HomeMy WebLinkAboutD - Staff Report - Budget Workshop FY 1718FY 17/18 Budget Study Workshop
May 30, 2017
Page 1
BUDGET REVIEW WORKSHOP
D
TO: HONORABLE MAYOR/CHAIRMAN AND CITY COUNCIL/BOARD MEMBERS
FROM: TROY L. BUTZLAFF, ICMA-CM, CITY MANAGER
DATE: MAY 30, 2017
SUBJECT: FISCAL YEAR 2017/18 CITY, AZUSA PUBLIC FINANCING AUTHORITY, AND
SUCCESSOR AGENCY PRELIMINARY OPERATING AND CAPITAL
IMPROVEMENT PLAN BUDGET REVIEW
SUMMARY:
The City’s annual budget is an important policy document. It serves as an annual financial plan,
identifying the spending priorities for the organization. The budget is used to balance available
resources with community needs, as determined by the City Council. It also serves as a tool for
communicating the City’s financial strategies and for ensuring accountability.
The City’s operating budget is a plan for one specified fiscal year. The fiscal year for this budget
begins on July 1, 2017 and ends on June 30, 2018. Staff is presenting the preliminary draft operating
budget for Fiscal Year 2017/18 (“FY 17/18”) to allow the City Council and members of the public to
review and provide input on the expenditure requests prior to the budget being finalized.
BUDGET DEVELOPMENT:
Per the Azusa Municipal Code, the City Manager is responsible for the development of a proposed
budget for consideration by the City Council. The budget development process begins in February
with a mid-year update of the current year budget and the General Fund revenue forecast, which
establishes a general framework under which to develop budget guidelines for the upcoming fiscal
year.
The primary goals in developing the operating budget has been to ensure public safety, maintain the
City’s sizeable infrastructure, and maintain core services to residents and businesses in the face of
dwindling revenues. The City’s budget was developed utilizing Zero -Based Budgeting (“ZBB”).
ZBB is an approach to budgeting in which each budgeted year’s activities are evaluated in a self -
contained fashion, with little or no weight given to the precedents of past years. ZBB is contrasted to
incremental budgeting, in which the budget justification is focused on the difference between the
current year and the proposed budget year.
In addition to using a ZBB approach to budgeting, the City Manager has developed the following
fiscal policies to guide each department in the preparation of the Annual Operating Budget:
APPROVED
CITY COUNCIL
5/30/2017
Special Meeting
FY 17/18 Budget Study Workshop
May 30, 2017
Page 2
Do not use “one-time money” for ongoing operations.
Budget decisions will be made as a whole in context, with no special request s considered in
isolation.
The perception of funding actions, as well as the fiscal impact, will be considered before
expenditures are made.
Make strategic use of volunteers, partnerships and collaborations, including with other public
agencies, to meet community needs and/or provide services.
The Annual Operating Budget shall be prepared such that current revenues plus net operating
transfers will be sufficient to support current expenditures.
Review options for consolidation of functions that reduce ope rational costs and improve
efficiency.
Expenditures from all operating funds shall not exceed the budgeted appropriations (as
amended) for these funds.
When capital projects are considered, all associated costs should be identified in order to
properly assess future financial impacts.
Any necessary reduction in permanent positions will be accomplished first through attrition
and retirements, with layoffs used only as a last resort.
Each enterprise fund should reflect the true cost of operation, includin g direct and indirect
costs of services provided by the General Fund.
The use of reserves does not provide a viable solution to the revenue/expenditure gap.
Once adopted, the annual budget should be amended only when urgency requires, and then
by identifying specific funding sources for these new priorities.
Establishing the base budget involves taking the final budget from the previous year, reducing it for
any one-time expenditures, and adjusting for contractual obligations in accordance with established
labor agreements and other long-term contracts. Adjustments are also made for other anticipated
increases in specified line items (e.g. insurance costs). The base budget is then pro vided to each
department.
Departments review their base budget and prepare augmentation requests to fund current service
levels consistent with the fiscal policies referenced above and the Council’s adopted goals and
objectives for the coming year. Departmental budgets are then submitted to the City Manager for
review and individual meetings to discuss their budget requests for the coming fiscal year.
Following these meetings a draft preliminary budget is prepared. Once the draft preliminary budget is
prepared it is presented to the City Council to solicit input and obtain further direction before the
budget is finalized for adoption. The proposed budget is scheduled to be adopted on June 19, 2017.
GENERAL FUND BUDGET HIGHLIGHTS:
Below are highlights from the Proposed FY 2017/18 General Fund Budget:
The Budget is balanced with a projected change in fund balance of $1.4 million and includes:
o One-time revenues of $2.8 million
o One-time operating expenditures of $1.2 million
o Operating deficiency of $189,905 with removal of one-time items
Best practice of budgeting for attrition/vacant position savings (-$331,905).
