HomeMy WebLinkAbout2018-03-20 e-packet@3:00Tuesday, March 20, 2018
3:00 PM
City of South San Francisco
P.O. Box 711 (City Hall, 400 Grand Avenue)
South San Francisco, CA
City Hall, City Manager's Conference Room
400 Grand Avenue, South San Francisco, CA
Budget Standing Committee of the City Council
Special Meeting Agenda
March 20, 2018Budget Standing Committee of the
City Council
Special Meeting Agenda
NOTICE IS HEREBY GIVEN, pursuant to Section 54956 of the Government Code of the State of
California, the Budget Standing Committee of the City of South San Francisco will hold a Special Meeting on
Tuesday, March 20, 2018 at 3:00 p.m., at City Hall, City Manager's Conference Room, 400 Grand Avenue,
South San Francisco, California.
Call To Order.
Roll Call.
Public Comments.
MATTERS FOR CONSIDERATION
Motion to approve the Minutes from the meeting of October 25, 2017.1.
Report regarding Fiscal Year 2017-18 mid-year budget. (Karen Miller, Financial
Services Manager)
2.
Report regarding a justification for the elimination of a vacant Administrative Assistant
II position, and replacing it with a higher level position of Public Works Administrator
(working title Business Services Manager) in the Parks and Recreation Department.
(Sharon Ranals, Director of Parks and Recreation)
3.
Adjournment.
Page 2 City of South San Francisco Printed on 4/16/2018
City of South San Francisco
Legislation Text
P.O. Box 711 (City Hall, 400
Grand Avenue)
South San Francisco, CA
File #:18-173 Agenda Date:3/20/2018
Version:1 Item #:1.
Motion to approve the Minutes from the meeting of October 25, 2017.
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City of South San Francisco
Legislation Text
P.O. Box 711 (City Hall, 400
Grand Avenue)
South San Francisco, CA
File #:18-130 Agenda Date:3/20/2018
Version:1 Item #:2.
Report regarding Fiscal Year 2017-18 mid-year budget.(Karen Miller, Financial Services Manager)
RECOMMENDATION
It is recommended that the Budget Standing Committee provide feedback and direct staff to present the
Fiscal Year (FY) 2017-18 mid-year budget to the City Council for consideration on March 28, 2018.
BACKGROUND/DISCUSSION
This report summarizes the City’s mid-year financial status by providing an analysis of revenues and
expenditures through the first half of the Fiscal Year for the General Fund,Airport Noise Insulation Project
(ANIP)Fund,Public Education Government (PEG)Fund and Child Care Impact Fee Fund.The intent of this
report is to provide Council with a brief update on how these funds are performing in comparison to the
requested budget appropriations.
General Fund
Through the mid-year,total revenues are on track to exceed budgeted amounts inclusive of the proposed
adjustments.Current revenues are estimated to exceed $104.6M,which combined with committed reserves
from the prior year, total $112.4M in available General Fund resources.
The FY 2017-18 amended budget is $106.6M,and staff has requested an additional $1.5M via this mid-year
adjustment.If approved,the mid-year adjustment will result in a FY 2017-18 amended budget of $108.1M.It is
anticipated the General Fund generate a net surplus of $4.3M at year-end which,after contributing to General
Fund reserves in compliance with the City’s Reserves Policy,staff will recommend that the City Council
approve the remainder to be committed to the City’s CalPERS Reserve and Capital Reserves.
General Fund Revenues
Based on current year-to-date revenues,General Fund revenues are projected to be $112.4M,an increase of
$1.78M over the amended budget.This increase is a mix of revenue types performing better than anticipated
and others not reaching expected levels.Staff recommends that each of the revenue types below be adjusted as
follows:
Property Taxes +$167,400
Property Taxes are expected to be slightly higher than projected with a year-end revenue expectation now at
$31.2M.
Education Revenue Augmentation Fund (ERAF) Refund from County +$327,341
The ERAF property tax refund from the County is expected to be $2.5M at year-end,better than originally
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The ERAF property tax refund from the County is expected to be $2.5M at year-end,better than originally
expected.
Commercial Parking Tax -$700,000
Commercial Parking Tax revenue is expected to reach $3.4M at year-end,falling short of original projections.
This reduction is in large part due to the delay in the completion of the parking structure at SFO,originally
estimated to be in operation for half of the Fiscal Year.
Building and Fire Permits +$1,000,000
Permit revenue is expected to be $10.2M at the end of the Fiscal Year.The revenue estimate has been adjusted
up $1M due to the current strong development climate and demand for development services.
Revenue from Other Agencies +$875,000 (one-time)
Revenue from Other Agencies,originally estimated at $945K is now estimated to be $1.8M.The increase in
expected revenue is due to anticipated reimbursement from the Office of Emergency Services (OES)and the
Federal Emergency Management Agency (FEMA) for deployment of fire personnel.
Charges for Services +$245,000
The Fire Department has implemented some ambulance revenue recovery elements which has produced an
improved revenue stream.The increase is also partially due to a delay in billing in FY 2016-17 which has
resulted in higher than average revenue for FY 2017-18.
Fines -$655,000(one-time)
The expected revenue related to fines was reduced to $163.5K due to the need to make a $655K payment the
County and the State for services related to parking tickets.Part of the contract with the third party parking
citation administrator requires the City to remit the County and State’s share ($12.25 per citation)to the
County.This remittance has not occurred since November 2014,and once discovered,the City was required to
remit the entire amount this year,reducing the overall ticket revenue.The Departments of Finance and Police
have put measures in place to ensure the remittance occurs in the appropriate timeframe going forward.
Use of Money & Property +$520,000 (one-time)
The increase in this revenue type is related to the sale of 178-190 Airport which took place in FY 2017-18.At
the time of FY 2017-18 budget development, the sale had been anticipated to occur in FY 2016-17.
