HomeMy WebLinkAbout04B- Finance CITY OF SAN BERNARDINO
i INTEROFFICE MEMORANDUM 2010 JUN 29 PM 3: 57
San Birnar in
ORIGINAL
TO: Mayor and Members of the Common Council
FROM: Barbara Pachon, Director of Finance
SUBJECT: 15%Budget Reduction Plan—Replacement Pages
DATE: June 29, 2010
Cc: City Manager, City Clerk, City Attorney, Department Directors
Since the printing of the 15%Budget Reduction Plan, some minor changes were made to the
following pages.
City Manager's Office FY 2010-11 Proposed General Fund Reductions
Civil Services Department FY 2010-11 Proposed General Fund Reductions
Library Department FY 2010-11 Proposed General Fund Reductions
Parks, Recreation and Community Services FY 2010-11 Proposed General Fund Reductions
Included with this memo are replacement pages. Please make the appropriate substitutions.
Also as a point of clarification, each department section includes a department organization chart
as well as the department budget summary page from the original FY 2010-11 Proposed Budget.
These pages are provided as reference only.
4e)
1 I ho
OFFICE OF THE CITY MANAGER
v E D f;`, „ CHARLES E. MCNEELY
.r
2010 JUN 29 SpO,7l6S18i °D^ Street • San Bernardino. CA 92418-0001
909.384.5122 • Fax: 909.384.5138
www.sbcity.org
San Bernar rino
June 30, 2010
Honorable Mayor and Members of the Common Council:
The Department Directors and I have worked collaboratively together to prepare the vision
budget that has been previously presented to you for your consideration. However, balancing the
budget was based on assumptions of the City's ability to increase revenue resources through a
series of revenue generating measures, some of which is predicated on voter support. As has
been described in the budget review process, we have been preparing an alternative plan for City
Council to consider, if in fact, revenue resources cannot be increased as projected and further
degradation of our financial resources continue.
For continuity purposes, I am restating information regarding the City's economic situation and a
description of the budget measures provided within the last budget message.
Economic Background and Impact on the City
We are experiencing an economic downtown of unprecedented proportion that is widespread and
devastating in its magnitude. It began with the housing industry and banking crisis and has now
expanded to virtually all facets of the economy, not just in San Bernardino, but throughout the State of
California and nationwide.
The economy continues to suffer from decreasing property values, a reduced credit capacity, ongoing
instability within our financial institutions and reduced consumer confidence. The continued rise in
unemployment directly impacts business production and sales. These factors significantly impact our
ability to maintain a healthy revenue base to support essential services for our community.
We are living through historic economic times that cause both tremendous challenges and unique
opportunities. Our short and long term priority continues to be fiscal stability with the challenge of
continuing to provide quality service and operation levels while living within our means; restoring and
maintaining a healthy reserve to weather the uncertain future; and sustaining programs that will support
economic vitality by which we can support strong and safe neighborhoods within our community.
Budget Measures
Over the last year, the City has implemented numerous actions designed to constrain General Fund
spending, including imposing a freeze on most hiring, asking vendors to take a voluntary 5%reduction in
contract costs, placing restrictions on non-mandated travel and training, and reducing supply and
material purchases to the extent practical. Additionally, significant reductions in budget allocations for
facilities and public infrastructure maintenance were imposed, new revenue sources were identified and
personnel costs were reduced through employee granted wage concessions. To further address a major
shortfall in revenue resources, the City implemented one-time revenue mechanisms to help close the gap.
These actions were undertaken to address a net General Fund shortfall of more than $59 million the City
identified in mid 2008. These budget reduction actions have had significant impacts on the City's ability
to deliver services to its residential and business communities, as well as on the employees who continue
to provide these services.
Despite the City's best efforts, a deficit of over $24 million is projected for next fiscal year with an
estimated five year cumulative deficit of$188 million. In large part this deficit is due to an anticipated
continued decline in sales tax, utility user tax and property tax revenues, as well as increases in costs
related to personnel compensation, retirement and other benefits.
The proposed "status quo" budget is balanced and it remains relatively fiat from last year's
expenditures. To accomplish this, the budget includes revenue strategies to increase our resources in
several areas: Increase of Real Property Transfer Tax Rate, Increase of Ref tse/Water/Sewer surcharge,
changes in certain fines and permit fees, adoption of a more focused effort on debt collections and future
sale of the Convention Center to the Economic Development Agency (EDA). An additional budget
balancing strategy is the extension of the date of the City's repayment of an existing$1.3 Million EDA
loan. The City's ability to meet these financial assumptions is predicated on future actions including
voter approval of the property transfer tax, ability to create a City-wide assessment district and the
completion of a study providing appropriate justification for assessing utility franchise fees.
If these revenue generating measures are not realized, the City will continue to experience deficit
spending and the projected revenue shortfalls will continue to grow exponentially. In order to prepare
for an uncertain future, I have requested that the departments review their operations and prepare for
Council consideration a contingency budget that will reflect 15% across the board reductions with
recommendations on how to reduce the City's expenditures to match depleting revenue resources.
As a full service provider which includes retaining our own police and fire services including labor
intensive operations such as integrated waste management, the primary cost driver in the general find is
employee costs. Therefore,potential reduction solutions to the City's current budget crisis will require a
critical look at changes within the workforce and the significant impact such changes will have on City
services recognizing that the City has in fact already made serious cuts in this area.
15% Budeet Reduction Plan
It is with extreme mixed emotions that I submit for consideration the following 15% budget
reduction plan. The budget scenarios provided by each department have been developed to
address the growing revenue deficit. Although the management team fiilly supports the vision
budget, we recognize that we need to prepare and have in place a plan if the proposed revenue
generating measures are not realized. We remain concerned that further reductions within the
organization will have severe consequences in our ability to provide even the basic level of
services to the community. But as professionals, we must do our job to develop alternative plans
that provide the Council with options if the new revenue measures are not realized.
This is a difficult challenge to address and is not a road that we desire to take. Nonetheless, the
departments and I are prepared to engage in dialogue on what a 15% or less reduction of
expenditures means for the organization and its impacts within the community. As your staff,
we are prepared to assist the Mayor and Council in pursuing the hard decisions necessary to
stabilize the City's financial situation.
Of great concern to me as your City Manager, however, is that we do not, in either of these
options, focus on only one year, as we have done in the past; but rather,take a longer perspective
on what is needed financially to bring stability in our services to the community and to our
employees. What will be required of all of us in charting a different future for our community is
the necessary courage to make the tough decisions that will best serve our community over the
long run, and not just for the next fiscal year.
R//e''sppe�Ictfully submitted,
cbCharles E. McNeelywAli�
City Manager
iii
CITY OF SAN BERNARDINO
FISCAL YEAR 2010-11 ESTIMATED EXPENDITURES
15% REDUCTION TARGET AND DEPARTMENT PROPOSALS
Reduction Department
]MATED EXPENDITURES %Decrease Target Proposal
Mayor $ 844,600 0.15 126,690 126,690
Common Council 568,600 0.15 85,290 0
City Clerk 2,004,800 0.15 300,720 301,600
City Treasurer 202,400 0.15 30,360 40,500
City Attorney 3,776,700 0.15 566,505 0
City Manager 1,173,300 0.151 175,995 176,900
Civil Service 303,100 0.15 45,465 45,500
Human Resource 4,985,900 0.15 747,885 747,900
Library 2,259,100 0.15 338,865 338,865
Finance 1,668,200 0.15 250,230 250,000
Information Technology 3,566,800 0.15 535,020 535,000
Community Development 7,607,100 0.15 1,141,065 1,142,900
Fire 32,621,400 0.15 4,893,210 5,088,000
Police 63,880,300 0.15 9,582,045 9,688,500
Parks, Recreation, &Comm Servic 5,379,800 0.15 806,970 807,000
Public Works 8,784,600 0.15 1,317,690 1,417,000
Total 139,626,700 1 0.151 20,944,005 20,706,355
'Savings will be impacted by cost of employee buyouts, estimated at$2M
CITY MANAGER DEPARTMENT
FY 2010-11 PROPOSED 15% REDUCTION PLAN
City Manager's Office
FY 2010-11 Proposed General Fund Reductions
Budget Summary Total: $1,293,400
General Fund Budget Total: $1,173,300
15% Reduction Target: $175,995
Impact Statement: Reductions will require Department Recommendations Total: $176,900
restructuring of duties within the City Manager's Office.
Full Time Department Employee Total: 9
Proposed Full Time Employee Reduction: -2
New Proposed Full Time Employee Total: 7
Item Program Ongoing Budget Reduction Plan Impact
Savings Chan'oe
1 Grants $91,900 Eliminate Grants Coordinator Impact on coordinated efforts to secure grants and 1
position develop legislative programs.
2 Admin -$85,000 Eliminate one analyst position Limit ability develop and implement new initiatives, 1
perform analysis,sis, etc.
Total -$176,900
City Manager
CITY MANAGER
General Special Revenues
Fund
Administration Communications & Air Quality
Comm. Relations Rideshaze
Grants Coordination! Organizational
Intergov. Relations Effectiveness
Neighborhood Special Events
Services Arts& Culture
Full Time Employees
Administration 3.65
Communications and Community Relations 1.40
Grants Coordination/Intergovernmental 1.45
Organizational Effectiveness 1.30
Neighborhood Services 0.10
Special Events/Art and Culture 0.10
A�M/Rideshare 1.00
er Total 9.00
Qty Nl unWr
Bn*et SunTnuy
A2W7/08 A20081CB '`2O W10 2010'11 Ptsoart
Actual Actual Budget Proposed Change
A Hquatdtures byPfngrats 200A'10-2x10'11
Adninstra ion 470,SM 55Q-593 645,818 F61,6J0 2%
Cbmi icatios and GbrtrnnnrtyR�latices 94,. 110524 133,253 134800 21/6
GwTts Cbordinatim 115,172 13ACP1 162,389 199,400 2%
QgarizatkwolEE cdvcncss 117,122 134972 165,139 10100 2%
l.�ooci services 29,072 29,321 35,351 34,X10 2%
Special BmWATts and Cldtne 25,072 29,321 35,351 34y WD 2%
02ietalRaudTblal 847,747 991,422 1,199,100 1,173,300 -2%
AirLLabty/]bdesbare 104967 10;507 214100 124100 -04%
Special Elevanwe RiudTblal 100947 104,507 214100 124100 -44%
Depwhym tT6ha1 948,714 1,095,929 1,411,400 1,293,400 -8%
$Hq>etrdtuas by0assi8cation
Personnel Services 881,631 1,029,676 1,221,'X)0 I194,800 21/6
Nbnrtenaruce RcC}�a'atioris 40941 29,007 54000 54000 0P/o
CbntactualSeivices 4,200 136148 101500 10500 01/o
hta,,w sffvwesB 21,912 2ACOS 23,2M 32,100 38'/0
Capital Outlay - - 1001000 -
Debt Service
Credits/1371ables - - 0p/o
Tbbd 94$714 1,095,929 1,411,400 1293,400 -8%
C Haxk g Sources
CPneralFund 847,747 991,422 1,115,300 1,084300 3%
ECA/( 13,000
S�A 50000 50000 0P/o
refuse 34000 30,000 03/o
AirQjalky/Mesbate 104967 101;507 214100 124100 -04%
Tbtal 94$714 1,095,929 1,411,400 1,293,400 4 N
AFvr eonpanson purposes prior fiscal year actual c2perdiU.rte are allocated to the current program
BWod&rs Ompe sabon and Liabiky doges have been added to eacl�Departnt s Internal Service Charges-
CITY OF SAN BERNARDINO
INTEROFFICE MEMORANDUM
;rllar 000
TO: Charles E. McNeely, City Manager
FROM: Debra Kurita, Assistant City Manager
SUBJECT: City Manager's Office 15%Reduction Budget Summary
DATE: June 28, 2010
Per your request, each City Department was asked to prepare 15% budget reduction plan. This
reduction to the City Manager's Office represents expenditure elimination of$175,995 from the
FY 2010/11 Preliminary Budget. The recommendations outlined in this memo total $177,217.
The significant impacts will affect the day-to-day operations of the Administration, Grants
Coordination/Intergovernmental Relations, and Air Quality Rideshare programs. Savings is
attributed to the elimination of two positions, the Senior Management Analyst/Grants
Coordinator and a Management Analyst II. The estimated personnel savings are in addition to
the 10%MOU concessions currently being negotiated with the City's bargaining groups.
Administration Protiram
The main focus of the City Manager's Office is to provide leadership, direction and oversight of
all policies and programs established by the Mayor and Common Council and to supply the City
employees with the tools necessary to provide superior municipal services to the residents and
business community of San Bernardino. The reduction of these two positions will limit the
ability of the of the City Manager's Office to develop, implement, and lead new initiatives (e.g.
SB TAAG, Building a Better Community, etc.) and will result is slower turn around times for
information requested by the Mayor and Common Council.
The reduction of the two positions will negatively impact the City Manager's Office ability to
plan, organize and conduct administrative and management analyses relating to assigned issues
and programs; identify problems, determine analytical techniques and statistical and information
which ultimately affects all departments in the City. The City relies heavily on its Management
Analysts to gather processes and obtain necessary information, data and documentation for
analysis; analyze alternatives and makes recommendations; prepare reports of study conclusions
and present materials for management discussion.
1
Grants Coordination/Intereovernmental Relations Program
One significant deficiency the City faces is the lack of a centralized and coordinated grant effort.
Although the position is currently vacant, the elimination of the Senior Administrative
Analyst/Grants coordinator will continue to limit the City's ability to actively seek and secure
funding opportunities for the City. The elimination of this position will also affect the City's
ability to continue development and implementation of a centralized, aggressive and responsible
legislative lobby program that was started in FY 2010/11. Current staff will continue to maintain
active relations between local, state and federal legislative delegations to insure positive impacts
and promote the City's position on legislative issues.
