2018 State of the City Presentation Overview

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Lorin Carr
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2 2018 State of the City Presentation Overview Recap of 2017 Financial Snapshot Implementation of Measure D Capital Improvement Program Projects Completed 2018 CIP Projects Underway/Planned Economic Development Program Update City Manager Public Safety Update Chief of Police Looking to the Year Ahead Challenges and Opportunities 3

3 FINANCIAL SNAPSHOT 4

4 City of Martinez Financial Snapshot City is in the first fiscal year of a two-year budget Mid-Cycle review will occur this spring Focus on maintaining strong fiscal health while contending with external factors facing will be critical due to: CalPERS increases Increased Social Security costs Unanticipated significant costs increases: e.g. district elections 5

5 Financial Snapshot (cont.) City ended 2017 in good financial shape General Fund operating revenues totaled $22,210,623 General Fund operating expenditures totaled $21,109,005 Close of FY 2017 General Fund Reserves at $13.6 million or 65% ($5 million (15%) assigned and $8.6 million (40%) unassigned) Total debt decreased by approximately $1 million Refunding & Issuance of Bonds (Received S&P *AA+ Rating) will save taxpayers a total $7.5 million over the 22-year life of the bond. 6

6 Financial Snapshot (cont.) City Council Adopted Budget Guiding Principles Investing in the future of Martinez Taking steps toward addressing the foundational needs of the organization to improve services and reduce costs Investing in a proactive economic development program to improve the financial well-being of the City, residents, and businesses Charting a Path Toward a Fiscally Sustainable Future 7

7 IMPLEMENTATION OF MEASURE D 8

8 Measure D Status 9

9 Measure D Revenue - Received/Projections April 2017 June 2017 Actual = $472,430 Fiscal Year Forecast = $3,361,000 Fiscal Year Forecast = $3,430,000 Fiscal Year Forecast = $3,497,000 10

10 Martinez Pavement Management Program Current PCI Condition 11

11 Martinez Pavement Management Program (cont.) 12

12 Preventive Maintenance Program 13

13 Annual CIP Pavement Restoration Program Large Capital Improvement Projects Funding Sources Gas Tax Measure J SB-1 (new gas tax) Measure D (new) 14

14 Street Maintenance & Repair Program Budget Public Works Street Maintenance (Street Crews) Gas Tax 65% Measure D 5% - 10% funds to augment Street Maintenance Budget 15

15 Martinez Pavement Management Program Have questions regarding the City s Pavement Management Program, Measure D, or about the timing of repair of your street? Go to the City s web site at: or contact the City of Martinez Engineering Dept. at (925)

16 CAPITAL IMPROVEMENT PROJECTS 17

17 CIP Completed Projects PROJECT INVESTED FUNDING Annual Pavement Rehabilitation Project $ 1,350,000 Gas Tax/Measure J Pavement Project Morello & Pine/Center $ 1,700,000 Gas Tax/Measure J Alhambra Creek Vehicle Bridge $ 2,885,500 Measure J 2017 Marina Dredge Project $ 1,000,000 General Fund Water Treatment Plant Seismic Upgrade Project $ 5,300,000 Water Fund Water Treatment Plant Electrical Upgrade Project $ 3,772,000 Water Fund Parking Lot 4 $ 375,000 Parking District Miscellaneous Small Projects $ 215,000 Various TOTAL $16.6 Million 18

18 Pavement Project Morello Ave. & Center/Pine St. 19

2016-17 Pavement Project Neighborhood Pavement

19 Pavement Project Neighborhood Pavement Rehabilitation Cost: $1,350,000 Funding Sources Gas Tax/Measure J 20

20 Alhambra Creek Vehicle Bridge Cost: $2,885,500 Funding Source: Dev. Impact Fees 21

21 Marina Dredging Project Cost: $1,000,000 Funding Source: General Fund Infrastructure Reserves 22

22 Hidden Valley TLC for Kids Project 23

23 Martinez Interim Dog Park Cost: $50,000 Revenue Sources: Inf. Fund Dev. Impact Fees 24

24 CIP 2018 Projects Under Construction PROJECT INVESTED FUNDING Waterfront Park Rehabilitation Project $ 8,940,000 Measure H Intermodal Ped Bridge and Ferry Street Realignment $ 8,185,000 Measure J Water Main Replacement Project $ 4,152,500 Water Fund Water Treatment Plant Flocculator Paddle Project $ 1,093,000 Water Fund TOTAL $22.4 Million 25

