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Proposed Biennial Budget Fiscal Years 2014-15 & 2015-16 CITY OF EL CERRITO Agenda Item 7A 1 ---PAGE BREAK--- Budget Overview Strategic Plan Goals FY 2013-14 Accomplishments Challenges Objectives for Fiscal Years 2014-15 and 2015-16 City Finances Citywide Budget Overview General Fund Assumptions Budget Considerations Departmental Overviews City Council Next Steps 2 AGENDA ---PAGE BREAK--- 3 STRATEGIC PLAN GOALS f I • IUfGOAfS k~ 8WA~~.r \lit GI:».L A: DeL.\~~ ~~~MPLA2Y Seevtce; G/JAL. B: AC HI~ ve LONG·~eM ~INANClAl, ~iAINA5lliTY 0 ,.\11 'l.Hil , , - GOAt. D: D€t:P€N A SIENtE or OOvei..OP o.o.d- 12.ei1ABIUT~ ENSJ2f 14 PuB<..tc..S P~AC..e IWD COMMUNITY' PUBL.IC PACIL.titG~ 04 HeAt..'flt ~SAfeTY IO~N'fliY COMMUNrf'< fOCAl, 1'01Nft; Wit 1/ GOAt..f: ~OS1'el2- e SVSf.AINASILI1Y - \ I, ---PAGE BREAK--- Deliver Exemplary Government Services Continued moving more services online to increase productivity internally and flexibility for our customers Managed to largely keep up with continued technology changes with a limited technology budget For the first time, held four neighborhood budget meetings to solicit input from the community on the City’s fiscal priorities 4 FY 2013-14 ACCOMPLISHMENTS ---PAGE BREAK--- 5 FY 2013-14 ACCOMPLISHMENTS Deliver Exemplary Government Services Expanded the City’s social media presence through our new website, Twitter, Facebook, Nixle and other regular electronic outreach and launched “Open El Cerrito” with Peak Democracy Received 11 “Best of ” Contra Costa County Awards from Parents’ Press Magazine including: Best Arts Camps, Best Child Care, Best Circus & Sports Camps, Best Fair/Festival – City of El Cerrito/worldOne Fourth of July Festival, Best General Summer Camps, Best Gymnastics, Best Preschool – Casa Cerrito Preschool, Best Science Summer Camp, Best Spring Break Camp, Best Swim Classes and Best Winter Break Camp ---PAGE BREAK--- 6 FY 2013-14 ACCOMPLISHMENTS Achieve Long Term Financial Sustainability Secured outside funding for several City projects, including: $3,468,547 One Bay Area Grant (OBAG) to complete Ohlone Greenway and Pedestrian Safety Improvements adjacent to both BART stations; $100,000 Safe Routes to Transit grant to further the San Pablo Avenue Complete Streets effort, $302,500 for del Norte Precise Plan, and $251,525 for acquisition of the Hillside Natural Area Summer Camp sign ups and revenue increased by over 10% Achieved $40,000 in savings by bringing citywide custodial duties in house under the Recreation Department Negotiated a $100,000 increase in SRO reimbursement from the WCCUSD ---PAGE BREAK--- Achieve Long Term Financial Sustainability Received the award for Excellence in Financial Reporting from the Governmental Finance Officers Association (GFOA) Received the award for Excellence in Operational Budgeting from the California Society of Municipal Finance Officers and the Distinguished Budget Award from the GFOA Issued Tax Revenue Anticipation Notes to carefully manage cash flow 7 FY 2013-14 ACCOMPLISHMENTS ---PAGE BREAK--- Deepen a Sense of Place and Community Identity Broadened the City’s hiring and volunteerism through our EC Stars High School Internship Program, expanded Police Explorer Program, 2nd Police Citizens Academy and identified eight new Volunteers in Police Service recruits Facilitated opening of Off the Grid weekly food truck event Negotiated loan terms, facilitated financing and celebrated groundbreaking for Ohlone Gardens affordable housing project 8 FY 2013-14 ACCOMPLISHMENTS ---PAGE BREAK--- Deepen a Sense of Place and Community Identity Installed “12 Wind Sculptures” along San Pablo Avenue Held re-opening Ohlone Greenway walk/run/bike celebration 9 FY 2013-14 ACCOMPLISHMENTS ---PAGE BREAK--- Develop & Rehabilitate Public Facilities as Community Focal Points Upgraded the irrigation system at Cerrito Vista park using City staff and in partnership with El Cerrito Youth Baseball, rebuilt three baseball infields Implemented a Tree Maintenance Agreement that reduced per tree costs by half while pruning twice as many trees 10 FY 2013-14 ACCOMPLISHMENTS ---PAGE BREAK--- Ensure the Public’s Health & Safety Reduced overall part one crimes through the use of data, flexible deployments and continued crime analysis Received Homeland Security grants for new fire ladder truck, new Automatic Cardiac Compression Devices and rescue equipment valued at over $1 million. Added a 2nd K-9 and handler to expand Police capabilities Implemented five grant funded transportation/streets related projects to help improve vehicle, bicycle and pedestrian safety throughout the community 11 FY 2013-14 ACCOMPLISHMENTS ---PAGE BREAK--- Foster Environmental Sustainability Citywide Completed and released Draft Specific Plan (Form Based Code, Complete Streets) and Draft Environmental Impact Report Installed energy efficient water heaters at the swim center Installed solar