HomeMy WebLinkAbout06/18/92AGENDA
SPECIAL MEETING HERMOSA BEACH CITY COUNCIL
Thursday, June 18, 1992 - Council Chambers, City Hall
MAYOR
Robert Essertier
MAYOR PRO TEM
Albert Wiemans
COUNCILMEMBERS
Robert Benz
Sam Y. Edgerton
Kathleen Midstokke
7:30 p.m.
All Council meetings are open to the
PLEDGE OF ALLEGIANCE
ROLL CALL:
1.
CITY CLERK
Elaine Doerfling
CITY TREASURER
Gary L. Brutsch
CITY MANAGER
Frederick R. Ferrin
CITY ATTORNEY
Charles S. Vose
public. PLEASE ATTEND.
COMPLETE THE REVIEW OF CITY DEPARTMENT BUDGETS, INCOR-
PORATING ADDITIONAL BUDGET REDUCTIONS AS DIRECTED BY
CITY COUNCIL ON JUNE 8, 1992.
2. SUBMISSION OF ANSWERS TO QUESTIONS FROM JUNE 8, 1992
WORKSHOP.
3. CONSIDERATION OF FY 92-93 - FY 96-97 FIVE YEAR CAPITAL
IMPROVEMENT PROGRAM PRELIMINARY BUDGET.
CITIZEN COMMENTS
Citizens wishing to address the Council within the Coun-
cil's jurisdiction may do so at this time.
ADJOURNMENT
BUDGET OVERVIEW
JUNE 18, 1992
In accordance with guidance issued by the City Council on June 8,
1992, I have formulated a second City budget proposal that re-
duces the expenditure level by $392,000. This amount represents
the sum of the $84,000 for the implementation of the State man-
dated measures required for compliance with AB 939 and the
$308,000 from the Unreserved Fund Balance proposed in the first
budget submission.
The preliminary steps before issuing budget reduction targets to
the City Departments were to make the following reductions to the
General Fund expenditures:
AMOUNT
$40,000
$28,000
$50,000
$19,000
DESCRIPTION
Records Mgt. Equipment &
supplies
Records Mgt. Consultant
Microcomputer pilot program
Benefits for Council
$137,000 Total Reduction
This left a remainder of $255,000 that had to be pared from the
Department budget proposals of 92-93. The reduction targets were
established by the City Manager and distributed for implementa-
tion to the Department Directors. The newly formulated and sig-
nificantly reduced Department budgets will be presented for your
approval this evening.
Prior to our discussion of these proposals, several recent
developments warrant your attention. The City Treasurer has re-
assessed his previous estimate of interest revenue and adjusted
it upwards by $50,000. Of that increased total revenue, $10,000
will go into General Fund. The other $40,000 accrues to the fund
(other than General Fund) from which the interest was earned.
Additionally, I will request your approval for the sale of some
Proposition A funds for General Fund money. The Planning Depart-
ment Director will elaborate on the actual sale and its potential
to raise $103,000 badly needed General Fund dollars.
CITY OF HERMOSA BEACH MEMORANDUM
TO: CITY MANAGER
FROM: CITY TREASURER
RE: FISCAL YEAR 1992-93 INTEREST REVENUE REVISIONS
DATE: JUNE 4, 1992
My office continually monitors cash flow and interest rates.
I am pleased to increase the amount of projected interest
revenue for fiscal year 1992-93 from four hundred and fifty
thousand to five hundred thousand.
The causes of this optimistic projection are as follows:
- The city is spending money at a slower rate than in
previous years.
- The Federal Government has decided to firm up the
interest rate instead of easing off as was previously
reported.
- We are now investing money here to for held at the
Bank of America to compensate for bank service
charges.
Gary L. Br.t ch
City Treasurer
c.c. Mayor and City Council
c.c. Finance Director
oq
CITY OF HERMOSA BEACH
PLANNING DEPARTMENT
MEMORANDUM
TO: Honorable Mayor and Members of the City Council
FROM: Michael Schubach, Planning/ it or
SUBJECT: Proposition A Fund Exchange
DATE: June 18, 1992
Recently, L.A. County Transportation Commission released "Proposition
C" Fund allocations. Our allocation for this year is $143,489.
Although Prop. C Funds cannot be exchanged with another City for
general funds, these funds can be used for Dial -A -Ride; thereby
increasing the surplus of Prop. A funds that can be exchanged.
West Hollywood has tentatively offered to exchange funds at a rate of
$.53 per Prop. A dollar.
Our total surplus including Prop. A funds currently appropriated for
Dial -A -Ride equals $373,352.
Recommendation
Staff recommends exchanging $200,000 of Prop. A for $103,000 of
general funds.
CONCUR: / NOTED FOR FISCAL IMPACT:
Frederick R. Ferrin Viki Copeland
City Manager Finance Director
3-
p/memod
CITY OF HERMOSA BEACH
INTER -OFFICE MEMO
TO: Frederick R. Ferrin, City Manager
Viki Copeland, Finance Director
FROM: William Grove, Director of Building & Safety
RE: Additional Budget Reductions
DATE: June 17, 1992
*^*^*^*^*^*^*^*^*A*^*^*A*A*A*A*A*A*A*A*A*A*A*A*^fit^*^fitA*A*A*A*^*A*
*A*A*A*A*A*A*A*A*A*A*A*A*A*A*A*A*A*A*A*A*A*A*A*A*A*A*A*A*A*A*A*A*
In response to the direction contained in your memorandum dated
June 11, 1992 to further reduce the Business License/Building
Department budget by $20,000.00, I am proposing the following
reductions:
BUSINESS LICENSE
1. Reduction of the Business License Inspector position to
thirty two (32) hours per week (.80).
The cost savings is as follows:
Salary $7,982.00
PERS (13.14%) 1,049.00
4110 (1.5%) 120.00
4111 (1.5%) 120.00
$9,271.00
The impact of the reduction in hours of this position includes
the following:
a) Less accessibility to the business community and the
public in general.
b) Less field hours for sign enforcement and business
license violations.
c) Delays in license processing and sign application
processing.
d) Potential loss of revenue due to loss of enforcement
hours.
BUILDING & SAFETY
1. Reduction of the Senior Building Inspector position to
thirty two (32) hours per week (.80).
The cost of savings is as follows:
Salary $ 8,820.00
PERS (13.14%) 1,159.00
4110 (1.5%) 132.00
4111 (1.5%) 132.00
$10,243.00
2. Further reduction of contract services for plan checking
$486.00 ($32,514.00).
The impact of the reduction in hours of the Senior Building
Inspector includes the following:
a) Less accessibility to architects, contractors and the
public in general.
b) Delays in processing construction plan approval and
revisions.
c) Less direct supervision of subordinates.
The further reduction of contract services will cause delays in
construction plan review and approval. This account was already
reduced by $12,000.00 during the initial round of budget
reductions.
The department proposes to increase in-house plan review for
selected projects to compensate for reduced contracting funds.
This will clearly slow up the plan review process and provide a
lower level of service in this area.
Please note that the two (2) proposed reduced hour positions are
the result of voluntary actions on the part of the employees
involved. These two employees happened to have personal
circumstances which accommodated the reduction in hours and
corresponding loss of income.
Both positions are critical to the efficient and effective
operation of the respective divisions. The rationale for
proposing the reduced hour positions is simply that the actions
were voluntary and the department is better able to function with
reduced hours than the loss of a complete full time employee
which is the alternative to accomplish the requested reduction.
TO: Rick Ferrin
FROM: LeRoy Staten
RE: Crossing Guard Budget
DATE: June 17, 1992
mnnununnnnnunnnuunininunmoil,,nnnnnnun,unnunnunnunu nrnnnnuunnuninuu,,n
The crossing Guard Division of the G.S. Department has no
proposed changes. Crossing Guard is an assessment district
whereby each parcel is assessed an amount predicated on the
salaries of the Crossing Guards and the cost associated to the
administration of the district.
