HomeMy WebLinkAbout03/31/92E9-1;;JotA,,2n3 XE -6- L LIT
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SPECIAL MEETING HERMOSA BEACH CITY COUNCIL
Tuesday, March 31, 1992 - Council Chambers, City Hall
YOR
Kathleen Midstokke
MAYOR PRO TEM
®Robert Essertier
COUNCILMEMBERS
Robert Benz
am Y. Edgerton
lbert Wiemans
AGENDA
7:00 p.m.
All Council meetings are open to the
CITY CLERK
Elaine Doerfling
CITY TREASURER
' Gary L. Brutsch
INTERIM CITY MANAGER
Steve Wisniewski
CITY ATTORNEY
Charles S. Vose
public. PLEASE ATTEND.
PLEDGE OF ALLEGIANCE
ROLL CALL:
1.
CONSENT ORDINANCES.
(a) ORDINANCE NO. 92-1066 - AN ORDINANCE OF THE CITY OF HER-
MOSA BEACH, CALIFORNIA, AMENDING THE MUNICIPAL CODE BY
ADDING MOBILE SOURCE AIR POLLUTION REDUCTION ORDINANCE.
For adoption.
2. DISCUSSION OF ALTERNATIVES AND METHODS TO ACCOMPLISH A
REDUCTION IN OPERATING COSTS FOR PROVIDING POLICE, PARK-
ING ENFORCEMENT, AND ANIMAL CONTROL SERVICES. Report
from Interim City Manager Steve Wisniewski dated March
26, 1992.
CITIZEN COMMENTS
Citizens wishing to address the Council on items within
the Council's jurisdiction may do so at this time.
Please limit comments to three minutes.
RECESS TO A CLOSED SESSION MEETING FOR PURPOSES OF DISCUSSION OF
PERSONNEL ISSUES.
,RECONVENE TO REGULAR MEETING.
ADJOURNMENT
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CONNIE COOKE SANDIFER
J AMES DUFF MURPHY
ROGER W. SPRINGER
COWARD W. LEE
H ER19ERTO F. 01A2
JANICE R. MIYAHIRA
B ETH 8. BERGMAN
LAW OFFICES
OLIVER, BARR & VOSE
A PROFE3E1014AL CORPORATION
1000 SUNSET BOULEVARD
Los ANGELES, CALIFORNIA 90012
(213) 250-3043
MEMORANDUM
TO: Honorable Mayor and Members of the City Council
City of Hermosa Beach
FROM: 1 Charles S. Vose, City Attorney
DATE: March 31, 1992
RE:
Ordinance Added to Council Meeting Agenda
for March 31, 1992
TELECOPICR
(213) 482.6336
It is my understanding that an ordinance has been added to
the City Council agenda for the meeting of March 31, 1992.
This ordinance was listed on the agenda which was posted at
City Hall on Thursday, March 26, 1992 (in excess of the
seventy-two (72] hour requirement for regular meetings and the
twenty-four hour requirement for special meetings). A question
has been raised concerning the notice requirements and whether
or not additional action is necessary.
Notice as required by Government Code Section 54956
(Special Meetings) only requires 24-hour notice. This has
obviously been met since notice of the meeting was given some
time ago. It is my understanding that the newspaper which is
given notice only publishes once a week and any notice after
Wednesday would be of no value for a meeting on the following
Tuesday.
Posting the agenda specifically listing the ordinance as
an item for consideration five days prior to the date of the
scheduled City Council meeting clearly complies with both the
scope and intent of the agenda posting requirements of the
Brown Act (see Government Code Section 54954.2). Furthermore,
it is important to recognize that the ordinance was previously
approved at the last City Council meeting and the public has
had an adequate opportunity to comment on the matter.
CSV:ilf
Marchy 26, 1992
City Council Meeting
March 31, 1992
Mayor and Members
of the City Council
ORDINANCE NO. 92-1066 "AN ORDINANCE OF THE CITY OF HERMOSA
BEACH, CALIFORNIA, AMENDING THE MUNICIPAL BY ADDING MOBILE SOURCE
AIR POLLUTION REDUCTION ORDINANCE."
Submitted for adoption is Ordinance No. 92-1066, relating to the
above subject.
At the meeting of March 24, 1992, this ordinance was presented to
Council for consideration and was introduced by the following
vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
Benz, Edgerton,
None
None
Mayor Midstokke
Wiemans, Mayor Pro Tempore Essertier
It is being presented to you tonight for adoption because the
Ordinance must be adopted by April 1, 1992 in order to receive AB
2766 funds.
) C-'
aiksrw
ElaineeDoer fling, City erk /
Concur:
Steve Wisniewski
Interim City Manager
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ORDINANCE NO. 92 - 1066
AN ORDINANCE OF THE CITY OF HERMOSA BEACH, CALIFORNIA, AMENDING
THE MUNICIPAL CODE BY ADDING MOBILE SOURCE AIR POLLUTION
REDUCTION ORDINANCE
Whereas, the City Council held a meeting on March 24, 1992
and made the following findings;
A. The City is committed to improving the public health, safety
and welfare, including air quality;
B. Mobile sources are a major contributor to air pollution in
the South Coast Air Basin;
C. Air quality goals for the region established by state law
cannot be met without reducing air pollution from mobile
sources;
D. The South Coast Air Quality Management Plan (AQMP) calls upon
cities and counties to reduce emissions from motor vehicles
consistent with the requirements of the California Clean Air
Act of 1988 by developing and implementing mobile source air
pollution reduction programs;
E. Such programs place demands upon the City's funds, those
programs should be financed by shifting the responsibility
for financing from the general fund to the motor vehicles
creating the demand, to the greatest extent possible;
F. Section 44223, added to the Health and Safety Code by action
of the California Legislature on September 30, 1990 (Chapte
90-1705), authorizes the South Coast Air Quality Managemen
District (SCAQMD) to impose an additional motor vehicl
registration fee of two dollars ($2), commencing on April 1,
1991, increasing to four dollars ($4), commencing on April 1,
1992, to finance the implementation of transportation
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measures embodied in the AQMP and provisions of the
California Clean Air Act;
G. Forty cents of every dollar collected under Section 44223 of
the Health and Safety Code shall be distributed to cities and
counties located in the South Coast Air Quality Management
District that comply with Section 44243 of the code, based on
the jurisdictions' prorated share of population as defined by
the State Department of Finance;
H. The City is located within the South Coast Air Quality
Management District and is eligible to receive a portion of
the revenues from the additional motor vehicle registration
fees contingent upon adoption of this ordinance;
I. The prorated share of the fee revenues for cities that fail
to adopt an ordinance pursuant to Section 44243(b)(3) of the
Health and Safety Code shall be distributed instead to the
jurisdictions within the District that have adopted an
ordinance;
NOW, THEREFORE, the City of Hermosa Beach, California, does
hereby ordain amending the Hermosa Beach Municipal Code by addin•
the following:
SECTION 1. Chapter 2 Article XII. Mobile Source Air Pollutio
Reduction Program and Fund.
Sec. 2-140 Intent.
This ordinance is intended to support the SCAQMD's
imposition of the vehicle registration fee and to
bring the City into compliance with the requirements
set forth in section 44243 of the Health and Safety
Code in order to receive fee revenues for the purposes
of implementing programs to reduce air pollution fro
motor vehicles.
Sec. 2-141 Definitions.
As applied in this ordinance, the following words an
terms shall be defined as follows:
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(1) "City" shall mean the City of Hermosa Beach.
(2) "Mobile source air pollution reduction programs"
shall mean any program or project implemented by
the City to reduce air pollution from motor
vehicles which it determines will be consistent
with the California Clean Air Act of 1988 or the
plan proposed pursuant to Article 5 (commencing
with Section 40460) of Chapter 5.5 of Part 3 of
the California Health and Safety Code.
(3) "Fee Administrator" shall mean the Finance
Director of the City or his designee.
Sec. 2-142 Administration of Vehicle Registration
Fee
(1) Receipt of Fee: The additional vehicle
registration fees disbursed by the SCAQMD and
remitted to the City, pursuant to this
ordinance, shall be accepted by the Fee
Administrator.
(2) Establishment of Air Quality Improvement Trust
Fund: The Fee Administrator shall establish a
separate interest-bearing trust fund account in
a financial institution authorized to receive
deposits of City funds.
(3) Transfer of Funds: Upon receipt of vehicle
registration fees, the Fee Administrator shall
deposit such funds into the separate account
established pursuant to Subsection (2) above.
All interest earned by the Trust Fund Account
shall be credited only to that account.
(4) Expenditure of Air Quality Trust Fund Revenues.
All revenues received from the SCAQMD and
deposited in the Trust Fund Account shall be
exclusively expended on mobile source emission
reduction programs as defined in Subsection
2-141(2) above. Such revenues and any interest
earned on the revenues shall be expended within
one (1) year of the completion of the programs.
Audits: The City consents to an audit of all
programs and projects funded by vehicle
registration fee revenues received from th
SCAQMD pursuant to Section 44223 of the Healt
and Safety code. The audit shall be conducte
by an independent auditor selected by the SCAQM
as provided in Sections 44244 and 44244.1(a) of
the Health and Safety Code.
(5)
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Sec. 2-143 Legal Construction.
The provisions of this ordinance shall be construed
as necessary to effectively carry out its purposes,
which are hereby found and declared to be in
furtherance of the public health, safety, welfare and
convenience.
Sec. 2-144 Severability.
Should any sentence, section, clause, part or
provision of this ordinance be declared by a court of
competent jurisdiction to be invalid, the same shall
not affect the validity of the ordinance as a whole,
or any part thereof, other than the part declared to
be invalid.
SECTION 2. This ordinance shall become effective and be in full
force and effect from and after thirty (30) days of
its final passage and adoption.
SECTION 3. The City Council shall designate the City Attorney to
prepare a summary of this ordinance to be published
pursuant to Government Code Section 36933(c) (1) in
lieu of the full text of said ordinance. Prior to
the expiration of fifteen (15) days after the date of
its adoption, the City Clerk shall cause the summary
to be published in the Easy Reader, a weekly
newspaper of general circulation, published and
circulated in the City of Hermosa Beach.
SECTION 4. The City Clerk shall certify to the passage an
adoption of this ordinance, shall enter the same i
the book of original ordinances of said city, an
shall make minutes of the passage and adoptio
thereof in the records of the proceedings of the Cit
Council at which the same is passed and adopted.
PASSED, APPROVED, and ADOPTED this 31st day of March
1992, by following vote:
AYES:
NOES:
ABSTAIN:
ABSENT:
PRESIDENT of the City Council and MAYOR of the City
Hermosa Beach, California
ATTEST: APPROVED AS TO FORM:
CITY CLERK CITY ATTORN
p/ccoragmd
Marchy 26, 1992
City Council Meeting
March 31, 1992
Mayor and Members
of the City Council
ORDINANCE NO. 92-1066 "AN ORDINANCE OF THE CITY OF HERMOSA
BEACH, CALIFORNIA, AMENDING THE MUNICIPAL BY ADDING MOBILE SOURCE
AIR POLLUTION REDUCTION ORDINANCE."
Submitted for adoption is Ordinance No. 92-1066, relating to the
above subject.
At the meeting of March 24, 1992, this ordinance was presented to
Council for consideration and was introduced by the following
vote:
AYES: Benz, Edgerton, Wiemans, Mayor Pro Tempore Essertier
NOES: None
ABSENT: None
ABSTAIN: Mayor Midstokke
It is being presented to you tonight for adoption because the
Ordinance must be adopted by April 1, 1992 in order to receive AB
2766 funds.
Concur:
, NO . dC4fAi
Elaine Doer ling, CiLy erk /
Steve Wisniewski
Interim City Manager
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ORDINANCE NO. 92 - 1066
AN ORDINANCE OF THE CITY OF HERMOSA BEACH, CALIFORNIA, AMENDING
THE MUNICIPAL CODE BY ADDING MOBILE SOURCE AIR POLLUTION
REDUCTION ORDINANCE
Whereas, the City Council held a meeting on March 24, 1992
and made the following findings;
A. The City is committed to improving the public health, safety
and welfare, including air quality;
B. Mobile sources are a major contributor to air pollution in
the South Coast Air Basin;
C. Air quality goals for the region established by state law
cannot be met without reducing air pollution from mobile
sources;
D. The South Coast Air Quality Management Plan (AQMP) calls upon
cities and counties to reduce emissions from motor vehicles
consistent with the requirements of the California Clean Air
Act of 1988 by developing and implementing mobile source air
pollution reduction programs;
E. Such programs place demands upon the City's funds, those
programs should be financed by shifting the responsibility
for financing from the general fund to the motor vehicles
creating the demand, to the greatest extent possible;
F. Section 44223, added to the Health and Safety Code by action
of the California Legislature on September 30, 1990 (Chapte
90-1705), authorizes the South Coast Air Quality Managemen
District (SCAQMD) to impose an additional motor vehicl
registration fee of two dollars ($2), commencing on April 1,
1991, increasing to four dollars ($4), commencing on April 1,
1992, to finance the implementation of transportation
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measures embodied in the AQMP and provisions of the
California Clean Air Act;
G. Forty cents of every dollar collected under Section 44223 of
the Health and Safety Code shall be distributed to cities and
counties located in the South Coast Air Quality Management
District that comply with Section 44243 of the code, based on
the jurisdictions' prorated share of population as defined by
the State Department of Finance;
H. The City is located within the South Coast Air Quality
Management District and is eligible to receive a portion of
the revenues from the additional motor vehicle registration
fees contingent upon adoption of this ordinance;
I. The prorated share of the fee revenues for cities that fail
to adopt an ordinance pursuant to Section 44243(b)(3) of the
Health and Safety Code shall be distributed instead to the
jurisdictions within the District that have adopted an
ordinance;
NOW, THEREFORE, the City of Hermosa Beach, California, does
hereby ordain amending the Hermosa Beach Municipal Code by addin•
the following:
SECTION 1. Chapter 2 Article XII. Mobile Source Air Pollutio
Reduction Program and Fund.
Sec. 2-140 Intent.
This ordinance is intended to support the SCAQMD's
imposition of the vehicle registration fee and to
bring the City into compliance with the requirements
set forth in section 44243 of the Health and Safety
Code in order to receive fee revenues for the purposes
of implementing programs to reduce air pollution fro
motor vehicles.
Sec. 2-141 Definitions.
As applied in this ordinance, the following words an
terms shall be defined as follows:
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(1) "City" shall mean the City of Hermosa Beach.
(2) "Mobile source air pollution reduction programs"
shall mean any program or project implemented by
the City to reduce air pollution from motor
vehicles which it determines will be consistent
with the California Clean Air Act of 1988 or the
plan proposed pursuant to Article 5 (commencing
with Section 40460) of Chapter 5.5 of Part 3 of
the California Health and Safety Code.
(3)
"Fee Administrator" shall mean the Finance
Director of the City or his designee.
Sec. 2-142 Administration of Vehicle Registration
Fee
(1) Receipt of Fee: The additional vehicle
registration fees disbursed by the SCAQMD and
remitted to the City, pursuant to this
ordinance, shall be accepted by the Fee
Administrator.
(2) Establishment of Air Quality Improvement Trust
Fund: The Fee Administrator shall establish a
separate interest-bearing trust fund account in
a financial institution authorized to receive
deposits of City funds.
(3)
Transfer of Funds: Upon receipt of vehicle
registration fees, the Fee Administrator shall
deposit such funds into the separate account
established pursuant to Subsection (2) above.
All interest earned by the Trust Fund Account
shall be credited only to that account.
(4) Expenditure of Air Quality Trust Fund Revenues.
