HomeMy WebLinkAboutItem 2a: Direction Regarding 2009-2010 Fiscal Year BudgetDATE:
TO:
FROM:
SUBJECT:
SUMMARY
DISCUSSION
November 3, 2009
Mayor and City Council
Donald Penman, City Manager
Hue C. Quach, Administrative Services Director
Fiscal Year 2009 -10 Budget Review
Recommendation: Provide direction
STAFF REPORT
Administrative Services Department
Enclosed are most recent General Fund revenue budget projections and an estimated
ending fund balance for the fiscal year 2009 -10. The projections are based on the results of
the year end closing financial statements for the fiscal year ending June 30, 2009 and only
a couple of months of revenues received in the current fiscal year. These projections
assume a very conservative approach of fully expending budgeted amounts for the fiscal
year, which historically has not been the case. Further recommendations for Fiscal Year
2009 -10 budget adjustments can be brought back before Council as additional directions
may develop from tonight's meeting.
Expenditures for Special Revenue and Enterprise Funds are offset by grant revenues or
fees from that specific service and are self sustained. Expenditures from these funds do
not affect or burden the City's General Fund. For that reason, this mid -year review will
primarily focus on the General Fund.
The City Council adopted a FY 2009 -10 General Fund budget projecting the need to use
approximately $300,000 in reserves and a projected ending fund balance of $4,105,000.
Subsequent to budget adoption, as we close the Fiscal Year 2008 -09 financials, the
General Fund substantially improved its fund balance as the fiscal year ended with the use
of $54,891 in Reserve Funds as opposed to the initial projected need of $500,000 which
was previously authorized by Council. The healthier fund balance was primarily attributed
to achieving the mid -year proposed expenditures cuts and better results in overall revenues
in FY 2008 -09 including a one time "discount" /savings of $251,404 from prepayment of the
City's annual CaIPERS retirement obligation early in the fiscal year.
Based upon the recently completed year end closing of FY 2008 -09 and revenue data
Mayor and City Council
November 3, 2009
Page 2
received year to date, the estimate of the FY 2009 -10 year -end balance has been revised
from $4,105,000 to $3,647,774. The change in fund balance is primarily attributed to the
projected sales tax data staff has received from the State since the adoption of the budget.
Details relating to sales tax reduction will be discussed under the "Sale Tax" section below.
The table below shows the changes of the FY 2009 -10 Adopted Budget numbers and
Staffs current revised projection. Changes are in the beginning Fund Balance and
Revenue figures which affected the overall ending fund balance since budget adoption.
Beginning Fund Balance
Revenues:
Revenues
Transfers in from
other funds
Total revenues
Expenditures:
Expenditures
Transfers out to
other funds
CITY OF ARCADIA
GENERAL FUND FISCAL YEAR 2008 -09 YEAR END
Actual
Total expenditures 44,895,338
Revenues over (under)
expenditures (54,891)
Ending Fund Balance
FY 2008 -09 FY 2009 -10
Adopted
Budget
$4,955,503 $4,391,900
40,673,595 40,725,840
4,166,852 4,380,610
44,840,447 45,106,450
44,373,530
521,808
44,736,680
655,770
45,392,450
FY 2009 -10
Current
Review
Projection
$4,900,612
39,759,902
4,380,610
44,139,612
44,736,680
655,770
45,392,450
(286,000) (1,252,838)
$4,900,012 $4,105.,000 $3,647,774
Fiscal Year 2009 -10 Revenue Projections:
The preparation of the FY 2009 -10 Budget has been a challenge given the recession and
overall poor economic conditions. This creates an even greater challenge to make
estimates that are economy driven. Although the adopted budget was based on
conservative revenue projections, the state of the economy, in particular California appears
Mayor and City Council
November 3, 2009
Page 3
to be lagging from the current recovery effort. Many experts have suggested that there are
signs of a recovery taking place since March 2009; however, there are just as many
experts who would disagree as they point to the continuing upward movement of the
unemployment rate. Additionally, the State's ongoing budget deficit problem compounds
the issue and further cause uncertainty of the state's recovering development.
