HomeMy WebLinkAbout04/12/2011, B2 - STRATEGIC BUDGET DIRECTION council Mmug
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CITY OF SAN LUIS O ISPO
FROM: Katie Lichtig, City Manager
Mary Bradley, Interim Director o Finance &Information Technology
Michael Codron, Assistant City Manager
Debbie Malicoat, Finance Manager
SUBJECT: STRATEGIC BUDGET DIRECTION
RECOMMENDATION
Approve conceptual budget balancing strategy for 2011-13 and provide policy direction as
requested.
REPORT-IN-BRIEF
The purpose of this report is to:
1. Discuss a strategy based on Key Sustainability Principles that will ensure the 2011-13
Financial Plan provides for real progress towards financial sustainability on a long-
term basis;
2. Present updated fiscal context and an updated Five-Year General Fund Fiscal
Forecast based on adherence to the strategy during the next two years;
3. Provide the City Council with recommendations on investment levels in the Five
Year Capital Improvement Plan to protect vital City assets for the short and long-
term;
4. Seek feedback from the City Council on recommendations on budget balancing
components, such as Operating Program Reductions, Revenue Enhancements, and
Personnel Cost Reductions consistent with the sustainability strategy;
5. Seek feedback and direction from the City Council on key policy questions so that
the 2011-13 Financial Plan accurately reflects Council policy; and
6. Provide information about participation of enterprise funds in this process.
When staff presented the Five Year Fiscal Forecast in December and then the Mid-Year Review
to Council in March, the projected structural gap between revenues and expenditures in the
General Fund was $3 million without any corrective action. At that time, Staff also indicated
that there were a number of issues that were very likely to cause this structural gap to grow.
These factors included the following:
• Revised revenue projections including increased Sales and Transient Occupancy Taxes
but decreasing Property Tax;
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• Enhanced investment in the City's existing assets (infrastructure, fleet, building facilities,
and information technology);
• Elimination of the anticipated revenue from mutual aid reimbursements;
• Increased operating costs due to restoration of"stop gap" operating budget reductions for
the current year in spite of significant savings due to employee concession; and
• Increased operating costs due to State budget realignments
These factors increase the structural gap to $4.4 million annually if no convective actions are
taken. Staff will discuss the revised Fiscal Forecast, along with budget balancing
recommendations, in more detail later in the report.
At this time, staff is presenting the Council with a recommended path to follow toward financial
sustainability and asking for concurrence (or course adjustment) on this strategic direction. Staff
is not asking the Council to make final budget decisions; there are a number of budget workshops
and hearings ahead for that purpose.
However, in order to prepare the Preliminary Financial Plan (to be issued in May), Staff needs
strategic guidance now regarding the approach. Staff is recommending that the City Council
provide the following conceptual direction, along with any changes as may be directed by a
majority of the Council:
1. Approve the Key Sustainability Principles discussed in the report as the basis for
recommendations regarding a balanced 2011-13 Financial Plan;
2. Endorse the level of investment proposed for the Capital Improvement Plan is appropriate
and consistent with Council Goals for Fiscal Health and Infrastructure Maintenance, and
consistent with the Council's priorities for the use of Measure Y funds;
3. Concur with development of the 2011-13 Preliminary Financial Plan incorporating the
following elements:
Gene!pl Fund Budget Balancinq Elements 2011-12 20U-13
Revenue Enhancements $ 416,300 $ 551,300
Operating budget reductions 1,890,100 2,009,900
Personnel cost reductions 1,050,000 2,100,000
4. Support the one-time use of$1.6 million of excess reserves for one-time project expenses
as recommended; and
5. Discuss and provide direction on the following additional policy questions:
a. Should the Golf Fund be transitioned to a Special Revenue Fund, as
recommended?
b. Should staff consider organizational efficiencies and cost savings made possible
by the proposal to freeze the vacant Recreation Manager position, including
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exploring the possibility to consolidate the Natural Resources Program with the
Parks and Recreation Department?
c. Should the City Clerk's Office remain as a division of the Administration
Department following the Pilot Program started in 2009-10?
DISCUSSION
Focus on Sustainability
The 2011-13 Financial Plan process presents both challenges and opportunities for the City. The
effects of the recent Great Recession, coupled with increasing operating costs, have caused a
structural gap between ongoing revenues and expenditures in the General Fund which will persist
without long-term adjustments to our budget. While revenue available to operate the City has
dropped significantly, expenses have continued to increase. Although our major revenues have,
for the most part, reached bottom and started a slow, moderate climb, they are down from their
recent peaks and in some cases, Staff do not expect them to return to past levels for some time.
Since the size and shape of our "new fiscal reality" have become clear Staff has the opportunity
to develop a financial sustainability strategy that will serve the City well into the future. Staff has
developed a set of principles that we believe define sustainability, as discussed below. This
strategy, when fully implemented, will identify and fund vital services that are important to the
community, permit the implementation of the Major City Goals outlined by the Council on
January 29, 2011, and allow us to maintain our infrastructure and provide the tools and
equipment for out employees to deliver services in the most effective way.
Key Financial Sustainability Principles. The following reflects the key principles used in
preparing the 2011-13 Financial Plan and conceptual budget-balancing strategy:
1. Develop a budget that balances the City's delivery of essential services to the community
with the resources available on an ongoing basis.
2. Identify a five-year capital improvement plan which reflects funds needed to maintain the
City's essential infrastructure, fleet, building facilities, and information technology assets.
3, Engage the community and employees for development of financial sustainability ideas.
4. Explore streamlining and simplifying City operations and alternative service delivery models
as appropriate.
5. Ensure service reductions are balanced and retain highest priority services.
6. Incorporate personnel cost savings, subject to the meet and confer process, and consider all
elements of total compensation. Balance these savings with the need to attract and retain
well-qualified employees to provide City services.
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7. Surface budget reduction options based on service priorities, not vacant positions. Use
attrition or vacancies to create flexibility and mitigate the need for lay-offs if operationally
feasible.
8. Maintain the General Fund Reserve at 20% of operations to deal with the many financial
uncertainties facing us now and in the future.
9. Use any fund balance available above the required 20% of operations for one-time rather than
on-going expenditures.
10. Stay true to and focused on the purpose of Measure Y priorities.
Financial Context for the 201143 Financial Plan
An updated General Fund Five-Year Forecast has been prepared which incorporates updated
assumptions in several areas (Attachment 1). Key assumption changes include:
• Incorporating operating budget savings due to employee negotiations for 2011 which
resulted in significant savings
• Removing fire mutual aid revenues as an ongoing source of funding
• Favorable changes to the base budget assumptions for sales tax and transient occupancy
tax
• Eliminating COPS grant funding due to State budget balancing actions
• Increased costs of booking fees from the County due to State budget balancing actions
California Public Employees Retirement System (CaIPERS) employer rates, which have been
established for 2011-12 and estimated for the future years, have also been reflected. The
previous Fiscal Forecast included 1-2% of payroll to provide for a potential change in assumed
investment rate of return, which has been removed in light of the recent CaIPERS Board decision
to hold the return assumption at 7.75%. The proposed Capital Improvement Plan and Operating
Program funding has been updated and included in the revised Fiscal Forecast. These changes
have increased operating costs due to restoration of "stop gap" operating budget reductions for
the current year in spite of significant savings due to employee concession.
As mentioned, changes in assumptions since the Mid-Year Review caused the structural gap to
increase to $4.4 million without corrective action. The budget balancing strategies which will be
discussed later in this report address this gap and achieve reserves at policy levels.
Developing the Financial Plan
The strategy for developing a Financial Plan that can be sustained over the long term is
analogous to fitting puzzle pieces together. Some of those shapes we have control over, and
others not. As we continue on the journey of preparing the 2011-13 Financial Plan, we have
worked to identify the resources necessary to achieve the Council's Goals and provide excellent
service to the community on a sustainable basis.
Input for the Financial Plan: In putting together our proposed budget-balancing strategy Staff
considered a number of sources, including:
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Community Feedback. As part of the budget process, there has been extensive community
involvement through advisory bodies, surveys, letters, budget workshops and the Community
Forum. This year we asked the community to identify their priorities for the next two years along
with any areas that they believed might be able to be reduced to provide resources to achieve
those priorities. This information was provided to the Council at their Goal Setting Workshop
and Staff took the comments of the community into account in crafting our proposed budget-
balancing strategy.
Council. Staff has strived to be responsive to the results of the Council's goal-setting process.
City Employees. Staff have extensively involved and engaged our employees throughout the
organization, both in communicating the problem and in generating thoughtful solutions. This
process resulted in over 650 budget-balancing ideas from employees from all departments in the
City. Many of these can be implemented immediately and are reflected in the proposed budget-
balancing strategy. Other ideas, which will require further review and more effort to implement,
will be part of the work plan for the Preservation of Essential Services and Fiscal Health Major
City Goal and may be implemented in the future. As noted earlier, employee groups and the City
recently agreed that salary costs would remain unchanged in calendar year 2011. In addition,
there was agreement that most employees would be responsible for a larger share of their health
insurance costs as premiums rose.
Department Heads. After receiving budget-balancing ideas from employees, Department Heads
made specific recommendations to the City Manager on those they thought should be strongly
considered as budget-balancers for 2011-13. In follow-up to this, the Department Heads and the
City Manager held extensive discussions on these ideas and reached consensus on the general
strategy reflected in this report.
Service Categorization Proiect. Another resource used to determine the appropriate fit between
the pieces in the puzzle is the Service Categorization Project. The Service Categorization Project
is a new feature of the financial planning process. The Project is a resource that identifies and
categorizes all of the activities identified in the 2009-11 Financial Plan. As a reference document
it is intended to facilitate decision making about reductions needed to create a balanced budget
for 2011-13 and beyond..
It is important to note that this project does not rank activities by their priority. Rather, it
categorizes activities based on the established criteria that Council reviewed in December and it
is a tool that facilitates comparison of activities across various City departments.
Proposed Budget Balancing Strategy
As a starting point for Council consideration, the proposed budget balancing strategy consists of
the following elements,which are described in more detail later in this report:
1. Investing in the Capital Improvement Plan to ensure that our infrastructure, fleet, buildings,
and information technology systems are maintained consistent with Council priorities
(Attachment 2).
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2. Implementing selected new revenues or increased cost recovery as identified in Attachment 3.
3. Using the anticipated$1.6 million in one-time excess reserves for one-time projects and other
non-recurring priorities.
4. Reducing operating program costs and related service levels by$2 million annually, while
allocating resources sufficient to accomplish Major City Goals, Other Important Objectives,
and Measure Y priorities (Attachment 5).
5. Reducing the cost of personnel by $2.1 million annually.
Capital Improvement Plan
An additional goal in preparing the 2011-13 Financial Plan was to provide sufficient funds to
protect vital City assets for the short and long-term. For the first time this year, a five-year
capital improvement plan was developed which represents a phased approach to funding the
projects needed to maintain our infrastructure and building facility assets over the entire five-year
period. This plan also identified needs in the area of the City's fleet and information technology
infrastructure.
CIP Development Process. The CIP Review Committee, which includes the Directors of Public
Works, Utilities, Community Development, Parks & Recreation, Finance & Information
Technology, the Police Chief and the Assistant City Manager, is responsible for reviewing all
CIP budget requests and making recommendations to the City Manager. The Committee
evaluated 199 project requests submitted by departments and made preliminary recommendations
to the City Manager based on the following criteria:
• Does it complete an existing project?
• Is it mandated by the state or federal government?
• Is there significant outside funding for the project?
• Is it necessary to address a significant public health or safety concern that cannot be deferred
beyond 2011-13?
• Is it necessary to adequately maintain existing facilities, infrastructure,or equipment?
• Was it previously scheduled in the 2009-11 Financial Plan?
• Does it implement a high-priority Council goal for 20.11-13?
• Does it support Measure Y priorities?
• Will it result in significant operating savings in the future that makes a compelling case for
making this investment solely on a financial basis? If yes, how can we ensure that these
savings will in fact occur?
Timing of the project was also taken into consideration in the capital funding recommendations.
For example, certain City buildings are in need of repairs such as roofs which, if not done at the
appropriate time, will cause further deterioration and increased cost. Street paving projects, if
deferred, also can result in more expensive treatment in the future and thus, escalating costs.
Information Technology projects such as equipment or software replacement were also scheduled
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in the year needed to ensure system reliability. Additionally, our capacity to successfully
implement the capital plan was considered when making funding recommendations.
Based on the requests submitted and the City's financial circumstances, the CIP Review
Committee recommended General Fund projects that total $7 million for the 2011-13 Financial
Plan and $22.4 million over the five year plan, including fleet projects. This number does not
represent the optimal Capital Improvement Plan; approximately 29 projects were initially
recommended for funding but were deferred by the Committee beyond the five years due to
funding constraints. Nonetheless, the CIP funding recommended is more than was projected in
the December General Fund Forecast and Staff believe that these projects represent a major step
toward a responsible CIP that maintains our important infrastructure, building facilities, and fleet
and information technology assets.
Detailed information on each specific CIP project request will be included with the Preliminary
Financial Plan and will be the focus of discussion at the special budget workshop scheduled for
June 9, 2011. Therefore, it is not our intent to fully evaluate the General Fund CIP at this time.
However, Staff have included a summary listing of proposed General Fund capital projects
(Attachment 2) for Council's information and we do want to get Council concurrence on the
underlying approach Staff are taking in focusing our capital plan on long-term sustainability.
CIP Program Alternative Design and Construction Delivery As part of the overall budget
review process this year, the CIP'Engineering staff in Public Works identified a way to save
significant costs on CIP project design and construction management. After analysis, it is more
cost effective to utilize temporary contract engineers in-house in place of outside consulting
engineering firms. Therefore, savings from this approach in the amount of$200,000 in 2011-12
and $400,000 for 2012-13 are reflected in the Forecast. In addition to the lower costs, this new
approach provides flexibility to respond to the changing needs of the CIP. Staff is currently
reviewing the City's personnel policies and will make any changes needed to allow this new
method to be implemented. This new delivery method will be reviewed again in the next two
year Financial Plan along with the Capital Improvement Plan to ensure it is meeting its overall
objectives.
What's Not Included in the CIP? In some cases, while a project may have been meritorious, its
cost relative to the resources available was so large that it has been deferred beyond the five-year
CIP. There are three projects which are not recommended by the CIP Review Committee for
inclusion in the five-year plan which are especially noteworthy:
Laguna Lake Dredging
In December of 2009, the City Council approved the environmental document for Laguna Lake
Dredging. The completion of the environmental document showed there are no fatal technical
flaws for the project, as described. However, while feasible, it is anticipated to be expensive to
complete the work. The City Council directed staff to come back with a Capital Improvement
Plan project submittal, including a funding mechanism, as part of the 2011-13 Financial Plan.
That request was prepared and submitted for review by the CIP Committee and the City Manager
as requested. The project request totaled$5.75 million.
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Funding remains the major hurdle for moving forward. In reviewing the large number of needs
for Capital Improvement funds to maintain the City's infrastructure, building facilities, fleet and
information technology assets, the CIP Committee believes that Laguna Lake Dredging did not
show an immediacy of need that was compelling for placing it above other requests. Staff is
recommending a citizen engagement program to help determine if there is enough community
support for dredging and how much time and money the community is willing to spend on
dredging versus other important priorities. A small project account balance of $28,000 still
remains after the completion of the environmental document that can be used for the process.
The information from such an effort would give the Council a better understanding of how high a
priority this is for the community at large, and whether the City should move forward at this
time. The process could also provide an informal gauge of support for a neighborhood
assessment district. This funding mechanism was the recommended method from the Interim
Finance and Information Technology Director. The City, as a lake front property owner, should
consider its own response to such a question. The City would conceivably be responsible for half
the cost as a lake front property owner.
Over the years, the City has involved the community to varying degrees. This involvement
included a committee in 1955 that discussed what should be done with the Lake and supported
dredging and the Laguna Lake Study Committee in 1979, which assisted in development of the
Laguna Lake Management Program. In 2004 the Parks and Recreation Commission held
discussions on dredging and received public comment.
At the Council's request, the survey in the spring of 2005 to gauge support for a revenue measure
included a question that dealt with Laguna Lake Dredging. The survey indicated about 44% of
the citizens may be supportive of spending some new revenue on a dredging project. However,
in comparison to all the possible service issues presented to survey respondents, such as public
safety, senior services, traffic congestion, street paving and flood protection, Laguna Lake
dredging rated at or near the bottom of interest.
The downside of proceeding with an engagement program is that it may appear the City is going
to study dredging again and is not the intent of this effort. Nevertheless, given the economic
climate,it is appropriate to reevaluate community support for this undertaking.
South Street Medians
A community effort for improving safety along South Street led to the addition of median islands
on South Street and the reduction of travel lanes from four to two. The medians were constructed
at the City's cost, but the work was overseen by Caltrans as part of the Highway 227
Rehabilitation project. The roadbed was removed within the planting area and soil substituted.
Sleeves were installed.to facilitate future irrigation connections. The islands were filled with
wood chips awaiting final planting by the City.
The landscaping project was programmed to be designed as part of the 2007-09 Financial Plan;
however, the project was later cut from the budget as part of the budget balancing activities of
September 2008. As part of the 2009-11 Financial Plan process the Council expressed desire for
the islands to be planted and requested staff to develop some low cost options to develop the
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medians. Staff returned to Council in October of 2009 and at that time received direction to
submit a Capital Improvement project as part of the 2011-13 Financial Plan to install native or
drought tolerant plantings. That request was prepared and submitted for review by the CIP
Committee and the City Manager as requested. Funding requested for the project totaled $1.1
million.
As noted in the discussion of Laguna Lake Dredging, the CIP Committee was faced with many
competing demands as it crafted the CIP recommendation for the City Manager's consideration.
Landscaping of the South Street medians has not only capital expense costs for construction, but
will also result in an estimated $3,600 annually of ongoing increased contract maintenance and
utility costs. Ultimately the Committee felt it should wait for consideration to a future year
beyond the fifth year of the CIP.
City Hall Entrance Steps
The concrete steps and landings at the main entrance to City Hall have cracked and spalled over
many years and have become unsightly. The cracking was noted by staff in 2008. At that time,
staff experimented with patching/sealing the wider cracks and creating new stress joints to allow
further movement without reopening the jagged cracks.
The entry apron was original to the building construction 60 years ago and was not designed or
installed to today's building concrete standards. After addressing the cracking on a short term
basis, staff prepared a CIP request to replace the step area as part of the 2009-11 Financial Plan.
The project proposed removing all the concrete steps and landings and replacing them. The
existing handrails would also be replaced with handrails complying with current ADA standards.
The estimated cost in the proposal request was $110,000 (including design costs). In 2009 the
CIP Committee reviewed the project and recommended that it not be reconsidered for at least 4
years, or as part of the 2013-15 Financial Plan. In spite of this recommendation because interest
had been expressed this project was submitted as part of the five-year CIP plan for this current
Financial Plan. However, given other competing needs, the Committee recommended that it
move beyond the five years as the steps continue to be functional and the work addresses more of
an aesthetic issue.
Fleet and Information Technology Needs: Council is also aware that the City will be identifying
replacement and funding schedules for fleet and information technology assets as part of the
Preservation of Essential Services and Fiscal Health Major City Goal.
Our current fiscal policy provides that the General Fund will maintain a Fleet Replacement Fund
for the timely replacement of vehicles with a minimum balance of at least 20% of the original
purchase cost of the fleet assets. The policy also provides that the annual contribution to the
Fund will generally be based on the annual use allowance which is determined by estimated life
and original cost ("depreciation"). Due to budget constraints in the last several years, a "pay-as-
you-go" approach for fleet has been used, which is not ideal when crafting a sustainable financial
plan. A more sustainable approach to providing adequate replacement funds for the longer term
is the "depreciation" approach where smaller amounts are set aside on a systematic schedule to
be available when replacement is due. This is particularly important in the case of expensive
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equipment such as fire apparatus and heavy duty trucks. Staff is currently making a first attempt
to prepare a long-term replacement schedule for Fleet.
Public Works is currently in the process of working with each user department to evaluate each
vehicle in our fleet and will be recommending an amendment to our vehicle replacement policy
to more accurately reflect the useful vehicle life that Staff can expect based on our maintenance
program. Public Works is also reviewing use of each vehicle and has reduced the fleet as
appropriate. Thus far, twenty vehicles, or 8% of the General Fund fleet, have been removed from
our fleet inventory or put into a pool for shared use through this process. When the inventory
and replacement schedule are completed, Staff will have a clearer idea of how much additional
funding will be required to replace our fleet on an on-going basis.
In the meantime, the General Fund Five-Year Forecast includes an initial contribution of
$500,000 from the General Fund to begin to provide the needed resources to replace our fleet;
this contribution increases by $50,000 each year in the five-year plan. Staff hopes that this will be
a major step toward providing full funding over the long term.
There is no adopted fiscal policy for the replacement of information technology assets. The
proposed Capital Improvement Plan includes several essential information technology projects.
Once the Information Technology Strategic Plan is completed, a replacement schedule will be
developed, and the extent of our needs in this area will be known and can be incorporated into
our fiscal plans.
Public Art Policy. The City's public art policy calls for the City to invest 1% of the General Fund
construction component of the CIP. Given the fiscal challenges facing us, Staff does not
recommend funding public art at this level. On the other hand, in good times and bad, the City
require the private sector to contribute '/2% of construction costs towards public art.
Accordingly, we recommend continuing to fund public art in 2011-13, but at t/2% of construction
costs, consistent with private sector obligations. This is the same level of public art investment
that was adopted in the 2009-11 Financial Plan.
Revenue Enhancements
Staff has proposed seven revenue enhancements for the 2011-13 Financial Plan, as listed below.
Revenne Fnhancements 2011-12 -1012-13
Enhanced code enforcement $ 741100 $ 74,100
Enhanced business tax/license enforcement 50,000 100,000
Lease of conduit space 40,000 40,000
Rent Ludwick Center computer room 11,000 11,000
School district funding for School Resource Officer 126,200 126200
Street sweeping services 85,000 170,000
Public Art administration from Public Art fund 5,000 5,000
Downtown activity support from Downtown
Association 25,000 25000
Total Revenue Enhancement Options $ 416,300 $_ 551,300
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The reasons for recommending these options are fully detailed in Attachment 3. The revenue
recommendations are all consistent with the City's user fee cost recovery policy.
Unlike the 2009-11 Financial Plan, revenue additions and enhancements do not play a major part
in our budget balancing strategy for 2011-13. This is primarily because most of the legally
available revenue options were already addressed in efforts undertaken over the past several
years.
It is important to underscore that Staff are not asking the Council to formally approve these
added revenues at this time. Discussion of any changes will occur during the budget hearing
process, with formal approval upon budget adoption in June. At this time, we are asking Council
to let us know if they have reservations about any of these revenue enhancement proposals so
that Staff can develop alternative budget balancing strategies.
Use of$1.6 Million One-Time Excess Reserves
Consistent with the City's adopted fiscal policy, Staff recommends using ending fund balance
that exceeds the policy level on one-time non-recurring expenditures. It is currently estimated
that the 2010-11 fiscal year will have $1.6 million in excess reserves at year end. In addition to
the one-time Significant Operating Program Changes that are recommended, staff proposes that
any remaining balance be allocated to one-time costs, including unforeseen realignment of
services due to the State Budget crisis and those associated with the timing of implementing
personnel cost reductions that must be negotiated. Staff further recommends an ongoing strategy
of allocating one-time revenues to one-time costs, which will provide for additional capital
projects, technology needs or fleet replacements.
Operating Programs
Rigorous Focus on "Base Budgets." In preparing the operating budgets, all departments took a
deep look at their operations with a critical eye toward sustainability. Wherever possible,
departments reduced their "base" budget, with a focus on areas where goods or services were no
longer required or there were savings from renegotiating contracts. In some cases the "stop gap"
reductions that were implemented in 2010-11 were restored; in other cases those measures have
proven sustainable.
At this point, General Fund Operating Program requests total $49.4 million, which is $386,000
more than estimated in the December General Fund Five-Year Fiscal Forecast update. This is
primarily due to restoration of"stop gap" reductions, which were not intended to be on-going and
increases in retirement costs. It is important to note that the operating program budget would be
higher were it not for the employee cost containment measures accomplished with the most
recent negotiations.
Signiftcant Operating Program Changes. During the course of identifying sustainable
operating budgets, departments were asked to identify significant changes to their budgets, both
increases required to maintain basic services as well as reductions required to balance the budget.
Additional resource needs were identified in several areas, some of which are one-time in nature,
while others are ongoing. Consistent with the City's Fiscal Policies, the City Manager is
recommending that one-time needs are funded with one-time resources, while ongoing needs are
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incorporated into ongoing operating budget assumptions. Details of these resource requests,
called Significant Operating Program Changes (SOPC), are shown in Attachment 4. In general,
the SOPC requests fall into two categories: those that support Major City Goal or Other
Important Objectives and those that support operational effectiveness or needs. A summary of the
City Manager's recommendations are presented below and amount to approximately $300,000 in
annual ongoing requests and $700,000 in one time requests.
General . SOPC
Support of Major City Goals and Other Important
Objectives $662,700 $277,600
Support of organizational effectiveness or need 245,200 108,800
Total $907,900 $386,400
Operating Budget Reductions. In addition to considering reasonable revenue options and
developing a CIP program that is sustainable in reasonably maintaining our infrastructure and
facilities, the other budget balancing methods is reducing operating costs. There are two ways of
reducing operating costs: operating program cost reductions and personnel cost reductions. As
proposed, assuming that the City Council conceptually endorses the other pieces of the budget-
balancing puzzle, a financially sustainable budget requires operating program costs reductions
equal to about $2 million annually as well as personnel cost reductions of about $2.1 million
annually.
Because operating cuts are the primary variable in our budget-balancing equation, Staff has
devoted significant efforts over the past several months in surfacing operating reduction options
in all departments.
Summarized below and provided in Attachment 5, are the results of this process, which identifies
$3.1 million in options from all General Fund departments. Within this list there are a number of
significant service reductions. On the other hand, there are also creative responses to the times
Staff are facing, including organizational restructurings.
BUDGET OPTION SUMMARY BY DEPARTMENT
Operating Cost Reductions
Temp Regular Annual Savings
StaflIng Staff 2011-12 2012-13
Administration 1.00 220,300 224,600
City Attorney 0.25 30,700 30,700
Community Development 2.00 218,000 218,600
Fire 1.25 602,600 606,900
Finance&Information Technology 199,400 154,700
Human Resources 147,700 147,700
Parks and Recreation 1.30 1.00 215,400 215,700
Police 6.00 851,900 974,800
Public Works 1 1.821 3.50 641,800 653,700
Total 1 3.121 15.001 3,127,800 3227,400
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It is important to stress that these are options. Although the City Manager has made specific
recommendations of about$2 million summarized below, these could change for several reasons:
1. First, do the other pieces make sense? If not, we will have to go deeper into the remaining
options listed or develop more options.
2. What is the gap we're trying to close? Although we feel confident that our Forecast reflects
our basic fiscal condition, circumstances will undoubtedly change somewhat before the
Preliminary Budget is presented in May.
3. Council's direction on the role that employee group concessions and resulting staffing cost
reductions play in balancing the budget.
Each department director submitted their reduction options in priority order of service impact and
the Department Head Team reviewed each option from a citywide perspective. The
recommended options reflect our best professional judgment as to those reductions which have
the least organizational and community impact. The table below summarizes recommended
reductions by department.
Operating Cost Reductions
Temp Regular Annual Savings
StaMng Staff' 2011-12 2012-13
Administration 1.00 220,300 224,600
City Attorney
Community Development 1.00 109,000 109,300
Fire 1.25 169,900 212,400
Finance&Information Technology 182,500 137,800
Human Resources 81,700 81,700
Parkas and Recreation 1.30 1.00 190,400 190,700
Police 4.00 467,100 578,100
Public Works 1 1.441 2.001 469,2001 475,300
Total 1 2.74 1 10.251 1,890,1001 2,009,900
Personnel Cost Reductions
Our financial sustainability journey concurrently considered appropriate levels of capital
investment, service levels to achieve the needs of the community, operating reductions based on
scaling programs or efficiencies and then considered balancing community and organizational
needs. To that end, a reduction in personnel costs is unavoidable. As Council is aware, based on
the report presented on April 5, 2011, there are a number of components that go into personnel
costs and a number of reasons those costs have increased over the past several years. Retirement
costs are a large driver of the increase and are projected to continue to escalate over the next five
years. These costs are largely outside of the City's control as they are based on.the actuarial
assumptions and investment returns of CalPERS. While the immediate budget balancing
strategy relies on approximately $2.1 million in personnel cost reductions, Ca1PERS costs will
continue to grow in the "out" years and add to overall staffing costs. Therefore, while the
B2-13
Strategic Budget Direction Page 14
approximate reduction amount is identified, strategies for achieving these personnel cost
reductions must be carefully developed and considered. Staff plans on completing the two-year
Financial Plan and developing labor relations strategies simultaneously and anticipates providing
Council those strategies in July or August.
Additional Policy Direction on Key Issues
Golf Fund
The question has been raised as to whether the Golf Fund should continue to operate as an
enterprise fund or be transitioned to the General Fund. Another option has been explored, which
is to account for the operation of the Golf Course in an "other governmental type fund."It is our
recommendation that the Golf Fund is most appropriately operated as a special revenue fund.
This type of fund allows the revenues and expenses of the Golf Course to be accounted for
separately, and yet recognizes that it is not a business which fully recovers costs.
The City has traditionally accounted for the Laguna Lake Golf Course (LLGC) as an enterprise
fund. However, the Course has historically not been able to cover all of its operating costs (a
cornerstone of enterprise funds) and the General Fund has annually had to subsidize LLGC. The
City's fiscal policies include the following policy statement regarding this:
Golf program fees and rates should fully cover direct operating costs. Because of the nine-
hole (now ten) nature of the golf course and with its focus on youth and seniors, subsidies
from the General Fund to cover indirect cost and capital improvements may be considered by
the Council as part of the Financial Plan process, along with the need to possibly subsidize
direct operation costs as well.
In 2009-10 golf fees covered about 80% of the Course's direct operational costs. LLGC does not
cover its full costs largely because of the type of users it serves (youth and seniors), the nature of
the facility, and the limited capacity for revenue enhancement. Pursuant to Generally Accepted
Accounting Principles for Govertunent (GAAP), although the Golf Fund may function as an
enterprise fund, it is not required to do so. In fact, GAAP provides that special revenue funds
may be used in circumstances such as these.
A special revenue fund is established to account for revenues generated for a specific purpose.
Such funds provide an extra level of accountability and transparency as to how the revenues and
expenditures are being allocated. If established, the special revenue fund for the Golf Course
could only be used for the management and maintenance of the Course and there would be public
reports associated with how the revenues collected are spent. This level of transparency would
be lost were the Golf Course to be merged into the General Fund.
In addition to this recommended transition in fund type, staff will continue to manage LLGC in
as efficient and effective a fashion as possible. The primary objective is to continue to decrease
the annual net subsidy from the General Fund. Lastly, Parks and Recreation staff will be
analyzing opportunities for lowering maintenance costs and increasing operational efficiencies at
the Course and making recommendations to the City Manager during 2011-12.
B2-14
Strategic Budget Direction Page 15
Evaluation of Potential Reorganization involving Parks and Recreation Department and
Natural Resources Program
The Natural Resources Program, presently a program within the Administration Department,
includes two full-time positions, the Natural Resources Manager and the City Biologist. Since
the program's inception more than 15 years ago great strides have been made to acquire, preserve
and protects natural resources in the City. While all City departments are involved in the support
of City policies to preserve and protect the City's natural resources, the work associated with
daily maintenance and management of the City's substantial portfolio of open space is performed
by the Ranger Program within the Parks and Recreation Department. This portion of the work
program includes mitigation projects, trail construction, trail maintenance, open space patrol,
coordination of volunteers, and environmental education.
Currently there is a vacant Recreation Manager position in the Parks and Recreation Department.
One of the proposed budget reduction options for the City Council to consider is freezing the
Recreation Manager position. Freezing this position allows for immediate cost savings, and
provides time to evaluate potential efficiencies that could result from moving the Natural
Resources Program into the Parks and Recreation Department..
The evaluation of that reorganization, the pros and cons, and the manner in which it could be
accomplished is recommended to be undertaken during 2011-12. Once a thorough evaluation
has been completed, and stakeholders, both internal and external have had time to provide input,
staff can recommend the preferred outcome which could include: restructuring the Recreation
Manager position as part of a reorganization with Natural Resources, filling the position as
presently structured, or eliminating the Recreation Manager position.
City Clerk Pilot Program
The 2009-11 Financial Plan included a pilot program reorganizing the City Clerk's Office as a
division with the Administration Department. Prior to 2009-10, the City Clerk's Office was a
separate department with its own department head. Combining the activities of the City Clerk
with the Administration Department has resulted in organizational efficiencies and cost savings
for the City.
The cost savings attributable to personnel between the last full year when the City Clerk was its
own department (2008-09) and the current budget for the program (2010-11) is $129,900. These
cost savings are realized because the City Clerk position was transitioned from the department
head level to that of a division manager. In addition, administrative staff support in the City
Clerk's Office has been reduced. The City Clerk has relied on temporary staffing to a greater
degree when workload increases, such as during the 2010 election.
These cost reductions have been realized without a substantial reduction in service because of the
hard work and dedication of the City Clerk and staff. The reorganization of responsibilities
provides the City Clerk with substantially more time to perform the functions of the Clerk's
Office because the position does not have the additional obligations and time commitments of a
department head.
B2-15
. i 1
Strategic Budget Direction Page 16
The ability of the City Clerk to allocate more time to the office role, as opposed to an
administrative role, has allowed for overall staffing in the office to be reduced. A succession plan
that relies on employees outside of the Clerk's Office is being developed to address the potential
that the Clerk may not be able to attend a City Council meeting. Currently, the next in line to fill
in for the Clerk is the Administrative Assistant 11 who works in the Clerk's Office. However,
additional staff members, such as the paralegal in the City Attorney's Office may also be
available to fill in once the plan is completed.
As administrative support is reduced in the Administration Department, the Clerk's Office has
recognized the need for a more streamlined approach to delivering the Council agenda packet
that is currently a labor-intensive effort. An effort is currently underway to develop and
implement an electronic agenda process, which will reduce staff time spent preparing the agenda
and provide a substantial improvement in customer service because of increased access to the
agenda, minutes and video of meetings through the City's website.
Proposed budget reductions to produce a balanced budget will impact the Clerk's Office. The
Administration Department is proposing to eliminate a vacant Administrative Assistant III
position. This proposed position reduction will be balanced by a new intern program that will be
supported by increased temporary staff salaries. Temporary staff salaries are also proposed to be
augmented to address work efforts relative to potential ballot measure verification efforts or other
one-time activities that may arise. Total savings is expected to be over $70,000 annually going
forward. Overall, staff is recommending that the City Clerk program be made a permanent
division within the Administration Department beginning in 2011-12.
Communication Strategies
Although no Council direction is required at this time, Staff is including an update on the Budget
Communication Strategy for Council's information. On March 1, 2011, the City Council
reviewed a proposed Budget Communications Plan. The Plan was prepared by a consultant and
included recommendations for the development of a more formal communications strategy to be
led by the Assistant City Manager. After reviewing the report, the Council created a sub-
committee including Council Members Carter and Smith. Staff met with the sub-committee on
March 25th and additional meetings will follow. Although no funding is currently proposed to
implement the communications strategy, the sub-committee may bring forward a
recommendation to the Council to provide resources for future communications efforts. .
What May Change About The Gap
The projected annual gap for 2011-13 that is reflected in our update of the General Fund Forecast
is our best estimate of the gap facing us at this time and it provides an important framework for
our budget-balancing efforts. However, since the underlying factors driving this gap are not
static, the gap itself cannot be static. Accordingly, it will most surely change based on better
information when Staff issue the Preliminary Financial Plan in May —and continue to change
afterwards. The most likely areas of change include:
B2-16
Strategic Budget Direction Page 17
1. Sales tax, transient occupancy tax (TOT) and other major revenue estimates.
2. Funding for Major City Goals and Other Important Objectives (a separate topic of Council
review at the April 12 meeting).
3. Adjustments that may result from changes to the State budget in the areas of public safety
funding, notably in the COPS program and booking fees. While Staff have reflected a loss of
COPS funding and an increase to booking fees to be paid to the County, it is possible that
legislative action may have a favorable effect on these projections. On the other hand, with
the stalemate currently existing over the State budget, it is also possible that further actions
that might negatively impact our fiscal situation might be taken.
4. Additional costs that may arise from the County due to the State budget situation. For
example, the Police Chief recently received a letter from the County Health Agency Director
advising that effective July 1, 2011 the County will start seeking reimbursement from the
cities for the cost of conducting forensic sexual assault exams on adult and child victims.
Although the County has traditionally absorbed these costs,in light of State Budget costs they
are now proposing to charge cities for the exams. Cities are legally responsible under the
Penal Code for these costs. Estimated costs for the City are $20,000 per year. Staff is
following this issue and will include it in the Preliminary Financial Plan.
As discussed earlier, Staff believes that the 2011-13 Financial Plan reflects the City's "new
financial reality" and provides a good base for our financial sustainability journey. Nevertheless,
a number of uncertainties still remain. These include potential additional requirements for
capital in the areas of fleet and information technology and building facilities and potential State
and County budget impacts. Ca1PERS employer rate increases and the uncertainties associated
with cash flow considerations and actuarial assumptions continue to be troubling. Staff is also
closely monitoring our major revenues as they begin their moderate recovery to identify any
variances from what Staff has estimated.
These continuing uncertainties underscore the need to keep our reserves at minimum policy
levels, since they are our first line of defense for any future financial challenges which may arise.
The 2011-13 Financial Plan maintains our reserve policy of 20% of operations over the two year
period. The first year of the Financial Plan dips slightly into the 20% reserve amount to reflect
the fact that some of our budget balancing strategies will take some time to implement, By 2012-
13, the reserve returns to the full 20% level and is maintained at that level for the rest of the five-
year period.
Participation of the Enterprise Funds in this Process
The enterprise funds — water, sewer, parking, transit, and golf— account for about 40% of the
City's financial operations. While the focus of this report is on the General Fund, the enterprise
funds have also participated in this process, examining operations and capital improvement
programs in order to ensure their financial sustainability. Budget reduction options for the
enterprise funds have been provided for your information. If the Council has concerns about any
of these options, it would be helpful to understand these now. Otherwise, Council will be
reviewing the budget and rate recommendations for the enterprise funds on June 14, 2011.
B2-17
Strategic Budget Direction Page 18
Next Steps
Based on the strategic budget direction that Staff receives from the Council at this meeting, Staff
plan to finalize preparation of the Preliminary Financial Plan and issue it by May 26, 2011. This
will be followed by four budget workshops and hearings. The following summarizes the key
next steps for the Council in the 2011-13 budget process:
Council Budget Review: Remaining Steps
1. Preliminary Financial Plan overview and General Fund operating programs. June 2
2. General and other non-enterprise fund CIP projects. June 9
3. Enterprise Fund operating programs, CIP projects, revenue and rates (water, sewer, June 14
parking, transit and golf).
4. Continued review and adoption of Financial Plan. June 21
SUMMARY
The purpose of this step in the budget process is to present the Council with a conceptual strategy
for balancing the budget for 2011-13. Its purpose is not "budget approval:" that process will
begin with issuance of the Preliminary Financial Plan in May 2011, with four Council study
sessions/hearings to follow before budget adoption. Moreover, there are still too many
unknowns—both on the revenue and expenditure side—for a "final" plan at this point in the
process. However, in preparing the Preliminary Financial Plan, Staff need "strategic" guidance
from the Council on key pieces of the budget-balancing.puzzle.
ATTACHMENTS
1. General Fund Five-Year Forecast Summary
2. Proposed Five-Year General Fund Capital Improvement Plan—No Fleet
3. Revenue Enhancement Options
4. Significant Operating Program Changes
5. Operating Cost Reduction Options
T:\Council Agenda Reports\Finance&IT CAR\Finance\201 I\CAR Strategic Budget Direction-April 12 2011 v6.doc
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B2-23
Attachment 3
Enhanced code enforcement $ 74,100 $ 74,100
Enhanced business tax/license enforcement 50,000 100,000
Lease of conduit space 40,000 40,000
Rent Ludwick Center computer room 11,000 11,000
School district funding for School Resource Officer 126,200 126,200
Street sweeping services 85,000 170,000
Public Art administration from Public Art fund 5,000 5,000
Downtown activity support from the Downtown Association 25,000 25,000
Total Revenue Enhancement Options $416,300 $551,300
B2-24
REVENUE ENHANCEML.4TS
CODE ENFORCEMENT COST RECOVERY Attachment _
Summary
In 2004, City Council adopted Resolution #9558 which established cost recovery fees for the code enforcement
program. Another intent of Resolution #9558 was to create a deterrent for the existence of code violations. In
practice, the cost recovery fee was only assessed to the most egregious violators; therefore it has never been
implemented as intended. This was discovered as staff was again researching cost recovery practices. Use of the
fees as intended in 2004 could allow the code enforcement program to recover up to 27% of program costs.
Key Objectives
1. What will this change accomplish?
a. Using the fee as originally intended by Resolution #9558 will result in better cost recovery for the
code enforcement program.
b. A choice to require violators to pay fines as soon as the second notice of violation will result in 27 %
cost recovery for the code enforcement program.
c. City staff will have better tools to deal with violators which will help support upcoming
Neighborhood Wellness Major City Goal efforts.
Existing Situation: Factors Driving the Opportunity for Change
Current practice related to use of approved code enforcement fees.
Subsequent to the adoption of the code enforcement fees, changes occurred within the code enforcement
program. During the 2007-09 budget process the Increased Building and Zoning Code Enforcement program was
approved. Additional staff was added and the pro-active efforts at that time resulted in the staff of the
Community Development Department adopting policies and practices that was a bit kinder to the violators.
Because the majority of the cases were getting resolved staff did not apply the fees as quickly as the cost
recovery resolution was approved for. The cost recovery fees are currently only assessed to the most egregious
violations or the most recalcitrant violators. With neighborhood code enforcement still in need of improvement,
the previously approved fees can be a part of a more rigorous compliance program.
Neighborhood Wellness is one of four Major City Goals this year.
Residents within local neighborhoods recently spoke out at public meetings and as a result of those discussions
Council has adopted Neighborhood Wellness as a Major City Goal. It is apparent that based on testimony given
at these recent meetings that community groups are supportive of better tools for code enforcement to promote
neighborhood wellness. There is the feeling that the kinder approach of seeking voluntary compliance at all cost
is not creating a deterrent to causing violations. The community groups want more action to be taken by city
staff including being more pro-active to find violations and once discovered ensure there are deterrents from
having a reoccurrence. The Police Department has recently brought forward several initiatives related to noise
and unruly gathering nuisances and the community was supportive of the more strict fine structures and the effort
has resulted in fewer occurrences of problems. It may be time to create a level playing field for how all
violations are handled with swifter action regarding obtaining compliance and reducing the risk that there will be
future violations.
B2-25
REVENUE ENHANCEML,4TS
CODE ENFORCEMENT COST RECOVERY Attachment 3
Current cost of providing the service.
Based on the recent service categorization analysis the code enforcement program costs the City approximately
$276,000. These costs include the salaries and overhead costs for all positions associated with investigating and
resolving code enforcement violations. In addition to the 2 Code Enforcement Officers the program relies on the
efforts of the Chief Building Official and Assistant Building Official who oversee and administer the program, 2
Building Inspectors are responsible for investigating and clearing building code violations and the Permit
Technician provides administrative support..
Goal and Policy Links
1. Consistency with User Fee Cost Recovery Policy
Consistent with adopted Council Resolution#9558.
2. Practices in Other Cities
Many agencies rely on the investigation fee as allowed by the building code or they have adopted
administrative citation policies that may apply. Seven communities out of the 16 surveyed have
developed an alternate fee similar to the City of San Luis Obispo. These communities are marked with an
asterisk in the table below.
3. Major City Goal for fiscal health
Affirming that fees should be collected at appropriate times will take the City closer to complying with
this goal.
4. Operating Program Goals
Maintaining staffing levels within the Building & Safety Division and the Code Enforcement Office will
help enable the City to fulfill the objectives of the work programs within this division and fulfill the
objectives of the upcoming Neighborhood Wellness Goal.
Service Categorization Criteria
The operating programs within the Building&Safety Division are either legally mandated or related to public
safety categories 1 and 2.
Program Work Completed
There have been increases in the number of code enforcement cases due to staffing increases and there
may be a slight increase related to the more proactive efforts that are proposed through the new
Neighborhood Wellness Major City Goal.
B2-26
REVENUE
2
CODE ENFORCEMENT COST RECOVERY Aftachment 3
Practices in Other Agencies
County Agencies Current Fee Benchmark City Current Fee
City of Arroyo Grande None *City of Chico $300-$600
City of Atascadero Yes Davis $100-$1000
City of Grover Beach $100-$500 Monterey $500 per day
*City of Morro Bay 2x Permit Fee+$100 Napa $100-$1000
*City of Paso Robles $495 *Palm Springs $100-$1000+$101/hr
*City of Pismo Beach 2x permit+$125 Santa Barbara None
*San Luis Obispo County $401 *Santa Cruz 2x permit+$100
Santa Maria 2x permit
Ventura $400-$1200
* Altemative fee similar to City of SLO.
Current Fee Proposed Fee
City of San Luis Obispo 2x permit+ $309.30 2x permit+$309.30
Program Constraints and Limitations
A significant factor regarding achieving the anticipated cost recovery is how cooperative code violators are. If
everyone who receives a violations takes quick action to resolve the issue the City may not collect the cost
recovery fee to the level predicted. The investigation fee will still be due and it could be assessed to achieve
some recovery of costs.
Stakeholders
The major stakeholder associated with code enforcement efforts are the Police Department and members of
Residents for Quality Neighborhoods (RQN). Chief Linden has reviewed the report and recommends approval.
Based on comments received from RQN representatives at the recent budget workshops, this proposal would be
supported by its members also.
Implementation
Task bate
1.
. -
1. Begin applying previousl authorized fee in a consistent manner. July,2011
B2-27
2
REVENUE ENHANCEML.4TS
CODE ENFORCEMENT COST RECOVERY Aftachment 3
Key Program Assumptions
Code Enforcement activities have increased since the adoption of the fees.. Staff now deals with approximately
500 cases per year. However, on average 100 of these cases are related to sign enforcement and staff utilizes the
administrative citation process to resolve these issues. The fees will apply as originally proposed in a three tiered
system-
Tier
ystemTier 1 assumes the violation is self surrendered, therefore no fees would be assessed.
Tier 2 would only double the permit fee because the violation is discovered by staff and a case is opened.
Tier 3 would be assessed in addition to doubling the permit fees and would apply to recalcitrant violators after
second notice or second offense violations for the same property owner.
Tier 2 violations would be subject to a minimum$131.00 permit fee and an inspection fee equal to the permit fee
or a minimum of$262.00.
Because there was a cost of living adjustment factor applied to the Tier 3 fee the updated fee,as recently adopted,
in the City's fee schedule is $309.30 and the minimum permit fee is $131.00. The current fee schedule shows the
adopted fees related to code enforcement activities which is consistent with the intent of Resolution 9558 (2004
Series).
Regarding the Tier 3 fees, approximately 40% of the code enforcement cases still require a second notice be sent.
Deducting the 100 cases that involve sign violations, which are proposed to remain subject to administrative
citations, although this higher fee could apply, would leave an average of 400 code enforcement cases that would
be subject to normal processing. 40% of these 400 cases or 160 cases per year would likely be sent a second
notice and be subject to the$309.30 fee for an annual estimate of approximately$49,500.
Staff has been applying the Tier 2 fee to some cases since 2004, however if violators can clear violations within 7
days staff has not been assessing the double permit fee. Assuming 75 % of the total average cases will require a
permit to resolve the violations and 50% of those amounts are already paying the Tier 2 fee. That means staff
should be assessing fees on 188 more cases than is currently being done. That means there is potentially$24,600
in lost revenue that could be recovered based on the original intent of fee resolution#9558.
Based on the Service Categorization analysis the code enforcement program is costing the City approximately
$276,000 which includes costs for the estimated amount of time that the Building Official, Assistant Building
Official, Plans Examiner,Building Inspectors, Code Enforcement Officers and the Permit Technician are utilized
to help with code enforcement efforts. Following the cost recovery efforts that were established in 2004 would
result in 27% cost recovery for the program.
Alternatives
Continue the Status Quo.
Do nothing and staff will continue to only apply the cost recovery fee to the most egregious offenders, however
this is not recommended because the cost recovery objectives will not be met and additional efforts to reduce
code violations are still needed.
Defer or Re-Phase the Request.
B2-28
REVENUE ENHANCEMLATS __JE
CODE ENFORCEMENT COST RECOVERY AftaChment
Defer the request until more public outreach is done. Staff could implement changes after seeking feedback from
community groups, however comments at recent Council meetings indicate that pro-active code enforcement is
synonymous with use of deterrents such as charging fees for violations of the code.
Change the Scope of Request.
A choice could be made to charge the cost recovery fee in every circumstance when a violation has been
discovered. Only cities with the most aggressive code enforcement tactics are doing this such as Azusa. This
could result in collection of over$200,000 in cost recovery monies or 74 % of program costs.
Collecting a lesser amount would result in a reduction of the cost recovery efforts.
Implement in a Different Way.
Staff could prepare an analysis and propose a new fee structure to achieve a higher level of cost recovery. This
effort could be done in conjunction with the public outreach efforts that are planned for the implementation of the
Neighborhood Wellness Major City Goal.
Financial Analysis
Revenue Potential Summary
New Revenue 2011-
Description Annual Activity Proposed Fee 12 New Revenue 2012.13
2x permit fee (inspection fee) 188 131 24,600 24,600
Cost Recovery Fee 160 309 49,500 49,500
Total Potential Revenue 74,100 74,100
B2=29
REVENUE ENHANCEMLATS
ENHANCED BUSINESS TAX AND LICENSE ENFORCEMENT Attachment 3
Summary
Increasing efforts to gain complete business tax and license ordinance compliance will increase General Fund
revenue$50,000 in 2012-13 and$100,000 per year going forward.
Key Objectives
1. Increase revenue by taking a more proactive approach to business tax and license ordinance enforcement.
2. Obtain full business tax and license compliance from all City businesses.
Existing Situation: Factors Driving the Opportunity for Change
Business tax and license revenues are an important part of the City general fund budget. Taxes paid provide vital
public services that directly benefit local residents and businesses. It is also important to assure business owners
who pay their fair share of taxes that the City is taking reasonable steps to ensure that.others are doing the same.
Obtaining full compliance from all City businesses and collecting all tax and license revenue due to the City is in
the best interest of the City organization and all of the City's residents and businesses.
Historically the City has taken a reactive approach to business tax and license enforcement; it is has been limited
to "tips" from the public and City employees about non-compliant businesses and information about new
businesses from fictitious business name statements. Many cities take a more proactive approach to identify
businesses that are not in compliance with their business tax and license ordinances. Some methods used by
cities with more assertive enforcement programs are frequent site visits to look for new businesses and taking
advantage ofthe Franchise Tax Board's AB63 Tax Discovery Program.
In 2010-11, the Finance Department performed an enforcement effort focused on owners of residential rentals.
Many rental property owners did not know that the City of San Luis Obispo Municipal Code requires that all
operators of rental properties maintain a valid Business Tax Certificate (certificate). This focused effort resulted
in the discovery of many more rental property owners operating without a certificate than expected and resulted
in approximately 1,500 new certificates and $100,000 in new business tax and license revenue. The unexpected
number of non-compliant businesses in one industry group has led City staff to believe that there are many other
businesses throughout the City that do not have a certificate and are not paying their fair share of business tax
and license fees. By proactively looking for these businesses rather than waiting for them to come to us, we hope
to obtain full business tax and license compliance and increase general fund revenue.
Goal and Policy Links
1. Implementation of 2011-13 Major City Goal: Preservation of Essential Services and Fiscal Health—
enhancing current revenue sources
2. Municipal Code §3.01 Business Tax Certification
Service Categorization Criteria
Business license and tax is a service priority ranking#3; a high mid-range service as established by the
Municipal Code.
B2-30
REVENUE
ENHANCED BUSINESS TAX AND LICENSE ENFORCEMENT A achment.1—
Program Work Completed
Registration to participate in the Franchise Tax Board's AB63 Tax Discovery Program has begun.
Practices in Other Agencies
Other agencies and governmental finance groups such as California Municipal Revenue and Tax Association
(CMRTA) and California Society of Municipal Finance Officers (CSMFO) will be contacted as a part of
developing the project plan.
Program Constraints and Limitations
There is an element of unknown; there may already be a high level of tax and license compliance in the business
community. In this case, the second objective of this project, obtaining full business tax and license compliance
from all City businesses, would be met but the first objective, increasing revenue by taking a more proactive
approach to business tax and license ordinance enforcement, would not.
Stakeholders
Business tax and license revenues are an important part of the City general fund budget. Taxes paid provide vital
public services that directly benefit local residents and businesses. Obtaining full compliance from all City
businesses and collecting all tax and license revenue due to the City is in the best interest of the City organization
and all of the City's residents and businesses.
Before beginning the residential rental enforcement, the City issued a press release. This proved to be a
successful way to forewarn the public that the enforcement would begin. Press releases and contact with
business groups such as the Chamber of Commerce.will be an ongoing part of the City's new proactive approach
to business tax and license enforcement.
Implementation
The project plan will outline how to begin and then maintain ongoing business tax and license enforcement
efforts.
Date
1.
. -
1. Develop an Ongoing Project Plan. 08/01/11
2. Public Outreach. 10/15/11
3. Begin Enforcement Efforts based upon Project Plan. 11/15/11
Key Program Assumptions
It is assumed that there are non-compliant businesses operating in the City and that the ongoing enforcement
efforts will be able to be performed as a part of the regular business tax accounting assistant duties.
Alternatives
Continue.the Status Quo. This will lead to unrealized City revenues and businesses within the City that do not
comply with the business tax and license ordinances.
B2-31
REVENUE ENHANCEML.,dTS
ENHANCED BUSINESS TAX AND LICENSE ENFORCEMENT Attachment 3
Financial Analysis
This ongoing project will be accomplished with existing staff. The business license accounting assistant desk is
cyclical; it is very busy during the summer renewal period but slows down for the rest of the year. This position,
with the assistance of the Revenue Supervisor, will take on the new enforcement efforts during the slow time of
year.
Revenue Potential Summary
Revenues are expected to be less in the first year for two reasons:
1. All businesses pay the minimum business tax and license fee the first year. They begin paying based upon
gross receipts the first year that they renew their certificate which will be the second year of the financial
plan for new businesses in the fust year,
2. As enforcement efforts continue it is expected that there will be still more new certificates issued in the
second year.
New Revenue 2011 New Revenue 2012-
Description
012-
Des ' tion Annual Activity Current Fee 12 13
Business License 735 $ 43 31,617 63,235
Business Tax 735 $ 25 18,382 36,765
Total Potential Revenue 50,000 100,000
B2-32
REVENUE ENHANCEMLATS
DATA CONDUIT LEASING AftaChmentJ__
Summary
Leasing air space in City-owned data conduits for fiber optic cables will increase General Fund revenue $40,000
in 2011-12 and 2012-13.
Key Objectives
1. Increase revenue by utilizing a City-owned asset.
2. Provide additional fiber optic connections for local businesses.
3. Enhance the City's ability to attract technology firms.
Existing Situation: Factors Driving the Opportunity for Change
A local Internet Service Provider (ISP) has expressed interest in utilizing the City's data conduit space to run
fiber optic cables between the Downtown corridor and the southern part of the City. It has been determined that
this could be done with minimal impact to City resources. "Socks" can be placed within the data conduit,
ensuring that the City can use any unallocated air space in the future or lease the conduit to multiple businesses
or agencies. There may be other local or external businesses interested in leasing the fiber or utilizing the services
provided by the ISP if this opportunity were available to them.
The availability of this resource may enhance the City's image as an attractive place to locate technology funis,
which could increase economic development activity and bring head-of-household jobs to the area.
Goal and Policy Links
1. Implementation of 2011-13 Major City Goal: Preservation of Essential Services and Fiscal Health—
enhancing current revenue sources
2. User Fee Cost Recovery Policy
3. Operating Program Goals
Service Categorization Criteria
Leasing conduit space is a service priority ranking#5 -Other.
Program Work Completed
Network Services staff have surveyed local businesses to determine the market rate for data conduit air space.
Practices in Other Agencies
Other comparable agencies do not lease out the air space in their data conduits at this time.
Current Fee Proposed Fee
City of San Luis Obispo n/a $40,000
B2-33
REVENUE ENHANCEML-.ATS
DATA CONDUIT LEASING Attachment 3
Program Constraints and Limitations
Businesses may be uninterested in leasing the space unless the conduit contains dark fiber.
Stakeholders
Network Services staff and Economic Development Program
Implementation
Task .. -
1. Issue Request for Proposal. October 2011
2. Award contract. January 2012
3. Make conduits ace available for vendor. February 2012
Key Program Assumptions
At least one business or agency will lease the entire length of data conduit. It is possible that one or more bidders
will be interested in leasing just the air space.
Alternatives
Implementation in a Different Way. The City could elect to pull dark fiber into the data conduit and then lease
the fiber strands instead of the air space. This would allow the City more control over the use of the data conduit
air space. However,this alternative is not recommended because it requires the availability of necessary funding.
Financial Analysis
Calculation of Costs
Minimal Network Services staff time would be involved.
Revenue Potential Summary
New Revenue 2011New Revenue 2012
Description I Annual Activityl Proposed Fee 113
Conduit space lease 1 40,0001 40,0001 40,000
Total Potential Revenue 40,000 40,000
B2-34
z
RENTAL OF OFFICE SPACE AT THE LUDWICK COMMUNITY CENTER A ChMWU
Summary
Renting office space (formerly the Boy Scout office) at the Ludwick Community Center (LCC) will generate
revenue of approximately $11,000 per year. The space is currently underutilized; the current uses can be easily
relocated.
Key Objectives
1. Generate additional revenue for the Parks and Recreation Department.
2. Maximize utilization of the LCC.
Existing Situation: Factors Driving the Opportunity for Change
The LCC office consists of one main room, one private office and two bathrooms (male and female). The office
is independent from the rest of the Center, has private access as well as an independent alarm system (not
connected to the rest of the Center). In addition, ample parking is available (both on and off street parking
utilizing the Center's lot). The proximity to downtown and transit center are added amenities.
Currently,the LCC office is primarily utilized for the Computer Partners program (computer training for seniors).
The Computer Partners program can be easily relocated to the Arts and Crafts room at the LCC to accommodate
the rental.
Goal and Policy Links
1. Consistency with User Fee Cost Recovery Policy
2. Major City Goal for fiscal health
Service Categorization Criteria
3 =Facility Management.
Program Work Completed
A commercial real estate agency has been contacted to assist with best guess estimates of rental
potential.
Program Constraints and Limitations
Renting out the LCC office will limit space available for potential City events/programs and outside user group
rentals.
Stakeholders
Potential user groups may be affected; however, these groups can be easily accommodated at alternate facilities.
B2-35
RENTAL OF OFFICE SPACE AT THE LUDWICK COMMUNITY CENTER Aflachmerl 3
Implementation
Task Date
1. Begin advertising rental space June 2011
2. Move computers to Arts& Crafts Room for Computer Partners program June 2011
3. Finalize rental agreement with new renter July 2011
Key Program Assumptions
Based on information received from a local commercial real estate agent, it is assumed that the revenue potential
for rental of the space will remain the same or potentially increase.
Alternatives
1. Continue the Status Quo. Forego potential revenue from long-term rental of LCC office, resulting in other
budget reductions from Parks and Recreation operating budgets.
2. Defer or Re-Pltase the Request. Rental of the Computer Room could be delayed until 2012-13.
Financial Analysis
Calculation of Costs
The cost to rent the facility is 6%of the total rent for the first five years and 3%thereafter.
Revenue Potential Summary
New Revenue 2011 NewRevenue2012-
Description Annual ActivityProposed Fee 12 13
Renting of Computer Room at LCC 11,000 11,000
(1.25 per sq ft-6%Broker fees) -
Total Potential Revenue 0 11,000
Offsetting Costs
Net Revenue Enhancement 0 11,000
B2-36
• • -
-
FUNDING FOR SCHOOL RESOURCE OFFICER(HIGH SCHOOL) Aachmen$ 3
Summary
A tentative agreement pending formal approval by the San Luis Coastal School District will generate
approximately $126,200 in new revenue annually to fund 75% of the cost of a Police Department School
Resource Officer.
Key Objectives
1. Maintain School Resource Officer position with offset funding from school district
2. Continue to provide enforcement and education services to the high school
Existing Situation: Factors Driving the Opportunity for Change
The Police Department funds two School Resource Officer (SRO) positions that are responsible for various
duties related to the K-12 schools in the City. The positions are filled by police officers who have been specially
selected for the assignments. One SRO primarily handles issues related to the high school, including security
planning, investigations involving students (on and off campus), early intervention meetings, curfew hearings,
resource and liaison with school staff, and response to calls for service at the school.
The Police Chief has been in communication with the San Luis Coastal School District Superintendent to discuss
shared funding of one SRO position primarily dedicated to the high school. A tentative verbal agreement has
been reached for the District to fund 75% of the cost of the position with the City funding the remaining 25%. If
approved by the City Manager, the Police Chief will work with the Superintendent to formalize the funding
agreement. The funding will help offset existing staffing costs to the General Fund.
Goal and Policy Links
1. Major City Goal for fiscal health
2. Operating Program Goals
Service Categorization Criteria
The high school SRO position is included in the Investigative.Services division and was assigned service
prioritization category 4(Mid-Range).
Program Work Completed
Discussions have been held between staff and the San Luis Coastal School District Superintendent and a
tentative funding agreement has been reached pending formal approval.
Practices in Other Agencies
Staff is aware that many other police agencies in California that have SROs share the funding of the positions
with their school districts.
B2-37
FUNDING FOR SCHOOL RESOURCE OFFICER(HIGH SCHOOL) Anachmentl.
Program Constraints and Limitations
If at some point the District discontinues funding the City would either need to resume paying the full cost of the
position or reduce or eliminate the program.
Stakeholders.
1. Students and school staff at the high school
2. Parents of high school students
Implementation
1. Implement partial funding for SRO(high schoolposition 1 7 77/ /11
Key Program Assumptions
Revenue assumptions are based on a preliminary commitment from the San Luis Coastal School District; pending
official approval,to provide funding for the SRO position.
Alternatives
1. Deny request: Accepting funding from the San Luis Coastal School District to offset a substantial
portion of the SRO position will allow the City to continue this valuable program at a significantly
reduced cost. If the funding is not accepted, the Police Department will need to recommend elimination
of this position and will need to place a filled position on its reduction option list which could result in
the lay off of an existing officer. Therefore, staff does not recommend this alternative.
Financial Analysis
Calculation of Costs
The following costs are estimated based on 2011-13 salary and benefit projections for current SRO. Costs may
change due to officer assignment.
Estimated Staffing Costs 201143 ; 2012-13
Salary 102,600 108,000
Benefits 65,700 72,000
Total 168,300 1-8-0,-0-0-0
Potential Offset Funding 75% $126,200 $135,000
Balance paid by General Fund S42,100 $45,000
B2-38
s �
FUNDING FOR SCHOOL RESOURCE OFFICER(HIGH SCHOOL) AttaChment-l--
Revenue Potential Summary
New Revenue New Revenue 2012
Description Annual Activity Proposed Fee 2011-12 13
Potential Funding for SRO position 126;200 135,000
undin 75%of salary and benefits) -
Total Potential Revenue 126,200 135,000
Net Revenue Enhancement 126,200 135,000
B2-39
STREET SWEEPING Attachment 3
Summary
Providing funding for street sweeping through trash billing will provide a regular income stream and generate
$85,000 in revenues in 2011-12 and $170,000 annually thereafter.
Key Objectives
I. Transferring of the cost of sweeping from the General Fund to the trash billing will provide a more reliable
income stream for sweeping which is an important element of clean water and required under the City's
Stormwater Management Plan approved by the Regional Water Quality Control Board.
2. Transferring the cost allows General Fund revenue to be freed up to support Council Goals and Measure Y
initiatives.
Existing Situation: Factors Driving the Opportunity for Change
1. Street sweeping has moved from a nice service provided by the City to a mandatory stormwater activity.
2. Demands on the General Fund to support important community goals and desires is increasing.
3. Current costs to provide sweeping are estimated at $168,000, including one full-time regular staff person,
annual equipment replacement and maintenance costs, fuel, disposal, and contract sweeping.
Goal and Policy Links
1. This is a practice used by several other cities in the state
2. Major City Goal for fiscal health
3. Operating Program Goals to comply with Stormwater Management Plan requirements
Service Categorization Criteria
1 =Mandated
Program Work Completed
Preliminary cost analysis was performed two years ago to estimate the trash customer billing rate.
Practices in Other Agencies
As part of the Public Works department assessment, the consultant identified this revenue enhancement and
noted that it is a common practice in a number of cities, including Azusa, Belmont, Duarte, Lompoc, Mountain
View, Redding, Redondo Beach, Sacramento, San Gabriel, San Jose, San Marino, San Mateo, South Pasadena,
Sunnyvale and Whittier, and indicated there were others.
Staff contacted other agencies in the county as well as the comparison cities that have been used in the past
several years. The local cities typically fund sweeping out of their general fund. Of the seven comparison cities
that responded, three fund it through trash and another is looking into making the shift. Another three have
alternate funding sources including parking violation money (streets posted no parking for sweeping,) some bed
tax, and stormwater assessment fees.
B2-40
STREET SWEEPING Attachment 3
Program Constraints and Limitations
There is significant public involvement that will be needed to implement the proposed transition of the sweeping
costs from the General Fund to trash customers. The public may not be receptive to this change although the
estimated annual cost is fairly low (ranging from $3 per year for residential properties to $15 for large users.)
Some of the level of receptivity may be a function of this budget process and future employee concessions. Either
way, time will be needed to finalize the exact amounts, determine if such a change requires voter approval, and
complete the necessary work to actually include the costs on the billing.
Stakeholders
Trash customers will experience a cost increase as part of this change, ranging from and estimate $0.25 to $1.25
per month. Information will be provided through outreach in either the City or the trash company billing in
addition to normal noticing,of informational meetings and Council hearings.
Implementation
Task -bate----
1. Develop Project Plan—Including cost refinement, outreach,Council review, timeline for August 2011
implementation
2. Implement Project Plan Sept. 2011
3. Implement transfer if approved (If voter approval required—this date would be subject January 2012
to adjustment to meet available election timing)
Key Program Assumptions
The biggest assumption is that Council and the community will be supportive of the need to provide this solid
revenue stream.
Alternatives
1. Continue the Status Quo. Street Sweeping will continue to remain as a General Fund supported effort and
compete with other community needs.
2. Change the Scope of Request. The transfer to trash billing could be for only a portion of the costs, reducing
the impact to the trash customer. For example, if only half of the estimated costs were captured this way, cost
would total $1.50 annually for a residential customer.
B2-41
STREET SWEEPING Attac ' merit 3
Financial Analysis
Calculation of Costs
Description 'Effective January 1.20121
Item Rate Annual Amount 2011-12* 2012-13
Heavy Equipment Operator 89,682 1 44,900 89;700
Equipment Replacement 175,000 0.13 10,900 21,900
Life Equipment Repairs 25,000 0.13 1,500 3.100
Fuel 4.45 7,800 17,400 34,700
Contract Sweeping 3,565 1 1,800 3,600
,Disposal 15,000 1 8,500 17,000
Total Revenue 85,000 $170,000
Revenue Potential Summary
Providing funding for street sweeping through trash billing to provide a regular income stream will generate
approximately $85,000 in year 2011-12 and $170,000 annually after that. Revenue is based on the initial review
of current costs incurred by the City to complete street sweeping as shown above.
B2-42
USE OF PUBLIC ART IN LIEU FEES FOR ADMINISTRATIVE COSTS AttaChMent 3
Summary
The use a portion (5%)of the public art in-lieu fees(from private development and the CIP program)to cover
administrative costs associated with the public art program is expected to generate net new revenue of
approximately$5,000 a year. The amount of revenue collected will vary from year to year depending on the
number and size of the CIP program and private development projects. To accomplish this. a change in the
City's Visual Arts in Public Places policy is required.
Key Objectives
Offset administrative costs associated with the public art program.
Existing Situation: Factors Driving the Opportunity for Change
1. Demand on the General Fund to support important community goals and desires is increasing.
2. Current staffing costs to manage this program are estimated at a total of$13,000 annually(10% of Recreation
Manger salary).
Goal and Policy Links
1. Major City Goal for fiscal health
2. Visual Arts in Public Place policy
Service Categorization Criteria
5 =Other
Program Work Completed
None to date.
Program Constraints and Limitations
Adopted by Council in 1990, the Visual Arts in Public Places program instituted in-lieu fees that have resulted in
the City acquiring and installing 36 pieces of public art. One hundred percent of the fees collected have been
used toward the selection, acquisition, and installation of art. Since the program's inception, the management of
the program has been absorbed by various Departments (CDD, Administration and Parks and Recreation). The
Public Art Coordinator duties are currently intertwined with the filled Recreation Manger's duties in Parks and
Recreation. Under this existing model, it is estimated that the management of the program is about 10% of the
Recreation Manger's duties.
In the 2009-11 Financial Plan,the CIP program allocation towards public art was reduced from the policy level of
1% to .5%. This proposal would further impact the funds available for public art projects. In addition, the
proposal would require a change to the Visual Arts in Public Places Ordinance which reads: "... in-lieu fees are
deposited in an account maintained by the City Finance Director and may be used for acquisition,
installation, and improvement of public art in the City."
R2-43
USE OF PUBLIC ART IN LIEU FEES FOR ADMINISTRATIVE COSTS Attach9if Ont
Stakeholders
ArtsObispo (San Luis Obispo County Arts Council),the Art in Public Places Committee, and other arts advocates
are likely to disagree with this change as this would result in less money being allocated towards art.
Implementation
Task Date
1. Implementation of 5% cost recovery for administrative costs associated with the public July 2011
art program
Key Program Assumptions
Based on data from previous Financial Plans, it is assumed that the administrative cost recovery from private
development will range from $2,500 to $10,000 for a two year budget. The cost recovery from the CIP would be
a transfer of funds and not net new revenues. Staff assumes the policy would be applied to both private and
pubic projects.
Alternatives
1. Continue the Status Quo. Forego potential revenue.
2. Defer or Re-Phase the Request Revenue can be delayed until 2012-13, revenue potential can be phased (i.e.
3% in 2010-11 and 5% in 2011-12)or a flat fee can be instituted(i.e. $2,500 per year).
Financial Analysis
Calculation of Costs
The revenue potential is based off of 5%of total public art in-lieu fees collected.
Revenue Potential Summary
New Revenue 2011-
Description
011Descr tion Annual Activity Proposed Fee 12 New Revenue2012-13
5% of public art in lieu fees $100,000-$200,00 5.00% $2,500410,000 $2,500410,000
Total Potential Revenue $2,500-$10,000 $2,500410,000
Offseaing Costs
Net Revenue Enhancement $2,500-$10,000 1 $2,500-$10,000
R2-44
DOWNTOWN ACTIVITY SUPPORT
Summary
Agreement with the Downtown Association on assistance in funding Farmer's Market activities and downtown
cleanup will provide $25,000 in revenues annually.
Key Objectives
1. Increasing the revenue from the Downtown Association to support the provision of restrooms and traffic
control for Farmer's Market and general downtown cleaning will reduce the burden to the City's General
Fund to provide these services.
2. Transferring the cost allows General Fund revenue to be freed up to support more Council Goals and
Measure Y initiatives.
Existing Situation: Factors Driving the Opportunity for Change
1. Demands on the General Fund to support important community goals and desires is increasing.
2. Current Contract Services for Downtown Street and Sidewalk Cleaning Services cost $89;500. This contract
will be reduced by $29,000 with the elimination of sidewalk, barbeque site and trash container cleaning
services to the Downtown as part of the 2011-13 Finance Plan budget reductions.
Goal and Policy Links
1. Consistency with User Fee Cost Recovery Policy
2. 2011-13 Major City Goal for Preservation of Essential Services and Fiscal Health
Service Categorization Criteria
3 =High Mid-Range
Program Work Completed
The Downtown Association has been approached regarding potential increases to their contribution for
Downtown events and maintenance. The City has an existing agreement with the Downtown Association to
provide a mechanism for payment. The City is currently in contract discussions with the Downtown Association.
Program Constraints and Limitations
The implementation of this cost recovery can be accomplished through the agreement with the Downtown
Association. The primary constraint to implementation is the Downtown Association's ability to cover these
costs with their current revenues. Downtown business owners would potentially be opposed to additional
financial impacts to the Downtown Association's budget in this current economic climate.
Stakeholders
All of the Downtown businesses and those benefiting from other Downtown Association revenues will be
affected by the redirection of this additional funding to the City to support events and maintenance.
B2-45
1
DOWNTOWN ACTIVITY SUPPORT Attachment—I'l.
The community may be affected by the degradation of the Downtown area should these services be reduced or
eliminated by the City and not provided by the Downtown Association.
Implementation
Implementation would be completed through the Downtown Association agreement.
Key Program Assumptions
The primary assumption is that the Downtown Association can afford to pay the proposed revenue.amount.
Funding from the Downtown Association will offset current City costs. Alternatively, the following reductions
would need to be made to the budget:
The regular and temporary staff positions in Park and Street Maintenance, which provide the Portable
Restroom services and traffic control for Farmers Market, would be eliminated. These positions are
responsible for the delivery, set-up, cleaning and maintenance of the portable restrooms and traffic
control for Farmer's Market. The Downtown Association would need to provide restroom services
through a private vendor if they wish to continue having them. Trak control services will have to be
furnished via the Downtown Association if Farmer's Market is to continue as it is not an optional service.
The Contract Service allocation in the Street and Sidewalk maintenance operating budget for Downtown
Cleaning Services would be reduced or eliminated as part of the 2011-13 Financial Plan. Such a
reduction would affect sidewalk, barbeque site, and trash container cleaning in the Downtown area.
The half-time regular Street Maintenance Worker I position, which provides daily clean-up of the
Downtown, may be reduced or eliminated. This staff position is responsible for the daily trash collection,
graffiti and sticker removal, and weed abatement. Additionally this employee provides interface with
businesses and the homeless in the downtown. The Downtown Association would need to provide these
services on their own through a private vendor if they wished to have this effort continue.
Alternatives
1. Continue the Status Quo. The contribution from the Downtown could remain at its current level, providing
about half of the cost of traffic control for Farmer's Market.
2. Defer or Re-Phase the Request. Revenue increases could be phased in over the two year Financial Plan to
allow more time.for the Downtown Association to adjust to the additional costs.
3. Existing Program Evaluation. The services could be provided directly by the Downtown Association
through contract service providers. A service that would provide two of the trailer mounted type units, like
the City's, cost about $400 per night which would total about $20,000 for the year. More commonly seen
"blue rooms" are available for less. Restroom use in businesses and restaurants is considered to be less of an
issue at this time then it was when the restrooms were originally purchased because the City was under
severe water restrictions at that time. That has since changed. The current cost of this service by the City is
$12,300, not including replacement costs.
Traffic Control could be provided using a company that provides traffic control setup service. Based on
B2-46
e 1
DOWNTOWN ACTIVITY SUPPORT Aftachment—L
known hourly rates, it is estimated this service would cost approximately $18,000 per year. The current cost
of this service by the City is $15,200 plus periodic sign replacement. If the additional traffic control set up,
submitted under a separate SOPC to bring the event control up to current standards, is approved, the cost
would double to approximately$36,000. The City's cost would also double.
The costs associated with contract sidewalk scrubbing could also be transferred to the Downtown
Association to manage. At this time, staff is uncertain of the cost to provide the daily walk down of the
Downtown to remove trash, graffiti, and other items, through a contract service, as it is not a common
service.
Financial Analysis
Calculation of Costs
The costs below reflect the current temporary and regular salaries for the staff assigned to Farmer's Market and
downtown maintenance, and contract service costs included in the Public Works budget.
Line Item Description Account No. 2011-12 2012-13
Staffing ----
-
Parks Maintenance-Portable Restrooms
Temporary Salaries 50200-7014 12,000 12;500
Medicare 50200-7044 200 200
Unemployment Insurance 50200-7046 100 100
Streets Maintenance-Traffic Control &Downtown Cleaning
Regular Salaries 50300-7010 31,000 31,000
Temporary Salaries 50300-7014 5,700 5,700
PERS 50300-7040 10,000 10,500
Insurance 50300-7042 1,600 1,600
Medicare 50300-7044 500 500
Unemployment Insurance 50300-7046 200 200
Contract Services: . _ 43,600, 43,600_
Downtown Cleaning Contract Services 1562064211 43,600 43,600
TOTAL OPERATING COSTS 104,900 105,900
Revenue Potential.Summary
The costs to provide the downtown with restroom service, traffic control setup, daily downtown cleanup and
sidewalk scrubbing are estimated at $104,900 in 2011-12 and $105,900 in 2012-13. If no revenue is achieved,
there is a potential these services and staffing positions will be reduced or eliminated as part of the 2011-13
Financial Plan.
The primary assumption is that the Downtown Association can afford to pay the proposed revenue amount
The City is currently in contract talks with the Downtown Association.
The potential revenue target is set at$25,000 annually.
B2-47
Attachment 4
i Mme]:A 2
SUMMARY OF SIGNIFICANT OPERATING PROGRAM CHANGES
2011-1 2012-13
Administration
Economic Development ■ Strategy for Infrastructure Phasing and Financing 85,000 10,000
City Clerk ■ Agenda management 15,000
Administration ■ Measure Y Renewal Activities 50,000 30,000
■ Organizational analysis 37,500 37,500
Community Development
Long Range Planning ■ Land Use and Circulation Elements Update-one time 367,500 67.500
Fire Training ■ Recruit Academy 46,800
TechnologyFinance and Information
Network Services ■ Database Administrator Position 51,900 54,600
■ Enterprise Storage Growth 30,00
Support Services ■ Copier Replacements 15,000 15,000
Police Support Services ■ Dispatch Center Uninterrupted Power Supply Maintenance 7,500 7,900
■ Mobile Data Computer And In Car Video Warranty
Extension 34,300 6
Neighborhood ■ Enhanced SNAP for Neighborhood Wellness 11,000 15,400
Street and Sidewalk ■ Farmer's Market Traffic Control Upgrade 27,300 16,300
Maintenance
CIP Engineering ■ Capital Improvement Plan Delivery Support Services 32,400
Transportation Planning ■ Traffic Engineering Staff Position 111,700 117,200
and Engineering
Parking Services ■ Contract parking officer-Neighborhood Wellness 53,900 87,200
■ Planning Staff reallocation to Parking Services 64,700 64,900
B2-48
Attachment 4
SUMMARY.OF SIGNIFICANT OPERATING PROGRAM CHANGES
2011-1 2012-13
Utilities Administration ■ Exterior Painting of 879 Morro Street Building 14.000
Source of Supply ■ Water Reuse Electric Utility and Chemicals 6,700 9;300
Water Customer Service ■ Accelerated Water Meter Replacements 1,600 (2,100)
Water Treatment ■ Electric Utility.Chemicals and Contract Servcies (2.300) 22,900
Water Reclamation ■ Maintenance Projects 30,000
Facility ■ Biosolids Composting Contract 15,000
■ Utility Services and Chemicals (44,000) 17,800
Wastewater Collection ■ Laguna Sewer Lift Station Pump Maintenance 46.000
TOTAL 1,078,500 601,400
Summary By Fund
General Fund
Ongoing 313.300 288.900
One-time 594,600 97,500
Enterprise Funds
Water Fund 13,000 30,100
Sewer Fund 39,000 32.800
IParking Fund 1 118,6001 152,100
TOTAL 1 1,078,5001 601,400
B2-49
Ask
F.Al ITI I I Z I&I I MAI I L• e E
STRATEGY FOR ECONOMIC DEVELOPMENT WORK PROGRAM Attachmen
Request Summary
1. Authorize $60,000 in General Funds for contract services for the analysis associated with developing a
strategy for infrastructure phasing and financing in the expansion areas in the initial year of the Financial
Plan,2011-12.
2. Authorize $15,000 in General Funds for contract services for Strategic Planning for the Economic
Development Program in the initial year of the Financial Plan, 2011-12.
3. Authorize $5,000 in General Funds for contract services for development and enhancement of the existing
City-Chamber of Commerce Business outreach website.
4. Authorize $12,500 in General Funds for contract services to collect data in support of the Business Retention
and Expansion Program.
5. Authorize $25,000 in General Funds for contract services for collaboration efforts between Cal Poly,County,
City,and business community.
Key Objectives
1. Implements Council adopted Economic Development Major City Goal for the 2011-2013 Financial Plan.
2. Develops an implementation plan for infrastructure in the Margarita and Airport Area specific plan areas to
facilitate job creation.
3. Leverages completed specific plans in the Margarita and Airport areas.
4. Furthers work accomplished and addresses goals identified by the Collaboration Committee research under
2009-2011 Financial Plan.
5. Adds to existing Economic Development Contract Services budget to accomplish strategic plan and ongoing
direction for the economic development program.
Existing Situation: Factors Driving the Need for Change
During the past decade, substantial City resources have been allocated to completion of specific plans for the
City's main commercial expansion areas — the Margarita Area and the Airport Area. In addition, significant
undeveloped acreage covered by these specific plans has been annexed to the City. With completion of the first
phase of the Airport Area annexation and the specific planning process to guide land use in these areas, it is
timely to begin to apply economic development efforts towards business expansion here. To accomplish this, an
examination of the infrastructure costs, needs and potential tools for successful development of business
attraction and expansion areas is proposed. In particular, there is a need to ensure that the requirements for
infrastructure in the early stages of development in these expansion areas does not serve as an impediment to
reasonable growth. Strategies that address the required phasing of infrastructure and financing of public
improvements will be sought to ensure the timely implementation of the approved land use plans.
In addition, the Economic Development Major City Goal sets out an aggressive work program to promote job
growth using multiple strategies (see descriptions below). As detailed in the table following these program
activities, the program is requesting a total of$95,000 of one-time additional funding over the next two years to
accomplish these objectives.
• Complete a Strategic Plan for ongoing economic development efforts based on research of best
practices and grounded in community input and involvement in the process. Since the program's
inception in 1995, the primary focus for the Economic Development Program has been relationship
building, intelligence gathering, and development review facilitation. Now the Program finds itself at an
B2-50
STRATEGY FOR ECONOMIC DEVELOPMENT WORK PROGRAM Attachment— _
important crossroads. In order to achieve the Major City Goal of creating and supporting head of
household jobs, the program must put careful consideration into a long-term strategy.
• Facilitate public-private partnerships to expand broadband fiber optic penetration to benefit
economic activity throughout the City. Broad availability of fast internet service is commonly seen as
a requirement of a vibrant business community. Over the past several years, the City has developed a
strong partnership with Cal Poly and the County of San Luis Obispo to complete a "fiber-optic"ring for
the benefit of government and the university. Now it is appropriate to bring private businesses into the
fold to enhance the utility of this fiber-optic infrastructure as a way to improve the economic capacity of
the community at large. The ability to use contract services to accomplish other aspects of the work
program provides staff with time resources to complete this project in coordination with a new Finance
and Information Technology Director, expected to be hired during 2011-12.
• Continue collaboration efforts between Cal Poly, County,City and Business Community. An effort
to assess the entrepreneurial ecosystem has been underway under aegis of the Collaboration Committee,
a joint effort of Cal Poly, the County of San Luis Obispo, the City of San Luis Obispo and the business
community. Research to determine the status of our entrepreneurial ecosystem was completed during the
2009-2011 Financial Plan period. The research indentified steps that need to be taken to bolster the
area's effective ability to grow and attract entrepreneurial businesses.
• Continue to undertake the efforts to develop local business enterprise through business retention
and expansion. The business retention and expansion efforts started under the 2009-2011 Economic
Development Major City Goal. During this period, other similar programs were examined to determine
effective practices for this work. The most effective programs have dedicated staff. As this is not an
alternative available to the City of San Luis Obispo at this time, the 2011-2013 Major City Goal Work
Program for Economic.Development includes contracting with an outside party to provide the dedicated
work and.make the program more effective.
• Simplify the approval process for routine development review processes that affect businesses in
the high growth clusters. In conjunction with private industry's efforts to implement the Economic
Vitality Corporation's Clusters of Opportunity Strategic Plan, the City has an opportunity to focus efforts
on businesses that offer the greatest job growth to assure that it is doing everything possible to meet the
needs of companies that aim to locate and expand here. One way to achieve this is to identify routine
development review processes that affect such businesses and then simplify them so that there is more
certainty and reduced time to permit for the businesses involved in the growth clusters. This will be a
staff led effort. The ability to use contract services to accomplish other aspects of the work program
provides staff with time resources to complete this project in coordination with a new Community
Development Director,expected to be hired during 2011-12.
• Continue to support and enhance the joint City of San Luis Obispo and Chamber of Commerce
Economic Development Website. This website was created during the 2009-2011 Financial Plan using
funds allocated by the Promotional Coordinating Committee to enhance the intersection of tourism and
job creation. Ongoing support of this website is desirable to maintain accurate and up-to-date
information to promote business growth.
B2-51
STRATEGY FOR ECONOMIC DEVELOPMENT WORK PROGRAM Attachment
Fundin¢Reauest Summary
Activity One-Time or Ongoing 2011-12 2012-13
Infrastructure Strategy One-Time $60,000 $0
Strategic Plan One-Time $15,000 $0
Website/Welcome Mat Ongoing $5,000 $5,000
Business Retention and Expansion Ongoing $12,500 $12,500
Collaboration Efforts Ongoing $25,000 $25,000
Totals - $117 500 $429500
Currently Available - $32,500 $32,500
SOPC Request - $85,000 $10,000
Goal and Policy Links
2011-13 Major City Goal, Economic Development
Service Categorization Criteria
Service Category 4
Program Work Completed
• The business retention and expansion efforts started under the 2009-2011 Economic Development Major
City Goal provide a foundation of experience and information on which to continue the work.
• The Finance and 1'T Department has prepared an RFP for the first steps in implementation of a program
that will facilitate expansion of the utility of the fiber-optic infrastructure.
Environmental Review
N/A
Program Constraints and Limitations
Adequate financial resources are required for successful completion of the Council's Major City Goal work
program.
Stakeholders
The Administration Department has the largest stake in this effort. Community Development and Public Works
Departments will play a consulting role in developing the expansion area infrastructure strategy. The Community
Development Department will take a lead role in examining the development review process for a simplification
strategy. The Finance and IT Department will be the co-lead in development of tools to increase access to
broadband infrastructure. Stakeholders include the Chamber of Commerce, the business community and the
residents of the City who all benefit from economic development efforts.
Implementation
Expansion Area Infrastructure Strategy
B2-52
• D • N - ECU,40MIC DEVELOPMENT
STRATEGY FOR ECONOMIC DEVELOPMENT WORK PROGRAM Attachment
Administration staff(30%F&TT Analyst)will circulate the RFP for the analysis that will inform the program
formulation. Completion of this analysis is expected to require an additional $60,000 during the fust year of the
two year Financial Plan. Following completion of the analysis,the Analyst will formulate an action plan of
strategies that address the required phasing of infrastructure and financing of public improvements in accordance
with the analysis. Ultimately,a strategy that addresses the required phasing of infrastructure and financing of
public improvements will be brought to Council during the 2011-2013 Financial Plan. Capacity exists for this
work program by redirecting and fully utilizing the 30%F&TT Analyst assigned to the Economic Development
Program with oversight of this effort by the Economic Development Manager utilizing 10% of available time to,
this effort.
Website Enhancement
Administration staff will identify and hire the assistance of an outside contractor to complete updates and
enhancements to the joint website. This effort will require$5,000 in each of the two years in the Financial Plan.
Funds for this effort exist in current allocations to Contract Services for Economic Development allocated in the
2009-2011 Financial Plan.The capacity exists for this effort because the work of forming the website has been
accomplished. Remaining work will consist of actions that build on what already exists and is expected to
consume 5% of Economic Development staff time.
Business Retention and Expansion
Administration staff will identify and hire the assistance of an outside contractor to do the day-to-day business
retention and expansion activities. Current Economic Development Staff will retain responsibility for personal
outreach in a manner similar to the evolution of the program during the 2009-2011 period. The effort will require
$12,500 in each of the two years of the Financial Plan.Funds for this effort exist in current allocations to
Contract Services for Economic Development allocated in the 2009-2011 Financial Plan. Capacity exists with
the Economic Development staff,with particular reliance on the F&IT 30%Analyst to assist with preparation
and management of the RFP process,to complete this task. It is estimated that it will take 20% of the time of the
Economic Development Manager to oversee the consultant and perform the personal outreach.
Strategic Planning
Administration staff will identify and hire the services of an outside consultant to help evaluate the City's
Economic Development Program against industry best practices, as well as identify opportunities and constraints
towards implementing best practices. The cost for these services is$15,000 during the first year of the Financial
Plan period only. Capacity of the existing Economic Development staff is estimated to be 40% of total job
capacity. It is assumed that the 30%F&TT Analyst assigned to economic development will assist with
preparation and management of the RFP process.
Through heavy reliance on external sources of expertise, it is expected that the current Economic Development
Program has the capacity for accomplishing this work program.The remaining 25%of available capacity in the
Economic Development Manager's time will be allocated as follows:
• 5%to assisting with the permit streamlining effort
• 10%to assisting with the broadband effort
• 10%to the Collaboration efforts as well as other existing duties
Key Program Assumptions
Assuming that this additional funding for contract services is approved, the Administration Department will
proceed with the contract services during the first year of the two year financial plan. Since the consultant's
B2-53
ANIL
STRATEGY FOR ECONOMIC DEVELOPMENT WORK PROGRAM Attachment 4
work will be put under contract during the first year, allocations for the second year will decrease. It is assumed
that the current contract services unallocated budget of$37,500 will be utilized entirely during the financial plan.
Program Manager and Team Support
The Economic Development Manager will provide program oversight. Specific elements of the work program
will be assigned to the 30% Finance & IT Analyst assigned to Economic Development. Additionally, support
from City staff in the Development Review process will be critically important to the successful implementation
of this work program.
Alternatives
Reduce the scope of the Major City Goal Work Program. Reducing the scope of the Major City Goal to exclude
the task to develop strategies for infrastructure phasing and financing would allow for the majority of the work
program to move forward, but would not fully implement the Major City Goal, which identifies infrastructure
and head-of-household-jobs as two key purposes for pursuing the goal.
Shift Resources from other portions of the Major City Goal Work Program. If the Infrastructure analysis
portion of the work program takes priority, reprioritizing or eliminating other efforts in the work program is
possible. The result would be reductions in other portions of the work program for the 2011-13 Major City Goal
for Economic Development, such as the Economic Development website or the Business Retention and
Expansion Program. This alternative is not recommended because the City has already invested in the website
and business retention and expansion programs.Not continuing to develop these programs would compromise the
effectiveness of the investment the City has made in these programs.
Operating Program
Administration—Economic Development (11200)
B2-54
STRATEGY FOR ECONOMIC DEVELOPMENT WORK PROGRAM Af t8Chment
Cost Summary
Lme Item Desc ' tion Account NoF 2011-12 2012-13
Staffing
Contract Services
Consultant-Financial Analysis 100-11200-7227 85,000 10,000
Reduction in Contract Services
Other Operating Expenditures 0 0
Minor Ca ital_ 0 — 0
Total Operating Costs 85,000 10,000
QjfF se![ing Costs Savings or Revenues (Enter as a negative
number. If there are none, delete this row in the table.
Net Operating Costs 85,000 10,000
B2-55
GENERAL GOVERNMEo,
ELECTRONIC AGENDA MANAGEMENT AttaS:hment-.�—
Request Summary
Providing funding for an electronic agenda management system will cost $15,000 for annual maintenance,
beginning in 2012-13.
Key Objectives
1. Identify areas that could lead to increased agenda process efficiencies.
2. Create a database application that will streamline the preparation of staff reports, ordinances,resolutions and
contracts.
3. Implement a workflow-based system for document drafting, review and approval, with the aim of
streamlining the staff report preparation process.
4. Create tracking capabilities of documents and files entered into the system, along with creation of unique
document numbers(C1-1,PHI-1,B1-1 etc.).
5. Provide video on-demand and live streaming capabilities to improve public access to meeting minutes.
Existing Situation: Factors Driving the Need for Change
The City's current agenda production process meets the requirements of law and public access. However,this
process requires labor-intensive administrative review, approval, and tracking amongst many City departments
and does not provide the level of transparency that is expected from the community.
To accomplish this, an examination of the costs,needs and potential tools for successful development of an
agenda management system is proposed. The initial project will be funded during the 2010-11 fiscal year and will
be implemented during 2011-12. Annual maintenance costs of$15,000 would begin in 2012-13.
Goal and Policy Links
1. City Clerk's operating program goal to increase productivity and exceed customer service levels.
2. Major City Goal; Fiscal Health. Over time the development of an electronic agenda process is expected to
save the City money in the form of reduced printing costs and reduced time spent managing the agenda, and
will improve the quality of the work because the electronic agenda process supports collaborative editing of
agenda reports. Immediate savings of $70,000 annually is expected to come from elimination of an
Administrative Assistant III position in the Administration Department.
Service Categorization Criteria
Service Category 3
Program Work Completed
A Project Team has been formed to review and recommend improvements to the City's agenda development,
distribution and tracking process.
Environmental Review
No environmental review required.
B2-56
GENERAL GOVERNMEi'l I'
ELECTRONIC AGENDA MANAGEMENT Attachment-.
Program Constraints and Limitations
The selected Electronic Agenda Management system will be scalable and will initially be implemented with only
the agenda management functions. It is anticipated that the City will upgrade the new system to include more
components as each module is successfully implemented and new functionality is desired. Research and
implementation of an Electronic Agenda Management system will place additional time constraints on the day to
day operations of the Clerk's and IT staff. However,the amount of time spent in these initial phases will be more
than compensated by a.new process that is more efficient and time saving.
Stakeholders
Internal stakeholders include staff in departments responsible for writing,reviewing, approving and tracking staff
reports.
External stakeholders include all community members as the objective is to improve transparency.
Implementation
Task Date
1. After implementation of electronic agenda system through the selected vendor,maintain July 2012
system and upgrade as additional functions are desired.
Key Program Assumptions
1. Vendor services and related resources will be necessary in achieving objectives.
2. Costs will vary based on the scope of the services selected for the initial launch and vendor selected.
Program Manager and Team Support
Program Manager. City Clerk
Project Team. Assistant City Manager, Administrative Assistant lI (City Clerk), Principal Administrative
Analyst (Administration), Utilities Analyst, Deputy Community Development Director, and other City
stakeholders involved in the agenda management process.
Alternatives
1. Continue the Status Quo. This is not recommended because the electronic agenda process will support more
efficient use of reduced staff resources in the Clerk's Office. Proposed staffing reductions would not be
possible if an electronic agenda management system is not implemented.
2. Defer or Re Phase the Request The request could be deferred; however, savings from staffing reductions
will not be realized until this process is implemented.
B2-57
GENERAL GOVERNME-.
ELECTRONIC AGENDA MANAGEMENT A tachment
3. Change the Scope of Request. This request could be decreased or increased depending on the scope of the
initial project launch. The size of the savings can not be determined until the vendor selection process is
concluded.
Operating Program
Administration and Records(20 100)
Cost Summary
Line Item Des ion I Account No. 1 2011-12 2012-13
Contract Services 1 100-20100-7227 1 1 15,000
B2-58
GENERAL s
MEASURE Y RENEWAL ACTIVITIES Attachment
Request Summary
Providing funding for Measure Y renewal efforts, including public opinion research and community
education/outreach,will cost$50,000 in 2011-12 and$30,000 in 2012-13.
Key Objectives
1. Hue consultant to provide insight and guidance on timing of ballot measure and educational messaging
2. Survey public opinion of City services and level of support for Measure Y renewal
3. Assess likelihood of successful Measure Y renewal in 2012 or 2014
4. Provide Measure Y outreach/education to community in preparation of ballot measure
Existing Situation: Factors Driving the Need for Change
Although experts have declared the "Great Recession"over, the General Fund is still suffering from its economic
impacts. While revenue available to operate the City has dropped significantly, expenses have continued to
increase. Major revenues have, for the most part, reached bottom and started a slow, moderate climb.
Unfortunately, while revenues are finally increasing, they are down from their recent peaks and in some cases,
they are not expected to return to past levels for some time. Also, although the City has continued efforts to
prepare for the new economic reality; key challenges to fiscal sustainability remain. These include: adverse state
fiscal outlook; increased retirement costs; and ongoing infrastructure and asset maintenance needs. A substantial
budget gap is projected to persist should no corrective action take place.
On November 7, 2006, the citizens of the City passed Measure Y, the San Luis Obispo Essential Services
Measure. This was a general purpose measure that provides for a half-cent sales tax increase and passed with
support from 65% of the voters. Measure Y revenues have been a key success factor in the City's ability to
maintain essential services for the community. This additional $5-6 million in General Fund revenue is used to
maintain and restore essential services like street paving,traffic congestion relief,public safety, flood protection,
senior citizen services and facilities, neighborhood code enforcement, open space preservation and other vital
general purpose services. At the same time, given the very difficult economic circumstances,the City has avoided
deeper cuts in other key services that would have otherwise been required without Measure Y revenues.
Measure Y was approved for a period of eight years and will sunset in 2014. A sustainable budget is one that is
focused on Measure Y priorities, and other essential services, because renewal of Measure Y is the City's most
important resource for long-term fiscal sustainability. The next two years are critical for the renewal of Measure
Y.
Public opinion research. A public opinion survey will surface the level of citizen satisfaction with City services,
as well as the likelihood of support for Measure Y renewal. It is crucial to understand the community's views on
the City's use of current revenues because if they do not believe that funds are spent wisely,they are not likely to
support renewal of this important revenue source. It is also important to understand community priorities and
what programs voters want to support through renewal of Measure Y funding.
A critical component of the proposed public opinion research is tracking questions that were asked of the public
in 2005 and again in 2010 to gauge how community sentiment may have changed over time. In May 2010 64%
of the respondents indicated support for renewing Measure Y. The principal from the Public Opinion Survey
suggested that these results combined with other indicators suggested that a November 2012 ballot to renew
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GENERAL GOVERNMEN
MEASURE Y RENEWAL ACTIVITIES Attachment
Measure Y may be appropriate. However he also suggested that more current data collected in 2011 would be
needed for the City Council to make a data-driven decision.