Includes proposed personnel changes reflecting new positions and classification changes
recommended by the Class and Compensation study ($325,020).
FY 17/18 Budget Study Workshop
May 30, 2017
Page 3
Includes impact of part-time compaction due to minimum wage increases ($37,000)
LA County Fire contract increase of 7.0% ($328,568) mandated by agreement.
Increased CalPERS costs of $250,665 due to re-structuring of funding unfunded liabilities.
The uncommitted reserve fund balance is expected to increase to $9.5 million by the end of
FY 2017/18, inclusive of one-time revenues and expenditures.
DISCUSSION:
The General Fund is the primary revenue source and operating fund for most of the services provided
to the community, such as public safety, economic development, library services, recreation and
parks maintenance.
Revenues and Transfers In
Taxes provide the majority of General Fund revenues. Taxes consist of four major categories:
1. Property Taxes – makes up 24.6% of the proposed revenues and is expected to increase by
$509K due to moderately higher home values and property sales as a result of the low cost of
borrowing.
2. Sales Taxes – makes up 13.3% of the proposed revenues and is expected to decline by $170K
primarily due to lower fuel prices.
3. Utility User Taxes – 6.9% of proposed revenues and is consistent with FY 16/17 budget.
4. Other Taxes – makes up 21.3% of proposed revenues and includes sources such as transient
occupancy taxes and utility and landfill franchise fees. Revenues in this category are
expected to increase by $515K due a one-time legal settlement of $300K, anticipated ongoing
increased landfill franchise fees of $430K, offset by decreased electric franchise fees of
$287K as a result of lower retail revenues from power supply cost savings.
Other revenue highlights from the proposed FY 17/18 budget include:
Miscellaneous revenues are expected to increase by nearly $586K due to additional property
sales totaling $2.5M over the $2.0M property sale in FY 16/17.
Fines and penalties are expected to decrease $82K due to reductions in moving violation
citations and lowered ticket fees from court amnesty programs.
Cost reimbursements from the Courts are projected to decrease by $117K due to more-in
house collection efforts and the use of outside agencies to aide in the collection of
Community Improvement administrative fines.
Charges for services are expected to increase by $296K due to higher administrative cost
allocations to Enterprise Funds as a result of increased costs in the General Fund.
As a result of the above, FY 17/18 revenues are projected to be higher than the current FY 16/17
revised budget by $1.6 million or 4.1%. For more detail on the sources of General Fund revenues,
see Table 1.
FY 17/18 Budget Study Workshop
May 30, 2017
Page 4
Table 1 – General Fund Revenues
Expenditures and Transfers Out
The FY 17/18 budget includes $40.8 million in recommended expenditures, including Transfer Out.
Personnel costs, which include salaries and benefits, represent 58.6% ($23.9 million) of the total
expenditures. The remaining budget is comprised of operational costs, which include materials,
services and supplies, capital outlays, debt service and transfers to other funds. In keeping with the
Council’s highest priorities, public safety (e.g., police and fire) represents 57.9% of the General Fund
budget.
Overall, expenditures are projected to increase approximately 7.4% or $2.8 million compared to the
FY 16/17 revised budget. The increased budget is mainly attributable to: a 71.2% increase in
Citywide expenses due to a one-time special assessment from the City’s former insurance provider;
ICRMA, of $1.6M ($500K allocated to Enterprise Funds); a $329K increase in the contract with Los
Angeles County Fire for fire safety services; $251K in CalPERS costs as a result of their re-
structuring the funding of unfunded pension liability costs ; approximately $67K in miscellaneous
one-time operating costs; and overall increases in personnel costs for cost of living adjustments and
state mandated minimum wage increases. In addition, the City recently completed a Classification
and Compensation Study which is recommending classification changes to various positions to more
properly reflect the scope and level of job duties assigned to these positions. The FY 17/18 budget
includes classification changes for 7 positions totaling $29,290.
Table 2 provides further detail on the General Funds proposed expenditures by department.
