SPECIAL STUDY SESSION AGENDA
5:30 P. M. MONDAY, APRIL 25, 2022
CITY COUNCIL
CITY OF PALM SPRINGS
Council Chamber, City Hall
3200 E. Tahquitz Canyon Way
Palm Springs, CA 92262
Lisa Middleton, Mayor
Grace Elena Garner, Mayor Pro Tem
Christy Gilbert Holstege, Councilmember
Geoff Kors, Councilmember
Dennis Woods, Councilmember
Pursuant to Assembly Bill 361, this meeting may also be conducted by teleconference.
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1. CALL TO ORDER:
2. ROLL CALL:
3. PUBLIC COMMENT (AGENDA ITEMS ONLY): This time has been set aside for members of the public to address the City Council only on agenda items. Two (2) minutes will be assigned to each speaker. Pursuant to State Law, the City Council may not discuss or take action on issues not on the meeting agenda (Government Code Section 54954.2).
4. GENERAL FUND ESTIMATED ENDING FISCAL YEAR 2021-22 REVIEW AND
4. GENERAL FUND ESTIMATED ENDING FISCAL YEAR 2021-22 REVIEW AND PRELIMINARY OVERVIEW OF THE FISCAL YEAR 2022-23 GENERAL FUND BUDGET
RECOMMENDATION:
1. Amend the FY 2021-22 Budget to appropriate a transfer out the General Fund, Fund Balance in the amount of $5 million to the Facilities Maintenance Fund, to cover costs associated with the reallocation of OBEP Liability.
2. Provide direction to Staff on any changes to the Preliminary FY 22-23 General Fund Budget.
5. ADJOURNMENT
AFFIDAVIT OF POSTING
State of California )
County of Riverside ) ss.
City of Palm Springs )
I, Monique M. Lomeli, Interim City Clerk of the City of Palm Springs, California, hereby certify this Agenda was delivered to each member of the City Council, provided to all parties who have requested such notice, posted at City Hall before 5:00 p.m., on Thursday, April 21, 2022, and posted on the City’s website as required by established policies and procedures.
_____________________________
Monique M. Lomeli, CMC
Interim City Clerk
P U B L I C N O T I C E S
Pursuant to G.C. Section 54957.5(b)(2) the designated office for inspection of records in connection with the meeting is the Office of the City Clerk, City Hall, 3200 E. Tahquitz Canyon Way. Complete Agenda Packets are available for public inspection at: City Hall Office of the City Clerk. Agenda and staff reports are available on the City’s website www.palmspringsca.gov. If you would like additional information on any item appearing on this agenda, please contact the Office of the City Clerk at (760) 323-8204.
It is the intention of the City of Palm Springs to comply with the Americans with Disabilities Act (ADA) in all respects. If, as an attendee or a participant at this meeting, or in meetings on a regular basis, you will need special assistance beyond what is normally provided, the City will attempt to accommodate you in every reasonable manner. Please contact the Office of the City Clerk, (760) 323-8204, at least 48 hours prior to the meeting to inform us of your particular needs and to determine if accommodation is feasible.
April 25, 2022 City Council Special Closed Session Agenda 2
CITY COUNCIL STAFF REPORT
04/25/2022 4.
City Clerk -
SUBJECT
GENERAL FUND ESTIMATED ENDING FISCAL YEAR 2021-22 REVIEW AND PRELIMINARY OVERVIEW OF THE FISCAL YEAR 2022-23 GENERAL FUND BUDGET RECOMMENDATION:
1. Amend the FY 2021-22 Budget to appropriate a transfer out the General Fund, Fund Balance in the amount of $5 million to the Facilities Maintenance Fund, to cover costs associated with the reallocation of OBEP Liability.
2. Provide direction to Staff on any changes to the Preliminary FY 22-23 General Fund Budget.
Attachments
Study Session Item
CITY COUNCIL STAFF REPORT
DATE: APRIL 25, 2022 STUDY SESSION
SUBJECT: GENERAL FUND ESTIMATED ENDING FISCAL YEAR 2021-22 REVIEW AND PRELIMINARY OVERVIEW OF THE FISCAL YEAR 2022-23
GENERAL FUND BUDGET
FROM: Justin Clifton, City Manager
BY: Department of Finance and Treasury
SUMMARY:
This item presents a review of the estimated ending fiscal year General Fund revenues and expenditures for fiscal year 2021-22 and preliminary overview of the fiscal year 2022- 23 General Fund Budget.
