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Home My WebLink AboutItem 6.1 Fiscal Year 2015-16 Budget Update 19� 82 STAFF REPORT CITY CLERK CITY COUNCIL File # 330-20 O`�LIFOU�� DATE: June 2, 2015 TO: Honorable Mayor and City Councilmembers FROM: Christopher L. Foss, City Manager J SUBJECT: Public Hearing: Fiscal Year 2015-16 Budget Update Prepared by Colleen Tribby, Administrative Services Director and Lisa Hisatomi, Assistant Administrative Services Director/Budget EXECUTIVE SUMMARY: The City Council with consider approval of a Resolution adopting the Fiscal Year (FY) 2015-16 Budget Update, and approval of various other related resolutions, including those establishing salary plans for full-time and management employees. The City Council will also consider approval of the City's updated Strategic Plan. FINANCIAL IMPACT: Proposed operating appropriations in FY 2015-16 (all funds) total $70,822,364; proposed Capital Improvement Program (CIP) appropriations total $18,451,051. General Fund revenues total $70,705,887 (including one-time funding sources), and operating expenditure appropriations total $63,337,110. The net operating impact in the General Fund, before transfers out to capital projects, is $7,368,777; after transfers out, total reserves in the General Fund are projected to increase $1,002,485 in FY 2015-16. All budgeted funds are balanced. RECOMMENDATION: Staff recommends that the City Council conduct the public hearing, deliberate, adopt the following resolutions: 1) Resolution Adopting a Budget for the City of Dublin for Fiscal Year 2015-16; 2) Resolution Adopting an Appropriation for a City Contribution to Dublin Partners in Education for Fiscal Year 2015-16; 3) Resolution Establishing a Salary Plan for Full-Time Personnel in Accordance with the Personnel Rules; and 4) Resolution Establishing a Salary Plan for Management Positions Exempt from Competitive Services; and approve the Updated Strategic Plan. Submitted By '`� Reviewed By Administrative Services Director Assistant City Manager Page 1 of 12 ITEM NO. 6.1 DESCRIPTION: The attached Proposed FY 2015-16 Budget Update includes a Transmittal Letter from the City Manager (pages 2-2 through 2-11), which provides a budget overview as well as detailed discussions of the assumptions used in the preparation of the budget, the projected changes to reserves, Capital Improvement Program appropriations, and the 10-Year Forecast. This Staff Report serves to highlight the information presented in the budget document and discusses the City's enhanced focus on long-term sustainability. Citywide Highlights The Proposed FY 2015-16 General Fund operating budget is balanced with ongoing revenues covering ongoing expenditures. Total revenues are budgeted at $70.7 million; operating revenues, excluding one-time Community Benefit Payments, total $70.0 million; and operating expenditures, excluding transfers to capital improvement projects, total $63.3 million. The majority of capital improvement project costs funded by the General Fund are supported through either planned use of committed reserves, one-time revenue sources such as Community Benefit Payments, or through the special designation of surplus reserves approved by the City Council. Total CIP project expenditures with new funding only (not carry-over funding) are budgeted at $18.5 million in FY 2015-16. Large-scale, non-routine projects planned to begin and/or be completed in the two-year budget cycle include: - Dublin Heritage Park Cemetery, (Phase I), which provides for the renovation of the Pioneer Cemetery and the construction of a new cemetery area adjacent to the Dublin Heritage Park. This project includes the acquisition of an approximate 0.9-acre parcel south of the existing Pioneer Cemetery from the Dublin Historical Preservation Association. The construction will provide for an additional 115 plots for in-ground burials and 2,100 columbarium niches for cremains, and a bridge over the creek for pedestrian access to the expanded cemetery. Improvements will also be made to the existing cemetery site and landscape: Budget of $800,000 in FY 2014-15 and $1 .0 million in FY 2015-16; - Emerald Glen Recreation and Aquatics Complex (Phase I), a 31 ,940 square-foot facility with three separate pools, slides, and playground: Budget of $29.1 million in FY 2014-15 and $6.2 million in FY 2015-16; - Fallon Sports Park (Phase II), the lower terrace of a 60-acre community park with synthetic turf soccer fields, a lighted baseball diamond, and related facilities: Budget of $7.9 million in FY 2014-15-1 $6.9 million in FY 2015-16; - Amador Valley Plaza Road Bicycle and Pedestrian Improvements, along Amador Plaza Road between Dublin Boulevard and Amador Valley Boulevard: Budget of $550,042 in FY 2014-15 and $863,605 in FY 2015-16; and - Storm Drain Trash Capture Project, providing for the construction of a trash capture devices that help the City achieve its trash reduction requirements mandated by the Regional Water Quality Control Board: Budget of $178,436 in FY 2014-15 and $400,000 in FY 2015-16. Page 2 of 12 There are no significant variances in other budgeted funds. General Fund Highlights Revenue The FY 2015-16 Budget forecasts an overall revenue increase by 1 .0% over the current year projection, due primarily to strong growth in property taxes and sales taxes. The following table illustrates the City's General Fund revenue source allocation for Fiscal Year 2015-16, and a comparison to the Fiscal Year 2014-15 Amended Budget: FY 14-15 FY 15-16 Amended vs Category Amended Update Update Property Taxes $29,290,511 $31,786,036 $2,495,525 Sales Taxes 18,361,216 20,236,439 1,875,223 Other Taxes 5,053,800 4,908,000 (145,800) Building Permits 5,078,620 2,945,705 (2,132,915) Other Licenses & Permits 170,987 177,987 7,000 Fines & Penalties 138,260 109,932 (28,328) Interest 368,581 466,191 97,610 Rentals & Leases 1,016,037 943,073 (72,964) Intergovernmental 193,620 198,620 5,000 Charge for Services 7,043,012 7,899,809 856,797 Other Revenue 392,654 (93,221) (485,875) Community Benefit Payment 2,776,174 1,127,315 (1,648,859) Total General Fund $69,883,472 $70,705,887 $822,415 The following are the assumptions and projections for the major General Fund revenues: • Property taxes: 9% increase from FY 2014-15 projected revenues, due to new construction added to the tax roll, and to the continued recapture of assessed valuation lost via Prop 8 reductions. • Sales taxes: 3.9% increase over the FY 2014-15 receipts, based on the addition and removal of specific businesses from the City's tax base, and including any known economic factors (growth in the retail sector, decline in fuel sales revenue). Additionally, the City will receive a one-time reconciliation payment of approximately $1 .2 million as the State closes out the triple flip funding mechanism. • Development-related revenues: 45% decrease from expected FY 2014-15 revenue, is based on the Building Division's most recent projection of units to be constructed during FY 2015-16. • Charges for Services: 4.5% increase projected due to increased recreation program revenues, although these are anticipated to be offset by increased program expenditures. • Community Benefit Payments: these are considered one-time dollars exclusively designated for one-time expenses. The decrease in the budget update compared to the Page 3 of 12 last forecast is due to the timing in the receipt of the one-time historic park contribution and Fallon Sports Park contribution in FY 2014-15. Expenditures FY 2015-16 General Fund expenditures are budgeted to increase 6.2% over the current year, reflecting increases in contracted service costs, as well as additions to the Position Allocation Plan. The following figure demonstrates the allocation of General Fund expenditures by major categories and a comparison to the FY 2014-15 Amended Budget: Update vs FY 14--15 FY 15-16 Amended Categories Amended Update Budget Salaries & Wages $10,279,952 $10,535,747 $255,795 Benefits 4,892,712 5,074,483 181,771 Services & Supplies 2,535,405 2,641,339 105,934 ISF Charges 1,778,101 2,584,257 806,156 Utilities 2,035,482 2,100,310 64,828 Contracted Services 38,224,035 39,353,968 1,129,933 Capital Outlay & Other 1,061,240 1,047,006 (14,234) Operating Budget $60,806,927 $63,337,109 $2,530,182 The following are the assumptions and projections for the major General Fund expenditures: • Personnel: 6.8% increase is due to the incorporation of the most recent employee agreement, which provides for a 4% Cost-of-Living-Adjustment (COLA) combined with adjustments to employee retirement cost sharing. Currently, employees are paying the entire employee portion of pension costs (which is 8% of salary) as well as contributing 3.95% to the employer portion of the pension costs. Starting in FY 2015-16, employees will be contributing an additional 3.05% for a total of 7% of the City's pension contribution rate in addition to the employee portion of the cost. The FY 2015-16 Budget Update also includes a net increase of 3.5 Full-Time Equivalent (FTE) positions to the Position Allocation Plan for the following: - Increase Human Resources Analyst from 0.75 FTE to 1 FTE - Addition of 2 FTEs for Emerald Glen Recreation & Aquatic Complex (Sr. Office Assistant & Recreation Supervisor) - Addition of one Lieutenant for Police Department (contract employee) - Increase in 0.25 FTE contract personnel for Building and Safety Division in Community Development (contract employee) • Contracts: 5.2% increase due primarily to an increase to the City's contract with the Alameda County Sheriff's Office via a COLA adjustment and the addition of contract personnel. The Alameda County Fire Department contract cost is estimated to increase 1% due to the net impact of COLA adjustment and a new labor agreement that incorporates employee cost sharing, and the City's contract for maintenance services (with MCE) incorporates a 4% increase for Consumer Price Index (CPI) adjustment and the accounting of service provision to new City facilities. Page 4 of 12 • Internal Service Fund Charges: As part of a comprehensive analysis of the City's use of Internal Service Funds, Staff has created a new Information Technology (IT) Internal Service Fund, which will allow the IT Division to better control the costs and deployment of technology throughout the City, and which will ultimately reflect the accurate cost of IT services in each department. The entire IT budget, including staffing, is now reflected in the IT Internal Service Fund, which is then allocated back to General Fund departments via an internal charge. For this reason, there is a significant increase in ISF Charges to the General Fund in FY 2015-16, and the IT position costs are no longer reflected in the General Fund personnel category (with no overall net change). • Utilities: Before the installation of solar upgrades at the Civic Center, the City was experiencing double-digit annual increases in utility costs. In FY 2015-16, and in the long term forecast, Staff has accounted for the savings realized from solar energy use, and built in a 5% annual utility increase, covering costs such as gas, electric, water sewer, telephone, cell and data