HomeMy WebLinkAbout2004-03-17 e packetSPECIAL MEETING
CITY COUNCIL
OF THE
CITY OF SOUTH SAN FRANCISCO
P.O. Box 711 (City Hall, 400 Grand Avenue)
South San Francisco, California 94083
CITY HALL CONFERENCE ROOM
400 GRAND AVENUE
MARCH 17, 2004
6:00 P.M.
NOTICE IS HEREBY GIVEN, pursuant to Section 54956 of the Government Code of the
State of California, the City Council of the City of South San Francisco will hold a Special Meeting
on Wednesday, the 17~h day of March 2004, at 6:00 p.m., in the City Hall Conference Room, 400
Grand Avenue, South San Francisco, California.
Purpose of the meeting:
1. Call to Order
2. Roll Call
3. Public Comments - comments are limited to items on the Special Meeting
Agenda
4. Study Session:
a. Review of sewer rate charges
b. FY 2004-05 budget review
5. Closed Session: Pursuant to Government Code section 54957: Public
Employee Appointment - City Manager
6. Adjournment
City ~lerk
AGENDA ITEM #4 cc
DATE:
TO:
FROM:
SUBJECT:
Staff Xeport
March 17, 2004
The Honorable Mayor and City Council
John Gibbs, Director of Public Works
PROPOSED SEWER RATE INCREASE AND "REPORT OF ANNUAL
SEWER RENTALS AND CHARGES" FOR FY 2004-2005.
RECOMMENDATION:
This staff report recommends amendments to the master fee schedule for the sewer
rates and reports on the Annual Sewer Rental and charges for FY 2004-2005.
BACKGROUND/DISCUSSION:
In June 2000, in accordance with the requirements of Proposition 218, the City notified by
mail the owners of property in South San Francisco of proposed rate increases of up to 5 %
each year for FY 2001 through FY 2005. It was explained in the notice that the rate increases
were needed to finance capital improvements for the City's Water Quality Control Plant and
sanitary sewer system. A presentation of the improvements and financial requirements was
given to the public at E1 Camino High School in July 2000. The improvements allow the
City to comply with state and federal clean water requirements intended to protect the San
Francisco Bay and public health.
On August 1, 2000, at its public heating, the City Council approved a resolution containing a
five-year schedule of charges that called for a 5% rate increase for FY 2000-01 and FY 2001-
02 and increases up to 5% for FY 2002-03, FY 2003-2004, and for FY 2004-2005 with the
understanding that the FY 2004-05 rates would be brought to council for adjustments as
necessary.
The revenue generated by the sewer service charges fund the following cost categories:
· Treatment Plant Operating Costs
· Sewer Maintenance Costs
· Sewage Pump Stations Costs
· Industrial Waste Control Costs
· Debt Service Costs associated with the capital improvements
Staff Report
To:
Re:
Date:
Page:
The Honorable Mayor and City Council
Proposed Sewer Rate Increase and "Report of Annual Sewer Rentals and Charges
for FY 2004-2005
March 17, 2004
2 of 2
The capital improvements at the treatment plant, including the BCDC-required nature-
viewing trail and bridge over the Colma Creek tidal slough, were completed by August 2002.
The plant improvements now allow the plant to reliably treat up to 13 million gallons per day
as needed to meet state requirements contained in the City's National Pollutant Discharge
Elimination (NPDES) permit.
Designs/construction of wet-weather capital projects Phases 1 through 5 are either in
construction or contract documents preparation stages listed below:
· Phase 1 - PS and FM upgrades
· Phase 2 - Pipeline projects
· Phase 3 - Colma Creek Bank Protection
· Phase 4 - East of 101 improvements
· Phase 5 - Lindenville I&I
The projects are required by the State Regional Water Quality Control Board in its Cease and Desist
Order issued to the City in 1997 in order to prevent sewage overflows from sanitary sewers and
effluent pump station that have occurred during severe rain storms in the past. Such overflows are a
violation of the City's NPDES permit. The permit requires only treated wastewater to be discharged
to the San Francisco Bay.
CONCLUSIONS:
Bartle Wells Associates, an independent financial advisory firm, recently updated the
financial forecast for the City that they prepared in May 2000. Based on this evaluation
which includes updated estimates of revenue and expenses for the wet-weather program and
Colma Creek bank restoration, the staff recommends that the maximum 25% rate increase be
adopted for FY 2004-05 with 9% increases for the following years.
The proposed sewer service rates were determined in accordance with State guidehnes. Staff
believes that they are a fair and equitable allocation of costs to the various classes of users
and are in proportion to the amount of sewage discharged into the sewer system. The current
annual rate for a residence is $217and the proposed rate is $272. A comparison of the
existing rates and the proposed rates for all classes of users and a comparison of the
residential rates for other cities in San Mateo County are attached. A copy of the presentation
for the City Councils review is attached.
ATTACHMENT: Presentation
"~(-~Shael A. Wil City Manager
Presentation Overview
Update of Wet Weather
Program
Financing Plan
Rate Impacts
Next Steps
Ssf204i1-4182.ppt 2
Wet Weather Program
Why is It Needed?
Increase flow capacity to prevent sewer
overflows
· Comply with cease and desist order
-deadline is November 2007
Industrial and commercial development
east of 101
Ssf204i1-4182.ppt 3
Wet Weather Program Elements
Phase I - PS and FM upgrades
Phase II- Pipeline projects
Phase III - Colma Creek Bank Protection
Phase IV- East of 101 improvements
Phase IV- Lindenville I/I
Ssf204i1-4182.ppt 4
Phase I
Improvements
Upgrade to San Mateo Pump Station
New Shaw Road Pump Station
36-inch Lowrie Avenue Force Main
42-inch Shaw Road Force Main
Effluent Storage Pond and Pump Station at
WQCP
Vactor Truck Unloading Station
New Influent pumps and effluent pumps at
WQCP
New gravity sewer mains in Lowrie Avenue
and San Mateo Avenue
Ssf204i1-4182.ppt 5
Phase I
Improvements
Project bid: July 16, 2003
· Construction contract awarded for: $18,205,000
Estimated completion date: September 2005
Ssf204i 1-4182.ppt 6
Existing San Mateo Pump Station
Ssf204i1-4182.ppt
7
Existing Shaw Road Pump Station
Ssf204i1-4182.ppt 8
Wet Weather Program -
Phase I Proposed Facilities
Ssf204i1-4182.ppt 9
Phase 2 Improvements
Projects: Airport Bypass, WQCP Seismic
Upgrades, Winston Manor
Design contract: Fall 2004
Construction start: Summer 2005
Estimated completion date: Fall 2006
Ssf204i 1-4182.ppt 10
Phase 3- Colma Creek
Bank Restoration
Project bid: May 2003
· Construction estimate: $1,100,000
· Actual project cost: $526,000
· Completion date: November2003
Ssf204i1-4182.ppt 11
Phase 4- East of 101
Ssf204i1-4182.ppt 12
Phase 4- East of 101
Projects: Pump Station and Pipeline Upgrades
Design contract: March 2004
· Construction start: September 2004
Estimated completion date: Fall 2006
Ssf204i1-4182.ppt 13
Phase 5- Lindenville I/I
Projects: South Linden Ave., South Maple Ave.,
Victory Blvd., South Canal Pump
Station
· Design contract: April 2004
· Construction start: September 2004
Estimated completion date: Fall 2006
Ssf204i1-4182.ppt 14
Wet Weather Schedule
Phase I
· Design
· Con§truction
Phase II -
· Design
· Con§truction
Phase IV-
· Design
· Con§truction
$24.2 M
$4.9 M
Cease and
Desist Order
Compliance-~,
Phase V.
