CITY OF SAN ANTONIO SAN ANTONIO UPDATE, CHALLENGES, OPPORTUNITIES, AND VISION FOR THE FUTURE November 5, 2014 FY 2015 ADOPTED BUDGET SUMMARY Budget is No City Balanced with Property Tax No Layoffs Rate Increase Strikes Addresses Balance Council Among Many Priorities Priorities 2 FY 2015 ADOPTED BUDGET ADDRESSING COUNCIL PRIORITIES 1 2 3 Adds $15 M for street maintenance, plus nearly $7 M for drainage Invests in parks, libraries, adult literacy, and City comprehensive planning Maintains service levels for animal care, code enforcement, and economic development 3 FY 2015 ADOPTED BUDGET ADDRESSING COUNCIL PRIORITIES 4 Maintains public safety at 66% of the General Fund Budget 5 Implements strong financial policies approved by City Council 6 Aligns City spending with SA2020 priorities 4 FY 2015 ADOPTED BUDGET TOTAL CITY BUDGET – $2.4 Billion 30% RESTRICTED FUNDS GENERAL FUND 43% CAPITAL BUDGET 27% 5 FY 2015 ADOPTED BUDGET GENERAL FUND – $1.05 Billion Property Tax $268 M, 26% CPS Revenues $316 M, 30% Police* & Fire $691 M Other Resources $211 M, * Police Budget includes Parks Police 20% Sales Tax $255 M, 24% Other Operating Departments - $245 M Non Departmental Human Services & Agencies Library Municipal Court Code Enforcement Health Animal Care Finance City Attorney & Intergvt Relations City Auditor/City Clerk & Elections Transfers Center City Development Mayor & Council Planning, Eastpoint, & Historic Preservation One-Time Projects Human Resources Communications & Public Affairs Economic Development Management & Budget City Manager’s Office 6 FY 2015 ADOPTED BUDGET STREETS AND DRAINAGE • Additional $15 Million for street maintenance • Additional $7 million for drainage improvements Increases the Infrastructure Management Program (IMP) 7 FY 2015 ADOPTED BUDGET PARKS & RECREATION $561,000 for maintenance of new parks and greenways 120 acres & 13 miles of trails added in FY 2015 8 FY 2015 ADOPTED BUDGET PARKS & RECREATION $415,000 to maintain new improvements at HemisFair Park’s Play Escape, also known as Yanaguana Garden Water fountains, splash pad, playground, planting areas – scheduled for April 2015 9 FY 2015 ADOPTED BUDGET STORM WATER & SOLID WASTE No Storm Water fee rate increase Fee has not been increased since 2008 $1.00 fee increase in Solid Waste Supports recycling program and equipment costs 10 FY 2015 ADOPTED BUDGET CAPITAL BUDGET NEW FUNDING ADDED • East Point – CHOICE Neighborhoods • Pedestrian Lighting in Inner City Neighborhoods • Additional funding for Fire Stations 2 and 32 • De Zavala Design – UPRR to Lockhill Selma • Witte Museum • Harry Wurzbach at Austin Highway • Deferred Maintenance of City Facilities 11 CITY OF SAN ANTONIO BOND RAITINGS • San Antonio is only top-ten City with population over $1 million to hold “AAA” GO Bond Rating from all three rating agencies (Moody's, Standard & Poors, and Fitch) • Moody’s has cited City’s General Fund Balance as an area of concern • City’s Adopted Budget stronger financial policies to maintain current “AAA” GO Bond Rating 12 Growing Public Safety budgets are crowding out other important city General Fund services $988.3 Million (FY 2014) like streets, parks, libraries, Non Public and Safety 33.5% Public human services Safety 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. Streets Parks Libraries Human Services Health Code Enforcement Animal Care Planning Municipal Court Center City Economic Development Historic Preservation City Clerk City Auditor City Attorney Finance Budget Human Resources City Manager Mayor and Council Support 66.5% Healthcare Facts $19,122 $0.00 • City spends $19,122 per uniform for healthcare • 2 ½ times higher than cost for a civilian • Highest among all major Texas cities • Uniform employees have 2.3 dependents per employee while civilians have 1.2 dependents. National average is 1.2 • San Antonio is the only major Texas city where uniform employees pay $0 in healthcare premiums for themselves or their families • Austin, Houston, Ft Worth and Dallas provide the same or similar healthcare plans to Uniform and Civilian employees 9% • Uniform Employee pay 9% for their healthcare cost thru deductibles and out of pockets • Civilians pay 30% • Austin Uniform and Civilians pay 36% • National Average is 43% Public Safety Healthcare Benefits are richer by a large margin than civilians, peer cities in Texas, and private employers in San Antonio Public Safety Expenses 66.5% • Police and Fire Departments cost consume 66.5% of the General Fund today 100% • According to independent actuary retained by Task Force, if public safety costs continue to grow at a faster pace than general fund revenues, they