922 machin avenue novato, ca 94945
TRANSCRIPT
cc16_055 1
STAFF REPORT
MEETING
DATE: April 26, 2016
TO: City Council
FROM: Cathy Capriola, Interim City Manager
Mike Fuson, Interim Assistant City Manager
Brian Cochran, Finance Manager
Maureen Chapman, Accounting Supervisor
SUBJECT: OPERATING BUDGET WORKSHOP #2 OF 2
2016/17 DEPARTMENTAL BUDGET PRESENTATIONS AND
OPERATING BUDGET RECOMMENDATIONS
REQUEST Hold a budget workshop regarding the proposed 2016/17 operating budget.
RECOMMENDATION Receive, ask questions and have preliminary discussion on budget information presented by staff.
DISCUSSION In preparation for the annual budget hearings and direction to occur in June, the City holds a series of budget workshops for the City Council and community where the City Manager’s budget recommendations are outlined. The first two sessions, held on April 12 and 26, are on the operating budget with a focus on the General Fund. On May 3, staff will present the capital improvement budget for FY 2016/2017. On May 17, staff will return to the City Council for general direction regarding the budget (both operating and capital), which staff will use to produce the draft budget document for review and decision making in June. During the operating budget workshops, staff will present a variety of data and information regarding the proposed 2016/17 Operating Budget, including General Fund operating budgets and additional items to be funded by Measure F, Measure A (County Parks), Equipment Replacement Fund, etc. Additionally, staff will present information about each department’s current year accomplishments, 2016/17 budget recommendations, and 2016/17 goals and objectives. The City Council is encouraged to ask questions of staff and provide general thoughts and feedback. Attachment 1 of this staff report is general background information and the Interim City Manager Recommended Budget Priorities that was included in the staff report for the April 12 workshop.
922 Machin Avenue Novato, CA 94945
415/ 899-8900 FAX 415/ 899-8213
www.novato.org
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Logistics and Next Steps A full list of the recommended operating budget additions is attached to this staff report. Additionally, a matrix of the recommended position additions and PowerPoint presentations for the two departments presenting on April 26 are attached. These slides walk through each department’s overview, accomplishments during 2015/16, goals for 2016/17, and proposed budget additions. The Interim City Manager’s opening presentation that was presented at the April 12 Workshop is available for review or download at the following website: (http://cms6ftp.visioninternet.com/novato/agendas/pdfstaffreports/cc041216_L-3.4.pdf) Below is the schedule for all the upcoming budget workshops for both operating and capital budget. April 12, 2016 Operating Budget Budget Workshop #1 (COMPLETED)
Interim City Manager Opening Comments Community Development Department Parks, Recreation, and Community Services Department Police Department
April 26, 2016 Operating Budget Workshop #2
Public Works Department Central Administration Administrative Services Department Budget Overview / Forecast / Sustainability
May 3, 2016 Capital Improvement Budget Workshop #3
Municipal Facilities Parks, Recreation and Community Facilities Transportation, Drainage and Utilities Technology and Organizational Investment
May 17, 2016 Council Initial Budget Direction
Operating Budget Capital Improvement Budget
June 3, 2016 Proposed budget posted for Council and community June 14, 2016 Budget Hearing and Discussion June 28, 2016 Budget Decision and Council approval/direction
ATTACHMENTS
1. General Background Information and Interim City Manager Recommended Budget Priorities (originally presented in staff report for April 12 budget workshop)
2. 2016/17 City Manager Recommended Operating Budget Additions 3. Recommended Positions Matrix 4. Departmental Budget Presentations
Public Works Central Administration and Administrative Services
5. Interim City Manager Budget Overview/Forecast/Sustainability (to be posted on Monday, April 25, 2016)
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General Background Information and
Interim City Manager Recommended Budget Priorities
(Originally presented at April 12, 2016 City Council Meeting) As has been the case for a number of years, instructions to departments during the 2016/17 budget development process required flat operations and maintenance (“O&M”) budgets within each department’s General Fund programs. Any requested additions to the budget were added to a request worksheet and considered separately by the Interim City Manager. The Interim City Manager and finance staff then reviewed the requests. The Interim City Manager is recommending to the City Council those expenditures that she believes are important for the organization’s operations and to meet the City’s service needs and the Council’s objectives. Staff will walk through the details of the Interim City Manager’s recommendations, as well as additional budget information, during each department’s PowerPoint presentation. On March 24, City staff met with the Measure F Oversight/Citizens Finance Committee to present a preliminary draft of the budget recommendations. Staff will continue to meet with the Committee over the next few months to update them on budget discussions and proposals. Feedback on the 2016/17 budget from the Committee will be relayed to the City Council at future workshops and Council meetings. Context and Background Novato has historically had less revenue than other cities for services and community improvements. The 2009 recession and loss of redevelopment funding created major service reductions that we are still feeling today. For example, the City of Novato still has 38 fewer positions with which to deliver services compared to pre-recession levels and while there is not an expectation to return to prior staffing levels, it is also clear that some services are not adequate to meet our customers’ expectations. In addition, employees have had reductions to take-home pay and below-inflation raises for at least the past eight years. The recession also impacted CalPERS, creating increasing pension rates to cities which is a new ongoing cost of doing business. Over the past few years, it has become clear that there are key city services that are “just getting by” or slowly degrading over time. Many parks and islands are suffering significant deferred maintenance which impacts the overall appearance, functionality and safety of the community’s amenities. For example, in 2015, the City had to extend the closure for rehabilitation of Hill Recreation fields due to extremely poor turf condition caused by low service levels and the drought. We received complaints from field users stating their concerns that youth could not practice and play safely on these fields. Our street maintenance is also being negatively impacted. Since the expiration of Measure B funds in 2012, the City’s Pavement Condition Index has been declining at the rate of one point per year. Our maintenance staffing levels have not been sufficient to conduct an active crack seal program, which is a fundamental component of basic street preventive maintenance. The Public Works Department will talk more about these challenges in their budget presentation. Overall, all of the City’s infrastructure is aging and requires investment – estimated at a minimum of $1 million per year through the Fiscal Sustainability Plan. The current fiscal year’s budget (2015/16) was proposed and adopted as a “status quo” budget. No new positions were added and the ongoing General Fund non-personnel category budgets increased less than what was included in the forecast. When the budget was approved in June, the City Council had not yet made a decision as to whether a revenue measure would be placed before
