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Home My WebLink AboutAgenda Report - June 21, 1995 (58)01 r OF 4` oo' CITY OF LO D I ' COUNCIL COMMUNICATION °gt,FOA`'�P AGENDA TITLE: 1995-97 Financial Plan and Budget MEETING DATE: June 21, 1995 PREPARED BY: Dixon Flynn, Finance Director RECOMMENDED ACTION: Adopt Resolution No. 95-85 to approve the 1995-97 Financial Plan and Budget and to appropriate the 1995-96 operating and capital budgets. BACKGROUND: The City Manager presented the 1995-97 Financial Plan and Budget to the City Council on June 6, 1995 at a Shirtsleeve Session. Additional meetings were held on June 7, June 13, June 14 and June 20. City staff reviewed the City's budget assumptions, objectives,. Council goals, financial trends and the electric utility budget on June 6. As discussed, the Electric Utility budget is a preliminary budget which will be finalized and returned to the City Council by October 1995 for final action. Based on Council guidance during budget hearings, adjustments have been made to annual budget and activity descriptions. Other information requested will be provided by the appropriate department under separate cover. A summary of financial adjustments made during budget hearings is provided in Schedule D of the appropriation resolution. As discussed in the City Council's Budget Policies, the annual appropriation for capital projects is based on the projects designated by the City Council. The adoption of the projects listed in the 1995-97 Financial Plan does not automatically allocate funding for a specific project or equipment purchase. The appropriation is made to a capital control account and held there pending specific authorization to release and appropriate funds to a project account. The final schedules to the appropriation resolution will be submitted to the City Council at the regular scheduled Council meeting on June 21, 1995 H. Dixon Flynn Finance Director Attachments APPROVED: ice• THOMAS A. PETERSON recycled paper City Manager TM 0 L +C-, (.:6 v IC - MEMORANDUM DATE: June 23, 1995 TO: Councilmembers Department Heads Budget Review Team Departmental Budget Personnel FROM: Dixon Flyer_._."ce Director SUBJECT: Corrected pages for 1995-97 Financial Plan and Budget The City Council approved an adjusted 1995-97 Financial Plan and Budget on June 21, 1995. This year no separate approved Budget document will be published. A list of the approved adjustments are attached. In addition, the corrected Budget pages are attached so you may update your copy of the 1995-97 Financial Plan and Budget. The Finance Department has a binding machine available for use if you wish to replace pages in your bound copy of the budget document. Finance Department personnel will be available to assist you. 1995-97 FINANCIAL PLAN AND BUDGET CITY COUNCIL ADJUSTMENTS Leisure, Cultural & Social Services Cultural Services Library Technology Specialist- contract employee 1 112 yr (1) (1) (26,800) pg D-53 Add objective: Use of volunteers Total Leisure, Cultural & Social Services 0 (26,800) Community & Economic Development Economic Development Advertising (25,000) pg D-68 Total Community & Economic Development 0 (25,000) General Government Legislation and Policy City Council Return to prior compensation level 3,000 3,000 pg D-71 Mayor discretionary funding 2,500 2,500 pg D-71 Administrative Services Personnel Add objective: Develop 5 yr training plan pg D-83 Risk and Solid Waste Management Cap part time hours at 960 hr for FTE code enforcement officer pg D-85 Revenue Services Personal computers (5,000) (5,000) pg D-91 Total General Government 500 500 TOTAL OPERATING BUDGET :_:=1 x� Increase Designated Reserve for Contingency 100,000 100,000 pg D-109 1995-97 FINANCIAL PLAN AND BUDGET EXPENDITURE SUNEWARIEES OVERVIEW The following expenditure summaries are provided to highlight the financial relationships between missions and programs as well as to summarize the overall activity budgets. This summary is presented at the mission, program and activity level. Expenditures By Mission * Summarizes operating expenditures at the mission and program level Expenditures By Activity * Summarizes operating expenditures at activity and groups these expenditures by program and mission D-4 1995-97 FINANCIAL PLAN AND BUDGET OPERATING BUDGET BY MISSION Public Safety Police Protection 6,332,657 6,755,565 6,657_145 6,737,160 Fire Safety 3,298,426 3,370_130 3,501,560 3,465,820 Other Safety Services 15,018 15,900 14,925 14,925 Total Public Safety 9,646,101 10,141,795 10,173,730 10,217,905 Public Utilities Water Utility Services 2,209,995 2,005,809 2,240,190 2,111,720 WasterwaterUtility Services 2,19643 2,460,015 2,567,025 2,523,220 Electric Utility Services 6,166,127 7,804,660 7,782,900 7,757,950 Total Public Utilities 10572,366 12 270,484 12,590,115 12,392,890 Transportation Streets and Flood Control 2,170,905 2,254,090 2,355,440 2-194,115 Transit 456,027 509,645 665,195 654,445 Total Transportation 2,626,932 2,763,735 3,020,635 2,948,560 Leisure, Cultural & Social Services Parks and Recreation 614,436 571,705 628,690 628,090 Recreation Division 817,104 931,261 926,700 917,200 Parks Division 837,781 875,089 822,955 821,555 Cultural Services 1,272,370 1,481,268 1,698,565 1,692,340 Social Services 91,029 104,055 122,400 122,450 Total Leisure, Cultural & Social Services 3,732,720 3,963,478 4,199_110 4,181,635 Community & Economic Development Planning 305,679 319,330 338,540 333,550 Construction Development 1,205,696 1,201294 1,289,400 1,282,650 Economic Development 66,020 175,890 404,790 379,790 Total Community & Economic Development 1,577,295 1,696,514 2,032,730 1,995,990 General Government Legislation and Policy 70,277 74,150 78,180 78,180 General Administration 498,051 496,215 522,670 519,720 Legal Services 172,083 217,640 244,705 244,705 City Clerk Services 155,230 142,525 143,030 156,330 Administrative Services 1,920,492 1,980,881 2,160,806 2,107,699 Organizational Support Services 1,754,193 1,645,705 1,726-145 1,732,895 Non -Departmental Services 2237,680 3,681,898 3,697,430 3,696,130 Total General Government 6,808,106 8-139,014 8,573,066 8,535,659 TOTAL OPERATING BUDGET 4�78g D-5 585`071 5851771 9ZS`6Ei 8L0'7£I 111Bd *171 !Pori UOISIAt(I Sliltd 066`SL£ 017(. Z8£ 9Z6'S9£ 69217L£ soggpe3 suodS 000`02 000`02 000`0Z I Z9`OZ suolssaou03 os 1,9z: 051`9Z 000`92 L00`£Z sasssl3,c3181=d5 SOE`9L• SO£`9L 50Z`LO1 Z86'6L suodS 3lnP'd 5177`£71 5717`671 09£061 99L`8Zl soaenby 056`6£ OS17`8£ 559`7£ 008`82 saglAuoyioopino/1oopuI 09£ iZI 09£`IZI S69`ZI I £S£`06 syodS uaanylnok 000`1711 OSL`ZII OZS`7L 905IL spunoi8Asid uo!s!A!(l UO!I=J=-d 066`019 06CE19 SS [`OLS 9EVK9 UDIl 11slu[wpy u091tu0og Pug q1Bd OOI`LI 006'DI OSS`I 0 uO!ss!cuwoO uOnw-uO2-1 pua s)lmd uollmoag Ptm sD11sd saawaS I'laoS v Isanilna `"nslwl . 095`876`2 S£9`OZO`£ 9£L`£9L`Z 2£6`929`2 uous3.Iodsus.l,I, Isloy S177'17S9 561'599 579`605 LZ69517 I!SUW.L 3!sua1Z SZS`ZIZ 56VIlZ SIZ`6LI 9LZ'Z51 Su!elQ uuo3S SSI`L SSI`L OSES Z55`8 a2ueu3iu!vw40-1lUglsd 06£=651 O17L`651 SZL' I S I 100`061 SurmIZ) 3=nS 000`OZ1 000`OZ1 000`02 9LS`ESI saal.L3aa11S W96L` I 058`9581 008`L68` I 66V999'1 aoueuaiu!alni 3aa11S I013u00 POOH Pug s1=135 uo4eslodsu s.I,L 068`Z6£`ZI SI1'06S`ZI 787`OLZ`Z[ 99E`ZL5`01 sa!3!@3(l o!I9nd Inloj. 096`LSL`L 006'Z8L'L 09V708`L L( 1'991'9 1T3113=13 saolnlaS ,Cl!i!in o111oa13 OZZ`EZS`Z SZO'L95`Z 510'0917`2 £172 96['2 1a3aisg[� SaolAlaS A4!I!3fl 123amiaintA OZL`1[1`Z 061`017Z`Z 608`S00`Z S66'60Z`Z 1auoM S"IA1aS k!lgf11ai8M sa!3!i!3R 3!iand 506`L I Z`01 O£L`£L 1`01 56L' 1171 `O I 10 ['9179'6 raj uS o![ and lsao.L SZ6`17I SZ6`17l 006`51 81691 ivawaiegy!1!U81J s=tA1aS .(3ajvS 1at130 S06`OSI SOZ'Z51 SEE ZZI 0 soo1A1oS ig!o*dS 05S`56 09S`56 995`76 ZZ6 Su!u!a1Z OS6`6SZ S7Z£IZ OZ7`ZOZ £LL'961 U013u2AWdalt3 SI7`696`Z 095`070`£ 010`I56`Z I£L'I0I'£ uogel3s!u!tupvWLI �S3a;aS a1!d 088`98 0£0`LS 59I`E6 677`L8 1a11a4S Imi!uy 008`£8E,1 OS8`LLE 1 568`959'1 6617`919`1 suo!ie0!3sOAu100110,1 569'897`7 SWEX7 568`ELI`17 6ZZ`Z9L`£ suopelad02o!lod 58L`L6L 007`818 019`Z£6 186`998 uoilwp!u!wpy oo!lod uOqo�nOld 03110d AalsS a!land AIIALIJV A8 13DQ[I8 9NIIYH3dO 139Qfl8 QNV NV ld'IVI:)NVNI3 L6-5661 1995-97 FINANCIAL PLAN AND BUDGET OPERATING BUDGET BY ACTIVITY Park Maintenance 459,902 467,724 467,095 467,095 Park Rangers 91,220 101,350 104,960 104,960 Equipment Maintenance 152,591 166,190 110,315 108,915 Cultural Services Library Board 0 3,523 5,080 3,795 Library 877,707 979,175 1,077,805 1,081-170 Community Center Commissions 130,869 5,750 9,710 9,710 Community Center 363,793 458,375 565,620 557,115 Cultural Activities 0 34,445 40,350 40,350 Social Services Camp Hutchins 91,029 104,055 122,400 122,450 Total Leisure, Cultural & Social Services 3,732,720 3,963,478 4,199,310 4,181,635 Community & Economic Development Planning Community Development Commissions 0 8,250 7,745 7,745 Current and Advanced Planning 305,679 311,080 330,795 325,805 Construction Development Building and Safety 414,645 457,480 451,110 445,460 Engineering 791,051 743,814 838-190 837,190 Economic Development Economic Development 66,020 175.890 404.790 379.790 Total Community & Economic Development 1,577-195 1,696,514 2,032,730 1,995,990 General Government Legislation and Policy City Council 70,277 74,150 78,180 78,180 General Administration City Manager 258,792 259,720 265,800 267,550 Public Works Administration 239,259 236,495 256,870 252,170 Legal Services City Attorney 172,083 217,640 244,705 244,705 City Clerk Services Records Administration 146,423 120,000 140,410 140,410 Election Administration 8,907 22,525 2,620 15,920 Administrative Services Personnel Services 213,114 196,955 269,436 243,629 Risk and Solid Waste Management 170,945 111,655 112,440 91,845 Information Systems 0 61,451 65,255 65-155 Finance Administration 212,217 224,260 287,030 287,030 Accounting Services 310,367 321,820 339,950 339,950 Revenue Services 470,126 512,730 544,515 544,515 Data Processing 305,715 301,395 296,955 290,250 Purchasing 238,008 250,615 245,225 245,225 Organizational Support Services Field Services 363,291 343,785 312,975 312-175 Building Maintenance 628,042 508,680 526,890 518,840 Equipment Maintenance & Motor Pool 762,859 793,240 886,380 901,680 Non -Departmental Services General Support 467,155 277,673 286,695 285,395 D-7 1995-97 FINANCIAL PLAN AND BUDGET OPERATING BUDGET BY ACTIVITY General Liability 176,156 585,690 410-125 410,225 Other Insurances 0 18,940 20,475 20,475 Benefits Administration 66,363 2,071,220 2,130,010 2,130,010 Workers Compensation 1,528,007 728,375 850,025 850,025 Total Central Government 5,280,099 7,510,639 7,723,041 7,685,634 TOTAL OPERATING BUDGET M; i 9; gms. .2w, D-8 PUBLIC UTILITIES ACTIVITY: Wastewater Maintenance PROGRAA4: Wastewater Services DEPARTAfENT: Public Works FUND: Sewer Fund ACTIVITY DESCRIPTION The wastewater maintenance activity includes the administration and management of the Wastewater Utility; operation of water pollution control programs and facilities; and conveying wastewater to treatment facilities. Activity goals are: 1) efficient wastewater operations; 2) uninterrupted flow from source to treatment facilities without health hazard; 3) safe and efficient treatment of wastewater that meets all Federal and State standards; 4) 100% land disposal for treatment effluent; and, 5) compliance with State and Federal discharge requirements. This activity has six major elements: * Wastewater administration. Directs, supervises, and plans operation of the wastewater utility; prepares studies and reports; reviews and researches State and Federal regulations and legislation on wastewater operations; represents the City with other agencies and committees on matters regarding wastewater operations; coordinates liaison with other agencies, utilities, and private firms; establishes sewer connection fees (35 percent of the activity). * Domestic collection system. Operates, repairs and maintains 165 miles of domestic collection systems (wastewater mains, 3,650 manholes, 7 domestic pumping stations, and 23,000 service laterals); responds to customer complaints; performs systematic rodding, hydrocleaning, and TVing wastewater mains and storm drain lines (10 percent of the activity). * Industrial collection system. Operates, repairs and maintains 10 miles of 30 inch outfall line, 2 miles of collection facilities, one industrial wastewater lift station and five service connections (5 percent of the activity). * Work for others/Capital Improvements. Construct, replace or restore deteriorated wastewater mains and manholes; construct new manholes to ease maintenance requirements; and, perform minor capital improvement projects at White Slough; and TVing of newly installed wastewater and storm facilities (0 percent of the activity). * Plant. Operation and maintenance of a facility which operates 7 days per week 16 hours per day and treats an average domestic flow of 2.1 billion gallons and industrial flow of 260 million gallons per year; disposal of recycled biosolids in accordance with discharge permit; training of personnel; and providing efficient wastewater service (48 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 drinking water to determine physical, chemical and bacteriological characteristics; administering and enforcing pretreatment and the cross connection control programs (2 percent of the activity). y zi:sr ; ;r ................... .. ..... 