HomeMy WebLinkAboutagenda.council.worksession.20090210MEMORANDUM
TO: Mayor Ireland
Aspen City Council
FROM: Steve Barwick, Aspen City Manager
SUBJECT: 2009 Budget Adjustments
DATE: 2-6-09
MEETING DATE: 2-11-09
REQUEST OF COUNCIL: Review the proposed 2009 budget adjustments and
provide direction to City Staff.
PREVIOUS COUNCIL ACTION: City Council has previously stated their intention
to monitor closely the 2009 budget on a monthly basis. Previous discussions have pointed to
the February 10, 2009 budget discussion as the first opportunity to reevaluate our financial
condition and the current economic climate.
DISCUSSION:
2009 General Fund Revenue Proiection• Sales tax revenue for the month of December
2008 decreased by 19.3% from December 2007. The total for 2008 was up just slightly over
2007. City staff is currently using a projection of an 11% decrease in sales tax revenues for
FY 2009. Please note that our crystal ball is currently undergoing a software upgrade and,
consequently, there is a notable level of uncertainty regazding this forecast.
Other significant changes to the General Fund revenue projections include the following
items:
• Planning and Building fees projected at 50% lower than original budget;
• Engineering fees projected at 25% lower than original budget, and;
• Recreation fees projected at 5% lower than original budget.
2009 General Fund Expenses: In response to the projected decrease in revenues, City staff
is recommending the following decreases to the 2009 budget:
• Reductions in the General Fund operating budgets amounting to $1,001,000. These
reductions include a wide variety of items. A breakdown of the reductions by
department is included as Attachment A. These reductions also include a summer
closure of the Ice Garden and a reduction in operating hours at the Aspen Recreation
Center (ARC). Please see Attachment B for a list of the reductions by department.
Staff made every effort to not reduce service levels. In the case of non filled positions,
work was distributed to other existing employees and in the case of the summer
closure of the ice rink, the programming was moved to the ARC.
Positions which aze currently frozen include: Sales Tax Clerk, Business Process
Analyst, Senior Project Manager in the Engineering Department, AMP Business
Manager, and Zoning Enforcement Officer. A variety of temporary positions have
also been frozen or reduced.
• A wage freeze for all employees. This action produces 2009 savings of
approximately $425,000 in the General Fund and approximately $727,000 for the City
as a whole. This is in addition to the $1,000,001 in budget savings mentioned above.
Pendin¢ Issues:
The Planning, Building, and Engineering departments were expanded in the past
several years to accommodate the increased workload associated with very high levels
of redevelopment. The staffmg levels of these departments will need to be adjusted to
reflect the level of development activity in 2009. Some of the issues associated with
these staffing decisions will be the current long-range planning issues associated with
the AACP update, the Historic Preservation Task Force, and changes to the City's land
use code as requested by City Council. The pro-forma for the General Fund assumes
that about $300,000 will be cut from the Planning and Building budget during 2009 if
the revenue estimates remain where they aze.
• The 2009 Capital Project budget will be examined for possible budget reductions
arising from decreases in construction prices. The projects will also be reviewed for
those that can be delayed until a future time.
• Transportation and Pazks and Open Space fund need to go through a project review
also which will happen at the next Council budget review.
ENVIltOMENTAL ISSUES: Closure of the ice gazden in the summer time will bring
a measurable reduction of utilities for the facility and reduce its overall cazbon footprint.
Actual Estimated Manageme~hProposal
~.