lines. New Budget Items At its meeting of May 5, 2015, the City Council discussed the addition of several new items into the second year of the two year budget. These have been included in the financial schedules: Additions to FY 2015-16 General Fund Budget FY Item 2015-16 Community Grant, Housing Program $10,000 Valley Children's Museum, temporary relocation of electrical connection, $20,000 Parks Program Special Project, Human Services Program $30,000 Total Cost $60,000 General Fund Contributions to Capital Improvement Projects The FY 2015-16 Budget Update includes $6.4 million in General Fund appropriations to the 2014-2019 Capital Improvement Program (CIP), as reflected in the table below. The majority of projects funded by the General Fund are covered through the planned use of committed reserves, or one-time revenue sources such as Community Benefit Payments (noted by asterisk): Page 5 of 12 Total 5 Project Description FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 years Annual ADA Transition Plan $43,577 $23,833 $23,882 $23,923 $23,965 $139,180 Civic Center Modification Design and Construction* 155,457 155,457 Civic Center Police Wing Renovation* 2,000,000 2,000,000 Electronic Agenda System 244,005 244,005 Energy Upgrade 5,593 5,593 Geographic Information System 87,656 19,000 60,000 166,656 Maintenance Yard Facility Improvements* 1,133,601 1,133,601 Network System Upgrade 313,793 30,000 343,793 Public Safety Complex 97,312 97,312 General Improvements 4,080,994 72,833 23,8821 23,923 83,965 $4,285,597 Annual Sidewalk Safety Repair Program 147,524 104,925 105,203 105,439 105,681 $568,772 San Ramon Road Landscape Renovation 239,065 239,065 Community Improvements 386,589 104,925 105,203 105,439 105,681 $807,837 Dublin Heritage Park Cemetery Phase 1* 816,960 998,151 $1,815,111 Emerald Glen Recreation&Aquatic Complex-Phase 1* 102,350 2,897,650 3,000,000 Fallon Sports Park-Phase 11* 1,800,000 1,800,000 Tennis Court Resurfacing Project 151,801 151,801 Parks 1,071,111 5,695,801 $6,766,912 Amador Plaza Road Bicycle and Pedestrian Improvements 450,042 9,605 $459,647 Citywide Street Storm Drain Condition Assessment 207,010 83,128 250,942 541,080 Storm Drain Trash Capture Project 178,436 400,000 578,436 Streets $835,488 $492,733 $250,942 $1,579,163 Total CIP $6,374,182 $6,366,292 $380,027 $129,362 $189,646 $13,439,509 A comprehensive list of capital improvement projects planned for 2014-2019 and funding sources is included in Capital Improvement Program section of the budget document. Capital Improvement Projects - Ongoing Budget Impact In addition to the one-time project construction costs, a number of planned parks and general capital improvement projects (Emerald Glen Recreation and Aquatic Complex, Fallon Sports Park Phase II, Jordan Ranch Neighborhood Park, Dublin Crossings Community Park, and the Library Expansion Project) will have a significant impact on the current and future operating budgets due to on-going maintenance costs. While minimal in FY 2015-16, it is expected that this ongoing maintenance support cost will increase from $884,885 in FY 2016-17 to $1.5 million annually by FY 2018-19. This fiscal impact has been included in the 10-Year Forecast, and is not reflective of other infrastructure improvements such as additional street, street landscape, and street light maintenance. General Fund Reserves Total reserves are projected to be $75.1 million at the end of FY 2015-16, an increase of $1.0 million over FY 2014-15. The unassigned/available cash flow reserve is projected to be $19.0 million, representing 3.5 months of the projected FY 2016-17 budget. Significant proposed changes to reserves during FY 2015-16 include: • The use of $6.1 million in Committed Reserves for specific CIP projects mentioned in this report; • The use of the one-time sales tax payment of approximately $1.2 million to create a Committed Reserve towards the undergrounding of utilities at Scarlett Court. This is a reserve place-holder only and is not a project budget; and • Shifting $1.2 million in remaining reserves (after all other designations) to the reserve for Pension/OPEB and the reserve for Non-Streets CIP Commitments. Page 6 of 12 It should be noted that the City will receive a $10 million Community Benefit Payment related to the Dublin Crossings project in November 2015, but it has not been included in this budget proposal. Because of the significance of that item, Staff will report on that Community Benefit Payment separately at a later City Council meeting. Final reserve designations for FY 2014-15 will be brought to City Council for consideration on June 16, 2015. Securing Dublin's Future Dublin is a great place to live, work and do business. Dublin offers outstanding quality of life services, fantastic schools, and exceptional parks and recreation programs. However, like many cities throughout California, Dublin faces long-term fiscal challenges that impact the City's ability to maintain quality of life services at the level that residents have told us they want and deserve. Public safety, quality schools, and essential services all contribute to Dublin's quality of life. Important quality of life services we must continue to protect and maintain include: Quick 911 emergency and medical response Police protection and crime prevention programs Fire protection and prevention Senior and after-school youth programs Street and pothole repair Quality school and education At the City Council's Strategic Planning meeting of March 7, 2015, the City Council discussed the City's 10-year financial forecast. Unfortunately, despite anticipated growth in property and sales tax, there will be a decrease in development revenues as major projects are completed and the City gets closer to its build out. These factors, combined with projected increases to operational expenditures, are expected to result in deficit spending in the General Fund by FY 2020-21 (see section below). A key outcome of the Strategic Planning meeting was the City Council's decision to identify long-term fiscal sustainability as the key strategic initiative and to direct Staff to make sure fiscal sustainability becomes a major factor in future decisions, including the FY 2015-16 budget and beyond. Staff presented an initial list of specific focus areas within this initiative (listed below) that will be pursued next fiscal year: • Develop a preventative maintenance plan • Reinvest in existing facilities/infrastructure • Evaluate cost recovery and pricing policy for services / maintenance • Develop performance measures / metrics to understand the return on investment of all City services, and to use that data more effectively to inform policy decisions • Plan for future expansion of public safety services • Reevaluate the use of Internal Service Funds and fund balance policies to adequately provide for City asset replacement • Assess unfunded liabilities related to retirement benefits • Discuss strategies for new or increased revenue streams Going forward, the budget process will include an update of the 10-Year Forecast, and a progress report on specific actions taken towards the goal of long-term fiscal sustainability. At the heart of this emphasis is the City's commitment to maintaining and enhancing the quality of Page 7 of 12 life for the City's residents and businesses. It is essential that the City continue to work towards securing Dublin's future. Staff has begun engaging the community on these issues to understand the community's quality of life service priorities and provide information about the City's operations and long-term financial situation. 10-Year Forecast The 10-Year Forecast serves as the foundation of the FY 2015-16 Budget Update, in terms of guiding the City's use of resources now to prepare for the future. Staff has been particularly focused on identifying revenue sources that are truly one-time in nature, versus the ongoing revenues that will sustain City operations as development slows. The high-level summary of revenue and expenditure assumptions over the 10-year period is presented in the Transmittal Letter of the FY 2015-16 Budget Update (pages 2-9 through 2-11). As illustrated in the chart below, the 10-Year Forecast shows a projected operating deficit in FY 2020-21 . Absent other actions, the City would need to begin shoring up reserves now just to meet its cash flow requirement in later years. The Preliminary FY 2015-16 Budget Update was prepared with these longer term trends in mind, and great emphasis has been placed on actions the City can take now to help close the projected ongoing budget gap in the future. 10-Year Forecast ($ in thousands) 90.000 80.000 70, 0 Building P i 60,000 0 Suildi 50.000 nm Ben Payment er Revenue 40,000 ', 8z9es Tax Pricperty Taxes 30,000 Ongoing Exp 20.000 10,000 94-95 95-18 16-97 17-18 18-19 19.20 20.21 21-22 2-2 23-24 24-25 Strategic Plan Update On a biennial basis following a City Council election, the City Council conducts a special workshop to discuss and update the adopted Strategic Plan. The strategic plan workshop provides the City Council an opportunity to confirm the City's Mission, Vision and Values and identify key strategies to achieve its vision of the City. The Strategic Plan provides a roadmap to actively guide the future course of the City and create alignment around the City's priorities. It Page 8 of 12 also aligns the two-year budget and work priorities to the City Council' s strategies, ensuring effective use of the City's human and financial resources in meeting the community' s needs. As mentioned above, the Strategic Plan workshop was held in March 2015. The City Council has suggested no revisions to the existing Mission, Vision, and Values sections of the Strategic Plan; however, the City Council has proposed a number of changes to the City's Strategies and Strategic Objectives. The proposed changes for these elements are identified below, with current language shown as well as the proposed. MISSION: The City of Dublin promotes and supports a high quality of life„ whiGh ensures a safe and secure environment, and th-at-fosters new opportunities. VISION: Dublin is a vibrant city committed to its citizens, natural resources and cultural heritage. As Dublin grows, it will balance history with progress, to sustain an enlightened, economically balanced and diverse community. Dublin is unified in its belief that an engaged and edUGated informed community encourages innovation in all aspects of City life, including programs to strengthen our economic vitality, and preserve our s ppert environmental natural surrounding through environmental stewardship and sustainability through the preservation of our natu ° surrounding-s. Dublin is dedicated to promoting an active and healthy lifestyle through the creation of first-class recreational opportunities, facilities and programs. VALUES (no proposed changes): Our Values in Building Community • Promote locations and events that bring people of all ages together. • Provide more venues for family-based activities. • Foster heritage and cultural development. Our Values in Ensuring a Safe Community • Provide high quality police and fire services to insure the safety of the citizens living in the community. • Provide education and training to residents and businesses that would promote public safety. Our Values in Guiding Development • Assure that development contributes positively to the City's fiscal health. • Support pedestrian-friendly development, transit-oriented development, green building and environmental responsiveness. • Promote high quality design and architectural standards in private development and in all public facilities. • Develop transportation systems that facilitate ease of movement throughout the City. Our Values in Governing • Commit to openness and responsiveness to the public and community. • Operate at all times with honesty and integrity. • Exercise fairness in consideration of issues. • Provide a high level of customer service and responsiveness from City staff to citizens. Page 9 of 12 • Embrace technology to improve effectiveness and efficiency. • Strive to build an informed community through communication. Our Values in Relating to Other Communities and Entities • Encourage collaboration and communication with other communities on issues of mutual concern. • Encourage public and private partnerships of mutual benefit. STRATEGIES: The following table contains the current and proposed language: Current Language Proposed Language Strategy 1: Strategy 1: Pursue economic development Assure the City's long-term financial initiatives that attract new businesses sustainability. while strengthening and supporting existing businesses. 