The URL can be used to link to this page

Home My WebLink AboutSS2 - Budget Overview of Departments and CIP/o; 0 I`o% In Department Budget Overview: Departments and CIP City ui r- ee uput L oeac h FY 2011 -12 Proposed Budget What we'll cover • Budget Principles • Department Budgets, Realignments and "What will Council & the Community Notice ?" • Capital Improvement Program Budget • Looking Ahead: —June 14th Study Session (3rd public budget discussion) — June 14th Public Hearing (possible Council adoption) Our Budget Principles 1. Build on prior years' actions. 2. Adhere to 2010's Fiscal Sustainability Plan. 3. Use the next 18 months to thoughtfully and deliberatively change the way local government does business. 4. Our city's long -term success depends upon our investment in infrastructure (streets, parks, facilities). 5. There are things we should not be doing. 6. Pension costs need to be addressed comprehensively and cooperatively. 7. Public Safety is paramount — but we need to be open to better ways of delivery public safety services. An Expenditure Problem — Not a Revenue Problem • Fixed costs that are increasing — about $6M: — Pensions and OPEB — Negotiated contracts and payroll requirements — Facilities Financing Plan — Unemployment costs • State cuts we have to absorb: — Library services — revenue reduction $175K • Strategic needs that should be funded: — Streets, alleys, parks, more - $1M increase /year for now — IT to replace old systems - $1M increase /year for now • Budget Preparation assumed about /j $81VI in these categories. • Budget Targets given to departments recommended about 4/$7.7M • Result = 1.05% increase from FY 2010 -11 Actual to FY 2011 -12 Proposed. Bending the Cost Curve An $8M gap — °• General Fund Expenditures Projected without Reductions In order to keep a balanced budget, we needed to bring expenditures down to reflect reduced revenue. This chart shows where we'd be (in a deficit position) had we not cut our spending. FY 12 Department Adjustments Reduced Adjustment Staff Operating Increased Department Total Reduction Costs Revenues Other Administrative Services $ 210,000 X X Community Development 804,000 X X X City Council 45,000 X City Attorney 338,881 X X City Manager 171,000 X X Fire 1,504,858 X X Human Resources 63,800 X Library 248,752 X X MOD (General Fund Only) 1,627,400 X X X Police 1,944, 747 X X X Public Works 558,321 X X Recreation 265,921 X X $7,782,680 Notes: "Other" for City Council = benefit removal. HR = renegotiated contracts. MOD =reductions in equipment /fleet. For Police, A.B.L.E. revenue reduction. City Council —City Manager • Core Responsibilities — Governance, representation, communication, stewardship. — Effective management of City's resources reflective of the Council's direction and community's values. • Budget and Realignment Philosophy — Utilize contract services if service can be maintained or improved at less cost; — Reflect current understanding of City Charter (as recently amended) and Newport Beach Municipal Code; — Adjust outside consultant use where appropriate to reflect changed needs. City Council • Budget Impact $45,000 Reduction — Change in benefit allocation • Deletion of MERP, Life Insurance, cash medical insurance purchase allowance. • Result of re- analysis of City Charter — ends a practice dating back to 1974. — No other significant changes — budget includes: • Membership in ACC -OC, State League, SCAG, etc. • Consultant Services — airport, tidelands, more. City Manager Budget Impact $171,000 reduction • Reduction in some consultant services • Video Team — RFP /different model — Reduction in 2.31 FTEs • Expand Emergency Coordinator's role to include grant writing • Possible Checklist changes: — Reclassification in two positions City Council —City Manager • What will the Community Notice? — Change in the way we run NBTV (delivery method and result TBD); — Similar to greater emphasis on effective communication (website, social media, web streaming, newsletters, more); — Hopefully more success at general grant writing; — Different regional approach: • ACC -OC has a different