280) 2008 2009 ID10 2011 NI32
Property Tax $1,1]9,900 $2,390,000 $2,]3fi,600 $Z,Bfis,200 $2,999,900 $3,140,900
CountySalez Tax $],0]x,900 $],030,000 $6,12fi,500 $6,496,100 $fi,809,300 $),1x1,000
Recreatpn/ARC/ICe $2,206,500 $2,200,000 $2,090,100 $2,123,100 $2,156,600 $2,190,800
Community DVlp/Planning $3,280,000 $2,6]5,000 $1,33),300 $Z,OOfi,300 $2,Opfi,300 $2,006,300
OveMead - $3,201,600 $3,53],000 $3,53),000 $3,65fi,50p $3,830,]00 $4,OOO,fi00
CauntyPaymen6 $]04,800 $939,000 $8Y5,000 $930,800 $968,000 $1,006,800
Other Revenues $2,9$0,300 $2,93],000 $2,824,250 $2,]99,96s $2,800,]06 $2,813,151
Specific Ownership Tpx $108,]00 $Ifi0,000 $269,000 $269,280 $220,666 $180,159
Comcos[C661e Tar $103,000 $138,000 $238,000 $202,)60 $24],613 $232,568
HoNCross Tar $251,300 $210,000 $210,000 $210,000 $210,000 $210,000
Business License $283,100 $290,000 $2%000 $290,000 $190,000 $290,000
En9ineednq $450,100 $331,000 $398,230 $358,425 $338,415 $33H,025
Streets $391,300 $366,000 $366,000 $366,000 $366,000 $3fik000
Other $1,133,300 $3,058,000 $1,058,000 $3,058,000 $1,058,000 $1,038,000
Other $3,099,200 $686,000 $00],600 $30),800 $30),900 $302,)00
Translets $1,01],fi00 $2,18],000 $3,59],900 $1,60],]00 $1,506,900 $1,Sfi9,600
Tota/Revenue $23,5%200 $10,531,000 $31,651,950 $22,181,%$ $13,/14,106 $24,1)3,851
ConVibutionx $3,1]3,800 $1,205,000 $3,23x,300 $1,258,000 $3,380,000 $1,531,]00
DIry COU0LI1 and Manager $1,11fi,800 $1,112,000 $1,211,500 $1,23x,)00 $1,260,900 $1,285,600
Human Resources $6fi5,300 $]33,000 $595,500 $60],x00 $619,500 $fi31,900
City Cled $582,500 $fi00,000 $640,100 $652,900 $fi6B,OW $fi]9,300
City Attorney $4]],000 $4)2,000 $452,400 $061,900 $0]O,fi00 $080,000
Finance $1,30x,600 $1,36$,000 $1,x]9,900 $1,509,500 $3,$39,)00 $1,5]0,500
Cpmmuniry pulp/Planning $2,54),000 $3,4]0,000 $2,261,900 $1,9x5,200 $1,980,100 $2,023,800
Engineering $634,400 $85),000 $988,200 $849,9110 $866,900 $804,200
EnvUOnmenOl Health $396,900 $925,000 $942,800 $x51)00 $460)00 $469,900
Pof¢e $3,)95,000 $3,)23,000 $3,]60,000 $3,835,200 $3,911,900 $3,990,100
Retards $8],)00 $92,000 $138,000 $140,800 $1x3,600 $196,900
Communications $x2],000 $96),000 $066,900 $0]6,200 $985,]00 $493,400
Streets $1,619,000 $2,121,000 $3,855,]00 $1,092,600 $1,930,]00 $1.969,300
GIS $28],000 $320,000 $320,900 $326,800 $333,300 $340,000
Information Syrtems $1,238,600 $1,381,000 $1,300,100 $1,326,100 $1,352,600 $1,3]9,]00
Special Events $x64,800 $530,000 $x99,500 $509,500 $519,)(10 $530,100
Recreation $1,1]6,300 $1,308,000 $1,3$2,300 $1,2]],300 $1,302,8(10 $1,328,900
ARC - $2,290,900 $2,254,000 $2,332,800 $2,3]9,500 $2,42],300 $2,4]5,600
Ice Gartlen $510,500 $5)),000 $434,200 $942,900 $451,800 $460,800
AMP $089,000 $6]0,000 $3]8,900 $386,0001 $393,]00 $001,600
Total Operating Expenses $21,T/s,500 $23,)35,000 $22,009,]00 $21,965,fi00 $22,$00,800 $23,034,900
Capital Maintenance $39,900 $1]0,000 $]x,000 $)5,000 $]5,000 $]5,000
Transfers $6,8)1,500 $2,615,000 $1,033,]00 $818,100 $898,500 $880,300
Tptal Expenses $28,66),300 $16,520,000 $13,143,900 $22,858,)00 $23,028,300 $24,010,000
Net ln[ome ($5,0]1,100( ($1,989,000) ($1,4%y50f ($)0,]35) ($0,194 $163,851
Fund Balance $9,986,600 $]y9],600 $6,906,6x0 $6,039,919 $6,431,]21 $6,595$TZ
9a Day Operatng Reserve $],166,825 $6,630,000 $5,]89,860 $5,]16,6]9 $S,BST,0]5 $6,002,500
Fund Surplus/~DeflM) $2,819,]]9 $3,36],600 $)20,800 $]21,290 $5]4,6x6 $99308
