2012 budget book

8/6/2019 2012 Budget Book

1/27

Fiscal Year 2012 Proposed Budgetfor Community Review

August 2, 2011

INSIDE

AMessagefromtheCityManager 2

OverviewoftheGeneralFund 3

ApproachtoSolvingtheDeficit 5

ProposedGeneralFundReductions 7

ProposedReductionstoOtherFunds 16

GovernmentReformInitiatives 25

CommunityInputOpportunities 27

Redevelopment 24


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A Message from the City Manager:The national financial events of the past three years havebeen very difficult forcitizens and local government alike. The poor economic situation is unlike anyfinancialcrisiswehaveeverexperienced.Itisapparenttheroadtorecoverywillbevery slow, and the revenues the City relies upon will not rebound quickly.CompoundingtheproblemisthesignificantincreasedpersonnelcoststheCityfacesover the next three years. In light of these facts, we have not only prepared aproposedbudgetforthenextfiscalyear(FY12),buthavealsoforecasttheimpactsof the projected General Fund structural deficits for FY 13 and FY 14 totaling$40.5million.

Thevastmajorityofthethree-yeardeficitcanbeattributedtopreviouslynegotiatedlaborcostincreasesandtheincreasedcostofemployeebenefitsandpensions.TheCity and our employee organizations have been discussing forgoing salaryincreases, or having employees contribute more towards their pension costs.

To date, however, discussionswith our largest employee organizations have notproducedagreements.Whileweremainhopefultheywillparticipateinsolutionstoreduce the deficit, wecannot assume thiswill occur. Accordingly, theProposedBudgetrequiresthatallCitydepartmentsmakefurtherreductions.Thesereductionswilldecreasethesizeoftheworkforceandwillrequiredepartmentstodevelopnewapproachestoservicedelivery.

Continuing the proportionate share approach implemented in FY 11, Citydepartmentswereassignedreductiontargetstocurtailtheirgrowth,primarilyfromnegotiated salary increases and pension cost increases. This approach ensuresthat our Police and Fire Departments receive the majority of the General Fundresourceseachandeveryyear(nearly70percent),whilekeepingfundstopayforallthe otherservices ourresidents deservesuchasparks, libraries, sidewalks,codeenforcement, animal care, and support services. Absent a proportionate shareapproach, by 2030, 100 percent of our General Fund would go towardspublicsafety,leavingnothingforourqualityoflifeservicesthatmakesLongBeachsuchagreatcitytolivein.

The City will also continue its efforts to become a leaner, more efficientorganization.Tothatend,theFY12ProposedBudgetincludesseveralproposalstoreform City government through the realignment or elimination of functions tomaximize resourcesand improvecustomerservice. Someofthesereformscomewiththeaddedbenefitoflong-termsavingstoaddressfuturefiscalchallenges.

Overthepasteightyears,LongBeachhasadopted$188.4millioninGeneralFund

deficitreductionsolutions,eliminating644positions,withoutdippingintotheCitysemergencyreserves.Ithasbeenaprolonged,difficultchallengetomakereductionsandchangeapproachestoservicedelivery.ThroughtheleadershipoftheMayorandCityCouncil,LongBeachhasestablishedatraditionoffiscalsustainabilityandour City leaders make the tough decisions each and every year to balance thebudget. The recommended department reductions and government reformscontained in the FY12ProposedBudget serve tocontinue this tradition, andwillmoveusintothefutureonstablefooting.

Patrick H. West

Proposed Fiscal Year 2012 Budget for Community Review


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The General FundTheGeneralFundistheCitysonlyfundthatcanbeusedwithnorestrictions.Itsupportsmosttraditionalcityservices, such aspolice, fire, parks and recreation, and libraries. The otherCity funds,which represent85percentoftheCitysbudget,arerestrictedbylaw,regulations,oraccountingrulesforspecialpurposes.

GeneralFundrevenuescomefrommorethan150sources,includingpropertytaxes,utilityuserstax,salestax,hotelbedtaxes,oilrevenues,fines,anduserfees.Chart 1 shows how these revenues are expended in Fiscal Year 2011 (FY 11). More than two-thirds(67.9percent)oftheGeneralFundsupportsthePoliceandFireDepartments.InFiscalYear2000(FY00)thesedepartmentscomprisedonly57.5percentoftheGeneralFund.

Only 21 cents of every dollar of property

tax paid by Long Beach residents goesto the General Fund.

Only 1 cent of the current sales tax rateof 8.75 cents per dollar goes to theGeneral Fund.

The UUT was previously the Cityslargest General Fund revenue source.The 2000 voter-approved reduction inthe tax eliminated $40.3 million inannual General Fund revenue.

The City has not issued any GeneralFund bonds for infrastructure since theearly 1960s.

Did You Know?Chart 1General Fund Expenditures (Adop ted)by De partment: FY 11$185.8

$72.6

$38.9$28.1 $24.5 $18.2 $12.3

$0

$40

$80

$120

$160

$200

Police

(48.8%)

Fire

(19.1%)

All Others*

(10.2%)

Public

Works

(7.4%)

Parks, Rec.

& M arine

(6.4%)

Elected &

Appointed

(4.8%)

Library

Services

(3.2%)

Millions

*IncludesCityManager,CitywideActivities,DevelopmentServices,FinancialManagement,andHealth&HumanServices,andHumanResources.

General Fund History

BetweenFY04andFY11,theCityreducedcostsorincreasedrevenueintheGeneralFundby$188.4millionthrough itsFinancialStrategicPlan.Chart 2 summarizesthe fiscal impactof theactions takenduring thisperiod,andChart 3 identifiesasmallsampleoftheresultingservicedeliverychanges.

Chart 3Financial Strategic Plan (FY 04 FY 11)

Eliminated644positions,19%ofGeneralFundworkforce

RemovedhundredsofvehiclesfromtheCitysfleet Employeescontributedmoretohealthandretirementcosts

Consolidatedbureausanddivisionstostreamlinetheorganization

Increasedcostrecoveryforservicesthroughfeesandcharges

RestructuredvariousCityoperationstosavemoneyincludingCodeEnforcementandtheWorkersCompensationprogram

Reducedservicelevelsthroughouttheorganization

Civilianized27swornpublicsafetypositions

Chart 2Deficit Reduction Amounts (FY 04 - FY 11)

YearOne: FY04 $41.0million

YearTwo: FY05 $29.0millionYearThree: FY06 $22.0million

YearFour: FY07 $10.0million

YearFive: FY08 $10.0million

YearSix: FY09 $16.9million

YearSeven: FY10 $38.3million

YearEight:FY11$21.2million

TOTAL $188.4 million



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56%

66%

72%

82%

92%

101%

50%

60%

70%

80%

90%

100%

110%

FY0 3 F Y0 5 F Y0 7 F Y0 9 F Y1 1 F Y1 3 F Y1 5 F Y1 7 F Y1 9 F Y2 1 F Y2 3 F Y2 5 F Y2 7 F Y29ProportionateShareforPDandFD ForecastwithNoProportionateShare

(usingaverage1.7%growth fromFY03toFY10)

The FY 12 Deficit: and BeyondDespite eight years of General Fund deficit solutionstotaling$188.4million,theCityisfacedwithadeficitof$20.3million for Fiscal Year 2012 (FY 12). But, the

problemdoesnot stop there. The revenues theCityreliesuponwillnotbesufficienttocovertheincreasinglabor costs for at least two years beyond that.Accordingly, we have taken a long-term strategicapproach to forecast the impacts of the projectedGeneralFundstructuraldeficitsforFY12,FY13,andFY14.ThesedeficitsarereflectedinChart 4.Thevastmajority of the three-year deficit can be attributed tonegotiatedsalaryincreases($23.6million)andpensioncost increases ($13.2 million). (Note: The amountsshown for FY13and FY 14 are projections, and aresubjecttochange.)

Maintaining a Proportionate Share

Maintaining core public safety, quality of life, and legally-required administrative functions is absolutelyessential to a healthy and productive city and community. As demonstrated in Chart 5, over the past11 years,budgeted expenditures for our public safetydepartments increased 37 percent, while budgetedexpenditures for our other departments decreased by 13 percent. In the development of the last yearsbudget(FY11),itbecameevidentthatwecouldnotcontinuethetrendofreallocatingpublicresourcesfromcrime prevention to crime suppression. As such, all departments participated in the deficit solutions;exemptionsforPoliceandFireswornstaffingcouldnolongerbesustained.

Continuing the proportionate share approach implemented in FY 11, City departments were assignedreduction targets to curtail their growth, primarily from negotiated salary increases and pension cost

increases. The approach ensures that our Police and Fire Departments receive the majority of theGeneralFundresourceseachandeveryyear(nearly70percent),whilekeepingfundstopayforalltheotherservices our residents deserve such asparks, libraries, sidewalks,codeenforcement, animalcontrol, andsupportservices.AsdepictedinChart 6,withoutaproportionateshareapproach,100percentofourGeneralFundwouldgotowardspublicsafetyby2030.

Chart 4General Fund Deficit Drivers

(in millions)

New Costs FY 12 FY 13 FY 14 3-YearTotal

SalaryIncreases $6.3 $9.3 $8.0$23.6

PensionCostIncreases 10.2 1.9 1.113.2

GeneralIncreases 3.8 3.2 3.910.9

Total Expense $20.3 $14.4 $13.0 $47.7

Revenue Increase $0.0 $0.4 $6.8 $7.2

Projected Annual Deficit 1 $20.3 $14.0 $6.2 2 $40.51Totalexpenseminusrevenueincrease.2Arangeof$6.1to$9.5millionhasbeenprojectedfortheFY14deficit.

Chart 5

General Fund Expenditures

FY 2000 to FY 2010

$140$122

$258

$189

$0

$100

$200

$300

$400

FY 2000 FY 2011

Millions

Other Depts Public Safety Depts

-- 13%13%

+ 37%+ 37%

Chart 6Projected PD & FD BudgetsWithout Proportionate Share



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GovernmentReform

In order to continue to provide efficient and effective services to thecommunity, City governmentmust adapt its structure. These changesareparamounttoourabilitytoprovidethebestservicespossiblewiththeresourcesavailable.

