HomeMy WebLinkAboutFin Budget Update FY2009-10 & 2010-11a�rr oFo Agenda Item No: 2
Meeting Date: January 26, 2010
SAN RAFAEL CITY COUNCIL AGENDA REPORT
Department: CITY MANAGER' EPARTMENT
Prepared by: City Manager Approval: ej
Ken Nordhoff, City Manag
SUBJECT: BUDGET UPDATE FOR FISCAL YEARS 2009-2010 AND 2010-2011
RESOLUTION ADOPTING AMENDMENTS TO THE CITY OF SAN
RAFAEL BUDGET FOR FISCAL YEAR 2009-2010, INCLUDING
STAFFING REDUCTIONS THROUGH LAYOFFS AND THE ELIMINATION
OF VACANT POSITIONS TO BALANCE THE FISCAL YEAR 2009-2010
BUDGET, AND AUTHORIZING THE CITY MANAGER TO IMPLEMENT SAID
STAFFING REDUCTIONS
BACKGROUND:
Dating back to 2007, the City of San Rafael has been addressing the impacts of the severe
recession. As recently as last July, the City resolved a multi-million dollar deficit. Actions
implemented produced a multitude of cost savings and revenue enhancements primarily outlined
in the Recession Action Plan and Economic Vitality Plan. Work furloughs, an early retirement
program, a hiring freeze, position eliminations including layoffs, and deferrals of contractual
salary increases are some of the actions taken to attack the deficit.
National and State trends are indicative of the depths of a continuing recession. Just this past
Friday, I learned the State of California unemployment rate climbed higher in December, and is
now over 12%. Here in Marin, this figure remains above 8%. A week ago, I noted only 6 homes
had sold in San Rafael for a one week period in mid-January. Prices are still down, and turnover
is very soft. These illustrations demonstrate the complexity and depth of this recession, for
which we do not see any sort of a recovery beginning at least until 2011.
Since adopting the 2009-2010 budget, major economic changes continued to occur which require
further modifications to the adopted revenues and expenditures. Recent sales tax results for the
3`d quarter were down 12% when compared to the same period of 2008. As we study this data
closely, we realize the adjusted sales activity (corrected for clean up payments, etc.) was actually
down 17%. Of interest to note is this was the cash for clunkers period, where we didn't see the
deep declines in the auto and transportation category. As staff has reported over the past months,
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our revenue projections for the General Fund have further eroded since last July. We are now
into our third month of addressing this situation. Allow me to summarize what has occurred to
date below.
ANALYSIS:
♦t Study Session on November 16th - At this session, staff defined the changes in our
current 2009-10 budget, and projected 2010-11 deficit as well. The most significant changes
have been the declines in sales and transaction taxes. Our Tax Revenues are reduced
approximately $3,100,000. The biggest reduction is for $1.5 million for the Triple Flip
Back -Fill revenue - due in part to the State's overpayment correction of approximately
$750,000 in fiscal year 2008-2009. Sales tax revenue also requires a reduction of
approximately $1 million - due in part the slow economy and loss of major car dealerships.
Most of the remainder comes from similar declines in our Measure `S" transaction and use
taxes. These ongoing declines in revenues extend into our fiscal year 2010-2011 projections
which were established last summer.
-►i Budget Workshop on December 15th - General Fund deficits were projected to exceed $3
million now and into next year. Specifically, we are looking to resolve a $3.5 million deficit
for this year, and a $4.4 million situation forecasted for fiscal year 2010-2011. These
projections have included setting aside $500,000 to build back our reserves. Due to the
severity of this problem, I asked all City Departments to prepare budget reduction scenarios
of 10% for their General Fund programs and operations. This tallied about $5.8 million in
service reduction options, which exceeded the needed solution level but provided a variety
of options for the City Council and community to consider. Staff was directed to return to
the City Council with an outreach plan for community involvement, and a first round of
recommendations for consideration on January 41h.
-►t December 21St - the City Council approved a schedule and approach to additional
meetings and workshops to inform the public, solicit their input, and answer questions about
various service impacts to our residents and businesses.
-►i January 4th - the staff presented a series of service reductions, cost savings and staffing
losses (no layoffs), which were approved by the City Council. So as to provide some
context and perspective of these actions, I have reproduced a portion of the January 4th report
to illustrate and summarize the changes in Departmental operations, staffing and services
dating back to budget actions of last July.
From the January 4. 2010 Citv Council StaffRenort:
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. This includes Records Clerks and Dispatchers who answer the phones, help citizens at
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 3
our office, process the reports, and provide all the required legal statistical & paper
documentations.
Services include 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
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.
July 2009 Actions
Service Impacts Police
January 4, 2010
Additional Service Impacts
internet crime reporting
solving with other local
Proposed Reductions
agencies; removal of our
Eliminated Business Manager
Loss of `cover cars' or
Continuation of
Service reductions in prior
position; suspended one
staffing above the six beat
suspending four
column denoting slower
vacant dispatching and three
areas (minimum shift) to be
vacancies from FY
responses and overages
vacant officer positions for FY
regularly assigned;
2009-2010 (3 officers
continues into FY 2010-
2009-10 only; not fill one
community should expect
and one dispatcher)
2011
expected officer vacancy for
slower response time to all
into FY 2010-2011
six months
calls for service.
All non-violent crime Loss of additional Removal of coordinated
reports without a known officer — pull back of approach to dealing with
suspect only accepted mental
health the homeless. Loss of
through the department's program
coordination and problem
internet crime reporting
solving with other local
program or front counter
agencies; removal of our
report form. Limited officer
participation in a number of
response to private property
related boards and
non- injury accidents.
committees. Note: the
officer would remain with
the dept., but would not be
focused specifically on
mental health.
Reduced traffic enforcement Loss of additional Probationers not contacted
throughout the city limits. officer elimination regularly; monitoring shift
Motor officers will be of COPE program to County Probation
reassigned to fill slots in the participation Department
basic service beats on an as
needed basis.
Slower response times to
incidents involving the Reduction of No safety issues; but
mentally ill. To maintain Regulatory Officer impacts to quality of life
basics beat services, a services; permitting of
reassignment of one mental massage and other
health officer must be made businesses goes to State or
back to operations. is reassigned; private
property graffiti complaints
handled by patrol officers
as low priority call
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 4
July 2009 Actions
Fire:
Service Impacts — Police
Given all of the types of
responses experienced each
day, lower priority is given
to non -injury, non -DUI
accidents.
January 4, 2010 Additional Service Impacts
Proposed Reductions
Citv staff to provide
responses to fiurther
reductions of pan-ol.
support and specialty
programs and services at
January 6. 2010 budget
meeting
Due to the early retirement and layoffs in the Fire Department, a restructuring and
reorganization of duties, coupled with some new positions was approved. Other changes include
paramedics being redeployed in all fire stations (by intentionally reducing the number of higher
cost Fire Engineers), fire personnel taking on more ambulance transportation volumes, and
cooperative agreements between San Rafael and Larkspur to share Battalion Chief duties during
emergencies.