ResttiRed Carryfarward Savings $1,405,000 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $2,000,000
Unreshitted Available Balance $3,414,]]5 ($632,000) ($1,2J9,ZOOf ($1,2]8,]60) ($1,425,354) (51,006,928)
Varbblez
Property Tax-%Growth 98% 1]% 5% 5% 5%
county Sales Tax-%GrowU -1X -13% 4% sx s%
Recreation/ARC/Itt-%GrowM O% -5% 2% 2% 2%
Comm DVlp/Planning-X GrowM -18% -5034 50% 0% 0•,G
Specific Ownership TOx O% 2% 2% 2%
Comcort Cable TU O% 2% Z% 2%
Holy Cross Tax 0% 0% O% O%
Business Ocense 034 pX O% ~
£n9ineerin9 -25% -30% OX O%
Strcefs pyr ~ ~ ~
Other OX 0% 0% 0% OX
Contribu0ons-%Grpwth -1% 2% 2% Z%
City Council and Manager-%Growth 9% Z% Z% 2%
Human Rezomcez-%GowM -19% 2% 2% 2%
City Clerk-%Grpwth ]% 3% 2% 2X
City Ahorney-%Growth -0% 2% 1% 3%
Fnance-%Grpwth 8% 2% 2% 2%
Planning-%Growth -02% -la% 2% 2%
Engineering-%Growth 15% -10% 2% 2%
Building Inspection-%Growth -29X -10% 2% 2%
Environmental Health-%Growth 9X 2% 2% 2%
Police-%Grovrth 1% 2X 2% 2%
Retards-%GrowM 50% 2% 2% 2X
Communiutlpns-%Growth 0% 2% Z% 2X
streets-%GrowN -13% 2% .]% . 2X
GIs-%Growth O% 2% 2%~- ~ 2%
Information Systems-%Grpwth 3% 2% 2% 2%
Special Events-%Growth . -6X 3% 2% 2%
Reneatipn-%Grpvrth -0% 2% 2% 2%
ARC-%Growth 3% 2X 2X Z%
Ice Garden-X Growth - -25% 1% 2% 2%
AMP-X Growth -04% 2% ZX 2X
Total Opem0ng Expenses-%Growth 1x% 2% -2% 2% 2%
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MEMORANDUM
TO: MAYOR & CITY COUNCIL
FROM: TIM ANDERSON, RECREATION DIRECTOR
THRU: STEVE BARWICK, CITY MANAGER
JEFF WOODS, MANAGER OF PARKS & RECREATION
DATE: JANUARY 21, 2009
RE: POTENTIAL 2009 BUDGET REDUCTIONS
MEETING DATE: FEBRUARY 10, 2009
Staff has been directed to identify possible budget reductions for 2009 due to the current
economic downturm The Recreation Division is charged with finding $200,000 in potential
budget reductions to the 2009 approved budget. After looking at many options and
working with the City Manager it was deemed the best options in achieving the goal of
$200,000 and still provide the highest service level possible to our patrons were the
following.
• Summer Closure of the Aspen Ice Garden: Council will find in attachment "A" that staff
has identified a potential for budget reductions of $164,791 with a 5'/: month closure of
the Aspen Ice Garden from mid April through September. This would be achieved
greatly by reducing labor cost through moving employees to other funds during the
summer months. Full Time employees would be relocated to the Golf Course and/or
the Parks Division during the summer months filling summer positions. While costs
would be reduced, staff would still accommodate about 90% of the ice operations by
moving programs from the Aspen Ice Garden to the Lewis Ice Arena located in the
Aspen Recreation Center. Attachment "B" identifies the number of hours user groups
have occupied in the two ice rinks, and the number of hours the Lewis Ice Arena could
accommodate if we went to 1 ice facility. Attachment "C" is a dummy schedule of what
ice usage for locals looks like at the Aspen Ice Garden in a typical summer week
(excluding camps), what a typical week looks like in the Lewis Ice Arena, and what the
schedule could look like for users during the summer of 2009 if the Ice Garden were
closed and all programs were scheduled at the Lewis Ice Arena. One ice facility
essentially can host all the uses, but some groups will be inconvenienced with new times
over what they have been used to over the past 5 summers.