From the results of this research, the City can evaluate the optimal timing to place the Measure's renewal on the
ballot. Although the measure does not sunset until 2014,it may make sense to place its renewal on the ballot in
2012. If this is the decided course of action, a portion of the $30,000 for community education/outreach may be
spent in 2011-12 rather than 2012-13.
Community outreach/education. Providing accurate and comprehensive educational information about the uses
and need for these revenues is appropriate and allowed by law. A focused and comprehensive communications
strategy must be developed to educate the community on the importance of Measure Y revenues in maintaining
essential City services. The community will also have the opportunity to actively participate in discussions
regarding the use of the revenues generated by Measure Y.
To maintain community support for this critical revenue source, the City must show accomplishments towards
meeting Measure Y objectives and commit to fiscal responsibility. The refined budget process and consistent
messaging on Measure Y issues will help educate the community about this commitment.
Goal and Policy Links
1. Passage of Measure Y in November 2006
2. 2011-13 Major City Goal for Preservation of Essential Services and Fiscal Health
Service Categorization Criteria
Measure Y renewal is a category#2—High because Measure Y revenues are used to fund both essential services
and health and safety.
Program Work Completed
A citizen satisfaction survey was conducted in May 2010 by Fairbank, Maslin, Maullin, Metz & Associates
(FM3) to gauge citizen satisfaction with City services and provide input into the long-term financial
sustainability and budget process, including satisfaction with objectives and accomplishments associated with
Measure Y. An analysis of the results was presented to Council on July 20, 2010, including the fmding that 64%
of voters would likely support the measure's renewal.
Environmental Review
No environmental review required.
Program Constraints and Limitations
1. This effort requires significant public involvement and coordination issues with business,community and
neighborhood groups.
2. Level of public support for Measure Y renewal may have decreased since the last survey was conducted.
3. Financial and staffing resources are limited.
4. Optimal timing of ballot measure is currently unknown.
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GOVERNMEN
MEASURE Y RENEWAL ACTIVITIES Attach ent 4
Demonstrating transparency in City spending and a commitment to long-term financial sustainability will be key
in garnering public support for Measure Y renewal.
Stakeholders
Internal stakeholders are all City staff who will be affected by the outcome of the ballot measure. External
stakeholders include organizations and community groups involved in the education efforts, as well as all
community members since renewal of the measure will help the City continue to provide high quality delivery of
critical services for the public.
Implementation
Task Date
1. Hire consultant to conduct public opinion research. July 2011
2. Present survey results and analysis to Council. October 2011
3. Determine optimal timing of ballot measure. November 2011
4. Initiate public information/outreach program if on 2012 ballot January 2012
Key Program Assumptions
1. Optimal timing for ballot measure can be determined based on results of public opinion survey.
Program Manager and Team Support
Program Manager. Assistant City Manager.
Project Team. Finance&Information Technology Director; Finance staff, Administration staff.
Alternatives
1. Defer the Request This alternative is not recommended as Measure Y will sunset in 2014 and staff must
begin preparation for the ballot measure during the 2011-13 Financial Plan.
2. Change the Scope of Request This alternative is not recommended due to the critical nature of Measure Y
funds to the fiscal sustainability of the City.
Operating Program
Administration(10100)
Cost Summary
B2-61
•
MEASURE Y RENEWAL ACTIVITIES Attachment f.
Line Item Description Account No.F 201142 2012-13
Contract Services 50,000 0
Public opinion research 100-10100-7227 50,000 0
Other Operating Ex uditures 0.. __._30,000
Education/outreach materials 100-10100-7227 0 30,000
Total Operating Costs 50,000 30,000
B2-62
GENERAL GOVERNMEN-i
ORGANIZATIONAL REVIEW CONSULTANT SERVICES Attachment.L
Request Summary
Comprehensively reviewing selected functions throughout the organization on an ongoing basis to thoroughly
analyze performance in meeting service level objectives in the most cost-effective manner will cost $37,500
annually.
Key Objectives
1. Provide detailed evaluation of various departments or functional areas and the services provided.
2. Identify areas of strength and weakness.
3. Provide a methodology for building on strong points and addressing deficiencies.
4. Provide an overview and analysis of the department's or functional area's performance in meeting service
level obligations.
5. Provide an analysis of current facilities, staffing and equipment.
6. Identify opportunities to improve efficiencies and/or increase revenues.
Existing Situation: Factors Driving the Need for Change
Over the years the City has engaged in formal efforts to analytically and objectively review City operations on an
ongoing basis to ensure high service levels, performance and efficiency. The City's past approach was not to
attempt completing one, organization-wide assessment but-to focus on one or two major functional areas(such as
public utilities and development review)or departments per year.
The need for this type of review is included in the City's Productivity Policy(page B-25 of the 2009-11 Financial
Plan),which calls for"periodic formal reviews of operations on a systematic,ongoing basis."
These organizational reviews have varied from comprehensive strategic or master plans, conducted by
consultants, to other less formal efforts, such as benchmarking or "best practices" reviews completed by City
staff. Regardless of the approach, the City has periodically supported organizational reviews and found them to
be beneficial in identifying new and innovative ways of doing business and organizing work in more effectively
and efficiently providing services.
Ongoing formal reviews help ensure that the City is focused on key priorities and provide the foundation for
long-term planning. Organizational reviews can focus on core services, efficiencies, as well as group
effectiveness. For example, in 2010-11, the Public Works Department contracted with a consultant who
conducted an assessment of the department's activities. The "shelf-life" of an organizational assessment can be
several years as the focus is strategic,not tactical.
At one time, the Human Resources operating program budgeted for ongoing organizational reviews. The Human
Resources operating program no longer has funds allocated for this purpose and in recent years, individual
departments have budgeted for such reviews. This lack of consistent funding has resulted in reduced focus on
this important method of formally evaluating organizational effectiveness. Compared with efforts to perform
these types of reviews by in-house staff, regular organizational reviews by external consultants help ensure
objectivity; a thorough assessment and fresh look at current practices; a broader perspective of both private and
public sector best practices; the added resources needed to perform this type of review on a timely basis in light
of day-to-day work loads; and independent recommendations that facilitate break-through performance.
B2-63
ORGANIZATIONAL REVIEW CONSULTANT SERVICES Atteichment—L
As proposed, it is likely that two departments would be reviewed in 2011-13.Most recently,reviews of the Parks
and Recreation and Public Works departments were completed.
Goal and Policy Links
1. 2011-13 Major City Goal — Preservation of Essential Services and Fiscal Health. Adopt a budget that
sustains the city's short and long-term fiscal health, preserves public health and safety and other essential
services in line with residents' priorities, and includes cost reduction strategies.
2. Budget and Fiscal Policies: Human Resource Management; Productivity; and Contracting for Services.
Program Work Completed
The Major City Goal Work Plan has been written to include two structured organizational reviews.
Environmental Review
No environmental review required.
Program Constraints and Limitations
1. Significant staff time is necessary to prepare for a comprehensive organizational review. Typically
consultants require documentation ahead of a site visit as well as several interviews with internal and external
stakeholders depending upon the scope of the review.
2. Some level of temporary disruption may occur as stakeholders may feel threatened by an outside examination
of programs,processes, staffing levels and methods.
3. Implementation of consultant's.recommendations may be limited by the need to meet and confer with
represented employee groups.
4. Council,community and organizational support will be required to fully benefit from recommendations.
Stakeholders
Internal stakeholders include staff in departments and/or functions chosen for review, employee groups, as well
as Administration, Human Resources, and Finance staff who may be involved in evaluating and implementing
recommendations. External stakeholders include all community members as the objective of these reviews is to
ensure high quality delivery of critical services, improved productivity and lower costs.
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GENERAL GOVERNMEN-l'
ORGANIZATIONAL REVIEW CONSULTANT SERVICES Aftachment
Implementation
Task bate
1.
. -
1. Identify functional areas for review,prepare request for proposals and present for August 2011
Council approval.
2. Evaluate proposals, select consultant and begin work. October 2011
3. Complete review and present results to the Council. June 2012
Key Program Assumptions
1. Consultant services and related resources will be necessary in achieving objectives.
2. Costs are based on the lower range of similar work in the past. Costs will vary based on the scope of the
review and consultant selected.
3. We will use the same consultant for the first and second year reviews. However, depending on the
departments selected for review, different consultants may be selected if the areas of expertise needed are
significantly different.
4. Implementing recommendations identified in organizational reviews may be subject to meet and confer with
represented employee groups.
5. Any significant organizational change is difficult and recommended improvements in productivity as well as
other cost reduction strategies will need to be managed using fundamental organizational change principles,
including: meaningfully engaging employees in developing solutions to create as much buy-in as possible and
surface a broad range of ideas; communicating extensively and frequently the need for change; listening and
acting upon input from employees; celebrating successes; and broadly sharing"lessons learned."
Program Manager and Team Support
.Program Manager. Assistant City Manager
Project Team. Will be determined based on departments and/or functions analyzed.
Alternatives
1. Continue the Status Quo. This is not recommended because organizational reviews provide necessary
constructive feedback to improve efficiency and reduce costs long-term.
2. Defer or Re-Phase the Request The request could be deferred; however, critical input regarding
organizational performance would also be deferred.
3. Change the Scope of Request This request could be decreased or increased and the number and scope of
organizational reviews revised accordingly. In balancing other workload priorities with making reasonable
B2-65
ORGANIZATIONAL REVIEW CONSULTANT SERVICES Attachment
progress in achieving improvement and cost reduction goals, we believe that one major functional,area
annually is about the right pace.
4. Implement with In-House Resources. While it is possible for this work to be performed by in-house staff,
this is not likely to be effective. As noted above, external consultants help ensure objectivity; a thorough
assessment and fresh look at current practices; a broader perspective of both private and public sector best
practices; the added resources needed to perform this type of review on a timely basis in light of day-to-day
work loads; and independent recommendations that facilitate break-through performance. Believing that
similar success can be achieved with in-house staff is wishful thinking, and reflects the triumph of hope over
experience.
Operating Program
Administration(10100)
Cost Summary
Line Item Descriprdon Account No. 1 2011-12 2012-13
Contract Services 100-10100-7227 37,500 37,500
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�COMMUNITY DEVEL0P1v.r_'NT
LAND USE AND CIRCULATION ELEMENTS UPDATE Attachment
Request Summary
Updating the Land Use and Circulation Elements will cost$367,500 in 2011-12 and$67,500 in 2012-13 for
consultant services and contract staffing.
Key Objectives
1. Leverages$880,000 in grant funds awarded for the Land Use and Circulation elements update effort.
2. Implements an Other Important Council Objective for the 2009-2011 and 2011-2013 Financial Plans.
3. Fulfills the City's obligation under the State Government Code to have a current and responsive General Plan
to guide and plan for the City's growth and development..
4. Is responsive to recent legislative changes and regional planning efforts such as AB 32, SB 375, Housing
Element mandates and the regional Blueprint process.
5. Implements climate action planning efforts anticipated to be concluded by the end of calendar year 2011.
Existing Situation: Factors Driving the Need for Change
o For the last two Financial Plans,the Planning Commission and City Council have expressed the desire to update
the Land Use and Circulation Elements. In 2009-2011,the City updated its traffic modeling program as a first
step toward updating the elements. Because of a$880,000 grant from the Strategic Growth Council(SGC)the
City will be able to take the next steps in the update in the 2011-13 financial planning period. The Council has .
established an"Other Important Objective"concerning this project that states,"Within the scope of the grant,
undertake an update of the Land Use and Circulation Elements; including"Healthy Cities"policies and
creating a Pedestrian Circulation Plan". Updating the Land Use and Circulation Elements will require the City
to prepare an environmental impact report(EIR). The grant funding will not cover all of the costs of preparing
this EIR. This means that additional funding from the General Fund will be needed.
Staff reviewed information from 25 jurisdictions that have updated their General Plans over the last seven years.
The average amount spent was approximately $900,000 for both the update and EIR. The least expensive was for
the City of Pleasanton which spent$250,000 for an EIR and noise study. The most expensive was$2 million for the
City of Ontario. Most jurisdictions spent between $500,000 to $1.1 million on their updates and associated EIR's
(17 out of the 25 jurisdictions). Staff also spoke with two firms that have led numerous General Plan update efforts
over the years to get a sense of how much in additional funds will be required to complete an EIR for the update
being proposed by the City. Based on these comparisons and the scope of work used to acquire the grant, staff is
estimating a cost of about$1.1 million for the Land Use and Circulation Element update and the EIR. This requires
augmenting the$880,000,grant with$300,000 in additional funding to complete the EIR.
In addition to the EIR work, two City departments have indicated the need to augment existing staff resources in
order to fully participate in the project: Public Works has identified $65,000/year in contract.services will be
required to offset other priorities and the Fire Department has identified $2;500/year in contract staffing to assist in
this effort.
Goal and Policy Links
Adopted Goals&Policies(Category 2 and 3 activities)
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MEOW
COMMUNITY DEVELOPit,ciNT
LAND USE AND CIRCULATION ELEMENTS UPDATE
AttachmenU.
1. Other Council Objective: Land Use and Circulation Elements update
2. Government Code Sections 65300-65302—General Plan
3. AB 32, SB 375, SB 97,RTP
4. State Government Code—Planning and Zoning Law 65100 Local Planning/CEQA
Service Categorization Category
An Environmental Impact Report is required under the Public Resources Code Section 21000, et seq. As such it
is a Category 1 activity.
Program Work Completed
The update to the traffic circulation model has been completed. A draft of the Climate Action Plan has been
reviewed by staff and will be released for public review in the next three months. Analysis of the existing
policies and programs of the Land Use and Circulation Elements is underway and a project plan for a
neighborhood identification effort has been drafted.
Departmental Review
The Community Development, Public Works, Utilities, Parks and Recreation, Finance and IT, Fire, Police, and
Administrative Departments will be impacted to varying degrees by this effort and will need to be involved in the
update process.
Program Constraints and Limitations
Community Development
Fiscal constraints will determine whether consultant assistance can be hired to conduct the EIR work. If the EIR
work is not funded, it would require one additional full time employee (FTE) to conduct the EIR work and this
work would occur sequentially instead of concurrently, thereby delaying the process by two years or more.
Limited resources in the Long-Range Planning Program will require that several existing assignments be
completed before allocating a FTE to this update. It is estimated that one full time staff equivalent will be
required to manage the update process in addition to the consultant assistance for both the update and the EIR
work.
Public Works Department
It is estimated 0.50 full time staff equivalent in the Transportation division will be needed for this work effort.
Because the Transportation division is currently operating above capacity, $65,000 in contract services will be
needed to offset Public Works Department staffing necessary for this project. If this funding request cannot be
granted and the project is approved, the division's ability to fulfill regulatory requirements associated with
operations and safety would be significantly diminished.
Utilities Department
For FY 2011-13, the Utilities Department currently has a recommended capital project in its program of work to
undertake a Wastewater Collection System Master Plan. A key work effort contained in the proposed master plan
project is to hydraulically model the community's wastewater collection system. This project will be of direct
benefit to the Land Use and Circulation Elements Update. Therefore, staffing resources for a significant portion
of the department's work associated with this update is already programmed.
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COMMUNITY t • '
LAND USE AND CIRCULATION ELEMENTS UPDATE Attachment-L
It is assumed Year 1 activities related to this project will require an additional 100 hours and Year 2 activities
will require an additional 200 hours of the Utilities Project Manager's time over and above the wastewater
collection system master plan project requirements. The hours required for full participation in the Land Use and
Circulation Elements Update will be absorbed by the Utilities Project Manager,but will most.significantly impact
the project manager's capacity to participate in any new initiatives or emergency projects and ability to provide
overall departmental support related to routine duties, especially in Year 2. The department will plan to mitigate
these impacts either by reducing other assignments to the project manager,delaying work until the capacity exists
to accomplish it,or assigning the work to other staff.
Fire Department
Currently the Fire Department does not have the resources to assign personnel to this project. Contract services
will be required to attend team meetings. It is estimated that the cost will be$2,500.
Finance&IT Department
A Fiscal Impact Study will need to be prepared and analyzed. Current staffing levels and expertise do not exist to
accomplish this in-house and a consultant will be required. The grant funds are anticipated to be used for this
study.
Administration(Natural Resources& Economic Development)
Both the Natural Resources Manager and the Economic Development Manager will be involved in the update
process. Staff anticipates being able to participate in the update within the scope of their existing workload.
Parks&Recreation Department
Parks and Recreation staff will be available to provide input to those updates within its area of expertise. Due to
the presently frozen Recreation Manager position the capacity for this work is limited at this time and other
projects may have to be re-prioritized in order to assist Community Development with this time sensitive project.
Parks and Recreation staff will assist in the coordination of meetings and outreach to the Parks and Recreation
Commission.
Stakeholders
The following City departments are stakeholders in this effort in addition to affected regulatory agencies,
interested members of the community, advisory bodies and decision-makers.
Community Development
Public Works Department
Utilities Department
Fire Department
Police Department
Finance&IT Department
Administration(NR&ED)
Parks&Recreation Department
Implementation
Community Development
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-COMMUNITY • '
LAND USE AND CIRCULATION ELEMENTS UPDATE Attachment ±
Staff will circulate a Request for Proposal (RFP) for both the General Plan update and the EIR preparation (if
funded). Staff anticipates that consultants will most likely bid on the entire project (General Plan update and
EIR) due to the economies of scale and familiarity with the project as it evolves. If funding is not acquired to
hire the EIR consultant, the project manager will work with the General Plan consultant team in order to conduct
the EIR work. This will entail delaying EIR work until the bulk of the General Plan update is drafted, thereby
delaying consideration of the draft by the decision-makers by up to two years. This may also impact the timing
of the financial analysis of the draft plan.
Public Works Department
Assuming funding for contract services is approved, the Transportation division would partner closely with the
Community Development Department on the Land Use and Circulation Elements update.
Finance and IT Department
The Director of Finance and IT and the Finance Manager will work closely with the project manager and the
consultant hired to provide the fiscal impact analysis.
Administration (NR&ED)
Natural Resources staff will be available to provide input to the updates in those fields within its purview. This
will primarily be in identifying and reviewing areas of environmental concern or of environmental impacts
resulting from implementation of the Land Use and,Circulation changes..
Key Program Assumptions
The Land Use and Circulation Elements update will proceed starting in 2011-2013.
Program Manager and Team Support
The Long Range Planning Division Manager will be the program manager with staff support from all other
departments including Public Works, Utilities, Fire, Police, Finance and IT, Administration, and Parks and
Recreation.
Alternatives
1. Retain an Associate Planner position within the Community Development Department Rather than
eliminating a frozen position,retain an Associate planner to coordinate the EIR work. This option would still
require some funds for studies not able to be funded through the grant. The disadvantage to this approach is
that the work is related to a time-limited project with completion envisioned within three to four years. This
position is a permanent one and the on-going cost plus the cost of the environmental studies would exceed
that of a consultant team to conduct the work.
2. Hire a contract planner to complete the environmental review. This alternative is not recommended
because the cost of the environmental studies and contract staff costs will most likely exceed the cost of
including the environmental review as part of the update effort. In addition, consultants responding to a RFP
for the update and EIR will have access to more personnel with areas of expertise than may be found in a
single contract planner.
B2-70
COMMUNITY • P
LAND USE AND CIRCULATION ELEMENTS UPDATE Attachment
3. Reduce the scope of the project. Reduce the scope of the project to address house-keeping items only and
address policy and program updates as staff resources are available. Defer larger update until the next
Financial Plan. This alternative is not recommended because the grant funds for the update process will not
be available for a substantially reduced scope. Future grant funds are uncertain and the City will not be
assured of a future award for a competitive grant.
Operating Program
Long Range Planning(40400)
Cost Summary
Line Item Description I Account No.1 2011-12 2012-13
Staffing 2,500 2,500
Fire Department contract staffing 100-85100-7012 1 2,500 2,500
Contract Services 365,000 65,000
EIR consultant 100-40400-7227 300,000
Public Works contract services 100-50500-7227 65,000. 65,000
Total Operating Costs 367,500 67,500
B2-71
IPUs
FIRE DEPARTMENT RECRUIT ACADEMY
Request Summary
Training four replacement Firefighters in a recruit academy will cost an additional $46,800 in 2011-12 (or 2012-
13 depending on vacancies).
Key Objectives
1. Provide mandated entry-level training for recruit Firefighters at the Fire Department.
2. Fill vacancies at the firefighter's rank when at least three exist.
3. Produce an"economy of scales"academy.
Existing Situation: Factors Driving the Need for Change
1. When three vacancies exist at the firefighter rank a need to fill these positions is triggered due to efficiency
of operations and overtime reduction. It is estimated that this situation will exist in 2011-12 due to retirement
eligibility of existing employees.
2. Before Firefighters are hired, vacant positions exist in fire station crews. Because of constant staffing,
overtime is required to fill those positions using salary savings from the vacant positions to offset costs until
new Firefighters are hired. When the new Firefighters are hired,vacant positions no longer exist,yet the new
recruits are required to participate in a training academy. Until the recruits are ready to be placed on shift,
overtime is needed to backfill the shift positions.
3. A typical firefighter recruit academy is six to eight weeks in length. The Fire Chief plans on hiring or
"lateraling" experienced firefighters from other departments allowing an abbreviated, four week academy. A
two week "lateral" academy was used in 2009 and was too short resulting in placement of firefighters on
emergency responses and other duties before they were completely trained. A four week academy is planned.
Reducing the academy from eight weeks to four weeks will save $45,000. Savings in overtime is $43,000 and
$2,000 in training materials.
Goal and Policy Links
Preservation of Essential Services and Fiscal Health
Effective training delivery system to maintain personnel at a high level of competence(G.O.501.01)
Service Categorization Criteria
2-High
Program Work Completed
An analysis of overtime costs for four additional Firefighters and one instructor plus training materials has been
completed.
Environmental Review
No environmental review required.
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LIC SAFETY
O
FIRE DEPARTMENT RECRUIT ACADEMY Attachme t
Program Constraints and Limitations
The figures are based upon anticipated attrition of Firefighters. If additional Firefighters retire, the overtime
requested would be insufficient.
Stakeholders
Fire Department and public we serve.
Implementation
Task Date
1.
. -
l. Firefighter Academy February 2012
2. Place Firefighters in service March 2012
Key Program Assumptions
This four week, abbreviated academy is based on the assumption that we hire four experienced lateral hires
which will result in savings over a typical six to eight week academy.
Program Manager and Team Support
Program Manager. Fire Training Officer
Project Team. Fire Department,Human Resources, Police Department
Alternatives
1. Negotiate different staffing level in the contract that expires 12/31/2011 thus eliminating the need to
hire replacement employees. This would result in a decrease in public safety services delivered by the Fire
Department.
2. Do not hire new firefighters and fill the vacancies with overtime. This would result in a net budget
savings but increase overtime that firefighters eam. Additionally, operations are negatively affected when
more than three vacancies exist.
3. Provide a three week academy saving $11,500 in overtime salary costs. It is questionable whether all
training could be completed during the three week training.
4. Provide a two week academy saving $21,000 in overtime salary costs. The previous two week academy
resulted in firefighters being placed on regular duty before they were completely trained and presented some
major issues the first year.
Operating Program
Fire Department Training Services(85400)
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PUBLIC
FIRE DEPARTMENT RECRUIT ACADEMY Attachment 4
Cost Summary
Line Item Mscr' tion Account No. 2011-12 _ 2012-_13
Staffing 43,600 0
Overtime(four regular 56hr/week duty shift) 100-85400-7020 35,600
Overtime instructor 40/hr week x4 1100-85400-7020 8,000
Other Operating Expenditures 3,200 0
Training Aids 100-85400-7909 3,200
Total Operating Costs 46,800 0
Net Operating Costs 46,800 0
B2-74
m • m
IGENE
DATABASE ADMINISTRATOR POSITION Attach ent 3'
Request Summary
Eliminating a three-quarter time GIS Specialist II position and adding a full-time Database Administrator in the
Finance and Information Technology(IT)Department will cost$51,900 in 2011-12 and $54,600 in 2012-13.
Key Objectives
1. Provide technical expertise during major software implementation projects.
2. Administer City's software applications.
3. Maintain and upgrade City website.
4. Maintain and upgrade City Channel 20 broadcasting.
5. Act as a technical resource for City staff.
Existing Situation: Factors Driving the Need for Change
The City is currently implementing numerous new software systems, including EnerGov, IntelliTime, Laserfiche
and Telestaff, which will replace the old, unsupported Visual FoxPro software. Other new software projects
include: utility billing system; asset management software in the Utilities Department; fleet management
software; and street signs and signals software. These new software programs will increase program efficiency
and organization within the City. However, with the implementation of these programs must come a change in
how technological resources will be managed in the City in order to meet the ongoing needs of staff and the
community.
It is necessary for a Database Administrator (DBA) to maintain these software systems once they are in place in
order to protect the City's investment in technology and ensure proper functionality and usage. However,the City
does not have a full-time DBA on staff. In the past, Bonnie McKee, an independent consultant, filled this DBA
role on a much smaller scale. After Ms. McKee's death in spring 2009, the City began to utilize existing staff to
perform these tasks. Currently, a.staff member classified as a three-quarter time Geographic Information Services
(GIS) Specialist II is performing these duties in the Network Services Division, as approved by the City Manager
in January 2011. To mitigate the effects of this shift in the GIS Specialist's workload, the GIS Division has been
utilizing existing staff to complete work previously assigned to him. After the implementation of the new
EnerGov software, the GIS workload will be re-evaluated to determine the appropriate level of staffing resources
in this division.
Due to the large scope and increased workload from the FoxPro Replacement Project, specifically the EnerGov
software implementation, as well as the many upcoming new software system installations and the need to
provide a sustainable solution to managing the City's database and software needs, we propose hiring a full-time
DBA. This position will provide the technical expertise necessary to navigate changes in technology, ensure a
smooth transition to new software systems, and manage the increased workload that maintaining these systems
will entail. This position will also be responsible for maintaining and upgrading the City website and Channel 20
broadcasting. However, although the establishment of a full-time DBA position will fill an essential staffing need
in Network Services, it is important to note that ongoing staffing needs still exist. Another high priority includes
the need for a desktop support level position, such as an IT Technician, to manage minor technical tasks which
will allow the Network Administrators to focus on network maintenance. Currently, Network Services utilizes
two temporary staff members and an Administrative Assistant to complete the work of an IT Technician.
B2-75
GENERAL • s
DATABASE ADMINISTRATOR POSITION Attechment..LL
Goal and Policy Links
1. IT Strategic Plan
2. Operating Program Goals
Service Categorization Criteria
The activity"New Systems and Application Installation Support"is a service priority ranking#3 -High Mid-
Range because it is an internal system that supports base City operations and is necessary for proper
organizational management.
Program Work Completed
The impact of eliminating a GIS Specialist II position has been evaluated. Staff have also discussed the essential
nature of the new position and provided an estimate of the annual cost of a Database Administrator.
Environmental Review
No environmental review required.
Program Constraints and Limitations
No significant constraints or limitations exist.
Stakeholders
IT and GIS staff; all City employees
Implementation
Task D-
F1. Conduct EOP for position July 2011
2. Recruit for position August 2011
3. Hire successful candidate September 2011
4. Eliminate GIS Specialist II position September 2011
Key Program Assumptions
1. The GIS Division will utilize existing staff as well as interns to complete work previously assigned to the
GIS Specialist H. Their ability to perform mapping projects for City staff in a timely manner may be
impacted.
2. The cost estimates for the position are based on salary class code 4366 (Network Administrator) and current
benefit costs.
Program Manager and Team Support
Program Manager. Information Tecnology Manager
B2-76
DATABASE ADMINISTRATOR POSITION Attachments
Project Team. Network Services staff, Human Resources Department
Alternatives
1. Continue the Status Quo. The Network Services Division will continue to prioritize workloads using
existing staff. This alternative is not recommended because of the increased technical demands placed on
staff due to the number of new software implementations occurring in the City.
2. Implementation in a Different Way. This alternative is not recommended. With the implementation of new
Citywide EnerGov/Laserfiche software applications, it is imperative that the City hire a full-time DBA to
maintain and upgrade the applications, and act as the point of contact between the City and vendors. In the
past, Bonnie McKee, an independent consultant, filled this role on a much smaller scale. Due to Ms.
McKee's death in spring 2009,the City must utilize existing staffing resources to perform these tasks.
3. Existing Program Evaluation. This SOPC request does not increase staffing.The proposal is to reduce GIS
staff by one GIS Specialist R position and add a DBA to Network Services. All Human Resource policies
will be adhered to for the staff reduction and addition. Contracting out the DBA position duties is not a
recommended alternative due to the high cost. Additionally, utilizing EnerGov to perform all upgrades,
maintenance and application modifications would be cost prohibitive.
Operating Program
Network Services(25300)
Cost Summary
The Public Works Department currently funds '/4 of the GIS Specialist II position to conduct work for the
stormwater program. However,this project is complete and now requires only maintenance work to be performed
by GIS. Due to the project completion, this funding has been eliminated for the 2011-13 Financial Plan. This is a
funding reduction of $27,100 in 2011-12 and $27,200 in 2012-13 and will not negatively impact funding for
remaining GIS staff. From a net General Fund perspective comparing current year funding to next year funding
this is a request that will cost$24,800.
The pay scale for a DBA is the same as the Network Administrator.
B2-77
GE-NERAL GOVERNMENA"
DATABASE ADMINISTRATOR POSITION Attachment
Line Item Description Account No.T 2011-12 2012.13
Staffing 103,500 97,900
Database Administrator
Regular staffing 100-25300-7010 70,000 73,700
PERS 100-25300-7040 22,700 24,200
Health insurance 100-25300-7042 9,500 9,500
Medicare 100-25300-7044 1,000 1,100
Unerrployment 100-25300-7046 300 300
Total Operating Costs 103,500 108,800
Offsetting Costs Savings or Revenues
GIS Specialist II
Regular staffing 100-25450-7010 (35,000) (36,800)
PERS 100-25450-7040 (11,300) (12,100)
Health insurance 100-25450-7042 (4,700) (4,700)
Medicare 100-25450-7044 (500) (500)
jUnemployment 100-25450-7046 100 100
Net Operating Costs 51,900 54,600
B2-78 O
GENERAL GOVERNMEN ,
ENTERPRISE STORAGE GROWTH Attach ���
Request Summary
Increasing the City's enterprise storage capacity to meet growing electronic data storage needs will cost $30,000
in 2011-12.
Key Objectives
1. Ensuring that Network Services has the resources to comply with the City's electronic data back-up policy.
2. Providing the increased enterprise storage capacity necessary to meet needs caused by the growth of the
City's data.
3. Ensuring that employee productivity is not adversely affected by enterprise storage limitations.
Existing Situation: Factors Driving the Need for Change
The NetApp centralized data storage system was initially purchased in 2006 as a solution for the City's data
storage needs. At that time, the Finance and Information Technology Director projected that the City's data
storage needs would level off or decrease. However, data growth has increased by approximately 50% per year
and is expected to exponentially increase as the City expands its use of computer automation. The recently
purchased Ener-Gov, Laserfiche, Telestaff, IntelliTime and Springbrook software systems will all provide
increased automation at the cost of increased storage growth. Many of the City's computer systems, including
those mentioned above, require a minimum amount of free storage capacity so data can be moved as necessary.
Once all the storage capacity is used, these systems will cease to function reliably.
It is anticipated that the City will need this increased storage capacity before the end of 2011. Network Services
currently projects that the additional storage purchased will last for one year. Converting to the Microsoft Office
2010 file formats will decrease the data growth. However, if the proposed Microsoft Office Replacement capital
improvement project(CIP)is phased or rejected,this storage will be insufficient to meet the needs of the City.
Over the past five years, the City has spent an average of$107,100 per year for enterprise storage. During this
time, funding has primarily come from carryover funds and new technology project accounts. However, it is not
anticipated that Network Services will have the ability to fund additional storage needs in the future from the
sources previously utilized because of anticipated operating program budget cuts and the delay of capital
improvement projects. The recommended Dell Compellent storage system is highly scalable and can meet the
City's needs at a lower cost than the City's current NetApp storage systems.
Goal and Policy Links
1. 2001-05 Information Technology Strategic Plan.
2. Information Technology Policy and Procedures Manual.
3. Network Service's goal of using reliable technology to increase productivity and meet customer service
levels.
B2-79
GENERAL
GOVERNMEN
ENTERPRISE STORAGE GROWTH Attachments
Service Categorization Criteria
Information Technology's policies and standards,along with the New Systems and Application Installation
Support activities,are a service priority ranking#3 -High Mid-Range because these are internal systems that
support base City operations and are necessary for proper organizational management.
Program Work Completed
The base storage controllers and systems are in place so Network Services does not anticipate the need for
professional services to increase the City's storage capacity.
Environmental Review
No environmental review required.
Program Constraints and Limitations
1. Limited financial resources to purchase additional storage.
2. Possibility of unanticipated data storage needs arising in the future.
3. Increase of data storage needs if the Microsoft Office 2010 conversion CIP is rejected or phased.
Stakeholders
Stakeholders include the Network Services staff who will complete the project and all City employees, who will
not be able to continue to create electronic data without additional storage.
Implementation
The City's Network Administrators will install and integrate the network storage equipment needed to expand the
City's enterprise storage system. Additionally,the IT Manager will create a file purging policy to establish
longevity and size guidelines for the storage of electronic data.
Task Date
1. Get quote for additional storage. July 2011
2. Purchase additional storage. July 2011
3. Install additional storage. August 2011
Key Program Assumptions
The City's data will continue to grow and will soon exceed the available storage space. Converting to the
Microsoft Office 2010 file formats will decrease the data growth. However, if the Office 2010 conversion CII' is
rejected or phased, the amount asked for in this SOPC will be insufficient to meet the City's expected needs. If
the City's data grows substantially more than expected, the amount of enterprise storage capacity will be
insufficient to meet the City's needs.
B2-80
!GENERAL •
ENTERPRISE STORAGE GROWTH Attachnent�
Program Manager and Team Support
Program Manager. Network Services Supervisor
Project Team. Network Services staff
Alternatives
1. Continue the Status Quo. This is not recommended because at the current rate of data growth, the City will
run out of enterprise data storage capacity in less than a year. At that point,no new data can be created.
2. Defer or Re-Phase the Request. This is not recommended because Network Services expects the City to run
out of enterprise storage capacity in less than a year.
3. Change the Scope of Request. This is not recommended because $30,000 is the best estimate for the cost of
the storage capacity needed to meet the expected City's data growth. If the requested amount is reduced, the
smaller data storage capacity would not be sufficient to meet the expected growth of the City's data in the
near future.
Operating Program
Network.Services(25300)
Cost Summary
Line Item Description Account No.1 2011-12 2012-13
Other Operating Expenditures 30,000
Enterprise Storage 100-25300-7413 30,000
Total Operating Costs 30,000 0
B2-81
GENERAL
. •
COPIER REPLACEMENTS AMC
Request Summary
Providing funding for copier replacements will cost$15,000 in 2011-12 and 2012-13.
Key Objectives
Provide adequate resources to ensure that the City's in-house copying requirements are met.
Existing Situation: Factors Driving the Need for Change
The vast majority of our "black and white" copier printing is performed via off-site contract services under
agreements with Poor Richards and FedEx Office. Nonetheless, the City has copier needs that can only be met
by reliable, on-site copiers that are reasonably accessible on an on-demand basis. In meeting the City's
reproduction needs, the City has adopted standards for both high-volume
(off-site) and low-volume (on-site) copying, which include replacement
guidelines for in-house copiers. Copier Inventory mmary
Age Number
In meeting our in-house copying needs in accordance with these guidelines, More than 10 years 5
the City has 21 copiers in 14 locations as summarized below. The 8-10 years 1
guidelines for copier replacement were revised in 1999-01 to extend the 4-7 years 13
useful lives by 50% from 40 to 60 months. Currently, 13 City copiers have 0-3 years 2
been in use for five or more years. Total 21
Because of the age of the copier inventory, several of these copiers are
experiencing frequent maintenance problems. Funding should be available to replace copiers once it is no longer
feasible to repair them. Accordingly, we recommend appropriating funds to replace three copiers per year on a
case-by-case basis, which is significantly less than budgeting for the replacement of copiers on a targeted cycle
basis. Based on our favorable experience over the past five years,replacements will be with refurbished copiers,
which are about half the cost of new machines.
Goal and Policy Links
Copier replacement guidelines
Service Categorization Criteria
Copier replacements are a service priority ranking#3 -High Mid-Range because maintaining a fleet of
functioning copy machines is necessary for proper organizational management.
Program Work Completed
An assessment of the age and service history of all copiers with our service vendor as well as estimated pricing
has occurred.
Environmental Review
No environmental review is required.
B2-82
GENERAL GOVERNMEI,,
COPIER REPLACEMENTS Attachment
Program Constraints and Limitations
The budget allows for replacement of three copiers in each fiscal year. Should more than three copiers fail
during the fiscal year, additional budget will be required to address the unexpected replacement of those copiers.
Stakeholders
City staff in departments with aging copiers.
Implementation
Copiers will only be replaced upon failure; we will not make"pro-active"replacements based on age or use.
Key Program Assumptions
1. Assumes a cost of$5,000 for refurbished,networkable copiers.
2. Assumes replacement of 3 copiers in 2011=12 and 3 in 2012-13.
3. Assumes no other replacements.
Program Manager and Team Support
Program Manager. Administrative Analyst
Project Team. Department Administrative Assistants and other key staff..
Alternatives
1. Do not fund any replacements. Reliable, reasonably accessible copiers are an important part of effective
service delivery and high levels of productivity. As such, it would be unwise not to replace copiers that fail
beyond repair. Accordingly, given the age of our current inventory, some level of funding for copier
replacements is necessary to maintain reasonable productivity and service levels.
2. Fund replacements at a lower level. Given the age of our current inventory, we believe that lower funding
levels will simply mean supplemental appropriations later.
3. Fund replacements on a proactive basis on estimated useful lives of 60 months. We have been successful
in extending useful lives beyond this target and reducing replacement costs.
4. Lease versus purchasing copiers. We Have analyzed "lease versus purchase" several times in the past. The
break-even point is at 36 months. Accordingly, as long as we continue to retain copiers far beyond that, it is
more cost effective to purchase rather than lease; moreover,we retain greater control over our costs.
Operating Program
Support Services(26 100)
B2-83
GENERAL GOVERNMEk. I'
Attachment-2---7-
COPIER REPLACEMENTS
Cost Summary
Line Item Description I Account No. 1 2011-12 2012-13
Minor Capital _ _ 15;000_ 15,000
Copier replacement:Three per year @$5,000 each 100-26100-7953 15,000 15,000
Total 15,000 15,000
Copier Inventory
New or
Location Model Seed* Refurbished Acquisition Date
Admin/Attorney IR 5000 High Refurbished June 2006
City Clerk IR 5020i High Refurbished September 2008
Comm Dev/919 Palm IR 5020i High Refurbished July 2006
Corporation Yard IR 5000i High Refurbished March 2007
Finance&IT IR 5000i High Refurbished June 2005
Fire Station No. 1 IR 5000 High Refurbished November 2006
Fire Station No. 3 IR 5000 High New AugjLst 1999
Parking Admin Offices IR 50201 High Refurbished June 2007
Parks&Rec Admin IR 5020i High Refurbished June 2007
Human Resources IR 50001 High Refurbished May 2007
Planning C GP200 Low New August 1999
Police-Records IR 5000 High New May 2003
Police-Admin C GP200 Low New August 1998
Police-Investigations IR 2200 Low Refurbished June 2006
Police-Records IR 50001 High New May 2004
Police C GP200 Low New August 2000
Public Works IR 50201 High Refurbished July 2006
Utilities IR 5000i High Refurbished May 2007
Water Reclamation IR 3300 Med Refurbished I September 2007
Water Treatment IR 2200 Low Refurbished July 2008
Whale Rock Reservoir C GP200 Low New August 1999
*High=50 pages/minute 14 in inventory
Medium=30 pages/minute 1 in inventory
Low =20 pages/minute or less 6 in inventory
B2-84
IPUBLIC SAFETY
DISPATCH CENTER UNINTERRUPTED POWER SUPPLY MAINTENANCEAftaChMent_J_
Request Summary
Purchasing maintenance for the Public Safety Communications Center Uninterrupted Power Supply (UPS)
system will result in an ongoing cost of$7,500 in 2011-12 and$7,900 in 2012-13.
Key Objectives
1. Provide "maintenance only" of existing police technology and equipment in order to maintain essential
public safety services in our community.
2. Ensure reliable and effective information technology and equipment to support basic, mission critical and
state mandated public safety service functions in our community.
Existing Situation: Factors Driving the Need for Change
In general,a UPS system serves as a safeguard for critical systems against power outages, surges, sags,
brownouts, and over-voltage conditions. As part of the Public Safety Communications Center technology design,
a UPS system was installed in order to protect and maintain the integrity of mission critical servers, storage,
workstations and network systems housed at the center. The UPS system is comprised of two independent
devices(Unit A and Unit B), and when units sense a compromise in power conditions(that would likely have an
adverse affect on the technology and/or equipment)an alarm is sent to IT staff for follow up.
The maintenance contract would include the following: corrective maintenance coverage which includes
inspection and repair of the electronic portion of the UPS; travel expenses for contract staff,necessary parts
replacement; adjustments; and repairs. The contract would also include technical support seven days a week,
twenty-hour hours a day.
The maintenance for the UPS system will be an ongoing cost associated with the dispatch center.Eventually the
hardware will require replacement(anticipated in five years);however,a maintenance agreement will be required
long term.
Goal and Policy Links
1. Police Operating Program goal to maintain basic public safety service levels.
2. 2001-05 Information Technology Strategic Plan.
3. Information Technology Policy and Procedures Manual.
4. Information Technology goal of using reliable technology to maintain productivity and customer service
levels.
Service Categorization Criteria
This request correlates to the department's Support Services program. Support Services encompasses Record
Keeping and Communications Services. The activity Communications Services was assigned service
prioritization category 2(High—Health and safety; essential services).
Program Work Completed
No project work has been completed at this time.
B2-O5
PUBLIC SAFETY
DISPATCH CENTER UNINTERRUPTED POWER SUPPLY MAINTENANCE Attachment
Environmental Review
No environmental review is required.
Program Constraints and Limitations
None
Stakeholders
Information Technology and Police Departments
Implementation
Task Date
1.
-
1. rr Staff to initiate and purchase ongoing maintenance agreement July 2011
Key Program Assumptions
Cost projections were obtained by requesting price quotes from vendors.
Program Manager and Team Support
Project Manager
Information Technology Manager
Project Team
Information Technology
Alternatives
Deny the Project. The outcome would result in higher costs for repair or replacement since there would not be a
maintenance agreement in place.
Operating Program
Although the cost will be allocated to Police Support Services,IT staff will manage the maintenance contract and
equipment.
B2-86
PUBLIC
DISPATCH CENTER UNINTERRUPTED POWER SUPPLY MAINTENANCEAttachment
Cost Summary
Line Item Description Account No.1 2011-12 2012-13
Contract Services 7,500 7,900
UPS System Maintenance Cost 100-80400-7227 7,500 7,900
Total Operating Costs 7,500 7,900
B2_Q
PUBLIC SAFETY
MOBILE DATA COMPUTER AND IN CAR VIDEO WARRANTY EXTENSIOachmen
Request Summary
Extending our current warranty for public safety mobile data computers and the police in-car video system will
cost$34,300 in 2011-12.
Key Objectives
1. Provide continued maintenance of existing public safety equipment.
2. Ensure reliable and effective information technology and equipment to support basic public safety service
functions to the community.
Existing Situation: Factors Driving the Need for Change
The current mobile data computers and in-car video equipment were installed in 2007; the replacement of this
equipment is expected to occur in 2014-15. Warranties were purchased with the equipment and are set to expire
May 2013. In order to maintain warranty coverage, staff is requesting to extend current coverage another twelve
months to May 2014. By purchasing the extended warranty this year,staff can assure costs will reflect the current
quote. If the purchase is delayed until next year,the City could incur an increase of up to 15%.
This hardware is used by both police officers and fire staff who work 24/7 shifts; providing continued warranties
will help keep repair costs low for the next three years.
Goal and Policy Links
1. Police operating program goal to maintain basic public safety service levels.
2. 2001-05 Information Technology Strategic Plan.
3. Information Technology Policy and Procedures Manual.
Service Categorization Criteria
This request primarily correlates to the Patrol Services program and involves the activities of general patrol,
directed patrol,and traffic enforcement,all of which were assigned a service prioritization category of 2(High-
health and safety; essential services).
Program Work Completed
No program work has been completed at this time.
Environmental Review
No environmental review is required.
Program Constraints and Limitations
If equipment fails and IT staff cannot locate replacement parts,costs could be incurred.
B2-88
PUBLIC SAFETY
Attachment �-
MOBILE DATA COMPUTER AND IN CAR VIDEO WARRANTY EXTENSION
Stakeholders
Police,Fire Departments and the community.
Implementation
Task Date
FI
. -
I TT staff to purchase extended warranty July 2011
Key Program Assumptions
Costs are based on vendor quote.
Program Manager and Team Support
Program Manager
Information Technology Manager
Project Team
Information Technology, Police, and Fire staff
Alternatives
Defer or Re phase the Request. Police and IT staff would have to contend with equipment without warranties or
support for critical operations and more staff time would be required of IT and fleet staff to keep this equipment
functioning.Repair costs could significantly increase.
Operating Program
Support Services(80400)
Cost Summary
Line Item Description I Account No.1 2011-12 2012-13
Contract Services 34,300 _ 0
MDC/In-Car Video Warranty Extension 1 100-80400-7227 1 34,300 0
Total Operating Costs 34,300 0
B2-89
IPUBLIC SAFETY
STUDENT NEIGHBORHOOD ASSISTANCE PROGRAM—NEIGHBORHOOD WELLNESS
MAJOR CITY GOAL Affachment
Request Summary
Hiring additional Student Neighborhood Assistance Program (SNAP) employees to support the Neighborhood
Wellness Major City Goal will cost$11,000 in 2011-12 and$15,400 in 2012-13.
Key Objectives
1. Coordinate efforts with other City departments to enhance neighborhood wellness in the community.
2. Enhance pro-active enforcement of the Neighborhood Enhancement Ordinance (NEO) and parking violations
in the neighborhoods.
Existing Situation: Factors Driving the Need for Change
Overall coordination of the City's efforts related to neighborhood wellness is accomplished by the Neighborhood
Services Team, comprised of City staff from many different Departments and led by the Neighborhood Services
Manager in the Police Department.
The Police Department Office of Neighborhood Services, through the Student Neighborhood Assistance Program
(SNAP), addresses violations of the City's Neighborhood Enhancement Ordinance (NEO) that are visible from
the public right of way, such as trash can placement, debris in yards, overgrown shrubbery and weeds. SNAP
employees are also responsible for enforcing residential parking standards, illegal front yard parking, and noise
ordinance violations.
Enforcement is a multi-step process, consisting of an initial assessment of the situation to determine if a violation
is occurring and the issuance of a Notice to Correct the violation. SNAP re-checks the location after 72 hours and
if the violation has not been corrected,photographs are taken to document the violation and the case is referred to
the City Attorney's Office for further action. If compliance is not achieved after contact by the City Attorney,
violators are subjectto administrative citation.
Currently, SNAP employees conduct NEO enforcement an average of 16 hours per week from September
through May and eight hours per week during the summer months. Enforcement is conducted during the daytime
to allow better observation and photo documentation of violations from the public right-of-way. In order to
increase enforcement of NEO violations, as well as neighborhood parking violations (including front yard
parking), staff is requesting to increase SNAP enforcement hours to a total of 40 hours per week from September
through May and 30 hours per week during summer months. This will allow increased pro-active education and
enforcement throughout City neighborhoods in a very cost-effective manner.
Goal and Policy Links
Neighborhood Wellness Major City Goal 2011-13
Service Priority Ranking
Student Neighborhood Assistance Program: 3 (High Mid-Range)
Enforcement of Neighborhood Enhancement Ordinance: 3 (High Mid-Range)
B2-90
IPUBLIC SAFETY
STUDENT NEIGHBORHOOD ASSISTANCE PROGRAM—NEIGHBORHOOD WELLNESS
MAJOR CITY GOAL Attach left �
Program Work Completed
As mentioned above, SNAP currently focuses on NEO enforcement about 16 hours per week. SNAP responds to
complaints and conducts pro-active enforcement. Other neighborhood issues, such as noise complaints,have been
addressed through increased education and enforcement and will continue to be a focus of neighborhood efforts.
Environmental Review
No environmental,review is required.
Program Constraints and Limitations
Increasing NEO and parking enforcement in the neighborhoods is likely to generate complaints from
neighborhood residents who have not been subject to regular enforcement of these types of violations. Some
residents may feel the enforcement is inappropriate and intrusive. Recently, staff has received complaints
regarding the new trash can regulations for this reason.
Additionally, increased enforcement of code violations will increase the workload of the City Attorney's office in
processing violations that are not corrected after a warning is issued. Staff will examine the processes involved to
determine if any streamlining is possible. Reduction in resources of the City Attorney's office could result in
delayed action against violators.
Stakeholders
External stakeholders include neighborhood residents, neighborhood associations and groups, property owners
and managers, and student groups.
Internal stakeholders include the City departments of Community Development, Police, Administration, Parks
and Recreation,Public Works, Utilities and the City Attorney's Office.
Implementation
1. Hire additional SNAP personnel and purchase uniforms. November 2011
Key Program Assumptions
The ability of increased enforcement hours dedicated to NEO violations is dependent on the Police Department's
ability to hire and retain approximately three additional SNAP employees to staff the additional enforcement
shifts. Staff will coordinate with Cal Poly and Cuesta College to enhance recruitment efforts. Shift hours will be
flexible to accommodate the changing schedules of student employees. Existing Police Department vehicles
can be used by the additional staff assuming the Police Department fleet is not reduced.
B2-91
-PUBLIC SAFETY
STUDENT NEIGHBORHOOD ASSISTANCE PROGRAM-NEIGHBORHOOD WELLNESS
MAJOR CITY GOAL Attachment LI-
Program Manager and Team Support
Program Manager. Neighborhood Services Manager
Alternatives
1. Deny Request Denying the request would restrict SNAP from increasing NEO enforcement to support
the Major City Goal. Although enforcement would still occur, efforts to be more pro-active would be
diminished.
2. Increase of Reduce the Request. The number of hours added for NEO enforcement is scalable.
Additional hours may be added at increased cost, or hours may be reduced at a lesser cost. The amount
of pro-active enforcement would be expanded or curtailed accordingly.
Operating Program
Neighborhood Services (80500)
Cost Summary
Line Item Description Account No. 2011-12 2012-13
Staffing 10,000 14,400
Temporary Staffing 100-80500-7014 9,800 . 14,200
Medicare 100-80500-7044 100 100
Unemployment Insurance 100-80500-7046 100 100
Other Operating Expenditures __ 15000 1,000
Employee Recognition 100-80500-7417 200 200
Uniform 100-80500-7913 800 800
Total Operating Costs 11 po 159400
B2-92
TRANSPORTATION
FARMER'S MARKET TRAFFIC CONTROL UPGRADE Attachment
Request Summary
Acquiring new traffic control equipment to meet State and Federal requirements for street closures, and installing
it every week for Farmer's Market will cost$27,300 in 2011-12 and$16,300 in 2012-13.
Key Objectives
1. Compliance with State and Federal requirements for street closures.
2. Improved safety for Farmer's Market pedestrian and vehicular traffic.
Existing Situation: Factors Driving the Need for Change
1. Concern exists that the existing Farmer's Market closure plan does not provide adequate discouragement for
vehicles to enter the Market area.
2. The Farmer's Market traffic control plan and devices do not meet the current State and Federal regulations.
New requirements have been adopted by the Federal Highway Administration & State Department of
Transportation since the current traffic control plan for Farmer's Market was approved.
Goal and Policy Links
1. 2011-13 Major City Goal-Traffic Congestion Relief
2. Federal Highway Administration Code of Federal Regulations,23 CFR 655, Subpart F
3. Street and.Sidewalk Program Objective to provide Special Event Support
Service Categorization Criteria
1 =Mandated
Program Work Completed
Staff has completed design work on a traffic control plan which satisfies State&Federal requirements.
A CIP request has been submitted for the 2011-13 Financial Plan to install a barrier end treatment for the north
end of the Farmer's Market.
Environmental Review
n/a
Program Constraints and Limitations
The proposal is constrained by the tight financial budget situation and the availability of additional staff time to
implement the street closures.
B2-93
TRANSPORTATION
FARMER'S MARKET TRAFFIC CONTROL UPGRADE Attachment
Stakeholders
In general,the Street and Sidewalk operating program within Public Works, which manages the Farmer's Market
street closures, will be affected by the need to deploy more staff resources and equipment each time the closure
occurs.
The Downtown Association and general public attending the weekly Farmer's Market events will be the potential
beneficiaries of implementing the updated State and Federal requirements.
Implementation
The current and proposed Farmer's Market traffic control plans are provided as Attachments A and B. The
current Farmer's Market setup consists of 23 signs and 13 barricades. In order to comply with new State and
Federal mandates, the proposed Farmer's Market traffic control plan will consist of 66 signs, 43 barricades and
100 traffic cones. Acquiring the new traffic control equipment to achieve State and Federal requirements for
street closures will begin in August 2011. Staff resources needed to deploy this new equipment will start in the
fall of 2011 and will be on-going.
=Staffffadditionall
and purchase equipment August 2011
eployment effort and training September 2011
equipment October 2011
Key Program Assumptions
Costs are based on current salary tables for regular and temporary staff anticipated for deployment, in addition to
the cost of new equipment in the first year and equipment maintenance thereafter.
Program Manager and Team Support
Program Manager. Street Supervisor
Project Team. Transportation Engineering Staff
Alternatives
1. Continue the Status Quo. The City may continue Farmer's Market closures under the current traffic control
plan with the same devices. However staff does not recommend this as this will increase the City's liability
exposure. An example of this exposure is an incident where an elderly man drove through a Farmer's Market
closure injuring 63 people and killing 10; the City was ultimately deemed partially liable for not maintaining
traffic control which meets current State and Federal requirements.
2. Implementation in a Different Way. The City could negotiate a contract with the Downtown Association to
assume the costs associated with the traffic control for Farmer's Market. City staff would continue to
provide the traffic control services as required by State and Federal requirements for street closures for
improved pedestrian safety for Farmer's Market. This service provided by a private contractor is estimated to
cost$18,000 on top of the existing costs for traffic setup. The total would be $36,000 to complete the full set
up via contract.
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TRANSPORTATION
FARMER'S MARKET TRAFFIC CONTROL UPGRADE Attachment
Operating Program
Street and Sidewalk Maintenance(50300)
Cost Summary
To upgrade traffic control for Farmer's Market will require an initial investment in additional traffic control
equipment and an increase in temporary staffing hours to install the added devices. Acquiring new traffic control
equipment to meet State and Federal requirements for street closures, and installing it every week for Farmer's
Market will cost$27,300 in 2011-12 to double staffing resources(2 to 4) and purchase additional equipment, and
$16;300 in 2012-13 and per year after that for staffing resources to install the expanded traffic control.
Line Item Desc ' 'on Account No. 2011-12 2012-13
Staffing _ ___ _--- _15,300 _ _- 15,300
Temporary Salaries 100-50300-7014 15,000 15,000
Medicare 100-50300-7044 200 200
Unemployment Insurance 100-50300-7046 100 100
Mino r Ca pita) 12,000 11000
Traffic Control Equipment 100-50300-7843 12,0001 1,000
TOTAL OPERATING COSTS .__ 27,300 16,300
B2-95
TRANSPORTATION
AttaChmd
FARMER'S MARKET TRAFFIC CONTROL UPGRADE
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B2-96
TRANSPORTATION
FARMER'S MARKET TRAFFIC CONTROL UPGRADE Attachment 4
Attachment B: Current Farmers Market Traffic Control Plan
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B2-97
�TRANSPORTATION
FARMER'S MARKET TRAFFIC CONTROL UPGRADE Attachment.L
Attachment B: Current Farmers Market Traffic Control Plan
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B2-98
COMMUNITY
DEVELOPMENT. o
CAPITAL IMPROVEMENT PLAN DELIVERY SUPPORT SERVICES Attachment_.L
Request Summary
Extending the full-time contract position that provides CIP Engineering project support and assistance, from July
1, 2011 through December 31,2011,will cost$32,400.
Key Objectives
1. Implement Major City Goal for Infrastructure Maintenance, Traffic Congestion Relief by ensuring efficient
delivery of CIP projects associated with those goals
2. Ensure Measure Y accountability of funding provided for CIPs
3. Ensure the planned delivery of the CIP workload by engineering staff is not hampered by lack of
administrative support.
4. Ensure that CIP project construction administration complies with all legal and procedural requirements
5. Maintain customer service to bidders and contractors on CIP projects
6. Maintain accurate and useful files and information for CIP projects
Existing Situation: Factors Driving the Need for Change
For the past four years, administrative support services for the CIP Engineering program has been provided by a
full-time, benefited contract position within the Public Works Administration program. Prior to this, the
administrative support function was provided by a full-time regular Administrative Assistant II position. Upon
retirement and dissolution of this staffing position, it was determined that the need for support remained, even
more so with the passage of Measure Y and increase in capital projects designed and constructed. In response, a
contract staff position was created and utilized for this support.
This current contract position has been funded in part by one-time salary savings from within the Public Works
Administration program, and contract services funding from the Utilities Department. Funding for this position
is one-time in nature and will be ending upon the expiration of the employment contract on June 30, 2011.
Staff has used these past four years to take an in-depth look at both current and future impact of Measure Y, the
CIP workload, available administrative support staff from other areas of the department, and reorganization of
support staff.The goal was to establish needed regular staffing levels within the Public Works Department. Staff
has identified that this CIP support position has been an integral part of the delivery of the Capital Improvement
Program as it has helped to ensure the planned delivery of the CIP workload has not been hampered by a lack of
administrative support.
Once a CIP project is designed and ready for construction, a certain level of administrative assistance is required
to guide it through bidding, construction, and closeout phases. Regardless of the size and cost, each project on
average required about 90 hours of administrative assistance during the two-year financial plan cycle for a wide
variety of tasks,as detailed in Table 1 at the end of this request. Major administrative CIP support tasks include:
1. Setting up and maintaining all capital project job files and associated paperwork
2. Processing reports for advertising and award of various project aspects
3. Copying and distributing project plans and specifications
4. Submitting advertisement.for project Request for Proposals(RFP)
5. Maintaining the City's a-bid board on all projects submitted for RFPs
6. Obtaining signed contract agreements,bonds,and insurance documents from successful bidders
7. Coordinating full execution of contract agreements
B2-99
COMMUNITY • '
CAPITAL IMPROVEMENT PLAN DELIVERY SUPPORT SERVICES Attachment
8. Scheduling pre job meetings;preparing pre job meeting documents
9. Monitoring for continuing insurance and bond compliance during contract
10. Furnishing contractor's payroll records to labor compliance agencies.
11. After the required retention period,purging job files and scanning and sending purged files to storage
Anticipated Workload
Even with the fluctuation of new CIP projects and carryover projects with each Financial Plan, there remains a
consistent need for CIP support services to ensure the delivery of these projects. These administrative support
services are required for the proper management of these projects. These services would include scheduling,
coordinating advertising and bids, processing pay estimates, ensuring appropriate level of insurance for all
vendors and contract compliance.
Should the CIP Engineering staff be required to absorb and individually provide these support services per each
project, it would decrease the productivity level for in-house design work, delay project scheduling, and reduce
efficiencies that have been previously achieved through the streamlining of work efforts. Additionally, the CIP
Engineering design staff are professionally certified Engineers and receive pay commensurate with their
Professional Engineer(PE) certifications. Requiring a certified PE to perform administrative-type support duties
would reduce the time available for engineering design work and not only delay CIP project delivery but may
also be perceived as an inefficient use of general fund monies.
Given that the 2011-13 Financial Plan draft CIP is the lowest sustainable CIP as determined by the CII'
committee, it is unlikely that the CIP will be so significantly reduced from the current level in future years as to
completely eliminate the need for any administrative support. The 2011-13 CIP is a combination of both General
Fund and Enterprise Fund projects. The Enterprise Fund work gives the plan additional stability, given the
fluctuations in the General Fund. Even in prior lean CIP years, a dedicated administrative staff person was
consistently needed to provide this support.
Staff is requesting an extension of the current contract staffing funding for six months(from July 1, 2011 through
December 31, 2011)to provide time to analyze staffing resources department-wide which may be used in support
of these services and to implement recommendations provided as part of the Matrix Consulting Group
organizational assessment. This contract extension would be necessary to limit any disruption of CIP assistance
and delivery of capital projects during this time of transition.
Goal and Policy Links
1. Passage of Measure Y in November 2006, including Neighborhood Street Paving, Traffic Congestion Relief
and Flood Protection
2. 2011-13 Capital Improvement Plan
3. 2011-13 Major City Goal for Traffic Congestion Relief
4. 2011-13 Other Important Objectives for Infrastructure Maintenance
5. Adopted Human Resources Personnel Management Policy
Service Categorization Criteria
2=High
(CIP Project Design, Construction Management and Private Development Inspection)
B2-100
ICOMMUNITY DEVELOP
CAPITAL IlVIPROVEMENT PLAN DELIVERY SUPPORT SERVICES Attachment
Program Work Completed
Public Works has prepared an analysis of the various CIP administrative assistance tasks and the average time
required for each task. This calculation has been averaged over a two-year period as it assumes a project would
be initiated and completed within the typical 2-year Financial Plan time frame. This analysis has been used to
establish a benchmark for administrative assistant support. The CIP support task force has concurred with the
method of analysis used.
In 2010, the Public Works Department conducted an organizational and management analysis of the Department
through the use of a consultant. In October 2010, an independent consultant, Matrix Consulting Group, was
awarded a contract to provide an in-depth review and organizational and efficiencies assessment for the Public
Works Department. It is anticipated that, as a result of this efficiencies analysis, the consultant would provide
the final recommendations of improvements for existing operations, staffing, and service levels, along with an
implementation plan for improvement.
In the draft assessment report, the following areas were evaluated by Matrix and supported with either a
recommendation for a change in practice or to continue with current practices. The evaluated functional areas
were: core and priority services, organizational & management structure, outsourcing/insourcing opportunities;
current operations, technology, best management practices, trend analysis, customer service and
recommendations.
The draft final assessment, provided by Matrix, has supported findings consistent with that of staff with the
recommendation of a full-time regular administrative staff position for the CIP Engineering program. This
administrative staff position is tied directly to capital support and is noted as critical in providing the necessary
support.services integral to the delivery of capital projects. The final organizational and efficiencies assessment
report by Matrix is anticipated to be presented to Council in May 2011.
Environmental Review
No environmental review required.
Program Constraints and Limitations
1. Adequate financial resources available to support staffing needs.
2. This request conflicts with the adopted Human Resources Management policy which states how contract
employees shall be utilized. The CIP is an on-going,regular part of City operations and services. While
the City could opt to maintain a contract with an employee for this support, it is not in accordance with
the City's adopted Human Resources policy which states; "Contract employees will generally be used
for medium-term projects, programs, or activities requiring specialized or augmented levels of staffing
for a specific period. " The CIP program is not a limited-term program that might signal the use of a
contract employee to be appropriate. A regular full-time administrative support staff will be the core
workforce and the preferred means of staffing ongoing,year-round CIP program activities.
Stakeholders
J
1. Council members and City staff committed to the delivery of Measure Y CIP projects
2. The community with the expected delivery of CIP projects and use of Measure Y funds
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COMMUNITY • '
CAPITAL IMPROVEMENT PLAN DELIVERY SUPPORT SERVICES AttaChnent-L
3. Project managers,engineers,and project proponents in other departments
4. Bidders and contractors on CII'projects-
5.
rojects5. Public Works Administration staff members
Implementation
1. Administrative support for CIP Engineering projects has been provided over the past four years by a full-
time, benefited contract position. This contract is set to expire on June 30, 2011. The request would extend
contract staffing dollars from July 1, 2011 through December 31, 2011. The intent is to limit any disruption
of CIP assistance and delivery of projects while the Department works to implement recommendations
provided as part of the Matrix Consulting Group organizational assessment.
1. Extend contract of employment for CIP Support Services from July 1, 2011 through July 2011
December 31,2011.
2. Conduct department-wide analysis of administrative functions and efficient and effective December 2011
deployment. Present results to City Manager for decision
Key Program Assumptions
2. Assumes the lowest responsible CIP program with 81 (61 new, 20 carryover) projects in the 2011-13
Financial Plan.
3. Each CIP project will require an average of 90 hours of administrative assistance.
4. Administrative assistance for CIP projects will be ongoing year-round work; will only vary slightly with
seasons.
5. The recommendations provided as part of the Matrix Consulting Group organizational assessment will be
implemented by December 31,2011.
Program Manager and Team Support
Program Manager. City Engineer
Project Team. CIP Engineering and Administrative Services
Alternatives
1. Continue the Status Quo. The status quo is the use of one full-time contract position, funded
partially through Utilities, to keep the CIP program moving. General Fund support was one-time in
nature and will not be available following the expiration of this employment contract on June 30,
2011. Without a permanent source of funding to support the contract position, all support for the
CIP program will diminish to an unsustainable level and Engineering Design staff will be required
to independently provide these support services for CII'projects.
2. Use existing Engineering staff. One alternative to new staffing is to shift an engineering
technician from project development work to support work. This translates into a reduction in the
number of projects that the CIP Engineering section,can deliver and the outsourcing of design
work. Both staff and the independent consultant providing the Department's organizational
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'COMMUNITYtt • '
CAPITAL IMPROVEMENT PLAN DELIVERY SUPPORT SERVICES !i"t ttachm6nt.L
assessment do not support this alternative as it would be an inefficient use of staff time and
resources to allocate a professional or certified staff position to perform administrative-type duties.
3. Implementation in a Different Way. Staff has discussed the ability of contracting with a Staffing
Agency to provide temporary assistance for CIP support. The work involved for CIP support is not
typical receptionist or clerical type work. This work requires knowledge of State and Federal
guidelines for prevailing wages, construction documentation, request for information standards
(RFI)and legal compliance with public records requests. Tracking and document requirements are
very specific to keep the City in compliance with federal and state legal requirements on contract
administration. Temporary staffing services would not be able to provide the City with any
assurance that they could provide consistent staff for the program. Additionally, in-house staff
would not be available for repeat trainings resulting in frequent turn-over of temporary services
staffing.
Operating Program
Public Works Administration(50 100)
Cost Summary
The current full-time, benefited contract position is paid equivalent to an Administrative Assistant II, Step 4 rate.
Extending the contract of employment from July 1, 2011 through December 31, 2011 will cost approximately
$32,400.
Line Item D escription Account No. 2011-12. 2012-13
Staffing 32400 0
Contract Salaries(Admin Asst 11-Step 4) 100-50100-7012 19,800
Retirement Contribution 100-50100-7040 7,300 -
Health& Disability Insurance 100-50100-7042 4,800 -
Medicare 100-50100-7044 400
jUnerriployment Insurance 100-50100-7046 100 -
B2-103
TRANSPORTATION
o • -
TRAFFIC ENGINEERING CONTRACT POSITION Aftachment.L
Request Summary
Continuing the full-time Engineer II benefited Contract staffing position to provide Traffic Program support for
the Transportation Planning and Engineering division will cost$111,700 in 2011-12 and$117,200 in 2012-13.
Key Objectives
1. Restore funding and support resources for the Traffic Program, traffic safety, Traffic Congestion Relief
Major City Goal (MCG)and neighborhood wellness.
2. Provide staffing support necessary to continue the City's Annual Traffic Safety, Bi-Annual Traffic
Operations, and Neighborhood Traffic Management programs.
3. Implement the 2011-13 Major City Goals for Traffic Congestion Relief and Neighborhood Wellness.
4. Fulfill regulatory and Municipal Code requirements.
5. Fulfill State&Federal regulatory requirements for traffic control devices and operations.
Existing Situation: Factors Driving the Need for Change
As part of the 2009-11 Financial Plan, a temporary budget reduction strategy was adopted eliminating the City
Traffic Engineer position, and converting a regular full-time equivalent (FTE) Engineer III position to a contract
Engineer It position with funding half from State grant funds and half from City General Funds. By December 2011,
when the available grant fimding is expected to be exhausted,the City will have saved approximately$300,000 from
this overall strategy. However, with the grant funding now almost exhausted, General Fund monies now need to be
restored in order to maintain the current levels of support for the Traffic program and associated regulatory
requirements.
This position is essential to allow the Traffic Engineering workgroup to accomplish the MCG of Traffic Congestion
Relief and to assist on the Neighborhood Wellness MCG. In addition, this position plays a crucial role in providing
support services for the Transportation Operations Manager so that that position can focus on more technical duties
such as the traffic signal system, program oversight and management, and consultant services for the City's Other
Important Objective of the Circulation Element.
The Engineer position is essential for maintaining current service levels, programs, and regulatory obligations.
Based on industry standards and historical operating levels, it is estimated that (with acquisition of Hwy 227) the
Transportation division is currently operating at approximately 103% of its staffing capacity. If the Engineer staff
position is not restored,the Transportation division will be operating at approximately 134% of its staffing capacity
in terms of annual staff hours.
Over the last nine years,significant new staff resource demands have been added to the Transportation division with
no increase in staffing resources. Notable new demands include 14 new traffic signals, approximately 7 new
centerline miles, a new traffic operations software program and database, expansion of the traffic safety &
Neighborhood Traffic Management (NTM) programs, converting signal operations and travel demand modeling to
in-house staff,and the annexation/development of new residential,commercial and industrial areas.
Background
As part of the 2009-11 Financial Plan budget reduction strategy,the Transportation division eliminated two full-time
regular positions,the City Traffic Engineer and Senior Transportation Engineer,as well as contract services funding.
To off-set the staffing reductions, a new Transportation Operations Manager position was created to provide the
planning and traffic project over-sight and division supervision. In addition, funding was provided for a benefited
B2-104
NEW—
P. .
TRAFFIC ENGINEERING CONTRACT POSITION
contract Engineer position and temporary staffing to support various traffic management programs as mandated by
State and Federal regulations. This reorganization of staffing resources was presented as a one-time only interim
reduction with the assumption that the Engineering staffing position would be re-established as a regular full-time
position. Duffing the 2009-11 financial plan period, the interim reduction was made permanent as part of a decision
to permanently accept the interim reductions and lower the base budget. In order to sustain the current level of
services and traffic programs, it is critical that the Transportation Planning and Engineering division maintain the
minimum staffing levels to fulfill its core services,projects and programs.
As part of the 2011-13 Financial Plan, the Transportation division is further reducing its staffing levels.
Approximately .5 FTE Principal Transportation Planner staff position will be reduced in the Transportation division
and added to the Parking Services division to provide direct support to Parking Services. This staffing resource
transfer is already occurring, but formalizing it will save the General Fund approximately $64,700 annually. In
addition, temporary staffing used for paid interns in the Transportation division will be further reduced saving
approximately$33,500 annually.
With the most recent budget reductions and the transfer of resources to the Parking Fund, staffing in the
Transportation Planning and Engineering division will be reduced by almost 1.0 FTE, or $100,000. If for some
reason the Contract Engineer staffing position is not extended, staffing levels in this division will be reduced,
requiring core services to be reprioritized.
This reduction to such low staffing levels would cause a functional deficiency in the core service deliveries of the
Transportation division. This would result in an inability to effectively manage various transportation facilities or
maintain regulatory requirements, ultimately leading to increased City-wide traffic congestion, potentially higher
collision rates,increased liability, and possible jeopardy of State and Federal funding due to a diminished ability to
fulfill mandates which are prerequisites for receiving various state and federal funds. In addition, if the staffing
resource is not restored in some manner, Major City Goals and Other Important objectives cannot be accomplished
because the Transportation Operations Manager and Principal Transportation Planner will need to assume the line
level duties and will not be able to oversee the higher level functions needed to accomplish the City's goals.
Service Categorization Criteria
2=High
Goal and Policy Links
1. 2011-13 Major City Goal for Traffic Congestion Relief
2. 2011-13 Major City Goal for Neighborhood Wellness
3. Measure Y Objective: Traffic Congestion Relief
4. Circulation Element Objectives 1.6 Thru 1.11
5. Circulation Element Policies&Program Standards 6.1 Thru 9.1
6. City of San Luis Obispo Municipal Code Titles 10& 12.
7. California Vehicle Code Section 21400
8. Title 23 U.S. Code, Sections 109(d), 114(a),217, 315, &402(a)
9. Title 23 Code of Federal Regulations 655.603, Sections 1.48(b)(8), 1.48(b)(33),& 1.48(c)(2)
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TRANSPORTATION
TRAFFIC ENGINEERING CONTRACT POSITION Attachment-2L
Program Work Completed
The Engineer staff position supporting traffic programs has been ongoing in the Transportation division for more
than ten years. As part of the 2009-11 Financial Plan Budget Reduction Strategies, this regular full-time
Engineer position was converted to a Benefited Contract staff position, with partial funding support from State
grants. Prior to State grant support, the Engineer position was supported fully through General Fund monies.
The contract of employment for the Engineer position is set to expire on June 30, 2011 and will not continue
without additional funding.
Environmental Review
No departmental review will be necessary if the position is maintained.
Program Constraints and Limitations
1. This request assumes the fiscal constraints of General Fund support this position.
2. If the Engineer position is not re-established as a regular staffing position, or maintained as a contract
position, it will significantly impact the department's ability to implement the Major City Goal of Traffic
Congestions Relief, and possibly require suspension of services the Transportation division provides to
other divisions and departments. Of these, the most impacted would be the CIP Engineering division,
Community Development,Utilities,Police and Fire Departments.
3. The Draft final Public Works Organizational Assessment recommends funding for a full-time Contract
Engineer staff position. The final organizational and efficiencies assessment report by Matrix is
anticipated to be presented to Council in May 2011.
Stakeholders
This position is essential for providing services to internal City customers such as Police and Fire Departments.
Other stakeholders, such as the California Polytechnic University(Cal Poly)and public agencies such as State of
California Department of Transportation (Caltrans), San Luis Obispo Council of Governments (SLOCOG) and
the County of San Luis Obispo would be affected by the inability of staff to provide core and high priority
services to the community.
Implementation
Engineering support for Traffic Programs has been provided over the past three years.by a full-time benefited
contract position. This contract is set to expire on June 30, 2011 and no additional funding is currently available
for extension of this contract.
Staff is requesting Contract Salaries funding in support of a benefited Contract staff position to provide Engineer
II level support for the Transportation division. A contract position will provide flexibility with staffing
resources during the implementation of Department-wide recommendations provided as part of the Matrix
Consulting Group organizational assessment. This contract staffing position will be necessary to limit any
disruption of Transportation Engineering assistance and delivery of traffic capital projects during this time of
transition.
B2-106
TRAFFIC ENGINEERING CONTRACT POSITION
Aftschnd an >�
I1. Extend contract of employment for Engineer II Traffic Program Support Services from July 2011
Jul 1,2011 throu June 30,2012.
Key Program Assumptions
1. Assumes General Fund financial support.
2. Staff will solicit grants where possible to assist in funding constraints and to help reduce General Fund
support for the position.
3. Engineering assistance for Traffic Programs will be ongoing year-round work; will only vary slightly with
seasons.
4. The Engineering assistance required for Traffic programs will be performed primarily within the Engineering
I-111 career series.
5. It is assumed that adequate staffing and resources will be available to do the work.
6. The recommendations provided as part of the Matrix Consulting Group organizational assessment will be
implemented within the 2011-13 Financial Plan.
Program Manager and Team Support
Program Manager. Transportation Operations Manager
Project Team. CIP Engineering and Public Works Administration divisions
Alternatives
1. Continue the Status Quo. Currently the work is being supported by a contract Engineer position which is set
to expire June 30, 2011. There is no additional funding identified to support these staffing services beyond
this date. If funding is not re-established and the staffing position is lost, the Annual Traffic Safety, Bi-
Annual Traffic Operations,and Neighborhood Traffic Management Programs cannot be maintained and must
be suspended in some form due to a lack of staff resources. In addition, loss of this staffing position will
diminish customer service levels and support services provided to other City departments such as Police,
Fire, Community Development, and Parks &Recreation.The loss of this staffing position would put the City
in jeopardy of non-compliance with State and Federal traffic safety obligations.
2. Defer or Re-Phase the Request Currently the work is being supported by a contract Engineer position
which is set to expire June 30, 2011. There is no additional funding identified to support these staffing
services beyond this date. If local funding is deferred and the staffing position not retained, the City will
experience the same impacts as if funding is denied. Once staffing levels are reestablished additional costs
and delays reinitializing the programs would be incurred due to recruitment and re-training of a new staff.
The loss of this staffing position would put the City in jeopardy.of non-compliance with State and Federal
traffic safety obligations.
3. Implement in a Different Way. The City could establish this position as a full-time temporary position. The
current work has been supported by a Contract Engineer. The alternative of himinga temporary staffing
position would reduce the overall staffing costs of this position. However, this recommendation is not
B2-107
'TRANSPORTATION
TRAFFIC ENGINEERING CONTRACT POSITION
preferred based upon the need for this position and the conflict with the adopted Human Resources
Management policy which states how temporary employees shall be utilized.
"Temporary employees will generally be used for medium-term projects,programs, or activities
requiring specialized or augmented levels of staffing for a specific period."
This work has been ongoing for more than ten years and is critical for providing essential services and
mandated State and Federal regulatory obligations and therefore should be established as a regular full-time
staffing position.
Operating Program
Transportation Planning&Engineering(50500
Cost Summary
The staffing costs projected below are based upon an Engineer II, Step 3 rate at $34.63 per hour. Adding a
benefited Contract staff position to provide Engineer II level support will cost$111,800 in 2011-12 and$117,200
in 2012-13.
Line Item Description Account No. 2011-12 2012-13
Staffing 111,700 _ .117 200
Contract Salaries(Engineer Q -Step 3) 100-50500-7012 72,000 15,800
Retirement Contribution 100-50500-7040 23,300 24,900
Health&Disability Insurance 100-50500-7042 15,100 15,100
Medicate 100-50500-7044 1,100 1,100
,Unetriployment Insurance 100-50500-7046 200 300
Total Operating Costs 111,700 1117,200
B2-108
ITRANSPORTATION
PARKING ENFORCEMENT OFFICER—NEIGHBORHOOD WELLNESS MAJOR CITY GOAL
u8'!l
i.
Request Summary
Hiring a full-time, benefited contract Parking Enforcement Officer to support the Neighborhood Wellness Major
City Goal will cost$53,900 in 2011-12 and$87,200 in 2012-13.
Key Objectives
1. Participate with other City departments to enhance neighborhood wellness in the community.
2. Implement a more pro-active enforcement of parking violations in City neighborhoods.
Existing Situation: Factors Driving the Need for Change
Public Works-Parking Services participates with the overall coordination of the City's efforts related to
neighborhood wellness at Neighborhood Services meeting. Current Parking Services officers enforce parking in'
the downtown, at Railroad Square and in residential permit parking districts Monday through Saturday, 9 am to 6
pm. Other parking enforcement is done on a random basis or in response to a call for service. Due to higher
density of parking violations and vehicles in the Downtown area, Parking Services has not been able to provide
enough parking enforcement in all residential neighborhoods.
Typically neighborhood parking violations include residential permit violations, red curb violations, parking in
the yard violations,blocking sidewalk/driveway violations, fire lanes,and assisting with 72 hour parking notices.
Parking officers also provide information on Neighborhood Enforcement Ordinance (NEO) violations and code
enforcement violations they observe from the public right of way.
In order to increase and enhance parking enforcement in neighborhood areas this contract position will be used
exclusively to patrol all neighborhood areas while looking for NEO and code enforcement violations. The goal of
this position is to obtain compliance with city ordinances and State Vehicle code violations. A two-year contract
position is being used to determine whether sufficient parking fine revenues will be achieved to cover the costs of
the officer. At the conclusion of the two-year term, staff can evaluate the effectiveness before deciding to make
this permanent.
Goal and Policy Links
1. 2011-13 Major City Goal: Neighborhood Wellness
Service Categorization Criteria
3=High Mid-Range(Revenue Management)
Program Work Completed
The Public Works Parking Services enforces parking violations in neighborhoods with residential permit districts
and by random patrol or by complaint in other neighborhood areas. Parking Services has increased reporting of
NEO violations and other code enforcement violations to other City departments. Parking Services actively
participates with the Neighborhood Services Team meeting and other coordination efforts by other departments.
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TRANSPORTATION
PARKING ENFORCEMENT OFFICER-NEIGHBORHOOD WELLNESS MAJO TY C L
Existing parking officers work Monday through Saturday from 9:00 AM to 6:00 PM. Currently, they usually
respond to complaints and conduct pro-active enforcement of parking violations in neighborhoods in the morning
hours prior to addressing parking problems in other areas of the City.
High enforcement demand in retail areas of the City limits the amount of time parking officers are available to
patrol the neighborhoods, where violations are less frequent. Police Department SNAP employees conduct
enforcement of residential parking district violations during dedicated parking enforcement shifts and on a
continual basis as they are conducting their other duties.
Environmental Review
No environmental review is required.
Program Constraints and Limitations
1. Increasing parking enforcement in the neighborhoods is likely to generate complaints from neighborhood
residents who have not been subject to regular enforcement of these types of violations. Some residents
may feel the enforcement is inappropriate and intrusive.
2. The revenue generated by the additional parking officer is not likely to off-set the cost of the new
position and associated equipment. Generally, parking violations in neighborhoods are less frequent and
sporadic than in retail areas and, once citations are issued, compliance by residents tends to be relatively
high. In addition,parking violations and associated revenue has declined in recent years due to increased
fine amounts driven by State surcharges on parking citations.
3. There is currently no funding to provide a vehicle for this staffing position to use for the additional
neighborhood enforcement. Fleet Maintenance will reassign an under-utilized fleet vehicle to Parking
Services..
Stakeholders
City residents,business owners, motorists,pedestrians and bicyclists are stakeholders in additional transportation
program support.
Implementation
The addition of a contract Parking Enforcement Officer position will take effect at the implementation of the
2011-13 Financial Plan, effective July 1,2011. Actual hiring for employment is expected to take effect by
November 1, 2011.
1. Approve a full-time contract benefited staff position to prove Parking Enforcement July 2011
Officer duties for the Parking Services division _
2. Establish EOP process and/or recruit August 2011
3. Interview and Hire September 2011
4. Training November 2011
Key Program Assumptions
B2-110
e • s •
PARKING ENFORCEMENT OFFICER—NEIGHBORHOOD WELLNESS MAJOR CITY GOAL
A ESdbm,a,hrKmerw�y�
The key program assumptions include no additional duties being assigned to the Parking Services division
because this request addresses a current staffing deficiency.
Program Manager and Team Support
Program Manager. Parking Services Manager
Project Team. Public Works Administration
Alternatives
1. Continue the Status Quo. Currently there are three full-time equivalent (FTE) Parking Enforcement
Officers who provide parking enforcement duties for the City of San Luis Obispo. To continue with
current staffing levels, one Parking Enforcement Officer would need to be reassigned to residential
neighborhoods to increase the dedicated parking enforcement in the neighborhoods and provide
expanded parking enforcement in neighborhoods during the daytime,nighttime and on weekends.
2. Defer or Re-Phase the Request This staffing request could be delayed or deferred until the second year
of the Financial Plan in 2012-13. This would reduce estimated costs by $53,900. However, parking
enforcement in these neighborhoods would remain the primary function of the Police Department SNAP
employees who currently conduct enforcement of residential parking district violations.
3. Change the Scope of the Request. A half-time contract benefited position could be allocated to the
Parking Services division for increased parking enforcement of these residential neighborhoods.
However, with part-time staff, only a portion of the key objectives for Parking identified above could be
accomplished.
Operating Program
Parking Services(50600)
Cost Summary
Adding a full-time, benefited contract position to assist with Parking Enforcement Officer duties in the Parking
Services division will cost approximately $53,900 in 2011-12 (estimated for a hire date of November 1, 2011)
and$87,200 in 201243.
B2-111
TRANSPORTATION
PARKING ENFORCEMENT OFFICER—NEIGHBORHOOD WELLNESS MAJOR CITY GOAL
Line Item Description Account No. 2011-12 2612-13
Staffing_ _43,506 _ 731100
Regular Salaries(Parking Enf Officer) 510-50600-7010 27,100 46,300
Retirement Contribution 510-50600-7040 8,800 15,200
Health&Disability Insurance 510-50600-7042 7,200 10,800
Medicare 510-50600-7044 300 700
Unemployment Insurance 510-50600-7046 100 100
Contract Services _ 6,700 . 9,100
Contract Services-citation processing 510-50600-7227 6,700 9,100
Other Operating Expenditures 39700 _ 59000
Uniform 510-50600-7259 300 400
Printing 510-50600-7283 3,400 4,600
Total Operating Costs 539900 87400
B2-112
TRANSPORTATION
PARKING TRANSPORTATION PLANNING STAFF Attachnsnt..L
Request Summary
Adding a .5 Full-time Equivalent (FTE) Principal Transportation Planner staff position (currently filled in the
Transportation Planning and Engineering division)will cost the Parking Fund$64,700 in 2011-12 and$64,900 in
2012-13.
Key Objectives
The .5 FTE management level position would be reduced in the Transportation Planning&Engineering Division
and transferred over to the Parking Services Enterprise Fund to support the Parking division by:
1. Assisting with the responsibilities recently added by the creation of the"Downtown Champion"..
2. Implementing parking projects such as the Palm Nipomo parking structure:
3. Assisting with the increased management duties resulting from the operation and maintenance of the recently
constructed 919 Palm Street parking facility.
4. Assisting with staff supervision and management of eight regular and ten FTE temporary positions.
5. Addressing requests to redevelop City parking lots(i.e. Chinatown and Garden Street Terraces).
6. Responding to special programs needs such as new technologies and rate strategies.
7. Responding to special project needs such as downtown residential parking.
8. Staffing City committees such as the Neighborhood Services Team.
9. Maintaining desired levels of customer service and community support.
10. Developing and implementing strategies to make maximum use of existing parking spaces and reduce the use
of single occupant vehicles.
Existing Situation: Factors Driving the Need for Change
Since 2005, the Parking Services division has added 25 parking lot spaces, 240 garage parking spaces, one
residential permit parking district, and the duties of the "Downtown Champion". Additionally, the City has
added three residential properties to its inventory and is considering two private development proposals to
redevelop existing City parking lots.
Due to the increased workload, the Principal Transportation Planner in the Transportation Planning and
Engineering division has already been assisting the Parking Services Manager by overseeing the Palm Nipomo
parking structure project, collaborating on revenue enhancement strategies, and participating in parking
management and demand reduction efforts.
With the reduction of an .50 FTE Principal Transportation Planner staff position from the Transportation
Planning and Engineering division, and subsequent transfer over to the Parking Services division, the long-term
staffing commitment of the Transportation Planner will be.assured for Parking Services. Current development
review technical planning functions will be transferred to the Traffic Operations Manager.
Goal and Policy Links
1. 2011-13 Major City Goal: Neighborhood Wellness
2. 2011-13 Major City Goal: Traffic Congestion Relief
3. 2011-13 Other Important Goals: Infrastructure Maintenance
4. 2011-13 As Resources Permit Goal: Climate Protection
5. General Plan Circulation Element
B2-113
TRANSPORTATION
PARKING TRANSPORTATION PLANNING STAFF �� ����
6. Parking and Access Management Plan
7. Revenue Management Operating Program
8. Parking Management and Demand Reduction Operating Program
Service Categorization Criteria
4=Mid-Range (Parking Management and Demand Reduction)
Program Work Completed
The Principal Transportation Planner staff position has already been assisting the Parking Services Manager by
overseeing the Palm Nipomo parking structure project, collaborating on revenue enhancement strategies, and
participating in parking management and demand reduction efforts.
Environmental Review
No environmental review is required.
Program Constraints and Limitations
With the reduction of this .5 FTE staff position and other budget reductions, the Transportation Planning and
Engineering division will be limited in its ability to fulfill its commitments.
Stakeholders
City residents,business owners, motorists,pedestrians and bicyclists are stakeholders in additional transportation
program support. Additionally,the Downtown Association and its members will be affected by this request.
Implementation
The addition of a .5 FTE Principal Transportation Planner will take effect with the implementation of the 2011-
13 Financial Plan,effective July 1,2011.
1. Reduce Principal Transportation Planner staff position by .5 FTE in the Transportation July 2011
division
2. Add .5 FTE Principal Transportation Planner staff position in the Parking Services July 2011
division
Key Program Assumptions
The key program assumptions include no additional duties being assigned to the Transportation Planning and
Engineering Services division because of current staffing levels.
Program Manager and Team Support
B2-114
'TRANSPORTATION• s ,
PARKING TRANSPORTATION PLANNING STAFF
Program Manager. Parking Services Manager
Project Team. Transportation Planning&Engineering and Public Works Administration
Alternatives
1. Continue the Status Quo. The Principal Transportation Planner could remain a 1.0 FTE staff position with
the Transportation Planning and Engineer division. However, this would not assist in the key objectives of
reducing the operating budget nor provide additional support services to the Parking Services division.
2. Defer or Re-Phase the Request Deferring this request will result in Parking Services not receiving the
additional staff resources that are currently needed.
3. Change the Scope of Request If a .25 FTE Principal Transportation Planner position is allocated to Parking
Services, only a portion of the key objectives identified for Parking above could be accomplished.
Additionally a non-management position could not fulfill a majority of the key objectives identified above.
Operating Program
Parking Services (50600)
Cost Summary
The staffing costs projected below are based upon the current pay of the Principal Transportation Planner
position. Reducing the current Principal Transportation Planner staff position by .5 FTE in the Transportation
Planning and Engineering division and adding the .5 FTE position to the Parking Services division will cost
approximately$64,700 in 2011-12 and$64,900 in 2012-13.
Line Item Description Account No. 2011-12 2012-13
Staffing _ 64,700 64,900
Regular Salaries(Princ Tranp Planner) 510-50600-7010 44,100 44,100
Retirement Contribution 510-50600-7040 14,300 14,500
Health& Disability Insurance 510-50600-7042 5,000 5,000
Medicare 510-50600-7044 600 600
Unemployment Insurance 510-50600-7046 200 200
PARS 510-50600-7041 5001 500
Total Operating Costs 64,7001 64,900
B2-115
PUBLIC
UTILITIES ADMINISTRATION: EXTERIOR PAINTING OF 879 MORRO STREET BUILDING
Request Summary
Painting the exterior of the Utilities Administration building to waterproof and recoat exterior walls, trim and the
external stairway will cost$14,000 in 2011-12 to extend the service life of the building. Funding sources for this
project are$7,000 (50%)Water Fund and$7,000(50%) Sewer Fund.
Key Objectives
1. Protecting and maintaining physical assets.
2. Waterproofing exterior stucco to prevent deterioration.
3. Preventing internal structural damage.
4. Extending the service life of the building.
5. Enhancing the appearance of the building.
Existing Situation: Factors Driving the Need for Change
1. The exterior of the Utilities Administration building has not been painted since its renovation in 1999, which
was 12 years ago. The exterior surfaces are showing signs of deterioration including cracks in the stucco
surface that allow absorption of moisture that could lead to internal structural damage. Additionally,the paint
is failing on the metal external stairway and exterior doors located at the rear of the building and the metal
rooftop vents.The failing paint results in exposed metal,which is showing signs of deterioration.
2. Painting the exterior of the Utilities Administration building includes cleaning and retexturing stucco holes
and cracks and resealing around windowpanes, seams, and metal rooftop vents for waterproofing to prevent
internal structural damage. Wood trim and fascia boards will be prepared, primed and painted. Metal
surfaces, including rain gutters and exterior doors,will be spot primed and painted with enamel paint.
3. A capital improvement plan (CIP)request was submitted in 2007-09 for this project, with funding forecasted
for 2009-10. Later, in 2009-11 a CIP request was considered for this project with costs estimated at $18,000
based on a 2009 cost proposal. At that time the CIP review committee recommended deferral of this request
to 2011-12. Based on an updated proposal in the current 2011 bidding climate, this project is now estimated
to not to exceed $14,000 which is below the CIP funding level. For this reason, exterior painting of the
Utilities Administration building is proposed as a Significant Operating Program Change, under Minor
Capital which is intended for capital maintenance projects between$5,000 and$15,000.
Goal and Policy Links
1. Other Important Objectives: Infrastructure Maintenance
2. Building Maintenance Program Goal: maximize facility service life
3. 2009-11 Financial Plan,Appendix B,Page3-102
4. 2007-09 Financial Plan,Appendix B,Page 3-120
Service Categorization Criteria
Public Works Building Maintenance is ranked 2—High.
B2-116
PUB-LIC UTILITIES
UTILITIES ADMINISTRATION: EXTERIOR PAINTING OF 879 MORRO STREET BUILDING
lJk}4r8
ehe raeR'M'1 d
Program Work Completed
The Public Works Building Maintenance Supervisor outlined the scope of work, coordinated an on-site
evaluation of the building with painting contractors, resulting in photographs documenting the current condition
of the stucco and paint failures and obtained a current 2011 cost estimate for budget development purposes.
Environmental Review
No environmental review required.
Program Constraints and Limitations
The project start and completion date could be influenced by the weather. To minimize impacts to the community
and traffic flow, City project management will include: (1) communications with residents of the neighboring
apartment complex, and; (2) coordination with Public Works Parking Division staff to schedule the optimal day
of week and period of time when the northern exterior wall is painted since this wall is adjacent to the parking
structure entrance/exit for parking pass-holders.
Stakeholders
The general public, neighboring residents, Utilities Administration building occupants, Building Maintenance
staff,and Parking Division staff.
Implementation
At this time, the general assumption is for project completion in 2011-12. A project timeline will be determined
after budget adoption When building maintenance related workload and staff resources are known. At that time
workload will be prioritized and scheduled including implementation steps.
Key Program Assumptions
The project cost is based upon estimates from two contractors for budget development purposes. Staff will seek
at least three cost proposals as part of the contract awarding process. Actual cost proposals may vary to some
degree from the current cost estimates.
Program Manager and Team Support
Program Manager. Building Maintenance Supervisor
Project Team.
Building Maintenance staff, and Utilities Administration staff
Alternatives
1. Continue the Status Quo. This alternative is not recommended as the existing paint will degrade further
with time and water wicking will create damage.
B2-117
PUBLIC
UTILITIES ADMINISTRATION: EXTERIOR PAINTING OF 879 MORRO STREET BUILDING
2. Defer the Request This project was forecasted in the 2007-09 Financial Plan, and later requested in the
2009-11 Financial Plan and, at that time, deferred for consideration in 2011-12. During this time of deferral,
the condition of the building exterior has further degraded and the construction bidding climate has become
more favorable. Deferring this project further is not recommended.
Operating Program
Water Administration/Engineering(55 100)
Wastewater Administration/Engineering(55300)
Cost Summary
Painting the exterior of the Utilities Administration building to waterproof and recoat exterior walls,trim and the
external stairway will cost$14,000 in 2011-12 to extend the service life of the building. The funding sources for
this project are 50%Water Fund and 50% Sewer Fund.
Line Item Description Account No. 2011-12 .2012-13
Minor Ca 'tal 14000 0.
Capital Maintenance Projects-Water 500-55100-7957 7,000
Capital Maintenance Projects-Wastewater 520-55300-7957 7,000
Total Operating Costs 14,000 0
B2-118
PUBLIC
SOURCE OF SUPPLY: WATER REUSE ELECTRIC UTILITY AND CHEMICALS
nuuuur�unn —
Request Summary
Increasing electrical and chemical usage and projected utility service rate changes for production and delivery of
recycled water will cost an additional $21,300 in 2011-12 and $23,900 in 2012-13. Off-setting electrical cost
savings of$14,600 annually in the Water Distribution program will result in a net additional operating cost of
$6,700 in 2011-12 and$9,300 in 2012-13.
Key Objectives
1. Increasing the City's safe annual yield by utilizing recycled water for non-potable purposes, thereby
offsetting the use of potable water.
2. Maintaining compliance with local, State and Federal regulations.
3. Providing recycled water to meet future non-potable demand.
Existing Situation: Factors Driving the Need for Change
1. Electrical Utility —Recycled water production requires a great demand on electricity. Electricity is utilized
to drive motors and pumps of various sizes that deliver recycled water to the City's customers.. Based on
current and projected usage trends the production of recycled water will increase. Additionally, electrical
rate increases are projected to increase 3.6% in 2011-12 and 4% in 2012-13. Therefore, funds are needed for
electrical service due to additional system demand as well as increased electrical rates. Staff estimates a total
increase of $12,000 in 2011-12 and $14,600 in 2012-13 to respond to additional demand and projected
electrical rate increases.
Off-setting electrical cost savings of $14,600 annually from the Water Distribution program is due to the
replacement of the Alrita Pump Station which operates at a higher level of energy efficiency and
modifications completed at the Bishop Pump Station, which reduced the electrical demand significantly at
that facility. When considering the electrical increase for production of recycled water and the
implementation of electrical efficiency improvements for potable water distribution, the net change is an
electrical cost savings of$2,600 in 2011-12 and no net change in electrical costs in 2012-13.
2. Chemicals—Recycled water production utilizes chemicals for its treatment processes. Sodium Hypochlorite
plays a vital role in recycled water treatment and more specifically in meeting goals detailed in the Water and
Wastewater Management Element of the General Plan, Section B 3.1.1 for recycled water. Based on current.
and projected trends, the production of recycled water will increase along with chemical cost increases.
Therefore, funds are needed for chemicals due to additional system demand as well as increased chemical
costs. Staff estimates a total increase of$9,300 in 2011-12 and $9,300 in 2012-13 to respond to additional
demand and projected chemical cost increases.
Water Reclamation staff is currently working on ways to reduce chemical usage while still meeting local,
State and Federal regulations.
Goal and Policy Links
1. Water and Wastewater Management Element of the General Plan Section B 3.1.1 and 3.1.2
2. Adopted Urban Water Management Plan
3. Approved Water Reuse Master Plan 2004
B2-119
PUBLIC
SOURCE OF SUPPLY: WATER REUSE ELECTRIC UTILITY AND CHEMICALS
Service Categorization Criteria
The treatment of recycled water is ranked 1 —Mandated.
Program Work Completed
The electric utility service is an ongoing cost that is associated with increase in market pricing and an increase in
recycled water production. Chemical bids have been obtained and chemical contracts are awarded for 2011-12.
Environmental Review
No environmental review is required.