1: .: :.. Staffing 1,074,949 1,092,900 1,086,720 1,083,0201 Utilities and Communications 332-540 304.605 314.350 314-390 Supplies, Materials and Services 361,189 357,185 318,805 282,230 Work for Others 52,575 105,800 105,800 Minor Capital 13,289 11,070 7,500 Other Payments 414,276 652,750 730,280 730,280 Total 2.196-243 2.460.015 2.567.025 2.523.220 D-26 PUBLIC UTILITIES ACTIVITY: DEPARTMENT: Wastewater Maintenance Public Works PROGRAM: Wastewater Service FUND: Sewer Fund :. 199394:..::. SUNl14ARY BI3DGETED Regular Positions: Water/Wastem,ater Superintendent .5 .5 .5 .5 Assist Water/Wasteivater Su erintendent .2 .2 .4 .5 Administrative Clerk .5 .5 Water/Wastewater Supervisor 1.4 1.4 1.35 1.35 Plant & Equipment Mechanic 2.525 2.525 2.45 2.45 Maintenance Worker III & II 7.3 7.3 6.4 6.4 Assist Wastewater Treatment Superintendent 1 1 1 1 Chief Wastewater Plant Operator 1 1 1 1 Laboratory Services Supervisor .65 .65 .65 .65 Laboratory Technician II 1.8 1.8 1.8 1.8 Water/Wastewater Inspector 1.2 1.2 1.2 1.2 Wastewater Plant Operator 6 6 6 6 Total 1 24.075 24.075 22.75 22_.85 Temporary Positions: Full-time equivalents 1 .50 .75 1.13 1 ..88 SIGNIFICANT EXPENDITURE AND STAFFING CHANGES None 1995-97 ACTIVITY OBJECTIVES * 1995-96: Reevaluate collection system preventive maintenance program * 1995-96: Reevaluate H2SO4 problem in trunk and outfall sewer lines * 1995-96: Evaluate sewer plant staffing schedule * 1995-96: Evaluate utilization of #1 sludge lagoon * 1995-96: Evaluate upgrading septic tank disposal site RELATED COST CENTERS Damage to Property (17-015.02) Bond Debt Interest (17-030.01) Sewer Administration (17-401.01) Industrial System Maintenance (17-404.02) Sanitary System Maintenance (17-404.01) Plant Maintenance (17-403.01) In -lieu tax transfers (add to 600 series) D-27 TRANSPORTATION ACTIVITY: Street Trees DEPARTMENT: Public Works ACTIMY DESCRIPTION PROGRAM: Streets and Flood Control FUND: General Fund The Street Tree activity is responsible for tree maintenance. This activity has one major element: ' Tree Maintenance. Pruning, trimming, restaking, and root surgery on the City's 5,140 trees (consisting of 56 different species) in parkways, tree wells, public building grounds and public parking lots; removing dead and diseased trees; and responding during emergencies to downed private trees to clear power Iines, streets, and rights of way (100 percent of the activity). Regular Positions: Street Supervisor .6 Senior Tree Trimmer 1 Tree Trimmer 2 Total 3-6 0 0 0 Temnorary Positions - SIGNIFICANT EXPENDITURE AND STAFFING CHANGES * 1995-96 Tree maintenance program ($100,000) MAJOR 1995-97 OBJECTIVES * 1995-96: Reestablish tree planting and maintenance program * 1996-97: Develop computerized tree inventory/record keeping/work order system RELATED COST CENTERS Tree Maintenance (10-503.06) D-32 s:<> TTVIT:Y: COSTS ::. ,: ..:.::�,£T13Alt:: .:vBUDGE'1'EbtE [IEST£li :.:..1PRaPLiSED Staffing 138,247 Utilities and Communications Supplies, Materials and Senices 6,710 20,000 120,000 120,000 Minor Capital 8,619 Other Payments Total 153,576 20,000 120,000 1 120,000 Regular Positions: Street Supervisor .6 Senior Tree Trimmer 1 Tree Trimmer 2 Total 3-6 0 0 0 Temnorary Positions - SIGNIFICANT EXPENDITURE AND STAFFING CHANGES * 1995-96 Tree maintenance program ($100,000) MAJOR 1995-97 OBJECTIVES * 1995-96: Reestablish tree planting and maintenance program * 1996-97: Develop computerized tree inventory/record keeping/work order system RELATED COST CENTERS Tree Maintenance (10-503.06) D-32 TRANSPORTATION ACTIVITY: Street Cleaning DEPARTMENT: Public Works PROGRAM: Streets and Flood Control FUND: General Fund ACTIVITY DESCRIPTION The Street Cleaning activity provides for sweeping of City streets, alleys, and parking lots, removal of leaves during leaf season, weed abatement, and landscape maintenance of Public Works facilities. The activity goals are: 1) to ensure streets are clean and free or debris; and, 2) landscaped areas are well maintained. This activity has four major elements: Stmt Sweeping. Sweeping approximately 322 miles of street curbs, 16 miles of alleys, and 19 public parking lots on the following schedule: downtown area 3 times a week, arterials once every two weeks, all other streets once a month, alleys and parking lots bimonthly or as needed, and State Highway on -ramps at Kettlernan Lane and Turner Read biannually per agreement with Caltrans (40 percent of the activity). Leaf Removal. Removing approximately 7,000 cubic yards of leaves placed in the street right of way during leaf season, November through January, on a 10 -day frequency (30 percent of the activity). Landscape Maintenance. Providing landscape maintenance of Public Works facilities and providing repair and maintenance of sprinkler systems (20 percent of the activity). Weed Abatement. Spraying weeds with herbicide and removing weeds and other debris along street shoulders, alleys and within 2.6 miles of street medians (10 percent of the activity) .......... . N. xm'. 0." . . ......... ..... Staffing 163,573 126,950 132,280 132,280 Utilities and Communications Supplies, Materials and Services 26,119 24,275 26,110 26,110 Work for Others Minor Capital 309 500 1,350 1,000 Other Payments Total 190,001 151,725 159,740 159,390 .......... . N. xm'. 0." Regular Positions: Street Supervisor Stmt Sweeper Operator Maintenance Worker II Total 3 3 3 3 Temporary Positions: Full-time equivalents 0 0 0 0 SIGNIFICANT EXPENDITURE AND STAFFING CHANGES None MAJOR 1995-97 OBJECTIVES * 1995-96: Evaluate savings in reduced sweeping schedule RELATED COST CENTERS Street Cleaning (10-503.07) D-33 LEISURE, CULTURAL AND SOCIAL SERVICES ACTTi lTY: Parks and Recreation Administration PROGRAM: Parks and Recreation DEPARTI%MNT: Parks and Recreation FUND: General Fund >• ....::.::......: .....� :.,:.......... .... .:..:.1993.-4�# . ,.1994-95.: 1995>:�6� >:>i:1��-97....:'` ]�7MARY;<ICT%IAI, Regular Positions: Parks and Recreation Director 1 1 1 1 Parks Superintendent 1 1 1 1 Recreation Su enisor 3 3 3 3 De artment Secretary 1 1 1 1 En i eering Tech 0 0 1 1 Administrative Clerk 2 2 2 2 Total 8 8 9 9 Temporary Positions: Full-time equivalents 2.1 2.1 2.6 2.6 SIGNIFICANT EXPENDITURE AND STAFFING CHANGES * 1995-96: Purchase tables and chairs for community buildings ($3,000) * 1995-96 Auto CAD software, plotter and computer ($9,800) * 1995-97: Reorganize Pakks & Recreation Administration ($18,605) * 1995-97: Consultant for Park Maintenance, specifications and park standards development ($3,500) TIAJOR 1995-97 OBJECTIVES * 1995-97: Update secretarial pool * 1995-97: Install and implement credit card payment program * 1995-97 Reorganize Parks and Recreation administrative staff - Phase I (1995-96) and Phase 11(1996-97) * 1995-97 Hire consultant to review park maintenance operation * 1995-97 Work toward completing CIP and CDBG projects RELATED COST CENTERS Recreation Administration (10-701.01) Parks Administration (10-751.01) D-39 LEISURE, CULTURAL AND SOCIAL SERVICES ACTIVITY: Playgrounds PROGRAM: Recreation DEPARTMENT: Parks and Recreation FUND: General Fund ACTIVITY DESCRIPTION The Playground activity provides for after school child care for children in school. Activity goals are: 1) safe, attentive and reliable child care; 2) a balanced educational and recreational program; and 3) 30 % to 40 % cost recovery. This activity has three major elements: • Child care and safety. Organized, available and safe after school care for children ages 5 to 12 years of age (50 percent of the activity). • Concession. Provide and sell food and snacks (5 percent of the activity). • Recreational and educational programs. Organized recreational and educational after school programs (45 percent of the activity). ••:::-;,:;;;.::.,.;::;.,3:::3::r::;.::.r:::;.>:.<:;::::: ;.3:.33.:;.3-�;<.::::::. ..;.::.:;..,....;. . :.. .:.,- 3: - F::�:v: :•,. -,�3 ,�>>>n .3:1519 ..�. s= : - ............... . STA FMG:SV.Ilill4ARY:;> ;; Staffing 63,776 63,620 102,950 102,950 Utilities and Communications Supplies, Materials and Services 7,530 10,900 9,800 11,050 Minor Capital Other Payments Total 71,306 74,520 112,750 114,000 ;33:4>:^3:p;;:�%:.3:;<.33:;::F;;;;,33>3:;;:'+.•:.;:;CY::•33:,i;:';.: ;:.<a.:....;: n:;:4:;.;;;^3333';;;.w:,vyry?}333.:^fi-: •: ::::::: ..: �:>:::.:.: ... :...: : 199 9 :!-. ::: :.... ...:.. .3::p:.::;.3.3..:.:.;:� .:-..:;„...,.,. :';,3994- 5�....,..:... 4.::�<«1995Ab>.:t:>..< ;z:::i•.;:.. lr.9; >:::ia rr..: .;.v: n:;. ...; 3... ..3:X.. STA FMG:SV.Ilill4ARY:;> ;; Regular Positions: 0 0 0 0 Temporary Positions: Full-time equivalents 5 5 7 7 SIGNIFICANT EXPENDITURE AND STAFFING CHANGES * 1995-97 To increased hours of program ($16,200) * 1995-97 Hale Park Program - Hire part-time employees ($16,200) CDBG MAJOR 1995-97 OBJECTIVES * 1995-97: Reach a 40% return on the Afterschool program * 1995-97: Increase participation enrollment and offer quality child care RELATED COST CENTERS Recreation Playgrounds (10-702.01) D-40 LEISURE. CULTURAL AT'NI) SOCIAL SERVICES ACTIVITY: Library DEPARTMENT: Library ACTIVITY DESCRIPTION PROGRANI: Cultural Services FUND: General Fund The Library activity provides informational, and educational Library services to the community. Activity goals are: 1) well -staffed and supported reference service; 2) frequent and varied children's programs; 3) friendly and efficient circulation service; and 4) effective and timely support services. This activity has four major elements: ' Reference service. Assist individuals of all ages fwd the information they want. Recommend material for collection development (10 percent of the activity). * Children's services. Provide storyhours and activities for pre-school and school age children. Develop children's materials collection (5 percent of the activity). s Circulation Services. Register people for library cards. Assist in the location of materials. Perform circulation functions (30 percent of the activity). * Support services. Order and process materials for collection. Maintain collection in good condition. Maintain interior and exterior in safe and working condition. Maintains internal personnel records (55 percent of the activity). .. _..... _ ........ _ .__ :.. .... ...... ..._. ......... ...._... _.. CTtVITY: COS i S ....;,. ,.::,ACTU t BIIDGETED :.:; . 7�E 1<IEST£D :. �ROP.OSLD :> Staffing 657,059 676,825 760,130 753,090 Utilities and Communications 54,567 64,990 67,110 75,900 Suoolies. Materials and Senices 140.456 222.080 233.720 235.800 Minor Canital I I I Other Pavments 25,624 15,280 16,845 16,580 D-53 LEISURE, CULTURAL AND SOCIAL SERVICES ACTIVITY: Library DEPARTD11ENT: Library PROGRAM: Cultural Services FUND: General Fund SIGNIFICANT EXPENDITURE AND STAFFING CHANGES * 1995-96 Hire Contract Technology Expert ($53,600) * 1995-96 Hire half-time Library Assistant (513,562) * 1996-97 Hire two half-time Librarians I's ($35,585) MAJOR 1994-96 OBJECTIVES * 1995-97: Maintain current level of service * 1995-97 Use of volunteers RELATED COST CENTERS Library Administration (21-801.01) D-54 LEISURE, CULTURAL AND SOCLAL SERVICES ACTIVITY: Community Center PROGRAM: Cultural Services DEPARTMENT: Administration FUND: General Fund ....... .9 9' .. ...... .... ........ .. . .. Mk 'G .... . . .... . ..... M "R DGETMD.."..?' '-1`.---`..RE0U--E ....... TEW;":., Community Center Director 1 1 1 1 Senior Services Coordinator 1 1 1 1 Administrative Clerk I I I I Building Maintenance Worker 0 1 1 1 Maintenance Worker 0 0 1 1 Total 3 4 5 5 Temporary Positions: Full-time equivalents 0 0 5.5 5.5 SIGNMCANT EXPENDITURE AND STAFFING CHANGES * 1995-96 Purchase table & Chair replacements ($8,500) * 1995-96 Arts Commission Supervisor ($10,000) * 1995-96 Purchase power man lift ($5,900) * 1995-97 Maintenance Worker 11 ($32,290) 0 1995-97 Admin. Clerk part-time ($8,700) MAJOR 1995-97 OBJECTIVES * 1995-97: Continue to work toward achieving activity goals RELATED COST CENTERS Community Center Administration (120-040.03) Senior Information (120-704.02) Hutchins Street Square Pool (120-704.03) Hutchins Square Maintenance (120-752.05) D-57 LEISURE, CULTURAL AND SOCIAL SERVICES ACTIVITY: Cultural Activities DEPARTMENT: Administration ACTIVITY DESCRIPTION PROGRAM: Cultural Services FUND: General Fund The Cultural Activities program is responsible for encouraging, promoting and providing for cultural development in the fine arts and performing arts (crafts, art, music, dance, drama). Activity goals are: 1) improve the quality of life to residents and visitors to Lodi; 2) promote Lodi as a regional center for cultural activities; and, 3) develop long-term programs to encourage cultural growth. This activity has one major element: • Cultural activity grants. Evaluate requests and recommend funding for local non-profit organizations that promote cultural activities (100 percent of the activity). ..kf4�r }. .. Fi,}r:}. :h:br: PR'.:i>: fr'} p .>+�i•},:a" ::;p....:{.:;:y f r [�y� +zkw :..tr?x. , {k2'iw '� {••�.7 .�•�S k,19:�..�J:X;:k. ::`'��73�Jtr .:�;:ifra ?::: :i..:.: s.:v.:.A:wsn:v n.. . ..v.{.:':::?::.:ao-i:: Y.: {t:: n: 'vw: ^.� s:..