FY 2010-11 Recommended Adopted Budget

1. FY 2010-11Recommended Adopted Budget June 21, 2010

2. Purpose for Tonight’s Presentation • Continue the public hearing for the proposed FY 2010-11 City of Ventura Budget • Operating Budget • Capital Improvement Budget • Redevelopment Agency Budget

3. Budget Approval Timeline • April 26, 2010 • Transmit Proposed budget to Council • May 17, 2010 • Open Public Hearing • June 7, 2010 • Continue Public Hearing • June 21, 2010 • Close Public Hearing and Adopt Budget

4. Budget Development • The Second Year of a Two-year Budget • Staff has been working to: • Update the FY 2009-10 General Fund Redesign Plan for second year of the two-year budget • Develop new cost saving recommendations and

5. Living Within Our Means • Balanced approach to delivering key services within the resources available • Safeguards the key services that keep our streets safe, maintain our quality of life and protect our environment

6. Proposed City and RDA Budgets • FY 2009-10 $258 million • FY 2010-11 • Proposed $229 million • Final Recommended $231 million • Approval will result in submission of a balanced budget for all funds that will allow the City to live within its means

7. General Fund Budget • FY 2009-10 $85.1 million • FY 2010-11 • Proposed $80.4 million • Final Recommended $80.4 million • Latest forecast indicates declining revenues of $4.7 mil and rising costs of $3 mil • Total projected shortfall of $7.7 mil

8. Two-Year Position Redesign Reductions - General Fund FY 2009-10 37 FY 2010-11 46 Total83

9. Cost of City Services Per Resident Each Day Police 68¢ Fire 36¢ Public Works 34¢ Community Services 14¢ Community Development 11¢ Finance & Technology 11¢ General Government 10¢ Citywide Obligations 18¢ Total Cost Per Day $2.02

11. Standard and Poors Rating Agency "We consider the city's financial position to be still very strong"

12. Standard and Poors Rating Agency "The city's budget revisions in fiscals 2009 and 2010 have allowed it to maintain what we consider to be a very strong financial position. The outlook also incorporates our opinion that these revisions, along with the proposed additional budget revisions for fiscal 2011, have set the stage for the city to achieve balanced operations during the current trough in the economic cycle."

13. Public HearingDiscussion

16. Police Department Overtime Report FY 09-10

17. Police Department Overtime Report FY 09-10

18. Fire Department Overtime Report FY 09-10

19. Fire Department Overtime Report FY 09-10

21. General Fund Historical Spending Levels

22. Budget Development • Last year, the City fully activated the Budgeting for Outcomes (BFO) process • The result was a General Fund Redesign Plan of $11.4 M that is in place today • The information and data generated last year was the foundation for the FY 2010-11 budget

23. City Council Guidance • This year’s budget was developed with significant guidance and input from the City Council • At an offsite meeting in January, our guiding principles were discussed and updated • Council held offsite workshops to obtain public feedback for balancing the budget

24. City Council Operating Principles “In the face of continuing national economic crisis, Ventura must continue to ensure fiscal sustainability by living within our means.” • Further reductions in lower priority programs and expenses • Continuation of employee compensation reductions • “Re-inventing” services to reduce costs

25. City Council Operating Principles • Opposition to budget gimmickry or borrowing to meet operating costs • Investing in sustainable economic development • Some examples…

26. Lower-priority Services • Consolidating two Senior Centers into one facility • Redeploying Fire Station #4 staff to reduce overtime at the other five stations • Reducing Police sworn staffing assigned to special duty in order to fully staff police patrol

27. Employee Compensation and Workforce Impacts • First year of two year plan (FY 2009-10) • Approx. 37 positions eliminated • Staff reduced their compensation by at least 5% • Second year (FY 2010-11) • Approx. 46 positions recommended for elimination affecting all functions • Currently negotiating with unions for compensation savings to avoid layoffs

28. Reinventing Services • Moving Building & Safety to Com Dev to reduce staffing & consolidate permit process • Redesigning park maintence by deploying staff based upon service need, rather than location • Shifting some tree trimming to contract to allow for more sidewalk repairs

29. Reinventing Services • Use refurbished in-house Fire Dep’t training site to reduce overtime and travel time • Provide on-line PD reporting system for “unknown suspect” misdemeanor crimes • Consolidate civic engagement, cultural and social service efforts into one unit stressing community partnerships • Overhaul of information technology support systems

