HomeMy WebLinkAbout02- City Administrator - Budget Workshop 0
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ALTERNATIVE BUDGET REDUCTIONS
Updated May 21, 1996
POTENTIAL
PAGE DEPARTMENT PROGRAM/SERVICE REDUCTION COST SAVINGS
1 Animal Control Close Animal Shelter one 25,000
additional day per week
2 Animal Control Contract with a private vendor 11,800
for animal license canvassing
3 Facilities Reduce building maintenance 35,600
services
4 Finance Delete Composition Bindery Clerk 30,000
5 Fire Eliminate one Ladder Truck 582,700
company
6 Fire Eliminate Equipment Mechanic R 38,200
**Library Reduce funding by $50,000 50,000
7 Parks & Rec. Eliminate Casa Ramona Center 50,800
contract for services
8 Parks & Rec. Cancel the 4th of July celebration 40,700
9 Planning Eliminate vacant Assistant Planner 46,400
position, which will reduce planning
services
10 Police Share cost of crossing guard 80,000
program with the school district
11 Police Reduce vehicle purchases 50,000
TOTAL: 1,041,200
** This should only be considered if no other budget-balancing options are viable.
_j4- 7
BUDGET REDUCTION WORKSHEET
DEPT: Animal Control FUND: General Fund
PROGRAM/SERVICE REDUCTION:
Close animal shelter to the public one additional day per week.
POTENTIAL COST SAVINGS:
$25,000 annually
IMPACTS ON SERVICES:
- Shelter is currently closed Sunday only. It would now be closed two days per
week.
Public inconvenience could be offset by extended hours Tuesday-Friday.
Is
A majority of stray animals would be held one additional day to accommodate the
"stray hold"
Office staff would answer phones and dispatch calls to field staff on Mondays, so
there would be no impact on field services or police dispatch. Reduced kennel
staff could still handle animals impounded by field staff.
Residents of contracting agencies (Colton, Loma Linda, and Fontana) will be
affected by non-access to the shelter on Mondays.
Positions affected? x yes _ no If yes, list positions:
(1) Animal Shelter Attendant
(currently filled by a temporary employee;
employee would return to prior position of
part-time License Checker)
-1-
BUDGET REDUCTION WORKSHEET
DEPT: Animal Control FUND: General Fund
PROGRAM/SERVICE REDUCTION:
Contract with a private vendor for animal license canvasing; eliminate two temporary
part-time Animal License Checker positions.
POTENTIAL COST SAVINGS:
$11,800, and unknown amount of additional revenue
IlVIPACTS ON SERVICES:
- No reduction in present day-to-day level of service. The two positions are
presently vacant.
- The canvassing program has suffered in recent years due to attrition/promotions.
Utilizing an outside vendor for canvassing has the potential to increase revenue
regardless of the number of part-time Animal License Checkers.
- Other staff positions will have to provide coverage for annual rabies/licensing
clinics. Possibly reduce the number of clinics.
- Remain two part-time Animal License Checker positions would process licenses in
the office.
Positions affected? x yes _ no If yes, list positions:
(2) Animal license Checkers
(One employee in the position currently;
two are on temporary full-time
assignments)
-2-
BUDGET REDUCTION WORKSHEET
DEPT: Facilities Management FUND: General Fund
PROGRA USERVICE REDUCTION:
Reduce building maintenance services
POTENTIAL COST SAVINGS:
$35,600 (net savings)
IMPACTS ON SERVICES:
Reduction will slow down the delivery of building maintenance services by an
average of 3 days. This would take the current service time on routine requests
from 7 to 10 days. Savings in salary in benefits would total $65,600.
These positions were chosen as they would have less impact on service. The
other positions in this section are all designated as skilled trades (i.e., electricians,
plumbers, etc.)
Impact would be offset by adding $30,000 for contractual services. This
additional will allow the building maintenance section to privatize certain routine
maintenance functions currently done in-house, and reduce the impact of losing
these positions. Proposed areas for this work are door repairs, lamp replacement,
and equipment repairs.
Positions affected? x yes _ no If yes, list positions:
(2) Building Maintenance Workers
-3-
BUDGET REDUCTION WORKSHEET
DEPT: Finance FUND: General Fund
PROGRAM/SERVICE REDUCTION:
Delete Composition Bindery Clerk
POTENTIAL COST SAVINGS:
$30,000
LWPACTS ON SERVICES:
Main responsibilities of this position include type setting, filing and maintaining
print job originals, and Municipal Code updates. The remaining two positions in
the Print Shop can perform the most essential duties now being done by the
Composition Bindery Clerk. These include simple type setting jobs and '
maintaining print job originals. Complex type setting and the Municipal Code
updates would have to be contracted out.
Municipal Code updates are several years behind. This is not a function that the
Print Shop is equipped to handle. Better service would be obtained through an
outside contract. If the position is eliminated, it is recommended that $2,000 in
savings be set aside for contracting out Municipal Code updates.
Positions affected? x yes _ no If yes, list positions:
Composition Bindery Clerk
-4-
BUDGET REDUCTION WORKSHEET
DEPT: Fire FUND: General Fund
PROGRAM/SERVICE REDUCTION:
Eliminate one Ladder Truck Company (Ladder Truck #4)
POTENTIAL COST SAVINGS:
$582,744
IMPACTS ON SERVICES:
Minimal. Ladder trucks are used in special emergencies such as forcible entry, salvage
and overhaul, aerial firefighting operations, ventilation, and vehicle extrication. The fire
department currently operates two ladder trucks, with the other at station #1. ,
Ladder truck #4 will still be available for use, but the newer ladder truck operated
by station #1 will be used for daily operations. Ladder truck #4 would be staffed
with one engineer on one shift, and if necessary, another unit can be taken out of
service in order to provide additional staffing for ladder truck #4.
A reduction in manpower on truck #4 would result in a savings of $620,000.
$37,000 of this savings would be set aside in an overtime account to staff the
truck as needed.
Public information duties (school assemblies, special events, etc.) would be
distributed among the other units. The crew of ladder truck #4 currently provides
the majority of these services.
Positions affected? x yes _ no If yes, list positions:
(3) Fire captain
(2) Fire Engineer
(3) Firefighter
-5-
BUDGET REDUCTION WORKSHEET
DEPT: Fire FUND: General Fund
PROGRAWSERVICE REDUCTION:
Eliminate Fire Equipment Mechanic II
POTENTIAL COST SAVINGS:
$38,200
IMPACTS ON SERVICES:
- Position has been vacant since 1991.
Positions affected? x yes _ no If yes, list positions:
Equipment Mechanic H (vacant)
-6-
BUDGET REDUCTION WORKSHEET
DEPT: Parks, R'.ec., and Community Svcs FUND: General Fund
PROGRAM/SERVICE REDUCTION:
Eliminate Casa Ramona Center contract for services
POTENTIAL COST SAVINGS:
$50,800
IMPACTS ON SERVICES:
- Eliminates services at this center. Current information and referral serviced to the
community include assistance with Social Security information, translation of
written communications, health screenings, tax assistance, job information, etc.
Approximately 30,000 service units annually.
Positions affected? _ yes x no If yes, list positions:
-7-
BUDGET REDUCTION WORKSHEET
DEPT: Parks. Rec., and Community Svcs. FUND: General Fund
PROGRAMISERVICE REDUCTION:
Cancel the 4th of July celebrations.
POTENTIAL COST SAVINGS:
$40,750
EMPACTS ON SERVICES:
Eliminates a major city-wide event, patriotic in nature, affecting 10,000 attendees.
- Eliminates an opportunity to bring the community together.
Eliminates an opportunity for promoting image and support to the City.
