2017/18 OPERATING BUDGET OVERVIEW 2017/18 OPERATING BUDGET WORKSHOP APRIL 25, 2017

Transcription

1 2017/18 OPERATING BUDGET OVERVIEW 2017/18 OPERATING BUDGET WORKSHOP APRIL 25,

2 2017/18 BUDGET TIMELINE AND PROCESS BUDGET WORK SESSIONS CONCEPTUAL DIRECTION FORMAL APPROVAL PROCESS April 18 - CIP Budget May 9 - Conceptual Direction for Operating and CIP Budgets May 15 - Capital Budget to Planning Commission April 25 - Operating Budget Note: Measure F Committee reviewed proposed CIP Budget on April 13 and will review Operating Budget on May 2 June 13 - Public Hearing, Deliberation, & Adoption 2

3 AGENDA 2017/18 Budget Overview (Proposed 1 st Draft) Measure F & Measure C Updates General Fund Five-Year Forecast Update Department Presentations 3

4 2017/18 BUDGET OVERVIEW 4

5 GENERAL FUND MAJOR REVENUE SOURCES FY 17/18 Service Charges $2,924,000 8% Intergovernmental Revenue $394,450 1% Licenses & Permits $1,149,200 3% Other Revenue $1,117,710 3% Taxes $30,720,005 81% Property Taxes $13,931,120 Sales Taxes $11,705,275 Franchise Fees $1,727,870 TOT $1,768,900 Business License Tax $1,223,340 Other Financing Sources $1,499,935 4% 5

6 GENERAL FUND OPERATING BUDGET - RESOURCES BY TYPE Revenue Type FY 16/17 Revised Budget FY 17/18 Proposed Budget Change Taxes $29,836,585 $30,720,005 $883,420 Licenses & Permits 1,127,450 1,149,200 21,750 Intergovernmental 428, ,450 (33,600) Service Charges 2,828,305 2,924,000 95,695 Fines, Forfeits & Penalties 510, ,500 15,000 Use of Money & Property 475, ,110 65,080 Miscellaneous Revenue 81,400 52,100 (29,300) REVENUE TOTAL $35,287,320 $36,305,365 $1,018,045 Operating Transfers 1,275,526 1,269,935 (5,591) IF Loan Repayments / Operations 230, ,000 0 TOTAL $36,792,846 $37,805,300 $1,012,454 % Budget Change 2.8% 6

7 GENERAL FUND EXPENDITURES BY CATEGORY FY 17/18 Materials & Supplies 6,314,256 16% Other Financing Uses 2,732,715 7% Contract Services 3,227,670 8% Benefits 7,941,912 21% Salaries 18,403,868 48% 7

8 GENERAL FUND OPERATING BUDGET EXPENDITURES BY DEPARTMENT Department FY 16/17 Revised Budget FY 17/18 Proposed Budget Change Central Administration $1,841,805 $2,307,589 $465,704 Administrative Services 3,057,914 3,410, ,467 Citywide Programs 2,254,053 2,887, ,782 Police * 14,014,384 14,408, ,173 Community Development 2,493,180 2,601, ,443 Public Works 6,812,333 6,861,057 48,724 Parks, Recreation & Community Services * 3,562,926 3,410,664 (152,262) EXPENDITURE TOTAL $34,036,595 $35,887,706 $1,851,111 Operating Transfers 3,346,354 2,732,715 (613,639) Savings Factor (Projected Unspent Appropriations) (500,000) (650,000) (150,000) TOTAL $36,882,949 $37,970,421 $1,087,472 % Budget Change 2.9% CIP Operating Transfer for City Hall 483, ,700 (75,002) * Includes grant-funded positions / programs 8

9 GENERAL FUND INVESTMENT FY 17/18 $31,121,034 Public Works $6,122,422 Parks, Recreation & Community Services $1,167,046 Central Admin $2,312,632 Admin Services $3,097,421 Community Development $1,015,936 Police $14,458,364 Citywide Programs $2,847,213 9

10 MEASURE F & MEASURE C UPDATE 10

11 MEASURE F OVERVIEW ½ cent sales tax in effect from April 1, 2011 through March 31, 2016 no longer a resource Generated $22.2 million in revenue and $280,000 interest earnings Annual report for FY 15/16 published in September 2016 (before final 15/16 audit available; no adjustments made) $17.6 million was estimated to have been spent or allocated through the FY 16/17 adopted budget Current fiscal year spending estimated to be $2 million Proposed spending plan for FY 17/18 is $1,175,000 for ongoing operations Proposed CIP project funding $5.1 million 11

