LTC 320-2013 FY 13/14 Budget Update Since 8.22.13 FCWPC Meeting MIAMI BEACH ;
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OFFICE OF THE CITY MANAGER 2013 SEP a-6 P�--1 3: 20
No. LTC #"320-2013 LETTE R T COMMISSION
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TO: Mayor Matti Herrera Bower and Me ers of the Cit ommission
FROM: Jimmy L. Morales, City Manager
DATE: September 6, 2013
SUBJECT: FY 2013/14 BUDGET UPDATE SINCE AUGUST 22, 2013 FCWPC MEETING
The purpose of this Letter to Commission is to update the Commission regarding
adjustments to the tentative FY 2013/14 budget since the August 22, 2013 meeting of
the Finance & Citywide Projects Committee. This update includes adjustments to the
recommended efficiencies, revenue enhancements, and service enhancements
presented at the August 22"d meeting. We have also included information requested at
the meeting such as service enhancements and service reductions that were
considered, but not recommended, for inclusion in the proposed FY 2013/14 Budget.
Additionally we have included information regarding reductions in prior years and have
identified the recommended service enhancements that restore positions that were
eliminated in the past. I hope you find this information useful in preparation for the first
public hearing on the proposed FY 2013/14 Budget that will be held on September 11,
2013.
FY 2013/14 Proposed Work Plan and Budget Overview
As in past years, the Proposed Work Plan and Budget was developed through an
intensive review process with our City Commission. Preliminary budget information was
provided in meetings with the Finance and Citywide Projects Committee (FCWPC) on
July 8 and July 10, 2013. At the July 8 meeting, the Committee was briefed on the
preliminary General Fund FY 2013/14 Current Service Level Budget (CSL). Property tax
revenues were projected to increase by $7.6 million due to growth in taxable values of
6.8 percent. Based on other changes in overall revenues, the net increase was
projected at $6.1 million. Offsetting this increase in revenues, was an estimated growth
in expenditures of $11.0 million, driven primarily by a $5.5 million increase in pensions
costs and a $2.6 million increase for merit pay and step increases. The resulting gap for
the preliminary General Fund CSL Budget was $4.9 million. At the July 10 meeting, the
Committee reviewed the preliminary FY 2013/14 — 2017/18 Capital Improvement
Program and FY 2013/14 Capital Budget and discussed capital project priorities.
At their July 17, 2013 regular Commission meeting, the Commission voted to reduce the
General Fund operating millage rate by 0.2 mills resulting in a decrease of $4 million in
property tax revenues. At the August 21, 2013 meeting of the FCWPC, the General
Fund CSL Budget was updated to reflect the impact of the millage rate reduction,
positive impacts from union agreements totaling $4.6 million, and miscellaneous
changes to revenues and expenditures. The resulting gap reflecting changes since the
July 8 meeting totaled $2.5 million. At the same meeting, an approach to balance the
General Fund to close the $2.5 million gap was discussed. This approach included
FY 2013/14 Budget Update Since August 22, 2013 FCWPC Meeting
Page 2
$242,000 in efficiencies; bringing in an additional $2 million in Resort Tax revenues to
the General Fund to offset tourism-eligible expenditures, an increase of $1.2 million in
the Parking Fund transfer to the General Fund, revenue enhancements net of offsetting
expenditures of $220,000, and various enhancements totaling $1.2 million (net of
offsetting revenues). At the August 22, 2013 meeting of the FCWPC, various items
impacting-the budget were discussed including Information Technology projects, rates
for the water and sewer system, and future stormwater needs.
After the August 22, 2013 meeting with the Finance and Citywide committee, the
operating budget continued to be refined. The following are the significant changes that
were incorporated:
• Additional savings in the General Fund from the re-scope of the Municipal Wi-Fi
of$323,000 compared to an earlier estimate of$242,000.
• The proposed elimination of payouts for Executive Planning Days resulting in
$128,000 of savings in the General Fund.
• The proposed elimination of two vacant positions, a Field Inspector in CIP and a
Tree Maintenance Supervisor resulting in $110,000 of savings, partially offset by
reduced capital project reimbursement.
• The proposed offsetting fifty percent (50%) of a position in the City Manager's
Office from the RDA to absorb Lincoln Road Mall Manager duties.
• A reduction in anticipated revenue of a Fire Department code compliance fee for
nightclubs and other assembly occupancies from $89,000 to $22,000.
• Enhancements that were previously recommended that have been removed
from ,the list include a Permit Clerk in the Building Department and Ocean
Rescue Chief in the Fire Department.
• The enhancement for a Construction Manager in Property Management is now
proposed to be funded through the normal charge back mechanism for internal
service departments instead of being charged to the Renewal and Replacement
fund.
• An additional $60,000 is proposed to be added to the original enhancement of
$20,000 to address salary compression for Captains in the Police Department.
• The enhancement for a Compliance Officer has been amended to now propose
that an existing position in the City Manager's Office absorb those duties and the
$69,000 that was originally allocated is now proposed to fund the Ethics Hotline
contract for$70,000.
• Funding for the Out Games is now proposed to be funded from the VCA instead
of the Resort Tax Fund.
• Four projects in the Information Technology Fund originally, recommended for
funding are now proposed to be unfunded and prioritized along with other
potential needs in the FY 2014/15 budget process: Records Management
System ($160,000), Fuel Management System Upgrade ($105,000), Enterprise
Sharepoint Implementation Cloud ($100,000), and Laserfiche-Document
Imagine ($31,000).
• Additional adjustments to the CSL budget resulting in a net $132,000 that
reduced the CSL gap to $2.3 million.
• A revised projection for electric utility tax revenue resulting in a $371,000
increase as a result of further analysis of revenues in the Other Taxes category.
FY 2013/14 Budget Update Since August 22, 2013 FCWPC Meeting
Page 3
Historically, the General Fund budget has increased between 6 percent and 8 percent
annually, primarily due to increases in salary and benefit costs. In FY 2013/14, the total
Proposed General Fund Operating Budget is $264.6 million, which is $8.3 million or 3.2
percent more than the FY 2012/13 adopted budget of$256.3 million. (Attachment A)
Approaches to Balance
Taking into account discussions at the Finance and Citywide Projects Committee
meetings in July and August 2013, the approximately $2.3 million shortfall between
Current Service Level revenues has been.closed through a combination of proposed
reduction/efficiencies,, enhancements, and changes in revenues resulting in a
surplus/reserve of$550,000.
The resulting total Proposed General Fund Operating Budget for FY 2013/14 is $264.6
million, which is $8.3 million or 3.2 percent more than the FY 2012/13 adopted budget of
$256.3 million.
APPROACHES TO BALANCE
Preliminary CSL Budget
Preliminary Current Service•Leve1'—(C--S-L--)Budget
Revenues —_ _ — -_ —_—-- ------__ - ---r$ 262,417,000
_
Expenditures _ _ _ — _ _ _ _j 267,337,000
Preliminary CSL Gap $ (4,920,000)
Final CSL Budget
Revenue Adjustments
M_iI ag_e Rate Reduction of 0.2 Mills _^_ —� — — $ (4,004,000)
Other General Fund Revenue Adjustments - __—_—____ --—_ 2,289,000
Expenditure Adjustments (325,000)
Employee Givebacks to Offset increases in health and pension costs_----- _
Net Impact from Union Agreements 4,990,000
Police Health Program (355,000)
— Sub-total $ 2,595,000
------ ----------^---J-�— •— Final CSL Gap $ (2,325,000)
Potential Additional Changes in Expenditures
Minimal Impact Reduction/Efficiencies — $ 617,000
Additions and
Enhancements for Fire Plan Review&Inspections__. — i (357,000)
_Enhancements for Police Services _ — — _ (334,000)
Enhancements for Elder Meals_ _ _ _ —_ _(85,000)
_ Enhancements for Ethics Hotline and Compliance Officer _ ___ __ _ (70,000)
Enhancements for Restoring Key Administrative Positions_ — - (322,000)
-Enhancements with Offsetting Revenues(Green Team, Unsafe Structures,_Grant Coord.) (515,000)
Sub-Total $ (1,066,000)
Revised Gap (3,391,000)
Other Changes in Revenues
$ —2,000,000
Parking Fund-Transfer to GF_—_ _ —� _ — 1,200,000
Revenue_Enhanceme_nts_ _ 370,000
Updated Electric Utility Tax Projection — — 371,000
--.--,----_—_____—_ Sub-total $ 3,941,000
Total Excess/(Shortfall) $ 550,000
FY 2013/14 Budget Update Since August 22, 2013 FCWPC Meeting
Page 4
Use of Remaining Surplus
The FY 2013/14 budget includes a surplus of $550,000 available for several potential
uses as determined by the City Commission during this budget process. The surplus
could be used to add additional service enhancements, reduce the transfer from the
Parking fund, reduce the transfer from Resort Taxes, serve as a reserve to address
pension costs in FY 2014/15, further reduce the millage rate, or any combination of the
foregoing. The equivalent reduction in millage for the entire $550,000 would be 0.0275.
Attachments B through D provide a summary of the efficiencies/reorganizations, revenue
enhancements, and service enhancements considered as part of the development of the
proposed FY 2013/14 Work Plan and Budget. As a result of these initiatives, the
proposed budget continues our focus on providing "value of services for tax dollars paid"
by continuing to provide services to the community free of charge or at significantly
reduced fees, including free arts and movies in the parks, free access to pools and youth
centers, reduced fee recreation programming, enhancement maintenance of our newly
renovated facilities, etc. — the services that our residents and businesses told us yet
again are important to them during the 2012 Community Satisfaction Survey.
Furthermore, the proposed enhancements/reorganizations help further three priorities I
identified during my selection process: (1) increasing public cleanliness and safety, (2)
focusing on customer service to our residents, businesses, and visitors, and (3)
improving the administrative operations that are critical to our service delivery.
A list of potential additional enhancements requested by departments but not
recommended by me in the Proposed Budget can be found in Attachment E. While
many of these potential enhancements are important and should be considered over
" time, they were considered a lower priority than those incorporated in the FY 2013/14
Proposed Budget and Work Plan. In addition pursuant to direction received at the
August 22, 2013 FCWPC meeting, I reached out to my Assistant City Managers and
Department Directors for any potential new recommendations, particularly in Parks and
Recreation. These are shown as Attachment F. Further we have attached a full list of
potential service reductions that were considered, but not recommended by
Departments or myself. The list can be found in Attachment G. To provide historical
context, we have also included a list of service reductions since FY 2006 in Attachment
H.
Attachments
A— FY 2013/14 Budget— Prior Year Reductions, Preliminary CSL
B — Proposed Positive Impact or Minimal Service Impact, Efficiencies, Etc.
C— Proposed Revenue Enhancements
D— Proposed Additions and Service Enhancements
E — Lower Priority Potential Enhancements Not Included in Proposed Budget
F—Additional Potential Enhancements Subsequent to August 22 FCWPC Meeting
G — Potential Service Reduction Alternatives Not Included in Proposed Budget
H —Service Reduction History Since FY 2006
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ATTACHMENT B
PROPOSED POSITIVE IMPACT OR MINIMAL SERVICE IMPACT,EFFICIENCIES,ETC.
Position Impacts
Cumulative Full Part Proj. Mgt.B Non
Impact IDept.Impact Time Time Vacant Filled lAdmin Mgt._
GENERALIFUND
Eliminate payout for Executive Planning Days,by allowing employees to
use the hours annually but eliminating the option to receive a payout for
any unused portion at year end. $ 128,000 $ 128,000
Estimated Savings to the General Fund-From Information Technology
efficiency below $ 323,000 $ 451,000 0.0 0.0 0.0 0.0 0.0 0.0
City Manager's Office
Offset 50%of an existing position in the City Manager's office that will
absorb Lincoln Road Mall Manager duties. $ (56,000)1 $ 507,000 0.5 0.5 0.5
Parks 8 Recreation
Eliminate Vacant Tree Maintenance Supervisor. During the period this
position has been vacant,the department has been able to re-assign
duties and increase efficiencies,which allows for this elimination without
service impacts. 59,000 566,000 1.0 1.0 1.0
CIP
Eliminate Vacant Field Inspector. During the period this position has
been vacant,the department has been able to re-assign duties and
increase efficiencies,which allows for this elimination without service
impacts.(no savings to General Fund as CIP costs are charge back
to capital projects) 51,000 $ 617,000 1.0 1.0 1.0
Total General Funds $ 617,000 $ 617,000 2.5 0.0 2.0 0.5 0.5 2.0
Estimated Impact to the General Fund L$ 566,000
INTERNAL SERVICE FUNDS
Eliminate payout for Executive Planning Days,by allowing employees to
use the hours annually but eliminating the option to receive a payout for
any unused portion at year end. $ (5,000)._L 5,000
Information Technology
Rescope the Municipal WiFi Project to deliver a WiFi signal to select
facilities rather than citywide.Reducing annual funding from$727K to
$200K.Due to the structure of the existing contract change with an
effective date of October 1,one payments will be made in Fiscal Year
2014 of$160K.In future years the saving would be approx.$526K.FY14
Estimted savings to the General Fund$242,000. The remainder($125k
will be allocated between all other funds through internal service
allocations) $ (44,000)1$ 49,000 0.01 0.01 0.01 0.01 0.01 0.0
Property Management
Eliminate vacant Carpenter position 8 replace with contracted services.