Positions affected? _ yes x no If yes, list positions:
-8-
BUDGET REDUCTION WORKSHEET
DEPT: Planning and Building Services FUND: General Fund
PROGRAM/SERVICE REDUCTION:
Eliminate vacant Assistant Planner; reduce planning services
POTENTIAL COST SAVINGS:
$46,400
EVIPACTS ON SERVICES:
- Will result in longer processing times for development projects
Will require redistribution of work load between fewer staff members, resulting in
less time for updates/maintenance of the General Plan and Development Cdde.
Positions affected? x yes _ no If yes, list positions:
Assistant Planner (vacant)
-9-
BUDGET REDUCTION WORKSHEET
DEPT: Police FUND: General
PROGRANVSERVICE REDUCTION:
Share the cost of the crossing guard program with the school district
POTENTIAL COST SAVINGS:
$80,000
MPACTS ON SERVICES:
9
- None
This item will require negotiations with the school district.
Positions affected? _ yes x no If yes, Iist positions:
-10-
BUDGET REDUCTION WORKSHEET
DEPT: Police FUND: General Fund
PROGRAM/SERVICE REDUCTION:
Reduce vehicle purchases
POTENTIAL COST SAVINGS:
$50,000
IMPACTS ON SERVICES:
- Proposed budget includes $91,600 for additional vehicle purchases/replacement.
This action would reduce that amount to $41,600.
Positions affected? _ yes _ no If yes, list positions:
-11-
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CITY OF SAN BERNARDINO
HEALTH INSURANCE WELLNESS PROGRAMS
In addition to the specifics listed under each health plan below, all health plans offer periodic health exams,
immunizations/inoculation, hearing testing, vision exams, allergy testing and treatment, and well baby care.
...................
...................
o A A r - Asthma Control
Smoking Cessation Cholosteral Watch
Healthy Beginnings Biofeedback Training
Weight Reduction Blood P r e s s u r e
Control
o )F3Lti S> E - See Good Beginnings
Above...... .................. Headache Management
Weight/Stress
o CT_ d" - Management
p e r o d i c Blood Smoking Cessation
Pressure Testing
0 214CGR - See Above
o �.. ND*T.I0. -
Smoking' Cessation o "`CGA.,`..,, -
Physical exam Newborn /Prenatal
Sterilization / Class
Infertility WellWoman Check
treatment Stop Smoking Program
Contraceptives Health Pregnancy
Well Woman Care Program
vision / Hearing Nutritional
testing counseling
Stress Management Dietary Counseling
Weight Reduction Diabetes Management
Health Education
Services o YRSCARE :P} CC -
Mammograms Well Care. Vi sit "" ";
Cancer guidelines Mammograms
Nutritional
o HAZ' ' €» ' - Counseling
Changing Fobd Habits Allergy Screening
Cholosteral Awareness Cardiac Prevention
Smoking Cessation Christian science
Stress/Weight Treatment
Management Immunizations
CPR (children)
Menopause Flu Shot
Nutrition Class
Time Management o PORAG -
Fitness and Smoking Cessation
Exercising
Cancer Prevention o TA >Cl
Allergy Testing
oCAISBt SOf7TH - Immunizations (when
Arthritis Care medically necessary)
Childbirth/Prenatal/
Parenting
Diabetes Education
COP
CITY OF SAN BE ARDINO
MANDATED FUNCTIONS
MANDATE RESPONSIBLE AGENCY SOURCE
Divide City into Wards Mayor and Council Charter § 3
Conduct of elections Mayor and Council and City Clerk Charter §§ 10, 11, 14-A
Canvass of election returns Mayor and Council Charter § 11
Declaration of election results Mayor and Council Charter § 11
Fix compensation of election officers Mayor and Council Charter § 11-A
Issue certificate of office City Clerk Charter § 12
Receive filing of certificates and oaths of office City Clerk Charter § 12
Reinstatement of officers and employees in the City Charter § 16
armed forces
Approval of official bonds Mayor and Council Charter §20
Receive filing of official bonds City Clerk Charter §20
Receive filing of official bond of City Clerk Mayor Charter 1§20
Legislative power Council Charter § 30
Maintain certified copy of ordinances City Clerk Charter § 33
Publishing/posting of ordinances City Clerk Charter § 33
Preparation of summary of ordinances City Clerk(or other designated official) Charter § 33
Approve summary of ordinances City Attorney Charter § 33
Recording Council vote in certain instances City Charter §34
Public meetings City Charter § 35; Gov't
Code §54950 et seq
Days of Council Meetings City Charter § 35
Preside at Council Meetings Mayor Charter § 36
Mayor pro tempore, in absence of Mayor Council Charter § 36
Establish procedure for sale of City property Mayor and Council Charter §40 (a)
Chief Executive Officer Mayor Charter § 50
Cause the strict enforcement of all laws and Mayor Charter § 50
ordinances
DAB/tbm[Mattdates.Rpt] 1 '
Vigilantly observe the official conduct of all Mayor Charter § 50
public officers
Books and records of the City to be open to City Clerk, Board of Water Commissioners Charter §§ 50, 60, 165
public inspection Gov't Code § 6250 et seq
Cause books and record to be kept in proper Mayor and City Clerk Charter §§ 50, 60
form
Lay instances of willful neglect of duty or official Mayor Charter §50
misconduct before Council
Information on state of the City Mayor Charter § 50
Annual audit of finances Mayor Charter § 50
General supervision of City departments Mayor Charter §§50, 52
Preservation of public order and suppression of Mayor Charter §50
riots and tumults
Appoint officers Mayor Charter §§ 51, 160, 182,
205
Approve appointments Council Charter §§ 51, 160, 182,
205
Is
Fill vacancy in office of Mayor Council Charter §51
Make sure that contracts and agreements are Mayor Charter § 52
fully performed
Discharge appointive officers or employees for Mayor Charter §52
dereliction, neglect or non-performance of duty
(except classified employees)
Chief legal officer City Attorney Charter § 55 (d)
Represent and advise all City officers City Attorney Charter §55 (d)
Represent and appear for the City in all actions City Attorney Charter §55 (d)
brought by or against the City
Prosecute violations of City ordinances City Attorney Charter § 55 (d)
Prosecute violations of certain State laws City Attorney Charter § 55 (d); Gov't
Code § 91001.5
Attend meetings of the City Council City Attorney Charter § 55 (d)
Draft proposed ordinances and resolutions City Attorney Charter § 55 (d)
Prepare opinions City Attorney Charter § 55 (d)
DAB/thm(Mandates.Rptl 2
Provide City Attorney office space, equipment City Charter § 55 (e)
and clerical help
Keep the corporate seal City Clerk Charter § 60
Keep City books, records and documents City Clerk Charter § 60
Attend all meetings of the Council City Clerk Charter § 60
Keep a journal of Council proceedings City Clerk Charter § 60
Take affidavits and administer oaths without City Clerk Charter § 60
charge
Keep books and records indexed City Clerk Charter § 60
Number and keep record of all demands allowed City Clerk Charter § 60
and certified
Issue all City licenses City Clerk Charter§ 60
Countersign all warrants on the Treasury City Clerk Charter § 60