General Fund Expenditures
Including the $1.5M in requested mid-year appropriations,projected expenditures are expected to be $4.3M
less than available resources.Mid-year appropriation requests are intended to be one-time appropriations to the
current Fiscal Year budget and do not include on-going staff costs.There is one exception which,if approved,
will have a multi-year impact.Each of the mid-year appropriation requests are described below and these
exceptions are noted.For the one exception where staffing costs would cross Fiscal Years,the portion of the
appropriation request applicable to the mid-year request is shown in the Fund Summary and the portion
applicable to the FY 2018-19 budget reflected only in the write-up.The remaining required appropriation will
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applicable to the FY 2018-19 budget reflected only in the write-up.The remaining required appropriation will
be entered through a decision package as part of the FY 2018-19 budget process.Unexpended funds for goods
and services,which are encumbered as part of the purchase order process,will be rolled forward to FY 2018-
19.
Library Education Reimbursement +$4,000
The City’s Memorandum of Understanding (MOU)with the employee bargaining units allows for a
reimbursement for educational pursuits.The Library has been able to absorb this additional cost in previous
years,however requires $4,000 in additional appropriation to meet the demand in FY 2017-18.Staff will be
reviewing this line item,and if deemed necessary for FY 2018-19,will enter a decision package for a similar
increase in the FY 2018-19 budget.
Parks & Recreation SSFUSD After-School Summer Program +$43,600 (over two Fiscal Years)
The South San Francisco Unified School District (SSFUSD)will be offering a Science,Technology,
Engineering,and Math (STEM)Program this summer and is asking the City to operate an after school program
that would allow parents the option to extend the hours of childcare for program participants.SSFUSD
currently proposes an elementary-school-aged after school program to take place at Spruce Elementary School
from June 11,2018 to July 11,2018,and a middle-school-aged program to take place at Parkway Heights
Middle School from July 11,2018 to early-August.Both programs would take place from 1:00 PM to 6:00 PM.
Exact program dates are still to be determined.
The total estimated program cost for the City-operated after school program is $43,464,with $23,763 of the
expenditures being requested as a FY 2017-18 mid-year budget adjustment.The $23,763 required for the
current Fiscal Year is reflected in the General Fund Summary.Staff anticipates including another $19,700 for
the program as part of the FY 2018-19 budget through a decision package.Staff has included the entire cost of
the program,$43,600 in this write up to ensure Council understands the whole cost of the program and that
approval of this mid-year request, will necessitate the approval of the remaining $19,700 for FY 2018-19.
In order to be cost-effective for the City,staff anticipates needing a minimum of 60 participants for the
elementary school program at $470 per person,and 25 participants for the middle school program at $616 per
person.Using these figures,staff anticipates receiving $43,600 in revenue for the program.Depending on
Council’s support of the program in Summer 2018,staff may request estimated expenditures for Summer 2019
as part of the FY 2018-19 budget.
Fire Department Plan Check Services +$636,546 Ambulance Billing +$30,000
Prior to the retirement of the former Fire Marshal,all plan checking activity was performed wholly within the
Fire Department.The former Fire Marshal was a certified Fire Protection Engineer and was capable of handling
all plan checking.In July,after the FY 2017-18 budget process was completed,the Fire Marshal announced his
retirement,requiring the department to investigate alternatives for providing this service.In November,the Fire
Department began using a contract for plan check services that the Economic and Community Development
Department (ECD)had in place to meet the demand for services.The provisions of the contract set the cost of
plan checking services to be equal to 55 percent of the plan check fee collected by the City.The City retains the
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plan checking services to be equal to 55 percent of the plan check fee collected by the City.The City retains the
remaining 45 percent of the plan check fee to cover City costs associated with staff overseeing the work of the
contractor and administering the process.After careful review of the anticipated demand for plan check
services,the revenue impacts of the recent update to the fee schedule,and the plan check activity for the first
six months of this Fiscal Year,Fire Department executive staff projects their cost of the contract to be $636,546.
This assumes that check service activity remains constant for the continuation of the Fiscal Year.
The requested budget appropriation is the full projected cost of all Fire Department plan check activity for the
remainder of the Fiscal Year using the terms of the ECD contract,however Fire Department executive staff
recognizes the cost impact and is evaluating several strategies to address future demand and minimize costs.
The first strategy addresses internal plan check capabilities.Effective immediately,Fire Prevention Division
staff have begun completing any plan checks for which they are qualified and have the capacity to complete.In
the coming year,Fire Prevention personnel will be provided additional training in order increase their plan
checking capability.The second strategy is to ensure that the City is receiving the best possible terms when
utilizing contractors.To this end,a new Request for Proposal (RFP)is being created by the Fire Department to
solicit bids for plan checking services that could potentially have better terms.The third approach is to utilize in
-house temporary staffing and a search has begun to find hourly employees who have plan checking skills and
can fulfill the Department’s plan checking needs.Fire believes these strategies will significantly reduce the
need to use all of the requested funds and reduce the cost of plan checking for the Fire Department moving
forward.
The Fire Department is also asking for a $30,000 increase to the FY 2017-18 budget to provide for increased
costs related to ambulance billing.Ambulance revenue recovery elements put in place by SSF Fire Department
staff have produced an improved revenue stream resulting in higher contractor costs.Ambulance billing costs
are a percentage of revenue recovered by the billing company.Wittman Enterprises,the City’s ambulance
billing contractor,and Resolve Insurance Services,the secondary billing contractor,have processed all
remaining accounts that were held by prior billing contractors.These accounts have yielded $245,000 in
additional revenue.Due to the delayed billing in FY 2016-17 that transitioned into FY 2017-18,revenues were
higher than average in FY 2017-18,resulting in a corresponding increase in required expenditure to pay the
billing contractor.Staff will reassess revenue projections and associated billing fees when preparing for the FY
2018-19 budget.
Police Department Replacement Gas Masks and Cartridges +$10,000
After review of the current gas masks with the City’s safety consultant,Du-All Safety,staff is recommending
replacement of eight gas masks and 90 associated cartridges.Replacement of the gas masks and cartridges will
bring the department into compliance with Occupational Safety and Health Administration (OSHA)
requirements.