In FY 11, organizational functionswere realigned by transferring the Occupational Health and Employee

AssistanceProgram fromHealthandHumanServices toHumanResources,and realigned theWorkforceDevelopment Bureau, from Community Development to Human Resources. We also transferred theNeighborhood Resources and Housing Services Bureaus in Community Development to DevelopmentServices,consolidatedParkingManagementandPropertyServicesDivisionwithinPublicWorksandmovedthe Housing Authority Bureau toHealth and HumanServices. These realignments resulted inanannualsavingsofnearly$2million inadministrative and ancillary costs. Eight positionswere eliminated, five ofwhichweremanagement.

InFY12,westrivetolookfornewandimprovedapproachestoservicedelivery.Amongotherinitiatives,weareproposingtoconsolidateresidentialandcommercialplancheckservicesandinspections,aswellascodeenforcement, under the management ofa single bureau to exact greater consistency, accountability, andcoordinationin theseprocesses.Wearealsoproposing totransfertheAnimalCareServicesBureaufromHealth and Human Services to Parks, Recreation and Marine to take advantage of synergies in serviceprovision. Additionally,wewillbeevaluatingthepotentialfor theconsolidationofotherfunctionsincludinghumanresourcesadministration,temporaryworkerhiring,capitalprojectdevelopmentandmanagement,andparkingoperations.Furtherdiscussionoftheseandotherproposedreformscanbefoundonpage25.

PensionReform

Long-term,meaningfulpensionreformcanneitherbeavoidednordelayed.TheStateofCalifornia,alongwithlocalpublicagenciesthroughoutCalifornia,havesuccessfullynegotiatedreducedcostsforcurrentandfutureemployeepensions.Pensionreformsincludeincreasesinemployeecontributionstowardretirementcostsforcurrentemployees,reductionsinbenefitsfornewemployeesthroughincreasedretirementages,lowerbenefitformulas,andexpandeddefinitionsoffinalcompensationonwhichthepensionbenefitisbased.

TheFY12ProposedBudgetcontainsmeaningfulreductionsinpensioncoststotheCity.TheMayorandCityCouncilcontinue toleadbyexamplebybeing the firstgroup toagree topickup theentireeightpercentoftheiremployeecontributiontoPERS,theCitysretirementsystem.TheAttorneysAssociation,ProsecutorsAssociation and the unrepresentedManagementEmployees intheAuditorsOffice haveagreed topayanadditionaltwopercenttowardstheiremployeecontributionrate.TheLongBeachManagementAssociation,the Confidential Association, Unrepresented Management Miscellaneous employees, UnrepresentedNon-ManagementEmployees,theAttorneysAssociation,andtheProsecutorsAssociationhaveallagreedtoanewtierfornewemployeeswithaformulaof2percentat60,three-yearaveragefinalcompensation,andfullPERSpick-up.Thethreelargestemployeeassociations,thePoliceOfficersAssociation(POA),theFireFightersAssociation (FFA),and the InternationalAssociation ofMachinists (IAM), have not agreed toanyconcessions.

A Five-Pronged Approach

TheCityManagerhasproposedtocontinuethefive-prongedapproachintroduced inFY11toaddress theFY12deficit,whichminimizescutsto services, and serves to limit the number of employee layoffs that

wouldotherwiseberequired.AsshowninChart 7,thefiveprongsareGovernment Reform, Pension Reform, Employee Contributions,PotentialNewRevenue,andDepartmentReductions.Adescriptionofeachprongfollows:

Chart 7Five-Pronged Approach



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EmployeeContributions

Employeeparticipationindeficit-reductionsolutionswouldsignificantlydecreasethenumberoflayoffsandtypesofservicechangesnecessary.FiveoftheCitysnineemployeeorganizationshavecurrentmulti-yearcontracts. They include: the PoliceOfficers Association (POA), the Fire Fighters Association (FFA), the

InternationalAssociationofMachinists(IAM),theProsecutorsAssociation,andtheAttorneysAssociation.These contracts contain nearly $24 million in negotiated increases through Fiscal Year 14, and containgeneralsalaryincreases,newandhigherskillspays,equityadjustments,andstepincreases.

The City and our employee organizations have been discussing forgoingcontractually required salary increases or contributing more towards theirpensioncosts.Therearenumerouspotentialscenariosandtimelinesfortheirparticipation.Forillustrativepurposes,Chart 8 showswhatthesavingswouldbe if all employee groups picked up their full PERS (pension) employeecontributionrateoverthenextthreeyears.Thethree-yearGeneralFunddeficitwoulddecreaseby38%,from$40.5millionto$25.0million.

Todate, the discussionswith the employee organizationshave not produced

new agreements. While we remain hopeful our employee groups willparticipate,wecannotassumethiswilloccur.Accordingly,theFY12ProposedBudget relies on department reductions, proven newor increased revenues,andagreementswithemployeegroupsmadepriortothereleaseofthisbudget.

PotentialNewRevenue

Whileafewrevenues,suchassalestax,areinchingupward,othersareflatordeclining.Thebottomofthehousingmarketcollapseremainsnebulous.Withoutaturnaroundinrevenueproducingeconomicactivity,wecannotsolveour long-termdeficits throughrevenuegrowth. Aprudentandresponsibleapproachtoallrevenueprojections isnecessary. Inordertohelpensureweare not over-estimatingrevenue, theFY12ProposedBudgetcontainsnounprovennewrevenues.

Given the current strong oil revenue performance in the Upland Oil Fund, the FY 12 Proposed Budgetincreases the structurally budgeted price per barrel of oil from $45/bbl to $55/bbl. This will provide anadditional$6millionrevenuetransferfromtheUplandFundtotheGeneralFundwhichwillbeusedtooffsethistoricallyunderperformingrevenues.Thoughthepriceofoiliscurrentlytrendinghigherthan$55/bbl,LongBeachhas learned, through past experience, the commodity is extremely volatile and uncontrollable. Assuch,wearenotrecommendingbudgetingataratehigherthan$55/bbl.

DepartmentReductions

Aspreviouslymentioned,departmentsreductiontargetswere specifically established to maintain theirproportionateshareoftheGeneralFund.ThesetargetsareshowninChart 9.(Note:TheamountsshownforFY 13 and FY 14 are projections, and are subject tochange.)

Public safety is unquestionably the Citys highestpriority. However, the percentage of the budgetdevoted to this purpose simply cannot be allowed togrow. The impacts to other essential City serviceswouldbesevereifthePoliceandFireDepartmentsdidnot take their proportionate share of reductions. Forevery $1 million exemption for the Police or FireDepartmentsdeficitreductiontarget,thereductionsfortheotherdepartmentswouldincreaseby16percent.

Chart 9Proportionate Share Reduction Targets

(in millions)

FY 12 FY 13 FY 14 3-YearTotalPolice $9.4 $6.9 $4.0 $20.3

Fire 5.0 3.9 2.2 11.2

PublicWorks 1.7 0.9 - 2.6

Parks,Rec.&Marine 1.1 0.9 - 2.0

AllOthers* 1.2 0.5 - 1.7

Elected&Appointed 1.0 0.5 - 1.5

LibraryServices 0.9 0.4 - 1.3

Total $20.3 $14.0 $6.2 $40.5*IncludesCityManager,CitywideActivities,DevelopmentServices,FinancialManagement,Health&HumanServices,andHumanResources.


$40.5

$25.0

$0

$10

$20

$30

$40

$50

Without PERSPick-Up

With PERSPick-Up

Millions

Chart 8Impact of Employee PERSPick-Up on 3-Yr GF Deficit

-- 38%38%


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Chart 10FY 12 General Fund Deficit Reductions by Department

Departments AmountPositionsImpacted

Police $(9,388,415) (75.48)1

Fire (5,021,600) (29.00)2

PublicWorks (1,728,353) (15.90)

Parks,Recreation&Marine (1,091,573) (15.84)

LibraryServices (853,015) (10.03)

Elected&Appointed (1,009,256)

(12.11)

3

AllOthers4 (1,172,364) (9.23)

TOTAL $(20,264,576) (167.59) 31. 31.48swornFTEs.

2. 27swornFTEs.

3. Doesnotincludeallpotentialpositionreductions.

4. IncludesCityManager,CitywideActivities,DevelopmentServices,FinancialManagement,Health&HumanServices,andHumanResources.

Proposed General Fund Reductions for FY 12Chart 10 summarizestheFY12proposedreductionsforeachdepartment.Adescriptionofeachreductionisprovidedbelow.Foreaseofreview,allreallocationsofresourceswithindepartments,offsets,adjustments,andminorreductionshavenotbeenincluded.

CITY ATTORNEY ImpactonDeficit PositionsReallocateaportionofAdministrativestafftonon-GeneralFundresources. $(102,712) (0.80)

ReallocatecostsforLegalSecretaryfromGeneralFundtotheInsuranceFund. (62,402) (0.50)

Eliminatethediscretionary2%givenbytheCityAttorneypertheCityAttorneyAssociationMOU. (27,308) -

Reducebudgetedexpendituresformaterialsandsupplies. (5,785)

CITY AUDITOR ImpactonDeficit PositionsIncreasePERSpaybackduetoexecutivemanagementemployees'increasedcontributionsby2%toatotalof6%.

$(13,084) -

Reducepersonnelservicesbudgettoeliminatetheabilitytofillavacantposition. (84,640) -

CITY CLERK ImpactonDeficitPositions

DowngradeaCityClerkAnalystpositiontoaCityClerkSpecialistposition. $(11,259) -

ReducebudgetedexpendituresforofficematerialsandcontractualservicesintheRecordsCenterandMicrofilmCenter.

(16,630) -

CITY MANAGER ImpactonDeficit PositionsRestoreaportionoftheSpecialAdvertisingandPromotionFund'spersonalservicesallocationreallocatedtotheGeneralFundinFY11forthepositionsofCityManager,AssistantCityManager,DeputyCityManager,andAssistanttotheCityManager.Also,reducematerialsinCityCommunications.

$(132,183) (0.59)

ReducebudgetedexpendituresforcontractualservicesinIntergovernmentalRelations. (11,688) -



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FY12-GeneralFund

CITY PROSECUTOR ImpactonDeficit PositionsEliminatevacantfundedandunfundedpositions,andfurthercuttingsuppliesandadministrativecosts.

Significantimpactonhandlingofcriminalcases.

