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1b- Transmittal Letter Final WebA - 1 TOWN OF LOS GATOS CIVIC CENTER 110 E. MAIN STREET P.O. BOX 949 LOS GATOS, CA 95031 May 15, 2012 Honorable Mayor and Town Council: I am pleased to present to you the FY 2012/13 Operating and Capital Budget for the Town of Los Gatos and the Los Gatos Redevelopment Agency. This document provides a comprehensive recommendation and projection for all Town financial activities for FY 2012/13 and Capital Improvement Program activities for the FY 2012/13 – 2017/18 planning period. This budget is a numerical representation of the Town’s priorities and goals given continued global economic and local fiscal challenges. The proposed operating budget incorporates expense reductions, some revenue enhancements, and limited use of fund balance totaling the $1.8 million necessary to balance this year’s budget. This balancing includes targeted expenditure reductions, service delivery changes, the elimination of vacant positions, and modest revenue adjustments to recover costs for private development and other user fee supported services. The capital budget includes limited funding for upgrades to the Town’s infrastructure, including investments in streets, parks, and storm drains, and site improvements to the Civic Center. The completion of the Creekside Sports Park is a significant capital project that is expected to be complete by Fall 2012. Strategic Goals and Priorities In January 2012, the Town Council reviewed the core values which guide the development of key strategic goals. The Town of Los Gatos six core values are: Community Character, Good Governance, Fiscal Stability, Quality Public Infrastructure, Civic Enrichment, and Public Safety. For each core value, there are several corresponding strategic goals. The attached matrix reflects the Town strategic goals for 2012 – 2014. Key strategic goals over the next two years include, but are not limited to: Community Character  Implement the 2020 General Plan actions identified for the first two years  Facilitate development process and specific plan for the North 40  Develop Sustainability Action Plan Good Governance  Increase communication and online services using the Town website, social networking, and other means  Increase availability of online services to meet customer needs 24/7  Pursue technology solutions to enhance productivity Fiscal Stability A - 2  Respond to ongoing structural deficit through benefit cost containment, organizational redesign and alternative service delivery  Update and implement economic vitality strategy to facilitate business retention, expansion and attraction, including major tax generators  Sell/lease assets to create one-time or ongoing funding Quality Public Infrastructure  Evaluate and implement approaches to improve condition of streets in the Almond Grove district  Develop and implement a plan for the re-use of vacated Library space  Develop "Complete Streets Program" that plans for a balanced, multimodal transportation network Civic Enrichment  Construct a new sports/recreation facility to meet community needs  Implement Pageant Grounds landscape improvements  Enhance efforts to encourage community members to participate in civic leadership through membership on the Council and commissions Public Safety  Explore partnerships with County Fire to maximize community self-sufficiency  Implement evacuation plans for areas subject to flooding and fires in conjunction with County Fire  Develop baseline metrics of traffic patterns and maintain ongoing monitoring to inform strategies to improve traffic safety and reduce volume Five Year Financial Plan and Framework for Budget Development The updated Five-Year Financial Plan included in the budget staff report spans FY 2012/13 – 2017/18 and is an integral part of the budget development process. The forecast is used as an independent financial tool that is based upon current costs and revenue forecasts, but is designed to be fluid in nature, allowing staff to build various funding scenarios and test “what if” assumptions of expected increases in operating costs and changes to operating revenues. Provisions for limited augmentations to critical service areas including maintenance were also assumed in the forecast. The five-year forecast identified the need for budget adjustments totaling $1.8 million to balance the FY 2012/13 budget after eliminating a previously forecasted addition to operating reserves. Forecasted FY 2012/13 revenues were projected with the current recession in mind, assuming varying growth rates, ranging from flat to 3% for tax revenues and for fees for services, including overhead charges. Expenditures were projected using a database of prior year actual costs adjusted for future known increases in employee benefit costs, the final remaining cost of living increase for police, and actuarial updates for post-retirement benefits. Budget Development Principles and Strategies The prior five-year forecast projected a $1.8 budget gap for FY 2012/13 and continued operating deficits over the next four years. Given this information, staff developed a budget priorities matrix reflecting $12 million in potential budget adjustments and