city of palmdale fy2015-16 proposed budget. budget goals provide for fiscal sustainability balance...

City of Palmdale FY2015-16 Proposed Budget

Budget Goals Provide for fiscal sustainability Balance expenditures with revenue Maintain an adequate reserve level Align City finances with strategic plan Address challenges of the City

Strategic Plan I. Sustainable Community Recreation and Culture Neighborhood Preservation and Revitalization Community Engagement Safety II. Sustainable Economy Infrastructure Diversification Industry Clusters Retail Revitalization Regulatory Approach III. Sustainable Organization Quality Services Employee Development Financial Health Internal and External Communication

City Council City Manager Dave Childs Administrative Services Anne Ambrose Economic and Community Development Recreation & Culture Keri Smith Public Works Mike Mischel Neighborhood Services Mike Miller City Attorney Matt Ditzhazy Finance Human Resources City Clerk Information Technology Emergency Mgmt. Legislative Advocacy Grants Management Special Projects Volunteerism Community Programs Planning Building & Safety Engineering Business License Traffic GIS Economic Development Film Industry Support Event Tourism Recreation Parks Aquatics DryTown Legacy Commons Library Airpark Playhouse Chimbole Center Special Events Sports Amphitheater Softball Tournaments Public Art Capital Projects Streets Utilities Landscape Maintenance Facilities Maintenance Fleet Maintenance Parks Maintenance Storm Water Management Solid Waste & Recycling Neighborhood Compliance Sheriffs Contract Code Enforcement Community Service Officers PAC/Sheriff Neighborhood Watch Business Watch Housing/CDBG SAVES Graffiti Restitution Public Security Officers Crime Prevention Legal and Risk Management Litigation Insurance Executive Assistant Nardy Lopez Organizational Structure Quality Services Financial Health Employee Development Retail Revitalization Diversification/ Industry Clusters Regulatory Environment Safety Community Engagement Neighborhood Preservation & Revitalization Recreation & Culture Infrastructure Primary Relationship To Strategic Plan Objectives Marketing & Communications John Mlynar Communications In & Out

Past & Current Balancing Strategies Reduced Full-Time Positions from 355 to 184 Internal recruiting for vacant positions as employees leave Reductions throughout all budgets as a result of conservative spending Previous reductions in employee benefits Employees pay 8% of PERS employee portion Temporary employees pay 100% of PARS Implemented new pay range/step schedule for new hires Reduced benefits for new hires and benefitted part-time employees Suspended cost of living increases beginning in FY 2006-07 to 2014-15 Suspended tuition reimbursement and 401A contributions Eliminated holidays Implemented self-insured medical to reduce escalating costs of PERS health plans Organizational restructuring

Full-Time Authorized Positions

Budget Balancing Strategies Reduce department operating and equipment categories as appropriate Bring revenue and expenses into alignment Continue to diversify revenue base and implement revenue enhancements Implement technology solutions to streamline and create efficiencies in services and revenue collections (E-Government) Use one-time funding for one-time expenses and/or for increasing general fund reserves Pursue all revenue owed to the City (e.g. Business Licenses, Rental Unit Inspection fees, citation collections and tax audits) Pursue appropriate grant opportunities Recommended General Fund reserve policy of 20% with a goal of 30% Create reserve levels that provide for future economic uncertainties, disasters, and capital replacement Estimated reserves of 34.0% and 28.3% for 14/15 and 15/16, respectively

FY2014-15 Accomplishments Maintained Law Enforcement Officer Levels Reduced Crime by 3.3% - Lowest crime rate in 20 years Increased outreach activities (Coffee with a Cop, AV YouthBuild, Neighborhood Watch Groups, Partners Against Crime, Park Watch, Focus Neighborhood Program, Ruth and Kery Show) Partnered with LA County-Construction started on new Palmdale Animal Care Facility (5.94 acres transferred to the County for a new animal shelter/$20.1 million project) Successfully attracted new commercial and manufacturing businesses to the City (providing over 200 new jobs) Generated $4.1 million in total savings to General Fund from partial refinancing of Debt Initiated online applications for new business licenses (resulted in 1,400 online renewals) Negotiated first Memorandum of Understanding with the Teamsters

