HomeMy WebLinkAbout8.1 Attch 1 Staff Rpt to CC on Reductions
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19`~'-~ ~ 9 2 STAFF REPORT C I T Y C L E R K
DUBLIN CITY COUNCIL File #?1311d?-~~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.
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Submitted By ubmitte y evi ed y
Parks and Community Budget Manager Assistant ity anager
Services Director
Page 1 of 10 ITEM NO. °J ATTACHMENT 1
1
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.
Steas 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 Sheriifs 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 Depury Sheriffs 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 Proaosed 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 2010-2011. As
done in Fiscal Year 2009-2010 priority will be given to projects that address safety concems,
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.
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General Government:
This category of reductions includes items such as reduced
purchase of materials and supplies (including some one-time -$49,655
savings); decreased conference and training; fewer consultant
service hours; reduced insurance costs through cost sharing for
Fire Services; and deferred urchase of furniture and e ui ment.
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 _$548,380
deferred purchase of fumiture 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
ex anded cost sharin ro ram.
Transportation:
This category of reductions includes items such as reduced -$1,628
purchase of materials and supplies (including some one-time
savin s .
Page 4 of 10
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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 -$182,881
maintenance and turF aeration and modification to park
maintenance sefvices 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: -$120,565
This category of reductions includes streamlining of inspection
rocesses and buildin code enforcement activities
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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.
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General Government:
. City Council - Operational Reduction: -$12,700 -$34,312
. Building Management - Deferred Maintenance: -$20,000
. Buildin Mana ement - Civic Center Holida Li hts: -$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 Li htin -Artwork Li htin :-$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 Landsca in - Holida Wreath Pro ram: -$1,350
Page 5 of 10
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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 -$374,725
. Community Events - Reduce Family Movie Nights: -$6,070
. Teen Programs - Operational ReductionlEliminate 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
. A uatics Pro ram - Reduce Swim Season: -$5,793
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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.
Balance 06/30/09 $5,868,847
Pro'ected Use FY 09-10 " - $1,416,176
Pro ected Balance 06/30110 $4,452,671
' Source $1,085,426 June 8, 2010 Budget Letter+
$330,750 Mid-Year Bud et Re ort 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.
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Ex lore and resent findin s related to creation of food waste ro rams at Ci facilities.
Discontinue use of City supplied individual plastic beverage bottles (i.e. waters, sports drinks,
soda, etc. at ci 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.
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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 art/photo competition that will engage the $1,500
communi .
Page 7 of 10
Given current economic conditions, it is recommended that the foilowing Staff initiated, non-
essential objectives be eliminated from the Fiscal Year 2010-2011 Goais 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
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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 $29,100
City. (Appropriate to delay project to FY 11-12 when
new Census fi ures 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.
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Implement web-based business license applications
and renewals. (Costs associated with next phase of $5,000
Tyler/EDEN Business License implementation
rocess.
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 Stabiliry Reserve as of June 30,
2010, is approximately $4.45 million.
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FY 10-17 Pro'ected Total Deficit a $3.1 million $4.6 million
FY 10-11 Recommended Operating Budget _$~,~q.q 535 -1,544,535
Reductions as outlined in reort above
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FY 10-11 Goal and Ob'ective Additions +$5,000 +$206,770 b
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. 'C"... _ _ . . : . , . (a) As outlined on Page 27 of Special Budget Report: Financial Trends and
Challenges, February 24, 2010 (Attachment 4).
(b) Represents all General Fund supported Goals and Objectives included at
hi hest cost in FY 10-11 O eratin Bud et.
As indicated earlier, these calculations include only the potential oqeratinq bud4et 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 two years.
The City Council's direction on the above items will assist Staff in preparing a balanced budget
proposal for Fiscal Year 2010-2011.
Budaet Hearing 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 Aal 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
1
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
Z L4
Fiscal Year 2010-2011
Additional Operating Budget Reduction Descriptions
by Program Area
Below is additional detail on areas Staff has identified for reduction/elimination in the
Fiscal Year 2010-2011 Baseline Preliminary Budget. Implementation of these
reductions would result in an additional $641,426 in General Fund savings for the
upcoming Fiscal Year.
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-TV
City Council - Operational Reduction: -$12,700
. Elimination of State of the City Address Video; Reduction in travel and training; Elimination
of Holida Card Pro ram.
Building Management - Deferred Maintenance: -$20,000
. Reduce HVAC improvements and other miscellaneous improvement costs, little to no
im act on facilit maintenance.
Building Management - Civic Center Holiday Lights: -$1,612
. Suspend Holiday Light Display at Civic Center during winter holiday season and St.
Patrick's Da .
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Police - Police Officer Trading Card Program: -$4,095
. Sus end bi-annual ra ram.
Police - Academy Program: -$3,040
. Reduce number of academies rovided to residents, no im act to ro ram o erations.
Police - Crime Free Multi-Housing Program: -$5,467
. Reduce urchase of su lies for ro ram, no im act to ro ram o erations.
Police - Reduce One Hacienda Crossings Officer: -$179,690
. Reduce Officer and associated contract indirect costs. This reduction will leave iwo
officers to rovide dedicated services at the retail/entertainment com lex.
Street Lighting -Afin?ork Lighting: -$1,565
. Current lighting is twenty hours per day (no light from 12am-4am); this reduction will
decrease li htin to 18 hours a da no li ht from 12am-6am .
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Street Sweeping - Reduced Street Sweeping: -$7,740
. Reduce residential sweeping from two to one sweep service in the month of July and
extend the Fiscal Year 2009-2010 reduction in commercial swee s to include Janua .
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Page 1 of3 pnACHMENT -L
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Street Landscaping - Reduced Maintenance: -$26,000
• Reduced litter pick up, leaf clean up, bedding plant and shrub replacement, weed removal,
and cleanin of stone avers.
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 Dubiin; (2) Holiday Theme; (3) St. Patrick's Day;
4 Dublin Pride Week; and 5 Chamber of Commerce Sho /Discover Dublin.
Street Landscaping - Holiday Wreath Program: -$1,350
• Suspend holiday wreath program along Village Parkway between Dublin Boulevard and
Amador Valle Boulevard.
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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
Frida s, the least used da of the week.
Library - Holiday Lights: -$2,078
• Suspend Holiday Light Display at Library during winter holiday season and St. Patrick's
Da .
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 ears.
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 b 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 e uates 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 b the Civic Plaza durin the holida s.
Page 2 of 3
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Communiry 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 ear 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
web a e on the Ci 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 Communi Services De artment Activit 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 er ear.
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. .~y
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City of Dublin
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General Fund Balance Designations
As of June 30, 2009
(Old Format)
Summarized From Page 42 (With Descriptions Added)
Comprehensive Annual Financial Report - June 30, 2009
ATTACHMENT Z
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 Items paid for prior to 6/30/2009 for goods and services that
will be used in the followin fiscai ear.
When the City acquired the Dublin Cemetery, the Cemetery
Cemetery endowment 60,00 Association transferred its endowment to the City. The
actual costs exceed interest earned from this balance.
Stormwater Maintenance 103,52 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
Cuivert 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 couid 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 coliected.
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) 2,945,49 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 6/3012009 5,343,61
bo.p 2 4
UNRESERVED-
IDesi nated for:
Economic Stability 5,868,847 Reserve established to allow for a balanced budget during in
the event of economic uncertain .