rank ordered them based on several criteria, including customer service impacts, ease of implementation, timeliness, and certainty and reliability. Using the matrix as a guide, the Council at its January 2012 Retreat, A - 3 established service level and budgetary priorities for FY 2012/13, while identifying options for exploration to address future budget needs. The outcome of the service prioritization process and FY 2012/13 budget takes into account the Town’s current and long-term fiscal picture, as well as high priority service delivery needs. Key principles include:  Develop and recommend a balanced budget that maintains service levels;  Continue to make progress on Council strategic goals identified at the 2011 Town Council retreat;  Initiate organizational transitions to ensure cost-effective and efficient service delivery; and  Identify opportunities to enhance service delivery through technology. The following section reflects strategies used to balance the FY 2012/13 operating budget. In analyzing these issues, staff considered the impacts on both current and future budgets and assessed alternative approaches to meet service demands. Staffing Adjustments and Salary Reductions The FY 2012/13 proposed operating budget reflects several adjustments to better align staff resources with work demands while achieving necessary reductions. The following section highlights recommended staffing and salary changes resulting in an estimated savings of $652,000. An additional savings of approximately $86,000 was identified through operating expenditure reductions.  Administrative Services –The Administrative Services budget reflects the addition of .10 FTE. This change is due to the elimination of a vacant Staff Technician position (.70 FTE) and reallocation of the Economic Vitality Manager (.80 FTE) to the Town Manager’s Office as a result of the dissolution of the Los Gatos Redevelopment Agency. The remaining .20 FTE will continue to be funded through the Community Development Department.  Community Development – The Community Development Department budget reflects the addition of 1.50 FTE, which includes the reclassification of a temporary Associate Planner to a Senior Planner, and a Building Inspector that was previously shared with the Parks and Public Works Department. Although the positions are fee supported, the department has adjusted its temporary hours to reduce expenses. Anticipated increases in building inspection and code compliance activity necessitate full staffing of the department’s four Building Inspector positions.  Police –The Police Department budget reflects a reduction of 2.50 FTE. This reduction includes last year’s approved elimination of a vacant Sergeant position that occurred in early FY 2011/12. The position remained unfilled to capture salary saving and will be eliminated in FY 2012/13. Subsequent to the Sergeant vacancy, a police captain retired and through a series of promotion within the department, a new officer vacancy was created. The officer position, previously filled as a corporal, will be eliminated in the FY 2012/13 budget. The budget also reflects a .50 FTE Administrative Sergeant reduction due to a planned retirement, which will result in the consolidation of two police units.  A - 4  Parks & Public Works (PPW) –The Parks and Public Works budget reflects a reduction of 1 FTE. This reduction includes the elimination of a PPW Manager that will be funded through the Capital Improvement Program (CIP) for a period of up to six months to complete the Creekside Sports Park and other projects. Engineering and inspection personnel expenses will also be charged to the Capital Improvement Program (CIP) as appropriate.  Furloughs. Unpaid furloughs for non-sworn employees are included in the proposed budget and are expected to provide a savings of $200,000. To ensure minimal impact to Town services, the furloughs will be implemented on Veterans’ Day, a national holiday in November, and during the annual holiday closure in late December. Sworn employees will not participate in FY 2012/13 furloughs as the Police Officers’ Association (POA) re-negotiated its union agreement to achieve savings for the Town in the prior year. Regional and Local Resources The Proposed FY 2012/13 budget addresses immediate funding for two regional and one local issue that will likely require significant additional resources in future years. Non Point Source Discharge Elimination System (NPDES) The purpose of the NPDES is to prevent debris and pollution from entering the Town’s storm drain system. This is accomplished through street sweeping services on Town-owned public streets and parking lots as required by the NPDES Municipal Storm Water permit. The West valley Sanitation District receives funding collected through the Santa Clara County property tax receipts, which are then distributed to local programs that support non-point source functions. In previous years, the Town-managed NPDES program received sufficient pass-through revenues to manage the program. However, due to more stringent permit requirements, the existing revenue source is no longer sufficient to meet growing administrative and managerial costs. It is anticipated that in the near