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Home My WebLink AboutBudget FY 1999-20011999-2001 FINANCIAL PLAN AND BUDGET Keith Land, Mayor Stephen J. Mann, Mayor Pro Tempore Susan Hitchcock, Council Member Alan Nakanishi, Council Member Phillip A. Pennino, Council Member H. Dixon Flynn, City Manager Prepared by the Staff of the city of Lodi CITY OF LODI, CALIFORNIA Photo Credits: Unless otherwise noted, all the reproduced photos in this document are courtesy of Stephen J. Mann. The photos are reproduced from a series of Lodi Historical Books. REPORT PRODUCTION AND ANALYSIS Budget Review Team H. Dixon fly^, City Manager Janet Keeter, Deputy City Manager Joanne Narloch, Human Resources Director Maxine Cadwallader, Revenue Manager Vicky McAthie, Finance Director Ruby Paiste, Accounting Manager Cory Wadlow, Accountant Finance Department Joel Harris, Purchasing Officer Veronica Kramer, Accounting Technician Tyson Mordhorst, Senior Programmer/Analyst Departments Jerry Adams, Captain, Police Department Frank Beeler, Asst. WaterNastewater Superintendent Susan Bjork, Department Secretary, Recreation and Parks Department Sharon Blaufus - Administrative Assistant, Public Works George Bradley - Street Superintendent, Public Works Dennis callahan, Fleet and Facilities Manager James Doyle, Manager, Rates and Resources, Electric Utility Kirk Evans, Senior Management Analyst, Human Resources Department Fran Forkas, WaterWastewater Superintendent Betsy Gandy, Administrative Assistant, Police Department Roger Houston, Chief Building Inspector, Community Development Del Kerlin, Wastewater Assistant Treatment Superintendent Charlene Lange, Community Center Director, Community Center David Morimoto, Senior Planner, Community Development Jme Narloch, Human Resources Director Steve Raddigan, Fire Division Chief, Fire Department Marlon Robbins, Risk Manager, Human Resources Department Jim Siemers, Building Inspector, Community Development TABLE OF CONTENTS PREFACE . HOW TO USE THE FINANCIAL PLAN DOCUMENT ....................................... i SECTION A . INTRODUCTION Graph . Funding Source A11 Funds Combined .................................................................... A-1 Graph . Total Operating. Capital and Debt Service ............................................................... A-2 Budget Message ......................................................................................................... A-3 GFOA Distinguished Budget Presentation Award ................................................................ A-11 Organization of the City ............................................................................................... A-12 Directory of City Officials ............................................................................................ A-13 Resolution Adopting 1999-2001 Financial Plan and Budget .................................................... A-14 SECTION B . POLICIES AND OBJECTIVES Overview ................................................................................................................ B- 1 General Budget Policies Financial Plan Organization ....................................................................................... B-3 Budget Administration .............................................................................................. B-3 General Revenue Management .................................................................................... B-4 Recreation and Community Center Fees ........................................................................ B.5 Enterprise Fund Fees and Rates .................................................................................. B-6 Other Fees and Rates ............................................................................................... B-6 Revenue Distribution ............................................................................................... B-7 Appropriation Limitation .......................................................................................... B-9 Designated Fund Balances ....................................................................................... B-10 Investments ......................................................................................................... B- 10 Capital Financing and Debt Management ..................................................................... B-11 Capital Improvement Management ............................................................................. B-13 Human Resource Management .................................................................................. B-14 Productivity Reviews ............................................................................................. B-16 Contracting for Services ......................................................................................... B-17 Cost of Services ................................................................................................... B- 18 Carryover Policy .................................................................................................. B- 19 Fleet Policy ........................................................................................................ B-20 Major City Goals Overview ........................................................................................................... B-22 Summary of Major City Goals .................................................................................. B-22 Summary of Major City Objectives ............................................................................ B-24 Major City Projects Overview of Projects ......................................................................................... B-27 Public Safety Building ........................................................................................ B-28 Electric Utility Strategic Master Plan ...................................................................... B-29 Public Road Improvements .................................................................................. B-31 Railroad Track (Lockeford Street & Lodi Avenue) ..................................................... B-32 WaterNastewater Service Plan Improvements .......................................................... B-30 TABLE OF CONTENTS Economic Strategic Plan ......................................................................................... B-33 Redevelopment Agency formation ............................................................................. B-35 Information Systems Development Strategic Plan ........................................................... B-36 Long-term Financial Funding Study ........................................................................... B-37 ... Develop Greenbelt ................................................................................................ B-34 ’. SECTION C . COMMUNITY PROFILE Overview ............................................................................................................. C- 1 SECTION D . OPERATING ACTIVITIES Overview ............................................................................................................ D-1 Operating Expenditure Summaries Overview ........................................................................................................ D-4 Operating Expenditures by Mission ......................................................................... D-5 Operating Expenditures by Activity ......................................................................... D-6 Public Safety Police Protection Police Administration .................................................................................... D-9 Police Operations ........................................................................................ D-11 Police Investigations ..................................................................................... D-13 Animal Shelter ............................................................................................ D-15 Administration ........................................................................................... D-16 Emergency Services ..................................................................................... D- 18 Fke and Hazardous Material Fire and Life Safety ..................................................................................... D-20 Training .................................................................................................... D-22 Support Services .......................................................................................... D-24 Graffiti Abatement ....................................................................................... D-26 Other Safety Services Public Utilities Water Utility Services ........................................................................................ D-27 Wastewater Utility Services ................................................................................. D-30 Electric Utility Services ..................................................................................... D-33 Transportation Streets and Flood Control Street Maintenance ....................................................................................... D-48 Street Trees ............................................................................................... D-50 Street Cleaning ........................................................................................... D-51 Storm Drains .............................................................................................. D-53 Parking Lot Maintenance ............................................................................... D-55 Transit System ............................................................................................ D-56 TABLE OF CONTENTS Leisure. Cultural and Social Services Parks and Recreation Parks and Recreation Commissions and Committees ................................................... D-58 Parks and Recreation Administration ...................................................................... D-59 After School Playgrounds .......................................................................... D-61 YouthfT'een Sports .................................................................................. D-62 Indoor/Outdoor Activities .......................................................................... D-64 Aquatics ............................................................................................... D-66 Recreation Services Adult Sports .......................................................................................... D-68 Concessions ........................................................................................... D-70 Sports Facilities ...................................................................................... D-71 Lodi Lake Park ...................................................................................... D-73 Park Maintenance .................................................................................... D-75 Park Operations ...................................................................................... D-77 Parks Maintenance Equipment Maintenance ............................................................................ D-79 Library Board .................................................................................................. D-81 Library .......................................................................................................... D-82 Community Center Commissions .......................................................................... D-84 Community Center ........................................................................................... D-85 Arts Specialty Classes ........................................................................................ D-87 Cultural Activities ............................................................................................. D-88 Human Relations (CDBG/HOME funds) ................................................................. D-89 Cultural Services Social Services Community and Economic Development Community Development Commissions ...................................................................... D-90 Community Improvement ....................................................................................... D.91 Current and Advanced Planning ................................................................................ D-93 Engineering .................................................................................................... D-97 Economic Development ...................................................................................... D-99 Community Promotion ..................................................................................... D- 101 Construction Development Building and Safety ........................................................................................... D-95 Economic Development General Government Legislation and Policy General Administration City Council ................................................................................................. D-102 City Manager ................................................................................................ D- 103 Public Works Administration ............................................................................. D- 106 Solid Waste Management .................................................................................. D-105 TABLE OF CONTENTS Legal Services City Attorney .............................................................................................. D-108 Records Administration .................................................................................... D-109 Election Administration .................................................................................... D-111 Human Resources ........................................................................................... D-112 City Wide Training ......................................................................................... D-114 Risk Management ........................................................................................... D-115 Information Systems ........................................................................................ D- 117 Data Processing Services .................................................................................. D-119 Finance Administration .................................................................................... D-121 Accounting Servi&s ........................................................................................ D-123 Revenue Services ........................................................................................... D-125 Purchasing ................................................................................................... D-127 Field Services ................................................................................................ D-129 Facilities Services ........................................................................................... D-131 Fleet Services .............................................................................................. D-133 General Support ............................................................................................. D-135 Administrative Services Organization Support Services Non-Department Services Workers Compensation .................................................................................... D- 136 General Liability ............................................................................................ D-138 Contingencies ................................................................................................ D-144 Other Insurance ............................................................................................. D-140 Benefits Administration .................................................................................... D-142 SECTION E . CAPITAL IMPROVEMENT BUDGET Overview ............................................................................................................. E-1 Seven Year Capital Improvement Budget General Fund ................................................. E-4 Summary of Capital Improvement Budget Expenditures by Mission ................................. E-6 Public Safety ..................................................................................................... E-7 Public Utilities ................................................................................................... E-7 Transportation .................................................................................................. E-7 Leisure. Cultural and Social Services ........................................................................ E-8 Community and Economic Development ................................................................... E-9 General Government ........................................................................................... E-9 Summary of Expendhms by Activity Funding Source ................................................................................................ E-10 Public Protection .............................................................................................. E-11 Water Utility ................................................................................................... E-14 Wastewater Utility ............................................................................................ E-16 Electric Utility ................................................................................................ E-19 Summary Description of Each Major Project TABLE OF CONTENTS Transportation ................................................................................................. E-31 Park & Recreation ............................................................................................ E-40 Cultural Services .............................................................................................. E-42 Library Services ............................................................................................... E-43 Economic Development ...................................................................................... E-48 City Clerk Services ........................................................................................... E-49 Information Systems .......................................................................................... E-51 Financial Systems Software ................................................................................. E-52 Finance Department .......................................................................................... E-53 Public Works Facilities ...................................................................................... E-54 Capital Budget Detail by Mission - Replacement Vehicles ............................................. E-55 SECTION F . DEBT SERVICE REQUIREMENTS Debt Service Requirements . City ................................................................................ F-1 Summary of Annual Payments by Mission ..................................................................... F-2 Summary of Annual Payments by Source ....................................................................... F-3 Computation of Legal Debt ....................................................................................... F-4 Computation of Direct and Overlapping General Bonded Debt ............................................ F-4 SECTION G . CHANGES IN F"D BALANCE Overview Introduction ......................................................................................................... G-1 Organization of City Funds ....................................................................................... G-2 Fund Balance - All Funds Combined ........................................................................... G-3 Table - All Funds Combined Appropriation Summary .................................................. G-4 Table - All Funds Combined Summary of Changes in Fund Balance ................................. G-6 General Fund ....................................................................................................... G-7 Graph General Fund Revenues and Sources ............................................................... G-8 Graph General Fund Expenditures .......................................................................... G-9 Library Fund ................................................................................................... G-10 Street Fund ..................................................................................................... G-11 Transportation Development Act Fund .................................................................... G- 12 Block Grant Fund ............................................................................................. G-13 Police Special Revenue Fund ............................................................................... G-14 Capital Outlay Fund .......................................................................................... G-15 Equipment Fund .............................................................................................. G- 16 Debt Service Fund ................................................................................................ G-17 Enterprise Funds Water Utility Fund ............................................................................................ G-18 Wastewater Utility Fund ..................................................................................... G-19 Individual Fund Balance Statements Special Revenue Funds Capital Project Fund TABLE OF CONTENTS .......................................................................................... -1 Electric Utility Fund G-20 Transit Fund ................................................................................................ G-21 Benefits Fund .................................................................................................. G-22 Self Insurance Fund .......................................................................................... G-23 Trust and Agency Fund ...................................................................................... G-24 Internal Service Funds Trust and Agency Fund SECTION H . F'INANCIAL AND STATISTICAL TABLES Overview ................................................................................................................. H-1 Appropriation Spending Limit ........................................................................................ H-2 Revenues by Major Category and Source ........................................................................... H-4 Summary of Interfund Transactions ................................................................................. H-12 Personnel Summary of New Positions .............................................................................. H-17 Summary of Regular Positions by Mission ......................................................................... H-19 Graph of Regular Positions by Mission ............................................................................. H-20 Summary of Temporary Positions by Mission ..................................................................... H-21 Changes in Authorized Positions . 7 years ......................................................................... H-22 Summary of Regular Positions by Department .................................................................... H-24 Summary of Significant Operating Program Changes ............................................................ H-29 Departmental Summaries - Organization Charts, Personnel, Operating Budget ............................. H-33 Administration ................................................................................................ H-34 Community Center ........................................................................................... H-38 Community Development ................................................................................... H-40 Electric Utility ................................................................................................ H-42 Finance Department .......................................................................................... H-44 Fire Department ................................................................................................ H-46 Human Resources ............................................................................................. H~8 Library Services ............................................................................................... H-50 Parks & Recreation .......................................................................................... H-52 Police Department ............................................................................................ H-54 Public Works Department ................................................................................... H-56 Joint Venture Debt Service Requirements .......................................................................... H-64 Debt Service Requirements - NCPA ........................................................................... H-65 Debt Service Requirements - TANC ........................................................................... H-68 SECTION I . BUDGET REFERENCE MATERIAL Overview ................................................................................................................... 1.1 Summary of Major Policy Documents ................................................................................. 1.2 Budget Glossary ........................................................................................................... 1.3 Expenditure Object Codes ............................................................................................. 1-11 Budget Preparation Milestones (Budget Calendar) ................................................................. 1-18 Budget Process ........................................................................................................... I- 19 Index .................................................................................................................... 1-23 PREFACE 1999-2001 FINAPJCIAL PLAN AND BUDGET ~ ~~ HOW TO USE THE FINANCIAL PLAN DOCUiWENT This budget and financial plan is divided into the nine sections listed and described below. The financial tables are organized to provide financial information for four years: last year actual (1997-98); current year budget (1998-99); the requested budget (1999-2000); and, the proposed budget (2000-01). The City appropriates the budget annually and uses the projections in the second year to anticipate known significant changes in revenues and expenditures for financial planning purposes. The budget is not adjusted for inflation in the second year (proposed budget) with the exception of major revenues. You will note that most of the financial and statistical information is organized by mission. These are broad categories of service provided by the City and basically parallels the service categories used to prepare the State Controller's Report. By using this format the City can readily develop comparative data to measure performance and productivity. Another benefit of this format is to de-emphasize Department budgets and the relationship between departments. By focusing the budget and financial plan on the City's missions, the City is promoting the teamwork required to deliver services. Section A - Introduction Includes the Budget Message, a Directory of City Officials and an Organization Chart. Section B - Policies and Objectives Summarizes general budget policies and new significant policies that guide in the preparation and management of the budget. This section also includes major city goals. Section C - Budget Graphics and Summaries frovides tables and graphs to highlight key financial relationships and trends. Section D - Operating Activities Presents the City's operating activities around the City's major service missions that allow the City to accomplish the following tasks: * Establish policies and goals, which define the nature and level of services to be provided. * Identify activities performed in delivering these services * Propose objectives for improving the delivery of service * Identify and appropriate resources required to provide services, accomplish objectives and provide facilities. The City's operating activities are organized into six major missions which in many instances cross departmental lines and funding sources: * Public Safety * Public Utilities * Transportation * Leisure, Cultural and Social Services * Community and Economic Development * General Government 1999-2001 FINANCIAL PLAN AND BUDGET Section E - Capital Improvement Budget Presents the City's Capital Improvement Budget which includes all construction projects, maintenance projects, and capital purchases which cust more than $lO,OOO. The Capital Improvement Budget and Capital Improvement Pian allow the City to systematically plan, schedule and finance capital projects in conformance with City policies. Section F - Debt Service Requirements Summaries of the City's debt obligations. Section G - Changes in Fund balance Provides combined and individual statements of revenues, expenditures and changes in fund balance for each of the City's operating funds. Section H - Fmanaal and Statistical Tables Includes summaries necessary to integrate the other Sections of the Financial Plan into a comprehensive operations and financial planning document. Section I - Budget Reference Material Describes major policy documents, includes a Budget Glossary and provides budget preparation guidelines. (ii) (- Section A INTRODUCTION tjiUUGET GRAPHICS AND SUMMARIES r 1997-98 1998-99 199940 2000-01 I ACTUAL BUDGET - BUDGET BUDGET Revenues Tax Revenues $1 8,382,843 $1 8,505,740 $1 9,38 1,000 $1 9,510,000 Licenses and Permits 589,969 536,800 638,000 644,000 Fines and Forfeitures 89,769 94,000 126,000 129,000 InvestmentlProperty Revenues 2,340,408 2,197,154 2,027,000 2,042,000 Revenue from Others 6,893,218 8,401,515 7,438,000 10,064,000 Service Charges 50,077,216 50,352,620 52,519,070 51,956,070 Other Revenues 1,173,956 933,310 382,000 391,000 Other Sources (Uses)/Reserves 16,438,731 2,361,767 13,089,683 26,552,338 TOTAL $95,986,110 $83,382,906 $95,600,753 si 11,28a,408 ALL FUNDS COMBINED ACTUAL BUDGET BUDGET BUDGET Expenditures L Public Safety Public Utilities Transportation Leisure, Cultural & Social Services Community & Economic Development General Government Bulk Power Purchase Other Purchases Capital Projects Debt Service $10,907,800 16.0 14,906 3,230,125 4,092,569 2,314,196 9,930,484 25,95 1,705 21,228,352 2,315,973 $1 1,168,888 15,143,005 2,821,251 4,026,620 2,257,030 10,423,054 25,873,200 9,355,579 2,314,279 $1 1,649,235 $11,812,315 16,637,195 17,156,610 3,118,725 3,205,685 4,524,025 4,665,875 2,392,050 2,545,715 10,787,475 10,928,000 26,056,000 26,056,000 18,118,960 32,603,380 2,317,088 2,314,828 \TOTAL $95,986,110 $83,382,906 $95,600,753 $1 11,288,408 OTHER PUBLIC SOURCES :::kg UTILITIES NSPORTATIO LEISURE COMM DEV DEBT INVESTMENT/ SERVIC PROPERTY REVENUES REVENUE FROM OTHERS CAPITAL GENERAL GOVERNMEN PROJECT S BULK POWER A- 1 BUDGET GRAPHICS AND SUMMARIES TOTAL OPERATING, CAPITAL AND DEBT SERVICE EXPENDITURES 1 1999-00 BUDGET $95,600,753 1 1998-98 1998-99 199900 2000-01 i ACTUAL BUDGET BUDGET BUDGET Operating Programs Capital Projects Debt Service Bulk Power 46,490,080 45,839,848 49,108,705 50,314,200 21,228,352 9,355,579 18,118,960 32,603,380 2,315,973 2,314,279 2,317,088 2,314,828 25,951,705 25,873,200 26,056,000 26,056,000 TOTAL $ 95,986.1 09 $83,382,906 $95,600,753 $11 1,288,408 A-2 CITY COUNCI L KEITH LAND, Mayor STEPHEN MANN Mayor Pro Tempore SUSAN HITCHCOCK ALAN S. NAKANlSHl PHILLIP A. PENNINO CITY OF LODI CITY HALL, 221 WEST PINE STREET P.O. BOX 3006 LODI, CALIFORNIA 95241-1910 (209) 333-6700 FAX (209) 333-6807 H. DIXON FLY" City Manager ALICE M. REIMCHE City Clerk RANDALL A. HAYS City Attorney June 30,1999 Honorable Mayor and Members of the City Council City of Lodi Lodi, California 95242 I am pleased to present the Financial Plan and Budget for 1999-2001. This budget was prepared in accordance with the goals, objectives and policies established by the City Council and appropriates $49.1 million for the 1999-2000 operating budget and approves $50.3 million for the 2000-2001 operating budget. The 1999-2000 budget is the first year of a two-year budget. The table below summarizes the revenues, expenditures and projected fund balances for the fiscal year beginning July 1, 1999. These estimates and the services that they support are described in Section D (Operating Activities), Section E (Capital Improvement Budget) and Section G (Changes in Fund Balance). This Financial Plan and Budget includes all hds and account groups. BEGINNING OTHER ENDING FUND BALANCE REVENUE EXPENDTURE SOURCES 8 BALANCE (USES) General Fund 2,710,052 22,180.570 26.212.005 4,031.435 2,710.052 Library Fund 500 1,077,000 1,123,785 46,285 Transportation Development 162,470 968,000 4,015,000 2,884,530 Street Fund 4.167.978 3,618,000 4,383,950 (1.009.640) 2,392,388 CDBG Fund 951,000 861,000 (90,000) Police Special Revenue Fund 111,233 38,000 149.233 Capital Outlay Fund 3,016,463 3,413,000 2.665.200 1,312,695 5,076,958 Equipment Fund 522,068 399,410 300,000 422,aa Debt Service Fund 1,282,305 1,282,305 Nater Fund 2,296,437 4,064,000 3,197,588 (579,200) 2,583.649 Nastewater Fund 3,229,883 4,270,000 4,889,580 (509,270) 2,101.033 2,502.71 0 11,704,864 Electric Fund 12,319,364 38,268,000 41,385,210 Transit Fund 869,000 1,443,340 574,340 Benefits Fund (357,737) 2,504,500 2.578.675 339,895 (92.01 7) Self Insurance Fund 2,095,930 284,000 1,163,705 821,100 2,037,325 Trust and Agency Fund 653,149 6,000 (97.285) 561,864 parks Special Grants 7,720 7.720 i1,809,900 29,655,727 TOTAL 30,935,510 82,511,070 95,600,153 The funds listed above allow the City to provide a full range of services that include public safety @olice and fire); public utilities (electric, water and wastewater); transportation (streets, storm drain, parking, transit); leisure, cultural and social services (recreation, parks, community and performing arts center, library); community development (engineering, planning, economic development); and, general government services (administration, finance, human resource, purchasing, information systems, and other support services). Under the City’s budget policies, service levels remain the same from year to year except when a “significant expenditure change” is approved by the City Council. A list of “significant expenditure changes” can be found in Section H and in the appropriate operating activity described in Section D. ECONOMIC DEVELOPMENT Lodi is ending the last decade of the 20th century on a positive note. The economy is the best it has been in many years. The value of construction is up from $38.7 million per year in 1995 to an estimated $80 million per year in 1999-2000. This is the most development ever experienced in Lodi as measured by assessed property values. This growth is due mainly to industrial/commercial construction and not residential construction. In the last five years employment has increased from 25,800 jobs to 29,300 jobs. This is a 13.6% increase over a five-year period and reflects, in part, on the efforts by the City to retain and attract business and industry. Unemployment has dropped from 9.4% in 1994 to 7.8% in 1998. Unemployment in Lodi is higher than National and State averages, but below the average for similar communities in the San Joaquin Valley where agri-business is a major economic activity. Taxable sales are at record levels. Sales tax revenues in 1999 are $1 million greater than sales tax revenues in 1995, a 22% increase. Just in the last year sales tax revenues have grown significantly. They are 13.7% greater than the same quarter of 1998. For budget purposes, the City does not expect to see more than a 3% growth in sales tax over the next two to three years. Lodi merchants are exceptionally competitive in San Joaquin County. Retail sales per capita is the highest in the County, i.e., more people shop in Lodi than live in Lodi compared to other cities in the County. The only concern for the future is the impact of the Internet on commercial business and the sales tax revenues the business community generates. City staff is closely following legislative developments regarding sales over the Internet and the possible impact on City revenues. The bad news in the middle of the economic success of the last five years is that the City is running out of vacant land to market for commercial/industrial development. With less land to market, the City will have to place more emphasis on “in-fill” and on redeveloping blighted commercial/industrial properties. This should allow Lodi to grow economically without having to annex large tracts of land. Promoting “infill” and redevelopment is consistent with the City’s 2% growth limits mandated in the General Plan. Lodi’s economic success is due, in part, to the outstanding Economic Development Team we have formed. This includes the City Council; Tony Goehring, the City’s Economic Development Coordinator; Alan Vallow, the Director of the Electric Utility Department; Rad Bartlam, the A-4 Director of Community Development; Richard Prima, the Public Works Director; Janet Keeter, the Deputy City Manager and Vicky McAthie, the Finance Director. Their hard work and creativity has made Lodi the place to do business and to grow your business. INFORMATIONS SYSTEMS We are building state-of-the-art information technology systems to give the customers and residents of Lodi more convenience and access to the City and its services. Our new and growing Internet web site (www.lodi.gov) offers exceptional accessibility and an ever increasing array of on-line information. Our new 10 mega-watt emergency radio station (AM 1250) provides us with the ability to communicate with the public during police, fire and utility emergencies. We have added a new electronic filing system to reduce the cost of paper storage and to improve staff efficiency when retrieving public records. In the near future public records will be available on the City’s web site. The voice mail and telephone systems will be upgraded to state-of-the-art technology to accommodate the increase in the use of networks and the internet. New voice and data communication systems are being added to the Police and Fire Departments; and, a new financial and utility billing system is being installed in the Finance Department. These systems will allow Lodi to do business in a more responsive and customer friendly manner. Our preparation continues on schedule for the year 2000 compliance of OUT internal systems and equipment. We have tested, replaced and verified equipment and systems in the city’s inventory for Y2K compliance. Contingency plans are being developed to allow the City to respond to unanticipated emergencies on transition to the year 2000. This includes coordinating with the private sector and other public agencies. For services and equipment outside the City’s control and/or jurisdiction, the City is contacting the manufacturers and service providers to verify their compliance status. As such, we have contacted public utilities, financial services activities and public health providers. There will be City staff available to respond to emergencies from December 3 1, 1999 through January 2,2000. Lodi’s Information Systems Coordinator, Stan Helmle, has other exciting plans for the future as technology transforms the way we do business. He and other members of the City staff have worked hard and should be recognized for their efforts. They are Vicky McAthie, the City Finance Director and her staff; Janet Hamilton, Assistant to the City Manager; Mark White, the Information Systems Coordinator; Bobby Amin, Police OfficerlTechnology Coordinator; Roy Todd, the City’s Data Processing Manager and Tyson Mordhorst, Senior Programmer Analyst. This is the short list of the many people who should be thanked. DOWNTOWN REVITALIZATION Lodi is proud of its Downtown and the “on-going” revitalization program that started in 1993. The School Street “make-over”, the Cherokee Lane beautification and the construction of the Performing Arts Center are three projects that were recently completed, The revitalization of downtown Lodi has received regional and national recognition. The Wall Street Journal featured an article on the revitalization efforts in Lodi and visitors have praised us for our revitalization program. A-5 In the next two years, we anticipate greater investment in the Downtown by both the public and private sectors. Currently, there are plans to build a 12-screen multiplex theater, a “brew pub” and additional retail stores. The City will continue to invest in the Downtown with the completion of an $8 million multi-modal station and parking structure, The City is discussing the possibility of constructing a new public safety building and a second parking structure in the downtown. With the second parking structure, there will be an additional 700 to 800 parking spaces. The multi-modal station and parking structure project is being constructed in two phases. Phase I is the construction of the multi-modal facility. Phase I1 is the construction of a 300 to 400- space parking structure. Both projects will be completed by late Fall of 2000 with dedication of the multi-model station in October 1999. This multi-modal station will be the transit hub of Northern San Joaquin County for passenger rail, commercial and public bus services, and for “park and ride” commuters. ELECTRIC UTILITY SERVICES The City has owned and operated an electric distribution system since 1910. In 1968, the City joined the Northern California Power Agency. This Agency allows Lodi to participate in ownership of power generation assets and to reduce reliance on a single power source (Pacific Gas and Electric). In 1982, the City signed a power purchase agreement with Western Area Power Administration to further expand the City’s access to power sources. These assets and the power purchase agreements ensure that Lodi residents have reliable and competitive electric power. Electric utility revenues not only pay for the operation and maintenance of the electric system, they pay for general government services through transfers to the general fund with a “12% in- lieu franchise tax”. Over 89 years, these transfers have made a difference in the services and capital projects enjoyed by the residents of Lodi. City Hall built in 1929 is the best example of a contribution to the City by the electric utility. Deregulation of the electric utility industry is making Lodi restructure its services to be more competitive in a deregulated market. Maintaining Lodi’s electric utility as an effective and competitive utility is important to the financial security of the City. Accordingly, the City has invested a significant amount of resources into developing a plan to position the electric utility for competition. The City will shift approximately $40 million of existing debt from its generation to its distribution assets. These funds will be used to improve the distribution system as described below: 1. For acquisition and construction of improvements to existing distribution facilities, replacement of capital maintenance assets and for operating facilities, 2. For improvements to transmission assets, including the acquisition and construction of transmission lines and facilities to interconnect existing transmission lines in the Lodi area; and 3. For reimbursing the City for prior expenditures to upgrade the City’s distribution system. A-6 Mr. Alan Vallow, the City’s Electric Utility Director, and his staff are to be commended for the outstanding job they have done in developing a long term strategy for the City to keep Lodi competitive in a deregulated market. CITY COUNCIL GOALS At the beginning of the budget process, the City Council adopted five goals, 16 objectives, and 10 major projects to guide staff in the development of the budget. These policies establish the City Council’s priorities and expectations. With these policies, staff can identify the resources needed to accomplish the Council’s goals, objectives and major projects. The Major Projects adopted by the City Council at the beginning of the budget process, identify those projects the City Council believes should be given the highest priority by staff. These are listed below and are described in Section B beginning on page 27: 0 0 0 0 0 0 Public Safety Building Remodel and Expansion Electric Utility Strategic Master Plan Watermastewater Utility Service Improvements Economic Development Strategy Implementation Public Road Improvements Removal and Realignment of Railroad Tracks Green Belt Strategy Development Redevelopment Agency Formation Information Systems Strategic Plan Implementation Long Term Financial Plan Development CITY MANAGER PRIORITIES To carry out the City Council’s work program, the following actions will be taken: 0 0 0 Evaluate current operations to identify opportunities to increase operating efficiencies and to reduce operating costs Focus on cost recovery efforts Develop bding sources for capital projects by cost savings, cost sharing, grants and/or private gifts Develop contingency plans in the event of a decrease in revenues from a downturn in the economy or revenue cuts by the State or Federal government Establish a city-wide employee recognition program Develop a ride reduction program for Downtown businesses 0 0 Promote economic development 0 0 OPERATING BUDGET The 1999-2000 Operating Budget includes the authority to add nine (9) Full Time Equivalent (FTE) employees and to increase the operating budget by $890,000. A summary of these changes can be found on page H-30. Of the nine (9) FTE’s positions added to City staff, five positions are for general government programs and four positions are for City utility services. A description of the expenditure changes authorized by the City Council can be found in Section D in the activity approved by the City Council. A-7 CAPITAL PROJECTS The City Council approved a list of projects for further study, design, acquisition and/or construction. Under City policy capital projects are brought back to the City Council by phase for approval and appropriation. Project construction depends on a project being approved and appropriated by Council at each step of the budget process. The capital projects that have received the most interest by the City Council and the public are described in Section E. Of these, the projects listed below will receive the most public attention in the next two years. The Public Safety Building ($17.4 million) The Municipal Service Center Expansion ($5 million) Distribution System Improvements ($4.5 million) The Multi-Modal Station ($8 million) Redevelopment Agency Formation ($100,000) The White Slough Transmission Line ($14 million) DEBT SERVICE The City’s outstanding debt less the electric utility debt in 1998 was $27.4 million and required annual payments of $2.3 million. Of the $27.4 million, the debt on the sewer treatment plant was $12.4 million, the debt on the Performing Art Center was $10 million and the debt for downtown revitalization was $5 million. To finance electric distribution system improvements, the City will borrow approximately $40 million. This debt will be repaid from existing electric utility revenues and will not increase total debt in the electric utility. This is made possible because the City will defease approximately $40 million of existing debt charged to power generation to allow debt in the electric distribution system. In addition to the $40 million of electric utility debt charged to the distribution system, the City participates with fourteen (14) California cities in developing and operating power generation facilities and transmission lines. Through “take or pay” agreements, the City has $191.4 million in “take or pay” obligations charged to power generation. Under the “take or pay” agreements the City is obligated to purchase power from the power generation plants in which the City has existing agreements. REVENUES The revenues projected in this budget reflect the economic growth that has occurred in Lodi over the last four years. These revenues give Lodi the funds needed to increase services, reduce the maintenance backlog, and to build new facilities. Property taxes are increasing at a rate of $2 10,000 per year and sales tax is increasing at a rate of $190,000 per year. The current utility rates support the existing service levels. In the future, the City may have to increase water and sewer rates to provide funding for the replacement of aging water and wastewater mains and laterals. This will be determined during a watedwastewater study A-8 scheduled to be completed within two years. The electric rates will be maintained at current levels over the next two years and may even decrease depending on the cost of power. CONCLUSION The 1999-200 1 Financial Plan and Budget is a balanced plan for funding City services over the next two years. Services will be increased based on City Council approval of a significant expenditure change. The significant expenditure changes approved by the City Council are listed in the Financial and Statistical Tables and described in greater detail in each of the Operating Activities. The revenues in this budget reflect the economic growth that has occurred in Lodi over the last four years. Accordingly, the City Council authorized an increase in staff of 9 full time equivalents and $890,000. The bottom line is that this is a balanced budget. The reserves are funded and are sufficient to meet unprogrammed contingencies. This is a budget the residents of Lodi can be proud. I wish to thank the Department Heads and their staff for the professional manner in which they worked to submit their budgets. In particular, I wish to thank Janet Keeter, the Deputy City Manager and Vicky McAthie, .the Finance Director for their efforts to prepare budget instructions, review Department requests, and finalize the budget report for the City Council. Also, Ruby Paiste, Maxine Cadwallader, Richard Prima, Alan Vallow and Rad Bartlam provided invaluable advice and support during preparation of the budget. Respecfilly submitted, H. Dixon Flynn City Manager A-9 GOVEHNIIIIENT FINANCE OFFICERS ASSOCIA'I'ION PRESENTEDTO City of Lodi, California For the Biennium Beginning July 1 ~ 1997 The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the City of Lodi, California for its biannual budget for the fiscai year beginning July 1, 1997. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communication device. This award is valid for a period of two years. The City of bdi has received the Distinguished Budget Presentation Award since 1995. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award. A-1 1 City of Lodi CITIZENS CITY COUNCIL Mayor 8 Four Council Members LIBRARY BOARD Five Members LIBRARY il BOARDS AND COMMISSIONS I I dl CITY AlTORNEY CITY MANAGER 2 COMMUNITY r-l DEVELOPMENT r-l FINANCE Arts Commission Parks & Recreation Commission Planning Commission Site Planning/Architecture Review Senior Citizens Commission Youth Commission Eastside Improvement Committee Information Technology Committee CITY CLERK I PARKS AND RECREATION 2 PUBLIC WORKS 11 members 5 members 7 members 5 members 7 members 16 members 9 members 11 members 1999-2001 FINANCIAL PLAN AND BUDGET DIRECTORY OF OFFICIALS AND ADVLSORY BODIES CITY COUNCIL Keith Land, Mayor Stephen J. Mann, Mayor Pro Tempore Susan Hitchcock, Councilmember Alan Nakanishi, Councilmember Phillip A. Pennino, Councilmember ADVISORY BODIES Planning Commission Library Board Arts Commission Youth Commission Solid Waste Management Task Force East Side Improvement Committee MANAGEMENT H. Dixon fly^, City Manager Randall A. Hays, City Attorney Alice Reimche, City Clerk Konradt Bartlam, Community Development Director Larry Hansen, Police Chief Janet Keeter, Deputy City Manager Scott Kenley, Fire Chief Charlene J. Lange, Community Center Director Vicky L. McAthie, Finance Director Nancy Martinez, Library Services Director Joanne Narloch, Human Resources Director Richard Prima, Public Works Director Alan Vallow, Electric Utility Director Ronald W. Williamson, Parks and Recreation Director Architectural Review Committee Recreation Commission Senior Citizens Commission Personnel Board DBCP Committee Gang Alternative Committee A-13 RESOLUTION NO. 99-91 A RESOLUTION OF THE LODl CITY COUNCIL ADOPTING IMPROVEMENT BUDGETS FOR THE FISCAL YEAR BEGINNING JULY 1, 1999 AND ENDING JUNE 30,2001, APPROPRIATION SPENDING LIMIT THE 1999-2001 OPERATING AND CAPITAL AND FURTHER APPROVING THE 1999-2000 WHEREAS, the City Manager submitted the 1999-2001 Operating and Capital Improvement Budget to the City Council on June 16, 1999; and WHEREAS, the 1999-2001 Operating and Capital Improvement Budget was prepared in accordance with the City Council's goals, budget assumptions and policies; and WHEREAS, the City Council conducted budget hearings on December 15, 1998, January 5, January 14, January 26, February 3, April 6, May 4, May 11, May 18, May 25, June 1, June 8, and June 16, 1999 at the Carnegie Forum; and WHEREAS, the 1999-01 budget is balanced and does not require additional taxes or fees; and WHEREAS, the City Council is required to adopt the Appropriation Spending Limit; and WHEREAS, the Appropriation Spending Limit and the annual adjustment factors selected to calculate the Limit are part of the Financial Plan and Budget. NOW, THEREFORE' BE IT RESOLVED, by the City Council of the City of Lodi, as follows: 1. That the 1999-2001 Operating and Capital Improvement Budget (including the Appropriation Spending Limit) as proposed by the City Manager and amended by the City Council is adopted; and 2. That the funds and regular staffing for the 1999-2001 operating budget are appropriated as summarized in Exhibit A (Recommended adjustments), Exhibit B (Significant Expenditure and Staffing Changes), Exhibit C (Changes in Fund Balance - All Funds Combined, General Fund, Enterprise Funds), Schedule D (Capital Improvement Budget), Schedule E (Equipment Replacement Budget), Schedule F (Major Revenue by Source), and Schedule G (1 999-2000 Appropriation Spending Limit); and 3. That the funds for the 1999-2001 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. I hereby certify that Resolution No. 99-91 was passed and adopted by the City Council of the City of Lodi in a regular meeting held June 16, 1999, by the following vote: AYES: COUNCIL MEMBERS - Mann, Nakanishi, Pennino and Land (Mayor) NOES: COUNCIL MEMBERS - Hitchcock ABSENT: COUNCIL MEMBERS - None ABSTAIN: COUNCIL MEMBERS - None &fJ h.&& ALICE M. RE!MCHE City Clerk 99-91 c: -- Section B POLICIES AND GOALS 1999-2001 FINANCIAL PLAN AND BUDGET OVERVIEW - BUDGET POLICIES AND GOALS OVERVIEW The overall goal of the City's Financial Plan and Budget is to establish and maintain effective management of the City's resources. Formal statements of budget policy and major goals provide the foundation for effective planning. Accordingly, this section describes the basic budget policies used in guiding the preparation and management of the City's overall budget, This section is composed of the following major units: * Budget Management and Control Policies * Major City Goals Some of the benefits to establishing financial policy include: 1. 2. 3. 4. 5. 6. 7. Publicly adopted policy statements contribute greatly to the credibility of and public confidence in the City. For the credit rating industry and prospective investors, such statements show the City's commitment to sound financial management and fiscal integrity. Established policy saves time and energy. Once decisions are made at the policy level, the issues do not need to be discussed each time a decision has to be made. The process of developing overall policy directs the attention of staff and Council to the City's total financial condition rather than single issue areas. Moreover, this process requires staff and Council to think about linking long-term financial planning with day-today operations. As overall policies are developed, the process of trying to tie issues together can bring new information to the surface and reveal further issues that need to be addressed. Developing financial policies reinforces the Council's policy role in maintaining good financial condition. Setting financial policies can improve the City's fiscal stability by setting a forward-looking approach to planning. Explicit policies contribute to continuity in handling the City's financial affairs. BUDGET MANAGEMENT AND CONTROL POLICIES The following policies guide the preparation and execution of the 1999-2001 Financial Plan and Budget: Financial Plan Organization Budget Administration General Revenue Management Recreation and Community Center Fees Enterprise Fund Fees and Rates Other Fees and Rates Revenue Distribution Appropriation Limitation Fund Balance Designations and Reserves Investments Capital Financing and Debt Management Capital Improvement Budget Human Resource Management Productivity Reviews Contracting For Services Allocating Cost of Services Carryover Policy Fleet Policy B- 1 1999-2001 FINANCIAL PLAN AND BUDGET OVERVIEW - BUDGET POLICIES AND GOALS MAJOR CITY GOALS The involvement of the City Council in setting major City goals is essential to the budget process. These goals provide short term and long term direction to staff, determine the allocation of resources and establish priorities. These goals will provide focus to the organization-wide efforts of staff and ensure that the most important, highest priority objectives are accomplished and, that these priorities are communicated to the public. The major City goals are provided in this part of the 1999-2001 Financial Plan and Budget. B-2 1999-2001 FINANCIAL PLAN AND BUDGET BUDGET POLICIES FINANCIAL PLAN ORGANIZATION A. Through its financial plan, the City will: 1. 2. 3. 4. 5. 6. 7. Identify community needs for essential services Organize the activities required to provide these services. Establish policies and goals which define the nature and level of services required. Identify activities performed in delivering services. Propose objectives for improving the delivery of services. Identify and appropriate resources required to perform services and accomplish objectives. Set standards to measure and evaluate the: a. Output of activities b. Accomplishment of objectives c. Expenditure of appropriations B. The City will use a two-year financial plan and budget concept to emphasize long-range planning and effective management of services. The benefits of a two-year financial plan and budget are: 1. Reinforces long-range planning 2. 3. 4. 5. Promotes orderly spending patterns Concentrates on the development and budgeting for significant objectives Establishes realistic schedules for completing objectives Provides for orderly and structured operations C. The twc~year financial plan and budget will establish measurable objectives and allow reasonable time to accomplish those objectives. D. The status of major program objectives will be reported to the Council semi-annually. E. The City Council will review and amend appropriations, if necessary, semi-annually. BUDGET ADMINISTRATION A. city council The City Council is ultimately responsible to the public for the delivery and conduct of City services and facilities. Accordingly, the Council appropriates funds to ensure the delivery of services at the levels and in the priority established by the Council. B-3 1999-2001 FINANCIAL PLAN AND BUDGET BUDGET POLICIES B. C. D. E. F. G. H. City Manager The City Manager as the chief administrative officer provides the City Council and Staff with general direction in the development and formulation of the staff's budget recommendation. This includes: evaluating and assessing current and projected issues confronted by the City; determining the demand for services and facilities; identifying the concerns of the voters; assessing the current and projected financial condition of the City; and determining the final staff recommendation. Finance Director/Treasurer The Finance Director as the chief financial officer is responsible for budget development and administration. This includes: developing and issuing the budget instructions and calendar; advising the City Manager on budget policies, including recommended annual target funding levels for fleet funds; reviewing budget requests to ensure they are complete and accurate; preparing the preliminary budget recommendation for review by the City Manager; and, publication of the approved budget. Public Works Director The Public Works Director is responsible for preparing the City's capital improvement budget (CIB) and the City's Equipment Replackment Schedule (ERS). In this capacity, the Public Works Director works closely with the Electric Utility Director to prepare an integrated CIB and ERS in recognition of the unique responsibilities and ape of services offered by the Electric Department. Department Diredors Department Directors are responsible for preparing their operating budget requests and capital budget requests in accordance with the City's budget instructions. Fleet committees Fleet committees were established to serve the City Manager in all vehicle-related matters to include budgeting, acquisition, disposition, assignments, vehicle operations, maintenance and insurance. Failure to Adopt Budget If the City Council fails to adopt the budget by July 1, the City Council may elect one of the following courses of action until passage of a budget and the appropriation of funds: (1) Provide the City Manager with Continuing Resolution Authority to allow continued services at expenditure levels not greater than those levels approved in the prior year budget; or (2) Require staff to obtain prior approval for the expenditure (disbursement) of City funds. Public Record Copies of the adopted City budget shall be public records available to the public upon request. GENERALREVENUE MANAGEMENT A. The City will seek to maintain a diversified and stable revenue base to protect it from short-term fluctuations in any one revenue source. B-4 1999-2001 F"ANCIAL PLAN AND BUDGET BUDGET POLICIES B. To emphasize and facilitate long-range planning, the City will project operating revenues for the succeeding five years. C. The City will make all current expenditures with current revenues, avoiding procedures that balance current budgets by accruing future revenues, rolling over short term debt or borrowing reserves of one fund to another. RECREATION AND COMMUNITY CENTER FEES A. Recreation service cost recovery goals are addressed as an integral component of the City's annual comprehensive user fee analysis process. It is the City's goal that 30% of the total cost of the City's recreation and community center programs should be recovered through fees and charges for recreation activities and the use of City facilities and equipment. In achieving this overall at recovery goal, the following guidelines will be used: 1. Cost recovery for activities directed to adults should be relatively high. 2. Cost recovery for activities for youth should be relatively low. Although ability to pay may not be a concern for all youth and senior participants, these are desired program activities, and the cost of determining need may be greater than the cost of providing a uniform service fee structure to all participants. Further, there is a community wide benefit to encourage high-levels of participation in youth recreation activities regardless of financial status. 3. For cost recovery activities of less than loo%, there should be a differential in rates between residents and non-residents. 4. These policy guidelines are sufficient in themselves in providing direction for setting the recreation and community center fees. Although these targets may be internally useful in administering recreation fees, the City's management should have as much flexibility as possible in setting specific activity fees as long as they meet the objectives and criteria provided above. However, the Recreation Department and Community Center will prepare and submit a summary of internal cost recovery targets to the City Manager for various activity categories at least annually. B. Charges will be assessed for use of rooms, pools, gymnasiums, ball fields, special use areas, and recreation equipment for activities not sponsored or co-sponsored by the City. Such charges will generally conform to the fee support categories listed above. C. The Recreation Department and Community Center may waive fees with the approval of the City Manager when it is determined that an undue hardship exists or when in the best interests of the City. B-5 1999-2001 FINANCIAL PLAN AND BUDGET BUDGET POLICIES ENTERPRISE F"DFEEs ANDRATES A. The City will set fees and rates at levels which fully cover the total direct and indirect costs . . . . . .including operations, capital outlay and debt service.. . . . of the following enterprise programs: electrical, water, sewer, and transit. B. The City will annually review and adjust enterprise fund fees and rates as required to ensure that they remain appropriate and equitable; and to stem large rate increases. OTHER FEES AND RATES A. Ongoing Review Fees and rates will be reviewed and updated on an ongoing basis to ensure that they are correct and appropriate based on the changing needs of the community, i.e. economic concerns, social issues, public safety. B. General Concepts Regarding the Use of Service Fees and Rates The use of fees and rates should be subject to the following general concepts: 1. Revenues normally will not exceed the reasonable cost of providing the service. 2. Cost recovery goals should be based on the total cost of delivering the service, including direct costs, departmental administration costs, and organization wide cost such as accounting, personnel, date processing, vehicle maintenance and insurance. 3. The method of assessing and collecting fees should be as simple as possible in order to reduce the administrative cost of collection. 4. Rate structures should be sensitive to the "market" for similar services as well as to smaller, infrequent users of the service and the influence rates and fees have on economic development. 5. A unified approach should be used in determining cost recovery levels for various programs based on the factors discussed above. C. Low Cost Recovery Services Based on the criteria discussed above, the following types of services should have very low cost recovery goals. In selected circumstances, there may be specific activities within the broad scope of services provided that should have user charges associated with them. However, the primary source of funding for the operation as a whole should be general purpose revenues, not user fees. 1. 2. Maintaining and developing public facilities that are provided on a uniform, community wide basis such as streets, parks and general purpose buildings. Delivery of social service programs and economic development activities. E6 1999-2001 FINANCIAL PLAN AND BUDGET BUDGET POLICIES D. Comparability with Other Communities 1. Fee surveys should never be the sole or primary criteria in setting City fees. There are many factors that affect how and why other communities have set their fees at their levels. For example: a. what level of cost recovery is their fee intended to achieve compared with Mi's cost recovery objectives? b. What costs have been considered in computing the fees? c. When was the last time that their fees were comprehensively evaluated? d. What level of service do they provide compared with Mi's service or performance Standards? e. Is their rate structure significantly different than Mi's and what is it intended to achieve? 2. Surveys comparing the City's fees to other communities is useful background information in setting fees for several reasons: a. They reflect the "market" for these fees and can assist in assessing the reasonableness of the City's fees. b. If prudently analyzed, they can serve as a benchmark for how cost effective the City provides services. These are difficult questions to address in fairly evaluating fees among different cities. REVENUE DISTRIBUTION The Council recognizes that generally accepted accounting principles for local government discourage the "earmarking" of General Fund revenues, and accordingly, the practice of earmarking general fund revenues for specific programs should be minimized. Approval of the following Revenue Distribution policies for 1999-2001 does not prevent future Councils from directing General Fund resources to other funds and activities as necessary. B-7 1999-2001 FINANCIAL PLAN AND BUDGET A. Property Tax Allocation 1. The City‘s property tax serves to provide for general municipal services as well as for debt service, retirement obligations, public improvements and library purposes. The passage of Proposition 13 on June 6, 1978, drastically changed the method of establishing and allocating property tax revenues for all local agencies in California. In addition to limiting annual increases in market value, placing a ceiling on voter approved indebtedness and redefining assessed valuations, Proposition 13 established a maximum County wide levy for general revenue purposes of 1% of market value. Under subsequent state legislation which adopted formulas for the distribution of this County wide levy, the City now receives a percentage of total property tax revenues. 2. As discussed above, the City no longer controls the amount or distribution of its property tax. In distributing property tax revenues between funds since the passage of Proposition 13, the following minimum ratios for special purposes have traditionally been used based on the tax rates that were in effect prior to the passage of Proposition 13: Eiscal YEU 1978-79 Tax Rate Per $100 Percent Special Municipal Purposes Library $ .30 17.86% General Municipal Purposes - 1.38 82.14 % TOTAL $ 1.68 100.00% 3. For 1999-2001 property tax revenues will be distributed proportionately to the following funds as follows: 1999-2000 2000-01 General Fund 50 % 50 % Capital Outlay Fund - General Fund 30% 30 X Library Fund 20 % 20% TOTAL 100% 100% B. All Gasoline Tax revenues will be used for street maintenance and construction activities. Pursuant to the San Joaquin County’s local Transportation Sales Tax (Measure K), the City must meet the “Maintenance of Effort“ (MOE) requirement which is based on the annual average of the City’s street and road expenditures funded by the General Fund fxed on a three year period. C. All Transportation Development Act (TDA) revenues will be allocated to alternative transportation programs, including regional and municipal transit systems, bikeway improvements and other programs or projects designed to reduce automobile usage. It is expected that alternative transportation programs - in conjunction with other state and federal grants for this purpose- will be self-supporting from TDA revenues. As available, TDA funds will also be used for street maintenance projects. B-8 1999-2001 FINANCIAL PLAN AND BUDGET BUDGET POLICIES D. Enterprise Fund Allocations to the General Fund 1. The goal of Proposition 4 is to limit growth in appropriations of both state and local government to changes in the cost of living and population in order to control spending levels. Proposition 4 further describes the difference between "tax proceeds" and fees. Tax proceeds are the revenue from regulatory licenses, user charges and user fees to the extent the revenue exceeds the cost of providing the regulation, product or service. (This includes transfers from an enterprise fund to the extent those funds exceeded the cost of providing the services). 2. As discussed above, the funds transferred from the City's enterprise funds to the City's general fund are "In-Lieu of Taxes" to the extent they exceed the cost of services provided by general services (accounting, personnel, legal, insurance, etc.). These taxes will be levied during the 1999-2001 Financial Plan and Budget period based on prior year revenues as follows: 1999-2000 2000-01 In-lieu of Tax - Electric 12 % 12 % In-lieu of Tax - Water 17 % 17 I In-lieu of Tax - Sewer 20% 20 % E. Special Revenue Allocations to the General Fund Revenues the City receives for specific services (i.e. vehicle tow charges) will not be designated for use by an individual department unless required by statute or approved by the City Council. When required by statute (i.e. asset seizure), these funds will be first allocated to the purchase of necessary and essential equipment and/or services prior to purchase with General Fund resources. APPROPRIATION LIMITATION A. The Council will annually adopt a resolution establishing its appropriation limit calculated in accordance with Article XIIIB of the Constitution of the State of California, Section 7900 of the State of California Government Code, and any other voter approved amendments or state legislation that affect the City's appropriation limit. B. The City will strive to develop revenue sources, both new and existing, which are considered non- tax proceeds in calculating its appropriations subject to limitation. C. The City will annually review user fees and charges and report to the Council the amount of program subsidy, if any, that is being provided by the General Fund or Enterprise Funds. B-9 1999-2001 FINANCIAL PLAN AND BUDGET BUDGET POLICIES FUND BALANCE DESIGNATIONS AND RESERVES A. The City should maintain fund balances of at least 15% of operating expenditures in the General Fund as well as the Electric, Sewer, and Water Funds. This is considered the minimum level necessary to maintain the City's credit worthiness and to adequately provide for: 1. 2. 3. Cash flow requirements. Economic uncertainties, local disasters, and other financial hardships or downturns in the local economy. Contingencies for unforeseen operation or capital needs. B. The City will establish and maintain an Equipment Fund to provide for the timely replacement of vehicles and capital equipment. This includes items with an individual replacement cost of $3,000 or more. The minimum fund balance in the Equipment Fund should allow for annual fluctuations in expenditures while maintaining a level annual transfer and allow for emergency replacement purchases. The annual contribution to the Fund will generally be based on the annual "use allowance" which is determined based on the estimated life of the vehicle or equipment and its original purchase cost. Interest earnings and sales of surplus equipment as well as any related damage and insurance recoveries will be credited to the Equipment Fund. C. The Council may designate specific fund balance levels for future development of capital projects which it has determined to be in the best long-term interests of the City. D. In addition to the designations noted above, fund balance levels will be sufficient to meet funding requirements for projects approved in prior years which are carried forward into the new year; debt service reserve requirements; reserves for encumbrances; and other reserves or designations required by contractual obligations, state law, or generally accepted accounting principles. INVESTMENTS A. Investments and cash management will be the responsibility of the City Finance Director/Treasurer or designee. B. The City's primary investment objective is to achieve a reasonable rate of return while minimizing the potential for capital losses arising from market changes or issuer default. Accordingly, the following factors will be considered in priority order in determining individual investment placements: 1. Safety 2. Liquidity 3. Yield B-10 1999-2001 F"ANCL4.L PLAN AND BUDGET BUDGET POLICIES C. D. E. F. G. H. I. J. The City will strive to keep idle cash balances fully invested through daily projections of cash flow requirements. To avoid forced liquidations and losses of investment earnings, cash flow and future requirements will be the primary consideration when selecting maturities. As the market and the City's investment portfolio change, care will be taken to maintain a healthy balance of investment types and maturities. The City will invest only in those instruments authorized by the California Government Code Section 53601. The City will not invest in stock, will not speculate, and will not deal in futures or options. The investment market is highly volatile and continually offers new and creative opportunities for enhancing interest earnings. Accordingly, the City will thoroughly investigate any new investment vehicles prior to committing City funds to them. Current financial statements will be maintained for each institution in which cash is invested. Investments will be limited to 20 percent of the total net worth of any institution and may be reduced further or refused altogether if an institution's financial situation becomes unhealthy. In order to maximize yields from its overall portfolio, the City will consolidate cash balances from all funds for investment purposes, and will allocate investment earnings to each fund in accordance with generally accepted accounting principles. Ownership of the city's investment securities will be protected through third-party custodial safekeeping. The City Finance Directorflreasurer will develop and maintain a comprehensive, well documented investment reporting system which complies with Government Code Section 53607. This system will provide the City Council with appropriate investment performance information. The City Finance Directorflreasurer will develop and maintain an Investment Management Plan which addresses the City's administration of its portfolio, including investment strategies, practices, and procedures. CAPITAL FINANCING AND DEBT MANAGEMENT Capital Financing A. The City will consider the use of debt financing only for one-time capital projects and only under the following circumstances: 1. When the project's useful life will exceed the term of the financing. 2. When project revenues or specific resources will be sufficient to service the long-term debt. B-11 BUDGET POLICIES B. Debt financing will not be considered appropriate for any recurring purpose such as current operating and maintenance expenditures. The issuance of short-term instruments such as revenue, tax, or bond anticipation notes is excluded from this limitation. C. Capital improvements will be financed primarily through user fees, service charges, assessments, special taxes, or developer agreements when benefits can be specifically attributed to users of the facility . D. The City will use the following criteria to evaluate pay-as-you-go versus long-term financing in funding capital improvements: Pay- As-Y ou-Go 1. When current revenues and adequate fund balances are available or when project phasing can be 2. When debt levels adversely affect the City's credit rating. 3. When market conditions are unstable or present difficulties in marketing. accomplished . Long-Term Fmancing 1. 2. 3. 4. 5. 6. When revenues available for debt service are deemed to be sufficient and reliable so that long- term financing can be marketed with investment grade credit ratings. When the project securing the financing is of the type which will support an investment grade credit rating. When market conditions present favorable interest rates and demand for City financing. When a project is mandated by State or Federal requirements and current revenues and available fund balances are insufficient. When the project is required to meet or relieve service requirements. When the life of the project or asset financed is 10 years or longer. Debt Management E. The City will not obligate the General Fund to secure long-term financing except when the marketability can be significantly enhanced. F. No more than 60% of all capital projects will be funded from long-term financing; and direct debt will not exceed 2 % of the City's assessed valuation. G. A feasibility analysis will be prepared for each long-term financing to assess debt service on current and future operations. This will also include an analysis on the reliability of revenues to support a debt service. B-12 1999-2001 F"A.NCIAL PLAN AND BUDGET BUDGET POLICIES H. The City will generally conduct debt financing on a competitive basis. However, negotiated financing may be used due to market volatility or the use of an unusual or complex financing or security structure. I. The City will seek investment grade ratings (Baa/BBB or greater) on any direct debt and will seek credit enhancements such as letters of credit or insurance when necessary for marketing purposes, availability and cost-effectiveness. J. The City will monitor all forms of debt annually coincident with the budget process. K. The City will diligently monitor its compliance with bond covenants and ensure its adherence to federal arbitrage regulations. L. The City will maintain good communications with bond rating agencies about its financial condition. The City will follow a policy of full disclosure on every financial report and bond prospectus (Official Statement). CAPITAL IMPROVEMENT BUDGET A. B. C. D. Construction projects and capital purchases (other than vehicles, equipment and major computer software acquired through the Equipment Fund and projects funded by an Enterprise Fund) which at more than $lO,OOO will be included in the Capital Improvement Budget (CIB); minor capital outlays of $lO,OOO or less will be included with the operating activity budgets. Enterprise Fund projects and major equipment purchases will be based on the capitalization practices of the Enterprise. The purpose of the CIB is to systematically plan, schedule, and finance capital acquisitions to ensure cost-effectiveness as well as conformance with established policies. The CIB will be a four-year plan organized into the same functional groupings used for the operating budget. The CIB will reflect a balance between capital replacement projects which repair, replace, or enhance existing facilities, equipment or infrastructure; and capital facility projects which significantly expand or add to the City's existing fEed assets. Every capital project will have a project manager who will prepare the project proposal, ensure that required phases are completed on schedule, authorize all project expenditures, ensure that all regulations and laws are observed, and periodically report project status. A CIB Coordinating Committee, chaired by the Directors of Public Works and the Electric Utility Department, will review project proposals, determine project phasing, recommend project managers, review and evaluate the draft capital budget plan, and report project status at least annually to Council. The Committee should be made up of representative of each Department. B-13 1999-2001 FINANCIAL PLAN AND BUDGET BUDGET POLICIES E. * * * * * * The Capital Improvement Budget will emphasize project planning, with projects progressing through at least two and up to six of the following phases: DESIGNATED - Set aside funding for future project development under "pay-as-you-go" STUDY - Includes concept design, site selection, feasibility analysis, schematic design, environmental determination, property appraisals, scheduling, grant application, grant approval, and specification preparation for equipment purchases. ACQUISITION - Includes equipment purchases and property acquisition for projects, if necessary- DESIGN - Includes final design, plan and specification preparation, and construction cost estimation. CONSTRUCTION - Includes bid administration, construction, project inspection and management, and closeout. DEBT SERVICE - Installment payments of principal and interest for completed projects funded through debt financing. financing. Generally, it will become more difficult for a project to move from one phase to the next. As such, more projects will be studied than will be designed, and more projects will be designed than will be constructed or purchased. F. Funding and related appropriation to a project account will only be made upon approval of each phase by the City Council. Accordingly, project appropriations for acquisition and construction will generally be approved when contracts are awarded. G. Project phases will be listed as objectives in the program narratives of the Activity responsible for the project. HUMAN RESOURCE MANAGEMENT A. Regular authorized staffing will be fully budgeted and funded. B. Staffing and contract service budget ceilings will limit total expenditures for regular employees, temporary employees, overtime and independent contractors hired to provide operating and maintenance services. C. Regular employees will be the core work force and the preferred means to staff ongoing, year-round activities rather than independent contractors. The city will strive to provide fair compensation and benefit schedules for its authorized regular work force. Each regular employee will: 1. Fill an authorized regular position. 2. Be assigned to an appropriate bargaining unit or representative group. 3. Receive salary and benefits consistent with labor agreements or other compensation plans. B-14 1999-2001 FINANCIAL PLAN AND BUDGET BUDGET POLICIES D. To manage the growth of the regular work force and overall staffing costs, the City will follow these procedures: 1. The City Council will authorize all regular positions except in the case of the Library which is governed by the Library Board. 2. The Human Resources Department will coordinate the hiring of all employees and evaluate the reallocation of existing positions. 3. All requests for additional regular positions will include an evaluation of: a. The necessity, term, and expected results of the proposed position. b. Staffing and material costs including salary, benefits, equipment, uniforms, clerical support, c. The ability of private industry to provide the proposed service. d. Additional revenues or cost savings which may be realized. and facilities. 4. Periodically, and prior to any request for additional regular positions, programs will be evaluated to determine if they can be accomplished with fewer regular employees under a "productivity review n. E. F. G. Temporary employees are employees other than regular employees, elected officials, and volunteers budgeted in hours. Temporary employees will augment regular City staffing only as limited term employees, seasonal employees, emergency, intermittent, contract employees, and interns. The City Manager will encourage the use of temporary employees to meet peak workload requirements, fill interim vacancies, and accomplish tasks where less than regular, year- round staffing is required. Contract employees will be defined as temporary employees with written contracts approved by the City Manager who may receive approved benefits depending on hourly requirements and the length of their contract. Contract employees will generally be used for medium-term (generally between six months and two years) projects, programs, or activities requiring specialized or augmented levels of staffing for a specific period of time. The services of contract employees will be discontinued upon completion of the assigned project, program or activity. Accordingly, contact employees will not be used for services that are anticipated to be delivered on an ongoing basis. Independent contractors will not be considered City employees. Independent contractors may be used in two situations: 1. Short term, peak workload assignments to be accomplished through the use of personnel contracted through an outside employment agency. All placements through an outside employment agency will be coordinated through the Human Resources Department and subject to the approval of the Human Resources Director. B- 15 1999-2001 FINANCIAL PLAN AND BUDGET BUDGET POLICIES /, 2. Construction of public works projects and the provision of operating, maintenance, or specialized professional services not routinely performed by City employees. Such services will be provided without close supervision by City staff, and the required methods, skills, and equipment will generally be determined and provided by the contractor. PRODUCTIVITY REVIEW The City will constantly monitor and review its methods of operation to ensure that services continue to be delivered in the most cost-effective manner possible. This review process encompasses a wide range of issues, including: A. B. C. D. E. F. G. Maintaining a decentralized approach in managing the City's services. Although some level of centralization is necessary for review and control purposes, decentralization supports productivity by: Encouraging accountability by delegating authority to the lowest possible level. Stimulating creativity, innovation, and individual initiative. Reducing the administrative cost of operation by eliminating ~~eces~ary review procedures. Improving the organization's ability to respond to changing needs and to identify and implement cost saving programs. Assigning responsibility for effective operations and citizen responsiveness to the department. Analyzing systems and procedures to identify and remove ~~e~es~ary review requirements. Evaluating the ability of new technologies and related capital investments to improve productivity. Investing in the City's most valuable asset - personnel staff - by developing the skills and abilities of all City employees, with special emphasis on frrst-line supervisors. Implement annual performance reviews and appropriate methods of recognizing and rewarding exceptional employee performance. Evaluating local market service providers and other government agencies to determine whether the service is available at a lower cost than provided by City staff. Periodic formal review of operations on a systematic, ongoing basis. B-16 1999-2001 FINANCIAL PLAN AND BUDGET BUDGET POLICIES CONTRACTING FOR SERVICES A. General Policy Guidelines 1. 2. 3. 4. 