Program Constraints and Limitations
Currently there are no significant constraints or limitations for this program.
Stakeholders
Water Reclamation Facility Supervisor and Staff, Utilities Project Manager, Utilities Conservation Manager,
Water Distribution Supervisor and Staff and Recycled Water Customers.
Implementation
Task bate
1.
. -
1. Electric Utility Increase in Water Reuse July 2011
2. Electric Utility Decrease in Water Distribution July 2011
3. Chemicals Increase in Water Reuse July 2011
Key Program Assumptions
All projections are from either bids received or official utility source cost information
Program Manager and Team Support
Program Manager. Water Reclamation Supervisor
Project Team. Water Reclamation Facility staff
Alternatives
1. Continue the Status Quo. Adequate funding for electrical utilities and chemicals is critical to the ongoing
production of recycled water. This is not recommended.
2. Defer or Re-Phase the Request. Electrical costs are set by the provider. Re-bidding chemical costs would
mean canceling existing contracts and rebidding chemicals. The results would be predictably the same. This
is not recommended.
B2-120
PUBLIC
SOURCE OF SUPPLY: WATER REUSE ELECTRIC UTILITY AND CHEMICALS
3. Existing Program Evaluation. Recycled water is produced at the Water Reclamation Facility. In 2010 two
separate energy audits were conducted at the Water Reclamation Facility (WRF). Several suggestions came
from those audits. The WRF staff, along with PG&E representatives, are currently working on how to best
implement energy savings at the WRF. Staff continues to investigate and implement the most efficient usage
of chemicals for treatment processes while still meeting all local, State and federal regulations.
Operating Program
Source of Supply(55110)
Cost Summary
Electrical and chemical usage trends and projected utility service rate increases for production and delivery of
recycled water will cost an additional $21,300 in 2011-12 and $23,900 in 2012-13. Off-setting electrical cost
savings of $14,600 annually in the Water Distribution program will result in a net operating cost increase of
$6,700 in 2011-12 and$9,300 in 2012-13.
Line Item Description Account No.1 2011-12 • 2012-13
Other Operating Expenditures 21,300 23,900
Electric Utility-Water Reuse 500 55110-7605 12,000 14,600
Chlorine 500-55110-7777 9,300 9,300
Total Operating Costs 21,300 23,900
Offsetting Costs Savings
Electric Utility-Water Distribution 500-55160-7605 (14,600) (14,600)
Net Operating Costs 6,700 9,300
B2-121
PUBLIC
WATER CUSTOMER SERVICE: ACCELERATED WATER METER REPLACEMENTS
AN em P,a.rrv.-a
Request Summary
Replacing aged and poorly performing water meters will cost an additional $7,600 in 2011-12 and $9,900 in
2012-13. Projected off-setting revenues are estimated at$6,000 in 2011-12 and$12,000 in 2012-13,resulting in a
net operating cost of$1,600 in 2011-12 and net operating savings of$2,100 in 2012-13.
Key Objectives
1. Replacing aged water meters to accurately record water usage and utility billing charges.
2. Maintaining and increasing revenue stability.
Existing Situation: Factors Driving the Need for Change
The current water meter replacement schedule does not allow for replacing water meters at the industry standard
of 10-15 years. Meters are mechanical devices and an aged meter can let more water pass through than is
recorded for billing purposes. Replacing water meters at the 10-15 year mark allows for increased meter accuracy
as older meters may not record usage as accurately. New water meters can also provide an improvement in fire
protection to homes with sprinkler systems due to design improvements. Continuing accelerated water meter
replacements will require an increase of$7,600 in 2011-12 (from$68,600 to $76,200) and $9,900 in 2012-13 (to
$78,500). At current meter costs,an investment payback of 24 years is expected.
In addition, corresponding increases to revenues in the sewer fund, which rely on the water meter to record water
usage for sewer billing, are anticipated. A projected sewer revenue increase is not provided due to the number of
variables with the volume based sewer rate structure and associated sewer caps.
Goal and Policy Links
The water meters are needed to accurately capture water usage and apply water charges, maintain and increase
revenue stability, and improve efficiency of meter reading as well as continuing to meet the goals of the City of
San Luis Obispo Urban Water Management Plan.
Service Categorization Criteria
Water Customer Service is ranked 3-High Mid-Range.
Program Work Completed
A review and evaluation of existing facilities has been conducted. Cost estimates for water meters have been
researched by staff. A revenue estimate from increased accuracy in recording of water use,based on replacing f-
inch water meters,has been estimated using current water rates.
Environmental Review
No environmental review is required to implement this request.
B2-122
PUBLIC
WATER CUSTOMER SERVICE: ACCELERATED WATER METERREPLACEMENTS
Amchntem..L
Program Constraints and Limitations
Replacing water meters will result in increased water meter accuracy and increased revenues. Depending on
changes in water usage by individual customers, it is possible that replacement of water meters may not generate
the projected revenues on an on-going basis.
Stakeholders
Increasing water meter accuracy provides fair and equitable billing. The City's water and sewer customers as
well as the Utilities Department are primary stakeholders.
Implementation
Task
Date Order water meters On-going
2. Continue accelerated replacement of water meters. On oin
Key Program Assumptions
Replacing aging water meters will produce an increase in revenue for the Water Fund and potentially the Sewer
Fund. An estimated 2% to 4% accuracy improvement is predicted with new water meters which would result in
increased accuracy in utility billing charges. Additionally, increased revenues would be realized in the General
Fund from utility user taxes and franchise fees.
Program Manager and Team Support
Program Manager. Water Distribution Supervisor
Project Team. Water Customer Service Team,Finance Utility Billing
Alternative
Continue the Status Quo. Water meter replacements will increase water meter accuracy, ensuring accurate
revenues are collected from users of the water and wastewater systems. Accelerating the replacement of meters
provides a strong return on investment, Associated General Fund revenues will also be optimized. Continuing the
Status Quo is not recommended.
Operating Program
Water Customer Service(55170)
B2-123
PUBLIC
WATER CUSTOMER SERVICE: ACCELERATED WATER METER REPLACEMENTS
Cost Summary
Replacing aged and poorly performing water meters at the anticipated rate will cost an additional $7,600 in 2011-
12 and $9,900 in 2012-13. Projected off-setting revenues are estimated at $6,000 in 2011-12 and $12,000 in
2012-13,resulting in a net operating cost of$1,600 in 2011-12 and a net savings of$2,100 in 2012-13.
Line Item Description Account No. 2011-12 2012-13
Other Operating E nditures 7,600 9,900
Water Meters 500-55170-7919 7,600 9,900
Total Operating Costs 7,600 9,900
Offsetting Revenues 500-56100 (6,000) (12,000)
Net Operating Costs 1,600 (2,100)
B2-124
PUBLIC
WATER TREATMENT: ELECTRIC UTILITY, CHEMICALS AND CONTRACT SERVICES
Request Summary
Ensuring regulatory compliance and maintaining a high level of potable water quality requires an additional
$39,900 for chemicals in 2011-12 and an additional $48,800 for electric utility service and chemicals in 2012-13.
Off-setting budget reductions in electric utility, chlorine chemicals and contract services of$42,200 in 2011-12
and $25,900 in 2012-13, will result in a net operating budget reduction of $2,300 in 2011-12 and a net cost
increase of$22,900 in 2012-13.
Key Objectives
1. Ensuring compliance with Federal and State regulations.
2. Ensuring the ability of the Water Treatment Plant (WTP) to continue to provide uninterrupted high quality
water treatment.
Existing Situation: Factors Driving the Need for Change
1. Electric Utility — Although an initial evaluation of electrical use indicated a 6.5% cost decrease, due to
projected rate increases, there is an estimated net cost decrease of$13,600 in 2011-12 (from $432,600 to
$419,000) and increase of$3,200 in 2012-13 (to$435,800)
2. Aluminum Sulfate — Net cost increases for aluminum sulfate are 7.3% in 2011-12 and estimated at 5% for
2012-13 and are due to a predicted increase in usage primarily from Nacimiento raw water's higher dosage
need although there is an offsetting savings from a lower bid price of 18.9%. This will result in cost
increases of$4,100 in 2011-12 (from$56,000 to$60,100)and$7,100 in 2012-13 (to $63,100).
3. Chlorine—Cost decreases for chlorine are 20.5% in 2011-12 and estimated at 5% for 2012-13 and are due to
a lower calculated usage and a lower bid price of 17.7%. This will result in cost reductions of$14,000 in
2011-12(from$68,300 to$ 54,300)and$11,300 in 2012-13 (to$57,000).
4. Filter Aids—Cost increases for filter aids are 202% in 2011-12 and estimated at 5% for 2012-13 and are due
to a predicted increase in usage primarily from Nacimiento raw water's higher dosage need. This will result
in cost increases of$35;800 in 2011-12 (from$17,700 to$53,500) and$38,500 in 2012-13 (to$56,200).
5. Contract Services—With the completion of the 2008 Water Treatment Plant Upgrade Project and issuance of
new operation permit, it is expected that California Department of Public Health fees will decrease and result
in cost reductions of$14,600 annually for 2011-13 (from$26,600 to$12,000).
Goal and Policy Links
1. Ensuring compliance with Federal and State drinking water regulations.
2. Meeting the goals of the City of San Luis Obispo Water and Wastewater Management Element of the
General Plan.
Service Categorization Criteria
Water Treatment is ranked 1 —Mandated.
B2-125
PUBLIC UTILITIES
WATER TREATMENT: ELECTRIC UTILITY, CHEMICALS AND CONTRACT SERVICES
Program Work Completed
Chemical bids for 2011-12 have been received.
Environmental Review
No environmental review required.
Program Constraints and Limitations
There are no significant program constraints or limitations.
Stakeholders
Water Treatment Plant staff
Implementation
Task Date
I Operatin
. -
eratin Expenditures On-going
Key Program Assumptions
Chemical costs were derived from the current chemical bids received in December 2010. Increases for 2012-13
are estimated at 5%.
Program Manager and Team Support
Program Manager. Water Treatment Plant Supervisor
Project Team. Utilities Administration staff and Water Treatment Plant staff
Alternatives
Defer or Re-Phase the Request This is not an option for chemical costs as the City currently applies best
management practices to reduce costs in these areas.
Operating Program
Water Treatment(55150)
Cost Summary
Ensuring regulatory compliance and maintaining a high level of potable water quality requires an additional
$39,900 for chemicals in 2011-12 and an additional $48,800 for electric utility service and chemicals in 2012-
13.0ff-setting budget reductions in electric utility, chlorine chemicals and contract services of$42,200 in 2011-
12 and $25,900 in 2012-13, will result in a net operating budget reduction of$2,300 in 2011-12 and a net cost
increase of$22,900 in 2012-13.
B2-126
PUBLIC UTILITIES
WATER TREATMENT: ELECTRIC UTILITY, CHEMICALS AND CONTRACT SERVICES
Line Item Description Account N o.1 2011-12 2012-13
Other Operating E xpe ndiures 39,900 48,800
Electric Utility Service 500-55150-7605 0 3,200
Aluminum Sulfate 500-55150-7755 4,100 7,100
Filter Aids 500-55150-7801 35,800 38,500
Total Operating Costs 39,900 48,800
Offsetting Costs Savings
Electric Utility Service 500-55150-7605 (13,600) 0
Chlorine 500-55150-7777 (14,000) (11,300)
Contract Services 500-55150-7227 (14,600) (14,600)
Net Operating Costs (2,300) 22,900
B2-127
PUBLIC
WATER RECLAMATION FACILITY: MAINTENANCE PROJECTS
Request Summary
Implementing one-time minor capital projects at the Water Reclamation Facility to ensure optimal operation of
processes and maintaining compliance with local, State and Federal regulations will cost$30,000 in 2011-12.
Key Objectives
1. Improving operational control at the Water Reclamation Facility(WRF).
2. Maintaining compliance with local, State and Federal Regulations.
3. Protecting human and environmental health along San Luis Obispo Creek.
Existing Situation: Factors Driving the Need for Change
1. Install Recirculation Island Wet Well Level Indicator System — The entire flow of the WRF must pass
through this wet well and in storm conditions, when the flow exceeds ten million gallons per day, the
recirculation island wet well can reach critically high levels. If process adjustments are not made in a timely
manner by operations staff, a treated secondary sewage spill can occur. Currently the SCADA system has no
alarm capabilities and cannot give staff a real time wet well level. Staff must physically inspect the wet well
to note the level and make process adjustments. In storm conditions staff has multiple responsibilities and
may not be able to physically inspect the wet well level in a timely manner. This new system will greatly
enhance staff response time to make process adjustments to help prevent spillage. The cost of installing a
new wet well indicator system will be $15,000 in 2011-12.
2. WRF Stormwater Infrastructure—The WRF operates under a State-issued Industrial Stormwater Permit. As
the permit requires,WRF staff monitor, sample,report, and implement Best Management Practices related to
stormwater at the facility. When it rains, stormwater is carried through a conveyance pipe to the creek,
allowed to percolate back into the ground in a bioswale, or returned to the WRF headworks if it falls within a
secondary containment area. Bioswales, where appropriate, have been shown to be a superior method for
implementing Low Impact Development building practices. By using drought tolerant plants and proper
signage, these areas can also serve as interpretive sites for demonstrating sustainability practices during tours.
There is currently an opportunity to convert an existing creek discharge location near the solids unit of the
WRF into a bioswale. A bioswale in this area would help to remove sediment from reaching the creek while
allowing stormwater to more slowly percolate back into the ground. This change would also significantly
reduce the possibility of any spilled wastewater entering the creek at this point and would in turn save money
if the site were to require effluent sampling and testing. The cost of installing a new bioswale and performing
needed maintenance on the existing stormwater drainage system at the WRF will be $15,000 in 2011-12.
Goal and Policy Links
1. Compliance with local,State and Federal mandated regulations
2. Wastewater treatment that meets or exceeds regulatory requirements and ensures the protection of public
health and the environment.
3. Implement Water Reclamation Facility Master Plan consistent with regulatory requirements.
Service Categorization Criteria
Wastewater treatment and stormwater water management are both ranked 1 —Mandated.
B2-128
PUBLIC UTILITIES
WATER RECLAMATION FACILITY: MAINTENANCE PROJECTS Attachment
Program Work Completed
1. Design and project planning for a recirculation island wet well level indicator system has been completed.
2. Staff is currently working with a Cal Poly Landscape Architecture student in the design of WRF stormwater
infrastructure.
3. Staff has researched the implementation of both projects and what effect they will have on maintaining
compliance with local, State and Federal regulations.
Environmental Review
No environmental review required.
Program Constraints and Limitations
Installing the reclamation island wet well level indicator system and WRF stormwater infrastructure will need to
be accomplished during the summer months. This schedule can be achieved without any significant constraints
and limitations.
Stakeholders
1. Water Reclamation Facility Supervisor and Staff.
2. Industrial Waste Manager and Staff
3. City Biologist and related Staff from City Stormwater Team.
Implementation
Task Date
1.
. -
1. Recirculation Island Wet Well Level Indicator System July 2011
2. WRF Stormwater Infrastructure July 2011
Key Program Assumptions
During storm conditions the response time to make process changes to avoid treated secondary sewage spills will
improve. The WRF will maintain compliance with local, State and Federal regulations by the implementation of
both projects. The costs are based on quotes received or official utility source cost information.
Program Manager and Team Support
Program Manager. Water Reclamation Supervisor.
Project Team. Water Reclamation Facility Staff,Industrial Waste Manager and Staff.
Alternative
Defer or Re-Phase the Request While this project could be deferred to 2012-13,this alternative should only be
chosen if absolutely necessary. For a relatively low investment, these projects reduce the risk of discharge
violations and increase staff efficiency.
B2-129
PUBLIC UTILITIES
WATER RECLAMATION FACILITY: MAINTENANCE PROJECTS
Operating Program
Water Reclamation Facility(55330)
Cost Summary
Implementing one-time minor capital projects at the Water Reclamation Facility to ensure optimal operation of
processes and maintaining compliance with local, State and Federal regulations will cost$30,000 in 2011-12.
Line Item Description Account No.1 2011-12 2012-13
Minor Ca ital 30,000 0
Machinery and Equipment 520-55330-79531 30,000 0
Total Operating Costs 30,000 0
B2-130
PUBLIC
WATER RECLAMATION FACILITY: BIOSOLIDS CONTRACT AND LABORATORY SERVICES
Request Summary
Maintaining the Biosolids Composting Contract at the Water Reclamation Facility(WRF) will cost an additional
$18,000 in 2011-12 and $33,000 in 2012-13. Off-setting costs savings of $18,000 annually in Laboratory
Services and Supplies for the Water Reclamation Facility will result in no net increase in 2011-12 and a net cost
increase of$15,000 in 2012-13.
Key Objectives
1. Managing biosolids to optimize operational flexibility and efficiency at a competitive cost.
2. Remaining current with existing contract agreement.
3. Maintaining good customer relations with contractor.
4. Continuing to support a favorable environmental use of WRF biosolids.
Existing Situation: Factors Driving the Need for Change
1. Biosolids Composting Contract- In January 2006 the City of San Luis Obispo entered into a contract to haul
biosolids from the WRF to a composting facility in Santa Maria, California. This contract was amended for
an additional five years by Council in November of 2010. The contract provides for yearly Consumer Price
Index (CPI) and fuel charge adjustments to allow for a reasonable price for the contractor and a reasonable
rate for the City.While a CPI adjustment has not been requested by the contractor this year,recent significant
increases in the price of diesel fuel have resulted in an escalation of the fuel surcharge. The fuel surcharge
contributes to the overall price per ton and in the past the City has experienced the haul rate rise and fall
dependent upon the price of diesel fuel.
This request incorporates an increase in pricing based on fuel cost projections over the next two years. If fuel
prices fall, then the fuel surcharge will decrease along with the cost per ton the City pays for biosolids
hauling and composting. A recent survey of biosolids hauling costs of other County agencies show these
costs continue to be reasonable and consistent. The City's contractor offers excellent customer service and
regulatory compliance, handling and composting of this material in an environmentally appropriate and
sustainable manner. Continuing the biosolids composting contract will cost an additional $18,000 in 2011-12
(from $137,000 to $155,000) and $33,000 in 2012-13 (to $170,000). Off-setting costs savings in the Water
Quality Laboratory Budget results in no net increase in 2011-12, and a net cost increase of$15,000 in 2012-
13.
2. Laboratory Services and Supplies — Off-setting cost savings are available in the Water Quality Laboratory
program, by reducing the Laboratory Services budget $5,100 annually in 2011-13 and the Laboratory
Supplies budget $12,900 annually in 2011-13 for a total reduction of $18,000 annually. The laboratory
budget reduction is due to completion of pilot studies on alternative disinfection and chlorine dioxide
methods and associated lab analyses which have been met for the Water Reclamation Facility.
Goal and Policy Links
1. Compliance with Federal and State mandated regulations.
2. Water and Wastewater Management Element of the General Plan, Section 12.
3. Conservation and Open Space Element, Section 5.5.2.
B2-131
PUBLIC
WATER RECLAMATION FACILITY: BIOSOLIDS CONTRACT AND LABORATORY SERVICES
Service Categorization Criteria
Biosolids management is ranked 1 —Mandated.
Program Work Completed
The contract for biosolids removal is in place.
Environmental Review
Section 503 of the Code of Federal Regulations governs the handling of biosolids. The City is meeting its
regulatory requirements. The biosolids contractor is obligated to meet those regulatory requirements that govern
its operation.
Program Constraints and Limitations
The biosolids removal contract contains a yearly CPI and fuel adjustment.
Stakeholders
Water Reclamation Facility Staff, WRF Supervisor, United States EPA. Annual Biosolids reports are submitted
to the EPA each February. These reports cover regulatory sampling and analysis required of the WRF per the
Code of Federal Regulations Section 503.
Implementation
Biosolids hauling is an ongoing activity at the Water Reclamation Facility.
Key Program Assumptions
Biosolids must be periodically hauled from the WRF and managed per Federal and State regulations.
Program Manager and Team Support
Program Manager. Water Reclamation Facility Supervisor.
Project Team. Water Reclamation Facility Staff.
Alternatives
1. Continue the Status.Quo. Inadequate funding will result in stockpiling of the material with more staff
resources being diverted to biosolids management and handling operations and the eventual removal of the
biosolids at a later date at a probable higher cost.
2. Change the Scope of Request. In 2001 Council chose biosolids composting as the preferred method of
beneficial use for the materials. Changing the scope should only be done if composting biosolids is no longer
the preferred method of beneficially using the materials.
B2-132
PUBLIC UTILITIES
WATER RECLAMATION FACILITY: BIOSOLIDS CONTRACT AND LABORATORY SERVICES
uu
Operating Program
Water Reclamation Facility(55330)
Cost Summary
Maintaining the Biosolids Composting Contract at the Water Reclamation Facility will cost an additional
$18,000 in 2011-12 and $33,000 in 2012-13. Off-setting costs savings of $18,000 annually in Laboratory
Services and Supplies for the Water Reclamation Facility will result in no net increase in 2011-12 and a net cost
increase of$15,000 in 2012-13.
Line item Description Account No.1 2011-12 2012-13
Contract Services _ 18,000 33,000
Contract Labor-Biosolids Contract 1 520-55330-7225 18,000 33.000
Total Operating Costs 18,000 _ 33,000
Offsetting Costs Savings
Laboratory Services 520-55350-7255 (5,100) (5,100)
Laborator Su lies 520-55350-7831 12,900 12,900
Net Operating Costs 0 15,000
B2-133
PUBLIC
WATER RECLAMATION FACILITY: UTILITY SERVICES AND CHEMICALS
Request Summary
Analyzing electrical and natural gas usage trends, projected utility service rates, and current chemical contract
bids and supply needs results in a cost savings of$44,000 in 2011-12 and a projected cost increase of$29,800 in
2012-13 at the Water Reclamation Facility. With off-setting cost savings in electric utility usage for Wastewater
Collections, and also for wastewater treatment chemicals based on current usage trends at the Water Reclamation
Facility,this results in a cost savings of$44,000 in 2011-12 and a net cost increase of$17,800 in 2012-13.
Key Objectives
1. Maintaining all Water Reclamation Facility(WRF)processes at optimal operation.
2. Maintaining compliance with local, State and Federal regulations.
3. Protecting human and environmental health along San Luis Obispo Creek.
Existing Situation: Factors Driving the Need for Change
The significant operating program changes summarized in this request include a combination of both cost savings
and projected costs increases. The cost summary table at the end of this request provides the reader with a quick
"snapshot"of the overall costs savings, cost increases and net fiscal impacts.
1. Electric Utility—Wastewater processes demand a great deal of electricity and are in constant operation. All
processes utilize electricity to drive motors and pumps of various sizes. Projected electric utility rate
increases include 3.6%in 2011-12 and 4%in 2012-13.
Based on an evaluation of recent electrical usage trends for wastewater services and when considering
current wastewater flows, the new Tank Farm Lift Station which replaced two aged lift stations (old Tank
Farm and Rockview)will result in an electrical cost-savings of$5,000 annually in 2011-13 in the Wastewater
Collection program. Based on current wastewater treatment processes and electric utility budget levels at the
WRF, electric utility services will not require a budget adjustment in 2011-12; the projected electric rate
increase will cost an additional $20,800(4%) in 2012-13 at the plant(from$520,000 to$540,800). Offsetting
costs savings in wastewater collection results in a cost savings of$5,000 in 2011-12 and a net cost increase
of$15,800 in 2012-13.
In 2010 there were two separate energy audits conducted at the Water Reclamation Facility. Several
suggestions came from those audits. WRF staff is currently working with PG&E engineers to determine the
best approach to implementing energy savings at.the WRF.
2. Chemicals — The WRF utilizes four chemicals for its treatment processes; Sodium Hypochlorite, Sodium
Bisulfite, Sodium Hydroxide, and Ferrous Chloride. Each of these chemicals plays a vital role in wastewater
treatment and more specifically in meeting the discharge limits as set forth in the City's NPDES (National
Pollutant Discharge Elimination System) permit. On a yearly basis the City solicits bids for chemicals for
water and wastewater treatment.
Based on chemical contracts for the term of February 1, 2011 thru January 31, 2012 and assuming a 5%
chemical cost increase for February 1, 2012 thru January 31, 2013, current wastewater treatment processes
and associated chemical and chlorine supply needs will result in an overall cost savings of$32,000 in 2011-
12, and a projected chemical (Sodium Bisulfite) cost increase of$9,000 (5% from $181,000 to $190,000) in
2012-13, with offsetting chemical cost savings of$7,000 resulting in a net increase of$2,000 in 2012-13.
B2-134
PUBLIC
WATER RECLAMATION FACILITY: UTILITY SERVICES AND CHEMICALS ����� ���
3. Gas Utility — Based on projected gas utility rate changes of zero in 2011-12 and 2% in 2012-13, current
wastewater treatment processes and associated natural gas usage,there is a one-time cost savings of$7,000 in
2011-12,with no budget adjustment needed in 2012-13.
Goal and Policy Links
1. Compliance with regulatory requirements to maintain public health and protection of water quality.
2. Water and Wastewater Element of the General Plan, Section 12.
Service Categorization Criteria
Wastewater treatment is ranked 1 —Mandated.
Program Work Completed
This is an ongoing cost driven by market pricing. Chemical bids have been received.
Environmental Review
No environmental review is required.
Program Constraints and Limitations
Currently there are no constraints or limitations for this program.
Stakeholders
Water Reclamation Facility Supervisor and Staff
Implementation
Date
1. Electric Utility decrease in Wastewater Collection July 2011
2. Gas Utility decrease at the Water Reclamation Facility July 2011
3. Chemicals decrease at the Water Reclamation Facility July 2011
4. Electric Utility increase at the Water Reclamation Facility July 2012
5. Chemical increase at the Water Reclamation Facility July2012
Key Program Assumptions
All projections are from either bids received or official utility source cost information.
Program Manager and Team Support
Program Manager. Water Reclamation Facility Supervisor
Project Team. Water Reclamation Facility Staff
B2-135
PUBLIC UTILITIES
WATER RECLAMATION FACILITY: UTILITY SERVICES AND CHEMICALS A� Upmhnut ard—�—
Alternatives
1. Defer or Re-Phase the Request Electrical costs are set by the utility provider. Re-bidding chemical costs
would mean canceling existing contracts and re-bidding chemicals. The results would be predictably the
same.This is not recommended.
2. Change the Scope of Request Chemicals purchased without a set contract price would vary with the market
value making budgeting very difficult and bidding more frequently would require significant staff resources.
Electrical costs are driven by the current supplier of electricity.
3. Existing Program Evaluation. In 2010 there were two separate energy audits conducted at the WRF.
Several suggestions came from those audits. The WRF is currently working with PG&E engineers on how
best to implement energy savings at the WRF. Staff continues to look at ways to cut electrical costs at the
WRF.
Operating Program
Water Reclamation Facility(55330)
Cost Summary
Based on current wastewater service operations and costs associated with utility services and chemicals for
wastewater treatment, there will be an operating cost savings of$44,000 in 2011-12 and a projected net operating
cost increase of$17,800 in 2012-13.
Lme Item Description Account No.1 2011-12 2012-13
Other Opmting OperatingExpendiures 0 29,800
Electric Utility Service 520-55330-7605 0 20,800
Chendcals-Sodium Bisulfite 520-55330-7815 0 9,000
Total Operating Costs 0 29,800
Offsetting Costs Savings
Electric Utility Service-WW Collections 520-55310-7605 (5,000) (5,000)
Gas Utility Service 520-55330-7609 (7,000) 0
Chemicals 520-55330-7775 (15,000) (7,000)
Chlorine 520-55330-7777 (17,000) 0
Net Operating Costs (44,000)1 17,800
B2-136
PUBLIC UTILITIES
WASTEWATER COLLECTION: LAGUNA SEWER LIFT STATION PUMP MAINTENANCE
Request Summary
Maintaining the Laguna sewer lift station in reliable operational use will cost 546,000 in 2011-12 for pump
repairs, shipping, overtime,and pump rental equipment.
Key Objectives
1. Supporting adequate funding to maintain and operate the station.
2. Ensuring station reliability.
Existing Situation: Factors Driving the Need for Change
The Laguna Lift Station is a critical facility transferring approximately 25% of the City's total wastewater flow
to the Water Reclamation Facility and was put into service in October 2002. The lift station has three, ten-inch
vertical turbine solids handling pumps that run on variable frequency drives and a trench style, self-cleaning wet
well design.
Since the station was put into service there have been numerous pump and operational failures due to the design
issues and pumps not meeting specifications. This facility has experienced on-going maintenance and operational
issues related to catastrophic pump failures and clogging. The failures have resulted in the station being
unreliable,pumps having to be removed and requiring major expensive repairs,the periodic use of emergency by-
pass pump contractors and excessive staff resources.
The Utilities Department has submitted a CIP request in the 2011-13 Financial Plan for the replacement of the
Laguna Lift Station and will be developing a Request for Proposal to abandon this facility and construct a
replacement station for fiscal year 2011-12. This request is for adequate funding to maintain the existing Laguna
Lift Station until its replacement becomes operational.
Goal and Policy Links
1. Major Council Goal to adequately maintain infrastructure.
2. Uninterrupted sewage flow without health hazard is a primary goal of the Wastewater Collection program.
Service Categorization Criteria
Lift station operation and maintenance is ranked 1 —Mandated.
Program Work Completed
The station requires on-going operation and maintenance.
Environmental Review
No environmental review required.
B2-137
PUBLIC UTILITIES
WASTEWATER COLLECTION: LAGUNA SEWER LIFT STATION PUMP MAINTENANCE
Program Constraints and Limitations
There are no program constraints and limitations.
Stakeholders
Wastewater Collection Supervisor and staff.
Implementation
Task Date
1.
. -
1. Staff Overtime On-going
2. Pump Repairs On-going
3. Crane Services On-going
4. Shipping On-going
Key Program Assumptions
The Laguna Lift Station was commissioned in October 2002. There have been ongoing expenditures exceeding
expected normal operational and maintenance conditions and staff has exhausted all operational alternatives and
remedies. The additional requested operational costs are estimated based on past expenses collected from
extensive wastewater collection maintenance records.
Program Manager and Team Support
Program Manager. Wastewater Collection Supervisor
Project Team. Wastewater Collection Staff.
Alternatives
Continue the Status Quo. Extensive on-going maintenance and repair of the Laguna Lift Station has had a
negative impact on the operational budget. Continuing the status quo would not be recommended.
Operating Program
Wastewater Collection(553 10)
Cost Summary
Maintaining operations of the Laguna Lift Station will require pump maintenance and repairs, requiring an
additional $46,000 in 2011-12. Increased operating costs assumes 120 hours of staff overtime in the amount of
$5,000; contract services in the amount of$20,000 for crane rental to pull and reset pumps, shipping services to
transport pumps for major pump repairs, and rental of temporary pumps and equipment to continue to maintain
reliable wastewater collection services, and; other operating expenditures in the amount of$21,000 for special
equipment replacement parts needed to repair major pumps and motors.
B2-138
do
PUBLIC
WASTEWATER COLLECTION: LAGUNA SEWER LIFT STATION PUMP MAINTENANCE
This operating cost summary assumes that the 2011-13 Capital Improvement Plan project request to replace the
Laguna Lift Station in 2011-12 will move forward, as such the increased operating and maintenance budget for
the existing lift station is for 2011-12 only.
Line Item Description AccoantNo. 2011-12 2012-13
Staffing _ _5,000 _ 0
Overtime 1 520-55310-70201 5,000
Contract Services 20,000 __ 0
Contract Services 1 520-55310-72271 20,000
Other Operating,Expenditures 21,000 0
Special Equipment Re lacement Parts 520-55310-7889 21,000
Total Operating Costs 46,000 1 0
B2-139
I
Attachment 5
2011-13 Financial Plan
BUDGET ■ • OPTION SUMMARY
Recommended Operating Cost Reductions
Temp Regular Annual Savings Service
Det Staffing Staff 2011-12 2012-13 Category
Admin Reduce contract services in Administration 29,000 29,000 3
Admin Reduce print cost for agenda packages in Clerk's
budget 3,000 3,000 3
Admin Reduce Contract Services in Community Promotions 115,000 115,000 5
Admin Keep PAC contribution on 2009-10 levels 4,000 4,000 5
Admin Eliminate Administrative Assistant in Clerk,net of
temporary staffing 69,300 73,600 3
CD Eliminate Planning Review Assoc.Planner 1.0 109,000 109,300 1
FD Eliminate vacant.Administrative Assistant II position 1.0 74,000 78,300 3
FD Backfill three vacant firefighter positions with overtime 48,900 70,500 2
FD Reduce the fulltime Fire Inspector III position to.75
time 0.25 30,900 31,100 1
FD Reclassify Training Officer to Captain 16,100 32,500 2
F&IT Eliminate travel to CSMFO board meetings 1,000 1,000 3
F&IT Reduce miscellaneous expenses(Support Services) 500 600 3
F&IT Eliminate custom design software contract 4,200 4,300 3
F&IT Reduce paper utility bills - 13,000 3
F&IT Eliminate subscriptions(GIS) 300 300 5
F&IT Eliminate operating materials(GIS) 300 300 5
F&IT Reduce repair/replacement of calculators 300 300 3
F&IT Reduce printing(Fin Admin) 1,000 1,000 3
F&IT EPCR printing via USB 3,000 3,000 2
F&IT Reduce analog lines in City 7,400 19,200 2
F&IT Reduce paging services 4,200 4,200 2
F&IT Reduce Pentamation program enhancement hours 4,300 4,300 2
F&IT Change external DNS providers 5,100 5,100 2
F&IT Reduce monthly cost of City air cards 13,000 13,000 2
F&IT Re-negotiate maintenance contracts(IT) 80,000 10,000 2
F&IT Reduce number of replacement printers City-wide 5,000 5,000 2
F&IT Extend computer replacement lifecycle 18,500 18,600 2
F&IT Reduce Citywide postage 2,700 2,700 3
F&IT Reduce trips&meetings(GIS) 300 300 3
F&IT Reduce conference attendance(Finance&GIS) 5,000 5,000 3
F&IT Eliminate Temporary staffing(GIS) 7,100 7,100 5
F&IT Reduce Temporary staffing(Accounting) 9,000 9,000 5
F&IT Eliminate cellular phone accessories 3,500 3,500 2
F&IT Eliminate RIM BES server maintenance 3,800 3,900 2
F&IT Eliminate Shoretel new yser licenses 3,000 3,100 2
HR Reduce misc.office expenses 3,300 3,300 3
HR Reduce existing Contract Services to reflect actual cost 700 700 3
HR Eliminate funding for a Learning Management System 7,700 7,700 3
HR Eliminate budget for updating Safety Policies. 2,700 2,700 1
HR Reduce recruitment related expenses. 13,000 13,000 3
HR Eliminate the City contribution to PACE. 3,100 3,100 5
HR Reduce education and training. 4,700 4,700 3
HR Eliminate temporary staffing in Wellness Program. 16,000 16,000 5
HR Reduce Employee Recognition budget to only provide
one event. 5,500 5,500 5
HR Eliminate SLO Rideshare Lucky Bucks Program and
Mone Incentives. 5,0001 5,000 5
B2-140
Attachment 5
Temp Regular Annual Savings Service
Det Staffing Staffing 2011-12 2012-13 Category
HR Reduce Grants in Aid awards. 20,000 20,000 4
P&R Reductions in SCMAF memberships 200 200 5
P&R Batting Cages Supplies 1,500 1,500 4
P&R Batting Cages Alarm 1,600 1,600 4
P&R Senior Newsletter Postage 1,500 1,500 4
P&R Softballs 2,500 2,500 4
P&R Scorekeepers for Adult Softball 0.7 14,000 14,000 4
P&R DOJ Fingerprinting for Scorekeepers 300 300 4
P&R SLOYSA Grant 20,000 20,000 5
P&R Paperless Activity Guide 11,000 11,000 5
P&R School District Fee Savings 6,700 6,700 4
P&R Swim Temp Staffing(Physical Therapy Program) 0.2 4,000 4,000 4
P&R Recreational Sports temporary positions 0.4 4,000 4,000 4
P&R Recreation Manager 1.0 123,100 123,400 3
PD Reduction in various Operating Materials 600 600 2
PD Elimination of Annual Fee-Verizon 800 800 2
PD Reduction in Custom Design Software 300 300 2
PD Elimination of Haines telephone directory 1,300 1,300 2
PD Reduction in Spillman annual maintenance 900 - 1
PD Reduction in Operating Supplies 2,500 2,500 2
PD Consolidate Bio Hazardous Waste Con_tainerw/Fire
Dept 1,000 1,000 1
PD Consolodate Bio Hazardous Waste Removal w/Fire
Dept 1,400 1,400 1
PD Reduction in Locks/Flags/Holding Cells Blanket
cleaning 500 500 3
PD Reduction in Postage-On Trac 200 200 3
PD Reduction of Employee Recognition 1,000 1,000 1
PD Reduction in Janitorial Services 1,000 1,000 3
PD Reduction in Trips/Offsite Meetings 700 700 1
PD Reduction in Onsite Meetings 300 300 1
PD Reduction in Printing&Reproduction-Thermal Paper 4,000 - 3
PD Reduction in Water service 1,500 1,100 3
PD Reduction in Sewer Service 2,200 1,900 3
PD Reduction in Electricity-Public Safety Comm.Center 11,000 8,900 3
PD Reduction in Electricity-Police station& 1016 Walnut
office 16,000 13,400 3
PD Reduction in Weapons Inspection costs(will do in-
house) 1,000 1,000 2
PD Reduction in Protective Clothing/Utility Uniform 1,200 1,200 2
PD Reduction in Gun Belts and Accessories purchases 1,000 1,000 2
PD Reduction in Tactical Helmet purchases 600 600 2
PD Reduction in POST Training 10,000 10,000 1
PD Reduction in Contract Services-polygraph exams 1,800 1,800 1
PD Reduction in Contract Services-psych testing 4,000 4,000 1
PD Eliminate Field Service Technician(vacant in year 2) 1.0 118,800 3
PD Eliminate vacant Police Officer position(reduce SORT
team) 1.0 146,700 147,800 2
PD Eliminate vacant Police Officer position(eliminate
SRO/DARE programs at elementary schools) 1.0 146,700 147,800 4
PD Eliminate vacant Communication Technician position 1.0 106,900 107,200 2
PW Public Works Admin division Reduce Operating
Materials&Supplies 400 400 3
B2-141
Attachment 5
Ternp Regular Annual Savings Service
Det Staffing Staffing 2011-12 2012-13 Category
PW Public Works Admin division Eliminate Data
Processing 400 400 3
PW Building Maintenance division Eliminate Data
Processing 400 400 3
PW Streets Maintenance division Eliminate Insecticides&
Herbicides 200 200 2
PW Signal and Lights division Eliminate Cement&
Concrete Mix 300 300 3
PW Streets Maintenance division Reduce Small Tools 1,000 1,000 2
PW Public Works Admin division Reduce Postage 1,000 1,000 3
PW Signal and Lights division Reduce Electrical Supplies 1,000 1,000 1
PW Public Works Admin division Eliminate Overtime 1,000 1,000 3
PW Signals and Lights division Reduce Operating
Materials&Supplies 1,500 1,500 1
PW Streets Maintenance division Eliminate Data
Processing 1,700 1,700 2
PW Fleet Maintenance division Reduce Special Equipment
Installation 1,900 1,900 2
PW Streets Maintenance division Reduce Paint Supplies 2,000 2,000 2
PW Streets Maintenance division Reduce Signs 2,000 2,000 2
PW Streets Maintenance division Reduce Construction
Equipment 2,000 2,000 2
PW Building Maintenance Eliminate Office Equipment 3,900 3,900 3
PW Streets Maintenance division Eliminate Sidewalk
Repair Contracts 5,000 5,000 2
PW Building Maintenance division Reduce Gas Utility 5,300 5,300 3
PW Signal and Lights division Reduce Equipment
Maintenance 5,000 5,000 1
PW Building Maintenance division Reduce Electrical
Utility 15,000 15,000 3
PW Building Maintenance division Reduce HVAC
Contract Services 15,700 15;900 3
PW Street Maintenance division Reduce Trash Services 20,000 20,000 2
PW Storm Water division Reduce Temporary Salaries for
GIS Intern 0.18 4,600 4,600 1
PW Storm Water division Reduce Regular Salaries for GIS
Specialist position 0.25 27,200 27,200 1
PW Development Review division Reduce Temporary
Salaries 0.16 27,000 27,100 1
PW Public Works Admin division Eliminate Publications&
Subscriptions 600 600 3
PW Streets Maintenance division Eliminate Professional
Conferences 400 400 2
PW Public Works Admin division Reduce Education&
Training 500 500 3
PW Public Works Admin division Reduce Association
Dues 1,100 1,100 3
PW Streets Maintenance division Reduce Trips&Meetings 600 600 2
PW Signals and Lights division Reduce Education&
Training 700 700 1
PW Building Maintenance division Reduce Trips&
Meetings 800 800 3
PW Streets Maintenance division Reduce Education&
ITraining 800 1 800 1 2
B2-142
Attachment 5
Temp Regular Annual Savings Service
Det Staffing Staff' 2011-12 2012-13 Cateeory
PW Public Works Admin division Reduce Printing&
Reproduction 1,600 1,600 3
PW Signals and Lights division Reduce Equipment
Replacement Parts 20,000 20,000 3
PW Tree Maintenance division Reduce Regular Salaries by
Eliminating 1.0 FTE PW Maintenance Supervisor
position 1.00 59,600 59,900 3
PW Public Works Admin division Reduce Employee
Recognition 2,500 2,500 3
PW Building Maintenance division Reduce Contract
Services for Janitorial Services (task reduction) 3,200 3,200 3
PW Building Maintenance division Reduce Contract
Services for Janitorial Services(Frequency Reduction
@ City Hall) 6,300 6,500 3
PW Building Maintenance division Reduce Contract
Services for Janitorial Services(Frequency Reduction
@ various locations) 11,400 11,600 3
PW Public Works division Reduce Office Supplies 1,700 1,700 3
PW Transportation Division Reduce Regular Salaries by.5
FTE(Principal Transportation Planner transferred to
Parking Enterprise Fund) 0.50 64,700 64,900 4
PW Development Review division Reduce Regular Salaries
by.25 FTE Permit Technician Position 0.25 18,300 18,300 1
PW Reduce Laundry&Linen Service Contracts for Public
Works General funded programs 19,300 19,300 3
PW Public Works Admin division Reduce Temporary
Salaries 0.35 23,400 23,500 3
PW Parks Maintenance division Reduce City Water
Services by 10% 52,700 57,500 3
PW Transportation Division Reduce Temporary Salaries 0.75 33,500 33,500 1
Total Recommended Operating Cost Reductions 1 2.741 9.251 1,890,100F$-2,009,9001
B2-143
2011-13 Financial Plan Attachment 5
BUDGETREDUCTION OPTION SUMMARY_
Operating Cost Reductions-Not Recommended
CA Eliminate memberships in 3 professional organizations 300 300 1
CA Eliminate all legal services 1,500 1,500 1
CA Eliminate all education&training 1,400 1,400 1
CA Eliminate all except 2 publications&subscriptions 2,000 2,000 1
CA Reduce staff. full time paralegal from 1.00 FTE to.75
FTE 0.25 24,200 24,200 3
CA Eliminate all trips&meeting 1,300 1,300 1
CD Eliminate Long Range Planning Associate Planner 1.00 109,000 109,300 2
FD Temporary Closing of Fire Station 3 432,700 394,500 2
F&IT Reduce city cell phones 2
F&IT Eliminate payment to Parking Fund for employee use o
parking in designated City lots&structures 16,900 16,900 5
HR
Eliminate City funding of Wellness blood draw analysis 3,300 3,300 5
HR Reduce Grants in Aid by an additional$31,000 than
already offerred 31,000 31,000 4
HR Reduce Employee Recognition by another$5000 to not
provide any events 5,000 5,000 5
HR Eliminate all funds for City-wide training and
development activities 13,200 13,200 3
HR Eliminate the Educational Reimbursement program 13,500 13,500 3
P&R
Eliminate Teacher Work Day and Spring Break camps 3.000 3,000 4
P&R Eliminate Program X(Teens Program) 22,000 22,000 4
PD Eliminate vacant Sergeant position(eliminate SORT
supervisor&team) 1.0 185,300 194,200 2
PD Eliminate vacant Police Officer position(eliminate
SORT team) 1.0 146,700 149,700 2
PD Eliminate employee recognition for SNAP employees 400 400 5
PD Reduce employee recognition for regular employees 3,000 3,000 5
PD Eliminate SLO Solutions Community Program 14,800 14,800 5
PD Eliminate Bicycle Rodeo education progam 4,600 4,600 4
PD Reduce crime prevention,education,&outreach 15,000 15,000 3
PD Reduce training&professional associations 15,000 15,000 1
pW Parks Maintenance Reduce Temporary Salaries that
provide the Downtown Farmer's Market Portable
Restrooms 0.38 12,300 12,700 3
PW Streets Maintenance division Eliminate Contract
Services for Downtown cleaning 29,000 29,600 2
pW Streets Maintenance division Reduce Regular staffing
by.5 FTE Maintenance Worker providing Downtown
street cleaning 0.50 31,400 31,500 3
PW CIP Engineering division Reduce Regular Salaries by
Eliminating 1.0 FTE PW Engineering Inspector
osition 1.00 1 99,900 1 104,600 1
Total Operating Reductions-Not Recommended 0.38 1 4.75 1 $ 1,237,7001 $ 1,217,500
B2-144
2011-13 Financial Plan
BUDGET REDUCTION OPTION
Administration Attachment
O erating Cost Reductions
Regular Annual Savings Service
Staffing 2011-12 2012-13 Category
Reduce print cost for agenda packages in Clerk's budget(20 100) $ 3,000.00 $ 3,000.00 3.0
Reduce Contract Services in Community Promotions(11300) $ 115,000.00 $ 115,000.00 5.0
Reduce contract services in Administration(10100) $ 29,000.00 $ 29,000.00 3.0
Keep PAC contribution on 2009-10 levels(I 1100) $ 4,000.00 $ 4,000.00 5.0
Eliminate Admin.Assistant III position in City Clerk program $ 82,100.00 $ 86,400.00 3.0
Keep the Natural Resources Manager positon vacant $ 2,200.00 $ 158,400.00 3.0
Total Operating Cost Reductions $ 235,300.00 $395,800.00
B2-145
2011-13 Operating Cost Reo_.tion Options
attachment
Administration
Description Service Temp Regular 2011-12 Annual Savings SOPC Service
Impact Staffing Staffing Budget Category
2011-12 2012-13
Administration
10100
1.Contract Impact on V& 80,000 29,000 29,000 3
Services. C funding and
Contract Services in the funding of
Admin always relate special
to special projects.If projects.
needed, it should
come from V&C
and therefore
eliminated as a
permanent line item
in this program
CityClerk 20100 —
2.Reduce Print. Fewer 8,800 3,000 3,000 3
cost agenda
packages will
be distributed
and only
provided
electronically
to
Department
Heads.
Cultural Activities
11100
3. Grants-in-Aid Funding level 90,000. 5
Integrate this will be
funding& recommende
combine with d by the PCC
Community that might
Promotions result in an
impact on
cultural
organizations
PAC Contribution Possible 268,000 4,000 4,000 5
Freeze operating
contribution at deficit will be
2009-10 levels of taken out of
$264,000 the PAC's
fund reserve.
Community
Promotions 11300
4.Reduce current The 384,500 115,000 115,000 5
contract reduction
Services Program will have an
impact on
cultural and
B2-146
2011-13 Operating Cost Reo__don Options �•/ ,achmenU ` 1
Administration
recreational
offerings the
City has
afforded
through this
program.The
programs are
designed to
have a
positive
impact on
Sales Tax
and TOT as
they serve
residents and
tourists alike.
City Clerk 20100
5. Staffing Salary This will 1 FTE 82,100 82,100 86,400 X 3
Eliminate Admin reduce
Assistant III administrativ
position. * e support in
the
department to
one
Executive
Admin
Assistant and
one Admin
Assistant II,
and require
the
department to
use
temporary
intern
positions to
meet
departmental
needs.
Natural Resources
11250
6.Staffing Salary This will 1 FTE 156,800 2,200 158,40 3
Savings leave the 0
Keep the Natural Biologist
Resources position as
Manager position the only staff
vacant upon the within the
current Manager's program,and
retirement will require
the Assistant
City Man- er
B2-147
2011-13 Operating Cost Rea- don Options Itachment5
Administration
and Parks
and
Recreation
Director to
take on more
duties on an
interim basis.
TOTAL 2.0 235,300 395,80
0
B2-148
2011-13 Financial Plan_ Attachment-.
BUDGET REDUCTION OPTION
City Attorney
Operating Cost Reductions
Regular Annual Savings Service
Stam 2011-12 2012-13 Category
Eliminate all trips&meeting 1,300 1,300 1
Eliminate memberships in 3 professional organizations 300 300 1
Eliminate all legal services 1,500 1;500 1
Eliminate all education&training 1,400 1,400 1
Eliminate all except 2 publications&subscriptions 2,000 2,000 1
Reduce staff. full time paralegal from 1.00 FTE to.75 FTE 0.25 24,200 24,300 3
Total Operating Cost Reductions 0.25 30,700 30,800
B2-149
2011-13 Operating Cost Red. don Options Attachment L
City Attorney
Description Service Temp Regular 2011-12 Annual Savings SOPC Service
Impact Staffing Staffing Budget Category
2011-12 2012-13
CITY
ATTORNEY
1. Trips and This is the 1,300 1,300 1,300 1
Meetings. entire budget
Eliminate. and would
eliminate
attendance at
all
professional
and
community
group
luncheon
meetings.
Could
negatively
impact
awareness of
legal updates,
best
practices,and
community
involvement;
etc.
Attorneys
will absorb
necessary
costs
personally.
2. Professional 1. Tri- 1,300 300 300 1
Organizations. Counties
Eliminate Local Gov't
membership in Attomeys
three organizations: Assn. is an
organization
1.Tri-Counties that provides
Local Government professional
Attorneys legal
Association education
and support
2. California to City
Women Lawyers Attorneys in
Association the 3
counties.
3. SCAN NATOA Impact for
(States of CA& canceling its
NV Chapter of membership
B2-150
2011-13 Operating Cost Rea. ,tion Options Itachment
City Attorney
National would be
Association of minimal.
Telecommunication 2. California
s Officers& Women
Advisors) Lawyers
Assn. is a
valuable
professional
association.
The City
Attorney will
personally
pay the$100
annual dues.
3. SCAN
NATOA is a
valuable
association
that provides
local
governments
up-to-date
information
on cable
franchise&
telecommuni
cation issues,
FCC rules
and
guidelines.
Its annual
membership
is$100.
3. Legal Services. This leaves 1,500 1,500 1,500 1
Eliminate this line, no flexibility
which leaves no for specialty
budget for outside consultation
counsel on matters
consultation for ranging from
special expertise. Proposition
218 to labor
issues and/or
shifts the
entire burden
of such
consultation
to other
departments.
4.Education& This would 1 1,400 1,400 1,400 1
Training. eliminate all
B2-151
2011-13 Operating Cost Rea__ :ion Options
City Attorney
Eliminate. attendance at
continuing
legal
education
training
conferences
exceptthe
League of
California
Cities Annual
City
Attorneys
Conference.
Could
negatively
impact
awareness of
legal updates,
best
practices,etc.
An elevated
focus on
proactive
code
enforcement
is likely to
result in
increased
criminal
filings,which
requires
increased
need for
criminal
process
education for
primarily
civil practice
attorneys.
Inability to
obtain that
education
could
adversely
affect the
most
effective
criminal
enforcement
in these
B2-152
2011-13 Operating Cost Reo__,cion Options _.
City Attorney
matters.
5. Publications& This will 5,200 2,000 .2,000 1
Subscriptions. result in
Eliminate all frequent trips
subscriptions to the Law
EXCEPT limited Library and
WestLaw online time away
subscription and from the
the Municipal Law office for
Handbook online research,
subscription. especially
with regard
to eliminated
Land Use
Practice and
California
Environment
a] Quality
Act treatises.
6. Staffing Detailed in .25 97,900 24,200 24,320 X 3
reduction. Reduce SOPC
filled Paralegal
position from full
time to three-
quarter time.
TOTAL .25 i 30,700 30,800
B2-153
GENERAL GOVERNMEc,'
STAFFING REDUCTION—PARALEGAL, CITY ATTORNEY OFFICE AChment
Request Summary
Reducing the currently filled position of Legal Assistant/Paralegal from 1 FTE to 0.75 FTE will result in a salary
savings of$24,200 in 2011-12 and$24,300 in 2012-13 the City Attorney office budget.
Key Objectives
Meeting budget reduction targets.
Existing Situation: Factors Driving the Need for Change
Reducing this position would reduce significantly the functionality and accessibility of the City Attorney's
Office. Although the City Attorney's Office can continue to offer the same services, it will have to scale back on
the services provided if the position is reduced. In addition, turn around time for non-litigation matters will
increase.
The position not only offers administrative support for the Department's attorneys, but also provides litigation
support for the attorneys. Litigation support includes preparing routine court documents, finalizing more
complex court documents, assisting in factual investigations, court calendaring, and managing evidence and
discovery. This position is also key in maintaining accessibility to the City Attorney's Office. For example, this
position is able to answer calls received from the public ranging from questions related to municipal code
provisions to City protocol and policies. The position handles routine inquiries, requests for documents,
direction to appropriate resources and departments.
This position is key to the City Attorney's support of Departments tasked with lead roles in accomplishing the
City Council's Neighborhood Wellness goal. With respect to enforcement of Neighborhood Enhancement
Ordinance(NEO), the paralegal reviews evidence submitted by field personnel in the Police Department, reviews
citations for appropriate municipal code citations,prepares enforcement notices to property owners and tenants to
correct NEO violations, enters information into the database so that enforcement can be tracked, and follows up
with NEO staff as necessary. For other code enforcement matters that are referred to the City Attorney's Office,
the paralegal will prepare judicial complaints for attorney review. In sum, the paralegal manages the bulk of the
day to day support of the Neighborhood Wellness program under the supervision of the attorneys, with the
attorneys taking the lead if the matter cannot be resolved and requires prosecution in criminal court. Timely
enforcement actions to complaints and collaboration with property owners are key to a successful program. A
reduction in the paralegal position will result in difficulties in managing this program in a timely manner. The
paralegal's litigation support obligations,and other administrative support related to projects with firm deadlines,
would have to take precedence over discretionary enforcement actions. Likewise, the Assistant City Attorney
could only take over some responsibilities to the extent that it would not interfere with court and statutory
deadlines. Alternatively, the Assistant City Attorney would have to scale back on providing legal advice on
substantive issues.
This position also performs functions relevant to the City Council's other important objective related to
Affordable Housing. Specifically,the Council has found that mobile home parks represent a significant source of
affordable housing in our community. The paralegal acts as a regular liaison to the parks' residents and
representatives to manage regular inquiries and gather information for attorney review regarding compliance with
the City's Mobilehome Rent Stabilization Ordinance (MRSO). With respect to enforcement of the MRSO, the
paralegal performs the data compilation and analytical calculation work necessary to facilitate review of rent
increase compliance.
B2-154
-GENERAL GOVERNME'i,,
STAFFING REDUCTION—PARALEGAL, CITY ATTORNEY OFFICE Attachment S
The Paralegel also is responsible for drafting legislative correspondence to State and/or Federal representatives in
accordance with the Council's Legislative Platform. When a legislative issue comes to our attention it is often
because an action will soon be taken, whether it's set to be heard in a committee, on a house floor, or it's on the
Governor's desk for signature. Prompt action is often required. The Paralegal researches the bill, and if the
measure is of importance to local government and within the scope of the Council's Legislative Platform,
prepares a letter for the Mayor's signature, and promptly transmits the correspondence to the proper individuals.
Goal and Policy Links
This operating program change ties to Operating Program Goals.
Service Priority Ranking
The Legal Assistant/Paralegal provides administrative support to the City Attorney and Assistant City Attorney
whose functions are service priority#I rankings.
Program Work Completed
N/A
Environmental Review
N/A
Program Constraints and Limitations
The City Attorney's Office would need to readjust its priorities, and determine how its services will need to be
scaled back. The Assistant City Attorney may need to be trained in some clerical and paralegal tasks.
Stakeholders
For Internal Customers:
Should the Legal As sistant/Paralegal position be reduced, because of time constraints, some discretionary duties
absorbed by the Paralegal in prior rounds of budget cuts would most probably need to revert back to other
departments as follows:
To the City Clerk:
1. Finalization of Ordinances and Resolutions following City Council meetings
To Administration:
1. Managing the appeals of Business Tax Administrative Citations
2. Oversight of Rotating Art Program
3. Oversight of Charter Communications franchise complaints
4. Maintenance of logo stationery specific for City Council
5. Maintenance of City Hall stationery supplies, that include letterhead, envelopes, FIT window
envelopes, logo notecards,etc.
Accessibility to staff for unanticipated or emerging issues will be delayed during times when attorneys are
otherwise engaged and staff is unavailable. There may be increases in times when the office will need to be
B2-155
GENERAL
• s
STAFFING REDUCTION—PARALEGAL, CITY ATTORNEY OFFICE Attelchme $
closed due to staff unavailability. The office's open door/drop-in policy would need to be modified to
accommodate additional duties absorbed by attorneys and staff availability issues.
For the Public:
The City Attorney's Office would no longer be open to the public during those times that paralegal position is not
staffed, as attorneys are regularly at meetings that keep them physically away from the office and the office
cannot be left unattended. Response time to public phone inquiries would be diminished. Scheduling time for
attorneys would likely increase.
Implementation
This change could be implemented at the end of the 2011 fiscal year to accommodate necessary duty
reassignments and training.
Key Program Assumptions
N/A
Program Manager and Team Support
City Attorney,assisted by Assistant City Attorney and paralegal.
Alternatives
1. Continue the Status Quo.
City Attorney won't meet budget reduction targets.
2. Defer or Re-Phase the Request.
The ultimate impacts of such a change will not change significantly over time, unless there is a restructuring
of the departmental workload.
3. Change the Scope of Request.
A greater reduction will result in greater adverse impacts as identified and increased delays to office work
product.
4. Implementation in a Different Way.
Proposals for staff and interdepartmental cost sharing could be explored, so that paralegal remains on site
and available in the event emerging issues arise that could require reprioritization of workload and
scheduling (i.e. paralegal could be assigned to other administration support functions during lower workload
periods, but reassigned as required to meet court and other deadline priorities at the discretion of the City
Attorney).
Operating Program
City Attorney's Office(15 100) .
B2-156
GENERAL GOVERNMEN
STAFFING REDUCTION-PARALEGAL, CITY ATTORNEY OFFICE Affachme 1t
Cost Summary
Line Item Description Account No.1 2011-12 2012-13
Staffing24,200 24,300
Salary 100-15100-7010 16,200 16,200
Retirement Contribution-PERS 100-15100-7040 5,200 5,300
Health& Disability Ins 100-15100-7042 2,500 2,500
Medicare 100-15100-7044 200 200
Unemployment Ins 100-15100-7046 100 100
Total Operating Costs 24,200 24,300
B2-157
Attachment-45-
2011-13 Financial Plan
BUDGET ■ • OPTION
Community Development
Operating Cost Reductions
Regular Annual Savings
Staffing 2011-12 2012-13
Eliminate Planning Review Assoc.Planner 1.0 109,000 109,300
Eliminate Long Range Planning Assoc. Planner 1.0 109,000 109,300
Total Operating Cost Reductions 2.0 218,000 218,600
B2-158
2011-13 Operating Cost ._.ruction Options
COMMUNITY DEVELOPMENT Att8ChM89d�_
Description Service Impact Temp Regular 2011-12 Annual Savings SOPC Service
Staffing Staffing Budget 2011-12 2012-13 Category
Development
Review
Eliminate a The service impacts 1.0 109,000 109,000 109,300 X 1
Vacant Associate could include an
Planner Position increase in the time
in the it takes to review
Development new planning
Review Division. applications and
This option affects building permits. It
regular staffing could also diminish
costs. The the Department's
reduction would be capacity to work on
implemented on multiple priority
July 1,2011. projects. See the
SOPC for details.
Long Range - -
Planning
Eliminate a The reduction 1.0 109,000 109,000 109,300 X 2
Vacant Associate affects Policy and
Planner Position Plan
in the Long- Implementation
Range Planning Activities. The
Division. This impacts are a
option affects reduction in the
regular staffing City's ability to
costs. The prepare area plans
reduction would be and General Plan
implemented on implementation
July 1,2011. programs. In the
future,area plan and
major
implementation
programswill
require hiring
consultant services.
Reviewing projects
for conformity with
the City plans will
need to be shifted to
the Development
Review Division.
The proportion of
time remaining
planning staff will
have to spend at the
public information
counter will
increase by 20%,
giving each planner
less time to work on
assignments. The
means a slowing
down of planning
B2-159
2011-13 Operating Cost i._t'uction OptionsCOMMUNITY DEVELOPMENT
DEVELOPMENT
application turn-
around times,but
within the minimum
turn-around times
required by the
state.
TOTAL 2.0 218,000 218,000 218,600
B2-160
2011-13 Financial Plan - _ Attachment
BUDGET REDUCTION OPTION
Finance & Information Technology
Operating Cost Reductions
Regular Annual Savings Service
Staffing 2011-12 2012-13 Category
Eliminate travel to CSMFO board meetings 1,000 1,000 3
Reduce miscellaneous expenses(Support Services) 500 600 3
Eliminate custom design software contract 4,200 4,300 3
Reduce paper utility bills - 13,000 3
Eliminate subscriptions(GIS) 300 300 5
Eliminate operating materials(GIS) 300 300 5
Reduce repair/replacement of calculators 300 300 3
Reduce printing(Fin Admin) 1,000 1,000 3
Reduce printing of Emergency Patient Care Reports 3,000 3,000 2
Convert analog lines to VoIP 7,400 19,200 2
Reduce paging services 4,200 4,200 2
Reduce Pentamation program enhancement hours 4,300 4,300 2
Change external DNS providers 5,100 5,100 2
Reduce monthly cost of City air cards 13,000 13,000 2
Re-negotiate maintenance contracts(IT) 80,000 10,000 2
Reduce number of replacement printers City-wide 5,000 5,000 2
Extend computer replacement lifecycle 18,500 18,600 2
Reduce Citywide postage 2,700 2,700 3
Reduce trips&meetings(GIS) 300 300 3
Reduce conference attendance(Finance&GIS) 5,000 5,000 3
Eliminate temporary staffing(GIS) 7,100 7,100 5
Reduce temporary staffing(Finance) 9,000 9,000 2
Eliminate cell phone accessories 3,500 3,500 2
Eliminate RIM BES server maintenance 3,800 3,800 2
Eliminate Shoretel new user licenses 3,000 3,100 2
Reduce MDC&laptop aircards 26,000 26,000 2
Eliminate payment to Parking Fund for employee use of
parking in designated City lots&structures 16,900 16,900 5
Total erati Cost Reductions - 225,400 180,600
Revenue Enhancements
Annual Revenue
2011-12 2012-13
Business Tax Enforcement 50,000 100,000
Lease City-owned conduit space 40,000 40,000
Total Revenue Enhancements 90,000 140,000
Total Department Options 315,400320,600
Allocated Share of Total Reduction Options of$3 Million 244,200
B2-161
2011-13 Operating Cost ReL-.stion Options
Finance & Information Technology
Description Service Impact Temp Regular 2011-12 Annual Savings SOPC Service
Staffing Staffing Budget 2011-12 2012-13 Category
FINANCE &IT ADMINISTRATION
1. Eliminate No staff $1,000 $1,000 $1,000 3
CSMFO members
Board currently serve
Meeting on the board so
Attendance travel to the
meetings is not
Eliminating necessary.
travel to
CSMFO
board
meetings
will save
$1,000
annually.
SUPPORT SERVICES
2. Reduce The typewriter $900 $500 $600 3
Misceffaneo maintenance
us contract was
Expenses. eliminated
Reducing during the last
miscellaneo budget cycle
us expenses because very
will save few are in use.
$500 in Ongoing
2011-12 and maintenance
$600 in costs for the
2012-13. few
typewriters
that can't be
eliminated are
paid at the
hourly rate for
service calls.
Staff will be
encouraged to
lessen or
eliminate
typewriter use
and share
resources with
other
departments
when possible.
NETWORK SERVICES
3. Eliminate The $4,200 $4,200 $4,300 3
Custom replacementof
B2-162
2011-13 Operating Cost Rei._.:tion Options
Finance & Information Technology
Design Visual FoxPro
Software with new
Contract. software
Eliminating programs
custom eliminates the
design need for this
software contract.
contract will
save$4,200
in 2011-12
and$4,300
in 2012-13.
REVENUE MANAGEMENT
4. Reduce The new utility $66,800 0 $13,000 3
Paper billing system
Utility will provide
Bills. electronic
Eliminating billing and
paper utility payment
bills will functionality,
save reducing the
$13,000 in need to mail
2012-13. paper bills.
GEOGRAPHIC INFORMATION SERVICE$ GIS
5. Eliminate Minimal $600 $600 $600 5
Various impact,
Non- subscriptions
staffing will be
Line Items. replaced with
Eliminating free
publications publications.
subscription
s and
operating
materials
will save
$600
annually.
FINANCE & IT ADMINISTRATION
6. Reduce Minimal $2,400 $1,300 $1,300 3
Various impact.
Non- Reduction in
staffing printed
Line Items. documents that
Reducing will only be
printing and provided
calculator electronically.
repair&
replacement
B2-163
i
2011-13 Operating Cost Ret._ation Options Attachnant S
Finance & Information Technology
will save
$1,300
annually.
NETWORK SERVICES
7. Reduce Emergency $3,000 $3,000 $3,000 2
Printing. Patient Care
Reducing Reports can be
printing will printed via
save$3,000 USB.
annually.
8. Convert Converting 89 $95,000 $7,400 $19,200 2
Analog existing analog
Lines. telephone lines
Converting to the new
89 analog VoIP
lines to technology
VoIP lines will result in
will save some
$7,400 in temporary
2011-12 and service
$19,200 in disruptions.
2012-13. Many of these
are fax
machines or
modem lines
which are
straightforward
to convert. A
few of the
lines are
secondary fire
alarm lines or
other special
use analog
lines that will
require careful
handling in
order to
convert them
smoothly.
9. Reduce Minimal $9,000 $4,200 $4,2. 00 2
Paging impact.Paging
Services. services are
Reducing being phased
paging out as City
services will staff utilize
save$4,200 cell phones
annually. instead of
pagers.
B2-164
i
2011-13 Operating Cost Ret.-.;tion Options
Finance & Information Technology
ACCOUNTING
10. Reduce Reduction in $8,500 $4,300 $4,300 2
Program software
Enhanceme upgrades of the
nt Hours. Finance
Reducing system will
program have minimal
enhancemen impact in the
t hours will short-term.
save $4,300 Potentially
annually. larger impact
as software
becomes dated.
NETWORK SERVICES
11. Change This will cause $5,600 $5,100 $5,100 2
External all City
DNS websites
Providers. including
Changing outside e-mails
external to be
DNS temporarily
providers unavailable for
will save up to a week.
$5,100 A week is the
annually. worst case
scenario and
different parts
of the Internet
may become
available as the
change moves
through the
Internet.
12. Reducethe IT renegotiated $43,200 $13,000 $13,000 2
monthly the monthly
cost of City pricing of the
air cards. City's air cards
Reduction with Verizon.
in the type
of plans
used by the
City air
cards will
save
$13,000
annually.
13. Renegotiate As a result of $297,300 $80,000 $10,000 2
Maintenan renegotiations
ce with vendors,
Contracts. we are able to
B2-165
I no
2011-13 Operating Cost Re%-_.:tion Options
Finance & Information Technology
Renegotiati reduce our
ng maintenance
maintenance contract
contracts payments.
will save However, this
$80,000 in is a short-term
2011-12 and savings.
$10,000 in
2012-13.
14. Reduce Printers $22,000 $5,000 $5,000 2
Printer typically have
Replaceme a long life span
nts. and the City
Reducing does not
black& replace them
white until it is no
printer longer cost
replacement effective to
s from 8 to repair them.
5 will save rr estimates
$5,000 that the
annually. average
lifespan of a
The City printer is 13
currently has years. Most of
82 printers. the City's
Of these,we printers are in
typically good shape.
budget for
the However,
replacement productivity
of 9 printers could be
annually(8 adversely
black& impacted if
white and 1 more printers
color):about fail than
10% anticipated and
annually. . funds are not
This results available to
in an annual replace them.
cost of
$21,000.
Reducing
black&
white printer
replacements
by 3 saves
$5,000.
15. Reduce It has been the $134;300 $18,500 $18,600 2
Computer City's goal to
Workstatio replace about
B2-166
2011-13 Operating Cost Rei,--.;tion Options _ ` A'dachment_S
Finance & Information Technology
n 30%of the
Replaceme City's
nts. computer
Extending workstations
the annually in
computer order to ensure
replacement that the City's
cycle from infrastructure
3.5 years to remains
5 years will current with
save technology. IT
$18,500 in proposes
2011-12 and extending the
$18,600 in desktop
2012-13. replacement
life cycle to 5
years by
replacing
about 20%of
the City's
computer
workstations
annually.
However,the
Microsoft
Office
replacement
cycle would
remain at 3
years.
SUPPORT SERVICES
16. Reduce Staff will be $41,100 $2,700 $2,700 3
Citywide encouraged to
postage. reduce
Reducing mailings and
Citywide utilize
postage by electronic
6.5%will options where
save$2,700 applicable.
annually.
GIS
17. Reduce Staff will have $500 $300 $300 3
Trips and less
Meetings. opportunity to
Reducing enhance their
trips and skills, stay up-
meetings to-date on
will save chanes in GIS
B2-167
2011-13 Operating Cost Ret._. tion Options _
Finance & Information Technology
$300 technology and
annually. network with
other GIS
professionals.
18. Reduce Staff will have $6,000 $3,000 $3,000 3
Conference less
Attendance opportunity to
. Reducing enhance their
conference skills, stay up-
attendance to-date on
will save changes in GIS
$3,000 technology and
annually. network with
other GIS
professionals.-
REVENUE MANAGEMEN
19. Reduce Staff will have $3,300 $500 $500 3
Conference less opportunity
Attendance to enhance skills
. Reducing and network
conference with other
Finance
attendance
professionals.
will save
$500
annually.
ACCOUNTING
20. Reduce Staff will have $7,600 $1,500 $1,500 3
Conference less opportunity
Attendance to enhance skills
. Reducing and network
conference with other
attendance Finance
will save professionals.
$1,500
annually.
GIS
21. Eliminate Completion of 0.25 $7,100 $7,100 $7,100 5
Temp mapping
Staffing. projects may
Eliminating take longer.
temporary GIS will
staffing will explore option
save$7,100 of utilizing
annually. unpaid interns
to assist with
This equals projects.
520 hours at
$13.61/hour
B2-168
2011-13 Operating Cost Rei.__tion Options
Finance & Information Technology
ACCOUNTING
22. Reduce The need for 0.23 $11,700 $9,000 $9,000 2
Temp temporary
Staffing. staffing in
Reducing Accounting
temporary has been
staffing will reduced due to
save$9,000 the shift from
annually. centralized
Accounts
This equals Payable
480 hours at invoice entry
$18.81/hour to
departmental
entry.
However, lack
of temporary
staffing may
impact
Finance's
ability to
conduct
enhanced
purchasing
activities.
NETWORK SERVICES
23. Eliminate Shifting $3,500 $3,500 $3,500 2
Cellular payment for
Phone phone
Accessories accessories
such as
Eliminating batteries and
cellular cases to the
phone departments
accessories may encourage
will save efficiencies
$3,500 and reduce
annually. these expenses.
Note: Each
department
must add this
expense to
their budget.
24. Eliminate Eliminating $5,000 $3,800 $3,800 2
RIM BES Blackberry
. Server phones and
Maintenan replacing with
ce. smart phones
Eliminating will save
RIM BES money on the
B2-169
2011-13 Operating Cost Re. tion Options
Finance & Information Technology
server will RIM server
save$3,800 maintenance.
annually.
25. Eliminate There will only $3,000 $3,000 $3,100 2
Shoretel be a service
New User impact if new
Licenses. positions are
Eliminating created or new
Shoretel work groups
new user are created. In
licenses will this case,a
save $3,000 license will
in 2011-12 need to be
and$3,100 purchased by
in 2012-13. the
department.
26. Reduce Shifting $26,000 $26,000 $26,000 2
MDC& payment for
Laptop aircards to the
Aircards. departments
Reducing may encourage
aircards for efficiencies
mobile data and reduce
computers these expenses.
and laptops Note: Each
will save department
$26,000 must add this
annually. expense to
their budget
SUPPORT SERVICES
27. Eliminate Shifting $16,900 $16,900 $16,900 5
Payment to payment for
Parking staff parking in
Fund for designated
Employee City lots and
Use of structures (Old
Parking in Library, 919
Designated Basement,955
City Lots Morro& 842
and Palm) from the
Structures. General Fund
Eliminating to the Parking
payment to Fund will have
Parking no service
Fund will impact.
save
$16,900
annualy.
TOTAL $225,400 1 $180,600
B2-170
2011-13 Financial Plan Attachment
BUDGETREDUCTION OPTION SUMMARY
Human Resources
Operating Cost Reductions
Regular Annual Savings Service
Staffing 2011-12 2012-13 Cateeory
Reduce misc. office expenses 3,300 3,300 3
Reduce existing Contract Services to reflect actual cost. 700 700 3
Eliminate funding for a Learning Management System 7,700 7,700 3
Eliminate contract budget for consultant updating Safety Policies. 2,700 2,700 1
Reduce recruitment related expenses. 13,000 13,000 3
Eliminate the City contribution to PACE. 3,100 3,100 5
Reduce education and training. 4,700 4,700 3
Reduce temporary staffing in Wellness Program. 16,700 16,700 5
Reduce Employee Recognition budget to only provide one event. 5,500 5,500 5
Eliminate SLO Rideshare Lucky Bucks Program and Monetary Incentives. 8,000 8,000 5
Reduce Grants in Aid awards. 20,000 1 20,000 4
Eliminate City funding of Wellness blood draw analysis. 3,300 3,300 5
Reduce Grants in Aid by an additional$31,000 than already offerred. 31,000 31,000 4
Reduce Employee Recognition by another$5000 to not provide any events(1 5,000 5,000 5
Eliminate all funds for City-wide training and development activities. 13,200 13,200 3
Eliminate the Educational Reimbursement program. 13,500 13,500 3
Total Operating Cost Reductions - 151,400 151,400
B2-171
2011-13 Operating Cost Reduce- .i Options Attachment_
Human Resources
Description Service Impact Temp Regular 2011-12 Annual Savings SOPC Service
Staffing Staffing Budget Catep-ory
2011-12 2012-13
HUMAN
RESOURCE
ADMIN
1.Misc.Office No significant 3,000 3,300 3,300 3
Reducing various service impact. If (we (we
non-staffing accounts costs increase,more have have
in Office Supplies, funding could be merged merged
Publications and needed. line line
Subscriptions,Trips items) items)
and Meetings will
result in$3300
savings.
Implement July 1,
2011.
2. Contract No service impact 82,600 700 700 3
Services Reducing as contract amounts
existing contracts to have been verified
accurately reflect for next two years.
negotiated cost will
result in$700
savings.
3.Eliminate funding The Cal JPIA is in 29,300 7,700 7,700 3
for a Learning the process of
Management implementing a
System. Eliminating Learning
budget for a Learning Management
Management System System that will
saves $7700. meet our needs.
Implement July 1, There is no
2011. additional cost to
the City for use of
this system.
RISK MGMT
4. Safety Policies— The CalJPIA will 3,900 2,700 21700 1
Contract Services provide staff and
Eliminating budget sample policies at
for a consultant to no additional cost.
update safety policies Some increased
saves$2700. workload on City
Implement July 1, staff.
2011.
HUMAN
RESOURCE
ADMIN
5. Recruitment Reductions are 16,600 13,000 _ 11,000 3
Reducing various based on
non-staffing expectation of fewer
B2-172
2011-13 Operating Cost Redu& .i Options
Human Resources
recruitment related recruitments.
expenses in Sufficient budget
Advertising, remains to ensure
Personnel Services, quality of
Lab Services, and recruitments.
Medical Services will However, if number
result in$13,000 in of recruitments is
savings. Implement higher than
July 1, 2011. expected,more
funding may be
needed.
6.Eliminate the Little to no impact. 3,100 3,100 3,100 5
City contribution to Currently,PACE
PACE (Professional has about$33,000
Association of City in excess reserves
Employees). and does not need
Eliminating the the City
$3,100 annual contribution at this
contribution to time to continue
PACE. operating.
Implement July 1,
2011.
7. Reducing Implementation of 29,300 4,700 4,700 3
Education and the Ca1JP1A
Training saves Learning
$4,700. Implement Management
July 1,2011. System will make
on line training
more readily
accessible at no
cost. Online or low
cost training
methods are being
utilized. If
customized or in
person training is
necessary, funding
will be limited.
WELLNESS
8. Reduce The Wellness 0.4 16,700 16,700 16,700 5
Temporary Staffing program is
in Wellness coordinated by the
Program. Reducing Human Resources
temporary staffing Administrative
saves$16,700. Assistant with
Implement July 1, staffing from unpaid
2011. Cal Poly interns.
Staff believes this
model of delivery is
B2-173
2011-13 Operating Cost Reduc. .i Options
Human Resources
viable on an
ongoing basis with
only occasional paid
temporary staffing.
HUMAN
RESOURCE
ADMIN
9. Reduce Sufficient funding 14,000 5,500 5,500 5
Employee will remain in the
Recognition. account to provide
Reducing the for at least one City-
Employee funded event per
Recognition account year for all
will save $5,500. employees.
Implement July 1,
2011
10. Eliminate SLO Employees would 8,000 8,000 8,000 5
Rideshare Lucky no longer receive
Backs Program and incentives for
Monetary participating in SLO
Incentives. Rideshare's
Eliminate the$8,000 alterative
budgeted for transportation
participation in the program which may
SLO Rideshare result in fewer users
Program. of alternative
Implement July 1, transportation,thus
2011. increasing traffic,
pollution, etc.
However,given the
expected rise in gas
prices,employees
may continue to
participate in
alterative
transportation even
without the
incentive.
Program costs have
increased due to
increased
participation. If
Rideshare
incentives are
continued the
budget must be
increased from
B2-174
2011-13 Operating Cost Reduc. .i Options
Human Resources
$5,000 to$8,000
per year.
HUMAN
RELATIONS
11. Grants in Aid. Reduces funds 126,600 20,000 20,000 4
Reducing Grants in available to assist
Aid will save non-profit
$20,000. Implement organizations who
July 1,2011. provide human
services to the
community in times
when other grant
funding is being
reduced.
WELLNESS
12. Annual blood Employees may not 3,300 3,300 3,300 5
draw: Eliminate City participate in the
funding of blood blood draw analysis
draw analysis. and therefore not
Implement July 1, identify potential
2011. health problems.
HUMAN
RELATIONS
13. Grants in Aid: Reduces funds 126,600 31,000 31,000 4
Reduce Grants in Aid available to assist
by an additional non-profit
$31,000 beyond the organizations who
$20,000 already provide human
offered. Implement services to the
July 1,2011. community from
$126,600($20,000
already offered)to
$75,000. Note:
further reductions to
human services
programs could
include:
Prado Day Center,
currently$53,700;
Water subsidies,
currently$35,700,
or Bus Passes,
currently$11,300.
HUMAN _. .
RESOURCE
ADMIN
14. Employee No City funded 14,000 5,000 5,000 5
B2-175
2011-13 Operating Cost Reduci. .j Options Attachment
Human Resources
Recognition. employee
Reduce the Employee recognition event
Recognition account provided causing
by an additional potential negative
$5,000. $5,500 impact on employee
reduction in original morale and
offer. Implement July organizational
1, 2011. health.
15.Education and Training would be 29,300 13,200 13,200 3
Training. limited to only
Eliminate all funds programs provided
for City-wide training by LCW and
and development CJPIA.
activities,except
participation in
Liebert, Cassidy,
Whitmore
consortium
Implement July 1,
2011..
16.Educational An average of 12 13,500 13,500 13,500 3
Incentive. employees
Eliminate the participate in this
Educational program per year
Reimbursement and they would not
Program Implement receive tuition
July 1,2011. reimbursement.
This could make
continuing
education
unaffordable for
some.
TOTAL .4 151,400 151,400
B2-176
2011-13 Financial Plan
BUDGET REDUCTION OPTION SUMMARY
Parks & Recreation Department
Operating Cost Reductions
Regular Annual Savings Service
Staffm 2011-12 2012-13 Category
Reduce total number of memberships with SCMAF 200 200 5
Eliminate Batting Cage Supplies 1,500 1,500 4
Remove Batting Cage Alarm 1,600 1,600 4
Senior Newsletter Postage 1,500 1,500 4
Reduce supply of softballs for Adult Softball Program 2,500 2,500 4
Eliminate Scorekeepers for Adult Softball 0.73 14,000 14,000 4
Eliminate DOJ Fingerprinting Fees for Scorekeepers 300 300 4
Eliminate Assistance to San Luis Obispo YSA 20,000 20,000 5
Paperless Activity Guide 11,000 11,000 5
SLO Coastal Unified School District Fee Savings 6,700 6,700 4
Reduce Aquatic Temp Staffing(Physical Therapy Program) 0.20 4,000 4,000 4
Combine Rec Sports temp positions and reduce hours 0.42 4,000 4,000 4
Freeze Vacant Recreation Manager 1 1.001 123,100 1 123,400 1 3
Eliminate Youth Services Teacher Work Day&Spring Break Programl 0.25 3,000 3,000 4
Eliminate SLO Teens after school program at LagunaMiddle School 0.20 22,000 22,000 4
Total Operating Cost Reductions 1 2.351 215,400 1 215,700
B2-177
2011-13 Operating Cost Reduct_ __j Options ^.' kwachnu ant
PARKS & RECREATION
Description Service 2011-12 Temp Regular Annual Savings SOPC_ Service
Impact Budget Staffing Staffing 201142 2012-13 Category
Administration
1. Reduce Two 400 200 200 5
memberships with membershi
Southern California ps will be
Municipal Federation maintained
(SCMAF). for
Decrease memberships Recreation
Department-wide from al Sports
4 to 2. staff.
Savings of$200 for Little to no
2011-12 and$200 in impact
2012-13.
2. Eliminate Batting User 1,500 1;500 1;500 4
Cage Supplies. groups
Eliminate funding for which have
batting cage supplies. contracted
The cages are currently use of the
closed and only Batting
operated by contracted Cages
user groups. would have
to provide
Savings of$1,500 in supplies
2011-12 and$1,M0 in and routine
2012-13. maintenanc
e for
operations.
Little to no
impact
3. Remove Batting Existing 1,600 1,600 1,600 4
Cages Alarm. staff would
Removing alarm need to
equipment and services monitor the
at the batting cages. facility on
a more
Savings of$1,600 in regular
2011-12 and$1,600 in basis and
2012-13. be
available to
respond
problems.
Moderate
Impact.
B2-178
2011-13 Operating Cost Reduct. Options Attachment
PARKS & RECREATION
4. Senior Newsletter More 2,000 1,500 1,500 4
Postage. senior
Reduced postage members
required due to an have been
increase in electronic receiving
newsletters. the
newsletter
Savings of$1,500 in via email
2011-12 and$1,500 in which has
2012-13. reduced the
need for
mailings.
Little to no
impact.
5. Reduce supply of Number of 5,000 2,500 2,500 4
softballs for Adult softballs
Softball Program. used per
Change practice of night per
using a new softball per game will
game/per field to a new be reduced.
softball per night/per
field. Moderate
impact.
Savings of$2,500 in -
2011-12 and$2,500 in
2012-13.
6.& 7. Eliminate Umpires 14,300 .73 14,300 14,300 X 4
Score Keepers for will be (14,000
Adult Softball& tasked with for
Associated keeping staffing;
Fingerprinting Costs. score. One 1,500 for
Eliminate all less staff fingerpri
scorekeeper positions person will nting all
for the adult softball be sports
program($14,000). available to staff)
Includes temporary respond to
salary savings and potential
associated issues.
fingerprinting costs
($300). Moderate
impact.
Savings of$14,300 in
2011-12 and$14,300 in
2012-13.
8. Eliminate Grant Families 20,000 20,000 20,000 5
Funding to San Luis may have
Obispo Youth Sports to pay
Association higher fees
(SLOYSA)for In- to
Lieu Projects(per participate
B2-179
2011-13 Operating Cost Reduct. Options
PARKS & RECREATION
JUA with San Luis in youth
Coastal Unified sports
School District). leagues in
Amending JUA order to
beginning July 2011 to offset
eliminate grant funding continued
for field improvements maintenanc
and similar projects a and
administered through field/turf
SLOYSA. projects.
Savings of$20,000 in SLCUSD
2011-12 and$20,000 in fields may
2012-13. not receive
current
level of
maintenanc
e and
upgrades.
Moderate
Impact.
9. Paperless Activity Limits 26,100 11,000 11,000 5
Guide. access to
Reduce the number of paper
seasonal activity guides copies of
printed and distributed. the
Activity
Increase use and Guide.
distribution of Communit
electronic activity y must
guides as well as other come into
marketing materials the Parks
(i.e. leaflets,rack cards, and
etc.) Recreation
Office, call
Savings of$11,000 in to request a
2011-12 and$11,000 in printed
2012-13. guide or
view guide
on-line.
Potential
risk of a
loss of
revenue
due to
decreased
participatio
n/registrati
ons for
B2-180
2011-13 Operating Cost Reduct_ .i Options Atachrib Gnt
PARKS & RECREATION
those
without
web access.
Moderate
Impact.
10. San Luis Coastal Future 87,400 6,700 6,700 4
Unified School expansion
District Fee Savings. of uses will
Decreased funding be limited.
required for School
District Use Fees based Little to no
on current revised JUA impact.
that reflects
Department credits for
middle school sports
program and ranger
service patrols.
Savings of$6,700 in
2011-12 and$6,700 in
2012-13.
11. Reduce Aquatic Lifeguards 4,000 .20 4,000 4,000 4
temporary statTmg are no (total
(Physical Therapy longer temporar
Program). needed; y staffing
Reducing temporary SLO allocated
staffing line to Physical to
compensate for Therapy Physical
cancelled therapy has Therapy
program. cancelled Program)
their use.
Savings of$4,000 in
2011-12 and$4,000 in No impact.
2012-13.
12. Combine Staffing 41,400 .4 4,000 4,000 4
Recreational Sports support for (total for
Positions and reduce the both
overall hours. Recreation sports
Combine the Adult al Sports positions
Sports Program division )
Coordinator and Youth will be
Sports Specialist reduced by
positions resulting in a 10 hours
savings of$4,000 in per week.
2011-12 and$4,000 in
2012-13. Moderate
impact.
B2-181
2011-13 Operating Cost Redum. .i Options _.
PARKS & RECREATION
13. Freeze Vacant See SOPC 123,100 1 123,100 123,400 X 3
Recreation Manager. for details.
Freeze the vacant
Recreation Manager Significant
position which oversees Impact.
Facilities, Aquatics,
Rangers,and the
Laguna Lake Golf
Course and associated
staff pending
evaluation of
reorganization
opportunities with other
City programs such as
Natural Resources
Annual Savings for the
frozen position are
$123,100 in 2011-12
and$123,400 in 2012-
13.
14.Eliminate Youth Net savings 3,000 .25 3,000 3,000 4
Services Teacher would be
Work Day and Spring $3,000
Break childcare because
Programs. full time
permanent
employee's
costs
would not
be
eliminated.
There is
presently
significant
cost
recovery
for these
activities.
The
savings
would
come from
reducing 5
Limited
Benefit
Temporary
staff from
50 weeks
per year to
B2-182
2011-13 Operating Cost Reduce i Options A #ach6uO�� _
PARKS & RECREATION
48 weeks
per year in
their hours.
There is
likely to be
significant
parental
response to
this
change.
Staff would
prefer to
have the
time to
thoroughly
evaluate
this
program
reduction
before
eliminating
it in total
and had
planned to
do so
during the
2011-12
Fiscal
Year.
Significant
Impact.
15.Eliminate SLO This is the 30,000 .2 22,000 22,000 X 4
Teens (Teen After net savings
School Program at from the
Laguna Middle elimination
School). of this
program.
It would
reduce one
Limited
Benefits
Temporary
staff from
30 to 20
hours per
week,
would
eliminate
facilities
and supply
B2-183
2011-13 Operating Cost Reduce,.,--.d Options
PARKS & RECREATION
costs and
other part
time
temporary
staffing to
serve this
program.
The full
time youth
services
program
employees
(Youth
Services
Supervisor,
Recreation
Coordinato
r)would
remain in
place to
manage
other youth
services
activities.
As the
Laguna
Junior
High
School
does not
provide
any
activities
for youth
after school
there could
be
unintended
impacts to
other City
department
s. Even
though this
program is
currently
under-
performing
, Staff
would
prefer to
have the
time to
B2-184
2011-13 Operating Cost Reduct._ i Options
PARKS & RECREATION
evaluate
this
program
thoroughly
before
eliminating
it in total
and had
planned to
do so
during the
2011-12
Fiscal
Year.
Significant
Empact.
TOTAL 1.78 1 $215,400 $215,700
B2-185
PARKS AND RECREATi%_,N
ELIMINATE ADULT SOFTBALL SCOREKEEPERS
Request Summary
Eliminating eight to ten part-time/temporary Adult Softball Score Keeper positions (City Worker 2) will save
$14,300 annually.
Key Objectives
The temporary staffing reduction will reduce the Recreational Sports operating budget.
Eidsting Situation: Factors Driving the Need for Change
As part of the Citywide effort to minimize costs and expenditures and to address projected on-going budget gaps
beyond 2013, the Parks and Recreation Department is tasked with identifying$201,400 in reduction options from
our operating budget.
Goal and Policy Links
n/a
Service Categorization Criteria
5--Other
Program Work Completed
n/a
Environmental Review
No environmental review required.
Program Constraints and Limitations
The purpose of the Score Keeper position is to keep track of the number of runs scored by each adult softball
team during the course of a game as well as provide as needed back-up support to the Umpire. These duties can
be absorbed into the Umpire's responsibility with little or no impact to the game. However, the ability for
Umpires to respond to issues involving"crowd control"such as fighting,drinking or other inappropriate behavior
will be drastically limited.
Stakeholders
Adult Softball umpires and participants.
Implementation
Eliminate Score Keepers and reduce temporary employee funding accordingly at the start of the 2011-13
Financial Plan.
B2-186
PARKS-AND RECREATKA
ELIMINATE ADULT SOFTBALL SCOREKEEPERS
Key Program Assumptions
The current need to reduce operating program costs outweighs the need to have two staff working at each Adult
Softball game. The Adult Softball Umpires will be able to perform the duties of the Score Keeper with little or
no impact to the game.
Program Manager and Team Support
Program Manager. Recreation Sports Supervisor.
Operating Program
Parks and Recreation Recreational Sports(60240)
Cost Summary
The salary cost savings would be approximately$14,000 annually.
Line Item Descri 'on I Account No.1 2011-12 2012-13
Staffing 14,300 14,300
Temporary Staffing 60240 14,000 14,000
Medicare 60240 200 200
Uneniployment 60240 100 100
Total Operating Costs 14,300 14,300
B2-187
PARKSs , e n
FREEZE RECREATION MANGER POSITION
Request Summary
Freeze the vacant Recreation Manger position. Evaluate possible reorganization with other City departments and
programs, e.g.Natural Resources,during 2011-12. Savings of$123,100 for 2011-12 and$123,400 for 2012-13.
Key Objectives
Significant salary savings will be realized by continuing to leave this position vacant and will also reduce Parks
and Recreation's administrative budget. Cross departmental synergies, increased efficiency, and improved
provision of services to the public would be the minimum expected outcome from a possible reorganization.
Existing Situation: Factors Driving the Need for Change
As part of the Citywide effort to close a2011-13 on-going budget gap, and to address projected on-going budget
gaps beyond 2013, the Parks and Recreation Department was tasked with identifying $201,400 in reduction
options from its operating budget.
Goal and Policy Links
n/a
Service Categorization Criteria
3 =Functions for Proper Organizational Management
Program Work Completed
n/a
Environmental Review
No environmental review is required.
Program Constraints and Limitations
As identified in the Parks and Recreation Department Organizational Assessment (completed in mid 2010), the
most efficient and effective way for the Department to be organized includes an Administration Division that
consists of a Department Head, 2 Recreation Mangers, 1 Analyst and 1 Supervising Administrative Assistant. In
contradiction with the report's findings, the proposed freezing of the vacant (due to retirement in 2010)
Recreation Manager position temporarily reduces the number of Recreation Mangers from two to one. The
Organizational Assessment was based upon the department's programs, scope of work, and span of control and
suggested that this ideal structure for the Administration Division provides parity among programs and divisions
and eliminates any risks/challenges associated with some programs reporting directly to the Department Head
and others to the remaining Recreation Manager.
Freezing the Recreation Manager position results in a significantly higher workload for the administrative staff,
particularly the Director who now has a span of control over 7 employees. Because it is such a critical position,
all duties and responsibilities previously assigned to the Recreation Manger must be absorbed by existing staff;
B2-188
PARKSA ■ , s s
FREEZE RECREATION MANGER POSITION lM
resulting in slower response times to both internal and external customers, limited resources to complete special
or additional projects, and limited availability for supervision and support to Department staff as well as other
City departments.
There is a significant opportunity to evaluate a possible reorganization within the City such that the Natural
Resources Program and the Rangers are co-located in one department. The evaluation of that reorganization,the
pros and cons,and the manner in which it could be accomplished is recommended to be undertaken during 2011-
12. Once a thorough evaluation has been completed, and stakeholders,both internal and external have had time
to provide input, staff can recommend the preferred outcome which could include: restructuring the position in a
reorganization, filling the position as presently structured,or eliminating the position.
Stakeholders
The frozen position results in reduced services and support to both internal and external customers.
Implementation
Freeze the position at the start of the 2011-13 Financial Plan.
Key Program Assumptions
The need to reduce the operating program budget outweighs the value of the services and support provided by the
Recreation Manager position.
Program Manager and Team Support
Program Manager. Parks and Recreation Director
Project Team. Human Resources, Administration
Alternatives
1. Continue the Status Quo. This would allow the Department to maintain the current service and support
levels to internal and external customers.
2. Change the Scope of Request. The budget reduction could be achieved through other staffing reductions as
outlined in the Organizational Assessment (re-classification of two Recreation Supervisors to Recreation
Coordinators) or the reduction/elimination of limited-benefited temporary staff that assist program
supervisors with the daily management of program operations. However, due to the Recreation Manager
vacancy,the proposed reduction would cause the least strain on staff morale.
Operating Program
Parks and Recreation Administration(60 100)
Cost Summary
B2-189
PARKS■ , ■
FREEZE RECREATION MANGER POSITION
Freezing the position will result in a cost savings of approximately$123,000 annually.
Line Item Description Account No.1 2011-12 2012-13
Staffing 123,100 123,400
Annual Salary 100-60100-7010 79,400 79,400
PERS 100-60100-7040 25,700 26,000
Health Insurance 100-60100-7042 15,700 15,700
Unemployment 100-60100-7046 300 300
Medicare 100-60100-7044 1200 1,200
PARS 100-60100-7041 800 800
Total Operating Costs 123,100 123,400
B2-190
PARKS-AND RECREATi,#4
ELIMINATE THE TEEN AFTERSCHOOL PROGRAM AT LAGUNA MIDDLE SCHOOL
Request Summary
Eliminate the teen after school program at Laguna Middle School will save $22,000 annually. The program is
currently open Monday through Friday(excluding holidays) from after school to 5:30 pm.
Key Objectives
Eliminating the program will reduce the Youth Services operating budget.
Existing Situation: Factors Driving the Need for Change
As part of the City wide effort to minimize costs and expenditures and to address projected on-going budget gaps
beyond 2013, the Parks and Recreation Department was tasked with identifying reduction options from operating
budgets.
Goal and Policy Links
Parks and Recreation Element and Master Plan
Service Categorization Criteria
4--Mid Range
Program Work Completed
n/a
Environmental Review
No environmental review required.
Program Constraints and Limitations
Laguna Middle School does not provide any activities for youth after school,therefore the elimination of this
program could have unintended impacts to other City departments. In addition, the elimination of this program
would be in contradiction to the Parks and Recreation Element(3.10)which identifies teen programming as a
major goal in fulfilling the unmet needs of the community.
The net savings from the elimination of this program would come from the reduction of one Limited Benefit
Temporary staff from 30 to 20 hours per week,elimination of other part time temporary staff(line staff who work
directly with the youth)and would eliminate associated non-staffing costs(facilities and supplies). The full time
youth services program employees(Recreation Supervisor and Recreation Coordinator) would remain in place to
manage other youth services programs, activities and events.
Stakeholders
Laguna Middle School students and families
San Luis Coastal Unified School District administration and employees
B2-191
PARKS AND RECREATi.N
ELIMINATE THE TEEN AFTERSCHOOL PROGRAM AT LAGUNA MIDDLE SCHOOL
San Luis Obispo Police Department
San Luis Obispo community members and businesses
Implementation
Eliminate the program and corresponding funding at the start of the 2011-13 Financial Plan
Key Program Assumptions
The current need to reduce operating program costs outweighs the need and benefit of having a safe and
supervised place for youth to be during the afterschool hours when the youth crime rate is at its highest.
Program Manager and Team Support
Program Manager. Recreation Supervisor,Youth Services
Operating Program
Parks and Recreation Youth Services(60250)
Cost.Summary
The salary cost savings would be approximately$22,000 annually.
