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BUDGET STUDY SESSION FORFISCAL YEAR 2019‐20 BUDGET
MAY 7, 2019
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BUDGET DEVELOPMENT ISSUES Two Alternatives for Budget AdoptionWith Sales Tax Increase and Without June 4 election date gives little time for response
Recommendation for proposed budgets & seeking direction to assist planning efforts
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FY18‐19 GENERAL FUND YEAR END ESTIMATES
Beginning Fund Balance 8,292,400$
Estimated Revenues 59,632,450$ Transfers In 3,177,000 Expenses & Uses 62,744,120
Revenue over Expenses 65,330$
Transfer to Equipment Replacement Fund (1,800,000)
Transfer to Capital Improvement Fund (2,400,000)Subtotal Operating Balance (4,134,670)
Ending Fund Balance 4,157,730$
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FY 2018‐19 YEAR END PROJECTIONSREDUCED BY $1.2 MILLION
4
‐$228,800
‐$278,100
‐$40,800
‐$121,600 $67,700
$0
‐$594,200 $0
(2)
‐
2
4
6
8
10
12
14
16
18
PropertyTaxes
Sales Taxes TOT UUT MVLF Franchise Licenses &Permits
Services
MILLIONS
Original Budget Projection
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BUDGET ADOPTIONALTERNATIVE ONE: WITH PASSAGE OF SALES TAX
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Allows the City to maintain current service levels No reduction to public safety staffing or response time
Allows the City to maintain Emergency Reserve levels Allows the City to Invest in City infrastructure Gives the City flexibility to deal with future economic downturns Expects only 1Q of new sales tax revenues ($2M)
BUDGET DEVELOPMENT OVERVIEW AND GOALS
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Budget request includes no new program requests Several minor cuts and savings identified and included in proposal
BUDGET DEVELOPMENT OVERVIEW AND GOALS
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FY19‐20 GENERAL FUND PROPOSED BUDGET
Beginning Fund Balance 4,157,730$
Estimated Revenues 63,132,200$ Transfers In 4,126,400 Expenses & Uses 66,390,815
Revenue over Expenses 867,785$
Transfer to Equipment Replacement Fund (1,800,000)
Transfer to Capital Improvement Fund (2,400,000)Subtotal Operating Balance (3,332,215)
Ending Fund Balance 825,515$ 8
* Estimated revenues includes one quarter of sales tax increase at approximately $2M
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FY 19‐20 GENERAL FUND EXPENDITURE ‐ $65,484,015
General Government4,480,400 7%
Administrative Services 3,394,700
5%
Police 23,247,600 36%
Fire 17,700,400 27%
Public Works Services4,434,200 7%
Development Services4,751,915 7%
Recreation & Community Services
3,303,700 5%
Library & Museum Services 4,171,100 6%
General Government
AdministrativeServicesPolice
Fire
Public Works Services
DevelopmentServicesRecreation &Community ServicesLibrary & MuseumServices
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10
CHANGES IN GENERAL FUND REVENUESFY18-19 FY 19-20
Estimates Budget $ %Taxes 38,798,000$ 41,718,400$ 2,920,400$ 7.00%License & Permits 4,859,300 4,392,300 (467,000) ‐10.63%Fines & Penalties 502,200 527,500 25,300 4.80%Use Money & Property 1,479,300 1,562,000 82,700 5.29%Revenue from Other Agencies 7,385,400 7,603,300 217,900 2.87%Charge Current Services 3,069,000 3,647,600 578,600 15.86%Library 118,350 122,400 4,050 3.31%Recreation 1,229,300 1,261,900 32,600 2.58%Other Revenue 2,191,600 2,296,800 105,200 4.58%Total Revenue 59,632,450$ 63,132,200$ 3,499,750$ 5.54%
Changes
Estimated revenues includes one quarter of sales tax increase at approximately $2M
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FY 2019‐20 GENERAL FUND PROJECTED REVENUE ‐ $63,132,200
Taxes65%
License & Permits7%
Revenue from Other Agencies
12%
Taxes
License & Permits
Fines & Penalties
Use Money & Property
Revenue from OtherAgenciesCharge Current Services
Library
Recreation
Other Revenue
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‐
10
20
30
40
50
FY 19‐20 BUDGET FY 18‐19 BUDGET
77.8% 76.8%
19.7% 20.6%
2.5% 2.6%
Millions
