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HomeMy WebLinkAboutPOWERPOINT PRESENTATION - 75A-1 - FY 20-21 BUDGET1 AGENDA •General Fund Revenues and Expenditures Summary Comparison •Citywide Budget Summaries •FY 20-21 Department Overview •Organizational Chart •Proposed Budget •Highlights •Goals •CARES Act Spending Plan 2 Other, $64.8 Other, $61.2 Sales Tax, $108.6 Sales Tax, $98.1 Property Tax, $83.0 Property Tax, $87.4 Utility Users Tax, $22.5 Utility User Tax, $24.3 Jail Revenue, $15.1 Jail Revenue, $16.5 Business Tax, $11.0 Business Tax, $9.2 Cannabis Tax, $10.8 Cannabis Tax, $10.7 $- $50.0 $100.0 $150.0 $200.0 $250.0 $300.0 $350.0 FY19-20 Revised FY20-21 Proposed General Fund Revenue (in millions) 3Total: $315.8 Total: $307.4 *Other includes: City Manager’s Office/Legislative, City Attorney’s Office, City Clerk, Human Resources, Finance, Bowers Museum, Strategic Plan (FY 19-20), SARTC Subsidy (FY 20-21), and Labor Cost Savings (FY 20-21) General Fund Expenditures & Transfers (in millions) 4 Total: $316.1 Total: $326.0 5 General Fund Budget -$326.0Cost Category *Includes Self-Insurance, Building Maintenance, Fleet, Technology, Central Services and Stores 6 City Budget -$670.0 (in millions) CITY MANAGER’S OFFICE 7 8 City Manager’s OfficeOrganizational Chart City Manager’s Office Communications Administration Executive Support Positions Full-time: 1 Positions Full-time: 5 Positions Full-time: 4 9 10 City Manager’s Office •Developed a new 5-year Strategic Plan •Hired a Public Information Officer, a Public Works Director and a Library Director •Restored Library as a Department •Reached Agreement with Rancho Santiago CCD •Created Homeless Action Plan and COVID-19 Crisis Communication Team •Led the 150th Anniversary Celebration and the Santa Ana Census Campaign •Increased Communication Outreach 300% across our social media outlets 11 •Continue to provide research and advice to the Council and effectively implement City Council’s policies and priorities. •Provide leadership to all operating departments for implementation of the strategic plan and long-term fiscal viability. •Complete comprehensive protocol and communications plan. •Advocate for legislation as outlined in the legislative platform including pursuing new state/federal grants. City Manager’s Office CITY ATTORNEY’S OFFICE 12 13 City Attorney’s OfficeOrganizational Chart City Attorney’s Office SAPD Legal Advisor Litigation and Code Enforcement Team Transactional Team Positions Full-time: 1 Positions Full-time: 5 Positions Full-time: 5 14 15 City Attorney’s Office •Negotiated settlement with Plaintiff of OC Catholic Worker case resulting in clearance to enforce City’s anti-camping ordinance. •Completion of Municipal Master Facilities License Agreement-for use of City streetlights by cell phone providers for small cell antennas •Completed lease agreement with Santa Ana Unified School District for Centennial Park Education Center. •Defended the City and its employees in numerous tort, election, Surplus Lands Act, and CEQA cases. •Assisted with the preparation of Resolutions, Executive Orders and other matters related to the current local emergency. •Responded to over 1,200 request for legal services from City departments •Provided training sessions to City Staff. 16 •Continue to provide reliable and exemplary service to the City. •Provide an assessment regarding areas of potential modernization of the SAMC. •Assist, where appropriate, with the streamlining of City services. •Implement a cost recovery system to make certain that, where possible, costs for in house legal services are recovered by the City from third parties. •Implement new community improvement enforcement task force to address high priority nuisance cases. City Attorney’s Office CLERK OF THE COUNCIL 17 Clerk of the CouncilOrganizational Chart Clerk of the Council Assistant Clerk of the Council (1) Deputy Clerk of the Council (1) Office Specialist (3) Positions Full-time: 6.0 18 19 Clerk of the Council •Collaborated with the Orange County Registrar of Voters (ROV) to design and plan election infrastructure, most notably the new vote centers and vote-by-mail (VBM) drop boxes. •Managed two elections to fill a vacancy in Ward 4 and a successful recall election in Ward 6; preliminary processing of three (3) recalls, one (1) referendum, one (1) citizen-driven initiative, and the Charter amendment as part of the Ad Hoc Charter Committee. •Continual expansion of transparency efforts by using existing software to post recordings of all active government boards including City Council virtual meetings. •Streamline online forms for filings such as: boards and commission applications, ethics training, and public records. •Diligently negotiated with various vendors to have fees for services not rendered in FY 19-20 waived. 