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Agenda Report - May 7, 2003 I-02COUNCIL COMMUNICATION AGENDA TITLE: Review and Discuss Fiscal Years 2003-05 Financial Plan and Budget Alternatives IN 41 111; iii��'Illri RECOMMENDED ACTION: l e That Council receive the DRAFT 2008-05 Financial Plan and Budget for review and discussion prior to the request to adopt the FINAL 2003-05 Financial Plan and Budget on Jure 18, 2003, BACKGROUND INFORMATION: As per Council's request, the City Manager will release the DRAFT version of the 2008-05 Financial Plan and Budget on May 7, 2008. Curing the meeting, staff will review the key components of the document and will be available to respond to questions and suggestions regarding the content of the DRAFT Budget. Staff will also present an overview of the Fund Balances which will include the General Fuad, Electric Utility Fund, Water Fund, Wastewater Fund, library Fuad, and various other funds. As Council will recall, staff previously presented the proposed revenue projections, requested and recommended Significant Expenditure requests and the requested and recommended Capital Requests, The aforementioned information has been incorporated in the DRAFT budget. The budget schedule this year was greatly accelerat d to ensure that the document could be presented to Council on May `Tth, and therefore will not include any anticipated final recommendations resulting from the May 0, 2008 eciai 7e00 a.m. Council meeting;. Any forthcoming recommendations will be incorporated in toe Final version prier to adoption an June 1 8, 2008, Finally, the City Manager invites Council Members to !meet with him individually after receiving the CRAFT budget to review the details of the proposed operating and capital budgets. This will ensure that each member has a full understandingf the document and will ensure that all questions and concerns can be addressed prier to finat adoption of the Budget. Funding. None doc ?� eetei uty City Manager dicky Calc thie Finance Director Q5/o2aI93 2003-05 FINANCL,%L PLAN AND BUDGET John Beckman, Larry 14o* Counen Member Keith Laud� Couneff Member ou Flynn, Cid Manager of the City of Lodi City of Lodi Mission Statement community standards." TABLE OF CONTENTS PREFACE -HOW TO USE THE FINANCIAL PLAN DOCUMENT ~—' SECTION A - Overoew-~~^'~' ..-~-.,....,,.~A-12 ---- ........... Arl3 �.....`^��`. A-14 General Budget Policies Fin�W Plan--.'...-~'.-'-.,.--..''--''—.......... ........ ..-............ ~......... 3-3 ...... ....,-._--^,,....... .~.-.......... `........ ........... ~--- .^-^,.,.'^.^.^..�~� G~°~.°d°_~~ .~`_-_.~^'~~ -.=...... ..~~~^..,~-~-',-......... ...,-............. ..-...... ........ ^~,' Enterpriw Fund F= and ' Rates ''^^~```'~—'~'`^~-~-^'^^-''`~---^—^~^~^`-^^—~--~''^' _'_13-6 and ...... .~.-_.--...~.--......... '..,,.,.................. -__.'............ ^-^^^^,~_,�~� ----.'—..-..-.—...--~....... ---.—'—'--~-.......... ...... _.......... B4 __,,,___~_........ __,......... ~,_,_____.,,,`.^',_.^_____~,^,.~�,B-18 Designated Fund Balances. .--.''-.......................... —......... ~.'.'---'....'''-~-............... ._-..... B-11 --~~~.~.......... ...... ._^~.~.~'~_~—..~`~~.'_.................. ~~B_{Y Capital Financing and Debt. Management- ~.-.~.—.-''...... -~--..—.—._~..... ...... -^^....... -----.—~.^.B-12 Capital ftnprovenwnt -~.--....... ~........ ---_....... ^--~~..__--.'~.~ Humin ,psource ^'~....... —^^~^~'~~-''''~'-'—'~~—'-----''^''^^-~~~'~--^~^~~^^,-B-l5 ProdwfivityReviews ............. ....... _............ ............... ..,.'.......... ................. ....... ............... A3-17 Contracting for Senices ,,__`............... __.,~,,,_-........ ~__.__.,__,..,_~_^_,~,`',_~,,~___^_~,`,,_MlocathV __�� theCost nf Sam�xes.~........... .........—.~..,....... ..-....... ............... .~................. .-.._~�-l� Canyover Pm~- .... .._----._-............. .-~.-..~........................... ---- ..... ..... ........ .-...... -T3-2C Major City Goals & Objectives --....... ......... -B-23 (-'ToWs & .~....... .._.—...... ...-..--~.,........... ~.... ....................... ~.13-24 vwjv:v~^y Projects Overview-.^..--,—.^.--...^^....~—..~^,...... _-~,.._^^.^-........... '-.—...~-.......... ........ ~~B-29 Pubfic Safety Building & Civic Center _..,........ ~-............. '''........ .................. --..... B-38 .-....... ~--_--,...... ._^~........ ,-....--........... .~-~--~-~,~~-~....... -'.,~^... ~jB-33 n�m�Indoor Sports Center ... ........ ...—..—......... ......... .~...... ...... —B-35 Y COMMUNITY PROFILE SECTION C ...eeaa,a,a..,,,,,,,.e.es•a arreee,aaee..a.a.r.re•.,•s. •,........... C-1 SECTION D — OPERAUNG . _. ®+-- ...................... r...................... ,....... e........... ..,.,...... --- ........ :....... :..... .......... , ..........<.... .a. "4 Operating Expenditure overview.,,,........a> ...,.....>..,,.........................>..........,..,.................,,,r...,.......... . Operating5 by Mission,.......................................>................,...,,........,......,...,,......, —D-5 OperatingEVendiftues by Activity..........................>.,.......,......<.,.,,,........ ,....,,........... .,.......... ,,........, -6 Pubfic Safety Police Proftetion ...........................<.. .. -49 PoliceAdt c..,,...,,...<...,a,aa............. ---- ....... --- ..a....... ........... ,.............. -- ....... ,,. ... , 9 PoficeOperati..ons—.............................................................,....,........,.,a,...................*.......... . -1 1 FeliceSupport " sa.....,.,<,.,>....................................<. ......... ................. _D43 ................................................<„..........,...,.,.........,............... ., —D-55 AnkWShelter.. . ........... ..........„e„......<...,.<<......,,...<.<.,,<.........<..........,..................<.... �15 Fite do Material ti11..............e,.,<,,.>,>..............,.......,...,.....,................ ,..,............. a....,,<,......... - ........ ,D-16 Ernergency ons -,...a.....®®..<»..® ....................»........... - ................ .., ..<..,....<.....<.,<,.®.... ., _ _ x Fireand Life Safes ....... ................... — ............. — ..... ....a ,,,,..............,.,.,,,,,........ -- ...... -D- 19 Ir ..,,......®....a><>,,,a.... ........ .a. ... .................................... ..................... ,,........... <.......----D-22 EmergencyMedical Services...................<«......,...,...,........,......... ................,,,,..,......,,....,,...<... -24 Odaer Safety Services Graffiti abatement, ................................... ................ i-26 WaterWttyeros. ............. ......a....,..<..,..,........ ,a..., ........... ............. ,............ ............. ,....... .aa --Da 7 Waget° tf f SeMm........... ......... ............<...... .,.a..a.„...,.a...... ..a.a.><....a<,.<..,....... .............. ......,= X30 . ` Service. s.........................................................<.........,,...,......... ......,...............— 33 Transportation Streets and Flood Control Strett.............................................................................. ...........................<.. .. -49 Street Trees ................ .......................a......... .-52 S.trw.t Cleaning ,,,,,,,,,,,,,,,,,<.,.,,..,.,,................,.,,...,..,...,.r..,..„a,......,.,.,............... ...,,..„ D3 53 ParkingLot t ce ................................................<„..........,...,.,.........,............... ., —D-55 TransitSystem---- ... -- ........ .......... .................. .......... --- ... — ...... —D-56 rj� E Leisure, Cultural and Social S CrAces Parks and Recreation Parte and Recreation C . -sions and Committees...........carr.ar....,ae ..... ....... ..v.....aa...aaa.eaa....a.a....... -58 r don....w.rew,...<..,.a..e.....e...v.aee¢e.ao...e..e....vvve.v..........,¢n.aa...amaaena ° s59 e tog ........ - qA s gg-�c�rpe AfterSchool Playgrounds .............. a•..a................ ......aee....Beer............... a......aa............. ae......... D,62 YouVreenSports...............e.a.a...,.•,................a.xaa.aaa•...a...aa....a..,..a,a...¢.aaaa.aaa.a.m,..a.a...a....®.... oor Acclivities.....w..a...a.......... .................¢..a....a............a............... ..................IgD -p66 �oyi&qor/ fi...... .<.wo.a......... e.. .......... e.ee........... ......... va.aesa sa•e. m¢a•aa e♦e. e.a.. e..®aaaJ.9g{:9fi Adult Sports...... ... ...... -- ....... — ......... ....... -7Q . Concessions.�.w......,a..........ee...........oaaa.a..ea.,.,,.e...aeee,ve,...rr>ae•,ea.x............e..v.ev..v.....a.e..e..ev¢a.a... -72 'tg�soe�py SPorts Facilities ilities X. tl A .We.a. w........oa>+.•e ase.••.........eee...e........e....a...eae..ca..a..aee.eeea.eea.. e. e.a.eea•en'7 Lodi 1,ake Park,a .............. e...... ........ .......... .e...... ........... D-75 OtherPark...a..............me.a.aa....,m..9..a.............. ,....a.......................e................... ....•.......... .D-77 ParkProgram a.a.................a.,., ....... .................. ., a.., ....................a .....,.....e a.. . -79 Equipn=t Maintenance ....... ..................a..>..,....... ,.......... ma.................. e ,.,a. .13 1 Culawal Services LibraryBoard....... ... ..............a...a, a...... ,.......... .........a.a................... ,..a ................. .D-9.3 tA...e...,.....e................................................................ea......................a......a......................a,..... D-84 Liter.wy Services. a... ..a....a,aaa.a..,....a,.a....ea.a.,e„.a.......a.......a......,...aaa.a.....a......aa............e........aaa.a,a.,a.aeaa.-6 Commurit Y Center Commissions & Committees .... ...... ............ .a.........,........... ea...•..•..a...... a. CormunityCenter Actries.,.a....,..aa.a...............m...a,....... ......... a.................... ,,,...........,.... ...,. , a - Q Social Services HurnanReMons (C DBG/HOd)....a.................................................................................. -102 ....a......a..a.......................e....r.......a..a .e...i--103 ....... ....... ..........a ....... a-104 ........... ........a......... -105 ;A.,....¢e...aa,a.a...,...,,..•................................. r.....e......................e.....,.e,a.............a.................aaa.a ...... Economk DevelopmerA EconomicDevelopment .... .................n................a........... ....a.......e............. .e.. ........ ,....,.,...........a a -112 ConnunityPromotion ..,.......,e.......a...................a..........,...........a.•,,...,,..a............a...aaaa....a>.a..a® Geneml Government 1,egislation and Policy citycouncH aa. ...... ....a..............e.........,.a..... e.......x......... .......a..e.e......................... .......................... D-117 General tion Citye...............................a..........a.a..x.,..................................a..............a.a........aa..,....... -1$ SolidWe ManagemmA ..............................a.....e...........a.a.........a.............................a•..... ..aa Public Works Adibin ..... ....aa.. ................ ...e...e...e..... .... -122 TABLE OF CONTENTS L.egal Services Summ.m.cif Expeuditures by Activity City. Attorney .......................................................................<......,.....,.,.,....,.....,........................ D-124 Rwortitin (city Crlcr........ .................................................................................. -125 Electionration.......................<...............................,....,...........,,................,..:................. D427 Adrifinistrative Services Cxr `ty and Economicv to t...........> ........ ............................... .............. ......................... Em5 HuawnResources.............................a.......,.........................,......................,........,........................... -128 C..........................<,<..<.........................,...............,..............,........................... -130 diskM e nt.......................................................................................................................... -131 womlatiy t ...................................A,,....,,..,.<„<......., ......,......,...............,.................. -133 1°imnc-e Administration..._...<E...........................< ......,........,,.........,............,.,,...,..............................D-13 Acwtmfi—,...,.<........................................................................................................ D-138 RevenueServices..................................<..............................e.>,.,,...........,,..,...,..........,.. D-140 rcb.... .......................................... .......................... ............................. ........... ................ ..—DA 2 OrganizationSupport Services Capital Budget Detail by Mission -a Rely yet Vehicles............................................................... Field& Motor Pool Se s ..............<.............,,....,...... ,.........,............... .....,....................,......--D-144 Facilities s...... ................. .......... ............... ...4. Fleet Services,...... ..... ---- ...... - ....... - ..... ...... . ..... .......... —D-148 GenelwS...........................................e...............................,,......a................ ............,,..,....-150 Non-DepartmnW Services or ' Co nwnsafion ........................e................,.. General Uabihty......................................---- Other .........O r lmcc.............................................. Boefits Adninistration..................................... Citywide `cs ....... ......................... Contingencies .................................................. ....................................� 151 ,.....<...........<.,..........<,:<...:..................>..........1�-15.3. ............. .............. ............. I ....... .... w1 5 ..... ..................«:......,,......,......,.,........a157 ...................—.-D-159 ................................................................tie......_.. ,.�1 SEC - CAPffAL 04PROVEMENT BUDGET Over4ew....... ...... ............,....... ....,............................. --- ........ 1 Summ.m.cif Expeuditures by Activity Public......AA..................................................................... ........................ .. ... ...... ........ ..w.......... E4 PublicUtilitiesa............................................................................................................. ............ . Tqmlo.............ee........................ .....,.,.......................... .,.......,.,....... ....,..,..,............ --- ....... &4 1,eisure, Cultural and Social eccs--.— ........................................................................................&5 Cxr `ty and Economicv to t...........> ........ ............................... .............. ......................... Em5 GeneralGoverwwnt ........................................................................................................................... ®5 FundingSource... ......... ....................................................................--..............,.,,,.,,...,..............,..1�m6 Summary De.wriptionof Each or Project beS................................................................................................................................... PublicUtilities ...................... ................... ................. ...,.,,.......,,........ .................. E- 5 ' "fir io<........................................................................ ...................................................... -E- 4 is r$ Cultural & Social Services....<...........................>.......,...,..................,.......,.,,,...<......... ,E- 65 Co Econon* Dever........................................................................................... E-79 G enerd Goveramni ........... ............ ...e.......,.....,............... ....... ................... ....,............. .....,...,..... -0 Capital Budget Detail by Mission -a Rely yet Vehicles............................................................... E-95 TABLE OF CONTENTS DebtSeMee Requir zx s - City ................«....<..<.............«.......<...,........<,............................... FRT Sumnvay of.Annual P ayments by Mission< .,.,.... F-3 Summaryof Amual Payrnents by So...............<,....,.............,,.......,,...,...,...,.........,,..........,.,,.,,........,.. F4 Cotati.l abt ...........................................,.....,...........<..,..................<...............,.... F- Computation of Died and Overlapping Genend Bonded.............................................................. F- 1,ong-tmn Debt by Fund....................................................................e.:...e.mm.........<--- .......... ..<........... .. - SEC - CHANGES IN FUND BALANCE overview ............................................................................................... ........ ......................... ..„a.......Cx1 OrganizationofCity Funds.....................................<.................................,..<,.....,.........,...,...,...... .. - FundBalance m AA Funds Combineda.....................................................................................<....,..........-&3 Table . AD Funds Combined Appropriation Surnawy ........................................................................ `able - All Funds Combined Surmrwy of Cbanges in F................„...:............km.......... —G-6 individual nth Balance, Statements GeneFund......-... ... ......... ...... ....... ............ ---- ............ ....... .G-7 a1 Fund Revenues and Sources ... — ....... .... .....................................C1 GraphGeneral Fuad...........<.......................................................................................... Special Rev Funds LibraryFund............<......e......<..........................................................................:......................... Strwt ...........................................................................................................:< ....m..G --12 Tranvortation DevelopnrntAct F..................................................................................----G-12 BlockGrant ...................................................................................................................-13 Police Special RevenueF€ d .......................<.....,,............... ......... ............ ................ ...,.,....... .....e..—.G-14 Capital Prqject Fund capitalOutlay Fund ...................................... .... ....................... .............. ......................,............, .G,1.5 DebtService Fund...<............................<......,.....<......,.....,............. ......... ..,........ ............ ......................... G-16 Frit Funds Water Utility Fund—,—.... ....<...................................... wastewater UtilesFund....,—.— ... ...... Electric Uffiy Fund ........................................................ TransitFund—............................................................ Int.em.al Service ds ............................................G-17 ....................... ................. G-18 ...<..o...........1-20 BenefitsF ...... .<,... ........ --.................................................................................. G-21 Self-lnsurar= Fund .,-- ........ .... --.- ........ ................ ... --G-22 Vebicle & Equipment Replacement Fund.... ..... I ..... .......... .. --G"23 Tnistand Agency F ................ .....<..<...<.................................. .......... ................................. --- ........ £1-4 TABLE OF CONTEN'FS ,1111311 2111HESW .. Overview- - ..............«,...,......... ................ ................,........... ................. ,...........,......,..........®,..........,........... H4 AppropriationSpending ft . ........................................................................................... 1� Revenues by Major Category d Source...................................................................................................... 1-4 Sumnwyof Interfund Tranmetions ............................................................................................................ _1 Personnel Sununary ofNew Positions.... ...... ...... ....... ............ .. . .......... ---- ...... -- ....... -1 Sununary ofRegular P sid.o „'s by. i€a................................................................................................. H-1 Graph of Regular Positions by Mssion .................g.............. ,.......,,®....«. ..... ,. -1 sunmwy of Temporary Positions by mission......................a.........,..........,........«.......,.,.,,..,.....................Cbang..,�Fl es in.Authorized Positions - Niney.................................®......,......<.,... H-19 f Regpk Positions by DepaAment ..................... ................---- ,..... .........«.......«.....,............ ....-1 of Operating Program Cbanges ........................................... <................ .......... - ,H-26 Departniental Sunmvries - OrganizztJon Charts, Personnel, Operating Budget ................ ................... .......HmN darz.................................«.._....,......,................ C1Center-......... ...... . . ........ ........... ....... - ......... ... _ff75 Comnurity. Developr=A w.«..,,....,.....................................................................<1 ----H-39 ElectricUtility .,...,.,. m...............................................................a...........Fin.an..................,...................�� 1 ceDepartnxnt ......................................<...,.......,....,,........................................,............ .14®43 Firet................................>.......,,...........,.......... ,..., ......... ............ .,....--- ............ ...,.... -H-45 HumauResources...........................«,.,.................,,.....,...,«.,,.................,:...................,...,....,...,...,,.... -47 Librarys..........................................................................«....,.....,,,.>.,.,,,.,<.,<.......,.........., -...-H-49 Parks& R=eafion ,,..>.............................................<.................. .....a.... ---- ....... ,.................. - 1 Point....,.«....«......................................................................................................... 1453 be Works Department--- ......... ...... ......... ............ ---- .......... ........ -- ....... ........... -55 Joest Venture Debt Service Req s ... --- ...... ............................. ................. ............................. ...........��3 Overview.. .............e.............«..............,.......«.......Sumnwy ...,......,.>...<............................,...«...>....,. l�1 fMajor Policy ocunvnts.....................«...........,.,.,.,,.........,,............................,.................... . I-2 Sununary f Employm.nt. Prooess...... .................................................... ....«........... ..«..... .......,....<...... ..... .....,..... 1-3 ofErnployee Benefits..........,.<es............................. .....m.....,............ .............................,...................1 SalarySchedule by z ti x...........,<................a.........,,.........«...........,...,.......................... ....,«.,.....>,<....1-5 BudgetGlossary-- ......... ........................ ............ ....... ........... . . ............. 149 ExWndft= Object C s.....................9......<..«...................,<,...............,...,..................«...<...,.«.....,.............. ..1-17 Budget Preparation Mfiestones (BudgetCalendar) .......................... ,....... .................... ............................ .. ,1- 24 Budget Process. .......... ....... ............. -- ...... --- ....... ... ...I-25 In... ....................................................... ........ ............................ ..........................««,,.................. ,.... ---- 1-2 Evans,Kirk Sembmurces TiJBW Filk'T manager, Pubfic Warks Trausk Fran For , Sum bhe Works laetIv Cmndy, Managwwt AmIyA, Po fice Tony , Econorni.c Developn=t Coordinator, AdmmisWion Met lectrk :per Manager, Randall Hays, City Attomey, pity fto ,s Offim Del Treatment Supe6tendent, Pubk Words M=� TO USE THE FINANCIAL PLAN DOCUMENT so HOW Seefion Operating Premnts the Cs operatft w6vities around f CAYs major service mmions that mow the Cq to the following * Fstabfish poRcies and goals, which deffie the natme and level of smvices to be provided. * Identify activities perfonned in defiveriN thew services. CapitalImprovement Budget Preserts the CiVs Capital Invroverwnt Budget which includes all conshuction proj", i' and capital purchases Which cost more than $10,000. The Capital hWrovement Budget:and. projectshpprovement Plan allow the City to "eimuca.Uy plan, schedWe and finance capiW with City p oficie& Section Rpt gee:Requirements z , f the Gig`s debt obligations. Section G. - Changes in Fund Balance ,videsb` individual qaternents of revenues, expendkwes and. changes in fund balance for each of the Gig`s operating ffinds. Inchules �ur� necessary to: integrate the other Sections of the Fwm.cW Plan inte a conVrehensty!4 operations and financial pkmiing document. Secdon I.- Budget Reference Matedal ORQA MM BUDGET GRAPHICS AND SUMMARIES $13,600,512 $13,571,753 $15,229,994 LL FENDS COMBINED Public utilities 17,428,170 18,92,0,759 20,925,965 2003-04 ALL FUNM >� $149,461,351 Transportation Feov.0naues 4,716,571 4,491,700 4,7010,975 Leisure, Cultural & Social Services Asx Revenues $23,247,526 $24,816,495 $25,398,870 $26,440,345 Licenses and Permits 1,464,450 1,665,554 1,5 5,9O5 1,586,115 Fines and Forfeitures 806,212 854,227 870,090 822,945 Investment/Property revenues 3,371,300 5,006,927 2,336,275 2,236,665 Revenue from Others 25,573,746 16,155,978 16,117,776 19,412,476 Service Charges 671,139,189 70,559,748 70,3O3,1O0 72,011,645 Other Revenues 3,077,367 1,066,105 744,760 730,765 118,670,79O 120,115,034 117,326,796 123,240,95 ' CJther Sources (Uses)/Reserves 21,311,724 9,171,225 32,124,555 12,419.577 Public Safety $13,600,512 $13,571,753 $15,229,994 $16,866,399 Public utilities 17,428,170 18,92,0,759 20,925,965 21,600,710 Transportation 4,123,686 4,716,571 4,491,700 4,7010,975 Leisure, Cultural & Social Services 5,310,496 5,274,630 5,928,306 6,095,336 Community & Economic, Development 3,152, 561 3,451,362 3,289,410 3,557,2701 General Government 13,039,220 13,944,575 16,243,957 17,498,199 Bulk Power Purchase 52,375,146 3O,551,000 32,723,000 32,6501,000 Capital Projects 18,508,368 29,928,574 36,318,130 26,314,810 Debt Service 4,745,490 9,856,479 10,635.'.9.18 9,032,447 A-1 BURG.E.T GRAPHICS AND ST"i TOTAL OPERATING, CAPITAL AND DEBT SERVICE EXPENDITURES M:M, - _ i� Operating Programs 56,654,645 59,389,650 66,109,332 aptt l Projects 15, 03,366 29,923,574 36,316,130 Debt Service 4,745,490 9,856,479 10,635,918 Bulk Power 52,3 ,146 301559,000 32,723, 00 Fund Balance 7,707,865 (939,444) 3,604,9.71 WIMUMMMAM Fund Balance M FROM. H, Dixon Flymn, City Manager 1 � r 2003-0 FINANCLAL MAN AND T MSTINGUISED T. PRESENTATIONAWARD. GOVERNMENT FINANCE OFFICERS ASSOCIATION California For the Biennium Bc innin July 1, 2001 president Execii6vc Dirwor The Govermaent Finance Officers Association of the United States and Canada ( ` A) presente.4a ist shed Budget Presentation Award to the City of Lodi, California for its biannual budget for the fiscal. year beginning July 1, 2011. in order to receive this award, a governmental unit must publish a budget document that meets prograrn criteria as a p.oHcy document, as an operations ns guide, as a financial plan, and as a communication device, This award is. valid for a period of two years. The City of Lodi has received the Distinguished Budget Presentation Awad since 1995. We believe our current budget continues to conform to program requirexnents,. and we are submitting it to GFOA to determine its eligibility for another award, A-11 2003-05 FINANCL4,L PLAN AND BUDGET Muniapa(Y-inance Oears Certificateof ..war Excellence in Operational Budgeting 2001-2003 Presented to The California Society of Municipal Finance Officers ( S ) presented a Certificate of Award for Excellence in Operational Budgeting to the City of Lodi, Californiafor its 2001-03 budget. The Budget Award Program is designed to recognize those agencies that have prepared a budget document or communication tool that meets certain standards. The City of Lodi has received the Excellence in Operational budgeting Award since 1994-95. We beHeve our cent budget continues to conform to programs requirements, and we are submitting it to CS.MFO to determine its eligibility for another award, A-12 �. " AOf Muniapa(Y-inance Oears Certificateof ..war Excellence in Operational Budgeting 2001-2003 Presented to The California Society of Municipal Finance Officers ( S ) presented a Certificate of Award for Excellence in Operational Budgeting to the City of Lodi, Californiafor its 2001-03 budget. The Budget Award Program is designed to recognize those agencies that have prepared a budget document or communication tool that meets certain standards. The City of Lodi has received the Excellence in Operational budgeting Award since 1994-95. We beHeve our cent budget continues to conform to programs requirements, and we are submitting it to CS.MFO to determine its eligibility for another award, A-12 A-13 I • 200.3-05 FINA-NCtAL PLAN AND BUDGET Susan Hitchcock, yor Howard, y r Pro TenWre Jobn Beckmn., City Council Member Larry Han%A City Keith Land, Cffy Council Member ADVISORY BODM ssio a ..z wyBoard Arts Conwri&4on Youth oxoEast Side 13 Recreation Conwhission .. ,, fE Resolution Adopting Budget will be K rted in June prior to: rpublication :. ;. O : C7 Major City Goals BUDGET MANAGEMENT AND CONTROL POLICWS Im Investmests r Resource *- Contractingrodw&4 Re -Wei" For Services Allocating Cost of Services Carryover Policy Fleet Policy 200345.FINANCtAL PLAN AND BUDGET BUDGET POLICIES 10 OVERVIIEW - MAJOR CnY GOALS The involvement of the City Council in waing major City goals is essentW to the budget process. These.goals a These goals wiU. provide focus to the organization -wide efforts of st.aff a -ad www that the most hriportant, mm�� ill IN iiiiiii 11' 1 Ill 11 iiiiiii IN Ii Will 1111 gI WN BUDGET POLICIES ORGANIZATION0 FINANCL4L PLAN Through ts finaneml plan, the <ity M; B The City will use a two-year fimacud plan and budget concept to r. `... effeaive nwageramt of seMces. 7he benefits of a two-year financial plan and budget are. 1, Rek&rws i 2. CoAcenwes on the development and budgeting for sigiifficant objeefives financial4. Provides for orderly and struchred operations 5, Promotes orderly Tending pWe= C, The two-year amouTfish1hose objectives. D. The of major progmm objectives will be rewrted a The City Council will review tions, if n - A. City COUDCH The City Council is Wtm-owly responsible to the public for the delivery and conduct of City m..vic and facifibes. Acconfit*1y, the Council appropriates fWWs to enswe be delivery of �e�s at levels and in the 6 rity establWied by the Council. M 2003-05 FINANCIAL PLAN AND GES' GET POLICWS D. Pubfic Works The Public: WoM Drector is responsible for prqarmg the CxWs capital. iniprovencm budget (CIB) ond the City$ EquipmM Replacomm Schedule (ERS). In this capacity, the Public' Works Director wo& closely with dw Electric UtRity Director to prepare an integmted CID and ERS in recognition msponstliWes and scopeof send= offered by the Ek>ctric Deparument. E. DepartmeatOhwtors �=Department s GENERALhectors are responsible for prqwing their operating budget requests and capiW budgel Fled � commtees were established to serve the City Manager m aH vehicle -related matters to inClude Co ' of the adopted City budget shaU be pubfic twords. available to the public upon request. pwS ; The City will smk to mmmam a diversified and stable revenue base to protect it fromWt ions m any one revenue source. 2003-05 FINANCIAL PLAN AND BUDGET 0 BUDGET POLICTES avoidingB. To erMhasim and facilitate long-range planning, the City will project operating revenues for the succeeding five yem. procedures that , . . budgets by accruing fiaure revenues, rolling over short term debt o -r borrowing reserves of �One fimd to RECREATION AND COMNUJNM CENTER FEES A, Recreation servim cost recovery goals are addressed as an integral, coirponent of the: Ckys annual process.comprehensive user fee analysis n and. 40"/V:of � the total cost of the City's conumnuky center program. should be vered through tes and ebarges for recreation activities and the use of City faeffities and equiprnent In achieviW ,. guidelines will be used: , Cod recovery for activities directed to adults should be relatively high e Cost recovery for activities for youth should be relatively lora seniorAfthough abifity to pay may not be a concem for all youth and , uniform serAce fee structure to all participants, Fufflw, there is�a cornmunity wide benefit to encourage bigh-levels of participation in youth recreation acfi%,� regw&ss of fimm-W status. 3. For cost recovery activities of less than 1001K, there should be a differential in ratesbetween residents and non-midezft B. Charges will be assessed for use of rooms, pools, gymnasiums, ball fiek1s, special use areas, and recreation equipment for activities not sponsored or co-sponsored by the City, Such ebarges will gener* conform to the fee support categones hsted above. GET POLICIES FNTrERPWSX V M, FEES AND RATES A- The. City will set fees and rates at levels which cover the total direct and indirect casts ..... Including operations, capital outlay d debt service..... of the following enterprise p electricaL water, sewer, and.trdnsit. OTHER S AND RATES A. Ongoing: Rffiew, Fees and rates will be reviewed and updated on an ongoing to ensure that they are correct and appropriate based on the ebangirg needs of ` , Le. econonue concerns, social issues, public. MW B. General Concepts Repridiag the Use. of Service Fees and to The s es sh Wd be subjedto the following genex-al concepts: . Cost recovery goals should be based on the total cost of delivering theservim, including direct costs, departmental d °oto costs, and organization wide asst such as accounting, persorill date processing, vehicle . . `rho method of assessing mid collecting fees should as simple as possible in order to reduce the administrative cost of collectloM . Rate struams slwuld be to the "market" for sftnilar services as well as to s , infrequent users of the service and the irdk=ice rues and fees bave on economic development 5, A unified approach should be used in deternining cost recovery levels for various programs based on the fivctors discussed above. Low typesBasW on the criteria discussed above, ft following should, cost goals. In selected circumstances, there n -my be specific witivities witWn the r es that should have user cliarges associated with theffL Howevei, the :. such as su-eKs, parks and general purpose building& 2, Delhcry of social service programs and economic development activities. BUDGET T GETPOLICIES a� WW few]. of cost recovery is their fee intended to actieve `s cost rewymy objectives? bt costs have bmn considered in computing the C. When was the Wst tmv dvt their fees were comprehemvely eral . 9 d. What level of service do they provide compared with Lodfs service or ds? . Sarver comparing the City's fi= to other communities are useful background information in setting fees for several reasons: They r " " for tbew fees mW can assistthe reasonableness of the Ckys fees. If prudently amVzed, they can serve as a benchuwk for how cost effectim the Cq provides senices. These e questions to address m fi&ly evahmfing fees among diffierentit s. RENTNUE accounting p6iciples for local government discoproge the m . 'Yevenues. for specific program should be rainimized, Approval otherdoes not prevent future Coumfls from dimAing Cvneral Fund resources to LM 2003-05 MANCULPLAN AND BUDGET BUDGET POLJCWS A. Property Tax Aftomfion 2. As discussed above, the City no longer controls the mnount or distribution of its property, tax. In &stributmg property tax revenues between fimds since the passage of propostion 13,,.the follow, mamum raWs for specud pwWses bave,.. o been based ; ,. effect prior to the p&%Ve of FiseW Year 1978-79 Tax Rate Per $100 Dement Special Municipal.Purposes 1i 17.86% CieMunicipal s 1.38 X2.14° TOTAL 1,68 100-00% . For 2003-05 propertye proportionately to 10 : General Fund 501,10 Capital Outlay Raid - General d 3011/4 11 /-O TOTAL 1000/0 4, The d" won of property tax received on land annexed to the City wiR be in accoklance to the agreerm A with San Joaquin County. o the San Joaquin Co vnt3es E fundedl Trarispomition Sales Tax (Mmm K), tbr. City must rwet the ,Wntemw& of Effort" (MOE) mpikeawnt which is bawd on tbr- annuW average of the City's street { C. AR Transportation Development Act progrww, or projects desigwd to reduce autombile. usage. It is expected that alternative f 2003-05. FINANCIAL PLAN AND BUDGET awsportation programs - �i conjunction with other state and federalgrants, for this pUTPose- win be: self - TDA fbnds will also be used for street maintenance . Entetprise Fund Allocationsto the General Fund provided2. As discussed above, the funds transferred from the City's enterprise funds to the City's generaU Ruid are "In -Lieu of Taxes" to the. extent they exceed the cost of services by , legal,(accounting, personnel, revenues as follows: In-fieu of T - Electric til -fit , ; cif w Water In-uIn-fieu ofTax - Sewer E,Revenue Allocations to the General Fund departmentRevenues the City receives for specific services (i.e. vehicle tow charges) will not be desip*0 for use by an hidividuA by statute (i.e, asset seizure), these fiwds wiR be fkst allo.cated to the purchase of necessW and essential equipment and/or service . s prior to purchase wifli General Fund resources, Grants <and Donations Council must approve applications for grants or acceptance of donations containing restrictions t may have at impact on the budget, W BUDGET POIJOES The following local objectives are identified for the ocatio of CDB ds: A. The Councd will annually adopt a resolution establishing its appropriationaccordance v4th.Amcle X= of the. Conshtution of the State of CWWornia, Section calculatingGovernment Code, and any other voter approved amendments or state leoslation dw affect the Citys appropriafion limit. B, The City will strive to develop revenue sources, both new and extsm& Which are considered: non -tax proceeds in its appropriafions. subject to limitation. and f EnterprisesuWdy, if any, that is being promded by the General Fund or M 2003-05 FINANCIAL PLAN AND BUDGET 0 GET POLICIES FUND BALANCE DESIGNATIONS A, The Cityshould maintain fUnd balances of at least 15% of operating expendituresin the General. Fund as well as the Electric, Sewer, and Water Funds, This is considered the nimimum level neoessary to mintain the Citys creft wor0hiness and to adequately provide for; 6M Ititlyl moul 2. Coni° i s for unforeswn operation or capital a Cash flow requiterrietts. D. In addition to the designations noted above, fund balance levels will be sufficient to nx*t fimdmg carriedrequireavaAs for projects approved in prior years which are stateservice reservc requimments; reserves for encumbrances; and other reserves or designations required by contracttW obligations, INVESTMENTS A. Investwnts and cash nmagement will be the responsibility of the City Finance DirectoriTreasurer or dam" K The CAys prm-wry wyestment objective is to acbieve a reasonable rate of return while.rnini� the potentud for capiWl losses msmg from tuarketchanges ,Ifollowing fitctors will be considered in priority order in determining individual investment placements: 1. Safety 2. Liquidity e Yield ME BUDGET POLICUES investedC' The City wffi strive to keep We cash Wances fi* through daily projections yYYy.. requireinerms. ro avoid forced hqmdawns and losses of mvesurrA eamirgs, cash f.ow i nd fiftrerequiments w& be the pnnvry consideration when selecting f D. As the market and: the Citys investment portfolio change, care will be taken to maintain a healthy babax EThe City will invest o* in those Ristrunients authorized by the CaRfornia Governn=9 Code Section 53601 . The City will not invest in stock, wiff not �peculate, and will not deal in futures oroptions. 11W f.lly off= new # g commia* City Rmds to them F. Current fiw.ncial statemqts wiH be nminWned for =h hshtution in which cash is invested. investuents will be lin-dted to 20 percent of the total net worth of any instAmtion wd =y be reduced firther or refusedaltogether if an institutiods financial situabon becomes unhealthy G, in order to nuLximize, yields from its Mll portfolio, the City will consolidate cash ♦ t. accordance. protectedJO generaHy accepted amounting principles. H, Ownersbip of the � chYs investment securities will be through r . y.. documentedThe City Riame Directorffreawmr wffl develop and maintain a convehcmsive, well ,nvesurent reporting systeni which complies with Govennnent Code Section 53607. This system will The City f _ce - Invesftnent ManagementPlan which MANAGEMENTaddresses the CkYs admmi,&ation of its portfolio, including investment strategies, practices, and CAPITAL FINANCING AND DEBT capital Mnaacing , The City wiU consider the we of debt finaming only for o. tune capM project and only under the. fbHowing caw s: 1. When the 'q useful ffe wiRexceed the term of the fimneing. project2, When revenues or i s will be sufficientto service the long-term debt. LMN 2003-05 FINANCIAL PLAN AND BUDGET B, Debt finawing wiU not be considered appropriate for any recurring Purpose such as current operaing and noWenance expenditums. The iss� of sbort-tenn instr�s such as revenue, tax, or bond anticipation notes is excluded from this o; 2=1*4182OVII0 QJ&9L=1VW1 U, GAD D. The City wifl use the following criteria to evaluate pay-as-you-go versus long-term financing in funding capiW improvetnents. Pay- - o Long-Termi Debt Management E, The Cid will not obligate the General Fund to secure long-term c when ` ket can. be s4ufficantly enhanced. F. No rnore t % of an capital projects other than Enterpnseprojects will be funded °tea .l - t R and direct debt wiR not exceed 2% of the Citys as.wssed valuatiom CY A fimbiblyprepared for each long-term to assess debt mvice on cuntu and future operations. sus include an analysis on the reliability of revenues to .stip debt re am 2003-05 FE14ANCL&L PLAN AND BUDGET BUDGET POLICIES 0 . iiiijiiiii MUM L The City will seek investurnt grade ratuWs (Baa/BBB or grc&er) on any dked debt and will seek credit enhanemnents such as letters of mrdit or insurance when necessary for marketmg purposes, availability and cost-effectiveness. 1 The City will monitor aff forms of debt annually coincident with the budget process, aboutK- The City vqfl di6gently monitor As compliance with bond covenants and ensure its adherewe. to federal arbiftuge regulations. L. The City w0l maintain good comnumications with bond rating agencies The City will fb4ow a policy of N disclosme on every ffimcial report and bond prospectus:3; A. T : major conTuter software acquired through ' ,;I d'f by.. N . Fun Budgettot more Om $10,0 00 will be included in the Capital In-q)roven*nt $10,000 or less will be imiuded with the operating activity bqdj�s. Enterprise � Fund projects capitalizationoquipmeit Purchases wiR be based on the C. Every caphal project will have a projmt manager who vnU prepwe the project proposAd)at required phases are completed on schedule, authorize all project expenditures, ensure that all regulations and laws are observed, and periodica'fly report project status. D. A CIB Coordinating. Coxnn*tee, chaired by the 4 ; of Public Works and the Electric Utility proposals,Departmen� wiU review project phasing, review and evahmte the draft capAW budget Plan, and report project status at least x Die Comynittee should be, inade up of representative of each Departraent. ME 21 "Will 111; 01; 1113, SOMEONE Fill 11!1111111111 1!111111!Iilillilli !ill Gena*, it wifl becorm npre diffilli for a project to mve from one pbase to Ow ixxtAs sack morc projects will be studied V= wiU be desWwxL and more projects will be designed than will be constructed or K Funding and reWed appropriation to a project account will only be made upon approval .,,.,.. for lWerOybe approved when contracts am awarded. Ga Project phases wiff be hsted as € bj tives in the prograin narratives of the Activity responsible for the project. R Funding set aside for designated projects will lapse after three years if the project: has not made Sigaffle ant move'ment. tbrough the phases, or if the p Ject has not been revalidated. This willMY ensure funds are not tied up and are available for the timely completion of active projet&. The projects where fimding set aside has lapsed wfll have to be Ra for consideration k the next budget cycle. HUMAN RESOURCE MANAGEMENT a, staffing aW convw service budget ceffings wiR b* total expeadiftffes for t : , m enVloyees, overtmv and independent contractors hired to provide oplemmg and mWrile services. um 2003-05 FINANCLkL PLAN AND BUDGET BUDGET POLICIES C. Regular enVloyem will be the core work force and the preferred mans to staff ongoing, provideactivities rather than mdepen&-ig contradors. ne city will stnve to con4vosation d . benefit for fts authorind regular work force. Each regular employee will: 2. Be asdWW to.a.0 appropriate bargaining: unit. or repmsentative group. 3, Rewive salary and benefits consistent wM labor agreawrili or other compensation pkins Da To manage the growth of the regular workform overall costs, the City will follow these procedtues- 1, The City Counpilauthorize all regular positions x t in the case of the Librarygoverned by e Liard. reaO.Cation of eAwN Positions. d, Additional revenues or cost savings which may be d I MW ,:M .: 1. #. volunteers budgeW in houirs Temporary employees will augment regular City O;-: o* as� hmftd term employees, seasonal employees, euvrgency, intemttag, contract enVloyees, • interns.. M=Wer will encourage the use of temPOrary employees to med palk year-round on a Indqiendelit contractors will not be consideredemployees. Independent contractors may be used in two situations i, Short tenn, peak workload assignments to be accomplished through the use of personnel Ontracte be c*ordhwed ftough the Hmm Resources Depfftmni and subject to the approval Resources Dhvctor. 2, Construction of public works projects and the provision of operating, maintcnance,:.or specialized professional sm4ces not routiriely i by wdiout close n by City stA and the requiredand equipment will methodsgcner* be determined and provided by the contractor. The City will constantly monitor and review its aservim:pontique to be dclivere&in the most cost-effective nwmff Possible. This review process ra., r 13Analyzn systems and procedures to identify rive r3' reViQW requirements. il 11 1 lill Personnel g the skills and abilitimof city envloyeM with.special eWlissis on first-line supervisors. E. Implement amual, performance reviews and appropriate methods of recogrilizing and rewardm2 whether slin-vice � is avaflable at a lower cast dm provided by City staff G, Periodic fb=d review of operations on a *Vernatic, ongoing basi�� am 2003-05 FINANCLkL PLAN AND GES` BUDGETLIQ coNTRACTNG FOR SERVICES provides the. City with the opportunity for cost contahmment aM productivity As such, the City is committed to usmg pdvate sector resources m defivering municipal services as a. key elemeadin our continuing efforts to provide cost effective services. rconstruction Providersprofessional: servim, outside einployrnent agencies, and ongoing opnVion and rnaintenanw 3. In evaluatm# the costs of private sector com-acts coaWed with in-house perfonpance, of the service,indired, direct and contract adrakfiamflon costs of the City wiH be ideaffied and considera 4. Whenewr private sector a be seriously considered as viable service defivery alternatives using the evakm fion criffia outfined below. For proWgus and wtivMes cum* provided by City employees, convmiom..: to contrag . Evahm.tion Criteria MM 3-45 FINANCUL PLAN AND BUDGET BUDGETPOLIMS delegate8- Overall, can the City successWy generalL The CAY is cornn*ted to achieving efficiency by centrahzing the extent they serve the needs of the City. as a whole a.nd provide:.�fbr gmater cost Oeiocy� Accordmgly, general mid ad��ative ser.vices will be +' by the General Fund by use of a cost allocation plm I . , tion, plan for general government savices The the City's City will develop a cost alloca provided accepted .� allocation enterpnse fund and special revenue fiW activities iii accordance with The of _ government cost allocation plan and Awis&rred to the general fund amumfly at the tim the Oty'budget is adopted - 4, The Finance Director will perform penodic reviews of the City's cost allocation.plan to the distribution of costs are made in accordance wiffi pll`.: practi= of the City. The will be used to: project annual OPMdtiUg Uunsfts. 5The City will develop a cost allocation plan m accordance with FederW mid State Policies to ensure the nummurn allowabLe rdwn to the City of WhwVovP.Tbead costs. B. Cod Moc4on Criteria. . Cots wiR be allocated considering the followilgcriteria: Cai= and effect - the identification of benefitsBenefits recemed - the allocation of cost in relation to dbe v:' : . f aimem and equity - the aHocabon must be mutually satish� to the paties i' benefitsAbility to beu - the allocation of cost must consider the ability to pay and1heiro* on the savices provided. Costs will be allocated to activities when die ovemll service whole Particular cost bmfit can not be shown. I eThe criteria forci t` s l included i theCity b et to w for evaluation of the cost disUibution c ` HE 2003-05 FINANCUL PLAN AND BUDGET POLICM AAR Opmtir* budget approXWom lapse at the end of ft second year of the two-year fimmial. plan mid (Which__ and seMws which m essential to the operation of the City m the year for which fty are enembered. m1111 11111p I 1- 2° -appropriation of budget bakmces is required to ewe M fUnding of programs and sen4ces approved by the City CouncI 3 The expenditm of these funds will PrOmte inmvatiOn, of ° eecty ss d of City services and prograrm. El m T POUCIES 0 D. The total of all favorable vananm regardle of type (personnel, utilifies, supplies, services,�: or () approvalcapital) am available:for carryover with the City MwWer,and wiU be a level by dqxrftm-nL Under Jus approack program overages withm the my be�: offid by , non-departmentalprogram shortfi&- However, in no case my departmeaW overages in one ftd be offset by deparumutal savings in snod=- a': accourit estabh%hed by the Finance Department, F. TheTitmwe Dqwftmit.will provide Dqwtwnt Heads with a formal balance of opemfing.funds.avoibble for carryover by the end of the second quarter of the second fiscal year. deternine a tentative balimce of their carryover ftmds prior to that date by revw-wffig the Ame 30 Financial FLEETReports, However, these are urm(lited numbers which are subject to change and, as such, the carryover In 1997 Council adopted. the Fleet Policies and procedures which are to govern. the nuanagement, operation, acquisition and .... of vehicles and equipment owned andJeased by the Coy. of Lodi. Under those adopted Policy guidelines, the City organized City vehicles into two . fleetsGener Fun . d and Enterprise Fund. Fleet connnittees were established to serve the CitY Manager in vehicle-TeWdd matters R fundedto include budgeting, acquisitian�, disposition, assignments, vehicle operation, maintenance and insuranee. Under the budget process, repl=ment vehicles are generally budgeted and in the General Fleet -replacementFund or Enterprise Fleet Fund& Based on pTojected Mara*er and Finance process.Director recormnend an annual target ftmding level as part of the budget helps to establish a minirnum fund balance in the appropriate Fleet Funds. M 2003-05 FINANCLAL PLAN AND ET BUDGET POLIMS The recommende.d target fimding is: General Fund based on bistorical replacement needs Water Fund based on replacement requests Wastewater Fund based on replacement requests Electric Fund based on historical replacement needs The target funding does not authorize specific replacements. Vehicles will be replaced based on target fimding if the replacement is justified and approved by the appropriate Fleet Management r .mmittee. The recommendation of the Fleet Management Committee to replace : .. per vehicle is contingent on the approval of the CM. All replacement vehicles costing inore than $ 50,000 require budgetary and subsequent procurement approval by the City Council. in addition, requests to increase the size of the City fleet will be included in the regular d 13 m Lodi's s=U town atmosphere and sense of community are assets that make this a special place. Terms like "Qualky of Life" are implemented here through -recreational and cultural oppoftnitie& Further, public safqty is a basic element of Lodi's quality of Vie. The City Will continue to use education, prevention and enforcement to enhance our citizens' sem of safety. six Ojectives associated with the goal are: zti i i Lodi's small.townatmosphere and sense of co unity are assets. This perception is transmitted through our community's commitment to families. Programs and services, combined with special 4 ° y oriented" everts, make Lodi a chosen pie to live and work. Constant attention is necessary in order to support this positive community attribute: This objective i .eludes providmg adequate staff, and funding for maintaining replacing. all o o : City e - water, sewer, electric, streets, ro , bIA&9S, IWAC, cquipment, and vehicles. promoteTrees add considerably to the aesthetics of our community. They . � M Policies that continue the "greening" of the City enhance our quality of life. PLAN 2003-05 FS BUDGET MAJOR CITY GOALS & 08JEWTIVES hHe Art Cultural and Recreational #, IV IV13Y', and equipment to City 'p '.: perforin , ,4.. sem the public, Tbs objective includes providing sufficient City parks, community center inVrovements, public art, libraties, etc. in response to the competitive nature of running the City, it is incumbent upon every member of the orwization.to investigate and implement policies which increase our productivity. The Baty will look to. be entrepreneurialwhere sound policy dictates. The �� eor.- e to e technologies in a cost-effective manner. remain:The City operates in an environment of constantly cbanghw regulations and leelmolo This environment compets us to transform our operations in order to Departments must develop plans appropriate for the changing circ des in their industry. 'hese plans will place the City in a position to provide the services citizens desire t prices they are willing to pay. A central mission of the City is focused on information delivery° A basic need is to create systematic program for acquisition, processing, use, protection, storage and retrieval of all recorded information. providingThe City is comaxitted to technologyconduct business. The City should take advantage of available proms. 2003-05:MANCL4,L.P'i-,2ti",�,.,IlI BUDGET MAJOR: CITY GOALS & OBJECTIVES 0 0 N MNUMMM In order to succeed, we understand all employees must provide exemphwy service external and internal customers. I Consistent poficies which apply across all departments must be developed to provide �ustomers with a uniform and professional approach when interacting with the City. [Iolicies should address telephone manners, handling difficult situations, and dealing Wfth potential and actual vendors and consultants, In order to provide the best possible services for our community, it is imperative we ha the best educated and trained employees possible. The City's invesunent in itself: pal dividends by creating an efficient and productive organization. All businesses, including the City, wiU require an advanced telecommunications and information sharing ft&astructure to operate effectively in the 2 1 st century. The City must formulate programs for providing a modem telecommunications. inftastructure. This should M'clude features such as transmission towers, underground fiber optics conduit and emergency communications technology. In the continuing world of technological change, the City of Lodi must be aware of t position we hold. Part of our mission is providing information to a variety of custo .. M Enhancing access to informtion provides for an acknowledgment of that service efficiency in the opemtiom I Computer based information technology is a fundamental part of the City's administrative inkastructure. It must be planned and managed with the same care and attention as roads, buildings or staff. -TWFu mpi N Wo progress on mny City objectives, lmw 2003os FINA- 4vu-I 11-5 FIMANCIAL JPLANAND BUDGET MAJOR C1W GOALS & OBJECTIVF ,S 0 Tho City's 's i"ve"Men"n 't's CMPIOYee pays d4idends 6Y Creating a qwiity Ci w k for or our community. to Provide the best possible services f Citi or cc "Welitive salarY and benefits vid, the The investmeW of a f* and trained employees possible, pro ability to attract and retain the best educated and A sueces&ful c0mlnunitY sustains itself by ensuring a develOPment. Developing the 1,odi economy balance in physical, ny rwognizes there are nmy players re ecOnonlic and hurnan community a success, sponsible for making the The' City is coffmitted to Prov'd'ng ex'stiug busiDess with a beneficial atm sphere w c city bene'ves the S en - 0 in bib to ame Vronment Aa a operate, The ess progratm and service ttract new busn It is lmderstood providing�;high�quajity is based 0-n the need for a strong econornic base, EM 2003-05.FINANCIALP.LAN AND RUDGET MAJOR CITY GOALS & The fourobjectives for this goal are- e Efft shouldThis objective addresses providing needed services in a business -like fashion, As the: face of local government continues to change, the City ocn,anization first and a government f itself: as 4 service The role of competition and choice of service should be considered whenever City programs are reviewed. Lodi has taken a proactive approach to business retention and attractiom 7e committed to. providing existing businesses with a healthy o • .'. hm in which to Pori This attitude wifl mist us in attracting new business. City policies and programs pa id continue to act as catalysts to achieve this objective. Budgeting is a series of steps undertaken to implement a goveniment's policy o4jectives. It linkageprovides a documented work program, the careful :: plan,comprehensive financial budget and the basics of an operational plan to assure theadministrative accomplWunent of the objectives. As such it is important to provide a balanced budget and to adhere to the adopted BE 2003-05 FWANCMITLANAND BUDGET ASTPROJECTS Background Projects represent the foundation of the hierarchy of planning statements for the City of Lodi.. They are characterized by the following properties. a Projects are planned sets of work activities dcsi aed to accomplish specific objectives. These projects become the focus for organization -wide efforts to ensure the moss p highest priority City Council phms are institute dudW the 2001-03 budget cycle. City Council wiA become mivolved during the fomwive stages of the City's Financial Plan and Budget through the identificat ion of major City projects. It is the intent of the City organization to communicate major City projects to the public, irdfiate A and accomplish most, during the course of this budget To meet these needs, the City Council wffl bold a project setting session as the first step inpreparaflon of the Finan6al Plan and � Budget. In setting the City's major projects, Council will receive a review from the City Manager regarding: ae Current and projectedfinanci condition b. Current. policies and community ct tions c. Current projects Selecd:on of:T44or City Projects Under the pi6eet setting process, the City Council wM suggest projects they want accomp*0 Wi0iin the 2001-03 cycle. Dbudget epartments:wiR also r totheir operations, The Chr Comet City Manager and Department Heads will then meet and work togetherto select City-wide projects which wiU be ranked using the following criteria: lA° project rated Highest wiR be developed included in theCity's Financial plan and Budget in this section the docurnenL This will be in a narrativewith theis ticza: The objectives: of this prciect are to: • Provide an . adequate and safe working environment for public safety and other City staff; • Provide for growth, '. • Maintain ibriiOJant, public facility. presence in the ... ' -en - er and _ y yy as weill, This request provides for funding for each of the three phases, in order to keep� moving all components of this project for0yord. The..Camegfe Baserhent;:Remodel should begin as soon asAhe Police Dete6fives. DII moves out, and the remod6ls of the Public Safety g'. d follow, Wth the remodel of City: Hall o WE rn4 Basement Remodel i re f ntr . ucfion $100,000 Old Public WetyRomadel DeWgn Construction ction City HWI Remodd ."Pn coils r diol $2,800,ODO $28000$000 $426,000 $425,000 Civic Cents-Parng €ire ign lConshidion $6,100,000 $6,10010.00 TOW , 7 , i0 $426,(00 $6,1W.0 9,800, to Mona Se dUL Some ir fighfing ystWi (n t e;- ated) RM Project Description Construct animal facility compliant with State law and that meds Lodi's projected ° ants for attimal weffkre PrRied Work�Cowplcted y The current staff and voluateoxs have done an outstanding job of impiroving the image of the shelter adoptions., fiemsing and providing spay/noater rograms — all result' in decreased eutiumsia. of . heafthy pe however, the current and projected increases in Lodi's animal _: o, exceed pment caparnl),. MW Ourm ] 220,000 250,000 220,000 250,OW 1,865,00.0 1,80,000 3,9$01000 00 2003-05 Financial..and Budget Request 'Project Description This project consists of design and developrpernt of a spot complex (with li x d. faeids) d park rvi izn the `gt -Basin's that prdvi e for the areas bounded €stn the nom and east y to . Canal, Hamey Lane on the soot. h aad Lower Sacramento Road on theWest. The proporty is Jocated at the southf'orner of lower S . acramento Road and figure Century Boulevard, consisting of4 acres, Project Objectives 'The objecdve ofthia project is to. • Provide additional. sports fields and rnei borhood park facilities; • Provide ft growth in. accordance with the General plain.; • protide stones WOW storagain accordance with the pity's Design Standards Existing Situation. Design work for the project has progressed over the past year, The design plan its for dwee elements or steps to occur., a Dass g'ad's and excavation of the basin; Park development. for the eastern haif.of the.pr perry 0 panic developmes>for the western.half Of the. property This project is: one ofrte four highest (unranked) projects identified ythe marks & Recreation Commission a ofear'ly 001. Lodi UnffieA School Diwid is p1ming an elementuy school soiO o the site, Nat use potential will be investigated, Existing baseball and fields are heavily Utilized With demand increasin& Prior B-33 c�<rv. rar LS'�k t;vnttV DeBenedetti Park 4) + September 2002 S;rL• I = wa ca Mist Rendition providesand park. wiffiin: the "G-BoslnO, which drainage o MW s .rows. �.s •'fi;<dz :t""` •. .Pew �^_• ,e ....�»...... ^ snaaarcc� DeBenedetti Park 4) + September 2002 S;rL• I = wa ca Mist Rendition providesand park. wiffiin: the "G-BoslnO, which drainage o MW 2003-05 FinandaITI Project Description Parrs anis Roore&ion Administration Lodi Indoor S porls and Activity Cent °l his project consists of the indoor Sports and fi reation fwility development and ccs cation, The facility will provide a gymnasium (3 nrm), bathrooms, cep s, and me e# g;r s for multiple connn pity uses. 'T` e center is anticipawd to be 39,040 square feteThK site location has been `ideraAed rieff downtown, bordered by Lomst, Main and Elm streets, Project Objectives The objective o this project is to, provide fir° local and.regional. "ke ball, volleyball, indoor athletics, and sports events; 'Provide 4 center with multiple.indoor recreation cies for all age seeds; Contribute tip on-going downtown revita.lization and economic development eflbru. it€n aaan, Lodi relies heavily upon school district, 0ounty, toad suft militmy facilities to accommodate our az oor sports. and activityneo& Additional . facilities wouldeliminate; the r'eli ce upon t esta agencies° This center would allow the City to a multipl trier who `wish to pard ipate in a iety dfprograms. A I&& of indoor facilities has irupwodprograms fbr several yds; Project Work Completed feasibility study as Completed in 1997, Design work has been approved by Council and as progressing. Additional uisition and s. i prove er arc heeded. and Project Casts 'bang Rudy Design Acqui.sition & Site Improvements Construction Im Recommended Funding Squrcesa Suggested sources, actual to be determined at a later dame Impact Mitigation. Feet Caphal Outlay Fund, Gets,. Certificates of Participation. BE Majoru-7pli Indoor Sports Complex South entry. T� X*Uthaftet Comer upper level gratmd level Lodi DO town Commun:Lty Indoor Sports CoOx parks and rOC. MaStOrplan ArtiSt RendifiOn this fadility wfl.l� prov.ide a 9YMnaSJuM ( 3 MUMS), bathrooms, offices, and a meeting room for community use MM in and Budget Request fkm Parks.and Recreation Ad inistratio Design $548,105 Acquisition $460,000 cv strucdo 5,983,000 Total . $6,99105. ended undin a `o a Suggested sG a actual to be deter ed at a later date ti ation: fees; Capital OutlayFund; Grants, Cerfificafts of Parficipation -37 J :7 ,; - 5 a� C U 2003- 05 FIN&NCIAL PLAN AND BUDGET COMMUNrrYPROFILL III III HIRE glyplipilligil III III I �1 w An Annual fundraiser is held in Me garden every summer in the form of an ke Cre&n SocW MIRM Schools $ 70619: RA F 61 5.07 San Joa»»<2» «< 501-16 City of. Lodi 3SC48 Other County Services 91,12 Tax an avemp pr�wad hme $ 2,278.02 M M Fund $ 18224-4 Projects 100.34 D � EnaLoyees Education 2,247 Health Care 650 Cereals and Food Mixes 575 Can Manufacturer and Cannery 530 Govern cit 429 General Merchant 226 Industrial Storage Racks 200 General Merchant 200 Trailer Hitches 191 Banking 183 Of Lodi's employed population, 20.981/1c are employed professional 16.67% manufactut'i 7.98% congruction O'ft�ahce-, insural And real estate, Prospective employers considering facility t6o*ns in th4 Lodl;weO vWll drawfrom:a Wge serni-skilled and.skilted labor foroe. Lodi is part of the Stocktonl M 7€i0000 600000 5€i0400 40:QiiO4 3G?4006 200000 100000 0 9992493 1993°94 1934-95 1995-96 1996-97 1997-98 1998-99 1999-00 2000-01 2001-02 City Population 0 San Joaquin County Population Rank In Size of California citift 113 120 124 121 122 123 124 124 125 126 129 The City of Lodi population is. 60,500 and is contained in an area of 12.598 square miles. The City has grown stea.dily since incorporation in 1906 and is projected to grove to 70,500 people by the year 007 -Th City's Growth.Control Ordinance allows ars increase in population of % per year € ntil the growth hits are reached. 0 SOURCE; State of Ca€ifomia, Department of Finance, Demographic Research Unit. C-6 Sari Joaquin Fiscal city County Yearea asl ti op lation 1991-.92 52,90 460,626 1992-93 52,900 503,400 1.993-94 53,000 571.500 1994-95 53,575 530,700 1995-96 54;473 529,300 199:6-97 54,800 535,420 1997-98 55,700 545,200 1998-99 56,900 554,400 1999-60 57,900 566,600 2000_01 58,664 583,700 2001-02 60,500 613,500 Rank In Size of California citift 113 120 124 121 122 123 124 124 125 126 129 The City of Lodi population is. 60,500 and is contained in an area of 12.598 square miles. The City has grown stea.dily since incorporation in 1906 and is projected to grove to 70,500 people by the year 007 -Th City's Growth.Control Ordinance allows ars increase in population of % per year € ntil the growth hits are reached. 0 SOURCE; State of Ca€ifomia, Department of Finance, Demographic Research Unit. C-6 The main. industry@fthe: Lodi District is Hi EO M FM a Grapes, All 0 Milk, All ? ay»« y¥«< » wa>ws 2 »O a »d y »: G w « x«« *< MAsooragus Et Hey, Al y »1v » corn,Grain2 All 0 MeCrpps »w?©,yy,»««-w+:a »�.a.» :av+«»■»:».sk! »a«: onions. »:22« Lodi Z one « «:.»y? w»?a2°2«t w>:areas 22f»? m2§\«+! acres in production.- «. £::e <wr» 2t� M LOCATION As the northern -most dty in Sari Joaquin County, Lodi brings$ than areas of Northern and Cantr f Caftmia and places at In the path of a dynamic growth corridor ideally situated for business and industry, The City of Lodi is located 90 ratifies east of Sorg Frandsoo, 34 Was south of Sacramento, adjacent to U. & Highway 99 and is easdy amessible to Interstate 5. CLIMATE Lodi enjoys a.01.0 year-round climate. Surnmer brings warm, dry days and nights whffe the minters have moderately coat temperatures, The averagehigh temperature of 73.8 degrees and lots temperatum of 44.0 degrees, The average r fnfaff is 16,62 inches. "The el%u t n is B1 het with pr ling finds North and Northwest, population (20 00 ) Sales Tax Rate 56, 99 7,750% .. 564,539 7.750% Gm It 19,.5 7,7500/0 S*�)rameao 411,200 7,730% Modesto 191,6€ 0 7,375% VVInegrape gro*ng area, visit the r .Me For more informotion about the:LodMoodbodge M Finance Dept Awount Clerk It - First Quarter Employee 2/the Year Christopher Jawbson Police Dept Administrative C.OrPoral Second Quarter Ron Hertz Public Orks street Maintenance Worker I I I Third Quarter MR Nancy Baker Community Development � ye Lodi Street .. . held the . �»:z� .. :. and October. . w. .*t:.t»»:.. closing � v downtown.,.v. vendors.:© a ¥»< « �: -e tla.:w a® new products, and .. .. . >-«»«...:.��.a*.>» to covv of y- « wn©warea, There music »4< section of «©booths, with ?«a©vtypes of f.«:for all taste& » Lodi Fagners Market is h « In downtown< « «. Thursday evening during 2e summer :©> : , w? » »: . June .r wr> «:»:«.��:-hours are from Spm todu r*aptt:t«»:4:Street is blocked: .° :a.».»» set. their:»£ y-»»aw.localproduce in seaso<»«<»© the farm. I � Included in the Square is an 8W seat porforming arts theatre, black bQK theStfe, & 00nferencg fecaty, a child care center, a senior dRY COM cOnt0r, S rah8bIl'tation-thersPy SWIMM'ng Pool, and a senior information 0ent0r. Featured Theatre events at the Square have included the Oak Ridge SPY -5, Hot Holbrook as Mark Twain, Dido and Magician Rick Thomas, The Night Time Live Jazz 801108 weekly attracts 400 people in their n . ightclub atmosphere faetut ingjazz pertormqrs from W1 over the West Coast, W Hutchins street square is a unique project for the City of Lodi. The pub private partnorship with.the Hutchins Street Square Foundation ta;dng the lead in developing the capital to build tho. project and the City to provide the maintenance and operation is unique C-13 ,y v.>» \\^ One of the unique y: 2<w »:Square is our large a»!» »: a Sometimes referred towthe"Kni .hts of :. Uprights" . .a�.>:. »::z. 3\., \ .. ., year, . : . . Theatre^� zthroughout ^ �.� ... ». .*w <, we *.«® . :0# each\» costs, Providing overyear fo. variousproductions inour Performing, Arts Theatre and for other high profile events at the Square, . these are the smiling faces of the Squarokl Our usher volunteers save the :az-l— 900.00 annually. 110-117--1 Volunteer Lifeauer The it :::h s 263 acres ofvelop d parks and 110 acres f undeveloped parks, The m nifies t the various parks vary incl di g swimming pools, tennis courts, playgrounds, boat ramp, handball, baskatball, valley -ball Courts, horseshoe pry and ball park%. The City enjoys eine lake within the city limits_ Lodi Lake offers camping, boating, picnicking Arad . wirrt ing. The Mokelumse River Riparian, Habitat is home to a great variety of wildlife, balking along the datura Trail, on the northeast side of the Lake, hikers will sea many species of birds, marnmals, reptiles and fish. progressRecentand in .: :t: expansion of our pedestrian and bike trail at Lodi Lake, and renovation of the National Guard Armory building for use as an indoor .: softball,youth 04/or adult sports prograrns in soccor, basketball, baseball, karate, wrastling, afterschool pybgrams, and other special events. -15 77m town1brary W genoradoffs, Me Camegie Library building now serves as home to the todi C#Y COuncif, m The Finance Departrnent PrOviaes hnancldrMM Financial planoing-, accounting; cashier services; investment', V�Jljng and tax administratiON utility meter reading; mail processing; purchasing payroll, a ccounts payable and collection services. Oe in Financial The Finance Department has fecelved numerous 'award for Excellen Reporting, the DistinguiShed Budget presentation Award and Medt in OPeratiOnsl Budgeting. DPUBLIC SAFETY Th& City provides: emergency 911: telephone service and maintains four Fire Stations, staffed ►pith 7 Fuff4jMe employees including 7 Firefighters, The City has one Police Station staffed with 7 Poke officers and 5 Reserve Officers. IMM"MUMI MAA education, fire prevention information, disaster all hazard emergency operations, an d emergency me y, .. services. T emergency fire apparatus are equipped-Defibifators AEDVThe Fire Department partidipates in the County's Regional Hazardous Team, Technical Rescue Team, and Arson Investigation TeaM. These tearns provide leading edge '.d.to the commungy intypes aff disasters,emergencies and Lod pyo Department is a full-service, community onented pow. department. Specialized units 0clude S WAT Hostage Negotiations, ExpleswesABO.Mb etai% Traffic Patrol, sc; cl trot Schod Resourcer n the Special Investigations Unit, Lodi PO offers community based education programs, such as citizen's Awareness and National tight Out, as'part of it's Citrus Prevention Pro gram . The Partnees Volunteer program, for senior cif err ¢ has over 100 peakiparrts. Currently, now 59,000 S.q FE Lodi Police.Department facffly is € nder construction with estimated completion in 2003, A now AnifnaJ Brasher and outdoor Matof:Range are being designed. RM Lodi is boated on the main line of the .inion Pacific Railway. Central California Traction Company ;.provides interlin service with t rn Pacific, Santa Fo and Southern aci c. There are three: Major. € h ys serving Lodi, lntersWe 5, Highways .. ys 99 and 12, Stockto.01 Metropolitan Airport is, located 14 miles south : t Highway go and Airport Way. Bots swice, includes reyhound Bus lines, SMART bus fixed route service based in StoWon and t peline fixed route tads servicebased in the City, The Stockton inland deep water seaport is located 14 utiles south at Interstate 6 and Weber Avenue in the City of Stockton. The Pubim Works Department maintains 161 indes of -streets, 16 ra#es of alley ways, 5057 street lights, 50 traffic signa;s, 4, WO signs �and sweep 364 milos of curbs and affays. They Oso maintain 6, 762 trees, 56 species, and remove 7000 ouhk yards of leaves November through January. The City.of Lodi �provides storm LL f services for the Lodi area, w9h 106 miles of storm dtains, Large Enough to Meet Your Needs SmallEnough to care 'rho City of L i.has owne . rfd open t .its lootric system sing 1910, T day`s 26,300 customers are serve by four substations. 'etre customer mix on an energy basis, is 3(r/ industrial, 35%om.M r €, MWOW8.1,and %. r�aztr Wpal ! r pa pa° toy' L i as purchased throggh two rrrain. � , the Northern `r i . cagier Agency (N -CPA) andthe Wast a Power Administration (MAPA). In anticioation of increeting power costs the y jofn A(CPA in 1968 forthe purpose of finding and developing noir sou : sof fiord'at0 power. rhrou h DCPA the City i s a p rtidipant in two geothermal plants, six gas >turbin pl nts, and a five -generator hydroolef0tric l2mlect, In addition, the Cityis also apartidpantin the COVo rri on transmission Project. ' h State -mandated publi benefit funds, the uOty cuffenuy offers rabstos to residential, s waff as srrrr li and mediatn-sized commercial cu.0tomers who instO designatedand appmvod energy aftiency meas Cres. In addition, the utRy has both an on4ne and ort -site energy audit program for residential cu tdrnam and is developing the. some for scam # and roadium-stzed - rhe CWy of todi.proWdes rt ungpsl wator:sarrv1 chin the City ftits. The wf ris 700 rn round w0tar pumped by approximatoly 25 wells, pr d€ Ong 5.5 bttilatt geNons per year. There are 212 Oft s of water gees for500 orator er 4, 080 ator valves, 1, 7W fire hydrants and f, 050 wate.r.theters, Metered accounts are charged monthly base rats determined by the size of the aster plus $0,531 per 100 orbit feet (748.gallons) of usage, Non roatered commercial accounts : are based on the size of the service. Residential service is non- of red and based on the number of bedrooms. WASTEWATER NIM \� � The Communqy is very proud of.the secrifiGes our Veterans have mar?n on . w o: t »: and :..<:c1w.:»»«respect and gratitude. \ M -,d Outdoor Skate Park . . � on, « <. ¥ < .:.. — ©� . w-:��£»< ?»#t:«promises> safety equipment when. using the park RM 13 22d±:2*2<w«<S+2 ME 2003-45 F,,LNAN,,CLkL PLAN AND BUDGET * Policies and goals which s . the wture andlevel of mvices requhedh.: enlphaSI Department organization and turfconcerns. * Objw&es for improving the &Jivery of services. approach a ized as follows. Mimion - The highest level of swmwization used in dw Citys financial plam The Mission repmSeuts a (department) boundaries and Awd at mior missbns. nie six missions in the. 6nmicial plan am: El Task � Sipfficant sub-aztMfies wrAucted to deRver III 111!! 11 1111 piIIIIIII:1 11!1!!Il III jpi�1111 III 111 11 111111111111,. I1 blie UtMes ce e r i tie UtRity A Task-, Super vision of Departrat staff I1 OPERATING ACTMTIES MLojon aqd ProgEpm &ER"INED"M / Data Processing do nal Support Services service's Fled Semices Vital General Support General Liability Mer Insurance. Benefits Administration 11 Police Fire Public Works M Public Works Administration Parks and Recreation Library Administration community Level Public Works Community Development Administration Imam Administration Public WoM City Attorney City Clerk Administration Finance Adrumistration Human Resources Hum an Resources Human Resources IM M Wastewater Fund Water Fund Eleebic Fund General Fund Tmusit Fund General Fund Library Fund General Fund MNVTT General Fund General Fund General and General Fund General Fund General Fund General. Fund GeneralTund General Fund Self lnmwance Fund Self Insurance Fund Elenefits Fund El OPERATING ACTYVITIES Depanwent Title The Mission Title, Activity Departimnt responsible for program administration, _bjec&cs are `.. in this parL ActMty Costs - Four years of historical and projected for the last fiscal 02, the current Budget for 2002-03, the Approved Budget for 2003-04, and the Proposed Budgetfor 2004-05, Activity costs are divided into six cost categories by object Staffmg Summary - A four year summmy of wtuaL budgeted, approved and proposed autborized regular positions by activity. Staffing organization *n' positions will as4ned to Staff activides Mi wficl the employee is expected to spend 50"1 or more of their tim. For Entaprise Fund employees the "whole. pemn, whole place" rule is for the total Enterprise Fux4 ie. eavloyee time may be distributed based on level of effed, Significant Expenditure and S"ng Changes - This section provides a sunnary of any sigk�t i ': . changeMmed as a changemeets the followitV criteria: III IIIITIMIT- = ME ,; r , '' � OVERVWW program as WOR &-, to SUUArAr Progrwn:and Activity level. Expenditum by Mission D I Sum=ms e t Actw' ups thew eVend#ms by Progmm and Mission M1 2"3-2005 FLNANCJAL PLAN AND SUMMARY OPERATING BIMGET W MISSION d' im s ett' Q&Cr * �v TOW P€ blic aSafety Public utnities avatar 11aityf semm astcxab f uhhty $94'M= wwwo tT ity sawm Total Pubike 011100 Tran"all as shwu Md Flood emtrul Traaait Total Tcaaeportwia€u " f� iz`arltua slat pie t�€7� " 'atF'a8sasta z$65CC6dii eivisim Total IWBa M Cukmvl &'iia€ 'fvim Community & Economic Development 1lanning pp�ccpq y oraftwfim wpiamit Ecownak Davolopmunt TOW 1~otrrrf ungy & F.cQaaawic Developsauml noral 14pl samm ciiyl i Adxi o"1 suppod same," GimerA Government TOTAL OPERATING BUDGET 200342004 F 21k 5 8,983,299 8,786,918 9,449,029 ]0,010,419. 