GENERAL FUND EXPENDITURE BY CATEGORY
PERSONNEL O&M (Excludes Equipmt Replacement) Supplies
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$66
$71$74
$76$78
$80$82
$84$86
$88
$63
$69
$76$78
$80$82
$83$85
$87$88
55
60
65
70
75
80
85
90
95
FY 2018‐19
FY 2019‐20
FY 2020‐21
FY 2021‐22
FY 2022‐23
FY 2023‐24
FY 2024‐25
FY 2025‐26
FY 2026‐27
FY 2027‐28
Millions
GENERAL FUND ‐ 10 YEAR BUDGET PROJECTIONS (IF SALES TAX MEASURE IS PASSED)
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$18 $18
$14 $14$15 $15
$16$17
10 11 12 13 14 15 16 17 18 19 20
FY16‐17 FY17‐18 FY18‐19 FY19‐20 FY20‐21 FY21‐22 FY22‐23 FY23‐24
Millions
General Fund Operating & Emergency Reserves
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FY 2019‐20 projected deficit of $3.3M or approximately 5%Maintain core services Police and fire protection Keeping public areas safe, clean and well‐lit Repairing streets and roads
Implement short‐term strategies to balance budget this year
BUDGET BALANCING STRATEGY
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Transfer less into Capital and Equipment Replacement Funds $1.5M vs $4.2M ($2.7M Savings)
Institute a “hiring chill” to keep positions open, where possible ($1‐2M Savings) Delay some purchases/activities to FY 2020‐21 (Up to $1M Savings)
BUDGET BALANCING STRATEGY
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BUDGET BALANCING STRATEGIES
Increase User Fees to CFAC Recommendations ($250‐500k Revenue Utilize Reserves to offset any remaining deficit Sufficient Emergency & Operating Reserves available to cover minimal deficit in short term
Review at mid‐year and make adjustments as needed
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BUDGET ADOPTIONALTERNATIVE TWO:WITHOUT PASSAGE OF SALES TAX
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19
3 YEAR GENERAL FUND BUDGETWITHOUT SALES TAX OR CHANGES TO SERVICES
FY18-19 FY19-20 FY20-21Estimates Budget Budget
Beginning Fund Balance 8,292,400$ 4,157,730$ (1,174,485)$
Estimated Revenues 59,632,450$ 61,132,200$ 62,081,000$ Transfers In 3,177,000 4,126,400 3,899,700 Expenses & Uses 62,744,120 66,390,815 67,239,710
Revenue over Expenses 65,330$ (1,132,215)$ (1,259,010)$
Transfer to Equipment Replacement Fund (1,800,000) (1,800,000) (1,800,000)Transfer to Capital Improvement Fund (2,400,000) (2,400,000) (2,400,000)Subtotal Operating Balance (4,134,670) (5,332,215) (5,459,010)Ending Fund Balance 4,157,730$ (1,174,485)$ (6,633,495)$
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BUDGET DEVELOPMENT OVERVIEW AND GOALSI. Proposed Budget / Operating Deficit II. Alternative Cost Cutting for a Balanced Budget 5% Department ReductionsMaintain core services Police and fire protection Keeping public areas safe, clean and well‐lit Repairing streets and roads
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III. Prepare for the City’s long‐term financial viability Exploring options on revenue enhancement and expense reduction, including securing additional funding from the State or other agencies
IV. In keeping with our City’s tradition of careful stewardship, be transparent and accountable with how taxpayer dollars are spent
BUDGET DEVELOPMENT OVERVIEW AND GOALS
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GENERAL FUND ‐ 10 YEAR BUDGET PROJECTIONS
$66
$71$74
$76$78
$80$82
$84$86
$88
63 64 66
68 70
71 73
74 76
77
55
60
65
70
75
80
85
90
FY 2018‐19
FY 2019‐20
FY 2020‐21
FY 2021‐22
FY 2022‐23
FY 2023‐24
FY 2024‐25
FY 2025‐26
FY 2026‐27
FY 2027‐28
Millions
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$18 $18
$14
$9
$4
‐$1
‐$6‐$11
(15)
(10)
(5)
‐
5
10
15
20
FY16‐17 FY17‐18 FY18‐19 FY19‐20 FY20‐21 FY21‐22 FY22‐23 FY23‐24
Millions
General Fund Operating & Emergency Reserves
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FY 2019‐20 projected deficit of $5.3M or approximately 8% Recommend cutting expenses 5% in this budget totaling $3.3M in cuts Reduces draw on Fund Balance to $2.0M
FY 2020‐21 another 5% reduction (10% cumulatively) Another $3.3M in cuts
