HomeMy WebLinkAbout05/00/1989, 3/4 - REVIEW OF SIGNIFICANT OPERATING PROGRAM CHANGES AND CAPITAL IMPROVEMENT PLAN PROJECTS III�19pl�ll���� I MEETING DATE:
Clyy Of Sdt'1 LUIS OB1Sp0 May 24-25,1989
COUNCIL AGENDA DEPORT ITEM NUMBER�J
FROM William C. Statler, Director of Financevz
SUBJECT: REVIEW OF SIGNIFICANT OPERATING PROGRAM CHANGES AND
CAPITAL IMPROVEMENT PLAN PROJECTS
CAO RECOMMENDATION
Review and discussion of proposed operating program changes and capital improvement plan
projects as presented in the accompanying report document.
OVERVIEW
The purpose of this agenda item is to highlight the major operating program changes and
capital improvement plan (CIP) projects recommended for inclusion in the 1989-91 Financial
Plan. The request summaries along with supporting materials have been compiled separately in
the accompanying document. Rather than waiting to present key items until the entire draft of
the Financial Plan is submitted to the Council, they are being presented early in the process
to ensure adequate Council and community review and discussion of the major budgetary issues.
DOCUMENT ORGANIZATION
The accompanying report document has been prepared in order to summarize and compile the
supporting materials used in developing the significant operating program changes and CIP
projects for inclusion in the 1989-91 Financial Plan. An introduction to the requests
(Section A) is included in the report document which provides an overview of the purpose,
organization, major highlights, and review process used in preparing this document.
Additionally, the following summaries are provided in Section B of the report:
Operating Programs:
Summary of Recommended Significant Expenditure and Staffing Changes B-1
Summary of Recommended Regular Positions B-3
Capital Improvement Plan (CIP) Projects:
Summary of CIP Projects by Function B-8
Summary of CIP Projects by Funding Source B-9
Summary of Individual Projects - Cost and Phasing B-10
The supporting materials for each of the operating program and CIP project requests follow in
Sections D and E.
SUMMARY OF REQUEST HIGHLIGHTS
Rather than restating the request overviews and summaries provided in the report document, the
_ following is a summary of request highlights:
J/
ATTACHMENT A
1989-91 FINANCIAL PLAN POLICES & OBJECTIVES -
GENERAL BUDGET POLICIES
C
HUMAN RESOURCE MANAGEMENT ..
A. The budget will fully appropriate the resources needed for authorized regular staffing
and will limit programs to the regular staffing authorized.
B. Staffing and contract service cost ceilings will limit total expenditures for regular
employees, temporary employees, and independent contractors hired to provide operating
and maintenance services.
C. Regular employees will be the core work force and the preferred means of staffing
ongoing, year-round program activities that should be performed by City employees rather
than independent contractors. The City will strive to provide competitive compensation
and benefit schedules for its authorized regular work force. Each regular employee will:
1. Fill an authorized regular position.
2. Be assigned to an appropriate bargaining unit.
3. Receive salary and benefits consistent with labor agreements or other compensation
plans.
D. To manage the growth of the regular work force and overall staffing costs, the City will
follow these procedures:
1. The Personnel Department will coordinate and approve the hiring of all regular and
temporary employees.
r-,
2. All requests for additional regular positions will include evaluations of:
a. The necessity, term, and expected results of the proposed activity.
b. Staffing and materials costs including salary, benefits, equipment, uniforms,
clerical support, and facilities.
C. The ability of private industry to provide the proposed service.
d. Additional revenues or cost savings which may be realized.
3. Periodically, and prior to any request for additional regular positions, programs
will be evaluated to determine if they can be accomplished with fewer regular
employees.
E. Temporary employees will include all employees other than regular employees, elected
officials, and volunteers. Temporary employees will augment regular City staffing as
extra-help employees, seasonal employees, contract employees, and work-study assistants.
The City Administrative Officer and Management Team will encourage using temporary
employees to meet peak workload requirements, fill interim vacancies, and accomplish
tasks where less than regular, year-round staffing is required..
F. Contract employees will be defined as temporary employees with written contracts and may
receive approved benefits depending on hourly requirements and length of contract.
Contract employees will be used for medium-term (generally between six months and two
years) projects, programs, or activities requiring specialized or augmented levels of
staffing for a specific period of time. The services of contract employees will be
discontinued upon completion of the assigned project, program, or activity. Accordingly,
1989-91 FINANCIAL PLAN ^LICIES & OBJECTIVES .
GENERAL BUDGET POLIC!k.S
HUMAN RESOURCE MANAGEMENT (continued)
contract employees will not be used for services that are anticipated to be delivered on
an ongoing basis. Further, the hiring of contract employees will not be used as an
incremental method for expanding the City's regular work force.
G. Independent contractors will not be considered City employees. Independent contractors
may be used in two situations:
1. Short-term, peak work load assignments to be accomplished through the use of
personnel contracted through an outside temporary employment agency (OEA). In this
situation, it is. anticipated that the work of OEA employees will be closely
monitored by City staff and minimal training will be required; however, they will
always be considered the employees of the OEA, and not the City. All placements
through an OEA will be coordinated through the Personnel Department and subject to
the approval of the Personnel Director.
2. Provision of operating, maintenance, or specialized professional services not
routinely performed by City employees. Such services will be provided without close
supervision by City staff, and the required methods, skills, and equipment will
generally be determined and provided by the contractor. Contract awards will be
guided by the Purchasing Control Manual.