4,578,625 4,740;095 5,731,32.5 6,723,555 391,588 4HJ50 49L640 52425.-: 13,600,512 13,571,753 15,229,994 — 16,866,399. 2,505,539 2,642,679 3,2'15,800 3,.P39�415' 3,774,025 3,377;012 3,M,143 3,9137,305 11148606 1291;1,0& 1 iifa2,CE20 __14,463 990; 17,428,170 18,1330,759 20,925,965 21,600,710' 1,817,284 2,327,824 2,072,270 2,150;69 2,306402 2 393x747 2 419 43O _ 2,5+4 285: 4,123,686 4,716:371 4,431,700 4,70fl 975' 697,.593 763,771 1,3gp ,0787 2,�4g501§65 1,:1151,456 409,118 2,082,285 661 z6ti 3,152,51 58,6673 797,848 280,201 233,017 2,,374 1,973.,492 6 809 609 �3,03�x 56 Wg9.�0r$.,.. 863,970 533,736 1,50€311 2,3 {g7d3 5,2,74,630 552,795 2,340,212 55$ 355 3,451;362 70,490 862;877 293;610 331;585 3,452,326 1,"9,842 6,9331935 M9.44,575 942,970 312,555 11554,385 2460 830 5,976,340 527,700 2,3'16,730 80 3,289,416 68,820 879,817 339,375 291,755 3,557,310 2,1W260 $ 921,620 16,243,957 1.,027,420. 7.49,85,5 1,62,7,973. 2,M 120 6, W,3 F0 568,57$ Z5.35.0170 45,&5_25 3,$57;270' 70,800' . 9!341192,. 36SaS70; 3,40,660 3,759;932 2,2ffi1j460. 9 763 585 17,499J99.. 2003-2005 FINANCIAL PLAN .AND SIJAQdARY OFERAUNG BUDGET BY AC-71VITY AhRe Nal°ety police Pr titian Poiiw- Administration Police 4`?p"ations police 'vedi8atians Animal Shelia Fire seely Firs Admi€aistraf oA Fire Life and S'cty Emcroen4y Operations Fmctgo toy I rdical. Semi= Other 3f6ty survives `h ead bstelr mt Gra tti AbatOsmout Total Pubik Safely Pu isis`c ulditles Water Utility Sarviccs atcr Vastow.%Wiltility Sarvic:ea w asto ator leuttiolf6lity 5cizvicafl RIuaasl Total uMirvtllM" S4see4s and Flocd Control St�ei� a�te�srs�e Street Tjroes Stet Ocaning Porking hist Mamtunenrc `rr�asttak Transit Total. Transportation 1.0isuro, Cultural. & Social Servim: Parks and'Ret atien Park, and RecreiAkon Administcakion ivisioa yaut.hTem Spurts Indoor/Out4uor Artivities A quad ,s Adult SpgrM R-Qroafio t Playgi-cat tds Coftmf iionslAflerSchoolPrograms Parks NO Lodi Lal'-, Pam other Parks Park 0orations saap;tkn4 l��ss�icnnr0c� Packs «Spoaia Faqi4tY Maintwsanue Cullwal Slrvi�es Librmy Board Library C uItti al Activities - coataa -anity Center Tot i.Lziaure, C€94turai & Social Services Planning Community Dtcvclopromt Commission& C€aaron std Mvancod Psrw0 igs.g Code Rs rsacemcnt Buiidut8 OM(I Sofety �naateefin8 ee�racsscatta.��ul€agmu�, t. Economic Dwyclapllt xt ratkl tasr6nlstraii : caktomic Develapmcnt 862,257 974,863 1,094,650 1,146,00 4,959,728 4,6.10,065 4,910,209 5;266,414 2,972,492 3,019,570 3,192,205 3,457,500 188,792 182,410 211,065 219,705 310,622 326,600 350,375 375,8643 202,130 238,665 266,650 286,425 4,039,294 4,083,045 5,025,440 5,968,66.5 22,072 91,785 88,360 92 615 4,$07 3,5$8754) 44.640 52,425 {3,600;512 13,571.,753 15,229,99+1 16,866,399 2,505,539 2,0/12,679 3,215,800 3,199,4.15 3,774,025 3,377,012 3,848,14.5 3,937,305 11,149,606 12 911 Q158 11t862 02.0 14:453 9901 17,428,110 18, 33€3,759 20;925,965 21,600,710 1,393,91S 1,6901495 i,5%5,-315 1,659,2717 143,8S5 133,220 141,410 144,945. 259£457 4$2;130 318,405 332,835 207,057 16,988 21,440 21,640 306,402 2,39.3,747 2 41.9j& a _O 2;542,2 5 4,M,686 4,796,571 4,491,700 4,700,97.5 1,739 3,950 3,515 3,515 695,844 862,020 939,455 1,fl23,4.[15 122,877 255,340 .318,475 318,475 21,580 18,070 18,155 18,15.5 114,778 101,1.54 1(12,1{741 104,1' S 49,876 53,375 54,585 54,55 177,642 182;877 187,020 189,345 277,018 22,920 132.250 65,180 154,347 180,877 201,325 2098,155 584,574 592191() 570,415 600,655 126,690 135,818 141,520 1,44,840 114,360 127,591 128,280 137,480 423,106 463,015 513,445 536,845 1,9'75 5,000 4,500 4,5.50 1,225,688 1,2078,743 L253,5.85 1,295,985 9,?22d401 1 10{09970 1 359 '7.1.1 1,359 601 5„311;496 5,274,630 5,928,3€36 6,695,336 4,121. 10,360 6,355 5,665 444,997 542,435 521,345 562,470 285,561 391,840 371,820 395,421{ 571,576 0162,760 677,405 '707,'{213 1,225,146 1,285,612 1,267.545 1,432,00 1W' -4O 51$,555 _ _ 844;3.$f� 453 525 3,152,561 3,451,362 3,2$9,410 3,557,270 M 2003-2005FINANCIAL PLAN AM) SUASIARY OPERATING UDGET BY ACTIVITY euml Government LcgislAk.1a and palaey civ 'mal crmew A&aitaiauatiaau City Stiff onag- Public. Works Admittialrati€rn L,Dga$ loos City 4,flatsacy City Cie,& SgviocB City 06=61 Prot sial liaoards As Ministration )REeatic si A€Tsttifiaalydtii�st AcEetee 61k. iivc gertiWs Hmnan Ros€ u s Admini, xatiou dt Citywido Training RislsMAnogmOnt It -tenon syswms Humor Administration A.�ceaalt�ttg Setva��s ite vc tta Serviaea laaaml m5in8 organizational Supptax Sevvires Sold ,s:maues 13uiWng Njaintcn.sxxee crcma1113tappGrt Cskywstle t%lain ��ngral3:,aatsility Otladr Iftstwancep a1€zTRi° Cttntpaaiatt Charges 13met"its Admiaistntian 58,673 70,403 68,320 70,800 400,613 419,410 449,750 478,595 387,235 443,467 4.29,067 457,537 280,207 293,610 339,375 365,57.0 12,277 27,500 18,000 Igloo() 219,94Q 264,4115 272,755 27$,2m, 800 39;600 1,1300 47,400. 424,175 394,426 418,535 442,650 88,053 191;645 167,100 173,6$5. 792,480 1,050 584 1,1.08,565 1,148,5 2: 228,623 198;445 377, 20 188,465 477,081 621,905 606,170 653,755 628,017 713,095 783,b25 833,405 257,945 282,226 295,995 319,420 367,682 379,786 393,055 414,00.0. 507,536 61.6;697 643,390 642,510 1,098,274 1,003,359 1,149,915 1,204,950 775,285 77(,41(3 809,05 863,945 7113,321 95.3,655 843,980 877,900 929,808 650,270 943,550 1,010,175 63,9.44 70,515 110,510 113,1V0. 1,066,750 936,760 1657,920 1;73.9,135 3 19v 0,451 646,325 4,556 925 5'159,00 13,1139,120 ___3 13 944475 1 1-1; 5,3,99 56,04 645 59,8" 1511 66-1p9, 3 7[i 180951 W 20Q3-200SFii4 PLAN AND Sl! Y OPF,RATILNG BVOGET BY 114.1fiS5`ION pohoo. prat bort Fire Way Other szdety 30yiCOS Total Public Safety Nbiic Utilities welta utility 3WIVi s Wastewater utility iervioes aeUtility Services Total Public 1 Sti ltim Transportation Streets "d Flood Control IMA Total T ratrKpesrtatiart Leisure, Cult" ral & Social services l wko and Rerseatiou Administration inistrratio n Recreation Divi.Pion 1 wk,g Division Total Leisure, Cultural els Social Servicers Ce€Mabnut]hy & yxonoma cDeveiopr"eat P111=108 Cour4motioa. Dcvelopmesrt ponomiq. Dove lopment Total C4nr monity & Economic Development € enera l.Govesrat vid lmgislaQso and Policy Gmeml. Mmirl4utiou Logat 5crvices City Clak 8es°vrecs Adrzc zst tivc Sffvicos Organizational support smviowa Non -Dopar ental buviors Total %r€er$1 Govern weer( TOTAL OPERATING BUDGET 8,983,299 4,574,118 13,596;005 2,505,539 3,774,021 P 1148 606 1'7,421,170 8,736,908 4,740,095 44 7341 13,571,753 2,642,679 3,377,012 12 911 1163 18;9313,759 1,81?,284 2,322,524 2 306 402 � 2,393, 747 4,123,686 4x71685?1 69'7,583 763,771 18399,077 2;454;065 5,310,496 409,118 2,082,2S3 661 160 3,152;561 58,673 F83,8A8 290,207 233,01"7 2,896,374 1,973,492 6°809.609 13,039,220 865,970 533,736 1,500,211 2"3L4,713 5,274,630 552,795 2,340,212 s58f355-_ 3,451,362 70,400 962,5"77 293,610 331.,585 3,452,326 1,999,942 6,933,535 13,944,575 4,449,429 5,731,325 49,640 (5;729,994 10 090,419 6,723,555 3,215,300 3,199,415 3;843,1.45 3;97,305 13,862,{32(1 14 463,990 20,925,965 21,6(10,710 2,072,270 2'158,690 &.419 4313 ____2L542,285 4,491,700 4,700,975 942,970 1;027,420 812,555 749,$55 1,554,985 1,627,9' 5 2 617,796 69[t 486 5,928,306 fiaD95,336 527,700 568,575 2,316,730 2,535,[7(1 453 525 3,289,410 3;557,270 68,820 87$,817 339;375 291,755 3,557,310 2,)86,260 SsSW,620 16;243,957 M 70,800 936,192 365,5711 340,660 � :r ��; PUBLIC SAFETY AC`n I p police Administration DEPARTMENT: police . ACTIVITY DESCREMON PROGRAM, police Protection General >d Malice Administration is responsible for general plaming, direction and evaluation of all police activities. Activity goals imiude: 1) respowiblt, effective and. efficient police services.; ) well-trained and hloy qualified police employees; 3) timely res ponse to ears for public safety services; and, 4) citizen participation in public safety efforts, This activity has four major eleinenta. Police Department LeadersWp. Develop, implement new Police Department citizen "scientific" survey with:. help from a local college; prepare Department bud etg fiscal management and gr t a . F °stratiou; statistical analysis, recwitmeiit and screening of new police Officers-, plain ways to meet new demands for police services (S5 percent of the activity), Ad `strative Unit. Police Sergeant and Corporal conduct in-depth background investigations on new hires; internal affairs and administrative investigations; internal inspections and audits; coordinate in-service training as wed as POST mandated advanced officer training at school sites throughout the State, Redirect focus for this administra five unit to create Office of Professional Standards. (0 percent of the activity). Animal S r ces. Coordinate Animal Services, including the pick-up and care of stray animals; as well as the. day-to-day f :.c om wd rriomenaoce of Vials at the Anmiai Shelter. Coordinate ne-w Animal Shelter design and construction to meet demands of today and into the future. (S percent of the activity). Personnel A.d . ` ` tration. Coordinate and admi.oister personnel policies and programs; advise and assist employees with personnel rx tters, maintain Department persoitnel records; process personnel actions and payroll changes; administration of Workers' .Comp claims. (24 percent of the activity)I i`.�.'.'P" Sufi 353,6 4.:._ . 43$,82.0: 546,650 593,300 . Utilities an Coinmunicati ns 53,087 67,03 64,800 67,3£10 Sri lies, materials acid Services 455,443 4699043 A4.0,2 483 200 Minor Capital 0 0 0 Other Payments 1.33 0 3,000 � Total 862,287 974,863 1,094,650 1,146,800 PUBLIC SAFETY ACTIVITY. Police Administration DEP Police PROGRAM: Police Protection General Road SIGNMCANT EXPENDITUREAND STAFFING CHANGES 2003-fieRe-class Management Analyst II ($5,185) -- Approved for 2004-05 2003-04: Service Agreement Dock Alpha ($6,201) - Approved 2W3-04: Increase Funds for Fart €irt c Detective ($10,000) -- Not approved -- beep funding at current level 2003-04: Anti Terrorism Trainin ($22,500) - Not approved MAJOR ACCO? LIS _ NTS * Qomplete construction € f the new: Police Buildia& Integrate the kecords Management ment System to enhance access for LPD criminal records information and other County/ tate agencies. s EXpand Community Oriented Pohcing: Contmunity Orierited Policing efforts have been very positive And continues to expand with n-emphasi on the District Commander spearheading efforts to reach out to culturally diverse neight)6rhoods. Review and implement rices tragi and equipment demands since the -11 attacks. Pan' ation and coordilation of'legislative continue; Chief .Adan is on the Rxecutive Committee of the California Peace Officer's Assi iation and regularly meets with different Legislators, CPOA Lobbyist and law enfprcement faders. `,P€) continues to survey the c€ n-imunity on a biannual basis; our approval rating continues to be high with 87% of respondents stating good to excellent rating of our departincnt. We will be revising our survey to bec€ one more scientific with the assistance from local. colli es. MAJOR C 2003-05: Complete neva Police Facility : 2003-05: Expnsion of Conu-nunity Oriented Policing, refocus Community Policing efforts and DUI accountability 0 2003-05: Coordinati Legislaation efforts 0 2003-05: Revamp Depar"ental Rett iitrnent & Background Procedures with new Office of Professional Stanmrds. # 2003-05; Oversee start of con traction of new Animal Slielter facility )HAITI) COST dENTERS Police Admitiistration (:101031) Asset Forfeiture Vehicle They Account ME PUBLICSAFETY ACTIVITY: Police Operations PROGRAM. Police Protection DEPARTMENTe Police Qeneral Fund ACTIVITY DESCRIPTION T e Police Operations activity maintains public order, apprehends lav violators, incarcerates criini tals, and enforces traffic regatatior s. activity goals are: i) general public compliance with local, State and Federal laws;. 2) timely resporzse: to calls for services 3) safe; and efficient traffic circulation; 4) freedom from crime for citizens and visitors to the City; and, ) sue essful suppression of criminal conduct. This activity has five major elements: General patrol, Provide area patrols (vehicle, bicycle and foot .patrols) for suppression and detection of criminal activity; provide general assistance to citizens and visitors to Lodi; respond to service calls; apprehend lave violators; participate in special projects directed at resolving particular community problem, utilizing various resources available in community (4 percent of the activity), Traffic patrol. provide traffic patrols to enforce local and State traffic and vehicle regulations; issue citations, respond to traffic accidents; and, enforce fecal parking regatati s (10 percent of the activity). Extraordinary Pollce response. Respond to major disturbances and high-risk incidents, arrests, and searches (includes use of SWAT and bomb Investigators) (3 percent of the activity). Auxiliary Police administration. Recruit, traits, coordinate and mobilize volunteer Officers based our the demand for service and staffmg requirements (I percent of the activity), Crime Prevention., Coordinate crime prevention efforts, Neighborhood Watch and participates in special, community events (2 percent of the activity). D-11 PUBLIC SAFETY AC olice Operations PROGRAM: Police Protection DEPARTMENT-. Police General Fund 2003-04: DUI overtime ($80,000) approved for $80,000 2003-04: Cadet Program ($36,400) Not approved 2003 -ft Convert Parking Enforcement Officer (no additional cost) pn Not approved MAJORC:CO , L.,I NTS Expand Community Oriental Policing. The Dodi Police Department works elos.ely with the .Lodi Boys & Girls Club, the Chamber of Commerce and various ether service organizations as a way to expand our contacts throughout the c zr muuity. Several members of the Police Department bold offices in. these., and other, local service organizations, We also address Community Oriented Policing via our District Commanders' interaction with citizens in their sector and is terrial accountability. Promote Community Partnership, Our District Commanders actively engage citizens within their sectors to get input and ideas on areas of concern. LPD then works with those citizens to positively resolve those :issues. Neighborhood d Business District Crete Prevention: Crime Prevention continues to take a proactive role in working with the public. Programs have changed and expanded to address current areas of interest. The most recent new programs include areas that specifically address senior citizens and children who are home alone. Interventions for Gangs, Drug & Hate Crimes: The Operations Division Commander and the District Commanders are working with. Project Breakffiroup to address issues on a proactive b is regarding the' prevention of hate crimes: in our city, Gang and drug-related situations are addressed through the Gang Altemative Projects. These areas of concern are also addressed with our Support Services detectives via School resource Officers and the Special Inyustigatioils Unit. MAJOR ORTUCTMS 0 2003-05: Evaluate our Community Oriented policing strategies to re -focus on accountability strategies 0 200-05. Promote Felice -Community Partnership a 2003405: Focus on Neighborhood and Business Districts Crime Prevention s 2003-05; Develop comprehensive interventions for gangs, drugs and bate crimes 0 2003-05: Educate the'citl.zens to social problems » 2003-05: Assume Fang Enforcement responsibilities and expand responsibilities w 2W3-05: Implerrre t Police Cadet Program RELATED COST CENURS Police Operat G s (101032) Auxiliary Police (IOII) RM SAFETYPUBLIC ACTIVIM Police. Support Services DRPARTMENT_ Police ACTIVITY DESCRIPTION PROGRAM: Police Protection General Fand The Police Support Services activity conducts investigations of felony cflmee develops and maintains case reCordsw reports and evidence;. maintains records and reports on criminal activity and personas, crime suppression; Operates and maintains. the.: City's emergency conununications and dispatching services. Activity goals include: l) early identification, suppression and/or arrest of felony crime and persons-, 2) tim0y investigation of cries and criminal activity; 3) successful prosecution of apprehended criminals, and, 4) freedom from crime and criminal activity for citizens and visitors to Lodi, This activity has seven major elemenis Generai i ves0gadow, Conduct and coordinate investigatious of f0ony and some m sderneanor crams or criminal act; vitt'; develop case recur and reports; obtain and secure: evidence; conduct follow-up investigation as required; and make arrests ( 3 percent of the. activity), Special Investigations Ur& Serves as a resource for Community Oriented Policing, Develop program to prornote responsible and constructive activity and citizenship and respond to community concerns a TO issues regarding neighborhoods and gang activity (25 percent of the activity). 41 Records Unit: to Update and maintain case reports, arrest records and criminal records; and provide information to other agencies and public as required (10 percent of the activity) ® Court Liaisow Coordinate and prepare documents, reports and evidence for courts (5 percent of the activity). * M-operty Unit; receive, catalog, organi= and maintain e dence obtaixacd during criminal investigations for prosecution of criminal offenses (5 percent of the activity). Jail Services: Receive, process, holds care and feed prisoners booked into the lei City Jail (10 percent of the activity). Communications UnW, Receive 9-1..1 calls for public safety services (police, fire & araat'uWnce); dispatch and coordinate the public safety response: maintain records of communications activity (15 percent of the activity), SIGNIFICANT P N 3 STAFFING CHANGES 2003-04: Dire High Cruine Investigators (3) ($69,000 city funding) 2003-04, Forensic Service Funding ($35,000) D-13 Defer until 2004-05 m Not approved PUBLIC ,SAFETY ACTMTY,Q police Support ,Services DEPARTMENT: Police PROS Police Protection General Fund MAJOR ACCOkiPLISHMENTS C pe-.iali cd community, support: The Support Division has, throughout thee departrielatal reorganization, assigned specific detectives to assist patrol District G€ mrnnande with special issues and problems relating to treatspecific district. Liaison with.. schools and other community organ aO,ons: With ft reorganization, our School Resource Officers increased from one (1) to three (3) officers assigned to 0ecifically address school related issues. A drasaiatic positive af#' ct has occurred,with this program. w i cruor citizen's satisfactions and uecdse Surveys c6mpleted ata citizen .satisfaction on a yearly iasis„ 87% of respondents stated good to excellent rating of out department, a MAJOR OBJECTIVES 0 2003-05: Provide specialized. su port fog thio �sn� muni.ty Oriented. policing concept 0 2003.403,5: Liaison with schools and. oilier cornmwi ty organizations to identify issuesthat affegt youth 0 2003-035: Anticipate trends and ch angos.need . and respond to thews zn a hely fashion * 2003-05: 3-05: innovative its f ndix�g new and more effective approaches to completing tasks 20 030 : Additional effort and resources towards intemet and identity theft crimes REIATED COSI` CEN Police support Services (101033) CRACNET (10310337) Special Investigations (1011051) -14 '''i' -3 �/�gpy�g (' Y'e*.-.� �]y{�, $ �iLTis�:.: e ' Positions! ��'5$la§.,Jt Po iAre 1 taro 1 1 l Police. Lieutenant 2� 2 2 2 2 F 2 �k'y��g 9krM+b pp�''��HT ¢�a q�{gyp b�"e.¢lkr 5.� a rer D�ite t�FYum @2 15 15 y2 1 16. Senior records Cleric I l 1 1 oh" Records baa . crvast�� T 1 1 1 . Police Records. Clerk 11 5 5 5 5 S.%Rai atch Sllnprv).CnT 2 2 2 2 Le dyyD�ffyys�� fl 2 26 Dizgg�jtc£�heprtJatler (0 16 Con. uiyunt6 Aie S ibe 4d xVr 3 3 3 3 Total 32 32 so 51 Tern..porary Positions, Full-time e uivalents Q (1 0 0 MAJOR ACCOkiPLISHMENTS C pe-.iali cd community, support: The Support Division has, throughout thee departrielatal reorganization, assigned specific detectives to assist patrol District G€ mrnnande with special issues and problems relating to treatspecific district. Liaison with.. schools and other community organ aO,ons: With ft reorganization, our School Resource Officers increased from one (1) to three (3) officers assigned to 0ecifically address school related issues. A drasaiatic positive af#' ct has occurred,with this program. w i cruor citizen's satisfactions and uecdse Surveys c6mpleted ata citizen .satisfaction on a yearly iasis„ 87% of respondents stated good to excellent rating of out department, a MAJOR OBJECTIVES 0 2003-05: Provide specialized. su port fog thio �sn� muni.ty Oriented. policing concept 0 2003.403,5: Liaison with schools and. oilier cornmwi ty organizations to identify issuesthat affegt youth 0 2003-035: Anticipate trends and ch angos.need . and respond to thews zn a hely fashion * 2003-05: 3-05: innovative its f ndix�g new and more effective approaches to completing tasks 20 030 : Additional effort and resources towards intemet and identity theft crimes REIATED COSI` CEN Police support Services (101033) CRACNET (10310337) Special Investigations (1011051) -14 PUBLIC SAVETY AO Tim Animal Shelter PROGRAM: Police Protection PT . MI's Police e (general Fund ACITMY DESCRIMON The Lodi Aral Shelter activity is responsible for controlling dogs and. cats, impounding of loose, stay or unwanted animals, adoption of animals; disposal of dead anis als found on City streets; and recording and reporting animal bites and suspected uses of rabies. Activity goals include: 1) responsible control of dogs and cats by owners; 2) erilorcement of City's animal control ordinances; and, 3) timely response to calls for assistance, This activity has two major elements: Animal control. Enforcement of the City's Aoimal Control Ordinances; and removal of dead animals found on City streets (60 percent of the activity) . ® AnimW shelter, Collecting, retu.rning and disposing of lost and stray animals found on City streets and parrs; promoting adoption of unwanted pets (40 percent of the activity) . SIGNUICANT EXPENDMfRF, AND STAFTING CHANGES 2003-04; professional Vet Services ($5,500) -_ .Approved 2003-04: Rental of Office Space ($5,000) _m Approved MAJOR ACC:C . .. NT * The Aninl Shelter hasworked diligently to promote a more positive public image with the citizens of Lodi. Initiated e deal Shelter OpenHouse two times a. year. * ,animal adoptions have iwreased significantly over the past two years . Some adoption fees have decreased by utilizing ids donated by the Ammal Shelter Friends to neuter animals. Impiernented a vaccination program, within the Shelief, 'for poppies and kittens. Have increased citizen education regarding the importance of pet vaccinations, spaying and neutering. Twice yearly a $20 coupon is offered to help with the cast of spaying/neutering your pet. Now euthanize unwanted animals by injection vs, the previously used "gas chamber". Fenced in a "play yard" area: at the Animal Shelter to exercise the dogs and use as a get -acquainted area for potential dog adoptions, RELATED COST CENTERS: Animal Shelter (101011) In PUBLIC SAFETY ACT!Vrff Administration n POG Fire Safety D PA1t :.; T ENTa Fire e General Fund ACTMTY DESCRIPTION The Fire Adininis.tration activity platy, directs and evaluates all Fire Deparrtment.programs and their activities. Activity: goals are: i) responsive, effective and efficient Eire Department prograrns; ) rraainta long-term facility and fare service. plans; and, 3) interaeti€rn with ether associated agencies. 'Mis activity has seven major elements: Fire.Department leadership. Develop, implement and maintain Fire Department policies; fiscal management; statistical analysis; recruitruent and screening of new firefighters; plan ways to meet new demands for fire and emergency services; and, represent City can fire and life safety related issues (40 percent of the activity)® Long range. planning. prepare Ordinances and Policies necessary for long-terin development of the Eire department and 4; anticipate ctazranunity needs for lire services and plan required changes in facilities, equipment and staffing, and, i critify special hazards within or near the City (10 percent of the activity). Personnel administration. oordinate and administer personnel policies andprograms; provide advice and assistance on Personnel matters; process personnel actions, and, develop internal policies and procedures (0 percent of the activity). ® External agency relationships. Ensure Department's Strategic plan is in line with other agencies, maintenance of mutual and autornatie aid agreements as well as Joint Agency Agreements; and, politicaladvisement and assessment of the .effect on Department functions (10'percent of the activity). E ex' envy preparedness and .EOC management. Develop and manage the City's Emergency flan and Emergency Operations Center (2 percent of'the activity). Community relations. Devclop a participatory form of community involvement.and relations by engaging in a variety of involvement with civic groups, news media, Chamber of Commerce, Lodi Unified School District, and other cdrtmunity acrd interest groups (5 percent of.the activity), oun.clli aty Manager support. Provide necessary support for the City Council and City Manager to assist with management of the City (3 percent of the activity) PUBLIC SAFETY C' T . Administration DEPARTMENT, Fire PROS Fire Safety FUND: General Fund } h3pj Develop and unplement,paramedic program 2003-04: Recruitment and hiring of Emergency Medical System. (EMS) Coordinator '2003-04: 4.. .i ,` ,� t.e•F3 = et=$G,s s , �`:_>�,r ;mss yet X, r=3Mi�k: 2004-05.: Devei€ p remodel plan for Fire Station #1 2033-05: Reorganization of staff and deveippinent of clashes and msponsibilities 2003-05 Development and tr aining of staff' person to research and acquire grants b "i ( b; '... .,. ,. .... _.- . $:.e -' laons. -. gay �g .gr PoY iti. ... ... ..... .. Fire Cbaef I Fire Division Chicf 1 1 I 1. Administrative SecretaTy1 1 1 f Total 3 3 3 3 'Terri or y Positions: } ull-time e e' uivale s (� 0 [� 0 g� V (� V SIG CAS EXPENDITURE AND STAFFNG CHANGES None MAJOR ACCOMPLISHWNTS * Firefighter recruitment * Purc hase of new fire truck Promotion of Department k r nnet Relocation Fire Administrative Office Opened Fire Station Reorganized , Staff 2003m04: Develop and unplement,paramedic program 2003-04: Recruitment and hiring of Emergency Medical System. (EMS) Coordinator '2003-04: Develop master plan for future staffm 8 facilities, and equipment: needs 2€ 0-04: Develop om implementation Masi for the remodel of Fire Station #2 2004-05.: Devei€ p remodel plan for Fire Station #1 2033-05: Reorganization of staff and deveippinent of clashes and msponsibilities 2003-05 Development and tr aining of staff' person to research and acquire grants b RELATED CO.ST CENTERS Pisa AdminWration (102011) -17 PUBLIC ACT : Emergency Opperations PROGRAM: a Fire Safety EPAR ' s lire FUND, General Fuad ACTTVI'IY DUSCREMON The Emergency Operations activity plans, diets and evaluates all Fire Department programs for emergency response and their activities; and, protects life and property by responding to zrWiOal emer enCies, reWU s, fires, h. dous Material incidents, and otter errrergenciese Activity :gods are: 1) responsive, effdctive and efficient emergency response Programs; ) timely response to calls for services; 3) no loss of life from reported emergencies; and, 4) miainial property damage from reported emergencies, This activity has eight major elements: Medical emergency respouse. Provide victims of acute trauma and illness with basic life. support from certified; personnel (60 percent of the activity). Fire einergency responsc Answer fire emergency calls and suppress fires (9 percent of the activity). az dour material emergency response. Contain and mitigate hazardous materials spills (Z percent of theactivity) Rescue. Free trapped or incapacitated victims in wrecked vehicles; water related accidents, caved -in trendies, collapsed buildings and rather confined spaces (Z percent of the activity). Trairdrig, Conduct training as an Engine Company or a sniff for preparation and readiness for a multitude: of possible emcr envy situations (0 percent of the activity). Public education. Conduct Station tours, fire safety presentations to schools, businesses and community groups (Z pent of the activity), Der nzer ency activity. Conduct fire inspections, supervisory and required input of required reports and documentation, maintenance of fire apparatus and facilities (5 percent sof the activity). Support Activities. Mauagement and compilations of information systems, which include emergency ruga repofts., state and local reporting of statistics . and maintaining information systems. Management of radio communication/dispatch, water supply/hydrauts, safety equipment and firefighters safety. (10 percent of the activity) RM PUBLICSAFETY ACTIVITY: Emergency Operations DEPARTMENT: Fire SIGNIFICAW EXPENDITURE AND STAFFING CHANGES GES PROGRAM: Fire Safety. General Fund 2003-04: Breadiiag Air System for aerial tiller track ($6,000) -W Approved 2003-04, Hire Firefighters (3) ($243;32.6) - Approve 2003-04. : ImplQment Paramedic is Pro ram ($506,845) -- Deferred until 200!4-05 if filly funded 2004-05: Hire Fire gbter (1) ($81,109) --Approved MAJOR ACCO LIS S ® Staffing Fire Station #4 Placement of Battalion chiefs on shift schedule to allow closer communications between staff and line Acquire peer unit for shared Mobile Command Post with police DepaMent and place into service increased staffing Track Company to fogr personnel Updated Self-contained Breathing Apparatus ( A) Devi lopmet t. of Paramedic Program elan lraapimentat on of wireless technology for Hazardous Materials ideutificatiQn Battalion Chief Command Whicle with resources necessary for incident corrariand at emergency scenes Joint project with police in development and delivery of Mobile Operations Center TillerlQuitat. received with fill compliment of equipx nt and tools following evaluation and design and placed into service Development of input of hydrant record beeping on Firchouse software Developed specificatioxis for recommendation and purchase of future fire engines Continued development of equipment replacement program Development of space needs assessment ent for Fre Stations #1 & #2, pre -schematic plana for Fire Station #2 Partial upgrade of Emergency Alerting Speaker System Fire ghter Mernorial plann and dedication at Fire Station #4 Fire Station #1 HVAC system temperature control stabilization Dispatch responsibility contracted with Stock -ton Fire Department's Regional Dispatch Center Trai ed amd certified two new SCBA technicians to replace members retiring Expanded firegz°ound safety and. communications ications captabilities by installing a Tactical Channel transmitter Improve reporting and tracking progranis by changing over to the FIREHOUSE software package 2003-04, procure mase Station Emergency Alerting System with private lune strip capability 2003-04: Replace breathing air system for Aerial Tiller truck 2(W -OC Re-establish F gine Company at Fire Station #.1 203404: Develop improved maintenance tracking of persoxincl protective and safety equipment 2004-05: Replacement of res entiial ancillary taceoutrements 200-05; Fire Station #2 renovation , LATER COST CENTERS Emergency Operations (10201 2) ME PUBLICSAFETY ACU Vrff ; Fire and Life Safety DEPARTMENT: Fire ACTMTY DESCRIPTION PROGRAM; Fire Safety FUND: General Fund The Fire and Life Safety activity has administrative responsibility for documentation of area: characteristics, fire risk: assessment and response strategies, non -fire risk assessment and response strategies, fire prevention and life safety progrOW, Public education, and time investigation, In addition to those activities normally found within the. Fire and Life Safety Division, this Department is sue que in the.utilization of personnel within this division for the management of financial planning and practices. Activity goals include: 1) elimination of fire hazards from buildings, equipment and properties; 2) safe han.dliag and containment of hazardous material; 3) broad public awareness about the dangers of fire and hazardous rt tenial; 4) thorough investigatio n into the cause and origin of firm; 5) docurnentation of area characteristics and review of response strategies; and, 6) detailed financial planx-iing and reporting, This activity has six major elements: * Fire hazard Inspection and abatement.. Periodically inspect commercial, government and industrial sites for fire hazards and respond to citizen complaints about fire hazards (60 percent of the activity). * Fire and arson investigation. Investigate all reported fires to determine causes and possible prevention measures (5 percent of the activity), * Budding plan review ftview development projects and building plans for conformance with Fire Safety Codes (15 percent. of the activity), * Public education. Present fire safety education classes in schools, hospitals and convalescent homes (5 percent of the actWity), * Financial plannjng, Budget planning, preparation and reporting (1.0 percent of the activity). * Risk hazard. and value evaluation. Determining the risk, hazard and value evaluation of buildings to assure that the Standards of Cover is adequ to and appropriate for the identified risk (5 percent of the a.efivity). D-20 Norge MAJOR A CO .;I 'NTS * Dcvelgprnent and implementation of the 2001. California Fire Code and City of Lodi Municipal Fire Cade * Devel.opmel' .and implementation of policies for joint Fire Divesti ation Unit * Hiring and development of new Fire Inspector * Completion letion of state Level 11 fire preventi n courses by Fire Inspector * Trai goddeveloptnent of'two Fire Investigators tp replace vacant positions due to retirement and promotions Impi meatation of forty to assist tracking of new businesses developed jointly with Commumity.Developmant and. Fimnce * Fire Marshal received certifi ation of M Uni% rs Fire Cade MAJOR 2.003-05 0MCITVES 0 .00,3-05., Impleinexit. new. software for logging, tracking and rnr magernent of Fire. Prevention 5ureau information i 2003. -OS: Development of firedepartm nt s€andards and developers guidelines to assist with perp* and. i uspoPtion . process 0 2004-05: Research re-implernenti g Business Inspection Program * 2004-05: research needs develop criteria and evaluate perrait program ar d fee structure RELATED COST CENTERS Fire and life Safety (102013) PUBLIC SAFETY ACTIVITY: Training DEPART&MNT: Fire ACTPaW DESCRIPTION PROGKAMe Fire Safety General F -arid The Training Activity develops, manages, schedules and coordinates Fire Dep"ent training. The activity god is to :have wetk-trained aad knowledgeable Fire employees. This activity has five major elements: Innservice training. Conduct and/or coordinate drills, tests, joint training exercises and classroom training: introduce new methods and sharpen shills; maintain skills and technical knowledge; and, maintain drivers licenses (65 percent of the activity). * Off-site trahiing. Schedule and coordinate conferences, workshops and certification. classes (10 percent of the activity). Promotional testing. Design mid administer tests for evaluating probationary Firefighters; and, assist in the preparation and admiWstration of entry level and promotional examinations (S percent of the activity), Recruit academy training, Develop and conduct training for new Firefighter acaden-s es and oversees recruit training provided by other Fire Department inst ctors (15 percent of the activity). Safety. Coordinates departmentsafety program which .indludes fire departments safety corunittee and I.IAP; . establishes policies, training and enforcement of safety; fire departments representative to the city's safety cormnittee. (S percent of tivity) SIGNIFICANT EXPENDITUTRE AND STAFMG 01ANGES 2003-04: Fund Stockton ton Joint lire Academy ($22,500) 2004-05Purchase Emergency Training Network ($6,085) 2004-05- lend Emergency Vehicle Operator Course ($12,535) MAJOR ACCOMPLISHMENTS * tie -establish DMV employer testing program * Updated Driver Operator Manual Conducted ted three recruit acade mes totaling 15 neve empl€ryms: Hmted six Stale Fire Marshall level I Oftkers courses Hosted County Joint USAR T rench Rescue Operations EM p Approved -- Refer to next two year budget n Approved PUBLIC SAFETY A T . Training PROGRAM: Fire Safety DF,PARTMF,NM Fire FUND- General Fund Develop and in-kolement new policies/preains Survey of department personnel certification and training * Bullard Thermal i a in Camera * Fire Department Honor Guard ALF tiller driving and operation Joint. Apprenticeship C ornmittee Envy level rwruiunent team ,let Rrefigh.Wr recruit academy with Stockton Fire Department. Assist withdevelopniet t and implementation cif new testa processes a One Firefighter recruit test 0 Two Eno ir. testmg Process Dep °t -warwe trattilng and state certification les. 100 * ICS 200 ® IS 300 Truck Company operations traeng 0 Two captaanswem sent to Riverside Co. Trick .academy Four personnel attended two day workshop in Sacramento to Treng resources i Training (102015) -23 Purchase of a -rescue manikin Purchase of portable ekdapisher bum paces or tructiork r new roof ventilation tion props Construction Of new crawl space Mml Utilize two donate d houses Conked Spao.e.Rescuq@ Apache plastics V Initial depart ent tra fdr new RIMS (Firehouse) program 0 implement electronic trainer repord system Dep" r exit wide receeficatioa o.. EMS 0 Hazardous Material FRO 0 Wildland firefighting MAJORii :: : CT 0 2003-05: -Deliver Califomia State Fire :ours -hail Firefighter I and Il training to all new -.eployeqs W 2003-. 05: Develop a -:.comprehensives three year firefighter appreaticoslilp _training program aligned with.the C J.AC a 2003-05. Develop a comprehensive two year enz'. prencices. hip training p ro ram Migned with the CFJ.AC ® 2003-055 Establish a Performance. Standards Prqgrm to assureconsistency of traWng.ftwghout the Department.. 2003-05 i Improve RIMS.To facilitate better data analysis by officers and identify needs.of individuals Azad companies V 001-05: update traaWng.. materials and programs to reflect current department reeds 9 2003-05: R�eview, update and develop .as needed, policies arid. procedures manuals as related to training ! 2W3-05; Develop a. eache of instructors for delivery of Level 1 Dire Officer and F -S` EP courses # 2003-05: Completion of Incident on:urrand System 400 (outside instructors) 8 2003-05: Maintahi certi cation levels for all department employees i Training (102015) -23 11 El PUBLIC SAFETY AC'ITMY; Emergency Medical Services DEPARFire ACTIVITY DESCRWrION PROGRAM: Fire Safety FUND: General Fund The Emergency Medical Services. Division is responsible for design, development, implementation and management of Emergency Medical Services (EMS) Prograin. The program includes but is not limited to: policy and procedure development and irnplementa tion, evaluation of. paramedic and emergency medical technicians, facilitates Quality Assurance and Quality Improvement (QA/Ql) programs. This activity has six major elements. * Emergency Medical Information Systems, Compilation of emergency medical am reports, State and local statistic repoils; review. era cal reports for accuracy and billing information, facilitate quality assurance/quality inaproverneth for EMS activities, (20 percent of the activity). * EMS Policy and Procedure Development. Analysis of emergency medical response and operational problems, dcvelop alternatives and resolutions. (15 percent of the activity). * Training. Desigm, develops and implements EMS training program for both paramedics and cmcrzency::.rnedical tmhnicians, mirftding CPR re -certification, infection control, airborne and blood borne pathogens, and EMT and Paramedic certification and re-.Qcrtlficafion. (20 percent of the activity), * Safety equipment, Manages the purchase and specifications for department emergency medical equipment (15 percent of the activity). * it Idson. Acts as liaison to county, state and local EMS agencies. (5 percent of the activity), Vehicles and equipment. Maintenance, inspection. testing, and certification of fire emergency: medical apparatus, and equipment (25 percent of the activity). HE PUBLIC SAFETY MAJORACCOMPLISIRVIENTS ;deur activity MAJOR 2003-05 OBJECTWES 2073-04: Develop EMS prograrn to include paramedics and emergency medical technicians 0 2003-04: Develop EMS traimi g program. W 2003-04: Develop EMS equipment purchasing programs 200 -ft Develop pblicieis and procedures for EMS. program Q9 20W-04: Evaluate EMS operations and develop appropriate programs RELATED COST CENTERS mergency Medical Services (102016) D-2; 11 C7 11 PUBLIC SAFETY AC'IV': Graffiti Abatement DEPARTMENT, Public Works A CTMTY DESCREMON PR*GRAM: t D. Gencral Fund -Me Graffiti Abatement. activity removes graffiti from public and private faiffilies which can be seen from the public right-of-way or from areas where the public has the right to be. Activity gams are: 1) to maintain property values; 2) to suppr sg gang activities, and 3) to assure an attractive and safe comm ity, Ibis activity has three major elements: ®Ed.ucation and promotion. Educate public to services provided by City to remove gang -related graffiti from buildings; fences and other structures; and promote citizen participation in the early reporting of gang graffiti (5 percent of the activity) bt ' .` . . relemes. Identify and contact propertY owners of buildings, fences and other structures to obtain release: for City to remove graffiti (20 percent of activity). Graffiti removal. Inspect highly vandalized areas on a daily basis; report to police; and, remove graffiti within 24 hours (7 pr^rcent of activity), SIG "1 ANT EXPENDITURE AND STA"TNG CHANGES None MAJOR ACCO LIQ > • i irdMize gang -related graffiti's, exposure by prompt eradication ® Maintained an overall. graffiti -free coimnt"ty, enhancing overall appearance, and property value MAJOR2003-05 OBJECTINTS * 2003-055 Mabe Lodi the most graffiti free city in the nation. D-26 Qiy 1 ,yL AP ulas, positions; d sFaiatlwF;W- ce YV orke 7 y Total Ten or. ° Positions: !"sill -time e raivalerrts 0 p Q 4 SIG "1 ANT EXPENDITURE AND STA"TNG CHANGES None MAJOR ACCO LIQ > • i irdMize gang -related graffiti's, exposure by prompt eradication ® Maintained an overall. graffiti -free coimnt"ty, enhancing overall appearance, and property value MAJOR2003-05 OBJECTINTS * 2003-055 Mabe Lodi the most graffiti free city in the nation. D-26 PUBLIC UTILITIES C TY; Water utility Service PROGRAM,, Water Service DEPARTMENT; Public Works FUND. Water lard CTY DESCRIMON The Water Utility Service activity provides potable water to approximately 22,500 residential, commercial and industrial customers; and, provide, water for adequate fire flows and pressures to fire hydrants, private fire suppression systemsand.private on-site hydrants, activity goals are: 1) provide a reliable supply of safe drinking water, 2) ensure prudent and responsible waxer use; and, 3) provide well maintained pure pir g, distribution and treatment facilities and equipment. 'I'itis activity has six major elemants: Administration. provides overall direction, supervision and planning for the water utility activity; prepares studies and reports oil water utility service operations and fac itios; ensures compliance with existing, and, reviews and reseatchpspending Federal and State water and groundwater regulations, legislation, and grants; represents the City on water and groundwater related issues, including T E/P E technical issues; participates in designing and specifying related capital projects; and, coordinates and provides liaisons with other utilities and public agencies and private firms (18% of the activity), Water couservation. Plans, promotes and enforces the City's mater Conservation Program, develops and presents water education programs in public and private schools; responds to complaints; and, distributes water conservation material (4 percent of the activity). Water production. Operates, maintains, repairs, and monitors the City's potable water systerra,(.26 wells,- six granular activated c; arbor treatment systems, generators, chlorinators, sand separators, one. elevated water tank, two UV disirt ction systems and the production of five billion gallons of drinking water; and, tests for compliance with federal and State Safe Drinking Water Standards (50 percent of the activity). « Water distribution„ Operates, repairs and maintains 21.2 des of water mauls (ranging in size from.2 to 14 inches in diameter), service lines for 27,E customers, 1,050 meters, 4,O80 water valves, arid. 1,750 fine hydrants, resp onds to customer complaints, and, monitors for compliance with State and Federal bacteriological standards ( i percent of tib activity). ®DBCP monitoring. Operates, repairs and maintains six granular activated carbon treatment systems, on.e 1.0 million -gallon storage tack and p€xri phig facility; monitors for treatment efficiency and compliance with State and Federal smndards (9 percent of the activity), 10 Work for others/capital isnprovement. Constructs water main connections for new subdivisions/developments; and new wells and storage tanks; installs fire service lines, hydrants and large water services for new or existing customers; upgrades existing water systems iiaciriding mahis, fire hydrants and well piping; and installs underground and above -ground piping, conduits and related appurtenances. for new well sites and neva water treatment systems, Fully funded by ethers (percent of total activity not determined, funds approximately 0% of a ' construction crew). MN macer utility service DEpAR;, Ts Public WOrkS PROGRAM: Mater Service FUND-® 'mater Fund SIG NAND STAMNG CHANGES Sone 0MAJOR. ACCOMPLISMdENTS Mete estates. 0 Provided water service tis Stony, R Added Well o, 26 located at s� 1Ga . ream for old (eastside) water lines Q implemented hMc' 1 rWac mei t/uP ' p . Replacedvehicle ()4-1 25, a water/WaStewater service truck, El MAJOR 2003-05 0 C'.' l eveiop and consi st tw€� 4e drizr% water wills. implement replacer entlup rade prugr ri for old (eastside) water lines. MW PUBLIC IES T... ACTrVMe Water ut lo Service l RPublic Works PROGRAM: tater Service Water Fund RELATEDCOST CENTERS Damage io City Property (180152) Water Administration (180451) tater Production (180453) Water Distribution (1 56) In -lieu tax transfers (€Ided.to 6W series) TCE/PC . monitoring (183453) Water Loa m Interest and Fees (180611) Water Conservation (1800413) BCP Monitoring (180454) Fire Hydrants (180457) Work for Others is Salary (moi series) D®29 PUBLIC UTILITIES ACTINWY, Wastewater Maintenance PROGRAM. Wastewater Services DEP Public orbs Seger Fund ACTn'ITY DESCRIPTION The `wastewater Maintenance activity includes the administration and management of the Wastewater Utility; operation of water pollution control prograrm an& facilities; and convgdng wastewater to treatment facilities. Activity goals are. 1) efficient wastewater operations; 2) t int. rrupted flow from source to treatment. facilities without health hazard; 3) safe and efficient treamient. of wastewater that meets all Federal and State standards 4) striving for 100% recycling and land disposal for tr°eataient effluent slid industrW wastewater (cannery); and, 5) compliance with State and Federal discharge requirements. This activity has seven major elements: to rater Administration, Directs, supervises, and plans operation of the wastewater utility; prepares studies and reports; reviews and researches State orad Federal regulations and legislation on wastewater operations; represents the CRy with other agencies and. cormnittees on matters regarding wastewater operations; coordinates liaison with other agencies, utilities, and private firms; establishes sewer connection fees (11. percent of the activity). Domestic collection system, Operates, maintains and repairs the domestic wastewater collection system including 17I miles of domestic wastewater collec.tion mains. (ranging in size from:6 to 48 inches in diameter), service laterals for 23,5W custorn rs, 2.,880 manholes, and seven domestic pumpbg stations; responds to customer complaints; and performs regular systematic roddizsg, hydrmleaning and Tiring of wastewater rains (I3 percent of etivity). Siorin Drain System. Responsible for maintaining the. City's storm drain system, coordinating emergency response during storms, and meeting the requirements of the Storm Water Discharge Agreement with Woodbridge Irrigation District, Staifmg for this activity is done with street Division employees (0 percent of the activity). ® Industrial collection system. Operates, maintains and repairs the industrial wastewater collection system. including 4.1 miles of industrial wastewater collection mains, 43 manholes, Qight miles of 30 -inch diameter "outfall" line, one pumping. station, and seven service laterals (2 percent of activity). q� Work for others/Capital Improvements. Construct, replace or restore deteriorated wastewater mains. and manholes; comltruct ttew inanholes to ease maintenance requirements; and, perfonn adrior capital improvement Projects at White Stough; astd TVing of newly installed wastewater and storm facilities (Fully funded by others) (Percent of totW activity not deterrrr ed). Treatment ent 'acflitya Operation and maintenance of a facility which operates seven days. per week, 24 bouts per day, and manned 16 hours per day. Treats an average domestic flaw of 2.4 billion gallons and industrial flow of 150.million gallons per year°; utili7es recycled biosolids in accordatrce with discharge permit, trains personnel; and provides efficient wastewater service (fad percent of the activity). * Laboratory, Analyzing untreated and treated wastewater; determining chemical, physical and bacteriological characteristics of untreated and treated wastewater; evaluating treatment effectiveness; analyzing City drinlung water to detertrAne physical, chemical aid bacteriological characteristics; administering and enforcing pretreatment and the crass cormection control programs (3 percent of the activity). D-3 PUBLIC U71LITIES ( °17 ' ® Wastewater Maintenance PROGRAM. Wastewater Service DEPARTMENT: Public Works FUNM Sewer Fund SIGNIFICANT P>l N .' ' STAFFING CHANGES S 2003-04: Storm water Management Program (1IS,500) - Approved 2003-04: Organization Evaluation & Resturcture ($25,60 Deferred until 20.04-05 MAJOR ACCOWLISHWNTS Developed a low -flog toilet retrclfit rebate program Implemented ease I replacement/upgrade program for old (eastside) sewer Bines. Secured a Cat ed grant for Storm water education/Storm Drain Dcuctive program WIdte Stough later Pot ludon C outrol Faciliiy.pre-d s gu activiflesa Replaced variable frequency drives at the 'shite Slough Water pollution Control Facility, Completed su. it ittal fdr the storm crater discharge pornut as required by the National Pollutant Discharge Elin-dnation System (NPD] d). Ll mmm y®y® Staffing 1,4 ,166 3,554,560 1,585560 1,684,285 Utilities and Communications 452,541 3$2,225 47$,$45 479,345 �a his, l inter 1 and Services 669,621 730,066 776,570 726,810 Work for Others 94,630 I0i,740 95400 95,50.0 rzror Ca rt l 32,747 37,50.0 511750 42,20 tr payrxis he-en 1,7 10,690 1,312, 952 1,509£9$5 1,540,661 Total 4,452,395 4,119,043 4,497,810 4-5 . 6874 . 5 SIGNIFICANT P>l N .' ' STAFFING CHANGES S 2003-04: Storm water Management Program (1IS,500) - Approved 2003-04: Organization Evaluation & Resturcture ($25,60 Deferred until 20.04-05 MAJOR ACCOWLISHWNTS Developed a low -flog toilet retrclfit rebate program Implemented ease I replacement/upgrade program for old (eastside) sewer Bines. Secured a Cat ed grant for Storm water education/Storm Drain Dcuctive program WIdte Stough later Pot ludon C outrol Faciliiy.pre-d s gu activiflesa Replaced variable frequency drives at the 'shite Slough Water pollution Control Facility, Completed su. it ittal fdr the storm crater discharge pornut as required by the National Pollutant Discharge Elin-dnation System (NPD] d). Ll PUBLIC UTILITIES ACTY. Wastewaters Maintenance DEPARTMENT: i Ublic Works MAJOR 3OBJECTWES PROGRAM; Wastewater Service Sewer Fund N 2003-.05: Design aeration, filtration, IJP disinfection and irhgation improvements at White Slough Water pollution Control Facility 0 2003-05: Groundwater monitoring near Write Slough 9 2003-05: ontirrue the replacement/up rate pro rarn. for old (cast -side) sewer lines. M 2003-05: Procure a storm water discharge permit as required by the National Pollutant Discharge l lintmfion System (N -.DES), RELATED COST CENTS �y q Damage to Property (l 0152) Sewer Administration (1704€1) ar�tary System Maintenance (17 04) Stcarrri Drain ystem (170405) In -lieu tags transfers (add to 6001 series) Baird Debt Interest (170301) Industrial Syst rn Maintenance (170442) Plant Maintenance (170403) SEP Storm/ Iver Monitoring (170413) RM 4}.. Dales I ctod & Cleaned ': 92 . 84 90 90 Services Insta,lledlu zaded: 65 55 60 60 Serurce falls is ended c®' 3 3E1 3611 366 RELATED COST CENTS �y q Damage to Property (l 0152) Sewer Administration (1704€1) ar�tary System Maintenance (17 04) Stcarrri Drain ystem (170405) In -lieu tags transfers (add to 6001 series) Baird Debt Interest (170301) Industrial Syst rn Maintenance (170442) Plant Maintenance (170403) SEP Storm/ Iver Monitoring (170413) RM LIQ:UTILITIES A Policy, legislative and Regulatory PROGRAM: Electric Services D 1 Y1% Electric Utility k lecuic Fuad LA The Policy, Legislative and Regulatory activity provides organizational oversight and adi .umstrative support for.the two prunary Electric bepartrnent Divisions: ) Business Planning and Marketing and 2) Electric Services. The ftmaiow of pUblie:�dtica on marketing, mf,-dia services and residonbal public benefit programs are also within this activity. Activity goals are, l) adopting "Best of Ind try" business practices.; 2) rr aintaining a high level of benefit to the comm pity; and 3) integrating citywide policy €rbjeetives into depar(mental operations. Ibis activity has four major elements, ® Direction and lea4er•ship® FoQus the efforts and contribution of staff' on exemplary levels of customer service in a growing competitive environment (25% of activity). PoKitioning the Department to remain competitive through education and marketing activities including multi-modia and special events (25% of activity). ® Active particip tion in legislative and regulatory advocacy programs (25% of activity). Community relafion& Develop a participatory form of community unity involvement and relations by engaging in a variety of new partnerships, public bencft programs acrd o er strategic activities, which reflect custome expectations and conuuu ty vatti s, (25% of activity). am PUBLIC UTILITIES AC e Policy, Legislative and Regulatory DEPARMENT, Electric Utility SIGNIFICANT EXPENDITURE AND STAFFING CHANGES None PROGRAM. Electric Services 1§ Electric Find * Continued development of the power marketing f4uction Continued implementation n of the Electric Utility Strategic Master Flan, * Heightened the Department's presence and involvement :iii both the State and Federal legislative process Continued customer -faded picogram and nwketing of those program Expanded a quarterly four-color Utility Newsletter delivered in utility hills to all customers * Irnpler ented a. monthly custornf r infonnation inert. in utility bill in cooperation with Hutcbin.s Street Square qP Became more acture with the Chamber of Commerce and committees to provide information and assistance to our �csr€zr rcial`izidus ial ctastonl rs TMAJOR OBJECTIVES ® 2003-05, Completion and i plem.entation. of organizational review by Johnson and ,Associates tc meet industry set'vice levels 0 .2003-05: Continued expansion cel the }rawer n etirtg: fiction 0 2003-05: Continued inViementation of the Electric Utility Strategic Faster Flaw a 2003-05: p n.d role in bot i the State and.Federal legislative process a 2403.05: Provide rnme- eal-tune info mint on and service to austorners via website W 2003,05: Continued devclopment of customer conununicatio.4 and outreach a 2003-05: Continued support of comunmity partnerships and sponsorships 9 2003-05: Develop e-bill%payment for wcbstte a 2003-05: Begin commercial newsletter —4�':."�-^ .."w":FBv,-y„�v� '%e,•'.d4- r� Y 4ie"-" N�: >.'t .� '� 1. L�RrF .�.-.W>-:,:��slt 1,.•'.: Number of Cu9tmer Contactsb ctty� Acltanl SM.GETE s T ] Brochures,. IMet Mail,'edia. 2:x,103 23,220 23,375 239655 Residential Rebate p o `ate . 0 700 1,400 2,104. FZe 500 Policy, Legislative and Rcgulatory (160601) In -,len Tax (160655) PUBLIC UTILITIES ACT Business Planning and Marketing PROGRAM: Electric Services DF PA': "N-'; Electric Oility a Electric Fund ACTIMY DESCRIPTION This activity acquires bulk electriopower supplies and ancillary services for retail marketing to Lodi residents, businesses, industries, municipal operations and for wholesale marketing to utilities and other entities. Activity goals are. l j Provide a long-term supply € f reliable electric power at the lowest practical cost in accordance with sound business and engineering rincipals, 2) Perform short and long-range electric business planning and marketing to ensure continuing benefits of the City's electric utility. partnership with the citizen rate payerlowners. 3) Furnish a positive return to the community through various customer programs, education, contribution to the General Fuad; the retention sof current customers and the attraction of neva customers. This activity has. eve major elements, Resource d"eapment., acquisition and operation, Develop, acquire and monitor power generation and transmission resources in accordance with forecasted City needs- Provide forecasted bulk power cost analysis for incorporation into the ep eat's budget ps est. Identify execs-, resources available, for potential wholesale marketing. Develop and maintain the, l eparUnent's Risk Management Policy for energy trading processes, procedures, limits, authorities and coordination with Joint Power Agency (IPA) (5% of Activit ). Power marketing and rates. Provide forecasted. revenue and customer usage analysis for iso mporation into the Departiment's budget process, Develop azfd maintain competitive electric rate and service schedules to achieve. required revenue requirements, Collect and translate load research data for system analysis, cost of service studies and; targe electric tune -of -use customer billing 4ewminants. Coordiztate the Department's budget processand participate in the development and monitoring of JPA. budgets. Monitor local electric and JPA capit l projects and make reconun ndati ons for project financing/refinancingfinancing/refinancing in accordance with applicable federal, State and City guidelines. Market any excess resources and develop neva electric servic.es and financial products as required. Utilize the Department's Risk Management Policy to optimize power requirement opportunities, Coordinate related Department activities with the Finance Department (0% or Activity), Power and customer contracts. Develop, negotiate and monitor power and customer contracts in concert with the City Attorney (5% of Actiolty). Education and Community Services, Develop customer and community service propects and programs, Develop and maintain an educational program to inform the community of the programs and ether industry issues (25% of Activity). Customer retention and development, Identify customer concerns and needs as applying to electric and :other.sery€ces, and where appropriate implement solutions. Work with. the Economic Development Coordinator, Community Development Department and other City Departments to retain current customers and attract desirable new business (15% of Activity), Im PUBLIC UTILITIES ACTIVITY, Business. Planing and Marketing PROGRAM. Electric Services 3 PAK � N T Electric Utility e Electric Fund e €tier `t�si�ipris: Mara er, I311sazts Ianzti. and Market' 1 1 I * I Mina �z, Rates and Resources I 1 Senior Electric 0 0 1. 1 Electric utillt Kate An st I I 1 � *Total 3 3 4 4 i ez x orar Positions: � 0 0 0 ullwti e e miivalents 0 2 0 *Prc�fessiong] services are currently g rfomiing the duties of these positions. If this is discontinued then these positions will need to be filled with fWl-dme City employees. SiGNIFICANT EXPENDITURE AND STAFFING CHANGFS 2003-€4: Increase Professional Services fting ($90,0 00) -- Approved MAJOR CC ' LIS.: NTS Implelliented low income (SATE), senior fixed income and customer programs, MAJOR. OBJECTMIS 0 2003-05: Retain current customers and increase customer base and sales. 0 2003-05: identify and implement customer service options and. levels. 2,003-05: Pursue options within the new utility business. environment, Business Planning and Marketing (160603) Bulk Power Cost 0 60642) D-36 PUBLIC UTILITIES C a ElectriQ Construction and maintenance PROGRAM: Electric Services 13 Electric Utility FUNDElectric Fund ACTIVITY DESCRIPTION The Electric Construction and Maintenance activity includes the management, supervision, training and support;servvices for the Cons"o ion and Maintenance fce Division as well as personnel and equipment for around -t e.•elocit response capability to system and custQrrzer' lectrie.problenis.(trou leshooters). The technical services section provides 24-hour electrical maintenance and troubleshooting of the City's substatiorm, traffic signals, storm pumps, water production, sewage lift station and sewage treatment plant. Supervision of the De art ztt's Hazardous s Material HaDdling clement is provided through this section as well. Activity goals are: 1) to maintain the transmission and distribution system in the safest, mostreliable and efficient operating ccrtaditirszz: passible; 2) to construct line extensions and improvements in the most effective, oconornic and efficient manner with a minimum of interruptions to existing customers; 3) to maintain staff trained on the latest techniques, practices And components utilized on electric distributionsystems; 4) to provide the inust efficient, courteous and expeditions response to Custtsxxier and system electriic problems; and 5) to maintain the Electric Substations and Electric Syste" ir&astructure to the high quality standards the equipment rr anufacWrer intended at the lowest cast to the citizens of Lodi without jeopardizing safety of the public or City persorrrrel. This activity has eight major elements: 4 Construction: Construct overhead and underground lute extensions to serve new and additional loads to. all c istomor classes, Conkruct system upgrades and expansions for capacity, reliability and operating flexibility increases; examples: of which are transmission and main feeder litres, substation construction and expansion, get -a -gays and distr'ibutlo stystem.'equipment to improve efficiency, system operation and service restoratio . The woad utility pole replacement prograis also included in this activity. ``here are 50 pales scheduled for replacement curring fiscal year 2003-04 and 50 poles schoduled for replacement during Fiscal Year 2004-05. (27% of activity) Maintenance. Maintain 114 miles of overhead and 87 rxrik�s of underground 12 W distribution lines as. well. as 116 miles of 60 lc % taazzsr isszcrrr lines that includes periodic inspeeti€ans, corrective work and record keeping. Repair.and'tcplacerraent of system coinponents and the installation and maintenance of. the City's Dusk to Dawn Lighting Program are included in this activity as well as the "work for others" which includes customer requested system modifications and damage to equipment. (21% of activity) * Customer Service. provide response to electric system and customer trouble around the clock. Locate underground facilities in response to requests by contractors, citizens, and Gathers. through Underground Service alert. Obtain.system data such as vintage. and Current real ing& Connect and disconutet customers, and set meters at now customer locations. Approximately 850 service calls, including 465 after linear calls, 1,600 locating calls and 560 ureter -sets are handled per year. (13% is activity) * Hazardous MaterialHandling: prepare utility wood holes treated with pentachlorophenol or Creosota for.. disposal at an approved disposal site. Prepare pale and padmounted transformers, switches and other electric apparatus for disposal. Dispose of used transformer oil. Disposal of approximately 50 wood poles for fiscal year 2003-04 acrdapproxii tel .50 woad pales for fiscal year 2004-0.5, (4% of activity) * Streetlight Maintenance: Maintain the 6,300 units of street and alley lighting system. Respond to approximately 900 calls for service to the system per year. Electrical energy utilized by the lighting system is also included. (6% of activity) 'Free Trimming. Provide line clearance for overhead poorer fines from trees. This element is performed via a private c,entractar supervised by Deptartrnent staff. Approxiniately 50 miles of overhead line is cleared per year involving 4,500 trees. (2% of activity -Department staff) ME PUBLIC UTILITIES ACT -. Electric Construction and Maintenance PROGRAM., Electric Services. P ' Electric Utility I+ Electric Fund Substations and Customer Support Services, he Te0mieal Service Section's technical person -net (Electrical Technicians) maintain all equipment in four 0/12 kV power substations. Calibrate and repair microprocessor based protective relays and data/oontrol equipment, Perform regular scheduled maintenance on 24 60 kV power circuit breakers, 43 12 kV -power circuit breakers, and eight large power transformers. Install GQ kV and 12 kir circuit breakers, relays, pan�lboardand control systems, Install and maintain substation area lighting and intrusion alarm systems. Ferforrn weekly substation inspections and document observed readings. and deficiencies. Draw and update electrical and electronic drawings and scherna.tics. Insta11, troubleshoot SCADA systems and data communication phone lures= Provide customer support services througl i power quality surveys, including harmonics analyzing, voltage recording and radio/T.V. interference locating, (17% of activity) Electrical Systems (PublicWorks). l lectairal staff (Electricians) provides electrical repair, maintenance and upgrading of 42 uaf� c signal intersections, 26 wells, 45 storm pumps, 1 I sewage lift pumps, the White Slough Water Pollutiair Corticol plant .areal data communication equipment, Install motor control centers, SCADA terminal units, electronic control systems and logic controllers. Respond to emergency after hour's repairs and system troubleshooting. Install, repair and calibrate electronic measuring equipment, motor speed controllers and equipment associated with sewage treatment plant operations, Troubleshoot traffic r-ontrol systems including controllers, conflict monitor, emergency vehicle preempt equipment and load switches. Perform monthly preventive maintenance on the City's electrical infTaWacture. Maintain logs, records„ and trouble reports, The Public Works Department reimburses this element. (10% of activity) PUBLIC UTILITIES A . TY: Electric Construction and Maintenance OG Electric Services DEPARTMENT -Electric Utility FUND. Electric Fund SIGNIFICANT EXPENDITURE AND STAFFING CHANGES 2003-04, Hite Electrical Techmvian ($127,875) - Approved 2003-04: Him Adminis °ativ Clerk ($2°7,210) -_ of Approved 2003-04; Office Furniture ($10,000) - Approved 2003-04: Safety Consultant ($20,000) Approved MAJOR ACCOMPLISHMENTS The cozaunuation of close supervision of field crews, jots preplanning and the purchase of updated tools and equipment, The cant nuit g use of contract linemen and grourrdme has resulted in maintaining a high standard of productivity. This resulted it ccat efi . ng several txjor projects ahead of'schedule: C;€sWleted installation of new 12.26 underground distribution electric circuit from McLane Substation. Completed installation of new 1245 circuit underground. wire from Henning Substation to riser pale. Completed 75% of downtown underground distribution eleotric system rebuild. Completed installation ofmotor cozatrol panel and wiring for now Well #26 Installer nes; block wall at Henning Substation by the Woodbridge, Irrigation canal to prevent vandalism. Inspection of the City of Lodi Electric Utility, electric: power lines tree himming, by the P.U.C., found no infractions, Implemented a program to change out the old conflict monitors can the traffic signal system: Implemented a spill prevention control and counter measure plaza (SPCQ rxaa dated by the Federal B.P.A. MAJOR OBJECTIVES 2003..05: Technical services goals are to maintain the power substations and other systems it is responsible for to the highest standards required by the industry using the latest technology test equipment and .dough continued star twig. To promote sate work practices through education and implementation of'safety males generally used by the industry. 2003-05; Complete inn lementati€ n of General Ordcr 165 (underground and overhead inspection program), 2003-05. Continuation of program to keep tree trimming in compliance with the General Order 95 (true tri ' g rules), 2003-05: Complete rebuilding of the downtown underground distribution electrical system. 2003-05: C;onVicte the eomputerization of safetyltraining records, drivers license records; training requirements, etc. 2003-05 Install four (4) new 64 v circuit breaker at Benning and McLane substation. 2003-05 Implement a c°oz pute6zed program for GO 165 inspection programs mandated by the Public Utilities Commission. 2003-05 Rcpiacement of 100 painted streetlight standards with new galvanized steel streetlight standard. in PUBLIC UTILITIES A Electric Construction and Maintenance PROGRAM: Electric Services 1' l. s Electric Utility e Electric Fund Customer scrVicc Maintenance (160622) Power Q ahty (1.60623) Electrical. Miscellaneous s 1160624) iectric SYsteMW Other Dppar"ent (160625) Dusk to Dawn Lightiri (16063 2) WE Street U& Maintenance (160633) Hazardous Material Handling (160649) System a..int trance-Overbead (160650) System Maintenanw-Underground (160651) Substations Maintenance (16065 2) Tree Trimining (160654.) AC TY: Electric Services DEPAR NT: Electric Utility ACTIVITY DESCRIPTION PROGRAM: Electric Services Electric Rind The Electrics Services Division activity provides a broad range of direction, leadership and organizational oversight. for divisions. of the. Elcctdc Utility Department, Establish6s sclaodules and implements, City Policies, goals and objectives established by the Electric Utility Director. Supports and develops electric service, resource and communication projects for the Conununity and the 'City, Electric utility divisions included are i) Eagi Bering and Opexatica s and 2) Constraction and Technical Services, 3) 3t"iness Planning and Marketing and. )Public Benefits, Activities ii chid o I) projr xt developinent 2) management ii ieirientatiori and 3) various levels of design and Midget support, This fiarmction utilizes available Departmental and City personnel and contracted buWde resources to assist staff as necessary. I"lus activity has seven major: goals, Development of projects to enhance the quality of life for Lodi residents through increased elechic and resource reliability, communication and. €nforination accessibility. * Direction and L adcrship, Monitor technology and develop applications within the Department and City. * Develop mid implement objectives and goals of the De artnaent and City, Provide managerial support in the planning, supervision and coordination of projects, ® Devolop community partriersWps that combine resources and deeds to the community's benefit. m Community r6a.tions to enhance awareness and involvement in the Comm unity and Departerrt. SIGNIFICANT EXPENDITTME AND STAFFING CHANGES Now Csantnur.d conversion of utility databases and employm access to City data Continued resolutionof issues assoc.Wed yr ith the 23� V Transmission Systema routing and substation sighting D-41 PUBLIC UTILITIES ACTElectric Services DE AR `R Electric utility FROG Electric Services Electric Fraid * Revamping of the Department's Web site - "lodielectric.conr ` with meter read web access for major customers SCADA itnplemcntatio.ri and testing Project development including industrial reliability and conservation projects and generator resource development: Completion of zxaxtjor goals of the Electric Utility Director associated with employee training:and development Continued to clarify and develop partnerships with third party participants with .generation to broadband ;activities. MAJOR OBJECTIVES Prograrris and PartnershjpsA Provide direction to the Management Team on Department programs and partne.rships including: distributed generation services, broadband/communication opportunities, Public Benefit pfeijects and Operations And Engineering projects, * Customer Service.- Continue to develop and inTlernent customer awareness training programs and partriersbiip programs, 230:kV Interea nnection project Devel9pment: Continue to evaluate various options associated with tratZi ission routes, sygom capacities and State requirements for a new 230 V switchyard facility, 230-60 kV transfcsmation and several miles of 60kV transTnission lure with the exist4 60 kV systema. Broadband d Communication Deployment- Continue monitoring the available technology, and customer's access to and desires for Broadband service& lv onitee Broadband services available from cable, wire and wireless services. Identify: and evaluate the City's benefit ofvarious comrnunications service options, * Distributed.Generation. Evaluate vaidous generation types and their effectiveness and benefits. RELATED COST CENTERS Electric Services .(160606) D-42 PUBLIC UTILITIES A T Electrical Engineering and OperationsPROGRAM- Electric Services SA T l T: Electric utility Electric F=d The Electrical Engineering. and Operations activity includes management, supervision, training and support spryic s for the Engineering, ete t€g and perations Sections. Activity goals are: 1) pian fbr ftiture growth; design at ;electri system fat is cast effective, reliable, efficient and safe; 3) operate the City's utility ,systems in the inost efficiexi� aitd iokiabi zxa tit er; } restore service as rapidly as possible following interruption; ) respond efficiently to customer constraints and project schecit lo; and 6) respond to calls and inquiries from customers and the public in a courteous, expedient and profess onal .rtiaixi er. This activity las three major clezxenm Engineering. Design and prepare plates, specifications, construction drawings and cost estimates, Develop and maintain engineering, Material and construction specifications, Collect and analyze data for design of projects andp pare written proposals, Pm -pares bid packages for construction projects., administers the bidding process and performs construction contract management including inspections, Perform short and lung range systemplanning to accommodate growth and annexations and to identify system modifications and improvements. Perforin system coordination and protection studies and implement results to maximize system reliability. Provide and coordinate engineering services for developers, architects, project engineers., other utilities and oilier City Departments. review building and development plans suchas subdivision zaps, parcel maps, off-site. improvement plans and rernodellmodificatiori projects. Acquire Encroachment permits, rights -of -ways and public utility easements, Respond to questions and provide consultation to staff and the public regarding applicable laws, cedes, regulations and construction details. Provide necessary training. Develt p, maintain and audit computer generated system maps, schematics and diagrams. Develop and maintain engineering, construction and metering specifications and drawings, Develop and maintain variants standards and policies including engineering, construction and materials standards, Mules and regulations, and electric service and metering manuals. Conduct Electric and Magnetic Fields (EMF), power quality and energy conservation audits, provide information and training to educate the public in areas involviug elewric power services. Metering. Install revenue -metering equipment at industrial and commercial facilities, install and maintain remote meter reading equipment at larger industrial and commercial customers. Test and calibrate all metering installatioas periodically, Citywide. procure and maintain inventory of all metering associated equipment, Investigate power diversion and vandalism cases as well as metering and billing complaints, Retrieve monthly meter date for time-of-raseciisto mers, Provide customer strvicc on matters relating to energy usage. Conduct residential energy audits.. Operations (System control and dispatch)) Monitor, control and operate the Electric, Water/Wastewater and Storm Systems and dispatch personnel for all City operations, with the exception of Public Safety Personnel, on a 24-bour per day basis, Develops, maintains Md implements load curtailment and rolling black -out procedures as directed. Controls and directs the service restoration process daring periods of power interruptions. Calls out and dispatches personnel for emergency service restorations. Maintain system maps, records and dispatch boards. Operate and program the System Control and Data Acquisition System (SCADS), Evaluate data received from S ADA, Implement proper corrective measures and prepare various associated reports. Prepare written switching procedures as well as various electric and water system operating reports. Respond to and/or reroute calls from the public. Note The Operations activity is funded 50 percent (approximately) by the Public Works Department. D-4 11 11 PUBLIC IMLITIES ACTIVITY: ElectriPal Engineering mid Operations PROGRAM. Electric Services DEPARTMENT: Electric utility Electric Fund rt4l�; t r t f iA t 4�- k y, i� M y•L� _m Not approved 2003-04: HP Large Format Printer (replacement) �$ ,500) x 2003.04: AutoCAD 2002.Soft.ware (upgrade„ 7licenses) ($7,300) - Approved ZIt Staf 1,157,$06 LZI,935 1,437,175 1,5 7,I t3 Utilities and: Communications 18,691 20,.095 17, 30 17, 45 SUPOlies, Mapter!al,s mad Services 53,534 - 65,442 110,755 - 99,440mi,lor 8.l it4. 21,031 -- 1 8,500 p ! 5000 ether Payments 1 1 1 Total 1,251,062 1,337,472 1,574,860 1,671,4 45 ' Vn _m Not approved 2003-04: HP Large Format Printer (replacement) �$ ,500) x 2003.04: AutoCAD 2002.Soft.ware (upgrade„ 7licenses) ($7,300) - Approved ZIt i Not Approved , „' Re tar Positions. 