C S A

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