Air Ouality/Rideshare Program
The City Manager's Office is responsible for monitoring of the AB 2766 Air Quality
Management District(AQMD)funds and administering the Rideshare program. These duties are
currently shared among three employees and with the elimination of the Management Analyst II
position, a portion of the Air Quality/Rideshare responsibilities will be absorbed by the current
staffing. Impacts will be felt in the City's proactive marketing of the rideshare program due to
the absence of participating in regional rideshare events, and the lack of new incentives offered
to City employees who participate in the program.
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CITY ATTORNEY DEPARTMENT
FY 2010-11 PROPOSED 15% REDUCTION PLAN
City Attorney's Office
FY 2010-11 Proposed General Fund Reductions
Budget Summary Total: $3,776,700
General Fund Budget Total: $3,776,700
15% Reduction Target: $566,505
Department Recommendations Total: not avail
Full Time Department Employee Total: 22
Proposed Full Time Employee Reduction: n/a
New Proposed Full Time Employee Total: 22
Item Program Ongoing Budget Reduction Plan Impact Position
Savin s Change
Information not available at
printing time
Total $0.00
City Attorney
CITY ATTORNEY
Municipal Litigation Prosecution EDA
Legal Services Services
Full-Time Employees
Municipal Legal Services 7.92
Litigation 5.59
Prosecution 7.29
Economic Development Agency Services 1.2
Total 22
RXW s mwy
"2007/06 `MS09 AaMI0 2910/11 lit
Adval Adual a4get Apposed Gag
A BMditm b9A'V'drs 27910-2)10/11
Muixfial Leo SMIC6 1,067,675 1,125,231 1,093, 24 1,1X}800 b%
Lmg�bm 1,574115 1,62$467 1,582,291 1,7)3100 80/0
Aosaatim 711,712 735,779 714,916 XA,SOD 80/0
FvomcDwbpnutAge ySavices 117,659 121,712 11$279 127,300 8%
Trial 3,4962671 3,611,199 3,797628)0 3776, JW 8%
&BFmdhm t!y(lzsificabm
1dscnrid Savi es 2,515,573 2,X: IM 2,575,710 2,651,40D 3110
mmtt ann&(�aa 313,897 455,fA2 412'„;()0 402,7)0 -2%
C1 ri�Savices fiRHkl 565338 501,000 677,800 35%
Lrtanalsavup 244 150 17,100 41,60D 143%
QyrtUQuay 125 $647 Z-a 3,27D 19)/o
Ubt Same
(ledits/BMIcs
Tad M671 3,611,199 3 SDD 3,774-0 80/.
cAgingsm xn
CSlffiAl RrO Z"8DI 3,317,299 3,971,500 3,497,900 -12%
EDA/CEH-r 35400D 112,10o 3.55,500 1062000 JF/o
Nwcrl4imtnall 181,800 181,800 181,80D 181,800 01/o
Tdal 349Q601 3,611,199 4,50628)0 37X}70 01/o
AFcrcmiparamrpxposes pnorSsc al yearadual epmdit=are aDocatedto theaucrA pmgrmn
BWodmC2nmrahm and Lialal duges have bearaddedto each Uptn u'shrtemalRnwe4aW.
CITY CLERK DEPARTMENT
FY 2010-11 PROPOSED 15% REDUCTION PLAN
City Clerk's Department
FY 2010-11 Proposed General Fund Reductions
Budget Summary Total: $2,004,800
General Fund Budget Total: $2,004,800
15% Reduction Target: $300,720
Impact Statement: Reductions would primarily impact Department Recommendations Total: $301,600
maintenance, operations and part time assistance.
Full Time Department Employee Total: 16
Proposed Full Time Employee Reduction: -0
New Proposed Full Time Employee Total: 16
Includes Reduction in Part Time
ngoing Position
O
Item Program ngoi s Budget Reduction Plan Impact Change
Savin
1 Admin $19,600 Reduce Operating Costs Impacts ability to provide services to public, Mayor
and Council and departments.
2 Elections -$282,000 Reduce estimated election costs Reflects notification of reduction in costs from
Re istrar of Voters.
Total -5301,600
City Clerk
CITY CLERK
Administration Elections Passport Records Business Regis.
Acceptance
Fmanagement I TLTCollections
Fiil-Tine
Achmfhabon 365
Hechots 015
Passpott Acoept= L05
Rmrds MrBpmt L15
Hsntesslepsttmoo/TIT'cAmbos 1000
lOW 16
City ae k
`2ari/oa A2008/09 `2MIO zoi(Yn »ce,c
Actual actual a,dget Aoposed a-Onge
A F3eparrha+es 2O0a'10-2010'11
Ass13-a:on 54$746 419,549 514,397 520000 1%
Elections 552,018 422,050 517,461 523,100 10/0
Passport Acceptance 70.598 53,977 6G 179 65.E 1%
Pews is Nbnagtent 99,513 76,084 93294 94,300 1%
ausiness Peostration/TLTCbllcctions 844753 615,861 791,875 800.`:00 1%
Total 2,115,628 1,617,523 1,963,200 2,OD4;8O0 10/0
I3 F54mcitres bydassificadon
PUsonnelSetvices 1,330435 1,297,420 1,219,000 1,23g10D 1%
tin'�rta�mce&C Ociatiors 95,103 91,997 103,30D 100 2%
C3autxtual Services 583,193 102,387 562,OOD 565,6DO 1%
Intemal Services 105,009 122,397 9=1300 ]0'4800 11%
Gpital C utlay 1,888 132 460D 3,400 26)/o
Debt Service
C3edits/Bfllables
Tandl 2,115,628 1,617,573 1,963,2D0 2M4,8OD 1%
C FiNKIM somf
Cm=al Fund 2,115,628 1,617,43 1,963,270 ZW 4,8O0 1%
Internal Service Tund
Total 2,115,628 1,617,523 1,983200 2,004;800 10/0
AFbrcoripeuisonpugxp cs poor fiscal year actual eDperxlitteate allocated to the a urruntprogram
BWod,ets Cbrrpaisation and Liability cluazges have been added to each Depam�'s Intemal Service Charges.
CITY OF SAN BERNARDINO
INTEROFFICE MEMORANDUM
mom
4Btkruar
TO: Charles E. McNeely, City Manager
FROM: Rachel G. Clark, CMC, City Clerk
SUBJECT: City Clerk's Office 15% Reduction Budget Summary
DATE: June 28, 2010
Per your request, my office has prepared a 15% Budget Reduction Plan which, if implemented,
will result in the following described impacts to our operations. This reduction plan totals
$301,600 and will impact primarily maintenance, operations, and staffing in three of the
department's programs, i.e., Administration, Business Registration/TLT, and Elections. The
plan will impact the Clerk's Office's ability to provide timely and quality service to the public,
business community, City Departments, and the Mayor and Common Council. As such, I do not
endorse or recommend its adoption.
Administration Proeram
This budget reduction plan impacts personnel in this office by reducing the part time funding of a
Deputy City Clerk. This part-time position has been providing support to the department for the
past two years while the Assistant City Clerk position has been kept vacant in order to realize
salary savings. Further, the reduction plan will deplete any funding for basic support of the
administration program; the plan will eliminate or severely reduce funding for necessary
training, subscriptions, and maintenance of equipment. These reductions will affect the
department's ability to perform its necessary functions, impacting the ability to prepare and
properly post the agenda, to process notifications and filing of the Statements of Economic
Interests, and to produce minutes of the Council meetings.
Business Reeistration/TLT Proeram
In the budget reduction plan, funds for computer equipment, part-time staffing, training, and
business related subscriptions will be either eliminated or dramatically reduced. The computer
equipment purchase that will be eliminated is necessary to complete the system upgrade that has
enhanced the processing of licenses and increased office efficiency by adding bar coding and
scanning capabilities. Further, the reduction plan will delete funding from the budget for part
time salaries. This will completely eliminate the department's ability to hire interns who, in the
past,have successfully assisted in identifying new revenue.
1
Elections Proaram
The significant reduction in this program is in the area of professional contractual services where
the budgeted amount has been reduced by $282,000 as a result of the Registrar of Voters' Office
recent notification that the estimated cost for ballot measures on the November 2010 ballot will
be considerably less than originally projected.
Additionally, funds for necessary training and publications will be eliminated. The election law
related training is most important as it is the opportunity to hear from officials at the Secretary of
State's Office, the Fair Political Practices Commission, and other professionals about changes in
the law or processes involving elections, campaign statements, Statements of Economic Interest,
etc. Therefore, this reduction will have an impact on the staffs ability to perform its duties
related to the election laws.
2
CITY TREASURER DEPARTMENT
FY 2010-11 PROPOSED 15% REDUCTION PLAN
City Treasurer's Office
FY 2010-11 Proposed General Fund Reductions
Budget Summary Total: $202,400
General Fund Budget Total: $202,400
15% Reduction Target: $30,360
Department Recommendations Total: $40,500
Full Time Department Employee Total: 2.25
Proposed Full Time Employee Reduction: n/a
New Proposed Full Time Employee Total: 2.25
Item Program Savings Budget Reduction Plan Impact Position
Savin s Chan e
1 Admin $40,500 Reduce M&O Water Department to cover share Treasurer's
operations
Total -$40,500
City Treasurer
CITY TREASURER
Full Time Employees
ICity Treasurer 2.25
ICity Treasurer Total 2.25
Uty Measwr
&riketSmmffy
^xmiaa 'M*09 "230910 2D1a11 11acefn
AcWal Actual H,dget Plopered ChaiW
A HqpmIftm laYProWju 20010-2)Ial l
GtYmeasim 18Q930 209,461 197,'X)0 212400 T1.
Rd 18K95o 279,461 1917,-M 2T400 T1.
R Upmdhm hyaass;bcafian
Rasatmel Sevoces 16$817 191,768 1-An 179,270 10/0
Mtudamse&g3mbota 7,21 7,245 11,300 11,300 0'/0
cbtmacxual Sawa s 4665 4;156 4400 4;400 0%
htmul Services's 7,447 6,292 5,n 7,500 44'/0
Chpital Oitlay
lit service
credits i Fjoables
TOW 18K" 209,461 197,'X70 202,400 2%
c;nffalrind 18K95() 209,461 197,n 20Q400 20/.
Trial 18K950 209,461 197,X10 2]2,400 No
AFor cmpansm purposes pnor fiscal)u actual eapadihmam allocated to the cimart pmg}am
BW�CNW sabottatdhkilaydWphaveb=addodtoeachlkWWcdshtmolServiceOuges.
CIVIL SERVICE DEPARTMENT
FY 2010-11 PROPOSED 15% REDUCTION PLAN
Civil Service Department
FY 2010-11 Proposed General Fund Reductions
Impact Statement: Basic program services will remain Budget Summary Total: $303,100
intact. The reduction of Maintenance and Operations General Fund Budget Total: $303,100
expenses and the conversion of the Chief Examiner's 15% Reduction Target: $45,465
position to part-time will negatively impact timeliness Department Recommendations Total: $45,500
and customer service.
Full Time Department Employee Total: 3
Proposed Full Time Employee Reduction: -1
2
Change to Part Time Position: .5
Proposed New Employee Total: 2.5
Item Program Ongoing Budget Reduction Plan Impact Position
Savin s Change
Increase revenue reimbursement to General Fund by
1 Admin -18,600 Reduce M&O Water Department for services provided by Civil
Service.
2 Admin -$26,900 Reclassify position to PT and -1
reduce operating costs
Total -$45,500
Replacement Page
Civil Service
CIVIL SERVICE
Administration Employment
Sersrices
Full Time Employees
Administration 1.00
Employment Services 2.00
Civil Service Total 3.00
Civil Service
BWWt&■ rmy
"2W/(g 09 aMIO 2DI911 Percent
Acaal Acaal audg2c Ruposed awe
A 113wdum byRngrais 2909'10-2010'11
Adnm tabm 17CA680 1A6D L34,571 139,40D 4%
ffipbynartSffvices 207,479 15K167 15$@9 163 X10 4%
lbta► 384193 292,8% 292,600 3aB,100 4%
13 bWditm byQassificatim
PasocmelServices 3NQl 28Q2`i7 277,900 2&4'X70 2%
NbrAffmoe&(axratiais 9,761 486) 7,400 7,40D 0'1/0
ConhwtualSavices 30429 0'/0
htmul Services 9548 7, W 7,300 11,OOD 51010
Qp"Oiday
Debt Service
Qedts/BiHables
TOW 384,159 292,65 292,600 303,100 4%
c Firing sm-m
CiiiaalFund 384159 292,8% 292,600 303,10D 4%
Tod 3&4,159 272,8% 292,600 300100 4'/o
AFcr cmp nsmp ipcses gicr f;cal}ear adu3i cfarim are agocatedto d e anut p ugm
%Wm Cmpersatim and LiaUl duW-s have bomad±dto each Depa tmYs btffrd Service GwWs.
CITY OF SAN BERNARDINO
4- 1 INTEROFFICE MEMORANDUM
TO: Charles E. McNeely, City Manager
FROM: Kelli Bruhl, Chief Examiner
SUBJECT: Civil Service 15%Reduction Budget Summary
DATE: June 28, 2010
As directed, I have carefully reviewed department operations and prepared a contingency budget
to reflect a 15% expense reduction. The reductions will have a negative impact on service levels
to internal and external customers. I am neither endorsing this plan nor am I recommending its
adoption.
Administration Proaram
As the primary budget allocations for the Civil Service Department are dedicated to the three
staff members, any reduction in funding must directly impact personnel. The plan reduces the
personnel allocation by converting the management position, the Chief Examiner, to a part-time
position. Although basic program services as outlined in the Charter will remain intact, the
reduction in hours worked by the Chief Examiner will negatively impact timeliness and service
levels to internal and external customers, particularly during periods of high demand (heavy
recruitment, lay-offs, disciplinary hearings).
It will take longer to process applications and provide eligibility lists to departments, potentially
impacting the quality and availability of services to the community. Reduction-in-force savings
will be delayed, as an already lengthy process will take even longer. The completion of
disciplinary hearings may be delayed, hindering the ability of departments to implement
discipline in a timely manner and increasing administrative time paid to dismissed employees
pending appeal results. Appellant-employees will be impacted as the waiting time to learn
whether the department's disciplinary action will be upheld,modified, or reversed is extended.