20 •Integrate an innovative agenda management system and software modules to mitigate adverse workload impacts associated with the legislative processes and public comments; •Implement a digital voting system in the Council Chamber; •Update Conflict of Interest Code and campaign committees; •Update and digitize citywide records; and •Work with City Attorney and staff to revise proposed Board and Commission ordinance. Clerk of the Council 21 COMMUNITY DEVELOPMENT AGENCY 22 Community Development Agency Organizational Chart Community Development Agency Administration / Successor Agency Economic Development Homeless Services Housing Positions Full-time: 4 Part-time: 0 Positions Full-time: 22 Part-time: 4 Positions Full-time: 1 Part-time: 0 Positions Full-time: 21 Part-time: 3 23 24 Community Development Agency •Oversight of Downtown parking structure/lot operations •Planning for a permanent homeless shelter in Fall 2020 and close temporary shelter (the LINK) •Utilized CARES Act Funding for rental assistance, homeless shelter service, COVID test and employment and training services. •Completion of Aqua Housing (56 affordable supportive units)& Tiny Tim Plaza (50 affordable units) •Small business grants to provide assistance for business impacted by COVID. 25 •Continue to provide COVID-19 resources to residents and businesses •Complete transition into new permanent homeless shelter •Finalize mixed use development (hotel/residential) agreement for Third and Broadway Parking Structure. •Advance affordable housing projects (i.e. Crossroads at Washington) •Disposition of YMCA Building Community Development Agency 26 HUMAN RESOURCES 27 Human Resources Organizational Chart 28 HUMAN RESOURCES DEPARTMENT OPERATIONS BENEFITS & COMPENSATION RISK MANAGEMENT Positions Full-time: 18 Positions Full-time: 5 Positions Full-time: 4 29 30 Human Resources Department •Conducted 185+ recruitments including the processing of over 16,000 applications, which includes the hiring of 50 new police officers. •Managed benefits for 1,316 employees & processed 188 employee separations/retirements. •Processed 700+ subrogation/cost recovery cases resulting in funds recovery in excess of $330,000 in 9 months. •COVID-19 response: Developed policies,Managed EFMLA/PSL leaves, and Coordinated and funded installation of protective shields for Public Counters and employee workstations. •Return to Work Program, designed to bring injured employees back to work on temporary assignments. 31 •Revamp citywide performance review system. •Employee Wellness Program. •New Employee Orientation. •Continued COVID-19 mitigation and education measures. •Focus on leadership & supervisor development. Human Resources Department INFORMATION TECHNOLOGY 32 Information Technology Organizational Chart 33 Information Technology Department Infrastructure/ Network, Data Center, Telecom Infrastructure/ Tech Support Applications/ Enterprise Systems Applications/ Specialized Systems Applications/ GIS Admin Positions Full-time: 4 Contract: 4 Positions Full-time: 4 Positions Full-time: 8 Positions Full-time: 2 Contract: 3 Positions Full-time: 3 Positions Full-time: 3 Part-time: 0 34 35 •Land Management System Replacement •Data Center Backup Upgrade •Timekeeping System •Additional Cybersecurity Protection •Infrastructure Upgrades Information Technology 36 •Document Management and Online Forms Improvements With Multiple Departments •Complete Phone System Migration With PD •Select and Start Land Management System Replacement •Continue Replacing Outdated Infrastructure Information Technology LIBRARY 37 Library Services Organizational Chart Library Services Department Adult Services Young Adult Services Youth Services