In year 2,the department will recognize pension savings of approximately
$14,000. $ 1,000 $ 50,000 1.0 0.0 1.0 0.0 0.0 1.0
Total Internal Services Funds $ 50,000 $ 50,000 1.0 0.0 1.0 0.0 0.0 1.0
ENTERPRISE FUNDS
Eliminate payout for Executive Planning Days,by allowing employees to
use the hours annually but eliminating the option to receive a payout for
any unused portion at year end. $ (11,000)1 $ 11,000
Sanitation
Eliminate vacant HEO I position. During the period this position has
been vacant,the department has been able to re-assign duties and
increase efficiencies,which allows for this elimination without service
impacts. 55,000 66,000 1.0 0.0 1.0 0.0 0.0 1.0
Convention Center
Convert Executive Office Associate I position to two Part-time Office
Associate III positions (17,000)1 $ 83,000 (1.0)1 2.0 (1.0)1 0.0 0.0 1.0
Total Enterprise Funds $ 83,000 $ 83,000 2.0 2.0 2.0 0.01 0.0 2.0
Grand Total All Funds $ 750,000 $ 750,000 5.5 2.0 5.0 0.5 0.5 5.0
ATTACHMENT C
PROPOSED REVENUE ENHANCEMENTS
Cumulative
Fiscal Imp act Impact
GENERALFUND
Code
Improve monitoring of waste run off-estimated at$350 x 600 grease traps by
creating a Permit for Grease Traps-(offset by service enhancement request
for implementation of Green Team) 210,000 $210,000
I
Fire
Promote compliance and improve overall safety within the City through the
implementation of a new fire false alarm fee. The fee will be set at$250 after the
3rd-5th false alarms; $500 for the 6th-11th false alarms and after the 12th false
alarm the fee goes up to$1,000. 89,000 $299,000
Ensure compliance with City Code relating to overcrowding conditions and locked
exits in nightclubs and other assembly occupancies through amendment to the
code and increase the permit fee charged to dance hall establishments from $3
per person to$4 per person. 22,000 $321,000
Ensure compliance with City Code relating to overcrowding conditions and locked
exits in nightclubs and other assembly occupancies through amendment to the
code and increase in the fines for code violations 14,000 $335,000
Police
Amend false alarm fee for police to mirror that of Miami Dade County's provisions
for both commercial and residential callers 17,000 $352,000
Parks&Recreation
Legitimize the service delivery of all fitness classes held on City property,
designate specific locations/park,for each service provider
and legalize that any Commercial for-profit business that is interested in using a
city park as a location for delivery of a program or service is required to obtain a
Commercial Fitness Rental Permit $ 18,000 $ 370,000
Total General Funds $ 370,000 $ 370,000
Revenue Enhancements Net of Offsetting Expenditures $ 160,000 $ 160,000
•
Red Light Camera Fund-City Clerk
A change in State law,effective July 1, 2013, requires municipalities with red light
cameras to set up local hearing officers for drivers who get violation notices and
want to appeal them. (offset by service enhancement request for a Clerk
ostion and Special Master funding) $ 108,000 $ 108,000
ATTACHMENT D
PROPOSED ADDITIONS AND SERVICE ENHANCEMENTS
Fiscal Impact Cumulative I Positions
Impact I FT IPT
GENERAL FUND
Police
Public Safety Communications Units(PSCU)Dispatchers Enhancement-Seven(7)
additional dispatcher positions for the Public Safety Communications Unit(PSCU)-to
ensure the continuity of operations of the PSCU on a 24/7 basis. This enhancement
includes an offsetting reduction in overtime of$199,000. [Restores four Dispatcher
positions eliminated during the FY 2007-08 budget process] 157,000 157,000 7.0 0.0
Address salary compression for Police Captains resulting from pay disparities between
upper management unclassified employees and classified/bargaining unit employees
over several years. 80,000 237,000 0.0 0.0
Records Unit Enhancement-Ensure the appropriate management and disposition of official
police records,including the completion of Uniform Crime Reporting for the State
Reinstate on(1)Records Manager position which was vacated in 2003 due to the
incumbent's deployment on active military duty. Position was eliminated through the
budget process. Upon his return from active duty,the City provided him with his position
as a Records Manager. This enhancement formally adds this position into the budget. 97,000 334,000 1.01 0.0
Fire/Ocean Rescue
Improve the efficiency of the Fire Department's Fire Prevention division in light of the
Building Official's newly implemented plans review times(10 days versus 30 days)by
hiring two(2)additional Fire Protection Analysts. Allows the division to meet the new
turnaround times and implement the change of being first to review plans ahead of others
in the chain. 193,000 527,000 2.0 0.0
Improve the frequency of fire inspections within the City from once every 2.5 years to once
every 1.5 years with the hiring of two(2)additional Fire Protection Inspectors[Restores
one Fire Inspector position eliminated during the FY 2009-10 budget process] 164,000 691,000 2.0 1 0.0
pesitien($52,000.) 691,000 0.0 0.0
Code
Improve monitoring of waste runoff by adding a Green Team to include 1-Code
Compliance Manager, 1-engineering Inspector and 1-Code Compliance Officer(offset by
revenue from permit for grease traps(estimated at$350 x 600=$210,000) 208,000 899,000 3.0 1 0.0
Building
899,000 0.0 0.0
Enhance enforcement of Unsafe Structures by providing funding for demolition of unsafe
structures.Covers Six(6)identified properties in the North end(one-time expense,
funded by Building revenues) 1,149,000 0.0 0.0
Community Services
Add supplemental funds for elder meal programs to supplant Federal funds that were lost
via sequester.Addresses lost capacity at the following sites:Rebeca Towers(15),Council
Towers South(10),Stella Maris 3,South Shore Community Center(20),Federation
Towers(10);for a total of 58 meals per day. 85,000 1,234,000 0.0 0.0
Procurement
Improve Procurement Compliance and Reduce Solicitation Backlog by adding a
Procurement Coordinator[Restores one Procurement Coordinator position converted
to part-time during the FY 2011-12 budget process] 63,000 1,297,000 1.0 0.0
Office of Budget and Performance Improvement
Improve financial oversight of Capital Budget process(including Renewal and
Replacement projects)and increase department's capacity for proactive analyses,process
improvement and performance initiatives by adding a Management and Budget Analyst.
[Restores one Management&Budget Analyst position eliminated during the FY 2007
08 budget process] 71,000 1,368,000 1.0 0.0
Enhance monitoring of existing grants and research of new grant opportunities,for
example Emergency Management grants,by adding a Grants Position.(offset by
revenue/grant funded)[Restores partial support provided by a Management
Consultant position eliminated during the FY 2009-10 budget process] 57,000 1,425,000 1.01 0.0
City Attorney
Recruit a Senior Assistant City Attorney to handle additional volume of transactional
litigation.[Restores one Senior Assistant City Attorney position eliminated during the
FY 2008-09 budget process] 109,000 1,534,000 1.0 0.0
Increase hours for Legal Secretary from60 hours to 80 hours to support new Senior
Assistant City Attorney[Restores one Legal Secretary position eliminated during the
FY 2009-10 budget process] 32,000 1,566,000 0.0 0.0
ATTACHMENT D
PROPOSED ADDITIONS AND SERVICE ENHANCEMENTS
Fiscal Impact Cumulative I Positions
Impact JFT IPT
GENERAL FUND Continued
Move Receptionist formerly split between City Manager,City Attorney and
Mayor/Commission[Restores one Receptionist position eliminated during the FY
17,000
2010-11 budget process] 1,583,000 0.3 0.0
City Manager's Office
Dedicated Receptionist to effectively manage the daily flow of inquiries and requests
received by the City Manager's Office(Current receptionists will be moved back to solely
City Attorney Office and Mayor/Commission Office)[Restores one Receptionist position
eliminated during the FY 2010-11 budget process] 11,000 1,594,000 0.3 0.0
Gemplian -,itien and Hotline Gentmet. The cost of the Hotline GentFart is not-
Proactively investigate and address potential corruption and malfeasance by adding a
Compliance Officer position. There is no cost because these duties will be absorbed by an
existing positionin the City Manager's Office.Finance and Citywide Projects Committee
recommendation. 0
Aad an Entics motline contract o provide an efficient and independent means ot Identitying
and reporting concerns regarding potential misconduct. The hotline will be the
responsibility of the Compliance Officer. The cost of the Hotline contract is estimated and
will be determined when put out to bid.Finance and Citywide Projects Committee
recommendation. 70,0001 1,664,000 0.0 0.0
Mayor/Commission
Move Receptionist formerly split between City Manager,City Attorney and
Mayor/Commission[Restores one Receptionist position eliminated during the FY
2010-11 budget process] 19,000 1,683,000 0.3 0.0
Total General Fund Enhancements $ 1,683,000 $ 1,683,000 20.0 0.0
Total General Fund Not Offset By Revenues $ 1,168,0001 1 20.0 0.0
Total Enhancements Offset by Non-GF Funding $ 265,000
One Time-funded by Building Revenue $ 250,000
INTERNAL SERVICE FUNDS
Property Management
Add a Construction Manager to oversee Capital Renewal&Replacement Capital Projects
related to City Facilities over and above routine maintenance. This position will oversee
work on all aspects of the projects including design,construction,inspection and
renovation. The year one impact of this postion will be charged to fund balance;the year
two impact will be$68,000 of which$48,000 impacts the General Fund.-
1.0 0.0
Fleet Management
Improve Warehouse Operations by converting 2 Part-time Fleet Service Representative
positions to 1 Full-time Warehouse Manager 14,000 14,000 1.0 2.0
Total Internal Service Funds $ 14,000 $ 14,000 2.0 2.0
ENTERPRISE FUNDS
Stormwater
Enhance Stormwater Pump Station Maintenance-Due to the increased number of pump
stations(4),additional maintenance is critical to meet the demands of effective stormwater
control. $ 175,000 $ 175,000 0.0 0.0
Parking
Increase the services available online by adding a Senior Systems Analyst. Some of the
projects that are currently in queue are:
1.Modify Customer Counter Application for the integration with LPR enforcement.
2.Online payment and auto pay for Residential Permits Application(Visitors and
Residents)
3.Online payment and auto pay for Monthly Municipal Permits Application
4.Access Card Payments Application integration with garage revenue control equipment.
5.Visitor Parking Application
6.Bulk Billing Permits Application
7.Valet enforcement handheld application
8.Mobile point of sale application 80,000 $ 255,000 1.0 0.0
Improve the management and coordination of all aspects of the maintenance of parking
facilities including handling the contracts with vendors that perform related work by adding
a Property Management Contracts Coordinator 88,000 $ 343,000 1.0 0.0
Total Enterprise Funds $ 343,0001 $ 343,000 2.01 0.0
ATTACHMENT D
PROPOSED ADDITIONS AND SERVICE ENHANCEMENTS
Fiscal Impact Cumulative Positions
Impact FT PT
-e
New police squad for the RDA,which will provide 24 hour coverage,particularly on Lincoln
Road and surrounding areas. This new squad will include one(1)Sergeant and two(2)
Police Officers. The City has applied for the U.S.DOJ COPS Hiring grant. If the grant is
awarded,it will offset$187,000 for the two new Police Officers for three years. The City
will be required to maintain these positions after year three for twelve months $ 309,000 $ 309,000 3.0 0.0
Improve the Management of Lincoln Road Infrastructure by the addition of a Mall Manager.