In addition, the completion of critical projects, such as rules revisions, records retention, and
testing standards review, will be delayed, impacting the department's ability to streamline
procedures and to improve the quality of candidates presented to departments for selection.
1
Employment Services Program
Additional reductions will impact the maintenance and operations of this program. For example,
membership in the Western Regional Item Bank (WRIB) will be discontinued. This is an
organization that provides questions for written exams that may only be used if the membership
is current. The primary impact of discontinuing membership in WRIB will be to departments
that use written exams as a screening tool for some classifications. Written tests will be revised
to eliminate WRIB content and, in some cases, may not be used at all. Departments that use
written tests to predict the ability of an applicant to successfully perform may experience a
decline in the quality of candidates presented for selection.
Reductions are included in several other maintenance and operation activities. For example,
postage costs will be reduced; as a result, all notifications to applicants will be made through
electronic means, rather than hard copy,whenever an applicant provides an email address.
Customer satisfaction will be negatively impacted by complaints from applicants who requested
notification by mail.
2
COMMON COUNCIL DEPARTMENT
FY 2010-11 PROPOSED 15% REDUCTION PLAN
Common Council Office
FY 2010-11 Proposed General Fund Reductions
Budget Summary Total: $568,600
General Fund Budget Total: $568,600
15% Reduction Target: $85,290
Department Recommendations Total: not avail
Full Time Department Employee Total: 11
Proposed Full Time Employee Reduction: n/a
New Proposed Full Time Employee Total: 11
Item Program Ongoing Budget Reduction Plan Impact Position
Savin s Change
Information not available at
rintin g time
Total $0.00
Council
COUNCIL
City Council Council Support
rM mrm
arycAme 7.W
aull affat 400
Gx wO Tbd 11.00
Qua
Butet 5`tmtmy
`3007/08 I'XNC9 A3MIO 2D1a11 R3cart
Actual Actual Hr1gd Reposed GMDW
A bgffrjh°Ys by nW xis 3mlo-2010 ll
City Council 137,W L'i'um 147,435 3000 4'/0
C6uncalap" 30),M 357,2(6 395,166 414100 5%
Taal 507748 491482 542,600 511/0
R Hgarlhucs byClassifir�m
Pcrsctm Services 451,568 431296 4%.30D 501,MD 3%
Nifftenm=&Operations 3G6?4 33,946 4Q?00 41,600 2110
Cbraractual Services - 4478 - O/o
LrtemalSavicesB 1$115 1(;100 15�600 4800 6T/o
C* a1Qtlay 431 46)1
Debt Service
Cled¢s/Enables _ 01/o
TOW 507,748 491482 542,600 55$60D 53/0
C Boling Scums
C$lHalFund 457,748 441482 247,100 42 600 0'/0
IDk/CEW 51000 5QOOD 29A" MAO 0'/0
TOW 507,748 491482 542,600 5%600 No
Ar
cmq msonlRUposes pno<fiscal yew achml eparkure are aW=odto the macIA gogmn
B WodusCbnpasation and Lob&ydmageshavebeat added to each I Tmtme sIttemalServiceChmges.
COMMUNITY DEVELOPMENT DEPARTMENT
FY 2010-11 PROPOSED 15% REDUCTION PLAN
Community Development Department
FY 2010-11 Proposed General Fund Reductions
Budget Summary Total: $7,607,100
General Fund Budget Total: $7,607,100
npact Statement: Reduction in personnel will 15% Reduction Target: $1,141,065
estructure department organization and impact Department Recommendations Total: $1,142,900
delivery of service.
Full Time Department Employee Total: 70
Proposed Full Time Employee Reduction: -13
New Proposed Full Time Employee Total: 57
Item Program Ongoing Budget Reduction Plan Impact Position
Savings Change
1 Admin -$170,200 Eliminate Admin support position Impacts to Department's support services, Mobile 3
and reduce operation costs Home Park Permit and Political Sign Permit processing
Permits/ Impacts to implementation of Permits & Customer
2 Customer -$131,400 Eliminate 2 positions Service Program, increased processing time, reduced -2
Service service to customers
3 Building/ Eliminate Mobile Home Park
Safety -$81,000 Inspector and return program to Loss of revenue of$26,000. -1
the State
4 Land Dev/ $330900 Eliminate 2 positions& reduce
Planning -$330,900 contract planning Delays in processing times for projects. 1
Code Eliminate 5 code officers, reduce Program will be reactive, reduces capacity to be
5 nfcment -$429,400 Part Time and reduce operation proactive. p tY -6
costs
Total 41,142,900
Community Development
COMMUNITY DEVELOPMENT
Administration Permits &
Customer Service
Planning Land
Development
Building & Stormwater Mgmt
Safety NPDES
Code Enforcement Single-Family Rental
Beautification Property Inspection
Weed
Abatement
Full Time Employees
Administration 9.00
Enforcement&Beautification 23.50
Permits&Customer Service 9.00
Single Family Rental Inspection 10.25
Stormwater Management 2.00
Building& Safety 7.50
Planning 4.00
Weed Abatement 2.25
Land Development 2.50
Community Develo meat Total 70.00
(Wmi ly Dew4nptt
W Stmnuy
'3107/08 '2)0603 '209']O 3110'11 Phuat
Adel Ad" Bidgd Hoposed aunr-
Abpmcihres byPrWmE 3)910-3)10'11
Adnmtabon 1,*M 1,611,436 1,577 21 1 xB D 80/0
H*FOMEI¢&1 mutfication 11"2% 2,(BZ(Pl 1,5W,658 Z14RX 81/0
PbTr9s&C3N"ffSavm 561,89 2245 574%4 61$800 80/0
SmgleFamlyF�rtallnspedion 79$9)7 82(1,567 8fB,195 867,6)0 8%
Ston mmermm mlw 4XUB 414012 404726 43$800 80/0
Hi*&qty 615,518 QZ165 61$782 65K40D 80/0
IAUAbaaaiau 2701 284710 2-4,-6 294800 80/0
L"UNdmiad 193 0 D224 M985 211 X10 80/0
POMC M445 610655 6B6)0 65ZO 80/0
TOW 7,0,% 7,194715 7,032,400 7,617,100 80/0
B BPEld tm byGm ficatim
Ftasmid Savm 5551,554 47&4,891 5174U 5 300 4'/0
Mwkm=&Qx%a m 357,(92 319,730 511Q40D SSW 101/o
CbrntadualSavices 417,899 677,030 92Q10D 996200 80/0
LdemalSavi 6�82 3(A% 394D AD 9/o
Gpit outlay 19,141 4$094 4ls,90D 27,000 (P/o
D&t Sm= 24100 0 0 0 01/o
Clafits/Bllables
TOW 7,005,5218 7,19{715 7,032,400 7,607,IOD 8/0
C Ridng Souoes
Cffrd Rid 4,18OX 4S53,Xfi 4,OX 5,%D 2T/o
H31/CEW 2,575,'00 2,634150 2,413,1OD 1,XQ40D 2P/o
Rd 7,005;W 7,N4715 7,032,400 7,617,100 80/0
AFotompasonRnposesprosfscal year actualapen&ueareakatedtodramartRogan
%WMGmpasJm and Imbiblydnageslmxtbem addedtoeach]xpmtmvshums]Sm=Chxpg s.
CITY OF SAN BERNARDINO
INTEROFFICE MEMORANDUM
Mn Brrnar o
TO: Charles E. McNeely, City Manager
FROM: Valerie C. Ross, Director of Community Development
SUBJECT: Community Development Department 15%Reduction Budget Summary
DATE: June 28, 2010
The following is the plan for achieving a 15% reduction of the Community Development
Department budget. Given the impact on the Department's ability to provide services to the
community, I do not recommend any of the personnel reductions; but I understand the need for
the deep cuts. In general, this plan will achieve savings through eliminating positions; reducing
expenditures in overtime, materials, and supplies; and by attaining some economies of scale
related to the re-organization.
Administration Program
The reduction plan eliminates an Administrative Services Supervisor and 1 Accounting
Technician that provide support and direction in this program. These reductions will result in
diminishing the supervision and oversight capacity for the program and will impact the timely
processing payroll, purchasing, and requests for proposals. Other functions of the supervisor
position, such as management of the Mobile Home Park Annual Permit to Operate Program and
the management of the Political Sign Permit Program, will also be negatively affected.
Further, the Administrative Analyst II position assigned to support Code Enforcement support
will be eliminated. This reduction will impact the ability to monitor and prepare the Code
Enforcement portion of the budget, prepare user fee updates, process RFPs and other purchasing
related items, prepare special projects, track case documents and property owner notification
procedures, and assist the Division Manager.
Permits and Customer Service Program
The reduction plan eliminates the 50 percent of an Engineering Assistant that was allocated for
this program. This position was assigned part time to the public information counter and part
time to perform plan check and development project review. Eliminating this position will
impact the implementation of the new Permits and Customer Service program, increase the
processing time for development projects, and reduce the level of service to customers seeking
development related information, property address number assignments, existing street and
infrastructure plan research, or development impact fee deferrals.
1
Further, the plan requires the elimination of an Associate Planner position that serves as the
"Planner of the Day" at the public information counter. Eliminating this position will require a
different planner to perform these duties, leaving a Senior Planner and the City Planner to
participate in all of the development review meetings, staff the Planning and Historical
Preservation Commissions, as well as assume the duties of processing minor development
permits and temporary use permits, answering the general telephone call questions or requests
that average 40 per day, and responding to web-based inquiries and complaints. As a result, the
turnaround for entitlement projects will increase, and the level of response and availability of the
Planning staff to the public and other departments will decrease.
Additionally, much of the service to customers at the public planning counter will be transferred
to the two remaining Development Services Technicians who already have full workloads,
resulting in an increase in the wait times for customers seeking Planning, Building, and
Engineering permits or information. The Permits and Customer Service Program is new to the
department, and the reassignment of staff to this program has already occurred and cross training
is underway. However, the wait times at the public counter often reach or exceed one hour. For
example, during the month of May there were an average of 80 people per day seeking
information or permits for Planning, Building, and Land Development activities. The further
reduction in staff, and the resulting increase in processing and wait times at the counter, may
result in a potential loss in revenue from people doing work without obtaining permits, along
with an increase in compliance costs.
Building and Safety Program
The reduction plan eliminates the Mobile Home Park Inspector and involves returning
responsibility for the Mobile Home Park Inspection Program back to the State, which is the
approach that most local jurisdictions have already implemented. The State only pays the City
approximately $50,000 in permit fees, a sum that does not cover the cost of the inspector, let
alone the support staffing required. The City has 41 mobile home parks with approximately
4,138 units. There will be an increase in response time to the residents of these mobile home
parks, as they will have to contact the State and wait for that entity to respond to any issues or
concerns relating to permits and maintenance.
Although the program has a dedicated inspector,that inspector does regular inspection duties and
Permits and Customer Service duties if there is are absences. Eliminating this position will also
affect adoption of the 2010 California Building Standards Codes, hinder implementation of the
California Green Building Code, and slow the ability to obtain the Certified Accessibility
Specialist certification as mandated by the State.
Land Development Program
In order to reach the 15% reduction target, an Engineering Associate position will be eliminated.
As a result, the turnaround timeframe for on-site, off-site, and grading plan reviews will be
increased from the current six weeks, creating additional delays to development projects. In
addition, the review of various land use applications (e.g. TUPs, DPs, CUPs, etc.) for right-of-
way, traffic, hydrology, or other engineering concerns will have extended review processing
times. Further, the incorporation of NPDES Program submittals (e.g. SWPPPs, WQMPs and
related BMPs) into site development plans would have to be curtailed or hastily accomplished.
All of this will result in a reduced level of public safety, potentially increasing city liability, and
2
reducing service to customers on development projects. The successful implementation of new
regulations, such as the Water Wise and Water Efficient Landscape Ordinances will be
compromised, and with only one person assigned to this program, the service will not be
available when that individual has a vacation or illness.
Planning Program
The reduction plan includes a decrease in the allocation for contract planning. This approach
will limit the Department's ability to retain outside consultants to assist with projects where staff
does not have the expertise. Further, there will be no opportunity for any special studies related
to new programs or policies.
Single Family Rental Inspection Program
The reduction plan calls for the elimination of 3 Code Enforcement Officers, of which two
positions are currently vacant. The loss of these positions will increase total number of
inspections assigned to each of the remaining officers. Elimination of these positions will result
in a potential reduction in revenue from citations, but that cannot be accurately quantified
because of the variables from one situation to another and one Code Officer to another.
Code Enforcement/Beautification Program
The reduction plan will eliminate two positions in the Beautification Program, a Code Officer I
and a Code Officer II. The Officer I position is responsible for vehicle abatement duties.
Although the remaining Code Officers will cover some of these duties, this reduction will force a
shift from proactive to purely reactive vehicle abatement enforcement actions. There will be a
loss in revenues from the decrease in citations, which will partly be off-set by the remaining
Code Officers assuming vehicle abatement duties.
Further, the loss of the Code Officer II will result in an increase in the timeframes for processing
code violations and a decrease in the number of cases initiated; this will further reduce proactive
efforts. Additionally, there is a potential reduction in revenue from citations from eliminating
this position. The average estimated revenues per officer in this program are approximately
$2,500 per month, which equated to $26,000 per year in potential revenue reduction. For
clarification, this estimate is for illustrative purposes and assumes that all factors are equal,
which they are not. This projected loss of revenues is lower than in the Single Family Rental
Program because Code Enforcement/Beautification Officers also prepare warrants and attend
abatement hearings.
Weed Abatement Program
The reduction plan eliminates a Code Enforcement Officer II assigned to the Weed Abatement
Program, which will leave the responsibility for all inspection and abatement duties to the Weed
Abatement Coordinator. With this limited staff, the program will have to be focused on the
hillside areas, in order to ensure that potential fire hazard areas are addressed. As a result, weed
abatement activities in the other core areas of the City, including the downtown, will be
diminished, which will create an increase in blight in those areas. However, the elimination of
this position will not result in a loss of revenue.