$(258,432) (10.00)

CIVIL SERVICE ImpactonDeficit PositionsEliminatetheAdministrativeOfficerposition(management). $(107,407) (0.81)

DEVELOPMENT SERVICES ImpactonDeficit PositionsEliminatethePlanningBureauManagerposition(management).TheDeputyDirectorwilloverseePlanningBureauoperations.ThisreductionimpactsseveralfundsandwasaresultoftheFY11GovernmentReforminitiative.

$(16,544) (0.09)

EliminateaCommunityDevelopmentAnalystIIIpositionintheAdministrativeandFinancialServicesBureau. (63,779)

(1.00)

Reductioninrentasaresultofnewleaseagreementfor400and500W.BroadwaythatcombinestheofficespacesofCodeEnforcementandNeighborhoodServicesstaffat444W.OceanBlvd.

(51,300) -

ReducebudgetedexpendituresforCodeEnforcementmaterialsandsupplies. (3,995) -

FIRE ImpactonDeficit PositionsDailystaffingonuptonineEngineswillbereducedfromfourtothree,reducingonepostpositionperengine.Thethree-personengineisusedasthefireresponsemodelinLosAngelesandOrangeCounties,andtheCitiesofLakewood,ManhattanBeach,HermosaBeach,andRedondoBeach.

$(3,243,198) (27.00sworn)

RestructureservicedeliveryatStation18replacingtheEnginewithaParamedicRescueunit.ThisitemeliminatestheCitywiderollingenginereduction(+$1.5million)enactedinFY11andchangesthestaffingmodelatStation18toastationstaffedwithasingleParamedicRescue.Medicalcallscomprise75to80percentofthecurrentcallsinStation18sarea.TheParamedicRescuecurrentlyatStation19wouldmovetoStation18.Enginecompaniesfromsurroundingstationswouldcontinuetoprovideenginecapabilitiestothisarea,andStation18wouldremainopen.Thefourdisplacedemployeeswillbeassignedeachdaytoothervacantpositionsonotherfireapparatusesandwillavoidover$1.8million(netadditionalsavingsof$0.3million)inconstantstaffingcallback(overtime)expenseannually.

(262,388) -

EnhanceStation17Staffing.Splitcurrentsix-personLightForce17unitintoonefour-personTruckandonethree-personEngine.TheEngineandTruckwillbeindependentofeachother.

218,110 -

EliminatethefifthTruck,returningto2007servicelevels.ThefifthTruck(Truck14)wasaddedthroughsupportfromProp.HfundsinDecember2007toprovideadditionaltruckcoveragethroughouttheCity.Thisreductionresultsinfourtrucksavailablecitywideforresponse.Thefourdisplaced

employeeswillbeassignedeachdaytoothervacantpositionsonotherfireapparatusesandwillavoidover$1.8millioninconstantstaffingcallback(overtime)expensesannually.

(1,841,762) -

PropHStaffingRealignment.ShiftthreeFireCaptainsfromProp.HfundtoGeneralFundandshiftthreeFireEngineersfromGeneralFundtoProp.Hfund.PropHwillcontinuetosupportninepositionsonaTruck(threeEngineersandsixFirefighters).

107,638 -

Eliminatetwovacantpositions(onemanagement)toremovenegativesavingsamountsinputinprioryearsbudgetsinlieuofspecificreductions.

- (2.00civilian)

Reducebudgetedexpendituresforadvertising,officeequipment,printing,andcontractualservices. (8,912) -

EliminateaSpecialProjectsOfficerposition(management). (34,344) (0.25)



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FINANCIAL MANAGEMENT ImpactonDeficit PositionsDebtservicescorrectionforannualCarnivalCruisesadministrativefeetoreflectnegotiatedcontract

change.

$45,000 -

EliminateaCustomerServicesSupervisorIIpositionandanAccountingClerkposition.Existingstaffwilltakeonadditionalduties.

(155,888) (2.00)

Reducebudgetedexpendituresformaterials,supplies,andcontractualservices,andadjustrevenues.

(111,029) -

ConsolidatedebtaccountingwithinthedebtmanagementfunctiontomoreefficientlymanagetheCitysdebtportfolio,aligningthefunctionwiththecostofservicedelivery.

(101,000) -

TransferaportionofanAccountingOfficerandAccountantIIcoststotheGeneralServicesFundtoaccuratelyreflecttheworkload.

(125,208) (1.00)

ShiftanAdministrativeAnalystIIIpositiontoCommercialServicesadministrationtobetterreflectworkduties.TheadministrativeportionoftheBureauscostsareallocatedoutthroughtheCommercialServicesMOU.

(117,714) -

TransfercostsassociatedwithanAccountantIIIpositiontotheWaterFund,RefuseFund,andGasandOilaspartoftherequiredsupportfortheCustomerInformationSystem(CIS)project.ThepositionwilldirectchargetheCISprojectfortimespentsupportingtheproject.

(56,323)

-

ConvertavacantBusinessLicenseInspectorIpositionintonon-careerhoursintheBusinessLicensingDivision.

(45,603) (1.00)

Eliminatetwovacantpositionstoremovenegativesavingsamountsinputinprioryearsbudgetsinlieuofspecificreductions.

- (2.00)

HEALTH & HUMAN SERVICES ImpactonDeficit PositionsEliminateofoneofthreeJailNursepositions,reducingcoverageduringperiodsofleastactivity. $(100,501) (1.00)

EliminatetheGeneralFundrevenuetransferforHazardousWasteandWaterTestingProgramandtransferthecosttotheHealthFund.TheHealthDepartmentisaggressivelyworkingtominimize

costsforhazardouswastecleanupforspillswherenoresponsiblepartymaybeidentifiedandworksregularlywithFireinspectionandtheCityAttorneysOfficetoensurefullcostrecovery.Also,thevoluntarybaywater-testingprogramwasputintoplaceseveralyearsagoontherequestoftheMarineBureauandstaffnolongerrecommendsthistesting.

(203,529) -

ReduceGeneralFundrevenuetransfertotheHealthFundforadministrativecosts,suchassupplies,temporarystaff,andfacilitymaintenance. (5,914) -

HUMAN RESOURCES ImpactonDeficit PositionsEliminatetheManagerofEconomicDevelopmentposition(management),aSecretaryposition,andrelatedmarketingservicesasaresultoftheFY11GovernmentReforminitiative.

$(40,491) (0.30)

LIBRARY SERVICES ImpactonDeficit PositionsReducethreeNeighborhoodLibraries(Alamitos,Bach,andBrewitt)to"ReadingRoom"libraries.Librarieschosenhaveotherfull-servicelibrariesinthesameCouncilDistrict(Main,ElDorado,andLosAltos).TheseReadingRoomlibrarieswilloffercheck-outofmaterialsandcomputeruse,butofferlimitedlibraryprograms,reducedlibrarianassistance,andprovidenofee-basedrentalsorfine/feepayments.Thisnewservicedeliveryapproachisanalternativetoclosinglibrariesorreducingdaysofoperation.

$(703,727) (8.95)

ConverttwoMaintenanceAssistantIIpositionsintooneGeneralMaintenanceAssistantposition. (55,850) (1.00)

Reducematerialsbudget,whichresultsinfewernewmaterialsavailableforresidentstoborrow. (58,000) -

FY12-GeneralFund



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LIBRARY SERVICES (CONT.) ImpactonDeficit PositionsReducesupplies,services,staffing,andInternalSupportbudgetsforMainLibraryandCentral

Services.MainLibrarywillbeunabletoreplaceequipmentandfurniture.Withincreaseduseoftechnologyandemail,postageexpensehasbeensignificantlyreduced.YouthServiceswillbelimitedinitsabilitytopurchaseitemsforlibraryprogramsandsupplies.ReducestaffingattheCitySourceinformationdeskintheLobbyofCityHall,whichisstaffedsolelybyLibraryServices.

$(35,438) (0.08)

MAYOR & CITY COUNCIL ImpactonDeficit PositionsReducebudgetedexpendituresforpersonnel,suppliesandadministrativecosts. $(310,685) TBD

PARKS, RECREATIONAND MARINE ImpactonDeficit PositionsReducematerialsandsuppliesbudgetsforAfterschoolProgramatallparks,andforTeenProgramsatregionalparks(McBride,Chavez,Houghton,andSilverado).

$(71,841) -

MoveaportionofaClerkTypistandLandscapeMaintenanceMonitorbudgetedintheTransportationFund,fundedbyPropAintoGeneralFund.

26,341 0.40

ReducecustodialservicefrequenciestoallParksfacilitiesdependingonfacilityuse.Certainfacilitieswillnothavethetrashremoved,bathroomsandfloorscleanedasoften.

(50,000) -

EliminateafterschoolsupervisionandprogrammingatElDoradoWestTeenProgramandutilizethebuildingforcontractclassesforyouth.

(32,563) (0.94)

EliminatefundingforVolunteerProgram.InternsfromLBUSDwillbeusedinstead. (39,076) (0.58)

EliminatestaffingforDayCampatKingPark,whichhasnotbeenheldforovertwoyearsandeliminatetherevenueassociatedwiththisprogram.

(31,313) (1.90)

EliminateaRecreationSupervisorposition,anAdministrativeAnalystIIposition,andaClerkTypistIIpositionprovidingclericalsupportinCommunityRecreationServicesBureau.

(263,754) (3.00)

RenegotiateleasecontractfortheRecreation,Maintenance,andDevelopmentBureausScotsman

trailersusedforofficespace.(56,794) -

ReducestaffchargestoGeneralFundbyincreasingtheamountrecoveredbytheprojectbudgetsintheCapitalProjectsFund.

(59,992) (0.40)

Reducebudgetedexpendituresformaterials,supplies,andcontractualservices.Bureauswillfindefficienciesinday-to-dayoperations.

(93,498) -

ReducematerialsandsuppliesavailableforseniorrecreationalprogrammingattheLongBeachSeniorCenteron4thStreetandthesatelliteseniorcenters.

(30,000) -

Reduceavailableresourcestoaddressparkroadwaypotholerepair,agingHVACsystemsandrepairscausedbytheincreasedvandalismofparkfacilitiesandequipment.

(46,021) -

ReducenumberofdaysandhoursofGymOperationsfromfivedaystothreedaysaweek;Monday,WednesdayandSaturdaytofourhoursperday.