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 $14m for this current year.
July 2009 Actions
Inclusive of the dispatch
transition last March, the Fire
Department declined a net
total of five positions. Three
were Fire Dispatching
functions; one Administrative
Analyst position was
eliminated. Two additional
staffing reductions occurred
both at the administrative level
(including an Administrative
Chief Officer position). Fire
has planned 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.
Public Works:
Service Impacts Fire
Vegetation management
program will be reduced
from clearing 100 acres to
25 acres per year.
Results of the restructuring
and elimination of various
services is well under way.
The Matrix report, due
January 2010, will provide
options for two agencies to
enhance services, restructure
cost sharing and hopefully
do so with less overall $ for
Marinwood and the City.
Already, the ambulance
billing improvement to date
should add over $300,000 of
additional revenues per
annum to the Paramedic
Fund.
January 4, 2010 Additional Service Impacts
Proposed Reductions
Freeze Four Continue to pay with
Firefighter Positions overtime no service loss as
all stations function
24/7/365
Do not fill Training Lack of coordinated training
Officer function for Fire and EMS
(both internal and external
impacts)
Loss of traditional Options to be developed by
Marinwood CSD both parties to eliminate
funding General Fund support and
enhance services to both
communities.
The areas of City service in the Public Works Department include Engineering, Facility Repair,
Fleet Vehicles, Parks Maintenance, Sewers Maintenance, Street Maintenance, Traffic
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Pa2e: 5
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.
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.
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 guard rails, 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.
By far, Public Works has seen the greatest staffing decline of any Department. The reduction of
13 positions heading into fiscal year 2009-10 reduced projected General Fund expenditures by
almost $1.4 million. Should Council approve the proposed elimination of 3 more positions (I
from Streets, 2 from Parks), the force will consist of 63 FTE's. Public Works employed 82
personnel as recently as fiscal year 2004-05.
July 2009 Actions
Service Impacts
January 4, 2010
Public Works
Proposed
Reductions
Engineering —
For all new commercial and residential
No additional
elimination of two
developments, require an additional five
changes in this
Engineering
working days to review and submit
Division at this
positions and the
conditions before the application goes to
time.
Public Works
the Planning Commission; for all work
Inspector position.
within public right-of-way by utility
companies or private property owners
(such as driveway approaches,
sidewalks, drainage, walls and fences),
requires additional three working days
to process the applications and issue an
encroachment permit.
Additional Service Impacts
None
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Paae: 6
July 2009 Actions
Service Impacts —
January 4, 2010
Additional Service Impacts
Public Works
Proposed
Reductions
Parks reduction of
Parks crews will maintain our parks and
Loss of two
Work is focused with high
three positions
median landscape areas less frequently;
additional
priority toward safety and
weeds visible longer than we used to
positions
health needs linked to these
allow, debris will not be removed as
assets. Median trimming
quickly. PW no longer removing graffiti
only once a year (causing the
on private property; right of way and
trimming to be more severe).
public utility areas to be eradicated by
Limited emergency response
crews within 2-3 days of complaint
capabilities
being received
Streets - five
Routine preventative and response based
Loss of two
Work is focused with high
positions are
services, such as painting red curbs,
additional
priority toward safety and
eliminated
crack sealing and filling potholes, will
positions; use
health needs linked to these
occur less frequently. Priority will be
of local
assets. Capital budget for
given to the most critical needs in order
Measure "A"
street projects reduced by at
to maintain high safety standards for
funds for
least S700k over two year
pedestrians, cyclists and motor vehicles.
operations
period — impacts longer term
pavement condition index
and street quality Limited
emergency response
capabilities
Administration •
Work with other agencies (TAM,
Various
Limited availability to handle
loss of two
SMART, etc), will be slowed.
reductions in
one time problems, address
management
Engineering Services is setting priorities
operating
citizen requests.
positions
for various projects, both within and
expenses in
outside our City borders. Grant seeking
multiple
Citv staff to Provide
opportunities will be scaled back
divisions
responses to street sweeDine
significantly.
program seivices at the
Januaiv 6. 2010 budeet
-
meeting
Communitv Develovment:
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 are meeting or exceeding revenues goals
(so far) and help recovery costs for these services. Planning fees are —20% above expectations.
Even with increased revenues, planning applications do not fully fund all Planning activities.
Fees are likely to capture full cost recovery in the Building functions.
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Paze: 7
July 2009 Actions
Service Impacts --
Community Development
Loss of two staff positions
Slower or an inability to respond to
in Code Enforcement.
Code Enforcement complaints about
Eliminated one Planning
non -safety related issues such as
position and a part-time
illegal signs and banners, fences,
Fire Inspector. Lastly,
trash or debris pickup and
funding was eliminated for
overgrown vegetation; Code
Planning interns which
Enforcement completing fewer
assist with counter
health and safety code compliance
coverage, public hearing
inspections in apartments; Reduced
noticing and research.
public counter hours for Planning
Division; reduction to the level of
discretionary review by Planning
staff*; fewer commercial fire
compliance inspections; turnaround
time to review and issue building
permits may be extended due to loss
of staffing in support divisions
(* - by way of example - This is a work
in progress intend to have ZO changes
to PC/CC this winter; other options may
include 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)
Librarv:
January 4, 2010
Proposed Reductions
Reclassification of
Code Enforcement
Manager to
Supervisor;
Additional Service
Impacts
Shift Code
Enforcement section
management to
Principal Planner.
Eliminate .75 FTE Less ability to assist
Administrative other departments
Position and agencies; loss of
clerical assistance &
slower pace of
apartment
inspections.
Use of technology
funds to pay for staff
support related to
permitting software
operations and
oversight
Eliminates portion of
funding for AV
modifications to City
Council chambers
Citv staff to _provide
responses to
reduction in RBR
(resale ins_oectionl
program and
planning selvices at
the Januaiv 6. 2010
budget meeting
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.
July 2009 Actions
Staffing declines by 2.11 FTE
Transaction Based
Reimbursement (TBR) funds
to backfill additional cuts, up
to $100,000.
Service Impacts
Library
Library patrons will experience
longer lines when checking out
library books or waiting for
reference service
Book purchases will be limited to
high -demand items; reference
book purchases curtailed by about
60 volumes per year; eliminated
up to 60 magazine subscriptions.
January 4, 2010 Additional Service
Proposed Impacts
Reductions
None at this Citv staff to provide
time responses to vr000sed
service reductions and
loss of Library hours at
the January 6. 2010
budeet meeting
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 8
Communitv 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 there 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.
