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SR-02-11-2014-8ACity Council Meeting: February 11, 2014 Agenda Item: �3_0 To: Mayor and City Council Chairperson and Housing Authority Members Chairperson and Redevelopment Successor Agency Members From: Gigi Decavalles- Hughes, Director of Finance Martin Pastucha, Director of Public Works Donna Peter, Director of Human Resources Subject: Financial Status Update and FY 2013 -14 Midyear Budget Recommended Actions Staff recommends that the City Council, Housing Authority, and Successor Agency to the Santa Monica Redevelopment Agency: 1. Appropriate FY 2013 -14 midyear expenditure and revenue budget adjustments and approve corresponding adjustments to the FY 2014 -15 budget plan as detailed in Attachment A. Staff recommends that the City Council: 1. Receive the FY 2013 -14 through FY 2017 -18 Financial Status Update; 2. Adopt a policy to set aside funds to be used towards payments to CalPERS to reduce the City's unfunded retirement liability; 3. Adopt a Resolution establishing classification and salary rates for various positions detailed in Attachment B; 4. Approve the position and classification changes detailed in Attachment C; 5. Adopt a resolution of the City of Santa Monica setting various rates and fees in Attachment D; 6. Authorize the City Manager to accept a grant award in the amount of $469,971 from the Los Angeles County Metropolitan Transportation Authority (LACMTA) for the Federal Transportation Administration (FTA) New Freedom Funds for Door Through Door services for older adults and persons with disabilities, and to accept all grant renewals; 7. Authorize the City Manager to negotiate and execute a grant agreement with WISE & Healthy Aging, a California -based not - for - profit corporation, in an amount not to exceed $30,132 for the provision of New Freedom - funded attendant services for the Door Through Door program with future year funding contingent on Council budget approval; and 8. Receive public comment on federal Community Development Block Grant (CDBG) and Home Investment Partnership Act (HOME) Program funds. Executive Summary The FY 2013 -14 through FY 2017 -18 Financial Status Update informs the City Council and community of the City's current and projected fiscal status as the City enters the FY 2014 -15 exception based budget preparation process. Since the financial status update presented to Council on May 28, 2013, which showed a projected General Fund structural deficit of $3.9 million beginning in FY 2015 -16, that increased to $9.2 million in FY 2017 -18, new information has resulted in a more positive outlook. The most significant changes to the forecast come from a clarification of upcoming CalPERS retirement contribution rates, increases in ongoing revenue streams, and position and classification changes resulting from changes in operations. Included in these changes are midyear revenue and expenditure adjustments that are recommended for approval and detailed in Attachment A. The revised update shows a potential deficit of approximately $2.5 million in FY 2015 -16, that increases to $3.2 million (1 % of the City's General Fund budget) in FY 2017 -18. Applying best and worst case scenarios to the status update results in varying degrees of deficits over the latter three and four years of the update, respectively. Adjustments in other funds are nominal and do not impact the fund balances beyond what was projected in May 2013. The City received a FTA New Freedom Fund grant for door through door services for older adults and persons with disabilities. Staff recommends that $30,132 in New Freedom Funds be awarded to WISE & Healthy Aging for FY 2013 -14. The City must hold two public hearings prior to the adoption of a one -year Action Plan allocating federal CDBG and HOME Program funds. This public hearing will satisfy one of the two meeting requirements to receive public input and recommendations for the Proposed FY 2014 -15 Action Plan. The City will hold another public hearing prior to the adoption of the Proposed FY 2014 -15 Action Plan. Background On January 22, 2013, City Council reviewed and commented on the FY 2013 -18 Five - Year Financial Forecast and directed staff to implement various budget strategies in the development of the FY 2013 -15 Biennial Budget in order to avoid a structural deficit in the General Fund. During two budget study sessions, held on May 28 and 29, staff presented the Proposed FY 2013 -15 Biennial Budget and Capital Improvement Program Budget for FY 2013 -14, the May 2013 Financial Status Update for the General 2 Fund for Fiscal Years 2013 -18, and the results of a comprehensive study of the City's fees. On June 25, 2013, Council adopted the first year and approved the second year of the FY 2013 -15 Biennial Budget as part of the City's biennial budget process. Council also adopted the second year of the FY 2012 -14 Capital Improvement Program budget. First modifications to the Adopted FY 2013 -14 and FY 2014 -15 Budget Plan were approved by City Council on October 22, 2013. The modifications were related to staffing changes and expenditure control savings allocations associated with FY 2012 -13 departmental savings. Staff also reported that several revenue sources had shown stronger than anticipated growth in the previous year, thereby increasing the baseline for future year revenues. These included transient occupancy taxes, transaction and use taxes, RDA residuals, and parking, the latter reflecting the implementation of a new rate structure. Since October, staff completed a mid -year review of all revenues and expenditures and are proposing budget adjustments for programs, activities, and revenues that have changed significantly. These adjustments will align the FY 2013 -14 Revised Budget with current operations. Discussion Economic Update The national economy is recovering modestly. After annual growth of just over 2% for the last four years, many economists are projecting growth in the 3 -4% range annually in 2014 and 2015. Unemployment fell to 6.7% in January, the first result below 7% in over five years. However, part of the drop is due to people leaving the work force as opposed to the creation of new, high paying jobs. The housing market continues its strong rebound in most areas of the country. Inflation is expected to remain relatively low through at least 2015. Like the national economy, the State economy is expected to show modest improvement over the next few years. Unemployment continues to fall, housing sales 3 and median prices have been strong, and the commercial real estate market continues to show lower vacancy rates and higher asking rents. Personal income and taxable sales are expected to continue to show consistent moderate growth. The Governor's January Proposed FY 2014 -15 Budget provides the second consecutive balanced budget and contains plans to maintain long term stability. Santa Monica's diversified tax base and geographic location has led to a strong recovery from the most recent economic downturn. The City's economically driven tax sources have recovered significantly to exceed their pre- recession levels. Some tax sources are continuing to grow strongly as outlined below, while moderate growth is expected over the next several years in most of the major tax sources. Property values in the City remain the third highest in Los Angeles County. The FY 2013 -14 assessed value increase was approximately 7 % as a result of several temporarily reassessed properties recovering their base year value and some large property sales leading to reassessments; values are expected to continue to increase approximately 3% annually. Sales Tax receipts, like Property Taxes, are projected to show modest growth in the near future. After two full years of implementation, data