HomeMy WebLinkAbout2013 04-09 CC HA ADJ AGENDA PKTAgenda of an Adjourned Regular Meeting of the National City
City Council/Community Development Commission —
Housing Authority of the City of National City
FY 2013-2014 Budget - Strategic Planning Workshop
Council Chambers
1243 National City Boulevard
National City, California
Tuesday, April 9, 2013 — 6:00 p.m.
Open To The Public
Please complete a request to speak form prior to the commencement of the meeting and
submit it to the City Clerk.
It is the intention of your City Council of the City of National City to be receptive to your concerns
in this community. Your participation in local government will assure a responsible and efficient
City of National City. We invite you to bring to the attention of the City Manager/Executive
Director any matter that you desire the City Council of the City of National City to consider. We
thank you for your presence and wish you to know that we appreciate your involvement.
ROLL CALL
Pledge of Allegiance to the Flag by Mayor Ron Morrison
NOTE: Pursuant to state law, items requiring Council of the City of National City action must be brought back on a subsequent
Council of the City of National City Agenda unless they are of a demonstrated emergency or urgent nature.
Upon request, this agenda can be made available in appropriate alternative formats to persons with a
disability in compliance with the Americans with Disabilities Act. Please contact the City Clerk's Office at
(619) 336-4228 to request a disability -related modification or accommodation. Notification 24-hours prior
to the meeting will enable the City to make reasonable arrangements to ensure accessibility to this
meeting.
Spanish audio interpretation is provided during Council Meetings. Audio headphones are available in the lobby at the
beginning of the meetings.
Audio interpretacion en espanol se proporciona durante sesiones del Consejo Municipal. Los audidfonos estdn disponibles en
el pasillo al principio de la junta.
Council Requests That All Cell Phones
And Pagers Be Turned Off During City Council Meetings
City Council Budget Workshop/Strategic Planning Agenda
4/9/13 - Page 2
Strategic Planning and Fiscal Year 2013-2014 Budget Workshop
1. City Manager Overview
2. Budget Presentation
a. Fiscal Impacts
b. Budget Overview: Fiscal Years 2012-2013 and 2013-2014
3. 2013-2018 Proposed National City Strategic Plan
4. City Manager Closing Comments and Request for Direction
5. Public Comments
6. City Council Comments and Direction
ADJOURNMENT
Next Regular National City City Council/Community Development Commission -
Housing Authority of the City of National City - Tuesday — April 16, 2013 - 6:00 p.m. —
Council Chambers, Civic Center
Regular Meeting — Successor Agency to the Community Development Commission as
the National City Redevelopment Agency — Tuesday, April 16, 2013 — 6:00 p.m.,
Council Chambers, Civic Center.
BACKGROUND
The Strategic Plan addresses long-range objectives in National City for the next five
years. Since 2007, the City has adopted a strategic plan every other year as part of
the budget. The plan sets broad objectives that are divided into specific actions with
the goal of implementing projects and programs that follow the vision of the
community. The content of the Strategic Plan is based on the discussions and input
received by staff through community outreach and City Council direction.
Many of the objectives are continuous and part of ongoing efforts to improve the
quality of life in National City for residents, businesses, and visitors. Some of these
reoccurring themes are as follows:
• Fiscal sustainability
• District Tax (Prop D) will sunset within the five years strategic planning period
(October 2016)
• Balancing ideal vision with realistic objectives
• Strengthening code and housing enforcement
• Enhancing community gateways and creating focus areas
• Implementing the general and specific plans
• Achieving comprehensive effects rather than isolated projects
• Generating ongoing revenue streams through smart and innovative projects
• Cost containment
• Improving health, safety and quality of life
• Clean neighborhoods and streets (including removing hazardous conditions)
• Support green initiatives and environmental health
• Housing should be available for people of all income levels
• Create quality jobs and support employment growth
• Provide training and support to City workforce
The first draft of the Strategic Plan is being presented to the City Council at the April
9th workshop. The intent of this draft document is to list those priorities and
organize them in such a way that allows for constructive dialogue. To simplify the
plan, staff has consolidated nine objectives from 2011 into five objectives for 2013
that are listed at the beginning of the document. These five strategic objectives
provide an outline for twenty-five strategic actions. Based on the feedback received,
staff will prepare and present a final strategic plan at an upcoming budget workshop.