Technology and Support Service Positions Full-time: 4.5 Part-time: 0 Positions Full-time: 4 Part-time: 14 Positions Full-time: 6.5 Part-time: 7 Positions Full-time: 9 Part-time: 29 38 Positions Full-time: 2 Part-time: 1Administration 39 Library Services Department •A new bookmobile was designed to better serve the community’s technological, educational and entertainment needs that will launch in FY 20/21. •Upgrades are being finalized for Newhope Library to become a full service building with expanded hours, new furniture, a media lab and a variety of exterior improvements. •New virtual programs for all ages and expanded e-library services that now include a free movie streaming service for the community. •Recruitment of a Library Operations Manager to provide the Department with administrative oversight of projects and programs. 40 •Expand the wireless hotspot lending program to better serve youth populations without internet access. •Increase the Library’s innovative virtual program offerings using popular streaming and video conferencing services. •Explore new ways for technology to improve patron experiences including wireless printing and scanning services at the Library. •Implement a free virtual high school diploma program allowing adult residents to accomplish their educational and career goals. Library Services Department 41 PARKS AND RECREATION 42 Parks, Recreation and Community Services Agency Organizational Chart Parks, Recreation and Community Services Agency Administration Parks & Facilities Recreation & Community Services Santa Ana Zoo Positions Full-time: 11 Part-time: 0 Positions Full-time: 26 Part-time: 16 Positions Full-time: 27 Part-time: 164 Positions Full-time: 15 Part-time: 23 43 44 Parks, Recreation and Community Services Agency •Awarded $6,890,928 Grant Funds •Park Maintenance Contracts •Park Safety and Security •Road Map For Public Parks, Open Space and Trails •Evaluate service delivery and financial management to enhance and/or sustain services short and long term. 45 •Park Renovations & Construction New Parks •Parks Safe, Clean and Green •Park Patrol Security Program, Park Ambassador and Park Host •Parks Master Plan •Recreational Services and Financial Sustainability Analysis Parks, Recreation and Community Services Agency 46 PLANNING & BUILDING AGENCY 47 Planning and Building AgencyOrganizational Chart Planning and Building Agency Administrative Services Building Safety Code Enforcement Planning Positions Full-time: 11 Part-time: 6 Positions Full-time: 25 Part-time: 1 Positions Full-time: 20 Part-time: 0 Positions Full-time: 16 Part-time: 6 48 49 Planning and Building Agency •Issued over 6,500 permits with a total valuation of over $350 million of project valuations •Upgrade the customer management flow system (Q-matic) to better meet the needs of customers and city staff •Process applications for major current planning projects, and incorporate methods of making Historic Resources program more efficient •Adopt permanent regulations addressing ADUs and Code updates •Railroad R.O.W. and Vice Enforcement (cyber cafes, cannabis, illegal gambling) 50 In FY 2020-21, the Planning and Building Agency is focused on implementing and progressing several key initiatives. •Customer Service Enhancement: •Strengthen core counter and cannabis teams to serve increasing demand •Technology Implementation: •Implement electronic records management system and upgrade land management system to a more efficient permit system to improve customer service •Revenue Generation and Cost Savings: •Diligently process projects, plan checks and inspections, and code enforcement inspections •Pursue opportunities to improve workflow efficiencies to save costs and streamline processes •Conduct Seismic Retrofitting Study to improve city’s resiliency and prevent severe disruption to local economy in case of disaster Planning and Building Agency 51 POLICE 52 Police Department Organizational Chart Chief of Police Administration Bureau Investigations Bureau Field Operations Bureau Jail Bureau Positions Full-time: 104 Part-time: 11 Positions Full-time: 115 Part-time: 16 Positions Full-time: 291 Part-time: 14 Positions Full-time: 97 Part-time: 11 53 Positions Full-time: 13 Part-time: 0 54 Police Department 