(57,458) (2.06)

ReducestaffingfortheAdaptiveRecreationprogramthroughefficiencies.TheremainingCommunity

ServicesSupervisorandpart-timestaffwillassumetheadditionalduties.(57,048) (0.96)

RestructuretheReservation/RegistrationofficeforstaffingefficiencybyeliminatingaClerkIIIposition,SystemsAnalystpositionandnon-careerhoursofaRecreationLeaderIIandaddinganon-careerRecreationLeaderVII.

(79,045) 0.25

Reducetheschoolpoolfundingthroughstaffingefficiencies,whilecontinuingtoprovidesummerprogrammingatMillikanandJordanHighSchoolsandatWillJ.Reid.

(50,125) (1.60)

Eliminateafterschoolprogrammingfrom3-6pm,and14weeksofsummer,winter,andspringFunDaysatHeartwellPark.Thefacilitywillbeusedforcontractclassesandexpandedyouth,adult,andseniorenrichmentprograms.Eliminatesnon-careerhoursandsupplies.

(39,579) (1.09)

ReducebudgetedexpendituresforPublicWorksengineeringandsurveyservices. (5,319) -

FY12-GeneralFund



11/27

11

PARKS, RECREATIONAND MARINE ImpactonDeficit PositionsReducebudgetedexpendituresforas-neededgroundslandscapemaintenancerepairsandservices.

ThiswillfurtherlimittheDepartmentsabilitytoaddressturf,tree,andirrigationissues.

$(37,488)-

IncreaseanimallicensingrevenueinAnimalCareServices.Weblicensingtechnologywillallowthedepartmenttoreachouttoresidentselectronically.

(17,000)-

Eliminateapproximatelyfourvacantpositions(onemanagement)toremovenegativesavingsamountsinputinprioryearsbudgetsinlieuofspecificreductions.

- (3.96)

POLICE ImpactonDeficit PositionsEliminatefourswornpositionsintheHomelandSecuritySection.TheadministrativefunctionwillbetransferredtothePatrolDivisionandtrainingfunctionre-assignedtoAcademy/TrainingDivision.

$(579,884) (4.00sworn)

ReduceCriticalIncidentManagementbytwoswornpositions.Responsibilitiesincludemanagementoflarge-scaleevents,whichwillbedecentralizedandre-assignedtotherespectivePatrolDivisionLieutenant.

(348,945) (2.00sworn)

Eliminateatotalof14PoliceOfficerpositionsfromthePatrolDivisions(North,South,East,West). (1,654,968) (14.00sworn)

DownsizeViceDayCrewbyoneswornpositionassignedtoprocessbusinessrelatedpermits.Caseloadwillberedistributedamongremaining13personnelinthesection.

(133,678) (1.00sworn)

EliminateAutoTheftDetailSergeantposition.SupervisoryresponsibilitieswillbetransferredtoanotherSergeantandcaseloadsdistributedtotheremainingfiveswornemployees.

(170,063) (1.00sworn)

DownsizetheGangEnforcementFieldTeambyonecivilianpositionandthreeswornpositions.SupervisorialresponsibilitywillbetransferredtoanotherSergeantwithinthedivisionandcaseloadsredistributedtotheremaining42Officers.

(517,924) (3.00sworn)(1.00civilian)

DownsizetheViolentCrimesDetailbytwoswornpositions.Caseloadswillbedistributedtotheremaining10swornpersonnelwithintheunit.

(271,867) (2.00sworn)

EliminatetheJuvenile-Car(J-Car)Unit,whichisnotfundedbytheLBUSDcontract.PatrolunitswillcoverJ-Carresponsibilitiesasneeded.EliminatesaSergeantpositionandtwoPoliceOfficer

positions.

(433,235) (3.00sworn)

EliminatetheCommunicationsCenterCoordinatorposition.Thefunctionwillbere-assignedtootherpersonnel.

(132,718) (1.00civilian)

EliminatetwoswornpositionsandanunfilledIntelligenceAnalystpositionintheOfficeofCounterTerrorism.AconsultantalreadyprovidesthefunctionofthisIntelligenceAnalystposition.

(290,412) (2.00sworn)(1.00civilian)

EliminatetwoSpecialServicesOfficerIIIpositions,oneintheCourtBailiffsSectionandoneintheDetentionTransportUnit.Stafffromotherunitwillbereassignedorbackfillthepostusingovertimeasneeded.

(155,504) (2.00civilian)

EliminatetwovacantAdministrativeAnalystIIpositionsintheOfficeoftheChiefofPoliceandinTrainingAdministration.Otherstaffintherespectivebureauanddivisionarealreadyperformingthefunction.

(201,002) (2.00civilian)

EliminateaClerkSupervisorpositionandthreeSpecialServicesOfficerIIIpositionsinthe

BackgroundInvestigationsSectionoftheTrainingDivision.Responsibilitieswillbebackfilledbyotherstaffonspecialdetailbasis.

(292,629) (4.00civilian)

EliminatesevenClerkTypistIIIpositions,aSeniorRecordsClerkposition,andaPoliceServicesSpecialistpositionfromvariousdivisions.Thedepartmentwillrestructuretomaximizeremainingresources.

(566,864) (9.00civilian)

EliminatethreeClerkSupervisorpositionsintheRecordsandInformationManagementDivision.Positionswerevacantandhadbeendefunded.

(74,297) (3.00civilian)

ReallocateaportionofaMotorOfficerpositionfromProp.HtotheGeneralFund. 65,375 0.52sworn

ReducePoliceFleetbudgetbyfivevehiclesasaresultofstaffingreductions. (87,500) -

ReduceJailmedicalservicescontractwithCommunityHospitalofLongBeach. (500,000) -

FY12-GeneralFund



12/27

12

PUBLIC WORKS ImpactonDeficit PositionsReducePublicServicevehicleexpensebyreturningalowboytrucktoFleettobesharedinapool,andreduceESBStreetSweepertowcostsbyutilizingthesharedlowboytruckinFleet.

$(36,991) -

Reducestreetsweeperpartscostsbyeffectivelyusingmorereadilyavailableaftermarketparts. (54,120) -

Converttoenvironmentallyfriendlyplastic-backedsweeperbroomsinsteadofmetal-backedbrooms. (52,690) -

EliminateoneStreetSweepingvehiclewithminimalimpacttooperationastherearesparevehicles.Thisisaleasedvehiclewithhighmaintenanceandfuelcosts.

(136,732) -

EliminateoneMotorSweeperOperatorposition(NightSweeperposition). (82,192) (1.00)

EliminateaRealEstateOfficerposition(management)fundedbyboththeGeneralFundandtheRedevelopmentFund.

(126,836) (0.85)

EliminateaStockandReceivingClerkposition,AssistantTrafficSignalTechnicianI,andaMaintenanceAssistantIIIposition.

(205,341) (3.00)

EliminateportionsoftwoCivilEngineeringAssociatepositions,twoEngineeringTechnicianIIpositions,andaSeniorCivilEngineerposition.

(219,411) (2.00)

TransferaportionofCityLightandPowerpaymentfromGeneralFundtoGasTaxFund. (674,000) -

EliminateanEnvironmentalSpecialistAssociate,materialsbudget,andexpensetransferallocationintheEngineeringBureauthatwasaddedinFY07tobechargedtoFleetbutneverfilled.

(12,971) (1.00)

ReclassifyDivisionEngineertoTrafficandTransportationAdministrator. 6,000 -

Eliminate8.25vacantpositionstoremovenegativesavingsamountsinputinprioryearsbudgetsinlieuofspecificreductions.

(0) (8.25)

Eliminate12vacantcivilianpositionstoremovenegativesavingsamountsinputinprioryearsbudgetsinlieuofspecificreductions.

- (12.00civilian)

Reducebudgetedexpenditureforovertimebyapproximately24%,whichmayresultindelaysinreport

taking,investigations,andthecompletionofcasework.(2,180,433) -

EliminatetwovacantClerkTypistIIIandfivevacantSpecialServicesOfficerIIIpositions.TheDepartmentwillrestructuretomaximizeremainingresource.

(501,033) (7.00civilian)

TransferanddowngradeaSystemSupportSpecialistIpositiontoaSystemTechIIpositioninTechnologyServices.PositionwillcontinuetoprovideservicestoPDandthusnoserviceimpacttothedepartment.ThischangeisconsistentwiththeGovernmentReforminitiativetoconsolidateoversightoftechnologyfunctions,

(14,721) (1.00civilian)

EliminateonePoliceInvestigatornon-careerpositionprovidingadministrativesupportintheSouthDivision.

(83,168) (1.00civilian)

Reducematerialsandsuppliesbudgetbyapproximately2%. (129,467) -

POLICE (CONT.) ImpactonDeficit PositionsExpirationofoff-siteleaseat11GoldenShore.Personnelwillbetransferredtoanotherexisting

facilitywithoutadditionalrentalcosts.

$(92,362) -

ConvertthreeCorporalpositions,whicharebeingphased-out,toPoliceOfficerpositions. (41,116) -

ConvertoneRefuseOperatorIIIpositionintoRefuseOperatorIINChours. (20,370) 0.20

EliminatetwoTymcosweepers,twoflatbedtrucks,andoneParkingControlvehicle. (112,699) -

FY12-GeneralFund



13/27

13

Proposed General Fund Reductions for FY 13In FY 13, departments will continue to take reductions to mitigate their growth and maintain theirproportionate share. The reduction amounts for the Policeand Fire Departments are largebecause theemployees represented by thePOA and the FFAwill be receivingpreviouslynegotiated salary increases.

Chart 11 summarizespotential FY13 reductionsfor eachdepartment. A descriptionofeach reduction isprovidedbelow.Theamountsshownareprojectionsandaresubjecttochange.



Police (6,857,506) TBD

Fire (3,940,271) (27.00)1

PublicWorks (865,534) (9.98)

Parks,Recreation&Marine (854,304) TBD

LibraryServices (444,839) TBD

Elected&Appointed (514,117) (1.62)2

AllOthers3 (503,102) (3.18)

TOTAL ($13,979,673) (41.78) 21. 27swornFTEs.


3. IncludesCityManager,CitywideActivities,DevelopmentServices,FinancialManagement,Health&HumanServices,andHumanResources.


