HomeMy WebLinkAboutFin FY2008-09 Budget and Personnel Changesper"" I�Vut-
Agenda Item No: 11
Meeting Date: June 1, 2009
SAN RAFAEL CITY COUNCIL AGENDA REPORT
Department: FINANCE DEPARTMENT
r�epared by: Ken Nordhoff, City Mane&
'Cindy Mosser, Finance Director
City Manager Approval:
SUBJECT: 1) Discussion of City's Budget:
a) Status of Budget — Fiscal Year 2008-2009
b) Budget Projections and Recommendations — Fiscal Year 2009-2010
c) Progress Report on Recession Action and Economic Vitality Plans
2) Resolution Approving Staffing Reductions Through the Elimination of
Vacant Positions, Layoffs, and Early Retirements to Balance the Fiscal
Year 2009-2010 Budget, and Authorizing the City Manager to Implement
Said Staffing Reductions
BACKGROUND:
As you are fully aware, the City must adopt a balanced budget for all funds for this coming fiscal
year. This report will provide the City Council and community with an update on our budget
picture and steps in progress to close a multi-million dollar gap.
The City Council has reviewed the proposed 2009-2010 budget information on several occasions.
At the April 29th special City Council meeting, our financial picture revealed a projected budget
gap of over $3 million. This looming gap calculation included recommendations regarding 5
percent pay losses (and work furloughs) for non -safety employees, eliminating 9.11 FTE vacant
positions from the next two-year projected expenditures, and not including any compensation
increases for bargaining units currently in contract negotiations. At this session, staff spent
considerable time presenting a variety of service reduction options, from which each of you
provided a priority ranking for each service denoted. As recently as the May 4th meeting, you
saw the summary results of your prioritization work. At your last meeting on May 18th, staff put
forth a broad variety of options for your formal consideration.
Also, at the May 18th meeting, each Department provided a preview of their goals and objectives
for fiscal year 2009-2011. These objectives were prepared based upon fiscal year 2008-09
staffing levels and resources. Some effort was made to anticipate impacts of a smaller budget,
and reduced resources. Given the extent of the large General Fund deficit, we are proposing to
FOR CITY CLERK ONLY
File No.:
Council Meeting:
Disposition:
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 2
bring back final goals after having adopted a balanced budget in July, which will define specific
services losses, Departmental reorganizations, and staffing reductions.
In the current economic environment, as government agencies at all levels (mainly the State)
grapple with structural deficits and prepare their upcoming budgets for next fiscal year, some of
their actions could have major impacts to the City. One major impact is the State Department of
Finance's proposal to borrow local Property Tax revenue equal to eight percent of each agency's
fiscal year 2008-2009 total Property Tax revenues, including amounts allocated for the VLF
Swap and Sales and Use Tax Triple Flip. This impact has not been accounted for in this ever-
changing budget climate.
This report will focus on several key areas.
1. An overview of the City's projected financial condition, including major revenue and
expenditure assumptions used to derive the presented data.
2. An overview of proposed new capital projects and equipment for the 2009-2010 period.
3. A multitude of budget balancing recommendations.
Below is the analysis of the proposed 2009-2010 budget and a update to fiscal 2008-2009 budget.
ANALYSIS:
City's Financial Condition
At the mid -year budget review in February 2009, the General Fund for fiscal year 2008-2009 had
a deficit of approximately $473,000. At the budget hearing on April 29a', we presented some
actions to close the gap for the year. This action included using reserves from the Radio
Replacement Fund in the amount of $400,000 and the balance to be made from various
adjustments including reducing General Fund transfers for support not needed for vacant
positions. These adjustments will be formalized at the July 6t` budget meeting for final budget
approval for fiscal year 2008-2009.
As has been done the past several budget cycles, the Finance staff undertakes a full review of
how to improve the City's financial structure and condition. This analysis takes into
consideration tax and major revenue estimating and cost projections, plus staffing levels. The
numbers contained in this report represent a high level view of the City's proposed expenses and
financial condition. A summary of the proposed budget is attached as Exhibit I.
Revenue Trends:
The major source of funds required to pay for all of the services provided to the community
continue to be taxes. Major tax trends for the upcoming year are highlighted as follows:
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 3
Sales Tax:
Sales tax trends are not encouraging. As the years have gone by, sales tax, our largest tax
revenue generator, became an increasing and necessary source of revenue for San Rafael. The
economic downturn impacts the City's revenue base as we have seen multiple closures including
major car dealerships (Ford and Chevrolet), multiple store closings (Mervyn, Comp USA,
Yardbirds, Circuit City), and restaurant closings (Chili's). Projections for sales tax for fiscal year
2009-2010 is approximately $16.1 million, which is a 6.8 percent decline.
Property Tax:
The City's second largest tax generator is property tax. While we are not experiencing the depth
of property value declines as other areas of the state, we are not anticipating any increases either.
Accordingly, we are keeping property taxes flat. We estimate $13.5 million in property tax
revenues for fiscal year 2009-2010.
Transaction & Use Tax (Also known as Measure S):
The voter -approved transaction and use tax took effect in April of 2006. This tax is used to
maintain essential City services. Another tough budget season would be even worse without
Measure S revenues. We are estimating the transaction and use tax to be approximately $6.1
million for fiscal year 2009-2010. This estimate represents a 9.1 percent decrease in the tax due
to the economy.
As part of the oversight for this tax measure, the Measure S Committee will meet on June 2,
2009. The Committee will issue their report on July 6, 2009 as part of the City's budget
adoption.
Other notable revenues changes are presented below:
Paramedic Tax: In November of 2006, the citizens of San Rafael, CSA #13, CSA #19, and
Marinwood passed Measure P, which raised the tax rate cap to $85 per residential living
units and $0.11 per non-residential building square footage. To cover the proposed costs
in the Emergency Medical Services Fund for fiscal year 2009-10, we are proposing to
raise the rates to $81 per residential living unit and to $.1030 per non-residential building
square foot. We will bring to this action to the Council in the July 6, 2009 meeting. The
proposed rate includes staffmg reorganization in the Emergency Medical Services Fund.
Proposition 42 — Street and Road Improvement funds — Barring any State take-aways, we are
slated to receive $550,800 in fiscal year 2009-2010 in Proposition 42 funds. The State
has planned allocations for fiscal year 2008-2009 in the amount of $501,000 for which we
have received $390,000 as of May 28, 2009.
Fee increases — Based on the new Master Fee Schedule presented to the Council in January 2009,
fee adjustments for planning and building are slated to begin in July 2009. These
increases have been included in projections of development related revenues.
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 4
Expenditure Assumptions:
Several key elements have been included in building the "expense" side of the budget. The
following items are incorporated into the proposed appropriations for fiscal year 2009-2010:
➢ The Fire Association and Fire Chief Officers Units are under contract until June 30, 2011.
Their specific compensation package increases have been calculated into the salary and
fringe benefit totals of the Fire department's budget. All of the other bargaining unit's
contracts lapse on June 30, 2009 and negotiations are currently under way. No increases
have yet been included for these bargaining units. Management and mid -management
have agreed to no salary increase for fiscal year 2009-2010 and have agreed to a five
percent reduction (furlough) in fiscal year 2009-2010.
➢ No percentage increases for cost of living adjustments is included in the operating
expenses. The operating expenditures, for the most part, are held at the fiscal year 2007-
2008 levels. The only increases to operating expenditure are for known contract costs
like animal control with the Humane Society, the increased California State Court House
Construction fees paid to the County from the Parking Fund or other costs beyond our
control like fuel.
➢ Personnel Staffing Changes - Included with this report is a summary sheet identifying the
number of full time staff positions funded from fiscal years 2007-2008 through 2009-
2010 (Exhibit Il). A detailed description of the changes for fiscal years 2008-2009 and
2009-2010 is described later in the report under the City Manager's Budget Gap
Recommended Solutions under the Staff Losses section.
➢ Vehicle replacement — The Fleet Committee meets periodically to review the fleet
inventory and the policies used to maintain the City's fleet inventory. A fleet replacement
list for fiscal year 2009-2010 is attached (Exhibit III). We have incorporated the
$402,000 estimated cost in the Equipment Replacement Fund. As a cost saving measure,
all non -safety vehicles purchases are deferred for one year.
General Fund.•
After countless hours working with all the Departments and obtaining guidance from the City
Council for service priorities, the City's General Fund, which accounts for most of the major
services to our residents and businesses (such as police, fire suppression and prevention,
planning, building, library, parks, streets, engineering, traffic enforcement and management,
cultural programs) is projected to be approximately $58.4 million for fiscal year 2009-2010.
Approximately seventy-six percent, or $43.6 million of the appropriation, are for personnel costs.
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Pa e: 5
CITY OF SAN RAFAEL
FISCAL YEAR 2009-2010
BUDGET FIGURES
i m r i
Total Cily Budget
$81,671,270
Less: Capital and Special Pro'ect
2,190,870
Total Operating Budget
79,480,400
Less: Restricted Funds Gas Tax, etc.
23,486,460
General Fund Operating; Budget
55,993,940
Add: General Fund Program Support
2,369,720
Add: General Fund Projects
33,500
Total General Fund Appropriation
$58,397,160
The General Fund reserve is estimated to be 5.5% at the end of fiscal year 2008-2009. We are
estimating the reserves remain at $3.1 million for fiscal year 2009-2010, which remains 5.5% of
expenditures. This amount is still well below the 10 percent goal in our approved financial
policies.
Capital Projects:
Exhibit IV provides the recommended new capital projects for the 2009-2010 period. Consistent
levels of spending are provided for ADA, street, drainage, and traffic improvements.
A few key suggestions are worthy of comment and your consideration.
➢ The General Fund support for capital projects has been reduced due to other funding
sources available. The City has obtained Community Development Block Grant funds of
$300,000 for ADA curb ramp efforts.
➢ The General Fund has appropriated $100,000 for the planned (or unexpected) projects
necessary to maintain over 15 public buildings. The City continues to grossly under fund
routine improvements and upgrades to all buildings and parking lots. Replacements and
repairs include HVAC, carpets, roofs, exterior painting, etc.