Receive and pay out all moneys belonging to the Treasurer Charter §70
City
Keep an account of all receipts and expenditures Treasurer Charterv§70
Make a monthly account to the Mayor and Council Treasurer Charter § 70
of the receipts and expenditures
May not pay out moneys except on claims Treasurer Charter § 70
Examine Initiative, Referendum and Recall City Clerk Charter §§ 120, 121, 122
petitions for sufficiency
Provide extra help for examining such petitions Council Charter § 120, 121, 122
Present to the Council sufficient initiative, City Clerk Charter §§ 120, 121, 122
referendum or recall petitions
Pass initiative ordinance or set it for an election Council Charter § 120
Reconsider ordinance on referendum or set it for Council Charter § 121
an election
Receive filing of copy of notice of intention of City Clerk
recall Charter § 122
Receive filing of answer of officer sought to be City Clerk
recalled Charter § 122
Transmit to Mayor and Council estimates of City Clerk Charter § 130
financial necessities of City Government
DAB/tbm[Mandates.Rptl 3
General obligation bonded indebtedness may not City Charter § 133
exceed 15% of assessed property value
General obligation bonds must be approved by City Charter § 133
2/3 vote of electorate
Revenue bonds must be approved by a majority City Charter § 133
vote of the electorate
Levy charges for sewer service Mayor and Council Charter § 134
Proceeds of sewer charges and operations to be City Charter § 134
paid into the sewer fund
Processing of demands against the City City Charter § 135
Purchase of goods, materials and supplies over a City Charter § 140
certain amount pursuant to competitive bidding
All warrants authorized by the Board of Water City Charter §§ 146, 164
Commissioners shall be paid out of the Water
Fund
All warrants authorized by the Board of Library City Charter § 148
Trustees shall be paid out of the Library Fund
Costs of the Sewer system shall be paid out of City Charter,§ 149
the Sewer Fund
Six year term for Water Commissioners City Charter § 160
Oath of Office All officers Charter §§ 161, 222
Selection of President of Board of Water Board of Water Commissioners Charter § 162
Commissioners
Keep a record of water service property Board of Water Commissioners Charter § 162
Keep record of receipts and disbursements on Board of Water Commissioners Charter § 165
account of water system
Make and maintain a map of the water system of Board of Water Commissioners Charter § 166
the City
File a statement of the financial condition of the Board of Water Commissioners Charter § 167
Water Department
File a statement of Water Department property Board of Water Commissioners Charter § 167
with the City Clerk
Ex-officio Secretary to the Board of Water City Clerk Charter § 168
Commissioners
Keep a record of the proceedings of the Water City Clerk Charter § 168
Commission
DAB/tbm lMandates.Rptl 4
Hold Board meetings twice a month Board of Water Commissioners Charter § 169
Shall receive a salary as specified Board of Water Commissioners Charter § 170
Ordinances to enforce rules and regulations of Mayor and Council Charter § 171
Board of Water Commissioners
To provide for a police department Mayor and Council Charter § 180 et seq.
To provide for a fire department Mayor and Council Charter § 180 et seq.
Enforce the laws of the state and ordinances of Chief of Police Charter § 182
the City
Control over all Fire and Police Departments' Mayor and Council Charter § 184
property
Fire and Police salary determination process Mayor and Council Charter § 186
Automatic salary steps for Fire and Police Mayor and Council Charter § 186
Library under the management of Board of City Charter §205
Trustees
Selection of President of Board of Library Board of Library Trustees Charter §205
Trustees
Selection of Secretary of Board of Library Board of Library Trustees Charter §205
Trustees
Board of Library Trustees to meet once each Board of Library Trustees Charter §210
month
Annual report to the Mayor and Council Board of Library Trustees Charter § 212
Appointment of Park and Recreation Commission Mayor and Council members Charter §213
Selection of Park and Recreation Commission • Park and Recreation Commission Charter § 216
Chairman and Secretary
Advise the Mayor and Council on parks, Park and Recreation Commission Charter §217
recreation and parkways
Consider the Park and Recreation Department Park and Recreation Commission Charter §217
Budget
Fiscal year City Charter §220
Office hours Mayor and Council Charter §227
Deposit money in the City Treasury All officers Charter §229
Elective officers entitled to reimbursement for City Charter § 234
expenses
DAB/tbm[Mandaws.Rptl 5
PERS Contract Mayor and Council Charter § 234 (a)
Civil Service Board City Charter § 246 et seq.
Civil Service Board may not hold any other Civil Service Board Charter § 246
public office
Election of Civil Service Chairman Civil Service Board Charter §247
Appointment of Chief Examiner Civil Service Board Charter §247
Classified and unclassified service City Charter § 248
Veterans preference Civil Service Board Charter § 249
Adoption of Civil Service rules and regulations Civil Service Board Charter §250
Approval of examinations Chief Examiner Charter §251
Maintain lists of eligibles Chief Examiner Charter §251
Certify appointments to Treasurer Chief Examiner Charter § 251
Salaries may not be paid without certification Treasurer Charter § 258
Provide for promotions Civil Service Board Charter §252
Probation of not more than one year Mayor and Council Charter §253
Procedures for and effective dates of discharges Civil Service Board Charter § 253
and reductions
No discharge, etc. without reasons and opportunity City Charter § 254
for hearing
Manner, time and place for appeals Civil Service Board Charter § 255
Determine penalties for violation of Charter Civil Civil Service Board Charter § 259
Service provisions
Approve penalty determinations of Civil Service Mayor and Council Charter § 259
Board
DAB/tbm IMandates.Rptl ()
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LITIGATION DIRECTORY
NAME IN/OUT COURT/CASE NO.
1 . Anstine, R. V. City In Not Available
2 . Arellanes, Frank L . (City vs. ) In SBSC 264052
3 . Armendariz, Tomas, etal v. City MB&A USDC 91-5757
4 . Armendariz, Tomas, etal v. City MB&A SBSC 271093
5 . Arriaga, Amanda, et al v. City MB&A SBSC SCV247466
Appeal E010264
6 . Atchison, Topeka & Santa Fe v.
Bd of Equalization County USDC C814365
7 . Avila, Daniel, et al v. In SBMC SBCI 12522
8 . Ballejos, John v. City In SBSC SCV 27859
9 . Banks, Anthony v. City In USDC CV 95-3656
10 . Barklage, Marianne v. City In USDC 94-7753
11 . Beckett, James v. City A&W SBSC SCV 18510
12 . Bell, John Lee v. City, et al In USDC 95-4231
13 . Board of Water Commissioners v.
