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HomeMy WebLinkAboutSealBeach_CouncilWorkshop_2021.PPTCity of Seal Beach City Council Goal Setting Workshop March 31, 2021 9:00am – 3:00pm Via Zoom Jan Perkins, Rick Haydon and Claire Coleman of Management Partners Welcome from the Mayor Joe Kalmick Mayor Mike Varipapa Mayor Pro Tem Sandra Massa- Lavitt Councilmember Thomas Moore Councilmember Schelly Sustarsic Councilmember 2 Public Comment 3 Comments from the City Manager 4 Workshop Objectives Review progress on March 2020 priorities Reach Council consensus on strategic objectives through June 2022 Discuss annual budget process Provide direction on capital projects 5 Today’s Agenda Review accomplishments, challenges, budget process and progress on March 2020 priorities Review Councilmember priorities for coming year and reach consensus on goals for FY 2021-22 Discuss direction on capital projects o Public comments o Council discussion Wrap Up 6 Ground Rules 7 Fully participate Seek consensus and areas of agreement Stay focused Council/City Manager/City Attorney - keep your video on and microphone muted Raise hand to speak Bike Rack 8 Things to discuss at another time will be tracked separately Time management tool City Civility Principles •Treat everyone courteously •Listen to others respectfully •Exercise self-control •Give open-minded consideration to all viewpoints •Focus on the issues and avoid personalizing debate •Embrace respectful disagreement and dissent as democratic rights, inherent components of an inclusive public process, and tools for forging sound decisions 9 Context for Discussing Strategic Objectives Mission: The City of Seal Beach provides excellent city services to enhance the quality of life and to preserve our small town character. 10 Key Accomplishments Highlighted by Members of Council •City operations continued during the pandemic •Capital projects continued •Helped local businesses, especially restaurants •Parklets •CARES Act funds •City department heads hired •Reorganization of Police Department •Increase in police officers •Measure BB allowed programs and projects to continue •Council acts as a team •First street restaurant project moving forward •Pier completed •Departments kept within their budgets •Upgraded technology 11 City’s Response to COVID-19 •Created parklets •Moved to online services •Maintained City services •Consistent messaging •Helped with business loans 12 Impacts of COVID-19 Stay-at-Home Order PPE, protocols and re-engineering the office Virtual city hall (remote work) Outreach on overdrive – press, postcards, postings, programs Staff support of Senior Meals Program Keeping the Council and all City staff informed (weekly/daily) Staffing – I’m positively quarantined Kids staycation Dealing with COVID at home – stress, morale and sanity Adapting and evolving to a once-in-a generation pandemic What happened to my other job? Who is going to pay for all of this? Teamwork makes the dream work – Leisure World and the Chamber Testing Vaccinations Reopening City Hall 13 FINANCE Received GFOA Distinguished Budget and CSMFO Operating Budget Excellent Awards Established policies and procedures to improve accuracy of financial reporting Completed vehicle inventory observation Selected new financial software system Facilitated establishing kiosks for City Hall and Police Department to enhance customer service Tracked COVID-19 related expenditures by funding source to maximize reimbursements COMMUNITY DEVELOPMENT Administered small business grant program - 96 grants and $635,000 in funding to SB businesses Established temporary outdoor dining and business program, including Main Street parklets Implemented “Al-Fresco Dining” opportunity at Eisenhower Park Established procedures to limit COVID-19 interruptions to building permit and inspections Implemented electronic plan check process for “virtual” building permit review and issuance Coordinated with Finance for selection of permit tracking software system Department/Division Accomplishments 14 Department/Division Accomplishments CITY CLERK Coordinated and provided Zoom training to City Council and staff Responded to 350 California Public Records requests Coordinated the 2020 General Municipal Election with the County of Orange Coordinated Free the Files Day Coordinated the distribution and collection of items for students in lieu of the annual Trunk or Treat Contributed to City’s governmental transparency with timely posting and updates CITY MANAGER Implemented employee COVID-19 testing program Established remote work environment for employees as result of Stay-at-Home Order Monitored, quarantined, returned to work and reported COVID-19 exposures and confirmed positive employees (over 100 employees) Implemented Office 365 Recruitments – 12 full time, 7 part time Formed IT