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Home My WebLink AboutBudget FY 1997-19991997-99 FINANCIAL PLAN AND BUDGET Phillip A. Pennioo, Mayor Jack Sieglock, Mayor Pro Tempore K& Land, Council Member Stephen J. Mann, Council Member David Warner, Council Member H. Dixon Flynn, City Manager Prepared by the Staff of the ci of Lodi CITY OF LODI, CALIFORNIA REPORT PRODUCTION AND ANALYSIS 3udget Review Team H. Dixon Flynn, City Manager Janet Keeter, Deputy City Manager Kirk Evans, Assistant to the City Manager Maxine Mwallader, Revenue Manager Vicky McAthie, Finance Director Ruby Paiste, Accounting Manager Fmce Department Janet Adame, Purchasing Audrey Mathers, Accountant Tyson Mordhom, Data Processing Roy Todd, Data Proussing Manager Cory Wadlow, Amunting Technician Departments Jeny Adams, Captain, Police Department Susan Bjork, Department Secretary, Recreation and Parks Department Sharon Bhuh - Administrative Assistant, Public Works George 3radley - Street Superintendent, Public Works Dennis Calhlnn, Building and Equipment Mainte~unce Superintendent James Doyle, Senior Rate Analyst, Electric Utility Fran Forkas, Wam/Wastewater Superintendent Betsy Gandy, Administrative Assistant, Police Department Roger Houston, Chief Building Inspector, Community Development Del Keriin, Wastewater Assistant Treatment Superintendent Charlene Lange, Community Center Director, Community Center David Morimoto, Senior Planner, Community Development Jaanne Narhxh, Human Resources Director Richard Prima, City Engineer Steve Raddigan, Fire Division Chief, Fire Department Marlon Robbins, Risk Manager, Human Re~~urces Department Lisa Rudloff, Recreation Supervisor, Camp Hutchins Jim Siemers, Building Inspector, Community Development Karen Tunnell, Personnel Technician, Human Resources Department TABLE OF CONTENTS PREFACE . HOW TO USE THE FINANCIAL PLAN DOCUMENT ....................................... i SECTION A . INTRODUCTION Graph . Funding Source All Funds Combined ..................................................................... A-1 Graph . Total Operating, Capital and Debt Service ............................................................... A-2 Budget Message .......................................................................................................... A-3 GFOA Distinguished Budget Presentation Award ................................................................ A-10 CSMFO Certificate of Award - Merit in Operational Budgeting 199697 .................................... A-11 Organization of the City ............................................................................................... A-12 Directory of City officials ............................................................................................ A-13 Resolution Adopting 1997-99 Financial Plan and Budget ....................................................... A-14 SECTION B . POLICIES AND OBJECTIVES Overview ................................................................................................................ B-1 General Budget Policies Financial Plan Organization ....................................................................................... €3-3 Budget Administration ............................................................................................. B-3 General Revenue manage men^ ................................................................................... B-4 Recreation and Community Center Fees ........................................................................ B-5 Enterprise Fund Fees and Rates .................................................................................. 13-6 Other Fees and Rates ............................................................................................... €34 Revenue Distriiution ............................................................................................... B-7 Appropriation Limimtion .......................................................................................... B-9 Designated Fund BataM-Rs ....................................................................................... B-10 Investments ......................................................................................................... B-10 Capital Financing and Debt Management ..................................................................... B-11 Capital Improvement Management ............................................................................. B-13 Personnel Resource Management .............................................................................. €3-14 Productivity Reviews ............................................................................................. B-16 Contracting for Services ......................................................................................... B-17 Cost of Services ................................................................................................... B-18 .. Major City Goals Overview ........................................................................................................... B-19 Summary of Major City Goals .................................................................................. €3-19 Goal Smements Marketing Strategy for Mi ................................................................................ B-25 Green Belt Development ..................................................................................... €3-28 Information Systems Strategic Plan Implementation .................................................... €3-29 Downtown Theater and Parking Structure ................................................................ €3-31 Central City Core Improvements ........................................................................... €3-32 Zoning Standards ............................................................................................. B-27 Public Mew Emergency Service Plan .................................................................... B-34 Electric Utility Strategic Plan ............................................................................... B-35 TABLE OF C0NTE"S Wam/Wastewa,ter Service Plan Improvements .......................................................... B-36 - .. " Public Safety Building Remodel ............................................................................ &J i SECTION C . CO- PROFILE ............................................................................................................. Overview C- 1 SECTION D . OPERAmG ACTIVITIES Overview ............................................................................................................ D-1 ope~Expendauresummaries Overview ........................................................................................................ D4 operating Expendimes by Mission ......................................................................... D-5 Operating Expenditures by Activity ......................................................................... D-6 public saf* Police Protecton .................................................................................... Police Adminimation D-9 Police operations D-11 Animal Shelter ............................................................................................ D-15 ........................................................................................ Police Investigations ..................................................................................... D-13 AdministrationErnergency Response ................................................................. D-16 Fire and Hazardous Material Fire and Life Safety ..................................................................................... D-18 Support Services D-21 Graffiti Abatement ....................................................................................... D-22 Training ................................................................................................... 0-20 ......................................................................................... Other Safety SeMces Publicutilities Water Utility Services ........................................................................................ D-23 Electric Utility Services ..................................................................................... D-27 Wastewater Utility Services ................................................................................. D-25 Tramportation Streets and Flood Control Street Maintenance ....................................................................................... D-40 Street Trees D-42 Street Cleaning D-43 ............................................................................................... ........................................................................................... Parking Lot Maintemce ............................................................................... D-45 Storm Drains .............................................................................................. D-46 Transit System ................................................................................................ D-48 Leisure. CdturaI and Social Services Parla and Recreation Parks and Recreation Commissions and Committees ................................................... D-50 TABLE OF C0"TS Parks and Recreation Administration ...................................................................... D-51 Indoor/Outdoor Activities .......................................................................... D-55 Recreation Services Youth/Teen Sports .................................................................................. D-53 Aquatics ............................................................................................... D-57 Adult Sports .......................................................................................... D-59 Concessions .......................................................................................... D-61 Specialty Classes ..................................................................................... D-62 Sports Facilities ...................................................................................... D-63 Lodi Lake Park ...................................................................................... D-65 Park Maintenance ................................................................................... D-67 ParkSMaintenance Park Naturalist ....................................................................................... D-69 Equipment Maintenance ............................................................................ D-71 Library bard ................................................................................................. D-73 Library .......................................................................................................... D-74 Community Center Commissions .......................................................................... D-76 Community Center ........................................................................................... D-77 Cultural Activities ............................................................................................ D-80 After School Playgrounds ................................................................................... D-81 Cultural Services Specialty C~SS .............................................................................................. D-79 Social Services Camp Hutchins ................................................................................................ D-82 Human Relations .............................................................................................. D-84 CommUnay and Economic Development Community Development Commissions ...................................................................... D-85 Code Enforcement ................................................................................................ D-86 Current and Advanced Planning ................................................................................ D-88 Construction Development Building and Safety ........................................................................................... D-90 Engineering .................................................................................................... D-92 Economic Development Economic Development ..................................................................................... D-94 Community Promotion ....................................................................................... D.% General Government Legislation and Policy General Administration Ciry Council ................................................................................................... D-97 City Manager .................................................................................................. D-98 Solid Waste Management .................................................................................. D-100 Public Works Administration ............................................................................. D-101 City Attorney ................................................................................................ D-103 Legal Services TABLE OF CONTENTS City Clerk Services Records Administration .................................................................................... D-104 Human Resources ........................................................................................... D-107 City Wide Training ......................................................................................... D-109 Risk Management ........................................................................................... D-1 10 Information System ........................................................................................ D-112 Election Administration .................................................................................... D-106 Administrative Services Finance Administration .................................................................................... D-114 AccoUnting Services ........................................................................................ D-116 Revenue Services D-118 ........................................................................................... Data Processing Services .................................................................................. D-120 Field Services ................................................................................................ D-124 Bddi Mahem ...................................................................................... D-126 ................................................................................................... purchasing D-122 Organization Support Services QUipment Maintenance and Motor Pool ............................................................... D-128 General Support ............................................................................................. D-130 Non-Department Servim Workers Compensation .................................................................................... D-13 1 General Liability ............................................................................................ D-132 Other Insurance ............................................................................................. D-133 Benefits Admiition .................................................................................... D-134 Contingencies ................................................................................................ D-136 SECTION E . CAPITAL IMPROVEMENT BUDGET ............................................................................................................. Overview E-1 Seven Year Capita\ Improvement Budget General .d ................................................. E. Summary of Expenditures by ACtmity Summary of Capital Impmvanent Budget 1Expenditu.m by Mission ................................. E-6 Public Utilities ................................................................................................... E-7 Community and Economic Development ................................................................... E-9 General Government ........................................................................................... E-9 Public Safely ..................................................................................................... E-7 Transportation .................................................................................................. E-8 Leisure, Cultural and Social Services ........................................................................ E-8 Summary Description of Each Major Project Public Protection .............................................................................................. E-11 Water Utility ................................................................................................... E-14 Wastewater Utility ............................................................................................ E-16 Electric Utili ry ................................................................................................ E-17 Transportation ................................................................................................. E-33 Park & Recreation ............................................................................................ E-34 TABLE OF CONTENTS Cultural Services .............................................................................................. E-36 Community Development ................................................................................... E-39 City Clerk Services ........................................................................................... E40 Public Works Administration ............................................................................... E-41 Financial Systems Software ................................................................................. E-43 Capital Budget Detail by Mission - Replacement Vehicles ............................................. E44 SECTION F . DEBT SERVICE REQ- Debt Service Requirements . City ................................................................................ F-1 Debt Service Requirements - NCPA ............................................................................. F-2 Summary of Annual Payments by Mission ................................................................... F-11 Summary of Annual Payments by Source .................................................................... F-12 Computation of Legal Debt ..................................................................................... F-13 Debt Service Requirements - TANC ............................................................................. F-7 Computation of Direct and Overlapping General Bonded Debt .......................................... F-13 SECTION G . CHANGES IN FUND BALANCE overview Introduction .......................................................................................................... G- 1 Organization of City Funds ........................................................................................ G.2 Fund Batance . All Funds Combined ............................................................................ G-3 Graph Total Expenditures . All Funds Combined ......................................................... G-5 General Fund ........................................................................................................ G-6 Graph General Fund Revenues And Sources ............................................................... G.7 Gyh Funding SQWCXS . All Funds Combined ............................................................ G-4 Indmidual Fund Balance Statements Graph General Fund Expenditures ........................................................................... G.8 Special Revenue Funds Library Fund .................................................................................................... G.9 Street Fd ..................................................................................................... G-10 Transportation Development Act Fund .................................................................... G-11 Police Special Revenue Fund ............................................................................... G-13 Capital Outlay Fund .......................................................................................... G-14 Equipment Fund .............................................................................................. G-15 Debt Service Fund ................................................................................................ G-16 Enterprise Funds Water Utility Fund ........................................................................................... G-17 Wastewater Utility Fund ..................................................................................... G-18 Electric Utility Fund .......................................................................................... G-19 Transit Fund .................................................................................................. G-20 Gild Care Fund .............................................................................................. G-21 Block Grant Fund ............................................................................................. G-12 Capital Project Fund TABLE OF CONTENTS Internal Service Funds Benefits Fund .................................................................................................. G-22 Self Insurance Fund ......................................................................................... G-23 Trust and Agency Fund ...................................................................................... G-24 Trust and Agency Funds SECTION H . FINANCIAL AND STATISTICAL TABLES Overview ................................................................................................................. €3-1 Appropriation Spendii Limit ........................................................................................ H-2 Revenues by Major Category and Source ........................................................................... H-4 Summary of Regular Positions By Mission ........................................................................ H-18 S~mmary Of Interfurad Transactions ................................................................................. H-12 Graph of Regular PositioIls By Mission ............................................................................ H-21 Summary of Temporary Positions By Mission .................................................................... €3-22 Summary of Regular Positions by Department .................................................................... H-23 Summary of Significant operating Program Changes ............................................................ H-28 SECTION I . BUDGET REFERENCE: MATERIAL Overview ................................................................................................................... I- 1 Summary of Major Policy Documents ................................................................................. 1-2 Budget Glossary ........................................................................................................... -1-3 Expenditure object codes ............................................................................................. 1-11 Budget Pr-n Guidelines ........................................................................................ 1-18 PREFACE 1997-99 F"A.NCZAL PLAN AND BUDGET HOW TO USE THE FINANCIAL PLAN 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 (1995-96); current year budget (1996-97); the requested budget (1W-98); and, the proposed budget (198-99). 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 hcial and statistical idonnation 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 - lnsroduction Includes the Budget Message, a Directory of City officials and an Organization Chart. Won B - Policies and Objectives Summarizes general budget policies and new significant policies that guide in the prepamion and management of the budget. This section also includes major city goals. Won C - Budget Graphics and Slrmmariec Provides tables and graphs to highlight key financial relationships and trends. Section D - Operating Adivities Presents the City's aperating activities around the City's major service missions that allow the City to accomplish the following tasks: * Establish policies and goals which defrne the nature and level of sewices to be provided. * Identlfy activities performed in delivering these services * fropose objectives for improv&o 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 General Government * * Community and Economic Development * 1997-99 FINANCIAL PLAN AND BUDGET Section E - Capital Improvement Budget Presents the Cit$s Capital Improvement Budget which includes alI construction projects, maintenance projects, and capital purchases which cost more than $lO,OOO. The Capital Improvement Budget and Capital Improvement Plan allow the City to symmatically plan, schedule and fmce 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. SectionH-Fhmad andStatistidTables 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 Descrii major policy documents, includes a Budget Glossary and provides budget preparation guidelines. (ii) %on A INTRODUCTION BUDGET GRAPHICS AND SUMMARIES FUNDING SOURCES -ALL FUNDS COMBINED 1 1997-98 ALL FUNDS COMBINED - $91,473,421 1 Tax Revenues Licenses and Permits $17,725,304 $18,084,824 $18,203,165 $14,484,065 372,594 369,300 471,980 492,980 Fines and Forfeitures 90,064 94.900 91,500 91,500 InvestmentlProperty Revenues 2.038.632 2,200,040 2,142,366 2.1 89.466 Revenue from Others 7,370,827 7,653,796 11,535,790 8,659.51 0 Service Charges 47,959,447 47,314,565 49,008,924 50,152,726 Other Revenues 3,490,267 154,850 932,860 933,310 Other Sources (Uses) (1,078,575) 15,989,974 9,086,836 1,930,233 TOTAL $77,968,560 $91,862,249 $91,473,421 $778,933,790 f995-96 1996-97 1997-98 1-8-99 ACTUAL ACTUAL APPROVED PROPOSED Expenditures Public Safety $1 0,166,733 $10.457.896 $1 1,039,730 $11,284,192 Public Utilities 13,316.287 13,298,836 15,027,910 14,776,343 Transportation 2,847,248 3,163,018 3,393,285 3,485,001 Leisure, Cultural 8 Social Services 3,963,222 4,293,416 4,422,556 4,395,330 Community 8 Economic Development 1,802,292 2,198,492 2,306,314 2,285,248 General Government 8,825,113 8,757,826 9,503,610 9,725,674 Bulk Power Purchase 25,814,822 25,574,600 24,869,900 25,873,200 Other Purchases Caprtal Projects 9.803.067 21,845,005 18,304,675 8,509,319 Debt Sewice 1,429,776 2,273,160 2,605,441 2,599,483 TOTAL $77,968,560 $91,862,249 $91,473,421 982,933,790 OTHER SOURCES (USES) PUBLIC PUBLIC UTILITIE AX REVENUES NSWRTATlON LEISURE INVESTMENT/ COMM DEV PROPERTY REVENUE FROM OTHERS PROJECTS GENERAL GOVERNMENT SERWCE CHARGE BULK POWER CITY COLWCIL PHILLIP k P-0, Mayor JACK A. SEIGLOCK Mayor Pro Tempore MY G. DAVENPORT STEVEN Mit.” DAVID WARNER CITY OF LODI CITY HALL, 221 WEST PINE STREET P.O. BOX 3006 LODI, CALIFORNIA 95241-1910 (209) 334-5634 FAX (209) 333-6795 H. DIXON FLY” City Manager JFNMfER M. PERRIN City Clerk RANDALL HAYS City Attorney June 10,1997 Honorable Mayor, Members of the City Council and Citizens of the City of Lodi The recommended budget for 1997-98 and the proposed budget for 1998-99 is presented for your review and approval. The 1997-99 Financial Plan and Budget represents a balanced approach to planning for Lodi’s future. It continues levels of service approved by the City Council in prior years while maintaining the financial integrity of the City. New staff positions are limited to those positions that can be fully funded without tax increases. Capital projects approved in 1996-97 are funded and under conmction at this time. New capital projects listed in this budget will be authorized on a project by project basis in accordance with the City Council’s budget policies. The City is reluctant to commit to significant increases in spending levels before there is clear evidence that revenues will grow to pay for them. The result is a balanced, conservative budget that lays the groundwork for growth in service levels as growth occurs. Accordingly, the overall 1997-98 Budget is $388,828 less than the 1996-97 budget, and General Fund expenditures are projected to increase by 4.3%. While capital projects and one time expenditures for service will draw down fund balances, this was anticipated, and will be funded with bond proceeds and grants. These expenditures are for approved or projected capital projects and economic development programs. This Plan reflects the City Council’s strong commitment to public safety services, community and economic development, cultural and recreational programs and inkstructure improvements in the City’s utilities, streets, and general government facilities. In providing these services, the following policies, goals, objectives and background were considered: No increase in taxes or utility rates. There are no increases in taxes or utility rates projected in this budget. The City anticipates growth in services will be funded by residential, indushial and commercial development. This objective emphasizes the City Council’s commitment to finance growth by promoting economic development and not increasing taxes or utility rates. Thus, new or enhanced services will be funded with new fees, grants or donations and not with existing revenues. The City is developing master plans for the electric, water and sewer utilities. The goal is to determine when and if utility rates should be changed to replace aging inliastructure and to ensure the City’s customers receive competitive rates and services. number of customers and then expand on an annual basis to all customers by January 2002. The City currently anticipates that electric utility rates will be pegged to market levels beginning in January 1998 for a limited New revenues. Beginning in 1997-98, the City will receive approximately $700,000 per year &om a settlement with Dow, Shell and Occidental Petroleum to mitigate the DBCP contamination in the City’s water supply. The total value of this settlement is S40 million over 30 years. The City will also receive an additional $8,000 per year fiom Enron Corporation for oil and gas exploration and development rights on City owned property. In addition, fees are being increased to fully fund the afterschool playground program. Capital projects. Between 1995 and 1997, the City Council approved contracts for the following major capital projects that are under construction at this time: Downtown Revitalization ($4 million) Cherokee Lane Beautification ($4 million) Performing Arts Center (($9.6 million) Peterson Park ($755,000) Tienda Drive Park Site Acquisition ($340,000) In addition, the plans for the following capital projects have progressed and will be presented to the City Council for consideration in the next two years: 0 0 Raiiroad Station relocation and remodeling ($2.6 million funded with Federal, State and Measure K Funds) Railroad safety improvements ($6 million funded with Federal, State and Measure K Funds) Downtown Parking Structure ($3 million funded with grant, land sale proceeds and other FededState grants) Lodi Lake and Woodbridge Dam improvements (SI 5 million funded by Proposition 204) Public Safety Building Renovation ($1.6 million, funding source to be identified) Municipal Service Center Land Acquisition ($2.5 million funded by transportation funds, utility funds, impact fees White Slough Land Acquisition ($2.5 million funded by the Wastewater Fund) Indoor Sports Facility ($9 million, funding source to be identified) and grants) These projects will be presented to the City Council when fundmg is certain and available. Current construction and new projects pending City Council approval represent a significant investment in time, effort and frnancial resources. In the next two years the City should proceed cautiously in approving new projects to allow staffthe time to properly plan these projects in the same professional manner as we have done in past years. Currently, City staff is pushed to the maximum limits of productivity. Without additional staff, the probability of poor planning increases. However, the City’s staffis to be commended for their professionalism and dedication in planning and managing current and planned capital projects, particularly, the Public Works staf€, Community Development, the Community Center, Parks, and Finance. Information systems. The City is evaluating several options to upgrade its information and communications systems. The current financial system was developed by City staff in the 1970’s and operates on an IBM AS 400 computer. To have the software and hardware needed to operate under electric utility deregulation and to prepare for the year 2000 transactions, the City will have to evaluate the following options and make the appropriate investment: Acquire new software and hardware Contract for information services Hire additional staff and write software programs Regardless of which option is selected, this change will significantly impact the City’s business practices. The decision to be made by the City Council will depend on the cost and benefits of each option. The cost of new software, computers, and communications equipment could be as high as $I to $2.5 million. California Youth Soccer Association Complex. The City is negotiating with the California Youth Soccer Association to build a 36-to-50 field soccer complex for local, regional and national level soccer tournaments. The estimated cost of the complex is $15 million, funded with private donations. The City’s contribution will be to lease 200 to 300 acres of City land bordering Intentate 5 and to provide utility and public safety services. A soccer complex built for local, regional and national level tournaments, will be a positive economic asset for Lodi and the surrounding cities in this region. The State of California may also provide $7.5 million for this project through legislation sponsored by Senator Patrick Johnston. Indoor Sports Facility. The City has developed a plan to build a $9 million indoor sports center complex. This plan includes alternative sites, a menu of facility uses and activities, possible financing strategies, and a business plan for each option. In April 1997, the City Council gave approval to prepare a facility schematic to promote discussion and interest in this project In 1996, a sports foundation was formed to raise funds and to encourage public support. This facility will be funded by the City when significant community support is demonstrated as done for other capitaI projects, i.e., the Lodi Boys and Girls Club, the Performing Arts Center, Downtown Revitaiization and Cherokee Lane Beautification. If this project is to be built within the next few years, new revenues will be necessary unless major cuts are made in other programs. f.1-4 FACTORS INFLUENCING THE FINANCIALPLAN State and Local Economy. The State of California’s revenues are up by %960 million over estimates used in the Governor’s proposed budget for 1996-97. This reflects increased personal income taxes, capital gains, business expansion, increased exports, and job growth. In San Joaquin County unemployment has dropped to its lowest level since 1990 with commercial real estate and security companies leading in job growth. In Lo4 there has been an increase in industrial and residential development that has been unprecedented since tbe early 1980’s. This new development combined with the growing strength of the winelgrape industty is a positive indicator for Lodi. New industries moving to Lodi include ARKAY Industries Inc., RE Services, Apache Plastics, Ductmate Industries, Speaco Foods, Flight Materials, Mondavi Wine Distribution Center and Sweetner Products. Collectively these industries have created 325 to 400 new jobs. While commercial grow& has been flat, the City anticipates that the commerciavretail sector will grow in 1997-98 in response to revitalization projects, business incentives, and the City Council’s pro-business policies. State Legislative Actions. Lobbying by local government agencies with the State to return property tax to local government may be successful this year. As you will remember, the State shifted local government property tax to the State in the early 1990’s to make up for State,s budget deficits. Lodi lost 24Yo ($1 million) of its property tax in this shift. The Governor and State Legislature are now proposing legislation which would return property tax to cities in part or whole. How much tax will be returned to local government is not clear. Therefore, the City has not anticipated an increase in property tax revenues in this financial plan and budget. To ensure legislation is passed during this session of the legidatwe, the League of California Cities is asking cities to lobby their legislators and the Governor. A return of property tax to cities promotes local government, economic development and community services important to the “quality of life” of California residents. Catifomia cities have also been lobbying for legislation to redismjute 1% of the State’s 6% sales tax. If this initiative is successful, Lodi could gain as much as $5 million in general fund revenues. A tax shift of this magnitude, would probably result in a tax cut to Lodi residents. Other than these initiatives, there is no legislation pending that will have a significant adverse or positive impact on Lodi. Proposition 218. The passage of Proposition 218 in 1996 will limit the City’s ability to raise revenues in the future. Voter participation will be required to raise taxes, assessments and certain fees In addition, Proposition 2 18 provides for new procedural requirements for fees, charges, taxes and assessments. Cities will be forced to expand their information services to ensure an educated electorate. In this respect Lodi has been fortunate to have two local newspapers, the Lodi News-Sentinel and The Record, that keep the public informed on important issues. Increased partnering between community interest groups and public education will be critical for public support of future tax initiatives. Otherwise, additional or enhanced public services will have to be provided by the private sector or not at all. THE BUDGET IN BRIEF Effective fiscal planning is canied out on a multi-year basis. Thus, this budget should be viewed in the context of past budget decisions and policies, along with the expenditure and revenue projections for the next two years. Past fiscal prudence and current revenue estimates give Lodi the hnancial capacity to fund the proposed 1997-99 Financial flan and Budget. In the combined 1997-98 budget, revenues are projected to increase $6.5 million and expenditures are projected to decrease $388,828 in 1997-98. The following is a summary of the significant changes in the City’s operating budgets: General Operating Fund General Fund revenues are projected to be 2.3% or $478,000 lower in 1997-98 and to increase $357,147 in 1998-99. This is a conservative estimate that reflects a decrease in revenues: $80,000 in property tax; $125,920 in interest earnings: and, $6 10,000 in police grants. Property tax revenues are lower due to a decrease in the assessed value of Lodi properties. The Counly Tax Assessor processed a backlog in claims submitted by Lodi residents that will result in lower property tax revenues in 1997-98. Police grants received in 1996-97 were one time funds for additional police officers and equipment. The City will receive approximately $240,000 in 1997-98 for police services. These grants have become necessary to maintaining the current level of police services. in the future, the City should be more cautious in accepting grants for expanded operating services that add staff, whether for public safety or other programs. A -5 The increase in industrial and residential conmuction and the upturn in property values should result in additional property tax revenues in 1998-99 of at least 2% or greater; however, a conservative 2% growth estimate was used to project property tax revenues for1998-99. Other general fund revenues are up and consistent with regional and State-wide trends. Expenditures are projected to increase 4.3% or $1,015,000 in 1997-98 and to remain flat in 1998-99. Increases in operating expenditures are funded with one-time grants for public safety services, construction related fees and fees for child care programs. In 1997-98, the cost of public safety services are up 5.6%, transportation services are down 2.8%, leisurdcultural services are up 3.2%, community and economic development services are up 4.9% and general govenunent services are up 5.3%. There are $586,607 in significant expenditure mcreases for General Fund activities recommended by the City Manager. Of this, $88,000 are contingent on State grants, $148,800 are contingent on additional service fees and $14,400 are funded within the approved budget level. The net increase in general fund expenditures, after deducting for additional grants and service fees, is $335,700. There are an additional 125 positions in 1997-98 and 5 positions in 1998-99 recommended by the City Manager. The one position is for a day we teacher at Camp Hutchins and is fully funded by increased fees. The additional 1/4 position is to allow for the reclassification of the part-time graf€iti abatement coordinator to full time. Overall the general fund remains strong with a fund balance of $3.5 million, 14% of projected expenditures. City Council policy targets a reserve of 15% but allows for variations from year-to year to account for economic and fiscal changes. Library Fund. The Library receives 8.6% or $866,000 of its revenues kom property tax. Due to the projected decrease in property taxes, Library revenues will be down $7,000 in 1997-98. This decrease is offset by a $105,182 cut in expenditures. In reducing expenditures, the Library eliminated one position, a building maintenance worker, for a savings of $36,200. This position and the responsibility for building maintenance will be transferred to the Building Maintenance Division of Public Works on a trial basis. If this arrangement proves to be satisfactory to both the Library and Public Works, the realignment of responsibilities and staff will become permanent. If not, the responsibility for building maintenance will be returned to the Library. Water Fund. Revenues and expenditures will significantly innease in 1997-98. Revenues are projected to be up 34.6%, or $1,300,000, and expenditures are projected to be up 19.2%, or $1,023,295. The increased revenues and expenditures are the result of a $40 million DBCP settlement. This will be paid over 30 years for clean up of the City's water supply. Legal costs for TCEPCE contamination will be paid with fund balance and are not included in the expenditure projections. The City anticipates these costs will be reimbursed from future settlements from the responsible insurance companies. An additional 1/4 position was added to reclassify the part-time Water Conservation Coordinator to a full-time position. Wastewater Fund. Revenues in the Wastewater Fund increased approximately $54,000 while operating expenditures increased 4.4 % or $117,300. The Wastewater Utility is also recommending the purchase of land at White Slough for disposal of future effluent and sIudge at an estimated cost of $2.5 milion. This project requires further evaluation and study before a final recommendation can be made to the City Council. Of the increase in operating expenditures, $50,000 is for electric services. Electric Fund The revenues in the Electric Fund are projected to increase $664,300 per year and operating expenditures are projected to increase $451,000 per year. The Electric Utility is also recommending $3.9 million in capital projects for further evaluation and study by the City Council. Operating expenditures increased in part due to the addition of one Electrical Engineer at a cost of $70,300 per year and there will be an increase in power line clearing services for $137,200. The remaining increases are for one time expenditures for professional services, purchase of small tools, part-time hours, software, etc. The General Operating Reserve at Northern California Power Agency (NCPA) is projected to increase $1 million in 1997-98 for a balance of $18.8 million. Transit Fund Revenues are projected to increase $2,680,200 and overall expenditures, including capital projects, will increase $2,550,869 in 1997-98. The increase in operating expenditures is to fund a 5" bus route on the fured route bus system. This route was approved by the City Council in May 1997. Public Works is also recommending $2,683,000 in capital projects. This includes the relocation and remodeling of the railroad station at a cost of $2.6 million. Transit operations are fuIly funded by Federal, State and local transportation funds. Debt Service In 1995 and 1996 the City obligated a total of $15.1 million in Certificates of Participation for capital projects, principally for Hutchins Street Square, Downtown Revitalization, Cherokee Lane Beautification, City Hall Renovation and the purchase of the Bechan Building. The debt will be serviced with property taxes set aside in accordance with City Council policy on page B-8 and page B-12. The annual debt service of $1,286,000 per year will be paid with revenues for capital projects. Under current debt management policies found on page B-12, the City is in compliance with existing bond covenants. SIGNIFICANT BUDGET PROJECTS The basic purpose of this budget is to implement the City Council’s goals described beginning on page R19 . These goals and the City’s budget policies are the foundation for the two-year fmancial plan. There are several priority projects which the City Council approved in March 1997. These projects are: Marketing Strategy. A high priority for the City Council is to develop a marketing strategy to identify which commercial and industrial development types the City should target for attraction and retention. The objective of this plan is to allow the City to concentrate its resources on those industries and commercial businesses which the City can successfully attract and retain with incentives and land use policies. The estimated cost of this study is $20,000. Zoning Ordinance. The current zoning codes were written in the 1950’s. Standards are antiquated and do not address current and future community needs. Since the 1950’s, the zoning codes have been selectively amended. As such, they are not comprehensive or coordinated. Accordingly, the City Council has directed staff to review and re-write these zoning standards as appropriate for further consideration and approval. The estimated cost of developing new standards is $50,000. 