5. Contracting with the private sector and other government agencies for the delivery of services provides the City with the opportunity for cost containment and productivity enhancement. As such, the City is committed to using private sector resources in delivering municipal services as a key element in our continuing efforts to provide cost effective services. Private sector contracting approaches under this policy include construction projects, professional services, outside employment agencies, and ongoing operation and maintenance services. In evaluating the costs of private sector contracts compared with in-house performance of the service, indirect, direct and contract administration costs of the City will be identified and considered. Whenever private sector providers are available and can meet established service levels, they will be seriously considered as viable service delivery alternatives using the evaluation criteria outlined below. For programs and activities currently provided by City employees, conversions to contract services will generally be made through attrition, reassignment or absorption by the contractor. B. Evaluation Criteria Within the general policy guidelines stated above, the cost-effectiveness of contract services in meeting established service levels will be determined on a case-by-case basis using the following criteria : 1. 2. 3. 4. 5. 6. 7. Is a sufficient private sector market available to deliver this service? Can the contract be effectively and efficiently administered? What are the consequences if the contractor fails to perform, and can the contract reasonably be written to compensate the City for any such damages? Can a private sector contractor better respond to expansions, contractions, or special requirements of the service? Can the work scope be sufficiently defined to ensure that competing proposals can be fairly and fully evaluated, as well as the contractor's performance after bid award? Does the use of contract services provide the City with an opportunity to redefine service levels? Will the contract limit the City's ability to deliver emergency or other high priority services? B-17 1999-2001 FINANCIAL PLAN AND BUDGET BUDGET POLICIES 8. Overall, can the City successfully delegate the performance of the service but still retain accountability and responsibility for its delivery? ALLOCATING THE COST OF SERVICES A. General Policy Guidelines 1. The City is committed to achieving efficiency by centralizing general administrative services to the extent they serve the needs of the City as a whole and provide for greater cost efficiency. Accordingly, general and administrative services will be charged to those activities not financed by the General Fund by use of a cost allocation plan. 2. The City will develop a cost allocation plan for general government services provided the City's enterprise fund and special revenue fund activities in accordance with accepted cost allocation methodology. 3. The cost of general government services will be financed by operating transfers established in the cost allocation plan and transferred to the general fund annually at the time the City budget is adopted. 4. The Finance Director will perform periodic reviews of the City's cost allocation plan to ensure the distribution of costs are made in accordance with accepted practices of the City. The results will be used to project annual operating transfers. 5. The City will develop a cost allocation plan in accordance with Federal and State policies to ensure the maximum allowable return to the City of indirect/overhead costs. B. Cost Allocation Criteria 1. Costs will be allocated considering the following criteria: * * * * Cause and effect - the identification of output in proportion to the service provided. Benefits received - the allocation of cost in relation to the benefits received. Fairness and equity - the allocation must be mutually satisfactory to the parties affected. Ability to bear - the allocation of cost must consider the ability to pay and the impact on the services provided. 2. Costs will be allocated to activities when the overall service benefits the City as a whole but a particular cost benefit can not be shown. 3. The criteria for allocating costs will be included in the City budget to allow for evaluation of the mt distribution criteria. L B-18 1999-2001 FINANCIAL PLAN AND BUDGET BUDGET POLICIES CARRYOVER POLICY The Two-Year Financial Plan and Budget used by the City provided the City Council and staff with the opportunity to commit operating funds to services over a two-year time frame rather than the traditional one-year period. Under a one-year budget, appropriations lapse at the end of the fiscal year, and favorable budget balances are no longer available for operating expenditures except when encumbered under contractual agreements. The two year financial plan and budget allows for the unexpended operating budget balances to be carried forward to the second year of the Financial Plan. To ensure fund balance projections remain on target, any unexpended operating balances will be reduced if the actual revenue received is materially less than the estimated revenue projected in the Financial Plan. The use of carryover funds from the first year into the second year of the Financial Plan recognizes that the delivery of new or enhanced services ofren require more time to staff, equipment, organize and implement than may be possible in a one year time period. Carryover funding for operating programs into the second year provides staff with the opportunity and flexibility to improve service and maintain current operations without significant dislocation or disruptions in service delivery systems. Under this concept, the following carryover policy will be followed: A. B. C. All operating budget appropriations lapse at the end of the second year of the two-year financial plan and budget except for funds encumbered under contractual agreement (which includes commitments made through purchase order) for goods and services which are essential to the operation of the City in the year for which they are encumbered. Operating budgets may be encumbered to ensure adequate funding for goods and services required to conduct City operations in the year in which they are encumbered. Encumbrances must be evidenced by a binding contractual agreement (including purchase orders) between the City and the party required to deliver the goods and services. Under special conditions, requests for carryover my be made by memorandum detailing the need for carryover of funds, and such a request may be considered as an encumbrance at the discretion of the Finance Director. For carryover into the subsequent year, all such contracts, purchase orders, or special request must be submitted by June 15 of each fiscal year. The City Manager is authorized to carry forward the unexpended and unencumbered operating budget balances from the fmt year to the second year of the City’s Financial Plan and Budget and to program these balances for re-appropriation under the following conditions: 1. The budget balances were unexpended for reasons beyond the control of the operating department. 2. Re-appropriation of budget balances is required to ensure full funding of programs and services approved by the City Council. 3. The expenditure of these funds will promote innovation, efficiency, and effectiveness in the delivery of City services and programs. B-19 1999-2001 FINANCIAL PLAN AND BUDGET BUDGET POLICIES D. The total of all favorable variances regardless of type (personnel, utilities, supplies, services, or minor capital) are available for carryover with the approval of the City Manager, and will be aggregated at the fund level by department. Under this approach, program overages within the department may be offset by program underages. However, in no case may departmental overages in one fund be offset by departmental savings in another. E. The budget carryover will be accounted for in a nondepartmental control account established by the Finance Department. F. The Finance Department will provide Department Heads with a formal balance of operating funds available for carryover by the end of the second quarter of the second fiscal year. Departments will be able to determine a tentative balance of their carryover funds prior to that date by reviewing the June 30 Financial Reports. However, these are unaudited numbers which are subject to change and, as such, the carryover balances are not official until published by the Finance Department. G. Department Heads may request through a Special Allocation Request that the unexpended budget balances of their first year operating budget be reappropriated into the second year of the two-year financial plan. All requests must justify the need for the funds in the second year and explain why the funds were not expended or encumbered in the year they were budgeted. H. When carryover requests are approved by the City Manager, the Finance Department will transfer the funding to the designated line item(s) of the Department Budget as provided on the Special Allocation Request form. FLEET POLICY In 1997 Council adopted the Fleet Policies and procedures which are to govern the management, operation, acquisition and disposition of vehicles and equipment owned and leased by the City of Mi. Under these adopted policy guidelines, the City organized City vehicles into two fleets: General Fund and Enterprise Fund. Fleet committees were established to serve the City Manager in all vehicle-related matters to include budgeting, acquisition, disposition, assignments, vehicle operation, maintenance and insurance. Under the budget process, replacement vehicles are generally budgeted and funded in the General Fleet Fund or Enterprise Fleet Funds. Based on projected replacement needs, the City Manager and Finance Director recommend an annual target funding level as part of the budget process. This target funding level helps to establish a minimum fund balance in the appropriate Fleet Funds. B-20 1999-2001 FINANCIAL PLAN AND BUDGET BUDGET POLICIES The recommended 1999-2000 target funding is: General Fund $300,000 based on historical replacement needs Water Fund $ 50,000 based on replacement requests Wastewater Fund $ 75,000 based on replacement requests Electric Fund $350,000 based on historical replacement needs The target funding does not authorize specific replacements. Vehicles will be replaced based on target funding if the replacement is justified and approved by the appropriate Fleet Management Committee. The recommendation of the Fleet Management Committee to replace existing vehicles costing $50,000 or less per vehicle is contingent on the approval of the CM. All replacement vehicles costing more than $50,000 require budgetary and subsequent procurement approval by the City Council. In addition, requests to increase the size of the City fleet will be included in the regular Capital Improvement Budget not the Capital Improvement Budget for Replacement Vehicles. B-2 1 1999-2001 FINANCIAL PLAN AND BUDGET MAJOR CITY GOALS Background As shown in this budget document, goals represent the highest level of a hierarchy of planning statements for the City of Lodi. This hierarchy is comprised of Major City Goals Major City Objectives Major City Projects Through the process of identifying and incorporating major City goals, objectives and projects into the 1999-2001 Financial Plan and Budget, and by continuing this process in future documents, the citizens of Mi wili understand: 1) Where the City intends to concentrate expenditure of available resources 2) Anticipated outcomes and benefits of this investment of resources Goals establish a long term vision for the City of Mi. They are characterized by the following properties: Goals establish policy direction and focal points for the efforts of City staff. They represent the desired accomplishments of the City organization. Goals are not expressed in terms of work that must be performed - but in terms of the desired state or condition of the City after work has been performed, Since goals represent a desirable state or condition, they are not prone to radical change after the completion of a two year cycle, any more than the fundamental aspirations of the City are likely to change over a very short time frame. City Council, the City Manager and Department Heads have established five major City goals: 1) Improve Customer Service The City of Lodi is in the business of serving its community. Lodi city government operates in a marketplace that competes for business, shoppers, visitors, residents and users of our services. In order to succeed, we understand all employees must provide exemplary service for external and internal customers. 2) Enhance Access to Information ._ In the continuing world of technological change, the City of Lodi must be aware of the position we hold. Part of our mission is providing information to a variety of customers. Enhancing access to information provides for an acknowledgment of that service and an efficiency in the operation. B-22 1999-2001 FINANCIAL PLAN AND BUDGET MAJOR CITY GOALS 3) Ensure an Efficient and Productive Citv Oreanization In response to the competitive nature of running the City, it is incumbent upon every member of the organization to investigate and implement policies which increase our productivity. The City will look to be entrepreneurial where sound policy dictates. The City will continue to use new technologies in a cost-effective manner. 4) Enhance Quality of Life and Provide a Safe Environment for Citizens Lodi’s small town atmosphere and sense of community are assets that make this a special place. Terms like “Quality of Life” are implemented here through recreational and cultural opportunities. Further, public safety is a basic element of Lodi’s quality of life. The City will continue to use education, prevention and enforcement to enhance our citizens’ sense of safety. 5) Develop the Lodi Economy A successful community sustains itself by ensuring a balance in physical, economic and human development. Developing the Lodi economy recognizes there are many players responsible for making the community a success. The City is committed to providing existing business with a beneficial atmosphere in which to operate. The City believes the same environment will attract new business. It is understood providing high- quality programs and service is based on the need for a strong economic base. B-23 1999-2001 FINANCIAL PLAN AND BUDGET MAJOR CITY OBJECTIVES Background Objectives represent the next level of the hierarchy of planning statements for the City of Mi. They are characterized by the following properties: Objectives support one or more major City goals and begin to convert Council policy as expressed through goals into specific project activities. Objectives more specifically describe the desired end result of various City programs. City Council, the City Manager and Department Heads have established sixteen major City objectives : 1) Develop Short and Lony Ranpe Operational Plans The City operates in an environment of constantly changing regulations and technology. environment compels us to transform our operations in order to remain competitive. This Departments must develop plans appropriate for the changing circumstances in their industry. These plans will place the City in a position to provide the services citizens desire at prices they are willing to pay. 2) Promote Public Relations and Marketine Efforts All existing assets, as well as new forms of service delivery and other planned features for the City, will not enhance our quality of life if the public is not educated. People must understand what the City has to offer if they are to recognize its value. The City must convey sound information regarding its services to the public. We must promote a positive image to citizens, as well as visitors and business owners outside Lodi, in order to attract them to our community. 3) Imdement Information Systems Strategic Plan Computer based information technology is a fundamental part of the City’s administrative infrastructure. It must be planned and managed with the same care and attention as roads, buildings or Staff. Implementation of the Information Systems Strategic Plan will provide resources needed for progress on many City objectives. 4) Pursue Efforts to be Entrepreneurial This objective addresses providing needed services in a business-like fashion. As the face of local government continues to change, the City should think of itself as a service organization first and a government second. The role of competition and choice of service should be considered whenever City programs are reviewed. B-24 1999-2001 FINANCIAL PLAN AND BUDGET ~~ ~~ ~ MAJOR CITY OBJ73CTIVES 5) Maintain Citv’s Sense of Comrnunitv Lodi’s small town atmosphere and sense of community are assets. This perception is transmitted through our community’s commitment to families. Programs and services, combined with special “family oriented” events, make Lodi a chosen place to live and work. Constant attention is necessary in order to support this positive community attribute. 6) Promote CommerciaVIodustrial Base Lodi has taken a proactive approach to business retention and attraction. We are committed to providing existing businesses with a healthy atmosphere in which to operate. This attitude will assist us in attracting new business. City policies and programs should continue to act as catalysts to achieve this objective. 7) Provide Resources to Maintain City’s Infrastructure All residents of Lodi, existing and future, require a reliable service delivery network to maintain our quality of life. This objective includes providing adequate sMf, and fbnding for maintaining and replacing all forms of City infrastructure - water, sewer, electric, buildings, WAC, equipment, and vehicles. 8) Continue to Use Partnerships and Alliances to Advance Citv’s Obiectives While local control is important to the City, particularly in the area of land use, we recognize we are part of a larger region. Many issues are truly regional (e.g., annexation policy, habitat presemation, air quality). The City must work with other agencies, both public and private, to develop strategies to address regional issues. 9) Promote Urban Forestry Trees add considerably to the aesthetics of our community. environment, contribute to clean air, provide cooling shade and support wildlife. They promote a good community Policies that continue the “greening” of the City enhance our quality of life. 10) Provide for a Balanced Community A balanced community understands the dynamics between the physical, economic and human segments in Lodi. A balanced community will provide residents and business with infrastructure and services needed to fulfill the community’s diverse expectations. B-25 1999-2001 FINANCIAL PLAN AND BUDGET MAJOR CITY OaTECTrVES 11) Encourage Public Art. Cultural and Recreational ODportuuities An Art in Public Places program, as well as abundant cultural and recreational opportunities, enhances Lodi’s quality of life and strengthens our appeal as a destination. City staff must continue to pursue development of high quality programs at facilities which encourage expression of the human spirit. These facilities include a well maintained parks and natural areas infrastructure. 12) Provide ADDroDriate and Sufficient City Facilities Based on community growth and needs, this objective requires providing adequate facilities and equipment to City employees. This will enable us to properly perform our jobs and serve the public. This objective includes providing sufficient City parks, community center improvements, public art, libraries, etc. 13) Develop Effective Records ManaPement Program A central mission of the City is focused on information delivery. A basic need is to create a systematic program for acquisition, processing, use, protection, storage and retrieval of all recorded information. The City is committed to providing the public, our customers, with records required to conduct business. The City should take advantage of available technology to implement this program. 14) Eva1 uate Telecommunications OD po rt unities All businesses, including the City, will require an advanced telecommunications and information sharing infrastructure to operate effectively in the 21st century. The City must formulate programs for providing a modem telecommunications infrastructure. This should include features such as transmission towers, underground fiber optics conduit and emergency communications technology. 15) Develop and Review Policies Relating to Providing Timelv and ComDetent Customer Service Consistent policies which apply across all departments must be developed to provide customers with a uniform and professional approach when interacting with the City. Policies should address telephone manners, handling difficult situations, and dealing with potential and actual vendors and consultants. 16) Provide Emdovee Training and Education In order to provide the best possible services for our community, it is imperative we have the best educated and trained employees possible. The City’s investment in itself pays dividends by creating an efficient and productive organization. B-26 1999-2001 F"ANCIAL PLAN AND BUDGET MAJOR CITY PROJECTS Background Projects represent the foundation of the hierarchy of planning statements for the City of Lodi. They are characterized by the following properties: Projects are planned sets of work activities designed to accomplish specific objectives. These projects become the focus for organization wide efforts to ensure the most important, highest priority City Council plans are instituted during the 1999-2001 budget cycle. City Council will become involved during the formative stages of the City's financial plan and budget through the identification of major City projects. It is the intent of the City organization to communicate major City projects to the public, initiate all, and accomplish most, during the course of this budget cycle. To meet these needs, City Council will hold a project setting session as the first step in preparation of the financial plan and budget. In setting the City's major projects Council will receive a review from the City Manager regarding: a. b. C. Current projects Current and projected financial condition Current policies and community expectations Selection of Major City Projects Under the project setting process, City Council will suggest projects they want accomplished within the 1999-2001 budget cycle. Departments will also prepare projects designed to support objectives relevant to their operations. The City Council, City Manager and Department Heads will then meet and work together to select City-wide projects which will be ranked using the following criteria: * Projects Rated Highest represent highest priority projects for the Council, and as such, should be included in the Preliminary Financial Plan and adequate funding will be made available. These are not the only projects departments will focus on during this budget cycle, but they will be given highest priority. * Projects Rated High represent a high priority, but they will be considered in the context of higher priority projects and available resources. * Projects Rated Defer represent projects to be deferred until the next financial plan and budget. Each project rated Highest will be developed and included in the City's Financial Plan and Budget in this section of the document. This will be in a narrative form with the following information: * Objective * Responsible Departmenr * Background and Workscope * Financial and Staff Resources Allocated * Action Steps * Outcome/Final Product B-27 1999-2001 FINANCIAL PLAN AND BUDGET MAJOR CITY PROJECT - Public Safety Building Remodel & Expansion OBJECTIVE A complete renovation and expansion of the Public Safety Building to provide an adequate and safe working environment for public safety staff. BACKGROUND AND WORKSCOPE The Public Safety Building is over 30+ years old. It has many mechanical and design deficiencies. Remodeling this building providing additional working space plus parking and related site improvements is estimated to cost $17.4 million. Before the City commits to this expense, a thorough evaluation of this building will be made in concert with an assessment of suitable alternatives. This will allow Council to select the most cost-effective solution. Staff is preparing to bring to Council a plan for a Public Safety Building long-term plan. The public safety building remodel involves the following: Development of a master plan projecting for needs over a 15 and 30 year time frame. Remodeling will be conducted in phases, depending on the alternative selected. Addressing both Police Department and Fire Department needs. Critical areas in the existing building will be addressed first: A.D.A. compliance, HVAC replacement, replacement of much of the elecpical system, installing modern communications wiring, and replacement of the jail facility. ACTION STEPS As described in the Council adopted budget policies, Capital Improvement Projects will progress through the following phases: Public Safety Building Study - includes concept design, feasibility analysis, schematic design, Designated - set aside funding for future project development. scheduling, and specification preparation. (underway) Design - includes final design, plan and specification preparation, and construction cost estimation. Construction - bid administration, construction, project management, inspection and closeout. RESPONSIBLE DEPARTMENT Police Chief Larry Hansen, Fire Chief Scott Kenley and the Public Works Department will take the lead. FINANCIAL AND STAFF RESOURCES TO BE ALLOCATED Cost: estimated $17.4 million OUTCOMElFINAL PRODUCT A plan will contain the following features: Replacement of jail facility. Complete retrofit of HVAC system. Full Compliance with Americans with Disabilities Act requirements (not just elevators - wheelchair access to appropriate spaces) Comfortable, secure areas for citizens waiting for, and communicating with, public safety officers. Solution for Fire Department administration and Station 1 needs. Police and Civic Center parking structure. Construction of additional space to accommodate growth. B-28 1999-2001 FINANCIAL PLAN AND BUDGET -~~ ~~ MAJOR CITY PROJECT - Electric Utility Strategic Master Plan OBJECTIVE Prepare a comprehensive Electric Utility Strategic Master Plan to provide the City of Lodi with a planning guide for decisions required over the next 5 to 10 year period. This project will address the Electric Utility distribution system, transmission lines and street lights. BACKGROUND AND WORKSCOPE Risks associated with electric utility industry deregulation make this one of the most critical project the City will undertake in the next budget cycle. Deregulation of this industry compels the City to develop a long range strategic plan based on Federal and State legislation, the City's financial projections, debt structure, customer service needs, power generation, risk management, transmission and distribution assets. To remain competitive in a deregulated environment, the City must significantly change the way it conducts business. Previously completed financial plan portion established the foundation by which the City enters the competitive environment and moves forward with an integrated plan. ACTION STEPS The following action steps have been identified: Prepare Electric Utility Strategic Master Plan addressing, distribution system, transmission lines and street lights Select consulting firms and prepare contracts for services. Critique of draft Electric Utility Strategic Master Plan with City staff Present final document to City Council for review and adoption. RESPONSIBLE DEPARTMENT Electric Utility Director Alan Vallow will take the lead on this project. FINANCIAL AND STAFF RESOURCES TO BE ALLOCATED Cost: estimated cost $125,OOO. OUTCOMElFINAL PRODUCT A plan 8 will contain the following features: A planned course of action that will allow the City of Lodi Electric Utility to position itself not only to maintain its current customer base, but to take advantage of opportunities as they are presented. An electric utility that provides high-quality services for the citizens of Lodi and other customers in a 2 1" Century operating environment. B-29 1999-2001 FINANCIAL PLAN AND BUDGET ~~ ~ ~~ MAJOR CITY PROJECT - Water/ Wastewater Utility Service Improvements OBJECTIVE Develop policy guidelines for and implementation of replacement and financing of deteriorated water and wastewater utility infrastructure throughout the City of Lodi. These policy guidelines will address lines and services. BACKGROUND AND WORKSCOPE Like most communities in North America, the City of Lodi is faced with a very basic problem - deterioration of aging utility infrastructure. The durability of infrastructure placed in the first half of this century was very limited by the level of technology and availability of materials at the time. Technology today allows for a product with a much longer life span. Unfortunately, old infrastructure must still be replaced. Water and wastewater lines on the Eastside have a disproportionately large degree of deterioration - this is simply a factor of age of the area. Over the years, tree root intrusion and line corrosion has lead to deterioration of an estimated 20 percent of the City’s water and wastewater infrastructure. Lodi has “old” sectors located beyond the Eastside which must also be addressed. Another variable that introduces an added element of cost to this problem is the fact that many of these lines are located in rear yards that lack alleys, making access dificult. The solution to this problem is development of policy guidelines and implementing a program for replacing and financing this deteriorated water and wastewater utility infrastructure throughout the City of Lodi. ACTION STEPS The following action steps have been identified : Prioritize areas/ lines for rehabilitation Develop plan for coordination with streets /alleys maintenance and other utilities Critique of policy draft with City staff Present final document to City Council for review and adoption Time frame: actual implementation of infrastructure improvements will take place over 20 years “plus” and will become an ongoing program at some appropriate level. RESPONSIBLE DEPARTMENT The Public Works Department will be responsible for project implementation. FINANCIAL AND STAFF RESOURCES TO BE ALLOCATED Cost: the estimated cost of projects in 1999-00 budget is approximately $500,000. OUTCOME/FINAL PRODUCT Policy guidelines for replacement and financing of deteriorated water and wastewater utility infrastructure would contain the following features: Priority Areas Implementation Plan Costs associated with required work B-30 1999-2001 FINANCIAL PLAN AND BUDGET MAJOR CITY PROJECT - Public Road Improvements OBJECTIVE Provide street infrastructure that meets the demands of growth in the City of Lodi. BACKGROUND AND WORKSCOPE Lower Sacramento Road is in need of widening and reconstruction from Kettleman Lane to Turner Road. This will be accomplished in part with the development of a shopping center at the northwest corner of Lower Sacramento Road and Kettleman Lane. A city sponsored project from Taylor Road to Turner Road will complete the project. In addition, the Council has expressed the desire for staff to review the parking, egress/ingress, and signals at Kettleman Lane. Guild avenue extension from Industrial Way to Lodi Avenue is being done as part of the City’s industrial economic development program in which the City purchased property along future Guild Avenue for future resale. The project includes completion of Thurman Street to Guild Avenue as well. Miscellaneous widenings are also addressed through the Development Impact Fee program. ACTION STEPS The following action steps have been identified: Process plans for Lower Sacramento Road fronting the shopping center Contract with a design firm for the remainder of Lower Sacramento Road Complete street construction of Guild Avenue RESPONSIBLE DEPARTMENT Public Works Director Richard Prima will take the lead on this project. FINANCIAL AND STAFF RESOURCES TO BE ALLOCATED Cost: estimated cost is $7.2 million OUTCOM.E/FINAL PRODUCT Lower Sacramento Road widened from Kettleman Lane to Turner Road Guild Avenue extended from Industrial Way to Lodi Avenue B-3 1 1999-2001 FINANCIAL PLAN AND BUDGET MAJOR CITY PROJECT - Railroad Track Improvements (Lockeford Street/Lodi Avenue) OBJECTIVE Provide improvements to the railroad tracks and adjustments on Lockeford Street and Lodi Avenue. BACKGROUND AND WORKSCOPE This project includes: + Removal of the Central California Traction co. tracks in Lodi Avenue between Cherokee lane and the Union Pacific mainline tracks and reconstruction of Lodi Avenue including new lighting. + Installation of concrete rail crossing surfaces. + Improvement of Lockeford Street and Victor Road adjacent to the U.P. Kentucky Horse Ranch ACTION STEPS The following action steps have been identified: + + Design improvements + Construct in phases Negotiate with Union Pacific and Central California Traction Co. RESPONSIBLE DEPARTMENT Public Works Director Richard Prima will take the lead on this project. FINANCIAL AND STAFF RESOURCES TO BE ALLOCATED Cost: estimated cost is $6.1 million OUTCOME/FINAL PRODUCT + “New” Lodi Avenue + Continued rail service to Lodi’s East Industrial Area + Improvements to Lockeford Street and Victor Road + New rail crossing surfaces B-32 1999-2001 FINANCIAL PLAN AND BUDGET MAJOR CITY PROJECT - Economic Strategy for Lodi OBJECTIVE Prepare a comprehensive, professional Economic Development Strategy for the City of Lodi. BACKGROUND AND WORKSCOPE In April 1994, City Council adopted goals to promote economic growth in targeted business districts and throughout Lodi. These goals provide a commitment by City Council and long-term direction to staff for the promotion of business growth and retention in the City of Lodi. Included in these goals are: 9 9 9 9 9 B Formulate a city wide Economic Development Strategic Plan. Promote and preserve economic stability through the enhancement and improvement of the City’s Business RetentionExpansion activities. Market and promote Lodi on a local, regional and national basis. Partner with other organizations to accomplish economic development goals. Create an atmosphere beneficial to conducting business in Lodi. Continue to support the efforts and activities of the San Joaquin Partnership. The economic viability of any city is contingent upon developing criteria designed to meet specific economic goals and objectives. This can be effectively accomplished through the use of strategic planning -- clearly a systematic approach to manage change and create sustained economic vitality. Effective strategic planning should integrate the needs of residents and businesses with municipal goals to help the City of Lodi plan and respond appropriately to changing and uncertain economic situations. The City of Lodi should take the necessary steps to promote job growth, increase tax base and improve the quality of life by developing a plan and strategies that will achieve sustainable economic growth as well as a diversified economic base in the Lodi area. ACTION STEPS The following action steps have been identified: 9 Determine the City’s strengths and weaknesses and identify market niche businesses. 9 Analyze and identify areas of the City’s General Plan and specific properties most eligible to be developed into a fully improved IndustriaVBusiness Park. 9 Conduct regular business retentiodexpansion visitations. 9 Prioritize the Downtown Multiplex Theater and Parking Structure as a major catalyst to downtown revitalization. B Market Lodi as a tourist and business location. 9 Create user-friendly development materials for the benefit of prospective businesses. B Present and recommend proposed projects and options to City Council for review and approval. RESPONSIBLE DEPARTMENT Economic Development Director Tony Goehring will take the lead on this project with assistance from Community Development Director Rad Bartlam and staff. FINANCIAL AND STAFF RESOURCES ALLOCATED This project will be completed by using Economic Development Staff, augmented by the Community Development Department and a consultant specializing in Economic Development Strategic Planning. OUTCOMEIF’INAL PRODUCT An Economic Development Strategy for the City of Lodi will: 9 9 > 9 Provide a background analysis of the issues. Identify opportunities and constraints of the community. Outline various options for meeting economic development goals and objective. Furnish a written document outlining a set of recommendations for implementation of the strategy. B-33 1999-2001 FINANCIAL PLAN AND BUDGET ~~~ MAJOR CITY PROJECT - Develop Green Belt Policy OBJECTIVE To establish a policy for the development of a green belt around the City of Lodi. BACKGROUND AND WORKSCOPE A large percentage of Sacramento and San Joaquin Valley communities have historically been agriculturally based, and therefore fairly surrounded by farmland. Lodi is no exception. With increasing pressure for the City to expand outward, primarily to the west and the south in the form of residential uses, we are threatened with the disappearance of Mi’s small town identity and unique character so important to many citizens. Protection of our valuable agricultural resources is therefore of high importance. In order to discourage the premature development of agricultural land, and also to maintain adequate separation between Lodi and its surroundings, the City is undertaking a concerted effort to preserve remaining undeveloped lands by establishing permanent preserves or long-term restrictions on land for open space purposes.. ACTION STEPS The following action steps have been identified: Complete Lower Lodi Agricultural Land Conservation Program (LLALCP) Develop property ownership and parcel information Identify and analyze criteria for selecting land suitable for preservation Select methods and recommend options for open space preservation to City Council Conduct community outreach Time frame: approx. 18 months RESPONSIBLE DEPARTMENT Community Development Director Rad Bartlam will take the lead on this project. FINANCIAL AND STAFF RESOURCES ALLOCATED This project will be completed using Community Development Department Staff, augmented by a qualified consultant specializing in farmland preservation issues. OUTCOMElFINAL PRODUCT A green belt policy for the City of Lodi will: 0 Provide a background analysis of the issues Identify opportunities and constraints on open space/fmland conservation Outline various options for meeting the goals of farmland preservation Furnish a set of recommendations for implementation of the program B-34 1999-2001 FINANCIAL PLAN AND BUDGET MAJOR CITY PROJECT - Formation of a Redevelopment Agency OBJECTIVE To finance the study and formation of a Redevelopment Agency in the City of Lodi. BACKGROUND AND WORKSCOPE The greater part of the historic business and residential areas of Lodi is located in the eastern third of the City. The age of the building stock and infrastructure in this area is between 40 to 90 years old. Many of the buildings reflect the charm of buildings constructed between the 1890’s and 1930’s. The streets and parks are for the most part lined by mature street trees which promote a sense of community. Many long time residents and businesses continue to live and conduct business in this area. However, over the last fifteen to twenty years, private investment has shifted to the City’s newer areas in the west and south areas of the City and the number of resident property owners in the “Eastside” areas have decreased. Accordingly, this area has experienced a decline in the levels of investment, property maintenance and relative property values needed to preclude blight and decay. The City Council is committed to maintaining the historic and economic vitality of this area and has adopted an economic revitalization program to address the revitalization of the downtown, Eastside neighborhoods and Cherokee Lane. The initial investment in this effort is being fmanced by general fund revenues. However, to be successful, the long-term investment must be private dollars. Accordingly, the City will form a Redevelopment Agency to encourage private investment. ACTION STEPS The following action steps have been identified: + + + Formation of the Redevelopment Agency by the City Council Hire a Redevelopment consultant to identify and prepare project area report Redevelopment Agency adoption of project area RESPONSIBLE DEPARTMENT Community Development Director Rad Bartlam will take the lead on this project. FINANCIAL AND STAFF RESOURCES ALLOCATED Cost: estimated $lOO,OOO OUTCOME/FINAL PRODUCT The formation of a Redevelopment Agency will: Provide a mechanism to eliminate blight within areas of the City Establish the mechanism to promote private investment in the historic and matured business and residential neighborhoods of Lodi. B-35 1999-2001 FINANCIAL PLAN AND BUDGET MAJOR CITY PROJECT - Information Systems Development - Implement Strategic Plan OFUECTIVE Continue the implementation of a comprehensive Information Systems Strategic Plan for the City of Lodi. BACKGROUND AND WORKSCOPE The City evaluated several options to upgrade information and communications technology. In December 1996, staff presented a report to Council entitled, “Strategic Plan Report for the City of Lodi”. Prepared by COMSUL Ltd., this report outlines a series of recommendations that will bring the City up to speed with reference to data processing and communications, and set the scene for further refinements in the future. Upgrades to current financial systems represent the most significant portion of the full scope of work associated with this project. The current financial system was developed by staff in the 1970’s and has not been significantly improved since that time. To acquire hardware and software needed to operate under electric utility deregulation and to calculate year 2000 transactions, the City decided to purchase ORCOM (utility billing) software, and the J D Edwards financial. In addition, the City purchased and implemented the Sierra permit system, the FileMagic Plus automated document imaging system, the Parks and Recreation automated registration system, RECware, Police Data 911 CAD and RMS, and Fire Department Sun Pro system. ACTION STEPS The following action steps have been identified: Upgrade Telephone System - the present system is effectively at capacity and requires upgrades to allow further lines. The Voice Mail System is not Y2K compliant. Upgrade FiaI Systems - this includes completion of the implementation of the ORCOM utility billing system plus Phases III & IV of the J D Edwards financial package, e.g., job cost accounting, and purchasing. Connect City Facilities with Wide Area Network (WAN) Hardware & Software - a primary objective is to provide interconnection between various City facilities. Modernize Personal Computers and Software - new software developments create a need for enhanced hardware to operate these programs. A systematic process must be developed to stay current with these data processing advances. Begin work on Geographic Information System - the Public Works staff will continue to explore this option and report back when a specific program has been shaped. Provide Expanded Automated Information for Public - the city Clerk will continue to convert information for the FileMagic system, and implement the Fortis system. RESPONSIBLE DEPARTMENT Deputy City Manager Janet Keeter and Information Systems Manager Stan Helmle will guide implementation of the plan. FINANCIAL AND STAFF RESOURCES ALLOCATED Cost: estimated costs of these upgrades - exclusive of Geographic Information System - approx. $500,000. Cost of the Geographic Information System is unknown at this time and will depend on options selected. OUTCOME/FINAL PRODUCT A fully implemented Information Systems Strategic Plan Will contain the following features: 0 Improved levels of communication between & City of Lodi employees using the diversified forms of 0 0 0 communication available - telephone, e-mail, LAN connectivity. Increased levels of training and support to ensure that staff use new technology to its greatest potential. Greater equivalence between the City of Mi and other comparable municipalities and medium sized businesses that have skillfully employed automated information technology. A higher order of information available to City of Lodi customers to help them make wise choices and use city resources as pragmatically as possible. B-36 1999-2001 FINANCIAL PLAN AND BUDGET ~~~ ~ ~ MAJOR CITY PROJECT - Long-Term Financial Plan OB JECTIW Prepare a comprehensive document detailing the City’s strategy for long-term financial planning and financial management. BACKGROUND AND WORKSCOPE The City of Lodi utilizes a two-year budget cycle for operating expenditures and revenues and forecasts five years for future capital project needs. Although this approach to financial management, planning, and budgeting has worked well thus far, there is a need to begin the task of developing a long-term financial plan which would project and set policy for future financial actions taken by the City Council. ACTION STEPS The following action steps have been identified: t Develop scope of project with the City’s Financial Advisor t Utilize the City’s Financial Advisor to prepare a draft Financial Plan t Present final document to City Council for review and adoption RESPONSIBLE DEPARTMENT City Manager Dixon FIYM will take the lead on this FINANCIAL AND STAFF RESOURCES ALLOCATED The City’s Financial Advisor in conjunction with the Finance Director will complete this OUTCOME/FINAL PRODUCT t A consensus of the City Council to position itself for future financial stability t A long-term strategy for financial management t A final document delineating a long-term financial plan for the City’s continued financial health B-37 Section C COMMUNITY PROFILE 1999-2001 FINANCIAL PLAN AM) BUDGET CO- PROFILE This section provides valuable information on the community including: History Population Housing Principal Employers Economy & Agriculture Location & Climate Type of Government General Information on the Various Activities Special Events Grape & Wine Festival Lodi Street Faire Farmers Market Music Festival Completed Capital Projects Performing Arts Center Downtown Revitalization Cherokee Lane Beautification Projects Under Construction Multi Modal Station Municipal Service Center Expansion Public Safety Building Remodel Downtown Street Improvements c- 1 HlSTORY Lodi was first called Mokelurnne. It’was founded in August, 1869 when the Central Pacific Railroad chose the site for a station on its new route. The town consisted of a store/post office building, a hotel and a station. In the spring of 1870, people from neighboring towns moved to Mokelumne until, by October, there were 56 houses. In 1874, the name of the town was changed to Lodi. The first school in town was built in 1872. The first newspaper, the Valley Review, began publishing in 1878. By 1895, Lodi had a volunteer Fire Department but law enforcement was provided by the County until 1906. A library was established in 1901. The Central California Traction Company began electric trolley service through Lodi in 1907. In 1906, by vote of two to one, the residents of Lodi formed a municipal corporation and the City was officially formed. c-2 500,000 400,000 300,000 200,000 100,000 0 1988-89 1989-90 1990-91 1991 -92 1992-93 r ' WI City Population aSan Joaquin County 1 POPULATION The City of Lodi population is 55,800 and is contained in an area of 12 square miles. The City has grown steadily since incorporation in 1906 and is projected to grow to 70,500 people by the year 2007 The City's growth control ordinance allows an increase in population of 2% per year until the growth limits are reached. Source: State of California, Department of Finance, Demographic Research Unit c-3 In 1901 the Hill family moved into this house, then located on School Street across from the Lodi Post Office. As the city grew, Maurice was forced to move his house in 1948 to its present location. Maurice passed away in 1984. To show his appreciation to the Communify, he left the house and its contents in a trust with the stipulation that it be turned into a museum for the people of Lodi. The Hill House Museum provides a grand look into the history of Lodi, with its Victorian architecture and lovely gardens. HOUSING The San Joaquin County property tax rate is 1 .OO%. Distribution of the property tax is 31 % to Schools, 16% City of Lodi, 22% County General, 27% ERAF and 4% for County Flood Control, MosquitoNector Control and Water Conservation. The average priced home in Lodi is $1 56,127.00.* The property tax would be $1 561.27, of that amount $483.99 would go to Schools, $249.80 City of Lodi, $343.48 County General, $421.55 ERAF and $62.45 Other County Services. The amount of property tax received by the City of Lodi is distributed as 50% or $124.90 to the General Fund, 30% or $74.94 to Capital Projects and 20% or $49.96 to the Library. Property Tax Other conc 4% Schools 27 Citv of Lodi 22% 16% * Information provided by Lodi Association of Realtors Property Tax Distribution: Schools $ 483.99 ERAF 421.55 San Joaquin County 343.48 City of Lodi 249.80 City of Lodi Distribution: General Fund $ 124.90 Capital Projects 74.94 Library 49.96 $ --i 249.80 c-4 PRlNCl PAL EMPLOYERS Employer Lodi Unified School Dist. General Mills Lodi Memorial Hospital Pacific Coast Producers City of Lodi Wa I-M art Target Valley Industries Farmers & Merchants Bank Interlake/Lodi Fab Activitv Education Cereals and Food Mixes Health Care Can Manufacturer and Cannery Government General Merchant General Merchant Trailer Hitches Banking Machine Fabrication Employees 2,247 575 650 530 429 226 200 191 183 200 Of Lodi's employed population, 20.98% are employed in professional services, 19.76% retail trade, 16.67% manufacturing, 7.98% construction and 6.96% finance, insurance and real estate. Prospective employers considering facility locations in the Lodi area will draw from a large semi-skilled and skilled labor force. Lodi is part of the Stockton/San Joaquin labor market. Source: City of Lodi Community Development Department c-5 ECONOMY The main industry of the Lodi District is agriculture. Dairying and milk processing are major industries as well, and industrial establishments such as food packaging, trailer hitches, beverage blending and bottling, fertilizer and cement pipe plants are located in Lodi. Manufactured products include wines and brandy, canned fruit and vegetables, trailer hitches, pumps, cement products, ice cream, sausage, sheet metal products, rubber and dry cereal products. Agriculture San Joaquin Co. 6% 7% 6% B1 Grapes, All 0 Milk, All GI Walnuts, English El Cherries El Almond Meats El Tomatoes, All Asparagus El Hay, All BI Apples OCom, Grain 0 A// Ofher Crops Lodi is one of the top 10 richest agricultural sites in the country. Principal crops include grapes, cherries peaches, plums, walnuts, almonds, asparagus, celery, tomatoes, spinach, potatoes, and onions. In addition, Lodi is one of the largest winegrape producing areas in the U.S. with 70,000 acres in production ." In 1956 Lodi was given the distinction of "Apellation of Origin" - the authority to label wines produced and processed in the area as Lodi Wine. This Congressional authority is unique in California. All other California Wines must be labeled "California': 'Information provided by Lodi, Woodbridge Wine Grape Commission C-6 LOCA TlON As the northern-most city in the San Joaquin County, Lodi bridges the areas of Northem and Central California and places it in the path of a dynamic growth corridor ideally situated for business and industry. The City of Lodi is located 90 miles east of San Francisco, 34 miles south of Sacramento, adjacent to U.S. Highway 99 and is easily accessible to Interstate 5. CLIMATE Lodi enjoys a mild year-round climate. Summer brings warm, dry days and nights while the winters have moderately cool temperatures. The average high temperature of 73.8 degrees and low temperature of 44.0 degrees. The average rainfall is 16.62 inches. The elevation is 51 feet with prevailing winds North and Northwest. c-7 TYPE OF GOVERNMENT The City of Lodi operates under a Mayor-Council form of Government. The Councilmembers are Elected from the population at large. The Mayor is selected by the Councilmembers Policy is established by the Mayor and the Council; the day-to-day operations of the City and it's employees are the responsibility of the City Manager. July 24, 1996 C-8 PUBLIC SAFETY 'The City provides emergency 91'1 telephone and maintains 3 fire stations, staffed with 48 Full time employees including 39 firefighters and 1 police station staffed with 77 police officers and 16 reserve officers. Lodi Fire Department x pi'ovides a diverse level of wvice to its citizens, ranging from emergency operations to public education programs. Fire fighters provide eme rg ency rriecllcal services to the EMT-Defibrillator level. The Fire Department participates on a County regional hazardous materials rssponse team, has a Fire Argon Investigation Team and are leading in the development of technical rescue capabilities on a County wide scope which provides for technical services for specialized types of emergencies or disasters. . .<..:. lodi Police Department specialized units include; SWAT, hostage negotiations, street crimes, gangs, motors, bicycle and mounted patrol. Currently the department is in the process of acquiring mobile data computers to automate the vehicles in the field. The community oriented department offers education programs, school resources and has 100 senior volunteers. Police Department ranked number two nationally, in the national neighborhood night out program and has received national recognition of its child kidnapping procedures. c-9 0‘1-3 .-.L., Large Enough to Meet Your Needs. . . Small Enough to Care ELECTRIC UTILITY The City of Lodi has owned and operated its electric system since 191 0. Today's 23,364 customers are sewed by four substations. The customer mix is 25.6% industrial, 35.4% commercial, 36.5% residential and 2.4% municipal. All electric power is purchased through two main sources: the Northern California Power Agency (NCPA) and the Western Area Power Administration (WAPA). In anticipation of increasing power costs, the City joined NCPA in 1968 for the purpose of finding and developing new sources of affordable power. Through NCPA the City is a participant in two geothermal plants, six gas turbine plants, and a five-generator hydroelectric project. In addition, the City has a longstanding seasonal power exchange contract with Seattle City Light. The City of Lodi is a participant in the California-Oregon Transmission Project as well. An aggressive electric rate incentive program for commercial customers has been developed in conjunction with the downtown revitalization project. Economic development rate packages have been developed for new businesses in an attempt to bring them to the City, as well as incentives for existing customers to make business expansion more economical. Water The City of Lodi provides municipal water service within the City limits. The water is 100 % from ground water pumped by approximately 24 wells, producing 5.0 billion gallons per year. There are service lines for 22,000 customers, 3,700 water valves, 1,600 fire hydrants and 980 water meters, Metered accounts are based on $.296 per 100 cubic foot (748 gallons) with minimum charges based on size of the meter. Non-metered commercial accounts are based on the size of the service. Residential service is non-metered and based on the number of bedrooms. . WASTEWATER The City of Lodi maintains 165 miles of wastewater lines, 2,680 manholes, 7 domestic pumping stations, Service laterals for 23,000 customers and operates one wastewater treatment plant with average daily treatment at 6.5 MG and maximum daily capacity at 8.5 MG. c-ll me.---- Finance The Finance Department provides financial and other support services to include: Financial planning; accounting; cashier services; investment; billing and tax administration; utility meter reading; parking enforcement; mail processing; purchasing payroll, accounts payable and collection services. The Finance Department has received numerous awards for Excellence in Financial Reporting, the Distinguished Budget Presentation Award and Merit in Operational Budgeting. C-13 i The town library for generations, the Carnegie Library building now serves as home for the Lodi City Council. Dedicated in 1979, the Lodi Public Library opened to the Public. : :.- LIBRARY The Lodi Public Library provides many services including reference services, children's services, circulation services, and support services. The "FastCat" computerized card catalog system, convenient book drop and on-going book sale is available for public use. C-14 Grape and Wine Festival The Grape and Wine Festival is a major attraction in Lodi. Held early September, to celebrate the grape harvest, it features grape murals, local wines, grape products and art exhibits. Also included are a carnival and numerous food booths. Lodi Sfreef Faire Lodi Street Faire is held the first Sunday of May and October. This event consists of closing downtown Lodi streets for vendors to display their wares. There are craft booths, new products, and antiques. This has expanded over the years to cover much of the downtown area. There is music and a section of food booths, with different types of food for all tastes. Farmers Market Lodi Farmers Market is held in downtown Lodi every Thursday evening during the summer starting in June and running to September. The hours are from 5pm to dusk. A portion of School Street is blocked off, and local farmers set up their booths containing local produce in season fresh from the farm. c-15 Lodi Music Festival replaces Labor Day's field and Fair Day celebration! 1999 will present a "teaser"event featuring a Friday, September 3 Teen Dance; Saturday, September 4, Headliner and Champagne Reception and a Family Entertainer and picnic on Monday, September 6, 1999. All Events are part of the fundraising efforts at Hutchins Street Square. The year 2000 event is slated as a four-day run with entertainment on seven stages and an outdoor food element, The event is a unique partnership with the Lodi Convention and Visitors Bureau, the Lodi-Woodbridge Winegrape Commission, the Lodi Arts Commission and Lodi Unified School District. c-16 LT-3 8T-3 .. .. i , Projects Under Construction Multi Modal Station ALL ABOARD Specmars watch AS lhc old Southern Pacific Railroad Ocpot is movcd across Pine Strec: to its new Iota tian on thc south side 01 the street. 4 new miil:i-modal statioti is being constructed on Sacramento Strccr. ... A. -111 .1 .L, if, I. This project will relocate the existing train station building, north of Pine Street, to its new location, south of Pine Street. The building will then be restored and remodeled to serve as a rail and bus route center for the city. This project will also improve the site around the remodeled train station building, build a south annex for drivers' break room, bus stops, a small office under the clock tower, landscaping, fountain, shade structures, irrigation and site lighting for the entire facility, and a railroad passenger platform. The small oftice will be used by the Police Bike Patrol. c-13 , Projects Under Construction Municipal Service Center Expansion This project consists of two main phases; 1) construction of a new facility for the Electric Utility Department at Guild Avenue, and Thurman Street on City-owner property; and 2) modifications of the present facility at Ham Lane and Kettleman Lane. Public Safety 6uilding Remodel This project consists of renovation and expansion of the 30+-year-old Public Safety Building and includes replacement of the HVAC systems and much of the electrical system, plus installing modern communications wiring. In addition, space will be added to provide for future growth and replacement of the jail facility. Police and Civic Center parking is addressed with the inclusion of a parking structure. Downtown Streets Improvements J This project consists of repair and enhancements of downtown streets adjacent to the renovated section of School Street. The work includes street, sidewalk, and curb & gutter repairs as appropriate, installation of street lighting using the same green poles and globes as used on School Street; installation of trees with an irrigation system; and placement of the same type benches and trash receptacles as used on School Street. c-20 Section D OPERATING ACTIVITIES 1999-2001 FINANCIAL PLAN AND BUDGET OPERATING ACTIVITIES OVERVIEW This section lists and describes those Activities authorized to deliver services. The Activities are organized by mission. This format allows the City to present the budget based on: * Policies and goals which define the nature and level of services required without emphasizing Department organization and turf concerns. * Suitable activities for delivering services. * Objectives for improving the delivery of services. * Identification and appropriation of resources required to conduct activities and accomplish objectives. The presentation of the City's operating expenditures is organized along "mission lines" using a pyramid approach summarized as follows: Mission - The highest level of summarization used in the City's financial plan. The mission represents a fundamental citywide function under which are grouped the related activities crossing organizational (department) boundaries and aimed at major missions. The six missions in the financial plan are: * Public Safety * Public Utilities * Transportation * Leisure, Cultural and Social Services * Community and Economic Development * General Government Program - A grouping of related activities within a functional area such as police protection within Public Safety or electric service within Public Utilities. - The basic unit of service delivery provided to accomplish missions, goals, and objectives. Task - Significant sub-activities conducted to deliver services. The following is an example of the relationships between Missions, Programs, Activities, and Tasks: Mission: Program: Activity: Task: Public Utilities Electric Service Electric Utility Administration Supervision of Department staff D- 1 1999-2001 FINANCIAL PLAN ANB BUDGET OPERATING ACTIVITIES Mission and Proeram Responsible OMice Primary Funding Source Public Safety Police Protection Fire Safety Other Safety Services Public Utilities Wastewater Utility Services Water Utility Services Elecmc Utility Services Streets and Hood Control Street Lights Municipal Transit System Leisure, Cultural and Social Services Parks and Recreation Services City Library Community Center Planning Construction Development: Engineering Construction Regulation Transportation Community and Economic Development Economic Development Legislation and Policy General Administration City Manager Public Works Administration GeneralGovernment Legal Services Records Admin & Elections Administrative Services Human Resources Administration Risk Management Information Systems Information Systems / Data Processing Finance Administration Organizational Support Services Field Services Building Maintenance Fleet Services Non-Departmental General Support General Liability Other Insurance Benefits Administration Police Fire Public Works Public Works Public Works Electric Public Works Electric Utility Administration Parks and Recreation Library Administration Community Development Public Works Community Development Administration City Clerk Administration Public Works City Attorney City Clerk Human Resources Human Resources Administration Administration Finance Finance Public Works Public Works Administration Human Resources Human Resources Human Resources General Fund General Fund General Fund Wastewater Fund Water Fund Electric Fund General Fund Electric Fund Transit Fund General Fund Library Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund Self Insurance Fund Self Insurance Fund Benefits Fund D-2 1999-2001 FINANCIAL PLAN AND BUDGET OPERATING ACTIVITIES The information in an Activity Description includes the following elements: Department Title - The Mission Title, Activity Name, Department responsible for program administration, Program and Primary Fund Source Activity Description - Activity purpose, goals and objectives are described in this part. Activity Costs - Four years of historical and projected expenditures for the last fiscal years, the actual for 1997-98, the current Budget for 1998-99, the Approved Budget for 1999-2000, and the Proposed Budget for 2000-01. Activity costs are divided into six cost categories by object code: 1. 2. 3. 4. 5. 6. Personnel Services - These are salary expenditures for all regular employees, part-time employees, temporary employees and contract employees (as well as their related costs, benefits, and overtime) paid through the City's payroll system. Utilities and Communications - All expenditures for utilities and communications. Supplies, Materials & Semi& - All expenditures for the purchase of supplies, material and services necesary for the conduct of day-today operations. Work for Others - All expenditures for work performed that is reimbursable to the City. Minor Equipment - Expenditures for all purchases of equipment greater than $3,000 but less than $lO,OOO. New capital purchases or projects with a cost in excess of $lO,OOO are included in the appropriate capital improvement budget. Other - Expenditures for special purpose payments such as taxes, donations, etc. Staffing Summary - A four year summary of actual, budgeted, approved and proposed authorized regular positions by activity. Staffing is based on organization and not cost centers. Staff positions will be assigned to activities in which the employee is expected to spend 50% or more of their time. For enterprise fund employees the "whole person, whole place" rule is for the total enterprise fund, i.e. employee time may be distributed based on level of effort. Significant Expenditure and Staffing Changes - This section provides a summary of any significant expenditure and staffing changes. A significant expenditure and staffing change is defined as a change that meets the following criteria: * Any change in regular staffing * Significant one-time costs * Major service curtailments or expansions * Changes in operations that will significantly affect other departments or customer services * Changes that affect current policy * Dollar parameters vary by Department; however, changes that increase Activity costs by more than $5,000 should be considered a major expenditure change Major Objectives - This is a list of significant objectives necessary to improve or change service delivery. D-3 Operating Activities EXPJ3NDITURESUMMAEUES 1999-2001 FINANCIAL PLAN AND BUDGET EXPENDITURE SUMMARIES 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 1999-01 FINANCIAL PLAN AND SUMMARY OPERATING BUDGET BY MISSION draft 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 Recreation Division Parks Division Cultural Services Total Leisure, Cultural & Social Services Community & Economic Development Planning Construction Development Economic Development Total Community & Economic Development General Government Legislation and Policy General Administration Legal Services City Clerk Services Administrative Services Organizational Support Services Non-Departmental Services Total General Government TOTAL OPERATING BUDGET 7,592,615 3,302,920 12,265 10,907,800 4,149,465 2,740,734 9,124,707 16,O 14,906 2,129,491 1.100,634 3,230,125 635,049 488,4@ 1,186,139 1,589,790 4,092,569 373,669 1,547,549 392,978 2,314,196 112,758 716,935 278,4 19 222,865 2,318,711 1,479,446 4,801,350 9?930,484 16.490.080 7,700,846 3,435,887 32,155 1 1,168,888 3,143,030 2,770,105 9,229,870 15,143,005 1,746,42 1 1.074,830 2,82125 1 715,790 384,325 1,161,485 1,665,020 4,026,620 451,115 1,505.580 300,335 2,257,030 80,280 593,725 277,080 217,214 2,656,050 1,544,250 5,054,455 10,423,054 45,839.848 7,9 16,865 3,694,990 37,380 11,649,235 2,595,825 3,302,060 10,739,310 16,637,195 1,675,385 1,443,340 3,118,725 754,870 546,370 1,295,595 1,927,190 4,524,025 387,215 1,615,135 389,700 2,392,050 92,015 6323 15 282,085 23 1,420 2,953,450 1,723,330 4,872,660 10,787,475 49,108,705 2000-0 1 Budget 7,936,805 3,836,970 38,540 11,812,315 2,702,985 3,323,470 11,130,155 17,156,610 1,702,335 1,503,350 3,205,685 786,355 576,700 1,320,790 1,982,030 4,665,875 475,700 1,674,735 395,280 2,545,715 94,090 679,275 279,195 267,9 15 2,914,530 1,745,820 4,947,175 10,928,000 50,314.200 D5 1999-01 FINANCIAL PLAN AND SUMMARY OPERATING BUDGET BY ACTMTY Public Safety Police Protection Police Administration Police Operations Police Investigations Animal Shelter Fire Administration Fire Life and Safety Emergency Services Training Support Services Other Safety Services Graffiti Abatement Fire Safety Total Public Safety Public Utilities Water Wastewater Electrical Water Utility Services Wastewater Utility Services Electric Utility Services Total Public Utilities Transportation Streets and Flood Control Street Maintenance Street Trees street Cleaning Parking Lot Maintenance Storm Drains Transit Transit Total Transportation Leisure, Cultural & Social Services Parks and Recreation Parks and Recreation Commission Parks and Recreation Administration YouthfTeen Sports Indoor/Outdoor Activities Aquatics Adult Sports LUSD Healthy Start After school playgrounds Concessions Recreation Division 86 1,447 8 1 j>680 892,690 920,725 4,523,689 4,793,700 4,587,385 4,579,900 2.103,325 1,999,260 2,3 13,405 2,3 18,290 104,154 92,206 123,385 117,890 2,937,320 3,O 1 9,168 275,735 278,820 193,667 196,355 203,900 2 10,320 2,968,760 3,091,020 80,698 139,474 168,120 178,335 91,235 80,890 78,475 78,475 12,265 32,155 37,380 38,540 11,649,235 11,812,315 10,907,800 11,168,888 2,702,985 4,149,465 3,143,030 2,595,825 2,740,734 2,770,105 3,302,060 3,323,470 9,124,707 9,229,870 10,739,3 10 11,130,155 l6,O 14,906 1 5,143,005 16,637,195 17,156,610 1,594,424 1,206,640 1,310,265 1,332,230 161,372 136,000 140,090 140,420 164,152 194,555 2 19,205 223,860 5,336 1,826 5,825 5,825 204,207 207,400 1,100,634 1,074,830 1,443,340 1,503,350 3,230,125 2,8213 1 3,118,725 3,205,685 3,558 1,600 4,950 3,950 63 1.49 1 714,190 749,920 782,405 114.619 102285 153,915 168,970 22,09 1 29,O 15 3 1,305 38,920 116,037 110,745 99,060 103,120 56,305 5 1,775 51,915 54,340 17,93 1 9,000 18,000 18,000 170,430 136,09 1 159,505 169,255 25,390 22,000 22,920 22,920 D-6 1999-01 FINANCIAL PLAN AND SUMMARY OPERATING BUDGET BY ACTMTY Parks Division Lodi Lake Park Other Parks Park Operations Equipment Maintenance Parks - Sports Facility Maintenance Cultural Services Library Board Library Cultural Activities - Community Center Camp Hutchins Social Services Total Leisure, Cultural & Social Services Community & Economic Development Planning Community Development Commissions Current and Advanced Planning Code Enforcement Building and Safety Engineering Economic Development Community Promotion Economic Development Construction Development Total Community & Ecoaomic Developmeat General Government City Council City Manager Public Works Administration Legal Services City Attorney City Clerk Services City Council Protocol Records Administration Election Administration Administrative Services Information Systems Information Systems Data Processing Human Resources Administration Risk Management Finance Administration Accounting Services Revenue Services Purchasing Field Services Building Maintenance Legislation and Policy General Administration Organizational Support Services 143,662 111,350 164,975 156,835 4 8 0,9 5 6 458,620 506,640 536,460 53,333 74,090 82,680 90,640 120,25 1 112,960 117,185 124,955 4 1 1,900 387,937 371,465 424,115 2,749 5,050 5,000 5,000 962,858 999,660 1,068,785 1,08 1,285 624,183 660,310 853,405 895,745 193,127 4,092,569 4,026,620 4,524,025 4,665,875 4,226 6,855 10,765 11,610 369,443 4,260 376,450 464,090 130,446 132,595 163,290 178,3 10 525,530 474235 488,040 5 13,880 89 1,573 898,750 963,805 982,545 251,140 150,249 186,620 25 1,350 242,72 9 113,715 138,350 144,140 2,314,196 2,257,030 2,392,050 2,545,715 112,758 80,280 92,015 94,090 395254 3 12,020 328,030 328,030 321,681 281,705 304,485 35 1245 278,4 19 277,080 282,085 279,195 2 1,000 22,000 221,162 199,564 207,615 220,5 15 1,703 17$50 2,805 25,400 168,470 347,753 269,316 80,153 276,850 362,083 55934 1 254,545 209,795 424,385 316,590 90,760 280,405 419,690 657,930 256,495 310,810 481,570 344,975 128,800 263,370 457,870 702,625 263,430 280,300 483,720 34 1,850 125,620 268,2 15 455,530 697,305 26 1,990 '- 309,179 3 16,745 333,900 343,975 390,088 392,970 463,600 4602 10 D- 7 1999-01 FINANCIAL PLAN AND SUMMARY OPERATING BUDGET BY ACTMTY Non-Departmental Services City Wide Utilities General Support General Liability Other Insurances Workers Compensation Charges Benefits Administration Total General Government TOTAL OPERATING BUDGET 70 1,227 694,970 732,875 754,860 447,365 326,020 397,405 397,405 394,557 738,950 376,105 387,390 4 1,839 42,000 45,375 46,575 841,433 827,445 742,225 763,960 2,374,929 2,425,070 2,578,675 2,596,985 9,930,484 10,423,054 10,787,475 10,928,000 46,490,080 45,839,848 49,108,705 50,314,200 D-8 PUBLIC SAFETY I 11 I I Lodi Fire Department bought its first motorized fim truck in 1913 1 May 1961 - new patrol car PUBLIC SAFETY Utilities and Communications Supplies, Materials and Services Minor Capital Other Payments Total ACTIVITY: Police Administration DEPARTMENT: Police 46,920 32,000 40.800 44,000 402,994 382,933 403,685 463,400 7,455 (5.725) 160 861,447 815,680 892.690 920.725 PROGRAM: Police Protection m: General Fund ACTIVITY DESCRIPTION Police Administration is responsible for general planning, direction and evaluation of all police activities. Activity goals include: 1) responsible, effective and efficient police services; 2) well-trained and highly qualified police employees; 3) timely response to calls for public safety services; and, 4) citizen participation in public safety efforts. This activity has four major elements: Police department leadership. Develop, implement and maintain Police Department policies; prepare department budget; fiscal management and grant administration; statistical analysis; recruitment and screening of new police officers; plan ways to meet new demands for police services (55 percent of the activity). Training. Schedule and coordinate in-service and off-site mandated police training (5 percent of the activity). Crime prevention and education. Develop and coordinate public relations efforts to inform and educate citizens regarding self-protection and prevention of victimization (20 percent of the activity). Personnel administration. Coordinate and administer personnel policies and programs; advise and assist employees with personnel matters; maintain department personnel records; process personnel actions and payroll changes (20 percent of the activity). Total I 6 6 6 I 6 Temporary Positions: I Full-time equivalents 0 0 0 0 D-9 PUBLIC SAFETY ACTMTY: Police Administration DEPARTMENT: Police PROGRAM: Police Protection FUND: General Fund SIGNIFICANT EXPENDITURE AND STAFFING CHANGES None MAJOR ACCOMPLISHMENTS + Implemented Mobile Data Terminals + Implemented Lap Top Computers MAJOR OBJECTIVES * * * * * * * * * * * 1999-01 1999-01 199941: 1999-01: 1999-0 1 : 1999-0 1 : 1999-01 1999-01 199941 19994 1 1999-0 1 Reduce Part One Crimes by 5% Expand Community Oriented Policing Complete and Issue Revision of Department Policy and Procedure Manual Continue Police Partners Volunteer Program & add two additional academies Coordinate Legislation efforts Expand Police Reserve Officer program Expand Police Officer Reserve Officer Program Survey Community on biannual basis Remodel Public Safety Building Purchase record management system Complete transformation of computer Network system department wide -- RELATED COST CENTERS Police Administration (10103 1) Police "Partners" Volunteer Program (101034) Auxiliary Police Asset Forfeiture Vehicle Theft Account D-10 PUBLIC SAFETY ACTIVITY: Police Operations DEPARTMENT: Police PROGRAM: Police Protection FUND: General Fund ACTMTY DESCRIPTION The Police Operations activity maintains public order, apprehends law violators, incarcerates criminals, enforces traffic regulations, and operates and maintains the City's emergency communications and dispatching services. Activity goals are: 1) general public compliance with local, State and Federal laws; 2) timely response to calls for service; 3) safe and efficient traffic circulation; 4) freedom from crime for citizens and visitors to the City; and, 5) successful suppression of criminal conduct. This activity has eight major elements: General patrol. Provide area patrols (vehicle, bicycle and foot patrols) for suppression and detection of criminal activity; provide general assistance to citizens and visitors to Lodi; respond to service calls; and, apprehend law violators (70 percent of the activity). Traffic patrol. Provide traffic patrols to enforce local and State traffic and vehicle regulations; issue citations; respond to traffic accidents; and, enforce local parking regulations (5 percent of the activity). Extraordinary police response. Respond to major disturbances and high-risk incidents, arrests, and searches (includes use of SWAT and bomb Investigators) (2 percent of the activity). Auxiliary police administration. Recruit, train, coordinate and mobilize volunteer officers based on the demand for service and staffing requirements (1 percent of the activity). Communications. Receive 9-1-1 calls for public safety services (police, fire and ambulance); dispatch and coordinate the public safety response; and maintain records of communication activity (10 percent of the activity). Jail services. Receive, process, hold, care and feed prisoners booked into the Lodi jail (7 percent of the activity) Background Investigations. Conduct background investigations on new hires, internal and administrative investigations, and coordinates in-service training (3 percent of the activity) Coordinate Crime Prevention, Neighborhood Watch & Community Problems. (2 percent of the activity) D-11 PUBLIC SAFETY Police Lieutenant Police Sergeant ACTMTY: DEPARTMENT: 5 5 5 5 6 6 6 6 Police Operations Police PROGRAM: Police Protection FUND: General Fund SIGNIFICANT EXPENDITURE AND STAFFING CHANGES None MAJOR ACCOMPLISHMENTS MAJOR OBJECTIVES * 1999-01 Expand Community Oriented Policing * 1999-01 Promote Police-Community Partnership * 1999-01 Focus on Neighborhood and Business Dismcts Crime Prevention * 1999-01 * 1999-01 Educate the citizens to social problems Develop comprehensive interventions for gangs, drugs and hate crimes RELATED COST CENTERS Police Operations (101032) Crime Prevention (101040) D- 12 PUBLIC SAFETY ACTIVITY: Police Investigations DEPARTMENT: Police PROGRAM: Police Protection m: General Fund ACTIVITY DESCWTION The Police Investigations activity conducts investigations of felony crime; develops and maintains case records, reports and evidence; maintains records and reports on criminal activity and persons; and, crime suppression. Activity goals include: 1) early identification, suppression and/or arrest of felony crime and persons; 2) timely investigation of crimes and criminal activity; 3) successful prosecution of apprehended criminals; and, 4) freedom from crime and criminal activity for citizens and visitors to Lodi. This activity has six major elements: General investigations. Conduct and coordinate investigations of felony and some misdemeanor crimes or criminal activity; develop case records and reports; obtain and secure evidence; conduct follow-up investigations as required; and make arrests (30 percent of the activity). Narcotics investigations and suppression. Coordinate and conduct investigations of violations of Federal and State illegal drug regulations; and, identify, suppress and arrest persons engaged in the illegal manufacture, transportation, distribution and/or use of controlled substances (25 percent of the activity). Street Crimes Investigation. Serves as a resource for Community Oriented Policing. Develop programs to promote responsible and constructive activity. and citizenship and respond to community concerns and issues regarding neighborhoods and gang activity (25 percent of the activity). Evidence administration. Receive, catalog, organize and maintain evidence obtained during criminal investigations for prosecution of criminal offenses (5 percent of the activity). Court liaison. Coordinate and prepare documents. reports and evidence for courts. (5 percent of the activity). Recordkeeping. Update and maintain case reports and arrest records; and provide information to other agencies and public as required (10 percent of the activity) D-13 PUBLIC SAFETY Police Officer (Street Crimes) Community Service Officer Police Records Clerk I11 ACTIVITY: DEPARTMENT: 4 5 5 5 2 2 5 5 2 2 2 2 Police Investigations Police L ~ Police Records Clerk I1 5 5 5 5 Total 29 27 30 30 PROGRAM: Police Protection FUND: General Fund Temporary Positions: Full-time equivalents _. 0 0 0 0 SIGNIFICANT EXPENDITURE AND STAFFING CHANGES None MAJOR ACCOMPLISHMENTS MAJOR ORJECTTVES * 1999-01 * 1999-01 * 1999-01 * 1999-01 * 1999-01 Provide specialized support for the Community Oriented Policing concept Liaison with schools and other community organizations to identify issues that affect youth Anticipate trends and changes needed and respond to them in a timely fashion Monitor citizens satisfaction and needs, provide quality service, look for ways to improve service Innovative in finding new and more effective approaches to completing tasks RELATED COST CENTERS Police Investigations (101033) Drug Suppression Grant (101035) CRACNET (101037) Special Investigations (101051) COP’S Universal Hiring Grant D-14 PUBLIC SAFETY Supplies, Materials and Services Minor Capital Other Payments Total ACTIVITY: DEPARTMENT: 18,663 9,24 1 32,555 22,075 6,960 227 104,154 92,206 123,385 117,890 Animal Shelter Police Animal Control Officer Assistant Animal Control Officer Total Temporary Positions: Full-time equivalents PROGRAM: Police Protection FUND: General Fund 1 1 1 1 1 1 1 1 2 2 2 2 2.5 2.5 2.5 2.5 ACTIVITY DESCRIPTION The Animal Shelter activity is responsible for controlling dogs and cats; impounding of loose, stray or unwanted animals; disposal of dead animals found on City streets; and recording and reporting animal bites and suspected cases of rabies. Activity goals include: 1) responsible control of dogs and cats by owners; 2) enforcement of City's animal control ordinances; and, 3) timely response to calls €or assistance. This activity has two major elements: * Animal control. Enforce City's animal control ordinances; and remove dead animals found on City streets (75 percent of the activity). * Animal shelter. Collect, return and dispose of lost and stray animals found on City streets and parks (25 percent of the activity). I Regular Positions: I I I SIGNIFICANT EXPENDITURE AND STAFFING CHANGES 1999-00 Purchase cat cages ($8,380) MAJOR ACCOMPLISHMENTS Implementation of a volunteer program Installation of mist system for animals MAJOR OBJECTIVES None RELATED COST CENTERS Animal Shelter (10101 1) D-15 PUBLIC SAFETY Utilities and Communications Supplies, Materials and Services Work for Others ACTMTY: Administration DEPARTMENT: Fire 15,237 I 16,750 7,750 7,750 246,296 I 259,132 26,300 26,300 375 I PROGRAM: Fire Safety FUND: General Fund Minor Capital Other Payments Total ACTMTY DESCRIPTION 770 2,937,320 3,019,168 275,735 278,820 The Fire Administration activity plans, directs and evaluates all Fire Department programs and their activities. Activity goals are: 1) responsive, effective and efficient fire department programs; 2) maintain long-term facility and fire service plans; and, 3) interaction with other associated agencies. This activity has seven major elements: Fire Department leadership. Develop, implement and maintain Fire Department policies; fiscal management; statistical analysis; recruitment and screening of new firefighters; plan ways to meet new demands for fire and emergency services; and, represent City on fire and life safety related issues (40 percent of the activity) Long range planning. Prepare ordinances and policies necessary for long term development of the Fire Department and City; anticipate community needs for fire services and plan required changes in facilities, equipment and sang; and, identify special hazards within or near the City (10 percent of the activity). Personnel administration. Coordinate and administer personnel policies and programs; provide advice and assistance on personnel matters; process personnel actions; and, develop internal policies and procedures (30 percent of the activity). External agency relationships. Ensure department’s strategic plan is in line with other agencies; maintenance of mutual and automatic aid agreements as well as joint agency agreements; and, political advisement and assessment of the effect on department functions (10 percent of the activity). Emergency preparedness and EOC management. Develop and manage the City’s emergency plan and emergency operations center (2 percent of the activity). Community relations. Develop a participatory form of community involvement and relations by engaging in a variety of involvement with civic groups, news media, Chamber of Commerce, hdi Unified School District, and other community and interest groups (5 percent of the activity). CounciKity Manager support. Provide necessary support for the City Council and City Manager to assist with management of the City (3 percent of the activity) 1999-01 Created Emergency Service Activity D-16 PUBLIC SAFETY Fire Captain Fire Engineer Firefitzhter ACTIVITY: Administration DEPARTMENT: Fire 9 9 0 0 27 26 0 0 3 5 0 0 PROGRAM: Fire Safety FUND: General Fund Department Secretary Fire Division Chief 1 I 1 1 1 Fire Battalion Chief 1 1 I 0 I 0 1 1 1 1 I 1 Full-time equivalents 0 0 0 0 SIGNIFICANT EXPENDITURE AND STAFFING CHANGES * 1999-01 : Create Emergency Services activity MAJOR ACCOMPLISHMENTS Firefighter recruitment Purchase of two fire engines Developed a closer partnership with management and labor in addressing department issues Conducted team building session Completed self assessment project Revised and published policy and procedure manual Promotion of department personnel Landscape of Station 2 Modification of automatic aid agreement MAJOR OBJECTIVES * 1999-00: Develop system for department forms * * * * 2000-01 : Plan for construction of Fire Station 4 1999-00: 1999-00: 1999-00: Develop City of Lodi Emergency Plan and Emergency Operation Center procedures Develop a strategic plan for the construction of Fire Station 1 Develop strategic plan that addresses plan statements in the Self-assessment document RELATEDCOSTCENTERS Fire Administration ( 1020 1 1) D-17 PUBLIC SAFETY Minor Capital Other Payments Total ACTIVITY: Emergency Services DEPARTMENT: Fire 2,968,760 3,09 1,020 PROGRAM: Fire Safety FUND: General Fund ACTMTY DESCRIPTION The Emergency Services activity plans, directs and evaluates all Fire Department programs for emergency response and their activities; and, protects life and property by responding to medical emergencies, rescues, fires, hazardous material incidents, and other emergencies. Activity goals are: 1) responsive, effective and efficient emergency response programs; 2) timely response to calls for services; 3) no loss of life from reported emergencies; and, 4) minimal property damage from reported emergencies. This activity has eight major elements: Medical emergency response. personnel (35 percent of the activity). Provide victims of acute trauma and illness with basic life support from certified Fire emergency response. Answer fire emergency calls and suppress fires (U percent of the activity). Hazardous material emergency response. Contain and mitigate hazardous materials spills (2 percent of the activity) Rescue. collapsed buildings and other confined spaces (2 percent of the activity). Free trapped or incapacitated victims in wrecked vehicles; water related accidents, caved-in. trenches, Training. Conduct training as an engine company or a shift for preparation and readiness for a multitude of possible emergency situations (15 percent of the activity). Public education. percent of the activity). Conduct station tours, fire safety presentations to schools, businesses and community groups (2 Non-emergency activity. Conduct fire inspections, supervisory and required input of required reports and documentation, maintenance of fire apparatus and facilities (2 percent of the activity). Shift Battalion Chief. Supervision of on duty suppression shift, five ground management/suppression activities, sraffing duties, injury reporting and documentation, planning, scheduling, personnel evaluation and participation in post fire critiques (30 percent of the activity). stafliig I 2,135,560 I 2,848,820 Utilities and Communications 9,000 I 9,000 Suolies. Materials and Services I I 224,200 I 233,200 1 Workforothers I 1 I I I 1997-99 part of Fire Administration D-18 PUBLIC SAFETY ACTIVITY: DEPARTMENT: Emergency Services Fire PROGRAM: Fire Safety FUND: General Fund SIGNIFICANT EXPENDITURE AND STAFFING CHANGES * 1999-01: Add Fire Fighter ($41,500) * 2000-01: Add Fire Fighter ($41,500) * 2000-01: Purchase foam dispensing unit (use canyover funds $12,000) * 2000-01: Purchase external defibrillator ($4,500) MAJOR ACCOMPLISHMENTS Saved four cardiac patients 0 Implemented technical rescue team program MAJOR OEUECTJS'ES * 1999-00: Staff truck company with fire officer * 1999-00: Develop specifications and purchase replacement for Squad-1 * 2000-01: Develop fire management zones for engine company assignment * 20o0-01: Develop pre-fire plan program I Emercencv ResDonse Calls I 3.639 I 4.000 I 4.200 I 4.200 I RELATED COST CENTERS Emergency Services (1 02012) D-19 PUBLIC SAFETY .^ . I Minor Capital Other Payments Total 193,667 196,355 203,900 210,320 i ACTIVITY: Fire and Life Safety PROGRAM: Fire Safety DEPARTMENT: Fire FUND: General Fund ACTIVITY DESCRIPTION The Fire and Life Safety activity has administrative responsibility for documentation of area characteristics, fire risk assessment and response strategies, non-fire risk assessment and response strategies, fire prevention and life safety programs, public education, fire investigation, and financial planning and practices. Activity goals include: 1) elimination of fire hazards from buildings, equipment and properties; 2) safe handling and containment of hazardous material; 3) broad public awareness about the dangers of fire and hazardous material; 4) thorough investigation into the cause and ongin of fires; 5) documentation of area characteristics and review of response strategies; and, 6) detailed financial planning and reporting. This activity has six major elements: Regular Positions: Fire Division Chief Fire Inspector Administrative Clerk 111 Total Temporary Positions: Full-time euuivalents Fire hazard inspection and abatement. Periodically inspect commercial, govemment and industrial sites for fire hazards and respond to citizen complaints about fire hazards (60 percent of the activity). 