July 2009
Service Impacts —
Actions
Community Services
Eliminated one
Art shows, public events and
mid-
holiday celebrations at Falkirk
management
Cultural Center have dropped off
position at
dramatically. There is reduced
Falkirk
public access to the mansion's
grounds and galleries. Falkirk
will still be available for private
rentals for weddings and other
events.
Parks and Recreation Commission
currently spearheading a survey of
community desires and
formulating strategies for greater
volunteerism and fundraising
Administration:
January 4, 2010 Additional Service Impacts
Proposed Reductions
Eliminate 1 vacant Public will experience facility
administrative closures TLCC Monday
position; reduce part nights; SRCC Friday nights
time help and
operating expenses; Reducing Aquatic Staff training,
realign staff hours delaying the opening of the
Terra Linda Pool a week and
closing the season two weeks
early
By reassigning work shifts for
several of the FTE employees
we propose eliminating some
Seasonal and Part Time
Employees that now provide
services as evening and weekend
Facility Assistants in our three
community centers
Citv staffto provide responses to
reduction in Youth/Family
programming and services at
Januaiv 6. 2010 budget meeting
Administration is inclusive of the services provided by Information Technology, Human
Resources, City Clerk and City Attorney offices, Finance, Emergency Services and the City
manager's office. We are proposing a variety of operating expense and cost allocation
reductions. At this time, we are not proposing any staffing reductions. However, as noted on the
Round 41 Recommendation, we are reducing operating costs in several of these fitnctions
-+1 January 6`h - The staff followed up on issues raised at the December 15`h workshop.
-►i January 12`h and 14`h - Earlier this month, staff implemented an outreach effort to
encourage our community to attend town hall meetings on the budget. We utilized a
technology based approach to invite neighborhood leaders, residents, business groups, Board
and Commission members, etc. At these gatherings, we provided an overview of public
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 9
finance in conjunction with the status of our budget situation. Attendees had an opportunity
to interact with various departments. Furthermore, public comment time was provided to
answer the question; `What actions should the City take to eliminate the deficit?'
♦1 January 19`h — results of the community input were provided to the Council and
community. No formal budget actions were taken. City management did report on the
progress of bargaining unit concession discussions. A listing of `Round #2' service
reductions were presented for final review, as well as additional reductions that are needed
absent compensation concessions from the remaining bargaining groups. Staff asked the
City Council to set another meeting (tonight) and return with a series of budget balancing
recommendations.
This section of the report will now focus on several key areas, including an updated status of
bargaining concessions, my City Manager's listing of budget balancing recommendations, and
other organizational and community impacts resulting from the service and staffing changes.
Reserves:
The General Fund reserve is currently estimated to be 3.1 % at the end of fiscal year 2009-2010
(about $1.7 million). This amount is well below the 10 percent goal in our approved financial
policies. Some comments have been made over the several meetings about why rebuild reserves
now even in a limited way. I am recommending the addition of $500K to reserves in fiscal year
2009-10. It is prudent and necessary to do so for reasons such as the following:
b There is no build back of reserves in fiscal year 2010-2011
b Any number of uncertainties about our budget still remains (such as more State grabs of
local revenue, pension rate increases heading into next year, etc.)
b Reserves already at dangerous levels
r* Given the time already lapsed since July, to balance fiscal year 2009-10 we'll need to use
significantly more reserves as reductions now and recapture this loss when the painful
budget reductions achieves their full annual value in 2010-11.
Context for decision making:
As we have discussed many times, the City recognizes the need to balance the budget while
taking into account the service impacts and losses across all of our functional areas. In past
report, we have provided spreadsheets demonstrating year over year staffing reductions by
department. To better illustrate these changes (including those proposed as part of this report),
I've attached Exhibit A, which provides five snapshots of staffing levels. Working backwards,
the last chart captures staffing levels by Department and the proportional share of the total
staffing dating back to fiscal year 2007-2008. Moving forward to the top of the first page is a
chart showing the staffing levels and percentage relation to the total if you were to act on the
recommendations noted in this report. Along the way with each chart, we have captured the
actual position changes that have occurred each time the City Council has amended our budget
and reduced positions.
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Pam 10
Allow me to assist in reading Exhibit A in another way. If you look at the last pie (fiscal year
2007-2008), you will note the Police Department had 105 positions, or 23% of the total citywide
staffing in place at that time. Moving forward through the next four charts, you can see the
Police staffing would be 90 positions as of this report, and still retain 22% of the total staffing of
the organization. Therefore, your actions over the last three years have kept the balancing of
staffing largely intact as we have shrunk the overall organizational size.
We have also included an Exhibit B which summarizes the staffing levels by Department into a
table, and also illustrates the staffing levels (pending this action) heading into fiscal year 2010-
2011. What stands out most to me is a loss of over 50 positions in the last 30 months due to
retirements, layoffs, cost reallocation and attrition. This statistic surely supports how
dramatically we have had to reduce our service levels to keep our budget in balance. More
importantly this dramatic change should drive home the loss of over 100,000 hours of public
service time to our community when compared to what we offered as recently as three years ago.
Lastly, we are attempting to exert our influence where we can to stimulate business development,
job growth, etc. Exhibit D provides a recent update to our efforts, rooted in the approved
Economic Vitality Plan. Hopefully the worst of our problems are bottoming out in 2010, and
signs of a recovery spring forward in 2011. Having Rafters released, a new bakery in downtown,
and a Target application approved over the next year offer longer term positive outlooks for our
local economic health. Northgate is a retail boon, and should continue to blossom as additional
tenants come to life through next spring. If employment picks up some steam, people will begin
to spend dollars on new cars, home remodeling and consumer merchandise.
Budeet eaa status:
Having now concluded six public budget meetings, I wanted to remind you of what gaps remain
to balance the General Fund budget. On January 4th, 2010, the Council received an extensive
update and approved a number of actions to take steps towards balancing the budget for this and
next fiscal year. In total, the Council's actions of that evening reduced the Fiscal Year 2009-
2010 expenditures by approximately $1.9 million and Fiscal Year 2010-2011 expenditures by
$2.7 million. I am providing, via the attached Resolution, another series of recommendations.
Schedule I provides the details of the next round of budget balancing actions. These amounts
and the remaining deficits (for each year and accumulated over the two year period), are
summarized in the chart below.
Budget Deficits
Fiscal Year 2009-
Fiscal Year
2010
2010-2011
Projected deficits for each fiscal year
($3,550,000)
($4,440,000)
Result of actions approved on January 4,
1,872,000
2,670,800
2010 ("Round One Actions")
January 26, 2010 Schedule I
906,800
2,536,000
Remaining deficit for each fiscal year
($771,200)
$766,800
Cumulative deficit for the two years
($4,400)
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Paee: 11
Compensation reductions:
The remaining gaps for each year can primarily be solved in one of two ways. The first involves
compensation concessions by labor groups and management. The City negotiating team has been
meeting for several weeks with all of the groups regarding this topic. Staff has provided a
separate schedule (Exhibit Q which summarizes our results over this past year, as well as our
progress to date for concessions heading into fiscal year 2010-2011. As we have stated, a 1 %
concession in compensation, across all employees paid from General Fund resources, achieves
annualized savings of about $250,000.