· Design
· Con§truction
$8M
I
Ssf204i1-4182.ppt
15
Financing Plan
Wet Weather Program Cost Estimate:
Phase I
Phase II
Phase III
Phase IV
Phase IV
Total
$24.2 million
$4.9 million
$0.6 million
$15.0 million
$8.0 million
$52.1 million
Ssf204i1-4182.ppt 16
Financing Plan
· Wet Weather Program will be
financed using:
- SRF loans
- Pay-as-you-go
- Developer contributions
- Development cost recovery funding
Sst204i1-4182.ppt 17
Overall Sewer Enterprise
Finances
Projected Revenues 2003/04
- $12.9 million
Projected Expenses 2003/04
- Operating -- $10.1 million
-Debt Service -- $3.9 million
- Pay-as-you-Go Capital ~. $1 million
Ssf204i 1-4182.ppt 18
Overall Sewer Enterprise
Finances
· Cost Increases:
-Increased treatment costs of $2 million/yr
-Increased PERS costs of $400,000/yr
-Increased Rent of $700,000/¥r total with
$350,000 billed to San Bruno
Reduction in Revenues:
- 1000 Daly City Units .-- $400,000/yr
- Reduced development fees
Ssf204i1-4182.ppt 19
Rate Adjustment Goals
Phase in costs over time
Meet minimum capital fund balance
requirements of SRF
Land rental costs shared with non-SSF
plant users
Ssf204il-4182.ppt
20
Rate Adjustment
Recommendation
Lowest year one alternative:
2004/05 increases to $272 ($4.68/month
increase per SFD or 25%)
200/06 increases to $297 ($2.08/month
or 9%)
2006/07 increases to $323 ($2.16/month
or 9%)
Two additional 9% increases up to
$384/year
Ssf204i 1-4182.ppt
21
Rate Adjustment Assumptions
· The following are built into projections:
-Conservative connection fee revenues
Up to a 1 year delay in payment of rent
from San Bruno
$1 M in potential claims
Construction contingencies ranging from
10% to 14%
Ssf204i 1-4182.ppt 22
Rate Recommendation
· Allows for:
Phase in of required rate increases
over time
Lowest possible year one rate
Financial flexibility to reduce rates if
construction costs in out years
Ssf204i1-4182.ppt 23
Sewer Rate Comparison
Annual Annual
Aqency Rate A_qency Rate
Half Moon Bay $1,214 Daly City $302 *
Hillsborough
Pacifica
Foster City
Brisbane
1,204
452
4O9
4O7
El Granada SD
San Bruno
San Carlos
SSF Proposed
Burlingame 292 * Redwood City
Millbrae 342 San Mateo
Montara SD 316 Menlo Park
274
277
276
272
257
255
254
Ssf204i1-4182.ppt 24
Next Steps - Wet Weather
March 04
- Phase IV Design Begins
March 04
- Phase V Design Begins
Feb 05
- Phase II Construction Begins
Sept 04
- Phase IV Construction Begins
· April 05 - Phase V Construction Begins
Ssf204i1-4182.ppt 25
Next Steps- Rates
· March
- Sewer Rate Study Session
· March
- Public Notice Prepared
· May
- Mail Public Notices
· June
- Public Information Meeting
· July
- Public Hearing
Ssf204i1~4182.ppt 26
Summary
For less than $5/month increase:
-Pump Station and Force Main Improvements
-Airport Blvd, Seismic, and Winton, Improvements
- East of 101 I/I Improvements
- Lindenville I/I Improvements
-Meet all RWQCB operating requirements
-Meet all operating and PERS increases
Ssf204i1-4182.ppt
27
Staff Xeport
AGENDA ITEM #4
DATE: March 17, 2004
TO: Honorable Mayor and City Council
FROM: Jim Steele, Director of Finance
SUBJECT: 2004-05 Operating Budget Overview
RECOMMENDATION
It is recommended that the City Council consider the budget recommendations for 2004-05 made
by staff and by the Council Budget Subcommittee (Councilmembers Fernekes and Green), and
provide direction to staff.
BACKGROUND/DISCUSSION
Council has been quick to respond to our recent fiscal challenges, approving $800,000 in midyear budget
reductions earlier this fiscal year. However, despite two years of budget reductions, further budget
reductions will be needed for 2004-05. The economy continues to lag, and, in particular, two of the
General Fund's three largest revenue sources are still only showing signs of modest growth: hotel tax
revenues (TOT) and sales taxes. While PERS retirement rate increases were anticipated for this fiscal
year, salary surveys have resulted in higher than budgeted wage growth for the three largest city
bargaining groups: Police, Fire, and AFSCME. In addition, staff is projecting a second year of 20+%
increases in health insurance premiums, consistent with what other public agencies have seen. Last, the
State is again unable to solve its budget problems, and the Governor's budget for 2004-05, a starting point
for negotiations with the Legislature, proposes to take an additional $.7 million from the City's General
Fund, and $1.0 million from the Redevelopment Funds on a permanent basis. Staff does not believe it is
likely that we have seen the end of revenue shifts impacting cities for 2004-05; to the extent the
Legislature is again stalemated on budget cuts vs. tax increases, it will become increasingly likely that
some additional revenue raids of local governments will be made by the State. For that reason, the
package of reductions the Council will be reviewing include a backup list of additional cuts not
recommended at this time, but which could turned to in the event the State hits us more deeply, or in the
event the Council finds any of staff's proposed cuts unpalatable.
Staff has therefore put together a package of additional reductions, which are attached for Council review.
This package will be discussed in detail at the Budget Study session on Wednesday, March 17th. At that
Staff Report
Subject: 2004-05 Operating Budget Overview
Page 2
meeting, the Budget Subcommittee, consisting of Councilmembers Fernekes and Green, will also be
presenting their suggestions to the full Council. At the time this staff report was being prepared, the
Subcommittee had one remaining review session scheduled with staff, so their deliberations on the
attached package of budget reductions are not yet finalized. This package is being forwarded to Council,
however, so that it has time to review the information before March 17.
In addition to the information in the attached package, the Subcommittee asked staff for information on
several revenue options it may present to the full Council on March 17. Those revenue options include:
Raising the Transient Occupancy Tax (TOT). As a point of reference, in today' s economy a 1%
increase in the City portion of the TOT (from 8% to 9%) would bring in about $.5 million. Prior
to the economic downturn in 2001, a 1% increase would have brought in $750,000.
Amending the City's business license tax to include a provision for taxing outdoor advertising in
South San Francisco, such as billboard operators. It is unclear at this time how much revenue
potential this would generate, and a survey has been sent to other city Finance Directors to see if
other cities have such a tax. If information is available, it will be brought to the study session.
Amending the City's business license tax to include a provision for taxing entertainment venues.
Sixteen California cities have such a tax. Two of those cities also tax movie theater tickets, one
of which is Santa Cruz. If such a tax were structured to be a 5% surcharge on entertainment
tickets (such as in Santa Cruz), and if South San Francisco were to retain a multi-screen movie
house, such a tax could generate $100,000-150,000 annually.
Tax increases require voter approval in California. State law requires that local taxes be submitted to
voters with different approval requirements, depending on whether the end use of the tax is for general
purposes or whether the end use is specified to a particular purpose (such as for public safety or libraries
or parks, etc.). In other words, it is the use of the tax, and not the type of tax, that dictates the voter
approval requirement:
-A Special Tax, one in which the end use is restricted in the ballot measure, requires 2/3 approval of
those casting ballots.
-General Taxes are those taxes for which the end use is not specified on the ballot, and require a simple
majority approval of those casting ballots.
Because a special tax requires a higher (2/3) approval threshold, State law allows special taxes to be put
on any upcoming ballot. Because of the lower (50%) voter approval threshold, general taxes are required
to be placed on a local ballot at the same time members of the local legislative body (the City Council)
are being elected. The exception to this rule for a general tax would be if the Council, by a unanimous
vote, made findings that a fiscal emergency existed. Under such a finding, a general tax could be placed
Staff Report
Subject: 2004-05 Operating Budget Overview
Page 3
on any upcoming ballot. Presumably, the City' s pending budget deficit could be an argument for such an
emergency.
By:
~nance
Michael A. Wilson
City Manager
Attachments
CITY COUNCIL BUDGET STUDY SESSION, MARCH 17, 2004
Contents
I. Budget Overview
General Fund overview, status quo budget
Notes to General Fund Overview
General Fund Reserves, status quo budget
Why is the 04-05 Budget Out of Balance?
Summary of corrective actions
I1. Proposed Budget Reductions by Department
Budget Reductions to Date
Position Changes Summary
Filled Permanent Positions Impacted by Reductions
Department Details
II1.Department Reorganizations
Maintenance Services Reorganization
ECD/Engineering Reorganization
IV. Positions over Time--Detail
V. Next Round of Cuts/Cuts if State Took
Additional City Revenues
Paqe
2
3
4
6
7
8
10
11
24
31
32
43
-i-
Revenues and Other
Financing Sources
Property Taxes
ERAF Surplus Refund from County
Status Quo 2004-05 Budget
(No corrective action)
Actual Actual Actual
2000-01 2001-02 2002-03
Midyear
Budget
2003-04
$ 7,389,022 $ 9,243,158 9,622,976 $ 10,714,000
$ 537,000
ERAFincreaseto offset Sales Tax reductionforTriple Flipto Fund State Deficit Bonds
Est. of New ERAF Shift from State
Sales Tax 13,793,074 $13,115,870 12,194,963 $12,152,000
Transient Occupancy Tax 6,057,060 $ 3,977,627 3,917,243 $ 4,000,000
Motor Vehicle In Lieu Fees 3,287,214 $ 3,400,536 3,622,146 $ 2,629,000
Revenue from Other Agencies 1,863,995 $ 1,555,950 1,286,721 $ 1,147,000
Franchise Fees 1,682,028 $ 1,880,341 1,873,804 $ 2,869,000
Business License 1,056,662 $ 1,326,404 1,878,853 $ 1,479,700
Building Permits 2,362,459 $ 2,705,520 2,054,709 $ 2,932,000
Charges for Services 4,312,183 $ 4,537,498 4,554,519 $ 4,743,000
Fines 932,545 $ 915,270 907,768 $ 1,068,000
Interest 881,095 $ 909,447 1,053,492 $ 923,000
Rent 1,002,188 $ 1,240,068 1,832,252 $ 2,464,100
Administrative Charges 1,472,695 $ 1,602,195 1,651,311 $ 1,848,868
Other 1,963,871 $ 386,169 468,139 $ 435,000
Transfers In 1,479,098 $ 1,297,538 1,168,236 $ 1,095,400
Total Revenues: $49,535,189 $48,093,591 $ 48,087,132 $ 51,037,068
Plus Prior Year Carryovers $ 283,290
Total Revenues and Other
Financing Sources $49,535,189 $48,093,591 $ 48,087,132 $ 51,320,358
Status-Quo
Budget
2004-05
11,271,038
268,500
3,033,000
-533,000
9,458,800
4,100,000
3,861,000
952,785
3,012,000
1,553,000
2,931,900
4,824,400
1,089,000
901,000
2,484,100
1,877,000
443,000
2,128,000
53,655,523
$53,655,523
Variance
2005 to 2004
Favorable /
(Unfavorable)
557,038
-268,500 (1)
3,033,000 (2)
-533,000 (3
-2,693,200 (2)
100,000
1,232,000 (4)
-194,215
143,000
73,300
-100
81,400
21,000
-22,000
20,000 (5)
28,132
8,000
1,032,600 (6)
2,618,455
$ 2,618,455
Expenditures
Salaries
Non Salaries
Administration 5,312,986 6,080,430 6,387,828 5,403,783
Economic & Comm. Dev. 1,978,026 1,808,866 2,623,375 2,795,821
Fire 11,845,565 12,426,011 11,387,186 13,950,146
Library 3,480,492 3,849,648 3,953,664 4,106,957
Police 11,842,894 12,132,348 12,471,829 14,273,039
Maintenance Services 5,947,137
Parks, Rec & Maint. Svcs. 10,388,107 10,691,657 10,696,566
Public Works 1,133,467 1,123,054 1,170,689 991,016
Recreation and Community Services
Ongoing, regular dept savings
Cuts approved in October
Early retirements, vacancies
AFSCME, Fire, Police salary plans over budget
Subtotal, Operating
Budget Expenditures $45,981,537
Net Operating Budget Impact $ 3,553,652
5,110,079
(750,000)
(641,500)
(lOO,OOO)
755,000
$48,112,014 $ 48,691,137 $ 51,841,478
43,130,000
13,746,845
$56,876,845
$ (18,423) $ (604,005) $ (521,120) $(3,221,323)
(5,035,367)
NOTES:
