Agenda Report - 2012 TOWN COUNCIL RETREATZ pW N OF
i co s COUNCIL AGENDA REPORT
MEETING DATE: 01 -28 -12
COUNCIL RETREAT
DATE: JANUARY 24, 2012
TO: MAYOR AND TOWN COUNCIL
FROM: GREG LARSON, TOWN MANAGER
J
ell
SUBJECT: 2012 TOWN COUNCIL RETREAT
RECOMMENDATION
As the Retreat is a Council Study Session, no formal actions can be taken. However, the consensus and
direction provided will be incorporated by staff into subsequent Council actions at regularly scheduled
Council meetings.
BACKGROUND
The Town Council regularly holds a half day retreat early in the calendar year. For the last few years
that retreat has focused on reviewing Strategic Goals for the next two years. In addition, staff has
typically provided an early preview of the Town budget for the current and following year. This year,
per Mayor and Council direction, the Retreat will also focus on budget priorities to guide Town staff in
developing next year's proposed budget
DISCUSSION
This staff report is segmented into the 3 subject areas listed on the Retreat agenda:
• Budget Update
• Budget Priorities
• Strategic Goals
Budget Update
Town staff presented to Council at the Boards and Commissions Forum in late November a projected
budget gap for next year of $4 million. That number will likely drop significantly based on restoration
PREPARED BY : GREG LARSONG/
Town Manager "/
Reviewed by: &Assistant Town Manager Town Attorney Finance
NAMGR\AdminWorkFiles\2012 Council Reports \Town Council Retreat Report 1.28.12.doc
PAGE 2
MAYOR AND TOWN COUNCIL
SUBJECT: 2012 TOWN COUNCIL RETREAT
JANUARY 24, 2012
of Netflix sales tax revenues, decreases to anticipated Ca1PERS pension costs, and other refined revenue
and expense calculations. However, we are also anticipating increased challenges due to the dissolution
of Redevelopment beyond the $500k loss included in the prior $4 million target.
Staff will be projecting Netflix sales tax revenue after their next quarterly financials release tomorrow
afternoon. In addition, we are continuing to analyze and refine the impacts of dissolving redevelopment
in advance of the Feb. 1" deadline imposed by the Courts. Consequently, an updated projection of next
year's budget gap will not be available until the retreat and will be presented by Finance staff at that
time.
Budget Priorities
Attached is a draft Budget Priorities matrix (Attachment 1) that shows over $12 million worth of
potential budget adjustments. Most of the proposals are approximated at $100,000 or more to both
cluster and simplify the priority setting process at this early stage of the budget process. However, most
of them are also scalable to lower levels and, in a few cases, to higher levels as well. Many of these
proposals directly impact customer services and staff employment. We have tried to be sensitive in
these presentations without sacrificing the meaningfulness and reality of potential Council options.
Town staff considered presenting a complete listing of all Town services and expenditures. However,
that would have been a time consuming and costly exercise equivalent to or greater than preparation of
the annual budget itself. Further, a similar exercise last decade proved ineffective in aiding the
Council's budgetary decision - making. This approach, reflecting a third of the Town's operating budget
and nearly three times what is needed to balance the budget, provides the Council ample opportunity to
set service level and budgetary priorities, without having to develop and review dozens of additional
proposals that would not likely receive serious consideration (e.g., eliminating night time police patrols).
Nonetheless, as described below, the Council will have the opportunity during the retreat to suggest
other budget proposals for subsequent consideration during the budget process.
All of the proposals have been rank ordered by and within each department based on several criteria,
including:
• Customer service impacts
• Ease of implementation
• Timeliness (could it be done next year or several years out)
• Certainty and reliability
The proposals have then been ranked across departments into three tiers, as follows:
• Tier 1 —Yellow —First to be implemented, lowest impacts, easiest to implement
• Tier 2 — Red
• Tier 3 —Black —Last to be implemented, greatest impacts, most difficult or uncertain
PAGE
MAYOR AND TOWN COUNCIL
SUBJECT: 2012 TOWN COUNCIL RETREAT
JANUARY 24, 2012
Consequently, within each tier, the proposals are presented in rank order within each department based
on that department's preliminary recommendations. However, the proposals are only ranked across
departments based on the three tiers.
Throughout this exercise, which started at the Directors Retreat last Fall, staff was challenged to raise
proposals to the highest tier possible from our perspective based on the criteria above. Staff believes
this approach maximizes the flexibility and discretion available to the Council for adjusting and
modifying the draft Budget Priorities matrix.
Many thanks to the Council Finance Committee - Mayor Steve Rice and Vice Mayor Barbara Spector -
for reviewing the process and approach for this exercise. Note, however, that the rankings and tierings
presented in the draft Budget Priorities matrix are solely staff s preliminary recommendations.