panels at five city facilities to reduce energy costs 12 FY 2013-14 ACCOMPLISHMENTS ---PAGE BREAK--- Continuing to increase technological solutions to improve customer service Managing the continued increases in technology demands with reduced staff to manage, research and implement solutions Finding the time with current vacancy level to focus on continuous quality improvements, data driven analysis, succession planning, continuing education and other staff driven improvements while maintaining current service levels Managing significant increases in pension costs CHALLENGES 13 ---PAGE BREAK--- Recruitment and retention of excellent staff with flat budgets and flat or decreasing compensation in an increasingly improving market Identifying funds to maintain our aging facilities, parks, open space, playgrounds and playfields Identifying resources to successfully advance affordable housing and economic development goals without Redevelopment funding and support Attracting aging baby boomers to outdated, low functioning senior center CHALLENGES 14 ---PAGE BREAK--- Identify a site for a new library/community center In order to maintain local control, develop and pass an extension and possible increase to the City’s general sales tax (Measure R) Increase efficiency and competitiveness in contract services Successful implementation of the November General Election Bringing the San Pablo Avenue Specific Plan, Urban Greening Plan, Active Transportation Plan through to adoption (Fall 2014) and implementation KEY OBJECTIVES 15 ---PAGE BREAK--- Continue and expand the City’s disaster preparedness training Begin implementation of a new Storm Drain Master Plan and perform small storm drain improvement projects Continue to actively seek and win grants which further implement the Mission and Vision of the City Leverage funding and begin a General Plan update Develop recreation Marketing Plan to provide more focused outreach and increased revenue potential KEY OBJECTIVES 16 ---PAGE BREAK--- 17 A SNAPSHOT OF SPENDING BY GOAL Departmental Budget Allocation to Strategic Plan Goals 5% • Goal A: Deliver exemplary govt. services • Goal B: Achieve long-term financial sustainability • Goal C: Deepen sense of place & comm. Identity • Goal D: Develop & rehabilitate public facilities • Goal E: Ensure the public's health & safety • Goal F: Foster environmental sustainability citywide ---PAGE BREAK--- FIRST TIME COMMUNITY BUDGET MEETINGS •Four meetings in March, held in various neighborhoods throughout the City •37 residents (plus two children and two dogs) •Staff presentation followed by activities for residents to provide feedback and ideas 18 ---PAGE BREAK--- At 4 neighborhood meetings a new online forum, “Open El Cerrito”, the City invited community members to allocate $500 towards the strategic plan goals most important to them. 77 people completed the exercise. COMMUNITY ENGAGEMENT OUTCOME $2,000 $4,000 $6,000 $8,000 $10,000 $12,000 $14,000 Goal A Goal B Goal C Goal D Goal E Goal F Total Spent workshops online forum 19 ---PAGE BREAK--- Goal E: Ensure the public’s health and safety Goal D: Develop and rehabilitate public facilities as community focal points HIGHEST PRIORITIES $44 $63 $63 $65 $113 $154 $0 $20 $40 $60 $80 $100 $120 $140 $160 $180 Goal A Goal B Goal C Goal F Goal D Goal E Average spent 20 ---PAGE BREAK--- 21 CITY ORGANIZATION REMAINS THE SAME Residents of El Cerrito City Council Boards and Commissions City Attorney City Manager City Management Fire Department Finance Police Department Community Development Public Works Recreation ---PAGE BREAK--- • Citywide Budget • General Fund • Special Funds 22 CITY FINANCES ---PAGE BREAK--- No reductions to current, filled staff positions Fifteen vacancies will remain, five more than the current fiscal year An increase of four percent by non-public safety management and unrepresented professional staff in their contributions to their pension costs Approximately $600,000 of economic development related grant funds from a prior grant from the Municipal Services Corporation are no longer available Overall salary savings from vacancies equals approximately $1.9 million Overall salary savings of approximately $539,000 in Police based on current staffing levels and the need to maintain vacancies to balance the budget. The three vacant sworn positions will be re-evaluated at mid-year and allowed to be filled should additional revenues be identified through a ballot initiative KEY ASSUMPTIONS 23 ---PAGE BREAK--- The Fire Department, while fully staffed operationally with three recent hires, will rely on overtime rather than fill the three authorized “coverage” positions, similar to recent years (results in approximate $150,000 in savings) Capital projects funded outside of the General Fund will progress as planned but once again, no General Fund contributions are included for capital or facility improvements Contract help in certain areas, including