shows that the City's half -cent sales transaction and use tax (Measure Y), which is highly susceptible to a community's individual spending habits, should be projected at a higher rate, raising the baseline by $1 million over prior projections. Half of this revenue is paid to the Santa Monica Malibu Unified School District (SMMUSD). Revenues are expected to grow approximately 3% per year. Tourism continues to exhibit strength as Transient Occupancy Taxes showed double digit increases for two consecutive years, and strong growth of 4 -6% is expected in FY 2013 -14 and FY 2014 -15, before moderating to annual increases of 3.0 -3.5% per year. 2 Business License Taxes are increasing at a faster rate of 4% in FY 2013 -14 as a result of increased discovery and collection efforts, and are expected to grow modestly at their higher baseline, following the general course of the local economy, while Utility Users Tax revenues are projected to remain flat. General Fund Financial Status Update The General Fund financial status update includes updated revenue projections and the most recent information related to growth rates for both revenues and expenditures. Operating expenditures are anticipated to increase at an average rate of 3.2% over the five years of the financial update, while revenues are anticipated to increase at an average rate of 2.4 %. The primary reason for the difference is a 3.1% average annual increase in total staff compensation (salaries and benefits), which represents 72% of the General Fund operating budget. The high rate of expenditure growth reflects increases in PERS contribution rates beginning in FY 2015 -16. Non -salary expenditures increase at the rate of the consumer price index (CPI), which is 2.0% in FY 2013 -14 and projected to remain level through FY 2014 -15. For the purposes of this forecast, CPI is projected at 2.5% for the remainder of the period. Scenarios The financial status update considers Probable, Best Case, and Worst Case scenarios The Probable Scenario serves as the baseline for the forecast and reflects the FY 2013 -14 Revised Budget, including changes proposed in this staff report. Since the May 2013 forecast, ongoing revenues have increased by $6 million as a result of higher than anticipated Transaction and Use Tax, Property Tax, RDA residuals, and Transaction and Use Tax revenues, as noted above. Starting in FY 2015 -16, staff has lowered ongoing projected retirement expenditures by an average annual $3.6 million, based on indications that CalPERS will not implement 5 as many changes as were previously considered in calculating contribution rates. The forecast continues to reflect FY 2015 -16 increases based on the new actuarial methodology already approved by the CalPERS Board, and, in FY 2016 -17, new demographic /mortality assumptions that the Board is expected to approve later this month. However, the Board is not expected to lower the discount rate (rate of return) of the PERS portfolio in the foreseeable future. The financial status update reflects 12 to 13% increases in healthcare costs, slightly lower than previously projected. These include new fees and taxes associated with the implementation of the Patient Protection and Affordable Care Act. The probable scenario also reflects a new $2.7 million annual debt service payment on a lease revenue bond, beginning in FY 2015 -16, to finance a new Fire Station 1 and improvements to Fire Station 3 and the interim replacement of the fire training facility as directed by Council at their December 17, 2013 meeting. With a stronger forecast, staff now has the ability to restore the $2.8 million in annual cuts that were made to the CIP program last year as part of the City's most recent 5% budget reduction. Also, staff is recommending that Council approve a new policy to set aside funds annually, as appropriate, to continue to pay down the City's unfunded retirement liability. The policy, which would appear in the City's Adopted Budget document, is discussed in greater detail below. The Best Case Scenario reflects slightly higher revenues than are projected in the Adopted Budget. The Worst Case Scenario reflects the uncertainty of additional State takeaways pending the State Controller Audit of the City's former redevelopment assets and the potential impact of a future recession. While few, if any, economists are currently forecasting a recession in the near future, it should be noted that it has been approximately fifty -three months since the last recession officially ended. The average E time period of economic expansions in the post -World War II period is about fifty -eight months, indicating the potential of an economic downturn during the forecast period. $to.o $8.0 $6.0 $4.0 $2.0 $0.0 -$2.0 -$4.0 -$6.0 -$6.0 -$10.0 -$12.0 FY 2013 -14 FY 2014 -15 FY 2015 -16 FY 2016.17 FY 2017 -18 Fund Balance -Worst Case =•_•�•- Fund Balance - Best Case �-_-� -Fund Balance - Probable =Fund Balance - May 2013 Probable Scenario FIVE YEAR PROJECTIONS General Fund Operating and Capital Budget FY 2013 -14 FY 2014 -15 FY 2015 -16 FY 2016 -17 FY 2017 -18 REVENUES' $ 314.7 $ 321.0 $ 329.0 $ 336.9 $ 345.4 EXPENDITURES— $ (316.8) $ (320.0) $ (331.5) $ (341.3) $ (348.6) USE OF CAPITAL RESERVES" $ 10.9 $ - $ - $ - $ - NET REVENUES OVER EXPENDITURES $ 8.8 $ 1.0 $ (2.5) $ (4.4) $ (3.2) Does not include $2.4 million in annual restricted revenues. Includes 15 percent contingency. - Capital reserves were used to cover projects that were previously funded with RDA Ponds. However, the third year of the forecast, FY 2015 -16, shows a potential budget shortfall of $2.5 million due to increased retirement and debt service costs. The structural deficit would increase to $3.2 million in FY 2017 -18. The worst case shows a potential deficit of approximately $1.6 million as early as FY 2014 -15, increasing to $8.0 million in FY 2017 -18, depending upon the outcome of disputes between the City and the State regarding former redevelopment assets or a decline in the national, state and local economy. A best case scenario, where revenues could increase slightly, shows the FY 2015 -16 deficit decreasing to $1.7 million, decreasing to $0.7 million in FY 2017 -18. 7 Staff is continually assessing ways to sustain the City's financial health and eliminate the potential for a structural deficit. Among the measures that are difficult to project and therefore not included in the forecast are future year savings from increased participation in reduced retirement benefit plans as negotiated with miscellaneous employees and mandated by the Public Employee Pension Reform Act (PEPRA), and development that may take place within the City over the next several years; this development would have the potential to increase property, sales and hotel occupancy tax revenue. Other Funds Other major funds included in the Financial Status Update fall into two categories: 1) funds that operate with sufficient revenues to sustain necessary operation and capital needs, and 2) funds that have a structural deficit where ongoing revenues are not sufficient to cover ongoing expenditures. Self - Sustaining Enterprise Funds The Wastewater Fund forecast remains unchanged; there are adequate reserves for the next two years. The Big Blue Bus Fund forecast continues to show a stable fund balance due to changes included in the Adopted Budget. With Council's approval of a three year plan to increase service rates and the establishment of a 5% operating reserve on January 14 2014, the Resource Recovery and Recycling Fund will maintain a positive balance throughout the forecast period, and will begin to build towards a five percent operating reserve target. The Water Fund has sufficient revenue to cover current operations and reserves through FY 2014 -15. A rate study is ongoing as part