RECOMMENDATION:
1. Amend the FY 2021- 22 Budget to appropriate a transfer out the General Fund, Fund Balance in the amount of $5 million to the Facilities Maintenance Fund, to cover costs associated with the reallocation of OBEP Liability.
2. Provide direction to Staff on any changes to the Preliminary FY 22- 23 General Fund Budget.
Current Fiscal Year 2021-22
General Fund revenue for FY 2021-22 is projected to be over the Revised Budget for FY 2021-22 by $20.9M. The increase is due to substantial increases in tax revenue. Note projected increases in FY 21-22 revenue below:
• Transient Occupancy Tax (TOT) increased $10.7M to $45.6M, up 30.7% • Sales & Use Tax increased $5.6M to $28.7M, up 23%
• Utility Users Tax increased $4.3M, to $12.5M, up 52%
A summary of the current FY 21-22 General Fund estimates as compared to the Revised Budget for FY 21-22 and Actuals for FY 20-21 is shown on page 2.
Study Session - 1
City Council Staff Report
April 25, 2022 -- Page 2
FY 22-23 Proposed Budget Study Session
General Fund Expenditures
General Fund Expenditures in FY 2021-22 are projected to decrease from the FY 21-22 Revised Budget by $11.8M. Noted large decreases/ increases are shown below:
• $8M reduction in personnel expenses largely due to vacancies in many departments across the City.
• $2M reduction in Special Pro jects as the City delayed design work on the Indian Canyon Bridge till FY 22-23.
• $3M projected reduction in public safety payroll expense using funds from the American Rescue Plan Act (ARPA).
• $3M savings in several expense categories as the City continued to control costs coming out of the COVID-19 pandemic.
• $5M increase in transfers to other funds. This is to cover a deficit balance in the Facility Maintenance fund.
CATEGORY Actuals 2020-21
Budget Revised
2021-22
Estimated Actuals
2021-22 Increase/(Decrease)
Revenues
Transient Occupancy Tax (TOT) 35,011,254 34,857,400 45,556,081 10,698,681 Property Taxes 27,342,182 28,709,000 28,662,500 (46,500) Sales & Use Taxes 25,232,110 24,480,500 30,114,800 5,634,300 Utility Users Tax 8,284,837 8,197,200 12,500,000 4,302,800 Motor Vehicle In Lieu Tax 5,703,803 5,889,500 5,889,500 - Franchise Fees 3,277,733 3,283,600 3,283,600 - Cannabis Tax and Permit Fees 4,893,353 4,700,000 5,180,000 480,000 All Other Sources 22,679,148 37,938,103 37,783,478 (154,625) Subtotal 132,424,420 148,055,303 168,969,959 20,914,656 Transfers In 11,550,000 -
Total Revenues 143,974,420 148,055,303 168,969,959 20,914,656 Total Expenditures 101,544,453 148,379,252 131,623,750 (16,755,502) Transfers Out 12,119,200 10,095,765 15,095,765 5,000,000 Total Expenditures 113,663,653 158,475,017 146,719,515 (11,755,502) Surplus/(Deficit) 30,310,767 (10,419,714) 22,250,444 32,670,158
GENERAL FUND
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t t t
~ t t t l
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City Council Staff Report
April 25, 2022 -- Page 3
FY 22-23 Proposed Budget Study Session
General Fund Unassigned Fund Balance
The General Fund ended FY 2020-21 with an Unassigned Fund Balance of $52.4M; FY 2021-22 is projected to have a $22.3M surplus and the Unassigned Fund Balance is projected to increase to $74.7M. The ending assigned CalPERS reserve balance for FY 2022 was $28.3M. The combined balance shown in Table A below for CalPERS reserved and Unassigned Fund Balance is $102.9M.
