Loading...
HomeMy WebLinkAboutFin Preliminary Budget FY2012-13CIT,- oF�..��j 4 b e Agenda Item No: Meeting Date: June 4, 2012 SAN RAFAEL CITY COUNCIL AGENDA REPORT Department: Finance Prepared by: Mark Moses, Interim Finance Director City Manager Approval:- f .- 6a tq SUBJECT: REVIEW OF THE PRELIMINARY CITY GENERAL FUND BUDGET FOR FISCAL YEAR 2012-2013 I" 10V_U__ 1XV41 1 'si -1 1- i► ll STAFF TO RETURN WITH PROPOSED BUDGET BACKGROUND: The purpose of this report is to provide the City Council and community with an update on the City's general fiend fiscal status and progress toward a balanced budget for fiscal year 2012- 2013. The City Council conducted a budget workshop on April 2, 2012, which covered a three-year general fund projection, and a first look at the fiscal year 2012-2013 budget. Subsequently, at the April 16 and May 14 study sessions, the City Council discussed key budget policies. City Council expressed a strong interest in fully funding the retiree medical obligations without resorting to the use of reserves, and discouraged the use of borrowed funds to balance the budget A number of potential programs that could be reduced or eliminated to preserve resources were also discussed. Following the Governor's May revise for the State of California's 2012-2013 budget, hundreds of agencies at all levels continue to struggle with structural deficits and unfunded liabilities. At this point, the State has not suggested specific actions to address its several billion dollar ongoing deficit that would affect City revenues or expenditures. Notwithstanding the recent State legislative action to terminate redevelopment agencies and to eliminate the vehicle license fee previously allocated locally, staff remains concerned about the potential for actions that would further divert or reduce revenues, or that would shift costs locally. In the meantime, the City has taken positive steps to manage those issues that are in its direct control. On May 7, 2011 the City Council unanimously passed a pension reform resolution. The resolution included policy direction that emphasizes fiscal control of pension and other post - employment benefits, and prudent and sustainable mechanisms for properly funding these benefits. 'This resolution also endorsed and extended many of the proactive benefit cost- containment steps that the City has taken over the past several years. In addition, employee FOR CITY CLERK ONLY File No.: Council Meeting:..` 1 Disposition: SAN RAFAEL CITY COUNCIL AGENDA REPORT / Pa2e: 2 bargaining groups made significant concessions to assist the City with the control of labor costs, most recently for fiscal years 2011-2012 and 2012-2013. These combined efforts have mitigated what likely would have been an even greater erosion of service levels, as the organization moves towards fiscal stability and sustainability. This report will cover the following: 1. Update of the City's projected financial condition for fiscal year 2011-2012; 2. Preliminary fiscal year 2012-2013 budget for General Fund, including budget -balancing recommendations. ANALYSIS: UPDATED PROJECTIONS FOR FISCAL YEAR 2011-2012 The projections for the remainder of the current fiscal year are important for two reasons: (1) additional revenues and unspent planned expenditures can be used to provide current funding for current period expenses, thus preserving reserves and other one-time resources and; (2) to the extent major revenues come in higher or lower than the projected levels, the revenue projections for the subsequent year may be affected. Because these projections are the basis for the appropriation of expenditures, it is important that they be monitored closely. This update will focus on those fiscal year 2011-2012 revenues whose changes since the mid- year review have a significant impact on the fiscal year 2012-2013 budget preparation. General Fund Revenues Adopted Budget as Projected Budget revised at Changes FY2011-12 Mid -Year 52,984,800 53,474,404 1,040,000 Current projection for FY2011-12 54,514,404 While property tax and business tax have remained flat, the following revenues have a combined impact of increasing the expected revenues by approximately 1.9%, or $1 million for fiscal year 2011-2012: Development & Project Review - $364K Although design review, plan check and project review fees are not up significantly over the previous year, they are performing much stronger than anticipated earlier in the year. Sales Tax & Measure S - S133K Sales Tax and 'Measure S Transaction User Tax are up approximately 4%' over the previous year. These projections were updated after staffs meeting with the City's sales tax consultant in late April. Fines & Forfeitures - S151 Although these revenues are not expected to exceed those in the previous fiscal year. vehicle fines are stronger than previously projected. based on an updated revietiv of this activity. SAN RAFAEL CITY COUNCIL AGENDA REPORT / Pne: 3 Transit Occupancy Tax - $140K Stronger occupancy and recovering room rates are contributing to a 12% increase in this revenue over the previous fiscal year. Permits & Licenses - $97K Building and inspection -related permits and use permits are up 6% over the previous year. These projections were updated after reviewing activity through mid-May. Franchise Tax - S86K This category includes franchise taxes for garbage, cable and utilities. The earlier projections provided for 1% growth, based on earlier trends. After reviewing actual activity to date, the expected growth has been increased to 3.7%. Other Revenues - $47K Positive performance in other revenues, primarily damage reimbursements, account for this projected increase. These additional resources are expected to be sufficient to avoid the use of the retiree health reserve account to fund retiree premiums for fiscal year 2011-2012. For the past several years, the City has withdrawn $1 million annually from this account to partially fund retiree health premiums. In addition, the use of proceeds from the Pension Obligation Bonds will not be required for fiscal year 2011-2012. ASSUMPTIONS FOR FISCAL YEAR 2012-2013 GENERAL FUND BUDGET DEVELOPMENT Although, in fiscal year 2012-2013, general fund revenues are projected to grow by $1.1 million, or 2%, expenditures are projected to grow by $2.3 million, or 4% over the previous year. Without resorting to the use of borrowed funds or reserves, the initial, projected deficit for fiscal year 2012-2013 is $1,062,000. Projected Preliminary Change from Change FY 2011-12 FY 2012-2013 previous from year previous Year Revenues 54,514.404 55,611,000 $1,096,596 2.0% i Transfers in 1,526,692 1,378,000 (148,692) Total Resources 556,041,096 $56,989,000 5947,908 1.7% Expenditures 54.260.497 56.532,000 2.271,503 4.2% Transfers out 1.769.750 1.519.000 ' (250.750) Total Uses 556,030,247 S58,051,000 52,020,753 3.6% Net Operating 510,849 (51,062,000) SAN RAFAEL CITY COUNCIL AGENDA REPORT / Paee: 4 Kev Revenue Factors Sales tax and the transaction users tax (Measure "S") account for nearly all of the $1.1 million increase in revenues. Sales tax is projected to increase by approximately $840,000, or 5%, from $16.13 million to $16.97 million. Transaction UseTax is projected to increase by approximately $250,000, or 4%, from $6.20 million to $6.45 million. All other revenues, including business tax, franchise tax, charges for services and permit fees are expected to be flat or experience very modest increases. One exception is property tax, which is expected to decrease by approximately 0.5%, or $69,000. Kev Expenditure Factors Increases in pension contributions and retiree medical funding account for approximately $1.7 million, or 74%, of the $2.3 million increase in expenditures. The other 26% is split fairly equally between personnel and non -personnel related expenditures. Other Factors The General Fund has some financial exposure to the activities of the Successor Agency, which supplanted the former Redevelopment Agency as of February 1, 2012. In addition to absorbing approximately $428,000 of expenses to continue important economic development activities, the general fund could be adversely affected by decisions of the Successor Agency Board and/or the Department of Finance with respect to allocations of property tax increment to cover the administrative and other costs associated with the liquidation of assets and management of the wind down of the Successor Agency. At this point, staff is optimistic that any such financial impact will not be significant, and the City is doing what it can to minimize this exposure. Although the initial projections for fiscal year 2012-2013 result in an operating deficit, the financial strength of the City is much better than in previous years, as demonstrated by the following accomplishments: 1. For the first time in over a decade, the general fund budget does not rely on accessing the retiree health reserve account to help fund retiree medical premiums. 2. Notwithstanding an eight percent increase in required pension contributions, no additional one-time funds or proceeds from the pension obligation bond are proposed. 