For Arcadia, these factors have affected our overall revenue base with the one most
affected and sensitive to unemployment and consumer confidence being the sales tax.
Staff has reviewed all of the major revenue categories and with exception to Sales Tax, has
determined that they are within the projected forecast given at the beginning of the budget
adoption period. The following table provides the result of staffs analysis:
Revenues:
Property tax
Public Safety Augmentation
Franchise fee
Sales tax
Transient occupancy tax
Utility users tax
Business license tax
Building permits
Plan check fee
Motor vehicle license fee
Ambulance charge
All other
FY 2009 -10
Adopted
Budget
9,102,000
390,000
1,100,000
9,189,000
2,495,000
5,300,000
961,580
680,000
535,000
4,526,000
900,000
5,547,260
FY 2009 -10
Estimated
Actual
9,218,268
342,903
1,100,000
8,122,350
2,495,000
5,300,000
961,580
680,000
535,000
4,556,641
900,000
5,547,260
Change
Budget vs.
Estimate
116,268
(47,097)
(1,066,650)
30,641
Total Revenue: $40,725,840 $39,759,902 ($966,838)
Change
Budget
vs.
Estimate
1.3%
12.1%
0.0%
11.6%
0.0%
0.0%
0.0%
0.0%
0.0%
0.7%
0.0%
0.0%
2.37%
Sales Tax:
As Council may recall, at the September 15 City Council meeting, staff presented
information regarding the sales tax decline that was due to the State's overall projection in
calculating Arcadia's share of the "in- lieu" sales tax payment as part of the "Triple Flip"
arrangement that was agreed to when Proposition 1A was passed in 2004. In summary,
the State used a reduction rate of 20% in their calculation (2008 vs 2009) where as the
overall rate of decrease for Arcadia was less than 10% in our analysis. For example the
generalized State calculation would not account for any increase from the recent mall
Mayor and City Council
November 3, 2009
Page 4
expansion. Additionally, there were "overpayments" to almost every city that occurred in
fiscal year 2008 -09 that will adjust our 2009 -10 sales tax receipts downward. As a result,
the "in -lieu" payment portion (25% of total sales tax) from the State will be reduced by
$696,000.
Additionally, due to further drop in sales tax receipt seen in the 1 and 2 quarter of
calendar year 2009, staff has recalculated the sales tax estimate for the end of the FY
2009 -10 and determined that we could see total projected decrease of $1,066,650 from the
budgeted Sales Tax figure.
Please note however, that this projection is a very rough estimate as the projection was
based on only a couple of months of sales tax received for the Fiscal Year 2009 -10.
Although California's recovery will be slower than other states, there are signs of
improvement and also the opinion that the economy has seen its worst period.
Other Revenue Variance:
Based on staffs analysis, other major revenue projections are within their adopted figure.
Those with variances are: Property Tax, Public Safety Augmentation Fund, and Motor
Vehicle License Fee. However, due to the immateriality of each number, staff does not
propose a revision to their current budgeted amount.
Budget Balancing Options
During the current year's budget preparation process a significant amount of operational
cuts were implemented without affecting critical services to the community. As Council may
recall, the budget had an initial budget deficit of $2.6 million that was further reduced during
the process to $300,000 and with Council's approval to use Reserve Funds, allowed for a
balanced budget. Most of those cuts were from operational budgets without essential cuts
to services though eight (8) Police Officer positions were frozen. Additionally, to their
credit, all employee bargaining groups made concessions by postponement of salary
and /or benefit increases that saved the General Fund $270,000.
Due to the possible increase in use of reserve, each department was asked to analyze the
expenditures incurred to date including any personnel savings as a result of vacancies.
Additionally, each department was asked to review the remaining items from their 5%
Reverse Priority List that was instituted during the budget preparation process. From the
remaining list plus additional cuts to be offered, a total of $1,163,791 can be generated.
However, these cuts would seriously affect services to the community.
