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HomeMy WebLinkAboutAgenda Packet - CC - 2009.02.25 CITY G BURLINGAME ORATED JUNE*' The City of Burlingame City Council Budget Policy Study Session Wednesday, February 25,2009, 6:00 p.m. Burlingame Recreation Center, Lounge 1 AGENDA I. Call to Order and Roll Call (6:00)—Mayor Ann Keighran II. Mid-year Budget Report (6:05)—Jesus Nava, Finance Director/Treasurer a. FY 08-09 Revenue projections vs. actual b. FY 08-09 Expenditure levels and projections c. Review of the General Fund Budget Model III. Capital Improvement Needs (6:15)—Syed Murtuza, Public Works Director IV. Budget Policy Issues (6:45)—Jim Nantell, City Manager a. Budget Assumptions b. Budget Reductions c. Budget Suggestions Referred from Goals Session d. Other Budget Policy Issues V. Break(7:25) VI. Labor Groups Comments (7:30) VII. Public Comments (8:00) VIII. Council Direction (8:15) a. Budget Assumptions b. CIP Funding c. Budget Reductions IX. Adjournment (9:00) Note: Time frames and sequence of discussion is tentative and may be changed by the Council CITY OF BURLINGAME TO: Mayor Keighran and Council Members DATE: February 21, 2009. FROM: Jim Nantell, City Manageton SUBJECT: Council Budget Study Se As we come to grips with the ramifications of what promises to be the most impactful economic challenge in the careers of any of our Burlingame employees and I suspect our Council Members the decisions we are making will not only be difficult but will have lasting impacts on the organization and the community we serve. Because of the many variables and unknowns staff believes that it is highly likely that we may need to return to the Council for an update and possible modified direction sometime between now and the Council Study Session to review the proposed budget in late May. For example,two important pieces of information that we don't have at this point is the final calendar quarter sales tax revenues and the ERAF Refund. That information could adversely impact our current projection of revenues. Budget Reductions As the council will recall in January you authorized expenditure reductions of$2 million necessary to ensure a balanced 2008 - 2009 budget. Roughly speaking, $1 million of those reductions were associated with delaying capital improvement projects,while the remaining $1 million was associated with reduction in operating budget expenditures. As we move forward in planning for the new fiscal year of 2009-2010 it appears that in order to balance the operating budget we need a total of$3 million in operating expenditure reductions. Even after implementing those$3 million reductions there will be no money available for general fund capital improvement needs. Any funding of general fund capital improvement needs for the new fiscal year will require additional reductions. The major focus of this year's budget study session is the budget reduction matrix (Attachment A). In reviewing the matrix it is important to point out that all departments were instructed to develop reduction options equal to a 5%reduction,which is reflected in"Tier 4" on the matrix and an additional 5%reduction which is reflected in the matrix columns marked"Tier 5"and"Alternates"on the left-hand side of the attached matrix. You will also note that a number of items in Tier 4 are labeled"BBA" (and highlighted in yellow) which indicates that they were reductions authorized by the City Council as part of the current fiscal year budget balancing actions. Those reduction items labeled a BBA, as well as,the reductions listed in tiers four and five total $3.2 million,the amount currently anticipated necessary to balance the new fiscal year operating budget. Although the council may reconsider any reductions labeled"BBA"the major focus of the review for Wednesday night is on tier 4 and 5 reductions that were not part of the budget balancing actions of January. Relative to the goal of balancing the new fiscal year operating budget,we are not recommending those items shown in the"Alternate Ideas"column. Those are reduction options that were developed, and not currently recommended by the department had team but are available for the council to consider in lieu of a recommended reduction shown in tiers four and five and/or to fund some CIP projects. CIP Funding The City Council is to be commended because despite the economic downturn of 2001, the City of Burlingame is one of the few cities in this county that has continued to make a general fund investment in our capital improvement needs. However,as the Council knows, since 2003 we have been unable to make the minimum target of$4 million contribution of general fund money into our capital improvement program. For the first time in over 30 years we are now faced with the prospect of having no general fund money available for capital improvement needs. Staff has identified capital improvement needs for the new fiscal year of$3.4 million(see Attachment B.) Given the fact that funding general fund capital improvement will require additional budget reductions, staff has reduced that list to $1,085,000 of priority general fund capital improvement needs for the new fiscal .year. Should the Council concur with the recommendation to fund those priority needs it would be necessary for us to implement the reductions that are shown in the "alternatives"column and highlighted in the buff color on the reductions matrix. Residential Sidewalk Repairs Many in the community continue to urge the Council to reinstate the residential sidewalk repair program which our Public Works staff estimates to be a$500,000 annual cost. Given the extent of our revenue reductions and unfunded community needs (attachment C) and the fact that it is an optional city service we have not included it in the $1,085,000 priority CIP for 2009-2010. Should the Council prefer,there area number of alternative approaches to respond to the ongoing call for funding residential sidewalk repairs. 1. Select an additional number of reductions from the alternate column that would fund the desired amount. 2. Approve the recommended reductions from the alternate list and should the storm drainage fee be approved by the property owners,use up to $500,000 of the $770,000 included in the priority general fund CIP for storm drainage improvements to fund a one year residential sidewalk repair program. 3. Proceed with either alternative#1 or#2 above with the proviso to revisit it at the end of the calendar year to ensure that no further budget reductions would be required based on a continued decline in revenues. 4. Place an advisory measure on the November ballot that would ask the voters to indicate there preference from the following alternatives: a. Implement an identified package of service reductions as a means to provide the ongoing}fanding for residential sidewalks, b. Pursue an annual community wide sidewalk assessment fee at$1 per linear foot of residential sidewalk; c. Continue with requiring private property owners to be responsible for the sidewalk repairs. 5. Pledge to use a portion of the additional 2%Hotel tax fee to fund residential sidewalk repairs. 6. Implement a 500/o/50% cost sharing program for residential sidewalk repairs. Staff would recommend either alternative number three or four above. The Artificial Turf Field for Bayside Park Although the $3.4 million list of CIP needs for the new year includes the $150,000 that was cut from the current year CIP funding to match youth group funding raising for an artificial turf field for Bayside Park it is not included in the priority CIP funding list of $1,085,000. However if the Council still desired you could direct staff to use some portion of the $275,000 that was ear marked by the Council last year for the Bayside field improvements to under take the engineering work to determine the feasibility and cost associated with installing an artificial turf field at Bayside Park. Doing that work would provide the necessary information to see if the project is financially feasible. Budget Assumptions Obviously the economic situation makes it very hard to project revenues. Based on our experience to date we have used the following assumptions to forecast our revenues (Attachment D). 