of the Sustainable Water Master Plan; staff will come to Council with recommendations for rate structure changes following the Sustainable Water Master Plan completion in FY 2014 -15. Any rate recommendations will be based on Council direction related to City water sustainability 8 goals, and will work to maintain the Fund's ongoing financial sustainability. The Beach Fund will generate adequate revenues to sustain its operations throughout the next five years. This includes the operations of the Beach House Fund, which staff merged with the Beach Fund beginning in FY 2013 -14 for more efficient tracking. In the Airport Fund, a realignment of capital projects, streamlined expenditures and a greater focus on revenues, including updated landing fees approved by Council in April 2013, present a balanced fund going forward. Staff projects the Pier Fund to be self- sustaining through the end of FY 2014 -15, contingent on capital project timing. Based on operations to date, staff projects the Cemetery Fund to be self- sustaining through FY 2014 -15. Staff will continue to monitor operations closely and maximize revenue potential to maintain this positive balance. Funds Requiring General Fund Subsidies The Housing Authority Fund will require a General Fund subsidy of $472,000 in FY 2013 -14. Future year needs are unpredictable; however, staff projects requiring a similar level of General Fund support, due to the loss of Redevelopment funding and reduction in Housing and Urban Development (HUD) funding. Policy on Paydown of Unfunded Pension Liability Provided that there are sufficient funds, the annual budget would include a minimum set -aside of $1 million in the General Fund, and commensurate set -aside amounts in all other funds, to be used towards payments to CaIPERS. These payments would be in addition to the Annual Required Contribution and would serve to reduce the City's unfunded retirement liability. If any additional funds are available, staff would also annually assess the set -aside of any additional funds for CalPERS payments against E other unfunded needs, and present the City Council with a recommendation. This policy would remain in effect until such time as there is no remaining unfunded retirement liability. FY 2013 -14 Mid -Year Budget Adjustments As part of the FY 2013 -15 Biennial Budget, the City Council adopted the FY 2013 -14 Budget and approved the FY 2014 -15 Budget Plan. The proposed budget adjustments amend the FY 2013 -15 Biennial Budget and reflect reorganizations, changes in revenue projections, new initiatives and administrative corrections. The adjustments are listed below. Revenue Budget Midyear Changes REVENUE General Fund Other Funds 8,243,718 30,132 TOTAL REVENUE ADJUSTMENTS $8,273,850 Expenditure Budget Midyear Changes Operating 1,180,1: Capital 1,992,6; TOTAL GENERAL FUND ADJUSTMENTS', 3,172,71 General Fund Offset Capital funds (621,83 Fund balance released (1,370,80 TOTAL GENERAL FUND OFFSET; (1,992,63 erating 291,1 pital 100,0 TOTAL OTHER FUNDS ADJUSTMENTS', 391,1 10 Revenue Adjustments — General Fund Recommended revenue increases for the FY 2013 -15 Biennial Budget reflect adjustments to baselines as the result of stronger than anticipated growth in FY 2012 -13 as well as greater growth in the first half of FY 2013 -14. These include $2.2 million in Property Taxes due to greater than anticipated assessed value increases and a net increase in Redevelopment Property Tax Trust Fund (RPTTF) residual and pass - through payments; $1.5 million in Transient Occupancy Taxes reflecting strong room rate growth; $1 million in Transaction and Use Taxes; $1.5 million in revenues from parking - related revenues; $0.3 million in Business License Taxes; and $0.2 million from an increase in broadband service revenue. Additional revenue increases were realized from one -time or restricted sources including a $1.5 million discount resulting from prepayment of annual PERS contributions, one -time payments of past due Utility Users Taxes ($0.7 million), and Real Property Transfer Taxes from the sale of one very large property in the City ($0.9 million). Revenue Adjustments — Other Funds Revenue adjustments recommended in other funds include: • The Miscellaneous Grants Fund will increase by $30,000 to reflect receipt of the Federal Transportation Administration New Freedom grant. The remaining grant will be appropriated in future years. • The South Coast Air Quality Management District (SCAQMD) Fund revenues will be transferred from the Finance Department to the Public Works Department. All recommended revenue adjustments are detailed in Attachment A. Expenditure and Balance Sheet Adjustments — General Fund Recommended adjustments for the FY 2013 -15 Biennial Budget include a number of expenditure appropriations. The major adjustments include $0.5 million in payments to SMMUSD, reflecting the District's share of the additional Measure Y revenue, $0.1 million for the Seismic Retrofit Program (a description is included below), $0.8 million in increased credit card transaction costs due to increased use of credit cards by the City's customers, adjustments to budgeted vacancy savings to fund constant staffing in the public safety departments, a $0.4 million General Fund subsidy 11 to the Housing Fund, and $2.0 million in costs related to CIP projects. These are offset by $2.0 million in corrections and adjustments to the FY 2013 -14 expenditure budget. Expenditure adjustments result in a net $1.18 million, or 0.4% increase over the General Fund expenditure budget. All recommended expenditure adjustments are detailed in Attachment A. Expenditure Adjustments — Other Funds Proposed significant appropriations in other funds include: ® Accounting adjustments in the Water, Resource Recovery and Recycling, and BBB Funds, as well as increased water purchase expenditures in the Water fund due to lower than anticipated local production yields and cost increases. ® A one -time $0.2 million increase to the Pier Fund's Pier Restoration Corporation contract to cover a projected revenue shortfall from changes in the Twilight Concert Series that will limit sponsor participation as approved by Council on January 14, 2014. Any additional costs related to increased public safety presence will be included in the FY 2014 -15 budget. ® An increase of $0.3 million in the Airport Fund to reflect a transition from partial to full repayments of the General Fund loan. ® A net decrease of $1.5 million in the Housing Fund to reflect decreases to federal funding levels for housing vouchers, the serial inebriate program and supporting housing program grants, and to budget for projected use of Housing and Urban Development reserve funds. All recommended expenditure adjustments are detailed in Attachment A. Fee Adiustments As part of the adoption of the FY 2013 -15 budget, Council adopted three comprehensive fee /fine /rate resolutions which, for the first time, allowed staff to develop a comprehensive list of all City charges for fees, fines, and rates. On October 22, 2013, Council approved changes to this resolution. The list is now published on the City's website. 