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 fiom this region include, but are not limited to, wine and table grapes, chemes, walnuts, apples, tomatoes, and milk. As pressure for uhan growth continues, the City needs a strategy to protect its green belt and agricultural assets. Currently, Lodi has a 2% gowth limit on residential growth which limits urban sprawl fiom the City outward; however, there are no controls on urban development in Lodi’s sphere of influence by other public agencies, i.e., the County or the City of Stockton. Accordingly, the City will develop the appropriate plans and policies to protect the existing green belt from inappropriate development in our sphere of influence. The Greenbelt plan will be developed by City staff for City Council review. Information Systems Development. As discussed above, the City’s core information systems were developed in the early 1970s and have not been significantly changed since then. The City is looking at a number of alternatives to upgrade its information and communications systems. This includes hardware and software for frnancial systems, utility systems, engineering, building permits and public safety. The estimated cost of these upgrades is on the order of $1 million to $2.5 million. City staff is currently working with consultants and other agencies to develop alternative options for City Council review. * Central City Improvements. This project is consistent with the goal adopted by the City Council in 1995 to promote revitalization of the City’s downtown core and to beautify Cherokee Lane. The continued development and investment of City resources into these commercial areas remains one of the City’s highest priorities. Accordingly, the City Council approved an $8 million construction project for downtown and Cherokee Lane in 1996. In addition, the City Council set aside S510,OOO for economic incentives, facade improvements and maintenance in the downtown core. The City is promoting development of a multiplex theater in the downtown core and is evaluating the construction of a $2.5 million parking structure to relieve anticipated parking congestion. Fire Emergency Service Plan. A “fire emergency service plan” will be prepared by the Fire Department to evaluate and determine the level of services that should be provided by the Fire Department. This plan will provide guidance on organization, stafiing levels, facilities and equipment. The plan will evaluate opportunities to partner, privatize and contract for emergency services with other agencies and the private sector. The development of the Emergency Services Plan will be accomplished with in-house staff. Electric Utility Master Plan With deregulation of the electric utility industry, the City will develop 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 which have to be made over the next 5 to 10 years. To remain competitive in a deregulated environment, the City must make significant changes in the way business is conducted. This may require a reorganization of the electric utility, a change in relationships with other agencies, developing new public and private partnerships, and developing new services. The risks associated with deregulation make this project the most critical the City will undertake in the next two years. The estimated cost of preparing this plan is approximately $50,000. WaterWastewater Utility Service Improvements. There are many miles of aging water and sewer lines which have to be replaced at some time in the future. As the system ages, the City needs to develop policy guidelines for replacement and financing of these improvements. Accordingly, the City will develop the appropriate policies for City Council review and approval. The estimated cost of preparing this plan is $20,000. Public Safety Building Remodel. The Public Safety Building is over 30 years old and has many ADA and mechanical deficiencies. Before the City commits to remodeling this building at an estimated cost of $1.6 million, a thorough evaluation of this building will be made along with an evaluation of other alternative solutions to allow the City Council to select the most cost-effective solution. MAJOR POLICY ISSUES The major policy issues which the City will face in the next two years include: deregulation of the electric utility indusiry and the City’s strategies to remain competitive; economic development and whether the City should form a redevelopment agency; steps the City should take to improve its information systems, fiber optic inhstmcture and communications systems; policies needed to maintain the City’s basic infrastructure (water, sewer, streets and government facilities); welfare reform impacts and what actions the City will have to take; and State tax policy impacts on local government These issues are significant and present the City Council with challenging issues for discussion and debate over the next two years. The decisions made on these issues will determine the City’s fiscal stability, economic health, and ability to maintain services consistent with growth. The City will continue to meet its responsibilities to the residents of Lodi under the following guidelines: Avoiding major additions to staff or programs until fiscal conditions support these changes or new revenues can fully fund these changes. Conserving fscal resources to meet future needs. F’romoting citizen participation in major policy decisions, particularly those decisions regarding taxes and fees. Controlling discretionary expenses such as travel and business expenses. Promoting economic development, public safety, and leisurdcultural services at levels consistent with revenue growth. Providing adequate mining, tools, equipment and technology to enhance the productivity of staff. Continuing to evaluate opportunities to contract and privatize City services. CONCLUSION The 1997-99 Financial Plan and Budget is a balanced plan for funding City services over the next two years. 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. Over two years, general fund operating expenditures are projected to increase 5.8%. This is consistent with projected revenue increases. In addition, staff has recommended an addition of 8.5 positions that are either supported by additional fees or revenues. The City is reluctant to commit to increases in spending without clear evidence that revenues will grow to pay for them. Over the next two years, fund balances will be used to pay for capital projects previously approved. The City has approximately $15.1 million in bond proceeds and $6 million in FederaVState grants, local transportation project funds and impact fees for these projects. 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. Acknowiedgmen t I wish to thank the Department Heads and their staffs for their cooperation and responsiveness in preparing this financial plan. I would also like to commend Vicky McAthie and the Finance Department for their professionalism and effort in preparing this Plan and Budget. It would not have been possible to prepare this budget in a timely and accurate manner Without their hard work and dedication. Ruby Paiste, Richard Prima, Tony Goehring, Rad Bartlam and Kirk Evans are to be singularly commended for their efforts in preparing, reviewing and Critiquing this budget. The Government Finance Officers Association (GFOA) has presented the City of Lodi with a Distinguished Budget Presentation Award for the fscal year beginning July 1, 1996. I believe this financial plan and budget continues to conform to program requirements and will be submitted to GFQA for evaluation. Respectfully submitted, City Manager P-4 GOVERNMENT FINANCE OFFICERS ASSOCIATION PRESENTED TO City of Lodi, California For the Fiscal Year Beginning July 1, 1996 Executive Director -.. ... ---I \ . .. I Califiornia Society of *\- ______,___._.^. _..,__._. ~ ____ _...._..__._I -..-.--.-.I--.-..---- .... ... -.."~-..--.---- -. . . J Municipal Finance Oficers I Certificate of Award Merit in Operutionul Bttdgeting *l 996m978 Presented to "* , ,. . City of Lodi .A TI 9 ?i - ....... ., ,,.., ........... .......... ... ___ ..... ............. ............ 1997-99 J?E"Cm PLAN AND BUDGET DIRECTORY OF OFFICIALS AND ADVISORY BODIES cm COUNCJL Phillip A Pennino, Mayor Jack Sieglock, Mayor Pro Tempore Keith Land, Councilmember Stephen J. Mann, Councilmember David Warner, Councilmember ADVISORY BODIES Planning Commission Library Board Arts Commission Youth Commission Solid Waste Management Task Force East Side Improvement Commi#ee MANAGEMENT H. Dixon Flynn, City Manager Randall A. Hays, City Attorney Jennifer M. Perrin, City Clerk Konradt Bartlam, Community Development Director Kirk f. Evans, Administrative Assistant to City Manager Larry Hansen, Police Chief Janet Keeter, Deputy City Manager Scott Kenley, Fire Chief Charlene J. Large, Community Center Director Vicky L. McAthie, Finance Director Nancy Martinez, Librarian Joanne Narloch, Human Resources Director Jack L. Ronsko, Public Works Director Alan Vallow, Electric Utility Director Ronald W. Williamson, Parks and Recreation Director Archiwtd Review Committee Recreation Commission Senior Citizens Commission Personnel Ehrd DBCP Committee Gang Alternative Committee A-13 RESOLUTION NO. 97-90 A RESOLUTION OF THE LODl C1N COUNCIL FOR THE FISCAL YEAR BEGINNING JULY 1,1997 AND ENDING JUNE 30,1998 ADOPTING THE 1997-99 FINANCIAL PLAN AND 8UDGET WHEREAS, the City Manager submitted the 1997-99 Financial Plan and Budget to the Clty Council on June 10,1997; and WHEREAS, the 1997-99 Financial Plan and Budget was prepared in accordance with the Crty Council’s goals, budget assumptions and policies; and WHEREAS, the City Council conducted budget hearings on August 27, December 3, January 7, January 14, February 18, March 18, April 1, May 20, May 27, June 3, and June 10,1997 at the Camegie Forum; and WHEREAS, the 1997-99 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 1997-99 financial Plan and 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 1997-99 operating budget are appropriated as summarized in Schedule A (Changes in Fund Balance - All Funds Combined), Schedule B (Revenue), Schedule C (Summary of Expenditure Adjustment), Schedule D (Expenditures), and Schedule E (Staffing); and 3. That the funds for the 1997-99 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 I hereby certtfy that Resolution No. 97-90 was passed and adopted by the City Councii of the City of Lodi in a special meeting held June 20, 1997, by the following vote: AYES: COUNCIL MEMBERS - Land, Mann, Siegiock, Warner and Pennino (Mayor) NOES: COUNCIL MEMBERS - None ABSENT: COUNCIL MEMBERS - None ABSTAIN: COUNCIL MEMBERS - None ALICE M. RETMCHE ActingGtyClerk ; ’ I,, 97-90 Section B POLICIES AND GOALS 1997-99 FlNANCIAcPLAN AND BUDGET OVERVIEW - BUDGET POLICIES ANI) GOALS 0vERvIEw 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. Publicly adopted policy statements contribute greatly to the credibility of and public codidence 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. 2. Established policy saves time and energy. Once decisions are made at the policy level, the issues do not need to be discussedeach time adecision has to be made. 3. The process of developing overall policy directs the mntion 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 llnking long-term financial planning witfi day-to-day aperations. 4. As overall policies are deveioped, the process of trying to tie issues together can bring new information to the surface and reveal further issues that need to be addressed. 5. Developing financial policies reinforces the Council's policy role in maintaining good financial condition. 6. Setting financial policies can improve the City's fisml stability by setting a forward looking approach to planning. 7. Explicit policies contribute to a continuity in handing the City's financial affairs. BUDGETMANAGEMENTANDCONTROLPOLICIES The following policies guide the preparation and execution of the 1997-99 Financial Plan and Budget: * Financial Plan Organization * * Budget Administration * * General Revenue Management * * Recreation and Community Center Fees * * Enterprise Fund Fees and Rates * * OtherFeesandRates * * Revenue Distribution * * Appropriation Limitation * Fund Balance Desi,ontions and Reserves Investments Capital Financing and Debt Management Capital Improvement Budget Personnel Resource Management Productivity Reviews Cormacting For Services Allocating Cost of Services 1997-99 F"AN(3A.L PLAN AND BUDGET OVERVIEW - BUDGET POLICIES AND GOALS The involvement of the City Council in setfing major City goals is essential to the budget process. These goals provide short tern and long term direction to staff, determine the allocation of resources and establish priorities. These goals will provide focus to the organization-wide eKorts 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 1997-99 Financial Plan And Budget. B-2 1997-99 Fl"ANCIAL PLAN AND BUDGET FINANCIAL PLAN ORGANIZATION A. Through its financial plan, the City will: 1. 2. 3. 4. 5. 6. 7. Identify communiq 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 myear financial plan and budget are: 1. Reinforces long-range planning 2. 3. 4. 5. Promotes orderly spending partem Concentrates on the development and budgeting for significant objectives Establishes realistic schedules for completing objectives Provides for orderly and structured operations C. The two year financial plan and budget will establish measurable objectives and allow reasonable rime 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 1997-99 FINANCIAL PUN AND BUDGET BUDGET POLICIES B. C. D. E. F. 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 he demand for services and facilities; identifying the concerns of the voters; assessing the current and projected financial condition of the City; and determining the fd staff recornmendation. FhanceDiredor/Treasurw The Finance Director as the chief financial officer is responsible for budget development and admition. This includes: developing and issuing the budget instructions and calendar, advising the City Mamger on budget policies; reviewing budget requests to ensure they are complete and accurate; pregaring the prelimii budget recommendaton for review by the City Manager; and, publication of the approved budget Public Works Diredor The Public Works Director is respnsible for preparing the City's capital improvement budget (CIB) and the City's Equipment Replacement 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 scupe of services offered by the Electric Department. DepaltmentDiredors Department Directors are responsible for preparing their operating budget requests and capital budget requests in accordance with the City's budget instructions. The Public Works Dxector will prepare the City's consolidated budget request for vehicles and major equipment item. 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 pasge 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 apprwed 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 City budget as adopted shall be public records and shall be made available to the public upon request. GENERALREVENUEMANAGEMENT A. The City will seek to maintain a diversified and stable revenue base to protect it from short-tern fluctuations in any one revenue source. B-4 1997-99 FINANCIAL 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, avoidq 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 comprehensive user fee study provided by David M. Gnffith and Associates. 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 cost 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 emurage high-levels of participation in youth recreation activities regardless of financial slam. 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 s%ing the recreation and community center fees. Although these targets may be internally usefd in administering recreation fees, the City's management shodd 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 Hutchins Street Square will prepare and submit a summary of inmnal cost recovery targets to the City Manager for various activity categories at least annually. 3. Charges will be assessed for use of rooms, pools, gymnasiums, ball fields, special use areas, and recreation equipment for activities not sponsored or wsponsored by the City. Such charges will generaIly conform to the fee support categories listed above. C. The Recreation Department and Hutchins Street Square may waive fees with the approval of the City Manager when it is determined that an undue hardship exists or when in the kt interests of the City. €3-5 1997-99 FINANCIAL P&V AND BUDGET BUDGEITPOLICIES 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? h. f.' I, 4 - C 2. Surveys comparing the City's fees to other communities is useful background information in seaing fees for several reasons: a. They reflect the "marketn 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 "earmarkingn of General Fund revenues, and accordingly, the practice of earmarking general fund revenues for specific programs should be minimized. Approval of the following Revenue Dism3uhon policies for 1997-99 does not prevent future Councils from directing General Fund resources to other funds and activities as necessary. B-7 19svl-99 FINANCIAL PLAN AND BUDGET A. ProPertyTaxAllocation 1. The City’s property tax serves to provide for general municipal services as well as for debt service, retirement obligahons, 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 conmls the amount or distribution of its property tax. In dhributing 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: Ftsmi Year 1978-79 Tax Rate Per $100 PeIU3lt Special Municipal Purposes Libmy $ -30 17.86% General Municipal Purposes - 1.38 82.14% TOTAL $ 1.68 100.00% 3. For 1997-99 property tax revenues will be distriiuted proportionately to the following funds as follows: 1997-98 199&99 General Fund 50% 50% Capital Outlay Fund - General Fund 30% 30% Library Fund 2m 20% TOTAL 100% 100% B. All Gasoline Tax revenues will be used for sweet maintenance and construction activities. Pursuant to the San Joaquin County’s local Transportation Sales Tax (Measure K), the City must meet the “Maintexmce of Effort” (MOE) requirement which is based on the annual average of the City’s street and road expenditures funded by the General Fund fixed on a three year period. C. AII Transportation Development Act (”DA) revenues will be allocated to alternative transprtation 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 1997-99 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 €&her 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 mt 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 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 1997-99 Financial Plan And Budget period based on prior year revenues as follows: 1!m-9!J in-lieu Tax - Electric 12 % 12 % In-lieu Tax - Water 17% 17% In-lieu Tax - Sewer 20% 20% 1997-98 E. Special Revenue Aliocations to the General Fund Revenues the City receives for specific services (ie. vehicle tow chges) 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 seMm 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 XIID3 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 calcuia.ting its appropriations subject to limitation. C. The City will annually review &r 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 1997-99 FI”CL4.L PLAN A;ND BUDGET FUND BALANCIZ DESIGNATIONS AND RESERVES A. The City should mainmin fund balances of at least 15% of Operating expenditures in the General Fund as well as the Electric, Sewer, Water and Camp Hutchins Funds. This is considered the minimum level necessary to maintain the City’s credit worthiness and to adequately provide for: 1. Economic uncer&ajnties, local disasters, and other financial hardships or downturns in the local economy. 2. Contingencies for unforeseen opemion or capital needs. 3. Cash flow requirements. B. The City will establish and maintain an Fiquipment Fund to provide for the timely replacement of vehicles and capital equipment. This includes item with an individual replacement cost of $3,000 or more. The minimurn fhd balance in the Equipment Fund should allow for annual fluctuations in expenditum while maintaining a level annual mnsfer and allow for emergmy replacement purchases. The annual mntriiution 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 balm levels for future development of capital projects which it has determjned 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 canied forward imo the new year; debt service reserve requirements; reserves for encumbrances; and other reserves or designations required by contcactual obligations, state law, or generally accepted accoUnting principles. 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 me of return while minimizing the potential for capital losses arising from market changes or issuer deMt. Accordingly, the following factors will be considered in priority order in demminirg individual investment placements: 1. safety 2. Liquidity 3. Yield B-10 1997-99 FINANCIAL 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 dady 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 mes or options. "he 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 tcj 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. Ln 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 DkectorlTreasurer 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 Director/Treasurer will develop and mainrain an Investment Management Plan which addresses the City's administration of its jxxtfolio, including investment strategies, practias, and procedures. CAPITAL FINANCING AND DEBT MANAGEMENT A. The City will consider the use of debt financing only for one-time capital projects and only under the following circumsmces: 1. When the project's useful life will ex& the twm of the financing. 2. When project revenues or specific resources will be sufficient to service the long-term debt. El 1 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 attriiuted to users of the facility. D. The City will use the following criteria to evaluate pay-as-you-go versus long-tern financing in funding capital improvements: fay -As-You& 1. When current revenues and adequa~ 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 Fmcing 1. When revenues available for debt service are deemed to be sufficient and reliable so that long-term 2. When the project securing the fmcing is of the type which will support an investment grade credit 3. When market conditions present favorable interest rates and demand for City financing. 4. When a project is mandated by State or Federal requirements and current revenues and available fund 5. When the project is required to meet or relieve service requirements. 6, When the life of the project or asset financed is 10 years or longer. financing can be marketed with investment grade credit ratings. rating. bdanm are insufficient. DebtManagement E. The City will not obligate the General Fund to secure long-term financing except when the marketability can be significantly enhand. 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. 3-12 W-99 F"CIAL PLAN AND BUDGET 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 ~~cessary for marketing purposes, availability and costeffectiveness. 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 federai 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). A. €3. C. D. Construction projects and capital purchases (other than vehicles, equipment and major computer sofiware acquired through the Equipment Fund and projects funded by an Enterprise Fund) which cost more than $lO,OOO will be included in the Capital Improvement Budget (CIB); mimx capital outlays of $lO,OOO or less will be included with he Operating activity budgets. Enterprise Fund projects and major equipment purchases will be based on the capitalization practices of the Enterprise. The purpose of the CJB is to systematically plan, schedule, and finance capital acquisitions to ensure costeffectiveness as well as conformance with established policies. The CIB will be a five year plan organrzed into the same functional groupings used for the ope- budget. The CIB wiil reflect a bahce between capital replacement projects which repair, replace, or enhance existing facilities, equipment or infrastructure; and capital facility projects which si@cantIy expand or add to the City's existing fixed 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 Ieast annually to Council. The Cornmitree will be made up of representative of each Department. €3-13 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" financing. * 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 specifimtion preparation, and construction cost estimation. * CONSTRUCTION - Includes bid administration, construction, project inspection and mmagement, and closeout. * DEBT SERVICE - Installment payments of principal and interest for completed projects funded through debt financing. Generally, it will become more difficult for a project to move from OIK phase to the next. As such, more projects will be studied than will be designed, and more projects will be designed than will be co~lst~cted or purchased. F. Funding and related appropriation to a project account will only be made upon approval of each phase by the Ci council. Adingly, project apprapriationS for acquisition and consiruction will gedy 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. A, Regular authorized stafKng will be fully budgeted and funded. B. Staffii and contract service budget ceilings will limit total expenditures for regular employees, temporary employees, overtime and independent conmctors 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. €3-14 1997-99 FLNANCIAL 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 docation of existing positions. 3. All requests for additional regular positions will include an evaluation of: a The necessity, term, and expected results of the praposed position. b. Staffing and material costs including salary, benefits, equipment, uniforms, clerical support, and c. The ability of private industry to provide the proposed service. d. Additional revenues or cost savings which may be realized. f8cilities. 4. Periodically, and prior to any request for additional regular positions, programs will be evaluated to deermine if they can be accomplished with fewer regular employees under a "productivity review". E. F. G. Temporary employees are ernployees other than regular employees, elected officials, and volunteers budgeted in hours. Temporary employees will augment regular City staffing only as ii term employees, seasonal employees, emergency, intermittent, contract employees, and interns. The City Manager will encourage the use of tempomy employees to meet peak workload requiremerrts, N1 interim vacancies, and accomplish tasks where less than regular, year-round staffing is required. Contract employees will be defined as tempomy employees with written contracts approved by the City Manager who may receive appn>ved benefits depending on hourly requirements and the length of their contract. Contract employees will generally be used for medium-term (generaUy between six months and two years) projects, programs, or activities requiring specialized or augmented levels of staffii for a specific period of time. The services of contract employees will be discontinued upon completion of the assigned project, program or actiViry. Accordingly, amtact employees will nat be used for services that are anticipated to be delivered on an ongoing basis. Independent cmtmctors will not be considered City employees. Independent contractors may be used in two situations: 1. Short term, peak work load 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 Deparrmenr and subject to the approval of the Human Resources Director. €3-15 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 REMEW 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 possibie. This review process encompasses a wide range of issues, including: A. B. C. D. E. F. G. Maintaining a decentdiked approach in managing the City's services. Although some level of centralization is necessary for review and control puposes, decentralization supports productivity by: o Encouraging accounmbility by delegating autfiority to the lowest possible level. o Stimulating Creativity, innovation, and individual initiative. o Reducingtheadministrativ e cost of operation by eliminating unnecessary review procedures. o Improving the Organization's ability to respond to changing needs and to identify and implement o Assigning responsibility for effective Operations d citizen responsiveness to the depamnent. cost saving programs. Analyzing systems and pdures to identie and remove unnecessary 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 first-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 tban provided by City staff. Periodic formal review of operations on a systematic, ongoing basis. 316 1997-99 FINANCIALPLAN AND BUDGET BUDGET POLICIES CONTRACTING FOR SERVICES A. General Policy Guidelines 1. 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. 2. Private sector Contfacting approaches under this policy include construction projects, professional services, outside employment agencies, and ongoing uperation and maintenance services. 3. 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. 4. 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. 5. For propm and activities currently provided by City employees, conversions to contract seMm will generally be made through attrition, reassignment or absorption by the contractor. B. EvaluaEionCriteria Within the general policy guidelines stated above, the costeffectiveness of conhact services in meeting established service levels will be determkd on a case-bycase 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 co- ids 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 fsjrly 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 prioriq services? B-17 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 (ABATEMENT) A. General Policy Guidelines 1. The City is committed to achieving efficiency by centralizing general adminisnative sewices 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 seMm will be financed by operating transfers established in the cost allocation plan and transferred to the general fund anndlly at the time the City budget is adopted. 4. The Finance Director will perfom 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 published annually in the City's budget. 5. The City will develop a cost allocation plan in accordance with Federal and State policies to emure the maximum allowable return to the City of indirdoverhead 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 alldon 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 docarion of cost must consider the ability to pay and the impact on the sexvices 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 cost dmiution criteria. B-18 1997-99 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 0 Major City Projects Through the process of identifying and incorporating major City goals, objectives and projects into the 1997-99 fmancial plan and budget, and by continuing this process in future documents, the citizens of Lodi will 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 hdi. 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. 0 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 cornpietion 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: 2) Imwove 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. 3) Ensure an Efticient and Productive City Ore anizatiun 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 Ouality 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. 3 DeveloD 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. 8- 20 1997-99 FINANCIAL PLAN AND BUDGET MAJOR CITY OBJECTIVES Background Objectives represent the next level of the hierarchy of planning statements for the City of Lodi. 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 Long Range Owra tionai 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 Deparbnents 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 Marketin? Efforts All existing assets, as well as new forms of service delivery and other planned features for the City, will not enfiance our quality of life if the public is not educated. People must understand what the City has to offer ifthey 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) Implement Informa tion Svstems Stra teeic 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. 3 Maintain Citv’s Sense of Co mmuoity 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. 4) Promote ComrnerciaVInd ustnal Bas e 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. Tfiis attitude will assist us in attracting new business. City policies and programs should continue to act as catalysts to achieve this objective. n fro vide Resources to Ma intain City’s Infrastructure All residents of Lodi, existing and fbture, require a reliable service delivery network to main& our quality of life. This objective includes providing adequate staff, and funding for maintaining and replacing all forms of City infrastructure - water, sewer, electric, buildings, WAC, equipment, and vehicles. 8) Continue to Use PartnerShiDS 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 preservation, 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 environment, contribute to clean air, provide cooling shade and support wildlife. Policies that continue the “greening” of the City enhance our quality of life. to the aesthetics of our community. They promote a good communiq 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 intiastructure and services needed to fulfill the community’s diverse expectations. 11) Encourage Public Art, C ultural and Recreational ODp rtunities 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 infiastructure. 12) Provide ADDroDriate and Sufficient city Facilities 3ased 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 Manayement 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) Evaluate Telecommunications ODDO rtunities 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 modern telecommunications infi-astmcture. This should include features such as transmission towers, underground fiber optics conduit and emergency communications technology. 13 D eveIoD and Re view Policies Relatinu to Providino 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 EIIID~OVCX Trainine 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. 1997-99 FINANCIAL 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 fillowing properties: 0 Projects are planned sets of work activities designed to accomplish specific objectives. 0 These projects become the focus for organization wide efforts to ensure the most important, highest priority City Council plans are instituted during the 1997-99 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 f~~~cial plan and budget. I0 setting the City’s major projects Council will receive a review from the City Manager regarding: a Current and projected Gnaocial condition b. Current policies and community expectations c. Currentprojects Selection of Major City Projects Under the project setting process, City Council will suggest projects they want accomplished within the 1997-99 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 Citywide projects which will be ranked using the following criteria: * ProjectsRatedHighest 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. * ProjectsRatedHigh 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 * Background and Workscope * ActionSteps * Responsible Depaxtment * Financial and StaffResources Allocated * OutcomeEinal Product City Council, working with the City Manager and Department Heads has established ten major City projects: 9-2y 1997-99 FINANCLAL PLAN -4N-D BUDGET MAJOR CITY PROJECT - Marketing Strategy for Lodi OBJECTIVE Prepare a comprehensive, professional Marketing Strategy for the City of Lo&. 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: 0 0 Recruit new business which will be compatible with and complementary to the community. Creak an amosphere beneficial to conducting business. Provide financial assistance to business ventures which will make a significant contribution to the City by increasing or retaining jobs and/or adding capital investment. Market Lodi as a tourist and business lodon. City staff has determined a Marketing Strategy is needed to identify target industries and specific businesses most compatible with our local economy. Resources available for madceting our community are finite. Temptations are always present in this arena to spend time and money on promotional/ incentive effbrts thd, while superficially appealing, do not provide a satisfktory retum for the effort expended. A professional Marketing Strategy will identie Lodi’s strengths and weaknesses to determine our market niche as well as business types best suited to fill that niche. The City of Lodi’s marketing efforts will them focus on retaining and attrachn . g these businesses through the use of appropriate incentives and land use policies. Using marketing techniques described in the Strategy, the successfd retention and athadon of targeted businesses will provide a superior return for the effort expended. Components of the Strategy itself may serve to convince potential businesses that markets exist for their spedic products or services in the Lodi region. ACTION STEPS The following action steps have been identified: 0 Prepare Request for Proposals for preparation of Marketing Strategy Select consulting firm and prepare contract for services Conduct inventory and market analysis of commerciaUretai1 and industrial uses 0 Critique of draft Marketing Strategy with City staff 0 Present final document to City Council for review and adoption 0 Time Me: six to nine months RESPONSIBLE DEPARTMENT Economic Development Director Tony Goehring will take the lead on this project. FINANCIAL AND STAFF RESOURCES ALLOCATED Cost: estimated cost of this study is $20,000 OUTCOMElFINAL PRODUCT A Marketing Strategy will contain the following features: A Market Analysis of commercialhetail and industrial uses in the City of Lodi. A determination of Lodi’s strengths and weaknesses in order to identify our market niche and the businesses that are best suited to fill that niche. Update and revision of industrial site survey and inventory sheets. Update and revision of city-wide and downtown commerciaVretai1 space survey and inventory sheets. Preparation of professional promotional materials i.e., trade publication ads, enhanced interactive economic development web page. 1997-99 FINANCIAL PLAN AND BUDGET MAJOR CITY PROJECT - Zoning Ordinance omcm Prepare a comprehensive, professional Zoning Ordinance for the City of Lodi. BACKGROUND AND WORKSCOPE The zoning code for the City of Lodi was originally adopted in 1952. It has been amended 60 times since then. The intent of this project is to repeal the old zoning code and enact a new comprehensive, complete and internally consistent zoning code for the City of Lodi. A number of existing sections of the cment Zoning Ordinance are not consistent with the City General Plan, are not to date with current planning thought, or are no longer appropriate. City staff must pursue amendments to the code for these issues. Due to the quantity and timing of this work, a comprehensive approach to the entire ordinance is required. ACTION STEPS The following action steps have been identified: 0 Prepare Request for Proposals for preparation of a Zoning Code Select consulting fm and prepare contract for services Form a citizens committee to assist staffand consultant Conduct inventory of all land uses in the City of Wi Critique draft of the Zoning Code Present final document to Planning Commission and City Council for review and adoption Time frame: approx. 