12 MEASURE F EXPENDITURES & ALLOCATED FUNDS OVERVIEW Total Measure F Revenues - $22.5 Million Technology / Customer Service / Efficiency $2,872,000 City Facility Investments $1,315,000 Economic Development $2,415,000 Risk Mitigation Reserve $3,000,000 Previously Approved Limited Term Positions $1,100,000 General Fund Deficit / Prevent Further Cuts $754,000 Parks & Street Maintenance $2,837,000 Youth & Seniors $1,870,000 Police / Safety / Crime Prevention $1,449,000 12

13 PROPOSED MEASURE F FUNDING PLAN FY 17/18 Beginning Estimated Measure F Balance Less Risk Mitigation Reserve Less Future Funding for Multi-Year CIP Projects (previously designated) FY 17/18 Measure F Funding Budget Recommendations 4-Year Limited Term Positions (total costs through FY 19/20) - Dispatcher, 2 Maintenance Workers, Webmaster, Crime Analyst Hamilton Base Reuse Position & Program (through 12/31/18) Carried Over Public Works 16/17 One Time Items Police Part Time Clerical Positions / Program Support Proposed 17/18 CIP Projects (Hill / Dogbone Meadow / DT Station)* Estimated Available Balance as of 7/1/2017 Subtotal Estimated Balance as of 6/30/2018 $13.7M $(3.0M) $(3.6M) $7.1M $(1.1M) $(0.5M) $(0.2M) $(0.2M) $(5.1M) $(7.1M) $0.0 M * Staff is reviewing other potential funding sources 13

14 MEASURE C OVERVIEW Ongoing ¼ cent sales tax passed by voters November 2015; effective April 1, 2016 First year FY 15/16 revenue - $502,000 Estimated FY 16/17 revenue - $2.5 million Projected FY 17/18 revenue - $2.6 million 14

15 FIVE YEAR GENERAL FUND FORECAST 15

16 FIVE-YEAR GENERAL FUND FORECAST DECEMBER 2016 TO APRIL 2017 FORECAST COMPARISON December 2016 (All figures in millions $) 16/17 17/18 18/19 19/20 20/21 21/22 Total Revenues and Transfers In $36.6 $37.6 $38.7 $39.8 $40.9 $42.1 Total Expenditures and Transfers Out $36.1 $37.6 $38.9 $40.8 $42.3 $44.1 Surplus / (Deficit) $0.5 $0.01 $(0.2) $(1.0) $(1.4) $(2.0) April 2017 (All figures in millions $) 16/17 17/18 18/19 19/20 20/21 21/22 Total Revenues and Transfers In $37.2 $37.6 $38.7 $39.8 $40.9 $42.1 Total Expenditures and Transfers Out $36.3 $38.0 $38.8 $40.6 $42.1 $43.9 If Loan Repayment / Use of Fund Balance for One-time Expend. Surplus / (Deficit) $0.9 $0.0 $(0.1) $(0.8) $(1.2) $(1.8) $0.4 16

17 INCREASED COSTS IN FY 17/18 BUDGET PERS retirement + $190K PD overtime + $150K Sustainability Coordinator and program + $120K Election costs + $120K above prior estimate (one-time) Legal fees (City Attorney / HR legal) + $116K Insurance + $72K PD training + $64K Other Post Employee Benefits (OPEB) + $57K Contract services with Marin County (CAD / RMS / IT support) + $50K Impact fee study + $50K (one-time) Animal services (Marin Humane Society contract) + $45K Increased MCSTOPPP (storm water) contracts with Marin County / State of CA + $45K 17

18 A BALANCED BUDGET Current FY 17/18 projections show $440K deficit Actions taken to eliminate the deficit: With passage of RMRA / SB1, additional $300K gas tax funds projected in FY 17/18; transfer to Infrastructure Maintenance Fund reduced from $590K to $400K, deficit reduction of $190K Use of FY 16/17 ending fund balance to fund one-time expenditures in FY 17/18, deficit reduction of $170K Reorganization of CA / ASD / PRCS departments, deficit reduction of $80K 18

19 QUESTIONS? 19

20 PARKS, RECREATION & COMMUNITY SERVICES 2017/18 OPERATING BUDGET WORKSHOP APRIL 25, 2017 The mission of the Parks, Recreation and Community Services Department is to Enrich individual and community life. 20

21 GENERAL FUND INVESTMENT Public Works $6,122,422 20% Community Development $1,015,936 3% Parks, Recreation & Community Services $1,167,046 4% Central Admin $2,312,632 7% Admin Services $3,097,421 10% Citywide Programs $2,847,213 9% Expenditures / Transfers Out Revenues / Transfers In Net General Fund Investment 2017/18 Budget $ 3,497,086 $ 2,330,040 $ 1,167,046 Police $14,458,364 47% 21