City Attorney City Attorney Fees +$125,000
The City Attorney’s Office is requesting a mid-year budget adjustment to account for additional general legal
services.The City continues to produce a high volume of work,including several City led initiatives,all of
which necessitate greater legal services than originally anticipated for this fiscal year.The City Attorney’s
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which necessitate greater legal services than originally anticipated for this fiscal year.The City Attorney’s
Office has provided and will continue to provide substantial support in structuring,strategizing and advising the
City on these City led initiatives,including but not limited to Measure W Civic Campus project development,
formation of Community Facility Districts (CFD),disposition of City-owned properties,and research and
analysis related to potential development of City-owned properties with complex legal issues such as Oyster
Point Marina.The increased volume and pace of City-led initiatives is anticipated to continue throughout the
remainder of the current Fiscal Year.
Public Works South City Shuttle +$28,200
There is a large demand of passengers on school days for the morning shuttle.The current shuttle does not have
the capacity to meet this demand.The requested amount will provide for an overflow shuttle at a cost of $300
per day through May 31st.
Public Works Various Capital Projects +$250,000
The Public Works Department is requesting $250,000 in funding to be transferred from the General Fund to the
Capital Improvement Fund (Fund 510)for the installation of 25 speed bumps in the Brentwood/Avalon
neighborhood.For the last several months,staff conducted a pilot study and outreach to the community
regarding traffic calming measures in the neighborhood.The installation of the speedbumps is the
recommended conclusion of this work.If funding is authorized,staff anticipates installing the speedbumps
prior to the end of the Fiscal Year.
Public Works staff has requested a $250,000 General Fund Transfer to the Capital Improvement Fund (Fund
510)to fund the extension of Oak Avenue.As the planning and design for the Civic Center Campus and the sale
of the Public Utilities Commission (PUC)property advances,staff will begin to plan for the Oak Avenue
extension. It is anticipated, with authorized funding, the CIP will begin in Spring 2018.
City Manager’s Office Public Policy Representation +$90,000 Miller Garage +$20,000
Squire Patton Boggs Consulting represents the City in respect to public policy matters in Congress and the
Executive Branch related to authorizing and funding a study of sea level rise and monitoring,and potentially
assisting with obtaining funding for Caltrain electrification and the Department of Housing and Urban
Development,Community Block Grant Program.The City Manager’s Office has been able to absorb some of
this cost in the past, however additional funding is required in order to provide for this service for FY 2017-18.
The City Manager Office is requesting $20,000 to provide funding for an architecture firm to develop two
concept design options,plans,renderings and project budgets for the ~9,275 square feet of unfinished tenant
space on the first floor of the Miller Street Parking Garage.
Communications -City Manager’s Office Newsletters +$30,000 Additional Postcard +$7,500 Breezeway
Banners +$5,000
The funding requested for the Communications Division includes translation,design and printing services for
two Spanish and Chinese language newsletters;printing and postage for three additional Citywide newsletters;
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printing and postage for one additional postcard; and two breezeway banners.
Requests from other Funds
Information Technology PEG Funds (Fund 786) AV Equipment Upgrade for Council Chambers +$65,000
The microphones and control system in the Council Chambers requires replacement.This equipment can be
moved to the new facility once it is completed.Funds are available in the PEG Fund (Fund 786)for this
purpose,and staff is requesting appropriation of the funds for this purpose.There are sufficient funds available
for this request.
City Manager’s Officer ANIP Funds (Fund 221) ANIP Consultant +$10,000
Staff is requesting approval to expend $10,000 of Airport Noise Insulation Program (ANIP)funds to hire a
consultant to audit the ANIP files to determine the number of potentially eligible homes remaining within the
ANIP program boundary to expend remaining program funds.Sufficient resources are available to support this
request.
Parks & Recreation Child Care Impact Fee Fund (Fund 830) Orange Library Feasibility Study +$100,000
There continues to be a high demand for child care in the City.The Parks &Recreation Department is
requesting approval to use Child Care Impact Fees to conduct a study to analyze the feasibility of converting
the Orange Library to a licensed preschool campus.The funding would include the feasibility study as well as
provide for required site review and soil sampling.The Child Care Development Impact fee was established by
a Nexus Study in 2001 for the purpose of funding the impact of property development on the demand for child
care in the City.Staff is recommending adjusting the revenue estimate for this fund to $1.1M based on revenue
already received this year which,with the requested appropriation,would result in a fund balance of just over
$4.3M. There are sufficient resources available within this fund for the requested appropriation.
FISCAL IMPACT
Approval of the additional appropriations from the General Fund will result in a $1.5M increase to current
appropriations for FY 2017-18.Inclusive of the proposed increases,it is anticipated that General Fund will end
the fiscal year with an operating surplus of $4.3M.At year end,staff will calculate the amount of any surplus
necessary to meet minimum reserve requirements
CONCLUSION
The City’s operating budget at the mid-year point remains on target.The additional revenues and offsetting
appropriations maintain the City’s prudent financial position.Staff continues to recommend fiscal conservatism
in light of the escalating pension costs.