25 Intermodal Phase III UPRR Pedestrian Overcrossing & Ferry St. Realignment 26

26 Waterfront Park Renovation Project Cost: $8,940,000 Funding Sources: Measure H Measure WW Dev. Impact Fees GF Reserves 27

27 ($4,152,529 Water Fund): Water Main Replacement Project Cost $4,152,529 Funding Source: Water Fund 28

28 CIP Upcoming 2018 Projects PROJECT INVESTED FUNDING Annual Pavement Rehabilitation Project $ 2,500,000 Measure D Pavement Project $ 1,000,000 Gas Tax/Measure J Brown and Green Street Reconstruction $ 1,400,000 Grant Fund/Gas Tax Ferry St. Rail Road Pedestrian Crossing $ 550,000 Grant Fund Reliez Valley Road Trail Spur $ 300,000 Grant Fund/Dev. Fees Pacheco Blvd at Arnold Intersection Improvements $ 3,772,000 Measure J Webster St. Pump Station $ 1,500,000 Water Fund 2018 Park Improvement Project $ 1,200,000 Measure H TOTAL $12.2 Million 29

29 Major Transportation Projects Pavement Rehabilitation Project - Brown and Green Streets Cost: $1,400,000 Federal OBAG 1 Grant Pavement Paving Project Cost: $1 million Gas Tax, Measure J Ferry Street Railroad Pedestrian Crossing Improvement Project Cost: $550,000 State Grant Reliez Valley Road Trail Spur Project Cost: $227,000 Measure J, Dev. Impact Fees Pacheco at Arnold Intersection Improvements Cost: $3,772,000 Measure J 30

30 2018 Park Improvement Projects Golden Hills Highland John Muir Alhambra 31

31 Storm Damage Mitigation Project Alhambra Creek Siltation Removal Estudillo Street Storm Drain West Green Street Linton Terrace Escobar Street Bridge Repair 32

32 ECONOMIC DEVELOPMENT PROGRAM UPDATE 33

33 Comprehensive Economic Development Program - Strategies Exploit Martinez s location advantages for industry, government, and health services Enhance and Promote the Waterfront Area and Marina Support and accelerate public and private investment in the Downtown Promote Downtown Housing 34

34 Comprehensive Economic Development Program Work Program I. Build City Economic Development Capacity II. Conduct Competitiveness and Market Study III. Conduct Building Inventory IV. Establish Formal Business Attraction, Expansion and Retention Program V. Create Formal ED Marketing Program - Materials/Targeting VI. Prepare Economic Development Action Plan 35

Building City Economic Development Capacity December

Program and reestablishment of a City Community &

City Council adopts Economic Development Program

35 Building City Economic Development Capacity December 2016 City Council approves Implementation of ED Program and reestablishment of a City Community & Economic Development Department February 15, City Council adopts Economic Development Program Budget July-October, 2017 staff hired: C&ED Director & Coordinator 36

Conduct Competitiveness and Market Study Establishment of Economic Centers Business & Property Owner Survey Stakeholder Interviews Economic Center

36 Conduct Competitiveness and Market Study Establishment of Economic Centers Business & Property Owner Survey Stakeholder Interviews Economic Center Property Tours Market Analysis EDAP Survey Over 250 Martinez residents, business owners, property owners, and other stakeholders completed the survey. 37

37 Identify Economic Priority Areas N 1. Industrial Sectors 2. Commercial Centers 3. Visitor Destinations 4. Government & Medical Centers 38

38 Establish Economic Centers 12 Econ-Centers 9 City 3 County 39

39 Generate Economic Data to Encourage Investment Business Confidence Survey Economic Snapshots 40

40 Promote Downtown Housing Transit Oriented Housing Vacant Parcel Infill Renovation of Upper Stories of Historic Buildings Accessory Dwelling Units 41

41 Downtown Housing Infill Sites & Historic Buildings 42

42 Downtown Housing - Accessory Dwelling Units 43

43 Support Public/Private Investment in the Downtown New County Administration Building New Shops/Businesses Expansion of Transit Center Improvements to Streets, Sidewalks & Utilities 44

44 Economic Development Action Plan (EDAP) Built on stakeholder input and regional and local market data Focuses on Strategic Doing vs. Strategic Planning Goal: Determine what the City can do to help businesses be successful in Martinez 45