FY 2021‐22 another 2.5% reduction (12.5% cumulatively) Another $1.6M in cuts
BUDGET BALANCING STRATEGY
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POTENTIAL BUDGET REDUCTIONS (5%)
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BUDGET REDUCTION SUMMARYDepartment FTEs AmountPolice (7.5) ($1,200,000)Fire (4.0) ($817,500)Library & Museum Services (2.25) ($197,273)Recreation & Community Services (1.78) ($157,200)Development Services ‐ ($250,800)Public Works (1.0) ($234,800)Administrative Services (1.5) ($184,730)City Manager’s Office (0.48) ($109,000)City Council ‐ ($12,200)General City ‐ OPEB ‐ ($50,000)TOTAL (18.51) ($3,213,503)
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POLICE DEPARTMENT ($1,200,000)
Eliminations
2.0 FTE Patrol Police Officers (Savings: $295,394)
Quality of Life Officer Special Assignment Pay (Savings: $5,924)
Personnel & Training Officer Special Assignment Pay (Savings: $5,924)
1.0 FTE Police Sergeant (Savings: $212,787)
Police Sergeant’s Special Assignment (Special Enforcement Team) (Savings: $6,913)
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POLICE DEPARTMENT ($1,200,000)
Eliminations (continued)
1.0 FTE School Resource Officer (Savings: $63,621)
Forgo $90,000 contribution by Arcadia High School
SRO Overtime Budget (Savings: $2,800)
3.5 FTE (7 PT) Police Cadets (Savings: $77,921)
Social Media Coordinator – PT contract position (Savings: $42,192)
Community Affairs Liaison – PT contract position (Savings: $42,192)
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POLICE DEPARTMENT ($1,200,000)
Eliminations (continued)
Crossing Guard Services – contract with All City Management (Savings: $227,909)
Directed Enforcement Overtime(Savings: $75,000)
GPS Package Theft Tracker/AAA Bait Vehicle Program (Savings: $16,200)
Neighborhood Watch and Business Watch Program (Savings: $12,000)
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POLICE DEPARTMENT ($1,200,000)
Reductions
Race Track Patrol (Savings: $31,223) Patrol Overtime (Savings: $36,000) Investigations Unit Overtime (Savings: $10,000) Ammunition and Supplies (Savings: $7,500) Training and Development (Savings: $28,500)
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Patrol & Traffic:↑Prolonged emergency response time
↑Opportunities for crime to go undetected
↑Perception of lack of safety
↓Less crime deterrent programs
↓Less patrol through neighborhoods
↓Less traffic control
↓Less involvement in Race Track operations
PERFORMANCE IMPACT
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Investigations:↓Fewer investigative resources
↓Lack of school resources and quality of life investigations
Records:↑Increasing wait times at the service counter
↑Increasing workload for existing staff
↓Limited fingerprinting services
PERFORMANCE IMPACT
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Administration & Community Affairs:
↓Less community engagement through instant communication and social media platforms
↓Fewer community outreach programs and events
Personnel & Training:
↓Less early law enforcement training
↓Fewer opportunities for training and professional development
PERFORMANCE IMPACT
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FIRE DEPARTMENT ($817,500)
Eliminations 1.0 FTE Deputy Fire Chief (Savings: $341,600)
3.0 FTE Firefighters (Savings: $475,900)
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Eliminate the Deputy Fire Chief (DFC) Position
↑Increasing overtime for lower level staff
↑Increasing personnel burn‐out risking job performance
↓Eliminating the only Fire Administrator who has fire and emergency operational knowledge and capacity other than the Fire Chief
↓Decreasing operational & administrative capabilities
INSERT DEPARTMENT PICTURE HERE
PERFORMANCE IMPACT
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Eliminate Three (3) Firefighter/Paramedic Positions↓Eliminating one (1) engine company↓Projects and duties handled by on‐duty crews will be substantially delayed due to lack of staffing
↓Decreasing public outreach/awareness, community education, and public presence