These duties will be absorbed by 50%of an existing postion in the City Manager's Office. $ 56,000 $ 365,000 0.5 0.0
Improve ability to quickly address code issues on Lincoln Road by addition of two
dedicated code officers $ 99,000 $ 464,000 2.0 0.0
Total RDA 1 $ 464,0001 $ 464,0001 5.51 0.0
Resort Tax
InGFease existing funding Of$100,000 feF Miss USA OF similaF event to 1_12151,000 peF yeaF
fGF fGUF yeaFs te provide funding W Wedd Out Games($25,0W $ - 0.0 0.0
Total Resort Tax - $ 0.0 0.0
-OTHER
City Manager's Office
Pursue Grant Funding to design and develop a Resiliency Program to plan,develop an
promote policies in Miami Beach related to long term community resilience,sustainable
development and building,climate change impacts,environmental quality,green business
growth and green infrastructure expansion.Land Use&Development Committee
recommendation. - - 0.0 0.0
Red Light Camera Fund-City Clerk
A change in State law,effective July 1,2013,requires municipalities with red light cameras
to set up local hearing officers for drivers who get violation notices and want to appeal
them. This enhancement is for a Clerk position and Special Master funding to handle an
anticipated 1,200 appeals.(Offset by revenue from court fees) 49,000 49,000 1.0 0.0
ATTACHMENT E
LOWER PRIORITY POTENTIAL ENHANCEMENTS NOT INCORPORATED IN PROPOSED BUDGET
Fiscal Impact Cumulative Total Positions
Impact FT IPT
GENERALFUND
Police
Conversion of ee to 0V interceptors(Patrol)-Converts current fleet to high pro i e
vehicles,which will allow public safety personnel to respond to calls and patrol during
significant weather events 190,000 190,000 0.0 0.0
Patrol Enhancement-Overtime(Special Operations)-Create Special Operations detail
between January and March,to address crime trends during peak tourism season. 300,000 490,000 0.0 0.0
Internal airs Enhancement for two 2 additional ergeants to meet the required staffing
to manage case load and workload due to changes in internal affairs processes and
procedures 236,000 726,000 2.0 0.0
internal airs Enhancement for one ice Associate V position to handle increase
workload on current staff;provide support and undertake essential duties such as
confidential file management,generating reports and redaction of public records in
compliance with Public Records laws. 54,000 780,000 1.01 0.0
Additional Security on MB Drive 780,000 0.0 0.0
Seven(7)Leased Vehicles for Internal Affairs Unit in order to conduct surveillance and
other covert activities. 60,000 840,000 0.0 0.0
Fire/Ocean Rescue
Reinstate Third Mechanic 41,000 881,000 1.0 0.0
Quartermaster Position 46,000 927,000 1.0 0.0
Code
Enhance customer service by adding an Office Associate IV 50,0001 977,0001 1.01 0.0
Increase efficiency of Beach patrol operations by adding 2 ATVs 16,0001 993,0001 0.01 0.0
Public Works
Enhance North Beach Lighting&Uplight Maintenance- street ig ing and landscape up-
lights from 63rd Street to 87th Terrace,excluding Florida Dept.of Transportation(FDOT)
roadway lighting. 70,000 1,063,000 0.0 0.0
Building
Improve Security on the First Floor of City Hall by adding a contract armed security guard 62,OOOT 1,125,000 0.0 0.0
CIP
Improvement administrative support for implementation of capital projects by adding an
Administrative Aide position. 42,000 1,167,000 1.0 0.0
Planning
Upgrade Planning website to maximize public access by adding an OAV 57,0001 1,224,0001 1.01 0.0
Human Resources
Conduct a Human Resources Compliance and Continuous Improvement Audit 100,000 1,324,000 1.0 0.0
Improve Citywide Compliance with Established Employment Practices by adding a
Employee Relations Specialist 65,000 1,389,000 0.0 0.0
Streamline Recruitment process-by adding Human Resources Technician in Recruitment 52,000 1,441,000 1.0 0.0
Organization Development
Facilitate performance improvement initiatives to achieve City's Key Intended Outcomes F and Improve efficiencies by adding a Management Consultant 70,000 1,511,000 1.0 0.0
City Clerk
Ensure compliance with Code within reasonable time by adding a Code Violations Clerk 49,000 1,560,000 1.0 0.0
City Manager's Office
EOC-Mitigation Resilience Office/Recovery Coordinator 78,000 1,638,000 1.0 0.0
EOC-Special Events Coordinator 68,000 1,706,000 1.0 0.0
EOC-Emergency Manager's Replacement Vehicle 32,000 1,738,000 0.0 0.0
EOC-Special Events Coordinator's Vehicle 28,000 1,766,000 0.0 0.0
EOC Training 22,000 1,788,000 0.0 0.0
EOC Operations 53,000 1,841,000 0.0 0.0
Total General Fund Enhancements $ 1,799,000 $ 1,841,000 14.0 0.0
ATTACHMENT E
LOWER PRIORITY POTENTIAL ENHANCEMENTS NOT INCORPORATED IN PROPOSED BUDGET
Fiscal Impact Cumulative Total Positions
Impact IFT IPT
INTERNAL SERVICE FUNDS
Property Management
Enhance ADA Compliance Citywide by adding an ADA Coordinator-Estimated Impact to
General Fund$35,000 1$ 52,000 52,000 1 1.0 0.0
Information Technology
Out of Region Backup-Estimated impact to General Fund$46,000 70,0001 122,000 1 0.01 0.0
Fleet Management
Improve Delivery of Fleet Services y adding an ice Associate - stimate impact to
General Fund$32,000 49,000 171,000 1.0 0.0
Total Internal Service Funds $ 171,000 $ 171,000 2.0 0.0
ATTACHMENT F
ADDITIONAL POTENTIAL ENHANCEMENTS SUBSEQUENT TO AUGUST 22 FCWPC MEETING
Fiscal Impact Cumulative Total Positions
Impact FT IPT
Parks and Recreation
Enhance staffing coverage at i wa er,Grespi,Tatum,Fairway and Muss Parks by adding
5 part time MSWII's and reclassifying 5 part time Recreation Leaders to 5 Part Time
MSWII's,resulting in in a total of 10 MSWII's. This will substantially improve the scheduling
within the Recreation division,and increase satisfaction of the public participating in
recreational activities 117,000 117,000 0.0 5.0
Total General Fund Enhancements $ 117,0001$ 117,000 1 0.01 5.0
FUNDS INTERNAL SERVICE
Information Technology
r i grant program for low income residents potentially impacted by the re-scope ot the
City's Wi-Fi program. Details of the grant program are to be determined.Estimated Impact
to the General Fund is$40,000 50,000 50,000 0.0 0.0
Total Internal Service Funds $ 50,000 $ 50,000 0.0 0.0
I
ATTACHMENT G
POTENTIAL SERVICE REDUCTION ALTERNATIVES NOT INCLUDED IN PROPOSED BUDGET
Cumulative %of FY 14 Budget Positions Cumulative
Impact Impact net Affected Positions
General Fund
:Mayor
No Service Reductions, 1 $ I $ - 1 0.00%1 0.0 0.0
Manager
No Service Reductions were ro sed. $ - $ - 0.00% 0.0 0.0
Communications
MBTV-VIDEO PRODUCTION Shut down video/television operations (MBTV)-lose PEG
license/cable channel; no video public record of meetings: Media Specialist: Salary (111)
$76,366, SS/Medicare (165) $1,107.30; Health (162) $4,102.74, Professional Services
(0312): $80,000; Other operating (0343) (DVDs, wiring, software, parts): $4,800; Office
supplies (0341): $500; Maintenance Contract (0342) of audio/visual equip: $2,000; Phone
(0316):$1080 $ 170,956 $ 170,956 24.7% 1.0 FT
MKTG/PIO/ADMIN -Services for the production of public information projects (professional
svcs (0312) for writers, photographers, other office support, etc.). If staff is reduced,
professional svcs will be crucial to operations to retain some outside asst)
$ 3,000 $ 173,956 25.1% 0.0
MKTG/PIO-Print advertisinq outreach to communit y newspapers 0327 $ 2,100 1 $ 176,056 1 25.4% 0.0
:OBPIIPer-formance Initiatives
No Service Reductions were proposed. $ - 1 $ - 1 0.007 0.01 0.0
Finance
No Service Reductions were 12roposed. $ - $ - 1 0.00%1 01 0.0
Procurement
No Service Reductions were DroQgsed. 1$ - 1 $ - 1 0.00%1 0.01 0.0
Human Resources/Labor
No Service Reductions were proposed. 1$ - 1 $ - 0.007 01 0.0
No Service Reductions were pronosed. $ - 1 $ - 1 0.00%1 0.01 0.0
'City Attorney No Service Reductions were ro sed. $ - $ - 0.00% 0.0 0.0
Development'Real Estate&Comm.
Eliminate 10 out of 31 beds from Salvation Army ($20.00 per bed per day); reduces the
number of beds available for direct placement of homeless persons engaged by our
homeless outreach teams,resulting in more homeless persons remaining on our streets
$ 73,000 $ 73,000 4.14% 0 0.0
Reduce homeless relocations by 50% (Avg.cost of relocation is$150.00 times 100 clients;
will result in delays in homeless persons accessing jobs or benefits,with potential delays in
achieving housing stability(thus remaining homeless longer) $ 15,000 $ 88,000 4.99% 0 0.0
As a result of reducing homeless relocations by 50%,portable meals(Heatermeals)provided
to clients during their relocation will be reduced proportionately. $ 1,825 $ 89,825 5.09% 0 0.0
Office of -
o Service Reductions were proposed. $ - $ - 0.00% 0.0 0.0
ELIMINATE CUSTOMER SERVICE MANAGER FUNCTIONS-This includes the elimination
of the Customer Service Manager Position.Position also serves Condo Ombudsman function
in the City Manager's Office. $ 135,682 $ 135,682 1.49% 1.0 1.0
DEPARTMENTAL TECHNOLOGY SUPPORT-two IT Analysts for system enhancements will
be eliminated and all new technology initiatives will be suspended. $ 180,059 $ 315,740 3.46% 2.0 3.0
Outsource Building Permit Clerks as recommended by the Watson Rice study(Previously
proposed in FY 2009/2010,2010/2011,2011/2012 and 2012/2013 budgets).Assume award
by January 2014 and implementation by March 2014. Savings includes salary, health,
medicare, OT, and uniform costs. Costs for outsourcing are estimated at$308,880 ($18.45
per hour for over 11,440 hours(8 hours per day for 5.5 people).This cost remains in the core
services.
$ 28,127 $ 343,867 3.77% 5.5 9.0
Planning
No Service Reductions were proposed. 1$ - 1 0.00%1 0.01 0.0
ATTACHMENT G
POTENTIAL SERVICE REDUCTION ALTERNATIVES NOT INCLUDED IN PROPOSED BUDGET
Cumulative %of FY 14 Budget Positions Cumulative
Impact Impact net Aff ected Positions
Close Bass Museum second day per week(Open 5 days):This reduction includes savings of
$17,549 in security guards and$3,661 in electricity.The Museum is required to be open.1000
hours per year to maintina AAM Accreditation.The Museum must be open at least 20 hours
per week or 3 days per week. Bass receives a State of Florida grant of$64,448 for security
services.General Funds covers$49,491.The Friends of the Bass Museum are estiamted to
loose$32,000 which will require them to reduce payroll to absorb this loss of revenue.
$ 21,210 $ 124,713 5.9%
Close Bass Museum third day per week (Open 4 days):This reduction includes savings of
$17,549 in security guards and$3,661 in electricity.The Museum is required to be open 1000
hours per year to maintina AAM Accreditation.The Museum must be open at least 20 hours
per week or 3 days per week. Bass receives a State of Florida grant of$64,448 for security
services.General Funds covers$49,491.The Friends of the Bass Museum are projected to
loose $55,000 in revenue which requires the Friends to reduce payroll expenses to absorb
this loss in revenue.
$ 21,210 $ 145,923 6.9%
Close Bass Museum fourth day per week(Open 3 days):This reduction includes savings of
$17,549 in security guards and$3,661 in electricity.The Museum is required to be open 1000
hours per year to maintina AAM Accreditation.The Museum must be open at least 20 hours
per week or 3 days per week. Bass receives a State of Florida grant of$64,448 for security
services.General Funds covers$49,491.The Friends of the Bass Museum are projected to
loose$82,450 in revenue which requires the Friends to reduce payroll to absorb this loss in
revenue. $ 21,210 $ 167,133 7.9%
Arts Education Progam: School Programs include children aged 2 - 5, Early Get smART
offers teacher training,parent workshops,and artist residencies utilizing visual arts,creative
movement, drama and music to focus on self-awareness, transportation, weather, ecology
and nutrition;Raindrops,St.Patricks,Temple Menorah.Grades K-12,GET smART:2 teams
of 11 teachers at Feinberg-Fisher receiving training this year. Teacher Resource Program
provides training, classroom materials and supplies coupled with a related live-arts
experience; Nautilus Middle School. Community programs:After-school classes for children
aged 8- 12; courses run for 32 weeks; 4 courses at Biscayne Elementary, 4 at Flamingo
Park and 6 at Scott Rakow..
Flamingo Park summer camp:4 courses for 6 weeks. Total Arts Education Program budget
is $105,000 contracted with Arts for Learning. $75,000 is located in the CAC budget. If
eliminated it would be necessary to fund a $20,000 grantto Arts for Learning who has
historically received grants from the CAC, they were asked to withdraw their application in
consideration for this contract. $ 42,130 $ 209,263 9.9%
Reduce Arts in the Parks from 10 events to 4. $ 60,000 $ 269,263 13%
Eliminate Arts in the Parks program $ 60,000 $ 329,263 16%
Freeze Field Monitor Position: This represents salary, benefits, and cellphone. The Field
Monitor is shared with Asset Mgmt who no longer has a Field Monitor as a result of the FY 08
budget cuts. This positions inspects and enforces the regulations of the special event and
film permits for TCD, as well as assists in processing wedding ceremony requests and
demonstrations. The position also monitors beach concessions and the markets for Asset
Mgmt and assists with field inspections. °
$ 57,158 $ 444,291 21%1 1.0
Code Compliance
Eliminate 1 Community Resources & Outreach Coordinator. This means that there will be
reduced residential outreach and education.Would affect level of service and outreach and
educational programs. Programs affected would be the following programs and assistance:
Hurricane Fair, Environmental Clean-up; Baynanza, Hands on Miami Beach, City
Representation at HOA meetings and merchant meetings, assistance with the creation of
HOAs,information sessions such as Condo Workshops and attendance at other community
meetings. $ 158,468 $ 158,468 4.84% 1
Eliminate remaining Community Resources & Outreach Coordinator. Will leave no
Community Outreach staff. This means there will be reduced residential outreach and
education.Would affect level of service and outreach and educational programs.Programs
affected would be the following programs and assistance: Hurricane Fair, Environmental
Clean-up; Baynanza, Hands on Miami Beach, City representation at HOA meetings and
merchant meetings, assistance with the creation of HOAs, information sessions such as
Condo Workshops, Neighborhood Leadership Academy and attendance at other community
meetings. $ 112,419 $ 270,886 8.27% 1.0
Eliminate nine(9)Part-Time Code Compliance Officers added to the budget in FY 2010/2011
to address Quality-of-Life issues $ 240,360 $ 511,246 15.61% 0.0
ATTACHMENT G
POTENTIAL SERVICE REDUCTION ALTERNATIVES NOT INCLUDED IN PROPOSED BUDGET
Cumulative %of FY 14 Budget Positions Cumulative
Impact Impact net Affected Positions
Convert staffing from 25 full-time and 12 part-time Code Compliance Officer positions (3
positions after above reduction) to reduce 19 full-time and 21 part-time, effective April 1,
2014, providing more flexibility in staffing. Assumes part-time employees are working 30
hours per week.Savings includes salary,health,medicare,Holidy pay,OT,and uniform cots.
