alternative management structurecao.lacity.org/reports/zoopresentationalternate.pdf2011-12 2012-13...
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Los Angeles Zoo
ALTERNATIVE MANAGEMENT STRUCTURE
City Administrative Officer
May 2011
City of Los Angeles Four-Year Budget Outlook
2011-12 2012-13 2013-14 2014-15 2015-16
4,379
4,7654,931
5,2005,086
4,484 4,627
4,9514,775
Revenues Expenses
-311-249
-281
-304
Mill
ions
City Administrative Officer
What have we done?
The City has addressed $1.0 Billion in collective deficit using:
•“Fiscal First Aid” techniques
•Long-Term Financial Planning Solutions
City Administrative Officer
Fiscal First Aid
• Evaluated overtime use
• Improved billing and collections procedures
• Explored fees for services
• Refinanced debt for lower interest rates
• Sought state and federal assistance
• Offered early retirement program
• Deferred and/or cancel capital projects
• Used Reserve Fund to soften the landing
• Instituted hiring freezes
• Reduced hours worked
City Administrative Officer
Long-Term Financial Planning• Reduced workforce by 4,000 positions
• Replenished the Reserve Fund and Placed Charter Amendment P on ballot requiring a 2.75% Emergency Reserve Account within the Reserve Fund (approved by voters)
• Addressing major drivers of future deficits
– Placed Charter Amendment to create a new pension tier for new sworn employees (approved by voters)
– Developing new pension tier for new civilian employees
– Negotiated increased co-pays and contribution amounts from employees for health care
• Pursuing alternative service delivery models
City Administrative Officer
Three-Year Plan to Fiscal Sustainability
• Smart fiscal policies
• Focus on core services
• Sustainable workforce
• Alternative service delivery models
Adopted by Council February 9, 2010
City Administrative Officer
Potential benefits of an alternative management structure
• Reduce or eliminate the General Fund subsidy
• Increased operational efficiencies
• Improved and expanded fundraising
• Improved marketing and advertising
• Greater operational flexibility
• Greater ability to pursue commercial activities
• Higher attendance and resultant higher revenue
• Improved concessions and resultant higher revenue
City Administrative Officer
Other Zoos that Transitioned
• Denver
• Dallas
• Tulsa
• Lincoln Park (Chicago)
• Woodland Park (Seattle)
• Zoo Atlanta
• Houston
• Fresno
City Administrative Officer
Government-owned facilities with alternative management structures
• Hollywood Bowl
• Los Angeles County Museum of Art
• Seattle Aquarium
• Central Park (New York City)
City Administrative Officer
Current Zoo Structure FY 2010-11
• Operated as a City Department
• $17.5 million operating budget
– $6.0 million General Fund subsidy
• $8.2 million in support costs subsidized by the General Fund
• 229 authorized full-time positions
City Administrative Officer
• Advisory Zoo Commission
• Council approves admission fee increases
• General Manager – Zoo Director
• Budget subject to annual appropriation through City budget process
• Operation and management under direct control by Mayor and Council
LA Zoo Adopted Budget FY 2005-06 to 2010-11
$14.35$15.20$15.37$15.24$15.02$14.47
$3.44$3.94 $3.96 $3.06 $3.13
$4.30
$17.91
$19.32$18.26
$19.33$19.18
$17.48
2005-06 2006-07 2007-08 2008-09 2009-10 2010-11
Salaries Expenses
Mill
ions
City Administrative Officer
2011-12 2012-13 2013-14 2014-15 2015-16
14.7
3.23.3
5.7
26.9
15.03.33.3
6.4
28.1
17.53.6
3.7
8.9
33.7
16.53.53.6
8.0
31.6
15.73.43.5
7.2
29.8
Salaries Expenses Other Support Costs Retirement and Health
Projected Zoo Expenditure Growth for the Next Five Years
City Administrative Officer
56% Increase
Retirement and Health
Millions
Projected City Costs
33.731.629.828.126.9
2011-12 2012-13 2013-14 2014-15 2015-16
Zoo Expenditures
12.0 12.3 12.7 13.1 13.4
10.1 15.8 17.3 18.8 20.8
4.8
Operating Revenues General Fund Deficit
Mill
ions
City Administrative Officer
Authorized Zoo Staffing FY 2005-06 to 2010-11
256263 268
257245
229
1
1
2
1
00
2005-06 2006-07 2007-08 2008-09 2009-10 2010-11
Regular Resolution
City Administrative Officer
Zoo Workforce
• The 2010-11 Adopted Budget includes 229 regular authority positions, one resolution authority position and one substitute authority position
• 109 are in classifications unique to the Zoo
• 122 are in classifications common among City Departments
City Administrative Officer
Common53%
Unique47%
Zoo Workforce - Labor Representation• 88 percent Coalition of City Unions
• 10 percent EAA
• 2 percent non-represented Non-Rep2%
Coalition88%
EAA10%
City Administrative Officer
Financial Consultant
• The CAO engaged the services of KPMG– To perform a financial analysis of the LA Zoo
– To determine what potential cost savings might be generated by an alternative management structure
– To identify an operating model that may present opportunities for improving cost efficiencies or revenues
City Administrative Officer
Request for Proposals
• The City Attorney recommended conducting a request for proposals (RFP) process to select an operator
• The City Attorney concluded that a competitive process is required to maintain transparency and fairness in the selection process
City Administrative Officer
SUMMARY
• The City’s goal is to improve and enhance Zoo operations while reducing or stabilizing the General Fund contribution
• Alternative Management Structure Benefits– Operational efficiencies– Improved and expanded fundraising– Improved marketing– Operational flexibility– Ability to pursue commercial activities– Higher attendance– Improved concessions
City Administrative Officer
Next Steps
City Administrative Officer
• Identify the labor relations issues
• Discuss challenges and solutions with the City Attorney
• Finalize the RFP in May 2011
• Present CAO report and draft RFP to the Arts, Parks, Health and Aging Committee on June 14, 2011
• Authority to release RFP from full Council
• Release RFP in the Summer of 2011
• Review of responses and selection of operator in the Fall of 2011
• Transition period from Winter 2011 through Spring 2012
• Alternative Management Structure – July 2012
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