Loading...
2009/05/01 City Council Agenda PacketJudy Hauff City Clerk City Hall City of Rohnert Park* 130 Avram Avenue+Rohnert Park, California 94928 Phone: (707) 588-2225 * FAX: (707) 792-1876 * WEB: www.rpcity.org ROHNERT PARK CITY COUNCIL SPECIAL MEETING NOTICE AND AGENDA NOTICE IS HEREBY GIVEN that a SPECIAL MEETING of the CITY COUNCIL of the CITY OF ROHNERT PARK, will be held on Friday, May 1, 2009, at 10:00 a.m. at Spreckels Performing Arts Center 5409 Snyder Lane, Rohnert Park, California Said special meeting shall be for the purpose of the following: 10:00 a.m. to 3:00 p.m. CITY COUNCIL SPECIAL MEETING/WORK SESSION - Call to Order Roll Call (Belforte Callinan_ Mackenzie_ Stafford_ Breeze_ ) 1. PUBLIC COMMENTS 2. WORK SESSION ITEM: GOAL SETTING FOR RESTRUCTURING AND BUDGET • Council discussion/direction ADJOURNMENT of City Council Special Meeting DISABLED ACCOMMODATION: II' you have a disability which requires an interpreter or other person to assist you while attending this City Council meeting; please contact the City Offices at (707) 588-2225 at least 72 hours prior to the meeting to ensure arrangements for accommodation by the City. Please make sure the City Manager's office is notified as soon as possible if you have a visual impairment requiring meeting nnterials to be produced in another format (Braille, audio -tape; etc.) PUBLIC COMMENTS:. For public comment on items listed or not listed on the agenda, or on agenda items if unable to speak at the scheduled time (limited to three minutes per appearance and a 30 minute total time limit, or allocation of time based on number of speaker cards submitted) - PLEASE FILL OUT A SPEAKER CARD PRIOR TO SPEAKING — A-1-050109 Special Agenda-RPCity Council L Distr. @ Mtg. Of: cc: cc: File: File: INTERNAL AUDITOR LIST OF POTENTIAL PROJECTS EXTERNAL TASKS ■ Review rental agreements to ensure all ground leases are paying according to terms and escalation factors are being calculated each year. ■ Review golf course lease and audited financial statements to ensure rent is in accordance with agreement. ■ Audit temporary debris box haulers financials to ensure City is receiving appropriate franchise fees. ■ Audit hotel/motel operators to ensure that the transient occupancy tax is correctly reported and paid and exemptions are appropriate. ■ Apply for grant funding INTERNAL TASKS ■ FINANCE o Review utility rates by category for accuracy. Review meter read report and investigate high and low reads. Review billing register and adjustment batches to ensure all accounts are being billed and write-offs are appropriate. o Review annual billing for business license to ensure all accounts are being billed appropriately by classification. Review adjustment batches to ensure all accounts are being appropriately written off. o Review monthly billing for animal licenses and adjustment batches. o Review accounts payable register for legitimacy of payments and duplicate payment. o Review payroll register for legitimacy and accuracy of all pay, benefits and deductions. o Review investment portfolio for safety and liquidity. Review bond proceeds and bond reserve accounts for investment options. o Review and update CDC and Enterprise recharges. ■ PUBLIC SAFETY o Perform an annual evidence audit. o Review internal control procedures for buy money. o Review staffing structure to reduce overtime. Review all stipend pays for appropriateness. G o Review personalized patrol program versus pooled car program, or some combination of both for the highest efficiency. o Review CAD/RMS County Support to determine any reduction in costs. o Review procedures set up for animal shelter cash receipts. - o Review procedures for controlling animal medications. PLANNING/BUILDING/ENGINEERING o Review system for tracking and billing all internal time and all vendor invoices to be reimbursed by outside parties. o Review building permit applications to ensure fees are calculated correctly and collected prior to permits being issued. o Review all governmental agency awards for funding and ensure that funds were used appropriately and reimbursed in a timely manner. PUBLIC WORKS o Review fleet program to ensure that vehicles are on appropriate maintenance schedule, that the number and type of vehicles are appropriate and the efficiency of the maintenance program. o Review the costs to staff a warehouse versus the cost to have employees purchase items necessary for their field work. o Review the cost of performing some of the tasks, such as street light maintenance in-house versus contracting out. RECREATION/PAC o Audit pool cash o Audit contract class agreements and payments o Audit concessions and other supplies inventories o Audit facility rentals to ensure rent is appropriately charged and collected. o Audit sports center memberships. o Audit PAC ticket sales and box office receipts. GENERAL o Audit legal bills to ensure all charges not related to General Fund are being appropriately allocated to other funds or billed to outside parties. o Review worker's comp and liability deductibles and identify areas of weaknesses in safety or training. o Audit long distance phone bills/cell phone bills.for misuse. o Audit internet access time for misuse. o Review PG&E bills for each meter to ensure rate structure efficiency for time of use. o Audit all gas station bills for misuse. Ensure corp yard tanks being efficiently utilized by all employees with City vehicles. Griffin, Terri From: Schwarz, Dan Sent: Wednesday, April 29, 2009 5:17 PM To: 0 City Council Cc: 0 Dept. Managers; Griffin, Terri; Lidster, Beth Subject: Workshop on Friday, May 1 Attachments: May 1 working outline.doc; 2008 work plan.pdf Councilmembers: Attached, please find a working outline for this Friday's workshop. 5/1/09 City Council Special Meeting WORK SESSION ITEM NO. 2 In the first hour of the workshop, Mayor Breeze will lead the Council through a discussion of the Council's five adopted goals: Raise Revenues, Partnerships/Cooperation, Increase Safety, Maintain/Increase Infrastructure, and Sustainability. The discussion is meant to focus on the goals themselves -- whether the five goals remain the Council's objectives and whether the Council wishes to add new goals. In the past, the Council has adopted a work plan that discusses the activities the City is pursuing or shall pursue to achieve these goals. I have attached the 2008 Work Plan, which may be useful to the Council in preparing for this discussion. At the conclusion of this discussion, the Council may wish to direct staff to begin drafting a 2009 Work Plan. In the second hour, as follow-up to last week's workshop, we will discuss the Council's policies about development and the role of redevelopment in facilitating development. We will,also-discuss, in a general sense, the role redevelopment might play in other aspects of city.operations.. Following.a lunch break, we will discuss the services provided by the City in the format provided by Urban Futures: Basic/Enhanced/Optimum: We will also discuss restructuring proposals meant to focus on basic services and budget reductions.. Lastly,.as time permits, we will discuss goals for the FY09-10 budget and our goal to begin transitioning the City to performance based budgeting. Dan Dan Schwarz, Interim City Manager City of.Rohnert Park dschwarz(@rpcity.orE (707) 588-2212 (707) 588-2263 fax www.rpcity.org ROHNERT PARK CITY COUNCIL SPECIAL WORKSHOP — GOAL SETTING FOR RESTRUCTURING AND BUDGET WORKING OUTLINE May 1, 2009 10:00 -10:10 Welcome and Review of Workshop Objectives 10:10 —11:00 Review of City Council Goals 11:00 — Noon Development and Redevelopment Goals and Objectives Noon — 12:30 Break 12:30 — 2:15 Presentation of Basic/Enhanced/Optimum Service Levels and Restructuring Options 2:15 — 3:00 FY 09-10 Budget Goals and Transition to Performance Based Budgeting Dan Schwarz Arnie Breeze Dan Schwarz Dan Schwarz and Department Heads Dan Schwarz 2 008:..WORK, PLAN CITY COUNCIL OF THE CITY OF ROHNERT PARK March 15, 2008 [December 11, 2008 Report] 130 Avram Avenue _ Rohnert Park, CA 94928 707 588-2226 Fax 707 792-1876 Arnie Breeze MAYOR Gina Belforte Joseph T. Callinan Jake Mackenzie Pam Stafford VICE MAYOR COUNCIL MEMBER COUNCIL MEMBER COUNCIL MEMBER CITY WORK PLAN The Action Plan includes Goals, Objectives, Strategies, and Tactics as described below: Rohnert Park Community Library Goals Goals are generalized statements of where a community wants to be at some future date. A community's goals may evolve over time, but changes are typically slow and occur incrementally. Goals are typically few in number and general in nature. Citv Council's Goals are as follows: • GOAL I: RAISE REVENUES • GOAL II: PARTNERSHIPS l COOPERATION • GOAL III: INCREASE SAFETY Safest City on 101 Corridor • GOAL IV: MAINTAIN I INCREASE INFRASTRUCTURE • GOAL V: SUSTAINABILITY Objectives Objectives are the specific targets to meet the identified goals. They are generally short-term in nature and there are typically several for each goal. Objectives constitute the means by which a plan's success can be measured. Strategies Strategies are the step-by-step means by which a community reaches its objectives. For each economic development objective, there are usually several strategies. Each is designed to achieve specific outcomes. Strategies provide direction, permit identification of priorities, and target resources towards achievement of the specific objectives. Tactics Tactics are identified which are examples of actions that could be undertaken. Tactics should be revised over time as circumstances and priorities change. New tactics will be developed following adoption of this plan which are consistent with the strategies and objectives, but reflect the changing nature of the economic development opportunities and constraints over time. Thus, throughout the implementation period, the tactics will be revisited continually. 2 GOAL I: RAISE REVENUES Objective A: Maintain,Strong Fiscal Base to Protect the Quality of Life in Rohnert Park Strategy 1: Maintain a Vital,Retail and Hotel Sector Tactics: ■ Include hotels and visitor -related retail and entertainment as distinct programs - in the Marketing and Outreach Strategy. STATUS: Doubletree is an active partner and participant in, city -sponsored marketing. programs. Hampton Inn will be added to this partnership through the tourism.bureau. City staff have. encouraged the Federated Indians to participate in Sonoma County Tourism Bureau to develop joint promotions and assist local lodging. • Monitor and report economic trends. and economic development achievements to the business community to encourage business planning based on up-to-date information and developments. STATUS: City staff work directly with Sonoma,County Economic Development Board to assist with the development of regional economic reports. The City Manager has been appointed to the Sonoma County Workforce Investment Board -and will be actively -participating in employment generation and job training programs. . Strategy, 2: Leverage the Expanding Visitor and Retail Base Tactics: - • Working with the Chamber of Commerce, County Visitor's Bureau and Hotel Marketing departments, develop cooperative marketing and promotion programs designed to capture a larger -share of regional visitors. STATUS: The City has developed partnerships with the Chamber, Sonoma County Tourism Bureau and the Doubletree to promote Rohnert Park. This has resulted in development of Rohnert Park promotional ads in Sonoma County Tourism Guide, City representation n tourism trade shows along with Sonoma County Tourism Bureau (e.g., Chicago Holiday Showcase, Sah Francisco Film Soiree, Hilton National Sales Event' California Society of Association Executives) .to expand business and -pleasure travel..to Rohnert Park. This has increased conference bookings at the Doubletree. The Doubletree General Manager will provide a specific report on this to the Council, at a future meeting. ■ Develop events targeted to both. Visitors and Residents (such as street fairs and festivals) designed to capture more. of the local -and regional visitor expenditures. STATUS: Partnered"with Chamber and Tourism Bureau to create the Sonoma Mountain Art and Wine Festival. The first event was a success and will be back next year. • Develop attractions and amenities that serve local'population and visitors, e.g. brew pubs, wineries, family recreation and amusements. STATUS: City Center Plan redevelopment calls- for development of a City Center plaza and creation of a:commercial area. Plaza out to bid. University District will create a dynamic "town square" across from Sonoma State's Green Center. Sonoma Mountain Village has an event center and is currently expanding its facility. A Master Plan has been adopted for the City's Community Center Campus to enhance its use by residents and visitors. Objective B: Maintain and Enhance Rohnert Park's Employment Base Strategy 1: Establish Economic Development as a Priority and a Vital Function of Rohnert Park Tactics: • Create an Economic Development Program with dedicated staff resources to implement the strategy. STATUS: Recent recruitment efforts to replace Redevelopment & Housing manager have not provided a quality candidate. City Manager has moved management Analyst from Finance to be Acting Redevelopment & Housing Manager. • Designate a primary staff position responsible for Economic Development and the implementation of the Action Plan. STATUS: Recruitment in process, ■ Monitor and Report economic trends and economic development achievements to the City Council and the business community on an as needed and/or semi-annual basis. STATUS: Council scheduled to review economic development plan in July 2008. ■ Develop evaluation tools to communicate the quantitative benefits of the implementation effort. STATUS: This portion will be initiated when Redevelopment & Housing Manager position is filled. • Develop mechanisms for ongoing communication with the local business community. STATUS: Assistant City Manager serves as board member for Chamber. Mayor and senior staff participate in business visitation tours. ■ Provide staff support for local business activities as part of sustaining a strong business network and promoting visibility of businesses within the City as a part of the region. STATUS: City partners with Chamber and Small Business Development Center to assist businesses in developing strong business plans and other technical assistance such as marketing plans. • Develop an early warning monitoring system to keep City aware of large employers considering expansion, contraction, or relocation out of Rohnert Park. Status: Staff recommends working with Chamber to develop a system. Mayor business visitations are targeted to visit large employers and tax generators within the City. Strategy 2: Align and leverage existing activities to support economic development in Rohnert Park Tactics: ■ Establish and inter -departmental team to be led .by Economia Development staff to develop shared understanding of other departments' roles in City economic development priorities and address business concerns. Status: Economic Development Plan is being utilized by planning staff when evaluating new projects. • Work with the Planning Department to evaluate and monitor major land -use plans for consistency with the priorities of the Economic Development Strategy. STATUS: This has been implemented. • Create forums for discussions between City staff and community and business stakeholders to ensure the community as a whole shares the economic development vision for Rohnert Park and that one unified message is communicated. STATUS: City Manager, Assistant City Manager have met with Chamber, business owners regarding economic development plan and city projects and strategies. • Strengthen working relationships with the local Chamber of Commerce, Sonoma County Tourism Bureau, and the Sonoma County Economic Development Board. STATUS: Implemented and ongoing. Assistant City Manager is working with Chamber to determine specific economic development strategies that can be implemented on behalf of the City by the Chamber. ■ Develop relations with property owners to ensure future changes in tenants/land use are in accordance with the economic development strategy. STATUS: City Manager meets with representatives of key opportunity sites on a regular basis — Next Level, Sonoma Mountain Village, Stadium Lands, former Yard Birds site. S Develop relationships with local brokers as part of an early warning network to identify businesses that are expanding or looking to relocate. STATUS: Mayor visitation program identifies key businesses in town and provides staff contacts to business representatives. Work with the local real estate industry to promote available sites, site locator, etc. STATUS: Preliminary meetings have been made with property representatives of State Farm Drive area. Current initiatives call for public-private opportunity site promotion in Regional Business Journals. Objective C: Promote and Protect Opportunities for Job -generating Development Strategy 1: Help existing businesses grow and thrive in Rohnert Park Tactics: ■ Create business recognition program based on monitoring employment and/or sales tax collections. STATUS:. This has been partially implemented through Mayor's Visitation program. 