future, the NPDES program will need to be supplemented with an additional revenue source to be sustainable. NPDES funds are currently used to support the Town Street Sweeping program. Staff is actively working with the West Valley Solid Waste Joint Powers Authority (JPA) on a proposal to include street sweeping costs into commercial and residential garbage rates. If successfully implemented, there may be increased financial capacity within the NPDES program in FY 12/13 to meet the storm water permit requirements. Silicon Valley Regional Interoperability Project (SVRIP) In FY 2010/11, SVRIP became a Joint Powers Authority and renamed SVRIA – Silicon Valley Regional Interoperability Authority, resulting in the joint ownership and maintenance of the Santa Clara County microwave communication system. As with other member agencies, the Town will continue to pay a portion of ongoing annual system management and maintenance costs. Costs to implement enhancements to regional communication systems may be requested in the future. Pavement Condition Index (PCI) A - 5 Increased funding for local street maintenance is discussed within the Five-Year Capital Program, including the possible redirection of future operating resources to meet rising community expectations and demands for improved neighborhood street maintenance. Approximately 47% of the proposed FY 2012/13-2017/18 CIP funding is allocated to street reconstruction and related projects, reflecting the Council’s priority to address street maintenance needs. As previously communicated to Council, the Town’s past Pavement Condition Index (PCI) of 75 has dropped to 71 (100 being the highest rating possible). While the current PCI is slightly above the Town’s goal of 70, the FY 2012/13 CIP includes street infrastructure projects that will maintain the Town’s current PCI level. Continued attention to infrastructure funding over the next five years will be necessary to meet future street maintenance needs. FY 2012/13 General Fund Operating Budget Overview The proposed FY 2012/13 General Fund Budget is a balanced budget barring any other unanticipated financial outcomes. However, revenue estimates may change next year if there are unexpected negative local economic developments or unanticipated future State revenue take- aways. If any of these occur, adjustments to the budget may be required early next fiscal year. Overall, General Fund appropriated expenditures are proposed to increase approximately 1% from the FY 2011/12 Adopted Budget level of $32,971,937 million to $33,274,291 in FY 2012/13, excluding debt service and capital transfers-out. A portion of these expenditure increases were due to the dissolution of the Los Gatos Redevelopment Agency. Internal Service Fund charges were also adjusted because of increased maintenance costs and equipment replacement needs. The FY 2012/13 General Fund reflects a balanced budget after supplementing operating revenues with fund balance and reducing operating expenditures. A - 6 GENERAL FUND SOURCES FY 2012/13 PROPOSED BUDGET Revenues General Fund Operating Revenues Sales & Use Tax 7,859,000$ Property Taxes 8,041,087$ Licenses & Permits 2,075,945$ Charge for Services 2,155,039$ All Others 12,658,926$ Fund Balance Sources Other Uses of Fund Balance 490,000$ Capital / Special Project Reserve 700,000$ Vasona Land Sale Reserve 1,200,000$ TOTAL SOURCE 35,179,997$ GENERAL FUND USES General Fund Operating Expenditures 31,310,320$ Debt Service Payments 1,963,971$ General Fund Transfers 1,900,000$ Fund Balance Allocation Budget Stabilization Reserve-$ CIP Capital Projects-$ TOTAL USE 35,174,291$ Operating Revenues While the economy is showing signs of improvement, the FY 2012/13 budget reflects approximately $32.3 million in total revenue, or a 2% decline compared to the prior year. This is mostly due to a change in sales tax received by Netflix, an internet streaming provider, which previously accounted for nearly 40% of all sales tax received by the Town. The FY 2012/13 budget reflects $7.9 million in sales tax revenue, or a 16% decline compared to the prior year. Given the change in Netflix’s business model, diversification remains a top priority for the Town. To that end, the Town will move forward with key economic development efforts, including the Los Gatos Boulevard Plan and North Forty Specific Plan, and maintain its outreach and support of downtown and local businesses through continued funding of the Economic Vitality Program. Property tax values in Los Gatos continue to remain stable, with moderate growth projected for FY 2012/13. The FY 2012/13 budget reflects a property tax revenue increase of 8% compared to the FY 2011/12 adopted budget. This assumption is based on positive valuations projected by the Santa Clara County Assessor’s Office, given increases home sales, coupled with anticipated adjustments in property tax distribution due to the dissolution of California redevelopment agencies. Transient Occupancy Tax (TOT) has also increased in anticipation of positive travel and tourism activity. Licenses and Permits revenue has been adjusted as a result of increased building activity. Conversely, charges for Town Services have decreased by 16% or $416,912 largely