1. Sales Tax—we are projecting a 15%below budgeted figure in sales tax revenues for the current fiscal year and assuming it will remain flat in the new fiscal year. 2. Hotel Tax—Despite a great start in the first four months of the fiscal year,the last three months indicates a trend of a 10% decline in TOT and we are assuming it will remain flat in the new fiscal year. 3. Property Tax—we were recently notified by the County that county wide they have received 45,000 requests for decreased in assessed value of properties. We are therefore assuming we will achieve this year's property tax revenues as budgeted but assuming no growth in the new fiscal year. In summary we are using the"prayerful projection"for revenues. We are praying that they will decline no more but anticipating they will not rebound in the next year. Based on current activities one would probably bet that it is more likely they will decrease than it is that they will increase next year. Hiring Freeze During a past Council meeting there was a question on the advisability of my imposing a hiring freeze on all vacant positions. As your City Manager my experience is that an across the board hiring freeze is not in all cases the most cost effective way to manage in an economic downturn. For example as you may recall from our discussion last year not replacing a vacant police officer can lead to prolonged use of over time to cover that vacancy at a greater cost to the city. The policy that we have in place today is what a colleague of mine referrers to as a "hiring chill". Practically speaking it is like a hiring freeze but it avoids all the complaints of unfairness from employees when in the rare case that I find, based on my view of what is best for the operation of the organization,the need to authorize (as I did recently)the hiring of a police officer or some other position in the City. I have also allowed, for example when Mary Ellen assumed the Clerk duties,the hiring a per diem employee at a lower salary level to fill in thereby allowing us to keep the position open for either reduction or as a"softlanding"for another employee that would otherwise be laid off. Most City Managers I know who announce a"hiring freeze"mean no replacement of a vacant position without authorization from the City Manager, which is what we have in place at this time. Guiding Principles A recent report issued by the International City Manager's Association and Alliance for Innovation shared the following guiding principles for Navigating the Financial Crisis: 1. ... Do not trim capital projects(as long as they don't have significant additional impact on the operational budget. 2. Avoid across the board cuts that takes funds away from higher priority programs and services... 3. If reducing positions, avoid eliminating only vacant positions that either randomly distribute vacancies or leave high turn over areas severely understaffed. 4. Lead inclusively and encourage creativity and engagement at all levels of the organization rather than tighten controls and making top-down decisions. 5. Draw on the organization and the community's ideas and support and use the crisis to identify how the organization can be strengthened. As staff moves forward to develop the new year budget there will be additional ideas and discussions with many stakeholders such as our labor unit leaders. Attachment E is n additional list of a number of Alternate Ideas that have been suggested and could replace cuts shown on the recommended list. For example I intend to implement a change in the management resources used to manage Parks and Recreation Department in hopes of avoiding one or more reductions currently on the recommended list. Consequently it is important that we see the plan to balance next fiscal year budget as an evolving one that will be modified along the way to the version we present to the Council at the end of May. Therefore although the Council's direction at this time is very important, I would caution anyone to see it as cast in concrete. Additional Principles that we feel should be used to guide our decisions are: I. Service to the Public is priority 2. Layoffs are a last resort 3. Manage vacancies as opportunities as potential"soft landings" for impacted employees. 4. Spread the"pain" (loss of resources) as fairly as possibly. 5. Reductions that can realistically be implemented. 5 Attachment A /`li Tiers 4 & 5 Revised - After Budget Balancing Act February 19,2009 City Attorney Alternate On-going One-Time FTE Reductions 2009-10 Tier 4 Tier 5 Ideas Item Title Description Impact Statement Impacts Impacts =1P PT PTS Total 2008-09 Impact Recommend BBA 1 Regular Salaries Salary&benefits savings 10,000 0.00 10,000 4,879 2 Part-Time Salaries Savings from part-time salaries 4,879 0.00 4,879 14,000 3 Professional and Special Services 14,000 0.00 - q 0.00 so $4,879 $14,000 SUBTOTAL 18,879 10,000 0.00 0.00 0.00 0.00 10,000 4,879 City Clerk Alternate On-going One-Time FTE Reductions 2009-10 Tier 4 Tier 5 Ideas Item Title Description Impact Statement Ire acts Impacts F PPT PTS Total 2008.09 Impact Recommend BBA 5 Downgrade vacant Administrative Six months savings from downgrade of City Clerk will not have access to Admin 20,000 0.00 10,000 20,000 Secretary to Office Assistant I classification. Administrative Secretary Secretary. Will need to use a portion of appointed City Clerk Office Asst I time for administrative help. BBA 6 City Clerk Salary reduction of City clerk position due to 8,526 0.00 8,526 appointment at lower Salary Step due to current City Clerk retiring in December 2008. 7 0.00 $0 $0 SUBTOTAL 20,000 8,526 0.00 0.00 0.00 0.00 18,526 20,000 City Council Alternate On-going One-Time FTE Reductions 2009-10 Tier 4 Tier 5 Ideas Item Title Description Impact Statement impacts Impacts F PPT PTS Total 2008-091moact Recommend 2,875 8 Cut Travel,conferences and meetings by Cut Travel,conferences and meetings by This would reduce from$5,750 and to 2,875 0.00 2,875 50% 50% $2875 would not cover the typical travel costs for the council. It would probably only allow for 1 of the five council to go to the Progress Seminar. 1,000 9 Cut Travel,conferences and meetings by Cut Travel,conferences and meetings by an This would reduce from $2,875 to$1875 1,000 0.00 1,000 an additional 1000 for 1875% additional 1000 for a total of$1875 and would only fund half of the monthly Council of Cities meetings for each Council member. 3,000 10 Reduce increased funding for This would cut$3,000 of additional funding This would reduce from current$7000 to 3,000 0.00 3,000 Commissioners dinner by$3,000 that was transferred from other budgets to $4000. Would require we move to provide more funding for Commissioners Community center unless hotels give us a dinner that was becoming hard to manage deal. win in budget. BSA 11 Cut Council Office Expenses by 50% Cut Council Office Expenses by 50% Reduces funds available for business 1,250 0.00 1,250 1,250 cards,mailings,and other office supplies used to support the Council. 1,000 12 Cut an another$1000 from Council Reduces the funding for the Commissioners This would reduce from current$4000 to 1,000 0.00 - special department expenses Dinner by another$1000 $3000. Would change to a Council barbecue or Wine and Cheese reception. 1,000 13 Cut an additional$1000 of Special Reduces the funding for the Commissioners This would eliminate any Commissioners 1,000 0.00 - department expense Dinner by another$1000%. event and would leave a total of$3000 for things like the reorganization meeting. 2,000 14 Out all of the Special department Eliminate all funding for special department Leaves only$1000 of special department 2,000 0.00 - expense funding expense expense money for thisngs like Council reorganization,plaques,commissioner badges,etc. 09-10 Budget Actions-Feb 19 2009.xisBudget Reductions 1 2/21/200911:52 AM Tiers E0. & 5 Revised - After Budget Balancing Act February 19,2009 BBA 15 Budget does not fund the tree lighting City needs to secure an additional$3000 to 0.00 Funds for Tree ceremony.Direct costs for 2003 were $4000 to fully cover expenses. In addition Lighting are not $9,000.City received$3,000 in we currently have parking enforcement staff currently sponsorships. Council and community adjust their schedules and therefore lose budgeted from should be aware that the budget does not about$2600 in parking citations that would any one account include funds to cover the gap. otherwise be collected. So to really cover the event's costs we would need to double this year's donations. 16 $6,875 $4,000 SUBTOTAL 12,125 - 0.00 0.00 0.00 0.00 1,250 8,125 City Manager Alternate On-going One-Time FTE Reductions 2009.10 Tier 4 Tier 5 Item Title Description Impact Statement Ideas Impacts Impacts F PPT PTS Total 2008-091mpact Recommend BBA 17 Reduce intern funding by 66% Cut 66%of part time funds Reduces 66%of the funding for the intern 20,000 0.00 10,000 20,000 and back up for the single support person in the City Managers office. 5,000 5,000 18 Eliminate all part time funds in CM office Reduce part time funds to 0 Eliminates any money for back filling 10,000 0.00 5,000 Exact.Asst.when on vacation,or otherwise out of the office. 