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Charter and focus priorities The New Normal Structural recommendations Short-term recommendations 3
Primary Goal Position the City for long-term financial stability and efficient government (permanent and structural) 4
Primary Goal Position the City for long-term financial stability and efficient government (permanent and structural) Secondary Goal Review current budget reduction plans, additional ideas, minimize conflicts with structural change (short term and temporary) 5
Other groups focused heavily on short term budget cuts Independent Budget Advisory Committee City Staff We concentrated on organizational effectiveness Experts in our group Looking at other cities 6
Eagle Drive Bison Way Neighborhood Association Three Neighborhood Budget Meetings held in 2010 Independent Budget Advisory Committee Series of Public Hearings with Commissions and Committees of the City Blue Ribbon Committee Members Building Healthy Communities Plan from the California Endowment BRC Leadership Salinas Valley Class 28 7
Meetings with City management and staff International City/County Management Association One on one meetings with City Council members Cities of Fairfield, Roseville and Tracy Series of Public Hearings with each City Department BRC Current & former officials from California cities 8
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Development Services General Government Public Safety 10
High Priority Essential Medium Priority Desirable Low Priority Discretionary 11
Development Attract businesses, retail and jobs Master planning Eliminate blighted conditions 12
Development Services Attract businesses, retail and jobs Master planning Eliminate blighted conditions Libraries for reading, references, study Available neighborhood recreation centers Youth, literacy and educational programs 13
Development General Government Attract businesses, retail and jobs Master planning Eliminate blighted conditions Services Libraries for reading, references, study Available neighborhood recreation centers Youth, literacy and educational programs Legal and administrative compliance High service levels in priority areas with excellent community relations Implement Council-mandated policies 14
Development Public Safety Attract businesses, retail and jobs Master planning Eliminate blighted conditions Reduce gang violence General Government Legal and administrative compliance High service levels in priority areas with excellent community relations Implement Council-mandated policies Services Emergency medical services & response Investigate all crimes Libraries for reading, references, study Available neighborhood recreation centers Youth, literacy and educational programs Resolve serious code violations 15
Services Development Public Safety General Government 16
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1970s, 1980s, 1990s Old Normal Real Estate Values Up Up - Up Property Tax Revenues Up Up - Up City Revenues Up Up - Up Static City structure & organization 2000s Financial Collapse New Normal To Be Found! Real Estate Valuations Down Down - Down Property Tax Revenues Down Down - Down City Revenues Down Down - Down Dynamic City structure and organization
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Evaluating priorities Making very tough choices Taking action 20
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Receive Layoff Notices 26
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Economic & fiscal health A well planned community infrastructure that is complete and up to date Outstanding recreational opportunities A safe & secure community Technology literacy in an information rich environment Commitment to community services An educated and involved citizenry An outstanding city organization Environmental quality 28
August, 2008 To preserve and improve the quality of life for Tracy so we become the most prosperous community in California. 29
Customer Service Honesty Excellence Respect Innovation Stewardship Hospitality 30
ENGAGE the community PLAN for a thriving community STRUCTURE and organize the City for success ACT on necessary short-term actions 31
ENGAGE the community PLAN STRUCTURE ACT for a thriving community and organize the City for success on necessary short-term actions 32
Plan and coordinate with the community Use local expertise and talents Business community & stakeholders Non-profits Nurture and sustain collaborative relationships Neighborhood Groups and Volunteers 33
ENGAGE the community PLAN for a thriving community STRUCTURE ACT and organize the City for success on necessary short-term actions 34
The 2002 General Plan leaves us at a competitive disadvantage Out of date and misaligned with the New Normal Does not include goals, strategies, action plans or timelines Does not position Salinas to compete with other cities and regions to attract new industrial and retail opportunities 35
Invest in creating a Land Use Master Plan to describe our broad, long-term vision for the future. Focus on economic development, higher paying jobs and diversity of retail choices. Provide for additional open space, ag preservation and enhanced public facilities. Actively include Resources to identify vision and build consensus. Effectively collaborate and coordinate with the County and other government agencies. 36
Invest in a Strategic Plan to implement the policies and action plan. Allocate resources to achieve the vision described in the Master Plan. Identify policies, strategies and priorities. Define goals, action plans and schedules. Measure progress and results. Implement the strategies while remaining open and flexible to respond to changing market conditions. Create a sense of urgency and a culture committed to outcomes. 37
ENGAGE PLAN the community for a thriving community STRUCTURE and organize the City for success ACT on necessary short-term actions 38
Effective long term planning and short term actions Efficiently deliver services Development: Economic, Environmental & Societal Advancement Services: Recreation, Libraries and Enrichment Fire: Fire Prevention, Suppression and Emergency Medical Engage the community Police: Crime Prevention, Suppression and Investigation 39
