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NeighborhoodCouncilBudgetAdvocatesarecommittedtoworkwith
theMayorandCityCouncilmembersinordertomakeLosAngeles
AWORLDCLASSCITY
MayorEricGarcettihascalledforthisyearsbudgettobeorganizedaroundfiveoverarching
outcomes:
MakeLosAngelesthebestrunbigcityinAmerica
PromotegoodjobsforAngelenosallacrossLosAngeles
Createamorelivableandsustainablecity
Ensureourcommunitiesarethesafestinthenation
Partnerwithresidentsandcivicgroupstobuildagreatercity
Toadvancetheseoutcomes,BudgetAdvocatesmetwithkeyplayersfromthirtyDepartments
andBureausaswellasCouncilMembersortheirkeystaffofthefifteenCouncilDistrictsto
learntheirconcerns,anddistilledfivekeyactionitemsthatwillhelpadvancetheMayors
objectives,includingrebuildingtheconfidenceofresidentsandbusinessesintheirelected
officialsandensuringtheprosperityandsustainabilityofourcity.
Theseareto:
RedefineourCitysbudgetprocesses,practicesandphilosophyinordertolayouta
cleardirectionformakingforwardlookingdecisions,includingresolvingtheretirement
plansandotherstructuraldeficits,andchangethewaytheCitypreparesbudgetsto
focusonplanningforeconomicdownturns,inadditiontoreadjustingtothepresent
economiccircumstances
Create21stcenturyinformationmanagementsystemsdedicatedtoprovidingintegrated
andefficientsupporttostakeholdersandfacilitationinterdepartmentalcommunication
RebuildandimproveLosAngelesinfrastructuretostandardsthatexceedthebestinthe
worldtotakecareofourcitizensandattractnewbusinesses
StreamlinetheCityshiringprocessestoproactivelyanticipatefutureneeds,including
potentialreplacementofthe25%ofemployeesnoweligibleforretirementaswellas
attractinganddevelopingasustainableworkforce
Implementacitywidecollectionssystemtorealizeuncollectedrevenue,developmore
incomesourcestooffsetstructuraldeficits,andcreatethepermanentpositionof
InspectorGeneral
BudgetProcesses,Practices,andPhilosophy
The2020CommissionReportpointedoutthatLosAngelesistreadingwaterwhiletherestof
theworldmovesforward,andthattheCityneedstoadapttothe21stcentury.
TheCitymustmakebetteruseofthegreatresourceithascreatedintheNeighborhoodCouncil
systemwhichnotonlyempowersthepublicatalocalleveltohavedemocraticinputintoall
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BudgetAdvocatesWhitePaperontheLosAngelesCityBudget
levelsoftheCitygovernmentbutalsoprovidestheCitywithadepthofexperienceand
resourcesunrivaledinmostbigcities.
Inrecentyearsthestructuraldeficit,increasingretirementplanobligations,theimpedimentof
afailinginfrastructureandthelackofresourcesandpersonneltoimplementlongterm
planninghasledtouncertaintyduringthefiscalyearinregardstoongoinglabornegotiations,
servicedeliveryandlongertermplanning.Inadditiontotherealcostsassociatedwith
unsettledfinances,thiscloudofuncertaintyhashamperedproductivity,impairedemployee
morale,andlimitedoperationalvision.
TheMayor,CityCouncil,andallDepartmentsmustembraceacoherentandconsistent
philosophythatwillreversetheseproblemsandbuildLosAngelesintoacityforthe21st
century.
