Blue Ribbon Committee Recommendations Report · 54. 2. The City’s salaries and benefits are not comparable with local employers and are unsustainable for the future--need to reset

April 27, 2010

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2

Charter and focus

Community priorities

The New Normal

Structural recommendations

Short-term recommendations

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• Position the City for long-term financial stability and efficient government (permanent and structural)

Primary Goal

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Primary Goal

•Review current budget reduction plans, additional ideas, minimize conflicts with structural change (short term and temporary)

Secondary Goal

• Independent Budget Advisory Committee

•City Staff

Other groups focused heavily on short term budget cuts

• Experts in our group• Looking at other

cities

We concentrated on organizational

effectiveness

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BRCBuilding Healthy

Communities Plan – from the California

Endowment

Three Neighborhood

Budget Meetings held in 2010

Eagle Drive Bison Way Neighborhood

Association

Independent Budget

Advisory Committee

Series of Public Hearings with

Commissions and Committees of the

City

Blue Ribbon Committee Members

Leadership Salinas Valley

Class 28

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BRCSeries of Public Hearings with

each City Department

One on one meetings with City Council

members

Meetings with City

management and staff

International City/County Management Association

Cities of Fairfield,

Roseville and Tracy

Current & former officials from

California cities

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Public Safety

Community Services

Community Development

General Government

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• EssentialHigh Priority

•DesirableMedium Priority

•DiscretionaryLow Priority

•DesirableMedium Priority

•DiscretionaryLow Priority

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Community Development•Attract businesses, retail and jobs

•Master planning

•Eliminate blighted conditions

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Community Development•Attract businesses, retail and jobs•Master planning•Eliminate blighted conditions

Community Services•Libraries for reading, references, study•Available neighborhood recreation centers•Youth, literacy and educational programs

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General Government•Legal and administrative compliance

•High service levels in priority areas with excellent community relations

•Implement Council-mandated policies

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General Government•Legal and administrative compliance•High service levels in priority areas with excellent community relations•Implement Council-mandated policies

Public Safety•Reduce gang violence•Emergency medical services & response•Investigate all crimes•Resolve serious code violations

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Community Services

Public Safety

General Government


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1970s, 1980s, 1990s Old Normal

2000s Financial CollapseNew Normal To Be Found!

Real Estate ValuesUp – Up - Up

Property Tax RevenuesUp – Up - Up

City RevenuesUp – Up - Up

Real Estate ValuationsDown – Down - Down

Property Tax RevenuesDown – Down - Down

City RevenuesDown – Down - Down

Static City structure & organization

Dynamic City structure and organization

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Evaluating priorities

Making very tough choices

Taking action

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Receive Layoff Notices

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• Economic & fiscal health• A well planned community• Community infrastructure that is

complete and up to date• Outstanding recreational opportunities• A safe & secure community• Technology literacy in an

information rich environment• Commitment to community services• An educated and involved citizenry• An outstanding city organization• Environmental quality

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August, 2008

To preserve and improve the quality of life for Tracy so we become the mostprosperous community in California.

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• Customer Service• Honesty• Excellence• Respect• Innovation• Stewardship • Hospitality

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• the communityENGAGE

• for a thriving communityPLAN

• and organize the City for successSTRUCTURE

• on necessary short-term actionsACT

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• for a thriving communityPLAN



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Plan and coordinate with the

community

Use local expertise

and talentsBusiness

community &

stakeholders

Non-profits

Neighborhood Groups and Community Volunteers

Nurture and sustain

collaborative relationships


•for a thriving communityPLAN



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The 2002 General Plan leaves us at a competitive disadvantage

Out of date and misaligned with the

New Normal

Does not include goals, strategies, action plans or

timelines

Does not position Salinas to compete

with other cities and regions to

attract new industrial and retail

opportunities

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Invest in creating a Land Use Master Plan to describe our broad, long-term

vision for the future.Focus on economic

development, higher paying

jobs and diversity of

retail choices.

Provide for additional

open space, agpreservation

and enhanced public

facilities.

Actively include

Community Resources to identify vision

and build consensus.

Effectively collaborate

and coordinate with the

County and other

government agencies.

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Invest in a Strategic Plan to implement the policies and action plan. Allocate resources to achieve the vision described in the Master Plan.

Identify policies,

strategies and

priorities.

Define goals, action plans

and schedules. Measure

progress and results.

Implement the strategies while remaining open and flexible to

respond to changing market

conditions.

Create a sense of urgency and

a culture committed to

outcomes.