economic development and human resources will continue or increase until revenues stabilize at a sustainable level $50,000 for professional services and public education costs associated with a possible ballot initiative in November are included No additional use of unrestricted General Fund reserves KEY ASSUMPTIONS 24 ---PAGE BREAK--- 25 PROPOSED CITYWIDE REVENUES ALL FUNDS 2011-12 2012-13 2013-14 2014-15 2015-16 Actual Actual Amended Proposed Proposed Taxes Property Taxes $8,396,623 $5,467,008 $6,322,213 $6,442,256 $6,636,620 Sales Taxes $6,560,971 $6,251,355 $6,093,750 $6,003,000 $6,319,960 Utility User Tax $3,163,978 $3,066,580 $3,605,000 $3,677,100 $3,750,642 Local Parcel Taxes $1,908,237 $1,908,470 $1,908,000 $1,908,000 $1,908,000 Franchise Taxes $1,020,930 $1,065,858 $1,177,000 $1,393,175 $1,434,970 Business License Tax $691,948 $660,931 $750,000 $770,495 $785,905 Other Taxes $592,386 $681,582 $702,015 $807,728 $829,725 Total Taxes $22,335,073 $19,101,784 $20,557,978 $21,001,754 $21,665,822 Licenses & Permits $518,276 $516,703 $606,000 $531,000 $593,000 Fines and Forfeitures $215,336 $288,781 $306,500 $341,500 $341,500 Use of Money and Property $494,979 $473,706 $451,682 $485,943 $495,272 Intergovernmental Revenues $7,958,811 $10,187,663 $14,190,858 $8,442,405 $8,094,330 Charges for Services $6,274,008 $6,842,104 $6,839,538 $6,819,370 $7,163,061 Other Revenues $1,751,600 $512,435 $266,431 $891,231 $479,567 Total Revenues before Transfers $39,548,083 $37,923,176 $43,218,987 $38,513,203 $38,832,552 Interfund Transfers $11,271,935 $9,517,061 $5,486,390 $2,852,533 $2,815,683 $50,820,018 $47,440,236 $48,705,377 $41,365,736 $41,648,235 Revenue Category Total ---PAGE BREAK--- PROPOSED CITYWIDE EXPENDITURES ALL FUNDS 26 ---PAGE BREAK--- CITYWIDE SPENDING BY TYPE ALL FUNDS 27 2012-13 Actual 2013-14 Adopted 2013-14 Amended 2014-15 Proposed 2015-16 Proposed Personnel $25,430,585 $25,288,500 $25,475,967 $25,290,126 $26,324,445 Professional Services $3,429,087 $2,802,725 $3,480,386 $2,734,300 $2,719,300 Purchased Property Services $4,126,128 $7,580,457 $8,654,877 $5,663,153 $4,749,523 Other Services $1,439,634 $1,519,458 $1,519,458 $1,434,658 $1,465,498 Supplies $865,537 $849,850 $842,646 $854,250 $871,050 Property & Capital $2,124,614 $313,500 $1,349,481 $264,300 $342,800 Financing Costs $5,138,635 $3,092,992 $3,092,992 $2,608,937 $2,604,722 Other Financing Uses $8,043,755 $4,359,990 $8,877,542 $2,852,533 $2,815,683 Total $50,597,975 $45,807,472 $53,293,349 $41,702,257 $41,893,021 ---PAGE BREAK--- 28 GENERAL FUND OVERVIEW General Fund Summary 2012-13 Actual 2013-14 Adopted 2013-14 Amended 2013-14 Projected 2014-15 Proposed 2015-16 Proposed Beginning Restricted Fund Balance $598,957 $0 $1,059,976 $1,059,976 Beginning Unassigned Fund Balance $2,608,745 $2,909,552 $1,281,566 $1,281,566 $1,479,380 $1,568,773 Total Revenues $29,366,108 $28,479,079 $28,809,734 $29,054,141 $29,341,458 $30,304,024 Total Expenses $28,947,137 $28,453,592 $28,929,497 $28,860,545 $29,252,065 $30,396,301 Personnel $22,728,201 $23,649,427 $23,836,894 $22,180,815 $24,151,835 $25,161,615 Salary Savings ($28,480) ($1,467,048) ($1,467,048) ($22,858) ($1,532,693) ($1,608,952) Non-Personnel $6,247,416 $6,271,213 $6,559,651 $6,702,589 $6,632,923 $6,843,638 Annual Balance/Shortfall $418,970 $25,487 ($119,763) $193,596 $89,393 ($92,277) Transfer Out Grant $598,957 $598,957 Transfer Out - Solar CIP $1,134,584 $456,801 $456,801 Total Transfer out of Restricted Funds $1,134,584 $0 $1,055,758 $1,055,758 $0 $0 Ending Fund Balance/Deficit $2,492,088 $2,935,039 $1,166,021 $1,479,380 $1,568,773 $1,476,496 Unassigned Ending Fund Balance/Deficit $2,492,088 $2,935,039 $1,166,021 $1,479,380 $1,568,773 $1,476,496 Ending Unassigned Reserve Percent 8.6% 10.3% 4.0% 5.1% 5.4% 4.9% ---PAGE BREAK--- 29 GENERAL FUND REVENUE PROJECTIONS General Fund Revenues 2012-13 Actual 2013-14 Adopted 2013-14 Amended 2013-14 Projected 2014-15 Proposed 2015-16 Proposed Property Taxes $5,564,453 $6,407,213 $6,407,213 $6,029,710 $6,577,256 $6,778,620 Sales Taxes $5,109,397 $4,593,750 $4,593,750 $5,018,143 $4,605,000 $4,893,960 Franchise Taxes $1,065,858 $1,177,000 $1,177,000 $1,303,157 $1,393,175 $1,434,970 Utility Users Taxes $3,066,580 $3,605,000 $3,605,000 $3,605,000 $3,677,100 $3,750,642 Other Taxes $845,880 $951,400 $951,400 $962,060 $996,119 $1,022,405 Total Taxes $15,652,169 $16,734,363 $16,734,363 $16,918,070 $17,248,650 $17,880,597 Licenses & Permits $516,703 $606,000 $606,000 $559,000 $531,000 $593,000 Fines & Forfeitures $277,222 $290,000 $290,000 $325,000 $325,000 $325,000 Intergovernmental Revenues $5,027,113 $4,900,128 $5,120,649 $5,035,238 $5,183,962 $5,266,191 Charges for services $4,938,694 $4,626,362 $4,736,496 $4,847,018 $4,585,442 $4,774,935 Misc Revenues $606,679 $517,847 $517,847 $535,161 $566,547 $574,107 Transfer Ins $752,228 $804,379 $804,379 $834,654 $900,857 $890,194 Total Other Revenues $12,118,639 $11,744,716 $12,075,371 $12,136,071 $12,092,808 $12,423,427 Total Revenues (Before 1-Time) $27,770,808 $28,479,079 $28,809,734 $29,054,141 $29,341,458 $30,304,024 Loan Proceeds- 1 Time $1,595,300 $0 $0 $0 $0 $0 Total Revenues $29,366,108 $28,479,079 $28,809,734 $29,054,141 $29,341,458 $30,304,024 ---PAGE BREAK--- 30 GENERAL FUND EXPENDITURE PROJECTIONS Department 2011-12 Actual 2012-13 Actual 2013-14 Amended 2014-15 Proposed 2015-16 Proposed City Management $2,614,045 $2,752,049 $2,631,140 $2,584,245 $2,559,116 Finance $923,606 $929,669 $1,119,705 $936,910 $1,012,820 Police $9,910,485 $9,982,363 $10,384,068 $10,567,226 $11,169,173 Fire $7,935,101 $8,323,854 $8,157,992 $8,141,696 $8,395,237 Public Works $986,862 $2,031,554 $909,026 $645,185 $674,066 Community Development $1,432,331 $1,604,559 $1,491,688 $1,726,262 $1,799,444 Recreation $4,010,750 $3,964,611 $3,890,629 $3,942,797 $4,078,223 Transfers $4,711,737 $730,384 $1,401,007 $707,744 $708,222 Total $32,524,916 $30,319,042 $29,985,255 $29,252,065 $30,396,301 ---PAGE BREAK--- EXPENDITURE PROJECTIONS 31 100% 90% 80% Ill 70% - 60% 1: c. UJ 50% 0 40% ~ 1: 30% 20% 10% 0% General Fund Expenditures Before Transfers 201 1-12 2012-13 2013-1 4 2014-15 2015-16 Actual Actual Amended Proposed Proposed Fiscal Year • Public Works o Cormunity Development • Finance o City Management o Recreation • Fire oPolice ---PAGE BREAK--- Taxes revenues are projected to increase $1.1 million by FY 2015-16 as a result of conservative increases in property and sales taxes. About 40% of Proposition 8 reductions are anticipated to increase. Some growth is also expected in the utility users tax and franchise fees Licenses and Permits have remained fairly consistent in the last few years. Some revenue growth is projected due to building projects anticipated by FY 2015-16 Use of Money & Property is primarily related to rental of City facilities, and is expected to increase in addition to an approved 4% fee increase in FY 2014-15 32 KEY REVENUE ASSUMPTIONS ---PAGE BREAK--- Intergovernmental Revenues are paid to the City by other agencies for providing services such as fire protection services for Kensington and school resources officers at Portola Middle School and El Cerrito High. Minimal increases in FY 2014-15 and FY 2015- 16 Charges for Services include fees for planning and inspections, weekly curbside collection of recyclables and fees for various recreation programs. A 4% increase was approved for some recreation and planning and inspection fees in FY 2014-15 and an 8% fee increase was approved for the integrated waste management fees for recycling Other Revenues include revenues from various sources including donations. The projected revenue in FY 2014-15 is higher due to the anticipation of one-time revenue related to a capital improvement project KEY REVENUE ASSUMPTIONS 33 ---PAGE BREAK--- 34 KEY EXPENDITURE ASSUMPTIONS Personnel costs for FY 2014-15 remain relatively flat. Assumptions include the following: Fifteen vacancies will remain saving $1.9 million A four percent increase in pension contributions by non-public safety management and unrepresented professional staff Overall salary savings of approximately $539,000 in Police based on current staffing levels and the need to maintain vacancies to balance the budget. The three sworn positions will be re-evaluated at mid-year and allowed to be filled should additional revenues be identified through a ballot initiative. The Fire Department, while fully staffed operationally with three recent hires, will rely on overtime rather than fill the three authorized “coverage” positions, similar to recent years (results in approximate $150,000 in savings) ---PAGE BREAK--- Personnel costs in FY 2015-16 increases by approximately $1 million, the result of increases in medical and pension costs Professional Services remain flat with the exception of contractual annual increases for services such as dispatch, police records management and animal control and $50,000 for public education costs associated with a possible ballot initiative in November Purchased Property Services declines by approximately $2 million, the majority related to the completion of several capital projects and a reduction in landscape expenses 35 KEY EXPENDITURE ASSUMPTIONS ---PAGE BREAK--- 36 EXPENDITURE ASSUMPTIONS Other Services include costs for insurance and utilities such as phone and internet services and remains flat in FY 2014-15 and FY 2015-16 Supplies used for to account for costs such as fuel, uniforms, and other operating supplies assumes minimal changes in in FY 2014-15 and FY 2015-16 Property & Capital will return to the FY 2013-14 Adopted budget levels. Increases in the previous year were due to one-time grants used to purchase specialized equipment in the Fire and Police departments Financing Costs are reduced in FY 2014-15 and FY 2015-16 due to the payoff of the storm bonds in FY 2013-14 Other Financing Uses include