600 19 Eliminate travel and conferences funding cut$600 from$2000 budget item Eliminates what little funding there was to 600 0.00 600 participate in professional conferences and meetings. Reduces ability to stay up on emerging trends and practices and professional contacts. 1,020 20 Eliminate any funding for dues and Eliminates what little funding there was 1,020 0.00 - membership for membership and dues. Reduces ability to stay up on emerging trends and practices and professional contacts. 1,000 21 Reduce Office supplies by 25% Cut office supplies by from 3978 to 2978 Reduces funding for paper,and other 1,000 0.00 1,000 supplies. 5,000 22 Cut City Manager's Salary by 5000 Would be part of a citywide agreed upon 5,000 0.00 salary reduction that may be very hard to get commitment to and would place CM more than 12%behind salary market median. 23 0.00 $0 $6,600 $11,020 SUBTOTAL 37,620 - 0.00 0.00 0.00 0.00 10,000 26,600 Community Development Alternate On-going One-Time FTE Reductions 2009-10 Tier 4 Tier 5 Item Title Description Impact Statement Ideas Impacts Impacts F PPT PTS Total 2008-09 Impact Recommend BBA 24 Partially fund Planning Division staff Upon creation of the"Building Inspections More accurately accounts for the time 72,000 0.00 72,000 72,000 salaries and benefits,including the Fund"by the Finance Department;fund spent by the Community Development Community Development Director 10%of the Community Director,10%of the Director and Planning Division staff in the position,from"Building Inspections Planning Manager,5%of the Senior performance of duties related to the Fund". Planner,5%each of the two Associate operations ofthe Building Division's Planners and 5%of the Administrative functions. For FY 09-10,savings would Secretary positions,including salary and be$116,000 assuming that Planning benefits,from this fund. 100%of the Division Plan Check fees are increased positions are currently funded from the by 10%to be consistent with plan check Planning Division's budget. fees collected by other reviewing departments. 8,600 25 Eliminate"Overtime"payment to Planning In lieu of payment of overtime to personnel Will result in minor reductions in the level 8,600 0.00 £3.600 Personnel for attendance at meetings attending the twice monthly Planning of service to the public since staffing in outside of the normal work day. Commission meetings,and other meetings the Planning Division would periodically as needed,staffs work schedules could be be reduced during normal business adjusted to compensate for those times hours. Assume this would become where work outside of normal business effective January 1,2009 for the second hours occurs. 1/2 of FY 08-09. BBA 26 Reduce Planning Division's"Office The Planning Division is utilizing somewhat There would be no excess funding to 8,000 0.00 4,000 8,000 Expenses" less of this fund than anticipated. meet any extraordinary costs that may be Maintenance of the existing expenditure antipated in the future from this fund. level will result in cost savings. 09-10 Budget Actions-Feb 19 2009.xlsBudget Reductions 2 2/21/200911:52 AM Tiers 4 & 5 Revised - After Budget Balancing Act February 19,2009 BBA 27 ReducePlanning Division's"Printing The Planning Division is utilizing somewhat There would be no excess funding to 12,000 0.00 3,000 12,000 Charges" less of this fund than anticipated. meet any extraordinary costs that may be Maintenance of the existing expenditure antipated in the future from this fund. level will result in cost savings. BBA 28 Reduce Planning Division's"Special This fund is intended to be utilized for Minimal impact upon the division's 7,000 0.00 7,000 7,000 Department Expsnse" software and hardware purchases,as need; operation is expected. and for maintenance of existing software. $5,000 will be needed to cover the expense of ArcView software maintenance. BBA 29 Reduce Planning Division's"Travel, This fund has not been used yet during FY No impact upon division's operation. 2,000 0.00 2,000 2,000 Conferences&Meetings" 08-09. Retention of$1,000 in this account will permit for limited training opporunities. BBA 30 Eliminate"Commissioners Travel" This fund has not been used during FY 08- No impact upon division's operation. 2,000 0.00 2,000 2,005- 09,and historically has been minimally used. BBA 31 Eliminate"Commissioners Education" This fund has not been used during FY 08- No impact upon division's operation. 2,000 0.00 2,000 2,000 09,and historically has been minimally used. 28,000 32 Eliminate part-time Code Enforcement The Planning Division funds a part-time Loss of this position would impact the 28,000 0.25 0.25 28,000 position in the Planning Division. position(roughly 10 hours/week)to workload of existing full-time Planning investigate violations of the Zoning Division personnel who would be called Ordinance. upon to add this duty to their already heavy workloads. Assume this would become effective in January,the savings would be 14,000 for the second 1/2 of FY 08-09, 50,000 33 Eliminate part-time Economic The Economic Development Specialist was Retention of this position is likely to be a 50,000 0.50 0.50 Development Specialist position in the hired during FY 08-09 to assist serve as a keen interest of the City Council. Loss of Planning Division. liaison between the City and the business the position would result in the community in order to promote Burlingame Community Development Director as a place to do business and to assist local necessarily attempting to assume some businesses in navigating the local of the functions of this position. regulartory process. Assuming this would become effective in January,the savings would be 25,000 for the second 1/2 of FY 08-09. 87,516 34 Reduce staffing in Building Division- Currently,the Building Division employes Elimination of one Building Permit 87,516 1.00 1.00 87,516 Eliminate one Permit Technician Position two Building Permit Technicians that are Technician would likely cause the need to responsible for issuance of all permits, further limit the hours that the public collection of fees,recordkeeping,and other counter is open in an effort to provide public counter customer service operations time for the remaining Technician and of the Division. The Building Division's other staff to complete work that would workload has not significantly decreased have normally been done by the team of during the past two fiscal years, two Technicians. Assume this would become effective January 2009,the savings would be 43,758 for the second 95.,992 35 Reduce staffing in Planning Division- Currently,the Building Division employes a Elimination of one of the 95,992 1.00 1.00 Eliminate one Planner Position Planning Manager,a Senior Planner,and Assistant/Associate Planner positions two Assistant/Associate Planners. The would likely result in a limitation on the Planning Division's workload has not number of hours that the public counter significantly decreased in the past two fiscal could be open for service,increase the years. amount of time necessary for permit processing,and other resulting impacts that may be attributed to the necessity to shift the workload amongst remaining staff. Additionally,given the current budget crisis,in-house staff will be required to complete implementation of the new Housing Element and Burlingame Downtown Specific Plan with in-house staff(i.e.no outside contract staff assistance),a further impact upon already limited staff resources. Assume this would become effective January 2009,the savings would be 47,996 for 36 0.00 $36,600 $87,516 $145,992 SUBTOTAL 375,108 - ..00 0.75 0.00 2.75 92,000 229,116 09-10 Budget Actions-Feb 19 2009.xlsBudget Reductions 3 2/21/200911:52 AM Tiers 4 & 5 Revised - After Budget Balancing Act February 19,2009 Department Heads Tier 4 Tier 5 Alternate Item Title Description Impact Statement On-going One-Time FTE Reductions Ideas 2009-10 Impacts Impacts F PPT PTS Total 2008-09 Impact Recommend 55,000 37 DH salary freeze for 1 year(no catchup) DH salary freeze estimated to be$55K for 1 personal salary impact 55,000 0.00 55,000 year 22,000 38 Suspend professional development Suspend professional development Impact on professional reimbursement 22,000 0.00 22,000 contribution to the DH for 1 year contribution to the DH for 1 year 6,000 39 Employee pickup 5%of medical Consider reduction of medical contribution Increased out of pocket cost to employee 6,000 0.00 6,000 contribution premium by 5% to fund health care expenditures $0 $83,000 $0 SUBTOTAL 61,000 22,000 0.00 0.0011 0-00 .000.00 0.00 - 83,000 1 t Finance Department Alternate On-going One-Time FTE Reductions 2009-10 Tier 4 Tier 5 Item Title Description Impact Statement Ideas Im acts Impacts F PPT PTS Total 2008-09 Impact Recommend BBA 40 Transfer of additional 15%of Finance A total of 25%of the Finance Director's The Finance Director is the SBWMA 35,000 0.00 35,000 35,000 Director's Employee Costs to Waste Employee Costs will be charged to the Board Member representing the city. The Management Fund Waste Management Fund, Currenity 10%is time required to serve in this capacity has being charged. increased to 25%of Director's time. BBA 41 Downgrade vacant Administrative Twelve months savings from downgrade of Finance Director will not have access to 20,000 0.00 10,000 20,000 Secretary to Office Assistant I classification. Administrative Secretary Admin Secretary. Will need to use a appointed City Clerk portion of Office Asst I time for administrative help. BBA 42 CaINET-2 Telephone Service Repricing Reviewed all telephone services and No impact. Identified all tariff priced 20,292 0.00 10,000 20,292 renegotiated reduced telephone service phone services and moved them to new prices under new CaINET-2 Agreement. pricing structure for lower rates. Savings total$20,292 annually. 