1. Reflects excess ERAF funds built up at County to be refunded to cities.
Part of a 2 part "flip" from the State in which 25% of local sales taxes will be shifted
to State in return for an equal amount of refunded State ERAF funds. State
needs a new revenue source (the 25% sales tax) to back the new deficit
bonds approved by voters in March 2004 (Proposition 57).
3. New, permanent ERAF Shift proposed by Governor for 2004-05 State budget
not yet approved by Legislature.
4. Assumes Governor's proposed 2004-05 budget for fully funding the VLF backfill
remains.
Includes increase of $420,000 added in Midyear 2003-04 to reflect rent revenue
from Conference Center coming to General Fund, and Conference Center debt
service being paid by Downtown RDA fund.
Reflects first of 5 year drawdown (at $1.0 million per year) of Benefits Fund
fund balance. Funds had accumulated when PERS rates were 0 but departments
were still charged the historical PERS amounts. This drawdown was approved
in concept by the Council when reviewing staff's 5 year financial plan in Fall 2002.
Other Revenue Assumptions:
Aside from State flip, property assessed valuations are assumed to grow by 5.5% next
year. Have not yet received preliminary figures from County, but this is slightly lower
growth than the last 3 years;
Aside from State flip, sales taxes generated by remainin.q businesses are assumed to
grow by 3% next year. That type of growth, while conservative, would signal coming
out of the recession.
TOT Tax is projected to grown by $100,000., or 2.5%.
Total General Fund Operating and Capital Budget,
& Changes to General Fund Reserves
(Status Quo Budget, prior to cuts):
Year End Midyear Status Quo
Actual Budget Budget
2002-03 2003-04 2004-05
Net Operating Budget Impact (from Table I)
$ (604,005) $ (521,120) $ (3,221,323)
Less Transfers to Capital Projects:
(733,000) (478,000) (1 o0,000)
Less Tranfers to Debt Service
(452,000) (130,000) (130,000)
Plus (Minus) One-Time Transactions:
Plus Favorable Resolution of Genentech Property Tax
Plus Favorable Reduction in funds set aside for legal
Less Unfavorable Increase in Projected Workers'
Compensation Liability:
1,122,000
700,000 (230,000)
(1,200,O0O)
Net Impact on General Fund Reserves
(1,167,005) (1,359,120) (3,451,323)
IGeneral Fund Reserves Projection
I. Discretionary Reserves/
Liquid Reserves Available
Emergencies
Economic Contingencies
Designaged for future Economic Development Projects
Undesignated Reserve
1,000,000 1,000,000 1,000,000
3,500,000 3,500,000 3,500,000
3,600,000 3,600,000 3,600,000
4,323,000 3,912,880 I 561,558 I
II, Non-Discretionary Reserves/
Reserves Already Committed
Encumbrances
Advances to Other Funds
Inventory
Appropriated Capital Projects
Subtotal, Non Discretionary Reserves
Total General Fund Reserves
-3-
283,0O0 0 0
845,000 570,000 470,000
51,000 51,000 51,000
391,000 0
$ 1,570,000 $ 621,000 $ 521,000
$ 13,993,000 $ 12,633,880 $ 9,182,558
Why is the 04-05 Budget Out of Balance?
!. Revenues:
A. TOT Revenue continues to lag
B. Sales Taxes are down (net of State budget "flip"):
C. Building Permits are down from the revenue estimated
when fees were raised:
(315,000)
(819,ooo)
(5OO,OOO)
II. Salary and benefits higher than budget:
(PERS increase is $3.0 million, but Was expected)
A. Salary increases in 03-04 that were higher than budget,
which impacts 04-05
B. Health plan costs are expected to increase 20%
I!1, State Actions
A.. State Actions Proposed by Governor: ERAF Shift Elimination of booking fees
IV. Other
5. Offsetting these losses, the County has indicated they
believe the ERAF Refund will continue into 04-05
* Police, AFSCME, Fire
Summary of major changes to budget
(rounded):
Out of balance, absent corrective actions
(1,100,000)
(500,000)
(533,000)
(150,000)
269,000
(1,634,000)
(1,600,000)
(683,000)
269,000
(3,650,000)
-44.8%
-43.8%
-18.7%
7.4%
-4-
Summary of Corrective Actions
Beginning budget problem:
Shifts to Other Funds/funding sources:
1. Charge Conf center debt to RDA and keep conf center
rent
2. Charge Magnolia Ctr Debt service to Low/Mod Housing
Fund
3. Charge code enforcement to RDA
4. Charge Bike Patrol to RDA
5. Charge Parking Enforcement Officer to Downtown
Parking Fund
6. Charge 25% of Engineering to RDA
7. Reduce the fleet:
Subtotal, reductions not impacting
operations:
Amt. Of Additional Cuts Needed from depts.
(rounded):
Amt. Submitted by depts for consideration
(rounded):
Additional Cuts Available as Backup
(rounded):
420,000
35,000
200,000
75,000
75,000
60,000
865,000
5,000
(3,650,000)
870,000
(2,8OO,OOO)
2,800,000
1,030,000
-5-
Summary of Recommended Department Reductions
Dept Reductions:
2004-05
Recommended
City Clerk $ 800
City Manager 72,000
Finance 54,000
HR 79,750
IT 201,000
Non-Departmental 20,000
ECD 81,211
Fire 313,740
Library 128,317
Maintenance Services 700,000
Recreation and Community Services 262,700
Police 372,000
Public Works 557,826
Total DePt. Reductions: $ 2,843,344
-6-
3/12/2O04
City of So. San Francisco
General Fund Budget Changes
$7,000
$4,000
$3,000
[] 04-05 Staff
Recommendation
[] 03-04 Midyear
$2
[] 03-04 Adopted
$1,
$0
Budget Cuts
Funding Shifts Fees/New Revenue
Total = $10.9 Million
WHAT IS THE FTE IMPACT IN 2004-05 FROM ADDITIONAL BUDGET CUTS?
Position Summary 2003-2004 O4-O5
By Department Adopted Amended Proposed
Change from
03-04 Adopted
City Clerk 3.00 3.00 3.00
City Manager 4.80 4.00 4.00 (0.80)
Human Resources 5.50 5.50 5.50
City Treasurer 1.00 1.00 1.00
Finance 14.00 13.20 13.00 (1.00)
Information Tech 8.00 7.60 6.00 (2:00)
Econ & Comm Dev 22.75 22.75 22.75 -
Fi re 81.48 79.48 79.48 (2.00)
Library 41.69 41.69 41.02 (0.67)
Maintenance Services 85.45 81.45 74.45 (11.00)
Recreation & CS 77.48 75.85 70.41 (7.07)
Police 114.45 114.45 111.45 (3.00)
Public Works 12.48 12.48 9.00 (3.48)
Total Full Time
Total Contract & Grant Funded
Total Pad Time Hourly
393.43 385.43 368.63 (24~80)
6.20 6.20 6.20
72.45 70.82 66.23 (6.22)
472.08 462.45 441,06 (31.02)
Total Without WQCP
** Predominately reductions in part-time .~tRff.
-8-
WHAT HAS BEEN THE TOTAL FTE IMPACT FROM ALL BUDGET CUTS SINCE 2001-027
Position Summary 2003-2004 04-05 Net Change
By Department Adopted Amended Proposed from 2001-02
City Clerk 3.00 3.00 3.00 (0.50)
City Manager 4.80 4.00 4.00 (1.00)
Human Resources 5.50 5.50 5.50 (0~20)
Net Change
from 2001-02
iAdjusted For
Vacancies in 01-02
(o.5o)
(1 ~00)
City Treasurer 1.00 1.00 1.00
Finance 14.00 13.20 13.00
Information Tach 8.00 7.60 6.00
Econ & Comm Day 22.75 22.75 22.75
Fire 81.48 79.48 79.48
Library 41.69 41.69 41.02
Maintenance Services 85.45 81.45 74.45
Recreation & CS 77.48 75.85 70.41
Police 114.45 114.45 111.45
Public Works 12.48 12.48 9.00
Total Full Time 393.43 385.43 368.63
Total Contract & Grant Funded 6.20 6.20 6.20
Total Part Time Hourly 72.45 70.82 66.23
Total Without WQCP 472.08 462.45 441.06
* 2001-02 was the last year before budget cuts began.