Working Group to solicit bids for a new citywide VOIP phone system and IT Master Plan Streamlined new hire process and benefits processing within COVID-19 restrictions and protocols 15 COMMUNITY SERVICES Conversion of 2 tennis courts to create 8 new pickleball courts at the Seal Beach Tennis Center Upgrade City’s recreation software to improve virtual registration services Support of senior meals program at North Seal Beach Center during the pandemic Conversion of 1 tennis court at Marina Park to create 4 new pickleball courts for public use Administration of “Al Fresco Dining” program at Eisenhower Park to support local restaurants PUBLIC WORKS Completed a comprehensive water and sewer rate study and implemented new water and sewer rate structures. Completed 11 high priority capital projects including 6.2 centerline miles of street asphalt rehabilitation work Obtained $550,000 OCTA Traffic Signal Synchronization Grant to modernize Seal Beach Boulevard traffic corridor Installed COVID-19 safety measures throughout the City including construction of Main Street Dining Parklets Provided close coordination for major capital projects being constructed by outside agencies Submitted a $2.0 million Prop 68 Grant Application for the Westminster Avenue Linear Park & Multi Modal Trail Department/Division Accomplishments 16 MARINE SAFETY Implemented an on-line training program for training new and recurrent lifeguards Implemented a Lifeguard specific Computer Aided Dispatch (CAD) program Held a statewide Beach Driving course in Seal Beach 10 Lifeguards were specially trained to deliver the COVID -19 vaccination Continued to administer the Citywide AED program, including training 40 City staff Added Adult Lap Swim hours to provide City residents opportunities for exercise during the COVID-19 pandemic. Increased revenue to cover additional staff costs with increased swim pass sales and pool rentals. POLICE Coordinated COVID-19 Pandemic Responses Implemented Police Reform Measures Established Seal Beach First Campaign Department Reorganization Plan (DRP) - City Manager and City Council Approved Implemented Seal Beach Police Department Technology Fire Responded to Seal Beach 4,230 calls last year Obtained and distributed PPE to partner cities. Implemented Handtevy Pediatric Emergency Management System at Station 44 & 48 Implementation underway of Fire Stations Inclusive Facilities project On 1/1/21, OCFA’s Incident Management Team activated to help administer the first COVID-19 vaccinations in Orange County Department/Division Accomplishments 17 Key Challenges Highlighted by Councilmembers Continuing City operations in a pandemic Helping our businesses to survive Addressing our financial issues in the face of uncertainties Our ability to do needed infrastructure projects Local Coastal Plan Transitioning to new accounting system Lack of staffing impeding progress on important projects such as the IT master plan 18 Financial Outlook KEY FACTORS AFFECTING OUR BUDGET FINANCIAL FORECAST RESERVES 19 Council Reserve Policy 20 Additional City Council Committed Reserves o Disaster/Hazard Mitigation Reserve o Fiscal Policy Reserve o Vehicle and Equipment Replacement Reserve o Capital Reserve Minimum Fund Balance Policy The City’s policy is to maintain an unassigned General Fund balance of a minimum of 20% and a maximum of 25% of operating expenditures to maintain the City’s credit worthiness and cash flow requirements. Five-Year Financial Forecast 21 Currently updating custom Forecasting Model built by Fieldman, Rolapp & Associates, Inc. •Will be completed prior to budget workshops Requested modifications to model to allow for assumptions at the account level: •Provides for more reliable estimates •Easier to update on an ongoing basis Anticipated uses: •Inclusion in Annual Budget •Utilized during labor negotiations •Utilized when determining CIP and debt financing •Expected completion by 4/12 in time for Council briefings week of 4/26 before budget Study Sessions Five-Year Financial Forecast 22 Revenues: 2016-17 Actuals 2017-18 Actuals 2018-19 Actuals 2019-20 Actuals 2020-21 Estimated Actuals 2021-22 Proposed Budget 2021-22 Proposed Budget 2021-22 Proposed Budget 2021-22 Proposed Budget 2021-22 Proposed Budget 2021-22 Proposed Budget Property Tax 10,564,212.31 11,180,196.71 11,481,535.38 12,358,061.88 12,453,700.00 - - - - - - Sales Tax 4,379,340.78 4,303,618.36 5,546,263.98 9,108,334.48 8,728,000.00 - - - - - - Utility Users Tax 4,177,712.96 4,186,554.22 4,061,031.26 3,941,877.29 4,120,000.00 - - - - - - Transient Occupancy Tax 1,693,515.32 1,666,995.73 1,631,445.45 1,298,706.75 1,005,000.00 - - - - - - Franchise Fees 1,016,938.46 1,059,580.62 1,097,773.61 1,034,280.04 1,059,000.00 - - - - - - Other Taxes 190,510.12 163,276.84 227,977.63 155,457.26 194,000.00 - - - - - - Licenses and