4,000 43 Fiscal Agent Services for San Mateo REVENUE:City currently acts as fiscal New revenue source for Finance 4,000 0.00 4,000 County/Silicon Valley Conventions and agent for CVB Department Visitors Bureau 44 0.00 $0 $4,000 $0 SUBTOTAL 79,292 - U.'. 0.00 0.00 0.00 55,000 79,292 Fire and Disaster Preparedness Alternate On-going One-Time FTE Reductions 2009-10 Tier 4 Tier 5 Item Title Description Impact Statement Ideas Impacts lmfpa.ts F PPT PTS Total 2008-09 impact Recommend BBA 45 Reduce staffing on Truck 34 from 4 to 3 By not filling first overtime spot we can Reduction of our firefighting efficiency. 267,150 0.00 116,724 267,150 personnel for 325 days. 142 day total reduce staffing on Truck 34 by one Requires discussion with labor group to shown as 2008-09 impact. firefighter. Current[AFF contract requires suspend staffing agreement. 40 truck staffing at 4 personnel. savings of$445,250 total to Hillsborough (178,100). 09-10 Budget Actions-Feb 19 2009.x1sBudget Reductions 4 2/21/200911:52 AM Tiers 4 & 5 Revised - After Budget Balancing Act February 19,2009 133,164 46 Brownout Engine 35 or 36 fora total of Eliminate an engine company whenever Reduction of our firefighting effciency and 133,164 0.00 54 days per year(Summer months) there are 3 or more personnel on leave. We the number of company fire inspections in would reduce our overtime costs to maintain the downtown area. Extended response reduced level of in-service companies. This times for engine company responses in would move from five engines and one truck the surrounding areas. This will impact company to minimum staffing of four our neighboring agencies which may engines and one truck company. result in demand for cost recovery. Impacted neighborhoods and hotels may cause need to have discussions at City Council meetings. Could see decrease in Paramedic reimbursement from the Pre- Hospital JPA due to one less ALS company(agreement is for 6 in Central County FD's jurisdiction @$36,000 per unit). 40%savings of$221,940 total to Hillsborough($88,776). 18,659 47 1 day per month furlough for all 40 hour All 40 staff personnel would take 1 day Reduced administrative productivity, 18,659 0.00 - personnel for 6 months (Burlingame EE's unpaid leave per month. This would only possible payroll problems with less staff, only) apply to those who are Burlingame EE's. slower counter time for contractors,less REQUIRES meet&confer on this decision. Fire Prevention inspection time,less training and EMS oversite. EMS oversite is a shared position that will impact our partners. Does not include HBO staff, however 40%savings of$31,098 total goes to Hillsborough(12,439). BBA 48 Reduce operational expenses by 5% Decrease in operational spending. Reduce Reduction in training programs and 21,954 0.00 21,954 21,954 training,travel,membership dues, opportunities;less involvement at county, maintenance expenses state,and national level;decreased maintenance of tools and apparatus. 40%savings of$36,590 total to Hillsborough(14,636). BBA 49 Reclassifiy 1 Firefighter to Float Captain Promote one firefighter to Float Captain who Reduced overtime costs to cover vacancy 12,600 0.00 12,600 12,600 will cover long term disability leave for created by long term disability leave of Captains. captains. The savings between FF and Captain overtime will cover the 5% increase of the promotion and allow additional savings. 40%of$21,000 BBA 50 Reduce work hours for Disaster Prep Cut Disaster Prep Coordinator's hours by Reduced Coordination for the City. Cut 4,000 0.00 4,000 4,000 Coordinator by 10%. 126 hrs to achieve 5%reduction back in number of training sessions offered in CERT,Get Ready,and other training programs. 13%reduction in hours. (reduced to 10 days per month) Burlingame only. 464,175 51 Brown out Engine 35 or 36 for an Eliminate an engine company whenever Reduction of our firefighting effciency and 454,175 0.00 464,175 additional 188 days(total of 242 days per there are 3 or more personnel on leave. We the number of company fire inspections in year-52%of available time)to achieve would reduce our overtime costs to maintain the downtown area. Extended response additional 5%reduction. reduced level of in-service companies. This times for engine company responses in would move from five engines and one truck the surrounding areas. This will impact company to minimum staffing of four our neighboring agencies which may engines and one truck company. result in demand for cost recovery. Impacted neighborhoods and hotels may cause need to have discussions at City Council meetings. Could see decrease in Paramedic reimbursement from the Pre- Hospital JPA due to one less ALS company(agreement is for 6 in Central County FD's jurisdiction @$36,000 per unit). 40%savings of$773,625 total to Hillsborough($309,450). l 09-10 Budget Actions-Feb 19 2009.xlsBudget Reductions 5 2/21/200911:52 AM Tiers 4 &c 5 Revised - After Budget Balancing Act February 19, 2009 - 18,659 52 1 day per month furlough for all 40 hour All 40 staff personnel would take 1 day Reduced administrative productivity, 18,559 0.00 personnel for 12 months (Burlingame unpaid leave per month. This would only possible payroll problems with less staff, EE's only) apply to those who are Burlingame EE's. slower counter time for contractors,less REQUIRES meet&confer on this decision. Fire Prevention inspection time,less training and EMS oversite. Does not include HBO staff,however 40%savings of$31,098 total goes to Hillsborough (12,439). 21,954 53 Reduce operational expenses by an Decrease in operational spending by a total Reduction in training programs and 21,954 0.00 21,954 additional 5% of 10%. opportunities;less involvement at county, state,and national level;decreased maintenance of tools and apparatus. Reduction in supplies and public education material. 40%savings of $36,590 total to Hillsborough(14,636). 54 0.00 0 $21,954 $464,175 '0,482 SUBTOTAL 962,315 - 0.00 0.00 0.00 0.00 155,278 791,833 Human Resources Alternate On-going One-Time FTE Reductions 2009-10 Tier 4 Tier 5 Item Title Description Impact Statement Ideas Impacts Impacts F PPT PTS Total 2008-091mpact Recommend 10,000 55 City-Wide Training 40%reduction in City-wide training budget Less workforce development 10,000 0.00 10,000 opportunities BBA 56 Other Expense Reduction in office supplies Hopefully minimal due to anticipated 1,500 0.00 1,500 1,500 decrease in recruitment activities BBA 57 Advertising&Legal Publications 40%reduction in recruitment advertising Hopefully minimal due to anticipated 2,000 0.00 2,000 2,000 decrease in recruitment activities 10,000 58 Professional Services 13.5%reduction in consultants and outside Less reliance on outside legal for 10,000 0.00 10,000 legal services disciplinary matters and investigations, and less assistance from external subject matter experts BBA 59 Personnel Examinations 33%reduction in budget for pre-employment Hopefully minimal due to anticipated 5,000 0.00 4,000 5,000 physicals,first aid workers comp, decrease in recruitment activities fingerprints,background checks BBA 60 Travel,Conferences,Meetings 50%reduction in conference and meeting Limits opportunity to one person per year 1,500 0.00 1,000 1,500 budget attendance at low-cost,local conference BBA 61 Permanent Salaries Vacancy in Human Resources Specialist for One-time savings due to vacancy in 30,000 0.00 30,000 5 months during 2008-09 position 10,000 62 City-Wide Training Additional 40%reduction in City-wide Only 20%of the funds currently allocated 10,000 0.00 - training to City-wide training will be available.May require cap or elimination of tuition reimbursement 10,000 63 Professional Services 27%reduction in professional services Eliminates all funds for outside assistance 10,000 0.00 - budget 9,000 64 Training and Safety 50%reduction in Du-All Safety services; Less safety expertise available to City; 9,000 0.00 9,000 50%reduction in HR staff training less training for HR staff 500 65 Dues and Subscriptions Eliminate professional association dues Less access to subject matter information 500 0.00 500 500 66 Other Expense Reduction in office supplies Reduce,reuse,recyclel 500 0.00 500 67 0.00 $10,000 $20,000 SUBTOTAL 60,000 1 30,000 1 0.00 0.00 0.00 0.00 38,500 40,000 Internal Services Allocations erns a On-going One-Time FTE Reductions 2009.10 Tier 4 Tier 5 Item Title Description Impact Statement Ideas Im acts Im acts F PPT PTS Total 2008-091mpact Recommend 09-10 Budget Actions-Feb 19 2009.xlsBudget Reductions 6 2/21/200911:52 AM Tiers 4 & 5 Revised - After Budget Balancing Act February 19, 2009 110,000 68 Postpone contributions to PC Replacment Postpone all departmental contributions to No PC's will be purchased in FY09-10. 