22 DEPARTMENT ORG CHART PARKS, RECREATION & COMMUNITY SERVICES Assistant City Manager Recreation Services Manager Recreation Services Manager Administrative Technician (2 FTE)) Rec. Supervisor Seniors Rec. Coordinator NBRC (.5 FTE) Novato Independent Elders Program Two Museums Operation (Volunteers) Aquatics Contract Rec. Supervisor Childcare & Enrichment Rec. Supervisors Gymnastics (2 FTE) Rec. Supervisor Athletics Rec. Supervisor Youth & Teen Programs Rec. Coordinator Seniors Senior Office Assistant Volunteers Rec. Coordinator Child Care Part-time Staff & Contract Program Instructors Rec. Coordinator Special Events Rec. Coordinator Preschool (.75 FTE) Gymnastics Instructors (2.75 FTE) Part-Time Staff & Contract Program Instructors Part-Time Staff & Volunteers Part-time Staff & Volunteers Child Care Teachers (1.75 FTE) Office Asst. II (1.5 FTE) Part-time Staff & Volunteers 22

23 DEPARTMENT OVERVIEW The Parks, Recreation & Community Services (PRCS) Department manages programs, classes, services, special events and parks and recreation facilities that help to achieve and maintain a high quality of life for Novato residents. PRCS programs help ensure the overall health and well-being of the Novato community; they provide enrichment, education and skill-based learning opportunities for people of all ages. PRCS provides thousands of program hours each year. Community Facility Management: PRCS manages a total of 34 community recreation facilities, which provide a variety of programs, activities, services and special events for individuals of all ages and interests. Community Partnerships: The PRCS Department has a long and successful history of developing creative partnerships with local and regional agencies and community groups to provide enhanced recreation opportunities for the Novato community. Volunteer Management: PRCS has a long and successful history of working with volunteers to meet community needs and successfully run a wide array of programs. 23

24 DEPARTMENT ACCOMPLISHMENTS 2016/17 Lu Sutton Child Care served 60 students before and after school daily Camp Ton-of-Fun summer camp averaged a total of 97 participants per week for a total enrollment of 873 Novato Senior Citizens Club celebrated 50 years of incorporation 3,300 older adults participated in MTSC classes Novato Gymnastics Center was voted the Best Children s Indoor Sports Center in Marin by the Pacific Sun We served nearly 800 participants weekly in over 100 classes at our Gymnastics Center 3,000 adults participated in our basketball, softball and volleyball leagues 7,900 hours of indoor & outdoor recreation space was rented to community groups Over 3,400 games were played in youth, teen and adult leagues Processed 13,445 program registrations Produce comprehensive activity guide bi-annually, with all PRCS programs, classes, special events and rental information 24

25 DEPARTMENT GOALS 2017/18 Complete Hill Recreation Area / MTSC Master Plan Expand special event opportunities city wide, with an emphasis in the downtown area, with the addition of Movie Nights, Family Fun Performance Nights, and Sundays on Sherman Implement new recreation management program for customers and staff. Increase anticipated for online registrations Work with citizen volunteer group to pursue Age Friendly City designation from World Health Organization Expand our health focus in City facilities, programs & events in support of HEAL Cities Campaign 25

26 BUDGET REQUESTS 2017/18 Amount Funding Gymnastics Instructor (.75 FTE): New 0.75 FTE Recreation Gymnastics Instructor position for preschool and recreation classes. Proposal is fully funded by re-allocating $20,000 in part-time hourly funding and increasing program revenues by $42,750 $62,750 Funded by increased revenues / decreased hourly employee costs Staff Training: Increase funding for annual costs for safety and leadership training for staff $3,130 General Fund 26

27 QUESTIONS? PARKS, RECREATION, & COMMUNITY SERVICES 27

28 COMMUNITY DEVELOPMENT 2017/18 OPERATING BUDGET WORKSHOP APRIL 25,

29 GENERAL FUND INVESTMENT Public Works $6,122,422 20% Community Development $1,015,936 3% Parks, Recreation & Community Services $1,167,046 4% Police $14,458,364 47% Central Admin $2,312,632 7% Admin Services $3,097,421 10% Citywide Programs $2,847,213 9% Expenditures / Transfers Out Revenues / Transfers In Net General Fund Investment 2017/18 Budget $2,692,586 $1,676,650 $1,015,936 29

30 DEPARTMENT ORG CHART COMMUNITY DEVELOPMENT Community Development Director Planning & Environmental Services Manager Chief Building Official Supervising Code Enforcement Officer Sustainability Coordinator Principal Planner Senior Building Inspector Development Permit Supervisor Code Enforcement Officer (Resale) Senior Planner Building Inspector II (2.0 FTE) Senior Office Assistant Code Enforcement Officer (Multi Family) Planner II Building Inspector Office Assistant II (2 FTE) Planner I (2 FTE) Senior Office Assistant Receptionist/ Office Assistant II (.5 FTE) 30