Mayor and City Council
November 3, 2009
Page 5
Added with Council direction and for information purposes, staff looked into the cost
savings of implementing a furlough. Based on current information from our payroll system,
one day of furlough inclusive of Public Safety employees equates to $127,747; furloughing
and excluding Public Safety employees net $44,177 of savings per day.
There are several options the Council can consider to address the projected shortfall in the
General Fund. Option 1 would have the least impact on services. It would involve: Use of
remaining Reserve balance from the Fiscal Year 2008 -09, $450,000; Council approved FY
2009 -10 Reserve Fund of $300,000; projected new revenues from already approved User
Fee increase in FY 2009 -10; savings from the General Plan Update; and savings generated
as of to date from unfilled vacancies.
This option is least likely to affect existing service level. Additionally, for budget purposes
staff estimated that 100% of all General Fund appropriations would be expended.
Historically, this has not been the case and further savings are projected which would
further add to the fund balance at year end. This option provides an estimated surplus
balance of $103,560 for the end for Fiscal Year 2009 -10.
Option 1:
FY 09 -10 Projected Deficit Balance: (1,252,838)
Reserves /Revenue /Contract Savings:
FY 08 -09 Remaining Reserve 450,000
FY 09 -10 Reserve (Council approved) 300,000
FY 09 -10 User Fee Increase (already approved) 270,000
General Plan Update Savings 86,529
Savings Janitorial Porter Contract 43,751
1,150,280
Unfilled Vacancies Savings:
DSD Assistant Planner vacant 6 mths 37,325
Library Librarian II vacant 3 mths 19,606
PD Two (2) vacant for several mths 64,840
PW Maint Worker vacant 2 mths 9,374
PW Maint Worker (2) vacant 6 mths 56,244
PW Fleet Technician I vacant 2 mths 11,419
PW Storekeeper /Buyer vacant 5 mths 7,310 206,118
Net Surplus /(Deficit) Balance: 103,560
Mayor and City Council
November 3, 2009
Page 6
Option 2:
FY 09-10 Projected Deficit Balance:
Reserves /Revenue /Contract Savings:
Gas Tax Transfer to General Fund Deferral of Slurry
Seal Street Project
FY 09 -10 Reserve (Council approved)
FY 09 -10 User Fee Increase (already approved)
General Plan Update Savings
Savings Janitorial Porter Contract
Unfilled Vacancies Savings:
DSD Assistant Planner vacant 6 mths
Library Librarian II vacant 3 mths
PD Two (2) unfilled positions /vacant for several mths
PW Maint Worker vacant 2 mths
PW Maint Worker (2) vacant 6 mths
PW Fleet Technician I vacant 2 mths
PW Storekeeper /Buyer vacant 5 mths
Net Surplus /(Deficit) Balance:
500,000
300,000
270,000
86,529
43,751
37,325
19,606
64,840
9,374
56,244
11,419
7,310
(1,252,838)
1,200,280
206,118
153,560
Option 2: The differences of Option 2 vs Option 1 is to not use the carry over of the Fiscal
Year 2008 -09 remaining Reserve Funds and propose the deferral of Street Rehabilitation
project. Currently, the budget appropriates the transfer of $500,000 Gas Tax Fund to the
Capital Improvement Fund for the slurry seal street project. An option for Council to
consider is to transfer that amount to the General Fund for all operational and qualifying
"Gas Tax" expenditures that have been budgeted in the General Fund. This option would
provide an estimated surplus balance of $153,560 for the end for Fiscal Year 2009 -10.
