HomeMy WebLinkAbout3 Budget 2010-2011G~~~ OF DU~~~
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STAFF REPORT C I T Y C L E R K
DUBLIN CITY COUNCIL _ File #^ 3~ 3^ D^-~^0
DATE: April 27, 2010
TO: Honorable Mayor and City Councilmembers
FROM: Joni Pattillo, City Manager
SUBJE . Fiscal Year 2010-2011 Budget Reduction Recommendations
Prepared By: Diane Lowart, Parks and Community Services Director and Amy
Cunningham, Budget Manager
EXECUTIVE SUMMARY:
The City Council will consider specific actions to reduce the City's Fiscal Year 2010-2011
projected General Fund budget shortfall.
FINANCIAL IMPACT:
Implementation of the recommended actions will result in a$1,544,535 reduction in Fiscal Year
2010-2011 projected Operating Budget General Fund expenses. The Fiscal Year 2010-2011
projected General Fund deficit is $3.1 to $4.6 million.
RECOMMENDATION:
Staff recommends that the City Council (1) Receive Staff Report; (2) Deliberate; and (3) Accept
Staff recommendations for reductions to be included in the Fiscal Year 2010-2011 Preliminary
Operating Budget.
~ ~vU
Submitted By
Parks and Community
Services Director
~
ubmitte y
Budget Manager
Page 1 of 10 ITEM NO. "~
~
DESCRIPTION:
As discussed at the February 24, 2010, Goals and Objectives / Budget Study Session, the City
of Dublin continues to experience a decline in fiscal conditions. The purpose of this item is to
identify additional General Fund savings in the operating budget to help address the projected
$3.1 million to $4.6 million deficit in Fiscal Year 2010-2011. As indicated at the February 2010
meeting, this projected deficit does not include any further takeaways the State may impose to
address the continuing budget problems facing Sacramento.
Steps Taken to Balance Fiscal Year 2009-2010 Budqet
In an effort to develop a balanced budget for Fiscal Year 2009-2010, Staff initiated the following
steps per City Council direction:
1) The organization was restructured to meet current and future business needs;
2) Fiscal Year 2009-2010 General Fund Capital Projects were deferred to a later year (as
appropriate);
3) Economic Stability Reserve Funds were utilized.
The forecasted deficit (in April 2009) for Fiscal Year 2009-2010 was approximately $3 million.
The steps described above resulted in the following actions:
. Implementation of a reorganization plan that included staffing cuts and the
reassignment of personnel to take advantage of the highest and best use of
employees;
. Implementation of operating budget cuts reducing funds available for services,
supplies, travel, and conferences;
. Reducing, in some cases, the frequency of maintenance services to lower costs
(including reduced frequencies for street sweeping on commercial streets;
landscape maintenance in medians; and reduced park mowing);
. Elimination of Fiscal Year 2009-2010 salary increases for City Staff (resulting in
approximately $245,000 in reduced costs realized through employee salary
savings);
. Postponement of desired capital improvement projects funded through the General
Fund.
The General Fund Capital Projects identified below were deferred or scheduled for delay based
upon the reduced funding available. Priority was given to projects that addressed safety
concerns, were a requirement to continuing operations, and/or could provide additional
efficiencies (e.g. technology projects).
Fiscal Year 2009-2010 General Fund Projects deferred to a future year:
. Civic Center Emergency Power Generator
. Iron Horse Wildflower Planting
. San Ramon Road Landscape Renovation
. San Ramon Road Trail Modifications
Page 2 of 10
• 3 City Entrance Monument Signs (San Ramon Rd @ Alcosta; Village
Parkway @ Kimball; Dougherty Road at San Ramon City Limits)
. Phased Storm Drain Assessment Study
. Bus Shelter Replacement (subsequently deleted per City Council direction
February 2010)
These reorganization and cost-cutting measures were successful in closing the approximate $3
million forecasted budgetary gap.
Cost Containment
Dublin is not unique in facing these financial difficulties; Cities throughout the state are facing a
situation of declining revenues and rising costs. Staff continues to seek innovative ways to
meet the community's service needs by implementing and maintaining best practices such as
streamlining processes and consolidating and contracting out services when feasible for
savings and cost containment. Dublin's citizens have historically benefited from these types of
activities in areas such as contracting with private firms for public works services and
contracting with public safety agencies for Police and Fire Services.
The City contracts with Alameda County Sheriff's Office (ACSO) for Police Services within the
City, and this contract arrangement could help the City realize significant cost containment over
the next several years. The Deputy Sheriff's Association has reached a new labor agreement
with the County of Alameda that includes no salary increases for three years and the creation of
a new tier for retirement benefits for future employees that should result in long-term cost
savings. Staff is currently in the process of negotiating a new five-year contract with ACSO for
Police Services. If this contract is approved, the City would benefit from the cost containment
associated with this labor agreement.
Additionally, the City contracts with Alameda County Fire Department (ACFD) for Fire Services
within the City. ACFD has recently completed agreements to provide Fire Services to the Cities
of Newark and Union City. These consolidations will result in further cost containment for the
City of Dublin through the shared cost model required by the contract agreement with ACFD.
This economy of scale savings would likely not be possible if the City provided in-house fire
services.
Fiscal Year 2010-2011 Proposed Budaet Reduction Measures
At the Goals and Objectives / Budget Study Session in February, the City Council directed Staff
to identify additional reductions with minimal to no impact on services through an examination of
the following four areas:
. Utilize Economic Stability Reserve;
. Defer or eliminate 2010-2011 General Fund Capital Projects, where feasible;
. Reduce operations and hours for City buildings and facilities;
. Reduce operational service levels.
As an additional savings measure, the Fiscal Year 2010-2011 Preliminary Budget includes no
salary increases for a second consecutive year. As noted on Page 2 above, Fiscal Year's
2009-2010 elimination of City Staff salary increases resulted in an approximate savings of
$245, 000.
Staff is in the process of preparing the Fiscal Year 2010-2011 Budget. Based upon City Council
direction provided at the February Budget Study Session, Staff recommends that a number of
actions, outlined in the report below, be implemented to reduce the Fiscal Year 2010-2011
Page 3 of 10
~
projected General Fund deficit. However, the identified savings will not fully eliminate the
projected deficit. Staff recommends that the balance of the deficit be addressed through the
use of the Economic Stability Reserve as discussed later.
Defer or eliminate 2010-2011 General Fund Capital Proiects:
As part of the budget preparation process, Staff is assessing whether there are additional
General Fund Capital Projects that can be deferred or eliminated in Fiscal Year 2010-20~11. As
done in Fiscal Year 2009-2010 priority will be given to projects that address safety concerns,
are a requirement to continuing operations, and/or could provide additional efficiencies (e.g.
technology projects). Information on Capital Projects will be presented to the City Council for
consideration at the Budget Hearing in June.
Reduce operations and hours for Citv buildinqs and facilities / Reduce operational
service levels:
Staff recommends that the City Council approve $903,109 in reductions in the following areas
of the Operating Budget. These reductions are to operational service levels and will have
minimal or no impact to services.
General Government:
This category of reductions includes items such as reduced
purchase of materials and supplies (including some one-time
savings); decreased conference and training; fewer consultant
service hours; reduced insurance costs through cost sharing for
Fire Services; and deferred purchase of furniture and equipment.
Public Safety:
This category of reductions includes items such as reduced
purchase of materials and supplies (including some one-time
savings); decreased training; reduced contract services; and
deferred purchase of furniture and equipment. Additionally this
category includes elimination of one Office Assistant II position in
Police Services (currently vacant); reduction in general overtime
for Police Services; and reduced Fire Services costs through an
expanded cost sharina proaram.
Transportation:
This category of reductions includes items such as reduced
purchase of materials and supplies (including some one-time
savings).
- $49,655
- $548,380
-$1,628
Page 4 of 10
Culture & Leisure:
This category of reductions includes items such as reduced
purchase of materials and supplies (including some one-time
savings); decreased conference and training; reduced consultant
service hours; reduction in maintenance at parks (tree
maintenance and turf aeration and modification to park
maintenance services resulting in cost savings; and reduced part-
time hours for support of youth sports programs. This category
additionally includes suspension of Day on the Glen per City
Council direction March 16, 2010.
Community Development:
This category of reductions includes streamlining of inspection
processes and buildinq code enforcement activities.
-$182,881
-$120,565
Staff has identified further areas for reduction/elimination in the Fiscal Year 2010-2011 Baseline
Preliminary Operating Budget. Additional detail about each of these reductions can be located
in the attachment (Attachment 1). Staff asks that the City Council provide direction on these
decision points as they may have an impact on service levels.
General Government:
. City Council - Operational Reduction: -$12,700 -$34,312
. Building Management - Deferred Maintenance: -$20,000
. Building Management - Civic Center Holiday Lights: -$1,612
Public Safety:
. Police - Police Officer Trading Card Program: -$4,095
. Police - Academy Program: -$3,040 -$193,857
. Police - Crime Free Multi-Housing Program: -$5,467
. Police - Reduce One Hacienda Crossings Officer: -$179,690
. Street Lighting - Artwork Lighting: -$1,565
Transportation: -
• Street Sweeping - Reduced Street Sweeping: -$7,740 _$38,532
. Street Landscaping - Reduced Maintenance: -$26,000
. Street Landscaping - Reduced Street Banner Program: -$3,442
. Street Landscaping - Holida~Wreath Program: -$1,350
Page 5 of 10
Culture & Leisure:
. Library - Reduction in General Operating Hours: -$114,082
. Library - Elimination in Friday Hours: -$129,356
. Library - Holiday Lights: -$2,078
. Library - Reduced Equipment Replacement: -$7,500
. Park Maintenance - Reduced Park Maintenance: -$77,480
. Cultural Activities - Reduced Summer Concerts: -$6,965
. Community Events - Eliminate Tree Lighting Event: -$2,955
. Community Events - Reduce Family Movie Nights: -$6,070
. Teen Programs - Operational Reduction/Eliminate Sports
Tournaments: -$2,366
. Teen Programs - Eliminate Teen Website: -$9,466
. Senior Programs - Eliminate Trips & Tours Program: -$3,411
. Senior Programs - Reduce Newsletter/Webpage: -$5,937
. Senior Programs - Modify Lunch Service Program: -$12,852
. Aquatics Program - Reduce Swim Season: -$5,793
-$374,725
In total, $1,544,535 in operating budget reductions have been identified in the report above
($903,109 +$641,426). Staff will include these items in the baseline budget for Fiscal Year
2010-2011 unless directed otherwise by the City Council.