TABLE A
FY 2021-22 FY 2021-22 F Y 2022-23
FY 2020-21 Revised Estimated Proposed
Actual Budget Actual Budget
Beginning Projected Fund Balance - Unrestricted 22,137,767$ 52,448,534$ 52,448,534$ 74,698,978$ Operating Revenues 132,424,420 148,055,303 153,433,406 154,896,097 Transfers In 11,550,000 - - - Add: Grant Revenue 15,536,553 31,556,525
Total Revenues 143,974,420 148,055,303 168,969,959 186,452,622 Expenditures (101,544,453) (132,525,352) (117,951,491) (140,594,361) Approved Additional Appropriations FY22 (15,853,900)
Transfers Out (12,119,200) (10,529,365) (15,095,765) (9,100,000) Operating Expenditures (113,663,653) (158,908,617) (133,047,256) (149,694,361) Less: Grant Expense (13,672,259) (28,772,525)
Total Expenditures (113,663,653) (158,908,617) (146,719,515) (178,466,886) Surplus / (Deficit) 30,310,767 (10,853,314) 22,250,444 7,985,736 Required Minimum Fund Balance 29,938,872
Assigned Fund Balance for City Projects $52,448,534 $41,595,220 $74,698,978 52,745,841 Total Fund Balance Before CalPERS $52,448,534 $41,595,220 $74,698,978 82,684,714 CalPERS Reserve Set-Aside 22,250,000$ 28,250,000$ 28,250,000$ 31,250,000$ CalPERS Set-Aside/Fund Balance 74,698,534$ 69,845,220$ 102,948,978$ 113,934,714$ Required Minimum Fund Balance Total 20.00%
Fund Balance Total 46.14% 26.18% 56.14% 55.24%
Fund Balance CalPERS Reserve Total 19.58% 17.78% 21.23% 20.88% Fund Balance % Total 65.72% 43.95% 77.38% 76.11%
City of Palm Springs
General Fund Working Fund Balance Summary
Fiscal Year 2022-2023
Study Session - 3
City Council Staff Report
April 25, 2022 -- Page 4
FY 22-23 Proposed Budget Study Session
Proposed Budget Fiscal Year 2022-23
General Fund Revenues
Revenues associated with Transient Occupancy Taxes (TOT), Sales/Use Taxes, and Utility User Taxes have risen sharply in FY 21-22. TOT increased over 30%, Sales & Use Taxes increased over 20%, and Utility User Tax increased over 50%. Due to the growth in FY 21-22, the City is projecting marginal growth for each of these areas in FY 22- 23.
Total General Fund revenue, including Grant revenue, is up 19.1%, or $32.3M, and this is largely due to a significant projected increase in Grant revenue, particularly in Grants acquired for Homelessness.
Noted projected increases/decreases in revenue for the Proposed Budget FY 22- 23 compared to Estimated Actuals for FY 21-22 are as follows:
• T OT revenue increases by $2.4 to $48M, up 5.3%
• Sales/Use Taxes increases by $600,000, to $30.7M, up 2.0% • Utility Users Taxes decreases by $1.0M, to $11.5M, down 8.0% • Grant revenue more than doubled, up $16M
General Fund Expenditures
Total General Fund Expenditures in the Proposed Budget FY 2022-23 is expected to increase 20%, or $31.7M. Noted large increase in the Proposed Budget FY 22- 23 are below:
• $12.7M increase in personnel costs across all departments as the City continues to restore staff and approve MOU contracts.
• $ 3.6M increase in Repairs & Maintenance as the City continues to catch up on maintenance on equipment neglected during the COVID-19 pandemic.
• $ 1.4M increase in Facilities Maintenance due as the City continues to catch up with building maintenance neglected during the COVID-19 pandemic.
• $ 15.5M increase in Grant expense, proportionate to the increase in Grant revenue.
Following on page 5 in Table B is a summary of FY 2022-23 revenues and expenditures, and surplus/ deficit.
Study Session - 4
City Council Staff Report
April 25, 2022 -- Page 5
FY 22-23 Proposed Budget Study Session
TABLE B
In accordance with the City Council priorities, Table C, following on page 6, is City Manager Recommended new one- time and on-going expenditures. Additional detail for each line item is provided in Attachment 1.