TheBudgetAdvocatesrecommend:
TheCitydeterminewhatisfeasibleunderitscurrentfinancialstructureandwhatmust
bechangedtosetLosAngelesonabettercourseforthefuture
Allbudgets,presentandfuture,containprovisionstomaintaineveryinfrastructure
elementtoensurethatthelivabilityandsafetyofourCityismaximized,andtojustify
futureinvestmentsininfrastructure
TheCityestablisharealisticplanforensuringthedeliveryofretirementbenefitstopast,
current,andfutureemployeesandintegratethisplanintoallbudgets
AllDepartmentscommittoaPerformance/ZeroBasedBudgetingapproachandusing
thencurrentdataandincorporatingmultiyearobligations,budgetonlyforresults,
startingeachyearatzerowitheachDepartmentacceptingaccountabilityfortheirshare
ofannualandlongtermcosts
TheCityimplementarealistic,balanced,fiveyearbudgetand30yearplan,bothtobe
updatedyearlyandapprovedtogetherwiththeannualbudget,withthemultiyear
amortizedcostsintegratedwiththoseofdaytodayoperationssofutureshortfallswill
beidentifiedandaddressedthoughtfullyandtransparentlylongbeforetheycanimpact
daytodayoperations
TheCityreconfirmitscommitmenttotheNeighborhoodCouncilsystemand:1)approve
theDepartmentofNeighborhoodEmpowerment'sproposedexemptpositionsand
immediatelyfillallvacanciessoastoadequatelysupportthecouncils;2)restoreannual
Councilbudgetstopreviouslevelsandallowingapercentageoffundstorolloverfor
continuity;and3)fundtheonlinevotingfornextyearsNeighborhoodCouncilelections,
whichcouldalsobeatestrunforholdingcityelectionsonline
TheCityimmediatelyestablishashorttermindependentcitizenscommitteepursuant
totherecommendationsofthe2020CommissiontoaddresstheCitysoverwhelming
andincreasingpensionandhealthcareobligationsandtoevaluatesolutionswhichwill
containthatexpense,takecareoftheCityspast,present,andfutureworkersandalso
besustainableinourpresentandfutureeconomicenvironment
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InformationTechnologyUpgradesandInterdepartmentalCommunication
TheneedforadramaticallyimprovedInformationTechnology(IT)systemwasanearuniversal
concerninourinvestigationsintotheCitysbudget.Severalthemeswithinthebroadercontext
ofanimprovedITsystemarose,including:1)AlackofcoordinationofITservicesacrossCity
Departments;2)AnagingITworkforce;3)Anunreliableinternalnetwork;and4)Aconsistent
lackoflongterminvestmentsinourITinfrastructure.
TheBudgetAdvocatesrecommend:
Asingleindividual(orteam)beempoweredtocoordinatetheITeffortswithintheCity
toavoidredundanciesanddecreaseinefficienciesacrossDepartments,including
workingcloselywithdepartmentalITstafftointegrateCityneedsseamlesslywiththe
ongoinguseofproprietarysystemsandfullytestingeveryaddedcomponenttoensure
thateachiscompatiblewithallexistingsystemsbeforethenewinfrastructureis
allowedtogoactive
Theintroductionofnewtechnologiesbecomplementedwithacomprehensiveplanto
trainandexpandITemployeestoprovideimprovedandexpandedservices
TheCityhirethenextgenerationofITworkersbasedontheirhavingrelevant
experience,withskillsetscompatibletothenewsystems,andpaycompetitivesalaries
TheCityestablishastrongITinfrastructurebackbonethatisscalable,andmodernize
theCitysdatacenteroperationsthroughpublicandprivatecloudoptions
TheappropriateagentundertakealongtermcostbenefitanalysisforallmajorIT
projectsbeforeenteringintoanyagreementthatmightultimatelycosttheCitymore
moneythanitwouldsave
SignificantinvestmentintheCitysITinfrastructurehasthepotentialtosavemillionsofdollars
inthelongrunprovided,however,theneedsandconcernsofallDepartmentsandtheoutside
agenciesthatwouldbeaffectedbysuchlargescaleprojectsareadequatelyaddressed.
Furthermore,theCityshouldrequireeachDepartmenttoreviewthelongtermcostsandvalue
oftheseprojectsandbudgetaccordingly.
OurITinfrastructurecannotcontinuetobesupplementedwithonlymodestchanges.Tobe
abletohandletheITneedsofaworldclasscity,ourITinfrastructureneedstomakeaquantum
leapinITserviceanddelivery.Thisentailsinvestinginthehighquality21stcentury
technologiesthatwillenabletheCitytoachieveitspotential.
InfrastructureModernization
Facingtheconsequencesofthesignificantinfrastructureproblemsthathavedevelopedover
manydecadesofdeferredmaintenance,theCitymustassesswhatneedstobedoneandlay
outaplan,firsttofixwhatisbrokenandthentoestablishaprogramofnewconstructionwith
ongoingmaintenanceandupgrades,tomakeourCityattractivetoinvestors,hospitabletoits
residents,andsustainableintothenextcentury.
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BudgetAdvocatesWhitePaperontheLosAngelesCityBudget
TheBudgetAdvocatesfocusedontheinfrastructurethatispaidforfromtheGeneralFund.This
includesstreetsandsidewalks,curbsandcorneraccessramps,streetlights,parksandthe
urbanforest,thefleetofagingvehicles,buildingsandfacilities(includingitsinternalworkings
suchasplumbing,electrical,cablefiber,andHVACsystems),andITmanagementinformation
andcommunicationsystems.