18 months RESPONSIBLE DEPARTMENT Community Development Director Rad Bartiam will take the lead on this project. FINANCIAL AND STAFF RESOURCES ALLOCATED Cost: estimated cost for developing the new ordinance is $50,000 OUTCOME/F"AL PRODUCT A comprehensive Zoning Ordinance for the City of Lodi: Will be internally consistent 0 Will be clear and easy to understand Will reflect the level of quality the community expects Will implement the goals of the General Plan 3-27 1997-99 FINANCIAL PLAN AND BUDGET MAJOR CITY PROJECT - Develop Green Belt Policy OBJECTXVE To establish a policy for the development of a green belt around the City of Lodi. BACKGROUND AND WORKSCOPE One of the distinguishing and positive features of Northern California communities is the physical separation of cities by agricultural or open space areas. There are exceptions to this standard. In the Bay Area, cities do meld together. However, in heavily urbanized regions such as this, there is a concerted effort to designate remaining undeveloped lands and establish permanent preserves or long-term restrictions on land use for open space purposes. The City of Lodi has a distinct community identity and sense of place which most citizens recognize as “assets” that must be preserved. It is felt a similar form of green belt around Lodi would help protect these assets. In fact, the City’s General Plan contains several goals and policies that encourage balanced growth and agricultural preservation. ACTION STEPS The following action steps have been identified: Prepare Background Study Critique of draft Green Belt Policy with City staff Present frnal document to City Council for review and adoption Time frame: approx. 18 months RESPONSIBLE DEPARTMENT Community Development Director Rad Bartiam will take the lead on this project. FINANCIAL AND STAFF RESOURCES ALLOCATED This project will be completed using Community Development Department Staff. OUTCOME/FINAL PRODUCT A green belt policy for the City of Lodi will: Identify opportunities and constraints Provide a background analysis of the issues Outline various options from which the project can be implemented Furnish a set of recommendations in order to proceed 1997-99 F”ANCIAL PLAN AND BUDGET ~~~ MAJOR CITY PROJECT - Information Systems Development - Implement Strategic Plan OBJECTIVE Implement a comprehensive Information Systems Strategic Plan for the City of Lodi. BACKGROUND AND WORKSCOPE The City is evaluating 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 fbrther refmements 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 must consider the following options: 0 Acquire new hardware and sohare Contract for information service needs Hire additional staf€ and write software programs These changes will substantially transform City business practices. All options will be evaluated in terms of cost, benefit, and need. ACTION STEPS The following action steps have been identified in the COMSUL Strategic Plan Report: Upgrade Telephone System - the present system is effectively at capacity and requires upgrades to allow further lines, Increase Central Support - augment current staff with an additional position. Upgrade Financial Systems - this includes a new utility billing system plus a variety of finance packages, e.g., accounting, budgeting, payroll. Selection of these packages will be carefully evaluated on an individual basis using a cost-benefit approach. Upgrade A!3/400 and Local Area Network (LAN) Hardware & Software, and Connect City Facilities - 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. Increase Training - new software requires trained staffto take full advantage of the full range of capabilities of these programs. Begin work on Geographic Information System - the City Engineer will continue to explore this option and report back when a specific program has been shaped. Provide Expanded, Automated Information for Public - an interactive voice response system will make a vast array of information available to the public 24 hours a day. Time frame: 3-5 years. RESPONSIBLE DEPARTMENT Deputy City Manager Janet Keeter will guide implementation of the plan. F'INANCIAL AND STAFF RESOURCES ALLOCATED Cost: estimated costs of these upgrades - exclusive of Financial Systems Upgrade and Geographic Information System - approx. $500,000. Cost of Financial Systems Upgrade and Geographic Information System is unknown at this time and will depend on options selected. OUTCOMEYFINAL PRODUCT A fully implemented Idonnation Systems Strategic Plan will contain the following features: Improved levels of communication between & City of Lodi employees using the diversified forms of 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 Lodi 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. 1997-99 FINANCIAL PLAN AND BUDGET MAJOR CITY PROJECT - Downtown Theater and Parking Structure OBJECTIVE Construction of a Downtown Theater and Parking Structure complex. BACKGROUND AND WORKSCOPE A downtown theater is a key feature of a revitalized downtown. The introduction of a significant new structure for entertainment purposes would be welcomed by the people of Lodi for its own sake. However, the spin-off benefits are arguably greater than the theater itself. This multi-screen theater will generate vital foot traffic essential for the success of other downtown businesses. The downtown theater also encourages the introduction of new correspondent entertainment venues, specialty shops and restaurants. This entire project is contingent upon the construction of a multi-level downtown parking structure to accommodate theater patrons. It will also include capacity to accommodate a percentage of customers for downtown businesses - or at least for those businesses located within an acceptable wallcing distance of the structure. ACTION STEPS The following action steps have been identified: Prepare financing plan for parking structure construction Theater and parking structure site acquisition Theater and parking structure design Theater and parking structure construction Marketing and promotion of completed project RESPONSIBLE DEPARTMENT Community Development Director Rad Bartlam will take the lead on this project with assistance from Economic Development Director Tony Goehring and other staff. F'INANCIAL AND STAFF RESOURCES AUOCATED Cost: estimated cost of the parking structure is $2.5 million - financed in part by contributions from the theater developer, land sales, section 108 loan paid back by CDBG funds, and business recruitment incentives. OUTCOME/FINAL PRODUCT A multi-screen theater and parking structure may contain the following features: Twelve screen cinema 0 250 +/- stall parking structure Increased pedestrian traffk volume, and increased sales for downtown merchants A greater sense of "place" for the downtown area - a recognition on the part of more people that downtown Lodi is a destination and a point of interest 8-31 1997-99 F"AWCL4.L PLAN AND BUDGET MAJOR CITY PROJECT - Central City and Cherokee Lane Revitalization OBJECTIVE The economic revitalization plan approved by City Council in December 1994 contains the following objectives regarding Central City and Cherokee Lane Revitalization: Preserve, enhance and promote the financial stability of the downtown. Provide an attractive entrpay on Cherokee Lane and build a base for further improvements. Promote and preserve economic stability to attract and retain business. BACKGROUND AND WORKSCOPE Central City Revitalization Element City Council adopted six objectives relative to this element: 1. 2. 3. 4. 5. 6. Focus public investment to create an attractive pedestrian environment. Enhance the visual charactei and identity of the downtown. Initiate a downtown directional and entrance sign program. Establish incentives to encourage reinvestment in existing buildings and businesses. Promote downtown specialty retail, restaurant, entertainment and cultural uses. Tap the potential of the transit station and adjacent Southern Pacific lands to stimulate private investment. Essentially, all of the above objectives have been initiated or completed to varying degrees. The physical transformation of School Street will be completed in calendar 1997. Reinvestment incentives have been developed and adopted by City Council. Contained within this list of major projects is the theater and parking structure which will act as a principal new entertainment use. The multi-modal station on Sacramento Street will be underway in 1998. Several questions remain which fiame the issue of the level of continuing effort this community will invest in this new environment: Should a Business Improvement Area (ELLA.) be formed to unite and market the downtown as one entity? Should the Farmer's Market be transformed and relocated to a more defined physical structure closer to the multi-modal station? The completion of a Marketing Strategy will indicate refinements in direction, work, and activities that should take place Downtown. Cherokee Lane Beautification Element City Council adopted three objectives relative to this element: 1. Improve streetscape and lighting conditions. 2. Establish development standards and guidelines that improve the appearance of buildings and businesses. 3. Encourage and accommodate lodging, auto and support businesses. B3z Once again, the above objectives have been initiated to a great degree. The physical transformation of Cherokee Lane will be completed in calendar 1997. The new Zoning Ordinance will provide for standards that will improve the appearance of properties and buildings on Cherokee Lane. In harmony with the envisioned character of Cherokee Lane, further development is anticipated in the area for support businesses. The remaining issue relative to these elements is the continuation of efforts to the point of “full completion”. It can be argued that no place in any city is ever fully completed - all areas are in varying states of development and change. However, after all contract work is finished, two areas of emphasis for this project will be: 1) Long term management of all improvements. 2) Ensure all funding is clearly enumerated and understood to support the continuation of all future improvements and programs. ACTION STEPS The following action steps have been identified: Complete all contract work Dowritown and on Cherokee Lane. 0 Engage downtown merchants in a dialogue regarding the creation of a B.I.A. 0 Use the Marketing Strategy to determine target industries/ business for Downtown and Cherokee Lane. Develop promotional programs based on identified target industries to encourage investment Downtown and on Cherokee Lane. RESPONSIBLE DEPARTMENT The various elements of this project will require contributions from several departments. Economic Development Director Tony Goehring, Community Development Director Rad Bartlam, the Public Works and Police Departments will all play roles in this project. FINANCIAL AND STAFF RESOURCES ALLOCATED $4 million has been appropriated for Downtown and $4 million for work on Cherokee Lane. Council has set aside $5 10,000 for downtown economic incentives, facade improvements, and maintenance. Ua B.I.A. forms downtown, it will fund anticipated costs of promotional activities in this area. OUTCOME/FINAL PRODUCT 0 0 A financially stable downtown with enhanced activity. An attractive Cherokee Lane that strengthens the appearance and image of the entire Lodi community. A stable economic base that will retain and attract further commercial activity . A greater sense of “place” for the entire community - a recognition on the part of more people that the City of Lodi is a destination point. 8-33 1997-99 FINANCIAL PIAN AND BUDGET MAJOR CITY PROJECT - Fire Emergency Service Plan OBJECTIVE Prepare a comprehensive Fire Emergency Service Plan for the City of Lodi. BACKGROUND AND WORKSCOPE This plan involves a complete audit of the Fire Department - its stated goals, objectives and service levels. It focuses on in-house operations and how they are directed toward providing value for the Lodi community. Residential and commercial growth progressing west of Lodi intensifies the need to study the level and form of service that should be provided to this area. This plan will provide direction regarding the department’s organization, staffing levels, facilities and equipment required to provide emergency fire and rescue services city-wide. It will also assess the potential to pmer, privatize and contract for services with other agencies or the private sector - should the opportunity for these changes become feasible. ACTION STEPS The following action steps have been identified: .I Assign staff for preparation of Fire Emergency Service Plan Conduct inventory and analysis of Fire Department staf€ and facilities Critique of draft plan with department staff Present final document to City Council for review and adoption Time frame: a rough draft is anticipated for the midpoint of FY 97-98. RESPONSIBLE DEPARTMENT Fire Chief Scott Kenley will take the lead on this project, but all Fire Department staff are working towards its completion. FINANCIAL AND STAFF RESOURCES ALLOCATED This project will be completed using Fire Department Staff, OUTCOME/FINAL PRODUCT The Fire Emergency Service Plan will contain the following features: Strategic Plan for Fire Department manpower and facilities distribution and utilization Identification of risks of emergency services to different areas within the City of Lodi Recommended options based on needs assessment contained in the Plan 8 -3y 1997-99 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. BACKGROUND AND WORKSCOPE Risks associated with electric utility industry deregulation make this 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/ regulation, the City's fmancial projections, debt structure, customer service needs, power generation, transmission and distribution assets. To remain competitive in a deregulated environment, the City must significantly change the way it conducts business to meet competitive challenges. This may require additional reorganization of the electric utility, a change in relationships with other agencies, developing new public/private partnerships, changes in existing business practices or developing new services. ACTION STEPS The following action steps have been identified: 0 0 0 0 0 Prepare RFP for preparation of Electric Utility Strategic Master Plan (completed) Select consulting firm and prepare contract for services (complete for first phase) Develop dynamic competitive position model (completed) Conduct inventory and analysis of Electric Utility goals, policies, Ming, organizational structure, equipment, facilities, workflow, work load and customer satisfaction levels (ongoing) 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. FI"CIAL AND STAFF RESOURCES ALLOCATED Cost: estimated cost of plan preparation is $50,000. OUTCOME/FINAL PRODUCT A plan 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 emerging opportunities, including: = Organizational realignment assessment a Current competitive position (dynamic model) 3 Marketing opportunities and strategic alignment a Financial plan and long term risk assessment 6-35 1997-99 F”CLAL PLAN AND BUDGET MAJOR CITY PROJECT - Water/ Wastewater Utility Service Improvements OBJECTIVE Develop policy guidelines for replacement and frnancing of deteriorated water and wastewater utility infrastructure throughout the City of Lodi. BACKGROUND AND WORKSCOPE Like most communities in No& 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 difficult. The solution to this problem is development of policy guidelines 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 DeveIop plan for coordination with streets /alleys and other utilities Evaluate two major options for replacement: = small replacement projects - “pay as you go” annually 3 large scale projects - debt finance, execute every 5, 10 or 15 years Critique of policy draft with City staff Present fmal document to City Council for review and adoption Time frame: actual implementation of infrastructure improvements will take place over 20 years “plus”. RESPONSIBLE DEPARTMENT The Public Works Department will be responsible for project implementation. FINANCIAL AND STAFF RESOURCES ALLOCATED Cost: the estimated cost of preparing this policy is $20,000. OUTCOME/FKNAL PRODUCT Policy guidelines for replacement and financing of deteriorated water and wastewater utility infrastructure would contain the following features: Costs associated with required work PriorityAreas Implementation Plan 1997-99 FINANCIAL PLAN AND BUDGET ~~ MAJOR CITY PROJECT - Public Safety Building Remodel OBJECTIVE A complete remodel of all work spaces and facilities in the Public Safety Building. BACKGROUND AND WORKSCOPE The Public Safety Building is over 30 years old. It has many mechanical and design deficiencies. Remodeling this building is estimated to cost $1.6 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. EKONA Consultants is preparing to develop a Public Safety Building long-term plan. Presentation to Council is planned for early FY 97-98. 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. Critical areas will be addressed fust: A.D.A. compliance, WAC retrofitting, redesign of dispatch center, interior and exterior security deficiencies, redesigned shooting range and classroom that Will accommodate 70 - 80 people. 0 ACTION STEPS As described in the Council adopted budget policies, Capital Improvement Projects will progress through the following phases: Designated - set aside funding for future project development. Public Safety Building Study - includes concept design, feasibility analysis, schematic design, scheduling, specification preparation. Design - includes final design, plan and specification preparation, and construction cost estimation. Construction - bid administration, construction, project management, inspection and close-out. RESPONSIBLE DEPARTMENT Police Chief L.arry Hansen, Fire Chief Scott Kenley and the Public Works Department will take the lead. FINANCIAL AND STAFF RESOURCES ALLOCATED Cost: estimated $1.6 million or higher OUTCOMEATNAL, PRODUCT A plan will contain the following features: Complete retrofit of WAC system. Redesigned shooting range with new air handling system and automated target retrieval system. Possible relocation of entire range to a different site. Classroom facility and new locker rooms. Full compliance with Americans with Disabilities Act requirements (not just elevators - wheelchair access to all spaces) Comfortable, secure areas for citizens waiting for, and communicating with, public safety officers. Quick access for Firefighters to vehicle bays. B -37 Section C COMMUNITY PROW 1997-99 FINANCIAL PLAN AND BUDGET This Section provides valuable information on the community including: History Population Housing principal Employers Economy Agriculture Location & Climate Type of Government General Informarion on the Various Activities Sketches on Major Capital Projects Performing Arts Center Downtown Revitalization Cherokee Lane Beautification Indoor Sports Facility Special Events c-1 600,000 500,000 400,000 300,000 200,000 100,000 0 1 991 -92 1992-93 1993-94 1994-95 1995-96 City Population I County Population POPULATION The City of Lodi population is 54,700 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 2Oh per year until the growth limits are reached. Source: State of California, Department of Finance, Demographic Research Unit In 1901 the Hill family moved into this house, then located on School Sfreef amss from the Lodi Post Office. As the crty 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 Community, he left the house and its contents in a hst wfth 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, wfth its Vicfonan anhitecfure and lovely gardens. HOUSING The San Joaquin County property tax rate is 1 .OO%. Distribution of the property tax is .3I0h to Schools, .16% City of Lodi, -22% County General, .27% Education Relief Augmentation Fund and .04% for County Flood Control, MosquitoNector Control and Water Conservation. The mediawaverage priced home in Lodi is $160,527.00.' The property tax would be $1608.80, of that amount $529.65 would go to Schools, $263.73 City of Lodi, $348.55 County General, $443.54 EMF and $23.33 Other County Services. The amount of property tax received by the City of Lodi is distributed as 50% or $1 31.87 to the General Fund, 30% or $79.12 to Capital Projects and 20% or $54.75 to the Library. Property Tax Other 4% schools County City of Lodi 22% 16% City of LodiShare of Property Tax 50% 40% 30% 20% 10% 0% General Fund Captal Projects Library 1 PRINCIPAL EMPLOYERS Employer Activity Employees Lodi Unified School Dist. Education 2,247 General Mills Cereals and Food Mixes 052 Lodi Memorial Hospital Health Care 650 Pacific Coast Producers Can Manufacturer and Cannery 530 City of Lodi Government 407 Wal-Mart General Merchant 226 Target General Merchant 200 Valley Industries Trailer Hitches 191 farmers and Merchants Bank 3anking 183 Interlakellodi Fab Machine Fabrication 170 Of Lodi's employed population, 20.98% are employed in professional semices, 19.76% retail trade, 16.67% manufacturing, 7.98Oh 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 ECONOMY .7 The main industry of the Lodi District is agricutture. Lodi-Woodbridge wine'grape region spans over 45,000 acres. More than 40 percent of the state's Zinfandel come from this area and other popular varieties include Cabemet Sauvignon, Chardonnay, and Merfot. 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 Lodi is one of the top 10 richest agricuttural sites in the country. Principal crops include grapes, chemes, peaches, plums, walnuts, almonds, asparagus, celery, tomatoes, spinach, potatoes and onions. In addition , Lodi is one of the largest wine grape producing areas in the U.S. and has the largest group wineries. The 11 largest wineries have a combined capacity of over 40,000,000 gallons. In 1956, Lodi was given the distinction of "appellation 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." I i I ', i //i LOCA TI0 N As the northem-most city in the San Joaquin County, Lodi bridges the areas of Northern and Central California and places it in the path of a dynamic growth conidor 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 US. Highway 99 and is easily accessible to Interstate 5. 73" 44" 92" 780 54" 53" 44" 36" CUMATE Lodi enjoys a mild year-round cilmate. Summer brings warm, dry days and nights while the winten 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. 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 Council; the day-to-day operations of the City and its employees are the responsibility of the City Manager c- s PUBLIC SAFETY The City provides emergency 91 1 telephone and maintains 3 fire stations, staffed with 48 firefighters and 1 police station, staffed with 77 police officers and 16 reserve officers. Lodi Fire Deparfmenf provides a diverse level of service to its citizens, ranging from emergency operations to public education programs. Firefighters provide emergency medical services to the EMT-Defibrillator level. The Fire Department participates on a County regional hazardous materials response team and are leading in the development of technical rescue capabiliiies on a County wide scope which provides for technical services for speualhed type emergencies or disaster. Lodi Police Department specialized units indude; SWAT, hostage negotiations, street uimes, 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 700 senior volunteers. Police Department ranked number two nationally, in the national neighborhood night out program and has received national recognition of it's child kidnapping procedures . c- 4 . -- Transportation Lodi is located on the mainline of the Southern Pacific Railway. Central California Traction Company provides interline service with Western Pacific, Sante Fe and Southern Pacific. There are three major highways senn'ng Lodi, Interstate 5, Highways 99 and 12. Stockton Metropolitan Airport is located 14 miles south at Highway 99 and Airport Way. Bus service includes Greyhould Bus lines, SMART bus fixed route service based in Stockton and Grapeline fu<ed route bus service based in the City. The Stockton inland deep water seaport is {ocated 14 miles south at Interstate 5 and Weber Avenue, in the City of Stockton. STREETS The Public Works Department maintains 170 miles of streets, 16 miles of alley ways, 4534 street lights, 49 traffic signals, 4,750 signs and sweep 338 miles of curbs and alleys. They also maintain 5,140 trees, 56 species, and remove 7000 cubic yards of leaves November thru January. The City of Lodi provides storm drainage senn'ces for the Lodi area, with 102 miles of storm drains, 2,799 catch basins, 14 pumping stations, 45 pumps and 8 retention basins. Large Enough to Meet Your Needs. . . Smail Enough to Care Electric Utility The City of Lodi has owned and operated the electrical distribution system which has served residential, commercial and industrial customers within the city limits since 191 0. Today's 22,538 customers are served by four substations. The electric load mix is Industrial 24.5%, Commercial 36.4%, Residential 36.7% and City 2.3%. All electric power is currently purchased by the City in bulk from two sources, Northern California Power Agency (NCPA) and the Western Area Power Administration (WAPA). In anticipation of increasing power costs, the city joined NCPA for the purpose of finding and developing new sources of affordable power. Through NCPA, the city is a participant in two geothermal projects, a hydroelectric project and two gas turbine projects. An aggressive electric rate incentive program has been develped and proposed in conjunction with the downtown revitalization project. Incentive rate packages have been developed for new businesses in an attempt to bring them to the City, as well as new incentives to existing customers to make business expansion more economical. Water Utility The City of Lodi provides municipal water service within the City limits. The water is 100 % from ground water pumped by approximately 25 wells, producing 4.5 billion gallons per year. There are 23,000 customer service lines, 3,500 water valves, 1,675 fire hydrants and 900 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 Utility The City of Lodi maintains 165 miles of wastewater lines, 3,650 manholes, 7 domestic pumping stations, 23,000 service laterals and operates one wastewater treatment plant with average daily treatment at 6.0 MG and maximum daily capacity at 8.5 MG. LEISURE The City has 263 acres of developed parks and 110 acres of undeveloped parks. The amenities at the various parks vary including swimming pools, tennis count, playgrounds, boat ramp, handball, basketball, valleyball courts, horseshoe pits and ball parks. The City enjoys one lake within the city limits. Lodi Lake offers camping, boating, picnicing and swimming. The Mokelumne River riparian habitat is home to a great variety of wildlife. Walking along the nature trail on the northeast side of the lake, hikers will see many species of birds, mammals, reptiles and fsh. Performing Arts Center The project is construction of an 800 seat conferencing/performing arts center in Lodi. This will promote local and regional interest in the performing arts through the production of plays, recitals and concerts. When completed, it will provide conference facilities for the area to benefit commercial activities such as restaurants, hotei/motels, speciatty stores and other services. The Center will enhance the quality of life, and increase the desirability of the City as a community to maintain and establish a business and to live and raise a family. Downtown Revitaliation This capital project includes streetscape, lighting, street trees and street arches to promote economic revitalization of the downtown business core and Cherokee Lane. The project combined with other business incentives described in the Central City Revitalization Plan have been developed as the result of community, staff and City Council participation in several "town hall" meetings to develop a vision for the historic, business and social center of Lodi. Cherokee lane Beautification indoor Sports Facility The objective of this capital project is to develop a plan to provide an indoor/sports facility for the residents of Lodi for indoor recreation activities. A citizen support group has been formed to establish a non-profit foundation to rake funds to finance this project and to offset the City's cost. 'Town hall meetings" will be held to select a site, determine facility uses and develop financial strategy. C-I5 Grape and Wine Festival The Grape and Wine festival is a major attraction in Lodi. Held early September, the festial highlights grape murals, local wines, grape products and art exhibits. Fieid & Fair Days Field & Fair Days is an annual event in Lodi. The Labor Day event features hot air balloons, a pancake breakfast, 5 or 10K run, foot races for kids, local dancers and numerous field events. Lodi Street Faire is held in May and October. This event consists of closing downtown Lodi streets for vendors to display their wares. Everyone enjoys strolling down the streets, listening to the music and eating the treats. c-I G l997-99 FINANCIAL PLAN AND BUDGET OPERATING AC'JWITDB OVERVIEW This section lists and describes those Activities authorized to deliver services and are orgaruzed by mission. This format allows the City to present the budget based on: * Policies and goals which clefme the nature and level of services required without emphasizing Department organization and turf co11cef1ls. * 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 City-wide 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: * Publicsafety * Leisure, Cultural and Social Services * PublicUtilities * Community and Economic Development * Transpartation * GeneralGovenunent Program - A grouping of related activities within a funciional area such as police protection within Public Safety or elecbic service within Public Utilities. Actmities - The basic unit of service delivery provided to accomplish missions, goals, and objectives. Task - Significant sub-activities condud to deliver services. The following is an example of the relationships between Missions, Programs, Activities, and Tasks: Mission: Public Utilities Program: Electric Service Activity: Electric Utility Administration Task: Supervision of Department staff D-l 1997-99 FINANCIAL PLAN AND BUDGET OPERATING ACTlYFIlES Mission and Prwram Reswnsible office Pt' Q Fundine Source mlic safety Police Protection Fire safety Other Safety Services Public utilities Wastewater Utility Services Water Utility Services Elecaic utility services streets and Flood Control street Lights Municipal Transit System Leisure, Cdtund and Sociai Services Park and Recreation services City Library Childcareservices Tnusportation community center plannine Consrmction Deveiopment: Engineering Construction Regulation Community and Economic Devekopment Economic Development Legislation and Policy GeneralAdministrati on General Government City Manager Public Works Adminisa;lti on Legal services Records Admin& Elections Administrative Services Human Resources Administrati on RiskManagement Information Systems Finance Administrati on Field Services Building Maintenance organizational support services Police Fire Public Works Public Works Public Works Electric Public Works Elecnic utility Adrmmsaatlon .. . Parks and Recreation Library Adminisna tion Adminisnati on CommUnity Development F'ublic Works Community Development Adminisnaa 'on City Clerk Administra tion Public Works City Atrorney City Clerk FiIUIKZ Public works wmm- and Motor Pool General support Administrati on General Liabiity H~manResources OtherInsUrance Human Resources Benefits Administration HumanResources Public Works Non-Departmd General Fund General Fund General Fund Sewer Fund Water Fund Electric Fund General Fund General Fund Transit Fund General Fund Library Fund General Fund Camp Hutchins General Fund General Fund General Fund General Fund General Fund General Fund General Fund Ged Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund Self Insurance Fund Self Insurance Fued Benefits Fund D-2 1997-99 FlNANCIAL PLAN AND BUDGET OPEXATING 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 Pnmary Fund Source Activity Descrpltion - Activity purpose, goals and objectives are descrii in this part. Activity Costs - Four years of historical and projected expenditures for the last fiscal years, the actual for 1995-96, the ment Budget for 1996-97, the Requested 3udget for 1997-98, and the Proposed Budget for 1998-99. 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 axts, benefits, and overtime) paid through the City's payroll system. Utilities and Communications - All expenditures for utilities and communications. Supplies, Materials & Services - All expenditures for the purchase of supplies, material and services necessary for the ccmduct of day-today operations. Work for Others - All expendhues for work performed that is reimbursable to the City. Minor Ecrurpment - Expncbures for all purchases of equipment greater than $3,000 but less than $lO,ooO. New capital purchases or projecs with a cost in excess of $lO,ooO are included in the appropriate capital improvement budget. Other - Errrpenditures for special purposes payments such as taxes, donations, etc. Staffing Summary - A sv of actual, budgeted, requested and proposed staffing. This is a four year summary of authized regular positions by activity. As such, staffkg 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 hir time. For emrprise fund employees the "whole person, whole piace" rule is for the total enterprise furad, i.e. employee time may be distriiuted based on level of effort. Si Expenditure and Staffing Changes - This section provides a summary of any significant expendime and staffing changes. A significant expenditure and staffing change is defined as a change that meets the following criteria: * Anychangeinregularstaffing * 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 tha~ 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, including Capital Improvement Budget projects that will be managed by the Activity. D-3 J.997-99 FINANCIAL PLAN AND BUDGET EXPENDTURESUMMARIES OVERVIEW The foilowing 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. * Summarizes operating expenditures at the mission and program level Expenditures By Activity * Summarizes operating expenditures at activity and groups these expenditures by program and mission D-4 1997-99 FIBANCIAL PLAX Ah?) SUMMARY OPWTING BUDGET BY MlSSION 1995-96 1996-97 1997-98 1998-99 Revised Ciq Mngd Ad Budget Approved Proposed Public Safety Police Protection Fire Safev Other Safety Services Total Public Safety Public Utilities Water Utility Services Wastenvater Utiiity 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 Social Services Total Leiiure, Cultural & Social Services Community & Economic Development Planning Construction Development 6,645, I62 6,971,421 7,569,630 7,744,950 3,506,606 3,471,550 3.43 7,945 3,507,087 .. 14,965 14,925 32,155 32,155 10,166,733 10,457,896 11,039,730 11,284,192 2,402,983 2,183,485 3,344,253 3,102,908 2,803,386 2,666.139 2,783,455 2,742,975 .. ,. 8,930,460 13,316,287 13,298,836 15,027,910 14,776,343 8,109,918 8,449,2 12 8,900,202 2,099,303 2.437.377 2.371.025 2,4 1 0,170 .~ ~~ 747,945 725,641 1,022,260 1,074,831 2,847,248 3,163,O I8 3,393,285 3,485,OO 1 618,011 627,796 666,450 677,830 408,509 457,842 420,500 413,780 1,17 1,099 1,180,715 1,263,411 1,226,650 1,633,280 1,878,613 1.880.566 1,889,576 ., 132,323 148,450 191,629 187,494 3,963,222 4,293,416 4,422,556 4,395,330 3 12,900 334,077 409,121 497,773 1281,091 1,459,625 1,475,144 1,559,399 .. Economic Development 208,301 404,790 422,049 228,076 Total Community & Economic Development 1.802,292 2,198,492 2,306,3 14 2,285,248 General Government Legislation and Poiicy General Adminimation Legal Services City Clerk Services AdmMve Services Organizational Support Services Non-Departmental Services Total General Government 81,810 79,75 1 90,280 9OJSO 561,921 593,672 693,688 718,901 241,210 246,738 270,145 277,081 150,175 156,950 173,791 192,431 2,13 1,790 2,200,3 19 2,293,262 2,345,695 1,798,009 1,4783 10 1,78 1,709 1,798,074 4,179,698 3,698,687 4,184,370 4,303,278 8,825,113 8,757,826 9,503,610 9,725,674 TOTAL OPERATING BUDGET 40,920,896 42,169,484 45,693,405 45,951,788 D- 5 1997-99 FI"CL4L PLkV AND SUMMARY OPERATING BUDGET BY ACTIVrrY 1995-96 1996-97 1997-98 1998-99 Revised City Mngd Actual Budget Approved propo~ Public Safety Police Protection Police Administration Police Operations Police Investigations Animal Shelter Fire Administration Fire Life and Safq Training Special Services Other Safety Services Graf€iti Abatement Fire Safety Total Public Safety Public Utilities Water Wastewater Eleceical Water Utility Services W- Utility Services Electric Utility Services Total Public Utilities Transportation Streets and Flood Control Sm Maintenance Street Trees Parking Lot Maintenance Storm Drains Transit set Cleaning Transit Total Transportation Leisure, Cultural & Social Services Parks and Recreation Parks and Recreation Commission Parks and kcrearion Administration Yomeen Sports Indoor/Outdoor Activities Aquatics Adult Sports Concessions Park Division Lodi Lake Park Park Maintenance Park Naturalist Equipment Maintenance Redon Division specialty Classes 830,963 4,216,885 1,508,881 88,430 3,187,254 200,999 73,257 45,097 14,965 10,166,733 894,924 4,6 12,O 17 1,377,600 86,880 2,999,600 225,495 95,550 150,905 14,925 10,457,896 820,665 4,717,460 1,9360 15 95,490 3,026,444 192,199 140,730 78.572 32,155 11,039,730 827,970 4,848,200 1,975,165 93,615 3,090,366 196,356 139,474 80,891 32,155 11,284,192 2,402,983 2,183,485 3,344253 3,102,908 2,803,386 2,666,139 2,783,455 2,742,975 8,109,9 18 8,4492 12 8,900,202 8,930,460 133 16,287 13,298,836 15,027,910 14,776,343 1,701,893 1,847,245 1,836,985 1,843,550 35,440 188,383 135,400 136,000 157,313 169,718 165,795 195,650 53 10 7,155 6,500 6,500 199,348 224,876 226,345 228,470 747,945 725,641 1,022,260 1,074,83 1 2,847,248 3,163,O 18 3,393285 3,485,001 4,719 613,292 107,156 45,996 134,897 76,846 20,523 23,090 152,649 478,340 95,039 116,640 7,100 4,800 4,800 620,696 661,650 673,030 12 1,360 112,565 112,845 69,390 40,865 37,215 144,637 147,445 144,095 76,305 77,875 77,875 26,150 19,750 19,750 20,000 22,000 22,000 164,240 159,830 158,280 477,575 488,205 488,280 50,495 71,396 7 1,400 110,933 123,235 115,235 D- 6 1997-99 FINANCIAL PLk! AhJ SUMMARY OPERATING BUDGET BY ACTIVITY 1998-99 1 1997-98 1995-96 1996-97 Revised City Mngd Actual Budget Approved Proposed Parks - Sports Facility Maintenance 328,430 377,472 420,745 393,455 Revised City Mngd Actual Budget Approved Proposed Parks - Sports Facility Maintenance 328,430 377,472 420,745 393,455 Cultural Services Libmy Board Library Cultural Activities - Community Center Afterschool Playgrounds Camp Hutchi social services Total Leisure, Cultural & Social Services Community & Economic Development Planning Community Development Commissions Cumnt and Advanced Planning Code Enforcement Building and Safii Engineering Economic Development Economic Deveiopment Construction Development Total Community & Economic Development General Government City Council City Manager Public Works Administration City Attorney City Clerk Services Records Adminiion Election Adminidon Adminiive Services Personnel Services Risk Management Finance Administration Accounting Services Revenue Services Data Processing Information Systems Coordinator Purchasing Legislation and Policy General Administration Legal SerVicK Organizational Support Services Field Services Building Maintenance Equipment Maintenance & Motor Pool Non-Departmental Services General Support General Liability otherlnsurances Workers Compensation Charges 678 3,795 953,209 1,006,860 555,308 712,461 124,084 155,497 132,323 148,450 3,963,222 4,293,416 5,618 7,745 307,282 326,332 48,934 86,761 433,526 478,451 798,631 894,413 208,301 404,790 1,802,292 2,198,492 81,810 292,067 269,854 241.2 10 148,990 1,185 303,104 48,349 298,45 1 305,392 546,504 3 15,560 61,792 252,638 288,530 520,6 1 1 669,369 347,20 1 565,462 19,404 837,848 D- 7 79,751 331,627 262,045 246,738 14 1,030 15,920 276,052 75,195 275,417 360,246 548,773 330,725 65,255 268,656 323,524 555,936 902,249 287,336 410,225 20,475 850,641 5,000 5,050 990,533 999,500 730,547 729,743 154,486 155,283 191,629 187,494 4,422,556 4,395,330 9,825 9,915 399,296 487,858 140,740 143,094 444,704 449,105 889,700 967,200 422,049 228,076 2,306,3 14 2,285,248 90,280 416,713 276,975 270,145 172,396 1,395 3 10,085 93,26 1 257,700 366,726 579,l I9 349,355 80,044 256,972 3 16,810 61 3,649 867,6 15 3 12,828 7 15,000 43,300 827,442 90,280 437,196 281,705 277,081 174,781 17,650 3 10,085 93,261 258,365 41 8,406 580,197 349,355 77,266 258,760 3 16,745 613,649 867,615 3 2 1 ~ 196 715,000 43,300 827,442 197-99 FINANCUL PLAN AND SUMMARY iPERATING BUDGET BY ACTIVrrY 1995-96 1996-97 1997-98 1998-99 Revised City Mngd Ad Budget Approved Proposed 2,409,783 2,130,o 10 2,285,800 2,396,340 8,825,113 8,757,826 9,503,610 9,725,674 Total General Government TOTAL OPERATING BUDGET 40920,896 42,169,W 45,693,405 45951,788 Benefits Adminidon D- 8 PUBLIC SAFETY other Payments Total ACTIVITY: DEPARTMENT: 3,480 19,494 830,963 894,924 820,665 827,970 Police Administration Police PROGRAM: Police Protection m: General Fund ACTNITY DESClUPTION 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 highlyqualified 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 mahain police department policies; prepare department budget; fiscal management and grant adminidon; 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 advity). Crime prevention and education. Develop and coordinate public relacions efforts to infonn and educate citizens regarding self-protection and prevention of victimization (20 percent of the activity). Personnelad * 'on. Coordinate and administer personnel policies and programs; advise and assist employees