➢ The City continually looks for and applies for grants and stimulus funding. Any funding
received from the economic stimulus package is highly restrictive in its use and it is usually
for new facilities and infrastructure. Any grant awards received will be brought to the
Council separately, as necessary.
BUDGET BALANCING RECOMMENDATIONS:
STEPS TAKEN OVER THIS PAST YEAR:
Dating back to early last year, the City has been struggling to keep our budget balanced. The
deepening recession, manifesting in local job losses, assessed valuation declines and retail
closures, has resulted in dramatic declines of both current and projected tax revenues.
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 6
Balancing the fiscal year 2008-09 last July required several steps to bring the General Fund into
balance. After deliberation, you took actions last June to put a balanced General Fund into place:
Major highlights from the Council direction include:
✓ Suspending (now deep freezing) six vacant positions for a total expenditure reduction of
approximately $635,400.
✓ Use of excess reserves from the Liability, Worker's Compensation and Vehicle
Equipment funds totaled $635,000.
✓ Restructuring of training and scheduling changes saved $252,000 in the Police
Department.
✓ The Library directed $105,000 of their Transaction Based Reimbursement (TBR) funds to
offset materials purchases.
At an October special meeting, the City Council heard of further erosion in our tax revenues
This was followed up in more detail by a January 271h meeting, whereby the rapid change in the
economy (both at the national and local level) was impacting our revenues in a big way. Staff
provided a full explanation of City services, grouped into three categories (those paid for with
general taxes, those supported by restricted resources, and support/administrative functions).
Each program area defined services provided, staffing levels, expenditures and revenues (if
applicable). We also took a three-year outlook into our financial future, which served as the
catalyst for determining how compensation issues would be addressed in upcoming negotiations
with several bargaining groups.
In addition, at that time the State had still not adopted a budget plan, drawing heightened
uncertainty about what it may take from local revenues. This session was sobering, given action
taken just a few months ago. By adjusting tax revenues and other estimates, we projected a $2.1
deficit in the middle of this year. Since less than half of our fiscal year remained to solve this
deficit situation, the City Council took a series of one-time and ongoing actions totaling $1.7
million. Highlights are as follows:
✓ Use of an additional $400,000 from gas taxes to pay for street maintenance operations.
✓ Suspending six additional vacant staff positions, saving $251,000 over the balance of the
year.
✓ Reducing funding for sidewalk improvements and fire equipment funding to the tune of
$347,000.
✓ Drawing down one-time reserves of $640,600, leaving the General Fund reserve at $3.1
million for cash flow/emergencies (5.5% of operating expenditures).
Over the past few months, other actions have been taken to help resolve our financial problems.
Noteworthy events are:
✓ Contracting out Fire Dispatching with the County's Communication Center, saving
$225,000 per annum when this service transitioned in March, 2009.
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 7
✓ Completed a comprehensive update to our master fee schedule. Rates for all
development related services took effect this spring; building and planning increases
begin July lst. At that time, fee estimates were expected to raise non -tax revenues by over
$450,000 per annum. (Of course, much of this was predicated on levels of building
permits and planning applications, which are in decline currently).
✓ Approved reorganization of the Information Technology and Public Works Engineering
Divisions, resulting in reduced staffing and over $200,000 in personnel savings.
✓ Completed one-year agreements with all unrepresented managers, mid -managers and
elected officials, resulting in a 5 percent salary reduction beginning July 2009; also added
health care plan cost limitations for new hire management employees.
✓ Adopted the Recession Action Plan and Economic Vitality Plan and directed staff to
implement an Employee Work Furlough Program for 2009-2010. The combined 5
percent reduction in pay for all managers and non -safety employees achieves about
$500,000 in cost reduction for fiscal year 2009-2010.
✓ Agreed to Resolutions for a severance package for employees subject to layoff and a
Voluntary Retirement Separation Program (VRSP) for eligible City employees.
✓ Ratified contracts with the City of Larkspur, whereby we are sharing in Battalion Chief
and Emergency Services resources in a cost effective way and expecting to be reimbursed
at least $30,000 annually for said work.
This listing of actions has been formidable, and involved keeping the community and employees
informed of these decisions. Unfortunately, these steps unto themselves have not resolved a
looming multi-million dollar deficit project for 2009-10 and beyond.
SERVICE PRIORITIZATION:
An April 29 special meeting of the City Council further detailed our financial challenges. A
large portion of this public meeting time was devoted to the City Council ranking service
prioritizations for those functions that receive general tax revenues. The results have been made
public at the May 4th and 18th meetings, and again are included as Attachment D. Your collective
feedback has been used to shape a series of additional recommendations from me as noted below.
BUDGET GAP RECOMMENDED SOLUTIONS:
The choices to solve our budget situation are extremely limited. Even after all the actions noted
above, the next choices involve reductions across many of our departments who provide
programs, responses and services to a wide segment of our community. I have worked closely
with the Department Directors to explore many decision options. We have used your recent
services prioritization tally to influence these recommendations. Given our circumstances, and
the true sense of urgency to resolve our current deficit, I am proposing the following service and
staffing reductions for 2009-10. I intend to not only capture the personnel reductions (and
associated cost savings), but to delineate the impacts to the various activities and programs which
are the direct result of these decisions.
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 8
aafflln iosses.
By way of background, staffing positions are presented as full-time equivalent employees (FTE's)
based on various workweek hours as negotiated in employee agreements. The totals by
department reflect a combination of full-time or permanent part-time positions which are entitled
to all or pro -rated benefits in accordance with the negotiated agreements for employees or
individuals who are under contract. A proposed Summary Personnel Authorization is included
as Exhibit II. These projected budgeted positions do not include temporary or seasonal
employees utilized for short-term or specific reasons during the year.
I am proposing the total City staffing level, projected for fiscal year 2009-2010, drop to 416.47
positions. This reduction in staffing represents an overall 5 percent decline when compared to
the current year. Fiscal year 2009-2010 will see a loss of 20.11 FTE's. This is addition to the 8.5
positions that were suspended or eliminated in this fiscal year dating back to last fall.
The 20.11 FTE reductions produces varied results across the organization. By far the greatest
reduction for 2009-2010 is in the Public Works Department, with a loss of 10 more positions, or
a drop of almost 13 percent in staffing when compared to the 2008-2009 year. Next in line is the
Library, who sees almost a 9% decline with the loss of 2.11 positions, followed by Community
Development, with a 7% reduction (2.0 FTE).
If you consider reorganizations and layoffs acted upon earlier this fiscal year, the overall staff
reductions when compared to 2007-08 levels is 28.61 positions. We have endeavored to make
many of these changes during the current year by not filling positions, utilizing internal
promotional opportunities, and offering options (via the VRSP) to encourage early retirements.
At the closing date of May 8`h, eighteen long term employees submitted a letter of request for me
to consider as a means of inducing long term budgetary (compensation) savings. I have reviewed
all of the applications, and approved 10 of the 18 requests. There remains additional due
diligence before these 10 acceptances are formally finalized, which should occur by mid - June.
Allow me to summarize how we have achieved this loss of 28.61 FTE positions.
DepartmentPosition
Vacancies and
Approved
Suspensions
Actions (3)
Community Development
3.00 1.00
0.00
0.00
4.00
Community Services
0.00 0.00
1.00
0.00
1.00
Fire
1.00 0.00
1.00
3.00
5.00
Library
1.11 0.00
1.00
(2.50)
(0.39)
Management Services
2.00 0.00
0.00
(1.00)
1.00
Police
5.00 0.00
0.00
0.00
5.00
Public Works
6.00 3.00
4.00
0.00
13.00
TOTALS
18.11 4.00
7.00
(0.50)
28.61
(1) - six (6) total layoffs,
net of upcoming reorganization of functions
(2) - ten (10) early retirements, net of under filling positions
(3) - actions previously taken by the City Council prior to 6-1-2009
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Paee: 9
As you can see from this data, the majority of new actions needed to balance the budget come
from voluntary actions. 25.11 of the position losses are the result of vacancies of a `voluntary'
nature. These would include memorializing vacancies that have occurred over the last year,
voluntary retirements, and open positions created through attrition (e.g. from promotions, people
moving on to other employment, etc.)
The prior approved City Council actions (netting .50 FTE's) included restructuring of
Information Technology, Emergency Services and Public Works management that reduce costs.
The San Rafael Sanitation District has added a full time District Manager, and was ratified by the
Agency Board in April. Three Fire dispatching positions are gone due to transfer of service to
the County Sheriff's office. The 2.50 positions added to the Library are not General Fund
related. They represent memorializing long-standing Literacy program jobs into appropriate
positions, and tied to the duration of the existing grants used to pay for these activities.
A total of six layoffs are proposed. This includes one planning position, three public works
positions, and two fire positions. The Fire Department is proposing reorganizing (discussed
below), in order to reassign portions of work within the Department and across the organization.
The six layoffs include one management and five non -management positions. These five
represented positions impact three separate bargaining units. City management has notified both
the employees and their representatives of these proposed actions prior to this meeting. We are
taking the proper and necessary steps to follow the `meet and confer' process in order to fulfill
our obligations as part of the layoff process. Gross annual budgetary savings due to these layoffs
is about $737,500, of which $660,500 is attributed to the General Fund operations. This net
savings for the 2009-10 fiscal year amounts to $550,400 after the severances are paid to the
employees being let go.
Annual cost savings for accepting ten early retirements totals about $1 million. The early
retirement of three fire engineering positions allows for filling these jobs with
firefighter/paramedics. This reduction is due to the Fire Associations' agreement to eliminate six
engineering positions, through attrition, as part of their current MOU, and consistent with Chief's
Gray's long term staffing plan. Eventually the City shifts from 24 to 30 paramedic positions over
the next few years. Because of this backfilling, a net of seven VRSP positions are presented in
the table above. The General Fund, (ten VRSP's less the cost of three paramedic positions) will
save $997,400 net in FY 2009-10, after taking into account the cost of the early retirement
program.