CITY ATTORNEY ImpactonDeficit PositionsEliminatetwoLegalRecordsSpecialistpositionsportionsofwhicharebudgetedintheGeneralFundandassociatedexpenses.

$(53,805) (.72)

CITY AUDITOR ImpactonDeficit PositionsIncreasePERSpayback. $(14,010) -

CITY CLERK ImpactonDeficit PositionsEliminateaportionofaClerkSpecialistpositionintherecordcenter. $(85,439) (.90)

CITY MANAGER ImpactonDeficit PositionsReduceGeneralFundpersonalservicesallocationfortheCityManager,AssistantCityManager,andAssistanttotheCityManagerandreallocatetotheSpecialAdvertisingandPromotionFund.

$(30,882) (0.18)

CITY PROSECUTOR ImpactonDeficit PositionsReducebudgetedexpendituresforpersonnel,supplies,andadministrativecostsintheGeneralFund. $(120,232) TBD

CIVIL SERVICE ImpactonDeficit PositionsReducebudgetedexpendituresfortravel,recruitment,andtesting. $(45,465) -

Eliminateabilitytofillposition. (13,142) -


14/27

14

FY13-GeneralFund

DEVELOPMENT SERVICES ImpactonDeficit PositionsEliminateaportionofaCombinationBuildingInspectorpositionfromCodeEnforcement. $(61,849) (0.50)

FIRE ImpactonDeficit PositionsCloseanEngineCompany(three-personcompany).PersonneldisplacedfromtheclosedEngineCompanymaybere-assignedtootherstations.Dependingonthenumberofexistingvacanciesatthetimeofclosure,ifany,thismayresultinlayoffs.

$(1,618,536) (9.00sworn)

ReduceremainingsixEnginestothree-personstaffinglevels,eliminating18Firefighterpositionsandassociatedcall-backovertime.

(2,321,735) (18.00sworn)

FINANCIAL MANAGEMENT ImpactonDeficit PositionsDowngradeBuyerIIpositiontoaBuyerIlevelinthePurchasingDivision. $(10,067) -

EliminateanAdministrativeAnalystIIIpositionandBusinessLicenseInspectorI-NCpositions.

(171,449)

(1.50)

Outsourcemailopeningandpaymentprocessingofmailedinpayments.EstimatedcostsavingsareachievedwiththeeliminationofoneCustomerServiceRepresentativeIIposition($66,000)andtheeliminationofthemaintenancecontractsfortheremittanceprocessorsandmailopeningmachines($25,000).ThiswouldrequireanRFPandaProp.Lfinding.

(91,000) (1.00)

FurtherreduceadministrativecostsintheAccountingBureau. (115,436) -

HUMAN RESOURCES ImpactonDeficit PositionsReducebudgetedexpendituresforpersonnel,supplies,andadministrativecosts. $(4,630) -

HEALTH & HUMAN SERVICES ImpactonDeficit PositionsReduceGeneralFundrevenuetransfertotheHealthFundforadministrativecosts. $(13,380) -

ReduceHealthFacilitiesCentersbudgetedexpendituresformaterialsandsupplies. (4,409) -

LIBRARY SERVICES ImpactonDeficit PositionsAcombinationofbranchlibraryclosuresandtheconversionto"ReadingRoom"libraries. $(444,839) TBD

MAYOR & CITY COUNCIL ImpactonDeficit PositionsReducebudgetedexpendituresforpersonnel,supplies,andadministrativecosts. $(182,024) TBD

PARKS, RECREATION & MARINE ImpactonDeficit PositionsTheleasefortheoldNorthPALbuildingexpiresattheendofFY12.TherevenuegeneratedfrombusshelteradvertisingwasusedtoreducethesubsidyfromtheGeneralFundfortherent.InFY13,thisrevenuesourcewillnowbeusedtocontinueyouthrecreationserviceswithoutdisruption.

$(320,000) -

ReducesupportforRanchoLosAlamitosandRanchoLosCerritosby5%each. (50,000) -

Identifyefficienciesinadministrativefunctions,whichmayresultinreductionstostaffingandsupplies. (25,000) TBD

ReducestaffingtheGroundsMaintenanceDivision.Thiswilldecreasethenumberofstaffavailabletoprovidecontractmonitoringandotherrelatedduties.

(111,693) TBD

ReallocatechargesfromtheGeneralFundbyincreasingtheamountrecoveredbytheprojectbudgetsintheCapitalProjectsFund.

(70,000) -



15/27

15

FY13-GeneralFund

PARKS, RECREATION & MARINE (CONT.) ImpactonDeficit PositionsTheDepartmentwillcontinuetoexploreinnovativemodelsofservicedeliverytokeepparksgreenand

facilitiessafe.Theseincludethepossibilityofimplementingapassiveparkusemodel,formingstrategicpartnershipsforprogramming,andidentifyinginternalefficienciestocutcosts.

(204,611) TBD

Expansionofanimallicensefeesthroughtheimplementationofnewtechnologies. (73,000) -

POLICE ImpactonDeficit PositionsSavingstargetwillbeachievedthroughlayoffsofcivilians,orswornpersonnel,oracombinationthereof.Itisestimatedthatasmanyas44positionswouldbeeliminated.

$(6,764,757) TBD

Leaseexpirationat11GoldenShore.Personnelwillbetransferredtoexistingfacilities. (92,749) -

PUBLIC WORKS ImpactonDeficit PositionsEliminatetwoSeniorEquipmentOperatorpositions. $(189,422) (2.00)

EliminateaRealEstateTechnicianIIposition,aDevelopmentProjectManagerIIIposition,andaClerkTypistIIposition.

(225,837) (2.28)

EliminatetwoEngineeringTechnicianIpositionsintheConstructionServicesDivision. (156,162) (2.00)

EliminatetwoParkingControlvehicles. (17,600) -

EliminateaTrafficSignalTechnicianIposition,aTrafficEngineerAssociateIposition,anEquipmentOperatorIIIposition,andaMaintenanceAssistantIIposition.

(276,513) (3.70)


Proposed General Fund Reductions for FY 14InFY14,alldepartmentsareprojectedtohavecurtailedtheirgrowth,exceptPoliceandFire.Theemployees

represented by the POA and the FFAwill be receiving previouslynegotiated salary increases,which willrequireadditionalreductionswithinthesedepartmentsaretomaintaintheproportionateshareapproach.Chart 12 summarizes potential FY 14 reductions for each department. A description of eachreductionisprovidedbelow.Theamountsshownareprojectionsandaresubjecttochange.

FIRE ImpactonDeficit PositionsAdditionalclosureofanEngineCompanyandpartialstaffingreductionofanotherexistingapparatus.PersonneldisplacedfromtheclosedEngineCompanymaybere-assigned.Dependingonthenumberofexistingvacanciesatthetimeofclosure,ifany,thiswilllikelyresultinlayoffs.

$(2,271,822) (9.0sworn)

POLICE ImpactonDeficit PositionsSavingstargetwillbeachievedthroughlayoffsofcivilians,orswornpersonnel,oracombinationthereof.Itisestimatedthatasmanyas26positionsmaybeeliminated.

$(3,956,721) TBD



Police (3,956,721) TBD

Fire (2,271,822) (9.00)1

TOTAL (6,228,543) (9.00) 21. 9.0swornFTEs.



16/27

16

Proposed Fiscal Year 2012 Budget for Community ReviewProposed Changes To Other Funds for FY 12

While thisdocument has focused on theGeneral Fund, severalotherCity funds havebeen impactedbydeclining revenue sources, increasingcosts toprovideservices, theStatebudget crisis, andotherfactors.Chart 13 summarizestheFY12proposedchangesforeachfund.Adescriptionofeachchangeisprovidedbelow.ItshouldbenotedthatthereductionsidentifiedfortheRedevelopmentFunddonotincludethosethatwill be required if redevelopment ends. Rather, they are simply those that are necessary to keep theRedevelopmentFundbalancedbasedonpriorfinancialconditions.PleaseseePage24formoreinformationregardingthepotentialimpacts.

Chart 13FY 12 Changes to Other Funds

Funds AmountPositionsImpacted

Airport $(950,637) (1.25)

BusinessAssistance (63,792) (0.50)

CapitalProjects (173,826) (2.75)

CivicCenter (345,000) (0.51)

CommunityDevelopmentBlockGrants (183,916) (2.75)

CUPA (42,096) (0.40)

DevelopmentServices 695,556 (3.11)

EmployeeBenefits (158,437) (1.05)

Fleet (1,370,799) (1.00)

Gas (879,377) (31.70)

GasTaxStreetImprovement (349,085) -

GeneralGrants (34,843) (1.18)

GeneralServices(Technology) (1,074,349) (5.00)

Health (1,336,398) (17.07)

HousingDevelopment (204,472) (2.80)

Insurance 10,433) (0.28)

Marina (85,806) (0.56)

ParkImpactFees (54,908) (0.29)

PublicSafetyOilProd.Tax(Prop.H) (168,790) (0.52) 1

RainbowHarbor (25,000) -

Redevelopment (146,167) (3.75)

Refuse (449,218) -

SERRF (35,664) (0.50)

SpecialAdvertising&Promotion 132,070

0.59 TidelandsOperating 137,032 1.00

TidelandsOilRevenue (1,089,241) (10.75)

Towing (445,039) (4.00)

Transportation (58,937) (1.40)

TOTAL $(8,761,139) (91.53)

FY 12 TOTAL WITH GENERAL FUND $(29,025,715)1. 0.52swornFTE(transfertoGeneralFund)

(259.13)


17/27

17

AIRPORT FUND (AIRPORT) ImpactonDeficit PositionsEliminateaLeasingandDevelopmentOfficer(management)positionandaddneededpart-time

clericalsupportfortheAdministrationandFinanceBureau,Leasingdivision.

$(97,939) (0.25)

EliminateaPlumberposition. (91,920) (1.00)

Reduceenvironmentalconsulting,baggagebeltmaintenancecontractandmiscellaneouslineitemsinoperations.

(61,078) -

ReduceAdministrationBureauCostsforLotD,whichisbeingreplacedbythenewparkingstructureinFY12,andothermiscellaneouslineitemchangesinAdministrationBureau

(1,432,140) -

IncreasePublicAffairsBureaubudgetforpurchaseofanoisemonitor,theanticipatedspendingfornoiseconsultants,andothermiscellaneouslineitems.