TO: Rick Ferrin
FROM: LeRoy Staten
RE: Budget
DATE: June 17, 1992
1111111,11111,111111,1111111“nunn11n1nn1nnnnn1n1nnnnnnnnnnnnn11nnnnunnnnnn1mnnmlinnn
I did not propose any changes in the Vehicle Parking District
(VPD) budget, however there are proposals by other department
that will effect the budget of the VPD.
CITY OF HERMOSA BEACH
INTER -OFFICE MEMO
DATE: June 16, 1992
TO: Frederick Ferrin, City Manager
FROM: Leroy Staten, Acting G.S. Director
In an effort to reach the expenditure level required to balance
the budget, I submit the following proposal from the Parking
Enforcement Division of General Services.
To reach this latest reduction target of $36,000, and in
conjunction with the reorganization of the General Services
Department the following is being proposed.
Reduce the number of supervisors by one. However, the salary
savings would be only $6,501 due to the fact that our Supervisors
are Civil Service Certified General Services Officers, and the
Supervisor would return to a G.S.O. position, and a bumping
process would ensue, eliminating the last hired. Since the City
Manager has frozen two vacant G.S. positions, the natural bumping
process will leave the General Services Department only one
vacant G.S.O. position. The two (2) supervisors will be
responsible for covering supervision of shifts, citation
issuance, and covering calls for services. Eight (8) General
Services Officers will enforce vehicle and municipal codes,
respond to complaints and ensure proper stall turn -over.
By the elimination of a supervisor and an officer we will no
longer be able to respond to every call in as timely and
expeditious a manner. We will be reduced to responding to calls
as manpower permits. Injured and deceased animal pick-ups have
usually been within 3 to 5 minutes. With this reduction in
staffing, we project the reaction time to climb to between 20
minutes and 1 hour. We shall no longer be able to provide
thorough enforcement of time -limit parking to insure proper turn
over of stalls. This will result in complaints from the
businesses, because the cars park too long and impede those that
would park to shop. Responding to written citizen complaints,
with the promptness we pride ourselves in providing, will be
compromised.
The loss of a supervisor will result in a gap of supervision in
the field. Lack of adequate supervision in the field results in
unresolved citizen complaints, unqualified decision making, and
strained leadership guidelines.
2
Overtime
The parking enforcement division's overtime has been reduced by
$4,000 thus there will be less money available to cover sickness,
vacation, special assignment, business holidays, etc.
Vacation/Sick Pay Off & Accrual Cash In
Vacation /Sick Pay Off & /Accrual Cash In will be reduced
proportionately to the amount of reduction in salary. The cost
savings in Vacation/Sick Pay Off is $98.00. The cost savings in
Accrual Cash in will be $98.00.
Part Time/Temporary
I have to reduced our part time staff by one Parking Enforcement
Officer and one Summer Booth Cashier, saving $9,330.40. The
effect of the loss is fewer people to service the needs of summer
programs and enforce the rules and regulations associated with
the summer time beach going crowd.
Retirement/Other Benefits
Retirement and other benefits will be reduced proportionately
to the number of people reduced. The savings is $854.00
Maintenance Materials
I have reduced the Maintenance Materials by $2,000. The only
monies left in this account are $4,000 for replacement of meter
parts. However, it's very difficult to determine what kind of
damage may occur during the course of a fiscal year. We may have
to use this money within the first few months of the fiscal year.
July, August & September are normally hot months and the meters
get a lot of use.
Motor Fuels & Lubes
I have reduced motor fuels & lubes in anticipation of less need
predicated on fewer people & vehicles on the road. Saving
$2,000, decreasing the amount from $8,000 to $6,000.
Equipment Less than $500
I propose reducing this item by $500, which means we will not be
able to purchase replacement boots for booting scoff -law
vehicles, and storage racks for print out reports, which means
they will lie on the floor.
Non -Capitalized Assets
I am proposing that we reduce Non -Capitalized Assets by $10,000
to bring this account to zero (0). No new meters will be
purchased, and the remaining meters will have only $4,000 from
which to purchase replacement parts. Should we have a
catastrophe or some unforeseen mishap, we will only have a total
of $4,000 to maintain and service all the meters within the City.
Our meters will have to last longer before being replaced;
however, we will attempt to boost our maintenance schedule to
compensate.
The City Manager's recommended budget, reflects a reduction of
$147,000+ from the Department's request. This total figure
includes a reduction of $111,000+ pursuant to the initial Budget
Hearing request, and an additional $36,000, as requested after
the first workshop. These reductions include eliminating one
full-time and one part-time position, training expenses, vehicle
purchases ($40,000), and new parking meters ($15,000),
(originally, in conjunction with a 5 -year plan to replace all the
POM meters with tamper -proof Duncan meters, $25,000 was
budgeted), and reducing membership expenses and parking office
operating equipment. The department will not be able to keep
abreast of current trends, laws, and possible revenue enhancement
activities. However, we have established some networks we feel
will help keep us in tune.
Animal Control
In response to the first budget reductions, I proposed cutting
$3,892, by taking out all training ($1,500); all conference
expenses ($500); reducing by $1,000 purchases of needed Animal
Control equipment ($2,000 reduced to $1,000); $446 in vacation
sick pay off and $446 accrual cash -in.
I am proposing to cut an additional $800 from equipment purchase,
leaving only $200 to buy traps, gloves, restraining apparatus,
etc. We will take advantage of any mandated training we can
through L.A. County, and attend free seminars and classes when
applicable.
Contract Services - Private, is totally based on the number of
hurt or injured animals delivered to the veterinarian for
treatment. We attempt recovery of costs borne from the owners,
when possible.
Contract Services - Government. We contract with L.A. County to
house and feed the animals we pick-up. However, to offset the
cost of services rendered we have increased our fees to
commensurate with the County's, so that required services are
paid by the animal's redeemer.
1
0
CITY OF HERMOSA BEACH MEMORANDUM
TO: Rick Ferrin, City Manager
FROM: Public Works Budget CommitteeL
SUBJECT: Additional $40,000 Reduction in Public Works Expenditures
(Amended per City Manager)
DATE: June 18, 1992
Public Works proposes to make additional reductions, as requested, to
its overall FY 92-93 expenditures by $40,057 as follows:
ADMINISTRATION/ENGINEERING:
1. Reduced full time position of Administrative Aide to
3/4 position. (Loss of salary and benefits.) $ 9,969.
2. Reduce Motor fuels and lubes.
3. Reduce auto maintenance.
STREET MAINTENANCE:
Reduce private contracted services for the Downtown/Pier
maintenance estimated to be as follows for FY 92-93:
$ 200.
$ 200.
1. Power sweeping outside of VPD to be done by City: $ 9,288.
2. Steam cleaning to be done by City outside of VPD area.
($17,400) (40%) $ 6,960.
3. Savings to VPD due to City doing the steam cleaning at times
others than the Fiesta.
($17,400) (60%) = ($10,400)
FISHING PIER MAINTENANCE:
1. Trash pickup (reduced from 7 days a week to 5 days a week).
$4,792 - ($320) (12 months) $ 952.
2. Maintenance of pier (reduced from 7 days a week to 5 days a
week) .
$11,264 - ($773/month) (12 months) $ 1,988.
PARRS MAINTENANCE:
1. Delete tree trimming. $8,000
BUILDING MAINTENANCE:
1. Delete Police Department once monthly floor stripping/rewaxing
currently done by private contractor.
$ 2,500
Total Reduction: $40,057
cc: Viki Copeland, Finance Director
LeRoy Staten, Acting General Services Director
Steve Wisnieski, Director of Public Safety
Mary Rooney, Community Resources Director
Vern Highfield,. Public Works Superintendent
pwadmin/budmem
CITY OF HERMOSA BEACH MEMORANDUM
DATE: June 17, 1992
TO: Finance Director Viki Copeland
FROM: City Manager Frederick Ferrin
RE: Budget Reductions, Round II
*****************************************************************
The City Manager's budget has been reduced by $1,200.00. This
reduction was made by removing funding ($600) for the ICMA con-
ference, ($280) from monthly conference expenses, and all funding
($320) for the City Manager Division spring seminar. I shall
attend these conferences but at my own expense. Additionally, I
have cancelled membership in the American Society of Public Ad-
ministration for a savings of ($80). Total savings in the City
Manager's budget is $1,280.