$ 15,770 $ 527,016 16.10% FT& -11 PT
Outsource Code Enforcement Clerical and Call Center Operations with privatized in-house
support. Assume implementation of Clerical and Call Center April 2014 and privatized in-
house support April 2014. Savings includes salary, health, medicare, OT and holidy pay
(approx$412,000).Costs for outsouring are estimated at$280,000.The amount here shows
half year savings.This cost remains in the core services.
$ 18,816 $ 545,832 16.67% 6 FT
Parks&Recreation No Service Reductions were proposed. $ - $ - 0.00% 0.0 373
,Public Works
Survey services (1 EA2 and 1 EA1): Loss impacts the ability to survey design projects in-
house.2-man survey crews are typically billed at$90-100/hr,while these 2 individuals have a
total hourly rate of$58.84. $ 133,432 $ 116,263 5.9% 2 2.0
EA1 with newsrack and permitting responsibilities(position partially offset through estimated
$9,000 newsrack fees):Loss leads to longer periods before repair of newsracks due to grafitti
and vandalism and less help at ROW counter. $ 43,446 $ 159,709 8.0% 1.0 3
OA IV assisting City Engineer and Ass't City Engineer:Loss impacts the efficiency of the City
Engineer as well as all support functions including WebQA. Outsourced secretaries are
typically billed at$45/hr.This position bills at$19.75/hr. $ 41,560 $ 201,269 5.9% 1.0 4
OA IV assisting Environmental and Transportation Divisions: Loss impacts the efficiency of
transportation and environmental services as well as all support functions in cluding WebQA.
Outsourced secretaries are typically billed at$45/hr.This postion bills at$22.21/hr. $ 48,922 $ 250,191 5.9% 1 5
OA V serving as Office Manager and Payroll Coordinator: Loss impacts the efficiency of
engineering services as well as all support functions including payroll, creation of purchase
orders,and personnel evaluations. Outsourced secretaries are typically billed at$45/hr.This
position bills at$33.25/hr. $ 73,342 $ 323,533 5.9% 1 6
Engineering production-2 EA3's, 1,EA2, 1 EA1,and a vacant Ass't City Engineer position:
Loss reduces the ability to produce plans in-house and the ability to manage ROW records
including responses to public records requests. $ 277,472 $ 601,005 5.9% 4 10
Engineering Services-Ass't City Engineer,2 CE3's,1 CE2,and 1 CE1 (Offset with$402,667
in project chargebacks): Loss reduces the ability to produce plans in-house, conduct plan
reviews, perform inspections, and certify ROW projects. If outsourced, the design process,
coordination, and procurement requirements would add approximately 6-8 months to the
construction of infrasructure improvements and add additional cost(staff engineers' hourly
rates vary from$25.10-$36.59,while private sector hourly engineering rates vary from$100
$150.) $ 368,297 $ 969,302 5.9% 5 15
Transportation and traffic engineering services not offset by PTP funding (50% of 1
Transportation Manager, 20% of Transportation Coordinator are not PTP funded): Loss
impacts service to resident committees and reduces ability to review design plans for mobility
impacts, ability to obtain transportation related grants, and ability to design transportation
projects in-house. $ 75,037 $ 1,044,339 5.9% 0.7 15.7
Environmental Resource Manager: Loss impacts the environmental review and permitting
support for Engineering projects, including seawalls, bridges, docks, dredging, ROW
stormwater infrastructure, and shoreline improvement & beachwalk projects that require
multiple environmental regulatory agency coordination, including pollution prevention. Loss
also impacts environmental compliance enforcement & monitoring of golf courses, fuel
storage tanks and stormwater systems as well as environmental outreach,environmental risk
management,sustainability planning and implementation for city-wide process improvement,
resource conservation,&waste reduction.
$ 73,806 $ 1,118,145 5.9% 1.0 16.7
Other Operating Expenditures-associated with above postions $ 135,430 1 $ 1,253,575 1 5.9% 0 16.7
Other Personnel Expenses-associated with above postions $ 197,841 $ 1,451,416 5.9% 0.0 16.7
No Service Reductions were proposed. 1 $ - 1 $ - 0.00%1 0,01 0.0
ATTACHMENT G
POTENTIAL SERVICE REDUCTION ALTERNATIVES NOT INCLUDED IN PROPOSED BUDGET
Cumulative %of FY 14 Budget Positions Cumulative
Impact Impact net Affected Positions
Eliminate 4 School Liaison Supervisor(Total of 5 Contractual Servicse Positions) -These
positions serve as liaisons to the public elementary and middle schools on Miami Beach.
Elimination will result in no officers being assigned to the public schools on Miami Beach
which leads to a greater dissatisfaction from within the community-011-1120-000311 &011-
1122-000311 $ 229,000 $ 229,000 0.0
Eliminate Citywide contracted security expenditures while maintaining RDA area (beach
walks,boardwalks,Lincoln Road etc.)011-1120-000349&011-1122-000349 $ 845,000 $ 1,074,000 0
Criminal. Eliminate one (1) Public Safety Specialist assigned to CID/Administration. The
ability to review and enhance video from crime scenes will be impacted and may result in
longer processing time. This will delay the solvability factors of certain types of crime. 011-
1140-000111,011-1140-000162&011-1140-000165 $ 50,277 $ 1,124,277 1
Reduce the Overtime Budgets(1210,1220)by amending the minimum staffing ordinance to
allow staffing levels to 42 personnel when there are more than 3 unscheduled absences at
the start of the shift. Note:There are no reductions to the number of firefighters assigned to
shifts. Estimated yearly impact is $ 840.000. This change requires impact bargaining and
change to minimum staffing ordinance therefore the reported impact is reduced to$420,000
to provide time for negotiation and change or the ordinance. $ 840,000 $ 840,000 2.36%
0 0.0
Change the Ocean Rescue Division schedule to 5/8s on a year round schedule (reduces
seasonal salaries) $ 474,037 $ 1,314,037 3.70%
Convert 20 out of 48 FT Life Guard 1s to PT.The annual impact w/pension is$303,201 and
w/o pension is$184,088 $ 193,843 $ 1,507,880 4.24%
Budget Citywide
Reduce funding for various programs by 10%:
Jewish Museum $ 49,500 $ 49,500
July 4th Celebration non sponsored events $ 40,500 $ 90,000
Latin Chamber of Commerce $ 18,000 $ 108,000
Miami Beach Chamber/Visitor Ctr $ 36,000 $ 144,000
Miami Design Preservation League $ 22,500 $ 166,500
North Beach Development Corp. $ 18,000 $ 184,500
Orange Bowl $ 16,875 $ 201,375
S Beach/Grtr Miami His p.Chamber $ 18,000 $ 219,375
Sister Cities $ 13,680 $ 233,055
Hot Meals-JVS $ 46,930 $ 279,985
Douglas Gardens $ 21,660 $ 301,645
Stanley C.Myers $ 21,660 $ 323,305
Boys and Girls Club $ 16,606 $ 339,911
Contribution to Garden Center $ 137,228 $ 477,139
Internal Service Funds
Technology
Public Safety Radio System Motorola Maint+Site rental+Alerting Maint+Microwave Maint
+Subscriber Maint+replacements=Public Safety $ 598,000 $ 598,000 5%
Annual SW maintenance NW CAD+Telestaff+PowerDMS=Public Safety $ 335,000 $ 1,660,700 15%
GIS+ESRI+Cit orks+WebQA=Public Works $ 99,700 $ 1,760,400 16%
Laserfische Electronic Records Management Programin HR, Finance, City Clerk, Building,
Planning $ 36,000 $ 1,796,400 16%
RecWare=Parks and Recreation $ 18,000 $ 1,814,400 16%
Active Strategy,Performance Management Software=OBPI $ 22,000 $ 1,836,400 17%
Ebuilder,Project Mana meent Software=CIP $ 20,000 $ 1,856,400 17%
Folio=City Clerk $ 10,000 $ 1,866,400 17%
Snaps Surevey Software=OBPI $ 2,400 $ 1,868,800 17%
MBTV SW=Communications $ 11,500 $ 1,880,300 17%
HR Risk Mgt SW=HR $ 11,000 $ 1,891,300 17%
HR Applicant tracking=HR $ 18,000 $ 1,909,300 17%
Novatime Electronic handreader timeclock=Public Works,Fleet,Building,Sanitation $ 10,000 $ 1,919,300 17%
Cassidian R911 =Fire EOC $ 12,500 $ 1,931,800 17%
EOC AV Maintenance=Fire EOC $ 6,000 $ 1,937,800 17%
F4W=Fire EOC $ 24,900 $ 1,962,700 18%
Listserve=Communications $ 4,000 $ 1,966,700 18%
CityEou rced=Public Works $ 7,000 $ 1,973,700 18%
Central Services
Change(1)full-time Central Service Technician to part-time status.Potential Impact:Printing
of Business Cards,(4)Commission Committee Agendas, MBLine,Carbonless Forms,Grant
packages among other miscellaneous emergency/time sensitive jobs will be delayed or result
in overtime. Processing all outgoing U.S. mail, receiving & sorting all incoming U.S. and
interoffice mail will be delayed or require overtime. $ 13,072 $ 13,072 1.90%
i
ATTACHMENT G
POTENTIAL SERVICE REDUCTION ALTERNATIVES NOT INCLUDED IN PROPOSED BUDGET
Cumulative %of FY 14 Budget Positions Cumulative
Impact Impact net Affected Positions
:Property Management •
No Service Reductions were proposed 1$ - 1 0.00%1 0.01 0.0
:Property Management
No Service Reductions were grogosed 1$ - 0.00%1 0.01 0.0
:Fleet Management
No Service Reductions were proposed $ - $ - 0.00%1 0.01 0.0
Enterprise Funds
Water
No Service Reductions were Proposed 1$ - 1$ - 1 0.00%1 01 0
No Service Reductions were prolaosed $ - 1$ - 1 0.00%1 01 0
No Service Reductions were Qr000sed Is - 1$ - 1 0.00%1 0.01 0.0
Eliminate night crew in South point Park ISL $ 64,095 $ 64,095 0.6% 2 2
Eliminate night crew on Beachwalk,increase in cleanliness index rating to 2.5 $ 69,815 $ 133,910 1.2% 2 2.0
Merge Mid beach and north beach pressure cleaning crews into one.Current cleaning cycle
is every 10 days will decrease to every 20 days. $ 40,250 $ 174,160 2% 2.0 2.0
Reduce LOS on Ocean, Washington, & Lincoln from 7 to 5 nights. Increase in clealiness
index rating to 2.5. $ 147,225 $ 321,385 2.9% 6.0 6.0
Decrease level of service on Beach walk from 7 days to 5 days,increase in cleanliness index
rating to 2.5. $ 59,382 $ 380,767 3.5% 2.0 2.0
Provision of Dog Dispenser bags will mean that there will be no bags available for residents $ 12,063 $ 392,830 3.6% 0.0 0
Parking
Marketing (IMPACT: consumers would not have readily accessible information concerning
available parking options throughout Miami Beach therefore increasing the perception of not
enough available parking. Impact to ability to a more comprehensive marketing program
planned with the Office of Communications.Current budget amount is$71,000.. $ 28,000 $ 28,000 0.1
0.0
Reduce Sanitation (IMPACT: Based on the newer service levels we would have lower
cleanliness index feedback since garages would not be cleaned 7 days a weeks as indicated
by the Sanitation Director that is the current service level.)(TOTAL:$756,447 in transfer out)
$ 186,000 $ 214,000 0.9% 0.0
I
I
ATTACHMENT H
REDUCTIONS SINCE 2006
Full- Part- Proj. Mgt& Mgt/
Impact Time Time Vacant Filled Admin Adm
General Fund
Mayor&Commission
As part of the City's effort to accommodate the tax roll-back enacted by the State of Florida in 2007,
FY07-08 an Executive Office Associate I position was eliminated resulting in a savings of$47,000. $ (47,000) -1.0 0.0 -1.0 -1.0 0.0
No Reductions in FY08-09 $ 0.0 0.0 0.0 0.0 0.0 0.0
No Reductions in FY09-10 $ 0.0 0.0 0.0 0.0 0.0 0.0
Reduce 1 Secretary $ (79,274) -1.01 0.0 -1.0 -1.0
Reduce receptionist through shared function with the City Attorney and Mayor and Commission-
One-time estimated capital costs of$32,450 would need to be funded for reconfiguration of the