because of the loss of redevelopment reimbursement revenue for administrative and housing support. Overall, FY 2012/13 Town Services revenues are projected to remain flat and take in account CPI adjustments adopted by Council in April 2012. All other revenues were A - 7 based on the latest information available from the State, recent revenue trend history, and other information provided by Town departments that track particular revenue sources. Operating Expenditures The Town’s General Fund operating budget expenditures for FY 2012/13 have increased by $302,354 or 1% compared to the prior year’s adopted budget (excluding fund transfers and debt service). These expenditures are comprised of six major categories of costs, including salaries and benefits, grants and awards, internal service charges, operating expenses for supplies and services, and debt service. The delivery of Town services is highly dependent on labor, which makes up 60% of budgeted General Fund expenditures for FY 2012/13. Despite strategic reductions made in staffing, overtime, and operating expenditures, salary and benefits continue to be the largest portion of the Town costs. Compared to the prior year, salary and benefits increased less than 1% or $183,000, largely due to changes in miscellaneous and safety PERS rates, coupled with the last scheduled Police Officers’ Association (POA) salary increase. Health care costs for active and retired employees coupled with actuarial requirements also continue to grow, exacerbating the gap between revenue and expenditures in the five-year forecast. To reduce future salary and benefit costs, a two-tier pension plan was negotiated in FY 2011/12 for miscellaneous employees, changing the pension formula from 2.5% at 55 to 2% at 60 for new hires after August 1, 2012. State Budget Impacts Details on the State of California Proposed FY 2012/13 budget will be available as part of the Governor’s May Budget Revise. Based on a preliminary review of the State’s proposed budget, the League of California Cities has identified several budget proposals that will impact cities:  Elimination of Redevelopment. On July 28, 2011, the Governor signed two budget “trailer” bills concerning redevelopment, ABx1 26 and ABx1 27 (hereafter AB 26 and AB 27 for simplicity). AB 26 (the “Dissolution Act”) eliminated redevelopment agencies and AB 27 (the “Voluntary Program Act”) allowed redevelopment agencies to remain in existence and be exempt from AB 26 if certain “voluntary” payments were made to the state. The League of California Cities and the California Redevelopment Association (CRA) filed a petition with the California Supreme Court, challenging the constitutionality of AB 26 and AB 27. The California Supreme Court, in its decision in California Redevelopment Association v. Matosantos, issued December 29, 2011, declared the Dissolution Act alone to be constitutional. Under the Dissolution Act, all California redevelopment agencies were dissolved effective February 1, 2012. Following the provisions of the Dissolution Act, the Town Council adopted a resolution accepting for the Town the role of Successor Agency to the Redevelopment Agency of the Town of Los Gatos. An oversight board, consisting of members representing Santa Clara County, the Town, and various education and special districts was formed to approve and direct certain actions of the Town as Successor Agency. While the Successor Agency will continue to receive tax increment revenue to pay enforceable obligations, like debt service, funding for administrative expenses, including direct charges for salary and benefits, overhead, and various operational expenses, has been significantly limited. Successor agencies may receive a maximum of up to $250,000 or up to 3 percent of tax increment revenues received by the Successor Agency A - 8 per fiscal year for administrative expenses. This amount is significantly lower than the Successor Agency’s current administrative expenses, and as a result, programs like Economic Vitality, must now be funded through the General Fund. It is anticipated that the Town will lose up to $800,000 annually for related administrative costs; however, this amount may be partially offset through increased property tax distribution as a result of the redevelopment dissolution.  Booking Fees and COPS Program. The Governor's FY 2012/13 budget proposal maintains state subvention grants for law enforcement, including COPS funding, booking fee subventions, and county sheriffs programs. The Town currently receives $200,000 in COPS funding that supports two Los Gatos-Monte Sereno Traffic Police Officers.  