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 20082009 for
CIP Carryovers 1,306,32 CapRal 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 expendRures that were unatile 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 1,000,00 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 Failon Sports Park by awarding the construction contrad. At
Fee Advance 4,221,93 the time of award Staff noted that'rf Pubiic 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 750,62 Reserve to rehabilitate the 84 Lumber site for use as a
Maintenance Facili .
Reserve for costs anticipated for radio replacements required
Emergency Commuriications with the development of an emergency communications
S tem 210,00
YS system (Police, Fire, Public Works frequencies in a regional
effort to standardize .
Fire Retiree Medical 750,00 Reserve for future retiree medical ben~ts. 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 33,454,20 individual project, is designated for uses approved by the Cit
Council including recovery from catasVophic or uninsured
losses, etc.
Sub-Total Unreserved! 56,779,748
Desi nated 6/30/2009
Total Fund Equity General Fund 62,123,358
1
City of Dublin
11~
19 (~lp';~82
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 Apri120, 2010
ATTACHMENT 3
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
6/30/2009
2008-2009 DESC RI PTION
RESERVED - (6l3012009)
V
~ =iT ,`.~?~~C~,~SiF~~ x' 8~" :
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 60,00 Association transferred its endowment to the City. The adual costs
exceed interest eamed from this balance.
Stormwater Maintenance 103,52 The City has accepted funds from CalTrans to offset the future
maintenance of s ecial storm drain inlets.
A major underground stormwater culveA was constructed in Dublin
Culvert Maintenance 335,72 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) 1,841,33 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) 2,945,49 agency liability at that time was recorded in a"side-fund". The City
elected to pre-pay its obligation irom reserves and an intemal service
char e is made each ear to re a the Reserves.
Sub-Totai Reserved 6130/2009 5,343,61
. qo~ z~t
UNRESERVED /
Degi~s~ignated for: (6/30/2009)
Sg'.3~'X.-...
91t~6Tn'z .ia ~Y1'X Hl~ 4 • vw.a+a ~_d1X:, ~~~~L:r:c m4m.~m:~ Ouub.a t.
~
.
x
a
a
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 vllage Parkway downtown improvements.
Prior to establishing the current Affordable Housing Fee, the City
Affordable Housing 1,000,00 Councii 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 3210,000 Reserve for costs anficipated for radio replacements
System (Proposed Adjusted 1,000,000 required with the development of an emergency communications
412012010) system (Police, Fire, Public Works frequencies in a regional
effort to standardize .
Reserve for future retiree medical6enefts. Esfimates of the fuf!
Pire Retiree Medical 3so0 000 cost is over E7 million.
(Proposed Adjusted 412012010)
Goal is to have 70% of book value of buildings prior to
Catastrophic Facility / accumulated depreciation. City self- insures 100% of the risk of
Inirastructure Loss 8 City earthquake. Also have infrastructure other than buildings
Business Recovery (Propased 61850,000 vulnerable to catastrophic events.
Adjusted 412012010)
Proposed to be set-aside for potential needs that may have an up
Innovations & New 10'125,000 front cost, but would provide longer term benefits and / or
Opportunities potential operating cost reductions.
Intemal Service Fund Contribution to Intemal Service Fund for major facility
Contribution (Proposed 3,000,000 components that are not currenUy included in ISF Reserves.
Adjusted 4/2012010) Both new and old facilities. Goal is to develop updated
contributions over time to full fund relacement reserves.
I D o~' ~ ~-4
e ~ .,CEE
,
ci~~
~ .
Funds originally budgeted~in Fiscal Year 2008/2009 Tor Capital
CIP Carryovers 1,306,32 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 301,87 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 4,221,93 Sports Park by awarding the construction contract. At the 6me of
Fee Advance 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 2,235,6 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
Faciiiry.
As the Civic Center approached 20 years old and wdh the growth in
Civic Center Expansion 1,176,40 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 o6tigation 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
Minimum of two months operating ezpenditures with a goal to
Unrestricted For Cash Flow build up to 4 months.
Purposes (Proposed Adjusfed 8,860,000
4/20/2010)
Service Continuity Obligafions Bridge financing in cases when iees may be received in one
(Proposed Adjusted 4J20/2010) 1,000,000 Fiscal Year with costs of service incurred in a lafer year.
Sub-Total Unreserved I
Designated 613012009 (Future 56,700,539
Categories "Committed" /
"Assi ned"
3 ~P~r~i~~ rr+~~~9_,~~%8E`
~ ."Fa!,,,~,l70~7
Unassigned 79,20Per GASB 54 any residual amount not assigned to another category
Total Fund Equity General Fund
62,123,358
L
• ~ • • • • • • • • • •
. .
. .
. .
. .
. .
. .
CITY. 4F DUBLIN
SPECIAL BUDGET REPORT
Financial Trends and Challenges
FEBRUARY 24, 2010
Prepared by: Paul S. Rankin -
Administrative Services Director
. . . . . . . . . . . . . . .
Attachment i
Page Left Intentionally Blank
Page 2 of 27
,
INTRODUCTION i
Since the City of Dublin's incorporation in 1982, Cify Officials have taken pride in the delivery
of quafity services to the community. The delivery of services and growth of the City have
' been thoughtfully planned based on the community needs _and resources available. , As the
City matures it is destined to face different types of chalienges. The City does not function in a
vacuum and in recent times it has been directly impacted by external forces. Facing the
longest recessionary period since the 'City incorporated is bound to add additional challenges
in meeting its objecfives.
The purpose of this report is to senre as a foundation which provides histodcal financial trends,
wi#h. a:specific emphasis on those which impact the Genereil Fund. : The repolt is aiso. intended
to be:forward looking, providing projections for key revenues and expenditures, in order to plan
for tomorrow. Although these estimates are preliminary and are based upon the limited data
available, #hey offer an importanf contexf for decision making in the near-term.
In:order to:simplify the presentation the Fiscal Year stated is the second year e.g. Fiscal Year
2009/2010 is referred to as 2010.
. REVENUES
HISTORiCAL TRENDS OF MAJOR REVENUES The General F.und is the largest source of discretionary funds available to fund City operations.
It is important to consider that a relatively few sources of revenue comprise the largest part of
the General Fund Revenue base for the City. Chart 1 graphically dlsplays the high
concentration of revenue derived from only a few sources.
CHART 1~ FISCAL YEAR 200912010 GENERAL. FUA1D REVENUE DISTRIBUTIOW
Properfy Taxes
47%
~
All Other Sales Tax
14% 24%
Interest
3% Dev. Processing
' 1 Plan Check
Franchise 7axes Buflding Permlts 4%
b°!o 3% •
Page 3 of 27
• A single Revenue Source - Property Tax - is nearly one half (47%) of alf General Fund '
Revenue.
• Over 70% of the total General Fund Revenue is derived from Sales Tax and Property
Tax. '
. Six Revenue Sources comprise 86% of the total General Fund Revenue.
• 7hese six revenues are a11 impacted negatively during an economic recession.
Rather ihan examine all of the Revenue Sources, a core group of revenues wiil be individually
reviewed in terms of historical results as well as factors that impact the future projected trend.
Property Tax Trends
As shown in Chart 2 the City has experienced significant growth in Property Taxes over the
past ten years. However, starting with the Fiscal Year 2008/2009 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 Millions $ Actual Revenue For FY 2001-2009 and Budget For 2010)
$25.00
$20.00
,
$15.00 ' .
$10.00 -
$5.00 -
$0.00
•
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
The growth in Properry Tax revenue experienced by the City of Dublin was uniquely impacted
by the ownership of substantial amounts of land that have developed over the past 10 years.
