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HomeMy WebLinkAbout35- City Administrator CITY OF SAN BERNARDINO - REQUEST FOR COUNCIL ACTION From: Fred Wilson Subject: Budget deliberations -- FY 96/97 Dept: Assistant City Administrator Budget --) I t Date: June 26 , 1996 � Synopsis of Previous Council action: 6/17/96 -- Mayor and Common Council adopted Resolution #96-171 - approving an interim operating Budget for FY 96/97 pending approval of a final Budget. Budget deliberations were continued to the meeting of July 1 , 1996 . Recommended motion: That the proposed budget adjustments listed on Attachment A be approved and that the Director of Finance be directed to incorporate these adjustments as well as the adjustments listed on Attachment B (which have been previously approved) into the FY 96/97 Budget. /t�� Signature Contact person: Fred Wilson Phone: 5122 Supporting data attached: Ward: FUNDING REQUIREMENTS: Amount: Source:(Acct. No.) (Acct. Description) Finance: Council Notes: 71/ b 9�� STAFF REPORT On June 17 , 1996, the Council adopted an interim budget for FY 96- 97 pending adoption of the final budget. In addition, an amendment was made relative to sharing the funding for crossing guards with the School District. The net effect of this action was to increase the remaining deficit to $529, 100 (rounded) . Provided as Attachment B is a summary of the revenue enhancements and budget reductions which have been approved by the Council to date. This document reflects the remaining deficit of $529, 100. Attachment A is a list of options which have been developed by staff which involve a combination of revenue enhancements/adjustments and budget reductions. These options total $477 , 400 . They also assume approval of the reductions previously made in concept. Assuming these options are approved, the remaining deficit is $51, 700. Staff is continuing to identify alternatives to close this gap. -2- Attachment A Updated 6/24/96 Alternative Budget Balancing Options Current Budget Deficit: $ 5299100 Revenue Enhancements/Adjustments Increase the sewer "in-lieu fee" transfer 200,000 from the Sewer Fund to the General Fund from $304,000 annually to $504,000 Reduce booking fee trust fund 50,000 Increased Animal Control licensing revenues 45,000 through contracting for door-to-door canvassing Reduce General Fund transfer (due to increased 30,000 revenues) Budget Reductions Eliminate Asst. Director of Planning and 55,000 Assistant Planner; establish new position of Land Use/ Development Manager Reduce Mayor's Office expenditures 7,700 Approve reductions previously made "in concept": 89,700 Contract animal license canvassing (5,900) Reduce building maintenance services (45,600) Eliminate vacant Equipment Mechanic II (38,200) Total reductions: 89,700 TOTAL REDUCTIONS/ENHANCEMENTS/ADJUSTMENTS: 477,400 DEFICIT REMAINING: 51,700 -3- REVENUE ENHANCEMENTS/ADJUSTMENTS Increase Sewer "In lieu Fee" Transfer $200,000 The City currently receives $304,000 annually from the Sewer Fund which is under the control of the Water Department. It is proposed to increase the fee to $504,000. Increase Animal Control Licensing Revenues 45,000 See Attachment developed by Debi Biggs. Reduce General Fund Transfer to CATV Fund 30,000 The revenue from sale of video tapes and contracted services was budgeted at $42,000 for Fiscal Year 1995-96. Due to increased activity in these areas, revenues are projected to be approximately $72,000. The additional revenues which have been realized will in turn reduce the amount of the general fund operating transfer for Fiscal Year 1996-97. Booking Fees 50,000 The City has received a final billing statement from the County for booking fees owed from July 1, 1990 through December 31, 1995. According to the County invoice, the City owes $3,385,230 for this period. A preliminary reconciliation of the invoice to Police Department records and funds set aside in the trust fund indicates that a minimum savings of $50,000 can be realized. It should be noted that additional savings may be achieved after a complete reconciliation of the invoice has been completed. $325,000 -4- BUDGET REDUCTION WORKSHEET DEPT: Plnng/Bldg Svcs. FUND: General Fund PROGRAM/SERVICE REDUCTION: Eliminate vacant Asst. Dir. Plnng/Bldg Svcs. $ 87, 900 Eliminate vacant Asst. Planner +46, 300 $134, 200 Establish new position Land Use/Dev. Mgr - 79, 200 Net Savings $ 55,000 POTENTIAL COST SAVINGS: $55,000 IMPACTS ON SERVICES: Will result in longer processing times for development projects. Will require redistribution of work load between fewer staff members, resulting in less time for updates/maintenance of the General Plan and Development Code. Positions affected? x yes _ no If yes, list positions: Asst. Dir. of Plnng/Bldg Services (vacant) Asst. Planner (vacant) -5- BUDGET REDUCTION WORKSHEET DEPT: Mayor FUND: General Fund PROGRAMISERVICE REDUCTION: Staffing Adjustments in Mayor's Office POTENTIAL COST SAVINGS: $7,700 IMPACTS ON SERVICES: Eliminate Clerk Typist II position; increase hours of Human Relations Coordinator from 20 to 30 hours, and restore Clerk Typist I from 3/4 time to full time. Positions affected? x yes _ no If yes, list positions: (1) Typist Clerk II (bumping will occur; no layoffs anticipated.) -6- BUDGET REDUCTION WORKSHEET DEPT: Animal Control FUND: General Fund PROGRAM/SERVICE REDUCTION: Contract with a private vendor for animal license canvasing; eliminate one temporary part-time Animal License Checker positions. POTENTIAL COST SAVINGS: $5,900 IMPACTS ON SERVICES: - No reduction in present day-to-day level of service. The position is presently vacant. - The canvassing program has suffered in recent years due to attrition/promotions. Utilizing an outside vendor for canvassing has the potential to increase revenue regardless of the number of part-time Animal License Checkers. - Other staff positions will have to provide coverage for annual rabies/licensing clinics. Possibly reduce the number of clinics. Positions affected? x yes _ no If yes, list positions: (1) Animal license Checker (part-time) -7- BUDGET REDUCTION PROPOSAL #2 Amended June 21, 1996 Eliminate one (1) Part-Time License Checker Position/Contract for Door-to-Door Canvassing Fiscal Impact: Savings Estimate $5,900/Revenue Estimate $45,635 Total Combined Savings and Revenue : $51,535 DESCRIPTION OF DIVISION The Animal Licensing Division presently consists of one(1) Senior Animal License Checker and three (3) part-time license checkers. This division is responsible for issuing and maintaining accurate dog license records required by state mandate. Other responsibilities within the division include the Veterinary Partnership Program and the Rabies Vaccination Verification Program. The division plans all low-cost rabies vaccination/licensing clinics for the City (and Fontana). There are five (5) clinics planned in San Bernardino and two (2) in Fontana in June and July 1996. When the division was operating at 100 percent, the part-time License Checkers went door-to- door to canvass for noncompliance in licensing. Over the course of the last few years, this activity has suffered as part-time employees were serving in full-time capacities in other divisions of the department. There are presently two (2) part-time License Checkers processing renewals, issuing new licenses, working the clinics, etc. The position to be eliminated is vacant. IMPACT OF "REDUCTION"/CONTRACT CANVASSING The proposal includes contracting with a private firm to provide door-to-door canvassing. The benefits of the program include: • increased revenue • increased compliance on rabies vaccination and dog licensing • computerized records will be "cleaned up," saving disk space as well as printing, postage and personnel costs. -8- The contractor will: • make personal contact at each household in San Bernardino • return up to two (2) more times for compliance • provide noncompliance information to the City (contractor does not issue citations for noncompliance) • sell dog licenses that are delinquent or new licenses (will not sell to those who are about to expire or have not been expired less than 30 days) • provide an 800 number for residents to call for information, eliminating most calls to the department • be reimbursed for 60 percent of fees collected for delinquent dog licenses and $1 for each