Attachments:
1.General Fund Summary
2.PEG Access Fund Summary (Fund 786)
3.ANIP Access Fund Summary (Fund 221)
4.Child Care Impact Fee Fund Summary (Fund 830)
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5.Mid-Year Budget Requests
6.Powerpoint Presentation
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FY 2017-18 MID-YEAR BUDGET
GENERAL FUND SUMMARY
Revenues
Property Taxes 31,165,116$ 31,043,836$ 31,043,836$ 12,431,261$ 31,211,236 167,400$
ERAF Refund from County 2,240,713 2,222,250 2,222,250 - 2,549,591 327,341$
Sales Tax 15,592,823 16,279,876 16,279,876 6,096,714 16,279,876 -$
Transient Occupancy Tax 13,631,507 14,800,000 14,800,000 6,260,144 14,800,000 -$
Business License 1,553,879 1,459,665 1,459,665 687,862 1,459,665 -$
Commercial Parking Tax 3,582,349 4,083,400 4,083,400 1,174,955 3,383,400 (700,000)$
Franchise Fees 4,090,074 4,000,000 4,000,000 1,054,659 4,000,000 -$
Building and Fire Permits 7,823,402 9,232,477 9,232,477 7,082,470 10,232,477 1,000,000$
Revenue from Other Agencies 1,593,507 636,170 945,600 604,211 1,820,600 875,000$
Charges for Services 8,086,566 7,538,078 7,688,078 4,895,567 7,933,078 245,000$
Administrative Charges 1,365,265 1,395,923 1,395,923 700,462 1,395,923 -$
Fines 899,117 818,500 818,500 569,781 163,500 (655,000)$
Use of Money & Property 23,366,407 6,480,863 6,480,863 5,298,144 7,000,863 520,000$
Transfers In & Other 7,683,533 2,447,496 2,447,496 1,252,414 2,447,496 -$
Total Revenues 122,674,258$ 102,438,535$ 102,897,965$ 48,108,644$ 104,677,706$ 1,779,741$
Plus Committed Reserves from Prior Year 7,734,854 7,734,854
Total Revenues 110,632,819 112,412,560
Budget Expenditures
City Council 206,951$ 246,918$ 246,918$ 111,688$ 246,918$ -$ 246,918$
City Clerk 606,884 642,681 666,810 310,913 666,810 -$ 666,810$
City Treasurer 110,559 130,861 130,861 60,525 130,861 130,861$
City Attorney 1,187,716 913,092 913,092 332,661 913,092 125,000$ 1,038,092$
City Manager 1,948,910 1,960,599 2,793,756 1,593,202 2,793,756 152,500$ 2,946,256$
Finance 2,613,471 2,595,665 3,065,771 1,379,040 3,065,771 -$ 3,065,771$
Non-Departmental 1,161,792 1,080,967 1,108,503 870,245 1,108,503 1,108,503$
Human Resources 1,571,645 1,625,221 1,675,256 776,812 1,675,256 -$ 1,675,256$
Economic & Community Development 7,158,564 7,216,002 10,565,208 3,431,886 10,565,208 -$ 10,565,208$
Fire 25,567,547 26,373,610 26,388,950 13,108,055 26,388,950 666,546$ 27,055,496$
Police 25,539,779 27,864,737 27,980,737 13,481,957 27,980,737 10,000$ 27,990,737$
Public Works 4,654,760 4,315,409 4,890,436 2,300,705 4,890,436 528,200$ 5,418,636$
Library 5,157,356 5,361,133 5,546,197 2,737,275 5,546,197 4,000$ 5,550,197$
Parks & Recreation 14,897,149 15,553,369 15,659,211 7,690,738 15,659,211 23,763$ 15,682,974$
CIP 1,483,332 1,200,000 3,259,475 187,134 3,259,475 -$ 3,259,475$
Transfers Out 3,532,272 1,720,600 1,720,600 290,000 1,720,600 -$ 1,720,600$
Total Expenditures 97,398,687$ 98,800,863$ 106,611,782$ 48,662,836$ 106,611,782$ 1,510,009$ 108,121,791$
2016-17
Actual
2017-18
Adopted
2017-18
Amended
2017-18
YTD
2017-18
Projected
2017-18
Requested
2017-18
Proposed
(Amended +
Requested)
2016-17
Actual
2017-18
Adopted
2017-18
Amended
2017-18
YTD
2017-18
Projected
Difference
PEG ACCESS FUND SUMMARY
Revenues 2016-17 Actual 2017-18 Amended
2017-18 YTD
Actual 12/31/17 2017-18 Projected
2017-18
Requested
2017-18 Proposed
(Amended+
Requested)
FRANCHISE FEES 182,289$ 125,000$ 45,655$ 125,000$ -$ 125,000$
USE OF MONEY & PROPERTY 9,454 5,000 - 5,000 - 5,000
Total Revenues 191,743$ 130,000$ 45,655$ 130,000$ -$ 130,000$
Expenditures
SUPPLIES & SERVICES 2,880$ 46,500$ -$ 46,500$ 65,000$ 111,500$
Total Expenditures 2,880$ 46,500$ -$ 46,500$ 65,000$ 111,500$
Surplus/(Deficit)188,863 83,500 45,655 83,500 (65,000) 18,500
Cash Balance 935,886$ 1,019,386$ 1,019,386$ 954,386$
FUND CHANGES & HIGHLIGHTS:
• $65,000 Audio visual equipment upgrade for Council Chambers. Cost includes equipment, installation and staff training.
FEDERAL AVIATION GRANT FUND
Revenues 2016-17 Actual 2017-18 Amended
2017-18 YTD
Actual 12/31/17 2017-18 Projected
2017-18
Requested
2017-18 Proposed
(Amended+
Requested)
INTEREST INCOME/INVESTMENTS 994$ 4,000$ -$ 4,000$ (3,500)$ 500$
Total Revenues 994$ 4,000$ -$ 4,000$ (3,500)$ 500$
Expenditures
SUPPLIES & SERVICES 609$ -$ 667$ 667$ 10,000$ 10,000$
Total Expenditures 609$ -$ 667$ 667$ 10,000$ 10,000$
Surplus/(Deficit)386 4,000 (667) 3,333 (13,500) (9,500)
Fund Balance 34,951$ 38,951$ 38,284$ 25,451$
FUND CHANGES & HIGHLIGHTS:
• ($3,500) Revenue reduction based on YTD and Prior Year Actual
• $10,000 for consultant to audit Airport Noise Insulation Program files to determine the number of homes potentially eligible for program
CHILD CARE IMPACT FEES FUND SUMMARY
Revenues
2016-17
Actual
2017-18
Amended
2017-18 YTD
Actual
12/31/17
2017-18
Projected
2017-18
Requested
2017-18 Proposed
(Amended Budget
+ Requested)
Use of Money & Property 4,489$ -$ -$ -$ -$
Child Care Impact fees 522,858 - 936,737 936,737 1,067,000 1,067,000
Total Revenues 527,347$ -$ 936,737$ 936,737$ 1,067,000$ 1,067,000$
Carryover PO/CIP from prior year -$ -$ -$
527,347$ -$ 936,737$ 936,737$ 1,067,000$ 1,067,000$
Expenditures
Transfers 100,000$ 100,000$
Interdepartmental Charges 2,500$ 2,575$ 1,287$ 2,575$ -$ 2,575$
Total Expenditures 2,500$ 2,575$ 1,287$ 2,575$ 100,000$ 102,575$
Surplus/(Deficit)524,847$ (2,575)$ 935,450$ 934,162$ 967,000$ 964,425$
Fund Balance 3,386,611$ 3,384,036$ 4,320,773$ 4,351,036$
-
Mid-Year Request:
* $1,067,000- Increase in Childcare Impact fees based on January YTD.