5everal large parcels were government owned and started with an assessed valuation of zero
Page 4 of 27
since they were exempt from property taxes. Other land in private ownership had been held
long term by the owners with a very low assessed value and / or an assessed value related to
uses prior to the zoning granted as part of the General Pian and Specific Pian processes.
As reflected in Chart 2, Property 7ax revenue is projected to decrease for the first time during
the'most recent fen years. This reflects the estimated impact of the assessed valuation
reductions made to date as the real estate markets both nationaliy and statewide have
undergone significant corrections compared to the values prior to the recent financial mortgage
lending crisis. Since General Fund Property Tax is used to provide core services to residents, it is also
important to Consider the change in Property Tax per resident, given the growth in residents
served.--Ghart 3 depicts the results if the Total City Property Tax Revenue was divided by the
estimated -populatlon for the past 5 years. The population estimate is based on estimates of
House.hold Population that are released annually by the California Department of Finance.
CHART 3- CITY OF DUBLiN AROPERTY TAX REVENUE PER RESIDENT 2006-2010
{Actual 2006-2009; Budget 2010}
asao
$sao $ara
$560 E669
$540
$520
E6o1: . _
$500 .
$484 . _ , L.
;
$480
$460
$440 '
,
$420 : .
2008 `2007 2008. . . . r: . ' ..2009 2010
The results in Chart 3 are dramatic_`gfven that;the. trend ~shows a decrease in per capita ,
.~s~. _al _ _ ..y~ac,ar~d for:th,e:cUrrent_fiscal year. The 2010 budget
Property Tax revenue both last ,
.
shows a 13% decrease froin just two. years ~go:. . Further fhe:2010 results are on(y 3.5% more
than the per capita Property.:Tax:revenue.;In.:2006 'During_this=same period the popula6on
n 2006 to 42,886 in 2010).
grew by nearly 24% (household populatiDn increased from 84,669'
The City of Dublin is also unique m the fact that signi..ficant `amounts of land within the City are
. .J
owned by other gavernmental jurisdictions (i.e. -United States Government, Couniy of
Alameda, Alameda County Surplus F'roperty Authority, Bay Area Rapid Transit Distrlct; etc.)
As government owned parcels they are exempt from the payment of General Fund Property
Page 6 of 27
taxes. These properties amount to over 2,300 acres. This amounts to over 25% of the 14.01
square miles that comprise the City Limits.
1=uture Trends For Property Tax Revenue
The Fisca! Year 2010/11 Assessed Values will be established based on market values as of
January 1, 2010. The County Assessor is just beginning to evaluate adjustments, as they
utilize sales data through March 2010 before making adjustments. At fhis early stage it is`
expected that the 2011 Property Tax Rol[ will be negative overall for the second year in a row.
The Couniy Assessor, prior to submitting the tax roll on July 1, 2010, will be reviewing both
residential and non-residential parceis for potent9al adjustments.
For parcels that have not had a recent change in ownership, :there is normally Up t0 a 2%
increase in the assessed vaiuation. 7his is part of the formula established under Proposition
13. In the past this provided 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 opportunity
for increased assessed valuation will be from properties that change ownership for an amount
greater than their current assessed value and from new construction.
The County Assessor as weli as industry reports suggesf that non-residentiai properties may
be facing increasing foreclosures and resulting decreases in market value. For tfie residential
market the sales price of a home is typicatly a good indication of the market value that is used
by the Assessor to establish the assessed value. In the case of non-residential properties, the
market value also takes into consideration rents and other factors. In an economy where there
is a large supply of retail and 1,or office space it typically results in reduced renfs.
Chart 4 depicts the 2009/2010 breakdown :of the City of._Dublin Assessed Valuation by
category. This informationrelevant in projecting upcoming.adjustments. Over the last two
years much of the Assessor'.s;.downward ,adjustments -to.:.the .valuation factor focused on
residential parcels whlch comprise approximately 69% of :the: total assessed valuation. The
assessed valuation on comm6rcial properties represents 16%:6f the total base.
CHART 4- C1TY OF DUBLIN 2,00912011.0 ASSESSED VALUATION BY.CATEGORY
. ~Canmorolet vacanlLand ' .
16'h e~ unaacuroa
. 3%
Othem
_ 4%
ReafdenUal
69•k
Page 6 of 27
in any case even a smaller decrease in 2011 is significant compared to the percentage. of
assessed valuation growth experienced before 2009. Chart 5 displays the annual percentage
growth in assessed valuation for the City of Dublin. An estimate is included for 2011 which is a
very preliminary projection and will require further refinement in the coming months:
CHART 5- CITY OF DUBLIN ANNUAL PERCENTAGE
GROWTH IN ASSESSED VALUATION
(Actual Rate For Fiscal Yaars 2006-2010 ! Projected Rate For 2011)
16.7%
74.5%
10.5°k .
. . rJ.3% '
o.a~t
2006 2007 2008 2009 2010 EsL 2011
-3.4°k r2.8°
-s.osG
The trends in property values are not projected to increase in the coming years ~at the rates
experienced ln the past. As discussed values have been decreasing which has a negative
impact on the single largest General Fund source of revenue (representing 47% of all General
Fund Revenue). The nature of Froperty Tax revenue is fhat 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 the general economy improves there will be a lag (12 to 24 months), before
(ne[eases will be recognized in Property Tax revenue. For Fiscal Year 2011 the negative
revenue impact to the City of Dublin could be between $800,000 and $1.5 millian less
than in the current Fiscal Year.
A speciai note is warranted related fo the 2010 Property Tax Revenue and State Borrowing. In
order to balance the State Budget, the California iegislature required the City to loan the State
approximately $2.1 million in Property Tax revenues. The City has not shown a corresponding
reduction as the City participated in a statewide *financing program at no additional cost to the
City. The current law prevents the Sta#e from borrowing again until the current loan is repaid in
2013. The legislation enacting the State borrowing did not include a plan for how fhe State will
make the repayment. This may add additional pressures to the State / Local financing in
coming years. ,
Page 7 of 27
5ates Tax Trends
The second focus area addtessed in this report is 5ales Tax. As noted at the beginning of this
report Sales Tax accounts for 24% of the General Fund discretionary revenue in the 2010
Budget. The City has been negatively impacted by the closure of major retailers; the deciine in
automobile sales which represent a high percentage of the local tax base; and the worldwide
recession that has placed enormous pressure on any growth in consumer spending.
CHAR7 6-10 YEAR TREND CITY OF DUBLIN GENERAL FUND SAI.ES 7AX REVENUE
(In Millions $ Actual Revenue For FY 2001-2009 and Budget For 2010)
1 b.00
ia.oo
12.00 •
10.00
8_00
6.00
4.00
2.00 -
0.00
2pp1 2pp2 2003. 2004 2005 2006 2007 2008 2009 2010
Budget
As shown above, the City experienced healthy growth in Sales revenue between 2001 and
2008. During that period there were smail year to year declines that occurred in 2002 and
2007, however they were far less dramatic than the most recent iwo years. Both 2009 and
2010 are less than what was received in 2001. The last time the Sales Tax revenue was lower
than the 2010 budget; was 1999 when the City received approximately $8 million. Similar to
the analysis of Property Tax, it is prudent ta also evaluate the recent sales tax trend on a per
capita basis.
Page 8 of 27
CHART 7- CITY OF tIUBLiN SALES TAX REVENUE PER RESIDENT 2006 - 2010
(Actual 2006-2009; Budget 2010)
s4so
Sroo
Yifio
i3W
$250 _
31q0
3150
5100 -
. .
" . , .
