CITY COUNCIL ADDITIONAL
INFORMATION
CITY COUNCIL ADDITIONAL
INFORMATION MEETING
1. Review and Provide Direction for the Fiscal Year (FY) 2025-26 Proposed Budget – (Deol:
[email protected]).
A G E N D A
REGULAR MEETING OF THE SUISUN CITY COUNCIL,
SUISUN CITY COUNCIL ACTING AS SUCCESSOR AGENCY TO THE
REDEVELOPMENT AGENCY OF THE CITY OF SUISUN CITY,
AND SUISUN CITY HOUSING AUTHORITY
TUESDAY, MAY 13, 2025
6:30 PM
.
Additional Information for the March 13, 2025 Suisun City Council Meeting.
A full City Council agenda, including attachments, is available for review at Suisun City Hall, 701 Civic Center Blvd, Suisun City, CA 94585 (9:00am - 5:00pm) or online at suisun.com.
The City Council agenda is posted on the City website at www.suisun.com, and posted at the main entrance of City Hall among other city locations.
In Accordance with Government Code 54957.5 (b)(1), writings distributed to all or a majority of the Council within 72 hours of the posted City Council meeting are available for review at the at Suisun City Hall, 701 Civic Center Blvd, Suisun City, CA 94585 (9:00am - 5:00pm) or online at suisun.com.
All scheduled meeting of the City Council are recorded and posted on the City website.
In compliance with Brown Act regulations, this City Council meeting agenda was legally posted no later than 5:00pm on May 9, 2025, as listed above.
ADDITIONAL MATERIALS
1 Budget Study Session
2 General Fund Overview
General Fund Revenues (with reimbursement agreement): $28.2M General Fund Revenue (without reimbursement agreement): $27.7M Expenditures: $29.5M
Expenditures do not include any Cost of Living Adjustments (COLA) as the City is in contract negotiations with all its employee groups.
Shortfall (with reimbursement agreement): $(1.3M)
Shortfall (without reimbursement agreement): $(1.8M)
3 Positive Financial Outlook for Our City
General Fund
FY 2023–24 Ending Balance: $4,182,183
Mid-Year FY 2024–25 Use: ($1,193,312)
Projected Ending (6/30/25): $2,988,871
Stabilization (Reserve) Fund
Balance as of 6/30/24: $5,157,644
FY 2024–25 Use: ($2,616,644)
Projected Ending (6/30/25): $2,541,200
📌 Combined Projected Fund Balance: $5,530,071
✅ Reserve restoration to $5.5M
4 Significant Revenue Increases
• Measure S transfer in ................................................ $3.0M • Reimbursement Agreement ....................................... $560K • New Republic Services agreement ............................. $300K • Building Permit Fees ................................................. $300K • General Sales Tax ..................................................... $274K 5 Significant Revenue Decreases
One-time ARPA Transfer ....................................... $971K CAP Study allocations…………………………....….$122K
Property Taxes…………………………………....…..$100K
6 Non-Departmental
7 Measure S Overview
Revenue: $6.9M
Expenditures: $6.9M
PD - 57%
FIRE - 40%
Other - 3%
8 Optimal Staffing
Levels
9 Optimal Staffing Levels
10 Optimal Staffing Levels (Cont.)
11 Optimal Staffing Levels (Cont.)
12 Optimal Staffing Levels (Cont.)
13 Optimal Staffing Levels (Cont.)
14 Optimal Staffing Levels (Cont.)
15 Department Information
Department Overview and Budget Summary
Overview of the Department's Organizational Structure
Current Department Budgets: Key Information
Outcomes Achievable with the Proposed Budget
Limitations and Unmet Needs Due to Resource Constraints The following slides will include the following information:
16 City Manager’s
Office
17 Organizational Chart
Administrative Assistant I/IIDeputy City Clerk Administrative Technician (33% Split with HR and DSD)
City Manager
City Manager
18 Budget Overview
City Manager
19 Contracts:
Rep’d
Polymorphic
The Halle Group (Organizational Development)
Tripepi Smith (Public Information Firm)
City Manager
20 Base Reductions:
No Reductions Proposed
City Manager
21 Finance Department
22 Department Overview
Accounting Services: General Ledger (GL), Accounts Payable (AP), Accounts Receivable (AR), Financial Statements (FS), Business License (BL), Payroll, Fixed Asset.