2003-04: Temporary OM" Trailer: and Purniture ($324£00) - Not Approved Mazzager, eta zn rzn and Operations 1 1 1 1 Electrical n ineer (Asme, I taw r est inecr} 1 1 l 1 Senior Electrical Estimat€sr1 1 1 1 Electrical. Estimator 3 3 3 3 Electrical Drafting Technician I I I I Electric Meter Technician 1 1 1 1 Metering, Electrician I I I 1 itzii , f3 to ions .ezvisrst 1 1 1 1 1.Itilit Service orator ilii Rellef I 1 1 1 Ilt tit Service Operator r .1111 3 3 3 3 Total 14 14 14 14 Toru` rarly Positions, Full-time. e uivalents 33 3 3 SIGNMCANT EXPENDITUREA CHANGES 2003-04-, perator Console (replacement) ($16,500) _m Not approved 2003-04: HP Large Format Printer (replacement) �$ ,500) mp Approved 2003.04: AutoCAD 2002.Soft.ware (upgrade„ 7licenses) ($7,300) - Approved 2003-04: Electrical Engineer.Posiuon ($88,040) Not Approved 2003-04: lectrzcal set ator Position ($6$.,700) _ Not Approved 2003-04: Temporary OM" Trailer: and Purniture ($324£00) - Not Approved 2003,€ 4, Automated. Met r Reading, DP & Customer Display ($21,000) T- Approved 2003-04. Desktop axed Laptop Computers (upgrade aced/or replacement) ($7,000) A- Defer one year MAJOR ACCOMPLISHMENTS Completed the substructure phase of the Downtown Underground.,Improvement project. completed the first :phase. of the underground 12 kV cable replacement program s/o Turner Road w/o Sacramento Street ,signed, bid and manqpd the substructure construction contract for 1245 circuit feeder. from l"1le itxg S6bstation Designed, bid and rnanaftd the substructure construction contract for replacement underground distribut€p i system to serve existing loads in areas whem the City's electric faculties currently are located on Cherokee Lane. This pr.oject:has enabled ,he removal of overhead iistribution facilities on Cberokee Latae. Designed, had and managed the co astruction contracts for the installation of approximately 500 streetlights. RM PUB,1,1C TI ACIWXTY,. Electrical Engineering and Operations POG Electric Services DEPARTMENT: Electric Utility a Elmtric Fund * Completely redevelopedthe Streetlight S ecifleations, `hese specifications include mawrW aid instailwion re direments for tate various types of streeltights used in new developments, # Completed installation of 'radio read" meters in l locations throughout the City. This project is a pilot ptogra a to evaluate the effectiveness of (Iris type of technology. # Comp .leted a :program to o t .our.ce the reading.and processing of billing data for time -of -use customers. Audited the entire billing database for com meteial and industrial accounts. Provided die ability for time--of-use customers to view their load data via a secure internet connection in nearly real time. Completed installation and programming ming of the new System Control and Data Acquisition, System, Designed and installed a Dew computer updated dispatch hard (operating diagram) to facilitate clearance processing and restoration of power during power outages, ACTIVITY 2003-05 OBJECTIVES * Design, prepare Mitis and monitor the construction of the backbone fiber optic systeur, Complete engineering and bid material for construction of a 60 kV transmission lure from Industrial Substation to the west side of the City Design a replacement power distribution system for Zupo Field and the crape Bowl, R.Odesign and remove: a portion of the existing overhead circuits on Main Street from Locust Street to Lodi Avenue. Conduct a longi and short range system planning study and identify necessary systema modifications to serve the load under norm} and ainergency con€iibuRs. Systent protections and coordination studies will be included in this task. * Inrplemeut a. Systema Analysis and Engineering Design Software system. * Develop a failed compon at:.analysis and evaluation prograin. * Work jointly with Information Systems Division (ISD) to implement flags in the billing systema that would identify. "unusual" bills prier to mailing, ® Work jointly with ISD to apply the existing meter database in the CIS systema, Implement a. communications system (telephone, pager, news media:, etc) that will facilitate improved corzrrrtt€rtication with customers during emergencies. Install SCADA operated field switches on the distribution system to provide remote sectionalizing capability that will Electrical Engineering and Operations, Supervision (160161) Engineering (100612) Meter Maintenance (1606""' Utility Systems Control c dispatch (Other Departments) (160626) Utility Systems Control & Dispatch (160653) [= PUBLIC UTILITIES ACTIVITY-. Public Benefits Program DEPARTMFKNTElectric Utility AC TV DESCRIPTION PROGRAM. Electric Services Public BenefitsFund: A Public Benefits Program (PBI ); requirement was established by AB 1890 (Electric Industry Restructuring)• As a result, the City of Lodi is required to fitud program and investments in any or all of the following ureas: (1) Cost-effaetive dermad -side rraanagme t services to promote erri�rgy-efficiency and energy conservation; (2) New investment in renewable energy resources and technologies consistent with existing statutes and regulations, which prornotee.those resources'.andtechnologies; (3) Research, development and demonstration projects for the public interest to advance science and technolo" which is not adequately provided by competitive and regulated markets; and (4) Services provided for low -become electric custorriers, including but not limited to, targeted energy efficiency service and rate discount, Minimum PPP required expenditures are 2.85% of the Electric Utility DcparunenOt yearly electric revenue requirement. (approximwly 1 million per year) over the period calendar year 1998 through 2003. 'Me California legislaturehas extended the PBP rcquirenwht an l 2012, Recommended allocations of PBP yearly expenditures by customer class are: 9 C or rcial/Industrial - 14% 0 Residential _ 6611/o 0 Community M 0% a Municipal ipal 2()0/a This activity is currently operated on a projectizud. basis utilizing existing departmentfull-titno personnel assigned to other activities with assistance ftom other City stiff on specific projects, ' enVorary personnel and comultants are utilized can an as -required basis. There are: four maim activity elements= a Pr ojeco, identify, analyze, prioritLze., recommend and present candidate projects meeting the above criteria for City Council approval. Implement and monitor approved projects to achieve maximum benefit to the City:and its electric customers (70% of a0 ty). Budget. Monitor collection of PBS' funds collected from the Public Benefits Charge component of City electric rate schedules. Ensure existing, planned and required expenditures are in co pJimice with AB 1 90 (10% of activity). Electric "ounce& Incorporate the impact of energy efficiency measures undertaken with power supply planning in order to ensure acquisition of least cost. electric resources. Coordinate measures undertaken with the Integrated Resource Plartning roqu rernmts of the National Energy Policy pct of 1992 (5% of aetivity). Technology Transfer. Coordinate ate disserniziation of information gained from projects in Lodi and elsewhere :to customers and other utilities for maximum benefit (15% of activity). MM PUBLIC UTILITIES ACTIVITY- public Benefits Program DEPARTlectne utility PRO Electric SeMccs Public Benefits Find SIGNIFICANT EXPENDITURE AND STAFFING CHANGES None MAJOR ACCOMPLIStMENTS Expanded the use of nova and emerging en-.rgy reso=es and technologies (specifically solar/photovoltaic). Iieiglitenod arvarenss of programs targeted to assist low-income customers. Incre sod pg.Mcipation. in the Lodi Energy Audit Progrwn for residential customers dwough increased: marketing and eonununication efforts. Broadened outreach to all commercial customers, promoting specific energy efficiency iinprovements and already developed programs, MAJOR 2003-05 ORSECTIVES * 2003-05Implement the Lodi Commercial Energy Audit Program,prcavicizrfg energy a� d'ts for snW] and medium sized businesses. * 2003-05 l raplemont net metering (solar projects) agreements for residential and small cornmercial customers, * 2003-05: Expand the Leach Solar Education Outreach Project to Lodi schools. 2003-05: Investigate, research and implement noir and emerging energy tee uologies for residential and commercial customers. 2003-05: implement a commercial ecsmr unicadons newsletter, outlining and highli h energy efficiency technologies to basiness customers, 2003-05: Increase participation in the Lodi Energy wait Program to residential customers. 2003-05: Develop new and innovative energy efficiency rebate and demonstration programs to residential and 'small commercial custorntrs. e 203-05, Comm= to pursuo state grants and rebates to Bind local customer programs, PUBLIC UT11,ATIES 10 ACw`i T : public Beneft Program PROD Electric Services DEPARTMENTa Electric Utility public Benefits Fund Group- Energy Efficient Loan C°oxr�r Ier all d strial Customer Gaol*. Secure Ci e Access to MWlicipal U Community LAVED .COST CEMERS public Benefits Program (164604) Public Be ff s Program (16 46015) Publi.c Benefits Program (16460.6) Public Benefits Program (1646.07) Public BeWfits PrOgr (1 4608) icy N/A M N/A N/A IIIA M I lemented Energy -f cient. Ran erator Rebate Project, Online Infounation Dis,sezni ation for 19,000 Customers USS Grant Assess All City Facilities for PBP Energy - efficiency Project nergy- e ciencyProject Lool Center Improvement Project Energy - efficiency Grant, LUSI) Project D-48 Local a* Imp Accounts InVIernent Heat Pump Project fo)r l New Subdivision, Increase Ordure Energy Information and Auditing Capabilities, Develop New Low City Facility PBP Projects Work with LUSD, Salvation Army and Bays & Girls Club to Identity PBI Project Candidates rMent:10 acts Implement Heat Purr Project for one New Subdivision, Increase Cine. Energy Wonnation and Auditing Capabilities City Facility PPP Projects, Begin Verification Phase Work With LIJSD, Salvation Anny and Bays & Girls Club to Identify PBP Project Candidates El TRANSPORTATION ACTIVITY: Strmt Maintenance DEPARTMENT, public: orksFUNM ACTIVffY DESCRIPTION PROGRAM- Streets and Flood Control General Fund T lee Strmt Maintename activity inn des the administration and management support for the Street Division, which provides management and maintenance for the following: streets, alleys, stmt trees.; storm water, curies, gutters, sidewalks;..'traffic control signs, street markings, st eet sweeping, graffiti abatement, all landscape maintenance in:the public right-of-way and most public baaitdings, and traffic signals. This activity includes for Highway 99 overcross% gs along with. the 'bridge deck, lighting. Activity goals are: 1) safe and smooth streets and sidewalks.; ) safe and efficient traffic circulation; 3) efficient Arad effective. stmt services, 4) safe and properly rnaintaoed street trees, and S) proper stormwater management. This activity has seven major elements: ,Street Administration, Providing the overall direction, supervision and ply for the Street Diviszon.in the preparation of reports and studies; coordinating, interacting, providing liaison with Utilities, public agencies and. private firms; providing equipment maintenance and safety equipment; overseeing contracts; and promoting public relations. (20 percent of aacflvity). Street M i€atenance. Maintain 181 miles of streets, 16 miles of alleys,This includes patching and sealing as needed, subdivision oil treatment, repaving utility trenches and pavement cuts, and overlaying approximately 322,()Wsquare feet of streets annually, a.5 well as contracting for art ua l slurry sealirtg of appr€a ximately 1,333,001 sere feet of streets, This effort is to maintain our roadways Haat have $126,403,000 replacement value. (2 percent of aty). Curb, Gutter & Sidewalk MaInW.txaace. Removing, replacing, and repairing curb, gutter, sidewalk, handicap raraps, and alley approaches; and patching existing sidewalks (10 rcent of activity). "T`raff`ic. Control Maintenance. Maintaining 3,814 street names, warning, regulatory and guidesigns; painting to Writes of curies, pavement legends, crosswalks, railroad crossmi gs, and parking sleds; installing new sz zzs and pavement markings, maintaining 40 signalized intersections arid one flashing beacon intersections (18 percent of activity); in Storm eater Management and Maintenance, Maintain the City's 11.2 miles of storm drains, 45 pumps at 14 pump stations, and 18 stormwyater outlets into the Mokelumne River and the Woodbridge irrigation District Canal., The e other major fmiction is the development and implementation of the City of Lodi National Pollutant Discharge Elimination System (l* PD S) permit, This activity is funded by the wastewater fund.. Street.Clewiing. Sweeping in excess 7,500 miles in the public right-of-way and removing over 6,000 cultic yards of lcaves in an effort to minitnize the amount of debris that enters the storm system as well as the aesthetics 6f a clean and wetll-maintained city. ON Graffiti Abatement. Remove graffiti from the view of the public in parrs, on streets, in alleys, as well as on private property, TRANSPORTATION AC T ® Street Maintenance DEPARTMENTz Public Works PROGRAM Streets and Flood;Control General Fund I NU CAN : EXPENDffURE AND STAFFING C AN F.,S 20 3-C .ig ataintenance Supplies .& EVP equipment replacement ($47,01} -- Not Approved. 2€1Q3 --o4: Convert MSC Contract Management Analyst to peffn anent Position (no additional cost) _ Deferred 200-4/05 2003-04: Purchase Computerized. Sign Making System ($11,000) - Not Approved 2013-04: Hire Traffic ffic Sign 1 Tec nieian ($35,000) - Not Approved MAJOR. ACCONWLISIDIENTS. Q Convert all traffic signals to: ED light system, Install battery backup system to major signalind intersections. Replaced all pedestrian push buttons to handicap style. Convert all pedestrian rossing sib to new high intensity bright yellow signs. Lod.i. Ave RR tracks overlaid. Update sidewalk replacement t policy. i AJOR. -OS OBJECTIVES 2003-05 Reduce clairas associated with sidewalk trip and falls. 2003-05: Conduct utility trench cit impact on streets e 2003-05; Update encroachrri.eat ordinance, M TRANSPORTATION C" Street Mainten.ance DEpARIMENT: Public Works PROGRAM: Stmets and Flood Control. General Fund RELATED COST.CUNWRS Stmt Administration (105011) Work for Others (105012) Street Mainten ance(105 1) Im ACIStreet Tres DEPARTMENT::Public Works PROGRAM: Streets and Flood Control General Fund ACT ' ISS The Street Trees acdvi€y is responsible for the maintenance and growth of the City's turban forest. This activity has one.major element: `free Mainteamice. By the use of contract maintenance, this activity provides for pnzr mg, trimming, restaki, and root surgery o -A the City's 6,930 street trees and 3,323 park trees. This maintertance effort is toward 56 different sp ies located in parkways, tree yells, public. parking kits, public building and hark grounds. The maintenance provides for rern'oving dead and diseased gees,, and respoading. to downed trees in the right-of-way and parks during emergencies encies (100 percent of the activity), SIGNIFICANT EXPENDI STAFYING CHANGES 2003-04:'T'ree Maintenance: Projects ($3019,500) -w Not Approved MAJOR Cf. LIS al S ® Tree peratios Supervisor became a Certified Arborist. 0 implemented. computerized tree i.nNentorylrecot°d%ep.ing/work order system. a Developed a. Tree Managenimt Plan for our urban wrest. 0 continue to;:provide tree main.tez ance by means of contract services. 0 Reestabli%h tree plant and ma'inteaance program. MAJOR2003-05 OBJE S Increase Public Awareness of the Urban Forest's value and needs, Implerrzentation of the `gree Management Plan. RELATED . ; COSH" CENTERS Tree MailemanoW (105036) Lim LA TRANSPORTATION. AC : Street Cleaning DEPARTMENT: Public Works PROGRAMg Streets and Flood Control General Fun ACTIVITY DESS SON The Street. Ting activity.provides for sweeping of City stets, alleys, and garkatzg loin, rern0 al of leaves dctrizag leaf season, weed eat en, And landscape maintenance of Public Works facilities.. The activity goals are: ) to ensure streets are clean and free of debris; and, 2) landscaped -areas are well maintained. This activity has five major elements: street. Sweeping. Sweeping,appro imateiy 378 miles of street curbs, 16 r €les of alleys, and 19 public parking lots on the following schedule: Downtown area tttz'ee times a week, arterials once every two weeks., all outer streets oncea month, alleys and parking lots bitttonttzly or as needed, and Stato I- way on -ramps at Ketleman Lane and mer Road monthly per agreement with. Caltrans (0 percent of the activity). Leaf Removal. Removing approximately 7,0cubic yards of leaves placed in the street right-of-way during leaf season, (November tough January) on a 10 -day frequency (30 percent of the activity), Downtown l i , The primary responsibility is over all appearance of the Downtown area. This includes clearing the sidewalk areas, emptying the trash containem, maintaining the tree wells, quarterly Planting flowers in CI planters, repairing street furniture such as benches, monitoring the alleys and parking lots for trash, debris and weeds (18 percent of actl fy) Landscape Maintenance. Providing landscape maintenance of 71 Public Warks facilities, three Electric Utilities facilities, f'ee Fire facilities, the Library and provid Og repair and maintenance of all the irrigation systems (0 percent of the activity), Weed Abat xrsent. Spraying weeds with herbicide and removing weeds and other debris along street shoulders, alleys and with 2.6 rr lm of street al a s (. per ent Of the activity) RM TRANSPORTATION ACIIVffY, Street Cleaning DEPARTMENTz Public Works PROGRAM,Streets and Flood:Control General Fund Lower Sacramento Road median * Hutchins Street MCAian ewe � is Stockton & Hammy subdivision behind walk areas. MAJOR3-3 0 C S 2003-04: Imprci e tumble Weed removal and enforcement, 2003-€35; AdditionW lands.cape site coming on beard for maintenance * lower Sacramento.Road, Kettleman — Harney * Mills & Harney * Tuer Road medians * Ketttema.0: Lane medians, RELAIT,D COST CENTERS Street Cleaning (1 5037) TRANSPORTASION ACT . Parking Lot Maintenance DEPARTMENT:. Public Works ACTWITY DESCREMON FROG Streets and Parking.Lots General d The parking Lot Maintenance activity is responsible for maintenance of tate City's 2:5 parking lots, 14 of which are public parking lata, and 9 are Park& parking leas. The activity goal is to provide adequate and safe parking for visitors, customers, and employee& This activity's major element is: Maintenance. Sweeping and removing trash, patching and resurfacing pavement, repainting pavement markings, maintaiWng signs and landsca d;areas within the Parking lean (00 * ceht Of activity): SIGNIFICANT EXPENDITURE AND STAFFING CHANGES None IMAJOR ACCOMIPLISMAENTS Impl talunted. the use of United Cerebral .palsy Association to assist with litter and debris removal at the Civic Center and sbiic: Safety Building parking lots and Lod! Station and Parking Structure. 4t 2.€ 0 e05 Evaluate the condition of all City pare lots are start a seal coat rotation program, RELATED COSH' CENTERS Parldug Lot'Maintenance (10504.2), am La ACTIVITY. Transit DEPAMIENTs Public Works a Administration ACTBqTY DFSCRW'nON PROGRAM: Trait Transit Fund 7he transit activity provides a daily fixed route bus system aid a doter -to -door service for the general public. within the City limits, Activity goals are: t) quality tran"nation for afl Lodi residtnts-, 2) maintains lour operating costs; and, ) to reduce traffic con e scion and air pollution. "This activity has four major elements; Administration. Manage operator contracts, plan future services and operations, file reports acrd. claims for transportation funding, Assist with the application for transportation great funding, as well as provide assistance with Office of Traffic Safety Bicycle Pedestrian granLs. (19 percent of the activity), Dial - -ride operations. Provide ars on call, dater -to -door transportation system. Weekday service is provide. from 6:15 a,m. to 9;00 p.m., Saturdays from 7.45 a,m. to 5.30 p,m. and Sundays from 1:45 a.m. to 4,00 p.m, ? percent of the activity). Bus oper.adom. Operation and maintenance of a fixed route bus system... Weekday service is provided, from 6:15 a.m. to 7:00 p.m., Saturdays from 7,45 a.m. to 4:45 para, and Sundays from 7.45 a.m. to :15 p.m (40 percent of the activity). w Non -vehicle maintenance. Maintain beaches, shelters and sib (I percent or the activity), SIGNIFICANT EXPENDITURE ANDSTAFITING CHANGES None MAJOR ACCOMPLISHWNTS Completed the installation of a compressed natmal gas (CNG) station at the MSC Partnered vAdi Lodi Unified School District (L USD) re: Bus Wash planning & LUS 3 CNG Projects Added six (6) CNG Buses to Dial -a- de feet Replaced Biel disp nsen and added fuel car systema at .MSC Provided service trailer at MSC Prepared .a now service Contract fear'ftamit operations 1 nplemonted four () new Express Routes Increased ridership on Grappline by nearly 20% Opened Lo i Station pa ng ,St ct e ACS ` ; Transh DEPARTMENT, Pubfir, Works - Administration PROGRAM- Transit 'transit FLmd MAJOR 2003-05 OBJECTIVES 20.03-ftCornpleto the following capital projects: Instillation of Bus Wash system at l USD Finish Modifying the Meet Shop for CIG work (alaxtx , venting, etc.) 2003-0.5: Plan, design ars€. swif co savoiion on Fleet Shop expansion 2 303 -Ci o ;ontinue to pux hase{lease Alternative Fueled Vehicles 2003-05 mpare a Sher( -age Transit Man to address the growing Transit needs of Lodi and Lodi's new Urbanized Area Ridership rapeli e. FY 01-02 Dial -A-fade FY €1-02 evenuc Service' ors: C raptli e FY 01:702 Dial -A -Ride FY 01-02 RELATED COST CENTERS Dial A Ride (125051) Fixed Ro ti Syst rn (125052) Transit A dmwistration, (12505 3) 430,537 passengers 88,269 passengers 22,105.25 Nouns 24,589.40 hours um LEISURE., LEISURE,. UTTURAL AND SOCIAL.._._SERVICES. It and Recreation ion oion, Reviews and recommends. program, act€vtties and capital improvement projects, fees and charges, Activity.go& are: 1) well planed and well maintained facilities; ) well organized, balanced and responsive programs, activities and events;. 3) assist Department in coordinating speGialevents, and,; 4) attend =local, district and State pars and recreation. related activities, workshops seminars and. proflepional banquets. STAFFING Noire. Staff assista e is provided 9uougb the Parts & Recreation Department. SIGNIFICANT EXPENDITURE AND STAFFING CHANGES MM .ORACCOMPLISHMENTS Addressed various issues, making sound recommendations. Reviewed and reco.mm ded various fees.and charges. Encouragedarticipation for. all levels of activities, Participated :in public workshops to gather public comments regarding the Indoor Sports Complex, Aquatics Center and DeBenedetti Park, MAJOROWECTIVES ® 2003.05: To represent the citizens of Lodi in reviewing. and making: recommendations to the City Council on quality, of life issues regardi€xgparks, recreation programs, services and issues. S 2003-05- To annually review fees and charges, make nece . ssary recommendations to meet the Department's target of 30% cost recovery. RELATED COST CENTERS Parks and Recreation Commission (1(Y7012) Im LEI ACTMTYa Parks.and Recreation adrniniwation PROGRAM.* Parks and Recreation DEPARTMENT-. Parks. and Recreation a General Fund aC` MTYEC N' The Parks and Recreation Administration aet vity plans, directs and evajuates all 'ark and Recreation. programs s and activities; plus and: coordinates facility development; prepares and revises long-range plans; and, works with the parks and Recreation Con Wss on to review projects, fees and charges. activity goals are: i) responsive, cost effective:and well organized recreation programs; 2) a combined 34 percent cost recovery from Park and Recreationprograms; 3) a balance of programs kid facilities based on€�ttut .age, interests, op ity and location; 4) adequately maintained facilities; 5) c�aordination of parks and .facilities for rental, toumarnent and passive uses; and, E) coordinate all marks and recreation capital, CDEG and internal projects. 11is activity has five major elements: Leadership and administration. Plan, organize, coordinate and evaluate the City's Warks and Recreation activities, programs and maintenance; . develop and recommend end budg t, cast recovery fees, grant applications, and funding through public/private partnerships;. establish rules, procedures, and policies to govern the day to day conduct of Park and Recreation services, advise and .assist the City Manager, Parks and Recreation Commission and City Council on programs, development of new parks, facilities and cost recovery goals', fester and promote a positive and efficient work place; recognize and reward excellent performance of employees and participants; set fees ita accordance with the City's fee policy; acrd negotiate and coordinate major department contracts and agreements and oversee same (40 pe reent of the activity) , Public relations and information. Develop and distribute brochures and advertising on recreation programs, events and acuities; prepare press rebases; and, represent the City at City-wide ftnacti€rrrs and with other agencies or private groups (10 percent of the activity), Cowntission and Board support. Provide necessary support for the Parks and recreation Commission,. Lodi Sports Foundation, Nature Area Advisory Corarnittee, Lodi Lake Docents, Skate Park Board, and Adults Spurts Board. Also advise Booster ofBoys/Girls Sports and Friends of Lodi Lake (15 percent of the activity). Parks and recreation facility planning, capital Improvement and general project development. Develop current and long-range plazas for now Parks and Recreation facilities for both indoor and outdoor spm nem; and: develop, prioritize and. coordinate requests for and manage capital improvement projects and depamec t general projects (15 Percent of the activity) , Activity adi aistrat on. Collect, receipt and. deposit Department fees and charges; . receive. and schedule reservations for facilities and activities, and protide over the courtier information to customers (20 percent of the activity). M L ES ACT. 7Y, Parks and Recreation AdministrationPROGRAM: parks and Recreation DEPARTMENT.parks and Recreation Q General Puzd SIGNMCkNT.EXPENDITURE AND STAFTING CHANGES 2003-0; Five-year tease of American Legion Facility ($86,500) Not Approved 2003-04,.Rental of storage space ($9,600) - Approved 2003-04: Purchase of tables. and chairs for Recreation Annex ($3,000) -- Not Approve 3- arc fume Intern t axicom/°T°ree Manager Computer Operator ($9,315) Not Approved 2003-04, par€ -tame Intern/CAIS Oporator ($11,495) Not Approved i MAJOR °N`H'S Began design of three major, projects, Defleuedetti Park, Indoor Sports and Activity Center, and Aquatics` Complex Completed Phase I construction and Phase II design. worm fbr the Lodi Lake l icyclefpedestri Frail project Cons€ructed a slate park facility M Secured use of the National Guard Armory facility 9 onViete the construction of Katzakjan. ark 0 Completed the conversion of tennis courtsto basketball courts at 11ale Park 0 Started Lodi LOOK prograrn at Washington on Schoch MAJOR OBJECT11TS 20W-05`, Continue high level and.effe€stive programming and services 0 2003-05, Maintain 30 program cost rewvery 2003-05 evi wprogram fees and chaws, to aceomplish alcove 0 2003-05 Continue . effective design., development and construction of CIP, CDBG and internal project 0 2003-05 Continue good relationships with clubs and organizations to develop new partnerships when :oppo dy arises 4 2003-05 Move toward development of new far,ilities on LEISUW CULT VICES AC Ys Parksand. Recreation Admirdstration PROGRAM. Parks and Recreation DEPARTWNT, Parks and Recreation General Fund -RELATED COST CENTERS Recreation Administration (10701 1) lark AdniW tration (107 51 ) ow LEISURE, CULTURAL AND SOCIAL SERVICES ACTIVITY, , after School Playgrounds DEPART. MENM larks and Recreation ACTIVITY DESCRIPTION PROGRAM: Recreation General Fund The After School Playground activity provides for after school activities for children whenever school is in session atsix sites: Beckman School, Lakewood School, Nichols School, Reese School, Washington and Vinewood School. Activity goals are, 1) safe, attentive and reliable recreation program; 2) a balanced educational and recreational prograrn; and 3) 10.0% cost recovery. This activity has wee major clemeam Childcare and safety, Organized, available and safe after school care for children S to 12 years of age (0 percent of the atii y). Snacks. Provide each participant a daily wrack (5 percent of the activity). Recreational and educational programs. Organize recreational and educational after school programs (45 percent. of the activity). SIGNIFICANT EXPE I"I AND STAFMG CHANGES 2003-€14: Recreation header for Lakewood After School Program (offset by revenue) 2003 -04: -After School Program rapport Staff (Intern) (offset by revenue) 2003 -04 -.Lodi Middle After Schaal Program (offset by revenue) 2003-04: Lois Borchardt School After School. Program Offset by revenue) 2004-055 loodbridge Middle After School Program (offset by revenue) MAJOR A CC~ :. ISIS NTS * Reached a 100% regi rate 'for the program increased participant enrollment and provident quality programs Approved - approved Approved - Approved a Approved AOR OWECTIVES ® 2€03-05.... Provide an opportunity for children to participate in enhanced after school activities at eight sites'_. 2003-05: Provide qualified staff s 2003-05-, Increase participant enrollment Im 3hy93`'i' �'CsA i. Staffrsr 125,655 144,910.. 151 fi35 154,060 Utilities and Commumcation5 2,5 .88 1,800 2,400 2,5(}t3 and S;rvrc�s 49,399 364.167 33,585- 32;785.- 'Sir..hir ['sYa✓c�}a�t[ea'aaAs 'katal 177,642 182;877 1 7,020 151 ;345' SIGNIFICANT EXPE I"I AND STAFMG CHANGES 2003-€14: Recreation header for Lakewood After School Program (offset by revenue) 2003 -04: -After School Program rapport Staff (Intern) (offset by revenue) 2003 -04 -.Lodi Middle After Schaal Program (offset by revenue) 2003-04: Lois Borchardt School After School. Program Offset by revenue) 2004-055 loodbridge Middle After School Program (offset by revenue) MAJOR A CC~ :. ISIS NTS * Reached a 100% regi rate 'for the program increased participant enrollment and provident quality programs Approved - approved Approved - Approved a Approved AOR OWECTIVES ® 2€03-05.... Provide an opportunity for children to participate in enhanced after school activities at eight sites'_. 2003-05: Provide qualified staff s 2003-05-, Increase participant enrollment Im LEI AC'ACTMM A: r School Playgrounds PROGRAM Recreation DEPARTMENT- `arks and Recreation FUND, General Fund RELATED COST CENTERS eere tioll ,Playgrounds (1070.21) Im LEISURE.,, SOCIAL SERVICES ACTIVITY: YtsrrWTeert Sports DEPARTMENTTR Furls and Recreation ACTIVITY DESCRIPTION PRODRecreation General Fund The Youth/Teenp€ ns activity offers a avid.: range of youth sports opportunities. The activity area is broken into two;basic categories.. rorapedtive and introductory ductory or instructional, Over 6.00 youth and teens participate annually iri these: programs. Activity goals are; D provide quality sports experiences in a wide variety of programs, 2) organize well -res and ct srdinated leagues, tournaments, camps, and clinics Haat instruct, and tweet social, emotional l and physical heeds of participants, ) recover a fair -dollar value„ 4) provide work experience for youths, teens aid young adults; and, 5) coordinate and facilitate volunteem in program offerings. This activity has two major elements: Recreationat and Competitive sports, Competitive levels are co-sponsored by a local advisory organization (whir'h is affiliated directly with the D parunern). This joint involvement produces programs in baseball, softball, s€ cer basketball, tackIl football, clinics and camps. 4503+ youth and teens participate in these programs. The City receives only nonresident fps associated with participation in these programs. (70 percent of the activity). Introductionlinstructional programs. These programs are run 100 percent by the City. They include basketball, volleyball, flag football, hockey, tot programs, armory open gym, and other clad, sorts and elinics, 2000+ youth and teens participate in these programs, s, Fee recovery is kept relatively low to encourage participation by all youth (30 percent of the activity). SIGNIFICANT a E AND STAFFINGCHANGES 2003-04; hovered soccer field operations (offset by revenue) 2403-04; l ay increases for officials Offset by revenue) MAJOR , C CO LIS l! * Programmed for I0,000+ youth and teens Study growth in alt programs « Secured National Guard Armory facility Implemented. new test progra ns _- Approved Approved LEISURE, CULTURAL AND SOCIAL SERVICES ACT , Youth/Teen Sports DEPARTMENT.Parks and Recreation PROGRAM- Recreation eneral Fund 2E03�05: Offer and: encourage more participation by underprivileged and low income Youth 0 2003 0 e Encourage continuation of facility development to support programs a MOMS: Review a d improve programs 0 2003-05: Develop collaborative efforts with community interest groups, Lodi Police, Department and Lodi Unified, School of D strict RELAIED CO.ST CENTERS ouWToen Sports (107022) RM LEISURE CUTURAL AND SOCIAL SERVICES indoor/Outdoor Activities DPA "JrMEN : larks and Recreation PROGRAM, ecreation General Farad The Indoor/Outdoor activity offers a wide selection of youth, teen and adult activities, physical activity and instructional classes, and special events. Activity goals are: 1) w ll -or anized, furl, and challenging activities and events as an alternative to gang related acf vitt'; 2) weil-orgatized: traditional cozxzmunity-.wide events for all ages; 3) instructional nal cusses enhancingphysical and cultural a as-enm; 4) 100 direct asst recovery in contract classes, and a high level of cost recovery in youth and teen special interest classes. This activity has titan- major elements, ructional classes. Provide administration, instructors, equipment, and facilities for tezuris, karate„ yoga:and fencing Classes and S eyhaw ,s clinics:170 percent of the activity). Traditional events. Provides administration, organization. and coordinates community events. (Christmas Tree Run, All - City Youih 'Trach Meet, and . aster Egg unt) (20 percent of the. activity). a Special events. Flan, organize and coordinate special events (Pass and Kick football contests) (10 percent of the acuity). SIGNIFICANT EXPENDITURE AND STAYFING CHANGES l MAJOR ACCO LIS NTS * Offered new class in Hunter's Safety on a quarterly basis, Offered new Kindergym program * Increased use of 1 8D. facii ties'to for class space. MW LEISURE, iMAL AND.SOCIAL SERVICES ACTMTY., indoor/outdoor Activities OGRecreation DEPARTMENT Parks and Recreation FUNW General Fund MAJOR OBJECTWES 0 2003-05,, Increase number of offerings for special interest classes * 2003-05: Increase number € f special events offered to the pudic W 2003.0: Increase partici afion in sial events through. promotion and advertising V 2W3-05 Increase use of School District and privately owned facilities for Activities RELATED COST CENTERS isc, Indoor/Outdoor Activities (107023) Im .LLEISURE, CULTURAL AND SOCIAL SERVICES ACTWITY,. AquafiGs DEPARTNW,NM Furls and RecreationFVND PROGRAM. Recreation General Fund 'Me Aquatics activity schedules, organizes and conducts swimxning activities (recreational swimming, swim lessons,. recreational swim .league, cora p titive swim ProgrOM, swilxaaniA instructi n, and special events). Activity goals are: 1) ,a comprehensive recreational swhxt program for ail ages and abilities; and, 2.) 30 asst recovery. This activity has five major elements: Recreational swimming. Hire, traits and coordinate staff to provide safe recreational swimming (45 percent of the activity) Recreation swim league. Provide an introductory competitive swim league (Q percent of the activity). Competitive swi in , Provide assistance and facilities for a year round competitive swinuning program (.10 permut of the activity). Sri .:., tug histrnction. Pian, promote, and facilitate a comprehensive schedule of swimming instruction for all ages (0 pment of the 'activ ty). 'sere Aquatic.. 0ffer pool rentals, special events and special interest aquatic classes (5 percent of the activity). SIGNIFICANT SN IT E AND STA"71NG CHANES None MAJOR ACCOMPUSHWNTS Offered now aquatic special events, classes and equipment improved the. American f ed. Cross swim lesson. program * Increased rental afferi s �; ACS Aquatics PROGRAM: Recreation PAS" e P.arks and.Recreation General Fund MAJOR C :.. a 2003®05: Continue effective and meaningful aquatic, operations and programming a 2 3.05a Assemble the most well trained star' available 0 2003-05: Increase revenue 0 2003 05; Continue to oftinate the.go.ose problem on the beach R 2003-05: Inctme and improve rental offerings. r 2003--05. Offer more special events mid swim lesson opportunities RELATED COST CENTERS Aquatics (10 7024) Im LEISURE CULTURAL AND SOCIAL SERVICES ACTIVITY, Y, Adult Sports DEPARTMENT: Parks and RecreationFUND- PROGRAM: Recreation ® General Fund The AdWt Sport, activity offers a wide range of athletic leagues and tournaments. Activity goals are: 1) well -organized and competitive sports leagues and tournaments for adults and older teens, and, 2) a high recovery of the direct cost adult leagues and tournaments, This activity has Blur major elements, SoftbaU leagues and tournaments. Provide officials, scorekeepers, equipment, promotion, administration, and facilities. for league and tournament play (5 percent of the activity). * Basketball leagues and tournaments. Provide officials, scorekeepers, equipment, promotion, adminis.tration, and fkilztiesfor league and tourname t play (25 percent of the activity). e Volleyball. leagues and: tournaments. provide officials, scorekeepers, equipment, promotion, administration, and facilities for league and tournament play (5 percent of the activity). * Soccer ea w; and. tournaments, Provide officials, scorekeepers, equipment, promotion, administration, and facilities for lemic play (I5:permt of the activity), SIGNIFICANT EXPENDITURE AND STAFFING CHANGES 2013-04: Contract with Lodi Umpires Association ($23,5€1{3) ._ Approved MAJOR ACCOMPLISHMENTS • Programmed for 4,000+ adults and solder teens • Created a mcr°eational program with less emphasis on competition for a suubstantial number of participants • Created a second recreational so cer surnmer league • Added men's fast pitch to the softball offerings * a�da tecl softball playixi rules [ii make players, spectators and facility neighbors safer through the use of restricted flight: softballs. rJam LEI AC Adult Sports PROGRAM: Recreation DEPARTMENT; Parks and Recreation a General Fund MAJOR OBJE, CTf W.S 0 2003-05, Directly administer the Senior Slow Pitch Softball Tournament for the Men's_ 60 and 65 & Older Under Divisions : 2003-05: Encourage. the development of Facilities to support adult ,program needs M 2003-05: Contract with softball aures association to provide Bane offici* R 2003-05: Offer and. encourage more panici ation in weekend to m. ame is by Lodi league teams % 2003-05: review and make improvements to prograrm as needed 2003-05, Continue to make Lodi a leder in aWctiag state and regional tournaments LATER COS. ` CENTERS Adult sorts: 1 7025) M u LEIS[ , CULTURAL ANDSOCIAL SERVICES ACTIVITY' Conces ion DEPARTMENT; Parks and Recreation ACTMTY DESCRIPTION PRO Recreation General Fund The Concessions activity serves to account far cost of pan -time employees who operate concession at games and toumarx nts. Activity goals area 1) 1015% cost rmovery from BOBS; and 2) giWity and cost effective operations. This activity leo one major eier"ent: operate concezi€ m Provide snacks, food and drinks at BOBS -sponsored games, tournaments and activities (1.00 percent of the $(tiraty), SIGNIFICANT.EXPENDITURE AND STAFFING CHANGES ow * Provided a quality.food... service for youth sports * provided a cjuality workplace for many youth workers and volunteers MAJOR. OWECTMS 2003-05. tin quality and cost effective concession operations at Salas, Ko a, and upq parks 2003-05: Run seasonal concession operations at Grape Bowl (football) and. grape Pavilion (Comet Basketball Tournament) RELATED D COST CENTERS onecssiom (107027) D-72 110 ACTIVITY: Sports Facilities Maintenance DEPARTMENTe Parks and Recreation ACTIVITY DESCRIPTION PRO parks FUND, General Fund The Sport. Facilnttes activity rnatntaims and manages park facilities, landscaped areas and open park space within the City, Activity goals are; 1) support of Recreation programs, 2 safes useful and attractive pats and faeilit es; 3) efficient and eff6otive aintenanue service: and, 4) a positive image for the City, This activity has five major elements: * Field and court maintenance. Groom and mark playing fields, and maintain basketball coum (40 percent of the acilvity) w * Janitorial " tern ee. Clean and tend parr buildings; reeve trash; and, perform minor repairs (20 percent of the activity) * Renovation and installation.. of sports faeffifies. Rebuilding fields, fencing; installation of basketballfloors; and. set tip and take down soccer gods (20 percent of time activity), Pool maintenance. Vacuum, scrub tiles, maintain seater temperature, maintain chemical balance And cleanliness to State and Federal standards, maintain pumps, iters, automatic chemical dispensers and chemical alarms (15 percent of the activity) . 0 InterdepartmentW set -tip, Set-up and breakdown recreation program and events equipment (5 percent of sear ty), 2003-04 Daske-tbail Floor Refinishing ($5,000) 2003-04. °opher Control ($2,220) 2003 -04 -Additional Wing forTree Maintenance ($207000) 2003-04o Blakely Pool Alan System ($5,900) 2003-C Fence Replacement ($5,000) 2003-04: Mainterianoe Materials for Ball Fields ($5,000) -73 Aa Defer one year Approved - Approved ($10,000) Not Approved -- Not Approved -- Approved LEISURE CULTURAL AND SOCIALSERVICES ACT : Sports Facilities Maintenatice DEPARTMENT- Parks and Recreation SIGNIFICANT EXPF I AND STAFFINGCHANGES (Cont.) 2003-04., Parchase Floor Scrubber ( 7; (0) 2003-( : Hire F€tll-tme Facilities Maintenance Worker ItIi ($38,200) 2003-04: Hire Part-time Employee to Assist Salas 'ark ($8,800) MAJOR ACCOMPLISHMENTS Renovated ball fields at.lBlakely, Kofu, and Zupo Pield * Replaced pool heater at /Field Pool Complex * Added maint a e of the Nationa=l Guard Armory and slate park facilities ® Supported recreational sports programming and events b JOIE OBJECTMS & 2# 3-€15: Provide safe, dean and attractive sports facilities for all users 0 2€ 01,05: Support week d touma.m.ents 0 2003-Q.:on.4 ue.to prepare facilities for in-home recreational leagues PILO Parks General Fund Not Approved -_ Not Approved sa Not .Approved RELATEDCOSI' CENTERS Sports Faculties (10752.1) MMI LEI cf�S 'L�U!�ELCULTURAL AND. SOCIAL SERVI AC IT a Lodi false Paris DEPARTNW,NF.* Parks and Recreation ACTIVITY The Lodi. Lake Park activity. maintains and ruanages L.4di Lake Park facilities, landscaped areas and open park space ;within the Park, and includes maintenance of Candy Cane mark. Activity goals are: 1) safe, useful, clean and attractive park and facilities; 2) efficient and effective maintenance. service; and, 3) a positive image for the City. This activity has four major elez oats; 0 Landscape maintenance. Control weeds, maintain irrigation, fertilize, trim and maintain shrubs and trees, replace nursery stock, aerate and mow turf (0 percent of the activity). 0 Repair- and remodel. Perform carpentry, paint, plumbing, electrical and mechanical repairs, perform minor repairs with in-house or contract resources (5 percent seat o the activity). a Janitorial maintenance. Clean and tend park buildings, remove trash and perform minor repairs (24 percent of the activity). 0 Irrigation Installation, Finish installing irrigation and Maxicom control system. (5 percent of the activity). SI b NT EXPENDITURE STAFFING CHANGES 20103-04. dire Emil -time Laborer ($35,800) Approved MAJOR ACCOMPLISHMENTS S ongoing installation of .automatic. irrigation * Completed leted phase I sof the Pedestrian and. Bicycle `"rail project * Installed new wal way.€ n south. side of parr, from playground to Kiwanis picnic area * Ongoing maintenance of existing grounds and facilities in A.A,-Ut t<aKv, t ar-K DEPARTMENT, Pars and Recreation 2003-05: ont e to aut0inaW ligation % 2C 3- 063 onlinue tio. ongoingIminte of e stbig groeat Fros and facilities 2 w4 ; C'O tinue std ,Iiug. facilzCy r xztai and tee g's 2 -C € Fi to as II f the edd trian and Bicycle ' rail project PROGRAW Parks FUND -a General Fund RELATED CO TER Lodi Lake Park (m 2 ) hm LEESUW CULTURAL AND SOCIAL CES ACTMTY. of er° Parks DEPA t` E : k Parks and Recreation PROGRAM. parks General Fund lIae Parks: Mawtenance activity maintains and manages general parr facilities, landscaped areas and open park space within the Cavity. Activiv goals are: i};safe, useflil, clean and attractive parrs and facilities; 2) efficientand effective maintenance service; 3) a positive image for the City, and 4) a balanced distribution of park and playground equipment throughout the City, This activity, has four Major elements: Landscape maintenance. Control weds, maintain irrigation, fertilize, aerate, mow, edge, turf, trim and aintain shrubs and trees, replace nursery stock, aerate and mow turf (65 percent of the activity) . Repair and remodel, Perform carpentry, paint, plumbing,. electrical and mechanical repairs, perform n6or repairs with in-house or contract resources (15 percent of the activity). Janitorial mai tenancem Clean and tend park buildings, remove trash and perform minor repairs (15 pereent.of the activity) . * Interdepartmental set rap, Set up and breakdown of various r reation program equipment for events and 'rent & * (5 percent of the activity). SIGNIFICANT EPE NDITURE AND STAFFING CHANGES 2003-04: Hire gall -'lune Laborer ($35,800) A_ Not Approved D-77 LEISUREg CULTURALSOCIAL SERVICES. AC; ' e Other Parks DEPARTMENT, Parks and Recreation MAJOR ACCO I. PROGRAM Park General F amd Skate Park completion, including new irrigation system, Standardization of lock 3ystm for basin parks. Design installation offnew.irri ation system upgrade of existing system at a Field. i statiadon of new 'irrigs.Wn systep at Blakely Fast. Renovation of irri ation around Blakely West. infield, Addition of Fibar to Hale, Emerson, & Legion playgrounds. Installation of beach, plaque, & new ,signage atmi ewood Dog park. Transplant t of mat= troe at Blakely marls. MAJOR OBOXnVES 2003-05. ftyide safe, clem and attractive sports facilities for park users 2003-05: ongoing maintenance ofexisting: grounds.and facilities 200&05: Support facility rentals (buildings and picric areas) 2003-05: Develop comprehensive standard of mainterwoe MATED COST CENTERS Other' "ars (107523) D-7 EI ACTIN ; Parks Programs DEPA 'I ,Nr' Parks and RecreationA". General Fund A TMIT DESCRIPTION -w a ;► Parks The Park Operations Coordinator,activity provides interpretive programs, coordinates special events and. schedules park and gate attendants. for Lodi Lake Park, activity goals are: 1) educational pragmms that promote respect fors t re and parks W general; . ) interpretivc programs and tours of Lodi Take and river environments and, 3) promotion of Lodi Take as.a major Citywide and regional l tourim element. TW activity has six inkjor elements: Programs, plan and coordinate docent programs for the Nature Area (Q percent of the activity). Facility operations, provide support for facility and campground rentals (10 percent sof the activity). Paris and gate attendants. Coordinate and schedule part-time attendants (10 percent. of the activity). hent ITT r Boat Concessions. (coordinates and schedules part-time attendants, responsible for rental operations and toter scheduling (30 percentof the activity), * Discovery Center ExbibiM Coordinates quarterly displays (t) percent of the activity). Special . vents,cord slates and support for all major events (20 percent of the activity). SIGNIFICANT IS I`. AND STAFFINGCHANGE 2003-04 Fuud Camp Lodi.Lake Program (offset by revenue) '2003-04 FundSalmon Festival (offset by revenue) -i9 Approved Approved LI :3 0 c marks ..rogr� DEQ e Warks and Recreation MAJORO ` .LIS NTS * orgargzcd Rollin' in the Mud: Bale space * or d Simon Festival w or d a Camp i Vic: pro.am ter. s c%r�rzx� e � chi ldre� c rushed the Discovery Custer ad produced mw exhibits or axed Lodi Lake FiShin Dc.rby organa,ed tern (itl) oudlIgS for canoe/Kayak, mokelumne Diver tours. PROGRAM. Parks FUND: General Fuad 2003-() ; Broaden i t zpretive programs to include ,o to schools and Cather parrs 3 Elia Create new ,,,g,.M and spmi even fat wi.1.1 generate revenue 2003-05 Strengthen the dment interpretive program dor � � �r� tours increase program participatiara RELATED COSH` CENTERS park'.rora (1752$) ME LEISURE CULTURAL AND SOCIALSERVICBS AC` e Equipment Maintenance DEPARTMENT- paries and RecreatAon ACTIMY DE ., ION � r x -1-he quipmc t Maintenance activity repairs and maintains mower, scooters, playground equipment and outer equipment; and recouffnez ds safety standards for playground equipment. Activity goals are. 1) safe and reliable mowers, scooters ters an equipment; 2) obtain maximum servicc life from equipment, and, 3) ensure safe playgrounds. This activity has diree major Equipment maintetrance. Repair, service and inspect mowers, scooters and park maintenance..equipment; and, maintain inventory (including three boats) and tr intena ce records (75 percent of the activity), Playground safety. Inspect, repair and service playground equipment; and, develop playgroundequipment: safety standards (0 percent o.f the aetiylt ). Other Department maintenance. Re air and service Police Department parking scooters, Repair and service Hutchins Street Squue mower and scooter (5 percent of the activity). SIG CANT EXPENDITURE AND STAFF1NG CHANGES 2003-04. Purchase Cab for 110 tractor ($84500) 2.003-04".Purchase Closed circuit monitoring system ( ,50G) 2003-04 Increase hours for partWne assistant ($8,165) 2004-0:ePrch e Aerifier ($2,000) 2004-05: Purc ase Willer ($3,000) 2004-05: Purchase Sod cutter ( , ) 004-05: PurchaSe Aerator ($5,(W) 2004-05 ,Prch se Riding Mower ($3,000) Not Approved _- Not Approved e Not Approved -- Not Approved Not Approved Approved Not Approved Not Approved LEIS .. QULTURAI, AND SOCJAL.CES A C ` ': Equipment Maintenance PROGRAM. Parks DPAR < NT: : P arks and Recreation Genera Fund MAJORACCOMPLISHWNTS 0 Upgraded fom playgrpntids with ADA budgeted bardware 9 Upgraded computer indexing program MAJOR: OBJECTIVES * x€01.03: ContWue to bring lay round equipment up,to. ADA standards ® 2001-03: IV ai tas€4, play round equipment for a safe envirour ent * 2,001-03, ainttai equi meat in a safe and Miable condition RELATED COST CENTERS quipment aintenanw (107531) WE :1 LEI ACTIVITY, ibrary Board DEPARTMENT: Library PROGRAM, Legislation and Policy FUND; Library Fund ACTWITY O The library Board governs operation of the Library. They are responsible for working with the City Council; .acrdState Legislators to enswe full funding for operations oow and into the future, They ars responsibleto work with the citizens of the community to inset their informational., and educational needs, Activity goals are: 1) well-planned a d well-maintained Library services; ) w6!--orgamzed and responsive Library programs; 3) adequate fanding for Library In onnationervi.cm and, 4) conununity input in Library planning. STAFFING SUMMARY Staff assistance is.provided through the Library activity, and an Administrative Clerk who attends the monthly -Board rnmt ngs to take notes and minutes, SIGNIFICANT EXPENDrMRE, AND STAFFINGCHANGES None MAJORCcO I Supported new roarkefing strategies for the Lo0i Public Library * 1"aeiiitated aeat € n of Library facilities Master Plea for the City of Lodi MAJOR 3OBJECTIVES: 0 2003:-05: Promote continued.marketing of library services s 2003m05 Promotc.Library Board.development activities RELATED OST CENTERS Library Board (IM02) In LEISURE CULTURAL AND SOCIAL SERVICES AC Library A t`" "r Library ACTIVITY DESCRWITON PRO Cul ural Services Library Fund The Library activity Provides information and referrals to Library customers using a variety of formats -- books, magazines, educational video,. zrarrsic CDs, books on tape, CD-ROM M cor ptrter information, online databases, displays and program. Activity goals arae 1) rnateri s a Wor° services to meet the informational meads of the community; 2) well -staffed and. supported reference service: 3) customer service oriented circulation service; 4) freque it and varied children's programs; and, ) effective and timely support services. This activity has five major elements. Reference service. Provides professional assistance to individuals of all ages to find. inf onn tion wiilrirr the Library collections or through resources available from other libraries, Select and develop: materials for tine library collection (15 percent of the activity), * Children's seances. Provides youela of the corrgnunity with a positive library experience through storrit es, special programs. reader's advisory and a professionally selected collection. (5 percent of the act! ty). m Circulation services, issue Library cards. assist in the location of materials. Perform circulation functions including checkout, reservations, farce collection:, etc, (0 percent of than activity). Tecbmical service . Dreier, catalog and process materials for collection. Maintain condition of the collection (40 percent of the activity). 0 Administration Recommends policy, budgeting, and administration for Library (.0 percent of the activity). 1 r7£ ACTIVITY; Library . DEPARTMENT: Library SIS 'I EXPEN- ' S AffI G CHANGES 2003-04- Add Literacy Program Coordinator ($17,530) -- Not Approved MAJORACCOWLISHMENTS PROGRAft Guttural Services Library Fund Created a library Facilities Master Plan for developing nature Library services and facilities Re',u.rbished:QonUnwIitY roorxu` obby areas of facility including creation of an office for the Friends of Lodi Public Library Created access to electronic resources via. the library's loom page Extended Library hours to include Sundays MAJOR 20€ 3 OWECTWES 0 2003-05: Upgrade integrated computer system adding acquisition and serial., modules 0 2003-05: Create an wi teractive website to allow the public to conduct library transactions such as resezyiaag-;>library. materials 10 200305,, partner witb. community based organizations to provide library services to di's Eastside residents RELATED COST CENTERS Library Adininidration (210801 LEIS ACTIVITY: Literacy Servicf s DEPARTMF,NTi Library ACTWffY DESCRWn0N PROGRAMCultural Services Library Fund The Adult. Literacy Services. trains volunteers to teach functionally illiterate adults to read using the Laubach Way to Reading program. stabif iced in 1985 by the Friends of Lodi Library, the AdultLiteracy program was originally coardinate€l entirely by volunteers. In spring , library administration successfully applied for a California a Libr Literacy Service brant.: The grant provides for paid staafft of 1.5 Rall time equivalents and funding for five years in gradually decreasing allocations. SIGN . C i ` FXPENDffURF.,STAFTING CHANGES Em MAJOR ACCOMPLISHMENTS * Offered an average of three tator.:trahftg sessions per year * Created literacy newsletter, establishing and. ` ' to r4g quarterly publishing schedule * recognized I ite zationW Literacy Day. with. City Council proclamation * Literacy Coordinator received certifkation as Laub ch Literacy Trainer MAJOR 2003-46 OWECTWES * 2003-05 � Offer at least three training sessions per fiscal year 2003•-05: Coordinate and proent International Literacy My event 2003-05: Identify and submit grant applications for ongoing ftmdmig Staffin 53,275 57,590 42,140 25;660. t tilities and: Coram nicatiOns 350 2,000 650 700 5u' lie;, Materials and Services 36,420 14, 7i 9,45€1 9,80 �irs�r �a ital Cult r lea rrs rets 2,14.5 Total 80,045 76,406 52,240 36,164: SIGN . C i ` FXPENDffURF.,STAFTING CHANGES Em MAJOR ACCOMPLISHMENTS * Offered an average of three tator.:trahftg sessions per year * Created literacy newsletter, establishing and. ` ' to r4g quarterly publishing schedule * recognized I ite zationW Literacy Day. with. City Council proclamation * Literacy Coordinator received certifkation as Laub ch Literacy Trainer MAJOR 2003-46 OWECTWES * 2003-05 � Offer at least three training sessions per fiscal year 2003•-05: Coordinate and proent International Literacy My event 2003-05: Identify and submit grant applications for ongoing ftmdmig RELATED COST CENTERS Library Literacy Grant (2 10$08) €fictive Volum e�r Tutors ' tttor:Traini Sessions .57 2 100 4 80 4 80 `l Tutors Trained aire d 3 40 30 40 `1'uoringUour°s....... ....__ 4,562 5,000. 7,50(1 7,5010 RELATED COST CENTERS Library Literacy Grant (2 10$08) LEI QAC INITY, Commissions and Committees O Cultural Services DEPARTMENTP City Council and Advisory Bodies FUNDz General Fund ACTIVITY DESCRIPTION Four Ccs n-iissi€ ns advise the City Council on cult=1 progran s< Senior Citizen Commission. The Senior Citizen Con .fission advises the City Council on programs, polities and activities which serve seniors in the community- Activity:goals are: 1) Identify reeds of the aging-. ) create coamunity awareness; 3) explore improved standards of service; and 4) develop services and program. f� Arts Con sissionm The Arts Commission advises and assists the City Council in establishing and promotbV fine, and perfornmi g arts programs. activity goals area 1) enrichment of the community. through sae art and performing art programs, 2) develop and promote creativity; 3) celebrate the cultural heritage of the conu=ity; and 4) recognme artistic, creative and cultural achievements of Lodi citizens. Art in Public Places (AiPP) Advisory Board. The AiPP .Advisory board advises and assists the City Council with oversight of the Public Art Prograrza. Activity goals. are: 1) recommend policies and guidelines for the Public Art Program; 2) ensure duality control of all public art projects; and 3) review the City's annual Master Art Plan, Youth Commission. The Youth Commission communicates with young people and tales a leadership role in cievelaping their Ramus. Activity goals are; 1) provide youth services in a safe and non-discriminatory environment; 2) provide support programs and services; and, 3) provide for unmet social and edteati nal needs of area teem and youft. D-87 LEISURE CULTURAL AND SOCIAL SERVICES ACS T'e'a Conmssions and Cornmittees PROGRAM- Cultural Services DEPARTMENT: ENT: City Council and Advisory Bodies General Fund STAFFING SUMMARY Senior Ci tizen Commission Norse, staff assistance is provided through the Senior Information & Deferral cast center. Arts Conmmssion, None, staff assistance is provided through the Arts & Culture cost center. Youth Corrm*sion; One part-time Recreation Supervisor and a part-time swmer inter. SIGNIkICANTEXPENDITURE AND STAFFING CHANGES 1 MAJOR ACCOMPLISHMENTS Senior Citizen 'o 5sion. 'Hosted a `41 eetin with::: ayor Na anishT addressing seniors. concerm regarding housing, transportation, and utilities, Hosted the 34 annual C refivers Day in cooperation with Lodi Memorial Hospital, and Del Oro, Started.research into a "AtRisk" nofificationsYstemin cooperation with Lodi Fire D sartr ent, Lodi Memorial Hospital. and Sri Joaquin Department of Agin, Arts Co s fission, Continued growth of Night T me Live Cabaret Conceit Seriesr secured rna}or sponsor (Capital Public Radio); garnered extensive media coverage; average attendance up to 325 per concert. Continued. growth of Jewel of the Malley Poetry Series. Continued growth: of Art ars the Square Festiv. al. secured major co-spowor (Lodi Appellation Winery Association). Continued god of Under. the Columm Suter Concert Series.. C :minim d growth pf Lunch Time Live Sumrner Concert Series. Established First Friday Art Shows (Ree events) to showcase talents of local visual and musical artists. Spousored free classical music concert fbT the community. .Art in Public Places (AM) Advisory Board, * Drafted Master Art P1 s for 2003-44 SuQccss. iilly immiled incl celebraft.d first public art project Created and promoted five Calls to Artists (Requests for Qualifications) for upcoming projects Youth Cara ssionw • Reorga tiled two of the ten sessions of the Teen Lead Program to better serve the students who are involved in the program, (Rcorgauizod Environinent Session and Non Profit Session to a Volunteer Session..) Botta session are nava tour sessions of v riou sites within the community utilizing City of Lodi Transportation'. services. • lncre-ascd participation of Teen bead Prograrn. corn 28 to 32 students. (Stridents pafiici ating this .year ve from Elliot Christian, Lo i Middle College at Delta, Lodi, Tokay, Bear Creek and Lodi Acac�eriiy)e • Sponsored a new event with LUSD and Lodi Academy held at HSS Theatre. Facilitated Clay Roberts Presentation for the school administrators on the importance and techniques of how to worts with. high school students. Croate.d an interactive Orientation and Training for all new commissioners, current con nassioners and adult advisors to the commission in August, -8 LEISURE CULTURAL AND SOCIALSERVICES AcTmm Commissions and Committees POG Cultural Services DEPARTMENT: City Council and Advisory Bodies General Fund MAJOR OBJECTYVES Senior Citizen Ccz ssion., ® Update and roprint 0 edition of Lodi Resource Manual * To complete and implement "At Risk; Notification Syste ' Arts Ccs issiom Conduct.a. ccazxarnuiu y -vide assessment to determine current levels of service, utilization :and needs, Conduct a community -wide public education caftVaign to improve the itnage and visibility of the city's role in promoting acid nurturing the ams in Tedi, Better define the Cotrrrnission's rule as it relates to city staff, council and the cornm.unzity-atalargc. Art in Public Places ( P) Advisory Board- * Implement o rd - Implement goals and objectives of Master .xt plaza, as approved by City Council Initiate Public Art Internship program Youth Commission. Creatingand sponsoring a new event for high svhool students entitled "Speak For Youth": This will be a yeaxly. event beginning in 2001 'l' e goal is to acquire a motivational speaker to "Speak For YoutV about their dr ams, inspirations, goals- and respect for others, The event is already stippoxted by I TSI whom will be providing the transportation, campus security and assisting in the student registration process. The event will be held on::a Friday for 2 hours . t Lodi Academy Gym (f4cility donated) for 1,200 students. The speaker for: 2003 will be errtr Cain, the President and CEO of Godfathers Pizza, Inc. The cornrrsissioners will raise all funds f'or this event, Piloting .a program at "Speak For Youth" in 21103 to inOnde 8a' graders from Lodi Middle School, We want to see if there is a potential: for including g``' graders in the year 2004 at this event. Changed the Youth: Conference name and conexpt, The event will now be entitled Interactive Career Day, All sof the workshops will lie interactive presentations for the 800 students who attend. w added two .interactive career sessions at ttae Interactive Career Day in 2003 to assist the Coity of Lodi. and LUSD... City of Lodi is presenting a workshop on Design Preferences.. to get the students input on the different designs for Lodi's future, The other is a Mock Board of Education Meeting presented by the LUSD Superintendent of Schools and four of the Teen Lead Program students acting as the Board of Education. 0 Chair and mice Chair of Youth C€ u ission to meet yearly with the Superintendent of Schools and the Board of ,Education} President. LEI A Community Center Administration DEPARTMENT- Conimuni ty CenterFUN D PROGRAM, Cultural Services General Fund The Comnunity Center activity provides a focal paint for cultural, fine art, peiformi:ng art and senior programs, within the community; provides facilities for meetings, c€ nf4ences, recreational activities and events sponsored by the City, cc nununity groups, and private individuals and organizations; and, works with the Senior Citizen's Commission, Lodi Arts Comn:-AWM4 Lodi Youth Commission and cutler private organizations to develop programs and facilities. Activity goals axe: 1) Well-maintainvd facilities; ) well«balanccd programs for seniors; 3) promotion of fine art and performing art within the City, and ; 4).30% to 50% cast recovery. Ws activity has seven majior elemonts: Senior Services: Social and recreational activities; referral services; emotional, and physical wellness programs: legal, consumer, financial, and educational services and counseling (20% of the activity), Cultural Programs. Plan and promote workshops for crafts, am, music and other fine arts; provide for display of crafts and fine arts of local residents; plana, promote and organize activities in arts, crafts, Music, dance and dramas (10% of the activity), Public Relations andInformation: prepare and distribute brach res and schedules for senior, fi e art and per € ening art activities; works with the Adult Day !-advisory Committee, the Seiiior Citizen's Commission, Lodi Arts Con issiop, and Hutchins Street square, Foundation to develop programs, plan facilities and obtain funds from private and public sources (5% of the activity); * Facility Scheduling and Add. nistr°ation. Process reservations for facilities, liability review, receive and deposit fees and maintain responsive relations with customers (5% of the activity). Special Events Mann er ente plays, organize and coordinate special events sponsored by the City; create, design and distribute flyers; prepare mews releases; solicit and schedule vendors, entertainers and participants (10% of the act vity). Therapeutic Swim. Progran-s schedule and conduct various therapeutic swimming activities; vacuum, scrub tiles, maintain water to seraturc, maintain chemical balance and cleanliness of facilities (20% of the actsvi y), Facility and Janitorial Maintenance. Clean, remove trash, maintain equipment, install new equipment, perform minor repairs (3% of activity). '� Staffkri 197,708 191,210. 207,500 207,500. itTities and Communications _ 7,576 24,000 24,000 24,000 Sia hes, Materials and Services 78,320 :34,265 59,765 59,795 M- War° B raa me.nt 8,478 0 0 9,500 other TOTAL , � 292,082 249,475 291,261 300,765 ME LEISURE CULTURAL, AND SOCIAL SERVICES .AC ` Y; CamnuWty Center Administration DEPARTMENT.- Community Center PROGRAM. Cultural Services General Fund SIGNIFICANT EXPENDITURE AND STAFFING G C CIES 2004-05; lige fhll�fi= Adm iuistrative: lerk staff member for HSS ,AdministratioD ($38,000) Not Approved 004-05: Purchase replacement copier for HSS Administration ( 9,750) m Not approved. MAJOR 2001-03 ACCOMPLISHMENTS Successfully implemente the Gift Boxes Program. * manced:and added the Musician bests art puce in the upstairs foyer of the Fine Am Buildiug Designed; financed and installed the rourada chandelier, Replaced a.nd added the cor nunigr "reader board" on Alumni Plaza. trean-flined the box office operation by requiring all renters to. utilize our system. Produced sevcn issues of Square Ie: s that are mailed in the pity's utility bill as a marketing tool for the Square. Continued to expand theFoundation's ging program and estate bequeaths, MAJOR20.03-05.08JECTIVES Expand the uses and op e mm. ities for the, facilities at Hutchins Street Square, Continue to ascerta' i the. needs of the cortuni city and.pravide those services. * Strengthen the staff needs with talented and dedicated volunteers. « mp€ we'r the various City y Cr ouncil appointed conunissions to experience upward mobility and lactic to greater !eadership opportunities. RM 1. LEISURE CULTURAL AND SOCIAL SERVICCS ACTMTY DESCRIP'170N The performing arts theatre and box office provide the prerniere Lodi ventre for theatrical. productions, businessoonferencesi and sen-4-narr,, With state-of-the-art facilities, full-time technical staffing and increased usage, die Hutchins 81rect Square Peffonning Arts Tbeatre is die hub of cultural activities at the Square. The technical portion of the. Perfornii% Arts Theatre is responsible for purchasing,, maintaini0s, and repairing all. theatrical equipment, includ . ing but not limited to sound systems, communication systems, lighting instrumentation, lighting control, fly system rigging and function, stagy condition, and stage draperies, The technical staff also assists in the production of theatrical presentations both arnateur and professional; education of theatrical groups; research of feasibility and the subsequent booking of prof.essional productions; aiding in the promotion and marketing.of productions; xnaiiita:ining a solid network of thQatre industry professionals; establishing theatre use guid.61nes; establishing pricing rates for labor and equipment rental. The, Box Office is responsible for all ticket sales at the Square and is the "first contact" with the public. Currently staffe.d by four part-tinw eowlvYees, the Box Office is open Monday through Friday from 10.00 a.m. to 5,00 p.m. and two hours before cm -min fax all productions. ACTIVITY: Performing Arts Theatre PROGRAM: Cultural Services Fp T, Conununity Center VUND. General Fund ACTMTY DESCRIP'170N The performing arts theatre and box office provide the prerniere Lodi ventre for theatrical. productions, businessoonferencesi and sen-4-narr,, With state-of-the-art facilities, full-time technical staffing and increased usage, die Hutchins 81rect Square Peffonning Arts Tbeatre is die hub of cultural activities at the Square. The technical portion of the. Perfornii% Arts Theatre is responsible for purchasing,, maintaini0s, and repairing all. theatrical equipment, includ . ing but not limited to sound systems, communication systems, lighting instrumentation, lighting control, fly system rigging and function, stagy condition, and stage draperies, The technical staff also assists in the production of theatrical presentations both arnateur and professional; education of theatrical groups; research of feasibility and the subsequent booking of prof.essional productions; aiding in the promotion and marketing.of productions; xnaiiita:ining a solid network of thQatre industry professionals; establishing theatre use guid.61nes; establishing pricing rates for labor and equipment rental. The, Box Office is responsible for all ticket sales at the Square and is the "first contact" with the public. Currently staffe.d by four part-tinw eowlvYees, the Box Office is open Monday through Friday from 10.00 a.m. to 5,00 p.m. and two hours before cm -min fax all productions. SIGNIFICANT EXPENDITURE AND STAFFWG CHANGES 2003-05 Contract fall-tilm Stage: Technician (offset by revenue) Not Approved 2004-05 Purchase digital projector (offset by revenue) Defer one year D-92 RIM 0,ab 'XI Stag TOTAL fall Tie ivaleuts..... 15 1.5 2.5 23 SIGNIFICANT EXPENDITURE AND STAFFWG CHANGES 2003-05 Contract fall-tilm Stage: Technician (offset by revenue) Not Approved 2004-05 Purchase digital projector (offset by revenue) Defer one year D-92 LEISURE, CULTURAL AND. SOCIALSERVICES ACTIVITY: Perfomx ng arts Theatre PROGRAM, Cultural Services DEPARTMENT. Community Center General Fund MAJOR 001-03 ACCOMPLISHMENTS Produced numerous shows. ReconflA .red and .reconstructed entire sound systezrt. Scarfed through piles of equipment and or anized it's storage, .ewired and rewired lighting equipment. Re -rigged orchestra shell. : Designed and pant out to bid now fly system. OP Wrote theatre guidelines, Established equipment rental and labor rates for the Performing l is Theatre, Retrofitted Kirst lett lighting system, AJOR.. 003.0 . OBJECTIVES 4. Remove. wart of cold fly system and install the neer fly systema. 0 Refinish and repaint stage.. . Devel OP staff. Book, promote, and produce a. high number of professional for profit shaves, Repaint scent diol), Resurrect Thomas "Theatre lighting systema, Educate amateur tbeatr groups. RM ACTIVITY- Com nu€ity Center DEPARTMENT, Maintenance ACTIVFrY DESCRIPTION PROGRAM Buildings & Equipment General Ftwd The departmentmaintai approximately 70,000 square feet of buildings (iarluding 70,000 gallon pool and an 8Q0 seat theater) and 7 acres of grounds.. Maintenance staff is in constant contact with our weekday and weekend rental Clients, and as such, have heavy. customer service. aspect to their section. Responsibilities also elude event(rental preparation on a 24/7 basis and supero sio of: approximately 5000 hours of community service help and several volunteer prograrm as well Els oversight of the United Cerebral palsy crus. Senior Facilities Maintenance worker conducts/coordinates purchasing, manages sublet contracts for the facility and provides budget reconunendations to the director. 81C;NIFI T EXPENDITUREAND STAFFrNG CHANGES 2003-04. HVAC Co pressor Replacement ($6,000) -- Not Approved MAJOR 2001-03 ACdC OMPLIS : ?,NT * Replacement of damaged roof over Kirst Hall * Completion. pletion. of new computer controlled FIV Cf * installation of new plaza lighting * fool refinished i Repair of sky light over pool * Se der Center rwarpot installation * Installation of new stage lighting system in Kirst and lighting system Mall MAJOR 20.03- O * Replace damaged areas of Senior Center roof" * Repair damaged architecttwal sheet metal on first Full and Senior Center * Rosurface.vool deck: * Install flag pole .lighting Irrigation system overhaul Ll LEISURE, CULTURALE; CES AC,"` ' Am & Culture DEPART . NWNTI Community Center PROGRAM Cultural Services General Fund The Division sof Arts & Culture playas, develops and evaluates the City's artistic and cultural..re,sources; prepares and revises lore_ range plain; and, works with the Arts Conurtissi n to review projects and fees. Activity goals are..t l) respoi sive, cosi-e ffective and well organized arts and cultural program; ) a balance of programs and activities based on age, interests, opportunity and location; 3) a comb led 30"/o cast recovery f oro all. Arts & Culture programs; and 4) irrsprove quality of life for the citizens of bods, This activity has six major elements, Arts Instruction. provide a wide variety of arts, crams, music, dance, theater, literary and culinary classes for children and adults. (30% :of the. activity) Art in Public Places P.ro rarnr In conjunction with other City Departments and the Axt Advisory Board, manage public. an projects and promote the city's public art program as approved by the City Council. (25% of the activity)' Events. present and manage ams events that fuer the development and public awareness of the fine performing arts within the City of Lodi. (20% of the activity) Cozy mission and Board Support, provide necessary support for the Arts Comm-aission and the Lodi Arts Project Fund -1,r€zstees, (1.5% a the ct► ty) Cultural activity Gr nt& Evaluate requests and reconu end funding for local non-profit urganizations that promote cultural activities. (5% of the activity) Public Relations and Information. Develop and dist6bute brochures, posters and other forret ofpranwtiaan for arts and cultural programs, events and activities; prepare press releases; maintain and promote website; and,,represent the City at city -ride fi etions and with other agencies and civic groups, (5% of the activity) D-95 CES 'IArts & Culture DEPARTMENTi Community Center PROGRAM. Cuhural Services General Fund SIGNIFICANT :EXPENDITURE AND STAFFING CHANGES 2003-04,,Retain Security Guards (of€set by revenue) mm Approved MAJOR 2001-0.3 ACCOMPLISHMENTS 0 Created seasonat coarse Catalogs for all. arts classes offered (three per year) 0 Increased arts cl asses revenue by more tl n 50% (over 1999-01.) 0 Increased number of registered students by 100% (over 1999-01) Izrstituted ability for on-line class registration 0 Provided arts projects: to 16 local mors-proAt organizations to further WU and culture in Lodi Promotes availab lity:df classes at Celebration on Central (Bastside community festival). r Pvblished class catalog three tastes .per year. * offered Mass re istra ionn-line at aw lodi .o Develope.d Master Art blare for 2003-04, Successfully completed and promoted first public .art project at Lodi Multi -modal Station (Sandhill Crane scszfptur4 Successfully presented, promoted and mauaged more than 85 public arts events. Successfully promoted Call for Artists for upcoming public art projects; received nearly 1€ 0 submissions from qualified artists, uccessfal new.ovent added "Haunted Hutchins" with attendance in excess of 3,500 for both 2001 and 2002, 0 Successful "Art on the Square" events with attendance in excess of 1,000 attendees and over50 anis€ par ip a s. MAJOR 2003-05 OBJECTIVES Document cultural grating process and procedures. * Create an Arts Fellowship Award to recognize and encourage professionalism of local ardst<s Document and i Tl xtent public art matching grants process and procedures. : Implement Master Art flare as approved by City Council. build the monthly First Friday fart Shows into a community -vide effort in partnership with galleries, restaurants and other venues as appropriate. IR Offer Wbinical assistance workshops to local arts promotions and other activities. Increase revenue from ants classes by 30%Q. Increase overall class registration by 40%, Offer. 30%v more classes for youth and adults, Increase number of low-inconre scholarsb ps awarded:b3 organizations and advise on stabilization, funding, 50% Um LEI AC`s A & :QAtue DEPARTMENT: A ... a f Cotx=ty Center PROGRAM: Cult al SeMces General Ruid RELATED COST CENTERS Art Specialty Classes (10802 6) Arts corm ssio (108027) Arm and Cultwe (10. 8028) Art in Public Places (121400 1) D-97 LEISURE CULTURAL T C C;I . VICES ACTIVITY; A stration PROGRAM. Senior Information & Referral DE I IWENT®: Con,03tinitY Center FUNIia t 6nerai Fund ACTIVITY 1 O Serving as a focal, point in the community, the Senior Inforruation Center at Hutchins Street quare coffers local:serdors and. their farnilies access to .pr grams and services related to the creeds of the aging, The Senior Center =intains an open phone line, to answer the; eoncez s of Lodi°s adder population. The Health s h szrance C ounseling . and Advocacy Program .(HICAP) operates out of the Senior Center and it's volunteers. assist seniors with Medicare and related health insurance issues. This is the sale HICAP outlet in San Joaquin County, The Center Coordinates a variety of support groups and serves as a lease for the San Joaquin Peer Counseling ProgratA which is a Volunteer CoWLS01i service. In cooperation with Delta College a painting class is offered for seniors. In cooperation with. the Lodi Adult School the Center offers Senor Computer classes. Our computer lab with 1S state-of-the-art corM ters enrolls an average of 75 students each five (5) weeks. The Senior Center provides State Vola teen Income Tax Assistance. TA) volunteers who help seniors with income tax.. assistance at no charges Legal service through the Department of Aging is offered to Lodi's Seniors free of charge. Also provided, assistance 6th a variety of fornis and applications for seniors in need, A variety of social and recreational opportunities are available as well as regular health screenings m cooperation with Lodi Memorial ''l Hospital. Overall administration is prodded by the Senior Services Coordinator with assistance of one part-time administrative clerk and 50 Volunteers, Im 73'➢�t, Re alar Positions Senior Services Coordinator- aoordix too-"1`OTAl TOTAL Te or Positions roll'fire: uivalonts 1 1 1 1 Im L l SES ACT ` Ye AdWz stradon PRO Senior ixif`oamtion . Referral DEPARTMENT: C:'onxartunity Centere General Fund SIGNIF7CANT EXPENMURE AND STAFFING CRANGES MAJOR. 