with personnel matters; maintain depamnent personnel records; process personnel actions and payroll changes (20 percent of tbe activity). D-9 PUBLIC smTY ACTIVITY. Police Administration DEPARTMENT: Police PROGRAM: Police Protection FUND: General Fund SIGNIFlCANT EXPENDITURE AND STAFFING CHANGES * 1997-98 EQuestrian unit subsidy ($4,470) MAJOR OBJECTIVES 1997-99 1997-99: 1997-99: 1997-99: 1997-99: 1997-99 1997-99 1997-99 1997-99 Expaod Community Oriented Policing Complete and Issue Revision of Department Policy and procedure Manual continue Police Pamrers Volunteer program Coordinate Legislation eEom Expaod Police Reserve officer propram Implement Mobile Data Terminals Implexnem Lap Top Computers Refine street crimes Unit Network with other City in crime prevention efforts RELATEDCOSTCENTERS Police Adminisaan 'on (10-103.01) Police "Partners" Volunteer Program (10-103.04) Crime Prevention Fair (10-103.10) D-10 PUBLIC SAFETY ACT'IVTIY: Police Operations DEPARTMENT: Police PROGRAM: Police Protection FUND: General Fund ACTIVITY DESCRIPTION The police operations activity maimaim public order, apprehends law violators, incarcerates crimimis, 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 efficiem traffic circulation; 4) freedom from crime for citizens and visitors to the City; and, 5) successful suppression of criminal conduct. This activity has six 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 paxking regulations (5 percent of the activity). Extraordinary police responw. Respond to major disturbances and high risk incidents, arrests, and searches (3 percent of the activity). Arudliary police admiddm6 'on. Manage, coordinate and mobilize volunteer officers based on the demand for service and staffing requirements (2 percent of the activity). Commdcations. Receive calls for public safety services @lice, fire and ambulance); dispatch and coordinate the public safety response; and maintain records of communication activity (l3 percent of the activity). Jail services. Receive, process, hold, care and feed prisoners booked into the Lodi jail (7 perced of the activity) D-11 PUBLIC SAFETY AC-. Police Operations DEPARTMEIW Police PROGRAM: Police Protection FUND: General Fund SIGNIFICANT EXPENDITURE AND STAFFING CHANGES *' 1997-99: County Wide Bomb Squad ($2,500) * 1997-98 Radar Unit replacement ($8,000) * 1997-98 Motorcycle emergency light system ($3,450) * 1998-99 Add Dispatcher/Jailer ($38,780) MAJOR OBJECTIVES * 1997-99 Promote Police-CommMity Partnership * 1997-99 Focus on Neighborhood and Business Districts Crime Prevention * * 1997-99 Educate the citizens to social problems * 1997-99 Expand Commrmity Oriented Policing 1997-99 Develop comprehensive interventions for gangs, drugs and bate crimes RELATED COSTCENTERS Police Operations (10-103.02) Auxiliary Police (10-104.01) Asset Forfeiture (23-103.01) Vehicle Theft (23.1-103.01) D-12 PUBLrC SAFETY ACTIVITY: Police hvestigations DEPARTMENT: Police PROGRAM: Police Protection m: General Fund ACTNITY DESCRIPTION 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 niminals; and, 4) freedom from crime and criminal activity for citizens and visitors to Lodi. This activity bas seven 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 inv&gations as required; and make arrests (30 percent of the day). Narcotics invedigations and suppression. Coordinate and conduct investigations of violations of Federal and Stare illegal drug regulations; and, identify, suppress and arrest persons engaged in the illegal man-, transpmrion, Mbution and/or use of conoroued substames (25 percent of the activity). Suppression of gang activities. Idenrify and develop contacts with gang members; develop programs to promote responsible and constructive activity and citizenstrip by young people; and, respood to community concerns and issues regarding gang activity (24 percent of the activity). Evidenceadmioistratr 'on. Receive, dog, organize and maimain evidence obcained during criminal i~vestigatiom for prosexmion of cdminal offenses (5 percent of the activity). Court Liaison. Coordinate and prepare documerns, reports and evidence for courts. This is shared with Operarions Division. (5 perced of the activity). Retmdkeepkg. Update and maimah case reports and arrest records; and provide infoxmation to other agencies and public as required (10 perceut of the activity) Evidenceadd&tmt~ 'on. Receive. dog, organize and maiotain evidence obtained during criminal investigation for prosecution of criminal (5 percent of the activity). - I 1,490,473 I 1,366,900 I 1,931,013 I 1,970,165 utilities and comm~cations Minor Capital 15,366 Otherfavments Supplies, Materials and Services 3,045 10.700 5,ooO 5,OOo 1 Total 1,508,884 I 1,377,600 1 1,936,015 1 1,975,165 I , I I D-13 PUBLIC SAFETY Police captain Police Lieutenant Police swat ACTLVITY: DEPARTMENT: 1 1 1 1 1 1 1 1 1 2 2 I 2 Police Investigations Police I ' police ~cer Detective) 12 I 13 13 13 Police mcer c3treet crimes) I 0 4 4 4 1 PROGRAM: Police Protection FUND: General Fund Community ServiceOf5cer I 2 I 2 Police Records Clerk 7 7 2 I 2 7 7 Total Temporary Positions: I I I I 1 service Division swervisor I 1 I 0 I 0 I 0 I 25 30 30 30 Full-time equivalents 1 0 0 0 0 SIGNIFICANT EXPENDITURE AND STAFFING CHANGES None MAJOR OBJECTlVES * 1997-99 * 1997-99 Support to Operations Division by conducting complex and/or long term ~estigations Work closely with schools and C0mmUnity organkitions to reduce gang influence * 1997-99 Expandtheuseofcitizenvolumeers * 1997-99 Analp fnnction~ and responsibilities to stfeamline services * 1997-99 Assess Community cO13ceTns and pnOritieS regarding CM aniVity RELATEXI COST CENTERS Police hestigations (10-103.03) Drug SuppresSion Grant (10-103.05) CRACNET - City Match (10-103.08) Special rweStigations (10-105.01) CRACNET (10- 103.07) D-14 PUBLIC SAFETY Utilities and Communications ACTIVITY: Animal Shelter DEPARTMENT: Police 1,320 1 1,585 I 1,535 I PROGRAM: Police Protection m: General Fund other Payments ACTIVITY DESCRIPTION I I The Animal Shelter activity is responsible for controlling dogs and cats; impounding of loose, my or unwaxued 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 contro~ of dogs and cats by owners; 2) enforcement of City's animal control ordhancs; and, 3) timely response to calls for assistance. This activity has two mjor elements: AssistantAnimalContml~cer I 1 1 I 1 Total 2 2 2 * Animal control. Enforce City's M control ordinances; and remove dead animals found on City streets (75 percent of the activity). 1 2 * Animal shelter. Collect, return and dispose of lost and stray animals found on City streets and parks (25 percent of the activity). Temporary ~ositions: Full-time quivalents I I ~ I S-n I 80,724 I 78,445 I 82.745 I 82.965 1 ~~~ 0 0 0 0 I Minor bid 1 1 I Regular Positions: I I I I Animal control officer 1 1 1 1 SIG"T EXPENDITURE AND STAFFING CHANGES None MAJOR OBJECTIVES None RELATED COST CENTERS Animal Shelter (10-101.01) D-15 PUBLIC SAFETY ACTIVITY: AdministxationlEmergenc y Response PROGRAM: Fire Safety DEPARTMEm Fire FUND: General Fund ACTIVITY DESCRIPTION Thefireabinimm 'on activity plans, directs awl evaluates all fire depamnent programs and their activities; and, protects life and property by respondin_g to medical emergencies, rescues, fires, hazardous material incidents, and other emergencies. Activity goals are: 1) responsive, effective and efficient fre department programs; 2) maintain long-term facility and !ire service plans; 3) timely response to calls for fire services; 4) no loss of fife fTom reported emergencies; and, 5) minimal property damage fbm reported emergencies. This activity has eight major elements: AdPanee planning. Anticipate community needs for fire services and schedule required changes in faciities, equipment and staflhg; prepare drawings of buildings; and, identify special hazards within or near the City (5 percent of the activity). Persodat' * '; tion. Recognize and reward good performance; interpret personnel policies; provide advice on personnel matters; documem persormel actions; develop internal policies and procedures (10 perast of the activity). Fd am 'on. F'repare and monitor iire department budget; authorize payment to vendors, prepare purchase reguests; ensure adherence with purchasing regulations (5 percent of the activity). Medical emergency response. Provide victims of acute trauma and illness with basic life support from certified personnel (57 percent of the activity). Fue emefge~cy response. Answer fire emergency calls and suppress fires (I3 percent of the activity). aazardorrs material emergency response. Contain and mitigate hazardous materials spills (2 percent of the activity) Rescue. Free trapped victims in wrecked vehicles, caved-ii trenches, collapsed buildings and other mnfbed spaces (I percent of the activity). Equipment maintenance. Maintain, test and inspect equipment, appararus, hoses, tools and vehicles essential to providing fire safety sewices (7 percent of the activity). 3.026.444 1 3.090-366 I D-16 PUBLIC SAFETY AC'IIVITY: DEPARTMENT: Fire and Life Safety Fire PROGRAM: Fire Safety m: General Fund AC"N DESCRIPTION The fire prevention activity adminkten and enforces fire and Life safety codes; determines cause of fires; and, investigates and prosecutes arson caused fires. Activity gods include: 1) elimination of fire hazards from buildings, equipment and pmpemes; 2) safe hannling and contaixm~nt of hazardous material; and, 3) broad public awareness about the dangers of fue and hazardous material. This activiry has four major elements: Fm hazard inspedion and abatement. Periodically inspect commercial, govermnent and industrial sites for fire hazards and respond to citizen complaints about fire hazards (75 percent of the activity). Fm and arson investigation. Investigate all reported fires to det- causes and possible prevention measures (5 percent of the adipity). Building plan review. Review development projects and building plans for conformance with fire safety codes (15 percent of the activity)- Public education. Present fire safety education ciasses in schools, hospitals and convalescent homes (5 percent of the activity). I I I I 0 0 0 Full-time equivalents 0 1 D-18 PUBLIC SAFETY Fire and Life Safety Fire PROGRAM: Fie Safety FUND: General Fund SIGNIFICANT EXPENDITURE AND STAFFING CHANGES None MAJOR OBJECTIVES * 1997-98: C~d~ct~uiredinspectionS * 1997-98: Review building plans timely and completely * 1997-98: Ensure indepth fire inveStigations to deter arson iires CoIZlplaints I 240 I 98 100 100 Weed Abatement 467 435 I 335 I 435 I RELATED COST CENTERS Fire Fm and Life safety (10-201.03) D-19 oz-a PUBLIC SAFETY L Utilities and Communications 915 805 supplies, Materiais and Services 8,023 19,655 1,925 1,925 Minor Capital 3,633 OtherFJaymem Total 45,097 150,905 78,572 80,891 ACTIVITY: Support Services DEPARTMENT: Fire PROGRAM: FireSafety m: General Fund ACTIVITY DESClU?'TION The Support Sewices Division is responsible for all fire department computers, management information, reports; and is responsible for the purchase and replacement of all personnel safety equipment. This activity has three major elements: * Management information. Provide technical support and program development for all computers; provide training to personnel in the use of computers; ad, maimah fire CAD system for filing reports to the State Fire MarshaI. (75 percent of the adivity). * Safety equipment. Purchase and acquire all personnel protective equipment for department; and, analyze types of equipment used and make recommendations to staff for cbanges. (15 perceof of the activity). * Miscduties. Performspecialassigmnentsas~ by the Fire department. (10 percent of the activity). Temporary Positions: I I Full-timeequivaients 1 0 0 0 0 SIGNIFICANT EXPENDITURE AND STAFFING CHANGES None * 1997-98: Esmblish computer training program manual * 1997-98: Establish protective equipment replacement program . * 1997-98: Work with'police department to establish user-fiiedy CAD and reporting system RELATED COST CENTERS Special Services (10.0-201.06) D-21 PUBLIC SAFETY ACTIVITY: G&ti Abasement DEPARTMENT: Public Works PROGRAM: Other Safety Services FUND: Generai Fund AC"Y DESCRIPTION The graf6ti abamaem activity removes graffiti from public and private facilities which can be seen from the public right of way or hm areas where the public has the right to be. Activity goals are: 1) maintain property values; 2) suppress gang activities; and 3) ensure an amactive and safe community. This activity has three major elements: * Education and promotion. Educate public regarding services provided by City to move 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)- * Obtaining releases. Identify and contact property ownen of buildings, fences and other smmures to obtain release for City to me graffiti (20 percent of activity). * GrafEitiremoval. Inspecthighly- a areas on a daily basis; report to police; and, remove &ti within 24 hours (75 percent of the activity). None 0 0 0 0 Total 0 0. 0 0 Full-time &dents .7 .7 0 0 Temporary Positions: SIGNIFICANT EXPENDITURE AND STAFFING CHANGES * 1997-98 Full time permanent status for Graffiti Abatement Coordinator ($16,660) MAJOR OBJECTIVES * 1997-99 Expand current Graffiti Abatement propm to include all City parks RELATED COST CENTERS Graffiti Abatement (10-504.02 D-22 PUBLIC UTILITIES Minor capital 9,810 17,173 3,375 3,500 other Payments 5 8 9,6 9 5 572,050 684,050 686,550 ACTIVITY: Water Utility Service DEPARTMENT: Public Works b Total 2,402,983 2,183,485 PROGRAM: Water Service m: Water Fund 3,344,253 I 3,102,908 ACTIVITY DESCRIPTION The water utility service activity provides potable water to approximately 23,000 residential, commercial and inchmd 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 kilities and equipment. This activity has five major elements: Administration. Provide overall direction, supervision and planning for the water utility activity; prepares studies and repom on water utility service opentions and Eacilities; ensure compliance with existing regulations: review and research pending Feded and State water and groundwater regulations, legislation, and grants; represent City on water and groundwater related issues; participate in designing and specifying relared capital projects; and, coordinate and pm~& liaison with other utilities, public agencies and private &ins (15 percent of the activity). Water conservation. Plan, promote and enforce the City's Water Conservation Program; develop and present water consemation programs in public and private schools; respond to complaints; and, distribute water conservation maferial. (5 percent of the activity). Water produdion. Operate, mahain, repair and monitor the City's water production system (25 wells and related equipment); produce five billion gallons drinking water; and test for compliance with Federal and State safe drinking waer standards. (55 peared of the activity). Water distribution. Operate, repair and maintain 200 miles of water mains, service lines for 22,000 customas, 900 meters, 3,600 water valves, 1,600 fire hydrants; respond to customer complaiats; and, monitor for compliance wih Federal and State safe drinking water standards. (25 percent of the activity). Work for Otherskapital impmvement. Construct water main mdom for new subdivisionsldevelopments; and new wells and storage tanks; install fire service lines, hydrants and large water services for new or existing customers; upgradz existing water systuns including mains, fire hydrants and well piping; and install underground and above ground piping, conduits and related appurtenances at new well sites and new water trearment systems. Fully Wed by others (percent of total activity not determined). D-23 ACTIVITY: Water Utility Service DEPARTMENT: Public Works PROGRAM: Water Service FUND: Warer Fund * 1997-98 Full-time Warer Conservation Coordinator ($12,663) * 1997-98 Master plan update Wase II ($4O,OOO) * 1997-98 East San JoaqUin Parties study ($75,000) MAJOR OBJECTIVES * 1997-99: Develop resolve to PCElTCE dilemma * 1997-99: Develop new bacterio~ogical sampling stations * 1997-99: Updatewaterordinance * 1997-99: Evaluate low BOW retrofit program * I I RELATED COST CENTERS Damage to City Property (1 8-0 15.02) Water Administration (18-451.01) Water Production (1843.01) Water Distribution (18454.01) In-lieu tax transfers (added to 600 series) TCEPCE Monitoring (18.0-453.03) Water Loan -Interest and Fees (18-060.01) Water Conservation (18451 -03) DBCP Monitoring (18-453.02) Fire Hydrants (18455.01) Work for Others is salary (400 series) 0-24 ACTIVITY: Wastewater Maintenance DEPARTMENT: Public Works PROGRAM: Wastewater Services m: Sewer Fund ACTIVITY DESCRIPTION The wastewater maintenance activity includes 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 treaunent of wastewater that meets all Federal and State standards; 4) Striving for 100% recycling and land disposal for med effluent; and, 5) compliance with State and Federal discharge requirements. This activity bas six major elemerus: Wastewater ad * . &-ah 'on. Direct, supervise, and plan operation of the wastewater utility; prepare studies and reports; review and research State and Federal regulations and legislation on wastewater operations; represent the City with other agencies and cammitteeS on matters regarding wastewater operatiom; CoordiDafe liaison with other agencies, utilities, and private firms; establish sewer connection fees (35 percent of the activity). Domestic collection system. Operate, repair and maimain the domestic wastewater collection system including 165 miles of domestic wastewater wilection, Service laterals for 22,OOO customers, 2,750 manholes, and 7 domestic pumping stations; respond to customer complaints; and perform regular systematic rodding, hydrocleaning, and Wig wastewater mains (10 percent of the activity). Indrstrialdedionsystem. Operate,mainraj.nandrepairtheindustnal wastewater collection system including 2 miles of industrial wastewater collection mains, 8 miles of 30-inch diameter ''outfill" line, one pumping srarion, and Seven service latezal(5 percent of the activity). Work for others/Capital Improvements. Construct. repiace or restore deteriorated wastewater mains and manholes; construct new manholes to ease maintenance requkments; perfom minor capital imprwanent projects at Whie Slough; and TVing of &y installed wdstewater and storm facilities. Fully funded by others (Pmxdage of the activity not -1 - Plant. Operation aod maintercrnce of a facility which operates 7 days per week 16 hours per day and ueats an average domestic flow of 2.25 billion gallons and industrial flow of 260 million gallons per year: utilization of recycled biosolids in accordance with discbarge permit; training of personnel; and providing efficient wastewater service (48 pencent of the activity). . *. Laboratory. Analyze umreated and treafed wastewater; determine chemical, physical and bacteriological charactenstl cs of nnsreated and treated wastewateq evaluate trearment effectiveness; analyze City drink@ water to . physical, chemical and bacteriological characten -sics; administer and enforce prematment and cross codon coml programs (2 percent of the activity). Minor Capital 10,5 12 66,228 7,875 7,875 otherpayments 719,423 730,280 707,380 707,380 Total 2,803,386 2,666,139 2,783,455 2,742,975 D-25 PUBLIC UTDLITIES Regular Positions: ACTIMTY: DEPARTMENT: I I Wastewater Maimerne Public Works WatedWastewater Superintendent PROGRAM: Wastewater Service FUND: Sewer Fund .5 .5 .5 .5 Assist WatdWastewater Superintendent Administrative Clerk WatedWastewater Supervisor Plant & Euubment Mechanic Senior Plant & Equipment Mechanic .2 .2 .4 .5 .5 .5 1.4 1.4 1.35 1.35 1.0 1 .o 1 .o 1 .o 1.525 1.525 1.45 1.45 -- Maintenance worker rn & 11 7.3 Assist Wastewater Trealment Superintendent 1 Chief Wastewater Plant Operator 1 Laboratory Services Supervisor .65 Laboratom Technician II 1.8 7.3 6.4 6.4 1 I 1 1 1 1 .65 .65 .65 1.8 1.8 1.8 WaterlWastewater Inspector Wastewater Plant hemtor 1.2 1.2 1.2 1.2 6 6 6 h SIGNIFICANT EXPENDWURE AND STAFFING CHANGES Total I 24.075 None 24.075 I 22.75 22.85 Temporary Positions: Full-time equivalents RELATED COST CENTERS Damage to Property (17-015.02) Sewer Administration (l7401.01) Sanitary System Maintenance (1744.01) In-lieu tax transfers (add to 600 series) Bond Debt Interest (17-030.01) Industrial System Maintenance (17-404.02) Ph Maintenance (1743.01) SO .75 1.13 .88 D-26 I WORK FixlW XNBICATORS Miles Inspected & Cleaned services Installed/upgraded Service Calls Responded to Wastewater Treated & Discharged (Million Gallons/Year) Tons of Biosolids Produced Reclaimed for Farming Inigation (Million GaWYear) Total Reclaimed Water (MiUion GallsTyear) 1%% 1996-97 199748 I 1%99 I 100 101 102 104 206 208 211 214 284 287 29 1 294 2.200 2,226 2,253 2,280 625 63 3 640 648 650 658 666 674 870 880 891 902 ACTMTY: DEPARTMENT: Policy, Legislative and Regulatory Elecmc Utility PROGRAM: Elecmc Services m: Elecmc Fund The Policy, Legislative and Regulatory activity provides organizational oversight and artministratr 've support for the two primary Electric Depamnent Divisions: 1) Business Planning and Marketing; and 2) Elecuic Services. Activity goals are: 1) integme city-wide policy objectives into departmental opedons; 2) foster a corporate culture and work environment which reflects community .needs in a competitive industry Setting; and, 3) increase Department's standing as an industry leader regionally and statewide. This activity has three major elements: * Diredion and leadersbip. Focus the efforts and contributions of staff on exemplary levels of customer senrice in a growing competitive environment (30% of activity). * Advocacy. Position the Department to be competitive on a regional basis through effective, integrated, legislative and regulatory advocacy programs (4% of activity). * Community relations. Develop a participatory form of community involvement and relations by engaging in a variety of new parmership programs and other strategic activities which reflect customer expecmrionS and community values (30% of activity). I I 4,775,710 I 5,007,815 I 4,994,6301 ~ ~~~ Total 4,878,405 1 Electric Utility Director 1 1 1 1 Utility Management Aclministra tor 0 1 1 1 Devartment Secretarv I 1 I 1 1 1 Administraa 've Clerk 1 I 1 I 1 1 Total I 3 4 4 4 I 1 Temuorary Positions: , I I I I I I 1 D-27 ACTIVITY: Policy, Legishive and Regulatory PROGRAM: Elecaic Services DEPARTMENT: Electric Utility FUND: Electric Fund CAPITAL BUDGET REQUESTS None MAJOR OBJECTIYES 1997-99 1997-99 1997-99 1997-99 Create new customer focused programs Integrate Deparrment's activities with other City functions to take full advautage of existing City personnel depth. Continue dewelopment of a power marlreting function hamote community relations through partnership pmgrams 16.0-601.01 Policy, Legishive and Regulatory 16.06oQ. 15 In Lieu Taxes D-28 ACTTVITY: Business Planning and Marketing DEPARTMENT: Electric Utility PROGRAM: Elecuic Services FUND: Electric Fund ACTMTY DESCRIPTION This activity acquires bulk electric power supplies for retail marketing to Lodi residents, businesses, industries and 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 pxactid cost in accordance with sound business and engineering principles; 2) perfonn long-range electric utility business planning to ensure continuing benefits of the City's electric utility ownership; and, 3) provide a positive Ged Fund nzvenue stream through direct cdbution and through retention of existing customm and attracton of new customers. This activiry has five major elements: Resource development, acquisition and operation. Develop, acquire and monitor power generation and transmission fesources in accordance with forecasted City needs. Provide forecasred bulk power cost and customer usage information for incorporation into the Department's budget process. Identify excess resources available for markedng (25% of activity). Power marketing and rates. Develop and maintain competitive electric rate and service schedules to achieve required revenues. Collect and translate large electric time-of-use customer usage data for billing. Coordinate Depmnem budget process and participate in the development and monitoring of City joint powers agency budgets. Monitor joint powers agency investments and make recommendations for project financing/ref%arxing in accordance with applicable federal, state and City guidelines. Market excess resources and develop required new electric services and fioaocial products. Coordinate Departmeni activities with Finance Deparrment (45% of activity). Bulk power contracts. Develop and monitor power contracts with suppliers and customers in coordination with the City Anontey 6% of activity). Customer retention and devdoprnemt. Idemify customer concerns. Work with the Economic Development Coordinator and Community Development DepQmnent to retain existing customers and attxact new business. Develop ecowmic models to assist in evalwhg customer impact (10% of activity). External affairs monitoring. Maintain City repmenration at OrganiZatons to follow activities related to electric utility trusiness planning and marketing (15% of activity). I Rermlarfositions: I I I I I ~~ ____~ -Manager, Business P-g and Marketing 0 1/0* 1 /o* 1/0* Manager, Rates and Resources 1 1/0* 1 /Of 1 /o* Senior Electric Utility Rate Analyst 1 1 /o* 110" 1 /o* Elecnic Uaty Rate Analyst 1 1 /o* 1/0* 1 /o* Total 3 3 3 3 D-29 D-29 ACTKVRY: BusinessPlanninnandMarm DEPARTMENT: Electric Utility PROGRAM: Electric Services FUND: Electric Fund SIGNIFICANT EXPEND^ AND STAFFING CHANGES None CAPITAL BUDGET REQUESTS 1997-98 Pht Asset Management System ($6O,ooO) MAJOR OBJECTIVES 1997-99 Increase~erbase 1997-99 Identify customer seMce options 1997-99 Ptusue Options for ratructUring and reduction of project debt service payments RELATEDCOSTCENTERS 16.0-601.03 Bnsiness Plarming and Marketing 16.0604.02 Bulk Power Cost D-30 zc-a PUBLIC UTILITIES ACTNITY: Electric Constxuction and Maintenance PROGRAM: Electric Services DEPARTMENT: Electric Utility FUND: Electric Fund SIGNIFICANT EXPENDITURE AND STAFFING CHANGES 1997-98 Tree Trimming ($137,242) 1997-99 1997-99 safety Equipment ($7,890; $10,835) 1997-99 TravelfBusinesS Expenses ($7,000) Small To01 a8d Equipment ($15,000; $lO,ooO) MAJOR OBJECTIVES 1997-99 1997-99 1997-99 1997-99 Contime Underground Inspection/Maintgne Program 1997-99 ImpIement Ovm Inspection Program 1997-99 1997-99 haease exposure of field personnel to day to day operation of the Technical Services Division ~mplemem program to measure reliability of power circuit breakers through the use of a speed travel aJJab= Increase training on Complex systems Conlirme to elimioae backlog work Implement a program to bring Tree Trimming in compliance with new P.U.C. Rule D-33 PUBLIC UTILITIES ACTIVITY: Electric Consnuction and Maintenance PROGRAM: Electric Services DEPATUMErn. Electric Utility FUND: Electric Fund RELATED COST CENTERS 16.0-601.02 16 -0-602.02 16.0-602.03 16.0-602.40 16.0-602.41 16.0-603.02 16.0-603.03 16.0-604.09 16.0-604.10 16.0-604.11 16.0-604.12 16.0-604.14 EC&M supervision Customer Sexvice Maintwance Power Quality Electrical Miscellaneous Electric Systems - Other Department Dusk to Dawn Lighting Sareet Light Maimeoance HazardousMataialHandiing -overhead -Undergraund SY- - SY- - SubstationsMainteuance Tree Trimming D-34 ACTIVITY: Electric Services PROGRAM: Electric Services DEPARTMENT: Electric utility m: Electric Fund Total Full-time ecluivaients Temporary Positions: AC"N DESCRIPTION 1 1 1 0 0 0 0 The Electric Services Activity performs a broad range of actiVitieS that inter€&%, support and develop projects for all City Departments relating to the Electric and communication indusuies. 1) project development; 2) management implementation; and 3) various levels of design support. This activity lrdlizes available Departmd personnel and contraced outside resources to assist staff as necessary. These activities include: Activity goals are: 1) monitor technology and develop applications within the City; 2) develop and implement objectives and goals of the City; 3) provide managerial support in the planning, supenision and coordination of professional engineering activities; and 4) develop community partnerships that combine resources and needs to the community's benefit. Regular Positio~: I I Manager. Electric Services 1 1 1 I SIGNIFICANT EXPENDITURE AND STAFFING CJ3ANGES 1997-99 TravelrsusinesS Expense ($3,450) 1997-99 1997-99 Professional Services ($26,000; $27,000) Repairs to Office Equipment ($5,000) CAPITAL BUDGET REQUESTS 1997-99 Upgrade Electric Utility Local Area Network (W,OOO; $15,000) D-35 ACm El&c Services PROGRAM: ElectricSexvices DEPARTMENT: Electric Utility FUND: Electric Fund MAJOR OBJECTIVES 1997-99 Upgrade LAN: Increase data transfer rate from a two mbs data transfer rate to a 100 mbs. This project includes new cabling and equipment to provide the City with the flexibility and capability necessary for present and future demands in 1997-99 230 kV Jntercomect Project Development. This project would consist of a new 230 kV switchyard facility, 230- 60 kV wansfonnation and several miles of 60 kV transmission line to connect with the existing 60 kV system on the western edge of uhe City. 2997-99 Broadband Communication Services. This project involves strategic research necessary to determine optimum plans for development of two-way voice, data, and video communicafion capabilities to be available to all residents, businesseS and institutions, as well as enhance the City’s networking capabilities. theelectric indusuy. RELATED COST CENTERS 16.0-601 -06 Electric Services (New activity) D-36 ACTIVITY: Elecnical Engineering and Operations PROGRAM: Elecuic Services DEPARTMENT: Electric Utility FUND: Elecmc Fund ACTIVITY DESCRIPTION The Electrical Engineering and Opedons activity includes management, supemision, uaining and suppon seMces for the Engineering, Metering and Operations Sections. Activity goals are: 1) plan for future growth; 2) design an electric system that is cost ddve, 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 imemrpCion; 5) respond efficiently to customer constraints and project schedules; and 6) respond to calls and hpiries fnrm customers and the public in a murreous, expedient d professional manner. This activity 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. Perform short and long range system planning to accommodate growth and am~xiiiions and to identify system modifications and improvements. Perform system COordiDation and protection studies and implement results to maximize system reliability. Provide and coordinaze engineering services for developers, architens, project engineas, other utilities and other City Departments. Review buiiding and development plans such as subdivision maps, parcel maps, off-site improvement plans and remodel/modification projects. Acquire encroachmeot permits, rights-of-ways and public utility easanem~. Respond to questions and provide codtation to Wand the public regarding applicable laws, codes, regulations and consauction details. Provide necesuy aaining. Develop, maintain and audit computer generated system maps, schematics and diagrams. Develop and maintain em, consmaion and metering specifications and drawings. Develop and mahain various stadads and policies including engineering, consuuction and mafenals - stadads, Rules and Regulations, and electric service and metering manuals. Conduct Electric and Magnetic Edds (EMF), power quality and energy conservation audits. Provide information and uaining to educate the public in areas involving electric power sexvices. Met-. Installrevenuemeteringequi~at~ * and commercial facilities. Test and calibrate all metering insfallations periodically, city wide. Procure and maintain inventory of all metering associated equipment. Investigate power divexsion and vandalism cases as well as metering and billing camplaims. Reaieve monthiy meter date for time- of-= axstomers. Provide customer service on matters relating to energy usage. Opxations (System control and dispatch). Monitor, corn1 and operate the Electric, Water/Wastewater and Storm Systems and dispatch personnel for all City opedons, with the exception of Public Safety Personnel, on a 24 hours per day basis. Mainrain system maps, records and dispatch boards. Operate and program the System Control and Data Acquisition System (SCADA). Evaluate data received ftvm SCADA. Implement proper Corrective measures and prepare various associated reports. Prepare ~tten switching procedures as well as various electric and water system operating reports. Call out and dispatch personnel for emergency Service restorations. Respoml to and/or mute calls fnrm the public. t t Note: The opecdtions activity is funded thirty percent (approximately) by the Public Works Department. Other Payments I I I Total 875,952 I 979,311 I 1.070,310 1,082,445 D-37 PUBLIC UTlLITIES ACTNII"Y: DEPARTMENT: Elect~ical Engineering and Operations PROGRAM: Electric Services Elecmc Utility FUND: Elecaic Fund * This position was budgeted in Elecmc Construction and Maintenance during the 1995-97 fiscal period. SIGNIFICANT EXPENDITURE AND STAFFING CHANGES 1997-98: 1997-98: 1997-98: 1997-98: 1997-98 1997-98: 1998-99 1997-98: 1997-99 1997-99 Filectrical Engineer ($70,275; ($14,180) Sr. Electrical Estimator, upgmie ($4,390) Copy Machine (Replacement $8,500) Laser Jet Printer ($5,000) OfficeWallRemode1($7,500) Portable Watthour Tester ($3,500) office Equipment ($9,500) ContTact/pro€essiod Services ($lS,OOO) TraveyBuSiness Expemes ( $7,000) Administraa 've Clerk Temporary ($10,645) ACTNITY OBJECTIVES 1997-99: Implement Engineering Design Software 1997-99: 1997-99 Implement remotely interrogated revenue meter system for 30 indusnial/commercial customers Conduct a long and short range system planning study and identify necessary system modifications to serve load under normal and emergency conditions. System protection and coordination will be included in this task. D-38 PUBLIC UTXISTIES ACTIVITY: Elecmcal Fbgimxxing and Operations PROGRAM: Elecmc Services DEPARTMENT: Ekctric Utility FUND: Elecnic Fund __ 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 16.0602.42: Utility Systems Control &Dispatch (Other Depamnem) 16.0-604.13: Utility Systems Control & Dispatch 16.1-650.06: Customer Service - Metering 1. D-39 ACTTVITY: Street Maintenance DEPARTMENT: Public Works PROGRAM: Streets and Flood Control FUND: General Fund ACTIVITY DESCRIPTION The Street Maintenance activity includes administration and management support for the Sets Division and provides street and alley maintenance; curb, gutter and sidewalk maintenance; and mffic control maintenance. 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 five major elements: Streets adminkha tion. Provide overall direction, supemision and planning for the Streets Division; prepare reports and studies; coordinate, interact, and provide liaison with utilities, public agencies and private firms; provide equipment maintenance and safety equipment; oversee contracts; and promote public relations (10 percent of activity). Street maintenance. Maintain 169 miles of street and 16 miles of alleys which includes patching and sealing as needed, subdivision oil treatment, repave utility trenches and pavement cuts; overlay approximately 312,000 square feet of streets annually; and contract for annual slurry sealing of approximately l,OOO,OOO square feet of streets (60 percent of adivity) . Curb, gutter & sidewalk mainteoance. Remove, replace and repair &, gutter, sidewalk, handicap ramps, and alley approaches; and patch existing sidewalks (5 percent of activity). Tdic contml maintenarm. Maintain 4,800 street names, warning, regulatory and guide signs; paint 10 miles of curbs, pavement legends, crosswalks, railroad crossings, pricing stalls; install new signs and pavement markings; and maintain 47 sigl-cllized intersections axxi one flashing beacon intersection (15 percent of activity) Maintenance of streek ligbts. Maintajn 4,967 street lights including the cost of replacing lamps, incidental cleaning of glassware and fixarres, routine patrolling for lamp outages, extraneous nuisances or encroachments, testing lines and equipment including voltage and current measurement, street lamp renewals and tool expenses (15 percent of activity). Supplies, Materials and Sewices 238,415 267,014 279,280 279,330 Work for Others 535,870 469,340 520,610 541,840 Minor Capital 86,221 135,806 122,775 105,775 Other Pavments I 1 I t I Total 1,701,893 I 1,847,245 I 1,836,985 I 1,843,550 I D-40 TRANSPORTATION I Maint&ceworkerIII 5 Maintenance worker II 9 Total 19 Temporary Positions: Full-time eauivalmts -95 ACrn DEPARTMENT: - 5 5 5 9 9 9 19 19 19 -95 1.1 11 StreetMaintenance Public Works - -~ PROGRAM: Streets and Flood Comrol FUND: General Fund I I Street Superintendent 1 1 1 1 live Clerk 1 1 1 1 SupeniSing Admuusha AdUlhhla tive CI& 1 1 1 1 Street Sumvisor 2 2 2 I 2 I. None MAJOR OBJECTIVES * 1998-99: Develop computerized inventory and record keeping system * 1998-99: Evaluate sidewalk grinding program * 1997-98: Develop public works hazardous materials training program * 1997-98: Updateencroachmentordinancc RELATED COST CENTERS Suet Administration (10-501.01) Work for Others (10.0-501.02) Street Mainmmce (10-503.01) Alley Maintm (10-503.04) Sdewalk, Curb and Gutter Maintenance (10-503.05) Traffic Control Maintenance (10-503.08) Street Light Maintenance (10-503.10) D-41 ACTIVITY: Street Trees DEPARTMENT: Public Works Street Trees Park Trees Trimmed by Comct PROGRAM: Streets and Flood Control FUND: General Fund 5,140 5,150 5,500 5,600 480 900 1-100 1200 1,800 1,800 1,850 1,900 ACTIVITY DESCRlPTION WORKFLOW €IWICATORS 1995-96 The Street Tree activity is responsible for tree maintenance. This activity has one major element: 199647 3997-98 1 -1998-99 . * Tree maintenance. By use of contract maintenance this activity provides for pruning, trimming, restaking, and root surgery on the City's 5,140 trees and 1,802 park trees. This maintenance effort is directed toward 56 different species located in parkways, tree wells, public parking lots, building and park grounds. Maintenance provides for moving dead and diseased trees; and responding to downed private trees in public rights of way and parks during emergencies (100 percent of the activity). Trees Removed 20 Trees Planted 25 SIGNIFICANT EXPENDITURE AND STAFFING CHANGES 7- -7- - - 100 100 200 100 200 250 MAJOR OBJECTIVES * 1998-99: Develop computerized tree iwentory/rewrd keeping/work order system * 1997-98: Reestablish uee planting and maintenance program RELATED COST CENTERS Tree Maintenance (10-503.06) D-42 TRANSPORT ATiON c " I -- , utiiities and com~cations Supplies, Materials and Services 22,667 26,110 26,000 26,000 Work for Others Minor Capital 1,358 1,328 1,300 1,300 OtherPayments Total 157,3 13 169,718 165,795 195,650 ACTLVITY: street Cl* PROGRAM: streetsaedFloodc0nrro1 DEPARTMENT: Public Works m: GeneralFund ACTIVITY DESCRIPTION The Sa-eet Cleaning activity provides for sweeping of City streets, alleys, and parking lots, removal of leaves during leaf season, weed abatement, and landscape mainmmce of Public Works Wilities. Activity goals are: 1) ensure streets are clean and free of debris; and, 2) ensure landscaped areas are well maintained. This activity has four major elements: Street sweeping. Sweep approximately 338 miles of street curbs, 16 miles of alleys, and 19 public parking lors on the following schedule: downtown area 3 times a week, arteIials 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 R& bianrmally per agreement with Caltrans (40 percent of the activity). Leaf removal. Remove approximately 7,000 cubic yards of leaves placed in the street right of way during leaf season, (November through January) on a lo-day fresMncy (30 percent of the activity). Lanclscape- . Provide landscape mhtemmx of Public Works facilities and provide repair and maintenance of sprinkler systems (20 percent of the activity). Wed abatement. Spray weeds with herbicide and remove weeds and other debris along street shoulciers, alleys and along 2.6 miles of meet medians (10 percenf of the activity) SIGNIFICANT EXPENDITURE AND STAFFING CHANGES * 1998-99 Laborer for clean-up ($29,855) D-43 TRANSPORTATION ACTIVITY: street Cleaning DEPARTMJ3NT: Public Works PROGRAM: Streets and Flood Control FUND: General Fund MAJOR OaTECTIvES RELATED COST CENTERS Street Cleaning (10-503.07) D-44 TRANSPORTATION ACTIVITY: DEPARTMENT: Parking Lot Maintenance Public Works PROGRAM: Streets and Flood Control FUND: Gened Fund ACTIVITY DESCRIPTION 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: * Mainkenance. Sweep and move trash, parch and resurface pavement, repaint pavemeat markings, mrimain signs and hdscapi areas within parking lots (100 percent of activity). Minor Capital I I I I 0therPa~eni.S I Total 5,310 1 7,155 I 6,500 I 6,500 I I I SIGNIFICANT EXPENDITURE AND STAFFING CHANGES MAJOR omcm None RELATED corn CENTERS Parking Lot Maintenance (10-504.01) D-45 TRANSPORTATION utilities and commrmicatiom 26,68 1 supplies, Mat& and services 7,688 Work for Others 23,142 Minor Capital 3,822 OtherPaymentS 53,239 Total 199,348 ACTIVITY: Stom Drains DEPARTMENT Public works 20,450 26,100 26,100 31,801 30,050 20,050 12,000 12,500 12,500 224.876 226.345 228.470 21,300 21,600 21,600 55,115 573 15 56,640 PROGRAM: Streets and Flood Control FUND: General Fund L Maintenance worker 1 1 1 1 Total I 2 2 2 2 ACTIVITY DESCRIPTION Full-timeequivalents I 0 The Storm Drains activity is responsible for mabhbg the City's storm drain system, coordinating emergency response during storms, and meeting requirements of the Storm Water Discharge Agreement with Woodbridge Irrigation District. Activity goals are: 1) ensure a well designed and maintained stom drainage system: 2) ensure minimum property damage; and, 3) keep pumping stations ad &on basins operating at full capacity. This activity has three major elements: 0 0 * Storm draia facility maiateoaoce. Clean and mahain 102 miles of storm drains, 2,799 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). * Storm emergency response. Clear debris and other obstructions from catch basins and pumping dons, check retention basins, and sign flooded areas (5 percent of activity). * A- * n of discharge agreement. Meet all requirementS of the Discharge Agreement and pay fees for discharge of storm water fmn Beckman and Shady Acres Pumping Stations (5 percent of activity). Temwraw Positions: I 1 I 1 ~ I I I SIGNIFlCANT EXPENDITURE AND STAFFING CHANGES None MAJOR 0BJEcms * 1997-98 Evaluate impact of National Storm Water Pollution Act D-46 TRANSPORTATION ACTIVITY: DEPARTMENT storm Drains public works PROGRAM: Streets and Rood Cwtrol FUND: General Fund RELATED COST CENTERS Storm System M&tmCe (10-503.09) D-47 TRANSPORTATION ACTMTY: Transportation DEPARTMENT: Public Works PROGRAM: Transportation FUND: Transportaricm Fund ACTMTY DESCRJF'TION The transportation activity provides a daily fixed route bus system and door-to-dhr seMce €or the general public within the City limits. Activity goals are: 1) provide quality transportation for transit dependent penons; 2) provide convenient CranSpoRaton to aU persons; and, 3) reduce traffic congesfion and air pollution. This activity has four major elemems: * Grapeline. Operation and maintenance of a five route fixed route bus system. Grapehe senice is provided from 630 am to 6:30 pm weekdays, and 8:OO am to 600 pm Saturday. There is no Grapeline service on Sunday. (40 percent of the activity). * Dial-a-ride operations. Provide an on call, door-to-door transpormion system. Weekday service is provided from 630 am to 7:OO pm, Saturdays fiom 7:30 am to 630 pm and Sundays from 8:OO am to 4:OO pm. (40 percent of the ad-). * Non-vehiclemainteoance . Maintain benches, shelters and signs (5 percent of the actmap). * Am 'on. Mauage operator conuacts, plan future services and operations, file reports and claims for transportation funtlinp and admbism taxi franchises (I5 percent of the activity). SIGNIFICANT EXPENDITURE AND STAFFING CHANGES None MAJOR OBJECTIVES * 1997-99 Establish reservation system for Dial-A-Ride * 1997-99 Reduce demand response waiting time to 15 minutes * 1997-99 Establish a 5th fixed route * 1997-99 * 1997-99 Purchase land, and build new maintenance facility * 1997-99 Build CNG fueling station and convert 5 dt vehicles to CNG Rebuild the S.P. Depot Station into a first class multi-model Station D-48 TRANSPORTATION ACTLVITY: DEPARTMENT: Transportation Public Works PROGRAM: Transportation FUND: Transportation Fund RELATED COST Transit Dial-A-Ride (125-561.03)’ Fmed Route System (125-561.07) Transportation Admbklm~ -on (125-561.09) D-49 LESIURE, CULTURAL AND SOCIAL SERVICES LEISURE. m~ANDsocIALsERvIcEs Minor Capital Other Payments Total ACTNITY: Commissions and Committees PROGRAM: Parks and Recreation DEPARTMENT: City Council and Advisory Bodies FUND: General Fund 4,719 7.100 1 4.800 4.800 AC"Y 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 programs. Activity goals are: 1) well-planned and well- malnrarned 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 lkpanment program and help select volunteer and groups of the year; and, 5) attend local, district and State parks and recreation related activities, workshops semimrs and professional banquets. .. utilities and communications I I I I Swlies. Materials and Services I 4.444 I 7,100 I 4.800 I 4.800 None. Staff assistance is provided through rhe Parks & Recdon Department. SIGNIFICANT EXPENDITURE AND STAFFING CHANGES None MAJOR OaTECTNES * 1997-99 * 1997-99 Reviewfeesandchargesannually * 1997-99 Provide hands-on involvement in programs, projects and maintenance Review and recommend quality of life issues regarding par&, recreation programs, and services RELATED COST CENTERS Parks and Reneation Commissions (10.0-701.02) D-50 ACTIVITY: ParlsandRecreationA8 trati on PROGRAM: Parks and Recreation DEPARTMENT: Parks and Recreation FUND: General Fund ACTIVITY DESCRIPTION The Parks ad Recreation Ackhismh 'on activity plans, directs and evaluates all park and recreation programs and activities; plans and coordiDates facility development; prepares and revises long-range plans; and, works with the Parks and Recreation Commission to review projeas, fees and charges. Activity goals are: 1) responsive, cost effective and well organized recreation programs; 2) a combkd 30 percent cost recovery fkm park and don programs (adult progmms, youth and teen programs, specialty classes); 3) a balance of programs and Ercilities based on age, interests, opportunity and location; 4) faciliries; 5) coordination of parks and facilities for red, tournament and passive useq 6) coordinate adequately - all Parks and Recreation capital, CDBG and internal projects; and, 7) develop and coordanate Community parmenhip for Capital Projects and operating programs. This activity bas five major elements: .