Uneniployment 100-60250-7046_ . _ 200 200
PERS 100-60250-7040 1 3,500 3,500
Non Staffing
Facility Use Fees 100-60250-7701 1,400 1,400
Supplies 100-60250-7843 3,000 3,000
Loss of Revenue
Pro am Fees 100-45650 1700 1,700
Total Operating Costs 22,000 22,000
B2-192
2011-13 Financial Plan_ Adak
POLICE
Operating Cost Reductions
Regular Annual Savings Service
Statin 2011-12 2012-13 Cateeory
Reduction in various Operating Materials 600 600 2
Elimination of Annual Fee-Verizon 800 800 2
Reduction in Custom Design Software 300 300 2
Elimination of Haines telephone directory 1,300 1,300 2
Reduction in Spillman annual maintenance 900 0 1
Reduction in Operating Supplies 2,500 2,500 2
Consolidate Bio Hazardous Waste Container w/Fire Dept 1,000 1,000 1
Consolodate Bio Hazardous Waste Removal w/Fire Dept 1,400 1,400 1
Reduction in Locks/Flags/Holding Cells Blanket cleaning 500 500 3
Reduction in Postage-On Trac 200 200 3
Reduction of Employee Recognition 1,000 1,000 5
Reduction in Janitorial Services 1,000 1,000 3
Reduction in Trips/Offsite Meetings 700 700 1
Reduction in Onsite Meetings 300 300 1
Reduction in Printing&Reproduction-Thermal Paper 4,000 0 3
Reduction in Water service 1,500 1,100 3
Reduction in Sewer Service 2,200 1,900 3
Reduction in Electricity-Public Safety Comm.Center 11,000 8,900 3
Reduction in Electricity-Police station& 1016 Walnut office 16,000 13,400 3
Reduction in Weapons Inspection costs(will do in-house) 1,000 1,000 2
Reduction in Protective Clothing/Utility Uniform 1,200 1,200 2
Reduction in Gun Belts and Accessories purchases 1,000 1,000 2
Reduction in Tactical Helmet purchases 600 600 2
Reduction in POST Training 10,000 10,000 1
Reduction in Contract Services-polygraph exams 1,800 1,800 1
Reduction in Contract Services-psych testing 4,000 4,000 1
Eliminate Field Service Technician(vacant in year 2) 1.0 0 118,800 3
Eliminate vacant Police Officer position(reduce SORT team) 1.0 146,700 147,800 2
Eliminate vacant Police Officer position(eliminate SRO/DARE
programs at elementary schools) 1.0 146,700 147,800 4
Eliminate vacant Communication Technician position 1.0 1 106,900 107,200 2
Eliminate vacant Sergeant position(eliminate SORT supervisor&
SORT team) 1.0 185,300 191,800 2
Eliminate vacant Police Officer position(eliminate SORT team) 1.0 146,700 147,800 2
Eliminate employee recognition for SNAP employees 400 400 5
Reduce employee recognition for regular employees 3,000 3,000 5
Eliminate SLO Solutions Community Program 14,800 14,800 5
Eliminate Bicycle Rodeo education progam 4,600 4,600 4
Reduce crime prevention,education,&outreach 15,000 15,000 3
Reduce training&professional associations 15,000 15,000 1
Total Operating Cost Reductions 6.0 851,900 970,500
B2-193
2011-13 Operating Cost 1%.duction Options ������ ��� ✓
POLICE DEPARTMENT
Description Service Impact Temp Regular 2011-12 Annual Savings SOPCS Service
Staffing Staffing Budget Category
2011-12 1 2012-13
POLICE ADMINISTRATION _
1. Reducing various Reduced budget for 382,600 54,200 44,800 3
non-staffing polygraph exams and
accounts in psychological testing for
contract services, applicants.Reduction in
training,and training budget will result
utilities will save in fewer specialized
$54,200 in 2011-12 training courses available
and$44,800 in to employees;legal
2012-13. mandates and essential
skills training will still be
accomplished. Electricity
budget for police facilities
was reduced to reflect
anticipated usage and
conservation measures.
PATROL SERVICES
2. Reducing non- Reduction in new and 33;500 3,800 3,800 2
staffing equipment replacement protective
accounts will save clothing,gun belts and
$3,800 each year. safety equipment due to
fewer officers being hired.
INVESTIGATIVE-SERVICES
3. Reducing non- Savings in bio hazardous 6,900 2,400 2,400 1
staffing contract waste removal was
services accounts realized after partnering
will save$2,400 with the Fire Department
each year. to share their existing
contract service.
SUPPORT SERVICES
4. Reducing non- Fewer items of dispatch 92,000 5,800 4,900 2
staffing equipment equipment will need
accounts will save replacement due to the
$5,800 in 2011-12 implementation of new
and$4,900 in technology in the
2012-13. emergency
communications center.
TRAFFIC SAFETY
5. Reducing non- Minor reduction-no 1,400 600 600 2
staffing equipment direct service impact.
accounts will save
$600 each year.
B2-194
2011-13 Operating Cost'►._duction Options WM��ff �6��
POLICE DEPARTMENT
PATROL SERVICES
6. Eliminating one Employee holding this 1.0 119,700 0 118,800 X 3
vacant Field position plans to retire in
Service Technician 2012.The duties of this
position effective position will need to be
July 1,2012 will re-distributed to other
save$118,800 in employees or eliminated.
2012-13(regular Further explanation is
staffing-vacant). provided in the SOPC.
INVESTIGATIVE SERVICES
7. Eliminating one Staffing of the Situation 1.0 146,700 146,700 147,800 X 2
vacant Police Oriented Response Team
Officer position (SORT)would be reduced
effective 7-1-11 from three officers to two
will save$146,700 which will result in
in 2011-12 and decreased ability to
$147,800 in 2012- respond to crime
13(regular staffing problems and major
—vacant). investigations. Further
explanation is provided in
the SOPC.
8. Eliminating one One of the two School 1.0 146,700 146,700 147,800 X 4
vacant Police Resource Officer
Officer position positions will be
effective 7-1-11 eliminated,resulting in
will save$146,700 the elimination of the
in 2011-12 and DARE program and very
$147,800 in 2012- significant reduction in
13(regular staffing school resource services
—vacant). to the middle school and
six elementary schools.
Further explanation is
provided in the SOPC.
SUPPORT SERVICES
9. Eliminating one The number of 1.0 106,900 106,900 107,200 X 2
vacant communications
Communications technicians(dispatchers)
Technician position assigned to shifts will be
effective 7-1-11 reduced,resulting in
will save$106,900 increased overtime at
in 2011-12 and peak hours, longer hold
$107,200 in 2012- and dispatch times for
13(regular staffing non-emergency calls,and
—vacant). delays in data entry.
Further explanation is
provided in the SOPC.
B2-195
2011-13 Operating Cost K..duction Options
POLICE DEPARTMENT
INVESTIGATIVE SERVICES
10. Eliminating one The department will be 1.0 185,300 185,300 191,800 X 2
vacant Sergeant unable to effectively
position effective supervise and staff the
7-1-11 will save SORT team;therefore the
$185,300 in 2011- SORT team will be
12 and$191,800 in eliminated.The ability to
2012-13(regular respond to crime trends
staffing—vacant). and major investigations
will be significantly
impacted and the
workload of other
employees will increase.
Further explanation is
provided in the SOPC.
11. Eliminating one The department will be 1.0 146,700 146,700 147,800 X 2
vacant Police unable to effectively staff
Officer position the SORT team;therefore
effective 7-1-11 the SORT team will be
will save$146,700 eliminated.The ability to
in 2011-12 and respond to crime trends
$147,800 in 2012- and major investigations
13(regular staffing will be significantly
—vacant). impacted and the
workload of other
employees will increase.
Further explanation is
provided in the SOPC.
NEIGHBORHOOD SERVICES
12. Eliminating Employee recognition 400 400 400 5
employee activities for SNAP
recognition will employees will be
save$400 each eliminated.Employee
year. morale will likely be
impacted.
POLICE ADMINISTRATION
13. Reducing Further reduction in 5,000 3,000 3,000 5
employee employee recognition
recognition account funds will virtually
will save$3,000 eliminate recognition
each year. activities for employees,
other than small
recognitions for key
events.Employee morale
will likely be impacted.
B2-196
2011-13 Operating Cost 1.-duction Options
POLICE DEPARTMENT
NEIGHBORHOOD SERVICES
14. Eliminating The SLO Solutions 14,800 14,800 14,800 5
funding for the program is a high priority
SLO Solutions for the Student
program(contract Community Liaison
services)will save Program(SCLC)and is
$14,800 each year. jointly funded by the City,
Cal Poly and Cuesta.
The elimination of the
City contribution toward
the SLO Solutions
conflict resolution
program would likely
result in the program not
being sustainable.Police
involvement in
neighborhood conflicts
would increase with no
readily available program
to offer alternative
conflict resolution
services.Training
workshops for residents
and City staff would be
eliminated.
TRAFFIC SAFETY
15. Reducing traffic The Bicycle Rodeo 4,600 4,600 4,600 4
safety education education program for
will save$4,600 children would be
each year eliminated which would
significantly reduce
education efforts related
to bicycles.
NEIGHBORHOOD SERVICES
16. Reducing crime The ability to create and 23,800 15,000 15,000 3
prevention and disseminate educational
education/outreach material regarding City
material will save ordinances,neighborhood
$15,000 each year. expectations,crime
prevention,and major
event notifications(such
as messaging in advance
of Halloween)will be
severely curtailed.
Residents may not receive
important information
regarding crime trends
and ordinances that
contribute to
neighborhood quality.
B2-197
2011-13 Operating Cost P_juction Options ttachment 5
POLICE DEPARTMENT
7-
POLICE ADMINISTRATION
17. Reducing funding Further reduction in non- 19,200 15,000 15,000 1
for training and mandated training and
professional professional associations
associations will will result in:lower level
save$15,000 each of training for employees;
year. elimination of attendance
at several training
conferences;elimination
of membership in some
professional associations.
The ability of employees
to stay current with
emerging issues and
trends will be reduced and
employee development
opportunities will be
curtailed.
GRAND TOTAL 0 6.0 8519900 970,500
B2-198
:PUBLIC SAFETY
ELIMINATION OF POLICE FIELD SERVICES TECFINICIAN POSITIO
Request Summary
Eliminating one Police Field Services Technician position effective July 1, 2012,will save $118,800 in 2012-13
(regular staffing-vacant).
Key Objectives
Reduce on-going projected budget gap by reducing staffing levels.
Existing Situation: Factors Driving the Need for Change
As part of the Citywide effort to close a 2011-13 annual budget gap of$3 million, and to address projected on-
going budget gaps beyond 2013, the Police Department is tasked with identifying$894,300 in reduction options
from our operating budget.
One of the Police Department's non-sworn Field Services Technicians (FST) plans to retire by the end of FY
2011-12. The Department has a total of three FST positions; one is assigned exclusively to the handling and
processing of evidence and property and the other two are assigned to various duties in the field at the Police
Department (the FST retiring is one of the two assigned to field duties). There duties include,but are not limited
to:
• Coordinating fleet repair requests and service of police vehicles.
• Responding to traffic collisions for traffic control and report documentation.
• Daily delivery of documents to and from the criminal court and various City offices.
• Ordering of supplies and equipment
• Investigating and pursuing abatement of nuisances on private property in coordination with code
enforcement officers.
• Towing vehicles in violation of parking and other laws.
• Processing bookings of offenders pursuant to Court order.
• Fingerprinting applicants for City positions.
• Checking and installing infant and child car seats for members of the public.
The elimination of an FST position will require the redistribution of these duties to other employees in the Police
Department and potentially in other departments. Some duties may need to be done less frequently or may need
to be eliminated all together. If the position is eliminated, staff will work with the retiring employee to identify
the frequency and time for each task and develop a mitigation plan.
Goal and Policy Links
1. Fiscal sustainability of City.
2. Meeting Police Department reduction option target for 2011-13.
Service Categorization Criteria
The field FST positions are included in Patrol Services. The duties performed by the FST span a number of
different activities,most of which were assigned service prioritization category 3 (High Mid-Range—Proper
Organizational Management or Typical Services Expected by Community).
B2-199
IPUBLIC SAFETY
ELIMINATION OF POLICE FIELD SERVICES TECHNICIAN POSITION
Program Work Completed
None
Environmental Review
No environmental review is required.
Program Constraints and Limitations
The redistribution of duties assigned to this position will potentially cause an increase or shift in workload for
other employees. Certain services performed that benefit the public, such as the towing of vehicles,or car seat
installation may need to be reduced or eliminated.
Stakeholders
Other employees in the Police Department and other City departments may be affected. Some members of the
public may be impacted by service reductions.
Implementation
Date
1. Eliminate Field Services Technician position July 1 2012
Key Program Assumptions
The elimination of this position assumed the employee currently in the position actually does retire by June 30,
2012. The employee has assured the Police Chief that his plans are firm so his position could be considered a
reduction option.
Alternatives
The position could be reduced to a half-time position in order to help mitigate the impact. This option would not
realize as much savings for the City.
Operating Program
Police Patrol (80200)
BZ-200
IPUBLIC SAFETY
ELIMINATION OF POLICE FIELD SERVICES TECHNICIAN POSITION Attachment S
Cost Summary
Line Item Description Account No.F 2011-12201243
Staffing-Field Services Technician 0 1181800.
Salaries-Regular 100-80200-7010 0 79,900
Retirement Contributions 100-80200-7040 0 18,300
Health and Disability Insurance 100-80200-7042 0 15,500
Medicare 100-80200-7044 0 0
Unemployment Insurance 100-80200-7046 0 300
Holiday 100-80200-7016 0 3,800
Uniform 100-80200-7018 0 1,000
Total Operating Costs 0 118,800
B2-201
echnPUBLIC SAFETY
��� 5
REDUCTION OR ELIMINATION OF SITUATION ORIENTED RESPONSE TEAM (SORT)
Request Summary
Eliminating part or all of the Situation Oriented Response Team (SORT) effective July 1, 2011, will save
between $146,700 and $478,700 in 2011-12 and between $149,700 and $487,400 in 2012-13 (elimination of
either one or two vacant police officer positions and/or one vacant police sergeant position).
Key Objectives
Reduce on-going projected budget gap by reducing staffing levels.
Existing Situation: Factors Driving the Need for Change
As part of the Citywide effort to close an ongoing budget gap and to address projected on-going budget gaps
beyond.2013, the Police Department is tasked with identifying $894,300 in reduction options from our operating
budget.
The Situation Oriented Response Team (SORT) is comprised of three police officers and one sergeant
(supervisor)who are assigned as plain clothed investigators. The primary duties of SORT include:
• Investigation of narcotic and vice related crimes in the City
• Conducting surveillance related to a variety of crimes,including violent crime and major fraud cases.
• Specialized response to crime trends, such as burglaries and neighborhood crimes.
• Assisting with and conducting major investigations such as homicides, assaults, robberies and weapons
violations.
• Conducting alcohol and tobacco sales compliance operations.
• Conducting plain clothed operations related to major deployments, such as at Halloween and beginning
of the school year.
One of the police officer positions currently assigned to SORT is currently vacant. Elimination of this position
will result in a reduced ability of the team to conduct the duties outlined above; however SORT would continue
to operate with reduced staff and no officers would be reassigned.
The Police Department also has two other vacant police officer positions (in addition to the vacant police officer
position assigned to SORT mentioned above). Based on service priorities and staffing needs, staff has determined
that if the two remaining vacant officer positions are eliminated, the department would eliminate one of the
School Resource Officer positions (further explained in a separate SOPC) and another SORT position. These
actions are necessary to ensure the patrol function maintains existing staffing levels. Officers currently in special
assignments that are eliminated would be reassigned so that patrol positions are not eliminated. Should all three
vacant officer positions be eliminated, the SORT team as a whole would be eliminated since it is not feasible to
operate the team with only one investigator.
In addition to the officer vacancies, the department has a vacant Sergeant position. Sergeants provide direct
supervision of line-level employees. Based on service priorities and staffing needs, staff has determined that if
the vacant Sergeant position eliminated, the Department would eliminate the SORT Sergeant position. This will
result in the elimination of the SORT team since it is not feasible or safe to operate the team without a field
supervisor.
B2-202
PUBLIC SAFETY
REDUCTION OR ELIMINATION OF SITUATION ORIENTED RESPONSE TEAM(SORT)
The elimination of the SORT team will have a significant impact in that many of the duties outlined above will
either not be performed, will need to be performed by other employees, or the department will need to depend on
other agencies to provide these services. For example, when a trained surveillance team is needed on a major
investigation, staff will need to request assistance from either the Sheriff's Department or the Narcotic Task
Force, both of which will be operating with reduced budgets. Fewer investigators will be available to investigate
complex crimes and there will be a significant reduction in the investigation of narcotic and vice related crimes in
the City. The Police Department's ability to respond to crime .trends using specialized resources will be very
limited.
The elimination of a Sergeant position will have additional impacts beyond the loss of SORT. Administrative
duties conducted by the SORT Sergeant will need to be shifted to other employees causing an increase in
workloads which will potentially affect other programs. The department-will have one fewer supervisor to fill in
when other supervisors are absent due to illness or other leave which will likely result in an increase in overtime.
Goal and Policy Links
1. Fiscal sustainability of City.
2. Meeting Police Department reduction option target for 2011-13.
Service Categorization Criteria
The SORT positions are included in the Investigative.Services division and were assigned service prioritization
category 2(High—Health and Safety/Essential Services).
Program Work Completed
None
Environmental Review
No environmental review is required.
Program Constraints and Limitations
The redistribution of duties assigned to these positions will cause an increase or shift in workload for other
employees. Certain services performed would be eliminated.
Stakeholders
1. Other employees in the Police Department and other City departments.
2. Members of the community.
Implementation
Task Date
1. Eliminate vacant positions andpotentially the SORT program July 2011
B2-203
PUBLIC SAFETY
REDUCTION OR ELIMINATION OF SITUATION ORIENTED RESPONSE TEAM (SORT)
Key Program Assumptions
The elimination of these positions and potentially the SORT team (depending on how many positions are
eliminated) is based on the assumption that the Police Department will not eliminate positions from the patrol
division,traffic unit,or detective bureau in order to maintain existing staffmg of these core functions.
Alternatives
The police officer and sergeant positions could be eliminated from other programs in the department. Staff has
done an extensive analysis of the impacts of eliminating positions in each program area and has determined that
the recommended reduction options are the most feasible to mitigate the impacts on the public and other
employees, and are most consistent with Council goals.
Operating Program
Investigations(80300)
Cost Summary
Line Item Description Account No 2011-12 2012-13
Staflin -Vacant Sergeant 185 300 191,800
Salaries-Regular 100-80300-7010 114,100 117,500
Retirement Contributions 100-80300-7040 47,000 49,900
Health and Disability Insurance 100-80300-7042 15,300 . 15,300
Medicare 100-80300-7044 1,700 1,800
Unemployment Insurance 100-80300-7046 500 500
Holiday 100-80300-7016 5,700 5;800
Uniform 100-80300-7018 1,000 . 1,000
Staffing-Vacant Officer 146,700 147,800
Salaries-Regular 100-80300-7010 88,000 88,000
Retirement Contributions 100-80300-7040 36,300 37,400
Health and Disability Insurance 100-80300-7042 15,300 15,300
Medicare 100-80300-7044 1,400 1,400
Unemployment Insurance 100-80300-7046 300 300
Holiday 100-80300-7016 4,400 4,400
Uniform 100-80300-7018 1,000 1,000
Staffing-Vacant Officer 146,700 147,800
Salaries-Regular 100-80300-7010 88,000 88,000
Retirement Contributions 100-80300-7040 36,300 37,400
Health and Disability Insurance 100-80300-7042 15,300 15,300
Medicare 100-80300-7044 1,400 1,400
Unemployment Insurance 100-80300-7046 1300 300
Holiday 100-80300-7016 4,400 4,400
Uniform 100-80300-7018 1,000 1,000
Total Operating Costs 478,700 487,400
B2-204
5
PUBLIC SAFETY
ELIMINATION OF POLICE OFFICER POSITION (SRO/DARE)
Request Summary
Eliminating one vacant Police Officer position effective July 1, 2011, will save $146,700 in 2011-12 and
$147,800 in 2012-13 and will result in the elimination of DARE and SRO services to the elementary schools and
middle school.
Key Objectives
Reduce on-going projected budget gap by reducing staffing levels.
Existing Situation: Factors Driving the Need for Change
As part of the Citywide effort to close an ongoing budget gap and to address projected on-going budget gaps
beyond 2013, the Police Department is tasked with identifying $894,300 in reduction options from our operating
budget.
The Police Department funds two School Resource Officer (SRO) positions that are responsible for various
duties related to the K-12 schools in the City. The positions are filled by police officers who have been specially
selected for the assignments. One SRO primarily handles issues related to the high school, including security
planning, investigations involving students (on and off campus), early intervention meetings, curfew hearings,
resource and liaison with school staff, and response to calls for service at the school. This position is not being
suggested for elimination. The second SRO position provides these same duties at the middle school and all six
public elementary schools in the City, as well as delivering the DARE program to the elementary schools. If a
vacant police officer position is eliminated, the Police Department will no longer be able to staff the special
assignment position that provides DARE and SRO services to the elementary schools and middle school. The
officer currently in this assignment would not be laid off; rather they would be reassigned so that the patrol
function is maintained at existing staffing levels.
The elimination of this SRO/DARE position will require the Department to discontinue the DARE program,
which has been offered to sixth grade classes in the City for many years. Staff continually receives very positive
feedback about the program from parents, students, teachers, and principals. The program teaches important life
lessons about making safe and wise choices regarding drugs, gangs, bullying, and other challenges faced by our
youth. The SRO/DARE officer acts as an important resource for school staff at the elementary and middle
schools in dealing with students with behavioral problems or who have committed crimes. The officer responds
to assist with children who are out of control or who leave campus unattended and without permission, placing
them at risk.Overall, the presence of both SROs in the schools contributes to the safety of the schools,prevents
crimes and incidents or keeps them from escalating, and provides a very positive connection between the
students, school staff,and police.
The elimination of the position will increase the workload of the high school SRO, as well as patrol officers and
investigators who will need to respond to calls and conduct investigations currently handled by the SRO/DARE
officer.
Goal and Policy Links
1. Fiscal sustainability of City.
2. Meeting Police Department reduction option target for 2011-13.
B2-205
PUBLIC SAFETY
ELIMINATION OF POLICE OFFICER POSITION(SRO/DARE)
Service Categorization Criteria
The SRO positions are included in the Investigative Services division and were assigned service prioritization
category 4(Mid-Range).
Program Work Completed
None
Environmental Review
No environmental review is required.
Program Constraints and Limitations
The redistribution of duties assigned to this position will cause an increase or shift in workload for other
employees. Certain services performed would be eliminated entirely, such as the DARE program. Response to
certain calls for service related to the schools could be delayed.
Stakeholders
1. Other employees in the Police Department and other City departments.
2. Students receiving the DARE education program and their parents.
3. School staff,especially in the elementary and middle school.
Implementation
Task Date
1. Eliminate one vacant Police Officer position and discontinue DARE program and July 2011
portion of SRO program.
Key Program Assumptions
The elimination of this position is based on the assumption that the position will not be funded by the school
district. The district is not in a position at this time to commit funding for the position; however they are willing
to consider it depending on the feedback received from stakeholders regarding the potential loss of this position.
Alternatives
There is a possibility that the delivery of the DARE program could be offered by someone other than a full-time
police officer, however this concept is not consistent with the core tenants of the program and the Department
has not had an opportunity to explore this alternative.
Operating Program
Investigations(80300)
B2-206
,PUBLIC SAFETY
ELIMINATION OF POLICE OFFICER POSITION(SRO/DARE)
Cost Summary
Line Item Desc ' tion Account No. 2011-12 2012-13
Staf6n -Vacant Officer _. 146,700 147,800
Salaries-Regular 100-80300-7010 88,000 88,000
Retirement Contributions 100-80300-7040 36,300 37,400
Health and Disability Insurance 100-80300-7042 15,300 15,300
Medicare 100-80300-7044 1,400 1,400
Unemployment Insurance 100-80300-7046 300 300
Holiday 100-80300-7016 4,400 4,400
Uniform 100-80300-7018 1,000 1,000
Total Operating Costs 146,700 147,860
B2-207
PUBLIC SAFETY
ELIlVIINATION OF COMMUNICATIONS TECHNICIAN POSITION
Request Summary
Eliminating one vacant Police Communications Technician position effective July 1, 2011,will save $106,900 in
2011-12 and$107,200 in 2012-13 (regular staffing-vacant).
Key Objectives
Reduce on-going projected budget gap by reducing staffing levels.
Existing Situation: Factors Driving the Need for Change
As part of the Citywide effort to close an ongoing budget gap and to address projected on-going budget gaps
beyond 2013, the Police Department is tasked with identifying $894,300 in reduction options from our operating
budget. The Police Department currently has eleven authorized Communications Technician (dispatcher)
positions and two Communications Supervisor positions. These positions provide 24/7 staffing of the Public
Safety Communications Center. One of the existing Communications Technician positions is currently vacant.
This position was added in FY 2007-08; however it has been vacant for the past year in anticipation of potential
staffing reductions.
Elimination of this position will have several impacts both internally and to the public.Fewer dispatchers will be
on-duty on the weekend night shift which will result in callers reporting non-emergencies being placed on hold
for longer periods of time. For example, most reports of noise violations and alcohol offenses occur on weekend
nights. Callers reporting a noise complaint may be placed on hold while dispatchers are handling emergency and
higher priority calls. This may delay the dispatching of officers to non-emergency calls. The Communications
Supervisor assigned to the night shift will need to assist more often with answering phones and dispatching
police and fire units at peak times.This will result in less time for the supervisor to complete other duties,such as
required audits and training. Because fewer dispatchers will be working, the use of overtime will likely increase
to backfill for dispatchers who are absent due to illness or other leave.
Goal and Policy Links
1. Fiscal sustainability of City.
2. Meeting Police Department reduction option target for 2011-13.
Service Categorization Criteria
Communications Technician positions are included in Support Services and were assigned service prioritization
category 2 (High—Health and Safety/Essential Services).
Program Work Completed
None
Environmental Review
No environmental review is required.
Program Constraints and Limitations
B2-208
PUBLIC
ELIMINATION OF COMMUNICATIONS TECHNICIAN POSITION
The redistribution of duties assigned to this position will cause an increase in workload for other employees.
Impacts to the public include longer call hold and response times for non-emergency calls.
Stakeholders
Other employees in the Police Department and other City departments may be affected. Some members of the
public may be impacted by service reductions.
Implementation
Date
Fl.
- -
1. Eliminate vacant Communications Technician position July 2011
Key Program Assumptions
None
Alternatives
The position could potentially be reduced to a half-time position in order to help mitigate the impact. This option
would not realize as much savings for the City. The recruitment and training of a half-time Communications
Technician could present a challenge, especially the length of time to fully train a new employee who is only
working half-time.
Operating Program
Support Services(80400)
Cost Summary
Line Item Description Account No.1 2011-12 2012-13
Staffing-Vacant Comm Tech 106,900 107,200_
Salaries-Regular 100-80400-7010 69,300 69,300
Retirement Contributions 100-80400-7040 16,200 16,500
Health and Disability Insurance 100-80400-7042 15,500 15,500
Medicare 100-80400-7044 1,100 1,100
Unemployment Insurance 100-80400-7046 300 300
Holiday 100-80400-7016 3,500 3,500
Uniform 100-80400-7018 1,000 1,000
Total Operating Costs 106,900 107,200
B2-209
2011-13 Financial Plan Attachment
-BUDGET • •- •
PUBLIC WORKS DEPARTMENT
Operating Cost Reductions
Regular Annual Savings Service
Starriin 2011-12 2012-13 Category
Public Works Admin division Reduce Operating Materials&Supplies 400 400 3
Public Works Admin division Eliminate Data Processing 400 400 3
Building Maintenance division Eliminate Data Processing 400 400 3
Streets Maintenance division Eliminate Insecticides&Herbicides 200 200 2
Signal and Lights division Eliminate Cement&Concrete Mix 300 300 3
Streets Maintenance division Reduce Small Tools 1,000 1,000 2
Public Works Admin division Reduce Postage 1,000 1,000 3
Signal and Lights division Reduce Electrical Supplies 1,000 1,000 1
Public Works Admin division Eliminate Overtime 1,000 1,000 3
Signals and Lights division Reduce Operating Materials&Supplies 1,500 1,500 1
Streets Maintenance division Eliminate Data Processing 1,700 1,700 2
Fleet Maintenance division Reduce Special Equipment Installation 1,900 1,900 2
Streets Maintenance division Reduce Paint Supplies 2,000 2,000 2
Streets Maintenance division Reduce Signs 2,000 2,000 2
Streets Maintenance division Reduce Construction Equipment 2,000 2,000 2
Building Maintenance Eliminate Office Equipment 3,900 3,900 3
Streets Maintenance division Eliminate Sidewalk Repair Contracts 5,000 5,000 2
Building Maintenance division Reduce Gas Utility 5,300 5,300 3
Signal and Lights division Reduce Equipment Maintenance 5,000 5,000 1
Building Maintenance division Reduce Electrical Utility 15,000 15,000 3
Building Maintenance division Reduce HVAC Contract Services 15,700 15,900 3
Street Maintenance division Reduce Trash Services 20,000 20,000 2
Storm Water division Reduce Temporary Salaries for GIS Intern 0.18 4,600 4,600 1
Storm Water division Reduce Regular Salaries for GIS Specialist position 0.25 27,200 27,200 1
Development Review division Reduce Temporary Salaries 0.16 27,000 27,100 1
Public Works Admin division Eliminate Publications&Subscriptions 600 600 3
Streets Maintenance division Eliminate Professional Conferences 400 400 2
Public Works Admin division Reduce Education&Training 500 500 3
Public Works Admin division Reduce Association Dues 1,100 1,100 3
Streets Maintenance division Reduce Trips&Meetings 600 600 2
Signals and Lights division Reduce Education&Training 700 700 1
Building Maintenance division Reduce Trips&Meetings 800 800 3
Streets Maintenance division Reduce Education&Training 800 800 2
Public Works Admin division Reduce Printing&Reproduction 1,600 1,600 3
Signals and Lights division Reduce Equipment Replacement Parts 20,000 20,000 3
Tree Maintenance division Reduce Regular Salaries by Eliminating 1.0 FTE
PW Maintenance Supervisor position 1.00 59,600 59,900 3
Public Works Admin division Reduce Employee Recognition 2,500 2,500 3
Building Maintenance division Reduce Contract Services for Janitorial
Services (task reduction) 3,200 3,200 3
Building Maintenance division Reduce Contract Services for Janitorial
Services(Frequency Reduction @ City Hall) 6,300 6,500 3
Building Maintenance division Reduce Contract Services for Janitorial
Services(Frequency Reduction @ various locations) 11,400 11,600 3
Public Works division Reduce Office Supplies 1,700 1,700 3
Transportation Division Reduce Regular Salaries by.5 FTE(Principal
Transportation Planner transferred to Parking Enterprise Fund) 0.50 64,700 64,900 4
Development Review division Reduce Regular Salaries by.25 FTE Permit
Technician Position 0.25 18,300 18;300 1
B2-210
Attechme�t S
Regular AnnualSavings Service
Staniu 2011-12 2012-13 Category
Public Works Admin division Reduce Laundry&Linen Service Contracts for
Public Works General funded programs 19,300 19,300 3
Public Works Admin division Reduce Temporary Salaries 0.35 23,400 23,500 3
Parks Maintenance division Reduce City Water Services by 10% 52,700 57,500 3
Transportation Division Reduce Temporary Salaries 0.75 33,500 33,500 1
Parks Maintenance Reduce Temporary Salaries that provide the Downtown
Farmer's Market Portable Restrooms 0.38 12,300 12,700 3
Streets Maintenance division Eliminate Contract Services for Downtown
cleaning 29,000 29,600 2
Streets Maintenance division Reduce Regular staffing by.5 FTE Maintenance
Worker providing Downtown street cleaning 0.50 31,400 31,500 3
CIP Engineering division Reduce Regular Salaries by Eliminating 1.0 FTE
PW Engineering Inspector position 1 1.00 99,9001 104,600 1
Total Operating Cost Reductions 1 5.32 1 641,8001 653,700
B2-211
2011-13 Operating Cost Reduction Options
PUBLIC WORKS DEPARTMENT
Description Service Temp Regular 2011-12 Annual Savings Service
Impact Staffing Staffing Budget 2011-12 2012-13 SOPC Category
Public Works Department
1. PW Admin Temporary 600 400 400 3
division staff assistance
Reduce will not receive
Operating parking
Materials& validation from
Supplies Department.
budget. Computer
supplies and
Reduction in furniture will
non-staffing need to come
operating from surplus.
materials
budget by
$400 annually.
Effective July
1, 2011.
2. PW Admin This reduction 400 400 400 3
division will have no
Eliminate impact to
Data services
Processing provided as
budget. FoxPro
programming
Eliminate Data services have
Processing been eliminated
funds of$400 due to
annually. implementation
of EnerGov.
Effective.July
1, 2011.
3. Building There will be 400 400 400 3
Maintenance no service
Division impacts
Eliminate associated with
Data this reduction.
Processing The City is
budget. currently in the
process of
Eliminate Data FoxPro
Processing database
funding of conversion
$400 annually. project with
EnerGov.
Effective July
1, 2011.
4. Streets No service 200 200 200 2
B2-212
2011-13 Operating Cost Reduction Options
PUBLIC WORKS DEPARTMENT Attachment
Description Service Temp Regular 2011-12 Annual Savings Service
Impact Staffing Staffing Budget 2011-12 2012-13 SOPC Category
Maintenance impact is
Division anticipated as
Eliminate this work is
Insecticides& rarely done,
Herbicides and if materials
budget. are needed,
these minor
Eliminate costs will be
insecticide and paid from the
herbicide operating
budget of materials
$200 annually. account.
Effective July
1, 2011.
5. Signals and No service 300 300 300 3
Lights impact is
Division anticipated.
Eliminate
Cement and Work is
Concrete Mix minimal and
Budget. typically
performed by
Eliminate Street
cement and Maintenance
concrete program with
budget of materials
$300 annually. funded through
that program.
Effective July
1, 2011.
6. Streets No service 7,000 1,000 1,000 2
Maintenance impact is
Division anticipated.
Reduce Small
Tools Budget. Better
maintenance
Reduce small practices and
tools budget an increased
by$1,000 awareness of
annually. budgetary
limitations
Effective July have had a
1, 2011. positive affect
on this line
item. A 15%
reduction is
achievable
B2-213
Attachment
2011-13 Operating Cost Reduction Options
5
PUBLIC WORKS DEPARTMENT
Description Service Temp Regular 2011-12 Annual Savings service
Impact Staffing Staffing Budget 2011-12 2012-13 SOPC Category
based on the
analysis
showing
reduced
expenditures in
this account.
Savings are
based on an
evaluation of
account
expenditures
during the last
year.
7. PW Admin This will 1,900 1,000 1,000 3
Division impact how
Reduce Engineering
Postage plans and
budget. specifications
are shipped and
Reduce provided to
postage funds City project
by$1,000 plan holders
annually. and bidders.
Shipping will
Effective July be charged to
1, 2011. specific
projects or
programs, or
requestor will
pay for
shipment. Plans
and
specifications
will continue to
be provided in
PDF format.
S. Signals and This is a 5,200 1,000 1,000 1
Lights demand driven
Division account which
Reduce may be
Electrical overspent if
Supplies signal
Budget. malfunctions
exceed the
Reduce budget or
electrical signals would
supplies be in red flash
B2-214
2011-13 Operating Cost Reduction Options Attachment �7
PUBLIC WORKS DEPARTMENT
Description Service Temp Regular 2011-12 Annual Savings Service
Impact Staffing Staffing Budget 2011-12 2012-13 SOPC Category
budget by for extended
$1,000 periods of time.
annually.
Savings are
based on an
Effective July evaluation of
1, 2011. account
expenditures,
showing a
surplus of this
amount in this
account for the
last 4 years.
9.PW Admin This reduction 1,000 1,000 1,000 3
Division will have little
Eliminate impact as PW
Overtime Admin staff
Budget. which accrues
little, if any,
Eliminate overtime.
overtime There may be
budget in the exceptions if
PW Admin PW
program. Administration
staff members
worked during
non-scheduled
hours to assist
with City
emergencies.
10. Signals Part of this 5,200 1,500 1,500 1
and Lights account is used
Division for traffic
Reduce delineation
Operating such as cones,
Materials & barricades,
Supplies flashing lights
Budget. etc. Since the
street division
Reduce has reserves of
operating this type of
materials and equipment, it is
supplies not necessary
budget by that it be
$1,500 budgeted for in
annually. this account.
Effective Jul
B2-215
2011-13 Operating Cost Reduction Options
PUBLIC WORKS DEPARTMENT
Description Service Temp Regular 2011-12 Annual Savings Service
Impact Staffing Staffing Budget 2011-12 2012-13 SOPC ca1cgo
1, 2011.
11. Streets There is no 4,300 1,700 1,700 2
Maintenance negative
Division service impact
Reduce Data anticipated as
Processing support for
Services FoxPro
Budget. applications is
no longer
Reduce Data available and
Processing the program is
Services by scheduled for
$1,700 replacement
annually. through the
City's
Reduce data conversion to
processing EnerGov.
services to
eliminate Costs include
funds used to those funds set
provide aside for
support for the FoxPro
Fox Pro program
program. support.
Effective July
1, 2011.
12. Fleet The contract 2,900 1,900 1,900 2
Maintenance services costs
Division associated with
Reduce outsourcing the
Special installation of
Equipment public safety
Installation radios, mobile-
Budget. data computers
and after
Reduction in market Code-3
outsourced equipment will
costs be budgeted for
associated as part of the
with the '`accessories"
installation of costs when
emergency developing CIP
equipment; Fleet
radios, Replacement&
computers and Addition
other Code-3 requests for the
equipment. Police
B2-216
2011-13 Operating Cost Reduction Options, Attachmsn�
PUBLIC WORKS DEPARTMENT
Description Service Temp Regular 2011-12 Annual Savings Service
Impact Staffing Staffing Budget 2011-12 2012-13 SOPC category
Department.
Effective July
1, 2011. This reduction
will not result
in a negative
service impact,
or affect
response times
for public
safety. There
is no negative
impact
associated to
the General
Fund with
implementation
of this cost
reduction.
13. Streets No service 14,100 2,000 2,000 2
Maintenance impact is
Division anticipated.
Reduce Paint
Supplies Thermoplastic
budget. striping has
reduced paint
Reduce paint supply needs
supplies through
budget by extended
$2,000 striping life.
annually.
Savings are
Effective July based on an
1, 2011 evaluation of
recent account
expenditures.
14. Streets 24,200 2,000 2,000 2
Maintenance No service
Division impact is
Reduce Signs anticipated
Budget. based on past
experience.
Reduce signs
budget by The likelihood
$2,000 of sign failure
annually will also
decrease with
Effective July the
1. 2011. implementation
B2-217
i
2011-13 Operating Cost Reduction Options AtWhMnt
PUBLIC WORKS DEPARTMENT
Description Service Temp Regular 2011-12 Annual Savings Service
Impact Staffing Staffinggadget 2011-12 2012-13 SOPC Category
of sign
replacements
through the
Capital
Improvement
Plan to meet
new Federal
reflectivity
guidelines.
Savings are
based on
evaluation of
account
expenditures,
showing a
surplus of this
amount in this
account for the
last 4 years.
15.Streets No service 4,000 2,000 2,000 2
Maintenance impact is
Division anticipated as
Reduce the new asphalt
Construction grinder
Equipment attachment
budget. allows edge
grinding to be
Reduce completed with
funding for City
construction equipment,
rental eliminating the
equipment by need to rent
$2,000 this equipment.
annually.
Costs include
funds set aside
for pavement
edge grinding
equipment
Effective July
1, 2011.
16.Building Reduction of 4,600 3,900 3,900 3
Maintenance this funding
Division would mean
Reduce Office the removal of
B2-218
2011-13 Operating Cost Reduction Options
PUBLIC WORKS DEPARTMENT
Description Service Temp Regular 2011-12 Annual Savings Service
Impact Staffing Staffing Budget 2011-12 2012-13 SOPC Category
Equipment all filtered
Budget. drinking water
systems at the
Reduce office following
equipment locations: City
funds of Hall, Public
$3,900 Works/Comm
annually. Dev, Corp
Yard, Parking
Effective July Services, Fire
1, 2011. Stations
1,2,3,4.
Eliminating all
drinking water
filtration
systems will
result in all
facility tenants
using tap water.
Requests for
water filtering
funded by
tenants will be
facilitated by
Building
Maintenance.
17. Streets Tiles in the 5,000 5,000 5,000 2
Maintenance Downtown
Division Mission Style
Eliminate concrete
Sidewalk sidewalk will
Repair not be replaced.
Contracts Missing tiles
Budget. will be filled in
w/cold patch
Eliminate temporarily
Sidewalk until streets
Repair crew could
Contract by replace the
$5,000 missing tiles.
annually.
Tile
Effective July replacement
1, 2011. work would
reduce
sidewalk
B2-219
V
2011-13 Operating Cost Reduction Options Attachment
PUBLIC WORKS DEPARTMENT
Description Service Temp Regular 2011-12 Annual Savings Service
Impact Staffing Staffing Budget 2011-12 2012-13 SOPC category
replacement
projects
completed by
the concrete
crew.
18. Building The immediate 23,600 5,300 5,300 3
Maintenance impact will be
Division negligible to
Reduce Gas none due to
Utility staffs diligent
Services pursuit of
Budget. energy savings.
Reduce gas This line item
utility services is seeing
by$5,300 savings due to
annually. energy
reduction
Effective July projects and
1. 2011. some
equipment
replacement
over the past
years. Further
savings could
be realized by
using the EMS
to set heating
points to 68-
degrees
maximum.
19. Signals No service 30,000 5,000 5,000 1
and Lights impact is
Division anticipated.
Reduce
Equipment This account is
Maintenance for occasional
Budget. knockdown of
signal and
Reduce lighting poles
equipment or cabinets.
maintenance
budget by The City has
$5,000 been more
annually. aggressive in
recouping this
Effective July money so that
1. 2011. net costs have
B2-220
i
2011-13 Operating Cost Reduction Options Attachm ant
PUBLIC WORKS DEPARTMENT
Description Service Temp Regular 2011-12 Annual Savings Service
Staffing Staffin SOPC Category
Impact g g Budget 2011-12 2012-13
been reduced
and this budget
has shown a
surplus in
recent years.
Savings based
on an
evaluation of
account
activity.
20. Building The immediate 202,700 15,000 15,000 3
Maintenance impact will be
Division negligible to
Reduce none due to
Electric staffs diligent
utility pursuit of
Services energy savings.
Budget.
Staff
Reduce anticipates
electrical savings due to
utility services energy
by$15,000 reduction
annually. projects for
lighting and
Effective July HVAC. Further
1, 2011. savings could
be realized by
using the EMS
to set cooling
points at 76-
degrees
minimum.
21. Building Shifting 222,900 15,700 15,900 3
Maintenance contract HVAC
Division work to staff
Reduce will increase
Contract the backlog of
Services work requests
Budget for for Building
HVAC. Maintenance.
Reduce Elimination of
HVAC the contract
contract will require in-
services by house staff to
$15,700 in complete this
B2-221
l
2011-13 Operating Cost Reduction Options
Attachment
PUBLIC WORKS DEPARTMENT -
Description Service Temp Regular 2011-12 Annual Savings service
Impact Staffing Staffing Budget 2011-12 2012-13 SOPC category
2011-12 and work 3-times a
$15,900 in year. This will
2012-13 reduce the
Building
Effective July Division's
1, 2011. ability to assist
with non-repair
tasks such as
meeting set-up,
delay regular
maintenance
efforts on
facilities, and
further extend
current
response time
to citizen and
staff requested
repairs.
Minimal
funding will
remain to
purchase
HVAC
replacement
filters.
22.Streets No negative 64,700 20,000 20,000 2
Maintenance service impacts
Division are anticipated.
Reduce Trash
Services Recent efforts
Budget. of the street
division in
Reduce aggressive
contract spoils
services for separation,
trash recycling, and
collection by negotiating
$20,000 costs for
annually. disposal of
used aggregate,
Costs are have resulted in
based on lower costs in
savings trend this area.
analysis over
the last 3 years
in the trash
B2-222
2011-13 Operating Cost Reduction Options Aldelchment 5
PUBLIC_WORKS DEPARTMENT
Description Service Temp Regular 2011-12 Annual Savings Service
Impact Staffing Staging Budget 2011-12 2012-13 SOPC category
account.
Effective July
1, 2011.
23.Creek and GIS will be 0.18 19,900 4,600 4,600 X 1
Flood Control unable to
Division supportany
(Stormwater) significant field
Reduce data collection
Temporary for the storm
Salaries for water program.
GIS Intern. This will delay
inclusion of
Elimination of private
Temporary property
GIS Intern devices into the
staff. mapping and
impair the
Temporary City's ability to
staff position meet regulatory
is vacant. requirements.
Effective July
1, 2011.
24:Creek and Minimal 0.25 421,000 27,100 27,200 X I
Flood Control immediate
(Stormwater) impact due to
Reduce employee
Regular reassignment.
Salaries for Future outreach
GIS projects for the
Specialist. Storm water
Management
Eliminate 0.25 Plan will lack
Regular GIS support and
Specialist❑ may not be
Salary& deliverable
Benefits. with remaining
staffing,
Regular staff affecting the
position will City's ability to
be affected. comply with
Position is State General
currently Permit
filled. requirements.
Effective Jul
B2-223
2011-13 Operating Cost Reduction Options ✓� ��� ���
PUBLIC WORKS DEPARTMENT
Description Service Temp Regular 2011-12 Annual Savings Service
Impact Stating Staffing Budget 2011-12 2012-13 SOPC Category
1, 2011.
25. Reducing .16 .16 51,300 27,000 27,100 X 1
Development FTE in temp
Review staffing
Division positions will
Reduce impact plan
Temporary review and the
Salaries. processing of
subdivision
Reduce maps.
Temporary
Staffing by .16 Reduction
FTE would mean
delays of 2-3
Two weeks longer
temporary for plan check
staff positions review,
will be subdivision
affected. map review&
Positions are comments.
currently
filled. Additional
contract costs
Effective July may be
1, 2011. incurred if the
County
Surveyor is
needed to sign
maps.
26.PW This will 600 600 600 3
Admin impact how
Division staff receives
Eliminate Public Works
Publications industry
& updates and
Subscriptions information.
Budget. Staff will
receive only
Elimination of publications
Publications and
and subscriptions
subscription supplied to
funding of Department at
$600 annually. no cost or will
view
Effective July publications
B2-224
2011-13 Operating Cost Reduction Options
Attachment 5
PUBLIC WORKS DEPARTMENT
Description Service Temp Regular 2011-12 Annual Savings Service
Impact Staffing Staffing Budget 2011-12 2012-13 SOPC Category
1, 2011. and
subscriptions
online at no
cost.
27.Streets The ability to 400 400 400 2
Maintenance attend training
Division conferences or
Eliminate seminars would
Professional be reduced.
Conferences Staff may not
Budget. be exposed to
as many new
Eliminate techniques and
professional technologies
conferences that could
budget by improve in-
$200 annually. house skills
and
Effective July capabilities.
1. 2011
Staff will
utilize modern
training outlets
available
through
webcasts&
video
conferencing.
Take advantage
of local
training events.
Numerous
periodicals are
also available
to assist in
bringing new
information to
staff.
28. PW This reduction 1,500 500 500 3
Admin may impact
Division staff's ability to
Reduce attend training,
Education & be kept up-to-
Training date with
Budget. computer
software
Reduce applications,
Education& advancements
B2-225
2011-13 Operating Cost Reduction Options ���������
PUBLIC WORKS DEPARTMENT
Description Service Temp Regular 2011-12 Annual Savings Service
Impact Staffing Staffing Budget 2011-12 2012-13 SOPC Category
Training in the Public
Budget in the Works industry
PW Admin or may limit
Program by opportunities
$500 annually. for
departmental
Effective July improvements.
1, 2011.
29.PW This reduction 2,400 1,100 1,100 3
Admin may impact
Division staffs ability to
Reduce maintain
Association annual training
Dues Budget. and notary
certification.
Reduce
Association Documents
fees and requiring
membership notary
dues by signature will
$1,100 be obtained by
annually other
Department
Effective July City staff, such
1, 2011. as Clerks office
or City
Attorney. May
provide a delay
in notary
authorization
by one week.
30. Streets The ability to 1,200 600 600 2
Maintenance attend training
Division conferences or
Reduce Trips seminars would
and Meetings be reduced.
Budget. Staff will not
be exposed to
Reduce trips as many new
and meetings techniques and
by$600 technologies
annually that could
improve in-
Effective July house skills
1, 2011. and
capabilities.
Staff will
B2-226
2011-13 Operating Cost Reduction Options
PUBLIC WORKS DEPARTMENT
Description Service Temp Regular 2011-12 Annual Savings Service
Impact Staffing Staffing Budget 2011-12 2012-13 SOPC Category
utilize modem
training outlets
available
through
webcasts &
video
conferencing,
as well as take
advantage of
local training
events.
Periodicals will
be obtained on-
line.
31.Signals The ability to 1,400 700 700 3
and Lights attend training
Division conferences or
Reduce seminars would
Education & be reduced.
Training Staff may not
Budget. be exposed to
as many new
Reduce techniques and
education and technologies
training that could
budget by improve in-
$700 annually. house skills
and
capabilities.
Effective July
1, ?011. Staff will
utilize modem
training outlets
available
through
webcasts and
video
conferencing,
as well as take
advantage of
local training
events.
Numerous
periodicals are
also available
to assist in
bringing new
information to
B2-227
2011-13 Operating Cost Reduction Options
PUBLIC WORKS DEPARTMENT
Description Service Temp Regular 2011-12 Annual Savings Service
Impact Staffing Staffing Budget 2011-12 2012-13 SOPC Category
staff.
32. Building Reducing 1,600 800 800 3
Maintenance training
Division funding will
Reduce Trips result in
& Meetings reduced
Budget. division
supported
Reduce training,
training funds seminars,
by $800 meetings,
annually. certifications,
technical or
Effective July succession
1, 2011. related courses.
Building
Maintenance
staff will be
responsible for
seeking less
costly training
opportunities
and supporting
the cost for
renewal of
certifications.
33. Streets The ability to 1,600 800 800 2
Maintenance attend training
Division conferences or
Reduce seminars would
Education & be reduced.
Training Staff may not
Budget. be exposed to
as many new
Reduce techniques and
education and technologies
training that could
budget by improve in-
$800 annually house skills&
capabilities.
Effective July
1, 2011. Staff will
utilize modern
training outlets
available
through
webcasts and
B2-228
2011-13 Operating Cost Reduction Options
PUBLIC WORKS DEPARTMENT
Description Service Temp Regular 2011-12 Annual Savings Service
Impact Staffing Staffing Budget 2011-12 2012-13 SOPC Category
video
conferencing,
as well as take
advantage of
local training
events.
Numerous
periodicals are
also available
to assist in
bringing new
information to
staff.
34. PW This will result 3,300 1,600 1,600 3
Admin in decrease of
Division printing
Reduce departmental
Printing& public
Reproduction relations,
budget. promotional
and employee
Reduce recognition
printing funds materials,
by$1,600 letterhead and
annually envelopes;thus
impacting the
Effective July Department's
1, 2011 ability to"tell
our story".
35.Signals Service impacts 48,900 20,000 20,000 1
and Lights are unknown as
Division they are a
Reduce function of
Equipment system failure.
Replacement
Parts Budget. If there are
large scale
Reduce system
equipment malfunctions or
replacement equipment
parts budget failures,the
by$20,000 account would
annually be overspent
and have to be
Effective July balanced
1, 201.1 . through other
program
accounts in the
B2-229
2011-13 Operating Cost Reduction Options
PUBLIC WORKS DEPARTMENT
Description Service Temp Regular 2011-12 Annual Savings Service
Impact Staffing Staffing Budget 2011-12 2012-13 SOPC Category
department or
other year end
savings. The
City has
completed
several signal
upgradesin
recent years to
replace aging
equipment,
decreasing the
likelihood of
widespread
failure..
As part of the
relinquishment
of Highway
227 to the City
in late 2010,
this line item
received an
augmentation
of$18,000,
funding
formerly paid
to Caltrans to
support
maintenance.
This
augmentation
raised the
budget to$740
per
intersection.
Prior to that
augmentation
and addition of
signalized
intersections,
City funding
level was$520
per
intersection.
36.Trees This position 1.0 254,500 59,600 59,900 X 3
Maintenance reduction
Division would directly
B2-230
2011-13 Operating Cost Reduction Options
PUBLIC WORKS DEPARTMENT
Description Service Temp Regular 2011-12 Annual Savings Service
Impact Staffing Staffing Bud et SOPC Category
2011
P g -12 2012-13
Reduce affect Parks
Regular Maintenance
Salaries by program. Parks
Eliminating related work
1.0 FTE PW would shift to
Maintenance the Parks staff
Supervisor with a budget
staff position. augmentation
to cover the
Elimination of added
Public Works workload.
Maintenance Street contract
Supervisor work would
staff position transfer to the
in the Trees Street
Maintenance Maintenance
Program. program with
no budget
Regular augmentation.
staffing is
affected and Tree Maint
the position is program would
currently be augmented
filled. as needed to
compensate for
Effective July increased
1, 2011. responsibility
for crew
supervision by
the City
Arborist&to
support
additional
contract
trimming to
account for
crew
assumption of
some arborist
duties. This
option requires
the P&R
Depart to assist
in Special
Event user
services.
Reductions in
that P&R
B2-231
2011-13 Operating Cost Reduction Options AttachM lant..5--
PUBLIC WORKS DEPARTMENT
Description Service Temp Regular 2011-12 Annual Savings Service
Impact Staffing Staffing Budget 2011-12 2012-13 SOPC Category
Depart could
affect the
viability of this
recommendatio
n as it relates to
user assistance.
Contract
services $
would support
tree trimming.
Reduced staff
support will be
available for
Tree
Committee
initiatives and
illegal removal
follow-up.
37.PW This will 4,700 2,500 2,500 3
Admin reduce the
Division number of
Reduce departmental
Employee Tri-Annual
Recognition meetings; the
Budget. ability to
recognize staff
Reduce funds members
by$2,500 annually for
annually. amount of
years served
Effective July and may
1, 2011. impact
employee
morale.
38. Building Services that 222,900 3,200 3,200 3
Maintenance will be no
Division longer funded
Reduce include:
Contract dusting,
Services complete
Budget for window
Janitorial washing,
Tasks. resilient floor
stripping,
Reduce carpet bonnet
B2-232
� ��tl���tl�tlGL1�"lO Olby
2011-13 Operating Cost Reduction Options
PUBLIC WORKS DEPARTMENT
Description Service Temp Regular 2011-12 Annual Savings Serflee
Impact Staffing Staffing Budget 2011-12 2012-13 SOPC Category
Janitorial cleaning,and
contract folding tables
periodically and stacking
requested chair cleaning.
tasks by
$3,200 in Funding will
2011-12 and remain to
2012-11 complete
periodically
Effective July requested tasks
1, 2011. including:
exterior
window
washing, carpet
extraction.
shower
scrubbing, and
resilient floor
refinishing.
Locations
include: Fire
Station#l,City
Hall, Wellness
areas at old
library, 879
Morro, 919
Palm, Parks
and Rec
offices,Corp
Yard,
City/County
Library,
Ludwick
Community
Center, Senior
Center,
Meadow Park,
Jack House
service
building.
Requests for
service of this
nature, funded
by tenants, will
be facilitated
by Building
B2-233
2011-13 Operating Cost Reduction Options
PUBLIC WORKS DEPARTMENT
Description Service Temp Regular 2011-12 Annual Savings Service
Impact Staffing Staffing Budget 2011-12 2012-13 sops Category
Maintenance.
39. Building Reduction of 222,900 6,300 6,500 3
Maintenance service days
Division will result in
Reduce one day per
Contract week not
Services for having
periodic janitorial
Janitorial service. This
Cleaning at will lower the
City Hall. level of
cleanliness
Reduce until the next
janitorial service by
service contract
frequency at janitorial.
City Hall and
Wellness
Room to 4-
days per week.
Effective July
1, 2011
40. Building Reduction of 222,900 11,400 11,600 3
Maintenance service days
Division will result in
Reduce two days per
Contract week not
Services for having
periodic janitorial
Janitorial service. This
Cleaning at will lower the
various level of
locations. cleanliness
until the next
Reduce service by
janitorial contract
service janitorial.
frequency at
Corporation
Yard, Parks
and Recreation
office, Public
Works/Comm
unity
Development
office,and
Utilities
B2-234
i
2011-13 Operating Cost Reduction Options ' Aftachmant
PUBLIC WORKS DEPARTMENT
Description Service Temp Regular 2011-12 Annual Savings Service
Impact Staffing Staffing Budget , 2011-12 2012-13 SOPC Category
Admin office
to 3-days per
week.
Effective July
1, 2011.
41. PW Reduction of 5,900 1,700 1,700 3
Admin Department
Division office supply
Reduce Office funding by
Supplies. $1,700
annually will
Reduce Office provide
Supplies minimal
budget by service
$1,700 impacts. Staff
annually. will re-use and
recycle office
Effective July materials and
1, 2011. supplies
whenever
possible.
Staff will do
more work
electronically.
42. The Principal .5 257;200 64,700 64,900 X 2
Transportation Transp. Planner
Division staff position
Reduce has already
Regular been assisting
Salaries by the Parking
transferring Services
.5 FTE Manager by
Principal overseeing the
Transportation Palm Nipomo
Planner staff parking
position to structure
the Parking project,
Enterprise collaborating
Fund. on revenue
enhancement
Reduce .5 FTE strategies&
Principal participating in
Transportation parking
Planner management
position. and demand
reduction
B2-235
Attachm ant 5
2011-13 Operating Cost Reduction Options
PUBLIC WORKS DEPARTMENT
Description Service Temp Regular 2011-12 Annual Savings Service
Impact Staffing Staffing Budget 2011-12 2012-13 SOPC Category
Regular staff efforts.
position will
be affected. With the
Position is reduction of an
currently .50 FTE
filled. Principal
Transp. Planner
Effective July staff position
1, 2011. from the
Transp.
division, and
subsequent
transfer over to
the Parking
Services
division;the
long-term
staffing
commitment of
the Transp.
Planner will be
assured for
Parking
Services.
43. This .25 FTE .25 246,700 18,300 18,300 X 1
Development reduction in
Review regular staffing
Division may impact the
Reduce.25 Development
FTE Regular Review
Salaries— division's
Permit ability to
Technician provide
position. adequate
response times
Reduce .25 to customer
FTE Permit requests for
Technician such things as
position development
project review,
Position is approval,
currently permit
back-filled issuance,
with Contract encroachment
staff permits, record
keeping and
Effective July front counter
B2-236
2011-13 Operating Cost Reduction Options
PUBLIC WORKS DEPARTMENT
Description Service Temp Regular 2011-12 Annual Savings Service
Impact Staffing Staffing Budget 2011-12 2012-13 SOPC Category
1, 2011. assistance at
919 Palm
Street, staff
support to the
Architectural
Review
Committee and
the
maintenance of
the
Development
Review
division's web
page.
44.PW This reduction 28,700 19;300 19_.300 X 3
Admin will result in
Division the loss of
Reduce current
Laundry& uniforms
Linen Service provided and
Contracts for laundered for
PW General field staff.
Fund Staff. Residual
funding of
Reduce $2,400 will be
uniform used to
contract by for purchase shirts
Public Works and pants.
General Fund Field staff will
staff by be responsible
$19,300 for laundering.
annually
This may
Effective July impact how
1, 2011. citizens view
City field
2011-13 workers,
Laundry Iiteral ly&
Contracts figuratively.
(7259) Public Works
(19,300) staff would be
attired
2011-12 noticeably
Uniform& different than
Walk-Off Mat Utilities staff.
Contract
($52,700) Floor rugs
B2-237
2011-13 Operating Cost--Reduction Options :,Attach ru dent
PUBLIC WORKS DEPARTMENT
Description Service Temp Regular 2011-12 Annual Savings service
Impact Staffing Staffing Budget 2011-12 2012-13 SOPC Category
PW$20,500 would be
(uniforms& replaced every
towels) two months. %i
PW$1,400
(mats) Qty of cleaning
Police$100 towels will be
(towels) supplied&
Fire$6,900 cleaned every-
(towels&mats) other week.
Water$7,800
(uniforms) A survey of 12
Sewer$12,300 other cities
(uniforms) showed that
Parking$3,700 only three
(uniforms) provide laundry
Golf$200 uniform
(uniforms)
Whale Rock services.
$900(uniforms)
Contract$
would be
housed w/
depart(s)
continuing to
utilize
contractor's
services.
Utilities, Fire&
Police Depart
would become
responsible for
managing own
program
laundry& linen
services.
45. PW This reduction .35 48,300 23,400 23,500 X 3
Admin of temporary
Division staff has a
Reduce significant
Temporary impact on the
Starting quantity&
Budget. quality of
Reduce hours admin support
of temporary provided to PW
staffing for the staff(919
PW Admin Palm. &Corp
Division(919 Yard)&
Palm St&25 Utilities field
Prado Rd Corp staff.
Yard).
B2-238
2011-13 Operating Cost Reduction Options
PUBLIC WORKS DEPARTMENT
Description Service Temp Regular 2011-12 Annual Savings Service
Impact Staffing Staffing Budget 2011-12 2012-13 SOPC Category
Service
Temporary reductions
staff position would mean
will be inability to
affected. update(DBE)
Position is info &desk
currently guides&
filled. manuals, delay
of 1-2 weeks
Effective July response to
1, 2011. compliance
issues. Purging
of project files
will not be
done(may
result in
regulatory non-
compliance).
Project
Insurance
tracking will be
delayed
quarterly.
The Supv
Admin Assist
would
relinquish PIO
duties to
provide admin
support where
feasible.
46.Parks & Staff would 495,000 52,700 57,500 3
Landscape move certain
Maintenance landscape and
Division park areas to
Reduce City more
Water sustainable
Services drought-
Budget. tolerant
landscaping or
Reduce water wood mulch.
usage in parks Weed control
& landscaped would be done
areas by.10% periodically to
annually. manage
undesirable
B2-239
2011-13 Operating Cost Reduction Options
PUBLIC WORKS DEPARTMENT
Description Service Temp Regular 2011-12 Annual Savings Service
Impact Staffing Staffing Budget 2011-12 2012-13 SOPC ca1egoq
Savings are growth.
based upon an
analysis of Reductions in
existing water this area will
usage. position the
City fora more
Effective July sustainable
1, ?011. future as it
relates to water
consumption,
and allow the
City to be good
stewards of this
limited
resource.
There would be
a reduction in
open grass
areas in parks.
47. This temporary .75 73,000 33,500 33,500 X I
Transportation staffing
Division reduction of.75
Reduce may impact
Temporary essential
Salaries. services
identified in the
Reduce Transportation
Temporary program by
staffing by .75 limiting staffs
FTE for ability to
Traffic Interns provide
adequate
Temporary response times
staff position to customer
will be requests for
affected. various traffic
Position is projects.
currently
vacant. Delivery and
implementation
Effective July of traffic
1, ?011 projects such as
the Traffic
Safety Report,
Traffic
Operations and.
Neighborhood
B2-240
2011-13 Operating Cost Reduction Optionst � int
PUBLIC WORKS DEPARTMENT
Description Service Temp Regular 2011-12 Annual Savings serviee
Impact Staffing Staffing Budget 2011-12 2012-13 SOPC Category
Traffic
Management
(NTM)
programs will
be delayed by
2-3 months.
In addition, if
the SOPC
restoring the
Engineer staff
position is not
restored to this
division,the
Traffic Safety
Reports and
programs will
be suspended
for minimum
of two years as
a significant
impact of
insufficient
staffing levels.
48.Parts & Eliminate 0.38 118,300 12,300 12,700 X 3
Landscape weekly
Maintenance restroom
Division services for
Reduce "Farmer's
Temporary Market" and
Salaries other special
providing events to
Downtown reduce part-
Farmer's time temporary
Market staffing costs,
Portable maintenance
Restrooms. and
replacement
Reduce costs.
Temporary
salaries by Portable
eliminating the restroom
portable service for
restroom Farmer's
services. Market, Fire&
Police, &
A temporary Triathlon
B2-241
2011-13 Operating Cost Reduction Options
Attachnneat 5
PUBLIC WORKS DEPARTMENT
Description Service Temp Regular 2011-12 Annual Savings Service
Impact Staffing Staffing Budget 2011-12 2012-13 Sopc Category
staffing events would
position is no longer be
affected. available.
Position is Restrooms
currently could be sold
filled. or donated to
others to
Possible off- eliminate future
setting maintenance/re
Revenue for placement
Downtown costs. Citizen
Services complaints will
provided by increase during
DA peak-use
months. Staff
Effective July member would
1, 2011. lose his part
time job. Use
of merchant
restroom
facilities would
increase
possibly
generating
complaints
from the
public,
business
owners and
downtown
association.
Costs include
only temporary
staffing costs.
Actual savings
will ultimately
be higher as
repair and
replacement are
needed.
49. Streets Routine 29,000 29,000 29,600 2
Maintenance sidewalk&
Division trash enclosure
Reduce cleaning, &
Contract weekly
Services for barbeque site
Downtown cleaning,
B2-242
2011-13 Operating Cost Reduction Options
PUBLIC WORKS DEPARTMENT
Description Service Temp Regular 2011-12 Annual Savings Service
Impact Staffing Staffing Budget 2011-12 2012-13 SOPC Category
Cleaning. would be
eliminated.
Eliminate
Downtown Occasional
cleaning cleaning of
contract trash
service by receptacles can
$29,000 in be completed
2011-12 and by maintenance
$29,600 in worker
2012-13 assigned to
downtown, but
Eliminate would not
sidewalk, provide the
barbeque site, same service-
and trash level of
container cleaning
cleaning provided by
downtown to power washing
reduce contract.
contract
services costs. Potential of
impact on the
Costs include Council's
the current Economic
contract Development
services goal & storm
budget amount water quality if
the cleaning
Possible off- efforts was not
setting completed
Revenue for maintained by
Downtown businesses.
Services
provided by The contract
DA. could be
assumed by the
Effective July Downtown
1, 2011 . Association,or,
individual
owners and
Farmer's
Market vendors
could perform
cleaning
instead of a
contractor.
50. Streets The sole .5 554,600 31,400 31,500 1 X 3
B2-243
2011-13 Operating Cost Reduction Options
PUBLIC WORKS DEPARTMENT
Description Service Temp Regular 2011-12 Annual Savings Service
p Impact Staffing Staffing Budget 2011-12 2012-13 SOPC Cutegury
Maintenance purpose of the
Division .5 FTE Maint
Reduce Worker is to
Regular provide daily
Salaries by cleanup of the
reducing.5 downtown.
FTE The Maint
Maintenance Worker
Worker completed a
providing daily 6-mile
Downtown walk to pick up
Street trash in the
Cleaning. Downtown.
Trash
Eliminate .5 collection alone
FTE Streets consumes
Maintenance about 4 hours
Worker I each day. As
position for time permits,
Downtown the worker
Street removes
Cleaning. graffiti and
stickers from
Possible off- City fixtures
setting such as signs,
Revenue for trash cans,
Downtown signal equip
Services and benches.
provided by posters,cleans
DA. spilled trash
cans &news
Regular staff racks, removes
position will trash from the
be affected. recycling
Position is receptacles.
currently Performs weed
filled. removal from
tree wells,
Effective July cleans up
1, 2011. animal waste
left on the
sidewalk/tree
wells and
makes minor
repairs to the
trash can
holders.
B2-244
2011-13 Operating Cost. .auction Options 'Attachmen SL
PUBLIC WORKS DEPARTMENT
Description Service Temp Regular 2011-12 Annual Savings Service
Impact Staffing Staffing Budget 2011-12 2012-13 SOPC Cdepry
Without this
position these
services will no
longer be
provided to the
Downtown
area.
Regular trash
pickup removes
a significant
amount of trash
from the street
and ceasing
this effort
could result in
a degradation
of water
quality.
Funding could
be provided by
the Downtown
Association for
the downtown
cleaning
services.
51. CIP Due to a 1.0 1.099,500 99,900 104,600 X 1
Engineering downturn in
Division private
Reduce construction,
Regular and a
Salaries by corresponding
Eliminating reduction in
1.0 FTE revenue from
Engineering private work,a
Inspector reduction is
position. proposed for
this area.The
Eliminate one slow down in
Engineering private work
Inspector I has allowed the
staffing Engineering
position. staff to keep
more ublic
B2-245
2011-13 Operating Cost Reduction Options Attachment
PUBLIC WORKS DEPARTMENT
Description Service Temp Regular 2011-12 Annual Savings Service
Impact Staffing Staffing Budget 2011-12 2012-13 SOPC category
Regular staff construction
position will inspection
be affected. work in-house,
Position is at a much
currently lower hourly
filled. costs.
Effective July Reducing one
1, 2011. FTE will
require up to
2,000 hours of
inspection
work to be
provided
through
temporary or
consultant
resources at a
cost of up to
$135 per hour
versus $46 per
hour for staff
provided
inspection,
equating to up
to $173,400
more per year
than the
reduction
options saves.
Implementation
of this
reduction
option will
reduce
Engineering's
ability to
respond to
Council Goals
(Infrastructure
Maintenance,
Traffic
Congestion
Relief),
Measure Y
priorities,
emer enc
B2-246
2011-13 Operating Cost Reduction Options Attachment 5
PUBLIC WORKS DEPARTMENT
Description Service Temp Regular 2011-12 Annual Savings Service
Impact Staffing Staffing Budget 2011-12 2012-13 SOPC Category
projects, and
private
development.
TOTAL 1 1.82 1 3.50 1 1 641,800 653,700
B2-247
TRANSPORTATIONC
CREEK& FLOOD CONTROL TEMPORARY STAFFING REDUCTION Attachment
Request Summary
Eliminating temporary GIS Intern staffing position will reduce the Creek and Flood Control program budget by
54,600 annually.
Key Objectives
Elimination of GIS temporary staffing will reduce the Creek and Flood Control program budget.
Existing Situation: Factors Driving the Need for Change
The City has a budget gap that needs to be eliminated. Programs across the City are reducing operating budgets to
reduce expenditures and eliminate the overall funding shortfall.
Goal and Policy Links
The program overall is connected to the Council Objective of Infrastructure Maintenance. GIS provides support
both to the maintenance staff as well as the Stormwater Management Program:
1. 2011-13 Council Objective for Infrastructure Maintenance
2. Stormwater Management Plan Implementation (for General Permit compliance & Operating Program
Objectives
Service Priority Ranking
1 =Legally Mandated
Program Work Completed
n/a
Environmental Review
n/a
Program Constraints and Limitations
Temporary GIS staff provides data collection services for the Storm Water Program. The City began data
collection of private property post-construction devices and connections to the stormwater system but is a long
way from completion. Without this resource, data collection will stop or slow considerably to a level that can be
sustained within remaining resources.
The City's Stormwater Management Plan requires the tracking of post-construction devices. The City will be
unable to comply with the regulatory permit without the resources to develop the data for this area.
B2-248
TRANSPORTATION s • s •
CREEK&FLOOD CONTROL TEMPORARY STAFFING REDUCTION Attac mevlt-�
Stakeholders
The City budget may be affected by failure to comply with the regulatory permit if the State opted to implement
fines. Staff will have less information for determining origin of pollutants in the waterways for enforcement
action. This in turn could lead to degraded water quality. The community, as stakeholders, would be affected by
the degradation of water quality..
Implementation
Funding for this salary and minor benefits will be eliminated effective July 1, 2011 upon implementation of the
City's 2011-13 Financial Plan.
1. Eliminate .18 FTE temporary GIS intern staffing position July 2011
Key Program Assumptions
The need to reduce operating program cost outweighs the value of the services provided, and it is unlikely the
City will be fined which would negate the savings achieved.
Program Manager and Team Support
Program Manager. Public Works Administration
Project Team. Finance and Information Technology and Human Resources departments
Alternatives
1. Continue the Status Quo. This would allow the program to continue with field data collection operations at
a reasonable cost.
Operating Program
Creek and Flood Control(50320)
Cost Summary
The cost savings resulting from the elimination of a GIS temporary staff position in the Creek and Flood Control
program will save approximately$4,600 annually.
Line Item Description Account No. 2011-12 2012-13
Staffing _ _ 4,600 4,600
Tempoary Salaries 100-50320-7014 4,500 4,500
Medicare 100-50320-7044 100 100
UnemplIns 100-50320-7046 0 0
Total Operating Costs 4,600 1 4,600
B2-249
REGULAR STAFFING REDUCTION IN CREEK&FLOOD CONTROL PROGRAM
Request Summary
Reduce a regular GIS staff position in the Creek and Flood Control program budget will save approximately
$27,200 in 2011-12 and$27,200 in 2012-13.
Key Objectives
Reduction of GIS regular staffing to reduce the Creek and Flood Control program budget.
Existing Situation: Factors Driving the Need for Change
The City has a budget gap that needs to be eliminated.Programs across the City are reducing operating budgets to
reduce expenditures and eliminate the overall funding shortfall.
Goal and Policy Links
The program overall is connected to the Council Objective of Infrastructure Maintenance. GIS provides support
both to the maintenance staff as well as the Stormwater Management Program:
1. 2011-13 Council Objective for Infrastructure Maintenance
2. Stormwater Management Plan Implementation (for General Permit compliance & Operating Program
Objectives
Service Categorization Criteria
1 =Legally Mandated
Program Work Completed
Regular GIS staffing provides resources for the Storm Water program on two fronts; public outreach & website
and infrastructure management. This recommendation is for the reduction on the outreach & website portion of
the staffing. This function is currently not being provided for the Storm Water program due to heavy demands of
the GIS staff doing database conversion support.
Environmental Review
n/a
Program Constraints and Limitations
Regular GIS staffing is currently not providing Stormwater program public outreach or website and infrastructure
management due to heavy demands of the GIS staff doing database conversion support.
Outreach and website support and efforts will continue with other staff within the program budget, to the degree
possible,with the program resources allocated.
B2-250
Attachment 5 .
TRANSPORTATION
REGULAR STAFFING REDUCTION IN CREEK&FLOOD CONTROL PROGRAM
Stakeholders
The Finance and Information Technology Department may be affected by this staffmg reduction as it is currently
utilizing the GIS Staff position allocated for outreach and website support of the Storm Water Program to assist
with the City's FoxPro database conversion project. In the long term, the implementation of the Stormwater
Management Plan may be affected as remaining staff will be unable to provide adequate support for public
outreach and website development.
Implementation
Funding for this salary and benefits will be eliminated effective July 1, 2011 upon implementation of the City's
2011-13 Financial Plan.
1. Eliminate .25 FTE regular GIS Specialist II staff position 7/2011
Key Program Assumptions
The need to reduce operating program cost currently outweighs the value of the staff services provided.
Program Manager and Team Support
Program Manager. Public Works Administration
Project Team. Finance and Information Technology and Human Resources departments
Alternatives
1. Continue the Status Quo. This would allow the program to continue with outreach and website support for
future projects in this area.
Operating Program
Creek&Flood Control(50320)
Cost Summary
The cost savings associated with the reduction of a .25 GIS Specialist II staff position is approximately $27,200
in 2011-12 and$27,200 in 2012-13.
B2-251
Attachment 5-
TRANSPORTATION
REGULAR STAFFING REDUCTION IN CREEK& FLOOD CONTROL PROGRAM
Line Item Description I Account No.1 2011-12 2012-13
Staffing 27,200 27,200
Regular.Salaries 100-50320-7010 18,400 18,400
Retirement 100-50320-7040 6,000 6,000
Health Insurance 100-50320-7042 2,400 2,400
Medicare 100-50320-7044 300 300
,Unemployment Ins 100-50320-7046 100 100
Total Operating Costs 27,2001 27,200
B2-252
Attach ell tom.
ICOMMUNITY
. • s
DEVELOPMENT REVIEW TEMPORARY STAFFING REDUCTION
Request Summary
Reduce temporary staffing by 0.16 full-time equivalent(FTE) in the Development Review division will save
approximately$27,000 in 2011-12 and$27,100 in 2012-13.
Key Objective
Reduce the Development Review Administration operating program costs to assist in closing the City's current
budget gap.
Existing Situation: Factors Driving the Need for Change
The City has a budget gap that needs to be eliminated. Programs across the City are reducing operating budgets to
reduce expenditures and eliminate the overall funding shortfall.
Goal and Policy Links
1. 2011-13 Major Council Goal for Preservation of Essential Services and Fiscal Health
2. General Plan Circulation Element
Service Categorization Criteria
1 =Mandated
Program Work Completed
n/a
Environmental Review
n/a
Program Constraints and Limitations
Temporary Development Review staff provides essential support for day-to-day operations of the department.
The reduction of 0.16 FTE in temporary staffing will have a significant impact on the quantity and quality of
Development Review program support provided to Public Works staff at 919 Palm St. and to general public
requesting front-counter assistance.
Reducing 0.12 FTE in temporary staffing for the Engineering III position will impact the review of subdivision
maps and plan checks. Delays could mean 2-3 weeks longer for plan check review and comment. Remaining
staff would assume workloads and assist front counter customer service needs where feasible to do so.
Reducing the temporary staff assuming the responsibilities of a consultant engineer by.04 FTE will impact the
processing and approval of subdivision maps. This work must be completed and approved by a licensed surveyor
possessing a Professional Land Surveyor(PLS)license by the State of California. The temporary staff position
currently holds this license and has the ability to approve subdivision maps in-house. Should this position be
reduced any further,or redevelopment review work activity increase,additional funding may be needed to either
B2-253
COMMUNITY . -
DEVELOPMENT REVIEW TEMPORARY STAFFING REDUCTION
increase this staff time or to contract out with the County of San Luis Obispo for this certification approval. A
reduction in this temporary staff position to 416 hours annually(or 8 hours/week)could mean additional delays
of two to three weeks for plan check review and comment.
Stakeholders
1. Public Works and Community Development Department staff would be directly affected by this
reduction in temporary support.
2. The community is a significant stakeholder as they would be impacted by the reduction in customer
services levels, reduction of telephone service (i.e. phone tree), delay in responding to customer service
requests,and responding to the plan check requests.
Implementation
The FTE reduction in temporary staffing by 0.16 would be effective July 1, 2011 upon implementation of the
City's 2011-13 Financial Plan.
1. Reduce 0.16 FTE tem orary staffing in the Development Review division July 2011
Key Program Assumptions
The need to reduce operating program cost outweighs the value of the services provided.
Program Manager and Team Support
Program Manager.. Supervising Civil Engineer,Development Review
Project Team. Public Works Administration and Community Development staff
Alternatives
1. Continue the Status Quo. This would allow the Development Review division to continue with the minimal
plan check support at a reasonable cost.
2. Defer or Re-Phase the Request. Deferring this request will result in Development Review division
continuing to receive the staff support and resources needed to provide plan check, map review and front
counter assistance. However, this option would not provide the operating budget reduction that is currently
being sought.
3. Change the Scope of Request Some plan check support could be provided by the CIP Engineering staff or
Community Development staff. However, these divisions would be affected when they are no longer able to
provide the support needed for their own programs. Additional contract services funding could be added to
the Development Review operating budget to support the out-sources of map approval and certification to the
County of San Luis Obispo.
B2-254
;COMMUNITY •P
DEVELOPMENT REVIEW TEMPORARY STAFFING REDUCTION
Operating Program
Development Review(50400)
Cost Summary
The cost savings resulting from the reduction of Development Review temporary staff will save approximately
$27,00 in 2011-12 and$27,100 in 2012-13.
Line Item Description Account No. 2011-12 2012-13
Staffing 17,006, 27,100
Tempoary Salaries 100-50400-7014 20,100 20,100
Retirement 100-50400-7040 6,500 6,600
Medicare 100-50400-7044 300 300
UnemplIns 100.-50400-7046 100 100
Total Operating Costs 27,000 27,100
B2-255
LEISURE,
CULTURAL • 1
PUBLIC WORKS MAINTENANCE SUPERVISOR STAFFING REDUCTION
Request Summary
Eliminating the regular, full-time staff position of the Public Works Maintenance Supervisor in the Tree Division
will save approximately$59,600 in 2011-12 and$59,900 in 2012-13.
Key Objectives
1. Eliminating the Public Works Maintenance Supervisor position will reduce the Tree Division operating
budget by approximately$105,100 annually.
2. Eliminating the Public Works Maintenance Supervisor position will increase the Landscape and Parks
Maintenance Division operating budget for Temporary staffing by $25,000 annually to oversee the
management of landscape contract services.
3. Eliminating the Public Works Maintenance Supervisor position will be off-set by increases of$20,000 in
contract and temporary employee services in an effort to maintain core and priority service levels to the
public, community and stakeholders.
Existing Situation: Factors Driving the Need for Change
The current Public Works Maintenance Supervisor position was substantially modified about 5 years ago after
the retirement of a long-time employee. At that time, Public Works and the Human Resources Department
modified the previous job description based upon the most effective way to deliver the necessary tree
maintenance and contract management services covered under this position. The position became a Public
Works Maintenance Supervisor for the Trees Maintenance Division, responsible for managing the City Arborist,
tree crew, landscape contracts and serves as the City representative for the Tree Committee.
The City has identified on-going budget deficiencies that need to be addressed. Individual program expenditures
will need to be reduced to help mitigate the financial shortfall.
Staff has once again taken the opportunity to review the services provided by this position and determine if it is
still the most effective and efficient way to do business. The Public Works Maintenance Supervisor position
works across several program lines; provides contract management services for Street Maintenance, Parks
Maintenance, and the Parking Divisions. Because the position is inter-mingled within various Public Works
programs, internal staff discussions focused on if this was still the best way to deliver these services, and if not,
what was a better way. Based on these discussions, it was determined that services provided outside of Tree
Maintenance could be streamlined by shifting the contract management services to the affected programs. The
regular staff reduction of this position will have a net negative impact on Tree Maintenance division,primarily in
follow=up with citizens on tree issues, illegal removals, vegetation clearing, and the level of support for the Tree
Committee.
Goal and Policy Links
1. 2011-13 Other Council Objectives,Infrastructure Maintenance.
2. City of San Luis Obispo Municipal Code,Chapter 12 Tree Ordinance
3. Urban Forest Management Plan
Service Categorization Criteria
3=High
B2-256
Attachment s
LEISURE, CULTURAL &-60CIAL SERVICES
PUBLIC WORKS MAINTENANCE SUPERVISOR STAFFING REDUCTION
Program Work Completed
n/a
Environmental Review
n/a
Program Constraints and Limitations
Other City departments and Public Works divisions would be taking on new and different work to accommodate
this reduction.
Stakeholders
Parks Maintenance, Street Maintenance, Tree Maintenance and Parking Services division staff are all
stakeholders as they are expected to assume a greater workload distributed among them with one less
management position.
Citizens supporting prosecution of illegal tree removals will no longer have the staff resources available for
enforcement issues.
Implementation
The reduction in regular staffing levels would be effective July 1, 2011 with the adoption of the 2011-13
Financial Plan.
1. Begin recruitment for temporary staff May 2011
2. Eliminate PW Maintenance Supervisor position in the Trees Maintenance Division July 2011
3. Transfer$25,000 to the Parks Maintenance operating for Temporary Staffing to support July 2011
added workload
4. Transfer$20,000 to the Tree Maintenance Division for contract services July 2011
5. Complete hiring of temporary staff July 2011
Key Program Assumptions
The City Arborist will assume Tree Maintenance program oversight, supervision of the crew, and Tree
Committee support. The Arborist will be reclassified to a supervisory position. Tree Maintenance program will
augment the tree trimming contract services or temporary staff to maintain tree trimming services.
The Street Supervisor will manage the sidewalk cleaning and weed abatement contracts, without additional
resources,with limited impacts to the program.
The Park Maintenance Supervisor in conjunction with augmented temporary staffing will manage the landscape
and restroom janitorial contracts. Parks Maintenance staff will work with Parks and Recreation Department staff
to provide user services for Special Events.
B2-25
LEISURE, CULTURAL SOCIAL SERVICES
PUBLIC WORKS MAINTENANCE SUPERVISOR STAFFING REDUCTION
Program Manager and Team Support
Program Manager. Public Works Administration
Project Team. Tree Maintenance, Parks Maintenance, Street Maintenance, Parks and Recreation, and Human
Resources Departments
Alternatives
1. Continue the Status Quo. Retain the position and continue full support for Tree Maintenance.
2. Change the Scope of Request The position could be retained and the operating program non-staffing items
could be reduced by the corresponding amount to obtain the same level of operating program cost reduction;
which would include the elimination of all contract trimming services, leaving a non-staffing operating
budget of$12,000.
Operating Program
Tree Maintenance(50220)
Cost Summary
The salary cost savings as a result of eliminating 1.0 FTE Public Works Maintenance Supervisor staff position
and back-filling with additional tree trimming contract services and Parks Maintenance temporary staffing will
save$59,600 in 2011-12 and$59,900 in 2012-13.
Line Item Description Account No. 2011-12 2012-13
Staffing-TreesMaintenance 105,100 105,400
Regular Salaries 100.50220-7010 66,400 66,400
Retirement Contributions 100-50220-7040 21,500 21,800
Health Insurance 100-50220-7042 15,100 15,100
Medicare 100-50220-7044 1,000 1,000
UnEmployement Insurance 100-50220-7046 300 300
PARS 100-50220-7041 800 800
Staffing-Parks Maintenance 5,500) (25,500
Temporary Salaries-Parks Maint 100-50200-7014 (25,000) (25,000)
Medicare 100-50200-7044 (400) (400)
UnEmployement Insurance 100-50200-7046 (100) (100)
Contract Services 0,000) (20,000)
Contract Services-Trees Maint 100-50220-7227 (20,000) (20,000)
TOTAL OPERATING SAVINGS 59,600 1 59,900
B2-258
� ac6� ant
TRANSPORTATION
TRANSPORTATION PLANNING STAFF REDUCTION
Request Summary
Reassigning 0.50 Full-time Equivalent (FTE) Principal Transportation Planner staff position in the
Transportation Planning and Engineering division to the Parking Services division will save $64,700 in 2011-12
and$64,900 in 2012-13 in the General Fund.
Key Objectives
The .50 FTE management level position would be reduced in the Transportation Planning & Engineering
Division and transferred over to the Parking Services Enterprise Funds to support the Parking division by:
1. Responding to special project and programs needs such as new technologies and rate strategies.
2. Implementing parking projects such as the Palm Nipomo parking structure
3. Assisting with the responsibilities recently added by the creation of the"Downtown Champion".
4. Maintaining desired levels of customer service and community support.
5. Developing and implementing strategies to make maximum use of existing parking spaces and reduce the use
of single occupant vehicles.
Existing Situation: Factors Driving the Need for Change
The City has identified a $3 million budget gap that needs to be addressed in its 2011-13 Financial Plan. The
Public Works Department's portion of the reduction goal is $663,900. Transferring a .50 FTE from the
Transportation division to the Parking Services division will help the City address its General Fund gapl and
provide needed staffing in the Parking Services division to help meet its key objectives.
Since 2005, the Parking Services division has added 25 parking lot spaces, 240 garage parking spaces, one
residential permit parking district, and the duties of the "Downtown Champion". Additionally, the City has
added three residential properties to its inventory and is considering two private development proposals to
redevelop existing City parking lots.
Due to its increased workload, the Principal Transportation Planner in the Transportation Planning and
Engineering division has already been assisting the Parking Services Manager by overseeing the Palm Nipomo
parking structure project, collaborating on revenue enhancement strategies, and participating in parking
management and demand reduction efforts.
With the reduction of an .50 FTE Principal Transportation Planner staff position from the Transportation
Planning and Engineering division, and subsequent transfer over to the Parking Services division; the long-term
staffing commitment of the Transportation Planner will be assured for Parking Services
Goal and Policy Links
1. 2011-13 Major City Goal:. Neighborhood Wellness
2. 2011-13 Major City Goal: Traffic Congestion Relief
3. 2011-13 Other Important Goals: Infrastructure Maintenance
4. 2011-13 As Resources Permit Goal: Climate Protection
5. General Plan Circulation Element
6. Parking and Access Management Plan
7. Revenue Management Operating Program
B2-259
TRANSPORTATION
TRANSPORTATION PLANNING STAFF REDUCTION
8. Parking Management and Demand Reduction Operating Program
Service Categorization Criteria
2=High
Program Work Completed
The Principal Transportation Planner staff position has already been assisting the Parking Services Manager by
overseeing the Palm Nipomo parking structure project, collaborating on revenue enhancement strategies, and
participating in parking management and demand reduction efforts.
Environmental Review
No environmental review is required.
Program Constraints and Limitations
1. With the reassignment of this .5 FTE.staff position,the Transportation Planning and Engineering division
may be limited in its ability to fulfill program commitments.
2. In addition to this staffing reduction, the Transportation Planning and Engineering division is currently
facing a possible 0.54 FTE staffing reduction of contract and temporary employees as a result of
operating budget reductions.
Stakeholders
City residents, business owners,motorists,pedestrians and bicyclists are stakeholders in additional transportation
program support. Additionally,the Downtown Association and its members will be affected by this request.
Implementation
The reassignment of a .5 FTE Principal Transportation Planner will take effect at the implementation of the 2011-
13 Financial Plan, effective July 1,2011.
1. Reduce Principal Transportation Planner staff position by.5 FTE in the Transportation July 2011
division
2. Add Principal Transportation Planner staff position by .5 FTE in the Parking Services July 2011
division
Key Program Assumptions
The key program assumptions include no additional duties being assigned to the Transportation Planning and
Engineering Services division because of current staffing deficiency.
Program Manager and Team Support
B2-260
int
ITRANSPORTATION
TRANSPORTATION PLANNING STAFF REDUCTION
Program Manager. Transportation Operations Manager
Project Team. Parking Services and Public Works Administration
Alternatives
1. Continue the Status Quo. The Principal Transportation Planner could remain a 1.0 FTE staff position with
the Transportation Planning and Engineer division. However, this would not assist in the key objectives of
reducing the Transportation operations budget nor provide additional support services to the Parking Services
division.
2. Defer or Re-Phase the Request Deferring this request will result in Parking Services not receiving the
additional staff resources that are currently needed.
3. Change the Scope of Request If a_25 FTE Principal Transportation Planner position is allocated to Parking
Services, only a portion of the key objectives identified for Parking above could be accomplished.
Additionally a non-management position could not fulfill a majority of the key objectives identified above.
Operating Program
Transportation Planning and Engineering(50500)
Cost Summary
The staffing costs projected below are based upon an the current pay of the Principal Transportation Planner
position. Reducing the current Principal Transportation Planner staff position by .5 FTE in the Transportation
Planning and Engineering division will save approximately$64,700 in 2011-12 and$64,900 in 2012-13.
Line Item Description Account No. 2011-12 2012-13
Staffing - - — _ _64,700 _ ._ _ 6:4,900
Regular Salaries (Princ Tranp Planner) 100-50500-7010 44,100 44,100
Retirement Contribution 100-50500-7040 14,400 14,600
Health&Disability Insurance 100-50500-7042 5,000 5,000
Medicare 100-50500-7044 600 600
Unemployment Insurance 100-50500-7046 200 200
PARS 100-50500-7041 400 400
Total Operating Costs 64,700 64,900
B2-261
DEVELOPMENT REVIEW PERMIT TECHNICIAN STAFFING REDUCTION
Request Summary
Reducing the vacant full-time regular Permit Technician staffing position to a 0.75 full-time equivalent will save
$18,300 annually.
Key Objective
Reduce the Development Review Administration operating program costs to assist in closing the City's current
budget gap.
Existing Situation: Factors Driving the Need for Change
The Development Review division of Public Works has been operating with a mixture of temporary, contract and
regular staff for the last six years. As part of the budget reduction strategies in the 2009-11 Financial Plan, the
Development Review division reduced its regular staffing resources by 1.0 full-time equivalent (FTE) with the
elimination of the Engineer III position.
The vacant regular, full-time Permit Technician position has been filled by contract employee since December
2008. The Permit Technician position has been filled by contract staff to provide stability and allow time for
staff to further assess the needs of the division and determine if appropriate to solicit for permanent replacement.
The contract Development Review staff, back-filling the.Permit Technician position, provides essential support
for day-to-day operations of the department, receive applications, evaluate, coordinate approvals, traffic control
plan requirements, and issue encroachment permits. The City's encroachment permit activity has not decreased.
In part by new water quality standards, there has been an increase in permits required for construction staging
and roll-off placement within the right-of-way.
As part of a study done with the Community Development Department regarding front counter hours, a decision
was made in late 2009 to reduce the open hours for the public. The reduction of 0.25 FTE in regular staffing will
have a impact on the quantity and quality of support to the higher level engineer staff of Development Review
but somewhat less of an impact to the general public requesting front-counter assistance due to the reduction in
hours. Some duties currently performed by the Permit Technician will need to be reassigned to the Senior Civil
Engineer or Supervising Civil Engineer.
Goal and Policy Links
1. 2011-13 Major Council Goal for Preservation of Essential Services and Fiscal Health
2. General Plan Circulation Element
Service Categorization Criteria
1 =Mandated
Program Work Completed
The full-time regular Permit Technician staffing position is currently vacant but has been back-filled by contract
assistance since 2008. The full-time contract benefited employee provides Permit Technician duties assisting in
B2-262
Attachment.
ent.
COMMUNITY • '
DEVELOPMENT REVIEW PERMIT TECHNICIAN STAFFING REDUCTION
day-to-day operations of the department, development project review, approval, permit issuance, encroachment
permits,record keeping and front counter assistance at 919 Palm Street.
This position provides a key role in the divisions' transition from the Foxpro programs to Energov. This position
serves as a resource to the Community Development Department counter staff.
Environmental Review
n/a
Program Constraints and Limitations
1. The City has a budget gap that needs to be eliminated. Programs across the City are reducing operating
budgets to reduce expenditures and eliminate the overall funding shortfall
2. This .25 FTE reduction in regular staffing may impact the Development Review division's ability to
provide adequate response times to customer requests. Examples of these effects include: development
project review and approval, over the counter permit issuance,encroachment permits,record keeping and
front counter assistance at 919 Palm Street. Some programs may take additional time to process such as
the recent News rack program ordinance updates and compliance and the implementation and transition
of the new Energov software.
3. Encroachment permitting activity has not decreased.In part by recent water quality standards,pursuit of
permits for construction staging and roll-off placement within the right-of-way has increased,thereby
increasing our permit activity.
Stakeholders
I. Public Works and Community Development Department staff would be directly affected by this
reduction in temporary support.
2. The community is a significant stakeholder as they would be impacted by the reduction in customer
services levels, reduction of telephone service (i.e. phone tree), delay in responding to customer service
requests,and responding to the plan check requests.
Implementation
The FTE reduction in regular staffing of the Permit Technician position by 0.25 would be effective July 1, 2011
upon implementation of the City's 2011-13 Financial Plan.
1. Reduce 0.25 FTE Permit Technician position in the.Development Review division Jul 2011
Key Program Assumptions
The need to reduce operating program cost outweighs the value of the services provided.
This reduction assumes that the encroachment permit activity will not increase significantly.
B2-263
ICOMMUNITY
. • s
DEVELOPMENT REVIEW PERMIT TECHNICIAN STAFFING REDUCTION
Program Manager and Team Support
Program Manager. Supervising Civil Engineer, Development Review
Project Team. Public Works Administration and Community Development staff
Alternatives
I. Continue the Status Quo. This would allow the Development Review division to continue with the minimal
front counter and encroachment permit support at a reasonable cost.
2. Defer or Re-Phase the Request Deferring this request will result in Development Review division
continuing to receive the staff support and resources needed to provide encroachment permits, project
reviews and front counter assistance.
3. Change the Scope of Request Front-counter assistance could be provided by Community Development
staff. However, this would require the training of Community Development staff as "generalist" specialized
in Public Works technical issues to be able to handle plan check issues, encroachment permits and project
development reviews. The Public Works Permit Technician handles higher level technical level duties that
are not currently supported at the CDD counter and therefore significant retraining would be necessary.
Operating Program
Development Review(50400)
Cost Summary
The cost savings resulting from the reduction of Development Review Permit Technician by .25 FTE,resulting in
a .75 FTE staffing position will save approximately 518,300 annually.
Line Item Desc ` tion Account No. 2011-12 2012-13
Staffing 18,300
..:18,300
Regular Salaries(Permit Technician) 100-50400-7010 10,700 10,700
Retirement Contribution(PERS) 100-50400-7040 3,500 3,500
Health Insurance 100-50400-7042 3,800 3,800
Medicare 100-50400-7044 200 200
,UnemplIns 100-50400-7046 100 100
Total Operating Costs 18,300 18,300
B2-264
GENERAL GOVERNMEN.I ' -
PUBLIC WORKS UNIFORM CONTRACT SERVICES
Request Summary
Reducing the Laundry and Linen contract services for the Public Works Department will save approximately
$19,300 annually.
Key Objectives
Reduce the Public Works Administration program expenditures to assist in closing the City's current budget gap.
Existing Situation: Factors Driving the Need for Change
The City current contracts with AmeriPride Uniform Services to furnish a stock of new uniforms to the City
and pick up, launder, and deliver these uniforms as specified in the contract agreement. In addition, AmeriPride
provides an inventory of towels, dust mops, and floor mats to the City and exchanges this inventory for a newly
laundered inventory as specified. The contract costs include labor,material,and equipment required
to furnish inventories to the City. AmeriPride provide uniform and/or towel and floor mat laundry services to the
following programs:
Program Description lContract Cost
• PW General Fund Programs Floor Mats $1,400
o Parks Maintenance Uniforms $20,500
o Swim Center Uniforms
o Building Maintenance Uniforms
o Streets Maintenance Uniforms
o Storm Water Uniforms
o Signal&Lights Uniforms
o Fleet Services Uniforms&towels
I)rise Fund S31,000
• Parking Services Uniforms $3700
• Utilities Department Uniforms $20,100
• Golf Course Uniforms $200
• Police Department Towels $100
• Fire Department Towels/Mats $6,900
This reduction request is to reduce the contract services funding which provides uniform support for the seven(7)
General Fund Public Works programs. This reduction would be that uniforms and laundering services would no
longer be provided to Public Works staff. Residual funding of$2,600 will be used to purchase shirts and pants.
Field Divisions would convert to a shirt and pant provided by the City and employees would be responsible for
laundering. This may impact how citizens view City field workers,literally and figuratively.
Floor rugs would be replaced every two months. Half of quantify of cleaning towels will be supplied&picked
up for cleaning every-other week.
B2-265
Mont-
'GENERAL GOVERNMEN
PUBLIC WORKS UNIFORM CONTRACT SERVICES
Contract services funding for uniforms would be housed within the Departments continuing to utilize
AmeriPride's services. Utilities, Fire and Police Departments would become responsible for managing own
program laundry&linen services
Goal and Policy Links
1. 2011-13 Major City Goal,Preservation of Essential Services and Fiscal Health.