12 Since that time, staff has identified necessary corrections to fee amounts in the Community and Cultural Services Department and minor clarifications to descriptions in the Public Works Department as shown in the master fee resolution (Attachment D). Specifically, corrections are made to the Community Aquatics Youth Semi - Private Swim Lessons fees (correct fees are $42 per hour for residents and $84 per hour for non- residents), and to the Softball — Women's and Co -ed fees for non - residents (correct fee is $520) (Exhibit O). FY 2013 -14 Capital Improvement Program (CIP) Budget Adjustments Staff recommends reallocating capital dollars from the close out of projects in the General Fund to two high priority projects that have not yet been fully funded: $521,833 would partly fund construction of the Wayfinding Parking Guidance System and $100,000 would fund map case replacements on the Promenade. In addition, budget has been added to the Beach Fund for the Accessible Beach Walkway project previously funded from the Community Development Block Grant (CDBG) Fund. Finally, on April 23, 2013, Council approved the transfer of $1,370,805 of Gillette /Boeing funds from the General Fund to the Water Fund for remediation of the Olympic Well Field and City Corporation Yards. However, to properly account for these funds as per governmental accounting standards, staff now recommends appropriating the budget for that project in a General Fund capital account. Seismic Retrofit Program The mid -year budget also includes funding in the amount of $105,000 for consultant services to identify buildings that may require seismic retrofitting. This work represents the first phase in the City's continuing effort to identify buildings that may not have been retrofitted following the City's requirement to retrofit hazardous buildings. Such work is critical to life and safety, therefore staff is including this request at mid -year rather than the FY 2014 -15 budget process. 13 A request for proposals will be prepared to seek consultants with specialized expertise to assist the City in identifying all types of buildings that may require seismic retrofit. It is estimated these services will cost $105,000. The consultant would identify non - ductile concrete buildings and steel moment frame buildings. This work would augment staff's on -going efforts to identify other types of buildings requiring retrofit, such as unreinforced masonry buildings, concrete wall tilt -up buildings, and soft -story structures. Staff has identified most of the unreinforced masonry and concrete wall tilt -up buildings and found that some of these buildings do not show evidence of retrofit. Staff is ready to notify owners of these potentially un- retrofitted buildings. During the second phase, staff would re- assess the current seismic retrofit plan check and permit fee waiver that was instituted after the 1994 Northridge earthquake. This reassessment would focus on whether the fee waivers should be continued, and would consider the seismic retrofit experience in other jurisdictions, such as the City /County of San Francisco. Staff would present this information and a recommendation for City Council consideration during the FY 2014 -15 budget process. Further, staff would confer with Rent Control staff so that it may consider the rent control implications of building upgrades for affected buildings. And, finally, staff would review additional best practices found in other communities so that they may be considered in these efforts as well. Upon complete assessment of the number and types of buildings requiring retrofit, phase three of the seismic safety program will include recommendations to the City Council on updating the retrofit requirements of un- retrofitted buildings. This is expected to include an ordinance to modify the existing technical standards, timeframes for retrofits and other administrative aspects of Article VIII of the Santa Monica Municipal Code. Phase three will also include a notice to un- retrofitted building owners and formal implementation of the program. This is expected to commence in summer 2014. 14 Seismic retrofits improve building safety, reduce insurance premiums, and help with marketing to potential tenants. And the goal of these efforts is to ensure that Santa Monica is well prepared, and that the community remains safe. Transportation Management Organization The Planning and Community Development Department is requesting as- needed staffing and operating costs associated with the administration of the City's Trip Reduction Ordinance and the provision of Transportation Management Organization (TMO) services for local employers and employees over the next 2.5 years. This request would use funds from the Transportation Plan Management reserves to start TMO activities for a limited period until a more permanent structure is established. In the LUCE and subsequent area plans, the City emphasized the formation of TMOs to help manage parking and encourage walking, bicycling, ridesharing, and transit. The transportation demand management programs and services provided by a TMO are critical components of managing the City's current mobility concerns and those spurred by future development. Position Changes The Citywide mid -year staffing changes include a net increase of 3.0 Full Time Equivalent (FTE) positions in FY 2013 -14, all in the General Fund. These new positions are related to reorganizations, described below, or are funded through salary savings or increased revenues. All staffing adjustments are detailed in Attachment C City Manager's Office Administration: Over the past few years, the organization has taken on a host of new Council- approved projects and initiatives and expanded existing programming. While many of these efforts are being advanced within departments, the additional workload across the organization has increased the demands on the Administrative Division of the City Manager's Office. Staff in this division provides direction to operating departments, oversight of major projects and City programs, and assistance throughout 15 the organization with problem - solving, coordination, and policy recommendations. Additional capacity is needed to keep up with the fast pace of the organization. Therefore, a small reorganization is proposed. This reorganization would not add any net new FTEs or require additional budget at this time. The incremental costs to be incurred in FY 2013 -14 and FY 2014 -15 would be absorbed by the Department. The recommended position changes would relocate coordination of Council agenda functions into the City Manager's Office, increase and reallocate staff's responsibilities in order to better support the organization, and provide an equity adjustment. These changes also take into consideration the pending retirement of the Deputy City Manager, which is scheduled for early in FY 2014 -15. Staff will return to Council at the end of the fiscal year with recommendations on the Office's FY 2014 -15 staffing plan. Office of Emergency Management: A midyear budget adjustment is needed to prepare for the migration to Joint Police and Fire Dispatching beginning FY 2014 -15. Funds in the amount of $400,000 will provide the necessary staffing resources as well as computer technology and radio equipment to begin the transition process. These include salaries and wages for a Communications Center Administrator to help coordinate the migration and manage operations; additional computer hardware and software for station alerting and automated dispatching; and services for relocation of dispatch radio equipment. Police Department Over the past year, the Police Department's organizational framework has been under review. The purpose was to identify an organizational configuration to effectively carry out the Department's core mission, which is to reduce crime and the fear of crime. Associated with this core mission is the Department's companion responsibility to provide an environment that promotes the professional development of all personnel, to better align internal services with internal clients, and to enable staff to better respond to current external factors such as the light rail and to position the organization for future challenges. It is also important that civilian personnel have a stronger voice in the 16 supervisory, managerial and executive ranks of the Department. This required thoughtful planning and organizational preparation, which