FY2014-15 Accomplishments Continued Expanded Resident Programs Expanded Senior Center, Palmdale Playhouse and other Rec & Culture programs Renovated the Playhouse (new carpet, audio and lighting equipment) New Library Tech Mobile Expanded Airpark display Volunteer hours and donations for City programs increased (22,788 hours donated in 2014) Afterschool Homework Program in 3 Neighborhood Houses Two Community Gardens New Community Partners for Neighborhood Housing Program Expanded SAVES Programs Public Works Programs Installed Walk on Words public sidewalk art Implemented illegal dumping grant program Implemented Commercial Property Assessed Clean Energy Program Landscaping Maintenance District- new wrought iron fence, landscaping remodeled and plants replaced Conversion of 117 outdated rectangular sewer manholes to safe, current circular standard Construction of 2.2 mile sanitary sewer mainline with 38 manholes along Avenue M Increased F.O.G. (Fats, Oils and Grease) Outreach Program Upgraded to more energy efficient pool heaters at Drytown Waterpark and Oasis Pool

FY 2015-16 Budget Summary All Funds including Agency Funds Total Expenditure Budget - $234,469,840 78.2% of Expenditures in 1 st 3 Categories General Fund - $66.3 Million ($2.9 million increase) Capital Projects - $72.8 Million ($33.4 million increase) Successor Agency - $44.4 Million ($213,090 increase) Special Funds - $24.8 Million ($2.9 million decrease) Housing Authority - $7.8 Million ($76,120 decrease) PCA/PFA - $9.0 Million ($25.2 million decrease) Assessment Districts - $9.3 Million ($ 6.0 million decrease)

FY2015-16 General Fund Budget Sources: Revenues $ 52,117,810 Special Funding Transfers 14,112,210 Total Sources 66,230,020 Utilization of Fund Balance 2,809,300 Total Sources $ 69,039,320 Uses: Operating Exp. General Fund $ 52,163,990 Operating Exp. Special Revenue 14,112,210 Transfers Out 1,272,820 Capital Expenditures 1,490,300 Total Uses $ 69,039,320

General Fund 8 Year Comparison

General Fund Resources $66.2M FY2015-16

Major Tax Revenues-General Fund Projected Sales Tax $16.9M (1.8% increase) Property Taxes (3.95% increase) $11.5M in Property Tax in Lieu of VLF ($440,780 increase) $5.6M in Property Tax Allocated by County ($210,120 increase) Other Taxes $5.2M in Franchise Taxes ($815,950 increase) $3.0 M in Hotel Taxes ($142,500 increase)

General Fund Expenditures $66.3 M FY2015-16

Capital Projects $72.8 M

Department Budgets 2015-16 Highlights

Administrative Services Finance, Human Resources, City Clerk, Information Technology, Emergency Management, Legislative Advocacy, Community Programs/Volunteers - Create a Sustainable Community - Quality Service Financial Health Employee Development Internal Communication Safety - Emergency Management Community Engagement - Volunteers

Administrative Services Administration Division Conduct community-wide satisfaction survey Implement Village Square community dialogues Continue to review processes and practices to improve efficiencies to provide excellent customer service Finance Continue to provide short and long-range financial forecasting Develop new physical fixed-asset inventory procedures Continue to evaluate business practices and methods to provide services in the most cost-effective manner

Administrative Services City Clerk Implement second phase of Records Retention policy revision Upgrade Council Chambers audio/visual Prepare for Elections (Tentative) Human Resources Conduct recruitments for new City Manager and Director of Economic and Community Development Apply the mandated increase in minimum wages Implement findings from classification and compensation study Conduct annual employee survey Implement mandated sick leave program for part time staff Promote Healthy Living Program activities

Administrative Services Information Technology Continue to implement server upgrades as necessary Continue to explore e-government solutions Finish review and select vendor for new development services software solution Emergency Management Complete update of Local Hazard Mitigation Plan Conduct employee training and exercising

Administrative Services Legislative Advocacy Continue to monitor and advocate for appropriate legislation Community Participation/Volunteer Programs Implement database management system for volunteer staff Introduce Palmdale Engaged program and continue to facilitate and recognize service throughout the community. Expand collaborations with community partners to increase service learning opportunities for youth.

