financial strategic plan.
[LBReport.com note: The financial strategic plan is a balance sheet style document setting forth management's strategy numerically. Because it is central to the report, we've posted it separately on its own page (on the hyperlinks in these paragraphs) for quick download. However, it is also included in our download link to the report without attachments (276 kB) as well as the full City Hall document download (12 MB).]
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5.1.1 General Administrative and Management
Reductions in management and administrative staffing throughout the organization
make up a significant portion of overall cost reductions in the proposed Plan. These
reductions equal approximately 13.2 percent of the overall plan solutions, totaling $11.3
million in reduced expenditures. Management staffing would be reduced by close to 25
percent, or approximately 48 positions in General and related fund programs over the
next three years, with an estimated $5.3 million in savings. Reorganization and
consolidation of department responsibilities will be required to achieve this significant
reduction in staffing, single focus management positions will have to be collapsed with
other managerial responsibilities. Some examples include consolidation of
administrative oversight with marketing and customer relations’ responsibilities, and
combining accounting oversight with budgeting functions.
Administrative support staff would also be dramatically reduced during this period,
requiring an increasing workload for remaining staff. In some cases, work previously
performed will have to be deferred. It is anticipated that reductions in this area will
result in increased response times to requests for information and special studies. Ad
hoc analyses currently performed on a routine basis will have to be delayed if not a high
priority, or deferred altogether. In addition, memberships in professional organizations,
attendance at conferences and administrative supply budgets will be significantly
reduced. Increasing the use of technology will be explored to help offset the impact of
the proposed administrative reductions including use of the internet and automated
phone systems for conducting City business. Organizational consolidation and
elimination of overlapping responsibilities will also play a critical role in reducing staffing levels.
5.1.2 Employee Compensation, Benefits and Work Practices
The most significant spending reductions proposed are in employee compensation and
benefits, reflecting input received through the community survey. These cost reductions
apply to management as well as non-management staff. Reduced costs in this area
make up 27.2 percent of the overall planned budget curtailment and total $23.4 million
over the three-year period. The proposed reductions in this category total
approximately 10 percent of current General Fund salary, wage and benefit costs.
It is also recommended that the City implement a new non-safety employee retirement
plan where lower retirement benefits will be provided to new employees. Though the
community survey related a general desire to rescind recent retirement enhancements
granted to employees, State law prohibits the City from unilaterally reducing the pension
benefits of existing employees. A new retirement plan tier is not expected to generate
savings of consequence for the next three years, but it will save the City money later
this decade.
Staff has previously discussed, in public session, that the primary cause of the City
having to make payments to CalPERS again (approximately $36 million beginning in FY
05) are the unprecedented investment losses experienced by CalPERS. The recently
approved benefit increases for public safety and miscellaneous employees contributed
to the cost, but investment losses by CalPERS is the primary reason that the City will
soon no longer be superfunded. Long Beach is not alone in this predicament. Cities
and other government agencies throughout California have been notified by CalPERS
that their payments will be increasing dramatically; in many cities, those cost increases
are immediate.
Staff from the Department of Financial Management has scheduled meetings between a
coalition of public agencies, chaired by the City of Long Beach, and CalPERS to
determine if there are options available to minimize, reduce or defer these unexpected
CalPERS costs for all cities. The City may wish to pursue legislative remedies should
these discussions with CalPERS be unsuccessful.
Further, the safety employee (Police, Fire and Lifeguards) pension plan offered by the
City is now common to many municipalities in the State. A reduction to their pension
benefits would put the City at a competitive disadvantage with other agencies in
attracting and retaining public safety personnel, and therefore is not advisable at this
time.
Since reducing pension benefits is not an immediate option, and introducing lower costs
benefit tiers will not provide the immediate relief needed, the only viable option is for
employees to support a much larger share of their pension and health benefits and, or,
take wage reductions, cut backs in skill pays and reduced overtime. Reductions in this
area are subject to negotiation with labor unions; therefore, the exact composition of the
reductions cannot be specified at this time. Information from the outside compensation
and staffing survey, which should be completed by April 2003, should play a key role in
future labor negotiations. As previously communicated, there will also be no across-the-board
management compensation increases this fiscal year.
The City and its employees have contributed to the pension plan in varying amounts
over the years. Pension fund contributions are generally categorized into an employer
and an employee share. Current City union agreements require the City to pay the
employer share of the pension contributions, as well as the full employee share for
public safety employees (9 percent of salary) and 7 of the 8 percent employee share for
all other employees. Employees paid the employee share of the pension contributions
until 1980, at which time the responsibility began to shift due to MOU negotiations to the
City. Refer to Attachment 6 for a brief historical summary of the pension plan.