transfers made between funds and has been reduced due to the elimination of several transfers that occurred in the past between funds ---PAGE BREAK--- 37 PROPOSED STAFFING FY 14-15 15 approved positions will remain vacant in FY 2014-15 In fiscal year 2009, the Council authorized just over 178 positions; an approximately 16% reduction in actual staffing in five years. Staffing is proposed to remain the same in fiscal year 2016 FY 2014-15 Approved Actual Vacant City Council 5 5 0 City Management 9 8 1 Finance Department 6 5 1 Community Development 13.5 12.5 1 Fire 37 33 4 Police 56.4 52.4 4 Public Works 23.8 20.8 3 Recreation 23 22 1 Total 173.7 158.7 15 ---PAGE BREAK--- General Fund impact of redevelopment dissolution = $600,000 next fiscal year City prevailed in litigation against State Department of Finance to reverse attempted “claw back” of $1.7 million of City funds. Second lawsuit against State Department of Finance is now being heard in Sacramento Vacant Economic Development Program Manager position will not be filled Entrepreneur Training class discontinued Remaining small budget reduced further 38 DISSOLUTION OF REDEVELOPMENT STILL LINGERS ---PAGE BREAK--- Development of a restricted reserve fund, primarily for one-time needs and not utilized for cash flow A larger increase in general fund reserves Development of a capital facilities reinvestment fund to identify funds for the repair and replacement of aging facilities An update of our cost allocation model and fee study Replacement of vacant Human Resources Manager position Some additional financial support for playfields, open space, older facilities and playgrounds A Cost of Living Adjustment for management and unrepresented employees 39 ITEMS CONSIDERED, BUT NOT INCLUDED ---PAGE BREAK--- 40 CITY MANAGEMENT Mayor and City Council City Manager Assistant City Manager Human Resources Manager vacant Personnel Technician Analyst III (Community Outreach Specialist) City Clerk Information Systems Manager Information Systems Specialist Administrative Clerk (reduced to City Attorney ---PAGE BREAK--- 41 CITY MANAGEMENT BUDGET • No personnel additions in City Management • Professional services increased to account for $50,000 related to Measure R and small backfill for other personnel reductions • City Attorney budget remains flat • City Council budget reduced and assumes Council Members paying the employee share of pension costs similar to management employees All Funds (No City Council or City Attorney) 2011-12 Actual 2012-13 Actual 2013-14 Amended 2014-15 Proposed 2015-16 Proposed Personnel Services $ 1,436,280 $ 1,458,532 $ 1,447,228 $ 1,303,714 $ 1,343,964 Purchased Professional & Technical Services 184,411 219,542 146,500 249,500 146,500 Purchased Property Services 922 1,749 4,800 4,800 4,800 Other Purchased Services 549,757 679,016 744,450 679,825 695,375 Supplies 36,125 40,176 39,800 34,300 41,300 Property & Capital 24,453 28,242 36,000 37,000 37,500 Total Expenditures $ 2,231,948 $ 2,427,258 $ 2,418,778 $ 2,309,139 $ 2,269,439 ---PAGE BREAK--- 42 COMMUNITY DEVELOPMENT DEPARTMENT Interim Community Development Director Planning and Building Manager Senior Planner Building Official Plan Checker Building Inspector .5 vacant Permit Technician Environmental Analyst Housing Program Manager Economic Development Program Manager vacant ---PAGE BREAK--- 43 PLANNING – WORKLOAD HIGHLIGHTS 0 10 20 30 40 50 60 70 80 Planning Permits by Fiscal Year 10-11 11-12 12-13 13-14 ---PAGE BREAK--- 44 BUILDING – WORKLOAD HIGHLIGHTS 1249 1572 1625 1391 0 200 400 [PHONE REDACTED] 1200 1400 1600 1800 10-11 11-12 12-13 13-14 Total Building Permits Issued by Fiscal Year ---PAGE BREAK--- 45 BUILDING – WORKLOAD HIGHLIGHTS $21,731,299 $22,878,198 $18,976,782 $32,025,543 $0 $5,000,000 $10,000,000 $15,000,000 $20,000,000 $25,000,000 $30,000,000 $35,000,000 10-11 11-12 12-13 13-14 Building Permit Total Construction Valuation by Fiscal Year ---PAGE BREAK--- 46 COMMUNITY SUSTAINABILITY – ENERGY USE ---PAGE BREAK--- 47 PUBLIC ENGAGEMENT HIGHLIGHTS Community Engagement Statistics Community Input Meetings # of Meetings Participants Urban Greening Plan Task Force 2 9 Urban Greening Survey 822 4-Plan Community Workshops 2 91 Eden Senior Housing Community Workshop 1 20 Active Transportation Plan Bicycle Tour 1 10 Active Transportation Plan Walking Tour 1 13 Educational Workshops Workshops/Events # of Events Participants Entrepreneur Training Series 1 8 ADA Compliance Workshop 1 14 EQC Eco-Film Series 2 212 Green Home Workshop Series 2 140 Totals Meetings/Events Participants 1339 ---PAGE BREAK--- One time projects associated with affordable housing funding were completed this fiscal year Budget reflects hiring of a full time Building Official offset by a reduction in professional services associated with the position Budget assumes suspension of Rental Inspection Program for evaluation and possible changes COMMUNITY DEVELOPMENT BUDGET 48 All Funds 