The Strategic Plan, when adopted, provides an effective means of memorializing
community objectives and measuring results. However, it is not intended to be a
static document and it is anticipated that the strategies discussed herein will be
readdressed on a biennial basis.
This draft Strategic Plan continues the practice of developing and implementing a
long term strategy for National City.
2013-2018 Proposed
Strategic Plan
Prepared for Council Workshop
April 9, 2013
5 Objectives
Provide Quality Services
Achieve Fiscal Sustainability
Improve Quality of Life
Enhance Housing and Community Assets
Promote a Healthy Community
2013 Proposed Objective #1- Provide Quality Services
a) Practice the five core values (Commitment, Customer Service, Courtesy,
Communication, and Collaboration) with our diverse customer base.
b) Align workforce with City's objectives and provide training and support necessary to
fully develop employees.
c) Expand public access to City services and information.
d) Pursue public safety goals & objectives and enhance disaster preparedness. (Police,
Fire, Emergency Medical Services, Homeland Security)
e) Analyze internal processes for efficiency and implement technology solutions where
feasible.
2013 Proposed Objective #2- Achieve Fiscal Sustainability
a) Prepare effective budget, accurately forecast funding sources, manage investments
wisely, provide consistent financial reports, maintain clean audits, and update finance
and budget policies.
b) Prepare a 3-year operating plan that prioritizes service and staffing levels in
preparation for sunset of district tax.
c) Establish economic development programs to retain existing businesses and stimulate
new investments.
d) Fund replacement reserves, or create financing plans, for fleet, facilities, and other
City assets.
e) Partner with community organizations, schools, and other public agencies in the
efficient and cost effective delivery of services.
2013 Proposed Objective #3- Improve Quality of Life
a) Implement Neighborhood Action Plans by working with residents to prioritize projects.
b) Pursue green initiatives and build a sustainable city.
c) Help organize community events and support social gatherings.
d) Update sign ordinance to improve community character and draw attention to
important gateways, corridors and intersections
e) Support Pier 32 (GB Capital Holdings) expansion plans and work with Port District to
fund public process and public improvements
2013 Proposed Objective #4- Enhance Housing and Community Assets
a) Continue providing housing opportunities at all income levels and develop programs to
improve existing conditions.
b) Utilize the existing public works yard for a neighborhood park and affordable family
housing (Westside Infill Transit Oriented Development: WI-TOD or Paradise Creek
project).
c) Maintain and improve City's infrastructure and find alternative funding to construct
public facilities, park improvements, and other capital needs.
d) Preserve and promote historic resources and cultural assets.
e) Administer real property assets to achieve the City's long term goals.
2013 Proposed Objective #5- Promote a Healthy Community
a) Expand opportunities for walking and biking through the development of community
corridors and safe routes to schools consistent with the National City General Plan and
Bicycle Master Plan.
b) Continue to provide accessibility to City programs, activities and services for all users,
including individuals with disabilities (Americans with Disabilities Act).
c) Enhance Neighborhood Services programs such as Graffiti Abatement, Parking
Enforcement, and Code Enforcement.
d) Create an Environmental Health Division that serves as a single point of contact for
monitoring and compliance.
e) Advance National City wellness programs for youth, families, seniors, and City
employees that encourage a healthy lifestyle.