*$100,000 expenditure request for Orange Library Conversion to Child Care Feasibility Study
FUNDING REQUESTED FROM GENERAL FUND
Department Fund Description of Item/Service Cost Justification/Purpose
Library 100 Education Reimbursement (MOU
benefit)4,000$ unfunded MOU benefit
Parks & Recreation 100 SSF Summer Program 23,763$
A fee based after-school summer Park and Recration program ini collaboration with SSFUSD STEM
Summer Program. Elementary program intended to serve 60 students and middle school program
intended to serve 25 students
Fire Department 100 Plan Check Services 636,546$
The fire marshal had conducted a majority of complex construction plan reviews in-house prior to his
retirement in December, 2017. The fire marshal was also a licensed fire protection engineer and had
capabilities no longer present in remaining prevention staff. The fire marshal’s retirement was not
anticipated prior to submittal of the FY2017-18 budget. We have worked with ECD and the City Attorney
to develop a third-party process to conduct construction plan reviews. Not having a new process would
have caused construction plan reviews to fall behind and delay applicants and their projects. The
requested amount was generated through a review of the first six months of the fiscal year plan check
fees and the corresponding plan check services cost of the third-party plan check contractor. Staff
reviewed the first six months of plan check activity and created an average monthly plan check fee/ third
party plan check contractor cost estimate for comparison. Because of the large inconsistencies in plan
check revenue versus cost per month, the difficulty of knowing the exact plan check activity for the
remainder of the year, and the size of potential projects on the horizon that will require plan check
review; staff feels it would be prudent to request an amount equal to the cost of activity that was created
during the first six months of the fiscal year.
Fire Department 100 Ambulance billing 30,000$
This request is to cover the increase in cost/expenditures related to contractual percentages of revenue
which is higher than anticipated for FY2017-2018. Ambulance revenue recovery elements put in place by
SSF Fire Department staff have produced an improved revenue stream. Wittman Enterprises, our billing
contractor, and Resolve Insurance Services, our secondary billing contractor, have processed all remaining
accounts that were held by prior billing contractors. These accounts have yielded $245,000 in additional
revenue. Due to delayed billing in FY 16-17 that transitioned into FY2017-18, revenues are higher than
average in FY 2017-18. Staff will reassess revenue projections and associated billing fees when preparing
for the FY 2018-19 budget.
Police Department
100 CBRN canisters for gas masks
(90) & replacement gas masks.10,000$
Per DU-ALL Safety Consultant, gas masks(quantity 8) and associated cartridges (quantity 90) need to be
replaced in order to be in compliance with OSHA regulations.
City Attorney 100 City Attorney Fees 125,000$
The City Attorney’s Office is requesting a mid-year budget amendment to account for additional general
legal services. The City continues to produce a high volume of work, including several City-led initiatives,
all which necessitate greater legal services than originally anticipated for this fiscal year. The City
Attorney’s Office has provided and will continue to provide substantial support in structuring, strategizing
and advising the City on these City-led initiatives, including but not limited to Measure W Civic Campus
project development, formation of CFDs, disposition of City-owned properties, and research and analysis
related to potential development of City-owned properties with complex legal issues, such as the Oyster
Point Marina. The increased volume and pace of City-led initiatives is anticipated to continue throughout
the remainder of the current fiscal year.
Public Works 100 Overflow shuttle for morning trip
South City Shuttle 28,200$
There is a large demand of passengers on school days that the current shuttle does not have the capacity.
This will pay for the costs to continue providing an overflow shuttle at a cost of $300 per day until May
31, 2018.
Public Works 100 25 Speed bumps in
Avalon/Brentwood 250,000$
Over the last several months staff has been working with the Brentwood and Avalon neighborhoods to
pilot and test traffic calming measures. After thorough study and community outreach the neighborhood
and staff decided to install up to 25 speed humps at various locations. As soon as budget is appropriated
staff will issue a notice to bid and anticipates the speed humps will be installed by end of June 2018.
Public Works 100 Add CIP Project Oak Ave
Extension 250,000$
As the planning and design for the Civic Center Campus and the sale of the SFPUC property advances staff
will begin to plan for the Oak Avenue extension. Planning for the CIP will begin in spring 2018.
City Manager 100 90,000$
Squire Patton Boggs Consulting to represent the City of South San Francisco in respect to public policy
matters in Congress and the Executive Branch related to authorizing and funding a study of sea level rise
and monitoring, and potentially assist with obtaining funding for Caltrain electrification and the
Department of Housing and Urban Development, Community Development Block Grant Program.
City Manager 100 20,000$ Tenant Improvements for the Miller Garage
City Manager 100 Translation Services for 2
Newsletters 2,500$ Per LA, cost is $1,250 per newsletter $600 each/Spanish, $650/each Chinese
City Manager 100 Printing Translated 2 Newsletters 4,000$ Per LA, cost is $2,000 per translated newsletter
City Manager 100 Design services for 2 Translated
Newsletters 2,000$ Per LA, cost is $1,000 per translated newsletter
City Manager 100 Printing 3 Citywide Newsletters 8,000$ Cost is $16,500 total ($5,500 each x 3). Surplus of $8,500 in 100-05130-5025 will cover excess cost.
City Manager 100 Printing for 1 Additional Citywide
Postcards 2,800$ Only 4 Citywide postcards budgeted in 100-05130-5025
City Manager 100 Postage for 3 Additional Citywide
Newsletters 13,500$ $4,500 has been average cost of previous newsletter mailings
City Manager 100 Postage for 1 Additional Postcard 4,700$ $4,700 has been average cost of previous citywide postcard mailings
City Manager 100 Breezeway Banners 5,000$ 2 breezeway banners
Total Additional GF Request 1,510,009$
2017-18 Mid Year Budget Requests
FUNDING REQUESTED FROM OTHER FUNDS
Department Fund Description of Item/Service Cost Justification/Purpose
Information
Technology 786 AV Equipment Upgrade - Council
Chambers 65,000$
AV Equipment Upgrade for Council Chambers - Cost includes Equipment, Install & Staff Training
**Funding is available from fund balance, requesting appropriation to spend them
City Manager 221 ANIP consultant 10,000$
Using existing balance of ANIP funds, hire a consultant to perform an audit of ANIP files in order to
determine the number of potentially eligible homes remaining within the ANIP program boundary, to
eventually spend down ANIP program funds.