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the voters in November. At the end of July 2015, after a long discussion, the City Council voted unanimously to place a ¼ cent sales tax measure on the ballot. With the 72% voter approval of Measure C this past November, the City has more revenue certainty than it has in the past. Continuing recovery of the economy is also leading to increases in a variety of City tax and fee revenue sources while at the same time increasing demand for building inspections, code enforcement, residential inspections, planning inquiries and planning projects. While the City’s General Fund forecast has accounted for some of the increased fee revenues, the additional service demands are now being reflected in this budget in the form of additional Community Development staffing. The ongoing tax revenue improvements, combined with the one-time resources still available from the Measure F sales tax, allow the city to enhance and re-invest in services. Since the recession and with the limited five year revenue from Measure F, the City has been extremely careful regarding any increase in services and overall use of Measure F. This fiscal prudence was warranted and important, since there was no ongoing new revenue until Measure C was passed in November. Measure C provides some stability to the City – but not long term sustainability. The Fiscal Sustainability Plan was built on a ½ cent sales tax measure and Measure C was a ¼ cent sales tax measure. The Council will need to have a conversation this fall regarding revisions to the City’s Fiscal Sustainability plan (“2.0”) and specifically a strategy for maintenance and infrastructure investments. Interim City Manager Recommended Budget Priorities The proposed budget focuses on fundamentals – a reinvestment in Novato city services that provide value and quality of life enhancements for our residents. We have financial stability for the near horizon that allows this increased investment in service levels to the community in key areas. It is important to note that the majority of the 2016/17 budget recommendations in the operating budget and the CIP budget represent an opportunity to focus on fundamental services. These are not “nice to haves” – these are baseline service enhancements required for safety, liability, and fiscal prudence. Workload indicators that will be shown in departments’ presentations illustrate this increased activity and service needs that the City faces. While staff believes investing in some key areas is critical now, we also recognize that the City Council needs to have a discussion regarding the City’s long term fiscal strategy. With this in mind, the Interim City Manager’s budget recommends two key strategies.
• Staff with Limited Term Positions – Rather than placing positions directly onto our roster as
permanent positions, staff recommends the use of limited term positions (some 2 years and some 4 years). This allows the Council future flexibility while at the same time stepping forward to improve service levels now. Also, if there is a recession or a reduction in activity level, these positions can be restructured or the time duration modified without laying off permanent staff.
• Various Funding Strategies – Staff has also carefully reviewed how to make service enhancements without permanently impacting the General Fund. − Some of these new positions are funded by shifting temporary hourly staffing funds or
contract dollars with no new impact.
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− In other cases, a modest new expenditure provides significant service level enhancements by increasing staffing hours (increasing a position from ¾ time to full-time).
− The use of Measure F for funding some of the key areas that were directly outlined in the original Measure F ballot language. While Measure F can be used for any municipal purpose, this use of Measure F honors the original messages provided to the public while at the same time preserving a significant portion of unallocated Measure F for other needs or one-time purposes. Measure F is recommended as the funding source for a variety of service level enhancements for police, street and park maintenance and youth services.
Attached is a list of the Interim City Manager’s budget recommendations. Below is a brief summary of the key areas of focus.
1. Focus on Police – Shore up our dispatch night services and augment staffing and professional support for police hiring, retention, training and crime analysis programs.
2. Reinvest in Maintenance – Strategic investments in streets/parks/island deferred maintenance and enhanced custodial/facility maintenance services through a variety of staffing and programs, including a proposed partnership with the Downtown Streets Team. In addition, the following recommendations are also included as part of this reinvestment in maintenance.
o Bobcat / Skid Steer Tractor – The maintenance division’s existing 1983 skid steer
is well beyond its useful life. A new vehicle, combined with new attachments, will substantially enhance the City’s ability to complete a wide array of tasks: high weed mowing, roadside edge maintenance, open space and levee maintenance, planting trees, placing bollards, brush clearing, debris cleanup, and concrete operations and demolition.
o Re-Mobilize Pavement Crack Sealing – The City has not done crack sealing on its
pavement in the past two years due to lack of available staff to dedicate to the work. With Measure B bond proceeds fully spent by 2012, Novato’s pavement condition has slowly been declining for the past three to four years. This recommendation would utilize a combination of temporary staff and maintenance crews over time to re-institute a summer crack sealing program in order to preserve and protect our streets.
o Park and Island Special and Seasonal Projects – Through the recession and resulting
staffing reductions, Novato has accumulated a significant backlog of park/island/median maintenance projects that cannot be handled with existing crews. The recommendation for 2016/17 is to mobilize special projects crews via temporary and overtime staff to complete a variety of these needed projects.
3. Respond to Increased Permit / Inspection Activity – With the economic upswing, One-Stop Shop, building, planning and code enforcement services are all impacted by long queues for service, appointments, and follow-up responses. In these development services functions, there is increasing revenue to cover the cost of the increasing demand for services. On the other hand, future market cycles will cause fluctuations in demand. Staff is proposing adding these positions as “rolling two year limited-term” positions; though
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the positions are initially approved for two years, the Council would have the opportunity with each budget to review development levels and choose to extend the position or not. In this way, a 12-18 month glide-path exists for both the City and the position incumbent to downsize staffing if needed.