During the Budget Priorities section of the Council Retreat, the Mayor intends to lead the Council
through discussion and consideration of the following questions:
1. Are there any Tier 3 Blacks that a majority of Council would move up to Tier 1 or Tier 2?
2. Are there any Tier 2 Reds that a majority of Council would move up to Tier 1?
3. Are there any Tier 2 Reds that a majority of Council would move down to Tier 3?
4. Are there any Tier 1 Yellows that a majority of Council would move down to Tier 2 or Tier 3?
5. Are there any additional proposals, ideas or concepts that a majority of Council would like
developed and considered as part of the budget process?
Staff will be recording any modifications or additions made by Council on a visual record during the
retreat and will then use the resulting Budget Priorities matrix as a guiding document in the preparation
of the Proposed Budget for Council consideration in May.
To facilitate this process, the Mayor and staff request that any questions or concerns about the process or
individual budget proposals be submitted to the Town Manager in advance of the retreat. These issues
will then be addressed in a supplemental staff report or in staffs presentation at the retreat.
Strateeic Goals
Attached is the two -year Strategic Goals matrix (attachment 2) adopted by Council in early 2011
following last year's Town Council retreat. Also attached is a chart listing each Goal with a status
update and proposed next steps (Attachment 3).
The only Strategic Priority recommended for deletion at this time is the new Library, given the
scheduled opening on Feb. I I' Staff is not recommending any additions given existing workloads for
both ongoing services and Strategic Goals, external budget challenges and issues (e.g., dissolution of
Redevelopment), and anticipated further reductions in staffing.
However, staff is seeking Council direction regarding the proposed next steps for the existing Strategic
Goals. Further clarification from Council on the next steps will most efficiently target staff s work
PAGE 4
MAYOR AND TOWN COUNCIL
SUBJECT: 2012 TOWN COUNCIL RETREAT
JANUARY 24, 2012
during the months ahead. In particular, additional direction regarding the following would be most
helpful:
• Process for developing the North 40 Specific Plan vision statement;
• Consideration of the draft Library Re -use Guiding Principles (Attachment 4);
• Formally requesting Monte Serene to consider possible modifications to the Police Services
contract to reflect changing costs and services; and
• Exploration of creating a Business Improvement District to support enhanced Downtown
marketing, maintenance and other services given the dissolution of Redevelopment.
Any changes to the 2012 — 2014 Strategic Priorities would be brought back for Council review and
action at a regularly scheduled Council meeting, as would specific direction on any of the individual
Strategic Priorities.
Attachments:
1. Budget Priorities Matrix
2. Strategic Goals Matrix
3. Strategic Goals Status Update and Proposed Next Steps
4. Draft Library Re -use Guiding Principles
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THIS PAGE
INTENTIONALLY
LEFT BLANK
RE -USE OF OLD LIBRARY SPACE
GUIDING PRINCIPLES
These Guiding Principles are proposed to guide public discussion and staff efforts and
to ensure the timely, affordable and effective renovation of the old library space.
1. ADA access requirements must be met.
2. Remodeling of the space shall be done in such a manner to:
a. Avoid imposition of higher building standards-and costs.
b. Avoid increased parking requirements.-, I ,`
c. Minimize potential environmental and, land use impacts.
d. Minimize ongoing operational and maintenance- requirements.
e. Eliminate any existing safety hazards.
3. Priority for use of the space shall be to optimize the provisionof Town services
for the next 10 to 20 years.
4. Uses at this facility shall address one or more the previously identified unmet
municipal and community needs,
a. Office space for Town departments and services.
b. Community. meeting and event spaces
c. Staff meetmg'spaces
d. Councl.,associated spaces (i,e., - Closed Session space, overflow meeting
area, fully accessible space, constituent meeting space).
e. Customer Service�Center /Centralized Information and
Referral /Development Services Center
f Flexible,, dual use space.
5. Additional and alternative uses will be considered as capacity allows and as
capital, and operating funds are available. Any other agencies occupying space
will be required to cover their proportional share of capital, maintenance and
operating costs.
6. Incorporate green building practices as feasible.
ATTACHMLNT 4
POTENTIAL USES
Legally Required
ADA Access
Contractually Required
Relocation of HR staff
Relocation of meeting room (ARC 208)
Previously Identified Priorities
Community meeting and event space
Meeting rooms — staff and public
Council spaces (closed session area, overflow meeting area, constituent meeting
space)
Customer Service Center /Centralized Information
Development Services Center
Staff offices
Other Uses that have been Suggested
Storage for Friends
Storage for Town, including off -site document storage
Service Club meeting area
Senior drop -in center
Teen Center
Art Museum /art gallery