GENERAL FUND
CATEGORY Actuals 2020-21
Budget Revised
2021-22
Estimated Actuals
2021-22
Proposed Budget
FY23 Increase/(Decrease)
Revenues
Transient Occupancy Tax (TOT) 35,011,254 34,857,400 45,556,081 47,967,203 2,411,122 Property Taxes 27,342,182 28,709,000 28,662,500 27,968,910 (693,590) Sales & Use Taxes 25,232,110 24,480,500 30,114,800 30,717,096 602,296 Utility Users Tax 8,284,837 8,197,200 12,500,000 11,500,000 (1,000,000) Motor Vehicle In Lieu Tax 5,703,803 5,889,500 5,889,500 6,007,290 117,790 Franchise Fees 3,277,733 3,283,600 3,283,600 3,283,600 - Cannabis Tax and Permit Fees 4,893,353 4,700,000 5,180,000 5,277,200 97,200 All Other Sources 22,679,148 37,938,103 37,783,478 53,731,323 15,947,845 Subtotal 132,424,420 148,055,303 168,969,959 186,452,622 20,914,656 Transfers In 11,550,000 - - Total Revenues 143,974,420 148,055,303 168,969,959 186,452,622 20,914,656 Total Expenditures 101,544,453 148,379,252 131,623,750 169,366,886 37,743,136 Transfers Out 12,119,200 10,095,765 15,095,765 9,100,000 (5,995,765) Total Expenditures 113,663,653 158,475,017 146,719,515 178,466,886 31,747,371 Surplus/(Deficit) 30,310,767 (10,419,714) 22,250,444 7,985,736 (14,264,708) Study Session - 5
l l l
~ t t t t
City Council Staff Report
April 25, 2022 -- Page 6
FY 22-23 Proposed Budget Study Session
One-Time Ongoing
Assigned Fund Balance for City Projects 44,760,106
Projected FY 22-23 Surplus 7,985,736
1 Budget Manager 5,500 166,400
2 Auditor 5,500 149,900
3 IT Technician (.5) 5,500 62,200
4 GIS Technician 5,500 120,600
5 Police Officers (3) 458,400
6 Crime Analyst 123,200
7 Crime Scene Technician 120,900
8 Firefighters (5) 744,976
9 Fire Capitan Training/Administration 33,500 265,696 10 Building and Safety Administraive Secretary 4,600 107,764 11 Homeless Outreach Coordinator 4,400 138,827 12 Recreation Facilities Program Coordinator 96,709
13 Park Attendant/Park Ranger (2 @.75) 118,900
14 Court Attendant (2 @.75) 112,915
15 Demuth Recreation Assistant ([email protected]) 118,900
16 Librarian 125,800
17 Engineering Project Manager (Measure J) 9,200 160,500 18 Downtown Maint Lead Worker w/Vehicle 40,000 104,750 19 Downtown Maint Worker (2) w/ Vehicle (1) 40,000 174,900 20 Street Maintenance Worker w/Vehicle 40,000 99,050 21 Lead Park Mechanic w/Vehicle 40,000 119,917 22 Parks Maintenance Mechanic 99,217
23 Park Maintenance Worker (4) w/Vehicle (2) 80,000 380,467 24 Parks Contractual Services Savings (541,900)
25 Public Affairs Dept Materials and Supplies 9,500 5,430 26 Recreation - 85th PS Anniversary Celebration 50,000
27 Marketing & Tourism Contractual Services 100,000
28 Planning Dept - Zonning Code Update 400,000
29 Cybersecurity Operations Center 148,200
30 Fiber Master Plan 200,000
31 Communications Branding Package 100,000
32 Homeless Services 2,000,000
33 Transfer to Facilities Fund for In-House Projects (current and deferred) 6,817,500 34 Transfer to New IT Replacement Internal Service Fund 1,000,000 500,000 35 Transfer to Affordable Housing 10,000,000
36 Transfer to Fleet Fund for Vehicle Purchases(current and deferred) 5,000,000 37 Additional Amount to CalPERS Reserve 3,000,000
38 General Fund portion chargeback of Facilities Maint Added Employees & Benefits 120,000 407,600 39 General Fund chargeback of Fleet Maintenance Added Employees & Benefits 1,100 118,000 40 Police/Fire Replacement Radios (Measure J or Fund Balance) 3,500,000 41 Plaza Theatre $2M (Measure J $1M and $1M Fund Balance) 1,000,000 42 Security Services at three Recreation Centers 283,500 Subtotal Budget Changes 31,511,800 7,191,718
Remaining Assigned Fund Balance for City Projects 13,248,306 Operating surplus after Ongoing Expenses 794,018
TABLE C: GENERAL FUND
City Manager Recommended
Study Session - 6
City Council Staff Report
April 25, 2022 -- Page 7
FY 22-23 Proposed Budget Study Session
Additional requests listed below in Table D are not recommended:
TABLE D
General Fund Unassigned Fund Balance
The current proposed budgeted surplus for FY 2022-23 in the General Fund is projected to be $3.8M, for an ending Unassigned Fund Balance at FY 22-23 of $78.5M.