3. The City is fully funding the actuarially required contribution for retiree medical benefits at the le- el determined in the most recent actuarial report presented to and accepted by the City Council on May 21, 2012. While this progress is significant, several capital. operational and service delivery issues remain. The budget continues to rely on the following. unsustainable withholding of resources that need to be addressed over the next two to five years: 1. Capital and maintenance budgets have been deferred for several N ears. Thispractice has severely limited funding for facility maintenance. repairs and replacement. City -owned SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 5 buildings and city -operated public facilities, parks and open space risk severe reduction in their respective values, safety and utility if they are not properly maintained. 2. The ongoing erosion of staffing levels has reduced the City's organizational capacity. Dozens of positions have been eliminated over the past several years, requiring their necessary responsibilities to be absorbed by other staff. While some of this re -alignment was readily accommodated, not all of it has been free from complications. Currently, there is very little capacity to proactively manage emerging issues, or to ensure smooth and consistent continuity of services. Similarly, although the reduced workweek from 37.5 to 36 hours for the non -safety personnel has conserved general fund resources, it has come at a price, in the form of exacerbating the service delivery and organizational capacity related -challenges caused by the earlier staff reductions. BUDGET BALANCING RECOMMENDATIONS: General Fund Budget Deficit Projected Gap @ 6/4/2012 $ (1,062,000) One-time Recommendations 380,000 On-going Reduction Recommendations 665,000 On-going revenue Recommendations 50,000 Remaining (Deficit)/Surplus $ 33,000 The City Council held three budget study sessions in 2012 leading up to this June 4th meeting. On April 2, staff presented a multi-year fiscal projection to put the fiscal year 2012-2013 budget in perspective. In addition, the City Council individually identified service priorities, ranking from "Highest" to "Lesser" and the Councilmember tallies on these services are shown on Attachment A. At the May 14, 2012 study session, City Council directed staff to bring a preliminary budget to the City Council on June 4th for Council consideration. The Council desired to see a budget that would address two issues related to funding pension benefits, and other post employment benefits (OPEB): 1. Eliminate the annual draw- down of the retiree health reserve account that has been used for several years as an additional funding source for retiree medical premiums. For the past six years, this amount has averaged $1 million. This action preserves resources that directly reduce the City's unfunded retiree health OPER liabilities. 2. Discontinue use of Pension Obligation Bond proceeds to balance the General Fund budget. These bonds were issued in mid -2010 to soften the blow of increased pension costs while the economy was in decline. In fiscal year 2010-2011, approximately $1 million was used to balance the budget. For fiscal year 2011-2012. S1 million of the bond proceeds was allocated to supplement other resources to balance the budget. At mid -year, this amount was reduced to $200.000. based on revised general fund operating projections, however, staff does not anticipate that any of these funds will be needed. SAN RAFAEL CITY COUNCIL AGENDA REPORT / Pa2e: 6 In the prior budget reviews, the City anticipated the need for $1.4 million from these two sources, in order to balance the budget for fiscal year 2012-2013. As a result of updating revenue projections and refining departmental expenditure budgets, this amount has been reduced to $1.1 million. Council expressed an interest in seeing what the consequences of this significant a reduction in expenditures would mean in terms of service cuts to the San Rafael community. This report provides a summary of the service implications for Council consideration and deliberation. The choices to solve the budget situation are extremely limited, as staffing reductions and budget cuts in materials and operations have been underway for several years now. The City Manager worked closely with the Department Directors to explore various options. In addition, Council's recent services prioritization tally was used to inform these recommendations. Given the City Council direction to immediately act to resolve the unfunded Pension/OPEB liabilities, the following service and staffing reductions are being proposed for fiscal year 2012-13. With nearly 80% of the General Fund budget comprised of personnel costs, a total of seven position eliminations or "freezing" positions are proposed in order to secure the necessary expenditure reductions. In order to fully understand the impact of the further erosion of operational resources, both the personnel reductions (with corresponding cost savings) and the service impacts on the various operational activities and programs are included in this discussion. Communitv Services/Pickleweed Children's Center: Community Services operates preschool and afterschool child care programs at seven school campuses, and at the Pickleweed Children's Center (Pickleweed Park) and Parkside Children's Center (Albert Park). Child care is primarily, self-funded through fees paid by those who enroll children in these programs, with some General Fund support. The Pickleweed Children's Center programs have relied on State and other funding sources to supplement fees and scholarship families in need. Currently the Pickleweed Children's Center serves 18 School Age students in the after school programs, 20 three -year-olds in Pre -School, and 42 four -year-olds in Pre -Kindergarten. The rising costs of the programs at the Center, the declining funding from State grants and other outside sources combine with the impact of the economy across the entire Child Care program to cause the current level of program subsidy to be unsustainable. Due to severe reductions in grants, and limited General Fund support monies available, it is recommended that the School Age and Pre School programs be eliminated. This is estimated to save approximately $80,000 in recent General Fund support for these programs. This brings the Childcare program close to its original goal of being supported entirely by outside ft nds and fees. School Age Program: For many years the City received "Latchkey" funding from the State to support the School Age Program. The funding was eliminated in 2009. Now families pay fees for the program. some receive subsidy from other sources, and CDBG contributes to a portion of the City's expenses. 18 students are currently enrolled in the School Age Program. Five of those students are in fifth grade and will age out of the program after this semester. The remaining 13 children can be absorbed in the Kids" Club program at Boro Community Center if they request that option soon. It is recommended that the School Age program continue through the summer and close before the academic year begins in August 2012. SAN RAFAEL CITY COUNCIL AGENDA REPORT / Paae: 7 Pre School: First Five supports the Pre School three-year-old class, at no cost to participating families, with a grant. The 20 children currently enrolled will have the option of continuing with the Pre K program next semester, therefore the Pre School class can close with no further adverse impacts to current families. To facilitate the program reduction, the current Pre School class would close at the end of the academic year, in June 2012. Pre Kindergarten: Pre -K classes, with four -year-olds, are subsidized by State funding, but at declining rates. Last year funds were reduced by 15%. This year staff has been told to expect another 10% reduction. The Pre -K program is free to participating families. Virtually all children begin the Pre K program with little or no English language skills. They graduate not only speaking English, but mastering the gross motor and intellectual skills they will need to be successful kindergarten students. Preserving the Pre K program is critical, as it provides a much needed service that is not available through other providers. Staffing Impacts: Reduction of the program scope at the Pickleweed Children's Center will necessitate the reassignment of three staff to other City Childcare centers. There is one expected retirement, and one existing vacancy, which will assist in the transition. No layoffs are anticipated. Regardless of the size of the City's deficit for FY2012/13, staff recommends this reduction in the Children Center's offerings due to the loss of grant funding to support them. Librarv: The Library Department oversees a variety of programming and services at both the Downtown and Pickleweed locations. With the recent promotion of our Assistant Director to our Library Director, there is a vacancy at the Assistant level. Staff recommends keeping the Assistant Director position vacant for the first half of FY12/13. The position is funded 70% from the General Fund and 30% from the Parcel Tax (Measure Q. In order to keep the Library open its number current hours, some of the General Fund savings would be needed to pay for temporary help (substitute staff) to back -fill for the loss of adult desk hours previously staffed by the Assistant Director and Director positions. A net total of approximately $40,000 in General Funds is projected to be saved from this six month action. The loss or temporary "freeze" of the Assistant Director position does, however, represent a significant reduction in services, including the following: 1. 