'City Council public recognition, additional efforts to be identified. . ■ Develop relations with the business community . to foster growth in accordance with the economic development strategy. STATUS: City/Redevelopment Agency assisted in the establishment of a technology incubator at Sonoma Mountain Village. The incubator was established in summer 2007 and as of March 2008, is 50% full with 15 new businesses. The City Council has appointed one of its members to serve on the incubator advisory board. ■ Strengthen relationships with Chamber of Commerce and other merchant organizations. .STATUS: Implemented and ongoing. Assistant City Manager serves on Chamber.Board. ■ Leverage the research resources of the county economic development program with other regional economic development efforts. STATUS: Staff participates in data collection and analysis of Sonoma County Economic Development Board studies. ■ Conduct annual business survey to develop relationships with major employers and industries to ensure that growing and expanding businesses are retained within the City of Rohnert Park. STATUS: Discussions have been made with the Chamber of Commerce to implement this strategy. ■ Ensure zoning supports business uses and does not have imbedded conflicts that will inhibit desired long- term growth. STATUS: Sonoma Mountain Village currently in review process - expected to be approved in 2008. An estimated 4,000 jobs are projected to be created, which substantially exceeds the approximately 2,500 jobs at the former Agilent facility. City needs to be proactive with Sonoma Mountain Village to ensure job creation efforts are successful. The Stadium lands reuse calls for the development of retail. and housing. The housing portion of Stadium lands will displace potential industrial development; however,.substantial workforce housing units are anticipated to be needed due to the proposed casino. ■ Create mechanism for making economic development information available to existing local businesses and prospective businesses, and provide linkages and referrals to businesses as part of local and regional marketing efforts. STATUS: Discussion have been made with the Chamber of Commerce, to implement this strategy. Strategy 2: Attract and retain Job Generating Industries. Tactics: • On an ongoing basis, identify existing industries within the region that meet local job generating and economic development criteria. Develop economic development plan targeting existing and regional Food Processing, Winemaking, and Wine -related Industries, High Tech, Business and Professional Services for expansion and location in Rohnert Park. STATUS: City Manager recently appointed to County Workforce Investment Board and will be actively participating in regional strategies of emerging industries. GOAL Il: PARTNERSHIPS I COOPERATION Objective. A: Grow, Support, and Retain Existing Business/Employment Base Strategy: Develop and Implement a Cost-effective Marketing and Outreach Plan Tactics: • Develop and Implement Marketing Strategy and Outreach Plan, using either external or internal resources. STATUS: City Manager has met with State Farm Drive property representatives and will be implementing a joint marketing plan for this corridor. ■ Develop materials with City and regional demographic and in information for collateral materials, presentation, and website. STATUS: Website upgrade as been designated as a high priority technology project to implement in the coming year. ■ Develop data base of site availabilities and opportunities. STATUS: Target for completion August 2008. • Develop template marketing response/follow up materials for target industries. STATUS: Target for completion August 2008. • Work with real estate industry to promote. available sites, site locator, etc. STATUS: Target for completion August 2008. • Join regional marketing efforts through Team California. STATUS: Target to evaluate participation options August 2008. • Target mailing or outreach to existing industries within the region that meet local economic development criteria. STATUS: Contact ongoing. City Manager recently met with representatives of Office Depot to discuss relocation to Rohnert Park. Mailing outreach target for completion October 2008. Objective B: Enhance Quality of Life for Rohnert Park Residents Strategy 1: Maximize Economic Development Opportunities presented by Local and Regional Visitors Tactics: ■ Create quality community gathering places for the enjoyment of residents and attraction of visitors, i.e. development of the City Center Area and redevelopment of the Community Center. STATUS: City Center area plaza out to bid, construction expected to begin in Fall 2008. Development of University District and Sonoma Mountain Village (regional event center). • Attract pedestrian -oriented retail and eating and drinking outlets targeting the unique mix of regional visitors that come to/through Rohnert Park that can also serve the needs of local residents. STATUS: Redevelopment Agency acquired City Center property in 2007, RFP has been issued for retail/commercial development; however a suitable developer did not emerge. RFP will be reissued in 2008. 0 Coordinate and leverage existing City. economic development assets such as the Green Music Center and the proposed University District "Town Center" by refining analysis of existing hotel/motel guest demographics and promoting retail that will capture tourist spending potential. (Example: If the Rohnert Park segment of tourists tends to be families and individuals attending races at the Infineon Raceway, a micro - brewery with outdoor dining may better match both Rohnert Park's existing population as well as that visitor population). STATUS: City plans on working with developers 'of University District and City Center area to identify ideal retail/restaurants. Existing development agreement with University District_ requires pedestrian oriented restaurant/retail uses. Analyze upscale dining in the University District as a match for families visiting students and patrons of the arts coming for arts and music festivals. STATUS: Target for completion December 2008. Work with County, City of Cotati, Sonoma State University, and Cotati-Rohnert Park Unified School District Strategy 2: Incorporate Strategies from Urban Design Tactics: The City is conducting a design study of three prominent corridors (Commerce and Southwest Boulevards and State Farm Drive) using RBF as its consultant. This study has included a public outreach component and may inform the economic development priorities. STATUS: Concept plans nearing completion and scheduled for formal review in Fall 2008. City Council will be prioritizing implementation of Corridor Study improvements. Objective C. Maintain and Improve Partnerships with Employee Bargaining Units. Strategy 1: Seek to Reach Mutual Agreement on. Future Compensation and Workplace issues. Tactics: City Management will hold regular meetings with bargaining nits .to build and maintain strong working relationships. City Management will meet with bargaining unit representatives to seek mutual solutions on areas of disagreement, Should national/state/regional economies decline, the City will engage its bargaining to discuss mutual solutions to addressing revenue shortfalls. GOAL III: INCREASE SAFETY (Safest City on 941 Corridor) Objective &and B: Maintain a Strong Public Safety Department Recruiting and Retention of Quality Personnel August 2008 Update: December 2007 — 8 Public Safety Trainees graduated from the police academy, completed Field Training Programs, and are working as Public Safety Officers. January 2008 — 5 Public Safety Trainees entered the police academy. 4 graduated in May 2008 and entered the Field Training Program. 1 trainee did not progress and voluntarily resigned leaving 3 in the FTO program. 7 March 2008 — 2nd School Resource Officer position implemented April 2008- 3 Public Safety Trainees enrolled in the police academy, Each is expected to graduate in the top 10% of their class in August 2008 and enter Field Training programs. Additionally - 1 Lateral Officer from neighboring agency was hired 1 Reserve Police Officer from Sacramento area was hired and is currently in Field Training program. 1 Public Safety Officer position vacancy. The department is conducting a background investigation on a Lateral Police Officer to fill this opening. 1 CSO position vacancy. The department, in.conjunction with Human Resources; is recruiting. Presently recruiting for Public Safety Officer positions has been suspended as.the department is nearly fully staffed at the PSO level. While the department is conducting a background investigation on one lateral officer to fill the vacant position, we are holding two other lateral applications should the current lateral prospect not succeed in the recruitment process. In addition to replacing vacant positions, the Department reinstated the following positions: June 2008 — Reinstating Fire Commander (an upgrade from Public Safety Lieutenant) Vacant position previously held by Public Safety Lieutenant was upgraded. Jack Rosevear, Sonoma County Deputy Fire Chief/Fire Marshal filled position from outside the department. July 2008 — Reinstating Records Supervisor position Hiree is trained in Records and Property & Evidence Storage. Position eliminated several years ago due to budget constraints. Previously, a Public Safety Sergeant held 2 positions: Records Supervisor and Administrative Sergeant. July 2008 — 1 Administrative Sergeant returned to single assignment Promotions March 2008 - 1 PSO promoted to Fire Marshal May 2008 — Police Commander position filled by Lieutenant David Frazer. Previous Commander retired after 27 years. June 2008 — 1 CSO transitioned to Property & Evidence Technician This remains a CSO Classification, however a stipend has been included to adjust for additional responsibilities. Previous Property & Evidence Tech retired. July 2008 — 2 PSOs promoted to Sergeant Promoting 2 new Public Safety Sergeants will allow the department to assign one additional Sergeant to the Fire Division increasing supervision and accountability as well as improving fire ground safety, strategy, and efficiency for each, fire shift. Having a Sergeant assigned to each fire shift will begin in 8/2008. October 2008 - Public Safety Lieutenant assigned to Patrol Division — anticipated date of promotion will be 1012008. i io Currently there does not appear a need to implement a hiring incentive program as the department is nearly fully staffed. Should the need arise, the department has developed an incentive program that addresses compensation for recruits, lateral officers, and current employees. Objective B: Retention of Quality Personnel Strategy 1: In 2008, the department experienced significant turnover in personnel. Retirement was identified as the most common reason Other resignations were due to changes in employee benefits and career opportunities. Presently the Department is anticipating three retirements during the next 16 months ■ One Public Safety Officer ■ One Sergeant ■ Director [leaving November 2008] Dr.-- Bill. Mathis is conducting the recruiting process and employment announcements have been distributed. New Positions under Development ■ Public Safety Fire Lieutenant Designed for PSO with higher level of training, skill, & competency to perform as a Lead Public Safety Officer within the Fire Division and during fire ground operations. Public Safety Information Services Manager (Civilian position). This person would manage the Public Safety Budget, Records, Communications '(dispatch), Building Maintenance Coordination, and Animal Shelter. Historically these functions have been managed by sworn public safety manager (Lieutenant). Allows Patrol Lieutenants to concentrate on coordinating the Patrol teams to accomplish the department's mission. Strategy 2: Due to budget constraints, the Department has not yet sought filling some non -sworn positions: • Part time Patrol Division Secretary This individual would alleviate Patrol Lieutenants of clerical duties to allow them to deal with management issues. This employee would handle daily administrative duties and correspondence, assist with special permits, coordinate fleet maintenance and other equipment, and assist with personnel scheduling ■ Full Time Records Clerk (non sworn) This individual. would ensure support for staff and officers and keep officers on the street by expanding on- . line reporting, mail -out reports, completion of miscellaneous paperwork, proper documentation and reporting inline. with increased population, reportvolume, and calls for service. There has been no increase'in Records staffing since 9993. ■ Domestic Violence Advocate (now an industry standard) Share the cost of an advocate with another agency such as Cotati P.D. and Sonoma State University Ensure that the physical and psychological needs of domestic violence victims are met. 9 s Objective C: Organizational Assessment Strategy: The Department has initially identified "training" as a significant area for attention and concentration, especially at the Public Safety Officer and first line supervisor levels. Tactics: • Mentoring and coaching with focus on good customer service, officer safety, ethical decision-making, conduct, and overall public safety competencies. Fire Department Strategy: Department has taken first steps toward conducting a Standards of Cover Study for -the Fire Division. Initially it was felt this process would require a consultant, but it has been determined that the department will be able to conduct the majority of this study using our own resources. 10 GOAL IV: MAINTAIN ! INCREASE INFRASTRUCTURE Also includes components of Raising Revenue, Partnerships/Cooperation and Sustainability Objective A: Engineering Department Strategy: Goals [complete Commitments, High Priority Projects, Medium when possible] Tactics: 2008.2009 Commitments: December 2008 -Status New Bike Master Plan Complete Sanitary Sewer Management Plan Nearly Complete Railroad Signal Upgrade Project Under Construction 2008, Street Maintenance Under Construction Rehabilitate Commerce, Roberts Lake Road, Country Club Drive Complete Rehabilitate RPX West of 101 Complete New LEED Gold certified City Hall Nearly Complete Eastside Trunk. Sewer— Phase 1 _ Complete Copeland Creek Bike Path Paving — Measure M Complete Water System Relocation Wilfred -Interchange Under Construction Highway 101 Wilfred Interchange Bidding Highway 101 Central Widening Project Final Design Under Review RP Recycled Water Master Plan In Design Support General Plan Update In Process City Center Plaza/Pedestrian Improvements Under Construction Canon Manor Connection Fee Lawsuit Defense In Active Litigation High Priority Projects December 2008 Status:. Public Safety Station 1 Expansion Suspended Water Connection Fee Update wlConservation & Sustainability Review Medium Priority Projects December 2008 Status: Stadium Lands Development Agreement In Negotiation University District Water Tank In Design Review Regional Detention Basin Project In Design Lancaster Drive Rehabilitation In Design Water Tank 3 & 4 Interior Recoating Under Construction Sewer Inflow and Infiltration Reduction Program Bidding Development Improvement Standards Update in Design Crane Creek Regional Trail In Design Water Tank 1, 3, & 4 Exterior Painting Pre -Design Sonoma Mountain Village Development Review/EIR/DA Processing Southeast Specific Plan Development Review/EIR/DA Processing Northeast Specific Plan Development Review/EIR/DA Arterial Street Corridor Studies Creek Master Plan University District Development Plans Sewer Lateral Grant— Implementation Community Center Plaza/Campus Improvements Sewer Ordinance Update Water Ordinance Update Public Facilities Financing Plan Update Processing Complete Planning Stage On hold at developer's request Suspended Indefinitely On hold pending council/commission direction In Review In Design Pre -design Low Priority Projects December 2008 Status: Water Distribution Expansion on RPX & East Cotati Design Complete- Suspended RPX Widening Project Snyder to Petaluma Hill Road In Design Review -Suspended Eastside Trunk Sewer Phase II In Design -Suspended Snyder Lane Widening — Phase 1 In Design -Suspended Neighborhood Traffic Calming On hold pending staffing Not'yet Prioritized December 2008 Status: Adrian Drive Utility Undergrounding On hold pending staffing Avian Flu Pandemic planning On hold pending staffing Climate Action Plan — Implementation On hold pending staffing Corridor Plan Implementation On hold pending staffing Traffic Signal Improvements On hold pending staffing Tree Inventory GPS/GIS On hold