of Salinas City Council Committees Commissions Boards City Manager Police Fire Economic Development Engineering & Transportation Development Environmental & Maintenance Library Parks & Services Human Resources Finance City Attorney Service Departments Support Services 40
of Salinas City Council Committees Commissions Development Boards City Manager Police Fire Economic Development Engineering & Transportation Development Environmental & Maintenance Library Parks & Services Human Resources Finance City Attorney Service Departments Support Services 41
of Salinas City Council Committees Commissions Development Boards Services City Manager Police Fire Economic Development Engineering & Transportation Development Environmental & Maintenance Library Parks & Services Human Resources Finance City Attorney Service Departments Support Services 42
of Salinas City Council Public Safety Commission Development Commission Services Commission City Manager Police Fire Development Services City Attorney Support Services (Finance and Human Resources) 43
of Salinas City Council Public Safety Commission Development Commission Services Commission City Manager Resources Police Fire Development Services City Attorney Support Services (Finance and Human Resources) 44
of Salinas City Council Public Safety Commission Development Commission Services Commission City Manager Resources Police Fire Development Services City Attorney City Council Initiative Support Services (Finance and Human Resources) 45
of Salinas City Council Public Safety Commission Development Commission Services Commission City Manager Resources Police Fire Development Services Youth Crime & Gang Violence Reduction Initiative City Attorney Support Services (Finance and Human Resources) 46
of Salinas City Council Public Safety Commission Development Commission Services Commission City Manager Resources Police Fire Development Services Youth Crime & Gang Violence Reduction Initiative City Attorney Prosperity Initiative Organizational Effectiveness Initiative Support Services (Finance and Human Resources) 47
Primary Goal Secondary Goal Position the City for long-term financial stability and efficient government (permanent and structural) Review current budget reduction plans, additional ideas, minimize conflicts with structural change (short term and temporary) 48
ENGAGE PLAN STRUCTURE the community for a thriving community and organize the City for success ACT on necessary short-term actions 49
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1. Restructure the City by combining departments and commissions, reducing departments & top level managers first before cutting staff that provide direct services. 53
2. The City s salaries and benefits are not comparable with local employers and are unsustainable for the future--need to reset base All city employee unions should participate fairly in concessions Police need to make similar reductions City employees with higher incomes need to take fair and equitable permanent cuts to reset the base in line with lower City revenues City paid health benefits should be reduced currently city pays for family & dependent coverage 54
Identified Budget Gap (12,360,000) Estimated Savings Recommendations (Additional Costs) Vendor Renegotiations Staff Identified Revenue Enhancements Utilize COPS Grant Restructuring & Consolidation of Government Negotiate reduction of paid health benefits Negotiate fair concessions by police bargaining unit Negotiate additional and fairly distributed reductions by all employees Council Benefits Additional cost cuts and efficiencies Total Budget Reductions and New Revenue $14,210,000 Restore 3 Recreation Centers, new pool, maintain Sherwood Hall/ Center Restore code enforcement, portion of park maintenance Investment into planning, funding community outreach/communications 55
Use savings from restructuring and reducing personnel costs to restore and invest: Restore recreation facilities, pool and youth activities. Restore code enforcement to ensure serious health and safety issues are fixed. Invest and actively support neighborhood groups and volunteers. Invest in long term planning for fiscal sustainability. Communicate and engage community more effectively. Maintain adequate General Fund reserves 56
Recent history demonstrates the community s reluctance to support a sales tax increase in the absence of substantial cost reductions and restructuring by the City. Other cities (San Jose, Grover Beach, Elk Grove) have recognized the value of using competitive fee structures to build the tax base. The Committee feels Salinas should pursue a similar strategy. 57
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Consolidate 8 main departments into 4 service departments Eliminate 4 Director positions Reduce number of management positions below Director level Maintain majority of direct service delivery positions 59
Consolidate 14 Boards and Commissions for greater efficiency 60
Adopt and follow effective governance policies to foster more efficient government 61
Ensure personnel have needed capabilities and are empowered to lead and embrace change City Manager must lead and motivate Develop high impact staff Acquire supplemental staff Leverage local community resources 62
Adopt 3 major Cross- Functional initiatives Reduce Youth Violence Prosperity Organizational Effectiveness 63
The BRC recommendations will: 1. Continue to deliver the community's desired services, while providing the necessary budget cuts for the current fiscal problem and sustain a balanced budget for the future 2. Facilitate progress in providing services the community desires in a cost efficient manner, while ensuring any budget reductions are considered in a fair and reasonable manner. 3. Ensure that all the City Departments will be tasked and involved in responsible economic growth initiatives and associated community benefits under an approved City strategic plan. 4. Ensure Fairness 64
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