1 1 1 1 1 1 1 1 1 1 1 1 3 3 3 3 0 0 0 0 Fire and anon investigation. Investigate all reported fires to determine causes and possible prevention measures (5 percent of the activity). Building plan review. Review development projects and building plans for conformance With fire safety codes (10 percent of the activity). Public education. Present fire safety education classes in schools, hospitals and convalescent homes (5 percent of the activity). Financial planning. Budget planning, preparation and reporting. (15 percent of the activity). Risk hazard and value evaluation. Determining the risk, hazard and value evaluation of buildings to assure that the Standards of Cover is adequate and appropriate for the identified risk. (5 percent of the activity). I I I I I Sumlies. Materials and Services I 12.508 I 10.000 I 10.800 I 10.000 I I STAFFING SUMMARY I ACTUAL I BUDGETED I BUDGETED 1 BUDGETED D-20 PUBLIC SAFETY ACTIVITY: Fire and Life Safety DEPARTMENT: Fire PROGRAM: Fire Safety FUND: General Fund SIGNIFICANT EXPENDITURE AND STAFFING CHANGES None MAJOR ACCOMPLISHMENTS Implemented Fire Investigation Unit Developed risk, hazard and value evaluation program (WAVE) Identified and implemented alternative materials and methods for business attraction and retention Streamlined plan review and Certificate of Occupancy program Developed management information systems Assisted the Lodi Downtown Business Partnership in initial property identification and billing Uniform Fire Code certification by Fire Inspector Use of Radio Mi for fire safety messages MAJOR OBJECTIVES * 1999-00: Implement the National Fire Incident Reporting system * * 1999-00: Complete the risk hazard and value evaluation program * 1999-01: Complete the management information system * 1999-00: Research needs and develop criteria for the operation of the Fire Investigation unit 2000-01: Research needs, develop criteria and establish a comprehensive public education program RELATED COST CENTERS Fire and Life Safety (102013) D-21 PUBLIC SAFETY ACTMTY: Training DEPARTMENT: Fire PROGRAM: Fire Safety FUND: General Fund ACTMTY DESCRIPTION The Training Activity develops, manages, schedules and coordinates fire department training. The activity goal is to have well-trained and knowledgeable fire employees. This activity has five major elements: In-service training. Conduct and/or coordinate drills, tests, joint training exercises and classroom training: introduce new methods and sharpen skills; maintain skills and technical knowledge; and, maintain drives licenses (45 percent of the activity). Off-site training. activity). Schedule and coordinate conferences, workshops and certification classes (5 percent of the Promotional testing. preparation and administration of entry level and promotional examinations (5 percent of the activity). Design and administer tests for evaluating probationary firefighters; and, assist in the Recruit academy training. Develop and conduct training for new firefighter academies and oversees recruit training provided by other fire department instructors (15 percent of the activity). Shift Battalion Chief. Supervision of on duty suppression shift, fire ground management/suppression activities, staffing duties, injury reporting and documentation, planning, scheduling, personnel evaluation and participation in post fire critiques (30 percent of the activity). I I I I Staffin&? 57,966 f ~ 117,654 I i46.240 I 145.905 I Utilities and Communications I I I SuDDlies. Materials and Services 1 20.579 I 21.820 I 21.880 1 32.430 Minor Equipment I 2,153 I Total 80,698 139,474 I 168,120 178,335 SIGNIFICANT EXPENDITURE AND STAFFING CHANGES None MAJOR ACCOMPLISHMENTS Classroom remodel Updated training and reference library Implemented new training record system Recruitacademy D-22 PUBLIC SAFETY ACTIVITY: Training DEPARTMENT: Fire PROGRAM: Fire Safety FUND: General Fund MAJOR OaTECTIVES * 1999-00 Establish skills maintenance program and performance standards * 1999-00 * 1999-00 Develop a program for multi-jurisdictional and night drills * 2000-01 * 2000-01 Develop a comprehensive, computerized training records system that facilitates the analysis of data for determining future needs of individuals and companies Review all training materials for correctness and completeness and replace as required Locate training sites at businesses throughout the city and coordinate training at those sites RELATED COST CENTERS Training (102015) D-23 PUBLIC SAFETY ACTMTY: Support Services DEPARTMENT: Fire PROGRAM: Fire Safety FUND: General Fund ACTMTY DESCRIPTION The Support Services Division is responsible for management of essential and physical resources. These include fixed facilities, apparatus and vehicles, small tools and equipment, water supply, communications systems and office systems. This activity has six major elements: Management of information systems. Compilation of emergency run reports, state and local reporting of statistics; management of technical support, software, training, planning, replacement and repair of department computers, network systems and information telemetry. (15 percent of the activity). Radio communicatiorddispatch. Purchase and maintain department inventory of communication equipment. Liaison to the police/fire dispatch. Liaison to SJ County Fire Emergency Radio users group. Management and implementation of dispatch and radio protocols. (15 percent of the activity). Water supply. Management of fire hydrant testing, records statistics, and liaison with Public Works. (2 percent of the activity). Safety equipment. Manages the purchase and specifications fire fighter personal protective equipment, self- contained breathing apparatus and associated equipment. (U percent of the activity). Fixed facilities. Planning, maintenance and inspection of fire stations, administration building, and the training site. (10 percent of the activity). Vehicles and equipment. vehicles, and small tools and equipment. (15 percent of the activity). Maintenance, inspection, testing, and certification of fire apparatus, department Shift Battalion Chief. Supervision of on duty suppression shift, fire ground management/suppression activities, staffing duties, injury reporting and documentation, planning, scheduling, personnel evaluation and participation in post fire critiques (30 percent of the activity). Utilities and Communications I I Swdies. Materials and Services I 708 I 1.925 1 1.925 I 1.925 I Minor CaDitaI I I I I I I other Pavments I I I I I I ~ Total 1 91,235 1 80,890 I 78,475 I 78,475 1 Total 1 1 1 1 TemDorarv Positions: I ~ Fdl-tirne equivalents I 0 I 0 I 0 I 0 I D-24 PUBLIC SAFETY ACTIVITY: Support Services DEPARTMENT: Fire PROGRAM: Fire Safety FUND: General Fund SIGNIFICANT EXPENDIm AND STAFFING CHANGES None MAJOR ACCOMPLISHMENTS Rebuilt Truck 1 Established equipment replacement program Purchase of two fire engines Improved relationship between the Fire Department and the Police/Fire Dispatch Center Updated network for connection to the City-wide area network Converted to new National Fire Incident Reporting system Increased the quality of safety equipment MAJOR OEUEXTIVES * * 1999-00: Connect to the city’s wide area network * * 1999-0 1 : Replace all department self-contained breathing apparatus * * 1999-00: 1999-00: Computerize all department forms to allow electronic analysis of data entry Research alternate delivery systems for communications and recommend changes if appropriate to deliver the most effective and cost efficient delivery of communications services Develop E-mail capabilities and provide additional related software training Evaluate serviceability of station generators and develop a replacement program if necessary 2000-01: 2000-01: RELATED COST CENTERS Support Services ( 10201 6) D-25 PUBLIC SAFETY Supplies, Materials and Services Minor Capital Total ACTIVITY: Graffiti Abatement DEPARTMENT: Public Works 703 2,300 2,500 2,500 12,265 32,155 37,380 38.540 PROGRAM: Other Safety Services FUND: General Fund Gditi Abatement Coordinator Maintenance Worker Total Temporary Positions: Full-time equivalents ACTIVITY DESCRIPTION 1 0 0 0 0 1 1 1 1 1 1 1 0 0 0 0 The Graffiti Abatement activity removes graffiti from public and private facilities which can be seen from the public right-of-way or from areas where the public has the right to be. Activity goals are: 1) to maintain property values; 2) to suppress gang activities; and 3) to ensure an attractive and safe community. This activity has three major elements: WORK FLOW INDICATORS 1997-98 Releases Obtained 5 54 Sites Abated 3,798 * Education and promotion. Educate public to services provided by City to remove gang-related graffiti from buildings, fences, and other structures; and promote citizen participation in the early reporting of gang graffiti (5 percent of the activity). 1998-99 1999-00 I 2000-01 280 NIA N/A 1,100 1,150 1,200 * Obtaining releases. Identify and contact property owners of buildings, fences and other structures to obtain release for City to remove graffiti (20 percent of activity). * Graffiti removal. Inspect highly vandalized areas on a daily basis; report to police; and, remove graffiti within 24 hours (75 percent of activity). MAJOR ACCOMPLISHMENTS Expand program to include City Parks Full time permanent status for Graffiti Abatement Coordinator MAJOR 1999-01 OaTECTIVES * 1999-01 Make Mi the most graffiti free city in the nation. 1 11 PUBLIC UTILITIES 714,220 Utilities and Communications 595,750 679,815 694,220 Supplies, Materials and Services 2,195,656 994,070 399,490 466,330 Work for Others 135,068 135,850 133,750 137,530 Minor Cmital 3.563 3.500 500 3.800 ’ ACTIVITY: Water Utility Service DEPARTMENT: Public Works Other Payments Total PROGRAM: Water Service FUND: Water Fund 604,098 686,550 62 1.890 62 1,890 4,149,465 3,143,030 2,595.825 2,702,985 ACTIVITY DESCRIPTION The Water Utility Service activity provides potable water to approximately 22,000 residential, commercial and industrial customers; and, provides water for adequate fire flows and pressures to fire hydrants, private fire suppression systems and private on-site hydrants. Activity goals are: 1) provide a reliable supply of safe drinking water; 2) ensure prudent and responsible water use; and, 3) provide well maintained pumping, distribution and treatment facilities and equipment. This activity has five major elements: Administration. Provides overall direction, supervision and planning for the water utility activity; prepares studies and reports on water utility service operations and facilities; ensures compliance with existing, and, reviews and researches pending Federal and State water and groundwater regulations, legislation, and grants; represents the City on water and groundwater related issues; participates in designing and specifying related capital projects; and, coordinates and provides liaison with other utilities and public agencies and private firms (15% of the activity). Water conservation. Plans, promotes and enforces the City’s Water Conservation Program, develops and presents water education programs in public and private schools; responds to complaints; and, distributes water conservation material (5 percent of the activity). Water production. Operates, maintains, repairs, and monitors the City’s potable water system (24 wells, six granular activated carbon treatment systems, generators, chlorinators, sand separators, one elevated water tank, one 1.0 million- gallon storage tank and pumping facility. one UV disinfection system) and the production of five billion gallons of drinking water; and, tests for compliance with Federal and State safe drinking water standards (55 percent of the activity). Water distribution. Operates, repairs and maintains 200 miles of water mains (ranging in size from 2 to 14 inches in diameter), service lines for 22,000 customers, 980 meters, 3,700 water valves, and 1,600 fire hydrants, responds to customer complaints; and; monitors for compliance with State and Federal bacteriological standards (25 percent of the activity). Work for others/capitaJ improvement. Constructs water main connections for new subdivisions/developments; and new wells and storage tanks; installs fire service lines, hydrants and large water services for new or existing customers; upgrades existing water systems including mains, fire hydrants and well piping; and installs underground and above- ground piping, conduits and related appurtenances for new well sites and new water treatment systems. Fully funded by others (percent of total activity not determined). D-27 PUBLIC UTILITIES ACTIVITY: DEPARTMENT: Water Utility Service Public Works PROGRAM: Water Service m: Water Fund I Redar Positions: I SIGNIFICANT EXPENDITURE AND STAFFING CHANGES * * 1999-01: Half costs of Engineering Technician 1999-01: Transfer one Senior Civil Engineer from PW Engineering to be split with Wastewater MAJOR ACCOMPLISHMENTS * * Added a full-time Water Conservation Coordinator position which enhanced the successful Water Conservation Program. Contract awarded for installation of GAC Treatment Systems for removal of DBCP at Wells No 18 and 20. MAJOR OBJECTIVES * 1999-01: Develop resolve to PCE/TCE dilemma. * 1999-01: Develop and construct two new drinking water wells. * * 1999-01: 1999-0 1 : Put on line two new GAC Treatment Systems for removal of DBCP at Wells No 18 and 20. Develop replacementhpgrade program for old water lines. Water D-28 PUBLIC UTILITIES WORKFLOW INDICATORS Gallons per person per day, April - October Total Patrol Miles Classroom Presentations ACTIVITY: Water Utility Service DEPARTMENT: Public Works 199940 2000-01 1999-00 2000-01 252 28 1 270 270 23,583 24,571 21,000 24,000 263 247 260 260 PROGRAM: Water Service m: Water Fund RELATED COST CENTERS Damage to City Property (180152) Water Administration (1 8045 1) Water Production (1 80453) Water Distribution (180456) In-lieu tax transfers (added to 600 series) TCE/PCE monitoring (183453) Water Loan - Interest and Fees (180611) Water Conservation (180413) DBCP Monitoring (180454) Fire Hydrants (180457) Work for Others is salary (400 series) D-29 PUBLIC UTILITIES ACTMTY: Wastewater Maintenance DEPARTMENT: Public Works PROGRAM: Wastewater Services mm: 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) striving for 100% recycling and land disposal for treatment effluent and industrial wastewater (cannery): and, 5) compliance with State and Federal discharge requirements. This activity has seven 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 (7 percent of the activity). Domestic collection system. Operates, maintains and repairs the domestic wastewater collection system including 160 miles of domestic wastewater collection mains (ranging in size from 6 to 48 inches in diameter), service laterals for 23,000 customers, 2,680 manholes, and 7 domestic pumping stations; responds to customer complaints; and performs regular systematic rodding, hydrocleaning and TVing of wastewater mains (14 percent of activity). Storm Drain System. Responsible for maintaining the City’s storm drain system. coordinating emergency response during storms, and meeting the requirements of the Storm Water Discharge Agreement with Woodbridge Imgation District. Staffing for this activity is done with Street Division employees (10 percent of the activity). Industrial collection system. Operates, maintains and repairs the industrial wastewater collection system including 4.1 miles of indusnial wastewater collection mains, 8 miles of 30-inch diameter -outfall” line, one pumping station. and seven service laterals (1 percent of activity). Work for othersKapita1 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 Wing of newly installed wastewater and storm facilities (Fully funded by others) (Percent of total activity not determined). Plant. Operation and maintenance of a facility which operates 7 days per week, 24 hours per day, and manned 16 hours per day. Treats an average domestic flow of 2.35 billion gallons and industrial flow of 300 million gallons per year; utilizes recycled biosolids in accordance With discharge permit; trains personnel; and provides efficient wastewater service (66 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). D-30 PUBLIC UTILITIES STAFFING SUMMARY Regular Positions: Assist WaterNastewater superintendent WaterWastewater SuDervisor Waterwastewater Superintendent ACTIVITY: DEPARTMENT: ACTUAL BUDGETED - BUDGETGD BUDGETED 0.5 0.5 0.34 0.34 0.5 0.5 0.5 0.5 1.35 135 1.35 1.35 Wastewater Maintenance Public Works Senior Plant & Equipment Mechanic Plant & Equipment Mechanic Public Works Inspector PROGRAM: Wastewater Service FUND: Sewer Fund 1 .o 1 .o 1 .o 1 .o 1.45 1.45 1.4 1.4 0 0 .5 .5 I 1 3,323,470 I Total 2,740,734 1 2,770.105 I 3,302,060 I Senior Civil Engineer Engineer Technician Maintenance Worker III & I1 I WASTEWATER SERVICES I 1997-98 I 1998-99 1 1999-00 I 2oooal i 0 0 .5 .5 0 0 .5 .5 6.4 6.4 6.4 6.4 Assist Wastewater Treatment Superintendent 1 1 .o 1.0 1 .o 1 .o Chief Wastewater Plant Ouerator 1 1 .o 1 .o 1.0 1.0 I Laboratory Services Supervisor I 0.65 1 0.65 I 0.65 I 0.65 ~ I Laboratory Technician II 1.8 1.8 I 1.8 I 1.8 WaterNastewater Inmector 1.2 I 1.2 1.2 1.2 Wastewater Plant Operator I 6.0 I 6.0 6.0 I 6.0 Total 22.85 22.85 I 24.14 24.14 1 Temporary Positions: I I I Full-time eauivalents 1 .o 1.0 1.0 1 .o I SIG"T EXPENDITURE AND STAFFING CHANGES * * 1999-01: Half costs of Engineering Technician 1999-01: Transfer one Senior Civil Engineer from PW Engineering to be split with Water MAJOR ACCOMPLISHMENTS * * * * * Replaced the Sewer Hydrocleaner truck. White Slough pond erosion control improvements. Replaced a boiler at White Slough. Implemented proactive preventative maintenance practices. Improved computer monitoring of storm pumping stations and basins. D-31 PUBLIC UTILITIES 1 . Services kled/Upgraded 54 60 60 60 Service Calls Responded to 333 294 330 330 ACTIVITY: Wastewater Maintenance DEPARTMENT: Public Works WORKFLOW INDICATORS Miles of Storm Line Miles of Storm Line Cleaned StOllIl mDS PROGRAM: Wastewater Service FUND: Sewer Fund 199940 I 2000-01 1999-00 2000-01 ' 102 1 04 107 110 60 60 64 65 45 45 45 45 MAJOR OaTECTIVES r- _._~~~. - ~~~ Catch Basins Manholes * 1999-0 1 : Reevaluate collection system preventive maintenance program * * 1999-01: Negotiate White Slough discharge permit renewal * 1999-01: Develop an updated Wastewater Treatment Master Plan * * 1999-01: Develop replacementhpgrade program for old water lines. * 1999-01: Reevaluate H,SO, problem in trunk and outfall sewer lines 1999-01: 1999-01: Negotiate the development of a Pro Style Sports Complex at White Slough Procure a storm water discharge permit as required by the National Pollutant Discharge Ehhation System (NPDES). 2,650 2,682 2,7 10 2,750 1,515 1,545 1,575 1,600 Wastewater Maintenance Wastewater Treated & Discharged 2,3 12 2,280 (Million GallodYear) Reclaimed for Fag Irrigation 557 674 (Million Gallonsry'ear) Total Reclaimed Water 602 902 (Million Galloflear) 2,360 2,410 700 700 760 760 RELATED COST CENTERS Damage to Property (1 70 152) Sewer Administration (170401) Sanitary System Maintenance (170404) Storm Drain System (170405) In-lieu tax transfers (add to 600 series) Bond Debt Interest (170301) Industrial System Maintenance (170442) Plant Maintenance (170403) D-32 PUBLIC UTILITIES In-lieu Taxes 4,292,067 Total I 5.062.572 ACTIVITY: Policy, Legislative and Regulatory PROGRAM: Electric Services DEPARTMENT: Electric Utility FUND: Electric Fund 4,220,000 I 4,366,800 4,410,460 5.194.335 1 5.299.775 5.392.195 ACTIVITY DESCRIPTION Temporary Positions: I I The Policy, Legislative and Regulatory activity provides organizational oversight and administrative support for the two primary Electric Department Divisions: 1) Business Planning and Marketing; and 2) Electric Services. The functions of public education, marketing, media services and residential public benefit programs are also within this activity. Activity goals are: 1) adopting “Best of Industry” business practices: 2) maintaining a high level of benefit to the community: and 3) integrating city-wide policy objectives into departmental operations. This activity has four major elements: 0 Direction and leadership. Focus the efforts and contribution of staff on exemplary levels of customer service in a growing competitive environment. (25% of activity) Positioning the Department to remain competitive through education and marketing activities including multi-media and special events.(25% of activity) Active participation in legislative and regulatory advocacy programs.(25% of activity) Community relations. Develop a participatory form of community involvement and relations by engaging in a variety of new partnerships, public benefit programs and other strategic activities which reflect customer expectations and community values. (25% of activity) Other Pavments D-33 PUBLIC UTILITIES Brochures, Direct Mail, Media 23,103 Residential Rebate Programs 0 Residential Energy Audits 20 Expanded Low Income Program 375 ACTIVITY: Policy, Legislative and Regulatory PROGRAM: Electric Services 3 DEPARTMENT: Electric Utility m: Elecmc Fund 23,220 23375 23,655 700 1,400 2,100 120 250 500 375 750 1.500 SIGNIFICANT EXPENDITURE AND STAFTING CHANGES - 1999-2001 Hire consultant ($125,000) MAJOR ACCOMPLISHMENTS Creation of customer-focused programs. Realignment of organizational values to reflect competitive industry standards. 0 Partnering and sponsorship of community programs. Launched a multi-media marketing and education campaign, including a website. 0 Began implementation of the Electric Utility Strategic Master Plan. MAJOR OBJECTIVES 0 Expansion of customer-focused programs. Continued customer/owner education and retention programs. Continued development of the power marketing function. 0 Continued implementation of the Electric Utility Strategic Master Plan. RELATED COST CENTERS 160601 - Policy, Legislative and Regulatory 160655 - In Lieu Tax D-34 PUBLIC UTILITIES Supplies, Materials and Services Other Payments Bulk Power Minor Capital Total ACTMTY: Business Planning and Marketing DEPARTMENT: Electric Utility 18,248 112,300 25,880 68,700 11,462 5,000 3,500 5,500 47,528 47,000 50,000 50,000 25,951,705 25,873,200 26,051,000 26,051 ,000 26,276,497 26,307,700 26,378,500 26,423,645 PROGRAM: Electric Services FUND: Electric Fund ACTIVITY DESCRIPTION This activity acquires bulk electric power supplies and ancillary services for retail marketing to Lodi residents, businesses, industries, municipal operations and for wholesale marketing to utilities and other entities. Activity goals are: 1) Provide a long-term supply of reliable electric power at the lowest practical cost in accordance with sound business and engineering principals 2) Perform short and long-range electric business planning and marketing to ensure continuing benefits of the City’s electric utility partnership with the citizen rate payer/owners 3) Furnish a positive return to the community through various customer programs, marketing strategies, contribution to the General Fund, the retention of current customers and the attraction of new customers. This activity has five major elements: Resource development, acquisition and operation. ’ Develop acquire and monitor power generation and transmission resources in accordance with forecasted City needs. Provide forecasted bulk power cost analysis for incorporation into the Department’s budget process. Identify excess resources available for potential wholesale marketing. Develop and maintain the Department’s Risk Management Policy for energy trading processes, procedures, limits, authorities and coordination with Joint Power Agency (JPA) (25% of Activity). 9 Power marketing and rates. Provide forecasted revenue and customer usage analysis for incorporation into the Department’s budget process. Develop and maintain competitive electric rate and service schedules to achieve required revenue requirements. Collect and translate load research data for system analysis, cost of service studies and large electric time-of-use customer billing determinants. Coordinate the Department’s budget process and participate in the development and monitoring of JPA budgets. Monitor local electric and JPA capital projects and make recommendations for project financinglrefinancing in accordance with applicable federal, state and City guidelines. Market any excess resources and develop new electric services and financial products as required. Utilize the Department’s Risk Management Policy to optimize power requirement opportunities. Coordinate related Department activities with the Finance Department (45% of Activity). Power and customer contracts. Develop, negotiate and monitor power and customer contracts in concert with the City Attorney (5% of Activity). Customer retention and development. Identify customer concerns and needs as applying to electric and other services, and where appropriate implement solutions. Work with the Economic Development Director, Community Development Activity). Department and other City Departments to retain current customers and attract desirable new business. (15% of D-35 PUBLIC UTILITIES Full-time equivalents ACTIVITY: Business Planning and Marketing DEPARTMENT: Electric Utility 0 .25 PROGRAM: Electric Services FUND: Electric Fund Senior Electric Utility Rate Analyst 1 1 .90 .90 Total 1 3 3 2.60 2.60 I Temuorary Positions: I I I ~ -- SIGNIFICANT EXPENDITURE AND STAJXING CHANGES * 1999-00 Consulting services ($lO,OOO) MAJOR ACCOMPLISHMENTS Increased commercial and industrial customer base and sales by using negotiated contracts and economic development rates to help in the attraction of new customers and to help in the expansion of facilities for two current customers. This increase helped offset a significant decrease in electric requirements by a large industrial customer that downsized. Worked with JPA to refinance various projects that Will significantly lower future year bulk power costs to prepare for competition. Developed a key account program to work with the commercial and industrial customer base on an ongoing basis. 0 0 MAJOR OBJECTIVES 0 1999-2001 - Retain current customers and increase customer base and sales. 1999-2001 - Identify and implement customer service options and levels. 1999-2001 - Pursue options within the new utility business environment. 1999-2001 - Prepare for the opening of the City’s electric commodity and associated ancillary service to competition. Number of customers RELATED COST CENTERS 16603 Business Planning and Marketing 16642 Bulk Power Cost D-36 PUBLIC UTILms ACTIVITY: Electric Construction and Maintenance PROGRAM: Electric Services DEPARTMENT: Electric Utility FUND: Electric Fund ACTIVITY DESCRIPTION The Electric Construction and Maintenance activity includes the management, supervision, training and support services for the Construction and Maintenance Division as well as personnel and equipment for around-the-clock response capability to system and customer electric problems (troubleshooters). The technical services section provides 24-hour electrical maintenance and troubleshooting of the City's substations, traffic signals. storm pumps, water production, sewage lift station and sewage treatment plant. Supervision of the Department's Hazardous Material Handling element is provided through this section as well. Activity goals are: 1) to maintain the transmission and distribution system in the safest, most reliable and efficient operating condition possible; 2) to construct line extensions and improvements in the most effective, economic and efficient manner with a minimum of interruptions to existing customers; 3) to maintain staff trained on the latest techniques, practices and components utilized on electric distribution systems; 4) to provide the most efficient, courteous and expeditious response to customer and system electric problems: and 5) To maintain the Electric Substations and Electric Systems infrastructure to the high quality standards the equipment manufacturer intended at the lowest cost to the citizens of Lodi without jeopardizing safety of the public or City personnel. This activity has eight major elements: Construction: Construct overhead and underground line extensions to serve new and additional loads to all customer classes. Construct system upgrades and expansions for capacity, reliability and operating flexibility increases; examples of which are transmission and main feeder lines, substation construction and expansion, get-a-ways and distribution system equipment to improve efficiency, system operation and service restoration. The wood utility pole replacement program is also included in this activity. There are 45 poles scheduled for replacement during fiscal year 1999-2000 and 47 poles scheduled for replacement during Fiscal Year 2000-2001. (28% of activity) iMaintenance: Maintain 109 miles of overhead and 78.6 miles of underground 12 kV distribution lines as well as 12.6 miles of 60 kV tmxdssion lines which includes periodic inspections, corrective work and record keeping. Repair and replacement of system components and the installation and maintenance of the City's Dusk to Dawn Lighting Program are included in this activity as well as the "work for others" which includes customer requested system modifications and damage to equipment. (21% of activity) Customer Service: Provide response to electric system and customer trouble around the clock. Locate underground facilities in response to requests by contractors, citizens, and others through Underground Service Alert. Obtain system data such as voltage and current readings. Connect and disconnect customers, and set meters at new customer locations. Approximately 850 service calls, including 375 after hour calls, 1,470 locating calls and 500 meter-sets are handled per year. (10% of activity) Hazardous Material Handling: Prepare utility wood poles treated with pentachlorophenol or Creosota for disposal at an approved disposal site. Disposal of approximately 50 wood poles for fiscal year 1999-2000 and approximately 55 wood poles for fiscal year 2000-200 1. (3% of activity) Streetlight Maintenance: Maintain the 5,470 unit street and alley lighting system. Respond to approximately 700 calls for service to the system per year. Conversion from mercury vapor luminaries to the more efficient high pressure sodium at the rate of $50,000 per fiscal year is included in this element as well. The conversion program is scheduled to be completed in three years. Electrical energy utilized by the lighting system is also included. The cost of the streetlight maintenance is reimbursed by the Public Works Department. (9% of activity) D-37 ACTMTY: DEPARTMENT: Electric Apparatus Mechanic Electric ForemadForewoman Electric Lineman/Linewoman Electric Construction and Maintenance Electric Utility 1 1 1 1 3 3 3 3 8 8 8 8 PROGRAM: Electric Services FUND: Electric Fund Technical Services Manager I I I 1 1 Elecmcal Technician 2 2 2 Tree Trimming: Provide line clearance for overhead power lines from trees. This element is performed via a private contractor supervised by Department staff. Approximately 50 miles of overhead line is cleared per year involving 4,500 trees. (2% of activity-Department staff) Substations and Customer Support Services. The Technical Service Section's technical personnel (Electrical Technicians) maintain all equipment in four 60/12 kV power substations. Calibrate and repair microprocessor based protective relays and datakontrol equipment. Perform regular scheduled maintenance on 24 60 kV power circuit breakers, 42 12 kV-power circuit breakers, and 8 large power transformers. Install 60 kV and 12 kV circuit breakers, relays, panelboards and control systems. Install and maintain substation area lighting and intrusion alarm systems. Perform weekly substation inspections and document observed readings and deficiencies. Draw and update electrical and electronic drawings and schematics. Install, troubleshoot SCADA systems and data communication phone lines. Provide customer support services through power quality surveys, including harmonics analyzing, voltage recording and radio/T. V. interference locating. (17% of activity) Electrical Systems (Public Works). Elecmcal staff (Electricians) provide electrical repair, maintenance and upgrading of 42 traffic signal intersections, 25 wells, 45 storm pumps, 11 sewage lift pumps, the White Slough Water Pollution Control Plant and data communication equipment. Install motor control centers, SCADA terminal units, electronic control systems and logic controllers. Respond to emergency after hour's repairs and system troubleshooting. Install, repair and calibrate electronic measuring equipment, motor speed controllers and equipment associated with sewage treatment plant operations. Troubleshoot traffic control systems including controllers, conflict monitor, emergency vehicle preempt equipment and load switches. Perform monthly preventive maintenance on the City's electrical infrastructure. This element is reimbursed by the Public Works Depamnent. (10% of activity) Maintain logs, records, and trouble reports. 1 2 Electrician GroundmadGrandwoman Senior Troubleshooter Total Line Truck DriverEquip Operator Full-time equivalents 2 2 2 2 0 0 1 1 0 0 1 1 1 1 1 1 22 22 24 24 0 .5 .5 0 D-38 PUBLIC UTILITIES ACTIVITY: Electric Construction and Maintenance PROGRAM: Electric Services DEPARTMENT: Electric Utility FUND: Electric Fund SIGNIFICANT EXPENDITURE AND STAFFING CHANGES 1999-2001Tree Trimming ($130,770) 1999-2001 GroundmadGroundwoman (2) (offset by reduction in cost equal to 2 contract emoloyees) 2000-2001 Fund apprentice program ($55,740) MAJOR ACCOMPLISHMENTS The continuation of close supervision of field crews, job preplanning and the purchase of updated tools and equipment. The continuing use of contract linemen and groundmen has resulted in increased productivity. This resulted in completing the two years of backlogged work that was in workorder form. While reducing the backlog of work, new work was also accomplished. Replacement of deteriorating 750 MCM underground primary distribution cable which increased the continuity and reliability of service to customers. Implementation of program to replace #6 copper overhead primary conductor on main feeders and around schools. Inspected and commissioned the industrial substation transformer #3 expansion. Installed wiring and hardware to bring the local area network on line. Completed commissioning of Well 4-R. Upgraded the emergency vehicle preemption on six traffic signal intersections. MAJOR OaTECTM?S . Technical services goals are to maintain the power substations and other systems it is responsible for to the highest standards required by the industry using the latest technology test equipment and through continued staff training. To promote safe work practices through education and implementation of safety rules generally used by the industry. Implementation of General Order 165 (underground and overhead inspection program). Continuation of program to bring tree trimming in compliance with the General Order 95 (tree trimming rules). Rebuilding of the downtown underground distribution electrical system. Consauction of a new electric overhead and underground distribution circuit from Industrial Substation to South Stockton Street. Computerization of safety/training records, drivers license records, training requirements, etc. D-39 PUBLIC UTILITIES L WOmLOW INDICATORS I rmao Line Crews Wood poles installed and replaced 1 02 Overhead wire replacement 30.375 #6 cu to #2 ACSR ACTIVITY: Electric Construction and Maintenance PROGRAM: Electric Services DEPARTMENT: Electric Utility FUND: Electric Fund 2000-01 1999-00 200041 100 80 80 23,000 25 .OOO 25,000 Maintenance. circuit breakers Maintenance. transformers Power quality complaints Maintenance. traffic signals Maintenance. well equipment Maintenance, Storm pumps Maintenance. White Sloueh 30 50 68 68 2 6 8 8 22 30 30 36 15 40 40 40 12 25 26 28 15 22 24 26 100% 100% 100% 100% ~~~ ~ RELATED COST CENTERS 160602 160622 160623 160624 160625 160632 16063 3 160640 160650 16065 1 160652 160654 C&M Supervision Customer Service Maintenance Power Quality Electrical Miscellaneous Electric Systems - Other Department Dusk to Dawn Lighting Street Light Maintenance Hazardous Material Handing System Maintenance-Overhead System Maintenance-Underground Substations Maintenance Tree Trimming D-40 PUBLIC UTrLms Supplies, Materials and Services Other Payments Minor Capital Total ACTIVITY: DEPARTMENT: 18,362 36,530 27,750 46,625 4,500 10,Ooo 125,94 1 137,395 124,285 153,290 Elecmc Services Electric Utility Temporary Positions: Full-time equivalents PROGRAM: Electric Services FUND: Electric Fund I I 0 0 0 0 A ACTIVITY DESCRIPTION The Electric Services Division activity provides a broad range of direction and leadership to each division of the Electric Utility Department to support and develop electric service and communication projects. These activities include: 1) project development; 2) management implementation; and 3) various levels of design support. This activity utilizes available Departmental and City personnel and contracted outside resources to assist staff as necessary. This activity has four major goals: Monitor technology and develop applications within the City. = Develop and implement objectives and goals of the Department. = Provide managerial support in the planning, supervision and coordination of City and Department projects. Develop community partnerships that combine resources and needs to the community's benefit. Manager, Electric Services 1 1 .95 I .95 Total 1 1 .95 .95 SIGNIFICANT EXPENDITURE AND STAFFING CHANGES None MAJOR ACCOMPLISHMENTS New server cabling and network topology increasing system speed capabilities by 5000 percent. Conversion of utility data bases. Resolution of major issues associated with the 230kV Interconnection Project routing and sighting. Established the first Department network system with email and internet access services to every PC. Implemented the Department's WEB site - "lodielectnc.com". D-41 PUBLIC UTILms ACTIVITY: Electric Services PROGRAM: Electric Services DEPARTMENT: Electric Utility FUND: Electric Fund MAJOR OBJEXTIVES Programs and Partnerships: Provide direction to the management team on Department programs and partnerships. 9 Customer Service: Continue to develop and implement customer awareness training programs. . 230 kV Interconnection Project Development: Evaluate various options associated with transmission routs, system capacities and State requirements for a new 230 kV switchyard facility, 230-60 kV transformation and several miles of 60kV transmission line with the existing 60 kV system. Broadband Communication Services: Continue monitoring the available technology, and customer’s access to and desires for broadband services. Identify and evaluate the City’s benefit of various communications service options. 9 RELATED COST CENTERS 160606 Electric Services D-42 PUBLIC UTILITIES ACTIVITY: Electrical Engineering and Operations PROGRAM: Electric Services DEPARTMENT: Electric Utility FUND: Electric Fund ACTMTY DESCRIPTION The Electrical Engineering and Operations activity includes management, supervision, training and support services for the Engineering. Metering and Operations Sections. Activity goals are: 1) plan for funue growth; 2) design an electric system that is cost effective, reliable, efficient and safe; 3) operate the City's utility systems in the most efficient and reliable manner; 4) restore service as rapidly as possible following interruption; 5) respond efficiently to customer constraints and project schedules; and 6) respond to calls and inquiries tiom customers and the public in a courteous, expedient and professional manner. This activity * * t has three major elements: Engineering. Design and prepare plans, specifications, construction drawings and cost estimates. Develop and maintain engineering, material and construction specifications. Collect and analyze data for design of projects and prepare written proposals. Perfom short and long range system planning to accommodate growth and annexations and to identify system modifications and improvements. Perform system coordination and protection studies and implement results to maximize system reliability. Provide and coordinate engineering services for developers, architects, project engineers, other utilities and other City Departments. Review building and development plans such as subdivision maps, parcel maps, off-site improvement plans and remodel/modification projects. Aquire encroachment permits, rights-of-ways and public utility easements. Respond to questions and provide consultation to staff and the public regarding applicable laws, codes, regulations and construction details. Provide necessary training. Develop, maintain and audit computer generated system maps, schematics and diagrams. Develop and maintain engineering, construction and metering specifications and drawings. Develop and maintain various standards and policies including engineering, construction and materials standards, Rules and Regulations, and electric service and metering manuals. Conduct Electric and Magnetic Fields (EMF), power quality and energy conservation audits. Provide information and training to educate the public in areas involving elecmc power services. Metering. Install revenue metering equipment at industrial and commercial facilities. Test and calibrate all metering installations periodically, city-wide. Procure and maintain inventory of all metering associated equipment. Investigate power diversion and vandalism cases as well as metering and billing complaints. Retrieve monthly meter date for time- of-use customers. Provide customer service on matters relating to energy usage. Operations (System control and dispatch). Monitor, control and operate the Electric, Watermatewater and Stom Systems and dispatch personnel for all City operations, With the exception of Public Safety Personnel, on a 24 hour per day basis. Maintain system maps, records and dispatch boards. Operate and program the System Control and Data Acquisition System (SCADA). Evaluate data received from SCADA. Implement proper codve measures and prepare various associated reports. Prepare written switching procedures as well as various elecmc and water system operating reports. Call out and dispatch personnel for emergency service restorations. Respond to and/or reroute calls from the public. Note: The Operations activity is funded thirty percent (approximately) by the Public Works Department. D-43 PUBLIC UTILITIES Temporary Positions: 1 Full-time equivalents 1 ACTMTY: DEPARTMENT: 1 1 1 Electrical Engineering and Operations Electric Utility PROGRAM: Electric Services FUND: Electric Fund Regular Positions: I I I I Administrative Clerk II 0 0 1 1 I SIGNIFICANT EXPENDITURE AND STAFFING CHANGES 1999-01: Hire Administrative Clerk I1 ($36,400) 1999-01: Replace PC's (7,500 each year) 1999-00: Copy Machine (Replacement $9,000) 1999-01: Fund meter reading materials ($11,OOO) ACTIVITY OBJECTIVES 1997-99: Implement Engineering Design Software 1997-99: 1997-99: Implement remotely interrogated revenue meter system for 30 industrial/commercial customers Conduct a long and short range system planning study and identify necessary system modifications to Serve load under nod and emergency conditions. System protection and coordination will be included in this task. RELATED COST CENTERS 16.0-601.11: Electrical Engineering and Operations, Supervision (New Account) 16.0-601.12: Engineering 16.0-601.13: Meter Maintenance 16.0-602.42: Utility Systems Control &Dispatch (Other Departments) 16.0-604.13: Utility Systems Control & Dispatch D-44 PUBLIC UTILITIES ACTMTY: Public Benefits Program DEPARTMENT: Electric Utility PROGRAM: Electric Services FUND: Public Benefits Fund ACTMTY DESCRIPTION A Public Benefits Program (PBP) requirement was established by AB1890 (Elecmc Industry Restructuring). As a result, the City of Lodi is required to fund programs and investments in any or all of the following areas: (1) Cost-effective demand-side management services to promote energy-efficiency and energy conservation; (2) New investment in renewable energy resources and technologies consistent with existing statutes and regulations which promote those resources and technologies; (3) Research, development and demonstration projects for the public interest to advance science and technology which is not adequately provided by competitive and regulated markets; and (4) Services provided for low-income electric customers, including but not limited to, targeted energy efficiency service and rate discount. Minimum PBP required expenditures are 2.85% of the Electric Utility Department's yearly electric revenue requirement (approximately $1 million per year) over the period calendar year 1998 through 2002. It is anticipated that the California legislature will extend the PBP requirement beyond 2002. This will be the initial inclusion of this activity in the City's budget. BUDGETED allocations of PBP yearly expenditures by customer class are: CommerciaUIndustrial 32.4% Residential 31.8% Community 6.8% Municipal 29.0% This activity is currently operated on a projectized basis utilizing existing Deparanent full-time personnel assigned to other activities with assistance from other City staff on specific projects. Temporary personnel and consultants are utilized on an as- required basis. There are four major activity elements: Projeds. Identify, analyze, prioritize, recommend and present candidate projects meeting the above criteria for City Council approval. Implement and monitor approved projects to achieve maximum benefit to the City and its elecmc customers. (65% of activity) Budget. schedules. Ensure existing, planned and required expenditures are in compliance with AB1890.(10% of activity) Monitor collection of PBP funds collected from the Public Benefits Charge component of City electric rate ' ' Electric Resources. Incorporate the impact of energy efficiency measures undertaken with power supply planning in order to ensure acquisition of least cost electric resources. Coordinate measures undertaken with the Integrated Resource Planning requirements of the MU OM^ Energy Policy Act of 1992. (10% of activity) Technology Transfer. Coordinate dissemination of information gained from projects in Lodi and elsewhere to customers and other utilities for maximum benefit.(15% of activity) D-45 PUBLIC UTILITIES ACTIVITY: Public Benefits Program DEPARTMENT: Electric Utility PROGRAM: Electric Services F"D: Public Benefits Fund SIGNIFICANT EXPENDITURE AND STAFFING CHANGES None MAJOR ACCOMPLISHMENTS Development/funding/implementation of initial PBP projects for commercial/iDdusma.l, community service, municipal and residential customer classes. 0 Redesign of all electric rate schedules to implement Public Benefits Charge requirement. D-46 PUBLIC UTILITIES ACTIVITY: Public Benefits Program DEPARTMENT: Electric Utility PROGRAM: Electric Services FUND: Public Benefits Fund MAJOR OBJECTIVES 0 1999-2000 Identify major PBP project candidates for all customer classes for implementation through calendar year 2002. 1999-2000 Design and implement a more beneficial low income electric rate schedule. 0 2000-2001 Adjust project efforts and monitor project accounting to insure City Will be in compliance with initial AB1890 PBP requirements. 2000-2001 Develop five-year PBP plan in preparation for extension of AB1890 requirements and for consideration by the City Council to meet future City goals. PERFORMANCE FACTORS Commerciallhdustnal Customer Group: Energy Efficient Loan Group: Secure Online Access to Municipal Customer Group a Community ServiceINon-profit I 1997-98 1998-99 NIA Implemented Energy efficient Refrigerator Rebate Project, Online Information Dissemination for 19,000 Customers NIA NIA HSS Grant, Assess All City Facilities for PBP Energy- efficiency Project Candidates Loel Center Improvement Project Energy- efficiency Grant, LUSD Project DeveloDment 1999-2000 BUDGETED Develop Multi-year Project Candidates Develop Program with Local Bank, Implement 5 Major Projects 30 Large Customer Accounts Implement Heat Pump Project for 1 New Subdivision, Increase Online Energy Information and Auditing Capabilities, Develop New Low Income Rate Schedule Implement Selected City Facility PBP Projects Work with LUSD, Salvation Army and Boys & Girls Club to Identify PBP Project Candidates 2000-01 BUDGETED Continuerne finel Expand ContinueRefine Project, Implement 10 Major Projects Expand to 60 Accounts Implement Heat Pump Project for 1 New Subdivision, Increase Online Energy Information and Auditing Capabilities Complete Remaining City Facility PBP Projects, Begin Verification Phase Work with LUSD, Salvation Army and Boys & Girls Club to Identify PBP Project Candidates D-47 TRANSPORTATION I 11 I I Sacramento & Pine about 1891 - in front of Lodi Hotel I Interurban Electric Line (trolley tracks) - Sacramento Street I TRANSPORTATION Administrative Clerk Maintenance Worker I11 Maintenance Worker Il Street Supervisor ACTMTY: Street Maintenance DEPARTMENT: Public Works 1 1 1 1 2 2 2 2 5 5 5 5 9 9 9 9 PROGRAM: Streets and Flood Control FUND: General Fund Downtown Cleanup Laborer ACTMTY DESCRIPTION 0 I 0 1 I 1 The Street Maintenance activity includes the administration and management support for the Streets Division and provides street and alley maintenance: curb, gutter and sidewalk maintenance; and traffic control maintenaace. This also includes four Highway 99 overcrossings along with the bridge deck, lighting, all traffic devices and landscape. Activity goals are: 1) safe and smooth streets and sidewalks; 2) safe and efficient traffic circulation; and, 3) efficient and effective street services. This activity has four major elements: Street Administration. Providing the overall direction, supervision and planning for the Street Division; preparing reports and studies; coordinating, interacting, providing liaison with utilities, public agencies and private firms; providing equipment maintenance and safety equipment; overseeing contracts; and promoting public relations (15 percent of activity). Street Maintenance. Maintain 172 miles of streets, 16 miles of alleys. This includes patching and sealing as needed, subdivision oil treatment, repaving utility trenches 2nd pavement cuts, and overlaying approximately 322,000 square feet of streets annually, as well as contracting for annual slurry sealing of approximately 1,333,000 square feet of streets (60 percent of activity). Curb, Gutter & Sidewalk Maintenance. Removing, replacing and repairing curb, gutter, sidewalk, handicap ramps, and alley approaches: and patching existing sidewalks (5 percent of activity). Traffic Control Maintenance. Maintaining 4,800 street names, warning, regulatory and guide signs; painting 10 miles of curbs, pavement legends, crosswalks, railroad crossings, and parking stalls; installing new signs and pavement markings maintaining 38 signalized intersections and one flashing beacon intersections (20 percent of activity). 1 I I 1 0 1 0 Full-time equivalents 1.1 1.1 i D-48 TRANSPORTATION Gallons of Street Paint Applied I 1,935 I 800 1 2,100 ACTIVITY: Street Maintenance DEPARTMENT: Public Works 2,100 PROGRAM: Streets and Flood Control FUND: General Fund SIGNIFICANT EXPEND1"UR.E AND STAFFING CHANGES Alley Maintenance (105034), Sidewalk Maintenance (105035) and Traffic Maintenance (105038) have been combined in the Street Maintenance (103031) account. No significant changes in funding, personnel or services. Street Light Maintenance (105040) has been moved to Electric Utility MAJOR 1999-01 OaTECTlVES 0 1999-01: 1999-01 : Update encroachment ordinance. 0 1999-01 Reevaluate pavement maintenance strategies. Link the MSC LAN computer system with City Hall's system. RELATED COST CENTERS Street Administration (105011) Work for Others (105012) Street Maintenance (10503 1) D-49 TRANSPORTATION Full-time equivalents ACTIVITY: DEPARTMENT: 0 0 0 Street Trees Public Works WORK =OW INDICATORS 1997-98 1 1998-99 1999-w Street Trees 5,3 1 1 5,465 5,650 Park Trees 1,800 1,800 1,850 Trimmed by Contract 1258 280 1,100 Trees Removed 23 88 100 PROGRAM: Streets and Flood Control FUND: General Fund 2000-01 5,800 1,900 1,200 100 ACTIVITY DESCRIPTION The Street Trees activity is responsible for the maintenance and growth of the City's urban forest. major element: This activity has one Tree Maintenance. By the use of contract maintenance this activity provides for pruning, trimming, restaking, and root surgery on the City's 5,446 street trees and 1,800 park trees. This maintenance effort is toward 56 different species located in parkways, tree wells, public parking lots, public building and park grounds. The maintenance provides for removing dead and diseased trees; responding to downed trees in the right-of-way and parks during emergencies. (100 percent of the activity). SIGNIFICANT EXPENDITURE AND STAFFING CHANGES None MAJOR ACCOMPLISHMENTS Convert tree maintenance from in-house to contract Combine Public Works and Parks tree maintenance Reestablish tree planting and maintenance program RELATED COST CENTERS Tree Maintenance (105036) D-50 TRANSPORTATION Utilities and Communications Supplies, Materials and Services Work for Others ACTMTY: Street Cleaning DEPARTMENT: Public Works 23,221 24,905 58,840 53,840 1,300 PROGRAM: Streets and Flood Control FUND: General Fund ~~ Minor Capital Other Payments Total ACTMTY 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 gods are: 1) to ensure streets are clean and free of debris; and, 2) landscaped areas are well maintained. This activity has four major elements: 164,152 194,555 2 19,205 223,860 Street Sweeping. Sweeping approximately 344 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 Kettleman Lane and Turner Road biannually per agreement with Caltrans (40 percent of the activity). Street Supervisor Street Sweeper Operator Maintenance Worker I1 Total Temporary Positions: Full-time euuivalents 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 lO-day frequency (30 percent of the activity). 1 1 1 1 1 0 0 0 1 2 2 2 3 3 3 3 0 1 1 1 Landscape Maintenance. maintenance of sprinkler systems (20 percent of the activity). Providing landscape maintenance of Public Works facilities and providing repair and 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) 168350 I 170.020 1 ~~ ~ SIGNIFICANT EXPENDITURE AND STAFFING CHANGES * 1999-01 Full time Laborer for downtown clean-up ($2,620). MAJOR ACCOMPLISHMENTS None D-51 TRANSPORTATION ACTIVITY: Street Cleaning DEPARTMENT: Public Works PROGRAM: Streets and Flood Control FUND: General Fund MAJOR OBJECTIVES * 1999-00 Develop a cost effect, efficient method of maintaining downtown area in an aesthetically pleasing manner. RELATED COST CENTERS Street Cleaning (105037) D-52 TRANSPORTATION Y Utilities and Communications Supplies, Materials and Services Work for Others ACTIVITY: Storm Drains DEPARTMENT: Public Works 4,785 4,500 18,482 20,925 5,677 2 1,600 PROGRAM: Wastewater Services FUND: Sewer Fund Minor Capital ACTMTY DESCRIPTION 3,431 I 12,500 I I The Storm Drains activity is responsible for maintaining the City's storm drain system, coordinating emergency response during storms, and meeting the requirements of the Storm Water Discharge Agreement with Woodbridge Imgation Dismct. Activity goals are: 1) to ensure a well designed and maintained storm drainage system; 2) minimum property damage; and, 3) to keep pumping stations and retention basins operating at full capacity. This activity has three major elements: Total 204,207 I 207,400 I NIA Storm Drain Facility Maintenance. Cleaning and maintaining 102 miles of storm drains, 2,682 catch basins, 1,515 manholes, 14 pumping stations, 45 pumps and motors (5 hp to 50 hp) and 8 retention basins (90 percent of activity). Maintenance Worker III Maintenance Worker Plant & EauiDment Mechanic Storm Emergency Response. Clearing debris and other obstructions from catch basins and pumping stations, checking retention basins, and signing flooded areas (5 percent of activity). 1 1 1 1 1 1 1 1 0.17 0.17 0.17 0.17 Administration of Discharge Agreement. Meeting all requirements of the Discharge Agreement and paying fees for discharge of storm water from Beckman and Shady Acres Pumping Stations (5 percent of activity). Temporary Positions: I I I Reeular Positions: I I I I I S1G"ICANT EXPENDITURE AND STAFFING CHANGES This service has been moved from the General Fund to Sewer Fund MAJOR ACCOMPLISHMENTS 0 0 Implemented proactive preventative maintenance practices. Improved computer monitoring of storm pumping stations and basins. D-53 TRANSPORTATION ACTIVITY: Storm Drains DEPARTMENT: Public Works PROGR4M: Streets and Flood Control FUND: General Fund MAJOR OBJECTIVES * 1999-01 Procure a storm water discharge permit as required by the National Storm Water Pollution Act Catch Basins 2,650 I 2,682 2,710 I 2,750 Manholes 1.515 1.545 1.575 1.600 RELATED COST CENTERS Storm System Maintenance (170405) D-54 TRANSPORTATION Total Parking Lots 20 20 Total SDaces 1,761 1,76 1 ACTIVITY: DEPARTMENT: 20 21 1,850 1,850 Parking Lot Maintenance Public Works WORK FLOW INDICATORS 1997-98 PROGRAM: Streets and Stuff m: General Fund 1998-99 1999-00 m-01 ACTIVITY DESCRIF'TION The Parking Lot Maintenance activity is responsible for maintenance of the City's 19 public parking lots. The activity goal is to provide adequate and safe parking for visitors, customers and employees. This activity's major element is: * Maintenance. Sweeping and removing trash, patching and resurfacing pavement, repainting pavement markings, maintaining signs and landscaped areas within the parking lots (100 percent of activity). I I I I 1 Full-time equivalents 0 0 0 0 I SIGNIFICANT EXPENDITURE AND STAFFING CHANGES None MAJOR ACCOMPLISHMENTS None MAJOR 199941 OBJECTIVES None RELATEDCOSTCENTERS Parking Lot Maintenance (105042) D-55 TRANSPORTATION Supplies, Materials and Services I 989,991 Work for Others I 15.430 ACTIVITY: Transportation DEPARTMENT: Transportation 1,016,385 1 1,363,460 I 1,422,655 I 1.200 I 1.200 PROGRAM: Transportation FUND: Transportation Fund Other Payments Total ACTMTY DESCFUF'TION 19,455 1 1,100,634 1 1,074,830 I 1,443,340 I 1,503,350 The Transportation activity provides a daily fixed route bus system and a door-todoor service for the general public within the City limits, Activity goals are: 1) provide efficient and quality transportation for transit dependent persons; 2) provide convenient transportation to all persons: and, 3) reduce traffic congestion and air pollution. This activity has four major elements: * GrapeLine operations. Operation and maintenance of 5 fixed routes. GrapeLine service is provided from 6:15 a.m. to 6: 15 p.m. Mondays and Tuesdays. It operates from 6: 15 a.m. to 8:30 p.m. Wednesdays through Fridays. Service on Saturdays is from 7:45 a.m. to 4:45 p.m. and Sundays from 7:45 a.m. to 1:OO p.m. (45 percent of the activity). * Dial-a-ride operations. Provide a reservation, and an on-call, door-to-door transportation system. Weekday service is provided from 6:15 am to 9:15 PM, Saturdays from 7:45 am to 6:OO p.m. and Sundays from 8:00 am to 4:OO PM. (50 percent of the activity). * Administration. applications for transportation funding (5 percent of the activity). Manage operator contracts; plan future services and operations; file reports, claims and Ior-CaDital I 16,468 I 500 I I I SIGNIFICANT EXPENDITURE AND STAFFING CHANGES None MAJOR ACCOMPLISHMENTS 1. 2. 3. 4. 5. 6. Established reservation system for Dial-A-Ride, reduced demand-response waiting times to 15 minutes; established a 5" fixed route. Fixed-route ridership increased 100% in last two years. Privately funded Fleetstar CNG station was built at E. F. Kludt and Sons for the fueling of the transit's CNG buses. Construction began on multi-modal station. Funding secured through a competitive process (CMAQ) for purchase of three new GrapeLine buses. Converted 7 of the Dial-A-Ride vehicles to CNG. Funding was secured through two grants awarded to City of Lodi. D-56 TRANSPORTATION ACTIVITY: Transportation DEPARTMENT: Transportation PROGRAM: Transportation FUND: Transportation Fund MAJOR OBJECTIVES 1. Complete multi-modal station, including securing funding for a North Annex that will house Greyhound. 2. Secure funds and build downtown Park and Ride Structure. 3. Complete Loel Center Bus Stop. 4. Secure funding for the Lodi Lake Loop Trail. 5. Secure funds for an additional three GrapeLine buses. 6. Increase fixed-route ridership by 15 % each year. 7. Secure a new contract with transit operator that increases contract cost by no more than 3 XI 8. Maintain current fares. RELATED COST CENTERS Fixed Route System (125052) Transportation Administration (125053) Transit Dial-A-Ride (125051) D-57 F LEISURE, CULTURAL & SOCIAL SERVICES I B I April 1909 - setting of cornerstone of new Carnegie library I Lodi Lake - formally known as Smith’s Lake I LEISURE, CULTURAL AND SOCIAL SERVICES ACTIVITY: Commissions and Committees PROGRAM: Parks and Recreation DEPARTMENT: City Council and Advisory Bodies F7JND: General Fund ACTIVITY DESCRIPTION Advises and assists the City Council on park and recreation programs and activities. * Parks and Recreation Commission. Reviews and recommends programs, activities and capital improvement projects; and, reviews and advises on recreations and park program fees and charges. Activity goals are: 1) well- planned and well-maintained facilities; 2) well-organized, balanced and responsive programs, activities and events; 3) assist department in coordinating special events: 4) advise department on Friends of the Department program and help select volunteer and groups of the year: and, 5) attend local, district and State parks and recreation related activities, workshops seminars and professional banquets. STAFFING SUMMARY None. Staff assistance is provided through the Parks & Recreation Department. SIGNIFICANT EXPENDITURE AND STAFFING CHANGES None MAJOR ACCOMPLISHMENTS + Reviewed and BUDGETED various fees and charges MAJOR ORJECTTVES * 1999-01 * 199941 * 1999-01 Provide hands-on involvement in programs, projects and maintenance Review and recommend quality of life issues regarding parks, recreation programs, and services Review fees and charges annually and make necessary recommendations to meet 30% cost recovery target RELATED COST CENTERS Parks and Recreation Codssions ( 1070 12) D-58 LEISURE, CULTURAL AND SOCIAL SERVICES Other Payments I I Total 631,491 I 714,190 ACTIVITY: Parks and Recreation Administration DEPARTMENT: Parks and Recreation 749,920 782,405 PROGRAM: Parks and Recreation FUND: General Fund - ACTIVITY DESCRIPTION The Parks and Recreation Administration activity plans, directs and evaluates all park and recreation programs and activities; plans and coordinates facility development; prepares and revises long-range plans; and, works with the Parks and Recreation Commission to review projects, fees and charges. Activity goals are: 1) responsive, cost effective and well organized recreation programs; 2) a combined 30 percent cost recovery from park and recreation programs; 3) a balance of programs and facilities based on age, interests, opportunity and location; 4) adequately maintained facilities; 5) coordination of parks and facilities for rental, tournament and passive uses; and, 6) coordinate all Parks and Recreation capital, CD3G and internal projects. This activity has five major elements: Leadership and administration. Plan. organize, coordinate and evaluate the City's parks and recreation activities, programs and maintenance; develop and recommend budget, cost recovery fees, grant applications, and funding through publiclprivate partnerships; establish rules, procedures, and policies to govern the day to day conduct of park and recreation services; advise and assist the City Manager, Parks and Recreation Commission and City Council on programs, development of new parks, facilities and cost recovery goals; foster and promote a positive and efficient work place; recognize and reward excellent performance of employees and participants; set fees in accordance with the city's fee policy; and negotiate and coordinate major department contracts and agreements and oversee same (40 percent of the activity). Public relations and information. Develop and distribute brochures and advertising on recreation programs, events and activities; prepare press releases; and, represent the City at City-wide functions and with other agencies or private groups (10 percent of the activity). Commission and Board support. Provide necessary support for the Parks and Recreation Commission, Lodi Sports Foundation, Nature Area Advisory Committee, Lodi Lake Docents, Skate Park Board, and Adults Sports Board. Also advise Booster of Boys/Girls Sports and Friends of Lodi Lake. (15 percent of the activity). Parks and recreation faciiity planning, capital improvement and general project development. Develop current and long range plans for new parks and recreation facilities for both indoor and outdoor space needs; and develop, prioritize and coordinate requests for capital improvement projects and department general projects (15 percent of the activity). Activity administration. Collect, receipt and deposit department fees and charges; receive and schedule reservations for facilities and activities; and provide over the counter information to customers (20 percent of the activity). D-59 LEISURE, CULTURAL AND SOCIAL SERVICES Administrative Clerk III Administrative Clerk I1 Total ACTIVITY: Parks and Recreation Administration DEPARTMENT: Parks and Recreation 1 1 1 1 1 1 1 1 9 10 10 11 PROGRAM: Parks and Recreation FUND: General Fund Temporary Positions: Full-time equivalents Regular Positions: Parks and Recreation Director I 1 I 1 I 1 1 I I 2.3 2.3 2.6 2.6 Parks Superintendent I 1 I 1 1 I 1 Recreation SuDervisor 3 4 I 4 4 I WORK FLOW IfyDICATORS 1997-98 1998-99 Program Attendance 471,171 480,000 Revenue Produced 406.117 388.100 Parks Project Coordinator I 1 I 1 I 1 I 1 I 1999-00 I 2W-Olz . 490,000 500,000 396.500 400.000 SIGNIFICANT EXPEM)ITURE AND STAFFING CHANGES * 1999-00 Connect Computer workstations ($S,OOO) * 1999-00: Hire part time Program Activities Coordinator ($15,000) * 2000-01 Hire Administrative Assistant ($54,000) MAJOR ACCOMPLISHMENTS + Cost recovery of 35% + + Parulered with various service clubs, organizations and groups to assist in city-wide projects Coordinated and directed various in-house support groups, boards and committees + MAJOR OBJECTIWS * 1999-01: Continue high level and effective programming and services * 1999-01: Maintain 30% program cost recovery * 1999-01 Continue effective design, development and construction of CIP, CDBG and internal project Projects Completed I 41 11 I 14 I 10 Programs offered 73 I 65 I 65 I 65 RELATED COST CENTERS Recreation Administration (10701 1) Parks Administration (1075 1 I) D-60 LEISURE, CULTURAL AND SOCIAL SERVICES Other Payments I 86 I ACTIVITY: After School Playgrounds DEPARTMENT: Parks and Recreation I PROGRAM: Recreation m: General Fund ' STAFFINGSUMMARY - Regular Positions: Temporary Positions: none Full-time equivalents ACTIVITY DESCRIPTION ACTUAL BUDGETED BUDGETED BUDGETED ' 0 0 0 0 5 5 7 7 The After School Playground activity provides for after school activities for children whenever school is in session. Activity goals are: 1) safe, attentive and reliable recreation program; 2) a balanced educational and recreational program; and 3) 100% cost recovery. This activity has three major elements: WORK FLOW INDICATORS I 1997-98 1 1998-99 1 1999-00 I zoo041 . Clients 2,400 I 2,820 I 3,000 I 3,000 - * Childcare and safety. Organized, available and safe after school care for children ages 5 to 12 years of age (50 percent of the activity). * Snacks. Provide each participant a daily snack (5 percent of the activity). 0 Recreational and educational programs. Organize recreational and educational after school programs (45 percent of the activity). r I 1997-98 I 1998-99 1 1999-00 I- 2oo01)l -1 MAJOR ACCOMPLISHMENTS - 0 0 Reached a 100% return rate for the program Increased participant enrollment and provided quality programs Purchased and implemented new software program (Trak Enroll) MAJOR OaTECTIVES * 1999-01: Provide an opportunity for children to participate in enhanced activities at five sites RELATED COST CENTERS Recreation Playgrounds (107021) D-61 LEISURE, CULTURAL AND SOCIAL SERVICES Temporary Positions: Full-time equivalents ACTIVITY: YouthEeen Sports DEPARTMENT: Parks and Recreation I 4.6 4.6 4.9 5.0 PROGRAM: Recreation FUND: General Fund ACTIVITY DESCRIPTION The YouthEeen Sports activity offers a wide range of youth sports opportunities. The activity area is broken into two basic categories: competitive and introductory or instructional. Over 6.000 youth and teens participate annually in these programs. Activity goals are: 1) provide quality sports experiences in a wide variety of programs; 2) organize well-run and coordinated leagues, tournaments, camps, and clinics that instruct, and meet social, emotional and physical needs of participants; 3) recover a fairdollar value, depending upon the program; 4) provide officiating experience for youths, teens and young adults; and, 5) coordinate with support groups and volunteers in our program offerings. This activity has two major elements: * Competitive sports. Competitive levels are co-sponsored by a local advisory organization (which is affiliated directly with the department). This joint involvement produces programs in baseball, softball, soccer, basketball, tackle football, clinics and camps. 4500+ youth and teens participate in these programs. City receives only nonresident fees associated with participation in these programs. (75 percent of the activity). * Introductiodinstructiod programs. These programs are run 100 percent by the City. They include basketball, volleyball, flag football. hockey, wrestling, and other club sports and clinics. 2000+ youth and teens participate in these programs. Fee recovery is kept relatively low to encourage participation by all youth (25 percent of the activity). Regular Positions: I I None 0 0 0 0 SIGNIFICANT EXPENDITURE AND STAFFING CHANGES + 1999-01 + 1999-00 Purchase portable scoreboards ($4,000) Increase funds for youth activities ($14,455) (offset by revenues) MAJOR ACCOMPLISHMENTS + Programmed for 10,OOO+ youth and teens + Steady growth in all programs + Secured a variety of facilities to accommodate facility needs D-62 LEISURE, CULTURAL AND SOCIAL SERVICES Programs offered ACTIVITY: Youthmeen Sports DEPARTMENT: Parks and Recreation 15 I 18 I8 18 PROGRAM: Recreation FUND: General Fund Partnerships 276 1 280 MAJOR OBJECTIVES * 1999-01 * 1999-01 Encourage continuation of facility development to support programs * 1999-01 Review and improve programs * 1999-01 * 1999-0 1 Address residenthon-resident attendance areas in over-burdened programs Offer and encourage more participation by underprivileged and low income youth Develop collaborative efforts With community interest groups and Police Department 280 280 RELATED COST CENTERS Y outhiTeen Sports ( 107022) D-63 LEISURE, CULTURAL AND SOCIAL SERVICES Y Utilities and Communications Supplies, Materials and Services Minor Capital ACTMTY: Indoor/Outdoor Activities PROGRAM: Recreation DEPARTMENT: Parks and Recreation FUND: General Fund 1,052 1,100 1,100 1,100 6,999 10,550 19,350 26,965 82 7 ACTMTY DESCRIPTION Other Payments I The Indoor/Outdoor activity offers a wide selection of youth, teen and adult activities, physical activity classes, and special events. Activity goals are: 1) well-organized, fun, and challenging activities and events as an alternative to gang related activity; 2) well-organized traditional community-wide events for all ages; 3) instructional classes enhancing physical and cultural awareness; 4) 100% cost recovery in all adult classes, and a high level of cost recovery in youth and teen special interest classes. This activity has three major elements: I * Instructional classes. Provide administration, instructor, equipment, and facilities for gymnastics, tennis, self- defense, Start Smart classes, computer, yoga, and Skyhawks clinics (60 percent of the activity). Total * Traditional events. Provides administration, organhtion and coordinates community events (Christmas Tree Run, youth track meet, and Easter egg hunt) (25 percent of the activity). 22,091 I 29,015 I 31,305 I 38,920 * Special events. Plan, organize and coordinate special events (hot shot basketball contest; School Street Shootout contest; rollin' in the mud bicycle event; football skills contests) (15 percent of the activity). t I Full-time equivalents I 0.7 I 0.7 I 0.3 I 0.3 1 SIGNIFICANT EXPEND- AND STAFFING CHANGES None MAJOR ACCOMPLISHMENTS + Raised funds for youth activities financial aid program + Substantial growth in youth tennis tournaments D-64 LEISURE, CULTURAL AND SOCLAL SERVICES WORK FLOW INDICATORS Program Attendance Revenue Produced Programs offered Partnerships ACTIVITY: Indoor/Outdoor Activities PROGRAM: Recreation DEPARTMENT: Parks and Recreation FUND: General Fund 2000-01 1997-98 1998-99 1999-00 7,684 10,000 8,000 8,000 3 1,997 61,800 50,000 50,000 19 20 20 20 9 9 9 9 MAJOR OBJECTIVES * 1999-0 1 : * 1999-01 Increase quality of traditional special events * 1999-01 * 1999-01 Increase participation by 20 % through promotion and advertising Increase use of school district and privately owned facilities for additional classes Offer special interest classes in a flexible schedule for ease of public participation RELATED COST CENTERS Misc. Indoor/Outdoor Activities (107023) D-65 LEISURE, CULTURAL AND SOCIAL SERVICES Supplies, Materials and Services I 53,832 Minor Cmital 2.877 ACTMTY: Aquatics PROGRAM: Recreation DEPARTMENT: Parks and Recreation FUND: General Fund 35,000 34,905 35,850 ACTMTY DESCRIPTION other Payments Total The Aquatics activity schedules, organizes and conducts swimming activities (swim lessons, competitive swimming, water polo). Activity goals are: 1) a comprehensive recreational swim program for all ages and abilities: and, 2) 30% cost recovery. This activity has five major elements: 116,037 110,745 99,060 103,120 Recreational swimming. Hire, train and coordinate staff to provide safe recreational swimming (45 percent of the activity). Recreation swim league. Provide an introductory competitive swim league (20 percent of the activity). Competitive swimming. Provide assistance and facilities for a year round competitive swimming program (10 percent of the activity). Swimming instruction. Plan, promote, and facilitate a comprehensive schedule of swimming instruction for all ages (20 percent of the activity). Mix. Aquatics. Provide assistance for local youth water polo, offer pool rentals, special events and special interest aquatic classes (5 percent of the activity). SIGNIFICANT EXPENDITURE AND STAFFING CHANGES * 1999-00 Purchase Pool slide - pending CDBG funding ($5,500) MAJOR ACCOMPLISHMENTS + Offered new and exciting aquatic special events, classes and equipment + Improved the swim lesson schedule and format + Reduced overtime D-66 LEISURE, CULTURAL AND SOCIAL SERVICES WORK FLOW MDTCATORS Program Attendance Revenue Produced Programs offered Partnerships ACTIVITY: Aquatics PROGRAM: Recreation DEPARTMENT: Parks and Recreation FUND: General Fund 1997-98 1998-99 1999-00 2000-01 76,048 77,500 79,000 80,500 54,835 38,100 50,000 50,000 7 7 7 7 2 2 2 2 MAJOR OBTECTIVES * 1999-01: Continue effective and meaningful aquatic operations and programming * 1999-01: Assemble the most well trained staff available * 1999-01 Increase revenue production in all activities * 1999-01 Complete children aquatic play structure at Lodi Lake * 1999-01 Eliminate the goose problem on the beach area * 1999-01 Increase and improve aquatic rental offerings RELATED COST CENTERS Aquatics (107024) D-67 ACTIVITY: Adult Sports DEPARTMENT: Parks and Recreation Other Payments Total PROGRAM: Recreation FUND: General Fund ? 56,305 51,775 51.915 54,340 ACTIVITY DESCRIPTION The Adult Sports activity offers a wide range of athletic leagues and tournaments. Activity gods are: 1) well-organized and competitive sports leagues and tournaments for adults; and, 2) 100% cost recovery of adult leagues and tournaments. This activity has four major elements: Softball leagues and tournaments. Provide officials, scorekeepers, equipment, promotion, administration, awards and facilities for league and tournament play (50 percent of the activity). Basketball leagues and tournaments. awards and facilities for league and tournament play (25 percent of the activity). Provide officials, scorekeepers, equipment, promotion, administration, Volleyball leagues and tournaments. awards and facilities for league and tournament play (15 percent of the activity). Provide officials, scorekeepers, equipment, promotion, administration, Soccer leagues. Provide officials, scorekeepers, equipment, promotion, administration, awards and facilities for league play (10 percent of the activity). Temporary Positions: I Full-time eauivalents 2.2 I 2.0 2.0 2.0 SIGNIFICANT EXPENDITURE AND STAlFFING CHANGES None MAJOR ACCOMPLISHMENTS + Programmed for 4,600+ adults and teens + Directly administered Women’s Softball National Championship in 1998 D-68 LEISURE. CULTURAL AND SOCIAL SERVICES WORK FLOW INDICATORS 1997-98 1998-99 1999-00 - 2000-01 Program Attendance 57,737 57,000 57,500 58,000 Revenue Produced 83,658 104,200 90,000 90,000 - Programs offered 7 7 7 7 Partnerships I 4 4 4 Tournaments 25 26 26 27 ACTIVITY: DEPARTMENT: Adult Sports Parks and Recreation PROGRAM: Recreation m: General Fund MAJOR OKJECTIVES * 1999-01: * 1999-01: * 1999-01 Review and make improvements to programs as needed * 1999-01 Encourage the development of facilities to support adult program needs Offer and encourage more participation in weekend tournaments by league teams Continue to lead the region in the promotion of state and regional tournaments RELATED COST CENTERS Adult Sports (107025) D-69 LEISURE, CULTURAL AND SOCIAL SERVICES Supplies, Materials and Services Minor Capital Other Payments Total ACTMTY: DEPARTMENT: , 25,390 22,000 22,920 22,920 Concessions Parks and Recreation Full-time equivalents 1 PROGRAM: Recreation m: General Fund 1 ACTIVITY DESCRIPTION The Concessions activity serves to account for cost of part-time employees who operate concessions at games and tournaments. Activity goals are: 1) 105% cost recovery from BOBS; and 2) quality and cost effective operations. This activity bas one major element: * Operate concessions. percent of the activity). Provide snacks, food and drinks at scheduled games, tournaments and activities (100 I Re- Positions: I 0 I 0 I 0 I 0 I SIGNIFICANT EXPENDITURE AND STAFFING CHANGES None MAJOR OBJECTNES + Provided a quality food service for youth sports + Provided a quality workplace for many youth workers and volunteers MAJOR OBJECTNES * 1999-01: * 1999-01 Run quality and cost effective concession operations at Mas, Kofu, and Zupo Parks Provide seasonal concession operations at Grape Bowl (football) and Grape Pavilion (Comet Basketball To urnamen t ) RELATED COST CENTERS Concessions (1 07027) D-70 LEISURE, CULTURAL AND SOCIAL SERVICES staffing Utilities and Communications Supulies. Materials and Services ACTIVITY: Sports Facilities Maintenance DEPARTMENT: Parks and Recreation 32 1,3 12 32 1.205 366,075 351,700 46.58 1 48,660 58,040 60,200 240 600 PROGRAM: Parks FUND: General Fund Minor Capital I 19,804 I 1,000 1 ACTIVITY DESCRIPTION The Sport Facilities activity maintains and manages park facilities, landscaped areas and open park space within the City. Activity goals are: 1) support of Recreation programs; 2) safe, useful and attractive parks and facilities; 3) efficient and effective maintenance service; and, 4) a positive image for the City. This activity has four major elements: * Field and court maintenance. Groom and mark playing fields; and maintain basketball courts (45 percent of the activity). * Janitorial maintenance. Clean and tend park buildings; remove trash; and, perform minor repairs (30 percent of the activity) * Renovation and installation of sports facilities. Rebuilding fields; fencing; installation of basketball floors; and set up and take down soccer goals (20 percent of the activity). * Interdepartmental set up. activity). Set up and breakdown recreation program and events equipment (5 percent of f I 1997-98 1 1998-99 1 1999-00 1 2000-01 1 I t ACTIViTY COSTS I ACTUAL I BUDGETED I BUDGETED I BUDGETED 1 I I I -- . I I Total I 387,937 I 371,465 I 424,115 I 411,900 I I RermlarPositions: I I I I I 1 1 1 1 Parks Maintenance Worker 2 2 2 2 Total 6 6 6 6 Full-time equivalents 5.0 5.0 7.0 7.0 Laborer, Park Maint Worker 3 3 3 3 Temporary Positions: SIGNIFICANT EXPENDITURE AND STAFFING CHANGES * 1999-00: Purchase fence material ($4,900) * 1999-00 Increase Part-time hours ($25,000) D-71 LEISURE, CULTURAL AND SOCIAL SERVICES Level of recreation program support I 100% I 100% 1 100% ACTIVITY: Sports Facilities Maintenance DEPARTMENT: Parks and Recreation 100% PROGRAM: Parks m: General Fund Level of park standards 70% I 75% I 75% 75% - MAJOR ACCOMPLISHMENTS t Installed football lighting at Salas Park t Supported Women’s National Softball Championship Tournament t Supported 28 + weekend softball tournaments t Prepared diamonds and fields for over 2,000 recreation sport games MAJOR OBJECTIVES * 1999-01: Provide safe, clean and attractive sports facilities * 1999-01: Support weekend tournaments * 1999-01: Continue to prepare facilities for in-house recreational leagues * 1999-01: * 1999-01: Address deferred maintenance issues * 1999-0 1 : Develop a comprehensive standard of maintenance Make Zupo field available for major City event -“The Stockton Ports” 1 WORKFLOWMDICATORS I 1997-98 1 - 1998-99 I 19W40 1- 2000-01 1 RELATED COST CENTERS Sports Facilities (107521) D-72 LEISURE. CULTUR4L AND SOCIAL SERVICES Utilities and Communications Supplies, Materials and Services ACTIVITY: DEPARTMENT: 34,423 33,170 36,615 36,8 15 Lodi Lake Park Parks and Recreation Work for Others PROGRAM: Parks FUND: General Fund 500 ACTIVITY DESCRIPTION " Parks Maintenance Worker III 1 Laborer, Park Main Worker VII 1 Total 2 The Lodi Lake Park activity maintains and manages Lodi Lake Park facilities, landscaped areas and open park space within the Park, and includes maintenance of Candy Cane Park. Activity goals are: 1) safe, useful, clean and attractive park and facilities: 2) efficient and effective maintenance service; and, 3) a positive image for the City. This activity has four major elements : 1 1 1 .1 1 1 2 2 2 Landscape maintenance. Control weeds, maintain imgation, fertilize, trim and maintain shrubs and trees, replace nursery stock, aerate and mow turf (50 percent of the activity). Temporary Positions: Full-time equivalents Repair and remodel. repairs with in-house or contract resources (25 percent of the activity). Perform carpentry, paint, plumbing, elecmcal and mechanical repairs, perform minor .5 .5 1.0 1.0 Janitorial maintenance. Clean and tend park buildings, remove trash and perform minor repairs (20 percent of the activity). Irrigation installation. Install imgation and Maxicom control systems in north and south side of lake. (5 percent of activity). I I I I Total I 143,662 1 144,350 I 164,975 I 156,835 I I SIGNIFICANT EXPENDITURE AND STAFFING CHANGES * 1999-01 Special events funding (offset by revenue) * 1999-01 Laborer - irrigation installer part time ($1 1,405) D-73 LEXSuRE, CULTURAL AND SOCIAL SERVICES WORK FLOW INDICATORS ’ 1997-98 Projects complete 3 Level of ark standards 70% ACTIVITY: Lodi Lake Park DEPARTMENT: Parks and Recreation 1998-99 199940 2000-01 3 8 6 75% 80% 80% PROGRAM: Parks m: General Fund MAJOR ACCOMPLISHMENTS + Ongoing installation of automatic imgation + Landscaping of new entry + Installing new playground on south side + Build new information center in Nature Area MAJOR OBJECTIVES * 1999-01 Install new wading pool * 1999-01 Install new maintenance building * 1999-01 Continue to automate imgation * 1999-01 Install new parking lot on south side * 1999-01 Install new trails and beach improvements RELATED COST CENTERS Lodi Lake Park (107522) D-74 LEISURE, CULTURAL AND SOCIAL SERVICES Minor Capital Other Payments Total ACTMTY: DEPARTMENT: 2 14 480,956 45 8,620 506,640 536,460 Park Maintenance Parks and Recreation Sr. Building Maint Wrkr 1 Parks Maint Wrkr 111 2 Laborer - PMW VII 3 Total 7 PROGRAM: Parks FUND: General Fund 1 1 1 2 2 2 3 3 3 7 7 7 ACTIVITY DESCRIPTION ~~ Temporary Positions: Full-time equivalents The Parks Maintenance activity maintains and manages general park facilities, landscaped areas and open park space within the City. Activity goals are: 1) safe, useful, clean and attractive parks and facilities: 2) efficient and effective maintenance service; 3) a positive image for the City; and 4) a balanced distribution of parks and playground equipment throughout the City. This activity has five major elements: I 3.3 3.7 3.7 3.7 Landscape maintenance. Control weeds, maintain irrigation, fertilize. aerate, mow, edge, turf, maintain shrubs and trees, replace nursery stock, aerate and mow turf (65 percent of the activity). Repair and remodel. repairs with in-house or contract resources (10 percent of the activity). Perform carpentry, paint, plumbing, electrical and mechanical repairs, perform minor Janitorial maintenance. Clean and tend park buildings, remove trash and perform minor repairs (10 percent of the activity). Pool maintenance. Vacuum, scrub. tiles, maintain water temperature, maintain chemical balance and cleanliness to State and Federal standards, maintain pumps, filters, automatic chemical dispensers and chemical alarms (10 percent of the activity). Interdepartmental set up. Set up and breakdown of various recreation program equipment for events and rentals (5 percent of the activity). Utilities and Communications I 1,509 1 1,250 I Sumlies. Materials and Services I 119.108 I 97.090 I 103.505 1 103.790 I work for others I I 1,665 I I 'STASPINGSUMMARY I ACTUAL I BUDGETED I BUDGETED f BUDGETED Regular Positions: I I Parks SuDervisor 1 1 1 I 1 D-75 LEISURE, CULTURAL AND SOCIAL SERVICES ACTIVITY: Park Maintenance DEPARTMENT: Parks and Recreation PROGRAM: Parks FUND: General Fund SIGNIFICANT EXF’ENDITURE AND STAFFING CHANGES * 1999-01 Part-time maintenance staff ($13,415) * 2000-01 Hire Laborer ($31,390) MAJOR ACCOMPLISHMENTS + Added three new playgrounds and two playground replacements + Rebuilt sixteen acres to Peterson Park and Van Buskirk Park + Supported facility rentals (buildings and picnic areas) MAJOR OBJlECTIVES * 1999-01: * 1999-01: Address deferred maintenance issues * 1999-01: Support facility rentals * 199941: Develop comprehensive standard of maintenance * 1999-01: Develop Katzakian Park, a 5.5 acre neighborhood park Provide safe, clean and attractive sports facilities for park users RELATED COST CENTERS Other Parks (107523) D-76 LEISURE, CULTURAL AND SOCIAL SERVICES Total Full-time equivalents Temporary Positions: ACTMTY: Park Operations DEPARTMENT: Parks and Recreation 1 1 1 1 2.2 2.2 3.2 3.2 PROGRAM: Parks FUND: General Fund ACTIVITY DESCRIPTION The Park Operations activity provides interpretive programs, coordinates special events and schedules park and gate attendants for Lodi Lake Park. Activity goals are: 1) educational programs that promote respect for nature and parks in general; 2) interpretive programs and tours of Lodi Lake and river environments; and, 3) promotion of Lodi Lake as a major city-wide and regional tourism element. This activity has five major elements: * Project programs. Plan and coordinate docent programs for the Nature Area (20 percent of the activity). * Facility operations. Provide support for facility and campground rentals (10 percent of the activity). Park and gate attendants. Coordinate and schedule part-time attendants (10 percent of the activity). Rental/Tour Boat Concessions. Coordinates and schedules part-time attendants, responsible for rental operations and tour scheduling (30 percent of the activity). Discovery Center Exhibits. Coordinates quarterly displays (10 percent of the activity). Special Events. Coordinates and support for all major events (20 percent of the activity). Other Payments 1 I Total I 53.333 I 74.090 1 82.680 I 90.640 L 1 Regular Positions: I I Parks Naturalist 1 I 0 0 0 I Park herations Coordinator I 0 I 1 I 1 I 1 I SIGNIFICANT EXPENDITURE AND STAFFING CHANGES Transfer of Boat Rental operations from Aquatics to Parks Division D-77 LJ3IsURE, CULTURAL AND SOCIAL SERVICES ACTIVITY: Park Operations DEPARTMENT: Parks and Recreation PROGRAM: Parks FUND: General Fund MAJOR ACCOMPLISHMENTS 0 0 0 Started a canoehyak club Crane Festival, Salmon Festival and expanded Discovery Center exhibits Junior Naturalist Program - grant hded Christmas in the Park and Fishing Derby Established our first season for tour boats on the river Built information center in the Nature Area Built a 22-station self-guided tour exhibit throughout the Nature Area MAJOR OBJECTIVES * 1999-01: * 1999-01: * 1999-01: * 1999-0 1 : Increase program participation * 1999-01: Initiate grant writing for funding sources Broaden interpretive programs to include going to schools and other parks Create new programs and special events that will generate revenue Strengthen the docent interpretive program for Nature Area tours RELATED COST CENTERS Park Naturalist (107528) D-78 LEISURE, CULTURAL AND SOCIAL SERVICES Y Welder/Mechanic Temporary Positions: Full-time equivalents ACTMTY: Equipment Maintenance DEPARTMENT: Parks and Recreation 1 1 1 1 0 0 0 0 PROGRAM: Parks FUND: General Fund ACTMTY DESCRIPTION The Equipment Maintenance activity repairs and maintains mower, scooters, playground equipment and other equipment; and recommends safety standards for playground equipment. Activity goals are: 1) safe and reliable mowers, scooters and equipment; 2) obtain maximum service life from equipment; and, 3) ensure safe playgrounds. This activity has three major elements: * Equipment maintenance. Repair, service and inspect mowers, scooters and park maintenance equipment; and, maintain inventory (including two boats) and maintenance records (75 percent of the activity). * Playground safety. Inspect, repair and service playground equipment; and, develop playground equipment safety standards (20 percent of the activity). * Other department maintenance. Repair and service Finance Department parking scooters. Repair and service Hutchins Street Square small equipment and scooter. (5 percent of the activity) SIGNIFICANT EXPENDITURE AND STAFFING CHANGES * 1999-00: Hire part time assistant ($3,650) MAJOR ACCOMPLISHMENTS + + Upgraded computer indexing program Upgraded four playgrounds with ADA BUDGETED hardware D-79 LEISURE, CULTURAL AND SOCIAL SERVICES WORK FLOW INDICATORS 1 1997-98 I 1998-99 Playgrounds brought up to ADA requirements 41 4 ACTMTY: DEPARTMENT: 1999-00 1 aooO-01 21 2 Equipment Maintenance Parks and Recreation Down time of equipment PROGRAM: Parks FUND: General Fund 01 01 01 0 MAJOR OBJECTIVES * 1999-01: * 1999-0 1 : * 1999-01: Maintain equipment in a safe and reliable condition Continue to bring playground equipment up to ADA standards Maintain playground equipment for a safe environment RELATED COST CENTERS Equipment Maintenance (1 0753 1) D-80 LEISURE, CULTURAL AND SOCIAL SERVICES Utilities and Communications Supplies, Materials and Services 2,464 4,400 4,375 4,375 Minor Capital Other Payments - Total 2,749 5,050 5,000 5,000 ACTMTY: Library Board DEPARTMENT: Library PROGRAM: Legislation and Policy FUND: Library Fund ACTIVITY DESCRIPTION The Library Board governs operation of the library. They are responsible for working with the City Council, and State legislators to ensure full funding for operations now and into the future. They are responsible to work with the citizens of the community to meet their informational, and educational needs. Activity goals are: 1) well-planned and well-maintained Library services; 2) well-organized and responsive library programs; 3) adequate funding for Library Information Services; and, 4) community input in library planning. STAFFING SUMMARY Staff assistance is provided through the Library activity, and a secretary who attends the monthly board meetings to take notes and create monthly minutes. SIGNIFICANT EXPENDITURE AND STAFFING CHANGES None MAJOR ACCOMPLISHMENTS Created a Library Foundation Implemented technological enhancements MAJOR OBJECTIVES * 1999-01: Expand access to information through mediated reference service * 1999-01: Create a computer lab for public use * 1999-01: Assess community needs for planning for future library services to the community RELATED COST CENTERS Library Board (210802) D-81 LELSURE, CULTURAL AND SOCIAL SERVICES Other Payments Total ACTIVITY: Library DEPARTMENT: Library 9,66 1 962,858 999,660 1,068,785 1,081,285 PROGRAM: Cultural Services FUND: Library Fund Library Assistant Total Temporary Positions: Full-time equivalents ACTMTY DESCRIPTION 8 8 8 8 14 14 14 14 5 5 6 6 The Library activity provides information and referrals to Library customers using a variety of formats - books, magazines, educational videos, music CDs, books on tape, CD-ROM computer information, online databases, displays and programs. Activity goals are: 1) materials and/or services to meet the informational needs of the community; 2) well-staffed and supported reference service; 3) customer service oriented circulation service; 4) frequent and varied children's programs; and, 5) effective and timely support services. This activity has four major elements: Reference service. Assist individuals of all ages to find information within the library collections or through resources available from other libraries. Select and develop materials for the library collection (15 percent of the activity). Children's services. Provides youth of the community with a positive library experience through storytimes, special programs, readers advisory and a professionally selected collection. (5 percent of the activity). Circulation services. Issue library cards. Assist in the location of materials. Perform circulation functions including checkout, reservations, fine collection, etc. (30 percent of the activity). Support services. Recommends policy, budgeting, and administration for library (50 percent of the activity). Order, catalog and process materials for collection. Maintain condition of the collection D-82 LEISURE, CULTURAL AND SOCIAL SERVICES children’s programs 42 1 300 3 50 Attendance at Children’s Programs 9,926 7,500 9,000 Items Added 8,873 10,000 10,000 Items Catalogued 5,768 6,000 6,000 Libran Visits 305,700 320,000 320.000 ACTMTY: Library DEPARTMENT: Library 3 50 9,000 10,000 6,000 320.000 PROGRAM: Cultural Services m: Library Fund Internet Usage 1 500 I N/a 1 9,000 Zn Library Usage 228,000 I 225,000 I 225,000 SIGNIFICANT EXPENDIW AND STAFFING CHANGES 9,000 225,000 * 1999-0 1 Increase part time staffing pool ($15,150) MAJOR ACCOMPLISHMENTS - 0 0 0 Established a homepage Introduced four new formats into the information collection - music CDs, educational videos, CD-ROM and online databases Established a PC LAN for Internet access Expanded the volunteer literacy program Installed new alarm and book theft detection systems MAJOR OBJECTIVES * 1999-01: Enhance access to information through mediated reference service * 1999-01: Create computer lab for public use * 1999-01: Provide self-service checkout * 1999-01: * 1999-01: Remodel and modernize interior of library facility Upgrade integrated computer system moving hardware to climate controlled area RELATED COST CENTERS Library Administration (210801) D-83 LEISURE. CULTURAL AND SOCIAL SERVICES ACTIVITY: Commissions and Committees PROGRAM: Cultural Services DEPARTMENT: City Council and Advisory Bodies m: General Fund ACTIVITY DESCRIPTION Two Codssions advise the City Council on cultural and senior programs. * Senior Citizen Commission. The Senior Citizen Commission advises the City Council on programs, policies and activities which serve seniors in the community. Activity goals are: 1) identify needs of the aging; 2) create community awareness; 3) explore improved standards of service; and 4) develop services and programs. * Lo& Arts Commission. The Lodi Arts Commission advises and assists the City Council to establish and promote fine art and performing art programs. Activity goals are: 1) enrichment of the community through fine art and performing art programs; 2) develop and promote creativity; 3) celebrate the cultural heritage of the community; and, 4) recognize artistic, creative and cultural achievements of Lodi citizens. * Youth Commission. Communicates with young people and takes a leadership role in developing their futures. Activity goals are: 1) provide youth services in a safe and non-discximinatory environment; 2) provide support programs and services; and, 3) provide for met social and educational needs of area teens and youths. None - Staff assistance is provided through the Community Center. SIGNIFICANT EXPENDITURE AND STAFFING CHANGES None MAJOR ACCOMPLI!SHMENTS MAJOR OEJECTrVES * 1999-01: Develop and distribute newsletter regarding Lodi’s senior population * 1999-01: * 1999-01: Recognize and honor excellence in high school youth Establish and maintain a resource directory of available volunteer opportunities RELATEDCOSTCENTERS Lodi Arts Commission (108027) Senior Citizen Commission (108041) Youth Commission (107013) D-84 LEISURE, CULTURAL AND SOCIAL SERVICES L Other Payments Total ACTIVITY: Community Center DEPARTMENT: Community Center I 1 444,212 I 485,245 I 624,840 I 665,625 PROGRAM: Cultural Services FUND: General Fund ACTIVITY DESCRIPTION The Community Center activity provides a focal point for cultural, fine art, performing art and senior programs within the community; provides facilities for meetings, conferences, recreational activities and events sponsored by the City, community groups and private individuals and organizations; and, works with the Senior Citizen Commission, Lodi Arts Commission, Youth Commission and other private organizations to develop programs and facilities. Activity goals are: 1) well-maintained facilities; 2) well-balanced programs for seniors; 3) promotion of fine art and performing art within the City; and, 4) 30% to 50% cost recovery. This activity has seven major elements: Senior services. Social and recreational activities; referral services; emotional and physical wellness programs; and legal, consumer, financial and educational services and counseling (20 percent of the activity). Cultural programs. Plan and promote workshops for crafts, arts, music and other fine arts; provide for display of crafts and fine arts of local residents; and, plan, promote and organize activities in arts, crafts, music, dance and drama (10 percent of the activity). Public relations and information. Prepare and distribute brochures and schedules for senior, fine art and performing art activities; and, works with the Adult Day Advisory Committee, the Senior Citizen Commission, Lodi Arts Commission, and Old Mi Union High School Site Foundation to develop programs, plan facilities and obtain funds from private and public sources (5 percent of the activity). Facility scheduling and administration. Process reservations for facilities, liability review, receive and deposit fees and maintain responsive relations with customers (5 percent of the activity). Special events management. Plan, organize and coordinate special evem sponsored by the City (Field and Fair Day, Fourth of July); create, design and distribute flyers; prepare news releases; and, solicit and schedule vendors, entertainers and participants (10 percent of the activity). Therapeutic swim. Program, schedule and conduct various therapeutic swimming activities; and, vacuum, scrub tiles, maintain water temperature, maintain chemical balance and cleanliness of facilities (20 percent of the activity). Facility and janitorial maintenance. Clean, remove trash, maintain equipment and perfom minor repairs (30 percent of the activity). " Utilities and Communications 12,876 9,950 11,100 11,100 Supplies, Materials and Services 117,397 122,710 168,345 195,590 Minor CaDital 16,688 19,955 20,000 20,000 D-85 LEISURE, CULTURAL AND SOCIAL SERVICES Regular Positions: Community Center Director Senior Services Coordinator Aouatics Smervisor ACTIVITY: DEPARTMENT: 1 1 1 1 1 1 1 1 0 0 1 1 Community Center Community Center Arts Coordinator 1 Building Maintenance Worker 0 Dav Care Teacher 1 PROGRAM: Cuitural Services FUND: General Fund 1 1 1 0 1 1 1 1 1 Department Secretary I 1 1 I 1 1 Total Temporary Positions: Full-time equivalents 7 7 9 9 5.5 5.5 5.5 5.5 SIGNIFICANT EXPENDITURE AND STAFFING CHANGES 1999-00: 1999-00: 1999-01: 1999-0 1 : 1999-01: 1999-0 1 : 1999-01: 1999-01: 2000-0 1 : Hire box office staffing (offset by revenue) Remove alders ($5,000) Hire part the intern Administration ($5,905) Hire part time intern Senior Information Center ($6,910) Increase janitorial supplies funding ($1 1,020) Replace rental tables (20 each year) ($5,995) Increase funding for sublet services ($13,180) Hire Building Maintenance worker ($32,975) Refinish wood floor - Kirst Hall ($12,000) MAJOR ACCOMPLISHMENTS + MAJOR OBJECTIVES Construction of New Performing ArtsIConference Center + * 1999-01: Continue to work toward achieving activity goals RELATED COST CENTERS Community Center Administration (108403) Senior Information (108042) Hutchins Street Square Pool (108043) Hutchins Square Maintenance (108525) D-86 LEISURE, CULTURAL AND SOCIAL SERVICES WORK FLOW INDICATORS 1997-98 Program Attendance 14,468 Revenue Produced 33,389 Programs offered 20 ACTIVITY: Arts Specialty Classes DEPARTMENT: Community Center 1998-99 1999-00 . 