Transcript City of Palmdale 2007-2008 Proposed Budget

City of Palmdale
FY2015-16 Proposed Budget
Budget Goals
 Provide for fiscal sustainability
 Balance expenditures with revenue
 Maintain an adequate reserve level
 Align City finances with strategic plan
 Address challenges of the City
Strategic Plan
I.
Sustainable Community
 Recreation and Culture
 Neighborhood Preservation and Revitalization
 Community Engagement
 Safety
II. Sustainable Economy
 Infrastructure
 Diversification – Industry Clusters
 Retail Revitalization
 Regulatory Approach
III. Sustainable Organization
 Quality Services
 Employee Development
 Financial Health
 Internal and External Communication
Organizational Structure
City
Council
Executive
Assistant
Nardy Lopez
City Attorney
Matt Ditzhazy
Administrative
Services
Anne Ambrose
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Legal and
Risk
Management
Litigation
Insurance
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Primary Relationship
To Strategic Plan
Objectives
Finance
Human Resources
City Clerk
Information
Technology
Emergency Mgmt.
Legislative
Advocacy
Grants
Management
Special Projects
Volunteerism
Community
Programs
 Quality
Services
 Financial
Health
 Employee
Development
City
Manager
Dave Childs
Economic and
Community
Development
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Planning
Building & Safety
Engineering
Business License
Traffic
GIS
Economic
Development
Film Industry
Support
Event Tourism
Recreation &
Culture
Keri Smith
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 Retail
Revitalization
 Diversification/
Industry
Clusters
 Regulatory
Environment
Marketing &
Communications
John Mlynar
Recreation
Parks
Aquatics
DryTown
Legacy
Commons
Library
Airpark
Playhouse
Chimbole
Center
Special Events
Sports
Amphitheater
Softball
Tournaments
Public Art
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 Communications
In & Out
Public Works
Mike Mischel
Neighborhood
Services
Mike Miller
Capital Projects
Streets
Utilities
Landscape
Maintenance
Facilities
Maintenance
Fleet
Maintenance
Parks
Maintenance
Storm Water
Management
Solid Waste &
Recycling
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 Recreation
& Culture
 Infrastructure
Neighborhood
Compliance
Sheriff’s
Contract
Code
Enforcement
Community
Service Officers
PAC/Sheriff
Neighborhood
Watch
Business Watch
Housing/CDBG
SAVES
Graffiti
Restitution
Public Security
Officers
Crime
Prevention
 Safety
 Community
Engagement
 Neighborhood
Preservation &
Revitalization
Past & Current Balancing Strategies
 Reduced Full-Time Positions from 355 to 184
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Internal recruiting for vacant positions as employees leave
 Reductions throughout all budgets as a result of conservative spending
 Previous reductions in employee benefits
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Employees pay 8% of PERS employee portion
Temporary employees pay 100% of PARS
Implemented new pay range/step schedule for new hires
Reduced benefits for new hires and benefitted part-time employees
Suspended cost of living increases beginning in FY 2006-07 to 2014-15
Suspended tuition reimbursement and 401A contributions
Eliminated holidays
 Implemented self-insured medical to reduce escalating costs of PERS health plans
 Organizational restructuring
Full-Time Authorized Positions
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355
350
289
300
256
250
203
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184
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184
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2007-08
2009-10
2011-12
2013-14
2015-16
Budget Balancing Strategies
 Reduce department operating and equipment categories as appropriate
 Bring revenue and expenses into alignment
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Continue to diversify revenue base and implement revenue enhancements
Implement technology solutions to streamline and create efficiencies in services and
revenue collections (E-Government)
Use one-time funding for one-time expenses and/or for increasing general fund
reserves
Pursue all revenue owed to the City (e.g. Business Licenses, Rental Unit Inspection
fees, citation collections and tax audits)
Pursue appropriate grant opportunities
 Recommended General Fund reserve policy of 20% with a goal of 30%
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Create reserve levels that provide for future economic uncertainties, disasters, and
capital replacement
• Estimated reserves of 34.0% and 28.3% for 14/15 and 15/16 , respectively
FY2014-15 Accomplishments
 Maintained Law Enforcement Officer Levels
 Reduced Crime by 3.3% - Lowest crime rate in 20 years
 Increased outreach activities (Coffee with a Cop, AV YouthBuild, Neighborhood Watch Groups,
Partners Against Crime, Park Watch, Focus Neighborhood Program, Ruth and Kery Show)
 Partnered with LA County-Construction started on new Palmdale Animal Care Facility (5.94
acres transferred to the County for a new animal shelter/$20.1 million project)
 Successfully attracted new commercial and manufacturing businesses to the City (providing
over 200 new jobs)
 Generated $4.1 million in total savings to General Fund from partial refinancing of Debt
 Initiated online applications for new business licenses (resulted in 1,400 online renewals)
 Negotiated first Memorandum of Understanding with the Teamsters
FY2014-15 Accomplishments