3
FINANCE DEPARTMENT
FY 2010-11 PROPOSED 15% REDUCTION PLAN
Finance Department
FY 2010-11 Proposed General Fund Reductions
Budget Summary Total: $1,668,200
General Fund Budget Total: $1,668,200
Impact Statement: Reductions result in loss of 16% Reduction Target: $250,230
personnel which will impact the processing time in the Department Recommendations Total: $250,000
functions of purchasing, payroll and payables.
Full Time Department Employee Total: 16
Proposed Full Time Employee Reduction: -3
New Proposed Full Time Employee Total: 13
Reduction in Part Time
Item Program Ongoing Budget Reduction Plan Impact Change o
Sai s
1 Admin $56,000 Reduction in M&O Increase revenues from Water Department to General
Fund for services provided.
2 Admin -$45,500 Eliminate PT& .5 FT positions Impacts special projects&low income program _0.5
eliminated
3 Accounting -$51,000 Eliminate 1 FT position Reduce invoice processing -1
4 Purchasing -$79,000 Eliminate 1 FT position& Impacts processing of purchase order requests -1
downgrade 1 position
5 Payroll/ -$18,500 Eliminate .5 FT position Impacts payroll processing &customer service -0.5
Benefits
Total 4250,000
Finance
FINANCE
Administration Accounting Budgeting Purchasing Payroll)
Benefits
Full Time Employees
Administration 2.00
Accounting 5.25
Payroll/Benefits 4.25
Purchasing 2.00
Budget 2.50
Finance Total 16.00
Finance
Budget Summary
A2007/08 A2008/09 A2009/10 2010/11 Percent
Actual Actual Budget Proposed Change
A.Expenditures by Programs 2009/10-2010/11
Administration 469,844 474,202 464,687 478,100 3%
Accounting 338,256 341,394 334,544 344,200 3%
Payroll/Benefits 314,376 317,292 310,925 319,900 3%
Purchasing 160,185 161,671 158,427 163,000 3%
Budget 356,732 360,041 352,816 363,000 3%
Total 1,639,393 1,654,600 1,621,400 1,668,200
B.Expenditures by Classification
Personnel Services 1,328,131 1,476,100 1,415,000 1,456,600 3%
Maintenance&Operations 39,776 46,200 48,200 48,200 0%
Contractual Services 1,462 3,400 3,400 3,400 0%
Internal Services 270,024 183,700 209,600 236,800 13%
Capital Outlay
Debt Service
Credits/Billables - (54,800) (54,800) (76,800) 40%
Total 1,639,393 1,654,600 1,621,400 1,668,200 3%
C.Funding Sources
General Fund 1,603,293 1,618,500 1,585,300 1,632,100 3%
Water 28,100 28,100 28,100 28,100 0%
EDA/CDBG 8,000 8,000 8,000 8,000 0%
Total 1,639,393 1,654,600 1,621,400 1,668,200 3%
'For comparison purposes prior fiscal year actual expenditure are allocated to the current program
$Workers Compensation and Liability charges have been added to each Department's Internal Service Charges.
CITY OF SAN BERNARDINO
INTEROFFICE MEMORANDUM
Shcl RPfllilfl 100
TO: Charles E. McNeely, City Manager
FROM: Barbara Pachon, Director of Finance
SUBJECT: Finance Department 15%Reduction Budget Summary
DATE: June 28, 2010
As requested the Finance Department prepared a 15% budget reduction plan. This budget
reduction plan for the Finance Department equals to a$250,000 reduction from the department's
FY 2010-2011 Preliminary Budget. The reductions outlined below represent a significant impact
to the Finance Departments day-to-day operations. The only way that the Finance Department
could reach the 15% target reduction plan is to reduce staffing in the Department; the reduction
plan includes the elimination of three full-time positions, a part-time position, and a variety of
operation costs. In summary, these reductions will impact the department's ability to provide
payments to vendors, process paychecks to employees, process tax exemptions to low income
residents, and perform proper check and balance analyses.
Administration Program
The plan's reductions in Administration include eliminating a part-time position that is assigned
special projects in areas of budget, accounting, and purchasing. Without this position some of
the objectives for Finance in FY 2010-2011 will be impacted. For example, one of the major
priorities that will be impacted is the implementation of a two-year budget.
The proposed reductions in the Administration Program also include the elimination of a full-
time position that works half time in Administration and half-time in Payroll. The impact to
Administration for eliminating this position would be to the Low Income Rebate Program for
Utility User Tax, Refuse, and Water programs. Finance's ability to process requests by residents
for exemptions will experience a much slower turn-around time and, thereby, impact the benefit
to the residents.
Accounting Program
The proposed reductions in the Accounting Program include eliminating one Accounts Payable
Technician. This will leave only one employee to process all of the invoices for the entire City.
As a result, the current practice of paying invoices weekly will be reduced to a twice a month
schedule, directly impacting the vendors who perform work for the City. These vendors will
1
receive payments at a much slower rate than the existing procedures provide. Unfortunately, in a
down economy this may impact the ability of the businesses to survive. Also, it should be noted
that Finance, with only one employee processing payments, would have very little ability to
prepare manual checks if a department misses a payment deadline. This could cause the City to
have to pay late payment penalties.
Purchasing Program
The reductions in the Purchasing Program include the elimination of one full-time position. This
reduction will leave only one employee to process all of the bid and purchase order requests for
the entire City. The departments will,receive bid results and purchase orders at a much slower
rate, which in turn will greatly impact their ability to authorize the vendors to begin the work,
thereby creating delays in completing the projects. Unfortunately, this is not what is needed to
help businesses survive in a down economy.
Since the Purchasing Program would be reduced to a one-employee operation, the plan also
downgrades the current Purchasing Manager position to a lower level position and moves the
purchasing operation into the Accounting Program under direction of the Accounting Manager.
As a result, the Accounting Manager will have a larger span of control and additional
responsibilities that would impact and slow the accounting work that produces the monthly
reports and the closure of the year-end financials.
Payroll Program
The plan's reductions in the Payroll Program include the decrease of half of a full-time position.
This reduction will result in less check and balance analyses in payroll operations and reduced
customer service. The Payroll staff will have less ability to answer questions from employees
regarding their pay, accruals, PERS, the deferred compensation program and other aspects of
their paycheck.
2
FIRE DEPARTMENT
FY 2010-11 PROPOSED 15% REDUCTION PLAN
Fire Department
FY 2010-11 Proposed General Fund Reductions
Budget Summary Total: $32,621,400
Impact Statement: A reduction in force of this General Fund Budget Total: $32,621,400
magnitude coupled with the loss of 19 positions last 16% Reduction Target: $4,893,210
year will result in decreased service in all aspects of the Department Recommendations Total: $590889000
Fire Department's responsibilities.
Full Time Department Employee Total: 191
Proposed Full Time Employee Reduction: -27
New Proposed Full Time Employee Total: 164
Priori Program Ongoing Budget Reduction Plan Impact Position
Savin s Chan e
Risk
Community Reduction in frequency of inspections and response to 3
Reduction -220,500 Eliminate 3 ositions acitizen complaints regarding code violations.
Fleet& Impacts support of equipment for Fire Department. -1
Equipment -45,800 Eliminate 1 mechanic
Fire&
Rescue Impacts safety services. -23
Operation -3,521,700 Eliminate 23 positions
Grant
Credits -1,300,000 Grant credits Already included in preliminary budget
Total -5,088,000
J
Fire
FIRE DEPARTMENT
Administration Disaster
Preparedness
Fire and Emergency Emergency
Medical Services Communications
Training & Community
Personnel Risk Reduction
Fleet&
Equipment
Full Time Employees
Administration 6.38
Fire and EMS 150.75
Training&Personnel 0.75
Community Risk Reduction 16.00
Disaster Preparedness 1.00
Fleet&Equipment 4.37
Emergency Communications 11.75
Fire Total 191.00
J
Fire Department
Budget Summary
2007/08(A) 2008/09(A) 2009/10(A) 2010/11 Percent
Actual Actual Budget Proposed Change
A.Expenditures by Programs 2009/10-2010/11
Administration 2,859,020 2,940,192 2,695,666 2,725,400 1%
Fire and EMS 27,611,146 28,395,064 26,033,541 26,320,700 1%
Training&Personnel 243,794 250,716 229,865 232,400 1%
Community Risk Reduction 1,632,077 1,678,414 1,538,826 1,555,800 1%
Disaster Preparedness 95,776 98,495 90,304 91,300 1%
Fleet&Equipment 728,235 748,911 686,626 694,200 1%
Emergency Communications 1,050,706 1,080,537 990,673 1,001,600 1%
Fire DIFF 23,512 616,566 155,300 -
Total 34,244,268 35,808,895 32,420,800 32,621,400 1%
B.Expenditures by Classification
Personnel Services 30,292,820 31,676,679 28,265,000 29,177,100
Maintenance&Operations 597,971 497,184 803,200 810,800 1%
Contractual Services 240,525 252,298 314,200 326,500 4%
Internal Services 1,197,865 1,053,325 1,041,300 1,884,500 81%
Capital Outlay 215,000 34,246 127,300 24,500 -81%
Debt Service 1,683,768 1,686,341 1,714,500 1,820,000 6%
Credits/Billables (7,193) (7,744) - (1,422,000)
Total 34,220,756 35,192,329 32,265,500 32,621,400 1%
C.Fbnding Sources
General Fund 33,686,556 34,658,129 31,731,300 32,087,200 1%
EDA/CDC B 534,200 534,200 534,200 534,200 0°/a
Fire DIFF 23,512 616,566 155,300 - 100%
Total 34,244,268 35,808,895 32,420,800 32,621,400 1%
AFor comparison purposes prior fiscal year actual expenditure are allocated to the current program
BWorkers Compensation and Liability charges have been added to each Department's Internal Service Charges.
CITY OF SAN BERNARDINO
INTEROFFICE MEMORANDUM
Sa �w
TO: Charles E. McNeely, City Manager
FROM: Michael J. Conrad, Fire Chief
SUBJECT: Fire Department 15% Reduction Budget Summary
DATE: June 28, 2010
The Fire Department's share of the tentative budget reductions equals $5.1 million. We have
been fortunate to receive S.A.F.E.R. and R.C.P.G. grant funding in the amount of$1.3 million
for this fiscal year effectively making our remaining budget reduction burden $3.8 million. This
remaining estimated shortfall in funding is extreme and has serious, far reaching effects on the
Fire Department's ability to provide the level of protection that the citizens currently expect. To
reduce our costs by this amount requires a reduction of 27 positions across all divisions within
the Fire Department. A reduction in force of this magnitude coupled with the loss of 19
positions last year will result in decreased service in all aspects of the Fire Department's
responsibilities.
Fire and Emer¢ency Medical Services Prouram
Our daily staffing level will decrease by 7 firefighters to a total of 42 resulting in the loss of one
engine or truck company and the medic squad. We will also lose the 4`h firefighter on 1 of the 3
units that still have that level of staffing. In addition, the loss of a Battalion Chief will further
erode our ability to provide timely and adequate command and control on incidents thereby
increasing the potential for firefighter injury and for serious, negative impacts to life and
property.
The cumulative affect of these reductions will result in extended response times to an estimated
500 -1000 incidents annually. This longer response time will potentially cause an increase in the
loss of lives and property of our residents.
Community Risk Reduction Pro¢ram/Fleet and Equipment Proaram
The reduction in these divisions equate to the loss of 5 positions that will adversely affect arson
investigation, code enforcement, development services, fire prevention and fire apparatus repair
and maintenance. The impacts include a serious erosion of our arson investigation abilities by
1
losing the established "Lead Investigator" and requiring our future investigations be done as a
collateral duty by shift captains. Arson case follow-up and coordination with the district attorney
and other law enforcement agencies will be difficult to accomplish thereby limiting our ability to
arrest and convict arsonists.
The loss of the Code Compliance Officer, Plans Examiner and Fire Prevention Officer will result
in a reduced level of service to the citizens. The frequency of Fire Code Permit inspections and
multi-family complex inspections will be decreased and our response to citizen complaints
regarding fire code violations will take longer to answer. The assignment of a Fire Plans
Examiner to the Community Development department will cease thereby compromising the "one
stop shop"concept for developers.
The reduction of the Mechanic position will erode our ability to be proactive in doing preventive
maintenance on our light duty vehicles and instead require us to be reactive: fix it when it fails,
potentially resulting in higher costs for serious mechanical failures that could have been avoided.
2
HUMAN RESOURCES DEPARTMENT
FY 2010-11 PROPOSED 15% REDUCTION PLAN
Human Resources Department
Impact Statement: The suggested cuts represent FY 2010-11 Proposed General Fund Reductions
reductions that impact,employees, retirees, injured Budget Summary Total: $7,412,000
workers, and the community. While several options General Fund Budget Total: $4,985,900
impact personnel/community several may increase 15% Reduction Target: $747,885
litigation, burden other departments,jeopardize Department Recommendations Total: $747,900
compliance with Federal/State mandates, reduce the
number of service hours available to provide customer
service, and assist the City family during critical
incidents. Full Time Department Employee Total: 13
Proposed Full Time Employee Reduction: -1
New Proposed Full Time Employee Total: 12
Item Program Ongoing Budget Reduction Plan Impact Position
Savin s Change
Workers Eliminate Employee Assistance Program not available to employees; litigation
1 Comp $139,200 program&operation costs reduction may compromise investigation and defense
of workers romp claims.
Reduce safety position to PT,
2 Liability -$152,100 reduce insurance premiums and Potential increase in liability claims. 1
operation costs
3 Human -$65,400 Reduction in M&O Water Department to pay for additional costs and
Resources reduce operation costs
Administrative cost savings from Change in ability to customize health care plans,
4 Misc -$391,200 changing health coverage to transfer of costs for pre-employment physicals to
PERS, reduce reserve at BICEP departments.