•for a thriving communityPLAN

•and organize the City for successSTRUCTURE

•on necessary short-term actionsACT

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Effective long term planning and short

term actions

Efficiently deliver services

Community Development: Economic, Environmental & Societal

Advancement

Community Services: Recreation, Libraries and Enrichment

Fire: Fire Prevention, Suppression and Emergency Medical

Police: Crime Prevention, Suppression and Investigation

Engage the community

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Community of Salinas

City Council

Committees Commissions Boards

City Manager

Service Departments Support Services

Polic

e

Fire

Econ

omic

D

evel

opm

ent

Engi

neer

ing

&

Tran

spor

tatio

n

Com

mun

ity

Dev

elop

men

t

Libr

ary

Park

s &

Com

mun

ity

Serv

ices

Hum

an R

esou

rces

Fina

nce

City

Atto

rney

Envi

ronm

enta

l &

Mai

nten

ance

BoardsCommittees Commissions

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City Council

City Manager



Polic

e

Fire

Econ

omic

D

evel

opm

ent

Engi

neer

ing

&

Tran

spor

tatio

n

Com

mun

ity

Dev

elop

men

t

Libr

ary

Park

s &

Com

mun

ity

Serv

ices

Hum

an R

esou

rces

Fina

nce

City

Atto

rney

Envi

ronm

enta

l &

Mai

nten

ance

Boards

City Manager

Committees Commissions

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City Council


Community Services


Polic

e

Fire

Econ

omic

D

evel

opm

ent

Engi

neer

ing

&

Tran

spor

tatio

n

Com

mun

ity

Dev

elop

men

t

Libr

ary

Park

s &

Com

mun

ity

Serv

ices

Hum

an R

esou

rces

Fina

nce

City

Atto

rney

Envi

ronm

enta

l &

Mai

nten

ance

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City Council

City Manager

Support Services (Finance and Human Resources)

Polic

e

Fire

Com

mun

ity

Dev

elop

men

t

Com

mun

ity

Serv

ices

City

Atto

rney

Public Safety Commission

Community Development Commission

Community Services

Commission

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City Council

City Manager


Polic

e

Fire

Com

mun

ity

Dev

elop

men

t

Com

mun

ity

Serv

ices

City

Atto

rney



CommunityServices

Commission

Com

mun

ityR

esou

rces

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City Council

City Manager


City CouncilInitiative



CommunityServices

Commission

Police FireCommunity

DevelopmentCommunity

Services City AttorneyCommunityResources

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City Council

City Manager


Youth Crime &Gang Violence

ReductionInitiative



CommunityServices

Commission




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City Council

City Manager





ProsperityInitiative



CommunityServices

Commission

Youth Crime &Gang Violence

Reduction Initiative

OrganizationalEffectiveness

Initiative

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Primary Goal

• Review current budget reduction plans, additional ideas, minimize conflicts with structural change (short term and temporary)

Secondary Goal

• the communityENGAGE• for a thriving communityPLAN

•and organize the City for successSTRUCTURE

•on necessary short-term actionsACT

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1. Restructure the City by combining departments and commissions, reducing departments & top level managers first before cutting staff that provide direct services.

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2. The City’s salaries and benefits are not comparable with local employers and are unsustainable for the future--need to reset base • All city employee unions should participate fairly in

concessions – Police need to make similar reductions

• City employees with higher incomes need to take fair and equitable permanent cuts to reset the base in line with lower City revenues

• City paid health benefits should be reduced – currently city pays for family & dependent coverage

Identified Budget Gap (12,360,000)

RecommendationsEstimated Savings(Additional Costs)

Vendor Renegotiations

Staff Identified Revenue Enhancements

Utilize COPS Grant

Restructuring & Consolidation of Government

Negotiate reduction of paid health benefits

Negotiate fair concessions by police bargaining unit Negotiate additional and fairly distributed reductions by all employees Council BenefitsAdditional cost cuts and efficiencies

Total Budget Reductions and New Revenue $14,210,000

Restore 3 Recreation Centers, new pool, maintain Sherwood Hall/Community CenterRestore code enforcement, portion of park maintenanceInvestment into planning, funding community outreach/communications

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• Use savings from restructuring and reducing personnel costs to restore and invest: • Restore recreation facilities, pool and youth activities. • Restore code enforcement to ensure serious health and

safety issues are fixed.• Invest and actively support neighborhood groups and

volunteers.• Invest in long term planning for fiscal sustainability.• Communicate and engage community more effectively. • Maintain adequate General Fund reserves

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• Recent history demonstrates the community’s reluctance to support a sales tax increase in the absence of substantial cost reductions and restructuring by the City.

• Other cities (San Jose, Grover Beach, Elk Grove) have recognized the value of using competitive fee structures to build the tax base. The Committee feels Salinas should pursue a similar strategy.

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• Eliminate 4 Director positions• Reduce number of

management positions below Director level

•Maintain majority of direct service delivery positions

Consolidate 8 main

departments into 4 service

departments

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Consolidate 14 Boards and Commissions for

greater efficiency

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Adopt and follow effective governance policies to foster more efficient

government

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•City Manager must lead and motivate

•Develop high impact staff•Acquire supplemental staff• Leverage local community

resources

Ensure personnel have

needed capabilities and are empowered

to lead and embrace change

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•Reduce Youth Violence•Prosperity•Organizational

Effectiveness

Adopt 3 major Cross-

Functional initiatives

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The BRC recommendations will:

1. Continue to deliver the community's desired services, while providing the necessary budget cuts for the current fiscal problem and sustain a balanced budget for the future

2. Facilitate progress in providing services the community desires in a cost efficient manner, while ensuring any budget reductions are considered in a fair and reasonable manner.

3. Ensure that all the City Departments will be tasked and involved in responsible economic growth initiatives and associated community benefits under an approved City strategic plan.

4. Ensure Fairness

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April 27, 2010

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Documents

Blue Ribbon Committee Recommendations Report · 54. 2. The City’s salaries and benefits are not comparable with local employers and are unsustainable for the future--need to reset