31 DEPARTMENT OVERVIEW Serves over 5,000 customers annually at the One-Stop-Shop Permit Center (66% of all building permits issued over-the-counter) Issues approximately 4,000 building permits and performs 7,700 inspections annually Maintains the City s General Plan, Zoning Code and Climate Action Plan Administers the City s affordable housing program (410 ownership / 480 rental units) Reviews new development applications Provides staff support to the City Council, Planning Commission and Design Review Commission Provides environmental review of new development projects, land use policies and support for capital improvement projects Responds to 1,800 code enforcement complaints annually regarding property maintenance and zoning compliance Inspects 4,000 apartment and hotel/motel units per year Performs 730 resale inspections for residences each year 31

32 DEPARTMENT ACCOMPLISHMENTS 2016/17 Published Draft General Plan 2035, conducted 3 months of public outreach at 48 venues, and initiated EIR preparation Permitted and inspected over $66 million in construction value and collected over $1.6 million in fee revenue Permitted and completed inspections for OMA Village (14-unit transitional family housing) Completed entitlements for Hamilton Cottages (16-unit senior pocket neighborhood) Implemented Business Counter software an online portal for establishing new businesses and checking zoning Adopted the 2016 Building Codes with increased energy efficiency requirements for new residences Responded to over 1,800 code enforcement complaints, resolving 80% of cases within 12 months Continued partnership with NPD on the Crime-Free Multi-Family Housing Program, certifying 21 apartment properties and recertifying seven Implemented enhanced public noticing protocols for new development projects Initiated on-line scheduling of Resale Inspections Successfully filled two planners and one building inspector position 32

33 DEPARTMENT GOALS 2017/18 Adopt new General Plan and implementing ordinances Institute new Sustainability Program and hire a Sustainability Coordinator Complete review process for Hamilton Square, Atherton Place, North Bay Children s Center, Wood Hollow Hotel, Bahia Heights, Hamilton Square and other significant development proposals Complete the Downtown Parking Study Expand the availability of on-line building permit issuance Improve customer wait times for One-Stop-Shop Permit Center by implementing a customer queuing system Implement outbound call notification for building inspection times Implement Code Enforcement citation authority Perform a fee study for the Resale Inspection and Multi-Family Housing Inspection programs 33

34 BUDGET REQUESTS 2017/18 Plan Retention Continue digitizing plans and annual software maintenance to allow public access to plans Amount Funding $19,500 General Fund / Permit fees Sustainability Program Add Sustainability Coordinator position and program costs to focus on implementation of Climate Action Plan $120,000 General Fund 34

35 QUESTIONS? COMMUNITY DEVELOPMENT 35

36 CENTRAL ADMINISTRATION & ADMINISTRATIVE SERVICES 2017/18 OPERATING BUDGET WORKSHOP APRIL 25,

37 GENERAL FUND INVESTMENT CENTRAL ADMINISTRATION & ADMINISTRATIVE SERVICES Public Works $6,122,422 20% Parks, Recreation & Community Services $1,167,046 4% Central Admin $2,312,632 7% Admin Services $3,097,421 10% Central Admin Admin Services Citywide Programs Expenditures / Transfers Out $ 2,349,032 $ 3,486,421 $ 2,889,713 Revenues / Transfers In $ 36,400 $ 389,000 $ 42,500 Net General Fund Investment $ 2,312,632 $ 3,097,421 $ 2,847,213 Community Development $1,015,936 3% Citywide Programs $2,847,213 9% Police $14,458,364 47% 37

38 CENTRAL ADMINISTRATION MANAGEMENT, PUBLIC COMMUNICATIONS, ECONOMIC DEVELOPMENT, HAMILTON REUSE BASE & CITY CLERK FUNCTIONS 38

39 City Council City Attorney City Manager Assistant City Manager Hamilton Base Reuse Director Sr. Management Analyst Management Analyst II / Webmaster Office Assistant I/II City Clerk Deputy City Clerk Limited Term Position Executive Assistant / Deputy City Clerk 39

40 DEPARTMENT OVERVIEW CENTRAL ADMINISTRATION Central Administration Receive policy direction from the City Council and direct and manage the city organization Receive and coordinate legal support from the City Attorney and administrative/recordkeeping support from City Clerk s operation Oversee the City s economic development program including the reuse of Hamilton Provide community outreach and engagement in city operations and initiatives; manage the City s communication tools and resources Oversee the Marin Valley Mobile Country Club Manage the Downtown Business Improvement District and coordinate with DNBA 40