Economic Stabilitv Reserve
The Economic Stability Reserve was established to allow for a balanced budget during the
event of economic uncertainty. As of June 30, 2009, approximately $5.87 million was available
in the reserve. For the current fiscal year, Staff anticipates that approximately $1.4 million will
be necessary to balance the budget, leaving $4.45 million available for use in future years.
Information on The Economic Stability Reserve and other reserve balances is attached to this
report (Attachments 2 and 3). The format of Attachment 3 is consistent with direction provided
to Staff by the City Council at their meeting on April 20, 2010.
Econom:ic Stab~li t~eserve '
Balance 06/30/09 $5,868,847
Pro'ected Use FY 09-10 * - $1,416,176
Pro'ected Balance 06/30/10 $4,452,671
* Source $1,085,426 June 8, 2010 Budget Letter +
$330,750 Mid-Year Bud et Report (A ril 6, 2010
Fiscal Year 2010-2011 Goals and Obiectives
At the February 24, 2010 Budget Study Session the City Council ranked Fiscal Year 2010-2011
objectives proposed by Staff. The City Council also ranked objectives that were proposed by
individual Councilmembers. Additionally the City Council concurred that only objectives given a
high priority ranking should be included for consideration in the Fiscal Year 2010-2011
Preliminary Budget.
Page 6 of 10
#
The table below identifies the High Priority Objectives initiated by the City Council that can be
completed with existing resources.
Qb,~e~t~v~s: ;. , . . . ,
,_ „
~~ ;
Ci Cauncil .Nniti~fied - Can B~ Com [e~ed wi~":~c.~sti~ ' Re~ourc~s r.
Ex lore and resent findin s related to creation of food waste ro rams at Cit facilities.
Discontinue use of City supplied individual plastic beverage bottles (i.e. waters, sports drinks,
soda, etc. at cit hosted events.
Explore the feasibility of establishing a Human Services Commission that would provide policy
direction on housin , health and wellness, social services, etc.
Explore beautification programs (i.e. fa~ade improvements, design assistance, etc.) for
commercial areas along Dublin Boulevard between Dougherty Road and San Ramon Road and
Downtown Core area.
Work with Dublin Sister City Association on Sister City Soccer tournament with Cities of Bray,
Ireland, and Jinhua, China.
Continue to obtain and preserve the oral histories of Dublin seniors and longtime residents in the
next fiscal ear.
The High Priority objectives initiated by the City Council that require additional General Fund
support costs are shown in the following table. Staff recommends that the City Council
indicate whether these objectives should be included in the Preliminary Budget.
Implement a formal, year-round volunteer program for See Options #1 N/A N/A
rou s, families, and individuals. throu h#3 below.
Option #1:
. Volunteer Clearinghouse using Volunteer Center of Option #1 =$0
the East Ba .
Option #2:
. Contracting with a Community Group to manage Option #2 =$30,000
volunteer o ortunities.
Option #3:
. City Volunteer Coordinator to manage volunteer Option #3 =$86,350
ro ram.
Establish tobacco retailer license and zoning
restrictions (i.e. Conditional Use Permit to set up 1,000 $6,175
ft. near schools, residential, libraries, etc. .
Sponsor an artJphoto competition that will engage the $1
500
community. ,
Page 7 of 10
Given current economic conditions, it is recommended that the following Staff initiated, non-
essential objectives be eliminated from the Fiscal Year 2010-2011 Goals and Objectives work
plan as they would have a negative impact on the City's General Fund. Staff recommends
that the City Council indicate whether these objectives should be eliminated from the
Preliminary Budget.
Produce and increase frequency of the Citywide ~
Newsletter from once a year to three or four times a
year (distribution coordinated with Parks and $10,000
Community Services Guide). (Frequency would
remain at existin level - annual distribution.
Complete Scarlett Court Specific Plan. (Continue to $68,645
use ado ted Desi n Guidelines for area.)
Develop appropriate plans and policies for becoming a
Community Development Block Grant Entitlement $2g,100
City. (Appropriate to delay project to FY 11-12 when
new Census figures are available.)
The following Staff initiated High Priority Objective is essential and will require additional
General Fund support costs. Staff recommends that the City Council indicate whether this
objective should be included in the Preliminary Budget.
Implement web-based business license applications
and renewals. (Costs associated with next phase of $5,000
Tyler/EDEN Business License implementation
The objectives that are recommended by the City Council for inclusion in the Preliminary
Budget will be included in the baseline budget and not listed as Higher Service Levels as has
been the City's practice in previous years. This change would be reflective of the modified
budget process for Fiscal Year 2010-2011 wherein the City Council has reviewed and approved
inclusion of the objectives in the baseline budget prior to the June budget hearing.
Page 8 of 10
The reductions identified above, totaling approximately $1.5 million, address only a portion of
the projected $3.1 million to $4.6 million dollar deficit for Fiscal Year 2010-2011. As Staff
recommends that the balance be funded through the Economic Stability Reserve. As discussed
earlier in the report, the projected balance of the Economic Stability Reserve as of June 30,
2010, is approximately $4.45 million.
As indicated earlier, these calculations include only the potential operatinq budget impact to the
Economic Stability Reserve. Approved Capital Improvement Projects that require additional
General Fund support in Fiscal Year 2010-2011 may have a further negative effect on this
reserve balance.
Although significant reductions have been recommended in this report, the City's financial
condition is not expected to improve notably in the near future. If the current trend of using the
Economic Stability Reserve to balance the budget continues, the Economic Stability Reserve
could be depleted in as little as finro years.
The City Council's direction on the above items will assist Staff in preparing a balanced budget
proposal for Fiscal Year 2010-2011.
Budqet Hearina Date
The City Council established a Budget Hearing date of June 16, 2010, at the Budget Study
Session. Staff recommends that the Hearing date be reschedule for Wednesdav, June 23,
2010 at 5:00 PM, to accommodate the schedule for the All America City Awards Competition.
If the City Council would prefer an alternate date or time, please provide direction to Staff at the
meeting of April 27, 2010.
Page 9 of 10
NOTICING REQUIREMENTS/PUBLIC OUTREACH:
Not Applicable
ATTACHMENTS: 1. Additional Budget Reduction Descriptions
2. Reserve Balance Information - Old Format
3. Reserve Balance Information - New Format
4. City of Dublin Special Budget Report: Financial Trends and
Challenges - As Presented February 24, 2010
Page 10 of 10
Fiscal Year 2010-2011
Additional Operating Budget Reduction Descriptions
by Program Area
I ~` z ~
2c~ z~f
Street Landscaping - Reduced Maintenance: -$26,000
. Reduced litter pick up, leaf clean up, bedding plant and shrub replacement, weed removal,
and cleaninq of stone pavers.
Street Landscaping - Reduced Street Banner Program: -$3,442
. Reduce banner program from ten to five banner changes per year. The following banners
would be installed: (1) Summer Fun in Dublin; (2) Holiday Theme; (3) St. Patrick's Day;
(4) Dublin Pride Week; and (5) Chamber of Commerce Shop/Discover Dublin.
Street Landscaping - Holiday Wreath Program: -$1,350
• Suspend holiday wreath program along Village Parkway between Dublin Boulevard and
Amador Vallev Boulevard.
Library - Reduction in General Operating Hours: -$114,082
• Six-hour per week reduction in library hours. The hours would likely be spread over
Monda and Tuesda mornin s and Thursda evenin .
Library - Elimination of Friday Hours: -$129,356
. Reduce the open hours at the library by 8 hours per week by closing the library on
Fridays, the least used dav of the week.
Library - Holiday Lights: -$2,078
• Suspend Holiday Light Display at Library during winter holiday season and St. Patrick's
Library - Reduced Equipment Replacement: -$7,500
. Reduce funding available for replacement of facility equipment. May result in
improvements that are not related to critical building systems being deferred for one or
more vears.
Park Maintenance - Reduced Park Maintenance: -$77,480
• Reduction in turf fertilization and shrub pruning; elimination of shrub replacement;
reduction in leaf clean-up; reduction in ball field renovations; and elimination of bedding
replacement. Additionally the budget for unanticipated park improvements would be
reduced by 50% ($7,500).
Cultural Activities - Reduced Summer Concerts: -$6,965 ~
. Reduce the summer concerts from five music events to three music events in 2011. The
Concert Series serves an average of approximately 1,500 participants each summer
which equates to about 300 concert attendees per show.
Community Events - Eliminate Tree Lighting Event: -$2,955
. Suspend Tree Lighting Ceremony, but still provide the annual decorated holiday trees at
the Civic Center, Senior Center and Shannon Community Center and lighting the outdoor
tree by the Civic Plaza during the holidays.
Page 2 of 3
~~~ ~ ~
Community Events - Reduced Family Movie Nights: -$6,070
. Reduce the Movie Night program from three movies each summer to one movie in 2011,
similar to first year event was offered.
Teen Programs - Operational Reduction: -$2,366
• Reduce Junior Leader program event costs; eliminate Teen Dive-in event; reduce printing,
eliminate three teen sports tournaments; and reduce printing, advertising, and supply
costs.
Teen Programs - Eliminate Teen Website: -$9,466
• Eliminate the costs associated with hosting and maintaining a separate teen website. The
City would retain the domain name DubTownTeens.com, which would point to the teen
webpaqe on the Citv website.
Senior Programs - Eliminate Trips & Tours Program: -$3,411
. Eliminate the Trips and Tours excursion program which currently provides 38 trips per
year. This would eliminate the need for a part-time Senior Recreation Leader to
administer the Volunteer Program; this responsibility would revert to the Recreation
Technician.
Senior Programs - Reduce Newsletter/Webpage: -$5,937
• Reduce the frequency of the Senior Center newsletter from bi-monthly to quarterly, similar
to the Parks and Community Services Department Activitv Guide.