Mayor and City Council
November 3, 2009
Page 7
Option 3:
FY 09 -10 Projected Deficit Balance: (1,252,838)
Reserves /Revenue /Contract Savings:
Remaining 5% Priority List (Involves Critical Service 346,440
Cuts)
FY 09 -10 Reserve (Council approved) 300,000
FY 09 -10 User Fee Increase (already approved) 270,000
General Plan Update Savings 86,529
Savings Janitorial Porter Contract 43,751
1,046,720
Unfilled Vacancies Savings:
DSD Assistant Planner vacant 6 mths 37,325
Library Librarian II vacant 3 mths 19,606
PD Two (2) unfilled positions /vacant for several mths 64,840
PW Maint Worker vacant 2 mths 9,374
PW Maint Worker (2) vacant 6 mths 56,244
PW Fleet Technician I vacant 2 mths 11,419
PW Storekeeper /Buyer vacant 5 mths 7,310 206,118
Net Surplus /(Deficit) Balance 0
Option 3: Do not carry over the Fiscal Year 2008 -09 remaining Reserve and proposes the
use of remaining 5% Priority List (Attachment B) which would involve cutting personnel and
critical services to Development Services Department, Fire, Police, and Library Services.
Other departments would also be negatively affected from further operational budget cuts
that are above the reductions that were implemented at the budget adoption process. As a
practical matter, the Council could selectively implement cuts of $346,440 from the
remaining 5% Reverse Priority list so there would be no use of reserves but also no surplus
in balancing the budget for the Fiscal Year 2009 -10.
While there are a number of options the Council can consider in addressing this shortfall for
FY2009 -10, staff believes the best approach is to implement Option 2 as this would least
affect service level at this time other than cancellation of the slurry seal program. If the
revenue picture improves as the fiscal year progresses, the Council could reinstate the
project since it is done during the summer. Additionally, staff believes this measured
approach taken through this economic predicament has worked well as it allows for
sensible and planned cuts without causing unpredicted cost increases or impacting
employee morale or making services cuts that ultimately might be unnecessary.
Mayor and City Council
November 3, 2009
Page 8
Outlined below are alternative options that can be presented to Council should deeper cuts
become necessary but also can be implemented at a later time, therefore giving staff more
time to determine its needs based on the pace in which the economy can recover.
These alternatives assume Council approval of staffs recommendation of Option 2:
Continuing to put a "freeze" on existing vacant positions for the rest of the fiscal year
to achieve additional savings. Based on current vacancy list, additional 6 months of
"freeze" would achieve approximately $141,000 (excluding Police vacancies).
Develop a list of cuts from the Remaining 5% Priority List. As staff has noted,
further cuts from this list would affect services deliver by each department. However,
should the economy worsen there would be an underlying understanding that
consideration for cutting service has to be reviewed. With a list already in place,
staff can quickly develop a list of cuts and present it for Council's consideration with
short notice.
Implementation of a furlough to achieve necessary savings. One day of furlough
inclusive of Public Safety employees equates to $127,747; furloughing and
excluding Public Safety employees net $44,177 of savings per day.
Use additional reserves, specifically those that were authorized last fiscal year but
not needed.
RECOMMENDATION
It is recommended that the City Council provide direction on closing the General Fund
budget shortfall for FY 2009 -10.
Attachment A Vacancy List
Attachment B Remaining 5% Priority List
Approved By:
Donald Penman
City Manager
Vacant Positions
Dept
Status
Annual Cost
(Salary
Benefits)
74,650
Assistant Planner
DSD
Eligibility list currently exists. Position placed on hold.
Librarian II
(Children's)
LIBRARY
No current recruitment
78,424
Library Technician I
(Tech Services)
LIBRARY
No current recruitment
Already Frozen
in Budget
Dispatcher II
POLICE
Continuous recruitment however position has been
frozen
Already Frozen
in Budget
Police Officer
POLICE
Contingent job offer made, pending background
investigation.
88,200
Police Officer
POLICE
Currently accepting applications and testing. Dept is
also working off eligibility list.
88,200
Maintenance Worker
PWS
Eligibility list currently exists. Position placed on hold.
53,266
Maintenance Worker
PWS
Eligibility list currently exists. Position placed on hold.