Service Categorization Criteria
3 =High Mid-Range
Program Work Completed
1. A survey of 12 other cities showed that only three provide laundry uniform services.
2. An internal survey was conducted with Public Works Department Field staff which indicated this
reduction as unfavorable. Field staff indicated that a reduction in laundry services would increase costs
to employees,create discord between utilities and other field staff and promotes unprofessional attire. T-
shirts, as a recommended alternative, were noted by staff as not being as durable as the uniforms
currently provided.
Environmental Review
No environmental review required.
Program Constraints and Limitations
1. Significant employee and employee union involvement may be expected.
2. City must meet and confer about change in this working condition.
Stakeholders
The Public Works Department staff are all stakeholders in the implementation of this reduction.
The general public and community are stakeholders as they depend heavily upon the services,parks,trees, streets
field crews and this reduction in uniform presence may affect how City employees are"viewed".
Implementation
1. Reduce Uniform Contract Services by$19,300 July 2011
2. Purchase shirts for field crews Au2ust 2011
Key Program Assumptions
B2-266
!GENERAL GOVERNMEN
PUBLIC WORKS UNIFORM CONTRACT SERVICES
1. It is assumed that the City would provide shirts and pants for employee use.
2. It is assumed that staff will be responsible for laundering of garments
3. It is assumed that staff will continue to maintain uniforms in presentable condition.
Program Manager and Team Support
Program Manager. . Director of Public Works
Project Team. Public Works Administration, Parks Maintenance, Trees Maintenance, Building
Maintenance, Swim Center, Fleet, Storm water, Signal & Lights and Parking Services
divisions.
Alternatives
1. Continue the Status Quo. Not reducing the contract uniform services would allow City staff to be provided
with clean and properly maintained uniforms. Uniforms allow City employee to be easily recognized by the
general public. In addition, the clothing of field staff receives a great deal more wear and tear and public
scrutiny than does non-field staff. If uniformed field staff experience a cost increase to avoid reductions in
non-field staff areas, this could cause divisive staff feelings, and fuel a desire to rebel in the form of poor
uniform appearance.
2. Change the Scope of Request The reduction of uniform services would be modified in two ways. Instead
of a full uniform reduction for all Public Works staff, the reduction could apply to only temporary staffing
positions. The second option would be to reduce uniform contract services for all public works programs
with exception of Parking Services Enforcement Officers.
3. Implementation in a Different Way. Instead of one consolidated contract agreement for uniform services,
the City could require all programs to coordinate and provide funding for uniform services specific to the
program.
Operating Program
Public Works Administration(50100)
Cost Summary
The reduction in the Laundry and Linen contract services for Public Works department staff would save
approximately$19,300 annually.
Line Item Description Account No. 2011-12 2012-13
Contract Services 19,300. _ 19,300
Laundry&Linen Serivices 50100-7259 19,300 19,300
Total Operating Costs 19,300 19,300
B2-267
GENERAL
•
PUBLIC WORKS ADMINISTRATION TEMPORARY STAFFING
Request Summary
Reduce temporary staffing by 0.35 full-time equivalent(FTE)in the Public Works Administration division will
save $23,300 in 2011-12 and$23,400 in 2012-13.
Key Objective
Reduce the Public Works Administration operating program costs to assist in closing the City's current budget
gap.
Existing Situation: Factors Driving the Need for Change
The City has a budget gap that needs to be eliminated. Programs across the City are reducing operating budgets to
reduce expenditures and eliminate the overall funding shortfall.
Goal and Policy Links
The program overall is connected to the Major City Goal of Traffic Congestion Relief as well as the Council
Objective of Infrastructure Maintenance. Admin staff provides support both to the field maintenance staff as well
as the CII'Engineering staff.
1. 2011-13 Major Council Goal for Preservation of Essential Services and Fiscal Health
2. 2011-13 Major Council Goal for Traffic Congestion Relief
3. 2011-13 Other Important Objective for Infrastructure Maintenance
Service Categorization Criteria
3 =High Mid-Range
Program Work Completed
n/a
Environmental Review
n/a
Program Constraints and Limitations
Temporary Public Works Administration staff provides essential support for day-to-day operations of the
department. The reduction of 0.35 FTE in temporary staffing will have a significant impact on the quantity and
quality of administrative support provided to Public Works staff at 919 Palm St. and to Public Works and
Utilities field staff.
Temporary staff will no longer have time to update Disadvantage Business Enterprise(DBE)information
required for federally funded projects,respond to compliance requestors within the required time frame,nor
purge project files;which might result in regulatory non-compliance.
B2-268
Attachnant 5
IGENEs • s
PUBLIC WORKS ADMINISTRATION TEMPORARY STAFFING
Temporary staff will no longer have time to ensure on-going insurance tracking and project files remain current,
nor have time to ensure desk guides and manuals are up-to-date.
Duties not completed by temporary part-time staff would fall to the only(2)two full-time Administrative Support
staff members.
Stakeholders
1. Public Works and Utilities Department staff would be directly affected by this reduction in
administrative support.
2. The community is a significant stakeholder as they would be impacted by the reduction in customer
services levels, reduction of telephone service (i.e. phone tree), delay in responding to customer service
requests,and responding to the Community Service Work Program requests.
Implementation
The FTE reduction in temporary staffing by 0.35 would be effective July 1, 2011 upon implementation of the
City's 2011-13 Financial Plan.
1. Reduce 0.35 FTE temporary staffing in the PW Admin division July 2011
Key Program Assumptions
The need to reduce operating program cost outweighs the value of the services provided.
Program Manager and Team Support
Program Manager. Public Works Administration
Project Team. Utilities and Human Resources Departments
Alternatives
1. Continue the Status Quo. This would allow the Public Works Administration Program to continue with the
current administrative support at a reasonable cost.
2. Defer or Re-Phase the Request. Deferring this request will result in Public Works Administration
department continuing to receive the staff support and resources needed to support the thirteen various public
works programs and staff. However, this option would not provide the operating budget reduction that is
currently being sought.
3. Change the Scope of Request Some administrative support could be provided by the Parking Services
Administrative staff. This additional support could be received at no additional increase to the General Fund.
However, Parking Services staff would be unable to provide administrative support functions for the Parking
Enterprise Fund. Additionally,this would be a co-mingling of General and Enterprise fund monies.
B2-269
11
MEOW-, Attachment 3
PUBLIC WORKS ADMINISTRATION TEMPORARY STAFFING
Operating Program
Public Works Administration(50100)
Cost Summary
The cost savings resulting from the reduction of Public Works Administration temporary staff will save
approximately$23,400 in 2011-12 and$23,500 in 2012-13.
Line Item Description Account No. 2011-12 2012-13
Staffing 23,400 23,500
Temporary Salaries 100-50100-7014 17,400 17,400
Retirement Contributions(PERS) 100-50100-7040 5,600 5,700
Medicare 100-50100-7044 300 300
,UnemplIns 100-50100-7046 100 100
Total Operating Costs 23,400 23,500
B2-270
vif u
LEISURE) CULTURAL &-ObCIAL SERVICES ......
PARKS MAINTENANCE TEMPORARY STAFFING REDUCTION
Request Summary
Eliminating one temporary City Worker V position from the Park Maintenance Division will save $12,300 in
2011-12 and$12,700 in 2012-13.
Key Objectives
1. Reduce staffing costs to assist in closing the City's budget deficit.
2. Reduce oversight of temporary employees.
3. Eliminate maintenance and replacement costs for portable restrooms.
Existing Situation:.Factors Driving the Need for Change
In 1995, the City purchased two portable restroom trailers for use at the Downtown Farmer's Market. At this
time, the City was experiencing severe drought conditions and water use restrictions were in place. Downtown
merchants were being penalized for overconsumption due to public use of their facility restrooms. The City
responded by providing the Downtown merchants with eight portable restrooms to reduce the public restroom
demands on Downtown business facilities. In 2003, the portable restroom and trailer units were replaced at a
cost to the City of$31,000.
The sole purpose of this temporary staff position in the Parks Maintenance division is to provide the portable
restroom services to Farmer's Market and the annual Triathlon event at Sinsheimer Park. The portable restroom
units are hauled to the event from storage located at the City's Corporation Yard. The temporary staff position
then retrieves the portable restrooms and cleans them, making them ready and available for the next usage. While
water costs to businesses are still a consideration, the City is no longer in a drought condition and the portable
restroom services provided by the Public Works Department have become more of a convenience than a drought-
fighting tool. Due to ongoing City operating budget deficiencies, various programs and services may no longer be
cost effective to provide.
The restrooms could be sold or donated to the Downtown Association or a local service group to eliminate future
staffing, maintenance and replacement costs. Discontinuing the portable restroom service is not anticipated to
creates significant impact to our community.
Goal and Policy Links
n/a
Service Categorization Criteria
3=High Mid-Range
Program Work Completed
n/a
Environmental Review
No environmental review required.
B2-271
LEISURE�
CULTURAL &-oOCIAL SERVICES
PARKS MAINTENANCE TEMPORARY STAFFING REDUCTION
Program Constraints and Limitations
There are no program constraints or limitations associated with this reduction.
Stakeholders.
Potential stakeholders affected by this reduction would be the Downtown Association (Farmer's Market) and the
Parks and Recreation Department(Triathlon Hosts).
The general public may experience some inconvenience if businesses refuse to allow them restroom use during
Farmer's Market.
The triathlon event would still be required to provide the public restroom facilities for their event,which could be
provided through private contractors that offer this service.
Implementation
The reduction in service and staffing levels would be effective.July 1, 2011 with the adoption of the 2011-13
Financial Plan.
1. Reduce Temporary Staffing position July 2011
2. Sell or donate portable restrooms July 2011
Key Program Assumptions
The current need to reduce operating program costs outweighs the value of the portable restroom service
provided. There are other potential resources to offer this service to the community.
Program Manager and Team Support
Program Manager. Parks Maintenance Supervisor
Project Team. Public Works,Administration, Parks and Recreation and the Human Resources Departments
Alternatives
1. Continue the Status Quo. No change in portable restroom service would be made. Staff would still provide
portable restroom services, at no cost, to the Downtown Association for weekly Farmer's Market events and
to the Parks and Recreation Department for the annual Triathlon.
2. Implementation in a Different Way. This service could be provided to the Downtown Association for a
cost. Cost recovery would help offset expenses incurred through staff, maintenance and replacements of
these units.
3. Existing Program Evaluation. The current program is implemented in the most cost effective manner for
provision by the City, making use of a non-benefitted temporary employee year-round. This same service
could be readily provided by the event sponsor, using a company that provides temporary restroom service.
B2-272
LEISURE� CULTURAL &."JOCIAL SERVICES
PARKS MAINTENANCE TEMPORARY STAFFING REDUCTION
These services drop off, pick up, and clean portable temporary restrooms that are used for all other special
events where restroom service is needed. A service that would provide two of the trailer mounted type units
like the City's,which are more expensive than standard"blue rooms,"cost about$400 per night which would
total about$20,000 for the year.Providing fewer restrooms could bring this cost down.
Operating Program
(50200) Landscape and Park Maintenance
Cost Summary
The salary cost savings would be $12,300 in 2011-12 and$12,700 in 2012-13. Additional maintenance and repair
savings would also be realized annually. Furthermore, the capital expense of portable restroom replacement
would not have to be expended should the portable restrooms be sold or donated.
Line Item Description I Account No.1 2011-12 2012-13
Staffing 12,300 12,700
Temporary Salaries 100-50200-7014 12,000 12,400
Medicare 100-50200-7044 200 200
Unemployment Insurance 100-50200-7046 100 100
B2-273
5�
TRANSPORTATION
DOWNTOWN STREETS MAINTENANCE STAFFING REDUCTION
Request Summary
Eliminating one half-time regular Street Maintenance I position from the Street Maintenance Division will save
$31,400 in 2011-12 and$31,500 in 2012-13.
Key Objectives
1. Reduce staffing costs to assist in closing the City's budget deficit.
Existing Situation: Factors Driving the Need for Change
The purpose of the half-time Street Maintenance Worker I position in the Street Maintenance program is to
provide daily cleanup of the downtown during the week. For approximately the last 8 years,the City has provided
a halftime employee to clean the downtown. The employee completes about a 6 mile walk each day to pick up
trash in the Downtown. Trash collection alone consumes about 4 hours each day. As time permits, the worker
removes graffiti and stickers from City fixtures such as signs, trash containers, signal equipment and benches.
He also removes posters, averaging 30 posters a week, cleans up the mess left from spilled trash cans and news
racks, and removes trash from the recycling receptacles. He completes weed removal from tree wells, cleans up
animal waste left on the sidewalk or in tree wells and makes minor repairs to the trash can holders. This position
transitioned from a temporary employee to a regular employee after six years of employment when it appeared
that this was an ongoing need, and at the same time, the level of street sweeping was reduced in the downtown to
reduce operating costs.
There are several benefits to having this employee downtown, including early problem identification for referral
to regular maintenance staff, establishing relationships with individual business owners, familiarity with regular
transient populations to deal with them in a non-confrontational way, and knowledge of where to focus
maintenance efforts. While this benefit is recognized, the City is also dealing with a significant gap in its
finances. In focusing on the core services the City delivers, general cleanup of the downtown did not rise above
the need to perform ongoing infrastructure maintenance and provide off-hour and emergency response.
Goal and Policy Links
n/a
Service Categorization Criteria
3=High Mid-Range
Program Work Completed
n/a
Environmental Review
No environmental review required.
B2-274
,I qachm
AIL
TRANSPORTATION s • •
DOWNTOWN STREETS MAINTENANCE STAFFING REDUCTION
Program Constraints and Limitations
Regular trash pickup removes a significant amount of trash from the street and ceasing this effort could result in a
degradation of water quality and an unsightly appearance.
Stakeholders
The primary stakeholders and those who benefit from this program include business owners and visitors to the
downtown.
Implementation
The reduction in service and staffing levels would be effective July 1, 2011 with the adoption of the 2011-13
Financial Plan.
Key Program Assumptions
The current need to reduce operating program costs outweighs the value of having City furnished maintenance
provided for the downtown.
Paying for a portion of this City service may be supported by the Downtown Association.
Program Manager and Team Support
Program Manager. Street Maintenance Supervisor
Project Team. Administration,Public Works Administration, and the Human Resources Departments
Alternatives
1. Continue the Status Quo. No change in downtown maintenance would occur and cleanup would continue to
be staffed five days a week.
2. Implementation in a Different Way. A reduced amount could be set aside to do this work. For example,
completing this work with staff only three days per week would reduce the cost to $20,000. Once a budget is
adopted staff would formulate a request for proposals for the work to be completed by an outside service to
determine if the work could be performed less expensively through a private company. If contracting was not
competitive, the level of service provided by the City would be reduced to align with the funding available.
3. Implement in a different way. The cleaning, either through staff or contract services,could also be funded at
some level by the Downtown Association.
Operating Program
Street and Sidewalk Maintenance(50300)
B2-275
TRANSPORTATION
DOWNTOWN STREETS MAINTENANCE STAFFING REDUCTION .
Cost Summary
Eliminating one half-time regular Street Maintenance I position from the Street Maintenance Division will save
$31,400 in 2011-12 and$31,500 in 2012-13.
Line Item Description Account No. 2011-12 2012-13
Staffing 31,400 31,500
Regular Salaries 100-50300-7010 22,500 22,500
PERS 100-50300-7040 7,300 7,400
Insurance 100-50300-7042 1,200 1,200
Medicare 100-50300-7044 300 300
Unernployment Insurance 100-50300-7046 100 100
B2-276
COMMUNITY •
CIP ENGINEERING REGULAR STAFFING REDUCTION
Request Summary
Reducing the Capital Improvement Plan (CIP) Engineering program's regular staffing by one Engineering
Inspector position will save approximately$99,900 in 2011-12 and$104,600 in 2012-13.
Key Objective
Reduce CIP Engineering operating program costs to assist in closing the City's current budget gap.
Existing Situation: Factors Driving the Need for Change
The City currently has a need to reduce the overall operating expenditures to close a budget gap while continuing
to maintain a reasonable CIP program. Currently, public and private construction work inside the Right-of-Way
and on City property is inspected and managed by five engineering inspectors working in the CIP Engineering
program. The program is funded through a combination of private development and encroachment permit fees,
and the General Fund. Staff provides the required level of inspection appropriate to the fees collected, with the
remaining staff resources available for City project inspection needs. Additional demand for inspection work for
City projects is handled through consultant services.
Due to the recent downturn in large development activity, private construction work has been less, although
encroachment permits have remained steady. Public Works has taken advantage of the available resource,
historically dedicated to private work, to provide cost effective inspection of City projects, avoiding more costly
consultant services. The Engineering Inspector I position is a cost of $46 per hour including all benefits, as
compared to consultant services averaging $135 per hour. The loss of this full-time regular staff position could
translate to an increased cost of as much as $173,400 to replace this full time employee if consultants were used
to backfill the work.
This reduction option if implemented will reduce the City's ability to implement Measure Y through physical
improvements the public can see and use,as more funds are spent on outside inspection services.
If this reduction option is implemented Engineering's ability to take action on unplanned / emergency
construction needs will be reduced as outside services take more time to pull together for responding. Recent
examples included the Johnson Waterline break, the Emergency McMillan Sewerline Boring under the railroad,
High Street Emergency Sewer Replacement, Garden Alley Paving, University Square Driveway Repair, and
pothole coordination and oversight in support of multiple CIP designs.
Oversight of private construction,with reduced staff,will be less flexible to minimize time spent in this area.The
service will be less responsive to inspection requests impacting private construction costs. The organization's
ability to respond quickly to any increase in private construction activity will be reduced due to the need to bring
on contract or temporary staff to support private construction activity.
Goal and Policy Links
This action reduces CIP Engineering's effectiveness in responding to:.
1. 2011-13 Major City Goals—Traffic Congestion Relief.
2. 2011-13 Major City Goal—Neighborhood Wellness
3. 2011-13 Other Important Goal—Infrastructure Maintenance
B2-277
• •
CIP ENGINEERING REGULAR STAFFING REDUCTION
4. Measure Y priorities
5. Private Development Inspection needs
Service Categorization Criteria
2—High
This reduction impacts the CIP Engineering program's core services.
Program Work Completed
Not applicable
Environmental Review
No environmental review required.
Program Constraints and Limitations
The impact of this reduction will require CIP Engineering to implement the following actions:
1. Revise encroachment permit inspection request method to allow inspections to be grouped in order to more
efficiently complete.This will ultimately result in higher private construction cost.
2. Revise 2011-13 Financial Plan CIP requests to ensure that adequate funding is included in the Construction
Management phase.
3. Public outreach will be required to train contractors and home owners on increased timeframes for inspection
requests.
Contractor and homeowner dissatisfaction is likely to occur. This might be mitigated by notification of these
reduced services.
Stakeholders
The largest impact will be to contractors requesting inspection services for private construction work. CIP
Engineering will need to schedule and complete these inspections with other like work or other adjacent
construction to be most efficient. This will require the contractor to forecast their inspection needs that might
cause delay into their work plan. Any delay will likely increase contractors cost to complete work and will likely
be passed on to owners of improvements.
Implementation
Funding for this salary and benefits will be eliminated effective July 1,2011 upon implementation of the City's
2011-13 Financial Plan
1. Revise Encroachment Permit inspection request method May 2011
2_ Pr are notifications to customers website and pamphlets) June 2011
B2-278
COMMUNITY •
CIP ENGINEERING REGULAR STAFFING REDUCTION
3. 7E ' te one Engineering Inspector full-time,regular staffing position July 2011
4. nt inspection coverage strategies On-going
Key Program Assumptions
The key assumption with this operating program reduction is that it will actually reduce costs. Staff does not
predict this will actually occur unless private develop declines further from its current levels and the Council
makes significant reductions in the CIP as part of this Financial Plan.
Program Manager and Team Support
Program Manager. CIP Engineering
Project Team. Human Resources
Alternatives
L. Continue the Status Quo. Deferring this reduction has the potential to save the City costs on inspection
services.
2. Defer or Re-Phase the Request. Based on current Planning activity, there are indicators that some large
developments are nearing readiness to start construction. Deferring consideration of this reduction for a
period of a year would allow the City to be ready to respond to private development inspection currently
indicated. The City will have the advantage of an inspection staff person for the next year to allow the
section, as a whole, to provide cost effective inspection services for the CIP program, or to shift resources to
private development.
3. Implementation in a Different Way. Funding for the regular staff person could be converted to temporary
staff. Based on past experience the City could expect to pay between $35 and $50 per hour for temporary
help, depending upon the level of experience of the applicants, so there is the potential for small costs
savings. The position would also likely be benefited, due to the expected long term nature of the need, if the
temporary employee remained with the City beyond the 1000 hour limit.
From an operational standpoint, use of serial temporary employees is not generally efficient due to the need
for the employee to be familiar with the specific City requirements rather than only general knowledge of
construction. Each new employee has to be trained and demands a high level of supervision until they
become proficient. Supervision efforts reduce staff's availability to provide CIP inspections and can result in
a shift of some work to consultant services,which essentially adds cost to the temporary employee costs.
The City's Human Resource Management Policies incorporated in the most recent budget,identify temporary
employees as appropriate for peak workload requirements where less than year-round staffing is required.
Based on recent experience, even with lower development activity, this is a year-round need. Even at current
inspection staffing levels, consultant services are regularly being used to meet peak construction activity
seasons. This alternative does not appear to meet the intents of the policies, substituting temporary staff for
permanent as a strictly cost cutting measure.
B2=279
, COMMUNITY •
CIP ENGINEERING REGULAR STAFFING REDUCTION
Providing the work through consultants will be considerably more expensive and is not considered a viable
alternative to regular staff.
Operating Program
CIP Engineering(50410)
Cost Summary
The cost savings associated with the elimination of one Engineering Inspector position is approximately $99,900
in 2011-12 and$104,600 in 2012-13. This position is currently filled with one full time employee.
Line Item Description Account No. 2011-12 2012-13
Staffing 99,900 104,600
Regular Salaries 100-50410-7010 63,100 66,400
Retirement 100-50410-7040 20,400 21,800
Health Insurance 100-50410-7042 15,100 15,100
Medicare 100-50410-7044 1,000 1,000
,Uneniployement Ins 100-50410-7046 300 300
Total Operating Costs 99,9001 104,600
B2-280
avwt
ITRANSPORTATION
TEMPORARY TRANSPORTATION STAFFING
Request Summary
Reduce part-time Temporary staff position by 0.75 full-time equivalent(FTE)in the Transportation Planning and
Engineering program will save approximately$33,500 annually.
Key Objectives
Reduce Transportation Planning and Engineering operating program costs to assist in closing the City's current
budget gap.
Existing Situation: Factors Driving the Need for Change
The City has a budget gap that needs to be eliminated. Programs across the City are reducing operating budgets to
reduce expenditures and eliminate the overall funding shortfall.
Reducing temporary staffing by 0.75 FTE from the Transportation division will assist in reducing operating
program expenditures for the Transportation division.
Temporary staffing in the Transportation division provides intern support for various transportation and traffic
projects. A reduction in this staffing allocation will result in a slower citizen response time to traffic-related
needs. The delivery and implementation of various traffic projects, such as the annual Traffic Safety Program,
Traffic Operations and Neighborhood Traffic Management Programs will be significantly delayed by several
months as a direct result of this staffing reduction.
Goal and Policy Links
This operating program change supports the following goals and policies:
1. 2011-13 Major City Goal: Preservation of Essential Services
2. 2011-13 Major City Goal: Traffic Congestion Relief
3. 2011-13 Other Important Goals: Infrastructure Maintenance
Service Priority Ranking
2=High
Program Work Completed
This temporary position is currently vacant. The Transportation Programs staff position (usually filled by
interns) is designed to support various traffic programs, such as the implementation of recommendations resulting
from the annual traffic safety report,traffic operations programs and neighborhood traffic management programs.
Environmental Review
No environmental review required in this section.
B2-281
TRANSPORTATION
s
TEMPORARY TRANSPORTATION STAFFING
Program Constraints and Limitations
1. Assumes the corresponding SOPC restoring the Engineer staff position is approved. If the SOPC is
denied, Traffic Safety Reports and programs will be suspended for minimum of two years as a significant
impact of insufficient staffing levels.
2. Assumes the delivery and implementation of various traffic projects, such as the annual Traffic Safety
Program, Traffic Operations and Neighborhood Traffic Management Programs will be significantly
delayed by several months as a direct result of this temporary staffing reduction..
Stakeholders
Transportation Planning & Engineering and CIP Engineering staff would be affected by the program constraints
and limitation of this position reduction. Additionally, community members,pedestrians and bicyclist would also
be affected by a reduction in transportation staffing support.
Implementation
The temporary staffing position is currently vacant. This request would decrease the temporary staffing FTE
allocation by 0.75 effective upon adoption of the 2011-13 Financial Plan.
.7117 Reduce 0.75 FTE Temporary Staffing in the Transportation Planning&Engineering July 2011
division
Key Program Assumptions
1. Assumes that the duties of the Transportation Programs intern position could be carried out by current
temporary or regular staff or the City could attract unpaid intems.
2. This request assumes that the City will be seeking and applying for grants for alternative transportation.
Program Manager and Team Support
Program Manager. Transportation Programs Manager
Project Team. Transportation Planning & Engineering, CII' Engineering and Public Works
Administration staff
Alternatives
1. Continue the Status Quo. The temporary staffing position will continue to provide Transportation Programs
assistance and support for the Transportation Division.
2. Defer or Re-Phase the Request This temporary staffing would not be reduced. These staffing hours could
be used to make progress on the Traffic Safety,Traffic Operations and NTM Projects.
B2-282
TRANSPORTATION• •
TEMPORARY TRANSPORTATION STAFFING
3. Change the Scope of Request A less than 0.75 FTE temporary position would be reduced. This would not
allow for sufficient temporary staff time to remaining the Transportation division to provide adequate
Transportation programs support.
4. Implementation in a Different Way. Volunteer services could be sought after for Transportation Programs
assistance. However the turnover of volunteers is usually higher and their level of commitment is usually
lower. Additionally,more staff time is needed to oversee and manage volunteers.
5. Existing Program Evaluation. This program service cannot be accomplished with fewer regular employees.
Operating Program
Transportation Planning and Engineering(50500)
Cost Summary
A reduction in temporary staffing by 0.75 FTE will save the Transportation division approximately $33,500
annually.
Line Item Description Account No. 2011-12 2012-13
Staffing 33,500 33,500
Temporary.Salaries 100-50500-7014 32,900 32,900
Medicare 100-50500-7044 500 500
Unemployment Insurance 100-50500-7046 100 100
Total Operating Costs $ 33,500 $ 33,500
B2-283
2011-13 Operating Cost Juction Options At ach ant S
PUBLIC WORKS DEPARTMENT
Description Service Impact Temp Regular 2010-11 Annual Savings Service
rity
Staff Staff Budget 2011-12 2012-13 SOPC Rank
TRANSIT SERVICES
ENTERPRISE FUND 50700
Transit Services Reduction of Contract 1,830,700 $89,100 $118,800 X 3
Division Reduce with First Transit as a
Purchased provider for SLO
Transportation Transit system. This
by Eliminating reduction is based upon
Evening Services the contract price per
mile, fuel costs per mile
Eliminate SLO and the expected
Transit's revenue amount
EVENING received from public
SERVICE ridership fares per mile.
Revenue offset Elimination of the
$4,571 (Cal Poly Evening Services for
not included) SLO Transit will
directly affect Cal Poly
Unknown affect related ridership,&to a
on pass sales lesser degree Seniors,
disabled and Regional
Effective Octover riders connecting to.
/, 20// SLO transit routes.
The demographic of
patrons affected by this
reduction in Evening
Services areas follows:
Cal Poly-83%
Adult-6%
Senior/Disabled-5%
Regional-4%
Other:2%
Approximately 59,580
riders in 2009-10
Transit Services Reduction of Contract 1,830,700 $23,400 $31,200 X 3
Division Reduce with First Transit as a
Purchased provider for SLO
Transportation Transit system. This
by Reducing reduction is based upon
Sunday Services the contract price per
By 1/3 mile, fuel costs per mile
and the expected
Reduce SLO revenue amount
Transit's received from public
SUNDAY ridership fares per mile.
SERVICE by
10,500 miles Reduction of 10,500
(1/3). miles of Sunday
Services for SLO
B2-284
nu
2011-13 Operating Cost 1._ -Auction Optionschsat 5
PUBLIC WORKS DEPARTMENT
Revenue offset Transit will directly
$5,000(Cal Poly affect Cal Poly related
not included) ridership,&to a lesser
degree Seniors,
Unknown affect disabled and Regional
on pass sales riders connecting to
SLO transit routes.
Effective July 1, The demographic of
1011 patrons affected by this
reduction in Sunday
Services are as follows
Cal Poly-30%
Adult-24%
Senior/Disabled-29%
Regional-6%
Transfers-6%
Other—5%
Approximately 39,801
ridership in 2009-10
Transit Services Eliminate Education $1,200 $1,200 $1,200 3
Eliminate &Training budget
Education& for Transit staff will
Training Budget have an impact on the
Eliminate level of trailing and
Education and recertification
Training budget of required. Staff will
$1,200 annually be disadvantaged in
learning of new
State/Federal funding
changes and may
miss out on applying
for grant funding for
transit projects.
Transit staff will not
keep up with current
practices,regulations or
funding opportunities
TOTAL 0.00 0.00 5113;700 5151,200
B2-285
��u sM
TRANSPORTATION
TRANSIT EVENING SERVICES REDUCTION
Request Summary
Reduction on the SLO Transit Services to eliminate Evening Services will save approximately $89,100 in 2011-
12 and$118,000 in 2012-13.
Key Objectives
Reduce Transit Services operating budget expenditures
Existing Situation: Factors Driving the Need for Change
The existing situation is affected by various unknown in revenue forecasting as detailed below.
The Transportation Development Act (TDA) grants are a major source for transit funding. Funding has been
reduced due to lower share of retail sales tax. San Luis Obispo (SLO) Transit anticipates slight increase in
Federal funding for 2001-12 and 2012-13 Fiscal Years.
The SLO Transit is currently entering into contract negotiations for student ridership with Cal Poly University.
Contract agreement and the level of fimding is currently unknown. level of future funding but 83% evening
service riders are Cal Poly related and will need at least $102,000 above existing FY 2011 level to keep service
viable.
The Federal Transit Administration(FTA)funding is currently unknown due to Federal Budget crisis.
Goal and Policy Links
1. 2011-13 Major Council Goal for Traffic Congestion Relief
2. Climate Action Plan
3. General Circulation Element
4. Operating Program Goals of Vehicle operations, administration and facility and bus stop maintenance
Service Categorization Criteria
1 =Mandated
Program Work Completed
Preliminary budget forecast, identify demographics of passengers likely to be affected
Environmental Review
No environmental review required in this section.
Program Constraints and Limitations
A significant obstacle will be time frame to implement as need to hold public hearings via Mass Transit
Committee(MTC)and Council in advance of July 1, 2011
B2-286
-
i
TRANSPORTATION
TRANSIT EVENING SERVICES REDUCTION
Stakeholders
SLO Transit Passengers, MTC Advisory Body members, City Transit staff, bicyclist and pedestrians will be
affected by the implementation of SLO Transit marketing plan and public outreach.
Implementation
The augmentation to the Transit Services to reduce Evening Services will be effective October 1,2011,upon the
implementation of the City's 2011-13 Financial Plan.
1. Eliminate Evening Services effective July 1, 2011 . October 2011
2. Reduce Purchased Transportation budget b $89,100 October 2011
Key Program Assumptions
1. Assumes TDA, State Transit Assistance(STA)and Cal Poly funding remain at current levels or above.
2. Assumes the San Luis Obispo Regional Transit Authority (SLORTA) budget costs increase at a
reasonable rate.
Program Manager and Team Support
Program Manager. Transit Manager
Project Team. Transit Services and Public Works Administration staff.
Alternatives
Continue the Status Quo. Delay until more detailed funding information is available in.FY 2012
Change the Scope of Request Identify low ridership trips on all routes including weekday and reduce service by
November 30, 2012
Implementation in a Different Way. Seek additional Cal Poly related funding in proportion to demographics
(83%)
Operating Program
Transit Services (50700)
Cost Summary
This decrease in evening services to the Transit Services division operating budget effective October 1, 2011,
would save approximately$89,100 in 2011-12 and$118,800 in 2012-13.
line Item on I Account No. 2011-12A2012-MI03Other E nditures 89,100R rebased T nation 50700.7337 89,100Total Casts 89,100 11$
B2-287
P
TRANSPORTATION
TRANSIT SUNDAY SERVICES REDUCTION
Request Summary
Reduction on the SLO Transit Services to Reduce Sunday Service by 10,500 revenue miles (1/3 of miles) will
save$23,400 in 2011-12 and$31,200 in 2012-13.
Key Objectives
Reduce Transit Services operating budget expenditures
Existing Situation: Factors Driving the Need for Change
The existing situation is affected by various unknown in revenue forecasting as detailed below.
The Transportation Development Act (TDA) grants are a major source for transit funding. Funding has been
reduced due to lower share of retail sales tax. San Luis Obispo (SLO) Transit anticipates slight increase in
Federal funding for 2001-12 and 2012-13 Fiscal Years.
The SLO Transit is currently entering into contract negotiations for student ridership with Cal Poly University.
Contract agreement and the level of funding is currently unknown. level of future funding but 83% evening
service riders are Cal Poly related and will need at least $102,000 above existing FY 2011 level to keep service
viable.
The Federal Transit Administration(FTA) funding is currently unknown due to Federal Budget crisis.
Goal and Policy Links
1. 2011-13 Major Council Goal for Traffic Congestion Relief
2. Climate Action Plan
3. General Circulation Element
4. Operating Program Goals of Vehicle operations,administration and facility and bus stop maintenance
Service Categorization Criteria
1 =Mandated
Program Work Completed
Preliminary budget forecast, identify demographics of passengers likely to be affected
Environmental Review
No environmental review required in this section.
Program Constraints and Limitations
A significant obstacle will be time frame to implement as need to hold public hearings via Mass Transit
Committee(MTC)and Council in advance of July 1,2011
B2-288
i
P
ITRANSPORTATION
TRANSIT SUNDAY SERVICES REDUCTION
Stakeholders
SLO Transit Passengers, MTC Advisory Body members, City Transit staff, bicyclist and pedestrians will be
affected by the implementation of SLO Transit marketing plan and public outreach.
Implementation
The augmentation to the Transit Services to reduce Sunday Services will be effective October 1, 2011,upon the
implementation of the City's 2011-13 Financial Plan.
1. Eliminate SLO Transit Sunday Services effective July 1,2011 October 2011
2. Reduce Purchased Transportation budget b $23,400 October 2011
Key Program Assumptions
1. Assumes TDA, State Transit Assistance (STA) and the California Polytechnic University (Cal Poly)
funding remain at current levels or above.
2. Assumes the San Luis Obispo Regional Transit Authority (SLORTA) budget costs increase at a
reasonable rate.
Program Manager and Team Support
Program Manager. Transit Manager
Project Team. Transit Services and Public Works Administration staff.
Alternatives
Continue the Status Quo. Delay until more detailed funding information is available in FY 2012
Change the Scope of Request. Identify low ridership trips on all routes including weekday and reduce service by
November 30, 2012
Implementation in a Different Way. Seek additional Cal Poly related funding in proportion to demographics
Operating Program
Transit Services(50700)
Cost Summary
This decrease in Sunday services to the Transit Services division operating budget would save approximately
$23,400 in 2011-12 and$31,200 in 2012-13.
Llffi(tem 'on Accart No. 201142 2012-13
Other Operating Expenditures. 23,400 31,200
Purchased Transportation 530-50700-7337 23,400 31,200
Total Opemfm Costs 23,400 31,200 B2_289
2011-13 Operating Cost► Action Options J•' �����������
PUBLIC WORKS DEPARTMENT
Description Service Impact Temp Regular 2010-11 Annual Savings SOPC Service
Staffing Staffing Budget 2011-12 2012-13 Priority
Rank
PARIQNG SERVICES-ENTERPRISE FUND 510-50600
Parking Current contract $53,500 $12,500 $12,500 3
Services is about$50,000
Division annually.
Reduce
Landscape Staff has met
and with the
Pruning contractor
Service (Tennis
Contracts Landscape)and
they are willing
Reduce the to reduce the
Parking contract by 25%.
Landscape This reduction in
contract by service-level will
25%. limit the
frequency of
No offsetting pruning and is
revenue not expected to
substantially
Effective July affect parking
1. 2011 area landscaping.
P g•
This work will be
preformed at the
same frequencies
but with a
reduction in
service levels.
TOTAL 0.00 0.00 $12,500 $12,500
B2-290
2011-13 Financial Plan
s .
Fire Department
Operating Cost Reductions
Regular Annual Savings Service
Staffing 2011-12 2012-13 Category
Eliminate one fulltime Administrative Assistant position 1.0 74,700 78,300 3
Backfill three vacant firefighter positions with overtime 3.0 48,800 70,500 2
Reduce the fulltime Fire Inspector III position to.75 time 0.25 30,900 31,100 1
Reclassify Training Officer to Captain 16,100 32,500 2
Temporary Closing of Fire Station 3 432,700 394,500 2
Total Operating Cost Reductions 4.25 603,200 606,900
Total Operating Cost Reductions
B2-291
2011-13 Operating Cost Reduct. Options
FIRE DEPARTMENT
Description Service Impact 2011-12 Temp Regular Annual Savings SOPC Service
Budget Staff Staffing 2011-12 2012-13 Category
FIRE ADMINISTRATION (85100)
1. Eliminate one fulltime Currently,there are two 74,700 1.0 74,700 78,300 X 3
Administrative Administrative
Assistant position.This Assistant positions in
option affects regular Fire Administration.
staffing costs. The This reduction
reduction would be eliminates one of the
implemented on July 1, Administrative
2011. Assistant positions
which could result in
the following reduced
levels of servicer
1.Availability as a
receptionist,inability to
provide a high level of
customer service to
both external and
internal customers,due
to reduced"open"
telephone and counter
reception time.
2. Complying with the
requirements dealing
with processing
subpoenas.
3. Supporting the
review and preparation
of employee time card
information.
4.Tracking fees and
other moneys collected.
5. Supporting the
Administrative Analyst
with Accounts Payable
duties.
6.Additionally,other
tasks will be eliminated
or reduced.
Administrative support
for the internal
programs as well as
tasks which impact
other departments will
be evaluated and
prioritized for future
continuation. Further
explanation is provided
in the SOPC.
B2-292
2011-13 Operating Cost Reduct. .'Options
FIRE DEPARTMENT
2.Backfill three vacant There are cost savings 300,800 3.0 48,800 70,500 X 2
Firefighter positions when backfilling a Salary
with overtime.This vacant firefighter and
option decreases regular position with overtime benefits
staffing costs and versus hiring new
increases overtime for a personnel. (252,000)
net savings. Part of the This does not result in
reduction would be any reduction of service Overtime
implemented on July 1, level.Further
2011 with one vacant explanation is provided
position.Two positions in the SOPC.
are currently filled. The
two additional vacancies
are anticipated by
January 2012.
HAZARD PREVENTION(851-00)-
3.
85300 3.Reduce the Fire This reduction in the 123,400 .25 30,900 31,100 X 1
Inspector III position Fire Inspector III
from fulltime to.75 position from fulltime
time.This option to.75 could result in
decreases regular staffing increased tum around
costs.The position is time for fire safety plan
currently filled. The reviews, impacting
reduction would be customer service.
implemented on July 1, Further explanation is
2011. provided in the SOPC.
TRAINING 85400 -
4.Reclassify position of Reclassify the position 220,500 16,100 32,500 X 2
Training Battalion of Training Battalion Training
Chief to Training Chief to Captain. This BC
Captain. This option will maintain service
decreases regular staffing level. In addition,it will
costs.The position is increase our cadre of (190,500)
currently filled with a training officers from
retirement anticipated in one to three by sharing Training
December 2011. The resources with the Captain
reclassification would be County Fire
implemented January 1, Department.Further
2012. explanation is provided
in the SOPC.
EMERGENCY RESPONSE 85200
5.Temporary Closing of This reduction would 830,000 432,70 394,50 X 2
Fire Station 3.This temporary close Fire 0 0
option decreases Station 3 as a result of
overtime expenditures. reduced staffing.If
The reduction would be staffing falls below 14
implemented on January personnel per shift(as a
1,2012. result of vacation,sick
leave,etc.)the position
would not be backfilled..
B2-293
2011-13 Operating Cost Reduct. . Options
FIRE DEPARTMENT
This could occur for up
to 3 Emergency
Response personnel per
shift.This will result in
a reduced level of
service;
1. Longer response
times to emergencies in
the geographic area of
the empty fire station
compromising the
welfare of the public.
2.Inability to
accomplish critical
tasks in a timely
manner due to fewer
personnel on scene.
3.Compromise safety
of response personnel
on a large or dynamic
incident.
4. Increase reliance on
surrounding fire
departments and off-
duty personnel,
resulting in slower
mitigation of the
incident.
5. Limits ability to
respond to
simultaneous incidents.
Further explanation is
provided in the SOPC.
TOTAL 0 4.25 603,20 606,90
0 0
B2-294
s
LIC SAFETY
ELIIvCNATE ONE FULLTIME ADMINISTRATIVE ASSISTANT POSITION
Request Summary
Combine the two Administrative Assistant positions into one Administrative Assistant position and redefine the
duties of the remaining position. This reduction will save$74,700 in 2011-12 and$78,300 in 2012-13.
Key Objectives
Eliminating one fulltime Administrative Assistant position will save the Fire Department$74,700 in 2011-12 and
$78,300 in 2012-13 and assist the Department in meeting its cost reduction goal. Eliminating the position may
result in the following service reductions:
1. Inability to provide a high level of customer service to both external and internal customers, due to reduced
"open" telephone and counter reception time (closure of office at 3:00 p.m. daily or earlier if staff
unavailable to respond to front desk/reception responsibilities).
2. Inconsistency in mail distribution and other business at City Hall..
3. Complying with the requirements of processing subpoenas.
4. Supporting the review and preparation of employee time card information.
5. Tracking fees and other moneys collected.
6. Supporting the Administrative Analyst with Accounts Payable duties.
7. Coordination of the Public Educationprogram which may lead to a reduction or elimination of the public
education programs provided by the Fire Department.
Existing Situation: Factors Driving the Need for Change
As part of the Citywide effort to close a 2011-13 budget gap, and to address the projected on-going budget gap
beyond 2013, the Fire Department is proposing to eliminate:one fulltime administrative assistant position as a
budget reduction option from our operating budget. Salary and benefits comprise 96% of the Fire Department
operating budget.
The Fire Chief's full time Administrative Assistant.11I position has been vacant for 3 months and critical tasks are
not being performed. The result is inefficiency which is prohibiting the Fire Department to function at an
acceptable level. Examples of duties and responsibilities not being performed are the following: adequate
maintenance of calendar and coordination of schedules, project research and report preparation, reviewing
reports prepared for the City Council and City Administrative Officer, preparation of Council Agenda Items,
attend and record the minutes of various committees, follow-up on decisions, preparation of detailed and
confidential correspondence, organizing and maintaining various administrative, confidential, reference and
follow-up files,provide work direction,review and instruction to office and or volunteer staff on projects..
Goal and Policy Links
1. Fiscal sustainability of City.
2. Meeting Fire Department budget reduction target for 2011-13.
Service Categorization Criteria
Functions for Proper Organizational Management#3
B2-295
■ e
LIC SAFETY
ELIlVIINATE ONE FULLTIME ADMINISTRATIVE ASSISTANT POSITION
Program Work Completed
As stated, San Luis Obispo Fire Department has been operating without a fulltime Administrative Assistant III
for 3 months. "Crossover" duties (between the Admin II and III positions) have already occurred which
necessitates the need for the reclassification.
Environmental Review
No Environmental Review required.
Program Constraints and Limitations
The redistribution of duties assigned to this position will cause an increase or shift in workload for other
employees. Certain services performed would be eliminated; response and availability to the public could be
delayed.
Stakeholders
1. Other employees in the Fire Department and other City departments.
2. Members of the Community.
Implementation
Task Date
1.
. -
1. Eliminate one fulltime Administrative Assistant position and reassign or discontinue July 2011
current services and responsibilities assigned to this position.
Key Program Assumptions
With a re-prioritization of duties, the transfer of the current Administrative Assistant II to the Fire Chief's
Administrative Assistant III, and subsequent elimination of the Administrative Assistant II position, SLOFD will
reduce services that would be performed by the Administrative Assistant II. Since the reduction of temporary
staffing effective July 1, 2010 and the retirement of the Administrative Assistant III effective November, 2010
there has been an ongoing evaluation and reorganization of workload for the Administrative staff and
Administrative Assistant III in the Fire Prevention Bureau. Services have been reduced, transferred or eliminated
as a result of the ongoing reduction of administrative staff.
Program Manager and Team Support
Fire Chief and Fire Administrative Division Staff
Alternatives
Rather than eliminate the position, reduce the position to half-time, in order to help mitigate the impact. This
option would not realize as much savings for the City.
B2-296
PUBLIC SAFETY
ELIMINATE ONE FULLTIME ADMINISTRATIVE ASSISTANT POSITION
Operating Program
Fire Administration(85 100)
Cost Summary
Line Item Description I Account No.1 2011-12 2012-13
Staffing 74,700 78;300
Salaries-Regular 100-85100-7010 47,400 49,900
Retirement Contributions 100-85100-7040 15,300 16,400
Health and Disability Insurance 100-85100-7042 11,100 11,100
Medicare 100-85100-7044 700 700
,Unemployment Insurance 100-85100-7046 200 200
Total Operating Costs 1 74,700 78,300
B2-297
AtMChnL ant 5-
PUBLIC
s -
BACK-FILL THREE VACANT FIREFIGHTER POSITIONS WITH OVERTIME
Request Summary
Allowing a maximum of three Firefighter vacancies to be back-filled with overtime rather than hiring new
personnel will save$48,800 in 2011-12 and$70,500 in 2012-13.
Key Objectives
Backfilling three vacant Firefighter positions with overtime will save the Fire Department an estimated $48,800
in 2011-12 and $70,500 in 2012-13 and assist the Department in meeting its budget reduction goal. This will not
result in any reduction in service level.
Existing Situation: Factors Driving the Need for Change
As part of the Citywide effort to close a 2011-13 budget gap, and to address the projected on-going budget gap
beyond 2013, the Fire Department is proposing to back-fill three vacant firefighter positions with overtime as a
budget reduction option from our operating budget. Salary and benefits comprise 96% of the Fire.Department
operating budget.
Currently there is one vacant Firefighter position. It is anticipated that two additional vacancies will occur by
December due to attrition. Back-filling the positions with overtime are a key element of meeting the
Department's budget reduction goal.
Goal and Policy Links
1. Fiscal sustainability of City.
2. Meeting Fire Department budget reduction target for 2011-13.
Service Categorization Criteria
The major emphasis of Firefighters is to respond and mitigate emergencies, such as fires,medical,hazardous
materials,rescues,etc. This activity is a service priority ranking#2.
Program Work Completed
A preliminary meeting with International Association of Firefighters, Local 3523 was conducted. They are
requesting a"side letter".
Environmental Review
No Environmental Review required.
Program Constraints and Limitations
The only constraint or limitation to implementing this program is a "side letter" from the International
Association of Firefighters,Local 3523.
B2-298
d'Ct6�iG�atl
.IPUBLIC
BACK-FILL THREE VACANT FIREFIGHTER POSITIONS WITH OVERTIME
Stakeholders
Internal Stakeholders have been engaged in the resource impacts associated with budget reduction.
Implementation
Task Date
1.
. -
1. Back-fill the vacant Firefighter Position with Firefighters working overtime July 2011
2. Back-fill the two vacant Firefighter Positions with Firefighters working overtime January 2012
The two remaining vacancies are anticipated to occur on or before December 2011 due to attrition.
Key Program Assumptions
The key program assumption is that there is one vacant firefighter position and that two additional firefighter
vacancies will occur by January 1, 2012. One vacant firefighter position with salary and benefits is estimated at
$150,400 in 2011-12 and $155,500 in 2012-13. Annual overtime to back-fill the vacant position is estimated at
$126,000 per vacant position. Leaving up to three firefighter positions vacant and back-filling the positions with
overtime will save money.
Program Manager and Team Support
The Battalion Chiefs will have oversight of our staffing.
Alternatives
Hiring new firefighters to fill the vacant positions would not result in an estimated savings of$48,800 in 2011-12
and$70,500 in 2012-13.
Operating Program
Emergency Response(85200)
B2-299
PUBLIG SAFETY
BACK-FILL THREE VACANT FIREFIGHTER POSITIONS WITH OVERTIME
Cost Summary
Line Item Description Account No.1 2011-12 2012-13
Staffing 85200 300,800 466,500
Salaries Regular 100-85200-7010 166,400 261,000
Holiday 100-85200-7016 7,600 11,700
Uniform 100-85200-7018 1,600 2,400
FLSA Overtime 100-85200-7021 4,400 6,600
Retirement Contributions 100-85200-7040 97,000 149,100
Health and Disability Insurance 100-85200-7042 20,400 30,600
Medicare 100-85200-7044 2,800 4,200
Unemployment Insurance 100-85200-7046 600 900
Total Operating Costs 300,800 466,500
Offsetting Costs Savings or Revenues
Overtime 252,000) 396,000
Net Operating Costs 48,800 70,500
B2-300
PUBLIC
e
REDUCE THE FULLTIME FIRE INSPECTOR III POSITION TO .75 TIME
Request Summary
Reducing the fulltime Fire Inspector III position to .75 time effective July 1, 2011 will save $30,900 in 2011-12
and$31,100 in 2012-13.
Key Objectives
Reduce on-going projected budget gap by reducing staffing levels. Reducing the hours of the Fire Inspector III
position will save the Fire Department an estimated $30,900 in 2011-12 and $31,100 in 2012-13 and assist the
Department in meeting its budget reduction goal.
Existing Situation:Factors Driving the Need for Change
As part of the Citywide effort to close a 2011-13 budget gap, and to address the projected on-going budget gap
beyond 2013, the Fire Department is proposing to reduce the fulltime Fire Inspector III position to .75 time as a
budget reduction option from our operating budget. Salary and benefits comprise 96% of the.Fire Department
operating budget.
Reducing this position from full time to .75 time is a key element in meeting with the Department's budget
reduction goal. This action in all probability will increase the tum around time for fire safety plan reviews,
impacting customer service.
Goal and Policy Links
1. Neighborhood Wellness.
2. Fiscal sustainability of City.
3. Meeting Fire Department budget reduction target for 2011-13.
Service Categorization Criteria
The major emphasis of the Fire Prevention Bureau is to conduct fire and life safety inspections. This activity is a
service priority ranking#1 as required by local and state laws.
Program Work Completed
Preliminary meeting with International Association of Firefighters, Local 3523 was conducted.
Environmental Review
No Environmental Review required.
Program Constraints and Limitations
This is a meet and confer item with International Association of Firefighters, Local 3523. Reducing the position
to .75 time will in all probability increase the turn around time for fire safety plan reviews, impacting customer
service. The Fire Prevention Bureau will review work processes to determine if additional efficiencies can be
developed to allow for existing workload to be accomplished within the required timeframe or if work duties
need to be transferred to another individual or eliminated.
B2-301
Attach re-jjenLi •
PUBLIC SAFETY
REDUCE THE FULLTIME FIRE INSPECTOR III POSITION TO .75 TIME
Stakeholders
Internal Stakeholders have been engaged in the resource impacts associated with this budget reduction.
Implementation
Task Date
1. Reduce current full time Fire Inspector III Position to .75 time July 2011
Key Program Assumptions
The key program assumption is the number of fire and life safety inspections will remain at or near the current
level. An increase in building construction will create a proportionate increase in revenue at which time the Fire
Department will request funding the Fire Inspector III position be reinstated to fulltime.
Program Manager and Team Support
The Fire Marshal will have oversight.
Alternatives
Maintaining the status quo would not result in savings of$30,900 in 2011-12 and $31,100 in 2012-13.
Operating Program
Fire Prevention Bureau(85300)
Cost Summary
Line Item Description Account No.1 2011-12 2012-13
Staffing 30,900 31,100
Salaries-Regular 100-85300-7010 21,000 21,000
Retirement Contributions 100-85300-7040 6,800 7,000
Health and Disability Insurance 100-85300-7042 2,500 2,500
Medicare 100-85300-7044 300 300
Unemployment Insurance 100-85300-7046 100 100
Uniforms 100-85300-7018 200 200
Total Operating Costs 30,900 31,100
B2-302
'PUBLIC
RECLASSIFY POSITION OF TRAINING BATTALION CHIEF TO TRAINING CAPTAIN
Request Summary
Reclassifying the position of Training Battalion Chief to Training Captain in January 2012 will save $16,100 in
2011-12 and$32,500 in 2012-13.
Key Objectives
The reclassification of the Training Officer will save the Fire Department $16,100 in 2011-12 and $32,500 in
2012-13 and assist the Fire Department in meeting its budget reduction goal. This will not result in any reduction
in service level. In addition it will increase our cadre of Training Officers from one to three by sharing resources
with CalFire/San Luis Obispo County Fire Department.
Existing Situation: Factors Driving the Need for Change
As part of the Citywide effort to close a 2011-13 budget gap, and to address the projected on-going budget gap
beyond 2013, the Fire Department is proposing to reclassify the Training Officer position as a budget reduction
option from our operating budget. Salary and benefits comprise 96% of the Fire Department operating budget.
Reclassifying the position is a key element of meeting the Department's budget reduction goal.
Goal and Policy Links
1. Fiscal sustainability of City.
2. Meeting Fire Department budget reduction target for 2011-13.
Service Categorization Criteria
-The major emphasis of the Training Officer is the development,delivery, and tracking of in-service training,
some of which are State and Federal mandates.This is a service priority ranking#2.
Program Work Completed
A preliminary meeting with CalFire/San Luis Obispo County Fire Department regarding sharing of Training
Officer Resources has been conducted. Initial discussions have occurred with the San Luis Obispo Fire Battalion
Chief's Association and International Association of Firefighters,Local 3523.
Environmental Review
No Environmental Review required.
Program Constraints and Limitations
This is a meet and confer item with the San Luis Obispo Fire Battalion Chief's Association and International
Association of Firefighters, Local 3523.
Stakeholders
Internal and external stakeholders have been engaged in the impacts associated with the SOPC.
B2-303
Attachnant S ..
2011-13 Operating Cost Reduction Options
PUBLIC UTILITIES
Description Service Temp Regular 2011-12 Annual Savings SOPC Service
Impact Staffing Staffing Budget 2011-12 1 2012-13 Category
WATER SOURCE OF SUPPLY
Salinas Reservoir Services will 1,901,000 675,900 1,135,900 X 2
Operations. This not be
reduction option impacted by
recognizes changes the cost
in resource
requirements for reduction.
capital reserves Adequate
associated with funding will
maintaining the have been
Salinas Reservoir achieved for
water supply to the pending
City.The San Luis capital
Obispo County improvement
Flood Control and s.This action
Water Conservation aligns
District is the resource with
agency responsible finding
for the Salinas
Reservoir water requirements.
supply operations.
Whale Rock Services will 555,500 91,600 91,600 X 2
Reservoir.Adding not be
the Nacimiento Lake impacted by
water supply as a the cost
primary water reduction but
source for the City it will be
reduces the amount
of water required critical for
from Whale Rock operations to
Reservoir. Reducing carefully
water deliveries balance the
from Whale Rock City's water
will reduce the supply
amount of electricity portfolio to
required to pump minimize use
water to the water of water from
treatment plant in Whale Rock
proportion to
reductions in the Reservoir.
amount of water Whale Rock
which the City has will become
delivered from the third
Whale Rock source of
Reservoir. This water supply
reduction is$91,600 for the City
annually in 2011-13. behind
Nacimiento
and Salinas.
B2-313
2011-13 Operating Cost Reduction Options _ 5
PUBLIC UTILITIES
Description Service Temp Regular 2011-12 Annual Savings SOPC Service
Impact Staffing Staffing Budget 2011-12 2012-13 Category
WATER TREATMENT
Utilities,chemicals, Services will 612,500 42,200 25,900 X 1
contract services. not be
Electric utility, impacted as
chlorine chemicals 1)a favorable
and contract services bidding
will be reduced. climate
Chemical bids came
in favorably; State afforded this
inspection fees have cost
been reduced due to reduction
lower oversight option and 2)
required now that operational
process changes efficiencies
related to the reduced the
treatment plant level of
upgrade are fully oversight
dialed in.Electric needed for
demand for water
treatment reduced the water
due to a reduction in treatment
the amount of water plant at the
being treated. State level.
WATER DISTRIBUTION
Utilities.Due to Services will 46,200 14,600 14,600 X 1
increased energy not be
efficiencies resulting impacted as
from recent physical
infrastructure infrastructure
replacements and the
reprogramming of improvement
control systems and s resulted in
processes electrical this cost
usage will be reduction
decreased. I option
WASTEWATER COLLECTION
Utilities.Due to Services will 25,700 5,000 5,000 X 1
increased energy not be
efficiencies resulting impacted as
from the new Tank physical
Farm Lift Station, infrastructure
which replaced two
older, less energy improvement
efficient lift stations, s resulted in
electrical usage will this cost
be decreased. reduction
option
B2-314
2011-13 Operating Cost Reduction Options
PUBLIC UTILITIES
Description Service Temp Regular 2011-12 Annual Savings SOPC Service
Impact Staffing Staffing Budget 2011-12 2012-13 Category
WATER RECLAMATION FACILITY
Utilities.Based on Services will 33,800 7,000 0 X 1
natural gas usage not be
trends and with level impacted by
or slight decreases in this one-time
natural gas pricing budget
in recent years,plus reduction in
a zero rate change
projected for natural natural gas
gas in 2011-12,this utility based
allows for a one- on current
time budget usage trends
reduction in natural and natural
gas utility at the gas rates
Water Reclamation remaining
Facility. level in 2011-
12.
Chemicals.Process Services will 449,600 32,000 7,000 X 1
chemicals and not be
chlorine bids came impacted as a
in favorably which favorable
reduces the amount bidding
of funding required climate
to purchase these
items. afforded this
cost
reduction
option
WATER QUALITY LABORATORY
Laboratory Current 117,700 18,000 18,000 X 1
Services and service levels
Supplies.Pilot will not be
studies on impacted.
alternative
disinfection and
chlorine dioxide
methods are
completed,this
allows for a budget
decrease in lab
services and
supplies.
TOTAL i 0 0 i 3,742,000 886,300 1,298,000
B2-315
PUBLIC UTILITIES
SOURCE OF SUPPLY: SALINAS RESERVOIR OPERATIONS BUDGET REDUCTION
Request Summary
Ensuring efficient and reliable operations of the Salinas Reservoir by providing appropriate funding levels for
capital projects to the San Luis Obispo County Flood Control and Water Conservation District, the agency
responsible for the Salinas Reservoir water supply operations,required the City to increase its contribution to the
District over the last several years. Sufficient reserves required for capital projects are nearly funded and it is
now time to start ramping down reserve contributions. This action will result in a budget reduction of$675,900 in
2011-12 and a budget reduction of$1,135,900 in 2012-13. These reductions bring the City's payment down to
$725,000 in 2012-13 representing the projected base operating and minor capital budget levels for Salinas
Reservoir Operations after funding a booster pump station upgrade capital project.
Key Objectives
1. Continuing to ensure a safe and reliable source of water to meet the City's demand.
2. Providing adequate budget to maintain and operate the Salinas dam and water delivery system.
3. Meeting projected operational and capital expenses,while minimizing rate impacts.
4. Maintaining a structurally balanced budget for Salinas Reservoir water supply operations.
Existing Situation: Factors Driving the Need for Change
1. The San Luis Obispo County Flood Control and Water Conservation District operates Salinas Reservoir
under contract with the Army Corps of Engineers. Through the payments in the City's Source of Supply
program, the City pays for the total cost of operating and maintaining Salinas Reservoir and delivery system
for transporting raw water to the City's water treatment plant. The City also pays the County Parks for lake
water quality patrol services.
2. As part of the 2009-11 Financial Plan process the City's Source of Supply payment for Salinas Reservoir
Operation was increased by $25,000 (from $625,000 to $650,000) in 2009-10 and increased by $1,235,900
(to $1,860,900) in 2010-11. The approved budget increases provided funding towards the capital project
design and construction fora booster pump station upgrade, with capital project costs estimated at $238,800
for design and $1,052,200 for construction.
3. The booster pump station upgrade project design is complete. Advertising for construction bids is planned for
spring 2011. The original project budget estimate is in-line with the current project cost estimates. At time of
bid award, further project cost information will be available. Construction is currently planned to begin in
summer 2011.
4. Positioning the Water Fund for this project began in 2007, and continued each year thereafter. The City's
payment for Salinas Reservoir Operations was $1,860,900 in 2010-11 and will now decrease by$675,900 (to
$1,185,000) in 2011-12 and decrease by $1,135,900 (to $725,000) in 2012-13. In 2012-13 the $725,000
payment represents the base operating and minor capital budget levels for Salinas Reservoir Operations.
Goal and Policy Links
Water Source of Supply Operating Program Goal
Service Categorization Criteria
Water Source of Supply is ranked 2-High.
B2-316
Attachment 5
' PUBLIC UTILITIES
SOURCE OF SUPPLY: SALINAS RESERVOIR OPERATIONS BUDGET REDUCTION
Program Work Completed
Development of Salinas Reservoir water supply operating budget for 2011-12, with budget projections for 2012-
13 and 2013-14 is complete. City and County staff have mutually agreed on a combination of fund balance and an
adjustment in the City's payment to ensure adequate budget to meet operational and capital expenses, while
minimizing rate impacts.
Environmental Review
No environmental review required.
Program Constraints and Limitations
There are no significant project constraints or limitations.
Stakeholders
Water customers in the community
City and County staff
Implementation
Task Date
Reduce
. -
Reduce budget in Source of Supply for Salinas Reservoir Operations July 2011
Program Manager
Program Manager. Water Division Manager
Operating Program
Water Source of Supply(55110)
Cost Summary
Ensuring efficient and reliable operations of the Salinas Reservoir by providing appropriate funding levels for
capital projects to the San Luis Obispo County Flood Control and Water Conservation District will result in a
budget reduction of$675,900 in 2011-12 and a budget reduction of$1,135,900 in 2012-13.These reductions will
reduce the City's payment to $725,000 in 2012-13 representing the projected base operating and minor capital
budget levels for Salinas'Reservoir Operations after funding a booster pump station upgrade capital project.
Line Item Description Account No. 2011-12 2012-13
Contract Services 675,900 1,135,900
Budget Reduction
Salinas Reservoir Operations 500-55110-7289 675,900 1,135,900
Total Operating Budget Reduction 675100 1,135,900
B2-317
. PUBLIC UTILITIES
SOURCE OF SUPPLY: WHALE ROCK RESERVOIR ELECTRIC UTILITY REDUCTION
Request Summary
Adding the Nacimiento Lake water supply as a primary water source for the City will result in a reduction of
electrical utilities funding for the Whale Rock Pump Stations commensurate with reductions in the amount of
water which the City will have delivered from Whale Rock Reservoir. Whale Rock water supplies will move
from the second to the third source of water that the City will utilize in 2011-13.Using this new water supply will
reduce the City's estimated electrical pumping charges for Reservoir Operations by 591,600 annually in 2011-13.
Key Objectives
Ensuring the Water Treatment Plant meets daily water production demands for the community.
Existing Situations Factors Driving the Need for Change
1. Reducing City of San Luis Obispo raw water use from Whale Rock Reservoir.
2. Using Nacimiento and Salinas Reservoirs as the primary raw water sources for the City's potable water
demands.
Goal and Policy Links
This request meets the 2011-13 Source of Supply operating program objective to deliver raw water supplies in a
reliable,cost-effective manner.
Service Categorization Criteria
Water Source of Supply is ranked 2-High.
Program Work Completed
Adjustments in water deliveries have been made by Reservoir Operations and Water Treatment Plant staff.
Environmental Review
No environmental review required.
Program Constraints and Limitations
There are no significant project constraints or limitations at this time.
Stakeholders
Reservoir Operations staff and Water Treatment Plant staff
Program Manager and Team Support
Program Manager. Water Supply Supervisor
B2-318
PUBLIC UTILITIES
SOURCE OF SUPPLY: WHALE ROCK RESERVOIR ELECTRIC UTILITY REDUCTION
Project Tenn. Reservoir Operations Staff
Alternative
Continue the Status Quo. Continue use of Whale Rock water for secondary supply to the Water Treatment
Facility. This alternative would reduce the amount of water in storage at the reservoir and create additional
electrical expense for pumping. In addition, the City's entitlement of 3,380 acre feet per year from the
Nacimiento Reservoir can not be carried over(i.e. "banked") from year to year which means that the City should
maximize the use of the Nacimiento water source and use our other sources as needed. For these reasons,
continuing with the status quo is not recommended.
Operating Program
Source of Supply(55110)
Cost Summary
Reducing raw water use from the Whale Rock Reservoir will cause a reduction in utility service,usage for the
Reservoir Operations budget for the City of San Luis Obispo, resulting in a budget reduction of$91,600 annually
in 2011-13 in the Source of Supply program.
Line Item Description I Account No.1 2011-12 2012-13
Contract Services _ 91,600 91,600
Budget Reduction
Whale Rock Operations 500-.55110-7311 91,600 91,600
Total Operating Budget Reduction 1,600 91,600
B2-319
• •
e
LIC UTILITIES
WATER RECLAMATION FACILITY: UTILITY SERVICES AND CHEMICALS
Request Summary
Analyzing electrical and natural gas usage trends, projected utility service rates, and current chemical contract
bids and supply needs results in a cost savings of$44,000 in 2011-12 and a projected cost increase of$29,800 in
2012-13 at the Water Reclamation Facility. With off-setting cost savings in electric utility usage for Wastewater
Collections, and also for wastewater treatment chemicals based on current usage trends at the Water Reclamation
Facility,this results in a cost savings of$44,000 in 2011-12 and a.net cost increase of$17,800 in 2012-13.
Key Objectives
1. Maintaining all Water Reclamation Facility(WRF)processes at optimal operation.
2. Maintaining compliance with local, State and Federal regulations.
3. Protecting human and environmental health along San Luis Obispo Creek.
Existing Situation: Factors Driving the Need for Change
The significant operating program changes summarized in this request include a combination of both cost savings
and projected costs increases. The cost summary table at the end of this request provides the reader with a quick
"snapshot"of the overall costs savings, cost increases and net fiscal impacts.
1. Electric Utility—Wastewater processes demand a great deal of electricity and are in constant operation. All
processes utilize electricity to drive motors and pumps of various sizes. Projected electric utility rate
increases include 3.6% in 2011-12 and 4% in 2012-13.
Based on an evaluation of recent electrical usage trends for wastewater services and when considering
current wastewater flows, the new Tank Farm Lift Station which replaced two aged lift stations (old Tank
Farm and Rockview)will result in an electrical cost savings of$5,000 annually in 2011-13 in the Wastewater
Collection program. Based on current wastewater treatment processes and electric utility budget levels at the
WRF, electric utility services will not require a budget adjustment in 2011-12; the projected electric rate
increase will cost an additional $20,800(4%)in 2012-13 at the plant(from$520,000 to$540,800). Offsetting
costs savings in wastewater collection results in a cost savings of$5,000 in 2011-12 and a net cost increase
of$15,800 in 2012-13.
In 2010 there were two separate energy audits conducted at the Water Reclamation Facility. Several
suggestions came from those audits. AW staff is currently working with PG&E engineers to determine the
best approach to implementing energy savings at the WRF.
2. Chemicals — The WRF utilizes four chemicals for its treatment processes; Sodium Hypochlorite, Sodium
Bisulfite, Sodium Hydroxide, and Ferrous Chloride. Each of these chemicals plays a vital role in wastewater
treatment and more specifically in meeting the discharge limits as set forth in the City's NPDES (National
Pollutant Discharge Elimination System) permit. On a yearly basis the City solicits bids for chemicals for
water and wastewater treatment.
Based on chemical contracts for the term of February 1, 2011 thru January 31, 2012 and assuming a 5%
chemical cost increase for February 1, 2012 thru January 31, 2013, current wastewater treatment processes
and associated chemical and chlorine supply needs will result in an overall cost savings of$32,000 in 2011-
12, and a projected chemical (Sodium Bisulfite) cost increase of$9,000 (5% from $181,000 to $190,000)in
2012-13,with offsetting chemical cost savings of$7,000 resulting in a net increase of$2,000 in 2012-13.
B2-320
PUBLIC
WATER RECLAMATION FACILITY: UTILITY SERVICES AND CHEMICALS
3. Gas Utility — Based on projected gas utility rate changes of zero in 2011-12 and 2% in 2012-13, current
wastewater treatment processes and associated natural gas usage,there is a one-time cost savings of$7,000 in
2011-12, with no budget adjustment needed in 2012-13.
Goal and Policy Links
1. Compliance with regulatory requirements to maintain public health and protection of water quality.
2. Water and Wastewater Element of the General Plan, Section 12..
Service Categorization Criteria
Wastewater treatment is ranked 1 —Mandated.
Program Work Completed
This is an ongoing cost driven by market pricing. Chemical bids have been received.
Environmental Review
No environmental review is required.
Program Constraints and Limitations
Currently there are no constraints or limitations for this program.
Stakeholders
Water Reclamation Facility Supervisor and Staff
Implementation
Task Date
1. Electric Utility decrease in Wastewater Collection July 2011
2. Gas Utility decrease at the Water Reclamation Facility July 2011
3. Chemicals decrease at the Water Reclamation Facility July 2011
4. Electric Utility increase at the Water Reclamation Facility July 2012
5. Chemical increase at the Water Reclamation Facility July 2012
Key Program Assumptions
All projections are from either bids received or official utility source cost information.
Program Manager and Team Support
Program Manager. Water Reclamation Facility Supervisor
Project Team. Water Reclamation Facility Staff
B2-321
S�
i � P
PUBLIC UTILITIES
WATER RECLAMATION FACILITY: UTILITY SERVICES AND CHEMICALS
Alternatives
1. Defer or Re-Phase the Request. Electrical costs are set by the utility provider. Re-bidding chemical costs
would mean canceling existing contracts and re-bidding chemicals. The results would be predictably the
same.This is not recommended.
2. Change the Scope of Request. Chemicals purchased without a set contract price would vary with the market
value making budgeting very difficult and bidding more frequently would require significant staff resources.
Electrical costs are driven by the current supplier of electricity.
3. Existing Program Evaluation. In 2010 there were two separate energy audits conducted at the WRF.
Several suggestions came from those audits. The WRF is currently working with PG&E engineers on how
best to implement energy savings at the WRF. Staff continues to look at ways to cut electrical costs at the
WRF.
Operating Program
Water Reclamation Facility(55330)
Cost Summary
Based on current wastewater service operations and costs associated with utility services and chemicals for
wastewater treatment, there will be an operating cost savings of$44,000 in 2011-12 and a projected net operating
cost increase of$17,800 in 2012-13.
Line Item Description Account No.1 2011-12 2012-13
Other Operating Ex ndiures _ 0 29,800
Electric Utility Service 520-55330-7605 0 20,800
Chemicals-Sodium Bisulfite 520-55330-7815 0 9,000
Total Operating Costs 0 29,800
OffseWng Costs Savings
Electric Utility Service-WW Collections 520-55310-7605 (5,000) (5,000)
Gas Utility Service 520-55330-7609 (7,000) 0
Chemicals 520-55330-7775 (15,000) (7,000)
Chlorine 520-55330-7777 (17,000) 0
Net Operating Costs (44,000) 17,800
B2-322
IPUBLIC SAFETY
RECLASSIFY POSITION OF TRAINING BATTALION CHIEF TO TRAINING CAPTAIN
Implementation
The reclassification will occur January,2012 following the retirement of the current Battalion Chief in December
2011.
Task Date
FI
. -
I. Reclassify the position to Training Captain and assign a Captain as the Training Officer. January 2012
Key Program Assumptions
Reclassifying the Training Officer position from a Battalion Chief to a Captain will enhance our training
program. It will allow us to share resources with CalFire/San Luis Obispo County Fire Department Training
Division's team of Captains.
Program Manager and Team Support
San Luis Obispo Fire Department and CalFire/San Luis Obispo County Fire Department will both oversee the
sharing of training resources.
Alternatives
Maintaining the status quos would not result in a savings of$16,100 in 2011-12 and$32,500 in 2012-13.
Eliminating the Training Officer position would seriously compromise our ability to meet mandated training
requirements. Combining the Training Officer position with the Fire Marshal is not recommended due to the
workload and special requirements/certifications of each position.
Operating Program
Fire Department Training(85400)
B2-304
Attachfant s
IPUBLIC SAFETY
RECLASSIFY POSITION OF TRAINING BATTALION CHIEF TO TRAINING CAPTAIN
Cost Summary
Line Item Description I Account No.1 2011-12 2012-13
Staffing 110,300 222 300
Salaries Regular 100-85400-7010 74,100 148,200
Uniform 100-85400-7018 400 800
Retirement Contributions 100-85400-7040 29,000 59,800
Health and Disability Insurance 100-85400-7042 5,400 10,700
Medicare 100-85400-7044 1,100 2,200
UnerrploymentInsurance 100-85400-7046 300 600
Total Operating Costs 110,300 . _ 222,3.00
Offsetting Cost
Salaries regular 100-85400-7010 (57;400) (114,800)
Uniform 100-85400-7018 (400) (800)
Retirement Contributions 100-85400-7040 (30,200) (61,900)
Health and Disability Insurance 100-85400-7042 (5,100) (10,200)
Medicare 100-85400-7044 (900) (1,700)
Unemployment insurance 100-85400-7046 (200) (400)
Offsetting Cos 94,200 189;800
Net Operating Costs 16,100 32,500
B2-305
PUBLIC
RECLASSIFY POSITION OF TRAINING BATTALION CHIEF TO TRAINING CAPTAIN
Request Summary
Reclassifying the position of Training Battalion Chief to Training Captain in.January 2012 will save $16,100 in
2011-12 and$32,500 in 2012-13.
Key Objectives
The reclassification of the Training Officer will save the Fire Department $16,100 in 2011-12 and $32,500 in
2012-13 and assist the Fire Department in meeting its budget reduction goal. This will not result in any reduction
in service level. In addition it will increase our cadre of Training Officers from one to three by sharing resources
with CalFire/San Luis Obispo County Fire Department.
Existing Situation: Factors Driving the Need for Change
As part of the Citywide effort to close a 2011-13 budget gap, and to address the projected on-going budget gap
beyond 2013, the Fire Department is proposing to reclassify the Training Officer position as a budget reduction
option from our operating budget. Salary and benefits comprise 96%of the Fire Department operating budget.
Reclassifying the position is a key element of meeting the Department's budget reduction goal.
Goal and Policy Links
1. Fiscal sustainability of City.
2. Meeting Fire Department budget reduction target for 2011-13.
Service Categorization Criteria
The major emphasis of the Training Officer is.the development,delivery,and tracking of in-service training,
some of which are State and Federal mandates.This is a service priority ranking#2.
Program Work Completed
A preliminary meeting with CalFire/San Luis Obispo County Fire Department regarding sharing of Training
Officer Resources has been conducted. Initial discussions have occurred with the San Luis Obispo Fire Battalion
Chief's Association and International Association of Firefighters,Local 3523.
Environmental Review
No Environmental Review required.
Program Constraints and Limitations
This is a meet and confer item with the San Luis Obispo Fire Battalion Chief's Association and International
Association of Firefighters,Local 3523.
Stakeholders
Internal and external stakeholders have been engaged in the impacts associated with the SOPC..
B2-306
IPULIC SAFETY
s
RECLASSIFY POSITION OF TRAINING BATTALION CHIEF TO TRAINING CAPTAIN
Implementation
The reclassification will occur.January,2012 following the retirement of the current Battalion Chief in December
2011.
Task Date Reclassify the position to Training Captain and assign a Captain as the Training Officer. January 2012
Key Program Assumptions
Reclassifying the Training Officer position from a Battalion Chief to a Captain will enhance our training
program. It will allow us to share resources with CalFire/San Luis Obispo County Fire Department Training
Division's team of Captains.
Program Manager and Team Support
San Luis Obispo Fire Department and CalFire/San Luis Obispo County Fire Department will both oversee the
sharing of training resources.
Alternatives
Maintaining the status quos would not result in a savings of$16,100 in 2011-12 and $32,500 in 2012-13.
Eliminating the Training Officer position would seriously compromise our ability to meet mandated training
requirements. Combining the Training Officer position with the Fire Marshal is not recommended due to the
workload and special requirements/certifications of each position.
Operating Program
Fire Department Training(85400)
B2-307
17
PUBLIC
RECLASSIFY POSITION OF TRAINING BATTALION CHIEF TO TRAINING CAPTAIN
Cost Summary
Line Item Description I Account No. 2011-12 2012-13
Staffing -110,300 222,300
Salaries Regular 100-85400-7010 74,100 148,200
Uniform 100-85400-7018 400 800
Retirement Contributions 100-85400-7040 29,000 59,800
Health and Disability Insurance 100-85400-7042 5,400 10,700
Medicare 100-85400-7044 1,100 2,200
Unemployment Insurance 100-85400-7046 300 600
Total Operating Costs 110,300 222,300
Offsetting Cost
Salaries regular 100-85400-7010 (57,400) (114,800)
Uniform 100-85400-7018 (400) (800)
Retirement Contributions 100-85400-7040 (30,200) (61,900)
Health and Disability Insurance 100-85400-7042 (5,100) (10,200)
Medicare 100-85400-7044 (900) (1,700)
Unemployment Insurance 100-85400-7046 (200) (400)
Offsetting Cos 94,200 189,800
Net Operating Costs 16,100 32,500
B2-308
i
IPUBLIC SAFETY
TEMPORARY CLOSING OF FIRE STATION 3
Request Summary
Temporary closing Fire Station 3 when emergency response staffing falls below 14 personnel per shift effective
January 1,2012 will save$432,700 in 2011-12 and$394,500 in 2012-13 to meet budget reduction target.
Key Objectives
Reduce on-going projected budget gap by reducing staffing levels.
Existing Situation:Factors Driving the Need for Change
As part of the Citywide effort to close a 2011-13 budget gap, and to address the projected on-going budget gap
beyond 2013, the Fire Department is proposing the temporary closure of Fire Station 3 as a budget reduction
option from our operating budget. Salary and benefits comprise 96%of the Fire Department operating budget.
Daily emergency response staffing is 14 positions per 24 hour shift. The decrease in daily emergency response
staffing of up to 3 personnel per 24 hour shift will occur when a firefighter is scheduled to work but is off duty
due to vacation, illness, injury, mutual aid assignment, etc. Currently the contract requires another firefighter to
work overtime to meet the constant staffing requirement of 14 firefighters per shift.
This proposed staffing reconfiguration will save the Fire Department an estimated $432,700 in 201142 and
$394,500 in 2012-13 and assist the Fire Department in meeting its budget reduction goal of$579,000. This will
result in a reduced level of service:
1. Longer response times to emergencies in the geographic area of the empty fire station compromising the
welfare of the public.
2. Inability to accomplish critical tasks in a timely manner due to fewer personnel on scene.
3. Compromise safety of response personnel on a large or dynamic incident.
4. Increase reliance on surrounding fire departments and off-duty personnel, resulting in slower mitigation of
the incident.
5. Limits ability to respond to simultaneous incidents.
Fire Station 3 was selected due to geographic accessibility to Fire Station 3's area from neighboring fire stations..
Goal and Policy Links
1. Preservation of Essential Services and Fiscal Health.
2. Fiscal sustainability of City..
3. Meeting Fire Department budget reduction target for 2011-13.
Service Categorization Criteria
The major emphasis of Fire Department Operations is the quick&safe mitigation of various emergencies,
namely calls for Emergency Medical Service, fires,rescues,hazardous materials; etc.This activity is a service
priority ranking#2.
B2-309
IPUBLIC SAFETY
TEMPORARY CLOSING OF FIRE STATION 3
Program Work Completed
Initial research on the estimated savings has been conducted and Fire Station 3 has been selected for temporary
closure.
Environmental Review
No Environmental Review required.
Program Constraints and Limitations
There are significant constraints and limitations to implementing this budget reduction. It is anticipated there will
be negative community reaction to the occasional closure especially by the immediate neighborhood impacted by
a slower response time because local Fire Station 3 is closed. As this is a meet and confer with International
Association of Firefighters, Local 3523, the Fire Department estimated the earliest start date for January 1, 2012
which would condense the time available to meet the budget reduction of $425,000 requirement in 2011-12
resulting in four to six month closure between January 1,2012 and June 30,2012 of Fire Station 3.
Stakeholders
Internal and external stakeholders have not yet been engaged in the impacts associated budget reduction proposal.
Implementation
Task bate
1.
, -
1. Temporary closing Fire Station 3 January 2012
Key Program Assumptions
The temporary closing of Fire Station 3 will save money as a result of a reduced overtime.The consequences will
be a decrease in the level of service from current levels.
Achieving this budget reduction will require"understaffing"of up to three firefighters per shift for a total of 410
-24 hour shift positions in 2011-12 and 381 - 24 hour shift positions in 2012-13. The estimated saving per"shift
position" is $1,034. This would be $1,034 for understaffing one position, $2,068 for understaffing two positions
and$3,102 for understaffing three positions per 24 hour shift.
For 2011-12 budget savings in overtime,assuming the budget reduction is effective January 1,2012:
Understaffing three persons per 24 hour shift (three shift positions) will accomplish this budget reduction in 139
shifts resulting in closure of Fire Station 3 for approximately four months, 19 days during a six month period.
Understaffing of two persons per 24 hour shift (two shift positions) will accomplish this budget reduction in 209
shifts resulting in closure of Fire Station 3 for the entire six months.
Program Manager and Team Support
The Fire Chief will have oversight.
B2-310
PUBLIC
TEMPORARY CLOSING OF FIRE STATION 3
Alternatives
Maintaining the status quo would not result into an estimated savings of$432,700 in 2011-12 and $394,500 in
2012-13. Staffing a 2-person engine company is unacceptable and inefficient in an urban setting such as SLO
(due to call volume, number of target hazards and type of responses). Reducing the tiller truck to only 3
personnel would severely compromise their ability to perfoiin the tasks/duties in a safe and efficient manner.
Operating Program
Emergency Response(85200)
Cost Summary
Line Item Description Account No. 2011-12 2012-13
Staffing 432 700 394,500
Overtime 100-85200-7020 1 432,700 394,500
Total Operating Costs 432,700 394,500
B2-311
I � it Y�I�YLVJ IIY��IIY�
2. 011-13 Financial Plan
BUDGET - • --OPInN SUMMARY
•
Public Utilities
Operating Cost Reductions
Regular Annual Savings Service
Stam 2011-12 2012-13 Category
Water Source of Supply-Salinas Reservoir Operations 675,900 1,135,900 2
Water Source of Supply-Whale Rock Reservoir 91,600 91,600 2
Water Treatment-utilities,chemicals,contract services 42,200 25,900 1
Water Distribution-utilities 14,600 14,600 1
Wastewater Collection-utilities 5,000 5,000 1
Water Reclamation Facility-utilities 7,000 - I
Water Reclamation Facility-chemicals 32,000 7,000 1
Water Quality Laboratory-lab services and supplies 18,000 18,000 1
Total O eratin Cost Reductions.__ 886,300 1,298,000
B2-312
counat memoQAnbum
rcity o�san Luis os�spo;aamm►stuation�autmEnt'
DATE: April 11, 2011
TO: Mayor and City Council
VIA: Katie Lichtig, City Manager
FROM: Mary Bradley, Interim Finance& Information Technology Director
SUBJECT: Red File: Item B2 Strategic Budget Direction
Per a request by several Council members, we have compiled current organizational charts for
each City department. This information is presented as an addendum to the Strategic Budget
Direction report to provide Council members with an understanding of the personnel resource
allocation in each department as of the current fiscal year 2010-11.
bard cow: emal.
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From: Larry Pennington[SMTP:LNKPEN@SBCGLOBAL.NET]
Sent: Tuesday, April 12,2011 7:50:22 AM
To: Council, SloCity
Subject: budget
Auto forwarded by a Rule
Dear Mayor and Council Members,
It is way past time for the City to eliminate the Natural Resources Department.
I know how sacred it is to some, however,the.department has never proved useful.
The department is a terribly expensive waste.
Frankly it is an embarrassment that a town of our size has such a department in these
difficult economic times.
Thank you.
Sincerely,
Larry Pennington
Lnkpen@hotmail.com
546-0880
hard COM email:
n COUNCM7CL
DR
o• �CMcnEt: RED FILE
n A7"MDIR
c,�oRICE CMF MEETING AGENDA
o PIBKS&RECDRo TRIUNEDIR DATE ! ITEMC 'TOMIROSIACr1VNNCIL MOR$
From: Bill Cattaneo[SMTP:MSBREEZE@BELLSOUTH.NET]
Sent: Thursday, April 14, 2011 4:17:51 AM
To: Council, SlOCity
Subject: Residents for Quality Neighborhoods
Auto forwarded by a Rule
Dear City Council Members,
I no longer live in San Luis Obispo, but I wish to express my support
for the recent request for additional staff initiated by the Residents
for Quality Neighborhoods organization to alleviate blight and
disorderly resident behavior.
Sincerely,
Bill Cattaneo
451 Mallard Creek Road
Louisville, Kentucky 40207 77JJ�� "'•/`
12,1
a7 7 86X-
I. 1
SLO City Inflation .Adjusted Expenditures Per Capita--1996 v. 2010
Department Expenditures 1996 2,00 1996/Person 20101Person 2010 Abs Inc 1996 Adiusted 2010 Adjusted Adi%increased
Police $5,937700 $14,525,300 $143 $323 125% $212 $323 r53%
Fire $4,336,100 $9,678,300 $105 $215 106% $155 $215 39%
Transportation $1,462,900 $3,019,700 $35 $67 90% $52 $67 29%
Leisure,Cultural,Social $3,099,800 $6,279,900 $75 $140 87% $111 $140 26%
Community Development $2,323,300 $5,394,300 $56 $120 114% $83 $120 45%
General Government $2.793.200 $7.253.600 $L 161 139% $100 $1fit 62%
$19,954,996 $46,153,110 $482 $1,027 nom,, $712 $1,027 44%
CPI 153 226 48% gUIbUC
Population 41,404 44,948 8.6%
Total City FTE 329 359 9.1%
1996 2010 Change
Total City Expenditures per capita inflation adjusted �^`i ��Z $712 $1,025 $313
%That goes to Staffing Costs �(� _65%°___ 80% _
Staffing expenditures per capita $463 $820 $357
Inflation adjusted,per capita%increase �}itOQNG�y 77%
Total Staffing Costs Inflation Adjusted $19,161,771 $36,857,360
Adjust Cost per EmployeeC�21< $58,242 $102,667 76%
Zee CouvciL. ALL — ----- - ---- -- -----
Comparable Cities—Staffing% Arroyo Grande 75.8%
Grover Beach 71.0%
Pismo Beach___(Sub contract out Fin:) ___--_ 54.7% _
,AFTER BINDING ARBITRATION —
Department Expenditures 2001 2010 2001/Person 2010/Person 2010 Abs Inc 2001 Adjusted 2010 Adjusted A_di%Increased
Police $7,340,700 $14,525,300 $166 $323 95% $215 $323 50%
Fire $4,841,200 $9,678,300 $109 $215 97%° $142 $215 52%
Transportation $1,659,700 $3,019,700 $38 $67 79% $49 $67 38%
Leisure,Cultural,Social $4,113,300 $6,279,900 $93 $140 50% $121 $140 16%
Community Development $3,501,200 $5,394,300 $79 $120 52% $103 $120 17%
General Government $3,868,100 $7.253.600 $87 $161 84% 11 16 42%
$25,326,201 $46,153,110 $573 $1,027 $743 $1,027
CPI 174 226 30%
Population .44,218 44,948 1.7%
Total City FTE 350 359 2.6%
2001 2010 Chance
Total City Expenditures per capita inflation adjusted $743 $1,025 $282
%That goes to Staffing Costs 70% 80%
Staffing expenditures per capita $520 $620 $300-------1
I
Inflation adjusted,per capita%increase gg°�
Total Staffing Costs Inflation Adjusted $22,998,211 $36,857,360
Adjust Cost per Employee - $65,709 $102,667 56%
(BEFORE BINDING ARBITRATION
Department Expenditures 1996 2000 1996/Person 2000/Person 1996 Abs Inc 1996 Adjusted 2000 Adjusted Adi%increased
Police $5,937,700 $6,901,900 $143 $156 9% $153 $156 2%
Fire $4,336,100 $4,581,900 $105 $104 -1% $112 $104 -7%
Transportation $1,462,900 $1,501,100 $35 $34 4% $38 $34 -10%
Leisure,Cultural,Social $3,099,800 $3,822,100 $75 $87 16% $80 $87 8%
Community Development $2.323,300 $3,102,100 $56 $70 256/6 $60 $70 17%
General Government $2,793,200 $3.838.400 $67 $87 29% $72 $$87 21%
$19,954,996 $23,749,500 $482 $538 $514 $538
CPI 153 168 10%
Population 41,404 . 44,174 6.7%
Total City FTE 329 350 6.4%
Total Ci Expenditures per capita inflation adjusted 514 2 38 Change
City P P P 1 $514 $538 $23
%That goes to Staffing Costs 65% 70%
Staffing expenditures per capita $334 $376 $42
Inflation adjusted,per capita%increase 13%
Total Staffing Costs Inflation Adjusted $13,837,129 $16,623,250
Adjust Cost per Employee $42,058 $47,495 _13%—__Ji
THE PRObL-EM WITH "COMPARABLE uTIES"
Poiiulation Employees Emo/100.000 Emp Rank Home Rank Med Home
SLO 44,174 350 792_ 4 4 $640,000
Chico 59,954 408 681 6 9 $339,342
Davis 60,308 453 751 5 7 $568,750
Monterey 30,329 430 1418 2 2 $899,000
Napa 72,585 450 620 8 6 $570,000
Paso 26,856 174 648 7 7 $469,500
Sant Barb 92,325 1049 1136 3 1 $1,047,500
Santa Cruz 55,593 800 1439 1 3 $735,000
SM 77,423 450 581 10 8 $455,000
Ventura 104,258 620 595 9 5 $580,000
Baseline City A City B Citv C City D City E Ave Min Max COLA %above Ave
$90,000 $95,000 $100,000 $105,000 $110,000 $100,000 $90,000 $110,000 3% 5%
Year 1 City A Citv B Citv C City D City E Ave Min Max
$105,000 i $97,850 $103,000 $108,150 $113,300 $105,460 $97,850 $113,300
Year 2 City A City B Citv C City D City E Ave Min Max
$108,150 $110,733 $106,090 $111,395 $116,699 $110,613 $106,090 $116,699
Year 3 City A Citv B City C I City D City E Ave Min Max
$111,395, $114,055 -$116,.144 $114,736- $120,200 $115,306 $111,395 $120,200
Year 4 City A City B Citv C City D City E Ave Min Max
$114,736 $117,477 $118,765 $121,071 $123,806 $119,171 $114,736 $123,806
Year 5 City A City B City C City D City E Ave Min Max
$118,178 $121,601 $122,328 $124,703 1 $125,130 $122,268 $118,178 $125,130
City A City B City C City D City E Ave Min Max
% Increase 31% 27% 22% 19% 14% 22% 31% 14%
Baseline Cit A City B City C City D City E 6 ve Min Max COLA %above Ave
00,000 $95,000 $100,000 r$105,000 $110,000 $100,000 $90,000 $110,000 30% 10.0%
Year 1 City A Citv B Citv C City D City E Ave Min Max
$110,000 $97,850 $103,000 $108,150 $113,300 $106,460 57;850 $113,300
Year 2 Cit A Cit4 B City C Citv D City E Aye Min Max
$113,300 $117,106 $106,090 $111,395 $116,699 $112,918 $106,090 $117,106
Year 3 City A City B City C City D City E Ave Min Max
$116,699 $120,619 $124,210 1 $114,736 $120,200 $119,293 $114,736 $124,210
Year 4 City A City B . CiMCCity= City E Ave Min Max
$120,200 $124,238 $122,872 1 $131,222 $123,806 $124,467 $120,200 $131,222
Year 5 City A City B City C City D City E Ave Min Max
$123,806 $127,965 $126,558 $135,159 $136,914 $130,080 $123,806 $136,914
City A City B City C City D City E Ave Min Max
% Increase 38% 35% 27% 29% 24% 30% 38% 240/6
sr0/1,61/AL
(022r�Po .�
From: Richard J. Krejsa [mailto:rkrejsa@calpoly.edu]
Sent: Wednesday, April 13, 2011 1:11 PM
To: Council-ALL
Cc: Lichtig, Katie
Subject: Replacement Letter of Public. Comments Not Given Tuesday
Evening
Mayor Jan Marx 13 April 2011
City Council at City Hall k),P2WL4K
San Luis Obispo, CA 93401 it -&
r
Dear Mayor Marx* and Members of the Council, OCC eeaA)eaL. A-LL
Please substitute the letter attached below for that which I hastily
submitted to each of you via email around 7 pm yesterday evening.
I had thought that Agenda item B-1, being scheduled for 45 minutes,
would be completed by 8 pm. When I arrived at 8:05, people were
speaking at what I thought was the public comment period for Item B-2.
So I submitted my card to speak on that item but soon realized that the
speakers were still commenting on B-1. At the break time, around 9 pm,
I spoke to both Jan and John and they said that the discussion on item
B-1 should be over "within 30 min" and "within 15 minutes"
(respectively) ! I decided to stay.
However, at 10:18 pm, 3 hrs and 18 minutes after the meeting began, the
Council was just completing its vote on individual goal # 6_ I was
already in a lot of pain from sitting for 2 hours and some minutes and
so I decided to leave without having my few minutes during public
comment for item B-2, yet to come at some future time.
My health no longer permits me to sit or stand so long in any one place
so I am discovering that local politics is a young person's game.
Suggestion: Perhaps it would show at least a nod to your aging
citizenry to allow a short public comment period in advance of all
agenda items for seniors and/or others with handicaps that prevent them
from hanging around for 2-3-4 hours while the Council completes its
deliberations on any given issue or set of issues?
After last night's experience, I began to wonder who sets the time
allotments for agenda items at your Council meetings. Someone must have
known that all the city's economic "experts" would appear at a meeting
for "Major City Goal. . .Objectives" . When I was Chairman of the Board of
Supervisors, we would tend to overestimate the time allotments on
controversial issues in the hope that we would finish early and people
would feel satisfied rather than deliberately underestimate the time
and then be at least 3 hours over on a 45 minute item!
In any event, I will likely not come to another City Council meeting
because it is no longer fun and certainly not good for my health.
Attached, for the record, is a revised version of my testimony
submitted by email on 12 April 2011.
Dr. Richard J. Krejsa
1 Attachment
* My Apologies, Madam Mayor, for the misspelling of your name in my
previous correspondence. I didn't hear about the meeting until early
Tuesday evening. I dashed to my computer to write out my email and
didn't discover my mistake until I arrived in the Council Chamber at
8:05 pm. Mea culpa!
Public Comment. Agenda Item B-2 (12 April 2011)
Dear Mayor Marx and Council Members,
My name is Richard Krejsa. I am a resident of San Luis Obispo and I
don't envy your budgeting tasks for the next few months.
I am a small business owner with a very small business, "Dr. Dick's
Puppet Sticks", with 22 dancing employees (puppets) most of whom are
between 6 and 12 inches tall. In fact, most of my clients are only 2X
or 3X that size. My business specializes in awakening the spark of
creativity in those young persons who someday will grow up and become
heads of households with jobs that adequately and justly provide for
creativity in their families.
I don't want you to forget that, in addition to the environment, the
artists, musicians, poets, and puppeteers in and around our city are
what help make this place so special, perhaps even more so during hard
economic times. Hired consultants won't offer you that kind of advice
so I'm offering it to your Council free of charge!
Back in Fall, 1969, three successive poisonings occurred in SLO Creek
within 10-12 days and killed off more than 7 miles of the Creek's 15-
mile length. One poisoning, from the washing of Greyhound buses in its
then terminal garage (where Woodstock's Pizza is located) , entered via
the tunnel downtown and killed over 50, 000 fish between the Mission and
the sewage treatment plant. Those events were responsible for the
forming of ECOSLO and my own personal crusade to get a biological input
into city deliberations about pollution of SLO Creek and the city's
environment. A City Environmental Activity Inventory was done in 1989
and, in 1993 a group of almost two dozen of the. area's most talented
professionals in environmental fields were assembled as the City's
Environmental Quality Task Force (EQTF) . We served on the EQTF for
almost 2 years.
At that time, the City was looked upon as being based on the concept of
a three-legged stool or triangle with one leg/side being economic,
another environmental, and the third social. The estimated dollar value
of EQTF's volunteered professional services, if calculated on the basis
of their hourly or daily charges, totaled more than a quarter million
dollars! I would venture a guess that most, if not all, of the Council
and staff have never seen that report.
Out of the EQTF came the recommendation for a Natural Resource Manager
with especial credentials in aquatic biology. The City Administrator
and Council thought differently and hired a Natural Resource Manager to
acquire properties for our City's Green Belt. It was about five years
later that Phil Ashley and I helped convince the City to hire an
aquatic biologist, as EQTF had originally proposed.
In a nutshell, the Natural Resource Manager position took shape after
almost 30 years of multiple individual/group efforts. The City
Biologist position took five years longer to acquire. IF the Council
decides to eliminate either position, it would invalidate thousands
upon thousands of hours of hard fought citizen input and, in reality,
knock one leg out of the 3-legged stool which, we believed, was
critically balanced to support the City we all love.
Please do not enter into these Major City Goals and Strategic Budget
Direction discussions with the intent to dilute the importance of
either of these positions. And if you are truly considering the
changing of either position in any way, then I and others believe that
you should at very least call together and/or otherwise inform all the
stakeholders who have supported the establishment of these position
with years of hard work what goal (s) you are attempting to achieve by
replacing them.
Peace & Blessings,
Dr. Dick Krejsa
805 544-3399
rkrejsa@calpoly.edu
Peace & Blessings,
Dick Krejsa
Dr. Dick's Music
189 San Jose Court
San Luis Obispo, CA 93405
805 544-3399
From: Linda Seeley<lindaseeleynd,gmail.com>
Date: April 12, 20115:59:25 PM PDT
To: Council_ALL<Council ALL(iWocity.org>
Cc: "Lichtig, Katie" <klichtig(dslocity.orR> Assr 0° -r-Y Mtge.-
Subject: Natural Resources Manager A-tTrn4icy
�'iLG�/Ltt_
I understand that the Council is considering eliminating the position of Natural Resources
Manager when Neil Havlik retires at the end of the year.