2001-03 CCOLIS_ NTS o Incmased: umbers of Senior Convutez classes, e increased number of volunteer Income Tax Counselors and fours prepared, orkod with record numbers of squioys in locating Supplemental -HeWth Insurance following Secure Horizon's wifladra al fTorn S.J. County. Its cooperation MthLodi.ArWComniissiou assisted in production of Y4 annual "Senior Follies Hosted a sear on "End of Life Decisions" in cooperation with Lodiemorial Hospital, Complete training and placing of 1.0 new I ICAF Couselors Fxpando.n cornputpr training classes for seniors in. cooperation %i.th Lodi Adult School Offer wellness works ops in cooperation with Lodi Memorial Hospital RM LEISURE, CULTURAL AND SOCIM, SERVICES ACTIVITY; Administration PROGRAM- Aquatics DEPARTMENT; HSS Pool Mm: General Fund ACTWITY DESCRIPTION The indoor, heated, handicap accessible swinuWng pool at Hutchins Street Square was built to rnaintain the health and fitness of Lodi's citizems. A variety of Wellness, fitness azul therap-,utic programs are tun 06 a daily basis. Lifeguard iwtrucfior3 community first aid, CPR, and a variety of conmmnity aquatic, programs are offered. Lodi Memorial Hospital has contracted to rent the pool for Physical Therapy as well as for Camp Hutchins Progranvning, MAJOR 2001-03 ACCOMPLISUMENTS * Created OGolden Guards" lifd progtam * Offered both YMCA and Red Cross Lifeguard certification programs * Began Water Exercise Instructor certification courses * Created and offered 3 new vmter exercise classes MAJOR 2003-05 OBJECTIVE! S. % To become a prep-iiae U20 instructor Cerdfication. site in the County. * To increase numbers of Lifeguard Certification el asse s (thereby increasuiig. revenue). % To continue offering Aquatic classes and programs to community while keeping quality of instruction and certification .high. * To increase Pool fees, F 77,7 42004 , 2" T 0,0 �7 E541,11 k I.. .:Re tar Positions A uatics Coordinator TOTAL Full Tsrne uivalents 3.5 3.5 3,5 MAJOR 2001-03 ACCOMPLISUMENTS * Created OGolden Guards" lifd progtam * Offered both YMCA and Red Cross Lifeguard certification programs * Began Water Exercise Instructor certification courses * Created and offered 3 new vmter exercise classes MAJOR 2003-05 OBJECTIVE! S. % To become a prep-iiae U20 instructor Cerdfication. site in the County. * To increase numbers of Lifeguard Certification el asse s (thereby increasuiig. revenue). % To continue offering Aquatic classes and programs to community while keeping quality of instruction and certification .high. * To increase Pool fees, A Mural Activities DEPARTMENT,. Community ty Center ADESCRWTION PROGRAM: Cultural Services General Fred The C uluiral Activities Program is responsible for encouraging, promoting g axed providing for cultural development in the fine ants and perfonTiing ars (crafts, an, music, dance, drama). Activity goals are: 1) i prove :quality of life for residents and visitors to.Lodi, ) promote Lodi as a regional center for cultural activities, and, 3) develop long-term programs to enco.urage cultural gr vim. This activity has one major element: Cultural acti ty grants. Evaluate requests and recommend funding for local nein-profit organizations that prornote c€algal a;tivities (1 00 percent of the ctl ty). STAFFING F Y Ate' None - Staff assistance is provided ffirough the Cca cmity Center, * 2003-04: Lodi Community Concert Association ($3,500) 0 2003-04: wadi Writer's Association (3,500 2003-04: Central Valley Youth Symphony ($11,080) 0 2003--14: Lodi Children's Chorus ($700) o 2003-04: Lodi Cormnunity Att Center (,$3,000) 2003-04, Lodi Community Band ($3,560) 0 2003-04-, Lodi Eastside Improvement Cornmittee ($1,800) 0 2003--04 Sandhill Crane Festival Art Show ($2,400) MAJOR OBJECUVES None 20013-044 CA Poets in Sebools ($2,800) 2003-04:A Pacts an Schools/Book ($3,000) 2003-04: AMP Press ($2,500} 2033-04: Lodi Historical Society ($3;9641) 2003- Troupe Cabana ($$,500) 2003-044: Stoci0on:,Syrriph na ($10,500) Z003-04. Lodi Arts Center ($6W) 2003-0C LUSD PerfC3nTAng Arts ($14,000) RELATED COST CENTERS Lodi Arts Ccs. Vision Grants (108029) Gravis t0 Cnsztiatat Grtota s .. Grants to Arts Gornrxtissitn Ire`ets25;5fi4) 530 $25.,23 $,30... 75;D.t(175,CDiI 0 RELATED COST CENTERS Lodi Arts Ccs. Vision Grants (108029) ACTWITY: t-Iwnan Relations FP 9; Community Development ACITVrrY DESCRIPTION PROGRAW Social Services FUND. CDBG & HOME Funds The Human Relations activity provides funding for projects and activities which address the needs of persons of moderate income, which elute slum or blighted conditions and which are urgent needs of the community. Activity goals. are: 1) an effective and equitable grant-in-aid program; 2) open lines of communication with organizations regardinghurnan and social. services; arid, 3) a positive image for the City. This activity has one major eluent: Grants administration. Evaluate requests and recommend funding for local non-profit organizations or projects which address needs of.persom with low or moderate income; eliminate blighted conditions; and meet urgent. needs of the community (100 percent of the activity). STAFFING SUMMARY None, Staffmg. support provided by Community DevelQpment COMWNITY & ECONOMC "VELOPMXNT COMMUNITY AND ECONOMIC DEVELOPMENT ACTT P Commissions and CommitteesPROGRAM: Planning DEPARTNMNT. City Council and Advisory Bodies FUND. General Fund ACTMTY DESCRIPTION One Cointaission. and two Conatittees advise and assist the City Council can planning, design and neighborhood prevention issues, Planning a ssion, Reviews and recommends changes to the General planta and .zoo regulations, hears appeals sof planning staff d visions, and reviews development and land use permit applications. Ttte goal of the Commission is to have a well-planned ed community with compatible land: rues, Seven public memo rs. We Plan and ArchitecturW Review Committee. Evaluates the site plaza and architectural merit of all commercial, €a inti-fa"Iy residential and public building projects. 'MeCommittee's goal is to have attractive and weal -designed development within the City. Five public members. F—istside Improvement Conimittee. Develops community -related activities to improve the quality. of life within the Eastside and throughout the City of Dodi by combating crime, drags, and blight. Coordinates civil actions against nuisance property owners from affected neighborhood residents, Assists with the development and implementation of programs in the community designed to reduce blight and foster community pride. Nine public members. STAFFING G S . Y None, Staff assistance is provided through the Community Development Department. SIGNMCANT EXPENDITURESTAFFING CHANGES Notre Continue ue to support activities. with. the Eastside Cozrztxzitte to improve the eastside com erc al :axtd residential areas. Develop recognized Safe Streets Now! Program to address nuisance activities adversely affecting residential neighborhoods, stackas gang and drug hoarse activity. continue to support the efforts of the Eastside Improvement Committee to develop a Community Improvement Volunteer Program which will assist th.e City with addressing nuisance issues can private property and in streets and alleys.. Implement aNeighborhood Beautification project on a predominantly owner -occupied Eastside residential `block which would offer immediate improvements to the front yards and building facades, lawn g Commissions/Committees (1004 55) 7 73 W.:� Staffing 1,575 3,36t� 3,'3 : . 3,360 ilttCommunications itties and ozr�zz unications 0 Q 0 0 SUDIDlies, l aterials and S: Mees 2,546 7,0 2,995 2,245 Minor Capital. Other Payments Total 4,121 14,360 6,355 5,605' STAFFING G S . Y None, Staff assistance is provided through the Community Development Department. SIGNMCANT EXPENDITURESTAFFING CHANGES Notre Continue ue to support activities. with. the Eastside Cozrztxzitte to improve the eastside com erc al :axtd residential areas. Develop recognized Safe Streets Now! Program to address nuisance activities adversely affecting residential neighborhoods, stackas gang and drug hoarse activity. continue to support the efforts of the Eastside Improvement Committee to develop a Community Improvement Volunteer Program which will assist th.e City with addressing nuisance issues can private property and in streets and alleys.. Implement aNeighborhood Beautification project on a predominantly owner -occupied Eastside residential `block which would offer immediate improvements to the front yards and building facades, lawn g Commissions/Committees (1004 55) COMMUNITY AND ECONOMICLOP ACT _orroz unity Improvement 10 DEPARTMENT-,, Community Development AC US ; 'ION PROGRAM: Community Development General Rmd Responsible for the interpretation and enforc mens of the Housing Code, the Dangerous Building Code, State lags, and the Lodi" Municipal Cade, as they pertain .to substandard and dangerous dwellings and buildings, and blighted or nuisance r€opertties.throughout the City of Lodi. This activity has five major elei enw Community. Improvement, ent, The administration and clerical duties which support all activities under tile. Community Improvement Division, This includes the staff's support and participation with community groups and factions, as well as the development and implementation of an education and information program to educate residents and prop M owners of the existing property maintenance requirements as well as the minimum housing statidards (10 percent of the activity), Codi: Enforcement. The implementation. of a proactive 0"ide Code Enforcement:program and the response to complaints of substandard housing, zoning violations, and nuisance activities on private property, as a means sof eliminating blighted conditions ft ough€out the City of Lodi (60 percent of the activity). * Abatement, The abatement of substandard and/or hazardous buildings or properties by way of demolition, repair,. board- up or clean-up. All abatement costs are billed to the property owner and then placed as a lien if not paid (5 percent of the activity). ® CounrillConi.raission Support, Provide necessary support for the City Council, Pring Commission and. Eastside Improvement Committee ( percent of the activity). * Community Development Block Grant Administration, Administer the City's Black Grant Program,, monitor funded programs for Compliance with governing policies and legislation; and assist community groups with application pros ssing of requests for block grant handing (0 percent of the activity). COMM -UNITY AND ECONOMIC ., AC 'QTY: Coiamunity Improvement DEPARTMENT- Community DevelopmentFUND- 2003-04: Purchase Motorola Portable Radios (4) ($$,030) MAJOR ACCOMPLISHME, TS PROGRAM-. Community Development ® General Fond -- Not Approved Implemented code enforcement case file management system that creates more of a paperless file system as a ui=s of reducing file cabinet storage. Added an additional Community Improvement Officer position to better address the code enforcement caseload. Continued to expand the am al Spring Clem -tip activities to participate in the national Great American Clean -Up Campaign uoordinated through Keep America Beautiful, Inc. and their local affiliate Keep California Beautiful. * Increased volunteer activity participating in community clears -up and beautifications projects. MAJOR 2003-0OBJEC77VES Bring the Code Enforcement module of the Permits+ System on litre for managing code enforcement cases. Continue targeting proactive code enforcement on selected areas of the Eastside to address worsening conditions, Continue to develop education programs in collaboration with Central Vailey Waste in order to reach various target groups throughout the conununity to inform residents of the existing standards that will be enforced throughout the winmunity to eliminate blighted conditions and re uee substandard housing. Continue to develop working relationship with Community Partnerships for Families in order to bridge the gap with various ethnic groups in the community. ity. Actively promote the housing assistance pro num funded through CDBG and HOME, and other financial assistance programs available to property owners for the rehabilitation of their properties, and to cultivate potential home ownership for current rental housing occupants. Develop a Corrununity Improvement Volunteer Program which would be coordinated through the Lodi (Eastside) Improvement Committee, to assist the code enforcement effort in the overwhelming task of addressing property maintenance and nuisance issues. The Volunteer Program would also expand the Great American Clean Up project that we participate in with the Feels America Beautiful campaign. RELATED COST CENTERS € mmw ty Improvemem ( 6) Repair & Demolition (103209) -im , EEE�oCoinlatrsts .. received 403 700 750 75 Cases Generated 695 658 700 700 Cases Closed 652 718 790 790 Ips eotaaris l�adc �s 37 S,i8i3 5,7(30 5,700 RELATED COST CENTERS € mmw ty Improvemem ( 6) Repair & Demolition (103209) -im LI The Planning activity prepares and revises the General Plan, manages long-range planning projects and works with the Planning Con nission and Site plan and Architectural Review Committee; reviews development per il; ensures projects comply with. City development and lard use regulations; manages the City's growth management program; and, assists the public with inquiries or complaints, Activity goals are: 1) a well-planned community; 2) managed community growth and. change; 3) protection and preservation of erwironmenml resources, A) valanced econornm development; and S) a high level of public service, This activity has five major elements Long range planning. Prepare Ordinances and policies necessary for long tears development of the City; maintain and update the General Plan; evaluatc proposed annexations to the City; coordinate with the County and Council of Governments (COG) can planning and transportation issues; and update City malas and data base (15 percent of the etivity) . evelopz ent review and e viron ental assessment. Prepare Ordinances and policies aimed at setting standards for development and its review; process and review planning applications for compliance with applicable codes and Ordinances; coordinate with other departments in the review of projects; perform enviroiiiriei W nsess.ments and monitor environmental mitigation measures; avid respond to public inquiries on development issues g50 pereew of the activity), CouncHiCommission ffupport. Provide necessary support for the City Council, Planning Commission, and Site blah and Arzhitectural Review Committee (15 percent of the activity). &onondc development. Assist in the Cityy`s economic development effort, and provide land use, demographic and property information (15 percent of the activity). Department adrainistration. 'lists element includes the Department Head and provides overall fiscal and personnel mwiageaaaeiat foy the Depat-i e t. Additionally, rally, coordination betwoun Community Development staff, the Community, and oar departments is a major element (5 percent of the activity). -10 COMMUNITY AND ECONOMIC DEVELOPMENT ACTMTV, Cur-rent/Advance Planning PROGRAM: Planning DEFER ,W- Commuffity Development FUND: General and None 9 Filling the City Planner position MAJOR 20.03-05 OBJECTIVES % 2003-05, An update to Housing Element of the General Plan has been approved by the City Council and will commence activities during Fiscal Year 2002-03 and will conclude during Fiscal Year 2003-04. Anticipated project cost is $127,500. 2003-05 Re -enforce di's sense of place by continuously seeking to improve urban design within Lodi. 0 2003-05: Balance the competing needs for agricultural stewardship of the area between Stockton and Lodi with promotion of econo and social development. % 2003-05: Clearly commw-iicate Community expectations though an adopted Unified Development Code for the City of Lodi. 0 2003-05: Increase system and service efficiency by applying for appropriate competitive grant funds that are awarded to City of Lodi projects, 2003-05: Encourage and assist code compliance by providing 1,900 amival hours of public infonnation availability at the public infounation counter, 2003-05 Give clear and concJsc responses to 90% of public inquiries within 24 hours. 2W3-05; Encourage the orderly development of Lodi by performing 90% of building permit plan checks within 10 working days, 2003-05,,, 1ruplernent the provisions of the i3eneral Plan by giving thorough analysis to issues that will improve the quality of biformation presented to all parties. 2003-05: Increase the qwafty of life within the community by improving the level of customer service and satisfaction through staff development. LW Plaming Administration (I(X951) mm C' T' . Building and Safety DEPARTMENT. PROGRAM.,astzcColxnu ty Development tion Development General Fund Thc Building and Safety activity interprets and enforces to ad iii constructiinc�za � regulations and ncy, n d building codes i Ordinances t€ reflate co t zzc tiaza, caccupahandicap accessibility, energy efficiency aid life safety a� all �►tzild' rdinatctes i d, City of resp Activity goals are: 1) safe, sotazz and energy efficient buildings, �) compliance with Codes and Ordinances, and, t timely responses s W public inquiries, ` his activity taas Ive major elCrc& its: Pza(ctivzaaficazas Answer questions� offer of the activity), h1ferpretations about construction codes and regulations (1 percent Z� COnStrUction permits aWicatioa review, Review corastruction perazzit app}zcatiazas and plazas for cazzzplia ce withr 3P licable odes and Ordinances; issue perxzaits; and collect fees (iii peceaat of the activity) . €a►rorzri development, Provide assistance to t%e EcOnonlic Development Coordinator and business owners to encourage relocation in Lodz' (5 percent of'the activity), veiOpnt review a:caoaaztitana Coordinate permit applicaCioza reviews whiz other depxaaetsJagezzcies to ensurec.OmPliaazce, with ager development regulations (1P percent of the activity), Constructionplans inspection. Inspect c€ vitynzeti€ n projectsto ensure cOmPlianct with aides, Ordinances, pen-nW9 and apprc�v�d.pian.� (4 p�rz:�pi of the activity), -108 El ACTMTY: Building and Safety PROGRAM: M: Construction Development IS A � Community Development General Fund 2003.04: Reclassify Administrative Clerk II position to Permit `i`echnician ($10,()80) -- Approved Off. ACCOMPLISIUvWNTS Converted archived Tnicrofiche of issue blueprints from 1938 to preset to CD-ROM. The CDD staff can now access this information &om their personal computer. Begg expanding the " ACCELA Permits Plus" program to other departments, including the Fire Department. Provided education and tra€zing to division staff. 200305; improve the public service at the front which includes the hiring of a now Permit Technician, 2003-05-, Improvc communications with the eonstruction industry by having regular meetings, field visits and educational serniu rs. 3-85: Continue to offer training to division staff and provide in-house training to improve uniformity. RELATED CT CENTERS Building inspection (14 52) LJ !gOMMIMTY AND ECONOMIC DEVELOPMENT ACTIVITY- Engineering DEPARTMENT: Public Works PROGRAM: Construction. Development General Fund The Engin er-iug activity plans, designs and oversees construction of City streets, water, wastewater and drainage system in conformancr with the Gcncra.l:Plar4: Capital Improvement Budget and Development Policies; and, provides engineering senticas for moony €Mixer City activities and. special projects, Activity goals are: l) efficient, effective and responsive engineering services; 2) well planned and designed projects; and, 3) timely c€ rnpletion of projects within budgets This activity has four major elerraeow 0 Design. Prepare plans, specifications., contract documents and constructi€an estimates; advertise and award construction contracts; develop and update Master Plaids for water, wastewater, drainage and street facilities; draw and maintain all street, parcel mid utility system reaps; provide surveys for project design and perforin construction staking for City construction projects (44 percent of the e vi€y). @ Construction. Inspect and administer City construction contracts; inspect off-site iinprovernents of private developers; inspect street and underground irnprovrats made by other utility agencies under encroachment permits; and, prepare record (as - built) drawings of all public and private construction projects inspected (20 percent of the ae vity). Development service& Review Bial subdivision naps, parcel neaps, and off-site improv went. plans for private development; develop and irrtplement development incentives and ensure conformance with City standards and Master Manns; issue encroachment permnits for all work, parades and adder aetivities and rinses of the public right of way and utility casements; Inanage iinpact fee program and, prepare legal descriptions needed for annexations, easement and street vacations and acquisition of rights of way, public utility casements and property (20 percent of the activity). Traffic engineeringa Design the CiWs traffic control systems; respond to public questions and complaints; conduct field investigations and prepare studies/reports on loading zones, pedestrian crossings, school crossings, parking and restricted parking zones, speed irons and installation of stop and yield signs and traffic signals, and review private development plazas for traffic inapacts, parking lot layout and on-site circulation (16 percent of the activity). COMMUMTY AND ECONOMIC DEVELOPMENT AC e Engineering PROGRAM: Construction Development E N'r, Public Works FLND. General Frond SIGNINCANTEXPENDITURE AND STAWING CHANGES 2003-04:Rc-class Engineering positions ($26,400) — Defer one year MAJOR ACCOMPLISHMENTS 4 Completion of utility nester planning for Westside Plarming Area Cornpletion of Lower Sacramento Road construction project 0 Completion of Turner Road, Lower Sacrament Road South and Kettlernan Lane Gals Closure Y-oadway design..prgiects Completion of project No, 1 of WaterfWastewater Rehabilitation program 2003-05: P pare 5 -year Capital Improvement Program 2003-05< Updaw Construction Speeffications and Design Standards 2003-050 [update Development InTact Fee Program. 2003-05: update Utility Master plans for storm drainage and sewer collection facilities RELATED COST CENTER: General Engineering (103021) L D 11 ACTIMY. Economic Development DF,PARTMENT* Administration PROGRAM: Economic Development General Fund The focus of the Ecollalil1C l et eltrpMent activity is to plan, organize and coordinate the Economic Development and Revitalization Program for Lodi with other agencies and organizations; promote job growth; and, market Lodi ass:a regional usincss center. Central City Revitalization is continuing to run a successful course. Efforts am ongoing to attract quality indwtry to Lodi and continue to diversify our economic base. Activity goals are. 1) ,recruit new businesses; 2) retain and expand existing businesses; 3) create a "business friendly" atmosphere for conducting business; 4) promote a competitive fee and tax environment.; ) assist business ventures; and 6) market Lodi as a business and tourist center. This activity has four major elements: City relations vdth business commurAty. Establish and maintain day -today communication with business community and business organizations to identify issues, concerns and interests of existing businesses, potential new businesses or business organizations; and, coordinate with City staff and other agencies to suggest sound "business friendly" policy and provide answers to regulatory refo and/or streamlining City services (ZS percent of the activity). ko Revitalization and beautif ca ioun Continue to work with business and property owners to develop plaits, projects and incentives to revitaliU business in existing Conunercial and Industrial ogles; assist and coordinate with.. community groups to sponsor paublic events, trade fairs and activities in the downtown and other Commercial Business Zones to attract shoppers to Lodi; i; and, act as Project Manager for the City for projects and programs budgeted by the City (�ouncii (45 percent of the activity). Funding economic development activities. Plan and develop strategies to fund economic development projects and programs (public-private partnerships, Redevelopment Agency, Assessment Districts) (20 percent of the activity). 41 FluaneW owsbUnce. Recommend, administer and manage financial assistance programs budgeted by the City Council to assist businesses and property owners, expand business and/or create new jolts (10 percent of the activity), -11 0 COMMUNITY UNI` ON DEVELOPMFNT AC ' 'rYr Econoinic Development DEPAR` ' Q A . ° °stration SIGNWICANT EXPFNbffURE ANDSANDSTAFMG CHANGES None MAJOR ACCONWLISHMEN17S PROGRAM, Economic Development General Fund Downtown Revitalization fOngoing) Completed ted construction of Lodi Cinerm Stadium 12 megaplex theater Completed downtown theater -retail marketing program Doynitown business recruitment activity ("2" Illuminate, Downtown Market & Deli, Quizuos, Lodi Cooks., Mirror Mirror, School Street Bistro, Rosewood Grill, Minerva's Furnii.ture, Dermal Claziicy, House of Iron, (ane -Eighty Teen,Center, A Waste of Heaven, Abigail's Cottage, Plaza 'Videos, Cafe Yogurts & Sweets Co., Itnn-dgeants's Corner, The Wine look, Scooters Restaurant, Slices lay Me & Ed's, Coldstorbe Creamery, Lodi Sporting Goods, Do ler's ,Ski Cottages Cita Go's) Downtown Property Investments Lodi Marked:n Program (OZ10is1 ) * Update San Joaquin Partnership marketing brad urf, (Completed) Expanded trade show participation Member World Econwy:�ic Development Alliance ("WEDA") and VMC Alliance Group Outlook Magazine Advertising Campaign Econoniic Development Media response packet and Marketing Brochure (In process) Economic DevOopment Web. page (Under Construction) Lodi I ustrIM/Commercial B sium Attraction/Retention Program Mondavi warehouso(distr bution expansion (Completed)) ® W izrt .& Rases Country Inn expansion (Ira process) Lilstre-Cal Nameplate re.localioaalexpar ion (In process) American Master—Tec Scientific Inc, relocation/expansion (In process) Cottage Bakery Industrial Plant expansion (Completed) Diener Precision Pump,. LP project (Completed) Lawes lio e Improvement tenter Project (In process) Miller. Packing Company relocation (Completed) Mem Maids (Completed) Starbuc-k's Coffee (Completed) 99 Cent Only (Completed) Scott's PPE re.Iocation On Process) Rebello Racing 170=06n (1 11 Process) 0 Villa `.f ss mlocatioWexpansion (In proecess) 0 Marshall's S epaz' ment Store (In process) i Cas-Cande Pitto Winery (Completed) 0 € Gird Street C66 (Completed) 0 Gewekc Lodi Dodge/ hryslerf eepl Kia Dealership relocationlexpansion (Completed) 0 Medical Rattle Care Services (Cornpl ted) Debbie9sPart palace (Completed) The CerarrnC Soume (Completed) 13 11 COMMUNITY AND ECONOMIC DEVELOPMEW ACSTVITY; &onomic Development DEPARTMENT: Administration PROD &ozaQmic. Development FUND -General Fund General.Econonde Development activities * Evaluation of City's plan check and permit proccss (On going) Tdontificadon of anne able land for IndustriailBu6ness Park use (On going) Expansion of 1 omitov a Fagade Program district boundary (Proposed) Participation with San Joaquin Partnership businf�ss recruitinent activities (On going) MAJOR OBOWTWES 0 2003-05: Continue to ,promote Downtown RevitaUation 2(03-1}5: Expand Lodi Marketing materials ?ad prograrns 2033>05: Coordinate & expand City's Business Attraction/Retention Program 2003-05: Continue to support the San Joaquin Partnership and other agencies in their efforts to promote local and regional econoi is development activity 0 2003-05: Intensify efforts to market City -awned industrial property 3!' Z ? ? q$ ✓ �yi S6x�3 f�yst Iraeaatvo.aeisa eIlcsw a .s A„ ili`"�Cs 15 FS,"A'l Y3 d;"Y� 15 r.:M ...., FT'X', 25 yRiRA 25 Ittr e c3.'ind stries Contacted Ip 10 i d o a Retail Contacted 15 10 15 15 -Lar Business. Retention Visits er Year 20 12 24 24 Client Alert Res oases . 20 2.5 25 2 Promotions/Advertisement Activity 5 10 10 iQ RELATE D COST CENTERS ono is Development (10043 1) COMMUNITY O DEVELOPMENT Lodi C onrerence and VWtors Bureau ($f 30, ) Highway Advertishig ($34,500) Fireworks - July 0 and New Yew Eve ($36,000) Lodi District Cbamber of C o erre ($25, ) T SIGNIFICANT EXPENDITURE AND STAFFING CHANGES 2003-04 Downtown Lodii=i e s Partnership ($43,000) 2003-04 ItenW of server for wets interaction ($2,720) D-115 Not approve Approved commUNITY AND ECONOMIC DEVELOPMENT A Community Promotions DEPARTMENT: Administration PROGRAM. Economic Development General Fund MAJOR 2001®1 ACCO L I All Veterans` Plaza construction and dedication * All veteran,,' Plaza Foundation cNair Neter` Day Parade a d Celebration « Lodi Firefighters' `Fill the t" fundraising event 1CMA Performance ce easurer e t program City of L" United Way Ca paip United Way Community Council Cavity Hall HogpiceTree Lighting Annual Parade of Lights ® Downtown co. structiou coordinator for Theater, Parking Structure, Elm Street Promenade * America Clea —up campaigzt United Way Community Day of Caring event United Way Mini -grant program coordinator Chair of the Lodi Chamber of Cornmerce Small Business C:c nunittee MAJOR€ OBJECTIVES + All Veterans' Plaza Foundation fundraising lCMA Perfon. nance Measurement Program City of Lodi United Way Campaign United tray Conununity )ay of Caring event (Muted Way . Community Council cil * Annual Parade of Lights City Halt Hospice Tree Lighting D-116 ilill riq . FA D 11 11 GENERAL ANT AC"T"IVITY; City Council PROGRAW Legislatio.D and Policy DEP I`: City Council axed Advisory Bodies 9 General Foal ACIIVITY DESCRIFTION 7111 City Council activity governs the City of Lodi by enacting and enforcing laws, policies and regulations concez ing municipal affairs, subject only to hTnitations and restrictions provided in the State of California Government Code and Cox tittiC on. i~ifteen advisory Colmnissions and Ccsrurt ttees assist the City Council with this work, activity goals are: 1) opcn, informed and democratic public decisions 2) respoRsive and appropriate legislation; 3) efficient area effective execution of adopted imus, policies and regulations, and 4) provide cities with the hest services and facilities within available resources, `1'bis activity .has three major clements: Legislation, Enact Ordixtauces, apPM riatiOus and Resolutions; and, .review compliance with adapted laws, policies and regulatio .s (45 percent of the activity), poUcy, Review and adopts plans which wide decisions and actions of the City's activities and capital investment projects (45 percent of the activity), 0 SupervWonm direct mid evaluate the City Manager, City Attorney and City Clerk (10 percent of the activity). SIGH CAMF EXPENDITURE AND 'AG CHANGES * 2003-04- Council Chamber podium projector and computer Nuipment ($6,3911) MAJOR ACCO LI NTS * Outlined in the Major City Coals secdon of the Financial Plan MAJOR C S % 2003-05; Outlined in the )Major City Goals section of the Financial Plan, RELATED COST CENTERS Council (100103-117) C:7 GENERAL GOVERNMENT uvrm City manager DEPARTWNY, Administration AC'nVITY E : Y PROGRAM* General Adn h istration General Fund The City Manager activity implements City Council Legislation, Policies and Regulations; provides infomation and recommClIdAtions to the City Coluicia; directs delivery of City services; and, manages implementation and accomplishment of City goals. Activity goals includo: l) roster an informed public decision making process; 2.) responsive, effective and efficient City se aces; and 3) cffective City management. This activity has four major elements: « Direction and leadership. Build consensus for projects and for problem salving; focus on proactive rather than reactive actions; encourage creativity and leadership fWM all emPlOyees; establish Priorities, empower employees to male decisions; anal, maintain financial stability for City (40 percent of the activity). Advising and assisting the City CouncH. Recommend actions to Council; orient new Council members on the operation and functions of City Government; recommend Legislation, Policies and Regulations; establish effective employee relations and conduct labor negotiations; provide for review of services, assist citizens with Council requests; staff Council appointed Boards, Commissions, Committees, and TaskForces; represent the City with ether government agencies; anticipate problems; and, resolve conflict (40 percent of the act! ty). Commurtlty relations. Encourage citizen participation; promote citizen awareness and education; maintain effective communication with etre news media, Iodi Unified School District, Chamber of Commerce, and other agencies; understand community demands and expectations,, and, foster effective relations with community and interest groups (10 percent of the acti ty), Promoting the City's future. Advocate evolving technology and utility service levels; foster str°orig economic development Opportunities; Qnsure effective short and long range planning for land use, service levels, capital facilities and resources (10 percent of the activity). MY ��l>�, �- �� .9y{�``s�'f` ✓,4 ij,i ��:q YR i'*e €G'�t� 'tr:f�3+E llb�d. '�`$�`n f: � Fl �, :Y�J tkiYen^k'��i j � T "9�`v��E, `.: `hf Y. �r:3 .K�tf x ,,�� +"'•..x>�W�'/$u' 1 Y+'�� .'..P� �Y +,>> �a a+k'�* �� '�, ;t ..�. �`Ft, S�S�ti�_i'j� Staftaza 377,634 380,410 419,765 448,610.: Utilities and Co t€ ications 3p106 4,500 4,500 4, 00 Su lies, Materials and Services 19,1.57 34,560 25,4 5 25,4.85 Minor Capital� 11201 1 1 0 Other Payments 0 0 0 Total 400,613 419,410 449,750 478,535 >* _�, .�. -` 4" ''@@�yp �# i �u ty4 �.� -r ''t ■g�,�.w �p�.a a a t t� � r.� � � � (+ �+ �� y �-3 « ,f fte ar Positions Cit Mani y qq i De . t citymarlager 1 1 1 0 tssts'tant Ctaa� 0 0 0 -aria erxtet final st 1 1 t 1 Secretar F to the Cit Maria er 1 1 l l TOTAL AL 4 4 4 4 Tena Grary Positions Full Twie E uivalents .5 .5 5 s5 GENERAL GOVERNMENT ACTwITY. City Manager O General Administration DEPARTMENT. Administration FUND, Geriend Fund 0 SIGNIFICANT EXPENDFRTRE AND STAFFLNG CHANGES 2003-04: Reclassification of Deputy City Manager to Assistant City Manager, ($6,(30}) --Defer one year MAJOR 2003 - 2005 ACCOMPLISHMENTS Implemented Public Art Policy for the City of Lodi * Worked with local and state representatives and the League of California Cities to oppose 5 1717 in order to develop an acceptable ,state policy Provid ed job oppornarrities for disabled Negotiated M Us with newly establishedMid-Managers' bargaining group and I EW * Paved. over tracks on Lodi Avenue * Promoted Community and Cultural Activities such as Celebration on Central, IAds light Out, Light Parade, Paldstani independence Day Meta, United Way Cararnunity Day of Caring, South Asian Culture Club, Administrative staff represe tati0n On Local Child Care Planning Council, Lodi Boys & Gir'lw Club, Crime. Stoppers, Lodi Memorial lits.spital Beard, Lodi House Board, Leadership Lodi Steering Committee, Coirnrr unity Partniersh p for Families, Lawrence School Safety Committee Designed, funded, and began construction of new Prance Department Facility Completed downtown parking. garage Completed conceptual designs for neva Animal Shelter, Aquatics Center, Indoor Sports Center, and De ennedeiti Park Dcvoloped, implemented, and administered two-year budget and financial plan MAJOR 2003 - 20050WECTIVFS * Respond to and support City Council o Promote Community and Cultural Activities such as o Parade of Lights o Celebration on Central o Kids Night Out a South Asian Culture Club events CJooh, Aaah Fe tival o United Way Community Say of Caring, City Campaign, and Community Council * Salvation Anny shelter relocation * Complete construction of Public Safety Building 0 Develop alternate funding sources for capital projects and ongoing operating expenses a Pursue new privatization opportunities a Continue to expand services available on City's web site 0 Develop ongoing strategies to address fiscal uncertainties # Conduct Public Survey 0 Complete competitive selections process for a financial audit firm * Develop, implement, ent, and administer two-year budget and financial platy 6 Develop " rapebeir Strategy i Adopt project area for the RDA 4 Promote retail growth in 1X4 0 Partner with the Lodi Unified School District to support and encourage ongoing Joint Facilities Use Relocate Finance Department and lease unused space in the new parking structure Conduct, review, and evaluate the fay owing service program o `after School Programs o Aral Shelter and Control Services o Downtown Lodi Basi nese Partnership, Lodi Convention and Visitors Bureau, Lodi District Cbambpr of Commerce, San Joaquin Business Partnership D-119 G ..G R. A City Mauager PROD General Administration DEPAR $ NT' Administration General Fund RELATED C01,4T CENTERS City Manager (100401) -120 GENF,RAI, GOVERNMENT C I TY. Solid Waste Management ent ', R '. Public Works ACTMTY DESCRIMON PROGRAM- ® A€. xtinistration Services YUNDa General Fred The Solid Waste INI.ana crcen€ activity oversees residential, cozr nercial collection franchise agreements and the industrial pennitting and collecd€ n m the City of l_,€sc1i. This activity is also msponvsible for the development of refuse and recyclable materials processing prograTns for all forms of collection. The City of Lodi is noted for the superior quality of refuse services delivered to its citizens, the professional image of staff and equipment presented by the franchise collector to their customers, and statt-of the -art recycling techn alogy which has achieved high diversion rates in co forrrratr(,e with Assembly Bill 939 directives, Solid "waste Management activity goals are: 1) provide efficient and reliable stolid waste collection and disposal services for residents and businesses in .Lodi; 2) achieve rmximurn feasible diversion of recyclable and compostable materials away from the North County Landfill widtin reasonable cast parameters; and, 3) erasure that ultimate processing and/or disposal of all collected materials is performed in cony iance with relevant Federal, State and Local laws and regulations, Staffing for this activity is included in Public Warks Administration. This activity has dire', Major el MODIs; Solid wuste planning and coordination. Review, develop and implement source reduction, recycling, composting and household hazardous waste management plans, Coordinate the planning process and actual program implementation with regional agencies (0 percent of the activity). Solid waste franchise ads° ` tratiM Ensure that all ftr m authorized to collect refuse in the Uiy of 1,cadi provide high quality servim,s and conduct their operations in compliance with the franchise agreements, Review applications for non-exclusive industrial refuse collection POn"its. Receive, evaluate and resolve customer complaints. Review rate adjustments as necessary (0 percent of the activity). ® Reporting, Review and verification of tonnage reports received from various jurisdictions. prepare annual diversion report that is s bzrAned to the Calif rnia Integrated Waste Management Berard. (10 percent of the activity). MAJOR 201 ACCO: U NITS Achieved 507o diversion of solid waste from North County Landfill by 20 as required by A 3939 Negotiated and ceornpieted new franchise agreement with Central Valley Waste Services 'MAJOR 2003-05 OBJECTIVES 0 203-05; Create enterprise fund for Solid Waste .i aua emont activities * 2003-05; improve commercial and construction1demolition recycling 0 2003-05: Coordinate and implement departnaent recycling policies and procedums }-121 s,",?34:Si„,'r%'� z�'+Ft, ✓,, ? h";_ !:.'". B'YSY.t%��' .. .. .r :,`,.. >... , i. ,. .., Refuse .astotr[0r°8 Serviced 21,328 21,729 21.,945 22,165 Total Tonma 165,358 1674012 168,682 170,369 Tons Recycled 45,096 45,547 46402 46,462 Tons of:Green Taste 31>061 31,372 31„686 32,003 Tors of 1odstrral 'act 238042 23,272 23,505 23,74€1 }-121 GENERAL GOVERNMENT ACTIVITYPublic corks Administrat on Al ' A a Public Forks r PROGRAM., General Administration General Fund 'The Public Works Administration. activity provides overall direction, administrative support and management for the following Public Works divisions: Engineering, deet and Facilities Services, Streets, Transportation andWater/Wastewater; adtimisters the Solid Waste franchise, provides clerical support for Public Works Administration, Facilities Maintenance, Engineering and Transpotiation; and, handles property and right-of-way acquisition„ Departmental Safety Program and budget administration. Activity goals are: 1) responsive, pr€ fiessional and courteous services; ) efficient and effective operations; and, 3) well designed City facilities. This activity has six major elements: Clerical suppor L Prepare correspondence, Council Communications, reports and specifications; organize, maintain and research correspondence and computer files; handle City vehicle registration, contract documents, purchase Girders, claims, public counter inquiries and complaints; answer phones, and, relays radio messages (30 percent of the activity), Project management, Handle labor compliance requirements on Public Warks construction projects; oversee design, construction and admitiistration of building projects; and, resolve all major pro€rtezns on City construction projcc ( percent of the activity). Department management & representation. Establish Department zanies, policies and procedures, monitor and evaluate department activities; develop team building and employee recognition programs; and, represents the City with other govenuneut agencies, private fmus and organizations (0 percent of the activity). enterprise management. Overseee the water and wastewater utility services and the solid waste contract and ensure c€ nfunnance with Federal, State and local health requirements (Q percent of the activity).. Budget admin tratiotn. Coordinate and compile the total Public Works Department Operation and Mainternance Budget and Capital Improvement Budget; review and approve all Departmental procurement documents and purchase orders; ensure expenditures conform to approved budgets (10 percent of the activity). Personnel adr uistration. Develop Department policies and work rules; interpret City personnel rules, policies and employment contracts, develop and coordinate in-service safety and training programs (5 percent of the activity). GENERAL GOVERNMENT A Public Forks Administration . r$"AR NI i o Public Warks SIGNIFICANTEXPENI)ffURE AND STAFMG CHANGES None IMAJORACCOMPLISHMENTS ® 1111plemented ?public fety Building ster Flan and began construction. Reactivated Department Safety Program and began process of updating department 11PP. Projects included are: CPR Recertification Respirator fit testing Established health provider alternative for workplace related injuries (Ham Lane C'hnic and Kaiser k'er nente) AJAJOR 2003-05 OBJECTIVES 0 2003-05: Completion.of Public,. Safety Building and other Civic CQnter moves 0 2003-05: Update Sired Tree Maintenance policies and Procedures a 2003-05: Water upply lata niAg 2003-05: Ixra I(anent tion of Storm ter Management Program Public WorM Acixninistration (103011) l aaxtage to Property 0002 00) D-123 GENF,RAI, GOVERNMENT ACT City Attorney PROGRAM., Legal Services DEPARU14ENT: City Attorney FIJND- General Fund PACT M Y DE IO The City Attorney activity reviews, monitors and evaluates the conduct of City activities for conforr once with laws, re ulatio€as, policies and rums; represents the City in civil litigation; and ensures that violators of City latus are prosecuted. Activity goals are: 1) reduce the City's liability exposure; and, 2) provide timely and complete legal advice and services. This activity has five major elements: Legal review and advice. Review Ordinances, Resolutions, contracts and advise can employment issues (40 percent of the activity) . Advise and assist the City Council. Orient new Council et hers on the services and finetiozns of the City Attorney's Office., advise and assist the City Council and staff with suggested and existing legislation, policies and regulations; process citizen: requests; anticipate problems; wid, assist in resolving conflict (10 percent of the activity). Legal representation. Represent the City at Council meetings; defend the City against litigation and claim; and, represent the City with other goverinuent agencies (30 percent of the activity). Document. preparation, Prepare Ordinances, Resolutions, contracts, legal pleadings, reports, correspondence and ether legal docents (10 percent of the activity). 0 Enforcement. Enforce and prosecute violations of the Municipal Code (10 percent of the activity). None MAJOR ACCO 1aIS NYS Successful litigation concemin TCE/PC MAJOR 2043 +S 2003-05: Continue litigation concerning TC IPC RELATED COSI` CEN -MRS Coumei and Legal Advice (10035 1) -124 GENERAL GOVFRNMENT ACTYVM, City Clerk DEPARTMENT: City Clerk ACTWITY DESCRIPTION PROGRAM: Records Administration FUND: G=eral Fund The City Clerk activity records and preserves all City records as provided by the State of Califs mht Government Code and provides support and information to the City Council, public and staff. Activity goals are: 1) open and informed public decision making; 2) complete and accurate records of Council actions and policies; and 3) prompt response to requests for recorded information, This activity leas eight major elements, xformation a isle i anon. Prepare and coordinate publications, process ordinances and resolutions, past public hearing notices, and ocher actions as required; respond to requests by Council, the public and staff (20 percent of the activity) - Agerasia prepar°at on. Goorftate and schedule Agenda items; and, review, assemble and distributeAgenda packets (2,5 percent of the activity) W Boaz,ds and Commissions. Dost for Boards and Commission vacancies, coordinate appointments, maintain Rester of Boards and Commissions (over 120 positions), prepare Annual mescal Appointments Lists pursuant to Gov. Cade 54972 0 (5 percent of the activity), Records management. Record and preserve Council Minutes-, manage official records (Ordinances, Resolutions, Dreds mrd Contracts); update and distribute arcual City Directory Assistance ballets, and, codify Lodi Municipal Code (5 percent of the activity), City Council support services, Coordinate gavel arrangements and prepare all necmary financial dao cats; schedule appointments; trach events and prepare weekly, monthly mid annual calendars; and, prepare Council correspondence (10 percent of the activ°ity). Ministerial ditties. Administer Oaths of Office; attest and seal official doc€unents, receive claims against the City; process cerL in pennits, contracts and agreements; and, prepares official certificates and proclamations (5 percent of the activity). Statements of Economic Interest & Campaign Statements. Fulfill duties of the Filing Officer as specified in Section 81010 of the Political Reform Act (5 percent of the activity) . protocol Officer of the CityP plate for and assist in carrying out a multitude of functions, ceremonies and events on beliaif of the City and efty Council (5 Percent of the activity). mm U 11 GENE RAL GOVERNMENT C ITV; City Clerk DEPARTMET City Clerk PROGRAM. Records Administration 0yaeral Fund SIGN,aFICANTEXPENDITURE AND STAFFINGCHANGES 0 2003-p4: part I - Consultant service ($9,975) Not Approved 0 2004-05 ; part 11 - Consultant services ($15,280) sw Not Approved MAJOR ACCOMPLISMMNTS 2001-03: Complete data entry of contracts into Access program - COMPLETED ETED 2101-03: Process and image the following documents into the Martis program Council C ommiliaications 1975 to 1993 PENDING Resolutions 1975 to 1983 _ PENDING Ordinances 1975 to 1997 w PENDING Elections 1975 to 1995 - COMPLETED 1975 to 1989 and 1994 to 2002 ip 2001-03: Convert fro .binders to open shelf, end talc folder filing system - IN PROGRESS 0 2001-03: Create and maintain City Clerk's Web Pae - COMPLETED MAJOR OBJECTWES a 2003-05: Complete pending objectives from last budget report Q 2003-05 Develop and institute electronic: Council agenda/packet 0 2001-05: With guidance of constiltant, develop citywide records management procedures manual & training. i '2004-05: With guida€ pe of consultant, develop citywide r or°ds retention schedule, customized for the City of Lodi 2003-05: Complete conversion from Fortis to custom electronic records management program designed by ISIS RELATED COS: CENTERS City Clerk Administration (10 01011) City Couneil Protocol (107120) 11 GENERAL a 'T ACTT � Elections DEPARTMENT: City ClerkFUNP POG Mk Election Administration General Fund The Elections activity conducts City elections for elective offices, initiatives, referendums and recalls. ActiviV goals are: I) elections which conform to € e State. El tions :ode; and., 2) a high levei of voter registration and turnout. This activity has two major elements: Election administration, Conduct regular and special elections: process and certify nomination and candidate statements mid citizen generated petitions; prepare and advertise legal notifications in compliance with Mate regulations; review and update the City's Elmtiog Manual, and, assist with voter registration and absentee ballot application (0 percent of the activity) . Disclosure reporting. Process and file campaign Financial Disclosure Statements; and oversee preparation of candidate conflict of interest Stwoments (20 percent of the activity). SIS ANT EXPENDITURE STAFFING CHANGES None MAJOR. AGCi LISH NO`S 0 2001-03 Reorganize and streamline internal election related procedures and instructional docia tents — COMPLETED MAJOR OWECTIVES R 2003,05 Conduct a nos- problematic General municipal Election in 2004 Id Eleotion 4- RELATIM COST CENTERS Election (1001.02) Eleetion am-ls preparett IS 1 Number of candidates in Election 10 � € ssist voters with Elec:tiog info 200 5,010.111, 200 500 RELATIM COST CENTERS Election (1001.02) ACUMYz Human Resources DEPAR . Mr- Duman Resources A(,—ffVffY DESCRIPTION PROGRAM Administrative Services General Fund The Human Resources activity is responsible for deve) ping, advising and implementing Human Ttes nrce progrwis through policies, rules, regulations arrd legislation; advising employees, City management staff and Council on personnel matters and relations, promoting compliance with existing personnel polieies, rules, regulations and legal mandates; overseeing the City's Classification and Compensation Program; and, developing and administering employee training prograrns, Activity goals are: 1) rec:-ruh and retain highly qualified,well-trained and motivated employees; 2) provide responsive and professional service to City employees and the public; and, 3) follow fair and objective personnel practices. This activity has six major elements. Employee recruitment And selection. Develop creative and innovative recruitment and retention strategies and conduct examinations for hiring employees (20 percent of the actWity), Benefits administration. Manage the City's benefit programs- health insurance plans, retirement services, employee assistauce services, long- iTu disability insurance, deferred compensation, flexible spending plans and other City benefits (20 percent of the ractivity), Eniployer/employee relations. advise and assist staff in resolving complaints in the workplace and in interpreting employment agreements ( OU's, policies, roles, etc.); advise and assist in preparing disciplinary actions; advise arta assist in negotiation of employment, compensation and benefit agrecuionts; nand€ret and analyze negotiation surveys (ZO percent of the activity). 0 AdminWrative services. Coordinate personnel support services to include' processing employment inquiries/verifications, pre-employment and fitnessfor duty medical exairdnations, drug testing and personnel actions, performance appraisal managernent; maintain official personnel files; and develop and maintain official personnel policies and procedures (30 percent of the Activity), Classification and pay. Develop and maintain the City's position classification and pay system; evaluate and detenrtine emplayee classif€cation and pay for new and existing positions; and, maintain official classification and pay plan (7 percent of the activity). Equal ea ploy tent opportunity and affirmative action. Ensure employment decisions are nondiscriminatory and do not present arlificial barriers to recruitment, examination and promotion practices; develop, maintain and monitor City's Affirmative Action flair, and respond to Equal Employment Opportunity Comniission and Department of Fair Employment and Housing c aomplaintts of alleged. violation (3 percent of the activity). SIGNIFICANTEXPENTPT'n,RE AND FSS AFMG CHANGES None MAJOR RCCA, LIIS HMENTS 40 Conducted 82 recruitments from beginning of fiscal year 2001-01 through December 2002, • Processed 1,650 fingerprint clearances from beginning of fiscal year 2001-02 duough December 2002, • Conducted arae ual sexual hargssment traUdng for all new employees. • Hosted the annual International Personnel Management Association Central California Chapter (IFMA -CCC) conference (attendees included 125 participants from neighboring communities) • Placed Citywide job specifications on website. • Maintained City recognition program - Employee of the Quarter and Employee of the Year, • Organized annual Employee Service Awards. qt Creation of Human Resources Database to hold all -mployee information, • Held Employee Assistance Program workshop on "Holiday Blues". • Organized collectioa of "Shoeboxcs for Soldiers" in conjunction with the Red Cross, Air Force Reserves and Fresno State University (from employees to be delivered to soldiers overseas? ,a 1znpJcwensed Veteran Preference Points policy and procedure. implemented Fingerprinting policy and procedure. Completed thirteen classification actions for 2001 mid nine for 2002, Completed 12 issues of "Vine inn" employee newsletter. Coordinated Citywide involvement with local schools in the commemoration of die "National Celebration of the Young Child". Negotiated labor contracts with Electric Utility (IBEW) and Mid Management (L MMA) bargaining units. MAJOR 2003-05 OBJECTWES * 2W3-04: Conduct negotiations with Police Mid Management, General Services, United Firefighters of L" and Maintenance and Operators bargaining units. * 2004-05- Conduct negotiatioas with Dispatchers and Police bargaining units, 0 VAdju ACTMTV; Human Resources PROGRAM: Administrative Services 200"5 DFP T- Human Resources FUND: General Fund SIGNIFICANTEXPENTPT'n,RE AND FSS AFMG CHANGES None MAJOR RCCA, LIIS HMENTS 40 Conducted 82 recruitments from beginning of fiscal year 2001-01 through December 2002, • Processed 1,650 fingerprint clearances from beginning of fiscal year 2001-02 duough December 2002, • Conducted arae ual sexual hargssment traUdng for all new employees. • Hosted the annual International Personnel Management Association Central California Chapter (IFMA -CCC) conference (attendees included 125 participants from neighboring communities) • Placed Citywide job specifications on website. • Maintained City recognition program - Employee of the Quarter and Employee of the Year, • Organized annual Employee Service Awards. qt Creation of Human Resources Database to hold all -mployee information, • Held Employee Assistance Program workshop on "Holiday Blues". • Organized collectioa of "Shoeboxcs for Soldiers" in conjunction with the Red Cross, Air Force Reserves and Fresno State University (from employees to be delivered to soldiers overseas? ,a 1znpJcwensed Veteran Preference Points policy and procedure. implemented Fingerprinting policy and procedure. Completed thirteen classification actions for 2001 mid nine for 2002, Completed 12 issues of "Vine inn" employee newsletter. Coordinated Citywide involvement with local schools in the commemoration of die "National Celebration of the Young Child". Negotiated labor contracts with Electric Utility (IBEW) and Mid Management (L MMA) bargaining units. MAJOR 2003-05 OBJECTWES * 2W3-04: Conduct negotiations with Police Mid Management, General Services, United Firefighters of L" and Maintenance and Operators bargaining units. * 2004-05- Conduct negotiatioas with Dispatchers and Police bargaining units, 0 VAdju 2001-02 41 2002-43 41 2005-04 41 --45 200"5 574 588 590 595 RELATED COST CENTERS H=an Resources Admiluistration (100402) D-129 GOVERNMENT GENERAL ACLU I . City-wide Training DEPARTMENT: Human Resources ACTIVrrY IIS `Y`IO PROGRAM: Training Development General Fund Employees are the. City's most valuable assets. The Citywide training activAy is responsible for promoting a quality workforce by providing training and development opportunities for employees to increase productivity and enhance the overall effectiveness Of staff. This activity has one major eiemenv 0 Employee training and development. Provide programs that enhance the knowledge and abilities of City employees (100 percent of the activity). Staffing support provided by Human Resources Department SIGNCANS` FXPENDITURF. AND STAFFING CELANGES 2003-04: Hire a T�raining coordinator ($34,410) --- Not Approve 0 2003-05: Develop and implement Supervisory Training Academy 2000( Develop and implement Cast Savings Incentive Program WO RICA 2Qt1 � ' . - 2 4 mployees trained in preventi g sexual 56 6 =65 lias st RELATED0ST CENTERS Training ® Citywide 0 ) GENERAL GOVERNMENT ACTIVITY, Risk Management PRO( Ad€tzini=tive Services DEPARTMENT: Human Resources FUND: General Fund ACU'QTY DESCRIPTION The Risk Management activity identifies bass exposures to the City, develops acrd implements lass control techniques designed to prevent and'or control losses to the City's resources that can result fi-onr Hoose exposures, and monitors the effectiveness of the selected Ices control tecliniqucs, Activity goals are: 1) identify expostues to lass; 2) develop and manage programs to reduce loss frequenvy and severity, ?) ensue appropriate and adequate risk finaricing, and 4) obtain recovery or i derr.�azification for losses, The Risk Management activity contains the following components: General Liability: Receive and review all clairm against the City; manage claim investigations and adjustments.with the City's third patty administrators and appropriate City staff; determine liability and pursue appropriate action; and identify the causes (exposures) of claims to develop appropriate loss prevention and control techniques (15 percent of the activity). e Property ..€ass® Review all property losses; determine appropriate loss financing; evaluate property exposures and develop appropriate loss prevention and loss control tecliniques; and obtain indemnification and reimbursements when applicable (10 percent of'the activity), Workers, Compensatiow Receive and review all claims against the City; manage claim investigations and adjustments with the City's third paw administrators and appropriate City staff, determine liability and pursue appropriate action; and identify the causes (exposures) of claims to develop appropriate loss prevention and control techniques (55 percent of the activity). Injury and IllnessPrevention; Chair Executive Safety Cornmittce and mnage its activities including the identification and rrzitigati€rn of health risks in the workplace, irTlcme ntation of a safety incentive programa, and the. review of injury accidents to assess causes and recununend preventative measures; ezasure compliance with Federal and State OSHA regulations; coo duct and coordinate trainhig in safe work practices; and conduct health and wellness education and training ('15 percent of the actavlty). Risk Financing: Identify fy a d evaluate alternatives for financing accidental losses; select, implement and mar for appropriate retention, transfer financing and contractual risk transfer techniques, participate as a member of the hoards of Joint Powers ,Authorities and Risk Sharing Pools, purchase inderrrrnifrcation agreernernts; and review, evaluate and approve certificates of insw nee as evidence of the EVansffr of risk financing and contractual risk transfers (5 percent of the activity). GENERAL GOVERNMENT ACTIVITY: RiskManagement .O Administrative Services DEF `4 Hunan Resources FUND; General Fund SIGNIFICANT ENDITURE AND STAFMGCHANGES None MAJOR CvC: MPP ',STT Phased out Safety Buck Program and implemented new Safety Awards Program field. afety Awards BBQ Reviv0 regular meetings of the Executive Safety CorruT Tttee (ESC), ), °The ESC irnplernented the safety inspection program and provides suggestions and handouts on safety topics for deputmcr tal ineetings. * In conjunction with our third party administrator, insurance Consulting Associates, recaptured over $40,000 in general liability subrogation dollars, Changed Long Tean Disability providers, improving LTD benefits. s Collected and.. coordinated the, distribution of inf6nnation for Safe Driver T'zai g. * Held'Workplace Violence Workshop for all full-time erMloyees. * I lemented " BR Ai oil" bulletin to corrmunicate effectively with employees on an as -needed basis. MAJOR 2003-05 OBJECTIVE$ 0 2003-05: Update/revise Injury and Illness Prevention Program (11PP) 200305: Completion of Defensive giver gaining for employees 2003-05; Develop and inipletnent health and wel%ess education and training RELATED COST CENTERS disk Management po0403) D- 13`? GENERAL GOVERNMENT ACTInformation System PROGX4ft Administrative Services. DEPARTMIENT: Administration , General Fund The Information Systems Division (ISIS) activity centers on the City's goal to 'Enhance Access to Information' and the organization's increasing dependency upon accurate, timely information. High availability of needed information translates into faster, more accurate decisions, This leads to increased efficiencies and decreased organization—wide costs. IN maift functions are to develop; plana and coordinate the City's information systems, Inforzriation systems consists of personal computers, Lmw and Wide -Area Networks (LAN and WAN), Internet and 1 anet, computer software, telephone and wireless communications, telecom. wiring infrastructure, and radia equipment, ISD also provides ongoing centralized data processing and information access services and support for City Departments; provides advice and assistance to staff on ft use, application and operation of central computer systems; advises and assists staff in the utilization of applications and/or purchase of "canrteda' programs and applications; and, Maintains and operates the City's mid-range computer. Activity goals itaclude; 1) long-range policies aAid standards for acquiring, maintaining and replacing equipment and software; and 2) responsive avid on-going support and training for computer equipment and software, telephones, and ether miscellaneous equipment., 3) provide efficient, effective and responsive service; 4) maintain current programs and application at levels necessary to conduct operations; 5) assist staff in improving productivity through data processing and information service; and 6) maintain operations 24 houm per day, This activity has dwee major elerneuts: 10 Policies and standards. Develop, implement and manage Information System policies, standards, and specifications for cornputer hardware and software acquisition, maintenance, and replacement (15 percent of the activity), System development and support. Provide for systems development, on-going maintenance of equipment, and training of personnel to ensure foil utilization of equipment and software. Maintain and operate system applications (payroll, accounting, etc.) in support of City departments; maintain and operate general support applications (word processing, spreadsheet, etc.) in srtpport of City departments; and, maintain and operate peripheral equipment; maintain central computers; provide backup and recovery support; repair and replace defective equipment; monitor and "Yze uses of storage and operating capacity; and, recommend and advise on expanding hardware and software capacity;. enhance, design and implement systeffls and PrOgraMS to uneet user needs; correct, adjust and update defective applications; advise and assist users to update application; and, assist and advise users with changing application technology (45 percent of the activity), ® Syrgelw and equipment. Manage, maintain and support City equipment and systems including telephone, PCs, voice- mail, call accounting, radio and wireless communications systems, LANIWAN systems (40 percent of the activity). ACS 'a Infcwrxnation SYSt MS : Administration PROGRAM: Administrative Services General Fund SIGNInCANIT EXPENDM)RE AND STAFFING CHANGES 20()3-o4: Convert information Systems Division to a Department (no additional cast) -- Approved MAJOR ACCOMPLISIMENTS R 2002-03: C€ mbiued Information Systems staff and Data Processing esrrpicwyees, creating Information System Division 0 2002w03: Implemented Home Comfort. Discount program module Expand :additional wireless data services citywide M-03: Developed and implemented new Business License Tax system, including DLBP component R 2003-04: 2002-03; replaced three critical city servers (LPD, 1; City Hall, 2) On -litre Trairii g system available anywhere and anytime 2002-03: Installed replacement Uninterruptible power Supply unit 2002-03: Wireless data services to Carnegie Forum and City lull 2002-01 Replace€3. aging A 400 with new model 920 2002-03" Upgraded AS/400 operating system (OS/400) to Version 5 Release i 2002-03: Expanded disk storage capacity of central (A /400) computer 2002-03: Developed and implemented new employee traelcing system for HR 2002-03: Developed and implemented rsew online Service Request System 2002-43: Developed and implemeuted new Time Reporting System. 2002-03: Impaneled IT Advisory Committee involving all City departments 2002-03: Developed and implemented replacement for Fortis document imaging system MAJOR OWECTIVES 2003-05: Continuing development of Intranet features 0 200305: Develop IT strategic plan 0 2003-04: Fstablish written .Fission Statement * 2063-05; Expand :additional wireless data services citywide 0 2002-05 e Deploy wirelessLAN/WAN connections where possible R 2003-04: Establish users groups for major City systems 0 2003-05e On -litre Trairii g system available anywhere and anytime El GENERAL GOVERNMENT C .- Inforimfion Systems VEPARAd€ hii stra ion PROGRAM, Administrative Services General Fraud 2003-04: Continije migration to Windows 2i T (better stability) for the catire City 2003-04; f ,ontin e z ration to Office 24 (web enabled tools) for the entre City 2003-04; Upgrade of voice link between City Hall and MSC for improved reliabBity 2073-05: Maintain maximum security of data and systems using security software 2003-04: Eniaance utilization and. effectiveness of 3D Edwards software 2003-K Explore replacement of Or om billing system 2003- 04', Develop and implement report server for use by the enterlsrise 2003-04, Designate ISD as a City department 2003-04: Provide assisMuce to the Lodi Police Department for 4rapending move to new facility 2003-K Relocate ISTD to basement of Carnegie building RELATED CWT CENTERS, information Systems (10W I) ACTfVffy DESCRIMON The F�a cc Administration activity provides financial and other supporta services to include: frnatic;iai planning; preparation of Financial Play and. Budget document; accounting; cashier services; investment; billing and tax adx n stration; utility ureter reading; mail processing, purchasing, and collection services, activity goals include., 1) efficient, effective and responsive service; 2) accurate and timely reporting; and 3) protection of the City's assets i -ons unauthorized use. `mss activity has five major elements, Leadership and administration, plan, organize, coordinate and review services and activities of the Department; establish rubs, procedures mid polices to provide for day -today conduct of services, staff training and personnel management in accordance with City policies; faster and promote a positive and efficient work place; recognize and reward excellent performance; and, make decisions (10 percent of the activity). ccoun hrg and fWancial planning. Coordinate preparation of the City's Financial Plan and Budget; provide accounting services and financial reports; and, review=, analyze and evaluate financial procedures for accuracy and completeness; and, ,amide and direct preparation of financial reports, studies and plans (30 percent of the activity), Revenue management. Provide billing and collection services; oversee investment of City funds; manage and administer debt financing; and, develop cost recovery programs (30 percent of the activity)° Budgetpreparation and munagement, Advise and assist in preparing the City's Financial Plan and Budget; develop budget policies and prepare projections, analysis, and source data; prepare and publish the City's financial plan and budget; and, assist staff with budget preparation (15 percent of the activity). Support services. Provide administrative support services to include; administrative; collection; purchasing; meter reading; mail and distribution; and, other services authorized by the City Manager and Council (15 percent of the activity), GENERAL GOVERNMENT C' P Finance Administration DEPARTMENT: Finame None MAJOR A.CC` IJS ES PROGRAM: Administrative Services. General Fuad Worked with City's Financial. Advisor (PFM) on Genaeral Fund long-range financial plan Assisted Electric utility u2 implementation of new rebate programs and solar energy program Implemented crass training of staff to enhance efficiency and customer service Received G iA and. CSMFO awards on Financial Plan and Budget document Deceived GFOA and CWS FO. awards on annual CAFR Worked with Information Systems Department to develop an on-line bill payment program Worked on a more "C ustoracr friendly" simplified utility bill format MAJOR OMCTIVES 0 2003-05: Assist in implementation and training for Cather dep .ents access to 3D Edwards software N 213-05: Assist in implementation of "e" government access through such programs as e -bill W 2003-05: Implement a new "custcatner friendly" simplified utility bill format * 2003-0 5: Ensure smooth move of Finance from the Annex to the Parking Structure LATER COST CENTERS Finalice Adz i ,strati (103501) GENERAL GOVERNMENT Accounting Services DEPARTMENT. Finance ACTIVITY DESCRIMON PROGRAM; Administrative Services General Fund 'T"he Accounting Services activity Maintains and controls the City's financial records and books of original entry, prepares, analyzes and publishes financial reports; rords dent obligations; maintains cast accounting systems and fried asset records; prepares payroll and associated reports; and, pays. invoices for purchases made by City. Activity goals are: 1) maintain accurate and complete records; ) provide timely and accurate financial reports„ 3) provide quality service to employees and City customers; and, 4) protect the financial integrity of the City. This activity has five major elements., Leadership and administration, Flan, orgaT&e, ordinate and review the City's accounting operations and services; establish rules, procedures and polices to provide for day -tom -clay conduct of accounting operations; advise and assist the Finance Director and staff on accounting policies and procedures; foster and promote a positive and efficient work glace; recognize and reward excellent perfooauce�; and make decisions (10 percent of the activity). Accounting and reporting. Collect, organize, process, analyze and classify the City's financial tramactions for pmparation of interim and annual financial reports; distribute reports and respond to inquiries; maintain books of original entry and outer financial regards; and, conduct financial analysis studies (30 percent of the activity). Conduct annual audiL Assist independent auditors in conducting the annual audit; prepare and distribute the City's annual financial repo, single audit report and management letter; and, prepare the City's response to recommendations made by the auditors (1percent of the activity). Budget preparation and management, Advise and assist in preparing the City's Financial Plan andBudget; develop budget policies and prepare projections, analysis, and source data; prepare and publish the City's Financial Flan' and Budget; and. assist staff with budget preparation (15 percent of the activity)° ® Accounting service& Proyide payroll and accounts payable services; prepare and distribute reports; and, respond to employee and customer inquiries as required (34 percent of the activity). GENERAL GOVERNMENT AC YAmounting servicesPROGRAM: Administrative Services DEPAR'[WNTz Finance ce General Fund ]F d �'?T a :'�e '4C '•%$,, e�-Sx*"ir� 'S " 7 �}aSr r `,'t. Y t` a y }d 3 11zl-lmiiS'y' € e i j'€9- i h GS 4 ,`'' "Y i 4"� 2 4.4 Re char Positions: Acco titin y ,Senior Accmintgant 0 0 i 1 Acuounp ant Finance PTt�,'hnician 2 2 2 2 Ac countin Clerk 3 4 4 4 Total 8 10 to 10 SIS Ali' EXPENDITURE AND STAFFING CHANGES None MAJOR ACCOMPLI , NTS Assumed the responsibility for the IDE Human Resources Module Provided the fr. ancial and o;ntlAy reports through the Internet Received clean audit from the: independent auditors Received, the Cdtlfornia Municipal Phare Officers and the Governntent F'iwnce Officers Assocumon awv rds for excellence in fmancial reporting for the ninth year MAJOR 20035 OBJECTIVES 0 2003-05, Successful implementation of neva fin cial reporting model required by GASB 34 200305; Migrate financial data into the JIBE One World Financial system 2003-05: Rollout of the neva financial system citywide 2003m05: Provide training to. clre departments on the new sysWm 20030: Proceed with Phase lV of the J project that includes Fixed Assets and Job Cost modules ® 2003-05. Maintain and enhance the availability of financial information nfort ation to the departments 2003-05: Redefine financial reports to meet the heeds of the departments RELATED COST CENTERS Fjimce Accounting (1005 l ) Ll GENERAL GOVERNMENT ACTIVITY: Revenue Services DEPARTWNM Finance PROGRAW Administrative Services FUND- Gezzerai Road 'Toe Reventie Services activi y collects, protects and invests the City's fids; maintains liaison with the City's designate depositories (ban"); advises staff on tax policies; collects tars, and issues bilis; issues utility and other miscellaneous bills of ttae City; administers and manages the parking collection contract; and assists in preparing the dual budget and financial reports. Activity goals are: 1) provide timely, efficient and accurate service to staff' and customers; 2) exlsure safety, liquidity and yield on the. Chit}'s. izwested funds; 3) protect City fatnds from unauthorized use, diversion or theft; and, promote positive customer relations. This activity has six major elements; Leadership and adathiistration, Platt, organize, coordinate and review the City's billing, collection and f and control operations, establish €-idles, procedures and polices to provide for day to day conduct of revenue operations; advise and assist Finance Director and staff on revenue policies and .procedures; Raster and promote a positive and efficient work place; recooze and reward excellent performance; and make decisions (10 percent of the activity). ® Collection services. prepare, collect ad recOmile City hills for utilities and other miscellaneous receivables (60 percent of the activity). • Tax administration and services. Develop and recommend tax policies and legislation; prepare, collect and/ox monhor taxes due the City; enforce provisiops of City legislation for coflcction of locally administered and collected taxes; and, reconcile and analyze tax revenues to annual estimates (10 percent of the activity), • Investment of City i'unds. Advise and assist the Finance Director with the investment of City funds in accordance with the City's investment Policy, record, track, analyze and report on City investments; development and recommend invesunent policies; and, prepare the City's monthly and quarterly investment reports (10 percent of the activity). • Administration of pare citations. Administer and manage the parking citation collection contract; receive., distribute and deposit parking revenues; reconcile and adjust collections, delinquencies and DMV holds; and, reconcile reports with information from other agencies (5 percent of the activity), 10 Budget preparation, Assist and advise Finance Director and staff develop revenue projections for the City's Financial Plan and Budget; trach and reconcile projected revenues to actual projections; recommend mid -year adjustments; and prepare: cash flaw projections (5 percent of the activity), MM El GENERAL GOVERNMENT ACT TY, Revenue Services DEPARTMENT: Finance PROGRAM. Administrative Services General Fund SIG CM -Tr: EN'D STAFFING CHANGES None JOIE ACCOMPLISHWNTS 1# Tested, installed and trained staff on several ORCO upgrades and implemented So�iutions to saftw�re issu in or der to provide improved utility serAc * Continued cross training staff members to allow linterruPted work Ow and fcsstcr a. tearia at o plrere # offend customers an alternative payment method of Visa, MasterCard or debit carol wheu paying in person implemented a payment option using Visa or MasterCard to pay a utility bill by nuh * promoted several utility rate,proagrum targeting cus Omens requiritfg reduced utility costs Began using now Blasi ess Tax Software to include BID annual billings Worked with the Fadi police Department to collect on annual billings of commercial alarm pem-dts MAJOR 2003-05 OBJECIIVES 0 2003-05: Continue implementation of ORCOM upgrades and supplemental tramirtg of staff to maintain high levels of customer. service a 2003-05 Review and date Department Policy and Procedure including CIS manuals and cash handlingisecurity at all City of Colleuion sites qK 2003-05: provide additional training and staff workshops to continue staff' education and improvement RELAWD COST CENTERS `mance Revenue Division (i 00505) Re .alar Positions: Customer ?ery .e�� Customer Service Sri` rvisor Finance Technician senior Customer Service Re 3 3 3 3 customer service le ISI 7 9 9 9 Total 13 15 15 15 Tena orar Positions' .dl-tirrre €zivalents ? 2 2 SIG CM -Tr: EN'D STAFFING CHANGES None JOIE ACCOMPLISHWNTS 1# Tested, installed and trained staff on several ORCO upgrades and implemented So�iutions to saftw�re issu in or der to provide improved utility serAc * Continued cross training staff members to allow linterruPted work Ow and fcsstcr a. tearia at o plrere # offend customers an alternative payment method of Visa, MasterCard or debit carol wheu paying in person implemented a payment option using Visa or MasterCard to pay a utility bill by nuh * promoted several utility rate,proagrum targeting cus Omens requiritfg reduced utility costs Began using now Blasi ess Tax Software to include BID annual billings Worked with the Fadi police Department to collect on annual billings of commercial alarm pem-dts MAJOR 2003-05 OBJECIIVES 0 2003-05: Continue implementation of ORCOM upgrades and supplemental tramirtg of staff to maintain high levels of customer. service a 2003-05 Review and date Department Policy and Procedure including CIS manuals and cash handlingisecurity at all City of Colleuion sites qK 2003-05: provide additional training and staff workshops to continue staff' education and improvement RELAWD COST CENTERS `mance Revenue Division (i 00505) CT 'ms's Purchasing DEPA,RTMENT, fierceFUND ACTWITY DESCRIMON PROGRAM, Administrative Services General Fund The Purchasing activity provides centralized purchasing and procurement services; centralized inventory management and distribution services; centralized disposal of surplus equipment, supplies and material; and maintains lists of suppliers, venders and contractors. Activity goals are: 1) obtain the best value for supplies, material and equipment purchased by the City; 2) mairitain essential levels of coram on supplies, materials and fca.mas needed to conduct day -today City operations; and, 3) provide efficient, effective and responsive service to staff, vendors orad suppliers, This activity has four major elemermts. Leadership mid administration, Plan, organize, coordinate and review the City's purchasing services and operations; establish rules, procedures and polices to provide for clay -,today conduct of purchasing operations; advise and assist the Finance Director and staff on purchasing policies and procedures; foster and promote a positive and efficient work place; recognize and reward excellent performance; and make decisions (5 percent of the activity), Purchasing services. Obtain product and pricing information; identify sources of supply; write and assist in writing specifications; negotiate, obtain bids and pur°claase supplies and uipuwat; process purchase orders and invoices; obtain and maintain warranty/maintenance infcinnation; and resolve problems (610 percent of the activity), inventory serykes. Maintain and manage $2.2 million inventory of equipment, utility supplies, common office supplies, foo ms, and janitorial supplies; distribute and deliver supplies and materials to departments; and, inspect supplies, materials and forms for conformance with City's specifications (30 percent of the activity), 0 Disposal services, Dispose of surplus material and equipment as required. (5 percent of the activity). Y k} 5xJYSS'.� {`1 pJug��6p 4't, 7, .`C.�.�:. JJ RfV, 15 �+.