{n" ^-;.. v:... vi�•i.: CiC;'I'iib :.::«< ...1`iES1��. Stan Utilities and Communications Supplies, Materials and Services Minor Capital Other Payments 34,445 40,354 40,350 Total 34,445 40,350 40,350 STAFFING SUM04ARY None - Staff assistance is provided through the Community Center. SIGNIFICANT EXPENDTIURE AND STAFFING CHANGES None MAJOR 1995-97 OBJECTIVES None RELATED COST CENTERS Lodi Arts Commission (120-702.12) D-58 COQ AND ECONOMIC DEVELOPMENT ACTIVITY: Current/Advance Planning PROGRAM: Planning DEPARTMENT: Community Development FUND: General Fund ... v:-:..::..fx-r•-:=F::-sa:�-F:?.s,-::•;x.;e;.a.,..,.,.:;;::..:-: :,.. .:..;-..yp:,,.,...; .. :::y ::F: :: .'... .: : ,.::: .:..:. .t.;:..:... :. :: :>::F:::ov., ;:i_iy i>.; .%"' .. r. .x.. a +� {�,� ti::<c::c:,�:I7.!t:��:Sc>.,,::::i:.:g_:;::,;�;.,.:,..:..:...�?rf?;�f �dYF•:%itt?t37J�J,+T:{!�a?:°r:: Regular Positions: Conununity Development Director 1 1 1 1 Senior Planner 1 1 1 1 Assistant Planner 2 2 2 2 Department Secretary I 1 1 1 Total 5 5 5 5 Tempormy Positions: Full-time equivalents 0 0 0 0 SIGNIFICANT EXPENDITURE AND STAFFING CHANGES None MAJOR 1995-97 OBJECTIVES * 1995-96:. Revise and adopt new sign ordinance to incorporate new ideas that result from the Downtown Study. * 1995-96: Conduct a comprehensive review of the City's growth Management Plan to evaluate the effectiveness of the plan and possible improvements. * 1995-96: Conduct 5 year update of the General Plan * 1995-97: Provide technical support on Downtown and Cherokee Lane Revitalization effort and work with consultant on implementation measures. * 1995-97: Revise City's General Plan and Zoning Ordinance to incorporate results of the Downtown and Cherokee Lane Revitalization Study. * 1995-97: Support efforts of the City's Economic Development Coordinator to promote and implement business retention and expansion. RELATED COST CENTERS Planning Administration (10-045.01) Grant Administration (10-045.03) D-63 CONnIUNTrY AND ECONOMIC DEVEL)OPIMENT ACTIVITY: Building and Safety PROGRAM: Construction Development Building DEPARTMENT: Community Development FUND: General Fund ACTIVITY DESCRIPTION The Building and Safety activity interprets and enforces construction and building codes, regulations and ordinances to regulate construction, occupancy, handicap accessibility, energy efficiency and life safety of all buildings constructed in the z b City of Lodi. Activity goals are: 1) safe, sound and energy efficient buildings; 2) compliance with codes and ordinances; and 3) timely and response to public inquiries. This activity has five major elements: Public information. Answer questions and offer interpretations about construction codes and regulations (20 percent of the activity). Construction permit application review. Review construction permit applications and plans for compliance with applicable codes and ordinances; issue permits; and collect fees (30 percent of the activity). Development review coordination. Coordinate permit application reviews with other departments/agencies to ensure compliance with other development regulations (10 percent of the activity). Construction inspection. Inspect construction projects to ensure compliance with codes, ordinances, permits and approved plans (35 percent of the activity). Code enforcement. Investigate violations of housing, construction and occupancy codes; and follow through with abatement orders (5 percent of the activity). ... ... ................... ... 9.4 a ..::..k...}•......: . . . . . . . . . .......... 7 0!.* -0-s3.. ORRI I. -P.110 tit" ot Staffing 324,625 349,160 347,120 347,120 Utilities and Communications 2,374 1.600 3,550 3,550 Supplies, Materials and Services 79,799 99,220 96,440 90,790 Minor Capital 4,872 4,500 L�l 3 Other Payments 2.976 3,000 4,000 1 4,000 Total 414.646 457.480 1 451,110 1 445.460 1 D-64 ..::..k...}•......: . . . . . . . . . .......... ....... ..................................... . AA W AMOG MOM INV` Q ot Regular Positions: Chief Building Inspector I I I Senior Building Inspector I I I Building Inspector 3 3 3 3 Administrative Clerk 1 1 1 1 Total 6 6 6 6 Ternporairy Positions: Full-time equivalents .9 .9 1.4 1,4 D-64 CONEMNITY AND ECONOMIC DEVELOPMENT ACTIVITY: Engineering DEPARTMENT: Public Works PROGRAM: Construction Development FUND: General Fund . . . . . . . . . . . ... ................ .......................................... .............................. K, iijmtg'0�54:�.k�: ... .. ......... . . .. �00---- . . ........... Regular Positions: City Engineer 1 I I Senior Civil Engineer I 1 1 1 Civil Engineer * 3.5 3.5 3.6 3.7 Engineering Technician Assistant 1 0 0 0 Engineering Supervisor 2 2 2 2 Senior Engineering Technician 2 2 2 2 Engineering Technician I I I I Total 13.5 12.5 12.6 12.7 Temporary Positions: Full-time equivalents .6 0 .4 One Traffic engineer position is authorized full-time but presently filled half time by contract employee with increases to 60% in FY 95/96 and 70% in FY 96/97 SIGNIFICANT EXPENDITURE AND STAFFING CHANGES * 1995-96 Contract engineers ($60,000) and equipment ($7,000) MAJOR 1995-97 OBJECTIVES * 1995-96: Update Development Impact Fee Program * 1995-96- Update construction specifications * 1995-96: Evaluate encroachment permit program and recommend new fee structure * 1996-97: Update traffic signal priority study RELATED COST CENTERS General Engineering (10-302.01) D-67 COMMUNM AND ECONONUC DEVELOPTN= ACTIVITY: Economic Development PROGRAM: Economic Development DEPARTMENT: Administration FUND: General Fund ACTIVITY DESCRIPTION The Economic Development activity plans, organizes and coordinates the economic development and revitalization program for Lodi with other agencies and organizations; focuses City resources on specific activities intended to preserve and promote the stability of the business community; to promote job growth; and, to promote Lodi as a regional business center. Activity goals are: 1) recruit new businesses; 2) retain and expand existing businesses; 3) create a beneficial atmosphere for conducting business; 4) promote a competitive tax and fee environment; 5) assist business ventures; 6) coordinate revitalization of downtown; 7) coordinate Cherokee Lane Improvements; and 8) market Lodi as a tourist and business center. This activity has five major elements: City relations with business community. Establishes and maintains day to day communication with business community and business organizations to identify issues, concerns and interests of existing businesses, potential new businesses or business organizations; and, coordinates with City staff and other agencies to provide answers, regulatory reform or streamlining City services (35 percent of the activity). * Revitalization and beautification. Work with business and property owners to develop plans, projects and incentives to revitalize business in existing commercial and industrial zones; assist and coordinate with community groups to sponsor public events, trade fairs and activities in the downtown and other commercial business zones to attract shoppers to Lodi; and, act as project manager for the City for projects and programs approved by the City Council (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) (10 percent of the activity). ' Financial assistance. Recommend, administer and manage financial assistance programs approved by the City Council to assist businesses and property owners, expand business and/or create new jobs (10 percent of the activity). x ..t�ltPtf,M Staffing 67,550 66,520 66,520 Utilities and Communications 152 2,150 2,150 2,150 Supplies, Materials and Services 23,168 68,990 113,920 113,920 Minor Canital Fthjr7�P7ayinents 42,700 37,200 99,500 99,500 Total 66,020 1 175,890 282,090 282,090 D-68 CGININIUNITY AND ECONOINfIC DEVELOPIN= ACTIVITY: Economic Development DEPARTMENT: Administration PROGRAM: Economic Development FUNTD: General Fund SIGNIFICANT EXPENDITURE AND STAFFING CHANGES * 1995-96 Consulting Services ($16,350) MAJOR 1995-97 OBJECTIVES * 1995-96: Implement Downtown Revitalization Study * 1996-97: Implement Cherokee Lane Study * 1996-97: Market and promote Lodi on a regional and National basis * 1996-97: — Coordinate the business attraction program for the City * 1996-97: Increase involvement with the San Joaquin Partnership RELATED COST CENTERS Economic Development (10-043.01) D-69 A .4 Regu.lar Positions: Adm Assit to City Manager 1 0 0 0 Economic Development Coordinator 0 1 1 1 Total I I I I Temporary Positions: Full-time equivalents 0 .5 0 0 SIGNIFICANT EXPENDITURE AND STAFFING CHANGES * 1995-96 Consulting Services ($16,350) MAJOR 1995-97 OBJECTIVES * 1995-96: Implement Downtown Revitalization Study * 1996-97: Implement Cherokee Lane Study * 1996-97: Market and promote Lodi on a regional and National basis * 1996-97: — Coordinate the business attraction program for the City * 1996-97: Increase involvement with the San Joaquin Partnership RELATED COST CENTERS Economic Development (10-043.01) D-69 CONEW]UNM AND ECONOMIC DEVELOPKENT ACTIVITY: Community Promotion PROGRAM: Economic Development DEPARTMENT: Administration FUND: General Fund ACTIVITY DESCRIPTION The Community Promotion activity promotes the City as a center for trade, recreation and tourism. The activity goal is to foster and promote a stong reliable tourist induistry for the City's economic base. Major activities funded through this program include: • Lodi Conference and Visitors Bureau. ($53,000) • Promotional Services ($22,000) • San Joaquin Partnership. ($20,000). • Lodi Downtown Business Association. ($2,700) * Highway Advertising. ($25,000) AY:<.......:::<:........ ,. . .............................. ................... :................':..... - - ..mss..;.: ISFiA:'<.:'�033D`En fi ...S' ..ItQ Staffing Utilities and Communications Supplies, Materials and Services Minor Capital Other Payments 122,700 97,700 Total 122,700 97,700 None. Staffing provided through Economic Development Division of Administration SIGNIFICANT EXPENDITURE AND STAFFING CHANGES * 1995-97 Lodi Conference and Visitors Bureau ($60,000) MAJOR 1995-97 OBJECTIVES • 1995-96 Develop, obtain Council approval and implement promotional program RELATED COST CENTERS Community Promotion (10-020.06) D-70 GENERAL GOVERNMENT ACTIVITY: City Council PR-OGRANI: Legislation and Policy DEPARTMENT: City Council and Advisory Bodies FUND: General Fund ACTIVITY DESCRIPTION The City Council activity governs the City of Lodi by enacting and enforcing laws, policies and regulations concerning municipal affairs, subject only to limitations and- restrictions provided in the State of Califomia Goverment Code and Constitution. Thirteen advisory commissions and committees assist the City Council with this work. Activity goals are: 1) open, informed and democratic public decisions; 2) responsive and appropriate legislation; 3) efficient and effective execution of adopted laws, policies and regulations; and 4) providing the tax payer and residents with the best services and facilities within available resources. This activity has three major elements: ' Legislation. Enacts ordinances, appropriations and resolutions; and, reviews compliance with adopted laws, policies and regulations (40 percent of the activity). • Policy. Reviews and adopts plans which guide the decisions and actions of the City's activities and capital investment projects (40 percent of the activity). ' Supervision. Directs and evaluates the City Manager, City Attorney and City Clerk (20 percent of the activity). ':` <ACZTV<Tlt CrDSTS ,..; AC'I'iIAL BIIDGETEB< :REQi3E5'TRD <.: .PR{3POEhr: Staffing 53,737 53,750 57,780 57,780 1 Utilities and Communications I I [ I Minor Canital I I Other Pavrnents I I I I 1 Total I 70.277 I 74:150 I 78.180 I 78.180 ..., ::.::�:;;;:<:�s�:�><>•:�::<>::��:�::<::;>;:::::.>.:;�::>„?`«;>�:zi:`.:;:is..,..,.::::.;a<...19.93-94.._---------- :..:..:� ............ :.1199 9.5 .......:.:..:.: R.”...;� .::.:.:.:. I<<.;N:STAPIis`i1�IGIMN1AiY.:":<< AC'i'[AL . :::.•BIiflGE"1'ED .:..::RE D..". #0 Regular Positions: Ma or 1 i 1 1 Councilmembers 4 4 4 4 Total 5 5 5 5 Temporary Positions: Full-time equivalents 0 0 0 0 SIGNIFICANT EXPENDITURE AND STAFFING CHANGES None XWOR 1995-97 OBJECTIVES * 1995-97: Outlined in the Major City Goals section of the financial plan. RELATED COST CENTERS Council (10-001.03 through 12) D-71 GENERAL GOVERMENT ACTMTY: City Manager DEPARTMENT: Administration ACTTVTTY DESCRIPTION PROGRAM: General Administration FUND: General Fund The City Manager activity implements City Council legislation, policies and regulations; provides information and recommendations to the City Council; directs delivery of City services; and, manages the implementation and accomplishment of City goals. Activity goals include: 1) fostering an informed public decision making process; 2) responsive, effective and efficient City services; and 3) effective City management. This activity has four major elements: ' Direction and leadership. Focus the efforts and contributions of staff on results and not work; establish performance standards; build consensus on important issues; develop budget policies and procedures; establish priorities; and, making decisions. (40 percent of the activity). ' Advising and assisting the City Council. Orient new councilmembers on the operation and functions of city government; recommend legislation, policies and regulations; establish effective employee relations and conduct labor negotiations; provide for the review of services; assist citizens with Council requests; represent the City with other government agencies; anticipate problems; handle Council appointments; and, resolve conflict (40 percent of the activity). = Community relations. Understand community demands and expectations; foster effective relations with community groups, organizations and interest groups; process citizen requests; and, maintain effective communications with the news media (10 percent of the activity). ' Promoting the City's future. Recommend short, medium and long range plans for land use, economic development, service levels, capital facilities and resources (personnel, material, facilities, money) (10 percent of the activity). :;.. _::: :..1993=94:..:. ,.. 