Cardiff Mutual Water Co. In (Not Available)
14 . Boetjer, James v. Omnitrans In SBSC SCV 04858
15 . Bond, Leslie v. S .B. Comm.Dev. etal BB&K SBSC 276373
16 . Bravo, Eloisa v. City In SBSC SCV 29108
17 . Brazfield, Arthur Dean v. City, et al SBSC SCV15782
18 . Caldwell, Michael v. City In SBSC SCV26026
19 . Cal Disposal Company (Peo. v. ) In SBSC SCV14163
California Pavement (See Lawhon)
20 . Cal Safari, Inc . , etc . v. City In USDC CV 94-955
21 . Castillo, Ann v. City In SBSC SCV18079
22 . Central City Company v. City, et al GVSN&T SBSC SCV29232
23 . Childress, Tammy etc . v. Ryne
Vernon, City, et al In SBSC SCV23744
24 . Cimarron Ranch etc . v. City In SBSC SCV 17045
25 . Citizens for Preservation of SBSC 02292
Badgers Canyon v. City In Appeal E013097
26 . City v. County BA&B SBSC SCV18697
27 . Coleman, Eric v. City, et al In USDC CV95-1190
28 . Cook, Esther v. Carousel Mall MB&A SBSC SCV 07595
29 . County v. City of Colton, et al In RIV SC 224288
Appeal E012673
30 . County v. S .B. City Mun. Wtr. M.Carlos SBSC SCV 14571
31 . County of S .B. , et al (City v. ) In SBSC SCV24812
32 . Crain, Lawrence v. City WBD&S SBSC 229990
33 . DK Mechanical Contractors v. City In SBSCSCV27168
34 . Danco, George v. City In SBSC 1403
35 . Dowdell, Kenneth v. City In USDC CV95-4738
36 . Dowdell, Kenneth v. City In SBSC SCV 21219
37 . Duering, Dillon v. City In SBSC SCV 27970
38 . Dupee, Robert v. City In SBSC SCV 28025
39 . Early, Wm Roger v. City, et al In SBSC SCV 26115
40 . Elvoid, Lawrence S . et al (Peo. v) GVSN&T SBSC SCV265131
r
Z
41 . Estrada, Juan v. City of S .B . In SBSC SCV 16132
42 . Fairchild, Richard (Peo. v. ) In SBSC SCV225549
43 . Fakhoury, Kareem (Peo. v. ) In SBSC SCV 26595
44 . Fireman' s Fund Ins . Co. (City v. ) In SBSC SCV271849
45 . Flowers, Eljury et al v. City In USDC EDCV95-199
46 . Fontaine, Russell v. City, et al In SBSC SCV 21109
47 . Forsythe, Patrick v. City In SBSC SCV 04753
48 . GAEA Equitus Corp. v. City, EDA, etal In SBSC SCV 28589
49 . Gannett Outdoor Co. , Inc . (City v. ) In SBSC SCV 07036
50 . Garcia, Francella v. City In SBSC SCV 14834
51 . Graziano, Edward v. City In SBSC 266939
52 . Guardian Bank v. Penman, etal (USDC) MB&A USDC 92-4415
53 . Guardian Bank v. Penman, etal (SBSC) MB&A SBSC 272631
54 . Gutierrez, Loretta etc . v. City In SBSC SCV16983
55 . Hamilton, Mary v. S .B. City Mun Wtr M.Carlos SBSC SCV20533
56 . Hardy, Annie v. City of S .B. , et al In SBSC SCV24437
57 . Hardy, Greg (Peo. v. ) In SBSC SCV24712
58 . Henderson, Kenneth v. EDA, et al MO&H SBSC SCV16489
59 . Hernandez, Ralph v. R. Arias, et al In SBSC SCV 25768
60 . Hill, Mark, et al v. City, et al In SBMC SBCI27000
61 . Hodgdon, Warner (People v. ) In SBSC SCV01030
62 . Howard, Sherry v. City of S .B. In SBMC SBCI15298
63 . Insurance Company of the State
of Pennyslvania v. City, et al T&E USDC 94-0125
64 . JNH Nationwide Investments (Peo. v. ) GVS&N SBSC 265129
65 . Kinard, Justin v. City In SBMC SBCI26729
66 . Kitchen, Tanisha etc . v. City, et al In SBSC SCV 24528
67 . Lawhon, Michael v. Calif . Pavement/
Calif . Pavement v. City, et al In SBSC SCV 25826
68 . LeBrun, Jeffrey (Peo. v. ) GVSN&T SBSC 265130
69 . Manta Management Corp v. City In USDC ED 94-251
70 . Manta Management Corp (Peo. v. ) In SBSC SCV 18157
71 . Martinez, Jose, et al v. City In SBSC SCV 27310
72 . Meech, Dean R. v. City MO&H SBSC SCV 18049
73 . Monoco v. City In SBMC 11553
74 . Moore, David Paul v. City, et al In USDC 95-424
75 . Moore, Randy v. City, et al In USDC 95-7532
76 . Moreno, Joe v. City, et al In SBSC SCV 16187
77 . Murcia, Pedro v. City In SBSC SCV 18115
78 . Murphy, Jani v. City, et al In SBSC SCV 23716
79 . Nash, Estate of In SBSC SPR 56637
80 . Oden, Floyd v. Bd Admin of PERS In Not available
81 . Patel, Amrut N. v. Comm. Redev,
(City) In USDC 91-14206
82 . Patel, Suryakant (People v. ) In SBSC 26006
83 . Peer, Mary C. v. City In SBSC SCV270179
84 . Pope-Ludlam, Valerie v. City, et al In SBSC SCV 25769
85 . Purnell, Norman v. City, et al In SBSC SCV 09097
86 . Ramirez, Rosa Maria v. City In SBSC SCV 13814
87 . Ramos, Ramona v. City In SBSC SCV 16451
88 . Revere Finance Corp v. City, et al In SBSC SCV 28961
89 . Right to Know et al v. City S&G SBSC SCV 18649
May 15, 1996 2
90 . Rosa, Maxine v. City In SBSC SCV 26933
91 . Roy, Debdas v. Sotelo/City In SBMC SBCI12861
92 . Saman, Yousef v. City MB&A USDC 93-448
93 . San Bernardino County et al v. City In RIV SC 224288
94 . San Bernardino Hotel/Motel vs .
City of S .B. , et al In SBSC SCV264661
95 . Schlosser, Randy v. City, et al In SBSC SCV20993
96 . Scott, Deborah v. City, et al In SBSC SCV22447
97 . Scott, Juanita, et al v. Common SBSC SCV 13711
Council of City of S .B. G&R Appeal E015306
(Conflict)
98 . Smith, Richard v. City In SBSC SCV 21835
99 . Solis, Jocelyn v. City In SBSC SCV21312
100 . So. Pacific . Transp. v. Bd of Eq. County Not Available
101 . So . Pac . Pipe Line v. City County Not Available
102 . Stubblefield Construction v. City#2 In SBSC 252058
103 . Sunwest Bank v. City, et al In SBSC 02084
104 . Taylor, Russell E. v. City In SBSC SCV 11040
105 . Turner, Lonnie v. City In SBSC CI276398
106 . Vasquez, Priscilla v. City In SBSC SCV 25761
107 . Viera, Sandra v. City In SBSC SCV 14179
108 . Walker, Brenda (City v. ) In SBSC SCV 06402
109 . Webster, Lawrence (Peo. v. ) In SBSC SCV 03727
110 . Wood, Patrick J. et al (Peo.v. ) GVSN&T SBSC SCV265128
111 . Wooten, Frank v. City In SBSC SCV 27737 ,
112 . Yagman, Stephen v. City, et al MB&A SBSC SCV 28312
113 . Zito, Thomas v. City In SBSC SCV20627
Cases handled outside monitored by our office. . . . 27
Cases handled in house. . . . . . . . . . . . . . . 86
May 15, 1996 3
Q;00 P
COSTING FOR ALTERNATIVES
OCCUPATIONAL HEALTH PROGRAMS
I. OSHA-MANDATED PROGRAMS - TITLE 8
A. Bloodborne Pathogens
This year, approximately 110 employees reported Bloodborne Pathogen incidents to
Risk Management.
ti n
* Combined class, Bloodborne Pathogens/First Aid/CPR
—60 employees (4 classes) _ $1,080
* Single class, Bloodborne Pathogens (assume Fire Dept. will conduct and
coordinate First Aid/CPR)
--60 employees (2 classes) _ $456
--Twice/year (120 employees) _ $912
B. Hearing Conservation
The following options are based on employees visiting a clinic. Options could also
be explored for on-site van testing, which will be at a higher cost.