41 DEPARTMENT OVERVIEW CITYWIDE PROGRAMS Citywide Programs Centralized budget areas for expenditures that support all services/departments or are overall citywide investments/services Managed by Central Administration and Administrative Services staff Expenditures $2.65 million: Workers compensation claims: $250,000 Liability insurance: $688,000 Animal services: $645,000 OPEB, required contribution and retiree medical: $317,000 Memberships and annual dues [TAM/LAFCO/GSA]: $210,000 Clean Renewal Energy Bonds [CREBs] debt service: $113,000 Transient Occupancy Tax Payment: $177,000 Personnel, cable casting, community sponsorships, miscellaneous: $250,000 41

42 DEPARTMENT ACCOMPLISHMENTS 2016/17 Management Completed labor negotiations for Council adoption at three-year terms for each bargaining unit Completed Phase 1 of the SMART Downtown Station and implemented a funding strategy for Phase 1I Continued protection of City s revenue from dissolution of redevelopment and legal actions with the State Continued advancing improvements in the City s public engagement and outreach initiative including community workshops Updated the City s Smoking Ordinance, implemented a Tobacco Retail Licensing Ordinance and brought the City s American Lung Association grade on smoking interventions to an A Public Communications Continued enhancement of website including creation of Public Works and Planning project webpages Developed public noticing guidelines for public and private projects and city initiatives (also including onsite project signage) Launched text message notifications, #NovatoProud, and City Hall in the Neighborhoods (first topic: budget workshops) 42

43 DEPARTMENT ACCOMPLISHMENTS 2016/17 Economic Development Finalized the Hamilton Federal Lands to Parks Exchange, clearing the path for the redevelopment and revitalization of those properties and creating over 90 acres of new protected open space in Novato. Facilitated the closing the sale of the Hamilton Cottages senior housing project, providing $500,000 of revenue to the City Hosted two community workshops in Hamilton to gather community input on the three Lands-to-Parks sites Continued ShopLocal Program; developed webpages for Hispanic-owned businesses and consumers; sent out biz counter and ShopLocal information to all Novato businesses; partnered with the Hispanic Chamber of Commerce on business outreach Successfully completed annual DBID assessment and continued supporting the Downtown Novato Business Association Partnered with the Small Business Development Center and Chamber of Commerce to offer three workshops for Novato businesses City Clerk Initiated development of retention policy Initiated SB 415 Election Year Compliance measures 43

44 BUDGET REQUESTS 2017/18 Amount Funding Additional Economic Development Business Outreach: Increase business outreach, continue Life Sciences $26,000 (Ongoing) General Fund Communications & Engagement: Website enhancements, communications planning, citywide outreach training, Hispanic outreach $30,000 (Ongoing) General Fund City Attorney: Increased costs anticipated $75,000 (Ongoing) General Fund Election Costs: Comply with SB 415 & Place the Urban Growth Boundary on the 2017 Ballot, along with two Council seats $180,000 (One-time) General Fund 44

45 DEPARTMENT GOALS 2017/18 Management Continue focus on enhancing public engagement, accessibility and transparency Complete additional goals from the Strategic Plan and initiate the process for development and adoption of the next threeyear term of a strategic plan Continue to build out the management team, filling in key vacant positions and implementing a reorganization of functions to support an efficient and effective organization Public Communications Develop a Communications and Engagement Plan Pursue Open Data portal to increase transparency and accessibility Create more opportunity for community engagement through City Hall in the Neighborhoods Conduct public engagement trainings citywide Economic Development Develop a robust business retention and attraction program; continue life science initiative Facilitate lease-ups of key commercial properties by working with property owners and brokerage community 45

46 DEPARTMENT GOALS 2017/18 Hamilton Reuse Disposition strategies for the Hamilton Lands to Parks Exchange properties and proceed accordingly. Complete the entitlement processes for Hamilton Hospital and close on the sale for that property, providing $2M of revenue to the City City Clerk Issue RFP for Public Records Requests Management System to improve tracking and prioritization of requests Audit Records Retention Schedule and Procedures, update procedures, and rollout to departments City-wide Serve as the Elections Official for 2017 City of Novato Elections including two Council seats and one ballot measure Initiate development of Brown Act Training for Councilmembers, Commissioners, Committee and Board members 46

47 ADMINISTRATIVE SERVICES HUMAN RESOURCES, RISK MANAGEMENT, INFORMATION TECHNOLOGY & FINANCE 47

48 DEPARTMENT ORG CHART ADMINISTRATIVE SERVICES City Manager Assistant City Manager Parks, Recreation & Community Services Human Resources Manager Finance Manager Technology Manager Management Analyst I/II (2 FTE) Principal HR Analyst Accounting Supervisor Network Administrator Management Analyst I/II Payroll/Accounting Technician Senior IT Analyst HR Assistant Senior Accounting Assistant IT Business Analyst Limited Term Position Accounting Assistant II GIS Technician (vacant) Information Technology Assistant 48