All revenues received from the SCAQMD and
deposited in the Trust Fund Account shall be
exclusively expended on mobile source emission
reduction programs as defined in Subsection
2-141(2) above. Such revenues and any interest
earned on the revenues shall be expended within
one (1) year of the completion of the programs.
(5)
Audits: The City consents to an audit of all
programs and projects funded by vehicle
registration fee revenues received from the
SCAQMD pursuant to Section 44223 of the Health
and Safety code. The audit shall be conducted
by an independent auditor selected by the SCAQMD
as provided in Sections 44244 and 44244.1(a) of
the Health and Safety Code.
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Sec. 2-143 Legal Construction.
The provisions of this ordinance shall be construed
as necessary to effectively carry out its purposes,
which are hereby found and declared to be in
furtherance of the public health, safety, welfare and
convenience.
Sec. 2-144 Severability.
Should any sentence, section, clause, part or
provision of this ordinance be declared by a court of
competent jurisdiction to be invalid, the same shall
not affect the validity of the ordinance as a whole,
or any part thereof, other than the part declared to
be invalid.
SECTION 2. This ordinance shall become effective and be in full
force and effect from and after thirty (30) days of
its final passage and adoption.
SECTION 3. The City Council shall designate the City Attorney to
prepare a summary of this ordinance to be published
pursuant to Government Code Section 36933(c) (1) in
lieu of the full text of said ordinance. Prior to
the expiration of fifteen (15) days after the date of
its adoption, the City Clerk shall cause the summary
to be published in the Easy Reader, a weekly
newspaper of general circulation, published and
circulated in the City of Hermosa Beach.
SECTION 4. The City Clerk shall certify to the passage an
adoption of this ordinance, shall enter the same i
the book of original ordinances of said city, an
shall make minutes of the passage and adoptio
thereof in the records of the proceedings of the Cit
Council at which the same is passed and adopted.
PASSED, APPROVED, and ADOPTED this 31st day of March
1992, by following vote:
AYES:
NOES:
ABSTAIN:
ABSENT:
PRESIDENT of the City Council and MAYOR of the City
Hermosa Beach, California
ATTEST: APPROVED AS TO FORM:
CITY CLERK CITY ATTORN
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AGENDA
SPECIAL MEETING HERMOSA BEACH CITY COUNCIL
Tuesday, March 31, 1992 - Council Chambers, City Hall
7:00 p.m.
MAYOR
Kathleen Midstokke
MAYOR PRO TEM
Robert Essertier
COUNCILMEMBERS
Robert Benz
Sam Y. Edgerton
Albert Wiemans
All Council meetings are open to the
CITY CLERK
Elaine Doerfling
CITY TREASURER
Gary L. Brutsch
INTERIM CITY MANAGER
Steve Wisniewski
CITY ATTORNEY
Charles S. Vose
public. PLEASE ATTEND.
PLEDGE OF ALLEGIANCE
ROLL CALL: ALL PRESENT
1. CONSENT ORDINANCES.
(a) ORDINANCE NO. 92-1066 - AN ORDINANCE OF THE CITY OF HER-
MOSA BEACH, CALIFORNIA, AMENDING THE MUNICIPAL CODE BY
ADDING MOBILE SOURCE AIR POLLUTION REDUCTION ORDINANCE.
For adoption.
MOTION RE/AW TO ADOPT ORDINANCE.
OK 4-1 (KM -NO).
2. DISCUSSION OF ALTERNATIVES AND METHODS TO ACCOMPLISH A
REDUCTION IN OPERATING COSTS FOR PROVIDING POLICE, PARK-
ING ENFORCEMENT, AND ANIMAL CONTROL SERVICES. Report
from Interim City Manager Steve Wisniewski dated March
26, 1992.
MOTION KM/TO REJECT THE PROPOSED CHANGE IN PERSONNEL AS PRESENTED
IN THE REPORT TONIGHT AND TO ASSIGN THIS PROJECT TO THE NEW CITY
MANAGER AT THE SECOND MEETING IN APRIL (HIS 1ST MTG.); TO
RECONSTITUTE A TASK FORCE WITH LINE PEOPLE FROM ALL DEPARTMENTS;
WITH LOOKING AT ADJUSTMENTS IN ALL DEPARTMENTS AND TO ADDRESS THE
TOTAL $1 MILLION BUDGET DEFICIT THAT WE HAVE; TO LOOK AT A PRO-
GRAM OF ATTRITION OVER TWO TO THREE YEARS, A LONG TERM EFFORT,
SUCH AS RETIREMENT AND OTHER THINGS RATHER THAN BUMPING PEOPLE
AND ELIMINATING THEIR POSITIONS; AND TO DO AN AUDIT ADDRESSING
WHERE THE COSTS ARE ESCALATING; AND A COMPLETE AUDIT OF THE
TICKETS - THE REVENUE VS. THE COST - THE TOTAL PROCESSING AND
COLLECTION, AND TO LOOK AT INCREASING THE TRUSTEE PROGRAM AND THE
"RENT -A -JAIL". SECOND RB.
RESTATEMENT OF MOTION BY MIDSTOKKE:
TO ASSIGN THE RESPONSIBILITY OF THIS PROJECT TO THE NEW CITY MAN-
AGER AT HIS FIRST MEETING ON APRIL 28, AND FOR A NEW COMMITTEE OR
WHATEVER HE RECOMMENDS WITH LINE PEOPLE FROM ALL DEPARTMENTS, AND
TO LOOK AT ADJUSTMENTS IN ALL DEPARTMENTS, AND TO ADDRESS THE
TOTAL $1 MILLION DEFICIT THAT CITY IS FACING, AND TO LOOK AT
ELIMINATING POSITIONS THROUGH ATTRITION, AND A LONG TERM TWO TO
THREE YEAR PLAN, AND THINGS SUCH AS WHEN PEOPLE RETIRE OUT WE
WOULD ELIMINATE A POSITION RATHER THAN ELIMINATING THE POSITION
RIGHT NOW BY BUMPING AS WAS SUGGESTED, AND TO DO AN AUDIT OF
WHERE THE COSTS ARE ESCALATING, AS MR. BENZ HAS VERY WELL AD-
DRESSED TONIGHT, AND TO DO A COMPLETE AUDIT OF THE TICKETS - THE
REVENUE VS. THE TOTAL COST OF PROCESSING AND COLLECTION OF THE
TICKET, AND TO LOOK AT INCREASING THE TRUSTEE PROGRAM AND RENT -A -
JAIL.
MIDSTOKKE ADDED THE CITY MANAGER WOULD COME BACK WITH A RECOMMEN-
DATION WITHIN THE NEXT FEW MEETINGS OF HOW HE THINKS HE IS GOING
TO SET THIS UP TO DO IT.
VOTE ON THE MOTION: 3-2 (RE/AW-NO).
CITIZEN COMMENTS
Citizens wishing to address the Council on items within
the Council's jurisdiction may do so at this time.
Please limit comments to three minutes.
RECESS TO A CLOSED SESSION MEETING FOR PURPOSES OF DISCUSSION OF
PERSONNEL ISSUES.
RECONVENE TO REGULAR MEETING.
ADJOURNMENT
March 26, 1992
Honorable Mayor and Members Special City Council Meeting
of the Hermosa Beach City Council of March 31, 1992
REPORT REGARDING POTENTIAL METHODS OF MODIFICATION, REORGANIZATION,
AND BUDGET REDUCTION IN THE GENERAL SERVICES AND POLICE DEPARTMENTS
IN ORDER TO ACHIEVE COUNCIL DIRECTED REDUCTION OF OPERATING COSTS FOR
THE TWO DEPARTMENTS
Recommendation:
It is recommended that City Council review each of the proposed ideas; receive and consider
input from staff, citizens, and employees; discuss the various proposals; and provide
direction to staff .
Background:
At the budget workshop session on March 30, 1988, questions were raised regarding the cost of
operating the Fire and Police and General Services Departments. The Director of Public Safety
was directed to prepare a report comparing the staffing levels and costs for Police services
between the City of Lawndale and our City and Fire services between the City of Palos Verdes
Estates and our City. That information was presented to Council on June 27, 1988.
The City goals adopted in 1989 included "Improve the Financial Picture" and "Improve
Organizational Effectiveness." "Analysis of Contracting Police, Fire, Parking Enforcement,
Animal Control and Park Maintenance" were included as goal objectives for the next 1 to 3 year
period.
The departure of the General Services Director led to the establishment of a study committee in
March 1989, charged with making recommendations regarding the possible reorganization of
the General Services Department. Since that time, the department has been in a state of limbo
pending reorganization and direction.
In responding to the goal direction, the City Manager instructed the Director of Public Safety to
complete and present a report regarding potential cost for contracting for Police and Fire
services. This report was submitted to Council on February 26 1991.
With regard to Fire services and based on information available, the Director reported that the
City was currently providing Fire services at a cost equal to, or less than the County could
provide the same services and there was no viable potential for cost reduction or other
-advantages of having the County provide Fire services. No further action was directed by
Council.
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For Law Enforcement services, the preliminary analysis of the information available indicated a
potential cost savings in excess of $1 million annually if the City contracted for Law
Enforcement services from the Sheriffs Department.
This estimate of potential cost savings was based on general information obtained from various
sources and only an estimate. Staff recommended that Council should request a Phase I study
from the Sheriff if a more accurate cost was desired. Council directed staff to request a Phase I
study by the Sheriff's Department which was to include Parking Enforcement services. The dual
purpose of the Phase I study was to determine contract costs and to serve as a management audit
of the current department operations. The Phase I study was formally requested on March 6,
1991 and was conducted by the Contract Law Enforcement Bureau.
On August 20, 1991, the City received the completed proposal for Law Enforcement and Parking
Enforcement services from the Contract Law Enforcement Bureau. This proposal indicated that
the City could save approximately $1 million by contracting for the services from the Sheriff.
At the regular Council meeting of October 22, 1991, City Council decided against contracting
with the Sheriffs Department: Instead, City Council directed staff to form a study committee to
audit current operations for Police and General Services and report back to Council on how the
budget for the operations could be reduced by 10%.
Analysis:
Following Council direction, the Finance Department provided budget information regarding the
actual costs for operation of both departments. These costs were determined to be $5,283,329.
The study committee, which held the first meeting on November 12, 1991, consisted of the
following:
Steve Wisniewski, Interim City Manager/Director of Public Safety
Mary Rooney, Interim Assistant City Manager
Viki Copeland, Finance Director
Robert Blackwood, Personnel Director
Val Straser, Acting Chief of Police
Leroy Staten, Acting Director of General Services
Mike Flaherty, Chief Steward for Teamsters 911
Bruce Phillips, President for Hermosa Beach Police Officer's Association
John Mebius, Police Commander
Melvin Lee, General Services Supervisor
Following discussion of the positive and negative aspects of various methods of reducing the
operating costs for the department's and receiving input and recommendations from the
committee members, alternatives for potential cost reduction measures that would have the
least adverse impact on the organization were developed and are presented in this report for
Council consideration, discussion, and direction.
2
While the original impetus for addressing a reduction in cost of providing Police and Parking
Enforcement services came from Council direction to specifically focus on these functions, the
current economic outlook for the next fiscal year requires that staff explore the possibility of
reductions in a I I departments of the City. This is a process that is currently underway as part
of the budget preparation for FY 92-93.
Council's decisions and direction relating to the restructuring of the Police and General Services
Departments will have significant impact on budget preparation. The current projected budget
shortfall for FY 92-93 of over $1 million can only be addressed through a combination of
personnel reductions, reductions in operating costs and increased revenues on a citywide basis.
The suggestions for achieving those reductions in the General Services and Police budgets are
presented below.
General Services:
Eliminate the General Services Department and transfer functions to
other departments of the City.
- Place the Parking and Animal Control function under the Police Department as
these functions are primarily enforcement oriented.
Place the Citation Administration function under the Finance Department
as that function is of a finance nature.
(to improve service to community and provide a 'one stop counter' for doing
business, relocate the clerical positions at Base Ill to the basement at City
Hall; this also addresses the issue of accounting with separate cash
registers additionally, we should explore the possibility of consolidating
the duties -of the four personnel currently in GS and the two personnel
currently in Finance that deal with the citation collection process in order to
determine feasibility of a possible reduction of a position.)
With regard to Data Processing, we believe that it might be best to leave it
under the direction of the City Manager at this time. Other options that were
discussed included placing it under the Finance Department or having it
as a responsibility of the department director that serves as theassistant to
the City Manager.
Meter Maintenance and Collections should probably be moved into the Public
Works Department.
Normal daily dispatch of the Parking and Animal Control function would be
handled by the personnel in the basement by moving the radio control to that
area. They would handle it just as they do now at Base Ill, Police Dispatch
would continue to operate just as they have with regard to these functions.
3
The Base III facility would continue to be utilized by the field officers as their
base of operations - the Coordinator would continue to maintain his office
there and he would have a Clerk/typist for clerical support. Other than
citizens needing to meet with the Coordinator, a supervisor or an officer, Base
III would not be open and used as it is now.
- Reduce the authorized staffing level by one(1) Supervisor and one(1) General
Services Officer.
- Reduce the Technical Aide staffing level by one(1), replacing it with a
Clerk/Typist position which is at a lower pay grade.
Personnel Cost Reductions:
Elimination of the General Services Director Position will result in a salary
savings of approximately $64,932 per year. The position is currently vacant
and would have no personnel.
Elimination of one(1) supervisors position will result in a salary
savings of approximately $35,196 per year.
- Elimination of one(1) officer position will result in a salary
savings of approximately $28,872 per year.
Elimination of one(1) technical Aide by replacement with a Clerk/Typist will
result in a salary savings of approximately $2,964 per year.
General Services
Personnel Allocations
Current Proposed Change
Director 1 0 - 1
Coordinator 1 1 0
Supervisors 3 2 - 1
Officers 9 8 - 1
Technical Aide 3 2 - 1
Clerk/Typist 4 1
17 14 - 3
Total potential savings- General Services; $131,964 Salary
18,198 PERS(13.790%)
11,091 Benefits
$161,253
-4-
S
Potential Impact:
Currently the Director position and three (3) General Service Officer positions are vacant so
the personnel reductions identified would not result in any personnel layoffs. One Supervisor
and one Technical Aide would suffer a demotion and reduction in pay.
The deployment for the parking enforcement and animal control functions would be on an 8
officer/2 supervisor schedule. In order to maintain the current hours of operation and
coverage for parking enforcement, the animal control function, as it is currently scheduled,
would be reduced.
Summary of potential impact:
Two employees are demoted and receive reductions in pay; two vacant positions are eliminated.
Impact of changes on Finance Department:
The proposed transfer of the Citation Administration functions to the Finance Department would
require the following organizational changes in order to address the increased responsibility.
1. Currently the Finance Director has direct supervision responsibility for the performance of
the department's functions (accounts payable & receivable, payroll, budget, cashier, etc). To
create a supervisory level in the Department, the current accountant position would be
eliminated and an accounting supervisor position created.
2. The Administrative Aide position currently attached to the General Services Director
position would be reassigned to the Finance Director.
Police Department:
Eliminate the traffic unit as a stand alone function and blend into Patrol by having
officers designated and paid as Traffic Officers. Officers would ride a motorcycle or
drive a car as they do now. They would be scheduled as they are now, would not be
included in the patrol shift minimums and would be supervised by the Sergeant of the
shift on which they work.
Eliminates one(1) Sergeant's position resulting in a salary
savings of approximately $48,732 per year.
Eliminates one(1) Officer's positions resulting in a salary
savings of approximately $41,664 per year.
5
Reduce the number of department supervisors(sworn).