4. Support Youth and Senior Programs – Increased pre-school and youth programs; expansion of senior fitness program; expansion of the Financial Assistance Program; improved maintenance in parks, fields and facilities allows better coordination and programming for our various customers use of these community amenities.
5. Public Engagement and Outreach – Deliver on the City’s commitment to enhance public engagement and make our public outreach and web site information consistent, accessible, understandable and interactive with enhanced staffing and operational funding. Additional operating funds and a staff position are required in order to implement proactive and up-to-date communication with the community.
6. Employee Investment – Continue to support our employees by providing them with tools (technology, software, maintenance skid steer), support and recognition (training program, evaluation, reward and recognition program).
7. Invest in Economic Development – Continue to support the development of high paying
jobs in Novato, support business retention and attraction, support the vitality of the downtown and redevelop the City’s key properties in Hamilton.
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2016/17 City Manager Recommended Budget Additions 4/12/2016
Service Description Duration Staffing Rationale / Budget Information General
Fund
General
Fund (Rev.
Recovery /
Realign)
Measure F
Equip.
Replacement
Fund
Community Development
Enhance public counter and planning
services
Limited Term
2 year rolling
1.0 FTE
Planner I
To respond to increases in economic activity and front counter visitors, add 1.0 FTE
Planner I position (replaces a current 0.8 FTE planner position). Fully fund through
General Fund through 12/31/2018 as a limited term 2 year rolling position.
92,000
Enhance building inspection and code
enforcement services
Limited Term
2 year rolling
1.0 FTE
Building
Inspector
Add a limited term Building Inspector to assist during peak construction periods
due to increase in permitting workload and corresponding revenues. Can also
assist with increased code enforcement case filings and peak resale inspection
periods. Fully fund through General Fund through 12/31/2018 as a limited term 2
year rolling position.
94,000
Police
Increase police dispatch minimum
24-hour service levels
4-Year
Limited Term
1.0 FTE
Dispatcher
Hire (1) one additional police dispatcher position to provide at least (2) police
dispatchers in the dispatch center 24-hours a day; a prudent public safety service
level for a city with the population and geographic size of Novato.
97,200
Additional support to police hiring,
retention and training effortsOngoing
0.25 FTE Senior
Management
Analyst
Increase Senior Management Analyst position from 0.75 to 1.0 FTE, an increase of
10 hours weekly. Assist with support to training, hiring and recruitment efforts.
30,000
Continuation of crime analysis services2-Year
Limited Term
Temp part-time
hourly
Continue funding for part time Crime Analyst, (temp position) to maintain the
department's ability to develop reports from the current records management
software system to use in deploying police personnel.
27,500
Countywide Records and Dispatch
Shared Police SoftwareOngoing
Anticipated 2% to 3% inflation in the contract annual maintenance provided by the
County for: Records Management System, Computer Aided Dispatch ("CAD"), and
Mobile Data Computers. Plus $10,000 for CAD, had warranty during FY 2015/16.
13,900
Major Crimes Task Force Contribution Ongoing
Additional contribution required for three to five years, in addition to a Novato
officer assigned to the task force, as a result of limited ongoing funding sources for
the task force. Reimbursement to Novato may occur in the future.
39,000
Police Recruitment Assistance One-TimeProduce a professional recruitment materials including video and photographs to
recruit and attract qualified Police candidates. 15,000
Continuation of basic police front
counter support services
4-Year
Limited Term
0.5 FTE Office
Assistant
Extend the existing limited term part-time position for 4 years. Already approved
by Council for 16/17; proposal is to extend time duration. -
Continuation of basic police records
services
4-Year
Limited Term
0.5 FTE Records
Specialist
Extend the existing limited term part-time position for 4 years. Already approved
by Council for 16/17; proposal is to extend time duration. -
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2016/17 City Manager Recommended Budget Additions 4/12/2016
Service Description Duration Staffing Rationale / Budget Information General
Fund
General
Fund (Rev.
Recovery /
Realign)
Measure F
Equip.
Replacement
Fund
Parks, Recreation, and Community Services
Enhance coordination of expanded
childcare programsOngoing
0.75 FTE
Recreation
Coordinator
New 0.75 FTE Recreation Coordinator position for preschool programs. New
position would be 30 hours per week / 12 months per year. Proposal is to partially
fund by re-allocating $38,316 in part-time hourly funding to offset cost of new
position. Ongoing position recommended.18,000
Continuation of Youth Financial
Assistance Program4-Years Continuation of youth scholarship program for recreation/parks programs. Existing
Measure F funding of $10,000. Total of $30,000 annually for 4 years. 20,000
Gymnastics Staff Training / Conferences OngoingAnnual training costs for Gymnastics needs to be increased to cover costs of safety
and leadership training. Matched with increased revenues 3,000
Growth of Children's Programs and
FacilitiesOngoing
Children's program growth results in increased hourly employee payroll, additional
wear and tear on facilities, and additional program instructor costs. Matched by
increased revenues. 83,000
Growth of Senior Fitness Programs Ongoing Growth of Senior fitness program. Increased costs and revenues. 15,000
Public Works
Continue development engineering and
stormwater quality regulation and
compliance efforts
One-Time
Development activity levels and NPDES requirements, combined with Sr. Eng level
CIP project work exceed the capacity of one Sr. Engineer. One time funds are
requested to cover 16/17 engineering consultant costs.
60,000
Maintain building maintenance service
levels - various categoriesOngoing
Funds to address supply, repairs, maintenance needs at city buildings, including
Civic Center, MTSC, Gym/DRC, and Hamilton facilities 20,000
One-Time Increase in Tree Services One-TimeTreework services for damaged trees due to drought stress and pine borer
damage. 7,500
Maintain park and field maintenance
servicesOngoing Services and supply increases for park and field maintenance 15,000
Enhance maintenance division
capabilities - high weed mowing, tree
planting, mowing open space, brush
clearing, pavement operations, etc
One-Time
Purchase /
Ongoing
Replacement
Funding
New skid steer tractor and attached equipment. Existing 1983 tractor is well
beyond its useful life. Base tractor is $90,000; attachments are additional $80,000,
to be used by Parks and Streets for various projects. Equipment will be used for
high weed mowing on roadside edges, open space, and the levee; planting trees,
placing bollards and mowing open space; brush clearing and debris cleanup;
pavement and concrete repair operations and demolition; and other tasks.