* Leadenhip and ad * - sration. Plan, orga.uk, mrdinate and evaluate the City's parks and recreation activities, proglams ad Inaimenance; develop and recommend budget, cost fecovery fees, gram applidom, and funding through publiclprive parmerships; estaMish rules, procednres, aod policies to govern the day to day conduct of park and teCreation Services; advise and assist ?he City Manager, Parks and Recreation Commission and City Council on programs, development of new parks, faciities and cost recovery goals; foster and promote a positive d effiaent work place; fecognize and reward excellent performance of employees and participants; and negotiate and wordinatemajor department CoIltractsandagreemem and oversee same (40 percent oftheactivity). public relatiom and information. Develop and distribute brochures and advertising on recreation programs, events and activiues; prepare press releases; and, represent the City at City-wide functions and with other agencies or private groups (10 percent of tbe activity). Commission and Board support. provide mcessary support for the Parks and Recreadon Commission, Lodi Sports Foundation, Namre Area Advisory Committee, Lodi Lake Docents, Swim Club Board, am3 Adults Sports Board. Also advise Booster of Boys/Giris Sports and Friends of Lodi Lake. (15 pgcent of the activity). parks and recreation facility planning, capital improvement and general project -. 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). Adivity am 'on. Collect, receipt and deposit depaItment fees and charges; receive and schedule reservations for facilities and activities; and provide over the counter informaton to customers (24 percent of the activity). D-51 ACTIVITY: Parks and Recreation Administration DEPARTMENT: Parks and Recreation Program Attendance 471,171 Revenue frocfuced 406,117 Projects Comleted 4 PROGRAM: Parks and Recreation FUND: General Fund 480,000 490,000 500,000 11 14 10 388,100 3 96,500 400,000 Temporaxy Positions: I I Full-time equivalents 2.3 2.3 2.3 2.3 * wow FLOW mrc.moRs 1 1995-96 1996-97 SIGNIFICANT EXPENDITURE AND STAFFING CHANGES 1997-98 1 199&99. * 1997-98 Recreation Intern for summer 1997 ($2,685) * 1997-98: Part-time CAD operator ($6,720) * 1997-98: * 1W-98 Purchase of lectern ($3,000) * 1997-98 Purchase of two color drums for Risograph maChine($l,500) * 1998-99 Purchase of two workscations ($5,500) ASA National Softball Tournament Bid ($1,500 offset by menue in second yr) * 1997-98 Elecaostadc @thg Of Office furninue ($2,000) MAJOR OBJECTIVES * 1997-99: Continue high level and effective programming and services * 1997-99 * 1997-99 Work toward completing CIP and CDBG projects * 1997-99: Make #1 priority in 1997-98 ReorganizeParksandRecmuionadminhm 've sraff - Phase I (1997-98) and Phase IK (1998-99) RELATED COST CENTERS Recreation Adminimation (10-701.01) Parks Adminidon (10-751.01) D-52 LEISURE, CULTURAL mm SOCIAL SERVICES ACTIVITY: YouthlTeen Sports DEPARTMJINT: Parks and Recreation PROGRAM: Recreation FUND: General Fund ACTTVITY DESCRIpllON The YouWTeen Sports activity offers a wide selection of youth sports. Over 7,000 youth and teem participte annually in these programs. Activity goals are: 1) provide quality opportunities and sport experiences in a wide variety of programs; 2) organize well-run and coordinated leagues, tournaments, camps, and clinics that instruct, provide opportunity to participate and meet social and physical needs of participants; 3) recover a fair-dollar value, depending upon the program; 4) provide officiating experience for teens and adults; and, 5) coordinate with suppon 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 affiIiated directiy with the deparrment)). This joint involvement produces programs in baseball, softba~~, soccer, basketball, tackle ftmtbll, clinics and camps. 5000+ youth and teens participate in these progmms. City receives only nonresident fees associated with participation in these programs. (80 percent of the activity). * Introdu&iodiod pmgrams. These programs are nm 100 percent by the city. They include basketball, volleyball, flag football, hockey, wrestliqg, and a variety of clinics. 2O00+ youth and teens participate in these programs. Fee recovery is kept low to em'ourage @ciparion by all youth (20 percent of the activity). SIGNIFICANT EXPENDITURE AND STAFFING CHANGES None MAJOR OBJECTIVES * 1997-99 * 1997-99 Encourage contimzuion of facility development to support programs * 1997-99 Review and improve programs * 1997-99 Continue gang alemauve involvement Offer and encourage more participation by underprivileged and low inme youth D-53 ACTIVITY: Youth/Teen Sports DEPARTMENT: Parks and Recreation PROGRAM: Recreation FUND: General Fund ~ Programsoffered I 15 I 18 I 18 1 18 PartIlershiL)s 276 I 280 I 280 I 280 RELATED COST CENTERS Recreation Playgrounds (10-702.02) D-54 ACTNITY. IndoorfOutdoor Activities PROGRAM: Recreation DEPARTMENT: Parks and Recreation FUND: General Fund Regular Positions: Tempomy Positions: Full-time equivalents ~~ AC"Y DESCRIPTION 0 0 0 0 1 1 0.7 0.7 The Indoor/Outdoor activity offers a wide selection of youth and adult activities and special sports events to pmmote a consuuctive outlet for enteRaimnent and Competition for children, young adults and adults. Activity goals are: 1) well- organized, fun, and challenging activities and events as an alternative to gang related activity; 2) we&organized muiitiod community events for children and adults of all ages; 3) cost recovery of 100 percent; and, 4) well-organized imructional programs. This activity has four major elements: * Imtruction classes. Provide instnuxors and hcilities for gymnastics (10 percent of tbe activity). * Traditional events. Plan, org- and coordinate special CamMUnity events Qouth track meet, Easter egg hunt, Halloween Carnival, Chrisrmas Tree run) (SO percent of the activity). * Special events. Plan, organize and coordinate special events (hot shot ba&etkd comest; pum, kick and pass football contest; rollin' in the mud bicycle event; sleepovers) (ZO percent of the activity). * Special MOD activities. Plan, organize and coordinate special recreation activities and tournaments (late night basketball, grass volleyball, Mayor's cup golf tournament, bicycle tour) (30 percent of the activity). SIGNIFICANT EXPENDITURE AND STAFFING CHANGES None MAJOR OBJECTIVES * 1997-99: * 1997-99 Increase quality of traditional special events * 1997-99 Retum youth track meet to Tokay High faciIity * 1997-99 Continue to add new events Increase participation by 30 544 through redesign of some activities D-55 ACTIVITY: DEPARTMENT: Indoor/Outdoor Activities PROGRAM: Recreation Parks and Recreation FUM): General Fund RELATED COST CENTERS Misc. Indoor/Outdoor Activities (10-702.03) D-56 ACm Aquatics PROGRAM: Recreation DEPARTMENT: Parks and Recreation FUND: General Fund supplies, Materials and senices Minor Capital OtberPapeIlts Total ~ ACTJXTY DESCRIPTION - 7- - I--- , - 7--- 35,013 38,742 35,000 35,000 11,071 4,450 134,897 144,637 147.445 144.095 The Aquatics activity schedules, organizes and coducts swimming activities (swim lessons, competitive swimming, water polo, boat rentals). Activity goals are: 1) a comprehensive swimming and recreational program for all ages and abilities; and, 2) 50% cost recovery. This activity has six major elements: Remeatiod swimmbg. Hire, train and coordinate staff to provide safe recreational swimming (43 percent of the activity). Recreation swim league. Plan, staff and provide an inrroduction program to competitive swimming (18 percent of the activity). Competitive swimming. Provide assisrarrce and facitties for a youth competitive swimming program (7 percent of tbeadivity). SwimmingiUShUCh 'on. Plan, promote, and staffa comprehensive schedule of swimming insauction for all ages (18 perant of tbe adivity). Water polo. Frovide asismce and facilities for youth water polo (2 percent of the activity). Boat rental. Provide recreational boat red at Lodi Lake Park (12 pemd of theactivity). s-g I 74,355 I 71,895 73,745 I 74,845 utilities and commu5icati~ 14.458 I 34.000 34.250 I 34 250 SIGNIFICANT EXPENDITURE AND STAF"G CHANGES * 1997-98 pufihase 25 HP boat motor ($4,450) MAJOR OBJECTIVES * 1997-99: Continue effective and meaningN aquatic operations and programming * 1997-99: Assemble the most well trained staff available * 1997-99 Increase revenue production in all activities * 1997-99 * 1997-99 Improve the professional appearance and feel of the aquatic facilities and programs Move forward with capital improvements at Lodi Lake Beach D-57 ACTIVITY: DEPARTMENT: Aquatics Parks and Recreation PROGRAM: Recreation m: General Fund RELATED COST CENTERS Aquatics (10-702.04) D-58 ACm Adult Sports/Athietic Facility Red PROGRAM: Recreation DEPARTMEm Parks and Recreation FUND: General Fund AC"Y DESCRIPTION The Adult Sports activity offers athletic leagues and tournaments for adults. Activity goals are: 1) well-organked and competitive sports leagues and tournaments for adults; and, 2) 100% cost recovery of adult leagues and tournaments. This activity has five major elements: * Bask&ball leagues and tournaments. Provide official, scorekeepers, equipment, promotion, adminisaa ti0q awards and fhcilities for league and tournamenf play (25 percent of the activity). on, * Volleyball leagues and tournaments. Provide official, scorekeepers, equipment, promotion, awards and facilties for league and tournamem play (15 percent of tbe activity). * Soccer leagues. Provide official, scorekeepers, equipment, promotion, admbism tion, awards and facilities for league play (5 perant of tbe activity). * ~opportrmities. (Spercentoftheadivity). SIGNIFICANT EXPENDITURE AND STAFFING CHANGES None MklOR OBJECTIVES * 1997-99: Continue gr~wtb in basketball pr~gram * 1997-99: * 1997-99 Increase quality of sofiball tournament offerings * 1997-99 Provide quality 1998 National Softball championship tournament Establish new grass volleyball summer league for young adults D-59 ACTIVITY: Adult Spom/Athletic Facility Rental DEPARTMENT: Parks and Recreation PROGRAM: Recreation FUND: General Fund Paxtne!rships 1 4) 4 Tournaments 25 I 26 I 26 I 27 RELATED COST CENTERS Adult Sports (1 0-702.05) D-60 AC-. concessio~ DEPARTMENT: Parks and Recreation PROGRAM: Recreation FUND: Geneml Fund ACTLVITY DESCRIPTION The ConcessioIls activity sew6 to accouDt for cost of part-time employees who operate concessions at games and tournamem. Activity goals are: 1) 105% cost recovery from BOBS; and 2) quality and cost effective operations. This activity has one major element: * Operate coIIcessions. percent of tbe activity). Provide snacks, food and drinks at scheduled games, tournamems and activities (100 t Total 23,090 1 20,000 I 22,000 I 22,000 I I SIGNIFICANT EXPENDITURE AND STAFFING CHANGES None MAiOR OBJECTlvEs * 1997-99: * 1997-99 Run quality and cost effective concession operations at Salas, Kofu, and Zupo Parks Provide seasonal concession operations at Grape Bowl (football) and Grape Pavilion (Comet BaskW Tournament) RELATEDcosTcENTERs C~nce~sionS (10-702.30) D-61 ACTIVITY: specialty classes PROGRAM: Recreation DEPARTMENT: Parks and Recreation m: General Fund ACTIVITY DESCRIPTION The Specialty Class activity schedules and conducts a variety of physical activity classes for youth and adults. Activity goals are: 1) enhance cdtural and physical awareness 2) a 100% cost recovery of adult classes; and 3) a 40% cost recovery for youth classes. This activity has three major elemem: * Sports instruction. Provide instruction and adminkm tion for individual sports activities (tennis, karate, Start Smart sports, kindergym). (50 percent of the activity). * Exercise- 'on. Provide instruCtion and administration for individual exercise activities (Tai chi, yoga, stress management). (40 percent of the activity). * Educationinstrudi on. computer sessions) (10 percent of the adivity). Provide insauCtion and admhkmu 'on for individual educational activities (chess, I I I t Total I 20,524 I 26,150 I 19,750 I 19,750 I I I Full-time equivalents I 0 1 0 0 1 0 SIGNIIFICANT EXPENDITURE AND STAFFING CHANGES None MAJOR OBJECTNES * 1997-99: Increase~t~~~by15X. * 1997-99: Offer XEW classes to youth and adults. * 1997-99: * 1997-99: Offer flexible time scheduling to meet public's needs. Arrange for use of school facilities for classroom activity such as chess, financial planning, etc. RELATED COST CENTERS Specialty Classes (10-702.06) D-62 AC- Sports Facilities DEPARTMENT: Parks and Recreation utilities and CQ~~CatiOns Supplies, MateTials and Services Minor Capital PROGRAM: Parks rn General Fund ~~ 17,044 25,720 ‘ 22,000 - 22,000 39,610 49,747 ~,OOo 46,000 500 500 1.000 LOO0 The Sport Facilities activity maintaiW and manages park facitities, 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 maintenaece service; and, 4) a positive image for the City. This activity has four major elements: otherpayments I 8,736 Total 328,430 * Fielddcorotmaintenanee . Groom and mark playing fields; and maimain basketball courts (45 percent of the aciivity) . -7 26,700 3,250 377,472 420,745 393,455 * Janaorialmaintenance . Clean and tend park buildings; remove trash; and, perform minor repairs (30 percent of the activity) Full-time equivalents 3.8 * Renovationandinstamm * II of sports facilities. Rebuilding fields; fencing; installation of basketball floors; and set up and take down soccer goals (20 percent of the activity). I I 3.8 * Interdepartmental set up. Set up and breakdown recreation program and events equipment (5 percent activity). 3.8 3.8 of SIGNIFICANT EXPENDITURE AND STAFFING CHANGES * 1997-98: Reclass Laborer (3) ($9,055) * 1997-98 Increase Part-time hours ($5,315) * 1997-98 Fence material for Vinewood ($3,000) * 1997-98 Purchase three point aerator ($4,000) * 1997-98 Ba~ktball backboards (2) ($19,200) * 1998-99 Electronic ~co~board ($3,500) D-63 ACTMTY: Sports Facilities DEPARTMENT: Parks and Recreation PROGRAM: Parks FUND: General Fund WOR 0BJEC"ES * 1997-99: Provide safe, clean and attractive sports facilities * 1997-99: Support weekend touroaments * 1997-99: Host 1998 Women's C National Sofiball Tournament * 1997-99: Develop comprehensive standard of maintenance RELATED COST CENTERS Sports Facilities (10-752.01) D-64 ACTIVITY: Lodi Lake Park DEPARTMENT: Parks and Recreation Laborer, Park Main worker Total Full-time equivalents Temporary Positions: PROGRAM: Parks FUND: General Fund 1 1 1 1 2 2 2 2 .5 .5 .5 .5 ACTIVITY DESCRIPTlON The Lodi Lake Park activity maimainS and manages Lodi Lake Park facilities, landscaped areas and open park space within the Park, and includes mahuename 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: * Landscape maintenance. Control weeds, maintain irrigation, feae, uim and maimain shrubs and trees, replace ~lll~sery stock, aerate and mow turf (50 percent of the activity). * Repair and remodel. Perform carpemy, paint, plumbing, electrical and mechanical repairs, perform mino1 repairs with in-house or contract resources (25 pement of the activity). = Janitorialmaintenance . Clean and tend park buildings, remove trash and perform minor repairs (20 percent of the activity). * Irrigation imtallaton. InstalI irrigation and Maxicom control systems in nortb and south side of lake. (5 percent of activity). SIGNIFICANT EXPENDITURE AND STAFFING CHANGES * 1997-98 Additional part-time hours ($10,145) * 1997-98 Laborer - irrigation installer part time ($9,385) D- 65 ACTlVll'Y: Lodi Lake Park DEPARTMENT: Park and Recreation PROGRAM: Parks FUND: General Fund ~~ MAJOR OBJECTTVES * 1997-99 Install new playground on south side * 1997-99 Develop new entry to lake * 1997-99 Install new children's water feature in beach area * 1997-99 Install phase I3 of irrigation (south side) * 1997-99 Develop a comprehensive standard of mahmmce * 1997-99 install IEW handicap fishing dock RELATED COST CENTERS Lodi Lake Park (10-752.02) D-66 ACTIVITY: Park Maintenance DEPARTMENT: Park and Recreation PROGRAM: Parks m: General Fund AC"N DESCRIPTION The Parks Maintenance activity maimaim 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 seMce; 3) a positive image for the City; and 4) a bahced distribution of parks and playground equipem rbroughout the City. This activity has five major elements: Landrcape- . Coml weeds, maimain irrigatios fertilize, aerate, mow, edge, turf, maintain shrub and trees, replace nursery stock, aerate and mow turf (65 percent of the activity). Repair and remodel. Perform carpentry, paint, plumbing, elecuical and mechanical repairs, perform minor repairs with in-house or co~tract resoufces (10 peroent of the activity). Janitorial mainteoance, Clean and tend park buildings, remove trash and perform minor repairs (10 percent of the activity). Pool maintenance. Vacuum, scrub tiles, mahain water temperature, mahain chemical balance and cleanliness to State and Federal standards, maintajn pumps, mters, autOmatic chemical dispensers and chemical alarms (10 percent of theadivity). Intedepuh~ental set up. Set up and breakdown of various recdon prom equipment for wens and femals (5 percent of the activity). Other Payments 1,665 1,665 1,665 1,665 Total 478,340 477,575 488,205 488.280 3 3 I 3 3 ' Laborer-PMwI/n Total 7 7 7 7 ~ ~~ Temporary Positions: Full-time equivalents 3.3 3.7 3.7 3.7 D-67 ACm Park Maintenance DEPARTMENT: Parks and Recreation PROGRAM: Parks FUND: General Fund SIGNIFICANT EXPENDITURE AND STAFFING CHANGES * 1997-98 Part-time mahmame staff ($10.990) * 1997-98 Increase part time hours ($6,200) * 1997-98 Reclasslaborers($4,270) MAJOR OBJECTIVES * 1997-99: * 1997-99: Address deferred mainmame issues with additional man power * 1997-98: Develop comprehensive standard of maintenance Pmvide safe, clean and attractive park areas and park facilities * 1997-99 Support~tyrentals RELATED COST CENTERS other Parks (10-752.03) 33-68 ACTIVITY: Park Naturalist DEPARTMENT: Parks and Recreation supplies, Materials and senices Minor Capital OtherPaMnents PROGRAM: Parks FUND: General Fund 1 7,163 1,995 3,310 3,3 10 ACTMTY DESCRIPTION Sr Park Ranger Park Naturalist Total The Park Naturalist activity provides interpreave programs, coordinates special events and schedules park and gate attendams for Lodi Lake Park. Activity goals are: 1) educational programs that promote respect for nature and park in general; 2) interpretive program and tours of Ludi Lake and river environments; and, 3) promotion of Lodi Lake as a major city-wide and regional tourisn element. Tbis activity has three major elements: 1 0. 0 0 0 1 1 1 1 1 I 1 * Interpretive prognuns. Plan and coordinate interpretive programs for the Nature Area and Discovery Center (So percent of the activity). Tempomy Positions: * Fa&@ operatiom. bvide support for f'acfity and campground (10 peneat ofthe activity). I I I * Park and gate attendants. Coordinate and schedule part time (10 perceut of the activity). I I 1 Total I 95,039 I 50,495 I 71,396 I 71,400 ," I I I SIGMFICANT EXPENDITURE AND STAFFING CHANGES MAJOR OBJECTIVES * 1997-99: * 1997-99: * 1997-99 * 1997-99: Increase program participation * 1997-99: 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 D-69 ACTIVITY: Park Nanualist DEPARTMENT: Parks and Recreation PROGRAM: Parks FUND: General Fund RELATED COST CENTERS Park Nanrralist (10-752.08) D-70 ACTIVlTY: Equipment Maintwance DEPARTMEIVE Parks and Recreation Temporary Positions: I PROGRAM: Park FUND: Genexal Fund I ACTNITY DESCRIPTION The Equipment Maint- acciVity repairs and maintainn 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; ad, 3) ensure safe playgrounds. Tbis activity has three major elements: * Equipmentmakkuan ce. Repair, seMce and inspect mowers, scooters and park maintenance equipment; and, maintain imrentory (including two boats) d Kuabmmx records (75 percent ofthe activity). * Playgrouod safe. safqstadads (20 percent of the activity). Inspect, repair and Service playground equipment; and, develop playground equipment * OtherdepartmentUKhtemm . Repair and seMce Fii Department parkjng sworn. Repair and seMce Hutchins Street Square anall equipment and scooter. (5 pemmt of the activity) SIGNIFICANT EXPENDITURE AND STAFFING CHANGES * 1997-98: Purchase top dresser ($8,000) * 1997-99 Mechanic part time ($4,475) MAJOR OBJECTIVES * 1997-99: Bring playground equipment up to ADA standards * 1997-99 Mainrain playground equipment for a safe environment * 1997-99: Maintain equipment in a safe and reliable condition D-71 ACTIVITY: DEPARTMENT: Equipment Maintenance Parks and Recreation PROGRAM: Parks FUND: General Fund RELATED COST CENTEm Equipment Maintenance (10-753.01) D-72 ACTNITY: DEPARTMENT: OtherPapem I 1 I Total 678 1 3,795 I 5,000 Library Board City Council and Boards 5,050 PROGRAM. Iq&dation and Policy m General Fund ~~~ ACTIVlTY 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 hture. They are responsible to work with the citizens of the Community to meet their informational, and educational needs. Acavity goals are: 1) well-planned and well-maintained Library services; and 2) WelI-organized and responsive library programs utilities and communications supplies, Materials and services 678 3,795 4,400 4,400 Miwr Capital STAFFINGSUMMARY Staff assisranCe is provided through the Library activity, and a secretary who attends the monthly board meetings to rake notes and create monthly mirmtes. SIGMFICANTEXPW~ AND STAFFINGCEANGES None MklOR OBJECTIVES * 1997-99: Expand information seMces for the community through print and n~~-print media. RELATED COST CENTERS Library Board (21.0-801 -02) D-73 ACTIVITY: DEPARTMENT: sen Library Asst Libraxy Libraxy 1 I 1 1 I 1 PROGRAM: Cultural Services FUND: General Fund L Temporary Positions: Full-time equivalents ACTIVITY DESCRIPTION 5 5 5 5 The Library activity provides informational, and educational Library sewices to the community through lending library materials and offering informative programming. Activity goals are: 1) materials and/or sexvices to meet the informational needs of the community; 2) well-staffed and supported reference seMce; 3) customef service oriexued 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 they want. Select and develop collection for adults and young adults. (15 perceot of the adivity). Children's services. Provide storytimeS and activities for youths ages 0-15. Develop and maintain Mh's collections. (5 percent of the activity). Ciation services. Issue library cards. Assist in the location of materials. Perform circulation functions including checkout, reservations, fine collection, etc. (30 percent of the adivity). Suppod services. Order, catalog and process materials for collection Maimain condition of the coUection Maintain library buildings in safe and wr~g conditio~~ Planning and budgeting for library's future (50 percent of the activity). D-74 ACTIVITY: Library DEPARTMENT: Library PROGRAM: Cultural Services FUND: General Fund SIGNIFICANT EXF'ENDITURE AND STAFFING CHANGES * 1997-98 Internet access ($7,100) * 1997-98 Compact disks, videos and CD Rom ($13,000) * 1997-98 Transfer Building MaimenanCe worker to PW Build (savings of $36,262) MAJOR OBJECTIVES * 1997-99: Expand materials ~0il60n to khde compact discs, CD-ROM, ad Videos * 1997-99: * 1997-99: Provide public access to the Intemet * 1997-99: Create computef lab for public access to Pcs with word procesSing capabilities Create network of infostatom with access to on-line catalog and other libmy and infodon Attendance at Children's Programs 15,727 15,000 15,000 17,000 Items Catalogued 6,073 6,144 6,Ooo 6,000 Library Visits 270,003 270,000 270,000 270,000 Items Added 9,658 10,880 10,Ooo 10,000 In Library Usage 270,000 270,000 280,000 290,000 RELATED COST CENTERS LibraryA8 a *' ta 'on (21-801.01) 0-75 ACTIVITY: Commissions and Committees PROGRAM: Cultural Services DEPARTMENT: City Council and Advisory Bodies m: General Fund ACTIVITY DESCRIPTION Two Commissions advise the City Council on cultural and senior programs. * Senior Ci Commission. The Senior Citizen Commission advises the City Council on programs, policies and activides which Serve seniors in the community. Activity goals are: 1) identify needs of the aging; 2) create community a-; 3) explore improved standards of service; and 4) develop services and programs. * Lodi 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) enricbment 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 leademhip role in developing their futures. Activity goals are: 1) provide youth services in a safe and non-discrhbatory environment; 2) provide support programs and sewices; and, 3) provide for met social and educational needs of area teens and youths. STAFFINGSUMMARY None - Staff assistance is provided through the Community Center. S1G"ICANT EXPENDITURE AND STAFFING CHANGES None MAJOR OBJECTIVES * 1997-99: Develop and distribute newsletter regarding Lodi's senior population * 1997-99: * 1997-99: Recognize and honor excellence in high school youth * 1W-99: * 1997-99: Establish and maintain a resource directory of available volunteer oppormnities Recognize and expand the owl management program in urban parks Create talent show to blend talents of Lodi Arts Commission and Youth Commission RELATED COST CENTERS Lodi Arts Commission (10.0-802.11) Senior Citizen Commission (10.0-804.01) Youth Commission (10.0-701.03) D-76 ACTIVITY: Communil;~ Center DEPARTMENT: community center PROGRAM: Cultural Services m: General Fd ACTIVITY DESCRIIPTION The Community Center activity provides a focal point for cultural, 6ne art, performing art and senior programs within the community; provides facilities for meetings, conferences, recreational activities and events sponsored by the City, community pups and private individuals and OrpanizatiOnS; and, work with the Senior Citizen Commission, Lodi Arts Commission, Youth COmmission and other private organizations to develop programs and facilities. Activity goals are: 1) well-maiotained Wties; 2) well-balanced programs for seniors; 3) promotion of fine art and performing art within the City; and, 4) 30 5% to 50 X cost recovery. This activity has seven major elements: Senior services. Social and recreational aclivities; refed services; emotional and physical wellness programs; and legal, consumer, financial and educational =Mas and counseling (20 percent of the activity). Cultural progranrs. Plan and promote workshops for crafts, arts, music and other fine arts; provide for display of crafts and fine arts of 1ocaI residentq and, plan, promote and organize activities in arts, crafts, music, dance and drama (10 percent of the activity). Public relations and idormation. Prepare and diseribute bmchm and schedules for senior, hne art and performing art activities; and, works with the Adult Day Advisory Committee, the Senior Citizen Commission, Lodi Arts Commission, and Old Lodi Union High School Site Foundation to develop programs, plan facilities and obtain funds from privare and public sources (5 percent of the activity). Facility scheduling and administration. procesS resexvations for facilities, liabiity review, receive and deposit fees and maintain responsive relations with customers (5 perceut of the activity). Special e!vex& mmqpne&. Plan, or- and cxmdmte - special eveas sponsored by the City (Field and Fair Day, Fourth of July); create, design and distribute flyers; prepare news releases; and, solicit and schedule vendors, entem and participams (10 percent of the activity). mpeutic swim. Program, schedule ad conduct various therapeutic swimming activities; and, vacuum, scrub tiles, maimain water temperature, maimin chemical balance and cleanliness of facilities (20 percent of the activity). Facility and janitorial maintenance. Clean, remove trash, maimin equipment and perfom minor repairs (30 percent of the activity). D-77 ACTIVITY: DEPARTMENT: Building Maintenance Worker 1 Maintenance Worker 1 Total 5 Temporary Positions: Full-time equivalents 5.5 Community Center Community Center 1 1 1 1 1 1 5 5 5 5.5 5.5 5.5 I PROGRAM: CdturaI Services FUND: Gene!ral Fund Community Center Director 1 1 1 1 Senior Services Coordinator 1 1 1 1 Administrab. -ve Clerk 1 1 1 1 SIGNIFICANT EXPFDIDITURE AND STAFF'ING CHANGES * 1997-98: furchase Chairs ($8,500) * 1W-98 Increase part time hours Admin Clerk ($8,700) MAJOR OBJECTIVES * 1997-99: continue to work toward achieving activity goals L I # of monthly swims I 1,991 I 2,074 1 2,302 2,577 Monthfv revenue 3.815 I 4.027 1 4-284 4 641 RELATED con CENTERS Community Center Adminisaa tion (10.0-840.03) Senior Information (10.0-804.02) Hutchins Street Square Pool (10.0-804.03) Hutchins Square Maintenance (10.0-852.05) D-78 ACTMTY: Arts specialty Classes DEPARTMENT: Community Center warnnow ~"BICATORS Program Attendance Revenue produced programsoffered PROGRAM: Cultural Services FUND: General Fund J 1 3995-96 1996-97 1997-98 i 199899 14,468 12,000 12,000 12,000 33,389 22,000 22,000 22,000 20 12 12 12 ACTMTY DESCRIPTlON 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: * Frwartsi~&ruch 'on. Pmvicie arts, crafes, music and other fine art classes for childen, youth and adults. I Temwrarv Positions: I I I I I Full-timeequivalents I 0 I 0 I 0 I 0 -- I I 1 SIGNIFICANT EXPENDITURE AND STAFFING CHANGES * 1997-98 Increase funding (offset by revenues $18,750 & $22,640 in 1998-99)) * 1997-98 AJXS mhg- fund ($5,000) MAJOR OBJECTIVES * 1997-99: Increaserevemreby15970 * 1997-99: Offer new classes for youth and adults * 1997-99 * 1997-99: Offer flexible time scheduling to meet public's needs Arrange for use of school facities for classroom activity such as chess, financial planning RELATED COST CENTERS Spe~iaity Ciasses (10-802.06) D-79 ACTIVTTY. Cultural Activities DEPARTMEN": Community Center PROGRAM: CdturalServices FUND: General Fund ACTNITY DESCRIPTION The Cultural Activities program is responsible for encouraging, promoting and providing for cultural development in the fine arts and performing arts (crafts, art, music, dance, drama). Activity goals are: 1) improve quality of life for residents and visitors to Lodi; 2) promote Lodi as a regional center for cultural activities: and, 3) develop long-tenn 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-pfit organizations that STAFFINGSUMMARY None - Staffassistamx is provided through the Community Center. SIGNIFICANTEXPENDITURE AND STAFFING CHANGES * * * * * * * * * * * * 1997-98: 1997-98: 1997-98: 1997-98 : 1997-98: 1997-98: 1997-98: 1997-98: 1997-98: 1997-98\: 1997-98: 1997-98: Lodi community concert Association ($3,000) Lodi Writers Assoclaa . 'on($600) Lodi Historical society ($1,600) Kids Unlimited ($1,300) Lodi Arts Center ($l,OOO) Lodi children's chorus ($600) Tokay Players Community Theatre ($lO,OOO) La5 communty Band ($2,200) Lodi Eastside Improvememt committee ($1,500) Lodi children's Theatre ($1,200) Imernational Dance Studios ($2,230) Arts Commission projects ($25,500) MAJOR OBJECTIVES None RELATED COST CENTERS Lodi Arts Commission Grants (10.0-802.12) D-80 ACTIVITY: After School Playgrounds DEPARTMENT: Community Center PROGRAM: Cultural Services FUND: General Fund ~ ACTIVITY DESCRIPTION The After School Playgrod activity provides for after school child care for children in school. Activity goals are: 1) safe, attentive and reliable child care; 2) a balanced educational and recreational program; and 3) 100% cost recovery. This activity has three major elements: * Child care and safety. Organized, available and safe after school care for children ages 5 to 12 years of age (So percent of the activity). t Am 'on. Sign in children daily, update attendance sheets, complete incident reports (5 percent of the aciivity) . * Recreational and educational programs. organize recreational and educational after school programs (45 pen?ent of the activity). SIGNIFICANT EXPENDITURE AND STAFFING CHANGES * 1997-99 increase general supplies ($39,085) MAJOR OBJECTNES * 1997-99: * 1997-99: Increase participation enrolhem and offer quality child are Reach a 10% return on the After School prom RELATED COST CENTERS Recreation Playgrounds (10-702.01) D-81 ACTIVITY: camp Hutcb DEPARTMENT: Community Center staffing Utilities and Communications Supplies, Materials and Services Minor capital Other Payments Total PROGRAM: social Services m: Child Care ~ ~~~ 105,789 109,700 145,849 159,844 1,188 250 500 500 23,252 38,000 45,280 24,150 2,091 500 3,000 132,323 148,450 19 1.629 187.494 ACTLVITY DESCRIPTION 1 Temporary Positions: Full-time equivalents The Camp Hutchios activity provides licensed child care for children aged 5 to 12 years except weekends and school holidays. Activity goals are: 1) safe, reliable and attentive chiid care for children of working parents; 2) adherence to all State licensing requiremems; and 3) 100 percent cost recovery hugh child care fees. This activity bas three major elements: I 4 4 5 5 * Child care services. Provide qualified and licensed child care services for children tiom ages 5 to 12 years of age (SO percent of the activity). * Activities. Provide programs featuring activities that promote socializaton skills through activities in arts, crafts, drama, games, music and science (25 percent of the activity). * Am 'on and mamgemd. Maintain records, personnel qualifications, admission policies and procedures and prepare reports; hire and evaluate staff; organize and conduct uaining for staff; and, develop curxidm (25 percent of the activity)- RecreationSupervisor 1 1 I 1 I 1 1 ~~ ~ I Dav Care Teacher I 0 0 1 I 1 SlGNIFICANT EXPENDITURE AND STAFFING CHANGE * 1997-98 Add full time Day Care Teacher ($20,568) * 1997-98 Add supplies/materials to keep pace with growing emllment($60,380) * 1997-98 Copier ($6,000) * 1997-98 Hp computer & priOter ($4,OOO) MAJOR OBJECTIVES * 1997-99: Develop activities to promote social skills through arts, crafts, games, music and science D- 82 LEISURE, CULTURAL AND SOCLAL SERVICES ACTIVITY: DEPAR- camp Hutchins Community Center PROGRAM: Social Services FUND: Child Care RELATED COST CENTERS Camp Hutchins (15-702.15) D-83 ACm: Human Relations PROGRAM: Social Services DEPARTMENT: Community Development FUND: CDBG & HOME Funds I Supplies, Materiais and Services Minor Capital OtherPaymentS ' Total ACTIVITY DESCRIPTION 16,723 363,049 1,271,446 1,291,071 943,306 943,306 1,684,621 1,291,071 943,306 943,306 The Human Relations activity provides funding for projecrs and activities which address the needs of persons of moderare 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 communidon With organizations regarding human and social services; and, 3) a positive image for the City. This activity has one major element: * Grants a8 * ,tration. Evaluate requests and fecommend funding for local non-profit organizations or projects which address Deeds of persons with low or moderate income; eliminate blighted conditions; and meet urgent needs of the community (100 percent of the activity). STAFFINGSUMMARY None. Staffing support provided by Community Development SIGMFICANT. EXPENDlTURE AND STAFFING CHANGES None MAJOR OBJECTIVES None RELATEX) COST CENTERS HOME (44 fund) CDBG (45 fund) D-84 COMMUNITY AND ECONOMIC DEVELOPMENT COMMUNJTY AND ECONOMIC DEVELOPMENT ACTTMTY: Commissions and Committees PROGRAM: Planning DEPARTMENT: City Council and Advisory Bodies m: General Fund ACTIVITY DESCRIPTION One commission and two committees advise and assist the City Council on planning, design and neighborhood prevention issues. * 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 atuactive ad well designed development within the City. Five public members. * Eastside Improvement Codee. 