reception areas, changing the City Attorney's door to glass etc- 1/3 allocated to each of City
Manager,City Attorney,and Mayor and Commission Offices
$ (16,527) -0.3 0.0 -0.3 0.0 -0.3
No Reductions in FY11-12 $ 0.0 0.0 0.0 0.0 0.0 0.0
No Reductions in FY12-13 $ 0.0 0.0 0.0 0.0
City Manager
NOW, Eliminate Office Associate IV $ (48,852) -1.0 0.0 -1.0 0.0 -1.0 0.0
Eliminate Chief of Staff merging function with Human Resources/Labor Relations $ (156,503) -1.0 0.0 0.0 -1.0 -1.0 0.0
No Reductions in FY08-09 $ 0.0 0.0 0.0 0.0 0.0 0.0
Transfer Agenda Coordinator position and function to City Clerk's Office to consolidate and obtain
11018 l r efficiencies in administrative support functions $ (85,450) -1.0 -1.0 -1.0
Reduce receptionist through shared function with the City Attorney and Mayor and Commission-
One-time estimated capital costs of$32,450 would need to be funded for reconfiguration of the
reception areas, changing the City Attorney's door to glass etc- 1/3 allocated to each of City
Manager,City Attorney,and Mayor and Commission Offices
FY1011' $ (15,862) -0.3 0.0 -0.3 0.0 -0.3
FY No Reductions in FY11-12 $ 0.0 0.0 0.0 0.0 0.0 0.0
No Reductions in FY12-13 $ 0.0 0.0 0.0 0.0 0.0 0.0
Communications
FYM lEliminate Public Information Specialist position providing reduced support to Cultural Arts,Tourism
and other departments $ (59,331) -1.0 0.0 -1.0 0.0 0.0 -1.0
Convert 2 Media Assistants to Professional Service contracts-currently using professional services
FY08-09 as positions are vacant $ (11,750) -2.0 -2.0 -2.0
Eliminate full-time office support, archiving, and management of accts, advertising revenues &
FY other general office to part-time position $ (37,117) -1.0 -1.0 -1.0
Nlllfi$j&JV, No Reductions in FY10-11 $ 0.0 0.0 0.0 0.0 0.0 0.0
FY °`No Reductions in FYll-12 $ 0.0 0.0 0.0 0.0 0.0 0.0
No Reductions in FY12-13 $ 0.0 0.0 0.0 0.0 0.0 0.0
OBPI/Perforniance Initiatives Eliminate budget position-will reduce level of analysis possible,reduce turn around times,and
FYd�-6$ reduce level of budget book documentation-including support costs $ (114,193) -1.0 0.0 -1.0 0.0 -1.0
Eliminate 1 position reducing staff available for best practice reviews,performance improvement
studies surveys,etc.including support costs $ (69,346) -1.0 0.0 0.0 -1.0 -1.0
No Reductions in FY08-09 $ 0.0 0.0 0.0 0.0 0.0 0.0
Eliminate Management Consultant(also impacts Grants and Budget)including support cost.Impact
to be partially offset by Office Associate $ (75,391) -1.0 -1.0 -1.0
No Reductions in FY10-11 $ 0.0 0.0 0.0 0.0 0.0 0.0
No Reductions in FY11-12 $ 0.0 0.0 0.0 0.0 0.0 0.0
No Reductions in FY12-13 $ 0.0 0.0 0.0 0.0 0.0 0.0
Eliminate 1 position in the Revenue Section delaying reconciling of revenues by 45 days and the
FY07-08 annual audit by 45-60 days $ (52,764) -1.0 -1.0 -1.0
Eliminate 1 position responsible for Fixed Assets,delaying recording of fixed assets in the general
ledger and delaying the year-end closing and annual audit by 90 days $ (85,818) -1.0 -1.0 -1.0
Eliminate 1 position in the Liens Section as a result of implementation of self-service electronic
uncertified lien searches at a savings of$52,153 $ (52,153) -1.0 -1.0 -1.0
Eliminate 1 vacant position in the Accounts Payable Section due to implementation of
decentralization and decreased turnaround time for check issuance at a savings of$89,161 $ (89,161) -1.0 -1.0
Eliminate 2 positions in the Licensing Section due to self-service pursuant to web module
implementation at a savings of$79,769 $ (79,769) -2.0 -2.0
Eliminate 1 Cashier position and replaced with cash kiosk and 24-hour drop-box at a savings of
$43,272 $ (43,272) -1.0
Eliminate 1 Resort Tax Section Position at the service counter reflecting a reduction of$64,711
$ (64,711) -1.0
Eliminate FA2 in Customer Service,impacting processing of lotteries and issuance of certified lien
FY08-09 statements $ (75,005) -1.0 -1.0 -1.0
Eliminate FS2 in Revenue Section,impacting reconciling of revenues and annual-audit preparation
$ (59,330) -1.0 -1.0 -1.0
ATTACHMENT H
REDUCTIONS SINCE 2006
Full- Part- Proj. Mgt 8, Mgt/
Impact Time Time Vacant Filled Admin Adm
>F"1111-10 No Reductions in FY09-10 $ 0.0 0.0 0.0 0.0 0.0 0.0
No Reductions in FY10-11 $ 0.0 0.0 0.0 0.0 0.0 0.0
`No Reductions in FY11-12 $ 0.0 0.01 0.0 0.01 0.0 0.0
No Reductions in FY12-13 $
Procurement
No Reductions in FY07-08 $ 0.0 0.0 0.0 0.0 0.0 0.0
Eliminate Administrative Aide I position.Total starting salary is$33,643 plus 1.45%Medicare,$5,000 health
benefits.Clerical duties and responsibilities would be transferred to Office Associate V(OAV).The amount of
days it takes for evaluation committee packages to be distributed may increase from 2 days. Customer service
may be affected adversely as a result of not having a "receptionist"to greet all visitors and/or answer all
incoming calls from internal and external customers.The time it takes to update the vendor campaign database
may increase from 5 days,advertisements and posting in various bid notification agencies may increase from 5
days,distribution of POs to departments and vendors may increase from 2 days,and to respond to public
records requests may increase from 5 days.The lack of typing support may result in delays in the completion of
agenda items $ (39,131) -1.0 -1.0 -1.0
No Reductions in FY09-10 $ 0.0 0.0 0.0 0.0 0.0 0.0
r. No Reductions in FY10-11 $ 0.0 0.0 0.0 0.0 0.0 0.0
°`_'Convert 1 Vacant full-time coordinator position to part-time $ (45,388) -1.0 -1.0
No Reductions in FY12-13 $ 0.0 0.0 0.0 0.0 0.0 0.0
Resources/Labor__-R-_
Human
4' Eliminate 1 position - Staff will be reassigned responsibilities during restructuring. Remaining
z.Specialist, Technicians and Assistant Director will have to assume responsibilities. However,
Background Processing,Recruitments,Testing and Audit needs may be reduced due to decreased
FY7 recruitment $ (73,435) -1.0 1.0 1.0
Eliminate OAII added in FY 2006/07 for filing etc. $ (14,109) -1.0 -1.0 -1.0
Labor Relations:Merge labor relations specialist position and safety training function $ (51,990) (0.50) (0.50) (0.50)
a.' Eliminate Vacant HR Tech II (Recruitment) Position (and Medicare)-duties reassigned to other
existing HR staff due to department restructuring and reassignment of duties $ (42,891) (1.00) (1.00) (1.00)
Replace existing HR Specialist position (Testing)with a Part-time(24 hours per week)entry level
Office Associate III(paid at a straight hourly wage with no benefits other than FICA Alternative(457)
in order to provide more administrative support to Employee Relations which currently only has
F1f09•ld one employee with a large workload. $ (36,606) -1.0 -1.0 -1.0 1 -1.0
Labor Relations Director position (Salary)-leaving$20,000 for a professional services agreement
(PSA)to be negotiated for individual to hear Step III grievances and help with upcoming labor
negotiations with all five(5)collective bargaining units(unions) $ (84,568) -1.0 1.0 1.0
�k No Reductions in FY10-11 $ 0.0 0.0 0.0 0.0 0.0 0.0
Replace HR Specialist with FT OA IV and professional services $ (15,796) 0.0
No Reductions in FY12-13 $ 0.01 0.0 0.0 0.0
City Clerk
Eliminate Admin Aide I $ (28,437) -1.0 -1.0 -1.0
No Reductions in FY08-09 $ 0.0 0.0 0.0 0.0 0.0 0.0
Eliminate OAV as of December and use support from 60%of the administrative position transferred
MW O, from the Manager's Office $ (15,126) -0.4 -4.0 -4.0
No Reductions in FY10-11 $ 0.0 0.0 0.0 0.0 0.0 0.0
I No Reductions in FY11-12 $ 0.0 0.0 0.0 0.0 0.0 0.0
Transfer passport service function to the Customer Service Center-Eliminate 1 Office Associate II
",*position $ (57,000) -1.0 -1.0 1.0
City Attorney
Temporary freeze one of two vacant First Assistant City Attorney Positions $ (110,692) 0.0 0.0 0.0
:µF'Cut one of two vacant First Assistant City Attorney positions-work to be divided among current
staff. Monetary impact to FY 2008/09 Budget is composed of $115,242 in salary, $1,671 in
Medicare,$5,000 in Health Insurance. $ (121,913) -1.0 -1.0 -1.0
Cut vacant Sr.Assistant City Attorney position which was unfunded as part of the FY 2007/08 efforts
to accommodate the tax roll-back enacted by the State of Florida in 2007. Total savings for FY
2007/08 were calculated at$110,692. No monetary impact in FY 2008/09 but total number of
budgeted positions will decrease by 1
$ -1.0 -1.0 -1.0
Freeze Legal Secretary position-IMPACT-duties will have to be distibuted to other secretaries
IFY110 within the department $ (63,031) -1.0 -1.0 -1.0
Reduce receptionist through shared function with the City Attorney and Mayor and Commission-
One-time estimated capital costs of$32,450 would need to be funded for reconfiguration of the
reception areas,changing the City Attorney's door to glass etc-1/3 allocated to each of City
FY1iL11,' Manager,City Attorney,and Mayor and Commission Offices $ (9,663) -0.3 0.0 -0.3 0.0 -0.3
Eliminate part-time First Assistant City Attorney Position.This Attorney's duties(defending
appellate cases,Civil Rights,and Constitutional Law)will be redistribbuted among remaining staff
attorneys. 1$ (43,530) 0.0 -1.0 -1.0 -1.0
ATTACHMENT H
REDUCTIONS SINCE 2006
Imull-
Full- Part- Proj. Mgt& Mgt/
Impact Time Time Vacant Filled Admin Adm
FY11-12 No Reductions in FY11-12 $ 0.0 0.0 0.0 0.0 0.0 0.0
FY12-13 No Reductions in FY12-13 $ - 0.0 0.0 0.0 0.0 0.0 0.0
Comm.Real Estate& ••
Economic Development:Eliminate 1 position for field monitoring of Concessions and Markets
$ (51,027) -1.0 -1.0 -1.0
Economic Development:Eliminate Administrative Secretary-Duties will be transferred to remaining
clerical staff(payroll, processing invoices,support to Collins Park Oversight Committee,Research,
etc.) $ (68,472) -1.0 -1.0 -1.0
Eliminate Asset Manager position $ (110,088) -1.0 -1.0 -1.0
No Reductions in FY10-11 $ - 0.0 0.0 0.0 0.0 0.0 0.0
No Reductions in FY11-12 $ - 0.0 0.0 0.0 0.0 0.0 0.0
12-13 No Reductions in FY12-13 $ 0.0 0.0 0.0 0.0 0.0 0.0
Office of Community Services
07-08 No Reductions in FY07-08 $ 0.0 0.0 0.0 0.0 0.0 0.0
JVW9 No Reductions in FY08-09 $ 0.0 0.0 0.0 0.0 0.0 0.0
Eliminate Office Associate 3;this position Is currently vacant and provides support for youth and
elder services by assisting with intakes,referrals and programming events.The elimination of this
position will impact our ability to offer support to the Youth Empowerment Network and the Miami
Beach Service Partnership as well as the speed with which walk-in clients are served.
$ (41,173) -1.0 -1.0 -1.0
NOW No Reductions in FY10-11 $ 0.0 0.0 0.0 0.0 0.0 0.0
No Reductions in FY11-12 $ 0.0 0.0 0.0 0.0 0.0 0.0
12-13 I No Reductions in FY12-13 $ 0.0 0.0 0.0 0.0 0.0 0.0
P7No Reductions in FY07-08 $ 0.0 0.0 0.0 0.0 0.0 0.0
o Reductions in FY08-09 $ 0.0 0.0 0.0 0.0 0.0 0.0
IMPLEMENTATION OF OUTSOURCE CALL CENTER.The implementation of the outsource call center
will require an increase of$130,000 in outside contractual services and the elimination of two
positions currently involved in answering call in-house.The two positions include a Office Associate
IV and a Clerk Typist.The Clerk Typist will be utilized as a greeter and a vacant Permit Clerk position
Aa will be eliminated in its place.