Position Elimination Resolution
I have included a separate Resolution seeking your approval to reduce staffing levels through the
Voluntary Retirement Separation Program, layoffs, and elimination of vacant positions. The
total changes to positions noted in Table A provided as part of the Resolution. With your
approval of this Resolution, staff will implement the position reductions into the budget and
complete the necessary steps to finalize the layoff and early retirement programs over the coming
few months. Staff also plans to use this information to assist with formal removal of these
positions, as appropriate, while meeting with the various unions as part of our current contract
negotiations.
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 10
SERVICE IMPACTS:
It is important to capture the reduction in services beyond just personnel cost savings and loss of
positions. I also want to elaborate on how reorganizations and restructuring occur in several
Departments as part of staffing reductions. To this end, allow me to describe what will unfold
over the next few months as we shrink down our resources in various Departments.
Community Services:
Community Services is defined in three separate ways. First, the Department operates and staffs
three separate community centers from which they provide programs, services and park and
recreation facility management. They serve as the caretaker and program provider of the Falkirk
Mansion and grounds. Lastly, and unique to San Rafael, Community Services operates
preschool and afterschool child care programs at nine school campuses, plus a facility in Albert
Park. Child care is self funded through fees (and small grants) paid by those who enroll children
in these programs. The centers and Falkirk offset many of their costs through rental rates and
user fees. An overall budget of about $6 million has a General Fund impact of only $1.44
million to oversee the Department and keep the facilities open. The Resolution presented
eliminates one mid -management position due to an early retirement, which has the following
service impacts:
L4 Art shows, public events and holiday celebrations at Falkirk Cultural Center will be
eliminated. There will be reduced public access to the mansion's grounds and galleries.
Falkirk will still be available for private rentals for weddings and other events.
Library:
The Library Department oversees a variety of programming and services at both the Downtown
and Pickleweed locations. In addition, they serve as the administrator of the Literacy program,
which has a grant based $800,000 operation directed toward improving reading abilities for all
adult age groups across Marin. Our main Library operates at 48 hours a week, and has been in
this pattern since the last budget downturn of several years ago. The General Fund budget
proposed is around $2.3 million. The Director has offered to utilize, once again, available
Transaction Based Reimbursement (TBR) funds to backfill additional cuts above and beyond
those noted, up to $100,000. The staffing declines by 2.11 FTE, one coming from an early
retirement and the balance from vacancies. $151,700 is the value of savings for the General
Fund budget. Service consequences consist of:
L+ Library patrons will experience longer lines when checking out library books or waiting
for reference service. Also, the Library will purchase fewer new library books, magazine
subscriptions, and databases. This will mean that:
o Book purchases will be limited to high -demand items — budget reduction is
$40,000.
o Reference book purchases will be curtailed by about 60 volumes per year.
o We will eliminate up to 60 magazine subscriptions.
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 11
o Premium databases including Reference USA (business information) and Global
Road Warrior (travel and country information) will be discontinued
Community Development:
Community Development has four primary programs: Current Planning, Long Range Planning,
Building and Fire Prevention and Code Enforcement. Long Range Planning is staffed by one
position, responsible for General Plan 2020 compliance and implementation, and entirely funded
by development related fees. Code Enforcement provides proactive efforts (hotel and apartment
inspection program) as well as enforcement of zoning and other code violations on a complaint
basis. Building and Fire Prevention are underway on the commercial life -safety inspection
program, as well as handling construction permit and plan checking. Community Development
staff has experienced declines in permit and planning applications, which they expect to continue
into next year. Recent fee updates will help recovery costs for these services. However,
declining activity will not be made up for in user fees for planning applications (but is likely to
capture full cost recovery in the Building functions). Community Development is losing two
staff positions in Code Enforcement due to vacancies. One was eliminated this year, one more
proposed for 2009-2010. Also, an unfilled Planning Technician position from 2008-2009 must
be removed from our approved staffing list. Funding will be eliminated for the hiring of
Planning interns which assist with counter coverage, public hearing noticing and research.
Lastly, layoffs will eliminate one additional Planning position and a part-time Fire Inspector.
Budget reductions noted total to $374,000. Service impacts tied to these changes for Community
Development are:
There will be a slower or an inability to respond to Code Enforcement complaints about
non -safety related issues such as illegal signs and banners, fences, trash or debris pickup
and overgrown vegetation.
Code Enforcement will complete fewer health and safety code compliance inspections
each year in apartments, as enforcement positions have been reduced.
Fewer Planning staff will be available for public assistance at the counter.
L+ Staff expects to return to the City Council shortly to seek approval to reduce the level of
discretionary review by Planning staff (by way of example — no longer processing second
story additions to single family homes as planning applications. Instead these
applications would move directly to the building permitting stage once basic code
compliance is verified).
L+ Staffing reductions necessitate completing fewer commercial fire compliance inspections
each year, as enforcement positions have been reduced.
The turnaround time to review and issue building permits may be extended due to loss of
staffing in divisions or departments which support these functions, such as Planning,
Public Works and Fire Prevention.
Recently, we were informed of the Code Enforcement Manager's resignation, which will happen
in June. Given the position losses noted above, and some Fire Department restructuring of
services noted below, I have asked Community Development Director Brown to take a fresh look
at current practices and how best to configure enforcement services into the future. Bob is to
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Paye: 12
work with the Fire Chief and other staff as needed to examine the various `enforcement'
functions the City provides, and see if these can be packaged together differently to create greater
efficiencies and save some additional dollars in our budget. They should have a recommendation
to me by the end of June. This work is not likely to be a part of our July 0h adopted budget.
Police:
The Police General Fund budget is the largest of any Department, if measured by staffing levels
and estimated budget appropriations ($20.2 million). To successfully provide our basic services,
the Police Department needs to maintain a base number of employees. Basic services begin with
our Officers who are on our Patrol Teams. The Officers on these Teams are responsible for the
field service that we provide 365 days a year, distributed into six beat assignments across San
Rafael. Basic services includes Records Clerks and Dispatchers who answer the phones, help
citizens at our office, process the reports, and provide all the required legal statistical & paper
documentations. It includes Evidence & Property clerks to receive, process, and document all of
our evidence. It includes a training unit that arranges, documents, and provides all of our state &
court required training to maintain our legal certification for our positions. It includes a small
number of Detectives to handle our very complicated & sensitive cases which also require a lot
of training and expertise (homicide, sexual assaults, child abuses, etc.). Finally, it includes a very
small number of clerical staff to manage the Department's administrative tasks required to
support a 24 hour a day & 7 days a week operation.
Proposed service reductions and staff positions have taken into account officer beats, specialty
assignments (mental health, school resource, patrol boat, etc.) as well as support service
functions. The 2009-2010 budget proposes to eliminate a vacant Business Manager position. In
addition, we will be suspending one vacant dispatching and three vacant officer positions for this
year only. These vacancies will be reexamined next spring, taking into account our basic police
service needs and budget situation. Lastly, we plan to not fill one expected office vacancy for six
months. This is triggered by attrition over the balance of 2009. Total Police Department budget
savings are $789,900. Service impacts to these staffing and cost reductions comprise:
L+ The loss of officer positions for one year will not allow `cover cars', or staffing above the
six beat areas (minimum shift), to be regularly assigned. Because of this decline in
officers, the community should expect slower response time to all calls for service.
All non-violent crime reports without a known suspect will only be accepted through the
department's internet crime reporting program or on a front counter report form.
L4 Officers will no longer respond to or document any private property non- injury accidents.
Citizen's can file a report on a front office accident counter report form. This situation
could be mitigated if a federal grant application is approved by the end of July and allows
for the hiring of non -sworn (civilian) staffing, who would take on these types on non-
emergency duties to assist officers in the field.
L+ Currently, there exist three sworn positions that are off work on long term illness or injury.
Until these situations are resolved, limited staffing is available during a portion of this
next year to handle various assignments. One example is delayed responses to school
related incidents, as we have only one dedicated officer currently working full time in the
middle and high schools.
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Paee:13
L4 Reduced traffic enforcement throughout the city limits. Motor officers will be reassigned
to fill slots in the basic service beats on an as needed basis.
' + There will be slower response times to incidents involving the mentally ill. To maintain
basics beat services, a reassignment of one mental health officer must be made back to
operations.
L4 Given all of the types of responses experienced each day, lower priority is given to non-
injury, non -DUI accidents.
Fire:
Due to the early retirement and layoffs proposed in the Fire Department, a restructuring and
reorganization of duties, coupled with some new positions, is proposed. Restructuring has been
begun well ahead of this budget cycle. Examples include paramedics being redeployed in all fire
stations, fire personnel taking on more ambulance transportation volumes, and cooperative
agreements between San Rafael and Larkspur to share Battalion Chief duties during emergencies.
Inclusive of the dispatch transition last March, the Fire Department will decline a net total of five
positions heading into next year. Three were Fire Dispatching functions, and we have a vacant
Administrative Analyst position vacant that will be eliminated. Two layoffs are planned, both at
the Administrative level. Recognizing some long-term needs, the Department is proposing to
establish an EMS Coordinator, paid solely out of Paramedic Fund revenues (no General Fund
cost). In addition, the Department plans to reconfigure a Training Officer function with a
qualified, certified instructor who can provide required course work to our staff and other
agencies as well. This function may manifest into another shared services opportunity.
Portions of the Fire Department budget are accounted for in other areas such as the EMS program
(supported by transportation billing and a special tax) and the Household Hazardous Waste
program. The General Fund portion is $14 million for next year. Accepting the early retirement
of three Fire Engineers' allows us to backfill with Firefighter/Paramedic positions after the first
of the year. When tallied, the staffing and reconfigurations reduce proposed expenditures by
$601,100. Service impacts to the Fire operations are:
' Our Open Space fire prevention vegetation management program will be reduced from
clearing 100 acres to 25 acres per year.
L+ The City's household hazardous waste program, located at the Marin Resource Recovery
Center, will have reduce operating hours (closing at 3 pm instead of 5 pm) and will no
longer be open on Saturdays for resident drop off of waste products.