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 civii actions against nuisance property owners from affected neighborhood residents. Nine public members. Minor Capital I I 1 1 OtherPaVments I None. Staff assistance is provided through the Community Development Department. SIGNJFICANTEXPENDITURE AND STAFFING CHANGES This budget reflects the addition of the Eastside Improvement Committee kuo the Community Development budget. Previously, this activity was funded out of the Community Developmem Block Grant prognm. MAJOR OBJECTIVES * 1997-99 * 1997-99 * 1997-99 * 1997-99 Work to implement the Cherokee Lane beautification and the Downtown revimlizadon plans. Work with the Eastside Committee to develop sfrategies to improve the eastside commercial and residential Assist in the development of a new Zoning Ordinaxe. Assist in the development of an Historic building survey. areas. RELATED COST CENTERS Planning Commissions/Committees (10.0045.05) D-85 COMMUNITY AND ECONOMIC DEVELOPMJ" ACTIVITY: Code Enforcement PROGRAM: Community Development DEPARTMENT: Community Improvemem FUND: General Fund 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 Lodi. This activity bas six major elements: Communitv Improvement. The administxation and clerical duties which support of all activities under the Community Improvement Division. This includes the staff's support and participation with community groups and functions, as well as the developmem and implementation of an education and infomarion program to educate residents and property OWIS of the existing property maintenauce requirements as well as the minirnum housing standards (10 percent of the activity). Code Ed-. The implementation of a proactive city-wide Code Enforcement program and the response to complaints of substandard housing, zoning violations, and nuisaoCe activities on private property, as a meazls of eliminaan * g blighted conditions throughout the City of Lodi (50 percent of the activity). Abatement. The abatement of substmdard and/or hazardous buildings or properties by way of demolition, repair, boardup or clean up. AU abafement costs arebilled to the property owner and then placed as a lienif not paid (15 percent of the activity). Codcommission SUD~ . Provide necessary support for the City Council, Planning Commission and Eastside Improvemem Committee (5 percent of the activity). Historic Preservation. The development and implemwtation of a historical preservation district within the Eastside neighborhood and the devehpment of a historic preservation ordinance in an effort to preserve and enhance Lodi's historical heritage. This imludes working with the Eastside Improvement Committee to formulate aed adopt architectural and site plarminp guidelines for the upgxading of the Eastside residential neighborhood (10 percent of the aciivity). Communitv Devel~~ment Block Grant Adminidration. Administer the City's block grant program; monitor funded programs for compliance with governing policies and legislation; and assist community pups with appiication processing of requests for block graut funding (10 percent of the activity). D-86 COMMUNITY AND ECONOMIC DEVELQPME" 1 CaseSGenerated I I 792 1 950 InsDections Made 1.450 1 1.800 ACTIVITY: Code Enforcement PROGRAM: Community Development DEPARTMENT: Community Improvement FUND: General Fund 1,090 2.050 SIGNIFICANT EXPENDITURE AND STAFFING CHANGES * 1997-99 Allocate additional funds in the Repair and Demolition Fd 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 subsmndard, dangerous buildings. MAJOR OBJECTIYES * 1997-99 Continue to implement an aggressive, proactive Code Enforcement program to attack heavily blighted resided areas throughout the City of Lodi, in an effort to raise community standards &roughout the City. * 1997-99 Further develop education programs in order to reach various target groups throughout the community to infoxm residents of the existing standards tbat will be enforced throughwt the community to elimbue blighted Conditim and reduce suu housing. * 1997-99 Continue with demolition and abatement actions on those properties in which serious dangaous buildinglsubstandard housing conditions exist, in order to elimioate long StaMfiOg nuisance. * 1997-99 Actively promote the housing assistance programs funded through CDBG and HOME, and other finand ashance programs available to property owners for the rehabilitation of their propemes, and to cultivate potenrial home ownership for currem rental housing occupams. * 1997-99 Develop a historical preserVation program order to establish; 1) a historical district Within the Eastside community, aod; 2) a historica preservation ordinaxe that will establish architecmal and site planning gnidelinesforupgradingand~thesesidemialsmndardswithintheneighbo~. I)-87 COMMUNITY AND ECONOMIC DEVELOPME" ACTIVITY: CurrentfAdvauce Planning PROGRAM: Planning DEPARTMENT: Community Development FUND: General Fund ACTIVITY DESCRIPTION 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 pexmits; ensures projects comply with City development and land use regularions; manages the City's growth management program; and, assists the public with inquiries or complaints. Acdvity goals are: 1) a well planned community; 2) managed community god and change; 3) protection and preservation of environmental resources; 4) baiawed economic deveiopmem; and 5) a high level of public service. This activity has five major elemems: hngrangeplanning- hepa=- and policies necessary for long term development of the City; maintain and update the Geraeral Plan; evaluate proposed annexations to the City; coordinate with the County and Council of Governments (COG) on planning and transpoRaton issues; update City maps and dam base (15 percent of the activity). Development revim and environmental asemmnt. Prepare ordinances and policies aimed at setting SEandardS for development and its review; process d review planning applicaaons for compliance with applicable codes and ordinances; COordiDate with other depammm in the review of projects; perform enviromnemal assessments and momtor ewiromnemal mitigation measures; respond to public inquiries on development issues (50 jmcent of the activity). CouneiuCommision support. Pxwide 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, demopphic and property infoxmation (15 percent of the activity). Departmeot adminbtration- This element includes the Department Head and pmvides overall fiscal and personnel management for the Depamnent. Additionally, coordination between Community Development staff, the Community, and other departments is a major element. (5 percent of the activity). D-88 COMMUNITY AND ECONOMIC DEVELOPMENT c- Community Development Director 1 1 Department Secretary 1 1 Senior Planner 1 1 Associate Planner 2 2 Total 5 5 ACTIVITY: Current/Advance Planning DEPARTMENT: Community Development 1 1 1 1 2 2 1 1 5 5 PROGRAM: Planning FUND: General Fund SIGNIFICANT EXPEMlITURE AND STAFFING CHANGES * 1997-99 * 1998-99 Hire City Planner ($83,600) Retain CoDSultant to prepare new Zoning Ordinance. ($50,000 ea yr) MAJOR OBJECTIVES * 1997-99: Adoptanew Zoningordinanr: e. * 1997-99 * 1997-99 * 1997-99 * 1997-99: * 1997-99: * 1997-99 DevelopanIndUstnal . Park feasibility plan in conjunCtion with the Economic Development coordinator. Initiate and develop a Green Belt Policy for ultimate City growth. Continue to implement the objectives of the Cenaal City Revitahrion program, Provide technical and program support to the Economic Development program. Conduct a comprehensive review of the Growth Auocation program. Complete the review of the General Plan Policy and Implememation program. RELATED COST CENTERS Planning Administration (10045.01) Grant Administration (10-045.03) D-89 COMMUNITY AND ECONOMIC DEVELOPMENT ACTNLTY: Building and Safety PROGRAM: Construction Development DEPAR"T: Community Development m: General Fund Temporary Positions: I I Full-time equivalents .9 .9 ACTNITY DESCRIPTION 1.4 1.4 The Building and Safety activity interprets and enforces construction and building codes, regulations and ordinances to regulate consmuxion, occupancy, handicap accessibility, energy efficiency and life safety of all buildings constructed in the City of Lodi. Activity goals 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: Pubiic information. Answer questions and offer interpretations about construction codes and reguIations (S percent of the activity). Comtrudion permit application review. Review comaion permit applications and plans for compliance with appiicabe codes and ordinances; issue permits; and collect fees (30 percent of the activity). Economic developmmt. 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 departmem/agencies to ensure compliance with other development regxlations (10 percent of the activity). Comtrudion inspedion. Inspect construction projects KO ensure compliance with codes, ordinances , permits and approved plans (40 percent of the activity). ChiefBuilding Inspector 1 1 1 1 Senior Building Inspector 1 1 1 1 Building Inspector II 3 3 3 3 A- 've Clerk 1 2 2 1 Total h 7 7 7 D-90 COm AND ECONOMIC DEVELOPMENT MiSCellaneouS 1. 510 Valuation 629,019,000 ACTIVITY: Building and Safety PROGRAM: Construction Development DEPARTMENT: Community Development FUND: General Fund 553 550 -55s $56,455,000 s55,000,000 $60,000,000 SXGNmCANT EXPENDITURE AND STAFFING CHANGES - None MAJOR OBJECTNES * 1997-99 * 1997-99 * 1997-99 Coneirme to compute& with the purchase of a new Building InspectioncPlanning management program. Explore and develop methods of operation that will encourage new business to locate in Lodi. Purchase an optical system for storage of plans and documents. New &mm&aVIndus&ial I 12 1 25 1 25 I 27 Remodel Commer-m 147 1 120 I 120 I 130 RELAm corn CENTERS Building Inspection (1045.02) D-91 COMMUNITY AND ECONOMIC DEVELOPMENT ' supplies, Materials and senices 40,469 129,738 45,000 45,000 Minor Capital 13,500 Other Payments 1,395 1,300 1,400 1,400 889,700 967,200 Total 798,63 1 894,413 . ACTIVITY: Engineering DEPARTlWDW public works PROGRAM: Construction Development FUND: General Fund ACTIVITY DESCRIPTION The Engineering activity plans, designs and oversees consmaion of City streets, water, wastewater aod drainage systems in conformance with the General Plan, Capital Improvement Budget and development policies; and, provides engineerhg seMces for many other City aCtiv&es and special projects. Activity goals are: 1) efficient, effective and responsive engherhg services; 2) well planned and designed projects; and, 3) dmely completion of projects within budget. This activity has fwr major elements: * Design. Prepare plans, specifidom, contract documents and consauction estimareS; advemse and award codon contracts; develop and update master plans for water, wastewater, draiuage and street Eaciliaes; draw and maintain all street, parcel and utility system maps; provide surveys for project desig~ and perform COIlStIUCfion staking for City consuuction projects (44 perceot of the activity). * Construction. Inspect and administer City c<)nsuuction contrans; inspect off-site improvements of prim developers; inSpea street and undergrmrod improvanentS made by other utility agencies under eocroachment permits; and, prepare record (as-built) drawings of all public and private consmaion projects hpeued (20 percent of the activity). * Dev- services. Review final suwivision maps, parcel maps, and off-site impn>vement plans for private development; develop and implement development incentives and ensure confomume with City standards and master plans; issue encrvachment permits for all work, parades and other activities and uses of the public right of way and UtiIity easemem; mamges impaa fee program; and, prepare legal descriptions needed for annexations, easemem and streef vacations and acquisirion of rights of way, public utility easemenrs and property (20 percent of the activity)- * T~af'€ic engineeriog. Design the City's tmffic control systems; respond to public questions and complaints; conduct field iwestigationS and prepare studieslreports on loading umes, pedesaian 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 trafiic impacts, parking lot layout and on-site circulation (16 percent of the activity). v I I - 7- , 7- - - >- I utilities and comlmications I 16 I I 300 I 300 i D-92 COMMUNITY AND ECONOMIC DEVELOPMENT ACTIVITY: Engineering PROGRAM: Construction Development DEPARTMENT: Public Works FUND: General Fund * One Traffic engineer position is authorized full-time but presently filled 70% time and is budgeted to increase to full time in FY 97/98/ SIG"T EXPENDITURE AND STAFFING CHANGES * 1998-99 Hire Senior Civil Engineer ($59,600) and computer/fuzniture ($7,000) MAJOR OBJECTIVES * 1W-98: Update Development Impact Fee Program * 1997-98: Update codon specifications ad standard plans * 1997-98: * 1998-99 Evaluate Engineering Fees for mbdivisions/developments Evaluate encroachmm permit program and recommend new fee .suumre * 1998-99: Update Desi~Stadard~ I I 1 RELATED COST CENTERS General Engineering (10-302.01) D-93 COMMUNITY AND ECONOMIC DEVELOPMENT Supplies, Materials and Sentices Minor Capital OtherPaymentS Total ACTIVITY: Economic Development DEPARTMENT: Administrati on 42,711 113,920 115,725 39,654 322 99,500 110,601 282,090 235,550 I 115,713 PROGRAM: Economic Development FIMD: Gene& Fund ACTNITY DESCRIPTION The focus of the Economic Development activity is to plan, organize and coordinate the economic development and revitahation program for Lodi with other agencies and organizations; utilize City resources on specific activities imended to preserve and enhance the stability of the business community; promote job growth, and, market Lodi as a regional business center. CeMai City RevitaIization is curmuly underway. Efforts are ongoing to amact quality industry to Lodi. Notable SUCC~SS~S during the 1995-97 budget year are: Apache Plastics, Ltd. Arkay Industries, Inc., Mondavi Wm Distribution Center and Sweetner products, Inc.. Activity goals are: 1) recruit new businesseS; 2) retain and expand existing businesses; 3) create a ’business friendly” armosphere for coa businesS; 4) promote a Competitive fee and tax enviromnt; 5) assist business ventures; 6) coordinate revitalization of downtown and Cherokee Lane improvement plans, and, 7) market Lodi as a business and tourist center. This activity has four major ekements: City relations with business cDIIMIIpit9. Establish and maimain day to day communication with business community and business organizadons to idensify issues, cuncem and herests of existing busioesses .potwtial new busioesses or business organbdons; and, coofdiDate with City staff and other agencies to suggest sound “business fiiendly” policy and provide answers to regulatory reform and/or screamlvlln . g City seMces (25 percent of tbe activity). Renbhdkn and beautifbihn. Continue to work with business and property owners to develop plans, projects and incedves to revitalize business in existing commercial and industrial zones; assist and coordinate with community pups to sponsor public events, trade fairs and activities in the downtown and other commercial business zones to anract shoppers to Lodi; and, act as project manager for the City for projects and progxams approved by the City Council (45 percent of the activity). .. Fbnding economic devdopm& activities. Plan and develop strategies to fund economic development projects and progmm (public-private pannerships, redevelopment agency, assesgnent districts) (24 percent of the activity). Frnaocial assistance. Recornmeed, administer and manage financial assistance programs approved by the City Council to assist businesseS and property owners, expand business and/or create new jobs (10 percent of the activity). D-94 COMMU" AND ECONOMIC DEVELOPMENT ACTIVITY: Economic Development DEPARTMENT: Aflministrati on PROGRAM: Economic Development FUND: General Fund SIGNJFICANT EXPENDllTJRE AND STAFFING CHANGES * 1997-98: Downtown Marketing advertising ($7,300) MAJOR ORJECTIYES * 1997-98: Implement Downtown Revitalization Study * 1997-98: Implement Cherokee Lane Improvement Study * 1997-98: * 1997-98: Coordinate the City's Business AmactiodRetmion Program * 1997-98: 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 RELATED COST CENTERS Economic Development (10-043.01) D-95 COMMUNITY AND ECONOMIC DEVELOPME" utilities and commrmications Supplies, Materials and Services Minor Capital merpayments Total AC-: Community Promotion DEPARTMENT: Administration ~ ~~~ 25,000 28,799 29,663 97,700 97,700 157,700 82,700 97,700 122,700 186,499 112,363 PROGRAM: Ecowmic Development FUND: General Fund ACTIVITY DESCRIPTION The Community Promotion activity promotes the City as a cenrer for trade, recreation and tourism. The activity goal is to foster and promote a mng reliable tourist industry for the City's economic base. Major activities funded through this program include: * * Lodi Conference and Viitoxs Bureau. ($75,000) Lodi chamber of commerce ($lO,Ooo) * * san Joaquin Partnership. ($2@,OOo) B- Improvement District f$5o,Ooo) * Lodi Downtown Business Association. ($2,700) STAFFINGSUMMARY None. Staffing provided through Economic Development Division of Administration SIGNIFICANT EXPENDITURE AND STAFFING CHANGES * 1997-99 Lodi~ber($lO,OOo) MAJOR 1995-97 OBJECTIVES * 1997-99 Develop, obtain Council approval and implement promotional program RELATED COST CENTERS Community Promotion (10-020.06) D-96 GENERAL GOVERNMENT ACTIVITY: City Council PROGRAM: Legislation and Policy DEPARTMENT: City Council and Advisory Bodies FUND: General Fund , ' Suppiies, Materials and Services 23,587 Minor Capital otherpawlents ACTIVITY DESCRIPTION 21,971 32,500 32,500 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 reshictions provided in the State of California Govemment Code and Constitution. Thirteen advisory commissions and committees assist the City Council with this work Activity goals are: 1) open, infond and demmtic 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 Edcilities within available resources. This activity has tbree major elements: * Legislation. Enact ordinances, appropriations and resolutions; and, review compliance with adopted laws, policies and regulations (40 percent of the activity). * Policy. Review and adopts plans which guide decisions and actions of the City's activities and capital investmen$ projects (40 percent of the activity). * Supervision. Direct and evaluate the City Manager, City Amrney and City Clerk (20 percent of the activity). I I t Total I 81,810 I 79,751 I 90,280 I 90,280 Mayor 1 1 1 1 Councilmembers 4 4 4 4 Total 5 I 5 I 5 5 - Temporary Positions: I 1 I Full-time equivalents 0 0 0 0 SIGNIFICANT EXPENDITURE AND !3TAFI?ING CHANGES None MAJOR OBJECTIVES * 1997-99: Outlined in the Major City Goals Section of the finaocial plan RELATED COST CENTERS Council (10401.03 through 14) D-97 ACm. City Manager DEPARrn. A- on supplies, Materials and services 1 17,219 Minor Cbital I 9.109 PROGRAM: General Adminisaation FUND: General Fund 70,233 I 22,022 32,627 5.539 1 The City Manager activity implements City Council legislation, policies and regulations; provides infodon and recommendations to the City Council; directs delivery of City services; and, manages implementation and accomplishment of City goals. Activity goals id&. 1) foster an hfomed public decision making process; 2) responsive, effective and efficient City services; and 3) effective City management. This activity bas four major elements: otherF%ymexlts I Total 292,067 * Diredion and leadership. Build consensus for projects and for problem solving; focus on proactive rather than reactive actions; encourage creativity and leadership from ali employees; establish priorities; empower employees to make decisions; and, maintain financial stabiity for City. (40 percent of the aciivity). 33 1,627 4 16,7 13 437,196 * Advising and asisthg tbe City Cod. Recommend actions to Council; orient new councilmemkrs on the operation and functions of city govenrment; recommend legisladon, policies and regulations; establish eetive employee relations and conduct labor negotiations; provide for review of seMces; assist citizens with Council m; staff Council appointed Boards, Commissions, Committees, and Task Forces; represent the City with other government agencies; anticipate problems; and, mlve conflict (40 penmnC of the activity). * Community relations. Emurage citizen participation; promote citizen awareness and education; maimin effective communication with the news media, Lodi Unified School District, Chamber of Conrmerce, and other agencies; undernand community demands and expectations; and, foster effective relations with community and interest groups. (10 percent of the activity). * promding the City's Mum. Advocate evolving technology and utility seMce levels, foster strong economic development opportunities; ensure effective short and long range planning for land use, service levels, capid fidities and resources (10 pereenS of the activity). D-98 ACTNITY: DEPARTMENT: City Manager Deputy City Manager Admmmative Assistant - CM MIS Manager _. City Manager Administration 1 1 1 1 1 1 1 1 1 1 1 1 0 0 1 1 PROGRAM: General Administration m: General Fund c w Total 4.0 4 5.0 5.0 Temporary Positions: Full-time equivalents 0 0 0 0 " ~~ ~ I I I I t ~ecretarvtothecitv~anam I 1 I 1 1 1 I 1 I SIGNIFICANT EXPENDITURE AND STAFFING CHANGES None MAJOR OBJECTIVES * * * * * * * * * * * 1997-99: 1997-99: 1997-99: 1997-99: 1997-99: 1997-99: 1997-99: 1997-99: 1997-99: 1997-99: 1997-99: Develop and Implement Overall Information Management System Strategy Negotiate City and County Pre-Amedon Agreement Coondinate Year 2000 MiuenniUm Task Force Transition Solid Waste Management Program to Public Works Deparrment Pursue New Piivahtion Oppormnues Review Boards, Commissions and Commiaees Evaluate Feasibility of Beckman Building purchase Assess Customer Service Satisfaction Re& Services Allocation Develop Strategies for Financing Parks and Recreation Facilities and Programs Parmer with the Lodi Unified School District to Support and Encourage Ongoing Joint Facilities Use Anmd/Sta€€ Council Meetings Parmer with Outside Agencies RELATED COST CENTERS City Manager (10-040.01) D-99 ACTIVITY: Solid Waste Mmgement DEPARTMENT: Administrati on Total I NIA NIA I NIA PROGRAM: Administrative Services FUND: General Fund ACTIVITY DESCRIPTION The Solid Waste Management Activity oversees residential, commercial and indusnial 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 coUection. The City of Lodi is noted for the superior quality of refuse services delivered to its cihns, the professional image of staff and equipment presented by franchised collectors to their customers, and stateaf-the-an recycling technology which has achieved very high diversion rates in conformance with Assembly Bill 939 directives. Solid Waste Managemem Activity goals are: 1) Provide efficient aui reliable solid waste collection and disposal services for residents and businesseS in Lodi; 2) Achieve maximum feasible diversion of recyclable and compostable mate& away from the North County Laedfill 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 plkumiqg ad coordination. Review, develop and implement source reduction, recycling, unnposting and household hazardous waste management plans. Coordinate the planning process and actual program implementation with regional agencies (60 per cent of the adivity). * Solid waste franchise ad - * ' Ition. Ensure that California Waste Recovery Systems, and all firms authorized to collect indusnial refuse in the City of Lodi, provide high quality services and coW their operations in compliance with frmdise agreements. Review applications for wn-exclusive industrial refuse collection permits. Receive, evaluate and resohe customer complaints. Review rate adjusrment applications for conformance with the adopted rate methodology. When necessary, recommend adjusunents to solid waste collection rate scheduie. (40 per cent of the activity). I smffing I NIA I NIA utilities and communications I NIA NIA I NIA NIA SIGNJFICANT EXPENDITURE AND STAFFING CEANGES: None MAJOR OBJECTIVES: * 1997-99: Achieve 50% diversion of solid waste from North Cow LandfilI by 2000 as required by AB 939 and calculated in conformance with California Integrated Waste Management Board (CIWMB) procedures. * 1997-99: Create refuse rate stabilization fund. 1 Refuse Custdmers Serviced I 22,000 22,300 I 22,600 22,900 Tons of Refuse DisDosed I 51.659 51.000 50.375 49-79 D-100 ACTIVITY: Public Works Administration DEPARTMENT: Public works PROGRAM: General Administration m: General Fund ACTIVITY DESCRIPTION The Public Works Administration activity provides overall direction, administrative supporr 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, consuuction, transit, traffic and development services. Activity goals are: 1) responsive, professional and courteous seMces; 2) efficient and effective operations; and, 3) well designed City Ebcilities. This acrh4ty has six major elements: Clerical support. Prepare correspondence, council communicttions, reports and specifications; organize, mainah and research correspondence and computer files; handle vehicle registdon, contract documents, purchase orders, claims, public counter inquiries and complainrs; and answer phones and relays radio messages (30 percent of the activity). Project managemd. Handle labor compliance requirements on public works construction projects, oversee design, constmaion and arfministmtion of building projects; and, resolve all major problems on City CoDsbrUction 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 -. Oversee the water and wastewater utility Services and ensure confonmaoce with Feded, State and local health requirements (10 percent of the activity). Budg& 'on. Coordinate and cornpile the total Public Works Department operation and maintenance budget aml capital imprOvement budget; review and approve all procuranent documents and purchase orders; ensure expendituxes codom to approved budgets (10 pefient of the activity). PersoMeladmhktmh 'on. Develop department policies and work rules; interpret City personnel des, policies and employment contracts; develop and coordinate in-senice safety and aaining programs (15 perreot of the activity). Y utilities and communications 2,548 2,900 4,375 4,375 Supplies, Materials and Services 19,126 20,090 19,930 19,930 Minor Capital 17,456 I Other Payments 1 I Total 269,854 262,035 I 276,975 I 28 1,705 D-101 ACTfVlTY: DEPARTMENT: Administratrv eAssistant Department SeQetary AbiIlkWi tiveClerk II Total Temoorarv Positions: Public Worls Adminidon Public Works 1 1 1 1 1 1 1 1 1 1 1 1 4 4 4 4 PROGRAM: GeneralAdminisarati on FUND: General Fund WOR OBJECTIVES * 1997-99: Complete Public Safety Bdding Master Plan * 1997-99: Acquire property for MSC expansion * 1997-99: * 1997-99: * 1997-99: Review and evaluate Utility Franchise Agreements Clear Mokelmnne River of hlleri trees and improve bank protection Develop more inclusive overhead rates for each Public Works Division * 1997-99 UpdateDep;nanentSafetyProgram Percentage of Deptmental 40% 60% 80% Objectives achieved RELATED COST CENTERS Public Works Adminisnan 'on (10-301.01) Damage to Property D-102 ACTfVITY: City Attorney DEPARTMENT: City Attorney Legal Secretary I 1 I 1 Total 3 3 PROGRAM: Legal Services FUND: General Fund 1 ~~ 1 1 3 3 ACTTVITY 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 prosecud. Activity goals are: 1) reduce the City's liability exposure; and, 2) pmvide timely and complete! legal advice and services. This activity bas five major elements: Legal review and advice. Review ordinances, resoiUtions, contracts and advise on employment issues (40 percent of the activity). Advise and assist the City Cod. Orient new councilmembers on the services and functions of the City Attorney's Office; advise and assist the City Council and staff with proposed ad existing legislation, policies and regulations; pmes citizen requests; anticipate problems; and, assist in resolving conflict (10 percent of the activity). Legal=€==- *on. Represent the City at cod meetings: defend the City against litigation and cW, and, represent the City with other government agencies (30 percent of the activity). Document preparation. Prepare ordinances, resolutions, comracts, legal pleadings, reports, correspondem and other legal documems (10 percent of the activity). Enforcement. Enforce and prosecute violatim of tile mlmicipal code (10 percent of the activity). MAJOR 0RJEC"ES None RELATED COST CENTERS Counsel and Legal Advice (10-035.01) D-103 AC-: City Clerk DEPARTMENT: City Clerk PROGRAM: RecordsAmninisaati on FUND: General Fund ACT" DESCRIPTION The City Clerk activity records and preserves all city records as provided by the State of California Government Code a& 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 ~KI~O~IM~~OIL This activity has seven major elements: * * * * * -* * Information dhemnah * 'on. Prepare and coordinate publications; post orcharms , resolutio~~~, public hearings, appointments, and other actions as required; respond to requests by Council, the public aod staff (20 percent of the activity). Agenda coordination. Coordinate and schedule agenda items; and, review, assemble and distribute agenda reports (25 percmt of the activity). Reauitmenc . solicitandcoordinate appoinments to advisory bodies (10 percent of the activity). Reowds mumgem&. Record and preserve Council minutes; manage official mrds (ordinances, resolutioas, deeds and contracts); and, codify and disuibute the City's Municipal Code (20 percent of the activity). Advising and assisting tbe Ci Council. Orient new couacilmembers on the seMces and funnions of the City Clerks Office; prepare Cod correspondence and reports; schedule appointments; distribute information to advisory bodies and other govemmem agencies involving the City Council (10 percent of the activity). .. Ministerialdutis. Admmsm oaths of office; attest and seal official documents; receive claims against the City; and, process certain pexmits (10 percent of tbe activity). Conflict of Interest. Act as the filing offiq and, review and approve State disclosure statements (5 percent of the activity). D-104 GENERALGOVERNMENT City Clerk Deputy City Clerk Administrative Clerk I/II Total Full-time eauivalents Temporary Positions: ACTIVITY: DEPARTMENT: 1 1 1 1 1 1 1 1 1 1 1 1 3 3 3 3 0 0 0 0 City Clerk City Clerk ti00 PROGRAM: Records Adminisaa FZTND: General Fund SIGNIFICANT EXPENDITURE AND STAFFING CHANGES * 1997-99 WOR OBJECTIVES * 1997-99: Implement a Computerize R&r& Managemem Program Transfer Employee Recognition to this account from Human Resources RELATED COST CENTERS City Clerk Administratl 'on (10401.01) D-105 ACTIYITY: Elections DEPARTMENT: City Clerk PRoGRAMt ElectionAdminkmi on FUND: General Fund ACTIVITY DESCRIPTION The Elections activity conducts City elections for eldve offices, initiatives, referenda and recaUs. Activity goals are: 1) elections which confom to the State elections code; and, 2) a high level of voter registration and turnout. This activity has two major elements: * Election am 'on. Conduct repular and special elections: process and certify nomination and candidate scatemem 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 regisaation and absentee ballot application (70 percent of the activity). * Disclosurereporting. procesSand filecampaign financial disclosure statements; andoveseepreparationofcandidate cmflict of imerest statements (30 percent of the activity). SIG"T EXPEWXTURE AND STAFFING CHANGES None MAJOR OBJECTNES None RELATED COST CENTERS Election (1o-oO1.02) D-106 GENERALGOVERNMENT ACTIVITY: Personnel Services DEPARTMENT: Human Resources PROGRAM: Adminima tive Services FUND: General Fund AC- DESCRIPTION The Personnel Services activity is responsible for developing, advising and enforcing human Itsource programs by policies, rules, regulations and legislation; advising staff and Council on personnel matters and relations; promoting compliance with existing personuel rules, regulations, policies and legal maadates; overseeing the City's personnel classification and pay program; and, developing and administering the City's employee training programs. Activity goals are: 1) recruit and retain highly qualiiied, well-trained and motivated employees; 2) provide responsive and professiooal service to City employees and the public; and, 3) follow fair and objective personnel practices. This activity has six major elements: Employee recruitment and selection. Develop recruitment strategies and mnduct examiDatioIls for hiring employees (20 percent of the activity). Personnel services. Coordinate personnel support seMces to include: processing employment ixquiriedverificatio~~~, preemployment and fitness for duty medical examinations, drug testing and personnel actions; performame appraisal management; maintain official personnel files; ad maintain official personnel policies and procedures (30 percent of the activity). Bexx?fii adminkhh 'on. Manage the City's benefit programs: health insumce plans, retiranenr services, employee assistance seMces, long-term disability hsurawe, deferred compensation, flexible spending plans and other city self- insured benefits (zo percent of the activity). Employer/eu~ployee relations. Advise and assist staff in resolving complainrs in the work place and interpretation of employment agreements (MOU's, policies, rules, etc.); advise and assist in preparing disciplinary actim; advise and assist negotiading employment, CompeUdon and benefit agmnmts; conduct and amlyze negotiation surveys (17 percent of the activity). CIassification and pay. Develop and maintain the City's position classificahion and pay system; evaluate and determine employee classification and pay for new and existing positions; and, maimain offid pay and classification files (10 percent of the activity). Equal employment opportunity and affiive action. Ensure employment decisions are no-01~ and without artificial barriers to recruitment, examination and promotion practices; deveiop, maimin and monitor City's affirmative action plan; and respond to complaims of alleged violation (3 percent of tbe activity). D-107 AC'I'IWW: DEPARTMENT: Personnel Services HumanResources PROGRAM: Administra tive Services FUND: General Fund Temporary Positions: I I 1 Full-time equivalents .9 .9 .9 I .9 SIGNIFICANT EXPENDITURE AND S"G CHANGES MAJOR OBJECTIVES * 1997-98: conduct negotiations with ire and mm * 1997-98: Develop and impIement an employee recognition program * 1997-98: Develop cafeteria benefits program * 1997-98: Implement Customer Service mining * 1998-99: Conduct negotiations with Maintenance and Opemors, General Services and Dispatch bargaining units RELATED COST CENTERS Human Resources Adminimation (10-040.02) D-108 ACm: City Wide Training DEPARTMENT: HumanResources PROGRAM: Trainjng & Development FUND: General Fund ACTlVlTY DESCRIPTION Employees are a most valuable asset. The City wide training activity is responsible for promoting a quality workforce by providing training and development opponunities for employees to increase productivity, and enhance the overall effectiveness of staff. This activity bas one major element: * Employee training and development. Develop programs to promote training of employees (100 percent of the activity). Staffhg support fmm Human Resources Deparrment SIGNIFICANT EXPENDITURE AND STAFFING CHANGES None WOR OBJECTIVES * 1997-98: Train staffand begin managemem performance evaluation program * 1997-98: * 1997-99: helop and train supervisors on admbkua tive procedurw and methods of disciplinary actions Obtain management &g of employment and labor relations marten RELATED COST Training - City Wide (lO-040.04) D-109 ACT"Y: Risk Management DEPARTMENT: HumanResources other Payments Total PROGRAM: Administrative Services FUND: General Fd 48,319 75,195 93,261 93,26 1 ACTIVITY DESCRIPTION Regular Positions: Risk Management Technician RiskManaEer The Risk Management activity identifies loss exposures to the City, and develops and implements programs designed to control those exposures to prevent accidental losses from OcCurriDg ador reduce the effects of losses on the City's resources and operationS. Risk Management impacts the costs of Workers' Compensation and General Liability activities by developing, implementing, and providing funding for preventative and loss control programs. Activity goals are: 1) idemify loss exposures which may result from the City's opentions, and exposures from outside the City; 2) develop programs to prevent and reduce the occurre= of loss; 3) provide adequate fimhg for lm prevention programs; 4) develop/impkmm program(s) designed to promote preventative workplace safety; and, 5) developftmplement program(s) designed to promote employee health and welhss. Tbis activity has three major elements: 1 0 0 0 0 1 1 1 * Safety and training - prevention. Idemify all safiety risks to employees and general public; review all indicem and take appmp&e responsive actioq easure COmpliaDce with all State and Federal OSHA regulations; develop/implement comprehensive safety mining programs (40 percent of the activity). Temporary Positions: I I Full-time equivalents 0 0 * General Wi and Workers' Compemation. Review all claims filed against the City, detek the City's liability, and take appropriate responsive actiow idern the causes (exposures) for claims filed against the City, and work with the approPriate persoml and entities to prevent and reduce losses from such ~X~OSURS (40 percent of the activity). I 0 0 * Health and fitness education. Develop and implement an employee health and wellness program (20 percent of the activity). -. 1 D-110 ACm. Risk Management DEPARTMENT: Humao Resources PROGRAM: Administrative Services FUND: Ged Fund STGNIFICANT EXPENDITURE AND STAFFING CHANGES MAJOR OBJECTIVES * 1997-99: * 1W-99: * 1997-99: * 1997-99: Develop~implement a comprehensive loss prevention program through workplace safety uaining Update and implement the City’s safety training program in accordance with Smte and Federal requirememS Developlimplement activities to increase employee self-awareness of behaviors and Perceptions conducive to healthier and productive lifestyles Increase monitoring of Gne!raI Liability and Workers’ Compensation claims so as to reduce claim costs, through the development of a comprehensive claims management system RELATED COST CENTERS Risk Management (10440.03) . D-111 ACTIVlTY: Information Systems DEPARTMENT: Finance Supplies, Materials and Services I 3,301 Other Payments Minor Capital I 11 ~~RAlW Adminhan ‘ve Services FUND: General Fund 1 --- 7,800 14,055 14,055 5,650 1,245 ACTIVITY DESCRIPTION Y Information System Coordinator Total Temwrarv Positions: The Informaton Systems activity develops, plans and coordinates the City’s information system. Information Systems consists of personal computers, local and wide-area networks, mputer software, telephone and wireless communications, teiecom wiring - and geographic information systems. Activity goals include: 1) long-range policies and stamiards for acquiring, maimbiq and replacing equipment and software; and 2) responsive and on-going support and uaining for computer equipment and software, teiephones, central copy machines and other mixelhems equipment. This activity has three major elements: 1 1 1 1 1 1 1 1 * Poliaes and standards. Develop, implement and manage information system policies and smndards, and specifications for computer hardware and so- acquisition, maintenance, and replacement (24 percent of the actiViQ). * System support. Provide for on-going maintenance of equipment and aaining of personnel to ensure full utilization of esuipmem and software (40 percent of the d*). * other systems and equipment. Manage, maintain and support the City’s equipment and systems to include telephone systems, website, voice-mail, all accounting, radio and wireless communications systems LANNAN systems, and, micr0unnp-r hardware and software (40 percent of the activity). Staang 1 58,201 I 57,455 I 59,839 I 6 1,466 utilities and communications 280 I I so01 50 I I I I Total I 61,792 I 65.255 I 80.044 I 77266 1 I .< I Full-time equivalents I 0 I 0 I 0 I 0 1 I I I I I I SIGNIFICANT EXPENDITURE AND STAFFING CHANGES * 1997-98 Replace one desktop microcomputer ($4,500) * 1997-99 Provide certification training for Information System Coordkuor ($6,500) * 1998-99 Portable microcomputer ($4,800) D-112 ACTIVITY: ~olmation systems DEPARTMENT: Finance PROGRAM: Administrative Sewices m: General Fund MAJOR OBJECTIVES * 1997-98 * 1997-98 * 1997-98 * 1998-99 * 1998-99 Prepare Citywide inventory of City owned or leased computers and software Prepare Citywide inventory of City owned or leased radio and wireless Communication equipment Develop and implement an imernal quick response team to response team for software virus anacks and network security threats Prepare Citywide priority list for purchase and replacement of computer and software Develop and implement an Internet web and e-mail server to suppon the City's webpage RELATED COST CENTERS Information Systems (10.0-041.01) Telephone Systems (1-.0-024.02) D-113 ACTIVITY: Finance Administration DEPARTMENT: Finance PROGRAM: Administrative Services FUND: General Fund ACTIVITY DESCRIPTION The Fii Adminisaation activity provides finanrial and other support seMces to include: financiai plarming; acwUnting; cashier services; investment; bw and tax administration; utility meter reading; parking enforcement; information systems and data procesSing, mail procesSing, purchasing, and collection seMces. Activity goals include: 1) efficient, effeaive and responsive seMce; 2) actuate and timely reporting:; and 3) protection of the City's assets ffmm unauthoxized use. This activity has four major elements: Leadership and administration. Plan, organize, COoniiDate and review services and activities of the Depamnent; establish rules, proceQres 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; recopnize and reward exccUem performance; and, make decisions (10 percent of the activity). Acaumthg and firrancial planning. Coordinate preparation of the City's fbarxiial plan and budget; provide accounting seMces aml financial reports; and, review, analyze and evaluate fbm5a.I prcxedum for acnrracy and ampktenss; and, guided direct preparation of firmncial reports, studies and plans (30 percent of the activity). Revenue -. Provide bw and collection services; oversee investment of City funds; manage and adminhr debt financing; and, develop cost recovery programs (30 ~~J-cx& of the activity). Support sellvices Frovide administrative support services to include; administraa 've; collection; information systems and data processing; purchasing; meter reading; parking enforcement; mail and distribution; and, other services authorized by the City Manager and Council (30 percent of the activity). D-114 ACTIVITY: DEPARTMF3NT: Finance Administration Finance PROGRAM. Administrative Services FUND: General Fund Finance Director I 1 I 1 1 1 1 1 parking Enforcement Assistant 1 1 1 1 Suppoa Services Supervisor I 1 I 1 I 1 1 ~ ~- Total 3 3 3 I 3 I I I Temporary Positions: I Full-time equivalents .8 .8 .6 .6 Total .8 .8 .6 I .6 SIGNIFICANT EXPJ3NDlTuRE AND STAFF'ING CHANGES None MAJOR OBJECTIVES * 1997-99: Implanem new software program for delinquem accounts * 1997-99: * 1997-99: provide parking replation information to the public * 1997-99 Work to reduce delhqumt accounts &mum checks Aggressively and fairly enforce parking regulations to ensure maximum use of avaiiable parking Delinquent Utility Accounts I 2,000 I 2,500 I 2,500 I 2,000 Pe1~0na.l Contact with Dehauent Accounts I 400 I 500 I 500 I 400 F%xking Citations issued 2,500 2,500 2,500 Rehnned check notices mailed 40 60 60 50 MaiI Pieces Processed 35,000 40,m 45,000 RELATED COST CENTERS Finance Adminisaation (10-050.01) D-115 ACTIVITY: AccoUnting Services DEPARTMENT: Fii PROGRAM. Administrative Services FUND: General Fund ACTIVITY DESCRIPTION The Acumniq SeMce activity maimaim and controls the City's financial records and boob of original emry; 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 timeiy and accufate financial reports; 3) provide quality service to employees and City ~stomers; and, 4) protect the finanrial integrity of the City. This activity has five major elemem: Ladeshipandad - - ' h~ -on. Plan, organize, coordinate and review the City's accounting aperations and services; establish rules, procedures and polices to provide for day to day conduct of accounting operations; advise and assist the Finance Director and Smff on acooUnting policies and procedures; foster and promote a positive and efficient work place; recognize and reward excellent performame; and make decisions (10 percent of the activity). Accounting and reporting. Collect, organize, process, analyze aud classify the City's finand transactions for preparation of inlerim and annual financii reports; distribute reports and respond to inquiries; mrintain books of original entry and other financial records; and, conduct finandal 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 'om made by the auditors (10 percent of the activity). tinancial reports, single audit report and management lew, and, prepare the City's response to Budget preparation and mnnaptgnent. Advise and assist in preparing the City's fbncial plan and budget; develop budget policies and prepare projeaions, analysis, and source dam; prepare and publish tbe City's financial plan and budget; and, assist staf€ with budget preparation (20 percent of the activity). Aocounting &. Provide payroll and accounfs payable Services; prepare and distribute reports; and, respond to employee and custoreer inquiries as required (30 percent of tbe activity). D-116 ACTIVITY: Accounting Services DEPARTMENT: Finance PROGRAM: Administrative Services FUND: General Fund SIGNIFICANT EXPENDITURE AND STAFFING CHANGES * 1998-99 Hire additional Accountant ($48,300) MAJOR omcm * 1997-99 * 1997-99: * 1997-99: Earn fifth and sixth consecutive Certificate of Achievement for Excellence in Financial Reporting from the Government Finance officers Association of the United States and Canada Coordinate the review, identification and Moon of financial infoxmation system software package Assist in the development of a disaster recovery plan for the City's finand records RELATED COST CENTERS F- Accounting (10-050.03) D-117 GENERALGOVERNMENT ACTIVITY: Revenue Services PROGRAM: Administrative Services DEPARTMENT: Finance FUND: General Fund ACTIVITY DESCRIPTION The Revenue Service activity collects, protects and invests the City's funds; mahains Liaison with the City's designated depositones (banks): advises staff on tax policies; collects taxes, and issues