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City of La Palma

City of La Palma. Proposed Budget Overview Fiscal Year 2013-14 May 7, 2013. Tonight's Agenda. Proposed Budget Overview All Funds Department Budget Highlights and Discussion City Council direction Discussion of May 15, 2013 Study Session goals. City Manager's Budget Message.

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City of La Palma

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  1. City of La Palma Proposed Budget Overview Fiscal Year 2013-14 May 7, 2013

  2. Tonight's Agenda • Proposed Budget Overview • All Funds • Department Budget Highlights and Discussion • City Council direction • Discussion of May 15, 2013 Study Session goals

  3. City Manager's Budget Message • Fiscally Sustainable Budget – Outlook and Assumptions • Budget Strategies - 4 "R's" • Budget Document Improvements 2

  4. Improved Budget Document • Priority Based Budgeting • Expanded Staffing Information • Functional Descriptions • Performance Measures • 2013 City Council Goals Status • Economic Trends • Challenges, Issues and Opportunities 3

  5. City Council Goals • Balanced Budget • Create Proactive Economic Development Strategies • Communications/Engagement • Maintain Quality of Life • Maintain High Public Safety Levels 4

  6. Economic Trends • Property and Sales Tax Impacts • Economic Development Assets • Tesoro revenue • Interest Rates 5

  7. What’s on the Horizon? • Challenges, Issues and Opportunities • Tesoro - Economic Diversification • Capital Investment • Health Reform • Labor • Pension Changes • Organizational Efficiencies 6

  8. Reason for Optimism • In Summary – Positive Opportunities • Tesoro 20 year operative agreement • New development and new businesses • New and more comprehensive reserve policies • Creation of an irrevocable trust for OPEB liabilities • Update of the Master Fee Schedule • 10 year capital plan 7

  9. The Journey So Far… • Budget Development began in December • Continuous review, analysis and discussion • Public review and input: • Three study sessions (one on May 15) • Three City Council meeting presentations so far… • Two more scheduled… • All of this gets us here…

  10. Total Revenues, All Funds$17,722,595

  11. Total Expenses, All Funds$19,994,670

  12. General Fund Summary

  13. General Fund Revenues$8,328,100

  14. General Fund Expenditures $8,591,645

  15. General Fund Budget Reductions and Revisions – Progress Towards Fiscal Sustainability

  16. General Fund Budget Revenue Enhancements – Progress Towards Fiscal Sustainability

  17. General Fund Budget Use of Reserves – Progress Towards Fiscal Sustainability

  18. General Fund Reserves

  19. Impacts and Consequences • 10.0 FTE eliminated / proposed for elimination • FY 2012-13 Adopted Budget: 64.0 FTE • FY 2012-13 Amended Budget: 60.0 FTE • FY 2013-14 Proposed Budget: 54.0 FTE • Reduction in building/planner customer service • Reduction to Public Works response time • Reduced technology support • Reduced part-time support (Recreation)

  20. Impacts and Consequences • Reduce Concerts in the Park (from 8 to 6) • Eliminate awards, advertising, supplies for: • CAB Events (Arbor Day, Memorial Day, Tree Lighting, etc) • Halloween Carnival • Fitness Run For Fun • La Palma Days • Reduce overtime, training, professional association memberships • Reduced tree maintenance • Suspension of Police K-9 program

  21. DepartmentBudget Highlights and Overviews

  22. Administration

  23. Administration Functional Tasks • City Manager • Organization-wide Management • Oversee City Budgets • Monitor Legislative Activities • City Council Support • Support City Council Activities • City Clerk • Manage Legislative and Business License Processes • Conduct Municipal Elections • Public Records and Brown Acts • Community Promotions • Manage SEAACA Contract • Maintain Website • Oversee OCFA Agreement • Legal Services • Oversee City Attorney and Labor Attorney services • Human Resources • Labor-Management Relations • Benefits, Recruitment, Classification, Performance Management • Training • Risk Management • Protect the Assets of the City Through Proactive Activities & Policies • Manage Claims Against the City • Identify Risk Hazards/Promote Safety • Information Technologies • Manage Citywide Technology Infrastructure and Equipment