Senior Programs - Modify Lunch Service Program: -$12,852
. Replace the daily lunch program provided at the Senior Center with a congregate meal
program provided by Spectrum. Meals would be made off site and delivered to the Senior
Center. The City would continue to provide freshly made meals onsite for 18 special
luncheons per vear.
Aquatics Program - Reduce Swim Season: -$5,793
• Shorten the operational season for the Dublin Swim Center programs to May 1 through
Labor Day. The pool would still be heated from February through May for the Dublin High
School Swim Team.
Page 3 of 3
yo~ ~ ~
City of Dublin
General Fund Balance Designations
As of J u ne 30, 2009
(Old Format)
Summarized From Page 42 (With Descriptions Added)
Comprehensive Annual Financial Report - June 30, 2009
ATTACHMENT Z
5 0-~ a y-
CITY OF DUBLIN SUMMARY GENERAL FUND BALANCE AS OF JUNE 30, 2009
(Data Shown On Page 42 City of Dublin CAFR - Descriptions Added For This Presentation)
Balance
6/30/2009
2008-2009 DESCRIPTION
RESERVED
Prepaid Expenditures 57
531 ~tems paid for prior to 6/30/2009 for goods and services that
, will be used in the followin fiscal ear.
When the City acquired the Dublin Cemetery, the Cemetery
Cemetery endowment 60,000 Association transferred its endowment to the City. The
actual costs exceed interest earned from this balance.
Stormwater Maintenance 103,520 The City has accepted funds from CalTrans to offset the
future maintenance of s ecial storm drain inlets.
A major underground stormwater culvert was constructed in
Culvert Maintenance 335
728 Dublin Ranch. The City entered into an agreement to
, maintain the line, based on a lump sum deposit that along
with interest could offset future maintenance costs.
The General Fund made a long term advance to fund Fire
Advance (Fire Impact Fees) 1,841,336 Station No. 17. The advance is to be repaid with interest
based on Impact Fees collected.
CaIPERS pooled employers of less than 100 employees, and
any agency liability at that time was recorded in a"side-fund".
Advance (PERS Side Fund) 2,945,495 The City elected to pre-pay its obligation from reserves and
an internal service charge is made each year to repay the
Reserves.
Sub-Total Reserved 6/30/2009 5,343,610
(~o~ 2~
UNRESERVED-
/Desiqnated for:
Economic Stability 5,868
84 Reserve established to allow for a balanced budget during in
, the event of economic uncertaint .
As part of the 2000/2001 Budget the City Council directed
Staff to combine separate reserves for open space and
Downtown / Open Space 1,378,23 downtown improvements into a single reserve. Some of the
funds were expended on Village Parkway downtown
im rovements.
Funds originally budgeted in Fiscal Year 2008/2009 for
CIP Carryovers 1,306,322 Capital projects which were started, but not completed. The
carry-over eliminates the need to fund the projects from
current revenue.
During Fiscal Year 2008-2009 there were key program
Operating Carry-overs 301,87 expenditures that were unable to be completed. The carry-
over eliminates the need to fund the expenditures from
current revenue.
Prior to establishing the current Affordable Housing Fee, the
Affordable Housing 1,000,000 City Council established a reserve to be used for future
Affordable Housin activities.
As the Civic Center approached 20 years old and with the
growth in population the City Council has studied plans to
Civic Center Expansion 1,176,40 expand in order to accommodate the provision of services to
a growing community. Although project costs to
accommodate new rowth ma be a
In 2009 the City Council proceeded with the construction of
Fallon Sports Park Public Facility Fallon Sports Park by awarding the construction contract. At
Fee Advance 4,221,93 the time of award Staff noted that if Public facility Fees did
not materialize there would be a need for an advance from
the General
Historic Park Development 2,235
658 Reserve for the development of the expanded Historic park
, which is under contract.
Future Maintenance Facility 750,625 Reserve to rehabilitate the 84 Lumber site for use as a
Maintenance Facilit .
Reserve for costs anticipated for radio replacements required
Emergency Communications 210
00 With the development of an emergency communications
System , system (Police, Fire, Public Works frequencies in a regional
effort to standardize .
Fire Retiree Medical 750
00 Reserve for future retiree medical benefits. Estimates of the
, full cost is over $7 million.
Emerald Glen Rec & Aquatic Reserve to allow for a scope features to be added to a new
Center Scope Change 1,000,00 aquatic center. The features are beyond what was described
in the Master Plan and fee ro ram.
Accrued Leave 791
582 The represents the value of the obligation for accrued leave
, benefits as of June 30, 2009.
Accounting standards require the financial statements to
Investment Market Value show all investments at market value as of June 30, 2009.
Adjustment 2,334,061 The market value exceeded the face value of the
investments. This gain was never realized and therefore, it is
im ortant to reserve fund b
The amount which although not specifically identified with an
Authorized Expenditures 33,454,209 individual project, is designated for uses approved by the Cit
Council including recovery from catastrophic or uninsured
losses, etc.
Sub-Total Unreserved /
Desi nated 6/30/2009 56,779,748
Total Fund Equity General Fund 62,123,358
~ 0 ~ 'i° °`~
City of Dublin
General Fund Balance Designations
Preliminary Format And Designations To Comply
With Government Accounting Standard No. 54
(New Format)
Amounts Summarized From Page 42
Comprehensive Annual Financial Report - June 30, 2009
Including Proposed New Categories
Reviewed With City Council April 20, 2010
ATTACHMENT 3
~ o~ 2~f
CITY OF DUBLIN SUMMARY GENERAL FUND BALANCE AS OF JUNE 30, 2009
DISTRIBUTED BASED ON CITY COUNCIL INPUT APRIL 20, 2010
(Subject to final policies and designations of categories in accordance with GASB 54)
Balance I
6/30/2009
2008-2009 DESCRIPTION
RESERVED - (6/30/2009
Prepaid Expenditures 57
531 Items paid for prior to 6/30/2009 for goods and services that will be
, used in the following fiscal year.
When the City acquired the Dublin Cemetery, the Cemetery
Cemetery endowment 60,000 Association transferred its endowment to the City. The actual costs
exceed interest earned from this balance.
Stormwater Maintenance 103
520 The City has accepted funds from CalTrans to offset the future
, maintenance of special storm drain inlets.
A major underground stormwater culvert was constructed in Dublin
Culvert Maintenance 335
728 Ranch. The City entered into an agreement to maintain the line,
, based on a lump sum deposit that along with interest could offset
future maintenance costs.
The General Fund made a long term advance to fund Fire Station No.
Advance (Fire Impact Fees) 1,841,336 17. The advance is to be repaid with interest based on Impact Fees
collected.
CaIPERS pooled employers of less than 100 employees, and any
Advance (PERS Side Fund) 2,945,495 agency liability at that time was recorded in a"side-fund". The City
elected to pre-pay its obligation from reserves and an internal service
charge is made each year to repay the Reserves.
Sub-Total Reserved 6/30/2009 5,343,610
~ ~ ~ 2'~
UNRESERVED /
Designated for: (6/30/2009
.
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Economic Stability 5
868
84 Reserve established to allow for a balanced budget during in the event
,
, of economic uncertainty.
As part of the 2000/2001 Budget the City Council directed Staff to
Downtown / Open Space 1,378,23 combine separate reserves for open space and downtown
improvements into a single reserve. Some of the funds were
expended on Village Parkway downtown improvements.
Prior to establishing the current Affordable Housing Fee, the City
Affordable Housing 1,000,00 Council established a reserve to be used for future Affordable Housing
activities.
Emerald Glen Rec & Aquatic Reserve to allow for a scope features to be added to a new aquatic
Center Scope Change 1,000,00 center. The features are beyond what was described in the Master
Plan and fee program.
Emergency Communications 52~0,000 Reserve for costs anticipated for radio replacements
System (Proposed Adjusted 1,000,000 required with the development of an emergency communications
4/20/2010) sysfem (Police, Fire, Public Works frequencies in a regional
effort to standardize .
Fire Retiree Medical Reserve for future retiree medical benefifs. Estimates of the full
(Proposed Adjusted 4/20/2010) 3,500,000 cost is over $7 million.
Goal is to have 10% of book value of buildings prior to
Cafastrophic Facility/ accumulated depreciation. City self- insures 100°/a of the risk of
Infrastructure Loss & City 6 850 000 earthquake. Also have infrastructure other than buildings
Business Recovery (Proposed ' ' vulnerable to catastrophic events.
Adjusted 4/20/2010)
Innovations & New Proposed to be set-aside for potential needs that may have an up
Opportunities
10,125,000 front cost
, but would provide longer term benefits and / or
potential operating cost reductions.
Internal Service Fund Contribution to Internal Service Fund for major facility
Contribution (Proposed 3,000,000 components that are not currently included in ISF Reserves.
B
h
Adjusted 4/20/2010) ot
new and old facilities. Goal is to develop updated
contributions over time to full fund re lacement reserves.
l4 0~ ~? ~-~f
(P(~T~~IT[A~ `•AS~[G NE~ CATE~C }RY" ~A~SEC~ ~}(~I RC}~~C[E5 TC? BE ~tE~(E~Q~E~}
Ass'ignec! ~atec~Qr~ wc~uFd t~e d+~Ieg~#ei~ tc~ Staf~`as p~art c~f arf=~c~ic~c,~ a~cc+~~~~~ng ~~tt~ rep~~rt~~. '
; Calciula#ia»s af add~ti onal°+c~n~ribut~ ons° ar~d uses ~ubjec# #v polic~~s tc~ b~, i~~vel~}~ed
Funds originally budgeted in Fiscal Year 2008/2009 for Capital
CIP Carryovers 1,306,322 projects which were started, but not completed. The carry-over
eliminates the need to fund the projects from current revenue.
During Fiscal Year 2008-2009 there were key program expenditures
Operating Carry-overs 301,874 that were unable to be completed. The carry-over eliminates the
need to fund the expenditures from current revenue.
In 2009 the City Council proceeded with the construction of Fallon
Fallon Sports Park Public Facility 4
221
9 Sports Park by awarding the construction contract. At the time of
Fee Advance ,
,
30 award Staff noted that if Public facility Fees did not materialize there
would be a need for an advance from the General
Historic Park Development 2
235
658 Reserve for the development of the expanded Historic park which is
,
, under contract.