FRF/ l d
(3
CITY OF HERMOSA BEACH
INTER -OFFICE MEMO
To: Viki Copeland, Finance Director Date: June 15, 1992
Subject: Budget Reduction
From: Marguerite Sturges,
Computer Systems Manager
Data Processing was requested by the City Manager to reduce the
'92-93' budget by $6,000. This was accomplished by the following
methods:
4201 Contract Services/Private - Software. Support $33,664.00
Hewlett Packard Software Support contract has been
modified to delete COBOL II* software support and
TeamLine** services for '92-93', which will have
a savings of:
$ 5,318.00
Apple II software support will be canceled, a
savings of: 100.00
4315 Membership 0.00
Current memberships will not be renewed for a
savings of:
Total Reduction
585.00
$6,003.00
*COBOL II - Programming software version for HP3000, created and
supported by HP. This will eliminate future upgrades to this
software program.
**TeamLine - Assigned HP Consultant provides assistances with
software upgrades, plan system growth, problem solving, product
usage and access to additional HP resources as needed.
If you have any questions, please call me at ex. 253.
/� i.
erite urg•s,
uter Systems Manager
cc: Frederick Ferrin, City Manager
�T
CITY OF HERMOSA BEACH MEMORANDUM
PLANNING DEPARTMENT
TO: Frederick R. Ferrin, City Manager
Viki Copeland, Finance Directo
FROM: Michael Schubach, P1 7f�l
SUBJECT:
2nd Round of Budget Reductions
DATE: June 16, 1992
ctor
The following is a prioritized list of staff reductions with rationale
and impact.
Position Reduction Rationale/Impact
Minutes $6,000 Currently, generally detailed minutes are
Secretary provided. The planning staff could assume
the function on a rotational basis. The
minutes would be prepared similar to City
Council minutes with the names of the
various speakers, and the Planning
Commission's motion on each item. Both
audio tape and video tape would be
available for detailed minutes.
The impact would be less informative
written minutes which are useful for items
that go onto the City Council. Planning
staff time would be needed which at this
time is used for other duties, prolonging
the completion of various projects.
Clerical $3,000 Planning Department has a continual need
Helper (36% for filing, photo -copying, map updating,
reduction) record updating, and other miscellaneous
clerical functions. These duties can be
performed by other staff members, but will
reduce time spent on other duties,
prolonging the completion of various
projects.
RESPONSE
In response to comments made regarding the Advanced Planner at the
last budget session, the following information is provided:
Position Reduction Rationale/Impact
Contract $10,580.00 This position is at this time
Advanced (25% exceptionally important and the least
Planner reduction. desirable to reduce. The law requires an
Includes up-to-date internally consistent general
Retirement plan; the City has neither. Further, the
Savings) current plan does not meet state
guidelines. This situation could result
in legal action against the City. Without
funding -of this position, no plan will be
prepared. The expertise, and staff time
will not exist. Additionally, a variety
of requested special studies, and zoning
ordinance text amendments will not be
completed and will be delayed for
significant periods of time. Reducing
this position to 3/4 time will probably
result in resignation in the near future,
and prolong the time necessary to revise
the General Plan.
plandoc/budre2
/,9
cnry IDIIERMOSA
I..
1EACIHI MEMORANDUM
June 17, 1992
TO: Frederick R. Ferrin, City Manager
Viki Copeland, Finance Director
FROM: Steve S. Wisniewski, Director of Public Safety
R E: Additional Budget Reductions
*****************************************************************************
As you know, in the first round of budget reductions the Police and Fire budgets, already very
lean and only included items essential to maintaining the current operation, were slashed by
$227,220.
These reductions included elimination of salaries and benefits for two sworn officers positions;
elimination of all training and conference funds in the Fire Department; elimination of all
equipment requests in both departments except for those absolutely essential for officer safety;
elimination of all training and conferences in the Police Department except for that necessary to
keep current with computer operations; and numerous other reductions.
At the budget workshop of June 8, 1992, Council was informed that any other cuts in the
budgets would require elimination of positions and actual layoffs of personnel.
Pursuant to your June 11, 1992 directive to further reduce the Police and Fire Department
budgets by and additional $120,000, the following reductions are submitted for consideration.
POLICE
Account: 001-401-2101-4103/ Salaries - Safety
Amount: <$50,306 >
Service: This would be the elimination of one Police Officer.
Impact: This would be the loss of one more officer on top of the two officer positions that have
been de -funded. In elimination of the officer position, the least senior officer in the
department would be the officer that is eliminated. This officer is currently assigned
to downtown foot and beach patrol. When this officer is layed off the position will have
to be filled on an overtime basis, or we would have to transfer an officer from another
assignment to fill the gap during the summer. Filling the position on overtime will
increase our overtime expenditures; transfer of an officer assigned to investigations
will result in that officer's caseload being distributed to the other investigators and
will cause increased time on the cases; transfer of an officer assigned to traffic will
result in a reduction in traffic citations and revenue; transfer of an officer from
patrol would result in some overtime to fill the position on patrol in order to maintain
minimum staffing as mandated by contract and for officer safety.
7
Account: 001-401-2101-4105 / Special Duty Pay
Amount: <$2,620>
Service: Additional monthly pay (by contract) for a police officer designated to serve as the
Crime Prevention Officer for the Department in addition to the regular duties and
salary.
Impact: The Officer who had been doing this duty recently resigned the assignment and it is
currently unfilled. We propose not filling it at this time. With the elimination of this
special duty pay for an officer assigned to handle the crime prevention activities for
the City we will not have an officer assigned to the crime prevention program.
Although not an extremely active program, the crime prevention duties include
participation in the weekly cable TV show, "Beach Beat"; submitting a weekly crime
log and crime tips to the local newspapers; handling Neighborhood Watch activities;
and various speaking engagements in the City.
Account: 001-401-2101-4112 / Part Time -Temporary
Amount: <$7,000>
Service: Funds for services of part-time employee used to assist with the records function.
This position includes the following duties. Entering all new and existing businesses
in the computer so that the information is available to department personnel. The
processing of all DUI information for dissemination to the Department of Motor
Vehicles . Verifying all past arrested persons have been entered into the computer
system by both name and PD number. Cleaning up file folders as they fill up. Verifies
numerical order of reports. Maintains the bicycle registration file insuring that all
bicycle licenses that are issued are filed in three different filing systems allowing us
to locate a bicycle owner by name, license number, or serial number. The position
also sends out letters to the bicycle owners when it is time to renew their licenses.
Impact: Elimination of these funds will cause increased work load on the remaining records
personnel and will increase amount of time to process citations and records.
Account: 001-401-2101-4201/ Contract Services - Private
Amount: <$14,728>
Service: Prisoner Medical Services reduced by $4,000, these funds cover the expenses
incurred with ambulance transportation and medical treatment of prisoners.
Impact: We will attempt to minimize the potential medical bills by having the officers and the,
PSO's screen the individuals taken into custody prior to placing them in our facility
in order to release those that may result in medical problems; much depends on
the charges and the health of the prisoners that are taken into custody.
Service: State Wide Transportation which was budgeted at $2,500 covers the cost of picking up
prisoners arrested anywhere in the State of California for a Hermosa Beach warrant.
Occurs approximately 2-3 times per year at best.
Impact: There are not many of these incidents each year and we would carefully evaluate each
case and have the other departments cite the individuals out instead of having them
picked up.
Service: Range Qualifications was reduced by $2,728.
Impact: Reduction in the number of hours spent on firearms training and practice by the
officers.