Eliminate one(1) Sergeant's position resulting in a salary
savings of approximately $48,732 per year.(one is currently vacant)
Eliminate the Sergeant's position in the narcotics unit(currently at LA
Impact) and move to become the supervisor of the entire investigative
unit(narcotics, Local and LA Impact- and the detective function).
Eliminate the Commander's position in Investigations resulting in a salary
savings of approximately $68,928 per year.(position would be replaced with
the Sergeant mentioned previously).
Reduce the number of investigators.
Eliminate one (1) officer's position in Investigations and one (1) officer's
position in Special Investigations resulting in a salary savings of
approximately $83,328 per year. (Moving the Sergeant into
investigations, will offset the officer position because the Sergeant will also
work cases - we would reduce our commitment to either LA Impact or the
Hermosa/Redondo unit by one officer)
Reduce the number of civilian personnel.
- Elimination of the part-time position funded for Records would result in a
salary savings of approximately $7,000 per year.
Police Department
Personnel Allocations
(Sworn)
Current Proposed Change
Commanders 4 3 - 1
Sergeants 6/1 5/0 - 2
Officers 26/3 23/3
36/4 31 / 3 - 6
(Non -Sworn)
Current Proposed Change
Part-time 1 Q -- 1
1 0 -1
6
Total potential savings - Police; $298,384 Salary
81,340 PERS(27.915%)
11 .088 Benefits
$390,812
Potential Impact:
One Commander position eliminated - The demoted Commander would bump down to the least
senior Sergeant position - the Sergeant will take an Officer position. Both the Commander and
the Sergeant would have a reduction in pay, and the least senior Police Officer would be layed
off.
Two Sergeants positions eliminated - Currently, there is one Sergeant's position vacant, and it
will be eliminated. The least senior Sergeant position will be eliminated - the Sergeant holding
this position is eligible for retirement at this time and could retire instead of bumping down to
an officer position. There would be no layoffs in this situation, but the Sergeant would have a
reduction in pay. If the Sergeant elects to bump down, the least senior Police Officer would be
layed off.
Three Officer positions eliminated - Currently, there is one Officer on long term leave and it is
doubtful that he will return to duty. This position could be eliminated by medical retirement
instead of layoff. This would leave the necessity to lay off the next two least senior Police
Officers.
Part-time Clerk eliminated - The individual filling this position would be Zayed off.
Summary of potential impact;
If the Sergeant retires - 2 employees are demoted and have reductions in pay; 1 employee
medical retirement; 1 employee service retirement; 2 officers and 1 part-time employee Zayed
off.
If the Sergeant bumps down - 3 employees are demoted and have reductions in pay; 1 employee
medical retirement; 3 officers and 1 part-time employee Zayed off.
Grand total of potential savings $552,065 (Salary, PERS, and Benefits) which would be a
10.4% reduction in the current cost for providing Police and Parking Enforcement.
-Steve Wisniewski,
Interim City Manager
-7-
F I NANCE-FA454
T ImE 11: 48: 36
rutin DIV OBJT DESCR
001 GENERAL FUND
1
CITY OF HERMOSA BEACH
EXPENDITURE SUMMARY REPORT (BY FUND)
- _ . .. FROM 12/01/91 TO 12/31/91 _. .
APPROPRIATION
MONTHLY EXP YTD EXPND.
PAGE
DATE
50. 0% OF
0010
02/14/92
YEAR COMPLETE11
r)
ENCUMBRANCE UNENC BALANCE
DEPARTMENT TOTAL 3, 285, 177. 00 711, 889. 28 1, 779, 040. 23 1, 683. 12 1, 505, 453. 6i
2101 POLICE DEPT: POLICE .
4100 PERSONAL SERVICES
4102 REGULAR SALARIES/MISC___
4103 REGULAR SALARIES/SAFETY
4105 SPECIAL DUTY PAY
4106 REGULAR OVERTIME__________
4107 PREMIUM OVERTIME
4109 COURT TIME
4110 VACATION/SICK PAY. OFF_____
4111 ACCRUAL CASH IN
4112 PART TIME/TEMPORARY
4114 POLICE RESERVES.
4115 EXTRA TIME
4117 SHIFT DIFFERENTIAL
4118 FIELD TRAINING OFFICER__
4185 SOCIAL SECURITY(F I C A)
4187 UNIFORMS
4189 MEDICARE BENEFITS
OBJECT SUBTOTAL
4200 CONTRACT SERVICES .
4201 CONTRACT SERVICE/PRIVATE
4251 CONTRACT SERVICE/GOVT
OBJECT SUBTOTAL
4300 MATERIALS/SUPPLIES/OTHER
4303 UTILITIES 206.0Q._,
4304 TELEPHONE 28, 000. 00
4305 OFFICE OPER SUPPLIES 57, 900. 00
4306 PRISONER MAINTENANCE _______10, 668. 00
4307 RADIO MAINTENANCE 9 112. 0
0
4309 MAINTENANCE MATERIALS 7, 500. 00
4310 MOTCP FUELS AND LUDES 21, 175. 00
4311 AUTO MAINTENANCE 32, 000. 00
4312 TRAVEL EXPENSE • POST 17, 575. 00
4313 TRAVEL EXPENSE, STC _ _ 8, 500. 00
4315 MEMBERSHIP 1, 454. 00
4316 TRAINING •. 9, 000. 00
4317 CONFERENCE EXPENSE 3, 500. 00
4396 TRSFR OUT -INS USER CHS 402, 998. 00
OBJECT SUBTOTAL
. 569, 847. 00
1, 743, 364. 00
25, 200. 00
59, 000. 00
100, 800. 00
20, 000. 00
_ 17, 600. 00
50, 552. 00
7. 800 00
16. 000. 00
0. 00
9, 065. 00
1, 294. 00
38, 500. 00
_ 14, 990. 00 .
2, 679, 002. 00 2
48, 016. 5
129, 168. 7
1, 880. 0
.17, 175. 0
4, 229. 9
1, 071. 0
0. 0
3, 349. 2
553. 0
_ 1,947. 0
0. 0
638. 5
287. 6
155.0
2, 216. 4
.1. 367. 1
12, 055. 37
O 272, 887. 10 0. 00
2 036, 612. 22 0. 00
O 12, 380. 00 0. 00
4 40, 441. 13 O. 00
8 45, 105. 42 0. 00
4 6, 969. 17 0. 00
O . 10, 112. 39 0.00
6 29, 096. 40 0. 00
O 3, 402. 00 0. 00
O e, 078. 00 ________ 0. 00
O 6, 077. 65 0. 00
8 3, 839. 24 0. 00
4 . __ _1, 157. 14 . 0. 00
1 814. 07 0. 00
5 15,574.26 293.40
5 9, 839. 46 ________ . 0. 00
1, 301, 385. 65 293. 40
116. 923. 00 3, 424. 07
32, 851. 00 383. 76
149, 774. 00 _ _ .3, 807. 83
•
609, 588. 00
---
_ 99. 44
2, 022. 64
2, 528. 17
_ 754. 02
188. 00
922. 69
2, 098. 07
2, 550, 56
1, 382. 18
0. 00
0. 00
563. 89
0. 00
33, 583. 00
46, 592. 66
58, 195. 09 0. 00
4, 829. 32 0. 00
_ 63. 024. 41. . _ .0. 00
205. 96
13, 307. 99
21, 146. 02
_ _ 4, 291. 34
2, 085. 62
3, 972. 23
_ 11, 134. 25
16, 776. 02
9,835.18
1, 402. 09
235. 00
4, 046. 56
445. 71
201, 498. 00
289, 301. 97
1
296, 959. 90
906, 751. 78
12, 820. 00
18, 558. 87
55, 694. 58
13, 030. B3
7, 407. 61.
21, 455. 60
4. 398. 00
- 7, 922. 00
6, 077. 65-
5. 225. 76
- 3, 842. 86
479. 93
22, 632. 34
_ 6, 140. 54
1, 377, 322. 95
58. 727. 91
28, 021, 68
86, 749. 59
54. 1
47. 8
47. 9
49. 1
68. 5
44. 7
34. 0
57. 4
.57. 5
43.
50. 4
0. 0
42. 3
.... 23.1
62. 9
41. 2
59. 0
48. 5
49. 7
14. 7
42. 0
_ _ ._ .0. 00 _ ..... 0. 04 __ .....99. 9
287. 20 14, 404. 81 48. 5
9, 040. 94 27, 913. 04 51. 7
173. 59 6, 203. 07 41. 8 .
4, 354. 19 2, 672. 19 70. 6
729. 04 2, 798. 73 62. 6
0. 00 . _10, 040. 75 52. 5 .
85. 50 15, 138. 48 52. 6
0. 00 8, 739. 82 50. 2
0. 00 _ 7, 097. 91 16. 4
0. 00 1, 219. 00 16. 1
0. 00 4, 953, 44 44. 9
___ . _._ O. 00 . _ .. _. _ 3, 054. 29 12. 7
0. 00 201, 500. 00 49. 9
14, 470. 46 305, 735. 57 49. 8
A
131
•
I 0
, 6
.1'
1
1
1
1
1
1
F I NANCE-FA454
T !MS: 11: 49: .
FUND D TV ODJT DESCR
001 GENERAL FUND
2101 POLICE
CITY OF HERMOSA BEACH
. EXPENDITURE SUMMARY REPORT (BY FUND)
FROM 12/01/91 TO 12/31/91
APPROPRIATION
DEPT: POLICE
5400 EQUIPMENT . .
5401 EQUIPMENT -LESS THAN i500
5402 EGUIPMENT-MORE THAN *500
5403 VEHICLES
OBJECT SUBTOTAL
10. 603. 00
41, 893. 00
9, 984. 00
62, 480. 00
6900 LEASE PAYMENTS
6900 LEASE PAYMENTS 159, 766. 00
OBJECT SUBTOTAL 159, 766. 00
DIVISION TOTAL
DEPARTMENT TOTAL
2201 FIRE
4100 PERSONAL SERVICES
4102 REGULAR SALARIES/MISC_
4103 REGULAR SALARIES/SAFETY
4106 REGULAR OVERTIME
4108 ELSA OVERTIME
4110 VACATION/SICK PAY OFF
4111 ACCRUAL CASH IN
4119 FITNESS INCENTIVE
4185 SOCIAL SECURITY(F I C A)
4187 UNIFORMS
4189 MEDICARE BENEFITS_________
OBJECT SUBTOTAL
4200 CONTRACT SERVICES
4201 CONTRACT SERVICE/PRIVATE
OBJECT SUBTOTAL
4300 MATERIALS/SUPPLIES/OTHER
4304 TELEPHONE
4305 OFFICE OPER SUPPLIES ..
4307 RADIO MAINTENANCE
4309 MAINTENANCE MATERIALS
4310 MOTOR FUELS AND LUBES
4311 AUTO MAINTENANCE
4315 MEMBERSHIP
4316 TRAINING
MONTHLY EXP .
0
•
PACE 0011 0
DATE 02/14/92
30. 0% OF YEAR COMPLETE I.
YTD EXPND. ENCUMBRANCE UIIENC BALANCE
_ . .
0. 00 10, 204. 35
568. 31 16, 289. 37
0. 00 0. 00
568.31 26, 493. 72
10, 720. 44
10, 720. 44
48, 221. 33
48, 221. 33
0. 00
18, 375. 30
0. 00
18, 375. 30
39B. 65
7, 228. 33
9. 984. 00
17, 610. 98
O. 00 111, 544. 67
O. 00 111, 544. 67
3, 660, 610. 00 273, 744. 61 1, 728. 507. 08 33, 139. 16 1, 898, 963. 76
3, 660, 610. 00 273, 744. 61 1.728, 507. 08 33, 139. 16 1, 898, 963. 76
FIRE____________
_ 47, 063. 00
945,721.00
106, 500. 00
65, 678. 00
14, 864. 00
14, 864. 00
6, 000. 00
0. 00
21, 726. 00
3, 599. 00
1,226, 017. 00
3,871. 50 22, 653. 00 _ 0. 00
72, 166. 65 460, 688. 39 0. 00
0. 00 80, 374. 41 0. 00
6, 079. 680. 00
43, 997. 70
O. 00 0. 00 0. 00
0. 00 10, 759. 24 0. 00
0. 00 . __ 4, 150. 00 0. 00
0. 00 0. 00 0. 00
450. 00 2, 758. 46 11.969. 14
349. 60 _ 2, 065. 94 ._ . .0. 00
82, 917. 43 627, 649. 14 11. 969. 14
27, 366. 00 922. 40 17. 349. 17
27, 566. 00 922. 40 17, 549. 17
2, 750. 00
3, 300. 00
600. 00
EL 200. 00
2, 500. 00
1, 000. 00
650. 00
_ 1, 900. 00
0. 00
0. 00
24, 410. 00
485, 032. 61
25. 925. 59
21, 680. 30
14, 864. 00
4. 104. 76
1. 850. 00
0. 00
6, 998. 40
1, 533. 06
_
586, 398. 72
10, 016. 83
10, 016. 83
298.53 1, 838. 28 0. 00 911.72
768. 76 2, 545. 18 0. 00 _ _ .. 754. e2
0.00 424.77 0.00 175. 23
1, 851. 62 5, 138. 79 0. 00 3, 061. 21
216. 61 1, 050. 24 0. 00 _ _ ._ 1, 449. 76
11. 31 501. 79 0. 00 498. 21
6.00 354.00 0.00 296.00
_ 6. 00 . _ ____ 697..78 BO. 50 .___ _____.1, 121. 72
7.
96. 2
82. 7
O. 0
71.8
30. 1
30. 1
48. 1
48. 1
48. 1
ae. 7
75. 6
66. 9
a 0
72. 3
69. 1
0. 0
67. 7
57. 4
32.1
63. 6
63. 6
66. 8
77.1
70. 7
62. 6
42. 0
30. 1
54. 4
40. 9
I
•
!:
, •
•
o
•
, •
•1
• o'
"•:.1
• •
e
o
•
FINANCE -F4454
TIME 11: 40:36
FUND DIV OBJT DESCR
170 ASSET SEIZURE:FORFEITURE FUND
1299 BUDGET TRANSFER DEPT:
4300 MATERIALS/SUPPLIES/OTHER
43^9 OPERATING TRANSFERS OUT
OBJECT SUBTOTAL
DIVISION TOTAL
DEPARTMENT TOTAL
CITY OF HERMOSA BEACH
EXPENDITURE SUMMARY REPORT (BY FUND)
FROM 12/01/91 TO 12/31/91
APPROPRIATION
MGMT/SUPPORT
37, 000. 00
37, 000. 00
MONTHLY EXP YTD EXPND.
3, 083. 33
3, 083. 33
37, 000. 00 3, 083. 33
37, 000. 00 3, 083. 33
2103 SPEC._ INVESTGTNS__.___.__DEPT:_.._POLICE
.