Future Maintenance Facility 750
625 Reserve to rehabilitate the 84 Lumber site for use as a Maintenance
, Facility.
As the Civic Center approached 20 years old and with the growth in
Civic Center Expansion 1,176
405 population the City Council has studied plans to expand in order to
, accommodate the provision of services to a growing community.
Although project costs to accommodate new growth may be a
Accrued Leave 791
582 The represents the value of the obligation for accrued leave benefits
, as of June 30, 2009.
Accounting standards require the financial statements to show all
Investment Market Value 2
334
061 investments at market value as of June 30, 2009. The market value
Adjustment ,
, exceeded the face value of the investments. This gain was never
realized and therefore, it is important to reserve fund b
Unrestricted For Cash Flow Minimum of two months operating expenditures with a goa/ fo
Purposes (Proposed Adjusted
8,860,000 build up to 4 months.
4/20/2010)
Service Continuity Obligations Bridge financing in cases when fees may be received in one
(Proposed Adjusted 4/20/2010) ~,000,000 Fiscal Year with costs of service incurred in a/ater year.
Sub-Total Unreserved /
Designated 6/30/2009 (Future 56
700
539
"
,
,
Categories
Committed" /
"Assi ned"
7g,2pg~Per GASB 54 any residual amount not assigned to another category
Total Fund Equity General Fund 62,123,358
• i • e s •
o • e • • •
CITY ~F DUBLIl~T
SPECIAL ~UDGET
REPQRT
Financial Txends and Challenges
~~~RUARY 24, 20~0
Prepared by: Paul S. Rankin
Administrative Services Directar
O • • • • r Y i ~ • • • O • •
Attachment ~
. :
. .
s •
e ~ •
Page Left Intentionally Blank
Page 2 of 27
INTRODUCTlON
Since the City of Dublin's incorpora#ion in 1982, Cify Officials have taken pride in the delivery
of quality services to the community. The delivery of services and growth of the Gity have
been thoughtfully planned based on fhe community needs and resources available. As the
City matures it is destined to face different fypes of chalfenges. The City does not funetion in a
vacuum and in rscent times if has been directly impacted by external forces. Facing the
longest recessionary perioa~ since the ~City_ incorporated is bound to add additio~al challenges
in rneeting its objectives,
The purpose af this report is #o serve as a foundation which provides historical financia! trends,
with a specific emphasis on those which impact the General Fund. The report is also__in#ended
to be foCward Iooking, providing projections for key revenues and expenditures, in order to plan
for tomorrow. Afthough #hese estimates are preliminary and are based upon the limited data
available, they affer an importan# context for decisian making in the near-term.
In,order to simplify the preser~#ation the Fisca! Year sta#ed is the secand year e.g. Fiscal Year
2009/2010 is referred to as 2010,
REVENUES
HfSTOR1CAL TRENDS OF MAJOR REVENUES ~
The General Fund is the largest source of discretionary funds available to fund City operations.
It is impartant to consider that a relatively few sources af rsvenue comprise the largest part of
the General Fund Revenue base for the City. Chart 1 graphically displays the high
cancentration of revenue derived from only a few sources.
CHART 1-- FISCAL YEAR 200912U1 Q GENERAI, ~'UND REVENUE DISTRIBUTlON
Property Taxes
47%
:T:_~Y;~Y. ..;~~ ~
All Other -
94% ~ ' -
Interest
3°/a
._:;
~__,Sales Tax
24°Ifl
Dev. Processing
/ Pl~n Check
4%
_ Page 3 of 27
• A singls Revenue Source - ProperEy Tax -- is nearly ort~ haif (47%) of a1f General Funti
Revenue.
• ~ver 70°10 of the total General Fund Revenue is derived from Sales Tax and Praperty
Tax.
. Six Revenue Sources comprise 86% af the total General Fund Revenue.
e These six revenues are all impacted negatively during an ec~nomic recession.
Ra#her than examine all of the Revenue Sources, a core group of reve~ues will be individually
reviewed in terms ofi historical resufts as welk as factors that impact the future projected trend.
Prope~ty Tax Trends
As shawn in Chart 2 the City has experienced significant grawth in Property Taxes over the
past ten years. However, starting with #he Fiscal Year 2008I20~9 Tax Ro[I the County
Assessor reduced assessed values on some properties based upon market value trends on
January 1, 2008. -
CHART 2--10 YEAR TREND CITY OF DUBLiN
GENERAL FUND PROPERTY TAX REVENUE
(In MiUions $ Ac#ual Revenue For FY 2001-20fl9 and Budget For 2010)
$25.00
~20.OQ
$15.00
$~o.oo
~a5.00
$0.00
2001 2002 2003 2004 20~5 2006 2007 20a8 2009 2010
The growth in Property Tax revenue experienced by the City of Dublin was u~iquely impacted
by the ownership o# substantial amounts of land that have developsd over the past 10 years.
Several large parcels were government owned and started with an assessed valuation of zero
Page 4 of 27
since they were exempt from property taxes. ~ther land in privat~ awnership had been held
fong term by the owners with a very !ow assessed vafue and / or an assessed value rela#ed to
uses prior to the zoning granted as part of the General Plan and Specific Pian processes.
As reflected in Charf 2, Property Tax revenue is projected to decrease for the first time during
the most recent ten years. This re#lects the estimated impact of the assessed valuatian
reductians made to date as the real es#ate markets both nationalEy and statewide have
undergone significant corrections campared ~o the values priar to the recent financial mnrtgage
lending crisis. ~ ~
Since General Fund Property Tax is used to provide core services #o residents, it is also
impo~#ant to consider the change in Property Tax per resident, given the grawth in residents
served. Cha-t 3 depicts the results if ti~e Total City Property Tax Revenue was divided by the
esfimated population for the past 5 years. The population estimate is based an estimates of
Household Populatiart #hat are released annuapy by the California Department af Finance.
GHART 3- GITY OF ~UBLiN PROPERTY TAX REVENUE PER RESIDENT 2006-2010
{Ac#ual 2Q06-2009; Budget 20'f ~}
~soo
$584
S56Q
$540
$520
$500
$480
5460
$440
$420
2006 -2007 _ `2008 2009 2010
The results in Chart 3 are drama#ic.given that the trend shows a decrease in per capi#a
Property Tax revenue both last'fiscal year and for #he ~current #isca) ysar. The 20~0 budget
shows a 13% decrease from just two years ago: Further #he 2010 results are only 3.5% more
than the per capita Property Tax revenue in 200G. Dt~ring this same period the population
grew by nearly 24% (household population increased from;3~,669 in 2006 to 42,8G6 in 2014).
The City of Du81in is also unique'in the #ac# that sign~ficant amounts of land within the City are
owned by other gavernmental jurisdictions (i:e. ` United States Government, County of
Aiameda, Alameda County Surpius Froperty Authority, Bay Area Rapid Transit Dis#rict; eta}
As government owned parcels they are exempt frvm #he payment of General Fund Property
Page 5 of 27
taxes. These praperties amount to over 2,300 acres. This amounts ta over 25% of th~ ~f 4.01
square miies that comprise the Ci#y Limits.
Future Trends For Property Tax Revenue
The Fisca! Year 2010/'! 1 Assessed Values will be established based on market val~ies as of
January 9, 2010. The County Assessor is just b~ginning to evaluate adjustments, as they
utilize saies data through March 201fl before making adjustments. At this early stage it is`
expected that the 2011 Property Tax Rolf will be negative overall for the second ysar in a row.
The County Assessar, prior to submitting the tax roll on July 1, 20~ 0, will be reviewing both
residential and non-residential parcels for potent9al adjusfinents.
For parcels that have not had a recent change in ownership, #here is normally up tQ a 2%
increase in the assessed valuation. This is part of the farmula established under Propasitioh
13. In the past this provlded some annual growth in the Property Tax revenue. For the first
time ever the adjustment factor for 2011 will be negative. This means that the only apportunity
for increased assessed valuation will be from properties that change ownership for an amount
greater than their current assessed value and from new constructian.
The County Assessor as welf as industry reports suggest that non-residential properties may
be #acing increasing foreclosures and resulting decreases in marlcet value. For the residential
market the sa)es price of a home is typically a good indication ofi the market value that is used
by the Assessor to establish 1he ass~ssed value. In the case of non-residentia! properties, the
market value alsa #akes inta consideration rents and o#her factars. In an economy where there
is a large supply of retail and / or office space it typicaEly results in reduced rents.
Chart 4 depicts the 2009/2010 breakdawn of the City of Dublin Assessed Vaiuation by
category. This information ;is relevant in projecting upcoming adjustments. Over t~e last two
years much af the Assessor's downward adjustments -to the valuation factor focused on
residentia! parcels which comprise approx~mately 69% of the total assessed valuation. The
assessed vafuatian on commercial properE'tes represents 16% of the tot~l base.
CHART 4-- C1TY OF DUBLIN 2409/2010 ASSESSED VALUATION BY CATEGORY
VacantLand '
Commorcta[ ,
„ S/o _ Unsect~rea
Othors
4%
69%
Page 6 of 27
In any case even a smafler decrease in 201 ~ is significan# compared to the percentage of
assessed valuatian growth experienced before 2009. Chart 5 displays the annua! percen#age
growth in assessed valuation far #he City of Dublin. An estimate is incfuded for 201 ~ which is a
very preliminary projection and will require further refinement in the coming months.
20.6%
ts.o%
1~.0'%
5.4°Jo
d.Q`~o
`-s.o~ia
CHART 5- CITY OF DUBLIN ANNUA~ PERCENTAGE
GROWTH IN ASSESSED VALUATtON
(Actual Rate For Fiscal Years 2006-2010 I Projected Rate For 2041}
1$.7%
~1 ~3.5%
10.5%
~v.3%
zoos 2oa~ 2oos zoos 20~o ES~.2o1~
-s.a~~o -z.$~~
;;. , .