50
' ]OOfi ' . 207 . t00f 'SW9 20I020* .
. .
7he negative trend obserye.d with Property..Tax is repeating,itself when Sales Tax is compared
on a per cap_ita:b.asis. General Fund Sales;Tax revenue has. been decreasing at a time when
the population senred by the.:City is increasing: The degree;of deteriqwtion.;is asfounding as
the City is experiencing per..capi#a sales:tax re.venue rates that are 40%_ ess tha the amount
collected In;Flscal Year 2006.;:;<A longer:ulew going back.#o 2001 shows.that per capita rates
are 47% le.ss..($972 in 2001 and $248 in the 2010 Budget). : •
The comp9sition _.of the retafl:sales taz,:.outlets in the .Glty also has,a.direct impact on the
revenue dpchne ;;Chart 8 bel.ow:shows that two categone$ 1). Autos and Transportation, and 2)
Genera] Cbnsumer Goodci, ~are the sourca,of. roughly 59% of the totai reteil :sales transactions
.
that occur in.theCity of D.ublin;; As part of,the total sales;tax. clistributinn: b.y.tli.~ State ciiies also
receiye..a sha[e ;of.pooled sales taxes 1n,.2009 this.arr?otanted. to appr.oximately $1:3 million
which is no#.inciuded in the compansonbelow.
GHART 8- CI7Y OF QUSLIN 2009 LOCAL RETAIL SALES TAX TRANSACTIONS
MAJOR BU5INESS CATEGORY
Autos 3
7rensportatlon
Food & Drugs 29%
3%
Fu61 & SeMce
3fatlona
ax "
~
eusinesa a
Industry
tOYo Oelle/el
tteslauranls & Bullding E Consumer Ooods
~Oy.
Hotals Constructlon
41'b g%
Page 9 of 27
The Autos and 'fransporta6on Category is broader than vehicle sales. However, focusing on a
sub-category consisting sales of New and Used Automobiles, the data suggests that fhis
represented 24% of the total City of Dublin Sales Tax in Fiscai Year 2009. In Fiscal Year 2005
this category represented as much as 31% of the tofal. 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 OF DUBI.IN SALES TAX REVENUE RERIVED FROM NEW AND USED
AUTOMOBILE SALES TRANSACTIONS 2005-2009
wo.
sa,soo,ooo .
s4,ooo,aoo
53.500.000 _
b3.000,000
52,500,000
52.000,000
S I,500,000
, .
SI,ODD,OOD
SS00,000 _
SD
2005 2006 2007 2008 2009
During this five year period the revenue derived from this category has decreased by more
than 40%. As noted above the automobile sector represents a very iarge share (ranging from
31% to 24% over this 5 year period) of the sales tax revenue generated from retailers located
in the City of Dublin. The industry as a whole has undergone major changes with 2009 being
reported as the worst year for new.car sales In the United States in nearly 30 years.
The City has also been impacted by changes in the distribution. of Auto Dealers with the
c{osure of Dublin Ford as.wel! as temporary closures of.dealers:selling Chevrolet, Buick,
Pontiac and GMC. In Fiscal Year 2008 the City received taxes from the first fuA year of
operation of Dublin Hummer Saab Satum. In 2009 General Motors:announced its plans phase
out these brands as well as.Pontiac. The Dublin location is serving a relocated Chevrofet and
Cadillac dealership while the ultimate future of the Hummer, Saab, and Saturn brands is sorted
aut in the market place.
The second largest category of retail sales tax generators in the City of Dublin is the "General
Consumer" category which includes: department stores, clothing stores, electronics, appliance
Page 10 of 27
I
stores, etc. The City has experienced declines in this category as a result of generai economic
trends as weli as the closure of Major Retailers including: Mervyns, Circuit City, and Andersons
N. As shown below in Chart 10, the 2009 results for this category were 10% below the
revenue coilected in 2005.
CHART 10 - CI1'Y OF DUBLIN SALES TAX REVENUE DERIVED,FROM GENERAL CONSUMER CATEGORY SALES TRANSACTIONS 2005-2009
$a,ooo,ooo
33,900,000
33.800.000 - '
53,700,000 y3,600,000
, .
53.600,OOU -
$3,d00,000 _
a3,300,OD0
53.200,000
$3.100,000 - -
: . .
33.000.Q00 .
$2AW~
2005 2006 2007 2008 2009.. ,
A key fackor. regarding the 2009 General Consumer category is that the revenue shown for
2009 did not include the full year impact from several of the reiailers which closed durfng the
period from December 2008 to June 2009.
Future Trends For Sales Tax Revenue
Current projections for sales tax revenues reflect 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 point where stow amounts of growth may occur in the coming year.
For the City of Dublin year to year comparisons will still need to factor in the fact that some of
the retailers that have ciosed operated for part of 2009.
It is also important to keep the perspective that any growth will be on a smaller base. For
example if you refer back fo the annual sales tax figures_in Chart 7, in 2007 the City received
$14.36 million and in 2010 it is expec#ed to be $10_65 million. Using these as e.xampl.es a.1%
growth on the 2007 base woulci yield an additional $146,000 in sales tax revenue. 7he same
growth factor of 1% on the 2010 base is 27% less at $106,500. Therefore, it is not,expected
that we will achieve 2007 levels potentially for many years.
In working with the HdL Companies, the City of Dublin's consultant on sales tax management
services, Staff have prepared a very rough estimate of projected sales tax for 2011.
Page 19 of 27
Adjusting for known factors the amount projeated for 2091 is virtualiy flat. Aithough the
estima#e includes some modest increases in some sectors over 2009, the increases are offset
by the full year loss of closed retail outiets and one-time adjustments that may have occurred
for back taxes.
Inflation And Per Capita Ftevenue (Combined Propertv Tax and Sales Tax)
As discussed on the previous pages Property 7ax and Sales Tax comprise a majority of the
City General Fund revenue (71% in the 2010 Budget). Chart 11 displays the combined per
capita revenue from these two sources over the past 5 years. In order to aiso view this in
terms of the larger 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 Index (CPI). .
CHART 19 - CI'PY OF DUBLIN,.PROPERTY,'fAX AND SALES TAX PER CAPlTA 2006-2010
WITH TREND I,INE SHQ.WING 2006 ADJUSTED BY ANNUAL CHANGE 1N CPI
$1.200
Line = 2006 Per:Capita Sales. .t.Froperty
Tax Adjusted~By Co.nsumer Prl.c.e:l.ndex , $1,007; . ` $1,005
s1,o00 ' ;$933 - ; :$962
$898
$eoo ;z
~~r
~E~a jF't .
P'..' ~ . _ _ .
. ...!`~x"F oii a ~ ' • i.
$600 g R.
°y -
`~t~*t?-~
- ~ '
5400
- - ' ~
5200
S~
2008 2007 2008 2000 2010 Budgel
As shown for the first three years the revenue growth followed the same generai pattern as
increases in the CPI. However, the most recent two years have been drastically different. Had
these revenues grown at the same rate as the CPI in 2010 the per capita amount would be
34% greater than what is estimated in the adopted budget. Assuming the CPI does not
decline this gap will continue to widen in the future since there is flat to declining revenue
growth projected for these revenues.
Development Related Revenue
Development related revenue provides funding in two key areas: 1} General Fund supported
services associated with processing, permitting and inspeciing new development; and 2)
Page 12 of 27
Impact or Mitigation Fees fhat fund capital projects required to provide services to new
development, The initial discussion wlll be relafed to the General Fund operating revenues.