Auditing Services: Financial Statements, Single Audit (Federal Funds), Measure S Audit, Suisun-Solano Water Authority (SSWA) Audit.
Budgeting Services: City Budget, SSWA, Bay Home, HUD Voucher Program.
Utilities: Water/Sewer billing, 8,500 accounts, shut-offs, collections, late billing, etc.
Reporting: Federal, State, County, Local, other agencies (NBS) Debt Services: Water bonds, Successor Agency, City
Investment Services: City, Investment Report, LAIF, Public Financial Management (PFM) Business License: ~ 1,200 Business accounts, renewal, new license applications, management.
Finance
23 Organization Chart
Finance
24 Budget Overview:
Finance
25 Departmental Budget
Revenue $1,717,817
Expenditures $2,212,858
Difference $(495,041)
Finance
26 Revenue Sources
Finance
27 Significant Projects
Finance
28 Impacts
Finance
29 Base Reductions:
No Reductions Proposed
Finance
30 Information Technology
31 IT Staffing
Minimal Team, Maximum Reach
Information Technology
32 Budget Overview
Information Technology
33 Technology Scope:
200+ user devices
45 servers across hybrid environments
6 point-to-point links supporting inter-site communication 71 VoIP phones, 36 security cameras, 51 mobile tech units (phones/tablets), 15 mobile data terminals in patrol cars Information Technology
34 Industry Guideline
Similar-sized cities staff one (1) IT professional per 50-75 users/devices. We are currently operating near the minimum end, leaving little room for initiative beyond daily
maintenance.
Information Technology
35 Ongoing Services and Deliverables
Focused on immediate needs and incident response
Cybersecurity enhancements (e.g., spam filtering, antivirus deployment, firewall upgrades)
Microsoft 365 compliance and administration
Core infrastructure support (network, fiber lines, VPNs, wireless access) End-user troubleshooting and device support
Maintenance of digital platforms (website, Nextdoor, Facebook) A/V operations for public meetings (including Zoom and streaming) System launches: public records request portal, asset management tools, permitting systems, time keeping, financial applications Remote tech access solutions (e.g., Starlink, OneDrive, VPN solutions) Information Technology
36 What’s Deferred Due to Limited Capacity
Advanced cybersecurity measures (real-time threat detection, 24/7 visibility)
Citywide adoption of a zero-trust framework
Long-term technology planning and end-user training
Scheduled device and system upgrades
Comprehensive documentation and disaster recovery procedures Structured technical onboarding/offboarding processes
Information Technology
37 Costly Risks on the Horizon
Stalled progress on SOC (Security Operations Center) development, leaving networks vulnerable
Missed critical updates and patch cycles
Extended outages or disruptions
Increased workload on core team, leading to staff exhaustion Greater likelihood of cybersecurity breaches (malware, phishing, ransomware) Non-compliance with legal frameworks (CJIS, HIPAA, CPRA) Single breach recovery could exceed $250,000 (legal fees, data recovery, public relations)
Public service outages may trigger legal or reputational fallout Information Technology
38 Base Reductions:
The IT team is small, but the systems supported power every city service.
Strong IT means uninterrupted service, enhanced public safety, and secure operations across departments.
No Reductions Proposed.
The IT Department is operating on a barebones budget and does not have the capacity to reduce spending without
catastrophic consequences for the City. Information Technology 39 Human Resources
Human Resources
40 Organizational Chart
Human Resources
41 Budget Overview
Human Resources
42 Citywide Staffing:
221
(filled and
vacant positions)
Current Status:
Operating at full
capacity with zero
bandwidth
Full
Time
Part
Time
Volunteers/
Elected Officials
124 77 20
Citywide Staffing
The standard is 1 HR staff per 50
employees.
With only 2 permanent staff, HR is at less
than 50% of what’s needed to support the
organization.
There is no slack in the system
—reductions mean eliminating
positions, which eliminates
capacity.