104,680 -

IncreaseAirportparkinglotrevenueduetotheAirport'snewparkingstructure. (1,245,000) -

FY12debtservicefor2009Airportrevenuebonds. 155,450 -

FY12debtservicefor2010AirportRevenuebonds 1,717,310 -

BUSINESS ASSISTANCE FUND ImpactonDeficit PositionsEliminatetheManagerofEconomicDevelopmentposition(management)andaSecretarypositionasaresultoftheFY11GovernmentReforminitiative.(HumanResources)

$(63,792) (0.50)

CAPITAL PROJECTS FUND ImpactonDeficit PositionsRedirectstaffchargestotheCapitalProjectsFundtoeliminatethesubsidyforPlanning&DevelopmentBureaufromvariousfunds.(Parks,Recreation&Marine)

$195,196 1.25

EliminateaCapitalProjectsCoordinatorposition.(Parks,Recreation&Marine) (126,659) (1.00)

EliminateportionsoftwoCivilEngineeringAssociatepositions,twoEngineeringTechnicianII

positions,andaSeniorCivilEngineerposition.(PublicWorks)

(351,043) (3.00)

ReclassifyDivisionEngineertoTrafficandTransportationAdministratorintheTrafficDivision.(PublicWorks)

4,000 -

IncreasePublicAffairsBureaubudgetforpurchaseofanoisemonitor,theanticipatedspendingfornoiseconsultants,andothermiscellaneouslineitems.(Airport)

104,680 -

CIVIC CENTER FUND ImpactonDeficit PositionsRedistributeLibraryClerkpositionstoreduceInternalServicesFund.(LibraryServices) $(32,833) (0.51)

EliminatetheCivicCentermaintenanceasprovidedbyParks,Recreation&MarineandtransferresponsibilitiestoPublicWorks.(Parks,Recreation&Marine)

(102,167) -

TechnicalcleanuptomatchthePoliceDepartmentsCivicCenterSecuritybudgetreductionthattook

placeinFY11.(PublicWorks)

(210,000) -

COMMUNITY DEVELOPMENT BLOCK GRANTS ImpactonDeficit PositionsEliminateoneAccountantIIIpositionfromtheAdministrativeandFinancialServicesBureauasapartofdepartmentstreamliningefforts.Alongwiththesavingsrelatedtotheeliminatedposition,isthematchingoffsettingnegativeexpense.(DevelopmentServices)

- (0.28)

EliminatetheDirectorofCommunityDevelopmentpositionandanExecutiveAssistantposition(bothmanagement),aswellasanAccountingTechnicianpositionandaPayroll/PersonnelAssistantposition,aspartoftheFY11GovernmentReforminitiative.(DevelopmentServices)

$(14,852) (1.12)

EliminateaSpecialProjectsOfficerposition(management).(DevelopmentServices) (103,033) (0.75)

FY12-OtherFunds



18/27

18

COMMUNITY DEVELOPMENT BLOCK GRANTS (CONT.) ImpactonDeficit PositionsEliminatetheManagerofEconomicDevelopmentposition(management)andaSecretarypositionas

aresultoftheFY11GovernmentReforminitiative.(HumanResources)

$(153,100) (1.20)

ReallocateadministrativeoverheadintheDepartmentofHumanResourcestotheWorkforceDevelopmentBureau.(HumanResources)

87,069 0.60

CUPA FUND ImpactonDeficit PositionsRestructureEnvironmentalHealthprogramstobetterutilizeavailableresources.EliminatesaportionofaHazardousMaterialsSpecialistIposition.(Health&HumanServices)

$(42,096) (0.40)

DEVELOPMENT SERVICES FUND (DEVELOPMENT SERVICES) ImpactonDeficit PositionsEliminatethePlanningBureauManagerposition(management).TheDeputyDirectorwilloverseePlanningBureauoperations.ThisreductionimpactsseveralfundsandwasaresultoftheFY11

GovernmentReforminitiative.Alongwiththesavingsrelatedtotheeliminatedposition,isthematchingoffsettingtransferofthecosttootherfunds.

$(9,264) (0.91)

EliminateoneAccountantIIIpositionfromtheAdministrativeandFinancialServicesBureauandoneClerkTypistIIIpositionfromthePlanningBureau,asapartofdepartmentstreamliningefforts.AlongwiththesavingsrelatedtotheeliminatedAccountantIIIposition,isthematchingoffsettingnegativeexpense.

(61,872) (1.24)

EliminatetheDirectorofCommunityDevelopmentpositionandanExecutiveAssistantposition(bothmanagement),aswellasanAccountingTechnicianpositionandaPayroll/PersonnelAssistantposition.ToreflectinitialplanstokeepthesepositionsvacantinFY12,theloadedrateswereoffsetbyanegativeexpense.TheDepartmentisnowpermanentlyeliminatingthesepositionsalongwiththerelatedoffset.

- (0.96)

Reducebudgetedrevenuestoreflectupdatedrevenueprojections.Thisitemwillreducetherevenuebudgettoprovideanaccuraterevenueestimateforfundanalysis.

827,693 -

Reducebudgetedexpendituresformaterials,supplies,andcontractualservices. (61,001) -

EMPLOYEE BENEFITS FUND ImpactonDeficit PositionsReducebudgetedexpendituresformaterials,supplies,andcontractualservices.(FinancialManagement)

$(41,028) -

EliminateClerkTypistIIIpositionintheLeadership&OrganizationalDevelopmentBureau.(HumanResources)

(63,331) (1.00)

ReducethetechnicalservicesbudgettohirespecializedlaborconsultantsintheEmployeeBenefitsFund.(HumanResources)

(13,740) -


(40,426) (0.55)

Eliminatethediscretionary2%givenbytheCityAttorneypertheCityAttorneyAssociationMOU.(CityAttorney)

(4,748) -

Reducebudgetedexpendituresformaterials,supplies,andcontractualservices.(CityAttorney) (57,566) -

ReallocatecostsforLegalSecretarypositiontonon-GeneralFundresources.(CityAttorney) 62,402 0.50

FLEET FUND (PUBLIC WORKS) ImpactonDeficit PositionsReducecapitalinflationforreplacementcostsby5%forallvehicles,excludingleases(Thisisaone-timesolution).

$(507,584) -

ProperlyallocateFleetServicesBureauoverheadtoFleetandTowingFunds. 90,345 -

FY12-OtherFunds



19/27

19

FLEET FUND (CONT.) (PUBLIC WORKS) ImpactonDeficit PositionsProperlyallocateheliportsupervisioncoststoFleetFund. $27,507 -

MergeFleetMaintenanceandFleetAcquisitionsDivisionsbyconvertingtwomanagementpositions(SuperintendentofFleetMaintenanceandSuperintendentofAcquisitions)intoGeneralSuperintendent-FleetMaintenanceandAcquisitions.Also,upgradeanEquipmentMechanicIItoFleetServicesSupervisorItoassistwiththeincreasedworkloadfortheoneremainingmanager.

(72,587) (1.00)

Reduceutilitybudgetthroughtheuseofenergy-efficientapplications. (83,000) -

Reduceincentiveawards. (4,000) -

RestructuremaintenanceintervalsforPoliceDepartmentL-Cars(undercovercars). (58,208) -

EstablishflatratetimesforpreventivemaintenanceservicesforPoliceCrownVictorias. (42,275) -

ReducemaintenancecoststoPoliceDepartmentduetoreducedageofCrownVictoriafleet. (174,400) -

RemovepartofoverheadraterelatedtofleetfacilitycostsforMechanicsstationedatremotefacilities(fourPDsub-stations).

(109,653) -

RelocatemotorcyclemaintenanceshoptotheHeliport. (15,464) -

CleanupbudgetallocationforpersonnelexpensesforEnvironmentalSpecialistAssociatethatwasaddedtoGeneralFundinFY07tobechargedtoFleet;positionwasneverfilled.

(122,359) -

ProvidesmogandopacitytestsforWaterDepartmentvehicles;increasechargetoWaterDepartmentforfuelfacilityundergroundstoragetankinspection,oversightandrepairs;provideWelderservicestotheWaterDepartment;andprovidevehiclemaintenanceservicestotheHarborDepartment.

(27,121) -

Reducesmalltools,automotiverepairsbudgetandcosttorepairandmaintainfloorscrubbersatFleetServices.

(74,000) -

EstablishMOUwithParks,Recreation&MarineforoversightofAlamitosBayfuelstoragesiteoperatedbylessee.

(30,000) -

RecognizeannualpaymenttoFleetServicesforcoordinatingLongBeachCleanCitiesCoalitionactivities,collectingandreportingdataforannualsurvey.

(22,500) -

Reducemarinepartsbudgets. (140,500) -

EliminatestandbypayforFleetServicesSupervisorsinMaintenanceDivisionandcombineafter-hoursstandbydutyforboatandheavydutymechanics.

(5,000) -

GAS FUND (GAS & OIL) ImpactonDeficit PositionsEliminate10positionstomeetdepartmentreductiontarget.Positionsinclude:oneAdministrativeAnalystIII,oneCustomerServiceRepresentativeIII,oneGasConstructionWorkerI,twoGasConstructionWorkerII,twoGasFieldServicesRepresentativeII,oneEngineeringTechIII,oneSeniorCivilEngineer,andonePetroleumEngineer.

$(879,377) (10.00)

Eliminate21.70vacantpositionstoremovenegativesavingsamountsinputinprioryearsbudgetsinlieuofspecificreductions.

(0) (21.70)

GAS TAX STREET IMPROVEMENT FUND (PUBLIC WORKS) ImpactonDeficit PositionsCityLight&PowercontractwasinitiallybudgetedinCIPutilizingGasTax.ItwassubsequentlymovedtoGeneralFundoperatingbudget.DuetotheincreasingcostofthecontractitisbeingproposedtoutilizeGasTaxagainforaportionoftheannualpayment.