TheCitydoesnothaveacentralizeddatabasethattrackstheconditionofitsinfrastructure.
MostDepartmentsdonothaveaninfrastructureplan.
TheCitydoesnothaveanaccurateestimateofthecosttorepairandmaintainits
infrastructure.
TheCityscurrentdeferredmaintenancebudgetisestimatedtobeintherangeof$10billion
andtheCityhasbeenreluctanttoconductacomprehensivesurveyofitsinfrastructure
becauseoftheexpenseofasurvey.Yetthisvitalexpensewouldbejustasmallpercentageof
theoverallcost.Therealcostisnottheexpenseofthesurvey,butintheerosionofthepublics
confidenceintheCityforthelackofcomprehensiveinfrastructuremaintenance.
TheCitycannolongerignoreitsfailinginfrastructure.Therateoffailurewillaccelerateover
time,resultingindisproportionatelyhighercosts.
Withoutrepairs,thedeterioratinginfrastructurewillmakeitharderfortheCitytoattract
businessesandmaintainitsstatusasatouristdestination,anditseconomywillsuffer.
TheCitymustregainthetrustofaskepticalpopulacewhichbelievesthattheirtaxdollarshave
beendivertedtopayforincreasedsalaries,pensions,andbenefitsforCityemployees.Thiswill
requirereformoftheCitysfinances.
TheBudgetAdvocatesrecommend:
TheCityAdministrativeOfficerdeterminethestatusofalloftheCitysinfrastructure,
DepartmentbyDepartment,andtherelateddeferredmaintenancecosts
TheCitydevelopadetailedoperationalandstaffingplantorepairandmaintainallofits
infrastructure,DepartmentbyDepartmenttoensurethatourstreets,sidewalks,and
therestoftheCitysinfrastructurewillbemaintainedingoodconditionforthenext100
years
TheCitydevelopacomprehensivefinancingplanwhich,toearnthetrustofthevoters,
shouldestablishanindependentoversightcommitteeconsistingofqualifiedindividuals
whohavetheappropriatebackground,training,andadequateresourcestomonitorthe
repairandmaintenanceoftheCitysinfrastructure
Intheeventthefinancingplanrequirestheapprovalofthevoters,theCitymustplace
ontheballotameasurethatcomprehensivelyaddressestheCitysfinancialconstraints
byincludingrequirementsthattheCitybalanceitsbudgetandfunditsretirementplans
alongwiththerepairandmaintenanceofitsinfrastructure
TheCityshouldseektopassbondsnowwheninterestratesarelowandthecostsof
improvements,includingmaterialsandlabor,arelessexpensivethantheywillbeinthefuture.
Thiswouldcreatewellpayingjobsformanyofourstakeholders,encouragepeopleand
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businessestoremain,andattractnewinvestmentandbusinessopportunitiesfromoutsidethe
City.
Weneedtoestablishandenforceperformancebenchmarksandaccountabilitytoensurethat
theCitydoesnotneedtogobacktotheresidentstoaddtothesebondsduetoinefficiencies.It
isessentialtheCitydevelopssolidandsustainablewaystoincreaseincomegeneration
consistentwithpopulationgrowthandstakeholderdemands.
PersonnelandHiring
TheDepartmentofPersonnel,likemostotherdepartments,suffersfrombeingunderfunded
andunderstaffedintheaftermathofthe2008recession.Aconcernofmanydepartmentsisthe
needtoretaininstitutionalmemorybyhiringqualifiedstaffnowtobetrainedbefore
experiencedpersonnelretire.ThePersonnelDepartmentfacesanumberofregulationsthat
hindertheemploymentofsuitablecandidates,donotallowtheflexibilitytoadapttoarapidly
changingworld,anddonotallowtheCitytohirepersonnelforwhichfundinghasalreadybeen
approved.
TheCityneedswaystoattractengagedandinnovativestaffforallDepartments,retainingthem
withexcitingchallenges,appropriatetrainingandemployeerecognitionprogramstoincrease
morale.
Duetodisproportionatecutsdatingbacktothe2008economiccrisis,thecurrent
budgetaryrequestfromthePersonnelDepartmentbarelyservestoallowthe
Departmenttomeetcurrentmandatesand,asjobclassificationschange,their
obligationsintheshorttermincrease,leavingthemlesslikelytoeffectivelycatchup,let
aloneincorporatetrainingandanticipatefutureneeds.