approach on things than the CA League of Cities. City Clerk • Core Responsibilities — Maintenance of the official records of City Council actions — Execute all ordinances, resolutions and contracts — Assist public with research and retrieval of public documents • Budget and Realignment Philosophy — Increase automation of records management — Increase customer service support to better serve the City Council and the public City Clerk • Budget Adjustments (General Fund budget neutral) — Increase customer support to assist with all City Council and public information requests • What will Council and the Community Notice? — Increased customer support — Faster response times for records requests Administrative Services • Core Responsibilities — Provide prudent financial management of public resources — Provide accurate and reliable financial information — Develop all budget, CAFR, and audit reports with the highest degree of technical competency — Maintain reserve levels, credit ratings and performance budgeting in keeping with Council's Fiscal Sustainability Plan • Budget and Realignment Philosophy — Utilize contract services if service to the community could be maintained or improved for less cost — Improve infrastructure and technology to enhance service, increase city revenues and increase analytical capabilities Administrative Services • Budget Impact $237,000 reduction and $200,000 revenue increase, net impact $437,000 — Outsourced Parking Meter Operations and Maintenance Operational Cost Savings $337,000 — Improved meter infrastructure, increased meter revenue Increased Revenue $200,000 - $500,000 — Added budget analyst position: • Improve analytical capacity (shared with Recreation /City Attorney) • Assist with ERP and performance -based budgeting implementations • Increased Operational Cost ($100,000) Administrative Services • What will Council and the Community Notice? — Improved parking meter infrastructure and technology — Enhanced customer service and quicker turnaround times to fix broken meters — Increased parking meter revenues — More payment options, soon to add pay by cell phone — Additional parking meter "ambassadors" in the field to assist customers with using equipment or any public information request — Resulted in layoffs of City staff 3.72 FTEs — Improved budget reporting for the public, will be easier to see costs of programs City Attorney • Core Responsibilities — Advise on legal issues — Enforce City Charter, ordinances and policies — Represent the City in legal proceedings — Administer the City's legal business • Budget and Realignment Philosophy — Increase efficiency by reducing staff involvement through development of procedures and improved training — Reduce use of outside counsel when appropriate City Attorney Budget Impact $339,000 reduction — Eliminate Paralegal position and reclass Dept Asst to Admin Assistant for net savings $ 78,000 — Reduce Outside Counsel budget $261,000 What will Council and the Community Notice? — Operational Cost Savings Human Resources /Risk Management • Core Functions — Initiate, coordinate & process recruitments — Oversee and manage collective bargaining — Coordinate, organize & provide City -wide training — Administer City's benefit programs — Minimize City's liability in employment matters • Budget and Realignment Philosophy — Contact consultants to re- negotiate contracts /reduce professional services costs Human Resources /Risk Management • Budget Impact $65,000 reduction — Re- negotiated consultant contracts $65,000 — Also reduced operational premiums and broker fees in Workers Comp and General Liability fund $331,000 (savings to General Fund will occur after actuarial valuation next fiscal year) • What will Council and the Community Notice? — Reduced contract costs — More competitive contract bid prices Community Development Core Responsibilities — Prepare and implement strategies that promote Council priorities for enhancing the environment and quality of neighborhoods — Implement the General Plan and the Zoning Code — Prevent and abate nuisances — Ensure construction documents are in