bills; issues utility and other miscellaneous bills of the City; admbkms and manages the parking collection contract; and assists in preparing the annual budget and financial reports. Activity goals are: 1) provide timely, efficient and accufate seMce to staff and customers; 2) ensure maximum return on the City's invested hais; 3) protect City funds from unauthorized use, diversion or theft; and, promote positive customer xehions. This activity has six major elements: Leadership and am 'on. Plan, organize, coordinate and review the City's billing, collection and fund control opemtiom; establish rules, procedures and polices to provide for day to day conduct of revenue operations; advise and assist Finamx Director and staff on revenue policies and procedures, foster and promote a wave and efficient work place, recognize and rewad excellent performance; and make decisions (10 percent of the activity). Collection dces. Prepare, collect and reconcile city bills for utilities and other miscelkmeous receivables (60 percent of the activity). Tax adminiltl 'on and services. Develop and reammend tax policies and legislation; prepare, collect and/or monitor taxes due the City; enforce provisions of City legislation for collection of locally ahinistenxi and collected taxes; ad, nxonciie and analyze tax rwenues to annual esdmates (10 percent of the activity). Investmeot of Ci 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 iwesrments; development and recommeDd investment policies; and, prepare the City's monthly investment report. (10 percent of the activity). Act itr rat^ *on of parking Citatiom. Administer and mauage the parking citation collection contract; receive, disaibute and deposit parking revexus; reconcile aml adjust collections, delinquenciw aml DMV holds; a&, reconcile reports with infoxmation from other agencies (5 percent of the activity). Budget preparation. Assist and advise Fm Director and staff develop revenue projections for the City's frnanci plan and budget; track and reconcile projected revenues to actual projections; recommend mid-year ad.erus; and prepare cash flow projections (5 percent of the activity). Total I 548,773 I 579,119 I 580: 197 D-118 ACTIVITY: DEPARTMENT: - ~WORKLOAD~lCATORS 'k S% 1 1996-97 m7-98 1- Phone calls answered 51,547 51,550 54,600 53,500 parking Citations processed 1,926 1,950 2,000 2,OOo . Business Licenses issued 4,m 4,000 4,000 4,000 Utility customas service starts/stops 18,186 18,200 18,500 18,500 Utility Payment Arrangemats Made 8,154 8200 8,250 8,250 Revenue Services Finance PROGIUM: Adminisaative Services FUND: General Fund Temporary Positions: I I I I Full-time equivdents I 2.5 3.5 3.5 3.5 SIGNIFICANT EXPENDITURE AND STAFFING CHANGES None MAJOR OBJECTIVES * 1997-99 * 1997-99: * 1997-99: * 1997-99 Assist in review and selection of computer software for cashier system and utility billing system Rewrite pet ordinance to allow for annivenary and multiple year renewals by mail Complete cross uaining of alI staff for better efficiency Assisr in implementing an update to telephone system tisit would allow repetitive questions such as office hours, location etc to be computerized RELATED COST CENTERS Finance Revenue Division (10-050.05) D-119 ACTIVI[TY: DataProcessing DEPARTMENT: Fme PROGRAM: Administrao 've Sewices FUND: General Fund ACTIVITY DESCRIPTION The Data Procesm g activity provides data processing and progmnming services for City Departments; provides and assistance to staff on the use, application and operation of central computer Services; advises and assists staff in the development of applications ador purchase of "canned' programs and applications; and, maintaim and operates the City's computer mainframe . Activity goals are: 1) provide e5cient, effective and responsive service; 2) maimah current programs and applications af levels necessary to conduct operations; 3) assist staff to increase productivity through data processing service; and 4) maintain operaxiom 24 hour per day. This activity has six major elemems: Leadership and am 'OD. Plan, organize, coordinate and review the City's data processing seM~ and operations; establish rules, procedures and polices to provide for day to day conduct of dam processing operatiom; advise and assist the Finance Director and staff on data pdg policies and procedures; foster and promote a positive and efficient work place; recognize ad reward excellent perfommx; and make decisions (10 percent of the activity). Operations. Mainnin and operate system applicationS (payroll, utility billing, police files, etc.) in support of City departmems; maintain and operate general support applications (word pfocessing, spread sheet, erc.) in support of City deparrmems; and, maintain and operate peripheral @prnent (25 percent of the activity). System maintenance. Mainrain central computers; provide backup and recovery support; repair and replace defective equipment; monitor and analyze uses of storage and operating capacity; and, fecommend and advise on expanding hardware and software capacity (15 percent of the activity). Application m&&emmx . Conect, adjust and update defective applications; advise and assist users to upaate applicarions; and, assist and advise users wirh changing application technology (15 percent of the activity). User support. Advise and assist users in assesSing needs, applications and equipma requirements; provide other general suppoa seMces; and, assist in identifying efficiency measures which can be achieved through a central computer service (20 percent of the aciivity). software develop^^&. Enhanw, design and implement systems and programs to meet user needs (15 percent of the activity). t I 349,355 Total 315,560 1 330,725 I 349,355 I D-120 GENERALGOVERNMENT ACTIVITY: DEPARTMENT: Datakessing Finance PROGRAM: Administrative Services FUND: General Fund SIGNIFICANT EXPENDITURE AND STAFFING CELANGES MAJOR OBJECTIVES * 1997-99: Implement a purchased Utility Billing software product * 1997-99: * 1997-99: Develop plan for hnplementhg additional purchased software Implement a purchased General AccoUnting & Payroll/Human Resources software product --- I= Programs & Files Maintained 26,200 26,200 26,200 26,200 General Acctg Transactions 98,000 106,OOO 106,000 106,OOO Payable checks processed 10,Ooo 11,Ooo 11,w 11,OOO RELATED COST CENTERS Fme Dam procesSing (10450.06) D-121 ACTKVlTY: -g DEPAR- F- Supplies, Materials and Services 23,013 Minor Capital Other Payments Total 252,638 PROGRAM: Administrative Services FOND: General Fund 48,156 23,360 23,360 268,656 256,972 258,760 The Purchasing activity provides centralized purchasing and procurement services; centfalized inventory management and distribution services; centfalized disposal of surplus equipment, supplies and material; and maimaim lists of approved suppliers, vendors and contractors. Activity goals are: 1) obtain the best value for supplies, material and equipment purchased by the City; 2) maintain essentiaj levels of common supplies, matenak . and forms needed to cOeduct day to day City operations; and, 3) provide efficient, effective and responsive seMe to sta€F, vendors and suppliers. This activity has four major elements: * Leadership and ad - - itration. 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 promore a positive and efficient work pb, recognize and reward excellent performance; and make decisions (5 percent of the act;*). * 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 wanauty/maintenanCe infodoq and resolve problems (a0 percent of the adivity). * Inventory services. Maintain and manage $1.5 million inventory of equipment, electrical supplies and common office supplies and fonns and janitorial supplies; distribute and deliver supplies, materials and supplies to depammm; and, inspect slrpplies, - * and forms for conformance with City's specifications. (30 percpnt of the activity). staffing I 223,640 I 214,385 I 227,247 I 229,03 5 Utilities and Communications 5.986 I 6.115 I 6.365 6.365 D-122 GENERALGOVERNMENT ACTNITY: DEPARTMENT: Purchasing Finance PROGRAM: Administrative Services FUND: General Fund Total 5 5 5 Full-time equivalents 0 0 0 0 Temporary Positions: SIGNIFICANT EXPENDITURE AND STAFFING CHANGES None MAJOR OaTECTIvEs * 1997-98: * 1998-99: Implement procuremwt Card Program for all depamnwts Propose and implemem revised and updated Lodi city Code purchasing System (Chapter 3.20) Packages Del'd to Usen (Exd EUD) I 7,371 I 8,400 I 8,500 I Issues fhm EUD ILWW Nalud %409.OOo I S595-000 I S625.000 1 RELATED COST CENTERS Finance Purchasing (10-050.02) D-123 ACTIVITY: Fidd Services DEPARTMENT: Fioance PROGRAM: Organhion Support Services FUND: General Fund ACTIVITY DESCRIPTION The Field SeMces activity reads, collects the read data and reports electric and water mnsumpaon on mete!& customers; collnects and disconnec ts autho- customers to City utilities; issues final and 48-hour notices to delinquent customers; disconnects Cusurmers for mn-payment, returned check or those not meeting utility sen& requirements; identifies and assists the Eldc Utility Department to investigate unauthorized or illegal use of City utilities; assists customers with complaims and requests; and, mahains 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 dehquent accou~lts within 60 days; and, 3) provide efficient, effective and responsive services. This activity has four major elements: Leadership and ad - * &ation. Plan, organize, coordinate and review the City's field seMce opexatiorts; establish rules, procedures and porices to provide for day to day conduct of employees; advise and assist the FioanCe Direnor and staff on utility policies and procedures; assist in the preparation of the budget for the Field Services Unit; assist wirh and perfom a variety of personnel actions including selections, promotions, performance evaluations, ciisciplimy measlves and aaed weekly Executive Meetings; oversee aod schedule vehicles for Service; verify and sign payroll forms; approve vacation schedule; pick up gasoline usage tags; plan and conduct mombly Safety section meetings; tale 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 (l5 perad of the activity). Data reading and Collection. Collect and report readings iinm metered customers (40 percent of the adiviiy). Service connedions and collections. Connect and disummx services for authorkd customers; issue finaI notices to de- customers; discormect unauthorized customers; maintain list of terminated cusurmefi for Fm and Utility Depammn use; fill out daily work report; check sealed accoura~, and perform reW cfibies as required (30 percent of the activity). Customer services. Assist and advise customers with canplaints or requests for idoxmation. Maintain meter mutes; assign new munrs; and, work closely with Billing and Collection staff (I5 percent of the activity). I I I I TotaI I 288.530 I 323.524 I 316.810 I 316.745 1 D-124 ACTIVITY: Field Services DEPARTMENT: Finance PROGRAM: Organization Support Services FUND: General Fund SIGMFICANT EXPENDITURE AND STAFFING CHANGES None MAJOR OBJECTIVES RELATED COST CENTERS Finance Field Services (10-050.07) D-125 ACTIVITY: Building Mainte- DEPARrn Public Works PROGRAM: Organization Support Services FUM): General Fund ACTllVITY DESCRIPTION The Building Maintenance activity provides for operation and maintenance of following City buildings except for Parks and Recreation facilities, and Hutchins Street Square; and, adminiisten building comon projects: City Hall Public Safety Building Fire Prevemion Building Municipal Service Center Libmy 20,OOO sq. ft. Camegie Fwm 10,200 sq. ft. 35,300 sq. ft. City Hall hx 7,200 sq. ft. 58,300 sq. ft. Fire Station#3 5,700 sq. ft. 2,000 sq. ft. Fire Sationa 6,300 sq. ft. 30,750 sq. ft. Activity goals are: 1) aaractive buildings; 2) productive work environment; 3) safe and energy efficient buildings; 4) a positive image for the City; and 5) maximum building service life. This activity has three major elements: * Am 'on. provide overall direction, supervision and planning (12 percent of the activity) *- and remodelurg - . Perform general and preventive maintenance, carpentry, painting, plumbing, electrical and mechanical repairs and improvements (80 percent of the activity). * Contractadmi&&ab 'on. Coordinate and manage contracts for janitorial and other maintenance services, remodel aad repair projects and provide comract administran 'on on major model and codon projects including all phases fbm planning m project codon (8 percent of the activity). D-126 ACTIVI'IY: Building Maintenance DEPARTMENT: Public Works PROGRAM: Organization Support Services FUND: General Fund SIGNIFICANT EXPENDITURE AMD STAFFING CHANGES * 1997-98 Move one Building Maintenance Worker from Library to Building Maintenance $32,262 MAJOR OBJECTNES * 1997-99: * 1997-99: * 1997-99: * 1997-99: Develop City-wide WAC preventive maintenaaCe program * 1997-99: * 1997-99 Providecontran- 'on on major and minor remodel and consauction projects Select and install a preventive maintenance and work order software program Work with City's ADA cummiltee to develop ADA priorities Develop & implement plan for CFC conversions in all WAC systems Complete and implement master plan for public saky Suilding model RELATED COST CENTERS City Building Maintenance (10-351.01) D-127 ACTIVITY: Equipment Maintenance and Motor Pool PROGRAM: Organization Support Services DEPARTMENT: Public Works FUND: Equipment service Fund ACTIVITY DESCRIPTION The Equipment Mainmmce activity provides maintenance, repair and opedon of City vehicles and equipment (except larger tiucks in the Fire Department and mowers and scooters in the Parks Department). Activity goals are: 1) safe and reliable city vehicles and equipment; 2) maximum seMce life; and 3) a positive image for the City. This activity has six major ekments: Amon. Direq supemise, and plan equiPmem maintenance activities; provide clerical and a&nhhati ve 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. (24 percent of the activity) Repairs. Repair malfunctions and overhaul engines and transmisSjons (24 percent ofthe activity). Preventive maindeaaoce- Schedule, inspect and seMce vehicles, heavy equipment and other equipment (24 percent of the activity). Vehicle operatiom. pnrchase and provide gas, oil, tires and miscellaneous pans fw vehicles and esuipment (30 percent of the activity). Fabrication and repair. Fabricate parts and equipnt; and, perfom welding and machine work as needed (5 percent of the activity). Motor pool operatiom. Provide and maintain a pool of vehicles and esUipmem for use by staff in co- City business as needed (5 percent of the activity). Utilities and Communications D-128 ACTIVITY: DEPARTMENT: Equipment Maintenance and Motor Pool Public Works PROGRAM: Organization Support Services FUND: General Fund SIG"T EXPENDITURE AND STAFFING CHANGES None MAJOR OBJECTIVES 1997-99: Complete the following minor capital maintenance projects: Upgrade and renovafion of wash-down system Fuel card system Expand use of computer based equipment management system Identify projects and prepare Request for Proposal for Motor Vehicle Emission Reduction %gram (staff time Plan shop expansion along with MSC expansion (staff time only) Plan for and developem of Altdve Fueled Vehicles/Equipment including fueling site(s) Expand vehicles in motor pool and add vehicles which are alternatively fueied Implement fuel card system at Public Safgty Building 1997-99: 1997-99: 1997-99: 1997-99: 1997-99 1997-99: only) RELATED COST CENTERS Equipment Maintenance Administran 'on (10-551.01) Equipment Maintenance (10-556.01) Motor Pool (10-551.02) D-129 GENERALGOVERNMENT ACTNITY: General Support DEPARTMENT: Administrati on PROGRAM: Non-Departmental Services FUND: General Fund ~ ACTKVITY 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 e&tive budgeting and accoumhg for indirect costs. This activity has eight major elemem: * Cimmbersh 'js. Fund for the cost of memberships in organizations which represent, assist, provide aaining 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 * propertstaxa~ 'on. Fund County's charges for tax ad . . nati on (assessnent, collection and payment) * Telephone scmices. Fund and plan for local and long distaoce telephme services * Si city relatiom. FMd the City's share of activities sponsored by the Sister City Commiaee STAFFINGSUMMARY None. Staffing provided through Adminkmh 'on and Public Works SIGNIFICANT EXPENDITURE AND STAFFING CHANGES None RELATED COST CENTERS Sister City (1O.o-o2o.O4) Special Payments Administration (10.0-020.05) Photocopy Charges (10424.01) Telephone Charges (10-024.02) D-130 GENERALGOVERNMENT ACTIVITY: Workers Compensation PROGRAM: Non-Departmental Services DEPARTMENT: Human Resources FUND: Self-Imurance Fund The Workers Compensation activity provides funding for losses due to work related injuries, illness and lost labor hours. The activity goals are to: 1) ensure the rights of injured workers are protected in accordance with State and Federal law; 2) provide injured workers with appropriate benefits; 3) administer claims in a manner which minimiw costs and disruption to City buskss; and, 4) establish adequate funding for loss control of claims innrrred. This activity has five major elements: * CLaimsAdmini.ctrstl 'on. Utilize and monitor the seMces of a third party admh&mt or to ensure effective and efficient claims management (!361,942) * Legal services and professional services. Fund legal seMces ($25,ooO) * Medical and rehabiion. Fund cost of medical trearmenf and vocational rehabilitation ($370,000). * Disability payments. Fund temporary and permanem disability payments ($370,500). * Excess insurance. frovide coverage up to statutory limits With a self-insured reternion of $25O,OOO. STAFF'INGSUMMARY Staffing by Risk Manager with Human Resonrces clerical suppon. SIGNIFICANT EXPENDITURE AND STAFFING CHANGES None. MAJOR OafECTIVES * 1997-99 * 1997-99 haease monitoring of claims administration, including the developmediplemdon of a temporary modified duty plan. Coordinate efforts of supervisors, medical professionals, legal counsel, third party administrator, and the injured worker for synchronized and effective cIaims management. RELATED COST CENTEM Workers Compensation Charges (31-020.02) D-131 GENERALGOVERNMENT ACTIVITY: General Liability PROGRAM: Non-Departmental Services DEPARTMENT: HumanResoums FUND: self-Insurance Fund ACTIVITY DESCRIPTION The General Liiity activity provides fundine for finmciig losses by the City, from claims tiled against the City by mernbefs of the general public who have sustained losses to person and/or property. Activity goals are: I) establish a reasonable =me level D finaoce losses imwTed by the City; 2) protect the City’s financial resources through partiCipation in an excess insmince pool; and, 3) efficiently admhism claims in accordance with policy, court orders and decisions of the City Council. This activity has three major elements: * hurance premium. The City is a member of the California Joint Power Risk Managment Authority (CTPRMA) insuraoCe pool for liability coverage up to $10 million with a self-insured retention of $HK1,OOO ($155,000). Claims Amon. Specified claims are arlminisnated by a third party administrat0 I, which also assists in legal repmenration for the City in disputed claims (Sl40,OOO). * Claims Sdeme&. Funding claim sealemems paid by the City (!$42@,OOO). STAFTINGSUMMARY Staffmg by Risk Manager with Human Resources clerical support. SIGNIFICANT EXPENDITLJfU3 AND STAFFING CHANGES None. MAJOR OBJECTIVES See Risk Management Activity RELATED COST CENTERS PL & PD Claims (30-020.02) D-132 ACTIVITY: Other hsurance PROGRAM: Non-Departmental Services DEPARTMENT: HumanResourCes FUND: Self-Iosurance Fund ACTNITY DESCRIPTION The Other Insurance activity is for progmmhg and funding the cost of insumnce pmhased by the City to protect from loss of property, persod injuries, travel, malfeasance of empl~yees, and special events. The activity goal is to establish effective budgeting and accoUnting for the City's hsumce. This activity has six major elements: Property insurance. Insurance for property and saucnms with self-insurance retention of $25,000 ($16,500). Surety BonQ. Insurance to protect the City from malfeasance by designated employees ($2,500) Travel Insurance. Life and medical hsmmce for management, mid-management employees and spouses when conducting business for the City in a travel status (01,300). Vebides. Insuraece for losses to designated vehicles with replacement values greater than specified amount (e.g. $50,000) ($5O,OOO). Special event insurance. Insuraece purchased for special events to protect the City from iiability and property losses (reimbursed by sponsor). Boiler and machinery insurance. Insurance purchased by the City for losses to designated pumps, WAC, and equipment (W,OOO). Supplies, Materials and Services Minor Capital other Payments 19,404 20,475 43,300 43,300 Total 19,404 20,475 43,300 43,300 S&g by Risk Manager with Human Resources clerical support. SIGNIFICANT EXPENDITURE AND STAFFING CHANGES None MAJOR OWECTIVES See Risk Management RELATED COST CENTERS Other Insurance (30.1-020.01) D-133 GENERALGOVEJRNMENT ACTMTY: Benefits Administrati on DEPARTMENT: HumanRe~~urces PROGRAM: Non-Departmemal Services FUND: Benefits Fund ACTIVITY DESCRIPTION The Benefits Adminisoradon aaivity is for admhiskring and paying for employee benefits as provided by agreement. The activity goal is to establish effective planning, budgeting and acGoundng for the City's benefits program. This activity has tbimen major elements: * * * * * * * * t * t * * Medical care. Program and fund medical care benefits for employees ($1,5OO,OOO) (Payroll charge). Retiree's medical imuranCe. Fund the cost of medical insurance for retirees ($24O,OOO) (CAP mrmber of employees). Medical co-pay reimbursement . Fund the cost of compe- married employees for using one medicaudental insurance ptan ($2,000) (CAP number of participants by Fund). DentaI bmmmce. Fund the cost of dental insurance for employees and dependems and admhhaa 've fees ~$3OO,OOO) (Payroll charge). Vision care. Fund eolployee benefit for cost of vision (W,OOO) (Payroll charge). Chiropmctic care. Fund cost of chimpractic care for employees enrolled under the City's medical insurance plan (Sfi,OOO) (payrou charge). Empl0Ye-e - program. Fund employee benefit for cost of counseling services ($10,800) (CAP number of emPiOY=)- Life innuance. Fund the cost of life immance for employees and spouses with the exception of police and fire in amounts h $lO,OOO to $lSO,OOO ($32,000) (PayroU charge). Accidental death imuraoCe. Fund cost of accidentaI death insuranCe for management, mid-management, general seMce and police officers in the amom of $25,000 ($5,800) (Payroll charge). Unemplogment insmmce. Fund claims against the City under a self-insurance program for unemployment claims paid ($4o,ow (payroll charge). Long term disability. Fund cost of disability payments made to employees except police and h; pays up to 2/3 rds of salary loss (SlOS,OOO) (Paydl charge). Employee recognition program. Fund cost of service awards, gifts and annual dinner dance ($14,000) (CAP number of employees). Flexible spending accouuts. Fund adminha tive fees for pre-tax costs of dependent care, out of pocket costs of medical/denml expenses and insurance premiums of employees ($3,200) (CAP number of employees). D-134 ACTNITY: Benefit Administration DEPARTMENT: Human Resources PROGRAM: Non-Departmental Services FOND: Benefits Fund ---- othapayments 239,327 11 1,620 165,800 179,090 Total 2.409.783 2.130.010 2.285.800 2.396.340 None. SIGNIFICANT EXPENDITURE AND STAFFING CHANGES None MAJOR OBJECTIVES None RELATED COST CENTERS Medical Care (27.0420.04) Retirees Medical (27.0-020.05) Medical Co-Pay Reimbursement (27-020.06) Denral Insurance (27.0-020.07) Vion Care (27.0420.08) chiropraaic Expense (27.0420.09) EnnPlOYee - Program (27-020.10) Life hurance (27.O-020.11) Accidenml Death Insuraace (27.0-020.12) Unemployment insurance (27.0420.13) Long Tem Disability (27.0420.14) Employee Recognition Program (27420.15) Flexible Spending Account (27-020.16) D-135 ACTIMTY: Contingencies DEPARTMENT: AdministTa tion PROGRAM: Non-Departmental FUND: Designated Fund Balance AC"N 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 two major elemems: * Unprogrammed expenditures. Fund the cost of emergencies, natural disasters and other expendimes which could not be anticipated (I0 percent of the activity). * Ventures. Fund opportunity costs which result in savings fknn innovations such as new technology, contxact services and/or other long term savings (90 percent of the activity). None. MAJOR OBJECTIVES None RELATED COST CENTERS Designated Fund Balance - General Fund Contingency $4OO,OOO Economic Development - Incentives $170,000 Demolition Fund $25.000 D-136 1997-99 FINANCIAL PLAN AND BUDGET CAPITAL IMPROVEMENT BUDGET 0vE;RVIE;w 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 Budges. Through the Capital Improvement Budget and Capital Improvement Plan, the City systematically plans, scheduies and finances capital projects to ensure conformance with City policies and funding sourm. 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 planrug, with projects progressing through at least two and up to six of the following phases: 1. IMgnate, Appropriates funds to the Control Account based on projects designated for funding by the Council through adoption of the Financial Plan and Budget. 2. Study, Includes concept design, site selection, feasibility analysis, schematic design, environmental determination, property appraisals, scheduling, grant application, grant approval, and preparation of specifications for equipment purchases. 3. Acquisition. Includes equipment purchases and property acquisition far projects, if necessary. 4. Iksign. Includes final design, plan and specification prepamion, and construction mt estimation. 5. Constrwtion. Includes bid administration, construction, project inspection and management and closeout. 6. Debt SerViQ. 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 diffidt for a project to move from one phase to the next. As such, more projects will be studied than designed, and more projects wiU be designed than constNcted. ORGA" The Capital Improvement Budget consists of four parts: 1. Summary of Capital Improvement 33Udget expenditures. 2. Summary of Equipment Replacement expendim. 3. Summary of Unfunded Capital Improvement Requests. 4. Summary of Expenditures By Activity. E-1 1997-99 F’INANCIAL PLAN AND BUDGET PROJECT EXPENDllTJRES 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. Adoption of the projects listed in the Financial Plan does not automatically allocate funding for specific projects. The appropriation is made to a capital mmol account and held there pending specific authorization to release and appropriate funds to a project account. This authorization generally occurs onky 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 consmmion are generally made when contracts are awarded. Capital project apprupriatioxts 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 alIocatiom may be resubmitted. Projects acco~ which have been allocated funds will not lapse until the project is completed. All project appropriations should generally come from the capital wntrol 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 flmdii is secured Avoids overstatement of capital funding needs based on actual expenditure levels which historicaIly have been less than budgeted amounts Disadvantage: A few high priority projects may be deferred due to the “fmt come, first serven approach to project appropriations Based on historical cash flow and expenditure pattern, the probability of such deferrals is considered minimal. Further the benefits associated with this approach f‘ar outweighs the possible disadvantage of deferring higher priority projects. This policy encourages ongoing project planning and management by requirii each phase to be reviewed and approved on a step-by-step basis, ensuring that projects are well conceived, designed and implemented. E-2 1997-99 FINANCIAL PLAN AND BUDGET PROJECT EXPENDITURES 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 DOM~OIIS 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 EnterprkseFMds Electric Fund Water Fund Wastewater Fund Transit Fund Child Care Fund Debt Financing E-3 7 YEAR CAPlTAL BUDCET PLAN GEhZRAL FUN4 (Sources and Usa) (1%2001) Annual Financial Plan SOURCES Rwmues Fund Balance prior year Property Tax Dimibdon Elcctric Fund Investment Loan Rcaivable - crncral Plan Aswssment Diseia Receipts Impact Fas - Police lmpact Fm-ParLsLRscmation other- intrren on bond pads other - interest on fund balance 0th- payment from Folmdation CDBG Trausfcr from Gumal Fd FIB UnidentifiCd Bond proc&ds TooM Sonras USES CapialProjcc~ 1995% 1%97 1997-98 1,304,933 1,300,000 1,347,000 1,299,000 350,000 350,000 394,000 1,910,900 168,000 60 1,125 160,OOO 315,000 92,800 150,000 500.OOO 199899 1,026,733 1,3WOOO 350,000 92,800 150,000 50.000 1999-00 1,326,000 350,000 50.000 15o.OOo 50,000 2w1 1,352,520 350,000 50.000 150,000 50,Ooo 200142 TOTAL 2,331,666 1,379,570 9,304,090 1,750,000 394,000 1.91 0,900 168,000 601,125 475,000 50.000 335.600 ISO.000 750,000 150,OOO 500,000 9,942,026 9,942,026 14312.000 4,712,000 9,600,000 ,. bowmownlCheroht Lane Impsovrme 690,000 4,710,000 5,soO.000 PufOrmingArmconf~centcr 650,000 8,950,000 9,600,000 City Hsll Rcmodcl 570,000 570,000 BcckmanAnwrbuilding 687.057 687,057 DowmownparLings- so.000 250,000 $500.000 2.800000 Public Safety Building Impovmcnts Basement of Carnegie Forum 168,000 168.000 Misc Police equip/proj~ n>00 71.950 144.450 Building Rcawation Lodi Lake Improvewns ParkBrRccrrarionFatilities Indoor Spom Facility PLRAdmkhati on Millmod Soccer Fields P & R Capital Miw Park Corpolation Yard Playgrounds Information syncms Records~lso~ Permit software Debt Service Equipment Replaccmcnt Total Uses 25,000 75,000 150,000 50,oOo 100.000 132.000 776,000 1 .. 300,000 8.775,oOo S00.000 845.000 200.000 150,000 150.000 150.000 150.000 200,000 150,000 150,000 150.000 50,000 50.000 50,000 17.500 43,200 286.300 1,286,300 1,286,300 1286,300 .. 9.1oo.OOO 500,000 845,000 200.000 825.000 200.000 750,000 17,500 43500 6.053500 7 YEAR CAPXTAL BUDGET PLAN GENERAL FUND (Soorca and Usa) (1995-2001) Capital Projects Lirt USES Capital Projects USES DowntowdCherokcc Lam Improvcme 5.400,OOO COP (64.8) Assessment District Beclanan Annex building Performing Arts/Confercnce Centex City W1 Remodel COP (64.8) COP (69.6) COP (64.8) Downtown Parking stnarurr Unidentified lmpact Fecs Unidentified Unidentified Unidentified Geacral Fund Revenues UnidUltifiCd Unidentified Unideatified Basement of Camegic Forum Msc PD quiplprojects Public Wdy Building Fknovation Lodi LaLc Improvements Indoor Spons Facility P & R Administration Park Corporation Yard impan fees Milhood Socar Fields Unidentified P &R Capital Misc (5 Years) cwral Fund Rcvenucs School Playgrounds Gmaal Fund Rorenucs CDBG General Fund RNenucs General Fund Revenues Gmcral Fund Revenues Gcnd Fund Revenues General Fund RNenucs Total Uses Infodon systems (5 Years) ht& Mgmt Sothrare Pennir sothrare Debt Service Equipment Rcplaccment SOURCES General Fund Revenues Electric Fund Contribution Foundation Contribution S5 M COP S10 M COP Intn+n Assessment Diha Impact fecs Loan Rcccivable (General Plan) CDBG Transfer from General Fund F/B Balance fonrard mcrsourca Total 687.057 9,600,000 570,000 2,800.000 168,000 144,450 1.600.000 1.24 1,000 9,100,000 500.000 845,000 200,000 825.000 200.000 7S0.000 17.500 43,200 6.053200 2,180,000 General Food SOURCES Rcveaua 3,489,100 1.9 10,900 687.057 9,600,000 570,000 2,800,000 168,000 144,450 144.450 1,600.000 1,241,000 25,000 9,075.Mx) SSMCOP S10MCOP Assusmeat ImprdFas Othersourea CDBG 3,489,100 1,910.900 687,057 9,600,000 570,000 2,800.000 168.000 25,000 9.07S.000 u)o,OOO 243,875 500,000 243,895 601,125 200.000 825,000 825,000 s0,Ooo 150,Ooo 601,125 150,000 7S0,Ooo 7S0,000 17,500 17,500 43.200 43200 6.053200 6,053,200 2,180,000 2,180.000 42,924,407 42,924,407 10,0383SO 4,746,157 9,600,ooO 1910,900 769,125 15,659,875 150,OOO 9304,090 1.750,000 7S0.000 4,712,000 9.600,OOO 810.600 1.9 10,900 769,125 394,000 150,000 500.000 2331.666 93w.090 1,750.000 750,000 4.71LOOO 335.600 475,000 9.MM,ooo 1.9 10.900 394,000 500.000 769,125 150.000 2331,666 9.942.026 9,942,026 42,924,407 13,033,690 5,187.W 9,6M),OOO 1,910.900 769,125 12,273,692 150,000 Over (tinder) E-5 1997-99 FJNANCML PM AND SUMMARY SUMMARY OF CAPITAL BUDGET EXPEh-DITtRES BY MISSION Public Safely Police Protection Fm Safety Total Public Safety 233,460 240.000 562,505 293,000 855,505 72,500 72,500 71,950 71,950 473,460 Public Utilities Water Utility Services Wastewater Utility Services 1,445,562 Electric Utility Services 978,705 Total Public Utilities 2,424,267 1,498,500 3,187,000 2,629,690 7,3 15,190 898,500 405,000 1,499,335 2,802,835 1,420,850 995,269 2,416,119 Transportation Sets and Flood Control 2,85 1,234 2,054,134 189,000 2,243,134 3,389,000 3,389,000 4,455,000 2,640,000 7,095,000 Transit Total Transportation 2,85 1,234 Leisure, Cultural & Social Services Parks and Recreation 650,450 Cultural Services 79 1,950 Total Leisure, Cultural & Social Services 1,442,400 633,500 6,335,000 6,968,500 200,000 9,700 209,700 200,000 44,450 244,450 Community & Economic Development Planning 50,000 Construction Development 37,800 Economic Development 5,600,000 5,687,800 Total Community & Economic Development 986,506 893,306 986,506 893,306 General Government General Administration City Clerk Services Administrative Services Debt service 1,320,000 300,000 200,000 900,000 23.000 687,057 17,500 200,000 2,605,441 150,000 2,599,483 Organizational Support Services 22,060 Total General Government 1,642,060 1,123,000 13,606,258 2,749,483 10.15 1.024 3,509,998 19.188.894 TOTAL CAPITAL BUDGET 1432 1.22 1 1997-99 F'INANCIAL PLAN AND SUMMARY CAPITAL BUDGET DETAIL BY ACTIVITY Public Safety Police Protection Police Administration Network hub Police Operations CLETS Enhancement Auto dialer computer system Radio channel inbstmcture Vehicle -truck (Equestrian) Total Public Safety 12,500 32,500 32,500 71,950 71,950 71,950 40,000 40,000 1 17,000 1 173,950 72.500 71,950 71,950 Public Utilities Water Utility Services Misc system relocatiom (CM) Misc landscaping/renovation well sites Standby generators (Wells 8 & 13) Well # 27H29 Treatment TCEPCE Main upgrades & Fire Hydrant Well #11 landscaping Oversize water mains & crossing Water service taps (CM) Misc System relocations (CM) Mains - New & Replacements Treatment plant landscape WSWPCF land acquisition Sewer taps (CM) Erosion abatement program Sludge Pump replacement white Slough roadway improvements Boiler replacement White Slough plimaly sedimentation tanks Replacement of air handling units Chopper pump replacement Effluent Flow study Wastesteam Heat/Biosolids study Pond cleaning Rood Control Improvements Emergency electric supply to White Slough Wastewater Utility Services Electric Utility Services Business Planning & Marketing Plant Asset Management System Upgrade LAN Electrical Engineering & Operations Engineering Design software Electric Construction & Maintenance High Voltage & Protection Line Extensions Distribution System Improv Protective Relay Test Set 24,500 20,000 200,000 300,000 330,000 500,000 50,000 34,000 40,000 15,000 200,000 40,000 2,500,000 20,000 80,000 12,000 13,000 80,000 25,000 12,000 10,000 40,000 40,000 25,000 15,000 60,000 40,000 24,200 870,275 507,505 917,710 24,500 20,000 200,000 300,000 330,000 500,000 50,000 34,000 40,000 15,000 200,000 40,000 2,500,000 20,000 80,000 12,000 13,000 80,000 25,000 12$00 10,000 40,000 40,000 25,000 15,000 60,000 40,000 24,200 870,275 507,505 91 7,7 10 24,500 300,000 500,000 34,000 40,000 15,000 200,000 20,000 85,000 85,000 60,000 15,000 4,700 8 1,850 507,025 55 1,760 59,000 24,500 300,000 500,000 34,000 40,000 15,000 200,000 20,000 85,000 85,000 60,000 15,000 4,700 81,850 507,025 55 1,760 59,000 f-7 1997-99 FZNANCIAL PLAN AND SUiY CAPITAL BUDGET DETAIL BY ACXIVITY Training Equipment Wood Pole Testing & Treatment Vehicle (new)- Pickup truck Support Trailer Vehicle (new)- Bucket Truck 65' Vehicle (new)- Van Digger/demck - self-propelled SF-6 Gas Reclamation Equipment Total Pubiic Utilities Transportation Streets and Flood Control Traffic Operations & Safety Street Widening Misc MIC improvements (CM) Hutchins St - Lodi to Pine construction Hwy 12iKettleman Land99 Jnterchange Lower Sac Prelim eng for widening Lower Sac overlay, Nnmer Stocbn Street Lodi to hkeford Tokay St Fairmont to Mills reconstruction Beckman Road overlay Kettleman to Pine Elm Street overlay Mills to Ham Hutchins Street Kettleman to Harney Lodi Ave overlay track removal Box Culverts @ WID Canal Mills Aven NKettleman Miscellaneous Projects Misc Sbzet Improvements CM) Misc curb & Gutter replacements (CM) Sidewalk replacements Mu: Bicycle transportation impr's Land acquisition at MSC Multimodat Station site acquisition Mdtimodal Station construction Total Transportation Street Maintenance Transit Leisure, Cultural & Social Services Parks & Recreation Capital Parks and Recreation Deferred Maintenance (50,000) Mi Lake Entry Phase II (25,000) Lodi Lake Irrigation (25,000) Computerized Irrigation (30,000) Floor Lift (1 1,000) Basketball CourtlLegion (30,000) Tennis Court Resurfacing (30,000) Sports Fencing (15,000) 15,000 15,000 25,000 25,000 25,000 25,000 1 25,000 25,000 1 40,000 40,000 1 180,000 180,000 1 45,000 45,000 1 85,000 85,000 50,000 50,000 3 7,315,190 7,315,190 2 2,802,835 2,802,835 50,000 300,000 300,000 50,000 100,000 252,000 462,000 354,000 232,000 165,000 15,000 10,000 50,000 15,000 2-1 00,000 660,000 50,000 300,000 300,000 50,000 100,000 252,000 462,000 354,000 232,000 165,OOO 15,000 10,000 50,000 15,000 2,100,000 660,000 50,000 2,610,000 262,000 376,000 15,000 10,000 50,000 16,000 50,000 2,6 10,000 262,000 376,000 15,000 10,000 50,000 16,000 1,980,000 1,980,Ooo 7,095,000 7,095,000 3,389,000 3,389,000 150,000 150,000 150,000 150,000 1997-99 FINANCIAL PLAN AND SUMMARY CAPITAL BUDGET DETAIL BY ACIlVITY Basketball Court Hale Park (15,000) Playgrounds P & R 50,000 50,000 Playgrounds schools Cultural Services Library 50,000 50,000 Remodel checkout counter Public computer lab 2,000 2,000 10,000 10,000 200 200 10,200 10.200 PC LAN 7,500 7,500 24,250 24,250 244,450 Total Leisure, Cultural & Social Services 209,700 209,700 244,450 Community & Economic Development Planning Construction Development Building and safety Permit tracking software 43,200 43,200 10,000 CDBG grant 943,306 943,306 893,306 893,306 Total Community & Economic Development 986,506 986,506 903,306 893,306 General Government General Administration City Clerk City Manager Records Management System Purchase of City Hall Annex 17,500 17,500 15,000 687,057 687,057 Accounting Services 150,000 Financial Software 550,000 200,000 120,000 Total General Government 1,254,557 904,557 135,000 150,000 TOTAL CAPITAL BUDGET Debt service General Fund Capital Sewer Fund Water Fund 1,286,236 1,286,236 1,282,466 1,282,466 802J18 802,218 800,030 800,030 516,987 516,987 516,987 516,987 2,605,441 2,605,44 1 2,599,483 2,599,483 TOTAL CAPITAL & DEBT SERVICE E-4 FUNDMG SOURCES: GENERAL FUND - CAPITAL GENERAL FUND DEBT SERVICE GENERALFUND LIBRARY GRANTS LIBRARY OPERATING CDBG GRANT FUND GAS TAX GAS TAX 2105 MEASUREK MEASUREK-GRANT STREETFEDERALGRANTS IMPACTFEE FUNDS BICYCLEPED FUND FEDERAL-ISTEA FrA FUND ELECTRICRTND ELECTRIC FUNDLONG-TERM WATER FUND WATER DEBT SERVICE WATERLMF WASTEWATER FUN3 SEWER DEBT SERVICE SEWERIMF STATE TRANSIT GRANT CLEANAIRGRANT TDA WATER-DBCP TOTAL 533,200 1,286,236 687,057 4,700 5,000 943,306 250,000 55,000 359,000 882,000 1,156,OOO 249,000 20,000 528,000 520,000 334,200 3,247,990 1,464,500 5 16,987 105,000 232,500 3,187,000 802,2 I 8 225,000 1,420,000 135,000 40,000 I9,I 88,894 317,987 1,282,466 44,450 943,306 150,000 55,000 16,000 1,030,000 I, 1 12,000 1,006,000 20,000 17,987 1,499,335 9 1 6,487 516,987 . 422,989 800,030 10.15 1.024 E-lb 1997-99 Fd PIan ad &d@ Request CAPITAL IMPROVEMENT BUDGET REQUEST ACTIVITY: Police Department REQUEST TITLE: California Law Enforcement Technology System (CLETS) Enhancement Project Description The City has been notified mandated changes are being made to the California Law Enforcement Technology system (CLETS). This system enables the Police Department to access Department of Justice database via computer. Project Objectives The primary objective to remain in compliance with reqhents for our CUTS Interface. This interfiux with the Department of Justice database is a valuable tool used in the operation of the Police Department. Existing Situation Periodically changes to the are mandated by CLETS. This year the required change involves the maintenance of transaction journals which are used to ensure the integrity of the database. Historically the state haslnahmkd jods of all transactions for use in investigation of misuse. They are mandating that each message Switch maintain the jods themselves Starting next year. The journal function must be capable of searching by termioal or operator by day and hour for at least one full year of transacfi Om. Schedule and Project Costs Prior Projea Budgets 1995% 1996-97 1997-98 1998-99 Total Phasing Study Design Acquisition Consrmction Total 32,500 32,500 32,500 32,500 Recommended Funding Sources Capital Outlay Fund 32,500 32,500 Ekctric Utility Fund Water Fund Sewer Fund Total 32,500 32,500 AlttXUatiVeS If this enhancement/modification is not added to our communication interface, we will be out of-compliance and OUT iine could be disabled or removed. Project Effect on Operating Budgd None E-l I ACTIVITY: Police Department REQUEST TITLE: Emergency/Infonnation System Project Description: The purchase of a autodialer computer system would allow a pre-recorded message to be delivered to a set of phone numbers - either business or residemid. The message can be delivered to a large number of people in a very short time, with a minimal amount of effort. To send a message to a certain geographic area you can highAight that area on the map on the computer screen and the system will automatically deliver the message to all listed phones in that area. The system also has an in-bound capability. A bulletin board system allows residents to call in and get infomation about, crime, emergencies, special events, roadclosures, etc. This equipment prOVides for city-wide use and we would recommend that the cost be shared between Police, Fire, Public Works, Electric Utility, Etc. Projed Objective: The primary objective is to enhance the City's ability to communicate with citizens and business. The major empbasis would be fix safety and emergency usage, however the system has a wide range of potemials for virtually all city departmems. Existing Situation: currently city staff disseminate information via the local news paper, or through utility billing. During emergencies, such as the informational flyers to residents. Crime prevention infomation does go out monthly through a neighborhood watch news letter. However, this information does not reach non-neighborhood watch areas or most businesses. Momation is dissermna * ted through traditional means and without intensive efforts by staff it may not reach the intended audience in a timely manner. flooding the Public Worb Deparunent crews went door to door handing+ut Schedule and Projed Costs Prior Project Budgets 1995-96 1996-97 1997-98 1998-99 Total Phasing Study =gn Acquisition Construction Total 71,950 71,950 71,950 71,950 Recommended Funding Sources capiml Outlay Fund 17,987 17,987 Eldc Utility Fund 17,987 17,987 Water Fund 17,988 17,988 Sewer Fund 17.988 17.988 Total 71,950 71,950 AlttYlUltiveS: The traditional methods of citywide communications could be continued. A city-wide radio frequency is beiig explored as another option or would act in unison with this equipment. 