Total -$747,900
Human Resources
HUMAN RESOURCES
General Internal Service
Fund Fund
rWorkforce dministration Employee Workers Liability &
Services Compensation Risk Mgmt
Planning& Retention
Full Time Employee
Administration 1.00
Employee Services 1.60
Workforce Planning and Retention 1.60
Liability/Risk Management 2.65
Workers Compensation 6.15
Human Resources Total 13.00
IlxrmResoutces
Bagiet Suimnyry
^zan/aa IXMooq '2DRl0 2oi911 rament
AcUaal Actual H,dga Flnposed Chmg--
A.F*ennihnas byPrcgr am 200Y10-2010 11
Adnimstration 168630 17Q512 194675 21$400 15%
Frrployee Savioes 132,418 133,896 149,728 171 SW 15%
V6brldac Mmrm-g and Riertiar 135,033 M551 152,®7 174,900 15%
Om al Raid1btal 43f3090 44Q959 493,10D 564,800 15%
Ii23&y/Riskl brog'mzrA ZO)S-M 3,OiCW 3,075,900 3,1(2;800 1%
V�7e ® Cbnpaisation 3,49(19% 4,157015 3,729,90D 3,744,400 01/o
httomalSeiceTalal G025,(138 7,674,934 72%900 7,412,OOD 2)10
SF3paxituas byClassificado n
FUSamelSavices 1,129,000 1,038,001 1,1X340D 1271-100 80/0
Nbirilmance&oPetations 4,415,632 031346® 5,787,7UD 5,-)%3- D 0%
CbnhactualSavices 274624 VCC" 293,2110 28W 23/o
Mona]SavicesB 5$632 45,,U6 41,60D 55,800 34%
Opital Qrtlay
Ubt Service
Codas/FIDables 147,140 134,450 - 03/o
Tbtal (3025,038 7,674,934 7,29Q90D 7,412,000 2%
C Fining Saurces
Cmaal Fund 282970 297,893 344000 411,-M 21%
FEA/CDEU 125,000 125,000 125,000 125,000 0'/0
VAata'apmtirrt 21100 2$1OD 2K10D 29,100 01/o
Wa1®s QmPensatia1 3,490,5% 4,1.7,915 3,729,900 3,744,400 0/o
]J&dity/RrskNbr apt Z(DKM 3,0%3060 3,075,900 3,10280D 10/0
Tbtal 6.025,08 7,674,934 729Q900 7,41Z00D 2%
AFbr conpanson lxposes prier fiscal yearac4a1 epadarne are allocated to the o ma-it laog wn
BWalgasCNWerisabmand Imbility dnges have beery added to each DTatm YshuanalServiceOnges.
CITY OF SAN BERNARDINO
INTEROFFICE MEMORANDUM
Still �1'YIIIII' II®
TO: Charles E. McNeely, City Manager
FROM: Linn Livingston, Director of Human Resources
SUBJECT: Human Resources 15% Reduction Budget Summary
DATE: June 28, 2010
As directed, the Human Resources Department has compiled a list of reductions equal to 15% of
its overall budget. This list of reductions was extremely difficult to compose and will have
significant impacts on service levels to both City employees and the community we serve.
Below is a summary of our contingency budget with the most adverse actions. I am neither
endorsing this plan nor am I recommending its adoption.
Liability and Risk Manaeement Proeram
The plan will eliminate the full-time Safety Officer and convert the function to part-time. This
position is responsible for all aspects of occupational safety and health issues,
managing/reducing accidental losses involving employees, third-party bodily injuries and
property damage claims. As a result, the City will experience increased liability due to the lack
of oversight and response to sewer claims, lack of mandated safety training, and failure to
coordinate mandated Department of Transportation random drug testing. Additionally, an
increase of fines and penalties for non-compliance from CalOSHA safety violations may occur.
The residents in our community will be impacted through reduced response time to claims
handling. An increase in claims is anticipated due to budget impacts on City-wide services, for
example, reduced maintenance on trees, streets, sidewalks, and street lighting.
Employee Services Program
To reduce the City's costs toward employee and retiree health care we are proposing to contract
with Cal PERS for medical services. Six years ago the City evaluated the costs and benefits of
leaving the Cal PERS system and determined that the move to contracting with an insurance
broker would benefit both the City and employees. Although several of the reasons for the City
leaving the Cal PERS have now been resolved, primarily the fact that the premiums are now
rated by region and not State-wide, which provides a more competitive rate structure, some
substantial issues still remain. Most significant is the City's inability to customize the health
care plan to fit the needs of the employees and retirees. Additionally, there is a significant effort
1
involved in the manual enrollment and administrative implementation of converting all eligible
employees and retirees into the Cal PERS health care system. The move to Cal PERS may
financially impact employees and retirees who select HMO/PPO (excluding Kaiser) medical
plans for calendar year 2011.
Workforce Plannine and Retention
The functions of scheduling and monitoring of pre-employment physicals was transferred to the
Human Resources Department from the Civil Service Department in FY 2007-08. Reducing pre-
employment physicals may cause delays in conducting safety background evaluations in
compliance with POST. The plan transfers the costs associated with pre-employment physicals
to the hiring department, impacting their already reduced budgets.
Workers Compensation Program
The plan would eliminate the Employee Assistance Program and operational costs. This is not a
mandatory program; however, during times of economic crisis utilization of EAP services tends
to increase significantly. The programs eliminated will reduce ability to assist employees with
critical incidents, family counseling, morale and productivity. In addition, failure to provide
immediate service will impact the City-sponsored health care plan and may place the city at risk
with unidentified safety issues.
Additionally, the plan will reduce litigation by having workers' compensation staff handle all
settlement conferences for non-represented applicants, including mandatory settlement
conferences and lien trials. This reduction in litigation appropriations could severely
compromise the investigation and the defense of workers' compensation claims. Without timely
and appropriate review, the City could be placed in the position of paying unmeritorious claims
that would increase City liability and related costs.
2
INFORMATION TECHNOLOGY DEPARTMENT
FY 2010-11 PROPOSED 15% REDUCTION PLAN
Information Technology Department
FY 2010-11 Proposed General Fund Reductions
Budget Summary Total: $4,827,700
General Fund Budget Total: $3,566,800
Impact Statement: Reduce efficiency in managing IT 15% Reduction Target: $535,020
needs of organization and create greater risk of down Department Recommendations Total: $535,000
time for departmental and city-wide applications.
Full Time Department Employee Total: 17
Proposed Full Time Employee Reduction: -1
New Proposed Full Time Employee Total: 16
Position
Item Program Ongoing Budget Reduction Plan Impact Chan e
Savings
Admin -$31,900 Personnel savings in recruitment
GIS/Office Eliminate maintenance& Any future Office upgrades will require repurchase of
Automation -$92,900 operations costs and support all desktop computers licenses.
software
Delay upgrade of Fire Records Management System
Eliminate maintenance& server. Elimination of several police department
Public -$236,000 operations costs and support software maintenance due to phase out of use.
Safety software Cutting several Police Department automation
maintenance projects is of critical nature.
Client -$66,200 Eliminate 1 Technician II position Service reductions will have a negative impact on -1
Services man of the de artments .
Network Eliminate maintenance& Reduce efficiency of networking division, ability to
Services -$43,900 operations costs and support keep up with network growth, and remote access for
software Ci em lo ees.
Business -$37,900 Reduce capital&maintenance Impact staff expertise in new technology.
S stems costs
Print Shop -$12,900 Reduce M&O Review alternate methods of duplication services.
Reduce operating costs by anlysis of land line&cell
Telephone -$13,300 Reduce M&O phone usage. May impact service to departments.
Total -$535,000
Information Technology
t ORMATION TECHNOLOGY
Administration Business
Systems
GIS & Network
Office Automation Services
[----Client Public Safety
Service s Systems
F7 Shop Telephone
Full-Time Employee
Administration Z
Business Systems 4
GIS and Office Automation 2
Network Services 3
Client Services 2
Public Safety Systems 4
Total 17
lifon ntionTedrnlogy
Budget Stirnnuy
A2007/08 A2ON09 "1009'10 2DIO'I1 Pt3oerrt
Actual Actual IAKtet P CpOsed Charge
ADq3e9dtireS bYRMPW a 200;1'10-2D1011
.Adnutistratm 339,442 317,454 271,146 26C*200 23/0
Hsmess Systens 912,873 853;739 719,201 715,900 2%
C[SandOfliceAutonation 442,61)1 413,931 353,510 347,100 2%
1-�Smvxxs 992,5(p 92828 ')g1,862 778,401) 2%
Client Services 245,209 229,325 195,873 19Z30D 2%
Pubfic Suety Systems 2,01$(X36 1,887,314 1,612,004 1,582,600 -21/0
Pram glop 313,429 293,126 25%067 245,801) 21/0
Telephone Support
892,088 834,301 712,998 ®9,600 20/o
Zbtd C315G247 5,757,464 4017,600 4;8Z7,90O 2110
I3:Hgrrat res byClassiSdim
Personnel Services 2,200294 2,167,288 1,9�'AD 1,93W CP/o
Nhntcnance&Cpa'-ots 2,111,000 2,025,31 1 600 Z04K" 3'/0
Cbnftachtal Services 69 960 W15 59-%00 6O6X0 2%
Internal Services' 52,571 6$521 6`1;100 555,800 7%
CANU away 855,5.4 267545 201,500 1'/1,900 -110/0
D2bt 53v= 241,864 241,884 121,000 - -10U/0
C audits/Sllables - - - - Q/o
Tbtd 6,15C247 5,757,464 4,917,600 4,827,900 21/0
C Tinning Sources
General Fund 3,WTD 3,159,400 2,930,WO 3,013;x10 4%
P&fise 173,'x11) 157,50D 119,80D 125,MD 9/0
ITFwtd 50813 474890 215200 - -10f/0
WAerDvartr 66 "306 710yx1D 539,6`JO 522,601) 3%
Cd,errI-Iar-CI'rreralFund 143,652 IZ7,500 IM60D 194800 &F/o
Ptvrt Sw 25G719 245,166 258,301) 24:5,8JD -5'/0
Telephone Rmd 815,012 777,661 75(;;-"301) ®9,600 -7%
Tbbd 6,B1,-)(2 5,6 817 4917,600 4827,'x11) 20/0
A For eorrpcnison proposes prior fiscal yew actual a iendihae are allocated to the crmart proaam
'Worl®sCbnpa M.and Liabrlitydvages have been added toeachDvwhm-&sLrterralS°rviceCharges.
CITY OF SAN BERNARDINO
INTEROFFICE MEMORANDUM
1W {�I'I'fial. IIIU
TO: Charles E. McNeely, City Manager
FROM: Debbie Kurita, Assistant City Manager
SUBJECT: Information Technology Department 15% Reduction Budget Summary
DATE: June 28, 2010
The Information Technology (IT) Department is an internal service department that provides
technology services to all of the City operating departments, including the Police and Fire
departments, as well as the Water Department. As an internal service, IT does not provide
services directly to the public; but instead, maintains and supports the technology infrastructure
and tools used by departments to provide services to the public. As a result, any reductions in
the IT budget will indirectly impact all City departments and their ability to provide key services
to the residents. Resident services that rely heavily on technology include police and fire, code
enforcement, building permits and inspections, refuse, parks and recreation, and animal control.
It is important to note that the technology support programs of the department experienced a 19.0
percent reduction in positions (21 to 17) over the past three years while the variety and amount
of technology supported by the department continued to grow.
The proposed budget reductions are primarily in the following areas: maintenance contracts,
equipment replacement, staffing and supplies. Several software upgrades would be delayed
including those related to office productivity, database, and both department and City-wide
applications. Some maintenance contracts for both software and hardware would be reduced or
eliminated and expenditures for computer equipment and supplies would be severely reduced.
Further, an IT Technician II position would be eliminated which will impact the department's
ability to respond to service requests from the operating departments.
The effects of the proposed reductions would be far reaching and would likely involve the
following: an increase in system down time due to reduced maintenance contract coverage and
staff related reductions, a decrease in productivity due to the use of out-of-date and
unsupportable software, and a decrease in reliability due to use of equipment that has exceeded
its useful life. The proposed cuts would result in reduced productivity for all City departments,
and this in turn would result in a reduced quality of service to the residents and businesses of San
Bernardino.
1
LIBRARY DEPARTMENT
FY 2010-11 PROPOSED 15% REDUCTION PLAN
LIBRARY DEPARTMENT
FY 2010-11 PROPOSED 15% REDUCTION PLAN
Library Department
FY 2010-11 Proposed General Fund Reductions
Budget Summary Total: $2,259,100
General Fund Budget Total: $2,259,100
Impact Statement: A%15 reduction will result in the 15% Reduction Target: $338,865
closure of all three branch libraries that currently serve Department Recommendations Total: $338,865
very unique populations within our community. Library
service would be centralized to the Main Library
located in downtown San Bernardino. Full Time Department Employee Total: 20
Proposed Full Time Employee Reduction: -0
New Proposed Full Time Employee Total: 20
Reduction in Part-Time Employees
Item Program Ongoing Budget Reduction Plan Impact Position
Savings Change
Recommendation approved by Library Board after
1 Library -$286,500 Close Branch libraries reviewing several scenarios on how to deliver library
services within a reduced budget.
2 Libra -$52,365 Reduce Services at Central Longer lines at service desks
Total -$338,865
Replacement Page
Library
LIBRARY
Administration Central Library Branch Library Support
Services Services Services
Full Time Employees
Administration 3.00
Support Services 5.00
Central Library Services 11.50
Branch Library Services 0.50
Library Total 20.00
Library
Budget Summary
A2007/08 A2008/09 A2009/10 2010/11 Percent
Actual Actual Budget Proposed Change
A.Expenditures by Programs 2009/10-2010/11
Administration 762,249 734,854 566,882 577,100 2%
Support Services 546,558 526,915 406,473 413,800 2%
Central Library Services 1,296,655 1,250,055 964,318 981,700 2%
Branch Library Services 378,417 364,817 281,427 286,500 2%
library DIFF 86,601 8,094 31,000 - -1000/0
Total 3,070,480 2,884,735 2,219,100 2,259,100 2%
B.Egwnditures by Classification
Personnel Services 2,372,424 2,317,341 1,603,000 1,545,400 4%
Maintenance&Operations 356,173 313,045 342,500 394,300 15%
Contractual Services 7,650 8,009 12,000 12,000 00/0
Internal Services 225,936 215,766 261,600 277,400 6%
Capital Outlay 21,696 22,480 - 30,000 0%
Debt Service
Credits/Billables
Total 2,983,879 2,876,641 2,219,100 2,259,100 2%
C.Funding Sources
General Fund 2,754,628 2,748,028 1,908,100 2,097,300 ]0%
Library Fund 229,251 128,613 61,000 161,800 165%
Cultural Development fund - - 250,000 - -100%
Library DIFF 86,601 8,094 31,000 - -100%
Total 3,070,480 2,884,735 2,250,100 2,259,100 01/0
AFor comparison purposes prior fiscal year actual expenditure are allocated to the current program
BWorkers Compensation and liability charges have been added to each Department's Internal Service Charges.