12,000 170,000
Enhanced Pavement Crack Sealing
ProgramOne-Time
Mobilize crack-filling program for streets citywide for the purpose of raising
Pavement Condition Index (PCI); includes part-time seasonal assistance, materials
and overtime.
125,000
Enhanced Parks/Island Special and
Seasonal ProjectsOne-Time
Mobilize special projects crews to complete various special and seasonal parks
and/or island improvements; includes part-time seasonal assistance, materials and
overtime.
250,000
Augment park and street maintenance
service levels
4-Year
Limited Term
2.0 FTE
Maintenance
Workers
2 full time Maintenance Workers (1 for parks and 1 for streets). 4-year limited
term positions. 170,000
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2016/17 City Manager Recommended Budget Additions 4/12/2016
Service Description Duration Staffing Rationale / Budget Information General
Fund
General
Fund (Rev.
Recovery /
Realign)
Measure F
Equip.
Replacement
Fund
Re-align building custodial services Ongoing1.5 FTE
Custodians
Add 1.5 FTE custodians to replace janitorial services at 922 Machin, new Hamilton
Gym, and Lu Sutton child care. Costs will be absorbed by eliminating several
janitorial contracts. Increases staffing flexibility and service levels.
14,000 107,000
Engage the Downtown Streets Team in
community and creek cleaning while
supporting work experience training
One-Time
Contract with the Downtown Streets Team - City share of cooperation with County
of Marin ($75,000) and Sutter Health ($30,000) to provide creek cleaning,
homeless camp cleanup, open space maintenance, and other cleaning. The mission
of Downtown Streets Team (DST) is to eradicate homelessness by empowering
homeless individuals to be part of the solution to homelessness, rather than just
the problem. Team Members participate in a volunteer work experience program
that provides great value to partnered non-profits, local governments, corporate
sponsors, environmental groups and the greater community. In exchange, Team
Members earn food/basic needs assistance, housing search assistance,
housing/shelter placement, case management, transportation assistance, Job
Search Skills classes, employment placement, and more.
45,000
Central Admin / Admin Services
Continuation of Bio/Life Initiative One-TimeContinuation of the Bio Life Science business retention and recruitment initiative
to support the expansion of high-paying jobs. 100,000
Continuation of Hamilton Base Re-Use
Initiative
Through
12/31/18
Continue the Hamilton Base Reuse initiative through 12/31/2018 to conduct a
community process for the redevelopment of available City-owned properties in
Hamilton. Includes the Hamilton Base Re-Use Director position (currently approved
through 12/31/2016) and continuation of the associated operating budget.95,000
Enhance public communication,
engagement, and outreach services to
the Novato community
4-Year
Limited Term
1.0 FTE
Management
Analyst
Public Communications / Webmaster (Management Analyst) position to support
public outreach and engagement program. Four Year Limited Term.90,000
Public Engagement Program Ongoing
Funding for public outreach and engagement program. Includes translators,
graphic design, copy writing, advertising, 2 mailed newsletters annually,
production and mailing of planning and capital projects noticing (including on-site
signs).
58,000
Employee Recognition / Innovation Ongoing Implementation of Employee Recognition / Innovation Program 30,000
Offsite Electronic Backup / Redundant
High Speed Internet - protection of
records and access
OngoingAdditional IT budget - net increase to fund offsite backup for electronic files and
for second high speed internet service to provide redundant internet connection20,000
IT Replacement Fund One-Time
Establish IT equipment replacement fund. Move existing funding that has already
been accumulating for multiple existing pieces of technology to a dedicated
technology replacement fund. - -
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2016/17 City Manager Recommended Budget Additions 4/12/2016
Service Description Duration Staffing Rationale / Budget Information General
Fund
General
Fund (Rev.
Recovery /
Realign)
Measure F
Equip.
Replacement
Fund
Citywide Programs and Partnerships OngoingPossible increased mandatory contributions to regional agencies (MGSA, Animal
Control, MERA, Chamber)20,000 -
Citywide Liability Insurance One-TimeAnticipated increase in general liability insurance premium. Can be offset with
excess Bay Cities premiums. 40,000
Subtotal One-Time 82,500 40,000 615,000 170,000
Subtotal Multi-Year 250,900 394,000 443,700
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Funding Shifts and Realignments
Cost Recovery / Economic Impacts
Service Level Needs Special Projects (Position Extensions)
Realigning services to better respond to City needs; move away from temps / contracts in some cases
Responding to increased demand for fee-recoveredservices; rolling 2 year limited term positions offset by add’lfee revenue
Enhancing priority services that were reduced during recession; enhancing public engagement; 4-year limited term positions funded by Measure F
Extending the expiration dates of limited term positions to complete work on special projects
Community Development • Planner I• Building Inspector / Code
Enforcement
Police • Senior Management Analyst (Increase from 0.75 to 1.0 FTE)
• Dispatcher• Office Assistant (0.5 FTE;
Already on staff)• Records Specialist (0.5
FTE; Already on staff)
• Crime Analyst (part time)
Parks, Recreation, and Community Services
• Pre-School Coordinator (0.75 FTE; eliminate temp salaries to offset)
Public Works • Custodian (1.5 FTE; offset by elimination of contracts)
• Maintenance Workers (2.0FTE)
Central Admin / Admin Services
• Communications / Webmaster
• Hamilton Base Reuse Director
2016/17 Budget Position Recommendations
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PUBLIC WORKS
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“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.”