50% reduction in technology classes and programs offered at the libraries 2. Transfer of all project management to the Director position resulting in far fewer projects, changes, and improvements to be made to library services 3. Significant loss of community outreach efforts 4. Elimination of any potential web services / digital services improvements 5. Changing direct supervision of Circulation and Technical Services Departments to the Directors list of responsibilities (Director position currently also directly superv=ises Adult Services. Children's Services. and the Pickleweed Library) 6. Loss of back-up during Director absences (vacation, meetings, sick time) 7. Loss of back-up Spanish-speaking librarian for Pickleweed librarian absences For the remainder of calendar year 2012, the Library will enga2e in strategic planning for library goals and priorities over the next few years. and return with a recommended plan for Library operations. At that time a recommendation to fill or not fill the Assistant Director position will be presented. SAN RAFAEL CITY COUNCIL AGENDA REPORT / Paye: 8, Also a separate staff report and presentation on the Measure C Parcel Tax budget for fiscal year 2012-2013, as well as the remaining five years of the Tax, will be presented at a study session on June 18th (prior to the City Council meeting). It should be noted that the resolution that was passed when Measure C was approved, stated the: ``.......parcel tax.....would augment the capacity of the City of San Rafael to provide quality library services to its residents, over and above the proportional amount of the City's general fund currently allocated to the Library ...... According to the City Attorney's office, fiscal year 2009-2010 is the base year for considering "currently allocated" funds. In fiscal year 2009-2010, the adjusted budget totaled $53,800,643 and Library was budgeted 4.4% of that total. Staff has analyzed the history and reviewed the proposed fiscal year 2012-2013 Library budget cuts and found this staff recommendation keeps the Library well within their proportional amounts of the City's General Fund, as follows: Fiscal year 2010-2011, the total General Fund Deficit was $5,206,800. Excluding cuts due to furloughs, the total was $4,701,800. Library cuts that year totaled $241,000, plus $41,000 in PLF funds were contributed, for a total of $282,000, or 6% of the total cuts, excluding value of furloughs. • Slightly offsetting the above cuts, the Library was over budget at the end of fiscal year 2010-2011 by $86,694, reducing the FYIO/I I contribution to $195,300 or a net of 4.2%. Fiscal year 2011-2012, the total General Fund Deficit was $4,494,742, or $3,048,294 excluding compensation cuts. Library cuts were $0. The expected contribution of $60,000 in PLF funds was not possible as the funds were not available. This preliminary budget for fiscal year 2012-2013 includes $40,000 in Library budget reductions, out of a total of $1,045,000 in General Fund reductions, or 3.8%. Communitv Development: The Community Development Department provides four primary services: Current Planning, Long Range Planning, Building and Code Enforcement. The Long Range Planning Division was staffed by one position (Principal Planner), which was left vacant following a recent retirement late last year. Examples of Long Range Planning services include: managing updates to and implementation of the General Plan 2020; maintaining and updating the Housing Element, managing the Zoning Ordinance, managing long term plans and visions such as the Canal Front and SMART Station Area Plans and local oversight of regional planning efforts and topics such as RHNA and SCS. This past year. the Principal Planner position was eliminated and a portion of the duties were reassigned to other City staff. Other unassigned duties will be deferred until staffing is available. This reorganization generated a net savings of $60.000. which has not yet been eliminated from the budget. In order to help close the budget gap. staff recommends that the remaining $60.000 be eliminated from the General Fund budget. This reduction will further limit the City's Long Range Planning capacity to perform such activities as working on regional transportation or SAN RAFAEL CITY COUNCIL AGENDA REPORT / Paae: 9 other plans, conducting special studies, and implementing portions of the General Plan 2020, unless additional revenues comes in through development fees to fund such services. Police: The Police Department has sworn officers currently assigned to both Patrol and the Street Crimes Unit (SCU). The SCU currently consists of one sergeant and three officers. There are two Patrol positions which will become vacant in the early part of FY 2012-13 with the potential medical retirement of one sergeant and the service retirement of a corporal. To reduce General Fund expenditures, these vacancies would be filled by transferring two of the SCU officers into these Patrol positions, and not backfilling the SCU positions, thereby eliminating the two sworn officer positions, once the planned retirements take place. The remaining two personnel in SCU would be transferred as follows: the sergeant would take on the role of Administrative Sergeant in Patrol, and the remaining officer would be reassigned as an Investigator in Support Services. The total General Fund savings from these changes would be approximately $360,000. This amount is based on the salary and benefits from the two unfilled officer positions, savings associated with the return of the three of the unmarked vehicles currently used by SCU, and the elimination of Detective pay for the three of the transferred personnel. Elimination of the SCU would result in a reduction of services. The proposed changes would not necessarily eliminate these services in their entirety, but rather alter the focus from a pro -active approach to more of a reactive approach. As always, the Police Department will address all types of crimes in San Rafael. With fewer resources, the time frame in which they are addressed will be longer and our efforts may be more reactive than proactive. For example, Patrol will still respond to gang and narcotics issues, but there would not be a special unit dedicated to these areas. The current duties of the SCU are described in the list below. 1. Gang suppression, investigations, expert testimony, maintain Cal -Gang database 2. Street level narcotics and weapons enforcement 3. Human trafficking investigations 4. Proactive enforcement of public nuisance crimes such as: alcohol violations, public fighting, public urination, and graffiti. 5. Assist Investigations Unit with major investigations (Murder, Robbery, Rape, Kidnapping, etc.) 6. Assist Major Crimes Task Force 7. Conduct parole and probation searches 8. Participate in FBI Safe Streets Task Force (gang suppression) 9. Work with Alcohol Beverage Control (ABC) and Alcohol Tobacco and Firearms (ATF) on surveillance and sting operations 10. Receive: and investigation narcotic activity tips provided by the public 11. Train community partners about gangs and criminal behavior. (Marin County Board of Education. San Rafael School District Personnel, Dixie School Personnel, College of Marin. Boys and Girls Club, Citizen Police Academe, San Rafael Leadership Institute. Concilio de Canal, and many others) The SCU has been eliminated in the past, due to budget shortfalls. and subsequently re -instated each time as resources became available. This action would reduce the total Police FTE from 87 to 85, but would require no layoffs. SAN RAFAEL CITY COUNCIL AGENDA REPORT / PaLre: 10 Fire: For fiscal year 2012-2013, it is recommended that a one-time reduction of $280,000 be realized through the following: ■ $180,000 from a one-time reduction in contributions to the Vehicle Replacement Fund (based upon savings of fire apparatus extended use, renovation and lower cost purchases) ■ $100,000 from a one-time reduction in the breathing apparatus (SCBA) replacement fund (based upon receipt of grant funding this year) Over the next year, the Fire Department will continue to work towards identifying areas for shared services with other communities in pursuit of greater efficiency and additional cost saving solutions. Talks with the Larkspur are moving along well, to consider ways to expand upon our successful shared services agreement for battalion chief services. Additionally, the chiefs of both cities are working in a cooperative way to provide administrative services for both agencies in the areas of technical, administrative, and supervisory work in planning, organizing, directing and implementing fire department policy. The chiefs will also coordinate a study to evaluate San Rafael and Larkspur fire and medical facility locations, resource allocation, staffing and deployment. The study will analyze current and future community needs and recommend the most appropriate, efficient and sustainable fire and medical service levels for the future. Public Works/Parks: The Park Maintenance personnel in Public Works maintain City -owned parks, athletic fields and the Terra Linda