53,266
Storekeeper /Buyer
PWS
First round of interview started on October 28th
21 ,928
(General Fund
portion of savings)
Annual Cost for All Vacancies:
$457,934
Attachment A
ATTACHMENT B
REMAINING 5% LIST (POLICY ITEMS) ADDITIONAL CUTS
Depts
Remaining
5%
Additional
Possible Cuts
Total
ASD
5,200
5,800
11,000
CM
47,000
47,000
DSD
118,028
26,680
144,708
FD
469,103
469,103
LIB
29,310
114,342
143,652
PD
116,240
116,240
PW
130,529
101,559
232,088
TOTAL:
915,410
248,381
1,163,791
Savings from: 1) Extending tree trimming from 4yrs to 5yrs $28,456; 2)
Decrease street sweeping from weekly to bi- weekly $73,103
ADMINISTRATIVE SERVICES DEPARTMENT
REVERSE PRIORITY LIST
1
2
3
4
io /A
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REMAINING REDUCTIONS (POLICY ITEMS)
Temporary Part-time help
Reduce temporary help for
Cashier's office
SUBTOTAL: 5,200
OTHER BUDGET CUTS FOR CONSIDERATION
Training Budget
Recruitment Advertising
Total Additional Cuts
(Policy Items):
9,000
7,000
2,000
10,000
6,000
4,800
1,200
5,000
SUBTOTAL:
3,000
2,200
800
5,000
5,800
11,000
Less temporary help will be used to fill in during
employees' leave time. Various tasks will not be
completed timely.
Will not be able to hire temp help to fill in while
another cashier is on leave. Current staffing level
limits ability to provide coverage without affecting
other work deadlines.
Eliminate budget for Excel and Access Software
Training Classes
Reduce recruitment advertising budget.
accoun
number
001.1801.4032
001.1807.4032
001.1801.6970
$500;
001.1807.6970
$300
001.1810.6151
2
R everse
Priority
Description /Account Title
Proposed
Budget
Revise
Budget
Savings
Impact
REMAINING REDUCTIONS (POLICY ITEMS)
1
City Council Office Supplies
1,000
Less money available to purchase supplies used
by the City Council and staff in support of Council
operations.
2
City Council Print Shop
2,000
Less money available to purchase printed
materials including letterhead, envelopes,
business cards and specialty items. Money for
printed items may run out prior to the end of the
fiscal year.
3
City Council Official Meetings
1,000
There will be $1,000 less for Council Members to
be reimbursed for conferences, meetings and
community events and for refreshments at City
Council meetings that begin prior to 7:OOpm.
4
Commissioner's Dinner /Silver
Circle Volunteer Recognition
Dinner
28,000
Eliminate the 2010 Commissioner's /Silver Circle
Volunteer Recognition Dinner. The decision to
cancel, if desired, should be made now so that
there is time to notify the volunteers.
5
Temporary
possibly
7,000
Eliminate all in -house video production.
6
Special Events
3,000
Eliminate a potential environmental event/activity
or an ACTION special event.
7
Special Events
5,000
Eliminate the 2010 Mayor's Community Breakfast
Total Additional Cuts
(Policy Items):
47,000
CITY MANAGER/CITY COUNCIL/GENERAL CITY
REVERSE PRIORITY LIST
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DEVELOPMENT SERVICES DEPARTMENT
001.4103.6160
001.4103.4010
OTHER BUDGET CUTS FOR CONSIDERATION
001.4103.6165
001.4103.6940
001.4107.6160
General Plan Update project was reduced in
scope by Council request ($70,252) and by
reapportionment of funds from Prop C for traffic
work ($16,277).
Position was vacated on August 1, 2009.
Employee was paid for one month of work in FY
09-10. Has been frozen since. Estimate shown
assumes new hire date of February 2010 (6
months savings)
Savings to be incorporated into FY 09 -10
Budget
Plan check services will be charged to applicants
as appropriate. Staff will have less flexibility to
obtain specific expertise on certain projects (e.g.
landscaping, parking, etc.)
Limits travel /training budget for Planning
Department and Planning Commissioners.
Budget for traffic and engineering consultation
will be significantly reduced. Staff will have less
flexibility to obtain specific expertise on
traffic/transportation or engineering projects.