4100 PERSONAL SERVICES
4103 REGULAR SALARIES/SAFETY.._
4105 SPECIAL DUTY PAY
4107 PREMIUM OVERTIME
4109 COURT TIME
4111 ACCRUAL CASH IN
4115 EXTRA TIME
4190 RETIREMENT ....__ _
4187 UNIFORMS
4188 EMPLOYEE BENEFITS
4189 MEDICARE BENEFITS.._
OBJECT SUBTOTAL
4200 CONTRACT SERVICES ..
4201 CONTRACT SERVICE/PRIVATE
OBJECT SUBTOTAL
___186, 570. 00
10, 560. 00
38, 000. 00
4, 000. 00
0. 00
___ __..56, 615. 00 .._- .___.._.4, 685. 35 _._..
2, 800. 00
12. 000. 00
1, 260. 00 ___
311, 805. 00
PAGE
DATE
50. 0% OF
0040
02/14/92
YI_AR COMPLETE
- ENCUMBRANCE UNENC BALANCE
18, 499. 98'
18, 499. 98
0. 00
0. 00
18, 499. 98 0. 00
- 18, 499. 98 0. 00
_15, 671.00 . ___ 85, 952. 00 .. 0. 00
880. 00 4, 840. 00 0. 00
3, 462. 63 21, 768. 76 0. 00
---- -- - 0. 00 ------.. 614. 88._ -.. 0. 00
0. 00 5, 025. 00 0. 00
0. 00 2, 798. 93 0. 00
_21, 017. 53 .. ... 0. 00
470. 41 1, 520. 33 0. 00
879. 85 3, 428. 93 0. 00
- 213. 25 ._ .. _. _... 912. 67 .__ _-- 0. 00
26, 262. 49 149, 879. 25 0. 00
4300 MATERIALS/SUPPLIES/OTHER
4304 TELEPHONE
4310 MOTOR FUELS..AND.LUDES__ 4311 AUTO MAINTENANCE
4316 TRAINING
4322 UNCLASSIFIED
4396 TRSFR OUT -INS USER CHCS
OBJECT SUBTOTAL
5400 EQUIPMENT
5401 EQUIPMENT -LESS THAN $500
5402 EOUIPMENT-MORE. THAN $500._
5403 VEHICLES
OBJECT SUBTOTAL
5, 000. 00
5, 000. 00
159.39 - 994.85 -
159. 39 994 85
18, 500. 02
18, 300. 02
18, 500. 02
18, 500. 02
100, 618. 00
5, 720. 00
16, 231. 24
614. 88- _
1, 025. 00-
2, 798. 95-
35, 597. 47
1, 279. 47
6, 371. 07
347. 33...
161, 925. 75
0.00 4,005,15....
0. 00 4, 005. 15
8, 448. 00 1, 557. 92 6, 373. 71 0. 00
5, 000. 00.._--------... 781.85 __._ -_ 2, 855. 16 _
0. 00 258. 00 1, 589. 26 -_- _-0. 00......
500. 000. 00
23.00 989.00 0.00
-__ 5, 000. 00 .. _ 0. 00 __ 2, 445. 00
---_______ O, 00_ -_
16, 270. 00 1, 356. 00
35, 218. 00 2, 136. 3 0. 00
3, 976. 77 1
22, 388. 13 O. 00
2, 500. 00
8, 099. 00
22, 050. 00
32, 649. 00
0. 00 0. 00 0. 00
0. 00 ..8, 956. 52 __-_____ 832. 44
0. 00 0. 00 0. 00
0. 00 0, 956. 52 032. 44
2, 074. 29
_ 2, 144. 84 _-._
1, 589. 26-
489. 00-
__ 2, 555. Oo _
B, 134. 00
12, 829. 87
2, 500. 00
1, 689. 96-
22, 050. 00
22, 860. 04
J
1
49. 9
49.9
49. 9
49. 9
46. 0
45. 8
57. 2
0. 0
125. 6
0. 0
37. 1
54. 3
43.2'I J
72.4 _
48.0
I�
J
•
19. 8
19. 8
75. 4
57. 1
0. 0
197. 8
48. 9
50. 0
63. 5
0. 0
120. 8
0. 0
29. 9
1
FIN,',NCE-FA454
T►Mr 11: 4B.:;6
CITY OF HERMOSA BEACH
EXPENDITURE SUMMARY REPORT (BY FUND)
_-- FROM 12/01/91 TO 12/31/91
PAGE 0041
DATE 02/14/92
50.0! OF YEAR COMPLETE
FUND DIV OBJT DESCR APPROPRIATION MONTHLY EXP YTD EXPND. .. ENCUMBRANCE UNENC BALANCE
1 170 A3sr T SEIZURE/FORFEITURE FUND
i
1
1
2103 SPEC INVESTGTNS DEPT: POLICE
6700 INTEREST
6700 INTEREST
OBJECT SUBTOTAL
DIVISION TOTAL
DEPARTMENT TOTAL
FUND TOTAL
0.00 0.00
0. 00 0. 00
:384, 672. 00
384, 672. 00
421, 672. 00
30, 398. 65
30, 398. 65
33, 481.98
2, 400. 00 -
2, 400. 00
0. 00
0. 00
184, 619. 75 832. 44
184, 618. 75 832. 44
203, 118. 73 -._ 832. 44
2, 400. 00-
2, 400. 00-
199, 220. 81
199. 220. 81
217, 720. 83
i
0. 0
0. 0
•
•
0
•
�•I
�•• •
•
48.2 •
48. 2
4,8.3
•
ei
01
•
•
`1
•
-r
•
F INANCE-FA454
T WE 11: 49: 36
FUND DIV OBJT DESCR
110 PARKING FUND
1299 BUDGET TRANSFER
CITY OF HERMOSA BEACH
EXPENDITURE SUMMARY REPORT (BY FUND)
_ _ ____ FROM 12/01/91 TO 12/31/91 . . .
APPROPRIATION
MONTHLY EXP YTD EXPND.
- - - - - - - - - - - - - -
DEPT: MGMT/SUPPORT
4300 MATERIALS/SUPPLIES/OTHER
4399 OPERATING TRANSFERS OUT 1, 319, 781. 00
OBJECT SUBTOTAL 1, 319, 781. 00
109, 995. 84
109, 995. ea
659, 975. 05
659, 975. 05
PAGE 0026
DATE 02/14/92
50. 07. OF YEAR COMPLETE 1;1
ENCUMBRANCE UNENC BALANCE
' •
0. 00 659, 805. 95 50. 0
0. 00 659, 805. 95 50. 0 :)
50.0
DIVISION TOTAL 1, 319, 781. 00 109, 993. 94 659, 975. 05 0.00 659, 905. 95
DEPARTMENT TOTAL
1, 319, 781. 00
109, 995. 04 659, 975. 05 0.00 659, 805. 95
3302 PARKING ENF_ PKG _FACILITIES
4100 PERSONAL SERVICES
4102 REGULAR SALAR
4106 REGULAR OVERTIME
4110 VACATION/SICK PAY OFF
4111 ACCRUAL CASH
4112 PART TIME/TEMPORARY
4117 SHIFT DIFFERENTIAL
4180 RETIREMENT
4185 SOCIAL SECURITY(F I C A)
4197 UNIFORMS
4188 EMPLOYEE BENEFITS
4189 MEDICARE BENEFITS
OBJECT SUBTOTAL
012. 00
12, 000. 00
7, 375. 00
_7, 375. 00
85, 385. 00
5, 500. 00
70, 895. 00
2, 240. 00
3, 900. 00
62, 520. 00
2, 957. 00
704, 159. 00
4200 CONTRACT SERVICES
4201 CON1RACT SERVICE/PRIVATE
. OBJECT SUBTOTAL
4300 MATERIALS/SUPPLIES/OTHER
4304 TELEPHONE
4305 OFFICE OPER SUPPLIES
4307 RADIO MAINTENANCE
4309 MAINTENANCE MATERIALS ___
4310 MOTC)R FUELS AND LUBES
4311 AUTO MAINTENANCE
4315 MEMBERSHIP
4316 TRAINING
4317 CONFERENCE EXPENSE
4396 TRSFR OUT -INS USER CHGS___
OBJECT SUBTOTAL
5400 EQUIPMENT
5401 EGUIPMENT-LESS THAN $500
35, 058. 33
176. 62
0. 00
_____ 2, 195.63
4, 941. 32
225. 97
--4,92326
280. 57
42. 00
4, 115. 37
204. 13
52, 163. 20
201, 318. 93 0. 00 242, 693. 07
3, 798. 74 0. 00 8, 201. 26
0. 00 0. 00 i, 375. 00
_________ 4, 970. 43 O. 00 . ....._ 2, 404. 57
46, 511. 50 0. 00 38, 873. 50
1, 491. 92 0. 00 4, 008. 08
23, 729. 00 -. 47, 166. 00
2, 709. 61 0. 00 469. 61-
239. 99 1, 454. 25 2, 205. 76
25, 634. 17 0. 00 36, 885. 83
1, 219. 04 0. 00 1, 737. 96
311, 623. 33 1, 454. 25 391, 081. 42
27, 300. 00 1, 904. 76 12, 302. 24 0. 00
27, 300. 00. 1, 904. 76 ____12, 302. 24_ _____ .0.00
14.997' 76
14, 997. 76
372. 99
70, 000. 00 _2, 300. 94 _ . ... 0.00 . _ . 1, 199. 06
4, 000. 00 6, 819. 90 23, 585. 30 13, 206. 47 33, 208. 23
0. 00 62B. 00 0. 00 3, 372. 00
___. 12, 000. 00 .... _ ..._. 154. 59
__. . 384. 29 _ 1, 088. 34 _10, 527. 37
7, 260. 00
12, 600. 00 404. 66 2, 596. 23 0. 00 4, 663. 77
_ 500. 00 416. 53 4, 052. 07 4, 259. 96 4, 287. 97
0. 00 100. 00
1, 000. 00. 400. 00
1 000. 0.00 583. 14 0.00 416. 86
0. 00 10. 00 0. 00 990. 00
......_. 48, 429. 00 _. _.___..._ 4, 036. 00 . _ . _ 24, 216. 00 _ _ _ 0. 00 _. _ _ 24, 213. 00
160, 289. 00 12, 204. 67 58, 455. 97 18, 554. 77 83, 278. 26
1, 700. 00 0. 00
50. 0
45. 3
31. 6
0. 0
67. 3
54. 4
27. 1
33. 4
120. 9
43. 4
41. 0
41. 2
44. 4
45. 0
45. 0 _
65. 7
52. 5
15. 7
12. 2
35. 7
65. 9
20. 0
58. 3
1. 0
50. 0
48. 0
0. 00 1, 134. 82 565. 18 66. 7
•
•
4
FINANCE-FA454
TIME 11:48:36
FUND DIV OBJT DESCR
110 PARKING FUND
3302 PARKING ENF
CITY OF HERMOSA BEACH
EXPENDITURE SUMMARY REPORT (DY FUND)
FROM 12/01/91 TO 12/31/91
APPROPRIATION
DEPT: PKG FACILITIES
5400 EQUIPMENT
5403 VEHICLES
5420 DEPRECIATION -MCH & EQUIP
5499 NON -CAPITALIZED ASSETS
OBJECT SUBTOTAL
6700 LEASE PAYMENTS
6900 LEASE PAYMENTS
OBJECT SUBTOTAL
50, 000. 00
25, 000. 00
10, 000. 00
86, 700. 00
•
PAGE 0027
DATE 02/14/92
50.0% OF YEAR COMPLETE
.MONTHLY EXP YTD EXPND. _ ENCUMBRANCE VNENC BALANCE
0. 00
0. 00
0. 00
0. 00
0. 00.
0. 00
0. 00
0. 00
0.00 0.00 - - 0.00
0. 00 0. 00 0. 00
DIVISION TOTAL 978, 448.00
DEPARTMENT TOTAL 978,448.00
FUND TOTAL
66, 272. 63
66, 272. 63
2, 298, 229, 00 _176, 268. 47
382, 381.54
382, 381.54
1,042, 356.59
•
0. 00
0. 00
0. 00
1, 134. 82
50, 000. 00
25, 000. 00
10, 000. 00
85, 565. 10
0. 00 0. 00
0. 00 0. 00
21, 143. 84 574,922.62'
21, 143. 84 574. 922. 62
21,143.84 _._.__ 1,234,728.57_
0. 0
0.0
0. 0
1 3
0. 0
0. 0
41. ,2
i
41.2
46. 2
I
•
•
•
•
•
•
I•_I•,
•t
41.
•'
•
.•
•
F I NANCE-F4454
T rtie 11: 40. :16
FUJI) DIV MIT DESCR.
001 GENERAL FUND
2201 FIRE
CITY OF HERMOSA BEACH
EXPENDITURE SUMMARY REPORT (DY FUND)
FROM 12/01/91 TO 12/31/91
APPROPRIATION . . ,. MONTHLY EXP. .YTD EXPND.... ....... ENCUMBRANCE
DEPT: FIRE -
4300 MATER I ALS /SUPPL IES /OTHER _ . _ __ .._ .....
4317 CONFERENCE EXPENSE 2. 000. 00 0. 00 0. 00 ' 0. 00 2, 000. 00 0. 0
43.-76 TRSFR OUT -INS USER CHCS
. , . . .
110, 992. 00 9, 249. 00 55, 494. 00 0. 00 55, 499. 00 49.
OBJECT SUBTOTAL_
___ ____ 133. 892. 00 .. . .... . 121407. 83 ... _.68, 044. 83 _ _ . . BO. 50 65, 766. 67 50. 8
PACE 0012 1
DATE 02/14/92
50. 07. OF YEAR COMPLETE II')
• '1, t
UNENC BALANCE '1
1,
_ .
1
5400 EQUIPMENT .
5401 EQUIPMEMT7LESS .THAN.$500 3. 790. 00_ .'.. ,
5402 EQUIPMENT -MORE THAN 1500 518. 89 . 1. 540. 69 _422. 17 _ _ _. _ 1, 827. 14
4, 100. 00 0.00 0.00 0. 00 4, 100. 00 0. 0
OBJECT SUBTOTAL 7, 890. 00
518. 89 1, 540. 69 422. 17 5, 927. 14 24. 8 ... ,
6900 LEASE PAYMENTS
. . .
6900 LEASE PAYMENTS 82, 541. 00
OBJECT SUBTOTAL 92. 541. 00 0. 00 25, 003. 60 0. 00 57, 537. 40 30. 2 ,.. 11
0. 00 25. 003. 60 . _ _ ____-------0.00.. _ 57/ 537. 40 30. 2
DIVISION. TOTAL411
1, 477. 906. 00 _ 96. 766. 55 ...._..739, 787. 43_ 12.471. el __ 725, 646. 76 .. 50. 9 .
DEPARTMENT TOTAL 1. 477. 906. 00 96. 766. 35 739, 787. 43 12, 471. 81 725, 646. 76 50.9
2401 ANIMAL CONTROL DEPT: ANIMAL REGULTN
4100 PERSONAL_ SERVICES
• a.i,
4102 REGULAR SALARIES/MISC 102, 781. 00 8 ____ ____ . . . _
, 254. 52 45, 863. 37 0. 00 56, 917. 43 44. 6
4106 REGULAR OVERTIME
1. 100. 00 0. 00 595. 18 0. 00 504. 82 54. 1
4110 VACATION/SICK PAY_ OFF 1. 498. 00
. 0.00
41/1 ACCRUAL CASH IN 1. 490. 00 495. 57 0. 0 1 ,
4117 SHIFT DIFFERENTIAL 400.00 1. 482. 12 0. 00 15. 88 98. 9 .'
4185 SOCIAL SECUR ITY (F_I_C_A ) 0.00 29. 58
0.00 175. 95 0. 00 224. 05 43. 9
4109 MEDICARE BENEFITS
896. 00
. 0
0. 00 0. 00 _... 0. 00
4187 UNIFORMS 900. 00 0. 00 0. 00 0. 00 900. 00 0
73.66 363.71 0.00 532. 29 40. 5 '' • . 10
OBJECT SUBTOTAL _ . _ _ ___ _____-109. 073_ 00_._._ 9.953• 33
. 60. 592. 47 44. 4
4200 CONTRACT SERVICES
4201 CONTRACT SERVICE/PR IVATE._1. 500. 00 46. 00 438. 45 __ 0. 00 1. 061. 55
4251 CONTRACT 'SERVICE/GOVT 6. 000. 00 _
OBJECT SUBTOTAL 7. 500. 00 217. 39 2, 365. 48 0. 00 3, 634. 52 39. 4
263. 39 2. 803. 93 0. 00 4. 696. 07 37. 3
4300 MATERIALS/SUPPLIES/OTHER . . ....._ . .. _ ._ ..._ ______ .. _ _ . _
4304 TELEPHONE
. 700. 00 48. 02 307. 29 0. 00 392. 71 43. 8
4305 OFFICE OPER SUPPLIES
26. 95 ------------1,029.65 __ 0. 00 _ .. __. _ 670. 35 . 60. 5
4309 MAINTENANCE MATERIALS 600. 00 107. 54 _
4310 MOTOR FUELS AND LUDES 1. 600. 00 214. 48 0. 00 385. 52 35. 7
4311 AUTO MAINTENANCE . . - ------- 2. 200. 00 74. 36 655. 95 0. 00 944. 05 40. 9
133. 17 391. 50_ 000 . . ____1. 808. 50 .. 17. 7 _.