I urge you to keep the position intact. Neil has proven himself to be an invaluable
resource to our city, and we need someone of his caliber and dedication to replace him.
Sincerely °� ' �a�u<_
Linda Seeley DIT
217 Westmont Ave
San Luis Obispo 93405jCG
805-544-8112
From: Richard J. Krejsa [mailto:rkrejsa@calpoly.edu) .
Sent: Tuesday, April 12, 2011 7:53 PM
To: Council—ALL
Cc: John B Ashbaugh
Subject: City Natural Resources Manager Position conversion to Parks
Manager Position?
Dear Mayor Marks and Council Members,
Back in 1969, I called attention to the 3 successive poisonings in 10-
12 days that occurred in SLO Creek killing off more than 7 miles of the
Creek's 15-mile length. One poisoning, from the washing of buses in the
Greyhound Bus terminal garage, entered the tunnel downtown and killed
over 50, 000 fish between the Mission and down toward the sewage plant.
That event started a personal crusade to get a biologist's input into
city deliberations about the environment. In 1989 an Environmental
Activity Inventory was done for the City and, in 1993, a group of the
area's most talented professionals in the environmental field were
assembled as the Environmental Quality Task Force (EQTF) .
That task force met for nearly 2 years. The estimated dollar value of
their volunteered professional services, if calculated on the basis of
their hourly or daily charges, totaled between a quarter million and a
half million dollars!
At that time, the City was looked upon as being based on the concept of
a three-legged stool or triangle with one leg/side being economic,
another environmental, and the third social.
Out of the EQTF came the recommendation for a Natural Resource Manager
with credentials in aquatic biology. The City Administrator and Council
thought differently and hired a Natural Resource Manager to acquire
properties for our City Green Belt. It was about five years later that
Phil Ashley and I convinced the City to hire an aquatic biologist, as
originally proposed.
In a nutshell, the position of Natural Resource Manager took shape
after almost 30 years of multiple individual and group efforts. The
City Biologist position took five years longer to acquire. IF the
Council decides to eliminate either position, it would invalidate
thousands upon thousands of hours of hard fought citizen input and, in
reality, knock one leg out of the 3- legged stool which, we used to
believe, was critical to support the City we all love.
Please do not enter into this discussion with the intent to dilute the
importance of either of these positions. And if you are considering the
changing of either position in any way, I believe that you should at
very least call together all the stakeholders who have supported the
establishment of these position with years of hard work.
Peace & Blessings,
Dr. Dick Krejsa
Dr. Dick's Music
189 San Jose Court
San Luis Obispo, CA 93405
805 544-3399
i
rcouncjl mEmoizanc�um
CitymmntUm
DATE: April 7, 2011 RECEIVED
TO: Mayor and City Council APR 0 j 2911
VIA: Katie Lichtig, City Manager SLO CITY CLERK
FROM: Michael Codron, Assistant City Manager
SUBJECT: Red File: Item B2 Strategic Budget Direction
The revised Significant Operating Program Change for Economic Development does not contain
any new content but has been updated to more closely match the Major City Goal work program.
Please replace pages 132-51 through B2-54 of your agenda with the attached corrected pages
132-50A through 132-54. Do not discard B2-49/50 as it is printed in duplex and you will extract
the information on the opposing page.
RED FILE bora co ' eman
, pCnUNCQ �F DDaDII
R
RF'°�MEETING AGENDA A cm DATE ITEM # 32 G �
)1 PDUCECHMF
PID )rPARK3&RECD2
�6 NEW MM DIR K
b sL.DcmNEWS PCOUNCIL .
P am bGR
nERK
CADocuments and SettingslarichardlDesktoplsopc.doc
• , • • • • �
STRATEGY FOR ECONOMIC DEVELOPMENT WORK PROGRAM
Request Summary
I. Authorize $60,000 in General Funds for contract services for the analysis associated with developing a
strategy for infrastructure phasing and financing in the expansion areas in the initial year of the Financial
Plan, 2011-12.
2. Authorize$12,500 in General Funds for contract services to collect data in support of the Business Retention
and Expansion Program.
3. Authorize $5,000 in General Funds for contract services for development and enhancement of the existing
City-Chamber of Commerce Business outreach website.
4. Authorize$25,000 in General Funds for contract services for collaboration efforts between Cal Poly, County,
City, and business community.
5. Authorize $15,000 in General Funds for contract services for Strategic Planning for the Economic
Development Program in the initial year of the Financial Plan, 2011-12.
Key Objectives
I. Implements Council adopted Economic Development Major City Goal for the 2011-2013 Financial Plan.
2. Develops an implementation plan for infrastructure in the Margarita and Airport Area specific plan areas to
facilitate job creation.
3. Leverages completed specific plans in the Margarita and Airport areas.
4. Adds to existing Economic Development Contract Services budget to accomplish strategic plan and ongoing
direction for the economic development program.
5. Furthers work accomplished and addresses goals identified by the Collaboration Committee research under
2009-2011 Financial Plan.
Existing Situation: Factors Driving the Need for Change
The Economic Development Major City Goal sets out an aggressive work program to promote job growth using
multiple strategies (see descriptions below). As detailed in the table following these program activities, the
program is requesting a total of$95,000 of one-time additional funding over the next two years to accomplish
these objectives.
A. Expansion Area Infrastructure Phasing and Financing Strategies. During the past decade,
substantial City resources have been allocated to completion of specific plans for the City's main
commercial expansion areas — the Margarita Area and the Airport Area. In addition, significant
undeveloped acreage covered by these specific plans has been annexed to the City. With completion of
the first phase of the Airport Area annexation and the specific planning process to guide land use in
these areas, it is timely to begin to apply economic development efforts towards business expansion
here. To accomplish this, an examination of the infrastructure costs, needs and potential tools for
successful development of business attraction and expansion areas is proposed. In particular, there is a
need to ensure that the requirements for infrastructure in the early stages of development in these
expansion areas does not serve as an impediment to reasonable growth. Strategies that address the
required phasing of infrastructure and financing of public improvements will be sought to ensure the
timely implementation of the approved land use plans.
B. Continue to undertake the efforts to develop local business enterprise through business retention
and expansion. The business retention and expansion efforts started under the 2009-2011 Economic
Development Major City Goal. During this period, other similar programs were examined to determine
B2 - 50A
Adlik
"A TIMMEM211ma Ask
• 1 • •
STRATEGY FOR ECONOMIC DEVELOPMENT WORK PROGRAM
effective practices for this work. The most effective programs have dedicated staff. As this is not an
alternative available to the City of San Luis Obispo at this time, the 2011-2013 Major City Goal.Work
Program for Economic Development includes contracting with an outside party to provide the
dedicated work and make the program more effective.
C. Simplify the approval process for routine development review processes that affect businesses in
the high growth clusters. In conjunction with private industry's efforts to implement the Economic
Vitality Corporation's Clusters of Opportunity Strategic Plan, the City has an opportunity to focus
efforts on businesses that offer the greatest job growth to assure that it is doing everything possible to
meet the needs of companies that aim to locate and expand here. One way to achieve this is to identify
routine development review processes that affect such businesses and then simplify them so that there
is more certainty and reduced time to permit for the businesses involved in the growth clusters. This
will be a staff led effort. The ability to use contract services to accomplish other aspects of the work
program provides staff with time resources to complete this project in coordination with a new
Community Development Director, expected to be hired during 2011-12.
D. Continue to support and enhance the joint City of San Luis Obispo and Chamber of Commerce
Economic Development Website. This website was created during the 2009-2011 Financial Plan
using funds allocated by the Promotional Coordinating Committee to enhance the intersection of
tourism and job creation. Ongoing support of this website is desirable to maintain accurate and up-to-
date information to promote business growth.
E. Facilitate public-private partnerships to expand broadband fiber optic penetration to benefit
economic activity throughout the City. Broad availability of fast internet service is commonly seen
as a requirement of a vibrant business community. Over the past several years, the City has developed
a strong partnership with Cal Poly and the County of San Luis Obispo to complete a"fiber-optic" ring
for the benefit of government and the university. Now it is appropriate to bring private businesses into
the fold to enhance the utility of this fiber-optic infrastructure as a way to improve the economic
capacity of the community at large. The ability to use contract services to accomplish other aspects of
the work program provides staff with time resources to complete this project in coordination with a
new Finance and Information Technology Director, expected to be hired during 2011-12.
Continue collaboration efforts between Cal Poly, County, City and Business Community. An
effort to assess the entrepreneurial ecosystem has been underway under aegis of the Collaboration
Committee, a joint effort of Cal Poly, the County of San Luis Obispo, the City of San Luis Obispo and
the business community. Research to determine the status of our entrepreneurial ecosystem was
completed during the 2009-2011 Financial Plan period. The research indentified steps that need to be
taken to bolster the area's effective ability to grow and attract entrepreneurial businesses.
F. Complete a Strategic Plan for ongoing economic development efforts based on research of best
practices and grounded in community input and involvement in the process. Since the program's
inception in 1995, the primary focus for the Economic Development Program has been relationship
building, intelligence gathering, and development review facilitation. Now the Program finds itself at
an important crossroads. In order to achieve the Major City Goal of creating and supporting head of
household jobs, the program must put careful consideration into a long-term strategy.
B2 - 51
• � • • • • '
STRATEGY FOR ECONOMIC DEVELOPMENT WORK PROGRAM
Funding Request Summary
Activity One-Time or Ongoing 2011-12 2012-13
Infrastructure Strategy One-Time $60,000 $0
Business Retention and Expansion Ongoing $12,500 $12,500
Website/Welcome Mat Ongoing $5,000 $5,000
Collaboration Efforts Ongoing $25,000 $25,000
Strategic Plan One-Time $15,000 $0
Totals - $1179500 $42,500
Currently Available - $32,500 $32,500
SOPC Request - $85,000 $10,000
Goal and Policy Links
2011-13 Major City Goal, Economic Development .
Service Categorization Criteria
Service Category 4
Program Work Completed
• The business retention and expansion efforts started under the 2009-2011 Economic Development Major
City Goal provide a foundation of experience and information on which to continue the work.
• The Finance and IT Department has prepared an RFP for the first steps in implementation of a program
that will facilitate expansion of the utility of the fiber-optic infrastructure.
Environmental Review
N/A
Program Constraints and Limitations
Adequate financial resources are required for successful completion of the Council's Major City Goal work
program.
Stakeholders
The Administration Department has the largest stake in this effort. Community Development and Public Works
Departments will play a consulting role in developing the expansion area infrastructure strategy. The Community
Development Department will-take a lead role in examining the development review process for a simplification
strategy. The Finance and IT Department.will be the co-lead in development of tools to increase access to
broadband infrastructure. Stakeholders include the Chamber of Commerce, the business community and the
residents of the City who all benefit from economic development efforts.
Implementation
B2 - 52 .
• � • :L814U0 Lei k11A I Lim In RVA 11 we]-
STRATEGY FOR ECONOMIC DEVELOPMENT WORK PROGRAM
Expansion Area Infrastructure Strategy
Administration staff(30%F&TT Analyst)will circulate the RFP for the analysis that will inform the program
formulation. Completion of this analysis is expected to require an additional $60,000 during the first year of the
two year Financial Plan. Following completion of the analysis,the Analyst will formulate an action plan of
strategies that address the required phasing of infrastructure and financing of public improvements in accordance
with the analysis.. Ultimately, a strategy that addresses the required phasing of infrastructure and financing of
public improvements will be brought to Council during the 2011-2013 Financial Plan. Capacity exists for this
work program by redirecting and fully utilizing the 30%F&TT Analyst assigned to the Economic Development
Program with oversight of this effort by the Economic Development Manager utilizing 10%of available time to
this effort.
Business Retention and Expansion
Administration staff will identify and hire the assistance of an outside contractor to do the day-to-day business
retention and expansion activities. Current Economic Development Staff will retain responsibility for personal
outreach in a manner similar to the evolution of the program during the 2009-2011 period. The effort will require
$12,500 in each of the two years of the Financial Plan. Funds for this effort exist in current allocations to
Contract Services for Economic Development allocated in the 2009-2011 Financial Plan. Capacity exists with
the Economic Development staff, with particular reliance on the F&TT 30%Analyst to assist with preparation
and management of the RFP process,to complete this task. It is estimated that it will take 20%of the time of the
Economic Development Manager to oversee the consultant and perform the personal outreach.
Website Enhancement
Administration staff will identify and hire the assistance of an outside contractor to complete updates and
enhancements to the joint website. This effort will require$5,000 in each of the two years in the Financial Plan.
Funds for this effort exist in current allocations to Contract Services for Economic Development allocated in the
2009-2011 Financial Plan. The capacity exists for this effort because the work of forming the website has been
accomplished. Remaining work will consist of actions that build on what already exists and is expected to
consume 5%of Economic Development staff time.
Strategic Planning
Administration staff will identify and hire the services of an outside consultant to help evaluate the City's
Economic Development Program against industry best practices, as well as identify opportunities and constraints
towards implementing best practices. The cost for these services is $15,000 during the first year of the Financial
Plan period only. Capacity of the existing.Economic Development staff is estimated to be 40% of total job
capacity. It is assumed that the 30%F&TT Analyst assigned to economic development will assist with
preparation and management of the RFP process.
Through heavy reliance on external sources of expertise, it is expected that the current Economic Development
Program has the capacity for accomplishing this work program. The remaining 25%of available capacity in the
Economic Development Manager's time will be allocated as follows.
• 5%to assisting with the permit streamlining effort
• 10%to assisting with the broadband effort
• 10%to the Collaboration efforts as well as other existing duties
B2 - 53 .
Adilk
STRATEGY FOR ECONOMIC DEVELOPMENT WORK PROGRAM
Key Program Assumptions
Assuming that this additional funding for contract services is approved, the Administration Department will
proceed with the contract services during the first year of the two year financial plan. Since the consultant's
work will be put under contract during the first year, allocations for the second year will decrease. It is assumed
that the current contract services unallocated budget of$37,500 will be utilized entirely during the financial plan.
Program.Manager and Team Support
The Economic Development Manager will provide program oversight. Specific elements of the work program
will be assigned to the 30% Finance & IT Analyst assigned to Economic Development. Additionally, support
from City staff in the Development Review process will be critically important to the successful implementation
of this work program.
Alternatives
Reduce the scope of the Major City Goal Work Program. Reducing the scope of the Major City Goal to exclude
the task to develop strategies for infrastructure phasing and financing would allow for the majority of the work
program to move forward, but would not fully implement the Major City Goal, which identifies infrastructure
and head-of-household jobs as two key purposes for pursuing the goal.
Shift Resources from other portions of the Major City Goal Work Program. If the Infrastructure analysis
portion of the work program takes priority, reprioritizing or eliminating other efforts in the work program is
possible. The result would be reductions in other portions of the work program for the 2011-13 Major City Goal
for Economic Development, such as the Economic Development website or the Business Retention and
Expansion Program. This alternative is not recommended because the City has already invested in the website
and business retention and expansion programs. Not continuing to develop these programs would compromise the
effectiveness of the investment the City has made in these programs.
Operating Program
Administration—Economic Development (11200)
B2 - 54 ,
hard Cow. email:
— o COUNCIL o CDD DM
o CITYMGR o FIT DIR
o ASSTCM o FIRECHIEF
o ATTORNEY o FW DIR
From: John Grady [mailto:jgradyslo@earthlink.net] n FSG a PARKSS&CE RE CHIEF
Sent: Sunday, April 10, 2011 6:24 PM a TRIBUNE aUTR.DIR
To: Council ALL o NEWTTMES aHRDIR
o SIA CITY NEWS 000UNCIL
Subject: Street sweeping fees passed to residents aCITY NOR
o CLERK
Dear Mayor and City Council members,
I was surprised to read in the Tribune and confirm in the staff report
for your April 12, 2011 meeting that a proposal is being made to charge
city residents on their garbage collection bills a street sweeping fee!
I know you are considering many new revenue enhancements ("taxes") , and
while this one is admittedly a small fee (suggested to start at around
$3 .00 per household per year) , I'm sure it will go up over time. Most
importantly I strongly object to this proposed tax on philosophical
grounds.
The notion of charging residents for street sweeping is simply wrong!
While the city may now charge its residents for any number of services,
a resident can invariably evaluate the importance of the service to
them, the fee charged for the service, and then elect whether or not to
avail themselves of the service for the stated fee.
For example, I can choose to pay the fee at a parking meter for the
convenience of parking my car, or instead I can park at a non-metered
parking spot and walk a bit further to my destination. I can choose to
pay the fee to golf at Laguna Lake or to take a Park & Rec class, or
decide to forgo the pleasure of golfing or taking the class and thereby
avoid the fee. I don't pay a direct fee to the city to drive my car or
ride my bike down a city street, to walk on a public sidewalk, or to
spend time at a public park. The notion of street sweeping falls into
this latter category for me.
Equally important, this tax is projected to amount to less than 1/3 of
1% of our city's budget! This is hardly a significant impact on
revenues, but it is truly an affront to our city's residents!
Where will you stop at future revenue enhancements ( "taxes") to our
citizens? Will you next decide to charge each resident for the cost of
repaving the street in front of their home? Why not charge each
resident for the electricity required to provide street lighting in
front of their house and replacing the street light when it burns out?
How about charging residents for the cost of trash collection and
maintenance at their local neighborhood park? Or why not charge each
resident directly for repairing or replacing the water and sewer pipes
running under the street to accommodate their water needs?
There simply is no end to the possibilities of additional taxes you
could come up with if you go down this road.
This is a bad idea and I urge you to squelch this notion immediately.
While it may have been well intended, it may well have unintended
consequences and will be perceived as yet another superfluous tax.
This is not the way to engender public support for a renewal of Measure
Y revenue which is indeed a significant source of revenue to the city.
Thank you. RED FILE
MEETING AGENDA
DATE i 11 ITEM # rR
Regards,
John Grady
San Luis Obispo
From: John Grady (mailto:jgradyslo@earthlink.net]
Sent: Sunday, April 10, 2011 5:10 PM
To: Council ALL
Subject: April 12 Meeting - Strategic Budget Planning
Dear Mayor & City Council members,
I have reviewed the exhaustive reports and recommendations provided by
our city manager and staff with regards to developing a financial plan
to close the significant budget shortfalls we face next year and
beyond. I am quite impressed by the thorough approach and many
creative ideas proposed by city staff for your consideration in
grappling with the significant financial challenges faced by our city..
I have faith that. you will have the foresight and courage to make the
difficult yet necessary decisions required to get our city on a course
of financial sustainability while preserving the vital city programs
that our citizens expect and deserve. Hopefully much can be saved
through greater workforce efficiency, but at the same time significant
reduction in personnel costs is required and recommended in the staff
report. I'd like to offer my comments for your consideration in this
ongoing budget review process.
Where appropriate, I support the reduction in the number of staff
positions throughout the city, particularly through attrition where at
all possible so as to minimize the impact on individual employees. I
also believe that employees must be required to shoulder a larger
percentage of the many costs associated with providing their
employment, particularly in the following areas.
1. Pension formulas need to be adjusted to the levels they were
previously, i.e. , 2%@60 for miscellaneous and management employees. and
3%@50 for safety employees. If possible (as is done in the private
sector) , I would make these pension formula changes effective on a
going forward basis for all current employees as well as (of course)
for all new hires.
2. The percentage of health insurance premiums paid by the city needs
to be reduced from its current rate of approximately 80%. As medical
insurance costs continue to escalate (as they will) , a greater
percentage of this expense needs to be borne by the employees. Perhaps
more affordable healthcare options can also be offered for the
employees to choose from to offer them greater control over their share
of insurance premiums. Some entities provide employees a set dollar
amount towards their insurance benefits and then allow each employee to
select their coverage and allocate these dollars (and their own
dollars) as best suits their needs.
3 . The highest year's salary must be replaced by either 3-year or 5-
year income averaging in computing ones pension benefit.. This is
simply a return to how pensions used to be calculated. This change
should be applied immediately to all current employees as well as for
future employees.
4. The city must stop its 'pick up' of the employees ' share of their
pension costs. The state legislated 9% pension contribution for safety
employees and 8% pension contribution for miscellaneous employees needs
to be
borne by the employee once again, rather than being paid by the city.
And this change needs to be implemented without any corresponding
increase in pay to cover the employees' contribution (as was done in
the past) . As you well know, the city's current employer contribution
rate towards pension costs is already 18% of miscellaneous employees'
salaries and 36% of safety employees' salaries, and these rates are
rising next year (and beyond) .
5. A cap should be placed on what percentage of final pay an employee
can receive as a lifetime pension. Perhaps something like 70% of final
compensation for one earning over $100, 000 per year and 80% of final
compensation for one earning less than $100, 000 per year - or perhaps a
flat dollar cap?
6. As was called for by the March 1, 2005 League of CA Cities Pension
Reform report attached to your April 5, 2011 meeting agenda, 'cost
sharing' should be initiated with regards to pension funding for all
labor groups.
There needs to be a cap on the percentage of salary that the city
contributes to an employee's pension fund. Once that cap is exceeded,
both employer and employee should bear the additional funding
requirement on a 50/50 shared basis. Currently there is no cap on the
city's pension contributions and thus all risk is borne by the city.
This is not a financially sustainable model.
I know you all have a lot on your plates to deal with and are likely
being tugged in different directions by various constituents. These
are extraordinary and difficult times to be managing the affairs of our
city and I appreciate the diligence, time, and thoughtfulness you all
bring to the council on behalf of our city.
Thank you for your service and for taking time to read and consider my
comments.
Best regards,
John Grady
San Luis Obispo, CA
t
balyd epor. email:
o COUNCIL a CDD DIR
From:Tim Williams(SMTP:TIM@DIGITALWEST.NET] a cnymct a MOIR
Sent:Tuesday, April 12, 2011 3:35:49 PM a ASSPCM o FIRECHIEF
o ATrORNEY a PWDIR
To: Council, SloCity a CLERRIDRtO a POLICE CHIEF
Subject:A perspective on one item in the Budget Direction sheet a PIR a PARKS&RECDIR
o TRDIUNE a Un1DIR
Auto forwarded by a Rule o NEWTIbIES a HRDIR
o SLocrrYNEWS a COUNCIL
o CITY MGR
Hello esteemed Mayor and City Council, o CLERK
I am writing you as I will not be in attendance tonight.
I was recently discussing some items with city staff regarding the use of city owned conduits. I
believed we were still in discussion, so this item caught my attention and I wanted to share my
thoughts. I feel my talks w/city staff have been fine, but I wanted to make sure the items below
were heard in case it helped with your understanding of the proposed Revenue Enhancements.
In Attachment 3 of the Strategic Budget Direction document, under Revenue Enhancements, page
132-33,staff has listed "Lease of conduit space"with a$40K in 2011-12 and another$40K the
following year.
The IT department mentioned some conduit leasing to me.We were talking about a specific stretch
of"unused"conduit space, but we found that my need for it was no longer a factor.AT&T also leases
conduit to official Internet eXchange Carriers(IXC)which is an official utility,and I explained that the
city would need to at least be competitive in price to AT&T(.45 cents per foot/year).
If there are more opportunities to lease vacant conduit,that may be of interest. But I would be
curious as to what conduit space they intend to lease, if this$40K number is an annual revenue or
just a 'one time'for space used, and who they believe will be interested in using this conduit at a
leased price. If the$40K is an annual fee, I think the number is not in line w/existing pricing, or for
that matter,the price to trench new conduit.
I suppose it's presumptuous to assume the"ISP" mentioned was Digital West. If it was,then I would
like to say that I was unaware of the pricing and specifics. If it wasn't,there are legal limits to who
may place utilities in the ground. I don't know of any other local ISP's that are state licensed Internet
Exchange Carriers.We have to carry bonds, insurance and other specific criteria must be met at all
times focus to have our infrastructure in the streets. "Leasing the city's available conduit" may get
into some tricky legal areas,as you could imagine.
When I speak of"public/private partnerships" it's a combination of things. One being lowered costs.
A mile of underground costs Digital West$150K,which is the same price the city must pay for a mile
of conduit. If we both do it together, it's still just$150K total.
If there are areas where we can help each other(we provide conduit to the City in turn for conduit
for us)that's more like the partnership we're considering. I'm in support of the concept of the city
promoting broadband, but it's more of a "let's get out of the way and help when we can" approach.
If you have any questions, don't hesitate to contact me.
Thanks for your service to our great city! RED FILE
My best, MEETING AGENDA
PATE. _ 1 ITEM # $ Y
Tim
Tim Williams Founder/CEO
+1.805.781.9378 1 +1.888.781.WEST
Digital West http://www.digitalwest.net
From: John Ewan [mailto:jewan@alteryourenergy.com]
Sent: Tuesday, April 12, 2011 4:51 PM
To: Council—ALL
Subject: Natural Resources Manager
Dear Council Members and Mayor
The position of Natural Resources Manager is integral to the well being
of our city, both environmentally and economically. Down grading or
merging this position with another department head may seem to be a
good idea in the short term, but would have lasting ill effects upon
the City.
Please maintain our Natural Resources Management position, it is a
resource we would sorely hate to loose or diminish.
Thank you
John Ewan
Councilman Emeritus.
From: Santa Lucia Chapter of the Sierra Club [mailto:sierraclubB@gmail.com]
Sent:Tuesday, April 12, 20114:42 PM
To: Council AH
Cc: Lichtig, Katie
Subject: 4/11 meeting: Elimination.of Natural Resources Mgr. RED FILE
April 12,2011 - MEETING AGENDA
RE: Strategic Budget Direction DAl$ ITEM # 8�
Dear Mayor Marx and Councilmemebers,
We urge you not to pursue the proposed consolidation of the Natural Resources Program with
the Parks and Recreation Department.
While we appreciate the City's intention to craft a budget balancing strategy that includes
reduction of personnel costs in midst of the current economic situation, this particular action
would represent a short-term savings at a serious long-term cost.The City's administrative
structure recognizes Natural Resources and Economic Development as co-equal administrative
positions.This correctly reflects the primary importance of both management positions to the
quality of life of the citizens of San Luis Obispo and the future health and vitality of the city.
As the staff report notes,the Natural Resources Program has successfully acquired, preserved,
and protected open space and the city's natural resources for 15 years. In order to continue.
doing so at the same level of success, it needs to continue as a dedicated program, not conflated
with the daily operation and management tasks that are the purview of the Parks and
Recreation Department.
Thank you for your attention to this matter,
Andrew Christie, Director6srd o cnr DIV,0 COUNCIL p"ITDVR
Santa Lucia Chapter of the Sierra Club o c[nrMoa rpt, ,IFV
P.O. Box 15755 n nTtD a Pou°acciiSY
San Luis Obispo, CA 93406 DIR
I'm805-543-8717 c o HRDIR V
o DIt
a stACtrlrtS o NhV
COUNCIL
o crry WIR
a CLERK
From: Uchtig, Katie
Sent:Tuesday, April 12, 20114:34 PM
To: Department Heads
Cc: Cano, Elaina
Subject: Requested information
Mayor and Council:
Attached is a response to Andrew's request for spreadsheet that breaks out the General Fund
budget by different elements of staffing costs and also outlines how much of the budget cuts are
staff related versus non-staffing related.We'll be prepared to respond to questions in a few hours.
Katie E. Lichtig
City Manager
City of San Luis Obispo, CA
990 Palm Street
San Luis Obispo, CA 93401-3249 RED FILE
ME
805-781-7114 - ,�/E'T�IN=,G AGENDA
DAT
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April 8, 2011 - MEETING AGENDA a 'tea" ORMCLW
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DATE It ITEM # ai a ps 002nikagm
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FROM: Katie Lichtig, City Manager m
Mary Bradley, Interim Finance nfortnation Technology Director
SUBJECT: April 12 Strategic Budget Direction Report Attachment 5
In reviewing all the information presented in the Council Agenda Report related to Strategic
Budget Direction, it has come to our attention that Attachment 5, the list of reduction options, is
not particularly intuitive in deciphering which options are being recommended and which are
not.
The attachment in your original agenda packet contains some items you may have seen before, as
well as some items that are new to the budget process this time. The packet begins with a
summary of reduction options that are being recommended; these are presented by department
and appear on pages B2-140 through B2-143. The packet then includes a summary of options
that were surfaced by departments, but are not recommended; this appears on page B2-144.
Following the summary pages are details for each department. The individual departments begin
with a departmental summary followed by departmental details. In cases where staffing
reductions have been surfaced, a more detailed Significant Operating Program Change (SOPC)
form has been provided at the end of each department's list of options. The inclusion of the
detailed SOPC narrative is a new feature to the budget preparation process this year, and
attempts to provide a clear understanding of the trade offs associated with the staffing reduction
option.
The departmental information lists each option in priority order— the first one listed is the first
option suggested for reduction. In addition, the departmental summaries have a line drawn on
them to indicate that those "above the line" are recommended for reduction, while those "below
the line" are not recommended for reduction.
The attached packet replicates the original attachment, but includes one more feature that we
hope will be helpful to you in your review. The department detail sheets have been marked with
an "R" in the left margin to indicate that the option listed is "Recommended for Reduction." In
addition, the attached packet includes new summary pages (B2-140 through B2-144) that are in
the order the departments appear in the detail. We discovered that the Fire Department was
listed on the original summary above the Finance & IT Department, but the details were
provided after Public Works. The new summary pages reflect that the Fire Department is in your
packet after Public Works.
I
T:kCouncil Memos\Council Memo-April 12 Attachment 5.doc
Attachment 5
2011-13 Financial Plan
-BUDGETREDUCTION OPTION SUMMARY ,
Recommended Operating Cost Reductions
Temp Regular Annual Savings Service
Det Staffing Staffing 2011-12 2012-13 CateLyory
Admin Reduce print cost for agenda packages in Clerk's
budget- 3,000" 3,000. . 3
Admin Reduce Contract Services in Community Promotions 115,000 115,000 5
Admin Reduce contract services in Administration 29,000 29,000 3
Admin Keep PAC contribution on 2009-10 levels 4,000 4,000 5
Admin Eliminate Administrative Assistant in Clerk,net of
temporary staffing 69,300 73,600 3
CD Eliminate Planning Review Assoc.Planner 1.0 109,000 109,300 1
F&IT Eliminate travel to CSMFO board meetings 1,000 1,000 3
F&IT Reduce miscellaneous expenses(Support Services) 500 600 3
F&IT Eliminate custom design.software contract 4,200 4,300 3
F&IT Reduce paper utility bills - 13,000 3
F&IT Eliminate:subscriptions(GIS) 300 300 5
F&IT Eliminate operating materials(GIS) 300 300 5
F&IT Reduce repair/replacement of calculators 300 300 3
F&ff Reduce printing(Fin Admin) 1,000 1,000 3
F&IT EPCR printing via USB 3,000 3,000 2
F&IT Reduce analog lines in City 7,400 19,200 2
F&IT Reduce paging services 4,200 4,200 2
F&IT Reduce Pentamation program enhancement hours 4,300 4,300 2
F&IT Change external DNS providers 5,100 5,100 2
F&I-T Reduce monthly cost of City air cards 13,000 13,000 2
F&IT Re-negotiate maintenance contracts(IT) 80,000 10,000 2
F&IT Reduce number of replacement printers City-wide 5,000 5,000 2
F&IT Extend computer replacement lifecycle 18,500 18,600 2
F&IT Reduce Citywide postage 2,700 2,700 3
F&IT Reduce trips&meetings(GIS) 300 300 3
F&IT Reduce conference attendance(Finance&GIS) 5,000 5,000 3
F&IT Eliminate Temporary staffing(GIS) 7,100 7,100 5
F&IT Reduce Temporary staffing(Accounting) 9,000 9,000 5
F&IT Eliminate cellular phone accessories 3,500 3,500 2
F&IT Eliminate RIM BES server maintenance 3,800 3,900 2
F&IT Eliminate Shoretel new user licenses 3,000 3,100 2
HR Reduce misc.office expenses 3,300 3,300 3
HR Reduce existing Contract Services to reflect actual cost 700 700 3
HR Eliminate funding for a Learning Management System 7,700 7,700 3
HR Eliminate budget for updating Safety Policies. 2,700 2,700 1
HR Reduce recruitment related expenses. 13,000 13,000 3
HR Eliminate the City contribution to PACE. 3,100 .3,100 5
HR Reduce education and training. 4,700 4,700 3
HR Eliminate temporary staffing in Wellness Program. 16,700 16,700 5
HR Reduce Employee Recognition budget to only provide
one event. 5,500 5,500 5
HR Eliminate SLO Rideshare Lucky Bucks Program and
Monetary Incentives. 8,000 8,000 5
HR Reduce Grants in Aid awards. 20,000 20,000 4
I P&R Reductions in SCMAF memberships 200 200 5
P&R Batting Cages Supplies 1,500 1,500 4
P&R Batting Cages Alarm 1,600 1,600 4
P&R Senior Newsletter Postage 1,500 . 1,500 4
B2-140
Attachment 5
Temp Regular Annual Savings Service
Det Staffing Staffing 2011-12 2012-13 Catego
P&R Softballs 2,500 2,500 4
P&R Scorekeepers for Adult Softball 0.7 14,000 14,000 4
P&R DOJ Fingerprinting for Scorekeepers 300 300 4
P&R SLOYSA Grant 20,000 20,000 5
P&R Paperless Activity Guide 11,000 11,000 5
P&R School.District Fee Savings 6,700. .6,700- 4
P&R Swim Temp Staffing(Physical Therapy Program) 0.2 4,000 4,000 4
P&R Recreational Sports temporary positions 0.4 4,000 4,000 4
P&R Recreation Manager 1.0 123,100 123,400 3
PD Reduction in various Operating Materials 600 600 2
PD Elimination of Annual Fee-Verizon 800 800 2
PD Reduction in Custom Design Software 300 300 2
PD Elimination of Haines telephone directory I 1,300 1,300 2
PD Reduction in Spillman annual maintenance 900 - 1
PD Reduction in Operating Supplies 2,500 2,500 2
PD Consolidate Bio Hazardous Waste Container w/Fire
Dept 1,000 1,000 1
PD Consolodate Bio Hazardous Waste Removal,w/Fiie
Dept ! 1,400 1,400 1
PD Reduction in Locks/Flags/Holding Cells Blanket
cleaning 500 500 3
PD Reduction in Postage-On Trac 200 200 3
PD Reduction of Employee Recognition 1,000 1,000 1
PD Reduction in Janitorial Services 1,000 1,000 3
PD Reduction in Trips/Offsite Meetings 700 700 1
PD Reduction in Onsite Meetings 300 300 1
PD Reduction in Printing&Reproduction-Thermal Paper 4,000 - 3
PD Reduction in Water service 1,500 1,100 3
PD Reduction in Sewer Service 2,200 1,900 3
PD Reduction in Electricity-Public Safety Comm. Center 11,000 8,900 3
PD Reduction in Electricity-Police station& 1016 Walnut
office 16,000 13,400 3
PD Reduction in Weapons Inspection costs(wills do in-
house) 1 1,000 1,000 2
PD Reduction in Protective Clothing/Utility Uniform 1,200 1,200 2
PD Reduction in Gun Belts and.Accessories purchases 1,000 1,000 2
PD Reduction in Tactical Helmet purchases 600 600 2
PD Reduction in POST Training 10,000 10,000 1
PD Reduction in Contract Services-polygraph exams 1,800 1,800 1
PD Reduction in Contract Services-psych testing 4,000 4,000 1
PD Eliminate Field Service Technician(vacant in year 2) 1.0 - 118,800 3
PD Eliminate vacant Police Officer position(reduce SORT
team) 1.0 146,700 147,800 2
PD Eliminate vacant Police Officer position(eliminate
SRO/DARE programs at elementary schools) 1.0 146,700 147,800 4
PD Eliminate vacant Communication Technician position 1.0 106,900 107,200 2
PW Public Works Admin division Reduce Operating
Materials&Supplies 1 400 400 3
PW Public Works Admin division Eliminate Data
Processing 400 400 3 {
PW Building Maintenance division Eliminate Data
Processing 1 400 400 3
PW Streets Maintenance division Eliminate Insecticides&
Herbicides 200 200 2
B2-141
Attachment 5
Temp Regular Annual Savings . Service
Det Staffin Staffs 2011-12 2012-13 Catego
PW Signal and Lights division Eliminate Cement&
Concrete Mix 300 300 3
PW Streets Maintenance division Reduce Small Tools 1,000 1,000 2
PW Public Works Admin division Reduce Postage . 1,000 1,000 3
PW Signal and Lights division Reduce Electrical Supplies 1,000 1,000 1
..PW Public Works Admin division Eliminate.Overtime 1,000 1,000.. 3
PW Signals and Lights division Reduce Operating
Materials&Supplies 1;500 1,500 1
PW Streets Maintenance division Eliminate Data
Processing 1,700 1,700 2
PW Fleet Maintenance division Reduce Special Equipment
Installation 1,900 1,900 2
PW Streets Maintenance division Reduce Paint Supplies 2,000 2,000 2
PW Streets Maintenance division Reduce Signs 2,000 2,000 2
PW Streets Maintenance division Reduce Construction
Equipment 2,000 2,000 2
PW Building Maintenance Eliminate Office Equipment 3,900 3,900 3
PW Streets Maintenance division Eliminate Sidewalk
Repair Contracts 5,000 5,000 2
PW Building Maintenance division Reduce Gas Utility 5,300 5;300 3
PW Signal and Lights division Reduce Equipment
Maintenance 5,000 5,000 1
PW Building Maintenance division Reduce Electrical
Utility 15,000 15,000 3
PW Building Maintenance division Reduce HVAC
Contract Services 15,700 15,900 3
PW Street Maintenance division Reduce Trash Services 20,000 20,000 2
PW Storm Water division Reduce Temporary Salaries for
GIS Intern 0.18 4,600 4,600 I
PW Storm Water division Reduce Regular Salaries for GIS
Specialist position 0.25 27,100 27,200 1
PW Development Review division Reduce Temporary
Salaries 0.16 27,000 27,100 1
PW Public Works Admin division Eliminate Publications&
Subscriptions 600 600 3
PW Streets Maintenance division Eliminate Professional
Conferences 400 400 2
PW Public Works Admin division Reduce Education&
Training 500 500 3
PW Public Works Admin division Reduce Association
Dues 1,100 1,100 3
PW Streets Maintenance division Reduce Trips&Meetings 600 600 2
PW Signals and Lights division Reduce Education&
Training 700 700 1
PW Building Maintenance division Reduce Trips&
Meetings 800 800 3
PW Streets Maintenance division Reduce Education&
Training 800 800 2
PW Public Works Admin division Reduce Printing&
Reproduction 1,600 1,600 3
PW Signals and Lights division Reduce Equipment
Replacement Parts 20,000 20,000 3
B2-142
Attachment 5
Temp Regular Annual Savings Service
Det Staffing Staffing 2011-12 2012-13 Cate or
PW Tree Maintenance division Reduce Regular Salaries by
Eliminating 1.0 FTE PW Maintenance Supervisor
position 1.00 59,600 59,900 3
PW Public Works Admin division Reduce Employee
Recognition 2,500 2,500 3
PW Building Maintenance division Reduce Contract
Services for Janitorial Services (task reduction) 3,200 3,200 3
PW Building Maintenance division Reduce Contract
Services for Janitorial Services(Frequency Reduction
@ City Hall) 6;300 6,500 3
pW Building Maintenance division Reduce.Contract
Services for Janitorial Services(Frequency Reduction
@ various locations) 11,400 11,600 3
PW Public Works division Reduce Office Supplies 1,700 1,700 3
PW Transportation Division Reduce Regular Salaries by.5
FTE(Principal Transportation Planner transferred to
Parking Enterprise Fund) 0.50 64,700 64,900 4
PW Development Review division Reduce Regular Salaries
by .25 FTE Permit Technician Position 0.25 18,300 18,300 1
PW Reduce Laundry&Linen Service Contracts for Public
Works General funded programs 19,300 19,300 3
PW Public Works Admin division Reduce Temporary
Salaries 0.35 23,400 23,500 3
PW Parks Maintenance division Reduce City Water
Services by 10% 52,700 57,500 3
PW Transportation Division Reduce Temporary Salaries 0.75 33,500 33,500 1
FD Eliminate vacant Administrative Assistant II position 1.0 74,700 78,300 3
FD Backfill three vacant firefighter positions with overtime 48,800 70;500 2
FD Reduce the fulltime Fire Inspector III position to.75
time 0.25 30,900 31,100 1
FD Reclassi Training Officer to Captain 1 16,1001 32,5001 2
Total Recommended O&rating Cost Reductions__ _1 2.74 .9.251-$ _1,894,3001 $ 2,013,600
2.0.11-13 Financial Plan - Attachment 5
REDUCTIONBUDGET OPTION
Operating Cost Reductions-Not Recommended
CA Eliminate memberships in 3 professional organizations 300 300 1
CA Eliminate all legal services 1,500 1,500 1
CA Eliminate all education&training 1,400 1,400 1
CA Eliminate all except 2 publications&subscriptions 2,000 2,000 I
CA Reduce staff. full time paralegal from 1.00 FTE to .75
FTE 0.25 24,200 24,300 3
CA Eliminate all trips&meeting 1,300 1,300 1
CD Eliminate Long Range Planning Associate Planner 1.00 109,000 109.300 2
FD Temporary Closing of Fire Station 3 432,700 394,500 2
F&1T Reduce city cell phones 2
F&IT Eliminate payment to Parking Fund for employee use o
parking in designated City lots&structures 16,900 16,900 5
HR
Eliminate City funding of Wellness blood draw analysis 3,300 3,300 5
HR Reduce Grants in Aid by an additional $31,000 than
already offerred 31,000 31,000 4
HR Reduce Employee Recognition by another$5000 to not
provide any events 5,000 5,000 5
HR Eliminate all funds for City-wide training and
development activities 13,200 13,200 3
HR Eliminate the Educational Reimbursement program 13,500 13,500 3
P&R
Eliminate Teacher Work Day and Spring Break camps 3,000 3,000 4
P&R Eliminate Program X(Teens Program) 22,000 22,000 4
PD Eliminate vacant Sergeant position(eliminate SORT
supervisor&team) 1.0 185,300 191,800 2
PD Eliminate vacant Police Officer position(eliminate
SORT team) 1.0 146,700 147,800 2
PD Eliminate employee recognition for SNAP employees 400 400 5
PD Reduce employee recognition for regular employees 3,000 3,000 5
PD Eliminate SLO Solutions Community Program 14,800 14,800 5
PD Eliminate Bicycle Rodeo education progam 4,600 4,600 4
PD Reduce crime prevention,education,&outreach 15,000 15,000 3
PD Reduce training&professional associations 15,000 15,000 1
PW Parks Maintenance Reduce Temporary Salaries that
provide the Downtown Farmer's Market Portable
Restrooms 0.38 12,300 12,700 3
PW Streets Maintenance division Eliminate Contract
Services for Downtown cleaning 29,000 29,600 2
PW Streets Maintenance division Reduce Regular staffing
by.5 FTE Maintenance Worker providing.Downtown
street cleaning 0.50 31,400 31,500 3
PW CIP Engineering division Reduce Regular Salaries by
Eliminating 1.0 FTE PW Engineering Inspector
position 1.00 99,900 104,600 1
FD ITemporary Closing of Fire.Station 3 432,700 394,500 2
Total Operating Reductions-Not Recommended 038 4.75 $ 1,670,400 $ 1,607,800
B2-144
Attachment 5
2011-13 Financial Plan
BUDGET REDO-CTION OPTION
Administration
Operating Cost Reductions
Regular Annual Savings Service
Staffing 2011-12 2012-13 Category
Reduce print cost for agenda packages in Clerk's budget(20 100) $ 3,000.00 $ 3,000.00 3.0
Reduce Contract Services in Community Promotions(11300) $ 115,000.00 $ 115,000.00 5.0
Reduce contract services in Administration(10 100) $ 29,000.00 S 29,000.00 3.0
Keep PAC contribution on 2009-10 levels(11100) $ 4,000.00 S 4,000.00 5.0
Eliminate Admin.Assistant Ill position in City Clerk program $ 69,300.00 $ 73,600.00 3.0
Keep the Natural Resources Manager positon vacant $ 2,200.00 S 158,400.00 3.0
Total Operating Cost Reductions - $ 222,500.00 $ 383,000.00
B2-145
2011-13 Operating Cost Rec►...:tion Options �fta 'hment 5'
Administration
Description Service Temp Regular 2011-12 Annual Savings SOPCService
Impact Staffing I Staffing Budget I Category
2011-12 2012-13
...., _"•_ r''xr'-- _•'"-r.=r =_KFiiL'ii5 ftc:vl•":i�.i?F2ki!.+"div "'rii
:,, �• ...c? ':2.Eii;+i'_';a ..i(i:,.=•[t��;'s�,i=:_.�v-_:�'-r. - .:.:u-:,:r:-:c:_:.�Y.._.:-:
-
_
,='.c t..`i::.:>__._::.::L.._:: .ri,_..3:::=r:..;-�.!n•:r:::::m::v;:�._�,...-•'Ir:-•,. a_ r.�'ii -F..:.w•. .4.ea _...u.: m
= _
..� ._.._�_.;... r_.i:_:;.,:::• .-.Gpc-:,..-e::::
.v:._. a v.,•r;....u.rn.L '-'___=; ._._.... �_.rc. ....._....r-4.S.,_"'__.....Li u_,]:rY=c.^.:]::a•..1.... _r....._...... rL4....Lrf:'i:ra.r_4......_l:M1 ..:::f!...:... __—CI:.��.:='��[' :l''!G�iPC1..`:�,...
eiS^.._»37_.L.c__;, �._'!:s!: :e::.•.;?_=_: �::::_:::c: - �.L_ �1=':.Ld:::z:u::;=-::n:d-: - - - _a:i':,::a
_�.;-r _.._?:'.' + i5 �:FT�_i" `:-3ii•_'?=F�`o-ryrs•-
....x._-x-.. _..-....__y��:r-_::r'r- _,� ._... ._...........z-.;.•n.' ��...n:r._r-r
rL ...... r :_.. v.::•v:.x�d�v2i,u; -.__. ,=+3*_:,n,__F.�'rR=.::Ei.:r.:a.' __ _ ar:Le'r.•�t!.
-,.r,_,._ ..:.-r:_.-::_ "r:'- _' ::•r_u:dr. r-v;.. . . _ _:__ _ —t_r.-.ti:.-={ =Riv.L_.._.:_
R 1.Contract Impact on V& 80,000 29,000 29,000 3
Services. C funding and
Contract Services in the funding of
Admin always relate special
to special projects. If projects.
needed,it should
come from V&C
and therefore
eliminated as a
permanent line item
in this program
=r.'r_h=i6ieiiuGli!3'?`ii 1 vrr!rt,-i' i'vat:3P:c=_i++_ r.'ciLt=ic_.c=ra�:i
:.l.l;c iniFi va4 5'�;. :1�:a:nu::r_:r5!t::__.4.:Lx=..,r_;._._wr
- . ._ ^_..r..v.. -. ._._ ...._.__r....c . . ...__l.:.v..:._.h,_. .1_rtTaL t........._._r vv-.:...._.L__=_;_�!�cwa^:.-.vrr
2.Reduce Print Fewer 8,800 3,000 3,000 3
cost agenda
packages will
be distributed
and only
provided
electronically
to
Department
Heads.
_ MEN=:'�-. �iFxe-' i '?'7:'yi;ti. .i uF•'r•_4xm_=z ." __ er:!i;.t'S'--:yz!_E-__}_:rq=.......
`,�vT,.-�1� '.,.r--., ... .. :v-.!'�i;N.'., l :.ur!'.s!Yyr:
•-.•c .., �,7x` .?-_�7c_i=i•__''r :L.-L'"-�ic'�..w?_�}"-_':'. .4:CS =:-__�-_:: -,.'!L�—_.? -.rte-:' _ - it r•--. =r.:dy-._._•-,-_-L•✓{=iui?a..;xcti.�v_ _ .._.._�yL_.
:viiF-dr+.-L� -'. it_i�.-'�-'f,' -A.�c _3: -•__ _- _ MR
-,m_•7-,-:?-roc^�
MUM ? ��'S'�vS_?4..fi!:'_
r...-.v.Wit,_.:�-:z.
3.Grants-iu--Aid Funding level 90,000. 5
Integrate this will be
fimding& recommende
combine with d by the PCC
Community that might
Promotions result in an
impact on
cultural
organizations
PAC Contribution Possible 268,000 4,000 4,000 5
Freeze operating
contribution at deficit will be
2009-10 levels of taken out of
$264,000 the PAC's
fimd
reserve-.r r' -- �Cvy M `t —' ;r :!2"`:..;f�-• r;�j ,4�. ae:�: ,�,...:. __ _ ,:_c
.�.-''_ sF_�•
=r a'-" r:'_-'.'.'-'-,a` ;>fv'- •+•-L- v��r P.'S�4-�'--_;3=aa -r•:
'?;.:,
x: tn;•^L�-'-;-�• ti•-,rn:_-,b'vt_••'§,t2,��r� ..
4.Reduce current The 384,500 115,000 115,000 5
contract reduction
Services Program will have an
impact on
cultural and
B2-146
2011-13 Operating Cost Reduction Options AuaCh1Y1er1t.�
Administration
recreational
offerings the
City has
afforded
through this
program.The
programs are
designed to
have a
positive
impact on
Sales Tax
and TOT as
they serve
residents and
tourists alike.
.:-.. . .:....+t:: � -..-._�,::...,_......r.:-::r.�,:a:mr.;�.;.. ._..._ ..,:xr:;.^...___- - --____ - - - �:::rxrrr•r .r....__ s•r -
:�, _.... ' ._ :_ v, ...:...- '� x:_.r.x::zi=• .a:...c.___..: . _:¢'_tiirFtii::x:::!i:-i: r n:.... - '•:e:r.:.:S--::-rsr_ —rt_�rir_�:_.!_...s_ -.y3_ :i:"i4'�i.1.
.•ru n INLIS:-li._',L..G.:::..n:.ar..;•�.n:.:::r __¢•�rJvs-z.�xi;c;.-rur_:!`.'.. ir'n E: s•Er?_z�rai T_:rb:a r::a. _ _r _-_ __ ___ -_.:;re-s .:.vs
' �r :�.: .:Isi•?k. u!�_:x:_an{3i_c_•:a5 r___�:::�:.._:n r.v h._::_:::..;_.��.i._.;.:::L:�'`,!��:'i'ti>5!_ c.Crci':�_•crv�s-riv:>>._,r�zv=i_.�:"'r•�-`:_"-_ _�!:�•rr�'.
R 5. Staffing Salary This will 1 FTE 82,100 82,100 86,400 X 3
Eliminate Admin reduce
Assistant III admimstrativ
position. * e support in
the
department to
one
Executive
Admin
Assistant and
one Admin
Assistant II,
and require
the
department to
use
temporary
intern
positions to
meet
departmental
needs.
- rte•• _:r_r�:�::�•'-� :-� �_=�°._ __..s:.�-ti, _ _ -'�
fi --
6.Stalling Salary This will — 1 FTE 1567800 - 2,200 158,40 3
Savings leave the 0
Keep the Natural Biologist
Resources position as
Manager position the only staff
vacant upon the within the
current Manager's program, and
retirement will require
the Assistant
City Manager
B2-147
2011-13 Operating Cost Redu.aion Options Atachment�_
Administration
and Parks
and
Recreation
Director to
take on more
duties on an
interun basis.
TOTAL 2.0 235,300 395,80
0
I
B2-148
2011-13 Financial Plan
Attachment.6...,..
BUDGET REb0cmWo"ON
Clty Attomey
Operating Cost Reductions
Regular Annual Savings Service
Stating 2011-12 2012-13 Category
Eliminate.all trips.&meeting 1,300 _ 1,300 1
Eliminate memberships in 3 professional organizations 300 300 1
Eliminate all legal services 1,500 1,500 1
Eliminate all education&training 1,400 1,400 1
Eliminate all except 2 publications&subscriptions 2,000 2,000 1
Reduce staff full time paralegal from 1.00 FTE to.75 FTE 0.25 24,200 24,300 3
Total Operating Cost Reductions 0.25 30,700 30,800
B2-149
2011-13 Operating Cost Reduution Options Attachment
City Attorney
Description Service Temp Regular 2011-12 Annual Savings SOPC Service
Impact Staffing Staffing Budget Category
2011-12 2012-13
'n m4k'
K
IT5. 'T2
'EL"I
1. Trips and This is the 1,300 1,300 1,300
Meetings. entire budget
Eliminate. and would
eliminate
attendance at
all
professional
and
community
group
luncheon
meetings.
Could
negatively
impact
awareness of
legal updates,
best
practices,and
community
involvement,
etc.
Attorneys
will absorb
necessary
costs
personally.
2. Professional 1. Tri- 1,300 300 300 1
Organizations. Counties
Eliminate Local Gov't
membership in AttomL-ys
three organizations: Assn, is an
organization
1.Tri-Counties that provides
Local Government professional
Attorneys legal
Association education
and support
2.California to city
Women Lawyers Attorneys in
Association the 3
counties.
3.SCAN NATOA Impact for
�States of CA& canceling its
V Chapter of membersbip
B2-150
2011-13 Operating CostReduction Options Attachment L/
City Attorney
National would be
Association of minimal.
Telecommunication 2. California
s Officers& Women
Advisors) Lam
Assn. is a
valuable
professional
association.
The City
Attorney will
personally
pay the$100
annual dues_
3. SCAN
NATOAisa
valuable
association
that provides
local
governments
up-to-date
information
on cable
franchise&
telecommuni
cation issues,
FCC rules
and
guidelines.
Its annual
membership
is$100.
3. Legal Services. This leaves 1,500 1,500 1,500 1
Eliminate this line, no flexibility
which leaves no for specialty
budget for outside consultation
counsel on matters
consultation for ranging from
special expertise. Proposition
218 to labor
issues and/or
shifts the
entire burden
of such
consultation
to other
de artnimts.
4.Education& This would 1,400 1,400 1,400 1 �'
Training. eliminate all
B2-151
2011-13 Operating CostRea_.,tion Options 1a hMent
City Attorney
Eliminate. attendance at
continuing
legal
education
training
conferences
exceptthe
League of
California
Cities Annual
City
Attorneys
Conference.
Could
negatively
impact
awareness of
legal updates,
best
practices,etc.
An elevated
focus on
proactive
code
enforcement
is likely to
result in
increased
criminal
filings,which
requires
increased
need for
criminal
process
education for
primarily
civil practice
attorneys.
Inability to
obtain that
education
could
adversely
affect the
most
effective
criminal
enforcement
in these
B2-152
AttachMsnt
2011-13 Operating Cost Reduction Options
City Attorney
matters.
5. Publications& This will 5,200 2,000 2,000 1
Subscriptions. result in
Eliminate all frequent trips
subscriptions to the Law
EXCEPT limited Library and
WestLaw online time away
subscription and from the
the Municipal Law office for
Handbook online research,
subscription. especially
with regard
to eliminated
Land Use
Practice and
California
Environment
al Quality
Act treatises.
6. Staffing Detailed in .25 97,900 24,200 24,320 X 3
reduction. Reduce SOPC
filled Paralegal
position from full
time to three-
. i
carter time.
TOTAL 25 30,700 .30,800
{
B2-153
GENERAL GO ERNM�Mif
STAFFING REDUCTION—PARALEGAL, CITY ATTORNEY OFFICE Aftachment_ '5�
Request Summary
Reducing the currently filled position-of Legal_Assistant/Paralegal from 1 FTE to 0.75 FTE will result in a salary
savings of$24,200 in 2011-12 and$24,300 in 2012-13 the City Attorney office budget.
Key Objectives
Meeting budget reduction targets.
Existing Situation: Factors Driving the Need for Change
Reducing this position would reduce significantly the functionality .and accessibility of the City Attorney's
Office. Although the City Attorney's Office can continue to offer the same services, it will have to scale back on
the services provided if the position is reduced. In addition, tum around time for non-litigation matters will
increase.
The position not only offers administrative support for the Department's attorneys, but also provides litigation
support for the attorneys. Litigation support includes preparing routine court documents, finalizing more
complex court documents, assisting in factual investigations, court calendaring, and managing evidence and
discovery. This position is also key in maintaining accessibility to the City Attorney's Office. For example,this
position is able to answer calls received from the public ranging from questions related to municipal code
provisions to City protocol and policies. The position handles routine inquiries, requests for documents,
direction to appropriate resources and departments.
This position is key to the City Attorney's support of Departments tasked with lead roles in accomplishing the
City Council's Neighborhood Wellness goal. With respect to enforcement of Neighborhood Enhancement
Ordinance(NEO),the paralegal reviews evidence submitted by field personnel in the Police Department,reviews
citations for appropriate municipal code citations,prepares enforcement notices to property owners and tenants to
correct NEO violations, enters information into the database so that enforcement can be tracked, and follows up
with NEO staff as necessary. For other code enforcement matters that are referred to the City Attorney's Office,
the paralegal will prepare judicial complaints for attorney review. In stun, the paralegal manages the bulk of the
day to day support of the Neighborhood Wellness program under the supervision of the attorneys, with the
attorneys taking the lead if the matter cannot be resolved and requires prosecution in criminal court. Timely
enforcement actions to complaints and collaboration with property owners are key to a successful program. A
reduction in the paralegal position will result in difficulties in managing this program in a timely manner. The
paralegal's,litigation support obligations,and other administrative support related to projects with firm deadlines,
would have to take precedence over discretionary enforcement actions. Likewise, the Assistant City Attorney
could only take over some responsibilities to the extent that it would not interfere with court and statutory
deadlines. Alternatively, the Assistant City Attorney would have to scale back on providing legal advice on
substantive issues.
This position also performs functions relevant to the City Council's other important objective related to
Affordable Housing. Specifically,the Council has found that mobile home parks represent a significant source of
affordable housing in our community. The paralegal acts as a regular liaison to the parks' residents. and
representatives to manage regular inquiries and gather information for attorney review regarding compliance with
the City's Mobilehome Rent Stabilization Ordinance (MRSO). With respect to enforcement of the MRSO, the
paralegal performs the data compilation and analytical calculation work necessary to facilitate review of rent
increase compliance.
B2-154
GENERALG6VERNMENT
STAFFING REDUCTION—PARALEGAL, CITY ATTORNEY OFFICE Attach enu�.
The Paralegel also is responsible for drafting legislative correspondence to State and/or Federal representatives in
Accordance with the Council's Legislative Platform.. When a legislative issue comes to our attention it is often
because an action-will soon be taken, whether it's set to be heard in a committee;on a house floor,or it's on the
Governor's desk for signature. Prompt action is often required. The Paralegal researches the bill, and if the
measure is of importance to local government and within the scope of the Council's Legislative Platform,
prepares a letter for the Mayor's signature, and promptly transmits the correspondence to the proper individuals.
Goal and Policy Links
This operating program change ties to Operating Program Goals.
Service Priority Ranting
The Legal Assistant/Paralegal provides administrative support to the City Attorney and Assistant City Attorney
whose functions are service priority#1 rankings.
Program Work Completed
N/A
Environmental Review
N/A
Program Constraints and Limitations
The City Attorney's Office would need to readjust its priorities; and determine how its services will need to be
scaled back The Assistant CityAttorney may need to be trained in some clerical and paralegal tasks.
Stakeholders
For Internal Customers:
Should the Legal Assistant/Paralegal position be reduced,because of time constraints, some discretionary duties
absorbed by the Paralegal in prior rounds of budget cuts would most probably need to revert back to other
departments as follows:
To the City Clerk:
1. Finalization of Ordinances and Resolutions following City Council meetings
To Administration:
1. Managing the appeals of.Business Tax Administrative Citations
2. Oversight of Rotating Art Program
3. Oversight of Charter Communications franchise:complaints
4. Maintenance of logo stationery specific for City Council
5. Maintenance of City Hall stationery supplies, that include letterhead, envelopes, FIT window
envelopes,logo notecards,etc.
Accessibility to staff for unanticipated or emerging issues will be delayed during times when attorneys are
otherwise engaged and staff is unavailable. There maybe increases in times when the office will need to be
B2-155
STAFFING REDUCTION—PARALEGAL, CITY ATTORNEY OFFICE AttaChmgnf .
closed due to staff unavailability. The office's open door/drop-in policy would need to be modified to
accommodate additional duties absorbed by attorneys and staff availability issues.
For the Public:
The City Attorney's Office would no longer be open to the public during those times that paralegal position is not
staffed, as attorneys are regularly at meetings that keep them physically away from the office and the office
cannot be left unattended. Response time to public phone inquiries would be diminished. Scheduling time for
attorneys would likely increase.
Implementation
This change could be implemented at the end of the 2011 fiscal year to accommodate necessary duty
reassignments and training.
Key Program Assumptions
N/A
Program Manager and Team Support
City Attorney,assisted by Assistant City Attorney and paralegal.
Alternatives .
1. Continue.the Status Quo.
City Attorney won't meet budget reduction targets.
2. Defer or Re-Phase the Request.
The ultimate impacts of such a change will not change significantly over time,unless there is a restructuring
of the departmental workload.
3. Change the Scope of Request
A greater reduction will result in greater adverse impacts as identified and increased delays to office work
product.
4. Implementation in a Different Way.
Proposals for staff and inter-departmental cost sharing could be explored, so that paralegal remains on site
and available in the event emerging issues arise that could require reprioritization of workload and
scheduling (i.e.paralegal could be assigned to other administration support functions during lower workload
periods, but reassigned as required to meet court and other deadline priorities at the discretion of the City
Attorney).
Operating Program
City Attorney's Office(15 100)
i
B2-156
GENERAL G6VERNMENT
STAFFING REDUCTION—PARALEGAL, CITY ATTORNEY OFFICE Attachment J. .
Cost Summary
Line Item Descr' lion Account No. 201142 201243
r.::!-T!7iieLa'"'.i7�!i°^.!!rtiiii!!�icraj-_?:rL.g:,;:.vs'.g!egAcdr.`iii!!!!14 �1!��!L-,:!°.:li!'.{..... i
.,V...... _! k,. ,.....;_ ::P!,:„�:_!, U,,,s,, 24 200 24,300
Salary 100-15100-7010 16,200 16,200
Retirement Contribution-PERS 100-15100-7040 5,200 5;300
Health&Disability Ins 100-15100-7042 2,500 2,500
Medicaie 100-15100-7044 200 200
,T-JneTMloymentIns 100-15100-7046 100 100
Total Operating Costs 24,200 24,300
TA 1 MPT
2011-13 Financial Plan
BUDGET REDUCTION OPTION
• -
Community Development
Operating Cost Reductions
Regular Annual Savings
Staffing 2011-12 2012-13
Eliminate Planning Review.Assoc..Planner... . _ . 1.0. 109,000 109,300 -
Eliminate Long Range Planning Assoc.Planner 1.0 109,000 109,300
Total Operating Cost Reductions 2.0 1 218,000 218,600-
1
I
B2-158
C
2011-13 Operating Cost Reduction Options
AftaChMSIRL5
COMMUNITY DEVELOPMENT
Description Service Impact Temp, Regular 2011-12 Annual Savings SOPC Service
Staffing Staffing Budget 2011-12 2012-1.3 Category
.............
.......•............... INO 1
ot_,."y.•.9_.-_.i.!tir:.-..,_.ia.K.-
Eliminate a The service impacts 1.0 109,000 109,000 109,300 x I
R Vacant Associate could include an
Planner Position increase in the time
in the it takes to review
Development new planning
Review Division. applications and
This option affects building permits. It
regular staffing could also diminish
costs. The the Department's
reduction would be capacity to work on
implemented on multiple priority
July 1,2011. projects. See the
SOPC for details.
-,,.......... -
—H
RM
51
Eliminate a The reduction 1'.0 109,000 109,000 109,300 x 2
Vacant Associate affects Policy and
Planner Position Plan
in the Long- Implementation
Range Planning Activities. The
Division. This impacts are a
option affects reduction in the
regular staffing City's ability to
costs. The prepare area plans
reduction would be and General Plan
implemented on implementation
July 1,2011. programs. In the
future,area plan and
major
implementation
program will
require hiring
consultant services.
Reviewing projects
for conformity with
the City plans will
need to be shifted to
the Development
Review Division.
The Proportion of
time remaining
planning staff will
have to spend at the
public information
counter will
increase by 20%,
giving each planner
less time to work on
assignments. The
means a slowing
1 down of planning I
2011-13 Operating Cost K-Juction Options
COMMUNITY DEVELOPMENT
application turn-
around times,but
within the minimum
tum-around times
required by the
state.
TOTAL 2.0 218,000 218,000 218 600
B2-160
2011-13 Financial Plan Affachment
BUDGET REDU,C-TION OPTIONSUMMARY
Finance & Information Technology
Operating Cost Reductions
Regular Annual Savings Service
Staffing 2011-12 2012-13 Category
Eliminate.travel to CSMFO.board meetings 1,000. 1,000 3_ ,.._
Reduce miscellaneous expenses(Support Services) 500 600 3
Eliminate custom design software contract 4,200 4,300 3
Reduce paper utility bills - 13,000 3
Eliminate subscriptions(GIS) 300 300 5
Eliminate operating materials(GIS) 300 300 5
Reduce repairheplacement of calculators 300 300 3
Reduce printing(Fin Admin) 1,000 1,000 3
Reduce printing of Emergency Patient Care Reports 3,000 3,000 2
Convert analog lines to VoIP 7,400 19,200 2
Reduce paging services 4,200 4,200 2
Reduce Pentamation program enhancement hours 4,300 4,300 2
Change external DNS providers 5,100 5,100 2
Reduce monthly cost of City air cards 13,000 13,000 2
Re-negotiate maintenance contracts(IT) 80,000 10,000 2
Reduce number of replacement printers City-wide 5,000 5,000 2
Extend computer replacement lifecycle 18,500 18,600 2
Reduce Citywide postage 2,700 2,700 3
Reduce trips&meetings(GIS) 300 300 3
Reduce conference attendance(Finance&GIS) 5,000 5,000 3
Eliminate temporary staffing(GIS) 7,100 7,100 5
Reduce temporary staffing(Finance) 9,000 9,000 2 ,
Eliminate cell phone accessories 3,500 3,500 2.
Eliminate RIM BES server maintenance 3,800 3,800 2
Eliminate Shoretel new user licenses 3,000 3,100 2
Reduce MDC&laptop aircards 26,000 26,000 2
Eliminate payment to Parking Fund for employee use of
parking in designated City lots&structures 16,900 16,900 5
Total Operating Cost Reductions 225,400 180,600
Revenue Enhancements
Annual Revenue
2011-12 2012-13
Business Tax Enforcement 50,000 100,000
Lease City-owned conduit space 40,000 40,000
Total Revenue Enhancements 90 000 140,000
Total Department Options 1 315,4001 320,600
Allocated Share of Total Reduction Options of$3 Million F 244,200
100% 11 t'
2011-13 Operating Cost Reauction Options
Finance & Information Technology
Description Service Impact Temp Regular 201142 Annual Savings SOPC Service
Staffing Staffing Budget 201142 2012=13 Category
nr.:r[;r._ F rli..!i2-a:lcY iiii i_.r s^ispt-'r-0i+.. . -.uu..._ .:ln:fu::::..._
Awl?r ..n'. it _ ...oo:.ai:::.'ii:rsOji�L{�:ji;(..;;....�:. _.=a "`-y.-z.9.r:ru._ ._I__...._._._....
y �r ::�:S:v::_�!. i
....c�"�...... r ��' � .__• �L9� 'ii'� "--- 5:::.a,,„IyLpin_r- v....u.•�r': ::.n -,.tnh �ein�r -_
.. ..:.. ..... .......r._:........, a_e..r�lrn[?.it;pfiF'.._ i., rc.(r,:a!r:........:w.rLt!-..z.i „:.o...a.........�..v.>''.:... ........
R 1. Eliminate No staff $1,000 $1,000 $1,000 3
CSMFO members
Board currently serve
Meeting on the board so
Attendance travel to the
meetings is not
Eliminating necessary.
travel to
CSMFO
board
meetings
will save
$1,000
annually.
_ .. ... _.. r v :•-. '__''Fr_""- gi:mrs:jg,Esh±- _ :i4t; �i3�=:=.zi'.:" .--s�ti=rr:�”" _ _ _...
��- �°._ ._ r .:. _ _ _—c._a�..,.••'-:::: T :.:ec:•'`---3u_ �u: Sp-}_?--�.•:r. - _r - - --••�•;.r.:.��r=--T-.Fi
-' r---.._.•_.:v L.,;::...._�_rye r F7i'� s:_.: _r...:d=�:"T- y.' --' v=�r�'-_Yv z--.`�r�._f?Y�-`sig____.:::=_trr'_
: � r
.. •, v.....� .-..r 1 :..s.v-..:-. .... ::._--_a.• r.!_-_.. crxa� _zer_c_mrr:�..__-r _ .n... _ __rs L
";i..,r^..:a-,....:..-_..:_._ ,�_c^r_' v=-_:^ 'r.'9: o.:'S.>_�..a:i�1:=__:_s., -=r_:r••_ �.-.-._. �T'7
2. Reduce The typewriter $900 $500 $600 3
R Miscellanea, maintenance
us contract was
Expenses. eliminated
Reducing during the last
miscellaneo budget cycle
us expenses because very
will save few are in use.
$500 in Ongoing
2011-12 and maintenance
$600 in costs for the
201243. few
typewriters
that can't be
eliminated are
paid at the
hourly rate for
service calls.
Staff will be
encouraged to
lessen or
eliminate
typewriter use
and share
resources with
other
departments
when possible.
3. Eliminate The $4,200 $4,200 - $4,300
Custom replacement of
B2-.162
2011.13 Operating Cost Reduction Options
Finance & Information Technology
Design Visual FoxPro
Software with new
Contract. software
Eliminating programs
custom eliminates the
design need for this
software contract.
contract will
save$4,200
in 2011-12
and$4,300
in 2012-13. _
_--..____ _._;.T_r'----�--_... _-_=3ia:'_.u:.d�.%:i�ic:' _:"-z�:iTFr��4:�::fEv,y._ar;:iijie°.�Y•r T iJi f'S::C!�ja�rvc:cp__�::;;xs s_-.'_cxr�:-_c:
._ ., .. ._ -_...:..._..r-r_:q.n..p-•ter.+;•-_.rr__._ ..�Rr l- ..._u,�a.:..:�.ver•G:bys.�_n� :c.2..r:n..o::c-.::a
a :. d .'.:c: - : ':,. •. :. ri:.^.-_.....,.... . .aRvr3'i• r _.n:t.,.r ..__v- snv:::�rr.::uSii;:.R'.PG^vb'i�TuSzS3r
4. Reduce The new utility $66,800 0 $13,000 3
R Paper billing system
utility will provide
Bills, electronic
Eliminating billing and
paper utility payment
bills will fimctionality,
save reducing the
$13,000 in need to mail
2012-13. gaper bills.
R
5. Eliminate Minimal $600 $600 $600 5 Various impact,
Non- subscriptions
staffing will be
Line Items. replaced with
Eliminating free
publications publications.
subscription
s and
operating
materials
will save
$600
annually.
' _ •: _ "w ;... .,'�•^r _ .ts ^.�•:!-"„qi . -'na':. _!��C.:._y.yry :Rr':.. •{j:
r :: .� r�:R_'_r.:�: _rn s:. ;rys _rev': 5-. _. ._.T-i--::.._. •��= _
R 6. Reduce MinimalN $2„400 $1,300 $1,300 3
Various impact.
Non- Reduction in
staffing printed
Line Items. documents that
Reducing will only be
printing and provided
calculator electronically.
repair&
replacement
2011-13 Operating Cost Rewction Options Attachment
Finance & Information Technology
will save
$1,300
annually.
_._�.. _.._....._.. ._._.._...._...Ml.v.•,:ia:
�....... .. .... ... .........v.._...v..[al:j.:::._...•:.iL:d:_•:c,,...
1 :_..........
._ ._...._._. _ —�z__." Z 1.i"Itii!�Ei�'r.:::....:.h.h IfG°`_:L`•:.ii_:eF f-_'hal:
dL
R 7. Reduce Emergency $3,000 $3,000 $3,000 2
Printing. Patient Care
Reducing Reports can be
printing will printed via
save$3,000 USB.
annually.
R 8. Convert Converting 89 $95,000 $7,400 $19,200 2
Analog existing analog
Lines. telephone lines
Converting to the new
89 analog VoIP
lines to technology
VoIP lines will result in
will save some
$7,400 in temporary
2011-12 and service
$19,200 in disruptions.
2012-13. Many of these
are fax
machines or
modem lines
which are
straightforward
to convert.A
few of the
lines are
secondary fire
alarm lines or
other special
use analog
lines that wt71
require careful
handling in
order to
convert them
smoothly.
R 9. Reduce Minimal $9,000 S4,200--
$4,200 2
Paging impact.Paging
Services. services are
Reducing being phased
paging out as City
services will staff utilize
save$4,200 cell phones
annually. instead of
pagers-
B2-164
2011-13 Operating Cost Reduction Options AftChMOn t. .
Finance & Information Technology
............
.2. .. .... . .....
10. Reduce Reduction in $8,500 $4,300 $4,300 2
Program software
Enhanceme upgrades of the
nt Hours. Finance
Reducing system will
program have minimal
enhancemen impact in the
t hours will short-term.
save$4,300 Potentially
annually. larger impact
as software
becomes dated.
K U
am
11. Change This will cause $5,600 $5,100 $5,100 2
External all City
DNS websites
Providers. including
Changing outside e-mails
external to be
DNS temporarily
providers unavailable for
will save up to a week.
$5,100 A week is the
annually. worst case
scenario and
different parts
of the Internet
may become
available as the
change moves
through the
Internet.
12. Reduce the IT renegotiated $43,200 $13,000 $13,000 2
monthly the monthly
cost of City pricing of the
air cards. City's air cards
Reduction with Verizon.
in the type
of plans
used by the
City air
cards will
save
$13,000
annually.
13. Renegotiate As a result of $297,300 $80,000 $10,000
Maintenan renegotiations
ce with vendors,
Contracts. we are able to
B2-165
2011-13 Operating Cost Rei..6tion Options
Attachreffl S�
Finance & Information Technology
Renegotiati reduce our
ng maintenance
maintenance contract
contracts payments.
will save However,this
$80,000 in is a short-term
2011-12 and savings. .
$10,000 in
2012-13.
R 14. Reduce Printers $22,000 $5,000 $5,000 2
Printer typically have
Replaceme a Iong life span
nts. and the City
Reducing does not
black& replace them
white until it is no
printer longer cost
replacement effective to
s.from 8 to repair them.
5 will save IT estimates
$5,000 that the
annually. average
lifespan of a
The City printer is 13
currently has years. Most of
82 printers. the City,s
Of these,we printers are in
typically
budget for good shape.
the However,
replacement productivity
of 9 printers could be
annually(g adversely
black& impacted if
white and 1 more printers
color):about fail than
10% anticipated and
annually. . funds are not
This results available to
in an annual
cost of replacethem.
$21,000.
Reducing
black&
white printer
replacements
by 3 saves
$5,000.
R 15. Reduce It has been the $1341300 $18,500 $18,600 2
Computer City's goal to
_ Workstatio replace about
B2466
2011-13 Operating Cost Reduction Options Attachment zr..
Finance & Information Technology
n 30%of the
Replaceme City's
nts. computer
Extending workstations
the annually in
computer order.to ensure
replacement that the City's
cycle from infrastructure
3.5 years to remains
5 years will current with
save technology. IT
$18,500 in proposes
2011-12 and extending the
$18,600 in desktop
2012-13. replacement
life cycle to 5 "
years by
replacing
about 20%of
the City's
computer
workstations
annually.
However,the
Microsoft
Office
replacement
cycle would
remain at 3
years.
� — _c J',.i`_—r�wg�tir���..���iY.. .--�-vimk "�.ciy�^mhs�'iii.iK�� y .xSS__s•<=
. _- _ c .. --..5�...� _n.�'.JG:w'�.�z�E�'rir°' nC.s3'F __--lv7ic•=Se_;=____ _�-•._,K'2c7:.�_.
R 16. Reduce Staff will be $41,100 $2,700 $2,700 3
Citywide encouraged to
postage. reduce
Reducing mailings and
Citywide utilize
postage by electronic
6:5%will options where.
save$2,700 applicable.
annually. _
yi�$:n:x�''_r`'�.'+��.-: �_`'�:'f,=ix�i -r. __ �mllir_.^_mF.�.��[.t�:�:�c;�x_��c - - _�• _
i ... •_ � ..:'..2 T J... 1i:7..'�'}r _ ._.Sy_"a C.�i_•E:_C:"�:Q�''.C� _ •.�M.i F'S S�
R 17. Reduce Staff will have $500 $300 $300 3
Trips and less
Meetings. opportunity to
Reducing enhance their
trips and skills,stay up-
meetings to-date on
will save changes in GIS
B2-167
2011-13 Operating Cost Re4_4tion Options AttachMont.-5—.
Finance & Information Technology _
$300 technology and
annually. network with
other GIS
professionals.
R18. Reduce Staff will have $6,000 $3,000 $3,000 3
Conference-- less
Attendance opportunity to
. Reducing enhance their
conference skills, stay up-
attendance to-date on
will save changes in GIS
$3,000 technology and.
annually. network with
other GIS
ofessionals.
_..:_ �_-�.^_...::.-.:
-......-...,....-_•- -..:.n-r..__v.....n'r.�:?_rpt°it_.v:L'-?_i .: vfi'+� r_�- .��,r._:;:rt5vr'•�:sm c•ur _—__ _:jj?•l,=,G.:c.-
•v i + ':�i: '_-' {:.:-c?EE_E:.;:ii:'e"7°f'c4_.. _._.__-s:u a•-:rvc:. c4c. : - - �;._c_F_�4(: -
-4 .:...
R 19. Reduce Staff will have $3,300 $506 $500 3
Conference less opportunity
Attendance to enhance skills
Reducing and network
conference with other
attendance Finance
will save professionals.
$500
annuall -
-• T -.=1^�- •�;�-°�r��t��-�_�___�-,:_—,.�-=ti_--_-- �.r -•- � -_�!-ham.�— ___ ...--�>;: �:
y •• _ _ -? �_ .:-�"_-c_:u a_.:i :c-�['y�__'.--r--_rs""'';�cfai'v-= T•.'cam-'�.,�i�>,f•4.'_•IiY�r.�=..^vJ=._ R�3=_ uifiy3".�T_ .
..,�:'��:�r�7;":`,...-.+.c .iiL-_S _. .:si .:s:_---_.3 r.:a_.. L4•:-L=v-i:.c:-•' L 1 -'ice
R � �_ ._._.._� e4_..l ....._ J__ ._..�G_—�—:_�:n�..:ti.�.—y;.e. ..�. ..fir' 'i':11�]lt:iL••,:::..__� '�irt'-t:,.I::.I;YJ_:
R20. Reduce Staff will have $7,600 $1,500 $1,500 3
Conference less opportunity
Attendance to enhance skills
. Reducing and network
conference with other
Finance
attendance
professionals.
will save
$1,500
annually. _
__�a�,
":,T-a�i.� r-MR. a-•,
R 21. Eliminate Completion of 0.25 $7,100 $7,100 $7,100 5
Temp mapping
Staffing. projects may
Eliminating take longer.
temporary GIS will
staffing will explore option
save$7,100 of utilizing
annually. unpaid interns
to assist with
This equals- projects.
520 hours at
$13.61/hour
i
B2-168
CAttachment 6�..
2011-13 Operating Cost Reduction Options
Finance & Information Technology
. .: 'i 4 :j.
v .MINIS,
7K,
'.'� tr: -•: e i ��i l .J k t 2 c.wTinku
R 22. Reduce The need for 0.23 $11,700 $9,000 $9,000 �2� }
Temp temporary
Staffing. staffing in
Reducing Accounting
temporary has been
staffing will reduced due to
save $9,000 the shift from
annually. centralized
Accounts
This equals Payable
480 hours at invoice entry
$18.81/hour to
departmental
entry.
However,lack
of temporary
staffing may
impact
Finance's
ability to
conduct
enhanced
purchasing
activities.
.. .. . ... :.r:.:q4..—c_�;r.:ra_•.r.=_�—'�_ "_-.tiff.,_arc-.�+.#..`�'r-u::ru's=die;_ '" Cz� -{�:-.-:c'�_� rSir'.•
_ _. .._....-�,.a._,:.;;x;..=,tr-mr.^"u'° �"._"'_•_..s'�'...�?_ F r'T_r":-_=-,� e-=.�':Y'T�' ��:r=-csr._�,:�*�'
23. Eliminate Shifting $3,500 $3,500 $3,500 2
R Cellular payment for
Phone phone
Accessories accessories
such as
Eliminating batteries and
cellular cases to the
phone departments
accessories may encourage
will save efficiencies
$3,500 and reduce
annually. these expenses.
Note:Each
department
must add this
expense to
their budget.
R 24. Eliminate Eliminating $5,000 $3,800 $3,800 2
RIM BES Blackberry
. Server phones and
Maintenan replacing with
ee. smart phones
Eliminating will save
RIM BES money on the
B2-169
2011-13 Operating Cost Reauction Options
Finance Information Technology
server will RIM server
save$3,800 maintenance.
annually.
R 25. Eliminate There will only $3,000 $3,000 $3,100 2
Shoretel be a-servicer -
New User impact if new
Licenses. positions are
Eliminating created or new
Shoretel work groups
new user are created.In
licenses will this case, a
save$3,000 license will
in 2011-12 need to be
and$3,100 purchased by
in 2012-13. the
department.
26. Reduce Shifting $26,000 $26,000 $26,000 2
MDC& payment for
Laptop aircards to the
Aircards. departments
Reducing may encourage
aircards for efficiencies
mobile data and reduce
computers these expenses.
and laptops Note:Each
will save department
$26,000 must add this
annually. expense to
their budget.
:.. • .. .. ,__ r..-_��:_•__:�::•s7_ _�K.. ..�.;=_�a€==��--"S's�e:,�:,��a=;; - :fie'_: WI5;I
27. Eliminate Shifting $16,900 $16,900 $16,900 5
Payment to payment for
Parking staff parldng in
Fund for designated
Employee City Iots and
Use of structures(Old
Parking in Library,919
Designated Basement, 955
City Lots Morro& 842
And Palm)from the
Structures. General Fund
Eliminating to the Parking
payment to Fund will have
Parking no service
Fund will impact:
save
$16,900
annually.
TOTAI, $125,400 $1969600
B2-170
2011-13 Financial Plan
BUDOU REDUCTIONUFOON
Human Resources
Operating Cost Reductions
Regular Annual Savings Service
Staffing 2011-12 2012-13 Category
Reduce misc. office expenses 3;300 3,300 3
Reduce existing Contract Services to reflect actual cost. 700 700 3
Eliminate funding for a Learning Management System 7,700 7,700 3
Eliminate contract budget for consultant updating Safety Policies. 2,700 2,700 1
Reduce recruitment related expenses. 13,000 13,000 3
Eliminate the City contribution to PACE. 3,100 3,100 5
Reduce education and training. 4,700 4,700 3
Reduce temporary staffing in Wellness Program. 16,700 16,700 5
Reduce Employee Recognition budget to only provide one event. 5,500 5,500 5
Eliminate SLO Rideshare Lucky Bucks Program and Monetary Incentives. 8,000 8,000 5
Reduce Grants in Aid awards. 20,000 20,000 4
Eliminate City funding of Wellness blood draw analysis. 3,300 3,300 5
Reduce Grants in Aid by an additional$31,000 than already offerred. 31,000 31,000 4
Reduce Employee Recognition by another$5000 to not provide any events(1 5,000 5,000 5
Eliminate all funds for City-wide training and development activities. 13,200 13,200 3
Eliminate the Educational Reimbursement program. 13,500 13,500 3
Total Operating Cost Reductions - 151,400 1 151,400
1
B2-171
2011-13 Operating Cost Reduction Options lent
Human Resources
Description Service Impact Temp Regular 2011-12 Annual Savings SOPC Service
Staffing Staffing Budget _ I Cate-gory
2011-12 2012-13
14am
T!
11.2 ilK 2!
. ........ .............
1.Misc.Office No significant 3,000 3,300 3,300 3
Reducing various service impact. If (we (we
non-staffing accounts costs increase,more have have
in Office Supplies, funding could be merged merged
Publications and needed. line line
Subscriptions,Trips items) items)
and Meetings will
result in$3300
savings.
Implement July 1,
2011.
2. Contract No service impact 82,600 700 700 3
Services Reducing as contract amounts
existing contracts to have been verified
accurately reflect for next two years.
negotiated cost will
result in$700
savings.
Eliminate funding The Cal JPIA is in 29,300 7,700 7,700 3
,r a Learning the process of
Management implementing a
System. Eliminating Learning
ing
budget for a Learning Management
Management System System that will
saves$7700. meet our needs.
Implement July 1, There is no
2011. additional cost to
the City for use of
this systern.
IM-00 W-Wal.
OW
4. Safety Policies— The CalJPIA will 3,900 2,700 2,700 1
Contract Services provide staff and
Eliminating budget sample policies at
for a consultant to no additional cost.
update safety policies Some increased
saves$2700. workload on City
Implement July 1, staff.
2011.
a— -'
AWW- - M;�� I =.. -- .-' - HEN:
m HER
M Ogg
.
MAIN
-52 al
5. Recruitment Reductions are 16,600 13,000 13,000 -3
-Deducing various based on
a-staffing I expectation of fewer I I
B2-172
2011-13 Operating Cost Reduction Options
Human Resources
recruitment related recruitments.
expenses in Sufficient budget
Advertising, remains to ensure
Personnel Services, quality of
Lab Services, and recruitments.
Medical Services will However, if number
result in$13,000 in of recruitments is
savings. Implement higher than
July 1, 2011. expected, more
funding may be
needed.
6.Eliminate the Little to no impact. 3,100 3,100 3,100 5
City contribution to Currently,PACE
PACE (Professional has about$33,000
Association of City in excess reserves
Employees). and does not need
Eliminating the the City
$3,100 annual contribution at this
contribution to time to continue
PACE. operating.
Implement July 1,
2011.
7. Reducing Implementation of 29,300 4,700 4,700 3
Education and the CalJP1A
Training saves Learning
$4,700. Implement Management
July 1,2011. System will make
on line training
more readily
accessible at no
cost. Online or low
cost training
methods are being
utilized. If
customized or in
person training is
necessary, funding
will be limited.
. :. .:•^— s.r::zn=-=,._:.._._ `-4*_s:;�_...see —:a--ys
_..-
�.,iv�,. � -, °,�:�•:i:=-- ----=_— a_�,`.���: t�a:.•a�e��������;`:i=��=z.�:=` �;:n`�"S z�';, r=!s•-i -
_ st :_ :1r 'r!rr_t e,� ''
•'c-_� ___'___.;,�]C .:.vrr_`1='r."'ir^ .S.z•�!, ':•�. r,..d:_.z.^_c-
�S _a�L_ � .RAJ. •r .'�.Yi.v;� -t—�-.`c.:�C-v--_ �.._ ar —": C i1F__1�_r_Z.::___Y_
.�.. - --- .u::2•c:u�v-�'..-::r..v:x::: er3F_'�;;^ A: !:�tin__W v__ ?' _ _— =•�—•.e `.�_�.-"�.•�.'..iS-��,J:'1 -1:_:
8. Reduce The Wellness 0.4 16,700 16,700 16,700 ~ 5
Temporary Staffing program is
in Wellness coordinated by the
Program. Reducing Human Resources
temporary staffing Administrative
saves$16,700. Assistant with
Implement July 1, staffing from unpaid
2011. Cal Poly interns.
Staff believes this
model of delivery is -
B2-173
2011-13 Operating Cost Reduction Options
Human Resources
viable on an
ongoing basis with
only occasional paid
temporary staffing.
V"L JVr� :gg
.......
-Mu
M.L.:
n
n
Fig. I :�X
5-
'-P4
9. Reduce Sufficient funding 14,000 5,500 5,500 5
Employee will remain in the
Recognition. account to provide
Reducing the for at least one City-
Employee funded event per
Recognition account year for all
will save$5,500. employees.
hnplement July 1,
2011
10. Eliminate SLO Employees would 8,000 8,000 8,000 5
Rideshare Lucky no longer receive
Bucks Program and incentives for
Monetary participating in SLO
Incentives. Rideshare's
Eliminate the$8,000 alternative
-dgeted for transportation
,,drticipation in the program which may
SLO Rideshare result in fewer users
Program. of alternative
Implement July 1, transportation,thus
2011. increasing traffic,
pollution,etc.
However,given the
expected rise in gas
prices,employees
may continue to
participate in
alternative
transportation even
without the
incentive.
Program costs have
increased due to
increased
participation, If
Rideshare
incentives are
continued the
budget must be
increased from
B2-174
201143 Operating Cost Reduction Options
Human Resources
$5,000 to$8,000
er year.
P;
RM'-*P."-..2-M1T= 1GM�---.-'-MH
P. M,
11. Grants in Aid. Reduces funds 126,600 20,000 20,000 4
Reducing Grants in available to assist
Aid will save non-profit
$20,000.Implement organizations who
July 1,2011. provide human
services to the
community in times
when other grant
funding is being
reduced.
DO
12. Annual blood Employees may not 3,300 3,300 3,300 5
draw: Eliminate City participate in the
funding of blood blood draw analysis
draw analysis. and therefore not
Implement July 1, identify potential
2011. health problems.
@
.. ....... .....
13. Grants in Aid: Reduces funds 126,600 31,000 31,000 4
Reduce Grants in Aid available to assist
by an additional non-profit
$31,000 beyond the organizations who
$20,000 already provide human
offered. Implement services to the
July 1,2011. community from
$126,600($20,000
already offered)to
$75,000. Note:
further reductions to
human services
programs could
include:
Prado Day Center,
currently$53,700;
Water subsidies,
currently$35,700,
or Bus Passes,
currently$11,300.
14. Employee No Ci fi---ded 14,000 5,000 5,000 5
B2-175
2011-13 Operating Cost Redu6bun Options
Human Resources
'ecognition. employee
Reduce the Employee recognition event
Recognition account provided causing
by an additional potential negative
$5,000.$5;500 impact on employee
reduction in original morale and
offer:Implement July organizational
1,2011. health.
15.Education and Training would be 24,300 13,200 13,200 3
Training. limited to only
Eliminate:all funds programs provided
for City-wide training_ by LCW and
and development CJPIA_
activities,except
participation in
Liebert,Cassidy,
Whitmore
consortium
Implement July 1,
2011..
16.Educational An average of 12 13,500 13;500 13,500 3
Incentive. employees
Eliminate the participate in this
Educational program per year
imbursement and they would not
_rogram Implement receive tuition
July 1,2011. reimbursement.
This could make
continuing
education
unaffordable for
some.
TOTAL 4 151,400 15 1'460
B2-176
2011-13 Financial Plan
BUDGET REDUC, TIONbPTION
Parks & Recreation Department -
i
Operating Cost Reductions
Regular Annual Savings Service
Staffing 2011-12 2012-13 Category
Reduce total number of memberships with SCMAF 2100.1 200 5
Eliminate Batting Cage Supplies 1,500 1,500 4
Remove Batting Cage Alarm 1,600 1,600 4
Senior Newsletter Postage 1,500 1,500 4
Reduce supply of softballs for Adult Softball Program 2,500 2,500 4
Eliminate Scorekeepers for Adult Softball 0.73 14,000 14,000 4
Eliminate DOJ Fingerprinting Fees for Scorekeepers 300 300 4
Eliminate Assistance to San Luis Obispo YSA 20,000 20,000 5
Paperless Activity Guide 11,000 11,000 5
SLO Coastal Unified School District Fee Savings 6,700 6,700 4
Reduce Aquatic Temp Stafrmg(Physical Therapy Program) 0.20 4,000 4,000 4
Combine Rec Sports temp positions and reduce hours 0.42 4,000 4,000 4
Freeze Vacant Recreation Manager 1.00 123,100 1 123,400 1 3
Eliminate Youth Services Teacher Work Day&Spring Break Program 0.25 3,000 1 3,000 4
Eliminate SLO Teens after school program at Laguna Middle School 0.20 22,0001 22,000 4
Total Operating Cost Reductions 1 2.35 215,4001 215P700
I
B2-177
2011-13 Operating Cost Reduch .t Options Attechm, ant
PARKS & RECREATION
Description Service 2011-12 Temp Regular Annual Savings SOPC Service
Impact Budget Staffing Staffing 2011-12 2012-13 Category
1. Reduce TWO 400 200 200- 5
memberships with membershi
Southern California ps will be
Municipal Federation maintained
(SCMAF)- for
Decrease memberships Recreation
Department-wide from al Sports
4 to 2. staff.
Savings of$200 for Little to no
2011-12 and$200 in impact
2012-1-3.
2. Eliminate Batting User 1,500 1,500 1,500 4
Cage Supplies. groups
Eliminate funding for which have
batting cage supplies. contracted
The cages are currently use of the
closed and only Batting
operated by contracted Cages
user groups. would have
to provide
,iavings of$1,500 in supplies
2011-12 and$1,500 in and routine
2012-13. mamtenanc
e for
operations.
Little to no
impact
3. Remove Batting Existing 1,600 1,600 1,600 4
Cages Alarm. staff would
Removing alarm need to
equipment and services monitor the
at the batting cages. facility on
a more
Savings of$1,600 in regular
2011-12 and$1,600 in basis and
2012-13. be
available to
respond
problems.
Moderate
Impact.
B2-178
2011-13 Operating Cost Reduction Options Attachment
PARKS &RECREATION
4. Senior Newsletter More 2,000 1,500 1,500 4
Postage. senior
Reduced postage members
required due to an have been
increase in electronic receiving
newsletters. the
newsletter
Savings of$1,500 in via email
2011-12 and$1,500 in which has
201243. reduced the
need for
mailings.
Little to no
impact.
5. Reduce supply of Number of 5,000 2,500 2,500 4
softballs for Adult softballs
Softball Program. used per
Change practice of night per
using a new softball per game will
game/per field to a new be reduced.
softball per night/per
field. Moderate
impact.
Savings of$2,500 in
2011-12 and$2,500 in
2012-13.
6.&7.Eliminate Umpires 14,300 .73 14,300 14;300 X 4
Score Keepers for will be (14,00.0
Adult Softball& tasked with for
Associated keeping staffing,
Fingerprinting Costs. score. One 1,500 for
Eliminate all less staff fingerpri
scorekeeper positions person will nting all
for the adult softball be sports
program($14,000). available to staff)
Includes temporary respond to
salary savings andpotential
associated issues.
fingerprinting costs
($300). Moderate
impact.
Savings of$14,300 in
2011-12 and$14,300 in
2012-13.
8. Eimiinate Grant Families 20,000 20,000 20,000 5
Funding to San Luis may have
Obispo Youth Sports to pay
Association higher fees
(SLOYSA)for Io- to
Lieu Projects(per participate
B2-179
2011-13 Operating Cost Reduciwn Options
PARKS & RECREATION
TUA with San Luis in youth
Coastal Unified sports
School District). leagues in
Amending JUA order to
beginning July 2011 to offset
eliminate grant funding continued
for field improvements maintenanc
and similar projects a and
administered through field/turf
SLOYSA. projects.
Savings of$20,000 in SLCUSD
2011-12 and$20,000 in fields may
2012-13. not receive
current
level of
m_aint_enanc
e and
upgrades.
Moderate
Impact.
9. Paperless Activity Limits 26,100 11,000 11,000 5
Guide. access to
",'educe the number of paper
seasonal activity guides copies of
printed and distributed. the
Activity
Increase use and Guide.
distribution of Commumt
electronicactivity y must
guides as well as other come into
marketing materials the Parks
(i.e.leaflets,rack cards, and
etc.) Recreation
Office,call
Savings of$11,000 in to request
2011-12 and$11,000 in printed
2012-13. guide or
view guide
on-line.
Potential
risk of a
loss of
revenue
due to
decreased
participatio
n/registrati
ons for
B2-180
2011-13 Operating Cost Reduction Options
PARKS & RECREATION
those
without
web access.
Moderate
Impact.
10. San Luis Coastal Future 87,400 6,700 6,700 4
Z Unified School expansion
District Fee Savings. of uses will
Decreased funding be limited.
required for School
District Use Fees based Little to no
on current revised JUA impact.
that reflects
.Department credits for
middle school sports
program and ranger
service patrols.
Savings of$6,700 in
2011-12 and$6,700 in
2012-13.
11. Reduce Aquatic Lifeguards 4,000 .20 4,000 4,000 4
temporary staffing are no (total
(Physical Therapy longer temporar
Program). needed, y staffing
Reducing temporary SLO allocated
staffing line to Physical to
compensate for Therapy Physical
cancelled therapy has Therapy
program. cancelled Program)
their use.
Savings of$4,000 in
2011-12 and$4,000 in No impact.
2012-13.
12. Combine Staffing 41,400 .4 4,000 4,000 4
_ Recreational Sports support for (total for
Positions and reduce the both
overall hours. Recreation sports
Combine the Adult a] Sports positions
Sports Program division )
Coordinator and Youth will be
Sports Specialist reduced by
positions resulting in a 10 hours
savings of$4,000 in per week.
2011-12 and$4,000 in
2012-13. Moderate
impact.
B2-181
2011-13 Operating Cost Reduebun Options
PARKS & RECREATION
13. Freeze Vacant See SOPC 123,100 1 123,100 123,400 X 3
Recreation Manager. for details.
Freeze the vacant
Recreation Manager Significant
position which oversees Impact-
Facilities,
mpactFacilities,Aquatics,
Rangers,and the
Laguna Lake Golf
Course and associated
staff pending
evaluation of
reorganization
opportunities with other
City programs such as
Natural Resources
Annual Savings for the
frozen position are
$123,100 in 2011-12
and$123,400 in 2012-
13.
14.Eliminate Youth Net savings 3,000 .25 3,000 3,000 4
Services Teacher would be
Work Day and Spring $3,000
Break childcare because
Programs. full time
permanent
employee's
costs
would not
be
eliminated.
There is
presently
significant
cost
recovery
for these
activities.
The
savings
would
come from
reducing 5
Limited
Benefit
Temporary
I staff from
50 weeks
er year to
B2-182
2011-13 Operating Cost Reduction Options
PARKS & RECREATION
48 weeks
per year in
their hours.
There is
likely to be
significant
parental
response to
this
change.
Staff would
prefer to
have the
time to
thoroughly
evaluate
this
program
reduction
before
eliminating
it in total
and had
planned to
do so
during the
2011-12
Fiscal
Year.
Significant
Impact.