TheBudgetAdvocatesrecommend:
TheCityincludeinitsupcomingbudgetupto$5milliontoengageoutsidecontractors
asnecessarytoprocesstheentirebacklogoftestingandhiringofapplicantswithin
twelvemonthsincludingbringingalljobdescriptionsuptodate
AllemergencyappointmentsbeextendedbyuptooneyearoruntileveryDepartments
backlogiscleared
TheCityfundgeneralmetricanalystsplusclericalsupportforthePersonnelDepartment
toproactivelyplanforthenext5yearsofstaffing,including,butnotlimitedto,the
projected25%to40%retirementofcurrentstaff
TheCityauthorizethedevelopmentandlongtermfundingofanautomatedpayroll
systemwithHRmodulestoconsolidateandmodernizeCitypayrollforallDepartments
andtheCouncil
TheCityfundandtheDepartmentofPersonnelimplement:1)Expandedinhouseand
newhiretraining;2)Crosstrainingtoensureflexiblestaffingduringeconomic
fluctuationsaswellasprovideadditionalshorttermsupportforDepartments
experiencingunexpectedstaffingdemands;3)Anapprenticeshipprogramin
conjunctionwithcollegesandvocationalschoolssopeoplecanlearnskillsonthejob
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BudgetAdvocatesWhitePaperontheLosAngelesCityBudget
andbepromoted;4)Increasedsummerandfirstjobyouthemploymentprogramswith
existingfederalandstategrants;and5)Astreamlinedhiringprocess,proactively
anticipatingdepartmentalrequirementsandavoidingdelaystofillpositionsonatimely
basis
PartoftheCityscurrentproblemsstemfrominsufficientstaffingduetothe2008economic
downturncoupledwithaprojectedrateofretirementwhichcouldreach40%overthenextfive
years.AmajorconcernofmanyDepartmentsistoretaininstitutionalmemorybybringingon
qualifiedhirestobetrainedbeforetheexitofthosewiththemostexperience.
TheCityshouldtakeaggressivestepstoimprovemoraleofitsemployeeswhoprovidethe
serviceswhichmaketheCityfunctionandarethefaceoftheCitytoresidents,businesspeople,
andvisitors.
Historically,municipalemploymenthasprovidedenhancedjob,health,andretirementsecurity,
buttheCitynowneedstoworkwiththeunionstoensureworkersrightsandinterestsare
protectedwhileallowingtheflexibilityfortheCitytoprovideefficientandeconomicalservices
toitsstakeholders.
Ongoingevaluationofstaffingandcompensationisneededtoaccommodatethechanging
natureofemploymentinthe21stcentury,allowingforincreasedjobmobility,bothwithinand
betweentheCityandprivateenterprise,soemployeesmayevolveandgrowastheCitydoes.
RevenueandtheFunctionoftheInspectorGeneral
AsInspectorGeneral,FernandoCamposhasbeguntobringordertothecollectionsprocessfor
theCity.Whenhestarted,hewasfacedwithfortyDepartmentsandthirtythreebillingsystems
workinginisolation.Nowthirteenareintegrated,billingcollectionshavebeenexpeditedand
consolidatedandheisworkingtoconcurrentlyincreasetransparencyacrosstheboardand
phaseintheremainingDepartments.
Hehasidentified$75millionincollectiblesfromrebilling,grantsanddisasterassistance
including$30millionstillowedfromtheNorthridgeearthquakealone.Of550
recommendationsmadesofar,manybytheBudgetAdvocates,45%havebeenimplemented
and30%areinprocess.
TheBudgetAdvocatesrecommend:
TheCitymakethepositionofInspectorGeneralpermanent
TheCityfundtheInspectorGeneralssuggestionswhenthereturnwillexceedthecost
including:1)CentralizationofallCitycollections;2)Directassessmentandsystemic
codeenforcementofcostsandfeesbeintegratedandexpanded;3)Animproved
collectionofparkingfees,specificallyfromgaragesandrentalcarcompaniesbe
developedandimplemented;and4)$300thousandbeallocatedforhisDepartmentto
pursuethe$3millionowedbythetop25%ofscofflaws
TheCityencouragetheDWPtoreplicatetheInspectorGeneralmodeliftheircollection
effortscontinuetobeineffective
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TheappropriatedepartmentsevaluatewhatisdrivinglawsuitsagainsttheCityand
accelerateregulationstolimittheCitysexposureinregardstoinfrastructureand
environmentalhazards,vehicleliability,policemisconductandpersonnelcases
TheCityexpandDeputyMayorRickColesmandatetoincentivizethedevelopmentof
newincomesourcesandrewardinnovationbyencouragingmorecitizenparticipation
Theeconomyhasandwillalwaysebbandflow.TheCityneedstoplanfortheinevitable
economicdownturns.EveryDepartmentshouldimmediatelydeveloprealisticplanstobe
updatedregularlyincludinghowtocontrolcostsandincomeduringsuchperiods,andtheCity
shouldadjustitsreservesaccordingly.