L+ Results of the restructuring and elimination of various services is under way. We can not
quantify the actual results. Staff can state that all six stations will retain 24 hours, 3
person emergency response crews on duty each day. The Matrix study, examining fire
services with Marinwood, and other impacts related to staffing changes and layoffs, are
expected to be integrated into longer term solutions to enhance Fire service efficiency and
effectiveness, while being mindful of appropriate means to reduce expenses. Service
considerations in this restructuring take into account the lack of use of fire companies with
preventative loss control and a need to obtain some administrative management assistance.
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 14
Public Works:
The areas of City service in the Public Works Department include Engineering, Facility Repair,
Fleet Vehicles, Parks Maintenance, Sewers Maintenance, Street Maintenance, Traffic Operations
and development impact analysis. Some are paid out of special funds, such as the Sewer
Maintenance operations being 100% reimbursed by the San Rafael Sanitation District. Most of
the other operations are expenditures of the General Fund.
The Engineering Division has two components. Civil Engineering is responsible for the design,
construction management and inspection of all City Capital Improvement Projects. Traffic
Engineering coordinates and directs the operation and maintenance of San Rafael's traffic signal
and street lighting system, collects and analyzes traffic model data, and reviews private/public
project development traffic impacts and formulates mitigation strategies. Due to the projected
level of work in the coming year or two, I am recommending the reduction of three Engineering
positions (one layoff, one promotional vacancy and one vacancy), as well as the elimination of
the Public Works Inspector position (layoff).
The Park Maintenance personnel 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. Also maintained are 3 community centers, 10 neighborhood
parks, and 10 mini parks totaling 149 acres. This Division also provides landscape maintenance
of City -owned roadway medians (24 acres), roadsides (16 acres), and thousands of trees.
Staffing losses here include a total of three positions reducing this Division from 19 to 16 FTE's.
Two early retirements from line staff are being accepted under the VRSP, and one
Groundsworker vacancy is proposed to be eliminated.
The Street Maintenance Division is responsible for San Rafael's 176 miles of streets and 260
mile storm water system. Street Maintenance employees are responsible for asphalt repair,
replacing traffic signs and guardrails, temporary and permanent sidewalk hazard repairs, curb and
gutter repair and related tasks. Street Maintenance Division personnel sweep all city streets with
curbs and gutters with one mechanical sweeper. In the fall, the leaf vacuum machine is used to
supplement leaf pickup to avoid clogging the storm drain system. Street Maintenance Division
personnel maintain San Rafael's storm and flood control system, which consists of 101 miles of
storm drain pipes, 12 pump stations, 29 pumps, and 6 generators. Employees inspect and clean
over 3,600 catch basins annually and maintain the City's system of drainage ditches and
channels.
In this Division, a total of five positions are being eliminated for the coming year. Two of the
five come from early retirements, and the remaining three are existing vacancies at varying level
of the Division. This would bring a 2008 staffing level of 19 down to 14.
Lastly, I am recommending one additional reduction — a layoff of the Operations and
Maintenance Manager. Doing so still provides mid-level managers overseeing the Parks and
Streets Division. By far, Public Works will see the greatest decline in the staffing of any
Department. Reduction of 10 positions heading into fiscal year 2009-2010 drops the City's
projected General Fund expenditures by almost $1.4 million. Some of the key service impacts
include:
1+ Parks crews will maintain our parks and median landscape areas less frequently. This will
mean weeds will be visible longer than we currently allow, and debris will not be removed
as quickly.
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 15
In Streets, routine preventative and response based services, such as painting red curbs,
crack sealing and filling potholes, will occur less frequently. Priority will be given to the
most critical needs in order to maintain high safety standards for pedestrians, cyclists and
motor vehicles.
L4 The City will no longer remove graffiti on private property. There will be a slower
response to graffiti removal on public property as there will no longer be a dedicated staff
person for graffiti removal.
We will have less engineering staff which will slow down permit approvals including the
following:
o For all new commercial and residential developments, staff will require an
additional five working days, above the existing ten days, to review and submit
Public Works conditions before the application can go to the Planning
Commission.
o For all work within the public right-of-way by utility companies or private
property owners (such as driveway approaches, sidewalks, drainage, walls and
fences), Public Works will require an additional three working days, above the
present three days, to process the applications and issue an encroachment permit.
' Special administrative projects will happen much less frequently. We have now
eliminated two management positions out of Public Works in less than one year. Work
with other agencies (TAM, SMART, etc), will be slowed. The ensuing months will
require Engineering Services to set priorities for various projects, both within and outside
our City borders. Grant seeking opportunities will be scaled back significantly.
Other Impacts to Services:
13 DAYS OF FACILITY CLOSURES. City facilities will be closed for 13 days to implement a
furlough. Effective July 2009 -June 2010, facility closures will be on the 2nd Monday of each
month, plus December 28, 2009. Police, Fire, Childcare and Parking Services will remain in
operation on these days. Examples of services not available on furlough days include:
Planning
• Building and Fire Plans & Inspection
• Business License
• Code Enforcement
Streets Maintenance
• Parks Maintenance
• Engineering
Economic Development
• Finance, Legal, Human Resources, and all other administrative functions
Communication and Outreach:
Over these past months, many meetings have been held to provide members of the public
information on our budget and services, as well as hear from residents and business about their
needs and concerns. Our San Rafael Connects Teams have been out in the community, along
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 16
with Departments who have been requested to meet our folks. Attachment `A' summarized the
Connects events and community meetings over the first half of 2009.
We are also please to provide two reports as part of this budget presentation. Our first progress
report on our Recession Action Plan is provided as Attachment `B'. You can see that in these
last three months we have moved many work strategies from a progress status to action and
implementation. Also, Attachment `C' captures work to date on the Economic Vitality Plan for
2009. Steps are being taken to spur action that can lead to retailing, job increases and a host of
other important economic revitalization. This work is somewhat tough to measure, but we
remain focused on expanding our economic and tax base over the rest of this year.
FISCAL IMPACT:
Staff has been working with the City Council to bring a balanced budget to you on July e for
formal action. The City has estimated total appropriations in excess of $81.6 million for fiscal
year 2009-2010, which includes the capital projects amounts. At this juncture, and absent the
State formally pulling the Proposition IA loan triggers, we are able to provide a balanced budget
utilizing projected revenues as estimated through the end of May. Concessions through the
collective bargaining process will decrease further use of reserves or the severity of future
staffing cuts and service reduction actions.
If you support the recommendations, we need you to accept this report and approved the related
Resolution. Highlights of these actions include:
1. Deferring the replacement of all non -emergency fleet replacement, and moving
the life cycle of each of our vehicles out one year. This allows us to not
contribute to the vehicle replacement Fund for next year, saving $754,000 in the
General Fund.
2. Adopt the attached Resolution, authorizing the City Manager to implement six
(6) employee layoffs, producing personnel cost savings of $550,400.
3. Accept ten Voluntary Separation Retirement Program requests, which we
estimate to save $997,400, subject to final completion of the program
implementation requirements.
4. Elimination of a series of vacant positions permanently from the budget, totaling
$1.3 million for next year.
5. Suspending the recruitments for one year of three police officers and one
dispatching position, producing one time savings of $583,300.
6. Implementing a 13 day employee furlough program, coupled with a 5% salary
reduction for non -safety employees, providing an estimated budget savings of
$500,000.
7. Reset our projected (and required) Liability and Workers Compensation reserves,
providing one time General Fund relief of $500,000.
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Paee: 17
ACTION REQUIRED:
Staff recommends Council direct staff to bring the 2009-2010 City budget back for adoption on
July 6, 2009. Specific actions needed are:
1. Accept or make modifications to the recommendations, which would result in a change in
the total recommended budget
2. Accept or make modifications to the Fleet Equipment and Capital Projects listing and
required funding as listed on Exhibit III and Exhibit IV, respectively.
3. Adopt the Resolution approving staff reductions
ATTACHMENTS
W AManagement Services- WorkFile\Finance- WorkFile\Council Material\Staff Reports\2009\City\09-10 city budget preview.doc
RESOLUTION
A RESOLUTION OF THE CITY COUNCIL APPROVING STAFFING REDUCTIONS THROUGH
THE ELIMINATION OF VACANT POSITIONS, LAYOFFS AND EARLY RETIREMENTS TO
BALANCE THE FISCAL YEAR 2009-2010 BUDGET, AND AUTHORIZING THE CITY
MANAGER TO IMPLEMENT SAID STAFFING REDUCTIONS
WHEREAS, it is determined that, due to national, state, and local economic conditions, the
City of San Rafael ("City") is faced with decisions regarding employee layoffs and staffing
reductions; and
WHEREAS, the City has been working to reduce costs, enhance revenues and take other
actions such as regionalizing services in order to maintain a current balanced budget for fiscal
year 2008-2009, and
WHEREAS, the loss of retail business, rising unemployment, high vacancy office rates,
reductions in local tourism, a credit lending crisis, huge stock market declines, State of California
budget fiasco and falling housing prices are but some of the major factors influencing steep
declines in local tax revenues, and requiring a realignment of services and expenditures to make
sure the City 'lives within its means'. These events are putting extraordinary pressure on
establishing and maintaining balanced budgets for the coming and future years, and
WHEREAS, the City Council and staff have spend the last few months presenting to the
community a projected General Fund budget deficit in excess of $3 million, and have been
examining many alternatives to close this gap; and
WHEREAS, the City Council has established a series of principles for making budget
balancing decisions, which are codified in a Recession Action Plan approved by this City Council
on March 16, 2009; and
WHEREAS, in order to address the inevitable downsizing of staff positions and related
services in an appropriate and compassion way, the City Council approved a severance package
to employees laid off from regular, budgeted positions, which includes transition compensation for
those subject to a layoff from City employment, and
WHEREAS, in order to further reduce organizational staffing without invoking layoffs, the
City Council adopted a Voluntary Retirement Separation Plan, intending to incentivize early
retirements from qualified employees while achieving real and significant personnel cost savings
in the City budget, and
WHEREAS, even with all of the voluntary programs in place, the City will be required to
invoke layoffs as provided for in various Memorandums of Understanding and other personnel
procedures, in order to address our budget deficit for fiscal year 2009-2010; and
WHEREAS, the City Council has considered many alternatives to solving the budget
situation, and recognizes staffing reductions occurring in many different ways will have a profound
and lasting impact on the services being provide to San Rafael residents, businesses and visitors
beginning fiscal year 2009-10 and well into the future, and
WHEREAS, the City now wishes to formalize the reductions in workforce in order to be
able to adopt a timely and balanced citywide budget for fiscal year 2009-2010.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF SAN RAFAEL DOES RESOLVE,
DETERMINE AND ORDER AS FOLLOWS:
1. The City Council authorizes the staffing position reductions as presented on Table
'A', included and made part of this Resolution, and
2. The City Council authorizes the City Manager and his designees to take the
necessary steps and actions to complete the positions reductions noted in Table 'A'.