As of Friday, we have a statement of intent from all the non -safety bargaining units, elected
officials and unrepresented management groups showing commitment to continuing a 5% salary
reduction into fiscal year 2010-2011. The details of how this will occur, such as furlough
continuation, still need to be worked out with each group and will come back to you over the
next few months for formal action. These concessions save around $500,000, and are accounted
for in Schedule I as a partial solution to our budget gap.
Last July, we also received partial year deferrals for the Fire Association scheduled salary
increases. At that time we built these cost savings into the adopted 2009-10 budget, and carried
into the 2010-11 projections. To date we have no further salary or compensations reductions
from the public safety unions (4 separate units). We have noted on Schedule I the expected
General Fund savings for each of these unions, but because we have no commitment to act, have
not accounted for these values in the overall recommendations before you this evening.
Citv Manazer Recommendations (Round #2 Reductions):
The choices to resolve this deficit are extremely limited and only remain more difficult, since we
have already pared down our services substantially over the past few years. I have taken into
consideration the City Council and public input from our numerous workshops and meetings,
organizational impacts, and how we can focus on community priorities with a smaller
organization capacity. The Council set specific two year budget objectives last summer
supporting the five year emphasis areas established as part of our budget process. Emphasis
areas included:
✓ Foster Community and Volunteer Partnerships
✓ Improve Economic Vitality and Sustainability
✓ Invest in Infrastructure and Transportation
✓ Enhance Community Safety, and
✓ Preserve Critical Services and Fiscal Health
Given the severity of rapidly changing budget and service reductions, staff will need to return to
the City Council and reset some of our two years budget objectives to align with lowered staffing
levels approved since July Is`
Recommendations to balance the budget include obtaining $100,000 of CDBG funds to assist
paying for our engineering services related to a curb ramp project. We are reallocating the staff
time for Finance Department support for Parking Services needs over the balance of this year,
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Paue: 12
and the potential to bring ambulance billing services in house at less cost. Contracts for
residential resale inspections would be ceased and this work returned to the Building Division
staff.
The Library will be drawing down outside restricted one-time resources (i.e. State funded
Transaction Based Reimbursements and Public Library Funds) to bring $241,000 of solutions to
the fiscal year 2009-10 situation. They will be working on a strategic planning effort through the
spring to answer a series of service, staffing and hours of operation questions which have arisen
throughout the public meeting process. Absent new resources, the Resolution outlines a similar
cost reduction in the Library for fiscal year 2010-2011.
The remainder of recommendations on Schedule I requires full time staffing reductions. Dating
back to December, we have been discussing a series of losses in several Departments. Staff
recommends twelve (12) layoffs and an elimination of a vacant position. Specifically, it would
require reductions totaling 12.80 full time equivalent (FTE) positions and including the Assistant
to the City Manager, a part time Program Coordinator, the Employee Benefits Analyst, the Park
Ranger, the Police Personnel Manager (contract), a Police Dispatcher, a Property and Evidence
Technician, two Police Officers, a Police Call Taker/Records Specialist, an Information
Technology Network Support Technician, an Equipment Service Attendant, and a Sweeper
Operator (vacant).
At the request of the City Council on January 19th, I am not recommending a reduction in
planning staffing at this time. The Community Development Director will be closely monitoring
planning fee and building permit revenues over the next few months. Should we see a decline,
we could return at a future date for service reduction considerations.
Staff is again prepared to address or respond to any specific reduction and the associated internal
or external service consequences. I want to summarize what happens with these losses, including
the cumulative impacts of your budget balancing over the past year or so. It is equally important
to highlight what remains in our core Departments if you choose to act on these proposals.
Police — we continue to staff six beats for patrol service, operate our Directed Patrol Unit,
conduct investigations, and have a designated School Resource Officer. Two dedicated
downtown foot beat officers remain intact, due to funding coming from Parking Services
revenues. Police personnel will handle all emergency calls, and respond more slowly to non-
emergency interactions via telephone or in person. Police no longer have designated, full time
staff to address homeless needs, open space patrolling, police staff training and recruitment, and
regulatory oversight. Day to day, a staffing of ninety positions (90) will require discretionary
decision making by the Chief and command staff to make sure beats are staffed, and emergency
call taking is handled.
Fire — we continue to provide six station staffing 365 days per year to handle emergencies calls
and responses for fire, paramedic and other incidents. Front line staffing levels are handled
through a combination of current employees and overtime, and suspending the hiring of some
firefighter positions. Suspension of the training officer requires this work to be absorbed by the
Command staff and station platoon leaders.
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Paze: 13
Emergency Preparedness remains a vital public service. The City continues to offer our CERT
and Get Ready courses as well as alternative public disaster education classes including Get
Ready 5th Grade, Get Ready Spanish, and Get Ready Businesses. We continue to collaborate
with Larkspur to assist in their needs and obtain financial reimbursement from our neighbor.
Community Services — all three of our community centers, Falkirk and the Terra Linda Pool
remain open and accessible to the public for a variety of uses. All nine Child Care Centers
continue to operate on school and City sites, and are expected to fully recover costs through user
fees.
Community Development -- we will be processing applications and permit requests as timely as
possible, given our various approval levels and workload volumes. Code Enforcement stays
focused on preventative inspections and high priority health and safety requests.
Public Works — Engineering staff are able to continue implementing the approved capital
improvements projects adopted as part of our budget. Over the next couple of months we are
planning to reduce the fleet size, and implement other operating cost reductions related to vehicle
usage. Our routine preventative work is focused on park maintenance, street repair, storm drain
clearance (think of all the rain this past week) and addressing basic public facility upkeep.
Again, an emphasis is placed on health and safety tied to the City's extensive stewardship of our
public assets and infrastructure. For many years, the General Fund has contributed very little (less
than 1 % of appropriations) to sidewalk improvements, park renovations, curb and gutter projects,
etc. Major infrastructure upgrades and enhancements are only going to occur through outside
funding like grants, TAM, stimulus resources, etc.
Financial Summary:
With all the modifications, the City's total budget is now $81.9 million split between capital and
all operating funds. The General Fund budget as amended would be $56,148,534. Reserves for
fiscal year 2009-10 and heading into next year will still remain in the 3-4% range, absent any real
disasters requiring the use of these limited dollars.
FISCAL IMPACT:
The Resolution attached reflects the mid year budget changes in revenues and expenditures since
your last action of January 4, 2010. This Resolution incorporates the entire budget
recommendations on Schedule I, and alters our total budget to reflect these actions. Attachment
A reflects modifications to fiscal year 2009-2010 revenues.