15.Eliminate SLO This is the 30,000 .2 22,000 22,000 X 4
Teens(Teen After net savings
School Program at from the
Laguna Middle elimination
School). of this
program-
It would
reduce one
Limited
Benefits
Temporary
staff from
30 to 20
hours per
week,
would
eliminate
facilities
andsupply
B2-183
2011-13 Operating Cost Reducti%,ei`Options
PARKS & RECREATION
costs and
other part
time
temporary
staffing to
serve this
program.
The full
time youth
services
program
employees
(Youth
Services
Supervisor,
Recreation
Coordinato
r)would
remain in
place to
manage
other youth
services
activities.
As the
Laguna
Junior
High
School
does not
provide
any
activities
for youth
after school
there could
be
unintended
impacts to
other City
department
s. Even
though this
program is J
currently
under-
performing
Staff
would
prefer to
have the
time to
B2-184
2011-13 Operating Cost Reduction Options
PARKS & RECREATION
i
evaluate
this
program
thoroughly
before
eliminating
it in total
and had
planned to
do so
during the
2011-12.
Fiscal
Year.
Significant
Impact.
TOTAL 1.78 1. $215,400 $215,700
RIA RS
ELEVIINATE ADULT SOFTBALL SCOREKEEPERS
Request Summary
Eliminating eight to ten part-time/temporary Adult Softball Score Keeper positions.(City Worker 2) will save.
$14,300 annually.
Key Objectives
The temporary staffing reduction will reduce the Recreational Sports operating budget.
Existing Situation: Factors Driving the Need for Change
As part of the Citywide effort to minimize costs and expenditures and to address projected on-going budget gaps
beyond 2013,the Parks and Recreation Department is tasked with identifying$201,400 in reduction options from
our operating budget.
Goal and Policy Links
n/a
Service Categorization Criteria
5=Other
Program Work Completed
n/a
Environmental Review
No environmental review required.
Program Constraints and Limitations
The purpose of the Score Keeper position is to keep track of the number of runs scored by each adult softball
team during the course of a game as well as provide as needed back-up support to the Umpire. These duties can
be absorbed into the Umpire's responsibility with little or no impact to the game. However, the ability for
Umpires to respond to issues involving"crowd control"such as fighting,drinking or other inappropriate behavior
will be drastically limited.
Stakeholders
Adult Softball umpires and participants.
Implementation
Eliminate Score Keepers and reduce temporary employee funding accordingly at the start of the 2011-13
Financial Plan.
BZ-186
i
PARKS AND RECREATION
ELINIINATE ADULT SOFTBALL SCOREKEEPERS Attachment
Key Program Assumptions
The current need to reduce operating program costs outweighs the need to have two staff.working at each Adult
Softball game: The Adult Softball Umpires will be able to perform the duties of the Score Keeper with little or
no impact to the game.
Program Manager and Team Support
Program Manager. Recreation Sports Supervisor.
Operating Program
Parks and Recreation Recreational Sports (60240)
Cost Summary
The salary cost savings would be approximately$14,000 annually.
Line Item Description Accoant No. 2011-12 2012-13
...
TernpoTary Staffing 60240 14,000 14,000
Medicare 60240 200 200
Uner 60240 100 100
Total Operating Costs 14,300 1 14,340
f
7 R7
sKS AND RECREATION
IPA
FREEZE RECREATION MANGER POSITION AgttaCh Ont
Request Summary
Freeze the vacant Recreation Manger position. Evaluate possible reorganization with other City departments and
programs,e.g.Natural Resources,during 2011-12. Savings of$123,100 for 2011-12 and$123,400 for 2012-13.
Key Objectives
Significant salary savings will be realized by continuing to leave this position vacant and will also reduce Parks.
and Recreation's administrative budget. Cross departmental synergies, increased efficiency, and improved
provision of services to the public would be the minimum expected outcome from a possible reorganization.
Existing Situation: Factors Driving the Need for Change
As part of the Citywide effort to close a 2011-13 on-going budget gap, and to address projected on-going budget
gaps beyond 2013, the Parks and Recreation Department was tasked with identifying $201,400 in reduction
options from its operating budget.
Goal and Policy Links
n/a
Service Categorization Criteria
3=Functions for Proper Organizational Management
Program Work Completed
n/a
Environmental Review
No environmental review is required..
Program Constraints and Limitations
As identified in the Parks.and Recreation Department Organizational Assessment (completed in mid 2010),the
most efficient and effective way for the Department to be organized includes an Administration Division that
consists of a Department Head,2Recreation Mangers, 1 Analyst and 1 Supervising Administrative Assistant. In
contradiction with the report's findings, the proposed freezing of the vacant (due to retirement in 2010)
Recreation Manager position temporarily reduces the number of Recreation Mangers .from two to one. The
Organizational Assessment was based upon the department's programs, scope of work, and span of control and
suggested that this ideal structure for the Administration Division provides parity among programs and divisions
and eliminates any risks/challenges associated with some programs reporting directly to the Department Head
and others to the remaining Recreation Manager.
Freezing the Recreation Manager position results in a significantly higher workload for the administrative staff,
particularly the Director who now has a span of control over 7 employees. Because it is such a critical position,
all duties and responsibilities previously assigned to the Recreation Manger must be absorbed by existing staff;
B2-188
1
,PARKS AND R, ECREATION
FREEZE RECREATION MANGER POSITION
resulting in slower response times to both internal and external customers, limited resources to complete special
or additional projects, and limited availability for supervision and support to Department staff as well as other
City departments. I . . . . -
There is a significant opportunity to evaluate a possible reorganization within the City such that the Natural
Resources Program and the Rangers are co-located in one department. The evaluation of that reorganization,the
pros and cons,and the manner in which it could be accomplished is recommended to be undertaken during 2011-
12. Once a thorough evaluation has been completed, and stakeholders,both internal and external have had time
to provide input, staff can recommend the preferred outcome which could include: restructuring the position in a
reorganization, filling the position as presently structured, or eliminating the position.
Stakeholders
The frozen position results in reduced services and support to both internal and external customers.
Implementation
Freeze the position at the start of the 20114 3 Financial Plan.
Key Program Assumptions
The need to reduce the operating program budget outweighs the value of the services and support provided by the
Recreation Manager position.
Program Manager and Team Support
Program Manager. Parks and Recreation Director
Project Team. Human Resources,Administration
Alternatives
i. Continue the Status Quo. This would allow the Department to maintain the current service and support
levels to internal and external customers.
2. Change the Scope of Request. The budget reduction could be achieved through other staffing reductions as
outlined in the Organizational Assessment (re-classification of two Recreation Supervisors to Recreation
Coordinators) or the reduction/elimination of limited-benefited temporary staff that assist program
supervisors with the daily management of program operations_ However, due to the Recreation Manager
vacancy,the proposed reduction would cause the least strain on staff morale.
Operating Program
Parks and Recreation Administration(60100) {
Cost Summary
:,PARKS
LL-
FREEZE RECREATION MANGER POSITION Attachmsn
Freezing the position will result in a cost savings of approximately$1.23,000 annually.
Line,ItemA on. _. Account No. 2011-12 2012-13
.`-_'.•:...,..�.;,_� �Lrt:.....nPsc;9:�:1._i ..
. 1'!
Annual Sala 100-60100-7010 79,400 79,400
PERS 160-60100-7040 25,700 26,600
Health Insurance 100-60100-7042 15,700 15,700
Unerployment 100-60100-7046 300 300
Medicare 100-60100-7044 1200 1,200
PARS 100-60100-7041 800 800
Total Operating Costs _H EM. [tt_A =
I :
B2-190
PARKS 1 kECREATION
ELIMINATE THE TEEN AFTERSCHOOL PROGRAM AT LAGUNA MIDDLE SCHOOL
Request.Summary
Eliminate,the teen afterschool program at Laguna Middle School will save $22,000,annually. The program is
currently open Monday through Friday(excluding holidays)from after school to 5:30 pm.
Key Objectives
Eliminating the program will reduce the Youth Services operating budget.
Existing Situation: Factors Driving the Need for Change
As part of the City wide effort to minimize costs and expenditures and to address projected on-going budget gaps
beyond 2013,the Parks and Recreation Department was tasked with identifying reduction options from operating
budgets.
Goal and Policy Links
Parks and Recreation Element and Master Plan
Service Categorization Criteria
4--Mid Range V
Program Work'Completed
n/a
Environmental Review
No environmental review required.
Program Constraints and Limitations
Laguna Middle School does not provide any activities for youth after school, therefore the elimination of this
program could have unintended impacts to other City departments.In addition,the elimination of this program
would be in contradiction to the Parks and Recreation Element(3.10)which identifies teen programming as a
major goal in fulfilling the unmet needs of the community.
The net savings from the elimination of this program would come from the reduction of one Limited Benefit
Temporary staff from 30 to 20 hours per week,elimination of other part time temporary staff(line staff who work
directly with the youth)and would eliminate associated non-staffing costs(facilities and supplies). The full time
youth services program employees(Recreation Supervisor and Recreation Coordinator)would remain in place to
manage other youth services programs,activities and events.
Stakeholders
Laguna Middle School students and families
San Luis Coastal Unified School District administration and employees
ELIMINATE THE TEEN AFTERSCHOOL PROGRAM AT LAGUNA MIDDLE SCHOOL
San Luis Obispo Police Department.
San Luis Obispo community members and businesses
Implementation
Eliminate the program and corresponding funding at the start of the 2011-13 Financial Plan
Key Program Assumptions
The current need to reduce operating program costs outweighs the need and benefit of having a safe and
supervised place for youth to be during the afterschool hours when the youth crime rate is aTits highest..
Program Manager and Team Support
.Program Manager. Recreation Supervisor,Youth Services
Operating Program
Parks and Recreation Youth Services(60250)
Cost Summary
i
The salary cost savings would be approxiinately$22,000 annually.
Une to ent 100760250-7046 200 200
PERS _ 100-60250-7040 3,500 3,500
BON
- - .;-_..� 6�,i `;2y;��; = :—:ma-� '=it «=s s' =:3 rii`=D-`T-..� ='-�t^'r. _.:•_.�'�y.�•.�.,.-_'`uc.—_--' .. _
- �b.^. jGFi°��."`•S•rr�ui•�,.�a.—..x._ �. -:�_-.:T'F..__m.'.h^�:m n.�.._..__r��� '"=5-'T'r
Facility Use Fees 100-60250-7701 1,400 1,400
S lies 100-60250-7843 3,000 3;000
. —.•- '�a__;�5-c-- _ _._._�-._--._-_-- ...ti7,�_ -eer.':3v-:f�r=vii_��:r•.:.s�•_ '+3. ••s — -.d-=:t==
a _T '' •�-Sire=�_. ne-•�"r= JCz•_'•v_4c�-.mac FCxirn_ T-•-y��^+ca.�=_.-..._ __T._='_
Program Fees 100-45650 1700 ^1,700
Total Operating Costs 22,000. __ _22,4"_1
_ -22,4"_
I
B2-192
2011-13 Financial Plan
@UDGET REDUCtION 0PT,110NSUMMARY
POLICE � ���
Operating Cost Reductions
Regular Annual Savings Service.
Statim 2011-12 2012-13 Category
Reduction in various Opemdrig Materials 600 600 2
Elimination of Annual Fee-Verizon 800 800 2
Reduction in Custom.Design Software 300 300 2
Elimination of Haines telephone directory 1,300 1,300 2
Reduction in Spillman annual maintenance 900 0 1
Reduction in Operating Supplies 2,500 2,500 2
Consolidate Bio Hazardous Waste Container w/Fire Dept 1,000 1,000 I
Consolodate Bio Hazardous Waste Removal w/Fire Dept 1,400 1,400 1
Reduction in Locks/Flags/Holding Cells Blanket cleaning 500 500 3
Reduction in Postage-On Trac 200 200 3
Reduction of Employee Recognition 1,000 1,000 5
Reduction in Janitorial Services 1,000 1,000 3
Reduction in Trips/Offsite Meetings 700 700 1
Reduction in Onsite.Meetings 300 300 1
Reduction in Printing&Reproduction-Thermal Paper 4,000 0 3
Reduction in Water service 1,500 1,100 3
Reduction in Sewer Service 2,200 1,900 3
Reduction in Electricity-Public Safety Comm.Center 11,000 8,900 3
Reduction in Electricity-Police station& 1016 Walnut office 16,000 13,400 3
Reduction in Weapons Inspection costs(will do in-house) 1,000 1,000 2
Reduction in Protective Clothing/Utility Uniform 1,200 1,200 2
Reduction in Gun Belts and Accessories purchases 1,000 1,000 2
Reduction in Tactical Helmet purchases 600 600 2
Reduction in POST Training 10,000 10,000 1
Reduction in Contract Services-polygraph exams 1,800 1,800 1
Reduction in Contract Services-psych testing 4,000 4,000 I
Eliminate Field Service Technician(vacant in year 2) 1.0 0 118,800 3
Eliminate vacant Police Officer position(reduce SORT team) 1.0 146,700 147,800 2
Eliminate vacant Police Officer position(eliminate SRO/DARE
programs at elementary schools) 1.0 146,700 147,800 4
Eliminate vacant Communication Technician position 1.0 106,900 _ 107,200 2
Eliminate vacant Sergeant position(eliminate SORT supervisor&
SORT team) 1.0 185,300 191,800 2
Eliminate vacant Police Officer position(eliminate SORT team) 1.0 146,700 147,800 2
Eliminate employee recognition for SNAP employees 400 400 5
Reduce employee recognition for regular employees 3,000 3,000 5
Eliminate SLO Solutions Community Program 14,800 14,800 5
Eliminate Bicycle Rodeo education progam 4,600 4,600 4
Reduce crime prevention,education,&outreach 15,000 15,000 3
Reduce training&professional associations 15,000 15,000 1
Total Operating Cost Iteductioiis 6.0 851,900 970,500 11 J
ill's 1012
2011-13 Operating Cost.Reduction Options
POLICE DEPARTMENT
Description Service Impact Temp Regular 2011-12 Annual Savings SOPCS Service
Staffing Staffing Budget Category
2011-12 2012-13
V
1. Reducing various Reduced budget for 382,600 54,200 44,800 3
non-staffing polygraph exams and
accounts in psychological testing for
contract services, applicants.Reduction in
training,and training budget will result
utilities will save in fewer specialized
$54,200 in 2011-12 training courses available
and$44,800 in to employees;legal
2012-13. mandates and essential
skills training will still be
accomplished. Electricity
budget for police facilities
was reduced to reflect
anticipated usage and
conservation measures.
Q-
2. Reducing non- Reduction in new and 33,500 3,800 3,800 2
staffing equipment replacement protective
accounts will save clothing,gun belts and
$3,800 each year. safety equipment due to
fewer officers being hired.
....... ..
. .....
3. Reducing non- Savings in bio hazardous 6,900 2,400 2,400
staffing contract waste removal was
services accounts realized after partnering
will save$2,400 with the Fire Department
each year. to share their existing
contract service.
n 57TERM
4. Reducing non- Fewer items of dispatch 92,000 5,800 4,900 2
staffing equipment equipment will need
accounts.will save replacement due to the
$5,800 in 2011-12 implementation of new
and$4,900 in technology in the
2011-11 emergency
communications center.
N
41
'K.
5. Reducing non- Minor reduction-no 1,400 600 600 2
staffing equipment direct service impact
accounts will save
$600 each year,
B2-194
2011-13 Operating Cost Reduction Options
POLICE DEPARTMENT
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6. Eliminating one Employee holding this 1.0 119,700 0 118,800 X 3
vacant Field position plans to retire in
Service Technician 2012.The duties of this
position effective position will need to be
July 1,2012 will re-distributed to other
save$118,800 in employees or eliminated.
2012-13(regular Further explanation is
staffing-vacant). provided in the SOPC.
...4yy. iJ•ar'S re �r_v�—i •,r-,r�.`:�n:.-�l••v�hi zl_i.'rrs6s"•.n-
i4�S:: '=h:G<� 1 eev:z- ,.rcr.=:c_•.�?__c:.�o..a;;.�.W.a•�rv`'�3 i��--•-�,..n?'.'Eti::f.^.:Ps�ss=m�` .='
7. Eliminating one Staffing of the Situation 1.0 146,700 146,700 147,800 X 2
vacant Police Oriented Response Team
Officer position (SORT)would be reduced
effective 7-1-11 from three officers to two
will save$146,700 which will result in
in 2011-12 and decreased ability to
$147,800 in 2012- respond to crime
13(regular staffing problems and major
—vacant). investigations. Further
explanation is provided in
the SOPC.
8. Eliminating one One of the two School 1.0 146,700 146,700 147,800 X 4
vacant Police Resource Officer
Officer position positions will be
effective 7-1-11 eliminated,resulting in
will save$146,700 the elimination of the
in 2011-12 and DARE program and very
$147,800 in 2012- significant reduction in
13(regular staffing school resource services
—vacant). to the middle school and
six elementary schools.
Further explanation is
provided in the SOPC.
-- — —' -
... _ ....r:• u. ._r._.....—. 4.� �,+' 2�:
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9. Eliminating one The member of 1.0 106,900 106,900 107,200 X 2
vacant communications
Communications technicians(dispatchers)
Technician position assigned to shifts will be
effective 7-1-11 reduced,resulting in
will save$106,900 increased overtime at
in 2011-12 and peak hours,longer hold
$107,200 in 2012- and dispatch times for
13(regular staffing non-emergencY calls,and
—vacant). delays in data entry.
Further explanation is
provided in the SOPC.
2011-13 Operating Cost Reduction Options
POLICE DEPARTMENT
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...: , . _...,.:_-,z.f.-.._,_.......__ -....:._...,liiceB:cF.•.:::::,_'_.. �!i}•_ya'°_•wu, ..+.m
10. Eliminating.one The department will be 1.0 185,300 185,300 191,800 X 2
vacant Sergeant unable to effectively
position effective supervise and staff the
7-1-1I will save SORT team;.therefore the
$185,300 in 2011- SORT team will be
12 and$191,800 in eliminated.The ability to
2012-13(regular respond to crime trends
staffing—vacant). and major investigations
will be significantly
impacted and the
workload of other
employees will increase.
Further explanation is
provided in the SOPC.
11. Eliminating one The department will be 1.0 146,700 146,700 147,800 X 2
vacant Police unable to effectively staff
Officer position the SORT team;therefore
effective 7-1-11 the SORT team will be
will save$146,700 eliminated.The ability to
in 2011-12 and respond to crime trends
$147,800 in 2012- and major investigations_
13(regular staffing will be significantly
�j —vacant). impacted and the
workload of other
employees will increase.
Further explanation is
provided in the SOPC.
a-MIRT
. : , iu i•�— ._=' •�:!c-=n:?i=�'•T-:•'-_ :: s=:•aa 'aTi_-c"+—_'' �'4:: •s�'"'T','"�r.:u. r_-:r r
12. Eliminating Employee recognition 400 400 400 5
employee activities for SNAP
recognition will employees will be
save$400 each eliminated..Employee
year- morale will likely be
impacted.
- -{; : Y_- .•=�s�'i.. s= 911r•��
13. Reducing Farther redaction in 5,000 3,000 3,000 5
employee employee recognition
recognition account funds will virtually
will save$3,000 eliminate recognition
each year. activities for employees,
other than small
recognitions for key
events.Employee morale
will likely be impacted.
I
B2-196
Attachment
2011-13 Operating Cost Reduction Options
POLICE DEPARTMENT
14. Eliminating The SLO Solutions 14,800 14,800 14,800 5
funding for the program is a high priority
SLO Solutions for the Student
program(contract Community Liaison
services)will save Program(SCLC)and is
$14,800 each year. jointly funded by the City,
Cal Poly and Cuesta.
The elimination of the
City contribution toward
the SLO Solutions
conflict resolution
program would likely
result in the program not
being sustainable.Police
involvement in
neighborhood conflicts
would increase with no
readily available program
to offer alternative
conflict resolution
services.Training
workshops for residents
and City staff would be
eliminated.
15. Reducing traffic The Bicycle Rodeo 4,600 4,600 4,600 4
safety education education program for
Will save$4,600 children would be
each year eliminated which would
significantly reduce
education efforts related
to bicycles.
1902010�
16. Reducing crime The ability to create and 23,800 15,000 15,000 3
prevention and disseminate educational
education/outreach material regarding City
material will save ordinances,neighborhood
$15,000 each year. expectations,crime
prevention,and major
event notifications(such
as messaging in advance
of Halloween)will be
severely curtailed.
Residents may not receive
important information
regarding crime trends
and ordinances that
contribute to
1 neigbborhood quality,
B2-197
2011-13 Opefrating Cost Reduction Options Attachment 5
POLICE DEPARTMENT
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17. Reducing funding Further reduction in non- 19,200 15,000 15,000 1
for training and mandated training and
professional professional associations
associations will will result in:lower level
save$15,000 each of training for employees;
year. elimination of attendance
at several training
conferences;elimination
of membership in some
professional associations.
The ability of employees
to stay current with
emerging issues and
trends will be reduced and
employee development
opportunities will be
curtailed.
GRAND TOTAL 0 6.0 851,900 970,500
B2-198
PUBLIQSAFEITY
ELIlVIINATION OF POLICE FIELD SERVICES TECHNICIAN POSITIO
i
Request Summary
Eliminating one Police Field Services Technician position effective July 1,2012, will save $118,800 in 2012-13
(regular staffing-vacant).
Key Objectives
Reduce on-going projected budget gap by reducing staffing levels.
Existing Situation: Factors Driving the Need for Change
As part of the Citywide effort to close a 2011-13 annual budget gap of$3 mullion, and to address projected on-
going budget gaps beyond 2013, the Police Department is tasked with identifying$894,300 in reduction options
from our operating budget.
One of the Police Department's non-sworn Field Services Technicians (FST) plans to retire by the end of FY
2011-12. The Department has a total of three FST positions; one is assigned exclusively to the handling and
processing of evidence and property and the other two are assigned to various duties in the field at the Police
Department(the FST retiring is one of the two assigned to field duties).There duties include, but are not limited
to:
• Coordinating fleet repair requests and service of police vehicles.
• Responding to traffic collisions for traffic control and report documentation.
• Daily delivery of documents to and from the criminal court and various City offices.
• Ordering of supplies and equipment
• Investigating and pursuing abatement of nuisances on private property in coordination with code
enforcement officers.
• Towing vehicles in violation of parking and other laws.
• Processing bookings of offenders pursuant to Court order.
• Fingerprinting applicants for City positions.
• Checking and installing"infant and child car seats for members of the public.
The elimination of an FST position will require the redistribution of these duties to other employees in the Police
Department and potentially in other departments. Some duties may need to be done less frequently or may.need
to be eliminated all together. If the position is eliminated, staff will work with the retiring employee to identify
the frequency and time for each task and develop a mitigation plan.
Goal and Policy Links
1. Fiscal sustainability of City..
2. Meeting Police Department reduction option target for 2011-13.
Service Categorization Criteria
The field FST positions are included in Patrol Services.The duties performed by the FST span a number of
different activities,most of which were assigned service prioritization category 3 (High Mid-Range—Proper
Organizational Management or Typical Services Expected by Community).
B2-199
'PUBLIC
SAFETY
ELIMINATION OF POLICE FIELD SERVICES TECHNICIAN POSITION Attachments
Program Work Completed
None
Environmental Review
No environmental review is required.
Program Constraints and Limitations
The redistribution of duties assigned to this position will potentially cause an increase or shift in workload for
other employees. Certain services performed that benefit the public, such as the towing of vehicles,or carseat
installation may need to be reduced or eliminated.
Stakeholders
Other employees in the Police Department and other City departments may be affected. Some members of the
public may be impacted by service reductions.
Implementation
ITask Date
1. Eliminate Field Services Technician position July 1 2012
Key Program Assumptions
The elimination of this position assumed the employee currently in the position actually does retire by June 30,
2012. The employee has assured the Police Chief that his plans are firm so his position could be considered a
reduction option.
Alternatives
The position could be reduced to a half-time position in order to.help mitigate the impact. This option would not
realize as much savings for the City.
Operating Program
Police Patrol(80200)
B2-200
ME
M
ELIMINATION OF POLICE FIELD SERVICES TECHNICIAN POSITION Attach m-ent 5-
Cost Summary
Line Item Descr' on Account No. 2011-12 . 2012-13
_._
r ...
Salaries-Regular 100-80200-7010 0 79,900
Retirement Contributions 100-80200-7040 0 18,300
Health and Disability Insurance 100-80200-7042 0 15,500
Medicare 100-80200-7044 0 0
Unemployment Insurance 100-80200-7046 0 300
Holiday 100-80200-7016 0 3,800
Uniform 100-80200-7018 0 1,000
Total Operating Costs 0 1181800
B2-201
PUBLIC
REDUCTION OR ELBAINATION OF SITUATION ORIENTED RESPONSE TEAM (SORT)
Request Summary
Eliminating part or.call of the Situation Oriented. Response Team (SORT). effective July .1, 2011, will save
between $I46,700 and $478,700 in 2011-12 and between $149,700 and $487,400 in 2012-13 (elimination of
either one or two vacant police:officer positions and/or one vacant police sergeant position).
Key Objectives
Reduce on-going projected budget gap by reducing staffing levels.
Existing Situation: Factors Driving the Need for Change
As part of the Citywide effort to close an ongoing budget gap and to address projected on-going budget gaps
beyond 2013, the Police Department is tasked with identifying$894,300 in reduction options from our operating
budget.
The Situation Oriented Response Team (SORT) is comprised of three police officers and one sergeant
(supervisor)who are assigned as plain clothed investigators.The primary duties of SORT include:
• Investigation of narcotic and vice related crimes in the City
• Conducting surveillance related to a variety of crimes,including violent crime and major fraud cases.
•- Specialized response to crime trends,such as burglaries and neighborhood crimes.
• Assisting with and conducting major investigations such as homicides, assaults, robberies and weapons
violations.
• Conducting alcohol and tobacco sales compliance operations.
• Conducting plain clothed operations related to major deployments, such as at Halloween and beginning
of the school year.
One of the police officer positions currently assigned to SORT is currently vacant. Elimination of this position
will result in a reduced ability of the team to conduct the duties outlined above; however SORT would.continue
to operate with reduced staff and no officers would be reassigned.
The Police Department also has two other vacant police officer positions(in addition to the vacant police officer
position assigned to SORT mentioned above). Based on service priorities and staffing needs,staff has determined
that if the two remaining vacant officer positions are eliminated, the department would eliminate one of the
School Resource Officer positions (further explained in a separate SOPC) and another SORT position. These
actions are necessary to ensure the patrol function maintains existing staffing levels.Officers currently in special
assignments that are eliminated would be reassigned so that patrol positions are not eliminated. Should all three
vacant officer positions be eliminated, the SORT team as a whole would be eliminated since it is not feasible to
operate the team with only one investigator.
In addition to the officer vacancies, the department has a vacant Sergeant position. Sergeants provide direct
supervision of line4evel employees. Based on service priorities and staffing needs,staff has determined that if
the vacant Sergeant position eliminated, the Department would eliminate the SORT Sergeant position. This will
result in the elimination of the.SORT team since it is not feasible or safe to operate the team without a field
supervisor.
B2-202
s
s
REDUCTION OR ELIMINATION OF SITUATION ORIENTED RESPONSE TEAM (SORT)
The elimination of the SORT team will have a significant impact in that many of the duties outlined above will
either not be performed,will need to be performed by other employees, or the department will need to depend on
other agencies to provide these services. For example, when a trained surveillance team is needed on a major
investigation, staff will need to request assistance from either the Sheriffs Department or the Narcotic Task
Force, both of which will be operating with reduced budgets.Fewer investigators will be available to investigate
complex crimes and there will be a significant reduction in the investigation of narcotic and vice related crimes in
the City. The Police Department's ability to respond to crime trends using specialized resources will be very
limited.
The elimination of a Sergeant position will have additional impacts beyond the loss of SORT. Administrative
duties conducted by the SORT Sergeant will need to be shifted to other employees causing an increase in
workloads which will potentially affect other programs. The department will have one fewer supervisor to fill in
when other supervisors are absent due to illness or other leave which will likely result in an increase in overtime.
Goal and Policy Links
1. Fiscal sustainability of City.
2. Meeting Police Department reduction option target for 2011-13.
Service Categorization Criteria
The SORT positions are included in the Investigative Services division and were assigned service prioritization
category 2(High—Health and Safety/Essential Services).
Program'Work Completed
None
Environmental Review
No environmental review is required.
Program Constraints and Limitations
The redistribution of duties assigned to these positions will cause an increase or shift in workload for other
employees.Certain services performed would be eliminated.
Stakeholders
1. Other employees in the Police Department and other City departments.
2. Members of the community.
Implementation
Task
Date
1.
. -
1. Eliminate vacant positions and potentially the SORT program JWy 2011
B2-203
�PUBLIC SAFETY .
REDUCTION OR ELIMINATION OF SITUATION ORIENTED RESPONSE TEAM (SORT)
Key Program Assumptions
The elimination of these.positions and potentially the SORT team (depending on how many positions are
eliminated) is based on the assumption that the Police Department will not eliminate positions from the patrol
division,traffic unit,or detective bureau in order to maintain existing staffing of these core functions.
Alternatives
The police officer and sergeant positions could be eliminated from other programs in the department. Staff has
done an extensive analysis of the impacts of eliminating positions in each program area and has determined that
the recommended reduction options are the most feasible to mitigate the impacts on the public and other
employees,and are most consistent with Council goals.
Operating Program
Investigations(80300)
Cost Summary
Line Item Descr' 'on Account No. 2011-12 2012-13
Salaries-Regular 100-80300-7010 114,100 117,500
Retirement Contributions 100-80300-7040 47,000 49,900
Health and Disability Insurance 100-80300-7042 15,300 . 15,300
Medicare 100-80300-7044 1,700 1,800
Unemployment Insurance 100-80300-7046 500 500
Holiday 100-80300-7016 5,700 5;800
Uniform 100-80300-701811000 . 1,000
Salaries-Regular 100-80300-7010 88,000 88,000
Retirement Contributions 100-86300-7040 36,300 37,400
Health and Disability Insurance 100-80300-7042 15,300 15,300
Media 100-80300-7044 1,400 1,400
Unemployment Insurance 100-80300-7046 300 300
Holiday 100-80300-7016 4,400 4,400
Uniform 100-80300-7018
,0 00
s ,_.Tom= �•�+ _.�_�.�
Salaries-Regular 100-80300-7010 88,000 88,000
Retirement Contributions 100-80300-7040 36,300 37,400
Health and Disability Insurance 100-80300-7042 15,300 15,300
Medicare 100-80300-7044 1,400 1,400
Unemployment Insurance 100-80300-7046 300 300
Holiday 100-80300-7016 4,400 4,400
Uniform 100-80300-7018 1,000 1,000
Total Operatina Costs 478,700 -- 400
B2-204
ELIMINATION OF POLICE OFFICER POSITION(SRO/DARE)
Request Summary
Eliminating one vacant Police Officer position effective July 1, 2011, will save $146,700 in 2011-12 and
$147,800 in 2012-I3 and will result in the elimination of DARE and SRO services to the elementary schools and
middle school.
Key Objectives
Reduce on-going projected budget gap by reducing staffing levels.
Existing Situation: Factors Driving the Need for Change
As part of the Citywide effort to close an ongoing budget gap and to address projected on-going budget gaps
beyond 2013, the Police Department is tasked with identifying$894,300 in reduction options from our operating
budget.
The Police Department fimds two School Resource Officer (SRO) positions that are responsible for various
duties related to the K-12 schools in the City. The positions are filled by police officers who have been specially
selected for the assignments. One SRO primarily handles issues related to the high school, including security
planning, investigations involving students (on and off campus), early intervention meetings, curfew hearings,
resource and liaison with school staffs and response to calls for service at the school. This position is not being
suggested for elimination. The second SRO position provides these same duties at the middle school and all six
public elementary schools in the City, as well as delivering the DARE program to the elementary schools. If a
vacant police officer position is eliminated, the Police Department will no longer be able to staff the special
assignment position that provides DARE and SRO services to the elementary schools and middle school. The
officer currently in this assignment would not be laid off; rather they would be reassigned so that the patrol
function is maintained at existing staffing levels.
The elimination of this SRO/DARE position will require the Department to discontinue the DARE program,
which has been offered to sixth grade classes in the City for many years. Staff continually receives very positive
feedback about the program from parents, students, teachers, and principals. The program teaches important life
lessons about making safe and wise choices regarding drugs, gangs,bullying, and other challenges faced by our
youth. The SRO/DARE officer acts as an important resource for school staff at the elementary and middle
schools in dealing with students with behavioral problems or who have committed crimes. The officer responds
to assist with children who are out of control or who leave campus unattended and without permission,placing
them at risk Overall, the presence of both SROs in the schools contributes to the safety of the schools,prevents
crimes and incidents or keeps them from escalating, and provides a very positive connection between the
students,school staff,and police.
The elimination of the position will increase the workload of the high school SRO, as well as patrol officers and
investigators who will need to respond to calls and conduct investigations currently handled by the SRO/DARE.
officer.
Goal and Policy Links
1. Fiscal sustainability of City.
2. Meeting Police Department reduction option target for 2011-13.
B2-205
s
UBLIC SAFETY
ELIMINATION OF POLICE OFFICER POSITION (SRO/DARE)
Service Categorization Criteria
The SRO positions are included in the Investigative Services division and were assigned serviceprioritization
category 4(Mid-Range).
Program Work Completed
None
Environmental Review
No environmental review is required.
Program Constraints and Limitations
The redistribution of duties assigned to this position will cause an increase or shift in workload for other
employees. Certain services performed would be eliminated entirely, such as the DARE program. Response to
certain calls for service related to the schools could be delayed.
Stakeholders
1. Other employees in the Police Department and other City departments.
2. Students receiving the DARE education program and their parents.
3. School staff,especially in the elementary and middle:school..
Implementation
7E one vacant Police Officer position and discontinue DARE program and July 2011
portion of SRO program.
Key Program Assumptions
The elimination of this position is based on the assumption that the position will not be funded by the school
district.The district is not in a position at this time to commit funding for the position; however they are willing
to consider it depending on the feedback received from stakeholders regarding the potential loss of this position.
Alternatives
There is a possibility that the delivery of the DARE program could be offered by someone other than a full-time
police officer, however this concept is not consistent with the core tenants of the program and the Department
has not had an opportunity to explore this alternative.
Operating Program
Investigations(80300) j
B2-206
D - �
ELIMINATION OF POLICE OFFICER.POSITION(SRO/DARE)
Cost Summary
Line_Item Desci tionAccountNo. . 2011-12 2012-13
' .T. ..-....FL_ ...._-.Fes....— _ N.:: ............— _
rte. .. .:.. .::r r•4:
H! yj' c.._ •ll s ..__..._.-.i`i:.�_.;;.a-�`vii..._v.z..:::-n'u_li�i^.i::n-.0 1i:e�f8 :.n�.:_.a:: _ ,,( (� _ y _
+•` T u'r
Salaries-Regular 100-80300-7010 88,000 88,000
Retirement Contributions 100-80300-7040 36,300 37,400
Health and Disability Insurance 100-80300-7042 15,300 15,300
Medicare I00-80300-7044 1,400 1,400
Unemployment Insurance 100-80300-7046 300 300
Holiday 100-80300-7016 4,400 4,400
Uniform 100-80300-7018 1,000 1,000
Total Operating Costs 146,700 147,800
B2-207
UWU
ELIMINATION OF COMMUNICATIONS TECHNICIAN POSITION
Request Summary
Eliminating one vacant Police Communications Technician position effective July 1,2011, will save$106,900 in
2011-12 and $107,200 in 2012-13 (regular staffing-vacant).
Key Objectives
Reduce on-going projected budget gap by reducing staffing levels.
Existing Situation: Factors Driving the Need for Change
As part of the Citywide effort to close an ongoing budget gap and to address projected on-going budget gaps
beyond 2013, the Police Department is tasked with identifying$894,300 in reduction options from our operating
budget. The Police Department currently has eleven authorized Communications Technician (dispatcher)
positions and two Communications Supervisor positions. These positions provide 24/7 staffing of the Public
Safety Communications Center. One of the existing Communications Technician positions is currently vacant.
This position was added in FY 2007-08; however it has been vacant for the past year in anticipation of potential
staffing reductions.
Elimination of this position will have several impacts both internally and to the public.Fewer dispatchers will be
on-duty on the weekend night shift which will result in callers reporting non-emergencies being placed on hold
for longer periods of time. For example, most reports of noise violations and alcohol offenses occur on weekend
nights. Callers reporting a noise complaint may be placed on hold while dispatchers are handling emergency and
higher priority calls. This may delay the dispatching of officers to non-emergency calls. The Communications
Supervisor assigned to the night shift will need to assist more often with answering phones and dispatching
police and fire units at peak times. This will result in less time for the supervisor to complete other duties, such as
required audits and training..Because fewer dispatchers will be working;the use of overtime will likely increase
to backfill for dispatchers who are absent due to illness or other leave.
Goal and Policy Links
1. Fiscal sustainability of City.
2. Meeting Police Department reduction option target for 2011-13.
Service Categorization Criteria
Communications Technician positions are included in Support Services and were assigned service prioritization
category 2(High—Health and Safety/EssentiaI Services).
Program Work Completed
None
Environmental Review
1
No environmental review is required.
i
Program Constraints and Limitations
B2-208
ELIMINATION OF COMMUNICATIONS TECHNICIAN POSITION
The redistribution of duties assigned to this position will cause an increase in workload for other employees.
Impacts to the public include longer call hold and response times for non-emergency calls.
Stakeholders
Other employees in the Police Department and other City departments may be affected. Some members of the
public may be impacted by service reductions.
Implementation
Task bate
1.
. -
1. Eliminate vacant Communications Technician osition July 2011
Key Program Assumptions
None
Alternatives
The position could potentially be reduced to a half-time position in order to help mitigate the impact.This option
would not realize as much savings for the City. The recruitment and training of a half-time Communications
Technician could present a challenge, especially the length of time to fully train a new employee who is only
working half-time.
Operating Program
Support Services(80400)
Cost Summary
Line Item Description Account No. 201142 2012-13
1
1
IN
_
Salaries-Regular 100-80400-7010 69,300 69,360
Retirement Contributions 100-80400-7040 16,200 16,500
Health and Disability Insurance 100-80400-7042 15,500 15,500
Medicare 100-80400-7044 1,100 1,100
Unemployment Insurance 100-80400-7046 300 300
Holiday 100-80400-7016 3,500 3,500
Uniform 100-80400-7018 1,000 11000
Total Operating Costs 106,900 107,200
B2-209
g �
2011-13 Financial Plan _. AfiachmGnt 2 W
eubGET REDUCTION OPTION
-
PUBLIC WORKS DEPARTMENT
Operating Cost Reductions
Regular Ann Vings Service
Staffing 201I-12 2012-13 Category
Public Works Admin division Reduce Operating Materials&Supplies 400 400 3
Public Works Admin division Eliminate Data Processing 400 400 3
Building Maintenance division Eliminate Data Processing 40 400. 3
Streets Maintenance division Eliminate Insecticides&Herbicides 200 200 2
Signal and Lights division Eliminate Cement&Concrete Mix 300 300 3
Streets Maintenance division Reduce Small Tools 1,000 1,000 2
Public Works Admin division Reduce Postage 1,000 1,000 3
Signal and Lights division Reduce Electrical Supplies 1,000 1,000 1
Public Works Admin division Eliminate Overtime 1,000 1,000 3
Signals and Lights division Reduce Operating Materials&Supplies 1,500 1,500 1
Streets Maintenance division Eliminate Data Processing 1,700 1,700 2
Fleet Maintenance division Reduce Special Equipment.Installation 1,900 1,900 2
Streets Maintenance division Reduce Paint Supplies 2,000 2,000 2
Streets Maintenance division Reduce Signs 2,000 2,000 2
Streets Maintenance division Reduce Construction Equipment 2,000 2,000 2
Building Maintenance Eliminate Office Equipment 3,900 3,900 3
Streets Maintenance division Eliminate Sidewalk Repair Contracts 5,000 5,000 2
Building Maintenance division Reduce Gas Utility 5,300 5,300 3
Signal and Lights division Reduce Equipment Maintenance 5,000 5,000 1
Building Maintenance division Reduce Electrical Utility 15,000 15,000 3
Building Maintenance division Reduce HVAC Contract Services 15,700 15,900 3
Street Maintenance division Reduce Trash Services 20,000 20,000 2
Storm Water division Reduce Temporary Salaries for GIS Intern 0.18 4,600 4,600 1
Storm Water division Reduce Regular Salaries for GIS Specialist position 0.25 27,200 27,200 1
Development Review division Reduce Temporary Salaries 0.16 27,000 27,100 1
Public Warks Admin division Eliminate Publications&Subscriptions 600 600 3
Streets Maintenance division Eliminate Professional Conferences 400 400 2
Public Works Admin division Reduce Education&Training 500 500 3
Public Works Admin division Reduce Association Dues 1,100 1,100 3
Streets Maintenance division Reduce Trips&Meetings 600 600 2
Signals and Lights division Reduce Education&Training 700 700 1
Building Maintenance division Reduce Trips&Meetings 800 800 3
Streets Maintenance division Reduce Education&Training 800 800 2
Public Works Admin division Reduce Printing&Reproduction 1,600 100 3
Signals and Lights division Reduce Equipment Replacement Parts 20,000 20,000 3
Tree Maintenance division Reduce Regular Salaries by Eliminating 1.0 FTE
PW Maintenance Supervisor position 1.00 59,600 59,900 3
Public Works Admin division Reduce Employee Recognition 2,500 2,500 • 3
Building Maintenance division Reduce Contract_Services for Janitorial
Services (task reduction) 3,200 3;200 3
Building Maintenance division Reduce Contract Services for Janitorial
Services(Frequency Reduction @ City Hall) 6,300 6,500 3
Building Maintenance division Reduce Contract Services for Janitorial
Services(Frequency Reduction @ various locations) 11,400 11,600 3
Public Works division Reduce Office Supplies 1,700 1,700 3
Transportation Division Reduce Regular Salaries by.5 FTE(Principal
Transportation Planner transferred to Parking Enterprise Fund) 0.50 64,700 64,900 4
Development Review division Reduce Regular Salaries by.25 FTE Permit
Technician Position 0.25 18,300 18,300 1
r
B2-210
2-/1O
Attachmen S�
Regular Annual Savings Service
Statll 2011-12 2012-13 Category
Public Works Admin division Reduce Laundry&Linen Service Contracts for
Public Works General funded programs 19,300 19,300 3
Public Works Admin division Reduce Temporary Salaries 0.35 23,400 23,500 3
Parks Maintenance division Reduce City Water Services by 10% 52,700 57,500 3
Transportation Division Reduce Temporary Salaries 0.75 1 33,500 33,500 1 .
Parks Maintenance Reduce Temporary Salaries that provide the Downtown
Farmer's Market Portable Restrooms 0.38 I2,300 12,700 3
Streets Maintenance division Eliminate Contract Services for Downtown
cleaning 29,000 29,600 2
Streets Maintenance division Reduce Regular staffing by.5 FTE Maintenance
Worker providing Downtown street cleaning 0.50 31,400 31,500 3
CIP Engineering division Reduce Regular Salaries by Eliminating 1.0 FTE
PW Engineering Inspector position 1 1.00 1 99,9001 104,600 1
Total Operating Cost Reductions 1 5.32 1 641,8001 653,700
B2-211
2011-13 Operating Cost Reduction Options
PUBLIC WORKS DEPARTMENT AttachMnt.
Description Service Temp Regular 2011-12 Annual Savings Service
Impact Staffing Staffing Budget 2011-12 2012-13 SOPC Category
1.PW Admin Temporary 600 400 400
R division staff assistance
Reduce will not receive
Operating parking
Materials& validation from
Supplies Department.
budget. Computer
supplies and
Reduction in furniture will
non-staffing need to come
operating from surplus.
materials
budget by
$400 annually.
Effective July
1, 2011.
2.PW Admin This reduction 400 400 -400 3
division will have no
Eliminate impact to
Data services
Processing provided as
budget. FoxPro
programming
Eliminate Data services have
Processing been eliminated
funds of$400 due to
annually. implementation
of EnerGov.
Effective July
I, 2011
13.Building There will be 400 400 400 1
ry 3
Maintenance no service
impacts
r _
�wi
Eliminate [associated with
re ti
Data this reduction.
The
7 v is Processing The City is
budget. currently in the
process of
Eliminate Data FoxPro
Processing database
funding of conversion
$400 annually. project with
EnerGov.
Effective July
1, 2011.
R 14.Streets i No service 200 200 200 2
B2-212
2011-13 Operating Cost Reduction Options
PUBLIC WORKS DEPARTMENT Attachment
Description Service Temp Regular 2011-12 Annual Savings S r go .
Impact Staffing Staffing Budget 2011-12 2012-13 SOPC Category
Maintenance impact is
R Division anticipated as
Eliminate this work is
Insecticides& rarely done,
Herbicides and if materials
budget. are needed,
these minor
Eliminate costs will be
insecticide and paid from the
herbicide operating
budget of materials
$200 annually. account.
Effective.July
1, 2011.
R 5.Signals and No service 300 300 .300 3
Lights impact is
Division anticipated.
Eliminate
Cement and Work is
Concrete Mix minimal and
Budget. typically
performed by
Eliminate Street
cement and Maintenance
concrete program with
budget of materials
$300 annually. funded through
that program.
Effective July
1, 2011.
R 6.Streets No service 7,000 1,000 1,000 2
Maintenance impact is
Division anticipated.
Reduce Small
Tools Budget. Better
maintenance
Reduce small practices and
tools budget an increased
by$1,000 awareness of
annually. budgetary
limitations
Effective July have had a
1, 2011. positive affect
on this line
item.A 15%
reduction is
achievable
B2-213
2011-13 Operating Cost Reduction Options Attachment
PUBLIC WORKS DEPARTMENT
Description Service Temp Regular 2011-12 Annual Savings Scrvice
Staffing Staffing g Budget 2011-12 2012,13 SOPC Category
based on the
analysis
showing
reduced
expenditures in
this account.
Savings are
based on an
evaluation of
account
expenditures
during the last
year.
R 7.PW Admin This will 1,900 1,000 1,000 3
Division impact how
Reduce Engineering
Postage plans and
budget. specifications
are shipped and
Reduce provided to
postage funds City project
by$1,000 plan holders
annually. and bidders.
Shipping will
Effective July be charged to
1, 2011. specific
projects or
programs,or
requestor will
pay for
shipment.Plans
and
specifications
Will continue to
be provided in
PDF format
R S.Signals and This is a 5,200 1,000 1,000 1
Lights demand driven
Division account which
Reduce may be
Electrical overspent if
Supplies signal
Budget. malfunctions
exceed the
Reduce budget or
i electrical signals would
supplies be in red flash
B2-214
2011-13 Operating Cost Reduction Options AtttaChf ent 5
PUBLIC WORKS DEPARTMENT
Description Service Temp Regular 2011-12 Annual Savings Service
Impact Staffing Staffing Budget 2011-12 2012-13 SOPC Category
budget by for extended
$1,000 periods of time.
annually.
Savings are
based on an
Effective July evaluation of
1, 2011. account
expenditures,
showing a
surplus of this
amount in this
account for the
last 4 years.
R 9.PW Admin This reduction 1,000 1,000 1,000 3
Division will have little
Eliminate impact as PW
Overtime Admin staff
Budget. which accrues
little, if any,
Eliminate overtime.
overtime There may be
budget in the exceptions if
PW Admin PW
program. Administration
staff members
worked during
non-scheduled
hours to assist
with City
emergencies.
R 10.Signals Part of this 5,200 1,500 1,500 1
and Lights account is used
Division for traffic
Reduce delineation
Operating such as cones,
Materials& barricades,
Supplies flashing lights
Budget. etc. Since the
street division
Reduce has reserves of
operating this type of
materials and equipment, it is
supplies not necessary
budget by that it be
$1,500 budgeted for in
annually. this account.
Effective Jul
B2-215
2011-13 Operating Cost Reduction Options Attachment---�
PUBLIC WORKS DEPARTMENT
Temp Regular 2011-12 Annual Savings Service
Description Service
Impact Staffing Staffing Budget 2011-12 2012-13 SppC Category
1, 2011.
R 11. Streets There is no 4,300 1,700 1,700 2
Maintenance negative
Division service impact
Reduce Data anticipated as
Processing support for
Services FoxPro
Budget. applications is
no longer
Reduce Data available and
Processing the program is
Services by scheduled for
$1,700 replacement
annually. through the
City's.
Reduce data conversion to
processing EnerGov.
services to
eliminate Costs include
funds used to those funds set
provide aside for
support for the FoxPro
Fox Pro program
program. support.
Effective July
1, 2011.
R 12.Fleet The contract 2,900 1,900 1,900 2
Maintenance services costs
Division associated with
Reduce outsourcing the
Special installation of
Equipment public safety
Installation radios,mobile-
Budget. data computers
and after
Reduction in market Code-3
outsourced equipment will
costs be budgeted for
associated as part of the
with the "accessories"
installation of costs when
emergency developing CII'
equipment; Fleet
radios, Replacement&
computers and Addition
I. other Code-3 requests for the
equipment. Police
B2-216
• J
2011-13 Operating Cost Reduction Options Atta&Mgnt
PUBLIC WORKS DEPARTMENT
Description Service Temp Regular 2011-12 Annual SavingsService
Staffing n StaMSOPC
Impact g Budget 2011-12 2012-13 Category
Department.
Effective July
1, 2011. This reduction
will not result
in a negative
service impact,
or affect
response times
for public
safety. There
is no negative
impact
associated to
the General
Fund with
implementation
of this cost
reduction.
R 13.Streets No service 14,100 2,000 2,000 2
Maintenance impact is
Division anticipated.
Reduce Paint
Supplies Thermoplastic
budget. striping has
reduced paint
Reduce paint supply needs
supplies through
budget by extended
$2,000 striping life.
annually.
Savings are
Effective July based on an
1, 2011 evaluation of
recent account
expenditures.
R 14.Streets 24,200 2,000 2,000 2
Maintenance No service
Division impact is
Reduce Signs anticipated
Budget. based on past
experience.
Reduce signs
budget by The likelihood
$2,000 of sign failure
annually will also
decrease with
Effective July the
1, 2011. implementation
B2-217
2011-13 Operating Cost Reduction Options AttaChMnt—J
PUBLIC WORKS DEPARTMENT
Description Service Temp Regular 2011-12 Annual Savings Service
Impact Staffing Staffing Budget 2011-12 201.2-13 SOPC Category
of sign
replacements
through the
Capital
Improvement
Plan to meet
new Federal
reflectivity
guidelines.
Savings are
based on
evaluation of
account
expenditures,
showing a
surplus of this
amount in this
account for the
last 4 years.
R 15.Streets No service 4,000 2,000 2,000 2
Maintenance impact is
Division anticipated as
Reduce the new asphalt
Construction grinder
Equipment attachment
budget. allows edge
grinding to be
Reduce completed with
funding for City
construction equipment,
rental eliminating the
equipment by need to rent
$22000 this equipment.
annually.
Costs include
funds set aside
for pavement
edge grinding
equipment
Effective July
1,2011.
R 16.Building Reduction of 4,600 3,900 3,900 3
Maintenance this fimding
Division would mean
Reduce Office the removal of
B2-218
I�
2011-13 Operating Cost Reduction Options Attacttment� ..-•-
PUBLIC WORKS DEPARTMENT
Description Service Temp Regular 2011-12 Annual Savings Category
tice
Impact Staffing Staffing Budget 2011-12 2012-13 SOPC
Equipment all filtered
Budget. drinking water
systems at the
Reduce office following
equipment locations: City
funds of Hall, Public
$3,900 Works/Comm
annually. Dev,Corp
Yard,Parking
Effective July Services,Fire
1, 2011. Stations
1,2,3,4.
Eliminating all
drinking water
filtration
systems will
result in all
facility tenants
using tap water.
Requests for
water filtering
funded by
tenants will be
facilitated by
Building
Maintenance.
17. Streets Tiles in the 5,000 5,000 5,000 2
R Maintenance Downtown
Division Mission Style
Eliminate concrete
Sidewalk sidewalk will
Repair not be replaced.
Contracts Missing tiles
Budget. will be filled in
w/cold patch
Eliminate temporarily
Sidewalk until streets
Repair crew could
Contract by replace the
$5,000 missing tiles.
annually.
Tile
Effective July replacement
1, 2011. work would
reduce
Sidewalk
2011-13 Operating Cost Reduction Options Attachment.
PUBLIC WORKS DEPARTMENT
Description Service Temp Regular 2011-12 Annual Savings Scrvicc
Impact Staffing Staffing Budget 2011-12 2012-13SOPC Category
replacement
projects
completed by
the concrete
crew.
R 18. Building The immediate 23,600 5,300 5,300 3
Maintenance impact will be
Division negligible to
Reduce Gas none due to
utility staff diligent
Services pursuit of
Budget. energy savings.
Reduce gas This line item
utility services is seeing
by$5,300 savings due to
annually. energy
reduction
Effective.July , projects and
1, 2011. some
equipment
replacement
over the past
years.Further
savings could
be realized by
using the EMS
to set heating
points to 68-
degrees
maximum.
R 19.Signals No service 30,000 5,000 5,000 1
and Lights impact is
Division anticipated.
Reduce
Equipment This account is
Maintenance for occasional
Budget. knockdown of
signal and
Reduce lighting poles
equipment or cabinets.
maintenance
budget by The City has
$5,000 been more
annually. aggressive in
recouping this
( Effective July money so that
1 2011. net costs have
B2-220
2011-13 Operating Cost Reduction Options AttachmOnt—L,
PUBLIC WORKS DEPARTMENT
Description Service Temp Regular 2011-12 Annual Savings ceMee
Impact Staffing Staffing Budget 2011-12 2012-13 SOPC gory
been reduced
and this budget
has shown a
surplus in
recent years.
Savings based
on an
evaluation of
account
activity.
R 20. Building The immediate 202,700 15,000 15,000 3
Maintenance impact will be
Division negligibleto
Reduce none due to
Electric staffs diligent
Utility pursuit of
Services energy savings.
Budget.
Staff
Reduce anticipates
electrical savings due to
utility services energy
by$15,000 reduction
annually. projects for
lighting and
Effective July HVAC. Further
1, 2011. savings could
be realized by
using the EMS
to set cooling
points at 76-
degrees
minimum.
R 21.Building Shifting 222,900 15,700 15,900 3
Maintenance contract HVAC
Division work to staff
Reduce will increase
Contract the backlog of
Services work requests
Budget for for Building
HVAC. Maintenance.
Reduce Elimination of
HVAC the contract
contract will require in-
services by house staff to
$15,700 in complete this
B2-221
2011-13 Operating Cost Reduction Options
PUBLIC WORKS DEPARTMENT
Description Service Temp Regular 2011-12 Annual Savings Service
Staffing Staffing g Budget 2011-12 2012-13 SOPC Category
2011-12 and work 3-times a
$15,900 in year. This will
2012-13 reduce the
Building
Effective July Division's
1, 2011. ability to assist.
with non-repair
tasks such as
meeting set-up,
delay regular
maintenance
efforts on
facilities,and
further extend
current
response time
to citizen and
staff requested
repairs.
Minimal
funding will
remain to
purchase
HVAC
replacement
filters.
R 22.Streets No negative 64,700 20,000 20,000 2
Maintenance service impacts
Division are anticipated.
Reduce Trash
Services Recent efforts
Budg4 of the street
division in
Reduce aggressive
contract spoils
services for separation,
trash recycling,and
collection by negotiating
$20,000 costs for
annually: disposal of
used aggregate,
Costs are have resulted in
based on louver costs in
savings trend this are&
analysis over
the last 3 years
in the trash
B2-222
2011-13 Operating Cost Reduction Options
PUBLIC WORKS DEPARTMENT
Temp g
Tem Regular 2011-12 Annual
Description Service Savings Service
Impact Staffing Staffing Budget 2011-12 2012-13 SOFC Category
account.
Effective July
1, 2011.
R 23. Creek and GIS will be 0.18 19,900 4,600 4,600 X I
Flood Control unable to
Division support any
(Stormwater) significant field
Reduce data collection
Temporary for the storm
Salaries for water program.
GIS Intern. This will delay
inclusion of
Elimination of private
Temporary property
GIS Intern devices into the
staff. mapping and
impair the
Temporary City's ability to
staff position meet regulatory
is vacant. requirements.
Effective July
1, 201L
24. Creek and Minimal 0.25 421,000 27,100 27,200 X 1
R Flood Control immediate
(Stormwater) impact due to
Reduce employee
Regular reassignment.
Salaries for Future outreach
GIS projects for the
Specialist Storm water
Management
Eliminate 0.25 Plan will lack
Regular GIS support and
Specialist 11 may not be
Salary& deliverable
Benefits. with remaining
staffing,
Regular staff affecting the
position will City's ability to
be affected. comply with
Position is State General
currently Permit
filled. requirements.
Effective Jul
B2-223
2011-13 Operating Cost Reduction Options
PUBLIC WORKS DEPARTMENT
Description Service Temp Regular 2011-12 Annual Savings Service
Impact Staffing staffing Budget 2011-12 2012=13 SOPC Category
1, 2011.
25. Reducing .16 .16 51,300 27,000 27,100 X I
R Development FTE in temp
Review staffing
Division positions will
Reduce impact plan
Temporary review and the
Salaries. processing of
subdivision
Reduce maps.
Temporary
Staffing by .16 Reduction
FTE would mean
delays of 2-3
Two weeks longer
temporary for plan check
staff positions review,
will be subdivision
affected. map review&
Positions are comments.
currently
filled. Additional
contract costs
Effective July may be
1, 2011. incurred if the
County
Surveyor is
needed to sign
maps-
26.
a s_26.PW This will 600 600 600 3
R Admin impact how
Division staff receives
Eliminate Public Works
Publications industry
& updates and
Subscriptions information.
Budget. Staff will
receive only
Elimination of publications
Publications and
and subscriptions
subscription supplied to
funding of Department at
$600 annually. no cost or will
( view
E ecttve Julpublications
B2-224
2011-13 Operating Cost Reduction Options Attachment
PUBLIC WORKS DEPARTMENT
Description Service. Temp Regular 2011-12 Annual Savings Sme
Impact Staffing Staffing Budget 2011-12 2012-13SOPC Categoryry
1, 2011. and
subscriptions
online at no
cost.
R 27. Streets The ability to 400 400 400 2
Maintenance attend training
Division conferences or
Eliminate seminars would
Professional be reduced.
Conferences Staff may not
Budget. be exposed to
as many new
Eliminate techniques and
professional technologies
conferences that could
budget by improve in-
$200 annually. house skills
and
Effective July capabilities.
1, 2011
Staff will
utilize modern
training outlets
available
through
webcasts&
video
conferencing.
Take advantage
of local
training events.
Numerous
periodicals are
also available
to assist in
bringing new
information to
staff.
R 2$.PW This reduction 1,500 500 500 3
Admin may impact
Division staffs ability to
Reduce attend training,
Education & be kept up-to-
Training date with
Budget. computer
software
Reduce applications,
Education& advancements
B2-225
2011-13 Operating Cost Reduction 6ptionst�����8��
PUBLIC WORKS DEPARTMENT
D Regular Service
Tem Re 2011-12 Annual Savings Description Service g g
Impact Staffing Staffing Budget 2011-12 2012-13 SOPC Category
Training in the Public
Budget in the Works industry
PW Admin or may limit
Program by opportunities
$500 annually. for
departmental
Effective July improvements.
1, 2011.
29.PW This reduction 2,400 1,100 1,100 3
R Admin may impact
Division staff's ability to
Reduce maintain
Association annual training
Dues Budget. and notary
certification.
Reduce
Association Documents
fees and requiring
membership notary
dues by signature will
$1,100 be obtained by
annually other
Department
Effective July City staff,such
1, 2011. as CIerks office
or City
Attorney. May
provide a delay
in notary
authorization
by one week.
R 30.Streets The ability to 1,200 600 600 2
Maintenance attend training
Division conferences or
Reduce Trips seminars Would
and Meetings be reduced.
Budget. Staff will not
be exposed to
Reduce trips as many new
and meetings techniques and
by$600 technologies
annually that could
improve in-
Effecttve July house skills
1, 2011. and
capabilities.
Staff will
B2-226
2011-13 Operating Cost Reduction Options AftWhment5
PUBLIC WORKS DEPARTMENT
Description Service Temp Regular 2011-12 Annual Savings Service
Category
Impact Staffing Staffing Budget 2011-12 2012-13 SOPC
utilize modern
training outlets
available
through
webcasts&
video
conferencing,
as well as take
advantage of
local training
events.
Periodicals will
be obtained on-
line.
R 31.Signals The ability to 1,400 700 700 3
and Lights attend training
Division conferences or
Reduce seminars would
Education & be reduced.
Training Staff may not
Budget. be exposed to
as many new
Reduce techniques and
education and technologies
training that could
budget by improve in-
$700 annually. house.skills
and
capabilities.
Effective July
1, 2011. Staff will
utilize modem _
training outlets
available
through
webcasts and
video
conferencing,
as well as take
advantage of
local training
events.
Numerous
periodicals are
also available
to assist in
bringing new
information to
B2-227
2011-13 Operating Cost Reduction Options
400� �� S
PUBLIC WORKS DEPARTMENT
Temp Regular 2011-12 Annual Savings Service
Description Service SOPC Category
Impact Staffing Staffing Budget 2011-12 2012-13
staff.
32. Building Reducing 1,600 800 800 3
R Maintenance training
Division funding will
Reduce Trips result in
&Meetings reduced
Budget. division
supported
Reduce training,
training funds seminars,
by$800 meetings,
annually. certifications,
technical or
Effective Judy succession
1, 2011. related courses.
Building
Maintenance
staff will be
responsible for
seeking less
costly training
opportunities
and supporting
the cost for
renewal of
certifications.
33.Streets The ability to 1,600 800 800 2
R Maintenance attend training
Division conferences or
Reduce seminars would
Education & be reduced.
Training Staff may not
Budget. be exposed to
as many new
Reduce techniques and
education and technologies
training that could
budget by improve in-
$800 annually house skills&
capabilities.
Effective July
1, 2011. Staff will
utilize modern
training outlets
available
i through
webcasts and
B2-228
2011-13 Operating Cost Reduction Options
PUBLIC WORKS DEPARTMENT
Description Service Temp Regular 2011-12 Annual Savings Service
Impact Starting Staffing Budget 2011-12 2012-13 SOPC Category
video
conferencing,
as well as take
advantage of
local training
events.
Numerous
periodicals are
also available
to assist in
bringing new
information to
staff.
R 34. PW This will result 3,300 1,600 1,600 3
Admin in decrease of
Division printing
Reduce departmental
Printing& public
Reproduction relations,
budget promotional
and employee
Reduce recognition
printing funds materials,
by$1,600 letterhead and
annually envelopes;thus
impacting the
Effective July Department's
1, 2011 ability to"tell
our story".
35.Signals Service impacts 48,900 20,000 20,000 1
R and Lights are unknown as
Division they are a
Reduce function of
Equipment system failure.
Replacement
Parts Budget. If there are
large scale
Reduce system
equipment malfunctions or
replacement equipment
parts budget failures,the
by$20,000 account would
annually be overspent
and have to be
Effective July balanced
1, 201.1 . through other
program
accounts in the
B2-229
2011-13 Operating Cost Reduction Options
PUBLIC WORKS DEPARTMENT
Description Service Temp Regular 2011-12 Annual Savings Service
Impact Staffidg Staffing Budget 2011-12 2012-13 SOPC Category
department or
other year end
savings. The
City has
completed
several signal
upgrades in
recent years to
replace aging
equipment,
decreasing the
likelihood of
widespread
failure.
As part of the
relinquishment
of Highway
227 to the City
in late 2010,
this line item
received an
augmentation
of$18,000,
funding
formerly paid
to Caltrans to
support
maintenance.
This
augmentation
raised the
budget to$740
per
intersection.
Prior to that
augmentation
and addition of
signalized'
intersections,
City funding
level was$520
per
intersection.
36.Trees This position 1.0 254,500 59,600 59,900 X 3
R Maintenance reduction
Division would directly
B2-230
2011-13 Operating Cost Reduction Options Aftec meat_
PUBLIC WORKS DEPARTMENT
Description Service Temp Regular 2011-12 Annual Savings Service
Impact Staffing Staffing Budget 2011-12 2012-13 SOPC category
Reduce affect Parks
Regular Maintenance
Salaries by program. Parks
Eliminating related work
1.0 FTE PW would shift to
Maintenance the Parks staff
Supervisor with a budget
staff position. augmentation
to cover the
Elimination of added
Public Works workload.
Maintenance Street contract
Supervisor work would
staff position transfer to the
in the Trees Street
Maintenance Maintenance
Program. program with
no budget
Regular augmentation.
staffing is
affected and Tree Maint
the position is program would
currently be augmented
filled. as needed to
compensate for
Effective July increased
1, 2011. responsibility
for crew
supervision by
the City
Arborist&to
support
additional
contract
trimming to
account for
crew
assumption of
some arborist
duties.This
option requires
theP&R
Depart to assist
in Special
Event user
services.
Reductions in
thatP&R
B2-231
2011-13 Operating Cost Reduction Options
ants:
PUBLIC WORKS DEPARTMENT
Temp g
Tem Regular 2011-12 Service Annual Savings Description Service g
Impact Staffing Staffing Budget. 2011-12 2012-13 soPC cereEury
Depart could
affect the
viability of this
recommendatio
n as it relates to
user assistance.
Contract
services $
would support
tree trimming.
Reduced staff
support will be
available for
Tree
Committee
initiatives and
illegal removal
follow-up.
R 37.PW This will 41700 2;500 2,500 3
Admin reduce the
Division number of
Reduce departmental
Employee Tri-Annual
Recognition meetings;the
Budget. ability to
recognize staff
Reduce fiords members
by$2,500 annually for
annually. amount of
years served
Effecttve July and may
1, 2011. impact
employee
morale.
38.Building Services that 222,900 3,200 3,200 3
R. Maintenance will be no
Division longer funded
Reduce include:
Contract dusting,
Services complete
Budget for window
Janitorial washing,
Tasks. resilient floor
gipping,
Reduce carpet bonnet
B2-232
2011-13 Operating Cost Reduction Options
PUBLIC WORKS DEPARTMENT
Description Service Temp Regular 2011-12 Annual Savings Service
Impact Staffing Staffing Budget 2011-12 2012-13 sops Category
Janitorial cleaning,and
contract folding tables
periodically and stacking
requested chair cleaning.
tasks by
$3,200 in Funding will
2011-12 and remain to
2012-13. complete
periodically
Effective July requested tasks
1, 2011. including:
exterior
window
washing,carpet
extraction,
shower
scrubbing, and
resilient floor
refinishing.
Locations
include:Fire
Station 41,City
Hall, Wellness
areas at old
library, 879
Morro,919
Palm,Parks
and Rec
offices,Corp
Yard,
City/County
Library,
Ludwick
Community
Center, Senior
Center,
Meadow Park,
Jack House
service
building.
Requests for
service of this
nature,funded
by tenants,will
be facilitated
by Building
B2-233
i
2011-13 Operating Cost Reduction Optionsac� ��
PUBLIC WORKS DEPARTMENT
Description Service Temp Regular 2011-12 Annual Savings Service
p Impact Staffing Staffing Budget -2011-12 2012-13 Sopc Category
Maintenance.
39.Building Reduction of 222,900 6,300 6,500 3
R Maintenance service days
Division will result in
Reduce one day per
Contract week not
Services for having
periodic janitorial
Janitorial service. This
Cleaning at will lower the
City Hall. level of
cleanliness
Reduce until the next
janitorial service by
service contract
frequency at janitorial.
City Hall and
Wellness
Room to 4-
days per week.
Effective July
1, 2011
R 40.Building Reduction of 222,900 11,400 11,600 3
Maintenance service days
Division will result in
Reduce two days per
Contract week not
Services for having
periodic janitorial
Janitorial service.This
Cleaning at will lower the
various level of
locations. cleanliness
until the next
Reduce service by
janitorial contract
service janitorial.
frequency at
Corporation
Yard,Parks
and Recreation
office,Public
Works/Comm
unity
Development
office,and i
Utilities
i
I
B2-234
2011-13 Operating Cost Reduction Options AMCWGnt
PUBLIC WORKS DEPARTMENT
P s Service
Tem Regular 2011-12 Annual Savin
Description Service g g
Impact Staffing Staffing Budget 2011-12 2012-13 SOPC Category
Admin office
to 3-days per
week.
Effective July
1, 2011.
41.PW Reduction of 5,900 1,700 1,700 3
R Admin Department
Division office supply
Reduce Office funding by
Supplies. $1,700
annually will
Reduce Office provide
Supplies minimal
budget by service
$1,700 impacts. Staff
annually. will re-use and
recycle office
Effective July materials and
1, 2011. supplies
whenever
possible.
Staff will do
more work
electronically.
42. The Principal .5 257,200 64,700 64,900 X 2
R Transportation Transp.Planner
Division staff position
Reduce has already
Regular been assisting
Salaries by the Parking
transferring Services
.5 FTE Manager by
Principal overseeing the
Transportation palm Nipomo
Planner staff parking
position to structure
the Parldng project,
Enterprise collaborating
Fund. on revenue
enhancement
Reduce.5 FTE strategies&
Principal participating in
Transportation parking
Planner management
position. and demand
reduction
B2-235
2011-13 Operating Cost Reduction Options
PUBLIC WORKS DEPARTMENT
Description Service Temp Regular 2011-12 Annual Savings Service
Impact Staffing Staffing Budget 2011-12 2012-13 SOPC Category
Regular staff efforts.
position will
be affected. With the
Position is reduction of an
currently .50 FTE
filled. Principal
Transp. Planner
Effective.July staff position
1, 2011. from the
Transp.
division,and
subsequent
transfer over to
the Parking
Services
division; the
long-term
staffing
commitment of
the Transp.
Planner will be
assured for
Parking .
.Services.
43. This .25 FTE .25 246,700 18,300 18_,300 X 1
R Development reduction in
Review regular staffing
Division may impact the
Reduce .25 Development
FTE Regular Review
Salaries— division's
Permit ability to
Technician provide
position. adequate
response times
Reduce .25 to customer
FTE Permit requests for
Technician such things as
position development
project review,
Position is approval,
currently permit
back-filled issuance,
with Contract encroachment
staff permits,record
keeping and
Effective July front counter
B2-236
2011-13 Operating Cost Reduction Options
PUBLIC WORKS DEPARTMENT
Description Service Temp 'Regular 2011-12 Annual Savings Service
Impact Staffing Staffing Budget 2011-12 2012-13SOPC Category
1, 2011. assistance at
919 Palm
Street,staff
support to the
Architectural
Review
Committee and
the
maintenance of
the
Development
Review
division's web
page.
44.PW " This reduction 28,700 19,300 19,300 X 3
R Admin will result in
Division the loss of
Reduce current
Laundry& uniforms
Linen Service provided and
Contracts for laundered for
PW.General field staff.
Fund Staff. Residual
funding of
Reduce $2,400 will be
uniform used to
contract by for purchase shirts
Public Works and pants.
GeneralTund Field staff will
staff by be responsible
$19,300 for laundering.
annually
This may
Effective July impact how
1, 2011. citizens view
City field
2011-13 workers,
Laundry literally&
Contracts figuratively.
(7259) Public Works
(191300) staff would be
attired
2011-12 noticeably
Uniform& different than
Walk-Off Mat Utilities staff.
C ntract
($52,700) Floor rugs
in 01 01'n
i
2011-13 Operating Cost Reduction Options Attachment
PUBLIC WORKS DEPARTMENT
FDescriptionService Temp Regular 2011-12 Annual Savings ServiceImpact Staffing Stating Budget 2011-12 2012-13 SOPC Categorywould be
replaced every
two months. %2
PW$1,400
(mats) Qty of cleaning
Police$100 towels will be
(towels) supplied&
Fire$6,900 cleaned every- .
(towels&mats) other week.
Water$7,800
(uniforms) A survey of 12
Sewer$12,300 other cities
(uniforms) showed that
Parking$3,700 only three
(uniforms) provide laundry
Golf$200 uniform
(uniforms)
Whale Rock services.
$900(uniforms)
Contract$
would be
housed w/
depart(s)
continuing to
utilize
contractor's
services.
Utilities, Fire&
Police Depart
would become
responsible for
managing own
program
laundry& linen
services.
R 45•PW This reduction .35 48,300 23,400 23,500 X 3
Admin of temporary
Division staff has a
Reduce significant
Temporary impact on the
Staffing quantity&
Budget. quality of
Reduce hours admin support
Of temporary provided to PW
staffing for the staff(919
PW Admin Palm.& Corp
Division(919 Yard)&
Palm St&25 Utilities field
Prado Rd Corp staff.
Yard).
i
i
B2-238 ' .
2011-13 Operating Cost Reduction Options
PUBLIC WORKS DEPARTMENT
Description Service Temp Regular 2011-12 Annual Savings Service
p Impact Staffing Staffing Budget 2011-12 2012-13 SOPC Category
Service
Temporary reductions
staff position would mean
will be inability to
affected. update(DBE)
Position is info &desk
currently guides&
filled. manuals, delay
of 1-2 weeks
Effective July response to
1, 2011. compliance
issues. Purging
of project files
will not be
done (may
result in
regulatory non-
compliance).
Project
Insurance
tracking will be
delayed
quarterly. .
The Supv
Admin Assist
would
relinquish PIO
duties to
I rovide admin
support where
feasible.
46.Parks& Staff would 495,000 52,700 57,500 3
Landscape move certain
Maintenance landscape and
Division park areas to
Reduce City more
Water sustainable
Services drought-
Budget tolerant
landscaping or
Reduce water wood mulch.
usage in parks Weed control
&landscaped would be done
areas by 10% periodically to
annually. manage
undesirable
R7_'7Z0
2011-13 Operating Cost Reduction Options
PUBLIC WORKS DEPARTMENT _.
Description Service Temp Regular 2011-12 Annual Savings Service
impact. Staffing Staffing Budget 2011-12 2012-13 SOPC Category
Savings are growth.
based upon an
analysis of Reductions in
existing water this area will
usage. position the
City for a more
Effective July sustainable
1, 2011. future as it
relates to water
consumption,
and allow the
City to be good
stewards of this
limited
resource.
There would be
a reduction in
open grass
areas in parks.
47• This temporary .75 73,000 33,500 33,500 X 1
R Transportation ung
Division reduction of.75
Reduce may impact
Temporary essential
Salaries• services
identified in the
Reduce Transportation
Temporary program by
staffing by .75 limiting staff's
FTE for ability to
Traffic Interns provide
spse
Temporary - response times
staff position to customer
will be requests for
affected. various traffic
Position is projects.
currently
vacant. Delivery And
implementation
Effective July of traffic
1, 2011 projects such as
the Traffic
Safety Report,
Traffic
Operations and
Neighborhood
B2-240
2011-13 Opera6nlost Reduction Options �i����(t �� ✓�
PUBLIC WORKS DEPARTMENT
Description Service Temp Regular 2011-12 Annual Savings Service
staffing Staifin SOPC Category
Impact S g Budget 2011-12 2012-13
Traffic
Management
( TM)
programs will
be delayed by
2-3 months.
In addition, if
the SOPC
restoring the
Engineer staff
position is not
restored to this
division,the
Traffic Safety
Reports and
programs will
be suspended
for minimum
of two years as
a significant
impact of
insufficient
staffing levels.
48.Parks& Eliminate 0.38: 118,300 12,300 12,700 X 3
Landscape weekly
Maintenance restroom
Division services for
Reduce "Farmer's
Temporary Market"and
Salaries other special
providing events to
Downtown reduce part-
Farmer's time temporary
Market staffing costs, .
Portable maintenance
Restrooms. and
replacement
Reduce costs.
Temporary
salaries by Portable
eliminating the restroom
portable service for
restroom Farmer's
services. Market,Fite&
Police,&
A temporary Triathlon
B2-241
2011-13 Operating Cost Reduction Options -
PUBLIC WORKS DEPARTMENT
Description Service Temp Regular 201142 Annual Savings service
Impact Staffing Staffing Budget 2011-12 2012-13SOPC Category
staffing events would
position is no longer be
affected. available.
Position is Resthooms
currently could be sold
filled. or donated to
others to
Possible off- eliminate future
setting maintenance/re
Revenue for placement
Downtown costs. Citizen
Services complaints will
provided by increase during
DA peak-use
months. Staff
Effective July member would
1, 2011. lose his part
time job. Use
of merchant
restroom
facilities would
increase
possibly
generating
complaints
from the .
public,
business
owners and
downtDwn
association.
Costs include
only temporary
staffing costs.
Actual savings
will ultimately
be higher as
repair and
replacement are
needed.
49.Streets Routine 29,000 29,000 29,600 2
Maintenance sidewalk&
Division trash enclosure
Reduce cleaning,&
Contract weekly
Services for barbegue site
Downtown cl
B2-242
2011-13 Operating Cost Reduction Options
PUBLIC WORKS DEPARTMENT
Description Service Temp Regular 2011-12 Annual Savings Service
Impact Staffing Staffing Budget 2011-12 2012-13 SOPC Category
Cleaning. would be
eliminated.
Eliminate
Downtown Occasional
cleaning cleaning of
contract trash
service by receptacles can
$29,000 in be completed
2011-12 and by maintenance
$29,600 in worker
2012-13 assigned to
downtown,but
Eliminate would not
sidewalk, provide the
barbeque site, same service-
and trash level of
container cleaning
cleaning provided by
downtown to power washing
reduce contract.
contract
services costs. Potential of
impact on the
Costs include Council's
the current Economic
contract Development
services goal&storm
budget amount water quality if
the cleaning
Possible off- efforts was not
setting completed
Revenue for maintained by
Downtown businesses.
Services
provided by The contract
DA. could be
assumed by the
E,f`ecfive July Downtown
1, 2011. Association,or,
individual
owners and
Farmer's
Market vendors
could perform
cleaning
instead of a
contractor. r
50.Streets The sole 5 554,600 31,400 31,500 X 3
B2-243
r
2011-13 Operating Cost Reduction Options
PUBLIC WORKS DEPARTMENT
Description Service Temp Regular 201142 Annual Savings Service
Impact staffing Staffing. Budget 2011-12 2012-13 SOPC Category
Maintenance purpose of the
Division .5 FTE Maint
Reduce Worker is to
Regular provide daily
Salaries by cleanup of the
reducing.5 downtown.
FTE The Maint
Maintenance Worker
Worker completed a
providing daily 6-mile
Downtown walk to pick up
Street trash in the
Cleaning. Downtown.
Trash
Eliminate.5 collection alone
FTE Streets consumes
Maintenance about 4 hours
Worker I each day. As
position for time permits;
Downtown the worker
Street removes
Cleaning. graffiti and
stickers from
Possible off- City fixtures
setting such as signs,
Revenue for trash cans,
Downtown signal equip
Services and benches,
provided by posters,cleans
DA. spilled trash
cans&news
Regular staff racks;removes
position will trash from the
be affected. recycling
Position is receptacles.
currently Performs weed
filled, removal from
tree wells,
Effective July cleans.up
1, 2011. animal waste
left on the
sidewalk/tree
wells and
makes minor
repairs to the
trash can
holders.
B2-244
2011-13 Operating L sit Reduction Options Attachmens:'
PUBLIC WORKS DEPARTMENT
Description Service TSP Regular 2011-12 Annual Savings Servim
Impact Staffing Staffing Budget 2011-12 2012-13 SOPC COUM
Without this
position these
services will.no
longer be
provided to the
Downtown
area.
Regular trash .
pickup removes
a significant
amount of trash
from the street
and ceasing
this effort
could result in
a degradation
of water
quality.
Funding could
be provided by
the Downtown
Association for
the downtown
cleaning
services.
51. CII' Due to a 1.0 1.099,500 99,900 104,600 X 1
Engineering downturn in
Division private
Reduce construction,
Regular and a
Salaries by corresponding
Eliminating reduction in
1.0 FTE revenue from
Engineering private work,a
Inspector reduction is
position. proposed for
this area.The
Eliminate one slow down in
Engineering private work
Inspector I has allowed the
staffing Engineering
position. staff to keep
mare ublic
B2-245
2011-13 Operating Cost Reduction Options LL
PUBLIC WORKS DEPARTMENT Attachmen
Description Service Temp Regular 2011_12 Annual Savings Service
Impact Staffing Staffing Budget 2011-12 2012-13 SOPC Category
Regular staff construction
position will inspection
be affected. work in-house,
Position is at a much
currently lower hourly
filled. costs.
Effective July Reducing one
1, 2011. FTE will
require up to
2,000 hours of
inspection
work to be
provided
through
temporary or
consultant
resources at a
cost of up to
$135 per hour
versus$46 per
hour for staff
provided
inspection,
equating to up
to$173,400
more per year
than the
reduction
options saves.
,Implementation
of this
reduction
option will
reduce
Engineering's
ability to
respond to
Council Goals
(Infrastructure
Maintenance,
Traffic
Congestion
Relief),
i
Measure Y
priorities,
em enc
B2-246
2011=13 Operatingos# Reduction Options Atta :hment.5
PUBLIC WORKS DEPARTMENT
Description Service Temp Regular 2011-12 -Annual Savings Service
Impact Staffing Staffing Budget 2011-12 2012-13 SOPC C,egory
projects,and
private
development
TOTAL 1 1.82 1 3.50 641,800 653,700
B2-247
TRANSPORTATION
CREEK&FLOOD CONTROL TEMPORARY STAFFING REDUCTION Attachment.
Request Summary
Eliminating temporary GIS Intern staffing position will reduce the Creek and Flood Control program budget by
$4,600 annually.
Key objectives
Elimination of GIS temporary staffing will reduce the Creek and Flood Control program budget.
Ex1sting Situation: Factors Driving the Need for Change
The City has a budget gap that needs to be eliminated.Programs across the City are reducing operating budgets to
reduce expenditures and eliminate the overall funding shortfall.
Goal and Policy Links
The program overall is connected to the Council Objective of Infrastructure Maintenance. GIS provides support
both to the maintenance staff as well as the Stomiwater Management Program:
1. 2011-13 Council Objective for Infrastructure Maintenance
2. Stormwater Management Plan Implementation (for General Permit compliance & Operating Program
Objectives
Service Priority Ranking
1 =Legally Mandated
Program Work Completed
n/a
Environmental Review
n/a
Program Constraints and Limitations
Temporary GIS staff provides data collection services for the Storm Water Program. The City began data
collection of private property post-construction devices and connections to the stormwater system but is a long
way from completion.Without this resource, data collection will stop or slow considerably to a level that can be
sustained within remaining resources.
The City's Stormwater Management Plan requires the:tracking of post-construction devices. The City will be
unable to comply with the regulatory permit without the resources to develop the data for this area.
I -
B2-248
TRANS PO j
CREEK&FLOOD CONTROL TEMPORARY STAFFING REDUCTION Attachme.nt.15--
Stakeholders
The City budget may be affected by failure to comply with the regulatory permit if the State opted to implement
fines. Staff will have less information for determining origin of pollutants in the waterways for enforcement.
action. This in tum could lead to degraded water quality. The community, as stakeholders,would be affected by
the degradation of water quality.
Implementation
Funding for this salary and minor benefits will be eliminated effective July 1, 2011 upon implementation of the
City's 2011-13 Financial Plan.
1. Eliminate .18 FTE temporary GIS intern staffing position -T�Julvv 2011
Key Program Assumptions
The need to reduce operating program cost outweighs the value of the services provided,and it is unlikely the
City will be fined which would negate the savings achieved.
Program Manager and Team Support
Program Manager. Public Works Administration
Project Team. Finance and Information Technology and Human Resources departments
Alternatives
1. Continue the Status Quo. This would allow the program to continue with field data collection operations at
a reasonable cost.
Operating Program
Creek and Flood Control(50320)
Cost Summary
The cost savings resulting from the elimination of a GIS temporary staff position in the Creek and Flood Control
program will save approximately$4,600 annually.
Lire Item Desc onAccount No. 2011-12 2012-13
Tempoary Salaries 100-50320-7014 4,500 4,500
Medicare 100-50320-7044 100 100
UneMPIIns 100-50320-7046 0 0
Total O eratingCosts 49600 1 4,600
B2-249
TRANSPORTATION
ac menL
REGULAR STAFFING REDUCTION IN CREEK&FLOOD CONTROL PROGRAM
Request Summary
Reduce a regular GIS staff position in the Creek'and Flood Control program budget will save approximately
$27,200 in 2011-12 and$27,200 in 2012-13.
Key Objectives
Reduction of GIS regular staffing to reduce the Creek and Flood Control program budget.
Existing Situation:Factors Driving the Need for Change
The City has a budget gap that needs to be eliminated.Programs across the City are reducing operating budgets to
reduce expenditures and eliminate the overall finding shortfall.
Goal and Policy Links
The program overall is connected to the Council Objective of Infrastructure Maintenance. GIS provides support
both to the maintenance staff as well as the Stormwater Management Program:
1. 2011-13 Council Objective for Infrastructure Maintenance
2. Stormwater Management Plan Implementation (for General Permit compliance & Operating Program
Objectives
Service Categorization Criteria
1 =Legally Mandated
Program Work Completed
Regular GIS staffing provides resources for the Storm Water program on two fronts;public outreach&website
and infrastructure management. This.recommendation is for the reduction on the outreach&website portion of.
the staffing. This function is currently not being provided for the Storm Water program due to heavy demands of
the GIS staff doing database conversion support.
Environmental Review
n/a
Program Constraints and Limitations
Regular GIS staffing is currently not providing Stormwater program public outreach or website and infrastructure
management due to heavy demands of the GIS staff doing database conversion support.
Outreach and website support and efforts will continue with other staff within the program budget,to the degree
possible,with the program resources allocated.
I
B2-250
I
-ANS - -
REGULAR STAFFING REDUCTION IN CREEK&FLOOD CONTROL PROGRAM
Stakeholders
The Finance and Information Technology Department may be affected by this staffing reduction as itis currently
utilizing the GIS Staff position allocated for outreach and website support of the Storm Water Program to assist
with the City's FoxPro database conversion project. In the long term the implementation of the Stormwater.
Management Plan may be affected as remaining staff will be unable to provide adequate support for public
outreach and website development.
Implementation
Funding for this salary and benefits will be eliminated effective July 1, 2011 upon implementation of the City's
2011-13 Financial Plan.
1. Eliminate .25 FTE regular GIS Specialist I1 staff position 7/2011
Key.Program Assumptions
The need to reduce operating program cost currently outweighs the value of the staff services provided.
Program Manager and Team Support
Program Manager. Public Works Administration
Project Team. Finance and Information Technology and Human Resources departments
Alternatives
1. Continue the Status Quo. This would allow the program to continue with outreach and website support for
future projects in this area.
Operating Program
Creek&Flood Control(50320)
Cost Summary
The cost savings associated with the reduction of a .25 GIS Specialist II staff position is approximately$27,200
in 2011-12 and$27,200 in 2012-13.
i
B2-251
Attachment�s-
TRANSPORTATION
REGULAR STAFFING REDUCTION IN CREEK&FLOOD CONTROL PROGRAM
Line Item Desc on Account No. 201142 2012-13
MEM1_ .y.�-.�•.1__„-�-�F''-'.i .rr: , __!:•.?fir*'a'�y_r�c•:�;r-`'-- �'�"=`tP.r: �{�y� v rr-i't='�'_.-
IF'=v_�. �_ __ _ �t�'I� �L1L-S = •L Cy 231fi�..Ylil{. .IE.P LT.1.A{'iM... ..1-�.'..v
Regular Salaries 100-50320-7010 18,400 18,400
Retirement 100-50320-7040 .6,000 6,000
Health Insurance 100-50320-7042 2,400 2,400
Medicare I00-50320-7044 300 300
,Unetploymentins 100-50320-7046 100 l00
TotalOpemtin Costs - _ 27,200 - 27,200
I
B2-252
COMMUNITY •
Attchment�..
M ENT
DEVELOPMENT REVIEW TEMPORARY STAFFING REDUCTION
Request Summary
Reduce temporary staffing by 0.16 full-time equivalent(FTE)in the Development.Review division will save
approximately$27,000 in 2011-12 and$27,100 in 2012-13.
Key Objective
Reduce the Development Review Administration operating program costs to assist in closing the City's current
budget gap.
Existing Situation:Factors Driving the Need for Change
The City has a budget gap that needs to be eliminated.Programs across the City are reducing operating budgets to
reduce expenditures and eliminate the overall funding shortfall.
Goal and Policy Links
1. 2011-13 Major Council Goal for Preservation of Essential Services and Fiscal Health
2. General Plan Circulation Element
Service`Categorization Criteria
1 =Mandated
Program Work Completed
n/a
Environmental Review
n/a
Program Constraints and Limitations
Temporary Development Review staff provides essential support.for day-to-day operations of the department.
The reduction of 0.16 FTE in temporary staffing will have a significant impact on the quantity and quality of
Development Review program support provided to Public Works staff at 919 Palm St.. and to.general public
requesting front-counter assistance.
Reducing 0.12 FTE in temporary staffing for the Engineering III position will impact the review of subdivision
maps and plan checks. Delays could mean 2-3 weeks longer for plan check review and comment. Remaining
staff would assume workloads and assist front counter customer service needs where feasible to do so.
Reducing the temporary staff assuming the responsibilities of a consultant engineer by.04 FTE will impact the
processing and approval of subdivision maps. This work must be completed and approved by a licensed surveyor
possessing a Professional Land Surveyor(PLS)license by the State of California. The temporary staff position
currently holds this license and has the ability to approve subdivision maps in-house. Should this position be
reduced any further,or redevelopment review work activity increase,additional funding may be needed to either
'B2-253
AttachmOnt
i
DEVELOPMENT REVIEW TEMPORARY STAFFING REDUCTION
increase this staff time or to contract out with the County of San Luis Obispo for this certification approval. A
reduction in this temporary staff position to 416 hours annually(or 8 hours/week)could mean additional delays
of two to three weeks for plan check review and comment.
Stakeholders
1. Public Works and Community Development Department staff would be directly affected by this
reduction in temporary support
2. The community is a significant stakeholder as they would be impacted by the reduction in customer
services levels,reduction of telephone service (i.e. phone tree), delay in.responding to customer service
requests,and responding to the plan check requests.
Implementation
The FTE reduction in temporary staffing by 0.16 would be effective July 1, 2011 upon implementation of the
City's 2011-13 Financial Plan.
L Reduce 0.16 FTE t in the Development Review division Jul 2011
Key Program Assumptions
The need to reduce operating program cost outweighs the value of the services provided.
Program Manager and Team Support
Program Manager. Supervising Civil Engineer,Development Review
ProjectTeam. Public Works Administration and Community Development staff
Alternatives
1. Continue the Status Quo. This would allow the Development Review division to continue with the minimal
plan check support at a reasonable cost.
2. Defer or Re Phase the Request Deferring this request will result in Development Review division
continuing to receive the staff support and resources needed to provide plan check, map review and front
counter assistance. However,this option would not provide the operating budget reduction that is currently
being sought.
3. Change the Scope of Request Some plan check support could be provided by the CIP Engineering staff or
Community Development staff: However,these divisions would be affected when they are no longer able to
provide the support needed for their own programs. Additional contract services funding could be added to
the Development Review operating budget to support the out-sources of map approval and certification to the
County of San Luis Obispo. —
B2-254
Machmen .
DEVELOPMENT REVIEW TEMPORARY STAFFING REDUCTION
Operating Program
Development Review(50400)
Cost Summary
The cost savings resulting from the reduction of Development Review temporary staff will save approximately
$27,00 in 2011-12 and$27,100 in 2012-13.
Line Item De on Account No. 5011-12 201243
�a.. r;-'4.i_ r''a- ;-T--�_:s�'�'cty- e.' :r-y i:•.S ti rF'�r:�. Mrs?
-rft--,
... ¢ .. - .. r� v
Tempoary Salaries 100-50400-7014 20,100 20,100
Retirement 100-50400-7040 6,500 6,606
Medicare 100-50400-7044 300 300
junernpiIns 100-50400-7046 100 100
Total Operating Costs 27,000 27,100
B2-255
PUBLIC WORKS MAINTENANCE SUPERVISOR.STAFFIN GRED UCTION
Request Summary
Eliminating the regular,full-time staff position of the Public Works Maintenance Supervisor in the Tree Division
will save approximately$59,600 in 2011-12 and$59,900 in 2012-13.
Key Objectives
1. Eliminating the Public Works Maintenance Supervisor position will reduce the Tree Division operating
budget by approximately$105,100 annually.
2. Eliminating the Public Works Maintenance Supervisor position will increase the Landscape and Parks
Maintenance Division operating budget for Temporary staffing by $25,000 annually to oversee the
management of landscape contract services.
3. Eliminating the Public Works Maintenance Supervisor position will be off-set by increases of$20,000 in
contract and temporary employee services in an effort to maintain core and priority service levels to the
public,community and stakeholders.
Existing Situation:Factors Driving the Need for Change
The current Public Works Maintenance Supervisor position was substantially modified about 5 years ago after
the retirement of a long-time employee. At that time, Public Works and the Human Resources Department
modified the previous job description based upon the most effective way to deliver the necessary tree
maintenance and contract management services covered under this position. The position became a Public
Works Maintenance Supervisor for the Trees Maintenance Division,responsible for managing the City Arborist,
tree crew, landscape contracts and serves as the City representative for the Tree Committee.
The.City has identified on-going budget deficiencies that need to be addressed. Individual program expenditures
will need to be reduced to help mitigate the financial shortfall.
Staff has once again taken the opportunity to review the services provided by this position and determine if it is
still the most effective and efficient way to do business. The Public Works Maintenance Supervisor position
works across several program lines; provides contract management services for Street Maintenance, Parks
Maintenance, and the Parking Divisions. Because the position is inter-mingled within various Public Works
programs, internal staff discussions focused on if this was still the best way to deliver these services,and if not,
what was a better way. Based on these discussions, it was determined that services provided outside of Tree
Maintenance could be streamlined by shifting the contract management services to the affected programs. The
regular staff reduction of this position will have a net negative impact on Tree Maintenance division,primarily in
follow-up with citizens on tree issues, illegal removals,vegetation clearing, and the level of support for the Tree
Committee.
Goal and Policy Links
1. 2011-13 Other Council Objectives,Infrastructure Maintenance.
2. City of San Luis Obispo Municipal Code,Chapter 12 Tree Ordinance
3. Urban Forest Management Plan
Service Categorization Criteria
3=high
B2-2✓V
- m Att8CHMgnt 9
s
PUBLIC WORKS MAINTENANCE SUPERVISOR STAFFING REDUCTION
Program Work Completed
n/a
Environmental Review
fila
Program Constraints and Limitations
Other City departments and Public Works divisions would betaking on new and different work to accommodate
this reduction.
Stakeholders
Parks Maintenance, Street Maintenance, Tree Maintenance and Parking Services division staff are all
stakeholders as they are expected to assume a greater workload distributed among them with one Iess
management position.
Citizens supporting prosecution of illegal tree removals will no longer have the staff resources available for
enforcement issues.
Implementation
The reduction in regular staffing levels would be effective July 1, 2011 with the adoption of the 2011-13
Financial.Plan.
1. Begin recruitment for temporary staff 7Ju�ly
2. Eliminate PW Maintenance Supervisor position in the Trees Maintenance Division 3. Transfer$25,000 to the Parks Maintenance:operating for Temporary Staffing to supportadded workload
4. Transfer$20,000 to the Tree Maintenance Division for contract services uy
5. Complete hiring of temporary staff July 2011
Key Program Assumptions
The City Arborist will assume Tree Maintenance program oversight, supervision of the crew, and Tree
Conmtittee support. The Arborist will be reclassified to a supervisory position. Tree Maintenance program will
augment the tree trimming contract services or temporary staff to maintain tree trimming services.
The Street Supervisor will manage the sidewalk cleaning and weed abatement contracts, without additional
resources,with limited impacts to the program.
The Park Maintenance Supervisor in conjunction with augmented temporary staffing will manage the landscape
and restroom janitorial contracts. Parks Maintenance staff will work with Parks and Recreation Department staff
to provide user services for Special Events.
B2-257
s
PUBLIC WORKS MAINTENANCE SUPERVISOR STAFFING REDUCTION
Program Manager and Team Support
Program Manager. Public Works Administration
Project Team. Tree Maintenance, Parks Maintenance, Street Maintenance, Parks and Recreation, and Human
Resources Departments
.Alternatives
1. Continue the Status Quo. Retain the position and continue full support for Tree Maintenance.
2. Change the Scope of Request The position could be retained and the operating program non-staffing items
could be reduced by the corresponding amount to obtain the same level of operating program cost reduction;
which would include the elimination of all contract trimming services, leaving a non-staffing operating
budget of$12,000.
Operating Program
Tree Maintenance(50220)
Cost Summary
The salary cost savings as a result of eliminating 1.0 FTE Public Works Maintenance Supervisor staff position
and back-filling with additional tree trimming contract services and Parks Maintenance temporary staffing will
save$59,600 in 2011-12 and$59,900 in 2012-13.
Line Item Description Account No. 201142 2012-13
Regular salaries 100-50220-7010 66,400 66,400
Retirement Contributions 100-50220-7040 21,500 21,800
Health Insurance I00.50220-7042 15,100 15,100
Medicare 100-50220-7044 1,000 1,000
LhEmployement Insurance 100.50220-7046 300 300
PARS. 100-50220-7041. 800 800
._ _
Ternporary Salaries-Parks Maint 100-50200-7014 (25,000) (25;000)
Medicare 100-50200-7044 (400) ._(400)
UnEm ioyement Insurance 100-50200-7046 100) 100)
- _ -r "�•';� - -_=•yam. _ -
Contract Services-Trees Maim 100-50220-7227 1 (20,000) (20,000)
B2-258
Attachm®n
TRANS
TRANSPORTATION PLANNING STAFF REDUCTION
Request Summary
Reassigning 0.50 Full-time Equivalent. (FTE) Principal Transportation Planner staff position in the
Transportation Planning and Engineering division to the Parking Services division will save $64,700 in 2011-12
and$64,900 in 2012-13 in the General Fund.
Key Objectives
The .50-FTE- management level position would be reduced in the Transportation Planning & Engineering
Division and transferred over to the Parking Services Enterprise Funds to support the Parking division by:
1. Responding to special project and programs needs such as new technologies and rate strategies.
2. Implementing parking projects such as the Palm Nipomo parking structure
3. Assisting with the responsibilities recently added by the creation of the"Downtown Champion".
4. Maintaining desired Ievels of customer service and community support.
5. Developing and implementing strategies to make maximum use of existing parking spaces and reduce the use
of single occupant vehicles.