$ -2.0 -2.0 -2.0
AUTOMATION OF RECORDS MANAGEMENT FUNCTION. With the automation of the records
r
management function,the staffing required to support this function will be reduced from 4 to 3,
thereby eliminating a Clerk position in that unit.
$ (43,162) -1.0 -1.0 -1.0
RE-STRUCTURE ELEVATOR FUNCTIONS. Eliminate one vacant Elevator Inspector and contract out
annual inspections and witnessing test at a lower total cost.This will provide the flexibility to catch-
up and stay current with elevator inspections.
$ (13,200) -1.0 -1.0 -1.0
F
x
": ADJUSTMENT OF RESOURCES TO MATCH DEMAND LEVELS.Based on a standard of 15 inspections
per day and the level of inspections as of February 2009,we are recommending to eliminate four
i vacant positions without any degradation on the level of services provided to our customer.This
t' `A work is currently being conducted by outside contracted staff. The four positions include two
building inspectors,one Senior Mechanical Inspector,and one Senior Plumbing Inspector.
1$ (295,695) -4.0 -4.0 -4.0
No reductions since"Plan B"Reductions were not implemented $ 0.01 0.01 0.01 0.0 0.0 0.0
No Reductions in FY11 12 $ 1 0.01 0.01 0.01 0.0 0.0 0.0
FY No Reductions in FY12-13 $ 0.0 0.0 0.0 0.0 0.0 0.0
No position Reductions in FY07-08 $ 0.0 0.0 0.0 0.0 0.0 0.0
� � a Eliminate Dev.Review Planner-processes building permit applications, licenses,etc.Increases in
turnaround time may be offset by market downturn.
� $ (60,262) -1.0 -1.0 -1.0
Eliminate Vacant Administrative Asst.1- 1014-001, Dev.Board-Processes all applications related to
the BOA,administers the public hearing process(being performed by AS--OAIII)
$ (47,800) -1.0 1.0 1.0
Administrative Asst.I-Unoccupied-Dev.Board-Duties will be absorbed in Department $ (47,800) 1.0 1.0 1.0
Ft 5 '
No Reductions in FY09-10 $ 0.0 0.0 0.0 0.0 0.0 0.0
s �Q Eliminate 1 Review Planning Technician (prepares GIS-based analysis and maps, graphics, and
x .
design presentations.Compiles building and licensing data,etc. $ (56,205) -1.0 -1.0
No Reductions in FY11-12 $ 0.0 0.0 0.01 0.0 0.0 0.0
No Reductions in FY12-13 1$ 0.01 0.01 0.01 0.01 0.01 0.0
ATTACHMENT H
REDUCTIONS SINCE 2006
Full- Part- Proj. Mgt& Mgt/
Impact Time Time Vacant Filled Admin Adm
TCD
Eliminate the department receptionist(Clerk Typist position) $ (42,407) -1.0 1.0
Eliminate the Cultural Facilities Manager Position(Currently Vacant):This position has been
vacant since November 2007.Since that time SMG has assumed added responsibility.This
proposal would require the venue manager (SMG Employee) to continue with added
responsibilities $ (61,538) -1.0 -1.0 -1.0
0illlI19►1d. No Reductions in FY09-10 $ 0.0 0.0 0.0 0.0 0.0 0.0
Y101, No Reductions in FY10-11 $ 0.0 0.0 0.0 0.0 0.0 0.0
Revise allocation for Director (35%) and Administrative Support (15%) to charge to
MUM, Convention Center $ (64,997) -0.5 -0.5 -0.5
No Reductions in FY12-13 $ 1 0.0 0.01 0.0 0.01 0.01 0.0
Code Compliance
Eliminate Code Director $ (77,193) -1.0 -1.0 -1.0
Eliminate Code Ombudsman $ (66,060) -1.0 -1.0 -1.0
Neighborhood Services:Eliminate Business Liaison Position/Comm Resources Coord-function will
be absorbed by prior Answer Ctr Supv $ (71,120) -1.0 -1.0 -1.0 -1.0
Neighborhood Services: The Special Projects Coordinator position was eliminated resulting in a
savings of$74,942. $ (74,942) -1.0
Eliminate Answer Center Staffing $ (86,812) -4.0 -4.0 -4.0
`,-Eliminate Code Administrative Manager. Function will be absorbed by Business Liaison position
FY" (Customer Service Manager) $ (77,320) -1.0 -1.0 -1.0
Convert 3 Full Time Code Officers Positions (anticipated to be vacant by promoting into 3 Code
Admin positions)into 3 Part-time Code Officer Positions:These 3 part time positions would handle
all the special details, animal ordinance, flyers/handbills, vendors, graffiti and any other special
details requested throughout the year
$ (62,580) -3.0 3.0 0.0
Eliminate Code Administrative Aide Il: The position handles payroll, research requests, public
records requests and allows clerical to concentrate on processing code cases.This will cause a delay
in processing record requests and code cases.(Salary and fringes,minus pension)
$ (65,784) -1.0 -1.0 -1.0
No Reductions in FY10-11 since"Plan B"Reductions plan was not implemented $ 1 0.01 0.01 0.01 0.01 0.0 0.0
No reductions in FY11-12 $ 1 0.01 0.01 0.0 0.01 0.01 0.0
'``' No reductions in FY12-13
$ 0.0 0.0 0.0 0.0 0.01 0.0
Parks&Recreation
8 full-time and 6 part-time vacant positions were eliminated: 2 Park Facilities Managers, 1
Supervisor,4 part-time Recreation Leaders(part-time),4 Customer Service Representatives,and 2
part-time Concession Attendants,1 Off Associate III,resulting in a savings of$390,677.
' $ (390,677) -8.0 -6.0 -14.0 -3.0 -11.0
Close each pool one day per week in Winter (November - February) - impacts 13 PT
FY" positions $ (107,670) -13.0 -13.0 -13.0
Reduced level of service for parks and greenspace contracted and in-house litter, hedge
trimming, mulching, etc., from B to C at various facilities (litter from 5 to 3 x per week,
pruning/trimming from every two weeks to every three weeks,weed control from every four
weeks to every five weeks, mulching from every ten weeks to every twelve weeks),
eliminating 3 full-time and 1 part-time position,generating a net savings of$215,252.
$ (215,252) -3.0 -1.0 -4.0 -4.0
Eliminate 2 Full-time MSW 2 Positions (plus benefits); one at Flamingo Park and one at
FY09-10 Normandy Isle Park $ (77,038) -2.0 -2.0 -2.0
Eliminate 1 Full-Time Office Associate 3 Position(plus benefits at NSPYC $ (34,788) -1.0 -1.0 -1.0
Freeze one (1) vacant position and eliminate (2) vacant positions for FY11 and utilize a
portion of the funds,$50,000 to obtain contractual professional tree services utilizing current
in-house full service landscape contractors. $ (49,920) 2.0 2.0 2.0
Reduction of South Pointe Park Staffing to offset cost of contracting full-service landscape
maintenance of the ark. $ (83,694) 4.0 -4.0 4.0
= Eliminate 1 Full-Time Customer Service Representative Position(plus benefits)at Normandy
Isle Park. Impact: Elimination of this position reduces the long-term plan to increase our
customer service standards within the Department. $ (32,032) 1.0 1.0 1.0
Eliminate 1 Full-Time Assistant Ice Rink Manager(plus benefits)at the Scott Rakow Youth
Center.impact:Reduction of overlap coverage in the ice rink. $ (47,292) -1.0 1.0 1.0
ATTACHMENT H
REDUCTIONS SINCE 2006
Full- Part- Proj. Mgt& Mgt/
Impact Time Time Vacant Filled Admin Adm
Reduce the city-staffed landscape maintenance services at those sites previously identified
above to receive contract mowing adjustments Adjust locations from A(36)to B(34)annual
services at one(1)site: Lummus Park;adjust from A(36)to C(30)annual services at nine
(9) sites: Marjory Stoneman Douglas Park, North Shore Park &Youth Center, Normandy
Park, Polo Park,II Villagio,555 17th Street,City Hall,South Beach Police Sub-Station,Main
Police Station;adjust from B(34)to C(30)annual services at six(6)sites: Sunset Island II
park, LaGorce Park,Maurice Gibb Park,chops at Sunset 3&4,29th&N Bay Rd,Sunset 3
&4 Sunset Dr.2 FT Positions will be impacted.
$ (54,236) -2.0 -2.0 -2.0
Eliminate 1 VACANT Part-Time MSW 3 position (+benefits) Position#4105-060- Impact:
FY10-11 Work will be absorbed by existing staff $ (16,960) -1.0 -1.0 -1.0
Eliminate ALL PT Concession Attendant positions from the Budget.Recreation Leader I's will
be reassigned to perform tasks that include:-Compiling and maintaining necessary records
and receipts. -Advise the public regarding available activities. -Adhere to all check lists,
policies and procedures.-Performs varied record-keeping duties,such as,but not limited to
attendance,field trip and sign in/out logs.These duties are listed in the Recreation Leader I
job description. IMPACT: Elimination of these positions reduces the long-term plan to
increase our customer service standards within the Department.
$ (30,847) -2.0 -1.0 -1.0 -2.0
Eliminate two vacant full-time Recreation Leaders, and two part-time vacant Recreation
Leaders through restructuin and re-aligned of functions $ (103,596) -2.0 -2.0 -4.0 -4.0
Freeze one (1) vacant position and eliminate (2) vacant positions for FY11 and utilize a
portion of the funds,$50,000 to obtain contractual professional tree services utilizing current
in-house full service landscape contractors.
$ (62,569) -2.0 -2.0 -2.0
Eliminate 1 FILLED Administrative Secretary position (+benefits). IMPACT: Elimination of
this position will increase the duties of 3 other employees in the Administrative Offices at the
Parks&Recreation Department.These employees will absorb the Administrative Secretary's
duties to include payroll, Seniors Transportation coordinator, Golf and miscellaneous
accounts payable data entry and other miscellaneous work which may greatly impact the
timeliness of other work.
$ (65,839) -1.0 -1.0 -1.0
Eliminate one (1) Full-time vacant - Municipal Service Trainee as functions have been
FY11-12 absorbed by other positions $ (24,334) -1.0 -1.0 -1.0
Eliminate(5)vacant positions(1 MSW I and 4 MSW II)for FY12 and utilize a portion of the
funds to obtain contractual professional irrigation services utilizing a contracted irrigation
service provider for$80,000.Assumes implementation October 2013.Add list of positions
FY12+13 $ (43,000) -2.0 -3.0 -5.0 -5.0
Eliminate one 1 MSW III Part-time 1$ (21,000) 1 -1.0 -1.0 -1.0
Public Works
Eliminate Clerk Typist by consolidating functions with other clericals in Department-Increase in
FY07-IDS clerical workload by 40%. $ (41,297) -1.0 -1.0 -1.0
Eliminate ADA Coordinator position-function absorbed by other department positions. $ (82,993) -1.0 -1.0 -1.0
Eliminate 1 of 2 Capital Project Coordinator Positions used to support new CIP projects including
Indian Creek W&S,North Beach Rec Corridor, Beachwalk South of 5th,16th Street Improvements,
Bridges,etc.-potentially delaying projects and reducing oversight which may lead to increased cost
$ (73,474) -1.0 -1.0 -1.0
Eliminated the vacant Assistant Director position at a savings of$141,224. S (141,224) -1.0 -1.0
Eliminated a vacant Engineering Assistant II position assisting plans reviews at a savings of
$43,163. $ (43,163) -1.0 -1.0
Environmental Resources Management: Shifted funding of a position to the Stormwater
Enterprise Fund for a savings to the General Fund of$67,715. $ (67,715) -1.0
Shifted 50%of funding for Street Superintendent position by both Streets/Streetlights and
Stormwater to the Stormwater Enterprise Fund for a savings to the General Fund of
$43,601. $ (43,601) -0.5 -0.5
Eliminated a vacant Traffic Engineer Position offset by an increase in outside traffic
engineering consulting services for a net savings of$18,493. $ (18,493) -1.0
Eliminate Capital Projects Coordinator-shifting functions to operations supervisor in Streets
and Streetlighting - decreased emergency repairs anticipated due to CIP program -This
FY0849 position has beeen vacant for one year $ (93,506) -1.0 -1.0 -1.0
Eliminate Administrative Aide II for payroll,clerical,etc.by consolidating functions with other
clericals in Department - Increase in clerical workload by 40% between payroll and
procurement activities. $ (62,201) -1.0 -1.0 1.0
Eliminate Bicycle Coordinator Position - duties combined with Transportation coordinator.