I, Esther C. Beirne, Clerk of the City of San Rafael, hereby certify that the foregoing Resolution
was duly and regularly introduced and adopted at a regular meeting of the City Council of the City
of San Rafael, held on Monday, the 1 st of June, 2009, by the following vote, to wit:
AYES: Councilmembers:
NOES: Councilmembers:
ABSENT: Councilmembers:
Esther C. Beirne, City Clerk
Table A
J/LO/LV VJ
City of San Rafael
Staffing Reduction List for June 1, 2009 City Council Action
to Job Title Department FTE Reason for Vacancy ' Bargaining Unit
HR System
POs.
Suspended Positions for FY 2009-10
Suspended for FY
3117-040 Police Officer Police 1.00 09-10 POA
Suspended for FY
3117-048 Police Officer Police 1.00 09-10 POA
Suspended for FY
3117-010 Police Officer Police 1.00 09-10 POA
Police Communications Suspended for FY
3114-021 S ecialist Police 1.00 09-10 POA
Sus ended ositions subtotal (4.00)
Vacant Position
Eliminations
beginning 7-1-09
—
Community
n/a
Plannin Technician
Develo ment
1.00
Vacanc
SEIU
Community
3316-003
Fire Ins ector 1/II
Develo ment
1.00
Vacanc
SEIU
Code Enforcement
Community
1607-003
Officer
Develo ment
1.00
VacancySEIU
SEIU
3304-003
in. Anal st
Fire
1.00
Vacanc
SEIU
5518-001
Libra Aide
Libra
0.53
Vacancv
SEIU
5116-004
Librarian 1/II
Libra
0.58
Vacanc
Network Support
Mgmt
SEIU
1422-003
Technician
Services/Admin.
1.00
Vacanc
Admin. Asst. to City
Mgmt
SEIU
1302-001
Clerk
Services/Admin.
1.00
Vacanc
Police Business
Police
1.00
Vacanc
Local 1
1303-001
Maria er
4415-001
Street Maintenance
Worker III
Public Works
1.00
Vacanc
SEIU
Street Maintenance
Public Works
1.00
Vacanc
SEIU
4405-001
Supervisor
Street Maintenance
Public Works
1.00
Vacanc
SEIU
4405-002
Supervisor
Senior Associate
Public Works
1.00
Vacanc
WCE —
1608-002
En ineer
4412-001
Park Maintenance
Worker 1/II
Public Works
1.00
Vacanc
SEIU
_TBD
En ineer --
Public Works
1.00
Vacanc
WCE
---
Vacant Positions
subtotal
(14.11)
Page 1 of 2
Page 2 of 2
28/2005
Citof San Rafael
Table A
Staffing Reduction—List-for June 1, 2009 City Council Action
HR System
Pos. No. Job Title Department FTE
Voluntary Retirement Separation Program (VSRP)
Reason for Vacancy
Bargaining Unit
Cultural Affairs
Community
—
5100-001
TBD
Su ervisor
Firefi hter/Paramedic_
Services
Fire
1.00
VRSP
Mid-Mana ement
TBD
Firefi hter/Paramedic
Fire
1.00
1.00
VRSP backfill
VRSP backfill
SRFA
TBD
Firefi hter/Paramedic_
Fire
1.00
VRSP backfill
SRFA
SRFA
3310-021
Fire En ineer
Fire
1.00
VRSP
SRFA
3310-012
Fire Engineer
Fire
1.00
VRSP
SRFA
3310-013
Fire En ineer
Fire
1.00
VRSP
SRFA
3317-001
Admin. Chief Officer
Fire
1.00
VRSP
Fire COA
5115-003
Sr. Library Asst.
Libra
1.00
VRSP
_
SEIU
Supervising Street
4429-002
Maintenance Worker
Public Works
1.00
VRSP
SEIU
Street Maintenance
—
4415-002
Worker III —
Public Works
1.00
VRSP
SEIU
Park Maintenance
4413-001
Worker III
Public Works
1.00
VRSP
SEIU
Park and Graffiti
4416-001
Worker
Public Works
1.00
VRSP
SEIU
—
Early Retirement Positions Losses
(7.00)
Page 2 of 2
Attachment 'A'
BUDGET OUTREACH
SAN RAFAEL CONNECTS AND OTHER COMMUNITY MEETINGS
JAN -MAY 2009
Fairhills HOA Jan. 27 Frank Smart Sgt. Jonathan Bean
Ofcr. Dennis Prince
Gerstle Park HOA Jan. 29 Brigette Waterbury Cpl. Kevin
MacDougall
Ofcr. Chris Duncan
Sun Valley HOA
Feb. 9
Kelli Celli
Chief Odetto
Cpl. Raul Aguilar
Mira Flores Nei hborhood Watch
Feb. 18
Vega Pao
Ofcr. Dennis Prince
Chamber of Commerce Leadership
March 5
Executive Director
Capt. Mike Keller
Cpl. Lisa Holton
Contempo Marin HOA
April 7
Dick Heine
Mindy Nguyen
Richard Landis
Jim Lydon
San Rafael Rotary
Aril 13
Brian Powell
Ken Nordhoff
Santa Margarita NOA
Aril 15
Carolyn Lenert
Ofcr. Carl Huber
Family Services Agency
Aril 21
Chris Grogan
Jim Schutz
Family Services Agency of Marin
April 22
Chris Grogan
DPU Officer Ryan
Coghill
DPU Officer Allan
Castaneda
San Rafael Rotary
May 12
Frank Benaderet
Dispatcher Anndora
Lee
Glenwood Homeowners HOA
May 12
Sandra Sellinger
Chief Odetto
Lt. Dan Fink
-Sgt. Mike Vergara
Lincoln -San Rafael Hill HOA
May 13
Jerry Balletto
Lt. Dan Fink
Sgt. Mike Vergara
Mission San Rafael Rotary
May 14
Dottie Ioakimedes
Ken Nordhoff
inican HOA
May 20
Sally Miller
S . Mike Vergara
Linda & Santa Margarita
t
May 20
Greg Knell
Ken Nordhoff
SMNA)
Monte Area Residents Assn
May 30
Jackie Schmidt
Sgt. Mike Vergara
Officer Ryan DeMarta
San Rafael Federation
June 17
Patrick Murphy
Lt. Dan Fink
Redevelopment CAC — budget
monthly
Nancy Mackie
update
Park and Recreation Commission —
monthly
Carlene McCart
budget update
Business Issues Committee —budget
monthly
Ken Nordhoff
update
Nancy Mackie
Attachment 'B'
SAN RAFAEL
RECESSION ACTION PLAN
ACTIONS TAKEN MARCH -MAY 2009
Below is the first in a series of reports, defining progress on our Recesssion Action
Plan. As a reminder, the Principles for Budget Recovery are included, along with
short summary of actions to date through May 2009.
Principles for Budget Recovery
To meet our financial challenges, the City is taking steps that will keep our budget
balanced and in line with the City Council's goals and priorities. Budget actions will
also be guided by a series of long-standing financial management policies. The Council
has identified the following guidelines as we respond to the recession:
.Collaborate with neighboring governmental agencies to consolidate or regionalize
services to leverage resources and improve efficiency
. Reduce services, where necessary, after identifying the impacts and weighing the
reduction against other options
• Reject new services or projects if reduced staffing levels cannot manage the
workload
*Continually assess and improve efficiency in the delivery of services
*Manage the size and compensation of the workforce to best deliver services given
our current and anticipated financial realities
*Provide a responsible level of transition assistance to city employees who have
lost their jobs
.Seek additional revenues from all sources to meet the community's expectations
of a high level of service
• implementing an tconomic vuway
Plan focusing on local business
retention, expansion and attraction as
well as job development
• Pursuing Federal Stimulus actions
and other grants that can provide one
time resources for projects and
service needs
Commenced implementation of Economic
Vitality Plan (see separate report)
Secured $2 million to date in Federal
Stimulus grants for one time resources for
projects and service needs. Pursuing
additional stimulus funds
• Continuing to suspend hiring of Suspended hiring of 14 vacant positions over
positions whenever possible the 2008-09 fiscal year
• Offering early retirement packages Created Voluntary Retirement Separation
through incentives Program - 18 employees applied and 10
Letters of Intent have been accepted
Recession Action Plan — May 2009 Progress Report Page 2
• Offering employees the opportunity
to voluntarily reduce their work hours
• Reducing the workforce by laying off
employees through strategic planning
• Working with employees to develop
a furlough plan that includes a pay
reduction and time off by closing City
Hall and other non-public safety
facilities on certain days
Several employees have requested time off—
may save up to $30,000 in the budget
Recommending layoffs of six classifications
for City Council approval on June 15`
Furlough plan details being negotiated with
bargaining units; implementation days noted
in staff report and includes 5% salary
reduction for non -safety employees
• Meeting with employee unions to Contract negotiations in progress - will have
control costs by analyzing more details to report when negotiations
compensation levels, including completed
possible reductions in salaries or
benefits
• Considering alternative work Staff has investigated alternative schedules
schedules in order to save costs in other agencies - more work to be done;
part of bargaining negotiation process
Maximizing opportunities to recover Established transportation billing.
costs, such as changes in our
paramedic transport service
• Continuing to explore collaboration Approved OES services agreement with City
opportunities with other public of Larkspur; working with Matrix and
agencies to maximize efficiency Marinwood CSD to determine if fire
operations can be restructured to improve
service and save both agencies expenses.