Revenue Source
FY 2016/17
Revised Budget
FY 2017/18
Proposed Budget $ Change % Change
% of FY
17/18
Budget
Property Tax 9,847,188$ 10,356,205$ 509,017$ 5.2%24.6%
Sales Tax 5,764,711 5,594,532 (170,179) -3.0%13.3%
Utility User Tax 2,900,000 2,934,274 34,274 1.2%6.9%
Other Taxes 8,500,330 9,014,867 514,537 6.1%21.3%
License & Permit 3,081,561 3,049,900 (31,661) -1.0%7.2%
Fines & Penalties 1,200,250 1,117,850 (82,400) -6.9%2.6%
Money & Property Use 1,740,833 1,818,038 77,206 4.4%4.3%
Cost Reimbursements 873,700 756,275 (117,425) -13.4%1.8%
Charges for Services 2,724,562 3,020,260 295,698 10.9%7.2%
Miscellaneous 2,431,900 3,017,500 585,600 24.1%7.1%
Subtotal Revenues 39,065,035$ 40,679,701$ 1,614,666$ 4.1%96.3%
Transfers In 1,530,690 1,563,990 33,300 2.2%3.7%
Total Revenues 40,595,725$ 42,243,691$ 1,647,966$ 4.1%100.0%
FY 17/18 Budget Study Workshop
May 30, 2017
Page 5
Table 2 – General Fund Expenditures
Capital Improvement Projects (CIP)
For Fiscal Year 17/18, Staff proposes a 5-year CIP Plan totaling $77.0 million City-wide. Of the
$77.0 million CIP plan, $38.2 million in projects are expected to be funded by non-general fund
sources and $38.8 million are currently unfunded.
The total proposed CIP budget for FY 17/18 is $16.1 million City-wide, of which $5.4 million is
currently unfunded, plus estimated carryover projects of $8.7 million. Some of the major funded
projects proposed for FY 17/18 include:
Citywide traffic management system improvements ($5.7M)
Advanced meter infrastructure implementation ($1.3M)
Foothill Blvd. pavement improvements ($790K)
L&W Lobby Remodel ($370K)
West Wing drop ceiling abatement and seismic improvements ($270K )
Bus stop improvements ($220K)
Library restroom improvements ($195K)
Various ADA improvements ($146K)
Sierra Madre street improvements ($124K)
Foothill Blvd/Dalton Ave traffic signal ($108K)
Priority 1 city facilities condition assessments ($88K)
Citywide street signing, striping, and curb painting ($50K)
Department
FY 2016/17
Revised Budget
FY 2017/18
Proposed Budget $ Change % Change
% of FY
17/18
Budget
City Council 135,525$ 132,310$ (3,215)$ -2.4%0.4%
City Clerks 664,200 642,815 (21,385) -3.2%1.6%
City Manager 598,980 553,965 (45,015) -7.5%1.4%
City Attorney 250,000 250,000 - 0.0%0.7%
Treasurer 203,870 182,430 (21,440) -10.5%0.4%
Accounting 1,130,085 1,135,360 5,275 0.5%2.8%
Purchasing 224,345 241,590 17,245 7.7%0.6%
Printing 9,000 9,000 - 0.0%0.0%
Citywide 2,409,614 4,125,125 1,715,511 71.2%10.2%
HR-Personnel Relations 584,506 421,460 (163,046) -27.9%1.0%
Library Services 1,164,345 1,244,270 79,925 6.9%3.0%
Safety (excludes Fire Svcs)18,107,067 18,732,133 625,066 3.5%45.9%
Economic Development 2,201,195 2,192,236 (8,959) -0.4%5.4%
Rec & Fam Services 3,173,837 3,463,368 289,531 9.1%8.5%
Public Works 811,000 714,440 (96,560) -11.9%1.8%
Subtotal Expenditures 31,667,569$ 34,040,502$ 2,372,933$ 7.5%83.7%
Transfers Out (includes Fire Svcs)5,483,980 6,295,585 811,605 14.8%15.4%
Capital Outlay 534,740 108,412 (426,328) -79.7%0.0%
Personnel Requests 311,495 325,020 13,525 0.8%
P/T Compaction 37,000 37,000 0.1%
Total Expenditures 37,997,784$ 40,806,519$ 2,808,735$ 7.4%100.0%
FY 17/18 Budget Study Workshop
May 30, 2017
Page 6
A summary of the proposed City-wide budget for FY 17/18 is attached to this report.
OVERALL FISCAL PICTURE:
The preliminary draft operating budget for FY 17/18 reflects the ongoing efforts of Staff to maintain
service levels while achieving long-term fiscal stability. For many programs, comparisons between
the proposed and prior-year budgets show decreases due to continued materials, services and supplies
cost reduction efforts in addition to exploring alternative funding sources in order to keep the General
Fund solvent.
Staff continues to explore various methods for providing services in the most cost -effective way
possible, as well as examine different opportunities to address the City’s unfunded liabilities such as
retiree medical, leave bank accruals and retirement costs that continue to be major impediments to
achieving fiscal sustainability.
One of the benchmarks used to assess the General Fund’s progress toward financial sustainability is
the General Fund Reserve Policy. The City’s 15% reserve target for FY 17/18 is approximately $6.1
million based on the proposed $40.8 million budget. The FY 17/18 proposed budget is expected to
provide for an uncommitted fund balance of $9.5 million by the end of FY 17/18 or a 23% reserve
level. However, this level of reserves is largely due to significant one-time revenues generated by
property sales in FY 16/17 and proposed in FY 17/18.