pending staffing 12 Objective B: Community Development Strategy: Goals 2007-2008 [complete Committed/High Priority Projects, Medium when possible] Tactics: Hiah Prioritv Proiects Implementation of University District Specific Plan Plan approved City Center Plaza/Pedestrian Improvements Under Construction General Plan/Housing Element Update Underway -Housing Element Draft in Preparation Vida Nueva Transitional Housing Complete Sonoma Mountain Village DEIR Spring 2009 Stadium Area Plan Plan Approved Southeast Specific Plan FEIR Spring 2009 Wilfred/Dowdell Specific Plan Plan approved; annexation application being prepared Community Center Plaza Master Plan approved Redevelopment of City Hall/Avram sites for Affordable Housing Developer to be recommended to CDC Fire Bay Realignment Project Pending Council Action Southwest Shopping Center Redevelopment Awaiting application Sustainability Ordinance Elements (in conjunction. with Building Division efforts) Draft Universal Design Ord Prepared CDC City Center Drive Mixed-use Project RFP to be resent 2008 Medium Priority Projects Constraint Northwest Specific Plan Preliminary Plan Review Completed; awaiting application Northeast Specific Plan Plan revised by applicant; DEIR in Spring 2009 Creekwood Apartments Awaiting application Zoning Ordinance Clean-up In process Digitizing of Planning Files To commence when Building files digitized Low Priority Projects Crane Creek Regional Trail Uncommitted Projects Southwest Boulevard Commerce Boulevard State farm Drive Redevelopment of Southwest DPS Station Affordable Project on CRPUSD Surplus Property (University District) 13 Construction documents not in process Final Draft Prepared, to. PC February 2009 Final Draft Prepared, to PC February 2009 Final Draft Prepared, to PC February 2009 Pending Council Action Awaiting application GOAL V: SUSTAINABILITY Objective: Clean Air. Achieve meaningful reductions in greenhouse gas emissions through implementation of long-term solutions throughout the region Strategy 1: Create Greenhouse Gas Emissions Inventory Tactics: Baseline GHG Emissions ■ Water 1 Sewer 13% Commute 7% Fleet 23% Streetlights 14% Buildings 43% Strategy 2: Set Reduction Target Tactic: 35% below 2000 levels by 2012 for internal City operations Require all new residential construction to be 15% more efficient than October 2005 California Energy Efficiency Standards. Strategy 3: Implement The following steps will provide immediate energy -savings benefits at local level, will impact air quality in regions supplying electricity, significantly reduce CO2e, as well as decrease GHGs from fossil -fueled vehicle use. Tactics: Target energy -inefficient systems Status ■ APS Measures Completed • Chevron Energy Services Lighting Retrofit Completed • Pool Covers Completed • APS Photovoltaic system Completed • Fleet Enhancements from 2000-2006 Completed • Water System Improvements Completed ■ Replacement of Garbage Truck Fleet In Process, New Refuse Franchise ■ Building HVAC Future • Computer Network Controls Future • Additional Lighting Future • Decommission Fountain Future • Waste Water Lift Station #1 Future ■ H -Pool Solar Water Future ■ Pool pump measure Future • Photovoltaic 4 Future • Photovoltaic 5 Future • Photovoltaic 6 — CREBS Future • City Fleet new 1 (purchase fuel efficient vehicles) Future • Biodiesel 8100 In Process • Ethanol E85 Future • Pump Measure Savings Criteria 1500 Future 14 • APS Public Safety Central DDC Strategy 4: Hire Staff Coordinator Strategy 5: Implement innovative new approaches with regional potential Tactics: Identify approaches that would be more effective than initial plan Strategy 6: Monitor and Evaluate Results Strategy 7: Consider Carbon Offsets to reduce Climate Impacts ■ Trees, wind, solar, biomass; biodiesel projects • Commute programs / Alternative Transportation Strategy 8: Sustainable Water Supply ■ Creeks Master Plan • Storm Water Management ■ Public Education ■ Conservation ■ Xeriscaping • Low flow fixtures ■ - Irrigation ■ Reuse - Recycling HDonlcr/Economic Dvvclopmcni Plan 15 Future 5/1/09 City Council Special Meeting WORK SESSION REVISED WORKING OUTLINE (Distributed 5/1/09) ROHNERT PARK CITY COUNCIL SPECIAL WORKSHOP — GOAL SETTING FOR RESTRUCTURING AND BUDGET WORKING OUTLINE May 1, 2009 10:00 —10:15 PUBLIC COMMENTS Dan Schwarz Welcome and Review of Workshop Objectives 10:15 — 11:00 Review of City Council Goals Amie Breeze 11:00 — Noon Development and Redevelopment Goals and Objectives Dan Schwarz Noon — 12:15 Break 12:15 — 2:30 Presentation of Basic/Enhanced/Optimum Service Levels and Dan Schwarz and Restructuring Options Department Heads 2:30 — 3:00 FY 09-10 Budget Goals and Transition to Performance Based. Dan Schwarz Budgeting l CURRENT STAFFING- Almost optimum 4/30/2009 1 I. One Sergeant Position Currently filling as an Interim Lieutenant. Sergeant Position covered by Fire Inspector. Sergeant Savings: $142,554.72 2. One PSO Position Savings: $122,134.32 3. one Property Tech (Currently a CSO) Savings: $95,222.40 4. one CSO @ $79,161.60 Total : $439,073.04 Current Vacant Positions STAFFING -Enhanced 4/30/2009 2 Closing the Rohnert Park Animal Shelter Breakdown Salaries: Shelter Supervisor: $99,993.60 Animal Technician: $64,478.40 Four P/T 1560 hr shelter Assistants: $93,600.00 Two P/T 1000 hr shelter -'Assistants: $30,000.00 Building Maintenance and supplies: $239,890.00 TOTAL: $527,962.00 4/30/2009 3 V[.JLII I I U I I I LI II ICH 1% -CU Comparisons: Patrol - Motors Optimum TWO Motor Officers Enhanced -One Motor officer savings: $122,134.32 4/30/2009 S Comparisons: -� Patrol - Admin nac_F Optimum Enhanced V RI ®AL 1 t atv r clr r i%S ,i c r y C ,an,,-� � rteducti on to Bart Tei me 4us,�� ��Erripl ogee k x���gt.$�142 554 72 "Part Time $45 000 ONE Ind. r" 1l ii l ii Emff oyee Part Time x$45 000 Comparisons: Community Service Officer Optimum Enhanced 4/30/2009 k Comparisons. Evidence Specialist Optimum Enhanced 13:EV-J dence o-Eay Off Speciali, st' Reduction i n. Force S'av� ngs POW ` $97. 5910 R >i a w P Comparisons: Professional Staff Optimum Enhanced 4/30/2009 .90 Comparisons: Professional Staff - cont. Optimum Enhanced PENDING RETIREMENT (GOLDEN HANDSHAKE) 1. Two Sergeants: $195,109.44 2. Two Public Safety Officers: $244,268.64 3. Youth services Specialist: $ 77,593:60 4. Secretary I: $72;592.80 5. Secretary I % P/T: $60,228.00 TOTAL: $649,792.48 Main Public Safety Reductions: 4/30/2009 7 4/30/2009 REDUCTIONS AND LAYOFFS: 1. Three Community service officers: Layoff $237,484.80 z. Evidence specialist: Layoff $97,591.20 3. Fire Marshal: $135,772.56 Reduced to Pso: - $122.134.32 $13,638.24 4. Dispatcher P/T: Lay off $30,000.00 TOTAL: $378,714.24 Main Public Safety Reductions: Transitioning from Optimum Staffing to Enhanced Staffing o Projected Retirement • Golden Handshakes: 2 Sergeants, 2 PSOs, 2 Secretaries, 1 YFS: $649,792.48 o Animal Shelter — Contract out • Eight Employees: $288,072.00 • Building Supplies/Maintenance: $239,890.00 o Reductions • Fire Marshal: $13,638.24 o Lay offs • Evidence Specialist: $97,591.20 • 3 Community Service Officers: $237,484.80 TOTAL: $1,526,468.60 4/30/2009 9 4/30/2009 ❑ Reorganization of Public Safety Department ❑ Reallocation of wor ❑ Crime Increase ❑ Loss in Revenue ❑ Reduction in Staff and same workload equals increase in ❑ Slower Response Tim ❑ Quality of Life ❑ Loss of Investment in current staff IMPACT ❑ Impacts our Goal of: Making Rohnert Park the Safest City on the 101 Corridor RECREATION • BASIC (2 FTEs,-P/T staff - $480K Savings) — Facility Leases — Field & Tennis Court Scheduling — Golf Course — Pools (3) — Sports Center — Community Center Rentals — Senior Center Rentals & Drop -In Service — Burton & Ladybug Rec Center Rentals Note: Facilities management, building/playground/courts renovations and parks responsibility will be reassigned to Public Works General Services =.RECREATION • ENHANCED (3 FTEs & P/T staff, savings $220K) — (5) Pools — Contract Classes — Senior Center staffed programs — Department Website — Activity Guide Production and Marketing Efforts — Staff Liaison to 'P& R.Commission — Staff Liaison .to Sr. Center Advisory Commission — Staff Liaison to Golf Course Oversight Committee 4/30/2009 1 RECREATION s OPTIMUM (more P/T staff, savings $195K) —Adult Softball Leagues/Youth Basketball Program — Arts & Crafts Faire & Other Events — Community Garden — Excursions — Camps — Sunshine Bus Service — Senior dining site PERFORMING ARTS CENTER ® BASIC (2 FTEs & P/T Staff — Savings $200K) — Facility Rental — Sign Operation Note: Possibility of moving Sign Operation outside of PAC 4/30/2009 2 PERFORMING ARTS CENTER ® ENHANCED (Current Operation) — In-house Productions (plays, music and dance) — Rentals — Arts/Education — Sign Operation Film Series PERFORMING ARTS CENTER • OPTIMUM ($'s TBD) — Enhanced, plus the following: — Classical Music Series —Youth Musical Theatre Program — Large Musical Theatre Production —Adult Acting Classes — Opera Coproduction — Play Reading & Discussion Group Series 4/30/2009 3 FINANCE BASIC (10.5 FTEs) — Utility billing — Cash Receipts, Accounts Payable —Animal Licensing, Business Licensing — Payroll — Purchasing — Accounting/Annual Reports/FS — Budgeting — Treasury FINANCE ENHANCED (1 FTE) — Utility Rate Setting — Investment Management — Internal/External Audits — Negotiations — Grant Writer — Financial Analysis — Attend Conferences 4/30/2009 V INFORMATION SYSTEMS • BASIC (2.5 F/T, 1000 hr support) — Desktop Support (purchased) — Telephone/Cell Phone/Pager Support — Email/Voicemail Support — Local Area Data Network, Data Server System and .Data Center — Application Server System and software support for various departments — Broadcast support.for City meetings — Security System and HVAC System support for City buildings INFORMATION SYSTEMS c ENHANCED (500 hours support, $10K) — Desktop computers — 4 Yr Lease — Telephone system running 24/7 365 Days — Anytime Line Secure wireless. Local Area Data Network for all City facilities = Data Server System & Application Server System running 24/7 365 Days — Intranet System — Frontline support for Public Works SCADA System' — Video surveillance over City facilities where needed - 4/30/2009 5 INFORMATION SYSTEMS • OPTIMUM (1 FT, $55K) — Computers replaced every 3 years — All systems are operational after a disaster — Larger, faster connectivity rates between city sites — Internet access for the residents in public places (WIFI) — Public Access system to handle records request — City meetings broadcast over the internet — Standardized instant messaging city-wide 4/30/2009 - 0 Service Detail Functional Organizational Chart" WN "i ; (111 OF R013h1 it 1' PARK 1)S�.Y 11t 1 Pil:h'"( Ill PI;RLit; Ui)IiSi� Pwac. - al Onrxll .anollal Chari Ymz la- DB PARIMENTO PLBLiG IX'QRhS ''. ........_.__ .... ... .._.. lElt xSrr�uc, �,- 6--1 Smite. 5/1/2009 1 Public Works — Below Basic.Serui 5/1/2009 2 M Water Utility (Production, Treatment & Distribution) Basic Service Level�2, i 1 ii 1i 1 i 1 1 �i, WeIQOpernUon (nells/sto�ge) W1Cer productionr Full Essential service' Furled water suppl? r .... , — Boo`stertl,umpgOpu7gon,�,�, ,,,q,„ WStcr supplypumping•, Full .: IFailed nater pressure deliver} ., McicrRcad' ing; i r� §Routlnereadilg/re-read' !';;1s€t; Lostrevenue Metergcp�acejnc�rtm •s a,. NRI/meter,repairs„ :' .;,xBchmd Loseresenue Altinitoring„QiVQC;v,; �`��',�,•��\l'aterquality-imonitoring �”' :=Fully;-=ManJated"=jiumtiveineasures CrossConnectlon t t 13nckflon�maintenauce •Behind Nhrdated pure rve measures "CrosSConn6ctionTr0 ram Il3�lr1,6 01efes �� '"�§" Cons[rucUon ameter �q, Full�tr Essential temporary'rneterc`°' onnecfoM a , ;€4'az�zs . . >,a_ '°T' �; connecfionW,eq,;� .� _m � —'AOst revenue? ' }\Vater l eak,Rejtws - i?00sen'iccrep•11rslvear-~ -Vull Essential commumgservice/los(reve"iiuez SUntlertUtihCy,mai�ki6k ., kOF,ull ?Dlandated=severe,nsk ".. ,Customer Sergi-iceahJ�Disliatch Misr customer-svc/turn on/off Fill„ Dtaodated water quality%servlce�, llnidircctiorial�Flushirig'"�,��.,' . �1�'i ler 111am Flusb�ng._,�;. "� Behind mandated' "punitl.e hleasures WA 'DPII Bdwrfing T1ult11 VV'a!!r.Quality •.Full; Mandated" puns 1ve measures eporting Sjsteln Repairs Plrscellaneous reactive repair Full 1Essentlal repairs tokeep,�systengm •,��< .Status: Full = on track or in compliance; Partial =>75'% full; Behind = <50% full or>6 months behind Note: .Soine ftutclions c•arrenlll' augmented by twernal contractors and temporary enrplgrees 5/1/2009 3 Water Utility (Production, Trea Enh Status: Full = on track or in compliance; Partial =>75 % full; Behind = <50%, full or>6 months behind Note: Sonne junctions currently augnnennted by external contractors and temporary employees �T Ater tili ty Treatment:& Distribution) dJ (Production, ®ptmaa'FS:ervIee Ie�el; nt Proactive Equipment` 13chmd o:- Bigher co''s&ask' of fadureRep 7-, , community - ; 'Behind outreach/marketing,' , Status: Full = on track or in compliance; Partial=>75'%, full; Behind = <50'% full or>6 months behind 5/1/2009 12 Sewer Utility (Pump Stations & Sewer Collection) Basic Servicc fieei.e "" *Note: SSiIN1P is a new mandated program that includes previous discretionary (enhanced and optimal) functions including Collection System Maintenance, Preventative illaintenance, Video Inspection, FOG Program, Nlonitoring and Evaluation, 1/1 Analysis, Auditing, Public Outreach, Asset D7anagement. Labor estimates only include Department of Public Works labor. General Services (Fleet Mainte Basic Flan Status: Full = on track or in compliance; Partial=>75'Z4 full; Behind =<50'% full or>6 months behind Note: soine fnnetions ruiginented ht, external contractors and temporary employees 5/1/2009 y] General Services (Parks, Trees & Pools Basic Service Status: Full = on track or in compliance; Partial =>75% full; Behind = <50'% full m'>6 months behind Note: somefitnelions augmented by ecternal contractors and temporary employees General Services (Parks, Trees &Po�ols)�� �. Enhanced Searv>IceI.evel . ,. y � � 10y ReStrooms 7auttenancea �� prComroumty Ilternetnestement al m Public Righl uf' 77ln Blight" Severccommunily imptct ' -.. �;-.;..l .-1� - shcans� `� ' CodternaiiWsl+ 'e- MIIX�`, a. avaiP 1A RecyeleService,-;-, Parks Recycle Service- �-` Full', - 1 Cornmumtj Impact 'Oth' altcrnati%es;� - available Graffihl�and��ismy, GraffihAbatementmPubhc i ri i- Bhl,hP Setieiecommuntt�tmptct v R of �Vav 4.4 got ght 1" BallFicld'andAthletic •Operation :and Maintenance Full'.,; Community Impact —Otheralternatives.'. >;, g available .Status: Full = on track or in compliance; Partial >75%, full; Behind = <50'% full or>6 months behind Note: some fimctions augmented by external contractors and lemporary employees 5/1/2009 l9] General Services (streets & Drainage) Basic. Service Leve;l5 ... Status: Full = on track or in compliance; Partial = >75% full; Behind = <50%. full or>6 months behind Note: sonteJbmctions augmented by eternal contractors and temporary employees General Services, (Streets & Drainage) Enhanced Servi.ces�I;e el .r.::...: ... Stnpmg'1lamtcna Jigns I roactisc 191,V& -> Behind, . Compromised.commu it seniee, ..rsti InsLdlatinn/Beplacenient„ Scotus: Full = on track or in compliance; Partial =>75%, full; Behind = <50'% full or>6 months behind Note: somefitnctious augmented by external contractors and teimporan' employees 5/1/2009 7 General Services (Buildings) Basic Servic Enhanced Service Level Stars: Full = on track or in compliance; Partial =>75% full; Behind = <50%, full or>6 months behind Note: some fitnetions augmented by external contractors and temporary enlplollees Organizational Chart -. l:l'1'\' lll� Rrll INI-:Itl' Y:\IIA I)15YAR'I'NRN r OI' I'I; i:u Rt'ul 5/1/2009 M . Lka U.wlQmralYwh jj P A K Lic I <Jtmf `t UFi. 4 h :r I .i SAI ,1rMwnr } -..� _.. � I � nla'I smI •. u t.�3 I I t. $! 3`• Pref ' ' 5/1/2009 M Steps to Restore Basic Service Levels ➢Fi114 vacan,t,MW-gositions in Utilities.. - ...k Organizational Chart - Proposed. '.. SSI. W1P �riu blU l[ 1 •511C'll 4Je � ' iii ti l,111 t)! N()II\k'Hl MK 111:YAN IAI '�OI'113HLi(:Ul1Ri.