86,529
66t7' 1.£
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000'91.
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801'PbI
Revised
Budget
342,749
005`4£
SUBTOTAL:
000'17
35,000
SUBTOTAL:
429,278
666'Z9
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Reduction to General Fund portion of
contract scope for the General Plan Update
Project
Frozen Assistant Planner position
Plan Check Services Planning Division
Planning Department/Planning
Commissioner Official Meetings
Engineering Contract Services
Total Additional Cuts (Policy
Items):
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DEVELOPMENT SERVICES DEPARTMENT
001.2202.6160
001.2204.5280
001.2201.5280
001.2206.5280
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Fire Station 105 exterior will not be power washed this fiscal year.
The replacement of station uniforms will be affected.
The replacement of station uniforms will be affected.
The replacement of station uniforms will be affected. There will be a delay in
providing all members second set of turnouts
If this budget is eliminated, the Fire Headquarters front office may be closed when
the Fire Administrative Specialist is off on sick leave or vacation during FY 2009 -10.
`UPDATE: $882.74 HAS BEEN SPENT AS OF THE LAST PAY PERIOD ENDING
AUGUST 29. BY DECEMBER 1, AN ESTIMATED TOTAL OF $1,000 WOULD
HAVE BEEN EXPENDED.
Reduces the temporary personnel in the Fire Prevention Bureau from 14 hours per
week to 4 hours per week. As a result, the Apartment Inspection Program and the
Self Inspection Program will not be completed on an annual basis by the Fire
Prevention Bureau.
`UPDATE: $597.04 HAS BEEN SPENT AS OF THE LAST PAY PERIOD ENDING
AUGUST 29. BY DECEMBER 1, AN ESTIMATED TOTAL OF $1,761 WOULD
HAVE BEEN EXPENDED AND AN ADDITIONAL $1,800 WOULD BE NEEDED
FOR THE REMAINING FISCAL YEAR.
Instead of using professional landscaping services, fire suppression personnel will
maintain fire station landscaping. As a result, other areas of station maintenance will
be affected. The start-up cost to purchase lawn maintenance equipment is
anticipated to be total of $2,500 for all 3 fire stations.
*UPDATE: THE MONTHLY FEE IS $1,083. BY DECEMBER 1, $4,332 IN
MONTHLY FEES WOULD HAVE BEEN EXPENDED FOR THE MONTHS OF JULY
OCTOBER.
The Reserve Firefighter Program is an essential part of the Department's recruitment
process as it allows us to hire quality Firefighters with proven performance directly
from the Reserve Firefighter Program. It is also an asset to the community by
providing a platform for young adults to leam about the fire service.
The elimination of the Reserve Firefighter Program will increase overtime cost for the
Fire Department as off -duty Firefighters will have to be utilized to perform essential
details normally carried out by Reserve Firefighters.
*UPDATE: BY DECEMBER 1, AN ESTIMATED $5,300 WOULD HAVE BEEN
EXPENDED ON RESERVE FIREFIGHTER PAYROLL.
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Contract Services Eliminate power
'washing of Fire Headquarters building
Uniform Delay uniform replacement for
Fire Prevention Bureau staff
Uniform Delay uniform replacement for
administrative staff
Uniform Delay uniform replacement for fire
suppression personnel
Temporary Eliminate temporary personnel
budget for front office coverage when Fire
Administrative Specialist is out of the office
Temporary Minimize temporary personnel
budget for Fire Prevention Bureau
Contract Services Eliminate CLS
landscaping service for Fire Department
Temporary Eliminate Reserve Firefighter
Program and related salary expenses
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FIRE DEPARTMENT
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If the Reserve Firefighters Program is eliminated, there is no need to purchase
Personal Protective Equipment for Reserve Firefighters.
*UPDATE: $1,279.91 HAS BEEN SPENT AS OF OCTOBER 1. BY DECEMBER 1,
AN ESTIMATED TOTAL OF $2,100 WOULD HAVE BEEN EXPENDED.