As shown in Charf 1(on page 3) the combination of General Fund Development Processing !
Plan Check and Permits represent approximatefy 7% of the total 2010 General Fund Revenue.
There is also a relationship between fees collected and expenditures for the services; however
' the timing of these two elements may not always match the same fiscal year. For example, if a ,
Building Permit for a new building is olitained in March, it is likely that inspection costs will
continue after the July 15t start of the next fiscal year.. Therefore, instead of focusing solely on
revenue Staff has also examined measures of building activity of a period of time.
Chart 12 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 final
inspection is also near the lowest point for the past 10 year period, as shown in Chart 13.
CHART 12 - CITY OF DUBLIN VALUATION OF BUILDING PERMI7S ISSUED 2000-2009
(In Millions
)f0.0
7W.0
3J00
100.0
I50 0
I00.0
V.0
0.0
2000 2007 2002 2003 2004 2005 2006 2007 2006 20D9
CHART 13.- CITY OP RUBLIN NEW RESIDENTIAL UNITS
RECEIVIPIG FINAL INSPECTION 200042009
i+oo
i.
iooo
tm
~
o .
saoo zool sooz 2003 2000 2ao5 2oac Zom 2ooe 2oos
Page 13 of 27
~
During the 40 year period 6,873 new residen#ial units had a final inspection, which approaches
an average ot nearly 700 units per year. Last year only 235 units were finaled and the 2010
Budget projected a similar amount of 287 units which were expected to have a final inspecfion.
Preliminary projections by Comrnunity Development are that actual 2010 figures are expected
to be closer to 200 units and will remain between 200 and 340 for the next two years.
Depending on the recovery of the residential real estate market additional units may occur
beyond 2012; however it will remain well below the prior 90-year average of 700 per year.
Future Trends For Development Related Processtnu Revanue •
These trends will have negative implications for not only develoPment processing related
revenue, but also for Property Taxes which are based on valuation. It will also ultimately
impact any reyenue sources the City receives based on population, as there is a significant
slow-down in the number of housing units added. It is important to note that the City Council
has already taken important steps to reduce the expenditures associated with these functions.
In the 2010 adopted Budget, authorized staffing in the Community Development Program
(includes: Planning, Building & Safety, and Engineering) was reduced by 7.85 Full Time
Equivaient (F7E) positions.
The preliminary estimate (s that in 2011 Building Permits may be $300,000 less than the
2010 Budget. Staff will be analyzing the impact on of the reduction in Building Permit
Revenue on confract inspection expenditures. As discussed the :net permit expenditures
(Permit Fees less Permit Inspection Costs) can fluctuate widely.dep.e.nding on the fiscal year
the permit is issued versus the:.year inspections occur. It is also expected that other
development processing revenae w111 also be less in 2011, based_ .on the tack of certainty
for larger pipeline projects. Projects in that category include: . Kaiser Hospital and Medical
Offices; Camp Parks; and Jordan Ranch. ,Staff.will be doing further analysis on the levels of
expected decrease as the budget_is developed.
Capital Impact Fees As a growing community, the City has.managed over the past ten years, the planned delivery
of numerous public improvements including: streets, freeway _interChanges; parks; a library,
and ofher community buildings: To tfie extent that the projects were to meet the requirements
of new development they were either constructed directly by developers or by the City using
Capita! Impact Fees. Impact Fees are typically collected at the time of the building permit so
the trends as they relate to collections are going to mirror that activity.
How Impact Fee Proqrams Function
The City has esiablished Impact Fees for Traffic Improvements, Fire Facilities, as well as
Public Facilities (which includes neighborhood parks, community parks, library, aquatic facility,
and community buildings such as community center, and senior center).
The fee program is established to collect the pro-rata cost of improvements required by new
development based on the type.of development. Therefore, the scheduling of the timing for
construction must take into account fees collected as well as needs to adequately service the
new development. Ultimately since fees are collected on a peRnit by permit basis the entire
cash required to construct:all improvements will not be available until the end of all of the
planned new development. '
In order ta mitigate.the impacts of the new development, some improvements are needed in
advance (for example roadway improvements). The City has worked with the development
community to obtain the pre-payment of funding for the construction. This was the case wnth Page 14 of 27
the I-580 Fallon Interchange where the Lin Family advanced over $11 million to ensure the
timely delivery of this important improvement. The developer receives a fee credit which can '
be used as a credit against fees collected when the Developer develops property subject to the !
fee.
In fwo cases the City has also a8vanced funding to advance the construction of community
improvements; a new Fire Station and Phase 1 of Fallon Sports Park. As of June.30, 2009 the.
City was still owed $1.8 million for the Fire Station advance and it is estimated that the Fallon
Park advance may total $4.2 million. Because the fee programs are designed to meet
requirements to have new development pay its way, these advances wiii need to be repaid
with interest as fees are collected. Impact Fee Trends '
3ince mosC,impact fees are collected at the time of building permit these collections are.similar
to previous trends discussed earlier in the report. There are exceptions such as the callection
of park land fees which are collected at fhe time of the final map and in some cases
Developmeni Agreements have provided a requirement for the developer to make payment of
funds in advance of the building permit. 7he following chart displays the total Ciry of Dublin
Impact Fees coliected per year for the past ten years, including a combination of; Traffic
Impact Fees, Public F'acility Fees, Park Dedication Fees, and Fire Impact Fees.
CHART 14 - CITY OF DUBLIN tMPACT FEES COLLECTED 2001- BUDGET 2010
(7raffic Impact Fees, Public Facility Fees, Park Dedlcation Fees, and
Fire Impact Fees ln Millions
$20.000 2008 "pattecn segment" _ $9.3 million
Interchange Plnencing. .
$78.WQ N
2010 Budget "pattern segmenY" = $5.2 ,"od.
$ts.ouo millton Windstar ProJect. a~
vi
$14.000
$12.000
' ' st
$10.000 in
- to
n
~
$8.000
$6.000 N ap th _ W
~ t 1 ^
in l0
$4.000 00 Co ti co
69
$2.000 -
$0.000
2Q01 2002 2003 2004 2005 ` 2006 2007 2008 2009 2010
Budget
Page 15 of 27
There are several unique adjustments tFiat need to be taken into consideration when viewing
2008 and 2010 data. In 2008 approximately $9.3 million of the $94.5 million total was a lump '
sum contribution for the 1-580 / Fallon Road Interchange construction. The 2010 Budget
included approximately $5.2 million in fees for the Windstar Project. It should be noted that
this project has undergone a change in ownership and it is unknown if the fees wi{I be received
in 2010. in the seven years from 2001 to 2007 nearly $80 million has been collected to fund
capital 'improvements. Adjusting out the items mentioned for 2008 and 2010 (Interchange
Funding and Windstar) and the total for the most recent three year period, would be
approximately $9.6 million.
Future Trend Capitai Impact Fee Func[s
Estimaiing the timing of Capitai Impact Fee collection requires assumptions regarding
development timing. Staff is just beginning to evaluate the projections based on input from the
development community and the status of project approvals. Should general econom(c factors
change dramatically this can result in large swings in the revenue estimates.
Traffic Impact Fees (T!F): The actual total TIF collected during the nine year period
from 2001 - 2009 was $54.6 million or an average of $6 million per year.
Preliminary projections are that the City will collect approximately $6.5 million in Traffic
- Impact Fees in total over the next 4 years. This averages less than $2 rriillion per year.
The Ciiy will need to evaluate needed projects and determine the priority based on
available funding. There are numerous TIF Credits which will convert to a"Right To
Reimbursement" and devefopers holding these rights will also have an interest in
repayments as a use for funds collected.