Human Resources
43 What HR is Accomplishing Today
Recruitment & Selection
NeoGov (Government Jobs) Recruitment
Software Implementation
ON: Digital On Board / Off Board
Platform
Classification & Compensation
Job Descriptions
Compensation Plan and Public Salary
Schedule
Labor & Employee Relations
Contract Negotiations
Implementation of Gov Invest
Personnel Administration
FLSA and CalPERS Reviews
Personnel Actions
Benefits Administration
Health, Vision and Dental
Supplemental Benefits
CalPERS Retirement
Leave Management
FMLA/CFRA/PDL/Military/Other
Workers’ Compensation
Claims Management
Risk Management
Claims Management
Workplace Investigations
Citywide Support
Human Resources
44 What’s Not Getting Done (Due to Understaffing)
Policy updates - including OSHA, State and Federal Mandated compliance policies Staff development programming
Comprehensive internal audit of files, policies and procedures for compliance purposes Lack of formal safety program and proactive workplace safety measures Annual compliance training coordination
Succession planning & workforce development
Strategic HR planning and analytics
Lack of a performance management system
Implementation of Tyler HR/Payroll
Records digitization and retention management
Human Resources
45 Aligning HR Capacity with Citywide Service Delivery
HR is foundational to compliance, equity, safety, and accountability across all departments What’s Needed:
Fund an additional position to address what’s not getting done ($155K) An HR Analyst is essential to support functions that exceed the scope of technician-level work that are critical to maintaining legal compliance, ensuring strategic alignment and driving operational efficiency.
This role requires advanced analytical skills, sound judgment, and a strong understanding of employment law.
This position is needed to support the Tyler implementation and complete the Neo Gov Performance Management and eForms rollout – initiatives that cannot move forward without additional staff resources.
Work toward achieving a permanent staff level of 4.5 FTE to meet the City’s current demands
Human Resources
46 Base Reductions- $130K Reduction
The proposed budget includes reductions of $130,000 to
the Professional Services and temporary staffing support line items by eliminating one-time costs (e.g., citywide leadership training and labor negotiations support).
Human Resources
47 Police Department
48 49
Budget Overview:
50 SCPD Budget Review
SCPD’s budget increased in 24/2025 due to rising costs in various areas, which will need to be projected in the 25/2026 budget.
Humane Animal Services costs increased by over $100k.
(SCPD does not have control over these costs, nor can it take over Animal Services for Suisun City.)
Added two police officers to authorized FTE’s at mid-year 24/2025. (A new officer with full benefits is $157k to $189k per year.) Added $80k for a police canine program
(Program will be implemented once we are at full staff.) 51 SCPD Budget Review (Cont.)
One potential cost saving measure ($100k) would be to change the current structure of three CSO positions.
PD budgeted three CSO FTE’s.
One of these FTE’s is paid for by the PAL grant.
Current budget will have a surplus of approximately $100k due to grant.
Reduce number of PD assigned CSO’s to two.
Will provide consistency among CSO’s with regard to duties and follow up.
Currently one CSO is tasked with both PAL and CSO specific duties.
Splits the city in half with regard to responsibility for each CSO. *May reduce number of overall proactivity.
424 vehicles towed over the past 9 months with three, mostly full time CSO’s and one with PAL related duties.
Will continue to work with RPMA and the PAL program to utilize the PAL assigned CSO to assist during downtime.
52 SCPD Budget Review (Cont.)
PD Staff reviewed budget for potential savings in the following areas:
Fuel
Training
Field Supplies & Equipment
Technology Platforms
Determined any reductions to above would not be realized if PD is adding sworn staff to replenish depleted ranks. Staff additions will impact areas like mandated training and the need to purchase additional supplies, equipment and added fuel to increase patrols as we deploy staff to the field. Added staff will also impact technology, as most technology is on a fee per user basis.
More staff = higher cost.
53 SCPD Budget Review (Cont.)
Historically, SCPD budget cuts have meant staff cuts.
In the last 5 years, authorized sworn have been reduced from 26 to 24 during two separate and non-concurrent budget cycles to reduce the budget.
National average vacancy rates will still exist in addition to any reductions to authorized FTE’s that are made.