Changes included in appropriations are found in Attachment B. Similar to the revenue schedule,
two categories are used in order to help classify all of the changes to fiscal year 2009-2010. The
actions listed as #1's reflect prior budget decisions between December and this meeting.
Category Two illustrates additional General Fund and Non -General Fund changes not formally
presented to the City Council prior to this second mid year budget report. Both Attachments take
into account the total General Fund adjustments outlined in the Resolution figures and Schedule I
recommendations.
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Paae: 14
It is important to state (again) that budgets move around for a variety of reasons. You are taking
actions to fix the current year, and build changes in fiscal year 2010-11. Up through June, you
can count on some variables influencing our projections for next year. Movable targets include
refining our revenue projections, the ordinary course of turnover in staffing, State take aways,
pension rate contributions to be set by MCERA in March 2010, etc. We must also be diligent in
negotiating lower retirement plan benefits for all new hire employees in order to address the
unfunded liabilities currently in place.
Along the way the staff and I continue to look at other alternatives to improve our financial
picture (e.g. recovers cost, share resources, develop and expand business, etc.). The Council and
community will have ample opportunity in May and June 2010 to reshape the upcoming budget,
prior to your formal action.
OPTIONS:
The City Council may choose to:
1. Approve the Mid Year Budget Amendment as presented
2. Amend the proposed recommendations, and approved the attached Resolution with said
amendments.
3. Take no action. Request staff to bring back information or other alternatives to solve the
budget deficits.
ACTION REQUIRED:
1. Adopt the Resolution as presented.
ATTACHMENTS
WACity Managers- WorkFile\Council Material\Staff Reports\10\09-10 mid -year budget ll.doc
RESOLUTION NO. 12908
RESOLUTION OF THE SAN RAFAEL CITY COUNCIL ADOPTING AMENDMENTS
TO THE CITY OF SAN RAFAEL BUDGET FOR FISCAL YEAR 2009.2010,
INCLUDING STAFFING REDUCTIONS THROUGH LAYOFFS AND THE
ELIMINATION OF VACANT POSITIONS TO BALANCE THE FISCAL YEAR 2009-
2010 BUDGET, AND AUTHORIZING THE CITY MANAGER TO IMPLEMENT SAID
STAFFING REDUCTIONS
WHEREAS, the City Council approved Resolution 12784 adopting the fiscal year
2009-2010 budget; and
WHEREAS, the continued economic downturn requires updates to some City
operations; and
WHEREAS, the City Council approved Resolution 12905 amending the fiscal
year 2009-2010 budget; and
WHEREAS, it is the intention of this Council to review recommendations from
staff regarding the City's financial condition, including revenue projections and available
resources and provide funding for various ongoing, capital and other service needs; and
WHEREAS, the City Manager has submitted to the City Council a report outlining
the additional budget items; and
WHEREAS, after examination, deliberation and due consideration, the City
Council has approved the same report and recommendations.
NOW, THEREFORE, BE IT RESOLVED, by the San Rafael City Council that
Resolution 12784 for fiscal year 2009-2010 is amended for administrative items and for
items presented at previous study sessions which adjust expenditures by $53,262 as
presented on ATTACHMENT A to this Resolution, incorporated herein, and adjusts
revenues by $476,565 as presented on ATTACHMENT B to this Resolution,
incorporated herein.
NOW, THEREFORE, BE IT FURTHER RESOLVED, by the San Rafael City
Council that Resolution 12784 for fiscal year 2009-2010 is further amended to adjust
expenditures by the City Manager's recommended items detailed on SCHEDULE I
attached to this Resolution, incorporated herein, for a reduction or reallocation of
General Fund expenditures of $906,800. Acceptance of all items recommended by the
City Manager will amend total expenditures to $81,937,825 as presented on
ATTACHMENT A and to adjust total revenues to $80,032,841 as presented on
ATTACHMENT B.
NOW, THEREFORE, BE IT FURTHER RESOLVED, by the San Rafael City
Council that fiscal year 2010-2011 will include adjustments to expenditures
recommended by the City Manager as detailed on SCHEDULE I for a reduction or
reallocation of general fund expenditures of $2,536,000.
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 special meeting
of the Council of said City held on Tuesday, the 26th day of January 2010, by the
following vote, to wit:
AYES: COUNCILMEMBERS
NOES: COUNCILMEMBERS:
ABSENT: COUNCILMEMBERS:
Brockbank, Connolly, Heller, Levine & Mayor Boro
None
None
is!St C . 9w e -c c
ESTHER C. BEIRNE, City Clerk
WAManagement Services- WorkFile\Finance- WorkFile\Council Material\Resolutions\2010Wmend City budget 09-10
mid yr 1-26-10.doc
CITY OF SAN RAFAEL
BUDGET ADJUSTMENTS
FISCAL YEAR 2009-2010
Grant Adjustments (JAG Grant -Swat Trailer; Boating & Waterway Grant)
Personnel Cost (Retirement Rate Adjustments)
TOTAL
ALL FUNDS
51,565
1,697 $
53,262
ATTACHMENT A
General
Fund
001
85,469 $
85,469
MID -YEAR REVISED FOR FY 09-10 @ 1-4-2010
$
81,658,263
$ 48,154,355 $
SUBTOTAL
$
81,711,525
$ 48,239,824 $
REALLOCATION OF GENERAL FUND EXPENDITURES TO OTHER FUNDS
$
892,100
25000
CITY MANAGER'S RECOMMENDATIONS (See Schedule 1)
$
(665,800)
$ (665,800) $
MID -YEAR REVISED FOR FY 09-10 @ 1-26-2010
_ 81,937,825
$ 47,574,024 $
$''
All
Other
Funds
51,565
(83,772)
(32,207)
33,503,908
33,471,701
867100
33,471,701
CITY OF SAN RAFAEL
BUDGET ADJUSTMENTS
FISCAL YEAR 2009-2010
Grant Adjustments (JAG Grant -Swat Trailer; Boating & Waterway Grant)
Revenue Adjustment (Apartment Inspection fee; Ambulance Billing)
MID -YEAR REVISED FOR FY 09-10 @ 1-4-2010
CITY MANAGER'S RECOMMENDATIONS (See Schedule 1)
ATTACHMENT B
General All
Fund Other
001 Funds
$ 51,565
25,000 $ 400,000
25,000 $ 451,565
$ 79,315,276 $ 52,077,211 $ 27,238,065
$ 241,000 $ 241,000 $ -
MID -YEAR REVISED FOR FY 09-10 @ 1-26-2010 $ 80,032,841 $ ^52,343211 �$� 27,689,630 1
ALL
FUNDS
- • .
