HomeMy WebLinkAbout8.2 FY 2010-2011 Budget Reductions
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AGENDA STATEMENT
~V PARKS AND COMMUNITY SERVICES COMMISSION
MEETING DATE: May 17, 2010
SUBJECT: Fiscal Year 2010-2011 Budget Reductions
Prepared by Paul McCreary, Assistant Director of Parks and
Communiry Services
ATTACHMENTS: 1. Staff Report to City Council on Fiscal Year 2010-2011 Budget
Reduction Recommendations
RECOMMENDATION: Receive report
FINANCIAL STATEMENT: The City Council directed Staff to include $1.5 million in citywide
budget reductions for Fiscal Year 2010-2011. This includes changes
to service levels that will reduce the net operating cost of Parks and
Community Services programs by $56,993 (7%) compared to the
Fiscal Year 2009-2010 budget.
DESCRIPTION: The economic recession has greatly impacted the City's budget in
the past two years and it is anticipated that the impact of the downturn will continue next year and in the
years to come. Staff anticipates a budget deficit of $3.1 to $4.6 million for Fiscal Year (FY) 2010-2011.
This does not account for any further takeaways the State may impose to address its continuing budget
emergency.
The City has been dealing with the financial crisis head-on by:
• Cutting approximately $1 million in expenses at the 2008-2009 Mid-Year Budget;
• Cutting approximately $3 million in expenses for the 2009-2010 Fiscal Year Budget that included:
o Elimination of cost of living adjustments and performance pay adjustments for City employees;
o A reorganization plan that included significant layoffs and staff cuts;
o Decreasing operating budgets throughout the organization;
o Reducing the frequency of maintenance services such as street sweeping and landscaping; and
o Postponing some necessary street and infrastructure maintenance work funded with General Fund
monies.
Fiscal Year 2010-2011 Budget Reduction Measures
These challenges are not unique to Dublin and are being experienced by almost all California cities and
counties. At the Goals and Objectives Budget Study Session in February 2010 the City Council directed
COPIES TO:
ITEM N0.:8.2
G:\PARKS COMMISSIONVIGNDSTMT\2010\5-17 Item 8.2 Budget Reductions.doc
Staff to identify reductions in addition to those made in the past two years that would have minimal to no
impact on services through an examination of the following four areas:
1. Utilize Economic Stability Reserve Fund
2. Defer or eliminate FY 2010-2011 General Fund Capital Projects where feasible
3. Reduce operations and hours for City buildings and facilities
4. Reduce operational service levels
As an additional savings measure the FY 2010-2011 Budget includes no salary increases for City
employees for a second consecutive year. The City will also continue to contain costs by contracting for
services such as police, fire and maintenance. Contracting and consolidation of public safety services
with Alameda County reduces expenditures for the City as the fixed cost of providing services are shared
with other agencies.
Staff presented a report (Attachment 1) to the City Council at a special meeting on April 27 outlining the
proposed reductions far FY 2010-2011. At the meeting, the City Council approved over $1.5 million in
budget reductions for FY 2010-2011. Approximately $900,000 of the reductions will have no impact on
service levels. There are $640,000 in cuts that will reduce service levels. Although some service levels
will change, the City is not fully eliminating any service areas or shuttering any public facilities or parks
as is happening in many cities. Following is a summary of the overall budget reductions.
• General Government $83,967
• Public Safety $742,237
• Transportation $40,160
• Culture and Leisure Services $557,606
• Community Development $120,565
Despite making the budget reductions, the City still faces a$1.6 to $3.3 million deficit for the upcoming
Fiscal Year. The City Council directed Staff to balance the remaining budget deficit using the City's
Economic Stability Reserve Fund. This fund was established using budget surplus funds from prior years
when the City's revenues exceeded operating expenditures. With operational costs on the rise and the
City's revenues remaining flat, the Economic Stability Reserve Fund could be depleted within two years.
Therefore the reductions were necessary to help bridge the City's structural budget deficit.
Reductions to Culture and Leisure Services Budget
The City Council approved $557,600 in reductions to the Culture and Leisure Services Budget, which
includes the following operational areas:
• Library Services
• Heritage and Cultural Arts
• Park Maintenance
• Parks and Community Services
• Parks and Facilities Development
There is $182,880 in reductions that will not have an impact on service levels. This includes items such
as reduced purchase of materials and supplies, decreased conference and training, reduced tree
maintenance and turf aerating in parks, and reduced frequencies of other park maintenance tasks. This
category also includes the suspension of the Day on the Glen Festival, which had already been approved
by the City Council in March 2010.
The remaining $374,725 in reductions will affect service levels for Culture and Leisure as follows:
1. Library hours will be reduced by 14 hours per week. This brings the hours of operation back to the
level they were at during Fiscal Year 2005-2006. This will result in the Librazy closing on Fridays
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and six additional hours spread across other days of the week. Fridays were selected because they
typically have the least attendance. The holiday lights will not be hung on the roof of the Library, or
the Civic Center, during the winter holiday season and St. Patrick's Day.
2. Park Maintenance would be further reduced and may become noticeable to residents. This includes
reduction in turf fertilization, shrub pruning and replacement, leaf clean up, ball field renovations, and
elimination of bedding replacement. It should be noted that the level of maintenance to sports fields
will not be substantially modified.
3. The Summer Concert series was eliminated. However the City's Winter Concert series and Outdoor
Movie nights will still be offered.
The following are the reductions that are specific to Parks and Community Services.
1. The Teen Website will be eliminated. However the domain name www.DubTownTeens.com will be
retained and pointed to the teen webpage on the City's new website. The webpage will be updated
less frequently than the current teen website.
2. Three Teen Sports Tournaments will be eliminated including dodge ball, kick ball, and three-on-three
basketball. These tournaments do not garner enough attendance to justify continuing. The City will
still be conducting eleven teen special events per year.
3. The Dublin Swim Center season will be shortened to May 1 through Labor Day. Currently the pool is
open from Spring Break through the end of September. Staff conducted an analysis of the revenue
and operating costs of the entire season and found that there is not enough participation in the early
spring and fall to justify conducting programs during those times.
4. The frequency of the Senior Center newsletter will be reduced from bi-monthly to quarterly, similar to
the Department's Activity Guide, which has been reduced to three publications per year. Staff does
not believe this will impact the effectiveness of the promotion of the Seniar Center. Funds were
included to increase the use of electronic communications between issues of the newsletter, which is
more cost effective than printing.
5. The Trips and Tours program was suspended for the upcoming Fiscal Year. The Trips and Tours
program is a discretionary service, meaning it is nice to provide when additional funding is available.