Parks & Recreation 830 Orange Library Feasibility Study 100,000$ Staff had been directed by the City Manager to obtain a high level cost estimate for the potential
conversion of the main library to a licensed preschool campus.
GENERAL FUND REVENUE ADJUSTMENTS
Department Fund Description of Item/Service Cost Justification/Purpose
Fire 100 Other Agency Reimbursement 875,000$ Revenue associated with reimburseable overtime overtime costs increased due to a much higher fire
season. This activity is reimburseable through various government agencies.
Fire 100 Ambulance Revenu 245,000$ Additional Revenue related to Ambulance billing
finance 100 Parking Citations (655,000)$ Accounts for county and state share of parking citation revenue that has not been remitted since
November 2014, as well as projection for January - June 2018.
finance 100 Sale of Real/Personal Property 520,000$ Sale of 178-190 Airport took place in FY 2017-18; was originally anticipated to take place in the prior year.
finance 100 Current Year Secured Property
Tax (360,000)$ Based on December YTD analysis
finance 100 Current Year Unsecured Property
Tax 226,200$ Based on December YTD analysis
finance 100 Current Year Supplemental
Secured 251,200$ Based on December YTD analysis
finance 100 Excess ERAF 327,341$ Based on actual revenue received
finance 100 Property Tax in lieu of VLF 50,000$ Based on December YTD analysis
finance 100 Commercial Parking Tax (700,000)$ Long-term parking expansion was expected to open in July; still under construction
ECD 100 Building Inspection Permits 1,000,000$ Based on December YTD analysis
Total Additional GF Revenue 1,779,741$
OTHER FUND REVENUE ADJUSTMENTS
Department Fund Description of Item/Service Cost Justification/Purpose
Parks & Recreation 830 Child Care Impact Fees 1,067,000$ Based on January YTD
City Manager 221 ANIP Fund (3,500)$ Based on January YTD & Prior year actual
REVENUE ADJUSTMENTS
BUDGET STANDING COMMITTEE
MARCH 20, 2018
FY 2017-18 Mid-Year
Budget
Overview
General Fund Summary
General Fund Revenues
General Fund Mid-Year Budget Requests
Other Fund Mid-Year Budget Requests
General Fund Summary
Total Revenues $ 104.7M
Plus Committed Reserves from Prior Year $ 7.7M
Total Resources Available $ 112.4M
Total Expenditures $ 106.6M
Mid Year Requests $ 1.5M
Amended Expenditures $ 108.1M
Projected Net Surplus $ 4.3M
General Fund Revenues
Property Tax +$167,400
ERAF Refund from County +$327,341
Commercial Parking Tax -$700,000
Building & Fire Permits +$1,000,000
Revenue from Other Agencies +$875,000
Charges for Services +$245,000
Fines -$655,000
Use of Money & Property +$520,000
General Fund Mid-Year Budget Requests
Library
Education Reimbursement $4,000
Parks & Recreation
After-School Summer Program $43,600 ($23,763 in mid-year; $19,700
FY 18-19 Budget Decision Pkg.)
Fire Department
Plan Check Services $636,546
Ambulance Billing $30,000
Police Department
Replacement Gas Masks & Cartridges $10,000
City Attorney
City Attorney Fees for General Legal Services $125,000
General Fund Mid-Year Budget Requests
Public Works
South City Shuttle $28,200
Brentwood/Avalon Speedbumps $250,000
Oak Avenue Extension $250,000
City Manager’s Office
Public Policy Representation $90,000
Miller Garage concept design $20,000
City Manager’s Office – Communications Division
Additional Citywide and Translated Newsletters $30,000
Additional Postcard $7,500
Breezeway Banners $5,000
Other Fund Mid-Year Budget Requests
PEG Fund (786)
AV Equipment Replacement for Council Chambers $65,000
Airport Noise Insulation Program (ANIP) Fund (221)
ANIP Consultant $10,000
Projected Revenue reduced $3,500 based on YTD and prior year
Child Care Impact Fee Fund (830)
Orange Library Feasibility Study $100,000
Projected Revenue increase $1.1M based on YTD
Questions/Discussion
City of South San Francisco
Legislation Text
P.O. Box 711 (City Hall, 400
Grand Avenue)
South San Francisco, CA
File #:18-210 Agenda Date:3/20/2018
Version:1 Item #:3.
Report regarding a justification for the elimination of a vacant Administrative Assistant II position,and
replacing it with a higher level position of Public Works Administrator (working title Business Services
Manager) in the Parks and Recreation Department.(Sharon Ranals, Director of Parks and Recreation)
RECOMMENDATION
The Parks and Recreation Department recommends the elimination of an Administrative Assistant II
position that was vacated by retirement in 2017,and its replacement with the higher level position of
Public Works Administrator (working title Business Services Manager).
BACKGROUND/DISCUSSION
In recent years the Parks and Recreation Department has grown both in the volume and scope of services
provided,as well as in the sophistication of operations and administration.Encompassing four divisions,
Administration,Recreation and Community Services,Parks and Landscape,and Facility Maintenance,
expenditures are approximately $17 million,with projected revenue of approximately $4.4 million.Staffing
includes 80 full-time and part-time regular employees,and an additional full time equivalent of 64 part-time
staff,which in total is comprised of approximately 400 individuals.In addition to the day to day delivery of
services,the Department is also very involved in a variety of capital improvement projects,which includes the
Measure W campus,the development of public areas at Oyster Point,playground replacements,sports field and
median upgrades, and a host of maintenance projects for City facilities.
