75A - PH 2013-2015_BUDGET_SUMMARY

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Budget Assumptions: 1. Departments to reorganize structure based on what City can afford 2. Implements the expiration of the compensated deferrals (approximately $7.4M) 3. No new programs or services 4. Continues to evaluate public safety costs 5. No new increases in negotiated compensation 6. Increases in Ca1PERS and medical costs are included 7. Copped costs for services and supplies 8. No additional general fund contributions to CIP 9. Honors Council approved Fiscal Policy 10. Assumes moderate growth in revenue sources 11. Returns former redevelopment Property Tax to General Fund 12. Risks to significant revenues identified but not included City Council Budget - Related Policies: 1. Adoption of a 2 -year budget 2. Provided labor strategy authority 3. Supported restructuring of departments' organizations and services provided based on the dollars available 4. Supported review of Police Dept. operations to identify financial savings 5. Continued support of Fiscal Policy & appropriate reserves 6. Supported appropriating Property Tax from former RDA 7. Supported the preparation of assessment studies for CIP infrastructure needs, deferred maintenance issues and planning needs 8. Modernizing the UUT 9. Supported studying the reduction of the water transfer 10. Provided direction on budget outreach and communication 11. Supported the development of strategic plan The ultimate effect of these assumptions and direction from City Council is a two -year balanced budget with the primary fiscal objective of establishing a foundation and base -line to build upon future budgets as well as community and organizational needs. The budget continues established strategies to move the City into long -term financial stability while maintaining core programs and services to the extent possible. To ensure transparency and community involvement, a total of ten public meetings will have been held by the second council meeting in June. These meetings provided the public the opportunity to learn about the budget process and provided a vehicle for residents to ask questions and express their opinions concerning community priorities. In addition, the organization has outlined key strategies for the coming two years. The primary is the completion of a five -year strategic plan. Additionally, in FY 2013 -14, the City will embark on a strategic visioning process that will define community needs and organizational direction in terms of services and resources. The cycle will begin upon conclusion of the budget process and will include strategic planning meetings with the City Council and community, and considered further at the Council Committee level.