Additionally the revenue from the trips does not cover the cost of providing the service, and only
serves a moderate number of Dublin residents. The time spent by the Recreation Technician planning
and implementing the van trips will be realigned to support the Senior Center Volunteer Program.
6. Food preparation services for the Senior Center Lunch Program will now be provided by Spectrum
Community Services. Food will be prepared offsite and then served by volunteers at the Senior
Center. The Lunch Program can be provided by an outside organization in a mare cost effective
manner than preparing meals onsite. The change will not impact the ability for seniors to have access
to affordable and nutritious meals. Similar to contracting for public safety services, the fixed cost to
provide the meals would be significantly less because they would be shared with many other senior
dining sites in Alameda County. Currently the City subsidizes each meal provided at the Senior
Center by approximately $3.50 which equates to $28,680 per year. Contracting far this service would
decrease the subsidy by almost half. Staff has spoken with colleagues from the Pleasanton Senior
Center and Castro Valley Senior Center who spoke highly of the quality and nutritional value of the
food provided. The meals meet one-third of seniars' daily nutritional requirements. There is no extra
salt added and sugar-free desserts are available. They offer a wide variety of hot menu items,
homemade soups and a hearty chefls salad with meat or a vegetarian option.
RECOMMENDATION: Staff recommends the Parks and Community Services Commission
receive the report.
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8 2 STAFF REPORT C I T Y C L E R K
DUBLIN CITY COUNCIL File #?313? E-0?0
~4GIFpR~S
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.
Submitted By ubmitte y evi ed y
Parks and Community Budget Manager . Assistant ity anager
Services Director
ATTACHMENT 1
Page 1 0# 10 ITEM NO. ~ _
DESCRIPTION:
As discussed at the February 24, 2010, Goals and Objectives / Budget Study Session, the City
of Dublin tontinues 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
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. 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 Proaosed Bud4et 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 Stabiliry 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 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.
O' era#in ec~9uctia" r,am Area u N uc~ionn
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 _$5489380
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
ex anded cost sharin ro ram.
Transportation:
This category of reductions includes items such as reduced -$11628
purchase of materials and supplies (including some one-time
savin s .
Pana d nf 1 fl
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#a a iUa~tion Nro
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 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
. 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 Stability 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.
~.Economic` S`ta#iili ° . Reser~ie
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-1Fear 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.
Paae 6 of 10
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The teble 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 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. fagade improvements, design assistance, etc.) for
commercial areas along Dublin Boulevard befinreen Dougherry 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.
~bJectt~res
~Ci . ~Ca~inc~l ,lni~iated -General Firnz~ : ecterd 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 $1,500
communit .
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Given current economic conditions, it is recommended that the following Staff initiated, non-
essential objectives be eliminated from the Fiscal Year 2010-2011 Goals and Objectives work
plan as they would have a negative impact on the City's General Fund. Staff recommends
that the City Council indicate whether these objectives should be eliminated from the
Preliminary Budget
Otiject~V$s.~, b~
Sta~f~nitiafexl/WK`Esse~ttaLGene"r.alFund `Rro'ectecfi Cost
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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Sta~;i~iate~lC~e al~- _ n e era Fkvn~ ~fi Pfo`'~ecte`~d~ss ~-~`-i i~ Ye94 ,,~No:
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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.
Paoe 8 of 10
The reductions identified above, totaling approximatety $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.
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FY 10 11 Pro ected Total Deficit a $3.1 million $4.6 million
FY 10-11 Recommended Operating Budget _$1,544,535 -1,544,535
Reductions as outlined in re ort above
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FY 10-11 Goal and Ob'ective Additions +$5,000 +$206,770 b
T' 7,Fi.h.y1. {'ej
A~ Rr Y Y ''~j i.* ~
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(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 oaeratin4 budaet 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.
Bud4et Hearinsa 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
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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
Panc in nf 1(1
I o~` Z 4
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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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 facili 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 two
officers to rovide dedicated services at the retail/entertainment complex.
Street Lighting - Artwork 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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Page1 of3 AnAruuGUT ,
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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 Dublin; (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 er 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
30~~~+
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 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 Communit 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.
~re c~374,72a
? F 'E~ ..Y~'i° x= 5 t~ -c~ .~U yxr.~< .m-r ~~•~y~ ~
~ot~f~~2~~ ~om _sied;~e~iuc~i$64I;426
t A ~ x, •~:r
Page3of3
yo~ ~ a
City of Dublin
a, ~ >>t
82
~
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 fiscal 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
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
UNRESERVED- /Desi nated for:
Economic Stability 5,868,84 Reserve established to allow for a balanced budget during in
the event of economic uncertain .
As part of the 2000l2001 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 2008R009 for
CIP Carryovers 1,306,32 Capital projects which were started, but not completed. The
carry-over eliminates the need to fund the projects from
currentrevenue.
During Fiscal Year 2008-2009 there were key program
Operating Carry-overs 301,87 expenditures that were una6le to be completed. The carry-
over eliminates the need to fund the expenditures from
currentrevenue.
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 Fallon Sports Park by awarding the construction contract. At
Fee Advance 4,221,93 the time of award Staff noted that rf Public facility Fees did
not materialize there would be a need for an advance from
the General
Historic Park Development 2,235,65 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 Communications 21 0,00 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 i
im rtant 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 Ci
Council inGuding recovery from catasVophic or uninsured
losses, etc.
Sub-Total Unreserved / 56,779,74
Desi nated 6/30/2009
Total Fund Equity General Fund 62,123,35
City of Dublin
!/J 111
~LII~pR~~
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
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 DESCRIPTION
RESERVED - (6130/2009)
`S~"IKF~FT4 _.EVtEW ~IttT~#~,Ai.tDITORS ±CL1~,SS~F1~Qt~1SPET~DABLE":~Q1~~~RES,~EtiCIEQ'
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 actual costs
exceed interest earned from this balance.
Stormwater Maintenance 103,52 The City has accepted funds from Caffrans to offset the future
maintenance of s ecial storm drain inlets.
A major underground stormwater culvert 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 from reserves and an intemal service
char e is made each ear to repa the Reserves.
Sub-Total Reserved 6130/2009 5,343,61
I
UNRESERVED /
Designated for (6/30/2009)
~ ~ ~ ~~t ~!Y~~,~?~0 _ ~ ~S CD~IIt `~`":O~tS~'GNE~~"; ,
i'~U'~~C'~'~t"~~OR
W~t~,;~~c~estgnateriar~+~,~~e
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 direded 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 8 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 $210,000 Reserve for costs anticipated 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 medica! 6enefits. Estimates of the full
Fire Retiree Medical 3,500,000 cost is over $7 million.