PROS:
1. Savings of near $165,000 to the General Fund
2. 90% of the lost ice time at the Ice Garden can be accommodated at the LIA
3. Most Revenue from Ice Garden can be recouped at the LIA
4. Potential for additional dry floor revenue at the Aspen Ice Garden
CONS:
1. Relocation of 3 FT Employees
2. Ice Users Regular Summer Schedule Disrupted
3. Some low revenue generating programs see a reduction in time allotment
4. Users having to travel from town to the ARC
Reduction of Operational Hours atARC: As you can see in attachment "D" an email
from Deputy Director of Recreation; Jonathan Godes, a reduction of hours at the ARC
would lead to over a $40,000 annual savings in expenditures. You can also see that the
13 hour/week reduction in operational hours would still leave the ARC operating longer
hours than other local recreation centers on weekends. Staff feels this reduction should
be permanent as it impacts the local as well as guest user very little. There are plenty of
hours remaining on weekends for a workout, soak in the hot tub, or ice skating with the
family.
PROS:
1. Reduction of close to $40,000 in expenditures
2. Revenues are impacted little or not at all
3. Allows more time for the sale of private use
4. Allows for more down time maintenance
CONS:
1. Reduced hours for pass holders to use the ARC
Staff realizes that none of the suggested reductions in service levels are going to be popular,
but these reductions still allow access.by all users to our facilities, just not at the hours that are
always convenient to them. With these reductions we continue to provide all programming to
our users and access to a variety of facility use.
Staff has provided cost recovery breakdowns for the Recreation Division in attachment "E"
which also identifies some program and facility closure alternatives if Council wished to keep
the Ice Garden open and still meet the budget goals. These programs and/or facilities have
been found to have an equal or lesser cost recovery of that the ice facilities realize.
The other alternative would be to contract out the operations of the Aspen Ice Garden in the
summer months to one of the user groups if they wish to cover the costs to open and operate is
during this 5 % month period.
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Page 1 of 2
p~w~ " I~u
From: Jonathan Godes
Sent: Thursday, January O8, 2009 3:54 PM
To: Tim Anderson
Subject: RE: Rough numbers
The feedback I am getting from all the supervisor's is the we do a year round weekend reduction. They feel that
it would be easier to staff consistently and 6e more consistent for the patrons to not have to keep track of when
off-season hours begin and end. I did a comparison of the valley recreation centers (Gypsum, Glenwood,
Carbondale, and Snowmass) and their hours for comparison. Here is the breakdown...
Saturday's hours
14 hours at ARC =lam -9pm
10 hours at SMV =loam -8pm
12 hours at Carbondale =gam - 9pm
12 hours atGWS=gam-9pm
10 hours at Gypsum =gam -7pm
Average valley Saturday hours = 11 hours
Sunda current hours
13 hours at ARC =Sam -9pm
12 hours at SMV =loam -8pm
5 hours at Carbondale = 12pm -Spm
6 hours at GWS = llam-6pm
6 hours at Gypsum = 12pm - 6pm
Average valley Sunday hours = 7 hours
Proposed Year-round weekend hour reduction
Saturday gam-8pm (reduction of 3 hours)
Sunday clam-6pm (reduction of 6 hours)
Staffing
3 lifeguards on Saturday and Sunday during proposed hours
1 Guest Services attendant
.5 Ice attendant
Calcula_ti_o_ns
4.5 staff hours @ approximately $20/hr = $90/hr cost savings
9 hours per weekend x 50 weekends = 450 hours of savings
450 hours x $90/hr cost = $40,500 annual savings
In addition, the staff loved this idea from a morale standpoint as the current hours
stretch our full time staff thin (as well as the MOD qualified supervisors) since these
are the hours that are by far the most difficult for supervisors to schedule part time staff.
Consequently, the full time staff are the ones who end up working the regular
weekly shift; then have to fill in on the weekends when the part times don't show.
Jonathan Godes
Deputy Director of Recreation
Citynf Aspen
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Page 1 of 2
p~~ °~"
From: Jonathan Godes
Sent: Thursday, January O8, 2009 3:54 PM
To: Tim Anderson
Subject: RE: Rough numbers
The feedback I am getting from all the supervisor's is the we do a year round weekend reduction. They feel that
it would be easier to staff consistently and be more consistent for the patrons to not have to keep track of when
off-season hours begin and end. I did a comparison of the valley recreation centers (Gypsum, Glenwood,
Carbondale, and Snowmass) and their hours for comparison. Here is the breakdown...