Continued
 Expanded Resident Programs
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Expanded Senior Center, Palmdale Playhouse and other Rec & Culture programs
Renovated the Playhouse (new carpet, audio and lighting equipment)
New Library Tech Mobile
Expanded Airpark display
Volunteer hours and donations for City programs increased (22,788 hours donated in 2014)
Afterschool Homework Program in 3 Neighborhood Houses
Two Community Gardens
New Community Partners for Neighborhood Housing Program
Expanded SAVES Programs
 Public Works Programs
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Installed “Walk on Words” public sidewalk art
Implemented illegal dumping grant program
Implemented Commercial Property Assessed Clean Energy Program
Landscaping Maintenance District- new wrought iron fence, landscaping remodeled and plants replaced
Conversion of 117 outdated rectangular sewer manholes to safe, current circular standard
Construction of 2.2 mile sanitary sewer mainline with 38 manholes along Avenue M
Increased F.O.G. (Fats, Oils and Grease) Outreach Program
Upgraded to more energy efficient pool heaters at Drytown Waterpark and Oasis Pool
FY 2015-16 Budget Summary
All Funds including Agency Funds
 Total Expenditure Budget - $234,469,840
 78.2% of Expenditures in 1st 3 Categories
 General Fund - $66.3 Million ($2.9 million increase)
 Capital Projects - $72.8 Million ($33.4 million increase)
 Successor Agency - $44.4 Million ($213,090 increase)
 Special Funds - $24.8 Million ($2.9 million decrease)
 Housing Authority - $7.8 Million ($76,120 decrease)
 PCA/PFA - $9.0 Million ($25.2 million decrease)
 Assessment Districts - $9.3 Million ($ 6.0 million decrease)
FY2015-16 General Fund Budget
Sources:
Revenues
Special Funding Transfers
Total Sources
Utilization of Fund Balance
Total Sources
Uses:
Operating Exp. – General Fund
Operating Exp. – Special Revenue
Transfers Out
Capital Expenditures
Total Uses
$
52,117,810
14,112,210
66,230,020
2,809,300
$ 69,039,320
$ 52,163,990
14,112,210
1,272,820
1,490,300
$ 69,039,320
General Fund – 8 Year Comparison
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80
60
40
20
0
FY2008-09
Actual
FY2009-10
Actual
FY2010-11
Actual
Expenditures
Other Funding
Reserves
FY2011-12
Actual
FY2012-13
Actual
FY2013-14
Actual
FY2014-15
Adopted
FY2015-16
Proposed
Revenues
Use of Fund Balance
Capital Reserves
General Fund Resources $66.2M
FY2015-16
21.31%
25.87%
0.61%
Property Tax
2.09%
Sales Tax
Other Taxes
Fees & Charges
9.55%
Licenses & Permits
Interest & Other
Special Revenue
15.01%
25.56%
Major Tax Revenues-General Fund
 Projected Sales Tax $16.9M (1.8% increase)
 Property Taxes (3.95% increase)
 $11.5M in Property Tax in Lieu of VLF
($440,780 increase)
 $5.6M in Property Tax Allocated by County
($210,120 increase)
 Other Taxes
 $5.2M in Franchise Taxes ($815,950 increase)
 $3.0 M in Hotel Taxes ($142,500 increase)
General Fund Expenditures $66.3 M
FY2015-16
Law Enforcement Contract
10.24%
1.90%
32.30%
8.75%
Neighborhood Services
Public Works
City Attorney
11.36%
Econ & Community Dev
Recreation & Culture
9.05%
4.41%
5.54%
16.45%
Administrative Services
General City
City Manager, City Council
Capital Projects $72.8 M
2.46%
3.81%
0.55%
6.05%
2.05%
2.94%
1.93%
8.19%
Drainage
Equipment Reserve
Facility
General
Parks
Streets
Traffic
Utilities
Bikeways
72.02%
Department Budgets
2015-16 Highlights
Administrative Services
 Finance, Human Resources, City Clerk, Information
Technology, Emergency Management, Legislative
Advocacy, Community Programs/Volunteers
- Create a Sustainable Community  Quality Service – Financial Health – Employee
Development – Internal Communication
 Safety - Emergency Management
 Community Engagement - Volunteers
Administrative Services
Administration Division
 Conduct community-wide satisfaction survey
 Implement Village Square community dialogues
 Continue to review processes and practices to improve efficiencies
to provide excellent customer service
Finance
 Continue to provide short and long-range financial forecasting
 Develop new physical fixed-asset inventory procedures
 Continue to evaluate business practices and methods to provide
services in the most cost-effective manner
Administrative Services
City Clerk
• Implement second phase of Records Retention policy revision
• Upgrade Council Chambers audio/visual
• Prepare for Elections (Tentative)
Human Resources
• Conduct recruitments for new City Manager and Director of
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Economic and Community Development
Apply the mandated increase in minimum wages
Implement findings from classification and compensation study
Conduct annual employee survey
Implement mandated sick leave program for part time staff
Promote Healthy Living Program activities
Administrative Services
Information Technology
 Continue to implement server upgrades as necessary
 Continue to explore e-government solutions
 Finish review and select vendor for new development services
software solution
Emergency Management
 Complete update of Local Hazard Mitigation Plan
 Conduct employee training and exercising
Administrative Services
Legislative Advocacy
 Continue to monitor and advocate for appropriate legislation
Community Participation/Volunteer Programs
 Implement database management system for volunteer staff
 Introduce Palmdale Engaged program and continue to
facilitate and recognize service throughout the community.