compliance with all codes and ordinances • Budget and Realignment Philosophy — Consolidate planning, building and code enforcement to obtain operational efficiencies and improve customer service — Automate and streamline processes to assist customers by expediting reviews and approvals. Community Development • Budget Impact $309,000 reduction and $495,000 revenue increase, net impact $804,000 — Eliminate Director cost savings $180,000 — Eliminate Bldg. Inspector savings $129,000 — Increase revenue /increased work $495,000 • What will Council and the Community Notice? — Improved customer service — Increased community development revenue — Operational cost savings Library Service The Library is the Cultural, Educational and Information Heart of the City • Core Responsibilities — Provide materials and information to meet the needs of the Community. — Offer a diverse range of programs for people of every age group. Library Service • Budget and Realignment Philosophy — Institute sustainable cost reductions while continuing to provide platinum level customer service — Maintain funding to provide relevant materials and databases — Re- evaluate staffing schedules to maintain service hours and programming Library Service • Budget Impact $249,000 reduction — Eliminate vacant positions $ 66,000 — Eliminate 3 Part -time positions $148,000 — Reduce Part -time hours $ 35,000 • What will Council and the Community Notice? — No reductions to collections or programming at any Libraries — Increased remote access to library resources — Continued platinum level customer service Public Works Department • Core Responsibilities — Capital Improvement Program - Managing an infrastructure program designed to meet the current and future needs of the community. — Traffic Engineering - Manage and maintain traffic signals, signing, and striping to improve flow, efficiency and safety. — Development Services - Manage encroachments, utility /private construction and special events in the public right -of -way, and review plans for residential and commercial development as they relate to the public right -of -way. — Harbor Resources - Protect and improve the resources of Newport Harbor, Upper Newport Bay, and ocean beaches for life, recreation and commerce. — Water Quality & Environmental - planning and engineering protections and implementing clean water requirements for Newport Bay, the ocean shoreline and other sensitive areas. — The City's Engineering Resource - plan for the future, solve problems and recommend actions and programs to improve and maintain City infrastructure. Public Works Department • Budget and Realignment Philosophy — Continued focus on outcomes and the right people in the right places to produce results — Modernize and streamline processes, efficient project delivery and services utilizing new technologies. Initiate "change" in preparation of how we will conduct business in the new Civic Center — Reapportionment and tracking of costs, required to move to a performance based budget Public Works Department Budget Impact $558,000 reduction — Eliminate Sr Engineering Technician $107,000 — Eliminate Public Works Specialist $100,000 — Salary Savings from vacant Public Works Inspector position for FY 2011 -12 $80,000 — Allocate direct project costs to Water and Sewer CIP projects $271,000 Public Works Department • What will Council and the Community Notice? — Reduced operational costs — Proper cost allocation will ensure accurate accounting treatment for CIP projects — Temporary reduction in services during the transition period — But, will result in a more effective workforce Recreation &Senior Services Core Responsibilities • Enhance the quality of life for residents • Provide well rounded recreational programs for all ages • Manage and patrol the use of 62 parks • Maintenance and operation of 11 community facilities • Maintenance of Citywide sport courts and playgrounds • Administer the special event permitting process • Marine Protection and Education program Recreation &Senior Services Budget and Realignment Philosophy • Continue to diversify recreational opportunities