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