** Predominately reductions in part-time staff.
-9-
(!:.oo)
(3~o0)
(1.8o)
(1 ;00)
(1;00)
(1;8o)
(2.03) (2',03)
(12.80) ;i:i: 'i'':~ ::'; i: :.
(7.99) (6.99)
(5.29) 0.71
(5.48) (5;48)
(37.17) (22.92)
1.31 1,31
(11.23) (10.60)
(47.09) i(32.21)
Filled Permanent Positions Impacted by Reductions:
Permanent Position LaYoffs Proposed for 2004-05:
Position Dept
1.0 Accounting Assistant II
1.0 Assistant Engineer
1.0 IT Manager
Part Time Regular Library Assistant
Part Time Regular Recreation _eader Ill
Finance
Public Works/Engineering
IT
Library
Recreation
Change in Hours/Status of Permanent Positions Proposed for 2004-05:
Convert two part time regular Recreation
positions to hourly status, with reduction
in pay and benefits:
- Recreation Leader III
- Community Services Site Coordinator
Recreation
Reduction in hours for two part time
regular Recreation Leaders
Recreation
Permanent Position Layoffs (in the next round
of Cuts *, Not Recommended at this time)
1.0 Library Progam Manager
4.0 Paramedics
1.0 Financial Analyst
Library
Fire
Finance
* Next round of cuts could be needed if the State takes additional revenues from SSF for 04-05.
-10-
Reductions Recommended for 2004-05 Budget:
Dept: CITY CLERK
Description Impact
Onqoinq
% of
Dept 03-04
BUdqet
Advertising
Unknown - (reduction based on last year's expenditures) depends on number of
public hearings and ordinances that are adopted during FY 04-05
8OO
0.3%
-Il-
3/8/2004
Reductions Recommended for 2004-05 Budget:
Dept: CITY MANAGER
Description
Onqoinq
% of
Dept 03-04
Budqet
Freeze remaining 3/4 time of vacant Director of Community Outreach position (1/4 was reduced in FY 2003-04)
72,000 10.6%
-12-
3/8/2OO4
Reductions Recommended for 2004-05 Budget:
Dept: FINANCE
Description
Freeze Accounting Assistant II position after layoff
(Additional .2 FTE reduction after taking an Oct 2003
.8 FTE reduction in another clerical pos~ion)
Reduce professional studies budget
Impact
Shift clerical support of bids back to Public Works
Engineering--this is a holdover duty from when
Finance had a full time purchasing function.
Pay blanket orders by check requisitions. Will be a
slight increase in work for departments, but will require
less cross-filing and matching in Finance.
Will require work with programmers to allow depts, to
run monthly accounting reports themselves.
Shift accounting entry input to Accountants and
Financial Analysts. Will need computer reprogramming
to make this work efficiently.
At this level of reduction, likely still be able to absorb
new billing function of billing for fire inspections and
permits (2X the current Finance billing volume). New
revenue potential is $300,000, which would otherwise
have to be handled by Fire via contract at about
$20,000 in extra expense.
Little immediate impact, could result in fewer options in
future.
Onqoinq
14,000
40,000
% of
Dept 03-04
Budqet
TOTAL RECOMMENDED FOR 2004-05:
54,000
3.9%
3/8/2OO4
Reductions Recommended for 2004-05 Budget:
Dept: HUMAN RESOURCES
Description Impact
Modify the timing of the Employee
Recognition Luncheon and/or make it a
departmental event.
The Employee Recognition Luncheon would now occur once every two years
with the odd years having departments doing their own scaled down
recognitions. The Employee of the Year program would also occur every two
years. A consequence of this change is that employees may not feel as valued
and costs would be shifted to the departments.
Charge 10 hours a week of I part time
position to WQCP
Reduce the leadership academy training
programs.
None.
Training is essential in keeping knowledge and skills up. The City needs to
develop its staff and do succession training so that when vacancies develop at
the supervisory, management, and lead levels there are staff who can step in.
As more high-level and long-term employees retire, promotions will likely occur,
and training will be necessary to keep skills at an acceptable level that will
minimize the City's risks.
Reduce other City-wide training.
Training is essential in keeping knowledge and skills up. A one-time reduction
in training can occur without a significant impact to the City. However, there are
still some training that is mandated (discrimination, harassment, etc.) Delays
with this type of crucial training will put the City at risk. Employees will not be
aware of their legal obligations and may say or do something that increases the
City's risk. With these cuts, training will be done only thru interactive computers
and the San Mateo County Employee Relations Consortium.
Reduce advertising costs.
Reduce customer service, organizational,
investigation, and employee relations
consultant fees
Fewer recruitments and testing. HR must maintain a general recruitment
budget for overall City-wide items, such as job fairs; however we have found
alternative sites for job fairs that are less expensive to advertise.
Except for investigations, the need for these services has decreased.
Investigation costs could be shifted to the operating departments.
TOTAL RECOMMENDED FOR 2004-05:
Onqoinq
$2,000
$8,750
$25,000
$22,000
$10,000
$12,000
$79,750
% of
Dept 03-04
Budqet
9.0%
- 1_ zJ: - 3/8/2004
Reductions Recommended for 2004-05 Budget:
Dept: INFORMATION TECHNOLOGY
Description Impact
Special Program Expense
Will leave $5,000 for emergency equipment replacement. May impact the ability to
replace equipment which is broken or needs to be upgraded because of use.
Balance of the funds for one PC
Technician contract position (Reduced
by .4 FTE with midyear reductions, this
fully eliminates 1.0 FTE), and
1. Restores of lost or deleted .files will be delayed. 2. Server Security and virus
updates will be delayed and may result in an attack or loss of data. 3. Business
Email messages caught in our Email filter will be delayed in getting processed by
several hours potentially resulting in delays of important City business documents or
information.
Freeze I.T. Manager position after
layoff
4. Server systems will not be updated as often with patches and upgrades. 5.
Network systems will no longer receive dedicated attention. 6. Computers
needing upgrades (patches, security) will be considered a lower priority than broken
or non-working computers. 7. New projects timelines will be much longer due to
unavailability of I.T. staff.
8. It will become more difficult to return a call to a technician because s/he will be
deployed in the field most of their time. 9. End-User computer systems will not be
updated as often as the current practice. 10. Technical Support phone calls will
often go to voicemail rather than a technician, thus resulting in a longer lag time
between making a call and receiving help, which is often done directly while the user
is on the phone with the technician.
11 .Technicians will be delayed in arriving onsite for technical support due to the
increase in personal workload.12. The turnaround for ordering and receiving
Computer systems and upgrades will be extended. 13. User questions or information
gathering will have a delayed rather than immediate response. 14. Potentially, the
time interacting with the user will be decreased.
15. The frequency of training classes for the City will decrease and may not occur at
a11.16. The availability of the Information Technology Director and Manager will
decrease due to deployment in the field. 17. If there is a delay in some of the
applications getting restored quickly, there could be a loss of revenue: Permitting,
Class registration.
TOTAL RECOMMENDED FOR 2004-05:
Onqoinq
15,000
60,000
126,000
$201,000
%of
Dept03-04
Budqet
17.2%
- 1_ 5 - 3112/2004
NON-DEPARTMENTAL
Program
Animal Control
Professional Tech. Services - Gov't
· C/CAG
· C/CAG Con.qestion Relief Plan
Office Supplies
· Newsletter
· Printing
· Business Cards
Postage
Dues, Meetings, Mileage
· Peninsula Conflict
· League of CA Cities
· ABAG
· Airport Community Round Table
· Summer Youth Jobs
· Chamber of Commerce
· SAMCEDA
· Peninsula T.V
· SAMCAT (Cable TV oversight)
· Criminal Justice Council
· Peninsula Policy Partnership
· LAFCO
Maintenance/Operating Equipment
· Phones/Computers for Council Chambers
· Non-Departmental Equipment
Promotional
· Chamber of Commerce
· Plymire-Schwarz Museum and Fire Museum
Phone Service
Housing Authority
Total
Amended
2003-04
354,5OO
50,000
150,000
3,000
30,7O0
12,000
2,000
19,250
13,300
17,800
9,5OO
1,240
7,730
88O
10,300
41,000
2,000
6,700
13,075
7,420
5,000
1,000
60,000
6,000
5,000
4,445
833,840
Recommended
2004-05
354,500
50,000
150,000
3,000
24,430
12,000
2,000
19,250
13,300
17,800
9,500
1,240
88O
10,300
41,000
2,0OO
6,700
13,075
7,420
5,000
1,000
55,000
5,000
5,000
4,445
813,840
(Decrease) /
Increase
Amount
(6,270)
(7,730)
(5,ooo)
(1,000)
(20,000)
-20%
-100%
-8%
-17%
-2%
-16-
3/8/2004
Reductions Recommended for 2004-05 Budget:
Dept: ECONOMIC & COMMUNITY DEVELOPMENT
Description
Impact
On.qoinq
% of
Dept 03-04
Budqet
Further reduce land use studies, eliminate historic
commission grants, eliminate Planning Commission training
conferences, and eliminate ECD printing
24,000
Further reduction in Prof & Special Services in Building
Further reduce capacity to undertake plan check and increase turn
around time for permits/inspections
17,211
Fudher reduction of Prof & Special Services in ECD
Eliminate ability to undertake appraisals and secure consultants
40,000
TOTAL RECOMMENDED FOR 2004-05:
$ 81,211
3.2%
3/8/2004
Reductions Recommended for 2004-05 Budget:
Dept: FIRE
Description
Impact
Onqoinq
% of
Dept 03-04
Budqet
Reduce minimum staffing from 20 to 19
by reorganizing staffing for ambulance
(Average OT Day, $945 X 332 days)
Achieved by staffing Engine 61 with 4 personnel.