for the community while minimizing impacts to the general fund. • Maintain enrichment programs that provide ongoing enhancements for the community versus one time events. Recreation &Senior Services • Budget Impact $122,000 increase to operating costs offset by $388,000 revenue increase, net impact $266,000 • Reduce M &O (some special events) $ 108,000 • Increased Revenue (OASIS /Recreation Classes /Facility Rentals OASIS, CYC & Newport Coast) $ 388,000 • Increased contract instructors /utilities@ OASIS ($230,000) • What will Council and the Community Notice? — Additional classes and programs @ OASIS — Increased revenue — Elimination of Winter Wonderland and Egg Hunt special events Municipal Operations Department Core Responsibilities • Electrical: provide electrical maintenance services for water /wastewater systems, streetlights, and city facilities. • Equipment Maintenance: purchase and maintain fleet vehicles including alternative fuel equipment. • Field Maintenance: inspect and repair asphalt and concrete surfaces including roadways, sidewalks and curb /gutters. • Oil and Gas Production: ensure the safe operation and economic stability of the city oil field. • Operations Support: maintain city facilities, manage street sweeping contract, city -wide beach maintenance, and storm drain /tide valve maintenance and operation. Municipal Operations Department Core Responsibilities • Parks and Street Trees: maintain city parks, medians, and street trees. • Refuse Collection: collection and transfer of residential solid waste stream, manage commercial franchise solid waste program, and comply with State waste diversion mandates. • Wastewater: provide safe, effective collection of wastewater for treatment. • Water: maintain water distribution system and provide safe drinking water at competitive rates. Municipal Operations Department Budget and Realignment Philosophy • Merge Utilities and General Services Departments: — Evaluate of staff and equipment required to perform core services — Reduce duplicate equipment, reassign staff within department — Maintain integrity of Enterprise (Water /Wastewater) Fund • Contract where private firms may provide service at reduced costs: — Street light maintenance — Janitorial services — Beach bin collection • Maintain responsiveness and quality of service levels when providing core services to customers: — Water /wastewater services — Beach maintenance — Tide valve management — Street /sidewalk emergency repair — Residential refuse collection — Emergency response (storm response) Municipal Operations Department Budget Impact $1,627,400 reduction Maintenance & Operations $654,000 Personnel (8 positions) Contract Street Sweeping $432,000 Fleet Replacement/ $252,000 Maintenance Field Maintenance $ 70,000 (concrete /asphalt) Restroom Mtce. contract ($100,000) Grounds Worker I Administrative Analyst Administrative Manager Operations Director Transfer Station Crew Chief Equipment Operator I Facility Maintenance 11 (3 positions) $973,400 $ 74,000 $105,500 ($60,000) $114,000 $104,300 $ 87,000 $240,000 Electrical Services Supervisor $119,800 Electrical Services Crew Chief $108,800 Reduce Overtime Budget $ 80,000 Municipal Operations Department • What will Council and the Community Notice? — Reduced operational costs — More efficient use of city vehicles — Increase in services contracted out — Increase in response time and possibly less quality of services due to reduction of City work team GENERAL FUND REVENUES: PROPERTY TAXES SALES TAXES TOT TAX ES ALL OTHER GENERAL FUND REVENUES PLANNED ADDITIONAL REVENUES /SAVINGS SUBTOTAL GENERAL FUND REVENUES GENERAL FUND EXPENDITURES: Original 2010 -11 FY 2011 -12 Budget Year End Budget $ 70, 642, 840 $ 71, 574, 069 $ 72,155, 615 23,767,007 24,383,039 25,088,167 11,555,034 12,156, 000 12, 786, 000 39,175,789 39,545,785 39,174,826 2,297,108 - - $ 147,437,778 $ 147,658,893 $ 149,204,608 GENERAL GOVERNMENT $ 16,390,830 PUBLIC SAFETY 76,878,354 PUBLIC WORKS 28,892,972 COMMUNITY DEVELOPMENT 7,243,143 COMMUNITY SERVICES 14,063,479 O PE B 2,128, 000 DEBT SERVICE 780,000 CITY MANAGER ASSIGNMENTS