One of the guiding principles to the City’s budgeting policy is “Do not use ‘one-time money’ for
ongoing operations”. Current reserve levels provides opportunity to better strategically address some
of the aforementioned unfunded liabilities or internally restrict reserves to fund future costs such as
necessary facility/infrastructure improvements or general liability and worker’s compensation
administration. Staff will continue to monitor the City’s budget to ensure on-going operational costs
are able to be sustained with on-going revenues.
Prepared by: Reviewed and Approved:
Talika M. Johnson Louie F. Lacasella
Director of Finance Management Analyst
Reviewed and Approved:
Troy L. Butzlaff, ICMA-CM
City Manager
Attachment:
1) FY 2017/18 City-wide Budget Summaries
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Provide an overview of the FY 2017- 18 Citywide
proposed Operating and Capital Improvement
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Project ( CIP) Plan Budgets for your consideration
before requesting adoption on Junel9th
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1. Budgeting Strategy
2. Economic Outlook
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3. Fiscal Year 2017-18 General Fund
Forecast
4. Fiscal Year 2017-18 General Fund '�''�'�•-
tAisralek
Proposed Budget
5. Fiscal Year 2017-18 Citywide Proposed �' .:
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6. Five-Year Capital Improvement Program
7. Department Highlights �«. ►,ws 0.011-* a.
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8. Conclusion
9. Questions & Answers
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We build our budget each year from the ground up
• Each year we ask:
— What are our revenue sources?
— What are our necessary expenses?
— What are our priorities?
— Do we need to make cut-backs or can we afford to do more?
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R.. .�,,hl. resource . a'PQu trends uomniitment provides systematicexpenditure
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Actual Projected
Economic Driver June 2016 June 2017
National GDP Growth 2.1% 3.1%
National Unemployment Rate 4.9% 4.7%
State Employment Growth (Non-Farm) 1.8% 1.4%
State Median Home Price 519,410 536,730*
State Residential Building Permits 110,000 128,800
*04/30/2017 Estimate
National and statewide growth in personal incomes, jobs and GDP
- Lower rates of borrowing, lower cost of fuel, higher personal incomes and take-home pay -3
affordability of living
Locally, gains in jobs / job quality in the San Gabriel Valley and local
real estate developments create opportunities and positive outcomes
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Total Employment Growth San Gabriel Valley
San Gabriel Valley and Los Angeles County Distribution of Employment by Industry
5-
Health Care Milli.1.11.111.11111M te.;' 0
AProfessional and Business Svcs. 11.11111111111111111111'23
A.' -
Retail Trade MNIIIIIIIMIIM= "S
0-
Leisure and Hospitality 1.111111111111111 "3
,c Fr Government MEMEIIIIMM 16 2
Manufacturing IMENI a 7
2 Fr Wholesale Trade 11111114.11.
CD
1 r Financial Svcs.and Real Estate MUM=S6
1 r HP/Construction IIIIIIIMMI SA
TranSPOrt/WarehOUSeithit =NM 16
Other Svcs. MUM AS
Education NIM 3.0
-10- i I I I I Information IN 1 A
01-08 01-10 01-12 01-14 01-16
2
6
10 15
Los Angeles County ----- San Gabriel Valley 0
Share(%)
Source:Employment Development Department Source:Emptoyment therstopment Department
Average Annual Wage Comparison
San Gabriel Valley vs. Los Angeles County • Los Angeles County unemployment rate at
pc,
4.8% (February 2017)
g 8-
....,?..8- •
r11111111111 Lower than 5.6% rate reported in February
1Z- 2016
• Health Care jobs dominate employment
&t F f 1
industry
3
1,- i.
t • LA County wages continue to be higher than ci 1
p .- -,;.•
San Gabriel Valley
San Gabriel Valley ',, ,'-' Los Angeles County
Source Employment Development Department.OCEW
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• The Budget is balanced with a projected change in fund balance
of $1.4 million and includes:
— One-time revenues of $2.8 million
— One-time operating expenditures of $1.2 million
— Operating deficiency of $189,905 with removal of one-time items
• Property Tax growth of (+5.2%)
• Sales Tax decline of (-3.0%)
• Best practice of budgeting for attrition/vacant position savings
(-$331,905).
• Includes proposed personnel changes reflecting new positions
and classification changes recommended by the class and
compensation study ($325,020).
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• Includes impact of part-time compaction due to
minimum wage increases ($37,000)
• LA County Fire contract increase of 7.0% ($328,568)
mandated by agreement.
• Increased CaIPERS costs of $250,665 due to re-
structuring of funding unfunded liabilities.
• The uncommitted reserve fund balance is expected to
increase to $9.5 million by the end of FY 2017/18,
inclusive of one-time revenues and expenditures.