included re- evaluation of position classifications, the creation of a variety of supervision and managerial tracks, and a defined end goal. This reorganization would not add any net new FTEs or require additional budget at this time. Planning and Community Development Department Responding to the growing need to connect parking with traffic and circulation and planning, staff is proposing to consolidate the City's parking and transportation engineering, operations, and planning functions into one department. Over the next six months the Planning and Community Development (PCD) Department will develop a new Parking Operations Division. The City's parking management function will be transferred from the Finance Department into a new division in PCD, and a new Parking Manager will be hired. Also transferring out of Finance into the Transportation Engineering Division will be policy issues related to pedicabs, hotel shuttles, vehicles for hire and oversight of the franchise -based system for the regulation of taxi cab operations within the City. Federal Transportation Administration (FTA) New Freedom Funds On April 24, 2012 the City Council passed Resolution Number 10673 (CCS) approving an application for FTA New Freedom funds administered by the LACMTA to expand the Door Through Door program for older adults and persons with disabilities and authorizing the City Manager to enter into a Memorandum of Understanding with the LACMTA to participate in the New Freedom Program. The City's grant proposal in the amount of $469,971 was successful, and an MOU with LACMTA was executed in July 2013. A Request for Proposals (RFP) for FY 2013 -14 costs related to ride attendant services was issued in October 2013 in accordance with City specifications. The RFP was posted on the City's on -line bidding site, and notices were advertised in the Santa 17 Monica Daily Press in accordance with City Charter and Municipal Code provisions. Over 500 vendors were notified, and 14 vendors downloaded the bid. One bid was received. The bid was evaluated based on the price, vendor experience, and compliance with City specifications. Based on these criteria, WISE & Healthy Aging, which provides related paratransit services under the City's Human Services Grant Program, is recommended as the best bidder to provide FTA- funded attendant services in accordance with City specifications. Separate Requests for Proposals will be issued for New Freedom - funded ride attendant services, vehicle operations and maintenance services, and the purchase of an ADA compliant vehicle, for FY 2014 -15 and FY 2015 -16. Any unspent funds after the three -year term of the grant can be used to extend the grant term. When the application for New Freedom funds was submitted, the grant was renewable. However, subsequent changes to the Federal law have combined the New Freedom program with other FTA programs, and LACMTA is awaiting direction regarding future new or renewal funding awards. This additional award brings the total dollar amount awarded to WISE & Healthy Aging for FY 2013 -14 to $1,173,748, which consists of $950,905 in General Funds, $192,711 in Prop A, and $30,132 in Federal New Freedom funds. Financial Impacts & Budget Actions Recommended FY 2013 -14 adjustments result in an $8.3 million, or 1.4% increase over the adopted revenue budget, and expenditure adjustments result in a net $1.6 million or 0.3% increase over the expenditure budget. Detail for the FY 2013 -14 adjustments is included in Attachment A. Prepared by: Susan Lai, Budget Manager a Donna Peter Director of Human Resources Attachments: Attachment A Attachment B Attachment C Attachment D Forwarded to Council: Rod Gould City Manager FY 2013 -15 Budget Adjustments Resolution for Position Changes Position and Classification Changes for Mid -Year FY 2013 -14 Resolution of the City Council of the City of Santa Monica Setting Various Rates and Fees im REVISIONS TO FY 2013 -15 REVENUE AND EXPENDITURE BUDGET APPROPRIATIONS Description Revenue Budget Adjustments ($ in thousands) GENERAL FUND (01) ATTACHMENT A Finance Increase changes the baseline to reflect impact of the new parking rates, and revenues from the parking structure advertising pilot program. 1,160.0 Decrease reflects administrative change to budget various general revenue accounts to the non - departmental budget. (17,701.8) Finance Total $ (16.541.8) Information Systems Reflects projected FY 2013-14 increase in broadband revenue, offsetting additional staffing costs. 200.0 Information Systems Total $ 200.0 Non - Departmental Increase in property taxes is primarily due to greater than anticipated assessed value increases and a net increase in Redevelopment Property Tax Trust Fund payments. 2,215.0 Transaction and Use tax increase reflects increase in proportion of this tax to general sales taxes due to more accurate reporting by businesses. 1,020.0 Transient Occupancy Tax increase primarily reflects stronger than anticipated in average room rates. Adjustment reflects increases in Parking Facility Tax revenue related to new parking rate structure, increases in Business License Taxes due to increased economic activity in the City, and enhanced collections program. 674.4 Increase reflects discount resulting from prepayment of the City's FY 2013 -14 California Public Employees Retirement System (CaIPERS) obligation. 1,452.3 Increase reflects administrative change to move budget for certain general revenue accounts from Finance to non - departmental. 17,701.8 Non - Departmental Total $ 24 585.5 TOTAL GENERAL FUND REVENUE ADJUSTMENTS FS 8,243.7 NON - GENERAL FUNDS SPECIAL REVENUE SOURCE (04) Administrative change to move Lantana Childcare and CityTV property loan Finance repayment budget from Finance to non - departmental account. (340.8) Administrative change to move Lantana Childcare and CityTV property loan Non - Departmental repayment budget from Finance to non - departmental account. 340.8 _ TOTAL 04 FUND REVENUE ADJUSTMENTS $ - MISCELLANEOUS GRANTS (20) Community and Cultural Increase reflects receipt of Federal Transportation Administration New Freedom Services grant. 30.1 Administrative change to move Proposition A Local Return and investment Finance income budget from Finance to non - departmental. (1,207.8) Administrative change to move Proposition A Local Return and investment Non - Departmental income budget from Finance to non - departmental. 1,207.8 TOTAL 20 FUND REVENUE ADJUSTMENTS $ 30.1 1 o1`7 ATTACHMENT A REVISIONS TO FY 2013 -15 REVENUE AND EXPENDITURE BUDGET APPROPRIATIONS SOUTH COAST AIR QUALITY MANAGEMENT DISTRICT (SCAQMD) (44) Administrative change to move investment income budget from Finance to Finance Street and Fleet Services within Public Works. (4.0) Administrative change to move investment income budget from Finance to Public Works Street and Fleet Services within Public Works. 4.0 TOTAL 44 FUND REVENUE ADJUSTMENTS $ TOTAL NON - GENERAL FUND REVENUE ADJUSTMENTS FS 30.1 Expenditure Budeet Adiustments IS in thousands GENERAL FUND (01) City Council Council Discretionary Funds reappropriation ($57.5) and cost of living City Council adjustments associated with FY 2013 -14 bargaining unit agreements ($2.4). 59.9 $ 59.9 City Attorney Reflects cost of living adjustment associated with FY 2013 -14 bargaining unit City Attorney agreements. 85.4 $ 85.4 City Manager Transfer of funds from Records and Elections Services to the City Manager's Administration Office related to Agenda Management System implementation. 67.8 Correction to move budget for Household Hazardous Waste program from the Office of Sustainability and the City Manager's Office to the Resource Recovery and Recycling division in Public Environment Works as approved by Council on October 22, 2013. Office of Emergency Reflects staffing, computer technology and radio equipment resources needed to Management begin the migration to Joint Police and Fire dispatching in FY 2014 -15. 