 Expand collaborations with community partners to increase
service learning opportunities for youth.
Recreation and Culture
 Palmdale Amphitheater, DryTown Water Park, Best of
the West, Playhouse, Heritage Air Park, Chimbole
Cultural Center, and Palmdale Library
- Create a Sustainable Community  Recreation & Culture
Recreation and Culture
Noteworthy Advancements
• Increased use & participation reported department
wide
• Palmdale Library extends reach
• Cultural Center essential community asset
Recreation and Culture
• Joe Davies Heritage Airpark achieves monumental
strides
• Playhouse expands opportunities in the arts
• Legacy Commons rejuvenates
• Athletics valued
Recreation and Culture
• DryTown – Best Day Ever!
• Investing in our parks
• Building community
Economic and Community
Development Department
 Economic Development, Planning, Business License,
Building & Safety, Engineering, Traffic Engineering, Signal
Maintenance, Development Engineering
- Create a Sustainable Economy  Diversification/Industry Clusters
 Retail Revitalization
 Regulatory Approach
 Infrastructure
Economic and Community
Development
 New Department
 Merges functions of Economic Development with
Development Services (Planning, Engineering, Traffic,
Building & Safety and GIS)
 Recruitment underway for new director
 Will further our efforts to be more business friendly and
attract new businesses by streamlining processes
Economic and Community
Development
Diversification /Industry Clusters
 Focus diversification efforts on identified industry clusters
Aerospace
Manufacturing
Health Care
Film Industry
Work with brokers and developers to meet needs of start-ups or growth
businesses looking to relocate
Actively market 500+ acres owned by the City at Sierra Highway and
Avenue M as prime manufacturing sites
Promote foreign trade and the utilization of our Foreign Trade Zone
Support and promote the efforts of the South Valley Worksource Center in
training and placing employees in new jobs.
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Economic and Community
Development
Retail Revitalization
 Continue visits and tours of local retailers to better
understand the trends that affect them
 Work with property owners and leasing agents to identify
potential opportunities for new tenants and
reuse/repurposing of existing retail space
 Work in partnership with Antelope Valley College and
businesses adjacent to the proposed Palmdale Campus to
leverage the retail revitalization potential brought by the
infusion of students to the area.
Planning Division
 Continue to improve customer service to our
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residents, developers, consultants and contractors.
Continue reviewing and updating our regulations.
Update Zoning Ordinance related to Alcoholic
Beverage Establishments.
Expect an increase in the number of Development
Advisory Board reviews to more than 50.
Expect for to review and approve 45 or more land use
entitlements in the Planning Commission.
Increase the number of Business Licenses from 7,000
to 9,000.
Building & Safety Division
 Continue to provide same day inspections for all
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building inspection requests.
Implement online applications for permits and
continue to improve digital plan checking, ProjectDox.
Continue project processing and inspections for
Chick-fil-A, Aldi’s Grocery Store, fueling tanks for
NASA, CarMax Auto Retail, etc.
Residential Rental Program Inspection – 1500 Units.
Permits issued - 1400
Engineering Division
 Launch an upgrade to the City’s GIS, Geographic
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Information System.
Utilize videoconferencing technology for meeting with
Caltrans, Metro, SCAG, California HSR and others.
Continue working with the California High Speed Rail
Authority to establish new multi-modal station.
Apply for transportation related State and Federal
Grants.
Continue to provide public works inspections within
24 hours of service calls.
Continue to maintain our citywide traffic signal
system.