(Proposed Adjusted 412012010)
Goai is to have 10% of book value of buildings prior to
Catastrophic Facility / accumulated depreciation. City self- insures 100% of the risk of
Inirastructure Loss & City earthquake. Also have infrastructure other than buildings
Business Recovery (Proposed 6,850,000 vulnerable to catastrophic events.
Adjusied 412012010)
Proposed to be set-aside for potential needs that may have an up
Innovafions & New 10,125,000 front cost, but would provide longer term benefits and f or
Opportunifies potential operating cost reductions.
intemal Service Fund Contribution to Intemal Service Fund for major facility
Contribution (Proposed 31000,000 components that are not currenUy included in ISF Reserves.
Adjusted 4(2012010) Both new and old facilities. Goai is to develop updated
contributions over time to full fund re lacement reserves.
lDo4~ L
~o ` §~N~i~ ~ o p ~ , np r~~ ~ ~w~tp ne_. eae a~ct to ~ta a of ~n a
9 ~
i~' ~}?sd 6 ~ ~ M h
Ga~i~n a rons;~~tl~if~~nal rOt~fxibumons and uses~I~s±ect tallcI~t . e~e. Qp~e~i F
Funds originally budgeted in Fiscal Year 2008/2009 for Capital
CIP Carryovers 1,306,32 projeets 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 eiiminates 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 4,221,930 Sports Park by awarding the construction contract. At the time 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 2,235,658 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 1,176,40 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 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 investrnents 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 hvo months operating expenditures wifh a goa/ fo
Unrestricted For Cash Flow build up fo 4 months.
Purposes (Proposed Adjusted 8,860,000
4/20/2010)
Service Continuity Obligations Bridge financing in cases when fees may be received in one
(Proposed Adjusfed 412012010) 1.000,000 Fiscal Year with costs of service incuned in a later year.
. Sub-Total Unreserved /
Designated 6130/2009 (Future 56,700,539
Categories Committed" /
"Assi ned"
" (POTEN~#1~L~'~J1AS~~GN~D ~,pT~f'sQFtl('-' BASED flN~?DLICIES TQ.BE D~LOP~.~
~lV,41 l'ab~F~r lVl~ Pu ~wExGs~ i +5 F&- F ~ Ci
' - .
Unassigned 79,20Per GASB 54 any residual amount not assigned to another category
Total Fund Equity General Fund 62,123,35
I
, , • ~ • • • • • ~ • • • •
. .
. .
. .
. .
. .
. .
.
CITY OF DUBLIN
SPECIAL BUDGET REPORT .
Financial Trends and Challenges
I!I/j ~~ill~ U1
82
FEBRUARY 24, 2010
Prepared by: Paul S. Rankin -
Administrative Services Director
. . . . . . . . . . . . . . .
Attachment4
. ,
Page Left Intentionally Blank
Page 2 of 27
1 1 .
INTRODUCTION
Since the City of Dublin's incorporation in 1982, Cify Officials have taken pride in the delivery
of quality services to the communiry. The delivery of senrices and growth of the City have
been thoughtfuliy planned based on the community needs.and resources available., As the
City matures it is destined to face different types of challenges. 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 meefing its objectives.
The purpose of this report is to serve as a foundation which provides historical financial trends,
with.. a specific emphasis on those which impact the. Genercil Fund. The repork. is also_.intended
to be forwar.d looking, providing projections for key revenues and expenditures, in order to plan
for tomorrow. Afthough these estimates are preliminary and are based upon the limited data
available, they offer an importanf context for decision making in the near-term.
In order tosimplify fhe 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 graphicafly dlsplays the high
concentration of revenue derived from only a few sources.
CHAR71= FISCAL YEAR 200912010 GENERAL FUND REVENUE DISTRIBUTiON
Praperty Taxes
47%
4
All Other Salea Tax
14% - 24%
Interest
3%
Dev. Processing
' / Plan Check
Franchise Taxes Buflding Permlts 4%
5% 3% •
_ Page 3 of 27
• A single Revenue Source - Property Tax - is nearly one haif (47%) of alE General Fund
Revenue.
• Over 70% of the total General Fund Revenue is derived from Sales Tax and Properry
Tax.
. Six Revenue Sources comprise 86% of the total General Fund Revenue.
• l'hese six revenues are all impacted negatively during an economic recession.
Rather than examine all of the Revenue Sources, a cote group of revenues will 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 Roli 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 REVENIlE
(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 Dubiin was uniqusly impacted
by the ownership of substantial amounts oi land that have developed 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. Other land in private ownership had been heid
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 Plan and Specific Plan processes.
As reflected in Chart 2, Property Tax revenue is projected to decrease for the first time during
the 'most recent ten years. This reflects the estimated Impact of the assessed valuation
reductions made to date as the real estate markets both nationally and sfatewide have
undergone significant corrections compared to the values prior to the recent financiai,martgage
lending crisis. Since General Fund Property Tax is used to provide core services to residents, it is also
important to conslder 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
esfimated populatlon for the past 5 years. The population estimate is based on estimates of
Household Population that are released annually by the California Department af Finance.
CHART 3- CITY OF DUBLIN PROPERTY TAX REVENUE PER RESIDEN7 2006-2010
(Actual 2006-2009; Budget 2010)
asoo
'
$580 $578
$560 $657
$540
$520
• 7 - 5501 -
_
$500
$484
_ ,
$480
$460
$440
$420
2006 `i `2007 2010
' .
The results in Chart 3 are dramaGc :9iven tha#;.the._trend;_shows a decrease in per capita
Property Tax revenue both last:.fiscal.yea[ and for:th.e.clirrent..fiscal year. The 2010 budget
.
shows a 13% decrease from jus#..#wo._years.ago:. . Further:the2010 results are only 3.5% more
than the per capita Property.:Tax revenue.:in 200fi. During
;34 this-same period the population
- .
grew by nearly 24% (household populatwn increased.fr -
om,669 in 2006 to 42,866 in 2010).
.
The City of Dublin is also unique-in:the;fact_#h:a#_signifcant:amounts of land within the City are
owned by other gavernmental jurisd'ictions `(i:e: --United States Govemment, County of
Alameda, Alameda County Surplus Prpperty Authority, Bay Area Rapid Transit District; etc.)
As government owned parcels they are exempt from the payment of General Fund Property
Page 5 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 Gity Limits.