Attachment 'C'
City of San Rafael
Economic Vitality Workplan
Progress Report March -May 2009
I. NEW DEVELOPMENT
a) West Francisco Boulevard (WFB). New VW It Audi facility approved by the Planning
Commission on November 13, 2007. Applicant is
currently seeking financing for the facility
construction; staff will work with applicant if permit
extensions become necessary.
b) East Francisco Boulevard (EFB). Infiniti dealership opened in its new location and
Marin BMW Motorcycles relocated to remodeled site.
Talking to brokers and interested buyers for the
former Chrysler property, which has been placed on
the market.
c1 Shoreline Center Completion. EIR is underway.
Center.
Reuse
Street
II. REUSE, RE -TENANTING AND REHABILITATION
C)
alb
e) General
EV Plan
Staff met with the property manager to discuss
interim uses in the Center.
Legal review underway to consider extending the
timing of construction of the final building, given
market conditions and high office vacancies.
PGBE reports additional soil testing to take place
summer 2009.
some of the remnant
is close to
Retail vacancy tracking expanded beyond Downtown
to other commercial areas. Fielding calls from
brokers and potential lessees. Information handouts
for 4 major sites are under preparation in
coordination with Community Development and the
Traffic Division of Public Works.
Tenant improvements underway, most significantly
B.Is Restaurant It Brewhouse and H & M.
Lease negotiations between MHM and property
owner is close to completion and then applicants
are expected to apply for building permit.
No activity in this period in Economic Development.
Page 1
111. SUSTAINABILITY MEASURES
a)
Green Businesses.
Economic Report includes research on green
Rafael Film Center.
business opportunities.
b)
Climate Change Action Plan Implementation.
No activity in this period in Economic Development
b)
Business Improvement District (BID) Strategy.
beyond research on Green Businesses. BERST
c)
Medway/Canal Grand Opening Event.
underway countywide for energy efficiency
d)
Public Arts Installation Program.
measures with Community Development staff.
c)
SMART.
Investigating the issues on Andersen Drive crossing.
d)
Energy Efficient Decorative Lights.
Sample lights installed and new lights have been
e)
Real Property Management.
selected. Tree trimming £t installation to take
e)
"Marin Rocks" Opening Event.
place in the Fall, the best season for trimming.
e)
Pedestrian and Bicycle Improvements and
No activity in this period in Economic
Linkages.
Development.
f)
"Greening" of Community Events.
No activity in this period.
IV. PROMOTIONS AND EVENTS
a)
10 Anniversary of the re -opening of the Smith
Street closure will be requested for approval on June
Rafael Film Center.
1' for a June 21'` outdoor movie.
b)
West End Village Event.
Street closure approved for July 19, 2009 street
b)
Business Improvement District (BID) Strategy.
festival.
c)
Medway/Canal Grand Opening Event.
No activity in this period for the opening event.
d)
Public Arts Installation Program.
Temporary art exhibit installed in Rafael Town
d)
Emergency Preparedness/Business Recovery
Center vacant retail window space.
Plan.
New temporary public art installed in plaza and
e)
Real Property Management.
other civic locations.
e)
"Marin Rocks" Opening Event.
Opening date has not been established yet.
V. FISCAL STRATEGIES
a)
Redevelopment Bonds.
Agency's bond rating reaffirmed by SFtP and Fitch.
Completed reporting required by AB 1389. No
Agency contribution to ERAF required.
b)
Business Improvement District (BID) Strategy.
Additional analysis underway for a larger BID budget
development.
c)
Financial Resource Development.
Additional funds from ARRA have been secured.
d)
Emergency Preparedness/Business Recovery
Get Ready for Business was held in April.
Plan.
e)
Real Property Management.
Pursuing possible acquisition of 1309 Fifth Avenue.
Legal analysis for disposal of Joseph Court Fire
Station has been requested.
Additional environmental testing of 519 Fourth
Street to occur in June.
EV Plan Page 2
VI. COMMUNICA'
a) Communicati
C)
EV Plan
IN, EDUCATION Et OUTREACH
to the Community.
Participating in meetings with Chamber, BID and San
Rafael Connects.
Contact made with owners/managers of former
Yardbirds sites and former GM/Chevrolet. ^^^n .rN
"Coffee and Codes" meeting neia may «,
staff from EDD, Planning and Building in attendance.
Page 3
Attachment D
CITY OF SAN RAFAEL
CITY COUNCIL SERVICES PRIORITIZATIONS - TALLY RESULTS
FISCAL YEAR 2009-2010 AND BEYOND
budget prioritization cc tally 5-4.xis
CC prioritization summary 5/28/2009 Page 1
Highest
Mid Level
Lesser Priority
Priority -
Priority -
willing to
Dept.
Program
ServicesL
Consequences
Service Level
may consider
to remain
service
reduce
iii..
reduction
services
PD
Operations
.-
six assigned police patrol beats
Minimum staffing levels are required to maintain six patrol
responsible for basic Police
beats; reductions would require pulling staff from specialty
services to the community
assignments (listed below) and use of overtime as needed to
5.00
0.00
0.00
sustain basic police services
PD
Community Policing
community policing program
Reduction in public meeting presentations, neighborhood beat
implementation, coordination and
projects and cross departmental coordination related to
oversight
systemic policing issues in neighborhoods and business areas
4.00
1.00
0.00
PD
Traffic
traffic enforcement, accident
Reduces enforcement periods through the City and has
investigation; traffic grant
related revenue impact if fewer violations are issued
2.00
3.00
0.00
implementation and oversight
PD
Park Ranger/Marine
enhanced enforcement of our
A major decrease in our ability to patrol all open space, city
open space, parks and
parks, and the waterways. No Police participation in the
waterways
clearing of encampments or assisting fire department with
vegetation management. No regular marine patrol and/or
1.00
4.00
0.00
ability to assist boaters in the San Rafael Canal or our local
marinas.
PD
Directed Patrol
drug, gang and prostitution
Vastly decrease the department's ability to work on gangs,
intervention and suppression
vice and narcotics.
500 '
0.00
0.00
PD
Mental Health
focused policing efforts on
No effective coordinated approach in dealing with our local
mentally ill; includes coordination
homeless. Loss of our established working relationships with
with County Healthcare providers
city and county service agencies, the courts, district attorney
and public defender. No further participation in a number of
city and county committees and boards. Patrol teams would
4:50
0.50
0.00
see a major increase in the number of calls for service of
subjects with mental issues and crimes committed by the
mentally ill.
PD
COPE
coordination with Sheriffs office
City would see a major degradation in our contact and
to verify parolee compliance
relationship with the Sherriffs office, Marin County probation
departments, and the Marin Crimes Task Force; would result
in fewer San Rafael probationers being checked and
3.00
2.00
0.00
monitored, resulting in the probationers causing more crimes.
This would also result in more of a work load for our patrol
teams.
budget prioritization cc tally 5-4.xis
CC prioritization summary 5/28/2009 Page 1
Attachment D
e y
e
•
®-
•
Highest
Mid Level
Lesser Priority
Priority -
Priority -
willing to
Dept.
Program
Services
Consequences
Service Level
may consider
reduce
to remain
service
unchan ed
reduction
services
PD
Major Crimes Task
consider rejoining reworked
MCTF and Sherriff have reworked program, reduced three
Force
Major Crimes Task Force
positions, and now allow cities to either pay a share of
(MCTF); which targets mid-level
program, or assign an officer to MCTF. Rejoining task force
2.00
0.00
3.00
narcotics problems across Marin
would require additional staffing dedicated to this purpose;
County
cost of rejoining would increase City's budget gap.
PD
Criminal
investigations and resolutions on
Require us to raise our investigative thresholds (cases would
Investigations
major crimes
only be investigated if the loss were a higher dollar amount,
2.00
3.00
0.00
known suspect, etc.). Increase in the amount of time to
complete an investigation.
PD
School resource
proactive involvement in local
Patrol teams having to respond to our local schools after
officers
middle and high school
criminal incidents occur rather than the criminal incidents
campuses - youth focus
being suppressed due to an Officer being on the school
0.50
2.50
2.00
campus. An increase in crime which would require more of
the patrol teams time to deal with the incidents. Loss of our
close workinq relationship with the schools staff.
PD
Support Services
Dispatching and records
Any further reduction beyond our current filled level would
management; training, youth
require the PD to reduce our staffing during certain hours to
services, investigations
help us cover 48 weeks of planned yearly vacations. Less
phone coverage for our front office Records Clerks. Lower
0.00
5.00
0.00
staffing would result in citizen's having to wait longer on 911
and non -emergency phone calls before being answered.
PD
Support Services
Regulatory Officer services
A lack of any documenting, permitting, and monitoring of
massage practitioners, massage establishment operators and
1.00
3.00
1.00
street vendors. Require an Officer to spend more time
investi atin com taints.
PD
Support Services
Evidence checking and
Substantial reduction in our ability to keep up with the constant
management
demand of evidence intake, maintenance, and purging. It
would take longer to have evidence sent out to labs for
analysis. Officers would have a longer wait time to check out
evidence for court appearances; an increase in the amount of
1.00
3.00
1.00
storage space required to keep the property and evidence that
we can not process in a timely manner; potentially result in our
need to buy another storage container for our rear parking lot;
public would see longer waiting times to schedule and receive
their property.
budget prioritization cc tally 5-4.xls
CC prioritization summary 5/28/2009 Page 2
Attachment D
budget prioritization cc tally 5-4.xls
CC prioritization summary 5/28/2009 Page 3
a ®
a
e
®
a
Highest
Mid Level
Lesser Priority
Priority -
Priority -
willing to
Dept.