3994 95 :::: :.:... .:.995=9G's;:;:`>> ::... '; ..�199�95 . CTIV3TY COSTS «: +�CTt3AL >:>8i1DOET£13 _.. . . iR. '[TESTED.:. > ...PR{3P:.OSEI3..`;. Staffin 242,948 244,545 254,800 254,800 Utilities and Communications 676 500 650 650 Supplies, Materials and Services 13,828 14,425 10,350 12,100 Minor Capital 1,341 250 0 Secretary to the City Manager Other Rwments 1 1 1 Total 3.5 3.5 3 3 Temporary Positions: ::.::::....:::::.:.......4.... ��::..• ...15.93=44::. ?';:i994::95...:�><<° ::... '; ..�199�95 . ..:;,�2E 1<3ES3E"ED :� �ROIPOSED:. Regular Positions: City Manager 1 1 1 1 Assistant City Manager 1 1 1 1 Legal Secre .5 .5 0 0 Secretary to the City Manager 1 1 1 1 Total 3.5 3.5 3 3 Temporary Positions: Full-time equivalents 0 0 0 0 GENERAL GOVERNMENT ACTIVITY: City Wide Training DEPARTMENT: Personnel ACTIVITY DESCRIPTION PROGRAM: Training & Development FUND: General Fund The City wide Training activity is responsible for promoting a quality workforce by providing training and development opportunities to employees to increase productivity; and enhance the overall effectiveness of staff. Employee training and development. Develop programs to promote training of employees (100 percent of the activity). 4 S yr 99 1944;9 t. .::.::. . ...:.:...; ... . .................. AiY1T' iGiiS7S`i�TiJ.I, 3Ui?GE;TEI] R£QUEST£I3,. Staffing Utilities and Communications Supplies, Materials and Services 6,300 6,300 Minor Capital Other Payments Total 6,300 6,300 STAFFING SUMMARY None SIGNIFICANT EXPENDITURE AND STAFFING CHANGES * 1995-96 San Joaquin Valley Consortium ($1,800) * 1995-96 General Supervisory Training ($1,000) * 1995-96 Drug & Alcohol Training ($500) * 1995-96 Sexual Harassment training ($500) * 1995-96 Performance Evaluation training ($2,500) AI OR 1995-97 OBJECTIVES * 1995-96: Train staff and begin management performance evaluation program * 1995-96: Develop and train supervisors on administrative procedures and methods of disciplinary actions * 1996-97: Obtain management training of employment and labor relations matters * 1995-97 Develop five year training program RELATED COST CENTERS Training - City Wide (10-040.04) D-83 GENERAL GOVERNMENT ACTIVITY: Risk & Solid Waste Management PROGRAA4: Administrative Services DEPARTMENT: Administration FUNTD: General Fund ACTTVTTY DESCRIPTION The Risk & Solid Waste Management activity reduces risk of incidents and protects the City from liability due to losses; assists management and employees in reducing work related injuries and disease; promotes health and fitness; oversees refuse collection, industrial waste and recycling franchise agreements; and, enforcement of the property maintenance ordinance. Activity goals are: 1) reduce and eliminate avoidable incidents; 2) reduce City's exposure to risk; ensuring adequate and appropriate insurance coverage for liability due to losses; 3) promote a physically and mentally healthy work force; 4) efficient and reliable solid waste collection and disposal; 5) maximum diversion feasible of solid waste from the landfill; and, 6) reduce or eliminate environmental blight in community. This activity has four major elements: s Loss control activities (50 percent of the activity) Liability claims administration. Review general liability claims against the City and recommend appropriate administrative action (20 percent of the activity). Workers' compensation claims administration. Review employee injury claims against the City and recommend appropriate administrative action (50 percent of the activity). Insurance review. Ensure that contractors and special event sponsors carry adequate insurance to protect the City, review the City's self-insurance provisions to ensure adequate funding to cover losses (15 percent of the activity). Safety improvement. Identify safety risks and recommend corrective actions (10 percent of the activity). Health and fitness education. Develop and sponsor classes on health and fitness (5 percent of the activity). s General liability, property and workers compensation insurance (10 percent of the activity) Liability. Provide general liability coverage to $10 million with a self-insured retention of $500,000 (77 percent of the purchased insurance) Property. Provide coverage for property and damage loss (8 percent of the purchased insurance). Workers Compensation. Provide workers compensation coverage up to statutory limits with a self-insured retention of $250,000 (15 percent of the purchased insurance). • Solid waste management (20 percent of the activity) Solid waste planning and coordination. Review and develop solid waste and household hazardous waste management plans; and coordinate these activities with regional agencies (70 percent of the program). Solid waste franchise administration. Ensure compliance with franchise agreements, receive and evaluate customer complaints, and review rate adjustment requests (30 percent of the program). • Property maintenance activities (20 percent of the activity) Property maintenance standards. Develop and recommend property maintenance standards for cleanliness within the City and neighborhoods (10 percent of the program). D-84 GENERAL GOVERNMENT ACTIVITY: Revenue Services PROGRAM: Administrative Services DEPARTMENT: Finance FUND: General Fund ACTIVITY DESCRIPTION The Revenue Service activity collects, protects and invests the City's funds; maintains liaison with the City's designated depositories (banks); advises the staff on tax policies; collects taxes, and issues bills; issues utility and other miscellaneous bills of the City; administers and manages the parking collection contract; and assists in preparing the annual budget and financial reports. Activity goals are: 1) to provide timely, efficient and accurate service to staff and customers; 2) to ensure the maximum return on the City's invested funds; 3) to protect City funds from unauthorized use, diversion or theft; and, to promote positive customer relations. This activity has six major elements: • Leadership and administration. Plan, organize, direct, coordinate and review the City's billing, collection and fund control operations; establish rules, procedures and polices to provide for the day to day conduct of revenue operations; advise and assist Finance Director and staff on revenue policies and procedures; foster and promote a positive and efficient work place; recognize and reward excellent performance; and make decisions (10 percent of the activity). • Collection services. Prepare, collect and reconcile city bills 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/or monitor taxes due the City; enforce provisions of City legislation for collection of locally administered and collected taxes; and, reconcile and analyze tax revenues to annual estimates (10 percent of the activity). • Investment of City funds. Advise and assist the Finance Director invest City funds in accordance with the City's investment policy; record, track, analyze and report on City investments; development and recommend investment policies; and, prepare the City's monthly investment report. (10 percent of the activity). • Administration of parking 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). • Budget preparation. Assist and advise Finance Director and staff develop revenue projections for the City's financial plan and budget; track and reconcile projected revenues to actual projections; recommend raid -year adjustments; and prepare cash flow projections (5 percent of the activity). D-91 993-9...:........::...L'i94-9..::>:<:::;::...;.:. 1495........... _.. VIN:,,...ACTIViTYt05TS ..:: ACTT#AL .,.:....Bi3DGET1i3 Staffing 349,606 362,010 384,155 384,155 Utilities and Communications I 78,829 91,120 98,410 98,410 Supplies, Materials and Services 40,968 58,600 60,950 60,950 Minor Capital 723 1,000 1,000 1,000 Other Payments D-91 ACTIVITY: Revenue Services PROGRAM: Administrative Services DEPARTMENT: Finance FUND: General Fund SIGNIFICANT EXPENDITURE AND STAFFING CHANGES None MAJOR 1995-97 OBJECTIVES * 1995-97 Assist in review and selection of computer software for cashier system and utility billing system * 1995-97: Review and evaluate utility billing system and policies and make recommendations to improve efficiency, effectiveness and customer relations * 1995-97: Implement a cash and investment management system * 1995-97 Install a five year billing and payment history on INACTIVE utility accounts RELATED COST CENTERS Finance Revenue Division (10-050.05) D-92 Regular Positions: Revenue Manager Senior Account Clerk 2 2 2 2 Clerk 6 6 6 6 —Account Total 9 9 9 9 Temporary Positions: Full-time equivalents 2.5 2.5 2.5 2.5 SIGNIFICANT EXPENDITURE AND STAFFING CHANGES None MAJOR 1995-97 OBJECTIVES * 1995-97 Assist in review and selection of computer software for cashier system and utility billing system * 1995-97: Review and evaluate utility billing system and policies and make recommendations to improve efficiency, effectiveness and customer relations * 1995-97: Implement a cash and investment management system * 1995-97 Install a five year billing and payment history on INACTIVE utility accounts RELATED COST CENTERS Finance Revenue Division (10-050.05) D-92 GENERAL GOVERMENT ACTIVITY: Benefits Administration DEPARTMENT: Personnel ACTIVITY DESCRIPTION PROGRAM: Non -Departmental Services FUND: Benefits Fund The Benefits Administration activity is for administering and paying for employee benefits as provided by agreement. The activity goal is to establish effective planning, budgeting and accounting for the City's benefits program. This activity has fifteen major elements: * Medical care. To program and fund medical care benefits for employees ($1,493,500) (Payroll charge) • Retiree's medical insurance. To fund the cost of medical insurance for retirees ($221,450). (CAP number of employees) = Medical co -pay reimbursement. To fund the cost of compensating married employees for using one medical/dental insurance plan ($3,090). (CAP number of participants by Fund) • Employee self-insured medical care. To fund the cost of compensating employees for discontinuing medical coverage or carrying single coverage in lieu of family coverage ($65,000). (Payroll charge holding account) = Dental insurance. To fund the cost of dental insurance for employees and dependents and administrative fees ($211,770). (Payroll charge) * Vision care. To fund employee benefit for cost of vision ($54,590). (Payroll charge) - Chiropractic care. To fund cost of chiropractic care for employees enrolled under the City's medical insurance plan ($33,990). (Payroll charge) * Employee assistance program. To fund employee benefit for cost of counseling services ($10,800) (CAP number of employees) • Life insurance. To fund the cost of life insurance for employees and spouses with the exception of police and fire in amounts from $10,000 to $150,000 ($30,060). (Payroll charge) • Accidental death insurance. To fund cost of accidental death insurance for management, mid -management, general service and police officers in the amount of $25,000 ($4,000). (Payroll charge) • Unemployment insurance. To fund claims against the City under a self-insurance program for unemployment claims paid ($43,260). (Payroll charge) = Long term disability. To fund cost of disability payments made to employees except police and fire; pays up to 213 rds of salary loss ($7,000). (Payroll charge) • Employee recognition program. To fund cost of service awards, gifts and annual dinner dance ($14,000). (CAP number of employees) • Deferred compensation. Employee benefit allowing employees to deposit monies into a deferred compensation plan as a tax benefit and self-funded retirement plan (paid by employee except City match). (City match is payroll charge holding account) D-107 GENTERAL GOVERMA NT ACTIVITY: Benefit Administration PROGRAM: Non -Departmental Services DEPART11fENT: Personnel FUND: Benefits Fund ' Flexible spending accounts. To fund administrative fees for pre-tax costs of dependent care, out of pocket costs of medical/dental expenses and insurance premiums of employees ($2,500) (CAP number of employees) .....,n........................................................ n:: ::::::•..:.. ::::::: ..........._.....................,.::,,:::: ...-.... w:: ?:::.�v; v. ............ :: !tiv{:'iii:: ]]ii>:MOi_ ". 