55 •Maintains funding for Community Oriented Policing to continue community engagement activities and programs, including CERT, Santa Ana PAAL, Parent Academy, and many other programs •Maintains funding for 366 sworn officers in support of the Department’s goal of continuing to reduce response times to 911 emergencies •Maintains and increases funding for Quality of Life Teams to address community quality of life issues and support the City’s efforts to address homelessness. QOLT staffing will increase effective July 5, 2020. •Existing funding used to support new Metropolitan Division, which includes Major Enforcement Team and Gangs, to proactively respond, mitigate and prevent violent crime. •Increase the Public’s Safety •Increase Community Engagement with focus on transparency •Increase Operational Excellence and Efficiency •Train (with focus on de-escalation tactics), Develop and Mentor personnel •Recruitment, Branding and Succession Planning Police Department 56 PUBLIC WORKS AGENCY 57 Public Works Agency Organizational Chart Public Works Agency Administrative Services Engineering Services Fleet, Facilities, Stores, Streetlight Maintenance Maintenance Services Water Resources Positions Full-time: 19 Part-time: 2 58 Positions Full-time: 59 Part -time: 19 Positions Full-time: 40 Part-time: 10 Positions Full-time: 39 Part-time: 11 Positions Full-time: 71 Part-time: 26 59 Public Works Agency •Increased budget for homeless services cleaning activities. •Partial funding approved for a Citywide Parking Plan. •Increased budget for Graffiti Services Contract. 60 •Fulfill the 75% CIP CDBG Expenditure drawdown and MOE Expenditure drawdowns for the fiscal year by March 2021. •Implement a dedicated Citywide concrete sidewalk replacement program. •Conduct an assessment of all City Facilities to determine condition and required repairs. •Design and construct a new CNG station at the City Yard. •Award Advanced Meter Infrastructure contract and install first 1,000 smart water meters. •Begin drilling of Washington Groundwater Well (first new water well in over 10 years). •Complete applications for maximum requests in advance of grant deadlines for Active Transportation Program (ATP), Highway Safety Improvement Program (HSIP), and Bicycle Corridor Improvement Program (BCIP). Public Works Agency 61 FINANCE & MANAGEMENT SERVICES 62 Finance & Management Services Organizational Chart Finance & Management Services Accounting Purchasing Payroll Treasury Central Services Management & Support Positions Full-time: 7 Part-time: 2 Positions Full-time: 5 Positions Full-time: 6 Part-time: 1 Positions Full-time: 22 Part-time: 11 63 Positions Full-time: 20 Part-time: 5 Positions Full-time: 2 Part-time: 2 64 Finance & Management Services Agency We provide financial information, and seek opportunities to modernize and save money. •IMPROVE ACCOUNTABILITY –Implemented Cost Allocation Plan which is compliant with State and Federal regulations. •MODERNIZE –Successfully upgraded payroll system for better functionality. •SAVE MONEY –Refinanced Gas Tax debt to provide additional funding for street repairs and long-term savings of $18.8 million. 65 •IMPROVE ACCOUNTABILITY – Implement a time-keeping system. •MODERNIZE –Upgrade utility billing system to integrate with the Advanced Meter Infrastructure project. •SAVE MONEY –Develop a pension cost reduction strategy for City Council consideration. 66 Finance & Management Services Agency CARES Act Spending Plan City expects to receive allocations from both state and county, potentially more than $31 million. •The funding is restricted, and cannot be used to backfill revenue losses. CARES Act Funding Other Resources City’s match for EOC purchases and staff overtime covered by FEMA FEMA for EOC purchases and staff overtime Regular staff time for COVID-19 response not covered by FEMA CESF grant for EOC purchases Sanitization & Testing HHAP and ESG grants for COVID-19 response for the homeless Special Admin Leave CDBG for small business grants Unemployment Claims 67 July 7 –Adoption (second reading) of the City Budget and Capital Improvement Plan. July 1 –New Fiscal Year 2020-2021 Begins No later than October – Budget update to City Council after April –June sales tax data is received. 68