45 Next Steps : EDAP Phases II & III EDAP Phase II - Create Business Development Strategies Conduct Commercial/Industrial Market Analysis Property & Building Assessment Conduct Site Visits and Property Walk-throughs Business Assessment Climate EDAP Phase III Marketing Materials & Tools Review of City s Existing Marketing Material & ED Tools Define Message Develop New Materials & Tools 46

46 Next Steps: Expand City Business Dev. Program Provide Site Location Assistance in cooperation with partners Facilitate access by businesses owners to job training and small business loan provider networks Assist property owners and tenants in navigating the City s planning and building permit processes to build or renovate new spaces Advocate for Regional and City infrastructure enhancements to support local businesses 47

47 Economic Development Collaboration Attract and retain Martinez businesses Market and promote Martinez Coordinate Events and Tourism Efforts Jointly Sponsor Business Assistance Programs 48

48 EDAP Progress Stay Informed! Newsletters: City Manager Chamber of Commerce Main Street Social Media City of Martinez Chamber of Commerce Main Street Subscribe Send to Zach Seal martinez.org 49

49 PUBLIC SAFETY UPDATE 50

50 Martinez PD Community Engagement Crime Overview Homelessness Initiative 51

51 Community Engagement TEEN ACADEMY 1 st Teen Police Academy Collaboration with MUSD 2 nd Community Police Academy COMMUNITY ACADEMY Next season starts March 5th Popsicles with the Police POPSICLES W/ THE POLICE 52

52 2017 Highlights - Patrol 30,681 calls for police service 2016 vs Violent and Non-Violent Crime DECREASED 24% 53

53 2016 vs Accidents DUI Accidents Fatal Accidents Injury Accidents Non-Injury Accidents

54 2016 vs Violent Misd. Assault Felony Assault Robbery Rape Homicide

217 276 Auto Burglary Auto Theft 140 190

55 2016 vs Non-Violent // Down 28% Theft > $ Auto Burglary Auto Theft Residential Burglary

56 2017 Violent Crime // Incidents Homicide 0 Rape 7 4.7% Robbery % Misd. Assault % Aggravated Assault % 57

2017 Property Crime // Incidents Theft > $50 217 35% Auto

57 2017 Property Crime // Incidents Theft > $ % Auto Burglary % Residential Burglary, % Vehicle Theft, % 58

58 Homelessness Regional Collaboration Pleasant Hill & Contra Costa County CORE Team (Coordinated Outreach, Referral, and Engagement 1,011 homeless people contacted in 2017; 410 were new contacts Numerous services provided: Transport to CARE, WARMING Center, or Shelter Emergency Supplies Treatment and Assistance 59

59 Contra Costa Coordinated Entry Model Consumers Law Enforcement Health Care Providers Service Providers Community Members CALL 211 CENTERS Coordinated Assessment, Resource Center MOBILE Coordinated Outreach Referral and Engagement Teams Interim Housing Permanent Housing 60

60 Homelessness (cont.) Best Practices: Collaboration with other agencies Providing people help and access to services Not focusing solely on enforcement Cannot arrest our way out of the problem Criminal justice system is changing Using outreach and enforcement 61

61 Crime Prevention Greatest asset are the eyes and ears of the community Offender thought process: Risk vs. Reward Crime Prevention Prevention can be a big factor in decreasing crime Target Hardening Report Suspicious Behavior 62

Challenges for MPD Recruiting and Retention Extremely competitive hiring across the State Less interest in the profession than in years past Complexity The

62 Challenges for MPD Recruiting and Retention Extremely competitive hiring across the State Less interest in the profession than in years past Complexity The profession has gotten more complex Increasing advances in technology Social challenges such as mental illness and homelessness Public Safety and not law enforcement 63

63 Goals for 2018 Recruiting We Are Hiring! Cannabis / Prop 64 - changes in the law Where are we with the changes? Assist in creating an ordinance to regulate industry Developing protocols for compliance checks Expand Community Outreach Efforts Social Media Volunteers for Crime Prevention Assess Technology ALPR & Public Safety Cameras What is ALPR? Strengthening CORE Partnership 64

64 LOOKING AHEAD CHALLENGES & OPPORTUNITIES 65

65 Challenges in the Coming Year Maintaining Financial Health of the City Increased Pension Costs Resolve JFA issue Recruitment and Retention of Qualified Personnel (Police, Dispatch, Water Treatment Superintendent) Labor Negotiations 66