The trends in property values are nat projected to increase in the coming years'at fhe rates
experienced in the past. As discussed values hav~ been decreasing which has a negative
impact on the single largest Genera4 ~und source of revenue (repr~senting 47% of all General
Fund Rever~ue). The nature of Property Tax revenue is that it tends to lag behind what has
occurred in the economy, in part based on the date the Assessor must use for establishing
valuations. Even if t~e general economy im~raues there will be a lag ('i2 to 24 months), before
increases will be recvgnized in Property Tax revenue. ~or Fiscal Year 2011 #he~neg~tive
revenue impac# to #he City of Dubtin could be be~rveen $800,000 and $1.5 million less
than in the current Fiscal Year.
A special nate is warranted related ~o the 20~0 Property Tax Revenue and Sta#e Borrowing. In
order to balance the State Budget, the California legislature required the City to loan the State
approximately $2.1 million in Property Tax revenues. The City has nat shown a corresponding
reduction as the City participated i~ a skatewide ~financing program at no additional cost to the
City. The current law preven#s the State from borrowing again until the current loan is repaid in
2013. The legislation enacting the State borrowing did noi include a plan for how the Stafe wili
make the repayment. This may add additianal pressures to the Sta#e ! Loca! financing in
coming years. .
Page 7 ot 27
Sates Tax Trends
The second focus area addressed in this repor~ is Sales Tax. As noted at the beginning o# thi~
report Sales Tax accounts for 24% of the General ~und discretionary revenue in the 2a~~
Budget. The City has been negative[y impacted by the closure of major retailers; the decline in
automobile sales which represent a high percentage of the local #ax base; and the worldwide
recession that has placed enorrimous pressure on any growth in consumer spending.
CNART 6-~Ifl YEAR TREND CITY OF DUgL{N GENERAL FUND SA1.ES TAX REVENUE
(In MiEiions $ Actual Revenue For FY 200'I-2009 and Budget For 2010)
16.00
I d.00
iz.oa
~ o.oo
8_UO
6.00
~1.04
2.00
0.00
2041 20~2 2003 2004 2005 2006 2007 2008 20Q9 2090
Budget
As shown above, the City experiencsd healthy grov+~h in Sa1es revenue beiween 2401 and
2008. During that period there were small year to year declines that occurred in 2002 and
2007, hawever they were far less dramatic than the most recent fwo years. Bath 2009 and
2010 are less than what was received in 200'I . The last time the Sa1es Tax revenue was lower
than the 2010 budget, was 1999 when the City received approximately $S million. Similar ta
the analysis of Property Tax, it is prudent to also evaluate the recent saEes tax trend on a per
capita basis.
Page 8 of 27
CHART 7- CITY 4F ~UBL#N SALES TAX REVENUE PER RESI~ENT 20Q6 - 249Q
~Actual 2Q06-20a9; Budget 20~10j
s,
s~
sooc zoo~ - zoos ioos . zo~osu~;x
The negafive trend observed with Property Tax is repeating itself when Sales Tax is compared
on a per capi#a basis. Generai Fund Sales`Tax revenue,has been decreasing at a time when
the population served by #he City is increasing: The degree'of deterioratiQn_is astaunding as
the Cify is experiencing per capita sales tax revenue rates that are 40°l0 less than the amount
collected in Fiscai Year 2pOS. <A Ignger ui~w going back to 2001 shows that per capita rates
are 47% less ($972 in 2001 and $248 in the 20'IQ Budget).
The compositior~' of the retail sales tax outlets in the City also has a direct impact on the
revenue decl~ne, _Chart 8 belaw shows #hat two categor~es 1) Autos and_Transportatian, and 2}
,
General Cor~sumer Goods, are the source of roughly 59% of the total retail sales transaCtians
that accur in the City of Dublin, As part of t~e`#otal sales tax;distribution by the State cities also
receive a share of pooled sales ;taxes, fn 2409 t~is amounted #o appraximately $1.3 millior~
which is nof.included in the comparison`below. '`
CHART 8- CITY OF DUBE.lN 2049 LOCAL RETAIL SALES TAX TRANSACTIONS
MAJOR BUSINESS CATEGORY
Autos 8
Transportatlan
Food & Drugs 29%
Fu81 &
Sta1
9
Busir
Indi
ti
ral
~.vnsurnnr Goods
30%
Page 9 of 27
5,~~
i2estaurants & Bulldln4 &
Hotels Constructlon
'I'!% go/,
The Autos and Transpo~tation Category is broader than vehicle sales. Howevsr, focusing on a
sub-category consisting sales of New and Used Automobiles, the da#a suggests that fhis
represented 24% of the total City of Dublin Sales Tax in Fiscal Year 2009. In Fisca! Year 2005
this category represented as much as 3~ % of the total. Chart 9 shows the local revenue
derived from the sub-category focused on the sales tax derived from the sale of New and Used
Automobiles in each of the past 5 years. .
CHART 9- CiTY 4F DUBL.IN SALES TAX REVENUE DERIVED FR~M NEW AND USED
AUTOMOBILE SALES TRANSACTlONS 20Q5-2049
During this five year period the revenue deriued from this category has decreased by more
than 40°!0. As noted abave the automobile sector represents a very fa~'ge share (ranging from
31 % to 24°l0 over this 5 year period} o# the salas #ax revenue generated from retai~ers located
in the City of Dublin. The industry as a whole has undergone majvr changes with 20~9 being
reported as fhe worst year for new car sales in t~e United States in neariy 30 years.
The City has also been irnpacted by changes in the distrib~ition o# Auto Dealers with the
clasure of Dublin ~ord as well as #emporary closures of dealers -selling Chevrolet, Buick,
Pontiac and G1111C. In Fscal Year 2008 the Ci#y received taxes from the first ful! year of
operation of Dublin Hummer Saab Saturn. ln 2009 General Motors=annaunced its plans phase
out these brands as well as Pontiac. The D~~blin loca#ion is serving a refocated Chevrolet and
Cadi{lac dealership while the ultimate future of the Hummer, Saab, and Saturn brands is sorted
aut in the market place.
The second largest categary o# retai! sales tax genera#ors in the City of Dublin is the "Genera!
Gor~s~~mer" category which includes: department stores, clothing stores, electronics, appliance
Page 10 of 27
zaos 2oos zoo~ 2008 2009
stores, etc. The City has experienced declines in this cafegory as a result of general econamic
frends as well as the closur~ of Major Retaifers including: Mervyns, Circuit City, and Andersons
N. As shown below in Chart 10, the 2009 results for this category were ~0% below the
revenue collected in 2005.
CHART 10 - CITY OF DUBLIN SALES TAX REVENUE DERIVED FRQM
GENERAL CONSUMER CATEGORY SALES TRANSACTIONS 2d85-2Q49
A key factor regarding t~e 2009 General Coi
2009 did not include the full year impact from
period from December 200H to Jun~ 2009.
sumer category is that the revenue shown for
several of #he retailers which ciosed during the
Future Trends For Sales Tax Revenue
Current prajections for sales tax revenues reffect a leveling off of the deterioration in revenue.
From a broader economic perspective it is projected that the recessionary conditions are
considered to be near a paint where stow amounts of growth may occur in the coming year.
For the City of Dubiin year to year campa~isons will still need ta factor in the faet that some of
the retailers that fiave closed operated for part of 2~09.
I# is also important to keep the perspective t~at any grawth will be on a smaller base. ~or
example if yau refer back fo the annual sales tax figures_in Chart 7, in 20Q7 the City received
$14.36 million and in 2a~ 0 it is expected to be $~ 0.65 millian. Using these as examples a 1%
growkh on the 2~07 base would yiefd an additional $146,004 in sales tax revenue. The same
growth factor of 1% on the 201~ base is 27% less at $106,500. Therefore, it is not expected
that we will achieve 2007 levels potenti~lly for many years.
ln warEcing wifh #he HdL Gompanies, the City of Dublin's consuitant on sales tax management
services, Staff f~ave prepared a very rough estimate of projected sales tax for 2411,
Page 91 of 27
2405 2006 2007 2008 2009
Adjusting #or known factors the amount pro~ected for 20~f 1 is virtually f1at. Aithough the
estimate includes some madest increases ir~ some sectors over 2009, the increases are offset
by the fuil year loss 4f ciosed retail outfets and one-time adjustments that may have occurred
for back taxes.
Inflation And Per Capi#a Revenue tCombined Propertv Tax and Sa1es Taxl
As discussed on the previous pages Property Tax and Sales Tax cnmprise a ma~ority of the
City Generai Fund revenue (71 % in the 2010 Budget). Char~ 11 displays the combined per
capita revenue from these two sources over the past 5 years. !n order to also view this in
terms of the ~arger economy a trend line has been added. The trend line shows the result of
taking the 2006 per capita revenue and increasing or decreasing it based on the annual
change in the Consumer Price fndex (CPi). .
CHART 'i ~1 - CITY OF DUBLIN PROPERTY TAX AND SALES TAX PER GAPITA 2006-20'10
__ _
W1TH TREND LINE SHC3WING 2006 ADJUSTED BY ANNUAL CHANGE 1N CPI
s~,2oo
51,000
S8o0
$600
5400
5200
SO
Line = 2406 Per Gapita Sales + Property
Tax Adjusted By, Consumer Prlce lndex ~~ ~pp7 `` ' $~1,OOS
'$933 $962
~$~~
; cA :.
M :: = r,
_ __
-
iV _
~ ;'
- ~ _ ~' ;;~
_tA :: ~ .
'~!' . . ;
. :.t.. = -::
: Ef~l:'. :'
2046 2007 200& 2D09 2010 Budget
As shown for the first three years the r~venue growth followed the same general pattern as
increases in the CPI. Hc~wever, the most recent two years have been drastically different. Had
- these reWenues grown at the same rate as the CPI in 2010 the per capita amount wauld be
34% greater than what is estimated in the adop#ed budget, Assuming the CPf does not
decline this gap wil( continue to widen in the future since there is fla# to declining revenue
growth projected for tnese rev~nues.
Development Related Re~enue
Development related revenue provides funding in two key areas: 'f} Ceneral Fund supported
services associated with processing, permitting and ir~specting new develvpment; and 2)
Page 12 of 27
Impact or Mitigation ~ees that fund capital projects required to provide services t~ new
developmen#. The ini#ial discussion wiil be related to the Genera( Fund operating revenues.