Recreation and Culture Palmdale Amphitheater, DryTown Water Park, Best of the West, Playhouse, Heritage Air Park, Chimbole Cultural Center, and Palmdale Library - Create a Sustainable Community - Recreation & Culture

Recreation and Culture Noteworthy Advancements Increased use & participation reported department wide Palmdale Library extends reach Cultural Center essential community asset

Recreation and Culture Joe Davies Heritage Airpark achieves monumental strides Playhouse expands opportunities in the arts Legacy Commons rejuvenates Athletics valued

Recreation and Culture DryTown Best Day Ever! Investing in our parks Building community

Economic and Community Development Department Economic Development, Planning, Business License, Building & Safety, Engineering, Traffic Engineering, Signal Maintenance, Development Engineering - Create a Sustainable Economy - Diversification/Industry Clusters Retail Revitalization Regulatory Approach Infrastructure

Economic and Community Development New Department Merges functions of Economic Development with Development Services (Planning, Engineering, Traffic, Building & Safety and GIS) Recruitment underway for new director Will further our efforts to be more business friendly and attract new businesses by streamlining processes

Economic and Community Development Diversification /Industry Clusters Focus diversification efforts on identified industry clusters Aerospace Manufacturing Health Care Film Industry Work with brokers and developers to meet needs of start-ups or growth businesses looking to relocate Actively market 500+ acres owned by the City at Sierra Highway and Avenue M as prime manufacturing sites Promote foreign trade and the utilization of our Foreign Trade Zone Support and promote the efforts of the South Valley Worksource Center in training and placing employees in new jobs.

Economic and Community Development Retail Revitalization Continue visits and tours of local retailers to better understand the trends that affect them Work with property owners and leasing agents to identify potential opportunities for new tenants and reuse/repurposing of existing retail space Work in partnership with Antelope Valley College and businesses adjacent to the proposed Palmdale Campus to leverage the retail revitalization potential brought by the infusion of students to the area.

Planning Division Continue to improve customer service to our residents, developers, consultants and contractors. Continue reviewing and updating our regulations. Update Zoning Ordinance related to Alcoholic Beverage Establishments. Expect an increase in the number of Development Advisory Board reviews to more than 50. Expect for to review and approve 45 or more land use entitlements in the Planning Commission. Increase the number of Business Licenses from 7,000 to 9,000.

Building & Safety Division Continue to provide same day inspections for all building inspection requests. Implement online applications for permits and continue to improve digital plan checking, ProjectDox. Continue project processing and inspections for Chick-fil-A, Aldis Grocery Store, fueling tanks for NASA, CarMax Auto Retail, etc. Residential Rental Program Inspection 1500 Units. Permits issued - 1400

Engineering Division Launch an upgrade to the Citys GIS, Geographic Information System. Utilize videoconferencing technology for meeting with Caltrans, Metro, SCAG, California HSR and others. Continue working with the California High Speed Rail Authority to establish new multi-modal station. Apply for transportation related State and Federal Grants. Continue to provide public works inspections within 24 hours of service calls. Continue to maintain our citywide traffic signal system.