49 DEPARTMENT OVERVIEW ADMINISTRATIVE SERVICES Administrative Services Provide centralized internal support services to other City departments through services of Human Resources, Risk Management, Information Technology, Finance, and Parks, Recreation and Cultural Services Manage business license program Assist the City Manager in management, accountability, and recognition of the City organization s work and accomplishments 49

50 DEPARTMENT ACCOMPLISHMENTS 2016/17 Human Resources / Risk Management Initiated 47 recruitments - City Manager, Police Chief, Assistant City Manager and Police Captain Processed approximately 800 applicants; hired 35 new employees Wellness Program received a grant from the League of California Cities Focus on employee and supervisor training - monthly brown bags / management training and workshops Finance Selected vendor for new Financial Management / HR / Payroll enterprise software solution. Financial Management module to go live in July 2017 Hired replacement Accounting Supervisor, Accounts Payable Accounting Assistant II and Payroll/Accounting Technician Extended external auditor contract for one year with Mann, Urrutia, Nelson CPA s & Associates Received GFOA Distinguished Budget Presentation Award and GFOA Certificate of Achievement for Excellence in Financial Reporting 50

51 DEPARTMENT ACCOMPLISHMENTS 2016/17 Information Technology Worked with Finance and a Citywide team to evaluate and select Tyler Technologies New World Systems as the City s new Financial / ERP system Assisted Parks, Recreation and Community Services selection and implement of BlueRec software for facility and activity registration. Upgraded the GIS system to ESRI ArcGIS and developed new applications for staff use across all city departments Completed the digitizing of all remaining microfiche records with Community Development Completed the installation of a new Fuel Management System with Public Works Launched the Computerized Maintenance Management System project in partnership with Public Works Implemented new Technology Acceptable Use Policy and procedures Implemented OneDrive & SharePoint team and project collaboration sites for departments Completed 1,683 work orders (issues and service requests). 51

52 BUDGET REQUESTS 2017/18 OPEB: Actuarial report indicated need to increase annual contribution for City to fully fund the liability Animal Services: Increased fees for contracted services with Marin Humane Society Amount $57,000 (Ongoing) $45,000 (Ongoing) Funding General Fund General Fund Human Resources Legal Fees: Increased costs anticipated to continue $41,000 (Ongoing) General Fund Insurance: General and excess liability costs have increased and are anticipated to continue $72,000 (Ongoing) General Fund Impact Fee Study: Retain consultant to analyze and update the City s impact fees $50,000 (One-time) General Fund 52

53 DEPARTMENT GOALS 2017/18 Human Resources/Risk Management Develop a comprehensive employee recognition plan and proactively seek out employee engagement opportunities. Overhaul the City s performance evaluation system including the development of a new online evaluation process Implement a Vision Plan for employees per the MOUs. Create a comprehensive employee orientation and onboarding process Finance July go live with New World Financial Management ERP software module Late transition to New World Payroll and HR modules and go live in January 2018 Re-finance four series of bonds: 2005, 2005A, and 2011 redevelopment bonds and the Pointe Marin CFD bonds Issue two RFP s: external audit service and an Impact Fee Study Research and implement New World esuite module as part of open data / open budget platform on the City s website 53

54 DEPARTMENT GOALS 2017/18 Information Technology In partnership with Finance, complete implementation of Tyler New World Systems for Human Resources and Payroll by January, 2018 Develop RFP, select vendor and implement new: o Integrated Computer Aided Dispatch system in conjunction with Police Department o City Council Chambers Audio/Visual systems replacement by December, 2017 o Facility camera system for Police Department, expansion at Administrative Services Building, and Corp Yard In conjunction with Community Development, develop RFP, select vendor and begin implementation of new permitting system. Implement employee performance tracking system in conjunction with Human Resources Implement Skype for Business web meeting and collaboration tool Develop and implement additional mobile Geographical Information System (GIS) tools for use by the public and City employees. 54

55 QUESTIONS? CENTRAL ADMINISTRATION / ADMINISTRATIVE SERVICES / CITYWIDE 55

56 POLICE DEPARTMENT In partnership with our community, we are committed to protect, serve, and create a safer Novato. 2017/18 OPERATING BUDGET WORKSHOP APRIL 25,