As shawn in Charf 1(on page 3} the combination of General ~und Development Processing /
Plan Check and Permits represent approximately 7% of the total 2010 General ~und Revenue.
There is also a relationship between fees collscted and expenditures for the services; hawever
' fhe timing of these twa elements may nat always match the same fiscal year. F'or exampl~, if a
Building Permit for a new buPlding is okitained in March, i# is likely tha# inspection casts wil!
continue after the J~{y 1St start of #he next fiscal year. Therefore, instead of focusing solely on
revent~e Staff has a(so examined measures of building activity of a period af #ime.
Cha~# 'f 2 below, demonstrates that the last 2 years of Building Permit valuatians have been the
lowest over the past 10 years. Likewise the number of new residential units receiving fiinal
inspection is also near the lowest point for the past 1 D year period, as shown in Chart ~ 3.
CHART 12 -- ClTY OF DUBLIN VALUATIaN OF BUILDING PERMITS lSSUED 2000-2p09
(fn Millions $)
330.0
300.0
2F00
206.0
I So.O
I W.0
W.0
0.0
CHART 13.- CITY OF DUBLlN NEW RESIDENTIAL UNITS
RECEIVING FINAL INSPECTtQN 2000~2009
Page 13 of 27
2004 2W1 2002 2U03 2t)Q4 2005 2906 2t707 2008 2009
200p 2pp3 2pp2 2003 2604 2005 2006 2007 2008 2009
During the 14 year period 6,873 new residential units had a final inspectivn, which approaches
an average of nearly 700 units per year. Last year only 235 units were finated and the 2010
Budget projected a similar amount of 287 units which were expected to have a final inspectian.
Preliminary projections by Communify Development are that actual 2010 figures are expected
to be closer to 200 units and will remain between 2~Q and 340 for the next twa years,
Depending on the recovery of the residentiaE rea! estate market additional units may occur
beyond 2012; however it wili remain well below the prior 10-year average of 700 ~er year.
Future Trends For Development Related Processinq Revenue
These trent#s will have negative implications for not on[y devefopment processing related
revenue, but also for Property Taxes which are based an va[uation. It will also ultimately
impact any revenue saurces the City receives based on population, as there is a significant
slow-down in the number of ho~~sing units added. It is impor~ant to note #hat the City Council
has already tafcen important steps to reduce the expenditures associated with these functions.
In the 2~10 adopted Budget, authorized s#affing in the Community Development Program
(includes: P(anning, Building & Safety, and Engineering~ was redcaced by 7.85 Fu11 Time
Equivalent (~TE} posi#ions.
The preliminary estimate is that in 201~ Bttiiding Permits may be $3Q0,0(}0 less than the
2U10 Budget. Staff will be analyzing the impact on o# ths r~duction in Building Permit
Revenue on cantract inspection expenditures. As discussed the net permit expenditures
(Permit Fees less Permi# (nspection Costs) can fluctuate widely depending on the fiscal year
the permi# is issued versus #he,year inspections accur. It is afso expected fihat other
devetopmen~ processing revenue will also be less in 201 ~1, based on the [ack of certainfy
for larger pipeline proje~ts. Projects in that category include: Kaiser Hospital and Medical
Offices; Camp Parks; and Jordan Ranch. Staff wil! be doing fur~her analysis on the levels of
expec#ed decrease as the budget is developed.
Capital Impact Fees
As a growing communi#y, the City has managed over the past #en years, the planned delivery
of numerous public improitements including: streets, freeway inter~hanges; parks; a library,
and other community buildings. To the extent that the projects were to mee# the requirements
of new devefapment they were either constructed direc#!y by developers or by the City using
Capital impact Fees. Impact Fees are typically coffected at the time of the building permit so
the trends as they relate to collections are gang to mirror that activity.
How Impact Fee Proqrams Function
The City has established Impact Fees far Traffic Improvements, Fire Facilities, as well as
Public Facilities (which incluties neighborhoad parks, community parks, library, aquatic facility,
and community b~~ildings such as community center, and senior center).
The fee program is established ta collect the pro-rata cost of improvements required by new
develapment based on the type,of develapment. Therefore, the scheduling of the timing for
construction must take inta account fiees callected as wel! as needs to adequately service #he
new development. Ultimatefy since fees are callected on a permit by permit basis the entire
cash required to construct-al! improvements will not be available until the end o€ aEi of the
planned new development. ~
In order ta mitigate.the impacts of #he new development, some improvements are needed in
advance (for example roadway improvemen#s). The Cify has worked with the development
community to obtain the pre-paymen# ofi funding for the constructian. This was #he case with
Page 14 of 27
the I-580 Fallon lnterchange where the Lin Family advanced over $11 miilion to ensure the
timeiy delivery of this important improvement. The developer receives a fes credit which can
be used as a credit against fees collected w~en the Develaper ctevelops property subject to the
fee.
fn fwo cases the City has als~ advanced funding ta advance the consfruction of community
improvemen#s: a new Fire Station and Phase I af Fallon Sparts Park. As of J~ne 30, 2p09 the.
City was stip awed $1,8 million for the Fire Station advance and it is estimated- that the Fallon
Park advance may total $4.2 million. Because tf~e fee pragrams are de~igned to meet
requirements to have new development pay its way, these advances wili need to be repaid
with interest as fiees are collec#ed. ~
Impac# Fee Trends ~
Since mosf-,impact #ees are collected at the time of building permit these collections ar~ similar
to previous trends discussed earlier in the report, There are exceptions such as the collection
of park land fees which are coliacted at #he time of the ~naf map and in some cases
Development Agreements have pravided a requirement #ar the developer to make payment of
funds in advance of the bui~ding permit. The fiollowing chart displays #he tatal City of Dublin
Impact Fees coHec#ed per year far #he past ten years, including a combination of; Traffic
Impact Fees, Public ~'acilifiy Fees, Park Dedication Fees, and Fire Impact Fees.
CNART 't4 - CITY OF DUBLIN IMPACT FEES COLIEGTED 2001- BUDG~T 2010
{Traffic Impact Fees, Public Facility ~ees, Paric Dedication Fees, and
Fire Impact Fees ln Millions ~j
$20.00o Z008 "pattern segment" _ $9.3 million
Interchange Financing.
~is.000 20't0 Budget "pattern segment" _ $5.2 ~
~~s.ooo Mi~~~°~~ w~ndstar Project . ~
r
~
$14.000 ~ ~
$12.000
~10.AQ0 --- ~
__
- -- o0
-
--- ~
$8.000 ~
~6.400
N~ ty
) ~ M
~
,
N ~
---
q
p t t
.
~ ~
~
$d.QQO ~ ~ ~ {r •r'
' ~ 0, _
O
T r
~ --
~v2.000 _ ~ -_ _
2Q01 2002 2003 2004 2005 2006 20Q7 2008 20Q9 2010
Budget
Page 'i 5 of 27
There are several unique adjustments #hat need to be taken into consideration when viewing
2~~8 and 2010 data. In 2008 apprt~ximately $9.3 million of the $14.5 miliion totaf was a lump
sum contribution for #~e 1-580 / Failon Raad interchange construction. The 201 Q Budget
included approximately $5.2 million in #ees for the Windstar Project. !t should ba noted that
this project has undergone a chang~ in ownership and it is unknawn if the fees wiA be received
in 2010. !n #he seven years from 2001 to 2007 neariy $80 miiiion has been colleefed to fund
capi#al 'improvements. Adjusting ~ut #he items mentioned for 2048 and 2010 (Interchange
Funding and Wi~dstar) and the total for the most re~e~t three year period, would be
approximately a~9.6 million.
Future Trend Capital Impact Fee Funds
Estimating the timing of Capital Impact Fee collection requires assumptions regarding
development timing. Sta#f is just beginning to sval~ate the projections based on input #rom the
development cammunity and the status of project approva(s. Should general economic factors
changa dramatically this can result in large swings in the revenue estimates.
Tra~fic Impact Fees (TiF~: The actual tota! TI~ collected during the nine year period
from 2001 - 2009 - was $54.6 millian ~r an average of $6 million per year.
Preliminary projections are that the City will collect approximatefy ~6.5 million in Traffic
- Empact Fees in total over the next 4 years. This a~erages less than $2 million per year.
The City will need to evaluate needed projects and determine the priority based on
availabls funding. There are numsrous TIF Credits which will convert to a"Right To
Reimbursement" and devefopers holding these rights will also have an interes# in
repayments as a use for funds collected.
Public Facili~ Fees (P~F): The actual PFF cflllected dur'rng the nine year period #rom
2001 -~2009 was $37.7 million or an average of $5.4 million per year. 7his fund is
expected to be in a deficit position due to borrowing to praceed v+~ith Fallon Sports Park
Phase 1. Therefore, Staff reviewed #he preliminary projections to account fior the
repayment of borrowed funds. A rough estimate is that aftet repayment the City will
collsct approximatefy $22.~J million in Public Facility Fees over the next 4 years. This
averages #o approximately $5.7 million per year availabfe #or projects.
As part of the development of Five Year Capital Improvement Plan, Staff wil! be
analy~ing projec#ed cash fiow afong with the identified projects. ` lt will also be necessary
to assess priar to proceeding with new construction, the impact on aperating cos#s for
projects. This is particulariy irnportant for those projects wi#h s#affing and speciaiized
operating expenses such as the Emerald Glen Recreation and Aquatic Csn#er. The
City has a history of managing well maintained facilities and in order to continue that
standard i# wiil be fiscally prudent to assess the impact of alf projects an #he operating
budget after constructi~n. Other projects that are supporfed from these fees include
expansion space to cantinue to accommodate police personnel, and the development of
severa! neighborhood park sites. Balancing these as well as ofher PF~ funded projects
in a volatile development cycle will be a serious challenge.
Fire Impact Fee; The primary use of all ~ire Impact Fee ~evenue collected is ta reduce
funds advanced for the construction and oui#itting af fire stations to serve growth areas.
There is not currently a Master Plan which iden#ifiies additionai nev+t facilities. As this is
a minor portion of #he overall Impact Fee Pragram, Staff has not yet had #ime to devefop
longer~ferm projections.