NO REDUCTION IN PROGRAMS AND SERVICES ,
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1,437,172
$42,000,000
$41,808,501
$41,500,000 $42,243,69
$41,000,000 fi_._..
$3,184,035 $2,597,941362
$40,500,000
$40,652,082 39,94 ,825 $40,638,874_...
$40,595,725 $40,806,519
$40,000,000 40,236,509
$39,8 8,128 -$757,253 -$1,169,627
$39,500,000
-$108,697
$39,000,000 4--
$38,500,000
$38,500,000
$38,000,000
$37,997,784
$37,500,000 f —4—Revenues
—IF—Expenditures
e.
$37,522,940
$37,000,000 ____._____ ___r_ ___. __________._
FY 15-16 Actuals FY 16-17 Revised FY 17-18 Proposed FY 18-19 Estimate FY 19-20 Estimate FY 20-21 Estimate
Budget Budget
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Reconciliation of FY 17/18 Operating Results
Projected change in Fund Balance $ 1,437,172
Less One-time revenues:
(2One of the guiding
Various development related property sales ,500,000)
Underpayment of Landfill fees (300,000) principles to the City's
Add One-time expenditures: budgeting policy is "Do
HR Risk Mgmt- ICRMA special assessment 1,105,663
PD - Duct Cleaning 32,260 not use `one—time money
ECD - Way Finding 25,000 for ongoing operations
City Clerk- Records Mgmt Consultant 10,000
Projected Operating Deficiency $ (189,905)
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Reserve level projected at 23.2%
FY 17/18 PROJECTED GENERAL FUND RESERVES
Proposed Budget $ 40,806,519
Reserve Target 15%
FY 2017/18 Fund Balance Target $ 6,120,976
FY 2017/18 Projected Fund Balance $ 9,484,184
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FY2015-16 FY2016-17 FY2017-18 Growth%
Actuals Revised Budget Proposed Budget (FY18 Forecast)
Total Revenue $39,238,567 $39,065,035 $40,679,701 4.13%
-0.44% 4.13%
Total Personnel Costs ($23,760,075) ($23,745,060) ($24,704,629) 4.04%
-0.06% 4.04%
Increase
Total Non-Personnel Costs $ (7,071,022) $ (7,023,404) $ (9,241,518) 31.58% mainly due to
-0.67% QUO 1 one-time
expenditures
Total Operating Expenses $ (30,831,097) $ (30,768,464) $ (33,946,147) 10.33% of$1.2M and
-0.20% 10.33% operational
increases of
Operating Revenue 8,407,470 8,296,571 6,733,554 -18.84% $521,635
Non-Operating Activities
Debt Service (1,525,676) (1,572,070) (1,601,965) 1.90%
Capital Outlays (496,083) (534,740) (108,412) -79.73%
Total Non-Operating Activities (2,021,759) (2,106,810) (1,710,377) -18.82%
Interfund Transfers In(Out) (3,256,569) (3,591,820) (3,586,005) -0.16%
(.`I 91
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Change in Fund Balance $ 3,129,142 $ 2,597,941 $ 1,437,172 -44.68% 2,
17 „1
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% of FY
FY2016/17 FY2017/18 17/18
Revenue Source Revised Budget Proposed Budget $ Change °lo Change Budget
Property Tax $ 9,847,188 $ 10,356,205 $ 509,017 5.2% 24.6%
Sales Tax 5,764,711 5,594,532 (170,179) -3.0% 13.3%
Utility User Tax 2,900,000 2,934,274 34,274 1.2% 6.9%
Other Taxes 8,500,330 9,014,867 514,537 6.1% 21.3%
License & Permit 3,081,561 3,049,900 (31,661) -1.0% 7.2%
Fines & Penalties 1,200,250 1,117,850 (82,400) -6.9% 2.6%
Money & Property Use 1,740,833 1,818,038 77,206 4.4% 4.3%
Cost Reimbursements 873,700 756,275 (117,425) -13.4% 1.8%
Charges for Services 2,724,562 3,020,260 295,698 10.9% 7.2%
Miscellaneous 2,431,900 3,017,500 585,600 24.1% 7.1%
Subtotal Rewnues $ 39,065,035 $ 40,679,701 $ 1,614,666 4.1% 96.3%
Transfers In 1,530,690 1,563,990 33,300 2.2% 3.7%
Total Rewnues $ 40,595,725 $ 42,243,691 $ 1,647,966 4.1% 100.0%
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tr.• FY 2017- 18 Proposed Revenues by Source
Miscellaneous
4.3%Money&Property Use
Property Tax
License&Permits
7.2% 24.5%
7.1%
Fines& Penalties
2.6%
Transfers In
3.7%
Cost Reimb.