Resulting in additional non-deployed/unassigned staff time beyond the reductions. (In addition to medical leave and other vacancies, vacation and training also impact non-deployed hours.)
Reducing sworn positions would save $157k-$189k per position at a cost of:
Slower response times
Reduction in proactive policing
Increased officer burnout
Limited support for outreach to the unhoused
Reduction in traffic enforcement
Crime rates could rise
54 Base Reductions:
A status quo budget allows SCPD to continue to work towards hiring 28 police officers, which will result in:
More proactive police patrols to reduce crime and traffic violations.
Increased officer visibility and potential for community policing.
Increased probability of solving crime.
Decrease in response times.
Provide time off from patrol for state mandated training, which will increase capacity, expertise, & wellness across our organization without exponentially impacting the available staffing on a patrol shift.
Reductions will reduce the above results, but could provide a more sustainable, long-term budget.
55 Recreation, Parks, and Marina
56 RPM
57 Budget Overview
RPM
58 Budget Review
RPM staff conducted a comprehensive review of the proposed FY 2025-26 budget.
The department maintains a strong, proven cost recovery model.
No reductions proposed due to demonstrated financial performance and essential service delivery.
Sensitive to citywide fiscal challenges and supportive of organization- wide goals.
RPM
59 Strong Cost Recovery Performance
Revenue as a Percentage of Operating Expenditures (Cost Recovery):
The national average for park and recreation agencies is 23.6%.
RPM current cost recovery rate: 70% ➝ For every $1 cut, there’s a $0.70 loss in revenue (National average is 23.6%).
New FSUSD contract in FY 2025-26 expected to increase the department’s cost recovery to 75%.
RPM’s operational model helps offset city expenses while preserving vital community services.
RPM
60 Base Reductions:
No Proposed Budget Cuts / Reductions
No General Fund-supported program expansions
proposed due to citywide budget limitations
All new program opportunities, such as the FSUSD
contract, are at full cost recover
RPM
61 Development Services
62 Development Services Director
Permit Technician II
Organizational Chart
Plans Examiner / Inspector
(Contractor)
Permit Technician
(Limited Term)
CE Officer II
Code Enforcement DivisionPlanning Division Building Division Priniciple Planner
Administrative Technician
(Limited Term / .33 with HR
and CMO)
63 Budget Overview
Development Services
64 Revenue Sources
New development could result in slight increase FY 25/26 User Fee Study should result in slight increase in fee revenue and cost recovery (Jan 26)
Permit revenue expected to increase: $300,000 for next fiscal year Expenses
Regulatory Requirements will see expense increase in FY 25/26 budget City Council policy and priorities will see increase in FY 25/26 budget Unexpected Operation expenses higher when compared to previous FY budget
Budget Review
Development Services
65 No Proposed Budget Cuts / Reductions
Permit Revenue
Projected to increase $300,000 next fiscal year.
Base Reductions:
Development Services
66 Public Works
67 Public Works: Organization Chart
68 Budget Overview
Public Works
69 Administration Staff
Process Public Works permits (Transportation, Encroachment, Sewer, and Grading Permits) Implement new permit system; intake; coordinate; invoice; closeout permits Assist implementation of Cartegraph (Asset Management & Workflow System) Create assets & quality control
Setup & manage Public Surplus
Auction citywide surplus
Digitize PW documents & plans
Update City Engineering Standard Plans/Drawings
Answer & coordinate public phones
Project manage facility projects
New Fire Station Phase I-Standards of Cover & Community Risk Reduction $60K Fire Station Sewer Upgrade & Apparatus Bay Floor Rehabilitation $150K Police Department Radio Tower Replacement $180K
Joe Nelson Community Center Banquet Floor Replacement $80K Support department budgeting
Seek grant opportunities
EV grant opportunities Public Works