� fJ 4 �'x 1 /J`. �- ' 1 nrp»d Hextrucn�m 1 5/1/2009 E0 '.. SSI. W1P �riu blU l[ 1 •511C'll 4Je � Ltwh iii ti m. � •' � OfX i 3 OP, 1 5/1/2009 E0 Advantages — Proposed General Fund Savings Opportun 5/1/2009 10 ENGINEERING December 2007, the city council authorized three project manager positions, providing that the city 3nager would decide when the positions would be filled. One of the positions has been filled. ENGINEERING BASIC LEVEL DEFINED Regulatory: Required by State or Federal Law • Legal: Required by Existing Contract, Settlement, Judgment, or Significant Threat -of Litigation • Health & Safety — Significant Threat 5/1/2009 1 ENGINEERING BASIC LEVEL (5 FTES) • Basic Public Projects • Water, Sewer, Gas Tax, Measure M • Basic Development Processing • Public Improvement Inspection • Groundwater Monitoring • Information Act Requests • Satellite Sewer Systems: SSU and Canon Manor • Ordinance Updates ENGINEERING ENHANCED LEVEL DEFINED • Revenue Generating • Infrastructure Preservation • Facilitates Development • Cost Avoidance • Grant Eligibility • Health & Safety — Less than significant threat • City Ordinance 5/1/2009 2 ENGINEERING ry ENHANCED LEVEL (3 FTES) • Enhanced Projects • City Center Plaza, Grant Funded Street Maintenance • Capital Improvement Budget • Regional Committees • Public Works Support • Encroachment Permits • Cost Recovery • Insurance Review • Master Plans -Water, Sewer, Storm Drain, Bicycle - ENGINEERING OPTIMUM LEVEL (0 FTEs) • Generally community requests not meeting Basic or Enhanced criteria defined earlier • Optimum Projects • Park Preservation, Traffic Calming • Parking Requests • Local Committees • Creeks,Water Issues, Bicycle Advisory • Public Information/ Relations • Traffic Engineering • Stop sign requests, signal warrant studies, signal timing 5/1/2009 3 A F T E R 13 FI`E 5/1/2009 W r , • ENGINEERING City of Rohnert Park Engineering "Profit" and Loss Statement 5/1/2009 5 Proiected Revenue Notes FY03/04 FY04/05 FY05/06 FY06/07 FY07/08 FY08/09 Fees 1 $ 65,927 $ 105,702 $ 315,246 $ 336,122 5 639,132 5 134,318 Recharge - 2 5 226,847 5 297,801 $ 409,600 5 573,749 5 655,218 5 686,938 Revenue Total $ 292,774 $ 403,503 $ 724,846 $ 909,871 5 1,294,350 $ 821,256 Expenditures Total 1 $ 384,217 $ 549,243 $ 472,373 S 551,327 $ 960,618 $ 414,842 Net Prnfit/(Lns,,) 3,4 $ (91,443) $ (145,740) > 252,473 $ 358,544 $ 333,732 $ 406,414 Notes: 1 Actual from Comprehensive Annual Financial Report 2 Budget from Adopted Budget (Recharges are transfered per the budget. Actual recharges for individual functions are not available.) 3 loss represents a direct subsidy of engineering costs by the General Fund. 4 "Profit` represents engineering recharging other departments and budgets for a share of indirect costs. Examples include heat, light, power, city manager's office, finance, building insurance, city - 5/1/2009 5 0 Planning Tasks Basic/Enhanced/Optim-um .May 1, 2009 Basic Tasks 4/30/2009 1 Basic Tasks Task: Oversight of Planning Functions m California Government Code (CGC) Section 65100 requires that each community establish a "planning agency," and all planning activities of that community are to be done by that planning agency. Basic Tasks Task: Preparation, Updates and Maintenance of General Plan o CGC Section 65103 - planning agency to: . • prepare/review/revise General Plan; • Review CIP for consistency with GP; • promote public interest in GP; • consult and advise re: implementation of GP; • promote coordination of local plans and programs with other agencies; and • perform other functions (e.g. conducting studies, preparing other types of plans.) o CGC Section 65300 directs that agencies must adopt GP, with mandatory elements listed in GC Section 65302. The way of preparing and adopting the General Plan is listed in GC Sections 65350 et al. o CGC Section 65400 requires annual report on GP 4/30/2009 FA Basic Tasks Task: Preparation, Updates, and Maintenance of Zoning Ordinance and Map o CGC Section 65103 requires planning agency to implement'GP through specific plans, zoning, subdivision ordinances, etc. o CGC Section 65104 mandates that planning agency support planning activities with fees that. do not exceed the reasonable cost of providing the services. a CGC Sections 65800 et al direct how zoning regulations are prepared and adopted . .Task: Preparation, Updates and Maintenance of Specific Plans o CGC Sections 65450 et al direct how Specific Plans are prepared and adopted. Basic Tasks Task: Preparation, Updates and Maintenance of Housing Element 0 CGC Sections 65580 et al state how Housing Elements are to be prepared/adopted, and the frequency of review and revisions o CGC Section 65913.1 requires cities to zone sufficient vacant land for residential use to meet the need identified in the housing element of the General Plan. Task: Inclusionary Housing Program m Assists City in meeting the State -mandated numbers of affordable housing units required to be produced in Housing Element. Basic requirement per Municipal Code is 15 percent of all new residential units must be affordable. 4/30/2009 3 Basic Tasks Task: Preparation and implementation of a water efficient landscape ordinance e CGC. Section 65594 requires that communities have a water efficient landscape ordinance (deadline is 2010). Task: Preparation and period review of development agreements 0 CGC Section 65865 speaks to the preparation and adoption of development agreements for projects Basic Tasks Task: Preparation and implementation of a density bonus ordinance CGC Section 65915 requires cities to offer density bonuses and incentives for certain types of residential projects (e.g. affordable housing, senior housing.) Current Ordinance being reviewed for potential amendments to bring into conformance with State Law Task: Preparation and adoption of environmental documents under CEQA v California Code of Regulations (CCR) Sections 15000-15387 require all projects to receive environmental review by the City (e.g. exemptions, neg decs, mitigated neg decs and EIRs). 4/30/2009 12 Basic Tasks Task: Review and approval of subdivisions of land 0 CGC Sections 66473-66498 govern the subdivision of land within the City. Task: Review and processing of annexations to City and amendments to City's Sphere of Influence (SOI) Cortese -Knox Local Government Reorganization Act of 1985 sets forth requirements for reorganizations (i.e. annexations to City) and changes to SOI. Basic Tasks Task: Review and processing of development applications 0 CGC Section 65103 requires planning agency to implement GP through the use of specific plans, zoning, subdivision ordinances, etc. Municipal Code outlines procedures for the review and approval of development applications, as well as the requirements that developments must meet. Consequence of Eliminating: o Non-compliance with State Law and Municipal Code 4/30/2009 5 Basic Tasks Task: Administration of City's Growth Management Program e Maintains pace of development to meet General Plan growth rate of implementing no more than an average of 225 residential building permits peryear. Consequence of Eliminating: Contained in Measure N, which was approved by the voters in 2000. Changes would require voter approval. Enhanced Tasks 4/30/2009 0 Enhanced Tasks Task: Meet with the public, developers and contractors to discuss prospective projects Task: Provide support to other city departments. Participate in meetings related to new development. u Takes guesswork out of planning for projects and provides basic customer services for those desiring to develop in the City Consequence of Eliminating: o Misunderstanding/lack of knowledge regarding local requirements related to planning for projects Enhanced Tasks Task: Function as planning staff to Planning Commission/City Council a Provides decision -makers with information needed to take informed actions on development proposals and other planning matters. Consequence of Eliminating: A Decision -makers are left Without information important to consideration of projects. u Although State Law does not require a Planning Commission per se, it is a typical way for City Council to assign land planning function to an appropriate reviewing body. 4/30/2009 7 4/30/2009 Enhanced Tasks Task: Review of building permit submittals for Zoning compliance 0 Ensures that building plans are consistent with Municipal Code requirements Consequences of Eliminating: m Potential for plans to be approved that do not meet City standards. * Lawsuits could arise based on City's negligence. Enhanced Tasks Task: Preparation and Adoption of Ordinances, Standards, etc. at Council's Discretion (e.g. tobacco ordinance; revised front yard setback standards) o Allows Council to respond to changing needs of citizens, regardless of legal mandate to do so. Creates more responsive government. Consequence of Eliminating: 0 Changing needs of community are not met. Enhanced Tasks Task: Preparation, processing and implementation of special plan studies (e.g. City. Center Concept Plan) o Allows Council to direct the development of the City in a manner that reflects the'Council's vision. Allows plans to be adopted that meet a specific need not necessarily mandated by State or local laws but which are nonetheless important. Consequence of Eliminating: 0 Council's vision for special planning projects is not implemented..' Enhanced Tasks Task: Preparation of Planning reports for Council and Commission and internal staff use (beyond responding to development proposals) o Allows decision-making body to have information related to ever-changing planning landscape Consequences of Eliminating - 0 Decision -makers and staff are left without information important to management of city affairs. a Would not apply to mandated -tasks such as annual General Plan review required by State Law and annual Growth Management Program review required by Municipal Code (implementation of Measure N). 4/30/2009 N Enhanced Tasks Task: Affordable Housing Linkage Fee Program o Assists City in meeting its affordable housing needs as mandated by the State. o Note: Inclusionary Housing Program is listed as a "basic task." Linkage Fee Program enhances the City's efforts in developing needed affordable housing. Consequence of Eliminating: o If general residential development does not occur as planned, City may not have enough affordable units produced through 15 percent inclusionary requirement to meet State -mandated goals. Fee provides a fallback position in that it generates funding that may be provided to non -profits and other affordable housing providers to construct needed units. Enhanced Tasks Task: Green Building/Sustainability Program o Not yet a State Law, but mandatory green building measures likely to be imposed by State in near future. o Assists City in review of development projects by providing evidence to the State that sustainability measures are incorporated in projects, particularly those projects for which EIRs are required. o Green building ordinance allows thresholds to be modified by Council as needed, so flexibility already built into ordinance. Consequences of Eliminating: o Lack of sustainability measures would put City behind the curve re: State Laws concerning sustainability (e.g. SB 375, SB 97, AB 32). v CEQA is being amended to require analyses of GHG emissions from projects with appropriate mitigation. City's existing sustainability measures are valid mitigation measures that can be implemented, or projects may face wide array of mitigation measures imposed by State. 4/30/2009 10 Enhanced Tasks Task: Writing and submission of grant proposals for project funding (e.g. City Center Plaza); potentially. includes administration of grants if successful 0 Grants are a promising source of funding for City projects and operations. The preparation of grant applications and their administration can be very time-consuming and a drain on staff resources, taking attention away from other important tasks. Consequence of Eliminating: 0 Loss of potential funding sources. Enhanced Tasks Task: Maintenance of City's demographic information 0 Valuable service for City's decision -makers, public and developers, as demographics provide detailed information of the City's make-up. 0 Essential to many developers in choosing where to site projects. 0 City staff relies on demographic information in the writing of reports, grant applications, etc. Consequences of Eliminating - 0 Decision -makers left without vital info used in determining City actions. 0 City loses competitive edge in attracting businesses due to lack of demographic information crucial to development decisions. 0 Ability for staff to perform needed research hampered by lack of available information. 4/30/2009 11 Enhanced Tasks Task: Day-to-day tasks (signage, second units, temporary use permits, home occupation permits, business license review, ABC license review, zoning conformance letters, address assignments) o While not State mandates per se, many of these tasks address requirements of the Municipal Code. Others reflect the need to provide a consistent, quality level of service to the public and other users. Consequences of Eliminating: a Municipal Code not implemented properly. a Poor customer service and complaints from public and other users. Enhanced Tasks Task: Support to Parks and Recreation Commission, Cultural Arts Commission, General Plan Committee, Economic Development Committee, and other City bodies a Commissions, Committees and Board rely on planning staff for needed information required for effective decision-making. a Certain Municipal Code sections require planning to interface with these bodies to help process development proposals (i.e. analysis of park proposals). Consequence of Eliminating: 0 Decision -makers are left without vital information that is used in determining City actions. . 4/30/2009 12 Optimum Tasks Optimum Tasks Task: Public Art Program a Implements Goal CD -M and Policies CD -57 and CD -58 of. the General Plan. a Purpose stated in ordinance: "Public art is a vital element of a city's identity and contributes to the public health and welfare. Public art benefits both the community at large and the developers and tenants of a project that includes such artwork. It is appreciated by residents and gives them something to be proud of. It can also provide insights into an area's history, and can help enhance the character of a community, thereby supporting tourism efforts and contributing to a city's economic development." Consequence of Eliminating: a Public art would likely not be provided. (Society's Rockefellers are absent.) 4/30/2009 13 Optimum Tasks Task: Tree Preservation and Protection a Implements Policy EC -12 of the General Plan. 0 Purpose stated in ordinance: "...to foster a vibrant, attractive, and healthy mixed -age and mixed -species urban forest; establish and maintain existing and future tree cover on private lands in the city; and maintain city trees in a healthy, attractive, and non -hazardous condition through good arboricultural practices. Consequence of Eliminating: a Could result in the loss of desirable mature trees and commensurate loss of shade from tree canopies. o Replacement of trees removed is important to reduction in GHGs, as plants filter these gases and reduce their impact on the environment. o Replacement of trees also ensures that a healthy urban forest is maintained. Optimum Tasks Task: Drive -Through Window Ordinance a Reflects Council desire to restrict new drive-through windows to regional commercial areas, with the exception of drive-through facilities for pharmacies. a Way to reduce dependence on automobile, thereby reducing GHGs and promoting more healthy lifestyles. Consequence of Eliminating: a Would allow drive-through windows for all types of uses within neighborhood commercial areas. Neighborhood commercial centers typically smaller, so drive-through lanes demand more land in centers. o GHG production increased and people less likely to walk and be healthy. 4/30/2009 `L1 Optimum Tasks Task: Research for Public, Developers (i.e. non -staff members) o Staff receives request from members of the public, developers, and other non -staff members for planning information that is not readily available (e.g. explanations of ordinances). This research is generally uncompensated; however, and reduces staff time available for other projects. Consequence of Eliminating: o The public, developers and others would not have a desirable understanding of why laws are in place, or how they may be impacted by those laws. Optimum Tasks Task: Liaison Duties to Regional Planning Directors' Group, SCTA Planning. Advisory Committee, and other non -City bodies o . Allows City staff to meet with staff from other communities in order to remain up-to-date in planning -related matters. Consequence of Eliminating: 0 City would be "out of the loop" on issues of regional importance 4/30/2009 15 Optimum Tasks Task: Review and comment on planning and environmental documents prepared by other agencies m Allows City staff to remain up-to-date on planning activities in neighboring and other communities and to assess any associated impacts on the City. Consequence of Eliminating: m City would likely be "out of the loop" on issues of regional importance Optimum Tasks Task: Presentations to civic groups, students, organizations • Public relations are important, as the planning process and government in general can be mysterious to the average citizen. • Presentations to various groups help to demystify the process and explain the importance of planning. Consequence of Eliminating: • Would not help increase community awareness of planning and other government -related matters CIKi�1f�.I�I�I'7 16 Planning Division Basic, Enhanced and Optimal Tasks Planning — Basic Tasks 1. Oversight of Planning Functions California Government Code (CGC) Section 65100 requires that Non-compliance with State Law each community establish a "planning agency," and all planning activities of that community are to be done by that planning agency. 