1.8%
Sales Tax
13.2%
Charges for Services
7.1%
('1 -1,>
Other Taxes Utility User Tax 1 f
21.3% 6.9% v
19
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FY2016/17 FY2017/18 17/18
Department Revised Budget Proposed Budget $Change % Change Budget
City Council $ 135,525 $ 132,310 $ (3,215) -2.4% 0.4%
City Clerks 664,200 642,815 (21,385) -3.2% 1.6%
City Manager/Neighborhood Svcs 598,980 553,965 (45,015) -7.5% 1.4%
City Attorney 250,000 250,000 - 0.0% 0.7%
Treasurer 203,870 182,430 (21,440) -10.5% 0.4%
Accounting 1,130,085 1,135,360 5,275 0.5% 2.8%
Purchasing 224,345 241,590 17,245 7.7% 0.6%
Printing 9,000 9,000 - 0.0% 0.0%
Citywide 2,409,614 4,125,125 1,715,511 71.2% 10.2%
HR-Personnel Relations 584,506 421,460 (163,046) -27.9% 1.0%
Library Services 1,164,345 1,244,270 79,925 6.9% 3.0%
Safety (excludes Fire Svcs) 18,107,067 18,732,133 625,066 3.5% 45.9%
Economic Development 2,201,195 2,192,236 (8,959) -0.4% 5.4%
Rec&Fam Services 3,173,837 3,463,368 289,531 9.1% 8.5%
Public Works 811,000 714,440 (96,560) -11.9% 1.8%
Subtotal Expenditures $ 31,667,569 $ 34,040,502 $ 2,372,933 7.5% 83.7%
Transfers Out(includes Fire Svcs) 5,483,980 6,295,585 811,605 14.8% 15.4%
CapitalOuflay 534,740 108,412 (426,328) -79.7% 0.0%
Personnel Requests 311,495 325,020 13,525 0.8%
P/T Compaction 37,000 37,000 0.1%
Total Expenditures $ 37,997,784 $ 40,806,519 $ 2,808,735 7.4% 100.0% c
1 I -1,,
Only 4.3% change without one-time expenditures of $1.2 million
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FY 2017- 18 Proposed Expenditures by Function
Community Development Highways&Streets
5.3% 1.8%
Culture& Recreation
12.1%
Public Safety
General Government 58.6%
22.2% (
I/it ���`
'14
7;1:77
-2,7 : z
New ongoing operating expenses in FY 2017-18 Proposed Budget
FY 17-18
Department Description Proposed
General Fund Reclass (7) positions per Class & Comp Study $ 29,288
Citywide Security services at City Hall Campus 30,000
Econ & Comm Dev New 1.0 FTE Planning Technician 79,985
Information Tech Laserfice lease payments (3-yr agreement) 34,000
Information Tech E-Vote Granicus software 5,280
Public Safety Unfreeze/Reclass 1.0 FTE Police Ofcr. to Reserve Police Ofcr. P/T 48,375
Public Safety New 1.0 FTE (2) Records Specialists I P/T 48,375
Public Safety Charter and JDIC contracts 15,000
Public Safety Fire services contract increase 328,568
Public Safety 4 Vehicle Leases (4-yr agreement) 44,062
Rec & Family Svcs Reclass Sr. Rec. Leaders P/T to Rec. Coordinator P/T 2,570
Rec & Family Svcs New 1.0 FTE Asst. Director of RFS 116,425
Rec & Family Svcs Tree trimming contract increase 79,725
General Fund Total $ 861,653
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Total FY 2017-18 Budget $ 153,377,414
Fund TypeOperating Transfers Total Budget
General $ 34,510,934 $ 6,295,585 $ 40,806,519
Internal Services 12,495,218 523,830 13,019,048
Special Revenue 20,509,286 332,600 20,841,886
Debt Service 3,503,635 3,060,920 6,564,555
Enterprise 65,160,501 1,418,035 66,578,536
Capital Projects Fund 108,450 - 108,450
Successor Agency 5,458,420 — 5,458,420
Total Budget $ 141,746,444 $ 11,630,970 $ 153,377,414
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All Funds — by Fund Type
Capital Projects Fund Successor Agency
0.2% 3.6%
General
' 28.1%
e},;e
Enterprise
45.2%
Internal Services
8.3%
l'I '1<>
Special Revenue ;= .s
Debt Service 10.3% '" v
4.3% ,
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All Funds — by Function
Culture&Recreation Community
Highways&Streets 4.6% Development
Debt Service 3.2% 2.1%
2.8%
ti
General Government
12.1% .