Loss of position will mean that there will be no position focused solely on bicycle
transportation matters. $ (55,173) -1.0 -1.0 -12
ATTACHMENT H
REDUCTIONS SINCE 2006
Full- Part- Proj. Mgt 8, Mgt/
Impact Time Time Vacant Filled Admin Adm
FY09-10 Engineering-Eliminate GF CEIII Position. to be funded by Stormwater in FY10 $ (77,664) -1.0 -1.0 -1.0
Streets&Streetlighting-Eliminate two(2)Electrician positions currently filled. In eliminating
the two positions,PW will contract construction services. $ (53,149) -2.0 -2.0 -2.0
The field support positions of Streets Supervisor and HEO II will be transferred to the Water
Division. These are employees working daily restoring sidewalk square due to new water
FY10-11 services or water meter box replacements. $ (138,668) -2.0 1 -2.0 -2.0
The field support positions of(1) Mason and (1) Mason Helper will be transferred to the
Sewer Division.These are employees working daily restoring sidewalk squares due to new
clean-outs or restoring clean-outs. $ (96,214) -2.0 -2.0 -2.0
FY11-32 No reductions in FY11-12 $ 0.01 0.01 0.0 0.01 0.01 0.0
FY Eliminate one 1 Street Operations Supervisor sibon $ (71,000) -1.0 1.0 1.0
No Reductions in FY07-08 $ - 0.0 0.0 0.0 0.0 0.01 0.0
No Reductions in FY08-09 $ 0.0 0.0 0.0 0.0 0.0 0.0
l No Reductions in FY2009-10 $ 0.0 0.0 0.0 0.0 0.0 0.0
No Reductions in FY10-11 $ 0.0 0.0 0.0 0.0 0.0 0.0
No Reductions in FY11-12 $ 0.0 0.0 0.0 0.0 0.0 0.0
No Reductions in FY12 13 $ 0.01 0.01 0.01 0.0 0.0 0.0
Police
Eliminate eight Public Safety Specialists (Patrol, Community Outreach). In doing this, the
Community contacts will be replaced by increased activity from remaining PSS's and Patrol Officers.
FY07-08 $ (344,031) -8.0 -8.0 -8.0
Eliminate one data entry position (Technical Services/Records). The impact may cause delays on
the entries beyond 10 day target. $ (30,228) -1.0 -1.0 -1.0
Eliminate Special Projects Coordinator(Chiefs Admin.). Administrative duties will be distributed to
remaining personnel. Timeliness and accuracy may be compromised.
$ (88,559) -1.0 -1.0 -1.0
Eliminate one Crime Prevention Specialist. Crime prevention responsibilities will be assumed at the
district level. The City-Wide Crime Watch function may be reduced.(Patrol Division)
$ (59,410) -1.0 -1.0 -1.0
Eliminate one Communication Operator position(Technical Services/Communications).Our current
staffing level for Communication Operator(CO)is 16,we could reduce that position by one which
would leave us with 15 and face minimal impact. Current filled positions=13. We would not have
forced overtime and we would re-adjust our employees days off to cover the work week.
$ (36,972) -1.0 -1.0 -1.0
Eliminate one Captain of Police (Support Services, Personnel Resources). Functions will be
combined in Support Services Section. $ (125,391) -1.0 -1.0 -1.0
Eliminate one Clerk Typist position(CID/Administration) $ (29,186) -1.0 -1.0 -1.0
Elimination of 1 vacant Assistant Chief of Police position and redistributing duties to Chief
and remaining Assistant Chief for a savings of$160,578. $ (160,578) -1.0 -1.0
Reduced 1 vacant Police Officer in the recently implemented midnight shift at a savings of$67,031
$ (67,031) -1.0 -1.0
Reduced 1 Police Officer position coordinating police response at the 63rd Street Bridge renovation
project once the officer retires and the project is complete for a savings of$67,301
$ (67,031) -1.0 -1.0
Eliminated 1 vacant Police Fleet Specialist in the Property Unit and redistributed duties among
remaining Property Unit personnel and Fleet personnel at a savings of$42,213.
$ (42,213) -1.0
Reduced 2 vacant Complaint Operator II positions in the Communications Unit with minimal
impact for a savings of$76,162.
$ (76,162) -2.0
Reduced 4 vacant Dispatcher positions in the Communications Unit for a savings of
$156,895.The appropriate staffing can be accomplished with the remaining positions. $ (156,895) 4.0
Eliminated a vacant Communications Operator position in the Communications Unit and
saved$36,972.The days off for the remaining positions will be adjusted to cover the work
week in order to have minimal impact on services. $ (36,972) -1.0
Support. Eliminate Clerk Typist -The duties would be absorbed by the Admin Aide I position
FY08-09 remaining $ (40,686) -1.0 -1.0 -1.0
Eliminate one(1)Clerk Typist(Patrol,Administration)-Handles administrative work for Patrol Shift
to include payroll and data entry-The function has been absorbed by the Administrative Sergeant
due to recent organizational changes $ (39,501) -1.0 -1.0 -1.0
I
ATTACHMENT H
REDUCTIONS SINCE 2006
Full- Part- Proj. Mgt& Mgt/
Impact Time Time Vacant Filled Admin Adm
Reduction of unfilled vacancies in Patrol. Planned staffing increases to Afternoon Shift ATV (2
Officers), increase to the 4th Shift (5 Officers), and anticipated increases to Midnight shift (5
Officers)will be impacted. Although the increase of staffing would be ideal, Police is finalizing a
new Patrol staffing plan which will provide more effective coverage and scheduling of officers.
$ (1,171,371) -12.0 -12.0 -12.0
Eliminate position in Patrol Division(Salary,Medicare,Health Insurance).Minimal or no impact as
FY09-10 this was an over-promotion due to the settlement of a lawsuit. $ (100,722) -1.0 -1.0 -1.0
Replace 2 sworn Police Officer positions in Backgrounds with 1 Civilian Investigator(@OAV level
$1,793.77 biweekly)-eliminate 2 officers(Salaries,Medicare,Health Insurance)
$ (62,297) -1.0 -1.0 -1.0
Eliminate Security Coordinator position(Salary,Medicare,Heatlh Insurance).This position oversees
the city-wide security contract.It ensures that the contractor is providing the services as required
by the contract and handles any complaints and issues relating to the services.This function will be
assumed by a Sergeant who is responsible for hte Telestaff function. This may result in less
oversight,possible decrease in performance and increased dissatisfaction with the security guards.
$ (52,320) -1.0 -1.0 -1.0
Eliminate 1 Sergeant in the Internal Affairs Division (Salaries, Medicare, Health Insurance). This
sergeant serves as an administrative role and handles all phone complaints received by the unit.
This will result in a 20%increase workload for the remaining investigators.This may jeopardize
some internal investigations that may not be completed within the state mandated 180 day rule.
$ (90,753) -1.0 -1.0 -1.0
Eliminate 2 Sgts.As part of CALEA(Salaries,medicare,health insurance).Elimination of these two
positions will have minimal impact if CALEA reaccreditation is no longer sought.Our hope is that we
will be able to maintain State Accreditation at a minimum.
$ (193,951) -2.0 1 -2.0 1 -2.0
Eliminate 4 Public Safety Specialist positions(Salary,Medicare, Health Insurance).These positions
serve as PSS on the street relieving police officers from routine report type calls.This will result in
officers handling more report calls allowing less time for proactive policing.
$ (196,093) -4.0 -4.0 -4.0
Eliminate 2 vacant Police Officers(Salaries, Medicare, Health Insurance)-the two police officer
positions are currently vacant and will not be replaced.We will experience more OT due to daily
staffing goals. $ (114,611) -2.0 -2.0 -2
Eliminate 1 Patrol Police Officer(Patrol,Records Control Center-Day Shift Only).Replace this sworn
officer with one of the remaining PSS's.Customer Service will still be provided.However,the quality
of the service will not be at the same level.
$ (57,306) 1.0 1.0 1.0
Eliminate 1 Police Firearms Specialist(Salary,Medicare,Health Insurance)-This position is one of
two in the department.The other postiion is a Police Sergeant.This will require the police sergeant
to oversee and conduct all firearms related training,qualifications,and repairs to weapons.It is a
loss of 50%of the productivity in this function in a high liability area.
$ (88,035) -1.0 -1.0 -1.0
Technical.Eliminate remaining 1 civilian position used for State accreditation-Department would
try to pursue Accreditation Status with remaining resources. $ (42,907) -1.0 -1.0 -1.0
Technical.Eliminate one Administrative Aide II(Technical Services/Records Unit).This position acts
as a back-up to the Records Supervisior in the unit.Quality assurance checks will be eliminated.All
remaining employees will report to the remaining Records Supervisor. Unitl the final
implementation of the CAD/RMS/FBR project this reduction will severely impact the operations of
the Records Unit(half to reflect elimination of the positions mid-year)
$ (32,299) -1.0 -1.00 -1.0
Technical.Eliminate two(2)Records Technician(Technical Services/Records Unit)until CAD/RMS is
fully deployed,there will be an increase delay in Public Records request from media, City Legal,
public and Courts.Until the final implementation of the CAD/RMS/FBR project this reduction will
severely impact the operaitons of the Records Unit. $ (48,440) 2.0 2.0 2.0
Technical. Eliminate three (3) Data entry clerk positions (Technical Services/Records Unit) Until
CAD/RMS is fully deployed, cannot meet current KPI of data within 10 days. Retrieval of
"investigative information will be impacted. $ (80,412) -3.0 -3.0 -3.0
Eliminate one Administrative Aide II (Technical Sections/Records Unit/Alarms). Processing and
maintaining Alarm Subscriber permits,billing,and renewals will be made available online-Police
will also see if registrations of new installations can be included in the building permit process
$ (59,365) -1.0 -1.0 1 -1.0
Criminal Division: Convert one Domestic Violence Coordinator/Victims Advocate (CID, Domestic
Violence-Days)to part-time. One of two positions in department.Second position VOCA grant-
funded.400 advocacy cases/year wil not be handled. $ (44,771) -1.0 -1.0
kii , No reductions in FY11-12 $ 0.01 0.01 0.01 0.0 0.0 0.0
ATTACHMENT H
REDUCTIONS SINCE 2006
Full- Part- Proj. Mgt& Mgt/
Impact Time Time Vacant Filled Admin Adm
Convert Emergency Manager from full-time to part-time effective 1/1/13(filled major position to be
w vacated 1/1/13) $ (61,000) -1.0 1.0 -1.0
Fire
Eliminate 1 of 3 preventive maintenance mechanics with function absorbed by the remaining
FY07 mechanics $ (60,497) -1.0 -1.0 -1.0
Eliminate the Executive Assistant to the Chief $ (114,134) -1.0 -1.0 -1.0
Eliminated one Assistant Fire Chief position in mid-year FY 2007/08 for a savings of
$87,062. $ (87,062) -1.0
FY08-09 No Reductions in FY08-09 $ 0.0 0.01 0.0 0.0 0.01 0.0
Transfer three FFI from the FPB(1230)to Suppression(1210)and hire three(3)less FFI's replacing
retiring FFI in January 2010.Note:Costs include Salary,FICA,uniforms,and equipment and costs for
FY09-10 hiring/training) $ (282,958) -3.0 -3.0 -3.0
Eliminate one Civilian Fire Inspector from Existing Construction section.Note:With the transfer of
the 3 FFIs from the FFB back to shift,this elimination will leave staffing levels sufficient to only
inspect office,and hotel occu ancies to once every two years $ (48,516) -1.0 -1.0 -1.0
i tCtlOnfSlnce . . " �.�r 1
FY11.12 No reductions in FY11-12 $ - 0.0 0.0 0.0 0.0 0.0 0.0
FY12-13 No reductions in FY12-13 $ 0.0 0.0 0.0 0.0 0.0 0.0
Internal Service Funds
Technology Information
Eliminate 1 VOIP Network Administrator Position from Telecommunications Team-impacts the City
by reducing auditing, tracking and remediation of security related issues as it relates to IT,
FY0748 Telecommunications,VOIP,application security,and Infrastructure. $ (69,608) -1.0 -1.0 -1.0
Eliminate 1 Systems Analyst Position from the Applications Team-may impact turnaround times for
application support and development. $ (59,209) -1.0 -1.0 -1.0
Eliminate 1 Senior Systems Analyst Position from the Applications Team-may impact turnaround
times for application support and development. $ (97,664) -1.0 -1.0 -1.0
Eliminate 1 out of 7 Senior Systems Analysts positions. This will impact the NET development
environment for online citizen services by increasing the time to develop and maintain all online
FY08-09 applications. $ (62,514) -1.0 -1.0 -1.0
Eliminate 1 out of 3 Systems Analysts positions. This will impact the schedule to complete the City's
new website redesign and overhaul project. $ (57,535) -1.0 -1.0 -1.0
Eliminate 1 Info Tech 1 Helpdesk Position out of 3. the Help Desk is open from 7:30 to 5:00.This
impacts ability to answer over 23,000 phone calls a year. The Help Desks abandoned call rate is
currently at 4% which is at the industry benchmark standard. The greatest impact will be to
Parking, Fire,Police, Building,Code and Fleet by reducing the ability to take calls by 33 percent.
These listed users make up 50%of the calls received yearly. Also impacts the time to resolve level 1
helpdesk related incidents,tickets that can be resolved by the Helpdesk would be forwarded to
Field Support Personnel,thereby increasing resolution time by over a week in addition to the
impact to the Field Tech's prior assignments. This Help Desk Technician also handles offsite tape
storage and rotation duties,lockbox and assessor loads for Permits Plus.