As the Department has evolved,there has been an organizational strategy of placing a strong,professional
Manager in charge of each division to serve as a division head over administration.Over the course of several
budget years,the Department has been successful in establishing positions for a Recreation and Community
Services Manager,Parks and Landscape Manager,and Facilities Maintenance Manager.This structure has
proven to be very effective in creating a reasonable span of control for the managers,who work closely with
subordinate supervisors,to ensure that line staff are accountable and properly supervised and supported and
division work plans are accomplished.
There are important administrative functions which cross divisional lines,which must be handled
professionally and consistently department-wide,which include:budget development;monitoring expenditures
and oversight of proper procurement and purchasing practices;oversight for the issuance of over 150 contracts
and agreements each year;collection of revenue;systems administration for the Department’s complex
registration and scheduling software;personnel administration to include personnel action forms,worker’s
compensation claims,step increases,employee evaluations,and scheduling and supervision of three front
offices,at the Municipal Services Building,Maintenance Services Building,and Joseph Fernekes Building;
research on a variety of topics and the preparation of agendas and staff reports for the Parks and Recreation and
City of South San Francisco Printed on 3/15/2018Page 1 of 2
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File #:18-210 Agenda Date:3/20/2018
Version:1 Item #:3.
research on a variety of topics and the preparation of agendas and staff reports for the Parks and Recreation and
Cultural Arts Commissions;identifying efficiencies;ensuring timely response to citizen inquiries;customer
service quality control;making policy recommendations;writing grant applications and providing grant
reporting;departmental webpage content and social media and outreach coordination;and utilization of
Legistar for the writing and preparation of staff reports for City Council.
These functions have been accomplished by a variety of staff,including the department head,Managers,and a
key Administrative Assistant II with many years of experience,who retired in June of 2017.The Administrative
Assistant II position has been vacant for eight months,during which time the Department has evaluated how
resources can best be allocated.The Department proposes the elimination of the vacant Administrative II
position and the addition of an administrative services division head,who would oversee the functions
described above.This would provide much needed administrative support,consistency,and oversight to all
divisions,as well as providing direct supervision of the Administrative Assistant I at the Recreation office,the
Administrative Assistant II at the Parks and Facilities office,an Office Specialist at the Joseph Fernekes
Building,and a Management Analyst II.It should be noted that the existing position of Public Works
Administrator matches the duties that have been proposed for this position in Parks and Recreation,with a
working title of Business Services Manager.
Establishing a structure with division heads has also enabled the professional development of managers.For
example,in 2017 the Recreation and Community Services Manager transferred to Parks and Landscape
division when the incumbent departed.This has been an excellent opportunity for cross-training and staff
development,and is part of an ongoing succession planning for the Department Head’s eventual retirement.
This strategy has been very beneficial,particularly in light of the fact that the Department structure lacks a
Deputy Director.
FISCAL IMPACT
At top step the annual cost of the AAII position,including benefits,is $128,445;the annual cost of the Business
Services Manager is $197,576,with a delta of $69,131 for a full year.If approved,the Department would
conduct an open competitive recruitment for the position,which would take several months to complete.As a
result, only two months of funding, or $11,500, would be requested for the current Fiscal Year.
CONCLUSION
Staff recommends the elimination of an Administrative Assistant II position that was vacated by retirement in
2017,and its replacement with the higher level position of Public Works Administrator (working title Business
Services Manager)in an effort to provide much needed administrative support,consistency,and oversight to all
divisions of the Parks and Recreation Department.
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City of South San Francisco
Human Resources Department
Public Works Administrator
Class Description
Definition
Under administrative direction, directs, manages, supervises and coordinates the administrative activities
within the Public Works or Park and Recreation Department including budget, human resources,
purchasing, safety, workers’ compensation, fiscal, records, and information systems programs and
services; supervises and directs assigned administrative and professional staff; coordinates assigned
activities with other divisions, departments, and outside agencies; and provides highly responsible and
complex administrative support to the Department Head and departmental division heads.
Distinguishing Characteristics
This single-position middle management level classification reports directly to the Department Head and
serves as a division head with responsibility for administrative elements of the Department including
direct supervision of administrative and analyst staff.
Typical and Important Duties
The following duties are typical for this classification. Incumbents may not perform all of the
listed duties and/or may be required to perform additional or different duties from those set forth
below to address business needs and changing business practices.
1. Assume management responsibility for administrative services for the Department including
budget, human resources, purchasing, safety, workers’ compensation, fiscal, records, and
information systems programs and services in support of departmental management. Develop and
implement divisional goals, objectives, policies and procedures.
2. Oversee and participate in the Department’s finance and business operations including the
development and administration of the annual operating and maintenance budget and the
forecasting of funds needed for staffing, equipment, materials, and supplies; monitor and approve
expenditures; implement adjustments.
3. Prepare the annual General Fund and/or Capital Improvement Program budget with input from
division heads and program managers as well as other departments. Compile annual reports of
infrastructure maintenance needs and unfunded backlog based upon benchmarks and community
expectations that define a state of good repair; manage multiple funding sources, each with its
own set of rules and limitations; provide revenue forecasting; prepare fund balance projections
for various funding sources; prepare and submit reimbursement requests.
4. Oversee and manage the finance and business operations of the City’s parking district, Park and
Recreation and Cultural Arts Commissions, and Special Projects. Conduct or contract for
appropriate studies to plan for existing and future community needs. Develop and administer the
annual budget and forecast revenue needed for operations and maintenance. Staff and support the
City Commissions andCommissions and inter-agency task forces, prepare and present reports for
Commission, task forces, and City Council information and action.
City of South San Francisco
Public Works/Parks and Recreation Administrator
Class Description Page 2
5. Manage cross divisional programs, projects and initiatives; plan, organize, and administer critical,
time sensitive projects and priority initiatives of the department; assist the department head in
planning, organizing, directing, and coordinating the various divisions of the department, such as
sustainability projects, park infrastructure, public infrastructure, solid waste, grant writing,
managing facilities/counter activities, etc.
6. Coordinate, review and make recommendations to division heads regarding department personnel
matters, including recruitment, hiring, discipline, investigations, personnel actions and workers’
compensation; ensure adherence to Human Resources policies, procedures and Memorandums of
Agreement (MOAs).