Public Library Funds. The Governor’s FY 2012/13 proposal reflects reductions to Public Library Fund. The potential impact to the Town budget would be approximately $6,000. Forecasted General Fund Reserve Status - June 30, 2011 The total General Fund Reserves are forecasted to close at a balance of approximately $20.7 million at June 30, 2012 (excluding $2.3 million in funds set aside to pay accrued compensated absences). The Town anticipated reserve balances of approximately $18.5 million in General Fund designated reserves (established in accordance with current Town financial policies and operating and capital budget requirements). Included in the $18.5 are approximately $3.7 million in reserves for economic uncertainty, $7.9 million in budget stabilization reserves which together constitute approximately 35% of the General Fund budget. The adopted reserve policy requires reserves to be maintained at minimum of 25% of General Fund ongoing operating expenditures. Overview of the FY 2011/12 Capital Budget Of vital importance is the Town’s continued investment in infrastructure preservation and the addition of new capital assets to benefit the community. The FY 2012/13 proposed budget funds the first year of the Town’s Five-Year Capital Improvement Plan (CIP). Total appropriations for FY 2012/13 are $27 million, consisting of $4.6 million in carryover funding from the prior year and $14 million in new project funding. Of note in the CIP is continued funding for investment in the Town’s street system infrastructure. The proposed CIP includes a total of approximately $1.5 million in new funding dedicated for various street repair and resurfacing projects in the Town. Other notable street, park, and public facility projects in FY 2012/13 include: Street Program Projects:  Blossom Hill Road street improvements, including roadway widening and sidewalk, bicycle lane, and crosswalk construction between Cherry Blossom and Camino del Cerro.  Highway 9/University Avenue intersection traffic system improvements, including dedicated left turn lanes, new traffic signal and sidewalks, and ADA improvements.  Wedgewood Avenue street improvements, including the construction of sidewalks, a storm drain system, and new landscaping.  Almond Grove Street Rehabilitation Project, including the design and first phase of reconstruction of neighborhood streets after funding has been allocated.  University Avenue Resurfacing project, including base repairs, storm drain improvements, sidewalk and retaining wall construction, and street resurfacing from A - 9 Shelbourne Way north to the Vasona Dam. Parks Projects:  Completion of Pageant Grounds Landscape Improvements.  Completion of the new Los Gatos Creekside Sports Park.  Construction of a new, ADA compliant pathway and bicycle trail at Live Oak Manor Park. Public Facilities Projects:  Completion of LEED certification for the new Library.  Conceptual design and improvements for planned reuse of the existing Library space at the Civic Center. Future Challenges Sales Tax Vulnerability - Sales tax revenue accounts for approximately 24% of General Fund operating revenues. Due to a change in its business model, sales tax revenue from Netflix, an internet streaming provider is expected to decline by 62%. In prior years, Netflix accounted for nearly 40% of all sales tax received by the Town. While the economy is showing signs of improvement, the FY 2012/13 budget reflects approximately $7.9 million in sales tax revenue, a 16% decline compared to the prior year. Substantiated by Netflix sources, the Town’s 5-year forecast reflects a decline in internet retail sales tax revenue ranging between 18-20% over the next 4 years. Given the decline of this vital source of operating revenue, efforts continue to ensure a strong and diverse sales tax revenue base. Structural Imbalances (Operating Deficits) – Based on the five-year forecast, the projected operating revenue is inadequate to meet the ongoing costs of current services. If permanent, structural adjustments are not made, the level of the imbalance would worsen each year leading to annual projected shortfalls ranging from $1.5 million to $3 million in the fiscal years following FY 2012/13. Jurisdictions in Silicon Valley and throughout California continue to face these challenges and may identify usable solutions for Los Gatos. Fortunately, the Town’s strong reserves and past fiscal prudence have provided flexibility in addressing these ongoing challenging issues. PERS Retirement Rates –Projected employer PERS rates are expected to be slightly higher in FY 2012/13 compared to the prior year. However, given investment losses sustained by PERS, it is anticipated that rates could increase between 10-30% over the next 4 years. The Five-Year Financial Plan has been updated with these rates, barring a recovery in the general stock market and/or changes in legislation. Limited Infrastructure Funding – To fund its infrastructure needs, the Town allocates available excess revenues at year-end (after meeting certain required reserves balances) to the Reserve for Future Capital Improvements. This reserve has been the primary funding source for street improvements and other capital projects for the past 10 years. While the recent update of the Construction Mitigation Impact fee serves as an additional resource, it is not enough to maintain future infrastructure maintenance or build new facilities. Per Council direction at the 2012 Council Retreat, staff is exploring options that could establish a reliable, dedicated source of funding for basic capital improvements beyond the use of accumulated reserves. Conclusion A - 10 While the global, national, and local economy appears to be recovering, the Town anticipates continued fiscal challenges and uncertainties unless structural changes are