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HomeMy WebLinkAboutProcess Improvement Steering Committee (PISC) FY 2026-27 Budget Considerations ExerciseProcess Improvement Steering Committee (PISC) Budget Considerations Exercise January 13, 2026 Agenda Background Methodology •Longer-term Efficiencies & Cost Savings Opportunities •Short-term Cuts and Revenue •Recommendations for Additional Exploration Questions 2 Background 3 City Council-Directed Budget Reconciliation Assignment As part of the FY2026 reconciliation process and the subsequent approved FY2026 Adopted Budget, City Council included the following: “Direct the City Council appointed Process Improvement Steering Committee (PISC) to collaborate and coordinate with the City Manager’s Office to review City department services to identify possible efficiency opportunities, cost saving measures, and provide recommendations to the City Council for its review and consideration as part of the Committee’s fiscal year 2026 annual report.” 4 PISC's FY2026 Annual Report and Guidance •The Process Improvement Steering Committee (PISC) will submit its FY2026 annual report in August 2026 •PISC City Council Liaison Stacy Cummings provided clarifying guidance that a portion of PISC’s work should be delivered to City Council in time for FY27 budget consideration with a target of $16 million in cost reductions in time for FY27 budget considerations 5 PISC’s Position PISC does not opine on the appropriateness or need for this exercise; rather PISC focused on fulfilling the Council’s request through a thoughtful, collaborative, objective process 6 Methodology 7 Longer-term Efficiency and Cost Savings Opportunities Collaboration with City Departments Each year, PISC will collaborate with 2-4 City departments to identify and understand ongoing efficiency and cost savings opportunities within departments. Findings to City Council PISC will provide its findings and recommendations to the City Council on an annual basis to support your decision-making. 8 Short-term Focus on $16 Million in Cuts and Revenue – Methodology Highlights Identifying Potential Cuts •Department list – for FY25 budget development, City departments were asked to identify potential cuts. The resulting list was publicly shared with City Council •PISC list – PISC members also identified additional potential cuts and revenue opportunities Use of Surveys •PISC members surveyed on their level of interest in further exploring an item (4-point Likert scale: very interested, somewhat interested, somewhat not interested, not at all interested) •Items obtaining 70% or greater of “very interested/somewhat interested” were then further examined to better understand potential impacts •Departments provided information on potential impacts •PISC members surveyed using yes/no survey on whether to include on final list to Council; items obtaining 70% or greater of “yes” are included on the list Robust discussion among PISC members throughout process with feedback from staff 9 Recommendations for Additional Exploration 10 Areas for Additional Exploration •PISC encourages additional examination of the feasibility, considerations, and potential impacts of the items, including additional staff analysis and intentional community engagement – such as launching a community survey or holding community listening sessions to gather the public’s feedback on the included items 11 Potential Areas for Exploration Department Item / Area Description Cost Reduction / Revenue Increase Economic Development Prove cost/benefit (ROI), 25% expense reduction $1,210,647 Parks & Recreation Out of School Time – increase fees, reduce cost to breakeven $3,392,535 Parks & Recreation Inclusion Services program – eliminate $1,071,432 Aquarium Increase fee, reduce expenses to breakeven $2,012,975 Library Reduce programming by 10%$2,271,886 Library Support Services – eliminate based on ROI or reduce by 10%$302,351 Parks & Recreation Early Childhood Services – increase fees, reduce expenses to breakeven $1,124,272 Parks & Recreation Landscaping Services – 5-10% reduction $1,497,331 12 Potential Areas for Exploration Department Item / Area Description Cost Reduction / Revenue Increase Parks & Recreation Extend the current mowing cycle of 14-day maintenance frequency for the 178 neighborhood parks to once every 16-18 days $238,639 Cultural Affairs Reduce funds to arts, cultural & history programming, marketing, and public art maintenance $98,359 Parks & Recreation Extend mowing cycles for all divided roadways from 18-21 days to a cycle of 21-23 days. Also extend contractually maintained sites to 21-23 days. $516,594 Citywide Revisit exploration of existing dedications for capacity to offset portion of citywide real estate tax rate reduction. More specifically, P&R, Outdoor Initiative, Major Projects, ARP, Town Center TIF, TIP, TAP, Open Space, and EDIP Varied Police Eliminate the Mounted Police Unit $1,458,153 Aquarium Reduce Technical Exhibit budget by 10%$111,179 13 Potential Areas for Exploration Department Item / Area Description Cost Reduction / Revenue Increase Citywide Annual 5-10% headcount reduction of low performers / vacant positions, keep track of attrition, and do not back fill Varied Human Services Quality Improvement – Eliminate or reduce expenses by 10% and do Cost Benefit Analysis (ROI) $3,034,255 Human Services Ask for 5% expense reduction overall $1,118,758 Police Reduce Marine Patrol – Develop cooperative agreement with US Coast Guard $736,182 TOTAL Estimated Cost Reductions $20,195,548 14 THANK YOU ! ! 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