Future Trends For Property Tax Revenue
The Fisca! Year 2010l11 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 saies data through March 2010 before making adjustments. At this early stage it is`
expected that the 2011 Property Tax Roll will be negative overall for the second year in a row.
The County Assessor, prior to submitting the tax roll on July 1, 2010, will be reviewing both
residential and non-residential parcels for potential adjusfinents.
For parcels that have not had a recent change in ownership, :there is normally uD to a 2%
increase in the assessed valuation. This is part of the formula established under Proposition
13. In the past this provided some annual growth in the Property Tax revenue. For the iirst
time ever the adjustment factor for 2011 wilt 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 well as industry reports suggest that non-residential properties may
be facing increasing foreclosures and resulting decreases in market value. For the residential
market the sales price of a home is typically 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 afso takes into consideration rents and other factors. In an economy where there
is a large supply of retail and / or office space it typically results in reduced rents.
Chart 4 depicts the 2009/2010 breakdown of the City of..Dublin Assessed Valuation by
category. l'his information:;is relevant in projecting upcoming adjustments. Over the last two
years much of the Assessor'.s.::downward :adjustments -#p, the valuation factor focused on
residential parcels which comprise approximately 69% of .the total assessed valuation. The
assessed valuation on commercial properties represents 16% of the total base.
CHART 4- C1TY OF DUBLIN 200912010 ASSESSED,VALUATION BY.CATEGORY
Commorelal Vacant Land .
18Y. Unsecured
396
. Othars
4%
- .Y ~~~...ReeldenUal
69i6
Page 6 of 27
In any case even a smaller decrease in 2011 is significant compared to ihe. 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 projecfion and will require further refinement in the coming months.
CHART 5- CITY OF DUBLIN ANNUAL PERCENTAGE
GROWTH IN ASSESSED VALUATION
(Actual Rate For Fiscal Years 2006-2010 / Projected Rate For 2011)
zo.o°~o
16.7%
I5.0%
14.5%
10.5%
10.a/o
5.3%
S.Q'b
2006 2007 2008 2009 2010 Est 2011
-3.4°10
.5.0°/.
The trends in property values are not projected to increase in the coming years °at fhe rates
experienced in the past. As discussetl values have been decreasing which has a negative
impact on the single largest General Fund source of revenue (representing 47% of all General
F.und Revenue). 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 fo[-establishing
valuatiqns. Even if the general economy improves there wiU be a lag (12 to 24 months), before
incr.eases will be recognized in Property Tax revenue. For Fiscai Year 2011 the, nega4ive
revenue :impact to the City of Dublin could be between $800,000 and $1.5 million less
than in the current Fiscal Year.
A special note is warranted related to the 2010 Property Tax Revenue and State Borrowing. In
order to balance the State Budget, the California legislature required the City #o loan the State
approxima#ely $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 State from borrowing again until the current loan is repaid in
2013. The legislation enacting the State borrowing did not include a plan for how the S#ate wiU
make the repayment. This may add additional pressures to the State / Local financing in
coming years. .
Page 7 af 27
Sates Tax Trends
The second focus area addressed in this report is 5ales Tax. As noted at the beginning of this
report Sales 7ax accounts for 24% of the General Fund discretionary revenue in fhe 2010
Budget. The City has been negatively impacted by the closure of major retailers; the decline 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.
CHART 6-10 YEAR TREND CITY OF DUBLIN GENERAL FUND SAL.ES TAX REVENUE
(In Millions $ Actual Revenue For FY 2001-2009 and 8udget For 2010)
16.00
Id.00
12.00
10.00
S_00
6.00
d.00
2.00 -
o.oo
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
Budget
As shown above, the City experienced healthy growth in Sates revenue between 2001 and
2008. During that period there were small year to year declines that occurred in 2002 and
2007, however they were far less dramatic than the most recent two years. Both 2009 and
2010 are less than what was received fn 2001. The last time the Sales Tax revenue was lower
than the 2010 budget; was 1999 when the City received approximately $S million. Similar to
the analysis of Property Tax, it is prudent to also evaluate the recent sales tax trend on a per
capita basis.
Page 8 of 27
CHART 7- CITY OF DUBLiN SALES TAX REVENUE PER RESIDENT 2006 - 2010
(Actual 2006-2009; Budget 2010)
s+eo
$400
Sn3W
_300
.
$250 _
$100
5150
$100
. _
$50
SO -
]006 7007 . . 2007 "2009 30108uk-4
The negative trend obserye.d with Prope:rty...Tax is repeating.'itself when;Saies Tax is compared
on a per capixa _basis. Gene.ral Fund Sa..les:;Tax revenue.has. been de.creasing at a tfine when
the populatton:_served by the City is increasing: The degree`of detenor.atigli.:is asfauttding as
the City isjxperiencing per..capi#a sales tax`revenue rates.khat are 40%::less than the amount
collected in Fiscal Year 2006. A longer uiew going back .#0 2001 shows~that per capita rates
are 47% le.s's..($472 in 2001 and $248 in the 2010 Budget). •
,
The composition.:of the retail: sales taz, outlets in the City also has,a.direct impact on the
revenue decline,:.;Ghart 8,bel9w shows tha# two. catego[ies.;1). Autos and_Transportation, and 2)
General Consumer Goods, ~are_the source,of: roughly 59%o':of the total retail sales transactions
that occur in.fhe,City of Dublin :As part of the`totai sales tax;ctistribution by the State cities also
-
receiye_,a..,share.of.pooled;sales;taxes...::;:In, 2009 this.amou,nted. to appr.oximately $1:3 million
. . ,
which is npt:irlcluded (n the companson`below.
CHART 8- CI7Y OF DUBLIN 2009 LOCAL RETAIL SALES TAX TRAN5ACTIONS
MAJOR BU51fVESS CATEGORY
nutos a
Trensportatlon
Food 8 Drugs svie
3•h
Fuel & Sarvice -
StaBons
-,~g -
:
~ BUSIf105S $ -
Industry
10% General
Restauranta & Bulldlag S Consumer Ooods
Hotels Constructlon 30%
'!1'b g% .