pool, as well as the landscaping at several facilities such as the Falkirk Cultural Center, the San Rafael Public Library and City Hall. This group also maintains three community centers, ten neighborhood parks, and ten mini parks totaling 149 acres. Public Works currently has two vacancies in Parks that, if left vacant, could save a net of $165,000 for the General Fund. This figure includes a provision for overtime by some of the remaining staff, in order to assist with certain "must have" maintenance, as it arises. The elimination of these two positions would require service cuts in maintenance of public spaces. The following reductions are recommended based on providing priority services to neighborhood and community parks which host a larger volume of visitors: Parkettes: Continue maintaining neighborhood parks and larger regional parks, but eliminate maintenance of the "parkettes" listed below and shown on the attached maps, Attachments B and C. It is also recommended that City staff work with the neighborhood associations and other volunteer organizations that may be able to "adopt' and maintain these parkettes. ° Parkettes: Hartzel. Riviera. Munson, Arbor. Beach. Schoen. and Hillviev, parks These parkettes are seldom used. but eliminating maintenance would impact neighborhood aesthetics. Some mowing and weed abatement would still be required. as well as weekly safety inspections. In addition. it may be necessary to remove benches and other fixtures. Spinnaker neighborhood: There are green strips of land owned by the City between Shoreline pathway and the Spinnaker neighborhood. These grassy areas require mowing and maintenance SAN RAFAEL CITY COUNCIL AGENDA REPORT / PaLie: 11 which only benefit residents fronting this land. Staff recommends abandoning this work and turning over the maintenance to the neighborhood association. It will be necessary to discuss this solution with the homeowners association and property owners. Reduce Parks division maintenance at city facilities such as City Hall, the Library, Falkirk, Community Center grounds, and the Plaza on Fourth Street to once a week. Currently these facilities are maintained two to three times per week. Staff can also investigate any abilities to transfer maintenance of Bernard Hoffman field to the primary user, a local softball team; or, alternatively, consider collecting a fee to cover the City costs of performing this service. The reduction of the parks staff would reduce the Public Works Department from 62 to 60, but require no layoffs. Finance Department: The Finance Department is recommending a business tax amnesty program. Such programs are designed to encourage all businesses including, but not limited to; all commercially based businesses, home-based businesses, landlords, and independent contractors, who have not yet obtained their required business license(s) to come forward and fully comply with the City's business license tax. The program would authorize the temporary waiver of penalties assessed for noncompliance with the City's business license tax requirements. Full payment of the regular licensing fee due would be made under this program. The amnesty program would run for 3-4 months, and be expected to generate $70,000 to $100,000 of additional revenues. The city would likely incur one-time costs of 20-30% of these amounts, in order to process the additional applications and advertise the program. Once registered, there would be minimal ongoing costs to maintain the newly registered businesses. The net revenues for fiscal year 2012-2013 from this program are projected to be $50,000. Citv Manazer's Office: Savings of approximately $60,000 would be achieved through either a potential retirement or other position reductions to be determined. Affected services would be identified based on the specific reductions and their timing. Details will be provided to Council through the budget development process. Summary Impacts Staff has been working with the City Council to bring a balanced budget for fiscal year 2012- 2013 to you on July 2nd for formal action. At this juncture staff is able to provide a balanced budget. based on projected revenues as estimated with information available through the end of May. With the recommended actions summarized below. the City Council's goals of avoiding the use of General Fund emergency reserves. borrowed funds, or other one-time sources to balance the budget this year are fully achieved. SAN RAFAEL CITY COUNCIL AGENDA REPORT / Paae: 12 Dept Service Reductions 1 Revenue Enhancements Savings/ Revenue Community Dev't Eliminate funds remaining after staff reorganization (LRP) 60,0001 Fire Reduce contribution to vehicle and equipment funds 280,0001 Library Hold open Assistant Director position for 'l2 year 40,000 1 Sub -total: One-time expenditure reductions $380,0001 Community Services Close Pickleweed preschool and school age programs 80,000 1 Police Disband Street Crimes Unit and reassign personnel 360,0001 Public Works Keep two parks maintenance positions vacant 165,0001 City Manager Potential retirement or other position reduction 60,000 Sub -total: Ongoing expenditure reductions $665,0001 Finance Revenue Enhancement — Business Tax Amnesty $50,000 Net Budget Adjustments $1,095,000 Preliminary Deficit $1,062,000 FRKS-11-1m 10191111 Provide direction to staff to return with proposed, balanced budget for all City funds. ATTACHMENTS A. City Council Service Prioritizations B. Parkettes & Pedestrian Pathways C. Parkettes & Pedestrian Pathways CITY OF SAN RAFAEL CITY COUNCIL SERVICES PR]OFGTQAJ|ONS FISCAL YEAR 2012-2013 SERVICE CONSIDERATIONS # Dept. Program Services (that we continue bmdodespite recent budget reductions) Actual Consequences ofBudget Future Consequences ofAdditional Reductions Since 2009 Reductions in 2012/2013 Attachment A PRIORITIZATION Highest Mid Level Lesser Priority - Priority - Phority- ServiceLeve) may consider willing to to remain service reduce unchanged reduction services D 0 0 Six assigned police patrol Average response times to priority calls ^ ` initiated ` Continued decline in Officer 1 PD Operations beats responsible for have increased from 4ho5minutes. ooUvdy. traffic enforcement, and increased basic Police services to Reduced Officers unassigned time wait time before onOfficer can respond to the community (used for self -initiated traffic a oa|| for service (emergency and non- enforcement, neighborhood patvn|a. emergency). Limited ability to respond COPS projects, etc.) has resulted ina with enough personnel tohandle major 2SY6decline inself-initiated incidents incidents requiring more use ofcounty- from 2.747ayear to2.O25.Patrol wide mutual aid. Reduction in 5 O Officer traffic enforcement has declined management staff tooversee daily by3796from 2.448cites ayear to operations and lower liability exposure. 1.5b4.VVehave reassigned Officers Part 1crimes expected toincrease. from specialties to Patrol Teams to Reduced minimum staffing for all Patrol maintain our minimum staffing. Teams. 2 PD Community Community policing Reduction inpublic meeting Further reduction ofPDemployees will Policing program imp|ementodnn, pnaoentations, neighborhood beat naou|t in o major decrease in the amount of coordination and projects and cross departmental time vvecan devote toCommunity Policing oversight coordination related tosystemic iooueo, public meeting pn*aontatinno, policing issues inneighborhoods and neighborhood beat projects, and cross 3 2 business areas. departmental coordination related to systemic policing issues inneighborhoods and business areas. 3 PD Traffic Traffic enforcement, Reduction inthe amount oftraffic Nocoordinated effort intraffic safety and accident investigation; enforcement throughout the city. A enforcement. Would expect ofurther traffic grant 13% increase (208tu232) in injury increase in injury accidents (as much ao 2 3 implementation and traffic accidents. A 10Y6 increase (762 2096) and a further reduction (as much as oversight ho835)ofall types ofaccidents. 7596)intraffic citations and citation revenue. D 0 0 SERVICE CONSIDERATIONS Services (that we # Dept. proQnmnn continue tududespite Actual Consequences ofBudget Future Consequences ofAdditional recent budget Reductions Since 2O08 Reductions in2012/2O13 reductions) 4 PD [NonneMicerNh;noeUunforoementnfThe position was separated from the Further reduction would eliminate service our waterways Park Ranger. The Marine position was altogether. reduced from afull time position toa Temp/8eaaono|position. Reduced operating hours to just the weekends. 5 PD Park Ranger Enhanced enforcement of This position was separated from the One time temp/seasonal funding was (N64 -Already our open space and parks Marine Officer. The position was provided byCouncil that allowed for about Eliminated) eliminated. Coordinated enforcement four days emonth ofwork inthis area. If |nour open space and parks was this extra temp/seasonal funding ionot continued through aone-time allocation continued wewill see the loss of tofund aTemp/Seasonal position. regular/routine enforcement inopen space tosee anincrease inthe number nfcalls and parks and nnPolice participation inthe for service ofsubjects with mental issues clearing ofencampments orassisting Fire and crimes committed bythe mentally ill. Department with vegetation management. 