1A. Develop programs that create and 1A. Maintain and enhance the current retain jobs, as well as increase sales tax quality of life standards, including public revenue. safety services, streets, parks, recreation and facilities. 1 B. Create programs that support small 1 B. Create efficiencies, where businesses in Dublin. applicable, to ensure fiscal stewardship and improve the customer experience. 1 C. Focus business development efforts on 1C. Evaluate cost recovery in all City Priority Development Areas and adjacent departments. properties. 1D. Retain, attract and support innovative companies. Strategy 2: Strategy 2: Continue to strengthen the identity and Implement the City's marketing and aesthetic appeal of the downtown. branding plan. 2A. Facilitate and encourage continued 2A. Integrate brand into City functions investment in Downtown Dublin. including, but not limited to, economic development, communications, and parks and recreation. 2B. Continue to work with private property 2B. Work collaboratively with area owners to renovate or update retail areas. marketing partners to ensure brand adoption and incorporation. 2C. Work collaboratively with key commercial centers in Dublin to incorporate messaging. Page 10 of 12 Strategy 3: Strategy 3: Create a community that supports Pursue initiatives to help strengthen environmental sustainability and and retain current businesses. provides an open space network that ensures environmental protection and provides public access where appropriate. 3A. Establish an Open Space Area in 3A. Implement recommendations from western hills. the City's adopted Economic Development Strategic Plan. 3B. Create Open Space connections and 3B. Work with Dublin Chamber of trails where appropriate. Commerce to support ongoing small business efforts. 3C. Implement open space policies of the Eastern Dublin GPA / Specific Plan. 3D. Explore and implement strategies that enhance environmental sustainability. Strategy 4: Strategy 4: Develop dynamic and unique Pursue initiatives that attract new community recreational and cultural office development and innovative opportunities in the region. businesses. 4A. Expand and enhance Dublin Heritage 4A. Implement recommendations in the Park and Museums. City's adopted Economic Development Strategic Plan. 4B. Develop state-of-the-art recreation 4B. Evaluate expansion of fiber and programs and facilities. conduit to key office nodes in Dublin — Downtown and Eastern Dublin Transit Center. 4C. Identify opportunities for development 4C. Market, in conjunction with property of a unique passive park/recreation facility. owners, the office opportunity sites throughout Dublin. Strategy 5: Strategy 5: Identify new and/or enhanced Strengthen the identity and aesthetic opportunities for community promotion, appeal of the Downtown. marketing, engagement and outreach. 5A. Enhance awareness of City amenities, 5A. Work with property owners on activities, and programs to a wide variety of improvements and assist with incentives audiences. where needed (Facade Improvement Program, Small Business Assistance). 5B. Implement recommendations from the Bicycle and Pedestrian Master Plan that relate to aesthetic/streetscape improvements in the Downtown. Page 11 of 12 Strategy 6: Develop and/or offer distinct (none) community, recreational and cultural opportunities in the region. 6A. Update the Parks and Recreation Master Plan to include passive/open space parkland. 6B. Increase City's community outreach efforts to encourage participation in all aspects of City life, including volunteerism. The proposed language shown above has been included within the Strategic Plan section of the Proposed FY 2015-16 Budget Update, and is also attached to this Staff Report. Staff recommends the City Council approve the proposed language for the City's FY 2015-16 Strategic Plan. Conclusion The City of Dublin's FY 2015-16 Budget Update incorporates significant growth in the City's major revenue categories, provides for the full funding of City operational and capital improvement costs, and is a solid financial plan for the coming fiscal year. It also maintains adequate reserves for contingencies and cash flow requirements. While the budget is balanced in the short term, the 10-Year Forecast and projected deficit fiscal position require that the City begin addressing future ongoing funding issues through strategic planning now, with the goal of maintaining and enhancing the City's current quality of life standards through services provided by the City. NOTICING REQUIREMENTS/PUBLIC OUTREACH: A Budget Hearing Notice was posted on May 29, 2015. ATTACHMENTS: 1 . FY 2015-16 Budget Update 2. Resolution Adopting a Budget for the City of Dublin for Fiscal Year 2015-16 3. Resolution Adopting an Appropriation for a City Contribution to Dublin Partners in Education for Fiscal Year 2015-16 4. Resolution Establishing a Salary Plan for Full-Time Personnel in Accordance with the Personnel Rules 5. Resolution Establishing a Salary Plan for Management Positions Exempt from Competitive Services. 6. Strategic Plan Proposed Fiscal Year 2015-16 Update Page 12 of 12 0 CITY Of DUBLIN Preliminary Budget and Financial Plan Fiscal Year 2015-16 Update June 2015 This page in left blank ..aiv A.,.Ilttl. . 1�..11��l.��1.I�tl...,�6,.I401..�.A 01, �� 4...m; mm�✓�I.�p 1'M1 Al k,.401..�A.�p 1'M1,�.,.Ilttl k�B1kNN� iscal�Y ear 2�0�1�51GUdat�eTableo�fCon�tent�s��,�� P This page in left blank (I'll, 0' ()t"I t,��x iii iii�(.;�,u„ 1. TABLE OF CONTENTS..........................................................................................................................................ii Tableof Contents..........................................................................................................................................................i i i 2. TRANSMITTAL LETTER...................................................................................................................................2-1 CityManager Transmittal Letter.................................................................................................................................2-2 3. FUNDS SUMMARY.............................................................................................................................................3-1 Overviewof Revenue.................................................................................................................................................3-2 RevenueOverview by Fund.......................................................................................................................................3-4 Overviewof Expenditures..........................................................................................................................................3-7 OperatingBudget Overview.......................................................................................................................................3-9 Overviewof Fund Balances......................................................................................................................................3-11 4. GENERAL FUND SUMMARY...........................................................................................................................4-1 General Fund Operating Summary.............................................................................................................................4-2 General Fund Expenditures by Department...............................................................................................................4-3 Outof State Travel.....................................................................................................................................................4-4 GeneralFund Reserves ..............................................................................................................................................4-5 5. FIDUCIARY FUNDS...........................................................................................................................................5-1 Geological Hazard Abatement Districts Summary......................................................................................................5-2 6. CAPITAL IMPROVEMENT PROGRAM............................................................................................................6-1 Five Year Capital Improvement Program 2014-2019 Update......................................................................................6-2 7. STRATEGIC PLAN..............................................................................................................................................7-1 Strategic Plan Proposed 2015-16 Update....................................................................................................................7-2 8. APPENDIX..........................................................................................................................................................8-1 Historical Comparison of Revenues ...........................................................................................................................8-2 Historical Comparison of Expenditures....................................................................................................................8-10 CommunityGrants Program....................................................................................................................................8-14 Position Allocation Plan Update...............................................................................................................................8-16 Fiscal Year 2015-16 Appropriations Limit................................................................................................................8-27 isca �Y ear 2�o�1�51G Update Table o�f Contents��,�� This page intentionally left blank 2MIµ .. .