CAPITAL PROJECTS 1,061,000 SUBTOTAL GENERAL FUND EXPENDITURE $ 147,437,778 BALANCED BUDGET - $ 16,165,263 75,828,696 28,441,749 7,196,664 13,908,921 2,128,000 765,000 2,163,600 1,061,000 $ 147,658,893 $ 13,420,800 75, 560, 627 29,119,669 8,849,881 15, 335, 929 2,314,000 780,000 1,823,702 2,000,000 $ 149,204,608 1 Conclusion • Year -end will close balanced. • Proposed budget balanced and: — Protects critical services — Restructures the organization for efficiency, eliminating about 35 positions (approximately 19 layoffs) — Provides more for facilities, streets, roads, IT — No use of reserves for operating purposes — Asks for continued work in contracting out — Asks for continued work on pension changes Public Works Department FY 2011 -2012 Capital Improvement Program City Council Study Session May 24, 2011 Capital Improvement Program ➢Serves to Develop and Construct Major Public Improvements and Address Significant Maintenance Items. ➢Sets Priorities and Appropriates Funds. ➢Provides a Basis for Project Planning and Helps Identify Potential Conflicts. ➢Continually Evolves to Respond to Changing Priorities and Conditions. How are Projects Selected for the CIP? Identified & Scheduled through City Master Plans • Facility Replacement Plan • Pavement Management Plan • Water Master Plan • Sewer Master Plan Developed to Support Council Goals and Objectives Identified by Community, Council or Staff Required by Federal /State or Legal Action CITY OF NEWPORT BEACH PUBLIC WORKS DEPARTMENT CITY STREET MAINTENANCE FORECAST i (AS OF 5/9/2011) , LEGEND I ipl. c- o.-u b ry �t 1 lr lt�il_: -'.� •� A ♦, 4 4 DAIL `. �I$.L-:- -v R '\ 1 - 1 i � J Addresses City Council Priorities Revitalization: ➢ Builds / Improves Parks and Recreational Facilities ➢ Construction of Civic Center & Park ➢ Improves Citywide Traffic Flow ➢ Rehabilitates Aging Public Infrastructure ➢ Can be a Tool to Assist with or Encourage Private Redevelopment Addresses City Council Priorities Tidelands Management: ➢ Dredging Efforts for Harbor, Rhine and Semeniuk Slough ➢ Continues to Improve Water Quality ➢Repair /Maintain Beaches, Bulkheads and Groins ➢ Improvements to Balboa Yacht Basin FY 2010 -11 Major CI Ps Completed Total of 20 Planned Projects Completed Cost - $17,703,965 Performance Measurements: • Complete 85% of projects within two months of FY Baseline Schedule - YTD at 99% • Complete 95% of Projects within contract award amount plus 10% contingency - YTD 90% FY 10 -11 Some Completed Projects Project Total +/- Months +/- Cost Avocado & Westcliff Medians $214,667 1 8.7% Avon /Tustin /Ocean /Dover St. Rehab $775,070 1 16.1 % Balboa / Washington Parking Lot $150,515 0 -4.1% Carroll Beek Community Center $96,069 3 13.5% Eastbluff / Bonita Creek Park Water $483,603 2 2.8% Emergency Warning System $131,305 2 6.9% Lido Isle Pavement Rehab -Phase II $562,893 0 -1.7% OASIS Senior Center (3 projects) $11,963,605 0 2.7% Public Dock Access Improvements $158,222 -1 -4.1 Rhine Wharf Repairs & Public Dock $436,141 0 1.3% San Miguel Drive Improvements $11202,390 -1 2.8% Traffic Signal Modernization -Ph 4 &7 $751,252 0 6.9% West Newport Parking Landscaping $89,141 0 0.5% < Lifeguard Headquarters _ Roof Replacement Carroll Beek Facility > Refurbishment -9"�N - -1 ir %N :.1. Approximately $40 million in Ongoing Encumbrances for Work in Progress Civic Center and Park Marina Park and Sunset Ridge Park Ocean Front Alley Replacement (AD -99) Residential Street Pavement Overlays Wayfinding Signs Streetlight Rehabilitation Traffic Signal Modernization Phase 5 Lido Isle Pavement Rehabilitation — Phase 3 Rehabilitation of Five Sewer Lift Stations Jamboree Road Bridge Widening 10 -Year CIP Funding History YEARS FY 2011 -12 Capital Improvement Program • $51.1 Million • 60 Projects • $26.1 Million New Funding • $25 Million Re- Budget Funds do of Of 1 J Facilities Total Budget = $3.3 million Project Highlights: • Civic Center & Park W • Lifeguard HQ Concept & Design • Master Facilities Replacement Planning • Balboa Yacht Basin Facility Improvements Streets Improvements Arterial Streets Project Highlights: *Jamboree Road — Bristol/ Fairchild • Dover Drive & Peninsula Point (Design) • Major Arterial Point Repairs • Newport Blvd. / 32nd St. Modification (Design) Street Improvements Local /Residential Streets Project Highlights: •Annual Slurry Seal (Harbor View Hills, Cameo Highlands, Corona Highlands) • 15th Street Pavement Overlay • Newport Center Pavement Rehabilitation • Peninsula Point Alley Rehabilitation (UUD 103) • Bay Avenue Pavement Replacement • Streetlight Rehabilitation (Westcliff Area) Drainage Improvements Project Highlights: • Bayside & Riverside Storm Drain Modification • Tidegate Retrofit & Upgrade •Storm Drain Debris Interceptors Traffic Total Budget = $2.4 Million f r._ M Project Highlights: • Traffic Signal Modernization — Phase 5 • Traffic Signal Rehabilitation • Traffic Sign Inventory /Reflectivity Assessment • Citywide Street Signage, Striping & Marking Traffic Signal Modernization (TSM) Completed Phases Phase 1: East Coast Highway, MacArthur Boulevard, and Avocado Avenue • 22 intersections and 2 CCTV cameras • TM C improvements and icons software • Completed - March 2009 Phases 2 & 3: Jamboree Road and Airport Area • 30 Intersections and 13 CCTV cameras • Completed — December 2009 TSM Completed Phases Phases 4 & 7: Irvine Avenue, Dover Drive and Superior Avenue, Balboa Peninsula • 30 intersections and 7 CCTV cameras • Completed in December 2010 TSM In Construction Construction of Phase 5 • Newport Center, San Joaquin Hills Road • 13 intersections and 4 CCTV cameras • Estimated Completion — November 2011 TSM Remaining Phases Phase 6: Newport Coast, Pelican Hill, and San Joaquin Hills Road Phase 8: San Miguel Drive, Bonita Canyon Road, and Ford Road 24 intersections in Phases 6 & 8 Water Quality &Environmental Total Budget of $3.8 million i ,r.... yS,�,., _ _ .yet;- "'_-r"•• -., - "•- ••�!0i.t i� - t= •�„ ' . VOL. 1 Y.. Project Highlights: • Big Canyon Wash Restoration • Buck Gully Canyon Stabilization & Flood Control • Citywide Central Computer Irrigation 1 Project Highlights: • Big Canyon Wash Restoration • Buck Gully Canyon Stabilization & Flood Control • Citywide Central Computer Irrigation Water Total Budget = $3.6 million Project Highlights: • 16 Street Pump Station Modifications • Corona del Mar Transmission Main • Cast Iron Water Main Replacements • Saint James Road Water Main Replacement I It4 � FY 2011 -12 CIP Summary r� Facilities Category Streets & Drainage Traffic Parks, Harbors & Bea& Water Quality /Environm Water Wastewater Miscellaneous b Budget 550,000 856,140 919,300 593,200 609,600 0 275,000 219,500 022,740 New Budget $750,000 9,270,000 1,505,000 9,325,000 1,229 316001 -4" 475,00 $26,154,00 Total 3,300,007 16,126,140 F2,42413000, 19, 918, 200 3,838,60 3,600,000 750,000 F1,219,54 $51,176,740 Proposed FY 12 CIP — New Funds Proposed FY 12 CIP —Total Funds Looking Ahead • June 14th Study Session • June 14th Public Hearing @ Regular Council Meeting- potential City Council adoption of budget — If Council does not adopt on June 14th, then: • June 28th Study Session • June 28th Public Hearing and Council adoption Newport Beach Lifeguards Summary of Current Discussions FY 2011 -2012 BUDGET Lifeguard Core Functions ► Educate, prevent accidents & rescue swimmers in distress Currently respond 24 hours per day to aquatic emergencies through call back Per MOU, full -time guards receive 2.5 hours /night for "Night Standby Pay" plus pay if they respond to a call (response is typically OT — time + half) ► Provide supervision, training, and technical direction ► Provide: P Underwater search and rescue teams ► Emergency Medical Services Safety to Fire /Police personnel working around open water environment in emergency situations ► Enforce water & beach safety regulations /municipal codes Minimum Staffing Guidelines z / •7-0 71 • dd • : 5 51 56 5a1r[s no r Ri IV•f Jerry ! 