t'r
Utilities
56.1%
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Public Safety_
19.1%
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Existing budget is able to absorb the cost of the increase of staffing
positions: Fund Department FTE Change Cost Impact
GENERAL FUND Administration 0.00 $ 10,545 General
Econ& Comm Development 1.00 79,985
Library 0.00 4,140 Fund
Public Safety 2.00 105,005I m pa ct
Rec and Family Services 1.00 1 45
Total Estimated Impact: 4.00 $ 325,020
PUBLIC WORKS Proposition A 0.75 $ 58,210
Proposition C 0.25 27,670
Sewer 0.00 3,720
Measure R (0.70) 8,245
Gas Tax 0.00 18,600
Total Estimated Impact: 0.30 $ 116,446
LIGHT&WATER Water 0.00 $ 27,325
Electric 0.00 18,215
Total Estimated Impact: 0.00 $ 45,540
SOLID WASTE Administration 0.00 $ 2,640
Total Estimated Impact: 0.00 $ 2,640 }t 1
GRAND TOTAL ESTIMATED IMPACT: 4.30 $ 489,645
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0411,4es .. • SUMMARY OF CITWIDE POSITIONS
No. of Employees Actual Actual Actual Actual
FY1314 FY1415 FY1516 FY1617
Elected Officials 7.00 7.00 7.00 7.00
Full Time Employees 226.00 227.00 221.00 232.00
Part Time Employees 119.00 121.00 145.00 134.00
Total 352.00 355.00 373.00 373.00
Authorized FTEs Authorized Authorized Authorized Authorized Proposed
FY1314 FY1415 FY1516 FY1617 FY1718
Total Full Time Equivalent(FTE) 296.28 295.87 298.18 319.72 324.41
Conversion to FTE
Full Time Employees 241.00 241.00 241.00 252.00 261.00
Part Time Employees 55.28 54.87 57.18 67.72 63.41
Total FTE 296.28 295.87 298.18 319.72 324.41
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ligth
5-Year Capital Improvement Plan
Fiscal Year Proposed Budget
2017-18 $ 24,681,067
2018-19 19,991,820
2019-20 16,866,820
2020-21 14,824,820
2021-22 9,296,820
Total $ 85,661,347
• Funded from Non-GF Sources $46,865,737
• Unfunded $38,795,610
• FY 17-18 includes FY 16-17 carryovers of $8,613,017 _�
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City Facilities,Systems Streets and Storm Drains Parks and Open Spaces
and Community Services
• City Facilities& • Storm Drains,Culverts,& • General Safety,
Improvements Flood Control Maintenance&Other
• City Systems&Controls • Bridges Improvements
• Community Assets& • Paving&Striping • Park Paving,Courts&
Programmatic Projects • Planning and Studies Pathways
• Sidewalk,Curb&Gutters Playgrounds,Fencing& Citywide Cl P a re
• Traffic Signals Lighting
grouped into 6 major
categories to facilitate
public understanding
Electric Water of City capital
investments.
• General Safety, • General Safety, • Pipeline Rehabilitation
Maintenance&Other Maintenance&Other Sewer Main Rehabilitation
Improvements Improvements • Treatment
• Electric Distribution& • Production and Reservoirs
Substation Upgrades • Pipeline Replacement
• Street Lights&Poles Rehabilitation
• Utility Modernization • Pump Stations i .i
• Customer Service • Utility Modernization ( �
Improvements �+
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The Proposed FY 2017-18 Budget includes $10.7 million in new funding to support critical
capital investments •and infrastructure needs (excludes $5.4M unfunded projects).
Water, $695,000, 6% City Facilities,Systems&
Community Assets,
$2,090,750, 20%
Electric, $365,000, 3%
Parks& Open Spaces,
$60,000, 1%
a City Facilities,Systems&Community Assets
■Electric
w Parks&Open Spaces }f -1<'
Streets&Storm Drains,
a Water
ii Streets&Storm Drains
$7,491,970, 70% " » 3'
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FY 16/17 ongoing projects include $8.7 million in funding to carryforward to FY 17/18
to continue support of critical capital investments and infrastructure needs.