400.0 Reflects cost of living adjustment associated with FY 2013 -14 bargaining unit All agreements. 48.3 $ 166.0 Records and Elections Services Administration, Support Transfer of funds from Records and Elections Services to the City Manager's Services Office related to Agenda Management System implementation. (67.8) Reflects cost of living adjustment associated with FY 2013 -14 bargaining unit All agreements. 12.6 (55.2) Finance Reflects funds for increases for credit card transactions and cost of living All adjustments associated with FY 2013 -14 bargaining unit agreements. 7.2 $ 7.2 2 of ATTACH M ENT A REVISIONS TO FY 2013 -15 REVENUE AND EXPENDITURE BUDGET APPROPRIATIONS Human Resources Correction to eliminate Rideshare costs as program is now budgeted in the Big All Blue Bus Department. (67.4) $ (67.4) Information Systems Reflects staffing changes and cost of living adjustment associated with FY 2013 - All 14 bargaining unit agreements. 195.1 $ 195.1 Planning and Community Development Reflects consulting costs for City buildings seismic retrofitstudy ($105.0), Transportation Management Program ($226.7), staffing changes and cost of All living adjustment associated with FY 2013 -14 bargaining unit agreements. 282.2 $ 282.2 Police Reflects vacancy savings adjustment to reflect Police Department constant staffing needs, and cost of living adjustment associated with FY 2013 -14 All bargaining unit agreements. 273.3 $ 273.3 . Fire Reflects vacancy savings adjustment to reflect mandated Fire Department constant staffing, staffing changes, and cost of living adjustment associated with All FY 2013 -14 bargaining unit agreements. 360.2 $ 360.2 Community and Cultural Services Reflects staffing changes and cost of living adjustment associated with FY 2013 - All - 14 bargaining unit agreements. 122.7 $ 122.7 Library Reflects staffing transfer to the Facilities Maintenance Division within Public Works, offset by cost of living adjustment associated with FY 2013 -14 bargaining All unit agreements. _. (46.4) _ $ (46.4) Public Works Reflects staffing transfer from the Library to the Facilities Maintenance Division, and cost of living adjustment associated with FY 2013 -14 bargaining unit All agreements. 332.6 $ 332.6 3 of ATTACHMENT A REVISIONS TO FY 2013 -15 REVENUE AND EXPENDITURE BUDGET APPROPRIATIONS Housing and Economic Development Reflects staffing change and cost of living adjustment associated with FY 2013 -14 All bargaining unit agreements. 52.3 $ 52.3 Non Departmental All Other Transactions Reflects administrative transfer of cost of living adjustment to specific General (1,091.0) Fund departments. Reflects adjustment to SMMUSD allocation of Transaction and Use Tax based on 510.0 higher than projected tax receipts. Interfund Transactions Reflects corrections to budgeted reimbursements from the Special Revenue (04) (240.3) fund. Reflects General Fund subsidy to the Housing Fund. 350.9 Reflects General Fund reimbursement increase for previously unrecovered (327.4) services provided to the Big Blue Bus, offset by the elimination of a HOME reimbursement and a Human Resources position reimbursement correction. Reflects environmental reimbursement decrease related to Household 350.1 Hazardous Waste transfer to the Resources Recovery and Recycling Fund. Reflects reimbursement from the Special Revenue (04) fund Cultural Arts in Lieu (100.0) fee for Cultural Affairs Division staff time. .Reflects reimbursement from the Special Revenue (04) Fund for General Fund (40.1) temporary staff time working on the Transportation Management Program. $ (587.8). Capital Improvement Program Wilshire and 3rd Streetscape Reflects additional costs associated with Promenade map case replacements. Improvements Project is being funded with reappropriated funds released during the FY 2012- (0010834.589200) 13 year -end CIP Budget review process. 100.0 Parking Guidance System Reflects construction costs related to the Parking Guidance System. Project is (Wayfinding) being funded with reappropriated funds released during the FY 2012 -13 year -end (0010994.589000) CIP Budget review process. 521.8 Remediation Funds (CIP to be determined) Correction to account for Gillette /Boeing funds in the General Fund. 1,370.8 $ 1,992.6 TOTAL GENERAL FUND EXPENDITURE ADJUSTMENTS General Fund Expenditure Offsets Balance Sheet Transfer Correction to Gillette / Boeing Funds accounting. (1,370.8) Balance Sheet Reflects funds released from General Fund FY 2012 -13 capital projects budgets . (621.8) $ (1,992.6) TOTAL GENERAL FUND EXPENDITURE OFFSETS e • ® o e e ® ® :e e 4of7 ATTACHMENT A REVISIONS TO FY 2013 -15 REVENUE AND EXPENDITURE BUDGET APPROPRIATIONS FY ZU13 -14 Increase/ Fund /Department /Division Description (Decrease) NON - GENERAL FUNDS SPECIAL REVENUE SOURCE FUND (04) Community and Cultural Correction to Give Santa Monica program budget; amount was omitted in the Services Adopted Budget. 25.0 Planning and Community Reflects projected non - salary expenditures related to transportation Development management, funded through Transportation Management Program (TMP) fees. 20.0 Non- Departmental Reflects corrections to budgeted reimbursements to the General Fund. 240.3 Reflects reimbursement to the General Fund related to the Cultural Arts in Lieu fee for Cultural Affairs Division staff time. 100.0 Reflects reimbursement to the General Fund for temporary staff working on the Transportation Management Program. 40.1 TOTAL 04 FUND EXPENDITURE ADJUSTMENTS $ 425.4 CLEAN BEACHES / MEASURE V FUND (06) Reflects cost of living adjustment associated with FY 2013 -14 bargaining unit Public Works agreements. 0.2 TOTAL 06 FUND EXPENDITURE ADJUSTMENTS $ 0.2 BEACH FUND (11) Community and Cultural Services Reflects prior year funding reappropriated for beach wheelchairs, current year funding for Fire Department beach carts, and cost of living adjustment associated All with FY 2013 -14 bargaining unit agreements. 146.4 146.4 Capital Improvement Program Appropriates funds for Accessible Beach Walkway costs originally budgeted in Accessible Beach Walkway the Community Development Block Grant (CDBG) Fund. 100.0 100.0 TOTAL 11 FUND EXPENDITURE ADJUSTMENTS $ 246.4 HOUSING FUND (12) Housing and Economic Development Reflects decrease in federal funding levels for various programs. (381.5) Reflects reimbursement from the Miscellaneous Grants (20) fund for HOME Non - Departmental administration budget. (50.2) Increase to the General Fund subsidy to the Housing Fund. (350.9) Reflects projected available Housing and Urban Development reserves to be used in FY 2013 -14. Staff will adjust this amount at year -end to reflect actual reserve use. (757.1) TOTAL 12 FUND EXPENDITURE ADJUSTMENTS $ (1,539.7) 5 of ATTACHMENT A REVISIONS TO FY 2013 -15 REVENUE AND EXPENDITURE BUDGET APPROPRIATIONS MISCELLANEOUS GRANTS (20) City Manager's Office Decrease reflects transfer of Used Oil grant administration funds to the Resource Recovery and Recycling division in Public Works, related to the Household Hazardous Waste transfer. (19.5) Community and Cultural Increase reflects use of Federal Transportation Administration New Freedom SPrvicpS grant. 30.1 Library Increase reflects use of The Big Read grant. 16.0 Public Works Increase reflects transfer of Used Oil grants from the City Manager's Office, budgeting for a new Used Oil Grant, and for a previously unbudgeted Household Hazardous Waste grant. 98.9 Reflects previously unbudgeted Alliance for Community Trees Grant, received in FY 2012 -13. 14.5 TOTAL 20 FUND EXPENDITURE ADJUSTMENTS $ 140.0 WATER FUND (25) Public Works Correction to account for Gillette / Boeing funds in the General Fund. (1,370.8) Increase reflects additional water purchases beyond original projections ($800) , and cost of living adjustment associated with FY 2013 -14 bargaining unit agreements ($47.3). 