70 Administration Staff - Continued
Oversight of Landscaping & Lighting District and Community Facility District Annual LLD meetings
Annual Engineering Report and Leving Process
Day to day responses with residents/public
Manage solid waste and recycling program
Update Agreement Negotiation & Prop 218
Apply and manage Calrecycle grants
Manage Kellogg Trash Enclosure
Sewer Support
SSO Annually Report
Five Year Self Audit Report
Support Engineering & Maintenance Division
Bid openings, bid evaluations, file notice of completions Intake and process claims
Mange special projects
Sidewalk grindings
Update Five Year CIP document Public Works
71 Review, approve, & inspect Public Works permits (Transportation, Encroachment, Sewer, and Grading Permits
Sewer Collection Master Planning
Storm Drain Master Planning
Manage Municipal Regional Stormwater Permit (MRP)
Manage Pavement Management Program
Manage traffic calming
Staff support of Bayshore Resiliency grant – countywide effort Staff support STA Transportation Resiliency grant –
countywide effort
Engineering Division
Public Works
72 Review, approve, & inspect private development projects 400 Main
Dr. Nare Dental Office
Lotz
Almond Apartments
Blossom Apartments
Oliver Tree Ranch
Meridian West
Canlas Apartment
Parcel 13
Logistic Center
HWY12 Logistic
Cannabissary
Park View Estate
Engineering Division - Continued
Public Works
73 Capital Improvement Projects (CIP) - Continued
HSIP Cycle Traffic Signal Improvement Project
2025 Asphalt Rubber Cape Seal and Fiberized Micro Surfacing Project HSIP Cycle 11 Rectangular Rapid Flashing Beacons (RRFB) Project HSIP Cycle 11 T-Intersection Median Safety Improvements Project Electric Vehicle (EV) Charging Stations Project
Kellogg Resiliency Project
HSIP Cycle 12 Safe Route to School Project
Railroad Ave Extension
Montebello Park Improvement Project
Public Fishing Dock Project
Heritage Park Enhancement Project
Engineering Division - Continued
Public Works
74 Streets Crew (4 staffs)
Potholes, traffic signal lights, streetlights, special event setups, storm drain, sewer, sidewalk tripping hazards, signages, traffic control, roadway striping, etc.
Industry Best Practice: Suisun City 8 street staffs
General Landscaping Crew (4 staffs)
Maintain ROW landscaping, 7 parks, Sports Complex, Waterfront & Harbor Plaza, boat ramp, and city facility landscaping
Industry Best Practice: Suisun City 10 landscaping staffs (not accounting for ROW) LLD Landscaping Crew (5.5 staffs)
Maintain 11 LLDs & 3 Tax Zones
Industry Best Practice: Suisun City 10 LLD staffs
Homeless & Illegal Clean Up Crew (2 staff)
Clean up homeless encampment & illegal dumping citywide and empty exterior trash cans.
Maintenance Division
Public Works
75 Train Depot Maintenance Crew
Funded by Transportation Development Act (TDA) fund & maintain Train Depot facilities
City Facility Maintenance Crew
14 City Facilities
87,440 SF of City-owned Facilities (industry best practice 1FTE/45,000SF)
Maintenance Division - Continued
Public Works
76 Item:
Facility Expense Reduction - $290, 000
Base Reductions: - $290K Reduction
Project manage facility projects:
New Fire Station Phase I-Standards of Cover & Community Risk Reduction $60K
Fire Station Sewer Upgrade & Apparatus Bay Floor
Rehabilitation $150K
Joe Nelson Community Center Banquet
Floor Replacement $80K
Public Works
77 Total: $290,000
Community Impacts / Implications:
Project manage facility projects:
New Fire Station Phase I-Standards of Cover & Community Risk Reduction $60K Impact: Failing to conduct a fire department's Standards of Cover (SOC) and Community Risk Reduction (CRR) analysis can lead to inadequate resource allocation, ineffective emergency response, and increased risks to public safety.
Fire Station Sewer Upgrade & Apparatus Bay Floor Rehabilitation $150K Impact: The existing sewer lateral is under size for this facility and there is a snag in the pipeline that cause backup periodically. Maintenance of the backups will continue to persist.
Joe Nelson Community Center Banquet Floor Replacement $80K Impact: The existing floor is at the end of its useful life and is in need of replacement.