2011 Strategic Plan
9 Objectives
Provide Quality Services with an Efficient Organization
Achieve Fiscal Sustainability
Improve Quality of Life
Utilize Community Resources
Opportunity for New Objective
Improve Housing Conditions
Show Measured Results in Health and Safety
Partner with Schools
Build "A National City"
2011 Objective #1- Provide Quality Services with an Efficient Organization
a. Practice the 5 C's with Our Diverse Customer Base
b. Respond to City Council with Thorough Analysis and Support Boards & Commissions
and Communicate Important Information with the Community in a Transparent and
Timely Manner
c. Prepare Effective Budget, Accurately Forecast Funding Sources, Manage Investments
Wisely, Provide Consistent Financial Reports, Maintain Clean Audits and Report on
District Sales Tax
d. Consolidate Departments and Become More Efficient with Technology
2011 Objective #2- Achieve Fiscal Sustainability
a. Support Business with Outreach, Attraction, and Retention Program in Partnership with
National City Chamber of Commerce
b. Work with Qualified Builders and Developers on Key Development Opportunities where
Site Control is Attainable
c. Partner with Community Organizations and Regional Agencies to Pursue Our
Legislative Platform and Aggressively Seek Funding from Local, State, and Federal
Sources
d. Communicate Financial Position Consistently and Transparently to Help Establish
Effective and Sustainable Compensation for Employees
2011 Objective #3- Improve Quality of Life
a) Continue to Provide Recreational Programs and Community Services
b) Maintain Existing Parks and Public Facilities and Find Funding to Construct Park
Master Plans
c) Partner with the Port District to Build Aquatic Center, Granger Park, and Improve
Public Access to Our Bayfront
d) Preserve Historic Resources and Promote Cultural Assets
2011 Objective #4- Utilize Community Resources
a. Help Coordinate Volunteer Efforts with Local and Regional Partners to Support City
Programs and Neighborhood Action Plans
b. Bridge the Digital Divide and Provide Access to Information for Everyone
c. Partner with SDG&E and the Sweetwater Water Authority on Conservation Efforts
d. Develop Projects and Plans that Emphasize Natural Waterways such as the Paradise
Creek and Sweetwater Channel
2011 Objective #5- Opportunity for New Objective or Implement
a. Promote Community Outreach and Encourage Citizen Participation
b. Establish City Priorities by Adopting 5-year Capital Improvement Program and Fund
Based on
Financial Capacity Analysis
c. Utilize General Plan and Other Long -Range Planning Documents as Capital Needs
Assessment
d. Consider Bond Issuance Based on Capacity Analysis to Fund Program
2011 Objective #6- Improve Housing Conditions
a. Update Housing Element before 2013 Deadline based on New RHNA
b. Secure Funding to Begin Construction on Paradise Creek WI-TOD
c. Complete Design and Find Funding for Senior Village Expansion and Enhancement
d. Extend and Expand Housing Programs that Demonstrate Results, Initiate Amortization
Efforts, and Correct Residential Code violations.
2011 Objective #7- Show Measured Results in Health and Safety
a. Implement Public Safety Long Range Strategic Plans and Enhance Disaster
Preparedness
b. Align Neighborhood Services, Community Services, and Law Enforcement to Continue
making National City Safer
c. Expand DERT, Community Defibrillators, and Other Grant Supported Programs
d. Maintain Senior Wellness Programs such as the Nutrition Center and RU-OK
2011 Objective #8- Partner with Schools
a. Work Together to Engage Community by Utilizing Community Service Hours and
Providing Important Information to Families
b. Provide Better Access to Joint -use Parks, Utilize new Public Library and Continue
Improving Safe Routs to School
c. Work with ICF and other Partners to Expand Urban Agriculture and School Garden
Program
d. Promote Fire Prevention and Maintain School Resource Officers
2011 Objective #9- Build "A National City"
a. Continue to Maintain and Improve our Basic Infrastructure such as Streets, Sidewalks,
Sewer, Stormwater, and Lighting
b. Improve Community Corridors, Focus Improvements in Established Commercial
Districts, and
Support Major Retailers
c. Update Signage to Draw Attention to Important Gateways, Corridors and Intersections
d. Support Community Events and Celebrate City's 125th Anniversary in 2012
{Agenda
• City Manager Overview
• Budget Presentation
• 2013-2018 Proposed Strategic Plan
City Manager Closing Comments /
Request for Direction
m Public Comments
• City Council Comments and Direction
2
Public Noticing
Public noticing of workshop
o Website
o E-blast
o Facebook
o Twitter
o Council agendas
4
Overview
a Background
Change is Constant
Managing Change