6 FD Directed Drug, gang and Patrol/ prostitution intervention Street Crimes and suppression 7 PD Mental Health Focused policing efforts (N6A-Already nnmentally ill; includes Eliminated) coordination with County Healthcare providers 8 PD COPE 0464- Coordination with Already Sheriffs office to verify Eliminated) parolee compliance A PD Major Crimes Consider rejoining Task Force reworked Major Crimes (N64 -Already Task Force (NYCTF); Eliminated) which targets mid-level narcotics problems across Marin County Nonegahveimpacttobhiounit-There Vastly decrease the department's ability to are three Officers and one Sergeant work ongangs, vice, and narcotics. There assigned hothis unit. will beanincrease ingang related violent N/A crimes. This position was eliminated 'Officer Aothe position was eliminated, Foot Beat Joel Fay has retired and the Officers and our Patrol Teams will continue department nolonger has aMental tosee anincrease inthe number nfcalls Health position. No effective for service ofsubjects with mental issues coordinated approach indealing with and crimes committed bythe mentally ill. our local homeless. Loss ofour unchanged established working relationships with services service egenoieo, courtu, district uftonnoyand public defender. Fewer San Rafael probationers were This service was previously eliminated. checked and monitored, resulting inthe potential that they committed more crimes. No ongoing coordination with the MCTF This service was previously eliminated. totarget mid-level narcotics problems across Marin County. �`"` "^ I ^ ` 0 N/A Highest " Mid Level Lesser Priority - Priority - Priority - Service Level -may consider willing to to remain ^ service reduce unchanged reduction services 0 N/A I N/A 5 0 N/A N/A (already (already eliminated) eliminated) 3 N/A 0 N/A N/A NIA N/A (already (already (already eliminated) eliminated) eliminated) N/A N/A N/A (already (already (already eliminated) emnmemd) eliminated) SERVICE CONSIDERATIONS ... . �...� .�.� ��',..I�E�P�;K� ���#G'c�s tl�► °�Ft Services (that we Highest Mid Level Lesser # Dept. Program continue to do despite Actual Consequences of Budget Future Consequences of Additional Priority - Priority - Priority - Service Level may consider willing to recent budget Reductions Since 2009 Reductions in 2012/2013 to remain service reduce reductions) o unchanged reduction services 10 PD Criminal Investigations and Raised burglary and theft ;; Length of time for investigations and i 1 Investigations resolutions on major thresholds (cases only investigated if closing a case increase even more. crimes higher dollar amount loss, known Citizen complaints increase even more. suspect, etc.). The amount of time to investigate and close a case has 2 2 0 increased on average by 35%. Citizen complaints about their cases not being worked have increased. 11 PD School Proactive involvement in No change - There is one Officer Further reduction would eliminate school resource local middle and high assigned as an SRO. resource program. 3 1 0 officers (SRO) school campuses - youth focus 12 PD Dispatching Answering of emergency The average time to answer 911 calls Reduction in our Dispatch minimum and non-emergency has increased from within 5 to within 10 staffing number. Continued increase in a phone calls to dispatch seconds. Non-emergency calls have callers wait time before we are able to officers or other required increased from within 10 seconds to answer the telephones (both emergency 3 0 1 services (Fire, Public within 15 seconds. and non-emergency lines) resulting in Works, Animal Control, increased exposure & liability to the city. etc.). 13 PD Records Answering of non- Reduction in our front office counter Further reduction in our front office counter Management emergency phone calls to hours resulted in longer wait times in hours and days. Continued increase in a dispatch officers or other lobby before citizens helped. A 15% callers wait time and front counter wait required services. average increase in the amount of time time. Delay in our response time for 1 3 1 Assisting walk-ins, a caller on the non-emergency line had request of information from businesses, Processing required to wait before being helped. insurance companies, and outside paperwork. agencies. 14 PD Training and Provides training and In cooperation with the SRPA, we No ongoing coordination of our training Safety safety programs for all PD restructured the way we provided the programs. Further reduction in the amount employees training to greatly reduce the amount of of training provided to PD employees overtime required to provide our resulting in increased exposure & liability 3 2 0 training. We also reduced the number to the city. of times we provided training each year. 15 PD Youth Counseling and therapy No change - There is one Marriage and No youth counseling services in the Services services to individuals, Family Therapist (MFT) who works with schools. Elimination of our diversion couples, and families several interns each year. program which will place over 500 more (school, first responders, youth into the county juvenile justice 2 3 0 etc.). Diversion system. Elimination of CAMP Chance for programs. at risk youth. SERVICE CONSIDERATIONS '~.r "i iri"�i iiii i.)ii i". Services (that me ProgramProgram m continue to d onbnuetode o�. Highest recent budget Lesser reductions) ` 16 PD Regulatory �d�/�o``!;p' �U`s Massage practitioners Officer (N64' and establishment Already permitting and regulation Eliminated) street vendor permitting willing to and regulation 17 PD EvidenceTechnician 18 FIR Paramedic and Engine Company Services ''* `! :^!'',�:` ��:: '` `r ' �`,'' - fir 'wrill' Increase inthe amount ofproperty Highest Mid Level Lesser Actual Consequences ofBudget Future Consequences ofAdditional Priority Priority Priority Reductions Since 2O08 Reductions |n2O12/2013 Service Level may consider willing to engine company services has not been duty personnel and to remain service reduce respond and mitigate emergency call volume have caused unchanged reduction services services. Lack ofcapital and assist incidents annually. maintenance funds significantly impact Provide loss control service due tofacility limitations and The position was eliminated. Work Nofunds are allocated in11/12for the prevention, inspection and education. continued through aone-time allocation Temp/Seasonal position. Will see loss of . tofund aTemp/Seasonal position. documenting, permitting, ormonitoring nf N/A N/A N/A massage practitioners, massage (already (already (already eotab|iahmentoperotomandotreet eliminated) eliminated) eliminated) vendors. Evidence processing and Elimination ofone oftwo positions Can not be legally reduced further. management caused alonger wait time for citizens wanting huretrieve their property. Increase inthe amount ofproperty being stored since weare nolonger able tokeep upwith the need for purging property and evidence. Will require another otonugecontainer. Operate seven fire Support functions have been largely stations within San Rafael eliminated. Staffing ofparamedic and CSA 1Qwith 23on- engine company services has not been duty personnel and reduced. Increased coverage and limited support staff to response times \omeet the growing respond and mitigate emergency call volume have caused 7000 emergency relocation and cross -staffing of fie/rascuo/medioe|/haz/ services. Lack ofcapital and assist incidents annually. maintenance funds significantly impact Provide loss control service due tofacility limitations and through training, deteriorated infrastructure. prevention, inspection and education. Areduction involving browning out or rotating aclosed station would increase response times by3-bminutes. This will severely impact neighborhoods served by the closed station and other portions ofthe community served by the remaining stations. Increased |000 potential and negative outcomes. Potential impact/loss hoCSA 1Qservice/funding and other contractual agreements. 2 0 CONSIDERATIONS Services (that wm uonhnuetodmdaepda # Dept Program recent budget reductions) H�ha� Actual Consequences ofBudget Future Consequences mf^�dditiona| pr�rdy- Ge�iceLeve Reductions Since 20o$ Reductions |n2D12/2D13 . � ' 20 FIR VWk� Ud Pu��and phva�po�y Unab�to��U�quiremen�onpu�� Um�dabi|Uytopm�o��address the Urban compliance with open space required ofpr�atepropa�y commun�/o�ng|egrea�mtthreat ho|�e 10 FIR Training and Training and Safe� Tr�ningOfficer poa�onremains Nothing fu�hertocut. Safety mandates unfilled.nFine unfilled. This has reouKedinunmet personnel. Training of mandatory training. This remains a new employees and significant uhaUengobased onthe high promotional development e�htionrate due horeUneme�oover the for existing personnel. past 24months that will conUnuefor owned VVU!zones. the next 36 months. The dept's training incompromised and does not meet the current demands atthe recruit level and promotional development ofexiuUng personnel, 20 FIR VWk� Ud Pu��and phva�po�y Unab�to��U�quiremen�onpu�� Um�dabi|Uytopm�o��address the Urban compliance with open space required ofpr�atepropa�y commun�/o�ng|egrea�mtthreat ho|�e Interface vegetation management ownem.Using temporary seasonal and property. program and VVU|.UU|ize employee and HneProven�onstaff to contractor nnlimited respond tovegetation management basis to maintain complaints �omthe public. Some previously created delays inresponding topublic defensible space inCity complaints and obtaining compliance. owned VVU!zones. to remain unchanged Mid Level LesserPhor�y- Priority - may consider willing to service reduce reduction | services 3 O O 4 1 D SERVICE CONSIDERATIONS Services (that we Highest continue tododespite Actual Consequences ofBudget Future ConeequmncemofAddiUonm! Priority Program# Dept. Program Service Level recent budget Reductions Since 2009 Reductions in2O12/2D13 reductions) to remain unchanged 2 Mid Level ."