Public Works
78 Fire Department
79 Organization Chart
80 Budget Overview
81 Budget Review
Staffing
2 Firefighter Paramedics approved mid-year, $325,856
(with benefits)
Current staffing = .50/100
Industry standard 1:1000 population
Battalion Chief Coverage Contract $144,000
$14,000 Increase
5.4% Reduction ($206K)
Operations, Training, Facilities, Maintenance
82 Base Reductions: $206,747 Reduction
Reduces
Funding for Special Operations Training and Daily
Operations
83 CIP Projects & Dept Programs
Facilities
Station Alerting
Sewer Replacement Project
Bathroom ADA
Ops & Prevention Office- Flooring,
Dry rot
Apparatus & Equipment
Type I Engine replacement
Ladder Truck replacement
Air Compressor
Replacement/Relocation
Add Electrical Outlets
Reserve Volunteer Program
Mentorship
Succession planning
84 Community Impacts
Base Reductions:
Minimal community impacts
Reductions to Operations & Maintenance
Training reduced
85 Base Reduction Summary:
We just reviewed our current staffing levels, what we’re accomplishing despite the understaffing, and the impacts on service delivery.
Staff have conducted a comprehensive review of their budgets and proposed the baseline reductions you’ve just seen totaling $670K Fire $250K
PW $290K
HR $130K
Despite these efforts, we are still facing a remaining budget shortfall of $1.3 to $1.8 million remains.
86 Approaches Under Consideration:
Option 1 – Use Reserves to Cover Full Shortfall
Option 2 – Use Partial Reserves and Implement Service
Delivery Cuts
Option 3 – Fully Balance Through Reductions
87 Deficit Control through Extensively Deep Cuts
As the City Council evaluates further budget reduction options, staff recommends utilizing up to $750,000 from the fund balance to help address the deficit.
Even with this approach, an additional $600,000 to $1 million in cuts will be needed, depending on the outcome of the pending reimbursement agreement.
The following slides outline specific options for Council consideration and deliberation.
88 City Managers Office
89 Severe Reduction Measures:
City Managers Office - Contacts - $185,000 Total
Halle Group $35K
Tripepi Smith $100K
Polimorphic $50K
Mission Samoa $59K
City Manager
90 Community Impact / Implications
No support on organizational development and executive coaching.
The culture improvement has been noticeable over the last year and it will strain that success.
Loss of our communication contract will put the effort back on staff. This will mean lower and less consistent communication with our community.
The use of AI is something that will start today and evolve tomorrow. The inability to continue to grow our AI tools will mean items are addressed slower, calls and questions to city hall will have significant delays or go unanswered, future processes may see significant delays in all areas of the city as we will not keep up on the use of technology.
City Manager
91 Base + Severe Reduction Measures:
Base Reduction: No Proposed Reductions $0
Severe Reduction
Measure:
Halle Group - $35K
Trippe Smith - $100K
Polymorphic - $50K
Mission Samoa - $59K
$244,000
Total: $244,000
City Manager
92 Finance Department
93 Severe Reduction Measures:
Travel & Training - $5,000
Other Professional services - $30,000
Software/Service Agreement - $5,000
Finance
94 Community Impact/Implications:
Travel & Training
No training for critical items. (Example: FSLA)
Other Professional services
Delayed GASB Regulations Study.
Software/Service Agreement
Delayed Financial Software for audit purposes.
Finance
95 Base Reduction: No Proposed Reductions $0
Severe Reduction
Measure:
Travel & Training - $5,000
Other Professional services - $30,000
Software/Service Agreement - $5,000
-$40,000
Total: -$40,000
Base + Severe Reduction Measures:
Finance
96 Human Resources
97 Severe Reduction Measures:
30% of the HR Technicians are funded by General Fund approx. $40K
Not recommended because the HR Technicians are critical to both project implementation and the daily operations of the department.
Eliminating one or both of these positions would result in the loss or indefinite delay of all HR System Implementations and Core Daily HR Operations.