Page 9 0( 27
The Autos and Transportation Category is broader than vehicle sales. However, focusing on a
sub-category consisting sales of New and Used Automobiles, the data suggests that this
represented 24% of the total City of Dublin Sales Tax in Fiscal Year 2009. In Fiscat Year 2005
this category represented as much as 31% 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 OF DUBLIN SALES TAX REVENUE DERIVED_FROM NEW AND USED
AUTOMOBILE $ALES TRANSACTIONS 2005-2009
s4.soo,ooo `
sa,aao,ooo
$3,500,000
b3,000,000
$2,500,000
52,000,000
S I,S00,000
,
Si.ooo,ooo • °
asoo.ooo ' - ,
so
zoos 2006 2007 zoos 2009
During this five year period the revenue derived from this category has decreased by more
than 40%. A"s noted above the automobile sector represents a very large 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 afso been impacted by changes in the distribtition. of Auto Dealers with the c{osure of Dublin Ford as. we11 as temp4rary closures of dealers _selling Chevrolet, Suick,
Pontiac and GMC. In Fiscal Year 2008 the City received taxes from the first full year of
operation of Dublin Hummer Saab Satum. In 2009 Generat Moto[s:announced its plans phase
out these brands as well as.P.ontiac. The Dublin focation is serving a relocated Chevrolet and
Cadillac dealership while the ultimate future of the Nummer, Saab, and Saturn brands is sorted
out in the market place.
The second largest category of retail sales tax generators in the City of Dublin is the "Genera!
Consumer" category which includes: department stores, ciothing stores, electronics, appliance
Page 10 of 27
I
stores, etc. The City has experienced declines in this category as a result of general economic
trends as well as fhe 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 collected in 2005.
CHART 10 - CIl`Y OF DUBLIN SAIES TAX.REVENUE DERIVED..FROM •
GENERAL CONSUMER CATEGORY SALES TRA[VSACTIONS 2005-2009
$a,ooo,ooo
3s.soo,oao
. . .
53,800,000 _
33,700,000 $3,600,000
$3,500,000 _
$3,400,000
$3,300,000 -
$3,200,000
ps.
$3,100,000 '
. :
. _ _ .
$3.000,000 .
$2,900,000
2005 2006 2007 2008 20091
A key factor regarding the 2009 General Consumer category is that the revenue shown for
2009 did not include the full year impact #rom several of the retailers which closed during the
period from December 2008 to June 2009.
Future Trends For Sales Tax Revenue
Current projections for sales iax revenues reflect a leveling off of the deterioration in revenue.
From a broader economic perspective +t is projected that the recessionary conditions are
considered to be near a point where slow 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 closed 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, Cityreceived
$74.36 million and in 2010 it is expecfed to be $10.65 million. Using these as examples a 1%
growkh on the 2007 base would yield an additional $146,000 in sales tax revenue. T.he 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 potentiafly for many years. .
In working with the HdL Companies, the City of Dublin's consuitant on sales tax management
services, 5taff have prepared a very rough estimate of projected sales tax for 2011.
Page 11 of 27
Adjusting for known factors the amount projected for 2071 is virtaally fJat. Aithough the
estimate inctudes some modest increases in some sectors over 2009, the increases are offset
by the full year loss af closed retail outlets and one-time adjustments that may have occurred
for back taxes.
Inflation And Per Caaita Revenus (Combined Propertv Tax and Sales Tax)
As discussed on the previous pages Property Tax and Sales Tax comprise a majority of ihe
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 also view this in
terms of the larger economy a trend line has been added. The trend line shows the resuit of
taking the 2006 per capita revenue and increasing or decreasing it based on the annual
change in the Consumer Price Index (CPI). .
CHART 91 - CITY OF DUBLIN._PROPERTY,TAX AND.SALES TAX PER CAPITA 2006-2010
WITH TREND L.INE SNOWING 2006 ADJUSTED BY ANNUAL CHANGE IN CPI
s,,zoo
Line = 2006 Per:Capita Sales.+.Property
Tax Adjusted.By Co.nsumer Prl.ce:l.ndex $1,007. $1,005
s, o00 ,$933 - $962
$898
-«LL - - - -
• ,
.
1
;
seoa
r- - ,
.
? E - ' ' ' ' - ' c,
rn . -
4oo w : a ~ ~
- -
: . , ,v?_.:
- _ - - , -
$xao
- ' - - _
ao -
2006 2007 2008 2009 2010 Budget
As shown for the first three years the revenue growth foUowed the same general 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 iwo key areas: 1) General Fund supported
services associated with processing, permitting and inspecting new development; and 2)
Page 12 of 27
1
Impact or Mitigation Fees fhat fund capital projec#s required to provide services to new
development. The initial discussion will be related to the General Fund operating revenues.
As shown in Chart 1(on page 3) the combination of General Fund Development Processing /
Plan Check and Permits represent approximately 7% of the total 2010 General Fund Revenue.
There is atso a relationship between fees collected and expenditures for the services; however
' the timing of these two elements may not aiways match the same fiscal year. For example, if a
Building Permit for a new building is otitained in March, it is likely that inspection costs will
continue after the July 1 St start of #he next fiscal year._ Therefore, instead of facusing solely on
revenue Staff has also examined measures of building activity of a period of fime.
Chart 12 below, demonstrates that the lasf Z years of Building Permit valuations have been the
lowest over the past 10 years. Likewise the number of new residential units receiving final
inspecfion is also near the lowest point for the past 10 year periad, as shown in Chart 13.
CHART 12 - CITY OF DUBLIN VALUATION OF BUILDING PERMITS ISSUED 2000-2009
(fn Millions
35D.0
7W.0
iS00
IOUO
130.0
100.0
!QO
0.0
2000 2001 2002 2003 20G/ 2005 2006 2007 2008 2009
CHAR713.- CITY OF DUBLIN NEW RESIDENTIAL UNITS
RECEIVING FINAL INSPECTION 200042009
~400-
120
wo
. ~
d
0 '
. 4000 2001 2002 ZOai 2004 2005 2006 200T 2008 2009
Page 13 of 27
During the 10 year period 6,873 new residential units had a final inspection, which approaches
an average of neacly 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 Community 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 10-year average of 700 per year.
Future Trends For Development Related Processinq Revenue
These trends will have negative implications for not on(y devefopment processing related
revenue, but also for Property Taxes which are based on valuation. It will aisa ultimately
impact any revenue sources the Ciry 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 io reduce the expenditures associated with these functions.
In the 2010 adopted Budget, authorized staffing in the Community Development Pragram
(includes: Planning, Building & Safety, and Engineering) was reduced by 7.85 Full Time
Equivalent (FTE) positions.