30. No Budget Gimmickry • No borrowing or funding of ongoing operating expenses with one-time money to “muddle through” • Savings from workers compensation costs • One-time funding of $412 K to ensure the successful completion of the information technology system overhaul

31. Sustainable Economic Development • Long run efforts to restore prosperity and rebuild revenue to restore desired community services and competitive compensation • Plan invests in supporting job and business recovery • Retain and attract high-value, high wage jobs through formal community partnerships

32. General Fund Redesign Plan Revision The budget is built around six strategic visions: • Our Healthy and Safe Community • Our Prosperous Community • Our Well Planned, Designed & Accessible Community • Our Creative and Vibrant Community • Our Green Community • General Government

33. General Fund RedesignFY 2101-11 Update The magnitude of the recommended reductions, in terms of dollars and percents, are shown on the next slide

34. General Fund Redesign Plan The magnitude of the recommended reductions, in terms of services and staff, are shown on the next slides

35. General Fund Redesign Plan • Healthy and Safe • Redesigned • PD - Increase deployment of VIP program; Revenue Enhancement; Contract Services • FD – Fire suppression handled by 5 stations; Ambulance sub-contract; Code enforcement; Const. Permits moved to Community Development • Reduced • Police Administration; Patrol Task Force; Records; PSO; Patrol; Graffiti; Traffic; Detectives; training • Lifeguards only at Marina Park for summer • Eliminated • 20 hour Medic engine

36. General Fund Redesign Plan • Prosperous • Redesigned • Economic Development Focus • VCB Contract, Econ Development Manager and Ombudsman • Redevelopment and Real Estate Development Focus

37. General Fund Redesign Plan • Well Planned, Designed & Access • Redesigned • Focus on Current Planning to reduce backlog • Revitalization: Westside and North Ave Community Plan • Direct Parking Lot lease revenue to metered parking • Shift slurry prep and the paving of trenches from contracting to in-house crews • Eliminated • County Fair traffic control, Sidewalk, Curb and Gutter repair

38. General Fund Redesign Plan • Well Planned, Designed & Access • Reduced • Land Development • Code Enforcement • Street maintenance • Traffic Signal and Parking Lot maintenance • Reinstated • Emergency Sidewalk repair • Median maintenance

39. General Fund Redesign Plan • Creative and Vibrant • Redesigned • Community Partnerships and Cultural Grants Programs restructured for at least one year • Aquatics Center maintenance • Sports Field maintenance and preparation • Parks maintenance

40. General Fund Redesign Plan • Creative and Vibrant • Reduced • Educational outreach programs • Lesser services and fewer hours for Senior Centers • Homeless programs; Special Events • Albinger Museum • Cultural Programs • Customer Service counter hours • Maintenance of neighborhood parks • Eliminated • Vehicles and equipment

41. General Fund Redesign Plan • Our GreenCommunity • Redesign • In house labor being charged to Capital Projects and Capital Project design being outsourced • Pest Management and Safety Program being decentralized • Landscape maintenance 100% outsourced • Decrease linear park; Look to volunteers • Increase median maintenance with savings • Increase tree trimming contracting

42. General Fund Redesign Plan • Our GreenCommunity • Reduced • Tree trimming; storm drain repair; trash removal;wall planter maintenance • Vehicle mechanics • Equipment replacement schedules • Eliminated • All special projects • New tree plantings

43. General Fund Redesign Plan • General Government • Redesigned • Reduce outside litigation counsel, replace with existing staff, new staff, extra help • Transition web to contract services • Reorganize and transition Community Services Marketing to Community Services Department • Implement decentralized citywide Records management program • Decentralized and shared web updating • Move Payroll function to Finance and Technology

44. General Fund Redesign Plan • General Government • Reduced • Council travel, conference and seminar allocation • Suspend Citizen Satisfaction Survey and Communications Survey • Recruitment;Wellness; Training and Development • Eliminated • Leadership Academy funding • Employer Assisted Home Loan funding

45. Next Steps • Obtain additional public comments • June 21 Council meeting • Make any final changes • Adopt budget on June 21, 2010

46. Downtown Parking District • April 15 Advisory Committee meeting • Voted to not fund downtown parking lot leases with parking meter revenues • Next meeting May 20 • Discussion of alternative funding proposals for leases

47. Position Historical Trend

48. Sources of the City’s Budget

49. How is the Money Spent?