Personnel from E61 will cross staff Rescue 61. If
medical call is received, two Paramedic/Firefighters
will respond in ambulance, leaving E61 staffed as a
'squad'. Likely to have no impact on initial medical
calls. Ambulance would shadow the Engine throughout
the day, so that if a call came in, sufficient personnel
could respond to the situation. The major risk would be
if a second medical call came in, not involving Engine
61. This would leave Engine 61 staffed with two
personnel; requiring additional backup if a fire
call is received.
Potential loss of Paramedic transport revenue
There could be an increase in response times if an
engine company is tied up with an ambulance.
$ 313,740
TOTAL RECOMMENDED FOR 2004-05:
$ 313,740
3.1%
- 18 - 3/8/2OO4
1)
2)
Proposed Reductions and Revenue Enhancements for 2004-05 Budget:
Dept: LIBRARY
Description Impact
REDUCTIONS:
Eliminate a p/t regular 20hr/wk Circulation Desk
position (currently open) and replace with 10 hours of
"on-call" hourly Library Assistant time
Further reduce Library Admin. and Technical
Services materials and services budgets
3) Reduce circulation and reference desk coverage
4)
Longer waits for service; Eliminate distribution of
personal income tax forms; Longer wait for new library
materials to be entered into the database and made
available to patrons
5)
6)
Reduce promotional materials; Delay software
upgrades; limit OCLC shared cataloging; Reduce
enhanced labeling and material display, which could
make it more difficult for patrons to locate materials
Many times desks would be covered by one librarian
rather than two, resulting in less access to services
during certain library hours.
Eliminate 15 additional hours per week of Library
Page time
Fewer library materials and magazines on the shelves
for the public. More carts will be full of books, waiting to
be shelved.
Further reduce Community Learning Center and
Project Read materials/services budgets and reduce
Learning Center reception desk staffing by 4
hours/week
Community Learning Center will eliminate four hours of
"walk-in" requests for information and assistance per
week; supplies budget reductions will severely reduce
promotional activities
Eliminate books on tape purchases and reduce
materials budget at Grand Library
Patrons will have to obtain new books on tape from
West Orange or other libraries
Onqoinq
19,000
7,224
11,392
8,151
14,000
5,000
% of
Dept 03-04
Budqet
7) Close History Room
Maintenance of and access to this important collection
would end, with the elimination of all open hours and
class visits, student research and reference requests;
Incumbent will bump another Library staff member.
31,000
TOTAL RECOMMENDED REDUCTIONS FOR 2004-05:
$95,767
2.9%
3/12/2004
Proposed Reductions and Revenue Enhancements for 2004-05 Budget:
Dept: LIBRARY
Description Impact
OnCloinq
% of
Dept 03-04
Budqet
8)
REVENUE ENHANCEMENTS:
Increase Interlibrary Loan fee to $5.00 (from $2.00)
Fee increase would match neighboring libraries. The
Library Board did not want to increase our fee when we
looked at an increase last year
55O
9)
Increase fee for 2-hour Word Processing/Internet
Reserved stations
Increase fee for this enhanced service (reserved
Internet, Word, Excel,Powerpoint) from $2.00 to $5.00
for 2 hours. Library Board requests a "sunset" date on
this increase & perhaps no increase for children
7,000
10)
Charge $1.00 per item to check out DVDs; no DVD
loans to other libraries
This will be the first time that we charge to check out
library materials (other than the reserve fee). Library
Board requests a "sunset" date on this fee
25,000
TOTAL REVENUE ENHANCEMENTS FOR 2004-05:
$32,550
1.0%
-20-
3/12/2OO4
Reductions Recommended for 2004-05 Budget
Dept: RECREATION AND COMMUNITY SERVICES
Description Impact
Onqoinq
% of
Dept 03-04
Budqet
1)
2)
3)
4)
5)
6)
7)
In the sports program, switch the middle school
sports coaches from Rec Instructors to
Recreation Leader III.
Reduce Contractual Account for Special
Classes
Eliminate balance of contractual funds allocated
for computer conversion to Internet and Touch-
Tone Phone Registration system
Eliminate tennis court washing by P/T Hrly
recreation staff
Consolidate Wednesday Senior Nutrition
program at El Camino to Magnolia;
(consolidated Mondays in 2003/04)
No program impact. Reduces budget to actual pay levels.
Budget is underspent; this account is used to pay outside
businesses to provide lessons tike golf; demand is not as
high as anticipated.
Conversion to internet/phone class registration was
essentially completed in 03/04; staff would postpone
conversion of facility bookings via the internet; must rely on
phone support from software vendor instead of on-site
support and trainings.
Duty shifts back to FT Parks crews; less maintenance on
courts could increase wear on surface and decrease life,
potentially less safety for players.
Savings include reduction in salary and wages; would offer
van transportation from EC to Mag during transition; some
participants will not want to go to new location; reduction in
hours for 2 PT/Reg staff.
Keep 2 F/T Pre-School Teacher positons
vacant; must cover mandated ratios of children
to staff, so backfill by filling the vacant Pre-
School Coordinator positon, and assign to sites;
split shift of Martin Coordinator; schedule PT
Hrly staff as needed.**
More difficult to establish continuity of staff, bonding with
children; increases workload of the Pre-School Coordinator
who will have to spend half days at each site, and for
Supervisor, who will have more scheduling to maintain ratios
and cover Coord.**
** Note that the item on preschool teachers is still under review pending information from school district about
the Martin After-School Site and further cost recovery analysis
Increase ratios of staff to kids in Summer
Camp, specialty camps, "play daze", and
licensed childcare sites to extent possible
Fewer staff per group means less supervision and attention
for each child; program will still meet ratios mandated for
safety and Community Care Licensing; program has excellent
safety record, will try to maintain.
$35,000
$10,000
$7,500
$10,000
$99,000
$15,200
~ 2 l - 3/8/2004
Reductions Recommended for 2004-05 Budget
Dept: RECREATION AND COMMUNITY SERVICES
Description Impact Onqoinq
% of
Dept 03-04
Budqet
8)
9)
lO)
Eliminate Summer RAPP Program, traditionally
held at Alta Loma Park, beginning summer of
2004
Further reduction in RAPP school-year staff
budget; programs are sports clinics for
elementary age children
Eliminate P/T Reg Information and Referral
Specialist at Senior Center
Approximately 100 children who attend this free, drop-in
activity during the summer would not have the service; less
staff presence at Alta Loma may result in greater vandalism,
etc.
Program budget will be underspent in 2004-05 due to efforts
to consolidate, staff turn-over, etc. Reduction may not impact
service delivery compared to 2003/04
Less service to public; many inquiries could be handled by
remaining staff, and volunteers with additional training;
residents can also be referred to County referral resources;
would require lay-off of incumbent
$16,000
$23,000
$19,000
11)
Change PT Reg "Instructor in Charge" at
Orange Pool to PT Hrly, and reduce hours from
30 per week to 19
Would require partial backfill of hours by PT Hrly staff;
increase workload for Supervisor to ensure responsible
coverage when he is not on site.
$10,000
12)
Change PT Reg Community Site Coordinator at Less service to public, but would assign a Rec Supervisor to
El Camino Senior Center to PT Hrly, and reduce the office adjacent to El Camino Senior Center for coverage
hours from 30 per week to 19. when PT staff not on duty
$13,000
TOTAL RECOMMENDED FOR 2004-05:
262,700 6.2%
- 2 2 - 3/8/20O4
Reductions Recommended for 2004-05 Budget:
Department: POLICE
Description
Impact
One-Time
% of
Dept 03-04
Budqet
Reduce police officer positions by three (four
currently vacant).
Reassignment of personnel from specialized positions to
parrot to assist with minimum staffing requirements on
the street and to help minimize overtime. This would
mean a reduction in one School Liaison Officer position
(officer in schools), the COPPS position (community
outreach), and one Traffic Officer (routine traffic
enforcement). These three programs would all be
curtailed.
372,000
TOTAL RECOMMENDED FOR 2004-05:
$372,000
3.5%
-23-
3/8/20O4
Maintenance
S ' /E ' ' g/ECD
erv ces ng neenn
2004 / 2005 Two Part Reorganization
Overview
-24-
In 2004-05, a Senior Engineer would be
shifted out of Engineering, and would take
on the role of Superintendent over the
Streets, Traffic, Sewer/Drainage, and
Fleet functions.
-25-
· A net of seven additional crew positions will be
frozen in 2004-05 as part of the budget solution.
· The biggest impact on service levels will be in
sidewalk and street related repairs as fewer
requests can be accomplished. Street work will
be prioritized and concrete work deferred.
Safety will be the major element and any
hazardous conditions will be dealt with.
-26-
Parks crew reorganization: Fulfills our need to
maintain each Park with fewer staff members
and respond to special requests and events.
Street Sweeping under supervision of the Fleet
Supervisor: Spreads the span of control more
evenly among supervisors as this supervisor
has excess capacity. Because it is also a major
equipment user, there is a logic to putting it with
the Fleet.
-27-
MAINTENANCE SERVICES DEPARTMENT
Future consolidation
IMDirector of
aintenance Service~
Asst. II Manager
I
--~ AA I
-{ AA I )
I
Superintendent
Parks/Facilities
[ [ [
Supervisor Supervisor Supervisor
Parks Parks Facilities
I
Traffic Safety I Streets/Drainage I Maint.
-28-
Second Shift Proposed for 2004-05
Engineering is being shifted to Economic and
Community Development, putting all.
development services (public and private
development) under one roof (planning,
building, and engineering).