AWorldClassCity
LosAngelesneedstouseCaliforniasreputationforleadingedgeenvironmentallegislationas
wellasourCityswelldeservedreputationforinnovationandproductivitytoattractnew
green,hightechandcreativeenterprisesinadditiontoproblemsolvingthinktanksand
boutiquebusinessesacrossthejobspectrum.Withourcurrentdrought,theCityshouldreach
outforcompaniesofferingwaystomitigatetheimpactofglobalwarmingandimprovethe
Citysresilienceacrosstheboard.LosAngelescouldbecomethenewepicenterforinnovative
applicationofgreenenergyandsustainablesolutionsandaleaderforgovernmentaction
acrossthecountry.
WeneedtolinkcauseandeffectforeachDepartmentandworkbackfromtheeffectdesiredto
theactionsthatwillachievewhatsneededbasedonworkload,deliveryofservices,cost
benefitanalysisandtheeffortinvolved.
AllofthismustbeaddressedateverylevelofCityservicesanditmustbedoneasaCity
workingtogether,notasindividualDepartments,withthefollowingquestionsinmind:
HowtoassesswheretheCitystands?
Whataretherealcostsifintangibles,qualityoflife,training,infrastructureupgrades,
educationandroadimpactareincluded?
HowcantheCityholddevelopmentandbusinessesaccountablefortheiractionswhen
theybreakregulations,dodgetaxesandabuseincentiveprograms?
Whattaxationsystemscouldbeimplementedthataretrulyfairandprogressive?
Howcanincreasingworkerswagestoallowthemtostayintheirneighborhoodsbe
usedtoincreaseCityincome?
Whatotherresourcesexist?Andhowdowemeasuresuccess?
Inconjunctionwiththeforegoing,andespeciallywithregardstoefficiencyandtransparencyfor
bothcostcuttingandincomegeneration,theCityneedstoestablishapanelofAngelenosto
provideaviewfromoutsideCityHallandtoactonbehalfofstakeholderstoprovide
parameters,monitorcomplianceandtrackimprovementsyeartoyearandhelpmakeLos
AngelestheWorldClassCityoftheMayorsvision.
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Respectfullysubmitted,
The20142015BudgetAdvocates
JayHandal,WestLosAngeles,CoPresident
TerrenceGomes,SouthRobertson,CoPresident
DanielleLafayette,EmpowermentCongressWest,CoVicePresident
LindaLee,OlympicPark,CoVicePresident
HowardM.Katchen,ShermanOaks,Treasurer
LizAmsden,HistoricHighlandPark,Secretary
ErickMorales,MidCity,AssistantSecretary
GlennBailey,NorthridgeEast,Parliamentarian
ElvinaBeck,CentralHollywood,WebMaster
DarleneAtkins,Voicesof90037
ScottBytof,DowntownLosAngeles
NelsonCastillo,WestlakeSouth
KrysteeClark,SunlandTujunga
KevinDavis,FoothillTrailsDistrict
VeradelPozo,BoyleHeights
MackyFortu,RampartVillage
PunamGohel,NorthHillsWest
HarveyGoldberg,Tarzana
SharronHaynes,Watts
JeannetteHopp,VanNuys
JackHumphreville,GreaterWilshire
JoanJacobs,HarborGatewayNorth
JonLiberman,SouthRobertson
BrandonPender,StudioCity
MargaretPeters,EmpowermentCongressSouthwest
SusanReimers,ElysianValleyRiverside
BarbaraRinguette,SilverLake
MarcRuelas,Arleta
ErikSanjurjo,HollywoodUnited
KenSchwartz,Tarzana
BrettShears,EmpowermentCongressNorth
KrisnaVelasco,GrenadaHillsSouth
JoanneYvanekGarb,WestHills
plusnonBudgetAdvocateparticipants
SteveQuat,StudioCity
DanielWiseman,M.D
GeorgeWolfberg,PacificPalisades
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