A
411
~� •
I /o�'"_/+:^'.5«
'«: :36
•' r/` nn/r DESCR
'^x `/m,naL FUND
CITY OF *cnmooA BEACH
// EXPENDITURE SUMMARY REPORT (BY FUND)
___-'- rnom 12/01/91 TO 12/31/91
PAGE 0013
DATE 02/14/92
•
APPROPRIATION _ MONTHLY EXP YTD EXPND. ENCUMBRANCE UNENC BALANCE 7.
-----
2*01 ANIMAL CONTROL
----- ----------'- ------
4300 m^rsn/w-o/ouppLIsa/orxsn 'S.
0
4315 MEMBERSHIP
50. 00 0. 00 `' /--
43/6 TRAINING
150. 00 0. 00 , 0. 00 50. 00 0.04317 CONFERENCE EXPENSE noo 00 O. 4� 79
o�ooon« oo ao 21 o��� |',..e
4396 TRSFR OUT -INS USER C*o� 11, 797. un �ao_-000 00
OBJECT SUBTOTAL 19, 297. 00 1, 373. 04 ---_^ 0. 00 10' n ��. 34 44. 4 . •
•
|'
'•
|'
5400 EQUIPMENT ' -
5401 EQUIPMENT -LESS THAN *500 1.050.00 0. 00 ----
' . /
OBJECT TOTAL, 1.«nuon--- --- o� on --'--'--o�om--___-'__'o.000.�oo x.nno on o. n :.
.
1, 0!..10. on boapoo LEASE PAYMENTS
6900 LEASE PAYMENTS '
OBJECT0
SUBTOTAL
0. 00 -- -- 0. 00 _.-� o�'oon -_-_ 0. 00 o oo o o �
. .�~~ 0. 00 o om �
0. 00 n�o .
DIVISION --------- ��
TOTAL 1o� �----------------_____ _'- /,
~~ 920. 00 10, 489. ��
59, 866. |
-_ ospAnrmswT-Tor*L--_'___-_____1o6.p2u.00___1o'*8�7a __ __np'oaa 12»�om ��'000�o� �o��' --�'|
aro� CIVIL DEFENSE
DEPT: DISASTER PREP
[
4100 PERSONAL SERVICES
----- ------- ----� -'----- ' _-- -� - ___ 0P
4103 REGULAR SALARIES/SAFETY 26.373.00
4110 VACATION/SICK PAY. OFF ------_-_--_- 396 00 :, 284on
o»» 10' 618.00
- -------------»- o- » 12, 755oo ����4111 ACCRUAL CASH IN op6� oo 0. 00 0. 00 - - o. «o opa 00 o m°/y/ UN FORMS
175. 00 14. 58 4 63 u00 201 37 49 1
19
OBJECT SUBTOTAL__ ________ 2/,u*0002'299`5o -' - 0. 00 87! 52 *p. 9 ;. '__~'.~'
•
0. 00
- ��u .
'---�'--
�
4200 CONTRACT SERVICES
4201 nowrn^or SsnvIns/pnzvArs -- -«'�«p oo
e«u5u CONTRACT SERVICE/GOVT -o
*«o ooonm��o-_--o.o6o.en-_-_o�oo
0. 00 2.18o 13 48 5-~~^`' SUBTOTAL 7, 697. 00 330. 18 0. o 0. 00 o' 4vo� oo ». o�.oao 85 0. 00
5, 636. 15 26. 7 / 0
4300 MATERIALS/SUPPLIES/OTHER
4309 MAINTENANCE MATERIALS -
-----�2"" 00
4305 OFFICE OPER SUPPLIES a'r�.� m.omo� 0. 00 " "° 2
'72».on 0.04316 TRAINING
n' 600. 00 0. 00 - -- -o ~~ ____ -'--».00 -__' 200. 00 o 04396 TRSFR OUT -INS USER CHGS 3'086.00 257. 00 m "° 0. 00 o.aoo.no o 000Jscr SUBTOTAL_ __ --,_-' 9, 611. 00 257on 1, 542. ~° 0. 00 1, 544. oo 49 9
1
5400 EQUIPMENT
5402 EQUIPMENT -MORE THAN w5002.500.00-__0.00 _---_0.00
_^'
o`om 2, 500 00
on
IPOKE 614c 4 6 R d u r" O Fko rv‘ M Ds To Ke --
May 8, 1991
Honorable Mayor and Members of City Council Meeting
the Hermosa Beach City Council of May 14, 1991
SUPPLEMENTAL TO GENERAL SERVICES REORGANIZATION
REQUEST TO APPROVE A CHANGE IN THE PERSONNEL ALLOCATION IN THE
FINANCE DEPARTMENT AND CLASS SPECIFICATION FOR FINANCE SUPERVISOR
WITH RECOMMENDED SALARY RANGE
RECOMMENDED ACTION:
It is recommended that the City Council:
1) Amend the personnel allocation for the Finance Department
by deleting the 3/4 time Senior Account Clerk position and adding
a full time Finance Supervisor position;
2) Approve the attached class specification for Finance Super-
visor with a salary range of $2563-$3115 and authorize the City
Manager to execute the attached supplemental to the Administra-
tive Employees Bargaining Unit; and
BACKGROUND:
At this meeting the Council is requested to approve a reorganiza-
tion of the General Services Department. The proposed reor-
ganization recommends that the Data Processing and Citation
Records Processing Divisions be assigned to the Finance Director.
The current Personnel Authorization in the Finance Department
includes:
Finance Director - 1
Accountant - 1
Sr. Account Clerk - 2.75
Account Clerk - 2
The Finance Director is currently directly responsible for the
supervision of the personnel in the department. With the pro-
posed reorganization, the Director will assume responsibility for
two additional divisions with a personnel authorization of six
employees (2 in Data Processing, 3 in Citation Records Process-
ing, and 1 Administrative Aide).
The Data Processing and Citation Records Processing Divisions
each have a mid -management level employee who supervises the
functions of the division. At present, there is no such level in
the Finance Department. The lack of this level position in the
Finance Department was raised as a concern during staff discus-
sions regarding the reorganization and staff was instructed to
analyze this need. Subsequent to development of the proposal to
SUPPLEMENTAL
INFORMATION
8
Salary Range:
It is proposed that the salary range for this position be es-
tablished to provide a 15% differential above the existing salary
range of the Accountant position. The Accountant is the next
lower level position which will be supervised by the Finance
Supervisor. The proposed range is as follows:
A B
C D E
2563 2691 2825 2967 3115
A survey of other cities with a similar classification indicates
that the recommended range is approximately 5% below the average
salary of those cities.
Fiscal Impact:
There is an initial overall annual savings in salary and benefits
of $51,348 which is the difference between the annual savings
from the elimination of the General Services Director position
($68,592) and the increased annual cost of the proposed Finance
Supervisor position over that of the current 3/4 time Sr. Account
Clerk ($17,244).
The increased cost of the Finance Supervisor is a factor of both
having this a be full time position as well as the increased sal-
ary range.
Respectfully submitted,
Robert A. Blackwood
Personnel Director
Noted:
'fl Lt -L ..a_
Michael K. Flahert
Union Steward
rab/finsup
Concur:
Kevin B. Northcr ft
City Manager
Viki Copeland
Finance Director
CITY OF HERMOSA BEACH
Class Specification
FINANCE SUPERVISOR
DEFINITION
Under direction of the Finance Director, is responsible for the
activities and supervision of the Accounting Division of the
Finance Department; recommends improvements in financial and ac-
counting controls; reviews accounting needs of systems and pro-
cedures; supervises and directs the work of subordinates; con-
ducts financial analyses and internal audits assigned by the
Finance Director; participates in policy and program development
activities of the department; and performs related accounting
work as required.
EXAMPLE OF DUTIES
Plans, schedules, supervises, implements, controls and partici-
pates in financial management and accounting services, such as
budget development, analysis and administration, general account-
ing, payroll, accounts receivable, accounts payable and special
fund accounting; supervises the internal audit of financial data
and records and preparation of cost analyses; makes work assign-
ments, sets priorities for, trains and reviews the work of ac-
count clerical and professional personnel; explains policies,
procedures and objectives of the department to staff by written
directive and by oral communications; assists City staff in the
development of electronic data processing applications related to
financial management; prepares periodic financial and statistical
statements and reports; reviews and revises accounting procedures
in accordance with governmental accounting standards and audit
reports; analyzes financial processes for internal controls;
maintains general ledgers for all funds; enters or checks daily
cash receipts, disbursements and journal entries; administers
accounts receivable, accounts payable, payroll and other related
finance programs; carries out special financial or statistical
research or analytical studies in the formulation of new policies
and in program planning; conducts audits of funds or accounts;
develops specifications for and coordinates audits with consul-
tant auditors; analyzes audit reports ; develops forms; prepares
schedules and gives instructions for annual budget preparation;
makes projections of revenue and cash flow; computes and analyzes
budget requests; participates in department budget reviews, sug-
gesting budgetary strategies and incorporating budget decisions
into budget revisions; prepares finance department budget; moni-
tors City adopted budget; attends meetings and represents the
department; provides information to the public and consults with
public to resolve problems and complaints; and performs related
work as assigned. May act for the Director in the Directors'
absence.
GENERAL QUALIFICATIONS
Knowledge of:
Principles and practices of governmental fund accounting,
ing, cost accounting, and financial reporting; State labudget-
ing municipal finance including reportingre
ment accounting, govern-
ing
and the creation and retirementeofndebtaevelop-
general and fund auditing principles and
analysis and research procedures; principles cofuressupervisionland
training; data processin
cial record keeping applications;.
Ability to•
Plan organize and direct the accounting and financial recor
keeping programs of a municipality to meet d
rigid deadlines; prepare clear and concise otherfinancialtandaand
written reports; analyze problems, develop sound v
models and arrive at sound solutions to problem-solving
interpretrg
and implement complex laws, rules and regulations; operate a
cal-
culator by
touch; operate computer terminals, microcomputers and
printers; plan and schedule work assignments, set
train and evaluate subordinates; understand and carry out oral
effective
and written instructions; establish an maintain Priorities for,
relationships with those contracted in the course of work
Training and Experience•
Any combination of training, education and experience which
dem-
onstrates an ability to perform the duties of the position.
typical wayby: to obtain these knowledge, skills and abilities would
Three years experience performing
with emphasis in municipal accountPnofessional level accounting,
accounts receivable, financial analysispllandofinancialnts reporting
with supervisory level experience; and Payable,
Completion of a minimum two years college level course work
lead-
ing to completion of a major in accounting, business administra-
tion or a closely related field includingsupplemented
or training in data processing as it relates to financeprogray
P g ms.
Approved by the Civil Service Board: 05/07/91
Approved by City Council
•
pers/finance
05/02/91
April 18, 1991
City Council Meeting
of April 23, 1991
REORGANIZATION
eorganization of the General
the attached organization
g and related functions in the
nder of the department assigned
Manager.
ices Director Joan Noon re -
In 1989-90, a reorganization
termine alternative ways of
neral Services Department. Two
tudy: 1) to leave the depart-
uit a new director, or 2) to
among the existing departments.
least disruption of the or-
inting a new General Services
nd the director was hired on
he uniqueness of the diverse
Department made it difficult
those diverse abilities, given
current director is leaving as
e to consider the information
conclusions reached from that
Code, authorizes the City Man -
to the Council.
rmation that the City has now
original task force study.
e City's ability to pay does
ities in the multiple fields of
Further, it is now much clearer
ikely will be decentralizing,
ications to be focused in
are now reviewing the options
rking Enforcement services, we
trict, and we have several
rking Enforcement division.
ence and of the additional in -
with the second alternative of
to divide the functions of the
er existing departments in the
y fits with the Finance Department
elecommunications appropriately
g, especially if our future tele -
d both for data processing and
nforcement should be assigned is
o consider the Police Department
partment has an extensive manage -
Commanders) that could absorb ad -
the on -duty Sergeant/Watch
ion of the parking enforcement
ore significant disadvantages to
e are:
ent to the Police Department has a
City, largely because the inherent
tment utilizing all available
priority, which is public safety.
cement does not receive the
problems demand. It is for these
rend for cities that have large
ate parking from the public safety
ol,of our Public Safety Depart-
roximately 50% of the employees
able to consider expanding that
going issues aggravated by the
y with broadening the span. As -
t to the Public Safety Department
ment head having authority over
organization. This would result
with one super department below
by six very small departments.
nforcement work force under sworn
lacing management responsibilities
heir career path does not prepare
irection, as the strong trend in
remove civilian efforts from the
yees. These civilian functions
disciplines related to their
ated, non -sworn employees.
nfortable with the recommendation
not be placed in the Public Safe-
.isly opportunities to provide
t by review of the management
lently of any reorganization in -
lis decision should be reviewed if
2 -
GENERAL SERV/CES DEPARTMENT
ORGANIZATIONAL CHART
CITY MGR.
i
DIRECTOR
1 -GENERAL
SERVICES
COORDINATOR
ELIMINATED
DE,
FINANCE DIR.
-COMPUT
SYSTEM
MANAGER
3-SPPERVISORS SP 1EtCIALjSMt I F.}i T 1CROSSING
UAHD£ / TE
9
OFFICERS MA INJTENA VCE
IECH.
PLUS 7 -SEASONAL OFFICERS
-CITATION
& RECORD
AD INISTRA OR
of TE ES
ADMIN.
AIDE
Chairman
k Force has
is not a 100%
eement on
the residents of
pproval of
It is my opinion
e as was hoped at
ve and recommend
orce
ost savings or
Director Joan
partment may be in
ointed by the City
s of the General
mmendations. The
whether there is a
nt.
lic Works
ctor, Building
rks Department
trator, General
ces Department
chubach, Director, Planning Department
anole, Administrative Aide, Public Works
Department
newski, Director, Public Safety %
1 911 representatives participated in the
tween April 11, 1989 and June 28, 1989.
eetings during that time.
'en
;sed the reorganization and the agendas have
fiber offering their views and ideas to
id cons of the ideas presented. In addition,
.ttee surveyed many of the surrounding South
Redondo Beach, Manhattan Beach and El
tre their parking enforcement, animal control,
divisions were located. The committee
interested General Services employees. During
we have fine tuned the recommendations and
-om all Department Heads, including the City
nendations and the City Manager and Department
attached. In addition, a copy of the Task
be available for review in the City Clerk's
commendations prepared by the General Service
tee. There is no majority nor minority
ie Committee agreed not to make a single
to offer several viable alternatives. This
that 50% favor Alternative #1 and 50% favor
%lternative 3.