o Classification Studies
o Reorganization (Phase I and Phase II)
5
Director of
Administrative
Serviced
1
Finance
Human
Resources
4
MIS
Risk
Meregernent
Neighborhood
Councils —
Emergency Services
Rulkling
Flre
Mayor and City Council
City Manager
Engineering
City Clerk
Executive Director
1
1
Community
Services
Library
1 Neighborhp
Services
Planning
- Rerede Marta
Police
Public Works
Mayor and City Council
City Manager
City Clerk
Engineering & Public Executive Director
Works
Community
Services
i
City Treasurer
Asset
Management
Director of
Administrative
Services
Finance
Human
Resources
MIS
Risk
Management
try
Neighborhood
Councils
Emergency Services
Building
i
[Overview
Organizational Development
Report Writing Workshop
o Strategic Business Planning
Implementation Workshop (mgrs and
execs)
o Executive Retreat
o Customer Service Training
o Training and cross training
Overview
Organizational Tools
o Payroll/project accounting software
o CDP permit and project tracking
o Wi-Fi in City facilities
o Legistream/agenda management
9
TOverview
■ Preparing for Fiscal Cliff: Sunset of District
Tax in 2016
o One Time Cash Infusion due to Redevelopment
Dissolution
O 3-Year Operating Plan
o Service Delivery and Prioritization of Services
o Projected revenue loss
■ Revenue recovery
■ Fee / Permit Analysis
10
Michael Bush, Finance Advisor
Minh Duong, City Librarian
Jessica Cissel, Recreation Superintendent
Manuel Rodriguez, Police Chief
Claudia Silva, City Attorney
Michael Dalla, City Clerk
Percentiob Losses in Post WWII Recessions
—1953 *1967---19E0 -'--199---1974 3980 *1991 *1990 —2001 ...2007
Current
Employment
Recession
Dotted Line
Hiring
0 1 4 5 e 1011141e 1120 12 212e ri i01214 SG II e04242 K 4050S254 52 S 10 SI NK 1170
Number of Months After Peek Employment tinyrre... rnrartren,mnnr.rn./
13
Global Impacts
Cnunt 2*Oh6D
�u\MMyA nnMnYnn
Coon, 4 .4F.
IeoC MO °In4-
J ieoa.caOK
VC rot n4 n3 ». os 02 vs 'OS vc
4.Oo.000K
[Federal and State Impacts
■ Sequestration
o Public Safety Grants
o Housing and Grants — Section 8 Funding
o CDBG/HOME Allocations
o Nutrition Center funding
n State Budget
Unfunded State Mandates
o Regional water quality control board new permit
requirements (storm water compliance)
15
Pension Rates
• Fiscal Year 2013-2014
o General employees: 2.903% increase
o Public Safety employees: 4.885% increase
Fiscal Year 2015-2016
o Recalculating the normal rate for employer
contributions
o Mortality rate adjustments
o Smoothing and Amortization
16
Health Care
a Affordable Care Act
0 2014 mandates will result in 5% to 6%
increase in medical premiums
a May require the City to provide medical
coverage to more employees or face
penalties
17
Redevelopment
Continued wind -down
• Transition to Countywide Oversight
Board
• Administrative Costs exceed Cost
Allowance
w Impacts to Projects
■ CYAC: still on appeal with pending
$2M attorneys' fees portion
18
Redevelopment: Project
Impacts
▪ $38M in Tax Allocation Bonds (TABS)
issued in 2011
Use of $15M in bonds approved for
WI-TOD
Use of balance still in dispute
Pending legislation addressing 2011
TABS
a Park & Street projects impacted
19
Redevelopment: Impacts to
the City
• Economic development
• Infrastructure improvements
■ Ability to eliminate blight
• Threat of sales and property tax takes
(clawbacks)
• Audits
■ Affordable housing
20
Community Development
Block Grant (CDBG)
Current impacts (FY 13-14)
o Overall 33% reduction in CDBG Funding
(estimated for FY 13-14)
Future impacts (FY 14-15 and
beyond):
o City wide ADA Improvements (approximately
$200,000/year)
o City wide drainage improvements
(approximately $1 00,000/year)
21
Community
Development
based on estimated
FY13-14
Block
Grant
funding)
At Risk Youth After School Teen Program - "Supreme
Teens"
$ 20,000
$ 20,000
$ -
0%
Homeless Assistance Program
$ 34 386
$ -
$ (34,386)
-100%
Learn to Swim
$ 32,856
$ -
$ (32,856)
-100%
Literacy Services
$ 52 000
$ 40,000
$ (12,000)
-23%
Tiny Tots
$ 29,337
$ 22,973
$ 16,364)
-2240
Housing Inspection Program
$ 120,055
$ 121,000
$ 945
1%
Neighborhood Preservation
$ 113 745
$ 50,347
$ (63,398)
-58%
Concrete Improvements to Upgrade Pedestrian Ramps,
Sidewalk, Curb, and Gutter
$ 220,657
$ -
$(220,857)
-100%
Neighborhood Councils Program
$ 15 000
$ •
$ (159001
-100%
George H. Waters Nutrition Program
$
$ 75,000
$ 75,000
100%
Drainage Improvements
$ -
$ 100,000
$ 100,000
100%
Total Funding
$ 638,036
$ 429,320
$(208,716)
22
-33%
[CDE3G Community Services
o Successes of Learn to Swim, Neighborhood
Council, and Tiny Tots Programs
o Learn to Swim is a public safety program. Approximate annual
impact is 130 youth and adult residents
o NHC is a City Council initiated program. It serves approximately
700 residents on an annual basis.