110,000 0.00 110,000 Fund for one fiscal year the PC Replacement Fund for FY09-10. Replacement schedule will commence in General Fund savings: $110,000;Other FY10-11 with contributions and Funds savings: $16,000 purchases. BBA 69 New Janitorial Contract New Janitorial contract provides$54k Unknown at this time 54,728 0.00 54,728 54,728 savings this year(Facilities) 45,500 70 Estimated savings in the Fleet budget Estimated savings in the Fleet budget None 45,500 0.00 through negotiated purchases and through negotiated purchases and purchasing smaller vehicles purchasing smaller vehicles 33,000 71 Savings from Retrofiting of fuel Savings from Retrofiting of fuel dispensors None 33,000 dispensors project project 29,000 72 Delay purchase of a police motorcycle to Delay purchase of a police motorcycle to The delay will not have significant impact 29,000 nextyear nextyear 75,000 73 Delay purchase of a public works dump Delay purchase of a public works dump The streets division will have to depend 75,000 truck to next year truck to next year on other trucks to do its job which may result in delays and inefficiency in completing the work 15,000 74 Purchasing of a Fire Command vehicle Purchase of a smaller,less expensive Fire No significant impact is anticipated 15,000 15,000 Command vehicle will result in cost savings of$15,000 2,800 75 Reduce OT by 20%in facilities Reduce OT by 20%in facilities maintenance The response time to maintenance 2,800 2,800 maintenance requests will increase. Staff may not be able to respond to ralls/needs during nights and weekends 15,000 76 Reduce parts&supplies and pump repair Reduce supplies and pump repair parts for Response time to requests will increase 15,000 15,000 parts for facilities facilities and more maintenance will be required as parts are not replaced in a timely manner and may increase costs in the long run. 37,728 77 Reduce janitorial services by 25% Reduce janitorial services by 25% The City buildings will not appear as 37,728 0.00 37,728 clean and may have impact on employees and customers 78 0.00 $110,000 .. $182,500 SUBTOTAL 307,500 0.00 0.00 0.00 0.00 fE� 54,728 235,256 Library Alternate On-going One-Time FTE Reductions 2009.10 Tier 4 Tier 5 Item Title Description Impact Statement Ideas Impacts Impacts F PPT PTS I Total 2008-09 Impact Recommend BBA 79 Close Main Library Friday Evenings Reduce public hours by 2 per week at Main Reduces public use on Friday evening. 24,808 0.38 0.38 24,808 24,808 Library Layoff 800 hours of part time staff. 19,000 55,000 80 Move toward Single Staffing service Single staff desks in evening;move toward May cause lines at desks;but self service 74,000 2.00 2.00 19,000 74,000 desks self service with roving staff will be emphasized. BBA 81 Combine Reference and Circulation PPT Librarians are reduced from 30 to 25 Creates a joint service desk: 35,000 0.50 0.50 35,000 desks hours per week(reduced reference service) Information/Circulation.Layoff 1,560 and two permanent part time library hours of part time staff.Union agreement assistants are reduced from 30 to 25 hours to keep hours through June 2009 11,000 82 Close Easton Branch Fridays Would close Easton 3 hours on Friday,from Reduced access to collections 11,000 0.20 0.20 11,000 2 PM-5 PM 16,000 21,000 83 Cut Operating Budget:supplies, Eliminates all binding;limits supplies; Reduction results in drastic reduction in 37,000 0.00 37,000 maintenance of equipment,etc.Reduce eliminates all training budget periodical backruns;also drops microfilm. binding and backruns of magazines 2008-09 funds already committed. 10,000 84 Drop Interlibrary Loan Services Borrowing restricted to Layoff 450 hours of part time staff 10,000 0.20 0.20 10,000 Buringame/Hillsborough card holders only 09-10 Budget Actions-Feb 19 2009.xIsBudget Reductions 7 2/21/200911:52 AM Tiers 4 & 5 Revised - After Budget Balancing Act February 19,2009 60,000 85 Implement Joint Service Desk Layoff additional hourly staff;reductions in New service model;self service 60,000 1.50 1.50 60,000 hourly staff now @ 50% emphasized 98,000 86 Book Budget reduced by$98,000 or Reduces purchasing by at least 4,000 titles Remaining budget$80K;down from 98,000 0.00 0.00 98,000 52% $285K in 2003 25,000 87 Reduce PPT Cataloger,Librarian II;PPT All permanent part time will be reduced to 25 More time spent on public services desks 25,000 0.25 0.25 25,000 Library Assistant,from 30 hours to 25 hours to save jobs hours 11,000 88 Close extra days around Holiday closures Holiday closures would go from one day to 3 Reduces only hourly staff;Limits access 11,000 0.20 0.20 11,000 4 days;limiting access to facilties/materials to library collections 50,000 89 Close main library on Sundays Close additional 4 hours per wek Closes library for 4 of the busiest hours of 50,000 1.20 1.20 the week 61,000 90 Eliminate one PPT staff member PPT layoff 61,000 0.63 0.63 91 92 $215,000 $111,000 $111,000 SUBTOTAL 496,808 - 1.38 6.31 43,808 385,806 Non-Departmental Alternate On-going One-Time FTE Reductions 2009.10 Tier 4 Tier 5 Item Title Description Impact Statement Ideas Impacts Impacts F PPT PTS Total 2008-091mpact Recommend BBA 93 Cut Non Dept.Professional Services Reduce the professional services by Eliminates funding for council requested 35,000 0.00 35,000 35,000 $35,000 studies like the fee study. 26,000 94 Reduce Community Group Funding by Cut 26,000 out of Community group funding Reuces funding for 15 community groups 26,000 0.00 26,000 50% providing community services by 50 95 0.00 $0 $26,000 $0 SUBTOTAL 61,000 - 0.00 0.00 0.00 0.00 35,000 61,000 Parks & Recreation erna a On-going One-Time FTE Reductions 2009-10 Tier 4 Tier 5 Ideas Item Title Description Impact Statement Impacts Impacts F PPT PTS I Total 2008-091mpact Recommend BBA 96 Special Program Expenses Decreases in available funds for program t- 5,000 0.00 5,000 5,000 shirts&uniforms in preschool,youth, aquatics,sports 4,000 97 Uniforms&Equipment Decreases in available funds for program t- 4,000 0.00 4,000 shirts&uniforms in preschool,youth, aquatics,sports.Already purchased for 2008-09. BBA 98 Office Expenses-Recreation Division Decrease in allocation for Recreation Less flyers for publicity of programs and 800 0.00 800 800 Division's Office Supplies misc office supplies BBA 99 Special Program Expenses Additional misc expenses 7,000 0.00 7,000 7,000 BBA 100 Part-Time Recreation Leaders Elimination of seasonal employees for No part-time assistance for senior 15,000 0.30 0.30 2,000 15,000 senior citizens and summer camp programs programs;increase in vacation camps child-leader ratios-programs become more child care;less enrichment based. 3,000 101 Travel&Training Decrease in allocation for Recreation Reduction in the training opportunities 3,000 0.00 3,000 Division's Travel&Training Budget available to staff 10,000 102 Part-time Salaries-Recreation Division Elimination of 500 hours of a Part-Time Reduction in the customer service level to 10,000 0.25 0.25 10,000 Office Assistant I position for the Recreation the public and contract instructors Division 12,000 103 Part-time Salaries-Parks Division Elimination of the Part-Time Office Assistant Decrease in time available to order trees 12,000 0.20 0.20 12,000 1 position for the Parks Division and handle other Parks office tasks 90,000 104 Regular Salaries-Parks Division Elimination of a Parks Maintenance Worker Reduction in maintenance levels of City 90,000 1.00 1.00 90,000 position landscaped areas and parks 130,000 105 Regular Salaries-Recreation Division Elimination of a Recreation Supervisor Amount of recreation offerings and 130,000 1.00 1.00 130,000 position special events will be reduced. Some programs(such as Art in the Park)will be outsourced. 