TOTAL
1 $
51,565
2 $
425,000 $
$
476,565 $
ATTACHMENT B
General All
Fund Other
001 Funds
$ 51,565
25,000 $ 400,000
25,000 $ 451,565
$ 79,315,276 $ 52,077,211 $ 27,238,065
$ 241,000 $ 241,000 $ -
MID -YEAR REVISED FOR FY 09-10 @ 1-26-2010 $ 80,032,841 $ ^52,343211 �$� 27,689,630 1
Departments
City Attorney
City Clerk
City Manager/Council
Community Development
Community Services
Economic Development
Finance
Fire
Library
Management Services
Police
Public Works
Authorized Positions
1/4/2010 1/26/2010
Revised Revised Adopted Revised Revised
2007-2008 2008-2009 2009-2010 2009-2010 2009-2010
EXHIBIT B
Revised
Projection
2010-2011
3.50
3.50
3.50
3.50
3.50
3.50
3.00
2.00
2.00
2.00
2.00
2.00
8.70
8.70
8.70
8.70
7.70
7.70
29.50
27.50
25.50
24.75
24.75
24.75
64.20
64.20
63.20
62.20
61.40
61.40
5.00
5.00
5.00
5.00
5.00
5.00
11.00
11.00
11.00
11.00
11.00
11.00
81.00
77.00
76.00
71.00
71.00
71.00
21.70
24.20
22.09
22.09
22.09
22.09
33.68
33.68
33.68
33.68
31.68
31.68
105.00
104.00
100.00
97.00
90.00
90.00
78.80
75.80
65.80
62.80
60.80
60.80
Grand Total 445.08
436.58
416.47
403.72
390.92
390.92
General Notes:
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 combination of full-time or permanent part-time positions that are entitled to all or pro -rated benefits in
accordance with 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 or specific reasons during the year.
Revised
Projected
Adopted
Revised
Revised
Projection
Source of Funding of Positions:
2008-2009
2009-2010
2009-2010
2009-2010
2010-2011
City
415.20
395.09
382.34
369.54
369.54
Redevelopment Agency
7.38
7.38
7.38
7.38
7.38
San Rafael Sanitation District
14.00
14.00
14.00
14.00
14.00
436.58
416.47
403.72
390.92
390.92
2009-2011 CITY MANAGER RECOMMENDATIONS ROUND #2 SCHEDULE I
FY 2009-2010 FY 2010-2011
$ (3,550,000) $ (4,440,000) -TOTAL DEFICIT
j $ 1,872,000 $ 2,670,800 -CC January 4, 2010 Reductions
$ 906,800 $ 2,536,000 <-CC January 26, 2010 Recommended Reductions
$ (771,200) $ 766,800 <-Remainin�4 deficit
tive tw
$ (4,400) <-cumulao year gap
Dept. /
$ 100,000
Savings
Staffing
Savings or
Staffing CM/MGMT CM/MGMT
Sargaining
$ 159,000
or Revs
Loss
Revs
Loss Recom. Recom.
Group
Budget Option
FY 09-10
FY 09A 0
IY 10.11
FY 10-11 IY 09-10 FY 10-11 F
,Pombine(1(tecQAmi ed Reductions
Use of 6G funds for staff time on ADA
Mgt. curb rampproject (engineering) $ -
Employee Concession - Furlough - includes
two chiefs, all non -safety managers, and already in
Mgt. elected officials (7) budget
already in
Local 1 Employee Concession - Furlough budget
already in
SEIU Employee Concession - Furlough budget
already in
WCE Employee Concession - Furlough budget
Building reductions (contract services &
CD allocation) $ 32,200
FIN Position reallocation $ 42,100
Use of one time TBR/PLF funds and
LIB develorent of strategic Ian $ 241,000
Reduction of funding �or Library services;
pending strategic plan results and decision
LIB on possible library tax measure. $ -
PW Sweeper Operator l $ 101,300
Position elimination - Assistant to the City
CM Manager $ 57,800
San Rafael Community Center position
CS elimination - Program Coordinator $ 35,000
Additional Position Elimination and work
MS schedule reduction $ 21,600
Position elimination - Employee Benefits
MS Analyst $ 71,300
PD Police Evidence and Property Technician l $ 15,000
PD Police Officer(s) $ 37,500
Position eliminations (Park Ranger,
Personnel Manager, Police
Communications Dispatcher, Call
PD Taker/Records Specialist $ 241,600
PW Equipment Services Attendant $ 10,400
l �
JANUARY 26, 2010 TOTAL $ 906,800 1
I I
0.00
$ 100,000
0.00 $
-
$
100,000
N/A
$ 159,000
N/A $
-
$
159,000
N/A
$ 18,000
N/A $
-
$
18,000
N/A
$ 294,000
N/A $
-
$
294,000
N/A
$ 34,000
N/A $
-
$
34,000
0.00
$ 36,300
0.00 $
32,200
$
36,300
0.00
$ 84,200
0.00 $
42,100
$
84,200
0.00
$ -
N/A $
241,000
$
-
0.00
$ 241,000
TBD $
-
$
241,000
1.00
$ 101,300
1.00 $
101,300
$
101,300
1.00
$ 115,600
1.00 $
57,800
$
115,600
0.80
$ 75,000
0.80 $
35,000
$
75,000
1.00
$ 117,600
1.00 $
21,600
$
117,600
1.00
$ 142,600
1.00 $
71,300
$
142,600
1.00
$ 127,400
1.00 $
15,000
$
127,400
2.00
$ 318,500
2.00 $
37,500
$
318,500
4.00 $ 483,200
1.00 $ 88,300
12.80 $ 2,636,000
1/22/2010 PAGE 1
4.00 $ 241,600 $ 483,200
1.00 $ 10,400 $ 88,300
12.80 $ 906,800 $ 2,536,000
i 1 I
Dept /
WOption
Bargaining
Group
Budget
Other Reduction Possibilities
Planning reductions (elimination &
reallocation) - Associate Planner - Net
1,872,000
savings would be $17,500 for 09/10 &
CD
$34,900 for 10/11
Employee Concession - None at this time
Police MM
(5% is $47,000)
Employee Concession - None at this time
SRPA
(5% is $446,000)
(771,200)
Employee Concession - None at this time
Fire COA
(5% is $25,000)
Employee Concession - None at this time
SRFA
(5% is $253,000)
1/22/2010
2009-2011 CITY MANAGER RECOMMENDATIONS ROUND #2 SCHEDULE I
$
(3,550,000)
$ (4,440,000) <—TOTAL DEFICIT
I
$
1,872,000
$ 2,670,800 <–CC January 4, 2010 Reductions
I
$
906,800
$ 2,536,000 <–CC January 26, 2010 Recommended Reductions
$
(771,200)
$ 766,800 <----Remaining deficit
$ (4,400) <-cumulative two year gap
Savings
Staffing
Savings or
Staffing
CM/MGMT
CM/MGMT
or Revs
Loss
Revs
Loss
Recom.