� IIG Flscal,Year,2015 16 U p,date Transmittal Letter This page in left blank I City Manager Transmittal Letter June 2,2015 Honorable Mayor and City Council Members: It is my pleasure to submit for your consideration the City of Dublin's Fiscal Year 2015-16 Budget Update, covering the second year of the two-year budget. This mid-cycle update is supplemental document to the original Fiscal Year 2014-15 and Fiscal Year 2015-16 Budget and Financial Plan, which was adopted by the City Council on May 20, 2014. This update primarily includes fund schedules and balances, as well as an update to the Capital Improvement Program and the Position Allocation Plan. The original Budget and Financial Plan will continue to serve as the primary reference on fund structure, departmental activities and goals. I would also like to call attention to the fact that the two year budget was recognized with budget awards this year from both the Government Finance Officers Association and the California Society of Municipal Finance Officers. The receipt of these awards is acknowledgement that the City is meeting its goals of fiscal transparency and accountability, and that the budget document successfully presented the City's mission, vision, values, and operational plan. The Fiscal Year 2015-16 Budget Update continues to support sound fiscal and operational policies, and remains strategic in its efforts to maintain the long-term financial viability of the City. Accordingly,included herein is the City's proposed Strategic Plan, as updated by the City Council in March 2015, which reflects a new focus on fiscal sustainability. Fiscal Year 2015-16 Budget Update Overview The Fiscal Year 2015-16 Budget Update incorporates refined revenue estimates using the most recent information, costs associated with new public safety contracts, updated personnel costs using the newest five- year agreement with the City employees, and the inclusion of funding for specific one-time actions. For Fiscal Year 2015-16, the General Fund operating budget is balanced with ongoing revenues covering ongoing expenditures. Total revenues are budgeted at $70.7 million; operating revenues, excluding one-time Community Benefit Payments, total $70.0 million; operating expenditures, excluding transfers to capital improvement projects, total $63.3 million. The majority of capital improvement project costs funded by the General Fund are supported through either planned use of committed reserves, one-time revenue sources such as Community Benefit Payments, or through the special designation of surplus reserves approved by the City Council. Revenues Since the adoption of the two-year budget in 2014, the City has experienced strong growth in property taxes, sales taxes, and development revenues (building permits and plan review). General Fund revenues are projected to increase 1% overall when compared to the current year projection. 2-2 I Fiscal Year 2015-16 Update Transmittal Letter The following figures illustrate the City's General Fund revenue source allocation for Fiscal Year 2015-16, and a-uk, comparison to the Fiscal Year 2014-15 Amended Budget: .,rri'' General Fund Revenues: $70.7 million Charge for Services Community & Leases 11% y 1% Benefit Payment Interest 2% 1% Building Permits 4% Other Taxes 7% Sales Taxes 29% FY 14-15 FY 15-16 Amended vs Category Amended Update Update Property Taxes $29,290,511 $31,786,036 $2,495,525 Sales Taxes 18,361,216 20,236,439 1,875,223 Other Taxes 5,053,800 4,908,000 (145,800) Building Permits 5,078,620 2,945,705 (2,132,915) Other Licenses &Permits 170,987 177,987 7,000 Fines &Penalties 138,260 109,932 (28,328) Interest 368,581 466,191 97,610 Rentals &Leases 1,016,037 943,073 (72,964) Intergovernmental 193,620 198,620 5,000 Charge for Services 7,043,012 7,899,809 856,797 Other Revenue 392,654 (93,221) (485,875) Community Benefit Payment 2,776,174 1,127,315 1,648,859 2-3 I Fiscal Year 2015-16 Update Transmittal Letter The following are the assumptions and projections for the major General Fund revenues: • Property taxes: 9%increase from FY 2014-15 projected revenues, due to new construction added to the tax roll,and to the continued recapture of assessed valuation lost via Prop 8 reductions. • Sales taxes: 3.9% increase over the FY 2014-15 receipts, based on the addition and removal of specific businesses from the City's tax base, and including any known economic factors (growth in the retail sector, decline in fuel sales revenue). Additionally, the City will receive a one-time reconciliation payment of approximately$1.2 million as the State closes out the triple flip funding mechanism. • Development-related revenues: 45% decrease from expected FY 2014-15 revenues, based on the Building Division's most recent projection of units to be constructed during FY 2015-16. • Charges for Services: 4.5% increase projected due to increased recreation program revenues, although these are anticipated to be offset by increased program expenditures. • Community Benefit Payments: these are considered one-time dollars exclusively designated for one-time expenses. The decrease in the budget update compared to the last forecast is due to the timing in the receipt of the one-time historic park contribution and Fallon Sports Park contribution in FY 2014-15. Expenditures The FY 2015-16 Budget Update reflects total General Fund operating expenditures increasing approximately $2.5 million compared to the FY 2014-15 Amended Budget, due primarily to increases in contract services costs and additions to the Position Allocation Plan,as described in the next sections. The following figures demonstrate the allocation of General Fund expenditures by major categories and a comparison to the FY 2014-15 Amended Budget: General Fund Operating Expenditures: $63.3 million Capital Outlay &Other Salaries & 2% Wages 17% Benefits 8% Services& Contracted ?'j Supplies Services 4% 62% ISF Charges 4% Utilities 3% 2-4 I Fiscal Year 2015-16 Update Transmittal Letter FY 14--15 FY 15-16 Amended Categories Amended Update Budget Salaries &Wages $10,279,952 $10,535,747 $255,795 Benefits 4,892,712 5,074,483 181,771 Services & Supplies 2,535,405 2,641,339 105,934 ISF Charges 1,778,101 2,584,257 806,156 Utilities 2,035,482 2,100,310 64,828 Contracted Services 38,224,035 39,353,968 1,129,933 Capital Outlay & Other 1,061,240 1,047,006 (14,234) Operating Budget $60,806,927 $63,337,109 $2,530,182 Personnel Costs Over the past several years, a number of employee cost sharing measures (healthcare and pension costs) have been implemented to reduce the portion of the benefit cost for the City. Currently, employees are paying the entire employee portion of pension costs (which is 8% of salary) as well as contributing 3.95% to the employer portion of the pension costs. Starting in FY 2015-16, employees will be contributing an additional 3.05% for a total of 7% of the City's pension contribution rate in addition to the employee portion of the cost. The healthcare benefit is also capped at a flat rate instead of based on the actual annual healthcare cost increase for better cost containment over the long term. Fiscal Year 2015-16 is also the first year in which the City will see the effects of the changes in Ca1PERS• pension fund policies, including modifications to the pooling structure, amortization periods, and smoothing methods. This is projected to result in a significant rate increase for most agencies, to be phased in over five years. For the City of Dublin, the new pooling structure actually lowers the City's rate, because the new method of allocating small employers' unfunded liability is based on each agency's liability instead of payroll, and the City has a low retiree-to-active ratio. At the same time, Ca1PERS new assumption changes related to smoothing and amortization will result in an increase to the City's normal pension rate (separate from the unfunded portion). The effect of this change will be seen in FY 2016-17, and has been folded into the 10-Year Forecast. The FY 2015-16 Budget Update also includes a net increase of 3.5 Full-Time Equivalent (FTE) positions to the Position Allocation Plan compared to FY 14-15 Amended Budget. The following is a summary of the proposed position allocation plan: Update vs FY 14-15 FY 15-16 Amended Amended Budget Update Budget City Employees 91.50 93.75 2.25 Contract Personnel 130.60 131.85 1.25 Total 222.10 225.60 3.50 410 • City Employees—net increase 2.25 FTE: 2-5 I Fiscal Year 2015-16 Update Transmittal Letter 4 o Increase Human Resources Analyst from 0.75 FTE to 1 FTE o Addition of 2 FTEs for Emerald Glen Recreation & Aquatic Complex ( Sr. Office Assistant & Recreation Supervisor) • Contract Personnel—net increase 1.25 FTE: o Addition of one Lieutenant for Police Department o Increase in 0.25 FTE contract personnel for Building and Safety Division in Community Development Contracts Contract services costs equate to more than 60% of the General Fund operating budget. The following is a summary of the City's major contract costs (General Fund only): /r i�� /�r m (Iii, 6i%/��i/%/�"✓�iJ�/�iii,, � /O�% i �i�I�GrH�" Police $14,317,413 $15,381,017 $1,063,604 Fire 11,319,704 11,444,410 $124,706 MCE 3,364,001 3,494,620 $130,619 Total $29,001,118 $30,320,047 $1,318,929 Public Safety costs comprise the largest component of the City's operating budget at approximately 42% of General Fund operating expenditures. While Police and Fire services contract costs have increased steadily for the past five years, Staff has continued to work with the Alameda County Fire Department (ACFD) and Alameda County Sheriff's Office (ACSO) to implement cost containment measures to ensure long-term sustainability of providing public protection services. For FY 2015-16, the ACSO contract cost is projected to increase 7% due to a Cost of living (COLA) adjustment and the addition of contract personnel. The ACFD contract cost is estimated to increase 1% due to the net impact of COLA adjustment and a new labor agreement that incorporates employee cost sharing. Parks, streets and facilities maintenance is another major contracted service for the City. The update to MCE's costs reflects a "maintenance of effort" proposal. The 4%increase over FY 2014-15 is due to a Consumer Price Index (CPI) adjustment as well as accounting for service provision to new City facilities. Other contract for services budget increases are due to development activities, recreation programs, and professional services for fiscal and service delivery. Internal Service Fund(ISF) Charges In advance of the mid-cycle update, Staff initiated a comprehensive review of the City's Internal Service Funds to determine whether: 1) The true ongoing costs associated with the provision of internal services are being accurately captured; 2) A reasonable method of allocating costs back to departments is being used;and whether 2-6 ) Fiscal Year 2015-16 Update Transmittal Letter 3) The City should be contributing lump sum amounts as part of the budget process in order to fortify® reserves