Public Facilitv Fees (PFF); The actual PFF colEected during the nine year period from
2001 2009 was $37.7 million or an average of $5.4 millioq, per year. This fund is
expected to be in a deficit position due:to borrowing to proceed _with Fallon Sports Park
Phase 1. Therefore, Staff reviewed the preliminary projections to accounf for the
repayment of borrowed funds. A rough estimate is that aftet::repayment the City will
collect approximately $22.9 million in Public Facility Fees ove.r_:the next 4 years. This
averages to approxima#ely $5.7 million per year availabfe for projects.
As part of the development of Flve Year Capital Improvement Plan, Staff will be
analy7ing projected cash flow aiong with the identified projects. : It will also be necessary
to assess prior to proceeding with new construction, the impact. on operating costs for
projects. This is particularly important for those projects with.staffing and specialized
operating expenses such as the Emerald Glen Recreatio.n and .Aquatic Center. The
City has a history of managing well maintained facilities. and in order to continue that
standard it will be fscally prudent to assess the impact of alf projects on the operating
budget after construction. Other projects that are supported from these fees include
expansion space to.conftnue to accommodate police personnei, and the development of
several neighborhood park sites. Balancing these`as well_ as other PFF funded projects
in a volatil.e.. development cy.cle will be a serious challenge.
Fire Impact Fee: The primary use of all Fire Impact Fee revenue collected is #o reduce
funds advanced for the construction and outftting of fire stations to serve growth areas.
7here is not currently a Master Plan which identifies additional new facilities. As this is
a minor portion of the overall Impac# Fee Program, Staff has not yet had time to.develop
longer term projections.
Page 16 of 27
Interest Revenue
As shown in Chart 1 interest accounts fnr approximately 3% of the 2010 General Fund budget,
Afthough this is a small percentage compared to the dominating percentage of revenue ~
coflected from taxes, it is highiy important since it is a locally controlled discretionary revenue
source. It is also important given the irnpact of the economic meftdown in financiai markets
resulting in lower interest rates than have been experienced at any other time by the City.
Chart 15 provides a 10 year view of Generai Fund revenue derived from Interest earnings, !t is I
important to recognize that the reported interest revenue will fluctuate based both upon interest i
rates and the balance available for investment: •
CHART 15 - C17Y OF DUBLIN GENERAL FUND INTEREST REVENUE
2001-BUDGET 2090 INCLUDING AN OVERLAY'OF.:THE LOCAL AGENCY INVESTMENT
FUND (LAIF) HISTORICAL INTEREST RATE
(Note: 2010 Rate is an estimate based on 2 Quarters)
(Interest Revenue In Millions $ / Interest Rate As a Percentage)
$3.00 7.0°k
Llne dlspiays average Local Agency
Investment Fund Interest rate and the $2•62 $2•62
$2.50 scale is on the rtght. 6.0%
$2.31
Bars depict General Fund Interest
Revenue in Mlllions $ 5.0%
$2,00 1.84 .
$1.61 4.0%
$1.50 $1.49 1.45
$1.24 3.0%
$1.10
$1.00
2.0%
$0.50 $0.49
1.0%
$0.00 O.O%
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
The Locai Agency Investment Fund (LAIF) is a short term investment poof aperated by the
State Treasurer. Although it is not the only investment vehicle used by the City the interest
rate reflects the overail trend in the market. During this period the LAIF rate was as high as
6.1% in 2001. The current rate in February 2010 is approximately 0.55% which is less than
the 0.90% reported for the first quarter of 2010. The Chart data assumes the 2010 annualized
LAIF 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. Factors contributing to this include: 1) A continued low interest rate environment with
forecasts suggesting that the rates wiU continue at low levels for some time; and 2} 7he City
has been using Generai Fund Reserves to balance the budget and for capital projects
(Shannon Center; Historic Park; Fallon Park Advarice; Maintenance Facility Project; efc.). The
use of reserves will. decrease ihe amount invested resulting in lower revenue.
_ i
Staff has not had a chance to fully evaluate projected cash balances and longer term
projecfions for interest rates. Based on very rough information available the 2019 interest
revenue couid be as much as $300,000 -$600,000 less than the 2010 Budget.
SUMMARY - GENERAL FUND REVENUE OUTL003C
The foilowing is a summary of the preliminary forecast of decreases in major General Fund
Ftevenue. As part of the overalk budget preparation and a more 'refined mid-year btidget
updake Staff will also be conducting further analysis on other revenue sources.
CNART 16 - SUMMARY OF PROJECTED POTENTIAL GENERAL FUND
REVENUE DECREASES FOR 2011 .
Pro ert Tax $ 800,000 1.5 Million
Sales Tax Fiat
Develo ment Processin / Permi#s $300,000 +
Interest $300,000 - $600 000
TO7AL DECREASE $9.4 Million 2.4 million
Page 18 of 27
EXPENDITURES •
GENERAL FUND EXPENDITURE TRENDS
As a growing community fhe City of Dublin's General Fund Expenditures have increased as
the City matured and the population increased. Chart 17 provides a comparison of the annual
expenditures over the past 10 years. Chart 18 provides a more specific view of the distribution
of General Fund Operating Expenditures by major program area.
CMART 17 - CITY OF DUBLIN GENERAL FUND EXPENDITURES
(OPEi2ATiNG & CAPITAL) 2001. -.BUDGET 20'10
(In Million
,.$60.00 r-eneral Fund Expense (in Mluion E) $65,24
PaNem a Capkal Projects '
Sdid a Operating Expenditures $49.62 $60.38
$46.77
$50.00
S42A0 ~a3.28;
538.68 _ -
$4Q•00
E31.13 ~32 73 ; -
$30.00. $~6.Q0.
- -
' p20.0
. . - - _ ' - -.C'• .
. .p10.0y '
. . . _
~ . . . . . . ' .
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
eudget CHART 98 - CITY OF DUBLIN GENERAL FUND OPERATING EXPENSE - BUDGET 2010
Poflce 8 Flro
aax
OlJiar Public Sa(ely
1%
..=P
' - TranapoKatlon
General
4•h.
Govemment
137• . Hapfth 3 Wolfare
Communlry Cultura 8 Lalsure OevelopMant Services . Less than 1%
1194 17'k
. . . , . .
Page 19 of 27
Given that Police and Fire represent more than 50% af the total general fund operating
expenses for the City, additional analysis of the historical trends wiil be provided.
CHART 19 - CIl'Y OF DUBLIN POLICE DEPARTMENT AND F(RE DEPARTMENT
. GENERAI. FUND OPERATING EXPENDITURES 2001 - BUDGET 2010 (In Million
$14.00 Blue Bars are Police General Fund
Expenditures
$112.00 Red Bars Are Pire General Fund
Expendltures
$10.00 n fl on _
$8.00
$6.00
$4.00 - ~ -
- ~
$2.00
2009 2002 2003. 2004 2005 2008 2007 2008 2009 2010
• "New Ffre Station (No. 18) Operatlonal in 2004 Budget
As noted in Chart 19 a signif'tcant increase in Fire Department costs occurred in 2004 due to
the staffing and opening of an additional Fire Station. The Fire Services are provided through
a contract with Alameda County Fire Department. This offers the City broader access to
specialized fire suppression and rescue resources under a_shared agreement with multiple
jurisdictions. With the provision of Fi[e Department services there is a staffing cost and
component that follows the number of apparatus made available from a station. The staffing
associated with the Fire Deparfinent"has remained relatively stable since the opening of the
third fire station in 2004. The. Ci#y provides one Senior Office Assistant position fhat assists
with licensing and permits obtained at City Offices.