To date, 135 Fire Safety employees have been tested this year. It is anticipated that
Police Safety, Garage and Tree Trimmers would be tested in September 1996 (260+
employees).
ti n
* 135 Fire Safety Employees Q $8/test = $1,080
* 260 Employees (as above) (g? $8/test = $2,080
...t,:.v;:u.•...c:<.,.,`�'^.otx5:;>:;};:a;.,;•;�cc;°.-�:r°; :°':x;?�}S,Q,'.•,°;°•,°�r, ....
yjy ii: il;;i�:;rij::<:.'�::•:iSt.}::vii}:.;}i..'i;•?•;n•:Ci:•: .r}` r 4
.r...n..m.t•.vxrx..m:...nv...n...n...:..r..:>%\\;:\.:W'fii):•:4ft}i:Jf Y!}}xin4 ti}, G46n�k0�
II. PATIENTS TREATED
A. IndustrialInauries
Approximately 180 employees were seen by Risk Management for industrial injuries
and illnesses over the past two (2) years, or D employees/year.
s��9G
I
Costing for Alternatives
May 13, 1996
Page 2
ti n
* Use industrial medical clinic, 100 employees/year Q $53 (average of "limited"
and "intermediate" care) _ $5,300/year
y.y- -.�1N;..•;.\h:. fN00000�.!^ `O!MYNCCQ:\ ` H OOMNM:9
:....v.4..v:Vniwii i.�•X•Y)p];\mnW. .MV..-:Y�iiNOi\V..iCGn-:WJ>OPMA•'n.•M.:Yw+n
B. Non-Industrial injuries
Approximately 2,000 employees were seen by Risk Management are seen by Risk
Management for colds, flu and other non-industrial illnesses and injuries.
tin
* Use First Aid Kits in departments for routine medications, such as aspirin.
* Refer to private physician for more serious non-industrial illnesses and injuries.
* Cost could include lost work time, if employees visit a physician.
M. CITY-MANDATED PROGRAMS
A. Fitness-for-Duty
The City has an average of 4 Fitness-for-Duty physicals per year.
lions:
* Reassign within Risk Management
* -0- additional cost
B. Disaster Preparedness Triage Training
Three (3) Creative First Aid classes were scheduled last year.
ti n
* Reassign Disaster Preparedness Triage Training to Fire Department.
Costing for Alternatives
May 13, 1996
Page 3
IV. NURSE-DaTIATED PROGRAMS
A. Wellness Program.
The City had no formal wellness programs this past year. Risk Management did
present brief talks prior to CPR and First Aid classes.
ti n
* Take advantage of programs offered by City's health providers.
* Offer health risk appraisal at City's Health Benefits Fair conducted prior to Open
Enrollment.
..:: . .....
B. Blood Drive
Risk management staff chairs annual blood drive, conducts meetings and writes
reports.
lion
* Reassign to another staff person within or outside Risk Management.
* Contact another organization, such as Red Cross.
Total ("highlighted" items) _ "
Op
SAN BERNARDINO PUBLIC EMPLOYEES ASSOCIATION
May 15, 1996
Honorable Mayor and Common Council
City of San Bernardino
300 N. "D" St.
San Bernardino, CA 92418
Dear Mayor and Council Members:
Attached is the proposal that the San Bernardino Public Employees Association has prepared as
an alternative to that presented to you by the City staff.
We ask that you please seriously and objectively consider this proposal to balance the City's
budget without layoffs and without service reductions.
As you have stated, this is the time for tough choices and tough decisions. Although you may
not find our proposal easy to accept, it definitely helps to resolve budgetary problems on a long
term basis while maintaining service levels to the community.
We appreciate your time and thank you in advance for your consideration.
Sincerely,
;�K-//Zo/
M' hael A. Lynd P.
Labor Relations Representative Labor Relations Representative
MALbjr
Q0001.-DOC
433 North Sierra Way•P.O.Box 432•Son Bernardino,CA 92402-0432•(909)889-8377•FAX(909)888-7429
Proposed Reorganization and Downsizing
Eliminate Assistant City Administrator $8,811 per month
Create Director of Admirvstration Services $7,363 per month
Reclassify and make subordinate to Director of Administrative Services the following:
Director of Finance $8,095 per month
to
Finance Manages $6,660 per month
Director of Risk Management no salary change
to
Risk Manager
Director of Management Infoanation Systems $6,832 per month
to
Information Systems Manager $5,541 per month
Director of Personnel $7,363 per month
to
Personnel Manager $6,340 Per month
Cable Television Manager no change in salary
Director of
Administrative
Services
I
I I I I i
Finance Risk Information Personnel TV
Manager Manager Systems Manager Manager
Manager
Eliminate Assistant to City Administrator -$68,508
Change Purchasing Mier $4,941
to
Buyer $3,627
Total Salary Savings $146,640
Plus Benefits 51.177
Public Works/Public Services
Reorganize these two departments as follows:
Reclassify Director of Public Works/City Engineer $8,367 per month
to
Director of Public Works $7,363 per month
Create position of City Engineer separate from Director of Public Works $7,111 per month
Eliminate Assistant City Engineer
Eliminate Director of Public Services
Salary Savings $44,178
Eliminate Assistant Director of Public Services
Salary Savings $38,040
Move Refuse,Streets and Facilities Management into Public Works and create organizahonal stnicbme
subordinate to Director of Public Works as follows:
Director of
Public Works
I
City Solid Waste Street Fleet Facilities
Engineer Manager Superintendent Manager Manager
Eliminate Project Coordinator from Facilities Management
Salary Savings $50,000
Move Parking Control to Police Department
Fund 20%of Directors Salary from Refuse Fund $17,671
Total salary savings $161,977
Plus benefits 56,529
Eliminate Director of Animal Control and move Animal Control to
Police Department Salary savings $64,212
Plus benefits 22,409
Eliminate Assistant Director of Planning and Building Services
Salary savings $82,812
Phu benefits 28,901
Eliminate Assistant Police Chief
Salary savings $96,936
Phu benefits 33,830
F.tamnate overtime or Administi ative Leave forbath Chiefs $13,000 or$77,3W
Close Ceramics Studio $ 4,200
Reduce concrete repair replacement program $33,800
Elmwiate Typist Clerk III position-Streets $27,400
Reduce Traffic Engineering Services $111,500
Total budgetary savings $999,623
Revenue Generators
Increase transient occupancy tax 1.75% $247,520
Charge sports leagues for ballfield lighting energy costs 1000/0 $120,000
(500/6 $60,000)
Sell Pioneer Memorial Cemetery to a private operator $926,000
Increase various revenues $232,300
Total budgetary enhancenwats $2,525,443
Why keep Stores?
1. Convenience.
2. One stop shopping-allowing for greater productive time rather than a large loss from choosing
parts and supplies at numerous vendors. And how do we know the numbers of personnel involved and
cost incurred.
3. Centrally located for easier accessibility to both,departments/divisions and vendors.
4. Standardization of supplies and materials. Why have 25 departments/divisions purchasing 20
different types of widgets,when 2 types would do the job for 25 departments/divisions? Several
departments are using the same items of material,but buy from different sources,at different prices.
5. Shrinkage control-with a controlled inventory at Stores and departments purchasing through.
Stores on an as needed basis,the shrinkage should be under control. If departments are allowed at will and
stock pile you will see shrinkage go up-and do they have storage for quantity buys for best buy?
6. Purchase from the County-yes we can at 14%surcharge?Why not allow Stores that opportunity?
Stores purchased and sold back to departments/division in excess of$845,000.00 in 1995. Add 14%
$118,325.00.
7. Surplus property and disposition of Stores has an on-going recycle back to other
departments/division. 137 items of furniture and equipment during the past year were recycled back
ranging from ping-pong tables to typewriters,slide projectors,desks,etc.,thousands of dollars in savings.
8. Central receiving-Stores is a central receiving point for those departments/division that have all
personnel assigned duties in the field-such as Park and Recreation,paint Striping,Traffic Signal,Street
Trees,Sewer,Concrete,etc. It is unproductive time to have personnel standing by for deliveries that may or
may not be on time. And again it is an added cost to vendors to attempt delivery where there is no one to
receive? The cost will be passed on the City.
9. Fixed Assets-for control and accountability,all fixed assets should be received at central receiving
on their way in and be tagged or numbered for control. Same goes for fixed asset surplus. Control is very
loose.
10. Short form purchase order-makes everyone a buyer-with little control over buys. Reference
report to John Murphy,December 7, 1995. Not much has change.