for future replacements. With regard to information technology services, Staff has created a new IT Internal Service Fund, which will allow the Information Technology Division to better control the costs and deployment of technology throughout the City, and which will ultimately reflect the accurate cost of IT services in each department. The entire IT budget, including staffing, is now reflected in the IT Internal Service Fund, which is then allocated back to departments via an internal charge. For this reason, there is a significant increase in ISF Charges to the General Fund in FY 2015-16, and the IT position costs are no longer reflected in the General Fund personnel category (with no overall net change). Additionally, the IT Master Plan, which is nearing completion, identifies in its preliminary findings some significant technology upgrades, including a new City Data Center, a provision for a computer training space, and the eventual replacement of the City's financial software package,which will be needed in the next six years. As mentioned in the FY 2014-15 2nd Quarter Financial Review, Staff recommends setting aside $1,500,000 of the anticipated current year surplus in the Assigned Reserve for Contribution to Internal Service Funds, to be transferred into the newly created IT Fund. The proposed transfer of funds will be brought for City Council approval as part of the FY 2014-15 closing process later in 2015. Utilities Before the installation of solar upgrades at the Civic Center, the City was experiencing double-digit annual increases in utility costs. In FY 2015-16, and in the long term forecast, Staff has accounted for the savings realized from solar energy use, and built in a 5% annual utility increase, covering costs such as gas, electric, water sewer, telephone, cell and data lines. • New Budget Items At its meeting of May 5, 2015, the City Council discussed the addition of several new items into the second year of the two year budget. These have been included in the financial schedules: Additions to FY 2015-16 General Fund Budget �. � , -r1 911 9i tw 7n� ,'�o�iWLSC�,.'�£kRaM1'�RkiMl�ii(Nim P��luii��ui�uiui�� °gym i �� ii imp qtn aW� I` hum Community Grant, Human Services Program $10,000 Valley Children's Museum, temporary relocation of electrical connection,Parks Program $20,000 Special Project, Human Services Program $30,000 Total Cost $60,000 Capital Improvement Projects The FY 2015-16 Budget Update includes $6.4 million in General Fund appropriations to the 2014-2019 Capital Improvement Program (CIP), as reflected in the table below. The majority of projects funded by the General Fund are covered through the planned use of committed reserves, or one-time revenue sources such as Community Benefit Payments (noted by asterisk): CO 2-7 I Fiscal Year 2015-16 Update Transmittal Letter Total 5 Project Description FY 14-15 FY 15- FY 16-17 FY 17-18 FY 18-19 years Annual ADATransition Plan $43,577 $23,:'' $23,923 $23,965 $139,180 Civic Center Modification Design and Construction* 155,457 155,457 Civic Center Police Wing Renovation* 2,000,000 - r,. 2,000,000 Electronic Agenda System 244,005 _, 244,005 Energy Upgrade 5,593 5,593 Geographic Information System 87,656 1'', 60,000 166,656 Maintenance Yard Facility Improvements* 1,133,601 1,133,601 Network System Upgrade 313,793 30, ,,,, 343,793 Public Safety Complex 97,312 97,312 General Improvements 4,080,994 72,833 23,882 23,923 83,965 $4,285,597 Annual Sidewalk Safety Repair Program 147,524 104,9.25 105,203 105,439 105,681 $568,772 San Ramon Road Landscape Renovation 239,065 239,065 Community Improvements 386,589 104,925 105,203 105,439 105,681 $807,837 Dublin Heritage Park Cemetery Phase I* 816,960 998,, $1,815,111 Emerald Glen Recreation&Aquatic Complex- Phase I* 102,350 2,897; 3,000,000 Fallon Sports Park-Phase II* 1,800,; 1,800,000 Tennis Court Resurfacing Project 151,801 151,801 Parks 1,071,111 5,695,801 $6,766,912 Amador Plaza Road Bicycle and Pedestrian Improvements 450,042 9,605 $459,647 Citywide Street Storm Drain Condition Assessment 207,010 83,128 250,942 541,080 Storm Drain Trash Capture Project 178,436 400,000 578,436 Streets $835,488 $492,733 $250,942 $1,579,163 Total CIP $6,374,182 $6,366,292 $380,027 $129,362 $189,646 $13,439,509 A comprehensive list of capital improvement projects planned for 2014-2019 and funding sources is included in Capital Improvement Program section of this document. The City also has more than $101 million in unfunded infrastructure needs. Many of these infrastructure needs, such as streets and roads, parks, and community and recreational facilities among others, directly affect the City's ability to provide the quality of life services that residents rely on. Capital Improvement Projects - Ongoing Budget Impact In addition to the one-time project construction costs, a number of planned Parks and General capital improvement projects (Emerald Glen Recreation and Aquatic Complex, Fallon Sports Park Phase II, Jordan Ranch Neighborhood Park, Dublin Crossings Community Park, and the Library Expansion Project) will have a significant impact on the current and future operating budgets due to on-going maintenance costs. While minimal in FY 2015-16, it is expected that this ongoing maintenance support cost will increase from $884,885 in FY 2016-17 to $1.5 million annually by FY 2018-19. This fiscal impact has been included in the 10-Year Forecast, and is not reflective of other infrastructure improvements such as additional street, street landscape, and street light maintenance. General Fund Reserves Total reserves are projected to be $83.3 million at the end of FY 2015-16, an increase of$1.0 million over FY 2014-15. The unassigned/available cash flow reserve is projected to be $19.0 million, representing 3.5 months of the projected FY 2016-17 budget. Significant proposed changes to reserves during FY 2015-16 include: • The use of$6.1 million in Committed Reserves for specific CIP projects mentioned in this report; I Fiscal Year 2015-16 Update Transmittal Letter • The use of the one-time sales tax payment of approximately $1.2 million to create a Committed Reservt) towards the undergrounding of utilities at Scarlett Court. This is a reserve place-holder only and is not project budget;and • Shifting $1.2 million in remaining reserves (after all other designations) to the reserve for Pension/OPEB and the reserve for Non-Streets CIP Commitments. Securing Dublin's Future At the City Council's Strategic Planning meeting of March 7, 2015, the City Council discussed the City's 10-year financial forecast. Despite a report that currently reflects continued growth in property and sales tax, there will be a decrease in development revenues as major projects are completed and the City gets closer to its build out. These factors, combined with projected increases to operational expenditures, could result in deficit spending in the General Fund by FY 2020-21 (see section below). In the next few years, the City of Dublin will begin the transformation from a growing city to a maintenance city: that is, as the community matures, new development activity slows, and the associated funding sources decline, the City will need to shift its focus to maintaining its ' assets,infrastructure, and services in a way that is sustainable. A key outcome of the Strategic Planning meeting was the City Council's decision to identify long-term fiscal sustainability as the key strategic initiative and to direct Staff to make sure fiscal sustainability becomes a major factor in future decisions, including the FY 2015-16 budget and beyond. Staff presented an initial list of specific focus areas within this initiative (listed below) that will be pursued next fiscal year: • Develop a preventative maintenance plan CO • Reinvest in existing facilities/infrastructure • Evaluate cost recovery and pricing policy for services / maintenance • Develop performance measures / metrics to understand the return on investment of all City services, and to use that data more effectively to inform policy decisions • Plan for future expansion of public safety services • Reevaluate the use of Internal Service Funds and fund balance policies to adequately provide for City asset replacement • Assess unfunded liabilities related to retirement benefits • Discuss strategies for new or increased revenue streams Going forward, the budget process will include an update of the 10-Year Forecast, and a progress report on specific actions taken towards the goal of long-term fiscal sustainability. At the heart of this emphasis is the City's commitment to maintaining and enhancing the quality of life for the City's residents and businesses. It is essential that the City begin to work towards securing Dublin's future. Staff has started a community engagement process to discuss these issues with our residents, in order to both understand the community's priorities and to provide education on the City's operations and financial outlook. 10-Year Forecast The 10-Year Forecast serves as the foundation of the FY 2015-16 Budget Update, in terms of guiding the City's use of resources now to prepare for the future. Staff has been particularly focused on identifying revenue sources that are truly one-time in nature, versus the ongoing revenues that will sustain City operations fip development slows. The following is a high-level summary of revenue and expenditure assumptions over the 10-year period: 2-9 I Fiscal Year 2015-16 Update Transmittal Letter Revenues • Property Tax: 9% and 5%growth in FY 2015-16 and FY 2016-17,levelling off to an annual increase of 2.0%by FY 2022-23 • Sales Tax: 3.9%growth in FY 15-16 and FY 2016-17, also levelling off to 2.0%by FY 22-23 • Development revenue: For budgeting purposes,residential permit revenue in FY 2015-16 is projected at roughly 55% of projected revenue in FY 2014-15;thereafter, this source decreases an average of 11% per year until it reaches a baseline of$1.1 million in FY 2022-23 (compared to $4.5 million in FY 2014- 15). Revenues associated with planning and engineering services also decrease over the long term,but are largely offset by decreases in related expenditures. Expenditures • Contracted Services: Contract costs for Police,Fire and Maintenance are increasing 3.2%per year,based on recent experience.At this point no considerations have been made in the forecast for cost increases due to new parks and facilities. • Personnel Costs: the forecast includes an annual 3% Cost of Living Adjustment (COLA) and a possible merit increase of 3%,beginning FY 2016-17. An increased contribution to CalPERS of$250,000 per year has been built in, to allow for the possibility of paying down the City's pension liability sooner, and achieving savings in future years. Results As illustrated in the chart below, the 10-Year Forecast shows a projected operating deficit in FY 2020-21. ;,ter Absent other actions, the City would need to begin shoring up reserves now just to meet its cash flow requirement in later years. The Preliminary FY 2015-16 Budget Update was prepared with these longer term trends in mind, and great emphasis has been placed on actions the City can take now to help close the projected ongoing budget gap in the future. 