99. 9.. 9...�. ..'! ::AC'1VITZ':CUSTS� f AC I'LI::....,,;B7DGET1vD,:.,:.:REQ.>IIESTEb..:.:PR{)E0 SIB>. Staffing Utilities and Communications Supplies, Materials and Services 66,363 1,665,600 1,649,890 1,649,890 Minor Capital Other Payments 405,620 480,120 480,120 Total 66,363 2,071,220 2,130,010 2,130,010 STAFFING SUNMlARY None. SIGNIFICANT EXPENDITURE AND STAFFING CHANGES None MAJOR 1995-97 OBJECTIVES None RELATED COST CENTERS Medical Care (27.0-020.04) Retiree's Medical Care (27-020.05) Medical Co -Pay Reimbursement (27-020.06) Dental Insurance (27.0-020.07) Vision Care (27.0-020.08) Chiropractic Expense (27.0-020.09) Employee Assistance Program (27-020.10) Life Insurance (27.0-020.11) Accidental Death Insurance (27.0-020.12) Unemployment Insurance (27.0-020.13) Long Term Disability (27.0-020.14) Employee Recognition Program (27-020.15) Flexible Spending Account (27-020.16) D-108 GENERAL GOVERNN10ENT ACTIVITY: Contingencies DEPARTMENT: Administration ACTIVITY DESCRIPTION PROGRAM: Non -Departmental FUND: Designated Fund Balance The Contingencies activity is for programming unplanned expenditures which could not be anticipated prior to adoption of the budget by the City Council. This activity two major elements: * Unprogrammed expenditures. To fund the cost of emergencies, natural disasters and other expenditures which could not be anticipated. * Ventures. To fund opportunity costs which result in savings from innovations such as new technology, contract services and/or other long term savings. . ............... Ub.... m.*. -A - T .......... 81., . R - -- .' M. A. 19 B G Staffing Utilities and Communications Supplies, Materials and Services Minor Capital Other Payments 300,000 300,000 400,000 400,000 Total 300,000 300,000 400,000 400,000 STAFFING SUMMARY None. SIGNIFICANT EXPENDITURE AND STAFFING CHANGES Increase designated reserve for contingencies $100,000 MAJOR 1995-97 OBJECTIVES None CITY MANAGER BUDGET ADJUSTMENTS None RELATED COST CENTERS Designated Fund Balance - General Fund 1995-97 FINANCIAL PLAIN AND BUDGET CAPITAL MPROVEMENT BUDGET OVERVIEW All construction projects and capital purchases which cost more than $10,000 are included in the Capital Improvement Budget. Purchases of vehicles and equipment on an equipment replacement schedule are purchased by the Equipment Fund. Mnor capital purchases of less than $10,000 are included with the Activity Budgets. Through the Capital Improvement Budget and Capital Improvement Plan, the City systematically plans, schedules and finances capital projects to ensure conformance with City policies and funding sources. The Capital Improvement Budget is a four year plan organized by mission. Public Safety Leisure, Cultural, and Social Services Public Utilities Community and Economic Development Transportation General Government The Capital Improvement Budget emphasizes project planning, with projects progressing through at least two and up to six of the following phases: 1. Designate. Appropriates funds to the Control Account based on projects designated for funding by the Council through adoption of the Financial Plan and Budget. 2. Study. Includes concept design, site selection, feasibility analysis, schematic design, environmental determination, property appraisals, scheduling, grant application, grant approval, and preparation of specifications for equipment purchases. 3. Acquisition. Includes equipment purchases and property acquisition for projects, if necessary. 4. Design. Includes final design, plan and specification preparation, and construction cost estimation. 5. Construction. Includes bid administration, construction, project inspection and management and closeout. 6. Debt Service. Includes installment payments of principal and interest for completed projects funded through debt financing. Expenditures for this project phase are included in the Debt Service section. Generally, it will become more difficult for n project to move from one phase to the next. As such, more projects will be studied than designed, and more projects will be designed than constructed. E-1 199-97 FINANCIAL PLAN AND BUDGET CAPITAL LAIPROVEIIMENT BUDGET ORGANIZATION The Capital Improvement Budget consists of the following parts: 1. Summary of Capital Improvement Budget expenditures by mission. 2. Summary of expenditures by activity and funding source. 3. Summary description of each of the major projects (does not include descriptions of minor projects) in this document. CAPITAL APPROPRIATION POLICY The City's annual appropriation for capital projects is based on the projects designated by the City Council through adoption of the Financial Plan. Adoption of the projects listed in the Financial Plan does not automatically allocate funding for specific projects. The appropriation is made to a capital control account and held there pending specific authorization to release and appropriate funds to a project account. This authorization generally occurs only after the preceding project phase has been completed and approved by the Council and the costs are for the succeeding phases have been fully developed. Accordingly, project appropriations for acquisitions and construction are generally made when contracts are awarded. Capital project appropriations to the capital control account, which represent the funds not allocated to a specific project, lapse after three years. Projects which lapse from lack of project account allocations may be resubmitted. Projects accounts which have been allocated funds will not lapse until the project is completed. All project appropriations should generally come from the capital control account; as such, no adjustments to the capital budget appropriation will be required even if the project costs are greater than original estimates. This approach has several advantages and disadvantages: Advantages: • Ensures that project appropriations are based on realistic cost estimates and that funding is committed only after a significant milestone is achieved, such as contract award. • Avoids the overstatement of project funding for projects which may be canceled or deferred. • Ensures that projects are not initiated until adequate study or design has been completed. • Avoids financial commitments to projects before required grants, agreements or other external funding is secured. • Avoids overstatement of capital funding needs based on actual expenditure levels which historically have been less than budgeted amounts. E-2 1995-97 FINANCIAL PLAN AND BUDGET CAPITAL IMPROVEMENT BUDGET Disadvantage: • A few high priority projects may be deferred due to the "first come, first serve" approach to project appropriations. Based on historical cash flow and expenditure patterns, the probability of such deferrals is considered minimal. Further the benefits associated with this approach far outweighs the possible disadvantage of deferring higher priority projects. This policy encourages ongoing project planning and management by requiring each phase to be reviewed and approved on a step-by-step basis, ensuring that projects are well conceived, designed and implemented. The following pages provide a listing of all Capital Improvement Projects by funding source. The following is a list of primary funding sources for projects. Capital Outlay Fund Donations Community Development Block Grants Impact Fees Debt Financing Other sources - primarily allocations for the City's property tax revenues as provided in the City's General Budget Policies. Street Fund Gas Tax Transportation Development Act (TDA) Measure K Sales Tax Impact Fees Other Federal and State subventions Enterprise Funds Electric Fund Water Fund Wastewater Fund Transit Fund Child Care Fund E-3 1995 - 97 FINANCIAL PLAN AND btJDGET SUMMARY OF CAPITAL BUDGET REQUESTS 4 1995 9G Reconinended Public Safety Police Protection 233,460 236,660 Fire Safety 240.000 293.000 Total Public Safety $ 473,460 $ 529,660 Public Utilities Electric Utility Services $ 898,845 $ 982,675 Water/Wastewater Utility Services 1,445,562 961,894 Total Public Utilities $ 2,344,407 $ 1,944,569 Transportation Streets and Flood Control $ 2,851,234 $ 2,054,134 Transit Total Transportation $ 2,851,234 $ 2,054,134 Leisure, Cultural & Social Services Parks and Recreation $ 400,450 $ 500,000 Community Center 670,000 6,200,000 Library 121,950 135,000 Boy's and Girl's Club 250,000 Total Leisure, Cultural & Social Services $ 1,442,400 $ 6,835,000 Community and Economic Development Planning $ 50,000 Construction Development 37,800 Economic Development 6,000,000 Total Community Development $ 6,087,800 $ - General Government General Administration 1,420,000 200,000 Administrative Services 300,000 900,000 Organizational Support Services 22,060 23,000 Total General Government $ 1,742,060 $ 1,123,000 TOTAL CAPITAL REQUESTS $ 14,941,361 $ 12,486,363 E-4 1995 - 97 FINANCIAL PLAN AND BUuGET SUMMARY OF CAPITAL BUDGET REQUESTS Public Safety Police Protection Police Operations Dispatch Recorder Message Repeater Motorcycle . Police Investigations Patrol Sedans Undercover Vehicles Radios Street Crime Unit Equipment Fire Safety Fire Administration Fire Engine Emergency Response Vehicle Support Vehicle Emergency Sedans Special Senices HazMat Equipment Technical Rescue Equipment Total Public Safety Public Utilities Electric Utility Service Capital Maintenance Projects Water/Wastewater Utility Services Water/Wastewater Water/Wastewater Capital Maintenance Sedan Pickup Backhoe Total Public Utilities 3*0,700 12 13.300 12 1 8,400 1 8,400 12 3 81,660 6 151,860 12 1 23,000 12 21,400 21,400 12 55,000 55,000 12 1 225,000 12 1 40,000 12 1 150,000 12 3 78,000 12 25.000 12 15.000 12 6 S 473,460 12 S 529,660 E-5 S 898,845 S 982,675 16 1,339.742 961,894 17& 18 16,200 17 23,570 17 66,050 17& 18 S 2.344,407 0 S 1,944.569 1995 - 97 FINANCIAL PLAN AND BULiGET Transportation Streets and Flood Control Street Maintenance Street Maintenance Projects Alley/Residential Street Improvements Handicap Ramp Installations Eastside Alley Lights Vibratory Roller I Pickup . Street Cleaning Street Sweeper I Total Transportation 2 Leisure, Cultural & Social Services Parks and Recreation Parks and Recreation Administration Van 1 Automated Registration System Park Maintenance Park Projects Leaf Sweeper l Park Maintenance Projects/Equipment In -Door Sports Facility Cultural Services Community Center Performing Arts Center Library Library Equipment On -Line Access Catalog Social Services Boy's and Girl's Club Total Leisure, Cultural & Social Senice 2 E-6 S 2,534,034 50,000 50,000 60,000 35,600 S 2,026,334 1 27.800 121,600 $ 2,851,234 1 S 2.054.134 SF 45 45 45 12 12 12 21,000 12 50.150 121 211,300 45 18,000 12 75,000 100.000 121 25.000 400.000 121 B 670.000 6,200,000 121 B 26,000 21 95.950 135.000 21 250,000 45 $ 1.442,400 0 $ 6,835,000 1995 - 97 FINANCIAL PLAN AND B%,.,GET SUMMARY OF CAPITAL BUDGET REQUESTS Community and Economic Development Planning Housing Rehabilitation Construction Development Building and Safety Sedan Engineering Pickup Economic Development Economic Development Downtown Revitalization/Cherokee Lane Redeveloment Agency Total Community Development General Government General Administration City Manager Information System Master Plan Contract Services Study Purchase of City Hall Annex Public Works Administration City Hall Remodel Parking Structure Administrative Services Finance Administration Debt Senice Organizational Support Services Field Services Sedan Equipment Replacement & Motor Pool Forklift Total General Government TOTAL CAPITAL REQUESTS * City Council Goals Funding Sources Equipment Fund (12) Electric Fund (16) Water/Wastewater (17& 18) Library (2 1) Community Development Block Grant (45) Street Funds General Fund Capital (12 1) Bond Proceeds (121 B) Total By Fund Source $ 50,000 45 1 17,900 12 I 19,900 12 5,900,000 121 B 100.000 121 2 $ 6,087,800 0 $ 150.000 20.000 550.000 700,000 300,000 150,000 121 121 121B 121B 50,000 121 900,000 121 E-7 1 23,000 12 1 22,060 12 1 $ 1,742,060 1 $ 1,123,000 16 $14.941,361 14 S 12,486,363 13 729,520 14 580,460 898,845 982,675 3 1,445,562 961,894 121.950 135,000 671.300 2,534,034 2,026,334 695.150 1,200,000 7,845,000 6,600,000 16 $14,941,361 14 $ 12,486,363 E-7 1995-97 Financial Plan and Budgr' CAPITAL BUDGET REQUEST ACTIVITY: Police Investigations REQUEST TITLE: Police Crime Unit Equipment PROJECT DESCRIPTION Purchase four police vehicles, other vehicle equipment and radios. PROJECTIVE OBJECTIVES To field a special five member police task force (Street Crimes Unit) to combat criminal activity in specific locations and to free the time of patrol officers for more routine duties. EXISTING SITUATION The City Council adopted a goal to field a special police task force (Street Crimes Unit) to focus police resources on specific criminal conduct. Lodi, like many cities in the central San Joaquin Valley, has seen an increase in gang activity, panhandling, street drugs and prostitution. This has been particular]), evident in an area of Lodi know as the Eastside Neighborhoods and is an area with a high concentration of rental units and apartments. A large number of residents in this area are transient laborers and have no stake in the long term well being of the community. The