Engineering is also being scaled back as part of
the budget reduction package to reflect the
reality of a reduced capital improvement budget
in recent years.
-29-
· The current PW Director is planning to
retire, and will return on contract to
oversee the Hookramps/Flyover and Wet
Weather projects.
· After his retirement, the City will consider
when to re-hire the City Engineer position,
which would be under ECD.
-30-
I
Hou~ & Redev.
Division
[
Housintg &
Redevelopment
Manager
Contract
Employee
Contract
Employee
Office
Specialist
Economic and Community Development Department
I L
Planning I I Building
Division Division
Chief I Chief
Planner I Building
Official
Principal
Planner
Planner
Senior
Plan ne r
Associate
Planner --
Assistant II ~ --
............... %%?, ................ ! -
Proposed Organization
Administrative
Assistant II
I
I
I Parking Meter
Services
Building
Inspector
Building
I nspecto r
Building
I nspecto r
I
Engineering
Division
I
City
Engineer
To Be Filled
i
I
Senior Civi~-'--1 Assistant / Inspector
Engineer j-- Engineer
(Traffic) (Gl P)
........ E;'~'i';;'e;';i;;g i .......
Technician } ] Assistant I
Support
~ ~ Undedilled
Building
Building
Inspector
(Contract)
Permit
Technioian
Administrative
Assistant I
(from Planning)
l
PW Special
Projects
Contract
P roi ect
Manage r
Contract
Engineer
Contract
Engineer
Office
Specialist
(from
i Contract
---~ Administrative
~ Support
-31-
suMMARY OF BUDGETED POSITIONS
Administrative Departments
City Attorney ( Contract Attorney Services
2003.2004 .~:~ii.liiiii:::iiiiill :i 04;05 ; ~Change
Net Change
+ :from :2001~02
City Clerk
El00 City Clerk
0315 Administrative Assistant I
0310 Administrative Assistant 11
A295 Office Specialist
Part-Time Hourly Position
X415 P/T Office Specialist
Department Total
(Elected official)
1.00 1.00 1.00
1.00 1.00 1.00
1.00 1.00 1.00
3.00 3.00 3.00
3.00 3.00 3.00
(0.5o)
(o.5o)
City Manager
Nl15 City Manager
NIO0 Assistant City Manager
M130 Director of Community Outreach
Mss0 Executive Assistant to City Manager
0340 Administrative Assistant II
Department Total
1.00
1.00
: o~8o
1.oo
1 .oo
4.80
1.00
1.00
1.00
1.00
4.00
1.00
1.00
1.00
1.00
4.00
(0.80) (1.00)
(0.80) (1.00)
Human Resources
N130 Director of Human Resources
M270 Personnel Analyst
0265 Personnel Technician
Part-Time Hourly Position
x440 PerSonnel Clerk
Department Total
1.00 1.00
3.00 3.00
4.00 4.00
1 ~50 1.50
5.50 5.50
1.00
3.00
4.00
i.5o
5.50
(~ .oo)
(~ .oo)
0,80
(0.20)
-32-
City Treasurer
(Elected official)
1.00
1.00
1.00
Net:Change
from 2001,02
Vacancies in o1~o2.
Finance
N~4S Director of Finance
M~05 Assistant Director of Finance
M100 Accountant I
M620 Accountant II
M540 Payroll Coordinator
M540 Financial Services Supervisor
A225 Accounting Assistant ~
M600 Financial Analyst I
M610 Financial Analyst II
03m Administrative Assistant II
A455 Courier
Department Total
1.00
1.00
1.00
1.00
1.00
5:00
1.00
1.00
1.00
1.00
14.00
1.00
1.00
1.00
1.00
1.00
5.00
1.00
1.00
0.20
1.00
13.20
1.00
1.00
1.00
1.00
1.00
4.00
1.00
1.00
1.00
1.00
13.00
(1 .oo)
(1 .oo)
(~ .oo)
(1.co)
Information Technology
N165 Director of Information Technology
M480 Information Technology Manager
0310 Administrative Assistant II
M650 System Administrators
A520 Information Systems Support Coordinator
A525 Information Systems Technician
Department Total
1.00
1.00
1.00
2.00
3,00
8.00
1.00
1.00
1.00
2.00
2.6:0
7.60
1.00
1.00
2.00
2.00
6.00
(1.00)
(1.0o)
(2.oo)
(~ .oo)
(1.00)
-33-
suMMARY OF
Operatinq Departments
Economic and Community Development
Nt40 Director of Economic & Community Development
moo Assistant City Manager
M155 City Planner
M590 Principal Planner
M125 Associate Planner
u335 Senior Planner
M~45 Manager of Housing and Redevelopment
A470 Rehabilitation Specialist
A245 Parking Meter CollectodRepairer
03~0 Administrative Assistant II
03~5 Administrative Assistant I
A295 Office Specialist
A295 Office Specialist (Under Fire Department through 20021
M210 City Building Official (Under Fire Department through 20021
A460 Permit Technician (Under Fire Department through 2002',
A400 Senior Building Inspector (Under Fire Department through 20021
A135 Building Inspector (Under Fire Department through 2002j
M410 Assistant Building Official (Under Fire Depadment through 20021
Part-Time Hourly Positions
R415 O[fice Specialist
Department Total
1.00
1.00
1.00
1.00
2.00
1.00
1.00
1.00
2.00
1.00
1.75
1.00
1.00
1.00
1.00
5.00
22.75
22.75
1.00
1.00
1.00
1.00
2.00
1.00
1.00
1.00
2.00
1.00
1.75
1.00
1.00
1.00
1.00
5.00
22.75
22.75
03-04
Adopted
1.00
1.00
1.00
1.00
2.00
1.00
1.00
1.00
2.00
1.00
1,75
1.00
1.00
1.00
1.00
5.00
22.75
22.75
va~aricies lin ,0~ ~o2
(1.00)
1.00
(1.00)
(1.00)
(0.80)
(1.80)
-34-
Fire
Nt50 Fire Chief
M~lO Deputy Fire Chief
M205 Battalion Chief (40 Hours)
M390 Battalion Chief (shift)
B100 Fire Captain
B~20 Fire Apparatus Engineer
B125 Firefighter
5130 Paramedic / Fireflghter (a)
Bras EMS Coordinator
A490 Senior Cede Enforcement Officer
A145 Code Enforcement Officer - (Safety Inspector)
n/a Safety Inspector
B~9O Fire Inspector I1
M560 Management Analyst II
o3io Administrative ASSistant II
o315 Administrative Assistant I
M410 Fire Marshal
M410 Assistant Fire Marshal/Assistant Building Official
1.00 1.00 1.00
1.00 1.00 1.00
2:00 1.00 1,00
3.00 3.00 3.00
15.00 15.00 15.00
15.00 15.00 15.00
6.00 6.00 6.00
30.00 30.00 30.00
1.00 1.00 1.00
2.00 2.00 2.00
1.00 1,00 1.00
2.00 2.00 2.00
1.00 1.00 1.00
Part-Time Hourly Position
x54o Courier
Department Total
81.00 79.00 79.00
0.48 0.48 0.48
81.48 79.48 79,48
(a) In addition to the total count shown, authority to overhire by three in this position has been granted by the city manager.
No additional dollars have been added for these potential overhires.