2-10 I Fiscal Year 2015-16 Update Transmittal Letter 10-Year Forecast ($ in thousands) • 90.000 — 80.000 70.000 �_ill ei PIP yr 000 Building Permits-one-time I �. Building Permits-baseline 50000 Comm Ben Payment I I I • I Other Revenue 40.000 Sales Tax 30,000 111111 ! :::: 11.1 1111. ■ ---__ Cash flan Rese 20.000 PIP"'" Tiii •14-15 15.16 1617 17-18 18-19 1920 20-21 21-22 22-23 23-24 24-25 Conclusion The City of Dublin's FY 2015-16 Budget Update incorporates growth in the City's major revenue categories, provides for the full funding of City operational and capital improvement costs, and is a solid financial plan for the coming fiscal year. It also maintains adequate reserves for contingencies and cash flow requirements. While the budget is balanced in the short term, the long-term forecast and projected deficit require that the City begin addressing future funding issues through strategic planning now. Staff will be updating the City Council throughout the year as to the status of work in the specific focus areas called out in this transmittal letter. The overarching goal of the long term plan, as established in the updated Strategic Plan, is maintaining and enhancing the quality of life services provided by the City. This budget update was prepared under the guidance of the City Council and with input from Staff in all departments. I would like to recognize, in particular, the work done by Staff in the Administrative Services Department who put together another excellent budget document. Respectfully submitted, (// — Christopher L. Foss City Manager 2-11 I Fiscal Year 2015-16 Update Transmittal Letter GOVERNMENT FINANCE OFFICERS ASSOCIATION (GFOA) BUDGET AWARD e GOVERNMENT' FINANCE OFFICERS ASSOCIATION Distinguished Budget Presentation Award PRESENTED TO City of Dublin California laor the Biennium Beginning July 1, 2014 Lxrcu�i��e©ircctur Year 20151�6UdateTrans�mvittaILe�tt�e�r��,��,��,,, p CALIFORNIA SOCIETY OF MUNICIPAL FINANCE OFFICERS (CSMFO) BUDGET AWARD Californi w Munic�paCFinance Officers Excellence Fiscal Year 2014-2015 City of Dublin Fo,f uneeting the criteria established to achieve the Operating Budgeting Excellence Award. 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'... tOI 00 Vuum N `� O G1 00 � � 00 V O O O 00 00 L- O ) N 00 r- V 00 -- O 00 00 -- L -- ImIV toI N ) O 00 cn V Gl N L- L- cn L� :: l7t� G1 N L� �. L- 00 00 00 00 O N N � 1 �- ) N ru (6 N cn Q D O O 41 b!J b!J C~ d d p p O o 7:� 7 w w w w ap LL bZ 5-i 5-i 5-i 5-i U � :ZU, :4 W Villl N Cn C1 H Ln Ln H 0 0 0 0 0 0 0 0 0 � � r ICI �� 0 .� N N PLAP I�s�c�a�IY ear Z�o�151�6 Update Strategic Plan Update�,��r This page in left blank City of Dublin Strategic Plan Proposed for Fiscal Years 2015-16 & 2016-17 (updated every two years) MISSION The City of Dublin promotes and supports a high quality of life, ensures a safe and secure environment, and fosters new opportunities. VISION Dublin is a vibrant city committed to its citizens, natural resources and cultural heritage. As Dublin grows,it will balance history with progress, to sustain an enlightened, economically balanced and diverse community. Dublin is unified in its belief that an engaged and informed community encourages innovation in all aspects of City life,including programs to strengthen our economic vitality, and preserve our natural surroundings through environmental stewardship and sustainability. Dublin is dedicated to promoting an active and healthy lifestyle through the creation of first-class recreational opportunities, facilities and programs. VALUES Our Values in Building Community • Promote locations and events that bring people of all ages together. • Provide more venues for family-based activities. • Foster heritage and cultural development. Our Values in Ensuring a Safe Community • Provide high quality police and fire services to insure the safety of the citizens living in the community. • Provide education and training to residents and businesses that would promote public safety. Our Values in Guiding Development • Assure that development contributes positively to the City's fiscal health. • Support pedestrian-friendly development, transit-oriented development,green building and environmental responsiveness. • Promote high quality design and architectural standards in private development and in all public facilities. • Develop transportation systems that facilitate ease of movement throughout the City. Our Values in Governing • Commit to openness and responsiveness to the public and community. • Operate at all times with honesty and integrity. • Exercise fairness in consideration of issues. ,"FiyscaI,Year,Zo15,16,U ��ateStrate,lcPlanU ,�ate, r p g p • Provide a high level of customer service and responsiveness from City staff to citizens. • Embrace technology to improve effectiveness and efficiency. • Strive to build an informed community through communication. Our Values in Relating to Other Communities and Entities • Encourage collaboration and communication with other communities on issues of mutual concern. • Encourage public and private partnerships of mutual benefit. STRATEGIES MIRRORS i tg ©bjf7........ 1A. Maintain and enhance the current quality of life standards,including public safety services, streets,parks,recreation and facilities. 1B. Create efficiencies,where applicable, to ensure fiscal stewardship and improve the customer experience. 1C. Evaluate cost recovery in all City departments. ©bjf7........ 2A. Integrate brand into City functions including,but not limited to, economic development, communications, and parks and recreation. 2B. Work collaboratively with area marketing partners to ensure brand adoption and incorporation. 2C. Work collaboratively with key commercial centers in Dublin to incorporate messa in . 3A. Implement recommendations from the City's adopted Economic Development Strategic Plan. 3B. Work with Dublin Chamber of Commerce to support ongoing small business efforts. tg ©bjf7........ 4A.Implement recommendations in the City's adopted Economic Development Strategic Plan. 4B.Evaluate expansion of fiber and conduit to key office nodes in Dublin—Downtown and Eastern Dublin Transit Center. sc�a�� Ye�a�r201516U ��a�t�� Strate ��a�� a�t��,��r p g p 4C.Market,in conjunction with property owners, the office opportunity sites throughout Dublin. tg ©bjf7....... 5A.Work with property owners on improvements and assist with incentives where needed Facade Improvement Program, Small Business Assistance). 5B.Implement recommendations from the Bicycle and Pedestrian Master Plan that relate to aesthetic/streetsca e improvements in the Downtown. 6A.Update the Parks and Recreation Master Plan to include passive/open s ace parkland. 6B.Increase City's community outreach efforts to encourage participation in all aspects of City life,including volunteerism. 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Q.) +� Uu000 UUOOO ;� U000 -fD -fD -fD u ct Sir w X U :T, � LZ uuuum u u m uumuuuum cn 1-j cn cn cn 111111113111111 IN II � II�IIIIIIII N t"y" to a V � � o O w u U O Q C" CO C^^'. r--i �'. V C II O� � 'V O N N t� U'� Illlllp IV Iris + d O N N cri GN III u o N ON IoIC Qr � N CEO C" OC CEO r- 00 CL N N to D cC �o V� � �-4 ��-4 �h�-4-i > ° I o N w LL Q O O luu IIIIIIIIIIII ICI (Based on Fiscal Year 2014-15 limit Adopted By City Council Resolution No.62-14) The Gann Limit, or Proposition 4 Limit,was a 1979 amendment to the California constitution sponsored by political activist Paul Gann in 1979 on the heels of his property tax-reducing Proposition 13 initiative passed the prior year. The Gann Limit was designed to regulate state and local spending by linking the rate of appropriation growth to a statewide index. In accordance with Chapter 1025 of the statutes of 1987, as amended, each government entity is required to include the Appropriations Limit in the annual budget. The City of Dublin has calculated a FY 2015-16 limit in accordance with Article XIII B of the California Constitution and the recognized methodology for calculating adjustments. The details of this calculation are shown on the following page. The Appropriations Limit does not apply to all funds appropriated by the City Council. State law limits only the appropriations that are funded by"proceeds of taxes,"which are narrowly defined. The law also establishes a formula to be used to calculate annual adjustments to the limit using a combination of two factors selected by the agency. The first factor is based on changes in population. Agencies may either select the change in the city population or the change in county population. For FY 2015-16 the City of Dublin population growth of 5.24%was larger than the Alameda County population growth of 1.30% (based on the Price and Population Information provided by the California Department of Finance). Therefore, the adjustment calculation uses the City of Dublin population growth. The second factor allows the City to use either 1) the increase in the State Per Capita Personal Income, or 2) the change in local assessed valuation based on changes in the "Non-Residential New Construction." The change in the Per Capita Personal Income as provided by the Department of Finance is 3.82%. The change in the assessed valuation compares the total change in assessed valuation to the amount related strictly to non- residential improvements. In March 2014, the Alameda County Assessor provided data related to FY 2014-15 changes in assessed valuation attributable to Non-Residential New Construction. The amount of the increase was $11,391,429, or 0.77%. Therefore, the City of Dublin elected to use the change in State Per Capita Personal Income. The two factors discussed above are combined to arrive at a growth rate for appropriations,which is then applied to the prior year to arrive at a limit for the new budget year. The City of Dublin's FY 2015-16 Appropriations Limit is $270,028,591, as shown on the following page,while the FY 2015-16 Budget contains appropriations of$55,147,881 that would be categorized as funded by proceeds of taxes. Therefore, the City's appropriations subject to the Gann Limit are $214,880,710 below the allowed amount calculated for FY 2015- 16. iscal,Year,201516 U ,date � , ��, riation� ��t , ,,, p p p p CALCULATION OF FISCAL YEAR 2015-16 APPROPRIATIONS LIMIT (Based on Fiscal Year 2014-15 Limit) A. Selection of Optional Factors 1. Change in Population— City vs. County. Factors 1/1/2014 1/1/2015 %Increase a. City of Dublin 51,614 54,316 5.24% b. County of Alameda 1,571,371 1,591,732 1.30% The City selected Factor 1a. City of Dublin population growth 5.24% 2. Change in State per Capita Personal Income vs. City Non Residential Building Construction. Factors % Change a. Change in State per Capita Personal Income 3.82% b. Change in Non-Residential Assessed Valuation 0.77% The City selected Factor 2a. Change in State per Capita Personal Income 3.82% B. FY2015-16 Growth Adjustment Factor Calculation of factor for FY2015-16 = X*Y = 1.0524*1.0382 = 1.0926 X = Selected Factor#1 + 100 = 5.24+100 = 1.0524 100 100 Y = Selected Factor#2 + 100 = 3.82+100 = 1.0382 100 100 C. Calculation of Appropriations Limit Fiscal Year 2014-15 Appropriations Limit $247,143,137 