7. Manage and participate in the development of goals, objectives, policies, and priorities for the
Public Works or Parks and Recreation Department; conduct a variety of organizational studies,
investigations, and operational studies; recommend modifications to existing departmental
organization, programs, policies, and procedures as appropriate.
8. Monitor and evaluate the efficiency and effectiveness of service delivery methods and
procedures; recommend, within departmental policy, appropriate service and staffing levels.
Identify and recommend appropriate service delivery benchmarks in a performance management
system.
9. Set priorities and policies for assigned administrative programs; monitor and evaluate Public
Works or Parks and Recreation programs including customer service, permits, fees and service
charges; revise and rescind ordinances as necessary.
10. Prepare newsletters and maintain a social media presence that promotes the work of the Public
Works or Parks and Recreation Department and informs the public about programs and how they
can participate in their neighborhood.
11. Plan, direct, coordinate, and review the work plan for assigned administrative and analyst staff;
assign work activities, projects, and programs; review and evaluate work products, methods, and
procedures; meet with staff to identify and resolve problems.
12. Select, train, motivate, and evaluate assigned personnel; provide or coordinate staff training; work
with assigned employees to correct deficiencies; implement discipline and termination
procedures.
13. Research, develop, and recommend complex computer systems for the Public Works or Parks and
Recreation Department; oversee the maintenance and trouble shooting of department information
systems functions; develop and implement training programs as needed. Coordinate procurement
and implementation of systems with departmental division heads and the Information Technology
Department.
14. Develop and maintain a standardized public records system filing and retention system for the
Public Works or Parks and Recreation Department.
15. Perform contract administration and negotiation functions for the administrative division and in
support of departmental division heads; coordinate work with vendors, consultants, and outside
interest groups.
16. Prepare a variety of complex correspondence, memoranda, studies, and administrative staff
reports, including agenda items.
17. Review departmental reports, correspondence, and documents for completeness, proper
punctuation, grammar and spelling, and compliance with established guidelines.
City of South San Francisco
Public Works/Parks and Recreation Administrator
Class Description Page 3
18. Prepare, write, and monitor grant applications; coordinate grant administration and monitoring
activities.
19. Serve as the liaison for the assigned administrative division with other divisions, departments,
and outside agencies; negotiate and resolve sensitive and controversial issues; respond to media
inquiries.
20. Serve as staff on a variety of boards, commissions, and committees; prepare and present staff
reports and other necessary correspondence.
21. Provide responsible staff assistance to the department head.
22. Attend and participate in professional group meetings; stay abreast of new trends and innovations
in the field of public administration.
23. Respond to and resolve difficult and sensitive citizen inquiries and complaints.
24. Perform related duties as required.
Job-related Qualifications
Knowledge of:
Operational characteristics, services, and activities of the Public Works or Parks and Recreation
Department.
Principles and practices of program development and administration.
Methods and techniques used in conducting organizational and analytical studies.
Human Resources policies, procedures, and Memorandums of Agreement (MOAs).
Modern and complex principles and practices of personnel administration.
Methods and techniques used in municipal purchasing.
Principles and practices of municipal budget preparation and administration.
Principles of supervision, training, and performance evaluation.
Office procedures, methods, and equipment including computers and applicable software
applications.
Computer systems, interfaces, and data warehousing.
Principles of business letter writing and report preparation.
English usage, spelling, grammar, and punctuation.
Pertinent federal, state, and local laws, codes, and regulations including those pertaining to records
retention and releasing confidential records under the Public Records Act.
Ability to:
• Oversee and participate in the management and administration of the Administrative Services
Division within the Parks and Recreation or Public Works Department.
• Oversee, direct, and coordinate the work of assigned staff.
• Select, supervise, train, and evaluate assigned staff.
• Participate in the development and administration of department goals, objectives, and
procedures.
• Prepare and administer large program budgets.
• Prepare clear and concise administrative and financial reports, including agenda items.
• Analyze problems, identify alternative solutions, project consequences of proposed actions, and
provide recommendations in support of goals.
• Interpret, apply, and ensure departmental compliance with applicable federal, state, and local
policies, laws, and regulations.
• Operate office equipment including computers and supporting software applications.
City of South San Francisco
Public Works/Parks and Recreation Administrator
Class Description Page 4
• Prepare complex bids and specifications.
• Research, analyze, and evaluate new service delivery methods and techniques.
• Communicate clearly and concisely, both orally and in writing.
• Establish and maintain effective working relationships with those contacted in the course of work.
Experience and Training
Any combination of experience and training that would provide the required knowledge, skills,
and abilities would be qualifying. A typical way to obtain the knowledge, skills, and abilities
would be:
Experience: Five years of increasingly responsible administrative and supervisory experience.
Training: Equivalent to a Bachelor’s degree from an accredited college or university with major course
work in public administration, business administration, or a related field.
Licenses and Certificates
All licenses and certificates must be maintained as a condition of employment.
Possession of, or ability to obtain, a valid appropriate California driver’s license and a
satisfactory driving record.
Special Requirements
Essential duties require the following physical skills and work environment:
Physical Skills: Sufficient physical ability to work in an office setting; sit for prolonged periods of time;
operate office equipment.
Work Environment: Standard office setting; exposure to computer screens.
Ability to: See in the normal visual range with or without correction; vision sufficient to read computer
screens and printed documents. Hear in the normal audio range with or without correction.
Approved: 4/2015
Revised Date: 7/2015
Former Titles: None
Abolished: N/A
Bargaining Unit: Mid-Management
ADA Review: 7/2015
DOT: No
Physical: No
Status: Classified/Exempt
EEOC Category: EF4/EJ6
Job Code: M795
ADA Documentation of Essential Duties
1. SDE
2. SWE
3. MWE
City of South San Francisco
Public Works/Parks and Recreation Administrator
Class Description Page 5
4. SWE
5. SWE
6. MME
7. SDE
8. SDE
9. SDE
10. SWE
11. SDE
12. SDE
13. SAE
14. MAE
15. SDE
16.SDE
17.SDE
18.MAE
19.MAE
20.MME
21.SDE
22.MAS
23.MAS
24. OAS