IS IN RESPONSE TO DEPARTMENT HEAD COMMENTS:
Llocation Study
storming and further fine tuning.
sh receipt site, per Viki's comment
2
GENERAL SERVICES RELOCATION RECOMMENDATION
It is the desire of the committee to have the entire
Parking/Animal Control/Records Division be located within one
building. This can be accomplished by re -doing "Base 3", located
at 1035 Valley Drive.
The building would be required to accomodate the following staff
and vehicles:
Staff: 1 Director Vehicles: 12 Cushmans
3 Administrative 3 Sedans
4 Supervisory 2 A/C Trucks
4.5 Office personnel 1 Meter Maint.
11 Officers
1 Meter Maintenance Specialist
It is estimated that the entire project could be accomplished as
soon as one year.
The committee feels that the construction can be financed in part
through the sale of the garages on Bard Street.
With the relocation we would be better able to serve the public.
Presently, a citizen may have to go to as many as three different
offices in order to purchase a parking permit. With the
installation of a cash register a person will be able to purchase
a parking permit, pay outstanding citations and view copies of
their citations without leaving the premises.
ALTERNATIVE NO. 2
Alternative recommendation is to abolish the General Services
Department and the position of Director in order to unify all
City enforcement related activities and to reduce the cost for
providing those activities.
This goal would be accomplished in the following manner:
Move the data processing/computer/telephone functions and
responsibilities as mentioned previously. Additionally, it is
recommended that the Cable Television and RTD ass functions and
responsibilities be moved to Community Resources.
The remaining functions and responsibilities of the General
Service Department; Animal Control, Parking, VPD, Crossing
Guards, Meters, Citations, and Records, would then be placed with
the Police Department. The current organization of the
Department would remain intact with two exceptions...the Citation
and Record Administrator and the Administrative Aide would report
to the Coordinator. The Coordinator would report directly to the
Director of Public Safety. (Proposed organizational chart is
shown below).
PROPOSED ORGANIZATION OF THE GENERAL SERVICES DEPARTMENT
I DIRECTOR OF PUBLIC SAFETY 1
1 COORDINATOR
ADMIN.
AIDE I
1 SUPERVISORS 1
1 OFFICERS 1 I CROSSING
GUARDS
5
CITATION
REC. ADMIN.
1 METER SPECIALIST 1
METER
SPECIALIST
TECH.
AIDES
*2)
he relocation/remodel recommendations mentioned earlier in this
report are included with this recommendation. During the short
term, all existing office spaces, uses, etc. would remain as is.
The long term goal would be to renovate Base 3 as mentioned in
order to house all of the Animal Control and Parking Enforcement
functions at a central location so a citizen using the services
would be able to take care of all business at the same place.
It has been suggested that the title "General Services Officer"
could be changed to "Community Services Officer". It was also
suggested that a uniform change be made. The classification
"Community Services Officer" could expand the duties of existing
General Services Officers. Concepts such as report taking,
uniform changes could be melded into promotional opportunities.
The final determination should be left to the department head and
union.
CODE ENFORCEMENT RECOMMENDATION
General Recommendation: --Under the direction of the Police
Department, create a Code Enforcement unit reporting to a Police
Commander and staff the unit with two personnel under a new
classification called Code Enforcement Officer.
This unit would be responsible for enforcement/coordination of
enforcement of all municipal code violations such as weed
Abatement, abandoned vehicles, business license, posting
regulations for—iiquor establishments, handbills, etc. Note: A
complete list needs to be prepared to avoid confusion.
Specific Recommendation: --The long term plan would be to provide
code enforcement office space in the basement of the Police
Department. The unit would be staffed with two employees and
would be supported by the Fire Department Clerk Typist. The
Clerk Typist would be the central receiving point for all
incoming phone calls and counter needs for business license.
Utilizing this Clerk Typist eliminates the need to fill a current
vacant position to support business license.
The Code Enforcement Officers would be non -sworn employees and
would not wear uniforms. They would receive required training to
enable them to issue citations for violations. The unit would
require two vehicles to allow the officers to do the required
field work.
In order to start the unit, the current Business License
Inspector, would be tested and reclassified under proper Civil
Service procedures and assigned as a Code Enforcement Officer.
The Business License Inspector position would then be eliminated
because Code Enforcement would encompass all of the business
license duties. Temporary work stations would be established in
the Fire Department pending some reallocation of space in the
Police Department and the unit ,would begin operation almost
immediately.
6
The second Code Enforcement Officer could be employed as soon as
possible because of the savings gained from not filling the
vacant Clerk Typist position that would be eliminated.
Once the two officers were in place, a split 4-10 schedule would
be implemented with one officer working Monday -Thursday and one
working Tuesday -Friday. This would allow better coverage for
enforcement and more responsiveness to the needs of the
community.
The office space in the Police Department would be prepared and
provided as soon as possible during a planned reallocation of the
various existing offices.
Additional Comment: --With the removal of two desks from the
Building Department (i.e., business license space) Public Works
Department would be allowed to expand and gain some much needed
space with the additional personnel being hired.
ALTERNATIVE 3.
Leave the General Services Department "as is". Recruit for new
Director through open competitive exam.
October 12, 1991
Honorable Mayor and Members City Council Meeting
of the Hermosa Beach City Council of October 22, 1991
REPORT AND RECOMMENDATION REGARDING SHERIFF'S
DEPARTMENT PROPOSAL FOR PROVIDING LAW ENFORCEMENT AND
PARKING ENFORCEMENT SERVICES FOR THE CITY
RECOMMENDATION:
It is recommended that City Council:
1. Direct staff to create a committee to audit current operations in order to
determine areas of the current operations where reductions in the cost of
providing the services can be achieved, and
2. To present a report to Council within 90 days outlining how current
operations can be reorganized and modified in order to reduce operating
costs by at least $400,000.
BACKGROUND:
At the budget workshop session on March 30, 1988, questions were raised
regarding the cost of operating the Fire and Police Departments. The
Director of Public Safety was directed to prepare a report comparing the
staffing levels and costs for Police services between the City of Lawndale
and our City and Fire services between the City of Palos Verdes Estates and
our City. That information was presented to Council on June 27, 1988.
The City goals adopted in 1989 included "Improve the Financial Picture"
and "Improve Organizational Effectiveness." "Analysis of Contracting
Police, Fire, Parking Enforcement, Animal Control and Park Maintenance"
were included as goal objectives for the next. 1 to 3 year period.
1
In responding to the goal direction, the City Manager instructed the
Director of Public Safety to complete and present a report regarding
potential cost for contracting for Police and Fire services. This report was
submitted to Council on February 26 1991.
Regarding Fire services and based on information available, the Director
reported that the City was currently providing Fire services at a cost equal
to, or less than the County could provide the same services and there was
no viable potential for cost reduction or other advantages of having the
County provide Fire services. No further action was directed by Council.
For Law Enforcement services, the preliminary analysis of the information
available indicated a potential cost savings in excess of $1 million annually
if the City contracted for Law Enforcement services from the Sheriffs
Department.
This estimate of potential cost savings was based on general information
obtained from various sources. To obtain a more accurate cost estimate,
staff was directed to request a Phase I study by the Sheriff's Department
which was to include Parking Enforcement services. The dual purpose of
the Phase I study was to determine contract costs and to serve as a
management audit of the current department operations. The Phase I
study was formally requested on March 6, 1991 and was conducted by the
Contract Law Enforcement Bureau.
ANALYSIS:
On August 20, 1991, the City received the completed proposal for Law
Enforcement and Parking Enforcement services from the Contract Law
Enforcement Bureau.
Copies of the proposal were provided to the Police Association, the
Teamster Union, the news media, members of City Council, Department
Heads, and copies were made available to the public.
2
Following receipt. several meetings were held with representatives of the
bargaining units, department heads. officials in current contract cities and
officials of the Contract Law Bureau in order to discuss the proposal,
determine any additional or ancillary costs, and to obtain clarification and
additional information in order to make a recommendation to Council.
The Finance and Personnel Departments were directed to determine. as
accurately as possible, the cost for providing Law Enforcement services in
order to provide a cost comparison between current cost and contract cost.
The information gathered, discussion of the proposal. comparison of the
proposed and current service, and recommendations will be presented as
follows:
I. Contract Proposal
II. Current Cost for Services
III. Comparison of Cost for Services
I V . Comparison of Level of Services
V. Recommendations
I. CONTRACT PROPOSAL
The Sheriffs proposal for contract law enforcement and parking
enforcement services was directed primarily at law enforcement and there
was little information provided with regard to parking enforcement.
Following their review of the reported workload of the City and sample
surveys of scheduling and calls for service, the Sheriffs Department
developed a recommended daily staffing level. This daily staffing level,
which would provide general law enforcement, traffic enforcement and all
related support services, consists of:
7:OOam to 3:OOpm - (3) one officer patrol units, (1) traffic unit, and a field
supervisor for a total of 4 units and 4 officers.
3
3:OOpm to 11:OOpm - (2) one officer patrol units, (1)two officer patrol unit.
and (1) traffic unit for a total of 4 units and 5 officers.
11:OOpm to 7:OOam - (2) one officer patrol units and (1) traffic unit for a
total of 3 units and 3 officers.
Included in the proposal is provision for four(4) additional officers during
the summer months for beach patrol; two(2) civilian services officers;
two(2) narcotics officers; continuation of the drug education programs for
Hermosa Valley and Our Lady of Guadalupe schools; and (6) civilian
parking control officers.
This recommended level of service, which includes parking enforcement, is
offered at an estimated cost of $3,514,438 for the 1991-92 budget year.
Although the quoted contract cost includes the cost of funding the liability
pool funded by all contract cities, available information indicates that the
annual cost was expected to rise significantly. Staff was informed that the
increased funding cost for 1991-92 was included in the proposal, but there
is another anticipated increase of at least 2% within the next year and staff
believes that this amount should be added to the proposal cost.
Meetings with officials in other contract cities have led staff to believe that
a minimum contingency of 3% increase in the proposal cost should be
planned for in order to cover unexpected costs that will be discovered.
As mentioned previously, there was little information regarding the
provision of parking enforcement services. Although more information
was obtained during subsequent meetings with representatives of the
Contract Law Bureau, some questions and concerns remained.
One of these concerns was the need to increase the parking enforcement
services during the summer months for the expanded enforcement in the
impacted areas of the City. The representatives informed us that this had
not been considered in their proposal and there would be an increase in
4
the cost for this expanded service. Staff calculated that cost to be an
additional $61,973 annually. This would provide four (4) additional
parking control officers for 4 months of the year.
Accounting for the above, staff is estimating that the minimum cost of
contracting for the first year would be $3,757,377.
II. CURRENT COST OF SERVICES
In order to make a precise comparison of cost, any additional costs
associated with contracting and any non-recurring costs in the current
budget should be calculated.
Current Costs:
City staff has determined that the current cost of providing law
enforcement and parking enforcement services is:
$4,652,092 - law enforcement
$ 631,237 - parking enforcement
Total cost $5,283,329
This total cost figure is based on the 1991-92 revised budget and does not
include amounts that are being reappropriated from the 1990-91 budget.
The total includes the budgeted amounts for the various insurance and
benefit costs which are not reflected in those department's operating
budget.
Additional Costs:
Staff determined that there would be a continuing need to provide for
dispatching of the Fire and Paramedic services as well as maintaining
administrative direction of the Fire Department, responsiblity for
emergency preparedness, and administration of the law enforcement
contract.
5
The cost of maintaining/providing these functions is:
Fire and Paramedic dispatch services from RCC $ 85,323 (annually)
Required start-up costs for joining RCC $146,520 (one time)
Fire Chief/Contract Administrator $ 71,849 (annually)
Total additional costs $303,692
Non-recurring costs:
Included in the current costs is the last year of a lease/purchase of the
dispatch radio system. This will not be a continuing budgeted expenditure
for next year and should be treated as a budget reduction for purposes of
cost comparison.
This amount is $63,800.
III. COMPARISON OF COST FOR SERVICES
Current annual cost $5,283,329
Cost of Maintaining Services <$ 303,692>
Non-recurring costs <$ 63,800>
Revised Current costs $4,915,837
Estimated First Year Contract Costs <$3,757,377>
Potential Cost Reduction for first year $1,158,460
6
IV. COMPARISON OF LEVEL OF SERVICES
For purposes of this report, "level of service" shall refer to the number of
police traffic and patrol units or parking enforcement units on duty during
a given period of time. It does not include ancillary and support personnel
such as Dispatchers, Records Clerks, Police Services Officers, Detectives,
civilian supervisors, or special units.
County Recommended Staffing:
As previously stated. the Sheriffs recommended level of service in the
proposal was based on reported workload. This workload includes arrests,
citations, and calls for service.
Their recommended level of service calls for daily deployment of officers
on eight (8) hour shifts: days, evenings, and nights, as follows:
Law Enforcement
* four(4) police units /4 officers and one(1) supervisor unit on the day
shift
* four(4) police units/5 officers on the evening shift
* three(3) police units/3 officers on the night shift
A probable schedule is shown below:
Mon. Tues. Wed. Thurs. Fri. Sat. Sun.
7:OOam to 3:OOpm 5 5 5 5 5 5 5(units)
3:OOpm to 11:OOpm 4 4 4 4 4 4 4(units)
11:OOpm to 7:OOam 3 3 3 3 3 3 3(units)
* four(4) additional officers daily for summer beach patrol
7
Parking Enforcement
* Six(6) units/6 officers daily (no provision for summer enforcement)
A probable schedule is shown below:
Mon. Tues. Wed. Thurs. Fri. Sat. Sun.
6:OOam to 4:30pm 3 3 3 3 3 3 3(units)
12:30pm to 11:OOpm 3 3 3 3 3 3 3(units)
Current Hermosa Beach Staffing:
Law Enforcement
The Hermosa Beach Police Department is currently scheduled on
twelve(12) hour shifts, days and nights. The department fields no less
than three(3) police units/3 officers on each of the two shifts, although
there are different numbers of officers scheduled to work on certain days
of the week. Three units/officers is our minimum level of service, has
been established for officer safety and is agreed to in the current
memorandum of understanding.
Patrol and Traffic scheduling for the 6 month period September 1990 to
February 1991 was generally as follows:
Mon. Tues. Wed. Thurs. Fri. Sat. Sun.
7:OOam to 7:OOpm 4 4 5 6 5 4 5 (units)
7:OOpm to 7:OOam 4 4 5 5 5 4 4 (units)
Traffic Enforcement 2 2 2 0 1 1 1 (units)
An analysis was conducted to determine how many scheduled units were
actually deployed during the period September - February. The analysis
indicated that the actual number of units deployed was considerably less
than scheduled as a result of various factors including vacation, IOD, sick
leave, comp time, and training.
8
During the period, the day shift was working at minimum level (3 units)
87 of the 181 days or 48% of the time. In order to field the 3 units,
overtime was necessary on 22 of the 87 days or 25% of the time. The
night shift was working at minimum level 134 days or 74% of the time
during the period and overtime was necessary on 68 days or 48% of the
time in order to maintain the minimum staffing level.
During this same period of time, there was an average of 16 hours of
traffic enforcement daily.
Parking Enforcement
Parking Enforcement is generally scheduled as follows:
Mon. Tues. Wed. Thurs. Fri. Sat. Sun.
6:OOam to 4:30pm 3 3 3 3 2 2 2(units)
12:30pm to 11:OOpm 2 2 2 2 2 2 2(units)
Based on this information, it is staff opinion that the level of service
proposed, while not the same in all instances, is comparable to the level
actually provided.