2. Preparation, Updates and Maintenance CGC Section 65103 requires planning agency to: prepare, Non-compliance with State Law of General Plan periodically review and revise a General Plan; review the Capital Improvement Program (CIP) for consistency with the General Plan; promote public interest in the General Plan; consult and advise regarding the implementation of the General Plan; promote coordination of local plans and programs with other agencies; and perform other functions, such as conducting. studies when needed and preparing other types of plans. CGC Section 65300 directs that agencies must adopt a General Plan, with mandatory elements listed in GC Section 65302: The way of preparing and adopting the General Plan is listed in GC Sections 65350 et al. CGC Section 65400 requires that an agency prepare an annual report on the General Plan and present it to the local governing body. 3. Preparation, Updates, and Maintenance CGC Section 65103 requires the planning agency to implement the Non-compliance with State Law of Zoning Ordinance and Map General Plan through the use of specific plans, zoning, subdivision ordinances, etc. CGC Section 65104 mandates that the planning agency support planning activities with fees that do not exceed the reasonable cost of providing the services. CGC Sections 65800 et al direct how zoning regulations.are to be prepared and adopted 4. Preparation, Updates and Maintenance CGC Sections 65450 et al direct how Specific Plans are to be Non-compliance with State Law of Specific Plans prepared and adopted. Planning Division Basic, Enhanced and Optimal Tasks �: a _ Reason Benefits �. �. :. A Conse uences of Elimanat�n ,,� ,.. 5. Preparation, Updates and Maintenance CGC Sections 65580 et al state how Housing Elements are to be Non-compliance with State Law of Housing Element prepared/adopted, and the frequency of review and revisions CGC Section 65913.1 requires cities to zone sufficient vacant land for residential use to meet the need identified in the housing element of the General Plan. 6. Inclusionary Housing Program Assists City in meeting the State -mandated numbers of affordable Non-compliance with State Law housing units required to be produced in Housing Element. Basic requirement per Municipal Code is 15 percent of all new residential units must be affordable. 7. Preparation and implementation of a CGC Section 65594 requires that communities have a water Non-compliance with State Law water efficient landscape ordinance efficient landscape ordinance (deadline is 2010). 8. Preparation and period review of CGC Section 65865 speaks to the preparation and adoption of Non-compliance with State Law development agreements development agreements for projects 9. Preparation and implementation of a CGC Section 65915 requires cities to offer density bonuses and Non-compliance with State Law density bonus ordinance incentives.for certain types of residential projects (e.g. affordable housing, senior housing.) Our current Density Bonus Ordinance is being reviewed for potential amendments to bring into conformance with State Law 10. Preparation and adoption of California Code of Regulations (CCR) Sections 15000-15387 require Non-compliance with State Law environmental documents under the that all projects receive some sort of environmental review by the California Environmental Quality Act lead agency (i.e. the City for City projects). This includes (CEQA) exemptions, negative declarations, mitigated negative declarations and environmental impact reports (EIRs). 11. Review and approval of subdivisions of CGC Sections 66473-66498 govern the subdivision of land within Non-compliance with State Law land the City. - 12. Review and processing of annexations to Cortese -Knox Local Government Reorganization Act of 1985 sets Non-compliance with State Law City and amendments to City's Sphere of forth requirements for reorganizations (i.e. annexations to City) and Influence (SOI) changes to SOI. Planning Division Basic, Enhanced and Optimal Tasks 13. Review and processing of development CGC Section 65103 requires the planning agency to implement the Non-compliance with State Law and Municipal Code applications General Plan through the use of specific plans, zoning, subdivision ordinances, etc. Municipal Code outlines procedures for the review ,and approval of development applications, as well as the requirements that developments must meet. 14. Administration of City's Growth Maintains pace of development to meet General Plan growth rate Contained in Measure N, which was approved by the voters in 2000. Changes Management Program of implementing no more than an average of 225 residential would require voter approval. building permits per year. Planning — Enhanced Tasks .. Task. ,. , ..... ...... ,;. xv .... ....: ':., ,.. ., Reason Benefitski / � _. � ,,... `�„ :.. ,. .. •. Conse uences of Elimmatm < .. FN..�, .x. ...... x... . „ ,a.a . , ax�en... ,:.;.. � ....✓. < ,;:r.. .n . ,.... .. - ,.... .:, ..L ,.�/.: �;... 1. Meet with the public, developers and Takes guesswork out of planning for projects and provides basic Misunderstanding/lack of knowledge regarding local requirements related to contractors to discuss potential projects customer services for those desiring to develop in the City planning for projects 2. Provide support to other city Appropriately interrelates planning with other City functions. Inefficient development process; internal confusion regarding requirements departments. Participate in meetings in General Plan and other planning documents related to new development. 3. Function as planning staff to Planning Provides decision -makers with information needed to take Although State Law does not require a Planning Commission per se, it is a Commission/City Council informed actions on development proposals and other planning typical way for City Council's to assign the land planning function to an matters. appropriate reviewing body. 4. Review of building permit submittals for Ensures that building plans are consistent with Municipal Code Potential for plans to be approved that do not meet City standards. Lawsuits Zoning compliance requirements could arise based on City's negligence. 5. Preparation and Adoption of Allows Council to respond to changing needs of citizens, regardless Changing needs of community are not met. Ordinances, Standards, etc. at Council's of legal mandate to do so. Creates more responsive government. Discretion (e.g. tobacco ordinance; revised front yard setback standards) . 6. Preparation, processing and Allows Council to direct the development of the City in a manner Council's vision for special planning projects is not implemented. implementation of special plan studies that reflects the Council's vision. Allows plans to be adopted that (e.g. City Center Concept Plan) meet a specific need not necessarily mandated by State or local laws but which are nonetheless important. Planning Division Basic, Enhanced and Optimal Tasks Task, F e. r . .,, Rea on .B ..., �... i ,... ., ,. .. ., ... .._ . .. ^ ., v :. ., off. ^' , Conse uences . .... 4 7. Preparation of Planning reports for Allows decision-making body to have information related to ever- Would not apply to annual General Plan review required by State Law and Council and Commission and internal changing planning landscape annual Growth Management Program review by Municipal Code staff use (beyond responding to (implementation of Measure N). development proposals) 8. Affordable Housing Linkage Fee Program Assists City in meeting its affordable housing needs as mandated by If general residential development does not occur as planned, City may not the State. While the Inclusionary Housing Program is listed as a have enough affordable units produced through 15 percent inclusionary "basic task", the Linkage Fee Program enhances the City's efforts in requirement to meet State -mandated goals. Fee provides a fallback position developing needed affordable housing. in that it generates funding that may be provided to non -profits and other affordable housing providers to construct needed units. 9. Green Building/Sustainability Program While not yet a State Law, mandatory green building measures are A lack of sustainability measures would put City behind the curve regarding likely to be imposed by State in near future. Also assists City in State Laws that are being put into place regarding sustainability (e.g. SB 375, review of development projects by providing evidence to the State SB 97, AB 32). CEQA is being amended to require greenhouse gas emissions that sustainability measures are incorporated in projects, from projects be analyzed and appropriate mitigation imposed. City's existing particularly for those projects for which EIRs are required. Green sustainability measures are valid mitigation measures that can be building ordinance allows thresholds to be modified by Council as implemented by projects, rather than subject projects to wide array of needed, so flexibility already built into ordinance. mitigation measures that could otherwise be imposed by State. 10. Writing and submission of grant Grants are a promising source of funding for City projects and Loss of potential funding sources. proposals for project funding (e.g. City operations. The preparation of grant applications and their Center Plaza); potentially includes administration can be very time-consuming and a drain on staff administration of grants if successful resources, taking attention away from other important tasks. 11. Maintenance of City's demographic Provides a valuable service to the City's decision -makers, to the Decision -makers are left without vital information that is used in determining information public and to developers, as demographics provide detailed City actions. City loses its competitive edge in attracting businesses due to information of the City's make-up. This information is essential to lack of demographic information that are crucial to development decisions. many developers in choosing where to site projects. City staff also Ability for staff to perform needed research is hampered by lack of available relies on demographic information in the writing of reports, grant information. applications, etc. 12. Day-to-day tasks (dimensions, standards, While not State mandates per se, many of these tasks address Poor customer service and complaints from public and other users. signage, second units, temporary use requirements of the Municipal Code. Others reflect the need to permits, home occupation permits, provide a consistent, quality level of service to the public and other business license review, ABC license users. review, zoning conformance letters, address assignments) Planning Division Basic, Enhanced and Optimal Tasks 13. Support to Parks and Recreation Commissions; Committees and Board rely on planning staff to Decision -makers are -left without vital information that is used in determining Commission, Cultural Arts Commission, provide needed information required for effective decision-making. City actions. General ,' Plan Committee, Economic Certain Municipal Code sections require planning to interface with Development Committee, and other City these bodies to help process development proposals (i.e. analysis of bodies park proposals). Planning - Optimal Tasks �.. :.,...., .. , . , R ason B n fi e . ,e e i N , T s.. Copse uenceof.. Elimm m 1. Public Art Program Implements Goal CD -M and Policies CD -57 and CD -58 of the Public art would likely not be provided. General Plan. Purpose as stated in ordinance is as follows: "Public art is a vital element of a city's identity and contributes to the public health and welfare. Public art benefits both the community at large and the developers and tenants of a project that includes such artwork. It is appreciated by residents and gives them something to be proud of. It can also provide insights into an area's history, and can help enhance the character of a community, thereby supporting tourism efforts and contributing to a city's economic development." 2. Tree Preservation and Protection Implements Policy EC -12 of the General Plan. Purpose as stated in Could result in the loss of desirable mature trees and commensurate loss of ordinance is to foster a vibrant, attractive, and healthy mixed -age shade from tree canopies. Replacement of trees removed is important to and mixed -species urban forest; establish and maintain existing and reduction in greenhouse gases, as plants filter these gases and reduce their future tree cover on private lands in the city; and impact on the environment. maintain city trees in a healthy, attractive, and non -hazardous condition through good arboricultural practices. 3. Drive -Through Window Ordinance Reflects Council desire to restrict new drive-through windows to Would allow drive-through windows for all types of uses within neighborhood -regional-commercial-areas-with-the exception of -drive --through - _ commercial areas. - — facilities for pharmacies. Seen as way to reduce dependence on automobile, thereby reducing greenhouse gases and promoting more healthy lifestyles. 4. Research for Public, Developers (i.e non -staff members) 5. Liaison Duties to Regional Planning Directors' Group, SCTA Planning Advisory. Committee, and other non -City bodies Planning Division Basic, Enhanced and Optimal Tasks Staff receives request from members of the public, developers, and other non -staff members for. planning information that is not readily available (e.g. explanations of ordinances). This research is generally uncompensated; however, and reduces staff time available for other projects Allows City staff to meet with staff from other communities in order to remain up-to-date in planning -related matters. The public, developers and others would not have a desirable understanding of why laws are in place, or how they may be impacted by those laws. City would likely be "out of the loop" on issues of regional importance 6. Review and comment on planning and Allows City staff to remain up-to-date on planning activities in City would likely be ".out of the loop" on issues of regional importance environmental documents prepared by neighboring and other communities and to assess any associated other agencies impacts on the City. 7. Presentations to civic groups, students, Public relations are important, as the planning process and Would not help increase community awareness of planning and other organizations government in general can be mysterious to the average citizen. government -related matters. Presentations to various groups help to demystify the process and explain the importance of planning. Building Tasks Basic/Enhanced/Optimum May 1, 2009 Basic Tasks. 4/30/2009 1 Basic Tasks Task: Enforce California Code of Regulations, Title 24, all parts, aka California Building Standards Code. o This includes plan check and inspection. 0 Ensures building's are constructed per the State adopted building codes and are safe for their intended use. Consequences of Elimination: 0 Non-compliance with State Law 0 People could be hurt or killed. Basic Tasks Task: Title 25 — Manufactured homes and commercial coaches 0 Title 25 regulates installation of manufactured housing and commercial coaches. 0 City's mobile home parks are under the authority and jurisdiction of the State Dept of Housing and Community Development (HCD), however the City enforces regulations pertaining to installation' of manufactured housing and commercial coaches outside of mobile home parks. Consequence of Eliminating o Non-compliance with State Law 0 People could be hurt or killed. a If the City does not enforce these regulations, HCD could do the enforcement and then charge the City for their services. 4/30/2009 2 Basic Tasks Task: Title 25 — State Housing Law 4 State requires all cities to enforce the State Housing Law, which is also contained in Title 25. HCD responsible for the construction of hotels, motels, lodging houses, apartments and dwellings and this is enforced within cities by the local building department. u State Housing Law also mandates.preemptive requirements applicable to such housing structures, including substandard abatement proceedings for local government's enforcement. o State Housing Law also includes provisions for straw -bale construction, to be enforced by local government. Consequence of Eliminating: a Non-compliance with State Law e People could be hurt or killed. 