Net change
frOm 2001~02
Adj: For
Va~ahcie~ :in 61 ~o2
(1.oo) (1.00)
(1.00) i (1.00)
(2.00) (2.00)
(2.00) (2.00)
-35-
SUMMARY OF BUDGETED POSITIONS
:2003~2004~ : 04~05 Change
~; Pr°poS---"--edl : from
03-04
· : : Adopted
Library
Nl10 Library Director 1.00
M640 Assistant Library Director 1.00
M680 Supervising Librarian
A210 Librarian I
A240 Librarian II 4.00
M235 Library Program Manager 4.00
A220 Library Assistant I
A215 Library Assistant II 3.00
M385 Literacy Program Manager / Project Read Director
M500 Literacy Program Manager 2.00
M580 Circulation Supervisor 1,00
A440 Office Manager- Literacy Programs
A445 Literacy Services Coordinator 1.00
A130 Tutor-Student Coordinator
A295 Office Specialist 1.00
0315 Administrative Assistant I 2.00
O310 Administrative Assistant Ii 1.00
21.00
1.00 1.00
1.00 1.00
4.00 4.00
4.00 4.00
3.00 3.00
2.00 2,00
1.00 1.00
1.00 1.00
1.00 1.00
2.00 2.00
1.00 1.00
21.00 21.00
Grant-Funded and New Revenue Positions
A445 Literacy Services Coordinator 2.00 2.00 2.00
x655 Literacy Services Coordinator 0.40 0.40 0.40
x635 Children's Services Specialist
x665 Literacy Services Assistant I 1.73 ,1.73 1.73
x25o Library Pages 1.63 1.63 1.63
x32o Computer Assistant Coordinator 0.06 0.06 0.06
x44o Office Assistant 0,38 0.38 0.38
Subtotal for Grant-Funded Positions 6.20 6.20 6.20
Part-Time Hourly Positions
R210 Librarian I 0.50 0.50 0:50
x21o Librarian I 0.18 0.18 0.18
R24o Librarian II 1.25 1.25 1.25
R220 Library Assistant I 3.25 3.25 3.15
x22o Library Assistant I 1.01 1.01 1.26
R630 Local History Specialist 0,50 0.50
x235 Library Clerk 0.19 0.19 0.19
x245 Web Services Specialist
x25o Library Pages 6.94 6.94 6.62
x635 Children's Services Specialist
x685 Literacy Services Assistant I 0.37 0.37 0.37
x44o Office Assistant 0.30 0.30 0.30
Subtotal for Part-Time Positions 14.49 14.49 13.82
Department Total 41.69 41.69 41.02
-36-
: Net Change
frOm 2001 '02
vacancies n 0i:02
(4.00)
4.00
(1.00)
1.00
(1.00)
1.00
(2.00)
1.00
(1.00)
2.00
(0,10)
0,25
(o.5o)
(o.os)
(1.58)
1.73
0.80
0.06
0.38
1.31
(1.38)
(0.25)
1.25
(0.16)
(0.67)
(o.68)
(0.32)
(0.67)
(0.67)
(i .45)
(0.37)
0.37
(3.34)
(2.03)
Net:Change::
:frOm 2001~02
Maintenance Services (Cuts for 04-05 not included -- in process)
N170 Director of Maintenance Services 1.00 1.00 1.00
Ms3o DepUty Director of Maintenance services 11,00 : 1.00
u365 Superintendent of Public Works
superintendent/senior Civil Engineer. : . :1:00
SUPerintendent/parks, Reorg : : i100
M345 Public Works Supervisor 2.00 2.00 2.00
A200 Lead Public WOrks Maint: Worker 4.00 4.00 :' 3:00
A3s0 :Seni°rpublic Works Maint, Woiker : : : ' : 5.bb:: ::: 5.00:4:00
A275.: Public WOrks Maintenance Worker, ~ ::. : 7.O0
A335 Lead Electrical Technician 1.00 1.00 1.00
AS00 Senior E eCtriCal Technician ~
A160 Electrical Technician 2.00 2.00 2.00
A370 Sweeper Operator 2.00 2.00 2.00
M350 Garage Supervisor 1.00 1.00 1.00
A345 Lead Equipment Mechanic 1.00 1.00 1.00
A170 Equipmen[ Mechanic · : 4~00 3:00 3:00
M360 Superintendent of Parks & Facilities -
M255 Maintenance Services Supervisor 2.00 2.00 2.00
A195: Lead park Mainfenance Worker
A350 seni~; 'par~ Maintenance worset . : 3:00 3:00 2,00
A25o Park MaintenandeW°rker :: 14:00 . 14i00
A375 Tree Trimmer
A505 Gr°uhdsPe~Sofi
A175 Equipment Operator
A280 Maintenance Craftsworker
M140 Building Maintenance Supervisor
A190 Lead Building Maintenance Custodian
A320 Senior Building MaintenanceCuStodian'
A140 Building MaintenanceCustodian
A465 Building Maintenance Craftsworker
M100 Accountant I
03m Administrative Assistant II
0315 Administrative Assistant I
A295 Office SpecialiSt
Part-Time Hourly Positions
X570 Greenhouse Manager
Subtotal for Part- Time Positions
Department Total
3.00 3.00 3.00
1.00 1.00 1.00
1.00 1.00 1.00
2.00 2.00 2.00
200:, 2~00 3.00
8.00 = 7.00 6:00
2.00 2.00 2.00
0.08 0.08 0.08
: ' : li00
2.00 2,00 2.00
1.00 : 1.00
85.08 81.08 74.08
0.37 0.37 0.37
0.37 0.37 0.37
85.45 81.45 74.45
1.00
(1.00) -
1.00 : -
1.00
(1.00) (1 ;00)
(1.00) (1.00)
(4.00): 'i:; (4.00)
(1.00) : (i ,00)
(1.00) (1,00)
(1.00): : (1!00)
(1.00).
(1.00) :: (!:00)
1.00 1:0o
(2.00) (3;00)
0.08
1.00 1:00
(1.00) (1.00)
(11.00) (10.92)
(11.00) (10.92)
-37-
N125
N175
M375
n/a
M295
M530
M530
A425
A495
M520
M510
O315
O310
A295
A510
A515
X650
R660
X660
X350
X370
X360
R365
X365
R370
X370
R375
X375
Recreation and Community Services
Director of Parks, Recreation & Maintenance Services
Director of Recreation and Community Services 1.00 1.00
Superintendent of Recreation & Community Services
Recreation & Community Services Manager 1.00 1.00
Recreation & Community Services Supervisor 6.00 6.00
Services Coordinator 2.00 2.00
School
Community Services Site Coordinator 4.00 4.00
Preschool Teacher i '7 7i00~ 7.00
Day_Care
Terrabay Gymnasium
Administrative Assistant [
Administrative Assistant II 1.00 1.00
Office Specialist 2.00 2.00
Van Driver 1.00 1.00
Recreation Leader IV 1.00 1.00
26.00 26.00
Part-Time Hourly Positions
Cultural Arts Specialist
Community Services Site Coordinator
Community Services Site Coordinator
Recreation Instructor
Sports Coach
Recreation Leader I
Recreation Leader II
Recreation Leader I1
Recreation Leader III
Recreation Leader III
Recreation Leader IV
Recreation Leader IV
Subtotal for Part-Time Positions
Department Total
0.48 0.48
0.75 0.75
8.17 7.53
1.10 1.10
1.54 1.22
13.55 13.41
5.20 5.20
16.66 16.22
2.92 2;92
1.10 1.02
51.48 49.85
77.48 75.85
03-04
1.00
1.00
6.00
2.00
4.00
5.00
1.00
2.00
1.00
1.00
24.00
0.48
0.48
5.42
1.92
1.09
1.22
12.00
4.56
15.75
1.42
2.07
46.41
70.41
Net Change
from 2001~02.
VacAhci~S in 0 t ;02
(2.00)
1.00
2.00
(1.00)
(1.00)
(1.00)
(1.00)
(2.00)
(1.00)
(0.75)
0.48
(2.75)
1.92
(0.01) ·
(0.32)
(1.55);
(0.65)
(0.91)
(1.5o)
0.97
(5.07)
(7.07)
(0.75)
0,48
(6.23)
1.92
(0.01)
(0.70)
(o,86)
(0.64)
0.33
(1.50)
0.97
(5.99)
(6.99)
-38-
SUMM
N155
M280
M275
C165
C100
Cl15
C175
C125
C180
C105
Cl10
M290
M480
M165
A365
A150
0340
O315
Police
Chief of Police
Police Captain
Police Lieutenant
Police Sergeant
Police Corporal
Police Officer (b)
Parking Enforcement Officer
Police Service Technician
Senior Police Records Specialist
Police Records Specialist
Police Property & Evidence Specialist
Police Records Manager
Information Technology Manager
Communications Manager
Supervising Communications Dispatcher
Communications Dispatcher
Senior Administrative Assistant
Administrative Assistant I
Part-Time Hourly Positions
X193 Court Liason
x~90 Police Evidence Clerk
x~80 Parking Enforcement Officer
x325 Police Reserve Officer
x405 School Crossing Guard
Subtotal for Part-Time Positions
Department Total
:: 04;05~ Change
Wended, ~ proposed from
03-04
Adopted
1.00 1.00 1.00
2.00 2.00 2.00
5.00 5.00 5.00
10.00 10.00 10.00
15.00 15.00 15.00
46i00 46.00 43;00
3.00 3.00 3.00
4.00 4.00 4.00
4.00 4.00 4.00
4.00 4.00 4.00
1.00 1.00 1.00
1.00 1.00 1.00
1.00 1.00 1.00
2.00 2.00 2.00
9.80 9.80 9.80
1.00 1.00 1.00
1.00 1.00 1.00
110.80 110.80 107.80
0.48 0.48 0.48
0.48 0.48 0.48
1.31 1.31 1.31
1.38 1.38 1.38
3.65 3.65 3.65
114.45 114.45 111,45
(b) In addition to the total count shown, authority to overhire by three in this position has been granted by the city manager.
No additional dollars have been added for these potential overhires.