66 Challenges in the Coming Year (cont.) Addressing Regional Homeless Issues Funding and Initiation of the Marina Plan Open Space Initiative Transition to Council Districts 67

67 Challenges in the Coming Year (cont.) Transition to District Elections California Voting Rights Act (CVRA) Adopted by the California Legislature in 2003 Attempt to prevent the disenfranchisement of protected classes by converting at-large to district elections if certain conditions are met. CVRA Lawsuits No Public agency in California has prevailed Minimum Cost $1 Million 10/24/2017 Martinez received a demand letter under the CVRA from attorney Kevin Shenkman 68

68 Transition to District Elections (cont.) AB 350 Safe Harbor Process Challenges in the Coming Year (cont.) In 2016 the State adopted AB 350 amending the Elections Code to cap attorneys fees to $30,000 if a public agency follows a prescribed procedure within a specific period of time. To project the City from costly litigation, the City Council under protest adopted the required resolution of intent on 12/10/2017. To date, 4 of the required 5 public hearings have been held. To ensure an open and transparent process, which considered several map alternatives requested by the Council and the public, a 6th meeting was added and will be held on March 7 th. 69

69 Challenges in the Coming Year (cont.) Transition to District Elections (cont.) AB 350 legally required criteria that must be applied in the creation of the actual districts: Each Council district shall contain a nearly equal population according to the latest federal decennial census A districting plan shall be drawn in a manner that complies with the Federal Voting Rights Act and the Equal Protection Clause Each Council district shall not be drawn with race as the predominate 70

70 Challenges in the Coming Year (cont.) Transition to District Elections (cont.) Other Permissible Criteria under AB 350 Topography Geography Cohesiveness, Contiguity, Compactness and Integrity of Territory Communities of Interest 71

71 Transition to District Elections (cont.) Other Criteria Approved by Courts Preventing head-to-head contests between incumbents, to the extent reasonably possible Respecting the boundaries of political subdivisions (e.g., school attendance areas, city boundaries, etc. Use of whole census geography (e.g., census blocks) Other non-discriminatory, evenly applied criteria (e.g., location of school facilities, planned development) Political considerations are inevitable Challenges in the Coming Year (cont.) 72

72 Challenges in the Coming Year (cont.) Transition to District Elections (cont.) After receiving public input and having Council discussion, the Council provided the following direction on the criteria they believed were most important in determining potential district boundaries Adhere to the legally required criteria by the FVRA and the CVRA Each district should extend both north and south of Highway 4 to the extent possible Each district should include a piece of the downtown area to the extent possible 73

73 Challenges in the Coming Year (cont.) Transition to District Elections (cont.) Council direction on the criteria they believed were most important in determining potential district boundaries (cont.) Each district should be oriented from north to south to the extent possible Respect the previous choices of City voters by retaining the voterapproved separately elected mayor and by avoiding head-tohead contests between incumbents Consider topography, geography, cohesiveness, contiguity, integrity, compactness, and communities of interest in relation to the other criteria. 74

74 Opportunities in the Coming Year Complete Economic Development Action Plan, Phase II and III Initiate Cooperative Business Attraction/Retention/ Expansion Program with Main Street & Chamber Continued coordination with County on new downtown County Administration Building Transition to Marin Clean Energy (MCE) as Martinez Primary Electrical Provider 75

75 Opportunities in the Coming Year (cont.) Provide for reuse of Old Train Station Completion of General Plan Update Promote Downtown Housing Transit Oriented Housing & Accessory Dwelling Units Complete Alhambra Highlands open space purchase negotiations 76

76 Alhambra Highlands Open Space Preservation 77

77 Thank You for attending the City of Martinez State of the City Address

AGENDA CITY COUNCIL FRANCHISE/PUBLIC INFRASTRUCTURE SUBCOMMITTEE MONDAY, MAY 15, :00 PM COUNCIL CHAMBERS 525 HENRIETTA STREET MARTINEZ, CA 94553

AGENDA CITY COUNCIL FRANCHISE/PUBLIC INFRASTRUCTURE SUBCOMMITTEE MONDAY, MAY 15, 2017 6:00 PM COUNCIL CHAMBERS 525 HENRIETTA STREET MARTINEZ, CA 94553 1. Call to order 2. Lease Agreements: A. Chamber of