$674,000 -

IncreasebudgetedGasTaxrevenuetosupportFY12expense. (1,023,085) -

GENERAL GRANTS FUND ImpactonFund PositionsReducehomeworkhelperassistancewhichcoincideswiththeReadingRoomlibraryconversions. $(34,843) (1.18)

FY12-OtherFunds



20/27


21/27

21

INSURANCE FUND ImpactonDeficit PositionsIncreasethetrainingbudgetforworker'scompensationcoordination.(HumanResources) $2,000 -

IncreasegeneralinsurancechargesintheRiskManagementBureau.(HumanResources) 9,071 -


20,123 (0.05)

EliminateaClerkTypistIINCpositionintheEmployeeAssistanceProgram.(HumanResources) (25,639) (0.50)

Reallocateaportionofadministrativestafftonon-GeneralFundresources.(CityAttorney) 102,712 0.77

Eliminateonetakehomevehicle.(CityAttorney) (10,000) -

ReduceovertimefundingforInvestigatorposition.(CityAttorney) (17,508) -

EliminateLegalOfficeAssistantposition.(CityAttorney) (31,947) (0.50)

Eliminatethediscretionary2%givenbytheCityAttorneypertheMOU.(CityAttorney) (38,379) -

MARINA FUND ImpactonDeficit

Positions

ReducePlanning&DevelopmentBureaubudgetbyshiftingportionsofthreepositionstotheCapitalProjectsFund.(Parks,Recreation&Marine)

$(85,806) (0.56)

PARK IMPACT FEES FUND ImpactonDeficit PositionsRedirectstaffchargestotheCapitalProjectsFundtoeliminatethebudgetforPlanning&DevelopmentBureau.(Parks,Recreation&Marine)

$(54,908) (0.29)

POLICE & FIRE PUBLIC SAFETY OIL PRODUCTION TAX (PROP. H) ImpactonDeficit PositionsPropHStaffingRealignment.ShiftthreeFireCaptainsfromPropHfundtoGeneralFundandshiftthreeFireEngineersfromGeneralFundtoProp.Hfund.Prop.Hwillcontinuetosupportnine

positionsonaTruck(threeEngineersandsixFirefighters).(Fire)

$(103,415) -

ReallocateaportionofaMotorOfficerpositionfromPropHtotheGeneralFund.(Police) (65,375) (0.52)

RAINBOW HARBOR AREA FUND ImpactonFund PositionsReduceRainbowHarborwaterfrontmaintenanceexpenses.(Parks,Recreation&Marine) $(25,000) -

REDEVELOPMENT FUND Thereductionsbelowdonotincludethosethatwillberequiredifredevelopmentends,oriftheCityopsin.Rather,theyaresimplythosethatarenecessaryto keeptheRedevelopmentFundbalancedbasedon priorfinancialconditions. PleaseseePage24 formoreinformation.

ImpactonDeficit Positions

EliminateanAccountantIIIpositionfromtheAdministrativeandFinancialServicesBureauasapartofdepartmentstreamliningefforts.Alongwiththesavingsrelatedtotheeliminatedposition,isthematchingoffsettingnegativeexpense.(DevelopmentServices)

- (0.32)

EliminateaRealEstateOfficerpositionFund(management)fundedbyboththeGeneralFundandtheRedevelopment.(PublicWorks)

$(22,383) (0.15)

EliminatetheDirectorofCommunityDevelopmentandanExecutiveAssistantposition(managementpositions),aswellasanAccountingTechnicianpositionandaPayroll/PersonnelAssistantposition.ToreflectinitialplanstokeepthesepositionsvacantinFY12,theloadedrateswereoffsetbyanegativeexpense.TheDevelopmentServicesDepartmentisnowpermanentlyeliminatingthesepositionsalongwiththerelatedoffset.(DevelopmentServices)

- (1.28)

FY12-OtherFunds



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REDEVELOPMENT FUND (CONT.) ImpactonDeficit PositionsEliminateaClerkTypistIIIpositionandaSecretaryposition.(DevelopmentServices) $(123,784) (2.00)

REFUSE FUND (PUBLIC WORKS) ImpactonDeficit PositionsExtendthereplacementcycleforbinandcartreplacementandreducebudgetedexpenditures. $(99,218)

ReduceSERRFdisposalbudgetduetotheeconomicrecessionrefusevolumehasdecreasedsignificantly,resultinginreduceddisposalexpenses.

(350,000)

SERRF ImpactonDeficit PositionsEliminateaportionofanAccountingTechnicianposition.(Gas&Oil) $(35,664) (0.50)

SPECIAL ADVERTISING & PROMOTIONFUND Impacton

Deficit

Positions

RestoreaportionoftheSpecialAdvertisingandPromotionFund'spersonalservicesallocationreallocatedtotheGeneralFundinFY11forthepositionsofCityManager,AssistantCityManager,DeputyCityManager,andAssistanttotheCityManager.(CityManager)

$132,070 0.59

TIDELANDS OIL REVENUE FUND ImpactonDeficit PositionsEliminatethefollowingpositions:AccountingClerk,ClerkTypists,GeologistManagerFaultBlocks/Upland(management),OilFieldGauger,PetroleumEngineer,andSeniorPetroleumEngineeringAssociateI.(Gas&Oil)

$(1,089,241) (10.75)

TIDELANDS OPERATING FUND ImpactonDeficit PositionsAddaTidelandsCapitalProjectsCoordinatorpositionfornewTidelandsprojects. $137,032 1.00

TOWING FUND (PUBLIC WORKS) ImpactonFund PositionsProperlyreallocateHeliportsupervision. $(27,507)

EliminateafterhoursstandbypayforFleetServiceSupervisorsatTowing. (8,964)

Turnintwolow-usetowtrucks. (24,584)

ProperlyallocateFleetServicesbureauoverheadtoFleetandTowingFunds. (90,345)

Convertfromaweeklytobi-weeklyliensaleandchangestarttimeforLienSaletoreducepolicesecurityhours.

(29,828)

Utilityreductionthroughmoreenergy-efficientapplications,andturninCity-issueddevices.

(8,480)

ReduceheavydutytowingcontractexpensebyutilizinglowboytruckinFleet. (12,000)

EliminatethreeGeneralServicesAssistantIpositionsandoneClerkTypistIIIpositionduetoreducedtowvolume.

(243,331) (4.00)

TRANSPORTATION FUND (PUBLIC WORKS) ImpactonFund PositionsMoveaportionofaClerkTypistandLandscapeMaintenanceMonitorpositionsbudgetedintheTransportationsFund,fundedbyPropAintoGeneralFund.(Parks,Recreation&Marine)

$(5,283) (0.40)

EliminateMaintenanceAssistantIItooffsetsalary/fringebenefitgrowth.(PublicWorks) (53,654) (1.00)

FY12-OtherFunds



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CAPITAL PROJECTS FUND ImpactonDeficit PositionsEliminateaTrafficEngineerAssociateIposition.(PublicWorks) $(26,662) (0.30)

HEALTH FUND (HEALTH & HUMAN SERVICES) ImpactonDeficit PositionsReductioninGeneralFundrevenuetransfertotheHealthFundforadministrativecosts. 13,380

REDEVELOPMENT FUND ImpactonDeficit PositionsEliminateaRealEstateTechnicianIIposition.(DevelopmentServices) $(42,355) (0.50)

SPECIAL ADVERTISING & PROMOTION FUND ImpactonDeficit PositionsIncreasepersonalservicesallocationfortheCityManager,AssistantCityManager,andAssistanttotheCityManager.(CityManager)

$30,882 0.18

TRANSPORTATION FUND ImpactonDeficit PositionsEliminateaClerkTypistIIposition.(PublicWorks) $(11,268) (0.20)

Proposed Changes To Other Funds for FY 13Chart 14 summarizespotentialFY13reductionsforeachdepartment. Adescriptionofeachchangetoother(non-GeneralFund)fundsforFY13isprovidedbelow.Theamountsshownareprojectionsandaresubjecttochange.

Proposed Changes To Other Funds for FY 14TherearenochangesproposedforFY14atthistime.


Chart 14FY 13 Changes to Other Funds

Funds AmountPositionsImpacted

CapitalProjects $(26,662) (0.30)

Health 13,380

Redevelopment (42,355) (0.50)

SpecialAdvertising&Promotion 30,882 0.18

Transportation (11,268) (0.20)

TOTAL ($36,023) (0.82)


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Proposed Fiscal Year 2012 Budget for Community ReviewRedevelopmentAs part of the States 2012 Budget, the Governor and State Legislature approvedeliminating local redevelopment agencies,endingdecadesof incredibleprogress torevitalizeourneighborhoods.ThisisveryunfortunateasLongBeachswell-respected

RedevelopmentAgency (RDA) hasbeen largely responsible for the revitalization ofourdowntownintoafamily-friendlytouristdestination.TheRDAhasbreathednewlifeinto many of our most blighted communities by stimulating job creation andconstruction projects, building and rehabilitating housing for working families,enhancing community centers, parks, libraries, and public safety buildings, andloweringcrimebypurchasingandtearingdowncrimemagnets.

To protect Long Beachs redevelopment commitments, earlier this year, the CityCouncilandtheRDAenactedandrestatedagreementsforservicesbetweentheCityof Long Beach and the RDA to encumber current and future redevelopment taxincrement proceeds through FY21. RDA landwas also transferred to the City toprotectLongBeachfromtherequisitefiresaleofallredevelopmentpropertyundertheStatesBudget.ItremainstobeseeniftheCitysactionswillservetoprotectLongBeachfromtheStatesactionstoendredevelopment.

The State budget bill relies on $1.7 billion either by ending redevelopment, orrequiringcitiestopayenormoussumsofmoneyinanapparentviolationoftheStateConstitution as recently amended by Proposition 22 in November 2010. In LongBeach'scase,thepaymenttocontinueredevelopmentwouldbe$34millioninthefirstyear,andinexcessof$8millioneachandeveryyearthereafter.Thiswouldcomeontheheelsofpaymentsof$6millionbytheAgencylastyearand$29milliontheyearbefore.EveniftheRDAcouldsomehowaffordthispayment,redevelopmentasweknowitwouldbeforeverchanged.

The impacts of the State Budget will take time to discern. The CaliforniaRedevelopmentAssociation (CRA) and the LeagueofCaliforniaCitieshave filedalawsuit seeking to stop the elimination of redevelopment and forced payment. Ascurrentlywritten,agencieswill end onOctober1,2011andaState-appointedpanelwouldlikelyassumetheroleoftheSuccessorAgency,anentitydesignedtowinddown the agency and generate income for the local taxing entities. The City willcontinuetoanalyzewhether,undertheseconditions,makingtherequiredpaymentisadvisableandaffordable.