↓Loss of “Class One” rating due to decrease in critical staffing and an engine company
↑Increasing call volume for the remaining engine companies. Engine 105 and Truck 105 must now respond as one unit
PERFORMANCE IMPACT
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↑Increasing response times as back‐to‐back calls will increase
↑Increasing daily workload as the required fire prevention inspections will need to be re‐distributed to the remaining engine companies
↑Increasing emergency scene workload affecting job performance and safety that will significantly impact the level of service to the community
↑Reliance on automatic aid on a first alarm structure response will double
↑Increasing vehicle maintenance costs due to the ladder company responding to at least an additional 1,500 calls annually
PERFORMANCE IMPACT
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LIBRARY & MUSEUM SERVICES ($197,273)Eliminations
2.25 FTE Para‐professional Staff (Savings: $110,580)
2 PT Library Technicians, 3 PT Library Aides
Historical Markers and Museum Artifacts (Savings: $3,500)
All Adult & Children’s Classes & Programs
Foreign Film, Book Discussion, Learning Labs, Random Acts of Music, Baby and Toddler Weekly Story times and English Conversation Class
Children’s & Adult Programs Budget (Savings: $2,100)
Peacock Buzz (Savings: $7,200)
Random Acts of Music (Savings: $5,000)
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LIBRARY & MUSEUM SERVICES ($197,273)Reductions
Reduced Supplies, Collections, and Technology Support (Savings: $28,495) Reduced Print & Electronic Resources (Savings: $40,398)
500,000 visitors, 900,000 items used, 434 programs, 102,041
computer & Wi‐Fi users annually
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↓No classes and programs for adults; weekly toddler and baby story times
↓Self‐service only at Checkout Desk during parts of each day; other service desks closed entirely at other times
↑Increasing wait times at all public desks for reference questions, library cards, payment of fines and fees, check out of materials
↑Long wait times for items to be checked in and returned to the shelves
↓Reduced accuracy in check‐ins and shelving
↓Fewer popular items, interlibrary loans eliminated, longer wait time for best sellers and other heavily requested items
↓No Public Tech Help 15 Hours/week
PERFORMANCE IMPACT
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RECREATION & COMMUNITY SERVICES ($157,200)Eliminations 1.0 FTE Recreation Coordinator Position (Savings: $47,500)
Eliminate 0.78 FTE (66 PT positions)
Note: Already eliminated 1.0 FTE Office Assistant in Fiscal Year 2018‐19
Snow Fest (Savings: $26,500)
Letters to Santa (Savings: $1,100)
Concerts in the Park (Savings: $27,300)
Movies in the Park (Savings: $16,000)
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RECREATION & COMMUNITY SERVICES ($157,200)Eliminations (Continued)
Community Bike Ride (Savings: $2,200)
Eliminate Fall Fun Festival (Savings: $5,500)
School Year Teen Zone (Savings: $8,500)
Teen Summer Zone (Savings: $6,700)
Volunteen Program (Savings: $3,200)
LaJaJa Kid’s Fest (Savings: $2,000)
Summer Dance Night (Savings: 1,200)
Youth Track Meets (Savings: $8,700)
Senior Health Fair (Savings: $800)
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↓Reduced part‐time jobs available for Arcadia youth
↓Fewer citywide special events and cultural enrichment opportunities
↓No programs for teens during school year and summer
↓Ends community collaboration with LAJAJA and APAC
↓Fewer health resources for seniors
PERFORMANCE IMPACT
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DEVELOPMENT SERVICES ($250,800)Eliminations
Economic Development Program (Savings: $123,000)
Business Assistance, Holiday Decorations, Promotion of Business Districts, Breeders’ Cup sponsorship
Engineering Contracts (Savings: $30,000)
Traffic Studies/Safety Analysis, School Coordination Efforts, Traffic Advisory Committee
Planning / Code Contracts (Savings: $78,800)