Human Resources
98 🚫 Puts a Stop to All HR System Implementations
NeoGov online recruitment
NeoGov onboarding module
NeoGov digital HR forms and workflow automation
NeoGov online performance management system
Tyler HR/Payroll module
Human Resources
Community Impact / Implications
99 🚫 Significantly Slows Down Core Daily HR Operations Recruitment delays → Vacancies remain unfilled longer
Limits recruitment and candidate support
Increased risk of labor violations due to missed deadlines and compliance issues Delays and errors in processing personnel actions, benefits enrollment, and leave tracking
Benefit enrollment and leave tracking errors
Delays response to staff inquiries and transactional support across all departments Delays records management and compliance tracking
Higher legal costs and exposure due to compliance failures Low morale, increased burnout, potential turnover
Human Resources
Community Impact / Implications (Cont.)
100
🚫 Increased Legal and Financial Risks
Increased exposure to:
Wrongful termination claims
Wage & hour violations
Discrimination claims
FMLA/CFRA non-compliance
Workplace injuries due to lack of oversight and safety program Cost of a single claim/lawsuit can exceed:
$100,000 in legal fees or settlements
Further reductions will create operational, legal, and financial exposure.
The cost of understaffing HR will far exceed any short-term savings.
Human Resources
Community Impact / Implications (Cont.)
101
Base Reduction: Reduction to the Professional Services and Temporary Staffing Line Items - $130,000
Severe Reduction
Measure:
HR Technician ($40,000)
Staff cuts will require adding funds back to the
Professional Services and Temp Staffing line items
-$40,000
Total: -$170,000
Human Resources
Base + Severe Reduction Measures:
102
Police Department
103
Item: Police Officer(s)
$157,000-$189,000 Per Position Reduced
Police Department
Severe Reduction Measures:
104
Community Impact / Implications
Reducing police officer positions will result in:
Reduction in proactive policing
Increased officer burnout
Limited support for outreach to the unhoused
Potential turnover of current staff
Currently costs approximately $100k to training a new officer Does not account for the pre-employment process of those candidates not selected Takes approximately 6 months to hire and train a new officer 2-3 months to complete pre-employment process
4 months to complete training
Police Department
105
Community Impact / Implications (Cont.)
Reduction in directed traffic enforcement
Crime rates could rise
Increased response times
Difference in one officer on shift can increase priority 1 response times by more than half (2 ½ minutes to 5 ½ minutes from time of dispatch).
Priority 3 incident response times increase by 2/3 when reduced by one officer Decreased officer visibility and potential for community policing.
Decreased probability of solving crime.
fewer officers available to respond to the scene of a crime means fewer clues, fewer witnesses and fewer tips for detectives to go on.
Increases the impact when providing time off from patrol for state mandated training.
Police Department
106
Community Impact / Implications (Cont.)
National average medical leave rates and turnover vacancy will still exist in addition to any reductions to authorized FTE’s.
i.e. a reduction to 26 FTE’s will likely result in a vacancy rate of at least 3 officers for medical leave and turnover. Historically, SCPD experiences a much higher turnover than the national average and at times has had only 75% of its authorized staff available to work for prolonged periods of time due to staff vacancies and medical leave rates.
Police Department
107
Base + Severe Reduction Measures:
Base Reduction: No Proposed Reductions $0
Severe Reduction
Measure:
Item: Police Officer(s)
$157,000-$189,000 Per Position Reduced $157K-$189K
Total: $157K-$189K
(Per Position)
Police Department
108
Recreation, Parks, and
Marina
109
Budget Cuts:
$40,000 cuts to special events
The portion that is not covered by the fireworks fund.
This would include the following special events:
Dia De Los Muertos, Kwanza, Movies in the Park, Pride, Jazz Series, and the Concert Series.