City Council Work Session
FY 2016/17 Operating Budget
April 26, 2016
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Expenditures /Transfers Out
Revenues /Transfers In
General Fund Investment
Department Total $6,821,328 $986,100 $5,835,228
Central Admin$1,896,586
7% Admin Services$2,588,026
9%
Citywide Programs$2,151,923
8%
Police$13,499,623
48%
Community Development
$755,513 3%
Public Works$5,835,228
21%
Parks, Recreation & Community Services
$1,190,857 4%
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PUBLIC WORKS DIRECTOR / CITY ENGINEER
Public Works Administrative Manager
ManagementAnalyst
Office Assistant II
Maintenance Superintendent
Maintenance Supervisor (2.0 FTE)
Senior Maintenance Worker
(7.0 FTE)
MaintenanceWorker
(17.0 FTE)
Facilities Maintenance Supervisor
SeniorCustodian
Custodian
(5.0 FTE)
Equipment Maintenance Supervisor
Senior EquipmentTechnician
Equipment Technician
Office Assistant II
Engineering Manager
Senior Civil Engineer
Assistant Engineer(3.0)
Engineering Project Coordinator (2.0)
PW Inspector (2.0)
3
Limited Term
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4
• grants/funding
• project mgmt
• eng studies
• environmental
• public outreach
• final design
• construction eng
• MVMCC projects
CAPITAL IMPROVEMENT PROJECTS
• development standards
• land development proposal processing
• survey map review
• agreements/bonds
• ROW
PRIVATE DEVELOPMENT
• levee accreditation
• studies
• FEMA
• CRS flood insurance rating
• storm drain master planning
• NPDES
STORM WATER/ FLOODPLAIN MGMNT
• permit processing & utility coordination
• construction inspection
• traffic engineering
• service request tracking
• streetlight maintenance
PERMITTING, INSPECTIONS & TRAFFIC ENG
• contract services
• assessment district mgmt
• lease agreements
• deferred maint mgmt
• technology initiatives
• personnel
PUBLIC WORKS ADMIN
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• 152 road miles maintained
• 16 sweeper zones serviced every 8 weeks
• sidewalk & street repair and maintenance
• 3 FTEs
• 1 FTE Street Sweeper
STREETS
• striping for 14 parking lots
• striping for all city intersections
• 750 graffiti incidents per year
• 2 FTEs
• 1 FTE Graffiti
STRIPING & SIGNAGE
• 144 miles of storm drains maintained
• 5500 storm drain inlets inspected annually
• 9 creeks walked, inspected and cleaned annually
• 2 FTEs
• 1 FTE Ham CFD
NPDES
• 115 acres of active-use parks
• 14 playgrounds
• 9 maintained athletic fields
• 184 plus acres of open space maintenance
• 8 FTEs
PUBLIC PARKS
• 90 acres of roadway islands
• 460 islands
• seasonal & annual IPM applications
• 3 FTEs and
• 2 FTE Pt Marin CFD
• 2 FTE Ham CFD
MEDIAN ISLANDS
BUILDING MAINTENANCE / CUSTODIAL : 7 FTEs / FLEET & EQUIPMENT MAINTENANCE: 3 FTEs
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Before PCI = 47
After PCI = 91
Streets / Roads
“California cities and counties own and operate 81 percent of the state’s roads … The report shows that pavement conditions are deteriorating throughout California, and that while the costs are high for even the most basic repair and maintenance, the price tag for waiting is far higher, from both an economic and a public safety standpoint. Simply put: Pay now – or pay much more later.”
2013 Western City Magazine
History of Street Maintenance Investment1989 – $16M in bonds (Measure F)2000 – $15M in bonds (Measure B)2003 – Marin County Local Streets Measure A Since 2008 recession:
-30% Reductions in street maint. crew-30% Decline in gas tax funding-FS Plan = $300k annual commitment
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818
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Parks / IslandsParks are community assets, and as such, the potential impact of a neighboring park is a strong consideration as part of the decision to purchase, invest or finance a property. Capital improvements in parks can result in increases to both commercial and residential real
estate value. Single-family home sale prices in close proximity to well improved parks typically exceeded
sale prices further from the park. Close proximity to a quality park is a positive site attribute that can enhance the “curb appeal”
and value of adjacent real estate.
From “How Smart Parks Investments Pays Its Way” Ernst & Young 2002 Study NYC
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1020
Completed Nave Drive Multi-Use Path
Completed Measure A projects including:• 25 street segments paved (over 5 miles)
• 30 new ADA ramps installed
• 55 sidewalk trip hazards repaired/replaced
Cleaned sections of Hamilton and Pacheco Creeks
Received Caltrans approval for Olive Ave Class II Bike Lanes and for DeLong and Ignacio Interchanges Repaving project –construction scheduled for this summer.