$ (53,617) -1.0 -1.01 1.0
Eliminate 1 Info Tech I filled position.May impact support for City-Wide desktops. $ (75,662) -1.0 -1.0 -1.0
5�
Replace 1 Senior Systems Analyst and 1 Systems Analyst position with an entry level position may
impact implementation of new applications $ (152,770) -1.0 -1.0 -1.0
Eliminate 1 Senior System Analyst FILLED position.This will impact special reporting and support of
application interfaces by having to rely upon the vendor to provide the service as required.The City
is purchasing systems with open architectures where the vendors are required to develop these
interfaces. The estimated impact reflects the salary savings net of a contingency of$15,000 for
vendor support,as needed).Presently,there are no outsouring required interfaces.
IFV'1p�11 $ (97,017) -1.0 1 -1.0 -1.0
Eliminate 1 Senior Telecom Specialist FILLED position. This will mainly impact telecom system
administration for the Automated Call Distribution(ACD)by having to rely upon vendor to provide
this service.The estimated impact reflects the salary savings net of a contingency of$5,000 vendor
support,as needed. $ (99,643) -1.0 -1.0 -1.0
No Reductions in FY11-12 $ 0.01 0.0 0.01 0.0 0.01 0.0
`a No Reductions in FY12-13 $ 0.0 0.0 0.0 0.0 0.0 0.0
Risk Management
Merge Labor Relations Specialist position and safety training function $ (51,990) -0.50 -0.50 -0.50
No Reductions in FY08-09 $ 0.0 0.0 0.0 0.0 0.0 0.0
No Reductions in FY09-10 $ 0.0 0.0 0.0 0.0 0.0 0.0
No Reductions in FY10-11 $ 0.0 0.0 0.0 0.0 0.0 0.0
No Reductions in FY11-12 $ 0.0 0.0 0.0 0.0 0.0 0.0
No Reductions in FY12 13 $ 0.0 0.0 0.0 0.01 0.0 0.0
Central Services
No Reductions in FY07-08 $ 0.0 0.0 0.0 0.0 0.0 0.0
No Reductions in FY08-09 $ 0.0 0.0 0.0 0.01 0.0 0.0
Eliminate Central Services Admin Aide I with function absorbed by.40%of administrative position
Ftl09.1t! transferred form the Manager's Officer $ (22,931) -0.6 -0.6 -0.6
I
ATTACHMENT H
REDUCTIONS SINCE 2006
VdUll-
Full- Part- Proj. Mgt 8, Mgt/
Impact Time Time Vacant Filled Admin Adm
Eliminate 1 duplicating Equipment Operator with functions absorbed by other personnel in division.
This may result in increased turnaround time and delays. $ (152,770) 1.0 1.0 1.0
•a,` No Reductions in FY10-11 $ 1 0.01 0.01 0.01 0.01 0.01 0.0
No Reductions in FY11-12 $ 0.0 0.01 0.0 0.0 0.01 0.0
`•No Reductions in FY12-13 $ 0.01 0.0 0.0 0.0 0.0 0.0
• •.erty Management-Non RDA
Eliminate positions funded by Neighborhood Services Graffiti program ($50,000 in the General
FY0708 Fund) $ -2.0 -1.0 -1.0 -2.0
Eliminate Graffiti Coordinator Position -An MSW III would be assigned to perform supervisory
functions. This would reduce the graffiti cleaning capacity by 1 employee. $ (63,886) -1.0 -1.0 -1.0 -1.0
Eliminate Storekeeper Position - Reduces the ability to handle warehouse functions when
storekeeper II is out on leave. $ (37,129) -1.0 -1.0 -1.0 -1.0
Reduce 3 vacant positions(Electrician,A/C Mechanic,&Plumber)-Positions have been vacant for 6
IFYOM months or more without significant impact.3 @$59,134 $ (177,402) -3.0 -3.0 -3
Reduce one Administrative Aide I. Additional Accounts Payable workload would be distributed
FY09-10 amongst remaining administrative staff. $ (55,832) -1.0 -1.0 -1.0
Reduce one MSW-III @$38,359.Contracted temporary labor would be acquired at a estimated cost
of$7,632 for full time as needed when extra help is required by Tradesman
$ (30,727) -1.0 -1.0 -1.0
Reduce one vacant A/C Mechanic position.Position has been vacant for more than six months and
have been unable to find quahified applicants. $ (78,384) -1.0 -1.0 -1.0
Reduce 1 vacant Carpenter position - Position has been vacant for 6 months or more without
significant impact. $ (59,164) -1.0 -1.0 -1.0
Eliminate 1 vacant A/C Mechanic position-Position has been vacant for 6 months or more without
significant impact $ (76,384) -1.0 -1.0 -1.0
Eliminate 1 vacant MSWIII position - Position has been vacant for 6 months or more without
significant impact $ (41,119) -1.0 -1.0 -1.0
Eliminate two painters @ $105,569. Increased response time to remove graffiti and regular
maintenance repairs. 4 Contract Painters would be acquired for 20 hrs per week at a cost of
$52,834. $ (52,735) -2.0 -2.0 -2.0
Move Capital Projects Coordinator to CIP and eliminate 2 Construction Managers and 1 Planning
Technician-All Renewal&Replacement Projects will move to CIP $ (307,552) -4.0 -4.0 -4.0
Eliminate 1 Planning Technician position - Planning Tech duties can be obtained through
P professional services by an outside vendor $ (74,795) -1.0 -1.0 -1.0
Eliminate 2 Carpenter Positions.Analysis of maintenance work orders revealed 60%of carpenter
hours worked could be performed by handyman or municipal service worker positions.
$ (111,384) -2.0 -2.0 -2.0
Reduce janitorial level of service in 23 of 33 City facilities.Full janitorial service of the non-common
areas in these facilities will be reduced $ (100,000)
No reductions in FY12-13 $ 0.0 001 0.0
Fleet Management
Eliminate one Mechanic II - Diminished Technician support, delays in repairs and increased
downtime may result.Coverage for employees on vacation,out sick or training may be impacted.
$ (45,440) -1.0 -1.0 -1.0
Eliminate (1) Lead Mechanic Position that multi tasks as support Supv, Quality Control Inspector
and Mechanic(Prioritizes and expedites work flow)Impact will be delayed work and reduction in
quality inspections,both in-house and vendor. Increased downtime for customer.No Support for
supervisor during vacation,training and sick time events
f-YO$ $ (59,977) -1.0 -1.0 -1.0
Eliminate 1 of 2 Fleet Svc Reps(Public Safety Customers Service Writer: Initial Customer contact
person who writes service orders, prioritizes, schedule and expedites work for mechanics and
vendors, maintains Customer and Vendor communication, and performs fuel daily monitoring,
ordering and weekly reconciliation as required by DERM). Impact will be some backlog of work
waiting for scheduling causing delays for repair. No prioritzation except Police and Fire. Increased
down time,no follow up for PM schedules not being met by customer. Increase in more costly
g repairs.Shorter life expectancy. Fuel ordering and monitoring would be impacted. Expect increase
in DERM violations because of lack of due diligence in completing paperwork
$ (40,387) -1.0 -1.0 1.0
No Reductions in FY09-10 $ 0.0 0.0 0.0 0.0 0.0 0.0
r ,
No Reductions in FY10-11 $ 0.0 0.0 0.0 0.0 0.0 0.0
No Reductions in FY11-12 $ 0.0 0.0 0.0 0.0 0.0 0.0
r No Reductions in FY12-13 $ 0.0 0.0 0.01 0.0 0.0 0.0
Enterprise Funds
Convention Center
No reductions in FY 07-08 $ 0.0 0.0 0.0 0.0 0.0--17
No reductions in FY08-09 $ 0.0 0.0 0.0 0.0 0.0 0.0
No reductions in FY09-10 $ 0.0 0.0 0.0 0.0 0.0 0.0
No reductions in FY10-11 $ 0.0 0.0 0.0 0.0 0.0 0.0
No reductions in FY11-12 $ 0.0 0.0 0.0 0.0 0.0 0.0
FY12-13 No reductions in FY12-13 $ 0.0 0.0 0.0 0.0 0.0 0.0
ATTACHMENT H
REDUCTIONS SINCE 2006
Null-
Full- Part- Proj. Mgt& Mgt/
Impact Time Time Vacant Filled Admin Adm
Eliminated 6 vacant positions including 1 Water Meter Tech II, 3 MSW Ils,and 2 Electrical
FYJ Helpers for a total savings of$200,508. $ 200,508 -6.0 1 1 -6.0
FY08-09 Cut three 3 MSW II's and one 1 Water pipefitter $ (142,392) -4.0 -3.0 -1.0 -4.0
FY Eliminate one(1)HEO I,two(2)water pipefitters,one MSW I,and one(1)Field Inspector $ (205,448) -5.0 -5.0 -5.0
No reductions in FY10-11 $ 0.0 0.0 0.0 0.0 0.0 0.0
Eliminate the third Water Construction Crew, due to decreased breaks as CIP program is
FY
implemented as well as decreased housin /condominum development $ (244,993) -4.0 -4.0 -4.0
FY2-13 No reductions in FY12-13 $ - 0.0 0.0 0.0 0.0 0.0 0.0
FY07-08 Eliminated 1 vacant Assistant Pump Mechanic position for a savings of$34,993. $ (34,993) -1.0 -1.0
FY08-09 Eliminate one 1 Asst.Pumping Mechanic,one 1 HEO I,one 1 Sewer Pi efitter $ (119,360) -3.0 -3.0 -3.0
Eliminate one(1) Sewer Pipefitter and(3) MSW II's and replace one(1) Diesel Generator
FY09-10 Mechanic with a contracted position $ (129,830) -5.0 -5.0 -5.0
FY10-11 No reductions in FY10-11 $ 0.0 0.0 0.0 0.0 0.0 0.0
FY11-12 No reductions in FY11-12 $ 0.01 0.01 0.01 0.01 0.01 0.0
FY12-13 Eliminate one 1)Assistant Purnging Mechanic $ (47,000) -1.0 -1.0
FY07-08 No Reductions in FY07-08 $ 0.0 0.0 0.0 0.0 0.0 0.0
Eliminate one(1)HEO I-position has been vacant for some time and functions have been
absorbed $ (41,772) -1.0 -1.0 -1.0
Eliminate Special Projects Coordinator Position and replace with CEIII position(transferred
from Public Works Engineering in FY10)-New SW CEIII to absorb stormwater duties(ERU
Coordination and stormwater design)
$ (23,972) 0.01 0.0 0.0 0.01 0.0 0.0
Eliminate vacant Stormwater Field Inspector position $ (44,152) -1.0 -1.0 -1.0
> a, Outsource Vac-Con Truck crew used for cleaning drains,catch basins, etc. - Eliminates 2
MSW1 s and avoids replacement of Vac-Con Truck $ (315,595) -2.0 -2.0 -2.0
No Reductions in FY12-13 $ 0.0 0.0 0.0 0.0 0.0 0.0
Eliminated an Office Associate V position and froze funding for a Waste Driver Supervisor
osition for a net savings of$104,902. $ (104,902) -2.0 -2.0
0 Eliminate Clerk Typist Position $ (55,976) -1.0 -1.0 -1.0
09- No Reductions in FY09-10 $ 0.0 0.01 0.0 0.0 0.0 0.0
No Reductions in FY10-11 $ 0.0 0.0 0.0 0.0 0.0 0.0
Eliminate Two(2)HEOII Positions(1 filled,1 vacant)as service now provided by City waste
contractor $ (110,902) -2.0 -1.0 1.0 -2.0
Eliminate one 1 vacant Waste Driver Supervisor $ (49,000) -1.0 -1.0 -1.0
Outsource Maintenance of Beachfront restrooms-2 MSW II and 2 MSW III(Sanitation) $ (62,000) -4.0 -4.0 -4.0
No reductions in FY07-2008 $ 0.0 0.0 0.0 0.0 0.0 0.0
Reorganize Department,eliminating Assistant Director,and 3 Parking Specialists and replace with 1
Parking Ops Supervisor and 1 Meter Technician II $ (110,913) -2.0 -2.0 -1.0 -1.0
ENFORCEMENT UNIT - Convert 3 Full-Time PESIs to 4 PT PESIs (30 hours per week) (3 Vacant
positions) . 4 PT PESIs at 30 hours/wk work the same#of hours in a year as 3 FT PESIs at 40
hours/week. PT positions do not get pension and health. This would result in an additional PT
position. $ (41,732) -3.0 4.0 -3.0 -3.0
Enforcement Unit-Convert 1 Full-Time PESII and 2 Full-time PESIs to 4 PT PESIs(30 hours per week)
3 VACANT POSITIONS.(No other reductions since"Plan B"was not implemented)
10-11 $ (18,432) -3.0 4.0 1.0 1.0
11- No reductions in FY11-12 $ 0.0 0.0 0.0 0.0 0.0 0.0
SIGN SHOP&METER SHOP UNITS-Convert 1 Parking Operations Supervisor from full-time to part-
time.No decrease in Level of Service $ (18,000) -1.0 1.0
SIGN SHOP/METER SHOP-Convert one(1)full-time Meter Tech I to 3 PT Meter Tech is no decrease
in level of service $ (4,000) -2.0 3.0
ENFORCEMENT-Convert 3 full-time Pkg Enforcement Specialist is to 4 part-time PKG enforcement
% ,uw specialist is-no decrease in Level of Service $ (16,000) -3.0 4.0