could consume 100% of the total general fund by 2040 or as soon as 2024, just 10 years from now General Fund $988.3 Million Non Public Safety Public 33.5% Safety 66.5% Public Safety Expenses have grown faster than General Fund Revenue over the past 15 years Public Safety Wages are Competitive Police and Fire total Compensation including Base Pay, Premium Pays, Longevity and Healthcare and Retirement Benefits is highly competitive Police and Fire personnel receive compensation that is highly competitive with Austin, Dallas, Corpus Christi, Dallas, El Paso, Ft. Worth, and Houston Much of San Antonio’s strong position is due to the City’s longevity structure and premium pays, for which San Antonio generally pays more than other large Texas Cities . UNIFORM CONTRACT NEGOTIATIONS • In negotiations with Police Union • Fire has not come to the table • If no agreement is reached by Jan 1, City would have to reduce budget by $1.6 Million per month 17 UNIFORM CONTRACT NEGOTIATIONS • Maintain Public Safety at 66% of General Fund • Manage crowdout of Non-Public Safety Services • Align Uniform Healthcare closer to Civilian Healthcare • Uniform employees today pay no premiums 18 2007 -2012 Bond Completed Projects 19 BOND PROGRAM STATUS 2007 – 2002 150 Projects totaling $550 million Streets, Bridges, & Sidewalks $306.9 M 43 projects Drainage & Flood Control $152 M 26 projects Parks, Recreation & Open Space $79.1 M 69 projects Library, Museum & Cultural Arts Facilities $11.02 M Public Safety Facilities $800K 2 projects 11 projects 9 BROADWAY/HILDEBRAND After construction Broadway @ Hildebrand Before picture of Broadway looking south Heavy rain event 21 BLANCO ROAD PHASE I Heavy flooding along Blanco Before Blanco after construction 22 2007 BOND PROJECTS UNDER CONSTRUCTION Culebra 58F Phase II Before Houston Street Bridge Seeling Channel I 23 2012 -2017 Bond Program Status 24 BOND PROGRAM STATUS 2012 – 2017 140 Projects totaling $596 million Streets, Bridges, & Sidewalks $337.44 M 41 projects Drainage & Flood Control $128.03 M 17 projects Parks, Recreation & Open Space $87.15 M 68 projects Library, Museum & Cultural Arts Facilities $29.03 M 11 projects Public Safety Facilities $14.35 M 3 projects 25 Jun-17 Apr-17 Feb-17 Dec-16 Oct-16 Aug-16 Jun-16 Apr-16 Feb-16 Dec-15 Oct-15 Aug-15 Jun-15 Apr-15 Feb-15 Dec-14 Oct-14 Aug-14 Jun-14 Apr-14 Feb-14 Dec-13 Oct-13 Aug-13 Jun-13 Apr-13 Feb-13 Dec-12 Oct-12 # of Projects 2012 BOND PROJECTS 120 100 80 Design 60 40 Construction 20 0 26 2012 – 2017 BOND PROGRAM 1% 13% Complete (14) 10% 19% 57% Under Construction (26) Under Design (80) Funding Agreements (19) Pre-Design (1) 27 SMALL BUSINESS PARTICIPATION 2012 Bond Design Contract Participation Category Targeted Participation (2007 Bond Results) YTD Actuals Thru 9/30/2014 SBE 46.9% 67.9% HABE 26.1% 40.3% M/WBE AABE ABE NABE WBE (Not MBE) WBE (All) 46.5% 1.6% 1.1% 0.0% 17.7% 52.1% 1.7% 3.0% 0.9% 11.8% 15.4% 28 HENRY B GONZALEZ CONVENTION CENTER EXPANSION 29 TERMINAL 30 SAN ANTONIO AIRPORT CONSOLIDATED RENTAL CAR FACILITY Atlanta 31 Comprehensive Plan 32 COMPREHENSIVE PLAN PURPOSE • Update 1997 Master Plan Policies • Help Implement SA2020 • Articulates the form of future physical growth • Accommodates and distributes projected growth • Guides strategic decision making – annexation and transportation planning • Guides infrastructure investments and incentives • Reconciles existing plans, policies, and assumptions 33 SUMMARY OF BEST PRACTICES n Population Projections and Distribution n Community Design Manual n Working/Technical Papers n Annexation Program n Strategic and Implementation Plans n Fiscal Sustainability n Frequent Updating of Plans n Growth Scenarios Planning and Impact Analysis: • • • • • Natural resources Financial City Services and Infrastructure Transportation Economic/Market 34 BENEFICIAL OUTCOMES • Policy guide for prioritization of City investments • New growth in all sectors of city • Prioritize areas for new growth • Guide future transportation system plan n n n n Determine market demand for future services Further coordination of military presence Update UDC: designed to implement the plan Mechanism to coordinate all functional plans 35 OVERVIEW OF PHASE ONE STUDIES Understanding • 430,000 new people in the metro area over the past decade • 1.1 million additional people by 2040 (in Bexar County) • ½ million new jobs and housing units needed by 2040 Approach • Determine where the City has capacity to facilitate growth • Determine where demand for development is within the City • Determine the ability of the City to influence where growth can go, specifically where can it encourage