The ending assigned CalPERS reserve balance for FY 22-23 is projected to be $31.3M, for a projected combined CalPERS and Unassigned Fund Balance of $109.7M.
Pension Costs
The FY 2 2/23 General Fund Budget includes a $6 ,000,000 contribution to CalPERS Pension Fund. The FY 2022-23 Airport Fund will also include a contribution of $750,000 to the CalPERS Pension Fund. This brings the total General Fund CalPERS Reserve to $31,250,000 and the Airport Fund CalPERS Reserve to $3,000,000, for a total CalPERS Reserve of $34,250,000 by June 30, 2023.
Given the balances in the CalPERS Unfunded Liability for FY 2022-23 is $179.5 million, compared to $170.8 million in FY21-22. The OPEB Unfunded Liability for FY 2022-23 is $145.5 to $139.5 million in FY 2021-22. It is important to continue the policy of contributing to the CalPERS Reserve Fund. With the total CalPERS Reserve Funds at $28.3 million as of June 30, 2022, Staff will evaluate investment alternatives (i.e., Section 115 Trust) or financing options (i.e., a second Pension Obligation Bond) for ways to make the most effective use of these funds.
ALIGNMENT WITH STRATEGIC PLANNING:
This review supports City Council priorities 1, Quality of Life; 3, Community Infrastructure; and 4, Good Governance.
One-Time Ongoing
1 Firefighters (10) 1,489,953.00
2 Engineering Administrative Secretary 107,800.00
3 Police Behavioral Heath Specialist - Contracted (2) 246,400.00 4 Public Affairs Digital Communications Manager 125,400.00 5 IT Technician 5,500.00 124,400.00
6 Procument Specialist I 5,500.00 113,600.00 7 Downtown Maintenance Worker 40,000.00 93,300.00 8 Street Maintenance Worker 40,000.00 100,300.00 9 Fleet Maintenance Technician 550.00 109,650.00 Subtotal Budget Changes 91,550.00 2,510,803.00 Not Recommended
Study Session - 7
f
City Council Staff Report
April 25, 2022 -- Page 8
FY 22-23 Proposed Budget Study Session
FISCAL IMPACT:
Amend the FY 21-22 Budget to appropriate a transfer out General Fund, Fund Balance, in the amount of $5 million to the Facilities Maintenance Fund, to cover costs associated with the reallocation of OBEP Liability.
Provide direction to Staff on any changes to the Preliminary FY 22- 23 General Fund Budget.
REVIEWED BY:
Assistant Director: Kristopher Mooney
Department Director: Nancy Pauley
City Manager: Justin Clifton
ATTACHMENTS:
1. General Fund City Manager Recommendations – Additional Detail
Study Session - 8
1 ATTACHMENT 1
GENERAL FUND CITY MANAGER RECOMMENDATIONS
1. Budget
Manager: This position will assist in providing a more comprehensive budget, and monthly and quarterly budget reports for detailed financial analysis and reporting. The Budget Manager will work with departments by offering budget guidance and reporting. This position supports City Council priority identified in 4D, Good Governance – Improve Financial Management. The one-time costs are $5,500 and the ongoing annual costs are $166,400.
2. Audi
tor: This position will provide additional annual auditing of vacation rentals and hotels to stay in compliance with City code requirements. This position supports City Council priority 1E, Quality of Life – Neighborhood Issues. The one-time costs are $5,500 and the ongoing annual costs are $149,900.
3. IT Te
chnician: This will be a shared position with the Airport to accommodate expanding A/V needs, and address the increased number of Help Desk Tickets , increasing customer service levels both internally and externally. This position supports City Council priority 4A, Good Governance – Enhance Service Levels, and 4B, Improve Communications. The one-time costs are $5,500 and the ongoing annual costs are $62,200.
4. GIS Tec
hnician: The City is in the process of implementing new technologies for permitting, assets management, and Computer Aided Dispatch (CAD) for emergency calls. T he Palm Springs International Airport is also anticipating deploying a new asset management platform to meet regulatory requirements. GIS plays a vital role in providing customized geospatial data to each of these systems. This position supports City Council priority 4A, Good Governance – Enhance Service Levels. The one-time costs are $5,500 and the ongoing annual costs are $120,600.