1,000 106 Office Expenses-Parks Division Decrease in allocation for Parks Division's 1,000 0.00 1,000 Office Supplies 800 107 Office Expenses-Recreation Division Additional decrease of Recreation Division's800 0.00 800 ElEl Office Supplies 09-10 Budget Actions-Feb 19 2009.xlsBudget Reductions 8 2/21/200911:52 AM Tiers 4 & 5 Revised -After Budget Balancing Act February 19,2009 15,000 108 Contractual Services Recreation Contract Instructors Decrease in funds available for contract 15,000 0.00 instructors for recreation classes-results in decrease in revenues up to$20,000 12,000 109 Part-Time Seasonal-Parks Division Part-Time Arborist Parks Supervisor will need to assume 12,000 0.20 0.20 12,000 duties of City Arborist-will leave less time for supervision of Parks Maintenance&Tree Crews 8,000 110 Part-Time Seasonal-Parks Division Seasonal Maintenance Worker Less staff will be available for 8,000 0.30 0.30 8,000 maintenance duties during spring and summer seasons 90,000 111 Regular Salaries-Parks Division Elimination of a 2nd Parks Maintenance Decrease in maintenance staff-will need 90,000 1.00 1.00 90,000 Worker to eliminate maintenance of school facilities and lessen frequency of City landscaped areas 70,000 112 Regular Salaries-Recreation Division Reduction of a Recreation Coordinator to a Reduction in amount of recreation 70,000 1.00 -0.20 0.80 - part-time Recreation Specialist programs offered to community 95,000 113 Regular Salaries-Parks Division Tree Maintenance Worker Increase in tree maintenance cycles-grid 95,000 1.00 1.00 - pruning will need to increase from 4 to 5 years TBD 114 Contract tree work Reduce the amount of tree work performed City will have to do a cost analysis to 0.00 by outside contractor determine the viability of this option. $249,000 $111,800 SUBTOTAL 568,600 - 5.00 0.00 1.05 6.05 14,800 388,600 Police and Police Communications Alternate On-going One-Time FTE Reductions 2009-10 TieC4 Tier 5 tem Title Description Impact Statement Im acts Impacts F PPT PTS Total 2008-09 Impact Recommend Ideas 35,000 115 Eliminate Crossing Guards Eliminate Monetary Contribution and Crossing Guard Duties to be performed 35,000 0.00 35,000 Management Oversight or supported by schools or community volunteers 35,000 116 Eliminate Crossing Guards Eliminate Monetary Contribution and Crossing Guard Duties to be performed 35,000 Management Oversight or supported by schools or community volunteers 48,000 117 Eliminate support and involvement in our Eliminate Monetary Contribution Larger Scale and on-going/undercover 48,000 0.00 County Narcotics Task Force Drug and Narcotics investigations in our city would cease.Elimination could effect County-Wide Enforcement and possibly contribute to the elimination of the Narcotics Task Force 10,500 118 Eliminate Contribution to School RPP Eliminate Monetary Support of having a Truancy,delinquency,school safety and 10,500 0.00 10,500 program Probation Officer P/T at BHS related matters would no longer handled by BPD and Juvenile Probation. Partnership with Juvenile probation would cease 8,000 119 Reduce Crime Lab Fees Reduce the amount of Evidence being Misdemeanor and some minor Felony 8,000 0.00 8,000 examined by the County Crime Lab crimes with evidence might not be analized due to decrease budget costs. Solving of some criminal cases and identification of criminals would not be possible 14,462 120 Reduction in P/T Police and related Scale back on existing P/T salaries currently Elimination of P/T 14,462 0.50 0.50 14,462 Salaries budgeted Police/Communications/Parking support of Interns would be reduced and miscellaneous tasks would now be performed less frequently or possibly by sworn police staff 5,681 121 Reduction of JaiUPrisoner Expenses Reduction of current expenses by 15% Will begin to require arrestees to be cited 5,681 0.00 5,681 out of custody on a written promise to appear;could increase booking cost fees paid to the Sheriffs Office;reduction could affect some funding and use of First Chance,an alternative program used in lieu of arrestees going to County Jail on some drug/alcohol under the influence cases 09-10 Budget Actions-Feb 19 2009.xisBudget Reductions 9 2/21/200911:52 AM Tiers 4 & 5 Revised -After Budget Balancing Act February 19,2009 11,800 122 Eliminate Programs Eliminate Hitech Conference,Cora,PCRC Discontinue community support and crime 11,800 0.00 11,800 (TIC)Contributions prevention programs which help to eliminate or reduce criminality;increase in calls for police assistance when these programs are eliminated in our community;potential problems of county- wide funding which might eliminate these programs,altogether 123 - BBA 124 Eliminate an Officer Position(reduce from Sworn Officer Position from Patrol,Traffic, Reduction of current services; 166,000 1.00 1.00 83,000 166,000 41 to 40). 2008-09 reduction is for two SRO or Detectives-In the previous round of Elimination of proactive and crime months-May and June,2008. cuts we had to cut five police officers and prevention duties;This reduction could two years later the Council authorized the result in the elimination of our School hiring of one of those five positions. This Resources Officer and our related would reverse the reinstatement of this Great/Dare Programs in our schools; position four years ago. reduction in sworn personnel will result in increased response times;increased danger to our community and our officers; less public contact;no foot patrols;etc. 34,755 125 Reduction of Police O!f by 15% Reduce existing Police OT Budget by 15% Will eliminate some proactive police 34,755 0.00 34,755 activities;necessary and required training for 1/2 of our department's new officers would be reduced to only critical and necessary training;this will create more exposure to liability on the part of our city; report completion paperwork,information, statistics will be delayed,etc. 166,000 126 Eliminate a 2nd Officer Position(reduce Sworn Officer Position from Patrol,Traffic, Similar to the information contained 166,000 1.00 1.00 166,000 from 40 to 39) SRO or Detectives above,continued reductions in sworn police personnel would drastically reduce our ability to serve our community and provide levels of protection and safety to our citizens and our officers.This reduction would reduce sworn staffing to 39(3 below the police department staffing level in FY 1974-75).Reduction would account for a cumulative reduction of 22%in the police department since previous reductions.Reduced Services in Patrol,Traffic Enforcement and Investigations;Elimination of proactive crime prevention duties;Increased response times.Elimination of some report taking services(such as minor non- injury traffic accidents),minor crimes,etc. Any reductions of sworn staff will increase the dangers to our community and to our 166,000 127 Eliminate a 3rd Officer Position(reduce Sworn Officer Position from Patrol,Traffic, Same as previous proposed reductions, 166,000 1.00 1.00 from 39 to 38) SRO or Detectives this would place the police department at 4 sworn officers BELOW the sworn officers authorized in our 1974-75 FT budget.This reduction would account for a 24%cumulative reduction in the police department sworn staff in the past 5 years.Continued problems,issues and dangers associated with previous reductions.Elimination of proactive patrol or traffic duties;elimination of all motorcycle traffic enforcement and reduction in patrol and investigations personnel.Result is increased response times,increased danger to our community and to our officers.Significantly less public contact;no foot patrols,etc. 09-10 Budget Actions-Feb 19 2009.xlsBudget Reductions 10 2/21/200911:52 AM Tiers 4 & 5 Revised - After Budget Balancing Act February 19,2009 92,000 128 Eliminate a Records Clerk Position Records Clerk Front Counter,Public With present staffing,the police 92,000 1.00 1.00 92,000 (reduce from 4 to 3) Assistance and Office Support department has an EQUAL number of clerks now as compared to our FY of 1974-75.This reduction would reduce the number of clerks to 3 and be 1 LESS than the staffing the police department had over 30 years ago.This reduction would delay the processing of reports for court,insurance companiues and the public;delays in processing citations, department stats and reports;processing of cash and other receipts would be delayed;elimination of this position would force CLOSURE of the public counter at the PD AT LEAST 1 day/week. 112,000 129 Eliminate a Dispatcher Position(reduce Call Taker and Dispatcher duties;after With this reduction would match the 112,000 1.00 1.00 from 7 to 6) hours,weekend,holiday P/W's duties number of dispatchers the police department employed in the 1976-77 FY. With this reduction,dispatchers would be required to handle TWICE the number of calls received from the public than they did 32 years ago.This would result in delays in the receipt of calls and calls dispatched to officers;delayed response times for medical,fire and police assistance;pose an increase the danger to our community and our police officers; delay in dispatching PIW's calls on weekends,nights and holidays;would force the police department to begin contracting out for dispatching services. 