If this proposal is implemented:
I The current AFFA MOU must be opened.
The MOU between the Arcadia Fire Department and the Monrovia Fire Department
(will have to be opened because USAR 106 is cross staffed by both Fire
1 Departments.
In the event of a natural disaster such as an earthquake, there is a high probability
for trapped victims in collapsed buildings. The elimination of the Urban Search and
Rescue (USAR) Program would mean that the Arcadia Fire Department will no
longer have the capability to affect immediate rescue.
We would have to rely on outside assistance, which realistically can mean 48 hours
or longer of waiting for the arrival of USAR resources to Arcadia.
`UPDATE: $5,250 HAS BEEN SPENT AS OF THE LAST PAY PERIOD ENDING
AUGUST 29. BY DECEMBER 1, AN ESTIMATED TOTAL OF $11,550 WOULD
HAVE BEEN EXPENDED.
This proposal will have a severe impact on the Fire Prevention Bureau's operations:
This proposal will reduce the hours of the only administrative staff member in the
Fire Prevention Bureau to 20 hours per week. Administrative work in the Fire
Prevention Bureau will not be completed in a timely manner.
This proposal would mean the Fire Prevention Bureau front office will be closed for
public walk -ups and technical phone inquiries for 20 hours a week.
'UPDATE: APPROXIMATELY $8,882 HAS BEEN SPENT AS OF THE LAST PAY
PERIOD ENDING AUGUST 29. BY DECEMBER 1, AN ESTIMATED TOTAL OF
$19,540 WOULD HAVE BEEN EXPENDED AND AN ADDITIONAL $17,964
WOULD BE NEEDED FOR THE REMAINING FISCAL YEAR.
Prorated
Savings
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Description/Account Title
Reserve Firefighter Program Eliminate
Reserve Firefighter Program and related
program expenses
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Reduce Administrative Assistant's work
schedule to 20 hours per week
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FIRE DEPARTMENT
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This proposal will have a long -term and severe impact on the Fire Department's
intemal operational and administrative capabilities:
The elimination of the Deputy Fire Chief position will create increased overtime
when off -duty Battalion Chiefs are required to attend mandatory task force and
operational meetings.
This proposal will not only reduce the current adminstrative staff from 4 to 3, it will
also eliminate the only administrator who has fire and emergency operational
knowledge and capacity other than the Fire Chief.
The areas of responsibility under the Deputy Fire Chief include operations, staffing,
personnel, backgrounds, budget, Verdugo Task Force, communications, and grants.
If the Deputy Fire Chief position is eliminated, all of these job responsibilities will
have be absorbed by the Fire Chief and the Battalion Chiefs, whom already are
managing numerous areas of responsibilities within the Fire Department.
This proposal will substantially impact the succession planning of the Fire
Department.
If this position is eliminated in December 2009, it will create a domino effect
resulting in the demotion of the Deputy Fire Chief, 1 Battalion Chief, 1 Captain, and 1
Engineer. Additionally, 1 Firefighter will have to be laid off.
Due to the domino effect on personnel, this proposal may require the opening of
the AFFA MOU.
`UPDATE: APPROXIMATELY $40,212 HAS BEEN SPENT AS OF THE LAST PAY
PERIOD ENDING AUGUST 29. BY DECEMBER 1, AN ESTIMATED TOTAL OF
$100,530 WOULD HAVE BEEN EXPENDED.
The impact will be severe:
This proposal will reduce shift staffing from 5 Fire Paramedics to 4 per shift.
This proposal will eliminate the paramedic assessment engine at Station 107
located at 79 W. Orange Grove Avenue. Consequently, Advanced Life Support
(ALS) capability stationed in that district will be eliminated.
ALS response time will increase in the northem part of the city because ALS units
will be responding out of of Stations 105 and 106.
This proposal will negatively impact Fire Paramedic retention rate, and it will also
affect the Fire Department's succession planning.