0, If City does not enforce these regulations, HCD could enforce and charge City for services. Basic Tasks Task: Other State laws not found in Title 24 or Title 25, but enforced locally m Includes: notification to county assessor offices of final inspections; notification to building owners of building permit applications; verification of state license for preparation of plans; verification of contractor licenses; public records act requests; continuing education for building officials, plans examiners, and building inspectors; verification of HCD's Universal Design Checklist for residential developments; maintain copy of building plans and records for permits issued; make findings and administer adoption of local building regulations due to local climatic, topographical, or geological conditions; enforcement of substandard buildings; issuing orders to mandate repair of buildings that could endanger the public because of earthquakes; enforce the Essential Services Buildings Seismic Safety Act of 1986; enforce the Swimming Pool Safety Act and enforce and verify regulations for anti -siphon devices in swimming pools. Consequence.of Eliminating: e Non-compliance with State Law 4/30/2009 3 Basic Tasks Task: Collect fees for State Agencies 0 Calculate and collect fees for State agencies including Strong Motion Instrumentation Program Fees and Building Standards Commission Green Building Education fees (SB 1473) Consequence of Eliminating: 0 Non-compliance with State Law. Basic Tasks Task: Calculate School Development Fees o State law allows school districts to collect development fees when permits are issued for new buildings or significant additions. ® State law requires that these fees be calculated by the Building Dept as a part of the permit application and issuance process. Consequences of Eliminating - 0 Non-compliance with State Law. 4/30/2009 10 Basic Tasks Task: SB 1608 — Certified Access Specialist (CASp) 0 SB 1608 will require every jurisdiction to have a CASp on staff by July 1, 2010. m CASp required to perform accessibility inspections for local businesses and write a certified report that can then be used as a basis for determining follow-up action. This report can also be used by a judge in court to assist in determining appropriate action and responsibility. ' 0 CASp will also be required to educate business owners and consumers (those who want it) regarding the various titles of the Americans with Disabilities Act (ADA).as well as State law. The CASp will assist local government with achieving the objectives of Title II of the ADA that address access deficiencies in city -owned and leased buildings. (The City may charge for these services) Consequences of Eliminating: o Non-compliance with State Law. ca Potential for lawsuits Basic Tasks Task: Establish Building Code Appeals Board 0 The City used to have a contract with Sonoma County to provide an Appeals Board. The County elected to not renew the contract. An Appeals Board is required by California Building Code Section 108.8. Consequences of Eliminating: © Non-compliance with State Law. 4/30/2009 5 Enhanced Tasks Enhanced Tasks Task: Office of Emergency Services/Mutual Aid d Building departments are key players in setting up procedures for the operation of an EOC, especially for long term events and obtaining field information for use in both the recovery and tactical phases of an emergency (post -earthquake, fires, flood, etc.) o Mutual aid is one aspect of disaster preparedness the City's Building Division may be called upon to assist other jurisdictions in the event of an emergency. Consequences of Eliminating: o Local response by the Building Division may be inadequate. m Neighboring communities may not get adequate or timely responses from building inspectors during times of emergencies. 4/30/2009 9 Enhanced Tasks Task; Create and maintain handout information related .to building code updates o Building Codes are updated every three years. Providing updated information specific to the most common areas of work performed in Rohnert Park helps ensure that work is done properly and in compliance with current codes. Consequence of Eliminating: 0 Some work may not get done to current codes, which could result in work having to be torn out.and redone. This would be costly to contractors and homeowners. Enhanced Tasks Task: General handouts 0 There are many processes, regulations, codes, and other information that building permit applicants need to know when applying for approval of their project. These processes quite often need updating and the public needs to know what is required of them. Consequences of Eliminating - 0 Plans will be submitted without the required information, applications will not be complete, the public will need to engage staff to get the answers (rather than simply reading a handout), and homeowners won't get the necessary direction for their projects. Staff can easily get overwhelmed when handouts are not available or up to date. 4/30/2009 rA Enhanced Tasks Task: Green Building (GBO) and Energy Efficiency Ordinances 0 All communities across the nation are developing programs that will reduce the amount of greenhouse gas emissions generated from building use. The sooner that local greenhouse gas reduction programs are implemented, the easier it will be for communities to absorb the long term impacts from implementing these types of regulations. The RP GBO provides tangible measures for GHG reductions and positions the City to be ready for the next wave of development. Consequence of Eliminating: o If the City delays implementation of green building and energy efficiency measures, state and federal regulations will most likely be in place that will make development within the City more problematic. Enhanced Tasks Task: Meet with developers, designers, and contractors to discuss prospective projects o For all projects, architects and engineers need to know specific design criteria (seismic design category, soils conditions, wind speed and exposure, etc.) They also need to know how certain provisions of the building code will be applied and interpreted (change of occupancy issues and exceptions, for instance.) Meeting with the building official prior to developing design documents can save property owners and developers thousands of dollars and weeks of lost time. Consequences of Eliminating: o Projects will take longer to process and approve. Developers/contractors will spend more money on design consulting work because of the lack of direction from the Building Division. 4/30/2009 X. Enhanced Tasks Task: Provide support to other city departments o The Building Division provides services to other divisions and departments such as assisting Parks and Recreation with ADA questions related to facilities and playgrounds; assisting Engineering with ADA questions related to existing curb ramps and other city facilities; assisting Public Works with code issues related to construction of structures, maintenance of buildings, installation of chlorine systems (for pools), etc. Consequence of Eliminating: o Without the Building Division's expertise in these areas, it maybe more costly and timely to obtain that expertise from other sources. Neglecting the importance of compliance in many of these areas (i.e., accessibility) could open the City up to legal action. Optimum Tasks 4/30/2009 9 Optimum Tasks Task: Business license inspections ® When new businesses open or when existing businesses move into new locations, the Building Division does a cursory inspection of the premises to determine if there are any obvious building code violations and also to assess whether the business use is compatible with the building type and location. Consequence of Eliminating: ® Businesses may end up operating with building code violations and some businesses may not be compatible with the building type of location. Optimum Tasks Task: Provide support to Public Safety for fire callouts o Fire personnel often need assistance in determining whether to disconnect utilities and to assess the structural condition of a building following an incident. The building inspector can make those assessments. The building inspector also initiates contact with the homeowner/building owner and advises what the process is to get permits and repairs done so'the building can be made suitable for occupancy once again in a timely manner. Consequence of Eliminating: o Firefighters may disconnect utilities when it may not be necessary, resulting in loss of use of a building for a period of time. Or, utilities may NOT be disconnected, which can create a dangerous situation. Building owners may not know how to proceed with getting the necessary permits and approvals for rebuilding. 4/30/2009 10 Optimum Tasks Task: Collaborate with State Dept of Housing and Community Development (HCD) with enforcement in mobile home parks o HCD is responsible for enforcement of all mobile home and -RV parks within the City of RP. Providing local response to emergency situations (fire call - outs) as well as code enforcement complaints (Sonoma Grove) helps residents within the parks. Consequence of Eliminating: o It may take days for HCD to respond to calls from park residents. Some of these calls could be related to serious conditions and could result in damage to property, unsafe/unhealthy conditions, or unabated nuisances. Optimum Tasks Task: Migrate permit tracking database from PTWin to Ursa a The permit tracking software currently used by the Building Division will no longer be supported once Black Bear's new replacement software, Ursa, has been released. Ursa will be easier to use and will have the added benefit of being compatible with Springbrook since they both use MS SQL server platforms. This compatibility could allow for a reduction in data input from both Building and Finance. Consequence of Eliminating: © If something goes wrong with PTWin in the future, we would not have technical support to help fix the problem. If the Ursa migration does not happen, we will not be able to take advantage of the potential efficiencies provided by the SQL platform. . 4/30/2009 11 Optimum Tasks Task: Ordinance development o There are a number of ordinances that are still on the "to do" list including Universal Design, Construction and Demolition Debris, Placard, Seismic Retrofit, and Solar Access. Consequence of Eliminating: 0 If some of these ordinances are not developed (Universal Design for example), there would not be large consequences. Others, such as the Seismic Retrofit Ordinance would provide enhanced safety to RP's building inventory. 4/30/2009 12 Building Division Basic, Enhanced and Optimal Tasks Building — Basic Tasks Task. ... , , Reason Benefits . F.. , .. ,� � .:: ._. Conse uence ,of Elimmatm .� .. �,: �: 1. Enforce California Code of Ensures buildings are constructed per the State adopted building Non-compliance with State Law and people could be hurt or killed. Regulations, Title 24, all parts, also codes and are safe for their intended use. known as the California Building Standards Code. This includes plan check and inspection. 2. Title 25 — manufactured homes and Title 25 regulates the installation of manufactured housing Non-compliance with State Law and people could be hurt or killed. If the City commercial coaches and commercial coaches. While the City's mobile home parks does not enforce these regulations, HCD could do the enforcement and then are under the authority and jurisdiction of the State Dept of charge the City for their services. Housing and Community Development, the City's Building Division enforces regulations that pertain to the installation of manufactured housing and commercial coaches outside of mobile home parks. 3. Title 25 —State Housing Law All cities in the State of California, including The City of Non-compliance with State Law and people could be hurt or killed. If the City Rohnert Park, are required by State law to enforce the State does not enforce these regulations, HCD could do the enforcement and then Housing Law, which is also contained in Title 25. The State charge the City for their services. Housing Law charges the California Department of Housing and Community Development (HCD) with the responsibility of enforcing building provisions for the construction of hotels, motels, lodging houses, apartments and dwellings. These provisions are enforced within cities by the local building department. Additionally, the State Housing Law mandates preemptive requirements applicable to such housing structures, including substandard abatement proceedings for local government's enforcement. State Housing Law also includes provisions for straw -bale construction. The Rohnert Park Building Division enforces these provisions. 4. Other State laws not found in Title 24 or There are numerous other state, laws enforced by local. Non-compliance with State Law Title 25, but enforced locally building departments. Some of the these state laws include Building Division Basic, Enhanced and Optimal Tasks B e h4if i I �',, lv,z providing notification to county assessor offices of final inspections; notification to building owners of building permit applications; verification of state license for preparation of plans; verification of contractor licenses; public records act requests; continuing education for building officials, plans examiners, and building inspectors (minimum 45 hours every three years per individual); verification of HCD's Universal Design Checklist for residential developments; maintain copy of building plans and records for permits issued; administer affidavits for permission to copy plans; make findings and administer adoption of local building regulations due to local climatic, topographical, or geological conditions; enforcement of substandard buildings; issuing orders to mandate repair of buildings that could endanger the public because of earthquakes; enforce the Essential Services Buildings Seismic Safety Act of 1986; enforce the Swimming Pool Safety Act and enforce and verify regulations for anti -siphon devices in swimming pools. While some of the items in this list are building standards, they do not appear in the California Building Standards Code. There are numerous regulations enforced by local building departments in California that originate because of legislative action rather than through the State's building standard development process. 5. Collect fees for State Agencies Calculate and collect fees for State agencies including Strong Non-compliance with State Law Motion Instrumentation Program Fees and Building Standards Commission Green Building Education fees (SB 1473) 6. Calculate School Development Fees State law allows school districts to collect development fees Non-compliance with State Law when permits are issued for new buildings or significant additions. State law requires that these fees be calculated by the Building Dept as a part of the permit application and Building Division Basic, Enhanced and Optimal Tasks issuance process. 7. SB 1608 — Certified Access Specialist SB 1608 will require every jurisdiction to have a CASp'on staff Non-compliance with State Law (CASp) by July 1, 2010. The CASp will be required to perform accessibility inspections for local businesses and write a certified report that can then be used as a basis for determining follow-up action.. This report can also be used by a judge in court to assist in determining appropriate action and responsibility. The CASp will also be required to educate business owners and consumers (those who want it) regarding the various titles of the Americans with Disabilities Act (ADA) as well as State law. The CASp will assist local government with achieving the objectives of Title II of the ADA that address access deficiencies in city -owned and leased buildings. (The City may charge for these services) 8. Establish Building Code Appeals The City used to have a contract with Sonoma County to provide an Non-compliance with State Law Board Appeals Board. The County elected to not renew the contract. An Appeals Board is required by California Building Code Section 108.8. Building — Enhanced Tasks 9. Office of Emergency Services/Mutual Building departments are key players when it comes to setting Local response by the Building Division may be inadequate. Neighboring Aid up procedures for the operation of an emergency operating communities may not get adequate or timely responses from building center especially for long term events and obtaining field inspectors during times of emergencies. information for use in both the recovery and tactical phases of an emergency (post -earthquake, fires, flood, etc.) Rohnert Park's Building Division plays a vital role in disaster preparedness training. Mutual aid is one aspect of disaster preparedness the City's Building Division may be called upon. Building Division Basic, Enhanced and Optimal Tasks :r ,,,......, r:.::. ;.. r,.' - f. \a` ,.,. _. „...:.. .� t.,... sk .. _ ,.__. ,_ .n t c, .. ,. .F .;: .,i. .. 5;. ..., v ::. _.ml Reason Benef is _ ,. to uence .o.f Eliatm . .� ...., ... ,_ ... ... �..... to assist other jurisdictions in the event of an emergency. 10. Create and maintain handout Building Codes are updated every three years. Providing updated Some work may not get done to current codes, which could result in work information related to building code information specific to the most common areas of work performed having to be torn out and redone. This would be costly to contractors and updates in Rohnert Park helps ensure that work is done properly and in homeowners. compliance with current codes. 