11. Multi Tool Rooms. Why? Should consolidate and centrally locate for all users.
12. Janitorial supplies-should never have been removed from stores. Facilities is not manned or
equipped to handle-several departments/divisions buy direct rather than go through the hassle.
13. Building supplies-concrete(sack cement)hunber,hardware material,safety supplies,each
department going to have their own warehouse-storage is an expense.
COPYCITY OF SAN BERNARDINO
PROJECTED GENERAL FUND BALANCE REPORT
FISCAL YEAR 1996-1997
ESTIMATE ESTIMATE ESTIMATE
DESCRIPTION FY 95-96 FY 96-97 FY 97-98
--------------------- ----------------- ----------------- -----------------
Estimated Revenues 67,123,100 67,710,300 68,710,300
Est. Operating Transfers In 7,188,600 4,813,500 4,813,500
---------------- --------------- ----------------
Total Estimated Available 74,311,700 72,523,800 73,523,800
Expenditures 72,096,000 72,946,600 74,346,600
Transfers Out 3,356,600 3,444,700 3,444,700
---------------- ---------------- ----------------
Total Expenses 75,452,600 76,391,300 77,791,300
Excess (Deficiency) of
Revenues over Expenditure (1,140,900) (3,867,500) (4,267,500)
Beginning Balance 3,073,500 1,932,600 0
Ending Balance 1,932,600 (1,934,900) (4,267,500)
FY 96-97 Expenditures do NOT include the additional $308,400 being requested by
the City Attorney and $317,500 being requested by the Police Dept.
FY 97-98 Assumptions:
Revenues - assume total net increase of 1.5%.
Expenditures - 72,946,600
186 Increase 700,000
PERS for Safety 700,000
Total 74,346,000
OPTION: '. l I1 V)V Eliminate one Battalion (Reducing number
`�`.'J of Battalion Chiefs from six to three. )
POTENTIAL SAVINGS: $292, 300
BACKGROUND
Currently, the Fire Department personnel operate under two
battalions. Six battalion chiefs (two per shift) divide
supervision of the eleven Fire Stations. Staff has determined that
battalion chiefs (BC's) spend approximately 93% of their time on
administrative duties such as coordinating staff, tracking leave
time, attending meetings, maintaining inventory of various
equipment and supplies, and supervising building and ground
maintenance. They also have non-productive (eating and sleeping)
time.
According to current operating procedures, for a single alarm fire,
one BC is dispatched along with two engine companies and an aerial
truck. For a multi-alarm fire, two BC's are dispatched with four
engine companies and two aerial trucks.
KEY FACTS
On-scene management comprises approximately only 7% of a BC's
total 24 hour on-duty time.
In 1994, BC's were deployed on only 7% of all 911 incidents,
including EMS. '
At no time in 1994 did two single alarm fires occur at the
same time, meaning that at no time were two BC's needed to
handle simultaneous incidents. During the same 1994 time
period, the Fire Department had only 10 multi-alarm fires for
the entire year.
In the event of simultaneous single alarm fires or a multi-
alarm fire, the Fire Department can implement call-back
procedures to ensure that incidents are properly managed. The
Department can also train captains to assume BC duties under
these circumstances.
By eliminating one battalion (3 BC's) , captains would assume
responsibility for managing operations in their station.
Captains are paid $82 , 000 annually in salary and benefits and
supervise two to three other sworn staff.
If this recommendation is approved, the City Administrator's
office will work with the Fire Department to develop a
transition plan from two to one battalion.
There are currently three vacant BC positions. One vacancy is
being staffed by a captain acting as a BC and receiving BC
pay. Battalion Chiefs are tilling the remaining vacancies
through overtime. Additionally, due to a scheduled
retirement, it is anticipated that there will be one more
vacant BC position in May, for a total of four vacant BC
positions.
UPDATED 5/13/96
5-i?-4b
OPTION: Eliminate Overtime for Battalion Chiefs
POTENTIAL SAVINGS: $77, 300*
BACKGROUND
Currently, there are six budgeted Battalion Chief (BC) positions in
the Fire Department. The position of Battalion Chief is a
management, salaried position. Battalion Chiefs are allowed
eighty-four (84) hours of administrative leave per fiscal year.
Additionally, unlike other management positions in the City,
Battalion Chiefs are also paid for overtime at straight time.
Currently, two of the six budgeted Battalion Chief positions are
vacant. One of the vacancies is staffed .by a Captain acting as a
Battalion Chief and receiving acting pay. ' Battalion Chiefs are
staffing the other position by working overtime.
There are also two additional Battalion Chiefs acting in higher
positions as Fire Marshall and Training Officer. Both are
receiving acting pay.
KEY FACTS '
Staff surveyed ten Charter 186 Cities regarding administrative
leave and overtime for Battalion Chiefs. Of the ten cities
surveyed:
4 cities give no overtime to Battalion Chiefs.
4 cities give no administrative leave to Battalion
Chiefs. (One of the cities surveyed gives administrative
leave only to Battalion Chiefs on a 40 hour, as opposed
to 56 hour, ,work week. )
only 3 cities give both administrative leave and overtime
to Battalion Chiefs. Of these three cities, the highest
number of administrative hours given to Battalion Chiefs
is 40 hours. The City of San Bernardino gives its
Battalion Chiefs 84 hours of administrative leave per
year.
When a Battalion Chief uses administrative leave, the City
pays another Battalion Chief straight time overtime to cover
for him.
Both the Fire Safety MOU and the Management/Confidential
salary and benefits resolution do not address an obligation to
pay Battalion Chiefs overtime. This appears to be based
solely upon past practice. (Even if overtime pay is based
solely upon past practice, any change would require meeting
and conferring. )
*Based on actual 1995 data
Copy
CITY OF SAN BERNARDINO
INTEROFFICE MEMORANDUM
CITY ADMINISTRATOR'S OFFICE
TO: Mayor and Common Council
FROM: Fred Wilson, Assistant City Administrator
DATE: May 9, 1996
SUBJECT: Budget Workshop Materials
----------------------------------------------------------------------------------------------------------------------
Attached are the proposed budget reductions and revenue enhancements that were distributed at
the last Ways and Means Committee meeting.
The committee requested that this information be forwarded to the Mayor and Council for
further discussion.
9
Budget Reductions
and
Revenue Enhancements
Budget Workshop
May 13, 1996
BUDGET REDUCTION SUMMARY
POTENTIAL
.GE DEPARTMENT PROGRAM/SERVICE REDUCTION COST SAVINGS
2 Administration Eliminate Asst. to the City Admin. position $ 17,800 (Done)
and create Senior Administrative Analyst.
3 Finance Close/eliminate Central Stores 81,000 r
4 Fire Eliminate 1 battalion (reducing the number of 292,300i
Battalion Chiefs from six to three).
5 Fire Eliminate overtime or-ad 94mfive 1&wP—for 13,000 or 77,300
Battalion Chiefs.
6 Parks & Rec. Eliminate park tree trimming. 10,000'�*
7 Parks & Rec. Eliminate Utility Payment and Postal 65,800 x
Service Center at the Westside Community
Service Center.
8 Parks & Rec. Close the Ceramics Studio. 4,200
9 Parks & Rec. Cancel Franklin D. Roosevelt Bowl concerts. 11,000 x
10 Parks & Rec. Eliminate one Community Services Manager, 41,000
leaving only one to manage both the Downtown
and Perris Hill Centers.
11 Public Services Reduce concrete repair/replacement program. 33,800 x
12 Public Services Eliminate Asst. Director position (general fund 42,400
portion).