  24. AdministrationPerformance Measures • # of City Employees per 1,000 Population • # of Press Releases and E-Blasts Issued • # of Agendas/Staff Reports Posted to Website • # of Sick Leave Hours Used per 1,000 Hours Worked • % of Business Licenses Renewed Online • # of Workers Compensation Claims per 100 FTE

  25. Administration Changes and Impacts FY 2013-14 • Changes • Across the board reductions in Meetings, Trainings, and Supplies budgets • Elimination of Minutes Clerk at meetings • Reduction in information technology support • 4% savings on City Attorney costs • Impacts • Less meeting and training dollars available for City Council and Administration staff • Reduced service to public at meetings and reduced productivity • Reduced ability to respond to technology issues/problems • Potential liability risks associated with utilizing City Attorney less

  26. Administration FY 2013-14 Budget Highlights • Phone System Upgrade (carried over from FY 2012-13) • Labor Negotiations as current MOU’s expire June 30, 2014 • City Attorney RFP • Information Technology RFP

  27. Finance Department

  28. FinanceFunctional Tasks • Ensure fiscal stability through long-term financial planning • Provide internal financial support to all City functions • Ensure accounting and financial rules followed • Fulfill all State Controller and Grand Jury requests for payroll data/reports • Analyze projected expenses to ensure adequate cash flow • Provide full spectrum of utility billing customer service • Oversee internal controls

  29. FinancePerformance Measures • Promote use of auto pay/credit card payment options for all utility customers • Convenient, customer friendly • The way business done in 2013 • Implement “ePayables” invoice payment process • Increased efficiency • Lower costs

  30. Finance Changes and Impacts FY 2013-14 • Reduced training budget • Will need to find low cost/free methods for training and updates • Reduced use of consultant services • Elimination of property tax consultant • 12.0% Reduced expenses since FY 2010-11

  31. Finance FY 2013-14 Budget Highlights • Continue improved financial reporting: • Expanded quarterly reports • Continue updating/modernizing reserve policies: • Special revenue and Enterprise funds next • Explore new investment options (within City Council approved policies) • Continue support of citywide operations through sound financial practices

  32. Community Development Department Responsibilities DIVISIONS

  33. Community DevelopmentFunctional Tasks • Administration • Manage Contract Personnel • Implement Housing Programs • Implement ED Plan • Building and Safety • Plans examination • Permit issuance • Construction Inspection • Code Enforcement • Prevent, Detect, & Investigate Code Violations • NDPES Compliance • FOG Program • Planning • Current & Advance Planning • Entitlement processing • CEQA compliance

  34. Community DevelopmentPerformance Measures • Administration • Number of contacts made • Number of Articles prepared • % of new B/L’s • Building and Safety • Number of Plan Checks • Number of Permits issued • Number of Inspection • Code Enforcement • Number of Inspections • Number of Cases Closed • % of Citizen initiated cases • Planning • Number of entitlements processed • Number of reports prepared • % of Plan Checks in 7 days

  35. Community Development Changes and Impacts FY 2013-14 • Changes: • Reduction of 33% in full-time staffing levels • Elimination of department Administrative support and Permit Technician • Impacts: • Consolidated public counter hours • Walk-ins 7:30 am to 12:00 pm • Appointments 1:00 pm to 5:30 PM

  36. Community Development FY 2013-14 Budget Highlights • 22.2% Reduction in Personnel Costs • 18.7% Reduction in Maintenance and Operations Expenses • 20.2% Reduction in Total Departmental Expenditures

  37. Recreation and Community Services …and strengthening community through people, parks & programs. …encouraging citizen involvement… Making a positive difference in our community by …fostering human development…