Permits 1,300,332.16 1,527,847.18 1,582,657.01 1,548,849.11 1,508,800.00 - - - - - - Intergovernmental 115,630.85 212,258.24 257,791.77 346,017.40 167,300.00 - - - - - - Charges for Services 2,831,622.16 2,920,718.67 2,927,479.67 2,929,671.19 3,048,400.00 - - - - - - Fines and Forfeitures 1,103,093.94 1,089,515.45 934,754.28 1,239,153.85 1,220,500.00 - - - - - - Use of Money and Property 375,301.95 254,200.42 1,672,558.99 1,719,497.08 593,400.00 - - - - - - Other Revenues 676,272.86 761,938.61 596,734.10 3,251,635.33 549,600.00 - - - - - - Transfers In 739,637.67 833,700.00 131,100.00 642,245.09 80,000.00 - - - - - - Total Revenues 29,164,121.54 30,160,401.05 32,149,103.13 39,573,786.75 34,727,700.00 - - - - - - Expenditures: Salaries and Benefits Regular Salaries 7,488,063.91 7,600,831.51 7,832,196.46 8,580,697.49 9,461,800.00 - - - - - - Retirement 1,983,823.03 2,427,314.33 2,822,848.31 3,292,060.04 3,639,800.00 - - - - - - Other Pay & Benefits 3,271,848.78 3,287,094.36 3,354,170.37 3,277,400.23 3,586,700.00 - - - - - - Maintenance & Operations 13,994,394.28 14,108,508.04 14,893,626.03 15,672,744.44 16,926,547.40 - - - - - - Debt Service 830,862.48 91,810.90 91,810.90 91,810.90 91,800.00 - - - - - - Capital Outlay 6,685.21 7,400.23 7,500.00 12,632.12 7,500.00 - - - - - - Project/Admin Allowance Exp - - - - - - - - - - - Transfers - CIP 667,161.87 1,216,249.76 6,345,433.26 1,210,761.16 3,683,757.00 - - - - - - Transfers - Operation 2,928,458.12 2,973,219.27 2,456,754.26 1,765,244.80 1,455,600.00 - - - - - - Transfers - Vehicle Replacement 310,000.00 - - 310,000.00 58,003.00 - - - - - - Total Expenditures 31,481,297.68 31,712,428.40 37,804,339.59 34,213,351.18 38,911,507.40 - - - - - - Annual Surplus/Deficit (2,317,176.14) (1,552,027.35) (5,655,236.46) 5,360,435.57 (4,183,807.40) - - - - - - Sample of Budget Presentation Key Factors Affecting the Budget •COVID-19 Revenue Impacts and PPE/Sanitizing Costs New normal with PPE needs and these are not federally reimbursed; will need to be new budget items going forward Revenue will continue to be lower than normal as we recover •Actively ensuring our reserves are met •Including CIP costs within revenue estimates rather than using General Fund Reserves •Ensuring we have adequate funding for IT improvements •Developing funding plans for aging facilities that CIP projects •Developing funding plans for other CIP Projects •Completing the Citywide Fee Study for General, PD, Recreation, Marine Safety and Other fees •Completing the Coastal Commission Application for parking fee changes •Meeting the RHNA housing needs Updates to the Budget Process New Community Survey allowing residents and business owners to provide feedback on priorities (tentative March 30th) Two Town Hall meetings in addition to the Council Study Sessions (tentative May 4/6 & May 11/13) Creation of a new Budget website page and a budget email address to provide community additional information Inclusion of additional performance indicators in department budgets 24 Setting Priorities 25 We can’t do everything But we can do some things well 25 Why Prioritize? •Limits on staff time and available resources •Establish consensus that guides operational decisions •Measure the City’s performance 26 Priorities enable Council and staff to move in the Same Direction “Big Rocks” •Don’t fill up the buckets with so many small rocks that you can’t fit the big ones in. •Start with the big rocks. 27 27 Desired Outcomes of the Next Part of Our Discussions 28 Council consensus on priorities Council consensus on direction on several capital projects 28 Break 29 Councilmember Input About Priorities for FY 2021-22 Items on March 2020 list remain relevant - key items noted: Need for financial forecast Address unfunded liabilities Improving the permitting process Provide a path forward on: o Community pool o Restaurant on the pier o Main Street improvements Determine the future of the parklets Housing element Local Coastal Plan Sand replenishment plan Identifying capital improvement needs (even if unfunded) Address staffing needs (e.g., IT, consider changes to part time pay structure) 30 Discuss Strategic Priorities CURRENT STATUS COUNCIL’S INTERESTS 31 Three Categories Established in March 2020 Fiscal sustainability Organization Culture Community outreach and capital projects 32 See Table 1 on handout showing Status of Strategic Objectives Also see Table 2 on handout for Status of Other Items Currently Underway Fiscal Sustainability March 2020 Priorities 1. Develop a 3 to 5 year general fund financial forecast to inform Council regarding the financial condition of the City as part of the annual budget 2. Study the feasibility of reducing the City’s pension liability and other long-term debt obligations, including an analysis of issuing pension obligation bonds (POB) 3. Review