V. RECOMMENDATIONS
Although contracting for services with the County could initially be a cost
savings for the City, there are many unknowns and variables which could
increase the contracting cost. Other disadvantages would include the loss
of identity as a full service City and potential loss of control over inevitable
increases in the cost of the service.
Meetings with citizens to discuss the proposal, opinions expressed by
Council candidates, and correspondence received from the public is a
strong indication that the public desires to maintain a local police
department.
9
Staff believes that the cost saving gap between current costs of operation
and the contracting proposal can be narrowed by continuing to consider
cost reduction methods such as reorganization, possible reduction or
elimination of positions, and civilianization of positions.
This method would allow the City to maintain it's own police department
while still meeting the goal of providing services at a reduced cost to the
citizen.
Based on the above, it is, staff recommendation that no consideration be
given to contracting for Law Enforcement services.
There have already been efforts to reduce costs associated with these
services and staff believes that there is potential to further reduce the
costs of the current operation by using the County proposal as a guide.
It is recommended that direction be given to create a committee comprised
of representatives of the various groups to study the current operations
and return to Council, within 90 days, with a report on possible cost
reductions.
Staff recommends that the committee be directed to audit all areas of the
police and parking operation including, but not limited to, consideration of
reductions in staffing levels, reorganization, consolidation of the two
operations, civilianization of some services, and elimination or modification
of some services.
Respectfully Sybmitted,
Steve Wisniewski,
Interim City Manager
10
? I / (/1 (-D ()I( tit
May 9, 1991
To the Honorable City Council of the City of Hermosa Beach
We, the undersigned employees of the General Services Department
of the City of Hermosa Beach, oppose the reorganization and
division of our department as recommended by the proposal
currently before you dated April 23, 1991. We respectfully
submit the following information for your consideration before
making your final decision.
The General Services Department handles a myriad of duties and
responsibilities which by virtue of their components, are
inter -linked and integral to each other. Those duties and
functions include:
Animal Control --Patrol for loose, injured or deceased animals;
Rescue and assistance; enforcement of state and
local laws; transportation of impound animals to
the County facility;
Dog and Cat License issuance; collection of dog
redemption fees and processing of release forms
for impound animals; servicing of complaints
regarding animals;
Animal Trap issuance and handling; inspections
relative to health, safety and welfare of
animals; processing of requests to maintain
non -household pets, and more than two household
pets;
Parking Enforcement --Enforcement of state and local laws;
booting, impounding/towing of illegally parked
vehicles; '
Citation Processing --Statistical reporting; court dates; handling
of complaints; correspondence with DMV,
Automobile Club and So. Bay Municipal Court;
generate notices on outstanding citations;
dismissal entry; manually process citations
issued to rented/leased vehicles; out of state
citation processing; process DMV tapes;
Annual Parking permit issuance; issuance of daily
and special event parking permits; processing and
issuance driveway permits;
Parking Meter Maintenance --repair; collection;
investigation and resolve of malfunction
complaints; installation;
1
Data Processing --Installation and maintenance of all city owned
terminals, printers, cables, etc.; employee
training on software; all system back-up;
printing of warrants, forms, and reports;
Vehicle Parking District --Contract enforcement and monitoring;
staffing of Board of Parking Place Commission
meetings; handling of complaints regarding the
City owned lots, and/or management thereof;
RTD Bus Passes --issuance; accounting
Torrance Transit MAX Passes --issuance; accounting
Crossing Guards
Telecommunications--CATV--Resolve through Cable Franchisee, CATV
complaints from citizens; Franchise
administration; Staff Liaison for the CATV Board
(when active); Contract compliance and
fulfillment; Monitors consumer protection
standards; Negotiate terms of upcoming franchise
renewal (1991-93)., etc.;
Telephone Services --New installation,speed numbers
(changes/additions), equipment changes/moves;
public pay phones on City property for which the
City receives revenue; contract monitoring and
administration; coordination of all telephone
services with the appropriate vendor for above
services.
This department evolved over the years, by inheriting many
functions handled by several departments, into a department able
and willing to accept any and all new responsibilities. Because
of these diverse functions we have more public contact than any
other department and reorganization would be a regression of at
least 10 years. The fact that General Services works best as a
"Department" is evident by past revenue production, increased -
public service and by the use of Hermosa Beach's General Services
as a model for other cities' public service departments.
We agree that finding one person (as a director) would be
difficult if not next to impossible. However, we appreciate the
City's recent attempt to do so. It seems that what may be needed
is someone with superior managerial skills rather than someone
_with background and diverse abilities. Currently, the General
Services Dept. has its own extensive management level with
abilities and discipline directly related to our various
functions.
Because we understand that the entire department may not remain
intact, pending future changes for data processing and the
2
current study of possibly contracting some of our duties out, we
respectfully refer the Council to the General Services Task Force
Committee report dated 6-28-89 page 4 (see attached). As a
complete department located in one place, we would be able to
best serve the public.
Base 3 (1035 Valley Dr.) provides a fairly centralized service
area for our public related functions as we currently handle
eleven money accounts which includes the recent addition of MAX
passes. We collect and deliver to the Finance Department over
$200,000.00 a year with little or no discrepancies over the last
five years. With the addition of Citation Records and the
ability to accept the occasional citation payment to facilitate
the purchase of parking permits, we could become one of the most
convenient one-stop public service area in the city.
While we appreciate the City Manager's attempt to minimize the
disruption and stress related to reorganization, we feel that we
must point out that our department has been in a state of
disruption for over a year and a half. We attribute this to the
loss of our department director, the nine months it took to find
a replacement, loss of that replacement as well as to a shortage
of personnel. We attribute the loss of morale to administrative
disregard for the concerns of the department's employees and the
public. The high level of service that the citizens of Hermosa
Beach have become accustomed to receiving from our department,
has diminished in direct proportion to the amount of anxiety and
stress (due in part to overworked staff filling in for the lack
of personnel) produced in the last eighteen months.
We acknowledge the City Manager's authority to recommend
reorganization of our department. However, we believe that the
most viable, cost-effective option that would be most beneficial
to the citizens of Hermosa Beach is to keep General Services
-intact as a department.
We are thanking you in advance for your thoughtful consideration
of this option.
General Services Department Employees
SIGNATURES & TITLES
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Honorable Mayor and Members City Council Meeting
of the Hermosa Beach City Council of April 23, 1991
GENERAL SERVICES REORGANIZATION
Introduction:
I would like to take this time to express the common feelings of
the majority of the employees in the General Services Department.
After reading over the City Manager's recommendation for the
reorganization of that department, I have several questions that
you may not have considered.
Background:
Does anyone know the "off the record" reason for the retirement
of the General Services Director after managing the department
for fifteen years? Did the Director of Community Resources
concur? And still yet another Director?
The wait for the new Director was longer than her stay, if you
consider the date the decision for her to leave was made. Was
her employment merely a facade? A means to an end? Then why was
she referred to by the City Manager as a guinea-pig? Is there
not one person in the entire City/County of Los Angeles who has
the capability of the previous Director? What are the essential
requirements? Can the City not afford quality leadership for one
of it's departments that has become a model to other cities? Is
reorganization really the best solution? Who is it best for?
How has a department, that functioned well for fifteen years and
struggled through the last two years with as much criticism
within as without, managed to remain productive? Has anyone
bothered to get the "untold story" of why the new director has
decided to leave? Is it really her inability to manage the
"uniqueness of the diverse functions" of the department or did
she have help in making that decision? In any position, isn't
there any time for training/adjustment? After the current
director's departure, what's left... reorganization! HOW
CONVENIENT.
Analysis:
Decentralizing data processing - Is this the future installation
of the LAN system? Is anyone under the impression that the new
system will not need the data processing support that is now
available? The D.P. support that the city has now is equivalent
to that of other cities and in many cases more efficient in that
most of the support is done in-house, rather than waiting for
outside support, which is an additional expense. The new system
will also need much more support, which will be very costly.#
By the way, what are the "reasons" given for D.P. fitting with
the Finance Department? Data processing fits with the Finance
Department in other cities where there is no unique department
called "General Services".
There seems to have been extensive consideration given to the
disadvantages of placing parking enforcement under the Police
Department, but not quite enough consideration given to the
disadvantages that the division of the department will have or
the effects that it will have on the personnel that has kept that
department going for the past fifteen or so years. Although
everyone was given the "open-door policy" and the "I would like
your input" line, the small print should read "but I'm going to
do exactly what I want regardless".
It seems that the City Manager feels that the key word for
"impressing the council" is SAVINGS, COST EFFECTIVE, LOWER
COMPENSATED etc. (WHAT PRICE GLORY?)
Now we get to several interesting points. Why assign the parking
enforcement division to the City Manager, when he clearly states
that it would "place a burden on the City Manager's office"?
He also wants a chance to give more "personal attention to the
functional and organizational issues of the department" Shouldn't.__
this have been done before deciding to dismantle the department?
After dissolving one department, shuffling divisions and
responsibilities to save, why appoint a new Assistant City
Manager to take over? Why create a new "code enforcement
department? Won't there be a need for a director for that
department? These arrangements may have worked for another city
but Hermosa is unique in that it has a General Services
Department.
The merging of the citation processing with the Finance
Department calls for other interesting facts. In eliminating cash
handling at base 3, you would have to relocate all sales of
permits, bus passes, and animal licenses in City Hall where they
were located before. Isn't that a step backwards? It seems that
these functions were moved because they outgrew their location.
How many employees will be shuffled along with the
responsibilities of the "one-stop" counter? The General Services-
department
ervicesdepartment has been understaffed for quite some time. As
employees leave for whatever reason, their positions are never
filled in an effort to cut back spending and to more fully
utilize the current staff. As a result you have 1 Tech. Aide for
Parking, one for Data Processing, and two for Citations. This
hardly seems fair when the Public Works Department has recently
hired so many people that they don't have enough space to
accommodate them. The same is true of the Finance Department.
They seem to be playing Musical Desk.
The answer to the problem is to remodel Base 3, Finance, and
General Services.
So in order to save the city an estimated -$40,000 annually...
Eliminate one department, increase the salaries of both the City
Manager and the Finance Director for the added responsibilities,
promote and increase the salary of a finance employee for
"additional staff support", appoint/hire a director for the new
code enforcement department, and remodel three offices/locations
I think anyone would agree that an entire department of
dissatisfied, disgruntled, misplaced, insecure employees with
rock -bottom morale would hardly be as productive as they once
were.
This entire plan appears to have been put together by either a
Financial Advisor or a True Politician.
October 12, 1991
Honorable Mayor and Members City Council Meeting
of the Hermosa Beach City Council of October 22, 1991
REPORT AND RECOMMENDATION REGARDING SHERIFF'S
DEPARTMENT PROPOSAL FOR PROVIDING LAW ENFORCEMENT AND
PARKING ENFORCEMENT SERVICES FOR THE CITY
RECOMMENDATION:
It is recommended that City Council:
1. Direct staff to create a committee to audit current operations in order to
determine areas of the current operations where reductions in the cost of
providing the services can be achieved, and
2. To present a report to Council within 90 days outlining how current
operations can be reorganized and modified in order to reduce operating
costs by at least $400,000.
BACKGROUND:
At the budget workshop session on March 30, 1988, questions were raised
regarding the cost of operating the Fire and Police Departments. The
Director of Public Safety was directed to prepare a report comparing the
staffing levels and costs for Police services between the City of . Lawndale
and our City and Fire services between the City of Palos Verdes Estates and
our City. That information was presented to Council on June 27, 1988.
The City goals adopted in 1989 included "Improve the Financial Picture"
and "Improve Organizational Effectiveness." "Analysis of Contracting
Police, Fire, Parking Enforcement, Animal Control and Park Maintenance"
were included as goal objectives for the next 1 to 3 year period.
1
In responding to the goal direction. the City Manager instructed the
Director of Public Safety to complete and present a report regarding
potential cost for contracting for Police and Fire services. This report was
submitted to Council on February 26 1991.
Regarding Fire services and based on information available, the Director
reported that the City was currently providing Fire services at a cost equal
to, or less than the County could provide the same services and there was
no viable potential for cost reduction or other advantages of having the
County provide Fire services. No further action was directed by Council.
For Law Enforcement services, the preliminary analysis of the information
available indicated a potential cost savings in excess of $1 million annually
if the City contracted for Law Enforcement services from the Sheriffs
Department.
This estimate of potential cost savings was based on general information
obtained from various sources. To obtain a more accurate cost estimate,
staff was directed to request a Phase I study by the Sheriff's Department
which was to include Parking Enforcement services. The dual purpose of
the Phase I study was to determine contract costs and to serve as a
management audit of the current department operations. The Phase I
study was formally requested on March 6, 1991 and was conducted by the
Contract Law Enforcement Bureau.
ANALYSIS:
On August 20, 1991, the City received the completed proposal for Law
Enforcement and Parking Enforcement services from the Contract Law
Enforcement Bureau.
Copies of the proposal were provided to the Police Association, the
Teamster Union, the news media, members of City Council, Department
Heads, and copies were made available to the public.
2
Following receipt. several meetings were held with representatives of the
bargaining units, department heads. officials in current contract cities and
officials of the Contract Law Bureau in order to discuss the proposal,
determine any additional or ancillary costs, and to obtain clarification and
additional information in order to make a recommendation to Council.
The Finance and Personnel Departments were directed to determine. as
accurately as possible. the cost for providing Law Enforcement services in
order to provide a cost comparison between current cost and contract cost.
The information gathered, discussion of the proposal, comparison of the
proposed and current service, and recommendations will be presented as
follows:
I. Contract Proposal
II. Current Cost for Services
III. Comparison of Cost for Services
IV. Comparison of Level of Services
V. Recommendations
I. CONTRACT PROPOSAL
The Sheriffs proposal for contract law enforcement and parking
enforcement services was directed primarily at law enforcement and there
was little information provided with regard to parking enforcement.
Following their review of the reported workload of the City and sample
surveys of scheduling and calls for service, the Sheriff's Department
developed a recommended daily staffing level. This daily staffing level,
which would provide general law enforcement, traffic enforcement and all
related support services, consists of:
7:OOam to 3:OOpm - (3) one officer patrol units, (1) traffic unit, and a field
supervisor for a total of 4 units and 4 officers.
3
3:00pm to 11:00pm - (2) one officer patrol units, (1)two officer patrol unit.
and (1) traffic unit for a total of 4 units and 5 officers.
11:00pm to 7:00am - (2) one officer patrol units and (1) traffic unit for a
total of 3 units and 3 officers.
Included in the proposal is provision for four(4) additional officers during
the summer months for beach patrol; two(2) civilian services officers;
two(2) narcotics officers; continuation of the drug education programs for
Hermosa Valley and Our Lady of Guadalupe schools; and (6) civilian
parking control officers.
This recommended level of service, which includes parking enforcement, is
offered at an estimated cost of $3,514,438 for the 1991-92 budget year.
Although the quoted contract cost includes the cost of funding the liability
pool funded by all contract cities, available information indicates that the
annual cost was expected to rise significantly. Staff was informed that the
increased funding cost for 1991-92 was included in the proposal, but there
is another anticipated increase of at least 2% within the next year and staff
believes that this amount should be added to the proposal cost.
Meetings with officials in other contract cities have led staff to believe that
a minimum contingency of 3% increase in the proposal cost should be
planned for in order to cover unexpected costs that will be discovered.
As mentioned previously, there was little information regarding the
,provision of parking enforcement services. Although more information
was obtained during subsequent meetings with representatives of the
Contract Law Bureau, some questions and concerns remained.
One of these concerns was the need to increase the parking enforcement
services during the summer months for the expanded enforcement in the
impacted areas of the City. The representatives informed us that this had
not been considered in their proposal and there would be an increase in
4
the cost for this expanded service. Staff calculated that cost to be an
additional $61,973 annually. This would provide four (4) additional
parking control officers for 4 months of the year.