Saturday'shours
14 hours at ARC =lam -9pm
10 hours at SMV =loam -8pm
12 hours at Carbondale =gam - 9pm
12 hours at GWS =gam - 9pm
10 hours at Gypsum =gam -7pm
Average valley Saturday hours = 11 hours
Sunday's current hours
13 hours at ARC =Sam -9pm
12 hours at SMV =loam -8pm
S hours at Carbondale = 12pm - Spm
6-hours at GWS = llam - 6pm
6 hours at Gypsum = 12pm - 6pm
Average valley Sunday hours = 7 hours
Proposed Year-round weekend hour reduction
Saturday gam-8pm (reduction of 3 hours)
Sunday llam-6pm (reduction of 6 hours)
Staffing
3 lifeguards on Saturday and Sunday during proposed hours
1 Guest Services attendant
.5 Ice attendant
Calcula_ti_o_ns
4.5 staff hours @ approximately $20/hr = $90/hr cost savings
9 hours per weekend x SO weekends = 450 hours of savings
450 hours x $90/hr cost = $40 500 annual savings
In addition, the staff loved this idea from a morale standpoint as the current hours
stretch our full time staff thin (as well as the MOD qualified supervisors) since these
are the hours that are by far the most difficult for supervisors to schedule part time staff.
Consequently, the full time staff are the ones who end up working the regular
weekly shift; then have to fill in on the weekends when the part times don't show.
Jonathan Godes
Deputy Director of Recreation
City~f-Ashen
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MEMORANDUM
TO: Mayor and City Council
FROM: Don Taylor, Director of Finance
THRU: Steve Barwick, City Manager
DATE OF MEMO: February 6, 2009
MEETING DATE: February,l0, 2009
RE: Funding of ACRA Marketing Plan
REQUEST OF COUNCIL: Direction as to funding levels for ACRA marketing plan for 2009.
PREVIOUS COUNCIL ACTION: City Council has funded the ACRA marketing plan at the
actual amount received from the one half of the 1% lodging tax in past years and has budget an amount it
expected to collect for 2009. It now appears that the amount for 2009 will be much less than the amount
originally projected.
BACKGROUND: During the budget sessions for the adoption of the 2009 budget there was some
discussion about the level of funding for the marketing plan that is executed by ACRA and funded from
one half of the 1 % lodging tax. The other half goes to the transportation fund. Some Council members
had made comments about the importance of marketing in this economic climate and wanted to maintain
an "adequate" level of funding.
Looking at the occupancy numbers and the most recent lodging tax numbers, and making a revised
projection for lodging tax for 2009, it appears that funding levels will be less than originally planned for
2008 and 2009. The original projection for 2008 for marketing lodging tax was 662,500. Fortunately,
ACRA built a budget based on less than that, $630,000 (620,000 expended) for 2008 and $615,000 for
2009. It appears that we will receive about 619,821 for 2008 and about 574,000 or less for 2009. This
leaves the marketing about $63,000 or more, short for 2009.
Question: Did the council intend to maintain the marketing program at its adopted levels, with a
loan from another fund made;
Or should ACRA revise its budgets to operate within the actual amounts that have been
generated for 2008 and estimated for 2009.
DISCUSSION: The City is currently under contract with ACRA to provide marketing services for
which the City pays an annual amount equal to one-half of what it receives from the 1% lodging tax.
Each year the City makes an estimate of what it expects to receive form the lodging tax and ACRA
develops a budget around that amount. A payment schedule is agreed to, based.on the estimate and the
Page 1 of 2
fmal amount is adjusted to actual collections sometime in February of the next yeaz. Our adjustment for
2008 in February will be minor. However the estimate originally given for 2009 now appeazs high by
about $63,000.
When the council originally reviewed this budget, some members had discussed the value of marketing in
tough economic times. For that reason, ACRA wanted to revisit this with the Council and see if they
would back stop the marketing budget as originally presented. ACRA staff will be present on Tuesday to
explain why they think the mazketing is important.
FINANCIALBUDGET IMPACTS: The impact to the General fund would be the $ 63,000 that
would be advanced, for however long it took to pay it back. That might be several yeazs given the
prospect of slow growth over the next few years. Currently the General fund is overcommitted, after
restricted carry-forward savings
RECOMMENDED ACTION: This is a City Council policy decision on the funding level of
marketing for the community.
ALTERNATIVES: In future years, I would recommend that we establish the funding level for
marketing at a conservative level and at a fixed amount for the year. Then, to the extent that revenues
exceed that number, the excess be retained in the segregated fund balance and used for covering short
falls in very bad economic conditions such as now, or for special projects as the parties may agree to.
CITY MANAGER COMMENTS:
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