2000-01 12,000 12,000 12,000 22,000 22,000 22,000 12 12 12 PROGRAM: Cultural Services FUND: General Fund L ~~ ~ ACTIVITY DESCRIPTION The Specialty Class activity schedules and conducts a variety of physical activity classes for youth and adults. Activity goals are: 1) enhance cultural awareness 2) a 100% cost recovery of adult classes; and 3) a 40% cost recovery for youth classes. This activity has one major element: * Fine arts instruction. Provide arts, crafts, music and other fine art classes for children, youth and adults. Temporary Positions: 1 I I Full-time equivalents I 0 0 0 0 SIGNIFICANT EXPENDITURE AND STAFFING CHANGES None MklOR ACCOMPLISHMENTS MAJOR ORJECTIVES * 1999-01: Increase revenue by 15% * 1999-01: Offer new classes for youth and adults * 1999-01: * 1999-01: Offer flexible time scheduling to meet public’s needs Arrange for use of.schoo1 facilities for classroom activity such as chess, financial planning RELATED COST CENTERS Specialty Classes (108026) D-87 LEISURE, CULTURAL AND SOCIAL SERVICES Other Payments 50,730 Total 55,655 ACTMTY: Cultural Activities DEPARTMENT: Community Center 50,730 53,230 53,230 55,730 58,230 58,230 PROGRAM: Cultural Services FUND: General Fund s- WORK FLOW INDICATORS 1997-98 1998-99 Grants to Community Groups 20,850 29,710 Grants to Arts Commission Projects 19,500 19,500 ACTMTY DESCRIPTION 1999-00 t 2000-01 25,230 25,230 25,500 28,000 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: I) improve quality of life for 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. promote cultural activities (100 percent of the activity). Evaluate requests and recommend funding for local non-profit organizations that STAFFINGSUMMARY None - Staff assistance is provided through the Community Center. S1G"ICANT EXPENDITURE AND STAFFING CHANGES * * * * * * * * * * 1999-00: 1999-00: 1999-00: 1999-00: 1999-00: 1999-00: 1999-00: 1999-00\: 1999-00: 19999-00 Lodi Community Concert Association ($3,000) Lodi Writers Association ($600) Lodi Arts Center ($1,500) Lodi Children's Chorus ($700) Tokay Players Community Theatre ($6,000) Lodi Community Band ($2,805) Lodi Eastside Improvement Committee ($1,200) Children's Summer Theatre ($3,600) International Dance Studios ($2,500) Sandhill Crane Festival Art Show ($2,000) 1999-00: Calendar - Arts & Culture ($1,825) 1999-00: Music Festival ($500) 1999-00: Senior Programs ($1 ,000) 1999-00: Children's Art Programs ($3,500) 1999-00: Celebrate America ($4,000) 1999-00: Drama Fest ($6,500) 1999-00: Lunch Time Live ($3,000) 1999-00: Night Time Live ($5,000) 1999-00: Young Renaissance Art ($2,500) 1999-00: Art Showcase ($1,500) MAJOR OBJECTIVES None RELATED COST CENTERS Lodi Arts Commission Grants (108028) D-88 LEISURE, CULTURAL AND SOCIAL SERVICES ACTMTY: Human Relations PROGRAM: Social Services DEPARTMENT: Community Development FUND: CDBG & HOME Funds ACTIVITY DESCRIPTION The Human Relations activity provides funding for projects and activities which address the needs of persons of moderate income, which eliminate slum or blighted conditions and which are urgent needs of the community. Activity goals are: 1) an effective and equitable grant-in-aid program: 2) open lines of communication with organizations regarding human and social services: and, 3) a positive image for the City. This activity has one major element: * Grants administration. Evaluate requests and recommend funding for local non-profit organizations or projects which address needs of persons with low or moderate income; eliminate blighted conditions; and meet urgent needs of the community (100 percent of the activity). None. Staffing support provided by Community Development SIGNIFICANT EXPENDITURE AND STAFFING CHANGES None MAJOR OBJECTIVES None RELATED COST CENTERS HOME (44 fund) CDBG (45 fund) D-89 COMMUNITY AND ECONOMIC DEVELOPMENT 'Utilities and Communications Supplies, Materials and Services Minor Caoital ACTIVITY: Commissions and Committees PROGWl: Planning DEPARTMENT: City Council and Advisory Bodies FUND: General Fund 200 2,545 6,700 7,225 8,270 ACTIVITY DESCRIPTION Total One commission and two committees advise and assist the City Council on planning, design and neighborhood prevention issues. 4.226 I 6.855 I 10.765 I 11.610 * Planning Commission. Reviews and recommends changes to the General Plan and zoning regulations, hears appeals of planning staff decisions, and reviews development and land use permit applications. The goal of the Commission is to have a well-planned community with compatible land uses. Seven public members. * Site Plan and Architectural Review Committee. Evaluates the site plan and architectural merit of all commercial, multi-family residential and public building projects. The committee's goal is to have attractive and well-designed development within the City. Five public members. * Eastside Improvement Committee. Develops community-related activities to improve the quality of life within the Eastside and throughout the City of Lodi, by combating crime, drugs, and blight. Coordinates civil actions against nuisance property owners from affected neighborhood residents. Nine public members. STAFFINGSUMMARY None. Staff assistance is provided through the Community Development Department. SIGNIFICANT EXPENDITURE AND STAFFING CHANGES None MAJOR ACCOMPLISHMENTS MAJOR OBJECTIVES * 1999-01 * 1999-01 * 1999-01 Assist in the development of a Redevelopment Agency * 1999-01 * 1999-01 Work to implement the Cherokee Lane beautification and the Downtown revitalization plans. Develop strategies to improve the eastside commercial and residential areas Transition the Eastside Improvement Committee to the Lodi Improvement Committee to allow them to address issues on a city-wide basis Assist in the development of an historical preservation program RELATED COST CENTERS Planning CommissionsKommittees (100455) D-90 COMMUNITY AND ECONOMIC DEVELOPNlENT ACTIVITY: Community Improvement PROGWI: Community Development DEPARTMENT: Community Development FUND: General Fund ACTIVITY DESCRIPTION Responsible for the interpretation and enforcement of the Housing Code, the Dangerous Building Code, State laws, and the Lodi Municipal Code, as they pertain to substandard and dangerous dwellings and buildings, and blighted or nuisance properties throughout the City of Mi. This activity has six major elements: Community Lmmovernent. The administration and clerical duties which support all activities under the Community Improvement Division. This includes the staffs support and participation with community groups and functions. as well as the development and implementation of an education and information program to educate residents and property owners of the existing property maintenance requirements as well as the minimum housing standards (10 percent of the activity). Code Enforcement. The implementation of a proactive city-wide Code Enforcement program and the response to complaints of substandard housing, zoning violations, and nuisance activities on private property, as a means of eliminating blighted conditions throughout the City of Lodi (55 percent of the activity). Abatement. The abatement of substandard and/or hazardous buildings or properties by way of demolition, repair, board up or clean up. All abatement costs are billed to the property owner and then placed as a lien if not paid (5 percent of the activity). Council/CommisSion SUODO~~. Provide necessary support for the City Council, Planning Commission and Eastside Improvement Committee (5 percent of the activity). Historic Preservation. The development and implementation of a historical preservation district within the Eastside neighborhood and the development of a historic preservation ordinance in an effort to preserve and enhance Lodi’s historical heritage. This includes working with the Eastside Improvement Committee to formulate and adopt architectural and site planning guidelines for the upgrading of the Eastside residential neighborhood and liaison to the Lodi Historical Society (5 percent of the activity). Communitv Develoarnent Block Grant Administration. Administer the City’s block grant program; monitor funded programs for compliance with governing policies and legislation; and assist community groups with application processing of requests for block grant funding (20 percent of the activity). D-91 COMMUNITY AND ECONOMIC DEVELOPMENT WORK FLOW INDICATORS Complaints received Cases Generated ACTIVITY: Community Improvement PROGRAM: Community Development DEPARTMENT: Community Development FUND: General Fund 5997-98 1!m-99 1999-00 Z000-01 711 5 11 650 650 545 490 600 600 Inspections Made SIGNIFICANT EXPENDITURE AND STAFFING CHANGES 1,296 I 1,230 I 1,200 I 1,200 0 1999-01 Allocate additional funds in the Repair and Demolition Fund account to cover the costs of additional abatement projects such as board up of vacant buildings, clean up and removal of debris from properties, and demolition of substandard, dangerous buildings. (see contingency activity) 0 1999-01: Purchase office systems furniture ($7,500) 0 2000-01: Hire full time Administrative Clerk I1 ($20,210) (offset by part time savings) MAJOR ACCOMPLISHMENTS MAJOR OaTECTNES * 1999-01 Continue to implement an aggressive, proactive Code Enforcement program to attack heavily blighted residential areas throughout the City of Lodi, in an effort to raise community standards throughout the City. * 1999-01 Further develop education programs in order to reach various target groups throughout the community to inform residents of the existing standards that will be enforced throughout the community to eliminate blighted conditions and reduce substandard housing. * 1999-01 Continue with demolition and abatement actions on those properties in which serious dangerous buildinghbstandard housing conditions exist, in order to eliminate long standing nuisance. * 1999-01 Actively promote the housing assistance programs funded through CDBG and HOME, and other financial assistance programs available to property owners for the rehabilitation of their properties, and to cultivate potential home ownership for current rental housing occupants. * 1999-01 Develop a historical preservation program in order to establish: 1) a historical district within the Eastside community, and; 2) a historical preservation ordinance that will establish architectural and site planning guidelines for upgrading and maintaining the residential standards within the neighborhoods. * 1999-01 Develop a volunteer program to assist in code enforcement efforts D-92 COMMUNITY AND ECONOMIC DEVELOPMENT Minor Capital I 12,022 I ACTIVITY: CurredAdvance Planning PROGRAM: Planning DEPARTMENT: Community Development FUND: General Fund 3,000 I 6,000 ACTIVITY DESCRIPTION Other Pavments 20 I The Planning activity prepares and revises the General Plan, manages long-range planning projects and works with the Planning Commission and Site Plan and Architectural Review Committee; reviews development permits; ensures projects comply with City development and land use regulations; manages the City's growth management program; and, assists the public with inquiries or complaints. Activity goals are: 1) a well planned community; 2) managed community growth and change; 3) protection and preservation of environmental resources: 4) balanced economic development; and 5) a high level of public service. This activity has five major elements: I Long range planning. Prepare ordinances and policies necessajr for long term development of the City; maintain and update the General Plan; evaluate BUDGETED annexations to the City; coordinate with the County and Council of Governments (COG) on planning and transportation issues; update City maps and data base (15 percent of the activity). Development review and environmental assessment. Prepare ordinances and policies aimed at setting standards for development and its review; process and review planning applications for compliance With applicable codes and ordinances; coordinate with other departments in the review of projects; perform environmental assessments and monitor environmental mitigation measures; respond to public inquiries on development issues (50 percent of the activity). Council/Commission support. Provide necessary support for the City Council, Planning Commission, and Site Plan and Architectural Review Committee (15 percent of the activity). Economic development. Assist in the City's economic development effort; and provide land use, demographic and property information (15 percent of the activity). Department administration. This element includes the Department Head and provides overall fiscal and personnel management for the Department. Additionally, coordination between Community Development staff, the Community, and other departments is a major element. (5 percent of the activity). I Supplies, Materials and Services 1 11,663 I 104,890 I 10,725 I 12.170 1 I t Total 1 369,443 I 434,260 1 376,450 I 464,090 I D-93 COMMUNITY AND ECONOMIC DEVELOPMENT Community Development Director City Planner Senior Planner Associate Planner Total Temporary Positions: Department Secretary Full-time equivalents ACTIVITY: DEPAR'IMENT: 1 1 1 1 0 1 1 1 1 1 1 1 2 2 2 2 1 1 1 1 5 6 6 6 0 0 0 0 Current/Advance Planning Community Development City Council Communications Growth Management Allocations Annexations Growth Management Projects PROGRAM: Planning FUND: General Fund 24 30 30 30 3 4 4 4 104 250 250 250 0 0 0 0 SIGNIFICANT EXPENDITURE AND STAFFING CHANGES None MAJOR ACCOMPLISHMENTS MAJOR OBJECTIVES * 1999-01: Adopt a new Zoning Ordinance. * 1999-01 * 1999-01 * 1999-01 * 1999-01: * 1999-01: * 1999-01 Initiate and develop a Green Belt Policy for ultimate City growth. Continue to implement the objectives of the Central City Revitalization program. Provide technical and program support to the Economic Development program. Conduct a comprehensive review of the Growth Allocation program. Complete the review of the General Plan Policy and Implementation program. Develop an Industrial Park feasibility plan in conjunction with the Economic Development coordinator. RELATED COST CENTERS Planning Administration (10045 1) Grant Administration (100453) 0-94 COMMUNITY AND ECONOMIC DEVELOPMENT "1 Senior Building Inspector Building Inspector II Administrative Clerk IUIn ACTIVITY: Building and Safety PROGRAM: Construction Development DEPARTMENT: Community Development FUND: General Fund I 1 1 1 1 3 3 3 3 2 2 2 2 ACTIVITY DESCRIPTION Total 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 City of Lodi. Activity gods are: 1) safe, sound and energy efficient buildings; 2) compliance with codes and ordinances; and, 3) timely responses to public inquiries. This activity has five major elements: 76 7 7 7 I Public information. percent of the activity). Answer questions and offer interpretations about construction codes and regulations (15 Full-time equivalents 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). .9 .9 1.4 1.4 Economic development. Provide assistance to the Economic Development Coordinator and business owners to encourage relocation in Lodi (5 percent of the activity). Development review coordination. Coordinate permit application reviews with other departmentdagencies to erne compliance with other development regulations (10 percent of the activity). Construction inspection. Inspect construction projects to ensure compliance with codes, ordinances, permits and BUDGETED plans (40 percent of the activity). Regular Positions: I I Chief Buildine Inmector I 1 I 1 1 1 I D-95 COMMUNITY AND ECONOMIC DEVELOPMENT Remodel Comerci~dustd Miscellaneous Valuation ACTIVITY: Building and Safety PROGRAM: Construction Development DEPARTMENT: Community Development m: General Fund 117 128 129 130 644 655 661 668 $67.950.000 $59,000,000 $66,600,000 667,300,000 SIGNIFICANT EXPENDITURE AND STAFFING CHANGES None MAJOR ACCOMPLISHMENTS MAJOR OWECTIVES * 1999-01 * 1999-01 * 1999-01 Expand the "Sierra" program to other City departments. * 1999-01 Explore and develop methods of operation that will encourage new business to locate in Lodi. Lmplement the "File Magic" document storage system in the Building Inspection Division for archiving plans and specifications. Convert the field inspection pick-ups to electric Ford Rangers. RELATED COST CENTERS Building Inspection (100452) D-96 COMMIMTY AND ECONOMIC DEVELOPMENT Utilities and Communications Supplies, Materials and Services Minor CaDital ACTMTY: Engineering DEPARTMENT: Public Works 806 520 2,500 2,600 62,733 42,930 67,065 74,065 6.500 8,000 PROGRAM: Construction Development FUND: General Fund Other Payments Total ACTMTY DESCRIPTION 1,271 1 1,400 I 1,400 I 1,400 891,573 I 898,750 I 963,805 I 982.545 The Engineering activity plans, designs and oversees construction of City streets, water, wastewater and drainage systems in conformance with the General Plan, Capital Improvement Budget and development policies; and, provides engineering services for many other City activities and special projects. Activity goals are: 1) efficient, effective and responsive engineering services; 2) well planned and designed projects; and, 3) timely completion of projects within budget. This activity has four major elements: Design. Prepare plans, specifications, contract documents and construction estimates; advertise and award consrmction contracts; develop and update master plans for water, wastewater, drainage and street facilities; draw and maintain all street, parcel and utility system maps; provide surveys for project design and perform construction staking for City construction projects (44 percent of the activity). Construction, Inspect and administer City construction contracts; inspect off-site improvements of private developers; inspect street and underground improvements made by other utility agencies under encroachment permits; and, prepare record (as-built) drawings of all public and private construction projects inspected (20 percent of the activity). Development services. Review final subdivision maps, parcel maps, and off-site improvement plans for private development; develop and implement development incentives and ensure conformance with City standiuds and master plans; issue encroachment permits for all work, parades and other activities and uses of the public right of way and utility easements; manage impact fee program; and, prepare legal descriptions needed for annexations, easement and street vacations and acquisition of rights of way, public utility easements and property (20 percent of the activity). Traffic engineering. Design the City's traffic control systems; respond to public questions and complaints; conduct field investigations and prepare studies/reports on loading zones, pedestrian crossings, school crossings, parking and restricted parking zones, speed zones and installation of stop and yield signs and traffic signals; and review private development plans for traffic impacts, parking lot layout and on-site circulation (16 percent of the activity). D-97 COMMUNITY AND ECONOMIC DEVELOPMENT 1999-00 2000-01 BUDGETED , BUDGETED 1 ACTIVITY: DEPARTMENT: 3 2 Engineering Public Works 3 2 1 PROGRAM: Construction Development FUND: General Fund Civil Engineer * Regular Positions: I Citv EnPineer I 1 1 4 I 3 I Senior Civil Engineer I 1 I 3 Total TemporaryPart time Positions: Full-time eauivalents 2 13 14 13 13 .4 1 1 1 I Senior Engineering Technician I 2 I 2 I I I Engineering Technician 1 1 I I 1 2 '1 I 1 1 -I I 2 I 2 1 2 I 2 ~ -1 r Public Works Guector SIGNIFICANT EXPENDITURE AND STAJ?FING CHANGES Transfer one Senior Civil Engineer to WaterlWastewater Utilities MAJOR ACCOMPLISHMENTS 0 Evaluate encroachment permit program and recommend new fee structure Evaluate Engineering Fees for subdivisions/developments Completion of Downtown Revitalization Project Acquisition of Multirnodal site and award of construction contract for Multimodal Station MAJOR 1999-00 OBJECTWES 1999-00: 1999-00: Update construction specifications and standard plans (carry over) 1999-00 Update Design Standards 0 1999-00 Reorganhe Engineering Division Update Development Impact Fee Program (carry over from last budget) RELATED COST CENTER General Engineering (1030201) D-98 COMMUNITY AND ECONOMIC DEVELOPMENT Other Payments Total ACTMTY: Economic Development DEPARTMENT: Administration 1,876 20,000 20,000 242,72 9 113,715 138,350 144,140 PROGRAM: Economic Development FUND: General Fund Temporary Positions: Full-time equivalents ACTIVITY DESCRIPTION 0 0 0 0 The focus of the Economic Development activity is to plan, organize and coordinate the economic development and revitalization program for Lodi with other agencies and organizations; promote job growth; and, market Lodi as a regional business center. Central City Revitalization is continuing to m a successful course. Efforts are ongoing to attract quality industry to Lodi and continue to diversify our economic base. Activity goals are: 1) recruit new businesses; 2) retain and expand existing businesses; 3) create a business friendly“ atmosphere for conducting business; 4) promote a competitive fee and tax environment; 5) assist business ventures; and 6) market Lodi as a business and tourist center. This activity has four major elements: * City relations with business community. Establish and maintain day-today communication with business community and business organizations to identify issues, concerns and interests of existing businesses, potential new businesses or business organizations; and, coordinate with City staff and other agencies to suggest sound “business friendly” policy and provide answers to regulatory reform and/or streamlining City services (25 percent of the activity). * Revitalization and beautification. Continue to work with business and property owners to develop plans, projects and incentives to revitalize business in existing commercial and indusmal 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 BUDGETED 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) (20 percent of the activity). * * Financial assistance. Recommend, administer and manage financial assistance programs BUDGETED by the City Council to assist businesses and property owners, expand business and/or create new jobs (10 percent of the activity). Economic Development Coordinator I 1 I 1 I 1 I 1 Total I 1 1 1 1 I D-99 COMMUNITY AND ECONOMIC DEVELOPMENT WORK FZOW INDICATORS Incentive Package Followups Taweted Industries Contacted ACTMTY: Economic Development DEPARTMENT: Administration 199poo 2000-01 1997-98 1998-99 3 10 11 12 4 10 10 PROGRAM: Economic Development FUND: General Fund - Targeted Com/Retail Contacted Business Retention Visits per Year Client Alert Responses SIGNIFICANT EXPENDITUlZE AND STAFFING CHANGES I 10 12 15 15 4 6 24 24 20 34 25 25 * 1999-01: San Joaquin Partnership. ($20,000) * 1999-01: Strategic & Marketing Plan ($15,000) MAJOR ACCOMPLISHMENTS + Scientific Specialties expansion + Meehleis Modular Building expansion + Cottage Bakery Inc expansion + Vita Link Pharmaceutical Services + Fairway Sign Company + PepBoys. MAJOR OBJECTIVES * 1999-00: Continue to promote Downtown Revitalization * 1999-00: Continue to promote Cherokee Lane Improvement * 1999-00: * 1999-00: Coordinate the City's Business AttractiodRetention Program * 1999-00: * 1999-00: Market and promote Lodi on a regional and National basis Continue involvement with local Economic Development Corporation (San Joaquin Partnership) and other agencies to promote economic development activity Analyze and identify properties most eligible to be developed into an Indusmal and Business Park RELATED COST CENTERS Economic Development (10043 1) D-100 COMMUNITY AND ECONOMIC DEVELOPMENT Temporary Positions: Full-time equivalents ACTIVITY: Community Promotion DEPARTMENT: Administration I I 1 1 1 1 PROGRAM: Economic Development 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 strong reliable tourist industry for the City’s economic base. Major activities funded through this program include: * Lodi Conference and Visitors Bureau. ($6O,OOO) * Lodi Chamber of Commerce ($25,000) * International City Management Association. ($6,OOO) * Business Improvement District ($35,000) * Highway Advertising. ($28,800) SIGNIFICANT EXPENDITURE AND STAFFING CHANGES None MAJOR ACCOMPLISHMENTS Community Day of Caring + Parade of Lights + SnowDays + Hospice Tree Lights MAJOR OBJECTIVES * 199941 Continue to develop, obtain Council approval and implement promotional programs RELATED COST CENTERS Community Promotion (100206) D-101 GENEUL GOVERNMENT Original City seal - adopted January 4,1907, just two months after the date of incorporation GENERAL GOVERNMENT Regular Positions: I I ACTIVITY: City Council PROGRAM: Legislation and Policy DEPARTMENT: City Council and Advisory Bodies FUND: General Fund I ACTIVITY DESCRIPTION Mayor 1 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 California Government 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) provide tax payers and residents with the best services and facilities within available resources. This activity has three major elements: 1 1 1 * Legislation. Enact ordinances, appropriations and resolutions; and, review compliance with adopted laws, policies and regulations (40 percent of the activity). Council Members Total TemDorarv Positions: * Policy. Review and adopts plans which guide decisions and actions of the City's activities and capital investment projects (40 percent of the activity). - 4 4 4 4 5 5 5 5 * Supervision. Direct and evaluate the City Manager, City Attorney and City Clerk (20 percent of the activity). S1G"ICANT EXPENDITURE AND STAFFING CHANGES None MAJOR ACCOMPLISHMENTS Outlined in the Major City Goals section of the financial plan MAJOR OBJECTrVES * 1999-01 : Outlined in the Major City Goals section of the financial plan. RELATED COST CENTERS Council (100103 through 17) D-102 GENEW GOVERNMENT ACTIVITY: City Manager DEPARTMENT: Administration PROGRAM: General Administration FUND: General Fund ACTMTY DESCRIPTION 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 implementation and accomplishment of City goals. Activity goals include: 1) foster 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. Build consensus for projects and for problem solving; focus on proactive rather than reactive actions; encourage creativity and leadership from all employees; establish priorities; empower employees to make decisions; and, maintain financial stability for City. (40 percent of the activity). * Advising and assisting the City Council. Recommend actions to Council; orient new council members on the operation and functions of city government; recommend legislation, policies and regulations; establish effective employee relations and conduct labor negotiations; provide for review of services: assist citizens with Council requests; staff Council appointed Boards, Commissions, Committees, and Task Forces; represent the City With other government agencies; anticipate problems; and, resolve conflict (40 percent of the activity). * Community relations. Encourage citizen participation; promote citizen awareness and education; maintain effective communication with the news media, Lodi Unified School District, Chamber of Commerce, and other agencies; understand community demands and expectations; and, foster effective relations with community and interest groups. (10 percent of the activity). * Promoting the City's future. Advocate evolving technology and utility service levels; foster strong economic development opportunities; ensure effective short and long range planning for land use, service levels, capital facilities and resources (10 percent of the activity). D-103 GENEW GOVERNMENT Deputy City Manager ACTMTY: DEPARTMENT: 1 1 1 1 1 City Manager Administration Administrative Assistant - CM I 1 PROGRAM: General Administration FUND: General Fund 1 1 1 I Remlar Positions: I I I 1 I Secretary to the City Manager Total Temporary Positions: Full-time equivalents r CitvManager I 1 I 1 I 1 I 1 ~~ 1 1 1 1 1 4 4 4 4 0 1 1 1 WORK LOAD INBICATORS 1997-98 Respond to Citizen Inquiries 4,944 23 Packets Attendstaff Council Meetinns 24 Review, Approve & Oversee Council 1998-99 1999-08 2000-01 5,092 5,000 5,250 24 95 95 24 170 170 SIGNIFICANT EXPENDITURE AND STAFFING CHANGES CoordinatdStaff Shirtsleeve Meetings Oversee/Direct City Departments Partner with Outside Agencies None MAJOR OBJECTIVES 52 52 52 52 9 9 9 9 13 15 15 15 * * * * * * * * * * * 1999-01 : 1999-0 1 : 1999-01: 1999-0 1 : 1999-01: 1 999-0 1 1999-0 1 : 1999-01: 1999-0 1 : 1999-01: 1999-0 1 : Develop and Implement Overall Information Management System Strategy Negotiate City and County Pre-Amexation Agreement Coordinate Year 2000 Millennium Task Force Transition Solid Waste Management Program to Public Works Department Pursue New Privatization Opportunities Review Boards, Commissions and Committees Evaluate Feasibility of Beclanan Building Purchase Assess Customer Service Satisfaction Refine Grant Services Allocation Develop Strategies for Financing Parks and Recreation Facilities and Programs Partner with the Lodi Unified School District to Support and Encourage Ongoing Joint Facilities Use RELATED COST CENTERS City Manager (10-040.01) D-104 GENERAL GOVERNMENT WORK LOGD INDICATORS W-98 1998-99 IWMB Disposal Reduction 3.65% 45.50% efuse Customers Serviced 2,ooo 22,300 ons of Refuse Disposed 1,659 51,000 ACTIVITY: Solid Waste Management PROGRAM: Administrative Services DEPARTMENT: Public Works m: General Fund 19w)-430 2o80-01 47.00% 48.50% 22,600 22.900 50,375 49,750 ACTIVITY DESCRIPTION The Solid Waste Management Activity oversees residential. commercial and industrial refuse collection franchise agreements in the City of Lodi. This activity is also responsible for the development of refuse and recyclable materials processing programs for all forms of collection. The City of Lodi is noted for the superior quality of refuse services delivered to its citizens, the professional image of staff and equipment presented by franchised collectors to their customers, and state-of-the-art recycling technology which has achieved very high diversion rates in conformance with Assembly Bill 939 directives. Solid Waste Management Activity gods are: 1) Provide efficient and reliable solid waste collection and disposal services for residents and businesses in Lodi: 2) Achieve maximum feasible diversion of recyclable and compostable materials away from the North County Landfill within reasonable cost parameters; and, 3) Ensure that ultimate processing and/or disposal of all collected materials is performed in compliance with relevant federal, state and locals laws and regulations. This activity has two major elements: * Solid waste planning and coordination. Review, develop and implement source reduction, recycling, cornposting and household hazardous waste management plans. Coordinate the planning process and actual program implementation with regional agencies (60 per cent of the activity). * Solid waste franchise administration. Ensure that California Waste Recovery Systems, and all firms authorized to collect industrial refuse in the City of Lodi, provide high quality services and conduct their operations in compliance with franchise agreements. Review applications for non-exclusive industrial refuse collection permits. Receive, evaluate and resolve customer complaints. Review rate adjustment applications for conformance with the adopted rate methodology. When necessary, recommend adjustments to solid waste collection rate schedule. (40 per cent of the activity). SIGNlFICANT EXPENDITURE AND STAFFING CHANGES: + 1999-01: Funding for Solid Waste contract ($2,000: $25,000) MAJOR OBJECTIVES: * 1999-01: * 1999-01: Create refuse rate stabilization find. Achieve 50% diversion of solid waste from North County Landfill by 2000 as required by AB 939 and calculated in conformance with California Integrated Waste Management Board (CIWMB) procedures. 0-105 GENERAL GOVERNMENT ACTMTY: Public Works Administration DEPARTMENT: Public Works PROGRAM: General Administration m: General Fund ACTIVITY DE."TION The Public Works Administration activity provides overall direction, administrative support and management for the following Public Works divisions: Engineering, Building and Equipment Maintenance, Streets, Transportation and Watermastewater; provides clerical support for Public Works Administration, Building Maintenance, design, construction, transit, traffic and development services. Activity goals are: 1) responsive, professional and courteous services; 2) efficient and effective operations; and, 3) well designed City facilities. This activity has six major elements: * Clerical support. Prepare correspondence, council communications, reports and specifications; organize, maintain and research correspondence and computer files; handle vehicle registration, contract documents, purchase orders, claims, public counter inquiries and complaints; and answer phones and relays radio messages (30 percent of the activity). * Project management. Handle labor compliance requirements on public works construction projects, oversee design, construction and administration of building projects; and, resolve all major problems on City construction projects (5 percent of the activity). * Department administration. Establish department rules, policies and procedures, monitor and evaluate department activities; develop team building and employee recognition programs, represent the City with other government agencies, private firms and organizations (30 percent of the activity). * Enterprise management. Oversee the water and wastewater utility services and ensure conformance with Federal, State and local health requirements (10 percent of the activity). * Budget administration. Coordinate and compile the total Public Works Department operation and maintenance budget and capital improvement budget; review and approve all procurement documents and purchase orders; ensure expenditures conform to BUDGETED budgets (10 percent of the activity). * Personnel administration. Develop department policies and work rules; interpret City personnel rules, policies and employment contracts; develop and coordinate in-service safety and training programs (15 percent of the activity). D-106 GENERAL GOVERNMENT Department Secretary Administrative Clerk I/II Total Temporary Positions: ACTMTY: DEPARTMENT: ~~ 1 1 1 1 1 1 1 2 4 4 4 5 .65 -5 0 0 Public Works Administration Public Works Percent of Departmental Objectives Achieved PROGRAM: General Administration FUND: General Fund 40 % 60% 75 96 80 % SIGNIFICANT EXPENDITURE AND STAFFING CHANGES + 2000-01: Hire 111 time Administrative Clerk ($15,450) (offset by part-time) MAJOR ACCOMPLISHMENTS 0 0 Updatedheorganized Department Policy Manual (a continuing process) Oversaw the Public Works major accomplishments listed in Community Development, General Government, Police, Transportation and Utilities Activities Acquired property for MSC expansion MAJOR 1999-00 OBJECTIVES 1999-00 Implement procedures within the Public Works Department to make best us of Wide Area Network being installed in FY 98/99 1999-00 Completion of Public Safety Building Master Plan 1999-00 Completion of MSC Expansion Plans 1999-00 Update Department Safety Program 0 1999-00: Develop more inclusive charge rates, including overhead for each Public Works Division and implementation of new accounting and CIS software RELATED COST CENTERS Public Works Administration (10-301.01) D-107 GENERAL GOVERNMENT ACTMTY: City Attorney DEPARTMENT: City Attorney PROGRAM: Legal Services FUND: General Fund ACTMTY DESCRIPTION The City Attorney activity reviews, monitors and evaluates the conduct of City activities for conformance with laws, regulations, policies and rules; represents the City in civil litigation; and ensures that violators of city laws are prosecuted. Activity goals are: 1) reduce the City's liability exposure; and, 2) provide timely and complete legal advice and services. This activity has five major elements: Legal review and advice. Review ordinances, resolutions, contracts and advise on employment issues (40 percent of the activity). Advise and assist the City Council. Orient new councilmembers on the services and functions of the City Attorney's Office; advise and assist the City Council and staff with BUDGETED and existing legislation, policies and regulations; process citizen requests; anticipate problems; and, assist in resolving conflict (10 percent of the activity). Legal representation. Represent the City at council meetings; defend the City against litigation and claims; and, represent the City with other government agencies (30 percent of the activity). Document preparation. Prepare ordinances, resolutions, contracts, legal pleadings, reports, correspondence and other legal documents (10 percent of the activity). Enforcement. Enforce and prosecute violations of the municipal code (10 percent of the activity). SIGNIFICANT EXPENDITURE AND STAFFING CHANGES None MAJOR ACCOMPLISHMENTS + Successful litigation concerning TCE/PCE MAJOR OBJECTIVES + Continue litigation concerning TCE/PCE RELATED COST CENTERS Counsel and Legal Advice (100351) D-108 GENERAL GOVERNMENT ACTIVITY: City Clerk DEPARTMENT: City Clerk PROGRAM: Records Administration m: General Fund ACTMTY DESCRIPTION The City Clerk activity records and preserves all city records as provided by the State of California Government Code Section 36501 and provides support and information to the City Council, public and staff. Activity goals are: 1) open and informed public decision making; 2) complete and accurate records of Council actions and policies; and 3) prompt response to requests for recorded information. This activity has eight major elements: * Information dissemination. Prepare and coordinate publications; post ordinances, resolutions, public hearings, appointments, and other actions as required: respond to requests by Council, the public and staff (20 percent of the activity). * Agenda coordination. Coordinate and schedule agenda items; and, review, assemble and distribute agenda reports (25 percent of the activity). * Recruitment. Solicit and coordinate appointments to advisory bodies (5 percent of the activity). * Records management. Record and preserve Council minutes; manage official records (ordinances, resolutions, deeds and contracts); and, codify, distribute and update the City's Municipal Code (20 percent of the activity). * Advising and assisting the City Council. Orient new Council Members on the services and functions of the City Clerk's Office; prepare Council correspondence and reports; schedule appointments; dismbute infomation to advisory bodies and other government agencies involving the City Council (10 percent of the activity). * Ministerial duties. Administer oaths of office; attest and seal official documents; receive claims against the City; process certain permits, contracts and agreements; and, prepares official certificates and proclamations (10 percent of the activity). Conflict of Interest. Act as the filing officer; and, review and approve State disclosure statements (5 percent of the activity). Protocol Oficer of the City. Plans for and assist in carrying out a multitude of functions, ceremonies and events on behalf of the City and City Council (5 percent of the activity). D-109 GENERAL GOVERNMENT Council packetdagenda Shirtsleeve packetdmeetings Special Council meetings All regdadclosed session minutes Research Requests Document Imaging (pages) ACTMTY: City Clerk DEPARTMENT: City Clerk 24 24 24 24 52 52 52 52 19 19 19 19 152 152 152 152 4,000 4,000 4,000 4,000 7,000 7,000 7,000 7,000 PROGRAM: Records Administration m: General Fund I Full-timeequivalents I 0 I .25 I .25 I .25 SIGNIFICANT EXPENDITURE AND STAFFING CHANGES * 1999-01 Establish City Council Protocol account ($21,000: $22,000) * 1999-01 * 2000-01 Municipal Code Book codification ($5,000) Continuing Ed for Public Officials - CMC status ($4,350) MAJOR ACCOMPLISHMENTS 0 0 0 0 Prepared Public Records, Access, Retention, Reprodm’on and Destruction Manual Automated records management system - FileMagic Scanned 12 years of minutes, plus 1997 and 1998 meeting follow-up, resolutions, ordinances, public hearing notices, council communications and supporting documents Posted elections, agendas, minutes, calendar, board and commissions and Y2K events on web page Prepared 1999 City of Lodi Telephone and Directory Assisranre MAJOR OaTECTIVES * 1999-01: * 199941: * 1999-01: I Conversion of all microfiche documents into the FileMagic system Install and initiate the Fortis Imaging and Electronic Document Management system Develop a detailed and comprehensive Policy and Procedure Manual for City Clerks office RELATED COST CENTERS City Clerk Administration (100101) City Council Protocol D-110 GENERAL G0VERNME;NT WORK LOADZNDICATORS 1997-98 1998-99 Election manuals prepared 25 25 Number of candidates in Election 0 9 Assist voters with election info 200 500 ACTIMTY: Elections DEPARTMENT: City Clerk 1999-00 2001 0 25 0 9 200 500 PROGRAM: Election Administration FUND: General Fund ACTMTY DESCRIPTION The Elections activity conducts City elections for elective offices, initiatives, referenda and recalls. Activity goals are: 1) elections which conform to the State Elections Code: and, 2) a high level of voter registration and turnout. This activity has two major elements: * Election administration. Conduct regular and special elections: process and certify nomination and candidate statements and citizen generated petitions; prepare and advertise legal notifications in compliance with State regulations; review and update the City's election manual; and, assist With voter registration and absentee ballot application (70 percent of the activity). * Disclosure reporting. Process and file campaign financial disclosure statements; and oversee preparation of candidate conflict of interest statements (30 percent of the activity). t Total 1,703 I 17,650 I 2,805 I 25,400 I SIGNIFICANT EXPENDITURE AND STAFFING CHANGES + 2000-01: Increase in County election fees ($7,795) WOR ACCOMPLISHMENTS - - Formulated a process Conducted a non-problematic General Municipal Election in 1998 MAJOR OBJECTIVES None RELATED COST CENTERS Election ( 1 00 102) D-111 GENERAL GOVERNMENT Y Utilities and Communications Supplies, Materials and Services Minor Cauital ACTIVITY: Human Resources DEPARTMENT: Human Resources 2,898 3,000 3,590 4,655 62,120 79,800 75,755 59,075 5,270 PROGRAM: Administrative Services FUND: General Fund Other Payments Total 267,12 1 ACTIVITY DESCRIPTION I 3 13,290 334,125 330,675 The Human Resources activity is responsible for developing, advising and implementing human resource programs by policies, rules, regulations and legislation; advising staff employees and Council on personnel matters and relations; promoting compliance with existing personnel rules, regulations, policies and legal mandates; overseeing the City's classification and pay program; and, developing and administering the City's employee ding programs. Activity goals are: 1) recruit and retain highly qualified, well-trained and motivated employees; 2) provide responsive and professional service to City employees and the public; and, 3) follow fair and objective personnel practices. This activity has six major elements: Employee recruitment and selection. conduct examinations for hiring employees (25 percent of the activity). Develop creative and innovative recruitment and retention strategies and Administrative services. Coordinate personnel support services to include: processing employment inquirieslvenfications, preemployment and fitness for duty medical examinations, drug testing and personnel actions; performance appraisal management; maintain official personnel files; and develop and maintain official personnel policies and procedures (12 percent of the activity). Benefits administration. Manage the City's benefit programs: health insurance plans, retirement services, employee assistance services, long-term disability insurance, deferred compensation, flexible spending plans and other city 'self- insured benefits (25 percent of the activity). Employer/employee relations. Advise and assist staff in resolving complaints in the work place and interpretation of employment agreements (MOU's, policies, rules, etc.); advise and assist in preparing disciplinary actions; advise and assist negotiating employment, compensation and benefit agreements; conduct and analyze negotiation surveys (25 percent of the activity). Classification and pay. Develop and maintain the City's position classification and pay system; evaluate and determine employee classification and pay for new and existing positions; and, maintain official pay and classification plan (10 percent of the activity). Equal employment opportunity and afFIrmative action. Ensure employment decisions are nondiscriminatory and without artificial barriers to recruitment, examination and promotion practices; develop, maintain and monitor City's affirmative action plan; and respond to Equal Employment Opportunity commission and Department of Fair Employment and Housing complaints of alleged violation (3 percent of the activity). D-112 GENERALGOVERNMENT t Regular Positions: I Human Resources Director I 1 1 1 1 I ACTIVITY: Human Resources DEPARTMENT: Human Resources Administrative Clerk I/II I 1 PROGRAM: Administrative Services m: General Fund 1 1 1 i I 1997-98 I 1998-99 i 1999-00 I 2000-01 1 Total Temporary Positions: Full-time equivalents I I 1 t t STAFFLNGSUMMARY 1 ACTUAL I BUDGETED I BUDGETED IBUDGETEDI 4 4 4 4 .9 .9 .48 0 I Sr. Hu&m Resources Analyst I 1 I 1 I 1 I 1 -1 SIGNJFICANT EXPENDITURE AND STAFFING CHANGES * 1999-00: Consulting services ($20,000 * 2000-01: Hire full time Administrative Clerk ($10.315) (offset by part time savings) MAJOR ACCOMPLISHMENTS t + t Negotiated five-year agreements with General Services, Maintenance & Operators, International Brotherhood of Electrical Workers and United Firefighters of Lodi bargaining units Developed innovative recruitment strategies for non-traditional jobs Implemented operation of JD Edwards Program - Human Resources Module MAJOR ORJECTIVES * 1999-00: * 1999-00: Develop and implement an employee recognition program * 1999-00: Implement City-wide Training Program Conduct negotiations with Police Officers Association and Dispatchers Association bargaining units RE :LATED COST CENTERS Human Resources Administration (1004OO2) D-113 ._ GENERALGOVERNMENT ACTIVITY: City-Wide Training DEPARTMENT: Human Resources PROGRAM: Training & Development FUND: General Fund ACTIVITY DESCRIPTION Employees are the City’s most valuable asset. The City-Wide Training activity is responsible for promoting a quality workforce by providing training and development opportunities for employees to increase productivity, and enhance the overall effectiveness of staff. This activity has one major element: * Employee training and development. Develop programs to promote training of employees (100 percent of the activity). STAFFINGSUMMARY . Staffing support from Human Resources Department SIGNLFICANT EXPENDITURE AND STAFFING CHANGES * 1999-01: Increase city wide training program to ($10,850) MAJOR OBJECTIVES * 1999-00: Train staff and begin management performance evaluation program * 1999-00: Develop and train supervisors on general supeMsory principles * 1999-01: Obtain management training and involvement in development of supervisory academy RELATEDCOSTCENTERS Training - City Wide (100404) D-114 GENERAL GOVERNMENT ACTMTY: Risk Management DEPARTMENT: Human Resources PROGRAM: Administrative Services FUND: General Fund ACTMTY DESCRIPTION The Risk Management activity identifies loss exposures to the City, develops and implements loss control techniques designed to prevent and/or control losses to the City’s resources that can occur from those exposures, and monitors the effectiveness of the selected loss control techniques. Activity goals are: 1) identify exposures to loss; 2) develop and manage proflams to reduce loss frequency and severity; 3) ensure appropriate and adequate risk financing; and 4) obtain recovery or indemnification for losses. The Risk Management activity contains the following components: General Liability: Receive and review all claims against the City; manage claim investigauons and adjustments with the City’s third party administrators and appropriate City srae determine liability and pursue appropriate action; and identify the causes (exposures) of claims to develop appropriate loss prevention and control techniques. (15 percent of the activity) Property Loss: Review all property losses; determine appropriate loss financing; evaluate property exposures and develop appropriate loss prevention and loss control techniques; and obtain indemnification and reimbursements when applicable. (10 percent of the activity) Workers’ Compensation: Receive and review all claims against the City; manage claim investigations and adjustments with the City’s third party administrators and appropriate City staff; determine liability and pursue appropriate action; and identify the causes (exposures) of claims to develop appropriate loss prevention and control techniques. (55 percent of the activity) Injury and Illness Prevention: Chair Executive Safety Committee and manage its activities including the identification and mitigation of all health risks in the workplace, implementation of a safety incentive program, and the review of all injur accidents to assess causes and recommend preventative measures; ensure compliance with all Federal and State OSHk.. regulations; conduct and coordinate training in safe work practices; and conduct health and wellness education and mining. (15 percent of the activity) Risk Financing: Identify and evaluate alternatives for financing accidental losses; select, implement and monitor appropriate retention, transfer financing and contractual risk transfer techniques; participate as a member of the boards of joint powers authorities and risk sharing pools; purchase indemnification agreements; and review, evaluate and approve certificates of insurance as evidence of the transfer of risk financing and contractual risk transfers. (5 percent of the activity) Other Payments I I Total 80,153 I 90,760 128,800 I 125,620 D-115 GENERAL GOVERNMENT Ergonomic training sessions Defensive Driver training sessions WorkDlace violence training sessions ACTIVITY: Risk Management DEPARTMENT: Human Resources 1 1 3 3 0 1 3 3 1 1 3 3 PROGRAM: Administrative Services FUND: General Fund Property loss recoveries SIGNIFICANT EXPENDITURE AND STAFFING CHANGES $17, 15 I $22,121 I $25,439 I $29,255 1999-00: 1999-00: Funding for Injury and Illness Program ($25,000) Funding for property valuation ($7,875) MAJOR ACCOMPLISHMENTS + Reinstated Executive Safety Committee + Began the development of a comprehensive property loss recovery program + Started workplace violence prevention training program MAJOR OWCTIVES * 1999-01: Completion of comprehensive Risk Management program * 1999-01: Revise safety incentive * 1999-01 : * 1999-01: Completion of defensive driver training for employees * 1999-01: Update/revise Injury and Illness Prevention Program (IIPP) * 1999-01: Develop and implement health and wellness education Completion of comprehensive subrogation, loss recovery and expenditure reimbursement program I Executive Safety Committee Meetings I 41 31 71 10 Back iniurv mevention training sessions I 21 21 31 3 RELATED COST CENTERS Risk Management (100403) D-116 GENERAL, GOVERNMENT Supplies, h4aterials and Services Minor CaDital ACTIVITY: Information Systems DEPARTMENT: Administration 85,046 I 20,255 87.445 62,190 3.600 I 2.175 2.100 PROGRAM: Administrative Services FUND: General Fund Network Administrator Total Temporaw Positions: ACTIVITY DESCRIPTION 0 1 1 1 2 3 3 3 The Information Systems activity centers around the Major City Goal: to ‘Enhance Access to Information’. Its main functions are to develop, plan and coordinate the City’s information systems. Information Systems consists of personal computers, local and wide-area networks, Internet and Intranet, computer software, telephone and wireless communications, telecom wiring infrastructure, radio and television. Activity goals include: 1) long-range policies and standards for acquiring, maintaining and replacing equipment and software; and 2) responsive and on-going support and training for computer equipment and software, telephones, and other miscellaneous equipment. This activity has three major elements: * Policies and standards. Develop, implement and manage information system policies and standards, and specifications for computer hardware and software acquisition, maintenance, and replacement (20 percent of the activity). * System support. Provide for on-going maintenance of equipment and training of personnel to ensure full utilization of equipment and software (40 percent of the activity). * Other systems and equipment. Manage, maintain and support the City’s equipment and systems to include telephone system, website, voice-mail, call accounting, radio and wireless communications systems LANWAN systems, and, microcomputer hardware and software (40 percent of the activity). I I 1 t Total I 168,470 I 209,795 1 310.810 I 280,300 I I Information System Manager 1 1 1 1 Information Svstm Coordinator 1 1 1 1 SIGNIFICANT EXPENDITURE AND STAFFING CHANGES * 1999-01 Web Page development services ($5,000) * 1999-01 Consulting services ($15,000) 199941 Purchase 1 lap top computer each year ($3,000) 1999-01 Purchase help desk software ($6,000) 1999-01 WAN internet service provider funding ($9,600) * 2000-01 Hire part time intern ($8,320) D-117 GENERAL GOW-NT ACTIVITY: Information Systems DEPARTMENT: Administration PROGRAM: Administrative Services FUND: General Fund MAJOR ACCOMPLISHMENTS + Coordinated the Wide Area Network design and funding + Implemented the Highway Advisory Radio t implemented the FileMagic Document Imaging System for the City Clerk t Assisted Community Development with the migration to Sierra Permits t Formed the internal Y2K Committee to address the Y2K issues + Assisted Electric Utilities and Public Works in their migration from Netware to NT Server + Standardized the City’s Server and Desktop Operating Systems and Office Suites + Prepared the Wireless Radio Inventory + City-wide implementation of Norton Anti-Virus + Assisted the Police Department with their LAN implementation and Data91 1 CAD implementation t Assisted Electric Utility in their migration from R-Base (non-Y2K) to Accedss97 MAJOR OBJECTIVES * 1999-00 Implement ORCOM Utility Billing/CIS system * 1999-00 Implement the Wide Area3Network and City-wide Internet access * 1999-00 Complete Y2K readiness * 1999-00 implement a Support Help Desk * 1999-00 Develop and implement a City-wide computer training program * 2000-01 * 2000-01 Work with local colleges to develop a program to prepare students for the Infoxmation Systems field Implement Phases 3.4 and 5 of the JD Edwards Financial Accounting System 1. Number of end users trained 0 32 150 200 RELATED COST CENTERS Information Systems (1004 1 1) D-118 GENERAL GOVERNMENT " Utilities and Communications 87 1,300 100 100 Supplies, Materials and Services 102,125 116,485 172,585 172,585 Minor Capital 596 Other Payments Total 347,753 424,385 481,570 483,720 c ACTIVITY: Information Systems/Data Processing PROGRAM: Administrative Services DEPARTMENT: Administration FUND: General Fund ACTIVITY DESCRIPTION The Information Systems/Data Processing activity provides centralized data processing and information access services and support for City Departments; provides advice and assistance to staff on the use, application and operation of central computer systems; advises and assists staff in the utilization of applications and/or purchase of "canned" programs and applications: and, maintains and operates the City's computer mainframe. Activity goals are: 1) provide efficient, effective and responsive service; 2) maintain current programs and applications at levels necessary to conduct operations; 3) assist staff in improving productivity through data processing and information service; and 4) maintain operations 24 hours per day. This activity has six major elements: Leadership and administration. Plan, organize, coordinate and review the City's data processing and information services and operations; establish rules, procedures and polices to provide for day-today conduct of data processing operations; advise and assist the Information Manager and staff on data processing policies and procedures; foster and promote a positive and efficient workplace; recognize and reward excellent performance; and make decisions (10 percent of the activity). Operations. Maintain and operate system applications (payroll, Accounting, etc.) in support of City departments; maintain and operate general support applications (word processing, spreadsheet, etc.) in support of City departments; and, maintain and operate peripheral equipment (25 percent of the activity). System maintenance. Maintain central computers: provide backup and recovery support; repair and replace defective equipment; monitor and analyze uses of storage and operating capacity; and, recommend and advise on expanding hardware and software capacity (15 percent of the activity). Application maintenance. applications; and, assist and advise users with changing application technology (15 percent of the activity). Correct, adjust and update defective applications; advise and assist users to update User support. Advise and assist users in assessing needs, applications and equipment requirements: provide other general support services; and, assist in identifying efficiency measures which can be achieved through a central computer service (20 percent of the activity). Software development. Enhance, design and implement systems and programs to meet user needs (15 percent of the activity). D-119 GENERAL GOVERNMENT Temporary Positions: Contract Programmer Full-time equivalents ACTMTY: DEPARTMENT: 1 1 1 1 0 0 0 0 Information Systems/Data Processing PROGRAM: Administrative Services Administration FUND: General Fund SIGNIFICANT EXPENDITURE AND STAFFING CHANGES None MAJOR ACCOMPLISHMENTS + Upgraded from on outdated AS/400 CISC computer to a modem AS/400 RISC computer + Implemented a Y2K compliant JD Edwards General Accounting software product + Implemented a Y2K compliant JD Edwards Accounts Payables software product + Implemented a Y2K compliant JD Edwards Payroll software product + Implemented initial modules of a JD Edwards Human Resources software product MAJOR OBJECTIVES * 1999-01 : * 1999-01: * 199941: * 1999-01: Complete Orcom Enterprise Customer Information utility billing system Complete the implementation of the remaining JD Edwards Human Resources software product Implement Phases 3,4 and 5 of the JD Edwards Financial Accounting System Assist in the implementation of a City-wide network for E-mail, exchange and database access RELATED COST CENTERS Information SystemslData Processing (100412) D-120 GENERAL GOVERNMENT Parking Enforcement Assistant Support Services Supervisor Total ACTIVITY: Finance Administration DEPARTMENT: Finance 1 1 1 1 1 1 1 1 3 3 3 3 PROGRAM: Administrative Services m: General Fund Temporary Positions: Full-time equivalents Total ACTIVITY DESCRIPTION .5 .6 .6 .6 .5 .6 .6 .6 The Finance Administration activity provides financial and other support services to include: financial planning; accounting; cashier services; investment; billing and tax administration; utility meter reading; parking enforcement; mail processing. purchasing, and collection services. Activity goals include: 1) efficient, effective and responsive service: 2) accurate and timely reporting; and 3) protection of the City's assets from unauthorized use. This activity has four major elements: Leadership and administration. Plan, organize, coordinate and review services and activities of the Department; establish rules, procedures and polices to provide for day-to-day conduct of services, staff training and personnel management in accordance with City policies; foster and promote a positive and efficient work place; recognize and reward excellent performance; and, make decisions (10 percent of the activity). Accounting and financial planning. Coordinate preparation of the City's financial plan and budget; provide accounting services and financial reports; and, review, analyze and evaluate financial procedures for accuracy and completeness; and, guide and direct preparation of financial reports, studies and plans (30 percent of the activity). Revenue management. administer debt financing; and, develop cost recovery programs (30 percent of the activity). Provide billing and collection services; oversee investment of City funds; manage and Support services. Provide administrative support services to include: administrative; collection; purchasing; meter reading; parking enforcement: mail and distribution; and, other services authorized by the City Manager and Council (30 percent of the activity). D-121 GENERAL GOVERNMENT ACTIVITY: Finance Administration DEPARTMENT: Finance PROGRAM: Administrative Services m: General Fund SIGNIFICANT EXPENDITURE AND STAFFING CHANGES 0 Transfer sales tax consultant professional services to Special Payments account for accounting consistency MAJOR ACCOMPLISHMENTS 0 Assisted Electric Utility in implementation of new business discount program Enforced parking regulations to ensure maximum use of available parking in Downtown area MAJOR OBJECTIVES * 1999-01: * 1999-01: Provide parking regulation information to the public * 1999-01 Work to reduce delinquent accounts & return checks Assist in implementation and training on new ORCOM software program for delinquent accounts RELATED COST CENTERS Finance Administration (100501) D-122 ACTIVITY: Accounting Services DEPARTMENT: Finance PROGRAM: Administrative Services FUND: General Fund ACTIVITY DESCRIPTION The Accounting Services activity maintains and controls the City's financial records and books of original entry; prepares, analyzes and publishes financial reports; records debt obligations; maintains cost accounting systems and fixed asset records; prepares payroll and associated reports; and, pays invoices for purchases made by City. Activity goals are: 1) maintain accurate and complete records; 2) provide timely and accurate financial reports; 3) provide quality service to employees and City customers; and, 4) protect the financial integrity of the City. This activity has five major elements: Leadership and administration. Plan, organize, coordinate and review the City's accounting operations and services; establish rules, procedures and polices to provide for day-today conduct of accounting operations; advise and assist the Finance Director and staff on accounting policies and procedures; foster and promote a positive and efficient work place; recognize and reward excellent performance; and make decisions (10 percent of the activity). Accounting and reporting. Collect, organize, process, analyze and classify the City's financial transactions for preparation of interim and annual financial reports; distribute reports and respond to inquiries; maintain books of original entry and other financial records; and, conduct financial analysis studies (30 percent of the activity). Conduct annual audit. Assist City auditors in conducting the annual audit; prepare and distribute the City's annual financial reports, single audit report and management letter; and, prepare the City's response to recommendations made by the auditors (15 percent of the activity). Budget preparation and management. Advise and assist in preparing the City's financial plan and budget; develop budget policies and prepare projections, analysis, and source data; prepare and publish the City's financial plan and budget; and, assist staff with budget preparation (15 percent of the activity). Accounting services. Provide payroll and accounts payable services; prepare and distribute reports; and, respond to employee and customer inquiries as required (30 percent of the activity). D-123 GENERAL GOVERNMENT Accounting Manager Accountant Accounting Technician ACTIVITY: DEPARTMENT: 1 1 1 1 1 2 2 2 2 2 2 2 Accounting Services Finance - Account Clerk 3 Total I 7 PROGRAM: Administrative Services m: General Fund 3 I 3 3 8 8 8 Temporary Positions: Full-time equivalents I I .5 .5 .5 .5 SIGNIFICANT EXPENDITURE AND STAFFING CHANGES None MAJOR ACCOMPLISHMENTS Conversion of JD Edwards Financial systems Received clean audit during the most intense part of implementation to a new software system Received the California Municipal Finance meen and the Government Finance meen Association awards for excellence in financial reporting for the 5" year MAJOR OBJECTIVES * 1999-01 * 1999-01: Rollout the new financial systems City-wide * 1999-01: * 1999-01: * 1999-01: Migrate financial data into the IDE One World client server environment Proceed with the phases 3, 4, and 5 of the JDE project that includes Purchasing, Fixed Assets and Job Cost modules Redefine financial reports to meet the needs of the departments Expand the direct deposit of payroll utilizing the ACH process RELATED COST CENTERS Finance Accounting (100503) D-124 GENERAL GOVERNMENT ACTIVITY: Revenue Services DEPARTMENT: Finance PROGRAM: Administrative Services m: General Fund ACTIVITY DESCIUF'TION The Revenue Services activity collects, protects and invests the City's funds; maintains liaison with the City's designated depositories (banks); advises 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) provide timely, efficient and accurate service to staff and customers; 2) ensure maximum return on the City's invested fimds; 3) protect City funds from unauthorized use, diversion or theft; and, promote positive customer relations. This activity has six major elements: Leadership and administration. Plan, organize, coordinate and review the City's billing, collection and fund control operations; establish rules, procedures and polices to provide for day to day conduct of revenue operations; advise and assist Finance Director and staff on revenue policies and procedures; 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 investmea' policies; and, prepare the City's monthly investment report. (10 percent of the adivity). 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 mid-year adjustments; and prepare cash flow projections (5 percent of the activity). D-125 GENERAL GOVERNMENT Temporary Positions: Full-time equivalents ACTIVITY: Revenue Services DEPARTMENT: Finance 2.5 3.5 1.5 1.5 PROGRAM: Administrative Services FUND: General Fund SIGMFICANT EXI'ENDITURE AND STAFFING CHANGES * 1999-01: Hire 2 full time Account Clerks ($17,605) (offset by part time savings) MAJOR ACCOMPLISHMENTS 0 0 Re-write the animal license ordinance to allow for anniversary and multiple year renewals Received the Municipal Treasurers Association award for Excellence for Investment Policy for 20d year Started the implementation of the ORCOM customer service system for utility billing MAJOR OBJECTIVES * 1999-01 * 1999-01: Complete implementation of ORCOM CIS * 1999-01: implement update to the telephone system to ailow computerized answers to repetitive questions Complete cross training of all staff for better efficiency RELATJ3D COST CENTERS Finance Revenue Division (lOO505) D-126 GENERAL GOVERNMENT Other Payments Total ACTIVITY: Purchasing DEPARTMENT: Finance 254,545 256,495 263,430 26 1,990 PROGRAM: Administrative Services m: General Fund Purchasing officer I 1 ACTMTY DESCRIPTION 1 1 1 The Purchasing activity provides centralized purchasing and procurement services; centralized inventory management and distribution services; centralized disposal of surplus equipment, supplies and material; and maintains lists of BUDGETED suppliers, vendors and contractors. Activity goals are: 1) obtain the best value for supplies, material and equipment purchased by the City; 2) maintain essential levels of common supplies, materials and forms needed to conduct day-to-day City operations; and, 3) provide efficient, effective and responsive service to staff, vendors and suppliers. This activity has four major elements: Storekeeper Leadership and administration. Plan, organize, coordinate and review the City's purchasing services and operations; establish rules, procedures and polices to provide for day to day conduct of purchasing operations; advise and assist the Finance Director and staff on purchasing policies and procedures; foster and promote a positive and efficient work place; recognize and reward excellent performance; and make decisions (5 percent of the activity). 1 I 1 1 1 Purchasing services. Obtain product and pricing information; identify sources of supply; write and assist in writing specifications; negotiate, obtain bids and purchase supplies and equipment; process purchase orders and invoices; obtain and maintain waxTa.nty/maintenance information; and resolve problems (a0 percent of the activity). Temporary Positions: Inventory services. Maintain and manage $1.5 million inventory of equipment, elecmd supplies and common office supplies and forms and janitorial supplies; distribute and deliver supplies, materials and supplies to departments: and, inspect supplies, materials and forms for conformance with City's specifications. (30 percent of the activity). I Disposal services. Dispose of surplus material and equipment as required (5 percent of the activity). I Regular Positions: I I I I I ~ StorekewerlBuyer I 1 I 1 I 1 I 1 I D-127 GENERALGOVERNMENT ACTMTY: Purchasing DEPARTMENT: Finance PROGRAM: Administrative Services FUND: General Fund SIGNIFICANT EXPENDITURE AND STAFFING CHANGES None MAJOR ACCOMPLISHMENTS 0 0 0 Developed and submitted a revised and updated Lodi City Code Purchasing system (Chapter 3.20) Implemented an on-line ordering of supplies through Office Depot and Micron Electronics Implemented purchases under CMAS contract - savings in excess of $12,000 MkTOR OBJECTIVES * 1999-00: * 2000-01: Utilize City web site to 1) post bids and requests for quotations; 2) make available “Bid List Applications” and 3) disseminate information related to the City’s purchasing function Implement bar code system for identification of materials and supplies RELATED COST CENTERS Finance Purchasing (100502) D-128 GENERAL GOVERNMENT Other Payments Total ACTIVITY: Field Services DEPARTMENT: Finance I 309,179 3 16,745 333.900 I 343,975 PROGRAM: Organization Support Services m: General Fund ACTIVITY DESCRIPTION The Field Services activity schedules, collects the read data and reports electric and water consumption on metered customers: connects and disconnects authorized customers to City utilities; issues final and 48-hour notices to delinquent customers; disconnects customers for non-payment, returned check or those not meeting utility service requirements; identifies and assists the Electric Utility Department to investigate unauthorized or illegal use of City utilities; assists customers with complaints and requests; assists in residential customer field energy audits, serves as representative to the Fleet Committee, and the City Code Action Team, and, maintains active file of terminated customers for Finance and Utility Department use. Activity goals are: 1) provide timely and accurate meter reads; 2) resolve or collect delinquent accounts within 60 days; and, 3) provide efficient, effective and responsive services. This activity has four major elements: * Leadership and administration. Plan, organize, coordinate and review the City's field service operations; establish rules, procedures and polices to provide for day-to-day conduct of employees; advise and assist the Finance Director and staff on utility policies and procedures; assist in the preparation of the budget for the Field Services Unit; assist with and perform a variety of personnel actions including selections, promotions, performance evaluations, disciplinary measures and dismissals; attend weekly Executive Meetings; oversee and schedule vehicles for service; verify and sign payroll forms; approve vacation schedule; pick up gasoline usage tags; plan and conduct monthly Safety Section meetings; take postage meter to Post Office; interact effectively and courteously with the public; foster and promote a positive and efficient work place; recognize and reward excellent performance; and make decisions (15 percent of the activity). * Data reading and collection. Collect and report readings from metered customers (40 percent of the activity). * Service connections and collections. Connect and disconnect services for authorized customers; issue final notices to delinquent customers; disconnect unauthorized customers; maintain list of terminated customers for Finance and Utility Department use; fill out daily work report; check sealed accounts, and perfonn related duties as required (30 percent of the activity). * Customer services. Assist and advise customers with complaints or requests for information. Maintain meter routes; assign new accounts: and, work closely with Billing and Collection staff (15 percent of the activity). D-129 GENERALGOVERNMENT Delinquent Accounts per month ACTMTY: DEPARTMENT: 2,200 I 2,000 I 2,100 I 2,200 Field Services Finance Accounts read PROGRARl: Organization Support Services FUND: General Fund 24.800 1 25.100 I 25.600 I 26.200 SIGNIFICANT EXPENDITURE AND STAFFING CHANGES * 1999-01: Purchase cellular phones ($1,630) MAJOR ACCOMPLISHMENTS Established a0 energy theft procedure Set up improved training for new division employees Established a tentative City-wide reroute Decreased the amount of account re-reads Assisted in implementation of a residential customer field energy audit program MAJOR OBJECTIVES * 1999-01 Eliminate hand-writing of 48-hour notices * 1999-01 Implement the City-wide re-route of all accounts * 1999-01 Further reduce the number of account re-reads * 1999-01 * 1999-01 Implement and train on the new ITRON meter reading system Assist and train on the new ORCOM customer service system 1 220 I 200 I 180 I 160 1 ~~ I Meters-re-read ner month RELATED COST CENTERS Finance Field Services (100507) D-130 GENERAL GOVERNMENT L Supplies, Materials and Services 220,509 221,325 278,085 267,770 Work for Others 5,540 5,540 6,000 6,000 Minor Capital 3.940 2,OOo 5,300 Other Payments Total 390,088 392,970 463,600 460,2 10 ACTIVITY: Facilities Services DEPARTMENT: Public Works PROGRAM: Organization Support Services FUND: General Fund ACTIVITY DESCRIPTION The Facilities Services activity provides for the maintenance of City buildings except for Parks and Recreation and Hutchins Street Square facilities, and administers some construction projects, primarily for building remodels and renovationdaddition. City Hall Public Safety Building Fire Administration Offices Municipal Service Center Library Facilities Services Shop/Office Multimodal Station Main Street Fire Station (Storage) 18,500 sq. ft. Carnegie Forum 10,400 sq. ft. 2,700 sq. fi. Fire Station #2 6,200 sq. ft. 30,750 sq. ft. Transit & Storage Building 3,200 sq. ft. 2,300 sq. fi. Animal Shelter 4.100 sq. ft. 4,000 sq. ft. New Shanghai Building 7,130 sq. ft. 3,940 sq.ft. 40,100 sq. fi. City Hall Annex 7,400 sq. ft. 55,800 sq. ft. Fire Station #3 5,300 sq. ft. TOTAL SQUARE FEET SERVED: 201,820 Activity goals are to providel) maximum building service life; 2) productive work environment: 3) safe and energy efficient buildings; and 4) a positive image for the City. This activity has three major elements: * Administration. Provide overall direction, supervision and planning (12 percent of the activity) * Maintenance and remodeling. Perform general and preventive maintenance, carpentry, painting, plumbing, electrical and mechanical repairs and improvements (SO percent of the activity). * Contract administration. Coordinate and manage contracts for janitorial and other maintenance services, remodel and repair projects and provide contract administration on minor and major remodel and construction projects including all phases from planning to project construction (8 percent of the activity). I- 1 1-7-98 1- 1%99 I 1999-00.