Fairfield, CA
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Ideas Office
Addressing the Structural Budget Deficit
In June 2023, the City Council adopted a two-year budget for fiscal years 2023-24 and 2024-25. The adopted budget relied on reserve funds to achieve a balanced budget. The City is facing financial headwinds, and we project slowed revenue growth that is insufficient to keep up with inflationary pressures on the expense side. This creates a projected structural budget deficit to address. The City Council directed staff, over the course of this fiscal year, to identify areas where costs can be reduced, and new revenues can be found to close the long-term structural deficit.
In August, City Manager David Gassaway held two employee meetings to discuss the budget deficit and the future of strategic planning. Recordings of the meeting are available for employees to watch on demand. He is currently meeting with each department to cover the deficit, answer questions, and invite employees to share ideas for how we can overcome this challenge together.
Share Your Ideas!
Employees are invited to the City Manager’s Bi-Weekly Ideas Office:
2nd/4th Thursday
12:00 – 1:30 p.m.
Lakeside B at the Community Center, 1000 Kentucky Street
Can’t make it to the Ideas Office? E-mail ideas to David Gassaway, dgassaway@fairfield.ca.gov
All employees and ideas are welcome and encouraged to participate.
The long and short of it is that revenues are stagnating, and expenses are on the rise.
Inflationary prices are catching up, and the City’s sales tax revenue is projected to stagnate through 2025. Property taxes will also slow down due to rising interest rates, and Cannabis Tax has underperformed across the state.
Expenses will increase 6-10% over the next two years, with staff costs being the primary driver. CalPERS, COLAs, and workers' compensation were the most significant contributors to the increase in staff costs. Internal Service Charges (ISC) have also significantly increased ICS increases are primarily due to vehicle replacements which are now fully funded, and cyber security which is a growing essential need for local governments.
The City maintains a fund balance, which can be used as a one-time solution to maintain a balanced budget over the next four years. One-time funds allow time to correct the structural imbalance. The budget projections are forecasted based on current trends and anticipated conditions. Realized revenue and expenses could change based on the economy. Regardless, revenues will have to go up significantly to balance the budget without corrections to expenses. We have a long-term issue that needs to be addressed for the City's finances to remain healthy.
So, what does this all mean? During the Great Recession, the City faced a fiscal cliff and severe cuts were made almost immediately to prevent insolvency. Fortunately, this time around, the City is not facing a fiscal cliff. The City is instead facing a downhill descent if left unchanged. Fortunately, prudent fiscal management has bought time to solve this problem.
As an organization, we must focus our attention on ideas that can solve our budget problem. Everyone is invited to the table to be part of the conversation. The City of Fairfield is an organization filled with intelligent, talented, and passionate employees who have ideas on creating a more efficient organization, reducing expenditures, and finding new revenue.
We are all in this together; we are one organization, and the deficit is a big challenge we can solve if we work together.
Due to the budget deficit, will there be furloughs or layoffs?
No, currently, we are not looking at furloughs or layoffs. The City’s financial situation is not dire enough to require furloughs or layoffs, but the economy’s future is uncertain. We are actively working on alternative solutions to prevent those from occurring, and it is the last option in the event of an unresolved structural deficit.
Does the deficit affect all departments equally?
The budget deficit can affect departments differently depending on various factors, including mandated services, revenue sources, and citywide initiatives. In partnership with the Finance Department, department directors have worked diligently to cut discretionary funding where feasible. The City Council did not want to take an austerity-only approach – in other words, they did not want staff to balance the budget with blanket cuts across departments, which would severely impact services. Instead, the Council directed staff to take a hybrid approach using one-time balancing strategies and focus on revenue increases and expense reductions. All departments must work together to decrease expenses and increase revenue, but depending on the department's function, that will look different to each department.
Will engagement and Recognition Week activities be cut?
Employees are the City's most valuable assets. The Employee Engagement Committee will continue to plan events, and Human Resources will still organize Public Service Recognition Week. The events and recognition may change to reflect fewer available resources, but we will continue to recognize the excellent work our employees are doing to serve the Fairfield community.
With all the development going on, how can we not project more revenue?
The forecasted revenues consider development, but there is a slowdown in development activity. One of the challenges with development, especially industrial, is that we cannot accurately estimate what will be inside the building and the tax revenue it may generate for Fairfield. Different tenants generate varying levels of revenue, and the City cannot control the type of tenant that will fill an industrial building.