CITY OF SAN BERNARDINO
INTEROFFICE MEMORANDUM
tidll RPruurl 6
TO: Charles E. McNeely, City Manager
FROM: Deborah Kaye Clark, Interim Library Director
SUBJECT: Library 15%Reduction Budget Summary
DATE: June 28, 2010
In July of 2001, the City of San Bernardino passed a budget that supplied a record $3,000,000 to
the San Bernardino Public Library. That budget included $204,000 for books and salaries that
supported a 60 hour operation at Feldheym Library and 40 open hours at each of the three
branches. Over the course of 10 years, that budget was reduced in both dollar amount and
spending power as the city began its downward economic spiral. As a point of reference, the
2009-10 actual budget represented an allocation of$14.64 per capita investment in the Library as
compared to a $34.69 average statewide. Further, the book budget received $30 compared to
the State average of$1.97.
Currently, under the proposed budget, the Library system is beginning to reorganize and regroup
after a drastic reduction of 37% operational costs and 42% reduction in full time personnel.
However, a further reduction of 15% will result in the closure of all three branch libraries, the
elimination of the first book budget approved since 2007 and the reduction of public service
coverage at the Central Library service desks, resulting in long lines and frayed tempers for the
public we serve.
Branch Library Program
The loss of three branch libraries represents more than the closure of a building. It means the
elimination of the heart of the individuals graced with their own branch. Villasenor, Inghram
and Rowe represent very unique populations in our community.
The loss to the Villasenor community means that 30,400 residents will not pass through its doors
this year, looking for books to borrow, receiving homework help after school, using the
computers to find jobs, attending the meeting room to keep the sense of community alive in
Villasenor. In numbers, that means 37,183 books checked out (half in the hands of children),
7,341 computers logged onto, 40 students tutored after school and 2,433 attendees to community
programs. But in reality it means the loss of resources to win and retain jobs, the erosion of
education support for children, the elimination of library services for those parents who cannot
1
travel to Central Library because they are holding down two jobs or trying to run a single parent
household. The loss to the community is a further sense of a community life that is disappearing
and a greater reason to relocate to a city more supportive of their family goals—providing
support for their children in their education and enrichment.
The scenario is much the same at Inghram Branch Library 42,300 residents use Inghram Branch.
In numbers, that means 27,568 books checked out, 6,181 computers logged onto and 34 students
tutored after school. Inghram is also very active with local seniors and provides a strong sense of
community and involvement for the Inghram Library Friends—who only this years received a
grant of$25,000 from the San Manuel Indian Tribe—a grant that might have to be returned if
this branch closes its doors.
Finally,the Rowe Branch, our largest, oldest and most heavily used branch will close its doors to
the nearly 29,000 residents they served this year. In numbers, that means 60,345 books checked
out, 5,681 computers logged onto and another 42 students tutored after school.
The numbers total over 85,000 resident visits eliminated, 100,000 books not borrowed, 19,200
computer sessions lost and 116 children with no school help after school. The end is a loss to the
education of a community, and embittered public who feel their City has let them down and a
further economic impact through lost jobs and more limited access to job search tools.
2
MAYOR'S DEPARTMENT
FY 2010-11 PROPOSED 15% REDUCTION PLAN
Mayor's Office
FY 2010-11 Proposed General Fund Reductions
Budget Summary Total: $844,600
General Fund Budget Total: $844,600
15% Reduction Target: $126,690
Department Recommendations Total: $126,690
Full Time Department Employee Total: 6
Proposed Full Time Employee Reduction: -0
New Proposed Full Time Employee Total: 6
Includes reduction in Part Time -1
Item Program Ongoing Budget Reduction Plan Impact Position
Savin s p Change
Mayor's Office will no longer provide a receptionist on
61"Floor. This position has been filled with part-time
Admin/ Eliminate part-time hourly hourly since the full-time position was eliminated last
1 Customer -35,000 funding for receptionist on 6m year. Customer service to public will be significantly 1
Service Floor. reduced,with no one to direct available full-time to
answer the hundreds of daily calls that come into the
Mayor's Office on behalf of the entire city, and no one
available for the dozens of daily walk-ins to the 61"
Floor.
City will no longer have discretionary money that can
Admin/ be used for matching funds on small grants. Most
Grants 10,000 recently, this money has been used to meet the local
match requirement for the several hundred thousand
Eliminate all matching funds dollars in playground equipment donated by KABOOM!
available for grants. to build five playgrounds at city arks.
In the absence of the City having a full-time grant
writer, the Mayor's Office has used its contractual
Eliminate all contractual services services money to hire consultants to prepare grant
3 Comm -81,690 used to prepare grant applications. This past fiscal year, this money was
Safety/Env used to prepare and successful) obtain over$850,000
applications. Y
in grant funds for police and public safety, and over
$375,000 in grant funds for environmental
projects/grograms.
Total -$126,690
Mayor
MAYOR
Administration Community Sale
Customer Svcs Education
Communications Partnerships
Environmental Healthy City
Partnerships Partnerships
Intergovernmental Neighborhood &
Relation Partnerships
Transportation
Partnerships
Full Time Employees
Administration 0.50
Community Safety Partnerships 1.25
Neighborhood&Beautification Partnerships 1.00
Customer Service&Communication 0.50
Environmental Partnerships 0.50
Healthy City Partnerships 0.25
Transportation Projects 1.25
Education Projects 0.50
Intergovernmental Relations 0.25
Mayor Total 1 6.00
n A.
Bu*et SLnmay
`2007/08 `2008/09 'v2009/10 2010'11 Peccert
AcftA AcW 13JW-t Proposed ChwW
A Epen kzes by Pmgram 2009/10-2010'1
Achrxmtafim 277,756 237,478 243,801 248,000 2%
ComnriySaktyPachastips 171,918 146,988 154901 153,500 O%
N*bcdvod&] m&fiatimPachac 122,862 105,046 107,843 109,700 OP/o
Clstoner Senice&Cbniru icatirn 61,375 52,475 53,872 54,800 OP/0
Hmmyckyp&t=stips 30,576 26,142 26,838 27,300 (P/o
mPkaie 14&,286 126,783 130,158 132,400 OP/o
Fidiratim actmStips 53,423 45,676 46,892 47,700 U)/o
1ltergneniYa7a1Patias 30,576 26,142 26,838 27,300 OP/o
Fimacx m alpxhmdips 49,167 42,037 43,157 43,900 M/o
Tbhal 945,939 808,767 830,300 844,600 21/)o
8 Expendihres by Classificatim
Persouri Services 714,805 667,661 613,700 635,900 4%
Mmtmmw&Opaatio<s 73,349 61,398 81,500 83,300 2P/o
cbr tactL"Se Mom 124,419 40,543 104,000 84,000 -19P/o
Interim Service$ 33,366 34,165 31,100 41,400 33%
Ouday 0 51000 0 0 OP/o
Debt Servioe
C1edks/Mabks
Total 945,939 808,767 830,300 844,600 2%
C Funam Soumes
Ce<fa1Fund 749,939 612,767 534,300 633,400 19P/P
1 D N/CDBS 196,000 196,000 296,000 211,200 -29P/o
Total 945,939 808,767 830,300 844,600 2%
cmpammpLq3oses lnor fiscEA Sear achal eacpmikue ace allocawd to tte cmut progam
'Wxkm iatdLrabilitydgcgslasebomaddedtoeachi adsIrt.ASarioeCknrgs
PARKS AND RECREATION DEPARTMENT
FY 2010-11 PROPOSED 15% REDUCTION PLAN
Parks, Recreation and Community Services
FY 2010-11 Proposed General Fund Reductions
Budget Summary Total: $7,021,500
Additional cuts will severely cripple the department's ability General Fund Budget Total: $5,379,800
to provide quality programs and services to youth, adults 15% Reduction Target: $806,970
and seniors that are vital to the current and future quality of Department Recommendations Total: $807,000
life to the San Bernardino community.
Full Time Department Employee Total: 59
Proposed Full Time Employee Reduction: -11
New Proposed Full Time Employee Total: 48
Includes Reduction in Part Time
Item Program Ongoing Budget Reduction Plan Impact Position
Savin s Change
Community Close 5 recreation centers and Significant impact on programs for the community,
1 -$399,300 eliminate all maintenance for -2
Programs Baseball Stadium especially youth.
Eliminate 5 park maintenance
2 Park Maint -$304,700 workers and 2 park maintenance Reduction in maintenance of parks, medians and 7
supervisor and put$100,000 into greenbelts.
contract work
Eliminate FT CID Manager and Impacts to administrative support for department
3 CID -$50,000 contract for a PT manager -1
4 Admin -$53,000 Eliminate 1 Admin support Impacts to administrative support for department 1
position
Total -$807,000
Replacement Page
Parks, Recreation and Community Services
PARKS, AND RECREATION
General Special
Fund Revenue
Administration Aquatics Baseball Cemetery
Stadium
Soccer
Sports CID Complex
Parks Recreation
Maintenance Comm. Prog.
Special
Ss Events
Outdoor
Facilities
Full Time Employe
Administration 4.15
Aquatics 0.90
Sports 1.20
Center for Individual Development 2.00
Parks Maintenance 19.45
Recreation/Community Program 7.15
Senior Services 3.10
Special Events 1.35
Outdoor Facilities 0.00
Cemetery 2.00
Stadium 0.00
Soccer Complex 1.70
Landscape Maintenance Districts 16.00
Total 59.00
a
Parks
Budget Summary
A2007/08 A2008109 A2009/10 2010/11 Percent
Actual Actual Budget Proposed Change
A.Expenditures by Programs 2009/10-2010/11
Administration 2,304,948 2,017,341 1,570,527 1,692,300 8%
Aquatics 295,150 258,322 201,107 216,700 8%
Sports 97,248 85,114 66,262 71,400 8%
Center for Individual Development 316,397 276,918 215,584 232,300 80/0
Parks Maintenance 2,567,818 2,247,410 1,749,639 1,885,300 80/0
Recreation/Community Programs 893,758 782237 608,982 656,200 8%
Senior Services 432,305 378,363 294,561 317,400 80/0
Special Events 230,590 201,817 157,118 169,300 8%
Outdoor Facilities 39,362 34,451 26,820 28,900 80/0
General Pand Total 7,177,577 6,281,972 4,890,600 5269800 8%
Cemetery 180,683 137,294 177,100 194,000 100/0
Stadium 75,817 75,992 111,100 110,500 -1%
Soccer Complex 328246 411,675 424,700 454,000 7%
Landscape Maintenance Districts 1,157,300 993,000 -14%
Special Revenue Fund Total 584,746 624,961 1,870200 1,751,500 -6%
Total Expenditures 7,762,323 6,906,933 6,760,800 7,021,300 4%
B.Expenditures by Classification
Personnel Services 4,604,058 4,356,289 4,432,500 4,380,700 -1%
Maintenance&Operations 535,634 536,989 578 3W 614,000 6%
Contractual Services 1,176,315 738,967 761,300 704,300 -7%
Internal Services 1,377,378 W,201 983,700 1,272,100 29%
Capital Outlay 68,938 74,487 5,000 50,200 904%
Debt Service _
Credits/Bmllables -
Total 7,762,323 6,906,933 6,760 800 7,021,300 40/6
C.Funding Sources
General Fund 6,459,089 5,416,600 3,933,300 4,493,700 14%
Measure Z 162,502 149,000 150200 1%
EDA/CDBG 100,000 245,900 216,200 72,400 {7%
Refuse 70,000 70,000 0°/n
Sewer Maintenance 30,000 30000 01/0
Gas Tax Fund 618,488 456,970 453,700 453,700 01/o
Baseball Fund 75,817 75,992 111,000 110,500 0%
Soccer Fund 328,246 411,675 424,700 454,000 7%
Cemetery Fund 180,683 137294 177,100 194,000 1(P/o
landscape Maintenance District - - 1,157,300 993,000 -14%
Total 6,459,089 5,579,102 4,082,300 7,021,500 72%
AFor comparison purposes prior fiscal year actual empenditure are allocated to the current program
a Workers Compensation and Liability charges have been added to each Department's Internal Service Charges.
CITY OF SAN BERNARDINO
T INTEROFFICE MEMORANDUM
Sall Brriiari ilo
TO: Charles E. McNeely, City Manager
FROM: Kevin L. Hawkins, Parks, Recreation& Community Services Director
SUBJECT: Parks, Recreation& Community Services 15%Reduction Budget Summary
DATE: June 28, 2010
Since July 2008, the Parks, Recreation & Community Services Department has experienced a
32% decrease in staff due to budget reductions. Given these reductions, staff is to be commended
for their commitment to providing the best level of services with limited resources. For
comparison purposes, it should be noted that the proposed budget maintains the current ratio of I
maintenance worker for every 60 acres of park whereas the industry standard is I worker for
every 10 acres.
The plan to accommodate a 15% reduction in additional cuts to the proposed budget will
severely cripple the Department's ability to provide quality programs and services to youth,
adults and seniors; services that are vital to the current and future quality of life to the San
Bernardino community. The following identifies the impacts of that plan in both the General
Fund and Measure Z General Fund allocations for a total of $807,000. Although the plan
delineates the actions that will be necessary to incorporate the reduction into the department's
programs, services and activities, I am neither endorsing, nor am I recommending the adoption
of this plan.