Neighborhood Services Housing, Code Enforcement, Neighborhood Compliance Officers, Crime Prevention, Public Security Officers, Community Safety Officers, SAVES, Community Programs - Create a Sustainable Community Neighborhood Preservation & Revitalization Community Engagement Safety

Neighborhood Services Neighborhood Preservation and Revitalization: Development of The Colony Complex for Courson Connection, Single Family Homes with Habitat for Heros and Transit Village Townhomes Partner with local non-profit stake holders to create affordable housing that offer supportive programs to residents and families including the Focus Neighborhoods Continue to manage Housing Assets and utilize the Housing Authority as the Successor Housing Agency as needed Continue to address illegal dumping Abate blighted and un-safe structures

Neighborhood Services Neighborhood Preservation and Revitalization (cont.): Continue to strengthen and utilize the Neighborhood Compliance Officer program to monitor vehicle related violations related to Parking Enforcement and Code Enforcement Promote and coordinate the collection of outstanding fees in an effort to maintain organizational and public infrastructure that provide services to the community Continue to expand the level of service and facilities of the SAVES program to better serve our residents in need Maintain and promote a total of 5 neighborhood houses with engaging programs

Neighborhood Services Community Engagement: Promote a proactive relationship with residents to seek compliance of violations Continue to promote Fair Housing to the community Continue media programing that informs the public about how to keep our community safe and includes elements of community safety education Continue Neighborhood Watch and Business Watch outreach and utilize volunteers to create greater outreach Continue to promote through various levels of community outreach the importance of reporting crime

Neighborhood Services Safety : Continue to partner with our Los Angeles County Sheriffs Department to keep our community safe and monitor the administration of the service contract including specialized traffic enforcement to reduce DUI and hit and run incidents and increase community outreach to improve community relations Continue to promote graffiti abatement and implement a right of entry program to better abate incidents of vandalism Continue promoting the Partners Against Crime Program and expand community partner base Continue to promote the Public Security Officer program and implementation of the officers serving as City Ambassadors to park patrons and monitoring park conditions Continue to partner with the County of Los Angeles regarding animal control and promote the future opening of the animal control center within the City of Palmdale

Public Works Public Works Administration, Drainage Administration, Regional Basin Maintenance, Street Maintenance, Government Facilities, Transit Services, Park-in-Ride, Park Maintenance, Landscape Maintenance, Sewer Maintenance, Park, Landscape, and Street Light Assessment Districts, - Create a Sustainable Economy and Community- Infrastructure Community Engagement

Public Works Capital Improvement Program FY 15-16 Budget - $72.8 Million Major Construction Projects: Avenue S Widening- ($9 Million) Street Resurfacing -($6.8 Million) North County ITS Expansion - ($4.3 Million) Sam Yellen Park -($3.2 Million) McAdam Pool Renovations ($1 Million) Rancho Vista/10 th Street East Traffic Signal -($1 Million)

Public Works Capital Improvement Program, Cont. FY 15-16 Budget - $72.8 Million Major Design Projects: Measure R Projects Palmdale Blvd. Improvements (5 th Street East to 10 th Street East) - Rancho Vista Blvd/SR 14 Ramp Improvements and South Bound SR 14 mainline improvement Palmdale Blvd/SR 14 Ramp and Intersection Improvements 10 th Street West Widening (Rancho Vista O-8)/SR 14 Ramp Avenue N/SR 14 Improvements Avenue R Complete Streets Pearblossom Highway Reconstruction Amargosa Creek Upper Recharge Rancho Vista Grade Separation

Public Works Maintenance Turf Removal Program Pelona Vista Park Improvements Season of Service Road Maintenance Resurfacing Environmental Trash Franchise Agreement RFP Streetlight Inventory and Acquisition City Facilities Energy Efficiency Retrofits LED Traffic Signal Safety Light Retrofits Utilities Sewer Line Assessment Program Phase II Design of Recycled Water Backbone System

Strategic Plan I. Sustainable Community Recreation and Culture Neighborhood Reservation and Revitalization Community Engagement Safety II. Sustainable Economy Infrastructure Diversification Industry Clusters Retail Revitalization Regulatory Approach III. Sustainable Organization Quality Services Employee Development Financial Health Internal and External Communication

Budget Goals Provide for fiscal sustainability Align expenditures with revenue Maintain an adequate reserve level Align City finances with strategic plan Address Challenges of the City

City of Palmdale 2015-16 Proposed Budget

city of palmdale fy2015-16 proposed budget. budget goals provide for fiscal sustainability balance...

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city of palmdale fy2015

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