5. Pol
ice Officers (3): To enhance community engagement, promote police transparency, and more effectively manage and address crime, traffic safety , and quality of life issues across the City, the Palm Springs Police Department is transitioning to a neighborhood policing service area concept.
The city will be broken up into three geographically defined neighborhood policing service areas with assigned patrol lieutenants responsible for directed law enforcement response and engagement in that area. These positions support City Council priority 1B, Quality of Life – Reduce Crime. The ongoing annual costs
are $458,400.
6. Po
lice Crime Analyst: This position would work collaboratively to identify and address crime trends, ensure continuity of service, and effectively communicate with residents, business owners and visitors of Palm Springs. This position supports City Council priority 1B, Quality of Life – Reduce Crime. The ongoing annual costs are $123,200.
7. Pol
ice Crime Scene Technician: This position would ensure the Police Department is able to collect and process evidence and relieve sworn law enforcement officers to serve as first responders for in- progress and emergency calls for service more rapidly and effectively. This position supports City Council priority 1B, Quality of Life – Reduce Crime. The ongoing annual costs are $120,900.
Study Session - 9
2 8. Fir
efighters (5): This position will improve response times and outcomes in fire, rescue, and EMS emergencies. Reliance on mutual aid to get an adequate number of firefighters on scene in a timely manner will be reduced. These positions support City Council priority 4A, Good Governance – Enhance Service Levels. The ongoing annual costs are $744,976.
9. Fir
e Captain Training/ Administration: The addition of a training captain will ensure additional state and federal training mandates are met, improving public service, and better protecting our residents and visitors. This position supports City Council priority 4A, Good Governance – Enhance Service Levels. The one-time costs are $33,500 and the ongoing annual costs are $265,696.
10. Adm
inistrative Secretary: This position will be shared with the Engineering Division to provide additional customer service support in responding to phone calls and scheduling inspections. This position supports City Council priority 4A, Good Governance – Enhance Service Levels. The one- time costs are $4,600 and the ongoing annual costs are $107,764.
11. Hom
eless Outreach Coordinator: The Homeless Outreach Coordinator will address the ongoing needs of unhoused residents and the appropriate programs and housing necessary to assist them.
The Homeless Outreach Coordinator will assist clients with navigating additional systems of care, including housing, homeless certification, and connections to various service providers including the Palm Springs Access Center. This additional position is specifically identified in City Council priority 1A, Quality of Life – Improve Homelessness. The one-time costs are $4,400 and the ongoing annual
costs are $138,827.
12. Rec
reation Facilities Program Coordinator: This position will coordinate all facility rentals, including parks rentals, and oversee all contract classes at the Pavilion and Leisure Center. This position supports City Council priority 4A, Good Governance – Enhance Service Levels. The ongoing annual
costs are $96,709.
13. Par
k Attendant/ Park Ranger (2 @ .75 FTE): These positions will work onsite at City parks to ensure that events are permitted, parks and restrooms are in good working order, and to address community concerns. These positions support City Council priority 3A, Community Infrastructure – Improve City Facilities, as well as 4A, Good Governance – Enhance Service Levels. The ongoing annual costs are $118,900.
14. Cour
t Attendant: (2 .75 FTE): These positions will be responsible for management of pickleball court use and rotations.at City parks. This position supports City Council priority 4A, Good Governance – Enhance Service Levels. The ongoing annual costs are $112,915.
15. Dem
uth Community Center Recreation Assistant (2 .75 FTE): These positions will allow for expanded operating hours at Demuth Community Center, as well as increased services and programming for the community. This position supports City Council priority 4A, Good Governance – Enhance Service Levels. The ongoing annual costs are $118,900.
16. Libr
arian Archivist and Original Cataloger: This position would be split 75% on Accessing the Past Digital History Collaborative (APDHC) and 25% on original cataloging and customer service for the library. This position supports City Council priority 4A, Good Governance – Enhance Service Levels.
The ongoing annual costs are $125,800.
Study Session - 10
3 17. Engineering Project Manager (Measure J funded): This position will oversee and support the implementation and construction of high- priority projects such as park improvements and improvements to City facilities. This position supports City Council Priority 3B (Community Infrastructure). The one-time costs are $9,200 and the ongoing annual costs are $160,500.