infill/redevelopment • Determine the fiscal cost/benefit of growth forecast and the City’s efforts to influence growth patterns 36 PROJECT SCOPE Component 1 Land Supply Analysis • Capacity for growth with infill emphasis • Barriers to growth Component 2 Development Demand • Demand for growth with activity center focus • Opportunities to generate infill development Growth Forecast • Alignment of components 1 and 2 to generate growth forecast for MPO Component 3 • Fiscal impact of development typologies • Cost to facilitate growth within activity centers Fiscal Impact Analysis 37 EMPLOYMENT “ACTIVITY CENTERS” • 13 centers identified • Existing Centers - Based on existing high concentration of employment • Emerging Centers - Based on major development plans and location 38 POLICIES OF THE COMPREHENSIVE PLAN • • • • • • • • • • Growth & Urban Form Transportation & Connectivity Housing Green and Healthy Community Public Facilities & Safety Historic Preservation Military Natural Resources & Environmental Sustainability Jobs & Economic Prosperity Implementation/Codification Actions 39 Transportation Plan 40 SCOPE OF THE STRATEGIC MULTI-MODAL TRANSPORTATION PLAN (SMMTP) • The SMMTP will articulate the City’s transportation strategy in preparation for the year 2040 • The SMMTP will be a tool that can be utilized to analyze annual transportation priorities to best meet overall community short-term and long-term goals. • The SMMTP will provide the analysis and recommendations for a Project Prioritization System, updates to the City’s Major Thoroughfare Plan and updates to City Transportation Policy. 41 RELATIONSHIP TO COMPREHENSIVE PLAN Capital Improvements Transportation Intergovernmental Coordination • The Comprehensive Plan will be prepared concurrently with the Strategic Multi‐Modal Transportation Plan. • The Comprehensive Plan will create policy guidance for 10 (ten) elements that include: • Growth & Urban Form • Transportation (SMMTP) • Housing & Jobs • Sustainability • VIA is a partner in the planning process because transit is vital to many of the elements of the Comprehensive Plan: • Transportation – Transit is a key component to the transportation system in San Antonio Community • Housing – Density of housing is fueled by Facilities available routes in proximity & Services • Sustainability – Use of CNG Buses 42 MULTI-MODAL TRANSPORTATION • Invest in a multimodal strategy to alleviate congestion and create more multimodal choices for the community • Integrate the long range plans of our partner agencies into our strategy • Ensure that streets accommodate driving, riding a bike, riding a bus, and walking safely and without congestion 43 VIA PARTNERSHIP • The SMMTP will include valuable information from continuous planning efforts being prepared by VIA • COSA will engage VIA to participate in a technical working group related to the planning advisory committees • VIA will be a partner with COSA in the vision and implementation of the transportation system that is necessary for the year 2040 44 Pre-K 4 SA 45 PRE-K 4 SA OVERVIEW VISION The Pre-K 4 SA initiative establishes a positive trajectory for educational attainment by providing four-year-olds with a complete experience that ensures academic excellence in school inspiring students to develop ganas for learning and to become contributing members of society. 46 PRE-K 4 SA OVERVIEW GOALS Educational Programs Professional Development Governance Communication Pre-K 4 SA Innovation Partnerships Enrollment Family Engagement 47 PRE-K 4 SA OVERVIEW • Fully self-supported by dedicated revenues – Does not receive any General Fund dollars – Funded primarily by voter approved 1/8¢ sales tax • Sales tax can only be used for Pre-K 4 SA – Fund is annually audited by third party – Fiscal year is July 1-June 30 48 SERVICE MODEL Services Initial Two Model Centers Year 1 FY 2014 700 Additional Two Model Centers Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 800 900 1,000 1,000 1,000 1,000 1,000 700 800 1,000 1,000 1,000 1,000 1,000 1,700 1,700 1,700 1,700 1,700 Competitive Grants in ISDs & Partner Programs Total Served 700 children 1,500 children 1,700 children 3,700 children 3,700 children 3,700 children 3,700 children 3,700 children Number Served at Model Centers through Sliding Scale Tuition (10% of Model Centers) 70 150 170 200 200 200 200 200 49 EDUCATION CENTERS North Education Center 3635 Medical Dr East Education Center 5230 Eisenhauer Rd West Education Center 1235 W. Old Hwy 90 South Education Center 7031 S. New Braunfels Ave 50 CITY OF SAN ANTONIO SAN ANTONIO UPDATE, CHALLENGES, OPPORTUNITIES, AND VISION FOR THE FUTURE November 5, 2014