Page 16 of 27
Interest Re~enue
As shown in Char~ 1 interest accounts for approximatefy 3% of the 2010 General Fund budget.
Although this is a smail percentage cc~mpared to the dominating percen#age af revenue
caflected from #axes, it is highiy imporiant since it is a locally contrafled discretionary revenue
source. It is also impartant given the irnpact of the economic meltdown in financia! markets
resulting in lower interest rates than have been experienced at any ather time by the City.
Char# 15 provides a 10 year view of General Fund revenue derived from Interest earnings, lt is
important to recognize that the reported interest revenue wili fluctuate based both upon infierest
rates and the bafance avai(abfe for investment:
CHART 15 - CiTY OF DUBLtN GENERAL FUND INTEREST REVENUE
2001-BUDGET 20'10 1NCLUQING AN OVERLAY~OF THE LOCAL AGENCY lNVESTMENT
FUND (LAIF) HISTORICAL INTEREST RATE
~Note: 2010 Rate is an estimate based on 2 Qe~arters)
(Interest Revenue In Millions $/ lnterest Rate As a Percentage)
~+3.00
$2.50
~2,~0
$1.50
$1.'10
$~.00
$0.50
$Q.00
Line displays average Local Ager~cy
investme~~t ~und Interest rate and fhe ~2•6~ ~~~~Z
scale 1s on the right.
Bars depict General Futtd Interest
Revenue in Millions $
61.84
$'I .49
$1.67
.45
$
2001 2002 2003 2004 2005 2006 2007 2Q08 2009 2010
The Local Agency Inves#ment Fund {l_AIF) is a short term investment pooi aperated by the
State Treasurer. Although it is nat the only inves#ment vehicle used by #he City the interest
rate reflects the overall trend in the marke#. D~~ring this period the LAIF rate was as high as
6.'f % fn 2001. The current rate in February 2010 is approximately 0.55°lo which is less than
the 0.90% reported for the firsf quarter of 2010. The Chart data assurnes the 2~10 annualized
L.AlF rate will be approximately 0.6%,
page 17 of 27
Future Trend For interest Revenue
The expected trend for interest revenue will bE continued decreases in General Fund interest
revenue. Fac#ors contributing to #his include: 1) A continued low interest rate environment with
forecasts suggesting tha# the rates will continue at low Iavels #or some #ime; and 2} The City
has been using General Fund Reserves to balance #he budget and for capital projects
(Shannon Center; Historic Park; Fallon Park Advance; Main#enance Facili#y Project; efc.}. The
use of reserves will decrease the amount invested resulting in lawer revenue.
Staff has not had a chance to fully evaluate proJected cash balances and longer term
projections far interest ra#es. Based on very rough ir~formatinn available the 2019 interest
revenue could be as much as ~300,000 -$600,000 less than the 2090 Budget.
SUMMARY - GENERAL FUND REVENUE 4UTLOOK
The foilowing is a summary of the preliminary forecast of decreases in major General Fund
Revenue. As part of the overall budget preparation and a more 'refined mid-year ~udget
u~date Staff will also be conducting further anafysis on other revenue sources,
CHART 16 - SUMI~IARY OF PROJECTED POTENTiAL GENERAL FUND
REVENUE DECREASES FOR 20'I'I
Pro ert Tax $ 800,000 -$ 1.5 Mi{lion
Sa(es Tax Flat
Devela ment Processin 1 Permits $300,0~0 +
Interest $300,000 - $600,000
TOTAL DEGREASE $1.4 Million -$ 2.4 miilion
Page 18 of 27
EXPENDfTURES
GENERAL ~UND EXPEN~iTURE TRENDS
As a growing community ths Ci#y of Dubfin's General Fund Expenditures have increased as
the City matured and the po~ula#ion increased. Chart 17 provides a comparison of the annual
expenditures over the past 10 years. Chart 18 provides a more specific view of fhe distribution
of General Fund Operating Expenditures by major pragram area.
CHART 17 -- CITY O~ DUBLIN GENERAL FUND EXPENDIi'URES
~OPERATiNG & CAP[TAI.} 2001 - BUDGET 20'IO
(In Miliion $)
$6fl.00
$50.00
$4Q.00
$30.00
~20.04
, . $90.Q0
~-
CHART ~1$ - CtTY OF DUBL.IN GENERAL FUND QPERATING EXPENSE -- BUDGET 201U
Potice 8 Fl~e
$A%
~lic Safety
/o
nsportation
4%.
> ,..,~.
Page 19 of 27
2001 2002 2003 2004 2045 200fi 2Q07 2008 2009 2470
Budget
Community Cutture & Lelsure ~oaith 8~ Weifare
L7evelopinent Services ~ess than 1%
~11 °k 17%
Given that Pqlice and Fir~ represent more than 50% of the total general fund operating
expenses for the City, additional analysis of the historical trends will be provided.
CHART 19 - CITY OF DUBI.IN POI.ICE DEPARTMENT AND FIRE DEPARTMENT
GENERAI. FUND OPERATING EXPENDITURES 2001 -- BUDGET 2U10 (In Million $~
$14.00
$ ~ 2.0~
~10.00
~ 8.00
~6.00
$4.OQ
~2.00
$-
As nated in Chart 19 a significant increase in Fire Department casts occurred in 2004 due to
the staffing and opening of an additional Fire Sta#ion. The Fire Services are pravided through
a cantract with Alameda County Fire Department. T1~is offers the City broader access to
specialized #ire suppression and rescue resources under a shared agreement with multiple
jurisdictions. With the provisinn of Fire Department services there is a staffing cost and
component that follows the number of apparatus made available from a station. The staffing
assaciated with the Fire Depar~ment~ has remained relati~ely stable since the apening of the
third fire s#ation in 2004. The City provides one Seniar Office Assistant posi#ian that assis#s
with licensing and permits obtained at City Offices.
The Police Services ft~nction is provided through a cont~act with Alameda County Sheriffs
Office. ln the 2010 Budget the Sheriffs Office pravides 54 FTE positions and the City provides
seven pasitions. The City positians include support Staff as inre{i as non-sworn crime
prevention personnel ta augment the services provided by Sheriffs Office Staff. The City
requests staffir~g from the Sheriffs Office based upon an appraved budget and established
services levels. During the period shown in Char~ 1 g the staffing for Dubkin Police Services
has grown from 47.5 FTE in 20~1 to 61 FTE which has remained unchanged for the period
from 20a8 - 2010. Changes in staffing typically follow growth in popuiation or programs.
Because Public Safety represen#s such a large po~tion af the General ~und costs, it is
appropriate to examine the trends between the changes in General ~und Revenue, compared
Page 20 of 27
"New Fire Sta#lon (i~o. 't8j Operational in 2004 Budget
fo the cf~ange in expenditures for these importan# services. As previously depicted cos#s h~ve
contint~ed to steadily increase each year for Police and Fire Services. The biue Iine in Chart
2Q depic#s these increases. The Green Line in Chart 20 is the annual percentage change in .
General Fund Revenue. With revenues following a decreasing trend it becomes a major
challenge to support increased expendifures.
CHART 20 - CITY OF DUBLIN POLICE DEPARTMENT AND FIRE DEPARTMENT
GENERAL. ~UND OPERATING EXPENDITURES :2005 -- BU~GET 20~0 (fn Million $)
WITN A TREND LINE FOR PERCENTAGE GR~WTH !N GENERAL FUND REVENUE
~sa.oo
$25.00
$20.00
$'15.00
~~ o.oo
~~.Oo
~-
~a.s~io
'~ 0.8°/a
fi.5°!a $24.13
$22.9 S ~22.39
$20.84
$19.37 ~
$18,05
-0.3%
•~.s~ia ~
Police & Fire General Fund Costs
(ln Milllon $)
Percentage Change All Generaf
F.und Re~enue (Scale On Right)
. ` :~s.s~~o
2o.oQio
~ s.a~~o
10.0%
5.0%
a.o~ia
-5,0%
-9 0.0%
-~s.o~~a
-za.o~io
2005 20i16 `2007 200$ `2009 2Q1U Budget
. . -
~uture Trends For Poljce and Fire`Expendi#ures
,
~ -
Effor#s have been made ta control casts where possible for #hese senrices. In the case of Fire
Department ~erii~ces; the Gi#y has received some relief from the growth in costs due to the
Alameda Counfy Fire Departmen# expanding the n~imber of agency partners. The Department
was successfu! in merging and servicing the Lawrence Livermore National Laboratory and #his
reduced some o€ the overhead costs to #he Gity af Dublin, The Fire Uepa~ment cvntinues to
explore opportunities #o offer services to a larger base which will increase the operating
efficiency for the City of Dublin. If this effort is successful fhe City may be able #o sse
timited increases, ar bes# case a possibie decrease in Fire Service costs in 201~f.
Staff is in the process of examining the impacf af Dublin PoGce Servlces contract costs, as a
resuEt of collective bargaining agreements which were mare favorable than estimates used to
develop the City 201p Budget. Due to the compiex negotiation environment it has been
difficuf# for the las# iwa years to estimate for budget purposes, the cost of Sheriffs Office
~ersonnel and benefit increases. For example, the 2409 Police General ~und expenditures
were $721,497 less than the final budget. This was achieved through a combinafion of
managing costs and overtime staffing as well as salary and benef~t increases being less fhan
Pags 21 of 27
what was estimated for bt~dge# purposes. Recently, the Alameda County Board of Supervisors
approved a neuv multi-year agreement with the Deputy Sheriffs Associafion which is expected
to have positive irnpacts on 2011 Palice Service~ costs. S~aff is expecting that the 2011
Budget for ~ublin Potice Services will possibly include a modest decrease from the
amount budgeted in 2~'10.
General Fund Uperating Costs All Depar~ments
With the need to reduce expenditures in the 201 Q Budget the most significant reductions came
from programs other than Police and Fire. With the 2010 reductions significant adjustments
were made itt areas related to the servicing of new development appli~ations or inspections
where the vvarkload had atso been reduced. Chart 21 depicts graphica~ly #he annual General
Fund opera~ing expenditures for Pol~ce and Fire compared to afi other departmenls.