Employee compensation and benefit cost reductions will likely impact the City’s ability to
retain and attract employees in the future. Implementing these reductions will require a
close working relationship with labor unions and employee representatives. The City’s
employees share responsibility for the solutions needed to preserve core service functions within the City. The financial plan contains many changes that will bring about
dramatic impacts for City provided services. Should the proposed reductions in
compensation and benefits not be implemented to the extent needed, further reductions
in services, widespread job losses, including sworn staffing levels, will be unavoidable.
...[Other cost savings/reduction areas specified in text]
5.1.17 New Fees and Taxes
As is evidenced by the level to which cuts are being proposed, cost reductions are the
primary means suggested to solve the budget deficit. Increases to fees and taxes were
sought at the point in the BEP where it became clear that additional cuts to programs
and services would be excessively severe. This category includes fees or taxes not
currently being collected by the City. New fees generally require City Council approval,
while new taxes require voter approval.
In many of the options identified, revenue increases are designed to bring a fee or tax to
levels comparable to surrounding cities and/or to recoup the actual cost of the service
provided. No new fees or taxes are proposed to take effect in FY 03.
The following options, among others, are being evaluated for possible implementation
beginning in FY 04:
- Applying Business License Tax to businesses currently considered exempt
- Charging for certain preferential parking permits
- Applying a tax on natural gas produced by oil operators
- Establishing a private collection agency contract to recover lost towing revenue
- Charging an "After Hours Release Fee" for towed cars
- Levy a port container tax
- Assess a library tax dedicated to support the Library System
- Establish entertainment venue admission tax
The exact nature of these increases will be determined in the months that follow, as the
City Council receives community input and deliberates on the Plan...
...
5.1.18 Existing Fees or Taxes
Again, the BEP was not predicated on raising taxes or fees. Nonetheless, a number of
existing City fees and taxes were evaluated by staff for possible increase should the
City Council approve. Increases to either would require City Council approval, while tax
increases also require voter approval. In many of these options, proposed increases
will seek to bring the fee or tax up to a comparable market level with surrounding cities,
or to recoup the actual cost of the service provided.
The following options, among others, are being evaluated for possible implementation
beginning in FY 04:
- Civic Center parking rate increase
- Street sweeping parking violation rate increase
- Increase select other parking violation rates
- Business License Tax discount – sunset in December 2002
- Increase returned check fees to recoup costs
- Increase gas service re-connection fee to recoup costs
- Increase gas service establishment fee to recoup costs
- Utility late fee increase
- Oil production tax increase
- Increase number of adult sport teams and fees
- Business License Permit/Investigation fee increase
- Animal control fees increase
- Recreation swim fee increases
- Certain health clinic fee increases
- Towed vehicle storage fee increase
A combination of increases to existing fees and taxes mentioned above are considered
feasible for FY 04 and are included in the Plan at approximately $5.8 million, or 6.7
percent of the structural deficit.
Increases to existing fees and taxes are not contemplated for FY 05 or FY 06.
5.1.19 One-Time Revenues/Transfers
One-time revenues are those that are not expected to be received on a recurring basis.
An example would be the $5 million received from Southern California Edison several
years ago as part of the renegotiated franchise agreement. Transfers come from other
City funds, primarily Internal Service and Enterprise funds, may be one-time or may be
counted on for several years. In the current fiscal environment, new transfers from
other funds are being considered only due to the severity of the General Fund’s budget
situation. Before affecting a transfer, the fiscal condition of the fund making the transfer
must be taken into account. The result of transferring from other funds is that
equipment and capital replacement in these funds will be deferred, and it affects the
ability of these funds to respond to unanticipated needs.
The following new or incremental one-time revenues and fund transfers are being
considered:
- Transfer from General Services Fund
- Transfer from Employee Benefits Fund
- Airport Fund repayment to the General Fund
- Transfer from Insurance Fund
- Sale of City Hall East
A combination of the above is estimated to contribute $2.6 million in FY 04, $3.9 million
in FY 05 and $3.9 million in FY 06. These one-time transactions do not reduce the
structural deficit but provide a more desirable option to severe budget reductions
partially bridging the gap while the City restructures its budget.
The City Council designated $35 million Emergency Reserve was not used as a funding
source in this proposed plan. ...