Program
Services
Consequences
Service Level
may consider
reduce
to remain
service
services
unchan ed
reduction
MS
Emergency Services
CERT/Get Ready trainings; staff
Major reduction of emergency preparedness at the community
"
preparedness; EOC oversight;
and staff level
Federal and State emergency
services compliance; cross
2A0
3.00
0.00
departmental oversight and
coordination for emergency
preparedness
FIR
Engine Company
operating six fire stations within
CSA #19 agreement should remain in place, subject to
Services
San Rafael
negotiation regarding Station #7 and the County's EOF. City
to act on one year extension of Marinwood agreement on May
200
2.00
1.00
4th; reductions could include rotating closure of fire stations.
FIR
Training and Safety
training programs for Fire
Would compromise readiness and certifications for our front
3.00
2-00
0.00
personnel
line fire personnel
FIR
Wildland Urban
public and private party
Loss of this funding would reduce doing our share of open
Interface
compliance with vegetation
space and City land WUI compliance.
3.00
2.00 `-
0.00
management program and WUI
LIB
Adult Services and
provides reference and reader
Purchase bestseller and high -demand items only, cutting back
Outreach
services to teens and adults;
on all other book purchases. Reduce database subscriptions,
coordinates our electronic
some reference standing orders, and magazine subscriptions,
services; provides outreach, with
with the overall result of less information and material
1.00
4.00
0.00
the help of volunteers, to those
available to residents.
who can't get to our Library
LIB
Children's Services
provides reference and reader
Keep open position open. Results in fewer staff available for
services to children, their parents
public service, story times, and school visits.
and caregivers; works with
3.00
2:00`'
0.00
schools; provides a Summer
Reading Program
LIB
Circulation
checks materials out and back in;
Keep open position open. Reassign existing staff from
collects fines and fees; searches
Technical Services. Some decrease in ability to handle
for requested items and
increasing workload.
1.00
4.00
0.00
coordinate delivery; works with
the public; reshelves materials
budget prioritization cc tally 5-4.xls
CC prioritization summary 5/28/2009 Page 3
Attachment D
budget prioritization cc tally 5-4.xls
CC prioritization summary 5/28/2009 Page 4
4 ®
s
e
a
Highest
Mid Level
Lesser Priority
Priority -
Priority -
willing to
Dept.
Program
Services
Consequences
Service Level
may consider
to remain
service
reduce
unchan ed
reduction
services
LIB
Pickleweed Branch •
serves Canal community with
Purchase fewer materials.
materials in a variety of
languages; programs computer
3.00
1.00
1.00
lab
LIB r
Technical Services
orders, catalogs and processes
Staff from Technical Services may be redeployed into
new materials; interlibrary loan
Circulation as needed.
requests; bibliographic database
0.00
3.00
1.00
responsibility
CS
Adult Programming
scheduling, oversight and
elimination of adult programming; probable loss of revenue.
delivery of a variety of programs
2.00
3.00
0.00
eared to adults
CS
Falkirk Cultural
art and cultural programs and
eliminate programs, events, reduce public access.
Center
events; gallery management,
3.00
0.00
2.00
facility management
CM
Volunteer Program
Coordination of citywide
No central point of fostering and utilizing volunteers would
volunteer efforts
exist in the City - likely the number and hours of volunteers
would decline; including volunteer coordination on the CLAP.
4.00 ,
1.00
0.00
PW
Engineering
planning, design, budgeting and
delayed response to engineering work for projects underway
construction management for
or on the drawing board. New projects would have to be
capital projects in public right of
prioritized, subject to funding timelines or other resource
3.00
2.00
0.00
way; management of GIS
restrictions.
application system
PW
Garage
vehicle and mobile equipment
inability to timely service 150 plus fleet vehicles; delays in
maintenance for all City fleet
completing emergency response vehicle repair
3.00
2.00
0.00
exce t Fire).
PW
Park Maintenance
park and grounds maintenance
reduction in frequency of services to parks and other green
at City parks, community centers,
space areas
City Hall and other facilities;
median maintenance; City event
0.00
4.00
1.00
support and street tree
res onsibili
PW
Traffic Operations
traffic signal system maintenance
delays in responding to citizen traffic requests (via the Traffic
and repair; speed surveying,
Coordinating Committee); inability to continue seeking grant
traffic modeling for General Plan
based projects; deferral of signal maintenance and traffic
5.00
0.00
0.00
compliance and as warranted by
operations needs
development applications
budget prioritization cc tally 5-4.xls
CC prioritization summary 5/28/2009 Page 4
Attachment D
budget prioritization cc tally 54.xls
CC prioritization summary 5/28/2009 Page 5
BERM
e
s
Highest
Mid Level
Lesser Priority
Priority -
Priority -
^ filling to
Dept.
Program
Services
Consequences
Service Level
may consider
to remain
service
reduce
unchan ed
reduction
services
PW
Storm Water
street maintenance crews
reduction of maintenance on City storm pipes, pump stations,
Maintenance
inspect and maintain all drainage
catch basins, pumps and generators
facilities (pump stations, inlets,
5.00
0.00
0.00
channels, etc.
PW
Street Maintenance
sidewalk, curb and gutter, street
reduction in ability to handle daily street maintenance
repair; includes signs and
responsibilities (painting, striping, pot hole repair, etc.)
3.00
2.00
0.00
painting in City right of way
CD
Building and Fire
construction and fire code
delays for inspection and permitting services to the public.
Prevention
compliance, inspection and plan
3.00
iIbo
0.00
review
CD
Current Planning
processing zoning and
delays for planning approvals and processing services to the
subdivision permit applications;
public.
public information provided on
2.50
2 50
0.00
land use regulations
CD
Code Enforcement
conformance with City's housing,
Fees approved on 1/20/09 are tied to housing inspection
public nuisance, health and
program; cuts would delay response for health and safety,
safe and zoning codes and
safety, g
public nuisance and zoning violations
3.00
2.00
0.00
regulations
budget prioritization cc tally 54.xls
CC prioritization summary 5/28/2009 Page 5
EXHIBIT I
CITY OF SAN RAFAEL
001 General Fund $55,699,078 $81,500 $55,780,578 $2,556,800 $58,337,378
DEBT SERVICE FUNDS:
302 Financing Authority 1997 Bonds
304 Peacock Gap Assessment District
306 Mariposa Assessment District
DEBT SERVICE TOTALS
CAPITAL PROJECT FUNDS:
401 Capital Improvement
405 Open Space Acquisition
406 Bedroom Tax
407 Parks Capital Projects
Var. Assessment District Projects
CAPITAL PROJECT TOTALS
222,950
0
0 222,950
0 0
0 1,080
11
0
SPECIAL REVENUE & GRANT FUNDS:
0 0
5,470
0
5,470 0
0
205
Storm Water Fund
896,850
0
896,850
667,470
1,564,320
206
Gas Tax
1,027,360
971,000
1,998,360
0
1,998,360
207
Development Services
34,750
0
34,750
0
34,750
208
Child Care
3,174,390
0
3,174,390
0
3,174,390
210
Paramedic/EMS
5,166,000
0
5,166,000
0
5,166,000
222
Recreation Revolving
2,112,180
0
2,112,180
1,445,350
3,557,530
223
Household Haz. Waste Fund
1,391,660
0
1,391,660
0
1,391,660
227
Sewer Maintenance
2,087,840
0
2,087,840
0
2,087,840
228
Hazardous Materials Fund
1,000
2,300
3,300
0
3,300
235
Baypoint Lagoons L & L District
25,800
0
25,800
0
25,800
236
Loch Lomond Assessment District
34,800
0
34,800
0
34,800
DEBT SERVICE FUNDS:
302 Financing Authority 1997 Bonds
304 Peacock Gap Assessment District
306 Mariposa Assessment District
DEBT SERVICE TOTALS
CAPITAL PROJECT FUNDS:
401 Capital Improvement
405 Open Space Acquisition
406 Bedroom Tax
407 Parks Capital Projects
Var. Assessment District Projects
CAPITAL PROJECT TOTALS
222,950
0
0 222,950
0 0
0 1,080
11
0
0
0 0
5,470
0
5,470 0
0
0
0 0
0
0
0 0
0
0
0 0
Page 1 of 4
222,950
0
0
5,470
0
0
2190 --us
CITY OF SAN RAFAEL
ENTERPRISE FUNDS:
501 Parking Services 3,886,000 0 3,886,000 0 3,886,000
ENTERPRISE FUND TOTALS $3,886,000 $0 $3,886,000 $0 $3,886,000
INTERNAL SERVICE FUNDS:
601 P.C. Replacement
602 Fire Equipment Replacement
603 Building Improvement
604 Employee Benefits
605 Liability Insurance
606 Workers Compensation Insurance
607 Dental Insurance
610 Print Shop & Mail
INTERNAL SERVICE TOTALS
CAPITAL PROJECT FUNDS:
600 Vehicle Replacement
608 Radio Replacement
609 Telephone
CAPITAL PROJECT TOTALS:
TRUST AND AGENCY FUNDS:
710 Business Improvement District
712 Library Fiduciary
711 Recreation Fiduciary
TRUST & AGENCY TOTALS
COMBINED FUNDS TOTALS
Less Interfund Transfers
Less Internal Service Charges
390,150
0
390,150
0
390,150
134,230
0
134,230
0
134,230
118,360
0
118,360
100,000
218,360
2,778,070
0
2,778,070
0
2,778,070
1,720,930
0
1,720,930
0
1,720,930
2,311,700
0
2,311,700
0
2,311,700
565,060
0
565,060
0
565,060
217.480
0
217.480
0
217.480
$1
133,840 0 133,840 0 133,840
681,520 0 681,520 0 681,520
39,590 0 39,590 0 39,590
0 0 0 0 0
0 0 0 0 0
$86,809,438 $1,556,550 $88,365,988 $5,032,510 $93,398,498
(5,032,510) ($5,032,510)
(7,554,450) (7,554,450) ($7,554,450)
NET TOTALS FY 2009-2010 $79,254,988 $1,556,550 $80,811,538 $0
Page 2 of 4
EXHIBIT I
CITY OF SAN RAFAEL
CONSOLIDATED FUNDS SCHEDULE
001
General Fund
55,993,940
$33,500
$56,027,440
$2,369,720
$58 38Z 160
Financing Authority 1997 Bonds
SPECIAL REVENUE & GRANT FUNDS:
0
215,850
1,900
304
Peacock Gap Assessment District
205
Storm Water Fund
1,214,440
324,740
1,539,180
0
$11539,180''
206
Gas Tax
20,130
971,000
991,130
990,000
$1;981;130"
207
Development Services
0
0
0
0
$0
208
Child Care
3,254,180
0
3,254,180
41,000
'a$3,2g5,180
210
Paramedic/EMS
5,144,320
0
5,144,320
190,000$5,334;320",
406
222
Recreation Revolving
3,353,360
0
3,353,360
0
$3,353,360
223
Household Haz. Waste Fund
1,332,550
0
1,332,550
0
";'$11332,550
227
Sewer Maintenance
1,896,190
0
1,896,190
189,600
- ,.$2,085,790'
228
Hazardous Materials Fund
0
3,200
3,200
0
$12QQ'>
235
Baypoint Lagoons L& L District
0
0
0
0
$Gi?