The Police Services function is provided through a contract with Alameda County Sheriffs
Office. ln the 2010 Budget the 8he(iffs Office provides. 54 FTE posifions and the City provides
seven positions. The City'positions include support..Staff:;as:.well as non-sworn crime
prevention personnel to augment the services provided by Sheriffs Office Staff. The City
requests staffing from the Sheriffs Office based upon an approved budget and established
services levels. During the period shown in Chart 19 the staffing for Dubtin Police Services
has grown from 47.5 FTE in 2001 to 61 FTE which has remained unchanged for the period
from 2008 - 2010. Changes in staffing typically foUow growth (n population or programs.
Because Public Safety represents such a large portion of the General Fund costs,. it is
appropriate to examine fhe irends beiween the changes in General Fund Revenue, compared
Page 20 of 27
to the change in expenditures for these important services. As previously depicted costs have
continued to steaclily increase each year for Police and Fire-Services. The blue line in Chart
20 depicts 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 expenditures.
CHART 20 - CITY OF DUBLIN POLICE DEPARTMENT AND FIRE DEP.ARTMEN'f
GENERAL. FUND OPERATING EXPENDITURES '.2005 - BUDGET 201,0 (In Miilion
WITH A TREND LINE FOR PERCENTAGE GROWTH IN GENERAI. FUND REVEN.UE :
$30.00 20.0%
14.9% 15.0%
- $25.00 10.80A
6.6°k $24.13 10.00/o
$20.00 $22.16 $22.39
$20.84 3.0%
;19.37 $18.05 -0.3°,b
$15.00 •1.8% 0.0%
Police 8 Flre General Fund Costs -5,0R6
ajo.oo (In Million .
Percentage.Change_AII.Generat , -10.0%
$5.00 Fund Re.vetiue _(Scale'On. Right)
-15.0°h
-20.0%
' 2005. 2006 `20Q7 2008 2009 2010 Budget
. ~
Future Trends For Police and Fire'Exqenditures _ . `
.
_
Efforts have been:rrtade.to.control costs,where.possible fo~,these services. In the case of Fire
Department.$ervlces; the ;City has ; received some relief from "the.,growth. in costs due to fhe
Alameda County Fire Departmeit# expancling the ntimber of agency partners. The Department
was successful in merging and servicing the Lawrence Livermore National Laboratory and this
reduced some of the overhead costs to the City of Dublin... The Fire Department continues to
explore opporiunities to offer services to a larger base..which will increase the operating
ef fi ciency for the City of Dublin. If this effort is succe.ssful.the CIty may be able to see
limited increases, or best case a possible decrease in Fire Service costs in 2017.
Staff is in the process of examining the impact of Dublin Police Services contract costs, as a
resuit of collective bargaining agreements which were more favorable than estimates used to
develop the City 2010 Budget. Due to the complex negotiation environment it has been
difficuft for the last two years to estimate for budget purposes, the cost of Sheriffs Office
personnel and benefit increases. For example, the 2009 Police General Fund expenditures
were $721,097 less than the final budget. This was achisved through a combination of
managing costs and overtime staffing as well as salary and benefit increases being less than
Page 21 of 27
. i
what was estimated for budget purposes. Recently, the Alameda Couniy Board of Supervisors
approved a new multi-year agreement with the Deputy Sheriffs Association which is expected
to have 7pasitive impacts on 2011 Police Services costs. Staff is expecting-that the 2011 .
Budget for Dublin Police Servlces will possibly Inclade a modest decrease from the
amount budgeted in 2010. '
General Fund Operating Costs All Departments
With the need to reduce expenditures in the 2090 Budget the most significant reductions came
from programs other than Police and Fire. With the 2010 reductions significant adjusfinenfs
were made in areas related fo the servicing of new development applications or inspections
where the workioad had also been reduced. Chart 21 depicts graphicalty the annual General
Fund operating expenditures for Police and Fire compared to all other departments.
CHART 21 - C1TY OF DUBLIN GENERAL FUND UPERATIWG EXPENDITURES
2005 - BUDGET 2010 (In Million POLICE DEPAR7MENT AND FIRE bEPARTMENT;.RED BARS
ALL 07HER DEPARTMENTS BLUE BARS
$25.OD
$20.00
$15.00
$10.00 = -
$5.00 -
. . _ .
. , , . .
2005 2006 2007 2008 2009 2010 Budget
It is .appropriate to also examine operating costs on a per capita basis and the impact of
general inflationary .costs as.sociated with the provisfon of services.. Chart 22 shows the per
capita operating expenditures"tMat 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 reduetions made to date
have been accomplished ai a time when the population has confinued to grow.
Page 22 of 27
CHART 22 - CITY OF. DUBLIN GENERAL FUND OPERATING EXPENSE
PER CAPITA 2005-2010 BUDGET
WITH TRENp LlNE SHOWING 2005 ADJUSTED BY ANNUAL CHANGf IN CPI
$1,400
$1,233 $1,292 $1,289
$1,140 $1,152 $1,197
$1.200
$1,000
$800
$600 -
$400
$200
S-
2005 •2006 2007 2008 2009 2010 Budge!
Trends and Considerations Por Operatina Expenses.
As -noted :ear(ier, Public Safety costincreases may be. mitigated in 2011, however, there
co.ntinues to be inflationary pressures in severaf areas.th.at wilf need to be accounted for. The
following discussion wiil highlight some of the anticipated challenges. '
Empioyee Wages & Benefits - Fn 2010 cost of living and perFormance pay adjustments were
eliminated for City Staff. Regular salaries.:,for.budgeied
positions equal approxi.m.ately $7.4 million. Retirement costs
(Public Empioyee Retirement System (PERS) and Retiree
Medical contributions) are projected to increase
approximately, ,$75,000 baseci on 2010 salaries. Any
adjustment to salaries would increase the change in costs.
Looking beyond 2011 the PERS confribution rate will
increase by apprQximately $125,000, as the rates are ,
adjusted to address investments that have underperFormed
the rates assumed by PERS.
Utilities - Utility rates including, Gas, Electricity, Water, and Sewer
have been increasing in recent years. Projecting pofential
increases of 5% - 90% cowld mean an additional $85,000
- $165,000 per year.
Page 23 of 27 I
Liability Insurance - The City obtains generai liability insurance coverage as part
of a self-insured multi-agency insurance pool, which
combines self insurance with commercial insurance. It is
typical to experience increased premiums at times when
investment earnings are low, since the general insurance
market relies on investments as a supplemental source of
funtling in addition to premiums. The City, also pays I an
insurance surcttarge for County Contract.Services. The City
has.>_'experienced. significant.;_ increases in the County
program. In 2011 it is ;projected that total insurance
costs may increase by $250;000.
Park Maintenance - Wlth the addltion of the expanded He.ritage Park and the
addition of Failo.n Sports,:Park, based:on. 2010 estimates
th.ese facilitie.s::~wili add=:ezpenses _Af as much as
. $525,000 more:than the 2Q'tO.:Budget:-°These costs inciude
a reserve charga bf $65,OQ.d :fqr future replacement of the
artificial turf. It should aiso,be: noted that this estimate is the
gross cost and .does not factor:in any additional revenue that
m.ay be derived from facilityiPntals.