- -'I 2000-01- ACXWN COSTS ACTUAL I BUDGETED I BUDGETED -- f 'BUDGETED staffing I 157,554 I 164,645 I 175,875 I 179,355 Utilities and Communications 2,545 I 1.460 I 1.640 I 1,785 D-131 GENERAL GOVERNMENT - Senior Facilities Services Worker 1 Facilities Services Worker 0 Building Services Worker 2 Total 3.5 Full-time equivalents .25 Temporary Positions: ACTIVITY: Facilities Services DEPARTMENT: Public Works 1 1 1 2 2 2 0 0 0 3.5 3.5 3.5 .25 -0- -0- PROGRAM: Organization Support Services FUND: General Fund Square feet of buildings maintained Program cost/square foot of buildings maintained Regular Positions: I I I I Fleet & Facilities Manager .5 .5 .5 .5 186,750 186,750 201,820 201,820 2.09 2.10 2.34 2.28 ~~ SIGNIFICANT EXPENDITURE REQUEST None MAJOR ACCOMPLISHMENTS * * * * Remodel of Hutchins Street Square Conference and Performing Arts Center. Completed rekeying of all City facilities. Completed City-wide roof surveys, evaluations, and replacement master plan. Started master planning for Public Safety Building expansion and remodel. MAJOR 1999-2001 ORJECTIVES * 1999-2001: * 1999-2001: * 1999-2001: * 1999-2001: * 1999-2001: * 1999-2001: Restructure I Reclassification of Facilities Services Staff Provide contract administration on major and minor remodel and construction projects Select & install a preventive maintenance and work order software program Develop and implement City-wide HVAC preventive maintenance program Continue to develop & implement plan for CFC conversions in all HVAC systems Complete and implement master plan for Public Safety Building remodel t WORK LOAD INDICATORS ~ 1 1997-98 I 199899 1 1999-00 I uHH)-o1 I RELATED COST CENTERS City Facilities Services (Building Maintenance) (10351 1) D-132 GENERAL GOVERNMENT ACTIVITY: DEPARTMENT: Public Works Fleet Services and Motor Pool PROGRAM: Organization Support Services m: General Fund ~~~~ ~ ACTIVITY DESCRIPTION The Fleet Services activity provides maintenance, repair and operation of City vehicles and equipment (except mowers and scooters in the Parks Department). Activity goals are 1) safe and reliable City vehicles and equipment; 2) maximum service life: and 3) a positive image for the City. This activity has six major elements: Administration. Direct, supervise, and plan fleet services activities; provide clerical and administrative support; establish shop rules and procedures; train and develop staff; promote and foster a positive and efficient work place: and maintain shop materials and supplies (23 percent of the activity). Repairs. Repair malfunctions and overhaul engines and transmissions (20 percent of the activity). Preventive maintenance. Schedule, inspect and service vehicles, heavy equipment and other equipment (20 percent of the activity). Vehicle support operations. Purchase and provide parts, tires, gas and oil for vehicles and equipment. Coordinate administration of purchasing and disposition of vehicles and equipment, and oversee fleet policies and procedures, including Fleet Management Committees (30 percent of the activity). Fabrication and repair. percent of the activity). Fabricate parts and equipment; and, perform welding and machine work as needed (5 Motor pool operations. Provide and maintain a pool of vehicles and equipment for use by staff in conducting City business as needed (2 percent of the activity). D-133 GENERAL GOVERMMENT Regular Positions: Administrative Clerk IAI Fleet & Facilities Manager Fleet Services Supervisor Parts Clerk ACTMTY: DEPARTMENT: Public Works Fleet Services and Motor Pool 1 1 1 1 .5 .5 .5 .5 1 1 1 1 0 0 1 1 PROGRAM: Organization Support Services FUNI): General Fund Lead Equipment Mechanic Heavy Equipment Mechanic Equipment Service Worker Welder/Mechanic Total 1 1 1 1 5 5 5 5 1 1 1 1 1 1 1 1 10.5 10.5 10.5 10.5 Temporary Positions: Full-time equivalents .75 .75 0 0 SIGNLFICANT EXPENDITURE AND STAFFING CHANGES * 1999-2001: Hire Parts Clerk ($14,845) (offset by part time savings) MAJOR ACCOMPLISHMENTS * * * * * * Adjusted second shift equipment shop schedule to 4-10 Plan. Evaluated equipment maintenance staffing levels. Completed Fleet Policies and Procedures Manual for City-wide use. Provided maintenance support for City's growing Grape-Line transit system. Added Mitchell-on-Demand computerized parts & service system. Added servicing and repair of Fire Department's heavy equipment & vehicles. MAJOR 1999-2001 OBJEXTIVES * * 1999-2001: Complete the following minor capital maintenance projects: Upgrade and renovation of washdown system Modify shop for CNG work (alarms, venting, etc.) Re-roof Equipment Maintenance Shop 1999-2001: Complete the installation of a compressed natural gas (CNG) station * * 1999-2001: Plan shop expansion along with MSC expansion * * * 1999-2001: Implement Windows based version of computerized equipment management system 1999-2001 : huchasefiease Alternative Fueled VehiclesEquipment and install electric charging site(s) 1999-2001: Expand vehicle motor pool and add vehicles that are alternatively fueled 1999-2001: Install and implement fuel card systems at the Public Safety Building and the MSC Smog certifications 97 112 I 101 I 112 Serviceslsafetv checksltune-uDs I 985 1.205 1.280 1.280 I RELATED COST CENTERS Fleet Services and Motor Pool (105561) D-134 ACTIVITY: General Support DEPARTMENT: Administration PROGRAM: Non-Departmental Services FUND: General Fund ACTIVITY DESCRIPTION The General Support activity programs and administers indirect costs not easily charged to operating activities or projects. The activity goal is to establish cost effective budgeting and accounting for indirect costs. This activity has eight major elements: City memberships. Fund for the cost of memberships in organizations which represent, assist, provide training and promote the interests of the City as a whole Audit services. Fund for the cost of the City's annual and interim audits by outside auditors Sales Tax Consultant. Fund for the cost of the City's quarterly information on sales tax. Property tax administration. Fund County's charges for tax administration (assessment, collection and payment) Telephone services. Fund and plan for local and long distance telephone services Sister city relations. Fund the City's share of activities sponsored by the Sister City Committee STAFFING SUMMARY None. Staffing provided through Administration and Finance SIGNIFICANT EXPENDITURE AND STAFFING CHANGES None RELATED COST CENTERS Sister City (100204) Special Payments Administration (100205) Photocopy Charges (100241) Telephone Charges (100242) D-135 GENERAL GOVERNMENT Minor Capital Other Payments Total Net Cost Internal Revenues ACTIVITY: Workers’ Compensation PROGRAM: Non-Departmental Services DEPARTMENT: Human Resources FUND: Self-Insurance Fund 747,154 332,000 640,375 659,585 841,433 827,435 742,225 763,960 -841,433 -827,445 -742,225 -763,960 0 0 0 0 ACTIVITY DESCRIPTION The Workers’ Compensation activity manages claims due to industrially caused injuries and illnesses. This activity ensures appropriate claims adjustment and settlement, and ensures appropriate risk financing through the maintenance of a reserve fund from which to pay retained losses, and participation in a joint powers authority insurance pool for losses in excess of the retention. Activity goals are to: 1) restore injured workers to full and productive capacity as possible; 2) ensure the rights of injured workers are protected in accordance with applicable State and Federal laws; 3) administer claims in a manner which minimizes costs and disruption for both the employee and the City; and 4) ensure appropriate funding for the self-insured retention and participation in the management of the insurance pool for losses in excess of the retention. This activity has the following two major components: Claims Administration: Claims are adjusted by a third party administrator (PA) under the direction of the Risk Manager. (90 percent of the activity) Excess Insurance: The City is a member of an insurance pool called the Local Agency Workers’ Compensation Excess Joint Powers Authority (LAWCX). LAWCX provides $4.75 million of coverage in excess of the City’s self-insured retention (SIR) of $250,000. (10 percent of the activity) Utilities and Communications Supplies, Materials and Services 94,279 495,445 101,850 104,375 STAFFING SUMMARY Staffing by Risk Manager with Human Resources clerical support. MAJOR ACCOMPLISHMENTS Refinement of departmental reporting procedures to Risk Management. Change in claims administration contract to a new third party administrator. MAJOR OB.ECTNES - 1999-00 Development of a Workers’ Compensation policy and procedure. 1999-00 1999-01 2000-01 Develop and maintain effective working relationships with local medical providers. Reduce the cost of claims through increased cost control efforts (e.g. temporary modified duty, utilization review, and medical case management). Actuarial study to assess the City’s financial position (i.e. adequacy of the Workers’ Compensation reserve) relative to its loss experience. D-136 GENERAL GOVERNMENT WORKLOAD INDICATORS Number of claims administered Training sessions for department coordinators and supervisors Participate in the management of LAWCX by attending the 2 scheduled meetings of the Board of Directors. Ouarterlv remm to Demrtment Heads ACTIVITY: DEPARTMENT: 1997-98 1998-99 1999-2000 2000-0 1 230 229 225 228 1 1 4 4 2 2 2 2 0 2 4 4 Workers’ Compensation Human Resources PROGRAM: FUND: Non-Departmental Services Self-Insurance Fund RELATED COST CENTERS . Workers’ Compensation claims (3 10202) D-137 GENERAL GOVERNMENT ACTMTY: General Liability PROGRAM: Non-Departmental Services DEPARTMENT: Human Resources FUND: Self-Insurance Fund ACTMTY DESCRIPTION The General Liability activity performs adjustment and settlement of claims filed against the City by third parties who have sustained losses to person and/or property. The activity also ensures appropriate risk financing through the maintenance of a reseme fund from which to pay retained losses, participation in a joint powers authority liability insurance pool for losses in excess of the retention, and participation in another joint powers authority insurance pool for liability and physical damage coverage relative to the City’s transit operations. Activity goals are to: 1) efficiently administer claims; 3) evaluate the duses of claims and take appropriate preventative and loss reduction measures; and 3) protect the City’s financial resources by ensuring appropriate funding for retained losses, and through the transfer of risk financing. This activity has the following three major components: Claims Administration: Claims are adjusted by a third party administrator under the direction of the Risk Manager. (60 percent of the activity) Excess Insurance: The City is a member of a liability insurance pool called the California Joint Powers Risk Management Authority (CJPRMA). CJPRMA provides $9.5 million of coverage in excess of the City’s self-insured retention (SIR) of $500,000. (20 percent of the activity) Transit Insurance: The City is a member of a liability and property damage insurance pool called the California Transit Insurance Pool (CalTIP). Through CalTIP, the City has $10 million in liability first dollar coverage, and has physical damage coverage for the value of the vehicle with $500 and $5,000 deductibles depending upon the vehicle. Funding for transit insurance comes from Federal Transit Authority grants. (20 percent of the activity) Utilities and Communications Supplies, Materials and Services 217,237 3 18,950 23 1,300 238,240 Minor Capital Other Payments 177,320 420,000 144,805 149,150 Total 394.557 738.950 376.105 387.390 STAFFING SUMMARY Staffing by Risk Manager with Human Resources clerical support. SIGNIFICANT EXPENDITURE AND STAFFING CHANGES None MAJOR ACCOMPLISHMENTS In conjunction with the Information Systems Manager, analyzed Y2K e.qosures and alternatives for dealing with those exposures; began developing loss control techniques. Improvements to the filing and tracking of certificates of insurance. Conducted an RFf process and renewed contracted services of a Third Party Administrator. Implemented customer service approach to claimants and potential claimants to reduce claim severity. D-138 GENERAL GOVERNMENT WORKLOAD INDICATORS 1997-98 Number of claims administered 84 Participate in the management of CJPRMA by 5 attending the 6 scheduled meetings of the Board of Directors. attending the 4 scheduled meetings of the Board of Directors. Certificates of Insurance (# processed) Participate in the management of Calm by 3 43 9 ACTIVITY: General Liability PROGRAM: Non-Departmental Services DEPARTMENT: Human Resources FUND: Self-Insurance Fund 1998-99 1999-2000 2000-0 1 83 83 84 6 6 6 4 4 4 46 1 450 450 MAJOR OBJECTIVES 0 1999-00 Implement and monitor loss controls for Y2K exposures. 1999-00 0 2000-01 Administer property claims in-house. 0 2000-01 Updatehevise risk financing transfer and contractual risk transfer requirements. Actuarial study to assess the City’s financial position (i.e. adequacy of the General Liability reserve) relative to loss experience. RELATED COST CENTERS General Liability (300202) 0-139 GENERAL GOVERNMENT Suppfies, Materials and Services Minor Capital Other Payments Total ACTMTY: Other Insurance PROGRAM: Non-Departmental Services DEPARTMENT: Human Resources m: Self-Insurance Fund ~~ 41,839 42,000 45,375 46,575 41,839 42,000 45,375 46,575 ACTIVITY DESCRIPTION The Other Insurance activity transfers the financing for accidental losses to real and personal City property. The activity goal is to ensure adequate and appropriate funding for these losses. Lines of coverage include the following: Property insurance: Up to $300 million coverage from losses to buildings, their contents and property in the open. ($17,500) Boiler and Machinery insurance: Up to $5 million in coverage from losses to HVAC systems, pumps and machinery for water distribution and wastewater collectiodtreatment (including White Slough), and electrical substations and transformers. ($22,875) Marine vessel insurance: Coverage for property losses to the boats and trailers used in the Camera Safari. ($2,000) Special Event insurance: Up to $10 million in liability and property insurance purchased for special events involving the use of City facilities, or conducted on City property and/or public right-of-ways. (reimbursed by sponsor) Faithful Performance bond: Protects the City from malfeasance by designated employees. ($3,000) staffing I I I Utilities and Communications STAFFING SUMMARY This activity is staffed by the Risk Manager and Human Resources clerical support. SIGNIFICANT EXPENDITURE AND STAFFING CHANGES 0 Addition of property insurance for the Camera Safari. MAJOR ACCOMPLISHMENTS In conjunction with the Public Works and Fire Departments, worked towards securing fire detection and suppression for the AS400. Secured an exemption endorsement to CJPRMA’s Memorandum of Coverage watercraft exclusion, providing liability coverage for the Camera Safari. D-140 GENERAL GOVERNMENT Post-loss objectives reviewed/developed I 2 I 2 I 4 ACTMTY: Other Insurance PROGRAM: Non-Departmental Services DEPARTMENT: Human Resources FUND: Self-Insurance Fund 4 MAJOR OBJECTIVES (# of exposures) Valuation of buildings, contents and property in 1999-00 9 1999-00 9 1999-00 1999-01 1999-01 1999-01 Valuate buildings, contents and propeny in the open by a professional property valuation consultant. Evaluate current lines of coverage and policy exclusions, and secure appropriate policy endorsements or alternative policies to ensure that all relevant perils and exposures to loss are covered. Obtain Auto Property Damage insurance coverage from losses sustained to higher valued vehicles and equipment. Identify property loss exposures and their corresponding loss controls. Evaluate existing loss prevention techniques for their effectiveness, and modify as appropriate. Identify and develop post-loss objectives (e.g. emergency contingency planning) to minimize the severity of an accidental property loss and its impact on related operations. 2 2 2 2 RELATED COST CENTERS (301201) D-141 GENERAL GOVERNMENT ACTIVITY: Benefits Administration DEPARTMENT: Human Resources PROGRAM: Non-Departmental Services m: Benefits Fund ACTMTY DESCRIPTION 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 fourteen major elements: + * * * * * * * * 0 * * * * Benefits Administration. Fund cost of administration of the benefits programs. ($49,250) Medical care. Program and fund medical care benefits for employees ($1,581,625) (Payroll charge). Retiree's medical insurance. employees). Fund the cost of medical insurance for retirees ($312,000) (CAP number of Medical co-pay reimbursement. Fund the cost of compensating married employees for Using one medical/dental insurance plan ($1,500) (CAP number of participants by Fund). Dental insurance. Fund the cost of dental insurance for employees and dependents and administrative fees ($293,075) (Payroll charge). Vision care. Fund employee benefit for cost of vision ($77,165) (Payroll charge). Chiropractic care. Fund cost of chiropractic we for employees enrolled under the City's medical insurance plan ($38,720) (Payroll charge). Employee assistance program. Fund employee benefit for cost of counseling services ($10,800) (CAP number of employees). Life insurance. Fund the cost of life insurance for employees and spouses with the exception of police and fire in amounts from $lO,OOO to $150,000 ($30,050) (Payroll charge). Accidental death insurance. Fund cost of accidental death insurance for management, mid-management, general service and police officers in the amount of $25,000 ($10,915) (Payroll charge). Unemployment insurance. Fund claims against the City under a self-insurance program for unemployment claims paid ($46,475) (Payroll charge). Long term disability. Fund cost of disability payments made to employees except police and fire; pays up to 2/3 rds of salary loss ($llO,OOO) (Payroll charge). Employee recognition program. Fund cost of service awards, gifts and annual her he ($14,700) (CAP number of employees). Flexible spending accounts. Fund administrative fees for pre-tax costs of dependent care, out of pocket costs of medical/dental expenses and insurance premiums of employees ($2,400) (CAP number of employees). D-142 GENERAL GOVERNMENT Utilities and Communications Supplies, Materials and Services Minor CaDital ACTIVITY: Benefit Administration DEPARTMENT: Human Resources 2,185.817 2,260,680 2,368,035 2,382,405 PROGRAM: Non-Departmental Services FUND: Benefits Fund Other Payments Total 189,112 1 164,390 2 10,640 2 14,580 2,374,929 I 2,425,070 2,578,675 2,596,985 ’ WORKLOAD INDICATORS Number of enrollees in all benefits programs STAFFING SUMMARY 2000-01 1997-98 1998-99 1999-2000 7,332 7,328 7,440 7,550 Staffing support provided by Human Resources Department SIGNlFICANT EXPENDITURE AND STAFFING CHANGES None MAJOR OBJECTIVES 1999-00: Develop cafeteria benefits program 1999-00: Develop expenditure forecasting mechanism with Benefits Administrator RELATED COST CENTERS Benefits Administration (270201) Medical Care (270204) Retirees Medical (270205) Medical Co-Pay Reimbursement (270206) Dental Insurance (270207) Vision Care (270208) Chiropractic Expense (270209) Employee Assistance Program (270210) Life Insurance (27021 1) Accidental Death Insurance (270212) Unemployment Insurance (270213) Long Term Disability (270212) Employee Recognition Program (270215) Flexible Spending Account (270216) Travel Insurance (270217) D-143 GENERAL GOVERNMENT Minor Capital Other Payments Total ACTIVITY: Contingencies DEPARTMENT: Administration 2,904 570,000 792,350 792,350 25,160 570,000 792.350 792,350 PROGRAM: Non-Departmental FUND: Designated Fund Balance ACTIVITY DESCRIPTION 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 has two major elements: * Unprogrammed expenditures. Fund the cost of emergencies, natural disasters and other expenditures which could not be anticipated (10 percent of the activity). * Ventures. Fund opportunity costs which result in savings from innovations such as new technology, contract services and/or other long term savings (90 percent of the activity). staffing Utilities and Communications Supplies, Materials and Services 22,256 STAFFING SUMMARY None. SIGNIFICANT EXPENDITURE AND STAFFING CHANGES None. WOR ORJECTIVES None RELATED COST CENTERS Designated Fund Balance - General Fund Contingency $400,000 Facade Program $1 17,3 50 Demolition Fund $25,000 Business Retention $250,000 D-144 i Section E CAPITAL IMPROVEMENT BUDGET 1999-2001 FINANCIAL PLAN AND BUDGET CAPITAL IMPROVEMENT BUDGET OVERVIEW All construction projects and capital purchases which cost more than $lO,OOO are included in the Capital Improvement Budget. Purchases of vehicles and equipment on an equipment replacement schedule are purchased by the Equipment Replacement Fund. Minor capital purchases of less than $lO,OOO 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. 2. 3. 4. 5. 6. Designate. Appropriates funds to the Control Account based on projects designated for funding by the Council through adoption of the Financial Plan and Budget. 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. Acquisition. Includes equipment purchases and property acquisition for projects, if necessary. Design. Includes final design, plan and specification preparation, and construction cost estimation. Construction. Includes bid administration, construction, project inspection and management and closeout. 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 a 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. ORGANIZATION The Capital Improvement Budget consists of four parts: 1. 2. 3. 4. 5. 5. 7 Year Capital Budget Plan - General Fund (Sources & Uses) Annual Financial Plan 7 Year Capital Budget Plan - General Fund (Sources & Uses) Capital Project List Summary of Capital Improvement Budget By Mission. Summary of Expenditures by Activity Write up of Budget Request Summary of Replacement Vehicles. E- 1 1999-2001 FINANGIAL PLAN AND BUDGET PROJECT EXPENDITURES BY SOURCE - OVERVIEW 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. Except for capital maintenance projects, 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 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. Project 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, such as, 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 Disadvantage: A few high priority projects may be deferred due to the “frrst 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. E-2 1999-2001 F"CIAL PLAN AND BUDGET PROJECT EXPEh'DITURES BY SOURCE - OVERVIEW 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 E-3 CAPITAL BUDGET PLAN (Sources and Uses) Annual Wnnncial Plnn SOURCES Revenues Fund Balance pnor year Property T~A Dsmhhon Electric Fund hvcrancnt Elccmc unhty Water Uhlay Wastewater Uhllty Impact Fccs Omer- mterest on bond proceeds Other - rntcrest on hd Lmlance Gther- payment tiom Foundatlon CDBG Tmfcr from Gcnnal Fund F/B UrudmWied UZ 2001-02 1,379,570 350,000 601. I IS so.000 I 50.oO0 90.000 2002-03 2003-04 I,407,16? 1,335305 50,000 s0,ooo I50.000 I 50,000 90,WO 11308.841 TOTAL 6,900,557 1.050,oO0 260.000 90.000 90.000 601.13 2s0,oOo 360.000 100,000 7S0.000 28.4 12.843 Bond Proceeds 3s.061325 - Tobl Sources USES c8plCd hOJ& lnfomtmn Systma telephone system 180,ooo &&man Annex burldmp Downtown Parkrng Sbuchue Muc Fne eqrup’projrcb Roofrcpplacmcnf Fne Slahon #3 24,IW Bulldrng Rmonhon Park & Reatahon Facua Indoor Sporti Faclllty P & R Admuusnabon S00,OOO Pd Caporahon Yard 901.125 Lw.h Lakc Beach unproviparlrmg lo1 zo0,Wo P & R Capiml Mwc ISO.OOO 1S0,WO 6W.000 school PhygIoOundr ISO.MX) LRTannhon systcna Redevclopmaa Agency I00,OOO RaordsMgmisooftvars =,OOO PenmtWOffwan rkbt scrvlcc Eqwpmmt Rephccmnt f%hc spray Bulldmg lmprovmrma ?&C POh CqUrp/pIOJecb Tobl Una E-4 CAPITAL BUDGET PLAN (Sources and Uses) (1999-2004) Capital Rojem Llst USES Capiial PTOJ~C~S Inlomvlhon System Telephone Syste Gmml Fund Electric Uhlity Water Uthty Wastewater uhlliy Redevelopment Agency General Fund Downtown Parhg SmFfUrc Urudcntlfied Fue Stahon # 3 Roof Replacement Gm~d Fund Muc Fm -t Sqlllp/proleClS UNdcnbficd Fublrc Safety Bddmg Rcnovahon Urudmtlfied Indoor Spom Fac~hty UNdenbkd Parks & Rmeahon eon Parks & Recmaon Corp Yard UllknOWIl lmppct Fee Funds Lo& Beach hnpmvcmcnt Parkmg Lot UnlolOWll P & R Capd Muc (5 Years) Gsncral Fund Schwl Pkygroundr CDBG Informtion SyRmaipharC (5 Yam) GmcnlFlud EldncUhlay warn wry WmfCMter utlhty RsordsMBmiSoflw;nc Gd Fund Debt Sawn Gmd Fund Equrpmmt Rcpkcsmmt Gcnd Fund Tot.1 Uses SOURCES Gmd Rmd Ravenw Elcctnc Fund Contriiuhon Foundah Contnbuhon Elccblc Uatty water uhllty Intmat wamwahruhlny hupact Feu CDBG Transfer born Gcnd Rmd FIB Balance fonvard other source) TOM Over (Under) USES 180,000 lOO.000 2,750,000 24. I00 50,100 17.104.000 9.075,WO 500,000 901,125 200.000 600.000 ISO.000 m.000 85.000 5.145,200 1.400,000 SOURCES 180.000 General Fund Revenues 140,000 IOO,OO0 2,750.000 2'1,100 50.100 9.075.000 500,000 300.000 601.125 200.000 6W.000 I50.000 200.000 240,000 ~,000 80.00 85.000 S,l45,200 Electric ?O,OOO Water Wastewater Impact Fees OUur mcex CDEC 10,000 10,000 100,000 24.100 50,100 600.0W 200,000 240.00 85.000 5,145.200 6900.557 6,!XO,557 I ,050.ooO 1,050,000 750.000 750,000 260,000 260,000 w.000 250.000 250,000 90,000 601,125 360,000 100.000 I00,wo 90.WO 90,000 601,125 360.000 1999-01 FINANCIAL PLAN AND SUMMARY CAPITAL BUDGET DETAIL BY ACTIVITY Public Snfety Police Rotection Public Safety Build Remodel Phase 1 Police Operations Auto dialer computer system Radio channel voting site State Crime Lab - DOJ fees Fire Department Fire Station # 4 Support Services File and Application server Self contained breathing apparatus Total Public Safety Public Utilities Water Water Utility Services Water System Capital Expansion Water System Capital Maint Purchase water valve exciser Purchase 4" trailer mounted vac sys Water Distribution system study Wastewater Utility Services Collection System Capital Maint Wastewater - White Slough Improvements Headworks Improve Sludge Pump Replace Grinder Installation Tadwater System Imp Roadway Improvements Pond Recircle Pumps Variable Freq Drive Rep1 Digester Cleaning Electric Utility Services Municipal Service Center expansion Electrical Engineering & Operations SCADA & UPS systems replace Watthour me.ter test system replace Design software Electric Construction & Maintenance Line EHensions Distribution System Improv DuskDawn High Voltage Protection Harmonics analyzer Total Public Utilities Substations & systems Tnuuportftion Streets and Flood Control Streets Division Computerized sign making system Sidewalk sweeper Pavement management software 2,395,000 71,950 14,300 94,160 75,000 45,000 5,070 45,000 395,000 152,000 120,000 215,000 40,000 40,000 716,200 I ,5 12,200 330,000 2,395,000 14,709,000 14,709,000 Financing 14,300 GF place holder place holder 16,500 16,800 GF 2,426,100 14,709,000 14,742,300 16,800 75,000 Water IMF 75,000 75,000 45,000 310,000 310,000 Water 5,070 36,640 45,000 Water 395,000 535,000 535,000 152,000 459,000 459,000 WW 120,000 4,900,000 4,900,000 Elec UT, WW LMF 2 15,000 El=, Water, WW 40,000 Elec 40,000 40,000 40,000 Elec 716,200 722,600 722,600 Elec Long Term 13 12,200 912,200 912,200 Elec Long Term 330,000 1,900,000 1,900,000 Elec Long Term 22,000 Elec 3,707,400 9,890,340 9,858,870 26,000 30,000 20,000 E-7 Street TDA Measure K maint 1999-01 FINANCIAL PLAN AND SUMMARY CAPITAL BUDGET DETAIL BY ACTIVITY Update distribution sys on oil truck Misletoe removal Tree Inventory implementation Safety pruning trees - North School Tree planting - Hutchins St Median Tree removallplant S Central St Downtown Street Improvements Street Lighting Landscaping & Pedeslrian amenities Street Maintenance Mix traffic control improvements Signal lamp conversions to LED New traffic signal installations Upgrades to existing traffic signals Misc street & sidewalk improvements Misc curb & gutter improvements Misc Bicycle Transportation impr Handicap ramp retrofit program Beckman Rd reconstruction Stockton St reconstruction Lodi Ave track removal Misc overlays Lower Sacrament Rd Kettleman/Taylor Lower Sac Rd Taylormurner const Guild Ave extension Misc widening Downtown improvements Major Street Expansion Transit Park & Ride Parking Structure Design construction Total Transportation Leisure, Culhvnl& Social Serviw Parks & Recreation Capital Parks and Recreation Safety pruning - Lawrence Park (39,300) Safety pruning - Legion Park (13,600) Salas Park backstop (30,000) Lodi Lake nature fence (15,000) Lodi Lake beach impr (100,000) Lodi Lake parking lot (100,000) Lodi Lake Turf renov (20,000) Small projects (10,000) Recreation ofice paint (20,000) Sotlball backstop fabric rep (20,000) Shade structure (15,000) Maxicom irrigation Eng Oaks(10,OOO) Maxicom irrigation Beckman(10,OOO) Vinewood restroom re (45,000) Replace copier (20,500) Replace duplicator (10,200) 20,750 3 1,000 3 1,200 39,300 707,000 20,000 160,000 120,000 75,000 50,000 10,000 15,000 50,000 835,000 763,000 930,000 613,000 500,000 1,200,000 30,000 200,000 3,800,000 10,250,250 150,000 10,200 20,750 3 1,000 31,200 707,000 20,000 160,000 75,000 50,000 10,000 15,000 50,000 835,000 763,000 930,000 613,000 500,000 1,200,000 30,000 200,000 36,000 19,175 275,000 20,000 75,000 50,000 10,000 15,000 100,000 750,000 4,322,000 30,000 36,000 39,300 19,175 275,000 20,000 120,000 75,000 50,000 10,000 15,000 100,000 750,000 4,322,000 30,000 Measure K maint cm Street TDA cm, Street TDA cm CDBG, Measure K maint Elec Long Term an cm, Measure K maint Elec Federal cm, Measure K maint cm, Measure K maint Transit TDA CDBG Measure K mainf Federal Measure K maint, Federal Measure K grant IMF W, Elec Long Term IMF FTA, other grants 3,800,000 FTA, other grants 10,090,950 5,728,175 5,86 1,475 150,000 150,000 150,000 GF 20,500 10,200 E-8 20,500 Equip Rep 1999-01 FINANCIAL PLAN AND SUMMARY CAPITAL BUDGET DETAIL BY ACTIVITY Playgrounds P & R 50.000 50,000 CDBG Playgrounds schools 50,000 50,000 Cultural Services Community Center Library 50.000 50.000 100,000 Purchase of new copy machine 10,210 10,210 GF Equip 100.000 Lib Trust Self service check out stahon (36,000) Remodel - computer room (32,000) Computer lab for public use (56,000) Upgrade computer system (100,000) Develop remodel plan (150,000) Total Leisure, Cultural & Social Services 270,410 270,410 320,500 320,500 Community & Economic Development Planning Redevelopment Agency 100,000 100,000 GF F/B Total Community & Economic Development 100,000 100,000 General Government Administrative Services City Clerk Fortis imaging software Imaging - conversion Copier Telephone System Upgrade JD Edwards implementation Photocopier replacement Mail processor machine Information Systems Finance Administration Organizational Support Services Public Works Facilities Services HVAC replacement - Finance Dept Roof Replacement - Fire Station #3 Roof Replacement - White Slough Roof Replacement - Various Roof Replacement - MSC Total General Government 50,000 30,000 15,000 31,500 m,ooo 200.000 200,000 9,000 15,235 24,100 45,000 100,000 388,100 42 1,73 5 30,000 GF GF 90,000 Equip, Elec uT,W ,WW, 200,000 Elec UT, W,W GF Equip 15.235 pending efficiency study GF 45,000 151,000 531,235 TOTAL CAPITAL BUDGET 17,610,740 16%W 31,069,850 31314,386 - Debt Service: General Fund Water Fund Wastewater Fund 1,282.306 1,282,306 1,283,746 1,283,746 228,O 13 228,013 228,013 228,013 810,590 810,590 806,890 806,890 2,320,909 2,3 20,909 2,3 18,649 2,3 18,649 TOTAL CAPITAL BUDGET & DEBT SERVICE 19,931,649 19303369 . 33388499 33,633,029 E-9 1999-01 FINANCIAL PLAN AND SUMMARY CAPITAL BUDGET DETAIL BY ACTIVITY t FUNDING SOURCES: Gen Fund Fund Balance GENERAL FUND - CAPITAL GENERAL FUND - DEBT GENERAL FUND -EQUIP REPL LIBRARY- TRUST FINANCING CDBG GRANT FUND MEASUREK GRANT MEASURE K -MAINT STREET TDA IMPACT FEE FUNDS FEDERAL FTA FUND ELECTRIC FUND ELECTRIC FUND DEBT WATER FUND WATER FUND DEBT WATER IMF WASTEWATER FUND WASTEWATER FUND DEBT SEWER IMF TRANSIT TDA other hts TOTAL ELECTRIC FUNDLONG-TER\f 100,000 270,200 1,282,306 99,410 50,000 2,395,000 300,000 1,430,000 622?750 92,200 843,000 1,396,000 3,200,000 369,500 3,970,400 188,750 228,013 135,000 645,750 810,590 60,000 15,000 800,M)O 19,303,869 E-10 1999-2001 FinancialPlan and Budget Request CAPITAL IMPROVEMENT 6UDGET REQUEST ACTIVITY: Public Safety REQUEST TITLE: Public Safety Building Project Description This project consists of renovation and expansion of the 30+-year-old Public Safety Building and includes replacement of the HVAC systems and much of the electrical system, plus installing modern communications wiring. In addition, .space will be added to provide for future growth and replacement of the jail facility. Police and Civic Center parking is addressed with the inclusion of a parking structure. Project Objectives The objective ofthis project is to: 0 0 Provide for growth; Provide an adequate and safe working environment for public safety staff; Maintain significant public facility presence in the Downtown; Be complementary to the Civic Center and Downtown. Existing Situation The existing building was constructed in the 1960’s and has undergone numerous low-budget fixes to maintain its functionality. Detective/Street Crimes units have been relocated to the basement of the Carnegie Forum to provide working space to meet past growth. There are significant deficiencies in the HVAC, mechanical and electrical system, and in numerous work areas, particularly dispatch and the jail. Parking and security is also substandard. Project Work Completed A Master Plan Study was done in 1997. It described four alternatives, which all cost in the $21.5 to $22.8 million range and did not fully address parking needs. An “interim” project, consisting of remodeling the existing building for approximately $3 million, was begun but was abandoned during the design stage. Numerous deficiencies in the scope of the interim project indicated that it would cost significantly more than the budget and would result in less space than originally thought. A new study was started in late 1998 and is still underway. The following costs are still very rough and represent what appears to be the best and most cost-effective alternate. The final cost will vary depending on selection of a final design and phasing. Schedule and Project Costs Preliminary Design $327,000 $ 327,000 Acquisition $ 765.000 $ 765,000 Construction Prior 6udgets 1998/99 1999-00 2000-01 2001-02 Total Design $1,630,000 $ 1,630,000 Phase 1 Construction $ 9,254,000 $ 9,254,000 Phase 2 Construction $ 5,455,000 $ 5,455,000 Total: $327,000 S2,395,000 $14,709,000 $1 7,431,000 Recommended Funding Sources: Debt financing with repayment from Police Development Impact Mitigation Fees and General Fund/GO bond issue proceeds. Project Effect on Operating Budget Some increase due to additional square footage additions, somewhat offset by use of more efficient HVAC and lighting system (not estimated). E-11 1999 - 2001 CAPITOL IMPROVEMENT BLDGET REOUEST . ACTMTY: REQUEST TITLE: Police Department Operations - Administration Radio Channel Repeater Voting Site PROJECT DESCRIPTION: The Lodi Police Deparunent has two UHF repeated radio channels. The second repeated radio channel was added last year and installed with two repearing voting sites. An additional voting site is needed to make the second repeated channel reliable in all seaions of Lodi. PROJECT OBJECTIVE: Enhance the police communication ability for rhe second repeated radio channel. -. EXISTING SITUATION: The second repeated radio channel currently has two infiamcture voting sites that provide reliable f4equency coverage in 90 percent of Lodi. During the past year we have experienced dead zones that are attributable to the lack of adequate repeater voting sites. A radio engineering study has revealed that it is necessary to install an additional radicwoting site to have 100 percent coverage in Lodi. PROJECT COSTS: Unit Price Motorola Voting Site S12,500. TOTAL %14,300. Installa tion s 1,800. ALTERNATIVES: The system could remain with 90 percent reliability, however mission effectiveness and personnel safety could be jeopardized. E-12 1999-01 Financial Plan and Budget C.4PITAL EQLTPJEST BUDGET REQLFST ACTIVITY: Support Semices REQLEST TITLE: Replacement of n\.eiity (20) Self-conrained breathirg apparatus (S.C.B.A.) Project Description: l?iis project \vill replace self-contained brzadiing apparatus hat have become technolo_eically obsolete. Project Objectives: To provide emergency personnel with reliable and efficient brearhing equipment that utilizes the latest technology. Increase firefighter safety by incorporating self activated personal alarm devices. Improve fire ground communication through the utilization of improved voice amplification system. Eliminate damage to apparatus and equipment by providing compact SCBX that fit into smaller storage space on our late model engines Existing Situatibn: Self-contained brearhing apparatus (S.C.B..A.) are an esseiitial part of the firefighter's safety equipment that allows the frefighrers to work in an oxygen-depleted atmosphere ivith complete respiratory protection. The present equipment is based on a design daring back to the 1970s. Although provisions ha1.e been made to upgrade this model of S.C.B.A., the upgrades cannot replace the technological improvements that have occurred ol'er the past quaner century. The work environment of the firefighter and the design of the S.C.B.A.s currently in service compound a communication problem already inherent to the fire ground. . Conmiunication has been a problem and safety consideration on every smcture fue incident. Our present face pieces employ speaking diaphragms that perform poorly in comparison to modem equipment. Existing units do not provide satisfactory voice transmission in face-to-face situations or when used in conjunction with our portable radios. The seat backs/S.C.B.A:storage racks of the newer frre engines are designed for the'more compact confi,ouration of modem S.C.B.A. The present S.C.B.A.s feature a waist belt mounted regulator. This mounting site interferes with the seat back cushions and causes wear on both the seat cushion and the high-pressure (2,200psi) hose. Schedule and Proiect Costs Prior Budgets 1997-98 1998-99 1999-00 2000-01 Total Phasing Study Acquisition Construction Total S33.600.00 $33,600.00 S33,600.o0 $33, GOO. 00 Recommended Funding Source Capital Equipment Fund Total $33.600.00 533.600.00 Alternatives: 1. Defer replacement to a subsequenr budset year. 2. Split rhe cost over rwo budger years \\.irh a 4% lease/purchase agreement for half of the equipment the first year. E-13 1999-2001 Financial Plan and Budget CAPITAL IMPROVEMENT BUDGET REQUEST ACTIVITY: Engineering MISSION CATEGORY: Water Utility REQUEST TITLE: Water System Capital Expansion Project Description Installation of new wells and oversize mains to provide capacity for new developments as described in the Capital Improvement Program and Water Utility Status Report (both dated November 1993). Project Objectives Provide clean water at the pressure and quantity desired by new customers. Exist in g See theabove-mentioned reports. t uati o n Project Work Completed Preliminary site location planning has been done for Well 27, to be located in the Bridgetown Park on the north side of Turner Road. Well 28 will be located in the southwest part of the City. Schedule and Project Costs Construction: Fiscal Year: 99/00 00/01 01/02 02/03 Total Oversize mains, City participation S 45,000 S 45,000 .$ 45,000 $ 45,000 $ 180,000 'Well 27, Turner Rd. WlLower Sacramento Rd. $ 330,000 $ 330,000 'Well 28 (future site) $330,000 $ 330,000 'Well 29, Lodi Ave. at Sacramento St. S 330,000 $ 330,000 'Rebudget Total: S 375,000 S 375,000 $ 375,000 $ 45,000 31.170,OOO Net Additional: S 75.000 S 75,000 S 375,000 $45,000 Note: All funding from Water Development Impact Mitigation Fee Fund, 18.2. Alternatives 1. For reductions in expenditures, a vigorous water conservation program coupled with residential metering and billing could defer the need for new water wells and ultimately reduce the total number of new wells needed. Project Effect on Operating Budget New water wells will add power and other maintenance costs as shown in the operating budget submittals. E-14 1999-2001 Financial Plan and Budget CAPITAL IMPROVEMENT BUDGET REQUEST ACTIVITY: Engineering MISSION CATEGORY: Water Utility REQUEST TITLE: Water System Capital Maintenance Project Description Major replacements of mains, wells, and other system components. Project Objectives Maintain reliability of water delivery and the ability to provide clean water at the pressure and quantity desired by customers. Existing Situation The City's water system is in need of an ongoing program to replace old lines and facilities (primarily in the Eastside). Project Work Completed Ongoing funding levels are not yet available to increase levels of water main replacements as recommended in the 1993 Water Utility Status Report. The Report will be updated in 1999. Schedule and Proiect Costs Construction: Fiscal Year: 99/00 00/01 01/02 02/03 Total System Relocations (CM) s 25,000 S 25.000 $ 25,000 $ 25,000 '$ 100,000 'Misc. Main & Hydrant Replacements (CM) S 500,000 $ 700,000 S 700,000 $ 700,000 $2,600,000 'Well 11 - New Landscaping S 50,000 $ 50,000 'Standby Generators - Wells 22, 23 8 24 s 220,000 $ 110,000 $ 330,000 Water Service Taps (CM) 5 40,000 s 40,000 $ 40,000 $ 40,000 $ 160,000 'Re b udg e t Total: S 835,000 $ 875,000 $ 765,000 $765,000 $3,240,000 Net Additional: S 45,000 S 310,000 $ 765,000 $765,000 Notes: All funding from Water Capital Outlay Fund, 18.1 (CM) means Capital Maintenance Project Account automatically appropriated with budget. Alternatives 1. For slight reductions in expenses, the well landscaping projects can be deferred. Also, the generator replacement projects can be phased over three years. 2. For major reductions in expenses, main replacements can be deferred or scaled down; however, this only puts off the inevitable need for a major replacement program. Project Effect on Operating Budget Additional engineering staff or consultant time will be needed to accomplish the main replacement program shown and these costs are shown in a separate request. Main replacements will have a negligible effect on next year's water operating budget; however, over time, increases due to repairs of old mains will be reduced as more are replaced. E-15 1999-2001 Firiancial Plan and Budget Request CAPITAL IMPROVEMENT BUDGET REQUEST ACTIVITY: REQUEST TITLE: Project Description Water Distribution System Study. Public Works - Water/Wastewater Division Water Distribution System Study Project Objectives To evaluate the water distribution system. recommend steps to reduce bacteriological testing failures, and consider disinfection options, flushing, and valve maintenance procedures. Existhg Situatiou The water distribution system is aging. There has been an increased need to chlorinate the drinking water, apparently due to increased bacteriological activity in the distribution system and/or possible cross-connections. City staff does not have the time and only limited experience to properly investigate causes and recommend remediation steps. Project Work Completed Schedule and Project Costs Prior Project BudFets 1997-98 1998-99 1999-2000 2000-01 Total Phasing Study S.+.baO ?+4 000 Design Acquisition Construction Total Recommended Funding Sources Capital Outlay Fund Electric Utility Fund Water Fund Wastewater Fund Total Alteruatives Continue to react to bacteriological failures with chlorination and limited flushing. Project Effect on Operating 3ndget E-16 1999-2001 Financial Plan and Budget CAPITAL IMPROVEMENT BUDGET REQUEST ACTIVITY: Engineering MISSION CATEGORY: Wastewater Utility REQUEST TITLE: Wastewater Collection System Capital Maintenance ~~ Project Description Major replacements and repairs of mains and other system components. Project Objectives Maintain reliability and efficiency of wastewater collection facilities. Existing Situation The City’s wastewater collection system is reaching an age in which the older lines (primarily in the Eastside) need to be replaced. Many of these lines are concrete pipes, which suffer from chemical corrosion and do not have capacity for the present demand. Project Work -Corn p let e d Some replacement of older lines has taken place in conjunction with other projects, such as the Downtown Revitalization. While the Wastewater Utility has a positive fund balance, rates are under review to ensure that adequate funding will be available for these projects. Schedule and Pro-kct Costs Construction: Fiscal Year: 99/00 0010 1 01/02 02/03 Total Miscellaneous System Relocations (CM) S 15.000 $ 15,000 $ 15,000 $ 15,000 $ 60,000 Miscellaneous Main Replacements (CM) S 300,000 $ 500,000 S 500,000 $500,000 $1,800.000 Sewer Taps (CMJ $ 20,000 $ 20,000 $ 20,000 S 20,000 $ 80.000 Main Trunk Line Corrosion Control Pilot Study fchemical addifiorf? S 60.000 s $ S S 60.00Q Total S 395,000 $ 535,000 %535,000$ $535,000 $2,000.000 Notes: All funding from Wastewater Capital Outlay Funds, 17.1 (CM) means Capital Maintenance Project account automatically appropriated with budget. Alternatives 1. For slight reductions in expenses, the landscaping and erosion/roadway projects can be deferred. Project Effect on Operating Budget Additional engineering staff or consultant time will be needed to accomplish the main replacement program shown and these costs are included. E-17 1999-2001 Financial Plan and Budget CAPITAL IMPROVEMENT BUDGET REQUEST ACTIVITY: Wastewater Treatment MISSION CATEGORY: Wastewater Utility REQUEST TITLE: White Slough Water Pollution Control Facility Capital Maintenance Project Description Major replacements and repairs of facility components and equipment. Project Objectives Maintain reliability and efficiency of wastewater treatment facilities. Existing Situation The City’s wastewater treatment facility was originally constructed in the 1960’s. During major expansions in the past two decades, some, but not all, of the equipment and components were replaced or renovated. Various components, as listed, are in need of major repair or replacement, independent of future improvements to the facility. Schedule and Proiect Costs Headworks Renovation Sludge Pump Replacements (CM) Grinder Installations (CM) Tailwater System Improvements Roadway Improvements (CM) Pond Recirculation Pump Replacement (CM) Variable Frequency Drive Replacements (CM) Diclester Cleanincl Total Fiscal Year: 99/00 0010 1 01/02 02/03 Total S 30,000 $250,000 $280,000 s 20,000 $ 22.000 $ 24,000 $ $ 66,000 S 8,000 $ 60,000 $ 68,000 $ 30,000 $ 30,000 $ 30,000 $ 30,000 $120.000 $ 12,000 $ 12,000 $ 24,000 S 35,000 $ 35,000 $ 30,000 $ 30,000 $130,000 S 5.000 $ 50.000 $ 50.000 S 50.000 $1 55.00Q S152,OOO $459,000 $134,000 $1 10,000 $855,000 s 12,000 (final year of multi-year program) $ 12,000 Notes: All funding from Wastewater Capital Outlay Funds, 17.2 (CM) means Capital Maintenance Project account automatically appropriated with budget. Alternatives 1. For slight reductions, roadway and equipment replacement projects can be deferred. Project Effect on Operating Budget Minor reductions in electrical and labor costs. E-18 1999-2001 Financial Plan and Budget Request CAPITAL IMPROVEMENT BUDGET REQUEST ACTIVITY: Public Works Administration REQUEST TITLE: Municioal Service Center Expansion Project Description This project consists of two main phases: 1) construction of a new facility for the Electric Utility Department at Guild Avenue and Thurman Street on City-owned property; and 2) modifications of the present facility at Ham Lane and Kettleman Lane. Project Objectives The objective of this project is to provide adequate space and facilities for the City’s field operations and maintenance departments and divisions for current operations and for 20 to 30 years of growth. Phase 1 of this project is currently in preliminary design phase and Phase 2 is in the study phase. The City Council has previously approved the purchase of property at the Guild Avenuenhurman Street site, adjacent to the Reid Industrial Substation. A preliminary design effort to detail space planning and layout is underway with the thought that a construction project utilizing desigdbuild concepts would take place in 1999/00. A study is underway to evaluate options at this facility including relocation of the Parks Maintenance cofporation yard from its decrepit facility behind the Parks & Recreation Office at 125 North Stockton Street. Existing Situation The Electric Utility Department, the Public Works Water, Sewer, and Fleet Services Divisions, and the Purchasing Office are currently housed in the existing Municipal Service Center, which was constructed in 1971. City growth and expansion of services since that time have caused extreme overcrowding in these facilities. Relocation of the Electric Utility Department must take place before any substantive work is begun at the present facility at 1331 South Ham Lane. Project Work Completed Alternatives analysis, site acquisition, and preliminary budget costs. Schedule and Project Costs Prior Pro ‘ect Budgets 1997-98 1998-99 1999-2000 2000-01 To2al Phasing Phase 1 Construction $3,300 000 $3 300 000 $120,000 $ 120,000 Phase 2 Design Phase 2 Construction $1,600,000 $1,600,000 Total $120,000 $4,900,000 $5/020,000 Recommended Funding Sources Electric Utility Fund Waterwastewater Fund (Impact Fees) $3/300/0OO $3,300,000 ’ $120,000 $1,600,000 $1,7201000 Total $120,000 $4,900,000 $5,020,000 Project Effect on Operating Budget Negligible. E-19 1999-2001 Financial Plan and Budget CAPITAL BUDGET REQUEST ~ ~ ~ ~~~~ - ACTIVITY: Engineering 3 Operaticr,s REQUEST TITLE: SCADA and UPS Sys:irns. rs9lacement PROJECT DESCRIPTION Replace Supervisory Control and Data AcGuisition (SCACA) and L'ninterruptible ?ower Supply (UPS) systems. PROJECT OBJECTIVES To provide a SCADA system that will meet :he demands cf a deregulated utility industry as well as the demands sf other expanding City facilities. EXISTING SITUATION The existing SCADA system, which is apprcximately sixteen years cld. is the control and monitoring system for :he City's Electric. Water, Storm and.5ewage Lift station systems. In addition SCADA automatically cperates the electric and water supply systems, i.e. recloses breakers, and turns water pumps on and off decending on demand. Due to the age of the equipment. parts, service and support are becoming increasingly more difficult to obtain. Scme needed parts are now being custom built, which increases downtime and impacts system reliability. The system is now within 10 to 15% of maximum capacity and approaching ?he point where future demands and expansions of :he City's facilities will exceed the capacity of the system causing operational and reliability problems. This request also includes replacement of the existing UPS system. This system is of the same vintage as :he SCACA system. It has required excessive maintenance to remain reliable and several of the components are approaching their life expedancj. The current generations of SCADA systems are PC based, allowing the use of two independent PC type workstations to replacs the existing large cabinet mounted units. The smaller physical size of the newer systems would provide much needed space in the climate controlled computer room for other systems housed in this area. The new systems operate in the Windows NT .: environment, permitting interface with the Departments network system, in turn allowing transfer of data to other divisions. Being i- the NT environment also allows any other Microsoft applications to be run in parallel with SCADA activities. The protocols used in the new systems are able to support deregulation applications that the existing unit will not support. The new protocols also allow a mu& greater flexibility in operations and programming that is not avaifable with the existing system. The design of the new system permits relocation of the control center with little or no impact on ongoing system monitoring. operation and reliability during a transition period. SCHEDULE AND PROJECT COSTS Prior Budget 1 '297-i 958 1998-1 999 1999-2000 2000-2001 Project Total Phasing Study Design Acquisition Construction S50,OOO Si 65,000 S50,OOO S 165,000 Total 5215,000 S215,OOO Reccrnmended Funding Source Electric Utility Fund S107.500 S 1 07,500 Public Works Capital Outlay Fund S107,500 S107,500 Total 521 5,000 S215,OOO E-20 1999-2001 Financial Plan and Budget CAPITAL BUDGET REQUEST SCADA and UPS Systems. replacemect (czrdinued) ALTERNATIVES Do nothing; not recommended. Upgrade to 486 processors with versicn 6.0 software (presently operating on 386 processors and version 5.OE software) and 230 Bernoulli drives at a cost of approximately S35.000. While ihis would increase the speed of the SCADA system somewhat, it would only increase capacity slightly because the 5.0 software uses most of the capacity increase gained with :he upgrade. This upgrade also does not address the problem with parts and service availability, the newer Bernoulli drives are still outdated, and all of the remaining hardware is not chansed in the upgrade. Also since 6800 hardware components are not repairable, Telegyr (the manufacturer of :he present system) cannot offer any warranty for the upgraded system. The upgrade discussed above is the maximum upgrade available for :he present SCADA system. II\.fPLEMENTATTON 1999-2000 budget year. 1999-2001 Financial Plan and Budget CAPITAL BUDGET REQUEST - ACTIVITY: Engineering and Operations REQUEST TITLE: Watthour Meter Test System. ieplaczment. PROJECT DESCRIPTION Replace watthour meter test system. PROJECT OBJECTIVE Provide accurate testing of solid state meters. automatically canfigure !est connections and generate test repcrts EXISTING SITUATION The City's meter test set. purchased in 1981, is designed to test meters of the electromechanical type and requires the presence cf a cotating disc to perform the test accurately. S1ec:romechanical meters, for meter classes other than residential and small commercial customers. are no longer manuiac:ured and has been replaced with solid state technology. It is anticipated that within the next three to five years solid state meters will be the only economical alternative in all meter classes. The City at present must test solid state meters by relying cn the meter :ester's eye-hand coordination to manually enter the number of simulated disc revolutions into the !est equipment. This process introduces a significant error into the test especially when many of these meters are installed on large commercial and industrial customers having a large meter multiplier which in turn will magnify (multiply) any error introduced in the testing of the meter. Tne present meter test set requires manually wiring for the type of meter to be tested. In addition the operator must log all test data on test reports. Today's meter test sets are computer driven, automatically ccnfigures the test set to the type of meter to be tested, can test any meter manufactured today well within prescribed accuracy limits and generates (prints) a complete report ofthe :est. These features eliminate the chance of operator error and reduce labor costs associated with the test. It is estimated that :he test ?!me per meter can be reduced by up to 50% with a computer driven test set. This reduction in time spend on eacb meter test will permit the Meter Section to maintain the testing schedule of the continually increasing population of meters and concurrently address other assignments placed on the Section without increasing staff. The Department has approximately 25,OGO meters in semice. These meters are tested periodically on the following schedule. ;ill industrial and large commercial meters (30 approx.) are tested annually. Another group of commercial meters (350 approx.) are tested on a four year cycle with :he remaining commercial meters (2,700 approx.) being tested on a ten year cyc!e. Residential meters (approx. 300 annually) are tested when they circulate through the meter shop for various reasons. SCHEDULE AND PROJECT COSTS ?nor r'rojecr Budgets 1997-98 1998-99 1999-2000 2OCO-01 Total Phasing Study Design Acquisition Construction S4 0 .OOO s40.000 Recommended Funding Source Electric Utility Fund 540,000 S40.000 Total 540,000 540,000 ALTERNATlVES The present test set can be upgreded at a CCSi of S11.5CO. Such an upcjrade cmsists of a device that will enable ihe test set to accurately count simu!ated disc revolutions. Scwever. only the accuraq of the coun: will be improved with the upsrade. There will be no reduction in time utilized for any one test, no elimination of operator error in connec!ing the meter for iest and no test log produced by the test set. The upgrade alternative is not recommended due !o the high cost and the only gain being accurate disc revohtion count. I M PLEM ENTATl ON Upon approval the procurement process will be initiated. E-22 1999-2001 Financial Plan and Budget CAPITAL BUDGET REQUEST ACTIVITY: Engineering and Operations REQUEST TITLE: Engineering Design Sohare. rebudseted PROJECT DESCRIPTION Purchase engineering design and database software and hire computer consultant to input elec:rk engineering design criteria, engineering and construction standards and material assemblies into Utility Design Software and AutoCAD Map software. The consultant will also write retrieval applications. PROJECT OBJECTIVES Develop GIS information system and customize L'DS to City's Electric Engineering computer system. 0 Create database records. Inteqate AutoCAD with database records. 0 Transfedinput Electric Engireering specification and standards. 0 Write retrieval applications. Customize reports and forms. Build information viewing i3 retrieval website. EXISTING SITUATION Currently equipment records are ccmpiled. recarded and stored in a number of different ways: in folders, in binders and in various computer programs. A number of these records are still being hand written. The objective is to enter data into an AutoCAD Data Extension (ADE) program and AutoCAD Map through which equipment, pole, transformer, streetlight and GIS location database records will be created. Furthermore, the system maps will then have intelligence by becoming interactive. Identifying equipment, totalizing material, calculating length of conductor and GIS location will now be readily available. This will save significant staff time, will eliminste duplication of records in various locations and will maintain an accurate and complete inventory of plant and equipment, a very necessary objective under deregulation. ADE is the sohare that allows data and drawings to be linked. For example; when a transformer is charged out and the database is updated the AutoCAD drawing text attribute (tag) is automatically updated and visa-versa. With the addition ciAutoCAD Map the inicrmation from the database can be shown in a graphical manner i.e. color coded maps. As with the drawing tags, when the data base is updated AutoCAD Map recalculates the graphical display. By having the drawing and databases linked we can ask questions of the map with regards to system loadicg, facilities locations, history, etc. and receive maps and/or reports. This is what a GIS is all abcut, one base of information and many forms of retrieval. E-23 1999-2001 Financial Plan and Budget CAPITAL BUDGET REQUEST Engineering Design Software, continued This project will purchase the necessary software and licenses as well as contract with a professional firm to implement the system. Once implemented and operational, staff will input new data as a part of their daily work at one time and location resulting in all maps and records being up to date and available to any division of the Department. The importance of having this data available cannot be overemphasized especially during service restorations and in design and planning work. SCHEDULE AND PROJECT COSTS Prior Budget 1997-1 998 1908-1 999 1S99-2000 2000-2001 Project Total ~ ~~~~~~~ Phasing Study Design Acquisiticn Construction 23,000 23,000 46.000 17,000 17,000 34.000 0 0 0 Total S40,OOO 540,000 S80000 Recommended Funding Source Electric Utility Fund 40,000 40.000 80.000 Total S40,OOO S40,OOO S80,COO A LTE RN AT WE S Do nothing. becomes further behind by nct keeping up with industry standards. Under this alternative efficiency is not improved and he is wasted. Also, the Utility Hire additional staffing. Tnis alternative is not recommended I M P LEM E NTATIO N Upon approval, software will be purchases and consultant will be hired E-24 1999-2001 Financial Plan and Budget Request CAPITAL IMPROVEMENT BUDGET REQUEST ACTIVITY: Electric Construction and Maintenance REQUEST TITLE: Line Extensions - Service Connections - Substructures - Revenue Metering PROJECT DES C RI PTI 0 N This project provides for extensions of existing facilities to serve new electrical loads in subdivisions and developments for all customer classes including associated revenue metering facilities. Work will be done by department personnel as part of the Capital Maintenance expenditure program. PROJECT OBJECTIVES 0 Extend existing distribution facilities to serve new loads as they develop within subdivisions and developments. Connect customer service entrance facilities to the City's eiectric distribution system. Install substructures (vaults, conduits, etc.) to accommodate the distribution facilities indicated above. The developer has the option of contracting for this element with the City (City is reimbursed for all costs) or contract with the pdvate sector. Install revenue metering facilities. Account Title and Number Line Extensions (Account :: 161651) Service Connections (Account S 161653) Substructures (Account 2 161655) Revenue Metering (Account d 161656) 1999-2000 2000-01 S426,OOO 542 8,500 138.700 140,000 81,000 82.500 70,500 71,200 Total: $716,200 S722,600 EXISTING SITUATION At present, based on the Electric Utility Department's Rules and Regulations, Line Extensions, Service Connections and Revenue Metering are performed by Department staff and provided at the City's expense. SCHEDULE AND PROJECT COSTS Prior Project Budgets 1999-2000 2000-01 2001-02 2002-03 Total Phasing Study Design Acquisition Construct ion Total 5716,200 5722,600 S725.000 S730,OOO S2.893,800 S716,200 S722,600 S725.000 S730,OOO 52,893,800 Recommended Funding Source Electric Utility Fund S716,200 S722,600 5725,000 S730,OOO 52,893,890 Total S716,ZOO 5722,600 5725,000 $730,000 52,893,800 A 4T E R N AT IV E S Have Line Extensions, Service Connections and Revenue Metering funded by advances from the developers. This would require a change to the Rules and Regulations. IMP LE M ENTATIO N This project is implemented as required by developments within the City E-25 1999-2001 Financial Plan and Budget Request CAPITAL IMPROVEMENT BUDGET REQUEST ACTIVIW: Electric Construction and Maintenance REQUEST TITLE: Distribution System Improvement - Dusk to Dawn Lighting PROJECT DESCRIPTION This project provides for various construction projects to increase overall system capacity, reliability and operating flexibility to serve the electric load under normal and emergency conditions. The Dusk to Dawn lighting is also included under this project. Work will be done by department personnel as part of the normal operation of the Capital Maintenance expenditure program. PROJECT OBJECTIVES The objectives of this project are to meet the service requirements as outlined under "Project Description" above. Specific projects have been identified below. However, funding for unidentified projects is included based on past experience regarding such improvement projects during any fiscal period. Fiscal Year: 1999-2000 Underground feeder, McLane Sub to Evergreen Or. Overhead feeder, Industrial Sub to Kettleman Ln. at Guild Ave. Rebuild downtown underground distribution system (phase lof 2). Replace padmounted switching equipment (4). Install capacitor banks (2). Dusk to Dawn Lighting. Fiscal Year: 2000-01 Rebuild downtown underground distribution system (phase 2 of 2). Replace padmounted switching equipment (4). Install capacitor banks (2). Dusk to Dawn Lighting. Account Title and Number 1999-2000 2000-01 Distribution System Improvement (Account $ 161652) S1,510,000 $910,000 Dusk to Dawn Lighting (Account $161654) 2,200 2,200 Total: 51,512,200 $912,200 EXISTING SITUATION The Electric Utility Department is responsible for providing adequate, reliable quality power at all times to the City of Lodi. Accordingly the funding level of this project is established on past experience coupled with identifiable and necessary projects. The Dusk to Dawn lighting program is performed in response to customer requests for such lig h t ing . E-26 1999-2001 Financial Plan and Budget Request CAPITAL IMPROVEMENT BUDGET REQUEST Distribution System Improvement - Dusk to Dawn LiQhtinq (continued) SCHEDULE AND PROJECT COSTS Prior Project Budgets 1999-2000 2000-01 2001-02 2002-03 Total Phasing Study Design Acquisition Construction Total S1,512,200 5912.200 51,400,OO $650.000 S4.474,400 S1.512,200 $912,200 $1,400.00 5650.000 S4.474,400 Recommended Funding Source Electrjc Utility Fund Total ALTERNATIVES None 1 M P LEM ENTATION S1,512,200 $912.200 S1,400,00 $650.000 S4.474,400 S1.512.200 S912.200 S1,400.00 S650.000 S4.474,400 Upon approval, the above projects will be scheduled and constructed during the identified fiscal periods. Undefined projects and Dusk to Dawn Lighting will be constructed based on customer demand Er27 1999-2001 Financial Plan and Budget CAPITAL BUDGET REQUEST ACTIVIN: Electric Construction and Maintenance REQUEST TITLE: Substation Construction, High Voltage - Protection PROJECT DESCRIPTION This project provides for various construction projects within the four substations to provide normal and emergency capacity to serve the electric load and improve operating flexibility. This work will be done by department personnel as part of normal operations of the Capital maintenance expenditure program. PROJECT OBJECTIVES Specific projects, as shown below, have been identified for construction during this fiscal period. Fiscal year 1999-2000 Killelea Substation Engineedngstudy/design (rebudget) McLane Substation Reconstruct 12 kV get-a-ways (phase 1) I nd ust rial Subs tation Install additional infrared detection system Total: Fiscal year 2000-2001 Kiile lea Substation Reconstruct 60 kV bus, construct control building, 12 kV bus structure including power circuit breakers, relays, get-a-ways and oil retention structures (phase 1) Reconstruct 12 kV get-a-ways McLane Substation Reconstruct 12 kV get-a-ways (phase 2) Total: S185,OOO 125,000 20.000 S330,OOO S1,500,000 250,000 1 50,000 s1,900,000 Account Title and Number 4 999-2000 2000-2001: Substation Construction - High Voltage (Account 6161657) 5330,000 51,900,000 Total: S330,OOO $1,900,000 Substation Construction - Protection (Account $161658) 0 0 E-28 1999-2001 Financial Plan and Budget CAPITAL BUDGET REQUEST Substation Construction, High Voltage - Protection (continued) EXISTING SITUATION The Killelea Substation was constructed in 1965. The 12 kV section is a metal clad type enclosed switchgear. The manufacturer of this equipment is no longer in business making parts extremely dificult to locate. The design of this switchgear is such that a failure of one portion of the irisulated bus likely will escalate throughout the entire switchgear making a failure catastrophic resulting in a total loss of this station. The age and condition of the insulation material makes the likelihood of a failure greater with each passing year. The 60 kV bus structure was the interconnection point as well as the 60 kV distribution structure. A larse portion of this structure is no longer needed and adds exposure to the City’s system, therefore it is recommended that this area be reconstructed and many components removed. It is recommended that an engineering study be conducted to identify options available to upgrade this facility. This station is a vital part of the City’s distribution system and will require reconstruction to remain a reliable and dependable substation. It is possible that adjacent property will have to be acquired in order to accommodate the upgradeheconstruction. This project is expected to extend into the 2001 -02 Fiscal Year period. The get-a-wayrftconstruction project is required to upsrade these aging facilities and to relocate facilities in an alley south of the station in conflict with a proposed and pafily constructed sanitary sewer line. The McLane Substation get-a-way reconstruction project is required for this station to remain a reliable component on the City’s system. The vintage of the high voltage cables makes them candidates for failure. The design placed get-a-way cables of several circuits together in one vtult making a failure of one cable a potential failure of all thus taking a significant portion of the station out of service. The Industrial Substation infrared detection system (Enauthorized entry into the station) is unreliable and gives false alarms during the fog season. It is recommended that additional detectors be installed in order for the system to “see” through the fog resulting in the security system being riliable under all weather conditions. SCHEDULE AND PROJECT COSTS Prior Project Budgets 1903-2000 2000-01 200 1 -02 2002-03 Total Phasing Study S35,OOO S35,OOO Design $1 50,000 $150,000 Acquisition S150,OOO $150,000 Construction $145.000 S1,750,000 5850.000 5750,000 S3.495,OOO Total $330,000 S1,900,000 S850,OOO S750.000 $3,830,000 Recommended Funding Source Electric Utility Fund $330,000 S1.900,OOO S850,OOO S750,OOO S3,830,000 Total S320,OOO S1,9GO,OOO S850.000 Si50,OOO S3,830,000 ALTERNATIVES Do nothing (not recommended) IMPLEMENTATION Upon approval, the projects will be scheduled, designed and constructed. E-29 1999-2001 Financial Plan and Budget CAPITAL BUDGET REQUEST ACTIVITY: Electric Substations and Systems REQUEST TITLE: Harmonics Analyzer (replacement) PROJECT DESCRIPTION Purchase R eplaceme n t Harm on ics A na I yz e r PROJECT OBJECTIVES Replace non conforming Y2K Harmonics Analyzer EXISTING SITUATION The existing harmonics analyzer used for troubleshooting customer power trouble which effects computer and microprocessor type equipment cannot be upgraded to Y2K compliance. This equipment is used to do advanced troubleshooting of customers power systems. Many problems the customer has are blamed on the power provider. This power analyzer is a valuable tool in locating this trouble which is usually in the customers equipment. It is 12 years old and the manufacture is no longer supporting repairs etc. SCHEDULE AND PROJECT COSTS 1997-1 998 1998-1 999 1999-2000 2000-2001 Project Total Prior Budget Phasing Study Design Construction Acquisition 22,000 Total $22,000 522,000 Recommended Funding Source Capital Outlay Fund ALTERNATIVES Eliminate this npe of service. Or continue to use esisting analyzer and explain to customer why date md time are not correct. (Not recommended.) IMPLEMENTATION Advertise for bids and purchase in budget year 1999/2000 E-30 1999-2001 Financial Plan and Budget Request CAPITAL IMPROVEMENT BUDGET REQUEST ACTIVITY: Public Works Street Division REQUEST TITLE: Downtown Sidewalk Sweeper Project Description Purchase new sidewalk vacuum sweeper for Downtown area. Project Objectives 1. Purchase new sidewalk sweeper to clean sidewalks and street tree wells efficiently. 2. Reduce staff time when removing leaves and debris from sidewalks and around tree wells in the parking lane. Existing Situation With the increased emphasis on Downtown Revitalization, the overall appearance of Downtown alleys and tree wells nd their unique designs require extensive hand cleaning. The level of effort required for effective overall maintenance warrants the purchase of a mechanical sweeper that can maneuver in tight areas. This type of equipment purchase would save valuable staff time. Schedule and Project Costs Prior Project Budges 1997-98 1998-99 1999-2000 200(101 TO^ Phasing Study Design Acquisition Construction Total Recommended Funding Sources Smct Fund (TDA) Electric Utility Fund Water Fund Wastewater Fund Toral $30.000 $30.000 $30.000 $30.000 $30.000 $30.000 -~ $30.000 430,000 ~~~ ~ ~ Alternatives Use current system, requiring cleaning by hand. Project Effect on Operating Budget None. E-31 1999-2001 Financial P4an and Budget Request CAPITAL IMPROVEMENT BUDGET REQUEST ACTIVITY: REQUEST TITLE: Pavement Management Software Public Works - Street Division Project Description Purchase new Pavement Management System (PMS) software. Project Objectives 1. Purchase new Pavement Management Software to comply with ISTEA and TE-21 grant fund requirements. 2. Provide aneaSy-to-use cost-effective system that is capable of working with our existing software and hardware. Existing Situation The Street Division has been using PMS software for 10 years to assist managing he maintenance strategies of our 172 miles of streets. We currently have over $112,000,000 investment in our existing street system. Our current software is difficult to operate with the windows environment. Updates for this current software are no longer available. Future ISTEA and TEA-21 grant funds require ratings and projections that our current system is not capable of providing. Project Work Completed Schedule and Project Costs Prior Project Budsets 1941-98 1998-99 1999-2000 2000-01 Total Phasing Study Design Acquisition Construction Total S20,oOO F-O.Oo0 Recommended Funding Sources Street Fund (Measure K Maintenance) S2O.oOO SZ0,OOO Electric Utility Fund Water Fund Wastewater Fund Total S20,oOO 520,oOO Alternatives Use current system, investing additional staff time. Hire consultants on a continuous basis to evaluate and provide this necessary information. Project Effect on Operating Budget Maintain the City of Lodi’s eligibility for Federal and State funds. Save staff time with an easy-to-use system. E-32 1999-2001 Financial Plan and Budget Request CAPITAL JYvIPROVEMENT BUDGET REQUEST ACTIVITY: REQUEsT TITLE: Public Works - Street Division Update Oil Distribution Truck Project Description Update the distribution system on the oil distribution truck, Unit No. 04-051. Project 0 b j ect ives 1. Install a Computerized Rate Control System. 2. Install new..&foot spreader bar with air activated values and distribution pump. Existing Situation The oil distribution truck is a vital piece of equipment used in preventative maintenance strategies to protect the S100,000,000+ investment in the City's street system. This unit is mounted on a 1968 Ford two-ton cabover chassis. This apparatus has been moved to several different chassis over its life. This upgrade would allow for a more accurate rate of distribution, thereby making a more efficient use of oil products. This unit is used seasonally. Project Work Completed Schedule and Project Costs Prior Project Budgets 1941-98 1998-99 1999-2000 2000-01 Tomi PhaSiing Study Design Acquisition Construction Total Recommended Funding Sources Smet Fund (TDA) Electric Utility Fund Water Fund Wastewater Fund Toal D0.750 $20.750 $20,750 S20.750 $20,750 $20.750 $20,750 $20.750 Alternatives Use current equipment. Project Effect on Operating Budget None. E-33 1999-2000 Financial Plan and Budget CAPITAL IMPROVEMENT BUDGET REQUEST ACTIVITY: Public Works - Street Division MISSION CATEGORY: Urban Forestry REQUEST TITLE: Tree Inventory Implementation Project Description Creation of a modern tree inventory for approximately 8000 street trees and 2200 park trees. Project Objectives 1. Inventory all the existing street and park trees. 2. Evaluate all City trees for size, health, and property value. Existing Situation No tree inventory exists. A modern computerized tree inventory would enable our Tree Operations SupervisorCo more effectively manage our valuable tree resources within his limited time. This inventory would fiEilitate management of existing trees through tracking, scheduling, and documentation of maintenance. Additionally, this inventory could be used for planning replacement of problematic or dead trees, planning for future improvements, minimizing the spread of potential disease and insect infestations, budget analysis, and forecasts. A properly managed urban forest is a valuable asset to our community. The urban forest provides a variety of values to Lodi which include aesthetic appeal, psychological uplift, historical values, oxygen generation, climate control (absorbing incident solar radiation, cooling through evapotransporation, blocking radiant heat loss from homes, deflecting winds), minimizing air pollution by removing both solid and gaseous particles, reduction in noise pollution, and enhanced property values. Schedule and Project Costs: FallMlinter 1999-2000 cost - - Item Software & training $6,000.00 Inventory (information per tree determines the price) Graphics package & training $2,000.00 $1 0,000-21,000.00 Total Requested $18,000-31,000.00 Funding: Street Fund (to be determined) Alternatives 1. Use two student interns for one year to accomplish the inventory, and assist in creating the tree inventory maps. This would involve training and supervision of the personnel by the Tree Operations Supervisor. The cost estimates would be $20,000 for labor (1000 hours per year for two students @ $10.00 per hour), plus $9,824 overhead (49.12%), plus equipment $6,000 (laptop computer, GPS unit, software, and miscellaneous equipment) for an estimated total of $35,824. 2. Only use one student intern and take longer to finalize the initial tree inventory. An estimated two years would be needed to accomplish this goal with this labor force. Also, changes within those two years could increase the completion time. The cost estimates would be $20,000 for labor (1000 hours per year for two years @ $10.00 per hour), plus $9,824 overhead (49.12%), plus equipment $6,000 (laptop computer, GPS unit, software, and miscellaneous equipment) for an estimated total of $35,824. 3. Use volunteers. This would be more of a detriment to the Tree Operations Supervisor’s time, since he would be required to train most people to enact this extremely specialized skill. Project Effect on Operating Budget None. However, financial management of our urban forest may be increased with this inventory. Implementation With City Council approval, bids would be solicited for implementation of the tree inventory system, yearly tracking, and associated computer upgrades with a private contractor. E-34 1999-2001 Financial Plan and Budget CAPITAL IMPROVEMENT BUDGET REQUEST ACTIVITY: Public Works - Street Division MISSION CATEGORY: Urban Forestry REQUEST TITLE: North School Street Safety Pruning and Associated Work Project Description Safety Pruning for (93) large Sycamores, removal of (2) Liquid Ambers (sidewalk damage), and removal of (2) hazardous Sycamores on North School Street. Project Objectives 1. Eliminate’ numerous broken and potentially hazardous branches that could fall and injure the public. 2. Maintain the health of our mature trees via crown cleaning and crown thinning. 3. Remove damaging and hazardous trees. Existing Situation The normal cycle of tree pruning has fallen behind due to personnel problems and the conversion of the majority of City tree work to private contractors. Subsequently, the normal five to seven year pruning cycle has been missed. Additionally, former incorrect pruning practices (topping) have caused excessive weak growth, large cavities, and dead tissue. This practice (topping) has caused these trees to decline. This has left (97) trees is extremely poor condition with many broken, cracked, and dead branches throughout their canopies. These conditions pose a hazard to the public with the potential for falling branches overhead. Crown cleaning and crown thinning for all the (93) Sycamores is recommended. The best time to do this work for the health of the trees is in the fall or early winter when growth is at a minimum. This reduces stress to the trees. Obvious broken branches shall be removed as needed until fall. Removal of the (4) hazardous trees can be done at any time. Schedule and Project Costs Prior Project Budgets 1997-98 1998-99 1999-2000 2000-01 ToQI Phasing Study Design AcquisitionNehicle Replacement Construction $71 ?M Total $31,200 $31.200 Recommended Funding Sources Electric Utiliry Fund Water Fund Wastewater Fund Street Fund (to be determined) $3 1,200 s31.200 Total $3 1.2CO $3 1,200 ~~ ~ ~ A 1 tern at ives 1. Only remove obvious hazardous branches as needed (current practice). 2. Only remove (4) damaging and hazardous trees. Project Effect on Operating Budget None. Implementation: With City Council approval, bids would be solicited for this work. E-35 1999-2001 Financial Plan and Budget Request CAPITAL IMPROVEMENT BUDGET REQUEST ACTIVITY: Transportation REQUEST TITLE: Downtown Streets Improvements Project Description This project consists of repair and enhancements of Downtown streets adjacent to the renovated section of School Street. The work includes street, sidewalk, and curb and gutter repairs, as appropriate; installation of street lighting using the same green poles and globes as used on School Street; installation of trees with an irrigation system; and, placement of the same type benches and trash receptacles as used on School Street. Project Objectives The objective of this project is to: 0 0 Rehabilitate the aging streets in the Downtown; Provide pedestrian amenities as identified in the Downtown Revitalization Program; Continue the incentive for Downtown property owners to renovate their buildings; Existing Situation The existing Downtown streets and sidewalks consist of a mixture of design types and ages. While the Downtown Revitalization catalyst project on School Street included some work on the adjacent blocks of Pine and Oak streets, there is a need for sidewalk improvements on these blocks, and other adjacent streets were untouched by the project. In the normal course of street maintenance, these streets would receive various pavement and drainage improvements; however, these would not normally be done in a manner that would provide the enhancements called for in the Downtown Revitalization Program. This project, if approved, would set the standard at this higher level. Project Work Completed Based on the Downtown Revitalization Program, budget estimates, including the items in the project description, have been prepared by City staff. Community Development Block Grant funds for PI 99/00 have been approved for some of the landscaping and streetscape enhancements. The transfer of street lighting to the Electric Utility Fund will provide funding for the streetlight portion of the program. The program would be implemented at blocks adjacent to major public or private projects, such as the Downtown theater or park-and-ride structure. Thus, the first year of the program includes two blocks on Elm Street, plus Sacramento Street between Pine and Elm streets, on the assumption that both those projects will occur in that year. Schedule and Project Costs Project 1999-00 2000-01 2001 -02 2002/03 bevond 02/03 Total Street Improvements $225,000 $126,000 $ 61,000 $119,000 $314,000 $ 845,000 Street Lighting $282,000 !§ 78,000 $ 96,000 $ 85,000 $271,000 $ 812,000 Landscaping/Pedestrian Amenities $200,000 $ 71,000 $ 71,000 $ 46,000 $116,000 $ 504,000 Total $707,000 $275,000 $228,000 $250,000 $701,000 $2,161,000 Recommended Funding Sources: Street Fund, Electric Utility, and Community Development Block Grant Project Effect on Operating Budget Some increase due to additional electrical and water usage. E-36 1999-2001 Financial Plan and Budget Request CAPITAL IMPROVEMENT BUDGET REQUEST ACTIVITY: REQUEST TITLE: Street Maintenance Projects Project Description Trans po r&a t io n This project consists of major street maintenance projects and upgrades to traffic control systems not included in the operating budget. Major street widening, extensions and other significant programs are included in a separate project description Project Objectives The objective of this project is to: Rehabilitate the aging streets in the City; Provide safe and efficient traffic control systems; Existing Situation Over the past few years, the focus on a few major street projects (mainly Cherokee Lane, Hwy. 99/12 interchange, Downtown) has meant that the more typical street overlay and repair projects have been delayed. This "project" attempts to refocus on the fundamental maintenance projects that need to be addressed. Project Work Completed Budget estimates have been prepared for most of the projects listed and increased funding, mainly Federal funds have been secured for a number of the projects listed. Sc h ed u I e and Project ,Go s ts Project 1999-00 2000-01 2001 -02 2002/03 Total Misc. Traffic Control Improvements (CM) Signal Lamp Conversions to LED (Public Ben.) New Traffic Signal Installations Upgrades to Existing Traffic Signals Misc. Street 8 Sidewalk Improvements (CM) Misc. Curb 8 Gutter Improvements (CM) Misc. Bicycle Transportation Improvements (CM) Handicap Ramp Retrofit Program (CDBG) Hutchins St. Reconstruction - Lodi to Pine Beckman Rd. Reconstruction - Pine to Kettleman Stockton St. Reconstruction - Tokay to Lockeford Lodi Ave Track removal, rail improvements Miscellaneous Overlays $20,000 $160,000 $120,000 $75,000 550,000 $10,000 $1 5,000 $50,000 $835,000 $763,000 $930,000 $20,000 $75,000 $50,000 $1 0,000 $15.000 $100,000 $1,500,000 $750.000 $20,000 $375,000 $120,000 $75.000 S50,OOO $10,000 $1 5,000 $1 00,000 $500,000 $1.51 8.000 $500,000 $20.000 $75,000 $50,000 $10,000 $15,000 $1 00,000 $2,167,000 $750.000 $80,000 $535,000 $240,000 $300,000 $200,000 $40,000 $60,000 $350,000 $500,000 $835,000 $763,000 $6.1 15,000 $2.000,000 Total: 33,028,000 52,520,000 93,283,000 $3,187,000 $12,018,000 Funding: Measure K, Gas Tax, Transportation Development Act, State 8 Federal Transportation Improvement Program except as noted. Projects listed with (CM) are Capital Maintenance and are appropriated with the adoption of the budget and usually done under purchase order without additional Council action. Project Effect on Operating Budget Negligible E-37 1999-2001 Financial Plan and Budget Request CAPITAL lMPROVEMENT BUDGET REQUEST ACTIVITY: Transportation REQUEST TITLE: Project Description These projects are major street widenings and extensions not included in another project description. They are: 0 Lower Sacramento Road widening from Kettleman Lane to Turner Road -this will be accomplished in part with the development of the shopping center at the northeast corner of Lower Sacramento Road and Kettleman Lane. A City-sponsored project from roughly Taylor Road to Turner Road will complete the project. +:* Guild Avenue extension from Industrial Way to Lodi Avenue - this project is being done as part of the City’s industrial economic development program in which the City purchase property along future Guild Avenue south of Lodi Avenue for future resale, preferably to a high electrical user. The project includes completion of Thurman Street to Guild Avenue as well. *:* Miscellaneous widenings - this consists of City participation through the Development Impact Fee Program in which the fee program participates in the cost of “oversize“ streets being built as part of a development project. Major Street Expansion Projects Project Objectives The objective of this project is to provide street infrastructure that meets the demands of growth in the City. Existing Situation Lower Sacramento Road is in need of widening and reconstruction and is one of the City Council’s high priority projects. Guild Avenue from south of Vine Street to Industrial Way is experiencing rapid industrial development. Even without the City’s property acquisition, the project is needed to improve circulation in the area. Project Work Completed Plans for Lower Sacramento Road fronting the shopping center are being processed for construction in summer 1999. A contract with a design firm for the remainder of Lower Sacramento Road is underway with a target construction year of 2000. Guild Avenue construction is planned for summer 1999. Street right-of-way has been acquired. Schedule and Project Costs Project 1999-00 2000-01 2001-02 2002/03 Total Lower Sacramento Rd - Kettleman to Taylor Lower Sacramento Rd. -Taylor to Turner per below $613,000 (Street IMF) $61 3.000 Design (Street IMF, Measure K) Construction (Street IMF, Measure K, TDA, STIP) $500,000 $4,322,000 $4,822,000 Miscellaneous Widenings (Street IMF)’ $30,000 $30,000 $30,000 $30,000 $120,000 (appropriated 98/99) Guild Avenue Extension $1,200,000 (Street IMF, Electric Utility) $1,200,000 Total: $2,343,000 $4,352,000 $30,000 $30,000 $6,755,000 Funding: Measure K, Gas Tax, Transportation Development Act, State & Federal Transportation Improvement Program except as noted. Misc. Widening projects are typically appropriated with the approval of the individual development project. Project Effect on Operating Budget Negligible E-38 1999-2001 Financial Plan and Budget Request CAPITAL IMPROVEMENT BUDGET REQUEST ACTIVITY: Public Works Transit REQUEST TITLE: Project Description Lodi Multimodal Park 8 Ride Parking Structure This project consists of design and construction of a new parking structure at the former site of the railroad depot. The structure would accommodate approximately 300 to 400 stalls. In keeping with the Downtown Revitalization Program, the ground floor along Sacramento Street would include approximately 20,000 square feet of commercial space and a faqade compatible with Downtown architecture. Project Objectives The objective of this project is to: Enhance the Downtown; Provide adequate, safe parking for bus and rail passengers; Improve the vacant area and run-down parking area currently occupying the lot; Continue with improvements on Sacramento Street started by the construction of the Multimodal Station south of Pine Street. Existing Situation The existing Multimodal Station contains 37 parking stalls for patrons and employees. We anticipate additional parking will be needed as we bring in Greyhound and Amtrak service in the next year. Additional parking is also needed in the north Downtown. Project Work Completed * Architect selection and grant funding approvals are underway (First half 1999). Grant funding requests have been submitted to the Council of Governments (Measure K, Federal CMAQ), the San Joaquin Valley Air Pollution Control District (REMOVE program), and our congressional representatives for an earmark in TEA-21 funding. Schedule and Project Costs Prior Project Budaets 1997-98 1998-99 1999-2000 2000-01 Total Construction Design Construction $200,000 $3,800,000 $200,000 $3,800,000 Total $4,000,000 $4,000,000 $5,020,000 Recommended Funding Sources Federal Funds (80%) Local Funds (20%) (Meas. K, REMOVE, TDA) $3,200,000 $800,000 $3,200,000 $800,000 Total $4,000,000 $4,000,000 Project Effect on Operating Budget To be calculated with final design - will be offset by rental income from commercial space. E-39 1999-2001 Financial Plan and Budget Request CAPITAL IMPROVEMENT BUDGET REQUEST ACTIVITY: Parks & Recreation Administration REQUEST TITLE: Parks Maintenance Projects/Equipment (Multi-year) Project Description This is a multi-year program to fmance capital maintenance of parks and recreation grounds and facilities at a level sufficient to protect the City’s investment in these assets, to ensure grounds and facilities are maintained in a safe and useable condition and at standards set by the City, State and Federal agencies. The projects which may be financed or equipment purchased include but are not limited to, the following and will be completed based on the availability of funds: . Safety pruning of trees (Lawrence Park) . Salas Park backstop extensions . Lodi Lake nature area fencing . Lodi Lake Turner Road beach improvements . Shade structure - English Oaks Park . Lodi Lake north side turf renovation . Maxicorn computerized irrigation system - . Restroom replacement - Vinewood Park . Small projects - various parks . Recreation office painting . Backstop fabric replacement - Softball Complex English Oaks Park and Beckman Park Project Objectives The objective of the Park Maintenance Program is to ensure that a reasonable level of investment is made in maintaining safe and usable park facilities which comply with the City, State and Federal policy for public recreation facilities. Existing Situation The Parks and Recreation Department is responsible for maintaining City Park and Recreation Facilities. The number of projects and equipment needed changes from year to year based on fair wear and tear, public use, the increase in the number of park facilities, exposure to weather conditions and the need to improve the efficiency of maintenance activities. Accordingly, the funding level for this project is established to ensure a minimum level for parks maintenance. The priorities are to be determined by the Parks and Recreation Department in conjunction with the Parks and Recreation Commission. Schedule and Project Costs Project Budget 1999-00 2000-0 1 Total Phasing Study Design Acquisition Construction Total Recommended Funding Sources Capital Outlay Fund $150,000 $150,000 $300,000 $150,000 $150,000 $300,000 $150,000 $150,000 $300,000 Total $150,000 $150,000 $300,000 Alternatives Defer maintenance or reduce the size and scope of the City’s park maintenance. Project Effect on Operating Budget None E-40 199-2001 Financial Plan and Budget Request CAPITAL IMPROVEMENT BUDGET REQUEST ACTIVITY: Parks & Recreation Administration REQUEST TITLE: Playgrounds (Multi-year - Joint Cityibdi Unified School District) Project Description This is a multi-year program that started in 1996/97 budget year to upgrade playgrounds to American with Disability Act (ADA) requirements in City parks, as well as Lodi Unified School District playgrounds. Project Objectives The primary objective of this project is to upgrade and bring playgrounds up to acceptable ADA requirements for accessibility and safety. Existing Situation The City and bdi Unified School District entered into a joint use agreement for the use of the school district playgrounds to facilitate the afterschool program. All playgrounds (both City and school district) are required to meet federally mandated ADA requirements by the year 2000. This capital project was established to fund the needed upgrades to the playgrounds to ensure compliance with this mandate. Schedule and Project Costs Project Budget 1999-00 2000-01 Total Phasing Study Design Acquisition Construction Total Recommended Funding Sources Capital Outlay Fund CDBG funds $50,000 $50,000 $lOO,OOO $50,000 $50,000 $lOO,OoO S50,oOO $50,000 $lOO,OOO Total $50,000 $50,000 $1OO,ooO Alternatives Do not rebuild and upgrade playgrounds. Do not comply with the ADA requirements. Project Effect on Operating Budget E-41 1999-2000 Financial Plan and Budget CAPIT,AL DIPROVERIENT BUDGET REQUEST ACTIVITY: Hutchins Street Square Administration REQUEST TITLE: Purchase of New Copy nlachine Project Description Purchase a new copy machine for administrative offices, for use also by Lodi Youth Commission, Senior Information Center and Lodi Arts Commission. Project 0 bj ectives Ensure the quality of copies of correspondence, flyers and general information sent out to the general public. Existing Situation The volume of copies being produced out of the administrative office has increased over the past two years to 190,000 copies annually between the main office, Lodi Youth Commission, Senior Information Center and Lodi Arts Commission. Because of the unreliability of the copy machines in the Lodi A-ts Commission and the Senior Center, those offices rely heavily on the use of the copy machine in the administrati1.e office to produce double-sided copies, tabloid copies, flyers for classes offered through the Arts Comniissjon. The copy machine currently has to be treated with tenderness to produce a decent quality copy. The present copier was purchased in February of 1995 and falls below our needs. Project Work Completed We have reviewed recommended specs by the City of Lodi Purchasing Department and feel this piece of equipment would be adequate for our needs. Schedule and Proiect Costs Additional Costs 1999-2000 2000-01 $ 8,944.80 Copy Machine - Minolta EP5000 Maintenance Contract - annual S 630.00 S 630.00 Supplies (toner, drum, starter) S 633.60 S 325.60 (toner) Total S 10,208.40 !X 955.60 A I tern a t iv es Without the purchase of a new copier, we are not able to rely on the current machine to provide clean copies. The copier has become increasingly unreliable in terms of quality and performance. Project Effect on Operating Budget With approval of this purchase, our office will have the ability to produce quality copies in a shorter amount of time with less down time for repairs. E-42 199puX)l Fwcial plan and Budget Request CAPITAL IMPROVEhlEXT BUDGET REQLEST ACTMIY: Library REQUEST TITLE: Self Service Checkout Station Project Description Purchase a self-senice checkout station to allow library users the convenierce offered at many other srnice e.stablishmem. Modify the libmy’s collzcrions to accommdate this convenience by placing barcddes on be front cover of he material<. Project Objectives I) Provide library users uirh the maidem convenience of self-service expected by today’s information consumer 2) Reduce repetitive hand motion for clerical employees staffing the circularion desk 3) Sueamline checkout and checkin procedures reducing need for additional clerical staff Existing Situation Currently circulating library materials are checked in and out at the circulation desk by the clerical staff assigned LO that funcdon. Tbe procedure requires the clerical staff to desensitize the item for passage through the security system and to open the book to run the barcode under the laser scanner. Since February 1996 barcodes on new collation item have been place on the front cover and in April 1997 receipt printers were innaled LO prokjde checkout information replacing the due date card. These changes eliminaled the need to open the cover on new items. Projest Work Completed Identified cmnt security system vendor as probable provider of self-cbeck station, ensuring sysrern compatibiliry and re-searched source for labels and equipment designed for duplicathg barcodes. RlaSiIlg Study Design Acquisnion 536,000 Reconuncrdcd Furding Souma Capha! may Furd Private Sccior TM Furd Tnal 58,000 528,oOO E-43 1999-2001 Fmncial Pian and Budget Request CAPIT.