Fiscal Year 2014-15 Adjustment Factor x 1.0926 Fiscal Year 2014-15 Appropriations Limit $270,028,591 Fisc�a�� Y ear 201516 Udate � �� ri�ation�s Limi�t��,��,,, Update p p p RESOLUTION NO. -15 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF DUBLIN *************************** ADOPTING A BUDGET FOR THE CITY OF DUBLIN FOR FISCAL YEAR 2015-16 WHEREAS, the City Council of the City of Dublin desires to establish a Budget and Financial Plan for Fiscal Year 2015-16; and WHEREAS, the City Council has reviewed and considered the Budget documents and has received input from the public; and WHEREAS, the City Manager has prepared a balanced budget which provides for organizational adjustments and allocation of resources in a manner which aligns with available resources and the proposed 10-Year Strategic Plan Update elements; and WHEREAS, the General Fund Operating Budget is balanced without the need to draw from the Reserve for Economic Stability in order to balance funding with planned expenditures; and WHEREAS, the City Council is required to adopt a budget and financial plan before the Fiscal Year begins on July 1, 2015; and WHEREAS, the Summary of Appropriations (Exhibit A) attached hereto and made part of this Resolution, reflects the Fiscal Year 2015-16 Budget (All Funds) for the City of Dublin; and WHEREAS, Exhibit A has been segregated to isolate a grant appropriation for a community organization, Dublin Partners in Education, (DPIE) which will be voted on as a separate Resolution as one City Councilmember is also a member of the community organization's Board of Directors; and WHEREAS, the action taken by this resolution shall approve the appropriation of all funds excluding the DPIE appropriation; and WHEREAS, the City Council also desires to confirm adjustments made administratively to the Capital Project balances during the preparation of the Proposed Budget and accommodate the carryover of unspent Fiscal Year 2014-15 Capital Project appropriations, for those projects where work and expenditures will continue in Fiscal Year 2015-16; and WHEREAS, the City Council also desires to accommodate a process for the carryover of unspent FY2014-15 operating expenditures, both encumbered and unencumbered, (excluding personnel costs) for activities where work and expenditures will continue in Fiscal Year 2015-16; and NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Dublin does hereby: 1. Adopt the Fiscal Year 2015-16 Budget Appropriation and Financial Plan for the City of Dublin, as outlined in Exhibit A (Column A— Excludes DPIE Contribution). 2. Authorize the use of reserve funds, as outlined in Exhibit B. 3. Authorize the City Manager to make expenditures appropriations in accordance with the Budget as adopted, with the exception of those expenditures which require prior City Council approval, in accordance with the adopted City ordinances, rules and regulations. 4. Authorize the City Manager to transfer budgeted amounts between line items, provided that the transfer is within the same fund, regardless of the specific department activity. This include the authority to transfer from the General Fund budgeted contingency amounts that are approved by the City Council during the budget adoption. A full accounting of any such transfers will be provided to the City Council during the quarterly financial reviews. 5. Transfer appropriations from the Budgeted Contingent Reserve upon adopting a formal budget change at a public meeting. 6. Recognize that the Budget as presents also includes a Contingency for Fiscally Responsible Adjustments of $496,412, which is not scheduled to be used in Fiscal Year 2015-16. As determined by fiscal outcomes of June 30, 2016, this funding may be available for appropriation in the subsequent fiscal year. The Fiscal Year 2014-15 Approved Budget includes a Contingency for Fiscal Responsible Adjustments in the amount of $285,000, which will be carried over to Fiscal Year 2015-16, the City Manager is authorized to increase the appropriations for Fiscal Year 2015-16 by this amount to the extent the funds are available. 7. Authorize the City Manager to increase revenue and expenditure budget for various departmental functions, when corresponding revenues comes in over budget: this would apply to developmental activity, inspection activity, recreation program activity, and any other departmental activity which generates correlating revenues, as verified by the Administrative Services Director. Increased appropriations shall continue to be documented in the financial records and conveyed to the City Council as part of the quarterly financial reviews. 8. Authorize the City Manager, when revenue estimates exceed the amount identified in the Budget due to increases in grant revenues, as verified by the Administrative Services Director, to increase the appropriations for Fiscal Year 2015-16 expenditures in an amount not to exceed the amount of increased grant revenue. Increased appropriations shall continue to be documented in the financial records and conveyed to the City Council as part of the quarterly financial reviews. 9. Authorize the City Manager to make transfers among the various funds designated as Transfers. This shall be consistent with the "Summary Appropriations by Major Fund" as presented in the Preliminary Budget and Financial Plan; and fund transfers are reported as part of the regular financial reports provided to the City Council and public. 10.Authorize the City Manager to increase the appropriations for Fiscal Year 2015- 16 expenditures in an amount not to exceed the amount of funds encumbered or designated by the City Manager as needed for expenses that did not occur prior to the year-end, but are expected to be expended in Fiscal Year 2015-16 consistent with the original purpose. This ability to carry-over funding shall not apply to saving from personnel services and shall only occur if the Department Activity total for non-personnel expenditures were less than the amount budgeted for the same. This must also be evaluated on a fund by fund basis. The actual amount of the increased appropriation shall be reported to the City Council, and the City Manager may assign the fund balance in an amount sufficient to account for the increase. 11. Authorize the City Manager to adjust the Fiscal Year 2015-16 appropriations to account for the carryover of unspent Capital Project appropriations from Fiscal Year 2014-15. All such adjustments shall be clearly recorded in the City financial records and shall only be for projects that remain incomplete as of June 30, 2015. 12. Authorize the City Manager to transfer funds between capital projects, within the same funding source. Any revisions, which alter the project's budget by adding a new funding source, are to be approved by the City Council. PASSED, APPROVED AND ADOPTED this 2nd day of June, 2015. AYES: NOES: ABSENT: Mayor ATTEST: City Clerk EXHIBIT A FISCAL YEAR 2015-16 SUMMARY OF APPROPRIATIONS A B C EXCLUDING INCLUDING DPIE DPIE DPIE ulllllll III I Ir�lll IIII 111 111 III Administrative Services $1,552,114 $1,552,114 City Council 489,404 489,404 City Manager 1,069,821 1,069,821 City Clerk's Office 376,330 376,330 City Attorney's Office 807,360 807,360 Community Development 6,397,525 $12,000 6,409,525 Economic Dev. 1,118,816 1,118,816 Fire Services 12,520,680 12,520,680 Human Resources 1,125,644 1,125,644 Parks & Community Services 8,109,442 8,109,442 Police Services 17,604,271 17,604,271 Public Works 13,019,295 13,019,295 Non-Departmental 6,619,662 6,619,662 IIIIIIIIIIIIIIIIII�IIIIII IIIIII ��III I � II �� Illil �IIII �III VIII 1110111 .Vmm III III II flMUUII VIII III III IIIIIIIIIII IIII IIII(IIII IIII��IIII IIIIIIII Ilo General Improvement $104,925 $104,925 Community Improvement 115,833 115,833 Parks 14,944,033 14,944,033 Streets 3,286,260 3,286,260 ��Illllllllili�Ilinnllllll�llluuuullimlluuummlmlpu�i�luuiuumpm °°IIIIIIIII�IIII IIIIIII�III IIIVIII III�III III�III1111111IIIIIIII�IIII 1111111IIIIIIIIIIIuIU � � II m um�i ul ul�ul a��IIIII� ul�ul Iglu III Illllllullmil..I III Illllh'n a !u�llilll i�lll�nnml�llnnuuu, � � � b V "'�I �' � �� Ilh'n ��„" m mium iu uum uuul uu Vet iu uuul 1111111 m Vuumm uu uu IVUmum IIIIIIII a uuumm mui uuuuu uu uum uuul uu Vu m Ileum uuuV uu uuuu m m uuuuu um Information Services $1,142,361 $1,142,361 Non-Departmental 3,019,415 3,019,415 Iluuiuu uuul uuIIIIIIIVu �m Ilm�l uuull uu�� noun iu�m m�VU loo ul� � '� ® � ® "�� < ® P" d Gran Total EXHIBIT B Approved Appropriations from General Fund Committed and Assigned Fund Balances As presented in the Preliminary Budget and Financial Plan Fiscal Years 2015-16 Update, the source of funding includes allocations from reserves. In accordance with adopted policies related to Fund Balance the City Council must authorize the use of certain reserve funds. The following schedule identifies the reserves sources that are approved for use by the City Council as part of the funding sources in the proposed budget. Appropriations from Reserves Fiscal Year 2015-16 Cemetery Expansion $616,960 RESOLUTION NO. - 15 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF DUBLIN *************************** ADOPTING AN APPROPRIATION FOR A CITY CONTRIBUTION TO DUBLIN PARTNERS IN EDUCATION FOR FISCAL YEAR 2015-16 WHEREAS, the City Council of the City of Dublin has adopted the majority of the appropriations for Fiscal Year 2015-16 in a separate resolution; and WHEREAS, the Summary of Appropriations (Exhibit A) attached hereto and made a part of this Resolution, reflects the Fiscal Year 2015-16 Budget (All Funds) for the City of Dublin; and WHEREAS, (Exhibit A) has been segregated to isolate a Community Support Grant appropriation for a community organization, Dublin Partners In Education (DPIE) which will be voted on as a separate Resolution as a City Councilmember is also a member of the community organization's Board of Directors; and WHEREAS, the action taken by this resolution shall approve the DPIE appropriation shown in Column B. NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Dublin does hereby adopt the appropriation of $12,000 for Dublin Partners in Education as shown in Column B of Exhibit A. PASSED, APPROVED AND ADOPTED this 2nd day of June, 2015. AYES: NOES: ABSENT: Mayor ATTEST: City Clerk EXHIBIT A FISCAL YEAR 2015-16 SUMMARY OF APPROPRIATIONS A B C EXCLUDING INCLUDING DPIE DPIE DPIE Administrative Services $1,552,114 $1,552,114 City Council 489,404 489,404 City Manager 1,069,821 1,069,821 City Clerk's Office 376,330 376,330 City Attorney's Office 807,360 807,360 Community Development 6,397,525 $12,000 6,409,525 Economic Dev. 1,118,816 1,118,816 Fire Services 12,520,680 12,520,680 Human Resources 1,125,644 1,125,644 Parks & Community Services 8,109,442 8,109,442 Police Services 17,604,271 17,604,271 Public Works 13,019,295 13,019,295 Non-Departmental 6,619,662 6,619,662 111111 I III uuul I ul puull uul uu all cull uuuuu a ul all uul u u u 6wlllll.Itl 111 l;l";m�� IIIIIIOEMIII a uiuiil u ... II, General Improvement $104,925 $104,925 Community Improvement 115,833 115,833 Parks 14,944,033 14,944,033 Streets 3,286,260 3,286,260 ��u��Vm iliuuiumm� mium.ul m�l�lu�mmm�m�m.ul m Vm a Iii u�m�m Iii u�mmili�iuiuu I� 