=y - may consider service reduction 4 4 Lesser ,"=y' willing to reduce services 0 0 21 FIR Fire Community loss Fulfilling statutory requirements for Delay turnaround ofplans and permits Prevention prevention and economic annual fire inspections ofschools, from current 1week orless to3weeks or preservation to ensure life hoopita|o, high -hoe buildings and more. Delayed or unfulfilled requests for safety and compliance detention facilities. construction inspections. Drop over the with the CA Fine Code. Limited ability to provide fire safety counter service for construction and Review and inspection of education. Delays inenforcement of operational permits. Unable hofulfill new construction and VVU|Vegetation Management program. statutory requirements for annual fire remodel work toensure Loss ofFire Investigation capability. inspections ofschools. Limited ability to fire and life safety. Reduced availability for commercial fire perform new business license inspections Inspection ofall various and life safety inspections. and commercial business inspections. facilities, housing, Unable tnsupport Engine Company schools and businesses. referrals for re -inspections ofcommercial Fire safety education to businesses. Limit ability toprovide fire the schools and tothe safety education. Unable toenforce general public. Review of Vegetation Management program. Loss of Building Permits and on Fina Investigation capability. Lack of site inspections. coordination for household hazardous waste. 22 FIR Admin. Support toGeneral Public Reduction orcomplete elimination of Delays inhandling public requests for Support and complete operational support inadministrative services in assistance, reports, hazard complaints, and administrative certain areas such aowith the Battalion processing payroll, paying invoices, support for all fire dept. Chiefs including clerical, analyst and correspondence, inspection records, personnel management levels. vegetation management, 23 PWS Office of Provides City disaster One FTE (5O96oftotal FTE) was Further reduction would mean elimination Emergency readiness planning & eliminated, resulting inareduction in ofthis program, except inlimited ways that Services training. Major emergency emergency management training for other departments might baable toabsorb (OES) & disaster response City staff. Reduction inpublic education some duties. This would impact community coondinetion.CERT76et materials and tnainingoprovided ho outreach and public education efforts, City Ready trainings;E0C community. Reduced regular DES staff training, and City's preparedness management; Federal communications tocommunity and levels (care and shelter services, |Dcards, and State emergency staff. Delays inhandling public emergency supplies, eto.).Further delays services compliance. inquiries, reports, processing payroll, inresponse topublic inquiries and Interagency coordination paying invoices, correspondence, and administrative duties. Reduction in &co||ebonation. other administrative duties. interagency coordination efforts. 2 Mid Level ."=y - may consider service reduction 4 4 Lesser ,"=y' willing to reduce services 0 0 SERVICE Service (that we # Dept. Program continue tudodespite Actual Consequences ofBudget recent | budget reductions) 24 PW Park All safety operations Less routine and preventative K8oinbanonca- (pmo|.playgrounds and maintenance work was performed. Hazards and equipment, median Safety Issues safety, tree/park hazards) NNE= mmmim Park Maintenance ofturfs, K8aintemanoe- trees, |ond000pe. General playground, play courts, and picnic facilities. Pork area rental services. Park Landscaping and water K8ainhamance- irrigation operations in Medians and medians. Restroom park repair and maintenance. mstmoma Reduction intrash pick upand decline inquality ofturf and plant health. Increase inwater use and cost due to irrigation failures. Increased complaint response times. Eliminated contracts for median maintenance and restroom service. Shifted responsibility toCity parks staff thus reducing time for other parks projects/maintenance. � ��� Nofu�herreduohonoougg*nh»d-current staffing ierequired toperform necessary functions. These are mandatory safety tasks. Cost toreplace equipment and facilities will rise significantly. Further deterioration nf parks appearance and infrastructure. Complaints will continue horise. Other services such oa p|ny5a|d and rentals will take lower priority orwmcould charge renters for staff overtime toperform these services. Staff vacancies require service elimination. VVe are working with Parks commission to recommend service cuts. Reduction inmaintenance frequency will significantly harm median plant life and will result inadditional complaints and less over all quality ofthe medians. The cost to replant these medians will besignificant. The demand for park and p|ayfie|d rentals will require overtime and this will be low priority task. Downtown services will remain the same. The medians, bathroom services, Terra Linda Pool, and play fields may have tobecontracted out. 27 PW Street Responded toall Highest Mid Level Lesser Futuno�onooquanomoofAddi�ona| Priority Priority Phnh�- maintenance resources. The cost uf Service Level may consider willing to Reductions in2U12CZ013 to remain men/ice reduce and school areas. Signs were replaced �| unchanged reduction services ��� Nofu�herreduohonoougg*nh»d-current staffing ierequired toperform necessary functions. These are mandatory safety tasks. Cost toreplace equipment and facilities will rise significantly. Further deterioration nf parks appearance and infrastructure. Complaints will continue horise. Other services such oa p|ny5a|d and rentals will take lower priority orwmcould charge renters for staff overtime toperform these services. Staff vacancies require service elimination. VVe are working with Parks commission to recommend service cuts. Reduction inmaintenance frequency will significantly harm median plant life and will result inadditional complaints and less over all quality ofthe medians. The cost to replant these medians will besignificant. The demand for park and p|ayfie|d rentals will require overtime and this will be low priority task. Downtown services will remain the same. The medians, bathroom services, Terra Linda Pool, and play fields may have tobecontracted out. 27 PW Street Responded toall Less asphalt repairs leading ho Further decline inroad conditions. Fewer N1einbananue- emergency calls and significant increase inpot hole repairs capital projects will require increasing Streets, addressed safety (Z7.31tons last year vs. 21tons in maintenance resources. The cost uf roadways concerns including: pot 2U1Uand 5tons prior yeam).Street capital projects toaddress safety-related holes, sink holes, spills, marking was confined tohigh traffic street/roadway problems will increase K8CSTOPPPresponuea. and school areas. Signs were replaced significantly. Over all this will become a accident clean ups, knock with delays. No permanent repairs were very costly maintenance program. downs, traffic signs and performed. markings based on 3 3 3 O 1 K4 K, 8 I 0 O SERVICE CONSIDERATIONS Streets and Parks divisions, Reduced Drainage Services (that we preventive pump station maintenance. System Program continue tododespite Actual Consequences ofBudget Future Consequences ofAdditional recent budget Reductions Since 2009 Reductions in2O12D013 reductions) reduction eemimao was required to 3 O 28 PW Street Responded to(sidewo|k. The amount oftemporary repairs ia Formalizing City pdcyand notify property K8ainbsnonoe- curb, gutter) complaints growing, and they fail after afew owners that frontage maintenance ia Sidewalk and performed temporary months requiring another repair. Trip owner's responsibility. Further reductions Repairs repairs. Started to notify and fall claims have increased. would increase trip and fall claims and the property owners bm Increased property owner complaints. property damage claims. VVeare working address their property with neighborhoods Voform partnerships to frontage maintenance per 81 PW Street address the sidewalk issues, California Streets and PWaintananoe- areas continue tohave inmost areas ofCity. Reduced Canal Highways Code. scheduled sweeping. sweeping from 4days aweek (two 29 PW Street The routine preventative Reduced time for other tasks for Maintenance ' maintenance, pre-stunn. Streets and Parks divisions, Reduced Drainage during storm and after preventive pump station maintenance. System storm has remained the The Capital Project cost hnrepair willing to same. Combined Streets damages is increasing significantly. reduce and Parks division crew reduction eemimao was required to 3 O accomplish this. 30 PW Street Over 3OOtons (double Intended togofrom a5day per week K4aintenanoe' form last year's 146 tons) pick uptoonce owmek. Due to garbage ofgarbage left nncity numerous calls and large items left in removal streets, sidewalks, and the right ofway posing safety hazards, city properties were wmended upresponding 2to3times removed. per week enaverage. 