$35,000 cut to Arts
Removing the implementation of AI Art App
RPM
Severe Reduction Measures:
110
Base Reduction: No Budget Cuts $0
Severe Reduction
Measure:
Eliminate Special Events - $40,000
AI Art App - $35,000 -$75,000
Total: -$75,000
RPM
Base + Severe Reduction Measures:
111
Development Services
112
STAFF REDUCTION
Permit Technician II - $107,253
MAINTENACE APPROACH – PURCHASE ON HOLD
Operational Needs
Code Enforcement Vehicle - $15,000
Development Services
Severe Reduction Measures:
SUSPEND IMPLEMENTATION
Regulatory – State Law Requirements
AB 1332 (ADU Process)
Pre-Approved Accessory Dwelling Unit Program - $50,000
Housing Element Implementation
Code Enforcement Housing Conditions Survey - $23,000
City Council Priority
Code Enforcement Abatement, Non-Compliance
(Blossom/Railroad) - $50,000
Economic Development Plan and Strategy
Infill Development Appraisals - $20,000
113
Community Impact / Implications:
STAFF REDUCTION
Permit Technician II - $107,253
Impact:
Inability to meet customer service permit demands (permit issuance)
Stress on an already lean front counter staff
SUSPEND IMPLEMENTATION
Regulatory – State Law Requirements
AB 1332 (ADU Process)
Pre-Approved Accessory Dwelling Unit Program - $50,000
Housing Element Implementation
Code Enforcement Housing Conditions Survey - $23,000
Impact:
Regulatory requirement – possible legal action from state agency City Council Priority
Code Enforcement Abatement, Non-Compliance (Blossom/Railroad) - $50,000
Impact:
Inability to effectively abate challenged sites
All “bark no bite” approach
Economic Development Plan and Strategy
Infill Development Appraisals - $20,000
Impact:
Inability to legally dispose of City holdings
MAINTENACE APPROACH – PURCHASE ON HOLD
Operational Needs
Code Enforcement Vehicle - $15,000
Impact:
Aged vehicle, maintenance costs rising – spend more when compared to lease vehicle
Development Services
114
Base Reduction: Status Quo - No Changes $0
Severe Reduction
Measure:
Permit Technician II - $107,253
Pre-Approved Accessory Dwelling Unit Program - $50,000
Code Enforcement Housing Conditions Survey - $23,000
Infill Development Appraisals - $20,000
Code Enforcement Abatement, Non-Compliance - $50,000
Code Enforcement Vehicle - $15,000
-$265,253
Total: -$265,253
Development Services
Base + Severe Reduction Measures:
115
Public Works
116
Total: -$180,000
Police Dept Radio Tower Replacement - $180,000
Public Works
Severe Reduction Measures:
117
Community Impacts / Implications
Total: -$180,000
Police Dept Radio Tower Replacement - $180,000
Impact: The current police department radio system has reached the end of its useful life. Installing a taller, upgraded radio tower will ensure continued reliable communication within the department and with partner agencies
Public Works
118
Base Reduction: Facility Expense Reduction -$290,000
Severe Reduction
Measure: Further Facility Expense Reductions -$180,000
Total: -$470,000
Public Works
Base + Severe Reduction Measures:
119
Fire Department
120
Reduction Options
Operations, Facilities maintenance (5.4%) $206K
+ Plus
Average cost of 1 FTE Position - $121,838-$148,116
Battalion Chief Coverage Contract- Fairfield- $48,000
Funding For Reserve Volunteer Program - $42,700.00
All Non-Mandatory Training- $40,000
Public Education $10,000
All Special Events - $20,000
Fire Department
Severe Reduction Measures:
121
Firefighter Safety- Injuries, health & wellness
Fire Suppression- Keep fires small
Positive Patient Outcomes- Advanced Life Support
Insurance Service Office (ISO) Rating Regression 3-4
Insufficient Shift Supervision & Incident Management Oversight Fairfield vs SCFD
Further Reductions to Operations & Maintenance
Employee Burnout & Turnover
Eliminates:
Reserve Volunteer Program
Events- Easter Egg Hunt, Toys for Kids, Halloween Parade, Open House.
Training reduced to legally mandated only
Fire Department
Community Impacts / Implications
122
Base Reduction: 5.4% Reductions in Funding for Special Operations Training and Daily Operations $206K
Severe Reduction
Measure:
1 FTE Position - $121,838-$148,116
Or
Battalion Chief Coverage Contract- Fairfield - $48,000
And
Funding For Reserve Volunteer Program - $42,700
Public Education $10,000
All Special Events $20,000
All Non-Mandatory Training, Operations, Facilities
maintenance $40,000
-$250,000
Base + Severe Reduction Measures:
Total: -$456,000
123
Severe Reduction Options
124
Council Next Steps:
Provide direction to staff in relation to the development of the 25/26 budget.
125