2011-12 Actual 2012-13 Actual 2013-14 Amended 2014-15 Proposed 2015-16 Proposed Personnel Services $ 1,567,991 $ 1,364,845 $ 1,549,771 $ 1,505,770 $ 1,566,896 Purchased Professional & Technical Services 75,967 334,876 1,072,625 323,500 259,500 Purchased Property Services 32,400 10,094 19,980 14,700 19,300 Other Purchased Services 36,665 49,163 113,718 94,328 75,320 Supplies 15,312 21,005 25,800 20,300 19,800 Property & Capital 6,845 893,482 5,700 5,700 5,700 Other Objects 2,418,523 - - - - Other Financing Uses 4,956,360 - 3,391,152 35,000 - Total Expenditures $ 9,110,064 $ 2,673,464.01 $ 6,178,746 $ 1,999,298 $ 1,946,516 ---PAGE BREAK--- 49 FINANCE DEPARTMENT Finance Director/ City Treasurer Accounting Manager Accounting & Budget Account Clerk Technician Payroll Processing Account Clerk Technician Revenue Collection vacant Account Clerk Technician Accounts Payable Senior Financial Analyst 80% time ---PAGE BREAK--- Assumes vacant accounts receivable clerk position offset by some temporary support Assumes increased productivity and reduction in city wide contract costs FINANCE DEPARTMENT BUDGET 50 All Funds 2011-12 Actual 2012-13 Actual 2013-14 Amended 2014-15 Proposed 2015-16 Proposed Personnel Services $ 632,896 $ 598,052 $ 710,332 $ 600,189 $ 624,484 Purchased Professional & Technical Services 232,944 263,755 238,200 168,500 212,500 Other Purchased Services 14,717 10,474 20,900 15,800 20,900 Supplies 9,980 9,024 10,000 10,000 10,000 Property & Capital 18,993 1,319 1,000 1,000 1,000 Other Objects 3,423,534 4,855,132 2,486,449 1,977,897 1,980,225 Other Financing Uses 3,103,323 3,237,351 4,097,735 1,861,588 1,861,401 Total Expenditures $ 7,436,388 $ 8,975,108 $ 7,564,616 $ 4,634,974 $ 4,710,510 ---PAGE BREAK--- 51 FIRE DEPARTMENT Fire Chief A Shift Battalion Chief Fire Marshall 71 Captain Paramedic Engineer Firefighter Paramedic Firefighter vacant 72 Captain Engineer Firefighter Paramedic 65 Captain Engineer Paramedic Firefighter Paramedic Fire Prevention Officer Paramedic B Shift Batallion Chief Support Services 71 Captain Engineer Paramedic Engineer Paramedic Firefighter vacant 72 Captain Paramedic Engineer Paramedic Firefighter 65 Captain Paramedic Engineer Paramedic Firefighter Paramedic C Shift Battalion Chief Operations 71 Captain Engineer Paramedic Firefighter Paramedic Firefighter vacant 72 Captain Paramedic Engineer Firefighter Paramedic 65 Captain Paramedic Engineer Firefighter Fire Secretary vacant Battalion Chief/ Training EMS ---PAGE BREAK--- 52 FIRE WORKLOAD HIGHLIGHTS 1800 1700 1600 1500 1400 1300 1200 1100 1000 900 800 700 600 500 400 300 200 100 0 Vl QJ Vl QJ ~ u Vl QJ V) 2 UJ Vl Vl c: 0 0 "C ("0"0 N C: C'O 0 ::I:u Vl C'O u QJ > QJ V) Vl c: QJ c: "C 0 0 Vl C'O u QJ C'O • 2009 • 2010 • 2011 • 2012 • 2013 ---PAGE BREAK--- 53 FIRE WORKLOAD HIGHLIGHTS Public Education Contacts Contact Type 2009 2010 2011 2012 2013 Station Tours 245 331 150 177 245 Preschool Programs 407 516 477 493 430 Open Houses 400 35 201 147 400 School Age Programs K-4 373 456 830 606 350 School Age Programs 5-8 238 239 672 497 205 Senior Programs 27 58 25 63 29 First Aid/ CPR 59 230 140 169 60 Car Seats N/A N/A 56 49 70 Total 1,749 2,865 2,495 2,201 1,781 ---PAGE BREAK--- Assumes 4 vacancies (3 sworn) but remain fully staffed through the use of overtime, for an approximate savings of $150,000 Calls for service will remain relatively flat over the next 2 years Current Fire Prevention activities will continue as normal Provides adequate funding for apparatus and equipment maintenance Provides minimal support for long term station maintenance Postpones the replacement of a Battalion Chief Command vehicle FIRE DEPARTMENT BUDGET 54 All Funds 2011-12 Actual 2012-13 Actual 2013-14 Amended 2014-15 Proposed 2015-16 Proposed Personnel Services $ 7,412,529 $ 7,749,047 $ 7,617,213 $ 7,587,863 $ 7,837,254 Purchased Professional & Technical Services 28,512 30,618 11,500 21,500 21,500 Purchased Property Services 261,019 331,716 322,183 331,033 322,183 Other Purchased Services 84,975 75,864 81,000 73,000 81,000 Supplies 119,409 111,777 100,096 102,300 107,300 Property & Capital 336,137 36,152 1,088,604 25,000 65,000 Other Objects 32,140 65,885 129,532 129,533 129,532 Other Financing Uses 2,706,596 2,641,765 70,642 - - Total Expenditures $ 10,981,318 $ 11,042,824 $ 9,420,770 $ 8,270,229 $ 8,563,769 ---PAGE BREAK--- 55 POLICE DEPARTMENT Chief of Police Captain Lieutenant Field Operations Patrol Sergeant Patrol Corporal Patrol Officer (16) 3 vacant Police Ofc. K-9 CSO (2 PT) Lieutenant Special Operations / Investigations Detective Sergeant Detective Corporal Detective Traffic /Special Ops Sergeant Community Policing Team Traffic Officer CSO (2 PT) VIPS SRO Officer Lieutenant Administrative/ Support Services Records Supervisor Senior Records Specialist Records Specialist 1 vacant Property Specialist Cadets Administrative Analyst Explorers Reserve Officers ---PAGE BREAK--- 56 POLICE WORKLOAD HIGHLIGHTS