Architectural Design Review, Arborists, Customer‐based Permit Tracking and Plan Review
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DEVELOPMENT SERVICES ($250,800)Reductions
Geographic Information Systems and Land Management Mapping (Savings: $19,000)
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↑Longer wait times for permits, plan review, and response to neighborhood issues
↓Decreasing small business assistance, business outreach, and commercial streetscape improvements
↓Less ability to respond to traffic issues and neighborhood traffic concerns
↓Fewer coordination efforts with AUSD, Chamber of Commerce, and Business Districts
↑More reliance on private (resident) funding of consultants to review property issues and problems
PERFORMANCE IMPACT
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PUBLIC WORKS SERVICES ($234,800)
Eliminations
1.0 FTE Equipment Operator(Savings: $99,500)
Reductions
Bi‐Monthly Street Sweeping (Savings: $38,700)
Tree Trimming Contract (Savings: $96,600)
Implement a Six Year Tree Trimming Program
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Bi‐Weekly Street Sweeping↑Increasing accumulation of trash, debris, and pollutants in the street and storm drain system
↓Compromises the City’s aesthetics and cleanliness including possible non‐compliance with Stormwater Regulations
Six Year Tree Trimming Contract↓Fewer trees are trimmed annually and can result in the loss of trees
↑More overtime work due to fallen trees and limbs↑Higher legal claims and liability
PERFORMANCE IMPACT
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ADMINISTRATIVE SERVICES ($184,730)
Eliminations 0.5 FTE Administrative Assistant (Savings: $23,000)
Employee Wellness Program (Savings: $15,000)
SB 90 Consultant Service/Claim Reimbursement (Savings: $9,000)
Contingency Contract Services Budget (Savings: $4,000)
Cost Allocation Plan/Update of Overhead Cost (Savings: $7,000)
Emergency IT Equipment Replacement (Savings: $10,000)
Technology Training (Savings: $5,000) Power Maintenance (Savings: $2,500) Tuition Reimbursement (Savings: $4,100) Employee Memberships (Savings: $130) Training & Mileage (Savings: $300)
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ADMINISTRATIVE SERVICES ($184,730)
Reductions 0.5 FTE ASD Admin Personnel Operating Reductions (Savings: $55,000)
0.5 FTE Accounting Technician I (Savings: $27,000)
Undefined Software (Savings: $7,000)
Software for emergency needs
Supplies & Services (Savings: $1,700)
Cisco SmartNet Warranty (Savings: $6,000)
Downgrade from 24/7 support to next business day on mission critical networking devices
Server Warranty and Support (Savings: $8,000)
Downgrade from 24/7 support to next business day on mission critical servers
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↓Slower response times to residents, internal departments and other government agencies
↑Longer wait times for Cashier’s Office, Water Utilities, and Accounts Payable
↓Slower submission of inter‐governmental, financial, and audit reports
↓Loss of reimbursement claim revenues from state mandated claims
↓Loss of revenue through outdated cost allocation plan, e.g. – non‐current overhead rates for billings
PERFORMANCE IMPACT
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↑Increasing number of sick days, injuries, etc.
↑Longer lead times to acquire goods and services, potentially slowing City operations
↓Outdated policies and procedures
↑Increasing operational down time
↓Decreasing response time to mission critical systems supporting police and fire operations
↓Decreasing support of systems providing public facing services to residents
PERFORMANCE IMPACT
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CITY MANAGER’S OFFICE ($109,000)Eliminations
0.48 FTE Administrative Intern (Savings: $10,000)
Hot Sheet (Savings: $13,000)
Christmas Tree Lighting Event (Savings: $2,000)
Law Day Event (Savings: $1,000)
Reductions
Legal Services (Savings: $60,000)
Court appearances, special litigation, administrative proceedings, labor negotiations, etc.