new license generated • not receive monies for future renewals. Licensing revenues for FY 94-95 were $168,069. Estimated Licensing revenue for FY 95-96 is $168,700. Projected Licensing revenue for FY 96-97 is $168,600. It is estimated there are 35,021 dogs in the City; 33 percent are currently licensed. Of the currently licensed dogs: --50.6 percent of regular licenses are not neutered --49.4 percent of regular licenses are neutered --17 percent of all licenses are issued to senior citizens (30 percent of spayed/neutered licenses) Our first year goal has been set conservatively at 50 percent compliance rate. This would mean adding an additional 5,605 licenses to the base. Projected revenues include: Senior Citizen: 953 @ $5 = $4,765 Regular: 2,326 @ $28 = $65,128 Altered: 2,326 @ $19 = $44,194 Total projected gross revenue is $114,087. City shall pay to the contractor 60 percent or $68,452, leaving a projected revenue of $45,635 to the City. -9- IMPACT ON STAFF During peak seasons, all available staff are utilized for processing/inputting license renewals. Occasionally, nonlicensing staff are used to provide adequate coverage for licensing clinics, many times management and mid-management employees. (Note: Out of 22 "staff positions" at clinics in June-July 1996, only two (2) are nonlicensing general unit members. They are working the clinics as part of--not in addition to--their "regular" duties). The Representative Duties section of the Job Description for Animal Control Officer (ACO) states, in part, " . . . assists in arranging for or conducting rabies clinics . . . " Follow-up for Noncompliance: Contractor does not issue citations for noncompliance. They will, however, provide noncompliance information to the department. There are seven (7) Animal Control Officers on staff. Presently, all are scheduled to work on Mondays and Wednesdays. Whenever possible, one ACO is scheduled to assist in the front office or on "special projects." With the closure of the shelter on Mondays becoming effective July 1, 1996, the officer routinely scheduled for the office position will not be necessary. It is very possible that this position will be utilized for proactive programs including follow-up for noncompliance of licensing. It is anticipated there will be no significant increase in the work load of the Animal Control Officers. Issuing citations for noncompliance of City ordinances is a part of their normal duties. Officers assigned to follow-up on leads supplied by the contractor will be performing this function as part of--not in addition to--routine field work. Daily Processing of License Renewals: No impact with respect to present operation. IMPACT ON FY 96-97 BUDGET REDUCTIONS: Estimated part-time salary savings: $ 5,900 Estimated net revenue from canvassing 45,635 Total $51,535 -10- BUDGET REDUCTION WORKSHEET DEPT: Facilities Management FUND: General Fund PROGRAM/SERVICE REDUCTION: Reduce building maintenance services (increase response time by 3 days) POTENTIAL COST SAVINGS: $45,600 (net savings) IMPACTS ON SERVICES: Reduction will slow down the delivery of building maintenance services by an average of 3 days. This would take the current service time on routine requests from 7 to 10 days. Savings in salary in benefits would total $65,600. These positions were chosen as they would have less impact on service. The other positions in this section are all designated as skilled trades (i.e., electricians, plumbers, etc.) - Impact would be offset by adding $20,000 for contractual services. This additional will allow the building maintenance section to privatize certain routine maintenance functions currently done in-house, and reduce the impact of losing these positions. Proposed areas for this work are door repairs, lamp replacement, and equipment repairs. Positions affected? x yes _ no If yes, list positions: (2) Building Maintenance Workers -11- BUDGET REDUCTION WORKSHEET DEPT: Fire FUND: General Fund PROGRAM/SERVICE REDUCTION: Eliminate Fire Equipment Mechanic II POTENTIAL COST SAVINGS: $38,200 IMPACTS ON SERVICES: - Position has been vacant since 1991. 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