Service: Background Investigations which was reduced by $4,000 funds a private investigation
service that conducts investigations on police department employee applicants in
accordance with POST mandated guidelines.
Impact: Since there will likely be very few new employees hired during this budget year, the
funds left in the account should be sufficient to cover any authorized hires.
Service: WETIP was budgeted for $1,500 and covered our participation in this nationwide
program which provides tips on criminal activity occurring within our jurisdiction.
Impact: We receive approximately 2-3 WETIP letters per month. We have contacted WETIP
and have been informed that we would still recieve any information regarding crime
activity in our City.
Account: 001-401-2101-4251/ Contract Services - Government
Amount: <$3,500>
Service: Juvenile Diversion funding of $3,000 is eliminated for this regional program that
our department has participated in for many years. The program provides alternative
juvenile placements (counseling, etc.) in lieu of filing criminal charges on juvenile
offenders.
Impact: Our department would not be able to refer cases to this service. We have used the
service approximately 3-4 times a year.
Service: State Purchasing funding of $500 eliminated. This allowed the City to participate
in purchasing items at State bid prices.
Impact: Minimal impact since this service is considered only when purchasing bulk items or
vehicles. This service was not used during the 91/92 fiscal year and we do not
expect to use it in 92/93.
Account: 001-401-2101-4305/ Office Operating Supplies
Amount: <$6,500>
Service: Publication of Crime Prevention Pamphlets.
Impact: We will not have any pamphlets printed for distribution.
Account: 001-401-2101-4315/ Membership
Amount: <$195 >
Service: Memberships to APCO $70, 911E $60, and CPOA $65 will be eliminated.
Impact: Our department will not receive the various publications and materials that
are disseminated each year from these organizations.
Account: 001-401-2101-4316/ Training
Amount: <$1,800>
Service: Digital Training elimination of $1,500. This is training for our in house computer
technician on computer software upgrades that are scheduled to occur this year. It
assists the technician by giving her the training to properly manage and operate our
computer programs as they are upgraded.
Impact: There will be no training on the coming upgrades and we will have to rely heavily on
the vendor to assist with trouble shooting and getting the bugs out of the new program.
There may be an increase in system errors and down time if we are unable to make the
necessary corrections in-house.
Service: Outside Agency Expense elimination of $100. These funds were for off site
training(not covered by POST) at other departments for supervisors and managers.
Impact: We will only send personnel to free or POST reimbursed training.
Service:
Juvenile Officers Luncheons elimination of $100. These funds were for monthly
training luncheons with area juvenile officers for the purpose of exchanging
information on criminal activity and to learn about new legislation and procedures.
Impact: Loss of networking and information exchange with area juvenile officers. Officers
may opt to attend at their own expense.
Service: South Bay Chief's meetings and lunches elimination of $100. These funds were for
expenses incurred in attending various meetings of the South Bay Police Chief's.
Impact: The Chief will attend the meetings at his own expense.
Account: 001-401-2101-4317/ Conference Expense
Amount: <$2,600>
Service: "NUG"(National User's Group) Conference eliminated $1,800. The NUG conference
is similar to the Digital Training in that it provides an opportunity to our computer
technicians to receive information on new equipment and upcoming software programs
and upgrades. There is networking, exchange of information and training in new
computer software and program management
Impact: We will not have anyone attend the conference and will have to rely heavily on our
contacts in other departments and the the vendor to supply us new equipment
information and to assist us with trouble shooting and getting the bugs out of new
program upgrades . There could be an increase in system errors and down time.
Service: Clears Conference eliminated $800. The Clears Conference is a conference for
Police Records Managers who receive training in the areas of liability, records
processing, budgeting, motivation, legislative and State updates.
Impact: Loss of networking with other Police Records Managers. Loss of information on
legislative updates, laws, etc., and how they effect the operations of a Police
Records Bureau. We will have to rely on our local contacts with the other
departments in order to keep abreast of current trends and information.
Account: 001-401-2101-5401/ Equipment - Less than $500
Amount: <$380>
Service: Elimination of funds for filing cabinet $300 and a K-9 bite sleeve $80.
Impact: We will not be able to purchase these items unless we can obtain the necessary
funds from other sources.
FIRE
Account: 001-401-2201-4102/ Salaries - civilian
Amount: <$32,658 >
Service: This would be elimination of the only civilian Clerk Typist position that the Fire
Department has. The position handles all correspondence and calls for the department;
prepares all employee ID cards for all city departments; handles all department
billings and collections for fumigation permits, fire permits, paramedic calls, etc;
prepares all purchase orders and obtains materials for the department; sends weed
abatement letters; completes inspection reports; prepares personnel actions;
processes the payroll and accruals for the department; prepares the monthly
departmental report; and a multitude of other duties.
Impact: Elimination of this position will not eliminate the work that must be completed. The
work will have to be spread out to others. It will add to the workload of the Director's
secretary and will cause firemen to be in the office completing clerical work at a much
higher cost than a civilian and it will keep them out of the field where they could be
doing inspections.
Account: 001-401-2201-4315/ Membership
Amount: <$125 >
Service: We have eliminated the memberships for South Bay Paramedic Coordinators; South
Bay Haz Mat Committee; South Bay Arson Investigators; and South Bay Fire
Prevention.
Impact: Loss of networking and exchange of information with other agencies unless officers
attend at their own expense.
Account: 001-401-2201-5401/ Equipment less than $500
Amount: <$1,700>
Service: We have eliminated the purchase of new scene lights for the fire engine and have
reduced the number of sections of fire hose to 12 instead of 25.
Impact: Purchase of the 12 sections of hose will give us the bare minimum necessary to
replace unserviceable hose with none in reserve, we will have to purchase more in the
future. We can operate with the lights that we currently have for another year.
SUMMARY:
Department Acct. No. Amount Reduced
POLICE 4103 $50,306
41 0 5 $ 2,620
4112 $ 7,000
4201 $14,728
4 2 51 $ 3,500
4 3 0 5 $ 6,500
431 5 $ 195
4 31 6 $ 1,800
4 31 7 $ 2,600
5401 $ 380
FIRE 4102 $32,658
431 5 $ 125
5 4 01 $ 1.700
Total Reductions $ 124 , 1 1 2
CITY OF HERMOSA BEACH MEMORANDUM
TO: CITY MANAGER
FROM: CITY TREASURER
RE: 1992/93 BUDGET REDUCTIONS
DATE: JUNE 16, 1992
My office has removed all discretionary funding items from
the Treasurer's portion of the budget (training, travel,
etc).
The Treasurer has also taken a 2% reduction in salary. To
further reduce expenditures the Treasurer will work the
month of August without net pay. This will create an
additional cost reduction in the Treasurer's budget of
$903.52.
Gary L. B u sch
City Treasurer
c.c. Mayor and City Council
Finance Director
June 17,
TO:
FROM:
SUBJECT:
CITY OF HERMOSA BEACH
1992
Rick Ferrin, City Manager
Viki Copeland, Finance Director
Additional Budget Reduction
Pursuant to your request, the following reductions are submitted to meet
the Finance Department target of $5,000.
Item
Reduction Rationale/Impact
Salary
Retirement
Medicare
Vacation/
Sick Payoff
Accrual
Cash In
Training
Overtime
Total
$2,265
$298
$ 33
$ 34
$ 34
$235
$2,101
$5,000
The option of voluntary furlough or
reduction in hours was offered to Finance
Department personnel as a budget reduction
device. The 3/4 Senior Account Clerk
volunteered to take a total of six weeks off
without pay during the year, to be taken in
two week increments. She is a probationary
employee and cannot yet use paid vacation
time. The furlough will require coordination
between the Finance Department and the
Treasurer's Office for coverage since the
duties cannot be absorbed by other employees
in the Finance Department. A vacation request
of the same frequency/duration without the
circumstance of the budget shortfall would be
denied, but is submitted here rather than a
forced reduction in pay.