847.3 TOTAL 25 FUND EXPENDITURE ADJUSTMENTS $ (523.5) RESOURCE RECOVERY AND RECYCLING (27) Public Works Reflects Household Hazardous Waste activities transfer from the City Manager's Office and cost of living adjustment associated with FY 2013 -14 bargaining unit agreements. 418.7 TOTAL 27 FUND EXPENDITURE ADJUSTMENTS $ 418.7 PIER (30) City Manager's Office Reflects Fudget corrections to rent and maintenance, cost ot living adjustment associated with FY 2013 -14 bargaining unit agreements, and one -time Pier Restoration Corporation increase to implement Twilight Concert Series changes ($200). 273.4 Police Reflects cost of living adjustment associated with FY 2013 -14 bargaining unit agreements. 8,4 Public Works Reflects cost of living adjustment associated with FY 2013 -14 bargaining unit agreements. 4.5 TOTAL 30 FUND EXPENDITURE ADJUSTMENTS $ 286.3 WASTEWATER (31) Public Works Reflects staffing change, cost of living adjustment associated with FY 2013 -14 bargaining unit agreements, and a correction to fund ongoing vehicle maintenance. 133.8 TOTAL 31 FUND EXPENDITURE ADJUSTMENTS $ 133.8 AIRPORT (33) Airport Reflects staffing change, cost of living adjustment associated with FY 2013 -14 bargaining unit agreements, and an increase in General Fund loan repayment to reflect entire interest payment amount. 6 of 253.0 TOTAL 33 FUND EXPENDITURE ADJUSTMENTS $ 253.0 ATTACHMENT A REVISIONS TO FY 2013 -15 REVENUE AND EXPENDITURE BUDGET APPROPRIATIONS CEMETERY (37) Cemetery Reflects correction to include training funds omitted in budget and cost of living adjustment associated with FY 2013 -14 bargaining unit agreements. 7.9 TOTAL 37 FUND EXPENDITURE ADJUSTMENTS $ 7.9 BIG BLUE BUS (41) All Reflects staffing changes and cost of living adjustment associated with FY 2013- 14 bargaining unit agreements. 47.6 Non - Departmental Big Blue Bus transfer adjustments to reimburse the General Fund for Information Services and Finance services. 439.6 TOTAL 41 FUND EXPENDITURE ADJUSTMENTS $ 487.2 PARKS AND RECREATION (53) Community and Cultural Services Reflects Airport Park lighting and fountain maintenance. 17.0 TOTAL 53 FUND EXPENDITURE ADJUSTMENTS $ 17.0 VEHICLE REPLACEMENT (54) Reflects cost of living adjustment associated with FY 2013 -14 bargaining unit agreements. 25.4 TOTAL 54 FUND EXPENDITURE ADJUSTMENTS $ 25.4 RISK MANAGEMENT ADMINISTRATION (58) 7 of ATTACHMENTC SUPPLEMENTAL POSITION AND CLASSIFICATION CHANGES TO PROPOSED BUDGET FY 2013 -14 DELETE ADD REASON SUBTOFALSI�" FUND Dept Division Delele(AFTE) POSITION TITLE D. pt p Division Add (4FTE) POSITION TITLE PRIMARY REASON NET FTE NET SAL} CHANGE CHANGE 41 BBB 6580 - Transit Operations 1 3.0 Motor Coach Operator Training Coordinator BBB 6700 - Transit Safety nd Training 3.0 Y g Motor Coach Operator Training Coordinator Staffing list clean u g p 0 41 BBB 16400 - Transit Executive -; 1.0 Chief Administrative Officer BBB 6400- Transit Executive 1. 1.0 Chief Financial Officer Title change -no salary increase 0 41 BBB 6540- Transit0 erations Transit 1.0 Operations p I Administrative Analyst Y - - _ _. 66B 6400 Transit Executive 1.0 _. _ Senior Administrative Analyst y Operational change p g - 15,696 01 CCS 5440 - Community Recreation 10 Community Use Administrator CCS ;5010 - Adminitraton an Planning �Services 1.0 Community Use Administrator Division change reorganization 0 01 CIAO ';2020- Administration 0.5 Administrative Analyst New position 05 37,494 01 _.. CMO 2020- Administration 1.0 _.- ___ - - _ - __ Pr Admin Analyst -City Mgr Off _er CMO 12020- Administration ',, 1.0 -_- __.. Assistant to the City Manager Title change -salary increase' 9,775 01 CMO 2020- Administration 1.0 ___1 ._ __ I ant Assistant to the City Manager mt 9 9 Svs _ Administration____ _ -. CMO 2020-1 1.0 Deputy City Manager P Y Y 9 Title change increase* 9 N i - 5,796 01 CIAO 1,2020 - Administration 1 1.0 Office Manager to the City Manager CIAO '12020 - Administration 1.0 Office Manager to the City Manager Equity adjustment' 3,768 01 CMO 12270 - Office of Emergency Management 1.0 Communications Center Administrator New position 't 0 109,007 01 _- H HED 12682 - Farmers Market 1.0 Farmers Market Coordinator I __.s. HED 12682 - Farmers Market 1.0 (Farmers Market Assistant Operational change (10,008) _. 01 HR 12520 - Employee Relations and Benefits 1.0 Human Resources Assistant _ __ _..__ HIR 2520 - Employee Relations and Benefits 1.0 Staff Assistant III Operational change - .. 48 Ot 251�o merit and Organizational HR Development 1.0 Human Resources Assistant _, HR 2510 - Employment and Organizational 1.0 _ �Il Development '�, Staff Assistant III Operational change (2,340 ) 01 ISD !,2480 - Community Broadband 1.0 Network Construction Assistant New position'* '1.0 80,590 01 ISD 2450 - Sofiware Systems 1.0 Systems Analyst Permitting ISD 2450 Software S stems 1 1.0 y Lead Software Systems Analyst Permitfing -_ _- Operational change -- 5,664 01 ISD 12450 - Software Systems 1 0 Software Systems Analyst - Permitting New position 1 0 91,812 01 01 Library '6150 - Reference Services 0.5 Library 16130 - Administration and Facalnies 1.0 Library Assistant II Building Systems Technician ISD' ,2460 Support Services 0.5 PW 4523 Facilities Management 1.0 (Computer Support Technician II HVAC Technician Operational change 6,744 Operational change 205 Ot Library 16130 - Adminstration and Facilities 1.0 - .. _ Building Systems Technician PW ,4523 Facilities Management 1 0 - Building Systems Technician Division change - reorganization 0 01 _ Dt 01 01 ,4160 - Transportation Engineering and - PCD aria eDivisien 1 1'0 - M _ '', 1.0 Transportation _ Management Dlvisio_n PCD -4160 - em n t Divi e Eo sneering and PCD .3220 g neerin an .0 PCD Mapa emen PDivision g _g_ _ Code Compliance 1.0 _ Transportation Demand Program Mana er q _. - ',2670 Strategic and Transportation PCD Plannin 1.0 •_ 111Transpo M70 Slrate Ic and Trans ortation g P 1 0 PCD 9 _. _ -_ ;Plannin Transpodation Demand Program __. Transportation Management - Coordinator Division change- reorganization Division change morganizalion 0 0 - rans o a ion aria emen P g __. Coordinator __. (Transportation Management Specialist- Code Compliance Manager _. __.. _ 2670 Qtralegic and Transportation 1 0 PCD I PCO 13220 -Cotle Enforcement 1 0 (Transportation Management Specialist Code Enforcement Manager Division change - reorganization 0 Division reor - chan e anizalion 9 9 - ! 0 01 PCD 3220 - Code Compliance 1.0 Cotle Compliance Supervisor PCD 113220 - Code Enforcement 's 1.0 Cade Enforcement Supervisor Division change - reorganization 0 01 01 01 PCD 13220 -Code Compliance 2.0 _..... - - PCD 13220 -Code Compliance 7.0 (Code PCD 13220 -Code Compliance 1 20 Lead Code Compliance Officer ___ -. _._.__ Compliance Officer I /11 Buildingand Safety Permit Specialist 11 PCD', 3220 - Code Enforcement, 2.0 _._ PCD ''3220 - Cade Enforcement 7.0 PCD ,,3220 - Code Enforcement 2.0 Lead Code Enforcement Officer Code Enforcement Officer 1 /II Code Enforcement Specialist Division change - reorganization 0 Division change - reorganization Division change - reorganization - 0 0 01 PCD 3220 -Code Compliance 1 1.0 'Business License Inspector PCD ,13220 Code Enforcement 1.0 Code Enforcement Officer II Title change - salary increase 4,272 ATTACHMENTC SUPPLEMENTAL POSITION AND CLASSIFICATION CHANGES TO PROPOSED BUDGET FY 2013 -14 DELETE ADD: REASON $UBi"OTALS4 FUND Dept Division 1113020 Delete(MFTE) POSITION TITLE D.Pt Division 1 Add (NFTE) POSITION TITLE PRIMARY REASON NET FTE NETSAL' CHANGE CHANGE 01 01 Police Police - Animal Control Unit 13020 - Animal Control Unit 1.0 2.0. (Animal Care and Control Administrator Animal Care Attendant Police ,3060 - Special Services Division 1.0 Police 3060 - Special Services Division 2.0 Police Services Administrator Animal Care Attendant Title change -salary decrease Division change - reorganization - (9,468) - 0 01 01 Police Police 113020 - Animal Control Unit 6.0 Animal Control Officer Police Sergeant Police ..3060 - Special Services Division 6.0 Police :3050 - Special Services Division : 1.0 Animal Control Officer Division change - reorganization 0 13020 Animal Control Unit 1.0 Police Sergeant Division change - reorganization 0 Ot 01 Police 1113020 - Animal Control Unit i 1.0 Senior Animal Control Officer Police 3050 - Special Services Division ''.. 