Neighborhood Services
 Housing, Code Enforcement, Neighborhood
Compliance Officers, Crime Prevention, Public
Security Officers, Community Safety Officers, SAVES,
Community Programs
- Create a Sustainable Community –
 Neighborhood Preservation & Revitalization
 Community Engagement
 Safety
Neighborhood Services
Neighborhood Preservation and Revitalization:
 Development of The Colony Complex for Courson
Connection, Single Family Homes with Habitat for Hero’s
and Transit Village Townhomes
 Partner with local non-profit stake holders to create
affordable housing that offer supportive programs to
residents and families including the Focus Neighborhoods
 Continue to manage Housing Assets and utilize the
Housing Authority as the Successor Housing Agency as
needed
 Continue to address illegal dumping
 Abate blighted and un-safe structures
Neighborhood Services
Neighborhood Preservation and Revitalization (cont.):
 Continue to strengthen and utilize the Neighborhood
Compliance Officer program to monitor vehicle related
violations related to Parking Enforcement and Code
Enforcement
 Promote and coordinate the collection of outstanding fees
in an effort to maintain organizational and public
infrastructure that provide services to the community
 Continue to expand the level of service and facilities of the
SAVES program to better serve our residents in need
 Maintain and promote a total of 5 neighborhood houses
with engaging programs
Neighborhood Services
Community Engagement:
 Promote a proactive relationship with residents to seek
compliance of violations
 Continue to promote Fair Housing to the community
 Continue media programing that informs the public about
how to keep our community safe and includes elements of
community safety education
 Continue Neighborhood Watch and Business Watch
outreach and utilize volunteers to create greater outreach
 Continue to promote through various levels of community
outreach the importance of reporting crime
Safety:
Neighborhood Services
 Continue to partner with our Los Angeles County Sheriff’s
Department to keep our community safe and monitor the
administration of the service contract including specialized
traffic enforcement to reduce DUI and hit and run incidents and
increase community outreach to improve community relations
 Continue to promote graffiti abatement and implement a right of
entry program to better abate incidents of vandalism
 Continue promoting the Partners Against Crime Program and
expand community partner base
 Continue to promote the Public Security Officer program and
implementation of the officers serving as City Ambassadors to
park patrons and monitoring park conditions
 Continue to partner with the County of Los Angeles regarding
animal control and promote the future opening of the animal
control center within the City of Palmdale
Public Works
 Public Works Administration, Drainage
Administration, Regional Basin Maintenance, Street
Maintenance, Government Facilities, Transit Services,
Park-in-Ride, Park Maintenance, Landscape
Maintenance, Sewer Maintenance, Park, Landscape,
and Street Light Assessment Districts,
- Create a Sustainable Economy and Community Infrastructure
 Community Engagement
Public Works
Capital Improvement Program
FY 15-16 Budget - $72.8 Million
Major Construction Projects:
 Avenue S Widening- ($9 Million)
 Street Resurfacing -($6.8 Million)
 North County ITS Expansion - ($4.3 Million)
 Sam Yellen Park -($3.2 Million)
 McAdam Pool Renovations – ($1 Million)
 Rancho Vista/10th Street East Traffic Signal -($1
Million)
Public Works
Capital Improvement Program, Cont.
FY 15-16 Budget - $72.8 Million
Major Design Projects:
 Measure R Projects
 Palmdale Blvd. Improvements (5th Street East to 10th Street
East)  Rancho Vista Blvd/SR 14 Ramp Improvements and South
Bound SR 14 mainline improvement
 Palmdale Blvd/SR 14 Ramp and Intersection
Improvements
 10th Street West Widening (Rancho Vista – O-8)/SR 14
Ramp
 Avenue N/SR 14 Improvements
 Avenue R Complete Streets
 Pearblossom Highway Reconstruction
 Amargosa Creek Upper Recharge
 Rancho Vista Grade Separation
Public Works
Maintenance
 Turf Removal Program
 Pelona Vista Park Improvements
 Season of Service
 Road Maintenance Resurfacing
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Environmental
Trash Franchise Agreement RFP
Streetlight Inventory and Acquisition
City Facilities Energy Efficiency Retrofits
LED Traffic Signal Safety Light Retrofits
Utilities
 Sewer Line Assessment Program
 Phase II Design of Recycled Water Backbone System
Strategic Plan
I.
Sustainable Community
 Recreation and Culture
 Neighborhood Reservation and Revitalization
 Community Engagement
 Safety
II. Sustainable Economy
 Infrastructure
 Diversification – Industry Clusters
 Retail Revitalization
 Regulatory Approach
III. Sustainable Organization
 Quality Services
 Employee Development
 Financial Health
 Internal and External Communication
Budget Goals
 Provide for fiscal sustainability
 Align expenditures with revenue
 Maintain an adequate reserve level
 Align City finances with strategic plan
 Address Challenges of the City
City of Palmdale
2015-16 Proposed Budget