El Cerrito Police Dept. Total CAD Incidents / Calls for Service- Past 5 years 21000 22000 23000 24000 25000 26000 27000 2008 2009 2010 2011 2012 Total Incidents Total Incidents ---PAGE BREAK--- 57 POLICE WORKLOAD HIGHLIGHTS El Cerrito Police Department Priority One Offenses- Past 5 years CRIME 2009 2010 2011 2012 2013 Average PART ONE VIOLENT CRIMES Homicide 0 0 0 0 0 0 Rape 6 2 3 2 2 3 Robbery 78 75 60 79 63 71 Aggravated Assault 48 46 32 29 29 37 Part 1 (Person) Crimes Total 132 123 95 110 110 PART ONE PROPERTY CRIMES Burglary 215 206 231 243 281 235 Larceny 611 589 588 637 716 628 Motor Vehicle Theft 106 150 111 150 122 128 Part 1 (Property) Crimes Total 932 [PHONE REDACTED] 1,119 Crime total 1064 1068 1025 1140 1229 ---PAGE BREAK--- CHANGES IN VIOLENT CRIME 58 Homicide; Rape; Robbery; Aggraved Assault 140 120 100 80 60 40 20 0 2009 2010 • Violent Crimes 2011 2012 2013 ---PAGE BREAK--- PROPERTY CRIMES HAVE INCREASED 59 800 600 400 200 0 Burglary; Larceny-Theft; Motor Vehicle Theft • Property Crimes 2009 2010 2011 2012 2013 ---PAGE BREAK--- 60 POLICE DEPARTMENT BUDGET • Cost of external services (dispatch, records management, animal control) all increased much greater than inflation • Salary savings (~$539,000) for three officers and one records specialist • Includes hiring of Community Service Officers All Funds 2011-12 Actual 2012-13 Actual 2013-14 Amended 2014-15 Proposed 2015-16 Proposed Personnel Services $8,465,399 $8,484,046 $8,690,846 $8,871,376 $9,339,301 Purchased Professional & Technical Services $904,805 $911,911 $1,108,500 $1,144,500 $1,218,500 Purchased Property Services $158,400 $177,750 $157,352 $139,100 $156,952 Other Purchased Services $118,897 $192,163 $164,220 $154,550 $166,270 Supplies $230,238 $240,866 $213,350 $240,700 $231,150 Property & Capital $227,458 $539,010 $185,177 $140,000 $180,000 Other Objects $1,219 $1,218 $0 $0 $0 Total Expenditures $10,106,417 $10,546,965 $10,519,445 $10,690,226 $11,292,173 ---PAGE BREAK--- 61 PUBLIC WORKS Public Works Dir/City Engineer Senior Engineer Associate Engineer vacant Engineering Technician Operations & Envir Services Division Manager Maintenance Superintendent Maintenance/Recycling Leadworker Maintenance/Recycling Worker (5 with 2 vacant) Operations Supervisor Maintenance/Recycling Worker Forklift Operator Environmental Programs Manager Management Assistant Management Assistant ---PAGE BREAK--- 62 PUBLIC WORKS WORKLOAD HIGHLIGHTS Engineering Service Indicators by Calendar Year ---PAGE BREAK--- 63 PUBLIC WORKS WORKLOAD HIGHLIGHTS ---PAGE BREAK--- INTEGRATED WASTE MANAGEMENT 64 20000 18000 16000 14000 12000 t/1 1: :2 ~1 0000 - Q) o_ rJ) t/1 I'll ~ 8000 6000 4000 2000 0 2005 2006 2007 El Cerrito Solid Waste Tonnage by Year 2008 2009 2010 2011 Calendar Year 2012 2013 cRecycling • Greenwaste • Garbage ---PAGE BREAK--- Ten-Year CIP includes 32 identified projects: Canyon Trail Clubhouse Enhancements - funded Hillside Natural Area Improvements (Acquisition, Trails and Landscaping) – Acquisition funded Park Facilities Rehabilitation & Improvements (Building, Fields, Pathways, Landscaping and Lighting) – unfunded Urban Forest Management Program - unfunded Creek Major Maintenance & Restoration - unfunded Citywide Path/Stairway/Boardwalk Rehabilitation & Improvement - unfunded CAPITAL IMPROVEMENT PROGRAM 65 ---PAGE BREAK--- ---PAGE BREAK--- Major Projects (largely funded through grants) Construction of Ohlone Nature Area & Rain Gardens (Goals C, E and F) Acquisition of the Madera property to expand the Hillside Natural Area (Goals C and F) Design of the Ohlone Greenway-BART Station Area Access, Safety and Placemaking Improvements (Goals C, E and F) Construction of two paving projects (Goal E) Construction Huber Park Improvements (Goals C, D and E) Design of Arlington Curve at Brewster Drive Safety Improvements (Goal E) CAPITAL IMPROVEMENT PROGRAM 67 ---PAGE BREAK--- Personnel reflects three vacancies: 2 Maintenance Workers and the Associate Engineer for Salary Savings of $303,000 Increases in Purchased Property Services expenses for building, vehicle and other maintenance needs that cannot be deferred Decrease in landscape maintenance services to better balance available revenues, which results in longer tree trimming rotation and minimal maintenance of some low-use landscaped areas Other non-personnel expenses remain relatively flat Eliminated one recycling worker position PUBLIC WORKS EXPENSES 68 All Funds 2011-12 Actual 2012-13 Actual 2013-14 Amended 2014-15 Proposed 2015-16 Proposed Personnel Services $ 2,590,843 $ 2,628,716 $ 2,343,027 $ 2,350,679 $ 2,439,947 Purchased Professional & Technical Services 332,264 326,742 172,900 178,300 178,300 Purchased Property Services 1,064,469 1,233,514 1,187,500 1,277,758 1,248,009 Other Purchased Services 169,310 156,661 131,850 133,935 134,613 Supplies 239,610 224,579 212,000 216,550 219,700 Property & Capital 575,757 560,514 11,000 7,500 7,500 Financing Costs 