The preliminary estimate is that in 2011 Buiiding 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 contract inspection expenditures. As discussed the :.net permit expenditures
(Permit Fees less Permit (nspection Gosts) can fluctuate widely.depending on the fiscal year
the permit is issued versus the,year inspections occur. It is also expected that other
deve[opment processing revenae will also be less in 2011, based. .on the tack of certainty
for larger pipeline projects. Projects in that category include:. Kaiser Hosp9tal 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 publfc improuements .includi.ng: streets, freeway .lnterc.hanges; parks; a library,
and other community buildings. To tFie extent that the projects were to meet the requirements
of new development they were either constructed directiy by developers or by the City using
Capital 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 established 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
developmenf baseci 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 permit by permit basis the entire
cash required to construct_: all improvements will not be available until the end of a!I 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 with 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 two cases the City has aiso advanced funding to advance the construction of community
improvements; a new Fire Station and Phase I 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 Ehe 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 will need to be repaid
with interest as fees are collected.
Impact Fee Trends '
Since most.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 collection
of park land fees which are collected at the time of the final map and in some cases
Development Agreements have provided a requiremenf for the developer to make payment of
funds in advance of the building permit. The following chart displays the total City of Dublin
Impact Fees collected per year for the past ten years, including a combinatfon of; Traffic
Impact Fees, Public Facility Fees, Park Dedication Fees, and Fire Impact Fees.
CHART 14 - CITY OF DUBLIN IMPACT FEES COLLECTEQ 2001- BUDGET 2010
(Traffic Impact Fees, Public Facility Fees, Park Qedicatian Fees, and
Fire Impact Fees In Millions
$20.000. 2008 "patter.n segmenY' _ $9.3 mill[on
Interchange F(nancing. .
$18.OOQ N
2010 Buclget "pattern segment" _ $5.2 ~
$~s.ooo mlllion Windstar ProJect. ~
~
$t4.o00
$12.000
' ' et
$10.000 Ln
~
,
ti
$8.000
$6.000 N pp . M M n, _W ,
~ ~tf ~ M N cn T- - ~
$4.000 00 0~0
~ t- r i- M pp
T t"'
~
$2.0d0 -
$0.000
2041 2002 2003 2004 2005 2006 2007 2608 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 $14.5 million total was a lump
sum contribution for the I-580 / Fallon Road Interchange construction. The 2010 Budgef
included approximately $5.2 million in fees for the Windstar Project. !t should ba noted that
this project has undergone a change in ownership and it is unknown if the fees will be received
in 2010. In the seven years fram 2001 to 2007 nearly $80 million has been collecfed 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 Capital Impact_Fee_Funcis
Estimating the timing of Capital Impact Fee collection requires assumptions regarding
development timing. Staff is just beginning to evaluate the projections based on input #rom the
development community and the status of project approvals. Should general economic factors
change dramatically this can result in large swings in the revenue estimates.
Traffic Impact Fees (TtF): 7he actual total TIF collected during the nine year period
from 2001 - 2009 was $54.6 million or an average of $6 rnillion per year.
Prefiminary 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 fhan $2 million per year.
The City wifl need fo evaluate needed projects and determine the priarity based on
available funding. There are numerous TIF Credits which will convert to a"Right To
ReimbursemenY' and developers holding these rights wiN also have an interest in
repayments as a use for funds collected.
Public Facility Fees (PFF): The actual PFF colEected.during the nine year period from
2001 - 2009 was $37.7 miliion or an average of $5.4 millioq. per year. This fund is
expected to be in a defcit position due:to borrowing to proceed;with Fallon Sports Park
Phase 1. Therefore, Staff reviewed the prefiminary projections to account for the
repayment of borrowed funds. A rough estimate is that after repayment the City will
collect approximately $22.9 million in Public Facility Fees ove.r::the next 4 years. This
averages to approximately $5.7 million per year availab{e for projects.
As part of the development of Five Year Capital Improvement Plan, Staff will be
analy7ing projected cash flow along with the identified projects. ; It will also be necessary
to assess prior to proceeding with new construction, the impact. on operating costs for
pcojects. This is particularly important for those projects with.staffing and specialized
operating expenses such. as the Emerald Glen Recreation and,Aquatic Center. The
City has a history of managing well maintained facilities. and in order to continue that
standard it will be fiscally prudent to assess the impact of all projects on #he operating
budget after construction. Other projects that are supporfed from these fees include
expansion space to.continue to accommodate police personnel, and the development of
sever.al neighborhood park sites. Balancing these as wel.l_ as ofher PFF funded projec#s
in a vol.atile, development cycle will be a serious challenge.
Fire Impact Fee: The primary use of all Fire Impact Fee revenue collected is to reduce
funds advanced for the construction and ouffitting 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, Sfaff has not yet had time to develop
longer term projections.
Page 16 of 27
Interest Revenue
As shown in Chart 1 Interest accounts for approximatefy 3% of the 2010 Genera) Fund budget.
Although this is a smail percentage compared to the dominating percentage of revenue
collected from taxes, it is highty impor#ant since it is a locally controlled discretionary revenue
source. It is also important given the impact of the economic meltdown in financial 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 General Fund revenue derived from Interest earnings. It is
important to recognize that the reported interest revenue will fluctuate based both upan interest
rates and the balance available for investment:
CHART 15 - CITY OF DUBLIN GENERAL FUND INTEREST REVENUE
2001-BUDGET 2010 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%
Line displays average local Agency
(nvestment Fund Interest rafe and the $2•62 $2.82
$2.50 scale !s on the right. 6.0%
$2.31
Bars depict General Fund lnterest
Revenue in Militons $ 5 Qo/a
$2,00 1.84
$1,61 4.0%
$1.50 $1.49 1.45
$1.10 $1.24 3.0%
$1.00
2.0%
$0.50 $0.49
1.0%
$0.00 0.0%
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 The Local Agency Investment Fund (LAIF) is a short term investment pool operated by the
State Treasurer. Although it is not the only investment vehicle used by the City the interest
rate reflects the overall 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 w(ill be continued decreases in General Fund interest
revenue. Factors c(intributing fo this include: 1) A continued low interesf rate environmentwith
forecasts suggesting that the ra#es will continue af low leveis for some time; and 2) The City
has been using General 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 the amount invested resulting in lower revenue.
Staff has not had a chance to fully eualuate projected cash balances and longer term
projections for interest rates. Based on very rough information available the 2019 interest
revenue could be as much as $300,000 -$600,000 less than the 2090 Budget.
SUMMARY - GENERAL FUND REVENUE OUTLOOK
The following 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 budget
update 5ta#f will also be conducting further analysis on other revenue sources.
CHART 16 - SUMMARY OF PROJECTED POTENTIAL GENERAL FUND
REVENUE bECREASES FOR 2019
Pro ertTax $ 800,000 1.5 Million
Sales Tax Flat
Develo ment Processin / Permi#s $300,040 +
Interest $300,000 - $600,000
TOTAL DECREASE $7.4 Mitlion 2.4 million
Page 18 of 27
EXPENDfTURES
GENERAL FUND EXPENDITURE TRENDS
As a growing community the 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 fhe distribution
of General Fund Operating Expenditures by major program area.