11. General handouts There are many processes, regulations, codes, and other Plans will be submitted without the required information, applications Will information that building permit applicants need to know when not be complete, the public will need to engage staff to get the answers applying for approval of their project. These processes quite often (rather than simply reading a handout), and homeowners won't get the need updating and the public needs to know what is required of necessary direction for their projects. Staff time can easily get overwhelmed them. when handouts are not available or up to date. 12. Green Building (GBO) and Energy All communities across the nation are developing programs that If the City delays implementation of green building and energy efficiency Efficiency Ordinances will reduce the amount of greenhouse gas emissions generated measures, state and federal regulations will most likely be in place that will from building use. The sooner that local greenhouse gas reduction make development within the City more problematic. programs are implemented, the easier it will be for communities to absorb the long term impacts from implementing these types of regulations. The RP GBO provides tangible measures for GHG reductions and positions the City to be ready for the next wave of development. 13. Meet with developers, designers, and For all projects, architects and engineers need to know specific Projects will take longer to process and approve. Developers/contractors will contractors to discuss prospective design criteria (seismic design category, soils conditions, wind spend more money on design consulting work because of the lack of direction projects speed and exposure, etc.) They also need to know how certain from the Building Division. provisions of the building code will be applied and interpreted (change of occupancy issues and exceptions,, for instance.) Meeting with the building official prior to developing design documents can save property owners and developers thousands of dollars and weeks of lost time. 14. Provide support to other city The Building Division provides services to other divisions and Without the Building Division's expertise in these areas, it may be more costly departments departments such as assisting Parks and Recreation with ADA and timely to obtain that expertise from other sources. Neglecting the questions related to facilities and playgrounds; assisting importance of compliance in many of these areas (i.e., accessibility) could Engineering with ADA questions related to existing curb open the City up to legal action. ramps and other city facilities; assisting Public Works with, code issues related to construction of structures, Building Division Basic, Enhanced and Optimal Tasks ....,.-...... .l ,.. ...::.,. 1. ..: .c, .. ,. -. „. : a ,.... t ,. '.. ....... ,.x z. §,: .. �,,,, .... _, Reason Benefits ... ., :.... .. �.... ... , , , a ,..✓: ,.-, ,.. ... ... _... , C on uences f.Elimrnatm 1. Business license inspections maintenance of buildings, installation of chlorine systems (for Businesses may end up operating with building code violations and some pools), etc. businesses may not be compatible with the building type of location. Building — Optimal Tasks . , � . ,. � .. ..Task;'. _ , :: ..,� �. ; _ Reason .Benefits... v. 1. Business license inspections When new businesses open or when existing businesses move into Businesses may end up operating with building code violations and some new locations, the Building Division does a cursory inspection of the businesses may not be compatible with the building type of location. premises to determine if there are any obvious building code violations and also to assess whether the business use is compatible with the building type and location. 2. Provide support to Public Safety for Fire personnel often need assistance in determining whether to Firefighters may disconnect utilities when -it may not be necessary, resulting fire callouts disconnect utilities and to assess the structural condition of a in loss of use of a building for a period of time. Or, utilities may NOT be building following an incident. The building inspector can make disconnected, which can create a dangerous situation. Building owners may those assessments. The building inspector also initiates contact not know how to proceed with getting the necessary permits and approvals with the homeowner/building owner and advises what the process for rebuilding. is to get permits and repairs done so the building can be made suitable for occupancy once again in a timely manner. 3. Collaborate with State Dept of HCD is responsible for enforcement of all mobile home and RV It may take days for HCD to respond to calls from park residents. Some of Housing and Community parks within the City of RP. Providing local response to emergency these calls could be related to seriou's conditions and could result in damage Development (HCD) with situations (fire call -outs) as well as code enforcement complaints to property, unsafe/unhealthy conditions, or unabated nuisances. enforcement in mobile home parks (Sonoma Grove) helps residents within the parks. 4. Migrate permit tracking database from The permit tracking software currently used by the.Building Division If something goes wrong with PTWin in the future, we would not have PTWin to Ursa. will no longer be supported once Black Bear's new replacement technical support to help fix the problem. If the Ursa migration does not software, Ursa, has been released. Ursa will be easier to use and happen, we will not be able to take advantage of the potential efficiencies will have the added benefit of being compatible with Springbrook provided by the SQL platform. since they both use MS SQL server platforms. This compatibility could allow for a reduction in data input from both Building and Finance. 5. Ordinance development There are a number of ordinances that are still on the "to do" If some of these ordinances are not developed (Universal Design for list including Universal Design, Construction and Demolition example), there would not be large consequences. Others, such as the Debris, Placard, Seismic Retrofit, and Solar Access. Seismic Retrofit Ordinance would provide enhanced safety to RP's building inventory. FUTURES INCORPORATED Finance • Continuing Disclosure • Bond April 2, 2009 Ad Hoc Budget Committee Amie Breeze, Mayor Gina Belforte, Vice Mayor Committee Members, Distr. g Mtg. Of: CC. cc. File: Urban Futures, Inc. has completed its initial review and analysis of conditions and mechanisms which we believe affect the current and future financial performance of the City of Rohnert Park. Our engagement consists of two phases — the first representing an S.W.O.T. analysis (strengths, weaknesses, opportunities, and threats) and review of related materials, while the second phase consists of a budget implementation plan. Following are our preliminary findings relative to each phase. Phase One (S.W.O.T.) Strengths: • Staff continues to deliver services despite the operational deficit • Strong retail economy and high per capita sales tax considering relatively small population. • Green Music Center — planned regional performing arts center with regional draw and strong economic multipliers. • Good stable top employers — not significantly susceptible to economic downturns/recessions. • Older stable residential neighborhoods — should not be greatly impacted by reduced property assessments/values as a result of the recession • Recreation system and opportunities are considered assets in the community • The CDC is a viable financial arm of the City Weaknesses: • General -Fund budgetary shortfall of approximately $8 million which represents 26% of the budget. • The public safety (police and fire) budget represents 85% of 2008/09 projected General Fund revenues - it may not be possible to cure the budgetary deficit without public safety impacts • Community is relatively `built -out' — minimal growth potential • Inadequate number of "sit-down" restaurants and national chain boutique retail establishments which support community preferences • Past land use decisions along the freeway corridor limit future "big box" opportunities Crestview Corporate Center - 3111 N. Tustin Avenue, Suite 230, Orange, CA 92865-1753 — Tel: (714) 283-9334 Finance/Continuing Disclosure: finance@urbanfutu.resinc.com Fax: '(714) 283-5465 Per capita, income is below average for the region (but is also more stable). - Unrealistic,reliance on land sales to continue balancing annual budgets Opportunities: Threats: • Annexation of land within the sphere of influence could add to future economic development opportunities • Surplus land should be sold improving cash flow for the General Fund concurrently with budget reductions/enhancements • Investment opportunities to place idle CDC Bond Reserve Funds into Guaranteed Investment Contracts (GICs) will generate new revenue of roughly $90,000 annually (no impact to the General Fund) • Per the Economic Development Action Plan, there appears to be future growth potential and available sites for high-technology and professional services • The City has a signed Agreement with the Graton Rancheria Resort and Casino which could result in significant new operating revenues • A Voluntary Separation Program should be considered to reduce the number of FTE's allowing for a restructuring of operations with minimal implementation costs • Pursuit of a Golden Handshake process which could cut the $8 million deficit in half — some potential adverse impact on service • No utility users tax — measure could be placed before the voters • Possible %4 cent sales tax for public safety assistance could be placed before the voters — would raise approximately $2 million • Fee studies have been completed for Building and Planning • The City does not operate with Council approved Fiscal Policies • Cutting costs cannot realistically be achieved without an impact to public safety, thus creating potential public controversy and adverse reactions • Retail sector in the City has been relatively "optimized" with little room for future large sales tax generators in the current economy • Possible continued effects of international economic downturn • Portfolio losses by CALIPERS may further exacerbate the high employer rate condition • Stipend costs associated for Public Safety may create additional budgetary concerns in the future • Reinvestment risk with idle cash will reduce revenues available to the General and Restricted Funds • Capital facilities funded by the CDC have become difficult to operate and maintain by the General Fund 2 Review of City Financials — Key Issues: • Personnel costs have increased by 33%, or $3.7 million since 2003/04 • Retirement costs (PERS) have tripled since 2003/04 — a $3.6 million increase Retiree health costs (OPEB) has doubled since 2003/04 — a $750,000 increase • The above three items, alone, equal present General Fund budgetary shortfall of $8 million. • Recent review of Building and Planning fees by MAXIMUS suggests said charges are $800,000 short offull cost recovery — however, it is not known at this time if any increases in such fees would be compatible with market conditions • No other significant fee discrepancies were noted, based upon a cursory review (i.e., Performing Arts Center, Recreation, and Aquatics) ® Voter approval is required for new or increased revenues of necessary significance • The cost allocations of general government and indirect costs utilized by the Finance Department appear reasonable • Investment practices seem reasonable and well thought out The following table and figures illustrate the financial realities that are behind Rohnert Park's present challenges and issues. Table 1, in particular, shows the dollar and percentage growth in salaries and benefits, 50%, total expenses, 38%, and revenue 14%. Rohnert Park will continue to face challenges sustaining itself in a continuum where the rate of expenditure growth is three times greater than revenue growth. Budgeted FTE's Salaries/wages Overtime PERS Health Insurance Retiree Health Other Benefits Total Salaries & Benefits Debt/Long Term Leases Operational Costs Total Expenses Revenue -Less Land Sale Projected -Ongoing Deficit Table 1 City of Rohnert Park Budgetary Revenue and Cost Comparison 2003/04 Through 2008/09 Percentage Budget I Change 2003/04 2004/05 2005/06 2006/07 2007/08 2008/09 03/04 - 08/09 152 164 164 163 163 163 7.24% 11,339,487 11,858,018 12,813,953 13,397,552 14,347,839 14,962,159 31.95% 1,202,453 1,184,766 1,012,728 1,261,178 1,514,557 854,200 -28.96% 1,834,317 2,792,236 3,397,038 3,476,792 5,362,750 5,432,297 196.15% 1,377,700 1,519,023 1,615,170 1,629, 394 1,646,216 1,631,610 18.43% 549,232 648,591 661,045 868,606 912,058 1,294,452 135.68% 331,531 471-,252 434,402 460,061 741,111 599,505 80.83% 16,634,720 18,473,886 '19,934,336 21,093,583 24,524,531 24,774,223 48.93% 638,437 617,751 650,722 695,111 671,497 649,651 1.76% 5,285,197 5,738,636 6,322,490 6,619,693 6,375,749 7,681,846 33,105,720 45.35% 22,558,354 24,830,273 26,907,548 28,408,387 31,571,777 46.76% 20,282,645 20,310,664 20,594,358 23,580,345 24,513,850 23,047,430 13.63% (2,275,709) (4,519,609) (6,313,190) (4,828,042) (7,057,927) (10,058,290) N/A As noted in Figure 1, the budgetary deficit has grown in each year. Figure 1 City of Rohnert Park Budgeted Expenses v. Revenues 30,000,000 25,000,000 c 20,000,000 3 0 E 15,000,000 _ 10,000,000 5,000,000. 2003/04 2004/05 2005/06 2006/07 2007/08 2008/09 Fiscal Year D venues 16, 000, 000 14,000,000 12,000,000 c 10,000,000 E 8,000,000 Q 6,000,000 4,000,000 2,000,000 0 Figure 2 City of Rohnert Park Budgeted Expenses - Salaries/wages 2003/04 2004/05 2005/06 2006/07 2007/08 2008/09 Fiscal Year PERS costs have tripled in just six years as a result of increased staffing levels and implementation of enhanced benefit plans. Recent losses in the PERS investment portfolio in 2001 through 2003 and 2007 and 2008 have also adversely impacted rates. 4 6,000,000 5,000,000 4,000,000 c o 3,000,000 E Q 2,000,000 1,000,000 0 Figure 3 City of Rohnert Park Budgeted Expenses - PERS 2003/04 2004/05 2005/06 2006/07 2007/08 2008/09 Fiscal Year Other Post Employment Benefits (OPEB) consisting mainly retiree health costs have doubled in six years. This is due to increasing health care costs, a growing number of retirees, and negotiated employee separation opportunities (i.e., health care guarantees and golden hand shake) . 1,400,000 1,200,000 1,000,000 c 800,000 0 0 E 600,000 400,000 200,000 0 Figure 4 City of Rohnert Park Budgeted Expenses - Retiree Health 2003/04 2004/05 2005/06 2006/07 2007/08 2008/09 Fiscal Year 5 6 Figure 6 City of Rohnert Park Budgeted Expenditures by Category 16,000,000 __ _ 14,000,000 - y" 12, 000, 000 10,000,000 `` o Salaries/Wages 40 ® PERS oo 8,000,000 ®Retiree Health E 6,000,000 i 4,000,000 2,000,000 r 2003/04 2004/05 2005/06 2006/07 2007/08 2008/09 Fiscal Year 6 Growth in salary and benefit costs alone eclipsed General Fund revenues in 2007/08. Both safety and miscellaneous employee costs have steadily increased with some leveling off in 2008/09 following benefits restructuring and implementation of budget savings opportunities. 30, 000, 000 25, 000, 000 20, 000, 000 oo 15, 000, 000 E Q 10, 000, 000 5,000,000 0 Figure 7 City of Rohnert Park Salaries and Benefits 2003/04 2004/05 2005/06 2006/07 2007/08 2008/09 Fiscal Year Safety o Miscellaneous -Revenue-Less Land Sale -Total Salaries & Benefits Public safety percentage increases generally exceed.the percentage increase in both total expenses and revenues. 7 The average growth rate in expenses over the last six years has been 8%, whereas revenues grow at a 3% average annual rate. Projecting these same growth rates over the next five years. indicates an increasing budgetary gap/deficit of $15 million in 2013-14. Such a deficit is also a concern for cash flow for the City. Figure 9 City of Rohnert Park Projected Expenses v. Revenues 45,000.000 .......... Expenses 40, 000, 000 _ 35,000,000 Deficit 30,000.000 c 25,000,000 3 O E 20,000,000 J Revenues 15,000,000 10,000,000 - 5,000,000 -! 