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
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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
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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.
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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
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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
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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.
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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
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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
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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
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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
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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.
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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.
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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.
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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
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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
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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
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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)