24,201 130 Eliminate the promotion to a Sergeant Supervisor and Manager of a Patrol Team of Would reduce the Sergeant Position from 24,201 0.00 Position the Traffic Bureau would be eliminated an existing number of 7 to 6.Reductions in this classification would be 33%from initial reductions of 2 Sergeant positions approximately 5 years ago.Increased duties to be performed by other existing Sergeant positions.Decrease in actual supervision and management of personnel.Potential increase in possible liability to th city;reduction of some existing services,etc.Potential increase in existing overtime to cover the vacancy during training,time off,sicness,etc. 1,082 131 Eliminate Travel,Conferences and 1,082 0.00 1,082 Meetings from Communications Budget 3,247 132 Eliminate Travel,Conferences and 3,247 0.00 3,247 Meetings from the Police Department Budget 133 0.00 $120,198 $262,329 $385,201 SUBTOTAL 933,728 - 5.00 0.00 0.50 5.50 83,000 548,527 Public Works erns a On-going One-Time FTE Reductions 2009.10 Tier 4 Tier 5 Ideas Item Title Description Impact Statement Impacts Impacts F PPT PTS Total 2008-09 Impact Recommend BBA 134 North Burlingame Shuttle Transfer City share of North Burlingame None 35,000 0.00 35,000 35,000 shuttle costs to Mills Peninsula Hospital and Sisters of Mercy BBA 135 Full-Time Salaries Transfer 1/2 Corp Yard secretary salary to Water and Sewer funds would be slightly 44,012 0.50 0.50 22,006 44,012 Water&Sewer funds(Streets Division) impacted and would affect the rates. 2008-09 Impact=six months. BBA 136 Delay digital imaging of'Engineering Delay digital imaging of'Engineering The current system is antiquated and 20,000 0.00 20,000 Records'to one more year Records'to one more year(Engineering innefficient as it takes more time to find Division) and locate records,maps and specifications. 1,500 137 Reduce Conference and classes by 30% Reduce Conference and Travel This would reduce staff's ability to be upto 1,500 0.00 1,500 (Engineering Division) date on current standards 09-10 Budget Actions-Feb 19 2009.xlsBudget Reductions 11 2/21/200911:52 AM Tiers 4 & 5 Revised - After Budget Balancing Act February 19, 2009 BBA 138 Use one-time grant to fund in-house staff Use one-time grant to fund in-house staff to This will impact staff resources in doing 35,000 0.00 35,000 to design'Green Projectdesign'Green Project'(Engineering other work such as customer service at Division) the counter,delay in reviewing private development work. 10,000 139 Eliminate Engineering intern position Eliminate Engineering intern position Impacts project engineer's time to 10,000 0.00 10,000 respond to citizen requests and processing small projects 13,000 140 Reduce traffic signal maintenance by Reduce traffic signal maintenance by 20% Maintenance defferal may potentially 13,000 0.00 13,000 20% result in expensive repairs in the traffic signal systems BBA 141 Delay purchase of GSA Sign&Right of Delay purchase of GBA Sign&Right of Way The current maintenance on the signage 8,500 8,500 Way module module is not on GBA and will require manual inventory and tracking will is innefficient and will continue. BBA 142 delay purchasing of cutoff saw delay purchasing of cutoff saw The current saw is old and if this is 4,500 4,500 broken,this would affect the response time for sidewalk repairs 110,000 143 Eliminate Burlingame Trolley Eliminate Burlingame Trolley(Engineering The City funds approximately 50%of the 110,000 0.00 110,000 Division) trolley and the remaining majority of the 50%is funded by the Hotels. The Hotels are likely to not support its elimination and may public relation problem for the City especially as the City is looking for raising the TOT 104,000 144 Reduce engineering staff by 1.0 FTE Reduce engineering staff by 1.0 FTE Delays issuance of encroachment permits 104,000 1.00 1.00 104,000 and inspections and Increases response time to sidewalk complaints 24,000 145 Replace GIS Coordinator with an 24,000 24,000 Assistant Engineer Position 146 0.00 $24,500 $238,000 $0 SUBTOTAL 1 327,012 82,500 1.50 0.00 0.00 1.50 125,006 341,512 Tier 4 Tier 5 On-going Alternate On- oin One-Time FTE Reductions 2008-09 2009.10 Ideas Reduction Summary Impacts Impacts F PPT PTS Total Reductions Recommend $804,127 $1,479,827 $1,224,195 7 4,123,743 460,526 1 13.50 2.13 1 7.86 23.49 736,896 1 3,243,548 Reduction Levels On-Going Savings One-Time Savings Totals FTE Reductions F PPT PTS Total BBA 959,594 116,526 1,076,120 BBA 1.50 0.50 0.68 2.68 Tier 4 679,627 124,500 804,127 Tier 4 2.00 0.25 1.35 3.60 Tier 5 1,442,827 37,000 1,479,827 Tier 5 5.00 0.88 3.90 9.78 Tier 5 Alternatives 888,695 0 888,695 Tier 5 Alt. 5.0 0.0 -0.2 4.8 Alternatives 153,000 182,500 335,500 Alternatives Oo 0.5 0.0 0.5 Totals 4,123,743 460,526 4,584,269 Totals 13.50 2.13 5.73 1 21.36 09-10 Budget Actions-Feb 19 2009.xlsBudget Reductions 12 21211200911:52 AM Tiers 4 & 5 Revised - After Budget Balancing Act February 19,2009 Revenues / Charges to Other Funds Dept Amount Item Title Description Impact Statement On-going One-Time Implementation Target 9 2009-10 Reduction Date Recommendation Recommend Community 100,000 1 Construction and demolition Forfietures Finance will shift forfeited construction and One time source of funds for general fund BBA January 6,2009 200,000 Development demolition fees to general fund expenses. Library 50,000 2 REVENUE:Library Contract Increase in Hillsborough Library contract of an Agreement not yet in place 50,000 estimated 10% Parks&Recreation 4,000 3 REVENUE:Reduction in Senior Discount Reduction in Senior Citizens discount from 50% Minimal decrease in the number of 4,000 January 6,2009 to 25%.Although 25%is still more than most participants in the Recreation classes. cities offer,it will still cause senior citizens to pay more than they are currently Parks&Recreation 20,000 4 REVENUE:Registration Fees Increase in registration fee from$8 to$10 per Item will increase the cost of every class by$2 BBA January 6,2009 5,000 20,000 class/activity-Due to advertising,this could be and may cause a reduction in registrations implemented for Summer 2009 Parks&Recreation 6,000 5 REVENUE:Facility Rentals Increase in Bldg Rental revenue at the Recreation Center rentals will be allowed one BBA January 6,2009 3,000 6,000 Recreation Center extra hour-event until 10:00pm,off-site before 11:00pm Police 250,000 6 REVENUE:Parking Fines Increase in Municipal Code Parking Fines from Will generale$360,000 annually-$180,000 BBA December 15,2008 130,000 250,000 $25.00 to$35.00 per ticket with Council approval for the remainder of 2008-09-COUNTY FEE on 12/1/08 OF$3R'icket reduces amount of additional revenue Police 185,000 7 REVENUE:Red Light Photo Enforcement Red light photo enforcement BBA January 1,2009 90,000 185,000 Public Works 15,000 8 REVENUE:Special encroachment permit for Annual renewable special encroachment permit 15,000 July 1,2009 15,000 resaurants for resaurants(tables&chairs) Public Works 3,000 9 REVENUE:Block Party Permits Increase block party permits from the current fee 3,000 July 1,2009 3,000 of$50 to$150 Summary On-Going Revenue Enhancements: 54,000 One-Time Revenue Enhancements: 0 2008-09 BBA 428,000 2009-10 479,000 Capital Improvement Projects -10 Dept Amount Item Title Description Impact Statement On-going One-Time Implementation Date Target Recommendation Reco- 2008-09 mmend Reduction mend Public Works 550,000 1 CIP:Marsten Pump Station Outfall Line Delay improvement until results from May 2008 Delay in improvements may result in BBA January 5,2009 550,000 storm drain measure are determined. increased construction costs and flooding in the industrial area. Public Works 220,000 2 CIP:Easton Creek box culvert Delay improvement until results from May 2008 The existing creek and box culvert has BBA January 5,2009 220,000 storm drain measure are determined. reduced capacity due to siltation. Delaying the dredging work may result in flooding. Internal Services 35,000 3 CIP:City Hall ADA Funds saved from Library project and were Delay in improvements may result in BBA January 5,2009 35,000 Allocation transferred into City Hall ADA project. increased construction costs. Internal Services 15,000 4 CIP:City Hall Cooling Tower The cooling tower is 30 years old and requires If the system fails,the City will need to do BBA January 5,2009 15,000 Allocation frequent maintenance. emergency work which may cost more. Internal Services 155,000 5 CIP:Library Carpet Replacement of the carpet in portions of the main There are safety issues associated with the BBA January 5,2009 155,000 Allocation library. carpet. Delay may