0 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 Fiscal Year Following are some additional areas examined by UFI in an effort to better explore strengths, weaknesses, opportunities, and threats. Contractual Obligations A summary review of contractual obligations did not disclose any unusual items, which appear to be excessive in cost when compared to the service rendered. Housing and homeless program contract expenses appear normal, as do audit fees, chamber of commerce services, outside economic development consultants, landscaping, legal services, and outsourced printing. Urban Futures staff is in the process of reviewing several development agreements including the Option to Purchase and Purchase Agreements with Redwood Equities and University District LLC. Review of Economic Development Programs/Strategies: The Economic Development Action Plan, prepared by the Conley Consulting Group, appears quite comprehensive and adequately covers all typical influences on an area's fiscal capacity — demographics, labor force, existing employers, current and potential key retailers, industrial growth opportunities, and impending entertainment venues, such as the Green Music Center and Graton Rancheria Resort and Casino. Maintenance and expansion of the present business and employment base, as evidenced in the plan, is the most effective strategy — particularly considering current economic conditions. Consistent and enthusiastic outreach and contact with the local business community is essential as also noted by Conley. This report is being prepared concurrently to the drafting of the CDC' 5 -Year Implementation Plan. It is strongly suggested the Implementation Plan reflect the priorities of the City as a whole allowing for consistency with redevelopment guidelines. As the City continues to face financial challenges, involvement of the CDC in developing the City long term financial future is paramount. Existing Debt Obligations Given the current high interest rate environment relative to,tax-exempt municipal bonds, there does not appear to be any opportunities for refunding existing debt obligations. This condition applies to all debt reviewed including special assessments, water and wastewater revenue, bonds, Community. Development Commission tax allocation bonds, and long-term leases for capital equipment. A. debt service coverage analysis of the wastewater (sewer) bonds is likely to reveal a less -than required debt coverage ratio for issues bonds. Phase Two — Budget Implementation Plan (development under way) Revenue Enhancements: Recreational Services — An entrepreneurial approach to managing one of the City's most valuable assets (parks, performing arts center, and pools) is recommended. Despite the fact the changing demographics in the community, this program should evolve as the needs of the community change in order to maintain acceptable levels of efficiency. General Use Taxes o Utility Users Tax — Implementation of a utility user's tax, if approved by the voters, would raise approximately $2 million at a 3% tax, $3.3 million at 5%, and $4 million at 7%. The obvious downside to this approach is the voter approval requirement in a difficult general economic environment. o % cent additional sales tax for public safety - mirroring Santa Rosa's Measure O. This revenue mechanism is also subject -to voter approval and should generate approximately $2 million in additional sales tax receipts. It should be noted that such revenue increase would not be adequate to thwart the necessary cuts in the public safety budget, and it would be difficult to persuade voters to pass any such measure when reductions in service levels may also be in play. Implement full cost recovery as recommended by MAXIMUS in their study of building and planning fees — this should generate approximately $820,000 in total, but the suggested fee increases need to be subjected to a market reality test before making any changes. Cost Allocation Performance: • As previously indicated, the review of the cost allocation percentages used by the Finance Department for government and indirect charges to other funds departments and funds appear reasonable in light of what other cities typically do — no increases or decreases in the rates used are recommended. • At the request of staff, a review of the cost allocations to the CDC and the Enterprises was completed. (Findings under review) CDC and Utilities Obligations to the City: • Bond issues in 2007 by the CDC will impact the CDC's financial ability to carry out citywide priorities in the coming years with much of the CDC's Tax Increment revenue allocated to debt service • The passage of Measure L in November 2008 will likely adversely impact the City's bond covenant calling for debt service coverage of 120% • CDC loan from the City ...... (analysis underway) Example Budget Options List: • Implement Golden Handshake Program $2,000,000 (not net of recharge) • Employees pay full share of the 8% employee PERS cost (Miscellaneous) and 9% (Safety) 1,300,000 • 10% "across the board" cut in the General Fund Budget after deducting the Golden Handshake effects 2,700;000 (not net of recharge) Total from expense cuts $6,000,000 • 7% utility users tax $4,000,000 • '/4 % sales tax increase for public safety 2,000,000 • Implement full cost recovery for building & planning fees 820,000 Total from revenue enhancements $6,820,000 Conclusions: The City of Rohnert Park has very serious structural problems in its fiscal approach. In the past, land sales have filled the gap between ongoing revenues and expenses, but that stop gap measure has limits as there is only so much land that the City owns. Moving forward into a healthy future will require a comprehensive approach to service delivery and fiscal management. A phased approach is recommended in order for the Council and staff to make good public policy decisions moving forward while preserving priority and essential services to the community. 10 2-24-20i REVISED Sgt. Wulff Reinhold PSO Aaron Hall Admin Sgt. Graveyard Shift PSO Gerald Vincent Sgt. An Sweeney GraveyardShift Sgt. D.- Saldanhe Sgt. Troy Moore Steve Kapinos Ben Fernandez Dean Becker S.E.U. Ryan ales Keith Astley SOL Jeff Jus Uce Jason Williams Joel Walter Paul Lawrence Shawn Baker Nick LaStmte Dave Rodriguez Dan Ager Jacy Tatum i SWORN POSITIONS I Director 2 Commanders 3 Lieutenants 12 Sergeants 1 Fire Marshal 59 Public Safety Officers 78 Sworn Positions (2 total Vacant Positions: School Resource Officer and Fire Inspector) QpF1NE-RT PAP 62 +-t TOTAL CURRENT SAVINGS DUE TO POSITIONS UNASSIGNED: $439,073.04 *All dollar amounts assigned to wages cover salary and employee benefits, only. C Shift Sergeant (Capt) Joe Ferronato Brian Da Debbie Lamaison Steve Boggeri PSO/CAPT Rob Luis Robert Sagan PROFESSIONAL STAFF 1 Technical Services Manager (Interim) 15 Dispatchers (12 Full Time / 3 P/f) 1 YFS 1 Evidence Specialist 4 CSO (One Assigned to Property, one Vacant) 3 Secretaries 1 Records Supervisor 7 Records Personnel 7 Animal Shelter Employees and Supervisor \40 Personnel °.;DIRECTOR -" T �T CURRENT- U RRE1�1 T. STAFFING Brian. Masterson a Secretary II ,. • - - Patricia Poon �POLICECOMMjANDERtir FIRE COO MMANDE-R DaueFr+�azer Jaek Rosevear YFS. ;,0 ac. .. T4 - PSA's PSO Gerald Vincent Kathy VanderVennet Coordinator , Tec:iaServices Lt. Taylor Lt. Marty Lt. St Fire Marshal Marshal ger Team p2 Team ttt Dana Tzzanti Budget Fire Inspector DayshifUEarly Cover Canine Dayshift/EarlyCover AShift Vacant Records Investigation 8 Secretary I Sgt. Jared Wulff Reinhold ac SergeantJerrNicks PSO Rick Bates Sgt. Dave Welch ",TO PROGRAM Matt Hughes Fire Inspector Personnel Supervisor Chnatine Giordano Sergeant Jeff Nicks Denise Derby Jon es Crespan PSO Charles Larson Bob Ferry Sgt. Dale Vtecht Jim Brady Fire CSO Lilly Brooks Clerk Eric Smith Bill Lawrence Bob Ferry Brandon Davidge Cathy Thompson Secretary I Chris Medina Norm Anderson Gerald Vincent Justin Thompson PSO/CAPT George Brannan CSO 'bispatch p Debbie Schwanke Secretary Prt Evidence Specialist Jon Kempf p Casey Thompson Steve Luscombe Gene Fahy Kim Cates Kathy Menne Assistant 11 PIT Steve Stayrook Vince Amato Dana Ru and ga Paul Lawrence Anthony S.— avasClark Cl rk Raquel Kilmartin Jennifer Davis Assistant 11 Assistant I PR Gerald Aaron Vincent Hall Animal Shelter Rob Lankford CSO Mark NormanDana Keith Astley Secretary Mara Goldy Victoria Poncia Assistant I PR Detectives CSO Jetle Selberg Supervisor, Mickey Zelda, Rugaard Jerrod Marshall Rita Ama Pearson ya- Thome Hevron Jenniter Johnson Phil Lamaison Crime Prevention CSO -Vacant Vat Tech, Sara N. Judkins Aaron Hall Melissa Kositzin Kelly Ko -r Amber D. Hemmingsen Rick Bates K-9 Torri Amato Jason Krauss Michelle McCrea Swing Shift/Late Josh Burns B Shift Maria Pilgrim Steve Horton Swing Shift/Late Cover Diane Riordan Cover Chades Larson K-9 Se t Ca t Aaron Johnson re ( p) VOIUrIIaer FIF Trisha Raia Property Training John Gilson Sgt. Data Utechf Gary Abrahms Heather Rothhammar Sgt Eric Robinson CSO !elle Selberg. Mike Werle e Lori Royston CSO Jim Cates Sgt Mike Beres Andrew Dave Smith Karin Linscott Dan Marquez Tara Douglas Eric Matzen PSO/CAPT - Denise Wallace -Hinton Caryn Bender SRO', Adam Sutter Strongman Stave Luscombe Man Snodgrass Pat Fahy Angie MeroshnekoN PR Jerrod Marshall Debbie Zanim Josh Burns Scott McKinnon Linda Gray P/T Explorers Vacant Rick Bates K-9 Charles Larson K-9 Natalie Alves PIT Traffic / Motors 2-24-20i REVISED Sgt. Wulff Reinhold PSO Aaron Hall Admin Sgt. Graveyard Shift PSO Gerald Vincent Sgt. An Sweeney GraveyardShift Sgt. D.- Saldanhe Sgt. Troy Moore Steve Kapinos Ben Fernandez Dean Becker S.E.U. Ryan ales Keith Astley SOL Jeff Jus Uce Jason Williams Joel Walter Paul Lawrence Shawn Baker Nick LaStmte Dave Rodriguez Dan Ager Jacy Tatum i SWORN POSITIONS I Director 2 Commanders 3 Lieutenants 12 Sergeants 1 Fire Marshal 59 Public Safety Officers 78 Sworn Positions (2 total Vacant Positions: School Resource Officer and Fire Inspector) QpF1NE-RT PAP 62 +-t TOTAL CURRENT SAVINGS DUE TO POSITIONS UNASSIGNED: $439,073.04 *All dollar amounts assigned to wages cover salary and employee benefits, only. C Shift Sergeant (Capt) Joe Ferronato Brian Da Debbie Lamaison Steve Boggeri PSO/CAPT Rob Luis Robert Sagan PROFESSIONAL STAFF 1 Technical Services Manager (Interim) 15 Dispatchers (12 Full Time / 3 P/f) 1 YFS 1 Evidence Specialist 4 CSO (One Assigned to Property, one Vacant) 3 Secretaries 1 Records Supervisor 7 Records Personnel 7 Animal Shelter Employees and Supervisor \40 Personnel T DIRECTOR EN�I:Al�TCE=D:���1 Public Safety`' Secretary 11 2-24-20i._ REVISED TOTAL SAVINGS: $543,016.32 62// . d CALIFORN�P TOTAL SAVINGS FOR TRANSITION FROM CURRENT STAFFING TO ENHANCED STAFFING: $1,568,875.12* All dollar amounts assigned to wages cover salary and employee benefits. only. PROFESSIONAL STAFF 1 Technical Services Manager 14 Dispatchers (12 Full Time / 2 P/f) 3 P/f YFS, Analyst, Training Clerk 1 Property Tech 2 Secretaries 1 Records Supervisor 6 Records Personnel 28 Personnel REDUCEDSTAFF FROM CURRENT STAFFING Eliminates: 7 Animal Shelter (Staff and Facility) 3 Community Service Officers I Evidence Specialist I Dispatcher 1 Secretary I Records Secretary TOTAL: 14 Positions \TAL SAVINGS: $1,025,858.80 -I -n n n VFS PR Youth Specialist ENHANCED SWORN POSITIONS PSA's PSO Coortlinator 1 Director 2 Commanders 3 Lieutenants Q 10 Sergeants Secretary I PR 58 Technical Services Lieutenant Sworn Positions Lieutenant Lieutenant FROM CURRENT STAFFING Manager Eliminates: 2 Sergeants Team #2 Team #1 Volunteer F/F Budget 4 Sworn Positions Dayshift/Early Cover Canine "Records sergeant sergeant Dayshift/Early Cover A Shift Investigations Secretary I Prr PSO PSO Sergeant FTO PROGRAM Sargeant (Capt) Personnel Supervisor Christine Giordano Sergeant P PSO PSO Sergeant Engineer Clerk PSO PSO PSO Firefighter Secretary PSO PSO PSO PSO/CAPT Dispatch Assistant II P/r Detectives n PSO PSO PSO PSO Engineer Firefighter Dispatcher Assistant 11 Assistant I P/r p pgp PSO Traffic/Moton, PSO PSO PSO Dispatcher Dispatcher Assistant I PR PSO PSO Dispatcher P PSO Dispatcher PSO PSO Dispatcher Swing Shift/Late PSO Pso B Shift Dispatcher Dispatcher property CSO SRO's Swing Shift/Late Cover Cover o Sergeant (Capt) Dispatcher Trainin g Sergeant Sergeant Engineer Firefighter Dispatcher Dispatcher Civilian TBD PSO P PSO PSO PSO/CAPT Dispatcher Dispatcher PR Crime Analyst P50 PSO PSO PSO Engineer Firefighter Dispatcher PR pR Position Former Admin Explorers PSO K.9 PSOK-9 Traffic /Motors Sgt Position S:E.U. Sergeant Sergeant PSO Graveyard Shift PSO Grave and Shift Sergeant C Shift PSO Sergeant Sergeant (Capt) PSO PSO Engineer PSO P50 Firefighter PSO P PSO/CAPT PSO PSO Engineer PSO Firefighter TOTAL SAVINGS: $543,016.32 62// . d CALIFORN�P TOTAL SAVINGS FOR TRANSITION FROM CURRENT STAFFING TO ENHANCED STAFFING: $1,568,875.12* All dollar amounts assigned to wages cover salary and employee benefits. only. PROFESSIONAL STAFF 1 Technical Services Manager 14 Dispatchers (12 Full Time / 2 P/f) 3 P/f YFS, Analyst, Training Clerk 1 Property Tech 2 Secretaries 1 Records Supervisor 6 Records Personnel 28 Personnel REDUCEDSTAFF FROM CURRENT STAFFING Eliminates: 7 Animal Shelter (Staff and Facility) 3 Community Service Officers I Evidence Specialist I Dispatcher 1 Secretary I Records Secretary TOTAL: 14 Positions \TAL SAVINGS: $1,025,858.80 -I -n n n v, ENHANCED SWORN POSITIONS 1 Director 2 Commanders 3 Lieutenants Q 10 Sergeants 58 Public Safetv Officers 74 Sworn Positions REDUCEDSTAFF FROM CURRENT STAFFING Eliminates: 2 Sergeants 2 Public Safety Officers TOTAL: 4 Sworn Positions TOTAL SAVINGS: $543,016.32 62// . d CALIFORN�P TOTAL SAVINGS FOR TRANSITION FROM CURRENT STAFFING TO ENHANCED STAFFING: $1,568,875.12* All dollar amounts assigned to wages cover salary and employee benefits. only. PROFESSIONAL STAFF 1 Technical Services Manager 14 Dispatchers (12 Full Time / 2 P/f) 3 P/f YFS, Analyst, Training Clerk 1 Property Tech 2 Secretaries 1 Records Supervisor 6 Records Personnel 28 Personnel REDUCEDSTAFF FROM CURRENT STAFFING Eliminates: 7 Animal Shelter (Staff and Facility) 3 Community Service Officers I Evidence Specialist I Dispatcher 1 Secretary I Records Secretary TOTAL: 14 Positions \TAL SAVINGS: $1,025,858.80 -I -n n n v, O Q 2-2d-20 REVISED DIRECTOR Public Safety.' Secretary II ,TOTAL SAVINGS: 51,637,531.20 OTAL SAVINGS FOR TRANSITIO FROM ENHANCED STAFFING TO BASIC STAFFING: $1,869,068.80* TOTAL SAVINGS FOR TRANSITION FROM OPTIMUM STAFFING TO BASIC STAFFING: $3,437,943.92* All dollar amounts assigned to wages cover salary qnd employee benefits. only. / PROFESSIONAL STAFF r I Technical Services Manager 13 Dispatchers (1 1 Full Time / 2 P/F) 3 P/T YES, Analyst, Training Clerk 1 Property Tech 1 Secretary 1 Records Supervisor 5 Records Personnel 25 Personnel REDUCEDSTAFF FROM ENHANCED STAFFING Eliminates: 1 Dispatcher 1 Secretary I Records Secretary TOTAL: 3 Lay Offs (TOTAL SAVINGS: $231,537.60 YFS g�r�.ss'sa tris' " PSA's I BASIC SWORN POSITIONS 1 Director P/T Youth Specialist g Coordinator 2 Lieutenants 10 Technical Services Lieutenant Lieutenant Public Safety Officers 61 Manager REDUCEDSTAFF FROM ENHANCED STAFFING vawnlee. F/F Budget 1 Lieutenant 12 Public Safety Officers TOTAL: 13 Lay Offs Dayshift/Early Cover - Da shift/Earl Cover y y A Shift Personnel Records Sergeant PSO Sergeant FTO PROGRAM Fire Sergeant (Capt) Supervisor 2. PSO Investigations - 1. PSO Sergeant Engineer Clerk 3. PSO Sargeant 2 PSO PSO Firefighter Assistant II 4. PSO 3. PSO 2. 2 PSO PSO/CAPT Dispatch AssistantI 5. PSO 4. PSO 5. PSO 3, PSO En Engineer 1, Dispatcher Assistant I PIT Assistant PR 6. PSO Detectives 6. PSO 4, 5. PSO PSO 2. Dispatcher 1. PSO 7. Motor 6, PSO 3. Dispatcher 4. Dispatcher - Property Swing ShiftI Late 2. PSO 3. PSO 7' e. PSO PSO B Shift 5. Dispatcher 6. Dispatcher Cover Swing Shift I Late g. PSO Fire Se t (C.pt) En ins �ean ( p) g 7. Dispatcher Sergeant Cover 0. PSO Firefighter a. Dispatcher Crime Analyst 1. PSO Training Sergeant rgean 11. PSO/CAPT 9, Dispatcher p/T Position 2. P50 Civilian TBD 1. PSO Engineer 1 0. Dispatcher 3. P50 2. PSO 11. Dispatcher 4. PSO 3. PSO 12. Dispatcher P/T 5. PSO 4. PSO 13. Dispalc her PIT 6. PSO Explorers 5. PSO C Shift 6. PSO Fire Sergeant (Capt) Graveyard Shift Firefighter Sergeant Graveyard Shift PSO/CAPT 1, PSO Sergeant Engineer 2. PSO 1. PSO 3, PSO 2, PSO 3. PSO ,TOTAL SAVINGS: 51,637,531.20 OTAL SAVINGS FOR TRANSITIO FROM ENHANCED STAFFING TO BASIC STAFFING: $1,869,068.80* TOTAL SAVINGS FOR TRANSITION FROM OPTIMUM STAFFING TO BASIC STAFFING: $3,437,943.92* All dollar amounts assigned to wages cover salary qnd employee benefits. only. / PROFESSIONAL STAFF r I Technical Services Manager 13 Dispatchers (1 1 Full Time / 2 P/F) 3 P/T YES, Analyst, Training Clerk 1 Property Tech 1 Secretary 1 Records Supervisor 5 Records Personnel 25 Personnel REDUCEDSTAFF FROM ENHANCED STAFFING Eliminates: 1 Dispatcher 1 Secretary I Records Secretary TOTAL: 3 Lay Offs (TOTAL SAVINGS: $231,537.60 I BASIC SWORN POSITIONS 1 Director 2 Commanders 2 Lieutenants 10 Sergeants 46 Public Safety Officers 61 Sworn Positions REDUCEDSTAFF FROM ENHANCED STAFFING Eliminates: 1 Lieutenant 12 Public Safety Officers TOTAL: 13 Lay Offs ,TOTAL SAVINGS: 51,637,531.20 OTAL SAVINGS FOR TRANSITIO FROM ENHANCED STAFFING TO BASIC STAFFING: $1,869,068.80* TOTAL SAVINGS FOR TRANSITION FROM OPTIMUM STAFFING TO BASIC STAFFING: $3,437,943.92* All dollar amounts assigned to wages cover salary qnd employee benefits. only. / PROFESSIONAL STAFF r I Technical Services Manager 13 Dispatchers (1 1 Full Time / 2 P/F) 3 P/T YES, Analyst, Training Clerk 1 Property Tech 1 Secretary 1 Records Supervisor 5 Records Personnel 25 Personnel REDUCEDSTAFF FROM ENHANCED STAFFING Eliminates: 1 Dispatcher 1 Secretary I Records Secretary TOTAL: 3 Lay Offs (TOTAL SAVINGS: $231,537.60