Administration Program
The plan will impact the Administration Program by further reducing main office staffing
through the elimination of I administrative assistant position. As the Department is already
stretched thin by the elimination of 2 office assistants last year, administrative duties such as
telephone inquiries, reservations and general service delivery will be negatively impacted. Also,
this decrease may impact internal controls, bi-lingual constituent services,processing of accounts
payable and will increase the workload on remaining administrative personnel. Although the
City's efforts to improve the website may help in mitigating some of the anticipated reduction in
service delivery, this decrease in staffing will result in slower service to both the internal and
external customers of the department.
1
Community Proerams
The implementation of all of the actions included in the reduction plan will result in the closure
of 5 of the City's community centers, which will eliminate programs and services to the public;
primarily our youth. However, as explained below, some of the savings from these closures will
be shifted to support the reopening of the Nicholson Center, which was closed as a result of
reductions in the FY 09/10 budget reduction. The impacts of the closures of the community
centers, which are already operating under modified operating schedules, are outlined below:
Delmann Heights Center
Terminating the City administered programs at this center will involve discontinuing the current
contract with the Boys and Girls Club. Unlike the community centers that are solely operated by
recreation staff, Delmann Heights is open Monday through Friday; this Center averages
approximately 1,400 participants per month during the regular season and can peak to 2,400
participants per month through the aquatics and other enhanced activities during the summer.
The termination of the agreement and the resulting closure of the City portion of the center may
create safety and blight issues that may also impact the County Headstart program that is directly
adjacent to the community center.
Galaxy/Norton Recreation Center
Currently subsidized by the Public Safety Academy (PSA), this center closure will eliminate a
part-time employee position from this facility, resulting in the elimination of all recreational
programs; making it a rental facility. This will remove any City presence from the Norton
Galaxy and require the liaison with PSA, and any rental customers to work through the
Department's main office.
Hernandez Center
Closure of the community center will eliminate 1 Community Center Supervisor, a .75
Recreation Coordinator and 4 part-time employees. This closure, coupled with the loss of the
recreational facilities at Norton, will eliminate the community's access to an in-door gymnasium
as well as aquatics in this area. Currently, the Hernandez Center has a monthly attendance
average of 3,113.
Operation Phoenix Central
The plan will require discontinuing the City's lease agreement with Valley Christian/First
Church of Nazarene, home of Operation Phoenix (OP) Central and the elimination of the staff
positions associated with this program. This will reduce the recreational and intervention
activities currently provided to 1,209 youth per month in this underserved area. As a result of the
elimination of OP Central, there may be an adverse impact on the crime rate in the area, which
has been declining since the inception of this program. With the closure of this facility, a portion
of the staff will be shifted to the Nicholson Center to support the programming and reopening of
that Center.
Operation Phoenix West
Closure of OP West will eliminate 1 Community Center Supervisor and 4 part-time employees
for this Westside center that averages 1,983 monthly participants. This center is currently a
2
major hub for social, recreation and educational activity. In addition to eliminating these critical
community outreach and recreational opportunities, the closure of the facility may also result in
safety, vandalism and blight issues.
Nicholson Community Center
The reduction plan includes appropriating some of the savings from the closure of the OP
Central to provide staffing and programming for the reopening of the Nicholson Community
Center. Staff is currently negotiating an agreement with the County to operate a family resource
program at this center; however,part of that agreement will require some City programming. The
total revenue benefit is anticipated to range from $35,000 to $55,000 annually. This program will
compliment the recently initiated tutoring program provided by volunteers at this center during
the summer and reinstate programs and a facility in this underserved area of the City.
Center for Individual Development Proeram
In order to maintain the Center for Individual Development (CID) community center programs
for people with disabilities, The Friends of CID continue to subsidize its operations by providing
$100,000. The plan to meet the 15%reduction involves eliminating the Center Manager position
and converting the management of the program to a part-time position. This disruption of the
management may prove harmful to the long term relationships established between the County,
school district and special needs community; however, the Department will seek to mitigate the
impact by contracting with the existing manager on a part time basis.
Parks Maintenance Proeram
In order to meet the 15% reduction target, the Parks Maintenance program will eliminate 5 park
maintenance workers and 2 supervisors, resulting in a need to contract out for general park
maintenance. Because park maintenance contractors do not generally provide restroom
maintenance, facility construction, repair services, or arrangements for special events, the
reduction plan includes preserving a city parks construction crew to perform system repairs and
to address any deferred maintenance needs. Further, general parks, median and greenbelt
maintenance will be reduced, resulting in the end of maintenance of parks, with joint use
agreements such as Nicholson and Mills, and a shift from bi-weekly to almost monthly
maintenance of approximately 57 sites.
Baseball Stadium Agreement
The reduction plan includes eliminating the General Fund contribution for maintenance at
Arrowhead Credit Union Park. The funding for this program will be shifted to the entity that
owns the property (the Redevelopment Agency) through a renegotiation of the current
Agreement between the Stadium, City and Agency.
3
POLICE DEPARTMENT
FY 2010-11 PROPOSED 15% REDUCTION PLAN
Police Department
FY 2010-11 Proposed General Fund Reductions
Impact Statement: Significant loss in personnel will Budget Summary Total: $66,804,300
General Fund Budget Total: $63,880,300
directly impact department's public safety mission,with 15% Reduction Target: $9,582,045
crime fighting capabilities reverting to 1991 staffing Department Recommendations Total: $9,688,500
levels.
Full Time Department Employee Total: 529
Proposed Full Time Employee Reduction: -99
New Proposed Full Time Employee Total: 430
Prioritl Program Ongoing Budget Reduction Plan Impact Position
Savin s Change
Will allow the hiring of a civilian management
professional with experience in municipal finance and
Reclassify Police Captain to personnel administration. This is a common
1 General -$80,900 Civilian Manager, reclassify management position in similar sized agencies and
Investigtn Forensic Manager to Property creates a civilian career path for upper management
Supervisor in addition to the cost savings involved. Grants
management and personnel management should be
enhanced.
Records function currently has 4 supervisors
Eliminate 3 Records Tech assigned, although the overall staffing for records has
2 Records -$232,700 positions, eliminate 1 Admin been reduced from previous personnel reductions. -4
support position This change will provide a more functional ratio of
supervisors to technician personnel as they currently
exist, as well as a cost savings from the
reclassification of the positions.
Eliminate 25 vacant Police Officer
positions of which 6 vacancies
will be converted to CSO
Patrol Field 101 Police Officer positions affected, however 6
3 Services -$9,374,900 positions, eliminate 10 existing vacancies to converted to CSO positions -95
Police Officer positions (Measure
Z), elimiante 66 existing officer
positions (general fund)
Total -:9,688,500
Police Department
POLICE
DEPARTMENT
General Special
Fund Revenue
Administration Support Traffic Animal
Services Safety Control
Patrol Field Patrol Shelter
Services COPPS Services
Persomel& Records Field
Training Services
Dispatch Forensics&
Prop erty
Gang& Dowumo &
Violent Crones City Hall Sec.
T GENERAL
RAFFIC
INVEST.
Drug&
Gang Edu.
Asset
Forfeiture
1+111 IIrre
Adrru>isbatim 1600
Services 4.00
Patrol Field Savices 23265
Patrol C1� 33.15
ledtt Gores 25.80
Traffic 2940
Cirxial hwesbgaticm MSD
Fotcrtsics- 1820
33.00
Peco ds 3800
dtrsmml and!Ti2M GOD
Dwrto m& I II QOD
Traffic Safety QOO
Adrwustrati -AunralCbnttol 7.00
Field Services &OD
Shelter Services 7.00
Puldce'llthal 529.00
r
Police
Budget Summary
A2007/08 A2008/09 A2009/10 2010/11 Percent
Actual Actual Budget Proposed Change
A.Dependitures by Programs 2009/10-2010/11
Administration 8,614,629 8,812,787 8,271,125 8,428,600 2%
Support Services 889,917 910,388 854,432 870,700 2%
Patrol Field Services 26,416,554 27,024,202 25,363,207 25,846,100 20/a
Patrol COPPS 4,168,211 4,264,090 4,002,005 4,078,200 2%
Gangs/Violent Crimes 4,237,712 4,335,190 4,068,735 4,146,200 20%
Traffic 3,695,913 3,780,927 3,548,539 3,616,100 2%
General Investigations 9,830,178 10,056,297 9,438,205 9,617,900 20/6
Forensics-Property 1,679,672 1,718,308 1,612,696 1,643,400 2%
Dispatch 2,356,896 2,411,111 2,262,916 2,306,000 2%
Records 2,238,336 2,289,823 2,149,083 2,190,000 2%
Personnel and Training 1,080,431 1,105,284 1,037,350 1,057,100 2%
Downtown&City Hall Security 81,766 83,647 78,505 80,000 2%
General Fund Total 65290,214 66,792,054 62,686,800 63,880,300 2%
Administration 649,397 649,099 399,125 586,400 470%
Field Services 646,850 646,553 397,560 584,100 47%
Shelter Services 603,660 603,383 371,015 545,100 470/6
Traffic Safety 950,000 950,000 00/0
Drug&Gang Education 120,678 43,643 79,700 30,000 -620%
Asset Forfeiture 185,150 135,218 228,400 228,400 00/0
Police DIFF 86,400 46,421 200,000
Special Rewnue Total 2,205,736 2,077,896 2,425,800 2,924,000 21%
Total 67,495,950 68,869950 65,112,600 66,804,300 30%
B.Eipendtures by Classification
Personnel Services 56,618,544 59,791,543 56,772,800 58,251,400 3%
Maintenance&Operations 2,640,171 949,118 1,356,200 1,391,000 3%
Contractual Services 2,423,067 2,125,501 1,755,000 1,888,600 8a/0
Internal Services a 5,828,016 4,610,647 4,583,500 7,041,900 54%
Capital Outlay 660,613 299,300 39,700 208,000 424%
Debt Service 1,970,201 2,003,920 2,010,700 2,083,700 4%
Credits/Billables -2,644,662 -910,079 -1,405,300 -4,060,300 189%
Total 67,495,950 68,869,950 65,112,600 66,804,300 3%
C.Funding Sources
General Fund 57,588,951 56,733,116 54,928,700 55,786,400 2°/a
Measure Z 4,799,732 7,383,918 5,951,000 6,293,000 6a/o
EDA/CD13G 609,600 267,100 267,100 300,900 13%
Traffic Safety 2,1%,931 2,407,920 2,490,000 2,450,000 -2%
Animal Control 1,899,908 1,899,035 1,167,700 1,715,500 47%
Asset Forfeiture 185,150 135,218 228,400 228,400 Oa/a
Drug&Gang Education 120,678 43,643 79,700 30,000 -62%
Law Enforcement DIFF 86,400 46,421 200,000 -1000/a
Total 67,587,350 68,916,371 65,312,600 66,804,200 2^/0
AFor comparison purposes prior fiscal year actual a)penditure are allocated to the current program
"Workers Compensation and Liability charges have been added to each Department's Internal Service Charges.
CITYOF SAN BERNARDINO
(INTEROFFICE MEMORANDUM
1.111 hrroar IN
TO: Charles E. McNeely, City Manager
FROM: Keith L. Kilmer, Chief of Police
SUBJECT: Police Department 15% Reduction Budget Summary
DATE: June 28, 2010
The San Bernardino Police Department(SBPD) has become a primary and integral component of
the public health, safety, and welfare needs here in the city due to the significant crime and public
safety challenges that continue to exist in the community and surrounding areas. The
organization has evolved into an effective and responsive crime-fighting agency, but with
continuing challenges and threats relating to gang and narcotics activity, parole and probation
monitoring/enforcement,juvenile crime, along with other enforcement and general crime related
activity.
Compounding these challenges are safety problems related to economic and other conditions that
contribute to homelessness, multi-unit housing complaints, and a myriad of daily calls and
concerns that affect quality of life and the feeling of safety among residents, businesses and
potential visitors to the area. The provision of Community Oriented Policing and Problem
Solving (COPPS) services by SBPD has followed the evolution of modern day policing strategies
and practices. From these strategies, combined with the dedicated work of city employees and
members of the public, the city has realized significant crime reductions and safety
improvements,particularly in the last several years.
The department continues to foster and improve COPPS and other law enforcement efforts,
leading to increased public participation and support in developing a safer community. In the
final equation, public safety and the perception of a safe community are part of the bedrock for
establishing economic vitality and a better quality of life.
Safety, crime reduction and improved quality of life are simply not achieved without the
personnel and staffing resources needed to effectively police a city with our geographical
size, population,workload and historical crime challenges. The city and its leaders have done
a tremendous job thus far in dedicating resources toward this vital law enforcement mission.
1
In the past two years, since July 2, 2008, the police department has contributed to the general
fund budget reductions in the amount of $10,660,481. A total of 43 positions, including 22
sworn officers, have been eliminated to bridge the general fund gap. Other reductions have
resulted in eliminating helicopter support, closing the city jail, eliminating programs, streamling
patrol shifts, reducing services, utilizing technology to the extent possible, reducing training and
overtime to what is minimally necessary, utilizing seized assets to the extent legally appropriate,
realigning department resources, recruiting volunteer support, delaying purchases and
aggressively pursuing revenue generating/cost offset opportunities as appropriate.
Beyond the above, the department currently carries 25 police officer vacancies and 7 civilian
position vacancies. At any given time the department may have 15-25 personnel off work due to
injury, military leave or administrative leave. These personnel realities contribute to reduced
staffing availability, service levels and overtime usage. The department has also recently
assumed management operations for Animal Control and Parking Enforcement.
All Programs
The 15% Budget Reduction scenario for the police department would be, in my opinion,
catastrophic for the community. We are at a bare bones operating level with current staffing.
Cuts of this magnitude would effectively reduce the organization to staffing levels of two
decades ago, beyond what is needed to police the community with any sort of effectiveness. The
safety of our employees would be compromised on a daily basis. The ability to even provide
basic patrol services to handle emergency calls for service would be questionable.