Commenced design work for Grant Ave Bridge (at Novato Creek) rehabilitation
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Completed Hamilton Levee Re-CertificationCompleted design for Hamilton Levee Toe
Drain – construction this summerContinued deferred maintenance at parks
and facilities per the Condition Assessment reports (benches, paths, bollards, MTSC and Hamilton CC)
DeLong Avenue Median island landscaping rehabilitation project
Completed LED conversion of all 4,000 City Street Lights
Completed HVAC replacement at Hill GymHill Field turf renovationReplaced all lights at IVC BallfieldsLaunched preparation of Master Plan for Hill
Recreation Area22
Completed Storm Drain Master Plan
Developed and Adopted ADA Transition Plan for Facilities and Parks
Secured $317,862 and $30,000 from TFCA and TDA respectively for Bike Lanes on Lamont Ave
Awarded $348,000 in Lifeline Trans Program funds for Crosswalk Enhancements and sidewalk gap closures
Received $45,690 P-TAP Round 17 grant funding to inspect and rate Novato’s streets
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Recertification and continued participation in CRS Flood Insurance Program
Coordination with County of Marin in Novato Creek Watershed Study
Outreach regarding new NPDES regulations
Installed high-visibility crosswalks with funds from Safe Pathways to Schools on Ignacio Boulevard and on South Novato Boulevard
Provide staff support to Council-appointed committees:
• Bicycle/Pedestrian Advisory Committee
• Novato Streetscape Committee
• Street Improvement Oversight Advisory Committee
Provide staff support to other committees:
• North Bay Watershed Advisory Committee
• TAM Safe Routes to Schools24
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CHALLENGES OPPORTUNITIES
Aging infrastructure and community assets with increasing repairs and maintenance needs
Working with Marin County Flood Control on the Novato Watershed improvements for long term flood control
Declining funding sources for maintenance and reinvestment in infrastructure
Integration with SMART and Marin Transit for community connections and access to public transportation
Low staffing levels for parks/islands and street maintenance that reduce ability to deliver quality services
Collaboration with North Bay agencies on storm water compliance monitoring and reporting
Increased storm water regulationsrequiring increased staff oversight and coordination
Strengthen partnerships to reduce the impact of homelessness on water quality and trash within our watershed
Lack of current software systems to allow efficient and effective deployment and management of services/systems
Build trust through successful project delivery to support future funding methods of needed public projects
25
Operating Requests Amount Funding
Park and Field Maintenance ServicesIncrease contract services funding to maintain Novato’s recreation fields (e.g., pest management)
$15,000General Fund
(ongoing)
Building MaintenanceIncrease supplies, repairs, maintenance funding for citybuildings, including Civic Center, MTSC, Gym/DRC, and Hamilton facilities.
$20,000General Fund
(ongoing)
Skid Steer and Equipment AttachmentsReplace 1983 skid steer tractor and upgrade attachments. Base tractor: $90,000; attachments: $80,000. Used by Parks and Streets crews for various projects including high-weed mowing on roadside edges and open space, brush clearing and debris cleanup, pavement and concrete demo and repair operations
$170,000Equipment
Replacement(one-time)
Skid Steer ReplacementAnnual set-aside to build replacement funds for skid steer. $12,000
General Fund(ongoing)
1626
Operating Requests Amount Funding
Downtown Streets Team ContractPartnership with County of Marin and Sutter Health to fund nonprofit community cleaning services.
$45,000Measure F (one-time)
Engineering Contract ServicesCurrent development activity levels and NPDES requirements, combined with CIP project work, exceed the capacity of one Senior Civil Engineer.
$60,000General Fund
(one-time)
Tree ServicesAdditional funding for tree maintenance for damaged trees due to drought stress and pine borer damage.
$7,500General Fund
(one-time)
1727
Special Initiative Requests Amount Funding
Pavement Crack Sealing ProgramMobilize crack-filling program for the purpose of raising Pavement Condition Index (PCI) from 69 to 70 on city streets.• 15 to 20 miles of local streets and roads treated
$125,000Measure F(one-time)
Parks Special and Seasonal Projects Mobilize special projects crews to complete various special and season parks and/or island improvements.• Hoog Park fencing and renovated picnic area• Enhanced Park Entry Landscape Planting and Mulching
Citywide• Focus on improved turf quality and irrigation efficiency• ADA access improvements
$250,000Measure F (one-time)
1828
Personnel Requests Amount Funding
Custodial Workers1.5 FTE custodians to replace janitorial services contract at 922 Machin, new Hamilton Gym & Lu Sutton Childcare. Costs largely offset by eliminating janitorial contracts.
$14,000General Fund
(ongoing)
Maintenance WorkersTwo FTE maintenance workers. 4-yr ltd term positions.1 assigned to Streets1 assigned to Parks
$170,000Measure F(ongoing)
1929
Public outreach and design for Vineyard Roadpavement rehabilitation
Complete environmental review of Novato Boulevard project
Implement Quiet Zones at SMART Crossings
Construct Transit Connection at San Marin Station
Coordinate Phase 1 construction with SMART for Downtown Train Station
Complete permitting and design for Olive Avenue (Redwood to Railroad) Improvements
Implement a first phase of Storm Drain Improvements from Master Plan
Complete concrete work for Measure A Group 8 and 9 pavement projects (~50 new ADA ramps)
Undertake ADA Transition Plan for Right-of-Way
Complete Pacheco Creek clean up30
Continue deferred maintenance and capital renewal improvements per the Condition Assessment reports (Downtown Rec Center Roof, Police Dept lockers and carpets)
Complete repairs at three priority locations from Retaining Wall assessment report.
Finalize improvements for Dogbone Meadow Park, determine funding, bidding
Complete improvements of Two Parks in Bahia
Finalize Hill Rec Master Plan, determine funding, and develop Phase 1 improvement project for bidding
Citywide park enhancement projects31
Apply for TFCA funding for bicycle and pedestrian improvements on Vineyard Road
Pursue grant funding for Downtown SMART Station Phase 2
Collaborate with MCSTOPP and other agencies on Prop 1 State Stormwater funding
Continue identification of Computerized Maintenance Management System (CMMS)requirements and implementation
Continue to work with SMART, TAM and Marin Transit on Public Transit Integration at Novato Stations
Complete the implementation of Fuel Management System
32
Team Members participate in a volunteer work experience program.
Successful programs in San Rafael, Palo Alto and San Jose.
Each program is tailored for the specific community needs.
10 individual; work 4 hours/day
Debris clean-up; creek clean-up; beautification of downtown, parks, islands
Funding Partners
$75,000 – County of Marin
$30,000 – Sutter Health
$45,000 – City of Novato
Presentation by Downtown Streets Team in May
The mission of Downtown Streets Team (DST) is to eradicate homelessness by empowering homeless individuals to be part of the solution to homelessness. The model, which is largely based on peer-to-peer outreach, will recruit unhoused people from the project area to join the Team and begin their transition out of homelessness.
