Refocus On Core Services City of Year-End
Budget Report FY2006-07 “…reflects an economy that continues to improve and
focuses the City’s resources on our core services and community
priorities.” -- City Manager’s Budget Message Photograph
by Greg Peterson
Members
of the City Council and Residents of
FY2006-07 was an exceptional year for refocusing on our
core services. The focus this year was
on enhanced community safety and security, improved maintenance, increased
facility operations, and improved customer service.
Safety and Security - Commitments to increased security at the Library was
accomplished. An increase in city-wide graffiti
abatement was achieved as well as restenciling of the beach bike and pedestrian
paths. Security cameras were installed on the Pier and Promenade as well as lighting
upgrades to the Pico Neighborhood streets and alleys and cleanup of the
Deferred Maintenance - Visual improvements to the grounds at the Cemetery
and renovations of the Downtown Parking Structures only enforce the City’s
commitment to maintain its valuable resources.
Enhancements were also made to the aging forest, streets and sidewalks.
Facility Operations - Two new
parks were added to the City park system: Airport and
Customer Service - The first annual “We Do The Right Thing Right”
celebration was held at Virginia Park.
City employees who were caught by members of the public or their fellow
employees were honored for their efforts.
This was also the year for “pilot” programs including beach trash valet,
farmer’s market bicycle attendant program and the premier promenade restroom
program. All these programs were
successful and will continue into FY2007-08
Sincerely,
P. Lamont Ewell
Financial Stability and Economic Growth
The
Although
the revenues were strong in FY2006-07, caution is required. The economy is expected to slow in FY2007-08,
the housing slump will continue until late 2009, interest rates could drop
further and the UUT issue may come to realization.
Work Plan Accomplishments
Implementation of an automated call back system in Building and Safety has
eliminated the need for customers to call in for an inspection time, thus
reducing the number of calls to the Department.
Enhanced services to the Pico Neighborhood by Solid Waste Management included
a successful Pico Neighborhood clean-up day.
Fleet Management presented an Alt Car
Expo which offered an excellent source for community education while enhancing
the city goals.
Introduction of a proactive outreach program by the Airport was successful in
reducing the number of noise violations, banned aircrafts and number of fines
issued.
Circulation of Library materials increased by 24%
over the prior year while 2,217 programs were presented system-wide.
Improvements to the Traffic Operations traffic tracking
systems has provided more accurate data for traffic signal operations allowing
for quicker response time.
Information Systems installed seven new
Wi-Fi hot zones, created a new AM radio station and parking advisory system.
Financial Overview
REVENUES
|
REVENUES |
|
|
|
|
Est. Actual |
Actual |
|
General |
237,091,529 |
243,881,039 |
|
Housing Authority |
14,902,200 |
15,765,122 |
|
Redevelopment |
57,096,063 |
64,229,100 |
|
Vehicle Management |
10,302,000 |
10,161,820 |
|
Self Insurance |
16,145,419 |
17,252,935 |
|
Water |
15,081,960 |
16,653,095 |
|
Solid Waste |
19,217,497 |
19,671,007 |
|
Wastewater |
12,910,484 |
14,080,442 |
|
Big Blue Bus |
62,006,731 |
60,823,416 |
|
All Other Funds |
84,609,404 |
120,665,246 |
|
|
529,363,287 |
583,183,222 |
Overall revenues exceeded
estimated actual projections by $53.8 million dollars. The greatest contributors to the windfall
were the General Fund ($6.8m), Charnock Fund ($37.0m), and Redevelopment Funds
($7.1m). While only five funds reflected
a decrease.
The
increase in the Charnock Fund is due to the 2nd settlement agreement
with the oil companies for the construction of a water remediation and
treatment facility. In all but one case,
all the revenue shortfalls were due to timing of reimbursement on grant related
projects.
|
OPERATING
EXPENSES |
|
|
|
|
Rev. Budget |
Actual |
|
General |
212,498,163 |
208,911,273 |
|
Housing
Authority |
15,043,000 |
14,550,968 |
|
Redevelopment |
26,824,131 |
27,867,500 |
|
Vehicle
Management |
4,822,486 |
4,754,225 |
|
Self
Insurance |
16,383,813 |
22,495,057 |
|
Water |
14,606,885 |
13,633,073 |
|
Solid
Waste |
17,363,053 |
17,641,443 |
|
Wastewater |
10,706,802 |
9,956,864 |
|
Big
Blue Bus |
46,545,056 |
47,707,950 |
|
All
Other Funds |
25,923,850 |
27,425,782 |
|
|
390,717,239 |
394,944,135 |
OPERATING EXPENDITURES
Overall
operating expenses exceeded budget by $4.2 million dollars. The overages were mostly in the Charnock Fund
($2.7m) and the Self-Insurance Funds ($6.1m).
Only the General Fund reflected any substantial savings ($3.6m).
The
overage in the Charnock Fund was mostly due to ongoing legal expenses related
to both the 2nd settlement agreement and distribution of original
settlement funds. All other overages were due to greater than anticipated
staffing or operational needs.
The
General Fund savings were mostly generated from the City Manager’s Office,
Records and Election Services, Human Resources, Planning and Community
Development, Community and Cultural Services, Library, Housing and Economic
Development and Environmental and Public Works Management. These savings were used to offset overages in
the City Attorney’s Office, Finance, Police and Fire.
GENERAL FUND BALANCE