o The Tiny Tots program has been in existence in National City for
over 30 years. The program serves approximately 62
preschoolers on an annual basis.
IN Impact to program/service delivery
Loss of part-time lifeguards
Impact to Neighborhood Council position funding
c Loss of community engagement and prevention services
o Total impact= approximately 900 community members annually
23
CDBG — Neighborhood
Services
Successes of Neighborhood Preservation Program
o Over 840 individual residents served by program
o Free Neighborhood Clean-ups for focused neighborhoods
o Addressed blight, land use and zoning standards
Impact to program / service delivery
a Loss of funding for two full time positions
■ Code Conformance Officer I
■ Graffiti Abatement Tech
o Impact to focus of property conservation & community
appearance
o Loss of maintaining community engagement
24
[CDBG - Library
Success of Literacy program:
o Served approx. 150 adult learners (and their pre-school
children) on an annual basis
Impact to program/service delivery
o Loss of the LiteracyNolunteer Coordinator position
• Curtail delivery of literacy services
a Hinder successful management of the volunteer
engagement program => reduce ability to sustain
programs/services
o No leverage to seek additional grant funding
25
Sunset of District Sales Tax
Expires September 30, 2016
Service delivery and prioritization of services
Projected revenue Toss
Occurs within 5 year strategic plan cycle
Options
o Take no action - Tax expires
o Initiate a process for a public vote to extend
District Sales Tax
o Explore alternative taxing and revenue sources
26
Sunset of District Sales Tax
Establ shed Election Dates
2014
2015
2016
April 8
June 3
Nov 4
March 3
June 2
Nov 3
Feb 2
April 12
June 7
Nov 8
Misc. Special
Primary Election
General Election
Misc. Special
Misc. Special
Misc. Special
Presidential Primary
Misc. Special
Primary Election
General Election
January 10
March 7
August 8
December 5
March 6
August 7
November 6
January 15
March 11
August 12
$260k - $290k
$22k
$0
$260k - $290k
$260k - $290k
$260k - $290k
$260k - $290k
$260k - $290k
$22k
$0
27
Mark Roberts, Director of Finance
Steve Manganiello, City Engineer
FY 2013: Impact on Fund
Balance — Projected
Revenue $ 40,283,745
Transfers In 120,612
Total Revenue & Transfers In $ 40,404,357
Expenditures $ (37,613,486)
Transfers Out (1,817,144)
Total Expenditure & Transfers Out $ (39,430,630)
Fund Balance Change $ 973,727
Beginning Fund Balance $ 17,916,938
Ending Fund Balance $ 18,890,665
Budgeted Ending Fund Balance $ 16,683,356
Change in Fund Balance Compared to Budget $ 2,207,309
90
[FY 2013: Impact on Fund Balance
Adjusted Projections
Total Revenue & Transfer In $ 40,404,357
Total Expenditures & Transfer Out (39,430,630)
Surplus / (Deficit) $ 973,727
Recommended Adjustments:
€ire-Departn,cnt $ (79,423) 'Interne Vander appro.;
Underground Storage Tank (19,999) "eM'"eB"°LQSe"
Total Recommended Adjustments $ (99,422) $ (19,999)
Fund Balance Change
Beginning Fund Balance
Ending Fund Balance
$—874305 $ 953,728
$ 17,916,938
$ 18,791,213 $ 18,870,666
31
FY 2013: Revenues
As of 12/31/12
Actual
Sales Tax $ 3,808,463