57 GENERAL FUND INVESTMENT Public Works $6,122,422 20% Parks, Recreation & Community Services $1,167,046 4% Central Admin $2,312,632 7% Admin Services $3,097,421 10% Expenditures / Transfers Out Revenues / Transfers In 2017/18 Budget $ 15,605,214 $ 1,146,850 Community Development $1,015,936 3% Citywide Programs $2,847,213 9% Net General Fund Investment $ 14,458,364 Police $14,458,364 47% 57

58 DEPARTMENT ORG CHART - POLICE Chief of Police Office Assistant II (0.5 FTE) Executive Assistant Operations Division Captain Services Division Captain Lieutenants (2 FTE) Senior Management Analyst NRT Sergeant Sergeants (8 FTE) Sergeant Dispatch Supervisor Records Supervisor NRT Officers (2 FTE) NRT Management Analyst Corporals (3 FTE) Officers (35 FTE) Sr. Dispatchers (2 FTE) Dispatchers (9 FTE) Records Specialists (2 FTE) Records Specialist (0.5 FTE) K-9 Officers (3 FTE) Dispatcher (1 FTE) Evidence Technician Grant-funded / limited term positions NC3TF / COPE Officers (2 FTE) Per Diem Staff Interns (2.5 FTE - 5 P/T) 58

59 DEPARTMENT OVERVIEW 81.5 total FTE s 60 sworn FTE s 49 actual sworn FTE s in service 40,000 incidents in ,000 phone calls into Communications Center, 14,000 of which were 911 in 2016 Challenges/Opportunities: o Recruitment & retention (9 departures, 4 to other agencies FY16/17) o New, less experienced supervisory and patrol teams o Past leadership instability, now stable and moving forward 59

60 DEPARTMENT ACCOMPLISHMENTS 2016/17 Hired high quality people: strong character, well educated/trained, motivated and talented Strong culture of high quality service Very strong community support, trust, engagement and partnerships Use of force in less than half of one percent in all public interactions Morale improving Overall crime down one percent Violent crime down seven percent 60

61 DEPARTMENT GOALS 2017/18 Increase Sworn Officer Availability o o o Increase in non-sworn professional support staff Study work flow, event and deployment patterns Technology enhancements and efficiencies Further Enhance Public Engagement/Partnerships o o o o Website, Social Media, neighborhood meetings, transparency with news media Emphasis on Youth Community Events Emphasis on outreach to Hispanic/Latino Communities Quality of Life Prevention Efforts o o o Homeless and mentally ill outreach School Safety Crime Prevention Coordination 61

62 DEPARTMENT GOALS 2017/18 Focus on Employee Recruitment, Hiring, and Retention, Mandated Training Technology Expansion/ Upgrades o Purchase a new CAD, Records Management and Mobile Data unit software system o Text to 911 o Card Key Entrance Access Upgrade Facility Improvements o ADA Access improvements and Patio Leak Repair o Renovate Report Writing Room o Mechanical/Engineer study for HVAC system replacement o Records and Dispatch Expansion Planning phase 62

63 BUDGET REQUESTS 2017/18 Personnel Requests Amount Funding Upgrade (1) Officer position to Corporal Increase from 3 to 4 corporals to supplement supervision of newer less experienced patrol teams. Risk mitigation effort. $8,100 General Fund Records Clerk 1.5 FTE Additional 1.5 positions will allow officers to return to field duties and less administrate work. Enhances service to internal staff, the public, reduces the backlog of records paperwork. Decreases in this job class has resulted in a decrease of officer time in the field diminishing our public safety service levels. $116,500 General Fund Overtime Increase is requested to bring the overtime budget more closely in-line with actual overtime expenses. Overtime expenses have exceeded the overtime budget for the past 5 years. $150,000 General Fund 63

64 BUDGET REQUESTS 2017/18 Operating Requests Amount Funding Police Academy - 4 Officer Trainees Annually This request will specifically fund training expenses for new Officer Trainees to attend the academy in support of our recruitment efforts $34,000 General Fund Increase In-service Department Training This request will increase the existing training budget to fund on-going officer training for new staff, specialty assignments, and promotions $30,000 General Fund County Maintenance Contracts and Forensic Exams Mandatory annual increase imposed by the County for maintenance and technical support for the department s RMS, CAD, and MDC systems; mandatory increase imposed by the County's provider for assault victim exams $50,000 General Fund 64

65 QUESTIONS? POLICE DEPARTMENT 65

66 PUBLIC WORKS 2017/18 OPERATING BUDGET WORKSHOP APRIL 25, 2017 The mission of the Public Works Department is to provide top quality programs, projects and services through the design, construction, maintenance and operation of public use facilities. 66