CHART 21 - GITY OF DUBLIN GENERAL FUNQ OPERATING EXPENi]lTURES
2005 - BUDGET 241d {!n Millian $) ~
POLICE DEP/~RTMENT AND FlRE DEPARTMENT - RED BARS
ALL OTHER DEPARTIVIENTS B~UE BARS
~2s.oo
~ao.oo
v15.00
$10.00
$5.00
$-
it is appro~riate #o also examine operating costs on a per capita basis and the impact of
general infilationary .costs associated with the provision of services. Chart 22 shows the per
capita operating exp~nditures that have actually been declining for the past two years. The
Chart also shows what the expected per capita spending would be if the 2005 amount was
adjusted annually by the change in the ConSumer Price Index. The reductions made to date
have been accomplishe~ at a time when the population has cantinued to grow.
Page 22 of 27
2t105 2006 2007 2~aS ~uua ~v~~ ouvy~+
CHART 22 - CiTY OF DUBLIN GENERAL FUND OPERATiNG EXPENSE
PER CAPITA 2005-201Q 6UDGET
W1TH TR~Nt3 LlNE SHOWiNG 2005 ADJUSTED BY ANNUAL CHANGE tN CPI
$1,400
$9,200
~9,OOQ
$800
$600
$400
$200
~-
2005 ~2046 20Q7 2008 2~09 2090 Budget
Trends and Considerations ~or O era#in Ex enses
A5 no#ed eariier, Public Safety cost increases may be mitigated in 2099, however, there
continues to be inflationary pressures in several areas that wil( need to b~ accounted far. The
following discussion wifl highlight some of the anticipated challenges.
Em~loyee UVages & Benefits - In 2010 cost of living and pe~Formance pay adjustrnents wer~
eliminated for City Staff. Regular salaries for budgeted
positians equa) approximately $7.4 million. Refirement costs
tPublic Empioyee Retirement System (PERS) and Re#ires
Medical contribu#ions) are {~ro}ected to increase
approximately $75,000 based on 2010 salaries. Any
adjustment to safaries would increase the change in costs.
Looking beyon~i 2011 the PERS confribution rate wi!!
increase by approxima#e!y $125,000, as the rates are
adjusted to address investments t~at have underperformed
fhe rates assumed by PERS.
U#ilities - Utility rates including, Gas, Electricity, Watsr, and Sewer
have been inereasing in recertt years. Projecting potential
increases of 5% -'10% could rnean an additionai $85,000
- $165,OQ0 per year.
Page 23 of 27
Liability In~urance - The City obtains generai liability insurance coverage as part
of a seff-insured multi-agency insurance poal, which
combi~es self insurance with commercial insurance. It is
typical to experience increased premiums at #imes when
investment earnings are low, since the general insurance
market relies on investments as a supplemental source of
funding in addition to premic~ms. The City also pays an
insurance surcharg~ far Coun#y Contract Services. The City
has _'experiencet~ significant : increases [n the Counfy
program. !n 201'1 it is projected that total insurance
costs may increase by $250,000.
Park Maintenance - W~t~ #he addi#ion of #he expanded Heritage Park and the
addition of Fallon Sparts P~rk, based on 2010 estimates
#hese facili#ies will add expenses `of as much as
_
$525,Q00 more:#han the 20'i0 Budget; 'These costs include
a res~rve charge o# $65,QOO :far future replacement of the
artificial turf. I# should also be noted that this estimate is the
gross cost and does r~ot factor-in any additional reve~ue that
may be derived from facility rentals.
Public Safiety - As noted it is . still very., . early in the pracess ~of
developing the 24~i 1 Budgefi, however, it is hoped that
savings of $15U,ODU -$500,000 may be achieved in terms
of reduced Poiice and Fire service cos#s. The Budget
preparation wilf also need to evaluate the potentia! impact if
special revenue funding available is reduced (i.e. State
_ COPS Grant of $100,00~; `County and Local Emergency
Medica! Services Funding of $384,000.~ In the event that
these special funding sources are red~iced ths General ~und
wiN bear more of the costs.
Storm Water Mandates - The Ci#y is facing additional S#ate mandates #i~at wilf
resu{t in additionat programs #o address the
management of storm water discharges and drainage
that may costs $9 d0,00U - $250,000.
State Budget - The State is ance again #acing a deficit, and may seefc
solutions that have a more direct impact on Dublin, Perhaps
the greatest impact from the State Budget is the indirect
pressures resulting fram decreased State funding in other
areas. Schools, as well as flther public service entities, are
seeking repiacement funding far activities that would be
impacted by State Budget reductions.
Page 24 of 27
SUMMARY -- GENERAL FUND ~XPENDITURE OUTL40K
The #oliowing is a summary of the prefiminary forecast ~of changes in major General Fund
Expenditures. As part of the overail budget preparation and a more refined mid-year budget
update Staff wili also be conducting fur~her a~alysis on other expenses.. The totai impact is
projected to range from $535,Q00 to $~1,11~,Op in additiona! Generat Fund expendl#ures
net of potential savings in Public Safe#y cos#s.
SUMMARY 0~ PR~JECTE~ POTENTtAL GENERAL FUND
EXPENDITURE INCREASES 1{~ECREASES) F~R 2~1'!
Salaries & Benefits without an Cost of Liv)n $ 75
000
Utilities ,
$ 85,00~ - $ 165
000
Liabifit tnsurar~cs ,
$ 250
000
Park Maintenance ,
$ 525
000
Public Safet ,
~500,000 - $150
000
Storm Water Manda#es ,
$ 100,000 -$ 250
000
State Bud et Im acts ,
Undetermined
TOTAL INCREASED COSTS ~535~Upp _ $1~~(15~pOp
General Fund Ca ita! Expenditure Trends
Over the' years the City has managed during good times ta build General ~und Rese~ves that
can be used to finance speciaf projects and ameni#ies. This has allowed the City to approach
several capital projects on a pay as you go basis without. incurrin~ debt. Examples of recent
projects which included major funding from the General Fund are: Historic Park Expansion;
Reconstruc#ian of Shannon Community Center; and Acquisition of a Cify Maintenance Yard
site. Chart 23, displays the historical use of Generai Fund revenue for Capital Projects.
CMART 23 - CITY OF DUBLIN GENERAL FUND GAPITAL EXPENDiTURES
2001 - BUDGET 201Q ~!n MiHion $)
~~2.00
~~o.oo
~s.oo
~s.oo
~.aa
$z.ao
S-
~w ~ cwc zuv;s LUU4 Z005 2006 2007 2008 2009 2010
Budget
F'age 25 qf 27
lt is significant to note that, out of the $5.3 mi{iion budgeted ir~ 2010, over 75% of this was
funded from reserves and represented projects which had been initiated in a prior year. In the
past there were times when the Genera! Fund revenue was in excess of operating
expenditures. This difference could be allocated to reserves or used to fund eapital projects,
That scenario is not anticipated in 2011 as the City experiences declines in Genera! Fund
Revenue and increased operating costs.
!t is anticipated that any new General Fund Capita! Improvement Projects ftir 2011 will need to
be assessed in terms of: Is the project critical to public heaith and safety; what is the impact of
the projact on future ope~ating casts, and does the project address a critical need in the City
Council 'adopted Goals and Objectives. This wili also require an analysis of the staffing
required to unde~take the Capital Project workload. Additional direction fram the City Council
wili be beneficiai in identifiying options #or the caming year. .
Page 26 of 27
G~NCLUSION
Examining the past trends is important to understand haw the City successfully financed
services to #he community, However, the current econamic cfimate requires that the City take
into consideration recent trends and apply that in€ormation ta a forecas# for the future. it is nat
possible to "assume" that what worked yesterday wiii continue to work withaut any changes.
Proper pianning and discussion of the challenges is the ~est course to identify a solution.
As previo~rsly noted the assumptions in #his report for fhe future are based upon lirnited data
and wili need to be refined as fi~e pracess of de~eloping the 2011 Budget and ~inancia) Plan
proceed. However, based on current information the 20~ 1 Budget is projec#ed to have less
revenue and mare expenditures. ~
With government budgets it is not uncommon to u#ifize reserves to balance the expenditures
for #he year. The prudent use of res~rves is in a situation such as construction of a large
capitai project where excess revenue from a prior year is utiiized to fund the pro~ect. Ideally a
government agency wants to avoid a structural deficit where #he operating revenue for fihe year
wi11 not support the operating expenditures. Options to efiminate a structural on-going deficit
are to reduce expenditures, increase revenue, or a combination of the two approache~. !n
2010 the C(ty already had to uti{ize one-#ime economic stability resetves to balance the budget
and wi#hout correcting the structural deficit the imbalance wili grow in 2019 as shown below:
2010 GENERAE. ~UN~ ADOPTED BUDGET
2090 BUDGET GENERAL FUND REVENUE $ 44,973,643
1.ESS:
Capifa) Project / One-Time Grant Funding
(Also an offse##ing Genera! Fimd Expense-
Fa1lon Interchange I Vi~lage Parkway Storm Drains) ~ p~g ~~
NET GENERAL ~UND OPERATING REVENUE $ 43,9'14,428
ADOPTED BU~GET GENERAL FUND OpEf~ATiNG EXPENSE 45 068,083)
2010 OPERATiNG EXPENSES FUNDED FR~M
ECQNUMIC STABILITY RESERVE SHORTFALL ~
~ ) t$ ~.~~3.s~~~
'' Without additional expenditure reductions in 207~1 pr ~ncreased revenue this arnount would be sxpected
as a structura! deficit that will recur in 204~1
PRELtMlNARY ASSESSNIENT OF 209 9 SHORTF~4LE.5
(Reductions in Revenue ! Increases In Expenditures)
2n11 PROJECTED REDUCTIUNS tN REVENU~ $1,400,ppp _ $2,400,p00
201'1 PROJECTED iNCREASED COSTS 535 000 - 'I 115 000
SUB-TOTA~ 20'11 SHORTF'ALL
CARRYOVER 2010 STRUCTURAL DE~fCiT
$1,935,OOQ - $3,5'15,OQ0
1'i53 655 - 1 953 6S5
GRAND TOTAI. 2Q1'I ppTENTIAL SNORTFALL
_ 3.088.655 - ~4_~~
Page 27 of 27