made. Based on the Council Retreat service prioritization process conducted in January 2012, approximately $1.8 million in revenue enhancements and service delivery adjustments have been identified for the proposed FY 2012/13 budget. If the economy does not improve in the short term, the financial forecast indicates that more adjustments will be necessary to balance future budgets. In light of anticipated deficit projections, opportunities to enhance service delivery, while lowering operating costs through resource and workload redeployments and organizational restructuring continue to be explored. Developments at the local and state level, including unanticipated changes in major revenue sources or unforeseen State revenue “takes” will be brought to Town Council’s attention in a timely manner so that an appropriate action can be taken. I wish to thank all of the departments, in particular, Department Directors and the members of their management and support staff, who worked diligently on the preparation of this budget document as well as the following staff members: Stephen Conway, Finance and Administrative Services Director Jenny Haruyama, Assistant Budget/Finance Director Pamela Jacobs, Assistant Town Manager Rumi Portillio, HR Director Gayle Barr, Payroll Specialist Krysten Lee, Accountant Gitta Ungvari, Administrative Analyst Linda Isherwood, Accountant/Finance Analyst Jenny Miller, Temporary Budget Analyst Nicole Tram, Account Technician Respectfully submitted, Greg Larson Town Manager A - 11 The Government Finance Officers Association of the United States and Canada (GFOA) has presented a Distinguished Budget Presentation Award to the Town of Los Gatos, California for its annual budget since the fiscal year beginning July 1, 2003. In order to receive this award, a government unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communications device. This award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award. A - 12 CORE VALUES COMMUNITY CHARACTER GOOD GOVERNANCE FISCAL STABILITY QUALITY PUBLIC INFRASTRUCTURE CIVIC ENRICHMENT PUBLIC SAFETY Preserve and enhance the appearance, character and environmental quality of the community Ensure responsive, accountable and collaborative government Maintain ongoing fiscal stability to provide cost effective core services that meet the needs of the community Maintain the condition and availability of public facilities, transportation systems, &other public infrastructure Foster opportunities for citizen involvement, and cultural, recreational and individual enrichment Ensure public safety through proactive community policing, effective emergency response, and community-wide emergency preparedness Implement the 2020 General Plan actions identified for the next two years Increase communication with the community Ensure ongoing fiscal stability through benefit cost containment, organizational redesign , alternative service delivery & new reserve policies Evaluate approaches and implement project to improve condition of streets in the Almond Grove district Construct new sports/recreation facility to meet community needs Expand the Los Gatos Prepared campaign to maximize community self- sufficiency Develop sustainability plan for implementation with regional and other partners Increase availability of online services to meet customer needs 24/7 Review and revise Town policy related to the service of alcohol & entertainment Explore and present funding mechanisms to provide ongoing funding for street maintenance Implement Pageant Grounds improvements to enhance public access In conjunction with County Fire, implement evacuation plans for areas subject to flooding and fires Develop and implement work plan to achieve affordable housing strategy Pursue technology solutions to enhance productivity Explore ways to maximize availability and usage of downtown parking resources to meet the needs of customers. Develop and begin implementation of plan for the re-use of vacated Library space Implement the new Arts Master Plan to promote arts in the Town Conduct mid-contract review and update of contract with Monte Sereno for police services to reflect needs and resources Complete specific plan for the North 40 Update organizational performance and customer service measures Update & implement economic vitality strategy to facilitate business retention, expansion & attraction, including major tax generators Develop "Complete Streets Program" that plans for a balanced, multimodal transportation network Enhance efforts to encourage community members to participate in civic leadership Develop baseline metrics of traffic patterns & maintain ongoing monitoring to inform strategies to improve traffic safety & reduce volume Update the Los Gatos Boulevard Plan Develop and implement plan for appropriate land use ownership and utilization of parcels behind LGHS Sell/ lease idle assets to create one-time or ongoing funding TOWN OF LOS GATOS CORE VALUES2012 – 2014 Strategic GoalsOngoing Core Services (representing roughly 80% of Town resources) Police Library Parks & Trails Streets & Parking Youth & Senior Services Economic Vitality Planning & Building Arts & Special Events Environmental Services Emergency Preparedness A - 13