67 GENERAL FUND INVESTMENT Public Works $6,122,422 20% Parks, Recreation & Community Services $1,167,046 4% Central Admin $2,312,632 7% Admin Services $3,097,421 10% Expenditures / Transfers Out Revenues / Transfers In 2017/18 Budget $ 7,109,722 $ 987,300 Community Development $1,015,936 3% Police $14,458,364 47% Citywide Programs $2,847,213 9% Net General Fund Investment $ 6,122,422 67

68 DEPARTMENT ORG CHART PUBLIC WORKS Director Deputy Director / City Engineer Maintenance Superintendent Administrative Manager Sr Civil Engineer Office Assistant II Sr. Management Analyst Assistant Engineer (3 FTE) Maintenance Supervisors (2 FTE) Building Maintenance Supervisor Supervising Equipment Technician Office Assistant II Engineering Project Coordinator (2 FTE) Sr Maintenance Workers (8 FTE) Maintenance Workers (18 FTE) Sr Custodian Custodian (6.5 FTE) Sr Equipment Technician Equipment Technician Limited Term Position PW Inspector (2 FTE) Maintenance Workers (2 FTE) 68

69 DEPARTMENT OVERVIEW Capital Improvement Projects Project Management Construction Engineering Environmental Public Outreach Final Design MVMCC Projects Permitting/ Inspecting & Traffic Engineering Permit Processing Construction Inspection Traffic Engineering Streetlight Maintenance Utility Coordination Private Development Development Standards Proposal Processing Survey Map Review Agreements/Bonds Right of Way Streets, Striping & Signage 152 Road Miles Maintained Sidewalk and Street Repair & Maintenance Striping 14 Parking Lots Public Parks Maintain 115 acres of parks, 14 playgrounds, 9 athletic fields and 184+ acres of open space Median Islands Maintain 460 islands, 90 acres of roadway islands Seasonal and Annual Integrated Pest Management 69

70 DEPARTMENT ACCOMPLISHMENTS 2016/17 Completed DeLong Ave & Ignacio Blvd Highway Interchange Resurfacing Completed Olive Avenue Class II Bike Lanes Completed the Novato Creek Maintenance Sediment Removal Project Successfully partnered with Marin Transit to RGTIP outreach and initiation of construction Crosswalk Enhancements along Ignacio & South Novato Blvd Dogbone Meadow & Hill Recreation Area Master Planning Installed LED Streetlights throughout the City Installed Radar-Feedback Speed Signs near School Zones Citywide Park Landscaping Improvements MTSC and Hamilton Community Center Interior Improvements Construction of the Bahia Mini Parks 70

71 DEPARTMENT GOALS 2017/18 Recruitments / Fill Openings in Engineering Staff Novato Blvd Environmental Documentation & Begin Final Design Resurface 16 Lane Miles of City Streets (Measure A) Complete Hamilton Levee Toe Drain System Begin Grant Avenue Bridge Construction Dogbone Meadow Dog Park Construct Improvements Crosswalk Enhancements at: Novato Blvd/McClay Rd, Redwood Blvd/Rush Creek Pl, DeLong Ave/Sherman Ave, Diablo Ave/George St & Alameda Del Prado/Posada Del Sol Finalize Storm Drain Master Plan Rehabilitate sports fields & improve turf areas in parks Replace old drinking fountains in parks and resurface pathways Renovate select city entrance islands and update plant palettes Citywide Street Crack filling 71

72 BUDGET REQUESTS 2017/18 Amount Funding Storm Drain Trash Collection Devices: Purchase/installation of trash collection devices (Trash Reduction Program requirements will be mandated by 2018) HVAC Repairs and Maintenance for the Novato Police Department: Repairs and maintenance for a 40-yr old system, until replacement is purchased Contract Services / Maintenance Supplies: Dumpster rental fees, increased costs of supplies, materials, lighting, and pest control Storm Water Fees: Increased fees for State Water Resources storm water permits & MCSTOPPP contribution Public Works Administrative Manager Position: Requesting increase in salary/benefits to make a competitive offer $8,000 General Fund $5,500 General Fund $18,000 General Fund $45,000 Clean Storm Water $4,560 General Fund MCE Deep Green: Increased utility costs to go from 50% renewable energy to 100% $25,000 General Fund Downtown Streets Team: Continued partnership with Marin County and Sutter Health to fund program to end homelessness and restoring dignity while cleaning and beautifying Novato $23,000 Measure F 72

73 QUESTIONS? PUBLIC WORKS 73

74 2017/18 BUDGET TIMELINE NEXT STEPS CONCEPTUAL DIRECTION FORMAL APPROVAL PROCESS May 9 - Conceptual Direction for Operating and CIP Budgets May 15 - Capital Budget to Planning Commission June 13 - Public Hearing, Deliberation, & Adoption 74