1111111 ml�' "® �'"°' Milli, III III IIIIIIII III��IIIIIII II Jill m m�m miliVuiui m m�m umu I��I 1 III ®u IIIIIIII "ii� ili Vmim uii u u u iii uiui m�� ®��"" I�uu a i�l uiui m uuuuu m�m m m ii uuuu ui � uuuu m�m luuum m Information Services $1,142,361 $1,142,361 Non-Departmental 3,019,415 3,019,415 I u., I � I IIII�' � m".i"iu .m �� M19MENEEM d Gran Total 111 RESOLUTION NO. XXX - 15 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF DUBLIN ESTABLISHING A SALARY PLAN FOR FULL-TIME PERSONNEL IN ACCORDANCE WITH THE PERSONNEL RULES WHEREAS, the City Council has adopted a Salary & Benefit Plan pursuant to the Personnel System Rules; and WHEREAS, the City Council adopted Resolution No. 64-97 and subsequent amendments which establish a Salary Plan for full-time personnel in accordance with the Personnel System Rules; and NOW, THEREFORE, BE IT RESOLVED that the following salary provisions shall be established in accordance with City's Personnel System Rules. BE IT FURTHER RESOLVED that any previous enacted salary provisions contained in Resolution No. 64-97 and subsequent amendments shall be superseded by this Resolution. ARTICLE L SALARY PROVISIONS SECTION A: REGULAR EMPLOYEES EXEMPT FROM FAIR LABOR STANDARDS ACT (FLSA) OVERTIME PROVISIONS Employees covered under this Section shall be paid a monthly salary within the following ranges with the exclusion of any Performance Pay Adjustment granted in accordance with the Personnel System Rules. In the event that it is deemed by the City Manager to be in the best interest of the City, temporary appointments of no more than 6 months, where the work assignments are such that they can be completed with less than a 40 hour week, may be approved based upon hourly rates. The total salary paid for such work shall not be less than the "salary test" required for an exemption under the FLSA. Monthly Monthly Minimum Maximum Accountant $77443 $97306 Administrative Analyst II $77125 $87908 Assistant Civil Engineer $77573 $97466 Associate Civil Engineer $87808 $117010 Associate Planner $77443 $97306 Environmental Coordinator $77125 $87908 Executive Aide $67421 $87026 Financial Analyst $87195 $107244 Geographic Information System Coordinator $77125 $87908 Housing Specialist $87195 $107244 Network Systems Coordinator $77125 $87908 Parks & Facilities Development Coordinator $77443 $97306 Permit Coordinator $77642 $97552 ATTACHMENT 3 Recreation Supervisor $7,268 $9,083 Senior Accountant $8,195 $10,244 Senior Administrative Analyst $8,195 $10,244 Senior Civil Engineer $9,868 $12,335 Senior Planner $8,482 $10,604 SECTION B: REGULAR EMPLOYEES COVERED BY OVERTIME PROVISIONS OF THE FLSA. Employees covered under this Section shall be paid hourly wages within the following ranges with the exclusion of any Performance Pay Adjustment granted in accordance with the Personnel System Rules. The monthly salaries are shown for informational purposes only. Monthly Monthly Hourly Hourly Minimum Maximum Minimum Maximum Administrative Aide $6,114 $7,644 $35.2731 $44.1000 Administrative Analyst 1 $6,414 $8,016 $37.0038 $46.2462 Administrative Technician $5,559 $6,948 $32.0712 $40.0846 Assistant Planner $6,592 $8,238 $38.0308 $47.5269 Code Enforcement Officer $5,932 $7,415 $34.2231 $42.7788 Environmental Technician $5,874 $7,342 $33.8885 $42.3577 Finance Technician 1 $4,672 $5,840 $26.9538 $33.6923 Finance Technician 11 $5,193 $6,489 $29.9596 $37.4365 Graphic Design & Comm. Coordinator $6,174 $7,721 $35.6192 $44.5442 Heritage Center Director $6,174 $7,721 $35.6192 $44.5442 Information Systems Technician 1 $5,333 $6,667 $30.7673 $38.4635 Information Systems Technician 11 $5,926 $7,408 $34.1885 $42.7385 Neighborhood Res. Tech 1 $4,993 $6,242 $28.8058 $36.0115 Neighborhood Res. Tech 11 $5,470 $6,866 $31.5577 $39.6115 Office Assistant 1 $3,954 $4,943 $22.8115 $28.5173 Office Assistant 11 $4,394 $5,492 $25.3500 $31.6846 Permit Technician $5,559 $6,948 $32.0712 $40.0846 Public Works Inspector $6,787 $8,483 $39.1558 $48.9404 Public Works Technician 1 $5,874 $7,342 $33.8885 $42.3577 Public Works Technician 11 $6,462 $8,076 $37.2808 $46.5923 Recreation Coordinator $6,174 $7,721 $35.6192 $44.5442 Recreation Technician $4,940 $6,174 $28.5000 $35.6192 Secretary $4,833 $6,041 $27.8827 $34.8519 Senior Code Enforcement Officer $6,592 $8,238 $38.0308 $47.5269 Senior Finance Technician $5,926 $7,408 $34.1885 $42.7385 Senior Neighborhood Res. Technician $6,592 $8,238 $38.0308 $47.5269 Senior Office Assistant $4,833 $6,041 $27.8827 $34.8519 BE IT FURTHER RESOLVED that the changes contained herein shall be effective July 1, 2015. ATTACHMENT 3 PASSED, APPROVED AND ADOPTED this 2nd day of June, 2015. AYES: NOES: ABSENT: ABSTAIN: Mayor ATTEST: City Clerk ATTACHMENT 3 RESOLUTION NO. XXX- 15 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF DUBLIN ESTABLISHING A SALARY PLAN FOR MANAGEMENT POSITIONS EXEMPT FROM COMPETITIVE SERVICE WHEREAS, the City Council has adopted a Salary & Benefit Plan pursuant to the Personnel System Rules; and WHEREAS, the City Council adopted Resolution No. 86-01 and subsequent amendments which establish a Salary Plan for full-time management positions exempt from competitive service in accordance with the City's Personnel System Rules; and NOW, THEREFORE, BE IT RESOLVED that the following salary provisions shall be established in accordance with City's Personnel System Rules. BE IT FURTHER RESOLVED that any previous enacted salary provisions contained in Resolution No. 86-01 and subsequent amendments shall be superseded by this Resolution. ARTICLE L SALARY PROVISIONS A. REGULAR EMPLOYEES EXEMPT FROM FAIR LABOR STANDARDS ACT (FLSA) OVERTIME PROVISIONS Monthly Monthly Minimum Maximum Administrative Services Director $137402 $167753 Assistant Administrative Services Director/Budget $107521 $137151 Assistant City Manager $147421 $187024 Assistant Dir. of Community Development $107521 $137151 Assistant Parks & Community Services Director $107521 $137151 Assistant Public Works Director/City Engineer $117203 $147004 Assistant to the City Manager $97605 $127007 Chief Building Official $107406 $137007 City Clerk/Records Manager $97605 $127007 City Manager (Contract) $197827 Community Development Director $127996 $167246 Economic Development Director $97868 $127335 Economic Development Director/Public Information Officer $127078 $157098 Facilities Development Manager $97605 $127007 Heritage & Cultural Arts Manager $97605 $127007 Human Resources Director $127078 $157098 Information Systems Manager $97605 $127007 Parks & Community Services Business Manager $97605 $127007 Parks & Community Services Director $137196 $167493 Plan Check Engineer $97605 $127007 Planning Manager $107190 $127739 ATTACHMENT XX Principal Planner $9,605 $12,007 Public Works Director/Asst. City Engineer $12,898 $16,123 Public Works Trans & Ops Mgr. $10,406 $13,007 Public Works Manager $9,605 $12,007 BE IT FURTHER RESOLVED that the changes contained herein shall be effective July 1, 2015. PASSED, APPROVED AND ADOPTED this 2nd day of June, 2015. AYES: NOES: ABSENT: ABSTAIN: Mayor ATTEST: City Clerk ATTACHMENT XX Strategic Plan Proposcd FY 201516 Updatc City of Dublin Strategic Plan Proposed for Fiscal Years 2015-16 & 2016-17 (updated every two years) MISSION The City of Dublin promotes and supports a high quality of life, ensures a safe and secure environment, and fosters new opportunities. VISION Dublin is a vibrant city committed to its citizens,natural resources and cultural heritage. As Dublin grows,it will balance history with progress, to sustain an enlightened, economically balanced and diverse community. Dublin is unified in its belief that an engaged and informed community encourages innovation in all aspects of City life,including programs to strengthen our economic vitality, and preserve our natural surroundings through environmental stewardship and sustainability. Dublin is dedicated to promoting an active and healthy lifestyle through the creation of first-class recreational opportunities, facilities and programs. VALUES Our Values in Building Community • Promote locations and events that bring people of all ages together. • Provide more venues for family-based activities. • Foster heritage and cultural development. Our Values in Ensuring a Safe Community • Provide high quality police and fire services to insure the safety of the citizens living in the community. • Provide education and training to residents and businesses that would promote public safety. Our Values in Guiding Development • Assure that development contributes positively to the City's fiscal health. • Support pedestrian-friendly development, transit-oriented development,green building and environmental responsiveness. • Promote high quality design and architectural standards in private development and in all public facilities. • Develop transportation systems that facilitate ease of movement throughout the City. Our Values in Governing • Commit to openness and responsiveness to the public and community. • Operate at all times with honesty and integrity. • Exercise fairness in consideration of issues. • Provide a high level of customer service and responsiveness from City staff to citizens. • Embrace technology to improve effectiveness and efficiency. • Strive to build an informed community through communication. Our Values in Relating to Other Communities and Entities • Encourage collaboration and communication with other communities on issues of mutual concern. • Encourage public and private partnerships of mutual benefit. STRATEGIES tfaxg ,,,351clts� 1A. Maintain and enhance the current quality of life standards,including public safety services, streets,parks, recreation and facilities. 1B. Create efficiencies,where applicable, to ensure fiscal stewardship and improve the customer experience. 1 C. Evaluate cost recovery in all City departments. 2A. Integrate brand into City functions including, but not limited to, economic development, communications, and parks and recreation. 2B. Work collaboratively with area marketing partners to ensure brand adoption and incorporation. 2C. Work collaboratively with key commercial centers in Dublin to incorporate messaging. 3A. Implement recommendations from the City's adopted Economic Development Strategic Plan. 3B. Work with Dublin Chamber of Commerce to support ongoing small business efforts. tfaxg ,,,351c . s .........� ......... .........� ......... .........� ................� 4A.Implement recommendations in the City's adopted Economic Development Strategic Plan. 4B.Evaluate expansion of fiber and conduit to key office nodes in Dublin—Downtown and Eastern Dublin Transit Center. 4C.Market,in conjunction with property owners, the office opportunity sites throughout Dublin. 5A.Work with property owners on improvements and assist with incentives where needed Facade Improvement Program, Small Business Assistance). 5B.Implement recommendations from the Bicycle and Pedestrian Master Plan that relate to aesthetic/streetsca e improvements in the Downtown. 6A.Update the Parks and Recreation Master Plan to include passive/open space parkland. 6B.Increase City's community outreach efforts to encourage participation in all aspects of City life,including volunteerism.