Corresponds to the
Corresponds to the
Corresponds to the
above reduction
above reduction
above reduction
in salary.
in salary.
in salary.
Corresponds to the above reduction in salary.
Reduction in subscriptions for miscellaneous
publications.
Reduces overtime to pre -1987 dollar amount.
Overtime is typically used during peak
workload times of year, i.e., budget, audit.
Reduction to this level will necessitate
rescheduling and rearranging of duties for
Finance personnel during those times, with
some regular duties being performed less
frequently in order to meet other deadlines.
A recent example of this was postponement of
warrant issuance to meet the budget submission
deadline to the City Council.
June 15, 1992
TO:
FROM:
CITY OF HERMOSA BEACH MEMORANDUM
PERSONNEL DEPARTMENT
'Frederick R. Ferrin, City Manager
Viki Copeland, Finance Director
Robert A. Blackwood, Director,I1�U
Personnel and Risk Management
lll1
SUBJECT: Additional Budget Reductions Personnel Department
Pursuant to your June 11, 1992 direction to further reduce the
Personnel Department Budget by an additional $3,000, the
following reductions are submitted.
1) Account: 001-401-1203-4316/Training
Amount : <$1,800>
Service: Participation in South Bay Employment
Relations Consortium (SBERC)
Impact: The SBERC is a Consortium of 14 South Bay Cities
formed in 1988 to contract with the firm of Liebert, Cassidy
& Frierson to provide five (5) days of training for
municipal managers and supervisors. Training workshops focus
on such issues as employment discrimination, workplace
harassment, performance evaluation, conducting disciplinary
investigations, law enforcement personnel issues and
leadership techniques for supervisors, as well as other
developing issues and legislation impacting the area of
employee relations.
Depending on the workshop topic, attendance from this City is
3 - 10 employees per session with an average attendance of 5
employees per session. At $1,800 for the five session series
the cost per employee ranges from $36 to $120 (average cost
$72) .
In addition to the training workshops, the City is also
entitled to unlimited consultation with any of the labor
attorneys at Liebert, Cassidy & Frierson. This service
allows the Personnel Director, or any department director, to
obtain general or specific advise prior to formulating a
decision regarding a meet & confer or disciplinary issue.
While the necessity for these consultations is infrequent,
for the 6 - 10 calls made annually the City saved $250 - 420.
Utilization of the consultation service in essence reduces
the training cost per employee.
Elimination of our participation in the SBERC will reduce by
5 days (40 hrs) training opportunities for supervisors and
managers. This service was maintained in the initial budget
preparation because it is considered a cost-effective method
of providing some training for line supervisors and managers
when other training is being eliminated from individual
department budgets.
The Personnel Staff will attempt to provide additional
training opportunities throughout the year by utilizing
services which we can either beg, borrow or steal. The
impact of not renewing our membership in the SBERC will not
be significant until after February 1993 when the current
training cycle ends.
2) Account: 001-401-1203-4305/Office Supplies
Amount : <$500>
Service: Office Supplies/Copy Costs
3
Impact: In order to meet this reduction, the Personnel Staff
will, of necessity, decrease the use of supplies and copies.
As copy costs comprise a large percentage of charges to this
account, large projects such as MOU revisions, employee
newsletters, recruitment bulletins, etc., will be limited as
to the number of copies produced.
Account: 001-401-1204-4201/Contract Services Private
Amount : <$200>
Service: Recruitment Advertising
Impact: Although there is a selective hiring freeze,
recruitment will be necessary for any positions which become
vacant and are subsequently authorized. The specific
position which is vacant determines the level of advertising
necessary (i.e., Daily Breeze, L. A. Times, Western Cities,
etc.) Also, there are certain temporary positions which are
recruited for seasonal needs (recreational staff, summer
program parking enforcement, etc.) which require some ad
placement.
To meet this reduction, Personnal Staff will limit the amount
of ad space purchased and restrict the number of ads placed
in the Los Angeles Times which is the more expensive
alternative.
4) Account: 001-401-1203-4320/Medical Examinations
Amount : <$500>
Service: Pre -Employment Physicals
Impact: Physicals are required of all employees prior to
appointment. There are three levels of physical exams; a
basic physical for clerical/sedentary positions; an
intermediate exam for more physically demanding positions
(i.e., maintenance worker); and safety physicals. The cost
of the basic exam is $47; intermediate $129; and safety $224.
The safety physical is also required of prospective reserve
police officers.
In addition to pre-employment physicals, necessary
return -to -work evaluations following non -industrial medical
absences are charged to this account.
The reduction in this account assumes stability in employee
turnover (including police reserves) and the impact of the
selective hiring frees.
SUMMARY
Department Personnel 001-401-1203
Total Reduction : $3,000
Areas Impacted : Training $1,800
Advertising 200
Office Supplies: 500
Medical Exams 500
pers/cut
CITY OF HERMOSA BEACH MEMORANDUM
June 18, 1992
TO: Viki Copeland, Finance Director
FROM: Robert A. Blackwood, Personnel Director
SUBJECT: Impact on Unemployment Insurance for budget
reduction layoffs
Should the City Council eliminate one (1) Clerk Typist position
and one (1) Police Officer position as presented in the Police
and Fire Department's budget reduction proposal, the Unemployment
Insurance Account #705-401-1215-4186 should be increased by
$3,500
The current amount budgeted is $12,000. Projecting 26 weeks of
benefits for the two employees affected, the total impact would
be $9,980 (weekly benefit of $190 X 26 weeks X 2 employees).
With our current liability, approximately $6,000 is anticipated
to be spent on existing claims (actual amount is dependent on
when any one claimant secures employment). The remaining $6,000
budgeted is based on historical utilization.
f
CITY OF HERMOSA BEACH
INTER -OFFICE MEMO
TO: MAYOR AND MEMBERS OF THE CITY COUNCIL DATE: 6/11/92
RE: PROPOSED BUDGET CUTS FROM: MARY ROONEY, COMMUNITY
RESOURCES DIRECTOR
*****************************************************************
*****************************************************************
Listed below are the solutions proposed for the Community
Resources Department and the Cable TV Division in order to meet
the target of $14,000 in reductions that have been assigned by
the City Manager:
COMMUNITY RESOURCES DEPARTMENT
Revenue: $5,000
account #3894
other recreation programs
Impact: In an attempt to retain our current programs, staff has
analyzed those programs which have been traditionally subsidized
(the vast majority of recreation program pay for themselves) to
see if there is any potential for the addition of user fees. One
such program is the Kid's Club afterschool park program which was
offered free of charge this fiscal year. Staff recommends
charging an annual fee of $100 for participants (at the last
budget session the fees were recommended at $50 annually) which
would meet the costs of part time staffing for the program. This
fee increase will provide an additional $5,000 to the general
fund.
Council should be aware, however, that we do provide financial
assistance to Hermosa Beach youth who are in need. It is
anticipated that the requests for fee reductions and or waivers
may increase with the addition of program fees.
Reductions:
#4106 ($ 250) Overtime
#4112 ($2,182) Part time employees
#4185 ($ 135) Social Security
#4189 ($ 32)
#4201 ($ 375) Youth Theatre
#4316 ($ 250) Training
#5401 ($1,000) Equipment less than $500
total: ($4,224)
Impacts:
The final $250 cut from the overtime budget impacts the
Department's ability to utilize part time employees in excess of
their allocations during events/activities that have long hours
(i.e, excursions, special events). This means that Recreation
Specialists will have to cover additional hours at the expense of
administrative leave accruals.
As Council will recall, due to the hiring freeze, the Community
Resources Department has been operating without a Clerk Typist
allocation. Staff has already experienced the tremendous impact
of this lack of clerical support especially as participation and
registration in our programs has grown with each fiscal year. In
addition to the less efficient use of the professional staff's
time (i.e, more time dedicated to clerical tasks at the expense
of attention to programs etc.), this reduction has placed a
significant strain on our ability to keep up with day to day
routine tasks such as processing purchase orders; handling the
phone traffic and agenda cycles.