Etsting Situation:Factors Driving the Need for Change
The City has identified a $3 million budget gap that needs to be addressed in its 2011-13 Financial Plan. The
Public Works Department's portion of the reduction goal. is $663,900. Transferring a .50 FTE from the
Transportation division to the Parking Services division will help the City address its General Fund gapl and
provide needed staffing in the Parking Services division to help meet its key objectives.
Since 2005, the Parking Services division has added 2.5 parking lot spaces, 240 garage parking spaces, one
residential permit.parking district, and the dutie's of the "Downtown Champion". Additionally, the City has
added three residential properties to its inventory and is considering two private development proposals to
redevelop existing City parking lots.
Due to its increased workload, the Principal Transportation Planner in the Transportation Planning and
Engineering division has already been assisting the Parking Services Manager by overseeing the.Palm Nipomo
parking structure project, collaborating on revenue enhancement strategies, and participating in parking
management and demand reduction eff6rts.
With the reduction of an .50 FTE Principal Transportation Planner staff position from the Transportation
Planning and Engineering division, and subsequent transfer over to the Parking Services division;Ahe long-term
staffing commitment of the Transportation Planner will be assured for Parking Services
Goal and Policy Links
1. 2011-13 Major City Goal`. Neighborhood Wellness .
2. 2011-13 Major City Goal: Traffic Congestion'Relief
3. 2011-13 Other Important Goals: Infrastructure Maintenance
4. 2011-13 As Resources Permit Goal: Climate Protection
5. General Plan Circulation Element ...
6. Parking and Access Management Plan
7. Revenue Management Operating Program
B2-259
per, -
I4r��°es
TRANSPORTATION PLANNING STAFF REDUCTION
8.. Parking Management and Demand Reduction Operating Program
Service Categorization Criteria
2=High
Program Work Completed
The Principal Transportation Planner staff position has already been assisting the Parking Services Manager by
overseeing the Palm Nipomo parking structure project, collaborating on revenue enhancement strategies, and
participating in parking management and demand reduction efforts.
Environmental Review
No environmental review is required.
Program Constraints and Limitations
1. With the reassignment of this.5 FTE staff position,the Transportation Planning and Engineering division
may be limited in its ability to fulfill program commitments.
2. in addition to this staffing reduction, the Transportation Planning and Engineering division is currently
facing a possible 0.54 FTE staffing reduction of contract and temporary employees as a result of
operating budget reductions.
r
Stakeholders
City residents,business owners,motorists,pedestrians and bicyclists are stakeholders in additional transportation
program support Additionally,the Downtown Association and its members will be affected by this request.
Laplementation
The reassignment of a.5 FTE Principal Transportation Planner will take effect at the implementation of the 2011-
13 Financial PIan,effective July 1,.2011.
1. Reduce Principal Transportation Planner staff position by_5 FTE'in the.Transportation July 2011
division
2. Add Principal Transportation Planner staff position by.5 FTE in the Parking Services July 2011
division
Key Program Assumptions
The key program assumptions include no additional duties being assigned to the Transportation Planning and
Engineering Services division because of current staffing deficiency.
Program Manager and Team Support
B2-260
Gut.s.
TRANSPORTATION—
TRANSPORTATION
1 • s • .TRANSPORTATION PLANNING STAFF REDUCTION
Program Manager. Transportation Operations Manager
Project Team. Parking Services and Public Works Administration
Alternatives
1. Continue the Status Quo. The Principal Transportation Planner could remain a 1.0 FTE staff position with
the Transportation Planning and Engineer division. However,this would not assist in the key objectives of
reducing the Transportation operations budget nor provide additional support services to the Parking Services
division.
2. Defer or Re-Phase the Request Deferring this request will result in Parking Services not receiving the
additional staff resources that are currently needed.
3. Change the Scope of Request. If a.25 FTE Principal Transportation Planner position is allocated to Parking
Services, only a portion of the key objectives identified for Parking above could be accomplished.
Additionally a non-management position could not fulfill a majority of the key objectives identified above.
Operating Program
Transportation Planning and Engineering(50500)
Cost Summary
The staffrig costs projected below are based upon an the current pay of the Principal Transportation Planner
position. Reducing the current Principal Transportation Planner staff position by .5 FTE in the Transportation
Planning and Engineering division will save approximately$64,700 in 2011-12 and$64,900 in 2012-13.
Line Item Desc on Account No. 201142 201213
Regular Salaries(Print Tranp Planner) 100-50500-7010 44,100 44,100
Retirement Contribution 100-50500-7040 14,400 14,600
Health&Disability Insurance 100-50500-7042 5,000 5,000
Medicare 100-50500-7044 600 600
Uneuployment Insurance 100-50500-7046 200 200
PARS 100-50500-7041 400 400 .
Total Operating Costs
64,700 64,900
B2-261
COMMUNITY •
DEVELOPMENT REVIEW PERMIT TECHNICIAN STAFFING REDUCTION
Request Summary
Reducing the vacant full-time regular Permit Technician staffing position to a 0.75 full-time equivalent will save
$18,300 annually. ;
Key Objective
Reduce the Development Review Administration operating program costs to assist in closing the City's current
budget gap.
Existing Situation:Factors Driving the Need for Change
The Development Review division of Public Works has been operating with a mixture of temporary,contract and
regular staff for the last six years. As part of the budget reduction strategies in the 2009-11 Financial Plan, the
Development Review division reduced its regular staffing resources by 1.0 full-time equivalent (FTE) with the
elimination of the Engineer III position.
The vacant regular, full-time Permit Technician position has been filled by contract employee since December
2008. The Permit.Technician position has been filled by contract staff to provide stability and allow time for
staff to further assess the needs of the division and determine if appropriate to solicit for permanent replacement.
The contract Development Review staff, back-filling the Permit Technician position, provides essential support
for day-today operations of the department, receive applications, evaluate, coordinate approvals, traffic control
plan requirements, and issue encroachment permits. The City's encroachment permit activity has not decreased
In part by new water quality standards, there has been an increase in permits required for construction staging
and roll-off placement within the right-of-way.
As part of a study done with the Community Development Department regarding front counter hours,a decision
was made in late 2009 to reduce the open hours for the public. The reduction of 0.25 FTE in regular staffing will
have a impact on the quantity and quality of-support to the higher level engineer staff'of Development Review
but somewhat less of an impact to the general public requesting front-counter assistance due to the reduction in
hours. Some duties currently performed by the Permit Technician will need to be reassigned to the Senior Civil
Engineer or Supervising Civil Engineer.
Goal and Policy Links
1. 2011-13 Major Council Goal for Preservation of Essential Services and Fiscal Health
2. General Plan Circulation Element
Service Categorization Criteria
1 =Mandated
Program Work Completed
The full-time regular Permit Technician staffing position is currently vacant but has been back-filled by contract
assistance since 2008. The full-time contract benefited employee provides Permit Technician duties assisting in
B2-262
DEVELOPMENT REVIEW PERMIT TECEMCIAN STAFFING REDUCTION
day-today operations of the department, development project review, approval, permit issuance, encroachment
permits,record keeping and front counter assistance at 919 Palm Street..
This position provides a key role in the divisions' transition from the Foxpro programs to Energov. This position
serves as a resource to the Community Development Department counter staff.
Environmental Review
n/a
Program Constraints and Limitations
1. The City has a budget gap that needs to be eliminated. Programs across the City are reducing_operating
budgets to reduce expenditures and eliminate the overall funding shortfall
2. This.25 FTE reduction in regular staffing may impact the Development Review division's ability to
provide adequate response times to customer requests. Examples of these effects include: development
project review and approval,over the counter permit issuance,encroachment permits,record keeping and
front counter assistance at 919 Pahn Stmt.Some programs may take additional time to process such as
the recent News rack program ordinance updates and compliance and the implementation and transition
of the new Energov software.
3. Encroachment permitting activity has not decreased.In part by recent water quality standards,pursuit of
permits for.construction staging and roll-off placement within the right-of-way has increased,thereby.
increasing our permit activity.
Stakeholders
1. Public Works and Community Development Department staff would be directly affected by this
reduction in temporary support.
2. The community is a significant stakeholder as they would be impacted by the reduction in customer
services levels, reduction of telephone service (i.e. phone tree), delay in responding to customer service
requests,and responding to the plan cheelcrequests.
Implementation
The FTE reduction in regular staffing of the Permit Technician position by 0.25 would be effective July 1,2011
upon implementation of the City's 2011-13 Financial Plan.
1. Reduce 0.25 FTE Permit Technician position in the Development Review division Jul 2011
Key Program Assumptions \ .
The need to reduce operating program cost outweighs the value of the services provided.
This reduction assumes that the encroachment permit activity will not increase significantly.
B2-263
-------
DEVELOPMENT REVIEW PERMIT TECBMC.IAN STAFFING REDUCTION
Program Manager and Team Support
Program Manager. Supervising Civil Engineer,Development Review
Project Team. Public Works Administration and Community Development staff
Alternatives
1. Continue the Status_Quo. This would allow the Development Review division to continue with the minimal
front counter and encroachment permit support at a reasonable cost.
2. Defer or Re-Phase the Request Deferring this request will result in. Development Review division
continuing to receive the staff support and resources. needed to provide encroachment permits, project
reviews and front counter assistance.
3. Change the Scope of Request Front-counter assistance could be provided by Community Development
staff. However,this would require the training of Community Development staff as "generalist'specialized
in Public Works technical issues to be able to handle plan check issues, encroachment permits and project
development reviews. The Public Works Permit Technician handles higher level technical level duties that
are not currently supported at the CDD counter and therefore significant retraining would be necessary.
Operating Program
Development Review(50400)
Cost Summary
The cost savings resulting from the reduction of Development Review Permit Technician by 25 FTE,resulting in
a.75 FTE staffing position will save approximately$18,300 annually.
Line Itemt1® _ Account No.: 2011-12. 2011-13
_r
Regular Salaries(Pernrit Technician) 100=50400-7010 10,700 10,700
Retirement Contribution(PERS) 100-50400-7040 . 3,500 3,500
Health Insurance 100-50400-7042 3,800 3,800
Medicare 100-50400-7044 200 200
.UnermlIns 100-50400-7046 100 100
Total Operating Costs 18,300 18,300
I
B2-264
Let a 0119- s
011 ff
PUBLIC WORKS UNIFORM CONTRACT SERVICES
Request Summary
Reducing the Laundry and Linen contract services for the Public Works Department will save approximately
$19,300 annually.
Key Objectives
Reduce the Public Works Administration program expenditures to assist in closing the City's current budget gap.
Existing Situation: Factors Driving the Need for Change
The City current contracts with AmerSPride Uniform Services to furnish a stock of new uniforms to the City
and pick up,launder,and deliver these uniforms as specified in the contract agreement.In addition,AmeriPride
provides an inventory of towels,dust mops,and!hoor mats to the City and exchanges this inventory for a newly
Iaundered inventory as specified. The contract costs include labor,material,and equipment required
to finnish inventories to the City. AmeriPnde provide uniform and/or towel and floor mat laundry services to the
following programs:
program lbescription Contract Cost
TOTAL General Fund
e PW General Fetid Programs Floor Mats $1,400
o Parks Maintenance Uniforms $20,500
o Swim Center Uniforms
o Building Maintenance Uniforms
o Streets Maintenance Uniforms
o Storm Water Uniforms
o Signal&Lights Un forms
o Fleet Services lUniforms&towels
• Parking Services Uniforms $3,700
• Utilities Department Uniforms $20,100
• Golf Course Uniforms $200
• Police Department Towels $100
• Fire Department Towels/Mats $6,900
S52.906'
This reduction request is to reduce the contract services funding which provides uniform support for the seven('n
General Fund Public Works programs. This reduction would be that uniforms and laundering services would no
longer be provided to Public Works staff. Residual funding of$2,600 will be used to purchase shirts and pants.
Field Divisions would convert to a shirt and pant provided by the City and employees would be responsible for
laundering.This may impact how citizens view City field workers,literally and figuratively.
Floor rugs would be replaced every two months. Half of quantify of cleaning towels will be supplied&picked
up for cleaning every-other week.
B2-265
GENERAL GOVERNMEN
PUBLIC WORKS UNIFORM CONTRACT SERVICES
Contract services funding for uniforms would be housed within the Departments continuing to utilize
AsneriPride's services.Utilities,Fire and Police Departments would become responsible for managing own
program laundry&linen services
Goal and Policy Links
1. 2011-13 Major City Goal,Preservation of Essential Services and Fiscal Health.
Service Categorization Criteria .
3=High Mid-Range
Program Work Completed
I. A survey of 12 other cities showed that only three provide laundry uniform services.
2. An internal survey was conducted with Public Works Department Field staff which indicated this
reduction as unfavorable. Field staff indicated that a reduction in.laundry services would increase costs
to employees,create discord between utilities and other field staff and promotes unprofessional attire. T-
shirts,as a recommended alternative,were noted by staff as not being as durable as the uniforms
currently provided.
Environmental Review-
No environmental review required.
Program Constraints and Limitations
1. Significant employee and employee union involvement may be expected.
2. City must meet and confer about change in this working condition.
Stakeholders
The Public Works Department staff are all stakeholders in the implementation of this reduction.
The general public and community are stakeholders as they depend heavily upon the services,parks,tees;streets
field crews and this reduction in uniform presence may affect how City employees are`viewed".
Implementation
1. 7Redutceform ContractServices by$19,300 July2011
2. irts for field crews. August 2011
Key Program Assumptions
B2-266
Attachment S_
!GENERAL G6VERN,..F-NT --
PUBLIC WORM UNIFORM CONTRACT SERVICES
1. It is assumed that the City would provide shirts and pants for employee use.
2. It is assumed that staff will be responsible for laundering of garments
3. It is assumed that staff will continue to maintain uniforms in presentable condition..
Program Manager and Team Support
Program Manager. . Director of Public Works
Project Team. Public Works Administration, Parks Maintenance, Trees Maintenance, Building
Maintenance, Swim Center, Fleet, Storm water, Signal & Lights and Parking Services
divisions.
Alternatives
1. Continue the Status Quo. Not reducing the contract uniform services would allow City staff to be provided
with clean and properly maintained uniforms.. Uniforms allow City employee to be easily recognized by the
general public. In addition, the clothing of field staff receives a great deal more wear and tear and public
scrutiny than does non-field staff. If uniformed field staff experience a cost increase to avoid reductions in
non-field staff areas, this could cause divisive staff feelings, and fuel a desire to rebel in the form of poor _
uniform appearance.
2. Change the Scope of Request The reduction of uniform services would be modified in two ways. Instead
of a full uniform reduction for all Public Works staff, the reduction could apply to only temporary staffing
positions. The second option would be to reduce uniform contract services for all public works programs
with exception of Parking Services Enforcement Officers.
3. Implementation in a Different Way. Instead of one consolidated contract agreement for uniform services,
the City could require all programs to coordinate and provide funding for uniform services specific to the
Prole
Operating Program
Public works Administration(50100)
Cost Summary
The reduction in the Laundry and Loren contract services for Public Works department staff would save
approximately$19,300 annually.
Line ltem Dear on I Acewnt No. I i011-12 21112-13
w g
&Linen Serivices 50100-7259 1 19 300 19,300
Total O era Costs 19,300 19 00
r
B2-267
�GENEe i
PUBLIC WORKS ADMINISTRATION TEMPORARY STAFFING
Request Summary
Reduce temporary staffing by 0.35 full-time equivalent(FTE)in the Public Works Administration division will
save$23,300 in 2011-12 and$23,400 in 2012-13.
Key Objective
Reduce the Public Works Administration operating program costs to assist in closing the City's current budget
gap.
Eidsting Situation: Factors Driving the Need for Change
The City has a budget gap that needs to be eliminated.Programs across the City are reducing operating budgets to
reduce expenditures and eliminate the overall funding shortfall.
Goal and Policy Links
The program overall is connected to the Major City Goal of Traffic Congestion Relief as well as the Council
Obj ective of Infiastructure Maintenance.Admin staff provides support both to the field maintenance staff as well
as the CIP Engineering staff.
1. 2011-13 Major Council Goal for Preservation of Essential Services and Fiscal Health
2. 2011-13 Major Council Goal for Traffic Congestion Relief
3. 2011-13 Other Important Objective for Infrastructure Maintenance
Service Categorization Criteria
3 =High Mid-Range
Program Work Completed
n/a
Environmental Review
n/a
Program Constraints and Limitations
Temporary Public Works Administration staff provides essential support for day-today operations of the
department. The reduction of 0.35 FTE in temporary staffing will have a significant impact on the quantity and
quality of administrative support provided to Public Works staff' at 919 Palm St and to Public Works and
Utilities field staff..
Temporary staff will no Ionger have time to'update Disadvantage Business Enterprise(DBE)information
required for federally funded projects,respond to compliance requestors within the required time frame,nor
purge project files;which might result in regulatory non-compliance.
B2-268
Attachmant.L!.-
7—
GENERAL
O e
PUBLIC WORKS ADMINISTRATION TEMPORARY STAFFING
Temporary staff will no longer have time to ensure on-going insurance tracking and project files remain current,
nor have time to ensure desk guides and manuals are up-to-date.
Duties not completed by temporary part-time staff would fall to the only(2)two full-time Administrative Support
staff members.
Stakeholders
1. Public Works and Utilities Department staff would be directly affected by this reduction in
administrative support.
2. The community is a significant stakeholder as they would be impacted by the reduction in customer
services levels, reduction of telephone service (i.e.phone tree), delay in responding to customer service
requests,and responding to the Community Service Work Program requests.
Implementation
The FTE reduction in temporary staffing by 0.35 would be effective July 1, 2011 upon implementation of the
City's 2011-13 Financial Plan.
EM
1. Reduce 0.35 FTE temporary staffing in the PW Admin division July 2011
Key Program Assumptions
The need to reduce operating program cost outweighs the value of the services provided.
Program Manager and Team Support
Program Manager. Public Works Administration
Project Team. Utilities and Human Resources Departments
Alternatives
1. Continue the Status Quo. This would allow the Public Works Administration Program to continue with the
current administrative support at a reasonable cost.
2. Defer or Re-Phase the Request Deferring this request will result in Public Works Administration
department continuing to receive the staff support and resources needed to support the thirteen various public
works programs and staff. However, this option would not provide the operating budget reduction that is
currently being sought
3. Change the Scope of Request Some administrative support could be provided by the Parking Services
Administrative staff. This additional support could be received at no additional increase to the General Fund.
However,Parking Services staff would be unable to provide administrative support functions for the Parking
Enterprise Fund. Additionally,this would be a co-mingling of General and Enterprise fund monies.
B2-269
- Attachment s'
GENERAL
. . '
PUBLIC WORKS ADMINISTRATION TEMPORARY STAFFING
Operating Program
Public Works Administration(50100)
Cost Summary
The cost savings resulting from the reduction of Public Works Administration temporary staff will save
approximately$23,400 in-2011-12 and$23,500 in 2012-13.
Lmellemb on __ -Ace NO. 2011-12 2012-13
_.__ ...fc_a�._ .�..._r'" =.�o ' rr=. - ii:.-ar-:. :r._
Emig
Temporary Salaries 100-50100-7014 17,400 17,400
Retirement Contributions(PERS) 100-50100-7040 5,600 5,700
Medicare 100750100-.7044 300 300
,LJneTM1Ins . 100-50100-7046 100 100
Total O eratin Costs - -"
p g _- -_ _ 23,400. 232500
i
B2-270
•
PARKS MAINTENANCE TEMPORARY STAFFING REDUCTION
Request Summary
Eliminating one temporary City Worker V position from the Park Maintenance Division will save $12,300 in
2011-12 and$12,700 in 2012-13.
Key Objectives
1. Reduce staffing costs to assist in closmg the City's budget deficit.
2. Reduce oversight of temporary employees.
3. Eliminate maintenance and replacement costs for portable restrooms.
Existing Situation: Factors Driving the Need for Change
In 1995, the City purchased two portable restroom trailers for use at the Downtown Farmer's Market At this
time, the City was experiencing severe drought conditions and water use restrictions were in place. Downtown
merchants were being penalized for overconsumption due to public use of their facility restrooms. The City
responded by providing the Downtown merchants with eight portable restrooms to reduce the public restroom
demands on Downtown business facilities. In 2003, the portable restroom and trailer units were replaced at a
cost to the City of$31,000.
The sole purpose of this temporary staff position in the Parks Maintenance division is to provide the portable
restroom services to Farmer's Market and the annual Triathlon event at Sinsheimer Park. The portable restroom
units are hauled to the event from storage located at the City's Corporation Yard. The temporary staff position
then retrieves the portable restrooms and cleans them,making them ready and available for the next usage.While
water costs to businesses are still a consideration, the City is no longer in a drought condition and the portable
restroom services provided by the Public Works Department have become more of a convenience than a drought-
fighting tool.Due to ongoing City operating budget deficiencies,various programs and services may no longer be
cost effective to provide.
The restrooms could be sold or donated to the Downtown Association or a local service group to eliminate future
staffing, maintenance and replacement costs. Discontinuing the portable restroom service:is not anticipated to
creates significant impact to our community.
Goal and Policy Links
n(a
Service Categorization Criteria
3=11igh Mid-Range
Program Work Completed
n/a
Environmental Review
No environmental review required
B2-271
PARKS MAINTENANCE TEMPORARY STAFFING REDUCTION
Program Constraints and Limitations
There are no program constraints or limitations associated with this reduction.
Stakeholders
Potential stakeholders affected by this reduction would be the Downtown Association(Farmer's Market)and the
Parks and Recreation Department(Triathlon Hosts).
The general public may experience some inconvenience if businesses refuse to allow them restroom use during
Farmer's Market.
The triathlon event would still be required to provide the public restroom facilities for their event,which could be
provided through private contractors that offer this service.
Implementation
The reduction in service and staffing levels would be effective July 1, 2011 with the adoption of the 2011-13
Financial Plan.
=Seflor
porary Staffing position _ July 2011
te portable restrooms July 2011
Key Program Assumptions
The current need to reduce operating program costs outweighs the value of the portable restroom service
provided. There are other potential resources to offer this service to the community.
Program Manager and Team Support
Program Manager. Parks Maintenance Supervisor
Project Team. Public Works,Administration,Parks and Recreation and the Human Resources Departments
Alternatives
1. Continue the Status Quo. No change in portable restroom service would be made. Staff would still provide
portable restroom services, at no cost,to the Downtown Association for weekly Farmer's Market events and
to the Parks and Recreation Department for the annual Triathlon.
2. Implementation in a Different Way. This service could be provided to the Downtown Association for a
cost. Cost recovery would help offset expenses incurred through staff, maintenance and replacements of
these units.
3. Existing Program Evaluation. The current program is implemented in the most cost effective manner for
provision by the City, making use of a non-benefitted temporary employee year-round. This same service
could be readily.provided by the event sponsor, using a company that provides temporary restroom service.
B2-272
�hmen
LEISURE,
o . SOCIAL o
PARKS MAINTENANCE TEMPORARY STAFFING REDUCTION
These services drop.off, pick up, and clean portable temporary restrooms that are used for all other special
events where restroom service is needed..A service that would provide two of the trailer mounted type units
like the City's,which are more expensive than standard"blue rooms,"cost about$400 per night which would
total about$20,000 for the year.Providing fewer restrooms could bring this cost down.
Operating Program
(50200) Landscape and Park Maintenance
Cost Summary
The salary cost savings would be$12,300 in.2011-12 and$12,700 in 2012-13..Additional maintenance and repair .
savings would also be realized annually. Furthermore, the capital expense of portable restroom replacement
would not have to be expended should the portable restroorns be sold or donated.
Line ItemDesc i `on Account No. 2011-12 2012-13
_
�.._..f :... .a 'ss
:ni v_= -
Temporary Salaries 100-50200-7014 _ 12,000 12,400
Medicare 100-50200-7044 200 200
Unemployment Insurwce 1100-50200-7046 100 100
B2-273
.._.- ----
S�
TRANSPORTATION
DOWNTOWN STREETS MAINTENANCE STAFFING REDUCTION
Request Summary
Eliminating one half-time regular Street Maintenance I position from the Street Maintenance__ Division will save
$31,400 in 2011-12 and$31,500 in 2012-13.
Key Objectives
1. Reduce staffing costs to assist in closing the City's budget deficit.
Existing Situation:Factors Driving the Need for Change
The purpose of the half-time Street Maintenance Worker I position in the Street Maintenance program is to
provide daily cleanup of the downtown during the week.For approximately the last 8 years,the City has provided
a halftime employee to clean the downtown. The employee completes about a 6 mile walk each day to pick up
trash in the Downtown. Trash collection alone consumes about 4 hours each day. As time permits, the worker
removes graffiti and stickers from City fixtures such as signs, trash containers, signal equipment.and benches.
He also removes posters, averaging 30 posters a week, cleans up the mess left from spilled trash cans and news
racks, and removes trash from the recycling receptacles. He completes weed removal from tree wells, cleans up
animal waste left on the sidewalk or in tree wells and makes minor repairs to the trash can holders. This position
transitioned from a temporary employee to a regular employee.after six years of employment when it appeared
that this was an ongoing need, and at the same time,the level of street sweeping was reduced in the downtown to
reduce operating costs.
There are.several benefits to having this employee downtown,including early problem identification for referral
to regular maintenance staff, establishing relationships with individual business owners, familiarity with regular
transient populations to deal with them in a non-confrontational way, and knowledge of where to focus
maintenance efforts. While this benefit is recognized, the City is also dealing with a significant gap .in its
finances. In focusing on the core services the City delivers,general cleanup of the downtown did not.rise above
the need to perform ongoing infrastructure maintenance and provide off-hour and emergency response.
Goal and Policy Links .
n/a
Service Categorization Criteria
3--High Mid-Range
Program Work Completed
n/a
Environmental Review
No environmental review required.
B2-274
Attachment
-O -
DOWNTOWN STREETS MAINTENANCE STAFFING REDUCTION
Program Constraints and Limitations
Regular trash pickup removes a significant amount of trash from the street and ceasing this effort could result in a
degradation of water quality and an unsightly appearance.
Stakeholders
The primary stakeholders and those who benefit from this program include business owners and visitors to the
downtown.
Implementation
The reduction in service and staffing levels would be effective July 1, 2011 with the adoption of the 2011-13
Financial Plan.
Key Program Assumptions
The current need to reduce operating program costs outweighs the value of having City furnished maintenance
provided for the downtown.
Paying for a portion of this City service may be supported by the Downtown Association.
Program Manager and Team Support
Program Manager. Street Maintenance Supervisor
Project Team. Administration,Public Works Administration,and the Human Resources Departments
Alternatives
1. Continue the Status Quo. No change in downtown maintenance would occur and cleanup would continue to
be staffed five days a week.
2. Lnplementadon in a Different Way. A reduced amount could be set aside to do this work. For example,
completing this work with staff only three days per week would reduce the cost to$20,000.Once a budget is
adopted staff would formulate a request for proposals for the work to be completed by an outside service to
determine if the work could be performed less expensively through a private company.If contracting was not
competitive,the level of service provided by the City would be reduced to align with the funding available.
3. Implement in a afferent way. The cleaning,either through staff or contract services,could also be fimded at
some level by the Downtown Association.
Operating Program
Street and Sidewalk Maintenance(50300)
B2-275
TRANSPORTATION
DOWNTOW
. - . -
DOWNTOWN STREETS MAINTENANCE STAFFING REDUCTION
Cost Summary
Eliminating one half-time regular Street Maintenance I position from the Street Maintenance Division will save
$31,400 in 2011-12 and$31,500 in 2012-13.
Line ItemDesc on Account No. 1011-12 2012713
.yx:— ,.,.. •-^:ams' - — - - _
^3- :r_... i-. yf••. 'i--=, _�•. 'L9iG R ,! ii••. "R"'r fur Lr't,( } i :
' . .s!-•:v'6?a "�:�lrs�".•���v'hYt�'' ir�'w°� "n•7L•'!6_f-ii�:�j�r:`�i,[�i�i��i��fi
Regular Salaries 106-50300-7010 24500 22,50000
PERS 100-50300-7040 7,300 7,400
Insurance 100-50300-7042. 1,200 1,200
Medicare 100-50300-7044 300 300
19hermploymentInsurance 100-50300-7046 100 100
I
B2-276
� , s
CIP ENGINEERING REGULAR STAFFING REDUCTION
Request Summary
Reducing the Capital Improvement Plan (CIP) Engineering program's regular staffing by one. Engineering
Inspector position will save approximately$99,900 in 2011-12 and$104,600 in 2012-13.
Key Objective.
Reduce CIP Engineering operating program costs•to assist in closing the City's current budget gap.
Existing Situation:Factors Driving the Need for Change.
The City currently has a need to reduce the overall operating expenditures to close a budget gap while continuing
to maintain a reasonable CIP program. Currently,public and private construction work inside the Right-of-Way
and on City property is inspected and managed by five engineering inspectors working in the CIP Engineering
program. The program is Banded through a combination of private development and encroachment permit fees,
and the General Fund. Staff provides the required level of inspection appropriate to the fees collected, with the
remaining staff resources available for City project inspection needs.Additional demand for inspection work for
City projects is handled through consultant services.
Due to the recent downturn in large development activity, private construction work has been less, although
encroachment permits have remained steady. Public Works has taken advantage of the available resource,
historically dedicated to private work,to provide cost effective inspection of City projects, avoiding more costly
consultant services. The Engineering Inspector I position is a cost of $46 per hour including all benefits, as
compared to consultant services averaging $135 per hour. The loss of this full-time regular staff position could
translate to an increased cost of as much as$173,400 to replace this full time employee if consultants were used
to backfill the work-
This
orkThis reduction option if implemented will reduce the City's ability to implement Measure Y through physical
improvements the public can see and use,as more funds arespent on outside inspection services.
If this reduction option is implemented Engineering's ability to take action on unplanned / emergency
construction needs will be reduced as outside services take more time to pull together for responding. Recent
examples included the Johnson Waterline break, the Emergency McMillan Sewerline Boring under the railroad,
High Street Emergency Sewer Replacement, Garden Alley Paving, University Square Driveway Repair, and
pothole coordination and oversight in support of multiple CIP designs.
Oversight of private construction,with reduced staff,will be less flexible to minimize time spent in this area.The
service will be less responsive to inspection requests impacting private construction costs. The organization's
ability to respond quickly to any increase in private construction activity will be reduced due to the need to bring
on contract or temporary staff to support private construction activity.
Goal and Policy Links
This action reduces CII'Engineering's effectiveness in responding to:
1. 2011-13 Major City Goals Traffic Congestion Relief.
2. 2011-13 Major City Goal—Neighborhood Wellness
3. 2011-13 Other Important Goal—hifrastructure Maintenance
B2-277
COMMUNITY •
CTP ENGINEERING REGULAR STAFFING REDUCTION
4. Measure Y priorities
5. Private Development Inspection needs
Service Categorization Criteria
2—High
This reduction impacts the CIP Engineering program's core services.
Program Work Completed
Not applicable
Environmental Review
No environmental review required.
Program Constraints and Limitations
The impact of this reduction will require CIP Engineering to implement the following actions:
1. Revise encroachment permit inspection request method to allow inspections to be grouped in order to more
efficiently complete.This will ultimately result in higher private construction cost.
2. Revise 201143 Financial Plan CIP requests to ensure that adequate funding is included in the Construction
Management phase.
3. Public outreach will be required to train contractors and home owners on increased timeframes for inspection
requests.
Contractor and homeowner dissatisfaction is likely to occur. This might be mitigated by notification of these
reduced services.
Stakeholders
The largest impact will be to contractors requesting inspection services for private construction work. CIP
Engineering will need to schedule and complete these inspections with other like work or other adjacent
construction to be most efficient. This will require the contractor to forecast their inspection needs that might
cause delay into their work plan. Any delay will likely increase contractors cost to complete work and will likely
be passed on to owners of improvements.
Implementation
Funding for this salary and benefits will be eliminated effective July 1,2011 upon implementation of the City's
2011-13 Financial Plan
7iPrepare
vise Encroachment Permit inspection request method May 201.1.
notifications to customers website and hlets June 2011
B2-278
• DEVEL-OPMENT
CIP ENGINEERING REGULAR STAFFING REDUCTION
3. rImpleinentainspection
ne Engineering Inspector full-time,regular staffing position July 2011
4. covera a strategies On
ing
Key Program Assumptions
The key assumption with this operating program reduction is that it will actually reduce costs. Staff does not
predict this will actually occur unless private develop declines further from its current levels and the Council
makes significant reductions in the CIP as part of this Financial Plan.
Program Manager and Team Support
Program Manager. CIP Engineering
Project Team. Human Resources
Alternatives
1. Continue the Status Quo. Deferring this reduction has the potential to save the City costs on inspection
services.
2. Defer or Re Phase the Request Based on current Planning activity, there are indicators that some large
developments are nearing readiness to start construction. Deferringconsideration of this reduction for a
period of a year would allow the City to be ready to respond to private development inspection currently
indicated. The City will have the advantage of an inspection staff person for the next year to allow the
section,as a whole, to provide cost effective inspection services for the CII'program,or to shift resources to
private development.
3. Implementation in a Different Nay. Funding for the regular staff person could be converted to temporary
staff. Based on past experience the City could expect to pay between$35 and $50 per hour for temporary
help, depending upon the level of experience of the applicants, so there is the potential for small costs
savings.The position would also likely be benefited, due to the expected long term nature of the need, if the
temporary employee remained with the City beyond the 1000 hour limit.
From an operational standpoint, use of serial temporary employees is not generally efficient due to the.need
for the employee to be familiar with the specific City requirements rather than only general knowledge of
construction. Each new employee has to be trained and demands a high level of supervision until they
become proficient. Supervision efforts reduce staff's availability to provide CIP inspections and can result in
a shift of some work to consultant services, which essentially adds cost to the temporary employee costs.
The City's Human Resource Management Policies incorporated in the most recent budget,identify temporary
employees as appropriate for peak workload requirements where less than year-round staffing is.required.
Based on recent experience, even with lower development activity,this is a year-round need Even at current
inspection staffing levels, consultant services are regularly being used to meet peak construction activity
seasons. This alternative does not appear to meet the intents of the policies, substituting temporary staff for
permanent as a strictly cost cutting measure.
B2-279
CIP ENGINEERING REGULAR STAFFING REDUCTION
Providing the work through consultants will be considerably more expensive and is not considered a viable
alternative to regular staff.
Operating Program
CIP Engineering(50410)
Cost.Summary
The cost savings associated with the elimination of one Engineering Inspector position is approximately$99,900
in 2011-12 and$104,600 in 2012-13.This position is currently filled with one full time employee.
Line Item Descr 'on Account No. _ 2011-12 2012-13
_ - - •d _ '"": .:p,,•.�s "-.21 7" .tea?- . j•'L _^:c%��:.;
Regular Salaries 100-50410-7010 63,100 y 66,400
Retnement 100-50410-7040 20,400 21,800
Health Insurance 100-50410-7042 15,100 15,100
Medicare 100-50410-7044 1,000 1,000
Unernployernent Ins 100-50410-7046 300 300
Total Operating Costs 991900 104,600
I
B2-280
s s • s •
TEMPORARY TRANSPORTATION STAFFING
Request Summary
Reduce part-time Temporary staff position by 0.75 full-time equivalent(FTE)in the Transportation Planning and
Engineering program will save approximately$33,500 annually.
Key Objectives
Reduce Transportation Planning and Engineering operating program costs to assist in closing the City's current
budget gap.
Existing Situation: Factors Driving the Need for Change -
The City has a budget gap that needs to be eliminated.Programs across the City are reducing operating budgets to
reduce expenditures and eliminate the overall funding shortfall.
Reducing temporary staffing by 0.75 FTE from the Transportation division will assist in reducing operating
program expenditures for the Transportation division.
Temporary staffing in the Transportation division provides intern support for various transportation and traffic
projects. A reduction in this staffing allocation will result in a slower citizen response time to traffic-related
needs. The delivery and implementation of various traffic projects, such as the annual Traffic Safety Program,
Traffic Operations and Neighborhood Traffic Management Programs will be significantly delayed by several
months as a direct result of this staffing reduction.
Goal and Policy Links
This operating program change supports the following goals and policies:
1. 2011-13 Major City Goal: Preservation of Essential Services
2. 2011-13 Major City Goal: Traffic Congestion Relief
3. 2011-13 Other Important Goals: Infrastructure Maintenance
Service Priority Ranking
2=High
Program Work Completed
This temporary position is currently vacant. The Transportation Programs staff position (usually filled by
interns)is designed to support various traffic programs,such as the implementation of recommendations resulting
from the annual traffic safety report,traffic operations programs and neighborhood traffic management programs.
Environmental Review
No environmental review required in this section.
B2-281
TRANSPORTATION
5
TEMPORARY TRANSPORTATION STAFFING
Program Constraints and Limitations
1. Assumes the corresponding SOPC restoring the Engineer staff position is approved. If the SOPC is
denied,Traffic Safety Reports and programs will be suspended for minimum of two years as a significant
impact of insufficient staffing levels.
2. Assumes the delivery and implementation of various traffic projects, such as the annual Traffic Safety
Program, Traffic Operations and Neighborhood Traffic Management Programs will be significantly
delayed by several months as a direct result of this temporary staffing reduction.
Stakeholders
Transportation Planning&Engineering and CIP Engineering staff would be affected by the program constraints
and limitation of this position reduction. Additionally,community members,pedestrians and bicyclist would also
be affected by a reduction in transportation staffing support.
Implementation
The temporary staffing position is currently vacant. This request would decrease the temporary staffing FTE
allocation by 0.75 effective upon adoption of the 2011-13 Financial Plan.
1. Reduce A.75 FTE Temporary Staffing in the Transportation Planning&Engineering July 2011
division
Key Program Assumptions
1. Assumes that the duties of the Transportation Programs intem position could be carried out by current
temporary or regular staff or the City could attract unpaid interns.
2. This request assumes that the City will be seeking and applying for grants for alternative transportation.
Program Manager and Team Support
Program Manager. Transportation Programs Manager
Project Team. Transportation Planning & Engineering, C1P Engineering and Public Works
Administration staff
Alternatives
1. Continue the Status Quo. The temporary staffing position will continue to provide Transportation Programs
assistance and support for the Transportation Division.
2. Defer or Be-Phase the Bequest This temporary staffing would not be reduced. These staffing hours could
be used to make progress on the Traffic Safety,Traffic Operations and NTM Projects.
B2-282
AttachmOnU.
TRANSPORTA, TION
TEMPORARY TRANSPORTATION STAFFING
3. Change the Scope of Request A less than 0.75 FTE temporary position would be reduced. This would not
allow for sufficient temporary staff time to remaining the Transportation division to provide adequate
Transportation programs support.
4. , Implementation in a Different Way. Volunteer services could be sought after for Transportation Programs
assistance. However the,turnover of volunteers is usually higher and their level of commitment is usually
lower. Additionally,more staff time is needed to oversee and manage volunteers.
5. Existing Program Evaluation. This program service cannot be accomplished with fewer regular employees.
Operating Program
Transportation Planning and Engineering(50500)
Cost Summary
A reduction in temporary staffing by 0.75 FTE will save the Transportation division approximately $33,500
annually.
Line Item Description Account No. 201142 2012-13
S
Temporary Salaries 100-50500-7014 32,900 32,900
Medicare 100-50500-7044 500 500
Unemployment InsuTance 100-50500-7046 100 100
Total Operating Costs $ 33,500 $ 33,500
r
B2-283
2011-13 Operating Cost ,.eduction Options
PUBLIC WORKS DEPARTMENT
Description Service ImpactTe11P Rear 2010=11 Annual Savings Servide
Staff start gadget 2011-12 .2012-13 SOPC Priorityget_ L ,1 Rank
"'T"r�=_fv�.�r��i?.'awv ry:.f!LL NI: ii:.LiY M3i;��1'.f'S,'["GKi .'i�fgG�.a h' '•� �:P r_h.-_ _.r"Ea,�;'4ti1i'�._��.....�,. -v1Si
T ,1. $ykf�s_ f9 i '_'_ Sg W 'f"is.•". '� 4 9f•..z----i` id +I rfu 4'� x 1 pi. rc•rv',y. ""� _=.6' f'
Transit Services Reduction of Contract 1,830,700 $89,100 $118,800 X 3
Division Reduce with First Transit as a
Purchased provider for SLO
Transportation Transit system. This
by Eliminating reduction is based upon
Evening Services the contract price per .
mile,fuel costs per mile
Eliminate SLO and the expected
Transit's revenue amount
EVENING received from public
SERVICE ridership fares per mile.
Revenue offset Elimination of the
$4,571 (Cal Poly Evening Services for
not included) SIA Transit will
directly affect Cal Poly
Unknown affect related ridership,&to a
on pass sales lesser degree Seniors,
disabled and Regional
E ecdw Octover riders connecting to
1,2011 SLO transit routes.
The demographic of .
patrons affected by this
reduction in Evening
Services are as follows:
Cal Poly-83%
Adult-6%
Senior/Disabled 5%
Regional-4%
Other.2%
Approximately 59,580
riders in 2009-10
Transit Services Reduction of Contract 1,830,700 $23,400 $31,200 X 3
Division Reduce with Fast Transit as a
Purchased provider for SLO
Transportation Transit system. This
by Reducing reduction is based upon
Sunday Services the contract price per
BY W. mile,fuel costs per mile
and the expected
Reduce SLO revenue amount
Transit's received from public
SUNDAY ridership fares per mile.
SERVICE by
10,500 miles Reduction of 10,500
(1/3)• . miles of Sunday
Services for SLO
B2-284
2011-13 Operating (._ .t Reduction Options
PUBLIC WORKS DEPARTMENT
Revenue offset Transit will directly
$5,000(Cal Poly affect Cal Poly related
not included) ridership,&to a lesser
degree Seniors,
Unknown affect disabled and Regional
on pass sales riders connecting to
SLO transit routes.
Effective July 1, The demographic of
2011 _ patrons affected by this
reduction in Sunday
Services are as follows
Cal Poly-30%
Adult-24%
Senior/Disabled-29%
Regional-6%
Transfers-6%
Other—5%
Approximately 39,801
ridership in 2009-10
Transit Services Eliminate Education $1,200 $1,200 $1,200 3
Eliminate &Training budget
Education& for Transit staff will
Training Budget have an impact on the
Eliminate level of training and
Education and recertification
Training budget of required. Staff will
$1,200 annually be disadvantaged in
learning of new
State/Federal funding
changes and may
miss out on applying
for grant funding for
transit projects.
Transit staff will not
keep up with current
practices,regulations or
fan 'fbnding opportunities
TOTAL 0.00 -0.00 1 1 $113,700 1 $151,200
B2-285
-- _ .... .
ITRANSs • s .
TRANSIT EVENING SERVICES REDUCTION
Request Summary
Reduction on the SLO Transit Services to eliminate Evening Services will save approximately$89,100 in 2011-
12 and$118,000 in 2012-13.
Key Objectives
Reduce Transit Services operating budget expenditures
Existing Situation: Factors Driving the Need for Change
The existing situation is affected by various unknown in revenue forecasting as detailed below.
The Transportation Development Act (TDA) grants are a major source for transit funding. Funding has been
reduced due to lower share of retail sales tax. San Luis Obispo (SLO) Transit anticipates slight increase in
Federal funding for 2001-12 and 2012-13 Fiscal Years.
The SLO Transit is currently entering into contract negotiations for student ridership with Cal Poly University.
Contract agreement and the level of finding is currently unknown. level of future finding but 83% evening
service riders are Cal Poly related and will need at least$102,000 above existing FY 2011 level to keep service
viable.
i
The Federal Transit Administration(FTA)funding is currently unknown due to Federal Budget crisis.
Goal and Policy Links
1. 2011-13 Major Council Goal for Traffic Congestion Relief
2: Climate Action Plan
3. General Circulation Element
4. Operating Program Goals of Vehicle operations,administration and facility and bus stop maintenance
Service Categorization Criteria
1 =Mandated
Program Work Completed
Preliminary budget forecast,identify demographics of passengers likely to be affected
Environmental Review
No environmental review required in this section.
Program Constraints and Limitations
A significant obstacle will be time fiame to implement as need to hold public hearings via. Mass Transit
Committee(MTC)and Council in advance of July 1,2011
B2-286
TV
TRANSPORT4TION
TRANSIT EVENING SERVICES REDUCTION
Stakeholders
SLO Transit Passengers, MTC Advisory Body members, City Transit staff, bicyclist and pedestrians will be
affected by the implementation of SLO Transit marketing plan and public outreach.
Implementation
The augmentation to the Transit Services to reduce Evening Services will be effective October 1,2011,upon the.
implementation of the City's 2011-13 Financial Plan.
72Reduce
minate Evening Services effective July 1,2011 October 2011
Purchased Transportation budget b $89,100 October 2011
Key Program Assumptions
1. Assumes TDA,State Transit Assistance(STA)and Cal Poly fimding remain at current levels or above.
2. Assumes the San Luis Obispo Regional Transit Authority (SLORTA) budget costs increase at a
reasonable rate.
Program Manager and Team Support
Program Manager. Transit Manager
Project Team. Transit Services and Public Works Administration staff.
Alternatives
Continue the Status Quo. Delay until more detailed funding information is available in FY 2012
Change the Scope of Request Identify low ridership trips on all routes including weekday and reduce service by
November 30,2012
Implementation in a Different Way. Seek additional Cal Poly related fimding in proportion to demographics
(83%)
Operating Program
Transit Services(50700)
Cost Summary
This decrease in evening services to the Transit Services division operating budget effective October 1, 2011,
would save approximately$89,100 in 2011-12 and$118,800 in 2012-13.
LtneItem am AmiiatNa 1, 2811- .2012-13
_ U9 _
PurcbmedTimspmtefion 37 1 — 89,1001 118,800
Tocol Operatirecosts 1 611001 118,800
B2-287
TRANSIT SUNDAY SERVICES REDUCTION
Request Summary
Reduction on the SLO Transit Services to Reduce Sunday Service by 10,500 revenue miles (1/3 of miles) will
save$23,400 in 2011-12 and$31,200 in 2012-13.
Key Objectives
Reduce Transit Services operating budget expenditures
Existing Situation:Factors Driving the Need for Change
The existing situation is affected by various unknown in revenue forecasting as detailed below.
The Transportation Development Act(TDA) grants are a major source for transit funding. Funding has been
reduced due to lower share of retail sales tax. San Luis Obispo (SLO) Transit anticipates slight increase in
Federal funding for 2001-12 and 2012-13 Fiscal Years.
The SLO Transit is currently entering into contract negotiations for student ridership with Cal Poly University.
Contract agreement and the level of funding is currently unknown. level of future funding but 83% evening
service riders are Cal Poly related and will need at least$102,000 above existing FY 2011 level to keep service
viable.
The Federal Transit Administration(FTA)funding is currently unknown due to Federal Budget crisis.
Goal and Policy Links
1. 2011-13 Major Council Goal for Traffic Congestion Relief
2. Climate Action Plan
3. General Circulation Element
4. Operating Program Goals of Vehicle operations;administration and facility and bus stop maintenance
Service Categorization Criteria
1 =Mandated
Program Work Completed
Preliminary budget forecast,identify demographics of passengers likely to be affected
Environmental Review
No environmental review required in this section.
Program Constraints and Limitations
I
A significant obstacle will be time frame to implement as need to hold public hearings via Mass Transit
Committee(MTC)and Council in advance of July 1,2011
B2-288
■
ORTATION
TRANSIT SUNDAY SERVICES REDUCTION
Stakeholders
SLO Transit Passengers; MTC Advisory Body members, City Transit staff, bicyclist and pedestrians will be
affected by the implementation of SLO Transit marketing plan and public outreach.
Implementation
The augmentation to the Transit Services to reduce Sunday Services will be effective October 1,2011,upon the
implementation of the City's 2011-13 Financial Plan.
1
I. Eliminate SLO Transit Sunday Services effective July 1,2011 October 2011
2. Reduce Purchased Transportation budget b $23,400 October 2011
Key Program Assumptions
1. Assumes TDA, State Transit Assistance (STA) and the California Polytechnic University (Cal Poly)
funding remain at current levels or above.
2. Assumes the San Luis Obispo Regional Transit Authority (SLORTA) budget costs increase at a
reasonable rate.
Program Manager and Team Support
Program Manager. Transit Manager
Project Team. Transit Services and Public Works Administration staff.
Alternatives
Continue the Status Quo. Delay until more detailed funding information is available in FY 2012
Change the Scope of Request Identify low ridership trips on all routes including weekday and reduce.service by
Novembei 30,2012
Implementation in a Different Way. Seek additional Cal Poly related funding in proportion to demographics
Operating Program
Transit Services(50700)
Cost Summary,
This decrease in Sunday services to the Transit Services division operating budget would save approximately
$23,400 in 2011-12 and$31,200 in 2012-13.
Auxb=N'o. 2611-1 M143
Pr d=ad 530-5m00-7337 23,400 31,200
Total Operaft Costs 400 31 B2-289
2011-13 Operating Cost m.aduction Options -
PUBLIC WORKS DEPARTMENT
Description Service Impact Temp Regular 2010-11 Annual Savings SOPC Service
Staffing Staffing Budget 2011-12 .2012-13 P- rIty
.+
3 ,. •: .i '... .. _- •::��:.rsur.{,a,. : .,, -K. �.rRankN. -_
r cam--^,. _••1__.^r '.... c KiL. i�:'r`i,Y G!.szFn.�¢. .r_: —_•r4 ns>-.s.
. ,. '.: i r vc:.rz- :4xsS53i4.I�u.�u`.-Js`_`—'-'...w'xl_. =:i=•vxx'7•- .:
Parlding Current contract $53,500 $12,500 $12,500 3
Services is about$50,000
Division annually.
Reduce
Landscape Staff has met
and with the
Pruning contractor
Service (Temris
Contracts Landscape)and
they are willing
Reduce the to reduce the
Parking contract by 25%.
Landscape This reduction in
contract by service-level will
25%. limit the
frequency of
No offsetting pruning and is
revenue not expected to
substantially
Effective July affect parking
1,2011 area landscaping.
This work will be
preformed at the
sarne frequencies
but with a
reduction in
service levels.
TOTAL 0-00-- 0.00 $12 500 $12 00 _
B2-290
2011-13 Financial PIaA
BUDGET REDO •
Fire Department
Operating Cost Reductions
Regular Annual Savings Service
Staffing 2011-12 2012-13 Category
Eliminate one fulltime Administrative Assistant position 1.0 74,700 78;300 3
Backfill three vacant firefighter positions with overtime 3.0 48,800 70,500 2
Reduce the fulltime Fire Inspector III position to .75 time 0.25 30,900 31,100 1
Reclassify T Officer to Captain 16;100 32,500 2
Temporary Closing of Fire Station 3 432,700 394,500 2
Total Operating Cost.Reductions 4.25 603,200 606,900
Total Operating Cost Reductions _
B2-291
2011-13 Operating Cost Reduction Optionsi� aCh ' 'gt
FIRE DEPARTMENT
I)escription Service Impact 2011-12 Temp Regular Annual Savings SOPC Servie-e
Budget Staff Staffing 2011-12 2012-13 Category
e V ��iieti.' - '`•• .'-s�'�-'Y rs"i`•j•` ..' _>v. W1,11
"
,..a`��=p; , .•rc. .ni._i_ b irsd::. F a-•'+��,.':`:F' ' v�-,q�Fas k a L i
• ..:!1'4vua.:u6:F.n_ .... ._'YEi'SN;iI M...kv�v.- f,kn`•-'rd- T::L-xM'��,"r!i r. rS•, �r
1. Eliminate one fnlltime Currently,them are two 74,700 1.0 74,700 78,300 X 3
Administrative Administrative
Assistant position.This Assistant positions in
option affects regular Fire Administration.
staffing costs. The This reduction
reduction would be eliminates one of the
implemented on July 1, Administrative
2011. Assistant positions
which could result in
the following reduced
levels of service:
1.Availability as a
receptionist,inability to
provide a high level of
customer service to
both external and
internal customers,due
to reduced"open"
telephone and counter
reception time.
2.Complying with the.
requirements dealing
with processing
subpoenas.
3.Supporting the
review and preparation
of employee time card
information.
4.Tracking fees and
other moneys collected.
5.Supporting the
Administrative Analyst
with Accounts Payable
duties.
6.Additionally,other
tasks will be eliminated
or reduced
Administrative support
for the internal
programs as well as
tasks which impact
other departments will
be evaluated and
prioritized for future
continuation. Further
explanation is provided
in the SOPC.
I
I
i
B2-292
Attachment 5
2011-13 Operating Cost R. .action Options
FIRE DEPARTMENT
, :aFe�
OM
R2.Baddi l three vacant There ate cost savings 300,800 3.0 48,800 70,500 X 2
Firefighter positions when backfilling a Salary
with overtime.This vacant firefighter and
option decreases regular position with overtime benefits
staning costs and versus hiring new
increases overtime for a personnel. (252,000)
net savings. Part of the This does not result in
reduction would be any reduction of service Overtime
implemented on July 1, level-Further
2011 with one vacant explanation is provided
position.Two positions in the SOPC. -
are currently filled. The
two additional vacancies
are anticipated by
January 2012.
.. _.. spa i�37i ^m�...4`i , i `-�S.''2 "' E ,�.•er - _ _ .�;.�kc��x, x.
R Notion-
3.Reduce the Fire This reduction in the 123,400 .25 30,900 31,100 X 1
Inspector III position Fire Inspector III
from fulltime to.75 position from fulltime
time.This option to.75 could result in
decreases regular staffing increased tum around
costs.The position is time for fin safety plan
currently filled. The reviews,impacting
reduction would be customer service.
implemented on July 1, Further explanation is
2011. provided in the SOPC.
�. __._ .a;_.r._. x .^ �-1:T. � �ri�i �• •3�i'_"=-_v a-t �`��r _ ..0:.s � - d
4.Redassify position of Reclassify the position 220,500 16,100 32,500 X 2
R Training Battalion of Training Battalion 'graining
Chief to Training Chief to Captain. This BC
Captain. This option will maintain service
decreases regular staffing leveL In addition,it will
costs.The position is increase our cadre of (190,500)
currently filled with a training officers from Training
retirement anticipated in one to three by sharing
December 2011. The resources with the Captain
reclassification would be County Fite
implemented January 1, Deparanent.Further
2012. explanation is provided
in the SOPC.
5.Temporary Closing of This reduction would 830,000 432,70 394;50 X 2
Fire Station 3.This temporary close Fire 0 0
option decreases Station 3 as a result of
overtime expenditures. reduced staffing.If
The reduction would be staffing fails below 14
implemented on January personnel per shift(as a
1,2012. result of vacation,sick
leave,etc.)the position
would not be backfilled.
B2-293
2011-13 Operating Cost Reduc..on Options
FIRE DEPARTMENT
This could occur for up
to 3 Emergency
Response personnel per
shift.This will result in
a reduced level of
service;
L.Longer response
times to emergencies in
the geographic area of
the empty fire station
compromising the
welfare of the public.
2.Inability to
accomplish critical
tasks in timely
manner due to fewer
personnel on scene.
3.Compromise safety
of response personnel
on a large or dynamic
incident
4.Increase reliance on
surrounding fire
departments and off-
duty personnel,
resulting in slower
mitigation of the
incident.
5..Limits ability to
respond to
simultaneous incidents..
Further explanation is
provided in the SOPC.
TOTAL 0 4.25 603,20 606,90
0 0
B2-294
PUBLIC
ELEVE NATE ONE FULLTMI M,ADMINISTRATIVE ASSISTANT POSPI`ION
Request Summary
Combine the two Administrative Assistant positions into one Administrative Assistant position and redefine the
duties of the remaining position.This reduction will save$74,700 in 2011-12 and$78,300 in 2012-13.
Key Objectives
Eliminating one fulltime Administrative Assistant position will save the Fire Department$74,700 in 2011-12 and
$78,300 in 2012-13 and assist the Department in meeting its cost reduction goal. Eliminating the position may
result in the following service reductions:
1. Inability to provide a high level of customer service to both external and internal customers, due to reduced
"open' telephone and counter reception time (closure of office at 3:00 p.m. daily or earlier.if staff
unavailable to respond to front desk/reception responsibilities).
2. Inconsistency in mail distribution and other business at City Hall.
3. Complying with the requirements of processing subpoenas.
4. Supporting the review and preparation of employee time card information.
5. Tracking fees and other moneys collected.
6. Supporting the Administrative Analyst with Accounts Payable duties.
7. Coordination of the Public Education.program which may lead to a reduction or elimination of the public
education programs provided by tkeFire Department.
Exisimg Situation: Factors Driving the Need for Change
As part of the Citywide effort to close a 2011-13 budget gap, and to address the projected on-going budget gap
beyond 2013, the Fire Department is proposing to eliminate one fulltime administrative assistant position as a
budget reduction option from our operating budget. Salary and benefits comprise 96% of the Fire Department
operating budget.
The Fire Chief's full time Administrative Assistant III position has been vacant for 3 months and critical tasks are
not being performed. The result is inefficiency which is prohibiting the Fire Department to function at an
acceptable level. Examples of duties and responsibilities not being performed are the following: adequate
maintenance of calendar and coordination of schedules, project research and report preparation, reviewing
reports prepared for the City Council and City" Administrative Officer, preparation of Council Agenda Items,
attend and record the minutes of various committees, follow-up on decisions, preparation of detailed and
confidential correspondence, organizing and maintaining .various administrative, confidential, reference and
follow-up files,provide work direction,review and instruction to office and or volunteer staff on projects.
Goal and Policy Links
1. Fiscal sustainability of City.
2. Meeting Fire Department budget reduction target for 2011-13.
Service Categorization Criteria
Functions for Proper Organizational Management#3 {
B2-295
IPUC
ELIlVIINATE ONE FULLTIME ADMINISTRATIVE ASSISTANT POSITION
Program Work Completed
As stated,.San Luis Obispo Fire Department has been operating without a fulltime Administrative Assistant III
for 3 months. "Crossover" duties (between the Admin II and III positions) have already.occurred which
necessitates the need for the reclassification.
Environmental.Review
No Environmental Review required.
Program Constraints and Limitations
The redistribution of duties assigned to this position will cause an increase or shift in workload for other
employees. Certain services performed would be eliminated;.response and availability to the public could be
delayed.
Stakeholders
1. Other employees in the Fire Department and other City departments.
2. Members of the Community.
i
Implementation
task Date
L1. Eliminate one fulltime Administrative Assistant position and reassign or discontinue July 2011.
current services and responsibilities assigried to this position.
Key Program Assumptions
With'a re-prioritization of duties, the transfer of the current Administrative Assistant 11 to the Fire Chief's
Administrative Assistant Il], and subsequent elimination of the Administrative Assistant II position, SLOFD will
reduce services that would be performed by the Administrative Assistant II. Since the reduction of temporary
staffing effective July 1, 2010 and the retirement of the Administrative Assistant IIT effective November, 2010
there has been an ongoing evaluation and reorganization of workload for the Administrative staff and
Administrative Assistant III in the Fire Prevention Bureau. Services have been reduced,transferred or eliminated
as a result of.the ongoing reduction of administrative staff.
Program Manager and Team Support
Fire Chief and Fire Administrative Division Staff
Alternatives
Rather than eliminate the position, reduce the position to half-time, in order to help mitigate the impact. This
option would not realize as much savings for the City.
B2-296
PUBLIC SAFEITY
ELIMINATE ONE FULLTDa ADMINISTRATIVE ASSISTANT POSITION
Operating Program
Fire Administration(85 100)
Cost Summary
LineItemD TEM,on Account No. 201142 2012-13
Salaries-Regular 100-85100-7010 47,400 49,900
Retirement Contributions 100-85100-7040 15,300 16,400 -
Health and Disability Insurance 100-85100-7042 11,100 11,100
Medicare 100-85100-7044 700 700
Une to entInsurance 100-85100-7046 200 200
Total Operating Costs 1 74,700 1 78,300
B2-297
P SAFETY
e
BACK-FILL THREE VACANT FIREFIGHTER POSPfIONS WITH OVERmm
Request.SummmT
Allowing a maximum of three Firefighter vacancies to be back-filled with overtime rather than hiring new
personnel will save$48,800 in2011-12 and$70,500 in 2012-13.
Key Objectives
Backfilling three vacant Firefighter positions with.overtime will save the Fire Department an estimated$48,800
in 2011-12 and $70,500 in 2012-13 and assist the Department in meeting its budget reduction goal. This will not
result in any reduction in service level.
Eidsting Situation:Factors Driving the Need for Change
As part of the Citywide effort to close a 201.1-13 budget gap, and to address the projected on-going budget gap
beyond 2013,the Fire Department is proposing to back-fill three vacant firefighter positions with overtime as a
budget reduction option from our operating budget. Salary and benefits comprise 96% of the Fire Department
operating budget.
Currently there is one vacant Firefighter position. It is anticipated that two additional vacancies will occur by
December due to attrition. Back-filling the positions with overtime are a key element of meeting the
Department's budget reduction goal.
Goal and Policy Links
1. Fiscal sustainability of City.
2. Meeting Fire Department budget reduction target for 2011-13.
Service Categorization Criteria
The major emphasis of Firefighters is to respond and mitigate emergencies,such as fires,medical,hazardous
materials,rescues,etc.This activity is a service priority ranking#2.
Program Work Completed
A preliminary meeting with International Association of Firefighters, Local 3523 was conducted. They are
requesting a"side letter".
Environmental Review
No Environmental Review required.
Program Constraints and Limitations
The only constraint or limitation to implementing this program is a "side letter" from the International
Association of Firefighters,Local 3523.
B2-29V
Attachment .,_
PUBLIC SAFEITY
BACK-FILL THREE VACANT FIREFIGHTER POSITIONS WITH.OVERTWE
Stakeholders
Internal Stakeholders have been engaged in the resource impacts associated with budget reduction.
Implementation
[DateTask
Fl_ the vacant Firefighter Position with Firefighters working overtime July 2011
2. Back-fill the two vacant Firefighter Positions with Firefighters working overtime January 2012
The two remaining vacancies are anticipated to occur on or before December 2011 due to attrition.
Key Program Assumptions
The key program assumption is that there is one vacant firefighter position and that two additional firefighter
vacancies will occur by January 1, 2012. One vacant firefighter position with salary and benefits is estimated at
$150,400 in 2011-12 and $155,500 in 2012-13. Annual overtime to back-fill the vacant position is estimated at
$126,000 per vacant position. Leaving up to three firefighter positions vacant and backfilling the positions with
overtime will save money.
Program Manager and Team Support
The Battalion Chiefs will have oversight of our staffing.
Alternatives
Hiring new firefighters to fill the vacant positions would not result in an estimated savings of$48,800 in 2011-12
and$70,500 in 2012-13.
Operating Program
Emergency Response(85200)
i
B2-299
PUBLIC
BACK-FILL THREE VACANT FIREFIGHTER POSITIONS WITH OVERTIME
Cost Summary
Line Item Description Account No 201142 201243
. -: .ri. c a_-�i�.:��ei':.r9yr_,� r 1,•�,- i• . .i;5'i m.-- .. i.-4` _ —
.. .s�:i Y :�:a. !_. 'r::�r:Iti^;.� Y°:7•is-cul""l:dl�^^:a ...QCT[4 ��:ii�q?a:'a: : ••s�. �.. _
--x-.. _u....::a:r _.+:-c-_S.anlP.i:.r.•ex.._i�ql!:. 4 �. ..:�i::c:.0 Tir.
Salaries Regular V I00-85200-7010 166,400 261,000
Holiday 100-85200-7016 7,600 11,700
Uniform 100-85200-7018 1,600 2,400
FLSA Overtime 100-852004021 4,400 6,600
Retirement Contributions 100-85200-7040 97,000 149,100
Health and Disability Insurance 100-85200-7042 20,400 30,600
Medicare 100-85200-7044 2,800 4,200
Unemployment Insurance 100-.85200=7046 600 900
Tota10-eratin Costs -- 300,8004-667S-001
Ojfseuing CosLc Savings or Revenuer
Overtime - - (252,000) 396,000
Net gpemfing Costs 48.800 70,500
f
I
B2-300
tz
'PU
C
REDUCE THE FULLTRAE,FIRE INSPECTOR-III POSITION TO .75 TIME
Request Summary
Reducing the fulltime Fire Inspector III position to_75 time effective July 1, 2011 will save$30,900 in 2011-12
and$31,100 in 2012-13. -
Key Objectives
Reduce on-going projected budget gap by reducing staffing levels. Reducing the hours of the Fire inspector III
position will save the Fire Department an estimated $30,900 in 2011-12 and $31,100 in 2012-13 and assist the
Department in meeting its budget reduction goal.
Eidsting Situation:Factors Driving the Need for Change
As part of the Citywide effort to close a 2011-13 budget gap, and to address the projectedon-going budget gap
beyond 2013,the Fire Deparhnent is proposing:to reduce the fulltime Fire Inspector III position to_75 time as°a
budget reduction option from our operating budget. Salary and benefits comprise 96% of the Fire Department
operating budget
Reducing this position from full time to .75 time is a key element in meeting with the Department's budget
reduction goal. This action in all probability will increase the turn around time for fire safety plan reviews,
impacting customer service.
Goal and Policy Links
1. Neighborhood Wellness.
2. Fiscal sustainability of City.
3. Meeting Fire Department budget reduction target for 2011-13.
Service Categorization Criteria
The major emphasis of the Fire Prevention Bureau is to conduct fire and life safety inspections.This activity is a
service priority ranking#1 as required by local and state laws.
Program Work Completed
Preliminary meeting with International Association of Firefighters,.Local 3523 was conducted.
Environmental Review
No Environmental Review required.
Program Constraints and Limitations
This is a meet and confer item with International Association of Firefighters, Local 3523. Reducing the position
to .75 time will in all probability increase the turn around time for fire safety plan reviews,impacting customer
service. The Fire Prevention Bureau will review work processes to determine if additional efficiencies can be
developed to allow for existing workload to be accomplished within the required timeframe or if work duties
need to be transferred to another individual or eliminated.
B2-301
IPUBLIC SAFETY
REDUCE THE FULLTM FIRE INSPECTOR III POSITION TO .75 TIME
Stakeholders
Internal Stakeholders have been engaged in the resource impacts associated with this budget reduction. .
Implementation
Task Date
1.
. -
1. Reduce current full time.Fire Inspector III Position.to.75 time July 2011
Key Program Assumptions
The key program assumption is the number of fire and life safety inspections will remain at or near the current
level. An increase in building construction will create a proportionate increase in revenue at which time the Fire
Department will request funding the Fire Inspector 111 position be reinstated to fulltime:
Program Manager and Team Support
The Fire Marshal will have oversight.
Alternatives
Maintaining the status quo would not result in savings of$30,900 in 2011-12 and$31,100 in 2012-13.
Operating Program
Fire Prevention Bureau(85300)
Cost Summary
Line Item Dese ' Account No 201142 2012-13
Salaries-Regular 100-85300-7010 21,000 21,000
Retirement Contributions 100-85300-7040 6,800 7,000
Health and Disability Insurance 100-85300-7042 2,500 2,500
Medicare 100-85300-7044 300 300
Unemployment Insurance 100-85300-7046 100 100
Uniforms 1 100-85300-7018 200 200
Total Operating Costs 30,900 31,100
I
B2-302
A ChMgnt�
PUBLIC SAF�TY
RECLASSIFY POSITION OF TRAINING BATTALION CHIEF TO TRAINING CAPTAIN
Request Summary
Reclassifying the position of Training Battalion Chief to Training Captain in January 2012 will save$16,100 in
2011-12 and$32,500 in 2012-13.
Key Objectives
The reclassification of the Training Officer will save the Fire Department $16,100 in 2011-12 and $32,500 in
2012-13 and assist the Fire Department in meeting its budget reduction goal.This will not result in any reduction
in service level. In addition it will increase our cadre of Training Officers from one to three by sharing resources
with CalFireJSan Luis Obispo County Fire Department
Existing Situation: Factors Driving the Need for Change
As part of the Citywide effort to close a 2011-13 budget gap,and to address the projected on-going budget gap
beyond 2013, the Fire Department is proposing to reclassify the Training Officer position as a budget reduction
option from our operating budget.Salary and benefits comprise 96% of the Fire Department operating budget
-Reclassifying the position is a key element of meeting the Department's budget reduction goal.
Goal and Policy Links
1. Fiscal sustainability of City.
2. Meeting Fire Department budget reduction target for 2011-13.
Service Categorization Criteria
The major emphasis of the Training Officer is the development,delivery,and tracking ofin-service training,
some of which are State and Federal mandates.This is a service priority ranking#2:
Program Work Completed
A preliminary meeting with CalFire/San Luis Obispo County Fire:Department regarding sharing of Training
Officer Resources has been conducted.Initial discussions have occurred with the San Luis Obispo Fire Battalion
Chiefs Association and International Association of Firefighters,Local 3523.
Environmental Review
No Environmental Review required.
Program Constraints and Limitations
This is a meet and confer item with the San Luis Obispo Fire Battalion Chief s Association and International
Association of Firefighters,Local 3523.
Stakeholders
Internal and external stakeholders have been engaged in the impacts associated with the SOPC.
B2-303
IPUBLIC SAFETY
RECLASSIFY POSITION OF TRAINING BATTALION CHIEF TO TRAINING CAPTAIN
Implementation
The reclassification will occur January,2012 following.the retirement of the current Battalion Chief in December
2011.
.. -
1. Reclassify the position to Training Captain and assign a Captain as the Training Officer. January 2012
Key Program Assumptions
Reclassifying the Training Officer position from a Battalion Chief to a Captain will enhance our training
program. It will allow us to share resources with CalFire/San Luis Obispo County Fire Department Training
Division's team of Captains.
Program Manager and Team Support
San Luis Obispo Fire Department and CalFire/San Luis Obispo County Fire Department will.both oversee the
sharing of training resources.
Alternatives
Maintaining the status quos would not result in a.savings of$16,100 in 2011-12 and$32,500 in 2012-13.
Eliminating the Training Officer position would seriously compromise our ability to meet mandated training
requirements. Combining the Training Officer position with the Fire.Marshal is not recommended due to the
workload and special requirements/certifications of each position.
Operating Program
Fire Department Training(85400)
B2-304
Attachment 5.
:PUBLIC SAFEtY
RECLASSIFY POSITION OF TRAINING BATTALION CHIEF TO TRAINING CAPTAIN
Cost Summary
Line Item Dese 'pdon Account No. 201112 7012-13
'.
.... ,J: - a�y.:3_:r..•?ib.. �..y.yr]i''d �t'1ti Ti'::- _ ^�' .
SatariesRegular 100-85400-7010 74,100 148,200
Uniform 100-85400-7018 400 . 800
Retirement Contributions 100-85400-7040 29,000 59,800
Health and Disability Insurance 100-85400-7042 5,400 10,700
Medicare 100-85400-7044 1,100 .... 2,200
Unemployment Insurance 100-85400-7046 300 600
Total Operating Costs 110,300 222,300
Offsetting Cost
Salaries regular 100-85400-7010 (57,400) (114,800)
Uniform 100-85400-7018 (400) (800)
Retirement Contributions 100.85400-7040 (30,200) (61,900)
Health and Disability Insurance 100-85400-7042 (5,100) (10,200)
Medicare 100-85400-7044 (900) (1,700)
Unemployment Insurance 100-85400-7046 (200) (400)
Offsettin Cos (94,200) 189,800)
INet.Operating Costs 16,100 32 500
B2-305
iPUBLIC SAFETY
RECLASSIFY POSITION OF TRAINING BATTALION CHIEF TO TRAINING CAPTAIN
Request Summary.
Reclassifying the position of Training Battalion Chief to Training Captain in January 2012 will save$16,100 in
2011-12 and$32500 in 2012-13.
Key Objectives
The reclassification of the Training Officer will save the Fire Department $16,100 in 2011-12 and $32,500 mi
2012-13 and assist the Fire Department in meeting its budget reduction goal.This will not result in any reduction
in service level. In addition it will increase our cadre of Training Officers.from one to three by sharing resources
with CaIFire/San Luis Obispo County Fire Department.
Existing Situation:Factors Driving the Need for Change
As part of the Citywide effort to close a 2011-13 budget gap, and to address the projected on-going budget gap
beyond 2013,the Fire Department is proposing to reclassify the Training Officer position as a budget reduction
option from our operating budget. Salary and benefits comprise 96%of the Fire Department operating budget
Reclassifying the position is a key element of meeting the Department's budget reduction goal.
Goal and Policy Links
1. Fiscal sustainability of City.
2. Meeting Fire Department budget reduction target for 2011-13.
Service Categorization Criteria
The major emphasis of the Training Officer is the development,delivery,and tracking of in-service training,
some of which are State and Federal mandates.This is a service priority ranldng#2.
Program Work Completed
A preliminary meeting with CalFire/San Luis Obispo County Fire Department regarding sharing of Training
Officer Resources has been conducted Initial discussions have occurred with the San Luis Obispo Fire Battalion
Chief's Association and International Association of Firefighters,Local 3523.
Environmental Review
No Environmental Review required.
Program Constraints and Limitations
This is a meet and confer item with the San Luis Obispo Fire Battalion Chief's Association and International
Association of Firefighters,Local 3523.
Stakeholders
Internal and external stakeholders have been engaged in the impacts associated with the SOPC.
B2-306
A chmGM-
PUBLIC SAF�TY
RECLASSIFY POSITION OF TRAINING BATTALION CIF TO TRAINING CAPTAIN
Implementation
The reclassification will occur January,2012 following the retirement of the current Battalion Chief in December
2011.
Date
1. Reclassify the position to Training Captain and assign a Captain as the Training Offim-r- 1 January 2012
Key Program Assumptions
Reclassifying the Training Officer position from a Battalion Chief to a Captain will enhance our training
program. It will allow us to share resources with CalFire/San Luis Obispo County Fire Department Training
Division's team of Captains.
Program Manager and Team Support
San Luis Obispo Fire Department and CalFire/San Luis Obispo County Fire Department will both oversee the
sharing of training resources.
Alternatives
Maintaining the status quos would not result in a savings of$16,100 in 2011-12 and$32,500 in 2012-13.
Eliminating the Training Officer position would seriously compromise our ability to meet mandated training
requirements. Combining the Training Officer position with the Fire Marshal is not recommended due to the
workload and special requirements/certifications of each position.
Operating Program
Fire Department Training(85400)
BZ-307
------ _ ........ ....
PUBLIC
RECLASSIFY POSMON OF TRAINING BATTALION CR EF TO TRAINING CAPTAIN
Cost Summary
Line ltemDeserion AeconntNo. 2011-12 2012-13
.a ,C. rz•:�_mad'I i°'���.�u; =n�.�is, u :� 4.•'' ^'SuiFASF".f'r ,—rir „pj �. i }}rr pn'� .
Salaries Regular 100-85400-7010 74,100 148,200
Uniform 100-85400-7018 400 800
Retirement Contributions 100-85400-7040 29,000 59,800
Health and Disability Insurance 100-85400-7042 5,400 10,700
Medicare 100-85400-7044 1,100 2,200
Unemploymentlusurance 100-85400-7046 300 600
Total Operating Costs 110,300 222,300
Offsetting Cost
Salaries regular 100-85400-7010 (57,400) (114;800)
Uniform 100-85400-7018 (400) (800)
Retirement Contributions 100-85400-7040 (30,200) (61,900)
Health and Disability Insurance 100-85400-7042 (5,100) (10,200)
Medicate 100-85400-7044 (900) (1,700)
Unemployment Insurance 100-85400-7046 (200) (400)
Offsetting Cos (94,200) 189,800
Net Operating Costs 16,100 32500
I
B2-308
TEMPORARY CLOSING OF FIRE STATION 3
Request Snmmary
Temporary closing Fire Station 3 when emergency response staffing falls below 14 personnel per shift effective
January 1,2012 will save$432,700 in 2011-12 and$394,500 in 2012-13 to meet budget reduction target.
Key Objectives
Reduce on-going projected budget gap by reducing staffing levels.
Existing Situation:Factors Driving the Need for Change
As part of the Citywide effort to close a 2011-13 budget gap, and to address the projected on-going budget gap
beyond 2013, the Fire Department is proposing the temporary closure of Fire Station 3 as a budget reduction
option from our operating budget. Salary and benefits comprise 96%of the Fire Department operating budget.
Daily emergency response staffing is 14 positions per 24 hour shift. The decrease in daily emergency response
staffing of up to 3 personnel per 24 hour shift will occur when a firefighter is scheduled to work but is off duty
due to vacation,illness,injury, mutual aid assignment, etc. Currently the contract requires another firefighter to
work overtime to meet the constant staffing requirement of 14 firefighters per shift.
This proposed staffing reconfiguration will save the Fire Department an estimated $432,700 in 201.1-12 and
$394,500 in 2012-13 and assist the Fire Department in meeting its budget reduction goal of$579,000. This will
result in a reduced level of service
1. Longer response times to emergencies in the geographic area of the empty fire station compromising the
welfare of the public.
2. Inability to accomplish critical tasks in a timely manner due to fewer personnel on scene.
3. Compromise safety of response personnel on a large or dynamic incident.
4. Increase reliance on surrounding fire departments and off-duty personnel, resulting in slower mitigation of
the incident.
5. Limits ability to respond to simultaneous incidents.
Fire Station 3 was selected due to geographic accessibility to Fire Station 3's area from neighboring Erre stations.
Goal and Policy Links
1. Preservation of Essential Services and Fiscal Health.
2. Fiscal sustainability of City.
3. Meeting Fire Department budget reduction target for 2011-13.
Service Categorization Criteria
The major emphasis of Fire Department Operations is the quick&safe mitigation of various emergencies,
namely calls for Emergency Medical Service,fires,rescues,hazardous materials,etc.This activity is a service
priority ranking#2.
B2-309
!PUBLIC SAFETY
TEMPORARY CLOSING OF FIRE STATION 3
Program Work Completed
Initial research on the estimated savings has been conducted and Fire Station 3 has been selected for temporary
closure.
Environmental Review
No Environmental Review required.
Program Constraints and Limitations..... .
There are significant constraints and limitations to implementing this budget reduction.It is anticipated there will
be negative community reaction to the occasional closure especially by the immediate neighborhood impacted by
a slower response time because local Fire Station 3 is closed. As.this is a meet and confer with International
Association of Firefighters, Local 3523,the Fire Department estimated the earliest start date for January 1,2012
which would condense the time available to meet the budget reduction of$425,000 requirement in 2011-12
resulting in four to six month closure between January 1,.2012 and June 30,2012 of Fire Station 3.
Stakeholders
Internal and external stakeholders have not yet been engaged in the impacts associated budget reduction proposal.
i
Implementation
Task Date
1. Temporary closing Fire Station 3 January 2012
Key Program Assumptions
The temporary closing of Fire Station 3 will save money as result of a reduced overtime.The consequences will
be a decrease in the level of service from cement levels.
Achieving this budget reduction will require"understaffing"of up to three firefighters per shift for a total of 410
-24 hour shift positions in 2011-12 and 381 -24 hour shift positions in 2012-13.The estimated saving per"shift
position"is $1,034. This would be$1,034 for understaffing one position, $2,068 for understaffing two positions
and$3,102 for understaffing three positions per 24 hour shift.
For 2011-12 budget savings in overtime,assuming the budget reduction is effective January 1,2012:
Understaffing three persons per 24 hour shift(three shift positions)will accomplish this budget reduction in 139
shifts resulting in closure of Fire Station 3 for approximately four months, 19 days during a six month period.
Understaffing of two persons per 24 hour shift(two shift positions)will accomplish this budget reduction in 209
shifts resulting in closure of Fire Station 3 for the entire six months.
Program Manager and Team Support
The Fire Chief will have oversight.
B2-310
TEMPORARY CLOSING OF FIRE STATION 3
Alternatives
Maintaining the status quo would not result into an estimated savings of$432,700 in 2011-12 and S394,500 in
2012-13. Staffing a 2-person engine company is unacceptable and inefficient in an urban setting such as SLO
(due to call volume, number of target hazards and type of responses). Reducing the tiller truck to only 3
personnel would severely compromise their ability to perform the tasks/duties in a safe and efficient manner.
Operating Program
Emergency Response(85200)
Cost Summary
L u hem D 'on Account Noj 2011-12 2012-13
Overtone 100.85200-7020 432,700 394,500
Total Operating Costs 432,700 394,500
B2-311
201143 Financial Plan
REDUCTIONOPTION
Public Utilities
Operating Cost Reductions
Regular Annual Savings Service
Staffing 2011-12 2012-13 Category
Water Source of Supply-Salinas Reservoir Operations 675,900 1,135,900 2
Water Source of Supply-Whale Rock Reservoir 91,600 91,600 2 --
Water Treatment-utilities,chemicals,contract services 42,200 25,900 1
Water Distribution-utilities 14,600 14,600 1
Wastewater Collection:-utilities 5,000 5,000 1
Water Reclamation Facility-utilities 7,000 - 1
Water Reclamation Facility-chemicals 32,000 7,000 1
Water Quality Laboratory-lab services and supplies 18,000 18,000 1
Total O watin Cost Reductions - 886,300 1 1298,000
i
I
B2-312
2011-13 Operating Cost ...-duction Options
PUBLIC UTILITIES
Description Service Temp Regular 2011-12 Annual Savings SO1PC Service
Impact Staffing Staffing Budget 2011-12 2012-13 Category
G" 34==-zny"Sfi' y `rct-: `�.is`mu�F:.•:..: 7�I:'"iBroy'u:�cN
INIMP[
r.: -
Salinas Reservoir Services will 1,901,000 675,900 1,135,900 X 2
Operations. This not be
reduction option impacted by
recognizes changes the cost
in resource reduction.
requirements for Adequate
capital reserves funding will
associated with
maintaining the have been
Salinas.Reservoir achieved for
water supply to the pending
City.The San Luis capital
Obispo County improvement
Flood Control and s.This action
Water Conservation aligns
District is the resource with
agency responsible funding
for the Salinas
Reservoir water requirements.
supplyerations.
Whale Rock Services will 555,500 91,600 91,600 X 2
Reservoir.Adding not be
the Nacimiento Lake impacted by
water supply as a the cost
pay`ate reduction but
source for the City it will be
reduces the amount
of water required critical for
from Whale Rock operations to
Reservoir.Reducing carefully
water deliveries balance the
from Whale Rock City's water
will reduce the supply
amount of electricity portfolio to
required to PUMP minimize use
water to the water of water from
treatment plant in Whale Rock
proportion to
reductions in the Reservoir.
amount of water Whale Rock
which the City has will become
deliver d from the third
Whale Rock source of
Reservoir. This water supply
reduction is$91,600 for the City
annually in 2011-13. behind
Nacimiento
and Salinas.
B2-313
201143 Operating Cost RetA.,ction Options
PUBLIC UTILITIES
Description Service Temp Regular 2011-12 Annual Savings SOPC Service
Impact Staffing Staffing Budget 2011-12 2012-131 1 Category
Utilities,chemicals, Services will 612,500 42,200 25,900 X 1
contract services. not be
Electric utility, impacted as
chlorine chemicals 1)a favorable
and contract services bidding
will be reduced. climate
Chemical bids came
in favorably-,State afforded this
inspection fees have cost
been reduced due to reduction
lower oversight option and 2)
required now that operational
process changes efficiencies
related to the reduced the
treatment plant level of
upgrade are fully oversight
dialed in.Electric needed for
demand for water
treatment reduced the water
due to a reduction in treatment
the amount of water plant at the
b ' treated. State level.
MIR
Utilities.Due to Services will 46,200 14,600 14,600 X 1
increased energy not be
efficiencies resulting impacted as
from recent physical
infrastructure infrastructure
replacements and the
reprogramming of improvement
control systems and s resulted in
processes electrical this cost
usage will be reduction
decreased: option
Utilities.Due to Services will 25,700_ 5,000 5,000 X 1
increased energy not be
efficiencies resulting impacted as
from the new Tank physical
Farm Lin Station, infrastructure
which replaced two improvement
older,less energy
efficient lift stations, s resulted in
electrical usage will this cost
be decreased reduction
option
I
B2-314
2011-13 Operating Cosceduction Options
PUBLIC UTILITIES
Description Service Temp Regular 2011-12 Annual Savings SOPC Service
Impact Staffing Staffing Budget 2011-12 201243 Category
. ...."_.. ..a ..-.. ..'...._. v _..T '- ' `F�S�iFiraa.':.:...m. '''s]x'4ii' ,.F•.. _^f•4u�.y'4 a_ �a�;
i
4
Utilities.Based on Services will 33,800 7,000 r 0 X 1
natural gas usage not be
trends and with level impacted by
or slight decreases in this one-time
natural gas pricing budget
in recent years,plus
a zero rate change reduction in
projected for natural natural gas
gas in 2011-12,this utility based
allows for a one- on current
time budget usage trends
reduction in natural and natural
gas utility at the gas rates
Water Reclamation remaining
Facility level in 2011-
12.
Chemicals.Process Services will 449,600 32,000 7,000 X 1
chemicals and not be
chlorine bids came impacted as a
in favorably which favorable
reduces the amount bidding
of funding required climate
to purchase these
items. afforded this
COOL
reduction
tion
- _- ; • 21M.WRE 12 - -
EM-
Laboratory Current 1170700 18,000 18,000 X 1
Services and service levels
Supplies.Pilot will not be
studies on impacted-
alternative
disinfection and
chlorine dioxide
methods are
Meted,this
allows for a budget
decrease in lab
services and
supplies.
TOTAL 0 0 397429000 886,300 1 98 000
B2-315
PUBLIC UTILITIES
SOURCE OF SUPPLY: SALINAS RESERVOIR OPERATIONS BUDGET REDUCTION
Request Summary
Ensuring efficient and reliable operations of the Salinas Reservoir by providing 'appropriate funding levels for
capital projects to the San Luis Obispo County Flood Control and Water Conservation District, the agency
responsible f6r the Salinas Reservoir water supply operations,required the City to increase its contribution to the
District over ale last several years. Sufficient reserves required for capital projects are nearly funded and it is
now time to start ramping down reserve contributions.This action will result in a budget reduction of$675,900 in
2011-12 and a budget reduction of$1,135,900 in 2012-13. These reductions bring.the City's payment down to
$725,000 in 2012-13 representing the projected base operating and minor capital budget levels for Salinas
Reservoir Operations.after funding a booster pump station upgrade capital project.
Key Objectives
1. Continuing to ensure a safe and reliable source of water to meet the City's demand.
2. Providing adequate budget to maintain and operate the Salinas dam and water delivery system.
3. Meeting projected operational and capital expenses,while minimi.zing zing rate impacts.
4. Maintaining a structurally balanced budget for Salinas Reservoir water supply operations.
Eidsting Situation:Factors Driving the Need for Change
1. The San Luis Obispo County Flood Control and Water Conservation District operates Salinas Reservoir
under contract with the Army Corps of Engineers. Through the payments in the City's Source of Supply
program, the City pays for the total cost of operating and-maintaining Salinas Reservoir and delivery system
for transporting raw water to the City's water treatment plant. The City also pays the County Parks for lake
water quality patrol services.
2. As part of the 2009-11 Financial Plan process the City's Source of Supply payment for Salinas Reservoir
Operation was increased by $25,000 (from $625,000 to $650,000) in 2009-10 and 'increased by $1,235,900
(to $1,860,909) in 2010-11. The approved budget increases provided funding towards the capital project
design and construction for a booster pump station upgrade,with capital project costs estimated at$238,800
for design and$1,052,200 for construction.
3. The booster pump station upgrade project design is complete. Advertising for construction bids is planned for
spring 2011.The original project budget estimate is in-line with the current project cost estimates. At tirric of
bid award, further project cost information will be available. Construction is currently planned to begin in
summer 2011.
4. Positioning the Water Fund for this project began in 2007, and continued each year thereafter. The City's
payment for Salinas Reservoir Operations was$1,860,900 in 2010-11 and will now decrease by$675,900(to
$1,185,000) in 2011-12 and decrease by $1,135,900 (to $725,000) in 2012-13. In 2012-13 the. $725,000
payment represents the base operating and minor capital budget levels for Salinas Reservoir Operations.
Goal and Policy Links
Water Source of Supply Operating Program Goal
Service Categorization Criteria
Water Source of Supply is ranked 2-High.
B2-316
Attachment 5
PUBLIC
SOURCE OF SUPPLY: SALINAS RESERVOIR OPERATIONS BUDGET REDUCTION
Program Work Completed
Development of Salinas Reservoir water supply operating budget for 2011-12,with budget projections for 2012-
13 and 2013-14 is complete.City and County staff have mutually agreed on a combination of fiord balance and an
adjustment in the City's payment to ensure adequate budget to meet operational and capital expenses, while
minimizing rate impacts.
Environmental Review
No environmental review required
Program Constraints and Limitations
There are no significant project constraints or limitations.
.Stakeholders
Water customers in the community
City and County staff
Implementation
Reduce b in Source of S ly program for Salinas Reservoir Operations Jul 2011
Program.Manager
Program Manager. Water Division Manager
Operating Program
Water Source of Supply(55110)
Cost Summary
Ensuring efficient and reliable operations of the Salinas Reservoir by providing appropriate finding levels for
capital projects to the San Luis Obispo County Flood Control and Water Conservation District will result in a
budget reduction of$675,900 in 2011-12 and a budget reduction of$1,135,900 in 2012-13.These reductions will
reduce the City's payment to $725,000 in 2012-13 representing the projected base operating and minor capital
budget levels for Salinas Reservoir Operations after funding a booster pump station upgrade capital project
Line ltemR!!E on AcoomitNo. 2011-12 101243
111111
rrdget R¢dudioa
Salinas Reservoir O erations 500-55110-7289 67500 1,135,900
Total Operating Budget Reduction. 675 00 1135 00
B2-317
PUBLIC UTILITIES
SOURCE OF SUPPLY: WHALE ROCK RESERVOIR ELECTRIC UTILITY REDUCTION
Request Summary
Adding the Nacimiento Lake water supply as a primary water source for the City will result in a reduction of
electrical utilities funding for the Whale Rock Pump Stations commensurate with reductions in the amount of
water which the City will have delivered from Whale Rock Reservoir. Whale Rock water supplies will move
from the second to the third source of water that the City will utilize in 2011-13.Using this new water supply will
reduce the City's estimated electrical pumping charges for Reservoir Operations by$91,600 annually in 2011-13.
Key Objectives
Ensuring the Water Treatment Plant meets daily water production demands for the community.
Existing Situation: Factors Driving the Need for Change
1. Reducing City of San Luis Obispo raw water use from Whale Rock Reservoir.
2. Using Nacimiento and Salinas Reservoirs as.the primary raw water sources for the City's potable water
demands.
Goal and Policy Links
This request meets the 2011-13 Source of Supply operating program objective to deliver raw water supplies in a
reliable,cost-effective manner.
Service Categorization Criteria
Water Source of Supply is ranked 2-High.
Program Work Completed
Adjustments in water deliveries have been made by Reservoir Operations and Water Treatment Plant staff.
Environmental Review
No.enviromnental review required.
Program Constraints and Limitations _
There are no significant project constraints or limitations at this time.
Stakeholders
Reservoir Operations staff and Water Treatment Plant staff
Program Manager and Team Support
i
Program Manager. Water Supply Supervisor
B2-318
41
IPUO
SOURCE OF SUPPLY: WHALE ROCK RESERVOIR ELECTRIC UTILITY REDUCTION
Project Team. Reservoir Operations Staff
Alternative
Continue the Status Quo. Continue use of Whale Rock water for secondary supply to the Water Treatment
Facility. This alternative would reduce the amount of water in storage at the reservoir and create additional
electrical expense for pumping. In addition, the City's entitlement of 3,380 acre feet per year from the
Nacimiento Reservoir can not be carried over(i.e."banked")from year to year which means that the City should
maximize the use of the Nacimiento water source and use our other sources as needed. For,these reasons,
continuing with the status quo is not recommended.
Operating Program
Source of Supply(55110)
Cost Summary
Reducing raw water use from the Whale Rock Reservoir will cause a reduction in utility service.usage for the
Reservoir Operations budget for the City of San Luis Obispo,resulting in a budget reduction of$91,600 annually
in 2011-13 in the Source of Supply program.
Line Iteml)ese ' 'on Account No. _ _ - - 2011-12 2012-13
_-
Bulget Reduction
Whale Rock Operations 500-55110-7311 1,600 91600
Total Operating Budget Reduction 1600 91,600
B2-319
PUBLIC s
WATERRECLAMATION FACILITY- UTILITY SERVICES AND CHEMICALS
Request Summary
Analyzing electrical and natural gas usage trends, projected utility service rates, and current chemical contract
bids and supply needs results in a cost savings of$44,000 in2011-12 arida projected cost increase of$29,800 in
2012-13 at the Water Reclamation Facility. With off-setting cost savings in electric utility usage for Wastewater
Collections,and also for wastewater treatment chemicals based on current usage trends at the Water Reclamation
Facility,this results in a cost savings of$44,000 in 2011712 and a net cost increase of$17,800 in 2012-13.
Key Obj ectives .
1. Maintaining all Water Reclamation Facility(WRF)processes at optimal operation.
2. Maintaining compliance with local, State and Federal regulations.
3. Protecting human and environmental health along San Luis Obispo Creek
F3lsdng Situation: Factors Driving the Need for Change
The significant operating program changes summarized in this request include a combination of both cost savings
and projected costs increases. The cost summary table at the end of this request provides the reader with a quick
"snapshot"of the overall costs savings,cost increases and net fiscal impacts.
1. Electric Utility—Wastewater processes demand a great deal of electricity and are in constant operation. All
processes utilize electricity to drive motors and pumps of various sizes. Projected electric utility rate
increases include 3.6%in 2011-12 and 4%in 2012-13.
Based on an evaluation of recent electrical usage trends for wastewater services and when considering.
current wastewater flows, the new Tank Farm Lift Station which replaced two aged lift stations (old Tank
Farm and Rockview)will result in an electrical cost savings of$5,000 annually in 2011-13 in the Wastewater
Collection program. Based on current wastewater treatment processes and electric utility budget levels at the
WRF, electric utility services will not require a budget adjustment in 2011-12; the projected electric rate
increase will cost an additional$20,800(4%)in 2012-13 at the plant(from$520,000 to$540,800).Offsetting
costs savings in wastewater collection results in a cost savings of$5,000 in 2011-12 and a net cost increase
of$15,800 in 2012-13.
In 2010 there were two separate energy audits conducted at the Water Reclamation Facility. Several
suggestions came from those audits. WRF staff is currently working with PG&E engineers to determine:the
best approach to implementing energy savings at the WRF.
2. Chemicals — The WRF utilizes four chemicals for its treatment processes; Sodium Hypochlorite, Sodium
Bisulfite, Sodium Hydroxide,and Ferrous Chloride. Each of these chemicals plays a vital role in wastewater
treatment and more specifically in meeting the discharge limits as set forth in the.City's NPDES (National
Pollutant Discharge Elimination System) permit. On a yearly basis the City solicits bids for chemicals for
water and wastewater treatment.
Based on chemical contracts for the term of February 1, 2011 thru January 31, 2012 and assuming a 5%
chemical cost increase for February 1, 2012 thru January 31, 2013, current wastewater treatment processes
and associated chemical and chlorine supply needs will result in an overall cost savings of$32,000 in 2011-
12,and a projected chemical (Sodium Bisulfite) cost increase of$9,000(5% from$181,000 to $190,000) in
2012-13,with offsetting chemical cost savings of$7,000 resulting in a net increase of$2,000 in 2012-13.
B2-320
PUBLIC
WATER RECLAMATION FAciury: UTILITY SERVICES AND mmI uCALS- - -
3. Gas Utility — Based on projected gas utility rate changes of zero in 2011-12 and 2% in 2012-13, current
wastewater treatment processes and associated natural gas usage,there is a one-time cost savings of$7,000 in
2011-12,with no budget adjustment needed.in 2012-13.
Goal and Policy Links
1. Compliance with regulatory requirements to maintain public health and protection of water quality.
2. Water and Wastewater Element of the General Plan,Section 12.
Service Categorization Criteria
Wastewater treatment is ranked 1 —Mandated.
Program Work Completed
This is an ongoing cost driven by market pricing. Chemical bids have been received.
Environmental Review
No environmental review is required.
Program Constraints and Limitations
Currently there are no constraints or limitations for this program
Stakeholders
Water Reclamation Facility Supervisor and Staff
Implementation
Task Date
1.
_ -
1. Electric Utility decrease in Wastewater Collection July.2011
2. Gas Utility decrease at the Water Reclamation Facility July 2011
3. Chemicals decrease at the Water Reclamation Facility July 2011
4. Electric Utility increase at the Water Reclamation Facility July 2012
5. Chemical increase at the Water Reclamation Facility July 2012
Key Program Assumptions
All projections are from either bids received or official utility source,cost information.
Program.Manager and Team Support
Program Manager. Water Reclamation Facility Supervisor
Project Team. Water Reclamation Facility Staff
B2-321
1.177 M71TIMT
s
PUBLIC
WATER RECLAMATION FACILITY: UTILITY SERVICES AND CHEMICALS
Alternatives
1; Defer or Re Phase the Request Electrical costs are set by the utility provider. Re-bidding chemical costs
would mean canceling existing contracts and re-bidding chemicals. The results would be predictably the
same.This is not recommended
2. Change the Scope of Request Chemicals purchased without a set contract price would vary with the market.
value snaking budgeting very difficult and bidding more frequently would require significant staff resources.
Electrical costs are driven by the current supplier of electricity.
3. E sting Program Evaluation. In 2010 there were two separate energy audits conducted at the WRF.
Several suggestions came from those audits. The WRF is currently working with PG&E engineers on how
best to implement energy savings at the WRF. Staff continues to look at ways to cut electrical costs at the
WRF.
Operating Program
Water Reclamation Facility(55330)
Cost Summary
Based on current wastewater service operations and costs associated with utility services and chemicals for
wastewater treatment, there will be an operating cost savings of$44,000 in 2011-12 and a projected net operating
cost increase of$17,800 in 2012-13.
Line Iteml) ' -tion AceountNo. 2011-12 201243
• ��.,�`"��-'tea:-, r R. t;�•-_ �: _
EIectric Utility Service 520-55330-7605 0 20,800
Chemicals-Sodium Bisulfite 520-55330-7815 0 9,000
Total Operating Costs - 0_ 29,806
Offsetting Costs Savings -
Electric Utility Service-WW Collections 520-55310-7605 (5,000) (5,000)
Gas Utility Service 520-55330-7609 (7,000) 0
Chemicals 520=55330-7775 (151000) (7,000)
Chlorine 520.55330-7777 (I7,000) _ 0
Net Operating Costs __ 1 (44,000) 17,800
B2-322