City Newsletter (Savings: $20,000)
Winter and Summer Newsletter Only
Coyote Management (Savings: $3,000)
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↓Less community outreach activities
↓Less coyote education and response
↓Slower response times
↓Fewer special events and offerings
↑Increasing litigation costs
↓Delayed responses to customer service inquires
↓Delayed legal correspondence
INSERT DEPARTMENT PICTURE HERE
PERFORMANCE IMPACT
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CITY COUNCIL ($12,200)Reductions
Official Meetings (Savings: $12,200)
City Council meeting refreshments
Conferences/functions hosted by outside agencies
Community events, programs, meetings, & workshops
Crystal Ball fundraiser
Independent Cities Assoc. Annual Conference
League of California Cities Mayor/Council Workshop
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↓Less community engagement funding
↓Decreasing regional collaboration
↓Fewer legislative advocacy opportunitiesINSERT DEPARTMENT PICTURE HERE
PERFORMANCE IMPACT
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GENERAL CITY – OPEB ($50,000)Reductions
Reduce prepayment for Other Post Employment Benefits – Retiree Medical (Savings: $50,000)
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↓Loss of interest earnings
↓Less reduction of unfunded liability
↑Higher future costs (due to loss of compounding interest)INSERT DEPARTMENT PICTURE HERE
PERFORMANCE IMPACT
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RECOMMENDATIONS Consider the use of Reserve Funds and cost cutting options as presented by each department in the event the measure is not approved Phased in cuts FY 2019 ‐20 first 5% reduction ($3.2 million)
FY 2020‐21 another 5% reduction ($3.2 million)
FY 2021‐22 another 2.5% reduction ($1.6 million)
Cuts and use of reserves will have to be implement to preserve a reasonable Emergency Reserve
Sufficient Reserves available to cover deficit in short term
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ARCADIA’S TAX RATES VS OTHER SURROUNDING CITIES
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ARCADIA VS OTHER CITIESSALES TAX RATE
61
9.50% 10.00% 10.25%Arcadia El Monte PasadenaBeverly HillsDuarte DuarteGlendoraLa Canada FlintridgeMonrovia MonroviaSan Gabriel San GabrielSan MarinoSierra Madre Sierra MadreSouth PasadenaTemple City Temple City
Cities Sales Tax RateCities Considering
Sales Tax Measure
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COUNTYWIDE SALES TAX PROPOSALS WE ARE AWARE OF
• AQMD Sales Tax measure, likely in 2020
• Homeless Sales Tax extension/increase, likely in 2022
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ARCADIA VS OTHER CITIES PROPERTY TAX BURDEN ($1M PROPERTY VALUE)
$1,089$746
$2,366$1,001
$2,529$2,318
$3,254$3,867
$862$3,086$3,258$3,700
$11,319$11,154$11,412$11,543$11,634$11,918
$12,363$12,997$13,015$13,137$13,332
$15,029
$0 $2,000 $4,000 $6,000 $8,000 $10,000 $12,000 $14,000 $16,000
ArcadiaLa Canada…PasadenaGlendora
Sierra MadreBeverly Hills
South PasadenaMonrovia
Temple CitySan MarinoSan GabrielEl Monte
Overall Property Tax Burden ($1M SFR)City's Share of the 1% Levy Property Tax ($1M SFR) Dollars to the City
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ARCADIA VS OTHER CITIESTAX BURDEN
CityShareof$1.00Paid
DollarstotheCity
