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Committee asks staff to prepare contingency plans, flag nonessential services and review fee schedule; amphitheater and pool noted as loss-making
Summary
Committee members asked departments to draft contingency plans for revenue drops (5–10%), identify nonessential services to trim if needed, and to review the fee schedule for low-cost revenue opportunities; the amphitheater and pool were repeatedly cited as nonessential or loss-making and put on the committee’s cut list.
The committee discussed contingency planning for potential revenue declines and an ongoing fee‑schedule review. Staff asked departments to craft scenarios showing how they would respond to a sustained 5% to 10% drop in revenues and to identify discretionary items that could be deferred or cut.
John framed the request as a prudent preparedness exercise: if sales-tax and other revenues dip (committee used a 5% example; staff said 10% would be far more severe), each department should identify program- and hiring-level adjustments and check liabilities before recommending cuts. He reminded the group of past experience in 2008 when the city cut positions, froze hiring and reduced part‑time staffing to manage a large revenue shock.
Committee members compiled examples of nonessential or loss-making services that could be targeted in a stress scenario: the recreational pool and the amphitheater were discussed as city facilities that lose money and might be suspended under severe revenue constraints. Staff provided rough figures: the amphitheater project construction cost was cited at about $1.2 million and generated roughly $2,000 net over a three‑year span in rental revenue; the pool’s annual net loss figures were discussed but not finalized (staff estimated a multi‑thousand‑dollar operating deficit, differing staff estimates were noted). The committee asked staff to return a consolidated list of nonessential services and the fiscal impact of suspending each.
On fee schedule work, staff said many fees are modest and raising them can yield small, reliable revenues (for example, business-license fees generate about $30,000 annually; a $50 increase would add roughly $15,000). John also said certain planning and building fees legally require a cost‑of‑service study before increases to withstand challenge.
Ending: The committee assigned members to submit lists of suggested nonessential cuts and fee items to review within approximately one week; staff will compile suggestions for the council work session along with contingency scenarios.