236
Loch Lomond Assessment District
0
0
0
0
$0, i
240
Parkland Dedication
0
0
0
0
$0
225
Street Mtce. & Cleaning Fund
$55,500
$0
$55,500
$0
$85 500'
Library Fund
$212,000
$164,610
$376,610
$0
,,$376,610
Public Safety Fund
$146,110
$1,000
$147,110
$0
' $147110
Traffic & Housing Mitigation Funds
$65.010
Q 0
$85 n1n
,tn
_
qFa"nen
Page 3 of 4
DEBT SERVICE FUNDS:
302
Financing Authority 1997 Bonds
215,850
0
215,850
1,900
304
Peacock Gap Assessment District
0
0
0
0
306
Mariposa Assessment District
0
0
0
0
DEBT SERVICE TOTALS
$215,850
$0
$215,850
$1,900
CAPITAL PROJECT FUNDS:
401
Capital Improvement
0
71,190
71,190
0
405
Open Space Acquisition
12,960
0
12,960
0
406
Bedroom Tax
0
0
0
0
407
Parks Capital Projects
0
0
0
0
Var.
Assessment District Projects
0
0
0
0
CAPITAL PROJECT TOTALS
$12.960
$71.190
$Sd.150
R0
Page 3 of 4
CITY OF SAN RAFAEL
CONSOLIDATED FUNDS SCHEDULE
ENTERPRISE FUNDS:
501 Parking Services 3,830,400 0
ENTERPRISE FUND TOTALS $3,830,400 $0
TRUST AND AGENCY FUNDS:
INTERNAL SERVICE FUNDS:
710 Business Improvement District
601
P.C. Replacement
436,250
0
436,250
0
602
Fire Equipment Replacement
45,040
0
45,040
0
603
Building Improvement
33,780
100,000
133,780
0
604
Employee Benefits
2,867,080
0
2,867,080
292,000
605
Liability Insurance
1,573,070
0
1,573,070
200,000
606
Workers Compensation Insurance
2,121,930
0
2,121,930
300,000
607
Dental Insurance
565,000
0
565,000
0
610
Print Shop & Mail
216,610
0
216,610
0
INTERNAL SERVICE TOTALS
$7,858,760
$100,000
$7,958,760
$792,000
CAPITAL PROJECT FUNDS:
600
Vehicle Replacement
414,040
0
414,040
0
608
Radio Replacement
661,970
0
661,970
0
609
Telephone
351,790
0
351,790
0
CAPITAL PROJECT TOTALS:
$1,427,800
$0
$1,427,800
$0
TRUST AND AGENCY FUNDS:
710 Business Improvement District
39,580
0
39,580
0
712 Library Fiduciary
0
0
0
0
711 Recreation Fiduciary
0
0
0
0
TRUST & AGENCY TOTALS
$39,580
$0
$39,580
$0
COMBINED FUNDS TOTALS
Less Interfund Transfers $0 ($5,032,520)
Less Internal Service Charges ($7,554,450) ($7,554,450)
NET TOTALS FY 2009-2010
Page 4 of 4
EXHIBIT I
Departments
Authorized Positions
EXHIBIT II
Revised Revised Projected Change In % of Total
2007-2008 2008-2009 2009-2010 2009-2010 2009-2010
Community Development
29.50
27.50
25.50
(2.00)
6.1%
Community Services
64.20
64.20
63.20
(1.00)
15.2%
City Attorney
3.50
3.50
3.50
-
0.8%
City Clerk
3.00
2.00
2.00
-
0.5%
City Manager/Council
8.70
8.70
8.70
-
2.1%
Economic Development
5.00
5.00
5.00
- -
1.2%
Finance
11.00
11.00
11.00
-
2.6%
Fire
81.00
77.00
76.00
(1.00)
18.2%
Library
21.70
24.20
22.09
(2.11)
5.3%
Management Services
33.68
33.68
33.68
8.1%
Police
105.00
104.00
100.00
(4.00)
24.0%
Public Works
78.80
75.80
65.80
(10.00)
15.8%
Grand Total 445.08
436.58
416.47
(20.11)
100.0%
Yearoveryearchange
(8.50) (20.11)
The above -authorized positions are presented as full-time equivalent employees (FTE's) based on various
workweek hours as negotiated in employee agreements. The totals by department reflect a combinatio
of full-time or permanent part-time positions that are entitled to all or pro -rated benefits in accordance wit
the negotiated agreements for employees or individuals who are under contract. The totals reflected
above, or in the detail department program sections, do not include temporary or seasonal employees that
are utilized for short-term orspecific reasons during the year.
CHANGES in FY 2008-2009 (Positions not filled or eliminated for FY2008-09)
City Clerk: Administrative Assistant to the City Clerk
(1.00)
Community Development: Code Enforcement Office; Planning Technician
(2.00)
Fire: Administrative analyst, Fire Dispatchers -3 eliminated
(4.00)
Library: Grant funded positions
2.50
Management Services -IT: Network Support Technician; DES Coordinator
(2.11)
established by contract
-
Police: Business Office Manager
(1.00)
Public Works: Street Maintenance Worker III, Parks Maintenance Worker 1/II,
Civil Engineer, Principal Civil Engineer, City Traffic Engineer; establish
SRSD District Manager and Assistant Public Works Director
(3.00)
Total anges over opte 7-20
.5
CHANGES in FY 2009-2010 (Positions eliminated or suspended for FY2009-10) or added due to reorganization
Community Development: Assistant Planner; Fire Prevention Inspector
(2.00)
Community Services: Cultural Affairs Supervisor
(1.00)
Fire: Administrative analyst, Administrative Chief Officer, Administrative Assistant to the Fire Chief
eliminated; EMS coordinator & Training officer added;
(1.00)
Library: Librarian I/ll -.58; Library Aide -.53; Senior Library Assistant
(2.11)
Police: Suspending Police Officer -3; Police Dispatcher
(4.00)
Public Works:Operations and Maintenance Manager, Street Maintenance Supervisor, Supervising Street
Maintenance Worker, Street Maintenance Worker III, Park Maintenance Worker III, Park and Graffiti
Worker, Public Works Inspector, Senior Associate Engineer, Land Development Engineer, Street
Maintenance Supervisor
(10.00)
Total anges over Revised FY 2008-2009
Projected Projected
Source of Funding of Positions: 2008-2009 2009-2010
City 415.20 395.09
Redevelopment Agency 7.38 7.38
San Rafael Sanitation District 14.00 14.00
436.58 416.47
EXHIBIT III
CITY OF SAN RAFAEL
SCHEDULE OF FLEET EQUIPMENT
FISCAL YEAR 200912010
TOTAL FLEET VEHICLE EQUIPMENT ESTIMATED EXPENSES$ 402,000
*#55 - Deferred from FY2006/07
NOTE: Deferred all non -safety purchases for one year. Therefore, all autos due for replacement in fy09/10 is moved to fyl0/11.
Individual
Total
Equipment
Vehicle to be Replaced
Department
Use
Year Acqulred
Replacement Cost
FY200912010
Number
118
Horton Ambulance
Fire
Station #3
2004
$ 171,000
$ 171,000
Fire Subtotal
201
Harley Davidson FLHP1
Police
Patrol
2004
28,000
202
Harley Davidson FLHP1
Police
Patrol
2004
28,000
$ 56,000
Police Subtotal
55*
Sweeper
Public Works
Street Cleaning
2001
175,000
175,000
Public WorksSubtotal
$
TOTAL FLEET VEHICLE EQUIPMENT ESTIMATED EXPENSES$ 402,000
*#55 - Deferred from FY2006/07
NOTE: Deferred all non -safety purchases for one year. Therefore, all autos due for replacement in fy09/10 is moved to fyl0/11.
CITY OF SAN RAFAEL
CAPITAL PROJECTS
FISCAL YEAR 2009-2010
EXHIBIT IV
2009-2010 NEW PROJECTS
OR ADDITIONS TO EXISTING
FUNDING
PROJECTS
AMOUNT
FUND #
SOURCE(S)
COMMENTS
PROJECT #
Misc. Storm Drainage Projects
09-10
$324,740
205
Storm Water Fees
100% paid from Storm Water fees
Miscellaneous ROW 09-10
$100,000
206
Local Measure A
100% paid from Local Measure A
Slurry Seal 09-10
$100,000
206
Local Measure A
100% paid from Local Measure A
Local Measrue A,
$225K Local Measure A; $196K in refuse impact fees and
Street Resurfacing 09-10
$771,000
206
Impact Fees
$350K from construction impact fees
ADA - DOJ - Bldgs and Parks
$25,000
201
GF Taxes
I
Settlement Agreement Compliance
15005
ADA - DOJ Compliance - Curb
Settlement Agreement Compliance; 100% paid from
Ramps
$300,000
201
CDBG
Community Development Block Grant
15006
Miscellaneous Facilities
Maintenance 09-10
$100,000
603
GF Taxes
Numerous unmet needs
$1,720,740