< ,,y ,¢k. ,R __ _Ji:... z-✓:"'Yre :T�gq{„, Staffirm � 240,630 252,4445 277,635 301,810 � Utilities and Corainunications 750 1,400 850 850 Su lies, Materials and Services Ibp565 28,381 174510 16,760 mMinor C.P 1 1 I1 q ua ypmztal p o izer� erits A I Total 257,9 5 282,226 295,995 319,420 F1R_J 1��, Re u atPositions' Purchasin Officer l I 1 1 &.viz er 1 1 I1 p Senior torek er A I er y7 3 1 ry8 1 _Storekeo purebasin Technician I 1 1 1 Total 5 5 5 5 Tari OranY Positions: Full-time e, uivalents 0 F1R_J D ACTIVITYrch in DEPARTNWNT., Finance SIG`I ANT FXPENDITURE AND STAFMG CHANGES IMAJOR ACCOMPLISHMENTS PROGRAM: administrative Services General mad Integrated Eater[Waistewater inventory in JD Edwards with assuu-nption of inventory management responsibilities for Water/Wastewater inventory: iterns. Expanded use of cooperativecontracts to include Western States Contracting Alliance for t 1molo y and wireless, and State of California for software licenses. Developed a forklift operation and safety manual for use in the Division MAJOR OBJECTWES 2€03-44. develop online requisition capability widiin JD Edwards 2004-05, Increase vertical EUD materials storage capacity at MSC �77- Formj�Bids Develo dn- 24 25 25 2S Purchrders Placed 818 800 775 7 i1F`amaDelivered tea USOrs l V[Tl� .5,897 6,000 6, 1 6,000 Issuen Utilit Inve tories (Value.) $IJ96,504 $i,3Qo,2D 51,3()0,1 $1,300,000j * Electric Utility Inventory only in 2001-02; ater[Wastewater Utility Inventory added starting in 2002-03 RE,LATED COST TSS Finance Purchasing (100502) 443 GENERAL GOVERNMENT C Field Services DEPARTMENT; Finance ACTMTV DKiCRIMON PROGRAM, Organization Support Services General Fund The Field Services activity whedalies, collects the read data and reports electric and water consumption on metered customers; connects and disconnects f mom rs to City utilities; issues fwal and 48 -)lour notices to delinquent customers; disconnects customers for non-payment, returned check or those not meeting utility service requirements; identifies and assists the Electric Utility Department to investigate unauthorized or illegal use of City utilities; assists customers with complaints and requests, performs residential customer field energy audits, serves as representative to the deet Co unittee, the City Cade fiction 'pert, and the California Municipal Utilities Association, and, maintains active files of customers utilizing a dial card, receiving a. read�schedule or terminated customers for Finance, Community Development and Utility Department use. Activity goals are. 1) provide timely and accurate meter reads; 2) resolve or collect delinquent acoounts within 60 days; and, 3) provide efficient, effective and responsive services. This :activity has four major elements. era p and administration, plan, organize, coordinate and review the City's field service operations; establish rules, procedures and polices to provide for day-to-day conduct of employees; advise and assist the Finance Director and staff on utility policies and procedures, assist in the preparation of the budget for the Field Services Unit-, assist with and .perform a variety of p6rsoanel actions including selections, promotions, perforrrnance evaluations, disciplinary measures and dismissals; oversee and schedule vehicles for service; verify and sign payroll form; approve vacation schedule; pick up gasoline usage tags, plant and conduct montlily Safety Section meetings; interact effectively and courteously witb the public; foster anti promote a positive and efficient work place; recognize and reward excellent performance; and make "decisions (15 percent of the activity). 0 Data reading and collection. Collect and report readings from metered customers (40 percent of the activity). Service c€rnnectiow-, and collections. Cormect and disconnect services for authorized € ustomer's; issue final notices to delinquent customers; disconnect unauthorized customers; maintain list of terminated customers for Finance and Utility Department use; fill out daily work report; check sealed accounts, and perform related duties as required (30 percent of tine activity) Customer services. Assist and advise customers with complaints or requests for information. Maintain meter routes; assign new accounts, and, work closely with Billing and Collection staff (15 percent of the activity), -144 4CT[VTrY. Field Services DEPARTMEM, Finance PROGRAM. Organization Support Services k General ted =i' L++y�gk, 4n k; - STA -...AR Re, alar Positions: Field Services Supervisor I 1 1 1 leld Services RepresePtative 3 3 3 3 Nletcr Reader 3 3 3 3 Total 7 7 7 7 Tem orar. o5itio2i.S. Full-time ecye�valerts 1.75 1.75 _ SIG CAl' EXPENDITURE AND STAFFINGCHANGES None MAJOR ACCOMPLISH1WENTS Launclied successful radia -remote electric meter reading program with Electric Utility Department Participated in rz ulti-departine t meetings & obtained renewed cozntnitrnent on Cite code enforcement of obstructed meter access. Participated in xenewal of department and citywide Safety Committees, including compiling the Injury, Illness & Prevention Programs martual. Cross trained duties among the Field Service Representatives. ® Member of Solar Energy Team designed to provide meter redding for solar energy customers. Tested and implemented new security lacking ureter ring and key. Revised a number of section procedures to increase efficiency. MAJOR ONIECTWES k� 2GOI-03: Continue work on the City-wide re-route of all accounts RELATED COST CENTERS Finance Held Services (100507) LI GENERAL GOVERNMENT C` ` Y` Facilities Services DEPARTMENT, Public Works ACTMTY, DS Ili PROGRAM: Organization Support Services General Fund The Facilities Services activity maintains and manages all City facilities except for Parks and Recreation and Hutchins Street Square (C€ mmur4ty Center) facilities; administers construction projects, primarily for building remodels and renovations additions; and supervises contract labor and vendors for janitorial and order building maintenance services. City Hall 18,500 sq. ft. Carnegie Forurn 10,400 sq, ft. public Safety Building 40,100 sq. ft. City Hall Annex 7,400 sq, ft, Fire Adria, Offices (int Parking Structure) 2,500 sq. ft. Fire Station #2 6,200 sq. ft. Municipal ServiceCenter 55,800 sq, ft. Fire Station #3 5,300 sq. ft. Library 30,750 sq. ft. Multi -modal parking Structure 134,000 sq. ft.** Facilities Services Shopfof cc 2.300 sq. ft, Animal Shelter 4,100 sq. ft. Multimodal Station 4,000 sq. ft. New Shanghai Building 7,130 sq. ft, Main Strut Fire Station (Storage) 3,940 sq. ft. Fire Station #4 7,110 sq. ft. Finance Departrawt (iii Parking Structure) 4,740 sq, ft. Other City Facilities maintained'. Lodi Arch, Gateway arch, and Veteran's Memorial Mali 003-04 TOTAL SQUARE FEET SERVED; 277,470" "Parking Structure e counter at 67.OW sq, ft, for `Tavel ofservice" calculations New Facilities Anticipated- Police Facility @ 52,500,N, ft. 2004-05 TOTAL SQUARE FEETSERVED: 329,970** ,,. Activity goals are to provide 1) maximum building service life; 2) productive work environment; 3) safe and energy efficient buildings; and 4) a positive linage for the City. This activity has three major elements-. a Administration. Provide overall direction, supervision and planning (I2 percept or the activity) Maintenance and inemode ng< Perform general and preventive maintenance, carpentry, painting, plumbing, electrical and m, echanical repairs and improvements (80 percent of the activity), Contract adnAnlstrafionCoordinate and manage contracts for janitorial and other maintenance services, remadd and repair projects and provide contract administration on minor and major remodel and construction projects including all phases from plamiing to project t:o==(iort (8 Perant Of the activity), mm GENERAL GOVERNMENT ,C Yo Facilities Services PROGRAM. Organization Support Services DEPARTMENT; e Public Worm General Fund SIGNIFICANT EXPENDITURE AND STAFFING CHANGES 0 2003-04 Addition of New Police Facility Maintenance ($75,000) 2003-04 Addition of City-wide HVAC Duct Cleaning ($35,00() a 2004-05 Addition of New Malice Facility Maintenance ($12$,500) � Corupleted re -roof project at Municipal Service Center (MSC) In Started construction of Now Police Facility Started rnaster planning for Public Safety Building expansion and remodel ConVieted auster planning fox Library Replaced Boiler at Public Safety Building Corupletet3 remodel of PoliceDispateN Briefing Room and Offices Completed re -roof at mite, Slough A&ninistration Building * Completed Asbestos abatement and re -roof at New Shanghai Building * Completed re -roof and:HVAC Replacement at Fire Station #3 MAJOR 2003-05 OBXECTTVES Approved -- Not Approved Approved 0 2003-05: Provide contract admimstration on n jor and mincer remodel and construction projects V 200-05; Develop and install a preventive maintenance and work order system 2003-05: Developand iii meat City-wide HVAC preventive maintenance program. and service contracts 2003-05: Complote and::zmplernent Faster plan for Public Safety Building remodel & Interim Civic Center Doves 2003-05. Complete Remodel of Carnegie Basement for Information Systems Department gp�p$g� .: ,wrzare foots o ofbuzldln s t int incd P 201,820 209,00 277,470 329,970 agram costlscl�o font oflanaldrngs $Z.51 $295$2.22 $1.71 intained P,ELATED COST CENTERS City Faeilit.ies Services (103511) City -Vide Utilities (100243) mm El ACI . Fleet Services and Motor Pool DEPA Public Works PROGRAM: Organization Support Services General Fund The Fleet Services section maintains a ilea of approximately 420 vehicles and equipment, serving the entire City fleet except Parks and Recreation's mowing equipment and scooters. included in the duties are repairs to vehicles and equipment of all des and sizes; s naging the parte inventory; troubleshooting and repair of mechanical operation problems in electric, hydraulic; and mechanical system; welding/fabricating miects, providing preventative maintenance to all vehicles and eguipmem; overseeing the Net management system and software', and supervising contract labor and outside vendors. Activity goals are 1) safe and reliable City vehicles and equipment; 2) maximum, service life; and 3) a positive image for the City. This activity has six z ajor elements (p reentages are calculated considering major costs and time): Administration. Direct, supervise, and plan Fleet Services activities, provide clerical and administrative support, establish shop rubs and pr'c duces; train and develop staff; promote and foster a, positive and efficient work place; and maintain shop materials and supplies (Z3 percent of the activity). Repairs, repair malts nctions and overhaul engines and transmissions (2 percent of the activity), • Preventive maintenance. schedule, inspect and service vehicles, heavy equipment and other equipment (23 percent of the activity). * Vehicle support operations. Purchase and provide parts, tires, gas and oil for vehicles and equipment. Coordinate administration of purchasi g and disposition of vehicles and equipment, and oversee Fleet Policies and Procedures, including Fleet Management Committees (20 percent of the activity). * Fabrication amd. repair. Fabricate parts and equipment and perform welding and machine work as needed (3 percent of the activity), Motor pool operation& Provide and maintain a poral of vehicles and equipment for use by staff in conducting City business as needed (2 percent of the activity). GENERAL GOVERNMENT ATY: Fleet Services and Motor Pool PROGRAM, Organization Support Services DEPARTMENT. Public Works General Fund SI N FIC ANT ESTAFFING CHANGES 2003-04: Reclassification of Admimstrative Clerk to Senior Administrative Clerk ($3,555) -- Approved 50% General Fund MAJOR ACCOMPLISEMENTS Completed the installation af.a corupressed natural Pas (CNG) station at the MSC * Evaluated F1 oet Services staffing levels f Added Fleet Service Worker to Fleet Services Division 0 Partnered with. Lodi Unified School District (LUSD) re: Bus Wash planning &. LUSD CNG Projects W Added six () CNG Buses to:DW—a-Ride fleet 19 replaced fuel dispensers aridadded fuel card system at MSC 0 Added Trailer at MSC for .Fleet Supervisor & Adini ist tive Clerk and reused Supervisor's office space for two Lead...Mechanics MAjOR:2003-05 OBJECTIVES 0 2003.04: cowlete the following capital projects: Installation of Bus Wash system at LUSD Finish Modifying the Fleet Shop for CNG work (alanms, venting, etc.) a 2003-04: Complete the Implementation of upgrade/conversion to Windows-based version of computerized d equipment zna agement system 9 2003-0.5: Plan, design and start construction on Fleet Strap expansion 0 200.1-05; Continue to purchase/lease Alternative Fueled Vehicles/Equipment a 2003-05: Expand vehicle motor pool and add vehicles that ars; altt matively fueled 0 2003-05: Evaluate abandonment or meed for upgrades of fuel dispenser and fuel card systems at Public Safety RF Fleet Services and Motor Pool (105561) mm GENERAL GOVERNMENT A 4 Gimeral Support I FA .. `e Administration AC17V1TY DESCRIPTION PROGRAM. Nan-MpartmenW Services General Fund The General Support activity programs and administers indirect coasts not easily charged to Operating activities or projects. The activity goal is to establish coast effective budgeting and accounting for indirect casts. This activity has six major elements, * City memberships. Fund for the cost of memberships in organizations which represent, assist, provide training and promote the interests of the City as a whole Audit service& Fund for the coast of the City's annual and interim audits by outside auditors Sales Tax Consultant. Fund for the coast of the City's quarterly infon-nation on sales tax * Property tax administration, Fund County's charges for tax administration (assessment, collection and payment) * Telephone services Fund and plan for local and long distance telephone services Suer city relations, Find the City's share of activities sponsored by the Sister City Committee RELATEU COST CENTERS Siston City (100244) Spee at Payments Administration (100205) Non-Dt,pwmental Services .(101241) Tel h,arn Charges (100242) Postas Charges (1 44) D-150 GENERAL GOVERNMENT A.f,."ll'f4 ' `Y:Workers' Coulponsa6un PROGRAM: : Iron -Departmental Services ll ENTT Hu an Resources FUND: Self lnsurance Find A TMT C TIO 'rhe Workers CornpQnsation activity manages claanhs due to industrially caused injuries and illnesses. This activity performs appropriate clam adjustment and settlement, eDsures appropriate risk financing through the maintenance of a reserve fund to pay retained losses, and participates in a joint powers insurance pool for losses in excess of the retc-ntiono Activity goats are to, 1) restore irkjured workers to ill and .productive capacity; 2) ensure the rights of injured worker's are protected in accordance with. applicable State, and Federal laws; 3; administer claims in a manner which minimizes east and disruption for both the employee and t e City; and 4) ensure appropriate If"unding for the self-insured retention and participate in rnanagemcnt of the insurance pool for losses in excess of the retention. This activity has the following two n jor elements: • Clairns A€lndnistr tiow Claims are adiusted by a third party administrator (TPA) under the direction of the Sr. Human Resources Ana;Iyst (90 percent of the activity). • Excess Insurance. 'rhe City is a member of an insurance peal entitled the Local agency Workers' Compemation Excess Joint Powers Authority (LAWCX). LA CX provides $4.75 million of coverage in excess of the City's self-insured retention (SIR) of `25000 (10 percent of the activity), STAFFING SUMMARY Staffing by Hunan Resources MAJORACCOMPLIS E TS Joined the San Joaquin Safety Council for Citywide use * Formulated in-house record keeping system for workers' cornpensation clairm Organized mnual flu slants for Cr plpye&s and retirees Reduced overall number of workers' compensation claim (tiro departments met 10% goal) Coordinated hepatitis B vaccination MAJOR2003-05 OBJECTIVES 0 2003.-05 Develcipmentof a Workers'Compcnsation policy and Procedure a 2003-05: Develop and maintain effective working relationships with local medical providers 0 2003-05: Redure.the cast of claims through increased cost control efforts (e.g, temporary modificd duty, utitiZ,atioxr review, and medical case management) 0 2003_05: Actuarial study to assess the City's financial position (i.e, adequacy of die Workers' Compensation reserve) relative to its loss experience MW GENERAL GOVERNMENT ACTMTYw WorkersCompensation PROGRAM: Non-T?eparUrtental Services DEP E ' Hun= Resource's FU -ND- Self -Insurance Fund RELATED COST CENTERS Workvrs'Cox Vensafion claim (310202) GENERAL MENS" ACTIVIM Geperal Liability DEPARTMENT: Iluman Resources ACTIVITY DESCRIPTION PROGRAM: Non -Departmental mental Services FUND: Self -Insurance Fund The General Liability activity performs adjustment and settlement of claims filed against the City by third parties who have sustained lasses to person and/or property. The activity also ensures appropriate risk financing through maintenance of a reserve fimd to pay retained losses, participation in a joint powers liability insurance pool for losses in excess of the retention, and participation in an insurance pool for liability and piaysical damage coverage relative to the City's transit operations. Activity goals are to: l) administer claims efficiently, 3) evaluate causes of claims and tale appropriate preventative and lass reduction measures; and 3) protect the City's financial resources by enswing appropriate funding for retained lasses, and through the transfer of risk financing. This activity has the following three major components: Claims Administration: Clairras are adjusted by a third party administrator under the direction of the Sr. Human Resources Analyst (60 percent of the activity), Excess Insurance: The City is a member of a liability insurance pool entitled the California Joint Powers Risk Management Authority (CJP MA). CJPRMA provides $24,5 million of covcrage in excess of the City's self-insured retention (STIP) of $500,000 (20 percent of the activity). Transit insurance. The City is a member of a liability and property darnage insurance pool entitled the California Transit Insurance, pool (CraITI ), Through CaITIP, the City has IQ million in liability first dollax coverage, and has physical damage coverage for the value of the vehicle with $500 and $5,000 deductibles depending upon the vehicle. Funding for transit insurance comes from Federal 'Transit Authority grants (20 percent of the activity), STAFMNIG SUMMARY Staffing. by Hurnan Resources and support from the Transportation Manager. SIGNIFICANT EXPENDITUU AND STAFFING CHANGES None MAJOR ACCOMPLISHMENTS * Closed all open Transit claims prior to FY 2002-03. Irrjple enter procedure to comply A th new state regulations requiring verification that insurer is licensed to conduct business in State of C al fo ia. 11 GENERAL GOVERNMENT ACTTVM: General Liability DEPARTMENT: Human Resources MAJOR 2003-05 OBJECTIVES PROGRAM: Non-Departtt=tal Services FUNDSelf-Insurance Fund 0 2003-04: -Update/revise risk fina=4 transfer and contractual risk trawfer requirements. & 2003-04: Administer pure property clamis in-house 2004"05 o Actuarial studto assess the City's financial position (i,e. adequacy of the GeneralLiability resme) relative to loss experience RELATED COST CENTERS General Liability (300202) El GENERAL GOVERNMENT CTINIITYOther Insurance DEPARTMENT* Duman Resources PROGRAM; Non-Depaaental Services F e Self Insuralice Fund ACTWITY DESCRIPTION The Other Insurance activity transfers the financing for accidental losses to real and personal City property. The activity goat is to ensure adequate and appropriate funding for these lasses. Lines of coverage include the following: • Property insurance: Up w $300 million coverage from lasses to buildings, their contents and property in the open, Coverage is not availabk for loss due to earthquake or flood ($26,761). • Boiler and. Machinery y insurance< Up to $15 ruillion in coverage fxom lasses to UV C: systems, pump. 9 and rwhi ery for water distribution acid wastewater coilection/treat ent (including White Slough), and electrical substatiom and transformers ($36,867), • Marine vessel insurance, Coverage for property lasses to the boats and Vailers used in the Carnera Safari ($2,02€1). • Autoniolrilea Insurance s Coverage for property lasses to City vehicles valued greater than $25,000 ($19,370), • Special Event l cnr'a cee Up to $10 million in liability and property insurance purchased for special events involving the use of City facilities, car conducted on City property and/or public tight -of -ways (reimbursed by spQmor). • Faitbful Performance laon& protects the City frorn rriatfeasance by designated employees ($6,906). 200 2002-0 203 2004-A AC'RVITY COSTSAL BUDGETED BUDGETED Staffin Utilities and Communications Su lies; Materials and Services 29,077 26,965" 37,780 38,655 Mirror Ca ital Other P Pments 34,9T7 43,550 72,730 74,505 Total 63,994 70,515 110,510 113,.190 STAFFING SUMMARY This activity is staffed by Human Resources. SIGNIMCANT EXPENDITURE AND STAFFING CHANGES N one MAJOR ACCOMPLISHMENTS 0 obtained Auto Property Damage insurance coverage for losses sustained to higher valued vehicles and equipment. -155 valuation of buil clings, contelits and property in 1 0 1 0 the oper4 and report to insurer (2x/yT) .1. .. .. ...... - .---I RF,I,XrED COSTCENTERS Other Insurance (3012 1) GENERAL GOVERNMENT ACTIVITY.: Benefits Adm. °stration FROG Non -Departmental Services DEPARTMENT4 Human Resources . General Fund ACTMTY DESCRUMON The Benefits Administration activity is for administering and paying for employee benefits as provided by agreemer t. The activity goal is to establish effective planning, budgeting and accounting for the City's Benefits Program. This activity has. fourteen major elements- * Benerits Administration. Fund the asst of the City's Benefits Administration contract ($32,746). Medical care® Program and fond medical care insurance benefits for employees ($3,296,221). Retiree's medical insurance. Fund the cost of medical insurance for retirees ($366,958). Medical ccs -pay reimbun er ent. Fund the const of compensating married employees for using one medical/dental insurance pian ($2,500). * DentW insurance, Fuzed the cost of dental benefits for employees and dependents and administrative Fees ($395;951). Vision care. Fzncd the cast of vision benefits for employees and dependents ($85,239). Chiropractic tee. Fund the cost of chiropractic care for employees enrolled under the City's chiropractic insurance plan ($39;742). Employee mistance program. Fund the coast of employee counseling services ($11,040) (CAF number of employees). Life bisurance. Fund the coast of life insurance for employees and spouses with the exception of Police and. Fire in amounts from $10, to $150,0 ($101,403), Accidental death insurance. Fund the cost of accidental death insurance for management, raid -management, general services, police officers dispatobers and confidential employees in the amount of $25,000 ($10,015). Unemployment insurance. Fund the asst- of claims against the City under a self-insurance program for unemployment ent claims paid ($27,$33). Long term disability. bund the asst of disability payments to employees except Police and Fire, ;pays up to two-thirds of sahvy loss ($155,000). * Employee recognition programs. Found coast of service awards, annual dinner dance, and Employee -oaf -the -Year program `le)dble spending accounts. Fund administrative fees for pre-tax costs of dependent care, out of pocket costsof medical/dental expenses and insurance premiums of employees ($7,254). GENERAL GOVERNMENT ACTWITY-. Benefits Administration DEPARTMENT: Hawn Resources PROGRAM: Noa-Departmental Services FUND: faeneral Fund STAFMG SUMMARY Staffing support provided by Human Resources Department sjG.NmcANT ExPENDMIRESTAFMG CHANGES 2003-04:. ire Benefits Administrator ($40,000) -- Not Approved MAJOR ACCOMPLISDMENTS Held Health Fair and Open EDrollS eni for Medical hisurance, transferring 90% of employees to new health plans Held educational workshops on re .xement planning Held educational nal work ops on long term care program huplemented "HR Bulletin„ as means of conununication to notify employees of critical, timo-sensitive infonnation regarding benefits implemented "HR Alert" as a means of conmmmication to acetify employees of critical, time -sensitive information regarding benefits MAJOR 2003-05 OBJECTIVTS 2003-05, Mork with outer rntunicipalides£ Lague of California Cities, and CalPERS to generate support for consideration of local government in improving their medical plans and programs 2003-05: Continue to provide and expand on programs to educate employees on heir benefits WORKLOAD I A'sOR . 1999rt2OW 2W2.01 2003- 2 Number of enrollees in all lent.eftts Or 7,412 7,354 7,500 7,560 'RELATED COSI` CENfERS Benefits Administration (270201.) Retirees Medical (270205) Dental Insurance (270207) Cl1iropractic. Expense (270209) Life Imurance (270211) Unemployznent insurance (27021.3) Employee Recognition programa (270215) Medical Care (270204) Medical Go -Pay Reimbursement (270206) Vision Care (27020$) Employee Assistance Program (270210) Accide,ntal Veath Insurance (270212) Long Term Disability (270214) Flexible Spending Account (270216) GENERAL GOVERNMENT ACTIVITY, Cby-Wide Utilities PROGRAM. Non-DepartmenW DF,pARTMENT. Nblic Works FUND- General Fund ACTMW DESCRIPTION The Citywide Utilities activity Consists of water, electricity, refuse, sewer, and natural gas expenses for all General Fund lie part mtints: This function includes expenditures in all non -Enterprise account City of Lc4 facilities, including buildings, parks, street medians and parking lots, storm pumps, traffic signals, and the Hutchim Street Square Community Center. Telephone, landscape, ju-fitorial and other non-utility expenses are, not included. gengr �QpyeroMent FacilifieN city Ho Municipal Service Center —Parks �&–Kemr edit es Recreation Administration Softball / Hardball Diamonds Sports Facilities Lodi Lake Park, rwhkng —L01$ I$ City Parking Lots *met Carnegie Fanun Luer =y City Hall Annex Parks Administration Recreation Annex Blakely Pool Adult Sports Miscellaneous JudoorlOutdoor Activities Parks Other parks Public Safety Building Fire Station #3 Street Siis 44 locations including flashing. beacons and 50% of State Highway signals flutchins Street Square Communiq, Center main Streefr-tre 140use/Storage MSC Solar Port Structure Fire Administration Fire Station #4 D-159 GENERAL GOVERNMENT 10 AC's Y; Contingencies PROS Non- Dep t enW ]DEPARTMENT. Administration � Designated Fund Balance The Contingencies activity is for Programming unplanned expenditures which could not be anticipated prier to adoption of the Budget try the City Council: This activity Inas two major elements: 40 Unprogranuned expenditures, Fund the cast of emergencies, natural disasters and other expenditures which could not be anticipated (10 percent of the activity), Ventures. Peri €appoMwity costs which result in savings frorn innovations such as new technology, contract services and/or ether long tenni savings (90 percent of the activity), STAFFING SUAMARY None None MAJOR OBJWTIVES RELATED COST CENTERS Designated Fuad Balance - General Fund Contingency $400,000 agade Program .10, Demolition n Fwd $75,OW Business Retention Section CAPITAL UAPROVEMENTT 2003-05 ' ' CAPITAL ,,MYGE's' Public Safety Leism, Cuk=4 and Social Services Publ Utilities Conunmity and Economic Development ` r tionGeneral Goverrmwnt The Capital InVrovement Budget emphasizes project plaming, with projects progressing through least two and yap to six ofthe Allo ' p GeneraRy, it w& become more difficult for a project to move from one pbase to the next, As such, more projects studied dw des` , and more projects will be desiped than constructed- ORGANIZAITON The CapitW lavrovement Budget consists of four l. Sumnutry of Capin IaVrovement Budget By Mssion . Summary of Expenditums by Activity Writecep of Budget Request . Swnmaxy of Replacmient Vehicles 2003-05 f2LANCIAL PLAN AND BUDGET Caplml project appropriatwns to the Capital Control Account, winch m=sont the not aflocated to a r, specific project, lapse after dn-ee years. Projects whwh kq= fiom lack of project resubmMed, Project accounts which have been allocated fbnds wiU not lapse untd the project is conVleted. All project appropnatioms should generally corne ftom the CaPM Control Account, as such, no adjustments to the Cap" Budget appropniation will be reqwred even if the project costs are greater t1m ongmal esamates Ensures that projed appropriations am based on reabstic cost a achieved,only after a sigrfficant milestone is such as contract award �., beforeAvoids financial wnwnuw-its to projmts Wmts, agreenients or other external39 is secured Avoids overAme=nt of capital fmding needs based on actual expenditure levels which historically bave been less than budgeted amounts Madvantage: A few `high wont projects may be deferred due to the 4 care, firg save7i" approach to project approprWiOns M 2003-05 MANCUL PLAN AND BUDGET 0. PRORCT EXPENDITURES BY SOURCE - OVERVEEW EntarpOw Funds r Water Fund Wastewater Fund Transit: Fund Debt Financiag O M"SFINANCM PLAN & BUDGET CAMS MWGWr ter, BY ACTWM poli Paw car A=Ql S 1tOT Fire pcpwtmud Baftagcy lyre pmwm vice uag4lo (2) 1'ieagzat v4iola - city id h to G -u Fire S fi€atz 342 roplavam t TotA.F"bft,aft Idic UNUM WSW W&W Sys sl QOPOI FxPowton '1'mffmmmwd Vaca mSysUse wo, hmAqmk s1w. wft s S'afmimasl M-6= Replw Wrpimoty sedimudation W& u ifs tal aaas �-)W- Rg,p6w w &ala Quips tdc & wt Gmm w; title im Rople "of, ws bo€lo/Inkluot P=P bad ato- sto"D dmiuw sYsm (*tal mfidw 1?tztic %RaFify:ar� Elwwcal sonicas Rcplwcer & dnvcs Lim oat s€ (5650,0 ic4Comwoom ($160.M) Rvmm () Disf&ihit04 system imWove MI7, ) DLa*. to Dwn 1 M>2w) stlirt amtprov�€n�t 60 Imo Fiber*CVAMB succoiots ,� 'orf:C".alsasCraactao��li�airrt pwchmsu thsitsl Affir�D>4 mnotu fi-absta san z c=si ucf" (M B i sen- R,Tl crit ty- 'd'oW PuNk 7164111118 TM%qKWWfi9Xt SUmm send limed Gmaot we ca oS romlockerx{ vm axpsnsim Rowwoudim of pavamt C ca Bm ttn for mabtle mo"a caftce �s�.icxa9 sxf 111. sa�v5 s}lflps ! sUmt C Mtat Maw TMma 4 VV4 & 8 ,,a lasting sa)� slyest.wTmion Pmjm,4 scvfataft str"t mpfovwnmlt5 Taft] Trdubpotam 50,Oac1 919,200 350,t 1,083.24#1 1,865,000 1,1130,010 1,865,003 950,000 I2,€It]t3 12,4100 648,250 648,251) OF CePiw 35,000 655,c 15,ow '94500 GF c,*tm 83,300 83,E 83,300 93,300 lopso purch= IUM 12,000 47,500 15,000 15,000 12,000 12,000 1d0,00t1 1,505,000 1,70DQ� 144�,Pit1� . Cik' G�s� fisz�a�nc� 2,IW,3w _ F 110,300 4,060,800 223,300 1.,515,00€1 1,515,000 3,640,WO 1,W,000 950,000 950,000 2,420,000 2,420,4 90 Rt ff and wato 43,430 43,430 259,004 259,Mo 10(1°faWAW IS,R70 15,€ M 21,000 40,OM 40,010 1,950,0164.) 1,95000 M. 914r, 1M, WW, Merit 15,000 15.0m 25,000 [5,ow vanoom 42,000 406,200 410,200 219,20() vaa ms 15,000r,�u. 3,255,500 3,827,f)W 3,827,411)0 25% P%*Iic Bowfi% Wduv 18,365,000 18,365,00 36.5,000 365,WO tote instessa m 22% 15,000 15,01 17 030,�M 11,48i1, i is],(= 181,000 1,295,01(5 4,285,4X30 Da ?26,W 136, 0011 103,000 105,mo 11100low [8100,09 70,000 701),000 12,000 12,010 MOW 1,036,000 1,036,000 1,100,000 1,100,OW 919,200 919,200 1,1)83,2011 1,083.24#1 1,101,000 1,1130,010 950,000 950,000 4761,500 476,500 648,250 648,251) 655,03X1 655,c $2,SCa0 '94500 87,500 87,500 87,500 S7,5Q0 IUM 12,000 12,000 12,000 1,505,OW 1,505,000 1,114,000 1,114,000 11,500 I1 Stit7 28,305,130 23,2618,130 11,619,450 11,319,450 150,00 150,QW stmt DO, W & WW DAF 259,004 259,Mo suwt, F WV, okra 21,000 275,ODD 275,000 1,950,0164.) 1,95000 M. 914r, 1M, WW, Merit 2,219,4171) 1,969,000 5,475,40 S,225,OM vanoom 427,200 406,200 410,200 219,20() vaa ms 3,2.5S,500 3,255,500 3,827,f)W 3,827,411)0 SUM Tama, TEA TDAAO 35,000 5&,400 C313G;i�c 6,361,700 6,055,700 17 030,�M 11,48i1, i - 200-OMANCMI MAN CAPITAL RI)MRT DETAIL BY ACI"MY 'ya5 -�y t ?,, T��.{F. ,mac W�''° w -s ;: ;t `Nal _`' n''� �v �' �k A �'�,-- 5 z�i''-�*it,y.� z` MOMS` r'"+' E% p HI "�n-- r� 3 ta*, Clafturul & 5oelal E ria m Nim & Rmizatm i;apila[ T,Tpgm& p R m» plan (5OSM) Upl?p: a le Rmeation Sawara (35,0.00) pwla, lmai timet o i�ajt30P (175,CM) Pickup Roplem Caff m a4'hme Aq 'G Carder Gp�m ItRdctax 5.(�R1tcr De lit ftk Deve€OpVlOnt 1V[La€lcat� `�I�ICt° replw agent- vE�a Jewmd lAtt aiHd e re"ftt • N. vw R arua .. s Bwkman Lodi Lai Oal Asia 3napmv €eats Savim A I&M} . Caampiaa w srw community Ctom. pmt? Aida U -k 300,CM1(1 175,1Mki 340,WO 300,001 A", or caplu Capital outlay 12,O Mb 10,003 12,{)fit 13quip Ropi IMM 2,875,(M ftiawwb)S, IMF & OF (m Ud 460,01M 5,3331(m COP AF, C20W Olay 929,0W 9,450,4X40I g w Caplud Gatley 300,000 7,525,000 (xvP 1 , Capital Outlay 43 8�O 540,000 973,$3(3 130,000 OF capital 140,000 GF capital 120,OM t3F capital ;,250.000 i,Z54, sm-0 204,000 35,0X00 rm c qsl 29,4t�3 C its; ®rata . T, 44€1ZOOl) 175,000 25,303,OW 1,562,OW k€t luum OIS carnvo) 00€4 iS (# 25n0011 W,W4TJ.1?JF.. lac 'Raul C,,ommumfty & Womialc loPmeatc 50 2a,0€K1 25,000 ti al GQvgraaauent City cmmcff Tac mh?,Ro lap€ttp cxatopaatuxs (3) City C`.svimbl€ an to Salvatiort Army capital C alaaat %t Fiz�uace Add T°x fmmasr mxap calsaacity Public Worko Y464trae Smvim Rqj la w S bevy cazpet RnairLiY y Rt pWce Uh W RVAC C'Dwplet.0 public Sdrsy Btxild a Civic Cancer U1. cQarcaz wnt m "xivatt t of L(Ai, Ateh Relriao atz®f at Radio Rom Rcpbwe:m ear at MSC R-p`aatca.es asw? y genetawr at Fim St 01 Rapis a fuel c wd "cm L,A Ada t: A° ld guildiq Ronovatim ` atai Gonad C F CvrrmtOsbi rdm em) Ftmd 17lomric; Fund wstw Fund wme%%Wr FUT14 ToTAL CAPITAL BUUGET 12,500 6,250 15,250 SG,01t1 -FOO 0 50,Oki 50,000 five ycar prWm -R A 75,OW 75,E `;5,000 75,000 %vital auaiay 11,000 1 I,(Jw Fa4mfrac UU11ty Capital 137,000 or caplu 55,M Cap" - 10,003 60000 Capital Oway 400,00) 2,875,(M ftiawwb)S, IMF & OF 201000 20,(M $tants or douatiom 15,(W 15,000 Capital outlay repl>a rr mt 45,00;4 45,000 Eleatic 43,501 43,500 Capital outlay repla laecu 6¢,OW evilduvo 440min 43 8�O not mw=ft w 973,$3(3 19fi 25U 3-61 I 0 2110,750 ;,671,440 1,671,446 1,671,671 1,571,671 7,9201348 7,920,308 6,317,569 613171561 226,699 22609 226,76? 226,767 817 465 317,465 916 ,440 814 A4(} ytf`'45` g <" Im Z 3 -*5 FINANCI&L. PLAN BUDGET FUNDING SOURCES; GENFRAL FUND - CAPITAL 416,$50 669„350 GF14F€tAL FUND ,EQ€)IF REM, 55,500 Fits OCIN S $,U00,OQC CDHCWRANT Fly 17§,000 200,000 IMPACT k R `NDS-RFGIONAL(332) 8IO,500 1,679,000 STATE STREETS (335) 2,629,000 2,$56,000 MEASURE K - URANT 750,000 3,900,000 MEASURE K-MAINT 260,000 25%000 STPEPT TDA 210,200 261.$$0 IMPACT T FE,E FUNDS - LLICAL STREETS (327) - 100,€300 TDA 48,000 TEA 163,000 TRANSIT 55,000 238,000 J�LPZCMC FUND 5,902,700 5,734,590 WA'I`1yTt FUND 2.250,930 3,374,840 iV AnR IMF 375,€700 645,000 wAS'MwATER FUND 4,743,300 7,583,840 WASTc WATER IMF 231,000 1,297,500 t?`I MIM, GRANTS BUDGET 710 000 1991000 CAPITAL ixenerat Fund Debt Scrvicc 1,673,446 1,671,671 EIech is Fund. Debt Service 7,920,308 6,317,569 Wator Fuad Debt Service 226,699 226,767 S vast Fruacl Debt uctvica 817,465 16,440._ TOTAL CAPITAL W)VGFT ACTIVITY: Police Department Project drip o The ongoing public Safes Building & Civic Center Complex Project has three DesigdConstruction phases. The nstruction and implementation of the Police Department's Outdoor Range Facility is related to Phase 11 of this larger project. Schedule and Pte®ect Costs Project 2003-04 2004-05 Total Design $50,000 $ 50,000 Con on $350,000 $35€1,000 Total $50,000 $350;000 $406;0& Recmmonded FundingSources Det financing with repayment from Development Impact Mitigation Fees and General Fund as put of the larger Police Facility pj:t. est Effect on Operafing Budget; 'There should be no effect on the current operating bud s. A cast savings of overtime andlunphes should be a"on1plished, The Outdoor Range Facility would provide the opportunity of generating revenues. There is such a shortage of raze facilities that we will be able to rent our facillt to ether law enforcement sectors for their outdoor range training n M ACS MTY-. Police Department M= Prvject Description mstruct an anixual facility compliant with State law and that meets Lodi's projected requirments for animal vveMre The current shelter cannot meet the newly mandated State laws or ffilfill the expectations of a community eager tc provide more humane anhnal care. It is operating beyond its capacity for the number of animals Lodi nee& to serve. *W*61 ons result in hundreds of heaMv animals being destroved because of lack of housing or resultant illness Project Work completed The current staff and volunteers have done an outstanding job of improving the inage of the shelter by increasing adoptions, licensing and providing spay/neuter programs — all resulting in deoreased cuthanasia of healthy pets; howevcr, the current and projected increases in Lodi's animal population far exceed our shelter's present capaeity Schedule and P projax 2061-02 2007-03 2003-04 200"5 Taut Phmmg study Design AcquisitioD CWWWCUOR ToW Rcoasn"dW FuRding SM=5 atwprisc Funds 220,000 23090 220,000 250,000 1,865,000 1,865,0.00 3,9.80,0.00 Project Effea on Operating Budget: TIw 2003"05 Operating 'Budget.should not be in"cted. The initial planning and design of the facility ate in the completion stage. The formal'bid.prooess has net been implemented due to necessmy additional approval. City Council involvement and approval will oc.cur during the 2003-2005 fiscal year�, Actual hailding of the facility will take place after bid and contract signatures - F-8 IFCTIVM. Emergency Opwatims 0 Fare QI' `UFST TULE: Pro=ement and installation of base station emergency alerting systems Prior Budgets 2001-02 2002-03 2003-04 2004-05 Total Phasing Study Acquisition C Total ommended Funding Source capital Equipment Fund i. Delay orrejoa the installation, M $12,000 $12,000 $12 $12,Ow M PROJECT DESCRIPTION' The ea rave's Pumper was originally p hosed in 1921 by the City of Dodi Fire Department. The vehicle was declared surplus and sold. City Council accepted the pumper as a gift kern a private citizen who had begun the restoration and acknowledged him with a proclamation. PROJECT OBJECTIVES; Tile project objective is to complete thc- restoration of this pumper by the centennial anniversary (2007) of the Lodi Fire Department. The restoration of this pumper is well under way and was donated back to the City hr its current condition, Substantial work remains to be completed oil this project to return the pumper to its original 1921 condition. This purnper is one of the very few iter s possessed by the fire department that documents its history. The presj�ct is designed to be completed in three (3) years and the showpiece for the fire departrnent centennial and many years thereafter. Much of the work will be performed by off duty fire fighters with assistance from private contractors, i.e. mecbarsical and millwright vork. EXISTING SITUATIONS. The pumper is currently being stared at a local storage facility. At this time there we no , ands available to pursue the completion of the antique depaMnent treasure, ehedule end Pro's( hosts Budget 2003-04 2004»05 2405-06 2006.07 Total Phasing Study Acquisition conswuction Total $151€BW00 $I5'000m S10,000m $40,000.00 Recommended `und ng Source Capital Equipment Fund Fatal T15 QO ,(#0i (?t�0.0€ll0 4410.00 .Q4I3.0(t Alternatives' 1. Do not fund the project Z. Lovate alternative funding "E-10 Emergency tions - Fire W CTIVM: QTIUVF" ST TITLE- L c' two Fixe Eqgmes PROJECT . C - TCT® The Fire Dqwtment has been progressing toward re-establishing an engine cotnpny to Fire Station # i an.d mplacing aging equipment In March 2002,the staffand en&e compakiy wasre-assigned from Fire Statim 41 to Fixe Station N4 to &cWtate staffingat the now statiom 'fie Fig e t has z adeProgress ess toted r hlish eng e company at Fire Station 1, ' hiringof the 10 needed frefthtem in order to complete Ibis prgj a new engine (fire ap i s) will have to be purchase cL the Fire Department is recommending :a lease/purchase ` . In addition, a wowd engine (fire ap . ) will have to be purchased to replace aging reserve apparatus, The oldeg 2 engines fte apparatus) in the fire d t fleet have been in sa-vice for over 20 years (1976,198 1) and need to he reply life purchaso.of both engines will be accomplished to sever year lease prograrn already established. All ire apparatus purchased With a fall aemplement of equipment, i.e. ham, ladders,lights, radios, etc. PROJECT OBJECTME& .. - t EXISTWG S UA ,. ud " , Ptiox Budgets 2001-02 2 2p® 4 2 Total Phasing Study Acquisition $V,300 $83,300 S166,600 1� wmamended Funding Source Capital Equipment Fund 1 Pur engines outright Oe.ach or $930,000 for both, chast 2003.05 Financial plan and Budget Prue ertcy crvic�s ' EST TT" L : Roscue "Light Level-cictipmant anti Trailer PROJECT DESCRWTION: mablish 4 minimum operationat level cache of rescue equipmcat, To erasure the Lodi Fire Departrraent has adequate tools and equipment to meet the required Sana Joaquin County 6Ughf' Operational Level, EXISTEXISTJNG SITUA T E a r This budget request was submitted andapproved in the (2001-03) budget pending the availability of grant faznding,. However, f nds were not available, therrfore we are resubmitting the proposal. The Lodi Fire Department is a member of the San Joaquin County LMAR response team and as ,such, adheres to the guidelines and policies for training and equipment, Within the "Lodi Fire Department Self Assessrruent Docue f', the fire, departrnent has determined that here is a rued to fulfill the San Joaquin County's requirement for a "Light Operational sever" cache of equipment, Additional resources must be requested from other departments in the County 'M the event of a major catastrophe In all likelihood, these, resources would be inundated also during a regional emergengy. The bordering fire districts of Woodbridge and Mnkelaunine have "rnediamn' level capabilities with apparatus for response. We are requesting a "light' capability to handlc thc. basic rescue responses and initiate the rescue process until mutual aid from the bordering districts can respond, in the last two }years saveral events have occurmd to alter prospective needs of the community, The attacks of September I. I tb and County preparedness drills have raised awareness of the tweed for more mass casualty capabilities. Potential rescue risks include an increase in the Wa rnbers of people Wiabiting older dow tom) structures and the increase iia the,nuu€uber cat' large concrete stwctuares built in tow n. The tter w.vill assist Fire Department per. onnal to mitigate emergency incidents involving rescue and mass castualties, mater Rescue ,Equipment sq,500n High/Low Angle Rescue 13,000.00 Confined Spare Rescue S7,000,00 Trench Rescue $2,000.00 Urban Search and IR.esotre $4,000.00 Trailer 22 0 00 Total $47,500M Schedule and Project Costs Prior Budgets 2001-02 2002.03 2003-04 2004-05 Total Phasing Study Acquisition construction S471500M Total' ecorranaeraded Funding Source Capital Equipment Fund Total S47,500M Alternatives' 1, No additional equipment purchased and utilize mutual aid 2. Defer trailer to future 'buadg t cycle -12 M= 2003-05 Financial Pb.n and Fire Administration TATE: Vesicle Matching Funds for Assistanot to firefighters 0want (FIRE AM PROJECT DESCREMON, . In the event the Fire Dei eit is'qucce-3sful in acquiring an Assistanceto Firefighters Crant, the City must pr€avide. a 3(r/a hatch. The grant alt be used to purchaw a fire, safety mobile home to teach flre safety to adults and at -risk children. The fire safety mobile home is estjmated to cog approximately S50,OK The City matching cost is estimated to be 15,000. PROJECT OBJECTIVES: To provide for a 30% match if AssisMce to Firefighters Grant ap h tion is successful. EXISTING SITUATION: The, Fire Department.will app)y for an Assistance to Firefighters int ORE ACT), The Grant will be used to purchase a faze safety mobile home, The fie safety mobile home will be used to provide fire safety inforroation to both adult and of -risk children safety pro Wms. The estimatod cost of the fire safety mobile hone is $50,000. The City match is estimated to be $15,DW ti , dole Pro' t RecommendedFunding Source Capital E€ uipment Fund $15,000 $15,000 Total 8 0 CTPvITY: QI:UESTTffLE: M Fare Administration Fire Stenon #2 Replw=eat Project 0MCCOVO& Rebuild the Fire Station to med Life Safetyand Essential Services standards and inaease fire apparatus storage space. d le r 0. `. . ceded Funding Source Cap1w Hqwpment Fund 1 aRemodel building; briugup to Essemtial. Service ds; Life Safigy standar& postpone remodel/rebuild until sWe budget crisis abates IM Rory Vogel, nF., Inc. April, 2002 Project- Lodi Fire Station #2 East Lodi Ave. Lodi, CA Client: City of Lodi Community Development Dept, Attu. Gary Winian structural review of the referenced project has been conducted by this office. The review consisted of a qualitative assessment performed during a site visit. The structure was visually assessed on March 28, 2002, by Ron Vogel, structural engineer. This assessment was to provide an opini i on the stir oural adequacy of the existing frac station and ramifications of future expansion. This report provides a brief description of the structure, a surnmar-y of the observations that were made, and conclusions and recon-u-nendatiens. Scope of Wrack This review was limited to a visual observation of the existing structure and a review of the drawings provided. Observation of the foundation was not possible. We looked for distm'ss, differential settlement, weaving, displacement, etc. that world indicate significant structural dacha . A partial set of the existing structural drawings, and option "B" slowing a potential future addition, were made available. No destructive testing was done and no finishes were removed. The scope was not to verify every member or different condition, but rather to foes on those elements of this structure judged by out office to be The most important, most frequently overlooked, and/or most representative of the ,general quality, Users of this report must accept the fact that it is limited in scope and addresses structural features only. Description of structure: There are two main portions to this existing facility; Main Structure and Tower. 1, Main Structuree This is basically a one-story, design -build steel building. Design drawings, specifications, and computations for the design build portion (steel portion above ground) were not available for review. Foundations are shown on the drawings by E-15 Preszler and Bishop. Conventional continuous anal spread footings are used. Window sill height concrete masonry unit (CMU) retaining walls retain the landscaping berms around the Perimeter. Lateral force resistance is provided by moment frames and CMU shear walls for East-West lateral forces. North-Soutb lateral force resisting elements were not visible, but are assumed to be diagonal bracing within the perimeter walls. The steel building uses wide flange shapes, light gage "Z" sections as roof rafters and horizontal wall menibers. The exterior sheathing is ligbt gage corrugated steel on all exposed surfaces, Interior walls are light gage non-bearing steel studs at 16" on center sheathed with gypsum board. 2, ',Power,. The four story steel structure was intended to be used to hang and dry hoses from the upper levels. Wide flange, channel, and tube sections are utilized. Light gage corrugated siding and roofing rnawhes the main building, The tower is only Minimally detailed on the available drawings. The following conditions were observed, I There are no general notes or references to a bUilding code on the drawings, Therefore, the al[OWMfle SOH pressures, and design assumptions for vertical and lateral forces are unknown. hi 1980, the 1979 or 1976 UBC could have been used for design. Using thQ current 1998 CBC, exposure 13, 75 mph wind zone, and essential facility criteria, the wind forces are approximately the same as those of 1979 U1 C, Due to the light -weight structural franiing, seismic forces probably do notgovern. Lodi is ire Seismic Zone 3 which has reduced seismic forces. 2. The conibined East-West lateral force resisting systems are not compatible with each other. Perimeter elements are CMU Shear walls while the interior elements are steel moment frames. Differential movements will occur, Horizontal "X" braces forril the roof diaphragm and distribute the wind/seismic forces to resisting elements. All of the force will initially be attracted to the stiffer CMU walls, The horizontal roof dia orals were I 1 9 probably not designe'd for that force level. Generally, they are designed for a tributary area of one half the end bay width. 3. Because the perimeter CMU shear walls have an aspect ratio (H/W) of 4 to 1, the. denjand on the footing to resist lateral force is amplified, The 16" wide footing with #4 top and bottom is not adequate. 4. Full height CMU walls are braced out -of -plane by 3-/�" diameter equally spaced bolts, a steel column, a transverse beam, and light gage purlins. The load path to resist the out -of - plane lateral forces is not adequate. 5. The full height CM_U walls were part of the design build requirements, therefore the actual vertical, horizontal and marginal reinforcing is unknown. The minimum spec ified on the drawings, if used, is inadequate. Current detailing requirements now include MM 6, The lateral force transfer connection of fall height CMU walls to the structural steel is by eccentrically loaded embedded plates, This type of connection has historically not erfort° ed well .for lateral forces, This is further exacerbated by the vertical loads being eccentric. 7. The tower structure is of poor design by today's standards. The moment frame connections are sub -standard; force distributing horizontal diagram are missing; secondary members collect and retain water. Marry of the primary and secondary members are severely corroded and can no longer carry design farces. The slab -on -grade is in surprisingly good condition for a four inch thick slab with welded Paine, mesh for reinforcement. , Low CMU retaining walls show no signs of distress. The inside of these walls are furred and not visible. Therefore, the presence of any water infiltration could not be observed. Iii, No obvious footing or slab differential settlement was observed. l ] . Ceiling level water damage was observed in several locations indicating roof leaking. Structural deterioration (corrosion) is a cancers with repeated and prolonged exposure to water, The following conclusions and recoininendations are based upon the foregoing observations, l , any fixture addition unrest be structurally separate from the existing building. Modifications to the existing building can not add any projected area nor add truss (weight) without having to re -analyzing the entire structure,. The original steel frame manufacturer would meed to be contacted for the existing drawings and cornputations, If these were not available, an extensive testing and survey program would be require . o Wbile the retain building could possibly meet current essential facility fbEee requirements, seismic rletailizn requirements have changed significantly in recent codes and these new requirements most likely have not been met in the current design. Not withstanding this, overall seismic performance is expected to be fair to good (except the tower). The performance of the CMU is expected to be poor to fair. 3. The existing facility has resisted lateral forces without apparent distress up to this bate. The actual wind and seismic forces resisted by thf,- buildings are unknown but were probably much less than the code design forcc-s. The cede rrmaxiinum force, or greater, could occur at any time, however, ihcrefore, during any remodeling of the main building, the lateral ford resisting systema should be reevaluated and modified. to reflect current design practices for an essential facility. This may include adding vertical and E --.t7 4, The tower should be de olisbed. 5. Water infiltration and condeDsation issues meed to be addressed. 5. The structural and light gage steel framing is in goad condition (Qxcept the tower). I remodeling is not the selected option and a new structure is to be built, the existing steel could be dismantled and reused elsewhere. The drawings furnished to us for the review include: 1, Preszlor/Bishop Architects - A, C1, 1-14, I'1-2, M1-2, F1-4, L2, RI dated July 9, 1980 2, George Miers & associates - option "B" dated March 11, 2002 1.<i rtlitati��s m Our services consist of providing professional opinions, conclusions, and recommeridations made in accordance with generally accepted structural engineering principles and practices. This warranty is In lieu of all other warranties either expressed or implied. Roil Vogel, S.E, Inc, April, 2002 E-18 :1 1,0 PURPOSE OF THE STUDY George Miers, and Associate (GMA) was requested by the City to evaluate the existing Fire Station #2 facility located. at 705 East Lodi Avenue In Lodi California, in order to determine 1) it's existing condition relative to today's Life Safety and Essential Facility codes, ) its condition relative to existing building systems (1 VAG, plumbing, electrical, etc,). and their long terga maintenance implications, and 3} the feasibility of remodeling the facility to meet both existing codes and current Fire i ep rtment program reeds, Since the City has recently completed construction of Fire Station , it was requested that the existing Fire Station #2 facility be evaluated relative to accommodating Fire Staticin 4's program components, .0 SUMMARY RECOMMENDATIONS (See 9.0 for detailed recommendations) ) he existing Fire Station 42 facility does no( meet essential facility standards and contains raumero ma building deficiencies which could severely curtail fire fighting capabilities during a major earthquake, lir add€t€on, many of the facility's building systems such as the mechanical system have reached the end of their useful €ife cycle and need replacement. As a result, It is imperative that significant upgrades to the facility be undertaken as soon as possible. Based upon this assessment, we believe there are three (3) possible options for orarregting these deficiencies: lion #1 - Renovate As ! ,adept the existing Fire Station #2 facility in its Gurrent configuration with nes internal plana changes and no building additions, The restalt would be a seismically upgraded 19,82 {Marg which does not meet current Department needs. Mim #2 - proceed with the preferred renovation plan as described herein. Renovate and reconfigure the floor plan and add additions to the ttuildjnq in carder to create a plan commensurate with new fire station designs throughout the County. See attached Scheme A. galion #3 - Similar to Option #2, but demolish the existing building and construct a r, o . mpletely new facility similar to Fire Station #4 As described in greater detail under 9,0 Recommendations, we believe Option 3 offers the City of Lodi the best opportunity to provide state-of-the-art fire praatOctiOra Capabilities to the cOMMLM.ity over the next fifty years. We also believe; it may be the most coast effective solution over the bora run both in terries of '`hard" construction cost and iong terse operation coasts. While Option I worst improve the facility's safety by bringing it rap to current life safety requirements, it would not improve the functionalMy of the facility which is sorely deficient when compared to current Pira Station designs throughout the Country. In essence, this option would result in a significant expenditure of public farads only to end rata with are upgraded but obsolete Fire Station design. Option 2 gore€d provide tooth a seismic and life safety upgrade of the existing building along with a significantly improved functional purr through the reconfiguration of the plan and building additions, However, after studying moony design options utilizing building additions and internally reconfigured roams, we feel that the costs for such a scheme (including the preferred Scheme A) exceed that of rause construction while not providing as good a layout due to the difficult design constraints presented by the site and existing layout. For the above reasons we feel that Option #3 presents the best alternative for the Cltym GEORGE WERS & ASSOCIATES �.. Lodi Fire Station E-1 METHODOLOGY in order to perform this evaluation, GMA retained the services of structural, mechanical and electrical engineers experienced with Fire Station and Essential Facility design to evaluate the existing facility. Summary reports from these engineers are included herein. G then met with Fire Department personnel in order to determine their needs. These program needs are noted below. Once these needs are established, GMA prepared a series of floor plan studies to test whether the criteria could be satisfied on site. Since the Fire Department's program criteria required a different dormitory design with greater staff accommodations, it became necessary to look at the feasibility of adding onto the existing facility. While a number of studies were prepared, two preferred options were selected, which are included herein as options 1 and 2. These are described further an under 6.0 Program Studies. Once the preferred schemes were established each engineering consultant reviewed the plan relative to their discipline and an evaluation was made as to the practical and economic benefits of a renovated vs. new construction approach. 11 C i I ill I I I i , i I I I I I V Fire Station #2 was constructed in 1980-1981 and features a one-story, slab -on- grade, pre- engineered, steel structure with exterior metal siding. At the time of construction the structure was classified as Type V, non -rated with a B-2 occupancy The building consists of a t 15.5 to 16,5 toot high, drive-through, central apparatus bay which can house up to four fire trucks, with a residential wing to the west and a service wing to the east. The residential wing consists of 1) a kitchen/dining/launge area, 2) a multiple fixture restroom with shower (there is only one restraorn which needs to satisfy both male and female personnel), 3);a 9 bed dormitory which consists of one large room with a central partial height "closet" divider. and 4) a small public reception Dtfice, which is oriented towards East Lodi Avenue. The east service wing consists of 1) a multi-purPOsc'shop/mechanival room which currently houses the facility's laundry (appliances and sink) as well as the rnain electrical equipfflent, 2) a small exercise room, 3) a small hose storage area. and 4) a 40' high tower for hanging fife hoses. The facility is approximately 6,070 SF (riot including the three levels of stairs within the Tower) and the site is approximately 43,8,'a3 SF or I acre. Staff and fire truck access is provided by a 2u` wide secure access road located along the west side of the property. This road accesses a large asphalt par inc area ai the rear of the property, which provides for staff parking, fire truck turn -around andgenerai equip rn en Uvehicle storage, Public access to the office located in the west wing is provided off of East Lodi Avenue adjacent to the fire truck driveway. As noted above, the building exterior features mostly metal "rib" siding with split faced concrete block around the four autornafie apparatus bay doors (2 each side). The exterior design also features landscape berms, which are located directly up against the building on the south and west sides. 5,o EXISTING BUILDING DEFICJENCIES We believe the single most important issue concerning this facility is that it does not meet Essential Facility standards relative to seismic resistance - a significant requirem6nit for all public safety facli (See Structural Summary Report). In addition, as pointed out in the Mechanical and Electrical reports, the facility also fails to meet basic Life Safety criteria as it contains neither a fire (sprinkler) suppression system nor smoke detectors. In general, we believe it is fair to say that the existing facility as a whole was Dgj_ther designed for longevity nor Essential Facility standards. As described in the Structural report fife basic structure was developed as a Design -Build, light -weight, steel structure - a system which is adequate for certain types of uses like storage or light industrial/office uses but not an Essential Facility, The Tower, in particular, was poorly conceived structurally and poses a serious Life Safety hazard in a moderate to heavy earthquake. It is also leaking. This structure should be demolished as it is no longer functional. in regards to the building's HVAC, the system is at the end of its useful life and any renovatiOn plans would need to include replacement of the HVAC units. (See Mechanical Summary report), GEORGE MIERS & ASSQCJA TES 2 Lodi Fire Station #2 El Functionally the building's design presents a number of problems which need immediate attention if the facility is to continue functioning as a 2155 Century Fire Station. These include; 1', Restrooms and dormitories are not designed to accommodate � male and female fire fighters and, hence, need to be reconfigured 2) There is no public restroarn, 3) Dormitories are inade0ate relative to cioset space, air movement (rags are placed in ceiling grills to deflect air), and electrical convenience outlets (see photographs for extensive use of extension chords). 4) The Exercise Room is too small for today's exercise equipment, 5) Fire fighting Equipment Storage is inadequate. 6) Kitchen and eating areas are not adequate for the needs of a three -shift facility, in regards to the more cosmetic aspects of the building, the photographs on the following pages perhaps best illustrate the facilities condition and need for remodeling. Problern� include, a Bathroom fixtures and finishes are deteriorating. - Cracks exist in the Main Apparatus Bay stab. Ponding exists at the Apparatus Bay drains and the parking lot floods about four months per year. Rusting of rnetal throughout the facility including vents, doors, restroom partitions, etc. Metai siding and drain spouts are dented in numerous areas. • Dormitory ceiling is leaking and a portion of the ceiling needs replacement, (Source of leak was riot determined). • Corners of windows are leaking. Most finishes Such as painted walls, flooring, etc., need upgrading or replacement. 6.0 PROGRAM NEEDS and CRITERIA Fire Department program requirements include the following key components; I ) The building must meet Essential Facility Standards and be "functional" following a major earthquake, 2) The building must meet Life Safety Standards including the installation of a fire suppression system (fire sprinklers), smoke detection in dormitories and emergency power. 3) Dovmito:ry facilities should be modeled after Fire Station #4 and include five dormitory rooms, housing three murphy beds, with associated closet space. The importance of three beds is that it accommodates the ftee-shift system and allows each fire fighter to have histher own bed and room. The use of murphy - beds is an efficient and economical way of accomplishing this, GEORGE MIER$ &ASSOCIATES 3 Lodi Fim Staddn.#2 4) Restroarns should be individualized with one provided for at least two dormitories. 5) Kitchen facility should be modernized with facilities provided to accommodate each shift. 6) Laundry facilities should be provided on the dormitory side of the Apparatus Bay, 7) tnoreased storage for equipment is needed commensurate with Fire Station #4. This would include a Turn -out room for fire fighter's gear, a Recon Room, a separate Equipment Room and dedicated Electrical and Telephone Equipment Rooms. 8) An increased Exercise Room commensurate with Fire Station #4. 9) A small Classroom/Meeting Room. 10) Public office with ADA accessible restrooms. 7.0 PROGRAM DESIGN STUDIES Based upon the above program needs, a series of floor plan studies were developed to see if the existing facility could be renovated to accommodate the above requirements. Scheme A included herein 'illustrates the Fire Department's preferred scheme which includes an addition to the west dorrn,itory wing as well as demolition of the Tower. This scheme includes a 520 Sp Exercise Room addition in plate of the Tower, In regards to the Dormitory wing, the approach has been to convert the existing single room dormitory into three individual dormitory rooms, each equipped with three murphy beds. While this design works in plan, it minimizes window area allowing only clerestories over the required closets. An addition is then added which includes the two additional dormitory rooms (5 total) pJus restrooms, and the small classroom. Due to existing site constraints, the only feasible site area into which the addition could be located is to the north and west. However, in order to accomplish this, it is necessary to abandon the existing west access road and recanstruct it on the east. Once this decision was made, it also seemed logical to expand the living/dining area and extra patio towards the west as well. In all schemes studied, the Apparatus Bay remains as ?s. 8,0 RENOVATIONIADDITION vs. NEW CONSTRUCTION once a preferred option was selected, the question was raised as to whether the combination. of sei.,5mic upgrade, building system's upgrades, building additions and site work relative to any of the designs would GOSt more or less than starting from scratch with a new facility. While this is difficult to confirm without actually developing a more detailed design for the preferred option, we believe that the extent of work required to fully upgrade the building and meet current Fire Department requirements would be very close and possibly even higher than demolition of the existing facility and construction of a new facility, This opinion is based upon several factors. First, given the cost of Fire Station #4 which was bid during a much less favorable bidding climate than today, we would anticipate at least as competitive a cost, In addition, site work should be less since utilities already are provided and this site does not have to add an emergency generator for a City owned well such as was provided for at the Fire Station #4 site, Second, the preferred option scheme not only wouid require a complete seismic upgrade, new fire sprinklers and life safety systems as welt as a new HVAC system but the required additions, each would need to be seismically separated from the main building which adds even greater cost to the addition. (See Structural Report). Also, an elaborate and costly structural testing program would most likely be required due to the absence of existing structural drawings which are needed to verify design criteria. The net result is that the three small additions would actually be more expensive than typical new construction, When the higher new construction cost of the addition is added to the renovation costs of the existing building along with the need to relocate the service access road, it seems clear that the overall construction cost would rival an all new construction approach, In either option, fire fighting personnel need to be relocated off site. GEORGE MIERS & ASSOCIATES 4 Lodi Fire Station #2 pl� 9.0 RECOMMENDATIONS 0,0 ENGINEERING REPORTS Detailed structural, MechanicaJ, and Electrical reports are included herein under their respective readings, While each report should be read in its entirety, we would like to call particular attention to the following comments which we feel illustrate the extent of rnodifications.neecled in order to bring the 664ty asp to today's standards: Structural Report "The combined East -blest lateral farce resisting systems are not compatible with each other." 9 "Tire 16" wide footing with #4 top and bottom is notadequate." 40 "The load path to resist the out -of -plane lateral forces is not adequate," "The tower structure is of poor design by today's standards. The moment frame connections are sub -standard; force distributing horizontal diagrams are missing; secondary members collect and retain water, Many of the primary and secondary members are severely corroded and can no longer carry design farces." As noted in Baur summary recommendations, we believe there are three (3) options available to ttie Clay of Lodi. These include. tip 1 — Renovate As Is. Accept the existing Fire Station #2 facility in its current configuration with no internal plan changes anti no building additions.. Under this scenario we would strongly r coMmend that at a rninimum the building be brought asp. to current Essential Facility Standards and that a full Life Safety Program be implemented including fire sprinklers and smoke detectors. We also believe it would make sense at this time to upgrade the HVAC system and remodel tine facility in teras of the cosmetic issues described herein_ to addition, the Tower should be demolished. This scenario world result in an upgraded version of the original 1980- 1981 design which meets current seismic and Life Safety codes. It would not, however, address current Fire Department program requirements including the needs of m lelf m le fire fighters. Thus, the City could be locking at spending upwards of $500-$700,000 and ending uta with a progr mmatirally obsolete plan. We, therefore, do not recommend this option. C fila 2 m proceed with the preferred renovation plan as described herein. Renovate and r'oconfig re the floor plan and add additions to the building in order to create a plan commensurate with new fire station designs throughout the County, See attached Scheme A. 0,0 ENGINEERING REPORTS Detailed structural, MechanicaJ, and Electrical reports are included herein under their respective readings, While each report should be read in its entirety, we would like to call particular attention to the following comments which we feel illustrate the extent of rnodifications.neecled in order to bring the 664ty asp to today's standards: Structural Report "The combined East -blest lateral farce resisting systems are not compatible with each other." 9 "Tire 16" wide footing with #4 top and bottom is notadequate." 40 "The load path to resist the out -of -plane lateral forces is not adequate," "The tower structure is of poor design by today's standards. The moment frame connections are sub -standard; force distributing horizontal diagrams are missing; secondary members collect and retain water, Many of the primary and secondary members are severely corroded and can no longer carry design farces." C Ell Therefore, ttlis i9rea should e investigated and modified regardless of a future remodel or addition." Mechanical eport "The useful life of a split system HVAC (the system in Fire Steffan #2) is between 15-20 years:. The equipment has outlived this period of time." Electrical Report 91 "The existing eie t kal service is only 400 asap, single phase and may not support any significant expansiam Furthermore, a single phase service cannot support the more energy efficient r otors since those motors are generally three phase. Finally, a single phase service uitirnat ly consumes more energy by using inefficient single phase matters and results in higher utility bills to the pare" 0 "The aUtrarnatic transfer switch is a vintage 19BO and has been out of production for over 15 years. Parts are no longer availabfe. The buzzing moles indicates the age of the automatic transfer switch and may be on the verge of failing. We feet Haat the automatic transfer switch should be replaced at this tine," GEORGE MIERS & ASSOCIA7` Lodi Fire SfaUon #2 ME El 13 Project Description This project omsigs.of major replacements,, repairs and /or upgrades of water gains, wells and offier "em components, Project ObjgctWei MWntain reliability and officiency efficiencysof water delivery and the agility to provide clean water at the prMure and quantity desired y , ExAsting Situation Tht City's water system is rea"S an age in which the oidorr lures (mainly in the eastside of the City) need to be:replaced. Many Of the: Older mains lack the capacity fox present day demands. A. replawment program and corresponding rate increase s approved y the City Cecil in 2001. 'tae elevated water tank in the downtown area is in need of repainting. An optional allowance of $12,000 has bem included t0 add a logo fimture on two sides of the tank, Project Or k Completed T,be City completed the finst of many pwjects to replace the older water mains in FebnwyOf 2003, TheOnd .psoj i is currently in the da pbase and will bid during the spring of 2003. Additional projects are planned throughout the duration Of this budget cycle, System .rel ties include minor work associated with moving existing facififies in mer to construct Other City projects. SeIP d aid ®tet �Tiaisr 1'ecsjt vtud 4s 2003.04 200"5 2€tCi5-0.6 2E10"7 TOMO ." cap Syptm RelomtAOM S 25,640 S 25,000 $ 25,400 $ 25,000 S 100,400 ti4 Il ai i€sReplaftrmnts $1,384,0€14 S 1,400,000 $IA0,000 $1,2174 OW $ 5,184,000 Water Savim TAP $ 40,W0 S 40,000 $ 40,000 S 40,000 $ 160,000 farad was $ $ $ 110,000 $ 110,000 Well Xgplaonnmu (Well 10C on Guild Ma.) $175,000 S 175,000 S 175,000 Ropaiat VJmW W4tor T"k S 66,000 S 66,000 TOTAL 91,515,00€3 5 1,640,MO S1,375,000 $1,265,000 $ 5,195,000 Recomme"dod Funding sourm ;SAW eels ) oufty fund $1,515,000 $1,640,006 $4.,375,000 $1,265,000 S5,795,0W �U S ,r0T, S1,,515,000 51,E+413,400 %1,37$,(W m S1,265,0M $5,795,0 Proiect Effect ti Budget( Reduced operation and maintenance costs for the rehabilitated water blains. ME Maintain reliabilitY Of water SWOY and th-- ability to deliver clean water to the City's customen. Exbting situadon C�,roundwater. is the, oriy wat" source utilized by the City and the gToundwaterbasin is inn over dmft cmdition. Rment tepstation has established statewide requirement for assuring adequate water supplies.exist to se"o the demands pmenwd bY new r .projecta pl The. City has worked for several ymrs developing strategies for groundwater basin management and groundwli In banking in coorteratiOn with Oth:cr agencil% ' ft Qounty. The City -has recently r the paraws*�: bstering 11 studiesmok,ol . ume.Rivm Water andPower Authority Project. Rmently, work has begun on p; groundwater -utilization of surface water Supplies, including treatment and direct use of I�ri�r 1'ruj't t d 24kt3-44 I 2004-05 2005-06 2406-07 Tsai 5af&,X.wata flmffm Swdy $ 90,000 $ 25,000 $ 75,i1Q4 100'aw Ii i $ 500,600 S 500,000 A(XpisifiM $ €00,€W $1A0,000 $1,200 $1,200,000 $4,200,004 Co tmudou of Tmaftwat & Inim6on Facilities $2,230,000 $2,250,000 S4,5(JQ,WO * TtanmWim Facilities S 210,000 $ 85,000 S 295,000 * Wdl #27 (t EIWWk Su tion SiW wesi OMWORM) 323,400 $ 325 000 * W0142 ) * Well Sway Getiewor £ Ii€3,Q@(1 $ iIp�104 I MQ Stmage Tw k & BoWer ftM Station $120ti, i4 S i,2QQ,pti!? TOTAL 950,000 $2,420,000 $4,735,Qts3 $3,450.000 $11,555,000 Rmoammded Funding Sour= FAMF cat" € y $ 625„000 $1,735,0041 $3,450,000 $3,450,000$9,3i ,QB30 impact iiior Fm* 315 U 64 0 _12M A 9 - TOTAL $ 950,OW $2,420,000 54,735,000 $3,450,000 $11,555,000 PFOJW t 0B Opergfift Budgetk Incr s for puntping water to new customers. I ACT . Public Vvorks - WaterfWastewater Division project Denription Purchase a now 4" trafler-MmUltcd vacuum , rct Objectives 3.. ExUfing Sit"ties many water v Ive es ranging i the Wound from a few to 12 feet are filled with water and debris (dim r sticks, bricks, etc) which mace operatim of the impossible. Currently, they 'nustbe hand cle=4 if possible, or the sewer hydrocleanor m.ust be called out, or dee valve has tea be dug up, which requires jackhammer out con crde around the valve assmbly and requiring Whalt to bc replaced. �dulpaoll PIrO. racer u its 2�EE32W03 2£�0-04 ��ti4-€l5 '1"cl phasing Stady Design Acquisition constrtiction T owl Rocommended funding SMVM i"altal Outlay Fund Eledfic Utility Fund Water Fund (50%) Westewster Fund (50%) T=otal 1, postpone purr -hasp< $43,430 $43,430 $43,430 . $21971.5 $21,715 L2,1715 21' 71 $43,430 $43,430 operatingproject -Effect on y.. to cg situations, and would also redum watw and sewer main .'.' .. __her utilities in emg would deae= -. emup from t Qvaftowing mwiholes and broken sower inain& -27B 2003-05:.FinandA Plan cAprrAL DWROvE ACTMTY: Public works wastewator Utility Project Deserg Ption Replace. one of the existing hcadwork's manual sluice gates. project objecoves Replacement of existing manual sluice gate damaged by corrosion. Existing Situatiou Of theexist'ng two main sluice gates one unit is in need of immediate replacement. The corrosive atmosphere has damaged this gate and made it inoperable. installation shall be by others. Schedule affid Proliect Costs Prior Project Bu I - Phasing Study Design Acquisition $10,000 $10,000 Construction 5,000 5,000 Totao $15,000 $15,000 Recommended Funding Sources capital outlay Fund Enterprise Funds (Wastewater) $15,000 $15,000 Total $15,000 $15,000 Alternatives J, Do nothing until replacement is critical, which will increase the replacement cost when the project becomes an emergency. ACTIVITY: public Works Wastewater UdW A Water Pollution Control Facility —Professional Services Project Descripflon Funding is requested for . professional services required at White Slough to develop and implemeSource nt a Mmury Sour Redar,tion Public Ouvvach Program. Project Objecfives To med a mandated mercury source reduction program as required by the National Pollutant Discharge Elimination System P"rmt.