13 Public Services Eliminate Typist Clerk III position - Street 27,400
14 Public Works Reduce Traffic Engineering Services. 111,500 Y
15 Risk Management Eliminate Occupational Health Nurse Program. 97,300
16 Telecommunications Eliminate one Video Production Coordinator. 46,900
TOTAL: $895,400
-1-
BUDGET REDUCTION WORKSHEET
DEPT: Administration FUND: General Fund
PROGRAM/SERVICE REDUCTION:
Eliminate Assistant to the City Administrator position, and create Senior Administrative
Analyst
POTENTIAL COST SAVINGS:
$17,800
IMPACTS ON SERVICES:
Impact is minimal. Duties previously handled by the Assistant to the City
Administrator will be transferred to the new Senior Administrative Analyst. (This
action was discussed and approved at the April 15, 1996, City Council meeting.)
Positions affected? x yes _ no If yes, list positions:
Assistant to the City Administrator (vacant)
-2-
BUDGET REDUCTION WORKSHEET
DEPT: Finance FUND: General Fund
PROGRAM/SERVICE REDUCTION:
Close/eliminate Central Stores
POTENTIAL COST SAVINGS:
$81,000 (one position eliminated; additional savings to the GF by shifting one
position to Fleet)
DAPACTS ON SERVICES:
- Public will not be affected. Central Stores is an internal service provider.
- Everything that is currently stocked can be procured commercially. City also has
full use of the County stores which are nearby and carry many more line items.
- Sales have been declining. Last year's sales were $1 million; current year's
projected sales are $700,000.
- Stores operation is inefficient. Inventory turn level (ratio of sales to inventory
value) of five or more is efficient; the City's is less than two. By comparison,
Riverside County's turn rate is seven, and San Bernardino County's is ten.
If approved one Storekeeper would shift to Fleet, and would no longer be funded
by the General Fund. The other Storekeeper would come to City Hall and work
with the Print Shop. The Purchasing Clerk will come to City Hall and perform
administrative and clerical duties for Purchasing.
Positions affected? x yes _ no If yes, list positions:
(1) Warehouse Supervisor
(2) Storekeepers*
(1) Purchasing clerk*
* Would shift to other functions
-3-
BUDGET REDUCTION WORKSHEET
DEPT: Fire FUND: General Fund
PROGRAM/SERVICE REDUCTION:
Eliminate 1 battalion (reducing the number of Battalion Chiefs from six to three)
POTENTIAL COST SAVINGS:
$292,300
IMPACTS ON SERVICES:
No impact to the public; will impact the way the Fire Dept. is managed:
Remaining Battalion Chiefs and other staff will have to assume administrative
duties now done by BC's. This is the main responsibility of a BC; on-scen6
management comprises approximately only 7% of a BC's total 24 hour on-duty
time.
Need to implement a call-back procedure to ensure that simultaneous single alarm
fires and/or a multi-alarm fire occurs to provide incident management. Dept. can
also train Captains to assume BC duties under these circumstances.
Fire captains will assume responsibility for managing operations in their station.
Positions affected? x yes _ no If yes, list positions:
(3) Battalion Chief (currently two vacant;
two other vacancies anticipated in May)
-4-
BUDGET REDUCTION WORKSHEET
DEPT: Fire FUND: General Fund
PROGRAM/SERVICE REDUCTION:
Eliminate overtime or administrative leave for Battalion Chiefs
POTENTIAL COST SAVINGS:
$77,300 for elimination of overtime
$13,000 for elimination of administrative leave
IMPACTS ON SERVICES:
None. Fire Safety MOU and Management/Confidential salary and benefits resolution do
not address an obligation to pay Battalion Chiefs overtime. This appears to be based
solely on past practice.
Positions affected? yes x no If yes, list positions:
-5-
BUDGET REDUCTION WORKSBEET
DEPT: Parks. Rec.. and Community Svcs. FUND: General Fund
PROGRAWSERVICE REDUCTION:
Eliminate park tree trimming
POTENTIAL COST SAVINGS:
$10,000
BIPACTS ON SERVICES:
More than 500 trees will not be trimmed as planned for FY 96-97.
The only trees that will be trimmed will be those that pose a potential hazard, and
they would only be trimmed on an emergency basis.
Positions affected? yes x no If yes, list positions:
-A-
BUDGET REDUCTION WORKSHEET
DEPT: Parks. Rec.. and Community Svcs. FUND: General Fund
PROGRAM/SERVICE REDUCTION:
Eliminate Utility Payment and Postal Service Center at the Westside Community Service
Center
POTENTIAL COST SAVINGS:
$65,800
11"FACTS ON SERVICES:
Center will no longer collect utility bills or provide postal services, i.e., stamps,
money orders, packages, etc. The Center processes approximately 30,000 utility
bills per year and serves 25,000 postal patrons annually.
This is a non-traditional service for this department and does not meet the ,
essential criteria for recreation and/or community service. It costs approximately
$3.00 per utility bill paid through the center.
- The city collects approximately $9,000 from the utility companies and post office
for our services. Of that amount, $5,000 is from the post office. However, the
postal services department has requested that the City run the postal section as a
public service, and they would pay $100 annually instead of $5,000 as in the past.
- Payment services are available at the local shopping center on Highland Ave. near
the center. Postal services are available at host offices located at Highland and
Arrowhead, and at 1041 N. Mt. Vernon.
With the closure, the total efforts of the Center Manager will focus on expanding
services and maintaining current services, such as the information and referral
program, federally funded programs for the hungry and homeless, rent/deposit
program, and other adult and youth programs.
Positions affected? x yes _ no If yes, List positions:
(2) Cashier I positions
-7-
BUDGET REDUCTION WORKSHEET
DEPT: Parks. Rec.. and Community Svcs. FUND: General Fund
PROGRAWSERVICE REDUCTION:
Close the Ceramics Studio
POTENTIAL COST SAVINGS:
$4,200
IMPACTS ON SERVICES:
The ceramics studio, located behind the Perris Hill Swim Center, is operated on a
year-round basis. It provides fine arts instruction in ceramics, including pottery,
wheel work, and sculpture. The studio is operated by a contracted instructor hwo
is paid through student registration fees.
- Eliminates ceramic crafts opportunity to approximately 1,400 participants
Savings will be in gas charges that are required to operate the kiln used to fire the
students' works.
Positions affected? _ yes x no If yes, list positions:
-8-
BUDGET REDUCTION WORKSHEET
DEPT: Parks. Rec.. and Community Svcs, FUND: General Fund
PROGRAM/SERVICE REDUCTION:
Cancel Franklin D. Roosevelt Bowl concerts.
POTENTIAL COST SAVINGS:
$11,000 (fine arts funds)
IMPACTS ON SERVICES:
Two concert series, the Indian Summer Concerts and the Rites of Spring Concerts,
have been offered to San Bernardino residents free of charge for the pst decade.
This reduction eliminates musical entertainment in an outdoor setting to
approximately 3,000 to 4,000 spectators.
Positions affected`' _ yes x no If yes, list positions:
-9-
BUDGET REDUCTION WORKSHEET
DEPT: Parks. Rec., and Community Svcs. FUND: General Fund
PROGRAM/SERVICE REDUCTION:
Eliminate one Community Services Center Manager, leaving only one to manage both the
Downtown and Perris Hill centers.
POTENTIAL COST SAVINGS:
$41,000
IMPACTS ON SERVICES:
- Hours at the two Senior Centers will be reduced by approximately two (2) fours
per day.
Additionally, senior special events such as the Senior Olympics and Senior Talent
Showcase will be eliminated due to the reduction in management staff and the
increased responsibility of managing multiple centers.
Positions affected? x yes _ no If yes, list positions:
(1) Community Service Center Manager
(vacant)
-10-
BUDGET REDUCTION WORKSHEET
DEPT: FUND.