Proposition D / Disfict Tax 3,053,857
Property Tax 723,853
Property Tax In Lieu of VLF -
Property Tax In Lieu of Sales Tax -
Other Revenue 2,958,440
Total $ 10,544,613
Adjusted Protected Projected
Budget Protected Variance Variance %
$ 10,567,101 $ 11,023,571 $ 456,470 4.3%
9,410,000 9,192,000 (218,000) -2.3%
1,537,243 2,061,748 524,505 ' 34.1%
4,931,260 5,121,839 190,579 3.9%
3,522,366 3,415,323 (107,043) -3.0%
9,413,138 9,469,264 56,126 0,6%
$ 39,381,108 $ 40,283,745 $ 902,637 2.3%
32
[FY 2013: Expenditures
As of 12/31/12
Actual
Personnel Services $11,153,732
Maintenance & Operations 1,599,632
Other Expenditures 4,151,658
Total $ 16,905,022
Adjusted Projected Projected
Budget Projected Variance Variance%
$ 25,866,701 $24,794,516 $(1,072,185) -4.1%
4,126,368 4,126,368 0.0%
8,692,602 8,692,602 0.0%
$ 38,685,671 $ 37,613,486 $(1,072,185) -2.8%
33
FY 2013: Revenues
As of 3/31 /13
Adjusted Protected Projected
Actual Budget Projected Variance Variance %
Saks Tax $ 6,684,472 $ 10,567,101 $ 10,930,313 $ 363,212 3.4%
Proposition D / District Tax 5,420,493 9,410,000 9,065,000 (345,000) -3.7%
Property Tax 1,338,580 1,537,243 2,061,748 524,505 ' 34.1%
Property Tax in Lieu of VLF 2,560,919 4,931,260 5,121,839 190,579 3.9%
Property Tax in Lieu of Sales Tax 1,707,662 3,522,366 3,415,323 (107,043) -3.0%
Other Revenue 6 151 368 9537,423 9,612,705 75282 0.8%
Total 5 23,863,494 $ 39,605,393 5 40,206,928 $ 701,536 1.8%
34
[FY 2013: Expenditures
As of 3/31 /13
Actual
Personnel Services $17,850,051
Maintenance & Operations 2,079,555
OtherElerx)itures 6,101,273
Total $ 26,030,879
Adjusted Projected Projected
Budget Projected Variance Variance%
$ 25,787,278 $ 24,809,927 $ (977,351) -3.8%
4,221,522 4,221,522 0.0%
8,714,036 8,694,037 (19,999) -0.2%
$ 38,722,836 $ 37,725,486 $ (997,350) -2.6%
35
FY 2013: Impact on Fund
Balance — Projected
Revenue $ 40,206,928
Transfers In 120,612
Total Revenue & Transfers In $ 40,327,540
Expenditures $ (37,725,486)
Transfers Out (1,817,144)
Total Expenditure & Transfers Out $ (39,542,630)
Fund Balance Change $ 784,910
Beginning Fund Balance $ 17,916,938
Ending Fund Balance $ 18,701,848
Budgeted Ending Fund Balance $ 16,807,641
Change in Fund Balance Compared to Budget $ 1,894,207
36
FY 2014 Revenue Projections
Sales and related tax projections
lowered
■ Additional revenues
37
FY 2014: Expenditure
Projections
▪ Employer -paid pension contributions
Health Care
▪ Environment -related
o Stormwater runoff compliance
o Environmental Health Division
o Sweetwater Channel Maintenance
▪ CDBG/HOME Program impacts
Capital Improvement Program (CIP)
38
Capital Improvement Program
(CII') Overview
■ Addresses the planning, construction and financing
of:
o major public infrastructure improvements such as streets,
sidewalks, ADA pedestrian ramps, sewers, storm drains,
street lights and traffic signals;
o buildings, parks, and information technology; and
o large-scale development projects (e.g. WI-TOD).
• Manages and provides recommendations for
maintenance, financing and replacement schedules
for the City's fleet
Funding sources for Capital Projects often have
restrictions (scope, timeline for expenditures, etc.)