Arcadia 0.09620$ 1,088.86$ 11,318.76$ La Canada Flintridge 0.06690$ 746.21$ 11,154.15$ Pasadena 0.20730$ 2,365.68$ 11,411.85$ Glendora 0.08670$ 1,000.77$ 11,542.94$ Sierra Madre 0.21740$ 2,529.16$ 11,633.68$ Beverly Hills 0.19450$ 2,318.07$ 11,918.12$ South Pasadena 0.20730$ 3,253.82$ 12,362.54$ Monrovia 0.29750$ 3,866.75$ 12,997.47$ Temple City 0.06620$ 861.58$ 13,014.86$ San Marino 0.23490$ 3,085.87$ 13,136.95$ San Gabriel 0.24440$ 3,258.33$ 13,331.96$ El Monte 0.24620$ 3,700.15$ 15,029.04$
CITYOverallPropertyTaxBurden($1MSFR)
City'sShareofthe1%Levy
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ARCADIA VS OTHER CITIESHOTEL TAX (TOT) BURDEN
Arcadia
LaCanadaFlintridge
Glendora
SierraMadre
BeverlyHills
SouthPasadena
Monrovia
TempleCity
SanMarino
SanGabriel
ElMonte
Pasadena
Hotel Tax ‐ TOT 10.00% 0.00% 10.00% 0.00% 14.00% 0.00% 12.00% 10.00% 0.00% 12.00% 10.00% 12.11%
10.00%
0.00%
10.00%
0.00%
14.00%
0.00%
12.00%
10.00%
0.00%
12.00%
10.00%
12.11%
0.00%
2.00%
4.00%
6.00%
8.00%
10.00%
12.00%
14.00%
16.00%
HOTEL TA
X RAT
E
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ARCADIA VS OTHER CITIESUTILITY USERS TAX BURDEN
Arcadia Glendora Beverly Hills Monrovia San Gabriel El Monte PasadenaElectric ‐ UUT 7.00% 7.67% 10.00% 7.50% 5.00% 8.00% 7.00%Water ‐ UUT 7.00% 7.67% 10.00% 7.50% 5.00% 8.00% 0.00%Gas ‐ UUT 7.00% 7.90% 10.00% 7.50% 5.00% 8.00% 7.00%Telecom ‐ UUT 5.00% 8.28% 10.00% 7.50% 5.00% 8.00% 6.50%
0.00%
2.00%
4.00%
6.00%
8.00%
10.00%
12.00%
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MEASURE A ELECTION INFORMATION
• Tuesday, June 4, 2019• Vote by mail election • County of Los Angeles to administer
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SALES TAX MEASURE – JUNE 4, 2019
• Report & Recommendation by Citizen Financial Advisory Committee• Fiscal emergency / Declared February 5, 2019• Special election / Local sales tax by ¾ of a cent / Approved Resolution March 5, 2019:• Majority paid by out of town shoppers • Locally controlled source of revenue• Would generate $8.6 million annually locally
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Sales Tax ‐ 9.50%
Not Included in 2.0% Local Cap
Measure H (Homeless) 0.25%PROP C 0.50%PROP A 0.50%
Measure M 0.50%Measure R 0.50%State (Includes Arcadia 1%) 7.25%
Sales Tax Rate: 9.50%
Included in 2.0% Local Cap
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CURRENT SALES TAX RATE
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LOCAL CONTROL
$5,620,000 $5,620,000
$2,810,000
$14,050,000
$1,122,967 $931,472$30,000
$2,084,439
02,000,000
4,000,0006,000,0008,000,000
10,000,00012,000,00014,000,000
16,000,000
Prop A Prop C Measure H Lost vs Local ReturnRevenue
Sales Tax Lost to County Annually Annual Local Returns
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Delay Adoption and wait for results from June 4 Election Adopt on June 18, 2019
If tax passes Adopt budget with recommended short‐term balancing strategies
If tax fails Adopt deficit budget and implement 5% reduction list Phase in 13% total ongoing reductions over 3 years
RECOMMENDATIONS
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CAPITAL IMPROVEMENT AND EQUIPMENT REPLACEMENT BUDGET
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CAPITAL IMPROVEMENT BUDGET
Street Maintenance$4,875,100 45%
Traffic Signal Improvement $955,000 9%
Facility Improvement$1,037,800 10%
Water Related Improvement
$2,517,000 23%
Sewer Related Improvement
$1,460,000 13%
Greenscape Improvement $55,000 0%
TOTAL $10,899,900
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CAPITAL IMPROVEMENT BUDGET
Capital Improvement Fund $2,526,800 23%
Prop C Local Return$900,000 8%
Sewer Fund$864,500 8%
Water Fund$2,718,500 25%