* Added 4 positions on paper in 01-02 to correct for an "error" in prior budgets, positions had not been filled
:from 2001
va~a~i~ i~:
(3.00) 1,00
1.00
(1.00)
(3.00) 1.00
(0.29)
(0.29)
(3.00) 0.71
-39-
Public Works
N160 Director of Public Works
M430 City Engineer
M340 Senior Engineer
M120 Assistant Engineer
Ml15 Associate Engineer
A167 Engineering Technician
M470
Construction Project Coordinator
, = 1 ~00 ;00 -
1.00 1.00 1.00
1.00 1.00 1.00
A330 Engineering Project coordinator - : , : !;00
n/a ConStrUction Manager 1:00 :~100
A4io De,~OPment ReviewOoordlnato( :": :' : 1:00.:;; :' i ;:;!: i''
o3~5 Administrative Assistant [ %00 1.00 1.00
o31o Administrative Assistant II 1.00 1.00 1.00
A295 Office Specialist t: : t=00:1.00: :t: ~00
D155 Environmental Compliance inspector 0.50 0.50 0.50
M45o Environmental Compliance Coordinator 0.50 0.50 0.50
Sub Total (Public Works excluding WQCP) 12.00 12.00 9.00
WQCP
M355 Superintendent of Water Quality 1.00 1.00 1.00
M465 Assistant WQCP Superintendent 1.00 1.00 1.00
M22o Laboratory Supervisor 1.00 1.00 1.00
D120 Chemist 2.00 2.00 2.00
D190 Instrument Technician
M450 Environmental Compliance Coordinator 0.50 0.50 0.50
D160 Senior Environmental Compliance Inspector 1.00 1.00 1.00
D155 Environmental Compliance Inspector 1.50 1.50 1.50
D135 Plant Mechanic II (Plant Mechanic) 4.00 4.00 4.00
0~3o Plant Mechanic 1 (Assistant Plant Mechanic) 2.00 2.00 2.00
Dl15 Machinist / Mechanic
o~4o Plant Electrician II (Plant Electrician) 2.00 2.00 2.00
D105 Plant Electrician I (Assistant Plant Electrician) 1.00 1.00 1.00
D~oo Apprentice Operator I 1.00 1.00 1.00
DlSO Operator II 13.00 13.00 13.00
D180 Lead WQCP Mechanic 2.00 2.00 2.00
D125 Utility Worker 2.00 2.00 2.00
o315 Administrative Assistant I 1.00 1.00 1.00
36.00 36.00 36.00
Net Change
r
fr0~:i200i~02
(1.00) .(1;00)
1.00
(1.00) (1:00)
(1.00) : (1:00)
(1.oo)
1.00 · -
(1.00) :] -
¢.00) ¢.o0)
(3.00) (5.o0)
-40 -
03-04
X545
X110
X440
X342
Part Time Hourly Positions
Laboratory Chemist (WQCP)
Administrative Assistant I (WQCP)
Office Assistant (WQCP)
CIP Project Engineer (not WQcP)
Subtotal for Part-Time Positions
WQCP Subtotal
Department Total (Public Works including WQCP)
Department Total (Public Works excluding WQCP)
(0.48)
0.19 0.19 0.19
1.00 1.00 1.00
0.48 0,48: ;;: :. (0.48); (0~48)
1.67 1.67 1.19 (0.48) (0.96)
37.19 37.19 37.19 (0.48) (0.96)
49.19 49.19 46.19 (3.48) (5.96)
12.48 12.48 9.00 (3.48) (5.48)
-41 -
Net Change
fr°m i: 200i ,02
Adj: %r:
Total City:
Total Full Time
Total Contract & Grant Funded
Total Part Time Hourly
GRAND TOTAL
429.43 421.43 404.63
6.20 6.20 6.20
73.64 72.01 67.42
509.27 499.64 478.25
(24.80)
(6.22)
(31.02)
(22.92)
1.31
(11.08)
(32.69)
Total City except WQCP
Total Full Time
Total Contract & Grant Funded
Total Part Time Hourly
GRAND TOTAL
393.43 385.43 368.63
6.20 6.20 6.20
72.45 70.82 66.23
472.08 462.45 441.06
(24.80)
(6.22)
(31.02)
(22.92)
1.31
(10.60)
(32.21)
-42-
Potential Reductions to Consider for Next Round:
Department Reduction
Impact
Savings
per Item
Dept
Total
Police
One additional vacant Police Officer position
Reduce or eliminate certain community
services provided: DARE, accident reports,
and school liaison work.
126,000
City Clerk
Freeze full-time office specialist position after
retirement in September or shortly thereafter
Office coverage will be affected; leaves 2
people to run office. Office wilt need to close
down at times due to vacations, illness,
meetings, etc.; passport hours will be
reduced; LaserFiche project will probably
come to a standstill.
56,000
Maintenance
Services
Reduce Valley Crest and White Pines contracts
130,000
-43-
3/12/2O04
Potential Reductions to Consider for Next Round:
Department Reduction
Impact
Savings
per Item
Dept
Total
Recreation and
Community
Services'
Restructure Cheerleading Program
Scale back program to site-based,
eliminating outside competitions; create a co-
sponsored cheer squad similar to Aquatics
Club to accommodate participants looking
for competitive opportunites; would reduce
Cheer Coordinator by 200 hrs
4,000
Close the Martin Before and After School
Program in June, 2004
8 kids enrolled in program to find another
childcare provider for 2004-05; lay off
incumbent, who is serving in an acting
capacity at Spruce, and rotate staff; savings
include deduction of revenue of $16,500 and
deduction of $2K for snacks and supplies
24,500
Extend pool closure for 2 additional weeks during Public has reduced access to swim facility;
winter maintenance period savings includes PG&E costs, staff reduction
5,000
Reduce supply funds for aquatics
Limit equipment purchased for programs,
and limit funds available for equipment repair
and maintenance
4,500
Discontinue operation of outdoor high school
swimming pool beginning with the summer of
2004; savings shown includes reduction of
revenue and savings of fees to SSFUSD
During the summer open swim time at OMP
is replaced with children's lessons; rec swim
time has been offered at one of the high
school outdoor pools as an alternative;
outdoor pool is heavily used by the Rec Dept
and Boys and Girl's Club summer camps.
20,000
Continued ->
-4-4-
3/12/2OO4
Potential Reductions to Consider for Next Round:
Department Reduction
Impact
Savings
per Item
Dept
Total
Recreation and
Community
Services
(continued)
Find sponsors for selected city-wide events such
as Easter Egg Hunt, Fun Run, Halloween
Extravaganza, and Pee Wee Opening Day
Would require supervisor time and effort to
secure sponsors for these events; could
generate some controversy around
sponsorship issues; would make advance
planning of events very difficult if funding
uncertain; uncertain that sponsors could be
found
Eliminate field preparations for youth sports
leagues; 2nd option would be to charge a league
fee for service
League volunteers would need to perform
their own preps; could consider maintaning
service and charging a fee, which is done in
some other cities; would require an
additional fee of $20 per participant to make
service cost covering
Reduce four pad-time regular positions in
benefits and/or hours in the Senior program:
Adult Day Care (Leonor Mendoza and Sol Palas);
Senior Nutrition (Beverly Turos and Basilisa
Maldanado)
All 4 employees reduced to hourly 999 hrs
per yr; less coverage at ADC, however
enrollment has declined; previously
implemented cuts in nutrition services
require less staff coverage; staff could leave,
resulting in higher turnover and difficulty
filling
Change PT Site Coordinator at Terrabay
Gymnasium to PT Hdy, and reduce hours from
30 per week to 19.
Less service to public, but would assign
Recreation Supervisor and Program
Coordinator to cover the duties
Subtotal, Recreation and Community Services
10,000
20,000
26,000
15,000
129,000
-45-
3/12/2OO4
Potential Reductions to Consider for Next Round:
Department Reduction
Savings
Impact per Item
Dept
Total
Fire
Reduce Suppression minimum staffing from 19
to 18
Place one ambulance out of service and
eliminate four Paramedic/Firefighter positions
(Average OT Day, $945 X 365 days X 2)
(Minus $267,200 in Paramedic revenue loss);
("B" step Paramedic/fii-efighter + 38%)
($95,717 each)
(Net savings, after revenue loss)
* Eliminates one ambulance
* Occasional delay in attacking fires as a result of
having only one ambulance acting as 2 in', 2 out team.
* Loss of approximately $267,200 in Paramedic
transport fees (320 calls x ALS Base rate of $835)
* Lay off of four Paramedic/Firefighters
* At times, no transportation resource available to
handle simultaneous medical incidents.
* Will take longer to assemble required firefighting
resources at the scene of a fire. Possibly resulting
in an increase of property loss.
* Delays in starting rescue operations.
300,000
HR
Further reduce hourly hours
Additional training and office supplies
If the department's FTE's are reduced, the
department will no longer have staffing
flexibility to deal with peak work periods,
unexpected events, or those critical issues
that develop. There will be a slower
turnaround in processing a variety of benefit-
related items. Reponses for legal, employee-
related issues may take longer. Another
impact is that the part-time regular HR
analyst who was due to return to fulltime
work this year (after a maternity leave), must
remain at part-time status.
25,574
Varies
-46-
3/12/2004
Potential Reductions to Consider for Next Round:
Department Reduction
Impact
Savings'
per Item
Dept
Total
Library
Further reduce budget for magazines and
reference materials
The library's ability to meet the needs of
students and consumers doing research will
be severely limited, leading to patron
dissatisfaction and loss of patrons to other
libraries.
18,000
Reduce Project Read Admin. Assistant I hours by
by 50% and share this position with Fire
Department
"Walk-in" hours will be reduced; learner
support will be reduced; foilowup phone
calls to program participants will be limited
42,OO0
Close West Orange Library on Sundays
Close West Orange Library on a second evening
Eliminates popular and busy day for families
and children. Reduces the hours of our p/t
Teen Librarian and lays off our remaining p/t
hourly Librarians
Loss of access for students, families, and
local workers who prefer evenings; reduce
weekly children's story times, class visits,
reference services; layoff of p/t Teen and
Reference Librarians
30,622
11,392
Close Grand Avenue on Fridays; Branch
Manager will be laid off.
Savings primarily due to layoff of a
permanent management position.
Secondary savings by reducing to a 4-day
week; loss of access for students, families
and weekday workers; reduction in children's
outreach and programming; longer wait for
reference services. Would require sharing
supervisory staff w/West Orange.
107,175
Subtotal, Library
209,189
-47-
3/12/2OO4
Potential Reductions to Consider for Next Round:
Department Reduction
Impact
Savings
per Item
Dept
Total
Finance
Reduce by one Financial Analyst
City Treasurer would have to take on cash
flow and investment tracking and reporting
functions.
Do not take on new function of reviewing
liability claims processed by ABAG and
therefore continue current city practice of not
closing the loop with departments
(recommended by outside risk management
consultant to lower potential liability claims).
RDA would have to contract directly for or
prepare pass through payments in house.
Only provide tax increment updates once a
year at budget time.
Only do grant accounting at year end, putting
more monitoring responsibilities on
departments (impact would mostly be on
Police), increasing risk from errors not being
caught until year end. Could have General
Fund impact if grant was erroneously
booked.
53,137
Total Potential Cuts:
$ 1,028,900
-48-
3/12/2004