In order to offset this staffing reduction, we have been
utilizing a Senior Recreation Clerk 25 hours a week to help us to
meet our clerical demands. The reduction of $2,182 listed above
translates into a reduction of this part time allocation from 25
to 20 hours a week. The impact will of course be more of the
above. While we will do everything possible to maintain the
office operations in a professional and efficient manner, I have
concerns that clerical error rates may increase with less people
doing more work.
The $375 that will be eliminated from the contract services
account would also reduce funding for the youth theatre series
(to $625) which has traditionally run in the Spring each year.
Staff will request that the Community Center Foundation raise and
allocate funds to enhance the program's funding to the
traditional level of $1,500 - $2,000.
Reductions in the budget allocation for staff training (there
will be a remainder of $250 in the account) will mean less
opportunity for full and part time staff members to be updated on
legal, programming and professional issues as they arise.
In this round of cuts, the equipment budget has been reduced to
$0. While it is anticipated that this reduction will not have a
devastating impact on recreation services, as this is the second
year in a row of no equipment purchases, the clock is ticking
away on wear and tear for tables, chairs and other items.
Summary: At the first budget hearing, staff presented a proposed
budget that included revenue projections of $359,000 and requests
for appropriations of $367,674. With the adjustments listed
above, revenue projections have been increased to $364,000 with
appropriations reduced to $363,450.
Staff has attempted at every budget cut to maintain the end level
service to the public which in this department means maintaining
recreation programs for the community. To date, we have not
eliminated any programs on the roster (though some will be
reduced in size and/or level of funding); rather we have focused
on cutting other department expenses and when necessary have
looked to the addition of user fees in lieu of cutting what we
have evaluated to be important programs for the community.
Over two years ago, we "flattened" the organization in order to
maximize the end service to the Community. I feel confident in
stating that even without the above adjustments, we have been
providing a tremendous bang for the buck in recreation
programming and services as compared to other municipalities. A
study staff has currently submitted to the Parks and Recreation
Commission demonstrates this fact as our subsidy level (dollars
per resident) falls dramatically short of the mean. Since
participation in our programs and growth in programming is on a
positive trend, the City can take pride in the fact that we are
providing this service to the community without placing an undue
burden on the general fund.
*****************************************************************
Reductions:
CABLE TV
#4102 ($4,061) regular
salaries
#4110
#4111
#4189
total:
61) vacation/sick
61) accrual cash
534) retirement
59) Medicare
($4,776)
Impacts: Historically, the City has maintained a half time
allocation for Cable TV Coordinator. This function was
traditionally performed by an Administrative Aide in the General
Services Department.
When a half time allocation vacancy occurred in General Services,
(in recognition of the fact that the Cable TV Board would be
reinstated and that the critical period of Franchise renewal
would be forthcoming) I recommended that instead of filling that
post, that the Administrative Aide from General Services pick up
different duties and that we would recruit for a half time Cable
TV Coordinator who has expertise in the field.
Thus we have the half time position currently filled by Warren
Carter. In order to maximize the use of his time, we added
duties to the job that included acting as the City's public
information officer (press releases etc.) so that his duties
would not be limited to cable TV. The cut listed above, would
reduce his hours from 20 per week to 15 with a corresponding
elimination of his responsibilities to serve as public
information officer. The impact will be a reduction in
communication with the public for City programs (from all
departments) which has been (since Warren was hired) at an all
time high.
Council should be aware that the Franchise renewal process
requires some experience and expertise in the area which Warren
Carter has. This position carries a sunset clause with it that
means it will be re-evaluated once the renewal is completed
(October, 1993). Absent a Cable TV Coordinator, staff projects
that the City would have to retain consulting services that may
be more costly than paying for a (now) .375 employee.
Furthermore, through the RFP process, the Cable TV Coordinator
anticipates being able to have the cable company reimburse the
City for all Franchise renewal related expenses including his
time.
Summary: The Cable TV budget originally proposed revenues (from
5% Franchise fee) of $134,000 and appropriations of $21,648.
With the adjustments listed above, appropriations would be
decreased for a total request of $16,338 (does not include
retirement adjustment indicated above - it is listed under
Finance).
Respectfully Submitted:
Mar ' 4 ey
Co unity Resources Director
cc:
Parks, Recreation and Community Resources Commission
City Manager
Finance Director
i- Finance 1.
Finance
General
Services
Planning
Public
Safety
QUESTIONS/REQUESTS, 1992-93 BUDGET WORKSHOP
JUNE 8, 1992
What has the county forecast for countywide secured
assessed valuation (AV) growth been for the past few years
versus the growth in Hermosa Beach?
2. Contact the South Bay Board of Realtors for available
information relating to sales activity/volume.t?e'"7.
3. Review policy and volume of citation dismissals; review
overall parking enforcement policies with respect to
citation issuance. (This item will be agendized
separately.)
4. Compare the ratio of employees in the Planning Department
to the total number of employees (excluding Police and
Fire) for Hermosa Beach and to other similar cities.
Include a comparison of the functional responsibilities.
5. Evaluate the feasibility and cost effectiveness of
re -joining or contracting with the South Bay Regional
Public Communication Authority for dispatching services.
(This item will be provided for June 30, 1992 meeting.)
Review records management consultant contract. Can the
City defer additional work or terminate contract?
0 Finance/ 6.
City Clerk
Public
Safety
Finance
Finance/
General
Services
7. What is the training cost of raising paramedic
from the existing seven to nine?
8. Why did the Finance Department budget increase
1988-89 to 1989-90?
staffing
21% from
9. Provide comparison of citation revenue with fully burdened
expenditure of parking enforcement function to determine
return per officer. (This item will be provided for June
30, 1992 meeting.)
Provide accounts receivable aging of parking citations.
(This item will be provided for June 30, 1992 meeting.)
General 10.
Services
audit/budgetwk
FINANCE DEPARTMENT
Response to QUESTIONS/REQUESTS, 1992-93 BUDGET WORKSHOP
JUNE 8, 1992
ANSWER:
1. What has the county forecast for countywide secured assessed
valuation (AV) growth been for the past few years versus the
growth in Hermosa Beach?
County Forecast County Actual
AV Growth AV Growth
89 10.94%
90 10.39%
91 9.85%
11.84%
11.64%
9.77%
HB Actual
AV Growth
14.05%
13.15%
9.22%
Historically, the County forecast is lower than the actual growth
in assessed valuation. The forecast for 1992 is 6.68%. Applying
this growth factor to the 1991 AV for Hermosa Beach produces a
1992 AV of $1,575,062,098. The property tax levy for the past
four years has been consistently at least .23% of the AV except
in 1990-91 when it was .227% due to the implementation of a
County charge for property tax administration. Applying .23% to
the 1992 estimated AV produces a property tax estimate of
$3,622,642. The current estimate in the 92-93 budget is
$3,629,400. It is recommended that the current estimate be used
and the actual levy will be reviewed at the six month point,
Midyear Budget Review.
FINANCE DEPARTMENT
Response to QUESTIONS/REQUESTS, 1992-93 BUDGET WORKSHOP
JUNE 8, 1992
2. Contact the South Bay Board of Realtors for available
information relating to sales activity/volume.
ANSWER:
The Finance Director contacted both the President of the Board,
Mr. Mickey Turner and Betty Ryan, another Board member regarding
the request.
Mr. Turner advised that, while the primary function of the Board
is real estate listings, he is certain that some information can
be provided and will discuss with the Executive Officer when
he/she returns on June 18.
Mrs. Ryan cautioned that any information obtained is only for
multiple listings reported, meaning that single listings would
not be included and some multiple listings may not be reported at
all.
Any information obtained will be forwarded to the City Council
prior to the June 30 meeting.
Two other agencies were contacted for information - the State
Department of Real Estate and the California Association of
Realtors. The State does not track this information and the
Association of Realtors has only Los Angeles area information.