Recom.
FY 09-10
FY 09-10
FY 10-11
FY 10-11
FY 09-10
FY 10-11
$ -
0.00
$ -
0.00 $
-
$
already in
budget
$ -
N/A $
-
$ -
$ -
N/A $
-
$ -
already in
budget
$ -
N/A $
-
$ -
$ -
N/A $
-
$ -
PAGE 2
Autho. A Positions (2007 -Present)
Authorized Positions including CM recommendations as of January 26, 2010
City Clerk
City Attorney 1%(2) City Manager/Council
1%(35) 2% (7.7)
Public Works_
16% (6o.8) Community Deve opmenl
6%(2475)
Community Services
16%(614)
Police
22% (9o)
Management Services
8%(3168)
Ubrary
6%(22.09)
Fire
18%(71)
Economic
Development
1%(5)
Finance
3%(11)
Authorized Positions including CM recommendations as of January 4, 2010
City Clerk
City Attorney 0%(2) City Manager/Council
Public Works 1%(35) 2% (8.7)
16% (62 8) Community Development
6%(24.75)
Community Services
15%(62.2)
Economic
Development
1%(5)
Police A
26%(97) Finance
3%(11)
Fire
18%(71)
Management Services 1
8%(3368) Library
6%(22.09)
Authorized Positions including CM recommendations as of July 6, 2009
City Clerk
City Attorney 0%(2) City Manager/Council
Pubi c Works _ 1%(3,5) 2% (8.7)
16%(65.8)
Community Development
6%(255)
Police
26% (too)
Management Services
8%(3368)
Community Services
15%(63.2)
Economic
Development
1%(5)
Finance
3% (11)
Fire
18% (7s>
Library
6%(2209)
Exhibit A
Position Reductions TOTAL: 12.80 FTE
CM. Assistant to the City Manager
CS: Youth Services Program Coordinator (.80 FTE)
MS: Employee Benefits Manager, Network Support Tech
Police: Ranger Marine, Personnel Manager, Dispatcher,
Property Clerk, Police Officers (2), Evidence & Property Tech
PW.- Sweeper Operator, Equipment Service Attendant
TOTAL POSITIONS: 390.92
Position Reductions TOTAL: 12.75 FTE
CDD: Administrative Assistant (.75 FE)
CS: Administrative Assistant II
Fire: Training Officer, Firefighter (4 suspended positions)
Police: Police Officer (3 positions)
PW.- Park Maintenance Worker II (2 positions), Street
Maintenance Worker II
TOTAL POSITIONS: 403.72
Position Reductions TOTAL: 20.11 FTE
CDD: Assistant Planner, Fire Prevention Inspector
CS: Cultural Affairs Supervisor
Fire: Administrative Analyst, Administrative Chief Officer,
Administrative Assistant to the Fire Chief. ADDED: EMS
Coordinator, Training Officer
Library: Librarian 1/11(.58 FTE), Library Aide (.53 FTE), Senior
Library Assistant
Police: Dispatcher, Police Officer (3 suspended positions)
PW., Operations & Maintenance Manager, Street Maintenance
Supervisor, Supervising Street Maintenance Worker, Street
Maintenance Worker 111, Park Maintenance Worker 111, Park &
Graffiti Worker, Public Works Inspector, Senior Associate
Engineer, Land Development Engineer, Street Maintenance
Supervisor
TOTAL POSITIONS: 416.47
Publi
17°r
Police
23%(104)
Authoriz Positions (2007 -Present)
Authorized Positions for 08109 as amended
City Attorney City Clerk
1%(35) 0%(2) Ciy ManagenCouncil
management becomes Library
8%(33.68) 6%(24.2)
Exhibit A
�velopmenl
F.6)
Position Reductions TOTAL: 8.50 FTE
CC: Administrative Assistant to the City Clerk
CDD: Code Enforcement Officer, Planning Technician
immunity Services
15%(64.2)
Fire. Admin Analyst, Dispatcher (3)
Library. • ADDED: Grant Funded Positions (2.50)
Economic
MS: Network Support Technician. ADDED: OES Coordinator
Development
(contract)
1%(5)
Police: Business Office Manager
Finance
PW Street Maintenance Worker III, Parks Maintenance
3% (1
Worker 1/II, Civil Engineer, Principal Civil Engineer, City Traffic
Engineer. ADDED: SRSD District Manager, Assistant Public
Works Director
TOTAL POSITIONS: 436.58
Authorized Positions for 07108 as amended
City Clerk
City Attorney o
0 1 /o (3) CityManager/Council
Public Works
1%(3.5) (3.5) 2%(8.7)
„'11V77_
1896 (78.8)4` f' � Community Development
iI 7% (29 5)
Police
23% (105)
Fire
18%(81)
Management Services
8%(3368) Library
5%(21.7)
Community Services
14% (64.2)
Economic TOTAL POSITIONS: 445.08
Development
1%(5)
Finance
2%(11)
Autho_ ed Positions (2007 -Present)
Authorized Positions including CM recommendations as of January 26, 2010
CityClerk
City Attorney -1%(2) City Manager/Council
1%(3.5) . — 2%(7.7)
Publi^
169
Police
22%(90)
Management Services
8%(31.68) Library
6%(22.09)
ty, Development
o (24.75)
rmmunity Services
16%(61.4)
18%(71)
Economic
Development
1%(5)
Finance
3%(11)
Authorized Positions including CM recommendations as of January 4, 2010
City Clerk
City Attorney 0%(2) City Manager/Council
Public Works 1°/x(35) 2%(8.7)
Police
25%(97)
M
8%(3368) Library
5%(2209)
Development
24.75)
:ommunity Services
15%(62.2)
Economic
Development
1%(5)
Finance
3%(11)
re
i(71)
Authorized Positions including CM recommendations as of July 6, 2009
City Clerk
City Attorney 0%(2) City Manager/Council
Public Works 1%(3.5) 2%(8.7)
16%(65.8)
Community Development
6%(25.5)
Community Services
r 15%(63.2)
'f Economic
r Developmei
1%(5)
Police
25% (1 oo) Finance
3%(11)
Fire
Management Services 18%(76)
8%(33.68) i
Library
5% (22.09)
Exhibit A
Position Reductions TOTAL: 12.80 FTE
CM: Assistant to the City Manager
CS: Youth Services Program Coordinator (.80 FTE)
MS: Employee Benefits Manager, Network Support Tech
Police: Ranger Marine, Personnel Manager, Dispatcher,
Property Clerk, Police Officers (2), Evidence & Property Tech
PW.' Sweeper Operator, Equipment Service Attendant
TOTAL POSITIONS: 390.92
Position Reductions TOTAL: 12.75 FTE
CDD: Administrative Assistant (.75 FE)
CS: Administrative Assistant II
Fire: Training Officer, Firefighter (4 suspended positions)
Police: Police Officer (3 positions)
PW.- Park Maintenance Worker II (2 positions), Street
Maintenance Worker II
TOTAL POSITIONS: 403.72
Position Reductions TOTAL: 20.11 FTE
CDD: Assistant Planner, Fire Prevention Inspector
CS: Cultural Affairs Supervisor
Fire: Administrative Analyst, Administrative Chief Officer,
Administrative Assistant to the Fire Chief. ADDED: EMS
Coordinator, Training Officer
Library. Librarian 1/11(.58 FTE), Library Aide (.53 FTE), Senior
Library Assistant