& l3ZPRO~EhTT BUDGET REQUEST ACTTVTTY: Library REQUEST TITLE: Climate Controlled Computer Room Project Description Remodel existing maintenance workroom to house all library system servers in a climate controlled environment. Provide bac Aup air conditioning, appropriate equipment rack5 and patch panels and professional cabling. Project Objectives Enwe 99.5 7% of continuous operation of he library’s computerized systems without failure. Provide for professional installation of computer eqdpment to emure access to cabling and to achieve maximum flexibility in maintenance of equipment. Existing Situation Currently the library’s “mainframe” (a Motorola Power PC) is boused in a section of the workroom. Over 15 terminals and PC s are linked to the Motorola in a wiring scheme that resembles spaghetti. As a cost curing mea-we, much of the cabling associated with tbe Motorola-based integrated library system was done by staff, not by telecommunications specialists. Twice in 1997 the temperature in the computer’s area exceeded 76 degrees and the Motorola shut itself down. As the library adds more computer equipment to its operatiom, it is imponant that the installations including cabling are appropriate to the needs of the computer equjpment. Note: A separate budget request ourlines upgrading the library’s server, at that time moving the new and peripheral equipment will be most feasible. Project Work In conjunction with the Internet PC !AN. an equipment rack and 24 po~ hub were professionaily installed in the maintenance area. The cabling company drilled an access through the concrete floor into the basement area. Additional lines should be able to be pulled through rhat access point. Schrddr and hjcd CaN Rior Pmjeci Budgets 1997-98 199699 1999-2000 200301 TWl hSiYlg SlUdY &-sign Acquisition Ctm~ruc~ ion Rccmmcnd~d Funding Swrccs Capiral Oulay Furd Riralc Secror TNSI Fund Total f2,000 53,000 Cfm tll m 532,000 ,Alternatives ponable air condidoners to maintain an appropriare temperature in the computer area. Continue to house die computer system in its present location. Use temporary measures such as fan5 and Project Eff~t on Operating Budget The increase in rhe numk of computers in the library will incrwse the con~umption of electricity. E-44 19%2001 Fmcial plan and Budget Request CAPITAL IhlPROVEEhlE~ BUDGET REQUEST ACTMTY: Library REQUEST TITLE: Project Description Remodel tbe children’s storage worhni and purchase equipment to create a computer lab for public Computer Lab for Public Use use, ixxcludiq a CD ROM tower uith tutorial sofruare for computer program<, language study, and literacy. Project Objecaves 1) To give library KSUS rbe opportunity to learn bow to use a computer and application Software such as word processing ad spread sbeets. 2) To provide access to self-paced tutorial software for literacy and for gewral education study such as GED preparation. ExistingSituation Currendy the library has PCs for staff use and PCs for public Internet access. However, the staff receives frequem requests from the public for [access to] a computer for word processing acnvin’es, as well as general inquiries [about] learning how to use a computer. In the Lodi am the only computers available for public use are located at copy shops, which generally charge an hourly fee. Fifry percem of the general population still dm ~)t have access 1.0 a computer in their homes. Project Work Completed Desirable equipment and sobre has been identified. 51 .ooo UO,000 c1s m 556.000- RfcCnnmc- Fundiq sources Gpkal klay Funj 515.000 Frirrds of tk Libmy 51.500 Private Sarm Tan Fund or Fourdation 249.500 Td 556,000 Alternatives Project Effect pn Operating Budget A computer lab will require supervision and office supplies and irlcreax elecuical usage. This projm nlay k supported by the library foundation. E-45 1999-2001 Financial Ran and Budget Request CAPITAL IbIpROVEMEhT BUDGET REOUEST ACTIVTTY: Library REQUEST TITLE: Upgrade computer system Project Description Upgrade tbe current server for the library’s automated circularion and catalog system and install PC’s to replace terminals for the online catalog. Project Objectives I) Increase computer capacity for future expamion of the librav’s automated systems 2) Provide the public with computer statjons allowing access to a variety of informadon sources, including Internet access to simultane~usly search other library catalogs for materials Exifling Situation Currendy the library has a Motorola Power PC server for its bibliographic and patron dalabases thar support the automated circulation and catalog system and the online public access catalog (OPAC) The manufacturer of the server has suspended .wppn for the server necessitating an upgrade. The current public caralog station< are color VTlOO monitors capable of accessing only the library’s database. Upgrading to PCs witb a graphical user interface (GUI) for Internet access wilJ allow pauonc to access the 49/99 virtual catalog as well as oher resources added in the future. hjcci worl; camprttd Preliminary information regarding pricing and equipment has kn discussed with our automated system vendor. Rtcommcnjrd Funding Sources City Capiml Oullny Fund T-1 Alternatives Posrpning hardware upgrddes will delay or preclude snitwars upgrades and will terminate system vendor-bed technical suppon. requiring library staff to conmct aiih allcrnarive source of technical suppn for the equipmeor. Project Effect on Operating Budget Thc rmintenance coniracl with he sgslem will increase 10 cover maintenance of the new stmcr as well as new sof’tuajc package>. New equipmcnl my increise power COSIS. E-46 1999-2001 Fmncial Plan and Budget Request CAPITAL MPROvEILIEhT BUDGET REOUEST '4crnm-Y: Library REQUEST TITLE: Develop remodeling project for delivering library services Projrct Description Study, create and implement a plan for remodeling tbe library to deliver efficient modem library and information services. Primary Objectives 1) Survey tbe library facilities and develop a plan for modernizing be library to provide state of the art library and 2) Provide a esitive, inviting atmosphere for library usage and community gatherings. 3) Providefof library work areas thar foster productivity and efficiency 4) Provide efficient and responsive controls for the HVAC system information services to meet community needs Existing Situation The library facility uas built in 1978 with a federal public works grant. The facility features 1970's dCcor and technology. During its twenty years the library has been well ured. The computer system is housed in a corner of the worhoom with inadequately imtalled connections and cabling running throughout the area. The electrkal capacity in the workroom is not sufficient for the current numbers of computers and other equipment. The HVAC system has received over %1O,OOO worth of repairs in the past two years; however the conuols need to be switched from the current pneumatic system to a computerized sysrem. The carpeting, drapes, wall treatments and floor riling are worn from usage and Deed replacing wirh a timeless color scheme. The library furniture is sturdy and sound; however the upholstered pieces need updating. Community room furniture is difficult to store and move. Areas for dismbuting and displaying public information brochure needs updating. A .space uuge analysis would assist the library in productive utilization of the spce available. Project Work Completed rhe community in regards to library services. The plan developed by this body may guide the library in creative we of current spaces in the fume. The library board has created a long range plaMing committee to access the needs of Schrdulr ~d hjed Cads Prior Rojtcr Budgels 1997-96 199899 1999-2ooO m01 Twl Rrcmnnidcd Furding Sources CityCapiial Outlay Fud hivale kior Tms~ Furd Fnuidalim Furd? Taal Prujd oprr~ting Budpct More efficient conuol of rhe HV.4C system may decrease beating and cooling costs. E-47 1999-00 Financial Plan and Budget Request CAPITAL IMPROVEMENT BUDGET REQUEST ACTMTY: Economic Development REQUEST TITLE: Redevelopment Agency Project Description This project is established to finance the study and formation of a Redevelopment Agency in Lodi. Project Objectives The objectives of this project are to . Provide a mechanism to eliminate blight within areas of the City. Establish the mechanism to promote private investment in the historic and matured business and residential neighborhoods of Mi. Existing Situation The greater part of the historic business and residential areas of Lodi is located in the eastern third of the City. The age of the building stock and infrastructure in this area is between 40 to 90 years old. Many of the buildings (residential and commercial) reflect the charm of buildings constructed between the 1890’s and 1930’s. The streets and parks are for the most part, lined by mature street trees, which provide ample shade and promote a sense of community. Many of the long time residents and businesses continue to live and conduct business in this area. However, over the last fifteen to twenty years, private investment has shifted to the City’s newer areas in the west and south areas of the City and the number of resident property owners in the Eastside areas have decreased. Accordingly, the “Eastside” has experienced a decline in the levels of investment, property maintenance and relative property values needed to preclude blight and decay. The City Council is committed to maintaining the historic and economic vitality of this area and has adopted an economic revitalization program to address the revitalization of the downtown, Eastside neighborhoods and Cherokee Lane. The initial investment in this effort is being frnanced by general fund revenues. However, to be successful, the long-term investment must be private dollars. Accordingly, the City will form a Redevelopment Agency to encourage private investment. Project Work Completed None Schedule and Project Costs Prior Budgets 1999-00 Project Total Phasing Study Design Acquisition Construction Total Recommended Funding Sources Capital Outlay Fund Alternatives Continue to fmance development with general fund revenues and assessment districts Project Effect on Operating Budget To be determined during the study on formation of the Agency. E-48 1999-2001 Financial Plan and Budget Request CAPITAL IMPROVEMENT BUDGET REQUEST ACTIVITY: City Clerk REQUEST TITLE: Fortis System Project Description Fortis Imaging and Electronic Document Management System. Project Objectives The Fortis Imaging and Electronic Document Management System is the logical next step in developing the City Clerk's overall computerized records management system. This project will allow the public to view and copy ail public records which have made a part of the FileMagic system. It is believed that this will greatly decrease rhe requests received by this office for copies of public records, and that this will enhance the use of access and availability to public records by the public, which is a right of each citizen as set fonh in state statutes. This would be the next step in the City Council's effort to funher automate the City and computerize records management. Existing Situation Project Work Completed Schedule and Project Costs Prior Project Budgets 1997-98 1998-99 1999-2000 2000-01 Total Phasing Study Design Acquisition Consuucrion Total $5O,oOo $3o,OOo %8o,OOo (anticipated coa) Recommended Funding Sources Capital Outlay Fund Recmc Utility Fund Water Fund Sewer Fund Total Alternatives Project Effect on Operating Budget E-49 1999-2001 Financial Pian and Budget Request CAPITAL II\WROVE;MENT BLDGET REQUEST ACTIVITY: City Clerk REQUEST TITL,E: Conversion Of Documents To Automated Imagine System - C =: 13 % Tc LY 1 c b < r Project Description Conversion of items currently on microfiche for installation into our automated document imaging system. Project Objectives To convert all records maintained by the City Clerk's Office, presently on microfiche, into our FileMagic Plus automated document imaging system. Existing Situation In the City Clerk's ofrice, the microfiche projector/printer was no longer operable or repairable and was rherefore recently disposed of. It is he goal of this office, during the 1998/1999 and 1999/2000 budget years, to conven approximately 20 years of municipal records on microfdm into the FileMagic System. This documentation consists of all pertinent information relating to City Council meetings and legislative actions taken by rhe City Council. Project Work Completed Scbedule and Project Costr Prior Project BudecrJ 1997-98 1998-99 1999-XCO 2000-01 Total Phasing Smdy Design Acquiridon Consmcnon Total Recommended Funding Sources Capital Outlay Fund Elecmc Utility Fund Waxer Fund Sewer Fund Total Alternatives Project Effect on Operating Budget E-50 1999-2001 Financial Plan and Budget Request CAPITAL IMPROVEMENT BUDGET REOUEST ACTIVITY: REQUEST TITLE: Telephone System Upgrades Project Description Upgrade existing non-Y2K ready Octel Aspen voice mail server to an Oael-Lucent Overture 250 voice mail server and upgrade existing Northern Telecom PBX switch with a Northern Teleconi PBX (Option llc) Project Objectives - See attached memorandum Existing Situation Project Work Completed Schedule and Project Costs Prior FVojm BudgcU 1997-98 1998-99 1999-2000 2000-01 Total Phasing Study Design Acquisition Conrmrction Total Recommended Funding Sources Capital Outlay Fund Elcmic Utiliw Fund Water Fund Sewer Fund Total S180.000 S180.000 $180.000 5180,ooO S 80,000 S 80.000 s 34.000 s 34.000 s 33.m 4 33,000 zw t 7- $180.000 S18O.ooO Alternatives Project Effect on Operating Budget E-51 1999-2001 Financia1 Plan and Budget Request CAPITAL IMPROVEMENT BUDGET REQUEST ACTMTY: REQUEST TITLE: Implementation of Phases I11 & IV of Financial Systems Software Project Description During the 1997-98 fiscal year Council approved the purchase of JD Wwards financial software to replace mission critical applications on the legacy system. This request is to approve funding for the final phases of the implementation of that software. The final phases will implement the job cost, pwrement, One World client/server, fixed assets, work orders, and facilities management applications. Project Objectives flow and provide an easy-teuse application integration, user defined information and on-line documenlation. The implemcntation of the remaining applications will increase productivity, improve accuracy of information, improve information Existing Situatiou Since the purchase of the JD Edwards software, staff has implemented the first two phases of the project. These phases included General Ledger,-Payroll, Human Resources, and Accounrs Payable. The implementation process remained on schedule despite the death of a vital member of the implementation team. This request is for funding of the implementation and training costs associated with those applications. Without the implementation of those applications, staff is not able to fully allow sharing data and functions, which would eliminate u~ecessary duplication. The original purchase included the cost of the software applications. Project Work Colupleted Schedule and Projed Costs Prior Ropct Budg- 1997-98 1998-99 1999-2000 2000-01 Total Phasing Study Design Constmdion ImplcmentationlTraining 200,000 200,000 400,000 Total 200,000 200,000 400,000 Recommended Funding Sources Eledric Utility Fund Sewer Fund Water Fund 120,000 120,000 240,000 40,000 40,000 80,000 40,000 40,000 80,000 To~al 200,000 200,000 400,000 Alternatives that have been implemented would become more complex due to the wslom programming for ihe work-around solution. If the additional phases are not implemented, a work-around solution would need to be programmed. Future updates to the applications Project Effect on Operating Budget The operating budget would need to include any aruiual maintenance and license requirements. E-52 1999-2001 Fmancial Plan and Budget Request CAPIT.4L DvDPROVEhlEMT BUDGET REQUEST ACTDTTY: F-,OQrI c.e REQLEST TITLE: PHOTOCOPIER Projea Desuipdon Purchase Minolta EP 5000 Photocopier. Save time, maintenance calls and produce better copies. machine will be given to Accounting Section. Save $500 per year on maintenance agreement. First year free maintena-nce. First six months free supplies. Minolta EP5420 Photocopier is five years old, requires constant maintenance and quality of copies is not good. Current Project Work Completed Schedule and Projed Costr Prior Roja hdoa 1997-98 199199 1999-2000 2W1 Toul Phasing Smdy Dcsign .4cquisiiion Cons:mclion Toul 9,000 9,000 Rcconmcr.dtil Funding Sources Capital Oui!ay Fund E2cc1t-k Utility Fund Woier Fuad Sewer FunJ Toul AUtem3tiva See existing siutation above. Projeit E~lm on Operddng Budo,et E-53 1999-2001 Financial Plan and Budget CAPITAL IMPROVEMENT BUDGET REQUEST ACTIVITY: REQUEST TITLE: Public Works Facilities Services Division Roof Replacement at Fire Station Three Project Description Replace the roof at Fire Station Three. Project Objectives Replace the existing twenty-five-year-old roof with new built-up or single-ply systems, Existing Situation Fire Station Three was constructed in 1974. The roof has had various maintenance and repair work done on it since then and the largest area over the apparatus room was replaced a few years ago. -- A recent Citywide roof survey confirmed this roof as a candidate for priority replacement. The areas covered by the original (unreplaced) roof are leaking, even through an increasing number of annual repairs and patches. This roof is becoming unreliable and needs immediate attention. The attached roof plan indicates (by the shaded areas) the approximate 3,000 square feet of roof that needs replacing. Part of the existing roof problems have resulted from lack of adequate slope to completely drain standing rainwater; therefore, the roof may need to be modified to improve drainage. Schedule and Proiect Costs Prior Project Budae ts 199912000 2000/01 2001 102 2002/03 Total Phasing Study Design Acquisition Construction Total Recommended Funding Sources Capital Impr. Replacement Fund Total $24.100 $24.104 $24, I 00 $24,100 $74.100 $24.100 $24,100 $24~ 00 GRAND TOTAL $24.100 $24.100 Alternatives 1. Incur ever-mounting repair costs and loss of reliability by failing to replace this roof. Delaying its replacement further jeopardizes the contents of the building and the people it should be protecting. Project Effect on Operating Budget 1. Eliminate costly maintenance expenses for this aging roof. 2. Reduce leaks and potential damage to office, dormitory, and Fire Department equipment. Attachment E-54 1999-01 FINANCIAL PLAN AND SUMMARY CAPITAL BUDGET DETAIL BY MISSION - Replacement Vehicle Requests Police Protection Police Investigations under cover units Police Operations patrol sedans motorcycles Community Service Unit van crime prevention van Fire Department Administration Emergency Services Battalion Chief vehicles Utility truck Totd Public Safety Public Utilities Water Water Utility Services 3/4 ton utility body truck 314 ton utility body truck 3/4 ton utility body truck Purchase main line camera w/transp Van Wastewater Utility Services Electric Utility Services Electrical Engineering & Operations Electric Construction & Maintenance Cargo van Sedan Line Truck/Digger Line TrucWDigger One ton service truck One ton service truck Totd Public Utilities Transportation Streets and Flood Control Street Maintenance 12 yard dump truck Graffiti Abatement van One ton dump truck One ton stake bed truck Stencil Paint Truck Two wheel drive tractor Skid Steer Loader with Planer Total Transportation 2 60,000 5 14 1,800 16.500 1 23,000 1 23,000 1 75,000 3 193,500 2 60,000 5 148,555 17,500 does not reflect buy back 2 62,600 7 226,055 share cost 50150 with ww 1 31,630 share cost 50/50 with ww share cost 50/50 with ww 1 3 1,420 1 200,000 I 200,000 1 22,600 1 31,000 1 55,000 1 55,000 4 163,600 E-55 1999-01 FINAVCWL PhV AID SUMMARY CAPITAL BUDGET DETAIL BY MISSION - Replacement Vehicle Requests Leisure, Cultural & Social Services Parks and Recreation Parks Division Equipment Maintenance Turf mower Mini van Full size van One half ton pickup truck Flat bed one-ton truck Mini van Mini van Turf vehicles Turf vehicles Total Leisure, Cultural & Social Services General Government Field Services Organizational Support Services Mini van and sedan Total General Government TOTAL OPERATING BUDGET FUNDING LEVELS: EQUIPMENT FUND ELECTRIC FUND WATER FUND WASTEWATER FUND 1 18,000 1 18,000 1 24,000 1 28,000 1 21,500 1 28,000 1 24,000 3 52,800 1 24,000 3 56,250 9 196,300 5 98,250 1 24,000 1 17.000 1 24,000 1 17,000 300,000 300,000 250.000 2 50,000 50,000 50,000 75,000 50,000 675,000 650,000 The above is a listing of replacement vehicle requests. Per the budget and fleet policies, a funding level has been set and approved by Council. The funding level may not allow for all the requests to be filled. The fleet committee will recommend to the City Manager all vehicles to be replaced during the year based on citeria stated in the fleet policy and the available funding levels. E-56 Section F DEBT SERVICE mQ- 1999-2001 FINANCIAL PLAN AND BUDGET The section is used to summarize the resources that will be used to service general long-term debt as of the beginning of the 1999-2001 Financial Plan (July 1, 1999). These obligations are recorded in the General Long Term Debt Group and Enterprise Funds of the City and represent the City's annual installment payments of principal and interest for capital projects funded by debt financing. The following is a description of each existing obligation: 1991 Certificates of Participation Purpose: Wastewater Treatment Plant Facility Expansion (White Slough) Maturity Date: 2026 Interest Rate: 4.5% to 6.60% Original Principal Amount: $11,170,000 July 1,1998 Principal Outstanding: $9,872,448 Funding Source: Sewer Fund 1992 Construction Loan under the CA. Safe Drinking Water Bond Law of 1988 purpoSe: Finance construction of wells to meet safe drinking water standards (DBCP) Maturity Date: 2014 InterestRate: 3.4% original Principal Amount: $4,758,000 July 1, 1998 Principal Outstanding: $3,012,890 Funding Source: Water Fund 1995 Certificates of Participation Purpose: Central City Revitalization MahvityDate: 2015 lnterest Rate: 4.0% ~5.9% July 1,1998 Principal Outstanding: $4,690,000 Funding Source: General Fund Capital Outlay Fund original Principal Amount: $5,000,000 1996 Certificates of Participation Purpose: ConferencingPerforming Art Center Maturity Date: 2016 IntenstRate: 3.8% to5.75% July 1, 1998 Principle Outstanding: $9,810,000 Funding Source: General Fund Capital Outlay Fund original principal Amount: $10,120,000 F- 1 1999-01 FINANCIAL PLAN AND BUDGET ANNUAL DEBT SERVICE PAYMENTS BY MISSION Public Utilities Water Utility Service Wastewater Utility Service Total Public Utility General Government 1995 Certificates of Participation 1996 Certificates of Participation Total General Government Total Debt Service Requirements 225,379 228,013 228,013 228,013 802,218 800,030 81 0,590 806,890 1,027,597 1,028,043 1,038,603 1,034,903 433,406 427,881 428,876 430,736 854,970 847,945 853,430 853,010 1,288,376 1,275,826 1,282,306 1,283,746 231 5,973 2,303,869 2,318,649 . F-2 1999-01 FINANCIAL PLAN AND BUDGET ANNUAL DEBT SERVICE PAYMENTS BY SOURCE Debt Service Fund 1995 Certificates of Participation Principal Interest Principal Interest 1996 Certificates of Participation Total Debt Service Water Fund 1992 Construction Loan - DBCP Principal Interest Total Water Fund 160,000 165,000 170,000 180,000 273,406 262,88 1 258,876 250,736 31 0,000 320,000 335,000 350,000 544,970 527,945 51 8,430 503,010 1,288.376 I 1,275,826 1.282.306 1 a283.746 1 1 6,936 120,959 125,119 129,422 108,443 107,054 102,894 98,591 225,379 28,013 a8,Of 3 228,013 Wastewater Fund 1991 Certificates of Participation Principal 120,000 125,000 140,000 145,000 Interest 682,218 675,030 670,590 661,890 Total Wastewater Fund Total Debt Service Requirements F-3 1999-01 FINANCIAL PLAN & BUDGET COMPUTATION OF LEGAL DEBT MARGIN Assessed Full Cash Value as of June 30, 1998 (1) Debt Limit - 15 Percent of Assessed Full Cash Value (2) Amount of Debt Applicable to Debt Limit LEGAL DEBT MARGIN COMPUTATION OF DIRECT AND OVERLAPPING GENERAL BONDED DEBT Total Percent COP Applicable DIRECT DEBT: CERTIFICATE OF PARTICIPATION $ 14,500,000 100.00% OVERLAPPING DEBT: NONE Total DEBT RATIOS $ 14,500,000 Ratio of Direct Overlapping Debt to Assessed Full Cash Value (3) : $14,500,000/2,648,573,000 Direct and Overlapping Debt Per Capita (4): $14,500,000/55,700 Taxable Assessed Full Cash Values Per Capita (5): $2,648,573,000/55,700 (1) Assessed Value before exemptions applicable to 1997-98 Tax Roll (2) Section 43605 California Government Code (3) Ratio decreased by .03% from Budget Year 97-99 (4) Per capita direct and overlapping debt decreased by $14 from Budget Year 97-99 (5) Taxable Assessed Full Cash Value per capita increased by $147 from Budget Year 97-99 SOURCE: San Joaquin County AuditorKontroller's OWce City Finance Department $ 2,648,573,000 $ 397,285,950 0 $ 397,285,950 City's Share of Debt $ 14,500,000 $ 14,500,000 0.55% $260 $4735 1 F-4 Section G CWGES IN FUND BALANCE 1999-2001 FINANCIAL PLAN AND BUDGET CHANGES IN FUND BALANCE This section summarizes revenues, expenditures and changes in fund balance for each of the City's operating funds. Changes in fund balance are provided for the last completed fiscal year (1997-98); for the current fiscal year (1998-99); and the two years covered by the 1999-2001 Financial Plan and Budget. The following schedules are included in this section: Comb- Fund Balance Statements All Funds Combined Individual Fund Balance Statements General Fund Special Revenue Funds Library Fund Street Fund Transportation Development Act Fund Block Grant Fund (CDBG) & HOME Fund Police Special Revenue Fund Capital Project Funds Capital Project Fund Equipment Fund Debt Service Fund Enterprise Funds Water Utility Services Wastewater Utility Services Electric Utility Services Transit Fund Internal Service Funds Benefits Fund Self Insurance Fund Trust Fund The description of the City's funds is further described on the following pages. G- 1 1999-2001 FINANCIAL PLAN AND BUDGET DESCFUPTION OF THE CITY'S FUNDS In accordance with generally accepted accounting principles, the City's financial reporting system is organized on a fund basis consisting of three major fund types - Governmental, Proprietary and Fiduciary - and two self-balancing Account Groups; General Fixed Assets and General Long Term Liability. The City various funds have been established in order to segregate and identify those financial transactions and resources associated with providing specific activities or programs in conformance with special regulations, restrictions, or limitations. The following funds are included in the Financial Plan; additional descriptions of each fund type are provided in the Budget Glossary (Section I): Governmental Funds Most of the City's programs and functions are provided and financed through the following Governmental Funds, which are distinguished by their measurement focus on determining financial position and changes in financial position, rather than upon determining net income: * General Fund * Debt Service Fund * Special Revenue Fund , * Capital Project Funds Library Capital Outlay Street Tax Equipment Transportation Development Act Block Grant Fund (CDBG) & HOME Fund Police Special Revenue Fund Enterprise Funds Enterprise funds are distinguished from Governmental Funds by their similarity to private sector enterprises, as it is intended that the cost of providing services will be financed or recovered primarily through use charges. The following enterprise funds are used by the City: * Electric * Water * Wastewater * Transit Internal Service Funds Internal Service funds exist to account for, measure and generally recover the cost of centralized services established to provide goods and services to other operating activities. The following Internal Service funds are used by the City: * BenefitsFund * Self-Insurance Fund G-2 1999-01 FINANCIAL PLAN AND SUMMARY CHANGES IN FUND BALANCE - ALL F"D COMBmD Revenues Tax Revenues Licenses and Permits Fines and Forfeitures InvestmentA'roperty 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 RevenueslExpenditures (OverllJnder) Other Sources (Uses) Operating Transfers In Operating Transfers Out Other Sources (Uses) Proceeds from Debt Financing Total Other Sources (Uses) Fund Balance Beginning of the Year Fund Balance End of the Year Reserved for Debt Service Designated Reserve Unreserved Total Fund Balance 18,382,843 589,969 89,769 2,340,408 6,893,2 18 50,077,216 1,173.956 79,547379 10,907,800 16.0 14,906 3230,125 4,092,569 2,3 14,196 9,930,484 46,490,080 25,95 1,705 2 1228,352 2,3 15,973 - 95,!#86,ilO (16,138,73 1) 18.505,740 536.800 94,000 2,197,154 8,401,5 15 50,352,620 933,310 81,021,139 11,168,888 15,143,005 2,82 125 1 4,026,620 2,2 5 7,030 10,423,054 45,839,848 25,873,200 9,355,579 2,3 14,279 83,382,906 (2,361,767) 27,808,532 15,745233 (27,808,532) (15,745,233) 15,698,5 1 1 22,156 . ' 15,698,511 -- 22,156 34,O 15,456 33275,121 26,517.676 23,128,267 6,757,560 7,807,243 33,275,236 30,935,510 19,381,000 638,000 126,000 2,027,000 7,438,000 52,5 19,070 382,000 11,649,235 16,637,195 3,118,725 4,524,025 2,392,050 10,787,475 49,108,705 26,056,000 18,118,960 2,317,088 8,271,145 (8,272,145 4,826,000 6,984,900 30,935,510 23,611,549 6,044,178 29.655.727 193 10,000 644,000 129,000 10,064,000 5 1,956,070 391,000 84,736,070 2,042,000 11,812,315 17,156,610 3,205,685 4,665,875 2,545,715 10,928,000 50,314,200 26,056,000 32,603,380 2,3 14,828 -, 1X11,288,408 8,35 1,550 (8,351,550) 1,111,000 23,672,800 z 24,7?3,8fMl : d-. . 29,655,727 22,276,856 5,610,333 27,887,189 G-3 BUDGET GRAPHICS AND SUMMARIES ALL FUND SUMMARY OF ALLOCATION OF EXPENDITURES - 1999-00 Includes cost of sewices allocation ccty Council City Clerk CIty Attorney Clty Manager Community Center Community Development Electnc Utildy finance Department fire Department Human Resources Department Library Parks 8 Recreation POllCe Department Public Wrks Department Non departmental Benefrts Sen Insurance Bulk Power Caprtal Projects Debt Service 78.173 188.539 158,845 1.01 6.994 853.405 966,498 940.023 3.694.990 335,802 2.578.835 7.916.865 3,379.790 1,081,201 269.485 400.000 670 2.076 2.821 8,463 5,642 7.229 10,004 20,688 13.792 20,360 1,633 4.896 3,265 4.899 21.147 47.293 33.059 52.824 4.904 4,683 3.124 4.689 t ,073,785 2.770 192.761 3.974 5o.m 4,363,950 4.015.oM) 861.WO 2.665.2W 399,410 G-4 3.016 3,016 9.343 9.343 20.646 17,183 62.376 62,376 11.951 9.944 122.483 26.476 2.848.973 17.883 12,715 39.350 109,839 24.551 3.466.738 17.883 13.595 77 015 373.750 780.750 1,282,305 22a.013 806.770 7.140 22,119 54,945 269.721 31.806 10,739,310 660.832 66.041 244.398 42,339 33.905 304.550 26.056.wO 4.589.900 6.31 1 13,799 3.653 33,695 3.505 1.581.280 10,195 2.238.780 185 342,605 92.015 231,420 282.085 1.490.110 853.405 1,038.545 10,739,310 2,021,195 3.694.990 473.775 1.073.7a5 2.57a.a35 7.916.865 11.716.710 1,163.280 2.578.675 1.163.705 26.056.MM 18.1 18.960 2.317.088 G-5 BUDGET GRAPHICS AND SUMMARIES ALL FUND SUMMARY OF CHANGES IN FUND BALANCE Transportation Development CDBG Fund ICapital Outlay Fund ~Equiprnent Fund Debt Service Fund ,Water Fund ,Wastewater Fund Electric Fund Transit Fund 'Benefits Fund Self Insurance Fund Trust and Agency Fund Parks Special Grants I ,Police Special Revenue Fund 2,710,052 500 4,167,978 162,470 11 1,233 3,016,463 522,068 2,296,437 3,229,883 12,319,364 (357,737) 2,095,930 653,149 7,720 22,180,570 1,077,000 3,618,000 968,000 951,000 38,000 3,413,000 4,064,000 4,270,000 38,268,000 869,000 2,504,500 284,000 6,000 26,212,005 1,123,785 4,383,950 4,015,000 861,000 2,665,200 399,410 1,282,305 3,197,588 4,889,580 41,385,210 1,443,340 2,578,675 1,163,705 4,031,435 46,285 (1,009,640) 2,884,530 (90,000) 1,312,695 300,000 1,282,305 (579,200) (509,270) 2,502,710 574,340 339,895 821,100 (97,285) 2,710,052 2,392,388 149,233 5,076,958 422,658 2,583,649 2, 101,033 11,704,864 (92,017) 2,037,325 561,864 7,720 1999-01 FINAiCIAL PLAN AND SUTVlMARY CHANGES IN F"D BALANCE - GENERAL FUND Revenues Tax Revenues Licenses and Permits Fines and Forfeitures Investmenflroperty 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 15.65 1,857 589,969 89,769 226,324 2:653,253 1,877,095 88,762 21,177,029 15,775,740 536,800 94,000 273,l 80 2,620,565 1,810,160 50,350 2 1,160,795 10,754,I 54 11,168,888 2,12949 1 1,746,42 1 2,933,835 3,021,910 2,3 14,196 2,257,030 General Government 6.277,726 6,389,589 Total Operating Programs 24,409,402 24,583,838 Bulk Power Purchase Other Purchases Capital Projects Debt Service Total Expenditures 21,409,402 24,583,838 RevenuesEspenditures (OverNoder) (3,232,373) (3,423,043) Other Sources (Uses) Operatmg Transfers In 4,653.490 4,1473 13 Operating Transfers Out (1.6j5.100) (1.02j.352) Other Sources (Uses) 750,000 Proceeds from Debt Financing Total Other Sources (Uses) 2,998,390 3,872,161 Fund Balance Beginning of the Year 2,494,9 17 2,260,934 Fund Balance End of the Year Reserved for Debt Service Designated Reserve Unreserved Total Fund Balance 2,260.934 2,710,052 2,260,934 2,710,052 16,248,000 638,000 126,000 305,000 2,642,000 2,163,570 58,000 22,180,570 11,649,235 1,675,385 3,450,240 2,392,050 7,045,095 26,2 12,005 26,2l2,005 4,024,920 (669,435 676,000 2,710,052 1oo,ooc 2,610,052 2,710,052 16,482,000 644,000 129,000 3 12,000 2,646,000 2,159,570 58,000 22,430,570 11,812,315 1,702,335 3,579,590 2,545,7 15 7,133,090 26,773,045 26,773,015 (5,342,475) 4,050,960 (669.485) 96 1,000 - .- 4,342,475 2,710,052 2,7 10,052 2,7 10,052 G- 7 BUDGET GRAPHICS AND SUMMARIES GENERALFUNDREVENUESANDSOURCES 1 1999-00 GENERAL FUND SOURCES $26.212.005 I 1997-98 1998-99 1999-00 2000-01 ACTUAL BUDGE7 BUDGET BUDGET ?€VENUES Tax Revenues $1 5,651,857 $1 5,775,740 $16,248,000 $1 6,482,000 -icenses and Permits 589,969 536,800 638,000 644,00( =ines and Forfeitures 89,769 94,000 126,000 129,00( nvestmenUProperty Revenues 226,324 273,180 305,000 312,00( 7evenue from Others 2,653,253 2,620,565 2,642,000 2,646,00( Service Charges 1,877,095 1,810,160 2,163,570 2,159,57( 3ther Revenues 88,762 50,350 58,000 58,00( Other Sources (Uses) 3,232,373 3,423,043 4,031,435 4,342,47! TOTAL $24,409,402 $24,583,838 $26,212,005 $26,773,045 INVESTMENT 8 REVENUE FROM -~ PROPERTY LICENSES 8 PERMIT TAX REVENUES OTHER (USES) : SOURCES G-8 BUDGET GRAPHICS AND SUMMARIES ~ ~ ~~ GENERAL FUND EXPENDITURES I 1999-00 GENERAL FUND EXPENDITURES - $26,212,005 1 1997-98 1998-99 1999-00 2000-01 ACTUAL BUDGET BUDGET BUDGET EXPENDITURES 'ublic Safety ='ublic Utilities Transportation -eisure, Cultural & Social Services Zommunity & Economic Development Sen era1 Govern men t $10,754,154 2,129,491 2,933,835 2,314,196 6,277,726 $1 1,168,888 $1 1,649,235 $1 1,812,315 1,746,421 1,675,385 1,702,33! 3,021,910 3,450,240 3,579,59C 2,257,030 2,392,050 2,54571 f 6,389,589 7,045,095 7,133,09( PUBLIC SAFETY TRANSPORATlON CULTURAL 8 SOCIAL SERVICES DEVELOPMENT GENERAL GOVERNMENT G-9 CHANGES IN FUM) BALANCE - LIBRARY FUND 1997-98 1998-99 Actual Budget Revenues Trtv Revenues Licenses and Permits Fines and Forfeitures InvestmentRroperty Revenues Revenue from Others Service Charges Other Revenue Total Revenue 574,s 55 8 5 5.200 6,552 13,735 65,597 66,500 68.144 63.460 1,015,778 1,026,895 Expenditures Operating Programs Public Safety Public Utilities Transportation Leisure, Cultural and Social Services 965,607 1,0047 10 Community and Economic Development * General Government Total Operating Programs Bulk Power Purchase Other Purchases Capital Projects Debt Service Total Expenditures 965,607 1.004,710 965,607 1,001,710 ReveouesExpenditures (OverNnder) 50,171 22,183 Other Sources (Uses) Operating Transfers In Operating Transfers Out Other Sources (Uses) Proceeds from Debt Financing Total Other Sources (Uses) 10,000 15,000 (75 .OOO ) (~5.')00) 34,773 (65,01)0) (22,227) Fund Balance Beginning of the Year 15,371 542 Fund Balance End of the Year Reserved for Debt Service Designated Reserve Unreserved Total Fund Balance 542 500 542 500 1999-00 Budget 905,000 6,000 95,000 68.000 1,077,000 1,073,785 1,073,785 50,000 1,123,785 (-16,785 9628: (SO.iiO( 46,285 50( 925.000 6,000 98,000 69,000 1,098,000 1,086,255 1,086,285 100,000 1,186,285 (88,283) 135.285 (50.000) 88,285 G- 10 1999-01 FINANCIAL PLAN AND SUMMARY CHANGES I" FUND BALANCE - STREET FUND Revenues Tax Revenues Licenses and Permits Fines and Forfeitures Investmenflroperty 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 RevenuesiExpenditures (OverAJnder) Other Sources (Vses) Operating Transfers In Operating Transfers Out Other Sources (Uses) Proceeds from Debt Financing Total Other Sources (Uses) Fund Balance Beginning of the Year Fund Balance End of the Year Reserved for Debt Service Designated Reserve Unreserved Total Fund Balance 543,773 522,000 1 3 7,243 269,772 I ,32 1,127 3,124,565 758,570 79 1,000 170,056 2,930,769 4,707,337 2,269,445 2,588,300 2,269,445 1588,300 661,324 2,119.037 2,579,057 4,663,382 (6267,521) (5,692.282) 6,1O4,98 1 3,077,841 3,077,84 1 4,167,978 3,077,841 4,167,978 667,000 164,000 , 1,934,000 7 1 1,000 164,000 4,408,000 853,000 69 1 .OOO 4,383,950 -4383,950 ~165,991 273,070 (1282,710 5,597,475 5397.475 376,525 262,095 (1,285,855) 4,167,978 2,392,388 1,735,153 1,745,153 G- 11 1999-01 FINANCIAL PLAN AND SUMMARY 2,000 966,000 968,000 CHANGES IN FUND BALANCE - TRANSPORTATION DEVELOPMENT ACT FUND 2,000 1,139,000 1,141,800 Revenues Tax Revenues Licenses and Permits Fines and Forfeitures InvestmenVPropert y Revenues Revenue from Others Service Charges Other Revenue Total Revenue 2,013 4,060 1,448.1 06 1,200,110 1,450,119 1,204,170 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 108,986 20,000 Debt Service Total Expenditures 108.986 20,000 Revenues/Expenditures (OverNnder) 1,341,133 1,184,170 Other Sources (Uses) Operating Transfers in Operating Transfers Out (1.259,799) (1228,309) Other Sources (Uses) Proceeds from Debt Financing Total Other Sources (Uses) + (1,2!59,1Y9) (1,228,309) Fund Balance Beginning of the Year 125,275 206,609 Fund Balance End of the Year Reserved for Debt Service Designated Reserve Unreserved Total Fund Balance 206,609 162,470 206,609 162,470 I 162,470 4, G-12 1999-01 FZNANCLU PLAN AND SUMMARY CHANGES IN FlTND BALANCE - CDBG FUND Revenues Tax Revenues Licenses and Permits Fines and Forfeitures Jnvestment/Property Revenues Revenue from Others Service Charges Other Revenue Total Revenue 299,096 943,305 299,096 943,305 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 Purcbases Capital Projects 299,096 943,305 Debt Service Total Expenditures .- .299,096 94335 RevenueslExpenditures (OverNnder) Otber Sources (Uses) Operating Transfers In Operating Transfers Out Other Sources (Uses) Proceeds fiom Debt Financing Total Otber Sources (Uses) Fund Balance Beginning of the Year Fund Balance End of the Year Reserved for Debt Service Designated Reserve Unreserved Total Fund Balance 95 1,000 86 1,000 (90,000 900,000 . 9oo,oO0 810,000 - 8~0,OOo 90,000 (90,000) ...a : , . (90,W) G- 13 1999-01 FINANCIAL PLAN AND SUMMARY CHANGES IN FUND BALANCE - POLICE SPECIAL REVENUE FTJND Revenues Tax Revenues Licenses and Permits Fines and Forfeitures hvestmenflroperty Revenues Revenue from Others Service Charges Other Revenue Total Revenue 7,444 2,630 159,792 20,300 167,236 22,930 Expenditures Operating Programs Public Safety 153,646 Public Utilities Transportation Leisure, Cultural and Social Services Community and Economic Development General Government Total Operating Programs 153,646 Bulk Power Purchase Other Purchases Capital Projects Debt Service Total Expenditures , , 253,646 ReveaueslFCxpenditures (OverKJnder) 13,590 2,930 Other Sources (Uses) Operating Transfers In Operating Transfers Out other sources (uses) Proceeds from Debt Financing Total Other Sources (Uses) 23,398 9,372 (30,000) '- . . ~I (6,602) . 9372 Fund Balance Beginning of the Year 71,943 78,93 1 Fund Balance End of the Year Reserved for Debt Service Designated Reserve Unreserved Total Fund Balance 78,93 1 11 1,233 78,931 111- 14,000 24,000 38,000 11 1,233 149233 14,000 25,000 39,000 . 39,- 149,233 188,233 188J33 G-14 1999-01 FINANCIAL PLAN AND SUMMARY CHANGES IN FUND BALANCE - CAPITAL OUTLAY FVND Revenues Tax Revenues Licenses and Permits Fines and Forfeitures InvestmentProperty 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 1,3 12.328 1,324,800 jS3,062 333,140 289,611 853,003 1,5 1 1,000 177,250 3,215,254 3,168,940 14,774,683 1,181,000 6,181,OOo Revenues/Expenditures (OverAJnder) - (11,559,429) 1,987,940 Other Sources (Uses) Operating Transfers In 15,713,366 2,525,094 Operating Transfers Out (13,716,544) (2,994,947) Other Sources (Uses) Proceeds from Debt Financing Total Other Sources (Uses) <; I 1,996,822 (469,853) Fund Balance Beginning of the Year 1 1,060,983 1,498,376 Fund Balance End of the Year Reserved for Debt Service Designated Reserve Unreserved Total Fund Balance 1,498,376 3,016,463 1.498.376 .3.016.463 .. 136 1,000 167,000 1,685,000 3,413,000 2,665200 350,000 (1,582,305 150,000 2,395,000 3,O 16,463 5076,958 5.076.958 1,392,000 167,000 725,000 2284,000 14,972,300 . l4,972,3Oq' ' W,68%300) 350,000 (1,633,745) 14,709,000 150,000 j l3,575,255 I 5,076,958 5,963,9 13 . 5.963.913 G- 15 1999-01 FINANCIAL PLAN AND SUMMARY CHANGES IN FUND BALANCE - EQUIPMENT FUND Revenues Tax Revenues Licenses and Permits Fines and Forfeitures InvestmenUProperty 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 Reveaues/Erpenditures (OverKJnder) Other Sources (Uses) Operating Transfers In Operating Transfers Out other Sources (Uses) Proceeds from Debt Financing Total Other Sources (Vses) Fund Balance Beginning of the Year Fund Balance End of the Year Reserved for Debt Service Designated Reserve Unreserved Total Fund Balance 5,717 63,855 69,572 5 3 6,762 I -.536,762 .- (467,190) 455,443 --. - , F 455,443, 533,815 522,068 522.068 400,000 400,000 522,068 522,068 522.068 1999-00 Budget 399,410 399,41@ . -999,410 300,000 422,658 422,658 405,735 300,000 422,658 316,923 2 316,923 G- 16 1999-01 FINANCIAL PLAN AND SUMMARY CHANGES IN FUND BALANCE - DEBT SERVICE FVND Revenues Tax Revenues Licenses and Permits Fines and Forfeitures Investmenflroperty 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 1,288,376 1,286,236 Total Expenditures 1,288,376 1,286,236 Revenues/Expeaditures (OverNnder) (1,288,376) (1,286,236) Other Sources (Uses) Operating Transfers In 1,448,076 1,286,236 Operating Transfers Out (387,897) Other Sources (Uses) Proceeds from Debt Financing Total Other Sources (7Jses) .,.-, -_ - 1,060,179 1,286,236 . Fund Balance Beginning of the Year 228,197 Fund Balance End of the Year Reserved for Debt Service Designated Reserve Unreserved Total Fund Balance 1999-00 3udeet 1,282,305 1,283,745 1,283,745 (1283,745) 1,283,745 - 1,283,745 G- 17 199941 FINANCIAL PLAN AND SUMMARY CHANGES IN F"D BALANCE - WATER F"D Revenues Tax Revenues Licenses and Permits Fines and Forfeitures InvestmenWroperty 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 RevenuedExpenditures (Over/Under) Other Saurces (Uses) Operating Transfers In Operating Transfers Out Other Sources (Uses) Proceeds from Debt Financing Total Other Sources (Uses) Fund Balance Beginning of the Year Fund Balance End of the Year Reserved for Debt Service Designated Reserve Unreserved Total Fund Balance 217,128 224,715 3,735.5 19 4,125,790 18 1,746 74 1,000 4,134,393 5,091,505 4,149,465 3,143,030 4,149,465 3,143,030 528,798 ' 1,268,987 225,379 228,013 4,903,642 4,640,030 (769,249) 451,475 40,000 40,000 (71 5,538) (757.388) 1,604,106 ,-928,568 (717,388) 2,403,031 2,562,350 2,562,350 2296,437 2,562,350 2,296,437 68,000 3,832,000 164 000 2,595,825 2,595,825 373,750 228,013 (579,200 2,296,437 2,583,649 2,583,649 68,000 3,843,000 172,000 4,083,000 2,702,985 2,702,985 545,070 228,013 - 3,476,MS . -. - 606,932 (588,425) -~ -7 -(588,425) 2,583,649 2,602,156 2,602,156 G- 18 1999-01 FINANCIAL PLAN AND SUMMARY CHANGES IN FUND BALANCE -WASTEWATER mTND Revenues Tax Revenues Licenses and Permits Fines and Forfeitures InvestmentiProperty Revenues Revenue from Others Service Charges Other Revenue Total Revenue Expenditures Operating Programs Public Safety Public Utilities Transportation Leisure, Culhmd 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 (OverNnder) Other Sources (Uses) Operating Transfers In Operating Transfas Out Other Sources (Uses) Proceeds from Debt Financing Total Other Sources (Uses) Fund Balance Beginning of the Year Fund Balance End of the Year Reserved for Debt Service Designated Reserve Unreserved Total Fund Balance 2 18.71 8 426,055 4,O 19,479 3,549,305 63200 65,000 4,301,397 4,040,360 2,740,734 2,770,105 2,740,734 2,770,105 618,695 552,517 8022 18 800,030 4,161,647 4,122,652 1 139,750 (82J92) 223,792 21,132 (869,606) (669,317) (3 3,445) . - (679.259) (618,185) 4,499,869 3,960,360 3,960,360 3,229,883 ~ 3,96V,360 3,229,883 297,000 3,881,000 3,302,060 3,302,060 780,750 (509,270 3,229,883 2,101,033 305,000 3,939,000 92.000 4,336,000 3,323,470 3,323,470 1,194,000 803,070 ;* 5,320,540 ,- . . (984,540) (5 17,245) 2,lO 1,033 599,248 599.248 G- 19 1999-01 FXNANCLAL PLAN AND SUMMARY CHANGES IN F"D BALANCE - ELECTRIC FUND Revenues Tax Revenues Licenses and Permits Fines and Forfeitures InvestmentlProperty Revenues Revenue from Others Service Charges Other Revenue Total Revenue Expenditures Operating Programs Public Safety Public Utilities 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 RevenueslExpenditures (OverKJnder) Other Sources (Uses) Operating Transfers In Operating Transfers Out Other Sources (Uses) Proceeds from Debt Financing Total Other Sources (Uses) Fund Balance Beginning of the Year Fund Balance End of the Year Reserved for Debt Service Designated Reserve Unreserved Total Fund Balance 752,5 17 505,777 36,456,573 36,289,700 5,501 500 37,214,591 36795,977 9.124,707 9229,870 9,124,707 9,229,870 25,95 1,705 25,873,200 2,09 1,887 2.40 1,470 37,168,299 37,504,540 46,292 C108S63) (2,712,984) (3,190,947) 14,387,505 I 11,674,521 (3,190347) 4,498,061 162 18,874 16.2 18,874 12,319,364 16,218,874 12,319,364 853,000 37,415,000 38,268,000 10,739,3 10 10,739,310 26,056,000 4,589,900 41,*10 (3, 1I7,21Ob (2,087,190 12,3 19,364 1 1,704,864 11,704,864 853,000 37,880,000 38,733,000 11,130,155 11,130,155 26,056,000 8,963,800 ~ 46,149,955 ., . .-l?,416*%5) (2,092,390) 8,963,800 6,an.pio 1 1,704,864 11,159,319 11,159,319 G- 20 1999-01 FINANCIAL PLAN AND SUMMARY CHANGES M FITND BALANCE - TRANSIT FT.RW Revenues Tax Revenues Licenses and Permits Fines and Forfeitures Investmenflroperty 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 Purcbases Capital hjects Debt Service Total Expenditures RevenuedFlxpenditures (OverKJnder) Other Sources (Uses) Operating Transfers In Operating Transfers Out Proceeds from Debt Financing Other sources (Uses) Total Other Sources (Uses) Fund Balance Beginning of the Year Fund Balance End of the Year Reserved for Debt Service Designated Reserve Unreserved Total Fund Balance 25 53 1,3 17 135,720 ' 667,062 1,100,634 1,100,634 - -1,100,634 1,075,400 (90,591 ) (1 33,869) 33 1,170 121,000 452,170 1,074,830 1,074,830 1,06 1,600 (93,691) (762,617) 205,292 417.368 1 1,000 673,000 185,000 86!?,OOo 1,443,340 1,443,340 783,570 (209,230 : - 574,340 1 1,000 698,000 199,000 908,000 1,503,350 1,503,350 805,470 (2 10,120) .* 595,350 -1 - 417,368 - 41T,368 U G2 1 1999-01 FINANCIAL PLAN AND SUMMARY CHANGES IN FUND BALANCE - BENEFITS F"D Revenues Tax Revenues Licenses and Permits Fines and Forfeitures InvestmentProperty 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 2,048,147 2.1 54,665 1,442 13,000 2,049,589 2,167,665 2,374,929 2.425,070 2,374,929 2,425,070 -2,374,929 2,425,070 RevenuesfExpenditures (Over/Under) (325,343) (257,405) Other Sources (Uses) Operating Transfers In Operating Transfers Out Other Sources (Uses) Proceeds from Debt Financing Total Other Sources (Uses) 150,767 133,999 ( 16,674) 093 133999 Fund Balance Beginning of the Year (43,084) (234,33 1) Fund Balance End of the Year Reserved for Debt Service Designated Reserve Unreserved Total Fund Balance (234.33 1) (357.737) (23.1.331) (357.751) 2,504,500 2,504,500 2.578,675 2,578,675 339,895 (357,737 23 19,500 2,519,500 2,596,985 2,596,985 339,895 /I -' . - " '339,895 I .- 1- (92,O 17) 170,393 170,393 G- 22 1999-01 FINANCIAL PLAN AND SUMMARY CHANGES IN FUND BALANCE - SELF INSURANCE F"D Revenues Tax Revenues Licenses and Permits Fines and Forfeitures Investmenflroperty 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 RevenueslExpenditu res (OverKJoder) Other Sources (Uses) Operating Transfers In Operating Transfers Out Other Sources (Uses) Proceeds from Debt Financing Total Other Sources (7Jses) Fund Balance Beginning of the Year Fund Balance End of the Year Reserved for Debt Service Designated Reserve Unreserved Total Fund Balance 133,129 110,195 125,O 19 95,000 354,000 612,148 205,U5 1,277.829 1,608,395 1,277,829 1,608,395 1,608,395 - -. ijn,829 (665,681) (1,403,200) 1,435,743 1,435,743 (101.763) .:. .1,3?,980 - 1,435,743 1,395,088 2,063,387 2,063,387 2,095,930 - 2.063.387 2,095,930 134,000 150,000 . 284,Ooo 1,163,705 1,163,705 82 1,100 *-= :,821,1DO . - - ^j_ 2,095,930 2,037,325 2.037325 134,000 150,000 284,800 1,197,925 1,197,925 z 1,197,925 (913?925) 82 1,100 7 821,100 2,037,325 1,944,500 "- 1.944'500 G-2 3 1999-01 F'INANCIAL PLAN AND SUMMARY CHANGES IN FVND BALANCE - TRUST ANI) AGENCY FUND Revenues Tax Revenues Licenses and Permits Fines and Forfeitures Investmentmroperty 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 RevenueslExpenditures (OverTUnder) Other Sources (Uses) Operating Transfers In Operating Transfers Out Proceeds from Debt Financing other sources (uses) Total Other Sources (Uses) Fund Balance Beginning of the Year Fund Balance End of the Year Reserved for Debt Service Designated Reserve Unreserved Total Fund Balance 54,384 33,895 51,384 33,895 54,384 33,895 3,162 ( 10,000) ( 18,000) 589,708 634,092 634,092 653,149 ' 634,092 653.149 6,000 6,000 (9728: 653,145 6,000 6,W - 6,000 (88,285) -'. - - " @8*5) 561,864 479,579 479,579 G-24 Section H FINANCIAL AND STATISTICAL TABLE3 1999-2001 FINANCXAL PLAN AND BUDGET FINANCIAL, AND STATISTICAL TABLES This section contains summaries which integrate the other sections of the Financial Plan as well as supplemental and statistical information. Generally each schedule provides information for four years. The following schedules are included in this section: * Appropriation Spending Limit * Revenues by Major Category and Source * Summary of Interfund Transactions * Summary of Regular Positions by Mission * Summary of Temporary Positions by Mission * Summary of Regular Positions by Department * Summary of Operating Program Changes H- 1 1999-2001 FINANCIAL PLAN AND BUDGET APPROPRIATION SPENDING LIMIT BACKGROUND During any fiscal year, the city may not appropriate tax revenues in excess of the Appropriation Limit defined in Article XI11 B of the State Constitution. Tax revenues which exceed the Limit may be carried forward to the next fiscal year to offset a shortfall in the Appropriation Limit. Any excess funds remaining after the second year have to be returned to the taxpayers by reducing tax rates or fees. A majority of voters may approve an “override” to increase the Limit up to a maximum of four years. The amount of tax revenue which can be appropriated in any fiscal year is determined based on formulas provided in Article XI11 B. The growth in revenues is based on actual appropriations in Fiscal Year 1978-79 and adjusted for growth of population and inflation. Not all revenues are restricted by the Limit; only revenues which are considered proceeds of taxes are subject to this limitation. In addition, proceeds of taxes are allowed to be spent on several types of appropriations and are not included in the Limit. For instance, tax proceeds for voter approved debt, costs of complying with court orders, certain federal mandates and qualified capital outlay are excluded and do not count against the Limit. To ensure that taxes are counted in the Appropriation Limit of only one agency of government, Article XI11 B and Government Code Section 7903 require that if the State provides funds to a local government with no strings attached, these revenues will be counted as “State Subventions” and will not be included in the calculation of the local agency. If the State specifies that the funds are restricted in their use, such as Gas Tax, they are to be counted in the State’s Limit. The statues require the adoption of the Appropriation Limit by resolution of the City Council with a recorded vote regarding which of the annual adjustment factors have been selected. The adoption is done at a regular meeting or a noticed special meeting. There is no required hearing or public notice. The documentation used to compute the Limit must be available to the public at least 15 days prior to the meeting. Once the Limit is adopted. the public has 45 days from the effective date of the resolution to initiate judicial action regarding the Limit. Once the Appropriation Limit is adopted, there are two publication requirements: * The Limitation must be published in the annual budget * An informational form filed with the Annual Statement of Transactions no later than 90 days after the start of the fiscal year. APPROPRIATION LIMIT 1999-2000 The Appropriation Limit for the fiscal year 1999-2000 is $ 48,787,849 and computed based on growth factors provided by the State Department of Finance. The inflation used to calculate growth was 1.0453% and the population growth used was 1.0194%. The appropriations subject to limit for 1999-00 is $20,907,397 and is under the Limit by $27,880,452. The calculations used to establish the Appropriation Limit and appropriations subject to limit are available in the Finance Department for public inspection and review. H-2 1999-00 FINANCIAL PLAN AND BUDGET APPROPRIATIONS SPENDING LIMIT I 1999-00 APPROPRIATIONS SPENDING LLMIT 1 99-00 Amount Last Year's Limit Adjustment Factors 45,785,303 Population % Inflation % 1.0191 1.0453 1 2 Total Adjustment % 1.0656 Annual Adjustment 3,002,546 Adjustments None Total Adjustments 3,002,546 99-00 APPROPRIATIONS SPENDING LIMIT - . 48,787,8& I 1999-00 APPROPRIATIONS SUBJECT TO LIMIT-ATTON I PROCEEDS OF TAXES EXCLUSIONS APPROPRIATIONS SUBJECT TO LIMITATION CURRENT YEAR LIMIT OVERWNDER) LIMIT 20,907,397 20,907,397 48,787,849 (27,880,452 H-3 REVXNUES BY MAJOR CATEGORY AND SOURCE The preparation of revenue projections is predicated on the fact that the City wants to project revenues realistically but conservatively. The City has determined that based on its financial projections for the next two fiscal years, the City can fund known increases in compensation, operating expenses and capital projects. In preparing these revenue projections. which directly impact the estimated available fund balance, the following information was considered: Departmental projections. Prior year experience. Analysis of actual revenues and expenditurss. Several factors were considered in conjunction with the above information: 1. Revenues tied to construction activity can swing significantly up and down based on demand for housing and commercial facilities. 2. Several items are difficult to predict, including year-end encumbrances, other reserve amounts, and revenues accrued at year-end which have been earned but not received. This is particularly true of utility revenues for water, wastewater and electric services. Revenues proposed in 2000-01 are assumed to be the same as the 1999-2000 except when revenue is specifically tied to projected expenditures and/or the City can identify specific justification for the increase other than inflation or growth. 3. The following is a discussion of the City's primary revenues in the 1999-2001 Financial Plan and Budget. PROPERTY TAX The authority to levy property tax is contained in Article XI11 and XIIIA of the California Constitution and Sections I - 6000 of the Revenue and Taxation Code. The County Assessor assesses property, the County Tax Collector collects the tax, and the County Auditor distributes the ax. The property tax is imposed on real property and tangible personal property located within the State. Property is assessed by the County Assessor, except for certain public utility properties which are assessed by the State Board of Equalization. The property is assessed annually as of 12:Ol a.m. on March I by the County and January I by the State Board of Equalization. The ta?r. rate for real property is 1 % of the property value plus rates imposed to fund voter approved indebtedness. Property tax estimates are based on trend analysis and discussion with County Tax Collector's office. I 1 5000000 - _. - I - - - - - ._ __ - - - - - -___ ~ ' 4COOWO 3M)OM)O ' 2000000 I 1000000 I 0 i 1994- 1995- 1996- 1997- 1998- 1999- 2000- I 95 96 97 98 99 00 01 1 I1 I 1999-2001 FINANCKL PLki AND BUDGET ~~~~~~ ~ ~ ~~~ REVENUES BY MAJOR CATEGORY AND SOURCE SALES AND USE TAX The authority to levy sales and use tax is contained in Article,XIIl, Section 29 of the California Constitution, Section 7200 of the Revenue and Taxation Code and Section 37101 of the Government Code. This tax is administered by the State Board of Equalization and is imposed on retailers for the privilege of selling at retail. The tax is based on the sales price of any taxable transaction of tangible personal property. Leases are consider to be a continuing sale or use and are subject to taxation. The tax rate within San Joaquin County is 7.75 % of which the City is directly entitled to 1 %. The sales tax projection is based on trend analysis and information supplied by the firm of Hinderleiter and DeLamas who prepares annual sales my projections for the City. ~70000c)O ___ .~ .. ___ __ ~ ,6000000 5000000 13:::::: I l2000000 1000000 0 1 I 199:- 1992- 1993- 1994- 1995- 1996- 1897- 1993- 1999- 2000- 92 93 94 95 96 97 38 39 00 01 I IN-LIEU J?R.KWCHISE TAX The City imposes an "in-lieu franchise tax" on city owned utilities (electric, water and wastewater) as provided in Section 6001 and 6201 of the Public Utilities Code. This tax is administered by the City and applied to City owned utilities similar to privately owned utilities for the privilege of doing business in the City. Funds are transferred from the enterprise funds to the City General Fund to the extent they exceed the cost of services provided by general services. These taxes are levied based on prior years revenues per policy outlined on page B-9. BUSINESS LICENSE TAX The authority to levy a business license tax is contained in Section 37101 of the Government Code and Section 16000 of the Business and Professions Code. This tax is imposed on businesses for the privilege of conducting business within the City. Prior to budget year 1995-96 the tax used was a flat rate tax based on number of employees. Beginning with budget year 1995-96, the tax is based on gross receipts. Estimates are based on trend analysis of prior years actual receipts. INVESTMENT EAR"GS The City invests its surplus funds of approximately $30 million with the State Treasurer's Office and other instruments as provided by the City's Investment Policy. Estimates are based on cash balances and latest LAIF rates. H-5 1999-2001 FG\TAiYCwL PLAY Aii BUDGET REVENUES BY MAJOR CATEGORY AND SOURCE MOTOR VEHICLE IN-LIEU TAX The motor vehicle in-lieu is authorized under Article XIX, Section 3 of the California Constitution and Sections 10751 and 11005 of the Revenue and Taxation Code. This tax is administered by the State Department of Nlotor Vehicles. This is a special license fee equivalent to 2% of the market rate of motor vehicles imposed annually in lieu of local property taxes. The city receives 18.75% of the tax collected for vehicles registered in the City of Lodi. This tax is estimated based on information received from the State Controller's Office. WATER, WASTEWATER AND ELECTRIC UTILITY FEES The City charges 100% of the cost for providing utility services. These fees are based on the cost of operating and maintaining each system and are charged monthly based on a rate schedule. The cost of expanding the system is not charged to current customers but to the customer responsible for the expansion of the system, whether a new resident/business or an existing residenthsiness. Estimates are based on trend analysis and discussions with the enterprise fund rate analyst. PARK AND RECREATION FEES The City charges from 0% to 100% of the cost of providing recreation and park services in accordance with City Council budget policy for fees. Estimates are based on fee structure, participation trends, and discussion with Parks and Recreation staff. WATER UTILITY - TCEPCE SETTLEMENT These estimates are based solely on speculation as to possible outcomes in the on-going enforcement efforts of the City of Lodi against certain potentially responsible parties. As with all enforcement efforts, outcomes cannot be predicted with any certainty. Estimates are based on discussions with legal staff. H-6 1999-01 FINANCIAL PLAN AND SUMMARY REVENUES BY MAJOR CATEGORY AND SOURCE TAXREVENUES Property Tax Sales & Use Tax Public Safety Sales Tax (Prop 172) Street Maintenance Sales Tax (K) Transient Occupancy Tax Waste Removal Franchise Tax Industrial Franchise Gas Franchise Cable TV Franchise Electric Franchise In-Lieu Franchise - Electric In-Lieu Franchise - Sewer In-Lieu Franchise - Water Business License Tax Real Property Transfer Tax Total Tax Revenues LICENSES AND PERMITS Animal License Bicycle License Alarm Permits Building Permits Transportation Permit Electric Permits Mechanical Permits (Gas) Plumbing Permits Industrial Refuse Collection Permit Parking Permits Total Licenses and Permits FINES AND FORFEITZTRES Vehicle Code Fines Court Fines Parking Fines Parking Fines - DMV Hold False Alarm Penalty Total Fines and Forfeitures INVESTMENTPROPERTY REVENUES Investment Earnings Sale of City Property Sale of System (Joint Pole-Elec) Rent of City Property Total InvestmentProperty Revenues 4,528,000 4,6 17,000 6,300,000 6,490,000 6,650,000 179,848 167.950 185,000 190,000 543.773 522,000 667,000 71 1,000 277,827 280.000 285,000 29 1,000 275,972 262,080 282,000 288,000 28,442 23,000 3 1,000 3 1,000 121,490 108,500 124,000 127,000 148,786 150,000 167,000 170,000 4292,067 4,266,010 4,367,000 4,367,000 688,920 667,900 790,000 790,000 592,641 600,000 607,000 62 1,000 4,374,488 4,4 16,000 6,204,986 1 1,697 10,900 12,000 12,000 564,562 656,400 564,000 564,000 77,344 75,000 79,000 8 1,000 18,382,843 18,505,740 19,381,000 ’ 19,510,000 23,240 2,467 2,450 387:868 3,026 60,508 41,614 43,153 1,500 24,143 589,969 23,380 2,380 2,640 350,000 2,400 55,000 35,000 40,000 1,000 25,000 536,800 25,000 25,000 3,000 3,000 4,000 4,000 433,000 437,000 3,000 3,000 40,000 40,000 46,000 47,000 1,000 1,000 25,000 25,000 -,m ” 644,Ooo 58,000 59,000 40,830 42,000 74,000 74,000 6,116 4,500 6,000 7,000 30,106 33,000 32,000 33,000 1.720 2,500 3,000 3,000 89,769 94,000 126,000 129,000 10,997 12,000 1 1,000 12,000 2,009,323 1,942,954 1,76 1,000 1,76 1,000 35,566 13,200 24,000 24,000 230.6 19 22 1,000 222,000 237,000 64,898 20,000 20,000 20,000 2,340,406 2,197,154 2,027,000 , 2,042,000 H-7 1999-01 FINANCIAL PLAN AND SUMMARY REVENUES BY MAJOR CATEGORY AND SOURCE REVENUE FROM OTHERS Motor Vehicle In-Lieu Tax Other Grants & Subventions Police Training (POST) Cracnet & Drug Suppression Grants Police Grants Asset Seizure Street Maintenance Sales Tax (K) Auto Theft Revenue State Hiway Maintenance Gas Tax Subvention (2105) Gas Tax Subvention (2 106) Gas Tax Subvention (2107) Transportation Dev Act (Gen./Allot) Transportation Dev Act (PedlBike) Federal Assistance Section IX Surface Transportation (ISTEA)/Fed TEA Transit Street Maintenance SB 300 Did-A-Ride Woodbridge State Mandates SB 90 CJPRMA Rebate Community Development Block Grant Library Grants Total Revenue from Otbers 2,270,423 289,611 57,801 120,388 273,163 5,527 22,009 18.286 5,066 327,147 225,042 450,648 1,423,393 24,7 13 509,147 95,729 200,552 22,170 62,391 125,019 299,096 65,897 6.893.218 SERVICE FEES AND CHARGES Public Safety Fees Fingerprinting Police Record Fees Vehicle Towing Hazardous Material Drug Clean-up Other Police Fees Fire Department Services - Other Animal Shelter Fees Total Electric Operating Revenue Domestic Residential Smdl Commercial Dusk to Dawn Domestic Mobile Home Large Commercial Small Industrial City Accounts Medium Industrial Large Industrial Residential Low Income Public Benefits Total 2,308,700 45,000 127,600 90,000 5,000 1,030,000 15,300 5,065 322,485 200,725 459,355 1,175,400 24,710 31 1,170 1,112,000 20,000 44,200 95,000 943,305 66,500 8.401.51 5 2,32 5,000 18,000 30,000 132,000 50,000 8.000 930,000 16,000 5,000 329,000 205,000 470,000 94 1,000 25,000 650,000 2,378,000 18,000 30,000 133,000 8,000 3,383,000 17,000 336,000 209,000 480,000 1,114,000 25,000 675,000 5,000 23,000 23,000 82,000 82,000 150,000 150,000 95 1,000 900,oo 98,000 98,000 '7,438,000 10,w;ooO - ~ 8,379 8,425 9,000 9,000 24,476 22,775 25,000 26,000 45,145 43,900 46,000 47,000 2,889 5,500 3,000 3,000 13,050 10,850 13,000 14,000 1,635 223 100 95,797 91,550 96,000 99,000 13,758,395 4,806,923 39,918 235,553 8,985,324 792,43 1 812,880 2,742,880 3,020,232 30 1,124 129,730 35,625,390 H-8 13,463,500 4,795,600 40,800 233,200 8,899,900 705,300 75 1,300 2,386,400 3,917,500 3 14,000 35,507,500 13,735,000 4,739,000 40,000 244,000 9,239,000 722,000 888,000 2,366,000 3,611,000 158,000 862,000 36,604,000 13,853,000 4,75 1,000 40,000 244,000 9,239,000 73 1,000 897,000 2,389,000 3,870,000 163,000 875,000 37,052,OOt 1999-01 FINANCIAL PLAN AND SUMMARY ____ REVENUES BY MAJOR CATEGORY AND SOURCE Sewer Operating Revenues City Accounts Other Accounts Sewer Connection Fees Water Operating Revenues City Accounts Other Accounts Total Total Non-Operating Utility Revenues Revenue - Contract Work for City Revenue - Contract Work for Others Electric Capacity Revenues Water Tap Fees Sewer Reimbursements Sewer Tap Fees Total Public Works Street Fees Revenue - Contract Work for Others Total Transit Fees Dial-A-Ride Passenger Fares Total Park and Recreation Fees Revenue from Playgrounds Revenue from YouthfTeen Sports Revenue - Indoor/Outdoor Activities Revenue from Aquatics Revenue from Adult Sports Revenue from Specialty Classes BOBS Reimbursements Revenue from Lodi Lake Park Other Park Fees Rent - Park & Recreation Facilities Camp Hutchins Fees Total Community Center Fees swimming Rents Other Fees Revenues NOC Total 14,129 13,700 15,000 15,000 2,928,080 2,906,910 2,997,000 3,068,000 1,003,847 553,695 800,000 800,000 3,946,056 3,474,305 3,s 12,000 3,883,000 37.495 28,000 38,000 40,000 3,270,979 3,712,790 3,348,000 3,427,000 3,308,374 3,740,790 3,386,000 3,467,000 659,228 767,200 690,000 710,000 68,511 15,000 8 1,000 83,000 114,220 40,000 35,000 75,693 40,000 75,000 75,000 5.025 1 1,000 922,677 833,200 886,000 903,000 16 1,076 9,000 1 I0,ooO 1 1 1,000 16 1,076 9,000 1 10,000 11 1,000 199,000 135.720 12 1,000 185,000 135,720 12 1,000 185,000 199,000 150,037 40,959 13201 57,442 74,680 19,788 41,903 62,182 3,894 73,419 187.393 724,898 142,375 39,000 12,000 50,000 75,000 27,000 2 1,000 60,000 3,500 70.000 499,875 21130 40,000 29,000 49,000 73,000 25,000 24,000 76,000 3,000 70,000 600,250 211250 40,000 29,000 49,000 73,000 25,000 24,000 76,000 3,000 75,000 605,250 5 1,438 52,9 10 62,000 63,000 45,483 65,000 133,320 133,320 35,368 33,000 4 1,000 42,000 132,289 150,910 236,320 238,320 H- 9 1999-01 FINANCIAL PLAN AND SUMMARY REVENUES BY MAJOR CATEGORY AND SOURCE Community Development Fees Plan Check Fees hspectiofleinspection Fees Planning Fees 219,384 190,000 225,000 230.000 1.400 42,752 40,000 45,000 50,OOO Total 262.136 23 1,400 270,000 280,000 Public Works Engineering Fees Engineering Fees Development Impact Fees Special Inspections Plans & Specs Engineering Inspections Total Administrative Fees Late Payment - Utility Billing Utility Connections Photocopy Charges Returned Check Charge Total Benefit and Insurance Fees COBRA Admin Fee Medical Care Retiree's Medical Care Medical Co Pay Dental Insurance Vision Care Life Insurance Accidental Death Insurance Unemployment Insurance Long Term Disability COBRA Admin Fee Medical Insurance (COBRA Premium) Dental Insurance (COBRA Premium) Vision Insurance (COBRA Premium) Chmpractic Ins (COBRA Premium) Employee Assistance Program (COBRA) Flexible Spending Accounts chiropractic Total Total Service Fees and Cbarges OTHERREVENUE Damage to Property Reimbursements Donations Library Fines, Fees & Gifts DOMtiOnS 99,826 107,000 124,000 98,000 2,020,547 2,711,000 2,978,000 1,773,000 3,935 3200 6,000 6,000 60,s 18 62,000 74,000 60,000 2,192,860 2,898200 3,190,000 1,945,000 8,034 14,000 8,000 8,000 615,000 4,648 10,000 5,000 5,000 13,479 16,000 19,000 19,000 515,748 640,025 639,000 654,000 600,000 600,000 482,993 14,628 14,025 15,000 15,Ooo 23 1 1,421,853 85,694 9,050 294,278 66,389 31,456 33,934 5,632 46,286 28,570 4 200 1,511235 120,000 10.000 273,305 64,335 26,170 37.530 8,000 45,000 23,985 1,582,000 3 12,000 1,500 293,000 77,000 39,000 30,000 11,000 46,000 1 10,Ooo 1,583,000 3 12,000 1,500 31 1,000 71 ,OOO 40,000 30,000 12,000 46,000 110,Ooo 10,181 8,c@(J 566 1,000 1,885 2,000 1,000 1 ,o@J 117 100 16 20 12,236 23,985 2,000 2,000 2,048,378 2,154,865 2,504,500 2,5 19,500 50.141.071 50.352.620 52519.WO. _. 51.956370 ,. 8,555 10,000 16,000 60,914 58,460 6 1,000 6,619 5,000 6,000 197,147 18,000 20,000 H-10 16,000 20,000 62,000 6,001., 1999-01 FINANCIAL PLAN AND SUMMARY REVENUES BY MAJOR CATEGORY AND SOURCE Revenues NOC Reimbursable Charges (Work-Others) Debt Service - Revenue by Transfer Extra Refuse Total Other Revenue REVENUE TOTAL 820,539 839.500 277.000 285,000 1 ,j 34 2,000 2.000 2,000 9.71 7 5,076 350 1,110,101 933,310 382,000 391.000 79,547,377 81,021,139 823 1 1.070 84,736,070 H-11 1999-2001 F'INANCIAL PLAN AND BWET Interfund Transactions Cost Allocation Plan By policy the City accounts for all operating expenditures and revenues in a primary Fund. General government services are in the General Fund; water, wastewater and electric services are in their respective Funds; transit services are in the Transit Fund; and, so on. The cost of providing support (human resources, finance, legal, city management, etc.) to enterprise fund activities, special revenue fund activities and capital fund projects is charged by interfund transfer as provided in the City's cost allocation plan. In addition to support services, all eligible funds are charged a prorated share of the cost for liability and worker's compensation. The charge to each fund is based on level of impact projected on historical experience and known risk. The purpose of the cost allocation plan is to identify the total cost of providing services. While there are different approaches to developing costs, the City has elected to use a "step down" cost-finding method. This is an informal cost accounting method used by many government agencies to determine the cost of services. No formal accounting entries are required during the year to record costs incurred in specific accounts. Instead, cost finding involves taking available accounting data and recasting it to derive costs. This methodology is best suited to costing general government services under accounting principles which focus on expenditures rather than on expenses. In performing the cost allocations, all indirect costs have been allocated only to direct cost activities rather than using a more complex sequential allocation system. Although there are some conceptual difficulties with this approach, the end result is insignificant, and the cost of preparation, review and audit is significantly less. Other Transfers In addition to the distribution of costs between funds, the City also includes loans and some direct service charges in its interfund transfers. These transfers are not significant and have little impact on the financial condition of any one fund. H-12 draft 1999-01 FINANCIAL PLAN AND SUMMARY INTERF"D TRANSACTIONS - OPERATING TRANSFERS Operating Transfers In Cost of Services Transactions Street Fund - gas tax to offset street maint Total Transfers Total Transfers In Operating Transfers Out Benefits Fund Insurance Funds General Fund Capital Total Transfers Total Transfers Out TOTAL GENERAL FUND 3,164,950 982,563 3,020,920 3,046,960 1,004,000 1,004,000 4,653.490 4,653,490 4,147,513 4,024,920 4,050,960 (101,1l3) (845,867) (82,372) 4.000 (269.485) (269,485) (400,000) (400,000) (1,655,100) (1,655.100) 2998390 . .. (1,025.352) . 3.122.161 (669,485) (669,485) 3355,435 3381,475 1 LIBRARY m Operating Transfers In Operating Transfers Out Cost of Savices Transactions Total Transfers Out TOTAL LIBMY FUND 10,000 18,000 (75.000) 50,000 fmmGF (75.000) (75.000) (65@w (75.000) A7wJ) STREETFUND Operating Transfers In TDA Fund Total Transfers from April Exp Report Total Transfers Total Transfers In Operating Transfers Out Cost of Services Transactions General Fund Street Maintenance (gas tax) Total Transfers from April Exp Report Total Transfers Total Transfers Out TOTAL STREET FUND 125,290 4,538,092 755,805 755,805 2,579,057 2,579,057 4,663,382 755,805 755,805 (235,330) (982,563) (J,4 6-1.38 9) (278,710) (28 1,860) (1 ,o~,OOO) ( 1,004,000) (6,267.52 1 ) (6,267,52 1 ) - -13,668.464'1 (5,692,282) - (1,028900)- c (1,282,710) (1,285,860) 1- (526,9@5) - 27' .4-(53@$55) TRANSPORTATION DEVELOPMENT ACT FUND Opemting Transfers Out Cost of Services Transactions General Fund Transit Street Fund Transit Fund Total Transfers from April Exp Report Total Transfers Total Transfers Out TOTAL TRANSPORTATION DEVELOPMENT A CDBG FUND Operating Transfers Out Total Transfers Out TOTAL CDBG FUND Cost of Services Transactions (39.591) (115.290) (1,025,400) (58,830) (58,435) (755,805) (755,805) (773,150) (773,150) (25,028) (1.259.799) (1,259,799) (1,259,799) ( I .228.309) f 1,228,3O9) (1,587,785) (1,587,390) (1,5fl,785)' -(1,587,390) - (90,000) (90,000) (90,000) (90.000) W,W) - -- (W,W] 1 H-13 1999-01 FINANCIAL PLAN AND SUMMARY draft INTERFUND TRANSACTIONS - OPERATING TRANSFERS Operating Transfers In Operating Transfers Out CAPITAL OUTLAY F”D Operating Transfers In Total Transfers from April Exp Report General Fund Public Benefits Fund Electric Fund Total Transfers In Operating Transfers Out Cost of Services Transactions Debt service General Fund Equipment Replacement Fund Total Transfers from April Exp Report Total Transfers Total Transfers Out TOTAL CAPITAL OUTLAY FUND EQUIPMENT FUND Operating Transfers In Capital Outlay Fund Total Transfers In TOTAL EQUIPMENT FUND DEBT SERVICE FUND Operating Transfers In Capital Outlay Fund Total Transfers In Operating Transfers Out TOTAL DEBT SERVICE FUND WATER FLTND Operating Transfers In Total Transfers from April Exp Report Total Transfers Total Transfers In Operating Transfers Out Cost of Services Transactions General Fund -employee recognition Benefits Fund Insurance Funds General Fund Water capital Total Transfers from April Exp Report Total Transfers Total Transfers Out TOTAL WATER FUND 23,398 (30,000) 1 5,713,366 1,335,659 73,000 150,000 966,435 350,000 350,000 15,713,366 2,525,094 350,000 350,000 (1,286,236) ( 1,282,305) ( 1,283,745) (62.979) (50,000) (400,000) (300,000) (300,000) ( 1.23 1,616) (13,716,544) (14.116) ( 1 3.7 16,544) (2,994,947) (1,582,305) (1.633.745) 1,996,822 (469,853) (L232,305) , . :&283,745) 455,443 400,000 300,000 300,000 455,443 400,000 300,000 300,000 455,443 @w@fJ 3oa,eoa - : 300,m 1,448,076 1,286,236 1,282,305 1,283,745 1,448,076 1,286,236 1,282,305 1,283,745 (387,897) 179. 1,286336 1mm- 383,?45 . - b -- 40,000 40,000 40,000 40,000 (372,654) (527,135) (536,360) (5,013) (12,715) (12,715) (6 1,3 13) (39,350) (39,350) (35,529) (524) (40.000) (93,777) (715,538) (48,577) (715,538) (757.388) (579,200) (588,425) 1675,538) 0 17,388) (579,200) - .” ..(588,425) , H-14 1999-01 FINANCIAL PLAN AND SUMMARY draft INTERFZTND TRANSACTIONS - OPERATING TRANSFERS WASTEWATER FLTND Operating Transfers In Total Transfers from April Exp Report Total Transfers Total Transfers In Operating Transfers Out Cost of Services Transactions General Fund General Fund-employee recognition Benefits Fund Insurance Funds Sewer capital Total Transfers from April Exp Report Total Transfers Total Transfers Out TOTAL WASTEWATER FUND ELECTRIC FUND Operating Transfers Out Cost of Services Transactions Benefits Fund Insurance Funds General Fund CIP Total Transfers Total Transfers Out TOTAL ELECTRIC FVND TRANSIT FUND Operating Transfers In Transportation Development Act Total Transfers Total Transfers from April Exp Report Total Transfers In Operating Transfers Out Cost of Senices Transactions Benefits Fund Insurance Fund General Fund Total Transfers Total Transfers Out TOTAL TRANSIT FUNJl CHILD CARE SERVICE Operating Transfers Out Total Transfers Out TOTAL CHILD CARE SERVICE FUND 21,132 223,792 223,792 21,132 (388,s 18) (16,336) (560) (5.360) (120,768) ( 1 17,775) (20,000) ( 1,473,442) ( 13.366) (40 1,053) (1,087.410) (2,712,9811) (215,6763 (2,7 12,984) (3.190,947) (2,712,981) (3,190,947) 1,025,400 1,075,400 36,200 1,075,400 1,06 1,600 (85,945) (4,020) (206) (420) (9039 1 ) (3.1 00) 984,809 967,909. (90,jY 1) (93,691 ) (17,952) (1 7,952) (1 7,952) - (4 18,660) (426,635) ( 13,595) (1 3.595) (77,O 15) (77,015) (509,270) (517,245) - (sO93q I i- (517,245) c (1,398,735) (1,403,935) (304,550) (304,550) (33,905) (33,905) (350,000) (350,000) (2,087,1”3) (2,092,390) (2,087,190) : ’ ‘0,092,390) T 773,150 773,150 773,150 773,150 (1 98,850) (1 99,740) ( 10JW ( 10,200) (185) (185) (209,235) (2 10,125) . 563,915; 563,- H-15 1999-01 FINANCIAL PLAN AND SUMMARY draft INTERF"D TRANSACTIONS - OPERATING TRANSFERS BENEFITS FUND Operating Transfers In General Fund Electric Fund Wastewater Fund Water Fund Library Fund Transit Fund Total Transfers Total Transfers In TOTAL BENEFITS FUND SELF INSURANCE FUND Operating Transfers In General Fund Electric Fund Wastewater Fund Water Fund Library Fund Transit Fund Total Transfers In TOTAL SELF INSURANCE FUND TRUST AND AGENCY FUND Operating Transfers In Operating Transfers Out Total Transfers Out TOTAL TRUST AND AGENCY FTJNJl 150,767 150,767 150,767 845,867 401,053 120,768 61,314 6,535 206 1,435,743 . La743 s ( 10,000) (lO.000) (lO.aOoJ 101,113 13,366 5,360 5,013 5,127 4,020 133,999 u3,999 845,867 401,053 120,768 61,314 6,535 206 1,435,743 1,435,743 3.162 ( 18,000) ( 18,000) . (14,838) -A 269,485 269,485 33,905 33,905 12,715 12,715 13,595 13,595 10,195 10,195 339,895 339,895 339,w5 339,895 P 400,000 400,000 304,550 304,550 77,015 n,o 15 39,350 39,350 185 185 821,100 821,100 *~a2lJQo -.- . ral,ioo %. -P H-16 1999-2001 FINANCIAL PLAN AND BUDGET Personnel Summary The City of Lodi's number one priority is to provide the most effective and efficient services to its citizens possible. These services will be delivered daily by 430 full-time employees in 1999-2000 and 436 full-time employees in 2000-01. These employees are the core of the City's service capacity and define the quality and efficiency of city to provide service. The 1999-2001 Financial Plan and Budget for personnel services includes salary and fringe benefits offered to employees. The regular full-time staff will increase 11 positions in 1999-2000 and 7 positions in 2000-01. The following justification is provided for the added staffing levels: Community Center The Council has approved the addition of one Aquatics Supervisor, due to the expansion of this successful program. The cost of this position in 1999-2000 will be offset by the elimination of the part- time Recreation Specialist and Head Lifeguard positions. In addition, the Council has approved one Building Maintenance Worker position, due to the addition of 40,000 square feet with the construction of the new Performing Arts/Conference Center. Community Development An addition of an Administrative Clerk I1 position in the Community Development department is approved for 2000-01. The increased workload within the Community Improvement Division point to a need for full time clerical position. Savings from the existing part-time position will be used to offset the cost of this position. Finance Department - Accounting The Revenue Division of the Finance Department has been approved for two additional Account Clerk positions starting in 1999-00. These positions will handle the increased workload created by the deregulation of the electric utility industry. Savings from part-time positions will be used to offset the cost of these positions. Public Works - Administration The Administration Division of Public Works has responded to the City's economic development and major capital improvement initiatives with existing staff and, in doing so, staff is often overwhelmed. Because of the diversity of the Public Works Department, and the staff time and expense required to train clerical staff, it is not cost-effective or productive to constantly train and retrain part-time clerical staff. A permanent, full-time Administrative Clerk I1 position would .alleviate these problems. The addition of this position has been approved for 2000-01. Savings from the existing part-time position will be used to offset the cost of this position. Public Works - Fleet Services One Parts Clerk position has been approved for 1999-00 to assist in managing the parts operation. Savings from a part-time Administrative Clerk and summer laborer will offset the cost of this position. H-17 1999-2001 FINANCIAL PLAN AND BUDGET Personnel Summary Human Resources The request for an Administrative Clerk I1 in 2000-01 has been approved to provide clerical/technical support to the Risk Management function which was absorbed by Human Resources in 1995. Savings from the existing part-time position will be used to offset the cost of this position. Public Works - Streets Division Last year a temporary laborer was funded for one year to keep the newly renovated Downtown area clean. Having this position emptying the Downtown trash containers has resulted in a $13,000 annual reduction in refuse charges to the City. Increasing emphasis on Downtown Revitalization warrants the addition of this position in 1999-00. Savings from the existing part-time position will be used to offset the cost of this position. Parks & Recreation Department The Parks and Recreation Department has requested one Administrative Assistant and one additional Laborer. The addition of the Administrative Assistant is approved for the 2000-01 budget to allow time to study the needs of the department overall. A full-time Laborer position is needed for maintenance of Peterson Park, Henry Glaves Park, and the Katzakian Park which is currently under construction. This position is approved for the 2000-01 budget. Fire Department The addition of one firefighter in 1999/00 and an additional firefighter for 2000-01 has been approved. One additional firefighter position was approved in the prior two-year budget process. The addition of the three positions are needed to maintain a three-person truck company, resulting in a constant onduty staffing of thirteen personnel per shift, including the duty chief. Water/ W aste w ater Utilities The request to provide a dedicated engineering staff to place greater emphasis on supporting the City’s Water and Wastewater Utilities has been approved for 1999-00. Related to this would be a reorganization of the present Engineering section of Public Works. This request and related reorganization will emphasize use of outside consulting services for large and “one-time” projects. Two additional positions would be added to the Waterwastewater Utilities authorized position level. Electric Utility The addition of an Administrative Clerk I1 position has been approved for 1999-01. This position is needed to provide the necessary clerical support in the Engineering and Operations Division which will relieve existing estimating and engineering staff of clerical duties. In addition, the approval was given to hire a GroundmadGroundwoman and a Truck DriverIEquipment Operator - one position in 1999-00 and one position in 2000-01. The Groundman/Groundwoman position is needed to implement G.O. 165 inspection intervals. The Truck Driver/Equipment Operator position will be utilized to drive a line truck and operate equipment where a Lineperson is now utilized. H-18 1999-01 FINANCIAL PLAN AND BUDGET ~ ~ ~ ~ ~~~ REGULAR POSITIONS BY MISSION 1997-98 1998-99 1999-00 2000-01 Actual Budget Budget Budget 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 dk Social Services Parks and Recreation Cultural Services Social Services Total Leisure, Cultural & Social Services Community & Economic Development Planning Community Improvement Construction Development Economic Development Total Community & Economic Development General Government Legislation and Policy General Administration Legal Services City Clerk Services Administrative Services Organizational Support Services Non-Departmental Services Total General Government TOTG OPERATING BUDGET 112.0 113.0 113.0 113.0 48.0 49.0 50.0 51.0 1 .o 0.0 0.0 0.0 161.0 162.0 163.0 164.0 12.8 12.8 14.9 14.9 23.2 23.2 24.1 24.1 44.0 44.0 46.0 47.0 80.0 80.0 85.0 86.0 25.0 26.0 26.0 26.0 1 .o 1 .o 1 .o 1.0 26.0 27.0 27.0 27.0 27.0 27.0 27.0 29.0 20.0 20.0 23.0 23.0 1.0 1.0 1 .o 1.0 48.0 48.0 51.0 53.0 5.0 6.0 6.0 6.0 2.0 2.0 2.0 3.0 20.0 21.0 20.0 20.0 1.0 1 .o 1 .o 1.0 28.0 30.0 29.0 30.0 0.0 0.0 0.0 0.0 11.0 15.0 15.0 16.