(NPDES) Exi.sting Situation The Facilities current POnnit it January 2000, required that a mercury reduction workplan be deveioped- The initial portion of the requirement involved background monitoring of the mercury levels from the commercial and industrial dischargers to the City"s sewer system. This portion was recently eornpleted by City. staff. The remaining portion of the workplan is a comprehensive public cru ch prograin. The..roqueged- fund" will be used to reMin our current wnsultant to develop and implement this required program. Schedule. aBd Project C08b Prior project BludRets 2003-04 2004-05 2005-06 2006-07 Total Phasing Study $40,000 $40,000 Design Acquisition Construction Total $40,000 $40,000 Recommended Funding Sources Capital Outlay Fund Enterprise Funds (Wastewater) $40,000 $40,000 00 $40,000 Alternatives Do nothing, which would place us in violation of permit rNuirements and subject to fines. WE 200 Plan and Budget Request CAPUAL IMPROVEMENT RUDGETREOUE project Description Replace exiSting IrOughs in two of the pr` sodime tation tanks, Project Objectives p,eplacement ofthe damaged existing fiberglass troughs, installation work to be done by White Stough personnel. Existing situation Stress fractum have developed in the s"ppoq bracket area of the "ughs in ##4 Primary Tank. Repairs have been made to maintain use but the troughs need r plRc d before further damage moults in less of used The trou& in 45 Primary 'fan are also exhibiting stress signs and are being schedule for replacement in the 2044/05 Budget Year. schedule sad Prollect Costs Prig _ Project Bud.zets 2003-04 2004-05 '2005-06 2006-07 "fatal Phasing Study Design Acquisition On tr ction Rcconlyne ded Funding Sources capita! outlay Fuad F,nterprise Funds (W ste to 15,000 $15,000 15,000 $15,000 l`c 15 000 $15,000 $30,000 Alternatives Do nothing and use existing units Until thc-y fail r'Ompl ly, ACTIVITY; Public Worm Wastewater Utility Project ez rtia Upgrade oft e Wbite Slough mini PBX and upgrade the transmission line to TI service, Project Objectives IJpgrade of telephone system. To upgrade the White Stough mini PBX, in order to improve function of phone sy tern, Project requires installation of an l Ic mini P (est. coast $34,000,00). Transmission line upgrade. To improve ve data transmission capabilities, a TI line will be installed and data -network equipment will be upgraded (est, cost 8,000AO) Existing Situation The current phone lines to the facility do not support Tl capabilities. To improve transmission of data a now line will nwd to be extended to the facility. The current live has been repaired through the years which contributes to its reduced capabilities. The internal upgrades are necessary to support dr—up ad i,.4 transmission. The existing system was designee and sized based on the lines capabilities at 'thai time. To take ful advantage of the TI capabilities both portions need to be upgraded. Future installation of a SCADA system at the Facility will be enhanced by this upgrade. This submittal was developed with input from Information Services_ 0 e and, rio e t Cosi 'vicar Pro. Budgets 2003-04 2004-05 .2005-06 2006-07 Total Phasing study Design Acquisition $42,000 $42,000 construction Total $42,000 $42,000 Reconunended Funding Sources Capital Gatley Fund Enterprise Funds ( zste ter) $42,000 $42,000 Total $42,000 $42,000 iteatives Continue with current level of telephone system enduring reduced level of service and capabilities. M Public Works Wasttwater Utility project Description Replace the existing coiling tike with drop miling acoustic tile. project. Objectives ReplaceMent of the emisfing tile, which are unrepaimble and in need of replacement to ensure the laboratory staff have an improved work environment. ent. Existing Situation 'rhe cwre t coiling tile was inAalled in 1966 as part of the original plant construction, It has endured well until recent ymrs wlion leaks.in the roof allowed moisture to daynage the titer integrity. The the is an interlocking spline construction, which makes repairs impossible. Because of this its replacemmt is the only feasible alternative, Due to the method the tights are suspended with thc, old ceiling tiles, replacement of the lift fixtures is also necessary. Energy. efficient li hting fixtures wRt b . explored, Due to these ever 4q eier►c�! , improvements, these lights Will qua i . for a 5% rebate under the Electric Utility Dep is Public Benefits Program, �h�Ie a r°se°tet t Prior Project t Budgets 2003-04 200,4-05 2005-06 2006-07 Total Phasing Study Design Acquisition Construction 15,000 $15,000 Total $15,000 $15,000 p,me)mme,ndW Funding Sourm capital Outlay Fund Enterprise Funds ( aste ter)(75%) $11,250 $11,250 Public Benefits Program (25%) 3,750 3,750 Total $15,000 $'1&000 Alternatives o nothing and endure further ceiling deterioration. ACTIVITY' Public Wor=ks Wastewater utility Project Description aj.or projects related to f r-ility improvements and design. Project Objectives Maintain reliability and efficiency of wastewater treatment falzilities. and design long-range improvements. Existing Situation The City's current wastewater discharge permit includes many requirements, wbich must be met in the corrin .years, To accomplish this, our consultant. is developing interim and long-range facility improvements. Also included is ending for ongoing facility maintenance Projects. Schedule and t ` t Costs Prior projeet Bud ets 2003-04 2004-05 2005-06 Total Roadway improvements (CM) 30,000 30,000 6€1,400 Digester Cleaning 55,000 55,000 110,000 Prase I Pre -Design 454,000 Interim Aeration Facility Improvements 140,000 Construct Aeration Facility Improvements 3,000,000 3,000,000 Design Tertiary Filtration & UV Improvements 555,000 Construct Filtration & UV 15,000,000 15,000;000 Land Acquisition 5,000,000 5,000.,000 00, Wetland ons r ction 6,000,000 6,000,000 Ground Water Monitoring 35,000 Alternative Waste Discharge Permit 70,000 Irrigation System Expansion 290,000 280,000 560,0011 0- Total y.,365,000 $365,000 $11000 ! 0 $29 730 000 on going pro t from previow budget years, Budgeted Contingency split between these projects, Estimated cost Actual cost will be dctennifled when designwork completed. Major Capital items are still in design and casts are approxi te. Notes: Funding o Taste t r Capital Outlay Funds, 13.2 major facility upgrades to be financed with either OP's or State Revolving Fund loans. For slight reductions, roadway and digester ci ing pI can be deferred. Im The CityvAde roof survey. identified this roof as a c-andidate for priotity replacement, It has exceWed Its useful life and is waking, even through.an increasing number of annual repairs and patches. It is beoorniAg unreliable needs !MMediste attention. The attached roof plan indicates the approximate 1,500 square foo of roof that needs replacino in 2063104, IM 2003-05 FinancialPlan: and: Budget Request IMPROVEMENTCAPITAL =R: ACTMTY: En&eering Project Description As the City develops, new storm drainage facilities must be constructed. These facilities include drainage pipes, basin inlet structures, and purnp stations and controls that. are required to serve new development. To :assure that facilities design provides the standard level of storm drainage service, preparation of a hydrologic me el for the expansions areas is recommended. Staff services primarily be used in preparation of the hydrologic model. Project b ° es: Construct storm drainage facilities required to expand service to new development areas. Exisdug Situation Storm drainage seer .ices are provided to the City via a system of collection pipes, storage basins and disQharac ppm stations, `T`errdinal drainage is provided by the Mokelumne Rivet and the Woodbridge Irrigation District main canal. Additional facilities will be required to provide storm drainage service to new development roposed' widtin the City' s service area. presently, facilities design is glided by the 1.964 Storm Drainage Master Plan. Project Work Completed storm drainage irxrprovements required to serve Westside Facilities Master Flan area has been completed. Implementation of those. facilities is expected during the next budget period. Master facilities planning for tide areas located south of Kettleman 3, re and west of Lower Sasramcnto Road is required. Three basins are integral to providing ,storm drainage, services to these arease. Currently, the final design for Basin G and its associatod se€ nn drain facilities is underway. Preliminary design work for the Basin F facilities has been completed, blaster planning for the Basin I facilities is required to assure service is available upon demand. Schedule and Prolect COW TUFAL $181,000 $1,285,0DO MAO $.500,060 $2,466AN jt Description Major replacements and upgrades to existing storm drainage pipes, basila Wet structures, and pump stations and controls to mitigate localized street flooding problam. Preparation of a bydrologic model of the existing 13 watershed area to assist in evaluating altemaLive mitigation measum for existing localized flooding, Project Objectives Maintam a comparable level of storm drainage services and structure flooding protection on a city-wide basis, Implement a pmgraw that addresses existing problems and systetnatically makes facility it W achieve the program objective& Exisfift sh=00a storm drainage, services are provided to the City via a system of collection pipes, storage basins and discharge pump stations. Terminal drainage is provided by the Mokelumne River and the Woodbridge Irrigation Diwict rnain camj, Localized street and struoure flooding problem exist in the City, Project Work CompWed A number of drainage imPrOveMOnts have been installed through the handicap ramp program wherein drop. inlets at comers have beon replaoed �by niore efficient side inlet catch basins, Additionally, curb repairs and catc-h basin installations have wip1mented in conjunction with the sidewalk repair program. Significant storIn drainage improvanents have occurrW along witb reeent major street cons;truction projects such as Stockton Stree� Lower Sacramento Road, Downtown Revitalization Projeet and the new Police Buflding. SchMale and Pro4ect Cast p6ar Budoft ')003-4)4 20 -05 2005-06 200"7 7°o4al B Wawdicd HydW109Y Model ELM Suva (- utchins > LM) Mda A/Lodi Mcaur wostwood S(Lockaord > Lake) GJaWs park wot stet omle Futsim, Uns;=ifiod start in Upwides Lodi L*ke Pmp StRUM z Rawle-ACWated SSW ORWIDSOMOn(2) waamater capw ougay $126.,000 $105,000 $100,000 $100,000 $431,000 $126,0W $105,000 $100,000 51001000 W1,000 Project Efrect on Operating Budget. Very .or reductim in llouts and time spent on storm drair . tage problems, Increase in el is anJ other maintenance costs for new and upgraded pumping facilities. 13 dv 0JDG ,: RE UESTTITL. 31. fl a Project Description This project consists of major replacements., repairs and /or upgrades of the wastewater collection system emnponeats. project objectives maintain reliability and efficiency of wastewater collection facilities. Existing situation The City�s wastewater collection. system is reaching an age in which the older lines (mainly in the eastside of the City) need to be rehabilitated or replaced. Massy of the alder pipes are cwstructed of terracotta clay or concrete and have reached their sere lid, Additionally, many of the pipes do not have the capacity for the present demand. A replacement program and correspondingcorre$ponding rate increase was approved by the City Council in 2001. project Work Completed ,17he City completed the first of many projects to rehabilitate the older wastewater maids in February of 20€1. The d project is currently in the design phase and will bid during the sprung of 2003. Additional projects are plumed throughout the d=tion of this budget cycle. ygttem relocations include minor work associated with moving existing facilitiez in order to construct other City projects, krs car Preaj�t '8d rift 2003-04 2004-ci5 200 2006-07 Tfftl MjW�JJWMUS syst t Mek4 i0M Miscellaneous lair► Roplumnonts Mismt1an0oussewTaps 13Gmeoc ()ot 1C Long `rein Maw. Progrwn Total waswwater Capital l €outlay I-u€ld Unfunded TOTAL $ 15,000 $ 15,000 $ 15,000 $ 15,000 $ 60,000 $1,035,000 $ 665,000 $1,025,000 $1,025,000 $ 3,750,000 $ $ 20,000 $ 20,000 $ 2000 $ 60,600 .S 5€3,000 $ $ 400,000 $ 1010,004 $ 550,000 $1,100,000 Sr 700,000 $1,460,000 $1,160,004 $ 4,420,000 $1,100,600 $ 700,000 $1,460,000 $1,160,000 $4,420,000 $1,100,000 $ p700,00D $1,460,000 SIJ60,000 $4,420,000 Project Effect on Operating Budget: Reduced operation and maintenance cats for the rehabilitated t ter mains. However, if tht corrosion control pilot study recommends an ongoing chemical addition program, the annual operational costs may range from 507000/yr. to $1509000lyra E-3 Server PROJECT DESCRIPTIOW Replace Electric Utility Data Server 2 and associated ape drives. €vv dt blstrp t PROJECT 08jF-cTjVES- To address: provide sufficient system capacity reliability and Capability to properly 1-0119 range needs Of the epartmt SYstera reliability (replaces an 5 year plus old servers V' Date tares and backup functions Expanded needs -forgeOgraphiC41 ix formation systems (GIS) Mapping sstm graPhic user interface AD graPhio and data infDrMation Z004-2006 project Study Design Acquisition Construction X12,000, $12,000. `foci --- _ RM -iended Funding Sources Capital Oufty Fund " ALTERNATIVES. Do nothing. continue to operate Nivith existing server equipment (not recommended). The Department vA I not have the necessary reliability or capacity necessary to operate effectively and efficiently. The exiMing tape and server equipment will be nearing their useful life expectancy and capacity during this budget cycle. FINANCE 20005 IMPLEMENTATION., Upon approval procurement and initiation will be completed in the 2004-05 Fiscal Year, mo 2003-2006 Financial Plan. and. Bqdget CAPITAL IMPROVEMENT BUDGET REQUEST ACTIVITY: Electric Construction and Maintenance. REQUEST TITLE: Purchase Overhead Line Puller/Tensioner �Ne!w) PROJECT DESCRIPTION Purchase ars overfeed lire puil rlt nsion r and increase the Electric Utility fleet by one litre p ll rft nsion r. PROJECTI To have the necessary line pull rftensioner equipment available to perform the task of installing new overhead primary wire while the existing primary remains energized. This equipment will bring the Electric Utility in compliance with CAUOS A Rule #2941(1). This line pull Ater ioner will enable the lire crews to keep a steady tension, This will keep the new wire from bouncing and sagging into secondary when pulling in between the energized lines making r -conduct ring the overhead lines safer for the line crews. Also this equipment will enable the line crags to keep customers energized for a longer period of tires. It is 'essential to have the necessary equipment available to perform related tasks in the safest and most efficient manner passible. Study Design Acquisition Construction Tota[ C;apitsl outlay Fund ALTERNATIVES 6Y80,000. $80,000. Continue to pull wire with the two wire trailers (not recommended) r rent equipment, if available. FINANCE 20.03-200 IMPLEMENTATI04 Upon approval, purchase in 2003-2004 Fiscal Year. M 02 H FACTIVITY: Electric Utility, Construction and Maintenance REQUEST TITLE: Line Extensions - Service Connections - Substructures - Revenue Metering PROJECT DESCRIPTION This project provides for extensions of existing facilities to serve new electrical loads in subdivisions and developments for all customer classes including associated revenue metering facilities. Work will be done by Department personnel as part of the Capital Maintenance expenditure program, PROJECT OBJECTIVES Extend existing distribution facilities to serve new loads as they develop within subdivisions and developments. Connect customer service entrance facilities to the City's electric distribution system. lnsta)l substructures (vaults, conduits, etc.) to accommodate the distribution facilities indicated above. The developer has the option of contracting for this element with the City (City is reimbursed for all costs) or contract with the private sector. install revenue metering facilities. Funding is inciuded for the purchase of remote readable meters for the larger commercial and industrial customers, Business Unit Title and Number Line Extensions (Business Unit # 161661) service Connections (business Unit# 161653) substructures (Business Unit # 161650 Revenue Metering (Business Unit # 161656) EXISTING SITUATION $650,000 $700,000 Iso'000 165,000 160,000 65, 000 66,00.0 70 ODO Total, $1,036,000 $1,100,000 At present, based an the Electric Utility Department's Rules and Regulations, Line Extensions, Service Connections and Revenue Metering are performed by Department staff and provided at the City's expense, SCHEDULE AND PROJECT COSTS Prior Project Budgets 2003-04 2004-05 2005-06 2006-07 Total Study Design Acquisition Construction$1,03.6,000 $1,100,000 $1,000,000 $1,000,000 $4,136,000 Total $1,036,000 $1,100,000 $1,000,000 $1,000,000 $4,136,060 Recommended Funding Source Electric Utility Fund u.___11,036,000 $1l '100,000 $1,000,000 $1,00.01000 $4 136,000 ectal $1,036,000 $1,100,000 $1,000,000 $1,000,000 $4,136,000 ALTERNATIVES Have Line Extensions, Service Connections and Revenue Metering funded by advances from the developers. This would require a change to the Rules and Regulations, IMPLEMENTATION This project is implemented as required by developments within the City. E_4.1 2003-06 Financial Plan and Budget Request AP AL IMPR EIVIENT BUDGET RE(UEST lty an n �tru n d aitl 11 tiimproveM�tenanc�e Ut OV 'T �TJ ITY� A i I C 1 V tr C REQUES TITLE, Distri tion System ment — Dusk to Dawn Lighting PROJECT DESCRIPTION This project provides for various construction projects to increase overall system capacity, reliability and operating flexibility to serve the electric load under normal and emergency conditions. The Dusk to Dawn lighting is also included under "his project. Work will be done by Department personnel as part of the normal operation of the Capital Maintenance expenditure program. PROJECT OBJECTIVES The objectives of this project are to meet the service requirements as outlined under "Project Description"<above. Specific projects have been identified below. However, funding for unidentified projects is included based an past experience regarlin R such improvement projects during any fiscal period, Fiscal Year: 2003-04 Rebuild downtown underground distribution system (final phase). Construct underground feeder, Harney Lane from Ham Ln. to Mills Ave, Construct 12 kV feeder, Vine St. betw, Low. Sac. Rd. and Road "B" Reconstruct underground secondary, Royal Crest and Tejon areas, re -budget. Reconstruct #6 cu. overhead lines, various areas. install capacitor banks (2), re -budget, Dusk to Dawn Lighting. Fiscal Year. 2004�05 Reconstruct get -a -ways at Kfilelea Substation, re -budget. Construct underground feeder, Mills Ave, from Century Blvd. to Harney Ln. Construct underground. feeder, Century Blvd, from Mills Ave. to Lower Sacramento Rd. Reconstruct underground secondary, English Oaks area, re -budget. Reconstruct #6 cu. overhead lines, various areas. Install capacitor banks (2), re -budget. Dusk to Dawn Lighting, Account TRIO and Number a-IMEMENEF14i =- Distribution System Improvement (Business Unit # 161652) $917,000 $1,081,000 Dusk to C)awn Lighting (Business Unit # 161654) X00 2,2 Total: $919,200 $1,083,200 EXISTING SITUATION The Electric Utility Department is responsible for providing adequate, reliable quality power at all times to the City of Lodi. Accordingly the funding level of this project is established based on past experience coupled with identifiable and necessary projects, The Dusk to Dawn lighting program is performed in response to customer requests for such lighting. B-42 istributi, ued) Recommended d unding Source Electric utility Fund _ _ $919,200 $1,083200 $1200 ,00 $1,250jQ00 $4,452,400 Tot � $919,200 $1,083,200 $1,200,00 $1,250,000 $4,452,440 None IMPLEMENTATION Upon approval, the above projects will be scheduled and constructed during the identified fiscal periods. Undefined projects and Dusk to [)awn Lighting will be constructed based on customer demand M Prior Project 2004-05 200.5-06 200607 Total Study Design Acquisition Construction $919,200 $1083,200 $1,200,00 $1,250,000 $4,452,440 Total $919,200 $1,083,200 $1,240,00 $1,250,000 $4,452,400 Recommended d unding Source Electric utility Fund _ _ $919,200 $1,083200 $1200 ,00 $1,250jQ00 $4,452,400 Tot � $919,200 $1,083,200 $1,200,00 $1,250,000 $4,452,440 None IMPLEMENTATION Upon approval, the above projects will be scheduled and constructed during the identified fiscal periods. Undefined projects and Dusk to [)awn Lighting will be constructed based on customer demand M ACTIVITYa Electric utility, Construction and Maintenance REQUEST ' TIT E. Streetlight Improvement This project provides for installation of streetlights in ares throughout the City where streetlights day not exist or where the existing lighting is insufficient i.e, lights missing, "dark spats". This project also includes upgrades of existing luminaries on concrete standards. PROJECT OBJECTIVES The project objective is to provide uniform lighting meeting the specifications of the fflum€naffing Engineering. Society of rnerica (IES) on all street within the City, It is estimated that 1900-1200 lights will be installed during the life of the project (_5 years). Account Tide and Number streetlight Improvement ( €.tsiness Unit # 1 fit 672) EXISTING SITUATION 1,100,000 $950,000 Total $1,1 -00,000 $950,000 Several areas throughout the City were developed without streetlights being installed, This project responds to one of the city's goals by having stre tlights installed throughout the City. prior _Project - budclets 2003-04 2004-05 2005-0 2006-07 'katal Study Design Acquisition Construction $2,177,910 $1 100,000 $950,000 $5009000 $Q$4:727,9. 0t Total $2,177,910 $1,100,000 $950,000 $500,6-00 $0 . K727,91 Recommended. Funding Source Electric Utility Fund 0 10 $4,727,910 Total $2,177,910 $1,100,000 $950,000 $500,000 $0 $4,727,910 ALTERNATIVES IMPLEMENTATION ,hews of this project are being designed, bid for construction and constructed on an ongoing basis until the total project is completed, RM , Til & Electric Utility, Construction and Maintenance REQUEST TITLE. 5OkV Transmission smission I e PROJECT DESCRIPTION Engineer, design and construct a 60kV transmission line between Industrial Substation and the west side of the City, PROJECT OBJECTIVES To provide capacity on the west side of the City for future growth. Account Title aud Number 60kV Transmission Line (Business Unit # 161660) EXISTING ITATI $476,500X648,250 Total $476,500 $648,250 Henning and McLane substations, bath located on the.west side of the City, are supplied through a 50 kV loop circuit from industrial substation. The fiture addition of the Nest Side substation will cause a capacity shortage in the event either leg of the 60 kV loop is last. To provide sufficient capacity to serve all three stations on the west side during ernergency conditions, s. .loss of 60 kV tire, it is recommended that a third lire be constructed to this area from 0 industrial substation. This project is phased over a three year period to coincide with construction of the Asst Side substation. SCHEDULE AND PROJECT COSTS Phasing Study Design Acquisition Construction Total Recommended Funding Source Electric Utility Fuad Total ALTERNATIVES Prior Project ..,Budget 210:3-04 2004-05 O05-06 2006.07 Total $30,000 $40,100 $20,000 $90,000 $108,000 $100,000 $50,000 $258,O00 $ 8,500 $508,250 $20D,300 $1, 147,0 1 $476,500 $646,250 $270,300 $1,395,050 $476,500 $646,250 $270,300 $1,395,p 0 $476,500 $648,250 $270,300 Do nothing, not recommended. Capacity will be needed on the west side, An alternate source from the west is no longer being pursued. IMPLEMENTATION upon approval material will procured for the entire project and construction will be scheduled: in phases over three years. am 2003-05 Financial Plan and Budget Request CAPITAL IMPROVEMENT BUDGET REQUEST ACTIVITY: Electric Utility, Construction and Maintenance REQUEST TITLE: Fiber Optic System PROJECT DESCRIPTION This project provides for engineering and installation of a Sonet OC -3 Fiber Optic system utilizing the existing 60kV route between each of the City's electrical substations, PROJECT OBJECTIVES The project will upgrade from .leased copper phone lines to a high speed fiber optic system which will provide the communications. medium for the City's Supervisory Control and Data Acquisition (SCADA) system to the electric subsiations. in addition the fiber optic system will be used for voice communication and a video security system to the substations. in the future this system may be used for water welt site monitoring, traffic control with video imaging and intra -city phone systevl connecting emergency services (fire, police, hospital, etc,). Account Title and Number Fiber Optic System (Business Unit # 1616 85) EXISTING SITUATION $655,000 _�82,500 Total $65S,000 $82,500 The existing leased copper phone lines have failed numerous times over the years leaving the Electric Utility without control Of vital electrical corriporients in the City's substations, The fiber optic system with its loop configuration design wi,11 greatly improve continuous communications to the electric substations, SCHEDULE AND PROJECT COSTS Phasing Study Design Acquisition Construction Total Recommended Funding Source Electric Utility Fund Total Prior Project Bud et 2003-04 2004-05 2005-06 2006-07 Total $42,000 $25,000 $67,000 $613,000 $57,600 $670,500 '000 $82,500 $737,500 $82,500 $737-5 0 ALTERNATIVES Do nothing, not recommended, The proposed system will significantly improve reliability as well provide Capacity for numerous future uses in communication, video, controi and data transmission. IMPLEMENTATION The material portion of this project will be bid in its entirety and the construction will be accomplished in phases until the project is completed, Em Tt i° A Electric Utility, Construction and Maintenance QUEST TITLE, Streetlight Standards a upgrade PROJECT DESCRIPTION Replace painted steel streetlight standards with galvanized at various locations throughout the City. PROJECT OBJECTIVES • Eliminate hazardous conditions (potential fall over) from deteriorated streetlight standards. • Reduce maintenance cast (e)iminate periodic painting). improve light distribution. Account Title and Number Streetlight Standard Upgrade (Business Unit (to be determined)) L87,500 $87 500 Total, $87,600 $87,500 EXISTING SITUATION The City's streetlighting systema consists sof approximately 6200 luminaires mounted on various types. of standards and poles. 360 of these streetlight supports are painted steel standards all of which are in excess of 30 years old. These standards„ due to tack of protective treatment, other then paint, are failing at the base from corrosion to. varying degrees depending on their location in the f€eid, The Department has been monitoring the rate of deterioration during the past decade and has determined that corrosion has advanced to a point where the strength of the. standards is reduced sufficiently to recommend a phased replacement program, used can the data collected the location of the 0 most severely deteriorated standards is known and, therefore, the replacement program would lie phased in accordance with the level of deterioration on a four year program. It should be noted that these painted standards have an associated maintenance cost for periodic painting, mainly for appearance purpose. Painting has not been effective in preserving the standards in the area of the fuse, The standards would be replaced with galvanized steel standards having a higher luminaire mounting height. The higher mounting height will improve the lighting uniformity, SCHEDULE AND PROJECT COSTS Prior Project Budgets003_04 _ 2004-05 2005-06 2006-07 Total 'easing Study Design Acquisition Construction$87,500 $87,500 $87,500 $87,500 $350,000 Total, � $87,500 $87,500 $87,500 $87,500 $350,000 00 Recommended Funding Source Electric Utility Fund � � $87,500 � $87,5tT� —187,500---M-7,50-0 $350,000 Total: $87,500 $87,500 $87,500 $87,500 $350,000 ALTERNATIVES Do nothing ., not recommended, This alternative would result in continued deterioration with ultimate failure of the standards and undue liability exposure to the City. IMPLEMENTATION Upon approval, the first phase, based on level of deterioration, will be scheduled. E-47 10 2110,1-2.12115 Financial Plonand.1ludgel CAPITAL IMMOVENENT BUDGET REQUEST ACTIVITY: Substation Construction and Maintenance REQUEST TITLE. 80Kv DC HiPot Insulation Tester All the Electric Utif ty substations contain vacuum style circuit breakers.. These breakers use a. vacuum as medium to interrupt the ARC when the circuit breakers open under load. In the absence of a vacuum., were a breaker to open the results could be catastrophic, r suIting in a breaker failure. Breakers with vacuum battles are tested. by impressing a DC voltage across the vacuum bottle and r ufing the leakage current. This 1.8 the only way to test the integrity of the vacuum system. The tester that is now in use is approximately 35 years old and has gore through several repair and modification cycles, The unit is becoming unstabl and tends to drift wh ri it is set to a particular voltage. This makes it difficult to test the breakers to manufactures specifications. SCHEDULE AND PROJECT COSTS 2003-2004 2004-2006 Project Total Phasing Study Design Acquisition Construction 'Fatal Rec rnmended Funding Sources Capital outlay Fund ALTERNATIVES $12,000. � $12,00.0, Continue to use the old HiPot tester and be concerned that we are not following manufactures guidelines, Not recommended. FINANCE 2003-2005 IMPLEMENTATION Upon approval, advertise for bid and purchase a 80Kv Portable DC Insulation Test set its 2003-2004 Fiscal Year, RM The Electric Utility substations have approximately 80 high voltage circuit breakers. The circuit breakers have moving contacts, which open and close to retake and break the circuits. When circuit breakers open they'interrupt a high current which erodes the contact surfaces. These. operations can cause the contacts to wear and overtime fail, The way to check the contacts is with a loess resistance Ohmmeter, The tester noir in use is a 10 amp model. The required m thud is now to test all contacts and substation bu bars at 1pO amps, The existing tester is not able to test the contacts to I.E.E. . and N.E.T.A, and Manufacture specifications. 2003-2004 2004-2O05 Project `dotal Phasing Study Design Acquisition n Construction Total l Recommended Funding Sources Capital Outlay Fund $12:000, $12,000., Continue to use the paid 10 amp Digital Micro -Ohmmeter and rely on readings that are not accurate. Not recommended. FINANCE 2003-2005 IMPLEMENTATION Upon approval, advertise for bid and purchase a 100 amp DiOita€ Micro -Ohmmeter in 2004-2005 Fiscal Year. NM 2003-05 Financial Plan and Bridget 'TAS,T T iTY. l triUtility, l iiit , on tricti n acid €nt n nce UE IT � ub�t tion ��trt��tton This project provides for various construction projects within the four substations to provide normal and emergency capacity to serve the electric load and improve operating flexibility. Funding for design of the West Side Substation is also included, This work will be done by Department personnel as part of normal operations of the Capital Maintenance expenditure program as well as by outside contractors, Specificc, projects, as shown below, have been identified for construction during this fiscal period, Fiscal year 20€ 3- 4 Killelea SubStatioll Reconstruct substaton with open 12 kV taus configuration. Project to include new 60 k taus structure, two power transformers, 12 kV open taus, control building with associated protective relays and telemetering and masonry perimeter fenOng. (Additional fending requested this fiscal perked, estimated total cast of project $4,435,000). $1,000,000 MWL ire arid. Hennin .: ub tat` ns epi four 60 kV oil power circuit breakers. 279,000 Replace two remote terminal units. 116,000 Install r clo ing relays (re -budget). 100,000 Install phone line isolators 1.6,000 -------------------- Total: $1,505,000 Fiscal year 2004-5 ivlc gnpb.station Repl ce five 12 kV oil circuit breakers. $172,000 Industrial SubstatiOP InstdR three 60 kV power circuit breakers, structural steel and bins extensions, steel tower and associated relays, switches and disconnects. 542,000 New West Side Substation tuely and de sign oaf substation 400,000 Construction of this station is expected during 2005-07 fiscal period at an estimated coast of $4,200,000, ------ Total: $1,114,000 Business Unit Title and Number 2003-04 2004-05 ubstation Construction (Business Unit # 161657), $1,505,000 $1,114,400 Total: 2 ME $1,505,000 $1,114,000 Construction (continued EXISTING SIT TI The Kilielen Substation replacement project was initiated in the 1999-2001 fiscal period with funding appropriated for shady and design during thel 999-2000 fiscal year and funding for construction including rebuilding and: modification of the existing peewee- transformers included in the 2€ 01-03 fiscal period. The latest study results have indicated that a complete replacement of all components, including the pourer transformers, is the most economical option. It has also been determined that an open 12 W bus structure is the preferred option, To accommodate this configuration additional property is required. Acquisition of adjacent property was authorized by the City Council during 2002 and i currently being finalized, Based on the results of the study the estimated overall project casts are $4,435,000. This budget request ($1,000,000) coupled with earlier appropriations will fund the coverall project. McLane and Henning Substations. These substations contain nine, total, oil insulated power circuit breakers' ranging in age fraena 24 —34 years and contain as mucic as 1,000 gallons of oil per unit. Requirements for hurdling oil in the event of a spill aro getting increasingly more stringent resulting in significant increased cost during both maintenance and accidental spalls, Eased on the age of the equipment, difficulty in obtaining part (manufacturer no longer i€1 business) and the potential liability to the City from this type of equipmr int it is recommended that the oil circuit breakers be replaced with gas insulated equipment. The remote terminal units (RTU) at both stations are late '1 70 models and have gorse through several upgrades. The F TL.Is are a vital link in the City SCADA system to monitor and control the substations. At this time the RTUs are obsolete and have reach the maximum capacity to handle and process data. The manufacturer no longer supports this vintage equipment with parts or technical support, therefore, it is recommended that the units be replaced. At the time these stations were designed the City slid not operate with automatic reclosing of circuit breakers acid therefore did not have reclosing relays incorporated into the design of the stations. In order to improve the service restoration time i.e. reduce the length of some outages it is recommended that reclosing relays be retrofitted into each station, The SCADA system communicates via telephone lines leased from SEC ( acBell). SEC are requiring isolation on all such lutes to avoid excessive voltage being impressed on their pries terminating in substations. This budget request includes funding for phone line isoiation at each station, Nate., such isolation already exists at Industrial Substation and is incorporated into the design of the new Killelea Substation. Industrial Substation. install three 60 kV power circuit breaker's with associated relays, switches and disconnects including extending the existing 60 kV bus stricture. Two of these breakers will provide the terminal for the new 60 kV feeder to the west side of town. One will be installed in the existing 60 W bus on the feeder supplying Killelea Substation, This feeder was designed with only one breaker based on the projection that Killelea Substation would be significantly reduced in size its the future. Due to industrial growth on the east side of town Killelea Substation will remain as a very necessary and vital component of the City's electric system.. New Wort Side Substation. Funding has been included in this fiscal period for the study and design phase of the new west side substation, Construction in expected during the 2005-07 fiscal period. E-51 SCHEDULE AND PROJECT COSTS Prior project Budgets — 2003-04 2004-05 2005-06 2006-07 Total Phasing Study [design $400,000 Acquisition Construction ---$1.,5()5,000 $714,000 $4,750,000 $500,00.0 $7,869,000 Total $1,505,000 $1,114,000 $4,750X0 $500,000 $7,669,000 Recommenced Funding Source Electric Lhility Fund m $1,505,000 $1,114,00.0 $4J59,009 $504,000 $7,$60,000 `ictal $1,505,000 $1,114,000 $.4,750,000 $500,000 $7,869,000 Do nothing (not recommended) IMPLEMENTATION Upon approval, the projects viii be scheduled, designed and constructed. cted. IM Electric tliility, Engineering & Operations UEST TITLE. Metering Circuit A aly er (Rep cer 2n cont Title and Number Metering Circuit Analyzer (Business Unit # (to be determined)) EXISTING SITUATION Total$11,600-00 m The Metering Division tests revenue metering lristallations periodically based an the various customer types. The existing field circuit analyzer, used for this testing, does not test the entire metering installation, depends on the eye hand coordination of the operator performing the test and requires a significant amount of sot up time in -the field. in addition test data are processed using a hared calculator and manually recorded in the meter database, The proposed replacement field tester will test the entire metering installation, is very user friendly and requires no Interaction with the operator for the test. Fest data are processed internally and will be downloaded directly into the database, thereby eliminating introduction of errors. SCHEDULE AND PROJECT COSTS Prior Project 2003-04 _ 2004-05 2005-06 2006m07 Total Study Design Acquisition $11,500 $11,500 onstrtiction Total $11,500 11, 500 Recommended mend d unding Scarce Electric Utility Fund �. �_. X11, a1�0 � �4 � $11,500 Total $11,500 $11,500 ALTERNATIVES Do nothing, This alternative is not recommended, The Department Mould continue testing with existing equipment and not gain the benefits in accuracy, complete testing and data management as well as efficiency and productivity of staff available with recommended test equipment, it should be noted that this test equiprrment is prlmarily used on the sophisticated metering installations having meter multipliers and therefore, a small error either in the metering equipment or from the human interaction could have significant financial impact can the customer. IMPLEMENTATION Upon approval the acquisition will be initiated. L-5 U a .. Project Oblectives 1Adequately meet the needs of the increased employee population at the Municipal Service center, 1't'i�r jt Rudoet, 2102-03 2003 ?4 D"5 TaW phums dip ®anaf3 4,65 AM609W PlOtEsional SOMM5 Em Rcwwwaded Fundft Swrm strw Futw 1w Watcr Fund M Wig;W"teor Fund [W Tow $ 4,965 $ 150,OW 501 SSS 1SQ; -54 ACTIVITY, Public Works. Dept. - Municipal Service Center REQUEST TITLE- Rocon.struction of Pavement maintenanceProject DescriptiOR Remove and replace asphalt pavement around. the vehicle storage, and Kofu Park parking area, Install two (2) .il . sand/Oil into the storm line system, I Reconstruct the equipment yard and provide an adequate structural section for the heavi equipment and buse.s. 2. improve on-site drainage for longer pavement life. 3. MOW NPDES Phase 11 storm water - :. skate4Restore asphalt darnaged in the process of installing the QNG fueling station. Provide a smooth parking area adjacent to Kofu Park and the new Existing f on buses, The Yard has been maintainecl by the Street Division, but has met Its designed 11 npw failing and is no longer: cost-effective to maintain. All departments of the City including Public Works, Police, and Parks Department, as vftll as private trucks going to the vmrehouse, use this yar& _8_qfi--P-r-�J—eG1 C 1 2 11 1112 Nor Pc rojed An-;: Phasing Study Design $ 5,000 $ 5,000 Acquisition Construction - Pavement $205,004 $ 205,000 (2) dlilTraps— Total 5,444 $259,000 $264,000 street fund $, $ 92,6 $ 97;680 Electric utility $ 684 $ 66,640 Water fund $ 21,840 $ 21 p wastewater fund I " Total $5,000 $ 259,000 $264,600 DO nothing and continue maintenance as best as possible, This is not practical due moreasing pavement failums and impending storm vrater regulations. project Effea on opomfing sudget 1, Eliminate costly maintenance e;<pensea for this aging pavement. 1 Reduce exPOSUre t 0 storm water related fines and lawsuits. E 13 ACTIVrff - Public Works Dept Streets— MuniciPal SerViCe CeOtOF ITLE- Office Furniture for Mobile Modulgir Office Unit Project Dincriptl Thisi request is to fund the purchase of new office furniture for offices vAthin the Municipal Service Can (MSC) Mobile Modular Unit. I Primary Objectivew The primary objective is: to provide new, stable, uniform and ergonomically correct offloe furniture for 11 offices MtKin the MSC Mobile Modular unit. New office furniture may allso alleviate the safety ris associated,Mth ergonomically incorrect furnfture ALTERNATIVES * Continue to use old fumiture until they are completely damaged and all o"r resources are depleted. * Remain at dsk for safety hazards and worker's comp claims assodated w4th ergonomically incorrect office equipment and fumiture, * Recycle LPD office furniture upon relocation from Carnegie. This should fill PW- MSC office furniture needs. A portion of the funds vAll be use�d for supplemental needs, Sebedule and Pr-ject Costs Prior Project Bud geU 2002-03 2003-04 2004-05 Total Recommended Fwding Sources Capiml Outlay Fund Owl $21,000 $21,000 $21,000 $21,000 Project c s GOVERNMENT/ TRANSPORTATION evaluationThis projwt consists of renovation. and expansion of the, Municipal Service Center (MSC) Fleet Servims Shop, The project includes remodeling of the existing space and t w: Shelter. At a minimuni, the shop expansion UeWs to. includc additional. newer, larger expandingequipment, as well as dw ,Pro*t < The objectiveof this ProJeCt is tie provide adoquate and sa& workingenvironment for Fled i s ; Provide for growth; Be complementary to the Mumicipal Spice Ccuter and its support functions; Accornmodate changing rel technologies. Project work Completed. A rnastvx plan study was done in 1997 for the Municipal Service Center. Included in that wa-.:a number of alternatives that affected the. Flw Services shop expansion. Witt the expansion of our Compressed. fleet, Transit and Fleet and Facilities have purchased explosion proof lights, fans and a methane Additio oaf requirements, f�om the Fire Department and State Code, include replacmig existing suspended radiant heating and automfic opening doors and alamis which are interconnected into the methane detectors B®57 f1wing Study NIA Desiv. $275,000 $ 775,000 Acquisidaft N�A Co"MPCtiou $1.950,000 $1,950,000 To $,1950,000 $2,225,000 Funding impact F= $55,WD $ 65.9,000 $ 714,000 Enterprise Fund5 TnMit $55,000 $ 233,000 $ 288,000 FUD $35,000 $ 510,DOD $ 565,000 WOW $55,000 S 233,000 288,000 WRAMM" $55,00 $ 315,000 $ 370,00 Total ...... S275 OW $1950000 $2,225004) Project Effect on Operating Budget: staff time during study and dp phases. Some increase, in utility costs due to additimial sq um fbotaM som.ewhat offset by use of more efficient HVAC and lighting system (not estimated). ME 'I'l`i�s trot � fi iix�a�e project Description This pr(>je sib of street capital maintenance projects to existing City streets not included in the operating budget, While these pro3,. widely in scope, the work primarily includes street wide inn projects, street overlay projects and rwMstmction pro.ects that may include median and landscaping components, ts, Project Objectives Tbc objective of the PTOOd is to maintain an&or enhance the level of service of the City's vehicular traffic corridors. Existing itum"O The -projeWl reftected below consists of streets that are in need of maintenance or reconstruction. Now that receiit,. major street projects such as Lower Sacramento Road and Stockton Street are complete, the DepaMnent plans to fmis additional effort tovmd street maintenance work, The $50,000 per year budget request. for the sidewalk repair installations is included in the streew operating budget - project work completed For projects scheduled in 03-04, the pre -design work has been completed and the final design work is in progress. Budget ,t Schedule n tCosts �Pa�7%' 1�oje�1 Bud 20034)4 2004-05 200Sd06 2`at"7 TOW MM $ 314,000 $ 314,000 $1,000,000 $3,600,000 $2,944,000 $2,500,000 S10,( ,0M S 430,000 $ 430,000 $ 272,0.00 $1,i0[i3OiMi $3,3041,000 $2,644,0400 $ 1,100,M0 $9,194,000 $ 200,000 $ 259,000 S 200,000 $1,2$5,4000 $ 2,654,000 $ 550,000 14,€100 S 550,00 14,000 S 14,WG $ 100,0300 S S 100,00D $ 36,4000 $ 36,400 $ 144,0010 S 495,0(30 $ 495) 060 200,000 $ 200,000 S 200,000 $ 340,DOO $ 340,000 S 741,000 - S 450,000 $ 450,000 S $ 125,000 S 50,®4?0 $ Sow S 50,000 $ 50,000 $ 200,0040 $ w S - $ 4 _ $ - $ $ - $ 52,239,000 $5,475,00 $4,594,000 $ 175,0011 S 2003,000 S 200,000 $ 200,000 S 775,000 $ 115,000 $ 115,00 $ 135,000 $ 200,000 $ - $ 635,000 $ 970,400 $ - $ _ $ 750,000 $ 115,Q00 S $65,004 $2,219,000 $5,475,000 $,4,.594,9(343 $4,785,040€1 $17„073.,000 $ 272,000 $ 272,0.00 $ 750,000 $3,3041,000 $2,644,0400 $2,500,440 $9,194,000 $ 2640,0100 $ 259,000 S 350,0040 $1,2$5,4000 $ 2,654,000 $ 56,000 $ 14,€100 $ 14,000 S 14,WG $ 98;Q00 $ 36,0300 S 36,000 $ 36,4000 $ 36,400 $ 144,0010 $ 175,000 S 200,000 $ 200,000 S 200,000 $ 775,4000 S 741,000 - S 741,00€1 $ 170,1M $ 170,000 250,000 S 6575,000 $ 100,000 $ w $ 1,025;4000 250 250 7 0 0041 S 52,239,000 $5,475,00 $4,594,000 $4,795,006 S17,073;4000 Proiect Mfw on 3 tint l d t: Ternporary redueW overational costs for the: rehabilitated Oreeft -59 ' 3 l.Plum CAPITAL IWROVE' .. 10 ° e Transportation Schedule and I . is 1'e-aor pwim Budwu 2003-04 2004.45 2005.06 2007 Team! em LLadi Ave. els Ave. with a system Millsfton to UMR $310,1 with kowwnawn "at ftom UPRR to Chcmkm $BQ,t Chemkte L€aAokay St. $200,WO Haraq Lfunam Ln $200,000 Lower SacmmwW CAntuty £3 wL S Aftor St Expmion Lockcfratd SUSacmnwnto 5t. $200,000 Fanmm-Si i (LowWoa is . S700 €000* Sipal ModificAtims i k Ln/Lt ciurd St $17,040 hb S rd St € S45,0W J.owa Sum tai kit€f umcr Rd $11,000 Sa aa3 CabiwWwamBer Equipmwt4Iat'.ment Ham LWfurw Ln $2L000 Lodi Ave/Ss.. w St $2i,w e . LeAmdars $75,0 $21,w4 Turm Rdaem Pedestrin Improwmant t diblo SW FqUiPOwt $2,200 $2,200 'TOTAL $4 7'Off. " $331 $355 $t Rewmimadcd Funding Sour= WWs F hk $200,000 $200,040 mawtwanm TDA $101,200 $144,240 $131,060 $157,000 $537,400 TDA F ike S30,EII 340 AQ $20,000 g$62Vo $310,0W Srygy tt $44,0 $225,000 $265'm others (I elo r) $iS,OW $73,000 ttrahDded* $136,040 $239;1 TOTAL U27 $440,2N $33J$33JAW $355 S 00 Project Effecton Operadn Budget Increased waintenancet for new signals, E-61 2003-05 CAPM ACTIVITY: T Project Descripdon: These projects are =Jor street widenings and extensions primarily associated with adding capacity for traffic growth, They are-, An objective of these projects is to continue to provide a level of service on our streds facilities in conformance to General Plan policy, An imporwnt objective is to synchronize the addition of capacity on the system with the presentation of demand. Exbtkc situation Construction documeats for Lo.wer Sacramento Road, Kettleman Gap Closure and Century Blvd, we"iOn project Will be completed by the beginning of the fiscal year. Environmental clearances will have been issued by that time. Requests to bid the projects will depend upon the State, issuance of construction authorization. No MME Lower Sammnta qr century Blvd, Extension .Kt-Wemn L= GAP CIMM LW-keW S widen* (UP h 3k ) MiSM11MMUS Widening $3,727,000 $3,727,000 $228,000 $ 228,000 $2,920,500,,0 W5,()00 gg�(�[q�qp�y� $2,920,500 3 S 00 L 10 tW—n 100 Q 53,255,500 $3,827,000 $973,OM S1,000,0t30 $9,055,300 52,629,€ 0 $2,856,000 S5,4M,900 $ 600,000 S 600,000 S 163,000 S 163,000 $ 48,i$W S 48pd/lf8f S 415,500 $ 24.5,(30(3 $743,000 S1,000, 5.2;633,3011 S 100,000 $228,000 S 329,000 zAQW- OR 1A 3 S3,25a,500 $3,827,000 $328,000 $1,000,000 $9,053,500 Projed Efted on Operating Budget increased utility costs associated with armt lighting. Increased landscape and Toadway maintenance costs. M 200345 Financial Pba and TOTAL $35,000 $59,000 5162,400 $839,640 $1,095,040 p,ccomtmmdo Funding Seumes MOMMKmaww"M $35,000 $ 0 $ 0 $ 73X0 $108,320 CDBG . (I'BD) $ 0 $ 0 $37,520 $164,640 $207,160 jwWk Ut-fty (Sbred L)ghfil%) $ a $ 0 $ &7,360 5414,640 $502,000 um-Unaed (") $ 0 $58,000 $37,520 1187,040 $282,560 TOTAL $35,000 $587000 $)62,400 $839,6411 $1,095,040 Projw Effect on Operat* Budget, Some increase due to additional electrical and vvater usage. Some reduction in annual maintenance costs. M 1' 2003-05 Financial Plan and Budget Request Parks and Recreation Admini € n Parks Maintenance ProjecksfEq ipmIt Project Description This is a multi-year program to finance capital maintermuce of parks and recreation grounds and facilities at a level sufficient tz protect the civ S investment in these assm, to ensure grounds and facilities are maintained in a safe and useable condition and at standards set b the City, State W Federal al agencies. The projects.which may be financed or equipment purchased include but are not limited tca ft following € o pleted bawled on the availability of fiinds. and priority, * Sell projects for various parks * Poor Lift for Mechanic's Shop * frrigation Booster Pump for an Park * New Armory mark Parking Lit and Storage .Area Blakely Park Penal Heater Upgrade Recreation Software * lCircuit Monitoring Systema Project bject Chapman Field Renovation So all Complex Renovation `l`lie objective q the capital park maintenance program is to ensure that a reasonable level of investment is made in maintaining safe and uwble park facilities which comply witb'City, State and Federal policies for public recreation facilities. Erbsting Situation, DThe Parks and Recreation Department is responsible for maintaining 390 acres ofpar°ks� which includes numerous bail fields, playgrounds, buildings, pools, irrigation systems, and passive use areas, The number ofprojem and equipment needed changes to. yru based.on and tear, public use, the increase in the number of park facilities, exposure to weather conditions and the need to improve dw.efficimey ofmainterance activities. Aa ingly� the fmdingievel for this project is established to ensure a minnnum level for park nudntemice, The priorities are to be dawmined by the Parks and Recreation Department in conjunction with the Parks and Recreation Commission. Steady Design Acquisition conmruction Total ReII,,omrnendod Funding Sources Capftl € utlay Fund Enterprise Pends Prior Projt rad cisaDRQ 2Qil4ail5 2QQ5�Q6 2006-07 `€atal S30Q,€3®ii 30(1 OAQ 3QQ,QQQ QD (IQU $1,160,000 t..IIItIiI MEEMM defer ma ce car reduare the sin d scope oft e, City's park maintenance program. Project Effect can operating Budget None. TIVYrY- Parks & Reoredion Equipment MainWnance TITLE* Pickup for Park's prorm Coordinator. Currently Or, par" Coordinator is using a donated 1993 Ford Crown Victoria witb 134,705 miles. This vehicle 4 constantly in for repairs, Staff fuels that a comp pickup would bit fill the need by allowing the Parks Program Coordinator to trM.sport equipment and -supplies thereby ff"ing to an staff ofthis aaivityR Project Work CompieW his will be an addition to the -Bad. MM Remmmendod Funding Sour= Capitai uday Fund Entmprise Funds 1, Continue to use.tho current high mileage yehivfc. 2, Use personal vebicle. rM $20,000 $201000 Lim Parks and Roc tion Ad Rept p ier i achin Project Description Replace F2 2 Copier Madbine in the Perks Division. Project Objectives To provide staff witha reliable copier that produces good duality copies, Existing Situation The existing copier was purchared in Aqgwt 1,995 and has over 300,000 copies on it. Staff has had difficulty its obuining a inaimmee agreement due to its age_ The Parks Department copier is also a hack up for when Recrevaion Dep. enf s copier breaks dome Many ofthe fiwaions on the inachi ne are no € ter reliable (sorting, d€tp lexing and copying paper leer than 8 V.- X 11) and kjams frequently, b9s of stafftimc, fflf 2 continue using emsting copier projeett.,flect on Operating Budget IM 2003-05 Financial Plan and, Parks & Recreation EqUiPmeat Maintwmce TYME- Turf Trador ow current tractor is too large, and heavy as well as having too high a profile to be utilized in certain aroma Project Work Completed We have prim on sevoral U=wM Schedule and ProjeCt Costs Phasing Study Design Acquisition Construction 0M Reconunended Fwding Sources Capital Outlay Fund Enterprise Funds $18,000 $18,000 $13,000 $18,000 I. Continue.to pedorm work with exisdug inventory ofequipment. 20 Rent Wtrastar as needod and incur the cost M UM MM Parks and Rmr�96on TrME- constmcdon ofan A4 13 Rewmmend ed funding Sources, Suggested sources; actuel to be detennined at a later date impact.Mfigation Fees; Capital Outlay Fund; Gants, Cortificams o0articipation maintain 15MULS quo project Effect on Operating Budget Up,Dn developmeM the &6W must be mairoined by staff. NOTE, A public art Qomponont is required fQr this projw (29/* of$5,98 3,000 totally $119,660), which as not been fi0ored iow this request M Parks. and Recredion AdminisftWioa . n d i zq n i_, A d i X LIX Cul ff- E-70 HAI, . . . . . . .... i H IN This prof ea consists of design and development ofa sports complex (with lighted fields) and park withinthe "Cy-Bashf'th.a provides.drainage for ft area bounded On.the nardi and east bythe WYD Canal, HameyLme on the south and Lower Sac -.r encu Road on the wm 71k-propedy is lomted at the $outheast comer of Lower Sacramento Road and Amwe Century Boulevard, consisting of 49 acm, Project Objectives The objective fthis project is to: 0 Provide additional sports fields and neighborhood park facilities; 0 provide for growth in accordance. with the Genemi Plan; e Provide storm waftr storage in accordance with Lite City s Design Standards Existing Situation, E-71 Parks and Reoreation Administration Parks Division Modular Office -72 project work Completed Design work will be do in-house. Scheduke and Project Costs M 130,€ 00 130,00€$ continue to repair and provide t cment.mtroom facility. Funding sources may include grant ffinds. Project Effect € n Operating Budget Reduced maintenance and savings the, City for City facilities, -73 2003-05 i ate and Budget Request REQUESTCAPITAL IMPROVEMENT BUDGET ACTPVM. 'Parks and Recreation Administraion V inewood Perk — Irrigafion System Retrofit Project c e pa Rept e the old and outdated sprinkler hem, boaster pump, valves, quick couples, wire and controller, The overan project would be phased Over two Yeas, B-74 Prior Project Bud 2003-04 2004-05 2005-06 2006-07 Total Stud Design Acquisition Construction$140,000 $150000 29.0,00.0 Total $140,000 $150,000 $290,000 py R, Funding Sour Capital Outlay Fund $140,000 $150,000 $290,000 Enterprise Funds B-74 11 2003-05 Financial Plan aud Budget Request Park$ and Recreation KO=T'ff M Restroom Replacament at Becknmn park Project Dmripfion Roplace the existing Tnetal strucftwe with a Aew modular restroom m fih meets current branding codes and Title 24 requiremrrts, Pmvject Ots#av Replace the existing 20 phis year structure that is not handicap aocessible; also reconfigure the restroom so that the restroom doors are Ewing Ham Lane, Existing Situation, The existing acture has been repaired over die past 10 plias years. Repairs have consisted. of rusted through panel replacement, roof -repairs and numerous coats of paint. Frojett Work Completed Design,work will be done -house, Scheduke and Project Costs Prior Project 2003-04 2004-05 2005-06 2006-47 Total Study Acquisition Construction $120,000 S120000 ` OMI $120,00012.0,000 Recommended Fling sourer capital outlay Fund $1.20,404 $120,000 EnterprNc Funds -75 2003-05 Financial Plan and Budget Request IVITYe Parks :mrd Recreation Administration UEST TrME., Lodi Lake Center Arm Improvemen Project Description This project was identified by City Council as a priority and includes improvernonts to Lodi Lake central area. A site planof improvements has bran produced and approved, zprov mem; include now ki ation, added turf areas, removal and replacement of asphalt paving building rams s, walkway's and landscaping. The project also includes construction of a new puking lot from west of entry to the be It house from burner Road to the Discovery Center. Project Objectives To improve the site. Existing Situation. `I'lte park is in Meed of improvements due to its age. Project Work Completed This iF, part ofthe ongoing irrxprovcMentts based upon the Par°.k, Recreation and Open Space Plan, adopted in 1994, Sta will d.e6goftproject in-house and in keeping with work already completed at the entry and beach areas of the park. Schedule and Project Casts Study Design Acquisition construGfion Total Recommended Funding Sources Capel Outlay Fund Enterprise Fronds Prior ._ t°ojncei -house 2003-04 $1,250,000 $1,250,060 Funding source € ndatenni ed but mayinclude: grant funds, capital outlay fund, or outer sources. Project Effect on Operating Budget Upon development, facility mast be maintained by staff, E-76 WwiiO05ioandsk Finn and Budget Request ACTfMY. Library. Project Description Upgrade the current saver for the library's au omated circulation and catalog computer system and install PC's to replace tenninak used for the online catalog and circulation functions and install separate air conditioning unit in computer rack arm, Project ObjectNts 1) Increase computer capacity far future, expansion of the film y's automated systems 2) provide the Dub:Eic with computer stations allowing access to a variety of inforrnati€an sources, including Internet access to simultaneously Search other library catalogs for materials. 3) Provide the opportunity for librar,, users to access the literary from their home, school or business via the Internet and conduct library business 4) Remodel and install a separate cooli g reale in the computer rack area to provide a climate controlled facility for the library's servers F'Xisting Situation Currently the library's server is failing. The server holds the bibliogra.phic.and patron databases that .Support ttae automated circulation and catalog system and the online € rel catalog. Tbe manufadUTOX of the server suspended support for the server in 1999 necessitating an upgrade. GAC, the vendor for the library's automated system, suspends support for the server in April 2002. In addition the software package provided by G AC is not undergoing fzat er development$ or upgrades. The current public catalog stations are dumb tern°rinals capable of accessing only the: library's database. Upgrading to PCs with a graphical user interface (CM) for Internet access will alloy patrons to access Lodi's catalog as well as other resources added in the fiaturee Our library users are already familiar v,41h ac sing tlae catalogs of neighboring libraries in Stockton and Sacramento via the Internet. 7bey expect the swDe service from their local librarya In September 2000 the server was moved to the computer rack room with the LAN (Local Area Network) server and the Crates grant server. 'Me room rias'zig€nally designed as an office/maintenance c)oset for a custodial position. Modifying the room to provide a separate coaling systema would benefit the servers and their peripheral pieces of equipment, which generate considerable amounts of heat: pr€ject work. Completed In spring 2002 Lodi Niblic library ir-i conjunction with Stockton -San Joaquin County Public Library issued a Request for Proposal to share an integrated library system with Stockton and Amador County. Simultaneously the Lodi Public Library issued ars RFP for a stand alone system housed at Lodi Public Library and administered by Lodi Public Library. Following the receipt of responses the library systern5 jointly viewed vendor demonstrations and interview vendor custorners. The Lodi Public Library administration dete.r-rnin(ed that the most economical method for achieving the goal of a My functional irrt grated 'library sy5tern was to partner with Stockton -San Joaquin County Public Library, Fflas#rrg Steady Digs€far Aare S160an capsti'i Oor, Tom! Rccorramcndcd Fanding Sources city CaPhZ3 04tlay Fund Ait�ra�atiw�s Project Effect on Operating Budget Prior frojt feud its 2003 2004-05 W05-6 2006-I Tara 4,000 5239,000 E-77 239 000 239,000 200-2005 Financial Plan and Budget CAT € :£ ST ACTIMYa Community Center Facilities Services REQUESTTITLE: Purchase of Pickup Truck Project Description paarchase one pickup truck in 2003/2004 as an additional vehicle for the Hutchins Street Sq=e Maintenance ata `to share, mid obtain equiprqent and acces, s€ ries to (tally equip the truck for duty. This truck will be addition to the city fleet. C WTMt vehicle is a donated Ise vehicle from the Alternative Fuel Vehicle progam- roject Obj"fives i, Enst re that thr Hutchins Street Square Maintenance staff has the type of vehicle they need for daily support of the facility, Existing Situation Currently, we, have an donated, imsed, electric Ford Ranger pick -cap truck with: limited range far staff to use, The !ease for this vehicle will be up in September of 2003, At which time the Square will not have a vehicle fear day-to- day Operations. Additionatty, the cmTeut vehicle does not allow staff to pick up needed material or tow items for use at the Square due to the fact thatit is an electric vehicle with limited poorer and range. For lame jabs, staff must borrow larger, powerful vehicles from other dep€aroments to take ewe of daily needs, and special events. This creates a conflict for other depanments, A new pickup truck equipped with utility box, sprayed in bed liner, rear window guard/rack, 2 -way radio, and accessories will cost $29,000. Schedule and.Prmect.Costs Prior Project Band ots 2003/44 2fltt4/05 Total;. Phasing Rtudy Tia Acquisition cons tion Total Reconuumded Funding Sources Capital Equipment Fund Total 29,000 MM 29,000 _ $29,000 X29 29,0{30 $29,000 $29,000 fter ativ Seam for donm Impose on ower departments on a daily basis for use of their vehiclesa Not advised.. E-78 e-7 8 COMMUNITY & ECONOMIC DEVELOPMENT 2003-05 Financial Plan ACTMTY; Engineering REOUESTTITL& fl6rh Resolution Informatio rsternContro]S � �Kk r�UA411�ffl 11 �AMI�1111on A.112-Wi � Project Descliption This project provides the comer stone for future implementation of a Geographic Information. System. The services to be provided. by an outside survey firm mill establish horizontal and vertical coordinates at approximately 20 locations around the City. Generally, the locations will correspond to -&-action comers. The -survey wit tie some existing City centro) points to each other and the statewide coordinate system. The work will be performed utilizing high-resolution global position satellite survey techniques, The project would occur in two phases. The first phase would complete the surveys, calcul;ations, and adjustments- The -second phase would construct the control monuments in the field and file a Record of Survey showing the locations of the control monuments. Project Objectives A primary objective of this project is to create a standardized set of control points that w0l be used to facilitate development, engineering, and planning. In addition, it provides the basis for the development of a comprehensive and accurate Geographic Information System. Existing data bases for infrastructure mapping, tree it ventoriand. subdivision maps would eventually be linked to the control network. Future mapping of Electric utility facilities would be also be linked to the new control points, -EX6VWg itti Schedule aW Pr . ed Costs Prior 'Projwt R.A."tR 20034A 2004-05 2005-06 2000-07 TOW cDa'5MIwon $50,000 $50,000 Too? 50,000 $50,000 Recmmnded Funding Soma,-, Water.Capiml 00ay $12,500 $12,500 Wagmata COW ouflay $12,500 $12,500 Impam Mittption Fm S 12,500 $12,500 vecuic ufflity $12,500 $12,500 TOTAL S51)'000 $50,000 Project Effmi on Operath* Budget- There would be additional operating casts assmiated with this project, E-79 U 2003-05 FipancW Pim and Budget RequeO CAPITAL 1��BUDGET R7 ACTMT'Y, City Council REQUEST TITLEa Five (5) Notebook Computers for Council's use in accessing the electronic Council project Description Purchase of five (5) notebook computers for Cowicil's use in accessing the electronic Council agendalpacket, W/Minimum of, Mel Pentillm III PI'MMOT at 800MB7,-M 11117 XGA display CD-ROM, CD -RW, CD-RW/DVD Combination drive Internal Hard drives at 30 GaB2 Modem.mid networking devices integrated directly un the motherboard for integrated wireless networking 12SAlB Shared SDRAM memory Project Objectives Pursuant to Councils major goals/objectives: 'To ensure an efficient and productive City organization through. * Enhaticed access to information through technology * improved customer service Fubiic Tri a Ensure open, accessible public meetings An electronic Council agenda/packet will provide the following benefits, i a improved customer servic.-e and public trust by providing internet access to City Council agendas and packets (Le, all staff reports 8 1 savings in paper and staff time byetiminadng the laborious process of duplicating and assembling Council packets. Eyisting Sitmfle" Following final review and approval of the completed Council agonda and packet, the City Clerk's Office. assembles, duplicates, and distributes, 200 agendas and 25 packets. This process, consisting solely of regular City Council m eefing hard copy duplication, assembly, and distribution, takes an average of four hours twice each month. Staff time inporeases whon late domments or changes are received, due to the necessity of manually inserting the additional pages in the packet binders, Public access of the CouncO packet is limited to hard copies on file in the City Clerk's Qrffice, the Library, and at the night of the meeting in the Council Chamber, project Work Completed power outlets aid wireless, data capability now exist at the Council dais and staff table in the Carnegie Form Council Chamber. The City Clerk's Office is gently developing a procedure to produce an electronic Co=cil agenda/packet, Schedule and Pr ect Costs prior Proj= 20034K 2004 -OS 20054)6 20()"7 Total Phasing Study 0 0 0 0 0 0 Dosign 0 0 0 4 0 0 Acqui$WOR 0 $12,500 0 4 g $12,500 VOW 0 5l,?,�500 Rnu=ded Funding Sour= Cap iw Ovday fuod Project Effect on Operating Budget — N/A E-80 2003-05 Financial Plan and Budget Request The Project. moves the shelter from the current 5000 square foot site at 19 N. Sacraments Street to a 17,000 square foot facility north of [ ockeford Street, Ilse new facility will house and sleep more than 80 men and 30 women and their :.ch. it =. ('fere is currently no 1=ergency shelter in the City of Lodi that serves women or children) The new foodbank will increase the currant capacity 1-br food collection, storage, and distribution by approximately fire times. Estimated cost for the total pr,Djea gently exceeds S1,5 million Once the project is complete, the current ent shelter° facility, housed in an historic dovaitawn location, will be available for sale and renovation, er improving the viability of the revitalized downtown, in - which the City has made conside ble investments. The 1_,oda' City council uracil voted by Motion on October 3, 2001to "authorize the City of Lodi to participate.with the Salvation .rmy in funding new homeless shelter at 622 N. Sacramento ,Sired in the amount of $250,000 over a fivt-year period, or Jess, with the funding source to be determined each year during the budgetprocess". 10 Project Objectives To serve the needs of the homeless an Dodi and to further promote the revitalization of Downtown. situation The A Rny .has secured a construction loan for the project in order to expedite the move which is desperately needed. The Cavity's commitment, as declared by Council motion on October 3, 2€ 01, was used along with numerous private and public agency pledges to ObW51 the loan. Project Work Co . ply The Salvation ArMY anticipates th4t the new shelter will be open by the end of the calendar year 2003. Project 't on Operating Oudget Since recommended l a source it the Redevcfopruent Agency, no e on operating budget b anticipated E-8 I P'�is�r Fr�,jt Budgw 2003-04 2004-0 2005-06 2406.07 2,907-0 ToW Phasing Gfatent 550,ow 550,000 $50,000 550,000 $50,000 $250,000 Tom] $50,000 $50,409 $50,000 $50,009 $50,000 $250,000.. Remmmmdod FuTW4 SQuP= cap* Outlay Fund Fntmniw Fends, P,edevc1opramt Afmc.Y $.50,0€39 554,000 $50,004 $50,000 550,000 $250,000 Project 't on Operating Oudget Since recommended l a source it the Redevcfopruent Agency, no e on operating budget b anticipated E-8 I 2003-05 Financial Plan and Budget Request ACTIVITY. Information systtms Division eat Fuud Project Description The PC Replacement Ftmd has been the source of fuDds for replacing retired computer hardware and peripheral equipment such as printers. The need to replace older, retired equipment will continue during this budget cycle, Project Objectives The purpose of requiest is to ensure that the City has sufficient funds to replace vital computer equipment, on an as-ne,eded basis, Existing Situation The City current ty has almost 500 personal computers and servers in its inventory. Each year a c-.rftin.number of these units are refired because they break and are irreparable, or they no longer serve the needs of the user and are taken out of savice, Schedule and Proiect Costs Nor pmject Bud gum 2683.04 2004-05 200"6 2006-V Total ma=g Study Dip Acquisitim cmsftumm Tow) Recornmr4w Fuladmg Soarces capija] ()U1JaY'PUDd 75,000 75,000 75,000 FrAwprL-4 Funds Project Effect on Operatimg Budget 'By Consolidating its computer repias ement funds, the City is better able to control expenditures in thi..s area, Computer Nuipment is not normally replaceable based upon age alone. There must be a demomtration that the eqkiipnicat is nut able to meet ft neods of the user or that it has reached the end of its useful life. More often than trot, the City's computers are kept in service until it is no longer practical to do so, at which time they are replaced or rebuilt, E-82 M5 Purchase and install outdoor storage racks for smaller pole out and p drr aunt transformers. To improve space utilization at the Electric Utility Departments MSC storage facility EXISTINGI1 Storage space for transformers, poles, electrical cable, concrete vaufts a: conduit is increasingly imp.acted at ft Municipal Service Center. Currently, a 60 -foot long steel rack provides verficaf storage capacity for polemount an.6 smaller padmount transformers. However, in 2002, EUD began storing materials oftite because of space constraints at MSC, Alternatives 1. Seek additional off-site storage spat . Get rid of thesurplus vehicles to free tip storage space at MSC . Sell some of the surplus cable to free €gyp storage space at MSC F,-83 ACS e Library Project Description, Replace worn, ffaded, € amaefive carpeting and baseboards in library's public reading and book stack areas, Replace the flooring in the children's aLfivity room, Project Objectives. Create a ple.asing, attractive and inviting environment for the public and library stmt. Existing situatioW Built in 1978, the h ;s d6cor is the, traditional txwge, gold and brawn, of that era. The carpaing is warn and faded and the floor tales are cracking. The carpet padding has disintegrated in high traffic, arms. The libmy board oxmissionedthe devolopment cif'a Library Facilities Mier Flan in 2001 and the completed plan was adopted and endorsed by the Library Board of Trustees and the City Council in April 2€ 02. The plan recommends the expansion and remodeling of the sti library fa.eility. Project Work Completed: The library refurbished the Coram ity Room/Lobby arm of the facility during € 02. However, renovation of the main. library facility is interrelated with and dependent upon the recommendations resulting from the Library facilities Master Plan study. Since the expansion project is on the city capital improvement timeline for completion at lit eight Years in the future, the replacement of the oxisting carpet in the public area is advised at this time, sebe Przsa� I�resje�t Budge -Is 200-04 2004-05 2005-06 Tool 1'ia"mg Steady Dcsip comncum Total Rmorrunended �undiug sour= GapilO Outlay Fund Tota) projectEffect on sat Budgets None 2,000 I35,0W 2,004 135,E 137,€l E-84 137,WO 157,0 7bWorlic k Pair Libr Projee DescriptiM RepiaceJrepair the drainage system for the Lodi U Projea Objecbvm' Provide a drainage cyst: f0f'rainWater that : 1) Provide a drainage system that does not put the basement ant at a risk for flooding ) Provide a drainage system that reduces energy consurnoon The Librwy was built in IM, and the drainage system installed at lbat firne is still in use. The g drainage designed to route all rainwater runoff, including roof rainwater and surface parking lot runoff, 'Into the basem.ent where it must be pumped out Addibonally, the holding sump is located within a few feet of the main electrical sewice panel, Several times when: large amounts of rain have fallen quicldy the pumps fail to keep up. Qther times the flood.alarms have not worked, causing the basement to quickly hazardous, condition. -85 Project Description. Replace the physical plant and peripherai equipment for the library's heating, ventilation and air conditioning system, Project Objectives: Create a healthy, comfortable envireanmerit for library customers, sta' and library mated ls. I) Provide a control system that efficiently maintins a set temperature ) Provide a HVAC system that reduces energy consumption 3) Provide an environment for valuable library materials that increases their longevity Exiting Situation: The library was built in 1978 with a federal public vwrks economic development grant. All heating, ventilation, and air conditioning (HVAC) equipment and controls installed. at that time are still in use. The existing heating and cooling cyst rn has needed extensiveMaintaining repair, adjustments and calibrations in the past several years. tolerable temperate in p blic and t areas for either heating r cooling conditions is bewming increasingly difficult. The cyst m controls are pneurnatic, extr efy difficult to regulate and have become unreliable, Calibrating the contrral is to impossible, sible, and some controls have ceased to function accurately. In some instances parts for the HVAC system have been unavailabLe and measures to repair the machinery have created interim solubons that will only be remedied by replacing the system. This past fear fiscal years over $15,000 has been invested in the HVAC system, and emergency repairs are becoming more frequent Three years ago the bailer system began to fail repeatedly, ieaving the building totally vvithaLA heat. Project r apt Preliminary r lu ti n of the systema has been completed *th an outline of recommended solutions submitted. Schedule and. Project Prior pr' Budgets 2003/04 2004/05 200&06 2006107 Total Phasing Study Design Acquisition Construction Em Capital Outlay Fund 0,0 $600,000 N t Ap' ;livable $10,000 $600,000 $610,000 Total $10,000 $600,000 $610,000 10 Altemadves- Continue repairing and patching the exMng system as needed, project Effmt on Operatingcid The new equipment should reduce operating expenses in the utility category by being energy efficient, and emergency repair oasts w#1 be substantially ntially r u E -S6 "�dG wi 77 E!i',i'i.73iC1�i.•"3lFiif project Deqc6pfion. The ongoing Public Safety Building & Civic Center Complex Project has three DesigrVConstruction phases left to complete; Phase l includes the remodel of the Camegie Basement for the Information Systems Division. Phase ll includes remodeling the exist ng Public Safety Building (PSIS) for Fire Administration and Station piss Public Works and Community Development, and remodeling City Hall to allow for expansion for remaining departments and to move the Finance Department back into the building, Phase III is the addition of a Parking Structure at Church/Elm, NOTE: The upgrade of Fire Stations #2, previously included, is now being requested as a separate project, Project ObjecljvasM The objectives of this project are to: • Provide an adequate and safe working environment for public safety and other City staff; • Provide for growth; Maintain signific nt public facility prerace in the Downtown; Be complementary to the Civic Center and Downtown. Existing SitUabOW The Council has approved moving ahead with design/construction of the new Police Facility and a Space Needs Assessment for all Civic Center Departments considering the availaUllty of the old Public Safes Building and Carnegie basement. The new Police Building is now under construction an.d due to be completed in January 20049 and the Spew Needs Assessment is underway, Options on where to locate Civic Center Departments were pursued and evaluated. Recommendations were to: 1) Move the information Systems Department into the Carnegie basement 2) Dave Fire Administration, Public Wks, and Community Development Departments into the P , ) Leave Fire Station #1 in the PSS and remodel, providing additional space; 4) Move Finance into City Hall; ) Expand spaces for Human Resources; and 6) Relocate other functions within City Hall to use basement space for support functions rather then full-time std. Conceptual Design contracts for the Public Safety 130ding Remodel and Civic Center Parking Structure have been implemented, Fire Administration was relocated for the interim into the Lodi Station Parkin : tructure. Design work has begun to temporarily relocate the Finance Department into the Lodi Station Parking Structure s we] I, This rearseat provides for funding for eacfh of the three phases, in order to keep moving all components of this projed forvr4rd. The Carnegie Basement Remodel should begin as soon as the Police Detectives Divisions moves out, and the remodels of the Public Safety Building should fallow, with the remodel of City doll follovAng immedlate4y afterwards. E-87 Schedule and Proijeet Costs Prior Bud 2003/04 2004/05 2005/W 2006107 Total ahase' Qarnegie Basement Remodel Design /Construction $100,000 $100,000 E Pha W -SO I Old Public Safety Remodel Clesin $300,000 $3W'0W Construction $2,800,000 $2,800,000 Co Hall Remodel Deign $75,000 $75,000 Construawn $425,000 $425,000 slum Civic Center ParMng Structure Design !Construction $6,100,WO $6,100,000. Total $400,000 $2,875,000 $425,000 $6,100,OW $ 918D0,000 Funding Source& Debt financing with repayment from Development Impact Mitigation Fees and General Fund. projer,t Effect:on Operating Budget Sorn'e increaw due to additional square footage additions, somewhat oftet by use of more efficient HVAC and iighting -system (not est . mated). Mile parking structure is intended to provide free parkirig initially, posftie future charges for permi Wparking W11 offset operating costs. E-88 2003-2,005 Finanoial Plan andBudget CAPITAL IMPROVEMENT BUDW REQUEST REQUESTACTIVITY, Public Works Facilities Services Division . . The historic Lodi Mission Arch was built in 1907, and is soon approaching its 100 -year anniversary. Recently the bear atop the arch was restored, thanks to generous. contributions of time and money fr.m many local diftens, organizations, and businesses in partnership Wth the City of Lodi. The Arch was painted and had war exterior repairs done at that time as. well. The electrical.wiring, although receiving some updating in past years, needs to be evaluated. The large `acorn -shaped' 4glut globes are not the shape of the originals, and the snail lights on the underside of thearch are oid and in read of repair. The Arch has had various efforts of m int non and repair work done an it o r the years, but should be evaluated and a plan developed for its restoration, if needed. JScheddul n Prior Project Bi6�$ Phasing Study Dig" AcquMion 2E7, Q�ii onstructiw $20,000 TOW _$20,000 Pecornmended Funding Sources Capital i, Replawnent Fund Ei Tca t_ TOTAL. nnfvxQ 1 Do nothingWait until there are problems or f a0ures that can't be ignored,due to the Arch's location, 1, Reduce amential failure of additional light fixtures on the Arch. -89 13 11 MMZZM�� Replace the existing thirty-six-year-oid roof with new built-up or single -ply systems, Existing Situation The roof on the Radio Room J Facilities Services OfficesiShop was installed when the facility was constructe(I in 1967. The roed has had varying amounts of maintenance and repair work done on it since then, but has not been replaced, Sched I J.Pf, ;Oct Costs Buggpts Phasing Study Design Acquisition construth on $15,000 Total 15,000 $16,000 Recommended Funding Sources Capital Impr. Repl. Fu'ki 4; 000nd Totai $1.5000 GRAND TOTAL incur ever-mounfing repair costs and loss of reliability by failing to replace this roof, Delaying its replacement further jeopardizes theW110al equiPment and staff in the building it should be protecting. 