81 PW Street Commercial and industrial No routine residential street sweeping PWaintananoe- areas continue tohave inmost areas ofCity. Reduced Canal Sweeping scheduled sweeping. sweeping from 4days aweek (two Between October and hours aday) toonce aweek (4houro). April, wmcontinued to sweep city-wide aapart mf storm preparations. The prolonged events (storms lasting more than 12hours) will exhaust our resources and flooding will occur. The system requires preventative maintenance and adequate C|Pfunds tomaintain infrastructure oritwill fail resulting in otherwise avoidable flooding. VVeare losing grounds onrepairs. More C|Pia required toaddress the drainage failures. Further reduction will result inhealth and safety issues and increased citizen complaints. U|ege| dumping ioasignificant issue in several areas of the City. ,55,01TY, PRIORITIZATION Highest Mid Level Lesser Priority - Priority - Phohh/- SemiceLeve| may consider willing to to remain service reduce unchanged reduction eemimao 1 3 O 3 4 Nofurtherreduuhonsyuggeabad-curnant staffing iorequired boperform necessary functions. Further reductions will result in violation ofthe federal Clean Water Act 2 and state and local regulations. Canal street sweeping would befurther reduced. El I 1 0 O 1 SERVICE CONSIDERATIONS ` ,;�kT'. C±t"�t,Jl�l; PRIQRITIZATIOW Services (that we Highest Mid Level Lesser # Dept. Program continue to do despite Actual Consequences of Budget Future Consequences of Additional Priority - Priority - Priority - Service Level may consider willing to recent budget Reductions Since 2009 Reductions in 2012/2013 to remain service reduce reductions) unchanged reduction I services 32 PW Graffiti Graffiti abatement on Loss of a dedicated graffiti abatement Further reductions would increase removal - public property. Graffiti maintenance worker resulted in response times, drop priority further behind public reported if on utilities reassigning the ever-increasing safety issues, deferral of expensive property (utility company) or problem to all Streets and Parks removal, and greater dependence on private property (PD). On division personnel. Other maintenance volunteers. line database created. tasks were deferred. 2 3 0 Use of volunteers to help defray significant cost of program. 33 PW Engineering- 29 CIP Projects were The current need would dictate Further reduction will result in CIP projects Design & designed or constructed additional engineers, but staffing being deferred or eliminated. Long delays Construction in the last two years. reductions have taken place causing a and infrastructure failures would occur. Some of these projects re-prioritization of projects. Grant started a few years ago. funded projects with funding in Most of the projects were jeopardy were placed on the highest either grant funded or priority while other projects were 5 0 0 responses to deferred. Applied for fewer grants due infrastructure failures. to staffing shortfall. Currently 69 projects are identified to be worked on for the next two years. 34 PW Engineering - Continued work on street Delays in project completion (bike/ped Further reductions to this area would Traffic (101 Gap closure, 580 plan, D Street conversion). Reassigned increase citizen complaints due to longer Operations connector, D Street traffic engineering staff to design CIP time for staff review. Establishing speed conversion, etc.), projects. Potential for losing grants limits will be delayed and land sidewalk (Kellam, funds due to lack of staffing to meet development impact studies will be Francisco Blvd. East, required schedules. reduced. Traffic operations and safety etc.), transit (SMART), must be addressed. Also, key efforts such 4 1 0 and multi-use paths. as SMART review cannot be reduced. Traffic analysis for CEQA project review. Traffic signals and street lighting operations and maintenance. SERVICE CONSIDERATIONSPItaN ' ... Services (that we Highest Mid Level Lesser # Dept. Program continue to do despite Actual Consequences of Budget Future Consequences of Additional Priority - Priority - Priority - Service Level may consider willing to recent budget Reductions Since 2009 Reductions in 2012/2013 to remain service reduce reductions) unchanged reduction services 35 PW Engineering - Provided land Deferred CIP projects in order to meet Further reductions would result in Land development reviews for land development needs and still significant delays in application processing Development planning projects in a cannot address the timeline demand and citizen requests for land development timely manner as a high from pubic and CDD. We are looking services which will have a negative priority and participated in into sharing a service with City of economic development impact. public hearings. Citizen Larkspur. 3 2 0 requests for other land development services are provided as staff time allows. 36 PW Engineering - Issued encroachment, The encroachment permits workload Delays in issuing permits and inspections Permits grading, and resulted in reduced staff time available affecting development related projects, transportation permits as for capital projects. utilities, and residential improvements. required by the Municipal High probability that work will commence Code. Participated in without permit/oversight which may cause development review public safety issues and violations in Storm 3 2 0 process and performed Water regulations. MCSTOPPP (Storm water pollution program) tasks. 37 PW Grants Major funding source for Applied for fewer grants and missed Will further reduce ability to apply for GIP. Also very time opportunities due to lack of adequate grants. City's 5 year CIP depends heavily intensive, paperwork staff time. on grants, (53% of all capital funds) and intensive, complicated, some programs will not be implemented 4 1 0 and highly specialized for (such as the bike plan). State and Federal grants. 38 PW Facilities Maintenance assistance Eliminated Facilities Supervisor Further cuts would result in maintenance Repair for 21 city -owned position, cutting 33% of staff dedicated delays, effecting workplace safety and buildings. to facilities. efficiency and leading to greater capital 4 1 0 needs. 39 PW Garage Maintenance of 179 Deferring vehicle purchases have Further reductions will erode the ability of vehicles in the City fleet increased workload and added Garage personnel (3.0 FTE) to maintain (does not include the 24 maintenance costs. More work done in- City vehicles and equipment resulting in emergency vehicles such house due to expiring warranties. only a minimally acceptable level of 2 2 0 as ambulances, trucks, service. etc.). SERVICE CONSIDERATIONS � j IM[�1.IC�1';IItI .�W. rr ...rrWWW.W►:`�� Services (that we Highest Mid Level Lesser # Dept. Program continue to do despite Actual Consequences of Budget Future Consequences of Additional Priority - Priority - Priority - Service Level may consider willing to recent budget Reductions Since 2009 Reductions in 2012/2013 to remain service reduce reductions) unchanged reduction services L, !Principal 40 CD Long Range Preparing and updating WWYFW�W� Planner position for long WYrWIWW Inability to: a) implement short-term-land Planning General Plan; involved range planning eliminated during FY mid-term General Plan programs; and b) with other committee 2011/2012. Portion of long range initiate Housing Element update for 2014- based endeavors and planning budget allocated to Economic 2022. Further reductions would result in regional land use Development (25% of full reliance on consulting services to provide agencies compensation paid to Economic long range planning services, which would 1 3 0 Development Manager and Economic not be as cost-effective. Long range Development Coordinator) yielding 0.5 planning impact fee, which is a current full-time staff for long range planning surcharge on building permits would have projects. to be re-evaluated if not used for its purpose. 41 CD Building construction code No negative impact to building Delays in permit issuance (from average 3 Inspection compliance, inspection inspection. The re-sale inspection weeks to 5 weeks), less timely counter and plan review program was eliminated but reinstated services and phone responses, reduced through a subsequent fee increase and public counter hours. Increased out- in-house management. sourcing of services would be required 3 2 0 (e.g., residential plan check), which would increase cost and be less convenient to customers. 42 CD Current Processing zoning and Delays for planning approvals and Delays in planning permit review process Planning subdivision permit processing services to the public. and further reductions in public counter applications; public Public counter closed one day a week. hours. Will require decreasing information provided on Planning Manager position vacated at discretionary review of, among others: a) land use regulations beginning of FY 2011/2012 resulting in single -family, second story additions (non- elimination of one staff position hillside); b) signs (except sign programs, 3 2 0 servicing Current Planning (85% of exceptions and zoning review); c) work responsibilities). telecommunications facilities; and d) use permits for some commercial uses (staff level). Delayed response to building and code enforcement issues. 