Police: Dispatcher, Police Officer (3 suspended positions)
PW. • Operations & Maintenance Manager, Street Maintenance
Supervisor, Supervising Street Maintenance Worker, Street
Maintenance Worker III, Park Maintenance Worker 111, Park &
Graffiti Worker, Public Works Inspector, Senior Associate
Engineer, Land Development Engineer, Street Maintenance
Supervisor
TOTAL POSITIONS: 416.47
Authoriz, Positions (2007 -Present)
Authorized Positions for 08/09 as amended
City Attomey City Clerk
Manager/Council
2%(8.7)
Public WorksCommunity Development
17%(75.8) 6%(27.5)
Police
23%(104)
Community Services
15%(64.2)
Management Services Library
8%(33.68) 6%(24.2)
Economic
Development
1%(5)
Finance
3%(11)
Authorized Positions for 07108 as amended
City Clerk
City Attorney 1%(3) City Manager/Council
Public Works 1%(3.5) 1 i 2%(9.7)
18%(78.8) Community Development
--- 7%(29.5)
Community Services
14%(64.2)
Economic
Development
1%(5)
Police
23% (105)
Fire
18%(81)
Management Services
8%(33.68) Library
5%(21.7)
Finance
2%(11)
Exhibit A
Position Reductions TOTAL: 8.50 FTE
CC: Administrative Assistant to the City Clerk
CDD: Code Enforcement Officer, Planning Technician
Fire. Admin Analyst, Dispatcher (3)
Library. ADDED: Grant Funded Positions (2.50)
MS: Network Support Technician. ADDED: OES Coordinator
(contract)
Police: Business Office Manager
PW: Street Maintenance Worker III, Parks Maintenance
Worker 1/11, Civil Engineer, Principal Civil Engineer, City Traffic
Engineer. ADDED: SRSD District Manager, Assistant Public
Works Director
TOTAL POSITIONS: 436.58
TOTAL POSITIONS: 445.08
Exhibit C
Overview of Employee Compensation Reductions, as of January 22, 2010
(General Fund impact)
The below chart illustrates a general overview of employee compensation reductions
and their approximate value. The percentages shown indicate the approximate savings
of salary and salary -related costs to the General Fund for the specific bargaining
unit/group. For example, a 5% savings in Fiscal Year 2009-2010 would indicate that the
employees in the group earned 5% less that year as compared to the prior year.
Bargaining Unit or Group FY 2009/2010 FY 2010/2011*
Non -safety regular and supervisory Furlough (value — 5%) Furlough (value — 5%)
employees (non -management) —
SEW Local 1021
Public Works engineers — Western Furlough (value — 5%) Furlough (value — 5%)
Council of Engineers (WCE)
Confidential Employees — Public
Employees Union, Local 1
Elected Officials — Mayor, City
Council, City Attorney, City Clerk
Furlough (value — 5%) Furlough (value — 5%)
Furlough or Salary
Reduction (value —
5%)
Furlough or Salary
Reduction (value —
5%)
Unrepresented Management - Furlough (value — 5%) Furlough (value — 5%)
includes Police and Fire Chiefs, all
Department Directors, City
Management
Unrepresented Mid -Management — Furlough (value — 5%) Furlough (value — 5%)
non -safety mid -managers
Police Mid -Management
Police Officers and associated
positions — San Rafael Police
Association
Fire Battalion Chiefs - Fire Chief
Officers' Association
Firefighters and associated
positions — San Rafael Fire
Association
Furlough (value — 3%)
None
Reduction in Holiday
Pay (value — 3%)
Existing 3 -year
contract includes on
average 3% salary
increases for FY 08/09,
09/10, and 10/11. Fire
Association deferred
by six months the
scheduled increase for
09/10 and 10/11.
None
None
None
Existing 3 -year
contract includes on
average 3% salary
increases for FY 08/09,
09/10, and 10/11. Fire
Association deferred
by six months the
scheduled increase for
09/10 and 10/11.
* All values are per a Statement of Intent except for the Fire Association which is per a Side Letter.
EXHIBIT D
City of San Rafael
January 2010
Recent Economic Development Activity
• Target is in contract for acquisition of a portion of the Shoreline site and has been meeting with staff
regarding their application for a new store.
• Northgate re -opened with several new stores and restaurants. Marin County Farmers' Market is in
discussion with Macerich to relocate from the Civic Center to Northgate, in the Oak Tree Plaza area.
• Northgate One has commenced renovation and has re -tenanted the Pier One space with a Walgreens.
• CVS Pharmacy is re -tenanting the former Elephant Pharmacy on Grand Ave.
• 2350 Kerner office development is now fully leased up.
• Mi Pueblo Foods is under construction at the former Circuit City site on Kerner.
• California Cancer Care has leased 31,798 square feet of office space at One Thorndale.
• "Room" Gallery opened at 1320 Fourth, the former Papyrus location, and the Golden Orb opened at 811
Fourth (former Royal Frank).
• Arizmendi Bakery is under construction at 1002 Court at the Rafael Town Center and is expected to
open within a month.
• Pizza Orgasmica, a brewpub & pizzeria signed a lease at the former Rafters at 812 Fourth Street.
• Marin History's "Marin Rocks" exhibit on Fourth Street has been approved. Tentative opening this Fall.
• Negotiations are underway for leases of the former locations of. Yardbird's, GM dealership,
Thomasville Furniture and New George's.
Recent Business Assistance and Promotion Efforts
• Initiated a "Shop San Rafael" campaign with the Chamber of Commerce and Downtown Business
Improvement District.
• Improved "Business Assistance" web page to provide information and links for opening or expanding a
business.
• Met with Chamber and BID to talk about immediate actions the City can take to assist businesses such
as discounted parking passes, grand opening banners, improving sign permit timelines, and clarifying
the "rules" for how to open a new business.
• At the request of the Chamber and BID, conducted a "Coffee and Codes" meeting on the topic of sign
regulations. Additional meetings are being scheduled with larger real estate broker offices to discuss
City process for all types of permits.
0 Installed new LED twinkle lights along Fourth Street to promote the Downtown area.