1, Eliminate rostlymaint enan.ce expenses for this aging roof. 2. Reduce leaks and pot e . nfial damage to mission critical equipment. E-90 Phasing Study Design Acquisition Construction $45,000 $45,OQU Nnt R it 11 t f $45,000 $45,000 Eliminate cosy maintenance expenses for this aging generator. i educ potentia€ fiabilo of inoperable equipment due to generator failure. E-91 Existing Situation 08v, 400amp, 1 (diesel, gas., propane), Automatic transfer s tc installation Roll -up service door Misc. electrical Misc. int € tlon (ventilation, etc.,) $25,000M UC $ 4,000M °w .O e{i0 Total $43,600.00 Schedule and Pro` i POS Projeo Phasing Stud Design Acquisition Construction $43,500 "fatal.. $43,500 � $43,500 Recommended Funding Sources Capital # pr. Replacement Fund E_0,2 0 2003-2006 Financ. l Plan and Budget CAPITAL iMPROVEMENT BUDGET!PROVEREQUEST ACTIVITY., Public Works Facilities ServicesDivision REQUEST TITLE: Generator Replacement I Upgrade d t Fire Station 1. incur v r-mou tng repair costs and loss of reliability by failing to replace this generator. Delaying its replacement furth r jeopardizes the Fire Station, its emergency operations, and the people it should t) serving. . Replace this generator with one of similar size as existing (rest upgrade), and do not add additional circuits to support neva equipment, which would save approximately $20,000. . Eliminate costly maintenance expenses for this aging generator, 2, Deduce potential liability of inoperable equipment due to generator failure. E493 ,e E ACTIVITY, Public Works Facilities Services Division Replacement Addition REQUEST TITLE: Fuel Dispenser at P ublic Safety Building Project DescriPdon Replace the existing Basi disperser at the Public Safety Building, 230 WElm Street, and add a Fuel Card System, Project Objectives Replace the existing thirty six-year-oid fuel dispenser with a new fuel dispenser and fuel card system. existing n Situation The fuel dispenser at the P was installed in 1967, The single -hose fuel disperser has had various maintenance and repair work done on it since then, i in very poor condition, and parts ire hard to find and fitly. The dispenser has been out of service numerous times it recent years. The Police Department and other City departments rely on this di--+enser to fuel their Cid vehicles, and mast travel to the Municipal Sewice Center (3 C) when it is out of commission, This fuel disperser is a candidate for replacement and should be charged out. A new Fuel Card System was recently installed at the MSC as part of the Compressed Natural Gas (CNG) Fueling Station installation. This card system has the capability to manage secondary sites, if tied to thern renlote4y via phone lines. The existing system of fogging by hand the amount cif fuel used is out of date and error -prone. Consideration should be given, if cost effective, to acid a Friel Card System at the Pare & Recreation site as well. Project t Detail Fuel disperser, installed Ful Card System i, e*tril <. Total 0 i o !,jc_hedu1# Prior Projed Phasing Study De,3i n Acgrtio Construction $69,000 Total ,� ; p Recommended Funding Sourcm Capital tmpr. Replacement Turd I Do nothing. incur ever ounbrg repair costs and loss of reliability by failing to replace this Biel disperser. Delaying its. replacement further jeopardizes the City's fueling operations, and inconveniences the people It should be serving. Z &,, moat. an option of ging ars outside vendor (gas station) for fueling, project Effect on Operating Budget 1 Eliminate costly Maintenance expenses for this aging fuel dispenser, Z Reduce potential liability of)nopwable equipment due to fuel dispenser failure, E-94 CAPITAL, BIJI)GET DUAIL, BY SIT ION - Replaeement Vehicle Requests Po6ov Protection Police Anvestigatioaas ilinderccaver snits (3 s.acia year, Mice Operations Parking Enforcement Scooter (1) Motomyalm (l cacti year) Patrol sedans ((5 each year) Fire Safety Emergency Services Staff vehicle (2) Total Public Safety Public Utlaties Water utility 5ervtecs Wester 1/2 -Ton Extended Cab Pickup wastewater Utility Services ,fir Compressor Electric utility Services Electric Utility Electric C;orastrrcti€,n & Maiatenance Flatbed dump truck. Total Public Utilities Transportation Streets and Flood Control Street Cleaning StraeiSweeper Tra€ask Transit Fret vehicles (2 each year) Tukai Trntrspcwtsati€ n L.eisurt, Cultural & Social Services Parks and Recreatiotr �gteilacr€ertt: �'lzricatertarace Turf Vehicles (3 each year) 112 Ton Pickup Thick Extended Cab Pickup Track Total L,tisure. Cir€ftwAl & Social Services TOTAL OPMA.TING BUDGET FUNDING LEVELS., E b"LPME'f FUND TRANSIT ELECTRJC FUND WATER t~t..TND WASTEWATER FUND 8g,200 92,400 defer ye;ar one 29,140 21,004 22.000 154,875 162,250 34,000 X000 deicer Ycarone 327,175 310,650 30,730 04-069 12,910 04-094 1 /2 W aten I f2 WW 105DOO 09.00 43,6410 105,000 200,000 04-103 WW ii5,OQQ I75,fl[30 defe�ar cszac �� 3?5,00(l� 175,OUC? 60,000 60,000 recornme sd $20,000 & $40,600 26,000 07-037 --defer one year 28,000 7035 114,000 60,600 06 MkWi 255,000 300,0D0 I75,flfl0 1 i�,Ot}0 - IOS,©00 37,185 ZOfi,955 - 673,540 SRO,{300 The above is a listing c f eplacerarcm vehicle requcsts. Per the Budget and Fleet Policies, a fuading level has been set and approved by Council, 'Tide funding levet may not allow for all the requests to be filled. `i"lie Fleet Cotx€ttrinee will recommew3d to tine City Manager all vehicles to be replaced during the year bored on criteria stated iu the Fleet Policy and the available funding levels. 3E._95 El 11 2003-05 FINANCIALPLAN & BUDGE` BT SERVICE REQUIREMENTS 1991 Certificates of Participation Purpose: N stewater '1`reatment Plant Facility Fxparzsion (ate Slough) Maturity Date: 202£ Interest Rate; 4,5% to 6,60% Original rincipal Ar oa t: 11,170,000 July l; 2003 Principalutstidixg.: 9,224,823 Funding Source. Sewer lei d 1992 Construction Loin under the CA Safe Drinking Water Dond Law of 1988 Purpose: Finance the construction ofwelis to meet safe dtinking water standard3s(DBCP) Maturity Date: 2014 Interest Rate. 3.4% Original Principal Amount. 3,2$6,319 July :1, 2003 prilicipal Outst iding: 2,.321,441 Funding Source: Water Fund 2002 Cerfificafts, o 'Participation Purpose: Reftmding of the. 1995 and 1996 Certificates of Participations and Financing for the New PSS Maturity Date; 2021 Interest date, 1,40% to 4.95% Original Principal Ar ounC 26,745,000 July I, 2003 Pri cipa) Outstanding: 26,015,000 Funding Source, General Fund Capital Outlay 2042 Electric Sysient Revenue Certificates of Participation Series A Purpose, Refunding of the 1999 Curr rit Interest Certificates Series A and Capital Appreciation Certificates Series B ',maturityDate,- 2032 interest Rate: Variable rate Original Principal Amount, 46,760,000 July 1,2003 Principal Outstanding: 46,760,000 Funding Source: Electric utility 2002'raxable Certificates articip do - Series Purpose: For deposit to the late Stabilization for power purchase costs Maturity Date, 2003 interest Rate, 2,14% to 4,53% Original Principal Amount-, ,400,000 July 1, 2003 .Principa Outstanding-, 3,70 3,000 Funding Source: Electric Utility Fuad F -I 0 2003-05 FINANCIAL PLAN & BUDGET DEBT SERVICE REQUIREMENTS 2002 Electric System Revenue Certificates of Participation Series C and Taxable Series Purpose. Acquisition cast of the rights to the Amended Energy Purchase Agreement with Calpi .e Maturity Date: 201-5 Interest :ate: 2,0% to 5.25% Original PrincipalAmount; 433,96.5,000 July 1. 2003 PAncipal Outstanding: 433,.96 ,000 Fwiding Source: Electric Utility Fund Environniental.Abatement Program Certificates of Participation Purpose-, FuDd the PCE/TCE Abatement Maturity Date: N/A Interest Rate: Nils Original Principe Amount: 13,500,000 My 1, 2003 Principal Ouwanding13,500,000 Funding ding Source: Program Receipts 2003-05 FINANCIAL PLAN A I) BUDGET ANNUAL DEBT SERVICE PAYMENTS BY MISSION �200i=02. 2�0��03` 2003`e04, ��4-•(� lvisecl' Actual Public Utilities Electric Utility 2,459,✓7 7 61848,5 79 7,920,308 6,3)17,569 iaterUtility Service 227,283 2275980 226,699 226,767 Wastewaterutility service 825,131 $35,130 817,465 X16,440 Total Public Utility 3,511,791 7,911,6119 8,964,472 7,.360,776 General Government 1995 Certificates of Participation :315,452 4,335 - 996 Certiirates ofPwicipation 614,342 5,7$5 2002 Certficates of Participation :303,905 1,934,670 1,671,446 1,671,671 Total General Government 1,2. 3,699 1,944,790 1,671,446 15671,671 Total Debt Service Requirements 4;74SA90 9,856,4.79 10;615;91$: ..:9,032,44.7 17- -3 2003-05 - L PLAN AND BUDGET ANNUAL DEBT SERVICE PAYMENTS BY SOURCE DEBT SERVICE FUND 1995 Certificates of -Participation Principal Interest 1996 Certificates of Participation principal Interest 200102 2002 03' 200304 2 04-05 Revised., A ctual Budget 190,000 µ e 125.452 4,335 - µ 365,000 - 249,342 5,785 m _ 2082 Certificates of Participation Principal 730,000 485,000 500,000 Interest 303,905 1,204,670 1,1 86,446 1,171,671 Total Debt Service 1,233,699 1,944,794 1,671,446 1,671; 71 ELECTRIC IND 2002 Ce�rtiljcat s of Participation Principal 10100,000 4,575,000 4,750,000 3,295,000 Interest 1,359,377 2,273,579 3,170,308 3,022,569 "Total electric Fund 2,459,377 6,848,579 7,9211,308 6,317;569. WASTEWATER `UND i 991 Certificates of Participation Principal 150,000 160,000 175,000 18.5,000 Interest 675,131 675,1.0 642,465 631,440 Total Sewer F -.id 825,1.31 835,130 817,465 $16,440 WATER. 1992 Construction Loan- CP Principal xn. t rest Total eater Fund 1338837 138,440 143,029 148,287 93,446 89,540 -,670 78,480 227,283 227,980 226,699 226.76 .7 2003-05 03-05 N L PLAN & BUDGET a - COMPt,"TATION OF LEGAL DEBTIMARGIN assessed idl Cash Value as of June 30, 'tat 2 (i) Debt Limit - 15 Percent of Assessed Full Cash Value (2) Amount of Deet Applicable to Debt Limit LEGAL DEBTMARGIN COMPUTATION TION CSF DIRECT AND OVERLAPPING GENERAL BONDED DEBT Total Percent COP Applicable DIRECT DEBT, - CERTIFICATE OF PARTICIPATION $ 26,7415,000 OVF-Ri,APPING DEBT: N0NE - Total 26,745,000 DEBT RAT108 Ratio of Direct Oveflappin- Deist to Assessed Full Crash Value (3) $26,745,000/3,298,993,589 Direct and Ovorla pin ,Debt Per Capita (4): S26,745,000/59,43I Taxable Assessed Fina Cash Values Per Capita (5). $ 3,298,993,589159,431 il) Asscs--sr-ci i aWo before exernpCic) s appliwble to 2001-02 Tax RolI (2) Sectiort 43605 California Ccvermtent Cade (3) Ratio increased by .39% from..Dtidget Year 00-01 (4) Per capita direct and overlapping debt iiwfcasrd by $240 friam Budget Year 00-0 i (5) T axable Assessed Full Cash Value per aap€ta increased by $3.273 from Budget Year 00-0 i S()URC.E: San ]crags€in Co.pmy AudkorfControllcr`s Gf'€es City Finanet� Depamnent: i 00.00% 3,298;9939589 $ 494.84%038 0 $ 49.418498038 City's Share of Debt: $ 26, 745,000 +� 26, 45,000 0,81% $462 $55,510 ,2ow-05 FINAINCIAL PLAN AND BUDGET LONG-TERM DEBT BY FUND Total Long-term Debt 1.041335,229' 102,721;264 1OOM2,71 98,94:11899- F-6 8,911189 : F- 2001:02: " 2(1(32 -Oa,. 2flf33'm{i4 .. 2Q4 -Q:` :actual. Actual Actual.':... .Actual Public Utilities Electric Utility 54,060,000 50,460,000 4' ,860,000 46,760,000 water utility Service 14,159,881 17,021,441 18,378,412 18,230,125. lastcwat€r utility Service 9,.570,348 9,224,82.E 9,064,298 82893,7773 Tmal Public litility 77,590.229 76,706,264 75,302,710 73,883,898 General € overnment General Fund Capital 26,745,000 26,015,000 L5,530,000 25,030,000 Total Cieneral Government 26,745,000 26,015,000 25,53.0,000 25,030,000 Total Long-term Debt 1.041335,229' 102,721;264 1OOM2,71 98,94:11899- F-6 8,911189 : F- SectionG CHANGES IN FUT" BALANCE k� AND BUDGET 0 GES IN FUND RAL&NCE `lis wctjon sununanzes revcrues, expendiozes and changes in fund balance for each of the Ckys operatmg fLmds. Changes in fimd baiance are provided for the last completed year; for the current t-ar; and the two yea, covered by the 2003-05 FiDmcial Plan and Budget. ,,rhe fo uowing whedules we included in t .s scctiom CowbWng Fund Balance Statements M Fundy ombinad Individual Fund Balance SMements General Fund Capital Project. Funds Cape; Project Fund Equipment Fund Debt S Fund Er erpras Funds Water Utility Services Elect& Utflity Services Transit Fund Internal Service Beneft `u nd Self 1mrance Fund The description of the CitYs funds is flirthcr described on the following pages. C- DESCREMON OF THE CITYS'II Governmental Funds Most of theCity's prograrm and functionsare provided and firmctbrough the following Govemmental Funds, which are distinguished by then focus on deteny6ning hmcialposition and changes i financial po itioz4 rather than upon ter ni ` act income: Fmerp&efunds Enterprise Funds are distwwsbed from Governmental Funds by their sir R ' to pate sector enterptises, as it is intended that the cost € f providing services SII be ced or recovered prinaffly through to charge& The following Enterpriw Funds are used by theCity: * ElectricWastewater Water * `Trait Internal Service Funds Internal Service Funds exist to account for, easw�e andge eraly recover the cosi of centralized services estabEshed to provide goods and services to other operating activities. The following Interim Senice ids aTe used by the City- * Benefits Fund * Self -Insurance Fuad 2003-2065 FINANCUL PLAN AND SUMMARY 2001-2002 2002-2003 2003-2004 2004-21105 Revised Revised Actual Budget budget Budget W Tax Revanucs 23,2477526 24,816,495 25,398,8'70 26,440,345 Licenses mid Pili 1,464,450 1,655,554 1,555,905 1,586,115 Fines and Forfeittuts 806,212 854,227 870,090 822,945 Investmanuptoperty Revenues 3,371,300 5,606,927 2.,336,275 2,2.36,665 hitergovexsamental Revenues 25,573,746 16,155,978 16,1 37,776 19,412,476.. 'SefVice Charges 61,139,189 70,.559,748 70,303,100 72,0111,645 Other Revenue 3,077<367 1,066,105 744,780 9:x0.765 Total Revcnue 118,679,790 120,115,034 1.17,326,796 123,240,956 Expenditures Operating Programs Public Safety 13,600,512 13,571,753 15,2.29,994 16,866,399 Public Utilities 17,42 ,170 180930,759 20,925,965 21,600,710 '1°rmaspvrtation 4,123,686 4,716,571 4,491,700 4,700,975 Leasure, Cultural and Soczai Services 5,310,496 5,274,630 5,928,306 6,095,336 Community and E.conouarc Development 3,152,561 3,451,302 3,289,41€1 3,557,270 General Goverment 13,039220 13.944,575 16,243,957 17,498,199 Total Operatiug Program', 56,654,645 59,889,650 66,109,332 70,319,889 Bulk Power Purchase .52,375,1.46 30,551,000 32,723,000 32,650,000 Other Purchases 820,772 609,334 673,640 580,000 C2pit sl Projects 17,687,596 29,319,240 35,644,490 25,734,810 Debt via e4,745.490 9856,479 I0,635,911 __4;1132,447 Total Expenditures 132,283,649 1.30,225,703 145,786,380 1.38,316,146 Re eco psi pezaclatear�s (€l� s/[7ri€i r) (!3,6613,$ 5�}) (3Q,iIfS,669) (2 ,45 ,5$4) (15,€175,190) other sourres (uses) operating Transfers In 18,72.1,836 18,018,405 16,930,6640 16,980,600 Cpe ting Transfers € ut (18,721,836) (18,018+,405) (16,930,640) (16,980,600) other sours -a5 (Uses) (3,737,532) 4,756,951 8,221,855 6,684,987 Fxocs from Tat Fizacizt8 25,049,2564,414,274 23 902,700,734,59[9 Total Other Sources (Uses) 21,311,724 9,171,225 32,1.24,555 12,419,577 Fund Mance, -ginning of the Year 22,703,459 30,411,324 29,471,880 53,136.851 Fund Balance End of the Year ReS�e vcd for Debt Service D,e gnate d Reserve 23,9016,990 15,879,753 18,995,963 18,410,055 1, s�ry 6,504,344 13,592>.127 14,140,898 12,071,183 Total 1+`�taad Balance 3fl,411,�24 29,475,��0 33 1.3&!851 3 ,�# 1P$ W 000'962 m,q` v UiV600'G D00'93v ?L5 LK'£ 6LL'6£ 9£L'9 966's oql '9 47-1-) a10L'Z ;'9 OW9 M'IN ZOt`bL 8IRS 1 lamed a3ugansua J4v4kJI'vdaG unN juaw}jedt)o %4jnMorgnj ju*wvedao sollo I ii0pax)oM V Sia As�zgr s njstAS� augtuVWdad sa�sn�sa ��ari a Lwsw1.iedao a a�trp. Amin owoao KaauadOji0AO(] aIWOLT s )� auatudgoAaC Altunta wQa ) 3010a;) h;!unwwt)o W)VUlmi 40 &OUIORV 410, xion 40 1puno,j Agrj iro-cooz - s gat iso dX -jo No.Lvoo Tjv -4o i ns aNN TIV ,SRIMVWWflgi3 IBINM L9 L'ta9L` L (7t31?'��t 9L11,'0LL"L O�x'S Q1�'SEb 590' M, 380'LL sa,v 59VS 4L0'1�L11 ZLO'Zk zstl'g4� 026'"0 99£`E M,05VL tLL'65£'L set"v 8Ld'9i� a*6£'i O!W9L1 BZL'Z W9'S£L 9£v Za1'65 8IRS 1 lamed a3ugansua J4v4kJI'vdaG unN juaw}jedt)o %4jnMorgnj ju*wvedao sollo I ii0pax)oM V Sia As�zgr s njstAS� augtuVWdad sa�sn�sa ��ari a Lwsw1.iedao a a�trp. Amin owoao KaauadOji0AO(] aIWOLT s )� auatudgoAaC Altunta wQa ) 3010a;) h;!unwwt)o W)VUlmi 40 &OUIORV 410, xion 40 1puno,j Agrj iro-cooz - s gat iso dX -jo No.Lvoo Tjv -4o i ns aNN TIV ,SRIMVWWflgi3 IBINM 1,671,446 1,211 2,562 41757 7,972 15,944. 29,510 ?5,974 20,-573 71,2(4 50,478 35,980 116,936 16,846 19,016 70,728 2,663,'115 207.580,955 13,862,620 182,356 161,873 5.185,656 5 J,Soo 32,315 312,819 49,801 62.201 975,G27 3,548,409 4,1119.67E 215,105 97.334. 33,535 65.014 112,254 224,503 561,260 104,774 203.354 617,651 32,723,000 2,663,'115 207.580,955 5,9Q2,700 228,689 817,465 7.920,308 33,938 13,493 69,345 3.342 22.171 2.747.550 6,004 615,202 230,000 "5 6o,a2o 2�1,7ss 3.39.375 449,760 1,389,711 1,576,0,25 444,950 13,44,2,020 2j256,165 5,731,325 6p1,235 1,106,565. 1,2�S,Q85 3,310,510 15,323.348 80S.M 4, 556, 9.25 2,711, 980 32,723,000 36, 318,1301 10,636,8 S 9 BUDGET GRAPHICS AND SUMMARIES General and 2,642,505 30,383,656 34,236,947 4,414,627 3,203,841 Library Fund 629,494 1,455,375 1,258,085 (- 173,915) 652,869 Street Fund 6,078,110 7,219,370 5,532,700 (1,261,277) 6,503,502 Transpof-tation Development 193,774 1,750,000 48,000 (1,816,156) 79,618 CDBG Fund 1,089,110 1,089,110 - Police Special Revenue Fund 399,995 399,995 Capital Outlay and 4,587,909 5,625,595 416,550 (1,759,994) 8,036,960 Debt Service and 1,671,446 1,671,446 - tater Fund 2,486,141 6,172,675 6,145,614 (902,508) 1,650,694 Wastewater Fund 2,178,979 6,857,895 24,846,565 16,900,284 1,090,593 Electric Fund 4,470,018 53,157,975 60,408,028 8,755,201 5,975,166 Transft Fund 2,943,405 2,649,430 (293,975) - Benefits Fund 2,746,392 284,240 4,556,925 3,741,722 2,215,429 Self Insurance Fund 1,962,932 200,000 2,711,980 2,711,980 2,162,932 Vehicle & Equipment Replacemenl 40,558 255,000 330,000 115,558 Trust and Agency Fund 1,055,073 187,500 (192,880) 1,049,693 w 2003-2005 FINAINCIAL PLT SU I' CHANGES IN FUND HAI�A-NCE - GENERAL FUND 2001-2402 2002-2003 2003-2004 XeviSeri adopted Actual 12ovenues Tax Rcvwues (9,447,199 24,700,317 21,16090 21,950,230 Uc,e wsand rcrmifs 1,464,450 1,655,554 1;555,905 1,586,115 Fines and For eitums 743,058 745,22:7 811,490 763,945 lx,v ,q-aeV.tfl'ry-,rty Revesaue* 500,058 811,239 776,2.60 776,260 Intergovemniextat1devenues 4,291,718 3,989,948 4,145,331 4,056,961 Servk,e Charges 1,738,806 1x888;415 1,814,430 2,:352,060 Oth,-T Revenue 138,294 � 81;105 11°,?54 121 2"35 Total Revenue 28,323,583 29,921,80S 30,383,656 31,606,806 Expenditures operatwg progrMs N1is. Safety Transportation. uiszz, C;adiurrl and Social Service Cc,mrraunity and Econonuc Development ene 1 Government Total Operafiiig Programs Bulb Pomer Parchame other Purchases capital Projects IBelsf ervicc Total Expendftres Rei enues/Expead_itur (Over/Under) other sources (Uses) tperatiztg Transfers lak CipezaijnR Tranqfem Out other So,zrces (Uws) Total Other Saunas (V$ei) Fund Balance Beginning of the Year Adju,��LmMt to Fund Balmwe Fund Balance End of the Year Reseved faux Debt S r°vice Desionated Reserve, un es �Cd Total Fund Balance 135132,941 13,571,753 1,817,284 2,322,824 4,082,832 4,060,887 3,152,561 3,451,362 ,,788,21? $ 740,705 29,973,83S 32,147,531 15 ,22 9,494 16, 866,349 2,072,270 2x158,690 4,670.221 4,794:,851 3,284,410 3,551,27(3 8,975,052 9,476:,549 34,236,947 36;853;759 29,973,835w 32,147,531 34,236,947 36,$53,759 (17650,252) (2,225,726) (3,853,2,9) (5,246,953) 4,897,694 6,614,514 6,375,492 (4,288,392) (5,.534,561) (4,490,867) 1,200,0002,530.001 60,302 2,279,953 4,414,627 3,624,229 2;588,27$ 2,642,505 6,38€3,227 (4,490,867) ___1,701,4(14 4,590,765 3,203,841 2,588 278 2,642,505 3p203,W 2,54.7,652 �A...&, SLD�glv,f� brp�i'F:&q�EfJ •dgF•��,Ey^6A -' - �y.3°P.f 9�.`�� BUDGET GRAPHICS AND SUMMARIES GENERAL FUND REVENUES AND SOURCES is Revenues Licenses and Permits Fines and Forfeitures investment/Property Revenues Revenue from Others Service Charges Other Revenues Other Sources (Uses) $19,447,199 $20,700,317 1,464,450 1,665,554 743,058 795,227 500,058 811,239 4,291,718 3,989,948 1,738,806 1,888,415 138,294 81,105 609,302 2,279,953 INVESTMENT & PROPERTY MW LICENSES & PERMIT REVENUE FROM ERVICE w $21,160,890 $21,950,230 1,555,905 1, 586,115 811,090 763,94E 776,260 776,260 4,146,331 4,056,961 1,814,930 2,352,06C 119,250 121,23, 4,414,627 4,590,76E BUDGET GRAPHICS AND SUMMARIES GENERAL FUND EXPENDITURES 2003-04 GENERAL,34,7 8,283 Public Safety Public Utilities Transportation Leisure, Cultural & Social Services Community & E--onomlc Development General Government Fund Balance $13,132,941 $13,571,753 $15,229,994 $16,866,399 1,817,284 2,322,824 2,072,270 2,158,690 4,082,832 4,060,887 4,670,221 4,794,851 3,152,561 3,451,362 3,289A10 3,557,270 7,788,217 8,740,705 8,975,052 9,476,549 (1,040,950) 54,227 561,336 (656,189) TRANSPORTATION G-9 ,EISURE, "ULTURAL & WCIAL SERVICES COMMUNITY & ECONOW DEVELOPMENT GENERAL GOVERNMENT Revenues 2,715 o r '-Ag Trmfcrk Coll (519,712) (328,058) (173,915) (173,915) Other saaarces M305) Tax R�yenws 1.12.8.134 1,247,258 1,284,845 1,374,785 Faros aw Forfei a s 63,1 S4 54,ON 59'aw 59,000 lnvesuntr rop,-AY Revema 15M7 12,340 �r 0u rztrz t k ,tVmCs 223,557 206,455 107,500 91.000 Other Revemx 76x032 71000 4,030 4,030 Total Revonue, 1,506,724 1,532,693 1,4M,315 1,528,015 Expenditures o raw* Program 1 9C utr figs s Tranwrtation Lcisaw, C t ockli SrrAws 1,157,664 1,213,743 1,258,085 1,3EM1,485 l;c MMUrdty w Rwwmic Developmeut € ral GovemneM 'row e t g P rogranu 1,157,664 1,213,743 1,258,085 15300,6485 Bulk Power Purchase Other Purektam CAPjw Projects 144,906 99,642 Debt Sce Total Fx re €lit r°ees 1,302,5745 1,302,385 1,256,085 1,300.485 i� era est laerat3it t a (€1e r14 a1 r) 204,154 23 5311$ 1 7,2° 228,330 other Sources (Uses) oporatk*Irmsfen IV 2,715 o r '-Ag Trmfcrk Coll (519,712) (328,058) (173,915) (173,915) Other saaarces M305) Tota; Other Soomes R,s ) � (1 "7) (12$1058) (173,915) (173,935) Beal Balance Rniftaing of tht year 440,€187 527,244 629,494 652,869 Fund BupAnce Ead of the Year Reserved for Debt svmcts Desigmted Reserve 1, mserved 527,2464 629,494 02.869 707,295 Total Fund Balance 527,244 6294494 652,869 1U7,2�5 G-10 2003-2005 FINA.NCIAL PLAN AND KIMMARY CHANGES IiiUIND BALANCE - TRANSPORTATION I3EVEIaC2PMENT e9 CT FUND 2001-2002 2002-200-1 2003-2004 200442005 Revised Budget Budget Revenues Tax Rcvvnuts Lit,enses and Permits Fines and Forf6tures lntergovemineraw revenues se'rVice charges Curter Revtwue Total Revenge Expenditures operating Programs p abliv safety public Utilities T ranspormt on i,6sum, Cultuxal and Social Services Corrtr u;iity and Fc oz untie Devolapment of -neral Government 'Total Operating Programs Bulk Power Purchase Other Purchases Capital Frojects Debt Sake Total xpendit.ams Revenues/ xpan rts (0ver/U rder) Offier Sowrce.s ((.utas) operating Transfors In operathqg '1'run.sfvr& Dut Other sources (Uses) F'rr cot& from Debt Fittancing. `festal Other ,Sources (0 ses} Fd Balance Beginning of the Year Fund Balance End of the Year Rc.served €®r Debt Service Iasi n :ted Reserrme Unmsorvod Parol Fund Balance 2,715 (14,680) 1,$46;183 2,000,000 1,750,000 1,750,000 1,848,8.98 1,985,3211 -1,750,000 1,750,000 28,888 91,006 48,0008 Z 888 � 91,006 48,000 1,82€9,010 1,894,374 ],,702.,1600 1,750,400 (1,502,650) (2,073,437) (1,816,156) (1,816,156) (1.,502,656} _.. (��26,15ii) (7,826,154) (2,073,437} 55,537 372,897 193,774 79,618 372,$97 193,774 79,618 13,461 372,897 793,774 _ 79,618 1354.61 G-11 26103400.5 FINANCIAL PLAIN AND SUMMARY CBANGES IN FUND BALANCE - SW EFT FUN Revenues Tax 1RCQVeku" I i0onses and Permits Fines and Forfoitujm�s invesunmitfPraperty Revenues Iniergavozx mantal Revenues Ser'vier Ohsrges Other Re mum Total Rvy mue xpmditures Operating Programs Public S ' Pubviv, utiiitics Traaxsportation 1,oisure, Cultural and Social serviccts Community and Et:oncsmic Developarruui Goneral euverrrr€ mt Total Operating Program Bulk rawer PurchaNe Other purchasts Capital Projects Debt ser -Oce Total Expenditures Ft �vsrze�fap�xs�iitaa�°os (C1v�riil�drir} Other sources (11s�sj Operating Transfers In Operating '1 ran.sfrrs Out tits(,e Snurcras (Uses) Total Either Sourms (U'ses) Fwd BaRance Badu ing of the Year Fund Balance End of the Year Reserved for Dom Scr-vi" Desianated Roserve L1nr€seruetl Trrtaal mrd Balance 2001-2002 2002-2003 2003-2004 2004-M05 ,Revised Actual Budget ud€tet 1r et 775,524 795,690 938,370 8116,I55 84,500 157,935 5,532,700 M9600 10.139,549 5,769:575 5,217,000 8,482;000 1,333,52.5 829,004 1,144,000 1,355,000 24;746 20,000 12,357,844 7,552,200 7,214,370 14,723,155 11,626,452 3,309,820 5;532,700. 9,796,880 11,626,452 3,3138,820 5,532,700 M9600 ® 731,392 4,243,380 1,686,6761 926,275 538,470 (1,645,871) 827;035 (1,423,268) (1,411,277) (596,233) 2,806,972 2,430,963 150,,000 150jo0o (1,411,277) (1,411,277) (1,267,277) (1,261,277) 6,078,1 10 6,503,502 2,434,963 6,078,114 6,503,502 2,430,963 6,078,114 6,503,502 6168.;500 2003-2005 FINANCLkL PLAN AND SUMMARY CHANGES IN FUND BALANCE - CDBG FUND 2003-2002 2002-2003 Revised Revenues Tax Revemms Licouses mid Perwlits Fims ud.For*iwes jnvtsmwrdPtoperty Revenues fmr&ovzr=xejiwJ Revvmies 616,167 3,950,000 1,089,110 smice charges Other Ravenw Total Ravcuut 1,089,110 Expenditures Opem*g Pmzxams Public Seely pubbe Mifies Tramr1c,"atioD Leisum, Cart wal and Social Scrvioas Community ad. Ecommio, Devolopmant Generw Gavemmla ToW Operating Programs Bulk Power Punhase Other Pum�ws capital Proj"Lz 616,167 1,950,000 1,089,110 Total Expendkure!i 616,167 1195010" 1,089,110 1,0 ,110 Revimues/Expenditures (Ovicri'Under) Other So re (Uses) OpemtiDg . Transft-'rs 17, operatiM.TrawfeX8 Ow (109.309) Other Sourmc (UW) 109,309 ToW Other Soames (Ue-%) and B&Wnce Beginning of the Year Fuud Raiance Ead of the Year Re=vvd far Debt Scnir-0 N3*rated keserve Uamserved Total Fund BaWnct G - j 3 2003-2008 FINANCLAL PIAN AND SUMMARY Y CHANGES IN FUND L.AINC r POLICE SPECS REVENUE FUN Revenue& T&x Revues €mss and Pi -amts Fims wxi Forfekumt . lnvestmenVPmperty Revez s lmergovenmnW Revonms Service Charges f3tlser Revenm Total Revenue Expenditum Pmgs° ms Public safes Public [dties `i"rpartacza�� eiaum, Cuhural and ,%capl Sera "ss * cemitau€xity and cozxsn* Development cmwral Goveffunerd Total Operating Programs I6 Poworflarchmse €Miser Furcin c Capel Projects Debt Servke Total Expeaditurts RevenneVExpanditum ( ver/Ulader) Other Sours (uses) OperatiKg Trwfm in €perati€a Tmwfers Out Other Seas (l_ms) Total Odwr Soars (Uses) FWW me End of the Year Rt*erved far 'I bt Seryim Dtsigrwed deserve €1rar�rv�€i fetal Fund Ralgact 2003-2002 2002-2003 2603-2044 2004-2005 P"l B ett Bra ct 23,4Ei2 3I,1QS 621,732 650,134 31,105 467,571 —'--V7,5 7-1 467,571 12p563 .31g105 39,748 (41,229) (1,481) 187,808 368,890 399,945 399,995 368.890 399,995 399 995 399,995 368,890 399'995 399', 399 G-14 2003-2W FINANCLAL MANAIND SIMMARY 10 CHANGES IN FUNDALANC. - CAPIT.kL OUTLAY F°UNM �p9 Revenues Tax Rev4mucs Liccwes. arad ftrujits finis and forfeitures Revonuts Irtergovemnental ltovenues Service Charges Other Revenue Total Revmaue perarkig .pro&ngms p1blic safety' Public lAitlties 7 tion ui,jum, Cultural ate Social Servi��s Community and Economic 17uvelcaprt ew General 6;saverrarrtetat Total Operating Programs ,$uik Power Purebase Other purebases Capital Projects Debt semce Total Revenues/Expenditures (0-werfUladeO Other sources (Uses) Opentim 7' t vers In Operatir6 Trawfers, Oin Other Sourms Wses) Promods- ',mm Debt Rx=ing Total Ot ter Sources (Uses} Fund Mauve Begi""ing of the Year Fund Balance Ead of the Y'Vaar° deserved forpohl Servicc DesigF3 icd Resem umenrVea Torsi Fund RahMOT 2001-2002 2002-2003 24113-2004 2004-2003 � Devised Actwl i3 d t 13 t J3u€I t 1,692,200 1,871,503 11927,269 2.062,175 6617,424 292,945 24,540 24,540 4,256,053 1,100,00() 1,1ia_.430 1,25 , 00 807,994 1,227,000 1,227,000 2,408,3602.0",340 ¢ 1,05,1,731 110,000 50yVk1E3 8,419,402 4,4818 5162" 5,%6,W 5,271.183 17,172,790 416,55f) 1,919,554 5,271,183 17,372,79€3 416,550 119(9,5" 3,148,219 (12, 9042) 540,045 3,6W50 5 4,573,952 1,931,000 350,000 350,000 (4,899,026) (3,829,937) (1,354,994) (2,159,154) 13,391,149 13,070,675 (1+ 44994) 3,159,294 19,378,198 4,597,909 8,191,960 4 T,�fd2, Fil ES °k,��l,94.F9 9,191,900 1�,434�,5�� 19,378,198 4,5$7,.9" 8,1.1,11611 10,1148,i13 GmI5, 2003-2005 FINAI.SCIAL PLAN AND SUMMARY Cl-WNGES IN FUND BALANCE, - DEBT SERVICE FUND 2001-2002 200272003 200-2004 2004-2005 Revised Actual 13udaot Budget Budget eximttes Tax Revenues f,i€aenses and pvnnim Fi€€es and Forioiturrs 1 ves n t rc p sty R eveaucs £ratergovetnr omal Revertum Service Charges othea ke- ejluv- Total Revenue Elpe- ditwes oparaa.6118 Programs Public Safety Public Utiiities saaza$p�reat€cera Lrisum, culttartal and SoQial sorvicos, Community and Economic Development Genimai Governmerit Total Operating Programs s Bulk Power Purchase Other. Purchx5w ca pit:1l Project's Debt service Total Expenditures Revenues/Exp °raslltawes (Overit rider) Otiter Sources (Urea) Opetaating Transfers In Operating Tmnsfers Out Other Souroes (Usaes) Total Other Sources (Uses) (md Balance Beginning of the Yesa€° I €i Balance End of the Year Reserved fo, Debt Service Desigr,aatCd Deserve Unreserved Total Fund Baai ante 1,2.3 3,699 1,944,791) 1,671,446 1,6 71,5.71 1,233,699 4,944,790 1,671,446 1,671,671 (1,233,699) (1,444,794) (1,671,446) (1,671,671) 1,233,699 1,944,790 1,233,699 1,944,790 G-16 1,671,446 1,671,671 1,671,446 1,671,671 2003-2005 FINANCML PLAN AND SUMMARY C G)&S IN FUND BALANCE a WATER FUND 1-2002 Revised �v�;xrrt�.s 312,563 C e atmg, °I°TXISf rs OUI Tax'Revenu.es (858,104) (902,508) (902;508) Other Sources (Uses) (2,245,425) Licenses and Parrr?is 640,000 Proceeds from I3tzrt fmancing; 1000,000 Fines and Farfeit=s TUO Ter Sources (Uws) (3,119,071) 2,462,588 (902,508) (302,"8) Inv '`eit7Pro ertyRevenues 28,054 93,965 9,830 10,220 InteqQ. . vemmental P evev 5ervic,6Charges 4,617,785 6,320,040 5,917,845 6,187,1.65 other Revenue 3[4{5(,[7958 24Cpp};(f��01 24ry5g,101 2, 19 QOO Total Revenue �tt 4,,,634 cc 6,653,965 [ 6,1 2,675 y 13,446,M5 Expenditures Opera6ng Pro rams m1blic: a&€ Public Utilities 2,505,539 2,642,679 3,215,840 3,199, 415 '1`r asportation Leisure, C Wtuml and Social Services conununity and EconomicDevelopment (3ene 'd Govexn a°x en, T atol O eratan Programs ams 2,505,539 2,642,679 3,215,8013 3.19915 Berle uwtrrch"e other Ptr n.s.es 49,925 37,185 ;111 cis 3,893,601 2,625,930 4,01 x},840 Debt Service 22.7.283 ____227,980 226;699 226.;767 ` otalx end tut 2,732,822 6,764,260 6,105,614 ?,446,4122 eyenveVEXPORdi res (C er/U-n ler-) 2,258,812 (110,295) 67,061 (999,637) other Sources-qes? Opemftg T'x tsfers In 312,563 C e atmg, °I°TXISf rs OUI (1,186,209) (858,104) (902,508) (902;508) Other Sources (Uses) (2,245,425) 320,692 640,000 Proceeds from I3tzrt fmancing; 1000,000 TUO Ter Sources (Uws) (3,119,071) 2,462,588 (902,508) (302,"8) 'mad Balanpe Begbaning sof the Year 994,107 133,848 2,486,141 1,6.50,694 Find Balance Ead of the Year Res z°ved for ;debt Servim Nsz uated FICSWIV 133,848 2,486,141 1,650,694 348,549 Unreserved Total Fund Balance 133,$48 2,486) 1;17517,694 34$,x49 G-17 2003-2€.05 N PLAN ." . Y cHANras ri FUND 33A -LANCE- WASTEWATER FUM 2002-2002 2002-2003 I Revised f Actuai Budget Revenues Tax Rt, vmms Licenses and Pffmzt8 Fines and Forfeitarm by txroent/plo aerty TCevenUC8 a r is e chas tither Reyenue Total Revenue xpendi€ores Operating Pr©varu8 Public Safety public Utilities TrauTor Coot, Leisure, Culturak. and Social Smims conmiunity and Economic Development: General C over cera 'fatal Operating Programs ms Bulk Power Parchase capital raja U Dolt Service Total Expenditures Re,vexjueq xpgo d tur( erfUnder) Other Sources (Uses) 0pQratingTr=sf&xs Ju Cap -a n8 Transters TransfersOut other Sources (Uses) Proceeds from Debt FiRM6119 Total ®deer Sources (Uses) Eaged Balance -Beginning A the Year Fund Gla ce End of the Year P,eserved for Debt SeiTice Desi k ted Rmxve Unres aved Total Fund Balance O 231,760 270,508 205,645 205,645 4,39),091 6,359,000 6,652,750 6,858,300 754,123 536 000 - 5,376,974 7,165,548 6,857,895 71463.945 3,774,025 3,377,012 3,848,145 3,937,305 3,774,025 3,377,(112 3,848,345 31937,305 50,112 2.06,455 1,200,107 19,974,50.0 2,881.,340 825,131 835,130 817,165 816 440 4,599.156 5,462,361 24,946,565 7,635,085 777,818 003,!47 (17,988,670) (571,140) 8'71,395 (1,881.,645) (923,555) (1,099,716) (1,099,716) (2.,5011,363) 1,395,387 1,300,000 11,001000 (3,531p6I3j 475,832 16,9€ 0,284 240,284 x,733, 795 no 2,178,979 12090,593 2;179,979 1,090,593 719,737 2;1.78,979. 1090 593 719,737. Rovenues Tax kkwenues Licpnses•and Pemtits Fines and Forfeits Tnvestmentfproperty Revestu= Intergovem-nental Revenues Service, Charges Other Revenue Total Revenue Expenditures Q�1G1`dFLi� ,�m C��Ec$t; Pulsik� Safety public Utilities aD I-eisvm, Cwtu al and Social ,sexy,icm conmunity. and Economic Development General. Government Total Operating Programs Bulk Power Purchase Other Purchases Capital ?ProjeCt4 Debt Service Total Expenditures Revenues/Expenditures (OverMnder) Other sources ('miss) opera TraWf= W jPerating,fransfera Out otherouroos (U,9") Procec s from Debt fiaamlc%ttg Total €a rc�s ices) Fund Baa ace Beginnift of the year Fund Balance Rod of the Year Res ted for Debt Seyvice� Designated Re 1 nrp,served Total Fund Balance 200 Revised 1,919,887 3,209,645 1,320,000 1,2213,000 ,17,8.37,843 100, 173 49,857,903 11,148,606 50,350,527 51,831,475 52;604,775 2,(100 &,00 6,5(!0 53,562,172 53,157,975 53,831,275 12,911,068 13,862,020 11,148,606 12,913 ,068 13;862,0120 52,375,146 30,551,000 32,723,000 1,414,2 74 5,9032,700 2,459,317 6 848,579 7,920,308 65,383,129 51,724,.921 66,408,0128 14,463,990 1.4,463 ,9'31? 32,650,0300 105;000 5,`34;590 6;317;569 59;271;149 (165,125,226) 1,837,251 (7,250,0153) (5,4391.874) 508,433 4,470,01fi 5;975,166:"* 5,222,384 � (2,757,852) (2,762,365) (4,447,499) (4,447;499) 3,758,535 1,557,683 7,300,000 3,400,000 11,653,507 1,414274 " 5.902100 �n8,755,201 5734540 13,162,62.E 209IS92 4,687,091 5;385,778 2,423,175 4,470,018 5,975,166 2,423,175 4,470,018 5,975,166 5,22.2,384 2,421,175 4,470,01fi 5;975,166:"* 5,222,384 � * Does not iraclude tl5e b alaace of ReMicted Cash fmm the :Proceeds of the Cezltifzcates of Parlicapataon Whij kh i$ appr0XMaiely 20M as of 3131%03. G -i9 2003 -ZOOS FINANCLAZ PLAN AND SUNLMARY cff-A—NGES 1,14 FUND BALANCE - TRANSIT FUND Revenues. Tam Revenues Lj oensos and Permits Fins and Forfeitures Investm,ezt roporty Revenues Intergovern cnwi Rrvenues Sorvice, Charges Other 1L,*Vc w, Total Revpnue Expenditures Opelating F rogrfvns Public, ,5aky Public TJWWcs T s a4Y5perm:..On Leisurz, Cu t€aral and Social Scirvices Community ,sacci Economic Dowlopment Geaeraal Govermnent Total C3pa atiug Pr(° grams Btdu Power PUYO-fiaase 0tlta c ctrclaaa Capital Projects Debt Service Total FxPenditua°es even � l �anrlatt r (Crver!Under) other S0 rms (Uses) Opo.. ng Transfers In OperaOng Trnns crs Out (Baer SourcQs (.sys) Total Other Sources (rises) Favid Balance BeginWng of the Ycaa Fmd Balance End of tate Year Resexvcd for Debt Service Desipated Remuv'c rtnzes�n-�d rural u"d Balance 2001-2002 2002-2003 2003-2004 2004 2005 Revised Acttaa[ Budget 911d;zct E3€ dgf t (137,061) (116,110) 3,443,392 1,030,000 2,693,405 2,693,405 334,200 248,500 250,000 261,004 347,091 (880) 3,887,622. 1,212,390 2,943,405 2,954,405 2,306,402 2,393,747 2,419,430 2,542,285 2,306,402 2,393,747 2,419,430 2;542,285 175,000 175,000 55,000 238,000 2,306,402 2,393,747 � 2,649,430 2,955,285 1,581,220 (1,181,357) 293,975 (880) 1,17 3,511 1,172,965 1,600,000 1,600,000 (300,704) (355,811) (478.,704) (478,709) [2,454,(}27) _364203 (1.415,266) ((,120,412 (1,581,2.20) 1,181,357 (293,995) x'79 b20 2W -2"S FINANC x LAIN AND SUMMARY I* GES. IN FUND BALANCE - FITS FUN 11 eve "es Tex 12evar s Liw s qmf P�rmit,% 1"ir s and Forfeitures lrrv�stmirop��.Y R�v�xztaes 1�rt r �v r 'cental Pu vernes Service Gomes Other Revd Total Re -venue xpeaditu operaoperafing Programs Publk Saf4y Fable Utilities a`ipE?r�&n(iS1 Leisum, Cath ral and 'Social Services Cor w*y aftd Ewroinic Development Total OperatingTro rams Bulk Power Pum t, �3thee1r�� Capt Pis tbt rvs`ce Tot l xpersdhures 12�v�sa�r��ls�ati#aa (�v�rlti�der; Other Sar re (Uws) Operating Tr fern In OperaTra fern Oin Other G'smmes (;uses) Total Other Sourc (Ls"s) uRd2.12n" Beginning of the Year Farad Balance End of the Year Reserved for Debt Smq Desiarated Roserve Unreserved Total Fund Balance 2001-14002 2062_2003 2(103,2#x{; 2004-2005 Revised Actual Findupt - ElmBurl (37,243) 177,945 3,.337,306 284,240 294,00.5 32,821 173,523 3,337jO6 M,240 2"M5 3,1911,451 3,646,325 4,556925 5,;159,15 3,190,451 3,646;325 4„536,925 5:159,150 3J90,451 3,646X5 (309,019) (4,272,05) (4A65,145) 3,023,472 3,675,3306 3,741,722 3;741,722 (19.977) 3,003,495 3PS,306 ,,313& 3,741,722 3,741,722 (606,462) (619,995) 2,746 392 1215,42.9 Cj- 619, 95) 2,746,392. 2,215,429 1,492,06 2,74b,392: 2,215,429 IM02,€306 C D 2003-2005 FINANCLki, PLAN AND SUMMARY CHANGES IN FUND B a CT - SELF INSURANCE FUND Revenues Tax Rewaams Fmes and ForfeiTms fitves,tnomProparty Rcwn ,5 ImergoveT etx t RWM's Sir ice Charges meg Rover Total Revenue x is knros Opera" Prognmu Nibfic Safety Pub0c Utltfties Tramspolmdon Luis=, Culturw aw stwci Services C omwtuz V and Ecowmic Development tl Govervanont Bulk Power Purchase Other h es Debt Service `rota1 Expenditures IRevw.nH xpe dit s (0wr/Under) 43thgr Sources (Useq) 43perat '1"rt f r in opmaing Tramfers Out 0 -&er Ssaartres (fists) Total Other Sonrcres (Us ) °rand RaWrsct a itan oaf the year Food Rgiante End of the Year escrved for Debt Service Desigiated Resem Unmserved Total Fund Balante 211411-2002 Revised Actual 91,684 2.53,810 130,395 60,000 1652,7€18 200,044 213€3,€144 2% 10011:. 384,787 513,810 200,M 280,000 __1,060-552 1,557,51-1 2,711,980 2 F 62,5W 2,060.552 1,557,545 2,711,980 2,862,500 2,46[F;5Z 7,55?,SSS 2,3i1;9�fl 2}862,5(41! jt,675,765) (1,043,735) 847,795 1,4137,795 2,731,984 2,711,980 ____(69,052) 139,7743 1,407,795 2,711,980 , y ,980 2171yg0 2,535,894 1,598.872 1,962,932 2,162,332 G-2, y1,598,872 gg I gJT4?gdi ^1gg,96a2y,93g$w2pp Aq.drpevi.b g25162,932 Yri gs ry2,2122q,42 g1yy. 6gtiF93.J G-2, Tax Revenues nes —;Gooses ond ca=ts ^fizzes and forfeitures l�v�strn�Eli're�p�riy �ov��u�s InTrr ovem enta Revoa "s Service arises Other Rovonm '1'crWtwaea� Operatiug PU1760 SaT�ty Public Utilities 'Tt-atzspe�zt�izc�n Le i izre, ta4ia�r�l .sad Sooial Serviees corAm€zsrity and Eoonoanic Dovoiopmeni [��xaeret i�ov�z°ar��zt Total Operj Ong. VragrRms Bulk Power Purchase € ther Parchaws Debt Seaace Total Expenditures I��aa�J��eera€liitxr�s (��v�zl�atd��) other Sources (?;ties) opera ia.g 'Transkers In Operating Transfers Out Other 5:ourfes (Uses) Cow of Medical C wv/.Di-,raat, Vision Total Other Sources (rises) Rind Balance Beg, . g € f the Year Reserved for Dcbt Service Desipatod Resorve Total Fund Balance 2 ?,306 39,853 -7777777777777 7777777�7� Et 1 820,772 559,222 255,000 300,000 �p -.5 g5r',50� 738389 445,000 330,000 375,000 (80,185) (20,000) 276,1$9 174,780 40,558 i 15,55$ 174,780 40 558 115,559 135,.05.8 G-23 LI El D 2.003-20051I ANC L PLAN AND SUMMARY ARY CHANGFS 1N FUND BAL--kN CE TRUST AND AGENCY WIND Revenues z as Raventsrs Liaellses and Permits Fins and v i res w- Vestmt,nt/Fr0Pgty Rove"nues lna ergovenunenW kovenuoS Servi" C1aargos Otht,r Rtvvaue Total Revenue Expendibues operating 1'rc�0saaxas Public Wey Prablic t7ttlitie% Transpa titian J,o suro, C Iteral and Sociol Sorvioes community and Lconowic Devt�lopment General Government. ` o.tal Operating Prograam% other: a c1aaces DebtSerAce Total tal xpenditures �v�zr�xf��tsax°�s (�ivea'ftJx�al�r} ower Sources Ojs-.$) operating Praftgers in op�ratin,g 'T.riusfers O uT O) hoc Sources(Uses) Cast of My ,dic,at �r /3Sental, Vision Total Otber So-orces (Uses) Fund aEa a;i� 1%e,of the Year Re,s-�nrod for Debt Survive oesi.gzwod ReFo 'vi� u € ress,rv�d .rotal Fund Balance 200 Devised Actual 204,469 201,727 187,50€1 167,000 18,967 13,385 223,436 215,312 187,500 167,000 70,000 7(1,QOQ 70 1 3,436 215,312 187,5581 16-7,000 (18,361) (206,223) (194,323) (192,880) (.196,005) (224,584) (194,323) (192,880) � (196,005) 1,105,732 1.034,084 !,13557073 1,049,693 ____1,055,0'73 1,049,693 1,0211,688 I,i}34,it 4 1yfl5 g4 i3 1,114.44693 1,020,688 G-24 "am 'Mw Er kIMIN 2003-05 MANCIAL PLAN AND BUDGET FINANCJAL AND STATISTICAL '1., section contams sumumeswInch mtegrate the other motions of the Fimciai Pia as well as supplemeittal and statiqla u&onmtjon, Caen y, each schedule provides mfomiation for fog years. The WOwmg schedules are included in N -s sectiow. U The amount of tax rewnue v�,hi h can be appropriated in any fiscal year is detennined on formulas provide i rticie XIII B. The groom in revenues is based on act appropriations in Fiscal Year 1978-79 and 6a4pisted for growth of population and 'ritation. Not all revenues are restricted by the Link; only revenues which are considered prods of taxes subject to this limitation, in addition, proceeds of taxes are allowed to be spent on several types of appropriations and are not i cl d d ' the Ljnuts For instance, proceeds for voter approved debt, costs of complying cors orders.. certain federal mandates and qualffied capital outlay are t%cluded and do not coram aganist the L , . The statutes requite t1w adoption of the Appropriation Lhnft by resolution of the City Council with a .regarded vote regarding which of the ua ad st a nt factors have been selected. The e adoption is done ata regular meeting or a noticed special ineeting. There is no required hearing or public notice. The oc tation uwd to compute the Lgnitsxt be available to the public at bast 15 days prior to the meeting. Once the Lirnit is adapted, the public tori 45 days from the effective, elate of the Resolution to initiate judicW action regarding the Limit. Once the Appropriation Lknit is adopted, there are two publication requirements: * The Limitation miq be published in the Annual Budget An informational form Med with the Annual Statementof Tr ors no later than 90 days after the start of the scall year. H_`' 2003-05 FINANCIALPLAN AND BUDGET APPROPRIATIONS SPENDING LIMIT REVENUES BY MAJOR OSOURCE The preparation of revenue projections is predicated on the fact that the City wants to project revenues realistically but conservatively. The City has dete . ed that based on its financial projections for the newt two fiscal years, the City can fund known increases in compensation, operating expenses and capital projects. In preparing these revenue projections, which directly impact the estimated available fimd balance, the following information was considered - Departmental -proecti€ ns. Prior year experience Analysis of actual revenues and expenditures Several factors were considered in conjunction with the above information-. I. Revenues tied to. construction activity can swing significantly up and down based on. de ed for housing and corxaercial facilities. 2. Several iters are di fficuft to predict, including year-end encumbrances, other reserve aunts, and revenues accrued at year-end which have been eked but not Teceived. This is particularly true of utility revenues for water, wastewater and electric services. 3. Revenues proposed in 2004-05 are assumed to be the same as the 2003-04 except when revenue is specifically tied to projected expenditures and/or the City can identify specific justification for the increase other than inflation or growth. 0 The following is a discussion of the City's primary revenues in the 2003-05 Financial Plan and Cad et. PROPERTY TAX The authority to levy property tax is contained its article X111 and X1111A of the California Constitution.and Sections. I - 6000 of the. Revenue and Taxation Code, The County Assessor assesses property, the County Tax Collector collects the tax, and the County editor distributes the tax. The property tax is imoosed on real property and tangible personal property located within the State. Property is assessed by the County Assessor, except for certain public utility properties which are assessed by the Mate Board of Eqalizafion. The property is assessed annually as of 1.2:01 a,r , on March I by the County and January 1 by the State Board of Equalization. The tax rate for real property is I % of the property valise plus rates imposed to fund voter approved indebtedness. Property tax estimates are based on trend analysis and discussion with County Tax Collector's office. 1990- 1995- 1 1997- 1998- IM- 2 - 2001- 2002 2W3- 0a-95 96 97 98 99 00 01 02 03 04 05 - H-4 2Q GET REVENUES JCS: CATEGORY Y SOURCE C E SALES USE 'FAX The authority to levy sales and use tax is oontained in Article, 1, Section 29 of the California Constitution, Section 7200 of the Revenue and Taxation Cade and Section 37101 of the Government Code. This tax is administered by the State Board of Equalization and is imposed on retailer' for to privilege of selling at retail. The tax is based on the saes price of any taxable transaction of:twgible personal property, Leases are consider to be a continuing We or use and are subject to taxation. The tax rete within San Joaquin County is T5% of which the City is directly entitled to 1%, The sales tax projeaion is based on trend analysis an information sapp ed by the firm of nderleiter and e when prepares the annual sales tax projections for the City. IN-LIEUm ISE TA; The City imposes an In -lieu franchise tax" on City -owned utilities (electric, seater and wastewater) as Provided in Section 6001 and 6201 of the Public Utilities Cade. This tax is administered by the City and applied to City -owned utilities similar to privately owned utilities for the. privilege of doing business W the City. Funds are tran0med from the Enterprise, Funds to the City GeneM Fund to the extent they exceed the cast of services provided by general wnices, These taxes are levied based on prior years revenues per policy outlined on page 3-9. BUSMSS :LICENSE The authority to levy a business License Tax is contained in Section 37101 of the GovernmenvCode and Section 16000 of the Business and Professions Code. This Tax is i posed.on businesses for the privilege of conducting lousiness within in the City. Prior to budget year 1995-96 the Tax used was a flat rate tax based on number of employees. Beginning with budget year 1995-96, the Tax is based on gross receipts. Esti�nat s are based on trend analysis of prior year's actual receipts. INVESTMENTS The City invests its surplus funds of approximately 4 miHi n with the State Treasurer's Office and other instruments as provided by the City's Investment Policy. Estimates are based. on cash balances and latest LAW rues. kH-5 2003-05 FINANCIAL PIAN ANO BUDGEF REVENUES BYMAJOR CATEGORY AND SOURCE MOTOR VEHICLE IN-LIEUJ TAX The Motor Vehicle In -Lieu Tax is authorized. under Article XIX, Section 3 of the Califi)rnia ConsfituWn and Sections 10751 and 11005 of the Revenue and Taxation Code. This Tax is administered by the State Department of Motor Vehicles, This is a special license fee equivalent to 2% of the market rate of.motor vehicles iu4)osed anotmily in Jic-u of local property taxes. The City receives 18,75% of the tax colleeted for vehicles registered in the City of Lodi. This, tax �-, estimated based on infon-nation received frorn the State Controller's Office, WATER, WASTEWATER AND ELECTRIC UTILITY FEES The City charges 100% of the cost for providing utility services. These fees are based an the cost of operating .arid naintaining each system and are charged monthly based on a rate schedule. The: cost of expanding the system is not od to current custo.mers but to the customer responsible for the expansion of the systen4 whether a new resident/business or an existing resident/business. Estimates are based on trend an*sis and discussions with the Enterprise Ftind rate analyst. M 2OW-2905 FINIANCML.... PLAN AND SUMMARY .� ,VENUES BY1114AJOR CATEGORY AND SOURCE F 20011-2O02 FINES AND .FORFIxfU Vehicle Co& Fines 1£15,983 Revised Racomwr d Rewr#:F��n&d Court Fims Actual Budge! t1ti dt fit �t AX REVENUES 79,O66 56,287 $0,0100 803,000 Property Tax 5,640,668 6,237,556 6,424.220 6,873,920 Speaiai Assessm= .204,469 201,727 1$7,500 i 'a,€00 Sale, & Use Tai 8,294,631 8,985,460 8,755,000 4,165,000 Public Safm Sales Talc (Prop 17 2.) 230,748 253,085 282,400 307,815 Strut Ma€-oe e Satles'Txx K) 775,524 795,490 838,370 06.155 Transient Ci,Cwanq Tax 438,694 429,794 289,695 288,695 Waste Removal Framhm Tax 317,875 371,253 317,875 317,875 Industrw tra€i hblc 44,73.E 58,180 42,805 42,805 4.3o Franchise 268,724 202,578 268,725 269,725 Gable TV FmYrZise 2$3,428 207,81.0 200,0€10 205,000 F,k ric Frawhist 16,384 13,235 46,390 16,390 lo -Liza 1" 1tise a 1~ie,4� 4,783,089 5,671,939 5,881,475 6,o9,I8O In -Lieu Frawhise m $Waver 939,410 496.648 755,040 794,550 In -Lien Frauchise e water 612,015 485,4$5 715,090 691,940 hn-Lieu Franchise e Refim 234,839 250,€ 003 240,945 240,945 Real Property Tra for Tax t 72,296? 150,000 184,354D 184,350 Tani TaN RLveaves 23,247.526 24,816,405 26,440,345 LICENSESAND PERMITS Animal Lia-eme 20,715 23,315 21,550 21,980 Bicycle License 1,157 1,775 1,205 1.,230 Bi as Lice= Tax 786,924 773,355 31$,400 834,765 Alum Fcrw i 12.,750 4,000 16,950 17,000 Building Pormits 464256 6361,109 530,000 540,000 Trawptiruaa n peratit 5,789 5,500 6,020 6,140 Fleddr, Perittits 5$,407 70,000 61,000 62,,000 Iii "hai�ica1 permits (Gw) 46,274 501,000 47,000 48,(MO Numbing Permits 41,498 55,011€1 4.3,000 44,0100 industrial Remsc Collection Permit 1,000 1,500 1,000 1,000 Park* Permits 25,680 35A0 9.780 T 10.000 Total tkemes and Permits 1 4 1,0sS�, 4 1 5;9D� � 1 8 145 FINES AND .FORFIxfU Vehicle Co& Fines 1£15,983 1$3,9363 366,000 166,000 Court Fims 10,769 16,615 12,OOO 12,000 Parking Fi s 79,O66 56,287 $0,0100 803,000 Parking Flims a DM'V hold 20,7€6 17,330 20,745 20,745 False AtSM Petty 3,5410 47.190 Late Payment b Utility Billing 431,295 483,.150 448,545 448,545 Nuis e Fees 2,300 2,395 29440 Libmry Finis, Fees & Qifts 63,154 59,000 59:000 59,000 1.1aty con tions 19,831 18,055 2O,625 20,625 Rcuumd Cheek G f,13g€1G8 16,34€1 13,590 13 5911. Total Fi 28 'orfvitures 806,211 954427 $7{1,4196 822,945. investmem. Earniogs 2,755,141 4,403,290 1,744380 1,694,380 Sake Of City .Prouty 38,119 201,000 Sale of System (1 z Pule -Flee) 78,715 2O.000 20,000 20,000 Sit of Pmpom 499,325 W 56L,(137 571,895 5 72;,28,5 Total 3X 5, 27 ry 5 Sb H-7 2003-2005 FINANCIAL PLAN AND SUMMARY On VFNLTS BY MAJOR CATEGORY AND SOVRCE 2401-2002 2002.2003 23133-2004 24[34-2065 Revised Reconmended Recommended INTERGOVEPN-MEINTAL REVENUES motor Vehicle la-Lieu,Tax mer Oraum sabventio Police Trakdl% (POS` ) P4?tic aru cirwiv-, Amt S07um stmot e eea's( iwc t zaa5se ssa ets Auto They Revemc State Hiway maimewice Gas Tax Sitve tonX2105) Tax Subvenbon (21005) elm TeX Sgbwntion (2107) TrawpomfionDe Act (GewAllot) Federal Assistmice section IX CTR�Mnbww r on l surface T'rarsportation (ISTEA)fFed TEA Tmnsft Stmeis Federal gratis staft-°ratisit Ami State Special Gram-Tra it [auks & Reoreation GmMaWlottilent State Mwidates 81390 C1PRMA Reba Conununiiy.D3 velopnwnt Mack Grant 3.'bury Gmts Traffic Congestion estion sizer PERS Total"e"vcs SERVICE FVESkND CHARGES Public Safety bees Police Record Fees vehicle Towiza8 of er Police Fees .Fix 'T iv.ket(Vip Verification Fire Depmumm Semoes - Other First RespoWerFe.-pas art edi6 program Animal Sheiter F'"13 Total 3,275,523 3,532,591 3,532,593 3,53.2,591 138,5$1 DomesticResidemial 200,400 15,551,488 72,463 51,500 30,000 307000 240,978 157.447 241,7725 241,025 4,832,3.52 1,150.NO 5,115,430 1,.319,000 30,138 182,821 198,449 215,220 4,253,480 3.are'e Commerce 70,ow 3;9Cs1?yOOO 21.9945 10,272,890 sman IndusTrial 769,425 5,066 5,665 5,065 5,465 334,071 365,3313 334,070 334,076 2123352 234,245 .212,550 212,550 438,382 475,QW 438,380 438,380 1,946,193 2,000,000 1,750,000 1,7501000 3,419,51.8 80,€000 1,000,000 1.'M000 2,600,400 375,000 2,629,000 2,856,040 2,155,000 4,320,060 163,000 690,000 741.000 2.3,874 1,000,000 1,693,405 1,693,405 1€} 1,2,83 33,345 128,250 271,290 99,297 160,00 $,E3W 8,00€1 1301,395 66,006 616,.[67 11950,000 1,089,)10 1,089,110 223,557 206,455 107,500 91,000 146,0&4 356,577 a 25,573,740 1611 x,97 104227,775 .19,4828476: 17,418 70,000 20,000 20,000 1€,658 25,000 200 200 80,295 60,000 81'"o 83.535 756 2,740 750 750 3,[70 2,120 3,150 3050 145 245 245 2.45 41,d.4U � 22,545 Zt,670 72,105. 139,698 122,630 127,915 608,065 Electric Operatiag RcycBm DomesticResidemial 14,127,898 15,551,488 15,976,045 16,264,190 Small commorctai 4,49.6,721 4,621,709 5,075,155 5;166.690 "sk to DaAT, 39,879 41,917 44,545 45,350 Domestic Mobile 110me 182,821 198,449 215,220 219,160 3.are'e Commerce 9,148,805 10,469,453 10,090,890 10,272,890 sman IndusTrial 769,425 852,376 842.7130 857,9f3f3 Vii • Accisw*5 1,961,283 623336E 2,114,110 2,152,240 Medium inti trial 2,117,8.44 2,993,441 2,365,410 2,468,1175 Largc 4,674,.332 3,979,345 4,951,610 5,73413,920 %-,sidontial Low inconic. 358,642 320,862 317,510 323;235 H-8 21143-2005 fUNANCLAL.PLAN AND SUMMARY lon VENITES BY MAJOR CXrFGO Y AND SOURCE 2001-2002 21302-2003 2003-2004 24)1 2€16 Revised Reonnmietmied Roto ed Actual D publicBewfit." � 921,3238 1,027,860 881;$60 897,165 Market CostkdjuOwnt 8,467,597 13.591981 8,500,000 $,S. 000 total 47,266,575 5.0,040347 51,375,055 52,148,355 Sewer Operadug Revenues 4 atv a rs 15,871 28,960 29,540 30,130 Xbor Accounts 3,101,444 5,763,040 3,799,7111 3.837,710 Sewer 0:at o. -Fees 735,171 500,00€3 746,000 889,000 �strttetum regi 286.243 5,959,49430 1,04600 2, , 60 T rara1 4,138,729 6,292,040 6,621„250 6,823,34711 Water operav"gReveflues City Acoouas 71,805 119,180 92,455 96,155 tbertsA..cc4avwuMss 3,719,0689: 5,839,820 .316722,725 3,{819, 1 lltmiS ta�s'& ik. i 3, 31,846 ___j,917,661 g6�.3q g5 19 994,37 £ 5 Tota? 44045,7195 5,959,49430 5.682,845 5,01.0,165 Rv,ye w from Adult SpoM5 58,087 77,555 59,000 59,€104 22evemic , Cam'"t Work for C4 237,026 188,9v 416,420 416,420 Re aa,a Convact Work for Otfaers 164,626 46,400 96,000 96,000 Ellevvic capacity IkVORMS 169,636 75,000 40,€100 40,000 Water Tap Fees 98,269 488,755 420,460 427230 Sewer Tap Fees 13,461 2,p10_ 572,810 699 ,100 699 .1 00 l �� I�3rtak.a¢az 141.753 %tai � 824,751 310.380 456,420 456,420 Transit Fees Dial -A -Ride Pa senor Fares 234,2@0 248 S0i3 25116009 Total 234,200 24$,5110 250,000 261,000 Park.%nd Recreofion Fees ReverM from PlUY I'I3sxW5 204,393 203,850 210,000 210;(30)0 Rov= ae from YOtt !° een Spam~ 36,852 68,790 201,600 201,600 Revenue m Woor/Ourdoor AOM669 31,846 19,910 30,000 MOO Reveam from Aquatius 77,447 77,500 77,5410 77,500 Rv,ye w from Adult SpoM5 58,087 77,555 59,000 59,€104 BOBS lteixubumaztAs 18,108 33,455 25,4300 25,000 Revenue &um Lodi lake Park 90,489 $5,5$47 96,000 96,000 Other Pack Fees 8,408 6,170 98,460 90,230 AdWW San -ices -Parks &. R.ec 2,3555 488,755 420,460 427230 Total 527,985 2,p10_ 572,810 699 ,100 699 .1 00 Community Center Fees Swzzt=ing 69,7.31 1€32,6115 101,080 1415,080 Rem 28,113 29,2441 297825 Oftr Fees 95t946 127,334 }5.910 i 13,075 Total _ 193,790 229,939 226,290 2475984 comwankyDeve-iop e R A' o Plm Clieek F( -Qs 296,499 382,127 325,000 330,€00 I M peodow'Reimpectirn.Fees 6,551 12,191 7,000 7,04341 10 PI Fees 85,058 � . 94;437_ 98,460 90,230 Total 399.108 488,755 420,460 427230 H-9 1903-2905 FINANCL4L PLAN AND SUMMARY REVENUES BY MAJOR CATEGORY AND SOURCE 2001 OTMR REVENUE DamVe to Property Reim wmlme tts 2,867 16,000 2,985 3,040 D araafiurW a'le Of ChY prsr3aerty Actual Baa i Budget 13aat1 et; Revs NOC 1,862,589 624,970 5413,665 508,595 Work for tithe 2,1.50 375,000 010. sez ral'?tl: reiratbtasable oharges(work for othQr 84,120 2,250 20,000 20,400 010, gemm.1 furd- m.imbu b4e ch es(work for other 20,51€3 13,2~ 5 21,645 A075 Exp rtfim 750 12011151034 780 795 010. gewral bmd, reimbaa able charges(work for anther 12.8,548 190,800 133,6911 136„365 Tntaa � 234,228 2€16,30,5 176,115 179,635 1's€lt is Wer6 Engineering Fees Ellgkwerhvfi 97,180 177,494 73,000 81,000 wlopx ut )uapact Fees 2,712,478 2,484,0041 3,144,360 2,969,340 Spocaas Impections 1517 2,000 3,550 1,550 Plans & spl= 3,593 7,170 3,300 .3,500 Engineering Impevtions 1,511,717 _ 81,312 8,51000 122,1100 Total 2£367,495 2,751,976 3,993,410 3,956,3 Deneat MRd Inguraw Fees Medical Cam 786 2,731,484 crgai latsu€mim 48,421 289,195 vision ewe 334 65,830 Chiropractic 33,520 Life hisuran" 31,741 37,644 101,405 106,475 crderda5 Death.1murame 6,742 UwMPloyarg0aat' as a 52,126 42,507 27,835 28;810 Long Ttrm Dis.ahslaty 37,795 )37,130 15590043 I58e720 . Total 177,94,E 39337,306 284,240 294,005 Total Service Pegs rend Ckrges 70.103,1" 711,559,748 61,139,11.9 72,911,645.: OTMR REVENUE DamVe to Property Reim wmlme tts 2,867 16,000 2,985 3,040 D araafiurW a'le Of ChY prsr3aerty 1,198,196 18,135 238,130 219,030 Revs NOC 1,862,589 624,970 5413,665 508,595 Reay Me, Charges 2,1.50 375,000 Revenue by "1'mz fer � 11,465 � _ 32,000 ,[atW Other Revenue 3,071,367 744,_780 - 730,765. RE'�TNUF TOTAL 1.11,679,790 12011151034 117,326,796 123 40,956 Fl- i() td Transactions Cost Allocation Plan By policye the City accounts for all operating expenditures and revenues in a pruary F General govemment serAces are in the Gnera:l Fund; waters, wastewater and electric services are. in then respective Funds; transit services are in the Transit Fund; and, so on. The cost of providing support (limpan Resources, Finance. Legal, City Management, etc.) to Enterprise Fund activities, Special revenue Fund activities and Capitad Fund projects is charged by interfiwd tr=ansfer as provided in theCity's Cost Allocation ply In addition to support services, aff eligible ftmds are cberged a prorated share of the cast for liability and worker's compensation. ` e Qhar e to each fiznd is Geed on level of impact projected on historical experience and known risk. The purpose of the cast ovation Plan is to identify the total cost of providing service& While there are dffl�rent approaches to developing casts, the City has elected to use a "step dawn" cost -finding method. This is an informal cosi accounting method used by many govermuent agencies to dete e the cost of services- No fornial accounting entries are required wing the year to record costs incurred in speck accounts. Instead, castdin valves taking available accounting data and recasting it to derive casts. s i ethodolo y is lest sued to costing general government services under accounting principles which focus on expenditures rather to on expenses. In perfo the cast vocations, all indirect costs have been allocated only to direct cost actiui s ratbr than using a more complex sequential allocation system, Although there are some cone ptvA difficulties with this approach, the end result is insignificant, and the cast of preparation, review and audit is significantly less. Other Transfers In addition to the distribution of costs betw, c funds, the City also includes loans and some firer segue choxges in its int - d transfers. These transfers are not significant and have little impact on the financial condition of any one ud, H -II NO3-24sb35FINANCIAL PLAN AND SUMMARY INTER OPERATING TRANSFERS operadlt ,8 Transfers 3n t.;os€ cif Sorvims rramactiona Arts in Pubiie Places (1214) Capital Outlay lx€apW flus (1216) - Fire Treacle 1,caa,� Elertno. IS Puysomel Gust stmet Fund F gas Pass to as sat stacet olaiaat 1 xagiamring eaats Sewer- additional street swcapir g (atorm drains) st ri5�rv<s Sal ty program (pVJ) Elvetric -Ilpp Totml Other C7perating'Iraaasfurs Total Tzanafexs Ise opmatiaa8 TXangfoys Out Bcmdds Fund lusura nr:e Funds Cast of Modica;, Dental, Vision aat3 Chita} ,amvxaal Fuad Capital Total Other Operating Transfers Total Tr'ransfm Out TOTAL GENTPAL FUND LIBRARY FUND Op"dti ag Transfers In Total Transfers Fan Opcxntln8 Transfera Out Cost a$'Ivlodioal,Dentaal, Visaatt and Chire Cost of Servimm Traansac6ons Tatad Tromfers Out TOTAL LIBRARY FUND STREET N113 Operating TroAders In TDA rnd Total Transfm In C)p�-r:atiug T mast ars Out Cast of S�tviucs''Frettsactzc na G000raal Pune? Stmot mainte.nanae (gas tax) Taial Traaaaafcrs Tutai Txans&s out TOTAL STREET FUND 3,257,177 3,303,027 4,724,167 4,724,167 (426,994) (1,026,984) 3,100 3,100 (1,973,179) 2.460,147 (173;91 (173. (1,500,()00) (1,500,00f)) 201,448 11.0,183 (105.540) 146,072 131,1100 131,500 1,047,540 1,047,540 985,000 98.5;000 375,723 375,728 426,277 426,777 82,000 32,000 TaalTrsxasfmrs Out {141 25,0€30 1.816,156) TOTAL TR�siYSPORT ATION DE, VELOPMENT AM 25,000 (2;Ci'i3,4� j (11114.,1:x. (1,51&,1S 85,234 4,897,694 6.614,314 67375,492 6.3110;227 (282,729) (282,729) (2,710,706) (2,710,706) (426,994) (1,026,984) (1,780,161) (1,780,161) (1,973,179) (2,643.564) (173;91 (173. (1,500,()00) (1,500,00f)) (1,411,277) 1.4112'1732'17) (105.540) f 1,284} (1,261,27rJ 1,2 7,277 Transit Fund 53k561(4 490,86?} 4,490. 867 609,3412 1,1179,153 1 54,626 1,81961 ?,715 (70,3€14) (49,408) (78,650) (49-41}8) (U5,000.) (48 951j {)25,0130) (48;915} (1.19,112) (128,058) (1'73;915) (173,91Sy (116,997) (125,0% (173;91 (173. 58,470 827,035 i50,Ufl0 y ._. _ iSU,f1f1D 538,470fi27,(s3S ]1{),{14111 IS4„000 TRANSPORTATION DEVWLOPMENT ACT FUND (375,728) (426,277) (426,277) (1,047,540) (1,047,540) (985,000) (985,01)0) (598,33]) coGtgfSg�ITicosT'ransactions (1,k45 sit) (1,423,2681 (1,411,277) 1.4112'1732'17) (1 1074111 {596,233 (1,261,27rJ 1,2 7,277 TRANSPORTATION DEVWLOPMENT ACT FUND OporAting Traw%firs Out (1,502,6511) coGtgfSg�ITicosT'ransactions (73,437) (66,156) (66,156) Stmet Fund (150,000) (150,000) Transit Fund (1,600,(1130) (1,640,004.) Total Tcansfora TaalTrsxasfmrs Out {141 (2>07� 437) 1.816,156) TOTAL TR�siYSPORT ATION DE, VELOPMENT AM (i 502 65x)� (2;Ci'i3,4� j (11114.,1:x. (1,51&,1S C'.DBG FUND Total Tra;asfersOut TOTAL CDBG FUND (1[19;309 1'171,70+ SPECIAL REVENUE I UND mm Total Traanafm in 33, 7A8 Total °TKanafdra Out TOTAL POLICE V-FCJALRESTENUE+ FUND (41 2291 CAPITAL C"tB.ULAY FUND H-12 003-2{)05 Mf`t(3NCI.A L FLANAI iI) SEIMA Y INTEIRFF.ND T13ANSrt,C° ONS - OP K TING TRANMRS €x�aralFaexd=r�r€sc,�ng- l3�si Pis€�r"�si�csst,�s %ork Fund T€Siat Transfors In Qperatsttg Trsosfm Out Gz acml FuDd-AiU in 1'*fiv, PSs=s Board G�-xerai Fnstd - F'irc True I.esse Pumhase-ihIff� 12 16) Comp€ater RV lacmc€at Fuad V,Dhiolo Mask asnce pond Gmcraf FuAd -P t)trsaa€€stcatian costa D,-bt Service TOta1 Transfm Out TOTAL CAPITAL OUTLAY FUND Optwkirs8 'Tran;€fora 7st capital Qsailay Fund T61at Traatsfs In Operatin8 TFausfOOut Fgalipmcnt I:eplaccmcstt F+€nd TPeal Tsaansfms Out WA,MMATPR FUND TOWITratmfm In Operating `I`randwr Out Cast sof Servs tm Tranax-,tions Ggncral Fund C,meral Auzc t-adr5i&iaatxl sPseet s€ieeping (stann drains) Insurance PmRds Cost af?Mtsiicat tamer ,r atal `I"ransfm Tectal Trzmofen Out TOTAL WASTEWATER FUND Lj 1,.500,00(1 DEBT SERVICE FUND 425,000 Operating Traw6ers 1n 7n,389 Capitol Outlay Fuad (13,185) Tool Transfsrs Tet 04) TOTAL DEBT SERVICE FUND 35(1,1100 WATER FUND 4,573,952 QgcS)ckesz� Transfers TcG 350,006 Totai T'rrmafrrs (3.244,327) Too Transfm; las. (209,354) Ovorat€ng i`ransFars Out Cost of 8esviDms `I'rsnsartson€ (.3,100) Ilydtacfrts Fund i. - (105,448) Creooral Fund (1,8816 Cost (75,000) Traci Trgtsfera (425,0011) Total Trxmfexs Out (255,000) TOTAL WATER FAVI) WA,MMATPR FUND TOWITratmfm In Operating `I`randwr Out Cast sof Servs tm Tranax-,tions Ggncral Fund C,meral Auzc t-adr5i&iaatxl sPseet s€ieeping (stann drains) Insurance PmRds Cost af?Mtsiicat tamer ,r atal `I"ransfm Tectal Trzmofen Out TOTAL WASTEWATER FUND Lj 1,.500,00(1 1,500,000 425,000 X421 rl X330 000 375,000 7n,389 81,000 (13,185) 04) 150F000 35(1,1100 350,000 4,573,952 1,9312000 350,006 350,470() (3.244,327) (102,1397) (209,354) (20,354) (184,210) (.3,100) (3,100) i. - (105,448) (110,183) (1,8816 (923 SS5) (75,000) (75,000) (425,0011) (425,000) (255,000) (30(};()00) (1,460,147) (1,233,699) (1944 740) _171,4 (1,V1,671� 026) {3,329 37 (2,109,99 (2,159;054}. 325,4174.} (1;698;93 1,759994) {1,ii9,9`a4: 313,389 2.0000 425,000 X421 rl X330 000 375,000 7n,389 a �,4? 341, 4 37s,ao0 (13,185) 04) (82,000) +p5H,�64 � 4�5;(0[l 334),(31)0 3'15,1100 1,233 699 1,944 7943 1,671444E IJ 71,671.; 1,23 14944,796 1671,416 1,671,671 1,233,609 1,944,790 1,671.,446 1,671,671 312.563 312,561 �...,_ �..R.,. (�go,288) (680,288) (685,480) (685,4€4U) (17,896) (17,396) (112,54) (132,2543 (72,065) (72,065) (104,774) (104,774) (12,500) (1,186 249) (859 104) (902,508) (902,505) (81,64 14)4j (9112 5115) _iT2,50} 8� 1,3951,395 871,395 - (537,354) (537,354) (665,859) (665,359) (12,500) (82,000) (82,000) (37,894) (1"7,394) (224,503) (224,563) €102,047} (102,1397) (209,354) (20,354) (184,210) i. (1,8816 (923 SS5) (1,099,116 1,1}39,7161} (1.,4)10,2,50) 923,55 j. (1;0999716) S1;U99,71.6i H-13 2003-200FINANCIAL PLAN AND sT7MM,::RY INTERFUND TRANSACTIONS - OPERATING TRANSFERS Qporatin� Tramf$'ws 6t 'Tatat T'ranafm Ln OperaatkLg Traattsftxs Out Cast of S03viees Transactions Benefits Fmd 1R.'5U 'aa Cte T14 nds Oiuncral Find C)P 4smicyal Fund -IS PP rwnnol cos, Cas€ of modieai Total Tranafors Total TrRneers Ow TOTAL EI ECTPJC FUND TRANSIT FUND opvrgta3ag Tfans&r€ 1n Transportation DJ;vclQpm t Apt Total Tri aforx In operati3 g b.ansfon Out .cast of Setvecas s sausacti€ens tB. eraefits Fund Total T'ransfm TOTAL TRANSIT FUND I3ENYTIT6 FUND Optratin$ Transfers Ito G-oueral Faa€cd lectizc Fund astowawr Fund Mater Fund Gonnczal Fund -Cost of MM;c&I E14�01ric Fuse(-medicui Sevrar�irlodical 44`st�t' Fxxncl-m.eiaexl �.s1aT�ry�m�ciiasl Transit Fund Totai Transt'oss <®&ai Tzaztst'ers In TOTAL BENEFITS FUND SELF INSURANCE, FUND Opetr ing 'Trasasfers :In Crenerai FimJ Mtcteir Fund 4Ja swwsaw Fund W atcrF and ITL II 'Fra.€sst'ers.Tsr TOTA1. SELF INSURANCE FUND TRUST AND not XNCY FUND Optiro ng Transfera Out Tota( Taan.sf�rs .Ciut TOTAL TRUST AND AGENCY FUND 508.433 508,433 ,� (1,697,136) (3,69-7,136) (2,787,048) (2 787,048) (39,368) (39,3168) (56 1,2,611) (561.260) (206,649) (206,649) (61`1,691) (617,691) (35€1,000) (1150,000) (350,000) (350,00) 547 705 (146;072) (131,500) (131,500) 807,'195 (323,140) 2,'111;480 2,711,98€1 (25,1300) 184,2113 (94 81,855 . 2,757,fl52j (7,7.62365 n (4,44i;�y.9)04,441,499) 125,000 ____L 173,511 1,]72,965 1,6011-1110 i 1)0,000 1,173,511 1,172,965 1,6000000 1,600,000 (355,811) (470,709) (4?0,709) (8,000) (8:;0530) (300,704) _ �ygryp y_ (j? ( 64) (3.35;81.1 0 ....... ` ,709] ,...«.« w .-.-• 872,807 n 887,154 1,1211298 282,729 282,729 2,710,70€1 2,710,706 39,368 39,m8 561,260 361;260 17,894 17,894 224,503 224;503 17,896 17,896 112,254 112,254 547 705 2,643,564 2,71.191M 2711,980 807,'195 323,140 2,'111;480 2,711,98€1 184,2113 81,855 78,650 125,0430 125,000 8,000 8,000 6�65,53� 3,023,4'12 3 66?5,306 3,`-741,722 ____3,74L_722 3,1123,472 3;Si5,(ib 3,741.7%2: 3,141,722 426,984 11026,984 1,780,161 1,780,161 206,649 206,649 61`7,691 617,693 . 102,1397 107,1397 269,354 209,354 72,065 144 7741(14,774 547 705 4072795 2,71.191M 2711,980 807,'195 1.,407 795: 2,'111;480 2,711,98€1 (18:361) H-14 2003-05 MANCIAL PLAN A" BUDGET Personnel Summary The City of Lodi`s number one priority is to provide the most effective and efficient. services to its citizens possible. 'These services wvi l b delivered y by 480 fait -time employees tri 2003-04 and `489: ' -tie employees in 2004-05. These employees are the core of the City's service capacity and drfine the qua&y and efficiency ency of the City to provide service. The 2003- Financial Plan and Budget for personnel services includes salary and ffinge beneifts offered to employeesa In addition to approval to review several positions for possible reclassification, the regular time staff will increase 1 position in 2003-04 and 22 position in 2004-05° The follow justification is provided for the added staffing levels: Electric Utility An addition of ars Electric Technician position in 2003-04 will allow for incroased maintenance at substations. The City of Lodi Electric thility has four substations that need p od to . In the ne q several years there will be two substations added to the sy to A one on the west side of the City and one at White Slough, The two Electrical Technician's now on staff will berefiring in the next five years. "herefore the addition of this position will allow std` to be trained on the City of Lodi substations and maiawnance schedules, This training will ensure continuity of procedures and maintenance for the system upon the retirement of existing staff. In addition to the request for four additional firefighters for fire Station #1, a request was submitted for implementation tation cif a paramedic program within the lire l epanme t. In September 2002; Co uncil unanimously approved and directed the fire deparwxnt to present Gomel with a plan to phase in the program during the 2003-04 budget cycle. The program is desiped to increase level of emergency care to the community beyond the basic life support system already in place. The request was for 17 neve positions and the recommendation for implementing a first Responder fee to recover the cast of providing services. "'his request was deferred for one year for evaluation in -05 budget cycle. Police Department The police Department submitted a request to foo a High Crime Investigator unit consisting of three- investigators. hreeinvestigators. This unit would provide properly trained persormel to mivestigate the rising number of mancial and computer related critues and to work in partnership with the commuDity and Crime Prtvention to deur Mese types of crimes. The request was contingent ent o the police department obtaining grant funds to pay for two of the positions, This request was deferred for one year with approval in 2004- 05. 1-1-15 C:7 2003-05 FINANCIAL PLAN AND BUDGET REGULAR POSITIONS BY MISSION Public Safety Police Proteotiorr 115.0 116,0 116.0 117.0 Fire Safety 55.0 58e0 61.0 68.0. 'e`er€al Public Safety 170.0 174.0 177,0 185,0 Public tAl:lities Water Utility Services wastewater utilky Services Electric Utility Services Total Pa bNc Utilities Transportation Streets anct Flood Control Transit Total `l'r€ n.. {pot tati€ n t eisore, Cultural & Social Services Warks and Recreation Cultural Services Total Leisure, C'uUur l & Social Services Community & Economic Development 16.1 16.6 16,6 15.6 23.9 24.4 24.4 24.4 50..0 51,0 52.0 52.0 90.0 92,0 93,0 93.0: 30.0 31.0 31.0 32.0 1.0 1.0 1.0 1,0 31.0 32.0 32,0 33.£3 29.0 34.0 34.0 34,0 23,025.0 25.0 25,0 52.0 59.0 59.0 50.0 Planning 6.0 6.0 6.0 6.0 Community Improvement 3,0 3.0 10 3:t1 Construction bevelopment 22.0 22.0 22.0 22:0 Economic Development 1.0 1.0 � 1.0 1:0 Total Community &cq.uc mic Development 32.0 32.0 3? 0 32,0 General Government Legislation and Policy 0,0 0.0 0.0 0.0 General Administration 18,0 19.0 19.0 19,0 Legal Services 3.0 3.0 3.0 3:0 City Clerk Services 3.0 4,0 4.0 4,0 Administrative Services 34.0 37.0 37,() 370 OrganIz ticinol Support Services 24.O 24.11 24.0 2410 Non -Depart ental Services 0.0 0.0 0.0 0.0 Total General Government 82,0 87.0 87.0 87,0 TOTAL OPERATING INN BUDGET 476Ap BUDGET yy. j iL. ( IIF 'r SUMMA AUTHORIZED REGULAR POSITIONS BY MISSION GENERAL GOVERNMENT LOWRE, CULTURAL SOCIAL sekvi i H-17 z003-05 FWANCLAL PLAN AND BUDGET `IS MPORARY VULL-TDU EQUIVALENTS (FTE's) Public Safiety Police Protection 0.00 0.00 0.00 0,00 Fire Safety 0.00 0.00 1,00 1,00 Graffiti Abatement0.00 0.00 0.00 0.00 Total Public safety 0.00 0,00 1.00 1.00. Public Utilities Water Utility Services wastewater Utility Services Electric Utility Services Total Public Uldhijos Transportation streets and Flood Control Transit Total Trausportation Leisure, CuJturgl & Social Services Parks and Rocreation Library Community Center Cultural Total Leisure, Cultural & Sociul Services Community &Economic Development Planning Community lmprovemeni Building Inspections Engineering Economic Deveiopment Total Commubity & Evonowii! Development General Govermneut City Manager Public Works Administration Legal Services , City Clerk Services Human Resources Risk Management lnformaOon Systems E)ata Processing Finance Faculties is Fleet Maintenance Total GweraA Government TOTAL OPERATENG BUDGET 3,05 3.05 3.06 3,05 1.00 1.00 1.40 1,40 4.25 150 5.50 5,50 8,30 7.55 9.95 9.96 1.20 0,20 1.00 1,00 0.00 0.00 0.00 0, DQ: 1,20 0,20 -00 TOO 37,40 31,40 31.25 31.25 6.50 5,50 9,00 9,00 5.50 5,50 6,50 6.50. 3.50 3.00 5.50 5.50 52.90 46.40 52,25 26 0,00 0,00 0,00 0.00 0,50 0,50 0,00 0.00 010 0.10 010 alo 1,00 1,00 1.00 1.00 1.00 1,00 1.00 1.00 2.60 2.60 2.10 2,10 0,50 0,50 0.50 0,50 0.50 0,50 0,00 0.00 0.00 0100 0.00 a 00 0,00 0.00 0.00 0,00 1.20 0,43 0.00 0, ob 0.00 0.00 0.00 0.00 0 00 0.00 2.00 2,00 5.75 5.26 4,00 4.00 0,00 0.00 0.00 0.00 0,00 0,00 0.00 0.00 7,95 6.68 6.50 6,50 H-18 FULL TMM1 AUT Oi9 POSMONS MY ArMRN'IIY CITY CLERY, Adra9zet Cler3R 4aa�!demtiaE CMV ,MAN GF)R COMMUNWy CENTER Aquatics S.perrEoor tiatildinK*jn%eaft" ewo r i s asavitt 'spit n�a�4 Work" lfi€ (-.i) Fac€Imes Mmutmagwe Worker ;�r��r �'zr9i 3e5agrsr Adarlitistra0vt Clens w C€k UryNg,I,TY.I)1"S'E7.€3P14 N'F aq agat AdmidgMdve CWk X71(-1) Sr. Adwlpis&zove C€mak Coag e3tty'. cts)x4nva6x9 gat Moor itt#rslser le Clerk Il FINANCE Accountant IM Ac,zount 04k Motor Ai"ader A4:s.^o,joti Clark C39awrnta :$mice RepmentAfive4 (2) Parking . transfor FIRE fitcaghter Firvrigbter Division trd¢ief (al) Bann It Go Chid rimfloter (2) Adaxa#t99m2I�� retry Fire copkaio (3) Division Chitf (-1) Ftrgi9tor(-t) �iz�t`sstar €2) Ratoltoo Oder F€cefightcr X3) �'iaa€it3t�r.(ij HUMAN RESOURCM, I'art�ae3Sielp°zr3aeea (5) Adraio C rk. n btformatiop Sya * Coard'enater Sr 9racksaigmer Analyst 'I`rmns£cr 71 9 m Mau" (4) Network Adndnistratear Newark Tfthwegan LfUR"y AdMiRistr9Cive Clert PAM'S & RECREATION R,dm inistrativt aadOwk Laborer Administroave Clerk LAbi€rer(4) POLICE Cowmuj%hi cerci c ern (-1) �€appacaa��.��ter (2� Dis ish4r. uperviaor(2} ad Diepat for 440or (mZ? refic Record C€eft 3 .(03) Sr Police Ikeor& Civrk (S) I'ot'sr„t ktea�ri#s marls ssp�c�°4tor poi€cir.. nt §ssSsai¢e t iAsaaa l partrai iHtiicer Poll 0 0 CMr eraS;2) Falun Otoor (^2) gteasasfer from F ma®eg) 3996-971447-95 14.60 199&93 999-N 20l E1 2Eet2tifi2 113 .. gFiii� 2@3194 QS 3.00 3.490 = 3.M 0.061 100 3_N 31040 3100 3.08 34.00 34,00 3.00 3.330 3.00 3130 4.410 cao 4100 2DO1 4F3 4.410 4,00 4AM3 4M 4M 4.00 4.M - 4,00 4.411 7,06 7.414 7M Mo 9.00 9060 MOO I&M €0.00 139 4K� t 933�4if1 29911-�4 20€31$-,:41 24ti130T zoQ�.&i 20t92=A3 1998.99 1 1999»d9P �4tE�1-t91 2F3i 0 41 [9414.99 1 °33€0^29 Ism 281!91-432 x�)zrv� �00��CP3 Z6Q2 593111-99 Mmo 2'349.-90 199 20"] 20"1 200"1 200409 Z(!iB€i I 200,101 206F"1 2001-02 20142 26#(1,03 ZOiiM4 20f�d 06 2064-0S 299"1 1997-98 1991-9-4 19»99 2 1 200-03 2002-03 20830-451 200"2 MZ -414 MZ43 095-99 €939»830 1399nt14 1;9#9-fr€1 19 259 19' 19" 1 IM -00 200"1 21 20iN"1 2002-03 14.00 14.60 15.01 1S.e0 Me@ 17.€0 17,00 7`7,®4 17.0® Loo 1100 1,00 1.00 1.0.o Lo 1.00 1." 1.00 34.00 34,00 31.190 33.00 34.00 35,486 38.2 3.096 38,€30 48.%1$9 48.110 49M ".00 52,00 55.1911 MOO 61.093 63.410 5049€5 1.00 14.590 2&00 5JM 3.00 es9.d943 ZTJM 5X0 5.00 6.00 6.00 6100 6.041 6.00 7,00 7„00 8.80 41.00 9AG 9.120 9.04 14.00 14.00 24.04 14109 1&1" ISM 15.09 17.00 "7.00 29AM 29.fi1#9 ,34.0 14:80 34.410 1121" 11210 113.1-9 IMM 124.880 Ik500 1t&" IT&" 117.00 H-19 FULL TEM AUTHORPED PORTIONS ?6012 3 PadliOe»WkaS ec a 39'6 97 1997-98199$-99 19991-M %009-41 2002-t* Zit-" I"€eBSc 2004-" s PUBLIC ""s ZIXif-02 A�l�€�lsera.lom 4.00 4.w 4.00 4.40 5.06 6.611 km &OU 6>RdE gala 3[efs#x' lfv .`f€ 3c V[€ 233m-41 ana�l�3atm}ect 3l1¢��er 2001-42 �a eErExk 133,00 1330019 14,00 13.06 33.00 14.00 18.00 14.00 34:00 sewer Civil FAVReer 1"" r3wad a1ac - ssc€�a 3ra ate�I4i 4str 199-0 ntimearing Tfthnicima (4) ?6012 3 PadliOe»WkaS ec a 332.60 pgr.s Cis 7953-D0 fadliglex iupprsh ar ZIXif-02 Fleaivkcs" a�'G&-Qr 200142 9dE'r�ecbpy.o wi4ian EmTK"Rm FUNDS R9r*M AbpWWxw 'oapTtllra 3¢�.r ;997-9$ Dovmwwu clamu I,a l`�s' I'F$9«li0 �.ahtr�rc^clh�n$�11^tln�tc4'�a`@�4s�r �fl$ 2Q6[k^ilY strc .2OW-€91 #. [ 3a�te a€ce lYut r 0101-02 Admiic€ela`a11€ i. Clerk 2802-03 Ms'pAga.mcat Araiym Tmince 203"-05 14AQ 14,00 14M .5A0 15.00 17.00 17.00 17.00 77.03E 21MO 26,00 26,00 :7.60 MOO 306.06 31.00 31.00 32.110 TOTALCENER&L FUIN€P 30,00 332.60 337.00 343.00 366.00 366.00 383.00 _ M 395.06 EmTK"Rm FUNDS FUCTRNC 43.09 4"0 44.016 46.00 47.00 51.00 $2.x€ $21" E)Omdcai F`ROwk- E997-98 Ad laiefrROVe Clerk It €999 UCS fxrd�r9ccai�pee� f1} 1'.799-04 Elie 20.01-42 t?o�3s4r1(2}' MI -03 Grama4penea. i�pproafi. 0 3 i�seaaaoaslk srssaworc� 21 2-03 Ekdo i'F ► a6 M 200-04 TRANSPORTAMN I w LOU 1.00 1.€➢0 1.00 1.60 1.90 10..07 1.00 WATER A,9TEWATER 35°1665 a(LO s 35,1ia 3%ae 40M 40AO 41.00 41..40 43.€!0 CikA9k€E' adoBt. ��05nmor 1997.96 . ,vias Civil FAVJU °-"ngferto Wstmd ms w k99V-06 ea0e°l�p a�.34t"6s3t 4n40 �RY�811��T.�7km�iFPSV?9� _ l9�`5�^Wii I°dglp. Ymc£6�se 2 [ SQA9QRtogincidog,` e §cap 20k2�i73 'IYTiC XY@W VU"S 79.00 St.iill 81:00 moo 88.131° 91,5113 g:.a(t: 94 16(1. 94.41,5 1 4k4'Yal1. 215::0 41$;(1: �12906j: 44.18, 4570 4'1(..1 4Ra.0>:. 439:0 H_20 2003-05 FINANCIAL ?.LAN SND BUDGET REC,ULA.R POSITIONS BY DEPARTMENT Laity Manager i.0 'I,U 1.0 � ,u Ass€start City Manager 0.0 0,0 0.0 1.0 deputy City Manager 1.0 1,0 1.0 0.0 Management Analyst Trainee IM 1.0 1.0 1.0 1.0 eeret ry W the City Magager 1,0 1.0 1.0 _ ....1._ (1 4,0 4,0 4.0 4;0 City Attorney 1.0 14 0 1.0 1.0 Deputy City Attorney 1111 1.0 1.0 1,0 1,0 Legal Seoretary .� 1.0... 1,0 1,01.0 - Building Official 3.0 10 3.9 ;:Q CITY CLERK 1.0 10 1.0 1.0 Adr ini traiive Clerk - (Cd) 0.0 1.Q 1,0 1.0 City Clerk rk 1.0 1,0 1.0 1,0 Deputy City (dark 2.0 2.0 2.0 2.0 Juni€ t/AssisWntlAssoci to Planner 3.0 4.0 4.0 4.0 COMMUNITY GENTER 0.0 0.0 1.41 1.0 Administrativ Clerk 0,0 1.0 1.0 1.0 Administrative secretary 1.0 1.0 1,Q 1.0 Aquafts Coordinator 1.0 1.0 1.0 1.0 Arts Coordinator 1.0 1.0 1.0 1.0 Community Center Director 1.0 1.0 1.0 1.0 Facilities N118 ,anance Mocker 2.0 2,o 2.0 ZO . Sennor Services Coordinator inator 1.0 1,0 1,47 1.13 Sr.Fa hies Maintenance Worker '.0 1.f3 1,43 1:0 Stage Technr cjan 1,0 1.0 1.0 1.0 .. Administrative Secretary 9.0 10.0 10.0 1010 NNEOMMMUNKAJARMam Administrative Clerk 2.0 2.0 1.0 1,0 Administrative secretary 1,0 1,0 1.0 1.0 i3rsild rlg inspe r IM 10 3.0 3.0 3.0 Building Official 1.0 1.0 1.0 1.0 City Ranner 1.0 10 1.0 1.0 Community Development Director 1.0 1.0 1.0 1.0. C omrriunity improvement Officer 2.0 2.Q 2.0 2.0 Corrrrtiunity Improvement Manager 1.0 1.0 1,0 1.0 Juni€ t/AssisWntlAssoci to Planner 2.0 2.0 2.0 2.4 Permit Tochr €ci rc 0.0 0.0 1.41 1.0 Sr. dmini�tr tive Clerk 1.0 1,Q 1.0 1.0 Senior Building inspector 1.0 1,0 1.0 1.0 Senior Planner 1.0 1.0 1.0 �. 1..0:.. 17.0 17.0 17.0 17.0 ECONOMIC DEVELOPMENT Economic Development Coordinator 1.(} 1.0 1.0 1.0 1.0 1,0 1.0 1,0 ELECTRIC UTILITY Administrative Clerk 2.0 2.(1 2.0 2.17 Administrative Secretary 1,43 1.0 1.0 1,47 on truciionlMaintenanco Supervisor 1.0 1.0 1,0 1.0 Electric Apparatus Mechanic 1.0 1,0 1,0 1.0 Electric Forerna !Forewoman 4.0 4.0 4.0 4.0 fectric Linemq alUne r )mao 10,0 10.0 10.0 10.0 .cledtric Line nan/Linewoma i (Apprentice) 0,0 1,0 1.0 1.0 Electric Meter rechnician 1.0 1.0 1.0 1,41 Electric System Supervisor 1,0 1.0 1,0 1.0 Prepared 0y Human Resources ..'31 2003-0$ FINANCIAL PLA,N'AND BUDGET REGULAR POSITIONS BY DE PARTMLENT Electric utility Director 1,0 1.0 1.0 1.0 L.WOO 3�.1e61t �� a n #;� � ...• 1,fi 1.0 1.L� 1.ti Electric Utility Skp rintendent 1.0 7.0 1.0 1.0 Electrical Dro ing Technician 1.0 1.0 1.0 1.0 Electrical Engineer 1.0 1.0 1.0 1.0 Electrical Estimator 3.0 3.0 10 M Electric l Technician 2.0 2.0 3.0 3.0 Electrician 2.0 2.0 2.0 2.0 tt ilt Matlxi 1.0 1.0 1.0 1.0 Marjag& Electric Services 1.0 1.0 1.0 1.0 Manager Engineering & Operations 1.0 1.0 1.0 1.0 1.0 1,0 1.0 ntieterir�Eleddician 1.(3 1.0 1,0 1.0 Senior .Electric Troubleshooter 1,0 1.0 1.0 1.0 i to �3triiy r st 1,0 1,f} 1.0 1,0 Senior lertric l' stimator 1.0 1.0 1.0 1.0 Sr. Administrative Clerk 1.0 1.0 1,0 1,0 Utility EquipmePtSpeciali.st 1.0 1.0 1,0 1,0 Utility Operations Supervisor 1.0 1.0 1.0 1.0 utility Service Operator i/li 3.0 3.0 3.0 3,0 Utility Service Operator 1/f.1 - Relief 1.0 1.0 1,0 1.0 %0 51.0 510 :4 � t6t r c b ltd rt : 1me FINANCE DEPARTM8NT Accountant Ilii 2.0 2.0 2.0 2.0 Accounting Clerk Illi 10 4,0 4.0 4'.0 Accoun fing Manager 1.0 1,0 1.0 1.0 Buyer 1.0 1.0 1.0 1.0 Customer Service and Revenue Manager 1.0 1.0 1.0 1.0 Customer Service representative 1111 T.0 9.0 9.0 9,0 Customer Service Supervisor 1.0 1.0 1.0 1.0 i i ldr°vice, Representative 3.0 3,9 3.0 0.0 Field Service Supervisor 1,0 1,0 1.0 1.0 Finance Technician 3.0 3.0 3.0 .0 Finance Director 1.0 1.0 1.0 Meter Beaver 3.0 3.0 3.0 3,0 Parking Enforcement Assistant 1.0 0,0 0.0 0.0 Purchasing Technician 1.0 1,D 1.0 1.0 Purchasing Ofticar 1.0 I'D 1.0 1.0 Senior Accountant 0.0 1,0 1.0 1,l} Senior Custom@r Service Representative 3.0 10 3.0 3.0 Senior Storekeeper 1.0 1.0 1.0 1.0 torakeeper 1,0 1.0 1'0 ,- I'D. -38.x' 3 aaU 38 0 38.0 FIRE DEPARTMENT Administrative Secretary 1.0 1.0 1.0 1,0 Fire battalion C"hief 4.0 4.0 4,0 4,0 Fire Captain 12.0 1290 12.0 12°0 Fire Chief 1.0 1.0 1.0 1.0 Fire Division Chiet 2,0 2.0 2.0 2.0 Rre inspector 1.0 1.0 1,0 1.0 Fire Engineer 16.0 16.0 16.0 16,Q Firefighter IM I TO 20.0 23.0 24.0 Paramedic/Firefighters 0,0 0.0 0.0 6.0. Sr, Administrative Clerk 1.0 1,0 m1,0 1.0.. � _ 55.0 58.0 6110 68.4 Prepared by Human Resources 2003-05 FINANCIAL PLAN AND BUDGET p REGULAR POSITtONS BY DEPARTMENT O D Administrator Clerk e (C) 1.0 1.0 1,0 1.0 Administrative Secretary - (C) 1e0 1.0 1.0 1,0 Human Resources Director 1.0 1.0 1.0 1.0 Human Resources Technidan 1.0 1,0 1.0 1,0 Management Aria€yst Trainee 1/11 1.0 1.0 1.0 1.0 Risk Manager 0.0 0.0 1.0 1.0 Senior Human Resources Analyst 1.0 1.0 .0U:.0 _ Parks & Recroatlon Direrbtor 6,0 6,0 6a.0 . INFORMATION SYSTEMS 1.0 1.0 1,0 1.0 Data Processtn.g Manager 1.0 1,0 1.0 1.0 Data P Ocessih.g Programmer Analyst Illi 1.0 1,0 1,0 1,0 Information Systems Specialist 1.0 1.0 1.0 1.0 Information Systems Manager 1.0 1,0 1,0 1.0 inform tion Systems Coordinator 1 0 1.0 1.0 1,0 Network Administrator 1.0 1.43 1,0 1.0 Network Technician 1.0 2.0 2,0 2.0 earlier Programmer Analyst 1-0 1.0 , 1.0 1.0 Animal Services Officer 8.0 g.4 9.0 9.0 LirsRARY Administrative Clads 0.0 1.0 1.0 1.0 Librarian 1l€1 3.0 3.0 3.0 3,0 Library Assistant 6.0 6.0 6.0 6.0 LibraryService,,; Director 1.0 1.0 1.0 1.0 Senior Library Assistant. 