18. Downtown Maintenance Lead Worker: This position will oversee, address, and monitor the cleanliness of the trash/recycling bins, debris clean-up, parking lot/ structure maintenance, and homeless impacted areas of the Downtown/Uptown District. This position supports City Council priority 3A, Community Infrastructure – Improve City Facilities. The one-time costs are $40,000 and the ongoing annual costs are $104,750.
19. Downtown Maintenance Worker (2): These positions will allow for better targeted responses to overflowing trash bins, debris clean- up, pressure washing of spills, elevator of cleaning, parking lot/structure maintenance, and homeless impacted areas of the Downtown/Uptown District during the afternoon/evening hours and over the weekend. These positions support City Council priority 3A, Community Infrastructure – Improve City Facilities. The one-time costs are $40,000 and the ongoing annual costs are $174,900.
20. Street Maintenance Worker: This position will allow for an increase in roadway conditions clean-up, curb and lane painting, signage compliance, installation, repairs/replacements, and pothole, edging and drainage maintenance. This position supports City Council priority 3A, Community Infrastructure – Improve City Facilities. The one-time costs are $40,000 and the ongoing annual costs are $99,050.
21. Lead Park Mechanic: This position will allow for additional oversight and maintenance of all 11 City parks, Palm Springs Swim Center, all water features, playing fields, tennis, pickleball, basketball , bocci ball courts and all playgrounds, City-owned and maintenance medians and parkways, all hiking and bicycling trail heads , in addition to oversight and additional maintenance of contractors. This position supports City Council priority 3A, Community Infrastructure – Improve City Facilities. The one-time costs are $40,000 and the ongoing annual costs are $119,917.
22. Parks Maintenance Mechanic: This position will allow for additional maintenance of all 11 City parks, Palm Springs Swim Center, all water features, playing fields, tennis, pickleball, basketball and bocci ball courts, and all playgrounds, City owned and maintenance medians and parkways, all hiking and bicycling trail heads. This position supports City Council priority 3A, Community Infrastructure – Improve City Facilities. The ongoing annual costs
are $99,217.
23. Park Maintenance Worker (4): These positions will allow for additional maintenance of all 11 City parks, Palm Springs Swim Center, all water features, playing fields, tennis, pickleball, basketball and bocci ball courts, and all playgrounds, City owned and maintenance medians and parkways, all hiking and bicycling trail heads. These positions support City Council priority 3A, Community Infrastructure – Improve City Facilities. The one-time costs are $80,000 and the ongoing annual costs are
$380,467.
24. Parks Contractual Services Savings: The additional Parks staff will allow the City to reduce current landscape maintenance contractual service costs, while providing a more comprehensive maintenance schedule in- house. The additional Parks positions support City Council priority 3A, Community Inf rastructure – Improve City Facilities. The ongoing annual costs savings are
$(541,900).
Study Session - 11
4 25. Public Affairs Department ( Materials & Supplies ): Supplies for recently approved Chief Communications Officer. The Chief Communications Officer position supports City Council priority 4B, Good Governance – Improve Communications. The one-time costs are $9,500 and the ongoing annual costs are $5,430.
26. Public Affairs Department – 85th PS Anniversary Celebration: This will support City Council priority 1E, Quality of Life. The one-time costs are $50,000.
27. Marketing and Tourism – Contractual Services: This is for dis cretionary services provided throughout the year. This will support City Council priority 1E, Quality of Life. The ongoing annual costs are $100,000.
28. Planning Department Zoning Code Update: This is for a comprehensive zoning code update to assure our code is consistent with the updated general plan, current day terminology/standards/graphics and overall, more user-friendly. This supports City Council priority 3C, Community Infrastructure – Community Design. The one-time costs are $400,000.
29. Cybersecurity Operations Center: This is the addition of a Security Operations Center (SOC) platform to strengthen the City’s cybersecurity posture against cyber warfare attacks. This position supports City Council priority 4A, Good Governance – Enhance Service Levels. The ongoing annual costs are $148,200.
30. Fiber Master Plan: This is to hire a consulting firm to create a fiber optics master plan. The biggest issue is emergency responders do not have access to the data they need resulting in slower response times and safety issues. The fiber plan would include a project to bring high speed mobile internet into the “Dead Zones” around the city. This supports City Council priority 1D, Quality of Life - Advance Economic Development (Monitor Broadband Opportunities). The one-time costs are
$200,000.