48 i 44 as 80"M Land 36 +6� .tiff 32 i ze Liieyuard H4 �• 4._ z< e1a17 • • 15 • ` •13 10 r The Poed Schoal Yards N �QpAF W � ' � � S �erAn� S 4 026 015 Mr►e d r M A�• Beiboa: Pier �Zzzzll I (6afb,,e) • G �L Thor �# Cy/1nMra WOODS (CDM) Harbor Do- — _ - Rescue Boat - - Station Rocky Pown-1, w 3 4 5 7 • Minimum Staffing Guidelines October I through March 31 1 LG in each of 3 Geographical Areas; in Dispatch /Observation tower I Section Chief (5 total) ► April — September (+ Seasonal Staff) LG in each Geographical Area; ► I on Boats; I Section Chief (5 total) Seasonal staff works dispatch ► Plus: Seasonals: Up to 210 Seasonal Staff (including 10 -34 rookies) JG Participants: Up to 1,200 /year Discussion Items ► LG Org Structure (includes CERT) Current Proposed in Budget (Alternative A) Alternative Proposal (Alternative B) ► Items in blue font mean subject to negotiations or "meet and confer" process. ► Two MOUs affected: LMA (expires 12/3 1 /201 1) ANBOL (expired end of April 201 1) Comparing Current + Alternatives __(Supervisory___ FTEs)____________ 17 FTEs 13 FTEs Current LG 8v CERT Operations ► Total Supervisory Personnel: 17 FT (includes Community Preparedness position) Supervise 32.13 P/T FTEs ► Positions ► 3 LG Battalion Chiefs (BCs) ► 9 LG Captains (7 regular + 2 boat) ► 4 LG Officers ► LG cadets, trainees, LGs I, 11, and III (aka "seasonals ") ► Community Preparedness Coordinator (CERT) ► FT staffs work 4/10 schedules — overlap on Wed ► Night -time Standby Pay (2.5 hrs /night), OT, etc. Total Cost of Current Program = $5.5M, offset by $950K in JG revenue) — Net LG Cost = $4.55M Alternative A - Summary ► Total Supervisory Personnel: 10.72 FTEs (including JG Admin /CERT) Supervise 33.37 PT FTEs ► Position Change Summary: ► Adds I chief position ► Changes BCs to Section Chiefs (3) ► Deletes: 3 LG Captain positions LG Boat Captain position ► Replaces 4 LG Officer Position with 4 P/T LG Supervisor ► Net Change = Deletes 7 FT positions, adds 1.72 P/T FTEs ► Eliminates Night -Time Standby Pay, more ► Net savings = — $700K /year Alternative B - Summary ► Total Supervisory Personnel: 13 FT (includes JG Admin /CERT) Supervise 31.17 P/T FTEs ► Position Change Summary: Adds I chief position Changes 3 BC positions to 3 Section Chiefs (or other title) Deletes: One Boat Captain (leaving zero) Two LG Captains (leaving 5) Two LG Officer positions (leaving 2) ► Changes Standby -Pay, Scheduling, OT practices. ► Net Change = Deletes 4 FT positions, adds 0 P/T FTEs ► Net Savings = — $600K /year Alternative B - Summary ► Other Adjustments: - decrease /eliminate: FT staff's non - safety tasks and duties LG cadet program (10.48 FTEs) ► Staffing Changes: End I x /week overlap Allow seasonals to be relieved of duty based on weather, attendance, ocean conditions, etc (no minimum stay requirement). I Seasonal staffing by 35 reserves (includes uniform /training savi ngs) I Seasonal call -back hours by 500 — need addressed by permanent staff I Non - essential seasonal staffing e.g., LG HQ Guard Alternative B - Summary Equipment Changes: Reduce boat deployment by I I and do not replace 3rd boat Reduce vehicle fleet by 12 Adjust Night Standby Pay: Fund /pay at lowest (LG Officer level) pay rate. Saves about $30K /year OT /Pay Changes: $60K /year reduction Comparing Current + Alternatives __(Supervisory___ FTEs)____________ 17 FTEs 13 FTEs Comparing Current 8v Alternatives (Total FTEs) 49.13 FTEs 44.17 FTEs 42.37 FTEs Current Structure - Fire Chief 17 FTs Community Deputy Fire Preparedness Chief - Ops Coordinator Battalion Chiefs Battalion Chief - I (2) 1Gs Captains (7) Boat Captains (2) Current = 17 FT Officers (4) (49.13 FTEs) Alternative A - 10.72 FTEs LG Section Chief —A Shift LG Division Chief LG Section Ch' f 12 Shift LG Section Chief — Com Prep, JGs, le — I J Training LG Captains 2 LG Captains 2 F I LG P/T LG P/T Seasonal Seasonal Supervisors (2) Supervisors (2) GAdmin /CERT L Alt A = 9 FT (44.17 FTEs) Alternative B - 13 FTs LG Division Chief LG Section Chiefs (2) LG Captains (6) LG Officers (2) LG Section Chief — JGs,Training, CERT JG Admin /CERT Alt B = 13 FT (42.37 FTEs) Recommendation Add Alternative B to Budget Checklist. If adopted: Implement July 1, 2011 Request re- opener with LMA Continue negotiations with ANBOL Monitor implementation: OT, Night Standby Pay CERT Overall LG Budget Consider alternatives, including P/T Positions in FY 2012 -13