criminal conduct which has been evident for several months is unacceptable to the residents of the City who have high standards of acceptable conduct of themselves and their neighbors. To discourage and eliminate these conditions, the City Council will field this Unit over two years. PROJECT WORK COMPLETED None SCHEDULE AND PROJECT COSTS ALTERNATIVES • Do not field a Street Crimes Unit at this time. Defer implementation to a later time. • Scale back on equipment and vehicles. PROJECT EFFECT ON OPERATVVG BUDGET The purchase of these vehicles and equipment has been accounted for in the operating budget. The operating cost of the Police Crimes Unit is estimated to be $148.500 in 1995-96 and $92.900 in 1996-97. E-8 Prior Btidscts 1995-96 1996-97 1997-98 1999-99 Project Total Phasing Study Design Acquisition $55,000 355,000 $110,000 Construction Total $55,000 $55,000 S110,000 Recommended Funding Source Equipment Fund $55,000 $55,000 $110,000 ALTERNATIVES • Do not field a Street Crimes Unit at this time. Defer implementation to a later time. • Scale back on equipment and vehicles. PROJECT EFFECT ON OPERATVVG BUDGET The purchase of these vehicles and equipment has been accounted for in the operating budget. The operating cost of the Police Crimes Unit is estimated to be $148.500 in 1995-96 and $92.900 in 1996-97. E-8 1995-97 Financial Plan and Budge CAPITAL BUDGET REQUEST ACTIVITY: Fire Administration REQUEST TITLE: Emergence Response Vehicles PROJECT DESCRIPTION Purchase replacement for one replacement fire engine, a large fire support van. three large storage trailers N%ith equipment, a command vehicle and three replacement eniergency response sedans. PRIMARY OBJECTIVES The objectives of these acquisitions is to ensure that fire safer• personnel are equipped to conduct fire and life rescue services with safe and reliable equipment and that these personnel have the necessary vehicles and equipment to conduct fire and life rescue missions. EXISTING SITUATION The majority of the Fire Department's front line apparatus is in marginal condition. The four pumpers exceed 14 years service and 60,000 miles of operation. These vehicles are often taken out of service for mechanical breakdoxims. In addition to fire apparatus, the Fire Department should have a command vehicle to coordinate special operations (hazardous material handeling, natural disasters, heavy equipment rescue, vehicle accident extraction's, etc,) which require City response and in certain instances response front multiple agencies. In addition, the Department needs support vehicles to carry special equipment and material for these emergencies_ This includes air bottles, medical supplies, heavy rescue equipment, decontamination equipment. blankets, etc. There is not adequate space on existing vehicles and vans to store and transport this equipment to emergency sites. PROJECT WORK COMPLETED None. SCHEDULE AND PROJECT COSTS Prior Project Budgets 1995-96 1996-97 1997-98 1998-99 Total Phasing Study Design Acquisition Construction Total Recommended Funding Source Equipment Fund General Fund ALTERNATIVES The following alternatives have been identified: $225.000 $268,000 $493,000 522500 $268,000 $493,000 S118,000 S118,000 5225,000 5150,000 5375,000 • Defer purchase of vehicles and equipment in part or whole until a later budget. PROJECT EFFECT ON OPERATING BUDGET None. These vehicles and equipment are either replacement vehicles or equipment needed on a standby basis for specific emergencies. E-9 1995-97 Financial Plan and Budge CAPITAL BUDGET REQUEST -- ACTIVITY: WaterA%lastewater Utility San -ices REQUEST TITLE: Water/Wastewater Capital Maintenance PROJECT DESCRIPTION To plan, design, replace and maintain Nvater/wastewater infrastructure. PROJECT OBJECTIVES The objectives of this project are: 1) to ensure that the City's water and sewer utility infrastructure remains at a level of reliability and safety at standards established by City policy; 2) to replace and maintain infrastructure on an on-going basis with available revenues to preclude major rate hikes to finance breakdowns, system failures and deterioration; and. 3) to ensure the level of maintenance that protects the City's investment in City owned assets. EXISTING SITUATION The City of Lodi has an investment in water and sewer assets of approximately $:38 million dollars. These assets includes wells, water and sewer mains, laterals. plant facilities and major equipment end items. such as generators. The average maintenance level of $1.2 million per year (3% of asset value) over the next two years provides for the replacement and/or maintenance of waterAvastewater infrastructure once ever 33 ycars. The City docs not have a replacement and maintenance policy in place which sets maintenance and replacement standards other than a Capital Improvement Plan at this time. The Public Works Department did not submit capital budget requests for the 1995-97 Financial Plan and Budget due to extenuating circumstances. A specific list of projects will have to be brought back to the City Council at a later date. The level of investment in maintenance is based on the projected availability of funds for capital projects as estimated by the Finance Director, PROJECT WORK COMPLETED None SCHEDULE AND PROJECT COSTS ALTERNATIVES The following alternatives have been identified: • Decrease level of maintenance and lower rate charges for City customers. • Increase level of maintenance and increase rate charges for City customers. PROJECT EFFECT ON OPERATING BUDGET None. These are on-going maintenance programs and do not represent an increase in the level of service. E-10 Prior Project Budgets 1995-96 1996-97 1997-98 1998-99 Total Phasing Study Design Acquisition Construction Total $1,339,742 $982,675 $1,200,000 $1,200,000 $4,722,417 Recommended Funding Source Water/Wastewater Funds $1,330,742 $992,675 $1,200,000 $1,200,000 $4,722,417 ALTERNATIVES The following alternatives have been identified: • Decrease level of maintenance and lower rate charges for City customers. • Increase level of maintenance and increase rate charges for City customers. PROJECT EFFECT ON OPERATING BUDGET None. These are on-going maintenance programs and do not represent an increase in the level of service. E-10 1995-97 Financial Plan and Budges CAPITAL BUDGET REQUEST ACTIVITY: Public 1Vorks Administration REQUEST TITLE: City Hall Remodel PROJECT DESCRIPTION This project provides for the renovation of Cite Hall and space expansion for Finance Department staff PROJECT OBJECTIVES The following objectives were identified prior to the approval of this project: • To provide handicap access to go\•ernnteni facilities • To allo%v for staff growth over the next fifteen )-cars. • To replace the mechanical and electrical systents with more cost efficient systems. • To provide "state of the art" communications infrastructure to support expansion of the City's computer systems and new information technology. EXISTING SITUATION Information not provided by Public Works PROJECT WORK COMPLETED The scope of the project is not clear with the information available to the Finance Director. SCHEDULE AND PROJECT COSTS Prior Projccl Budects 1995-96 1996-97 1997-98 1998-99 Total Phasing Study Design Acquisition Constntction $700,000 $700,000 Total $700,000 5700,000 Recommended Funding Source Capital Outlav Fund S700.000 5700,000 ALTERNATIVES Unknown PROJECT EFFECT ON OPERATING BUDGET Unknown E-23 1995-97 Financial Plan and Budg CAPITAL BUDGET REQUEST ACTIVITY: Economic Development REQUEST TITLE: Do\+ntown Perking Facility PROJECT DESCRIPTION Plan, design and construct a parking facility PROJECT OBJECTIVES The objectives of this project have been identified as: • Promotion of adequate and convenient all weather parking to attract customer to the downtown area. • To discourage downtown business employees from using street parking. • To free the current parking lots for commercial development. EXISTING SITUATION The City of Lodi has an inventory of 1088 parking spaces (7 i0 street spaces and 348 lot spaces) in the downtown. Of these, 300 spaces are permit spaces for employee parking. Street parking and parking lots are free but limited to two hours . The City does not have parking meters or charge for parking other than permit parking in parking lots. The City issues approximately 2,i00 parking citations per year in the downtown area. The City estimates that 95% of these tickets are to employees and business owners who work downtown. To foster a successful downtown. the City needs to provide adequate parking to attract customers and to ensure that employees do not use the more valuable street parking. This problem has been solved in many cities by constructing an adequate, will located parking structure in the downtown that provides protection from the weather. This should open parking for customers and provide an incentive for employees to park in a facility where their cars are protected from the weather. In addition, a parking structure should act to promote the relocation of commercial businesses to the downtown. Without adequate parking, customers will continue to gravitate to shopping centers and office complexes with adequate parking and a wider range of vendors and products. PROJECT WORK COMPLETED None SCHEDULE AND PROJECT COSTS Prior Project Budgets 1995-96 1996-97 1997-98 1998-99 Total Phasing Study $50,000 $50,000 Design $250,000 $250,000 Acquisition Construction $2,500,000 $2,500,000 Total $50,000 $250,000 $2,500,000 $2,800,000 Recommended Funding Source Capital Outlay Fund $50,000 $250,000 $2,500,000 $2,800,000 ALTERNATIVES The alternative is to continue with the current parking strategy and resources. PROJECT EFFECT ON OPERATING BUDGET The effect of this project on the operating budget along with the estimated cost. site location, and financing strategy will be determined during the study phase of the project - E -24 1995-97 FINANCIAL PLAN AND BUDGET CHANGES IN FUND BALANCE -ALL FUND COMBINED Revenues Tax Revenues Licenses and Permits Fines and Forfeitures Investment/Property Revenues Revenue from Others Service Charges Other Revenue Total Revenue Expenditures Operating Programs Public Safety Public Utilities Transportation Leisure, Cultural and Social Services Community and Economic Development General Government Total Operating Programs Bulk Power Purchase Other Purchases Capital Projects Debt Service Total Expenditures Revenues(Expenditures (Over/Under) Other Sources (Uses) Operating Transfers In Operating Transfers Out Other Sour= (Uses) Proceeds from Debt Financing Total Other Sources (Uses) Fund Balance Begining of the Year Fund Balance End of the Year Reserved for Debt Service Designated Reserve Unreserved Total Fund Balance 16,245,478 16,508,985 17,663,100 17,829,500 410,954 355,600 391,300 381,300 100,550 86,400 93,400 93,400 1,516,148 1,48500 1,991,200 1,991,200 4,276,104 5,568,477 6,757,440 6,218,740 44,663,124 46,175,906 47,617,455 47,596,455 676,785 ' 557,010 ��332,479 ..II 1254,850 J._�.. - KJ: :::�::�:��'1.3.-�'-5.7.8:::: ::•��'�JV' �4:'i."r :ri�--' V3��;5�'' 9,646,101 10,141,795 10,173,730 10317,905 10,572,366 12,270484 12,590,115 12392,890 2,626,932 2,763,735 3,020,635 2,948,560 3,732,720 3,963,478 4,199,310 4,181,635 1,582,958 1,547,539 1,815,085 1,757,750 6,980,717 8,510,429 8,790,711 8,773,899 35,141,793 39,197,460 40,589,586 40372,639 26,559,666 26"709,0001 28393,500 28,744,500 0 01 0 0 4,205,645 4308,055 14,184,425 12,297,847 1,176,035 1,145,676 1,378,397 2,158,160 "•'z-� 81i1:< :=:>i�<>>��SZ2a6�3,}> a4:.�;'s� 4 �07 01 18,605369 5,476,233 6,821,867 7,186,902 (18,605369) (5,476333) (6,821,867) (7,186,902) 2,649,494 (120,401) 3,267,561 3,764,321 0 0 8,600,000 4,300,000 1-N11- 9NUARAOS 22,612,102 26,067,600 25,324,586 27,482,613 254,528 256,478 258,427 260,327 17,003,780 16,530,560 18,881,610 17315,130 8,809,291 8,537,548 8342,576 8,763,776 G-3 1995-97 FINANCLAL PLAN .AND BUDGET CHANGES IN FUND BALANCE - GENERAL FUND Revenues 4,891,388 312.80,726 3,466,308 3,466,308 Tax Revenues 14,531,704 14,237,800 14,650,000 15,052,500 Licenses and Permits 410,954 355,600 381,300 381,300 Fines and Forfeitures 100,550 86,400 93,400 93,400 Investment/PropertyRevenues 347,241 469,500 398,905 398,905 Revenue from Others 2,243,584 2,012,000 2,460,900 2,342,900 Serice Charges 1,075,706 1,140,331 1,219,800 1,219,800 OthcrRevenue 54,721 250,000 30,350 30,350 Total Revenue ?>%:<:>.1B':r.7:54`iIV,<s18' SfG3:T 19 X55" 319355 Expenditures 2,660,259 2,397,187 2.299,002 2,696,619 Operating Programs t1 RE- < 4j2E9;18; >. �' `« tZsG�19.:flg2: Public Safety 9,636,678 10,141,795 10,173,730 10.217,905 Public Utilities Transportation 2,170,905 2,254,090 2,355,440 2,294,115 Leisure, Cultural and Social Services 2,763,984 2,876,725 2,994,025 2,974,020 Community and Economic Development 1,582,958 1,547,539 1,815,085 1,757,750 General Government 5210,192 5,106204 5,379,976 5363,164 Total Operating Programs 21,364,716 21,926,253 22,718,256 22,606,954 Bulk Power Purchase 0 0 0 0 Other Purchases 0 0 0 0 Capital Projects 0 0 0 0 Debt Service Total Expenditures 3 6:3x33 #' w 31 2 53 M22738,;M MIN Revenues/Expenditures (Over/Vader) z a 94,3 W::•>::. .... 