2333
Complete installation of grant funded Crosswalk Improvements and continue to seek grants for additional installations
Annual public workshops with neighborhood Landscape Assessment Districts
Improved CIP public engagement and public noticing
Complete improvements on Arthur Street and Plum Street as part of Safe Pathways to Schools Grant program
Continue to provide staff support to Council-appointed committees
34
QUESTIONS
Public Works
35
CENTRAL ADMINISTRATION / ADMINISTRATIVE SERVICES / CITYWIDE
City Council Work Session
FY 2016/17 Operating Budget
April 26, 2016
The mission of the City of Novato is to provide excellent services and enrich the quality of life within
the community in a fiscally responsible manner.
36
2
Expenditures /Transfers Out
Revenues /Transfers In
General Fund Subsidy
Central Admin $1,932,986 $36,400 $1,896,586
Admin Services $3,025,626 $437,600 $2,588,026
Citywide $2,219,423 $67,500 $2,151,923
Central Admin$1,896,586
7%
Admin Services$2,588,026
9%
Citywide Programs$2,151,923
8%
Police$13,499,623
48%
Community Development
$755,513 3%
Public Works$5,835,228
21%
Parks, Recreation & Community Services
$1,190,857 4%
37
3
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/record keeping 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 Oversee the Downtown Business Improvement District and coordinate
with DNBA
Administrative Services: Provide centralized internal support services to other City departments
through services of Human Resources, Risk Management, Information Technology and Finance
Manage business license program Assist the City Manager in management, accountability, and recognition
of the City organization’s work and accomplishments38
4
Citywide Programs
Centralized budget area for expenditures that support all services/departments or are overall citywide investments / services
Managed by Central Administration and Administrative Services staff
Expenditures $2.2 million:
Liability insurance $635K
Animal control $600K
OPEB, required contribution and retiree medical $260K
Memberships and annual dues – TAM/LAFCO/GSA $210K
Clean Renewal Energy Bonds (CREBs) debt service $113K
TOT payment $160K
Personnel / cable casting / community sponsorships / miscellaneous $240K
39
5
CITY COUNCIL
CITY MANAGER
Economic Development
Manager
Hamilton Base Reuse Director
Public Communications
Coordinator
Assistant City Manager
City Clerk
Executive Assistant / Deputy City Clerk
Application Support Technician
City Attorney (Contract)
Limited Term
40
6
Management
Prepared a revenue ballot measure for Council’s consideration for the November 2015 election as outlined in the adopted Fiscal Sustainability Plan and provided public information
Developed strategy and information for labor negotiations for Council consideration
Developed information and process for Council decision on SMART Downtown Station
Continued protection of City’s revenue from dissolution of redevelopment and legal actions with the State of California
Advancing improvements in the City’s public engagement and outreach initiative
Public Communications
Produced three City newsletters in both English and Spanish and mailed to every Novato household
Worked with and provided support to the Downtown Novato Business Association, the Novato Chamber of Commerce and the Chamber’s Tourism Committee and Hispanic Chamber of Commerce to enhance business and visitor outreach
Developed a training program for City staff to create ADA-accessible documents
Secured translation and interpretation services in order to broaden the reach of City information.
Provided outreach assistance to City departments for CIP projects, current and advanced planning projects
Provided outreach assistance for community events
Developing improvements to public noticing, information and outreach as recommended in the City’s Public Engagement workshop
Strategic Plan Goal Accomplishments 41
7
Economic Development
350 new high paying life science jobs - $100 million injection into local economy
Supported Calico (Google) locating facilities and jobs at the Buck Institute on Aging
1,300 new jobs – restoring employment back to pre-recession levels
100 Bio 2016 attendees – scientists and life science executives to visit the Buck Institute on Aging (June 10)
Supported BioMarin R&D and manufacturing expansion in Bel Marin Keys
Conducting marketing and outreach program for North Bay Life Science Association
Hamilton Reuse
Facilitated and expedited the entitlement processes to repurpose the historic Hamilton Hospital into an assisted living and memory care facility with $2 million purchase price for City
Facilitated the Hamilton Cottages senior housing project with $500,000 purchase price for City
Completed the Hamilton Lands to Parks Exchange with the federal government
City Clerk
Implemented online Boards and Commissions solution and administered annual recruitment process
Elections Official for eight candidates in 2015 City Council election
Arranged new Councilmember and Boards and Commissions Orientations
Strategic Plan Goal Accomplishment42
8
Operating Requests Amount Funding
Continuation of the Bio Life Science business retention and recruitment initiativeContinue funding to support the expansion of high-paying jobs.
$100,000(one-time)
Measure F
Funding for public outreach and engagement programProvide additional funding for public outreach, including translators, graphic design, copy writing, advertising, 2 mailed newsletters annually, production and mailing of planning and capital projects noticing (including on-site signs).
$58,000(ongoing)
General Fund
43
9
Personnel Requests Amount Funding
Continuation of Hamilton Base Re-Use InitiativeContinue funding through December 31, 2018 to conduct a community process for the redevelopment of available City-owned properties in Hamilton. Includes Hamilton Base Re-Use Director position (currently approved through December 31, 2016).
$95,000(limited term
through12/31/18)
Measure F
Enhance Public Communication, Engagement, and Outreach Services to the Novato CommunityPublic Communications / Webmaster (Management Analyst) position to support public outreach and engagement program.