1.0 Lead Animal Control Officer Title change - no salary increase - 0 Police 1113020 - Animal Control Unit 1.0 Staff Assistant 11 _ Police ;3060 - Special Services Division 1.0 Staff Assistant 11 Division change - reorganization - 0 01 Police 113040 - Administrative Services Division 1.0 CLETS Supervisor Police 13070 - Criminal Investigation Division 1.0 Police Records Supervisor Title change - no salary increase 0 01 Police 13040 - Administrative Services Division 3.0 Crime Prevention Coordinator Police 13060 - Special Services Division 3.0 Crime Prevention Coordinator Division change - reorganization - 0 01 Police 113040 - Administrative Services Division 1.0 Jail Management Supervisor Police 3060 - Special Services Division 1.0 Jail Services Administrator Title change - salary increase' - 9,503 01 Police 1113040 - Administrative Services Division 2.0 Jail Services Attendant Police 3060 - Special Services Division 2.0 Jail Services Attendant Division change- reorganization -+ 0 01 01 Police Police 3040 - Administrative Services Division 13040 - Administrative Services Division 12.0 1.0 Jailer Lead Crime Prevention Coordinator Police 13060 - Special Services Division 12.0 Police 3060 - Special Services Division 1.0 Jailer Division change - reorganization : 0 Lead Crime Prevention Coordinator Division change reorganization 0 01 Police 13040 - Administrative Services Division 'D Lead Jailer Police 3060 - Special Services Division ', 2.0 Lead Jailer Division change- reorganization " 0 01 Police 3040 - Administrative Services Division 1.0 Police Officer Police 3060 - Special Services Division ':' 1.0 Police Officer Division change - reorganization 0 Ot 01 01 Police Police 13040 - Administrative Services Division 3040 - Administrative Services Division 2.0 ! 3.0 Police Property nce Evide Clerk Police Records Supervisor Police 3070 - Criminal Investigation Division 2.0 1 - Police - 13070 - Criminal Investigation Division 1 3.0 Police 13070 - Criminal Investigation Division 15.0 Police Property Evidence Clerk Police Records Supervisor Police Records Technician Division Division change - reorganization ' 0 Division change - reorganization Division change - reorganization 0 Police 13040 - Administrative Services Division 15.0 Police Records Technician : 0 01 01 01 01 01 Police Police Police Police_ Police _ 13040 - Administrative Services Division 13040 - Administrative Services Division 113040 - Administrative Services Division 13040 - Administrative Services Division. 13050 - Operations Division 111 1.0 1.0 1.0 1.0 1 18.0 Police Sergeant Police Services Management Supervisor Properly /Evidence Supervisor Staff Assistant ill _ Communications Operator- Police Police 3070 - Criminal Investigation Division 1.0 -' '- Police 13tAU Criminal Investigation Division I 1 0 Police 3070 Criminal Investigation Division 1.0 1 Police l 3060 - Special Services Division 'i 1.0 Police X113060 - Special Services Division 18.0 Police Sergeant Division change - reorganization 0 Police Records Administrator Title change - salary increase' - 20,056 Property /Evidence Supervisor n Staff Assistant It Communications Operator - Police Division change reorganization Division change - reorganization reorganization Division change - reorganization. : 0 � �0 0 01 01 Police -- Police :3050 - Operations Division 3050 - Operations Division 1.0 1.0 5.0 Court Services Coordinator _ - Police Lieutenant Police Officer Police 113060 - Special Services Division 1.0 Police 3060 Special Services Division 1.0 Court Services Coordinator Division change - reorganization 0 -- Police Lieutenant _- Division change reorganization : 0 01 Police :,3050 - Operations Division Police 13060 - Special Services Division 5.0 Police Officer Division change - reorganization 0 01 01 Police Police i3050 - Operations Division P 3050 -Operations Division 3.0 I 1.0 Police Sergeant 9 Staff Assistant 11 Police 3060 Special Services Division j 3.0 Police 13060 Special Services Division ',� 1.0 Police Sergeant Staff Assistant 11 Division change - reorganization ' 0 Division change reorganization - : 0 FUND 01 01 01 01 01 01 01 31 33 01 25 27 01 01 ATTACHMENT C SUPPLEMENTAL POSITION AND CLASSIFICATION CHANGES TO PROPOSED BUDGET FY 2013 -14 DELETE ADD REASON SUBYOTALS� );. , Dept Division Delete(#FTE) POSITION TITLE Dept Division ! Add (#FTE) POSITION TITLE ! PRIMARY REASON NET FTE NET SAL CHANGE CHANGE Police 113060 - Special Enforcement Division 9.0 Police Officer Police 13050 - Operations Division 9.0 Police Officer Division change - reorganization `0 Police 13050 - Special Enforcement Division 9.0 Police Officer Police Sergeant Police 13070 Criminal n Division 9 0 Police 13050 - Operations Division 1.0 Police Officer Police Sergeant Police Sergeant Division change - reorganization Division change - reorganization Division change - reorganization 0 0 i Police 13060 - Special Enforcement Division ! 1.0 Police ',3060 - Special Enforcement Division 1.0 Police Sergeant Police 13070 Criminal Investigation Division 1.0 0 Police 3060 - Special Enforcement Division 1.0 Staff Assistant 111 Police 3050 - Operations Division 1.0 (Staff Assistant 111 Division change - reorganization 18 -- Police 3070 - Criminal Investigation Division 1.0 Forensic Section Supervisor Police 3070 - Criminal Investigation Division 1.0 Forensics Services Administrator Title change - salary increase' 9,503 Police 3070- Cnminal Investigation Division 1.0 Police Lieutenant Sewer Maintenance Worker l Police .3050 Operations Division 10 PW 16610- Wastewater 1.0 Tolice Lieutenant Sewer Maintenance Worker It Division change- reorganization Q PW 6610- Wastewater I 1.0 Operational change 3,768 PW 114310- Airport 1.0 (Airport Services Manager PW x14310- Airport "� 1.0 Airport Manager Title change - salary decrease (10,104) PW 14010 -Admin Services 1.0 Director of Public Works PW '!,4010 -Admin Services 1.0 Director of Public WorkslAir ort p Director Title change - no salary increase 0 PW 6710 -Water 1.0 - -- PW i!! 4410 - Resource Recovery and Recycling 1.0 Water Production _rotluction and Treatement Su _ Administrative Analyst - Solid Waste _ i, PW 6710 Water 1.0 -- _ PW i,i4410- Resource Recovery and Recycling i 1.0 Water Production and Treatment Plant - Supervisor Administrative Analyst Title change no salary increase Title change - no salary increase i0 '0 PW 114020- Engineering 1.0 Associate Project Manager PW 4020 - Engineering I 1.0 Civil Engineer Reclassification 11,904 RES_ 12140 - Support Services Ili 0.5 Mail Courier ! 1 / Salary totals represent annual change and do not include bingo costs. For total budget impact by division for the pscalyear, please see Attachment A. Delete position TOTAL (0.5) 3.0 FTE (21,984) 371,702 'These salary increases and equity adjustment will be absorbed by existing budget in theirrespective departments. "This 1.0 FTE Network Construction Assistant was already approved for FY2014 -15 during the FY2013 -15 budget process. We are now seeking Council approval to add the 1.0 FTE Network Construction Assistant early, at Midyear FY2013 -14. Reference: Resolution No. 10799 (CCS) & Resolution No. 10800 (CCS) & Agreement No. 9875 (CCS)