7 5�' • SMA;., . ,$ a831Sil1: • �3;l183�?9 Other Sources (Uses) Operating Transfers In 4,891,388 312.80,726 3,466,308 3,466,308 Operating Transfers Out (1,506,306) (647,441) (945,892) (945,892) Other Sources (Uses) 592,622 778T65 965,000 965,000 Proceeds from Debt Financing Total Other Sources (Uses) Tp A �-435� Fund Balance Begining of the Year 1,272,911 2,660,359 2,697,187 2,699,002 Fund Balance End of the Year Reserved for Debt Service Designated Reserve 300,000 400,000 400,000 Unreserved 2,660,259 2,397,187 2.299,002 2,696,619 Total Fund Balance t1 RE- < 4j2E9;18; >. �' `« tZsG�19.:flg2: G4 1995-97 FINANCIAL PLAN AND BUDGET CHANGES IN FUND BALANCE - LIBRARY FUND Revenues Tax Revenues Licenses and Permits Fines and Forfeitures Investment/Property Revenues Revenue from Others Service Charges Other Revenue Total Revenue Expenditures Operating Programs Public Safety Public Utilities Transportation Leisure, Cultural and Social Services Community and Economic Development General Government Total Operating Programs Bulk Power Purchase Other Purchases Capital Projects Debt Service Total Expenditures Revenues/Expenditures (Over/Under) Other Sources (Uses) Operating Transfers In Operating Transfers Out Other Sources (Uses) Proceeds from Debt Financing Total Other Sources (Uses) Fund Balance Beginingof the Year Fund Balance End of the Year Reserved for Debt Service Designated Reserve Unreserved .. Total Fund Balance 813,255 809,100 858,000 883,000 14,912 34,000 10,000 10,000 55,513 45,000 45,000 45,000 54,181 49,000 48.000 48,000 .. :';,F¢h x1ti0:, r%�<>:s>>�.6fY100%i �'`•.a:. :if11Q>' 877,707 982,698 1,082,885 1,085,165 1,082,885 1,085,165 877,707 982,698 0 0 0 0 0 0 0 0 0 0py - 121,950 135,0`00 pp �3,�..�..w..#"" 3b�. •.......v.F,,:...ai' IM33tiR3i`9'.'i':::,..�_ 259 0 0 0 (38,754) (147,396) (129,380) (129,380) (3,567) ``--`. '< M2;�?Z ars .''{":. 750,872 768,964 575,970 202,755 G-5 364,652 364,652 364,652 768,964 211,318 (161,897) 525,442 1995-97 FINANCIAL PLAN AND BUDGET CHANGES IN FUND BALANCE - STREET FUND Revenues Tax Revenues Licenses and Permits fines and Forfeitures Investment/Prop" Revenues Revenue from Others Service Charges Other Revenue Total Revenue Expenditures Operating Programs Public Safety Public Utilities Transportation Leisure, Cultural and Social Services Community and Economic Development General Government Total Operating Programs Bulk Power Purchase Other Purchases Capital Projects Debt Service Total Expenditures Revenues/Expenditures (Over/Under) Other Sources (Uses) Operating Transfers In Operating Transfers Out Other Sources (Uses) Proceeds from Debt Financing Total Other Sources (Uses) Fund Balance Begining of the Year Fund Balance End of the Year Reserved for Debt Service Designated Reserve Unreserved.. Total Fund Balance 448,343 507,200 517,200 517,200 147,353 107,550 193,595 193,595 1,150,237 1,750,800 1,887,900 1,3 80,200 739,106 518,000 518,000 518,000 3.449 0 0 0 d8QQ' t88 2 ,..rx��:�,.:.:•'•},:-.,.•: na 3 S.'Ssw= ?;thio,. :.3'v,-•.:•..:.:dZ 31€I ` 55►5 ;.•`oma:... :L:..,..�.:,...•,..t ` '# p.9.S z .u,33:Ff;�.•..,,:.F n•..•A% 0 0 0 0 0 1,763,000 2,534,034 2,026,334 x-- y 6a(i(C f 23 i13::: lf3 ]1WAp}N n.h 1» �»le.: )iir. }:..:,�?l:r::: Y J::-J!'.ri•:J'%14. :.::�7r .S1G ari)tM.v�}},i4:�.r:rti 1,859,277 176,749 586,098 586,098 (2,066,004) (1,000,505) (1,181,489) (1,181,489) 76,742 0 0 0 1,836,791 4,195,293 4,492,087 4,479,357 4,195,293 4,492,087 4,479,357 4,466,627 G-6 1995-97 FINANCIAL PLAN AND BUDGET Personnel Summary Library - Technology Specialist The current library staff does not have the expertise or experience to design, plan, install and maintain an automated library system. Automated library systems are being installed in libraries in most cities and counties. Automated library systems provide a level of information demanded by an increasing number of residents and businesses as the "information super highway" increases in popularity. In addition, automated services will increase the efficiency of the library staff by automating the card catalog and routine administration. The City will add a contract technology specialist in 1995-96 for one year. Community Center - Maintenance Worker The City cut one maintenance worker position from the Community Center as a budget cutting measure in 1994-95 on a trial basis to determine if these duties could be performed by part-time employees at less cost. After one year, the City has concluded that the duties are best accomplished by a full time employee. City Clerk - Administrative Clerk The duties of the City Clerk have been expanding over several years as the City has grown. The number of requests for information and the number of reports prepared for the City Council have increased. To provide responsive service, the City Clerk's Office has used part-time employees; however, part-time employees are not as well trained, need a greater level of supervision and can not handle confidential information. The City will add one regular full-time position in 1995-96 and reduce the number of part- time hours. Personnel Department - Administrative Clerk The City eliminated this position as a cost cutting measure in 1994-95 to determine if the duties in this department could be accomplished with a part-time employee. After one year, the City has concluded that this position should be reinstated due in part to an increase in backlogs and the need for timely processing of personnel actions. Administration - Code Enforcement Officer The City Council adopted a goal to develop and implement a residential neighborhood improvement program to eliminate blight and to ensure that all neighborhoods are maintained at standards consistent with community values. The City's concern with the cleanliness and safety of residential neighborhoods is a high priority goal. The City will add one regular full-time code enforcement officer in budget year 1995- 96. Equipment Maintenance/Motor Pool - Administrative Clerk The City is expanding equipment maintenance services to accommodate the new transit fleet and to increase control over central fuel supply and vehicle maintenance (scheduling, costs, repair parts, etc.) The City has the computers and programs in place to better manage these services but does not have the trained and qualified administrative staff to use them. The City will add one administrative clerk in the motor pool in 1995-96 to improve management of motor pool operations. l;<aL•7 1995-97 FINANCIAL PLAN AND BUDGET REGULAR POSITIONS BY MISSION Public Safety Police Protection Fire Safety Other Safety Services Total Public Safety Public Utilities Water Utility Services Wastewater Utility Services Electric Utility Services Total Public Utilities Transportation Streets and Flood Control Transit Total Transportation Leisure, Cultural & Social Services Parks and Recreation Cultural Services Social Services Total Leisure, Cultural & Social Senices Community & Economic Development 104.0 104.0 106.0 108.0 47.0 47.0 48.0 49.0 0.0 0.0 0.0 0.0 151.0 151.0 154.0 157.0 10.9 10.9 11.3 11.2 24.1 24.1 22.7 22.8 40.0 38.0 38.0 38.0 75.0 73.0 72.0 72.0 27.0 23.0 24.0 24.0 0.0 1.0 1.0 1.0 27.0 24.0 25.0 25.0 30.0 25.0 26.0 26.0 18.0 19.0 20.0 20.0 1.0 1.0 1.0 1.0 49.0 45.0 47.0 47.0 Planning 5.0 5.0 5.0 5.0 Construction Development 19.5 19.0 19.0 19.0 Economic Development 1.0 1.0 1.0 1.0 Total Community & Economic Development 25.5 25.0 25.0 25.0 General Government_ Legislation and Policy 0.0 0.0 0.0 0.0 General Administration 7.5 7.5 8.0 8.0 Legal Services 2.5 2.5 3.0 3.0 City Clerk Services 2.0 2.0 3.0 3.0 Administrative Services 34.0 32.0 33.0 33.0 Organizational Support Services 18.0 17.0 18.0 18.0 Non -Departmental Services 0.0 0.0 0.0 0.0 Total General Government 64.0 61.0 65.0 65.0 TOTAL OPERATING BUDGET wa:.... H-20 LZ -H !�•..:. '�� 8''�5 ,. �� ria 90'9 90'9 99'6 £1'L 9Z'0 SZ'O 86,0 86'0 09'S 08'S OL'9 OVS 00'0 00'0 OE'0 sb,0 06'0 00'0 00.0 00' L 00' L OZ'0 09' L 09' L Otrl 09'0 09'0 aIF'0 Otr'0 09'0 Otr' L Ob' L 06'0 OL'£s OL'£S 06'6tr 06'6fi 00'tr 007b 00'9 001 O9'9 05'9 00'L 00'9 00'9 00'9 00'S OZ'L£ OZ'LE O61£ 061E 96,9L 96'9L 96'9L 90'9L 00'9L 00'9L 00,9L OL'9L 96'0 96'0 96'0 96'0 £6'E SL'b 08'Z 66'b 00'0 00'0 00'0 Mr'L 88,0 £L'L SCO 09'0 SOT SO'£ SO'Z WE OL'O OL'0 OZ'L LO'L OL'0 OL'0 OL'0 OLT 00,0 00'0 09'0 00'0 00'0 00'0 00,0 LE'0 IZDCUlg Olialy i3ao zvioi ;uamw3eo0 I sa aaa0 IB;o,L aoueualuleyy ;uawdmb3 aoueualuleW 6ulpp e uol;ejlslulwpy leloueul3 4uew96eueln4 swelsAS uol;euuolul ;uawa6eueyy alsem p!IoS pue � Sld uolle4srulwpy lauuosJad saowaS )IJa1O 4C) saowas le6a-1 uolleilslulwpv sMjoM ollgnd Ja6eueyy 4.0 ;uamaUaAo0 IsaaaaAJ ;aamdola,,.a(l alm000ag V 41unmmoO to;o,L ;uawdolanal) olwou003 6uuaaul6u3 suolpedsul 6ulplm8 6uluueld ;uamdolanaQ alwouoag :g 4lunmmoO mLuaS lelaoS v lam;lnO'aansla-I Islo.L sulyo;nH dwe0 jalua0 RllunwwoO tieigi-j uolleaioaa pue gjed saaLuaS lopoS V limn;lq:) `a.tnsta3 nollglJodsusi,L lelo,L ;lsuejl IaluoO poold pue slawls aol;epodsucil sipglin ollgnd le;ol saowaS AIImn oulo913 saowas A3!illfl Jalumo sem saowas f3llan 1a;em sa!3!Il;fl mignd 4ajeS altgnd Islo,L ;uawa;eqd llt�leJ� �aleS a�!d uolloalwd 83110d Liaiss allgnd (s.3L.1) SLN3'IYAIRa3 3WI.L-ITU AHVHOdIAl3L 13OUng MY NY'Id'IYI3NYNI3 L6 -S661 ZZ -H 0' L 0' L 0' 1 01 O'l, 0' L 0' 1. 0' 0'L 0'1 0'1. 0'L 0'0• 0'0 0'0 01 01 0'L 0'1. 0'L 0'1. 0'L 0'L 0'0 0'0 0'0 0"0 0'L oluetIOM snleieddy olpal3 k e;alo ag ;uougte daQ lopalm A;1ilin OuPal3 1uB1wssV IUI llalo 8A4e4s!UIWPV 1N3W11:IVd3a Kimmn 0[2110313 lo;euploo01uawdolanaa olutou033 la6euelry I(;.0 o;;ue;slssy ulwpy 1N3WdO13A3a O1WONO03 011, 0' L L 0' L L 011. 01 0' � 0' l 0' t Mueld SOWS 0' L 0' 1. 0' l 0'L jo;oodsul Sulpilne .ioluag 0'Z 07 0'Z 0'Z lauueld a;eloossVAue;slssypolunr 0' l 0' l 0' L 0' L I(te;atoas;uaw4jedaQ 03 0'l 01 03 iopatlQ1uawdolana(34unwwo0 O'l, 0' 1. 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O'l, 0' L O'l, III 41a10 aA4e4S ulwpy 1N3WdO13A34 )WNt1WWO0 0'9 0'9 0'ti 0'£ 07 0'Z 0' l 0'0 lay JOAA aoueuaRON 0' L 0' L 0' l 0' 1. 11/1 4lal0 ange4slulwpy O'l, 0' 1. 0' L 0' L Jo;eulploo0 a?wag loluas 0' 1. 0'l. 0' 4 0' L lopanp la;ua0 4unwwoO 2131N30 A11Nf1WWO0 0'£ 0'£ 0'Z 0'Z 0' L O'l, 0' 0 0'0 1111 N181O aA4e.4slulwpy 0' L 0' L 0' L 0*1. 11a10 AV 3 Ainda(3 0' L 0' L 0' L 0' L valO 43 )121310 Allo 0'E 0'£ S'Z S'Z 0' L 0*1. 9'0 9,0 tie;amas leBal 0' 1. 0' l O'l, 0' L AawouV Apo 0' L 0' L 0' L 0' 1. 11/1 AawoUV A.V3 Aindad A3NH01-LV ALIO 0'£ 0'£ S'£ S'£ 0' L 0' 1. 0' L 0' 1. la6euevi 40 ay; o; Ate;anas 0'0 0'0 S'0 S'0 leBal 0' l 0' L 0' 1. 0' L la6euey4 40 0' l O'l, 0' l 0' L ja6eueW A410;ue;slssy 1130VNVW A110 IN3InI.L2IVd3Q Aff SNOI11SOd 2IVlnO32I 130CM QNV NV'Id'IVIJNVM3 L6 -S661 1995-97 FINANCIAL PLAN AND BUDGET REGULAR POSITIONS BY DEPARTMENT Electric Foreman/Forewoman 3.0 3.0 3.0 3.0 Electric UnemardLinewoman 7.0 7.0 7.0 7.0 Electric Meter Technician 1.0 1.0 1.0 1.0 Electric System Supervisor 1.0 1.0 1.0 1.0 Electric Troubleshooter 3.0 3.0 3.0 3.0 Electric Utility Director 1.0 1.0 1.0 1.0 Electric Utility Rate Analyst 1.0 1.0 1.0 1.0 Electric Utility Superintendent 1.0 1.0 1.0 1.0 Electrical Drafting Technician 1.0 1.0 1.0 1.0 Electrical Engineer 1.0 1.0 1.0 1.0 Electrical Engineer - Standards 1.0 0.0 0.0 0.0 Electrical Estimator 3.0 3.0 3.0 3.0 Electrical Technician 2.0 2.0 2.0 2.0 Electrician 2.0 2.0 2.0 2.0 Manager, Rates & Resources 1.0 1.0 1.0 1.0 Metering Electrician 1.0 1.0 1.0 1.0 Senior Electric Utility Rate Analyst 1.0 1.0 1.0 1.0 Utility Operations Supervisor 1.0 1.0 1.0 1.0 Utility Service Operator VII 3.0 3.0 3.0 3.0 Wity Service Operator Ulf 1.0 1.0 1.0 1.0 40.0 38.0 38.0 38.0 FINANCE DEPARTMENT Account Clerk Accountant UII Accounting Manager Account Collector Accounting Technician Buyer Customer Services Supervisor Data Processing Manager Data Processing Operations Specialist Department Secretary Field Services Supervisor Finance Director Meter Reader Parking Enforcement Assistant Purchasing Assistant Purchasing Officer Revenue Manager Senior Account Clerk Senior Programmer Analyst Senior StorekeeperBuyer Storekeeper Support Services Supervisor 11.0 '10.0 10.0 10.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 2.0 2.