increase the cast of the Parks&Recreation 150,000 6 CIP:Synthetic Grass Field at Bayside Park Replacing the turf at Bayside 3&4 with a Delays in the project may result in significant BBA January 5,2009 150,000 synthetic grass surface cost increases as the discounted rates may no longer be available. Jan 5 2009 Summary On Going CIP Impacts - One-Time CIP Impacts 0 2008-09 BBA 1,125,000 2009-10 Recommendations Department Reductions 3,243,548 Revenues/Charges to Other Funds 479,000 CIP's - Totals 3,722,548 r 09-10 Budget Actions-Feb 19 2009.xlsBudget Reductions 13 2/21/200911:52 AM Attachment B MEMORANDUM BURLINGAME PUBLIC WORKS DEPARTMENT 1 1 i p'1 TO: Honorable Mayor and Council Members FROM: Syed Murtuza DATE: February 20, 2009 SUBJECT: 2009-10 General Funds Capital Improvement Program Needs Please see the attached documents outlining FY 2009-10 General Funds Capital Improvement needs assessment and draft staff recommendations. Staff will be makingq a presentation of the General Funds Capital Improvements needs at the February 25t Council Budget Study Session. Please contact me if you have any questions. Thanks, t za Public Works cc: Jim Nantell, City Manager Jesus Nava, Finance Director Art Morimot, Assistant Public Works Director _ 2009-10 General Fund Capital Improvements Needs Project Budget Notes Deleted from FY2008-09 budget, project needs to be funded in Storm Drainage Marsten Pump Station Outfall Pipeline $550,000 the event the storm drain measure does not pass Easton Creek Box Culvert $220,000 Deleted from FY2008-09 budget, project needs to be funded in the event the storm drain measure does not pass City-wide local storm drainage $600,000 Replace broken and corroded pipelines to improve drainage at Improvements several locations in the Cit Storm Drainage Sub-total: $1,370,000 ................................................................................... Street Right-of Way ADA Curb Ramps $100,000 Required as part of ADA transition plan (non pavement) Sidewalk replacement $500,000 This is to address sidewalk tripping hazards. There is an estimated$10 million backlog of sidewalk work. TDA Grant - Pedestrian Safety City has applied for TDA grant in the amount of$143,000 and a Improvements at Broadway overpass $70,000 local matching fund in the amount of$70,000 is required from the (City required matching funds city. Street Lighting $200,000 This is to address antiquated street lighting system circuitry and fixture in Howard Ave.and Primrose Rd. area. City has 35 bridges and culverts that were constructed over 50 Bridge Repairs $200,000 years ago. Many of them are in need of safety Improvements as the structures are eroding and steel reforcement is being exposed causing corrosion. Street Right of Way Sub-total: $1,070,000 :........ ... . Energy Management System is 10 years old and needs to be Facilities Library Energy Management System $70,000 upgrade to function efficiently in providing required lighting and HVAC needs. Village Park Daycare Center Painting $5,000 Repainting of structure will extend longitivity of facility and reduce exterior damage. City Hall ADA $40,000 Not completed in 2007-08 due to City Hall Council Chambers up rade. FS 34/Recreation Center Roof Repairs $15,000 Roof repair is needed in order to elongate the life of the current roof Main Library Carpet $170,000 This was deleted from FY2008-09 budget.The project involves replacing original carpet on Main Level and Lane Room Recreation Center Stage $50,000 Project involves expanding of the existing stage opening in Auditorium area FS 35 Plumbing upgrade $15,000 This project involves installation of new plumbing system needed to hookupwasher and clryer Rec Center Air Conditioning $10,000 Install air conditioning in Admin Office area(5 ton unit) Easton Library Air Conditioning $25,000 Install air conditioning for building (7 ton unit) Facilities Sub-total: $400,000 DRAFT 2009-10 CIP RECOMMENDATION PROJECTS BUDGET Marsten storm drainage outfall pipeline $550,000 Easton Creek box culvert $220,000 ADA Curb Ramps $100,000 Pedestrian Safety Improvements at Broadway Overpass (City required matching funds) $70,000 Street Trees Reforestation (Grant funds are associated) $5,000 Parks Pathways $55,000 Police Department Data Centers emergency backup power supply upgrade $85,000 Total $1,085,000 Funding Demands 11/2008 Attachment C Items Amount Possible Sources (in Millions) TOT CFD GO Bonds Ass Dist Prkg Airghts Prk. Dist. Gen Fund Sewer Rate P&R In Lieu Utility Users CIP Structural Funding Gap* 2 2 0.05 Storm Drains 39 39 Broadway Over Pass 8 8 Community Center ( in Wash. Park) 25 25 ? Community Center (on new land) 38 38 ? Downtown Street Scape 32 0.5 25 Structured parking for Downtown 20 0.5 20 GASB retiree unfunded liability 44 1 15 Residential Sidewalks* 0.5 0.5 City Hall 8 8 Police Station 1.6 1.6 Fire Stations 2.4 2.4 Parks Yard 3.4 3.4 Aquatics Center 0.25 Carriage House 0.15 General Plan Up date 1 1 Telephone System Replacement 0.5 — 200.8 1039.5 38 11 25 30.4 0 wl denotes ongoing annual costs "'Total does not include Rec Center in Wash. Park Aitacnmeni _u CITY OF BURLINGAME GENERAL FUND BUDGET MODEL FOR FY09 & FY10 (Mid-Year Budget Session) (Showing No Revenue Growth in FY10; 3% in FY11 and 3% Expenditure Growth in FY10 and in FY11) FY07-08 FY08-09 FY08-09 FY 09-010 FY 10-11 Actuals Adopted Year-End Est Budget Forecast Beginning Unreserved Fund Balance: 2.58 2.24 2.24 -0.58 (4.16) Annual Revenues: 43.37 44.24 41.43 41.43 42.67 New Revenue: 0.00 0.00 0.43 0.48 0.48 Transfers In: 0.61 0.65 0.65 0.65 0.65 Annual Ongoing Revenue: 43.98 44.89 42.51 42.56 43.80 Total Available Financing: $46.56 $47.13 $44.75 $41.98 $39.65 Operating Expenditures: 37.53 40.95 40.21 41.42 42.66 Transfers from the General Fund FShuttle Bus Fund: 0.14 0.17 0.11 0.11 0.11 Debt Service Fund: 4.11 3.60 3.60 3.52 3.52 Total Operating Expenditures: $41.78 $44.72 $43.92 $45.05 $46.29 Ending Fund Balance (Before CIP Contribution): $4.78 $2.41 $0.82 General Fund Contribution to CIP: $2.54 $2.50 $1.40 $1.09 $2.50 Total G.F. Expenditures (Operating & Capital): $44.32 $47.22 $45.32 $46.14 $48.79 Ending Fund Balance (After CIP Contribution): $2.24 -$0.09 .$4.16 -$9.15 Annual Ongoing Revenue Operating Expenditures Only: $2,20 $0,17 -$2,97 -$2,97 Surplus (+) or Shortfall (-): If we funded CIP at$4 M Minimum CIP Contribution: -$1.84 -$4.03 -$4.52 -$5.08 -$6.49 Designated General Fund Reserve Balance: $7.30 $7.30 $7.30 $7.30 $7.30 Total Fund Balance: $9.54 $7.21 $6.72 $3.14 711 -$1.85 Economic stability $ 2,000,000 $ 2,000,000 $ 2,000,000 $ 2,000,000 $ 2,000,000 Catastrophic $ 2,000,000 $ 2,000,000 $ 2,000,000 $ 2,000,000 $ 2,000,000 Ca1PERS Reserve $ 2,800,000 $ 2,800,000 $ 2,800,000 $ 2,800,000 $ 2,800,000 Contingency $ 500,000 $ 500,000 $ 500,000 $ 500,000 $ 500,000 Centennial $ - $ - $ $ $ - Total General Fund Reserves: $ 7,300,000 $ 7,300,000 $ 7,300,000 $ 7,300,000 $ 7,300,000 Budget Model-FY09&FY10(Mid-Year).xls 2%Rev Growth 2/21/2009 11:50 AM Attachment E Employee Budget Reduction Options ITEM DESCRIEPTION COST SAVINGS IMPACT to EMPLOYEES 1 Salary freeze— all units in 2009/2010, assuming 3% increase $809,775 ® Forfeit 3% salary increase in 09/10 2 Work Furlough (time off without pay; non-safety employees only) $52,300 per 8 hour day Equivalent to: ® During 2009 holidays= 3.5 days ® $183,000 ® 1.4%reduction in pay ® One day per month= 12 days ® $627,600 ® 4.6% reduction in pay o Every other Friday=26 days ® $1,359,800 ® 10.0% reduction in pay 3 Suspend City deferred compensation contributions ® $238,300 ® Reduction of$1,170 per year in contributions 4 Reduce City health plan contributions ® Employees contribute 5% of premiums $142,500 ® Pay $25-$73 per month ® Employees contribute 10% of premiums ® $285,000 ® Pay$50-$145 per month 5 Implement Voluntary Time Off Program ® Variable, depending ® 2%to 10% voluntary upon level of voluntary reduction in pay participation 2009-10 Budget Reductions Alternate Ideas List` Department Idea Estimated Cost Reduction FD Cross staffing an engine with Millbrae $250,000 FD Eliminate Disaster Preparation Coordinator $25,000 FD Mer e with a third Fire Department Unknown Internal Services Discontinue all or a portion of vehicle reserve $650,000 Internal Services Discontinue SAMCEDA membership Unknown LIB Close Easton Branch Library operation $110,000 PD Eliminate County Narcotics Task Force funding $48,000 PD Shared Police Dispatch services Unknown PD Shared Police Chief with Millbrae Unknown PR Restructure Park and Rec Director vacancy Up to $200,000 PR Restructure Parks Superintendent vacancy Up to $150,000 PR Contract out tree maintenance Unknown ALL Reduce/restrict/eliminate overtime pay Unknown ALL Reduce/eliminate certification pay Unknown *Requires further study and analysis