CITY OF HERMOSA BEACH
PLANNING DEPARTMENT
MEMORANDUM
TO: Honorable Mayor and Members of the City Council
FROM: Michael Schubach, P
SUBJECT: Questions / Requests,
1992
DATE: June 17, 1992
ctor
1992-93 Budget Workshop, June
The attached charts are a response to question #4 which states the
following:
"Compare the ratio of employees in the Planning Department to the
total number of employees (excluding Police and Fire) for Hermosa
Beach and to other similar cities. Include a comparison of the
functional responsibilities."
In conjunction with the attached charts, note that all the city
Planning Departments contacted perform the same functions with the
exception of transportation and/or enforcement which are conducted by
other city departments.
p/memo4
lit
Plemmimq Deparinsma Divulge(itiovall Men
Planning Director
Assistant Planner
Gude Enforcement/ '
Zoning Administration
Associate Planner
Current Planning
Planning Aide
Assist Current &Advanced Planning
Transportation $ other
Miscellaneous Tasks; Back-up for all
Contract Advanced Planner
F'evise General Plan
Adininistratve Aide
General Office Management
Transportation Administraticn;
and Budgeting
1
Part Time Intern
Assists Adrninistrati•, e Aide,
Filing, and Updates flaps
Comparision of Planning
Departments
in Nearby Cities
• PD- Planning Director, ASP= Associate Planner, A= Administrative Aide, ADP= Advanced Planner, AP= Assistant Planner, PA= PLanning Aide, PTA =Part -Time Aide, CDD= Community Development Director,
PLA= Planning Administrator, SP= Senior Planner, CE= Code Enforcement Officer, PS= Planning Secretary, SC= Senior Clerk, PP= Principal Planner, HS= Housing Specialist, RS= Rehabilitation Specialist,
Gl= Graphic Illustrator, SS= Support Staff
CityTotal
Ratio of Planning
Staff to Total City
Staff (Excluding Police and Fire
Departments)
Planning
Dept. Budget
1992.93
Total
Planning Staff
Total Cost
of Planning
Consultant Services
1991.92Planning
Total Code
EnforcementPlanning
Positions in
Dept.
Total Transportation
Positions in
Planning Dept.
1990
City
Population
Dept.
P
Organizational
Hierachy
Hermosa
Beach
4.7%
$267,767
6 1/2
0
1/2
2/3
18,219
'1PD, 1ASP, 1A,
IADP, 1AP, 1PA,
1/2 PTA
Manhattan
Beach
6.2%
$865,250
9
$78,000
(1992-93 estimate)
5125,000
1
0
32,003
' 1CDD, 1PLA,
2SP, 1ASP, 2AP,
10E, 1PS
Redondo
Beach
3.l%
$686,680
10
$210,000
0
0
59,860
1PD, 2SP, 2ASP,
2AP, 2PS, 1SC
Torrance
3.6%
$1,577,400
36
5500,000 from
planning budget;
total 51,200,000
0
4
132,382
' 1PD, 4PP, IIASP,
6AP, 4HS, 1RS,
'GI, 8SS
El Segundo
5.3%
$619,000
8
$238,000
1
1
15,149
'1PD, iSP, 1ASP,
2AP, 1PA, 10E,
1PS
• PD- Planning Director, ASP= Associate Planner, A= Administrative Aide, ADP= Advanced Planner, AP= Assistant Planner, PA= PLanning Aide, PTA =Part -Time Aide, CDD= Community Development Director,
PLA= Planning Administrator, SP= Senior Planner, CE= Code Enforcement Officer, PS= Planning Secretary, SC= Senior Clerk, PP= Principal Planner, HS= Housing Specialist, RS= Rehabilitation Specialist,
Gl= Graphic Illustrator, SS= Support Staff
June 17, 1992
City Council Meeting
June 18, 1992
Mayor and Members
of the City Council
REVIEW OF RECORDS MANAGEMENT CONSULTANT CONTRACT
At its budget workshop of June 8, 1992, Council requested a
review of the records management consultant contract and a
determination of whether or not the City could defer additional
work on the program or terminate the contract.
The contract does contain a termination clause which states that
either party, by notice in writing, may terminate at any time the
performance of services under said agreement. The contract also
contains a clause which states that the services shall be
completed within 15 months unless a different schedule is agreed
to in writing by both parties to said agreement.
Background
The records management contract was approved by Council on
October 8, 1991. The lack of a records management program was a
concern of prior city clerks for many years. The problem was not
created by the current staff or the preceding staff. It is the
result of the accumulation of 85 years worth of records without
having a uniform, systematic method of retaining those records in
an organized fashion, with a tracking system to allow for rapid
retrieval. The need for records management, as well as the need
for professional help in the development and implementation of a
program, was recognized by Councilmember Midstokke while she was
City Clerk, and the current project was initiated during her term
of office. The problem has merely compounded. The more records
we accumulate, the more unmanageable they become. The longer the
solution is delayed, the larger the problem becomes, making the
final resolution more costly and time-consuming.
A report to Council in March of 1991 included a survey on the
volume of citywide records. The total number of boxes/file
drawers was 1,440 (which would extend 900 yards, covering the
length of nine football fields). The report included a breakdown
by department. In September of 1991, a report to Council noted
the increase in the volume of records during the six-month period
-- i.e., the amount of Finance records increased by 17 boxes and
the amount of Clerk's records increased by nine boxes.
While there are obvious, direct costs associated with developing
and implementing a records program, it is important to recognize
the long-term costs of not having a program in place. Trying to
find a document without a filing system is like trying to find a
book in the library if there were no catalogue system. The time
spent searching for information is a significant waste of funds,
and the amount of valuable space we are wasting to store obsolete
or duplicate records could be put to better use.
Based on "cost -of -filing" figures reported by the Dartnell
Business Institute (covering labor, supplies, space and
equipment), and based on our volume of records determined by our
survey in March 1991, our current annual record-keeping cost for
active records alone is $155,520. With the proposed color -coded,
numbered filing system, and the use of shelf filing rather than
standard cabinets for file storage, staff labor would be reduced
by 30 percent, and record storage floor space would be reduced by
70 percent. Our new annual record-keeping cost would be reduced
to $111,057, providing an annual savings of $44,463. Eliminating
the boxes of records stored in various locations within City Hall
and off-site would obviously provide additional cost savings.
With a records management program in place, which includes a
unified filing system, procedures for the systematic purging of
inactive files, and the destruction of obsolete records, our
savings would be even higher. A standard rule of thumb when
performing records management on office files is 30 percent are
obsolete and can be destroyed, 30 percent are inactive files
which can be boxed and moved to a storage location, and the
remaining 40 percent are active records. When performing records
management on older records (those currently stored in various
on-site and off-site locations), the rule of thumb is that 50
percent to 75 percent are obsolete and can be destroyed, while
the remainder are inactive (occasionally files are found that
should be with active records).
A record is the memory of any organization and the only purpose
of filing a document is to be able to retrieve it later when it
is needed. It is now estimated that the average cost of each
misfiled record is over $100. One lost record not only creates
delays, it can often necessitate that the work be redone. A good
system will save money through more efficient processing and
management of information, and can save about 30 percent in staff
time now needed to access and maintain the files, which would
allow for more effective use of staff's time. We also have an
obligation to our citizenry to have our records in good order to
avoid the potential for any legal problems, which could be far
more costly than any amount of money that may be spent on a
records management program.
The records manager in Redondo Beach noted that the decision to
finally hire a consultant and implement their records management
program was prompted by two law suits against that city. One
pertained directly to record retention and the other was the
result of an injury to a staff member trying to retrieve a
document (boxed stacked floor to ceiling toppled over, knocking
the employee from a ladder onto the floor). The same potential
liability issues exist here, and a law suit could easily far
exceed any amount of money this program might cost.