31. Public Affairs – Communications Branding Package: This is to hire a consultant to create a branding package to help brand City departments and services and develop style guidelines. This supports City Council priority 4B, Good Governance – Improve Communications. The one-time costs are $100,000.
32. Homeless Services: This is for discretionary services provided throughout the year, and supports City Council priority 1A, Quality of Life – Improve Homelessness. The ongoing costs are $2,000,000.
33. Transfer to Facilities Internal Services Fund for In -House Projects: Total one- time transfer of $6,817,500. Costs of c urrent projects are $ 3,771,547 and deferred projects due to COVID are $3,045,953 and are being transferred to Facilities Fund Balance.
34. Transfer to newly created Information Technology (IT) Internal Service Fund: This fund is to provide all departments with equipment replacement (computers, printers, scanners) and contracts related to software services. This will provide unity across all departments while assisting the IT department with better assessing the needs of the City. This supports City Council priority 4A, Good Governance – Enhance Service Levels. The one-time costs are $1,000,000 and ongoing annual costs are
$500,000.
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5 35. Affordable Housing: The one-time costs are $10,000,000: This is to build up the Affordable Housing Fund so we can respond to affordable housing and to partner with local organizations.
36. Transfer to Fleet Maintenance Internal Services Fund for Vehicle Purchases: Current vehicle purchases one-time cost s of $3,695,470 and deferred vehicle purchases one-time costs of $1,304,530 to Fleet Maintenance Fund Balance.
37. CalPERS Reserve: Each year the City ’s priority is to set aside $3,000,000 of unreserved fund balance to transfer to the CalPERS reserved fund balance, to assist with future funding for CalPERS unfunded liability. This will be an additional one- time cost of $3,000,000 bringing the total transfer this year of $6,000,000. The $6,000,000 transfer will bring the total CalPERS reserve to $34,250,000.
Staff is currently working on funding options and will bring to City Council at a future meeting. This supports City Council priority 4D, Good Governance – Improve Financial Management.
38. General Fund Chargeback to the Facilities Maintenance Internal Services Fund, to cover additional employees: The Facilities Maintenance Department added a Building Maintenance Supervisor, Maintenance Electrician, and a Maintenance Mechanic II, including benefits and 3 vehicles. These positions support City Council priority 3A, Community Infrastructure – Improve City Facilities. The one-time costs are $120,000 and the ongoing annual costs are $407,600.
39. General Fund Chargeback to the Fleet Maintenance Internal Services Fund to cover an additional employee: The Fleet Maintenance Department added a Lead Fleet Technician, including benefits and supplies. This position supports City Council priority 4A, Good Governance – Enhance Service Levels. The one-time costs are $1,100 and the ongoing annual costs are $118,000.
40. Police and Fire Replacement Radios (Measure J or Fund Balance): The City of Palm Springs currently uses the Eastern Riverside County Interoperable Communication Authority (ERICA) radio system for Police Department, Fire Department, and City -wide communications. The City will be transitioning away from ERICA to the Public Safety Enterprise Communications (PSEC ) radio system, ensuring county -wide public safety interoperability. The one-time costs are estimated at $3,500,000. The City is estimating on receiving a one-time revenue in Federal grant funds of $488,000. This supports City Council priority 1B, Quality of Life – Reduce Crime.
41. The Plaza Theatre (Measure J and Fund Balance): The City of Palm Springs owns the historic Plaza Theatre, which has deteriorated over decades and needs approximately $10-12 million in restoration costs. The Plaza Theatre has launched a campaign to raise capital to fully restore the iconic building.
The one-time costs are $2,000,000. This supports City Council priority 3A, Community Infrastructure – Improve City Facilities.
42. Security Guards at Recreation Centers: Request for security guards at City recreation facilities to address homeless issues and other safety concerns. This will include security guards for Demuth Community Center Services at the ongoing annual costs of $49,400; James O. Jessie at the ongoing annual costs of $49,400; and Leisure/Swim Center at the ongoing annual costs of $184,300 for a total of ongoing annual costs of $283,500. This supports City Council priority 1B, Quality of Life – Reduce Crime, as well as 4A, Good Governance – Enhance Service Levels.
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