Electric, $510,000,6% City Facilities, Systems&
Community Assets,
Parks&Open Spaces, $$155,350, 2%
$156,418, 2% Water, $3,145,518,36%
Streets&Storm Drains,
$4,695,731,54%
■Water
•Streets&Storm Drains
■Parks&Open Spaces
•Electric `f '1,„,
■City Facilities,Systems&Community Assets ILO Y
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Operating/Capital Outlay Highlights :
— Overall budget increase of $1,928,918
• ICRMA special assessment $1,670,205 (one-time, $1.1M allocated
to Citywide)
• Increase in insurance premiums $309,179
— Implementation of a city-wide Staff Development Program
including Succession Plan, Mandatory Safety Training &
Supervisor/Management Development Programs
— Increase in recruitment cost for Safety and Civilian
Personnel ..� � � ��
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Personnel Requests :
Fund Request Current Classification FTE Total Cost
General Reclass: Senior Admin Assistant(per Class/Comp Study) Senior Office Specialist 0.00 $ 3,175
General Reclass: Comm Resource Spec(per Class/Comp Study) Administrative Assistant 0.00 965
Library Total Estimated Impact: 0.00 $ 4,140
Operating/Capital Outlay Highlights : .--‘,4%,. -mi.w,
— Expand Adult Programming - :,
9h444 1
t f ,«
CIP Highlights : *: ,
. �au
— Public Restroom Remodel ($195,000)
— Community Room Renovation ($10,000) '
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Operating/Capital Outlay Highlights :
— Mobile Device Management (MDM ) ($1,500)
— Laserfische lease payments ($34,000)
— GIS Server Upgrade ($5,550)
communication hardware
support computer
Ppo �, database
_
server - • Internet
•
network security
applications software
design ,
c
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Personnel Requests :
Fund Request Current Classification FTE Total Cost
General-Admin Reclass: Exec Asst to CM Range 4187(per Class/Comp Study) Exec Asst to City Manager Range 4179 0.00 $ 5,260
General/SW/Prop A&C Reclass: Senior Management Analyst(per Class/Comp Study) Management Analyst 0.00 8,805
Administration Total Estimated Impact 0.00 $ 14,065
Operating/Capital Outlay Highlights :
— Records Management System ($10,000)
CIP Highlights :
— City Council Digital Voting System/ Auditorium Upgrades
($80,000)
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%Personnel Requests:
Fund Request Current Classification FTE Total Cost
Genral-PD Reclass: Admin Assistant(per Class/Comp Study) Office Specialist I 0.00 $ 8,255
Genral-PD Reclass: (2) Reserve Officer P/T Unfreeze &Relcass Police Officer 1.00 48,375
Genral-PD New Positions: (2) Records Specialists I P/T New 1.00 48,375
Public Safety Total Estimated Impact: 2.00 $105,005
Operating/Capital Outlay Highlights: ��v�µY
— HVAC duct cleaning ($32,260) : 9
— Lease four vehicles($44,062) t,,," yv31, !, `
— 7% increase in Fire Safety contract ($328,568) ;� li i ' .
— Increase in the P.D. IT budget ($43,505)
OLIO
%'
CIP Highlights:
,
— Microwave Communications System ($29600)
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/tE4 1,Personnel Requests:
Fund Request Current Classification FTE Total Cost
General- Planning New Position: Planning Technician New 1.00 $ 79,985
Economic and Community Development Total Estimated Impact: 1.00 $ 79,985
Operating/Capital Outlay Highlights:
— Transit II Property Management •Service ($30,000)
CI P •Highlights:
Way Finding •project ($25,000)
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Personnel Requests :
Fund Request Current Classification FTE Total Cost
Sewer/Measure M Reclass: Public Works Manager Assistant Director of PW 0.00 $(11,185)
Gas Tax/Facilities Reclass: Street Maintenance Crew Supervisor Street Maintenance Worker III 0.00 14,905
Gas Tax/Prop C Reclass: Bus Driver F/T (2) Bus Driver P/T 0.00 26,570
Prop A/Prop C New: Transportation Dispatcher New 1.00 77,030
Measure R
Reclass: Street Maintenance Worker I (1)SMWI P/T and (2)Asst SMW I P/T (0.70) 8,245
Public Works Total Estimated Impact: 0.30 $115,565
o* ,�nO e r a t i n g/Capital OutlayHighlights: ,
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— F-350 Lift Gate Truck ($63,700) 3 MIL
- 6 Flashing Stop Signs ($16,313)
CIP Highlights : iiiiis ,.,~
— City Wide Traffic Management System ($5,845,820)
— Pavement Management ($34,600,000) ��
— Facility Improvements ($5,126,680) es
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— Ivy-It Graffiti Deterrent Pilot Project ($10,000)
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Personnel Requests:
Fund Request Current Classification FTE Total Cost
Cons.Service New: Utility Financial/Accounting Analyst Utilities Systems Analyst 0.00 $ 6,290
Cons.Service New: Cashier(Full-time) (2)Cashier(Part-Time) 0.00 37,345
Cons.Service Reclass: Wtr Education Spec(per Class/Comp Study) Office Specialist 0.00 1,905
Light&Water Total Estimated Impact: 0.00 $ 45,540
Operating/Capital Outlay Highlights:
— Net Power Supply Costs reduced by $6.6 million
— Electric "Cost of Service” Rate Study Completion
— City Facilities Electric/Water/Solar Audit -- Phase I
— Security Enhancements at all ALW Locations
CIP Highlights:
— Utility Modernization Project (AMI) ($1,280,000)
— Customer Service Lobby Remodel ($370,000)
— Outdoor LED Message Display Sign Upgrade ($88,000)
' _ — LED Street Lights Fixture Retrofit — Foothill & Alosta $115,000
— SGVMWD Direct Connection to Water Treatment Plant ($165,000)
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