39
CIP Project Evaluations &
1.R.e.niendations
re CIP is administered by the Engineering Department
■ CIP Committee reviews project proposals
presented by City departments on an annual basis
Key criteria considered include:
o health & safety requirements
0 Community support
o project costs & schedule
o available funding
o consistency with the City's General Plan and other long-
range planning documents
o on -going maintenance costs
CIP Committee recommendations are presented to
City Council as part of the City's annual budget 49
[CIP Budget Process
■ "Sliding" Five-year budgeting process for
establishing the City's capital priorities and
financing plan
■ First year of the five-year program represents the
"approved" capital budget, which is incorporated
into the City's annual budget
✓ Projects slated for subsequent years in the program
are for planning purposes only and do not receive
expenditure authority
41
[strategic Plan Elements
1. Provide Quality Services
2. Achieve Fiscal Sustainability
3. Improve Quality of Life
4. Enhance Housing and Community
Assets
5. Promote Healthy Community
43
Frank Parra, Director of
Emergency Services
Provide Quality Services
a) Practice the five core values (Commitment,
Customer Service, Courtesy,
Communication, and Collaboration) with
our diverse customer base.
b) Align workforce with City's objectives and
provide training and support necessary to
fully develop employees.
c) Expand public access to City services and
information.
45
,Provide Quality Services
d) Pursue public safety goals and
objectives and enhance disaster
preparedness (Police, Fire,
Emergency Medical Services,
Homeland Security).
e) Analyze internal processes for
efficiency and implement technology
solutions where feasible.
46
1 b. Align workforce with City's
objectives and provide training
and support necessary to fully
develop employees.
1d. Pursue public safety goals and
objectives and enhance
disaster preparedness (Police,
Fire, Emergency Medical
Services, Homeland Security).
Public Safety Goals and
[0bjectives
• Sidewalk CPR
/5 Paramedic Contract out for RFP
Primary and Secondary EOC
Active and expanded CERT Program
■ Police AED program
■ Police wellness
® Crime Prevention
® Volunteerism
Employee development
4144
49
Stacey Stevenson, Director of
Administrative Services
Joe Smith, Director of Public Works
Achieve Fiscal Sustainability
a) Prepare effective budget, accurately
forecast funding sources, manage
investments wisely, provide consistent
financial reports, maintain clean audits, and
update finance and budget policies.
b) Prepare a 3 year operating plan that
prioritizes service and staffing levels in
preparation for sunset of district tax.
c) Establish economic development programs
to retain existing businesses and stimulate
new investments.
51
Achieve Fiscal Sustainability
d) Fund replacement reserves, or create
financing plans, for fleet, facilities and
other City assets.
e) Partner with community
organizations, schools, and other
public agencies in the efficient and
cost effective delivery of services.
52
4a. Prepare effective budget, accurately
forecast funding sources, manage
investments wisely, provide
consistent financial reports, maintain
clean audits, and update finance
and budget policies.
Budgeting and Financial
Management
▪ Established new budget team
▪ Quarterly budget reports
• Investment team
• Audit and Financial Advisor Requests
for Proposals (RFP's)
54
Budgeting and Financial
[..M..!.:agement
■ Continuous improvement
a Developing new reporting formats
a Address audit findings
a Finance, budget and purchasing policies
and procedures
a Budget format
■ Workshops
u
2d. Fund replacement
reserves, or create financing
plans, for fleet, facilities, and
other City Assets
FindancingOther of FleetAssets, Facilities
,an
• Cities aging fleet and facilities
• Establish replacement plan for fleet
and facilities
IN Leasing of sedans and equipment up
to 3/ ton trucks
• Finance purchase for all vehicle types
57
Brad Raulston, Community
Development Executive
Director
Lmprove Quality of Life
a) Implement Neighborhood Action
Plans by working with residents to
prioritize projects.
b) Pursue green initiatives and build a
sustainable city.
o) Help organize community events and
support social gatherings.
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Improve Quality of Life
d) Update sign ordinance to improve
community character and draw
attention to important gateways,
corridors and intersections.
e) Support Pier 32 (GB Capital Holdings)
expansion plans and work with Port
District to fund public process and
public improvements.