Transportation Impact Fees
$1,050,000 10%
Measure M$705,000 6%
Measure W $600,000 6%
RMRA $955,100 9%
Grants $210,000 2% Others $370,000 3%
FUNDINGSOURCES
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EQUIPMENT REPLACEMENT BUDGETOffice Machines &
Furniture $132,300 3%Computers & Software
$274,000 7%
Field & Plant Equipment
$326,700 8%
Vehicles & Major Parts$2,920,400 74%
Communication Equipment
$328,100 8%
TOTAL $3,981,500
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EQUIPMENT REPLACEMENT BUDGET
Equipment Replacement Fund$2,342,800 59%
Water Equipment Reserve$60,900 2%
Sewer Fund$577,800 14%
Public Edu Govt Access$50,000 1%
Prop A Local Return$188,000 5%
Grants$762,000 19%
FUNDING SOURCES
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EQUIPMENT REPLACEMENT BUDGET
VEHICLE REPLACEMENT COSTS FUNDINGPolice Three (3) New B/W Ford SUV PPV
$ 297,600 ERThree (3) Used Vehicles for Detectives
Street One (1) New CNG Dump Truck263,000 ER
One (1) New 3/4 Ton Pickup TruckFire One (1) New Pump Truck
984,000 EROne (1) New 4x4 Crew Cab Pickup
Transit Ten (10) Arcadia Transit Vehicles (Cutaway/Minivan) 940,000 FTA Grant/Prop ASewer One (1) New CNG Sewer Cleaner 565,800 SewerOther Major ProjectsFire Radio & Mobile Computer Replacement $ 100,000 ERPolice Radio Replacement 117,000 ERPublic Works Small Tools and Equipment 92,000 ER
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UNFUNDED CAPITAL PROJECTS: $63,410,000
Parks Master Plan Improvements $47,000,000
Downtown Parking Lot Development $12,500,000
Live Oak Right‐of‐Way Improvements $1,360,000
Baldwin Business District Streetscape Improvements $1,000,000
Parking Lot Resurfacing $950,000
Huntington Drive Streetscape Improvements $600,000
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PROJECTED CAPITAL FUND BALANCE
(2)
0
2
4
6
8
10
12
2011
‐12
2012
‐13
2013
‐14
2014
‐15
2015
‐16
2016
‐17
2017
‐18
2018
‐19
2019
‐20
2020
‐21
2021
‐22
2022
‐23
2023
‐24
2024
‐25
2025
‐26
2026
‐27
2027
‐28
2028
‐29
2029
‐30
2030
‐31
2031
‐32
2032
‐33
2033
‐34
2034
‐35
2035
‐36
2036
‐37
2037
‐38
2038
‐39
2039
‐40
Millions
Capital Project Costs Additional Funding Capital Improvement Fund Balance
Assumptions:Contribution Growth 2%
Interest Earnings 3%Inflation 3%
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PROJECTED EQUIPMENT FUND BALANCE
0.01.02.03.04.05.06.07.08.09.0
10.0
2011
‐12
2012
‐13
2013
‐14
2014
‐15
2015
‐16
2016
‐17
2017
‐18
2018
‐19
2019
‐20
2020
‐21
2021
‐22
2022
‐23
2023
‐24
2024
‐25
2025
‐26
2026
‐27
2027
‐28
2028
‐29
2029
‐30
2030
‐31
2031
‐32
2032
‐33
2033
‐34
2034
‐35
2035
‐36
2036
‐37
2037
‐38
2038
‐39
2039
‐40
Millions
Equipment Purchase/Replacement Additional Funding Equipment Replacement Fund Balance
Assumptions:Contribution Growth 2%
Interest Earnings 3%Inflation 3%
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FY 2019‐20 BUDGET SUMMARY
• Structural budget imbalance caused by rising cost of services
• Budget Shows $5.3 million shortfall• Was anticipated due to rising pension costs
• Capital/Equipment Funds are improving, but full funding should remain a priority if funding allows
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Delay Adoption and wait for results from June 4 Election Adopt on June 18, 2019
If tax passes Adopt budget with recommended short‐term balancing strategies
If tax fails Adopt deficit budget and implement 5% reduction list Phase in 13% total ongoing reductions over 3 years
RECOMMENDATIONS
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QUESTIONS?