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 33.0 30.0 32.0 33.0 20.0 20.0 21 .o 21 .o 0.0 0.0 0.0 0.0 70.0 71 .O 74.0 76.0 413.0 418.0 -129.0 436.0 H-I 9 BUDGET GRAPHICS AND SUMMARIES AUTHORIZED REGULAR POSITIONS BY MISSION I 1999-00 AUTHORIZED REGULAR POSITIONS 429 1997-98 1998-99 1999-00 2000-01 ACTUAL BUDGET BUDGET BUDGET Public Safety 161 162 163 164 Public Utilities 80 80 84 85 Transportation 26 27 Leisure, Cultural and Social Services 48 48 Community Development 28 30 27 27 51 53 30 31 Genera I Govern rnent 70 71 74 76 TOTAL 41 3 41 8 429 436 GENERAL GOVERNMENT 17% COMMUNITY DEVELOPMENT LEISURE, CULTURAL 8 SOCIAL SERVICES TFWNSPORTATIO PUBLIC UTILITIES H-20 1999-01 FINANCIAL PLAN AND BUDGET TEMPORARY F'ULLTIME EQUIVALENTS (FI'E's) Public Safety Police Protection Fire Safety Graffiti Abatement Total Public Safety Public Utilities Water Utility Services Wastewater Utility Services Electric Utility Sewices Total Public Utilities Transportation Streets and Flood Control Transit Total Transportation Leisure, Cultural & Social Services Parks and Recreation Library Community Center Total Leisure, Cultural & Social Services Community & Economic Development Planning Community Improvement Building Inspections Engineering Economic Development Total Community & Economic Development General Government City Manager Public Works Administration Legal Services City Clerk Services Human Resources Risk Management Information Systems Data Processing Finance Facilities Maintenance Fleet Maintenance Total General Government 2.50 2.50 2.50 2.50 0.00 0.50 0.00 0.00 1.00 0.00 0.00 0.00 3.50 3.00 2.50 2.50 3.05 3.05 3.05 3.05 1 .oo 1.00 1.00 1 .oo 1 .oo 1.75 2.50 2.00 5.05 5.80 6.55 6.05 1.10 2.10 1 .oo 1 .oo 0.00 0.00 0.00 0.00 1.10 2.10 1.00 1 .oo 31 .OO 31.20 36.00 36.10 5.00 5.00 6.00 6.00 5.50 5.50 5.50 5.50 41 SO 41.70 47.50 47.60 0.50 1 .oo 1 .oo 0.00 0.90 0.90 1.40 1.40 0.40 1 .oo 1 .oo 1.00 0.00 0.00 0.00 0.00 1.80 2.90 3.40 2.40 1.00 2.00 2.00 2.00 0.65 0.50 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.25 0.25 0.25 0.90 0.90 0.48 0.00 0.00 0.00 0.00 0.00 1 .oo 1 .oo 1.00 1 .oo 5.00 6.20 4.35 4.35 0.25 0.25 0.00 0.00 0.75 0.75 0.00 0.00 9.55 11.85 8.08 7.60 TOTAL OPERATING BUDGET 62.50 67.35 69.03 67-15 H-21 00'iEc OOVI Onr1 nor 00% wr w-t 666661 WL .I . .. wr : OW€ 00'1 00'1 a321 00'CI 00'it OO't01 00'1 I on'r: 00'0 00.1 11 Full Time Positions E>XRPRISE F"DS TLhYSPO RTATION 1994-95 0.00 X.U0 AbTEIORIZED a 35.00 79.00 3CUO Yl.00 REco\c Y3.00 nmu CITY WIDE 379.0 391.0 409.0 113.U 418.0 129.0 436.0 H-23 1999-01 FIiANCL4L PLAN AND BUDGET REGULm POSITIONS BY DEPARTMENT CITY MANAGER Administrative Assistant to City Manager City Manager Deputy City Manager Data Processing Manager Data Processing Operations Specialist Information Systems Manager Information Systems Coordinator Network Administrator Programmer Analyst Secretary to the City Manager Senior Programmer Analyst CITY ATTORNEY Deputy City Attorney 1/11 City Attorney Legal Secretary CITY CLERK City Clerk Deputy City Clerk Administrative Clerk 1/11 COMMUNITY CENTER Acquatics Supewisor Arts Coordinator Building Maintenance Worker Camp Hutchins Day Care Teacher Community Center Director Department Secretary LaborerlMaint Wkr 1/11 Sr Building Maintenance Worker Senior Service Coordinator COMMUNITY DEVELOPMENT Administrative Clerk 1/11 Administrative Clerk Ill Building Inspector 1/11 Chief Building Inspector City Planner community Development Director Community Improvement Officer Community Improvement Manager Department Secretary Junior/Assistant/Associate Planner Senior Building Inspector Senior Planner 1 .o 1 .o 1 .o 0.0 0.0 1 .o 1 .o 0.0 0.0 1 .o 1 .o 7.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 11.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 3.0 3.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 3.0 3.0 0.0 1 .o 0.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 7.0 1 .o 1 .o 3.0 1 .o 0.0 1 .o 1 .o 1 .o 1 .o 2.0 1 .o 1 .o 14.0 H-24 0.0 1 .o 0.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 7.0 1 .o 1 .o 3.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 2.0 1 .o 1 .o 15.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 11.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 11.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 3.0 3.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 3.0 3.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 9.0 1 .o 1 .o 3.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 2.0 1 .o 1 .o 15.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 9.0 2.0 1 .o 3.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 2.0 1 .o 1 .o 16.0 1999-01 FINANCIAL PLAN AND BUDGET REGULAR POSITIONS BY DEPARTMENT 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o Economic Development Coordinator ELECTRIC UTILITY DEVELOPMENT Administrative Clerk 1/11 Construction/Maint Supervisor Department Secretary Mana eting Manager Electric Services Electric Apparatus Mechanic Electric Foreman/Forewoman Electric LinemanlLinewoman Electric Meter Technician Electric System Supervisor Electric Troubleshooter Electric Utilitv Director Electric Utility Superintendent Electrical Drafting Technician Electrical Engineer Electrical Estimator Electrical Technician Electrician Manager Engineering & Operations Metering Electrician - S Senior Electrical Estimator Senior Electrical Troubleshooter Utility Mgmt Administrator Utility Operations Supervisor Utility Service Operator 1/11 Utility Service Operator 1/11 - Relief 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 3.0 8.0 1 .o 1 .o 2.0 1 .o 1 .o 1 .o 1 .o 1 .o 2.0 2.0 2.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 3.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 3.0 8.0 1 .o 1 .o 2.0 1 .o 1 .o 1 .o 1 .o 1 .o 2.0 2.0 2.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 3.0 2.0 1 .o 1 .o 1 .o 1 .o 1 .o 3.0 9.0 1 .o 1 .o 2.0 1 .o 1 .o 1 .o 1 .o 1 .o 2.0 2.0 2.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 3.0 2.0 1 .o 1 .o 1 .o 1 .o 1 .o 3.0 10.0 1 .o 1 .o 2.0 1 .o 1 .o 1 .o 1 .o 1 .o 2.0 2.0 2.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 3.0 1 .o 1 .o 1 .o 1 .o 44.0 44.0 46.0 47 0 . . .- FINANCE DEPARTMENT Account Clerk Accountant 1/11 Accounting Manager Account Collector Accounting Technician Buyer Customer Services Supervisor Data Processing Manager Data Processing Operations Specialist Finance Director Meter Reader Parking Enforcement Assistant 9.0 1 .o 1 .o 1 .o 2.0 1 .o 1 .o 1 .o 1 .o 1 .o 4.0 1 .o 9.0 2.0 1 .o 1 .o 2.0 1 .o 1 .o 0.0 0.0 1 .o 4.0 1 .o 11.0 2.0 1 .o 1 .o 2.0 1 .o 1 .o 0 .o 0.0 1 .o 4.0 1 .o 11 .o 2.0 1 .o 1 .o 2.0 1 :o 1 .o 0.0 0.0 1 .o 4.0 1 .o H-25 1999-01 FLNANCIAL PLAN AND BUDGET REGULAR POSITIONS BY DEPARTMENT Programmer Analyst 1 .o 0.0 0.0 0.0 Purchasing Assistant 1 .o 1 .o 1 .o 1 .o Purchasing Officer 1 .o 1 .o 1 .o 1 .o Revenue Manager 1 .o 1 .o 1 .o 1 .o Senior Account Clerk 2.0 2.0 2.0 2.0 Senior Programmer Analyst 1 .o 0.0 0.0 0.0 Senior Storekeeper/Buyer 1 .o 1 .o 1 .o 1 .o Storekeeper 1 .o 1 .o 1 .o 1 .o Support Services Supervisor 1 .o 1 .o 1 .o 1 .o 34.0 31 .O 33.0 33.0 FIRE DEPARTMENT Administrative Clerk Ill Department Secretary Fire Administrative Officer Fire Battalion Chief Fire Captain Fire Chief Fire Division Chief Fire Inspector Firefighter l/II/Engineer 1 .o 1 .o 0.0 2.0 9.0 1 .o 3.0 1 .o 30.0 48.0 1 .o 1 .o 0.0 2.0 9.0 1 .o 3.0 1 .o 31 .O 49.0 1 .o 1 .o 0.0 2.0 9.0 1 .o 3.0 1 .o 32.0 50.0 1 .o 1 .o 0.0 2.0 9.0 1 .o 3.0 1 .o 33 .O 51 .O HUMAN RESOURCES Administrative Clerk 1/11 1 .o 1 .o 1 .o 2.0 Human Resources Analyst 1 .o 1 .o 1 .o 1 .o Human Resources Director 1 .o 1 .o 1 .o 1 .o Human Resources Technician 1 .o 1 .o 1 .o 1 .o Risk Manager 1 .o 1 .o 1 .o 1 .o 5.0 5.0 5.0 6.0 LIBRARY Children's Librarian Librarian IAl Library Assistant Library Services Director Senior Library Assistant Supervising Librarian PARKS & RECREATION DEPARTMENT Administrative Clerk 1/11 Administrative Clerk Ill Administrative Assistant Department Secretary Laboredpark Maintenance Worker 1/11 Park Maintenance Worker Ill Park Project Coordinator Parks & Recreation Director Parks Naturalist Parks Superintendent 1 .o 1 .o 1 .o 1 .o 2.0 2.0 2.0 2.0 8.0 8.0 8.0 8.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 14.0 14.0 14.0 14.0 1 .o 1 .o 0.0 1 .o 7.0 5.0 1 .o 1 .o I .o 1 .o 1 .o 1 .o 1 .o 1 .o 0.0 0.0 1 .o 1 .o 7.0 7.0 5.0 5.0 1 .o 1 .o 1 .o 1 .o 0.0 0.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 8 .O 5.0 1 .o 1 .o 0.0 1 .o H-26 1999-01 FINANCIAL PLAN AND BUDGET REGULAR POSITIONS BY DEPARTMENT Program Coordinator Recreation Supervisor Senior Building Maintenance Worker Welder-Mechanic POLICE DEPARTMENT Administrative Assistant Animal Control Officer Assistant Animal Control Officer Community Service Officer Department Secretary DispatcherIJailer Lead DispatchedJailer Police Captain Police Chief Police Corporal Police Lieutenant Police Officer Police Records Clerk 1/11 Police Records Clerk 111 Police Sergeant Police Volunteer Supervisor 0.0 1 .o 1 .o 1 .o 4.0 4.0 4.0 4 .O 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 27.0 27.0 27.0 29.0 1 .o 1 .o 1 .o 6.0 1 .o 14.0 2.0 2.0 1 .o 6.0 7.0 53.0 5.0 3.0 8.0 1 .o 112.0 1 .o 1 .o 1 .o 6.0 1 .o 13.0 4.0 2.0 1 .o 6.0 7.0 53.0 5.0 3.0 8.0 1 .o 113.0 1 .o 1 .o 1 .o 6.0 1 .o 13.0 4.0 2.0 1 .o 6.0 7.0 53.0 5.0 3.0 8.0 1 .o 113.0 1 .o 1 .o 1 .o 6.0 1 .o 13.0 4.0 2.0 1 .o 6.0 7.0 53.0 5.0 3.0 8.0 1 .o 11 3.0 PUBLIC WORKS DEPARTMENT ADM IN1 STRATI ON Administrative Assistant 1 .o 1 .o 1 .o 1 .o Administrative Clerk 1/11 1 .o 1 .o 1 .o 2.0 Public Works Director 1 .o 1 .o 1 .o 1 .o 4.0 4.0 4.0 5.0 Department Secretary 1 .o 1 .o 1 .o 1 .o ENGINEERING DIVISION City Engineer 1 .o 1 .o 1 .o 1 .o Engineering Technician 1/11 1 .o 1 .o 1 .o 1 .o Engineering Technician Supervisor 2.0 2.0 2.0 2.0 JdAssistant Engineer/Associate Civil Engineer 4.0 3.0 3.0 3.0 Public Works Inspector 1/11 2.0 2.0 2.0 2.0 Senior Civil Enaineer 1 .o 3.0 2.0 2.0 - Senior Engineering Technician 2.0 2.0 2.0 2.0 13.0 14.0 13.0 13.0 FLEET 8 FACILITIES Administrative Clerk 1/11 1 .o 1 .o 1 .o 1 .o BuildingEquipment Maintenance Superintendent 1 .o 0.0 0.0 0.0 Building Service Worker 2.0 0.0 0.0 0.0 Equipment Service Worker 1 .o 1 .o 1 .o 1 .o Facilities Service Worker 0.0 2.0 2.0 2.0 Fleet Services Supervisor 1 .o 1 .o 1 .o 1 .o H-27 1999-01 FINANCIAL PLAN AND BUDGET REGULAR POSITIONS BY DEPARTMENT Fleet & Facilities Manager Heavy Equipment Mechanic Lead Equipment Mechanic Parts Clerk Senior Facilities Services Worker Welder-Mechanic STREETS DIVISION Administrative Clerk 1/11 Downtown Cleanup Laborer Graffitti Abatement Coordinator LaborerlMaintenance Worker 1/11 Street Maintenance Worker Ill Street Superintendent Street Supervisor Street Sweeper Operator Supervising Administrative Clerk Tree Operations Supervisor WATEWASTEWATER DIVISION Assistant Wastewater Treatment Superintendent Assistant WaterMlastewater superintendent Chief Wastewater Plant Operator Laboratory Services Supervisor Laboratory Technician 1/11 Laborer/Maintenance Worker 1/11 Plant & Equipment Mechanic Public Works Inspector 1/11 Senior Civil Engineer SeniorEngineering Technician Senior Plant & Equipment Mechanic Wastewater Plant Operator 1/11 Wastewater Plant inspector Water Conservation Coordinator WaterMlastewater Maintenance Worker I It WaterMlastewater Superintendent WaterMlastewater Supervisor 0.0 1 .o 1 .o 1 .o 5.0 5.0 5.0 5.0 1 .o 1 .o 1 .o 1 .o 0.0 0.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 14.0 14.0 15.0 15.0 1 .o 0.0 1 .o 11.0 6.0 1 .o 3.0 1 .o 1 .o 1 .o 26.0 1 .o 1 .o 1 .o 1 .o 2.0 7.0 3.0 0.0 0.0 0.0 2.0 6.0 2.0 1 .o 5.0 1 .o 3.0 36.0 TRANSPORTATION & COMMUNICATIONS Transit Manager 1 .o 1 .o Total Public Works 94.0 TOTAL REGULAR POSITIONS 413.0 1 .o 0.0 0.0 12.0 7.0 1 .o 3.0 0.0 1 .o 1 .o 26.0 1 .o 1 .o 0.0 12.0 7.0 1 .o 3.0 0.0 1 .o 1 .o 27.0 1 .o 1 .o 0.0 12.0 7.0 1 .o 3.0 0.0 1 .o 1 .o 27.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 2.0 2.0 2.0 7.0 7.0 7.0 3.0 3.0 3.0 0.0 1 .o 1 .o 0.0 1 .o 1 .o 0.0 1 .o 1 .o 2.0 2.0 2.0 6.0 6.0 6.0 2.0 2.0 2.0 1 .o 1 .o 1 .o 5.0 5.0 5.0 1 .o 1 .o 1 .o 3.0 3.0 3.0 36.0 39.0 39.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o- 95.0 99.0 100.0 H-28 1999-2001 F'lhANCIAL 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. H-29 1999-01 FINANCIAL PLAN AND SUMMARY SUMMARY OF SIGIMFICA~T wmmims AND STAFFING CHANGES Police Protection Police Admuustratlon Police Operatlons hmal Control Federal Block Gant match funds thspatcher team buildmg Purchase Cat cages FLR Support Services Purchase Portable weather smon Emergency Services Purchase Foam dispensmg un~t Hire Fmfighter Purchare External defibnllator Tolul Public Sslety F~re Safety Public Uhlihcs Water/Wastewater Utllity Servica Enpeenrig staff support Electnc Utllity Services Policy. LcFslatlve & Regulatory Hire Administratlve Clerk II COnSUhIg SCNlW Electrical Enpemg & opcrntlonr Hire Admuustrative Clerk II Hire temporary Auto CAD oprator Replacement of Pcs (5) Replacement of copy maclune Increase fundmg ofovcilune Meter rcadmg matcnals funds Busrnar Plmg & Marketmg Comultmg services Ucctnc Cmctlon 8: bcnance Tru mmmmg cmtmct me Hireoroun&bpcnon conwa pmonnel substations & syrrtms Fund Apprenbce program Prof. aervices for trarufmer mmt Prof. services for pamtmg Total Public Uhlitin Trsnsportnhon Sheets and Rood Control Hire Domtown cleanup labmr Hire Clean-up mck laborer Total Tmaspo~tatiom Leisme, CmHmml& Socinl Semi- Par)n wd Recreation Parks and IkxcatIon AdmrnuPatlm conncct computer works~om Hire Admuustratlve Asst Pmpm Actlvitlcr Coordrnst~~ Fwchasc office chaus Uppde actlnty brochure Hire Part tune CAD 0p~1-d~ Recreabon DIVIS~~ Aquatics Pvchase Pool slide Purchase Inflatable water fearrpc Increase funds for youth actlnucj Purchase Portable acoreboarb Pvchase Fence matenal Additional PT laborer houn Youth sport3 Sportn Facilitles Parks Ihvision Id Lake Park Special events funLng Hire PTT Laborer ~ mgatlon llutallcr 36.400 20.840 I5,000 9.000 12,ooo 11,000 50.000 130,770 101,540 377,135 55.740 IO.000 20.000 7 00 1,209,295 4.00 457330 divlde colts SO/SO to each utllity hold ti1 re-aganrzatlon unbundled rates. bmchmarkmg reductloo due to me tune cost divide over two yean one tune costs wll encumber thn N m~odrrgulatory reduce equal unt m 2 c~~~traaem second yr to allow tune for setup absorb m cumnt budget appmve for sscond year 40 hr now wino bmcfifs 8.000 41,165 4,400 9,905 10.495 5.500 14,455 4,M)O 4,900 26,035 offset 1 1,405 0.5 1 me tune costs 54,000 1 one tune costs absorb m mt budget abaorb w/97 PT hours budgeted (3,855) one tune -t?l pmdmg use of CDBG fun& one tlme costs absorb m budget 3.500 27,380 net lnmare offm by revenucll one tune costs one tune costs one year of costs offset by donabons ~ maxlunnuurallatlon 1999-01 FINANCIAL PLAN ANTI SUMbIARY SUMMARY OF SIGNIFICANT EXF'ENDITURES AND STAFFING CHANGES Hre Laborer Hire PfI' Laborer Increase part tune hours Hm Part tune assistant Equipment ktenance After School Proupam hCKaJB part tune fundmg Mend opntlon to before school Com1wty center Commwty Center Admuwbaahon Box office staffing Hire Part tune intern Increase part tune Adm Clerk how Snuor Informahon Center €Gre Part hme intern SWUnmlng PO01 Hire Aquatlcs Supervisor Refish wood floor - bt Hall Replace wood columns Remove aldrn Increase jamtonal supplia fundmg Replace rental tabla Increase fund for sublet smces Hire Park Mamtcnance Worker Hre Burlduig Matntenancs Worker Fund Hi weekly in howe -letter Hutch street square Marntenance Socral services Lbrary Increase part tune staffing pool Hire Part tune Lbranan Refnolce Part tune Lhan cillldrcn?l Total Lchrr, Cnlturpl & Social %I- Community & Economic Developreat Commwty Improvement Hire Full tune Admuuibauve Clerk U Purchase Office syatsm furmhpc strategc & Markdlng PlBD bmnomic Development Cammnaity & Erom Lhv Geoenl Govemme.1 Gneral Admlrustratlon Publrc Works Admmsb-dtlm Hire full tlme Admusbauve clerk m €6re Volunteer Coordwtor Fundmg for Solid Waste cormsct Admlrwtrahve Services Hwman Reaourcu Hire Admywtratlve Clerk II Ciwde hauung program CO~dhIlg %IWCCd HR hk Management Ropcrty Valuatton Information Systems Web page development services Coruuitmg Smices RuFhase Laptop (1 ea yr) Hire Part tune Intern Purchase Help desk sob WAN Internet Sewice Pmvader hdmg Mwcipal Code Book codticahon Cost of election - mcrcase Contlnurng Ed for Public ~iclah Hire full tune Account Clerks (2) 1n1nl.r .4 nIner3 R~~ City Clerk Finance Revenue hvisron 13.41 5 13,050 3,650 8,710 offset offset 5.905 16.200 6,910 8,000 12,000 5,250 5,000 1 1,020 11.990 13,180 34,145 32.975 5.720 15,150 19,800 I 31.390 I Petenon & Glaves absorb w/97 PT how budgeted offset by revenues offset by revenues offset by reVCn"es 4.085 or we for PT staff w/ HSS Admm one time costs defer replace m necessary one time costs 20 each year 40,000 sf now space for one year & absorb offset by part tune aavmg one tune cast. 0.5 I 1 15,450 46.1 50 ZOO0 20.OO0 10,850 25.000 7.875 5,000 15,000 3.000 8,320 6,000 9.600 4,340 17,605 0.5 10.315 (4.800) 5,w 7.795 0.5 0.5 offiet by pan time iavmgr defer for further dcvelopmmt offset by part time raving one time costs one time casts one time cosb defer to 2nd year one tune cosb CMC rtahrs offset by part tune ravmgs H-3 1 1999-01 FLVAVCIAL PLAiY IUI'D SUMMARY SUM3lARY OF SIGNIFICAAT EXPENDITURES AND STAFFLNG CHANGES organlzauonal support Smlfes Fmancr Field Services Purchase cellular phones 1,630 (1.2S5) 285) offset by savmpr Him Lead Meter reader 05 17,395 1,200 offset by savmg €he Pam Clerk 0.5 14,845 0.5 1.580 0 offset by part be lamp Fleet Servim Hye Fleet Servicn Worker Total General Government TOTAL OPERATING BUDGET FuNDLiG SOURCES: General Fund Transportation Fund Lbrary Fund CDBG Grid Lability fund Water Fund Wastewater Fund Elemc Fund 90 673.105 525 372.280 45 242.785 2.50 1.3 35,095 2,63 54,050 15,150 13,000 u.Oo0 32.875 32,875 I .5 102.11 5 I 63.940 (3,000) 1.5 102.175 I 6%w (3,000) 40 1,004,945 2.0 329,610 (2,185) I 17.3 2,017.720 9.25 893.475 4.5 234,600 3.9 343- K32 1999-2001 FINANCIAL PLAN AND BUDGET Departmental Budget Summaries The pages which follow summarize the budgets by departments. Departments may have responsibility for numerous activities, i.e. Public Works Department has responsibilities in the following activities: Public Safety (Graffiti Abatement), Public Utilities (Water and Wastewater Utilities), Transportation (Streets and Transit), Community and Economic Development (Engineering), and General Government (Solid Waste Management and Public Works Administration). City Departments are organizational units of the City developed to meet community needs and accomplish City goals. The City Attorney’s, the City Clerk’s, and the City Manager report directly to the City Council. The remaining departments report to the City Manager. The Departmental Budget Summaries include: + Departmental Organizational Chart(s) + Personnel Summary + Operation Budget Summaries + See Operating Activities H-33 X I w Ad m in istrat ion CITY ATTORNEY c7 I I I I Deputy City Legal Secretary Deputy City Attorney Information I Systems Manager CITY MANAGER 1 I r Development Coordinator Systems Coordinator Network Administrator I CITY CLERK El - ~ --1 r- --- L the Deputy City Clerk I1 City Manager -- L Deputy City Clerk 7 Assistant to City Manager 1999-01 FINANCIAL PLAN AND BUDGET SUMMARY BY DEPARTMENT CITY MANAGER REGULAR POSITIONS BY DEPARTMENT Administrative Assistant to City Manager City Manager Deputy City Manager Data Processing Manager Data Processing Operations Specialist Economic Development Coordinator Information Systems Manager Information Systems Coordinator Network Administrator Programmer Analyst Secretary to the City Manager Senior Programmer Analyst OPERATING EXPENDITURE SUMMARY Personnel Services Utilities & Communication Supplies, Materials & Services Equipment, Land & Structures Other Payments Total SEE OPERATING ACTIVITIES Economic Development Community and Economic Development Economic Development page D-99 Community Promotion page D-1 01 General Government General Administration Administrative Services City Manager page D-103 Information Systems page D-117 Data Processing Services page D-119 1 .o 1 .o 1 .o 0.0 0.0 1 .o 1 .o 1 .o 0.0 0.0 1 .o 1 .o 8.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 12.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 12.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 12.0 569,845 91 8,080 974,295 988,060 4,782 3,950 20,070 5,110 267,595 235,095 340,945 317,260 7,689 2,175 2,100 106,791 87,235 154,800 154,800 956,702 1,246,535 1,490,110 1,467,330 H-35 1999-01 FINANCIAL PLAN AND BUDGET SUMMARY BY DEPARTMENT CITY ATTORNEY REGULAR POSITIONS BY DEPARTMENT Deputy City Attorney 1/11 City Attorney Legal Secretary OPERATING EXPENDITURE SUMMARY Personnel Services Utilities 8 Communication Supplies, Materials 8 Services Equipment, Land & Structures Other Payments Total SEE OPERATING ACTIVITIES General Government Legal Senices City Attorney page D-108 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 3.0 3.0 3.0 3.0 225,663 237,590 242,400 241,055 1,641 1,700 1,650 995 48,065 37,790 38,035 37,145 3.050 278,419 277,080 282,085 279,195 H-36 1999-01 FINANCIAL PLAN AND BUDGET SUMMARY BY DEPARTMENT CITY CLERK REGULAR POSITIONS BY DEPARTMENT City Clerk 1 .o 1 .o 1 .o 1 .o Deputy City Clerk 1 .o 1 .o 1 .o 1 .o Administrative Clerk 1/11 1 .o 1 .o 1 .o 1 .o 3.0 3.0 3.0 3.0 OPERATING EXPENDITURE SUMMARY Personnel Services Utilities & Communication Supplies, Materials & Senn'ces Equipment, Land & Structures Other Payments Total SEE OPERATING ACTIVITIES General Government Legal Services Records Administration Election Administration 11 3,576 95,776 90,190 92,980 4,255 5,450 5,195 5,675 104,818 11 1,213 11 5,035 145,260 21 6 4,775 2,000 21,000 22,000 222,865 21 7,214 231,420 267,915 page D-109 page D-1.11 H-37 - H-38 1999-01 FINANCIAL PLAN AND BUDGET SUMMARY BY DEPARTMENT REGULAR POSITIONS BY DEPARTMENT Aquatics Supew'sor Arts Coordinator Building Maintenance Worker Camp Hutchins Day Care Teacher Community Center Director Department Secretary LaboredMaint Wkr 1/11 Sr Building Maintenance Worker Senior Service Coordinator OPERATING EXPENDITURE SUMMARY Personnel Services Utilities 8 Communication Supplies, Materials & SeM'ces Equipment, Land 8 Structures Other Payments Total SEE OPERATING ACTIVITIES Leisure, Cultural and Social Services Community Center Commissions Community Center Arts Specialty Classes Cultural Activities Cultural Services 0.0 1 .o 0.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 7.0 0.0 1 .o 0.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 7.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 9.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 9.0 374,072 41 0,600 534,350 547,525 13,947 12,935 15,575 15,625 168,746 165,090 230,250 259,365 16,688 20,955 20,000 20,000 50,730 50,730 53,230 53,230 624,183 660,310 853,405 895,745 page D-84 page D-85 page D-87 page D-88 H-39 3: I b 0 Community Development Department ____ Department Secretary I -- - - I COMMUNITY IMPROVEMENT DIVISION I BUILDING DIVISION Improvement Manager Community Improvement Officer Chief Building Inspector 1-i-Z-l Administrative Administrative Senior Building Inspector PLANNING DIVISION Senior Planner I LFl Jr./Asst./Assoc. Building Inspector 1/11 L_1 1999-01 FINANCIAL PLAN AND BUDGET SUMMARY BY DEPARTMENT REGULAR POSITIONS BY DEPARTMENT Administrative Clerk 1/11 Administrative Clerk Ill Building Inspector 111 I Chief Building Inspector City Planner Community Development Director Community Improvement Officer Community Improvement Manager Department Secretary Junior/Assistant/Associate Planner Senior Building Inspector Senior Planner OPERATING EXPENDITURE SUMMARY Personnel Services Utilities & Communication Supplies, Materials 8 Services Equipment, Land & Structures Other Payments Total 1 .o 1 .o 1 .o 1 .o 3.0 3.0 1 .o 1 .o 0.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 2.0 2.0 1 .o 1 .o 1 .o 1 .o 14.0 15.0 1 .o 1 .o 3.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 2.0 1 .o 1 .o 15.0 2.0 1 .o 3 .O 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 2.0 1 .o 1 .o 16.0 831,721 843,075 905,375 1,023,305 9,157 8,150 9,475 9,710 12,022 3,000 12,300 5,067 5,000 7,000 1,079,774 1,057,945 1,038,545 1,167,890 221,807 201,720 120,695 11 5,575 SEE OPERATlNG ACTIVITIES Leisure, Cultural and Social Services Social Services Human Relations (CDBG/HOME funds) page D-89 Community Development Commissions page D-90 Community Improvement page D-91 Current and Advanced Planning page D-93 Construction Development Building and Safety page D-95 Community and Economic Development H-41 Metering Electrician Electric Utility Department Department Secretary Electric Utility Management -- I Administrator 1 r-----+i Administrative - BUSINESS 1 PLANNING& 1 MARKETING CONSTRUCTION & MAINTENANCE ELECTRIC SERVICES ENGINEERING & OPERATIONS Manager Engineering & Operations ~ UTILITY OPERATIONS Utility Operations Supervisor Manager, Business Planning & Marketing Electric Utility Manager, Electric Services I I X I P h, 1- ENGINEERING -&- 1 SERTES 1 - I TROUBLESHOOTING , I - ~coNsT~T'oN~ Manager Rates 8 Resources Electrical Engineer II --- Construction & Maintenance Supervisor Electric Troubleshooter Electric Systems Supervisor Senior Electric Utility Rate Analyst I -- I I IL II r-----l Utility Service Operator 1/11 Utility Service Operator - Relief Electrician Electric Technician Electric Utility Rate Analyst Senior Electrical Estimator Forewoman Mechanic Electrical Estimator u Linewoman Electric Drafting Technician 1999-01 FINANCIAL PLAN AND BUDGET SUMMARY BY DEPARTMENT ELECTRIC UTILITY REGULAR POSITIONS BY DEPARTMENT Administrative Clerk 1/11 Constnrction/Maint Supervisor Department Secretary Manager Electric Services Electric Apparatus Mechanic Electric Foreman/Forewoman Electric Lineman/Linewoman Electric Meter Technician Electric System Supervisor Electric Troubleshooter Elect Eled Electric Utility Superintendent Electrical Drafting Technician Electrical Engineer Electrical Estimator Electrical Technician Electrician Manager Engineering & Operations Metering Electrician ing -ager Senior Electrical Estimator Senior Electrical Troubleshooter utility Mgmt Administrator utility Operations Supervisor Utility Service Operator 1/11 Utility Service Operator 1/11 - Relief OPERATING EXPENDITURE SUMMARY Personnel Services Utilities & Communication Supplies, Materials & Services Equipment , Land & Structures Other Payments In-lieu Taxes Bulk Power Total SEE OPERATING ACTIVITIES Public Utilities - Electric Utility Services 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 3.0 8.0 1 .o 1 .o 2.0 1 .o 1 .o 1 .o 1 .o 1 .o 2.0 2.0 2.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 3.0 1 .o 44.0 3,056,132 390,770 867,562 277,377 240,799 4,292,067 9,124,707 25,951,705 35,076,412 page D-33 H-43 1 .o 2.0 2.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 3.0 3.0 3.0 8.0 9.0 10.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 2.0 2.0 2.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 3.0 3.0 3.0 1 .o 1 .o 1 .o 44.0 46.0 47.0 3,021,625 386,825 1,206,640 204,095 190,685 4,220,000 9,229,870 25,873,200 35,103,070 3,388,910 471,025 1,438,200 944,175 125,250 4,366,800 10,734,360 26,051,000 36,785,360 3,446,400 496,805 1,705,330 945,910 125,250 4.41 0.460 11,130,155 26,051,000 37,181,155 +-J S L m Q (I) n I -1 v) a) I- LL H-44 1999-01 FINANCIAL PLAN AND BUDGET SUMMARY BY DEPARTMENT REGULAR POSITIONS BY DEPARTMENT Account Clerk Accountant 1/11 Accounting Manager Account Collector Accounting Technician Buyer Customer Services supervisor Data Processing Manager Data Processing Operations Specialist Finance Director Meter Reader Parking Enforcement Assistant Programmer Analyst Purchasing Assistant Purchasing Officer Revenue Manager Senior Account Clerk Senior Programmer Analyst Senior StorekeeperBuyer Storekeeper Support Services Supervisor OPERATING EXPENDITURE SUMMARY Personnel Services Utilities 8 Communication Supplies, Materials h Services Equipment , Land 8 Structures Other Payments Total SEE OPERATING ACTIVITIES Administrative Services Finance Administration Accounting Services Revenue Services Purchasing Field Sew'ces General Government Organization Support Services 9.0 1 .o 1 .o 1 .o 2.0 1 .o 1 .o 1 .o 1 .o 1 .o 4.0 1 .o 1 .o 1 .o 1 .o 1 .o 2.0 1 .o 1 .o 1 .o 9.0 2.0 1 .o 1 .o 2.0 1 .o 1 .o 0.0 0.0 1 .o 4.0 1 .o 0.0 1 .o 1 .o 1 .o 2.0 0.0 1 .o 1 .o 11.0 2.0 1 .o 1 .o 2.0 1 .o 1 .o 0.0 0.0 1 .o 4.0 1 .o 0.0 1 .o 1 .o 1 .o 2.0 0.0 1 .o 1 .o 11.0 2.0 1 .o 1 .o 2.0 1 .o 1 .o 0.0 0.0 1 .o 4.0 1 .o 0.0 1 .o 1 .o 1 .o 2.0 0.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 34.0 31 .O 33.0 33.0 1,681,722 1,557,630 1,664,800 1,673,630 11 0,974 145,285 158,005 157,905 268,548 201,050 189,340 185,430 24,677 27,250 9,000 10.000 19 50 50 50 2,085,940 1,931,265 2,021,195 2,027,015 page D-121 page D-123 page D-125 page D-127 page D-129 H-45 Fire Department Department Fire Chief EMERGENCY SERVICES k I Fire Division Chief (Fire Marshal) Administrative Clerk 111 Department 1- -1 Secretary - I SUPPORT SERVICES I i Fire Battalion Chiel ADMINISTRATION PERSONNEL DEVELOPMENT Fire Division Chief El Fire Division Chief 1999-01 FINANCIAL PLAN AND BUDGET SUMMARY BY DEPARTMENT FIRE DEPARTMENT REGULAR POSITIONS BY DEPARTMENT Administrative Clerk Ill Department Secretary Fire Administrative Officer Fire Battalion Chief Fire Captain Fire Chief Fire Division Chief Fire Inspector Firefighter I/II/Engineer OPERATING EXPENDITURE SUMMARY Personnel Services Utilities & Communication Supplies, Materials & Services Work for Others Equipment , Land 8 Structures Other Payments Total SEE OPERATING ACTIVITIES Fire and Hazardous Material Public Safety Administration Emergency Services Fire and Safety Training Support Services 1 .o 1 .o 0.0 2.0 9.0 1 .o 3.0 1 .o 30.0 48.0 1 .o 1 .o 0.0 2.0 9.0 1 .o 3.0 1 .o 31 .O 49.0 1 .o 1 .o 0.0 2.0 9.0 1 .o 3.0 1 .o 32.0 50.0 1 .o 1 .o 0.0 2.0 9.0 1 .o 3.0 1 .o 33.0 51 .o 3,004,670 3,124,490 3,392,635 3,515,365 15,631 17,750 17,250 17,750 280,091 292,877 2851 05 303,855 375 2,153 770 3,302,920 3,435,887 3,694,990 3,836,970 page D-16 page 0-18 page D-20 page 0-22 page D24 H-47 3: I n m Human Resources Department Human Resources Director I PERSONNEL OPERATIONS I Human Resources Analyst 1/11 pq MANAGMENT & Risk Manager SUPPORT SERVICES Human Resources Technician Administrative Clerk 1/11 - 1 Confidential I 1999-01 FINANCIAL PLAN' AND BUDGET SUMMARY BY DEPARTMENT HUMAN RESOURCES REGULAR POSITIONS BY DEPARTMENT Administrative Clerk 1/11 Human Resources Analyst Human Resources Director Human Resources Technician Risk Manager OPERATING EXPENDITURE SUMMARY Personnel Services Utilities & Communication Supplies, Materials & Services Equipment, Land & Structures Other Payments Total SEE OPERATING ACTIVITIES Administrative Services Human Resources City Wide Training Risk Management General Government 1 .o 1 .o 1 .o 2.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 5.0 5.0 5.0 6.0 264,307 294,480 335,365 337,915 3,005 3,000 3,590 4,655 82,157 104,600 134,820 124,900 5,270 349,469 407,350 473,775 467,470 page 0-1 12 page D-114 page D-115 H-49 Library 3: I wl 0 Supervising Librarian ADULT TECHNICAL SERVICES I I SERVICES Librarian 1/11 Senior Library Assistant Library Assistant I Library Assistant El I 1 CHILDREN'S SERVICES Children's Librarian Library Assistant 1999-01 FINANCIAL PLAN AND BUDGET SUMMARY BY DEPARTMENT REGULAR POSITIONS BY DEPARTMENT Children's Librarian Librarian 1/11 Library Assistant Library Services Director Senior Library Assistant Supervising Librarian OPERATING EXPENDITURE SUMMARY Personnel Senn'ces Utilities 8 Communication Supplies, Materials & Services Equipment , Land & Structures Other Payments Total 1 .o 1 .o 1 .o 1 .o 2.0 2.0 2.0 2.0 8.0 8.0 8.0 8.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .O 1 .o 1 .o 1 .o 14.0 14.0 14.0 14.0 653,492 699,190 741,460 741,460 67,990 66,470 77,900 78,500 234,464 239,050 254,425 266,325 9,661 965,607 1,004,710 1,073,785 1,086,285 SEE OPERATING ACTIVITIES Leisure, Cultural and Social Services Cultural Services Library Board page D-81 Library Board page D-82 tl-51 H-52 1999-01 FINANCIAL PLAN AND BUDGET SUMMARY BY DEPARTMENT PARKS & RECREATION REGULAR POSITIONS BY DEPARTMENT Administrative Clerk 1/11 Administrative Clerk Ill Administrative Assistant Department Secretary Laboredpark Maintenance Worker 1/11 Park Maintenance Worker Ill Park Project Coordinator Parks & Recreation Director Parks Naturalist Parks Superintendent Parks Supervisor Program Coordinator Recreation Supervisor Senior Building Maintenance Worker Welder-Mechanic OPERATING EXPENDITURE SUMMARY Personnel Senn’ces Utilities 8 Communication Supplies, Materials 8 Services Work for Others Equipment, Land 8, Structures Other Payments Total SEE OPERATING ACTIVITIES Leisure, Cultural and Social Services Park and Recreation Parks and Recreation Commissions Parks and Recreation Administration After School Playgrounds Youthfieen Sports Indoor/Outdoor Activities Aquatics Adults Sports Concessions Parks Maintenance Sports Facilities Lodi Lake Park Park Maintenance Park Operations Equipment Maintenance Recreation Services 1 .o 1 .o 1 .o 1 .o 0.0 0.0 1 .o 1 .o 7.0 7.0 5.0 5.0 1 .o 1 .o 1 .o 1 .o 1 .o 0.0 1 .o 1 .o 2.0 2.0 0.0 1 .o 4.0 4.0 1 .o 1 .o 1 .o 1 .o 27.0 27.0 1,723,661 1,872,660 15,428 16,555 502,710 448,855 2,165 34,836 12,365 15,086 2,291,721 2,352,600 page 0-58 page D-59 page 0-61 page D-62 page D-64 page D-66 page D-68 page D-70 page D-71 page D-73 page D-75 page D-77 page 0-79 1 .o 1 .o 1 .o 1 .o 0.0 1 .o 1 .o 1 .o 7.0 8.0 5.0 5.0 1 .o 1 .o 1 .o 1 .o 0.0 0.0 1 .o 1 .o 2.0 2.0 1 .o 1 .o 4.0 4.0 1 .o 1.0 1 .o 1 .o 27.0 29.0 2,034,145 2,117,480 13,275 14,110 525,915 528,755 5,500 5,500 2,578,835 2,665,845 H-53 Police Department 3: I u1 b Ffpl Administrative OPERATIONS DIVISION OPERATIONS DIVISION Police Captain Police Records Police Lieutenant Police Lieutenant Animal Control Officer Officer Assistant Animal Control Officer I Police Corporal Police Officer PARTNERS 0 Police Volunteer Supervisor I Police Lieutenant I I Police Records DispatchedJailer Clerk 1/11 Dispatcher/Jailer I SERVICES Police Captain Ffl Police Records 1 Police Lieutenant Community Service Police Officer 7- I NARCOTICS STREET CRIMES Police Sergeant 0 Police Sergeant L111 Police Officer u 1999-01 FINANCIAL PLAN AND BUDGET SUMMARY BY DEPARTMENT POLICE REGULAR POSITIONS BY DEPARTMENT Administrative Assistant Animal Control Officer Assistant Animal Control Officer Community Service Officer Department Secretary DispatchedJailer Lead Dispatcher/Jailer Police Captain Police Chief Police Corporal Police Lieutenant Police Officer Police Records Clerk 1/11 Police Records Clerk Ill Police Sergeant Police Volunteer Supem’sor OPERATING EXPENDITURE SUMMARY Personnel Services Utilities 8 Communication Supplies, Materials & Services Equipment, Land & Structures Other Payments Total SEE OPERATING ACTIVITIES Public Safety Police Protection Police Administration Police Operations Police Investigations Animal Shelter 1 .o 1 .o 1 .o 6.0 1 .o 14.0 2.0 2.0 1 .o 6.0 7.0 53.0 5.0 3.0 8.0 1 .o 112.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 6.0 6.0 6.0 1 .o 1 .o 1 .o 13.0 13.0 13.0 4.0 4.0 4.0 2.0 2.0 2.0 1 .o 1 .o 1 .o 6.0 6.0 6.0 7.0 7.0 7.0 53.0 53.0 53.0 5.0 5.0 5.0 3.0 3.0 3.0 8.0 8.0 8.0 1 .o 1 .o 1 .o 11 3.0 113.0 113.0 6,947,608 7,269,170 7,434,075 7,402,330 46,920 32,000 41,550 44,000 429,639 397,176 441,240 490,475 14,415 387 2,500 7,438,969 7,700,846 7,916,865 7,936,805 page D-9 page D-1 1 page D-13 page D-15 H-55 Public Works Administration Department I Secretary 1 Administrative Clerk 1/11 BUILDING EL MAINTENANCE ENGINEERING DIVISION I I DIVISION I I I STREET DIVISION TRANSPORTATION WASTEWATER Transportation 1 Manager I Public Works Department Engineer Engineering Division Engineering DEVELOPMENT S E RVlC E S Technician Supervisor I Technician Supervisor Associate Civil Engineer I I Senior Engineering Technician TRAFFIC ENGINEERING i Associate Traffic L Engineer I i I I I DESIGN 6, CONSTRUCTION ENGINEERING I Senior Civil Engineer I I I Engineer I SURVEYS I - I CONSTRUCTION ADMINISTRATION Public Works Public Works Inspector 1/11 Inspector 1/11 Public Works Department Building & Equipment Heavy Equipment Maintenance Division Welder-Mechanic EQUIPMENT MAINTENANCE I I MAINTENANCE I Mechanic Maintenance Worker Maintenance Supervisor CONSTRUCTION ADMINISTRATION Administrative Clerk 1/11 I Street 3: I v1 UJ Public Works DeDartment 1 Superintendent I Street Division Administrative Administrative Clerk 1/11 STREET 8 ALLEY MAINTENANCE, STREET CLEANING 8 LANDSCAPE I I Street Supervisor a L 1 I 1 STREETS (L PARKSilREES STREET, TRAFFIC CONTROL 8 STORM DRAIN MAINTENANCE 7- 1 1 Tree Operations Supervisor Street Supervisor Q 7 I qFiiiF-~~~~~~~ Street Maintenance Street Maintenance I I Graffiti Abatement Supervisor 1 MAINTENANCE Street Maintenance Street Maintenance Maintenance Worker 1/11 Worker 1111 STREET, STORM DRAIN & SIDEWALK MAINTENANCE Street Supervisor 0 MAINTENANCE Street Maintenance Worker 111 SUPPORT SERVICES Street Maintenance Worker 111 Maintenance Worker 1/11 Worker 1/11 La borer/ Maintenance Worker 1111 Public Works Department Waterwas tewater Division Wa termas tewa te r I WHITE SOUGH WASTEWATER TREATMENT WASTEWATER DIVISION Wastewater Assistant Wastewater Treatment Superintendent WATER CONSERVATION 3: 7- ___;__._I Laboratory Services r-l Supervisor I WATER/ I Chief Wastewater Plant Operator WASTEWATER MAINTENANCE SERVICE a WASTEWATER MAINTENANCE WASTEWATER CONSTRUCTION Conservation Coordinator I I 7- -- -L---l I Waterwastewater I Waterwastewater Supervisor Waterwastewater Supervisor Supervisor v LAB0 RAT0 RY MAINTENANCE Waterwastewater Wastewater Plant Inspector Technician 1/11 Operator 1/11 Plant & Equipment Mechanic I Wastewastewater Maintenance Worker 111 Wastewastewater Maintenance Worker 111 Worker 1/11 Senior Plant 8 Equipment Mechanic Maintenance Maintenance Worker 1/11 Maintenance Worker 1/11 Plant & Equipment Mechanic Plant & Equipment Mechanic Maintenance Wnrlrer 1/11 1999-01 FINANCIAL PLAN AND BUDGET SUMMARY BY DEPARTMENT REGULAR POSITIONS BY DEPARTMENT ADMlN ISTRATION Administrative Assistant 1 .o 1 .o 1 .o 1 .o Administrative Clerk 1/11 1 .o 1 .o 1 .o 2.0 Department Secretary 1 .o 1 .o 1 .o 1 .o Public Works Director 1 .o 1 .o 1 .o 1 .o 4.0 4.0 4.0 5.0 ENGINEERING DIVISION City Engineer 1 .o 1 .o 1 .o I .o Engineering Technician 1/11 1 .o 1 .o 1 .o 1 .o Engineering Technician Supervisor 2.0 2.0 2.0 2.0 Public Works Inspector 1/11 2.0 2.0 2.0 2.0 Senior Civil Engineer 1 .o 3.0 2.0 2.0 Senior Engineering Technician 2.0 2.0 2.0 2.0 Jr/Assistant Engineer/Associate Civil Engineer 4.0 3.0 3.0 3.0 13.0 14.0 13.0 13.0 FLEET & FACILITIES Administrative Clerk 1/11 1 .o BuiMinglEquipment Maintenance Superintendent 1 .o Building Service Worker 2.0 Equipment Sewice Worker 1 .o Facilities Service Worker 0.0 Fleet Service Supervisor 1 .o Fleet & Facilities Manager 0.0 Heavy Equipment Mechanic 5.0 Lead Equipment Mechanic 1 .o Parts Clerk 0.0 Senior Building Maintenance Worker 1 .o Welder-Mechanic 1 .o 14.0 STREETS DIVISION Administrative Clerk 1/11 Downtown Cleanup Laborer Graftitti Abatement Coordinator LaboredMaintenance Worker 1/1 I Street Maintenance Worker Ill Street Superintendent Street Supervisor Street Sweeper Operator Supervising Administrative Clerk Tree Operations Supervisor 1 .o 0.0 1 .o 11.0 6.0 1 .o 3.0 1 .o 1 .o 1 .o 26.0 H-61 1 .o 0.0 0.0 1 .o 2.0 1 .o 1 .o 5.0 1 .o 0.0 1 .o 1 .o 14.0 1 .o 0.0 0.0 12.0 7.0 1 .o 3.0 0.0 1 .o 1 .o 26.0 1 .o 0.0 0.0 ' 1.0 2.0 1 .o 1 .o 5.0 1 .o 1 .o 1 .o 1 .o 15.0 1 .o 1 .o 0.0 12.0 7.0 1 .o 3.0 0.0 1 .o 1 .o 27.0 1 .o 0.0 0.0 1 .o 2.0 1 .o 1 .o 5.0 1 .o 1 .o 1 .o 1 .o 15.0 1 .o 1 .o 0.0 12.0 7.0 1 .o 3.0 0.0 1 .o 1 .o 27.0 1999-01 FINANCIAL PLAN AND BUDGET SUMMARY BY DEPARTMENT PUBLIC WORKS WATERNVASTEWATER DIVISION Assistant Wastewater Treatment Superintendent 1 .o 1 .o 1 .o 1 .o Assistant WaterMlastewater Superintendent Chief Wastewater Plant Operator Laboratory Services Supervisor Laboratory Technician 1/11 LaboredMaintenance Worker 1/11 Plant & Equipment Mechanic Public Works Inspector 1/11 Senior Civil Engineer Senior Engineer Technician Senior Plant & Equipment Mechanic Wastewater Plant Operator 1/11 Wastewater Plant Inspector Water Conservation Coordinator WaterMlastewater Maintenance Worker Ill WaterMlastewater Superintendent WaterMlastewater Supervisor TRANSPORTATION & COMMUNICATIONS Transit Manager Total Public Works OPERATING EXPENDITURE SUMMARY Personnel Services Utilities & Communication Supplies, Materials & Services Work for Others Equipment , Land 8, Structures Other Payments Total SEE OPERATING ACTIVITIES Public Safety Other Safety Services Garffiii Abatement Water Utility Services Wastewater Utility Services Streets and Flood Control Public Utilities Transportation Street Maintenance Street Trees Street Cleaning 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 2.0 2.0 2.0 2.0 7.0 7.0 7.0 7.0 3.0 3.0 3.0 3.0 0.0 0.0 1 .o 1 .o 0.0 0.0 1 .o 1 .o 0.0 0.0 1 .o 1 .o 2.0 2.0 2.0 2.0 6.0 6.0 6.0 6.0 2.0 2.0 2.0 2.0 1 .o 1 .o 1 .o 1 .o 5.0 5.0 5.0 5.0 1 .o 1 .o 1 .o 1 .o 3.0 3.0 3.0 3.0 36.0 36.0 39.0 39.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 94.0 95.0 99.0 100.0 4,622,598 4,824,840 5,207,685 5,326,835 984,210 1,07531 0 1,129,960 1,153,980 3,698,115 3,337,916 3,319,265 3,457,420 672,049 290,725 286,565 294,730 152,887 119,110 203,575 201,475 1,494,251 1,522,525 1,569,660 1,571,875 11,624,110 11,170,426 11,716,710 12,006,315 page D-26 page D-27 page D-30 page D-48 page D-50 page D-51 ti-62 1999-01 FINANCIAL PLAN AND BUDGET SUMMARY BY DEPARTMENT PUBLIC WORKS Storm Drains Parking Lot Maintenance Transit System Community and Economic Development Construction Development Engineering General Government General Administration Solid Waste Management Public Works Administration Organization Suport Services Facilities Services Fleet Services page D-53 page D-55 page D-56 page D-97 page D-105 page D-106 page D-131 page D-133 H-63 1999-2001 FINANCIAL PLAN AND BUDGET Joint Venture Debt Service Requirement Northern California Power Agency The City, along with fourteen other public agencies, is a member of the Northern California Power Agency (NCPA) which was formed in 1968 as a joint powers agency. Its membership consists of eleven cities with publicly-owned electric utility distribution systems, one irrigation district, one shipping port, one public utility district and one associate member, a rural electric cooperative. NCPA is generally empowered to purchase, generate, transmit distribute and sell electric energy. Members participate in the projects of NCPA on an elective basis. Therefore, the participation percentage varies for each project. A commission comprising one representative from each member organization governs NCPA. The commission is responsible for the general management of the affairs, property and business of NCPA. Under the direction of the general manager, the staff of NCPA is responsible for providing various administrative, operating and planning services for NCPA and its associated power corporations. NCPA’s project construction and development programs have been individually financed by project revenue bonds collateralized by NCPA’s assignment of all payments, revenues and proceeds associated with its interest in each project. Each Project Participant has agreed to pay its proportionate share of debt service and other costs of the related project, notwithstandi‘ng the suspension, interruption, interference, reduction or curtailment of output from the project for any reason. Certain of the revenue bonds are additionally supported by municipal bond insurance credit enhancements. Transmission Agency of Northern California The Transmission Agency of Northern California (TANC) was organized under the California Government Code pursuant to a joint powers agreement entered into by fifteen Northern California utilities including the City of Lodi. The purpose of TANC is to provide electric transmission or other facilities for the use of its members through its authority to acquire, construct, finance, operate and maintain facilities for electric power transmission. The joint powers agreement provides that the costs of TANC’s activities can be financed or recovered through assessment of its members or user charges through transmission contracts with its members. Each TANC member has agreed to pay a pro rata share of the costs to operate TANC and has the right to participate in future project agreements. The joint power agreement remains in effect until debt obligations and interest thereon have been paid, unless otherwise extended by the members. Takeor-Pay Obligations The City has entered into certain power sales contracts for the purchase of energy and certain other agreements for the payment of costs of certain projects in which it is participating, including agreements with the joint powers agencies in which it participates, the Transmission Agency of Northern California (“TANC”) and the Northern California Power Agency (“NCPA”). The City’s obligations under such agreements constitute a portion of the Maintenance and Operation Costs payable prior to the 1999 Payments under the 1999 Contract. Agreements with the joint powers agencies in which the City participates are on a “take-or-pay” basis, which requires payments to be made whether or not projects are completed or operable or whether output from such projects is suspended, interrupted or terminated. Certain agreements with TANC and NCPA contain “step-up” provisions obligating the City to pay a share of the obligations of a defaulting participant. The City’s maximum step-up under those agreements, however, is 25% of the City’s original debt service obligation for the project. City of Mi’s share of NCPA and TANC Debt service requirements are paid through the Bulk power purchased by the City through NCPA. (refer to page D-35). H-64 1999-01 FINANCIAL PLAN AND BUDGET DEBT SERVICE REQUIREMENTS The indentures listed below are liabilities of the City of Lodi under joint agreement with the 14 other Northern California Agency (NCPA) member cities and districts. Under these agreements the City of Lo& is obligated to pay its share through a “take or pay” arrangement based on the City’s contribution to the construction and development of each project. As such, payments are made through the purchase of bulk power. Geothermal Project - Refunding Revenue Bonds 1987 Series A Purpose: Refinancing 1983 and 1987 Bonds Maturity Date: 2009 Interest Rate: 5% to 7% Outstanding Debt-NCPA - July 1,1999: $25,000,000 Outstanding Debt-City: $2,570,000( 10.28%) Funding Source: Electric Fund Geothermal Project - Refunding Special Revenue Bonds 1993 Series A Purpose: Refinancing 1983,1985,1987 Bonds Maturity Date: 20 10 Interest Rate: 3.0% to 5.85% Outstanding Debt-NCPA - July 1,1999: $1 54,830,000 Outstanding Debt-City: $15,916,524 (10.28%) Funding Source: Electric Fund Geothermal Project - Refunding Revenue Bonds 1996 Series A and B Purpose: Refinancing 1987 Series A and B Bonds Maturity Date: 2002-2005 Interest Rate: 4.4% to 5% Outstanding Debt-NCPA - July 1,1999: $234,780,000 Outstanding Debt-City : $24,13 5,3 84 (1 0.28%) Funding Source: Electric Fund Hydroelectric Project Number One- Refunding Revenue Bonds 1992 Series A ** Purpose: Refinancing 1986 Series A Bonds Maturity Date: 2023 Interest Rate: 3.0% to 6.0% Outstanding Debt-NCPA - July 1,1999: $191,830,000 Outstanding Debt-City: $19,892,771 (1 0.37%) Funding Source: Electric Fund H-65 1999-01 FINANCIAL PLAN AND BUDGET DEBT SERVICE REQUIREMENTS Hydroelectric Project Number One- Refunding Revenue Bonds 1993 Series A ** Purpose: Refinancing 1985 and 1986 Series A Bonds Maturity Date: 2024 Interest Rate: 2.85% to 5.4% Outstanding Debt-NCPA - July 1,1999: $53,325,000 Outstanding Debt-City: $19,892,771: $5,529,803 (10.37%) Funding Source: Electric Fund Hydroelectric Project Number One- Refunding Revenue Bonds 1998 Series A ** Purpose: Refinancing Series E, F and G Bonds Maturity Date: 2032 Interest Rate: Outstanding Debt-NCPA - July 1,1999: $301,490,000 Outstanding Debt-City: $19,892,771: $3 1,264,513 (10.37%) Funding Source: Electric Fund Combustion Turbine Project Number One - Refunding Revenue Bonds 1998 Series A Purpose: Refinancing 1989 Series A Bonds Maturity Date: 2010 Interest Rate: 4% to5% Outstanding Debt-NCPA - July 1,1999: $43,165,000 Outstanding Debt-City: $1 5,012,787 (34.78%) Funding Source: Electric Fund Transmission Project: Revenue Bonds 1998 Refunding Series A Purpose: Refinancing 1989 Revenue Bonds Maturity Date: 2010 Interest Rate: 4% to 4.25% Outstanding Debt-NCPA - July 1,1999: $9,920,000 Outstanding Debt-City: $1,833,821 (1 8.4861%) Funding Source: Eiectric Fund **Revenues from defeasance escrow account will reduce City debt service payments by a total of 85,998,118 over Fiscal Years 2001 - 2005 H66 1999-01 FINANCIAL PLAN AND BUDGET DEBT SERVICE REQUIREMENTS Multiple Capital Facilities: Revenue Bonds 1992 Series A Purpose: Finance construction of a Combustion Turbine in Lodi and Combustion Turbine in Ceres for system improvements in Lodi for the City of Lodi Maturity Date: 2002 Interest Rate: 4.75% to 6.5% Outstanding Debt-NCPA - July 1,1999: $3,3 17,979 Outstanding Debt-City: $1,3 10,602 (39.50%) Funding Source: Electric Fund Multiple Capital Facilities: Refunding Revenue Bonds 1999 Series A Purpose: Finance construction of a Combustion Turbine in Lodi Maturity Date: 2025 interest Rate: 4% to 5% Outstanding Debt-NCPA - July 1,1999: $67,875,000 Outstanding Debt-City: $26,810,625 (39.50%) Funding Source: Electric Fund Northwest Resource - Revenue Bonds 1997 Series A Purpose: Finance termination of the NCPA-WWP agreement Maturity Date: 2001 Interest Rate: 3.75% to 4.2% Outstanding Debt-NCPA - July 1,1999: $10,010,000 Outs tanding Debt-City : $1,275,5 74( 1 2.743 0%) Funding Source: Electric Fund H-67 1999-01 FINANCIAL PLAN AND BUDGET DEBT SERVICE REQUIREMENTS The indentures listed below are liabilities of the City of Lodi under joint agreement with 13 other Transmission Agency of Northern California (TANC) member cities and districts. Under these agreements the City of Lodi is obligated to pay its share through a “take or pay” arrangement based on the City’s contribution to the construction and development of each project. As such, payments are made through the purchase of bulk power. California - Oregon Transmission Project: Revenue Bonds 1990 Series A Purpose: Finance construction of a transmission path between electric systems in the Pacific Northwest and those in California Maturity Date: 2013 Interest Rate: 6.4% to 7.0% Outstanding Debt-TANC - July 1,1999: $55,383,000 Outstanding Debt-City: $1,046,752 (1.89%) Funding Source: Electric Fund California - Oregon Transmission Project: Revenue Bonds 1992 Series A Purpose: Finance or refinance a portion of the cost of acquisition or construction of the Califomia-Oregon Transmission Project Maturity Date: 2024 Interest Rate: 4.25% to 6.4% Outstanding Debt-TANC - July 1,1999: $107,194,000 Outstanding Debt-City: $2,025,968 (1.8Yh) Funding Source: Electric Fund California - Oregon Transmission Project: Revenue Bonds 1993 Series A Purpose: Finance or refinance a podon of the cost of acquisition or construction of the California-Oregon Transmission Project Maturity Date: 2024 Interest Rate: 3.25% to 5.30% Outstanding Debt-TANC - July 1,1999: $230,366,000 Outstanding Debt-City: $4,353,920 (1.89%) Funding Source: Electric Fund H-68 Section I BUDGETREFERENCEMATERIAL 1999-2001 FINANCIAL PLAN AND BUDGET Overview Complementing the general budget policies in Section B are a number of major policy documents that also guide the preparation and execution of the City's financial plan. A brief description of each of the following documents is provided in this section: * Municipal Code * General Plan * Cost Allocation Plan * Monthly Financial Report * Comprehensive AMLA Financial Report * Travel and Business Expense Policy * Fleet Policies The following materials are also included in this section to facilitate the reader's understanding of the Financial Plan and Budget and the preparation process: Budget Glossary Defines terms that may be used in a manner unique to public finance or the City's budget process in order to establish common terminology. Expenditure Object Codes Defines object codes used to group and disclose expenditures in monthly reports. Major Preparation Guidelines Describes the steps, procedures and calendar used in developing and documenting the 1999-01 Financial Plan and Budget. I- 1 SUMMARY OF MAJOR CITY POLICY DOCUMENTS Municipal Code The municipal code contains the regulatory, penal and administrative ordinances of the City codified according to the Government Code of the State of California. General Plan The General Plan is the blueprint of the City's future addressing land use, transportation, housing, open space preservation, conservation of resources, public safety and noise. The General Plan discusses ideas about the City's future change as new concepts are developed, new problems are identified, old solutions are reconsidered, and the popuiation changes. Accordingly, the General Plan is constantly being studied and revised. Cost Allocation Plan The City prepared a Cost Allocation Plan in 1993- to identify the total cost of providing City services by allocating indirect costs such as accounting, personnel, legal, etc. to direct program cost areas. The identification of total program cost is essential in establishing user fees and cost recovery programs. Monthly Financial Report The City publishes interim financial statements on a monthly basis. These reports are organized and presented on the basis of the end user. In addition to budget, actual and encumbrance comparisons for revenues and expenditures, the report also provides trd balance and fund balance information. In the Executive Report, summaries of revenues, expenditures, fund balance, cash balance, investment transactions, personnel status and operating transfers are included. Comprehensive Annual Fimancial Report (CAFR) The CAFR includes the City's audited general purpose financial statements as well as a comprehensive review of the City's financial operations and statistical information of general interest about the City of Mi. Travel and Business Expense Policy This policy contains the City policies and procedures used to advance, reimbursement or purchase the expenses of the City Council and employees of the City for travel and business expenses incurred in the conduct of City business. The policy includes provisions for the reimbursement and payment of expenses incurred by others in the conduct of City business. Fleet Policy The Fleet policies and procedures govern the management, operation, acquisition and disposition of vehicles and equipment owned and leased by the City of Mi. 1-2 1999-2001 FINANCIAL PLAN AND BUDGET BUDGET GLOSSARY ~~ Activities Specific services performed to accomplish program objectives and goals. (See Function) Annual Operating Budget Plans of current expenditures and the proposed means of financing them. The annual operating budget is the primary means by which most of the financing acquisition, spending, and service delivery activities of a government are controlled. Appropriation A legal authorization made by Council to make expenditures and to incur obligations for specific purposes. An appropriation is usually limited in amount and as to the time when it may be expended. Assessment District Not a separate governmental entity, but rather a defined area of land which will be benefited by the acquisition, construction or maintenance of a public improvement. Assessed Valuation A value established for real property for use as a basis in levying property taxes. For all agencies in the State of California, assessed value is established by the County for the secured and unsecured property tax rolls; the utility property tax roll is valued by the State Board of Equaiization. Under Article XI11 of the State Constitution (Proposition 13 adopted by the voters on June 6, 1978), properties are assessed at 100% of full value. Proposition 13 also modified the value of real taxable property for fiscal 1979 by rolling back values to fw 1!376 levels. From this base of assessment, subsequent annual increases in valuation are limited to a maximum of 2%. However, increases to full value are allowed for property improvements or upon change in ownership. Personal property is excluded from these limitations, and is subject to annual reappraisal. Audit Prepared by an independent certified public accountant (CPA), the primary objective of an audit is to determine if the City's Financial Statements present fairly the City's financial position and result of operations in conformity with generally accepted accounting principles. In conjunction with their performance of an audit, it is customary for an independent auditor to issue a Management Letter stating the adequacy of the City's internal controls as well as recommending improvements to the City's financial management practices. Benefd Assessment Charges levied on parcels to pay for public improvements or services provided within a predetermined district or area according to the benefit the parcel receives from the improvement or services. Bonds A form of borrowing (debt financing) which reflects a written promise from the City to repay a sum of money on a specific date at a specified interest rate. Bonds are used to finance large capital projects such as buildings, streets, utility infrastructure, and bridges. (See Debt Financing and Revenue Bonds) 1-3 1999-2001 FINANCIAL PLAN AND BUDGET BUDGET GLOSSARY Budget A financial plan for a specified period of time that matches planned revenues and expenditures to municipal services. The City of Lodi uses a financial plan covering the fiscal year July 1 through June 30. Budget Amendment The Council has the sole responsibility for adopting the City's budget, and may amend or supplement the budget at any time after adoption by majority vote. The City Manager has the authority to approve administrative adjustments to the budget as long as those changes will not have a significant policy impact nor affect budgeted yearend fund balances. Budget Message Included in the opening section of the budget, the Budget Message provides the Council and the public with a general summary of the most important aspects of the budget, changes from previous fscal years, and the views and recommendations of the City Manager. Budget Policies General and specific guidelines adopted by the Council that govern financial plan preparation and administration. Business License Tax A type of excise tax imposed on businesses for the privilege of conducting business within the city. The tax is most commonly based on gross receipts or levied at a flat rate. Capital Improvement Plan (CIP) A plan to provide for the maintenance or replacement of existing public facilities and assets and for the constructions or acquisition of new ones. It sets forth each project or other contemplated expenditure in which the government is to have a part and specifies the full resources estimated to be available to finance the projected expenditures. Capital Outlay Expenditures which result in the acquisition of or addition to fvted assets. Capital Project Funds This fund type is used to account for financial resources used in the acquisition or construction of major capital facilities other than those financed by Proprietary Funds and Trust Funds. (See Fund) Certikites of Participation (C.O.P.) Form of lease-purchase financing used to construct or acquire capital facilities and equipment. Contingent Account Funds budgeted to cover a possible, unforeseen, or accidental occurrence. A special allocation form is to be used to transfer funds from this account to an operating account to cover other unforeseen items. 1999-2001 FINANCIAL PLAN AND BUDGET BUDGET GLOSSARY Contributions A transfer of funds to the general fund in order to provide adequate funding for the Operating Budget. Also referred to as an " In-Lieu Franchise Tax". Debt Financing Borrowing funds as needed and pledging future revenues to make current expenditures. The City of Lodi uses debt financing only for one-time capital improvements whose life will exceed the term of financing and where expected revenues are sufficient to cover the long-term debt. (See Debt Financing Policy) Debt Instrument Methods of borrowing funds, including general obligation (G.O.) bonds, revenue bonds, lease/purchase agreements, lease-revenue bonds, tax allocation bonds, certificates of participation (COP'S), and assessment district bonds. (See bnds and Revenue Bonds) Debt Service Payments of principal and interest on bonds and other debt instruments according to a predetermined schedule. Debt Service Funds This fund type is used to account for the payment and accumulation of resources related to general long-term debt principal and interest. (See Fund) Department A major organizational unit of the City which has been assigned overail management responsibility for an operation or a group of related operations within a functional area. Depreciation Expiration in the service life of fxed assets, other than nod wear and tear. The portion of the cost of a fxed asset which is charged as an expense during a particular accounting period. In accounting for depreciation, the cost of a fxed asset, less any salvage value, is prorated over the estimated service life of such an asset. Each period is charged a portion of this total cost. Through this process, the entire cost of the asset is ultimately charged off as an expense. Designated Fhd Balance Designated fund balances are amounts set aside for planned actions and do not represent actual commitments. Designated funds are not reserves. Reserves arise from statutory requirements or actions already taken by the City Council. Development Impact Fees Fees placed on the development of land or conditions required for the approval of a development project such as the donation (dedication or exaction) of certain lands (or money) to specific public uses. The fees are typically justified as an offset to the future impact that development will have on existing infrastructure. 1-5 1999-2001 J?INANCIAL PLAN AND BUDGET BUDGET GLOSSARY Encumbrances Commitments related to unperformed (executory) contracts for goods or services which are a legal obligation. Enterprise Funds This fund type is used to account for operations that are: (a) financed and operated in a manner similar to private sector enterprises and it is the intent of the City that the costs (including depreciation) of providing goods or services to the general public be financed or recovered primarily through user charges; or (b) the City or an outside grantor agency has determined that a periodic determination of revenues earned, expenses, and net income is appropriate for capital maintenance, public policy, management control, accountability, or other purposes. Five enterprise funds have been established by the City: electric, water, wastewater, and transit. (See Fund) Expenditure The outflow of funds paid or to be paid for an asset obtained or goods and services obtained regardless of when the expense is actually paid. This term applies to all funds. Note: An encumbrance is not an expenditure; and encumbrance reserves funds to be expended. Expenditure Savings Under the City's budgeting procedures, personnel mt projections are based on all positions being filled throughout the year. Cost projections for major supply purchases and service contracts are projected on a similar basis. However, past experience indicates that expenditures are consistently less than budgeted amounts, due at least in part to this costing methodology. Accordingly, the Expenditure Savings is used to account for this factor in preparing fund balance projections. Fee A charge to the consumer for the cost of providing a particular service. City fee levies may not exceed the estimated reasonable cost of providing the particular service or facility for which the fee is charged, plus overhead. Frnancial Plan A parent document for the budget which establishes management policies, goals and objectives for all programs within the City for a two-year period. (See Budget) Fiscal Year The beginning and ending period for recording financial transactions. The City has specified July 1 to June 30 as its fBcal year. Fmed Assets Assets of long-term nature such as land, buildings, machinery, furniture and other equipment. The City has defined such assets as those with an expected life in excess of one year and an acquisition cost in excess of $3.000. 1-6 1999-2001 FINANCIAL PLAN AND BUDGET BUDGET GLOSSARY Fuii-Time Equivalent (FTE) The decimal equivalent of a part-time position converted to a full-time base. 1.e. One person working half time would equate to 0.5 FTE. Fund An accounting entity that records all financial transactions for specific activities or government functions. The seven generic fund types used by the City are: General Fund, Special Revenue, Debt Service, Capital Projects, Enterprise, Internal Service, and Trust and Agency. Fund Balance Also known as financial position, fund balance is the excess of assets over liabilities, and represents the cumulative effect of revenues and other financing sources over expenditure and other financing uses. Function A group of related activities crossing organizational (departmental) boundaries and aimed at accomplished a broad goal or accomplishing a major service. The six functions in the City's financial plan are: Public Safery; Public Utilities; Transportation; Leisure, Cultural and Social Services; Community Development; and General Government. General Fund The primary operating fund of the City, all revenues that are not allocated by law or contractual agreement to a specific fund are accounted for in the General Fund. General Fund resources can be utilized for any legitimate governmental purpose with the exception of subvention or grant revenues restricted for specific purposes. (See Fund) General Obligation Bonds Bonds in which a government has pledged its full faith and credit to their repayment of the issues. Sometimes used to refer to bonds which are to be repaid from taxes and other general revenues. Goal A statement of broad direction, purpose or intent. Internal Service Fund A fund used to account for the goods and services provided to other departments or agencies of a government on a cost-reimbursement basis. Investment Revenue Revenue received as interest from the investment of funds not immediately required to meet cash disbursement obligations. 1-7 1999-2001 FJNANCLAL PLAN AND BUDGET BUDGET GLOSSARY Licenses and Permits Charge designed to reimburse city for costs of regulating activities being licensed, such as licensing of animals, bicycles, etc. Line-Item Budget A budget that lists detailed expenditure categories (salary, utilities and communications, materials and supplies, etc) separately, along with the amount budgeted for each specified category. The City uses a program rather than line item budget, although detail line-item accounts are maintained and recorded for financial reporting and control purposes. Management Objectives Objectives which concern the operation of the whole City rather than individual departments or programs. Operating Budget The portion of the budget that pertains to daily operations providing basic governmental services. program budgets in the financial plan form the operating budget. The Operating Transfers Operating transfers represent transfers of funds from one governmental fund to another governmental fund when both governmental funds are part of the same reporting entity. An operating transfer is a legally authorized transfer between funds in which one fund is responsible for the initial receipt of funds, and another fund is authorized to use the resources to finance its operating expenditures or expenses. Operations A grouping of related activities within a functional area (See Function and Activity) ordinance A formal legislative enactment by the governing board of a municipality. It has the full force and effect of law within the boundaries of the municipality to which it applies, provided it is not in conflict with any higher form of law, such as State statute or constitutional provision. The difference between an ordinance and a resolution is that the latter requires less legal formality and has a lower legal status. Performance Facton (Work How Indicators) A performance factor is a public oriented measure which, whether stated in terms of effectiveness or efficiency, quantitatively describes how well a service is being performed. Reimbursable Expenses An expenditure that will be repaid through a billing, contract, or agreement with a third party. Reserve An account used to indicate that a portion of a fund's balance is legally restricted for a specific purpose and is, therefore, not available for general appropriation. 1-8 1999-2001 FINANCIAL PLAN AND BUDGET BUDGET GLOSSARY Residual muity Transfers A residual equity transfers represent nonrecurring or nonroutine transfer of equity between funds - for example, contribution of enterprise fund or internal service fund capital by the general fund, subsequent return of all or part of such contribution to the general fund, and transfers of residual balances of discontinued funds to the general fund or a debt service fund. Restricted Assets Monies or other resources, the use of which is restricted by legal or contractual requirements. In governmental accounting, special treatments are applied to restricted assets arising out of debt in Enterprise Funds. Revenue Amounts received from taxes, fees, permits, licenses, interest and inter-governmental sources during the fiscal year. Revenue Bonds Bonds sold to construct a project that will produce revenues pledged for the payment of related principal and interest. (See Bonds) Sales Tax The sales tax is imposed on retailers for the privilege of selling tangible personal property in California. Tax base is the total retail price. secured property As the property tax is guaranteed by placing a lien on the real property, secured property is that real property in which the value of the lien on the real property and personal property located thereon is sufficient to assure payment of the tax. Service Charges Charges imposed to support services to individuals or to cover the cost of providing such services. Special Revenue Funds This fund type is used to account for the proceeds from specific revenue sources (other than trusts or major capital projects) that are legally restricted to expenditures for specific purposes. (See Fund) Subventions Revenues collected by the State (or other level of government) which are allocated to the City on a formula basis. The major subventions received by the City from the State of California include motor vehicle in-lieu, and gasoline taxes. 1-9 1999-2001 FINANCIAL PLAN AND BUDGET BUDGET GLOSSARY Taxes Compulsory charges levied by a government for the purpose of financing services performed for the common benefit. This term does not include specific charges made against particular persons or property for current or permanent benefits such as special assessments. Neither does the term include charges for services rendered only to those paying for such services. Trust and Agency Funds Also known as Fiduciary Fund Types, these funds are used to amunt for assets held by the City in a trustee capacity or as an agent for private individuals, organizations, or other governmental agencies. The fiduciary funds used by the City are expendable trust, nonexpendable trust and agency funds. (See Fund) unsecured property As the property tax is guaranteed by placing a lien on the real property, unsecured property is that real property in which the value of the lien is not sufficient to assure payment of the property tax. User Charges The payment of a fee for direct receipt of a public service by the party benefiting from the service. 1-10 1999-01 Financial Plan and Budget Instructions OBJECT CODE DESCRIPTIONS 7101 Regular Salaries -- Regular full-time employees with full benefit packages. 7102 Overtime -- All time for which compensation is received greater than the normal workday or workweek as defined by current Memorandum of Understanding or FLSA rules. Overtime is paid at 50% above normal time or stated differently at time and 1/2 (1.5 * normal base pay per hour). 7103 Salaries Part-Tme/Temp -- Salaries for persons employed on a part-time or seasonal basis who are paid through the payroll system and receive some benefits. 7104 Contract Employees Salary - Salaries for persons employed by contract. 7106 Uniform Allowance -- Uniform Allowance paid per MOU's. 7108 Meal Allowance -- Allowance for cost of employee meals paid per MOU's. 7109 Educational Incentive -- Additional compensation for education and certificates as covered in current Memorandum of Understanding. 7110 've Leave - Payment for administrative leave. 7111 Compensation Insurance -- The City's cost of compensation charges for worker's compensation insurance. 7112 Medical Insurance -- The City's cost of insurance premiums for employee health insurance. 7113 Dental Iosurance -- The City's cost of insurance premiums for employee dental insurance. 7114 Vision Care -- The City's cost of insurance premiums for employee vision care insurance. 7115 Medicare Insurance -- A rate for Medicare mt for all employees hired after March 31, 1986 based on employee wages. 7117 Flexible Spending Administration Charge - Administration charge per employee for flexible spending program. 7121 Service Contribution PEW -- The City's cost of PERS contribution for employees. 7122 Social Security Payments - The City's cost of social security contribution for employees. 1-11 199941 Fmancial Plan and Budget Instructions OBJECT CODE DESCRIPTIONS 7123 Deferred Compensation -- The City's contribution to employee deferred compensation plans. 7124 LI & AD & D -- The City's cost of insurance premiums for employee life insurance and disability insurance. 7125 Unemployment Insurance -- The City's cost of insurance premiums for employee unemployment insurance. 7126 Temporary Disabiiity, Workers Comp -- Cost incurred for payment of temporary disability and worker compensation claims. 7127 Permanent Disability, Workers Comp -- Cost incurred for payment of permanent disability and permanent workers compensation claims. 7128 LTD -- The City's cost of insurance premiums for employee long-term disability insurance. 7129 Chiropractic -- The City's cost of insurance premiums for employee chiropractic care. 7201 Postage -Cost associated with mailing of City documents. 7202 Telephone & Telegraph -- Telephone costs includes installation cost in addition to telephone company monthly billing. DO NOT use for cost of equipment such as cellular telephones. 7211 Electricity - The cost of monthly electricity billings. 7212 Gas - The cost of monthly gas utility charges. DO NOT use for vehicle gasoline charges. 7213 Water - The cost of monthly water utility charges. 7214 Sewer -- The cost of monthly sewer utility charges. 7215 Refuse -- The cost of monthly refuse billings. 7301 Printing, Binding & Duplication -- Cost of printing, binding and duplic ing of City documents. 7302 Photocopying -- Cost of copies made using copy machines owned and operated by City. 7303 Advertising - The cost of public or special notices placed in the newspaper or published in magazines. 1-12 1999-01 Financial Plan and Budget Instructions OaTECT CODE DESCRIPTIONS 7304 Laundry & Drycleaning -- Cost associated with laundry and drycleaning of City owned items (ie Fire Dept bedding etc). 7305 Uniforms -- Cost associated with purchase of uniforms and for the uniform allowance payments to employees for maintenance of their uniforms. 7306 Safety Equipment -- Cost of equipment purchased as part of OSHA requirements for safety 7307 Materials & Supplies -- Supplies for general departmental operations with a value less than $3,000 per individual item. 7308 Books and Periodicals -- Cost of magazine subscriptions, newspapers, professional publications and service bureaus. 7309 Membership & Dues -- Cost of membership and dues for professional organizations. 7310 Uncollectible Account Expense -- Cost associated with the writing off of an uncollectible account. 7311 Collection Agency Fees -- Cost paid to private collection firm for fees associated with uncollectible accounts. 7312 Bank Service Charges -- Cost paid to bank's for monthly service charges on City bank accounts. 7313 Data Processing Software -- Purchase of all additional or upgraded computer programs and software. Software for new computers are to be included as part of the purchase price of the new computer. 7314 Business Expense -- Cost associated with a one-day meeting or event (ie. business luncheons). This would include meals, parking, mileage, tips and refreshments. 7315 Conference Expense -- Cost associated with professional meetings, conventions, and special functions that are usually not in a "classroom" atmosphere (ie League of California Cities). It includes the airfare, meals, registrations, lodging, taxis, buses, and other costs related to the travel. 7316 Auto Allowance -- This is used for auto allowances paid. 7318 Microfiche Expense -- Cost of having documents microfilmed. 1-13 1999-01 Financial Plan and Budget Instructions OaPECT CODE DESCRIPTIONS 7321 Rental of Land & Facilities -- Rental payments to vendors for rental of land and facilities not owned by the City. 7322 Rental of Equipment -- Rental payments to vendors for rental of equipment not owned by the City. 7323 Professional Services -- Contractual arrangements with individuals or organizations from which the City receives services. Compensation for persons paid an hourly or flat rate who work on an as needed or seasonal basis and who do not receive benefits. 7324 Purchased Transportation -- Payments for cost associated with Dial-A-Ride taxi. 7331 Repairs to Machinery and Equipment -- Maintenance and repair costs to machinery and equipment other than vehicles. 7333 Repairs to Vehicles -- Maintenance and repair cost to equipment that have a City vehicle number assigned. 7334 Repairs to Buildings -- Maintenance and repair costs to buildings. 7335 Sublet Service Contracts -- Maintenance contracts with third party vendors. 7336 Car Wash -- Car wash costs for City vehicles. 7341 Fire Losurance - Cost of City fire insurance premiums. 7342 Surety Bonds -- Cost of City surety bond premiums. 7343 PL & PD Insurance -- Cost of City personal liability and property damage claims. 7345 City Rental Insurance Fee -- Cost of City rental insurance premiums. 7350 Tires & Tubes - Cost of tires and tubes for City vehicles. 7351 Motor Vehicle Fuel & Lube -- Cost of fuels used to maintain and opera-- City -4uipment ch as vehicles and generators. This object code is distinguished from GAS (212) which is used to pay for natural gas associated with utility costs. 7353 Janitorial Supplies -- Cost associated with supplies needed for performance of janitorial duties in City buildings. 1-14 1999-01 Financial Plan and Budget Instructions OBJECT CODE DESCRIPTIONS 7357 Care of Prisoners -- Cost associated with the care of prisoners. 7358 Training & Education -- Cost of training staff is generally defined as meetings during which there is a "classroom" atmosphere instruction on one or more topics. Training can be for one or more hours or may be for several months in duration. The cost of travel to and from the training is included in the total cost of the training. Travel includes the airfare, meals, registrations, lodging, taxis, buses, and other costs related to attending the training. Training is not generally in conjunction with annual or semi-annual professional organization conventions or meetings. 7359 Small Took & Equipment -- Costs of tools, furniture and equipment with a value less than $3,000 per individual item. 7360 Overtime Meals -- Cost of meals for employees working overtime as covered in current Memorandum of Understanding. 7361 Employee Relations - Cost associated with employee relations. 7362 Laboratory Supplies -Cost of chemicals and supplies used in laboratory. 7363 Employee Physical Examination -- Cost that the City reimburses the employee toward physical examinations as covered in current Memorandum of Understanding. 7365 Post Training - Cost of Police Officer training that is reimbursable to the City under the POST program. 7399 Supplies, Materials & Services, NOC -- Small cost items that do not fall under any other 300 series category. 7700 Quipment -- The following 500 series numbers are to be used for individual pieces of equipment with a value of $3,001 or greater: 7701 7851 7852 7853 7706 7707 7708 7709 no2 Office Equipment Household Equipment Auto Equipment Heavy Equipment Elre Fighting Equipment Traffic Signal Equipment Street Lighting Equipment Sewer & Disposal Equipment Shop Equipment 1-15 199941 Financial Plan and Budget Instructions OBJECT CODE DESCRIPTIONS 7710 Recreation Equipment 7711 Transformers 512 Meters 7713 Wire 7714 Poles & Pole Line Hardware 7715 Data Processing Hardware 7717 Communication Equipment 7718 Grant Equipment 7719 Other Equipment 7721 Acquisition of Land -- Cost associated with the City's purchase of land other than rights of way and easements. 7722 Rights of Way - Cost associated with the City's purchase of land for rights of way. 7723 Easements -- Cost associated with the City's purchase of land for easements. 7724 Buildings - Cost associated with major repairs and acquisition of buildings. 7725 Other Structurrs - Cost associated with major repairs and acquisition of structures other than buildings. 7726 Streets -Cost associated with repair and acquisition of streets. 7727 Curbs, Gutter & Sidewalks -- Cost associated with construction and repair of curbs, gutters and sidewalks. 7728 Sanitary Sewer Lines - Cost associated with construction and repair of sanitary sewer lines. 7729 Water Well Lines - Cost associated with construction and repair of water well lines, other than those purchased with DBCP loan funds. 7730 Underground Lines & Hardware -- Cost associated with construction of underground lines and hardware. 7731 Storm Drains - Cost associated with construction and repair of storm drains. 7735 DBCP Water Well Costs -- Cost associated with construction and repair of DBCP water wells finance with loan. 1-16 199941 Financial Plan and Budget Instructions OaTECT CODE DESCRIPTIONS 7924 Bond Interest -- Bond interest payments made by the City. 7925 Bond Redemption -- Bond principle payments made by the City. 8021 Donations -- Donations made by the City. 8022 Taxes -- Tax payments made by the City. 8023 Refunds -- Refunds issued by the City. 8099 Special Payment NOC -- One time payments made by the City that do not fall within any other category. 1-17 1999-2001 Financial Plan and Budget MAJOR BUDGET PREPARATION MILESTONES STAFF Capital Improvement Plan (CIP)- Prelim Meeting 12/1/98 Departments review Fiscal Policies 12/7/98 Budget Calendar Shirtsleeve City Council Review Fiscal Policies City Council Goals - preliminary meeting Issue budget instructions 1/4/99 City Council Goals City Council Goals Public Input into City Council Goals Submit Budget Requests to City Manager City Manager Revenue Review Budget Request Review with Departments City Council Budget- Budget Assumptions & Revenue Projections City Council Budget - Revenue Projections continued City Council Budget - 0perat;lg Expenditure City Council Budget Overview - Operating Expenditure continued City Council Budget Overview - Operating Expenditure continued City Council Budget Overview - Capital Budget & Vehicle Replacements Requests City Council Budget Overview - Fund Balance Adopt 1999-200 1 Financial Plan and Budget PUBLIC MEETINGS 1 a8198 1 21 1 519 8 1/5/99 1/ 14/99 1/26/99 2/3/99 2/19/99 3/1/99 3/8/99 4/6/99 5/4/99 511 199 5/18/99 5/25/99 61/1/99 6/8/99 611 6/99 1-18 1999-2001 Financial Plan and Budget BUDGET PREPARATION PROCESS The two-year Financial Plan and Budget covers two twelve month periods beginning July 1.1999 through June 30,2000, and July 1, 2000 through June 30, 2001. There are several goals associated with the preparation and development of the City’s budget document. First, the budget is a financial plan and management tool. The document should assist staff in monitoring revenues and expenditures and in evaluating the effectiveness of City activities and services. Second, the budget serves as an important reference document. It should provide staff, City Council and the general public with extensive information on the nature and scope of the municipal operations and services. Review of Fiil Policies. Goals, Objectives and Maior Projects Several City Council shirtsleeve (public meetings) sessions are held to review and/or adjust fiscal policies, goals and objectives that were adopted with the prior two-year budget. In addition, several meetings are held to brainstorm major projects that Council, staff and the public would like the City to address in the upcoming two years. These projects are listed and ranked as discussed on page B-27. Those projects ranked highest are written up and included in the budget document. Department Budget Reauests The Finance Department issues budget instruction booklets, projected personnel costs, and departmental worksheets listing two prior year actual expenditures, current year appropriation amounts, and space to input budget requests for the upcoming two-year budget document. The departments fill out the forms with particular attention given to providing sufficient justification for budget requests. Any requests for significant operating budget increases, vehicle replacement requests and capital requests are written up separately. All requests are returned to the Finance Department for assembling for the City Manager review process. Budget Review and Analvsis All requests are reviewed and evaluated by the City Manager, Deputy City Manager, Human Resources Director, and Finance Director. The objectives of this phase are to: Ensure that the intent of all budget requests is understood and complete. Gain greater understanding of departmental goals, objectives and operations for the up coming two years. Determine how proposed budgetary activities and associated changes are related to City- wide goals and objectives. Develop comprehensive information and/or request further justification on budgeted items. Various analytical techniques are utilized in evaluating departmental budget requests. Some of these include: analysis of workload and levels of services, evaluation of historical expenditure patterns, as well as review of departmental operations. 1-19 1999-2001 Financial Plan and Budget BUDGET PROCESS Building the Proposed Budget Under the direction of the City Manager, and with the assistance of the other Department Heads, County Assessor, and our Sales Tax consultant, the Finance Director and Deputy Treasurer prepare an initial projection of revenues for the next two fiscal years. This projection is based on reasonable assumptions of revenue generated by estimated property values and current user fees, prior year trend analysis, and the most current information from the State. Next, the City Manager reviews the projections, and if necessary, adjustments are made to the revenue estimates. These estimates are then presented to Council. City Manager Review Departmental review sessions are scheduled with the City Manager. Spending priorities are based on the City’s financial policies and mandated requirements, focus on maintaining service levels, covering insurance and bond requirements, and the balancing of manpower, supplies and equipment. After these discussions, the City Manager makes his final adjustments and these recommendations are presented to Council at a shirtsleeve session (public meeting) for review and comments. City Council Adoption Revisions are made to the City Manager recommended budget if necessary. The Finance Director prepares a draft of the Proposed Two-year Financial Plan and Budget document. This document is presented to Council for adoption at the second Council meeting in June. Budget Amendments Under the city’s expenditure limitations, total expenditures cannot exceed the final appropriation, $29,655,727 in Fiscal Year 1999-2000, once the budget is adopted. The city can amend the total appropriations for an individual fund. To guarantee compliance with the expenditure limitation, however, when one fund’s total appropriation is increased, another fund’s appropriation must be reduced by an equal amount. Amendments to fund total appropriations require Council approval. The City Council may also approve the transfer of appropriations within funds. This occurs most often in the case of capital improvement projects, where savings in one project are transferred to another project. The Council also gives the City Manager authority to transfer appropriations within funds. These budget transfers are documented on a Special Allocation form, and approved by the Accounting Manager, Finance Director and City Manager. These administrative budget transfers are made by journal entry and tracked in the city’s computerized financial system. 1-20 1999-2001 Financial Plan and Budget BUDGET PROCESS Budpet Basis: The budgets of general type funds (for example, the General Fund itself) are prepared on a modified accrual basis. Briefly, this means that obligations of the city (for example, outstanding purchase orders) are budgeted as expenditures, but revenues are recognized only when they are measurable and available. The Enterprise Funds (Electric, Water, Wastewater, Transit) also recognize expenditures as encumbrances when a commitment is made (e.g., through a purchase order). Revenues, on the other hand, are recognized when they are obligated to the city (for example, water user fees are recognized as revenue when service is provided). In all cases in the General Government Funds and Enterprise funds when goods and services are not received by year end, the encumbrances lapse. The Comprehensive Annual Financial Report (CAFR) shows the status of the city's finances on the basis of "generally accepted accounting principles"(GAAP). In most cases this conforms to the way the city prepares its budget. Exceptions are as follows: Compensated absences liabilities that are expected to be liquidated with expendable available financial resources are accrued as earned by employees (GAAP) as opposed to being expended when paid (Budget). General staff and administrative charges are recognized as direct expenses of the Enterprise funds on a GAAP basis as opposed to being accounted for and funded by operating transfers into the General Fund from the Enterprise Fund on the Budget basis. Principle payments on long-term debt within the Enterprise Funds are applied to the outstanding liability on a GMP basis, as opposed to being expended on a Budget basis. Capital outlay within the Enterprise Funds are recorded as assets on a GAAP basis and expended on a Budget basis. Depreciation expense is recorded on a GAAP basis only. The Library is shown as part of the General Fund on a GAAP basis but on a Budget basis is shown as a Special Fund. 1-2 1 Index ~ Administration Department Summaries. H-31 Allocating the cost of services. B-I8 Appropriation limitation 8-9 Appropriation spending limit H-2 Finance. 0-121. H-44 Financial and statistical tables, H-I Fire, D-I 6. H-46 Fleet policy, B-20 Fund balance designations and reserves, B-I0 Budget amendments, I-20 Bucjget basis. 