Accounting for the above, staff is estimating that the minimum cost of
contracting for the first year would be $3,757,377.
II. CURRENT COST OF SERVICES
In order to make a precise comparison of cost, any additional costs
associated with contracting and any non-recurring costs in the current
budget should be calculated.
Current Costs:
City staff has determined that the current cost of providing law
enforcement and parking enforcement services is:
$4,652,092 - law enforcement
$ 631,237 - parking enforcement
Total cost . $5,283,329
This total cost figure is based on the 1991-92 revised budget and does not
include amounts that are being reappropriated from the 1990-91 budget.
The total includes the budgeted amounts for the various insurance and
benefit costs which are not reflected in those department's operating
budget.
Additional Costs:
Staff determined that there would be a continuing need to provide for
dispatching of the Fire and Paramedic services as well as maintaining
administrative direction of the Fire Department, responsiblity for
emergency preparedness, and administration of the law enforcement
contract.
5
The cost of maintaining/providing these functions is:
Fire and Paramedic dispatch services from RCC $ 85,323 (annually)
Required start-up costs for joining RCC $146,520 (one time)
Fire Chief/Contract Administrator $ 71,849 (annually)
Total additional costs $303,692
Non-recurring costs:
Included in the current costs is the last year of a lease/purchase of the
dispatch radio system. This will not be a continuing budgeted expenditure
for next year and should be treated as a budget reduction for purposes of
cost comparison.
This amount is $63,800.
III. COMPARISON OF COST FOR SERVICES
Current annual cost $5,283,329
Cost of Maintaining Services <$ 303,692>
Non-recurring costs <$ 63,800>
Revised Current costs $4,915,837
Estimated First Year Contract Costs <$3,757,377>
Potential Cost Reduction for first year $1,15 8,460
6
IV. COMPARISON OF LEVEL OF SERVICES
For purposes of this report. "level of service" shall refer to the number of
police traffic and patrol units or parking enforcement units on duty during
a given period of time. It does not include ancillary and support personnel
such as Dispatchers, Records Clerks, Police Services Officers, Detectives,
civilian supervisors, or special units.
County Recommended Staffing:
As previously stated, the Sheriffs recommended level of service in the
proposal was based on reported workload. This workload includes arrests,
citations, and calls for service.
Their recommended level of service calls for daily deployment of officers
on eight (8) hour shifts; days, evenings, and nights, as follows:
Law Enforcement
* four(4) police units /4 officers and one(1) supervisor unit on the day
shift
* four(4) police units/5 officers on the evening shift
* three(3) police units/3 officers on the night shift
A probable schedule is shown below:
Mon. Tues. Wed. Thurs. Fri. Sat. Sun.
7:OOam to 3:OOpm 5 5 5 5 5 5 5(units)
3:OOpm to 11:OOpm 4 4 4 4 4 4 4(units)
11:OOpm to 7:OOam 3 3 3 3 3 3 3(units)
* four(4) additional officers daily for summer beach patrol
7
Parking Enforcement
* Six(6) units/6 officers daily (no provision for summer enforcement)
A probable schedule is shown below:
Mon. Tues. Wed. Thurs. Fri. Sat. Sun.
6:OOam to 4:30pm 3 3 3 3 3 3 3(units)
12:30pm to 11:OOpm 3 3 3 3 3 3 3(units)
Current Hermosa Beach Staffing:
Law Enforcement
The Hermosa Beach Police Department is currently scheduled on
twelve(12) hour shifts, days and nights. The department fields no less
than three(3) police units/3 officers on each of the two shifts, although
there are different numbers of officers scheduled to work on certain days
of the week. Three units/officers is our minimum level of service, has
been established for officer safety and is agreed to in the current
memorandum of understanding.
Patrol and Traffic scheduling for the 6 month period September 1990 to
February 1991 was generally as follows:
Mon. Tues. Wed. Thurs. Fri. Sat. Sun.
7:OOam to 7:OOpm 4 4 5 6 5 4 5 (units)
7:OOpm to 7:OOam 4 4 5- 5 5 4 4 (units)
Traffic Enforcement 2 2 2 0 1 1 1 (units)
An analysis was conducted to determine how many scheduled units were
actually deployed during the period September - February. The analysis
indicated that the actual number of units deployed was considerably less
than scheduled as a result of various factors including vacation, IOD, sick
leave, comp time, and training.
8
During the period, the day shift was working at minimum level (3 units)
87—Of the 181 days or 48% of the time. In order to field the 3 units,
overtime was necessary on 22 of the 87 days or 25% of the time. The
night shift was working at minimum level 134 days or 74% of the time
during the period and overtime was necessary on 68 days or 48% of the
time in order to maintain the minimum staffing level.
During this same period of time, there was an average of 16 hours of
traffic enforcement daily.
Parking Enforcement
Parking Enforcement is generally scheduled as follows:
Mon. Tues. Wed. Thurs. Fri. Sat. Sun.
6:00am to 4:30pm 3 3 3 3 2 2 2(units)
12:30pm to 11:00pm 2 2 2 2 2 2 2(units)
Based on this information, it is staff opinion that the level of service
proposed, while not the same in all instances, is comparable to the level
actually provided.
V. RECOMMENDATIONS
Although contracting for services with the County could initially be a cost
savings for the City, there are many unknowns and variables which could
increase the contracting cost. Other disadvantages would include the loss
of identity as a full service City and potential loss of control over inevitable
increases in the cost of the service.
Meetings with citizens to discuss the proposal, opinions expressed by
Council candidates, and correspondence received from the public is a
strong indication that the public desires to maintain a local police
department.
9
Staff believes that the cost saving gap between current costs of operation
ant! the contracting proposal can be narrowed by continuing to consider
cost reduction methods such as reorganization. possible reduction or
elimination of positions, and civilianization of positions.
This method would allow the City to maintain it's own police department
while still meeting the goal of providing services at a reduced cost to the
citizen.
Based on the above. it is staff recommendation that no consideration be
given to contracting for Law Enforcement services.
There have already been efforts to reduce costs associated with these
services and staff believes that there is potential to further reduce the
costs of the current operation by using the County proposal as a guide.
It is recommended that direction be given to create a committee comprised
of representatives of the various groups to study the current operations
and return to Council, within 90 days, with a report on possible cost
reductions.
Staff recommends that the committee be directed to audit all areas of the
police and parking operation including, but not limited to, consideration of
reductions in staffing levels, reorganization, consolidation of the two
operations, civilianization of some services, and elimination or modification
of some services.
Respectfully S bmitted,
Steve Wisniewski,
Interim City Manager
10
Oif
May 9, 1991
To the Honorable City Council of the City of Hermosa Beach
We, the undersigned employees of the General Services Department
of the City of Hermosa Beach, oppose the reorganization and
division of our department as recommended by the proposal
currently before you dated April 23, 1991. We respectfully
submit the following information for your consideration before
making your final decision.
The General Services Department handles a myriad of duties and
responsibilities which by virtue of their components, are
inter -linked and integral to each other. Those duties and
functions include:
Animal Control --Patrol for loose, injured or deceased animals;
Rescue and assistance; enforcement of state and
local laws; transportation of impound animals to
the County facility;
Dog and Cat License issuance; collection of dog
redemption fees and processing of release forms
for impound animals; servicing of complaints
regarding animals;
Animal Trap issuance and handling; inspections
relative to health, safety and welfare of
animals; processing of requests to maintain
non -household pets, and more than two household
pets;
Parking Enforcement --Enforcement of state and local laws;
booting, impounding/towing of illegally parked
vehicles;
Citation Processing --Statistical reporting; court dates; handling
of complaints; correspondence with DMV,
Automobile Club and So. Bay Municipal Court;
generate notices on outstanding citations;
dismissal entry; manually process citations
issued to rented/leased vehicles; out of state
citation processing; process DMV tapes;
Annual Parking permit issuance; issuance of daily
and special event parking permits; processing and
issuance driveway permits;
Parking Meter Maintenance --repair; collection;
investigation and resolve of malfunction
complaints; installation;
Data Processing --Installation and maintenance of all city owned
terminals, printers, cables, etc.; employee
training on software; all system back-up;
printing of warrants, forms, and reports;
Vehicle Parking District --Contract enforcement and monitoring;
staffing of Board of Parking Place Commission
meetings; handling of complaints regarding the
City owned lots, and/or management thereof;
RTD Bus Passes --issuance; accounting
Torrance Transit MAX Passes --issuance; accounting ,1 --
Crossing Guards
Telecommunications--CATV--Resolve through Cable Franchisee, CATV
complaints from citizens; Franchise
administration; Staff Liaison for the CATV Board
(when active); Contract compliance and
fulfillment; Monitors consumer protection
standards; Negotiate terms of upcoming franchise
renewal (1991-93)., etc.;
Telephone Services --New installation, speed numbers
(changes/additions), equipment changes/moves;
public pay phones on City property for which the
City receives revenue; contract monitoring and
administration; coordination of all telephone
services with the appropriate vendor for above
services.
This department evolved over the years, by inheriting many
functions handled by several departments, into a department able
and willing to accept any and all new responsibilities. Because
of these diverse functions we have more public contact than any
other department and reorganization would be a regression of at
least 10 years. The fact that General Services works best as a
"Department" is evident by past revenue production, increased"
public service and by the use of Hermosa Beach's General Services
as a model for other cities' public service departments.
We agree that finding one person (as a director) would be
difficult if not next to impossible. However, we appreciate the
City's recent attempt to do so. It seems that what may be needed
is someone with superior managerial skills rather than someone
with background and diverse abilities. Currently, the General
Services Dept. has its own extensive management level with
abilities and discipline directly related to our various
-functions.
Because we understand that the entire department may not remain
intact, pending future changes for data processing and the
2
current study of possibly contracting some of our duties out, we
respectfully refer the Council to the General Services Task Force
Committee report dated 6-28-89 page 4 (see attached). As a
complete department located in one place, we would be able to
best serve the public.
Base 3 (1035 Valley Dr.) provides a fairly centralized service
area for our public related functions as we currently handle
eleven money accounts which includes the recent addition of MAX
passes. We collect and deliver to the Finance Department over
$200,000.00 a year with little or no discrepancies over the last
five years. With the addition of Citation Records and the
ability to accept the occasional citation payment to facilitate
the purchase of parking permits, we could become one of the most
convenient one-stop public service area in the city.
While we appreciate" the City Manager's attempt to minimize the
disruption and stress related to reorganization, we feel that we
must point out that our department has been in a state of
disruption for over a year and a half. We attribute this to the
loss of our department director, the nine months it took to find
a replacement, loss of that replacement as well as to a shortage
of personnel. We attribute the loss of morale to administrative
disregard for the concerns of the department's employees and the
public. The high level of service that the citizens of Hermosa
Beach have become accustomed to receiving from our department,
has diminished in direct proportion to the amount of anxiety and
stress (due in part- to overworked staff filling in for the lack
of personnel) produced in the last eighteen months.
We acknowledge the City Manager's authority to recommend
reorganization of our department. However, we believe that the
most viable, cost-effective option that would be most beneficial
to the citizens of Hermosa Beach is to keep General Services
intact as a department.
We are thanking you in advance for your thoughtful consideration
of this option.
General Services Department Employees
SIGNATURES & TITLES
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Honorable Mayor and Members City Council Meeting
of -the Hermosa Beach City Council of April 23, 1991
GENERAL SERVICES REORGANIZATION
Introduction:
I would like to take this time to express the common feelings of
the majority of the employees in the General Services Department.
After reading over the City Manager's recommendation for the
reorganization of that department, I have several questions that
you may not have considered.
Background:
Does anyone know the "off the record" reason for the retirement
of the General Services Director after managing the department
for fifteen years? Did the Director of Community Resources
concur? And still yet another Director?
The wait for the new Director was longer than her stay, if you
consider the date the decision for her to leave was made. Was
her employment merely a facade? A means to an end? Then why was
she referred to by the City Manager as a guinea-pig? Is there
not one person in the entire City/County of Los Angeles who has
the capability of the previous Director? What are the essential
requirements? Can the City not afford quality leadership for one
of it's departments that has become a model to other cities? Is
reorganization really the best solution? Who is it best for?
How has a department, that functioned well for fifteen years and
struggled through the last two years with as much criticism
within as without, managed to remain productive? Has anyone
bothered to get the "untold story" of why the new director has
decided to leave? Is it really her inability to manage the
"uniqueness of the diverse functions" of the departmentor did
.she have help in making that decision? In any position; isn't
there any time for training/adjustment? After the current
director's departure, what's left... reorganization! HOW
CONVENIENT.
Analysis:
Decentralizing data processing - Is this the future installation
of the LAN system? Is anyone under the impression that the new
system will not need the data processing support that is now
available? The D.P. support that the city has now is equivalent
to that of other cities and in many cases more efficient in that
most of the support is done in-house, rather than waiting for
outside support, which is an additional expense. The new system
--will also need much more support, which will be very costly.#
By the way, what are the "reasons" given for D.P. fitting with
the Finance Department? Data processing fits with the Finance
Department in other cities where there is no unique department
called "General Services".
There seems to have been extensive consideration given to the
disadvantages of placing parking enforcement under the Police
Department, but not quite enough consideration given to the
disadvantages that the division of the department will have or
the effects that it will have on the personnel that has kept that
department going for the past fifteen or so years. Although
everyone was given the "open-door policy" and the "I would like
your input" line, the small print should read "but I'm going to
do exactly what I want regardless".
It seems that the City Manager feels that the key word for
"impressing the council" is SAVINGS, COST EFFECTIVE, LOWER
COMPENSATED etc. (WHAT PRICE GLORY?)
Now we get to several interesting points. Why assign the parking
enforcement division to the City Manager, when he clearly states
that it would "place a burden on the City Manager's office"?
He also wants a chance to give more "personal attention to the
functional and organizational issues of the department" Shouldn't-__
this have been done before deciding to dismantle the department?
After dissolving one department, shuffling divisions and
responsibilities to save, why appoint a new Assistant City
Manager to take over? Why create a new "code enforcement
department? Won't there be a need for a director for that
department? These arrangements may have worked for another city
but Hermosa is unique in that it has a General Services
Department.
The metging of the citation processing with the Finance
Department calls for other interesting facts. In eliminating cash
handling at base 3, you would have to relocate all sales of
permits, bus passes, and animal licenses in City Hall where they
were located before. Isn't that a step backwards? It seems that
these functions were moved because they outgrew their location.
How many employees will be shuffled along with the
responsibilities of the "one-stop" counter? The General Services-
department
ervicesdepartment has been understaffed for quite some time. As
employees leave for whatever reason, their positions are never
filled in an effort to cut back spending and to more fully
utilize the current staff. As a result you have 1 Tech. Aide for
Parking, one for Data Processing, and two for Citations. This
hardly seems fair when the Public Works Department has recently
hired so many people that they don't have enough space to
accommodate them. The same is true of the Finance Department.
They seem to be playing Musical Desk.
The answer to the problem is to remodel Base 3, Finance, and
--General Services.
So in order to save the city an estimated -$40,000 annually...
Eliminate one department, increase the salaries of both the City
Manager and the Finance Director for the added responsibilities,
promote and increase the salary of a finance employee for
"additional staff support", appoint/hire a director for the new
code enforcement department, and remodel three offices/locations
I think anyone would agree that an entire department of
dissatisfied, disgruntled, misplaced, insecure employees with
rock -bottom morale would hardly be as productive as they once
were.
This entire plan appears to have been put together by either a
Financial Advisor or a True Politician.