revenue generated from Measure BB, history of expenditures, and spending plan going forward 33 See Handout Fiscal Sustainability Financial forecast remains important Address unfunded liabilities Items from Councilmember Interviews February 2021 34 Council Comments – Fiscal Sustainability 35 Discussion Notes: Organization Culture March 2020 Priorities 4. Assess the existing phone system, identify deficiencies and solicit proposals for replacement 5. Develop an IT Master Plan and Needs Assessment, to include the identification of software improvements 6. Prepare and present assessment of City’s development review and permitting process and identify possible process improvements 36 See Handout Organization Culture Improving the permitting process Address IT staffing needs Consider changes to part time pay structure Items from Councilmember Interviews February 2021 37 Council Comments – Organization Culture 38 Discussion Notes: Community Outreach and Capital Projects March 2020 Priorities 7. Improve communication with the community through enhanced use of social media and other outlets 8. Compile results of community outreach from stakeholder committee and schedule a presentation for Council on preliminary scope, project cost and options to finance the Community Pool 9. Stakeholder committee to undertake community outreach; Staff to solicit and present design concept for Downtown street/sidewalk enhancements 10. Engage community in a discussion about whether or not to allow a restaurant at the end of the Pier 39 See Handout Community Outreach and Capital Projects  Determine the future of the parklets Housing element Local Coastal Plan Sand replenishment plan Identifying capital improvement needs – even if unfunded Provide a path forward on key capital projects: o Community pool o Restaurant on the pier o Main Street improvements 40 Items from Councilmember Interviews February 2021 40 Council Comments – Community Outreach and Capital Projects 41 Discussion Notes: Other Items Currently Underway Table 2 of Handout 1. Install and Maintain Parklets 2. Housing Element 3. Local Coastal Plan 4. Capital Improvement Needs 5. Sand Replenishment Plan 6. Address Staffing Needs 7. COVID-19 Related Programs and Activities 8. Financial Software Upgrade 42 Council Comments on Other Items Currently Underway 43 Discussion Notes: Determine Council Direction on Strategic Objectives Recap Discussion 44 Lunch Break 45 Discussion of Seven Capital Projects 1.Tennis Center Restroom Renovation 2.Pier Restroom Renovation 3.Pier Area Improvements 4.Main Street Corridor improvements 5.Pier restaurant feasibility 6.Pool project 7.Lifeguard Headquarters 46 Public Comment 47 5-Year General Fund CIP Projects 48 Main Street Corridor Improvements Tennis Center Restroom Renovation •CM Recommendation: Conduct assessment to evaluate potential Clubhouse and Locker Room options •General Fund Cost = TBD •CM Recommendation: Continue to work with Steering Comm. to determine scope •General Fund Cost = $1-$1.5 million Pier Area Improvements •CM Recommendation: Pier base restoration and resurfacing 8th & 10th Street lots •General Fund Cost = $900,000 (FY 21-22 & FY 22-23) Pier Restroom Renovation •CM Recommendation: Restroom renovation in advance of other pier projects •General Fund Cost = $250,000 (FY 21-22) 5-Year General Fund CIP Projects 49 Lifeguard Headquarters •CM Recommendation: Evaluate restoration before we recommend rebuild options •General Fund/Debt Financing Cost = TBD Pier Restaurant Feasibility •CM Recommendation: Conduct community outreach •General Fund Cost = TBD; $1.4M set aside from insurance recoveries Pool Project •CM Recommendation: Re-evaluate most viable option that the City is able to afford from a capital and operating cost perspective •General Fund/Debt Financing Cost = TBD Tennis Center Restroom Renovations Discussion Notes: 50 Pier Restroom Renovation Discussion Notes: 51 Pier Area Improvements Discussion Notes: 52 Main Street Improvements Discussion Notes: 53 Pier Restaurant Feasibility Discussion Notes: 54 Community Pool Project Discussion Notes: 55 Lifeguard Headquarters Discussion Notes: 56 Next Steps on These Seven Capital Projects 1.Tennis Center Restroom Renovation 2.Pier Restroom Renovation 3.Pier Area Improvements 4.Main Street Corridor improvements 5.Pier restaurant feasibility 6.Pool project 7.Lifeguard Headquarters 57 Council/Staff Partnership to Achieve Strategic Objectives City Manager will operationalize these priorities, including identifying additional resources needed 01 Staff will provide progress updates 02 Council will focus on these priorities and defer new initiatives to future goal setting sessions 03 58 Next Steps and Wrap Up Workshop Report Closing Comments Budget Process 59 Jan Perkins, Rick Haydon and Claire Coleman Management Partners Thank you! 60