PUBLIC SERVICES 406 CONCRETE PROGRAM
PROGRANUSERVICE REDUCTION:
Eliminate Maintenance Worker I position - concrete
POTENTIAL COST SAVINGS: $33,800
BIPACTS ON SERVICES:
In FY 95-96, the concrete program was reduced by two Maintenance Worker I positions,
resulting in a reduced capacity to maintain the sidewalk infrastructure and repair damaged
sidewalks in a timely manner. The loss of this position will be offset by the funds
provided through CDBG for the sidewalk replacement program.
Positions affected? X yes _ no If yes, list positions:
Maintenance Worker I
-11-
BUDGET REDUCTION WORKSHEET
DEPT: FUND:
PUBLIC SERVICES 401 STREET MAINTENANCE ADMIN.
PROGRAM/SERVICE REDUCTION:
Eliminate Assistant Director position
POTENTIAL COST SAVINGS: $ 42,400 (General Fund portion)
IMPACTS ON SERVICES:
Assistant Director primarily focuses on personnel issues and day-to-day coordination of
the various divisions. These functions would be assumed by the Director, resulting in a
lack of long-range planning capacity and effective, inter-department coordinatior for
designing and implementing solutions for community issues.
Positions affected? X yes _ no If yes, list positions:
Asssistant Director
-12-
BUDGET REDUCTION WORK. .FT
DEPT: FUND:
PUBLIC SERVICES 401 STREET ADMINISTRATION
PROGRAM/SERVICE REDUCTION:
Typist Clerk III - Street Administration
POTENTIAL COST SAVINGS: $27,400
EMPACTS ON SERVICES:
This position was upgraded from an Account Clerk H to a Typist Clerk III when the
Street Division Reorganization was approved on 4/17/95. The Department's Secretary
has assumed some of these duties while this position has remained vacant. The
Department Secretary now provides support to (3) managers, and reduced clerical support
to the Director because of these additional duties.
Positions affected? R yes no If yes, list positions:
Typist Clerk III
-13-
BUDGET REDUCTION WORKSHEET
DEPT: Public Works FUND: General Fund
PROGRANVSERVICE REDUCTION:
Eliminate two vacant positions in Traffic Engineering
POTENTIAL COST SAVINGS:
$111,500
LVVACTS ON SERVICES:
Deleting Associate Traffic Engineer will require re-assignment of other personnel,
which will adversely impact response to traffic related complaints and
development of solutions. It will eliminate a second professional level review in
the section.
Increases the time required to review and comment on traffic impact analysis.
Generally, a TIA requires two weeks of concentrated effort. Loss of Associate
will require the Traffic Engineer to review all aspects of TIA.
Loss of a Maintenance Worker I impacts the section's ability to maintain the
existing inventory of pavement markings and signs.
Positions affected? x yes _ no If yes, list positions:
Associate Traffic Engineer (vacant)
Maintenance Worker I (vacant)
-14-
BUDGET REDUCTION WORKSHEET
DEPT: Risk Management FUND: Worker's Comp
PROGRAAUSERVICE REDUCTION:
Eliminate occupational health nurse
POTENTIAL COST SAVINGS:
$97,300 (salary, benefits, and program supplies)
IMPACTS ON SERVICES:
- Eliminate audio testing for Fire Department. May need to contract for some audio
testing.
- Lack of on-site treatment for minor illnesses and injuries of employees. Soihe lost
work time; more referrals to physician or clinic.
- Eliminate in-house coordination of CPR and first aid training.
- Eliminate in-house employee counseling on bloodborne pathogens. May need to
contract for service.
Positions affected? x yes _ no If yes, list positions:
Occupational Health Nurse
-15-
BUDGET REDUCTION WORKSHEET
DEPT: Telecommunications FUND:261
PROGRAAUSERVICE REDUCTION:
Eliminate one (1) Mid-management position: Video Production Coordinator
POTENTIAL COST SAVINGS:
$46,900
IMPACTS ON SERVICES:
Minimal. Production scheduling, staff assignments, and project follow-up
responsibilities will be reorganized with few problems anticipated. The current
CATV Manager will have to assume those duties. He has previously held t$is
position at another broadcast station.
Positions affected? _X_ yes _ no If yes, list positions:
Video production coordinator
-16-
Updated May 7, 1996
Revenue Enhancements
Sell Pioneer Memorial Cemetery to a private
operator 926,000
The cemetery is a historic part of the community, and has been owned by the city
for over 100 years. However, the Cemetery Fund is projected to end FY 96-97
with a deficit of$92,800. While municipal cemeteries were common in the past,
the community will be better served if the cemetery is sold to a private operator.
The new owners will be able to make the investments necessary to upgrade and
market the services of the cemetery.
Increase parking citation penalties 15,000
The current penalty schedule was last revised on July 1, 1993. The City is
currently charging less than neighboring cities on many code violations. The
proposed bail schedule will be more in line with surrounding communities.
Modify Municipal Code to allow for citations Is
of vehicles not displaying current registration
tags 6,000
The City currently writes citations for unregistered vehicles, pursuant to CVC
Section 4000. This section of the code requires that vehicles be registered. As
soon as the owner shows proof that the vehicle is registered, the citation must be
dismissed.
If this code change is made, citations would instead be issued for not displaying
tabs (Section 5204). When an officer writes a citation, he is really saying that
the license plate indicates that the registration is expired, due to expired tabs
being displayed. If they correct the violation and replace the expired tabs,
Section 40225 allows the City to charge $10.00 for administrative costs. (The
state takes $5.00 of this for the Criminal Justice Construction Fund.)
Increase Clerk's Office administrative fees
for abatements 6,400
The City Clerk's Office charges administrative fees on building, vehicle, and
weed abatements. This revenue would result from fee increases of $8 - $14,
depending on the stage of the lien process that the abatement costs are paid.
-17-
Revenue Enhancements
Impose new fees for following lien process / c
items 1,600
These new fees would be charged for issuing demand letters, release of lien
documents, and duplicate release of lien documents.
Change business registration fee for vending
machines 32,400
The current fee is $60 per year for 1 - 25 machines, and $2.00 for each machine
over 25. The proposed fee would be $34 per year for each machine.
Change business registration fee for pool halls 4,700
The current fee is a flat rate of $100 per year. The proposed fee would be $60
per table per year.
Increase weed abatement administrative fee to
reflect costs 20,000
Charge for Operator's Permits 9,000
The Police Department and the City Clerk's Office are both involved in issuing Operator's
Permits. Charging a fee of $59 per permit would cover both departments' costs of processing
these permits.
Raise the towing administrative fee from
$25 to $50 34,000
In an informal survey of other area cities, San Bernardino currently charges one
of the lowest administrative fees ($25). The highest city charged $105 per
vehicle, and the median fee is $50. A fee of$50 would more accurately reflect
the costs incurred by the Police Department.
Issue a citation for illegal burn calls rather 5,000-10,000
than a warning
The Fire Department generally issues warnings rather than citations when illegal
burns are reported. This estimate assumes 20 violations per year, with a fine
amount of $250 per violation.
-18-
Revenue Enhancements
Charge a fee for the third and fourth fire inspection 100,000
(when a continued violation requires these
additional inspections)
Currently, the only fees for fire violations are paid when a case is heard in court
and a judge sets the fines. In most cases, there is only a warning without fines.
When fines are applied, they are usually light (less than $100). An average of
only ten cases from the Fire Department go to court each year.
Out of the 10,000 fire inspections done annually, approximately 5,000 require a
third inspection and 2,500 require a fourth inspection to clear violations. If the
Fire Department were to charge a fee for the third inspection of repeat violations,
this revenue could result.
TOTAL: 1,152,400
___—_ ----- -----------------------------------------------------------------------=-----------
Other Revenue Ideas
Implement police-operated tow service for
towing police impounds
(potential net revenue - first year) 600,000
—19—