317,405 152,140 426,411 435,507 427,865 Other Financing Uses 697,007 1,852,646 1,179,993 924,459 921,852 Total Expenditures $ 5,986,666 $ 7,135,512 $ 5,664,681 $ 5,524,688 $ 5,577,786 ---PAGE BREAK--- 69 RECREATION Recreation Director Youth & Adult/ Community Programs Supervisor Community Svcs Coordinator Childcare Administration Supervisor Community Svcs Coordinator Admin Clerk Specialist Teachers (3.0) 1 vacant Various PT PERS Rec Eligible Positions (11.0) Aquatics Program Supervisor Community Svcs Coordinator PT PERS Senior Lifeguard (1.0) Senior Servivces Program Supervisor (0.75) Admin Clerk Specialist PT OH Asst PERS ELigible (2.0) Citywide Custodial Maintenance Supervisor (0.25) Custodiall Team Leader Custodial Worker Management Assistant ---PAGE BREAK--- 70 ADULT PROGRAMS WORKLOAD HIGHLIGHTS 2500 2000 1500 1000 500 0 Tennis Permits 2009 65 2010 108 2011 92 2012 136 W2013 78 Tennis Renewals 137 134 126 72 102 Adult Class Enrollments 1455 2051 1645 376 699 ---PAGE BREAK--- 71 YOUTH SERVICES HIGHLIGHTS Summer Camps Enrollment By Type, Calendar Year 1800 1600 1400 1200 ~ 1000 F Ill ~ 800 600 400 200 0 Art/Performing Camp Classics Camps Sports Camps Teen Leadership Camp Ravencliff Science Camps liiil 2010 1620 1151 [PHONE REDACTED] 133 1iii1 2011 741 1441 [PHONE REDACTED] 139 1 • .ao12 317 955 120 261 838 182 liiil 2013 391 1077 [PHONE REDACTED] 132 ---PAGE BREAK--- 72 WORKLOAD HIGHLIGHTS- AQUATICS 2009 2010 2011 2012 2013 Learn to Swim 3138 3344 3159 2977 2928 Gators Swim Team 717 946 849 737 444 Swim Camps 378 516 431 147 305 Adult Lessons 400 558 [PHONE REDACTED] Fee Classes 176 136 159 238 151 Pool Rentals 110 105 111 119 102 Splash Park Rental 0 0 39 47 56 0 500 1000 1500 2000 2500 3000 3500 4000 Swim Center Enrollments & Rentals, Calendar Year ---PAGE BREAK--- 73 SENIOR SERVICES ACTIVITIES Senior Center Enrollments by Type, Fiscal Year Classes Re creation Support Groups Excursions 2285 2350 496 1037 1519 2304 [PHONE REDACTED] 2063 [PHONE REDACTED] 1968 [PHONE REDACTED] 2456 540 727 ---PAGE BREAK--- Personnel numbers remain flat (including one vacancy held over from FY 2014). Budget increases mainly due to rising costs in PERS, health benefits, etc All other expenses remain flat with slight adjustments based on estimated CPI RECREATION EXPENSES 74 All Funds 2012 Actual 2013 Actual 2014 Amended 2015 Proposed 2016 Proposed Personnel Services $ 3,092,827 $ 3,023,573 $ 3,083,136 $ 3,037,172 $ 3,138,626 Purchased Professional & Technical Services 350,034 355,930 352,500 364,500 388,500 Purchased Property Services 214,884 222,636 187,827 176,500 180,200 Other Purchased Services 222,513 232,476 239,120 264,520 267,820 Supplies 239,305 214,816 240,300 228,800 240,500 Property & Capital 1,729 30,012 22,000 48,100 46,100 Other Objects 46,890 64,260 50,600 66,000 67,100 Other Financing Uses 51,137 51,993 52,875 31,486 32,430 Total Expenditures $ 4,219,320 $ 4,195,696 $ 4,228,358 $ 4,217,078 $ 4,361,276 ---PAGE BREAK--- Revenue projections are conservative but do contain “stretch goals” in Childcare, Adult & Youth Services, and Senior Services for increased participation/enrollments and new fundraising efforts RECREATION REVENUES 75 All Funds 2012 Actual 2013 Actual 2014 Amended 2015 Proposed 2016 Proposed Property & Other Taxes $ 99,421 $ 104,371 $ 124,467 $ 132,552 $ 132,552 Use of Money & Property 193,129 227,143 210,000 244,200 253,140 Charges for Services 2,968,915 2,971,320 3,160,212 3,182,092 3,307,435 Other Revenue 98,225 64,574 81,700 80,200 84,820 Other Financing Sources 28,537 29,393 30,275 31,486 32,430 Total Revenues $ 3,388,227 $ 3,396,801 $ 3,606,654 $ 3,670,530 $ 3,810,377 ---PAGE BREAK--- RECREATION AND THE GENERAL FUND • The Recreation Department’s impact on the General Fund has continued to decrease each year. In eight years, the General Fund subsidy has been reduced by nearly $1 million. • After factoring in revenues, less than 2% of the General Fund is dedicated to the Recreation Department. 76 ---PAGE BREAK--- Ongoing labor negotiations Level of General Fund Reserves Other?? OPEN ITEMS/AREAS FOR POSSIBLE DIRECTION 77 ---PAGE BREAK--- Reasonableness of Assumptions Consistency with City Council Mission, Vision and Goals Consistent with Overall Council Policy 78 FOR CITY COUNCIL CONSIDERATION ---PAGE BREAK--- Beginning tonight, Review and Provide Comments and Questions Consider Overall Budget for Adoption Next Meeting(s) and Possible Adoption June 17th (regular meeting) June 24th and 30th if necessary 79 NEXT STEPS ---PAGE BREAK--- Residents and businesses of El Cerrito for their continued support and trust City Council Financial Advisory Board City Staff for their hard work and commitment Department Heads for their leadership and dedication Lisa, Karen, Sukari, Lori and Geoff for the hard work on the budget 80 SPECIAL THANKS TO….. ---PAGE BREAK--- Questions, comments or clarifications? 81 Ca{ijornia Society of :M.uniciyaf :finance Officers ~mji