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Alfredo Ybarra, Community Development
Manager
Brad Raulston, Community Development
Executive Director
Michael Bush, Financial Advisor
Enhance Housing and
Community Assets
a) Continue providing housing opportunities at all
income levels and develop programs to improve
existing conditions.
b) Utilize the existing public works yard for a
neighborhood park and affordable family housing
(Westside Infill Transit Oriented Development: WI-
TOD or Paradise Creek Project).
�> Maintain and improve City's infrastructure and find
alternative funding to construct public facilities,
park improvements, and other capital needs.
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Enhance Housing and
Community Assets
co Preserve and promote historic
resources and cultural assets.
e) Administer real property assets to
achieve the City's long term goals.
63
4a. Continue providing housing
opportunities at all income levels
and develop programs to improve
existing conditions.
Draft 2013-2020 Housing
Element Objectives
■ Focus new housing development with urban
infill
■ Expand the supply of affordable for sale and
rental housing.
■ Preserve the existing supply of affordable
rental housing.
■ Continue assisting in the rehabilitation of
housing units occupied by low income
households
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[Dwindling Resources
is Reduction of resources for gap
financing.
o Community Development Block Grant
o HOME Investment Partnerships Program
o Loss or reduction of other federal grant
opportunities
o Low Moderate Housing Fund
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[Existing Resources
Land subsidies
a Tax Credit Equity
a Revenue Bonds
New opportunities at State level
■ Local existing opportunities
Kimball and Morgan Towers
NI Enhancement
m Expansion
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4b. Utilize the existing public works yard
for a neighborhood park and affordable
family housing (Westside Infill Transit
Oriented Development: WI-TOD or
Paradise Creek Project).
Paradise Creek
• Westside Specific Plan — specific planning
effort in response to environmental justice.
Project Site consists of 14 acres including
public works yard, vacant land, bus site, and
paradise creek
Begin transformation of the community
through the development of a park and
affordable housing project
09
Paradise Creek
■ Approved:
o planning entitlements
o design development plans
o environmental remediation plan
Park concept plan completed
■ Project site assembled
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Paradise Creek
Current Status
o Proceeding with first phases of remediation,
o Developer to conduct surcharge test soon,
o Confirming sources of funds (Bonds, LMF,
HOME, IIG, TCAC, RLF, Catalyst, other grants,
etc.)
Construction to be completed over
next 3 years
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4c. Maintain and improve City's
infrastructure and find alternative
funding to construct public facilities,
park improvements, and other
capital needs.
V
110,1101/
:e Healthy
Steve Manganiello, City Engineer
Armando Vergara, Neighborhood
Services Manager
Promote Healthy Community
a) Expand opportunities for walking and biking
through the development of Community Corridors
and Safe Routes to Schools consistent with the
National City General Plan and Bicycle Master
Plan.
b) Continue to provide accessibility to City programs,
activities and services for all users, including
individuals with disabilities (Americans with
Disabilities Act).
c) Enhance neighborhood services programs such
as graffiti abatement, parking enforcement, and
code enforcement.
74
Promote Healthy Community
d) Create an Environmental Health
division that serves as a single point
of contact for monitoring and
compliance.
e) Advance National City wellness
programs for youth, families, seniors
and City employees that encourage a
healthy lifestyle.
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5a. Expand opportunities for walking and
biking through the development of
Community Corridors and Safe
Routes to Schools consistent with the
National City General Plan and
Bicycle Master Plan.
5d. Create an Environmental Health
division that serves as a single
point of contact for monitoring
and compliance.
5c. Enhance neighborhood services
programs such as graffiti
abatement, parking
enforcement, and code
enforcement.
Stacey Stevenson, Director of
Administrative Services
[Next Steps
• Preliminary Budget — April 30
o General Fund
o Other Funds
o CIP
o Reserve levels
■ Budget adoption — by June 30
Correlate City programs and operations with
strategic plan — on going
eo
[Request for Direction
Strategic Objectives: Did we capture the
City Council's priorities and objectives?
■ Preliminary budget (April 30):
o Will include the City program elements that were
not funded through CDBG
o Other Council priorities
■ Future Direction:
o Reserves and financing plans
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