$90,000(four year
limited term)
Measure F
44
Management Continue focus on enhancing public engagement, accessibility and transparency Additional goals from upcoming Strategic Plan workshopPublic Communications Work with City departments to improve and maximize the effectiveness of City public noticing—including
process, format, and content Research and recommend open data software for City information plus other public outreach tools Develop a training program to aid City staff with community outreach, community meetings, public
engagement, and communication planning Continue to improve the access to information and navigability of the City website Facilitate the translation of frequently-used city forms and documentsEconomic Development 150 new high paying life science jobs ($43 Million in new spending and 375 additional new jobs) Support increased California state funding for life science research with institutions like the Buck Institute
on Aging Focus outreach to 2,200 Bay Area life science executives through NBLSA website and social media
marketing campaign Promotion and expansion of life science education and training at Novato’s Indian Valley Campus, Marin
and the North Bay Conduct 10 events and tours of the Buck Institute and the North Bay Continue to expand NBLSA support among other governmental entities and the private sector Expand the City’s outreach and assistance to other industry small and med-size businesses Develop a multi-facted business retention program in partnership with the Novato Chamber of Commerce
and the Hispanic Chamber of Commerce
10Strategic Plan Goal45
11
Hamilton Reuse
Complete the entitlement processes for repurposing the historic Hamilton Hospital into an assisted living and memory care facility and for the Hamilton Cottages senior housing project.
Gain Council approval for disposition strategies for the Hamilton Lands to Parks Exchange properties and proceed accordingly.
City Clerk
Implement Agenda Management solution
Develop RFP for Electronic Document Management System
Initiate development of an email retention policy
Update Records Retention Schedule
Strategic Plan Goal46
12
ASSISTANT CITY MANAGER
Human Resources Manager
Principal HR Analyst
HR Analyst
HR Assistant
Finance Manager
Accounting Supervisor
Payroll / Accounting Technician
Senior Accounting Assistant
Accounting Assistant II
Technology Manager
Network Administrator
SeniorIT Analyst
IT BusinessAnalyst
GIS Technician (vacant)
Information Technology
Assistant
Management Analyst I/II
Limited Term
47
13
Human Resources / Risk Management Research, prepare and negotiate with all labor groups for new agreements effective 7/1/2016
Constructed an employee web portal for HR resources, benefits, etc
Conducted recruitments resulting in 28 newly hired employees during calendar year 2015.
Implemented web-based safety training available via BCJPIA.
Conducted first ever Wellness Fair and hosted bimonthly wellness events including Bike to Work Day and several activities aimed at educating employees about their health and wellness benefits.
Hosted the annual employee holiday celebration and employee recognition events, including a reception to celebrate employee tenure in January 2016.
Finance Selected a consultant to complete a detailed RFP development and selection process for a new
finance / HR / payroll enterprise software solution
Continued Successor Agency post redevelopment initiatives
Implemented new Business License software and online Business License renewals
Updated the City’s financial policies with completion of Reserve Policy and adoption of Purchasing Policy / Ordinance
Implemented GASB 68 reporting requirements for pension costs and liabilities within the City’s Comprehensive Annual Financial Report
Strategic Plan Goal Accomplishment 48
14
Information Technology
Supported departments in researching and planning a variety of technology projects as outlined in the IT Master Plan including:
Selection of new Parks and Recreation software system
Development of RFP for Finance/HRIS software system
Developed and launched a new employee Intranet
Implemented new Mobile Device Management platform to support and protect all City mobile devices
Upgraded GIS & developed several new internal use applications - partnership with Marin Map
Implemented new Police Department Virtualization – Storage Area Network
Updated the City’s Information Technology policies and procedures
Completed review and refinement of the City telecommunication services billing
Migrated the City’s hosted email services to Microsoft Office 365
Replaced obsolete copiers with new Xerox Multi-Function Devices and renegotiated the contracts
Implemented new IT Help Desk system
Strategic Plan Goal Accomplishments 49
15
Operating Requests Amount Funding
Employee Recognition / InnovationImplementation of Employee Recognition / Innovation Program
$30,000(ongoing)
General Fund
Citywide Programs and PartnershipsPossible increased mandatory contributions to regional agencies (MGSA, Animal Control, MERA, Chamber)
$20,000 (ongoing)
General Fund
Citywide Liability InsuranceAnticipated increase in general liability insurance premium. Can be offset in FY 16/17 with excess Bay Cities premiums.
$40,000(ongoing)
General Fund
IT Replacement FundEstablish IT equipment replacement fund. Move existing funding that has already been accumulating for multiple existing pieces of technology to a dedicated technology replacement fund.
$400,000 (one-time)
Transfer existingfunds from Equipment
Replacement to new IT
Replacement Fund50
Human Resources / Risk Management Develop comprehensive employee communication, engagement, recognition, and team building
program
Overhaul the City’s evaluation system including new software for improved tracking and communication with supervisors and employees
Research options for Human Resources Information System with new Finance system
Provided training for supervisor/managers on core management skills including coaching & communication
Streamline and improve internal processes for workers’ comp
Finance Manage the implementation of the enterprise financial/accounting system to improve efficiency,
financial management, and access to information
Revise the business license renewal process for January 2017 to maximize processing efficiencies; cross train Finance division staff on new software
Conduct and implement a development impact fee study
Re-finance four series of bonds: 2005, 2005A, and 2011 redevelopment bonds and the Pointe Marin CFD bonds
Research and implement an open data / open budget platform on the City’s website to provide detailed and timely budget / expenditure information to the public
Research and implement a “pension rate stabilization” trust program16Strategic Plan Goal51
17
Information Technology
Continue to support departments in a variety of technology projects as outlined in the IT Master Plan
• Select a new Financial System / ERP with Finance
• Select a new Registration and Facility use System with PRCS
• Select a new Computerized Maintenance Management System with Public Works
• Select a new agenda management system with City Clerk
• Develop new GIS applications for mobile, public website and staff use
• Complete the digitizing of all remaining microfiche records with Community Development
• Complete the installation of a new Fuel Management System with Public Works
• Complete the document scanning and indexing project
Continue to update City Information Technology policies and procedures
Implement OneDrive & SharePoint team and project collaboration sites
Implement Skype for Business web meeting and collaboration tools
Strategic Plan Goal 52
QUESTIONS
Central Administration/Administrative Services/Citywide
53