3.0 3.0 3.0 3.0 Supervising Librarian 1.0 1.0 1.0 1.0 Man gam rlt,Analyst Trainee 01 1.0 1.0 1.0 Administrative Clerk 1.0 2.0 2.0 2.0 Administrative secretary 1.0 1.0 1.0 1.0 LaboreriPark:Maintenance Worker fill 8.0 12.0 12.13 12.0 Management Analyst Trainee fill 1,0 1.0 1.0 1.0' Park Maintenance Worker Ill 5.0 5.0 5.45 5.43 Parkrojr--ct.C.00rdinatov 1.i0 1.0 1,0 1.0 Parks: Progr rn Specialist 1.0 1.0 1.0 1.0 Parks & Recroatlon Direrbtor 1.0 1.0 1.0 1.0 Parks Super'intendeM 1.0 1.0 1,0 1.0 barks. Supervisor 2.0 2.0 2.Q 2.0 Recreation Supervisor 4,0 4.0 4.0 4.0 Ad.ministr five Clerk 1.0 1.0 1.0 1.€3 Senior Facilities Maintenance Worker 1.0 1.0 1,0 1.0 Welder -Mechanic 1.0 _ 1,0 1.0 1,13 20.Q 34,0 34.0 34.O POLICE DEPARTMENT Administrative Secretary 1.0 1.0 1.0 1,0 Animal Services Officer 1.0 0.0 0.0 0.0 Anirn i Services Supervisor 0.0 1.0 1.0 1,0 Assistant Animal ervi €;s Officer 2.0 2.0 2.0 2.0 Cnmmunity er;rvice Off a- 3.0 3.0 3.0 3,0 Disp tcher/ Sailer 15,0 16.0 16A 16..1 Dispatcher SupervisQr 2.0 2.0 2.0 Zo Egad Dispo%her/Jailer 2.45 2.0 2.0 2.0 Man gam rlt,Analyst Trainee 01 1.0 1.0 1.0 (3,Q Management Analyst III Q.4 0.0 O.0 1.0 Parking Enforcement Assistant 0.0 1.0 1,0 1.0 Police captain 2.0 2.0 2.0 2.0 Prepared by Human € esources -23 2003-05 FINANCIAL PLAN AND BUDGET REGULAR POSITIONS BY DEPARTMENT f Police 'Grief 1.0 1,0 1.0 1.0 Police corporal 3,0 3.0 3,0 3.0 PaJlce Lieutenant 6.0 6,0 6.0 6.0 Police Officer 52.0 52.0 52,0 53.0 Police Records Clerk 1111 5.0 5,0 5,0 5,0 Po ice Records Cie& Supef-visor 1.0 1.0 1.0 1.0 Police Sergeant 9,0 9,0 9.0 9.0 Police Volunteer Supervisor 1.0 1.0 1.0 1.0 Sr. Police Records Clerk 2.0 2.0 2.0 2,0 Parts Clerk 115,0 116.0 116.0 117.0 PUBLIC OR DEPARTMENT 0.0 0.0 1.Q 1.0. ADMI iISTRATiO 1,0 1.0 1.0 1,0 Administrative Clerk 2.0 2.0 2.0 2.4 Administrative'ecre Lary 1.0 1,0 1.0 1.0 Construction Project Manager 1,0 1.0 1,0 1,0 Management Analyst Trainee illi 1.0 1.0 1,0 1.0 Pu lic Works DirQctor 1.0 1.0 1.0 1.0 6.0 6.0 6.0 6.0� ENGINEERING DIVISION City Engineer 1.0 1.0 1.0 1.0 Erttgin Bring eohrtic€an i111 2.0 2.0 2.0 0,0 Jr./AssistantEngineer/Associate Civil Engineer 2.0 3,.0 3.0 3.0 Public Works lnspector blit 2.0 2.0 2.0 2.0 Senior Clvil Engineer 2.0 2,0 2.0 2.0 entp.P IRriginooring Technician 4.0 4.O 4.0 0,,0 Engineering Technician if 0fl/W 0.0 0.0 0.0 6.0 Senior Traffic.Engineer 1.0 1.0 1.0 1,0 Parts Clerk 14.0 15.0 15.0 16,0:. FLEET & FAQL lTl S Administrativo Clerk 1,0 1,0 0.0 0.0 Equipment Service Worker 2.0 ZO 2.0 2.0 Facilities Maintenance Worker 2.0 2,0 2.0 2.0 Facilities Supervisor 1.0 1.0 1.0 1.0 Fleet:& Facilities Manager 1,0 1,0 1.0 1.0 Fleets Services Supervisor 1.0 1.0 1.0 1.0 Heavy Equipment Mechanic, 4.0 4.0 4.0 4,0 Lead Equipment Mechanic 2.0 2.0 2.0 2.0 Parts Clerk 1.0 1.0 1.0 1.0 Senior Administrative Clark 0.0 0.0 1.Q 1.0. Senior Facilities Mainte range Worker 1,0 1.0 1.0 1,0 Abid r-Mechanic1.0 1.0 1.0 1.0 1.(} _. 17.0 77.0 17,0 1€.0. STREETS DItfi SION Adminstrative Clerk 0.0 1.0 1.0 1.C# Assistant Streets Superintendent 0,0 0.0 1.0 1.0 tabor f-1M,garifenance Worker i/ib 13.0 110 13.0 13.0 Management Analyst Trainee Ni 0.0 0.0 0.0 1.0 Office Supervisor 1.0 1.0 1.0 1.0 Sr. Administrative Cleric 1.0 1.0 1.0 1.0 Street Cleanup Worker till 1,0 1.0 1,0 1.0 Street Maintenance VVQrker lit 8.0 3.0 &0 3,0 Stree Superintendent 1.0 1,0 1.0 1.0 Street Supervisor 3.0 3,0 3.0 3.0 Street Contracts Atdministrai r 1.0 1,0 0.0 0.0 Tree Operations Supervisor 1.0 1.0 1.0 1.0 30.0 31.0 31 0 32. Prepared by Human ReSOurres H --224 2003-05 FINANCIAL PLAIN AND BUDGET REGULAR POSITIONSBY DEPARTMENT WATERIWASTEWATER DIViSiON Assistant Wo.stewat r Treatment Superintendent 1.Q 1,0 1.0 1.0 Assistant Wateif a tewat r Superintendent 1,0 1.0 1.4 1,0 Chief Wastewater dant Operator 1,0 1.0 1.0 1.0 Engineening Technician ili{111111V 0,0 0-0 0.0 1.0 nvirorrment i Compliance inspector 2.0 2.0 2.0 2.0 Laboratory Services uper\+isOr 1.0 1.0. 1.0 1.0 Laboratory Technician IM 2.0 2.0 2.0 2.0 Laborer/MaintensnGe Worker 01 7.0 7.0 7.0 ?.Q Plant & q ipment Mechaniv 4.0 4.0 400 4.0 Public Works Inspector 01 1,0 1.0 1,0 1.0 Senior Civil Engineer 1.0 1,0 1.0 1.0 Senior n.qineering Technician 1.0 1.0 1.0 0,0 Senior Plant & Equipment MechaniQ 2.0 2.0 2-o 2.01 wastewater Plant operator ii§i 6.0 6.€7 6,0 6,0 Water Conservation Oiiin r 1.0 1.0 1.0 1,0 WaterANastew ter M intenance Worker III 5,0 5.0 5.0 .5,03 Wa(er/W st w ter SuPerintendent 1.0 1.0 1,0 1,0 Water/Wastewater, SuPervkwr 3.0 3.0 3.0 3,0 40.0 40,0 40.0 40.01 TRANSPORTATION & COMMUNICATIONS Transportation Manager 1.0 1.Q 1,0 1.0 1.0 1.0 1,0 1.0 Tota( Public works 108.0 110 Q 110.0 111.0 ---A h,, HtirnRn Resouroes H-25 11 C7 n SummaryofSignificant Expenditure and Staffing Changes The Wowing table sur , yes the costs which have a pct bearing on the decision made to increase expenditure levels. ``hese are casts which change as the result of the decision made by the City Council to increase the level or quality of City services. Accordingly, they will remain tic ed unless a policy decision is made by Council to increase or decrease the level or quak of activity. Those costs which are wed and which dna not change the level of activity are not considered significant expenditure or staffmg cWge mid are not included. H-26 SUM ARX OFSIGNMCANT W'E1Gi8MS AND ITA FFiN.G CHANGES Police Adminin ratios Reciess Management AnaiYst If Semite meat DeekAipns 5uppoft Urviets . }lire High Grin e:lnves tea a;s (3) Foronsea Sekvieo.h.0ding P06" C3"low IIi3I ovff"e Comvw Parking nfbrcem�_ n Offices A IMW Contriri Pro:ftsional VeL.gilicea Rental or C1ffi.a Space Fire weey avftey operations PurehM EiMt1sice Ar SYstepl ftar TM;k 41 kliro pirefiglttesa �4) Cmpletncntparat#iaclie#'tugruzn Fira Tti nio . porchme'Fmerg y Tminitg 1`1�rk FrumdPirciaghieF.::Aaaelsmy . Fund Teter nq Vohic3e operations G.rrarm 5,155 6,200 6"no 10,OGO 22,506 69'aw 2 1 AM 80,000 80,400 5,185 69,000 grant fflleds ($143,r70O)ovn yr rm offset by €cvemtc offget by my (rteu S 36400;stat recainmeuded} Not recommemIM - no addif"tonal wits 4,560 5,500 5,006 5,400 6,400 6.000 Stomal water MWagern nt poegram ! 18,500 one umc ohm -go -.Prop 17Z.fiends 4 324.435 243,435 1 88,000 Ong time ehnsgr .inGluded)n;yeat 1 6 504,845 75,000 34,845 6 505;845 otft"W by some r�m€ue ($M,080) one Time charge 22,504 22.500 peopftsiaoW aafeu inuei sk 12.555 i%,395 one time charge i1. 1,098,IbS�� m 369,€35 2 53.525 8 674,625 pub,, is ughtie4 �?a,FL`ti`�a5Fuviatez E}iitifly 5eivict35 Stomal water MWagern nt poegram ! 18,500 t FB,SOt3 (66,000) (6¢,000) has Wditiasral 3 ycees roils aaamiaied orpnizas 'n, EvAloauon andResc wwre . 25,090 75,000 25.06)1? pkow�ir Utility :sml icw Ruainem Flawting& I+kaY146n4 peopftsiaoW aafeu inuei sk 90,000 90,000 10,000 [0,000 partial oMet by t00 sed" savings alka€ripat 315e riS1Q t?pwtiftic rs Replace £ PEIRtnr a ns s! $6,500 sine tune change KA014ce AP Into fbnmm ptxslw $,500 6,500 enc mete Ghargc . Upgode AutoCAD sok wuma 7,300 7,304 one time charge . $ Meeviesl desgllteer - 88,649 i5.416 ;n addition w vacant {lnsfgsan t3a Mwsica€ Etametor 6!1,700 7,480 . 1 cot tetrtpo€"oftion trwar:a. fmmirum 12,400 (267,01)0) some one time costs corwa*for nut(x11md5m4loryww4mg 21,000 21.000 2,000 2,446 Replace 4 drnkkop G4?SYtjtuw5 7,004 7,000 Baioc3:ic consituct'sun & Fvi6tiwance: VL va Maarical T haioish l 127675 i 127,&75 (45,4616) (43,(300) inGtudcs t cmuk.& Laois - ane time uto ss 1.*4 Admitviatm6e Clerk 1 27,21[1 (i2, oo) NfR of3avinp- some.gyne tine casts Contraxtfw safety consvleant 20,4 0 20.E . P.,ii rv@ of'n& foWtflre )0,000 10,006 one f1 me costs kiwisic Ssa6smdow Rc Rystems purC1'uega$t:SY':Wceltiny 8,000 Prgvide f4ndiogfol annual Y4tnintg #fr,4tk7 I0,Op0 C.6ntma %r Substetioo 0,14ti_ng 20 No 20,n04 TMQ pic utkutima.6� to5,a5 ! ob a41,175 Cs7,iio) (¢i;4ttp3 'Pranspo RA cu Strom and Plod Conga€ . Traffic Signal: attpplim &%irk' ®qna p reptsrc 47,€060 45,406 Tree 1YGktenan epi-oig $$ 308,5660 (53,000) some one time met$ittyra` one .. r!�nkffic Sigatef Toolvalcim l 75,©467 100,000 vehielc nF yr two c nvw i dY9 4iile 4$ A n61 t to FIT audluyiw rp a1diflonai ow -defer 04.0 Cnrnputerized Sign Sys -erne 6hatp Too TratAB1/.eR'FAedum 2.00 401'sm - 72,E 6,,biur@, cuf turAt & Spekal S P'4cft Pdrks and Rechrft ion R"atiun Admj4istrmtican L9ga9e of Amcfko Lgionfa-Wits 86,500 (60,000) NIR -offset by my (56,OW): 1 time eap toug. ase€neI arstoeagaapace 9,dDD 9,66) Purehoes taif(6 fir. ahem; fpr Annex 3,000 one time chuge Furksz Admit€isti'x0 t PJe SmtePn 6F4-¢ $riSne��c' <-omiptrter Gpomtm 9,315 Flt iKwn CAD opemtor 11,495 :1,495 After Scieisal ielaygnritnds Lois Bprehardt Sehaal Aft 2aWol Kocam m commended offsefl by rev (50,730) 03.64 WoodiiritageUiddle After a hoW.Pergnim racamtmoo4ed-e3Ysot br .rev (43.4311) 04-05 La4i k�tddls FI.S sctaeni pPo$fa¢#t Fcs�msmandntZ alisef by' v 433x036) 93-04 Atlee Scdwol MYg3 olaed WPPat'l. in%m rcwmmcndcd -,*Met bycev (6,500} 03.04: L.3kGui6esd R~Jou L eftd i` rcesmmeladad -» offsei 8r €cv (6.846) 63-44 youtWTwn Spmu Pay increase f'ar ofFsciats recommendod -•aloe, by rev (10,004) H 7 T110.3 FF_FFNANCiAAL P44M &u B" FT 5lb1�,0i13 SFi i $ARy OF SjrXCFICA.NT ZVnNDrrURES AND STAIPFYt9G CHANGM Aduit Sp.003 RecommeadW-vifsea by€raeasfer (23,560) C.(ittatic[ Nith 1. ad€ Sufflba1: Umpire ASWC Spi�s Faci€ities lliraplt ernp€oyes - Setas Park 4.840 Hi. fit Fmilitios Main, work" Yll 38,200 one; biro W,4u RUfeha,Na BOX sCMbbV 7,5Dl) €vPaimenanoe ina€crisis fol' balk fisids 5,000 5,001, Fotucc regi wam" 5,Dtw 5.900 (3,6,00) F'taicoh.,, aligm 5yatam - 314dly.Pao! Additaonxi AmA4 Trm MRiWenarsce 20,400 k0,000 C,m,r@et ('cit gaphaa centro€ . $ala;< Park 2,27.4 2,224 5,000 ll,eansh h ketbaA floors 5,D09 otter kaz (fixe Vt laborer i 39,841 t„ 4i Leake s5,86p 55,80P Hire fA labor Kwtpmmended .Ncnse oiFsa[ fiy rev:(:iO,DCiD) Fund Sp1mon FOSt`eva{ Ra,cosnaste3tti�i mC,�,4t vii�t by rcu (3, t SD) Fund C"ap kAd€:Fake summer progrratn gquipmant MiainWilknoR 3,QliP arie time g - Paarchasa Cid€ng Wwo nA[ WCI ' 4,000 erne time cogs pu€cho4e nonnW' 5,000 3,DilP one ti%M1E CpgfS P.Mhase sad culler 3,0W one time costs purehane tiller 2,000 one 41[&34 DOW Purdi"o Aerifter m�per a Ph E,oU 'a 3,16" 5.5(30 enc time o wz - N,CWe dosed G`irG pt A)Oftiltning SygfZM Ono time WSW Pixt'ph. ea4 fpr John ii . t to (rano, &,5[30 coif aral Services ••Library I 17,531: I8,620 Portion ofFsss by grant Banding i3ir� i:at�acy �i°ggt'ain COOrd`aaaeor Community' Center 5,4607 one reme costs ;VAC tmmpre ar €opin'Went d®fcr ane yr -95Sei 4Y rev (9>506) P.mbam Digitai'.pa°€;J r offset by rev (4%0w) -. Contract for Side Twhaiclap 9,750 one lime outs Roo am CORY m4vhiac 34,om Him IVI Ado, i.wadyn CEe€k - Remmmrnded ,•€aEFset by res+ (26;fl00) Contract for Swority t.- Ser A.0 325<A95 SQ,E 9P 1.0 2D,i711 21,445 TOW Wstam, CoNorni Sofaat (-,,v ..ursify A .Krraaawlx d e@. omen injil Sind & safety CoicarnuniFy Dovpinpmcnt Adminnitr3atinn copt"a jnspecildonarvim fundio$ lie�cisss Admin:CWrk 110 P+ rmjt'Feuhuieian 10,400 IP,04ti community Improvemein funding - vehido alnua hent service Purcbnae 4 MptArora Nnable R..sdins 4,036 Pnbkic W rim FngklOzOn8 26,400 Ra Greg @ogiitsdring p[iSioDw 2C"400 CiiFn.Uaiw promotion. mono ed fand)4 - [ LDP 41.000 Ramal of arcus(' forwog inECr 46oi - a,?26 2.72q. �„�,,, „,,,.,.,� 26,400 12,720 - Cnzstmsaatlty a�teaat IDi=v 401,50 G�,.merhl Gavor4R8 cot C1ty Council 6,346 one time co,Scs Puroh.n C'UnCsl Chamber &ompuier equi4 City Clerk Ctxnsuitaaat svrviccs - City WW9 records Mkontion 4:413 15,230 Roc rima costs one time cnaets CC3tF5iilfA£ai 3ffiI'VIC , city Wide records f-ct" iaa G4[I" Adminit4twiqu City manager - Re o1w Dquiy, CM to i+ss'nnwt CMti,DO 3 5,000 Wbrmadpn Sys oms Rrcammcnded -no c63t involved C&t,,j iS3i to dc{axttma Dii Homan R.wourm t 400.0(}(? 5.004 Rim fh Bvnaliks Cacerdinah), gf'4's4t portion by trnnsfera Pram' Tither dept Hi. fit T€ai6.*g Cntir64aator 1 39.410 - organiza€an�!al suppot-8crviclis Facilirim Ser vices City wide FIVAC duce awing 75,000 3.888 e 54°leCranerai_fund Reola�a AftCiark ¢o Sahior Adm Clerk 3,888 75 000 128 SDR 128,500 (50,00D) £or dity wide. satiliaies Fund ctiditiosial maintenance - NW PD build 78.555. 1+i6,780� - .134 5 0 Total Gcssaeal.C'xssver`nrttaest .2. :. .. 315.330.. - --.... .."�:D . - - 25s �5: 8,0-._ -1pi3;43Q To,rA8. OPERATING BUDGET .. H-28 SV CLARY € F SjGlq�YICANT FXPENDITUM AND STAFFING CHANGM D FUND SOURCES, C=WwFUTO 19.9 2,016,905 592,'..8.5 3.9 276.55 4.p 7&�,42R Vehicle Mamm®nt Fond 8.93n L1bmy Flood i 7,534 - 1&<b26 t)ff'mby-: veasso�sPm.p 172 6,AQ6 6.Cfiki 69,9W w.tes z sand 89D &90 aVastex°gCrFund 144,395 719.345 9,flt10 (9.1,600) LitrVic Fund 4 562,125 i 32Z.. 7i f+15.1k0. 2isfS(kl 13A 2; rs5,3$5 Ile .. 4 W -S 3.0 2157,90 9.00 7"1024 H-29 0 Departmental Budget Suinmaties El The pages which follow suammrize the budgets by departments. Dep eats may have responsibility for numerous activities, i.. public Works Department responsibilities in the Mewing activities-, Pu Safety (Graffiti Abat ent), Public Utilities (Water and Wastewater Utili i s), Transportation ($treets and 'rransit), Community and Economic Development (Engineering), and General Government (Solid Waste Management and Public Warks Administration), City Dep eats are organizetional i. r is of the City developed to meet community needs and accompHsh City goals, The City Attorney, the City Clerk, and the City Manager report directly to the Cly Council. The rima° e departments report to the City Manager. The Departmeatal Budget Suwma6es include: Departmental Organizational,Chart(s) Personnel Swwnary Operation ,d t Summaries RM m 0 13 H-31 2003-05 FINANCIAL PLAN AND BUDGET ONINIARY BY DEPARTMENT REGULAR POSITIONS BY DEPARTNIENT (�lty manager 1,0 1,0 1,0 1.0 Assistant City Manager 0.0 0.0 0.0 I�D Deputy City Manager 1.0 1.4 1.0 0,0 Management Analyt Trainee 1/11 1.0 1,0 1.0 1,0 Secretary to the Ry Manager 1.0 �w 1.01.0 1;0 4.0 4.0.... 4,0 4;0 OPERATING it int SUMMARY erwnnel Services Utilities & Corrt=nication upplk€ s, M teri ls: & Services Equipment, Land & tri ctur :� Other Payments Total SEE OPERATING ACTIVITIES Community, and Economic Development Economic Development Econ m: c Development page 0-99 Community Promotion page D-101 General Government soared Administration City Manager page D-103 539,358 545,165 527,775 564,365 5,525 6,753 5,100 5,100 58.077 71,430 53,635 54,436 0- 913,567 2003705 FINANCIAL PLAIN AND BUDGET WMNIARY BY DEPARTMENT REGULAR POSITIONS BY DEPARTMENT City Attorney Deputy City Attorney 1/11 Legal Secretary OPERATING.EXPENDITURE SUMMARY Personnel Services Utilities & Corti n1unication Supplies, Materials & Services Equipment, Land & Structures Other Payments Total SEE OPERATING ACTIVITIES General Government Legal Se rvices City Attorney page D-1108 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.01,0 '1.0 1,0 10 3.0 3.0 3.0 257,786 1,069 18,204 3,134 14 TJ 254,675 307,180 333,375 1,550 1,550 1,550 37,385 30,645 30,645 993,610 339,375 365,570 2003-05 FINANCIAL PLAN AND BUDGET UMMARY BY DEPARTMENT REGULAR €T I NS 13Y DEPARTMENT Adr inistr ve Clerk City Clerk Deputy City Clerk 0.0 1.0 1'0 1.0 1.0 1.0 1,0 1.0 ,0,ti 2e0 2.0 ,o - --4,0 4.4 4,0 OPERATING EXPENDITURE MMARY Personnel earl -S 182,273 204,995 222,450 235,430 utilities ornmunication 626 3,9503 e Suppqesi Materia)s & Services 37,636 95,140 51,305 87,530 Equipment, Laid & Structures - - Total 220,740 304,085 273,755 322,660 SEE OPERATING ACTIVITIES General Government City Clerk Services Records Administration n Rage D-109 page D-111 H-34 H-3 200245 FINANCIAL PLAN AN -D BUDGET NKrvLkRY BY I1 N' REGULAR POSITIONS BY DEP.ARTMENT Date Processing Man -ager Data Processing Programmer Analyst Wormation Systems Specialist Information Systems Manager information Systems Coordinator Network Administrator for Network Technician n Senior Programmer r Analyst OPERATING EXPENDIT" MY Personnel Services Utffft€ s & Communication SuppHesj. Materials & Services uiprr rst , Land & Stru fiur e Other payrnent Total SEE OPERATING ACTIVITIES Genera[ Government Li 1.0 1,0 1.0 1;0 1,0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 9.0 1.0 1.0 1.0 1.0 1,0 1.0 1.0 1,0 1.0 1.0 1,0 2.0 2.0 2.0 1.,0... 1-0 1.0 1.0 840 9,0 9,0 9.0 445,081 703,367 790,725 830,662 24,846 28,390 26,055 26,655 316,996 318,837 291,785 291,785 5,558 792,480 1,554 - _� 9 Y-' g56s55 g I D H-31 BY DEPARTMENT REGULAR POSITIONSBY DEPARTMENT Leisure, Cultural and Sodai Services Cultural Services Administrative Clerk 0,0 1.0 1.0 1,0 drriini traliVe Secretary 1.0 1,0 1.0 1:0 A uatir,s Supervisor 1.0 1.0 1.0 1 6 ,arts Coordinator 1.0 1.0 1.0 1:0 Community Center Director 1.0 1.0 1.0 1.0 cilitie,s Maintenance VVorKer 2,0 2.0 2,0 2.0 Senior Service Coordinator 1.0 1.0 1.0 1,0 Sr, Facilities Maintenance Worker 1.0 1.0 1.0 1.0 Stage Technician 1.0 1,0 � _ 1.0 1.0 9.0 10.0 10,0 10,0 PERATING EXPENDITURESUMMARY: Personnel Services 648,404 723,420 812,930 827,420 Utilities 'ComMUnic tion 14,493 30,420 32,200 32,200 supplies'.108terials & Servicos 469,279 314,930 439,581 445,481 Equipment, Land tri tures 15,225 17,200 - 9,500 Darer Payments 75,000 _ 75tQQO 75,000 75,000 Total 1,222,401 1,160,070 1,369,711 1;389,601 SEE OPERATING ACTIVITIES Leisure, Cultural and Sodai Services Cultural Services Community' enter Commissions page D-54 Community Center page ®-85 Arts Specialty Classes page D-87 Cultural Activities Page D-88 Lj 11-39 ME Y BY DEPARTMENT UGULAR POSITIONS BY DEPARTMENT Administrative Clerk Administrative Secretary Building lnspector 1/11 Chief Building OfflOw City Planner Communrty Development Director Community Improvement Officer Community Improvement Manager junior/Assistant/Associate Planner Permit Technician Sr. Administrative Clerk Senior Building inspector Senior Planner U OPERATING EXPENDITURE SUMMARY Personnel Services Utiliflle� & Communioation Supplies, Materials & Services Equipment, Land & Structures Other Payments Total SEE OPERATING ACTIViTIES Leisure, Cultural and So(zW Services Social Services Human Relations (CDBG(HO.ME funds) C"ornmunity and .Econamic. Development Community Development Commissions Community improvement Current and Advanced Manning Construction Development Building and Safety 40. 2.0 2.0 1.0 110 1.0 1.0 1.0 1.0 10 3.0 3.0 3.0 1'0 1.0 1.0 1.0 1'0 1'0 1.0 1'0 1.0 1,0 1.0 1'0 2,0 2,0 2,0 2.0 1.0 1.0 1'0 1.0 2.0 2.0 2,0 2,0 0,0 0,0 1.0 1'0 1,0 1'0 1'0 1.0 1'0 1'0 1'0 1.0 1.0 1'0 1.0 '1.0 17.0 17,0 17.0 17.7 968,933 1,157,945 1,206,735 1,299�870 7,790 8,210 6,155 a. t.705 289,457 441,240 356,536 3631140 75 - 5,500 - 14607,395 1,576,925 1,671$715 1,266,255 IMMM 33MM USN M H JR w TA W 0 ! ! 1 JR w TA u cPs W 0 ! u cPs 2003 -OS FINXNCIAL PLAIN AND BUDGET REGULAR POSITIONS BY DEPARTMENT 2.Q Administrative Clerk 2.0 Administrative Secretary 1.0 Construction/Maintenance Supervisor 1.0 Electric ApparatusMerh nic 1.0 Electric F r r at lForewoman 4,0 Electric Uner an/Linew®s° an 10,0 Electric inema /Unewor n (Apprentice) 0,0 Electric Meter r T chnician 1.0 Electric System Supervisor 1.0 Electric Tratibleshooter 2.0 Electric Utility. Qirerator 1.0 1.0 1.0 ItiE 4sti lts �6 f.ES� �iiF ,tL36E.,i S'i�3i �.V Electrical Drafting Technician 1.0 Electrical Engineer 1.0 Electrical Estimator 3.0 iecatric al Technician 2,0 Electrician MY 2.0 10 Manager Electric Services 1.0 Sr, Administrative Clerk Utility Equipment Specialist Utility Operations Supervisor Utility Service Operator llli Utility service Operator illi - belief 1.0 1.0 1.0 1.€1 1.0 1.0 1.0 1'0 1.0 3.0 1.0 50.0 2.0 2.Q 2.0 1,0 1.0 1.0 1.0 1,0 1.0 1.0 1,0 1'0 4.0 4.0 4.0 10,0 10.0 10.0 1.0 1.0 1.0 1,0 1.0 1'0 1.0 1.0 1.0 2,0 2,0 2.0 1.0 1,0 1.0 1.0 1,0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 3.0 3.0 3,0 Z.a 10 3A 2.0 2.0 2,0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1'0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1'G 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1'0 1.0 3.0 3.0 3.0 51.0 52.0 52,0 OPERATING EXPENDITURE SUMMARY Personnel Services 3,069,721 3,809,170 4,606,665 4,911,635 Utilities & Communication 489,888 530,145 574,250 595,675 Supplies, Materials & Services 1,337,667 15890,063 1,942,915 1,88:7,765 Work for Others 373 15,060 200 200 Equipment, Land Structures 109,937 249,423 296,585 238,035 other Payments 1,277,931 745,218 560,000 771,500 in -lieu Taxes 4,783,069 5,671,989 5,881,475 6,059,180 `rotas 11,148,606 12,911,066 13,662,020 14,463,990 Bulk ewer 52,375,146 30,551,000 32,723,000 32,650,000 63,523,752 43,462;068 46,585,020 47,113,990 SEE OPERATING INACTIVITIES Pubic Utilities - Electric Utility Services page 0.33 Im Z003-05 FINANCIAL PLAN AND BUDGET WUMNIARY BY DEPARI'MENT REGULAR POSfrIONS BY DEPARTMENT Accountant 1111 2.0 10 2.0 2�O Accounting 0irk ((II 3.0 4.0 4.0 4.0 Accounting Manager 1'0 1.0 1'0 1.0 Buyer 1'0 10 1.0 10 Customer Service and Revenue Manager 1.0 1'0 1.0 1'0 Cu5tomer Service Representative 111I 7.0 9.0 9,0 9.0 Customer Service 9upervisOr 1.0 1'0 q'Q 1.0 Field Service Representative 3,0 3.0 3.0 3,0 . pervisor Reld Service Su 1�0 1'0 1'0 1'0 Finance Technioian 10 3.0 3.0 3.0 Finance Director 1.0 1.0 1'0 1'0 Meter Reader 10 3.0 3,0 3,0 Parking Enforcernent Assistant 1'0 0'() 0.0 0.0 Purchasing Technician 1.0 1.0 1.0 1.0 Purchasing Officer 1.0 1.0 140 1'0 Senior Accountant 0,0 IX IX 1'0 Senior Customer Service Representative 10 10 3.0 3.0 Senior St orekeeper 1.0 1.0 10 1'0 Storekeeper 1.0 1.0 1'0 1.0 35.0 38.0 38.0 U'o OPERATING EXPENDITURE SUMMARY personnef Services 1,761,744 1,926,100 2,026,935 2,173,555 utilities & Communication 4,553 6,000 4,420 4,420 Supplies, Materials & Services 191,872 259,207 224,760 231,100 Work for Others 829 - Equipment , Lend & Structures 320 4,100 - Other Payments 30 50 50 50 Total 1,959,348 2,195,457 2256,165 21409,125 SEE OPERATING ACTIVITIES General Government Administrative Services Finance AOMinistration page D-121 Accounting Services page 0-123 Revenue Services page 0-125 Purchasing page D-127 Organization Support Services Reid Services page D-129 13 on UA U- Y BY DEPARTMENT REGULAR POSITIONS BY DEPARTMENT Administrative Secretary Fire Sattakan cN Fire Cap(ain Fire Fire Chief Fire Division chief Fire Inspector Fire Engineer Firefighter 1111 Paramedic/ Firef i g hters Sr. Administrative Clerk OPERATING EXPENDITURE SUMMARY Personnel Services Utilities & Communication Suppiles, Mater!Ws & Services Work for Others Equipment, Land & Structures Other Payments Total SEE OPERATING ACTIVITIES. Public Safely Fire and Hazardous Material Administration Ern ergency operations Fire and Safety Training Em, ergency Medical services Weed Abatement 11 1.0 1.0 1'0 1'0 4.0 4,0 4,0 4:O 12.0 12,0 12,0 12,0 1.0 1'0 1.0 1.0 2,0 2,0 2.0 2.0 1'0 1'0 1.0 1.0 16.0 16.0 16.0 16.0 17,0 20,0 23.6 24.0 0,0 U 0o0 6,0 1'0 1.0 1,0 1'0 55,0 56,0 61,0 68,0 4,031,944 4,290,245 5,148,675 6,083; 30 26,254 26,300 28,480 289480 520,180 423,550 554,170 6060645 247 4,600 4,578,625 4,740,095 5,731,325 6,723,556 page D-1 page D-1 page 0-2 page D-2 page D-211� CD 0 0 I LV -14 • ro • '1003-05 FINANCIAL PLAIN AND BUDGET *SUMMARY BY DEPARTMENT REGULAR POSITIONS BY DEPARTMENT Administative Cterk Administrative Secretary Human Resources Director Human Resources Technician Management Analyst Trainee 1/11 Risk Man ager Senior Human Resources Analyst SEE OPERATING ACTIVITIES General Government AdministratIVO Services Human Resources City id Training Risk Management Labor Releflons 1,0 1.0 1.0 1.0 1,0 1.0 1.0 1.0 1'Q 1.0 1.0 1.0 1'0 1,0 1,0 i,o 1.0 1.0 1.0 1,0 0.0 0.0 I'D 1.0 1.0 1.0 0.0 0.0 6.O 6.0 6,0 6,0 316,933 347,166 405,920 439,130 1,299 1,565 1,500 1,525 189,194 312,351 193,815 20161850 4,802 - - 512,228 661,071 661, 35 647,505 page D-112 page 0-114 page D-1 15 Ll E-49 c� CC CL 2003-05 FINANCIAL PLAIN AND RM)GET Y BY DEPARTMENT Administrative Clerk 0,0 1.0 1.0 1.0 Librarian ttll 3.0 3,0 3.0 3,0 Library Assistant 6,0 6.0 6,0 6.0 Library SarviQes Director for 1.0 1.0 1.0 9.0 Senior Library Assistant 3.0 3.0 3.0 3'0 Supervising Librarian 1.0 1,0 1.0 1.0 14.0 15.0 15.0 1 5.0 pe soon i Services _. 796,8 Utilities & cornmunioation 24,2 Supplies, Materia is & Services 326,9 Equipment, Land & Structures 7,6 Other Payments 4 ota1 1,157,6 SEE OPERATING ` I I IE Leisure, uit r i and Soil Services Guitur l Services Library Board page D-81 Library page 0-82 Literary Literacy Program El -0 14 ... _ ..:.-�16 .; _A .9 Q1fI 093,820 51 6,550 3:4{�Q0 36 301,823 295,675 298,21 61 2,145 4 1,213,743 1,25 ,085 11300A85 El -0 C: 0 ILI, 4-j ca to .0 ml LM In m w 2L - CT' El H-51 E ILI, ca to .0 ml LM H-51 ILI, ca to .0 ml LM In m w 2L - CT' H-51 I m ILI, CL to .0 ml I m CL CL In m I m 2003-05 FINANCIAL PLANAND BUDGET ummARY By DFPARTMENT REGULAR PO&TIONS BY DEPARTMENT Administrative Clerk 1.0 2.0 2.0 2,0 Administrative Assistant 1.0 1.0 1.0 1.0 Laborer/Park Maintenance Worker till 8,0 Izo 1 Z 1M Management Ansiyst Trainee 1/11 1'0 1.0 1.0 1.0 Park Maintenance Worker 111 5.0 5.0 6.c1 5.0 Park Project Coordinator 1.0 1'0 1.0 1.0 Parks Program Specialist 1.0 1.0 1.0 1.0 Parks & Recreation Director 1'0 1'0 1.0 1'0 Parks Superintendent 1.Q 1,0 1'0 1.0 Parks Supervisor 2.0 2.0 2.0 2,0 Recreation Supervisor 4.0 4.0 4,0 4.0 Sr. Administrative Clerk 1.0 1'0 1.0 1.0 Senior Facilities Maintenance Worker 1.0 1.0 1.0 1'0 W eider- Mechanic 1.0 1.0 1-0 1.0 29,0 34.O 34,0 34.0 00PERATI NG EXPENDITURE SUMMARY Personnel Services 2,203,927 2,270,115 2,616,560 2,700,445 utilities & Communication 58,078 70,515 77,935 82,010 Supplies, Materials & Services 523,518 482,761 542,565 542M20 Work for Others Equipment , Land & Structures 74,908 76,4213 73,450 79,976 Other Payments Total 2,860,431 2,899,917 3,310,510 3,405,250 SEE OPERATING ACTIViTIES Leisure, Culturai and Social Services Park and Recreation Parks and Recreation Commissions page D-58 Parks and Recreation Administration page D-69 Recreation Services After School Playgrounds page D-61 Youth/Teen Sports page D-62 Indoor/Outdoor Activities page D-64 Aquatics page D-66 Adults Sports page D-68 Concessions page D-70 After School Programs Park* Maintenance Sports Facilities page 0-71 Lodi Lake Park page 0-73 Park Maintenance page D-75 Paris Operations page D-77 Equipment Maintenance page 0-79 H-52 eia �a � tea � m • is -C m CC P —aS a, c m s P —aS 2003-05 FINANCIAL PLAN AND BUDGET WUMMARY BY DEPARTMENT REGULAR POSITIONS BY DEPARTMENT Aft, inistrative Sa:velary Animal Services Officer Animal Services Supervisor Assistant Animal Services Officer Community Service Officer Dispatcher/Jailer Dispatcher Supervisor Lead DispatcharMailer Managern ent Analyst Trainee V11 Management Analyst 111 Parking Enforcement Assistant Police Captain Police Chief Police Corporal Police Lieutenant Police Officer Police Records Clerk 1/11 Police Records Clerk Supervisor Police Sergeant Police volunteer Supervisor Sr. Police Records Clerk OPERATING EXPENDITURE SUMMARY Personnel Services Utilities & Communication Supplies., materials & services Equipment, Land . & Structures Other Payments Total SEE OPERATING ACTIVITIES Public S afety palive .protection PoWe Administration Police Operations Support Services Animal Shelter Gracnet Auxiliary Police Home Alone Grant Crime Prey ention Spe ciai Investigations 1'0 1-0 1.0 1.0 1'0 0,0 0.0 0.0 0'0 1.0 1.0 1.0 2.O 2,0 2,0 2,0 3,0 3.0 10 3,0 16.0 16.0 16.0 16.0 2.0 2.0 ZO 2,0 2,0 2.0 2,0 2.0 1.0 1.0 1.0 0.0 0,0 O'D 0,0 1.0 0.0 1.0 1.0 I ,0 2.0 2.0 2.0 2,0 1.0 1.0 1.0 1.0 8,0 8.0 8.0 8D 6.0 6.0 6.0 6.0 52.0 52,0 52.0 53.E 5.0 5,0 5.0 5.0 1,0 1.0 1-0 1.0 9,0 9,0 9.0 9,0 1.0 1-0. 1.0 1,0 2.0 2.0 2.0 2.0 115,0 116,0 116.0 117.0 7,966,161 8,202,035 8,836,154 9,471,659 54,784 69,500 67,425 709050 494,650 510,373 537,450 540,710 133 5,000 8,000 8,516,728 8,786,908 -A-000 9,449,029 10,090.,419 page D-9 page D-11 page D- 13 Lm2e1Li H-54 *0 N I M, wo I ME I LO 13 LU I as i� c w CL. ' a �u � tl3 � va H®S6 0CL E7 -57 Pubic Oorks Department Street Division Maintenance, Street Cleaning s 00 Street supervisor IStreet Cleaning i I maintenii3nCe I( Maintenance Street Superintendent �i Streets Ccniracts a driinistrator Landsca.pel Trees Tree Operations Supervisor Downtown Cleanup Street Maintenance Street Street Cleanup Maintenance maintenance aint lance Worker 1113 1$a3€14ei 111 {$ YIA urar3�er 13l Worker 3111 orker 131 woe er 31l ji-tan ce Laborer/ Labored Labored Laborer/ Maintenance Maintenance Mainiersar�ea Woorker Hifi (2) U c€ker 311 Work r 110 (2� Worker 1l11 (2) Prepared by Human Resources Senior AdMWSt€aiNe office aupecvisor Adrniaaistrative Gierk Caer Street, Traffic 1 Control Maintenance Street Supervisor Graffiti Maintenance Traffic Laborer) Street Street Maintenance Maintenance Mai€teraance Worker 3111 orker 131 woe er 31l ji-tan ce Laborer/ Labored Worker Eti t~ aintenan a airy ena€ace Worker 1131 {2) Woorker Hifi (2) Drain Sidewalk Street Supervisor Street, Storm � Crairs ce maintenarsce Stmt ' Street ji-tan ce aintenarace 131 Worker Eti €l L—laborednce aenance (2) r 1111 (2j 5--0 5 IP I sr wastewater er"ca 'a Water/ Wastewater Supervisor Water stater Superintendent Chief Wastewater plant Operator laterl late€J Wastewater M,S,C., 1'at,.,.....r/_. j Water While Sough wastewater Conservation Wastewater € perat6eara.s dater Treatment Wastewater Conservation Wastewater supervisor Officer .ssi5 an Assistant Water/ inspector (2) Wastewaler F, Wastewater Equipment Treatment Superintendent Mechanic (3) ad e� Prepared by Human Resources ...�..�.____. es F as�r Chief Wastewater plant Operator laterl late€J Wastewater Wastewater Water wa=ter Maintenance Conservation construction' fated dater Water/ Wastewater Conservation Wastewater supervisor Officer Supervisor e inspector (2) Sr. Plant & a &r Chief Wastewater plant Operator laterl late€J Wastewater Wastewater Wastewater Operations Inspection Laboratory Aha€€neral :ftl. ;roEnviLanmentl airtt:;liarlce Worker Ill. 2 Lat�ora$crry iastewater Flan, #ti car t€a arra Tech i 'an tlii t2) Operator IM (6) inspector (2) nance MaIntenance LWbarker waste ater Wastewater Equipment 9lidas:kewaier € airatertIn Aha€€neral :ftl. Mechanic airtt:;liarlce Worker Ill. 2 worker #ti arerl Laborer/ plant & iraborerf nance MaIntenance LWbarker Equipment Maintenance Vii (2� Worker iiil (2) Mechanic (3) Worker kill (2) Prepared by Human Resources Sr. Engineering Sr. Civil Engineer TeGh[€4+ I . t bier. 50% (50% Jaime 50% feu lar) sewer) Inspector Itil (50% Water 5M Plant Equipment aintenance sr. Punt & Eq uipment Mechanic Plant Equipment, Mechanic Labored Maintenance Worker Illi 2403FINANCIAL PLAN AND BUDGET PUMMARY DEPARTIMENT ENT REGULAR POSITIONS y DEPARTMENT 1,0 1.0 1.0 1.0 ADMINISTRATION 2.0 2,0 2.0 &0 Ad ini,5tr tine Clerk 2.0 2.0 2.0 2.0 Administrative Secretary 1.0 1.0 1.0 1.0 Construction Project t Manager 1.0 1,0 1.0 1.0 Management Analyst Trainee 1l1I 1.0 1.0 1.0 1.0 Public Works Director 1s01.0 : 1.0 1.0 1.0 Street Maintenan ce Worker Oil ,q 6.O 6.0 6.0 ENGINEERING DIVISION City Engineer 1,0 1.0 1.0 1.0 Engineering Technician if11lti9dlV 2.0 2,0 2.0 &0 irdAssi tar€ Engineer/Associate Civil Engineer 2.0 3.0 3.0 3.0 Public Warks Inspector I/It 2,0 2.0 2.0 2,0 Senior Civil`Engineer 2,0 2.0 2.0 2,6 Senior EngineeringTechnician 4,0 4.0 4.O of Senjor Traffic Engineer 1.0 1.0 1.0 .. 1.0 Street Maintenan ce Worker Oil 14.0 15.0 16,4 150 LET & FACILITIES 1.0 1.0 1.0 1.0 Administrative Clerk 1,0 1.0 0.0 O D Equipment.Service Worker 2,0 2.0 2.0 2;0 Facilities Maintenance Worker 2.0 2.0 2.0 2. chit es S pervis.or 1.0 1.0 1.0 1.0 Fleet & Facilities Manager 1.0 1.0 1.0 1..0 Fleet Services Supervisor 1.0 1.0 1,0 1.0 Heavy Equipment Mechanic 4,0 4.0 4,0 4.0 Lead Equipment Mechanic 2.0 2.0 2.0 2;0 Parts Clark 1.0 1.0 1.0 1.0 Senior Administrative Mark 0.0 0.0 110 10 Senior Facilities M aintenance Worker 1.0 1.0 1.0 1,0 Waldermlvle h nic 1.0 1.0 1.0 1::0 17.0 17.0 17.0 1710 STREETS DIVISION Admin trative Ci rk 0.0 1.0 1.0 1,0 Assistant Streets Superintendent 0.0 0.0 1.0 1..0 LaborerflMointenance Worker 1/11 13.0 13.13 13.0 13,0 anagem nt Analyst Trainee 1111 0,0 0.0 0,0 1,0 Office Supervi,50r 1.0 1,0 1.0 100 Sr. Administrative. Gierk 1.0 1.0 1.0 1.0 Street QIe nup Worker lilt 1,0 1.0 1.0 1.0 Street Maintenan ce Worker Oil 8,0 0.0 8.0 8,0 Street Superintendent 1.0 1.0 1.0 1.0 Street Supervisor 3.0 3.0 3.0 3.0 Street Contracts Administrator 1.0 1,0 0.0 0.0 Tree Operations Supervisor 1.0 1.0 1,0 1.0 30.0 31,0 31.0 32.0 0 2003-05 FINANCIAL PLA.N AND 1 GET SUMMARY Y DFP TENT WATER/WASTEWATER DIVIS-10N Assistant Wastewater Treatment Superintendent Assistant Wter/ t * Superintendent hief Wastewater Pleat Operator Environmental Compliance Inspector Laboratory Services Supervisor Laboratory Technician Illi LabareriMaIntenance Worker 1014 Plantquipr Equipment. Mechanic Public Works InsPeCtOr VII Senior Civil Engineer Senior Engineering Techftlan Senior Plant & Equipment Mechanic Wastewater Plant Operator 1/11 Water Con ery tion Officer Waterfflastewater Maintenance Worker Ill Water/Wastewater Superintendent waterANasi tewater Supervisor TRANSPORTATION & COMMUNICATIONS Transit Manager Total Public Works OPERATING EXPENDITURE SUMMARY Personnel Services ttilities & Communication Supplies,.Materials & Services Work for Others Equipment, Land & Structufes Other Payments Total SEE OPERATING ,`Ili' Public Safety Other Safety Services Graffiti Abatement Public Ut111ties Water Utility Services WasteWater Utility Services 'Transportation Streets and Rood Control Street Maint enance Street Trees Street Q4eaning 1,D 1,0 1.0 2.0 1.0 2.0 7,0 4.0 1,0 1.0 1.0 2.0 6.0 1.0 5.0 1.0 1e0 1.0 2.0 1,0 2,0 7.0 4,0 1.0 1a0 190 2.0 6.0 1.0 5.0 1.0 1.0 3.0 3.0 40.0 40;0 7.0 1.0 108.0 5,5;x3,953 2,0`f 5,699 4,627,066 236,025 242,190 1,771,654 14,446,589 6,131,917 2,107, 960 5,039,673 264,440 401,126 1,185,587 15,150,703 1.0 1,0 1.0 2.0 1.0 2.0 7,0 4,0 1.0 1.0 1.0 2.0 6.0 1.0 5.0 1.0 10 40.0 1.0 1.0 110,0 6,376,327 2,131, 530 5,044,595 428,755 233,550 1,676,365 15,946,142 1.0 1.0 1.0 2.0 1.0 2:0 7.0 4;0 1.0 1,0 010 2.0 6,0 1.0 5n0 1.0 3.0 30.0 1,0 1,Q 110,0 6;6,72 2,190,890. 5,0 W T0. 0 451,895 277,100 1,7,0 16$505,197 Z9` ff seoyuas loom Juawo6eueN alsom Phos S MM !W !0 jUGWUJ AOE. JOUa 4A aou ua4ul N 40-1 But Joint Venture Debt Service . is e t N*rtheru CaliforniaPower Agency The City, along with 14 other pub is agencies, is a member of the Northern California is Power Agency (NC PA) which was formedin 1968 as a Joint Powers Agency. Its membership consists of i l cities with publiely-ownede4ectric utility distributio systems, one irrigation district, one shipping por 4 one public utility district and one associate. a rural electric Qooperative. NCPA is generally empowered to purchase, generate, tmnstait distribute and sell eimtric energy, Members participate i the projects of NCPA art a elective basis; therefore, the participation percentage varies for each project, Commission comprising one representative from each member, orgaboil govem NCPA. The Commission is responsible for thegencral management of the affairs, property and business of NCPA. Under the direction of: the C�eneral manager, fh staff of NCPA is responsible for providWg various administrative, operating and planning services for NCPA and its associated power corporations. NCPA's project constmction and develop=nt progranis have been individually financed by project revenue bonds collateralized by CPA's assignment of all payments, revenues and proceeds associated with its intermit in Mob project, Each Project :Participant has agreed to pay its proportionate share of debt service and other costs of the related project; notw%ithstanding the suspension, interruption, inteiference, reduction or curtailment of output ftomthe project for any reason_ Certain of the revenue bon& are a ditionaity supported by municipal bond insurance credit enhanoments. ' r- Obfigllfiolm The City has entaed into certain power sales contracts for the purchase of energy and certain ether agreements for the payment of casts of muin projects in which it is participating, including agrements with the Joint.Powers Agmcies in which it participates, the Transmission Agency of Northern California ("TANC") and the Northern California Power Agmcy (` SPA"). The City's obligations under such agreements constitutc a portion of tate Maintenance and Operation Costs payable pricer to the 1999 Payments under the 1999 Contract- Agrem ents with. the Joint Powers Agencies in which the City participates are on a basis, Leh requires payments to be made whether or not projocts are comped or operable or whether output t fr o such projects is sirs dpi, interrupted or ternmated, Certain agreements with TANC and HCFA carr, 'step-up" provisions obligating the City to pay a share of the obligatiom of a defaulting participant. The City's maximurn step 'rip under those agreements; however, is 25% of the Citys original debt service obligation for the prof t. City of Lodi's share ofNCPA and TANC Debt =vice r° uire entts are paid through the BuJk poorer purchased by the City tl ough NCFA, F BUDGET REFERENCEMATERIAL 2003-05: FINANCIAL GE`s° 0 BUDGET REFERENCE MATERIALS overview Complementing Budget poficies aux Section B are a number of major poky doements do also guide the preparation and execution of the CVs Fi=cial Phin. A brief description of each of ft following docurnents is provided sectiorr. * Municip& Code * Caps "cation Plan Comjpehensive Annual Financialrt * Genera Plan * Travel and Busing Expem policy Fumcial pr=s&- Major Preparatio.n Guiddoes gibes the steps, proceduresd calendar used in developing and documenting the two -y= two-y=Finweial Plan and Budget. 200.3-05 FINANCIAL PLAN AND. BUDGET SUMMARY OF MAJOR CITY POLICY DOCUMENTS ordinancesMunicipal Code The Munici4 Code conwins the re nal and adminj�ive 06 rM .. awording General Plan General Plan is the bluqnint of the Cilyts fat= addressing land use, trawportation, housing, preservauoA evimnQtion of rm-)uwes. public sa*ty aW nom. The General Pbn discusses ideas about the as new conpeo am deve MW are ide new Ni-e-ans pnt&d, old solutions are m.:: • Cost .Allocation Plan The city prepared a Cost aUocatwn Pbn in 1992 to identify the tots cost of provkling City,s by aflocan indirect costs swh as amounting, pmomwL legal, etc. to direct cod areas. The identification of tom program cost is essential in establisbing user fees and cast recovery Comprehensive Financial. ( The 1 includes the `"ivy`s a purpose financial staements as well as a coroMhensive review of the CVs financial €r "tistical information of general interest about the City of Loi. Travel usinew Expense Policy This poficy contai. ns the city policies and procedures uwd to advance, reimburse, or pure the: expensescif the ltd° Coy il. and mVloyms of the City for travel and busi ss expems inc: conduct of Cky bu,s s. The Policy includes provisions for the reimbursement and paymmt of experms incurred by others in the conduct of City bushim. Fleet Policy The Fleet PoRdes and Procedures. govem the c t, o o c wsidon and dWosWon of vehicles and. equipment Quad and lewd by the City of Lodi, M 2003-05FINANCIAL PLAN AND BUDGET SUMMARY OF EMPLOYWNT PROCESS Equal EmploymexA Opportunity - The City of Lodi. is comn*ted Fpolicy ofOpportunity. No rpemn - against national A"ficam with Disabififies Act - The City of Lodi provides v&wnable accoumdations I. I. the selection proem, must subMit swritten request for reasonable4: Deparumnt no later than the firW fi* date as e m the job anno , vvbm to Apply - Application matemls must be remved by the Human Resources a . 5:00 p -m on the final fibg date. Appfications reeeive<i after dliS deadline will be rejected, Application materWs rMy be obtained between the bours o 8:00 am -L to 5:00 pm frorm fluum Resources Departruent 221 WeA Pim Street El Medical. Examination - Applicants should not quit or give notice to their cum -at employers urtil:an offer of empl()yrnent basbeen made and dr -y have been notified of the successful convietion of the appropriate Medical exarnfilafiM Drug Sereerung - Under the requiremmts of the Dnig Free Workplace A ct of 1988, the City of Lodi has bew contingent p t At the daw of appoinUmnt all candidates vdll be required to execute an oath of allegiance and complete c °-9 -Eto m qty e e on co t alio a tion Act. Da ted States dtizenslup is not required. All new appointees are required to succe&sfiffly. complete a probationary period oftwelve ths, 103 2 'T 0 SUMMARY OF EMPLOYEE Salary --. The swrbN Wary is the , rate shown on the salary sebedule. Advancemixt to the higher steps of the salary range is based upon nwilt in accordance waft die Salary Ordiname and Rules for Perwmej lt� 1i i ty for first r increase is effective 12 montes for additional ment increases mer one year intervals until the eaTloyee bas reached the a Holiday, Vacadon, Sick and A ' ° trat e Leave - The employee is entitled to the leave r ° to the i\4ernoraridum of Understanding for the bargaining to which the employee belongs. On avmge the employee would received - Health e -- MeWcA Dental and Mons plam are available for employee and dependents. A portion of the prernimns may be the e loy ' responsibility. Life Insurmcc and Long-term DisabilitY - The City pays die full prmmn for employee and dependeW life i=n-ance, and ofts a long-term disability plan qat provides up to approximately 2J3 of an employM' Wary Retirement and Deferred Compensation ion --- The City of Lodi is a member of the Public lay s' Retireinent System. ( ,EK&) Lodi is not a inember of the Soc l Securi System. Employees y participate in a 457 Defeued Compensation ion program 'lcsj`l)Ie Spending Account - Employees nmy participate in a Section 125 Flexible Spending Account. Union Ciroups -Th-, City of Lodi bas the Mowingn a s: Executive Managaiient Mid-MwWement Confidential ire General Services Interrotional Brotberbood of Electrical Work Maintenance cars PoRce D hers Notes T1x infoanation presaged on Employee salary and benefits may to mdified mWor c i by tqbor ageements cumently under negotiations. 1-4 Accountant 1 344 3732.83 3919.48. 4115.45 4321,22 countant 11 348 4105.98: 4311,24 4526.84 475.3.19 WZSounfing ierk I 5 2155.21 2262.97 2376.12 2494.93 2489.27 2613.73 Accountina Clerk 0 3 37013 2744.42 Admin, Secretary - C ' 0 ' n ' f ' 130 2978,05 3126.96 --6-96046 .47 36 9.84 Administrative Clerk 372 2159,52 2267.5 2380.87 2499-92 2624.91 Administrative Clerk - Conf 373 2267.5 2380 87 - 24997,911 -3126.96 2624.91 2756,16 Administrative Secretary 376 283x.24 2978.0? 5 640B,82 32833 3447.47 Animal Services Supervisor 25 2847.37 2989.74 3139.22 3296.19 -2932,26 3461 Aquatics Coordinator 440 2532.99 2659.64 0-9262 3078.87 Arts Coordinator 115 3548,57 3726,02 3912.36 4107.98 4313.35 Assist Water/Wastewater Supt 433 4904,14 514927 5406,82 5677.07 5960,97 Assistant Engineer 61 4390.05 4609.55 4840.03 -.,- 5082.03 5336.13 Assistant Planner 56 3650.06 3832.55 4024.18 4225.39; 4436.66 as-s-oIate Civil engineer 66 4829.05 6070,51 5324.03 5590.23 5869.74 ssociate Planner 6 4095.06 4215.81 4426,6 647.93 4880.33 Asst Wastew8ter Treatment Supt 424 4904.14 5149.27 5406-82 5677.67 5960,97 .Asst. Animal Services Officer 39 2401.59 2521.67 --34-1734 2647.75 --3'5-8821 2780.14 _77-6762 2919-15 .Building Inspector 1 74 -732-5461 2489.27 2613.73 2744,42 3966 Building Inspector ll 75 3580,07 3759.07 3947.03 4144.38 4351,6 BU . yer 76 3288,91 3453.36 3626.03; 3807.33 3997.69 ' Building Official 125 5512,6 57813A8 6377.61 6381,44 700,56 EChief E -- pertc)r Chief W;EZte�watCer Plant Opertor O� �87 358 3_58 4008,51 4208.93 4419. 37 464034 4872,36 City Clerk 97 5957,9 --6-96046 1 46 6313,36 6629.02 7308.5 7673.94 City Manager 103 10533.47 -- City Planner 459 5812.99 610164 640B,82 6729.27 7(}65.72 Community Center Director 114 9424.5 Com munity Devlads ment Director 191 9509.91, -- Community Improvement mala -ger 117 5219.19: 5480.08 5764.12 6041.83 6343.92 Community Improvement Ofe. 1 116 3099,63 3254.61 3417,34 35.88.21 3767.62 C rnmunity Improvement Cifc, 11 118 3409.59 3580,07 3759.07 3947,03 4144.38 Community Service Officer -P. 109 ' 'J�7 2539.31 2666,28 - 2799x59i 2939.57 308.6.55 Construction Project Manager 4Z 4376.83 4595.67 4825.44 5066.72 532U6 ConstrQctionlMaint, Supervisor 19 g349 5600.4 5879.47. 6174.13 6482.67 6806.8 Customer Servi . ce & Revenue Mgr --9-0-0333 5253.49 5516,17. 5791.97 6081.57 -E-ustomer SeMce Rep. i 354 215521 2262,97 2376.12 2494.93 2619.68 Customer Service Rep. 11 353 2370.73 2489.27 2613.73 2744,42 2881 .64 ustcarr vacs taper visor 37 3298.98 3463.82 3637,01 3818.86 409.8 D.P. Processing Manager 133 --�0-2 7 T5 4756.76 4994.57: 5244.32 5506.5E D.P, Programmer Analyst 11 125 3571.96 3750,52 3938.03 4134.96 4341.69 .. Programmer/Analyst t 124 3-23-9.87 3401.83938.0---3571.95 750.54 3938. eputy City Attorney 1 99 4790.99 5030.53 5282.06 5546.16 5823,47 Eeju:t� �Ci��Attorney �11 100 x749.19 -- 0036,67 - 6338.43: 6655.37 6988.1 E Deputy City Cierk98 -49: 34}08.71 3159.15 331711' 348296 3657.11 Mni i+w f-ihi MAnnnp.r __ a 90-75-31 Prepared by Human Resources a Prepared by Hur an Resources 1-6 Dispatch Supervitor I/-Z� 126 2860.36 00.4 1,5,266, 82 #iptclrttl+ cono is Devl nt Coordinator 22 7627.18 1 tii Equipment pint 457 3849.73 4142.13 4243.2 4454.67 4.678.27' Sec, utility Superintendent 423 6443.53 6772.31 7110.9 7466.47 7839.77 5 iiiApparatus� mechanic 136 4426.93 4647,07 4879.33 5123.73 5380.2? l rtrio. r r r fF re srs� r 240 5090,8 534 6 5612.53 5893°33 6 588 Electric Linern t.fLine t man 237 4426.93 4647,07 4879,33 5123.73 5380. 7 Electric Meter Technician 145 5,044 5295.33 5 8i},5� 5839.6 6130,8 Electric" yst i is Supervisor 140 5219.44 6430.43 5764.44 6 42,9$ 8344x23 Electric Troubleshooter 146 4584.67 4613.47 5054.4 5307.47 5572,67 Electric utility Director 417 498 10674,92 4712.7 4946.39 5195.79 5455.54 5723.36 5 ctrio Utility Rat�r 6 st 143 3919.07 4114.93 4321.2 4537,87 4' 64,93 4 otri of 5 r Ring ch ici r� 132 x090.8 5345 5612.53 5893.33 6188 Electrical Estimator 136 4673.07 4907.07 5153.2 5409.73 5680,13 Electrical Technician 153 4449.47 4673.07 4907.07 5151.47 5409.73 Electrician Engineering Technician 5 157 3298.31 346322 3636.39 381802 4009.12 �gir ring Technician ii 159 3528.14 3809.55 4000.02 4200.02 4410.03 Environmental compliance insp. 425 3486.2 3660.51 3843.54 4035.71 4237.49 q�iiprneni loo V�lork€ r 966 2496.44 2621.26 2752.32 2889.94 3034.41 FgciSits €cit 'cr6r 81 2763.43 2001.6 3046.68 3199.02. 3358.97 m 78 3355.95 3519.54 3695.51 3880.29 4074:33 Filiti tpriscar� Fieldrvice prsersitive 6 2999.43 3065.4 3218.67 3379.6 3548.58 Field ar•ricp�rvior 3 3357,34 3525.21 3701.47 3886,54 4080.87 Finance iirtar 175 355 9057.49 2868.59 3012.02 3162.62 3320.75 348 Tec6,79 Finance Technician 189 6'153,15 5410,88 5681.38 5965.45 6263.°72 Firs Battalion thief 157 4475.34 4701,25 4936,29 5183.1 5442.28 Fire Captain i f 'tr€ Chief w 180 9446.26 90 5926.33 6222,73 6533.86 6860.53 7203,55 Fire Division Chief 183 3867.7'2 4061,07 4264.13 4477.34 470' ,25 FireivisiEngineer- 185 3151.98 3341.04 3508,13 3683.5 3867.72 Fire Fighter 5 186 3508.93 3683.5 3867.72 4061.07 4264.13 Fire Fighter 61 �m. 187 4061.07 4264.13 4477.34 4701.25 4986.29 Fire Inspector 164 4799.16 5033.05 5291.04 5555,59 5833,37 Fret & Facilities Manager 265 3789.15 3978.69 4177.54 4386.42 4605.75 Fleet Services Supervisor 264 2995.37 3145.13 3302.39 3467.5 36455.138 5 vy Equipment ch ni 5 5rsman Resources Director 290 293 8357.93 2873.56 2954.24 3101.05 3257.04 34 9.3 HumanResources Technician 15 5543.9 5821.0 6112.15 I 6497.76 1 6738.64 San Information ystem.s Mger 127 2636.24 2078.65 3126.96 3283.3 3447,47 5 19 4393.46 4529.11 4755.53 4993.3 5243 5nft�r t ti€ r ystr s oeardir t€ar 247 3390.95 4190.5 4400.03 4620.03 4859.03 �iiior tgiier 210 3398.23 3484.14 3668.35 3841.26 4033.33 .inisr iinrtr ILbcaratory ervioos uprvisar 352 4008.51 4208.93 4419.37 4640.34 4872,3E 5brtery Technician 4 212 2683.42 2817,58 2958.48 3106.4 3259,71 1. aboratory Technician 51 213 2951.31 3098,88 3253.82 3416.51 3587.3` Prepared by Hur an Resources 1-6 U E Prepared by Human Resources r'7 FINMI 101111---Ifflw. Laborer 216 2175.5 2284.27 2398.5 25.1842. ---7682 194434' LeaO Dispatcher/Jailer 128 3003A 163,68 3311.26.34 -- --EX50.6- Lead EqujprT%nt Mechanic 266 3294.72 3459A5 3632,43 38-14,05 -36 --- 377 3322,63 3488.77 3663,2 846 403868 Librarian I 220 3160.22 331823 3484.14 3658.35 E40249.18 364�1.26 Librarian It 222 3650�05 3832.55 422539 Library. Ass I stant 228 .3476,24 2267.5 2380.87 2499.92 2624�91 16 2756.16 Library Services Director 219 --6524.5 -290a,53 Maintehance Worker 1 252 2-39373--2-5-1333--26-3813� -7 �765T7 M aintenance Worker 11 255 --- T32.93 -- T7 646 2903.33 3048.93 3199.73 ,Management Analyst 1 437'-75483. 18 - -36-5-73- - -3840.24 4032.19 4233.82 Management Analyst 11 438 3912.33 4107.95 43133 4529.05 4755,46 ---------- w_ Management., nalyst I rairaee 441 3166.52 3324.85 3491.09 3665.65 3848.93 Manager, Electric Services 141 0944.75 7291.99 7656.56 8039.41 8441.37 Manager, Rates & Resources 250 --62-2-2 .94 6:--' M4� 12 6360.84 7203.84 Meter Reader 267 2.654.02 2786.72 2926.06 307236 3225.98 Metering Electrician 144 4584.67 4813.47 -'69-2758 5054.4 _72-7394 5307.47 -763TO 5572,67 Mgr. usin $s Planning & Mktg. 253-6597,7 80112,53 Mgr, Engineering & Operations 63 6782.79 7121.93 7478 7851,93 8244..51 Network Administrator 122 4542,46 4769-56 5008 5258.4 5521.35' Network Technician 426 354633 3723.66 3909.83 410532 4310,59 Office Supewisor 368 2836.24 2978,05 3126,96 3283.3 3447.47 Park Maintenance Worker 1 273 2277.68 239117 2512.2 263U6 2769,83 Park Maintenance Worker 11 276 2507.23 2632,59 2764.22 2902,43 3047.55 Park Maintenance Worker Ill 279 2757.38 2896.96 3041.66 3192.67 3362,57 Park Superintendent285 4799,62 5039.54 5291.55 5556.13 5833.92 Park Supervisor nw 270 3496.08 3670.89 3854.44 4047.15 4249,52 Parking Enforcement Assistant 288 2441.4 2563,47 2691-65 282623 2967.54 Parks & Recreation Director 330 9424.5 Parks Program Specialist 272 3326.79 3492,08 3666.69 3850.02 4042.52 Parks Prqje(�t Coordinator 271 3990.95 4190.5 4400.03 4620.03 4851.03 Parts Clerk 135 2376.87 2495,72 2620.49 2751.53 2889,11 Plant & Equipment Mechanic 430 317027 3328 3494.4 3669.47 3853.2 Police Captain----- 297 6082.64 6386,73 6706.13 7041.4 7393,49 Police Chief 300 10008.53 Police Corporal 310 3977.72 4176.61 4385.41 4604.65 4834.9 Police Lieutenant 303 5289,6 5554.11 5831.81 612138 6429.57 Police Officer 306 3752.56 3940.17 4137,19 4344.03 456121 Police Record Clerk 1 313 2074.06 2177.76 2286.65 2400.98 2521,03 '�Iic:�eRecords DeN -11-314 22-81,47 23-95.54 25-15.32 25-41,08 2773.14 Police Records Clerk Supervisor 316 2762.75 2900,88 -78-2945 3045.92 -5071 3198.21 -5324.5 3358.13 Police Sergeant 309 ---45-9947 5590,73 Police Volunteer Sup ervisor 311 3544,34 3721.47 3907.61 4102.93 4308A2 ,Public Works Director 317 9651,01 Public Warks inspector It 321 3580.07 3159.07 3947.03 4144.38 4351,6 Publics Works inspector 1- Purchasing Officer 320 ��n ozol 3254.61 �+ f uu.'-Iz 479 5.35 3417.34 a fIf 503&13 3588,21 5286.84 3767,62 5551,18;i 3956 5828 74 IP technician 2729.43 28-6589 30-09,19 3159.65:j ff�E Prepared by Human Resources r'7 6ecretary i o s ne t -iv tvw-, 'Y 8n e C�er str ' �k i' ativ Senior Adccuntant Senior Administtative C�erR rsenior Buj��,din Inspector g g pecto, a Senior Givill Engineer Senior Customer Service Rep., Senior Elect Util Rate Analyst Sen & Bectric Troubi.eshooter Senior Electrical Estimator Senior 15ngineefing Technician senior Facilities plaint Worker Senior Human Resources Analyst Senior Library Assistant Senior Planner Senior Plant & Eq�,-ipment Mech Senior Police Records Glerk ESenior Programmer/Analyst S Coordinatoren:ior Sery Senior Storekeeper SeniorTraffic Engineer stage Technician -�5-orekeeper- rStreet Cleanup Worker I et Cleanup �Cleanup Worker 11 rStEree-EtMaintenEance Worker III 'in'e Street S�uEpednten:dent Street Supervisor street pe Streets Contract Administrator n I i ist Supervising Librarian Supervising 0 Manage Transaortation M r S Tree oper tions Supervlr�or at! . 0 ir9or vifUtility Operations SuPervisPF U u i tlljt�y SerNvice oper.- Relief FUtjjity Service Operator I 'i 'Y Servic' Utj'j!tjty EServi]ce, Operator 11 Wastewater Plant Operator I Waste' ter Punt �-'O��eraato�rll 1water l Wastewater Staoervisor Water C-o�-nservatiOn Coordinator er Vas 'e Nater ter Taint Wkr III FWa W,tp ent _ /Waste ntpr/Wastewater Superintend mmma� Prepared by Human Resources 343 456112 474.2 522.8.67 54901 315 2375.47, 2494: 2618-96 2749.91 27.4 72 :3938.0.5 4134,98 4341.73 45.2 4786.76 155, 5371.3A ...... .... 7 6218.34 652&92 351 261x:73 2744.42 t81.s4 302572 14-8 5286i62 5560,93 9 6119,92 6425.94. 147 5044 5295 . .33 5fi0.53 5839,6 6130.8 131 5660A 5879.47 6174.13 6482.67 680618 161 3900.95 4190,5 4400,03 4620.03 4$51.03 - 73 30403 3192.3.2 3351-99 3519.54 3695.51 294 4497.05 47211,136 4957-99 5205.9 5466.17 231 249426 2618.96 2749.91 27157.4 3031.77 209 4737.68 4974.595223.27 0'+014'-(+v��Q , ;0j E07 434 3487,47 3662-53 3844.55 41736,93 4239.73 315 2509,61 2635,09 2766.85 2905.19 3050.45 134 4273.63 4.4$7:28. 4711.61 4947.19 5194.58 339 3548.28 37257 3911-98. '4107.58 4312,96 77 2859.92 3002.92 3153,07 3310.72 3476.26 42 5371.39 5640,12 5922.07 6218,34 6528.92 113 298233 3131.45 3288.03 3452.43 3625-06 322 2599.93 2729.93 2866.42 3009,75 3160,23 435 2347.25 2464.61 2587.85 271'7.2 436 2682.44 2711,57 2847.14 2989.49 258 2895.57 3040.36 3192.37 3352 3513.59 ---- 387 4794799.672 5039.54 5291.55 5556.13 5833,92 381 367139 3854,95 4047.7 4250-09 4462,59 112 4173.58 438221 460135 4531,42 .5072. ..97 223 4463,13 4686.25 4920.6 5166.65 5424..95 23 4799.62 5039.54 5291,56 5556J3 5833.92 410 3671.39 3854.95 40747.7 4250,09 446159 248 5883.37 6177,53 6486,43 6810,73 7151 ,2F 137 5312.6r 5579.6 5858-67 6151.6 64573.4 421 4024.8 4225.87 4437.33l 46 51,2 4893.2 420 4829,07 5070 5324.8 5591.73 5870.73 361 272334 . 2860.07 3003.08 315322 331,88 - 360 2996.26 996.26 3146,07 3303.38 346&55 - 429 009.2 42101.27 4421.73 4641.87 4874.73 359 2438.9 25608 5 26$8.039 2823.33 2964.51 431 2894-67 60738,:301 3191,07 432 6639,9 5921.82 6217-95 , 6528.85 6855.26 71 2995.2 3146 3302 3468.4 3641 .73 TQ 2003-05 FINANCI�jL PIAN D BUDGET BUDGET GLOSSARY Specific ser vices perfomiedto accompbsh program objectives and god. (See F ` ) AnnualOperafingBudget Plum of cumnt. expenditures and the proposed means of financing them The Amual Operating. Budget is the primary means. by winch most of the financmg acquisitior� spending, f government are controlled. App p on- A legal mjthorinwn mWe by Cound to make expen&ures and to iricur obligatiow for spezific pumosm An appropnation is usually finuted in atnount and as to the titne when it may be rad Not a separate govenunenW entity, but rather a defined area of land which win be benefited by the Acquisition, r promiseCbarges:levied on parcels to pay for public ir�rovements or seMees provided wfthin a pre -determined district or area wcording'to the benefit the parcel receives from the kWrovement or semces. Bonds A fonn of borrowing (debt firancing) which rellects a written a specific date at a specified intoregt rate, Bonds are used to finame large capiW Bonds) , 2003-05 FINANCIAL PLAN AND BUDGET GF,'° GLOSSARY Budget A financial p1m for a q=ifiedperiod of tirne that matcbes pW=d revenues expenditms ta. rvice& The Cit} of Lodi uses a financial per. covering mal year July 1 through Jum 30. Budget.Ameadment budgetThe CouncH 1W the sole responsibibty for adoptW the City's budge� and way aniend or supplememthe approveat any tkm after adoption by majority vote. The City Maw ger has the authority to adjusUnents to the budget as long as those changes will not have a significant policy impact nor affect budgeted' RudgetMessage included in the: opening section of the budge� the Budget Message provides the Council and the with a .. BudgetPolicies General and specific guidelines adopted by the Council that govern financial plan preparation and adm0wation, Capital aft ,` Experid ares which reser in the acquisition ofd or addition, to hxed assets, Capital:Project Funds d in the acquisition or constructionwajorcapiWl fiWififies othu th2n those financed by Propnetary Funds and Trust Funds (See Fund) celtmeates of Participation (C.O.P.) Form of lease-purebase finwcmgto construct or acquire capital facilities and I ` . Contingent Account Funds bw*eted to cover a possible, ufforeseen, or accidenW occurrence. A SpeciW AHo ion farm is to be used to tmfer funds ftom fts accountto an operating account to cover otherunfbresem it 1- 10 :. BUDGET200345 FINANCAAL PLAN AND R.. GLOSSARY contlibutions transfer of fimd.s to the. General Fund in order to provide adequate fiinding for the Operates Budget. also referred to as a "Ire -Lieu Franibise Tax", t Financing WiTowing ftwds as needed andp future revenues to make ciumnt expendkure& T1W City ofLodi uses debt fimneing oto for one-time v s whose lifewifl exceed the term of ' c and where e ted revenues are sufficient to cover the long -text debt. (See Debt Financing Policy) Debt butmmout Mediods of bozo including GenaralObligation ( .O.) bonds, Revenue bonds, Agreements, Lmse-Revenue nd q Tax allocation bands,z fieates of Participation ( 's), and assessment District bonds. (See Bonds and Revenue Bonds) D ebt Semee andinterest on bonds and other debt ��-itents accurdirw to ar . Desknated Fund Bahwee iYi 1 acdons and do not represent wtud i DesjwmW 1buds, are not rewrves, Reserves mise ftorn statutory requirements or actions aheady taken by G. City coun& Impact jusr -11 2003 T BLDGET GLOSSARY Co t related to unperformed (executory) contracts for goods or services which ue a legal ob ton. Expeaditum The outflow of funds paid or to be paid for an asset obtained or goods and services obtaiwd regardless the expense is -actually paid. 114is term applies to all fiwds, Note: An .- El Fee A dw9c to the consumer for the cost of provift a particular service. City fee levies may. not exceed estireasonable cost of providing the particular service or ity for which the fee is chulus. overhead Financial A parent docummt for the budget which establishes managenwnt poheies, god and objective for all progrAm within the City for atwo-year plod. (See Budget) FLwW Year The begm=9 and e .rid for recording ans. The City has specified July i to June 30 as its fiscal year. Assets of IoN-tmm nature, such d, buildings, ` ery, fiamiture. and other equipmem The City defamed such assets as those n expemed H fe in exams of one year and an acquisitio cost in excess o $3,0M 1.12 2003-05 MANCL&L PLAN AND BUDGET Full-Time0: BT0W-,ET GLOSSARY deciaW eqLivalent of a part-tinw position converted to a few a base. Le., one pemon worhagper would equate to .5 FM, Fund An accounting. enter that records all fimmial umsactions for specific activities or govwmxmt fiwions, The seven generic fund types used by the City a General Fund, Special Revenue, Debi Service, Capital Proiwts, Enterprise, Internal Service, aM Tmst and Agency. Fund ftlance Also knom as fmncial position,e is the excess of assets over liabififies, and WesenU effect of revenges and otlxr finawing sources over expenditure other financing , Function group of related actiAties crommg or tisk (dept nu t) at broad goal or acconVMng a major service. The s fbnetions in the City's Financial. Plan are. Public Safety; Public Utilities; Transportation; Leisure, Cultural and Sock Services; C o qty Developmem and General v Genend Fund The prmwy operabag fund of the City, aU revenues that = wt allocated by law or ccs tualee to a s dare accounited for the General Fund, Ge F resp fuer my l g e go,veni=ntal purpose with the exception of subvention or grant revenue s restricted fox specific purpoges, (See Fund) GenemlObfigation. Bonds Bonds in which a govemment hfts pledged its full. f3ith and eredit to their repayment of the issues. gomefinw used to refer to: bonds which are to be repaid from taxes and other general revenues, Gaal A staternerd of broad direction, pu se or intent, Internal Service Fund A fund used to account for the goods and services provided to other depart=nts oragmcies of a govemment on a cost.-reimbursernent basis. Investment Revenue Revenue received as i t st: from the investment offuids not immediately regi ed to meet cava disbursenrnt obligations, I-13 M131-91214 M"M ftm Budget budge ftt lists d t Ied expendlLwe expend'Cat ons (sWary, utsl i s and, cormumcations, materials.lies, etc) separately, along with the armunt budgeted for each Tecified category. The City uses a program rather than hne item budget, although detail Ime-item. accounts are nammmed and recorded for. financial reporting and COW011 . management Objectives Objectives wNch concem the operation of the whole City rater than individimldepartments or operating Budget The portion of the budges that pertains to ' o °€ins providing governmantal services. The.. program budgetsin the FinancialMan fiami the O Budget. Operat*g Transfers • another govenxpontal'Amd when operatingboth goYernavntal Ruids are part of the same report4 entity. An trwisfer. between fUnds in which one fund is responsible for the ir&W receipt of fimds, and anotherfiwd is authorized to use the resources to finance its operatmg eVerA#ms or expenses Ordinance :. fomml leplative enactment by the govemmg beard of a muracipality. It has the full ford and effeet of law within the bowAaries of tberautAcipality to which it applies, provided it is cit in conflict with any higher form of w, such as State sulute or constitutional ProvM031 The difference between an ordinance a r hition is that latter requires leggy forni and has a lower leggy Rehubunablo Expenses Reserve An account used to inchcate that o portion of a fimd'se is legaffy restricted for a specific purpose and is; therefore, not available for general appropriation. Residual Equkv Transfers A residual equity Mnsfers represent nom-ecun* or nonroutine umsfer of equitybetween funds Qon r°bution of Enterpf= Fund or Internal Service Fund capital y the Generaffund,rai of an a part f ,such contributi on to the Gmieral Fund, and transfers of residue balances of discontinued fund s to the General Fund, or a Debt Service Fund. I -l4 2003-05 FINANCUL' BUDGET. G LOSSARY ResUicted is Monies or other resomes. the use of which is r by legal or contwtual. rcqukernents. In governmental wcourdiv, sped treatments are apphed to restricted assets arising out of debt in Enterprise Funds, Revenue its received from taxes, fees, permits,, licems, interest and inter-govemmmiW sources dumg the fiwal year- Revenueods Bonds sold to construct a project that will produce revenues pledged for the payment of re ed principal and e e Saw Tax The des tax is ` on retailers for the privilege of selling isle persorW property in Cho Tax base is the toW retailpnice- Secumd Property As the property tax is , d by placing a lieu on the real property, secured property is that real property In hick ft.value of the hen on the real property and personal property located thereon is sufficient to assure payrwnt of the tax. Senice Charges irposed to support services to individwds or to cover the cost ofproviding such: services, Special Revenue Funds This fund type is. used to account for the proceeds from specific revenue sources (other than trusts or major capital projects) that are legaRy restricted to expenditums for specific purposes (Sce Fund) subventions; Revenues collm.ted by the State (or other level of government) which are allocaed to the City. on a formula The iwjor subventions received by the City from the State of Califonmiclude motor vehicle w -lied and gasobw taxes, Taxes CoaWalsory ebarges levied by a govern=nt for the purpose of «. beneft This term does not include ;,.' pem)aymt benefits such as special asses:sments. Neither does the term include charges for services;rendered only to those paying for such services, Trust and Agency Funds Also Iwown as Fiduciary Fund Types, ftse funds are used to account for assets heU by the City M.A trustee capacity pr as an agent for pdvate individuals, organizations, or otha governmenW agencms. The. fiduciary fun& used by the Ciry =� expendable trust, non-expendaWe trw and agency funds. (See Fund) M 2003-05 FINANCIAL' BUDGET GLOSSARY Unsecured Property As the propel' tax t y placmg a perlien on the real property,property is that real property in Bch the vale oft e fien is not sufficient to assme payment of the propel tax. Work 'aIndicators perfornw= factor is a. public oriented measure wfuck whetherin terms of effectiveness or efficiency, quantitatively ;ed-bes how weH a service is being PCff'DnMde 1--16 3-5 ftaaciW Planand OBJECT CODE DESCRIMONS 7101 RepaRr Salaiies -- Reguk fidl®t` employees packages. 7102 Overtime -- All for Which co ion is received the nomial workday or workweek as defim.d by current , r of Understanding or FLSA mies. Overtirm is paid at 50"1 above: normal time or stated diflerenfly at time and ill (1 e5 * rill base pay per hour). 71.03 salaries Part« _ — Salaries for persons employed on a part -tom or seasonal basis who are paid ftough the pWoR systern and receive sorae benefits, 7104 Coy -- SaWies fOf Pemns eMPlQYed bY contract- 7106Unfform Aflowance-- TWfoan Mowance paid per Miens. 7108 Meal AVowaace— Allowance for cost of employee meais paid MOD`s, 7109 Fducational Incentive -- Additional conqwrisation for education and certificates as coveredt Memorandinn ofUnd r adMM1SVUfive leave. 71.1.1 Compensatign, Insurance-- The City's cast of co motion charges for worker's compensation insurance. 711.2 Medic4l Insurance— 'Me Ciys cost of kmuance preniums for exnployee health a ° . 7.113 Dental. Insurance -m The Ckys cast ofir c premiums for employe dental hisurance, -- 1-i7 3-05 FinancialYku and OBJECT CODE DESCREMONS 71.23 DefenvidCompensation — The Cm's conUibution to enT10Yee deferred COMPenmfic'np 71.24 — he k's cost of insurance preniurns for yee fife hisurance and disability imumce. 7125 Unemployment In.surance -- The Citys cast of its.swaace prem for erTloyee unenployment insurance. 7126 Temporary Disability, Workers Comp — " incurred for payment oftemporary bilis and work r co n c ` 7127 Permanent Disabifity, Workers Comp — Cost iwurred for payment of pemwwnt disabiRy and pennanerA workers compenWion clairm r 71.29 Chiropractic _- The Cis cosi of kmmrx preniums for erTloyee chiropractic care. 7201 Postage —Cost assorted vdth mailing of City doc n1s. 7202 Telephone & Telegraph — Telephone costs includes kaalWion cost in addition to telephone company Mont* bilb& DO NOT use for cost of eqx�pment such as celltdw telep h ones. 72.11 Elwhicity -- The cost of electricity bffings. 7212 Gas -- The cost of gas utility chargese DO NOT wse for vehicle gasolinc charges. 7213 Water -- The cost of monNy water utilfty charges, 7301 Printing, Binding & Duplication -- Cost of priWin& binding and dupficating of City documents. IS I FBI R 11 IF III I ME 2 Financial Plan and Bud wet CT CODE DESCRHqIONS 7304 Laundry & Drycleaning—Cost a&sociated with laundry and del of City owned it i,e« Fire DW. bedding etc), 7305nifo -m Cost amniated withpurchase a1 uniforms and for the unifonn allowance, at to enTloyees for maintenance of 7, q EqWpment -- Cost of equomm purchased part of OSHA requien=ts for 7307 Matexials & S pp ies — Supplies for genet departmmtal operations wit a value lei X0 per individual item. 7308 Booksand Periodicab _- Cost of • ` e subscriptions,newspapers, profissional publications and seMce l 7311 Coftedon Agency F - Cost paid to private coUlection firm for lees associated with m e 1-ble accounts, 731.3 Data Procasing Softwam -- Pumbase of all additional or upgraded computer programs and software. for new computers are to be included as part of the purchase price oft new uter. Expense7314 Business q refiltnts- 7315 Conference-- Cost associated vl pr essi s,ra e iat fio that are , not atmosphere (ie League of ` Cities), It includes , me,als, registrations, to ` , twds, biases, and other costs related to the traveL 7 1.6ut low —. This is used for auto aflDwances paid. 1-19 2003-05 Financial : t 7321 R Rental cifd Fac' , _ Rental payments to vendors for rental of land and leRks not o by 7322 Rental of Equipment -- -RentW -Rentpayments to vendors for rental of eqWpnxnt riot owned by the Cjty. 7,32-3 profewouai Serims -- Contractual an-angen=ts with imfividuals or organizations rmeives semces, ConTensation for persons paid an hourly or flat rate who work on an as needed: se,asonal basis and who do not recerve benefils. 7331. Repairs firs t fiery and Equipment a terance and repair costs to xnwhinery and eq*nxTA oterehieies. 7333 Repairs Vehicks -- t ecost to equipment that have a City vehicle: number assigned- 73assigned- 7334 Repain to Buildings- Maintenance and repair costs to buildings, 7335 Sublet Senice Contracts -- Maintenance contracts with d*d party vendom 7336 Car. Wash — Car wash cosu for City vehicles. 7341 Fim InsuranceR- Cost of City fire instwance Prerniums. 7342 u ; ds -- Cost of City suety bond q 7345 Cid Rental Insurance Fee -- Cost of City rental insurance premiums. 7350 T — host oftires and tubes for City eWeles. 7351 Motor Vehicle Ful & Lube -- [Fast of fuels used to nointain and operate City equipment such as vehicles and generators. This object code is di°shed from Chi (212) which is used to pay for natural gas associated t' ` costs. 7353`toric Supplies — Cost associated with suppfics needed for perfi)mmee of j `F to duties in City ,sa 1--20 5 Ana OBJECT CODE DESCRIPTION' 1 7357 Cam of Pri"ners — Cost associated with the care ofprisoners. 7359 S aft Tools & Equipment -- Oasts of tools, furniture and equipment with a value less than $3,000 per item 7360 Overtime— Cost of meals. dor employees working overtime as covered current Memorandurn of UndersOnding- 7361 Empitkyee Relations.pity — Cost associated with en4)loym relations. 7362 Laboratory Suppfies — Cost of chenicals and supplies o 7363 Employee Physical Examination -- Cost that the City reimburses the enployee toward. physical examinations as covered M' current Me=raudwn of Understanding - 7365 POST Training m- Cost of Police Officer training that is reimbursable to the City under the POSE" progrHIII 7366 Tuition Reimbursement — Cost of college and post -graduate course work in conVliawe with the Tuition reimbursernent Policy. 7199 Supphes, MateriaisSerlvims, NOC -- Small cost item-, that do not fall under any otbr 300 series category. 1-21 2003-0$. FwancW Plan. avd.:BudlM OBXCT CODE ONS 7721 Acquisition of Laud — Cost associated with the Citys purchase of land odw than rights of way and 1 111111111,11 Jill 11111 1:111 1111111 1 ilill ill 7773 Easements — Cost a&-Axiated with the Cilys purchase of lmd for ewen=a 7724 Buildings �- Cost associated with =jor repaks and acquisition ofbuilding 772 e m.. Cost associated with major reps and acquisition of structures other than buRdings. 7726 S --Cost associated with repair and acquisitionof sty° . 7727 Curbs, Gutter Sick -- Cost associated with construction and repair of curbs, puers, and side 7728 Sanitary er Lines -- Cost associated with construction and repair of sankary sewer lines. ,. Water WeR Lines — Cost associated with consuuction and repair of waw well lines, other tbm those purchased with IDBCP loan Rmds. 7730 UnderMund Lines & Hardwarema Cost associated with constuction of underground lines bardware. 7735 DBCP Water We# Costs w- Cost associated with construction and repair ofDBCP water WON finamed with a loan. 1422 200"5 Financial Phm and Rad garet Instruedons M.AJOR BUDGET PREPARATION NIHXSTONES Review of Fiscal Poftcies.aWtai on Bond Review 2001-02 1-02 Budget yrs. ActuW Dmuss Budget Calendar and Propos FmmW Stmegy 1-24 11/19102 11/26/02 1/02/03 116/03 1/15/03 1/21/03 1/28/03 2/5/43 2/10/€13 2/17/43 2/19/03 3/03/03 4/02/03 4/22/03 4/30/03 5/06/03 5/0'/03 6/04/03 6/0/33 6/18/03 20034S.Financial Plan: WOUDGES" PREPARATION PROCESS I he two®y, and Budget covers two 12 month periods be&ning July 1, 203 tbrough June 30, 2004, and 3 m 2004 tbrough June 30, 2005, There are several goals assocW'ted with the preparation and development of the City's Budget document, FiM the budget isa financial plan an&management tooL The document should asexpenditures sist staff in.mnitoring revenues and held.in"rtaut reference dommut. It should provide AK City Council and the general public 8Aiffi. . extensive inforniation on the nature and scope of the nounic4ml operations and services. Sevea City Council Sbinsfeeve (public meetings) Sessions are fiscal.policies, goals addition,and objectives that were adopted with the pnor two-year BudgeL In Meetings hunistorm =Jor projects that Coun4 staff and the pubhe would We the City to address in the two ranked Those written up and included m the Budget docu=nt. dd Ae—t.Reviews All requests we reviewed and evaluated by the City Manager, Deputy City Manager, Hun=:Resources Ditwor, and Fftwce Director. The objectives ofthis ph&w are to * Enswe that the intent of all budget requests is understood mid conglete. deparunental goals, ot�IIxtives and _' peradons �br the up couibv two Years. # Deterrnme how proposed budgetary actrIaties and associated changes are related to City- wide goals and o0jectives. + Develop comprehenswe information and/or request firther jusfificadon on budgeted items. anous analytical techniques are utihzed in evaluating deparUnarital budget requests. Some of these include- }psi of workload aW level of services, evaluation of historicW expenditure patterns, well as review of deparuneaW operations. 1-25 BUDGET PROCESS Under the, dirmtion of the City Manager, aW wAh the assistance of the other Department d Aswssor, and our Sales Tax consultant, the Fimwce Director and Deputy of revenues for the next two fiscal yem TIw projection is based on reasonaMe assurWfiom of.revenue generated by estirnated property values and current user fees, prior year trend analysts, and the most curr . ent idorrmtion from the State, Next, the City Manager remews the projections, and, if necessary, adjusftnents are made to the:revenu; estimtes, These estkwtes are then presented to Council. se�ssiom are scheduled with the City Manager. Spending priorities are based on the City'sFmncml Pohdes and nmdated requirements, focus on maintairing service leveig, covering insurwe and bond requirewous, and the balancing of manpower, supplies and equipment, After theme discussions, the City Manager makes his is and these reconunendations are presented to Council at a ShirWeeve b for mview and commetits. Revisiorks. are roade to the City Manager reconw=ded budget if necessary. The Ruance Director ptepares a draft of the Prop osed Two-year Financial Plan and Budget docunient. This document is presented 0 CouneR for adoption at the second Council: nwting in June, Under the City's expenditure limitations, total expenditures coot exceed the fwal appropriation: once the Budget is adopted. The City can amendthe total appropriations for an indiv d fid. To guarantee co p. ante with the evenditure linutation, however, when one fund's total appropriation: increased, another d's appropriation must be reduced by an equal amount. Amendments to fund total appropriatiom require Council c pproval. The Councalso gives the City Manager authority to transfer appropriations within ids. 'phew budget transfers. are documentod on a Special Allocation forin, and approved 'by the Accounting ger, Finance Director and City Manager. These strative budget transfers are made by journal entry and tracked i die City's computerized fi=ciat system 2003-05 Mnavdai Plana RUDGET PROCESS The bud cts of gets pe ftnWs (for example, the General Fund it )are prepared on a modified accrual basis, Briefly, this mean that obligations of the City (for emrnple, outstanding purchase orders) are budgeted as but revenues are i= agnized only when they are nwasurable and available. The Enterprise Funds (Electne, Water, 'wastewater, Transit) also recognize e , nd=es as encumbmnces when a commitimnt i (mg- through purchase order)- Revenues on the other hand, am recognized where y are obligated to the City (for exarTle, water user fees are recopiwd as revenue when service is provided), a all cases in the General. Goverarnent Funds and Enteqrise Funds when goods and services are not received by year end, the encumbrances base. Tlie Comprehensive Amual Financial.Report (C .F .) shows the of the City's finances on the basis of "generally accepted amountingPr' ip &'(G ). st cases conforms to way ares its budget. ExMfions are as IbHo s; ConTensated absences habftes. that are e)q=ted to be liquidated with, 4AN:' resources are accrued as earned by employees (GAAP) as opposed to being FundsGeneral staff and admintstrative charges are recognized as drect expenses of the Enterprise transfersGAAP basi.s as opposed to beitV accounted for and ftinded by operating hLsis- Principle payments on long-ten-ndebt within the Enterprise Funds are applied to the outstanding liability on a GAAF basis, as opposed to being expended o a Budget basis. Caput outhy within the Enterprise Funds are recorded as assets on a GAAP basis and expended.on a Budget basiso Depreciation expense recorded on a GAAP basis only. The Library is shown s part of te Geneml Fund on a. GAAP basis but on. a Budget basis is Shown.as a Fund.SpecW 1-27 Adr unisa-utim Dqmmuom Sw=aries, H-31 Alocating the Onst of:services, X19 Appropriation til n liTnitEWM r IQ Appmpri4on siding limit H-2 BudWt arneodmonts,1-25 Bu*t NWs. 1-25 Budger mcksage. A-3 Budget p€slides, 8_3 Budget policies and Soals, B-1 Bridget preparation ,milestones ( lepdaar), .I 24 Budget nfercri(x nwterialsl, 1-1 Business license tom, 11-5 Capital finmxin& B-12 CapiW improvement budget. E_ 1 ever policy, B-20 DT3G11-1fi€ &s t�- 1 ti 1 Chan es in fimd balance, G- l City Anornq ', 12-124, 11 J I City Clerk,. -125, H-31 CftyQxxncil, D417 City Manager, x-118, H-31 Ccaumuaaity Gent ' A,ctiviv, D-$7, H-37 a ~€alma unity IeveftipmeM D� 111.3, 39 C.rinmWiv. rmfile, C: I Community Ppmodon, '94 15 Computation Of lewd. debt, F-5 Cont€°actin fors i c, 13-1 Debt anan . em, - 12 Debt scmce requimmon , —i Dg3artsnental summaries, fat -30 Description of the Cityt f nds, G-2 Direc ay of Cid Gal% A-14 Finance, D-136, H-4.3 Financial and statistical tables, l- 1 Fire, L-16, Hm45 Fleet policy, B-21 Fund Wanoe designations and rese v B 11 General guppmt D450 GIMSUY, d-9 How to € se the Fi€mial Ply dowmens, (i) Hmm Resaartrce rr nW"M B-15 Human Resour-+ , D-128, H-4 7 inion Systems, D-133 In -lieu franchise tact, H-5 lnterfund transactions, If II Investment earnings, H-5 Investments, f3-11 s� Joint Venture Debt Service Requirements, -63 L UbraxI4 D-93, H-49 Long-term Debt by Fund, F-6 Major City Wals & objectives, B-23 Major City policy docurnents, I-2 Major City prcicM, B-29 Mission Statement back of front ewer mouw vehicle in -hear tate, H-5 Non -department servi=, -151 Operating viii , D- on:6ft c. City_4-13 ratm, B-6 k31 dibutis X 7 Rvv=ues by major catogmy and w-ur , -4 w wwwwater utility, D-30 WaW UtHity, D-27 Water U61ity _ TCEIPCE 3ettf.e T1ent, H 6 Water. wasmwater md Electfic Citi%ity fees, H-6 ON Preface How to use the Financial Plan Document Graphs Funding Source All Funds Combined Total Operating, Capital and Debt Service Budget Message Awards CFOA:Distinguished Budget Presentation Award CSMFO Excellence in Operating Budget Award organization of City Directory of City Officials Resolution Adopting Budget e General Budget Policies major city Goals & Objectives Major Projects section C - Community Profile ActivitiesSection D - Operating � +ge; Requirements e � Section H - Financial i Statistical Tables SpendingAppropriation Limit Revenues by Major Category & Source Interfund1ransactions changesStaffing Levels Significant Expenditure & Staffing Departmental Summaries -- Organizational Joint Venture Debt Section I a Budget Reference Material Reference to Major Policy Documents Employment Process, Benefits & Salary Schedule by Classification Glossary Expenditure Object Codes Budget Calendar Budget Process Index l rJ. e a. o C) 00000 m co o C) Ro 0 to a 0o C 0 Cei o o o mo so M$ oo oosso ? moo o eve c Leao o CN u> 0 ui C> a � r C"') +n t-o0graco r--�roo o cv N u r� era LO N m N r- ca 10 cit r iso 0 00000 Q No 000 co o. 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