Status of Records Management Program
Under the current contract, compensation to the consultant is
$50,000, with monthly payments of $3,333, plus reimbursement for
all direct expenses, up to a maximum of $2,500. We are about
6-1/2 months into the program now (services commenced in December
of 1991) -- we will be 7 months into the program at the end of
the month. To date, $20,512.50 has been paid to the consultant,
and another billing in the amount of $3,333 (for the month of
June) is expected prior to the end of the fiscal year, for a
total of $23,845.50 paid to the consultant out of the FY 91-92
budget, with a maximum expenditure of $28,654.50 during FY 92-93
for the eight months remaining under the contract.
Most of the services performed by the consultant to date have
been in the design phase of the program (i.e., the development of
a citywide filing system, which was created using the inventory
prepared by each department at the direction of the consultant,
and revised where necessary based on staff input). The filing
system (which is the only work product we have in -hand at this
time) is the basis for the development of the cross-reference
guide (being developed by the consultant now) and the retention
schedule (the next document to be prepared). The procedures
manual for the active records program and the inactive records
program, the systematic destruction of obsolete records, the
disaster recovery program, etc. would come from the consultant at
a later date.
We have begun the process of sorting through the records --
separating active from inactive, and creating a master list of
actual files (active records) that will also be used for the
preparation of file labels, which would then be followed by the
actual conversion process. This work is being done on Saturdays
by the City Clerk, the records coordinator from the departments
being worked on, and volunteer assistance (to avoid the
expenditure of hiring temporary employees). This work is
currently underway in the offices of Personnel and City Clerk,
with the intent of moving through each department in the same
manner. The Personnel Department (one of the simpler, more
straightforward departments) is nearly complete. Due to the
diversity and the higher volume of records in the Clerk's office,
it is one of the more difficult departments to do and the process
will take longer.
Analysis of Terminating Contract
If the contact is terminated at this time, the only completed
work product the.City would have is the filing system guide, and
possibly the cross-reference guide (depending on its status at
the time of contract termination). Since most of the work to
date has been in the design phase, rather than the development of
physical work products, unless we continue at a later date with
the same consultant to complete the program, much of the money
spent to date would be lost if we had to start over in the
process at some future date.
Also, if the project is stopped at this point and delayed for a
year or more, most of the weekend volunteer and staff work done
so far will have to be re -done, since the list of active records
will change. Without the cross-reference guide, the numbered
filing system cannot be implemented. Without the inactive
records program, there would be no procedure for purging inactive
files from the active records and processing those inactive
records. Without the retention schedule, there would be no
destruction schedule for obsolete records and no authority for
their destruction.
Alternatives
To fully implement the program, open space filing equipment and
supplies are necessary. The open space filing equipment would
maximize the benefits of the color -coded, numbered filing system
that has been developed. The supplies (file folders, labels,
etc.) would make the system operational. The requested dollar
amount in the budget was $40,000, with an estimated $9,000 for
supplies and $31,000 for equipment for the citywide program.
If we continued with the contract and developed the full program
and purchased the needed supplies ($9,000) to convert to the new
system, without purchasing the needed filing equipment at this
time, we would have a system that is operational, even though we
would be lacking the full benefits of the color -coded, numbered
filing system. Two -tab file folders are available (top and side
tabs) for labeling during the conversion process, so that the
files could be moved into the new equipment when it is purchased
without the expenditure of additional supplies at the time they
are moved. The equipment could then be phased in, as funds
permit, without losing all of the efforts made to date to
implement the system. Filing equipment for the vault only (the
area most in need of equipment) is estimated at $8,000.
If we continued with the contract and developed the full program,
but put the purchase of filing equipment and supplies on hold, we
would have in hand a full program that would be ready for
implementation at any time. Efforts toward implementing the
program would be put on hold, since much of the work would be a
waste of effort that would need to be repeated at the actual time
of conversion.
It is important to remember that creating and implementing a
records management program is a one-time expenditure. It is an
investment in the future, which will pay for itself many times
over in the years to come. The cost of not having a system is a
continual drain on the City's resources and a potential
liability. While I certainly share Council's concern regarding
expenditures at this time, the significant cost of not having the
program cannot be ignored.
Elaine Doerfli g, y Clerk
PZCO2D Eti Ci
Section 13. Taxes.
The CONSULTANT shall have full and exclusive liability for the
payment of any and all taxes and contributions for unemployment
insurance, retirement benefits, life pensions, annuities and
similar benefits which may not or hereafter be imposed by law or
collective bargaining agreements with respect to persons employed
by the CONSULTANT for performance of work under this Agreement.
Section 14. Insurance.
The CONSULTANT agrees to provide evidence satisfactory to the
CITY of insurance coverages with CITY designated as an additional
named insured, with the provision that such insurance shall be
primary for any loss or injury arising from the CONSULTANT's
performance of this Agreement, and further providing for 30 days
notice prior to any cancellation or material change, to be
maintained in full force and effect for the duration of this
Agreement, as follows:
A. Comprehensive General Liability: $1,000,000 combined
single limit for bodily and personal injury, injury to or
destruction of property, including loss of use resulting
therefrom;
B. Automobile Liability Insurance: $100,000/$300,000 limits;
C. Worker's Compensation Limits, as required by the Labor
Code of the State of California, should CONSULTANT hire employees
to perform under this Agreement.
The CITY agrees to reimburse CONSULTANT for additional coverages
required by the CITY but not listed specifically above.
Section 15. Indemnification.
The CONSULTANT hereby agrees to save, hold harmless, defend and
indemnify the CITY and its officers, agents and employees from
any and all liability or claim of liability, including attorney
fees, arising by reason of personal injury, death or property
damage and resulting from or arising out of or in consequence of
CONSULTANT's negligent acts, intentional acts, errors or
omissions in the performance of services under this Agreement.
Section 16. Termination.
Either party, at its option, by notice in writing, may terminate
at any time the performance of services under this Agreement.
Upon receipt of any such notice, the CONSULTANT shall immediately
discontinue services and deliver to the CITY all completed work
and work in process, including preliminary drafts and
organizational plans. In the event of such termination, the
Clint 01? IHI1EI18MOSA
I:;
EACH MEMORANDUM
June 17, 1992
TO: Frederick R. Ferrin, City Manager
Viki Copeland, Finance Director
FROM: Steve S. Wisniewski, Director of Public Saf
RE: Questions/Requests from the June 8, 1992 Budget Workshop
*****************************************************************************
WHAT IS THE TRAINING COST OF RAISING PARAMEDIC STAFFING FROM THE EXISTING SEVEN
TO NINE?
Staff has determined that the costs necessary to increase the number of Paramedics from
seven(7) to nine(9) would be:
Training $6,000 : Tuition to Harbor General and Daniel Freeman is $3,000 per student.
Salary $3.000: This would be the amount of annual salary increase for funding two
additional paramedics.
Total $9,000
FINANCE DEPARTMENT
Response to QUESTIONS/REQUESTS, 1992-93 BUDGET WORKSHOP
JUNE 8, 1992
8. Why did the Finance Department budget increase 21% from
1988-89 to 1989-90?
ANSWER:
Part-time personnel were used in 1989-90, at a cost of $5,600,
primarily to stay current with citation payment processing during
turnover in the Account Clerk positions. No part-time personnel
was used in 1988-89.
Contract service costs increased by $18,891 in 89-90 due to
several factors - the implementation of sales tax auditing;
review/audit of Southwest Towing and Allright Parking;
independent auditor costs related to review of the Certificates.
of Participation (COP'S) on Hermosa Plaza and preparation of the
Comprehensive Annual Financial Report (CAFR) for the first time;
first billing for the consulting firm who updated the user fee
study. These extraordinary costs did not occur in 1988-89.
Additionally, 1989-90 was the first year insurance charges
($7,978) were shown in each department, which also skewed the
costs as compared to 1988-89.
Adjusting 1989-90 for these costs would leave an increase from
1988-89 to 1989-90 of 6% overall.
audit/budwkans