D U P D I S K 1 / P O L I C Y ��
i
ATTACIDIM B
THREE YEAR SUMMARY OF REGULAR POSITIONS BY DEPARTMENT J
--------------------------------------------------------------------- ---------------------------------
REGULAR POSITIONS TEMPORARY FTEIS*
------------------------------- ---------------------------------
1986-87 1987-88 1988-89 1986-87 1987-88 1988-89
--------------------------------------------------------------------- ---------------------------------
ADMINISTRATION
GENERAL 4.0 4.0 4.0 0.3 0.1 0.5
TRANSIT 1.0 1.0 1.0 0.1 0.1
HUMAN RELATIONS 2.0 2.0 2.0 0.7 0.9 1.6
CITY ATTORNEY 2.7 3.0 3.0 0:1 0.1 0.5
CITY CLERK 5.0 5.0 5.0 0.3 0.2 0.0
FINANCE 13.0 13.0 13.0 0.8 2.8 3.4
PERSONNEL 4.0 4.0 4.0 0.9 0.9 1.0
COMMUNITY DEVELOPMENT
ADMINISTRATION 4.5 4.5 4.8
PLANNING 8.8 9.8 9.8 2.3 2.5 2.3
BUILDING & SAFETY 6.0 7.0 7.0 1.6 1.8 1.1
BUSINESS IMPROV ASSOC 0.3 2.2 2.4
UTILITIES
ADMINISTRATION & ENGINEERING 2.0 2.0 2.0 0.9 0.6 0.9
WATER 20.0 21.0 22.0 1.3 1.5 2.2
WASTEWATER 14.0 15.0 15.0 1.1 1.5 1.2
PUBLIC WORKS
ADMINISTRATION 6.0 6.1 6.1 0.5 0.9 0.7
ENGINEERING 17.0 18.0 19.0 1.2 2.3 2.2
STREETS & EQUIPMENT MAINTENANCE 20.0 20.0 20.0 3.9 3.0 3.9
PARKS & BUILDING MAINTENANCE 25.0 25.5 25.5 11.4 12.3 8.8
RECREATION 8.6 9.0 10.0 15.2 17.3 27.8
POLICE
SWORN 50.0 52.0 52.0
NON-SWORN 24.0 27.0 28.0 4.8 6.3 5.8
FIRE
SWORN 45.0 45.0 45.0
NON-SWORN 7.0 8.0 8.0 4.3 3.3 1.4
--------------------------------- ---------------------------------
TOTAL 289.6 301.9 306.2 51.7 60.6 67.9
* FULL-TIME EQUIVALENTS BASED ON 1850 HOURS PER YEAR
1
111111IIIfX111 city of san tuns osispo
Nii% COUNCIL AGENDA REPORT
Operating Programs
Thirteen additional regular positions over the two years are recommended. This represents a
rate of growth of 2% per year in regular staffing, which is consistent with the goals
discussed with the City Council during their consideration of the Facilities Master Plan. Due
to the level of proposed conversions from contract or temporary staffing to regular positions,
the recommended staffing changes only reflect a net increase in full-time equivalents (FTE's)
of 5.5 positions during the next two years. During the initial Financial Plan study sessions
as well as during the Facilities Master Plan review, the Council expressed concerns regarding:
• Categories of City employment
• Current and past levels of the City's work force
• Strategies for managing future growth in the City's regular and temporary work force
In responding to these concerns, the following attachments have been provided:
Attachment A - The City's current Human Resource Management Policy which addresses
categories of employment and work force management.
Attachment B - Summary of regular and temporary staffing levels over the past three years.
Productivity and contracting issues have been separately addressed as Significant New Policies
for inclusion with the 1989-91 Financial Plan.
Capital Imorovement Plan
Recommended expenditures for CIP projects total $70.7 million over the next four years, i
reflecting a major commitment to implementing a variety of key policies and plans previously
adopted by the City Council. Major projects proposed for consideration over the next- four
years include:
Program
Cost Years
Public Safety
• Fire Station No. 1 Replacement $ 5,750,000 1989-91
• Regional Fire Training Facility 1,200,000 1990-93
Public Utilities
• Wastewater Treatment Plant Upgrade 25,364,000 1989-90
• Relief Sewers 8,970,000 1989-93
Transportation
• Street Reconstruction & Resurfacing 2,640,000 1989-93
• Site Acquisition for Parking Structure No. 3 1,060,000 1989-92
Leisure, Cultural, and Social Services
• Performing Arts Center 4,000,000 1989-91
• Recreation and Park Facilities and Improvements 3,144,300 1989-93
Community Development
• Open Space/Parkland Acquisition 2,000,000 1991-92
General Government
- • Civic Center Improvements 5,850,000 1989-91
9 Corporation Yard Expansion 2,200,000 1991-93
I��nui �UlHlli��p�u � 111 city of sari--uis oBispo
NNW COUNCIL. AGENDA DEPORT
FINANCIAL IMPACTS
As highlighted in the Comprehensive Financial Management Plan (Phase II of the Financial
Services Study) presented to the City Council in conjunction with this study session, funding
the proposed operating program levels and CIP projects will require the implementation of new
funding sources as well as increases in existing service charges and tax rates.
SUMMARY
The recommended major operating program changes and CIP projects are being submitted for City
Council review at this time in order to initiate discussion of the major budgetary issues
early in the Financial Plan process. An introduction and summary of the requests is provided
in the accompanying report document along with the supporting materials used in developing
these program and project recommendations.
APPROV S•
City Ad inistrative O fiicer
City Attornfy
I
SigEx/RevSopCi
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