  38. Recreation and Community ServicesFunctional Tasks • Administration • Frontline customer service for program registration and facility reservations • Community partnerships • Staff Development • Youth and Family Services • Recreation programming for youth, teens, & families • Teen job training • Water safety classes • Neighborhood and Community Services • Citywide special events • Volunteer recruitment, training, and retention • Staff support to Community Activities & Beautification Committee • Health and Wellness • Education, Safety, and Recreation contract classes • Social Services (USDA, Meals On Wheels) • Facility Operations & Resources • Safe and Attractive spaces and activities for recreation, sports, meetings, etc. • Community shelter during disasters • Marketing

  39. Recreation and Community Services Performance Measures • Number of volunteer hours • Number of facility rentals • Number of water safety/fitness class participants • Corporate Connection Sponsorship Revenue • Customer Satisfaction Survey

  40. Recreation and Community Services Changes and Impacts FY 2013-14 • Elimination of 3.0 FTE • 1.0 Full-time Senior Office Assistant • 2.0 FTE Part Time Staff • Customer Service Impacts • Central Park Staffed Hours Reduced • Elimination of Teen Afterschool Program • Contracting Pee Wee Sports • All program materials/supplies reduced

  41. Recreation and Community Services FY 2013-14 Budget Highlights • 26.6% Reduction in Personnel Costs • 15.4% Reduction in Maintenance and Operations Expenses • 23.5% Reduction in Total Departmental Expenditures • 11.7% Revenue Increase • General Fund Dependence Reduced • FY 2012-13: 76.2% • FY 2013-14: 65.3% • Most programs/services maintained

  42. Police Department

  43. PoliceFunctional Tasks • Patrol • Investigations • Traffic Enforcement/Accident Investigations • Communications and Records • Citywide Disaster Preparedness • Quality of Life Programs and Service

  44. Police Performance Measures • Response Times to Priority 1 Calls for Service (2:39) • Part I Crimes Reported (358 -18/340) • Case Closure Rates Crimes (33%) • Number of Total Arrests (788) • Accident Investigations / Traffic Enforcement (193-63) • Citizen/Internal Complaints (IA’s) • Overtime Costs (How managed)

  45. Police Changes and Impacts FY 2013-14 • Researching Feasibility to Outsource Dispatch Services –Closed Front Counter • New CAD and Records Management System (Spillman) –Increased Efficiency/Accuracy • Reorganization-Management Analyst/ASB Sgt –Outsource Disaster Preparedness • Suspension of K-9 Program-Increased reliance on Mutual Aid

  46. Police FY 2013-14 Budget Highlights • Reduction in Crossing Guard Contract Costs • $8,000-Cypress • Shared costs: $4,000-AUHSD, $4,000-Centralia • Reduction in Annual records system Maintenance Fees ($65,000) • Realization of RNSP Asset Seizure Funds • Est.$160,000 for FY 2013-14 • A Potential Cost Savings by Outsourcing Dispatch ($50,000- $100,000) • Suspension of K-9 Program ($6,500)

  47. Public Works Department

  48. Public WorksFunctional Tasks • Administration • Manage Contracts • Administration of field and office operations • Customer service • Employee Administration • Engineering • Private Development Review • Project Management of CIP • Construction Inspection • Utility Management and Inspection (SCE, Time Warner, So Cal Gas, etc.) • NPDES Compliance • Traffic Safety Committee • Maintenance • Block Walls, Sidewalks, Graffiti, Parks, Street Trees and Medians, and Street Lighting maintenance • Street Repairs, Traffic Signals, and Traffic Control maintenance • Facilities Maintenance

  49. Public WorksFunctional Tasks • Water • Treatment • Distribution • Water Billing • Customer Service Inquiries • Sewer • Management of the sewer maintenance contract services • Management and Inspections of contract services

  50. Public WorksPerformance Measures • Respond to and eradicate 95% of graffiti complaints within 72 hours of receiving notice (Council goal = Maintain quality of life) • Identify and apply for at least one grant award funding source for a street repair project by June 30, 2014 (Council goal = Balance the budget) • Continuously improve the overall pavement condition Citywide and minimize claims to the City due to damaged infrastructure (Council goal = Maintain high public safety level)

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