Public Safety..-, As --:noted it -.is:. still ve1'y..: early in the process of
devalqping 01e:2011 Budget, however,; it is hoped that
savings of $150,000 -$500,000 may be achieved in terms
of reduced Police and Fire service costs. The Budget
preparation will also need to evaluate the potential impact if
special revenue funding available is reduced (i.e. State
• _ COPS Grant of $100,000; County ond Local -Emergency
Medical Seroices Funding of $384,000.) In the event that
these special funding sources are reduced the General Fund
wili bear more of the costs.
Storm Water Mandates - The City is facing additional 5tafe mandates that will
resutt in additional programs to address the
management of storm water discharges and drainage
that may costs $100,000 - $250,000.
State Budget - The State is once again facing a deficit, and may seek
solutions that have a more direct impact on Dublin. Perhaps
the greatest impact from the State Budget is the indirect
pressures resulting from decreased State funding in other
areas. Schools, as well as o#her public service entities, are
seeking replacement funding for activities fhat would be
impacted by State Budget reductions.
Page 24 of 27
SUMMARY - GENERAL FUND EXPENDITURE OUTLOOK
The foliowing is a summary of the prefiminary forecast of changes in major General Fund
Expenditures. As part of the overall budget preparation and a more refined mid-year budget
update:Staff wiB also be condctcting further analysis on other.expenses.. The total impact is
proJected to range from $535,000 to $1,115,00 in additional General Pund expendttures
net of potent3al savings in Pubiic Safety cos#s.
SUMMARY OF PROJECTED POTENTIAL GENERAL FUND •
' EXPENDITURE INCREASES / (DECREASES) FOR 2011
Salaries & Benefifs without an Cost of Livin $ 75 000
U1il.ities $ 85,000 $ 165,000
Liabili Insurance $ 250,000
Park Maintenance $ 525,000
Public Safet $500,000 - $150,000
Storm Water Mandates $ 100,000 250,000
State Bud et Im acts Undetermined
TOTAL INCREASED COSTS $535 000 -$1 915 000
General Fund Cautfai Expenditure Trends
Over the'years the City has managed during good times to build General Fund Reserves that
can ba used to finance special projects and amenities. This has allowed the City to approach
several capital projects on a pay as you go basis without. incurring debt. Examples of recent
projects which included major funding from the General Fund are: Historic Park Expansion;
Reconstruction of Shannon Community Center; and Acquisltion of a Cify Maintenance Yard .
site. Chart 23 dispiays Yhe historical use of Generai Fund revenue for Capital Projects.
CNART 23 - CITY OF DUBLIN GENERAL FUND CAPITAL EXPENDITURES
2001- BUDGET 2010 (!n Million
$12.00
$10.00
$a-oo
$6.00
$4.00
$2.00
fr
2001 2002 2003 zooa zoos 2006 2007 soos zoos zoio
Budgei
Page 25 of 27
It is significant to note that, out of the $5.3 miliion budgeted in 2010, over 75% of this was
funded from reserves and represented projects which had been inftiated in a prior year. In the
past there were times when the General Fund revenue was in excess of operating i
.expenditures. This difference could be allocated to resenres or used to fund capital projects.
That scenario is not anticipated in 2019 as the City experiences deciines in General Fund
Revenue and increased operating costs.
It is anticipated that any new General Fund Capital improvement Projects for 2011 will need to
be assessed in terms of: Is the project critical to public health and safety; in+hat is the impact of
the projeot on future operating costs, and does the project address a critical need in the City
Council. adopted Goals and Objectives. This will also require an analysis of the staffing
required to undertake the Capital Project workload. Additional directian from the City Council
will be beneficial in identifying options for the coming year.
P2ge 26 oE 27
' I - . . . .
Examining tfte past trends is important to understand haw the City successfulty financed
services to the community. However, the current economic climate requires that the City take
into consideration recent trends and apply that informatlon ta a forecas# for the future. It is not
possible to "assume" that what worked yesterday will continue to work without any changes.
Proper planning and discussion of the challenges is the best course to identify a soluSon. ~
~
As previously noted the assumptions in this report for the future are based upon limifed data
and wil( need to be refined as the process of developing the 2011 Budget and Financial Plan
proceed. However, based on current ihformation the 2011 Budget is projected to have less
revenue and more expenditures.
With government budgets it is not uncommon to utilize reserves to balance the expenditures
for the year. The prudent use of reserves is in a situation such as construction of a large
capital project where excess revenue from a prior year is utilized to fund the project. Ideally a
government agency wants fo avoid a structural deficit where the operating revenue for fhe year
will nof support the operating expenditures. Options to eliminate a structural on-going deficit
are to reduce expenditures, increase revenue, or a combination of the two approaches, in
2090 the Clty already had to utilize one-time economic stability reserves to balance the budget
and without correcting the structural deficit the imbalance wi(I grow in 2011 as shown below:
2010 GENERAE. FUND ADOPTED BUDGET
2010 BUDGET GENERAL FUND REVENUE
$ 44,973,643
l.ESS:
Capital Project / One-Time Grant Funding
(Also an offsetting General Fund Expense-
Falion Interchange / Vlllage parkway Storm Drains) 1 059 215
NET GENERAL FUND OPERATING REVENUE $ 43,914,428
ADOPTED BUDGET GENERAL PUND OPERATING EXPENSE { 45,0_ g_ g,0831
2010 OPERATiNG EXPENSES FUNDEp FROM
ECONOMIC STABILITY RESERVE (SHORTFALL
• Wlthout edditlonal expendlture reductlons In 2811 or increased revenue th s amo nt would be expected
as a structural deficit that will recur in 2011
PRELIMINARY ASSESSMENT OF 2071 SHORTFALl.S
(Reductions in Revenue / Increases In Expenditures)
2011 PROJECTED REDUCTIONS IN REVE(VUE $1,400,000 - $22400,000
2011 PROJECTED INCREASED COSTS 535 000 -
1 115 000
SUB-TOTAL 2011 SHORTFALL $19935,000 - $3,515,000
CARRYOVER 2010 STRUCTURAL DEFICIT 153y655 -
~-1 -L_ 1 153 655
GRAND TOi'AL 2011 POTEN'tIAL SHORTFALL _ I
"M,656 4.668.6
Page 27 of 27
CITY OF DUBLIN
19 82 100 Civic Plaza, Dublin, California 94568
PRESS RELEASE
FOR IMMEDIATE RELEASE
Paul McCreary
Assistant Director of Parks and Community Services
City of Dublin
(925) 556-4500
pau1.mccreaLy@ci.dubhn.ca.us
EMERAI.D GLEN PLAYGROUND REPLACEMENT UNDERWAY
DUBLIN, Calif., May 18, 2010 - Wark began today on the replacement of one of the playground
structutes at Emerald Glen Park. The play structure is fox tv?o to five year olds and is located near ~ water play
feature. This project was approved by the City Council on April 6, 2010, due to the condirion~the eacisting
playground structure, which had coxrosion that pxesented an on-going maintenance a3~fety issue.
i \
The demolition of the playground began today. It will be replaced with a similar structare that matches the
colar of the adjacent playground equipment. During the closure, two to five year olds can use the playground
equipment adjacent to the Group Picnic Area on the western side of the paxk. The tentarive completion date fox the
installation is May 28.
A portion of the project cost ($25,000 or 57%) is being funded from a safety grant distributed by the City's
liability insurance pxogram (Associarion of Bay Axea Govemments Pooled Liability Assurance Network - ABAG
PLAN).
Fox more informarion please contact the Parks and Community Services Department at 925-556-4500 ox via
email at glentheguide(~a,ci.dublin.ca.us.