If 72% of what we spend in the General Fund is staffing, it seems like some of the other things we are talking about for cost savings will not be enough. At what point in time does personnel become a factor?
This is where the efficiency comes into play. How are we doing business, and are we doing business in the most efficient way possible? While we aren't talking about furloughs and layoffs, there may be need at the mid-year budget to look at freezing or eliminating vacant positions. If increases in efficiency, or streamlined service delivery, allows us to continue delivering services without further burdening our already hard working employees, then frozen or eliminated vacancies can decrease budgeted expenses and help alleviate the deficit.
What are other cities doing to address their structural deficit?
We are not the only city dealing with a structural deficit. Some surrounding agencies, such as Benicia and Suisun, are looking to increase their sales tax rate through a ballot measure. Other larger cities in the Bay Area have used one-time funds as they look at possible solutions to solve their deficit.
Revenue Generation
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Idea
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Action
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| Enforce business license requirements. Staff could use GIS to map a layer of existing licenses to identify commercial spaces with unlicensed businesses. | Staff is currently going through a discovery and audit process for all business licenses in the City including the possibility of identifying the ones that are not licensed.
There is a Business License Tax study in process to compare the costs with neighboring cities and presenting options to council to possibly include a ballot measure |
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| Increase Special Event Permit expedite fees, which are currently 20% of the original fee. Many Special Event Permit applications are submitted late. | City staff is currently evaluating citywide fees to adjust as necessary to recover costs. | ||||||||||||||||||||||||||||||||||||||||||
| Increase Special Event Permit expedite fees, which are currently 20% of the original fee. Many Special Event Permit applications are submitted late. | City staff is currently evaluating citywide fees to adjust as necessary to recover costs. | ||||||||||||||||||||||||||||||||||||||||||
| Consider charging a fee for development forecasts, which take a lot of staff time. Exempt City partners (e.g., School Districts) from this fee. | City staff is currently evaluating citywide feeds to adjust as necessary to recover costs. | ||||||||||||||||||||||||||||||||||||||||||
| Consider bringing back formal Conceptual Reviews. Even though we removed this as a project type, we still frequently provide informal conceptual reviews. | |||||||||||||||||||||||||||||||||||||||||||
| Consider charging for subsequent planning inspections after one failed inspection. | City staff is currently evaluating citywide feeds including all planning and public works fees to adjust as necessary to recover costs. | ||||||||||||||||||||||||||||||||||||||||||
| Consider charging a fee for development forecasts, which take a lot of staff time. Exempt City partners (e.g., School Districts) from this fee. | |||||||||||||||||||||||||||||||||||||||||||
| Consider bringing back formal Conceptual Reviews. Even though we removed this as a project type, we still frequently provide informal conceptual reviews. | |||||||||||||||||||||||||||||||||||||||||||
| Consider charging for subsequent planning inspections after one failed inspection. | |||||||||||||||||||||||||||||||||||||||||||
| Consider permitting Airbnb’s in a limited capacity. Look at the impact of permitting homeowners to use Airbnb for a limited number of days per year in exchange for a registration fee. May require a Zoning Ordinance update. | SLT has discussed implementing an AirBnB permit program. Given current staffing levels, the administration and enforcement of a new permit program is not feasible. As Community Development and Code Enforcement adopt new technologies, a permitting program will be considered. | ||||||||||||||||||||||||||||||||||||||||||
| Consider charging for use of the electric vehicle charging stations. |
Civic Center Lot A and B will receive new electric vehicle chargers as part of a pilot grant-funded project to provide public use electric vehicle chargers at locations within city limits. The new chargers are more efficient and will require payment for use.
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| Implement EB-5 Program Investment program to fund city revitalization development aligned with City’s strategic planning. | City staff has considered this recommendation. Through initial research, the process of implementing an EB-5 Investment Program is not feasible due to limited staff capacity and strenuous regulations required to implement a program. | ||||||||||||||||||||||||||||||||||||||||||
| Auction off old tech furniture and vehicles through a government agency such as Solano Surplus to recover loss due to upgrades and planned obsolescence returning the money to the general fund for future endeavors. As well create an employee purchase plan for said items at a generous discount creating a win-win. |
Administrative Policy 400.07 currently permits departments to dispose of surplus equipment to be sold.
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Expense Savings
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