If this proposal is implemented beginning December 2009, it will require the
opening of the AFFA MOU as well as the demotion of 2 Fire Paramedics.
Prorated
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Total Additional Cuts (Policy
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FIRE DEPARTMENT
001-5620-4010
001 5605 -4010
Reduce number of class visits, scout merit badges and
family programs.
Eliminate one regular storytime series; reduce
programming; reduce class visits; reduce number of
Summer Reading programs volunteers; would need full
substitute budget of $5,000 to help cover desks.
£8'9
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Museum close on Tuesdays beginning 12/1;
reduce hours of Education Coordinator from 30 to
20 per week.
Library Children's freeze vacant Librarian II as
of 10/2/09
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Savings pro-rated from December 1, 1009 through June 30, 2010
LIBRARY AND MUSEUM SERVICES
Library Children's Services Library Materials
Library Technical Services Library Materials
Library Adult Services Electronic resources
Library Adult Services Library Materials
REVERSE PRIORITY LIST
Library Print Shop
New Items
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POSITION FUND ANNUAL COST SAVINGS COMMENTS
MAINTENANCE WORKER
520 -7204
56,245
9,374
Filled September 2009/2 months of savings includes overhead
MAINTENANCE WORKER
001 -3304
56,245
9,374
Filled September 2009/2 months of savings includes overhead
MAINTENANCE WORKER
001 -3304
56,245
28,122
6 months of savings includes overhead
MAINTENANCE WORKER
001 -3302
56,245
28,122
6 months of savings includes overhead
FLEET TECHNICIAN I
001 -3331
68,514
11,419
Filled September 2009/2 months of savings includes overhead
001- 5601 -6160
001 -3307
9,398
3,133
Museum
001- 5620 -6160
001 -3331
12,530
4,177
Police
STOREKEEPER/BUYER
118 -1901
3,133
1,044
Will be filled November 2009
520 -7201
31,326
10,442
521 -3306
6,265
2,088
PART -TIME LABORER
001 -3305
3,600
3,600
Vacant
Janitorial Contract
001 -3302
28,456
4 Year Grid 3,835 trees trimmed /year.
5 Year Grid 3,068 trees trimmed /year.
Decrease of 767 trees trimmed /year
767 x $63.60 $48,781). Prorated 7 mos. $28,456.
Recreation
001- 5502 -6160
53,810
6,333
New contract for janitorial and porter services was awarded
Public Works
520 7201 -6160
13,122
1,169
7/21/09 in the amount of $229,173
Fire
5,460
Previous Year: $326,470
City Hall /Park Restrooms
001 3309 -6160
41,663
5,812
Library
001- 5601 -6160
53,724
12,480
Museum
001- 5620 -6160
2,734
1,259
Police
001 2102 -6160
58,660
16,698
Extend Tree Trimming from 4
years to 5 years
001 -3302
28,456
4 Year Grid 3,835 trees trimmed /year.
5 Year Grid 3,068 trees trimmed /year.
Decrease of 767 trees trimmed /year
767 x $63.60 $48,781). Prorated 7 mos. $28,456.
Increase Street Sweeping from
weekly to bi- weekly
001 -3307
73,103
9 months of bi- weekly sweeping
3 months of weekly sweeping for heavy leaf fall
$125,320 annually: prorated 7 mos. $73,103
All of the recommended cuts for PWSD's Reverse Priority list were included in FY 2009 -10 Operating Budget. Below are additional savings as a result of
vacancies and a new contract. Additionally, the City Council may choose to approve the policy items below for additional savings.
SALARIES AND WAGES
CONTRACT SERVICES
CONTRACT
POLICY ITEMS
PROGRAM
SUBTOTAL:
Total for Janitorial Contract:
SUBTOTAL:
FUND
FUND
PUBLIC WORKS SERVICES DEPARTMENT
359,746
ANNUAL COST
229,173
ANNUAL COST
110,895
SAVINGS
43,751
I 42,582 I
SAVINGS
101,559
12
General Fund
General Fund
COMMENTS
COMMENTS