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 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 0.0 0.0 1.0 0.0 0.0 0.0 1.0 1.0 1.0 1.0 4.0 4.0 4.0 4.0 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 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 0.0 0.0 1.0 1.0 36.0 34.0 34.0 34.0 H-23 1995-97 FINANCIAL PLAN AND BUDGET REGULAR POSITIONS BY DEPARTMENT Administrative Clerk 111 1.0 1.0 1.0 1.0 Department Secretary 0.0 0.0 1.0 1.0 Fire Administrative Officer 3.0 3.0 0.0 0.0 Fire Battalion Chief 2.0 2.0 2.0 2.0 Fire Captain 9.0 9.0 9.0 9.0 Fire Chief 1.0 1.0 1.0 1.0 Fire Division Chief 0.0 0.0 3.0 3.0 Fire Inspector 1.0 1.0 1.0 2.0 Firefighter I/Il/Engineer 30.0 30.0 30.0 30.0 PARKS & RECREATION DEPARTMENT 47.0 47.0 48.0 49.0 INFORMATION SYSTEMS OPERATIONS 1.0 1.0 1.0 1.0 Information Systems Coordinator 0.0 1.0 1.0 1.0 Department Secretary 0.0 1.0 1.0 1.0 LIBRARY Assistant Adult Services Librarian 0.0 0.0 2.0 2.0 Building Service Worker 1.0 1.0 1.0 1.0 Children's Librarian 1.0 1.0 1.0 1.0 Librarian 1.0 1.0 1.0 1.0 Librarian UII 2.0 2.0 0.0 0.0 Library Assistant 8.0 8.0 8.0 8.0 Manager of Adult Services 1.0 1.0 1.0 1.0 Senior Library Assistant 1.0 1.0 1.0 1.0 15.0 15.0 15.0 15.0 PARKS & RECREATION DEPARTMENT Administrative Clerk I/ll 1.0 1.0 1.0 1.0 Administrative Clerk 111 1.0 1.0 1.0 1.0 Department Secretary 1.0 1.0 1.0 1.0 Engineering Technician UII 0.0 0.0 1.0 1.0 LaborerlPark Maintenance Worker VII 11.0 7.0 7.0 7.0 Park Maintenance Worker Ill 6.0 5.0 5.0 5.0 Parks & Recreation Director 1.0 1.0 1.0 1.0 Parks Superintendent 1.0 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 Senior Building Maintenance Worker 1.0 1.0 1.0 1.0 Senior Parks Ranger 1.0 1.0 1.0 1.0 Welder -Mechanic 1.0 1.0 1.0 1.0 31.0 26.0 27.0 27.0 H-24 1995-97 FINANCIAL PLAN AND BUDGET Summary of Significant Expenditure and Staffing Changes The following table summarizes the costs which have a direct bearing on the decision made to increase expenditure levels. These are costs which change as the result of the decisions made by the City Council to increase the level or quality of City services. Accordingly, they will remain unchanged unless a policy decision is made by Council to increase or decrease the level or quality of activity. Those costs which are fixed and which do not change the level of activity are not considered a significant expenditure or staffing change and are not included. 3• H-27 1995 - 97 FINANCIAL PLAN AND BUDGET SUMMARY OF SIGNIFICANT EXPENDITURES AND STAFFING CHANGES 1995=9G i99fi 97 Recommended Proposed Fund` ::.:....... Positron Cost Positron Cost Public Safety Police Protection Police Administration Lazer Jet Printer Police Operations Street Crimes Unit Dispatcher/Jailer (Resolution No 94-149) Police Operations Soffivare Contribution to County Wide Bomb Squad Police Investigations Evidence Freezer Fax Machine Copy Machine Fire Safety Fire Administration Department Secretary (Net) Decontamination Centers Day Room Furniture Professional Assistance Fire Prevention Fire Inspector Total Public Safety Transportation Streets and Flood Control Street Maintenance Street Grindina Program Street Trees Tree Planting & Maintenance Program Total Transportation Leisure, Cultural & Social Services Parks and Recreation Commissions and Committees Youth Commission Parks and Recreation Administration Chairs and Tables Engineering Technician (Net) Auto Cad Sof fare $ 4,000 3 148,500 2 $ 92,900 10 t (41,140) 7,300 (2,300) 10 3,500 10 4.000 (4,000) 10 3,700 10 6,200 10 1 21,195 10 7,500 (7,500) 10 6,000 10 15.000 10 1 49,905 10 3 $171,855 3 $ 138,905 15,000 (7,000) 10 100.000 10 0 $115,000 0 $ (7,000) 3,000 10 1 18,605 10 9,800 10 H-28 1995 - 97 FINANCIAL PLAN AND BUDGET SUMMARY OF SIGNIFICANT EXPENDITURES AND STAFFING CHANCES ......... :<:; :.:.::::... 1995-9G i995-97 ..:.., .. >:............ Recoaunended Propbsed Fuad :.v .......; . :..:.:.<...:.:....> ....... : . :..:..:.:.... .. Position Cost Position Cost Recreation Playgrounds After School Program (Part -Time) Hale Park Program (Part -Time) Youth/Teen Sports Junior Hockey League (Part-Timc) Parks Sports Facilities Fencing Armory Park Park Maintenance Maintenance Staffing (Part -Time) Cultural Services Library Technology Specialist Librarian (Part-Timc) Community Center Commissions Arts Commision Coordinator (Part-Timc) Community Center Tables and Chairs Maintenance Worker I Power Lift Administrative Clerk Social Services Camp Hutchins Administrative Clerk (Part -Time) Total Leisure, Cultural & Social Services 2 Community and Economic Development Construction Development Engineering Contract Engineering/Inspection Senices Economic Development Economic Development Consulting Services Advertising Lodi Conference & Visitors Bureau Total Community Development 0 H-29 14,200 10 16,200 45 8,300 10 5,800 (5,800) 10 4,500 10 53,600 (26,800) 21 35.600 21 10.000 120 8,500 (8,500) 120 32,290 120 5,900 120 8,700 120 8,700 15 $218,095 0 $ (5,500) 67,000 67,000 10 16.350 10 (25,000) 10 60.000 10 $143.350 0 $ 42,000 1995 - 97 FINANCIAL PLAN AND BUDGET SUMMARY OF SIGNIFICANT EXPENDITURES AND STAFFING CHANGES General Government City Council Compensation Mayor's Discretionary Fund City Clerk Services City Clerk Administrative Clerk (Net) Public Works Administration Copier Administrative Services Personnel Services Photocopier Training Program Administrative Clerk (net) Compensation Study Risk and Solid Waste Management Code Enforcement Officer * Code Enforcement (Part -Time) Zoning Regulations Revenue Scrvices Personal Computers Data Processing System Printer Tape Drive Lazer Jet Printer Organization Support Services Equipment Maintenance & Motor Pool Administrative Clerk Consulting Services Total General Government TOTAL OPERATING CHANGES City Council Goals Funding Sources General Fund (10) Camp Hutchins (15) Community Development Block Grant (45) Library (2 1 ) Community Center (120) Total By Fund Source 3,000 3 127,405 10 2,500 16,200 10 1 20,010 35,600 10 8.500 (8,500) 10 5,800 (5,800) 10 6,300 10 l 21,820 10 20,000 (20,000) 10 l 17,150 10 8.300 10 20,000 (20,000) 10 (5,000) 10 8,100 (8,100) 10 5,000 10 8,300 10 1 15,710 10 3,300 (3,300) 10 4 $168,790 0 $ (65,700) 9 $ 817.090 3 $ 102,705 8 672,700 3 127,405 8,700 16,200 1 53,600 35,600 1 65,390 (8,500) 10 $816,590 3 $ 154,505 H-30 RESOLUTION NO. 95-85 A RESOLUTION OF THE LODI CITY COUNCIL ADOPTING THE 1995-96 OPERATING AND CAPITAL IMPROVEMENT BUDGETS FOR THE FISCAL YEAR BEGINNING JULY 1, 1995 AND ENDING JUNE 30, 1996 WHEREAS, the City Manager submitted the 1995-97 Financial Plan and Budget to the City Council on June 6, 1995; and WHEREAS, the 1995-97 Financial Plan and Budget was prepared in accordance with the City Council's goals, budget assumptions and policies; and WHEREAS, the City Council conducted budget hearings on June 6, June 7, June 13, June 14, and June 20, 1995 at the Carnegie Forum; and WHEREAS, the 1995-97 budget is balanced and does not require additional taxes or fees. NOW, THEREFORE, BE IT RESOLVED BY THE COUNCIL OF THE CITY OF LODI, AS FOLLOWS: 1. That the 1995-97 Financial Plan and Budget as proposed by the City Manager and amended by the City Council is adopted. 2. That the funds and regular staffing for the 1995-96 operating budget are appropriated as summarized in Schedule A (revenues), Schedule B (expenditures), Schedule C (regular staffing) and Schedule D (City Council Budget Adjustments). 3. That the funds for the 1995-96 Capital Improvement Budget are appropriated to a Capital Control Account for further allocation by the City Council on a project by project and purchase by purchase action. Dated: June 21, 1995 I hereby certify that Resolution No. 95-85 was passed and adopted by the City Council of the City of Lodi in a regular meeting held June 21, 1995, by the following votes: On motion by Council Member Pennino, Warner second, adopted Resolution No. 95-85 approving the 1995-96 Financial Plan and Budget as amended, and appropriating the 1995-96 operating and capital budgets, with the exception of electric wheeling charges, by the following vote: AYES: COUNCIL MEMBERS - Davenport, Pennino, Sieglock, Warner and Mann (Mayor) NOES: COUNCIL MEMBERS - None ABSENT: COUNCIL MEMBERS - None ABSTAIN: COUNCIL MEMBERS - None On motion by Council Member Sieglock, Warner second, approved the 1995-96 Financial Plan and Budget with regaf-d to the electric wheeling charges by the following vote: AYES: COUNCIL MEMBERS - Davenport, Sieglock, Warner and Mann (Mayor) NOES: COUNCIL MEMBERS - None ABSENT: COUNCIL MEMBERS - None ABSTAIN: COUNCIL MEMBERS - Pennino 95-85 1995-97 FINANCIAL PLAN AND BUDGET CHANGES IN FUND BALANCE - ALL FUND COMBINED SCHEDULE A & B Revenues 18,605,369 5,476,233 6,821,867 7,186,902 Tax Revenues 16,245,478 16,508,985 17,663,100 17,829,500 Licenses and Permits 410,954 355,600 381,300 381,300 Fines and Forfeitures 100,550 86,400 93,400 93,400 Investment/Property Revenues 1,516,148 1,485,200 1,991,200 1,991,200 Revenue from Others 4,276,104 5,568,477 6,757,440 6,218,740 Service Charges 44,663,124 46,175,906 47,617,455 47,596,455 Other Revenue 676,785 557,010 332,479 154.850 Total Revenue b289,143 ?(Y,737578x 74,83E .34 r 74;255,35 Expenditures 18,605,369 5,476,233 6,821,867 7,186,902 Operating Programs (18,605,369) (5,476,233) (6,821,867) (7,186,902) Public Safety 9,646,101 10,141,795 10,173,730 10,217,905 Public Utilities 10,572,366 12,270,484 12,590,115 12,392,890 Transportation 2,626,932 2,763,735 3,020,635 2,948,560 Leisure, Cultural and Social Services 3,732,720 3,963,478 4,199,310 4,181,635 Community and Economic Development 1,582,958 1,547,539 1,815,085 1,732,750 General Government 6,980,717 8.510.429 8,790.711 8,798.899 Total Operating Programs 35,141,793 39,197,460 40,589,586 40,272,639 Bulk Power Purchase 26,559,666 26,709,000 28,393,500 28,744,500 Other Purchases 0 0 0 0 Capital Projects 4,205,645 4,308,055 14,184,425 12,297,847 Debt Service 1,176,035 1,145.676 1,378397 2,158.160 Total Expenditures"'4(z> Revenues/Expenditures (Over/Under)sz> Oi,..... MAR (9,09,53] {9,207,01} Other Sources (Uses) Operating Transfers In 18,605,369 5,476,233 6,821,867 7,186,902 Operating Transfers Out (18,605,369) (5,476,233) (6,821,867) (7,186,902) Other Sources (Uses) 2,649,494 (120,401) 3,267,561 3,764,321 Proceeds from Debt Financing 0 0 8,600,000 4,300.000 Total Other Sources (Uses) %°?94" t€"''12I4{#11,8GfiG1 QG 4x321 Fund Balance Begining of the Year 22,612,102 26,067,600 25,324,586 27,482,613 Fund Balance End of the Year Reserved for Debt Service 254,528 256,478 258,427 260,327 Designated Reserve 17,003,780 16,530,560 18,881,610 17,315,130 Unreserved 8,809291 8,537,548 8,342,576 8,763.776 Total Fund Balance :;rt 261367599.,; 253?4;586 27t82,6I3 26;339,333 G-3 1995-97 FINANCIAL PLAN AND BUDGET REGULAR POSITIONS BY MISSION Public Safety SCHEDULE C Police Protection 104.0 104.0 106.0 108.0 Fire Safety 47.0 47.0 48.0 49.0 Other Safety Services 0.0 0.0 0.0 0.0 Total Public Safety 151.0 151.0 154.0 157.0 Public Utilities Water Utility Services 10.9 10.9 11.3 11.2 Wastewater Utility Services 24.1 24.1 22.7 22.8 Electric Utility Services 40.0 38.0 38.0 38.0 Total Public Utilities 75.0 73.0 72.0 72.0 Transportation Streets and Flood Control 27.0 23.0 24.0 24.0 Transit 0.0 1.0 1.0 1.0 Total Transportation 27.D 24.0 25.0 25.0 Leisure, Cultural & Social Services Parks and Recreation 30.0 25.0 26.0 26.0 Cultural Services 18.0 19.0 20.0 20.0 Social Services 1.0 1.0 1.0 1.0 Total Leisure, Cultural & Social Services 49.0 45.0 47.0 47.0 Community & Economic Development Planning 5.0 5.0 5.0 5.0 Construction Development 19.5 19.0 19.0 19.0 Economic Development 1.0 1.0 1.0 1.0 Total Community & Economic Development 25.5 25.0 25.0 25.0 General Government Legislation and Policy 0.0 0.0 0.0 0.0 General Administration 7.5 7.5 8.0 8.0 Legal Services 2.5 2.5 3.0 3.0 City Clerk Services 2.0 2.0 3.0 3.0 Administrative Services 34.0 32.0 33.0 33.0 Organizational Support Services 18.0 17.0 18.0 18.0 Non -Departmental Services 0.0 0.0 0.0 0.0 Total General Government 64.0 61.0 65.0 65.0 OPERATING BUDGET >F%Jri: .- : "...w .ri..-iTOTAL H-20 1995-97 FINANCIAL PLAN AND BUDGET CITY COUNCIL ADJUSTMENTS SCHEDULE D Leisure, Cultural & Social Services Cultural Services Library Technology Specialist- contract employee 1 112 yr Add objective: Use of volunteers Total Leisure, Cultural & Social Services Community & Economic Development Economic Development Advertising Total Community & Economic Development General Government Legislation and Policy City Council Return to prior compensation level Mayor discretionary funding Administrative Services Personnel Add objective: Develop 5 yr training plan Risk and Solid Waste Management Cap part time hours at 960 hr for FTE code enforcement officer Revenue Services Personal computers Total General Government TOTAL OPERATING BUDGET (1) (1) (26,800) 0 (26,800) _ (25,000) 0 (25,000) 3,000 3,000 2,500 2,500 (5.000) (5,000) 500 500 Increase Designated Reserve for Contingency 100,000 100,000 1995-97 Financial Plan and Budget YOUTH COMMISSION BUDGET Supplies, Materials, Services Postage Printing, Duplicating Advertising Uniforms Professiona Services General Supplies Total Cost Description $ 500 Mail, Letters, Fliers, Minutes, Postage 1,000 Print shop (S500), Art Work ($100), Posters ($I00), Flyers ($100), Signs ($200) 1,000 Lodi News Ads ($300), Stockton Record Ads ($300), School Newspaper Ads ($100), King Video Cable ($300) 250 T -Shirts 2,565 Security ($300), Dunk Tank Rental ($100) D.J. ($250), Ice Truck Rental ($150), Bungie Run Rental ($1500), Sumo Wrestler ($265) 4,685 $ 10,000 Activities Youth Conference Junior Leadership Teen Page Youth T.V. Wet -N -Wild Communication and Advertisement Teen Center Skate Park Office Supplies ($300), Food ($300), Art Supplies ($250), Decoration Supplies ($250), Name Tags ($100). 0S£`06 S66`S£: s.. 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OS£ OSC 1.r33uoO XpunluuloO Toll 009,z 009`z OSz,Z 000`z puug Allunu1111oO ipo-I _ 0 OOS 006 snaoll:) s,ualppljD ipo-I Aluo alis 1s3nb3jj olq OOS OOL gnlO E-13u1ED yo -I OOS`l OOS`l 000`Z 000`z Ja111301-nV ipo-I Osz`l 00s`z 0o0`z OOg,z 011E31[y s.wipllilo isonbol ou 0 0 0 a-1lE311 X311EA IRAU3O lsanba-1 ou $ 005 $ 0 $ OSL $ 031-101310:.1311uf. C]h1 WWQ �>I MaNw :JNIONnd JmCINfI� dfl0liJ 96566.1,... .. 96b661. ii6 £666 E6'Z66t Z [ -ZOL-O-OZ t S1NVH9 NOISSIWWOO SIUV 1001