Additional Impact Considerations
• City's crime rate is now at its lowest point in decades, translating to 5,000 fewer victims
annually compared to 1997.
• Personnel reductions will revert crime fighting capabilities to 1991 staffing levels.
• Crime rate will increase (1993 homicides were 83 compared to 32 in 2009).
• Slower/longer response times. Some call types would be discontinued.
• Ability to promptly coordinate problem solving solutions and special projects will be
severely limited, if not discontinued altogether.
• Overtime surely to increase; byproduct of reduced staffing, along with necessity to
continue practical response to certain critical incidents which require high levels of
expertise and manpower (homicides, sexual assault, civil unrest, barricaded subjects,
SWAT,etc.).
• San Bernardino's Violent Crime Index (2006, 2007, 2008) has remained nearly double
that of the state and neighboring communities within the county.
• Part II crimes, forgery, fraud, vandalism,weapons theft increased(2006, 2007, 2008).
• There are 5,950 known gang members in San Bernardino.
• San Bernardino is home to nearly half of the entire county gang population.
• During the 2007/2008 school year the San Bernardino Unified School District Police
reported over 2,500 documented gang related incidents.
2
• San Bernardino County is home-base to second highest number of parolees in the state
and third highest in the U.S., with over 10,000 parolees; 2,000 reporting in this city.
• The City of San Bernardino is the County seat, bringing in a significant increase in daily
population during the work week.
• The City of San Bernardino experienced 108 murders in 2004 and 2005, while
neighboring Riverside, home to a much larger population,recorded only 30.
3
PUBLIC WORKS DEPARTMENT
FY 2010-11 PROPOSED 15% REDUCTION PLAN
Public Works Department
FY 2010-11 Proposed General Fund Reductions
Budget Summary Total: $47,422,600
General Fund Budget Total: $8,784,600
15% Reduction Target: $1,317,690
Impact Statement: Service levels to public will be Department Recommendations Total: $1,417,000
impacted in conjunction with the operational impacts to
City departments.
Full Time Department Employee Total: 216
Proposed Full Time Employee Reduction: 13
New Proposed Full Time Employee Total: 203
Proposed Part Time Reduction: 3
Item Program Ongoing Budget Reduction Plan Impact Position
Savin s Change
Eliminate 3 Admin support
1 IWM -$363,300 positions and renegotiate Consolidate services within all programs of Public -3
Franchise Fee with recycling Works to generate savings.
contractor
Eliminate support position and The lift station is maintained and operated by the
2 Sewer -$67,400 pay for City Hall lift station costs Sewer program and all electrical costs associated with -1
the Lift Station need to be charged to the sewer fund.
Eliminate 1 Equipment
Maintenance Manager position Additional duties will have to absorbed by Division
and 2 Equipment Mechanic II
3 Fleet -$292,600 positions and reduce operation Manager. Administrative function will slow down and 3
service will be reduced by 20% .
costs due to less equipment
bein used
4 Engineering -$165,800 Eliminate 2 Admin support Use contract services when they are needed -2
position and in house survey unit.
Charge for Neighborhood Clean- Eliminate support for free neighborhood clean-up
5 Streets -$20,000 up Events events which cost approximately$20,000 per year in
dump/waste fees and overtime.
Eliminate 2 custodians, 3 PT, 1
Admin support position, 1 Reduction in service to Carousel Mall, Library&City
6 Facilities -$507,900 Maintenance Mechanic, decrease Hall -4
building electric use and reduce
operation costs
Total 41,417,000
Public Works
PUBLIC WORKS
General Internal Svcs. Enterprise Special
Fund Fund Fund Revenue
Administration j Street Fleet Refuse Sewerline
Maintanance Administration Administration Maintenance
Graffiti Concrete Vehicle Automated
Removal Maintenance Maintenance Res.Coll.
Street Light Traffic Light Utilities Commercial
Maintenance Maintenance Collection
Real Capital Street
Property Projects Sweeping
RecycL Env.
Traffic Custodial Sustain.
Engineering Maintenance
Right of
Building Way
Maintenance
Graffiti
Removal
RE-Tme
AdrrurisuaWn 215
Sued Nlaurtenazre 425
NdwJe Nuurtenarroe 240D
Gaffiti Raruval 5.00
CbrxaeteN wAetiare 400
Street 14ft Ntamtaranoe 0.50
Traffic Sgrial Nbitterimxe 400
Fleet Affiiunsuation 6.00
Clxstod"Nfa"eriance 1000
Bzldrg Nhritm rice 5.00
LbItties 200
Real Droputy 220
Projects 16.80
Traffic 200
IWMAdrrurist abm 13.60
Arrtorrated PesKkrmal Cbllection 43.00
Cbrrn®cial Cbneaion 3700
sued smqxrig 5.ao
Fbowlirw/Hwuomuital S-istwnJxUy 3.00
Rglit ofWay 800
Scuer Line Nt3mterkm e 1 950
Trial 216.00
Pubic NHbci6
Budget Slrrrruy
A2007/OS '200W09 20MIO 201411 p rcert
AoWW ActuW Dj4wt Prq>o ed Charge
A y xpendkft s by s 2009'10-201411
Adnvsh-,roar 3,461,200 2-c84O55 36070,721 3,173,270 3%
Sheet NBaYe� 838,795 722193 744,165 74DDM 3%
Guffib Plenrkal 252,793 217,221 223,830 231-CO 3%
C1zrimute N irtcnw a 462373 390,096 410,210 413,900 3%
Sheet Lift Mlatcance 355-%8 3066157 315,472 32GOOD 3%
Tfafrc Sgol Nbuterat2e 834650 718,624 74Q488 766200 33/.
Peal Prq�ly 1966446 IM138 174,284 IEQ10D 3%
Chpiwi propas 685543 590245 608.202 b28y50D 3%
,mfrs Ehg" Wg 266,60D 22$679 235,e6 2ez-K D 3%
ClimodW Mmrt rye 1,097, 546 913,118 940,899 9724"600 3%
aAckg N6ete<HnCe 1,16%859 1,005,374 1,0366993 1,071,600 3%
O;mrnl lAmd Erpendctraes 9-058340 8249 9_4UQ90D 8,7846X1 3%
Velicle Mmrl nne 7368,129 $7&1172 5,963,443 5,7361200 -4%
Flea Ad mmsftatim 2067;26D 1452,841 14673,157 1,609,400 -W%
Lblfi a 3,950 4740 4,165240 3,841,1OD 3,845,400 a/,.
IRernA Service FbndE,perdltrr es 1339ZM ll,572771 11.477%WD 11,191,000 2'/0
Refuse Adruistratim 7,477,716 7260,964 7,877,736 W17,800 2%
Artmated Residatial CLflectiicn 7,097,945 6892,201 7,477,66 761Q" 21/0
CmnrrcW Cn➢ecmt 6284,217 (510,2,061 6,620,391 4738,100 2%
Sheet SACCPW,9 58056 563,739 611,625 622SOD 23/o
Rec3,Ckc/Frrvlmiertal 9atiairehl¢y ')05,262 684,819 742_c)90 756200 20/0
1bdtdVlby 595,397 57$139 627248 (538,40D 2%
C3affft Removal 204,991 199052 215,960 219,800 20/6
Enterprse Fiend Erperrridres 22,946099 22290,975 24173,6X) 246 6400 2°/
Sesser Nlainte�Ecpendilues 3,840,729 4063,910 3,079,810 2,&L WD -8°/
Tbtd Expenditures 50,737306 46167,OE8 47232,000 47,422,6X7 W.
EL Expenditures by Classucalion
pasarel Savires 14,835,853 13,E33,6S 13,519,90D 13-4465-40D 00%
Nlmrasffne&Coaatias 17,782,683 15,930,761 17266200 16230,200 -&/o
Cnhacnel Services 4, /0 W12 3,%M446 3341900 3,348,900 Ol/o
ktm Savice6 9,731,929 8-554-592 8,639,60) 94669,800 120/0
chp1w CkAlay 1,72183 1221-4584 563,000 341,200 -36/0
Delt S� 1963,001 3,041,331 3,437,000 42",2.000 O/o
Cleclts/13llaties 1,945 506 MOO) 01/o
Tbtel 50,137306 46167,069 47,23'2,000 47ft72,6X1 OP/o
G Flurrdrg Souses
CktlmalFlyd 6849,340 4364,302 4,614,600 4498300 -30/o
Ciis Tax Z,91QOD0 3,715,600 3,166301 3,1666300 o
1/2 Gmt - - 1,10400D 1,104000 03/o
EIAqADCB(` 200,000 1?QOOD 7Q000 MOOD -710/.
Refuse Heel 22.744,183 22,065,009 23,961988 246B,40D 30/6
Sewn'Fund 3,840,729 4063,9X1 3,O79,80D 2,843,6X1 $%
Flea Find 9,435396 7,407,031 7696601 7345,600 -W%
L blrty Rr d 3,956,740 4165240 3,841,100 3,816401 ON.
,bbd 49,935,490 45,971,102 47,469388 47422,600 O'/o
AFor oarpnsaip xprses prior fscal year achal expo lift a we al6rated to the Curvy prcgr <
aV,b&m Caypasabon and lialtlty dwW-s hne 1x4-4ad35lto each Depmh'rerfs Irmrel Service CDmge.
CITY OF SAN BERNARDINO
It INTEROFFICE MEMORANDUM
ti311 � erilill'I IIIO
TO: Charles E. McNeely, City Manager
FROM: Randy Kuettle,Acting Director Public Works Department
SUBJECT: Public Works Department 15%Reduction Budget Summary
DATE: June 28, 2010
The following is the Public Works Department plan to achieve a 15% reduction to the General
Fund. Of the Department's $47,422,600 operating budget, the impact to the General Fund is
$8,784,600,resulting is a reduction target of$1,317,690. The proposed cuts center on reductions
in personnel, public services, facility maintenance, support to the Metrolink and Santa Fee
Depot, fleet maintenance, and engineering. These measures will have a dramatic impact on
services provided to the public, as well as services currently provided to City departments.
Inteerated Waste Manaeement Administration:
The reduction plan eliminates the positions of Executive Assistant and Senior Office Assistant.
The Executive Assistant position provides administrative support the IWM Program Manager
and Route Supervisors. The loss of support will have a direct effect on the administrative staff in
other Public Works programs. The Senior Office Assistant provides support for the Route
Supervisors and the Environmental Projects Manager. Those duties will be divided between
those positions. The reduction of the IWM staff will have a negative effect on the tonnage
tickets, payroll, and service requests. The funds for the positions will be shifted from the IWM
account to cover general fund positions in the Public Works Department.
The reduction plan reduces the street sweeping program to once a month. To implement the plan,
one Lead Sweeping Operator position will be eliminated. The sweeping routes will revert back to
the pre-2007 routes schedules and residents will notice their sweeping days will change. The
effect will have 50% reduction on debris removed from the streets, diminishing the appearance
of the City. The reduction in street sweeping is necessary to support additional reductions made
in the Fleet Division.
Fleet Maintenance Proeram:
The reduction plan eliminates two Equipment Mechanics and one Equipment Maintenance
Manager. The duties of the Equipment Mechanics will be absorbed with the mechanical staff
remaining in Fleet. This will result in department vehicles not receiving timely service and
repairs estimated at a reduction of 20%. Compliance with Department of Transportation and
California Highway Patrol Biannual Inspection of Terminal Program (BIT) will be further
impacted. The duties for adhering to AQMD requirements will shift to the Fleet Division
Manager and the Administrative Supervisor will absorb the additional administrative
responsibilities.
These reductions cover additional 15% cuts to operations material accounts and fuel usage as
result of other City Department personnel and service reductions. The fleet usage from each
department will vary depending on the reduction of vehicles not in service.
Capital Proiects Proeram:
The reduction of an in-house survey unit from the Capital Projects Program budget will have
minimal impact to the program. Surveying work can still be provided by contract with the costs
charged directly to a CIP project. Many of the projects assigned to consultants will incorporate
the services as part of their project scope. It will be more efficient and cost-effective to use
survey consultants on an as-needed basis to provide survey services in support of in-house design
efforts.
In addition, the reduction plan eliminates the vacant Senior Administrative Analyst position,
resulting in design engineers continuing to perform administrative duties and allocating less time
on designing CIP projects. The on-going program objective to ensure CIP projects are completed
in a timely manner will be adversely affected. The CIP project backlog will continue to grow
unless the number of new projects added each year is reduced accordingly.
Street Maintenance Program:
The reduction plan eliminates funding used to support neighborhood clean up events. As a result,
event organizers will be required to generate sufficient funds to cover the costs associated with
this service including staff overtime and dumping fees,which have been waved in prior years.
Buildine/Custodial Maintenance/Utilities Proeram:
The reduction plan eliminates one Maintenance Mechanic, two full time Custodians, and three
part-time Custodians. The duties for the Maintenance Mechanic will be absorbed by the
remaining staff resulting in a 20%reduction in response times to building maintenance requests.
The requests are categorized as emergency,priority, and regular. Staff will respond to the highest
status request first and make the necessary repairs, resulting in facility maintenance being
deferred throughout the year. The process of deferring maintenance will advance facility
deterioration, increasing future costs. The reduction in Custodial staff will result in a 25%
reduction in cleaning and maintenance services at all City facilitates.
City staff is also considering a proposal that will result in EDA to contracting with the City for
custodial and maintenance services at their facility.
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The reduction plan to cut utility costs will be achieved by adjusting thermostat settings at all City
facilities. The thermostat points will be moved up two degrees in the summer and down two
degrees in the winter. In addition, heaters and air condition will be turned off on Saturdays and
Sundays on all floors of City Hall. Staff is also looking into the prospect of charging the Water
Department for operating on City Hall Friday closure days.
The reduction plan proposes to minimize support to the Metrolink and Santa Fee Depot for
security services and maintenance. Staff recommends reviewing current contracts and re-
negotiating terms to eliminate these support services.
The charges for the operation of the lift station at City Hall will be charged to the Sewer Fund,
resulting in a savings to the General Fund in the Public Works budget.
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