CHAR717 - CITY OF DUBLIIV GENERAL FUND EXPENDITURES
(OPERATING & CAPITAL) 2001_ -.BUDGET 2010
(In Million
$60.00 General Fund Expenae pn Mlilion 5} $55,24
Paltern a CapiWl ProJects
Solid ~ Operating Expenditutes ' $46 7~ ~49.62 $50.38
$50.00.
$42.40 543..291'
538.68 -
$40 09 .
$31.132.73 -
S30.00 :
$20.00 - - - _iz~ _
$10.00
~ . • v . ' ' . ' .
2001 2002 2003 _2004 2005 2006 2007 2008 2009 2010
Budget CHART 18 - CITY OF DUBLIN GENERAL FUND OPERATING EXPENSE - BUDGET 2010
Potice 8 Flro
64°,6
Other Publlc Satety
i%
- T?ansportation
General 4•ti
Govomment
13•h Hepflh 6 Watiare
Communlty Cuituro 6 Lelsure.
pevelopment Servleas Iness than 1•/.
11•/. 17'k
. . . .i.
Page 19 of 27
Given that Pqlice and Fire represent more than 50% of the totaf general fund operating
expenses for the City, additional analysis of the historical trends wiil be provided.
CNART 19 - CITY OF DUBLIN POLICE DEPARTMENT AND F1RE DEPARTMENT
, GENERAI. FUND OPERATING EXPENDITURES 2001 BUDGET 2010 (In Miliion
$14.00 Slue Bars are Police General Fund
Expenditures
$12.00 Red Bars Are Fire General Fund
Expenditures
$10.00 n ill on
$8.00 -
$6.00 -
$4.00
$2.00
.
. - -
. , _
2001 2002 2003 2004 -`ZU05 `2006 2007 20082009 2010
' "New Fire Station (No. 18) Operationa) in 2004 Budget
As noted in Chart 19 a significant 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
speciaGzed fire suppression and rescue resources under a shared agreement witM multiple
jurisdictions. With the provision of Fire Department services there is a staffing cost and
component that follows the number.of apparatus made avaifable 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. City provides one Senior Off.ice Assistant position that assists
with licensing and permits obtained at City Offices.
The Police Seniices functian is provided through a contract with Alameda County Sheriffs
Office. In the 2010 Budget the Sheriffs Office provides. 54 F7E. posifions and the City provides
seven positions. The City positions include support. Staff...as : well as non-sworn crime
prevention personnel to augment fhe services provided by Sheriffs Office Staff. 7he 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 Dublin 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 follow growth in population or programs.
Because Public Safety represents such a large portion of the General Fund costs, . it is
appropriate to examine the trends between the changes in General Fund Revenue, compared
Page 20 of 27
to the change in expenditures for these important services. As previousiy depicted costs have
continued to steadily increase each year for Potice 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 m.ajor
chalienge to support increased expenditures.
CHART 20 - CI7Y OF DUBLIN POLICE DEPARTMENT AND FIRE DEPARTMENT . ~
GENERAL. FUND OPERATING EXPEN.DITURES ',2005 - BUDGET 209.0 (In Million
WITH A TREND LINE FOR PERCENTAGE GROWTH IN GENERAL. FUND REVENUE :
$30.00 20.0°h
74.9% 15.0%
- $25.00 10.8%
6.6% $24.13 10.0°k
$24.00 $22.15 $22.39
$20.84 5.0%
$19.37 $1 S.Ob -0.3°~
$15.00 •1.8%
Police & Fire Genera! Fund Costs -5,0%
$70.00 (In Miilton .
-10.0%
' Percentage, Change_AII.General
$5.0o Fund Revenue:(Scale On Rtght)
:
-15.0%
-20.0%
2005. 2006 `2067 2008 2009 2010 Budget
. .
Future 7rends For.Police and Fire Exaenditures _ .
Efforts have lieen made.to.control costs. where possible for.these services. In the case of Fire
Department tervices.-the:City has Teceived some relief from #he.,growth in costs due fo the
Alameda Counfy Fire Department expancling the number of agency partners. The Department
was successfuJ 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 successful.fhe Cfty may be. able to see
limited fncreases, or best case a possible decrease in Fire 5ervice costs in 2011.
Staff is in the process of examining the impact of Dublin Police Services contract costs, as a
result of collective bargaining agreements which were more favorable than estimates used to
develop fhe City 2014 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 holice General Fund expenditures
were $721,097 less than the final budget. This was achieved through a combination of
managing costs and overtime staffing as well as salary and benefi# increases being less than
Page 21 of 27
what was estimated for budget purposes. Recently, the Alameda County Board of Supervisors
approved a new multi-year agreement with the Deputy Sher'rffs Association which is expected
to have positive impacts on 2011 Police Services costs. Staff is expecting- that the 2011
Budget for Dubiin Police Services wiil possibiy include a modest decrease from the
amount budgeted in 2010.
General Fund Operating Costs All Departments
With the need to reduce expenditures in the 2010 Budget the most signi.ficant reductions came
from programs other than Police and Fire. With the 2010 reductions significant adjusfinents
were made in areas related to the servicing of new devefopment applications or inspections
where the workload had aiso been reduced. Chart 21 depicts graphically the annual General
Fund operating expenditures for Police and Fire compared to all other departments.
CHART 21 - CITY OF DUBLIN GENERAL FUND OPERATING EXPENDITURES
2005 - BUDGET 2010 (In Million POLICE DEPARTMENT AND FIRE DEPARTMENT - RED BARS
ALL O7HER DEPARTMENTS BLUE BARS
$25.00
$2o.oo
$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 .cos#s as.sociated with the provision of services.. Chart 22 shows the per
capita operating expenditures'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 reduetions made to date
have been accomplished.at a time when the population has continued to grow.
Page 22 of 27
I
i
CHART 22 - CITY OE DUBLIN GENERAL FUND OPERATING EXPENSE
PER CAPIT'A 2005-2010 BUDGET
WITH TREIVD LINE SHOWING 2005 ADJUSTED BY ANNUAL CMANGE IN CPI
$1,400
$1,292 $7,289
$1,233
~
$1,140 $1,152 1,197
$1.200
$1,000
$800
$600 -
$400
$200
2005 •2006 2007 2008 2009 2090 Budget
Trends and Considerations For Operatina Expenses.