Theproposeddissolution of the RedevelopmentAgencymaysubstantially increasetheGeneralFunddeficitforFY12.Althoughthefinalfinancialimpactisstillbeingevaluated,theestimatedGeneralFundreductioncouldbeinexcessof$6million.KeyservicesthathavepreviouslybeensupportedbyRDA,whichwillnowrequireGeneralFund dollars, include graffiti abatement, neighborhood code enforcement,

reimbursement for City Place debt service, Open Space Bond debt service, andoverheadandsupportservices.Wewillbecommunicatingwithouremployeesaswelearnmore, but theremay be significant impacts to our employees throughout theorganizationasaresultofthevote.


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Government Reform Initiatives

TheprimaryfocusofthereformsproposedforFY12istoimproveefficiency,enhancecustomerservice,andwherepossibleprovidecostsavings.Whilenotallchangeswillprovidedirectcostsavings,manywillresultincostavoidanceandallowfuturedollarstobespentmuchmoreefficiently.Theproposedreformsare:

Consolidate Residential and Commercial Plan Check and Inspection Services: The current City projectapproval and inspection processes are fragmented, costly, and cumbersome. This consternates ourresidentsandbusinesspartnersandnegativelyimpactstheCitysabilitytoattractandmaintainresidentialandcommercial development. Itis proposed that residentialand commercialconstructionplancheckandinspection services (i.e., building, health, fire), as well as code enforcement, be placed under themanagement of a single bureau to exact greater consistency, accountability, and coordination in theseprocesses. This will also reduce the cost of permitting and the redundancy and inconsistency occurringduringthepermitting and inspection processes. Furthermore,asmuchaspossible, inspectors shouldbecross-trainedtoenablethemtoinspectandapproveawiderarrayofprojectattributes.Evaluate the Consolidation of Infrastructure Project Development and Management Under One Department:Large-scale infrastructure projects are currently being developed and managed by Public Works,

Development Services (RDA), andParks, Recreation and Marine. Oftentimes, multiple departments areinvolvedinaproject,whichcausesthelinesofresponsibilityandaccountabilitytobeblurred.Thiscanleadtoproject delaysandmiscommunication. In lightof the downsizing of theCityorganizationover the pastdecade, itmaybeprudent to consolidate infrastructure project development andmanagementunder onedepartment.Therefore,itisproposedthatareviewbeundertakentodeterminethepotentialforconsolidationand/ortoidentifyimprovementstocurrentpractices.Consolidate All Parking Operations: SeveralCity departments, includingPublicWorks,Parks,RecreationandMarine,andtheAirport,currentlymanageparkingoperations.Itisproposedthatallparkingoperationsbe consolidated under one office/authority to ensure consistency in policy, to take advantage of newtechnologyandbestpractices,andtooptimizerevenues.Consolidate Fire and Police Dispatch and Call Centers: TheconsolidationofFireandPoliceDispatchandCallCentershasbeenthesubjectofdiscussionformanyyears.Itistimetomoveforward.Recognizingthatthere are technological and organizational complexities associated with a consolidation, a task forcecomprised of the Deputy City Attorney and Police and Fire personnel will be asked to recommend anorganizational structure that is both effective and efficient, and to develop an implementation plan withshort- and long-term benchmarks. One of the short-term benchmarks will be to provide cross trainingbetweenFireandPoliceDispatchUnitstofamiliarizethemwiththeobjectivesoftheircounterpart.Duringcriticalevents,thiscombinedworkforcecanunitetoresolvepeakcallvolumeandresourceorderingrequests.Identify Efficiencies in Civil Service and Human Resources Operations: AlthoughtheNovember2010ballotmeasuretoconsolidatetheHumanResourcesandCivilServicewasnotsuccessful,therearestillefficienciestobefoundinCivilServiceandHumanResourcesoperations.Theseefficienciesmayinclude:(1)improvingsystemsandprocessesrelatedtohiringandrecordkeeping;(2)integratingtechnologyfortrackingapplicants

andemployees;(3)eliminatingduplication,increasingefficiencyandreducingoperatingcostsbyutilizingstaffappropriately; and (4) creating a unified mission, vision, values and processes for guiding all personnelpracticesintheCity.ItisproposedthatHumanResourcesstaffworkwithCivilServicestaffandtheCivilServiceCommissiontoidentifyandimplementefficienciesasappropriate.Transfer Animal Care Services to Parks, Recreation & Marine:Currently,theParks,Recreation,andMarineDepartment (PRM) partners with the Animal Care Services Bureau (ACS) on a number of operational,programmatic,andsafetyissues.GiventheincreasingdirectionoftheAnimalCareServicesBureautowardahumaneorganizationthatpromotesresponsiblepetownership,recreation,andtrainingprograms,itseemsprudenttostreamlinetheservicesbyconsolidatingtheBureauunderthedirectionofPRM.EventhecurrentlocationofthePRMAdministrationandACSinElDoradoParklendsitselftocollaboration.Additionally,thefollowingbenefitsaresuggested: (1)streamlinedplanningandpromotionalprocessfordeliveryoflowcost



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pet clinics, humaneeducation,andadoptionevents inPRMcommunitycenters; (2)expandedrecreationalopportunities for pets and owners through further activation ofparks, trails, and exercise areas; (3) bettercoordination ofdesign, financing, construction, programming,and lawenforcement ofdogparks citywide;(4)betterenforcementofcommonanimal-relatedviolationsinparks;andcoordinationbetweenparkssafetyand animal control officers; and (5) expanded relationships between Wildlife Watch programs in

neighborhoods,parks,Tidelands,andElDoradoNatureCenter. Evaluate the Human Resources Administrative Model: InthesmallerCityManagerdepartments,itmaybepossible to adopt a more centralized and standardized model for human resources administration. Inparticular, itmaybe possible for thesedepartments to share a HumanResourcesOfficer (AdministrativeOfficerinsomedepartments).Notonlywouldthisprovidecostsavingstobothdepartments,itwouldensurethatCitypoliciesandprocedures(e.g.,investigations,discipline,performance,sickleaveusage)arebeingaddressedinaconsistentandefficientmanner.Consolidate Temporary Worker (Including Non-Careers) Hiring Program Through Workforce Development:Itisproposedthatalldepartmentrequestsfortemporaryemployees,includingCitynon-careers,behandledthrougha temporaryemployment agencywithin thePacificGatewayWorkforceInvestmentNetwork. Thisprogramcanbeintegratedwithexistinggrant-relatedworkforcedevelopmenteffortsandprovideanarrayof

temporaryworkforceoptions(e.g.,temporaryclerks,accountants,administrative,maintenance,custodialorspecial project internships). Pacific Gateway's expertise lies in the ability to connect residents of theworkforce to opportunities with regional business through outreach, pre-screening and vetting of trainedworkers;skillsupgradingofthoseout-of-work;andmatchingtospecificationsofemployers.Thiswouldalsoserve tokeepbetter tabsonnon-careerhours,sotheydonotexceed1,000hours (requiringenrollment inPERS) or 1,600 hours total. This local hire approachalready undertaken by PacificGateway has greatpotentialtobeusedinconjunctionwiththeCity'stemporaryhiringneeds.Coordinatedmanagementofthesefunctionswillincreasecustomerserviceandstreamlinethehiringprocessforinternaldepartments,includingpre-screeningforinternaldepartments.Thiswillalsoprovideaone-stopshopforhighschool,college,andLong Beach residents seeking work. Cost savings are estimated at approximately 25 percent of currentexpendituresfortemporaryworkerscitywide.Savingscouldbehigherifgrantmoneyissecuredforrelatedworkforcedevelopmentstrategiesthatoffsetadministrativecosts. Evaluate the Potential to Privatize Employee Assistance Services:AsthesizeoftheCityworkforceshrinks,itisnecessary tomake adjustments to thoseadministrativeoperations that have traditionally supported theworkforce.OnesuchoperationistheEmployeeAssistanceProgram(EAP),whichprovidescounselingandreferralservicesforemployeesandtheirfamilies.Thereareanumberofpotentialbenefitstocontractingwithanoutside pool ofprofessionalsfor EmployeeAssistance. These include: (1) access toa largerpool ofhighlyspecializedprofessionalsasneeded;(2)payingonlyfortheservicesneededorused;and(3)increasedconfidentialityandcomfortoftheemployeesutilizingtheseservices.Accordingly,itisproposedthattheseservicesbeevaluatedforprivatization.Transition of Rancho Los Cerritos to a Non-Profit/Foundation: LongBeachisfortunatetohavetwohistoricranchosthataretreasuredassets.Anon-profitfoundationhassuccessfullymanagedRanchoLosAlamitosformanyyears,andthereisinterestonthepartoftheCityandtheRanchoLosCerritosFoundationtocreate

asimilaroperationalstructureforRanchoLosCerritos.Tothatend,CitystaffwillworkwiththeFoundationtoformalizeaplan for the transferofoperationalandmaintenance responsibility. Ultimately, the CitywouldprovideasetannualcontractamounttotheFoundationasitdoestotheRanchoLosAlamitosFoundation.Work with Water Department to Convert Public Areas to Drought Tolerant Landscaping and/or to ImproveIrrigation: Overthepastyear,theWaterDepartmenthasassistedtheCitytoreduceitswaterusagethroughfundingpilotlandscapingprojects.ThisproposalwouldrequestaformalWaterDepartmentcommitmenttoreducewaterusageinourCitybyestablishinganongoingfundtoreducewaterusethroughimprovementstoirrigationinfrastructure,replacementofwaterintensivelandscaping,andotherideastosavewater.TheCitywould benefit through lower water bills, and the Water Department and the public would benefit fromincreasedwaterconservation.



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TheCityofLongBeach fullyendorsesand supports the concept ofequalbusiness and employment opportunities for all individuals, regardless ofrace,color,age,sex,religion,nationalorigin,disabilityorsexualorientation.ThispublicationisavailableinanalternateformatbyrequesttotheBudgetandPerformanceManagementBureauavailableat(562)570-6425.

www.longbeach.gov/

2012 budget book

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