1-11 Budget message. .-l-3 Budget policies. B-5 Budget policies and goals, B-1 Budget preparation milestones (calendar). 1-18 Budget refaence materials, 1-1 Business license tas, H-5 Capital financing B-1 I Capital improvement budget, E-I canyoverpolicy, B-19 CDBGGIOME funds, 0-89 Changes in fund bala~~ce, G-1 City Attorneyl D-108. H-34 City Council, D-102 City Manager, D-103. H-34 Community Center Activity, 0-84, H-38 Community Development, 0-90, H-40 Community profilel C-1 Commuuiq Promotion D-101 Computation of legal debt F-I3 Contracting for savicg B-I 7 City Cl& D-I 09. H-34 II G General support, D-I3 G~OSK~ 1-3 How to use the fmancial plan documens (i) Human resome manqemennt, B-14 Hunlan Resources, D- I I2. H-48 Information Systems, D-1 I 7 In-lieu fmchise tax, H-5 Interfund transactions, H-12 Investment earnings, H-5 Investments, B-I0 J 11 Joint Venture Debt Service Requirements H-64 1 1 I D I II Libmy, D-81, H-50 Debt management, B-11 Debt service requirements, F-1 Debt service requirements - NCPA, H-65 Debt service requjrements - TANC, H-68 mption of the ciq's funds, G-2 hectory of City Officials, '1-13 DeparImatal~lrmmarie~. H-33 Economic DevelopmenL D-99 Enterprise fund fes and rates, B-6 ElEtric Utilit).. D-33, H-I2 M Major city goals, B-22 Major city objectives, B-24 Major city policy documents, I-2 Major city projects, B-27 Motor vehicle in-lieu tax. H-5 II N Yon-dep-ent services, 0-136 NCPA debt senrice requirement H-65 0 0 11 Opaating activities. D- I Organization of the city, -4-12 Other fzes and rates. B-6 ~~ Park and recreation fees. B-5 Pals and Recreation. D-58. H-jl Personnel summary. H-17 Police. D-9. H-34 Property tax. H-l Property tax allocation B-8 Public works. 0-106, Hj6 Recreation and Community Center fees, B-j Revenue distribution, B- 7 Revenues by major category and source: H-4 Sales and use tax, H-j Significant expenditure and staffrng changes. H-29 Streets arid flood control. 0-48 Take or pay debt servicr requirement H-61 TANC debt service requirement H-68 Transit system, D-56 U w II W-B~ Utility, 0-30 WaterUtility, 0-27 Water Utility - TCEPCE settlement, H-6 Water, Wastewater and Electric Utility fees, 8-6 I 1999 - 01 FINANCIAL PLAN AND BUDGET 2nd Year of Two Year Budget Graphs Changes in Fund Bidiknce Revenues by Mitjor Category & Source Operitting Budget by Activity Interfund Transfers Summary of Significant Expenditures Capital Budget Detail by Mission Regular Positions by Department Appropriation Spending Limit CITY OF LODI CALIFORNIA 0612 1/00 TABLE OF CONTENTS Contents City Manager Letter of Transmittal Graphs Sources Come From Expenditures Budgeted Changes in Fund Balance All Funds Combined General Fund Library Fund Electric Fund Wastewater Fund Water Fund Capital Outlay Fund Equipment Fund Transportation Fund Transit Fund Street Fund CDBG Fund Police Special Revenue Fund Debt Service Fund Self Insurance Fund Benefits Fund Parks Special Gmts Trust & Agency Fund Revenues by Major Category & Source Tax Revenue Licenses & Permits Fines & Forfeitures Investnient & Property Revenues Revenue from Others Service Fees & Charges Public Safety Fees Electric Revenue Sewer Revenue Water Revenue Public Works Street Transit Fees Park & Recreation Community Center ........................................................................................... 1 ........................................................................................... 1 ........................................................................................... 3 .......................................... .............................. 4 ........................................................................................... 5 ............................................................... 6 ........................................................................................... 1 ........................................................................................... 8 ............................................................................................ 9 ......................................................................................... 10 ......................................................................................... 11 ......................................................................................... 12 ......................................................................................... 13 ......................................................................................... 14 ......................................................................................... 15 ......................................................................................... 16 ......................................................................................... 17 ......................................................................................... 18 ......................................................................................... 19 ............................................. 20 ......................................................................................... 21 ......................................................................................... 21 ......................................................................................... 21 ......................................................................................... 21 ......................................................................................... 22 ......................................................................................... 22 ......................................................................................... 22 ......................................................................................... 23 ......................................................................................... 23 ......................................................................................... 23 ......................................................................................... 23 ......................................................................................... 23 ......................................................................................... 24 Community Development ................................ .................................................... 24 PW Engineering ......................................................................................... 24 Administmtive Fees ......................................................................................... 24 Benefit & Insurance Fees .... ............................................................................... 24 Other Revenue ......................................................................................... 25 Operating Budget by Activity Public Safety ......................................................................................... 27 Public Utilities ......................................................................................... 21 Transportation ......................................................................................... 21 Leisure, Cultural & Social Services ......................................................................................... 27 Community & Economic Development .................................................................................... 28 General Government ......................................................................................... 28 Contents Interfund Transfers General Fund Library Fund Street Fund Transportation Fund CDBG Fund Police Special Revenue Capital Outlay Fund Equipment Fund Debt Service Fund Water Fund Wastewater Fund Electric Fund Transit Fund Child Care Service Benefits Fund Self Insurance Fund Trust and Agency Fund ......................................................................................... 29 ......................................................................................... 29 ......................................................................................... 29 ......................................................................................... 29 ......................................................................................... 29 ......................................................................................... 30 ......................................................................................... 30 ......................................................................................... 30 ......................................................................................... 30 ................................................... ......... 31 ......................................................................................... 31 ......................................................................................... 31 ......................................................................................... 31 ......................................................................................... 32 ......................................................................................... 32 ......................................................................................... 32 ................................. Summary of Significant Expenditure and Staffing Changes Public Safety ......................................................................................... 33 Public Utilities ......................................................................................... 33 Transportation ......................................................................................... 34 Leisure, Cultural &n Social Services ........................................................................................ 34 Community & Economic Development ................... General Government ......................................................................................... 35 Funding Source Summary .......................................................... Capital Budget Detail by Mission Public Safety ......................................................................................... 37 Public Utilities ......................................................................................... 37 Transportation ......................................................................................... 38 Leisure, Cultural &n Social Services ........................................................................................ 38 Community & Economic Development .................. ............................... 39 General Government ......................................................................................... 39 Funding Source Summary ......................................................................................... 40 Regular Positions by Department City Manager City Attorney City Clerk Community Center Community Development Economic Development Electric Utility Development Finance Department Fire Department Human Resources Library Parks & Recreation Police Department Public Works ......................................................................................... 41 ......................................................................................... 41 ......................................................................................... 41 ......................................................................................... 41 ....................................................................... ........ 41 ......................................................................................... 42 ......................................................................................... 42 ......................................................................................... 42 ......................................................................................... 43 ......................................................................................... 43 ......................................................................................... 43 ......................................................................................... 43 ......................................................................................... 44 ......................................................................................... 44 Appropriation Spending Limit ......................................................................................... 47 -- CITY MANAGER’S LETTER OF TRANSMITTAL CITY COUNCIL STEVEN MA", Mayor ALAN NAKANISHI Mayor Pro Tempore SUSAN HITCHCOCK KEITH LAND PHILLIP A. PENNINO June 8,2000 CITY OF LODI CITY HALL, 22 1 WEST PINE STREET P.O. BOX 3006 LODI, CALIFORNIA 9524 1 - 19 10 (209) 334-5634 FAX (209) 333-6795 Honorable Mayor, Members of the City Council and Citizens of the City of Lodi H. DIXON FLY" City Manager JACQUELINE TAYLOR Interim City Clerk RANDALLA. HAYS City Attorney This is the second year of a two-year Financial Plan and Budget. As such, the focus has been on minor adjustments that change the projections outlined in the two-year budget adopted by Council in June 1999. The revised recommendations for fiscal year 2000-01 are presented for your review and approval. As we move forward in this new millennium, we do so with confidence knowing that the programs and projects provided for in the Financial Plan and Budget are grounded in sound fiscal policies. The budget is balanced and no increase in taxes is being recommended. In the 2000-01 budget, revenues from all funds combined are projected to increase $2.2 million and total operating expenditures are projected to increase $2.lmillion as shown on page 3. It is anticipated that the General Fund will have a fund balance of $4.5 million on June 30, 2001 up from a balance of $2.7 million at the beginning of July 1999. This is a healthy reserve and is the City's safety net to avoid possible problems during an economic downturn or unforeseen emergencies. Priority projects General Fund Cashflow Model Public Finance Management (PFM) was hired to develop a General Fund cashflow model that would provide the City with a framework for long-term planning. Various Capital Improvement strategies could then be overlaid on this model to evaluate the feasibility and impact of possible financing alternatives. The model PFM created detailed the basis for conservative revenue assumptions projecting average annual budget growth of 3.5%. As approved by City Council in March 2000, estimated revenues in the General Fund, Library and Capital Projects Fund were adjusted to actual revenue projections for the year ending June 30, 2000. Public Safety Building Another project ranked high priority by Council is the Public Safety Building. After numerous shirtsleeve meetings, council approved moving ahead with the design stage of the project. This is the first of several stages capital improvement projects go through before proceeding to construction. Each stage requires Council discussion and approval. The next stage will be discussion of funding alternatives. One alternative is to finance the project using General Fund revenues. A transfer of $1,5000,000 from the General Fund is reflected in the 2000-01 budget. An additional $1,500,000 transfer will also be included in the next two-year budget cycle. This money is being set aside as a designated reserve in the Capital Outlay fund. It will give Council a better picture of the impact of financing costs on the operating budget and will demonstrate the ability of the City to meet the projected annual debt service prior to any actual financing. These funds would also establish a reserve if anticipated revenues do not materialize in a given year. . Economic Development and Community Promotion Economic vitality is important for the creation of jobs, for the growth of the tax base, and for the prosperity of the community. A continued high priority is to identify which commercial and industrial development types the City should target for attraction and retention. The objective of this identification is to allow the City to concentrate its resources on those industries and commercial businesses that the City can successfully attract and retain with incentives and land use policies. Development of marketing material and business friendly policies has been instrumental in expansions of major businesses located in Lodi. The construction of the downtown Cineplex will be a major anchor in the revitalization of the downtown. Actively promoting the community is a vital part of economic development. Some to the events that have been so successful this year include: Community Day of Caring, Veteran’s Day Celebration, Hospice Tree Lighting, Parade of Lights, Fill the Boot, Three on Three Basketball, Farmers Market, and National Make a Difference Day. Greenbelt Policy The City of Lodi is surrounded by one of the most fertile and productive agricultural regions in the world. This land has been the base on which economic development has occurred in Lodi and northern San Joaquin County from the earliest days of settlement. The crops and produce from this region include, but are not limited to, wine and table grapes, cherries, walnuts, apples, tomatoes, and milk. As pressure for urban growth continues, the City needs a strategy to protect its green belt and agricultural assets. Currently, Lodi has a 2% growth limit on residential growth that limits urban sprawl from the City outward. However, there are no controls on urban development in Lodi’s sphere of influence so the City has been active in initiating 2x2~2 meetings with other public agencies to address this concern. Electric Utility Deregulation One of the most important issues facing the City continues to be the impact of electric deregulation on the City-owned electric utility and the general City government. Lodi owned- and-operated electric utility has provided excellent service at rates less than investor-owned utilities. With action initiated by the federal government, and specifically adopted in California through state legislation AB 1890 (in August 1996), deregulation of electricity is now underway according to a timetable established by law. Electric Utility has aggressively worked to lessen the risk to the City by developing a long range strategic plan based on Federal and State legislation, the City’s financial projections, debt structure, customer service needs, power generation, transmission and distribution assets. The objective of this plan is to provide the City with a guide for decisions that have to be made over the next 5 to 10 years. Children and Youth The children of Lodi need to have a community that is safe, nurturing and enriching. City government must work collaboratively with multiple agencies, churches, schools and clubs to support children. A joint use agreement with the Lodi Unified School district is an important role for the City. Many programs are done in partnership with the school district, including after-school recreation. Numerous recreational activities are available, including swim league, youth clinic programs, art classes, dances, and teen lead programs. Several youth members of the community are on a committee to design a skate park. , CONCLUSION The 2000-01 Financial Plan and Budget is a balanced plan for funding City services and much- needed infrastructure for the future. Services will continue at levels approved by the City Council in prior years. Growth is limited to those activities and programs that can be fully funded with new fees or projected revenue growth. Promoting economic growth, public safety and leisure/cultural services are high priority programs. Continued emphasis on policies and programs that promote economic growth not only benefit business, industry and residents, they increase the revenues needed for City services. Accordingly, a conscientious effort was made to evaluate all budget requests in light of the City Council’s economic and service priorities. Acknowledgment The energy invested by the Council and City staff in assembling the information and working through the budget decision process demonstrates the high level of competence and commitment to the community. The Fiscal Year 2001 budget is a testament to our continuous effort to improve the way City government does business and to assure that we continue to keep Lodi as an outstanding place to work and live. Respectfully submitted, H. Dixon Flynn City Manager .-.- GRAPHS Sources Come From Expenditures Budgeted YOUR CITY’S BUDGET FOR SERVICES IN 2000-01 SOURCES CAME FROM: TAXES LICENSES & PERMITS FINES & FORFEITURES INVESTMENTS REVENUES FROM OTHERS SERVICE CHARGES OTHER REVENUE OTHER SOURCES TOTALS Other Sources 23% 1 8% Taxes MILLIONS 11 2.336 $ 1 Yo 2% Revenue from Others 9% Licenses & Permits Investments Other Revenue 0% Service Charges 47% EXPENDITURES BUDGETED PUBLIC SAFETY PUBLIC UTILITIES TRANSPORTATlONlSTREETS LElSURElRECREATlON COMMUNITY DEVELOPMENT GENERAL GOVERNMENT DEBT SERVICE CAPITAL PROJECTS PURCHASED POWER FUND BALANCE TOTALS PUBLIC 11% 20.51 3 . 0.735 0.228 2.152 10.31 5 52.285 0.398 25.71 12.115 17.242 3.29 4.756 2.687 11.147 2.315 32.642 26.056 0.086 $ I1 2.336 15% UBLIC UTILITIES PURCHASED POWER TRANSPORTATION & STREETS 3’0 4% LEISURE/ RECREATION COMMUNITY 2% CAPITAL PROJECT GENERAL GOVERNMENT 10% DEBT 2% SERVICE 1 CHANGES IN FUND BALANCE All Funds Combined General Fund Library Fund Electric Utility Fund Wastewater Fund Water Utility Fund Capital Outlay Fund Equipment Fund Transporidion Fund Transit Fund Street Fund CDBG Fund Police Special Revenue Fund Debt Service Fund Self Insurance Fund Benefits Fund Parks Special Grants Trust & Agency Fund 1999-01 FINANCIAL PLAN AND SUMMARY CHANGES IN FUM) BALANCE -ALL FUND COMBINED Revenues Tas Revenues Licenses and Permits Fines and Forfeitures hv estmenflropert y 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 RevenueslExpenditures (OverAJnder) Other Sources (Uses) Operating Transfers In Operating Transfers Out Other Sources (Uses) Proceeds from Debt Financing Total Other Sources (Uses) Fund Balance Beginning of the Year Fund Biilance End of the Year Reserved for Debt Service Designated Reserve Unreserved Total Fund Balance 18,382,843 19,206,030 589,969 654,185 89,769 193,065 2,340,408 2,347,684 6,893,218 10,782,829 50,077,216 5 3,772,478 1,173,956 1,09 1,305 79,547,379 88,047,575 10,907,800 16,O 14,906 3,230,125 4,092,569 2,314,196 9,930,484 46,490,080 25,9j 1,705 21.228,352 2,315,973 95,986,110 (16,438,73 1) 11,124,626 16,703,332 3,370,893 4,144,600 2.209,390 9,957,478 47,s 10,3 19 20,358,825 18,824,265 2,310,352 89,003,760 (956,186) 27$08,532 2 3,72 5,70 1 (27.S08.532) (23.725.70 1 ) 15,698,j 11 (473.755) 15,698,511 (473,755) 34,015,456 3 3,275,2 36 0 26,5 17,676 24,6 10,509 6.757,560 7,234,786 33,275,236 31,845,295 20,145,706 693,438 21 1,511 2.138,103 8,163,189 52,6 94,740 385,200 84,431,888 11.649,235 16,637,195 3,118,725 4,524,025 2,392,050 10,787,475 49,108,705 26,056,000 38,485 18.1 18,960 2,3 17,088 95,639,238 (1 1,207,350 8,27 I, 145 (S.27 1.145 4,877,125 6,984,900 11,862,025 3 1,845,295 c 25.239,32: 7,260,64( 32,499,Wt 20,512,879 734,900 228,192 2,151,826 10,315,462 52,284,742 398,336 86,626,337 ~ 12,115,000 17,242,340 3,289,460 4,755,740 2,656,390 11,146,300 5 1,235,230 26,056,000 32,642,345 2,3 14,828 112,218,403 (23,622,066) 10.244,O 10 2.036,891 (l(1.244.010) 23,672,800 25,709,691 32,499,970 1,500,000 24,035,871 7,05 1,723 32,587,595 3 1999-01 FINANCIAL PLAN AND SUMMARY CHANGES IN FUND BALANCE - GENERAL FUND 1997-98 1998-99 1999-00 Revised Actual Actual Budget Revenues Tax Revenues Licenses and Permits Fines and Forfeitures Investmenflroperty Revenues Revenue from Others Service Charges Other Revenue Total Revenue Expenditures Operating Programs 10 Public Utilities 11 Transportation 12 13 Community and Economic Development 14 General Government 15 Total Operating Programs 16 Bulk Power Purchase 17 Other Purchases 18 Capital Projects 19 Debt Service 20 Total Expenditures Public Safety Leisure, Cultural and Social Services 21 RevenueslExpenditures (OverAJnder) Other Sources (uses) 22 Operating Transfers In 23 Operating Transfers Out 24 Other Sources (Uses) 25 Proceeds from Debt Financing 26 Total Other Sources (Uses) 27 Fund Balance Beginning of the Year Fund Balance End of the Year 28 Reserved for Debt Service 29 Designated Reserve 30 Unreserved 31 Total Fund Balance 1 5,65 1,857 16,341,563 589,969 654,185 89,769 193,065 226,324 442,309 2,65 3,253 2,6 10,366 1,877,095 2,133,926 88,762 61,675 2 1,177,029 22,437,089 16,882,089 693,438 211,511 411,540 3,3 59,73 5 2,339,240 58,000 23,955,553 10,754,154 11,124,626 11,649,235 2,129,491 2,142,603 1,675,385 2,933,835 3,114,932 3,450,240 2,3 14,196 2,209,390 2,392,050 6,277,726 6,s 18,609 7,045,095 24,409,402 25,110,160 26,212,005 24,409,402 25,110,160 26,212,005 (3,232,373) (2,673,071) (2,256,452) 4.653,490 4,191,037 4,024,920 (1,655,100) (1,089,005) (669,485) 11,316 564,655 2,998,390 3,113,348 3,920,090 2,494,9 17 2,260,934 2,701,211 2,260,934 2,701,2 1 1 4,364,849 2,260,934 2,701,211 4,364,849 2000-0 1 Budget 17,348,422 734,900 228,192 417,364 2,83732 1 2,488,242 58,000 241 12,640 12,115,000 1,772,650 3,633,2 15 2,686,390 7,351,390 27,558,645 27,558,645 (3,446,005 4,313,420 (2,169,485 1.4 14,911 3,588,846 4,364,849 4,507,69C 4,507,69(1 4 1999-01 FINANCIAL PLAN AND SUMMARY CHANGES IN FUND BALANCE - LIBRARY FUND 1997-98 1998-99 1999-00 Revised Actual Actual Budget Revenues 1 Tax Revenues 2 Licenses and Permits 3 Fines and Forfeitures 4 Investmenflroperty Revenues 5 Revenue from Others 6 Service Charges 7 Other Revenue 8 Total Revenue Expenditures Operating Programs 9 Public Safety 10 Public Utilities 11 Transportation 12 13 Community and Economic Development 14 General Government 15 Total Operating Programs 16 Bulk Power Purchase 17 Other Purchases 18 Capital Projects 19 Debt Service 20 Total Expenditures Leisure, Cultural and Social Services 21 RevenueslExpenditures (OverAJnder) Other Sources (Uses) 22 Operating Transfers In 23 Operating Transfers Out 24 Other Sources (Uses) 25 Proceeds from Debt Financing 26 Total Other Sources (Uses) 27 Fund Balance Beginning of the Year Fund Balance End of the Year 28 Reserved for Debt Service 29 Designated Reserve 30 TJnreserved 31 Total Fund Balance 874,885 904,180 957,440 6,852 5,642 5,678 65,897 103,990 105,455 68,144 63,928 7 1 ?200 1,015,778 1,077,790 1,139,772 965,607 1,029,668 1,073,785 965,607 1,029,668 1,073,785 50,000 965,607 1,029,668 1,123,785 50,171 48,122 15,987 10,000 54,000 96,285 (75,000) (93,000) (50,000) (65,000) (39,000) 46,285 15,371 542 9,664 542 9,664 71,937 512 9.664 71.937 2000-0 1 Budget 98 1,376 5,577 106,941 76,336 1,170,230 1,122,525 1,122,525 50,000 1,172,525 (2,295 138,285 (50,000 88,285 71,937 157,921 157,927 1999-01 FINANCIAL PLAN AND SUMMARY CHANGES IN FUND BALANCE - ELECTRIC FUND 1997-98 1998-99 1999-00 Revised Actual Actual Budget Revenues Tax Revenues Licenses and Permits Fines and Forfeitures Investmenflroperty Revenues Revenue from Others Service Charges Other Revenue Total Revenue 752,517 658,553 853,000 36,456,573 38,131,017 37,4 15,000 37,214,59 1 38,789,903 38,268,000 5,501 333 Expenditures Operating Programs 9 Public Safety 10 Public Utilities 9,124,707 10,6 1 1,677 10,739,310 11 Transportation 12 13 Community and Economic Development 14 General Government 15 Total Operating Programs 9,124,707 10,611,677 10,739,3 10 25,951,705 20,358,825 26,056,000 16 Bulk Power Purchase 17 Other Purchases 18 Capital Projects 2,091,887 7,170,265 4,589,900 Leisure, Cultural and Social Services 19 Debt Service 20 Total Expenditures 2 1 RevenuedExpenditures (OverAJnder) Other Sources (Uses) 22 Operating Transfers In 23 Operating Transfers Out 24 Other Sources (Uses) 25 Proceeds from Debt Financing 26 Total Other Sources (uses) 27 Fund Balance Beginning of the Year Fund Balance End of the Year 28 Reserved for Debt Service 29 Designated Reserve 30 Unreserved 31 Total Fund Balance 37,168,299 38,140,767 41,385,210 46,292 649,136 (3,117,210) 2,991,823 (2,712,984) (6,4 18,389) (2,087,190) 14,387,505 867,084 4,589,900 11,67432 1 (2,559,482) 2,502,710 4,498,061 16,218,874 14,308,528 16,218,874 14.308,528 13,694,028 16,218,874 14,308,528 13,694,028 2000-01 Budget 853,000 37,880,000 38,733,000 11,144,625 11,144,625 26,056,000 8,963,800 46,164,425 (7,431,425 (2,141,87C 8,963,SOC 6,821,930 13,694,02E 13,084,53: 13,081,531 6 1999-01 FINANCIAL PLAN AND SUMMARY CHANGES IN FlMD BALANCE - WASTEWATER FUND 1997-98 1998-99 1999-00 Revised Actual Actual Budget Revenues Tax Revenues Licenses and Permits Fines and Forfeitures InvestmenVProperty Revenues Revenue from Others Service Charges Other Revenue Total Revenue 218,718 478,009 297,000 4,O 19,479 4,027,775 3,881,000 63,200 106,2 17 92,000 4,301,397 4,612,001 4,270,000 Expenditures Operating Programs 9 Public Safety 10 Public Utilities 2,740,734 2,793,404 3,302,060 11 Transportation 12 13 Community and Economic Development 14 General Government 15 Total Operating Programs 2,740,734 2,793,404 3,302,060 16 Bulk Power Purchase 17 Other Purchases 780,750 18 Capital Projects 618,695 552,517 19 Debt Service 802,218 800,030 806,770 20 Total Expenditures 4,161,647 4,145,951 4,889,580 21 Revenuesmxpenditures (OverAJnder) 13 9,7 5 0 466,050 (619,580) Leisure, Cultural and Social Services Other Sources (Uses) 22 Operating Transfers In 23 Operating Transfers Out 24 Other Sources (Uses) 25 Proceeds from Debt Financing 26 Total Other Sources (Uses) 223,792 100,186 (869,606) (781,918) (509,270) (3 3,44 5) 88,291 (679,259) (593.441) (509,270) 27 Fund Balance Beginning of the Year 4,499,869 3,960,360 3,832,969 Fund Balance End of the Year 28 Reserved for Debt Service 29 Designated Reserve 30 Unreserved 31 Total Fund Balance 3,960,360 3,832,969 2,704,119 3,960,360 3,832,969 2,704,119 2000-01 Budget 305,000 3,939,000 92,000 4,336,000 3,387,470 3,387,470 944,000 803,070 5,134,510 (798,540 (532,12C (532,12( 2,704,111 1,373,451 1.373.451 7 1999-01 FINANCIAL PWY AND SUMMARY CHANGES IN FUND BALANCE - WATER FUND 1997-98 1998-99 1999-00 Revised Actual Actual Budget Revenues 1 Tax Revenues 2 Licenses and Permits 3 Fines and Forfeitures 4 Investmenflroperty Revenues 5 Revenue from Others 6 Service Charges 7 Other Revenue 8 Total Revenue Expenditures Operating Programs 9 Public Safety 10 Public Utilities 11 Transportation 12 13 Community and Economic Development 14 General Government 15 Total Operating Programs 16 Bulk Power Purchase 17 Other Purchases 18 Capital Projects 19 Debt Service 20 Total Expenditures Leisure, Cultural and Social Services 2 1 RevenueslExpenditures (OverKJnder) Other Sources (Uses) 22 Operating Transfers In 23 Operating Transfers Out 24 Other Sources (Uses) 25 Proceeds from Debt Financing 26 Total Other Sources (Uses) 27 Fund Balance Beginning of the Year Fund Balance End of the Year 28 Reserved for Debt Service 29 Designated Reserve 30 Unreserved 31 Total Fund Balance 217,128 231,138 68,000 3,735,519 4,841,571 3,832,000 181,746 428,925 164,000 4,134,393 5,501,634 4,064,000 4,149,465 3,298,250 2,595,825 4,149,465 3,298,250 2,595,825 528,798 1,268,987 373,750 225,379 228,013 228,013 4,903,642 4,795,250 3,197,588 (769,249) 706,384 866,412 40,000 57,094 (715,538) (832,20 1) (579,200) 1,604,106 (875,552) 928,568 (1,650,659) (579,200) 2,403,031 2,562,350 1,618,075 2,562,350 1,6 18,075 1,905,287 2,562,350 1,618,075 1,905,287 2000-0 1 Budget 68,000 3,843,000 172,000 4,083,000 2,710,245 2,710,245 540,070 228,013 3,478,328 604,672 (607,365 (607,36f: 1,905,28: 1,902,59< 1.902.59< 8 1999-01 FINANCIAL PLAN AND SUMMARY CHANGES IN FUND BALANCE - CAPITAL OUTLAY FUND Revenues Tax Revenues Licenses and Permits Fines and Forfeitures Investmenflroperty 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 RevenuedExpenditures (Over/Under) Other Sources (Uses) Operating Transfers In Operating Transfers Out Other Sources (Uses) Proceeds from Debt Financing . Total Other Sources (Uses) Fund Balance Beginning of the Year Fund Balance End of the Year Reserved for Debt Service Designated Reserve Unreserved Total Fund Balance 1,312,328 1,356,270 583,062 205,735 289,611 82,696 8 5 3,003 1,173,940 177,250 150,000 3,215,254 2,968,611 14,774,683 2,237,516 14,774,683 2,237,516 (1 1,559,429) 731,125 15,713,366 3.503.256 (13.716.534) (3.634.754) ( 197.465) 1,996,822 (328,966) 1 1,060,983 1,498,376 , 1.498,376 1,900,535 1,498,376 1,900,535 1,639,177 171,885 1,685,000 3,49 6,062 2,665,200 2,665,200 830,862 350,000 (1.582.305 150,000 2,395,000 1,312,695 1,900,535 4,044,092 4,044,092 1,472,08 1 171.885 725,000 -I 2,368,966 15,371.000 15,371,000 (13,002,034) 1,850,000 ( I .824.745) 600.000 14,709,000 15,334,255 4,043,092 1,500,000 4,876,3 13 6,376,313 9 1999-01 FINANCIAL PLAN AND SUMMARY CHANGES IN FUND BALANCE - EQUIPMENT FUND 1997-98 1998-99 1999-00 Revised Actual Actual Budget Revenues Tax Revenues Licenses and Permits Fines and Forfeitures Investmenflroperty Revenues Revenue from Others Service Charges Other Revenue Total Revenue 22,711 5,717 63,855 69,572 22,711 Expenditures Operating Programs 9 Public Safety 10 Public Utilities 11 Transportation 12 13 Community and Economic Development 14 General Government 15 Total Operating Programs 16 Bulk Power Purchase 17 Other Purchases 18 Capital Projects 536,762 488,897 399,4 10 Leisure, Cultural and Social Services 19 Debt Service 20 Total Expenditures 536,762 488,897 399,410 2 1 RevenueslExpenditures (OverAJnder) (467,190) (466,186) (399,410) Othcr Sources (uses) 22 Operating Transfers In 455,443 405,173 300,000 23 Operating Transfers Out 24 Other Sources (Uses) 25 Proceeds from Debt Financing 405,173 300,000 26 Total Other Sources (uses) 455,443 27 Fund Balance Beginning of the Year 533,815 522,068 461,055 Fund Balance End of the Year 28 Reserved for Debt Service 29 Designated Reserve 30 Unreserved 31 Total Fund Balance 522.068 461,055 361,645 522,068 461,055 361,645 2000-01 Budget 300,000 300,ooa (300,ooa 400,OOC (50,OOC 350,00( 361,64! 411,64: 411.61: 10 1999-01 FINANCIAL PLAN AND SUMMARY CHANGES IN FUND BALANCE - TRANSPORTATION DEVELOPMENT ACT FUND 1997-98 1998-99 1999-00 Revised Actual Actual Budget Revenues 1 Tax Revenues 2 Licenses and Permits 3 Fines and Forfeitures 4 InvestmentlProperty Revenues 5 Revenue from Others 6 Service Charges 7 Other Revenue 8 Total Revenue 2,013 (124,632) 2,000 966,000 1,448,106 1 ,118,678 1,450,119 994,046 968,000 Expenditures Operating Programs 9 Public Safety 10 Public Utilities 11 Transportation 12 13 Community and Economic Development 14 General Government 15 Total Operating Programs 16 Bulk Power Purchase 17 Other Purchases ~ 8 Capital Projects 108,986 4,015,000 20 Total Expenditures 108,986 4,015,000 Leisure, Cultural and Social Services 9 Debtservice 21 Revenues/Expenditures (OverNnder) 1,341,133 994,046 (3,047,000) Other Sources (Uses) 22 Operating Transfers In 292,007 23 Operating Transfers Out (1,259,799) (1,492,662) (1,115,470) 24 Other Sources (Uses) 4,162,470 25 Proceeds from Debt Financing 26 Total Other Sources (uses) (1,259,799) (1,200,655) 3,047,000 27 Fund Balance Beginning of the Year Fund Balance End of the Year 28 Reserved for Debt Service 29 Designated Reserve 30 llnreserved 31 Total Fund Balance 125,275 206,609 0 206,609 0 0 206,609 0 0 2000-0 1 Budget 2,000 1 ,I 39,000 1,141,000 1 5 ,ooc 15,00( 1,126,00( (1,128,14( 2,14( (1,126,00( I 11 1999-01 FINANCIAL PLAN AND SUMMARY CHANGES IN FUND BALANCE - TRANSIT FUND 1997-98 1998-99 1999-00 Revised Actual Actual Budget Revenues 1 Tax Revenues 2 Licenses and Permits 3 Fines and Forfeitures 4 InvestmentRroperty Revenues 5 Revenue from Others 6 Service Charges 7 Other Revenue 8 Total Revenue 25 14,210 1 1,000 531,317 2,254,759 673,000 135,720 168,936 185,000 667,062 2,438,619 869,000 714 Expenditures Operating Programs 9 Public Safety 10 Public IJtilities 11 Transportation 12 13 Community and Economic Development 14 General Government 15 Total Operating Programs 1,100,634 3,943,892 1,443,340 16 Bulk Power Purchase 17 Other Purchases 18 Capital Projects 2,715,602 1,100,634 3,943,892 1,443,340 Leisure, Cultural and Social Services 19 Debt Service 20 Total Expenditures 1,100,634 6,659,494 1,443,310 2 1 Revenues/Expenditures (Overmnder) (433,572) (4,220,875) (574,340) Other Sources (Uses) 22 Operating Transfers In 23 Operating Transfers Out 24 Other Sources (Uses) 25 Proceeds from Debt Financing 26 Total Other Sources (Uses) 1,075,400 2,502,681 783,570 (90,591) (1,229,329) (209,230) (133,869) ( 185,447) 850,940 1,087,905 574,340 417,368 (2,715,602) 27 Fund Balance Beginning of the Year Fund Balance End of the Year 28 Reserved for Debt Service 29 Designated Reserve ' 30 Unreserved 31 Total Fund Balance 417,368 (2,715,602) (2,715,602) 417,368 (2,715,602) (2,715,602) 2000-0 1 Budget 1 1,000 698,000 199,000 908,000 1,s 16,810 1,5 16,810 1,516,810 (608,s ia 805,47C (2 16,50C 19,84( 608,81( (2:715,60: (2,7 15,60: (2,715,60: 12 1999-01 FINANCIAL PLAN AND SUMMARY CHANGES IN FUND BALANCE - STREET FUND 1997-98 1998-99 1999-00 Revised Actual Actual Budget Revenues Tax Revenues Licenses and Permits Fines and Forfeitures Investmenflroperty Revenues Revenue from Others Service Charges Other Revenue Total Revenue Expenditures Operating Programs 9 Public Safety 10 Public Utilities 11 Transportation 12 13 Community and Economic Development 14 General Government 15 Total Operating Programs 16 Bulk Power Purchase 17 Other Purchases 18 Capital Projects 19 Debt Service 20 Total Expenditures Leisure, Cultural and Social Services 21 RevenueslExpenditures (Overmnder) Other Sources (Uses) 22 Operating Transfers In 23 Operating Transfers Out 24 Other Sources (Uses) 25 Proceeds from Debt Financing 26 Total Other Sources (Uses) 27 Fund Balance Beginning of the Year Fund Balance End of the Year 28 Reserved for Debt Service 29 Designated Reserve 30 Unreserved 31 Total Fund Balance 543,773 604,O 16 667,000 137,243 114,055 164,000 1,321,127 3,483,942 1,934,000 758,570 1,370,071 853,000 170,056 22,557 2,930.769 5,594,642 3,618,000 2,269,445 3,712,188 4,383,950 2,269,445 3,712,188 4,383,950 66 1,324 1,882,454 (765,950) 2,579,057 6,658,801 273,070 (6,267,521) (7,920,439) (1,282,710) (3,688,464) (1,261,638) (1,009,640) 6,104,98 1 3,077,841 3,698,657 3,077,841 3,698,657 1,923,067 3,07734 1 3,698,657 1,923,067 2000-01 Budget 71 1,000 164,000 4,408,000 691,000 5,974,000 5,597,475 5,597,475 376,525 262.095 (1,295.50C (1,033,105 1,923,06; 1,266.1 8' 1,266," 13 1999-01 FINANCIAL PLAN AND SUMMARY CHANGES IN FUND BALANCE - CDBG FUND 1997-98 1998-99 1999-00 Revised Actual Actual Budget , Revenues Tax Revenues Licenses and Permits Fines and Forfeitures Inv estmenflroperty Revenues Revenue from Others Service Charges Other Revenue Total Revenue 299,096 678,293 95 1,000 299,096 678,293 951,000 Expenditures Operating Programs 9 Public Safety 10 Public Utilities 11 Transportation 12 13 Community and Economic Development 14 General Government 15 Total Operating Programs 16 Bulk Power Purchase 17 Other Purchases 18 Capital Projects 299,096 678,293 861,000 Leisure, Cultural and Social Services 19 Debt Service 20 Total Expenditures 299,096 678,293 861,000 21 RevenueslExpenditures (OverAJnder) 0 90,000 Other Sources (Uses) 22 Operating Transfers In 23 Operating Transfers Out (90,000) 24 Other Sources (Uses) 25 Proceeds from Debt Financing 26 Total Other Sources (Uses) (90,000) 27 Fund Balance Beginning of the Year Fund Balance End of the Year 28 Reserved for Debt Service 29 Designated Reserve 30 Unreserved 31 Total Fund Balance 2000-01 Budget 95 1 ,ooc 95 1,001 86 1 :OO( 86 1,001 90,001 (90,001 (90,OO 14 1999-01 FINANCIAL PLAN AND SUMMARY CHANGES IN FUND BALANCE - POLICE SPECIAL REVENUE FUND 39,001 173,18! 212,189 212.189 1 2 3 4 5 6 7 8 9 10 I1 12 13 14 15 1997-98 1998-99 1999-00 Revised Actual Actual Budget Revenues Tax Revenues Licenses and Permits Fines and Forfeitures Investmenflroperty 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 16 Bulk Power Purchase 17 Other Purchases 18 Capital Projects 19 Debt Service 20 Total Expenditures 21 RevenuedErpenditures (OverNnder) Other Sources (Uses) 22 Operating Transfers In 23 Operating Transfers Out 24 Other Sources (Uses) 25 Proceeds from Debt Financing 26 Total Other Sources (Uses) 27 Fund Balance Beginning of the Year Fund Balance End of the Year 28 Reserved for Debt Service 29 Designated Reserve 30 IJnreserved 31 Totrl Fund Balance 7,444 17,570 14,000 159,792 285,702 24,000 167,236 303,272 38,000 153,646 127,901 38,485 153,646 127,901 38,485 153,646 127.901 38,485 13,590 175,371 (485) 23,398 99,372 (30,000) (1 80,000) 71,943 78,931 173,674 78,931 173,674 173,189 78,931 173,674 173,189 2000-0 1 Budget 14,000 25,000 39,000 15 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 1999-01 FINANCIAL PLAN AND SUMMARY CHANGES IN FUND BALANCE - DEBT SERVICE FUND 1997-98 1998-99 1999-00 Revised Actual Actual Budget Revenues Tax Revenues Licenses and Permits Fines and Forfeitures hvestmenflroperty 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 21 RevenueslExpenditures (OverKJnder) Other Sources (Uses) 22 Operating Transfers In 23 Operating Transfers Out 24 Other Sources (Uses) 25 Proceeds from Debt Financing 26 Total Other Sources (Uses) 27 Fund Balance Beginning of the Year Fund Balance End of the Year 28 Reserved for Debt Service 29 Designated Reserve 30 Unreserved 31 Total Fund Balance 30 30 1,288,376 1,282,309 1,282,305 1,288,376 1,282,309 1,282,305 (1,288,376) (1,282,279) (1,282,305) 1,448,076 1,282,279 1,282,305 (387,897) 1,060,179 1,282,279 1,282,305 228,197 0 0 0 2000-0 1 Budget 1,283,745 1,283,745 (1,283,745 1,283,745 1,283,745 c ( 16 1999-01 FINANCIAL PLAN AND SUMMARY CHANGES IN FUND BALANCE - SELF INSURANCE FUND 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 1997-98 1998-99 1999-00 Revised Actual Actual Budget 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 21 RevenuesExpenditures (Overmnder) Other Sources (Uses) 22 Operating Transfers In 23 Operating Transfers Out 24 Other Sources (Uses) 25 Proceeds from Debt Financing 26 Total Other Sources (Uses) 27 Fund Balance Beginning of the Year Fund Balance End of the Year 28 Reserved for Debt Service 29 Designated Reserve 30 Unreserved 31 Total Fund Balance 133,129 180,464 134,000 125,019 162,812 150,000 354,000 103,840 612,148 447,116 284,000 1,277,829 1,023,465 1,163,705 1,277,829 1,023,465 1,163,705 1,277,829 1,023,465 1,163,705 (665,681) (576,349) (879,705) 1,435,743 1,435,743 821:100 (10 1,763) 18,310 1,333,980 1,454,053 82 1,100 1,395,088 2,063,387 2,941,091 2.063,387 2,941,091 2,882,486 2,063,387 2,941,091 2,882,486 2000-0 1 Budget 134,000 150,000 284,000 1,197,925 1,197,925 1,197,925 (913,925 821,100 82 1,100 2,882:486 2,789,661 2,789,661 17 1999-01 FINANCIAL PLAN AND SUMMARY CHANCES IN FUND BALANCE - BENEFITS F"D 1997-98 1998-99 1999-00 Revised Actual Actual Budget 9 10 11 12 13 14 15 16 17 18 19 20 Revenues Tax Revenues Licenses and Permits Fines and Forfeitures InvestmenUProperty 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 2 1 Revenues/Expenditures (OverlUnder) Other Sources (Uses) 22 Operating Transfers In 23 Operating Transfers Out 24 Other Sources (Uses) 25 Proceeds from Debt Financing 26 Total Other Sources (Uses) 27 Fund Balance Beginning of the Year Fund Balance End of the Year 28 Reserved for Debt Service 29 Designated Reserve 30 Unreserved 31 Total Fund Balance (20,835) 2,048,147 1,925,240 2,504,500 2,057,521 2,504,500 2,049,589 1,442 153,116 2,4 15,404 2,578,675 2,374,929 2,374,929 2:4 15,404 2,578,675 2,415,404 2,578,675 2,374,929 (325,340) (357,884) (74,175) 150,767 133,999 339,895 (16,674) (69,277) 134,093 64,722 339,895 (43,084) (234,331) (527,493) (234,33 1) (527,493) (261,773) (234,33 1) (527,493) (261,773) 2000-0 1 Budget 2,519,500 2,519,500 2,596,985 2,596,985 2,596,985 (77,485 339,895 339,89i (261:77: 63' 63' 18 1999-01 FINANCIAL PLAN AND SUMMARY CHANGES IN FUND BALANCE - PARKS SPECIAL GRANTS 1997-98 1998-99 1999-00 Revised Actual Actual Budget Revenues Tax Revenues Licenses and Permits Fines and Forfeitures Investmenflroperty Revenues Revenue from Others Service Charges Other Revenue Total Revenue 1,591 1,591 Expenditures Operating Programs 9 Public Safety 10 Public Utilities 11 Transportation 12 13 Community and Economic Development 14 General Government 15 Total Operating Programs 16 Bulk Power Purchase 17 Other Purchases 18 Capital Projects 19 Debt Service 20 Total Expenditures 2 1 RevenueslExpenditures (OverAJnder) 1,591 Leisure, Cultural and Social Services Other Sources (Uses) 22 Operating Transfers In 23 Operating Transfers Out 24 Other Sources (Uses) 25 Proceeds from Debt Financing 26 Total Other Sources (Uses) 27 Fund Balance Beginning of the Year 7,720 7,720 9,311 Fund Balance End of the Year 28 Reserved for Debt Service 29 Designated Reserve 30 Unreserved 31 Total Fund Balance 7,720 9,311 9,311 7,720 9,311 9,311 2000-01 Budget 9,311 9,3 11 9.311 19 1999-01 FINANCIAL PLAN AND SUMMARY CHANGES IN FUND BALANCE - TRUST AND AGENCY FUND 1997-98 1998-99 1999-00 Revised Actual Actual Budget Revenues 1 Tax Revenues 2 Licenses and Permits 3 Fines and Forfeitures 4 Investmenflroperty Revenues 5 Revenue from Others 6 Service Charges 7 Other Revenue 8 Total Revenue Expenditures Operating Programs 9 Public Safety 10 Public Utilities 11 Transportation 12 13 Community and Economic Development 14 General Government 15 Total Operating Programs 16 Bulk Power Purchase 17 Other Purchases ' 8 Capital Projects 19 Debt Service 20 Total Expenditures Leisure, Cultural and Social Services 2 1 RevenueslExpenditures (Overmnder) Other Sources (Uses) 22 Operating Transfers In 23 Operating Transfers Out 24 Other Sources (Uses) 25 Proceeds from Debt Financing 26 Total Other Sources (Uses) 27 Fund Balance Beginning of the Year Fund Balancc End of the Year 28 Reserved for Debt Service 29 Designated Reserve 30 Unreserved 31 Total Fund Balance 54,384 122,676 6,000 54,384 122,676 6,000 3,000 3,000 3,000 54,384 119,676 6,000 18,250 (10,000) (54,000) (9 6,2 85) (10,000) (35,750) (96,285) 589,708 634,092 71 8,018 634,092 71 8,018 627,733 634,092 718,018 627,733 2000-0 1 Budget 6,000 6,000 6,000 (1 38,285 (138,28! 627,73: 495,44> 4 9 5.4 4 I 20 REVENUES by MAJOR CATEGORY & SOURCE Tax Revenue Licenses & Permits Fines & Forfeitures Investment & Property Revenues Revenue from Others Service Fees & Charges Other Revenue 1999-01 FINANCIAL PLAN AND SUMMARY EVENUES BY MAJOR CATEGORY AND SOURCE 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 10 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 2000-0 1 Actual Actual Budget Budget 1997-98 1998-99 1999-00 Revised TAX REVENUES Property Tax Sales & Use Tax Public Safety Sales Tax (Prop 172) Street Maintenance Sales Tax (K) Transient Occupancy Tax Waste Removal Franchise Tax Industrial Franchise Gas Franchise Cable TV Franchise Electric Franchise In-Lieu Franchise - Electric In-Lieu Franchise - Sewer In-Lieu Franchise - Water Business License Tax Real Property Transfer Tax Total Tax Revenues LICENSES AND PERMITS Animal License Bicycle License Alarm Permits Building Pennits Transportation Permit Electric Permits Mechanical Permits (Gas) Plumbing Permits Industrial Refuse Collection Permit Parking Permits Total Licenses and Permits FINES AND FORFEITURES Vehicle Code Fines Court Fines Parking Fines Parking Fines - DMV Hold False Alarm Penalty Total Fines and Forfeitures INVESTMENTPROPERTY REVENUES Investment Earnings Sale of City Property Sale of System (Joint Pole-Elec) Rent of City Property Total InvestmentProperty Revenues 4,374,488 6,204,986 179,848 543,773 277,827 275,972 28,442 121,490 148,786 1 1,697 4,292,067 688,920 564,562 592,641 4,516,856 6,623,513 180,053 604,016 305,333 281,349 32,281 128,334 164,602 1 1,542 4,275,047 789,212 562,440 6 12,443 4,783,033 6,871,894 186,805 6 6 7,O 0 0 3 18,650 289,117 50,255 132,705 174,478 1 1,656 4,317,797 797,104 568,064 649,190 4,902,609 7,129,590 193,810 711,000 332,547 297,099 52,999 137,225 184,947 1 1,771 4,360,975 805,075. 688,282 573,745 77,344 1 19,007 124,958 13 1,205 18,382,843 19,206,030 20,145,706 20,512,879 23,240 2,467 2,450 387,868 3,026 60,508 41,614 43,153 1,500 24,143 589.969 28,486 1,577 4,725 445,292 2,282 58,566 40,655 45,046 2,000 25,558 654.185 30,195 32,007 1,672 1,772 5,009 5,310 472,010 500,33 1 2,419 2,419 62,080 65,805 43,094 45,680 47,749 50,614 2,120 2,247 27,091 28,716 693,438 734,900 40,830 135,194 146,010 157,691 6,116 12,215 13,192 14,247 30,106 32,902 35,534 38,377 10,997 12,755 13,775 14,877 1,720 3,000 3,000 89.769 193.065 211.511 228.192 2,009,323 1,964,532 1,838,923 1,838,582 35,566 36,837 24,000 25,713 64,898 8,684 20,000 20,000 267,531 2,340,406 2,324,683 2,138,103 2,151,826 230,619 314,631 255,180 21 1999-01 FINANCIAL PLAN AND SUMMARY 'EVENUES BY MAJOR CATEGORY AND SOURCE 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 6u 61 62 63 64 65 66 67 68 69 70 71 72 73 74 75 76 77 78 79 80 .. 1997-98 1998-99 1999-00 2000-01 Actual Actual Budget Budget Revised REVENUE FROM OTHERS Motor Vehicle In-Lieu Tax Other &ants & Subventions Police Training (POST) Cracnet & Drug Suppression Grants Police Grants Asset Seizure Street Maintenance Sales Tax (K) Auto Theft Revenue State Hiway Maintenance Gas Tax Subvention (2105) Gas Tax Subvention (2106) Gas Tax Subvention (2107) Transportation Dev Act (Gen./Allot) Transportation Dev Act (Pemike) Federal Assistance Section IX Surface Transportation (ISTEA)/Fed TEA Transit Street Maintenance SB 300 Dial-A-Ride Woodbridge State Mandates SB 90 CJPRMA Rebate Community Development Block Grant Library Grants Total Revenue from Others SERVICE FEES AND CHARGES Public Safety Fees Fingerprinting Police Record Fees Vehicle Towing Hazardous Material Drug Clean-up Other Police Fees Fire Department Services - Other Animal Shelter Fees Total Electric Operating Revenue Domestic Residential Small Commercial Dusk to Damn Domestic Mobile Home Large Commercial Small Industrial City Accounts Medium Industrial Large Industrial Residential Low Income Public Benefits Total 2,270,423 2,220,5 18 2,956,338 2,4 8 9,2 8 3 289,611 94,707 12,180 12,352 57,801 49,983 50,688 51,403 120,388 129,105 130,925 132,771 273,163 297,253 60,000 5,527 17,405 8,000 8,000 930,000 3,383,000 22,009 662,942 18,286 15,664 16,000 17,000 5,066 5,066 5,137 5,209 327,147 34 1,619 329,000 336,000 225,042 225,340 205,000 209,000 450,648 45 1,654 470,000 480,000 1,423,393 2,271,505 94 1,000 1,114,000 24,713 24,569 25,000 25,000 509,147 1,324,358 650,000 675,000 95,729 70 1,s 1 3 200,552 38 1,000 22,170 20,938 23,000 23,000 62,391 142,457 144,466 146,503 125,019 162,s 12 150,000 150,000 299,096 678,293 95 1,000 951,000 65,897 103,990 105,455 106,94 1 6,893,218 10,782,829 8,163,189 10,315,162 8,379 6,936 7,352 24:476 27,025 28,647 45,145 43,765 46,391 1,635 1,764 1,764 2,889 584 2,619 223 215 7,793 30,366 49,174 2,656 13,050 17,843 18,913 20,048 95,797 98,132 105,686 110,037 13,758,395 4.806,923 39,918 235,553 8,985,324 792,43 1 812,880 2.742,880 3,020,232 301,124 129,730 35,625,390 14,408,589 4.618,960 39,879 254,301 9,887,673 789,243 897,332 2,74 1,000 2,398,344 291,974 895,292 37,222,587 13,735,000 4,739,000 40,000 244,000 9,239,000 722,000 888,000 2,366,000 3,611,000 158,000 862,000 36,604,000 13,853,000 40,000 244,000 9,239.000 73 1,000 897,000 2,389.000 3,870,000 163.000 875.000 37,052,000 4,75 1 .ooo 22 83 84 85 86 87 88 89 90 91 92 93 94 95 96 97 98 100 101 102 103 104 105 106 107 108 109 110 111 112 113 114 115 116 117 1999-01 FINANCIAL PLAN AND SUMMARY 'XVENUES BY MAJOR CATEGORY AND SOURCE 1997-98 1998-99 1999-00 2000-01 Actual Actual Budget Budget Revised Sewer Operating Revenues City Accounts Other Accounts Sewer Connection Fees InspectiodReinspection Fees Total Water Operating Revenues City Accounts Other Accounts Total Non-Operating Utility Revenues Revenue - Contract Work for City Revenue - Contract Work for Others Electric Capacity Revenues Standby Service Revenues Water Reimbursements Water Tap Fees Sewer Reimbursements Sewer Tap Fees Total Public Works Street Fees Revenue - Contract Work for Others Total Transit Fees Dial-A-Ride Passenger Fares Tot31 Park and Recreation Fees Revenue from Playgrounds Revenue from Youth/Teen Sports Revenue - Indoor/Outdoor Activities Revenue from Aquatics Revenue from Adult Sports Revenue from Specialty Classes BOBS Reimbursements Revenue from Lodi Lake Park Other Park Fees Rent - Park lk Recreation Facilities Camp Hutchins Fees Park Maintenance - LUSD Revenue - Contract Work for Others Total 14,129 14,753 15,000 15,000 1,003,847 887,274 800,000 800,000 2,928,080 2,994,597 2,997,000 3,068,000 3,946,056 3,896,625 3,812,000 3,883,000 40,000 3,270,979 3,372,403 3,348,000 3,427,000 3,308,474 3,445,644 3,386,000 3,467,000 38,000 37,495 73,24 1 6 5 9,22 8 679,525 690,000 7 10,000 68,511 64,244 8 1,000 83,000 114,220 173,211 40,000 35,000 936,802 75,693 48,387 75,000 37,382 75,000 5,025 8,722 922,677 1,948,273 886,000 903,000 161,076 64,339 128,033 133,555 161,076 64,339 128,033 133,555 135,720 168,936 185,000 199,000 135,720 168,936 185,000 199,000 150,037 40,959 13,201 57,442 74,680 19,788 4 1,903 62,182 3,894 73,419 187,393 1611471 42,825 15 :769 72,709 65,258 22,853 26,497 61,533 10,730 79,510 171,159 45,395 16,715 77,072 69,173 24,224 28,087 65,225 1 1,374 79,510 181,429 48,118 17,718 81,696 73,324 25,677 29,772 69,139 12,056 84.281 724,898 559,156 587,934 623,210 23 1999-01 FINANCIAL PLAN AND SUMMARY IEVENUES BY MAJOR CATEGORY AND SOURCE 1997-98 1998-99 1999-00 2000-01 Actual Actual Budget Budget Revised 118 119 120 121 123 124 125 126 127 128 129 130 131 132 I54 135 136 137 138 139 140 141 142 143 144 145 146 147 148 149 150 151 152 153 154 155 '56 Community Center Fees Swimming Rents Other Fees Communiw Development Fees Plan Check Fees InspectionlReinqxction Fees Planning Fees Public Works Engineering Fees Engineering Fees Development Impact Fees Special Inspections Plans & Specs Engineering Inspections Administrative Fees Late Payment - Utility Billing Utility Connections Photocopy Charges Returned Check Charge 51,438 57,154 60,583 64,218 45,483 126,792 142,720 15 1,284 35,368 5 1,469 54,558 57,831 Total 132,289 235,4 15 257,861 273,333 219,384 298,389 316,292 335,269 42,752 55,070 58,374 61,877 Total 262,136 353,459 374,666 397,146 99,826 87,523 92,774 98,340 2,020,547 3,03 1,246 2,978,000 1,773,000 8,034 5,678 6,019 6,380 60,518 98,604 104,521 110,792 Total 2,192,860 3,228,171 3,186,740 1,994,265 3,935 5,120 5,427 5,753 Benefit and Insurance Fees COBRA Admin Fee Medical Care Retiree's Medical Care Medical Co Pay Dental Insurance Vision Care Chiropractic Life Insurance Accidental Death Insurance Unemployment Insurance Long Term Disability Medical Insurance (COBRA Premium) Dental Insurance (COBRA Premium) Vision Insurance (COBRA Premium) Chiropractic Ins (COBRA Premium) Employee Assistance Program (COBRA) Flexible Spading Accounts Total 482,993 592,423 639,817 691,002 14,628 14,302 15,160 16,069 4,648 767 813 86 1 13,479 19,010 20,531 2 1,763 Total 5 15,748 626,501 676,320 729,695 Total Service Fees and Charges 23 1 1,42 1,853 85,694 9,050 294,278 66,389 31,456 33,934 5,632 46,286 28,570 1,370,708 69,200 2,340 279,057 63,904 29,619 32,899 2,346 46,079 28,350 1,582,000 312,000 1,500 293,000 77,000 39,000 30,000 1 1,000 46,000 1 10,000 1,583,000 312,000 1,500 311,000 7 1,000 40,000 30,000 12,000 46.000 110.000 10,181 1,885 668 I .ooo 1 .ooo 566 63 117 16 12.236 2,000 2.000 2,048,378 1,925,240 2,504,500 2,519,500 50,111,071 53,795,188 52,691,710 52,281,712 24 1999-01 FINANCIAL PLAN AND SUMMARY EVENUES BY MAJOR CATEGORY AND SOURCE 1997-98 1998-99 1999-00 2000-01 Actual Actual Budget Budget Revised OTHERREVENUE 157 Damage to Property Reimbursements 158 Donations 159 160 Donations 16 1 Revenues NOC 162 Reimbursable Charges (Work-Others) 163 164 Extra Refuse 165 Total Other Revenue Library Fines, Fees & Gifts Debt Service - Revenue by Transfer 166 REVENUE TOTAL 8,555 197,147 60,914 6,619 820,539 1,534 9,717 5,076 1,110,101 79347.379 15,262 16,000 16,000 59,444 64,200 69,336 3,385 6,000 6,000 832,352 277,000 285,000 4,801 2,000 2,000 176,352 20,000 20,000 1,091,595 385,200 398;336 88,047,575 84,431,888 86,626,337 25 OPERATING BUDGET by ACTIVITY Public Safety Public Utilities Transportation Leisure, Cultural & Social Services Community & Economic Development General Government 1999-01 FINANCIAL PLAN AND SUMMARY 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 OPERATING BUDGET BY ACTIVITY 2000-01 1997-98 1998-99 1999-00 Revised 1 Actual Actual Budget Budget Public Safety Police Protection Police Administration Police Operations Police Investigations Animal Shelter Fire Administration Fire Life and Safety Emergency Services Training Support Services Other Safety Services Graffiti Abatement Fire Safety Total Public Safety Public Utilities Water Wastewater Electrical Water Utility Services Wastewater Utility Services Electric Utility Services Total Public Utilities Transportation Streets and Flood Control Street Maintenance Street Trees Street Cleaning Parking Lot Maintenance Storm Drains Transit Transit Total Transportation Leisure, Cultural & Social Services Parks and Recreation Parks and Recreation Commission Parks and Recreation Administration Youth/Teen Sports Indoor/Outdoor Activities Aquatics Adult Sports LUSD Healthy Start Concessions Parks Division Lodi Lake Park Other Parks Park Operations Equipment Maintenance Parks - Sports Facility Maintenance Recreation Division 86 1 ,447 908,845 892,690 747,600 4,523,689 4,528,306 4,587,385 4,03 1 3900 2,103,325 2,092,868 2,3 13,405 3,157,355 104,154 91,956 123,385 117,780 2,937,320 3,128,535 275,735 298,580 193,667 197,860 203,900 223,795 2,968,760 3,219,480 80,698 65,737 168,120 180,350 91,235 82,594 78,475 91,900; 12,265 27,924 37,380 46,260 11,649,235 12,115,000 10,907,800 11,124,626 4,149,465 3,298,250 2,595,825 2,710,245 2,740,734 2,793,404 3,302,060 3,387,470 9:124,707 10,611,677 10,739,310 11,144,625 16,014,906 16,703,33 1 16,637,195 17,242,340 1,594,424 1,565,793 1,3 10,265 1,378,200 161,372 147,559 140,090 143,305 164,152 202,s 90 2 19,205 245,320 5,336 4,003 5,825 5,825 204,207 222,358 1,100,634 1,228,290 1,443,340 13 16,s 10 3,230,125 3,370,893 3,118,725 3,289,460 3,558 3,029 4,950 3,950 783,660 631,491 689,380 749,920 114,619 124,025 153,915 168,970 22,09 1 22,942 3 1,305 38,920 116:037 101,458 99,060 103,120 56,305 62,983 51,915 54,340 17,93 1 1 1,948 18,000 18,000 25,390 30,684 22,920 22,920 143,662 158,992 164,975 112,120 480,956 453,014 506,640 583,295 112,385 53,333 50,2 15 82,680 120,251 117,982 117,185 124,800 415,260 387,937 380,546 424,115 27 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71 72 73 1999-01 FINANCIAL PLAN AND SUMMARY OPERATING BUDGET BY ACTMTY 1997-98 1998-99 1999-00 2000-01 Actual Actual Budget Budget Revised ~~ Cultural Services Library Board Cultural Activities - Community Center Camp Hutchins ' Library Social Services Total Leisure, Cultural & Social Services Community & Economic Development Planning Community Development Commissions Current and Advanced Planning Code Enforcement Building and Safety Engineering Economic Development Community Promotion Economic Development Construction Development Total Community & Economic Development General Government City Council City Manager Public Works Administration Legal Services City Attorney City Clerk Services City Council Protocol Records Administration Election Administration Administrative Services Human Resources Administration Risk Management Information Systems Finance Administration Accounting Services Revenue Services Purchasing Field Services Building Maintenance Equipment Maintenance & Motor Pool Non-Departmental Services City Wide Utilities General Support General Liability Other Insurances Workers Compensation Charges Benefits Administration Total General Government TOTAL OPERATING BUDGET Legislation and Policy General Administration Organizational Support Services 2,749 3,529 5,000 5,000 962,858 1,026,139 1,068,785 1,117,525 624,183 748,672 853,405 92 1,045 193,127 4,092,569 4,144,600 4,524,025 4,755,740 4,226 5,120 10,765 11,610 369,443 369,350 376,450 474,120' 130,446 143,735 163,290 195,305 525,530 474,674 488,040 507,860 891,573 878,417 963,805 1 ,O 15,125 150,249 247,163 251,350 323,145 242,729 90,930 138,350 159,225 2,314,196 2,209,390 2,392,050 2,686,390 112,758 117,486 92,O 15 94,090 395,254 333,074 328,030 368,955 321,681 290,744 3 04,4 8 5 391,085 278,419 26 1,45 1 282,085 302,070 2,116 21,000 22,000 221,162 208,397 207,6 15 222,420 1,703 22,306 2,805 25,400 269,3 16 285,536 344,975 405,035 80,153 90,236 128,800 108,845 516,223 582,643 792,380 717,665 277,730 276,850 295,117 263,370 362,083 365,083 457,870 476,155 559,541 586,365 702,625 746,915 275 ~ 100 254,545 216,045 263,430 309,179 3 18,730 333,900 344205 390,088 403,427 463,600 467,750 780.179 823,723 925,830 95 1,205 70 1,227 447,365 394,557 41,839 84 1,433 2,374,929 9,930,484 46.490.080 817,719 732,875 754,860 498,410 397,405 399,905 327,299 376,105 387,390 28,741 45,375 46,575 667,425 742,225 763.960 2,578,675 2,596,985 2,4 15,404 9,957,478 10,787,475 11,146,300 47,510,319 49,108,705 51,235,230 28 INTERFUND TRANSFERS General Fund Library Fund Street Fund Transportation Fund CDBG Fund Police Special Revenue Fund Capital Outlay Fund Equipment Fund Debt Service Fund Water Fund Wastewater Fund Electric Fund Transit Fund Child Care Service Fund Benefits Fund Self Insurance Fund Trust & Agency Fund 1999-01 FINANCIAL PLAN AND SUMMARY - 1997-98 1998-99 1999-00 2000-01 Actual Actual Budget Budget Revised Operating Transfers In Cost of Services Transactions Capital Outlay Impact fees Equipment Fund Street Fund - gas tax to offset street maint Total Transfers Total Transfers In Operating Transfers Out Benefits Fund Insurance Funds 3,147,421 3,020,920 3,148,420 50,000 9 1,000 50,000 1,004,000 1,004,000 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 7 982,563 6 1,053 4,191,037 4,653,490 4,653,490 4,024,920 4,343,420 (269,485) (269,483) (400,000) (400,000) (1,500,000) (669,485) (2,169,485) 3,355,435 2,173,935 (101,113) (845,867) (111,025) (1,089,005) 3,102,032 (3 1,000) General Fund Capital Total Transfers Total Transfers Out TOTAL GENERAL FUND (1,655,100) ( 1,655,100) 2,998,390 LIBRARY FUND Operating Transfers In Operating Transfers Out Cost of Services Transactions Total Transfers Out TOTAL LIBRARY FUND 10,000 54.000 96,285 138,285 (50,000) (50,000) (50,000) (50,000) 46.285 88.285 (93,000) (93,000) (39,000) (75,000) (75,000) (65,000) STREET FUND Operating Transfers In TDA Fund Total Transfers Total Transfers Total Transfers In Operating Transfers Out Cost of Services Transactions General Fund Street Maintenance (gas tax) Total Transfers Total Transfers Out TOTAL STREET FUND 125:290 6,533,511 262,095 273,070 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 2,579,057 2,579,057 273,070 262,095 6,658,801 (245,330) (982,563) (278,710) (291,500) (1,004,000) (1,004,000) (1,282,710) (1,295,500) f1.009.640) (1.033.405) (6,692,546) (7,920,43 9) (1,261,638) (6,267,52 1) (6,267,521) (3,688,464) \. . I \. . I TRANSPORTATION DEVELOPMENT ACT FUND Operating Transfers In Total Transfers In Total Transfers Operating Transfers Out Cost of Services Transactions General Fund Transit Street Fund Transit Fund Total Transfers Total Transfers Out 292,007 292,007 (58,830) (60,575) (49,591) (125,290) (1,025,400) (273,070) (262,095) (783,570) (805,470) (292.381) ( 1,492.662) f 1.200.655) (1,259,799) (1.259,799) TOTAL TRANSPORTATION DEVELOPMENT A (1,259,799) (1,115>470) (1,128,140) (1,115,470) (1,128,140) 29 1999-01 FINANCIAL PLAN AND SUMMARY INTERFUND TRANSACTIONS - OPERATING TRANSFERS 1997-98 1998-99 1999-00 2000-01 Actual Actual Budget Budget Revised CDBG mTND Operating Transfers Out 36 Cost of Services Transactions 37 Total Transfers Out 38 TOTAL CDBG FUND 39 Operating Transfers In 40 Operating Transfers Out POLICE SPECIAL REVENUE FUND (90,000) (90,000) (90,000) ,(90,000) (90,000) (90,000) 99,372 (1 80,000) 23,398 (30,000) CAPITAL OUTLAY FUND Operating Transfers In 41 Total Transfers 42 General Fund 43 Public Benefits Fund 44 Electric Fund 45 Total Transfers In Operating Transfers Out 46 Cost of Services Transactions 47 Debt service 48 General Fund 49 Equipment Replacement Fund 50 Total Transfers 52 TOTAL CAPITAL OUTLAY FUND 1 Total Transfers Out 15,713,366 2,313,821 73,000 150,000 966,435 3,503,256 1,500,000 350,000 350,000 350,000 1,850,000 15,713,366 (1,286,236) (62,979) (400,000) (1,282,305) (1,283,745) (141,000) (300,000) (400,000) (1,582,305) (1,824,745) (1,232,305) 25,255 (1,885,539) (3,634,754) (131,498) (1 3.7 16,544) (13,716,544) 1,996,822 EQUIPMENT mTND Operating Transfers In 53 Capital Outlay Fund Operating Transfer Out 54 General Fund contingency 55 Total Transfers In 56 TOTAL EQUIPMENT FUND 455,443 405,173 300,000 400,000 (50,000) 300,000 350,000 300,000 350,000 405,173 405,173 455,443 455,443 DEBT SERVICE FUND Operating Transfers In 57 Capital Outlay Fund 58 Total Transfers In 59 Operating Transfers Out 1,283,745 1,283,745 1,282,305 1,282,305 1,282,279 1,282,279 1,448,076 1,448,076 (387,897) 60 TOTAL DEBT SERVICE FUND 1,282,305 1,283,715 1,282,279 1.060.179 WATER FUND Operating Transfers In 61 Total Transfers 62 Total Transfers In Operating Transfers Out 63 Cost of Services Transactions 64 General Fund -employee recognition 65 Benefits Fund 66 Insurance Funds 57,094 57,094 40,000 40,000 (527,135) (555,300) (476,808) (524) (5,O 13) (12,715) (12,715) (61,314) (39,350) (39,350) 30 67 68 69 70 71 72 73 74 75 76 77 78 79 80 81 82 3 ,4 85 1999-01 FINANCIAL PLAN AND SUMMARY INTERFUND TRANSACTIONS - OPERATING TRANSFERS 1997-98 1998-99 1999-00 2000-0 1 Actual Actual Budget Budget Revised General Fund (3 5,529) Water capital Total Transfers Total Transfers Out TOTAL WATER FUND WASTEWATER FUND Operating Transfers In Total Transfers Total Transfers In Operating Transfers Out Cost of Services Transactions General Fund General Fund-employee recognition Benefits Fund Insurance Funds Sewer capital Total Transfers Total Transfers Out TOTAL WASTEWATER FUND ELECTRIC FUND Operating Transfers In Total Transfers In Operating Transfers Out Cost of Services Transactions 86 Benefits Fund 87 Insurance Funds 88 General Fund CIP 89 Total Transfers 90 Total Transfers Out 91 TOTAL ELECTRIC FUND TRANSIT FUND Operating Transfers In 92 Transportation Development Act 93 Total Transfers 94 Total Transfers In Operating Transfers Out 95 Cost of Services Transactions 96 Benefits Fund 97 Insurance Fund 98 General Fund 99 Total Transfers 100 Total Transfers Out 101 TOTAL TRANSIT FUND CHILD CARE SERVICE FUND 102 Operating Transfers Out 103 Total Transfers Out 104 TOTAL CHlLD CARE SERVICE FUND (715,538) (715,538) (675,538) 223,792 223,792 (869,606) (869,606) (615,814) (2,712,984) (2,712,984) (2,712,984) 1,075,400 1,075,400 (90,591) (90,591) 984.809 (17.952) (17,952) (17,952) 31 (40,000) (213,013) (832,201) (579,200) (607,365) (775,107) (579,200) (607,365) 100,186 100,186 (383,558) (418,660) (44 13 10) (16,336) (560) (5,3601 (1 3,595) (1 3,595) (120,768) (77,015) (77,015) (20,000) (235,336) (78 1,9 18) (509,270) (532,120) (681,732) (509,270) (532,120) 2,991,823 2,991,823 ( 1,8 1 3,189) (1,398,735) (1,453,415) (13,366) (33,905) (33,905) (401,053) (304,550) (304,550) ( 1,087,4 10) (350,000) (350,000) (3,103,371) (6,4 1 8,3 89) (2,087,190) (2,141,870) (3,426,566) (2,087,190) (2,14 1,870) 1,025,400 783,570 805,470 1,477,281 2,502,681 783,570 805,470 (85,945) (1 98,850) (206,120) (4,020) (10,195) (10,195) (206) (185) (185) (420) (1,138,738) ( 1.22 9,32 9) (209:230) (216,500) 1.273.352 574.340 588,970 .. 1999-01 FINANCIAL PLAN AND SUMMARY INTERFUND TRANSACTIONS - OPERATING TRANSFERS 1997-98 1998-99 1999-00 2000-01 Actual Actual Budget Budget Revised BENEFITS FUND Operating Transfers In 105 GeneralFund 106 Electric Fund 107 Wastewater Fund 108 WaterFund 109 Librky Fund 110 Transit Fund 1 11 Total Transfers 112 Total Transfers In 113 TOTAL BENEFITS FUND SELF INSURANCE FUND Operating Transfers In 1 14 General Fund 1 15 Electric Fund 116 Wastewater Fund 117 Water Fund 1 18 Library Fund 119 Transit Fund 120 Total Transfers In 11 TOTAL SELF INSURANCE FUND TRUST AND AGENCY FUND 122 Operating Transfers In 150,767 150,767 150,767 845,867 401,053 120,768 61,314 6,535 206 1,435,743 1,435,743 101,113 13,366 5,360 5,013 5,127 4.020 269,485 269,485 33,905 33,905 13,595 13,595 12,715 12,715 10,195 10,195 133,999 133,999 339,895 339,895 339,895 339,895 ~ ~~~ 123 Operating Transfers Out (10.000) (54,000) (96,285) (138,285) 124 Total Transfers Out ( 10,000) (54,000) (96,285) (138,285) 125 TOTAL TRUST AND AGENCY FUND (10,000) (35,750) (96,285) (138,285) 845,867 401,053 120,768 61,314 6,535 206 1,435,743 1,435,743 400,000 400,000 304,550 304,550 77,O 15 77,015 39,350 39,350 185 185 821,100 82 1,100 821,100 821,100 18,250 32 SUMMARY OF SIGNIFICANT EXPENDITURES STAFFING CHANGES and Public Safety Public Utilities Transporation Leisure, Cultural & Social Services Community & Economic Development General Government 1999-01 FINANCIAL PLAN AND SUMMARY S 'MARY OF SIGNmCANT EXPENDITURES AND STAFFING CHANGES Police Protection Police Administration Police Operations Animal Control Federal Block Grant match funds Dispatcher team building Purchase Cat cages Fire Support Services Purchase Portable weather station Emergency Services Purchase Foam dispensing unit Hire Firefighter Hire Firefighter Lease purchase Quint Apparatus Purchase External defibrillator Total Public Safety Fire Safety Public Utilities WaterNastewater Utility Services Engineering staff support Outside Lab professional services Electric Utility Services Policy, Legislative & Regulatory Hire Administrative Clerk II Consulting services Electrical Estimator Hire Administrative Clerk II Hire temporary Auto CAD operator Replacement of PC's (5) Replacement of copy machine Increase funding of overtime Meter reading materials funds Business Planning Pr. Marketing Consulting services Electric Construction & Maintenance Tree trimming contract increase Hire Groundsperson Contract personnel Fund Apprentice program Substations & Systems Prof. services for transformer maint Prof. services for painting Total Public Utilities Electrical Engineering & Operations 10,000 9,750 8,380 3 204,350 1 30,520 125,000 1 36,400 20,840 15,000 9,000 12,000 11,000 50,000 130,770 2 101,540 377,135 55.740 10.000 20.000 130,770 1 offset 7.00 1,209,295 4.00 457,550 5,000 1 41,500 1 1 41,500 1 91,000 4,500 4,500 2 183,500 2 178,500 9,765 (4,345) (2,840) 3,930 1,070 1 20,000 65,580 1 152,660 33 1999-01 FINANCIAL PLAN AND SUMMARY ~~ 9 WY OF SIGNIFICANT EXPENDITURES AND STAFFING CHANGES Transportation Streets and Flood Control Hire Downtown Cleanup laborer Hire Clean-up truck laborer Total Transportation Leisure, Cultural & Social Services Parks and Recreation Parks and Recreation Administration Connect computer workstations Hire Administrative Asst. Program Activities Coordinator Purchase office chairs Upgrade activity brochure Hire Part time CAD operator Recreation Division Aquatics Purchase Pool slide Purchase Inflatable water feature Increase funds for youth activities Purchase Portable scoreboards Purchase Fence material Additional PT laborer hours Youth sports Sports Facilities Parks Division Lodi Lake Park Special events funding Hire P/T Laborer - irrigation installer Park Maintenance Hire Laborer Hire P/T Laborer Increase part time hours Hire Part time assistant Increase part time funding Estend operation to before school Equipment Maintenance After School Program Community Center Community Center Administration Box office staffing Hire Part time intern Increase part time Adm Clerk hours Senior Information Center Hire Part time intern Swimming Pool Hire Aquatics Supervisor 8,000 1 41,165 4,400 9,905 10,495 5,500 14,455 4,000 4,900 26,035 offset 1 1,405 13,415 13,050 3,650 8,710 offset offset 5.905 16,200 6,910 1 8,000 1 1 (3,855) 3,500 27,380 31,390 1 34 1999-01 FLNANCIAL PLAN AND SUMMARY S WY OF SIGNIFICANT EXPENDITURES AND STAFFING CHANGES Hutchins Street Square Maintenance Refinish wood floor - I(irst Hall Replace wood columns Remove alders Increase janitorial supplies funding Replace rental tables Increase fund for sublet services Hire Park Maintenance Worker Hire Building Maintenance Worker Fund Bi weekly in house newsletter Social Services Library Increase part time staffing pool Hire p/t Adm Clerical Asst Hire Part time Librarian Reference Hire Part time Librarian Childrens Total Leisure, Cultural & Social Ser Community & Economic Development Community Improvement Hire Full time Administrative Clerk II Purchase office system furniture Strategic & Marketing Plans Increase Partnership funding Community & Econ Dev ,conomic Development General Government General Administration Public Works Administration Hire full time Administrative Clerk I/II Hire Volunteer Coordinator Fund Solid Waste contract Administrative Services Human Resources Hire Administrative Clerk II Consulting Services Citywide training program HR Risk Management Injury & Illness Program Property Valuation Community Promotion Increase funds-Visitor Bureau Information Systems Web page development services Consulting Services Purchase Laptops (1 ea yr) Hire Part time Intern Purchase Help desk sofhvare 12,000 5,250 5,000 1 1,020 1 1,990 13,180 1 34,145 1 32,975 5,720 1 5,000 15.000 3,000 8,320 6,000 10,000 0.5 10,315 37,500 70:OOO 70.000 35 1999-01 FINANCIAL PLAN AND SUMMARY S7 VARY OF SIGNIFICANT EXPENDITURES AND STAFFING CHANGES FUNDING SOURCES: General Fund Fire Impact Funds Transportation Fund Library Fund CDBG General Liability fund Water Fund Wastewater Fund Electric Fund City Clerk Municipal Code Book codification Cost of election - increase Continuing Ed for Public Officials Hire full time Account Clerk 1 17,605 1 Finance Revenue Division Organizational Support Services Purchase cellular phones Hire Lead Meter reader Hire Parts Clerk 0.5 14,845 0.5 Hire Fleet Services Worker Total General Government TOTAL OPERATING BUDGET Finance Field Services Fleet Services 9.0 673.405 5.25 32,875 4.0 1.004,945 2.0 620,115 7.50 699,280 17.3 2,017,720 9.25 893,475 6.0 36 CAPITAL BUDGET DETAIL bY MISSION Public Safety Public Utilities Transporation Leisure, Cultural & Social Serviccs Community & Economic Development Gcneral Government ~~ CAPITAL BUDGET DETAIL BY MISSION Public Safety Police Protection Public Safety Build Remodel Phase I Police Operations Auto dialer computer system Radio channel voting site State Crime Lab - DOJ fees Fire Department Fire Station #4 Support Services Purchase Foam dispensing unit Total Public Safety Public Utilities Water Water Utility Services Water System Capital Expansion Water System Capital Maint Purchase water valve exciser Purchase 4" trailer mounted vac sys Water Distribution system study Wastewater Utility Services Collection System Capital Maint Wastewater - White Slough Improvements Headworks Improve Sludge Pump Replace Grinder Installation Tailwater System Imp Roadway Improvements Pond Recircle Pumps Variable Freq Drive Rep1 Digester Cleaning Electric Utility Services Municipal Service Center expansion Electrical Engineering & Operations SCADA Pr. UPS systems replace Watthour meter test system replace Design software Electric Construction & Maintenance Line Ex?ensions Distribution System Improv DusklDawn High Voltage Protection Substations & Systems Harmonics analyzer Total Public Utilities 2,395,000 2,000,000 14,709,000 1,500,000 71,950 14,300 14,300 94,160 12,000 2,575,4 1 0 2,014,300 14,709,000 1,s 12,000 75,000 75,000 75,000 75,000 3 10,000 310,000 45,000 45,000 5,070 5,070 36,640 45,000 45,000 395,000 395,000 535,000 152,000 152,000 214,000 535,000 2 14,000 120,000 120,000 4,900,000 4,900,000 2 15,000 2 15,000 40,000 40,000 40,000 40,000 40,000 40,000 722,600 716,200 716,200 722,600 1,5 12,200 1,512:200 912,200 912,200 330,000 330,000 1,900,000 1,900,000 22,000 22,000 3,7 12,470 3,707,400 9,645,440 9,6 13,870 37 CAPITAL BUDGET DETAIL BY MISSION 2000-01 1999-00 cost Budget cost Budget Requested Requested Transportation Streets and Flood Control Streets Division Computerized sign making system Sidewalk sweeper Pavement management software Update distribution sys on oil truck Misletoe removal Tree Inventory implementation Safety pruning trees - North School Tree planting - Hutchins St Median Tree removaUplant S Central St Downtown Street Improvements Street Lighting Landscaping ie Pedestrian amenities Street Maintenance Misc traffic control improvements Signal lamp conversions to LED New traffic signal installations Upgrades to existing traffic signals Misc street & sidewalk improvements Misc curb ie gutter improvements Misc Bicycle Transportation impr Handicap ramp retrofit program Beckman Rd reconstruction Stockton St reconstruction Lodi Ave track removal Misc overlays Lower Sacrament Rd Kettlemaflaylor Lower Sac Rd Taylor/Turner const Guild Ave extension Misc widening Downtown Improvements Major Street Expansion Transit Park ie Ride Parking Structure Design Construction Total Transportation Leisure, Cultural & Social Services Parks Rt Recreation Capital Parks and Recreation Safety pruning - Lawrence Park (39,300) Safety pruning - Legion Park (13,600) Salas Park backstop (30,000) Lodi Lake nature fence (1 5,000) 30,000 20,750 20,000 3 1,000 31,200 39,300 707,000 20,000 160,000 120,000 75,000 50,000 15,000 50,000 835,000 763,000 930,000 10,000 26,000 30,000 20,750 3 1,000 3 1,200 20,000 36,000 19,175 707,000 275,000 20,000 20,000 160,000 75,000 75,000 50,000 50,000 10,000 10,000 15,000 15,000 50,000 100,000 835,000 763,000 930,000 750,000 1 15,000 1 15,000 500,000 500,000 4,322,000 30,000 30,000 30,000 1,200,000 1,200,000 36,000 39,300 19,175 275,000 20,000 120,000 75,000 50,000 10,000 15,000 100.000 750,000 4,322,000 30,000 200,000 200,000 3,800,000 3,800,000 9,752,250 9,592,950 5,728,175 5,861,475 150,000 150,000 150,000 150,000 38 1999-01 FINANCUL PLAN AND SUMMARY CA L BUDGET DETAIL BY lLlISSION Grape Bowl Mster Plan Outdoor Skate Park Replace copier (20,500) Replace duplicator (10,200) Playgrounds P RC R Playgrounds schools Community Centbr Library Cultural Services Purchase of new copy machine Self service check out station (36,000) Remodel - computer room (32,000) Computer lab for public use (56,000) Upgrade computer system (100,000) Develop remodel plan (150,000) 30,000 300,000 20,500 10,200 10,200 50,000 50,000 10,210 50,000 100,000 30,000 CDBG 300,000 can ds;fer for year CDBG 50,000 GF Equip 100,000 Lib Trust - 5 Total Leisure, Cultural & Social Services 280,710 290,910 640,200 630,000 Community & Economic Development Community Development Administration Copier 10,000 contingent hnds used Redzvelopment Agency 100,000 100,000 GF F/B Total Community & Economic Development 100,000 100,000 10,000 General Government Legislation and Policy Administration All Veterans Monument Public Works Administration Copier City Clerk .4dministrative Services Fortis imaging software Imaging - conversion Copier Telophone System Upgrade JD Edwards implementation Photocopier replacement Mail processor machine Information Systems Finance Adniinistration Orsanizational Support Szrvices Public Works Facilities Services MVAC replacement - Finance Dept Root'Replacement - Fire Station #3 Roof Replacement - W;hite Slough Roof Replacement - Various Roof Replacemsnt - hfSC Total General Government TOTAL CAPITAL BUDGET 50,000 15,000 180,000 200,000 9,000 23,000 24,100 15 1,000 652,100 17.012.9-10 450,000 450,000 offset by donations 10,000 contingent hnds used 80,000 30,000 15,000 31,500 GF GF Equip, Elec UT,W ,WW, 180,000 200,000 Elec LJT, W,UEu' 200,000 200,000 9,000 15,235 GF Equip contracted out pending eficiency shidy 24,100 GF 45,000 45,000 15 1.000 846,000 16,213,660 31,614,550 18,463,345 100,000 508,100 88 1,735 39 999-01 RNANCWL PLAN AND SUMMARY 2AI BUDGET DETAIL BY MISSION FUNDING SOURCES: Gen Fund Fund Balance GENERAL FUND - CAPITAL GENERAL FUND -EQUIP REPL LIBRARY Trust CDBG GRANT FUND MEASURE K GRANT STREET TDA IMPACT FEE FUNDS FEDERAL FTA FUND ELECTRIC FWND WATER FUND WATER IhlF WASTEWATER FUND SEWER IMF TR4NSIT TDA Donations Financing ' MEASURE K -MAINT ELECTRIC FVPJD-LONG-TERhl TOTAL 1,500,000 662,000 50,000 25 1,000 5,398,000 30,000 75,000 3,340,000 5,363,800 3 5 5,070 13 5,000 834,000 60,000 15,000 300.000 94,475 18,463,345 -, 40 -- REGULAR POSITIONS by DEPARTMENT City Manager City Attomcy City Clerk Community Ccntcr Community Development Economic Development Electric Utility Finance Department Fire Department Human Resources Library Parks & Recreation Police Department Public Works 1999-01 FINANCIAL PLAN AND BUDGET REGULAR POSITIONS BY DEPARTMENT CITY MANAGER Administrative Assistant to City Manager City Manager Deputy City Manager Data Processing Manager Data Processing Operations Specialist Information Systems Manager Information Systems Coordinator Network Administrator Programmer Analyst Secretary to the City Manager Senior Programmer Analyst CITY ATTORNEY Deputy City Attorney 1/11 City Attorney Legal Secretary CITY CLERK City Clerk Deputy City Clerk Administrative Clerk 1/11 COMMUNITY CENTER Acquatics Supervisor Arts Coordinator Building Maintenance Worker Camp Hutchins Day Care Teacher Community Center Director Department Secretary LaborerlMaint Wkr 1/11 Sr Building Maintenance Worker Senior Service Coordinator COMMUNITY DEVELOPMENT Administrative Clerk 1/11 Administrative Clerk Ill Building Inspector 1/11 Chief Building Inspector City Planner Community Development Director Community Improvement Officer community Improvement Manager Department Secretary JuniorlAssistantlAssociate Planner Senior Building Inspector Senior Planner 1 .o 1 .o 1 .o 0 .o 0.0 1 .o 1 .o 0.0 0.0 1 .o 1 .o 7.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 11 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 11.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1.0 - 1 .o 11.0 1 .o I .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 3.0 3.0 3.0 3.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 3.0 3.0 3.0 3.0 0.0 1 .o 0.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 7.0 1 .o 1 .o 3.0 1 .o 0.0 1 .o 1 .o 1 .o 1 .o 2.0 1 .o 1 .o 41 14.0 0.0 1 .o 0.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 7.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 9.0 1.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 9.0 1 .o 1 .o 2.0 1 .o 1 .o 1 .o 3.0 3.0 3.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 2.0 2.0 2.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 15.0 15.0 16.0 1999-01 FINANCIAL PLAN AND BUDGET REGULAR POSITIONS BY DEPARTMENT ECONOMIC DEVELOPMENT Economic Development Coordinator 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o ' 1.0 1 .o ELECTRIC UTILITY DEVELOPMENT Administrative Clerk 1/11 Construction/Maint Supervisor Department Secretary Manager Business Plan & M Manager Electric Services Electric Apparatus Mechanic Electric ForemanlForewoman Electric Lineman/Linewoman Electric Meter Technician Electric System Supervisor Electric Troubleshooter Electric Utility Director Electric Utility Rate Analyst Electric Utility Superintendent Electrical Drafting Technician Electrical Engineer Electrical Estimator Electrical Technician Electrician Manager, Rates & Resource Manager Engineering 8, Ope Metering Electrician Senior Electric Utility Rat Senior Electrical Estimator Senior Electrical Troubleshooter Utility Mgmt Administrator Utility Operations Supervisor Utility Service Operator 1/11 Utility Service Operator 1/11 - Relief only three positions wilt be filled at any one time 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 3.0 8.0 1 .o 1 .o 2.0 1 .o 1 .o 1 .o 1 .o 1 .o 2.0 2.0 2.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 3.0 1 .o 44.0 FINANCE DEPARTMENT Account Clerk Accountant 1/11 Accounting Manager Account Collector Accounting Technician Buyer Customer Services Supervisor Data Processing Manager Data Processing Operations Specialist Finance Director Meter Reader Parking Enforcement Assistant 9.0 1 .o 1 .o 1 .o 2.0 1 .o 1 .o 1 .o 1 .o 1 .o 4.0 1 .o 42 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 3.0 8.0 1 .o 1 .o 2.0 1 .o 1 .o I .o 1 .o 1 .o 2.0 2.0 2.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 3.0 1 .o 44.0 9.0 2.0 1 .o 1 .o 2.0 1 .o 1 .o 0.0 0.0 1 .o 4.0 1 .o 3.0 1 .o 1 .o 1 .o 1 .o 1 .o 3.0 9.0 1 .o 1 .o 2.0 1 .o 1 .o 1 .o 1 .o 1 .o 2.0 2.0 2.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 0.0 1 .o 3.0 1 .o 46.0 11.0 2.0 1 .o 1 .o 2.0 1 .o 1 .o 0.0 0.0 1 .o 4.0 I .o 3.0 1 .o 1 .o 1 .o 1 .o 1.0 - 3.0 9.0 1 .o 1 .o 2.0 1 .o 1 .o 1 .o 1 .o 1 .o 3 .O 2.0 2.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 0.0 1 .o 3.0 1 .o 47.0 12.0 2.0 1 .o 1 .o 2.0 1 .o 1 .o 0.0 0.0 I .o 4.0 1 .o 1999-01 FINANCIAL PLAN AND BUDGET REGULAR POSITIONS BY DEPARTMENT Programmer Analyst 1 .o 0.0 0.0 0.0 Purchasing Assistant Purchasing Officer Revenue Manager Senior Account Clerk Senior Programmer Analyst Senior Storekeeper/Buyer Storekeeper .. Support Services Supervisor FIRE DEPARTMENT Administrative Clerk Ill Department Secretary Fire Administrative Officer Fire Battalion Chief Fire Captain Fire Chief Fire Division Chief Fire Inspector Firefighter I/II/Engineer HUMAN RESOURCES Administrative Clerk 1/11 Human Resources Analyst Human Resources Director Human Resources Technician Risk Manager Senior Human Resources Analyst LIBRARY Children's Librarian Librarian 1/11 Library Assistant Library Services Director Senior Library Assistant Supervising Librarian PARKS & RECREATION DEPARTMENT Administrative Clerk 1/11 Administrative Clerk Ill Administrative Assistant Department Secretary Laborer/Park Maintenance Worker 1/11 Park Maintenance Worker Ill Park Project Coordinator Parks 8 Recreation Director Parks Naturalist Parks Superintendent 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 2.0 2.0 2.0 2.0 1 .o 0.0 0.0 0.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1.0 34.0 31 .O 33.0 34.0 1 .o 1 .o 0.0 2.0 9.0 1 .o 3.0 1 .o 30.0 48.0 1 .o 1 .o 0.0 2.0 9.0 I .o 3.0 1 .o 31 .O 49.0 1 .o 1 .o 0.0 3.0 9.0 1 .o 2.0 1 .o 32.0 50.0 1 .o 1 .o 0.0 3.0 9.0 1 .o 2.0 1 .o 34.0 52.0 1 .o 1 .o 1 .o 2 .o 1 .o 1 .o 0.0 0.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 0.0 0.0 1 .o 1 .o 5.0 5.0 5.0 6.0 1 .o 1 .o 1 .o 1 .o 2.0 2.0 2.0 2.0 8.0 8.0 7.0 7.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 2.0 2.0 1 .o I .o 1 .o 1 .o 14.0 14.0 14.0 14.0 1 .o 1 .o 0.0 1 .o 7.0 5.0 1 .o 1 .o 1 .o 43 1.0 1 .o 1 .o 0.0 1 .o 7.0 5.0 1 .o 1 .o 0.0 1 .o I .o 1 .o 0.0 1 .o 7.0 5.0 1 .o 1 .o 0.0 1 .o 2.0 1 .o 1 .o 0.0 8 .O 5.0 I .o 1 .o 0.0 1 .o 1999-01 FINANCIAL PLAN AND BUDGET REGULAR POSITIONS BY DEPARTMENT Parks Supervisor 2.0 2.0 2.0 2.0 Program Coordinator 0.0 1 .o 1 .o 1 .o Recreation Supervisor 4.0 4.0 4.0 4.0 Senior Building Maintenance Worker 1 .o 1 .o 1 .o 1 .o Welder-Mechanic 1 .o 1 .o 1 .o 1 .o 27.0 27.0 27.0 29.0 POLICE DEPARTMENT Administrative Assistant Animal Control Officer Assistant Animal Control Officer Community Service Officer Department Secretary DispatcherlJailer Lead Dispatcher/Jailer Management Analyst II Police Captain Police Chief Police Corporal Police Lieutenant Police Officer Police Records Clerk 1/11 Police Records Clerk Ill Police Sergeant Police Volunteer Supervisor PUBLIC WORKS DEPARTMENT ADMINISTRATION Administrative Assistant Administrative Clerk 1/11 Department Secretary Management Analyst II Public Works Director 1 .o 1 .o 1 .o 6.0 1 .o 14.0 2.0 0.0 2.0 1 .o 6.0 7.0 53.0 5.0 3.0 8.0 1 .o 112.0 1 .o 1 .o 1 .o 6.0 1 .o 13.0 4.0 0.0 2.0 1 .o 6.0 7.0 53.0 5.0 3.0 8.0 1 .o 11 3.0 0.0 1 .o 1 .o 4.0 1 .o 15.0 4.0 1 .o 2.0 1 .o 6.0 7.0 53.0 5.0 3.0 8.0 1 .o 113.0 0.0 1 .o 1.0 1 4.0 1 .o 15.0 4.0 1 .o 2.0 1 .o 6.0 7.0 53.0 5.0 3.0 8.0 1 .o 1 13.0 1 .o 1 .o 0.0 0.0 1 .o 1 .o 1 .o 2.0 1 .o 1 .o 1 .o 1 .o 0.0 0.0 1 .o 1 .o 1 .o 1 .o I .o 1 .o 4.0 4.0 4.0 5.0 ENGINEERING DIVISION City Engineer 1 .o Engineering Technician 1/11 1 .o Engineering Technician Supervisor 2.0 Jr/Assistant Engineer/Associate Civil Engineer 4.0 Public Works Inspector 1/11 2.0 Senior Civil Engineer 1 .o Senior Engineering Technician 2.0 13.0 FLEET & FACILITIES Administrative Clerk 1/11 1 .o Building/Equipment Maintenance Superintendent 1 .o Building Service Worker 2.0 Equipment Service Worker 1 .o Facilities Service Worker 0.0 Fleet Services Supervisor 1 .o 44 1 .o 1 .o 2.0 3.0 2.0 3.0 2.0 14.0 1 .o 0.0 0.0 1 .o 2.0 1 .o 1 .o 1 .o 1 .o I .o 2.0 2.0 3.0 3.0 2.0 2.0 2.0 2.0 2.0 2.0 13.0 13.0 1 .o 1 .o 0.0 0.0 0.0 0.0 1 .o 1 .o 2.0 2.0 1 .o 1 .o 1999-01 FINANCIAL PLAN AND BUDGET REGULAR POSITIONS BY DEPARTMENT Heavy Equipment Mechanic Lead Equipment Mechanic Parts Clerk Senior Facilities Services Worker Welder-Mechanic STREETS DIVISION Administrative Clerk 1/11 Downtown Cleanup Laborer Graffitti Abatement Coordinator LaboredMaintenance Worker 1/1 I Street Maintenance Worker Ill Street Superintendent Street Supervisor Street Sweeper Operator Supervising Administrative Clerk Tree Operations Supervisor 5.0 5.0 5.0 5.0 1 .o 1 .o 1 .o 1 .o 0.0 0.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 14.0 14.0 15.0 15.0 1 .o 0.0 1 .o 1 1 .o 6.0 1 .o 3.0 1 .o 1 .o 1 .o 0.0 0.0 12.0 7.0 1 .o 3.0 0.0 1 .o 1 .o 1 .o 0.0 12.0 7.0 1 .o 3.0 0.0 1 .o 1 .o 1 .o 0.0 12.0 7.0 1 .o 3.0 0.0 1 .o 1 .o 1 .o 1 .o 1 .o 26.0 26.0 27.0 27.0 WATERNVASTEWATER DlVl Sl ON Assistant Wastewater Treatment Superintendent I .o 1 .o 1 .o 1 .o Assistant WaterNVastewater Superintendent 1 .o 1 .o 1 .o 1 .o Chief Wastewater Plant Operator 1 .o 1 .o 1 .o 1 .o Laboratory Services Supervisor 1 .o 1 .o 1 .o 1 .o Laboratory Technician 1/11 2.0 2.0 2.0 2.0 LaboredMaintenance Worker 1/11 7.0 7.0 7.0 7.0 Plant & Equipment Mechanic 3.0 3.0 3.0 3.0 Public Works Inspector 1/11 0.0 0.0 1 .o 1 .o Senior Civil Engineer 0.0 0.0 1 .o 1 .o Senior Engineering Technician 0.0 0.0 1 .o 1 .o Senior Plant & Equipment Mechanic 2.0 2.0 2.0 2.0 Wastewater Plant Operator 1/11 6.0 6.0 6.0 6.0 Wastewater Plant Inspector 2.0 2.0 2.0 2.0 Water Conservation Coordinator 1 .o 1 .o 1 .o 1 .o WaterNVastewater Maintenance Worker ill 5.0 5.0 5.0 5.0 WaterNVastewater Superintendent 1 .o 1 .o 1 .o 1 .o WaterNVastewater Supervisor 3.0 3.0 3.0 3.0 36.0 36.0 39.0 39.0 TRANS PORTATI 0 N & COM M U N I CAT1 ON S Transportation Manager Total Public Works 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o I .o 94.0 95.0 99.0 100.0 TOTAL REGULAR POSITIONS 413.0 418.0 429.0 438.0 45 APPROPRIATION SPENDING LIMIT 2000-01 FINANCIAL PLAN AND BUDGET APPROPRIATIONS SPENDING LIMIT 2000-01 APPROPRIATIONS SPENDING LIMIT 99-00 Amount Population % Inflation 9'0 1.0129 1.0491 Last Year's Limit 48,787,849 Adjustment Factors 1 2 Total Adjustment % 1.0626 Annual Adjustment 3,055,748 Adjustments None Total Adjustments 3,O 5 5,7 4 8 2000-01 APPROPRIATIONS SPENDING LIMIT 51.843.597 I 2000-01 APPROPRIATIONS SUBJECT TO LIMITATION I 2000-01 AMOUNT PROCEEDS OF TAXES EXCLUSIONS APPROPRIATIONS SUBJECT TO LIMITATION CURRENT YEAR LIMIT 22,482,923 22,482,923 51,843,597 IOVERWNDER) LIMIT (29,360,674 Y7