As:,noted :eatlier, Public Safety cost: increase$ may be mitigated in 2011, however, there
continues to be inflationary pressures in several areas that wilf need to be accounted for. The
following discussion wi(I highlight some of the anticipated challenges.
Employee Wages & Benefits - In 2010 cost of living and perFormance pay adjustments were
eliminated for City Staff.. Regular salaries...,for. budgete,d
positions equal approximately $7.4 million. Refirement costs
(Public Employee Retirement System (PERS) and Retiree
Medical contributions) are projected to increase
approximately, ,$75,000 based on 2010 salaries. Any
adjustment to salaries woutd increase the change in costs.
Looking beyond 2011 the t'ERS contribution rate will
increase by approximately $125,000, as the rates are
adjusted to address investments fhat have underperformed
fhe rates assumed by PERS.
Utilifies - Utilify rates including, .Gas, Electricity, Water, and Sewer
have been inereasing in recent years. Projecting potential
increases of 5% - 10% could mean an additional $85,000
- $165,000 per year.
Page 23 of 27
Liability Insurance - The City obtains general liability insurance coverage as part
of a self-insured mulfi-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
funciing in addition to premiums. The City also pays an
insurarice surcharge for County Contract Services. The City
has.:;_: experienced, significant; increases in the Gounty
ptogram. In 2011 it is :projected that total insurance
costs may increase by $2501000.
F'ark Maintenance - With the addition of the expanded Heritage Park and the
addition of Fal.lon Sports;:Park, based .on 2010 estimates
these. facitities: witl add -ezpenses ;of as much as
. $525,000 more:than the 2010::Budget:-'These costs include
a teserve charge of $65,0.00 :for fuEure replacement of the
artificial turf. It should also:be.noted that this estimate is the
gross cost and.does not factor;in any additional revenue that
may be derived from faciliry rentals.
Public Safety.-. As -_-:noted it -is still very_..;early in the process of
developing the. 2011 Budget, however,.; it is hoped that
savings of $160,OU0 -$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; Couniy and Local. -Emergency
Medical Services Funding of $384,000.) In fhe event that
fhese special funding sources are reduced the General Fund
will bear more of the costs.
Storm Water Mandates - The City is facing additional State mandates that will
result in additional programs to address the
management of storm water discharges and ctrainage
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 Budge# is the indirect
pressures resulting from decreased State funding in other
areas. Schools, as well as other public service entities, are
seeking replacement funding for activities that would be
impacted by State Budget reducfions.
Page 24 of 27
1
SUMMARY - GENERAL FUND EXPENDl7URE OUTLOOK -
The following is a summary of the prefiminary forecast 'of changes in maJor General Fund
Expenditures. As part of the overali budget preparation and a more refined mid-year budget
update:Staff wili also be conducting further analysis on other.expenses. 7'he total impact is
projected to range from $535,000 to $1,115,00 in additionai General Fund expenditures
net of potenti2l savings in Public Safety cosfs.
SUMMARY OF PROJECTED POTENTIAL GENERAL FUND ' EXPENDITURE INCREASES / (DECREASES) FOR 2011
Salaries & Benefifs without an Cost of Livin $ 75,000
Utilities $ 85,000 $ 165,000
Liabili lnsurance $ 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 INCREA5ED COSTS $535 000 -$1,115 000
General Fund Caaital Expenditure 7rends
Over the' years the City has managed during good times to build General Fund Reserves that
can be used to finance special projects and amenities. This has allowed the City to approach
several capital projects on a pay as you go basis withaut. incurring debt. Examples of recent
pro)ects which included major funding from the General Fund are: Historic Park Expansion;
Reconstruction of Shannon Community Center; and Acquisition of a City Maintenance Yard
site. Chart 23, displays the historical use of General Fund revenue for Capital Projects.
CHART 23 - CITY OF DUBLIN GENERAL FUND CAPlTAL EXPENDITURES
2001- BUDGET 2010 (!n Million
$12.00
$10.00
$S-00
$6.00
$4.00
$2.00
2001 2002 2003 2004 2005 2008 2007 2008 2009 2010
Budget
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It is signifcant to note that, out of the $5.3 million budgeted in 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 reseNes or used to fund capital projects.
That scenario is not anticipated in 2011 as the City experiences deciines in General Fund
Revenue and increased operating costs. ,
!t is anticipated that any new General Fund Capita{ improvement Projects for 2011 wili need to
be assessed in terms of: Is the project critical to public health and safety; what 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 direction from the City CoLncil
will be beneficial in identifying options for the coming year. _
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CONC lON
Examining the past trends is important to understand how the City successfully financed
services to the community. However, the current economic climate requires that the City take
into consideration recent trends and app(y that information to a forecast for the future. It is nat
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 solution.
As previously noted the assumptions in this report for the future are based upon limited data
and will need to be refined as the process of developing the 2011 Budget and Financial Plan
proceed. However, based on current information the 2011 Budget is projected to have less
revenue and mare expenditures.
With government budgets it is not uncommon to u#ilize reserves to balance the expenditures
for the year. The prudent use of res?3rves 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 io avoid a structural deficit where the operating revenue for the year
will not 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 resetves to balance the budget
and without correcting the structural deficit the imbalance will grow in 2011 as shown below:
2010 GENERAl. FUND ADOPTED BUDGEi'
2010 BUDGET GENERAL FUND REVENUE $ 44,973,643
LESS:
Capital Project / One-Time Grant Funding
(Also an offsetting General Fund Expense-
Fallon Inferchange / Village Parkway Storm Drains) ( 9,059,215)
NET GENERAL FUND OPERA7ING REVENUE $ 43,9141428
ADOPTED BUDGET GENERAL FUND OPERATING EXPENSE ( 46,068,083)
2090 OPERATiNG EXPENSES FUNDED FROM
ECONOMIC STABILITY RESERVE (SHORTFALL) f~ 1.153.6551*
" Wtthout addltional expenditure reductlons In 2011 or increased revenue this amount would be expected
as a structural deflcit that will recur in 2019
PREE.tMINARY ASSESSMENT OF 2091 SHORTFALE.S
(Reductions in Revenue / Increases In Expenditures)
2011 PROJECTED REDUCTIONS IN REVENUE $1,4009000 - $2,4U0,000
2017 PROJECTED INCREASED COSTS 535,000 - 1 115 000
SUB-TOTAL 2011 SHORTFALL $1,935,000 - $3,5159000
CARRYOVER 2010 STRt1CTURAL DEFICIT 1 153 655 - 1 153 655
GRAND TOTAL 2011 POTENTIAL SHORTFALL $3•U8~8.655 ' $4_~QQ,655
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