43 CD Code Conformance with City's Elimination of Code Enforcement Completion of second cycle of Enforcement housing, public nuisance, Supervisor position and administrative apartment/hotel inspection program would health and safety, and support to code enforcement. extend from 3 to 4 years. Inability to zoning codes and effectively enforce City ordinances such as 5 0 0 regulations massage ordinance. Further delays in responding to Code Enforcement complaints. # |Oept Program �M��� ,'�.-_�P9!411 IT hours of operation ofone mmore � 44 CS Adult Scheduling, management No negative impact to adult Services (that we Highest Mid Level Lesser continue tododespite Actual Consequences ofBudget Future Consequences ofAdditional Priority - Priority - pho'hy- reoentbudget Reductions Since 2Q09 Reductions in2Oi2/2D13 Service Level may consider willing to reductions) to remain service reduce Reduction would require the elimination of unchanged I reduction services 46 CS Facilities Facility maintenance and Elimination of centralized administrative Reductions would further decrease the operations services. Reduced maintenance staff hours of operation ofone mmore � 44 CS Adult Scheduling, management No negative impact to adult Reduction would require the elimination of Programming and delivery of variety programming. Program continues to nacnaahono|, edunaUona|, and social resulting inloss ofsupport for staff costs. cfprograms geared hn support direct costs and portion nf services toadults and seniors with 4 1 47 CS Falkirk Art and cultural programs adults supervision costs. negative impact onsupporting revenues. 45 CS Youth and Childcare, after-school, Reduced after-school and summer Reduction would require the elimination of Family and summer programming capacity. after-ochoo|andoummerprognamming- Servinos programming. having onegative impact supporting 3 2 strategy implemented with approx. 30Y6 revenues. Childcare iofee supported 46 CS Facilities Facility maintenance and Elimination of centralized administrative Reductions would further decrease the operations services. Reduced maintenance staff hours of operation ofone mmore during regular business hours requiring community centers and/or pool 'hmving management staff hoopen, secure, and significant negative impact onrevenues 5 manage facilities with schedule resulting inloss ofsupport for staff costs. changes. 47 CS Falkirk Art and cultural programs Significantly reduced open hours to Further staffing reduction would require the Cultural and events; gallery Monday through Friday 1-5pm. closure ofthe Cultural Center tothe public. Center management. facility Saturday 10-1 pm. Lost ability to management produce programs, events, and seek 2 grants. Revenue enhancement strategy implemented with approx. 30Y6 increase inrevenues. 48 L|8 Adult Services Provides reference and Noreductions toservices aoprior cuts Elimination offunds for Library and Outreach reader services toteens were backfilled from one-time Administration orfor purchasing print and and udukn�coordinates Transactions Based Reimbursement electronic materials. VVewould purchase our electronic services; (TBR)account and replaced by only the items required byvery high provides |Tsupport to Measure ''C''dollars. demand. Service hours would very likely staff and users; classes be reduced. 1 and programs; provides outpeoch, with the help of volunteers, tothose who can't get toour libraries. O E 3 K, 1 SERVICE CONSIDERATIONS 49 51 Services (that we Dept. Program continue to do despite Actual Consequences of Budget recent budget Reductions Since 2009 reductions) LIB Children's Provides reference and No reductions to services as prior cuts Services reader services to were backfilled from one-time children, their parents and Transactions Based Reimbursement caregivers; works with (TBR) account and replaced by schools; provides a Measure "C" dollars. Summer Reading reduction Program LIB Circulation Checks materials out and No reductions to services as prior cuts back in; collects fines and were backfilled from one-time fees; searches for Transactions Based Reimbursement requested items and (TBR) account and replaced by coordinates delivery; sets Measure "C" dollars. up new library cards/accounts; works with the public; reshelves materials LIB Pickleweed Serves Canal community No reductions to services as prior cuts Branch with materials in a variety were backfilled from one-time of languages; provides Transactions Based Reimbursement reference and reader (TBR) account and replaced by services to all ages; Measure "C" dollars. classes and programs; computer lab 52 LIB Technical Services 53 CM Volunteer Program 54 CM Public Information Orders, catalogs and processes new materials; interlibrary loan requests; bibliographic database (online catalog) maintenance Highest Future Consequences of Additional Priority - Reductions in 2012/2013 Service Level to remain unchanged Elimination of funds for purchasing print and electronic materials. We would purchase only the items required by very high demand. Service hours would very 4 likely be reduced. Service hours would very likely be reduced. Reduction or elimination of materials purchasing. Service hours would very likely be reduced. No reductions to services as prior cuts Potential reduction in hours could result in were backfilled from one-time much slower processing time for new Transactions Based Reimbursement materials. (TBR) account and replaced by Measure "C" dollars. Coordination of citywide Volunteer coordinator took on volunteer efforts additional duties with sustainability program. Media relations, Position eliminated. Most pro -active newsletters, other media relations have ceased. communication with community Reduction would reduce funding for materials and supplies to support volunteer efforts. Elimination of position would end volunteer program. Some PIO duties have been dispersed throughout various staff across departments, but focused attention has been eliminated. This task would need to be re-assiqned or eliminated. 3 4 NCS RIOPJTIZATlO Mid Level Lesser Priority - Priority - may consider willing to service reduce reduction services 1 K1 0 0 4 5 0 0 0 0 i 0 N/A N/A N/A (already (already (already eliminated) eliminated) eliminated) CONSIDERATIONSSERVICE ` Waste Plan and MSS Services (that *m with multiple areas ofresponsibility. Very 2 Highest Mid Level Lesser 3 0 minimal on-going budget ongrant funds Programept. Program continueq bododenpite Actual Futunm ons uenceaofAddibonm| Priority Service Level pr h - may consider phor y- willing to Elimination ofRDA resulted infunction Loss ofability toactively manage and recent budget Reductions Since 2009 Reductions in2O12/2O1% to remain service reduce and programs; grants and housing efforts. 1 3 0 need hocontract out for services to reductions) BMR program unchanged reduction oen/iuee Coordination ofCity Elimination ofRDA resulted infunction Loss ofability toactively manage and Events .. .... . ~~~~. . . 55 CM Legislative Working with League and Position eliminated. Transferred Nothing further to cut. departments orevent producers. Increase 3 1 1 Tracking and K8CCN1CLegie|ativo responsibility through K8CCK8C N/A N/A N/A Analysis Committee contract. Minimal to no staff availability (already (already (already for legislative tracking oranalysis. emnmemd) eliminated) eliminated) 56 CM Sustainability Implementation nfClimate Elimination ofamanagement position Nothing further hucut. Work program Programs Change Action Plan, Zero inthe Community Development being accomplished through use ofstaff Waste Plan and MSS Department reduces the amount of with multiple areas ofresponsibility. Very 2 Franchise Agreement single -employee dedicated focus and 3 0 minimal on-going budget ongrant funds Initiatives work isnow completed through eteam. used for programs. 57 ED Affordable Affordable housing Elimination ofRDA resulted infunction Loss ofability toactively manage and Housing development assistance shifting hoCity. Less dedicated time for coordinate affordable housing. Would and programs; grants and housing efforts. 1 3 0 need hocontract out for services to BMR program managoexiodngportfolio. 58 ED Special Coordination ofCity Elimination ofRDA resulted infunction Loss ofability toactively manage and Events events such asstreet shifting toCity. coordinate events, except for that which, in festivals olimited way, could behandled byother departments orevent producers. Increase 3 1 1 incosts toevent producers, for staff time or contracts, could eliminate some events. 59 ED Development Economic Development Elimination ofRDA resulted infunction Loss ofability toactively manage and tmcreate jobs, retain shifting hnCity. Less dedicated time for coordinate economic development. Would businesses and provide economic development efforts, ao25Y6 need tocontract out for services or 5 0 0 technical assistance to of2FTE ianow dedicated toLong eliminate economic development development community Range Planning efforts. assistance. r