1997-99 Fd plan ad Budget Rq& CAPITALIMPROVEMENTBUDGETREQUEST ACTMTY: Police Department REQUEST TITLE: New Radio Channel Infra-Structure Projest Description: The Police Depamnent has been in &e process of adding an additional do channel to the existing freqwncies for the past two years. We were recently approved by the Associated Public-Safety Communications Officials (APCO) for the new channel. The addition of this frequency will allow us to transmit on secure channels, that are not "scanable" to the public, and give us the option of swirching frequencies during lengthy transmissions. The impkmentation of this new fi-equency will include programming of all portable radios and vehicle radios. The additional frecpncy will also need to be added to the radio console at three Dispatch stations. Upgrade and modification of our existing repeater system will need to be done to facilitate the two repeated radio channels. Project Objedive: The primary objective is to provide more options and Security measures for the officers in the performance of their duties. Existing Situation: The curzenf xadio frequency has not changed or been enhanced in many years. New technology of scannhg equipment available to the public has significantly advanced. We currently have no security from scanums during any transmission between Dispatch and officers, this creates safety problems during police operations. Schedule and Project Costs Prior Project Budgm 1995-% 1996-97 1997-98 1998-99 Total Phasing SdY Design Acquisition Construction Toral Recommended Funding Sources Capital Outlay Fund @,OOo @,ocJo Elemic Utility Fund Water Fund Sewer Fund Total ~,W 40,Ooo E- 13 1997-99 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 as described in the Capital Improvement Program and Water Utility Status Report (both dated November 1993) and as updated through various Council approvals and completed projects. Project Objectives Maintain reliability of water delivery and the ability to provide clean water at the pressure and quantity desired by customers. Existing Situation See the above mentioned reports Project Work Completed See the abvve mentioned reports. Water rates have been increased slightly and the successful settlement of the DBCP lawsuit has provided funds to begin work on these projects. Ongoing funding levels are not yet available to increase levels of water main replacements as recommended in the Water Utility Status Report. Schedule and Project Costs Fiscal Year: 971 98 981 99 991 00 m101 Total Construction: . SystemRelocations(CM) $24.500 $24,500 S24.W $24.500 $sa,ooo Msc. Main &Hydrant Replacerents ~5oo.OOo 5500,o s500,ooo sm,ooo $2,000,000 Msc. WeB sila Landscaping Renovation $2O,OOO $0 SO $0 520,000 Well 11 - New Landscaping s50,OOo $0 $0 $0 550.000 Standby Generators - Welk 8 & 13 Repl. S203,oOO $200.000 TCElPCE Treatment Program s330,m Future Fan not estimated 5330.000 Waer Service Taps (CM W,W $40,~ $4O,ooO W,OW $160,000 Total: $1,164,500 $564,500 $564.500 5564,500 $2,858,000 Notes: All Mtng from Water Capital Outlay Fund, 18.1. (CM) means Cap'bl 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 two 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 consuttant time will be needed to accomplish the main replacement program shown and these costs are included. 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. 1997-99 Financial Plan and Budget CAPITAL IMPROVEMENT BUDGET REQUEST ACT WIN: 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. Existing Situation See the above mentioned reports 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 29, to be located on the City parcel located at the southeast corner of Lodi Avenue and Sacramento Street, is planned as part of the PCElTCE cleanup, but will provide system capacity. The cost of treatment equipment is not included. Schedule and Project Costs Construction: Fiscal Year: 97/98 981 99 99/ 00 001 01 Total Oversize Mans, City partkipation $34,000 $34,oOO $45.000 $45,000 $158,000 We1 27 Turner WlLower sacra men^ $300,000 $0 $300.000 We1 28 (fu~re rice) 5300,000 8300.000 We1 29 ILodi @ Sacramnm) $0 $300,000 $300.000 ToaI: $334.000 $334,000 $345,000 $45.000 $1,058.000 Note: AN funding from Wter Development impact Migation Fees Fund, 182 Alternatives 1. For redudions in expenditures, a vigorous water conservation program coupled with residential metering and billing could defer the need for new water wells and uttimatety’ 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. 1997-99 Financial Plan and Budget CAPITAL IMPROVEMENT BUDGET REQUEST ACTIVITY: Engineering MISSION CATEGORY: Wastewater Utility REQUEST TITLE: Wastewater System Capital Maintenance Project Description Major replacements and repairs of mains, treatment plant systems and other system components as described in the Capital Improvement Program (dated November 1993). Project Objectives Maintain reliability and efficiency of wastewater collection and treatment facilities. Existing Situation See the above mentioned CIP report. Two additional major projects and two studies not shown in the CIP are included below. The projects are the Whiie Slough Wastewater Pollution Control Facility boiler replacements and emergency electric supply projects. The boilers are an important part of the treatment process, providing hot water to the digesters. They bum waste gas from the treatment process which is h@hly corrosive. The eStng boilers are over 12 years old and have deteriorated excessively. The electric suppty project consists of an independent power source from the Western Area Power Administration lines west of the faciliity. Presently, the facility is fed from two PGBE substations. However a major problem in their system can leave the facility without power. Project Work Completed See the above mentioned reports. 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 Project Costs Co nsbuction: Fiscal Year: 971 98 981 99 991 00 00101 Total MncaLneour System Rebcationt (CM) $15,000 $15,000 $15.000 $15,000 $60.000 Msc. Sanitary Man Rephcemnts $200,000 $200.000 $500,000 $500,000 $1.400.000 Sew? Taps (M) $20,000 $20,000 $2O,OOo $20,000 $80.000 Subtotal 17.1 fund: $235,000 $235.000 $535.000 $535.000 $1.540.000 WSWPCF project$ Erosion Abammnt Program $80,000 $85,000 $0 $0 $165,000 Landscaping Itnpmvemens 540,000 $0 $0 $0 $40.000 $11.000 Sludge Purrp Replacement $11,OOO $0 $0 $0 Roadmy lnptuvsmentr $13,000 $0 $0 $0 $13.000 PrinSry Sadinentation Tank Liner Repl. $25.000 $0 $0 $0 $25,000 Ai handler repbcemnw $ f 2,000 SO SO $0 $12,000 Chopper Punp Replacements $1O,OOo $0 $0 $0 $10,000 Eflhent Fbw Study $40.000 $0 $0 $0 $40.000 Wastesbeam HeatlBiosoliis Smdy $60.000 $0 $0 $0 $40.000 Pond Ueaning $25,000 $0 $0 $0 $25,000 Fbod Conml lmptuvemenrr $15.000 $0 $0 $0 $15.000 Emergency Elec8ic Supply $6o,OOo $0 $0 $0 $60.000 $0 $165.000 $0 $621.000 Tota I: $686,000 $405.000 $535,000 $535,000 $2.t61.000 Bokr Reptaccmnt WSWPCF) . $80,000 $85,000 SO Subtotal 17.2 fund: $451,000 $170,000 $0 Notes: All funding from Wastewater Capbl Outlay Funds, 17.1 8 17.2. (CM) means Cap.hl Maintenance project account automatically appropriated with budget. Alternatives I. 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. ACTIMTY. Business Planning and Marketing REQUEST TH7.X: Plant Asset Management System Project Description Obtain/develop a PC-based Electric Utility Plant Asset Management (PAM) System for tracking Mbution and Transaission System expenditures in order to develop defensible billing determinants and electric rate scMes. This will insure the City's ability to recoup costs of mahahing and improving Electric Distribution and Traosnission Systems in a deregulated electric hiustry environment. System mapping and inveniorying are in progress, the next phase is to incorporate the existing and future data do a PAM System which would make information available and usable to all concerned. Project Objectives 0 Insure recovery of all funds expended to maintain and improve the City's Electric Distribution and Transmission Systems. Ability to justify Electric Rate Schedules to City, State, and Federal agencies as required. Properly allocate costs of seMce. Identify cost components for customer billing and inquiries. Existing Situation The transition of the electric industry to a deregulated environment will require accurate assignment and tracking of the City owned Distribution and TransmisSion Systems. A PAM system must be developed to idemify costs by levels and types of senice. Schedule and Project Costs Prior Project Budgets 1995-96 2996-97 1997-98 1998-99 TOM Phasing SdY lJeGP Acquisition Construction Total Recommended Funding Sources Electric utility Fund 30,000 30,000 30,000 30,000 60,Ooo 60,Ooo 60,Ooo 60,Ooo Total 60,Ooo 60,Ooo Alternatives Use ather city's existing electric Utility PAM system (not recommended). This alteroative would require significant additional work and expense. The licensed computer program on which the system was developed would have to be purchased and Lodi's data entered. Available systems would have to be customized to interface with ather Departments, primarily Finance. Develop our own system (not recommended). Smff may be able to develop a plant asset management system in house. This would still require purchase of the licensed computer database program on which to develop a system. The system would be significantly delayed. Tie spent to complete this project would adversely effect other Division functions. Implementation Upon approval, develop an RFP to acquire the necessary system. Bid and select a system fi-0~~ among qualified vendors. Begin inputhg existing data. W-99 Frnancial F’h and Budget Requgt CAPlTALlMPROVEMENT BUDGET REQUEST ACTIVITY: Electric Services REQUEST TITLE: Upgrade Electric Utility Local Area Network Project Description Upgrade local area network equipment. This includes: network cabling, hubs, network cards and equipment as needed over the next two years. This upgrade will improve system reliability, provide for fume expansion and system interconnection to other systems. Project Objedives The primary objectives of this projects are to provide mfEcient system capacity and capability to properly address: Long range needs of the Department. system reliability. Mail and scheduler seMces. ModemandLnternetaccess. Data storage and backup functions. Geographical Infoxmation System (GIs) and mapping activities. CD-Rm data S~MCZS. 0 Fax server. ExistingSWon Over the last few years, with workstation additions and increased network traffic, the Electric Utility Deparrment network has been Operating at Capacity. Coupled with increasing dependency on local area network capabilities, the Deparmzem initiated a hardware/software study to identify viable expansion optiom. Our of this study the above objectives were identified based upon system needs and Department business objectives. Ultimately, this project will increase data transfer rates fi-om two mega bits (mbs) per second to 100 mbs. This upgrade coupled with the new sewer provides the City with flexibility and capability necessary for present and future demands on the Electric Utility Department kt a competitive deregulated market place. Schedule and Project Costs Prior Project Budgets 1995-96 1996-97 1997-98 1998-99 ToQI phasing Study Aquisition Consauction Total Design 40,OOO 15,000 55,000 40,000 15,000 55,000 Recommended Funding Sources Electric Utility Fund 4O.OOO 15.000 55.000 Total 40,OOO 15,000 55,000 Alternatives Continue to operate with existing network topology (not recommended). The Department will not have the ability to operate effectively and efficiently. The existing topology and equipment is slow. Data and liles are either lost or corrupted causing lost staff time retyping documems or restoring files. Implementation Upon approval, following City bidding and purchasing procedure, purchase necessary hardware and software in both the 1997-98 and 1998-99 FiscaI Years. 1997-99 Fd plan ad Budget Request CAPlTALIMPROVEMENT BUDGETREQUEST ACTTVITY: Electric Construction and Maintenance REQUEST TITLE: Substation Construction High Voltage and Protection Project Description This project provides for various construction projects within the four Substations to provide normal and emergency capacity to serve the eldc load and improve operating flexibility. This work wiU be done by department personnel as part of nod operations of the Capital mainteoance expenditure program. Project Objedives Specific projects, as shown below, have been identified for codon during this fiscal period. Ed 1997-98 hiustrial Substation #2 Bank, steel structures, circuit breakers, bus structure and foundations hdumial Substarion 12kV bus be breaker McLane Substation 12kV (1230) breaker Indusaial Substation south gate reconstruct $766,025 46,805 45,445 12.000 Total: $870,275 Fd year 1998-99 Indusaial Substation #2 Bank instabtion Indusaial Substation 12kV (1272) breaker Kilielea Substation - Engineering studyidesign $11,270 45,580 25.000 Total: $81,850 Item Amunt Title and Number 1997-98 1998-99 1 . 2. Substation Construction - High Voltage (1 6.1450.23) Substation ConsrmCtion - Protection (16.1-650.24) $789,695 $63,370 80.580 18.480 Total: $870,275 $81,850 ExistingSin The Mustrial Substation at present has one 60-12kV power transformer with four 12kV circuits supplying a 19% peak load of 17.5 MVA. Mustrial development in the area will add 6-2 MVA to this Station by the peak load season of 1998. In the event the uansformer should Edil, this magnitude of load cannot be transferred to adjacent dons. To solve this emergency capacity deficiency it is recow the second power transformer be insfa.Ued. The Substation is designed for ulrimuely three (3) power transformers. This second mmfomer would be required to serve normal load in the area by the year 2000 based oncurrent load growth. The Industrial Substation 12kV bus tie breaker is required for Operating flexibility, Service restoration time and to minimize system losses foliowing instahtion of the second power transformer. The McLane Substation 12kV breaker is required to serve primarily residential load growth west of Lower Sacramento Road. The Jndustrial Substation 12kV breaker is required to serve projected new industrial and commercial load east of Hwy 99. The Kilelea Substation was constructed in 1965. The 12kV Section is metal clad enclosed switchgear parts are extremely difficult to obtain. The 60kV bus structure served as the City's main 6OkV distribution facility until 1991. 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. It will require reconsrmction to remain a reliable and dependable subsianon. 1997-99 Fi Pb and Budget RW CAPlTALIMPROVEMENTBUDGET REQUEST ACTIVITY: EIecmc Consmction and Maintenance REQUEST TITLE: Substation Construction High Voltage and Protection (Continued) Schedule and Projest Costs Prior Project Budgets 1997-98 1998-99 1999-00 2000-01 Total Phasing Study Design Acquisition Constnrction Total 870,275 81,850 300,000 145,000 1,397,125 ~ ~~ ~ ~ 870,275 81,850 300,000 145,000 1,397,125 Recommended Funding sourceS Electric Utility Fund 870,275 81.850 300.000 145.000 1.397.125 Total 870,275 81,850 300,000 145,000 1,397,125 AlteKTKitiVeS Do nothing (not recommended). -1- .on Following approval, the above projects will be comted during the indicated iiscal periods to meet system raquirements. E-do ACTIVITY: Electrical Engineering and Operations REQUEST TITLE: Engineering Design Software Project Description Purchase engineering design and database software. This system will provide the Department with information to develop cost of Service studies and, in turn, rates for coming dereguladon and unbundling of rates and Services. Project Objectives The primary objective of this project is to develop Graphical Infodon System (GIs) which will: Create database records. Integrate AutoCAD with database records. Create intexactive mapping. Existing Situation Our goal is to have all records entered into a database either directly or via AutoCAD Data Extension (ADE). ADE is software that allows data and drawings to be linked. For example: when a transformer is cbarged out and the darabase is updated, AutoCAD drawing text attribute (tag) is automatically updated and visa-versa. With the addition of AutoCAD Map, information from the database can be shown in a graphical form, i.e., color coded maps. As with drawing tags, when the database is updated AutoCAD Map recalcnlates the graphical display. By having drawings and databases linked, questions can be asked of maps with regard to system loading, facility locations, history, etc. In turn, maps and/or reports are generated. The benefit of GIS is one base of infoxmation and many forms of retrieval. Curredy, equipment records are compiled, recorded and stored a numk of different ways: in folders, in binders din various mqutexprograms. Amber of these records continue to hand written Ourgaal is to enter data into an ADE program and AutoCAD Map through which eqniPmem, pole, txarJsformer, streetlight and GIs location database records will be created. Furthermore, system maps will have imelligence by becoming imaactive. ldemifying equipmem, tofaling material, calculating length of conductor and GIs location will be readily available. This will save time and effort where dupliovionS of records are kept dong with a complete inventory of equipment The computer programs will be unnpatible with other City Depamnents' equipment. schedule and Project Costs Prior Project Budgets 1995-96 1996-97 1997-98 1998-99 Total Phasing SdY Design Acquisition Construction Total 24,200 4,700 28,900 24.200 4,700 28,900 Recommended Funding Sources Electric Utility Fund 24.200 4.700 28.900 Total 24.200 4,700 28,900 Alternatives Do nothing. ( not recommended) The Department will lose the ability to compete effectively if cost components of various services are not accurately understood. Efficiencies to be gained fiom this system in day to day availability of information would likewise be lost. lmple .dl -Om Upon purchase, the software will be placed into service. l997-99Furancialplao and Budget Reqwst CAPlTAL IMPROVEIW3NT BUDGETREQUEST ACTIVITY: Electric Construction and Maintenance REQUEST TITLE: Line Extensions-Service Connections-Substructures-Metering Project Description This project provides for extensions of existing facilities to serve new elecaical loads in subdivisions and developments for all customer classes. Work will be done by department personnel as part of the Capital Maintenance expenditure program. Project Objedives 0 Extend existing distribution facilities to Serve new loads as they develop within subdivisions and Comect customer service entrance Eacilities to the City's electric distribution system. developments. Install substructures (vaults, conduits, etc.) to accommodate disnibution facilities indid above. The developer has the option of contracting for this element with the City (City is reimbursed for all costs) or colntract with the private sector. Install revenue metering f%cilities ExistingSion At present, based on the Electric Utility Departments Rules and Regulations, items 1,2 and 4 are pexformed by Department staff and prOVided at the City's expense. Item #4 includes $55,530 and $9,230 for 1997-98 and 1998-99, respecdvely, for purchase of 30 remotely interrogated revenue meters and associated communication equipment. With scheduled commencement of deregulation OD January 1,1998, the City must be able to provide direct access accamts with metering equipment capable of being remotely interrogated daily. Schedule and Project Costs Prior Project B~dga~ 1997-98 1998-99 199900 2000-01 Total Phasing SdY Design Acquisition Construction Total 507,505 507,025 450,000 450,000 1,918,030 ~~~ 507,505 507,025 450,000 450,000 1,918,030 Recommended Funding Sources Electric Utility Fund 507.505 507.025 450.000 450.000 1.918.030 Total 507,505 507,025 450,000 450,000 1,918,030 Alternatives Have items 1,2 and 4 funded by advances from the developers. This would quire a change to the Rules and Regulations. 'on This project will be implemented as required by developments within the City. ACTIVITY: Electric Construction and Maintenance REQUEST TITLE: Distribution System improvement Project Description This project provides for various consuuction projects to increase overall system capacity, reliability and operating flexibility to sewe electric load under normal and emergency conditions. Dusk to Dawn lighting is also included under this project. This work will be done by department personnel as part of the normal operation of the Capital Maintenance expendime program. Project Objectives The objectives of this project are to meet 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. FIscalY~: 1997-98 0 1230 McLane feeder & conduits Pad mount switch (replacexnew, 6) OH & neutral to LeBec Ct. area Primary substructures, Tudor St. area Circuit tie, Rive Rivergate - fiver Point Transformer upgade, F & M Bank - PAC Bell Secondary conduit rebuild - Mills Ave. Overtime (prearranged and unscheduled), including mated Dusk to Dawn Lighting 0 Killelea get-a-way, south 0 0 0 0 Downtow0 loops, Hotel Lodi 0 #6 OH conductor rebuild 0 0 0 0 Fd Year: 199899 0 Mch get-a-way, conduit 0 Downtown loops 1272 hdustrd ' feeder, Guild Ave. 0 #6 OH conductor rebuild 0 Secondary conduit rebuild-Tejon area 0 T~a~sfomer upgrade, Payless-Lodi Ave. 0 DusktoDawnLigbMg . . 0 Main feeder wlo L. Sac slo Turner 0 Overtime (prearranged and unscheduled), including mamial Schedule and Project Costs Prior Project Budgets 1997-98 1998-99 1999-00 2000-01 Total fhasiJ3g Study Design Acquisition Construction Total 917,710 551,760 1,469,470 917,710 551,760 1,469,470 Recommended Funding Sources Electric Utility Fund 917.710 551.760 1.469.470 Total 917,710 551,760 1,469,470 E-$3 1997-99 Fd plan and Budget Re CAPITALIMPROVEMENT BUDGET REQUEST ACTIMTY: Electric Construction and Maintenance REQUEST TITLE: SF-6 Gas Reclamation Equipment Projest Description purchase SF-6 Gas filter and reclamation equipment. Project Objectives To meet Federal and State hazardous material handling procedures. There are 13 power circuit breakers that contain SF-6 as au insulation media. Pending federal legislation wilI mandate this gas not escape to the atmosphere during maintenance. With this equipment, we can filter and store the gas and meet federal reguhions. Schedule and Project Costs Prior h-oject Budgets 1995-96 1996-97 1997-98 1998-99 Total phasing SdY xgn Acquisition Construction Total 50,000 50,000 50,000 50,000 Recommended Funding Sources Electric Utility Fund 5O.OOO 50.000 Total 50,000 50,000 Alt-ves Delay purchase until maintenance is required (not recommended). bP- 'on Upon approval, purchase in 1998-99 Fiscal Year l997-99F~lplanB~d@Request CAPITAL IMPROVEMENT BUDGET REQUEST ACTIVITY: Elecmc Construction and Maintenance REQUEST TITLE: Training Equipment Project Description Purchase material, poles and vaults for training area. Project Objectives To be in compliance with Cai-OSHA Rules and Regulations. To provide the safest work environment possible for our line crew personnel. To provide proper mining for all line crew personnel in the use of equipment provided, d in first-aid and rescue procedures in all potential accident scenarios. Existing Situation Cal-OSHA Rules and Regulations mandate tbat line personnel receive periodic training (anmral and bi-annual) in pole climbing, pole top rescue and vault rescue etc. At this time, we have a pole set in a corner of the Eldc Utility storage yard which is used for pole top rescue training. There are no vaults, pole-lines, or appamus for vault rescue training, hot-sticking, or other types of equipment training. When new tools and equipment are purchasd that are new to the idustry and personoel, the line crew must be trained in proper haMilinp and use of this equipment to maiotaina safe work environment. In case of accidents and injuries, it is mandatory that all line crew personnel be properly trained on rescue procedure. Schedule and Project Costs Prior Project Budgets 1995% 1996-97 1997-98 1998-99 Total Phasing Study Design Acquisition Consaunion Taal 15,000 15,000 15.000 15,000 Recommended Funding Sources Electric Utility Fund 15.000 15.000 Total 15,000 15,000 ~ Alternatives None -1- 'on Material, poles and vaults to be purchased in the 1998-99 Fiscal Year. ACT": EIecnic Construction and Maintenance REQUEST TITLE: Project Description To a& a contract for the testing and chemical merit of wood utility poles. Wood Pole Testing and Treatment Project Objectives To have all wood abiity poles tested for external and/or internal decay, and to have chemical treament installed on the exterior andlor interior of poles to prolong their useful life. External treament consist of a chemical product being applied 18 inches below ground level to two inches above ground level. Internal trearment is applied by drilling a 718 inch hole and inserting the internal treatment canista and a treated wood plug. Existing Situation Sound equipment will insure reliable service to all of our customers and provide a significantly safer environmm for the public and utility service employees. Pole testing is important in identifying untreatable poles which need to be replaced, and replacing decayed poles before they M due to wind.. Treating the poles to prevent decay saves exoibitaru costs associated with prema~e replacements, power outages, emergency callouts, damage ciaims for personal praperty, and all other costs associated with unscheduled power outages. Fewer unscheduled power intemrptions will increase reliabiity, customer senice and productivity by providing better planning of crew time and allowing more ti.me for scheduled projects and system maintenance. Schedule and Project Costs Prior Project Budgets 1995% 1996-97 1997-98 1998-99 Toml phasing Design AUpiSitiOIl Consauction Total 25,000 25,000 50,000 25,000 25,000 50,OOO Recommended Funding Sources Electric Utility Fund 25.000 25.000 50.000 Total 25,000 25,000 50,000 AlternatiVeS Not inspectinS and treating the poles (not recommended). hP1- 'on Upon approval, following the City's bidding procedure, award contract for 1997-98 and 1998-99 Fiscal Years. 1997-99 Fd plan and Budget R@ CAPITAL IMPROVEME" BUDGET REQUEST ACTIVITY: Elecmc Construction and Maintenance REQUEST TITLE: Pickup Truck (&-Half Ton) Project Description Purchase a one-half ton pickup truck and increase the Electric Utility fleet by one vehicle. Project Objectives To provide transportation for the Construction Maintenance Supervisor. Existing Situation Constructionhhimenance Supervisor is a new position for the 1996-97 fiscal year. This employee must have a vehicle on a regular, daily basis to field check crews, prexheck work orders, inspect completed jobs, meet with customers, etc. The Vehicle Maintenance motor-pl does not have a vehicle available for daily, long tern use. The Electric Utility Department dues not have a vehicle for this employee. schedule and hjed Costs prior Project Budgets 1995% 1996-97 1997-98 1998-99 Total phasing SdY Design Acquisition Construction Total 25 ,ooO 25,000 25,000 25,000 Recommended Funding Sources EleCnic Utility Fund 25.000 25.000 Total 25.000 25,000 Alternatives None hPl- 'on Upon approval, purchase vehicle in 1997-98 Fiscal Year. ACTIVITY: Electric Construction and Maintenance REQUEST TITLE: Support Trailer Project Description purchase one construction and maintenance trailer. Add important on-site support to overhead and underground job sites. Project Objedives On both overhead and underground jobs, this support trailer when properly equipped will provide hydraulic pressure for pressing splices and rUnning vault pumps to 60 ton hydraulic heads. This trailer, equipped with hydraulics and electrical generation capability, will provide necessary lighting for night-emergeacy projects. Provide material hannling/storage needs for all jobs reducing a significant amount of man-hours needed to provide onsite material and constmaion needs. This support trailer, easily towed by any elecaical mk, provides job site security for tool storage and material haruliinp. Material handhg and storage is a constant problem for all crews. It adds costs to jobs including time spent away from job sites collecting and loading mcesary tools and equipment. Federal and State safety requirements continue to change. Work done in an underground setting calls for an iweased amount of safety equipment for vault rescues that tax the limited resources of Lodi’s electtical fleet. schedule and Project Costs Prior Project Budgets 1995-96 1996-97 1997-98 1998-99 Total phasing SdY Design Acquisition Construction Total Recommended Funding Sources Electric Utility Fund 4o.OOo 4o.OOo Alternatives Confinue existing methods, which are ineffective. Upon approval, purchase immediately for 1997-98 Fiscal Year. E-as l997-99 Fd plan and Buclget CAPITAL IMPROVEMENT BUDGETREQZTEST ACTIVITY: Elecmc Construction and Maintenance REOUEST TITLJ3: Bucket Truck 65' hjed Description Purchase a Bucket Truck 65' to increase the Electric Utility fleet by one vehicle. Project Objedives To have necessary equipment available to reduce existing backlog and schedule for the increase in work load expected in this, and the upcoming fiscal year. With the increased growth of the City and need to upgrade the aging electric system, new projects such as the City Revitalirrrrrion Project and the scheduled and expected increase in new commercial/W customers, etc. It is essential to have necessary equipment available to perform related tasks in the safest and most efficient manner possible. In addition to added work load, the Electric Utility Department must also be prepared for the onset of deregulation. The Electric Utility Department must have necessary equipment available to perform required tasks and be prepared for emergency calls. ExidingSion The bucket truck is the safest and most economical vehicle available to perform necessary hot work required to build and maimah the electric overhead.system. There is an inneaSing difficulty scMg work arod availability of the existing bucket truck. The problem compounds when the existing bucket truck is down for repairs and/or maimenance. This results in customers not receiving Service in a timely manner and developing additional backlog. schedule and Project Costs Prior Project Sudgets 1995% 1996-97 1997-98 1998-99 Total phasing Study =gn Acquisition Construction Total 180,000 180,Ooo 180,000 180,Ooo Recomme~~led Funding Sources Electric Utility Fund 180.000 18O.Ooo Total 180,000 180,Ooo ALteroatiVeS Renting the vehicle (not recommended). Bidding and delivery takes approXimately four to six weeks and is not cost effective. bPl- 'On Upon approval. 65' Bucket Truck will be purchased in the 1997-98 Fiscal Year. E -54 1997-99 Fd pkn ad Bud@ Rqugt CAPlTALIMPROVEMENTBUDGETREQUEST ACTIVITY: Elecmc Consuuction and Maintenance REQUEST TITLE: Walk-in Van Project Description Purchase one (1) walk-in van with a 157" wheel base and a 15,000 lb. Gross Vehicle Weight (GVW) rating. Projed Objectives The primary objectives of this project is to provide modem mobile work platform for the on site repairs and maintenance of underground utility facilities; cutting costs that exist inherently in e)existing vehicle restrictions as it permins to use and work method. Exisiing Situation The Citys fleet of vehicles has many specified uses that often hinder accomphhing sound work practices. Our electrical line trucks cannot be stocked With any appropriate amount of underg~~und equipment without seriously impeding their designed use. Specific underground equipment, tools, and protective equipment require special storage and hadling space not provided in our cumat fleet of vehicles. Many trips to and f?om job sites are fkquently required. Tbe fleet requires specialized equipment to meet an ever idg work load of underground outages - both emergency ad routine. Hundreds of hours charged to jobs could be eliminated by a vehicle that contains a complete inventory of needed tools and equipment. Schedule and Project Costs hior Project Budgets 1995-96 1996-97 1997-98 1998-99 Total phasing SUY Design Aquisition Construction Total 45,000 45,000 45,000 45,000 Recommended Funding Sources Electric Utility Fund 45.000 45.000 Total 45,000 45,000 Alternatives Continue inefficient methods that continuously waste rate payer Moines. Implementation Upon approval, purchase new vehicle in 1998-99 Fiscal Year. 1997-99 Fd Pb and Bud@ CAPITAL IMPROVEMENT BUDGETREQUEST ACTNITY: Elecmc Construction and Maintenance REQUEST TITLE: DiggerlDemck Quipment (Self-propelled) Project Description purchase self-propelled diggeddenick for digging and setting utility poles. Project Objedives The primary objective of this projects is to provide the proper equipment for safety and kreased productivity. Existing Situation The requested equipment is designed to prepare for and install poles in the same manner as large line trucks. Yet it is compact enough to maneuver through the small gateway entrances into backyard easements. Cwently, setting wood poles in backyard easemem is done manually. This procedure requires additional linemen, rime and equipment. It curzeatly requires the following manual tools and labor: a shovel to dig a minimum 5' hole; a two wkl dolly to move the poles to ador from the location; hdlation of wood blocks for raising the poles; an electric capstan for raising and lowering; guying to stabilize the old pole if ~lecessary; rope lines to guide the pole. The current procedure is time consuming and more importantly creates a hazardous work emironmen!. By providing new equipment, this cumbersome procedure and the additional work force and hours it quires will be eliminated and a significantly safer work environment will be provided. Considering tbat 90% of the electric Service-poles are installed in backyard easements, this equipment is essential to provide safety and efficiency for the line crew. Schedule and Project Costs Prior ' Project Budgets 1995-96 1996-97 1997-98 1998-99 Totd Phasing SWY Design Acquisition consauction Td 85,000 85,000 85,000 85,000 Recommended Funding Sources Electric Utility Fund 85.000 85.000 Total 85,000 85,000 Alternatives Continue current operating procedure (not recommended). Renting this equipment would not be an option Since such specialized equipment is not available from local rental companies. 'on Equipment will be purcbased in Fiscal Year 1998-99. 1997-99 Fumocial plan and Budget Reqwst CAPlTAL IMPROVEMENT BUDGET REQUEST ACTIVITY: EIecmc Construction and Maintenance REQUEST TITLE: Protective Relay Test Set Project Description Replace aging relay test equipment with new micro processor based equipment. Project Objectives Increase speed and reliability of testing substations protective relays. Existing Situation hesent day test equipment is vintage. It weighs over 300 pounds and is in four sections. The quested new equipment is faster, more reliable and weighs 90 pounds. Less time would be spent sewing up equipment for testing relays. scbedde and Project Costs prior Project Budgets 1995% 1996-97 1997-98 1998-99 Total Phasing SMY Design Acquisition Construction Total 50,000 50,000 Recommended Funding Sources Capital Outlay Fund EIecaic Utility Fund 50,OOO 50,000 Water Fund Sewer Fund Total 50,000 50,000 Alternatives Continue using less efficient test equipment. ‘on Upon approval, purchase in 1998-99 Fiscal Year. 1997-99 Financial Plan and Budget CAPITAL IMPROVEMENT BUDGET REQUEST ACTIVITY: Engineering MISSION CATEGORY: Transportation REQUEST TITLE: Street System Capital Projects Project Description Major repairs to existing streets as described in the Capital Improvement Program (dated November 1993) and the Bicycle Transportation Master Plan (1994). Project 0 bjectives Primarily to maintain the safety and structural integrity of City streets and secondarily to improve ride and appearance and to enhance atternate forms of transportation. Existing Situation See the above reports. Projects pending grant or other categorical funding, have not been included. One noteworthy project, the Lodi Ave. CCT track removal project is being redefined to incorporate other rail safety components. It will utilize the unused Measure K allocation for the Lodi Avenue grade separation project which has been dropped by the City. Schedule and Proiect Costs Fiscal Year: 971 98 981 99 991 00 00io1 Total Co nsmctio n: Misc. Traffic lnprovemena (CM) $50,000 Hutchins St - Lodi m pine reconsbvcQ 5300,000 Lower Sacramcna'Road widening $50,000 Lowar Sacramana Rd. NITumor oveda $1 00,OOO Stockam St Lodi to Lockekd mconrf Tokay St Fahnt to Mils reconsf Bectman Rd. Ketlleman to Pine oveday Ebn St Mills io Ham overlay Hutchins St Kataman m Hamayoveda Lodi Ave. SPRR a Cherokee ovedaybck ramoval MiDs Ave. NIKetdeman Box Culvert $1 65.000 Mic. Simat Improvements (CM) $15,000 Misc. Curb &Gutter lnpruvemena (CM) s 10,000 Sidewalk Repbcemenw $5o,OOo Hwy. 12199 lnerchange $300,000 $252,000 $482,000 $354,000 $232,000 Pavement Rehablition Projects Misc. Bicycle Tnnsp. Improvements $15,000 Muhinodal Station Sib4 Acquisition $660,000 Mubimodal Starion Consouction $1 >80,000 $m,ooO $50.000 $2.61 0,000 fumm project costp not updawd $262,000 $376,000 $5o,OOo $200,000 $300.000 $2,910.000 $50.000 $100.000 $262,000 $252.000 $462,000 $354.000 $232.000 $376.000 $165.000 $60.000 $15.000 $lO.OOo $40.000 $50,000 ~200,000 $8OO,OOO $1.600.000 s15,Ooo $60.000 5660.000 $1.980,000 Total: $4,995,000 $3.388.000 5940,000 $940.000 $10.263.000 Alte matives 1. For major reductions in expenditures, street maintenance projects would have to be deferred, which will ultimately result in higher costs for complete reconstruction. Project Effect on Operating Budget The proposed projects will have a minor effect in reducing the operating budget that has not been quantified. ACTIVITY: REQUEST TITLE: Parks and Refreation Adminisaa tion Parks Maintenance prOjects/Equipment (Multi-year) Project Mption This is a multi-year program to hnance capital maintenance of park and recreation grounds and facilities at a level sufiicient to protect the City’s investment in these assets, to ensure grounds and facities are mainrained 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 availabiity of Eueds: AddressdefedmaintenanCeneeds LodiLakeEntryPhaseII FloorLift 0 Basketball Court/Legion Park TennisCounResurfacing SportsFencing BasketballCoudEhdbdWall-HalePark Lodi Lake Ixrigaion North Side Phase II compurerized Irrigation (Maxicom) Project Objectives The objective of the patk Maintenance Program is to e~sure that a reasonable level of investment is made in maintaining safe and usable park fiiciities which comply with the City, State and Federal policy for public recreation facilties. ExisthgSiiion The Parks and Recreation Department k responsible for maintaining City Park and Recreation Facilities. The number ofprojects andequipment nexded changes from year to year based on fair wear and tear, public use, the increase in the number of park faciities, 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 Deparcmem in conjunction with the Parks and Recreation Commission, Schedule and Projed Costs Prior Project Bu~~~Ts 1995% 1996-97 1997-98 1998-99 Total Phasing Study Design Aquisition Consauction Total 150,OOO 150,000 300,000 150,Ooo 150,Ooo 300,000 Recommended Funding Sources Capital Outlay Fund 15O.OOO 150.000 300.000 Total 150,000 150,000 300,000 Aitematives Defer maintenance or reduce the size and scope of the City’s park maintenance Project Ef€& on Operating Budget NOW E-3q 1997-99 Frnaocialplanand Budget Resugt CAPlTALIMPROVEMENTBUDGETREUUEST ACTIVITY: Parks and Recreation Administration REQUEST TITLE: Playgrounds (Multi-year -Joint City/Lodi Unified School District) Project Description This is a mdti-year program that started in 1996/97 budget year to upgrade playgrounds to American with Disability Act (ADA) requhements in city parks, as well as Lodi Unified School Dh~ict playgrounds. Project Objdves The PT~IIEUY objective of this project is to upgrade and bring playgrounds up to acceptable ADA requirements for accessibility and safely. Existing Situation The City and Lodi Unified School District entered into a joint use agreement for the use of the school district playgrounds to faciitate 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 fued the needed upgrades to the playgrounds to ensure compliance with this mandate. Schedule and Project Costs Prior Project Budgets 1995-% 1996-97 1997-98 1998-99 Total Phasing Study Design Acquisition Consauction Total Recommended Funding Sources Capital Outlay Fund 50,Ooo 50,Ooo CDBG funds 50,Ooo 50,Ooo Water Fund Sewer Fund Total 50,Ooo 50,Ooo 100,Ooo Do not rebuild and upgrade playgrounds. Do not comply with the ADA requirements frojest Ef€& on Operating Budget None. E -33 1997-99 Frnanrial plan and Budget Requgt CAPlTALIMF'ROVEMENTBUDGETREQ~ ACTIVITY: Library REQUEST TITLE: Remodel Checkout counter Project Description: This project would study circulation desk procedures and remodel the circulation counter for more efficient service and ergonomic safety. Project Objectives: The primary objective of this project is to increase efficient service to the public and improve safety conditions for library workers staffing the circulation counter. Existing Situation: The design of the circulation count^^ is inherently deficient for cutrent purposes in several ways: 1. 2. 3. 4. the counter purchased in 1978 was designed for a manual checkout system and cannot adequately accommodate the computer equipment and wiring of an automated system, the square confipa!ion with center island housing the phones causes the staff to turn theii backs on the public as library users approach from all Sides of the counter expecting service the counter design may be inapPropxiate in height, etc. for the repetitive motions required for staff to perform circulation tasks additionally new procedures and equipment may kcreax the need for a modification of the counter top !khedule and Projest Costs Prior Project Budgets 1995-96 1996-97 1997-98 1998-99 Total phasing Study MP Acquisition Consuuction Total 2,000 10,Ooo 12,000 2,000 10,ooo 12,000 Recommended Funding Sources Gram 2,OOo 10,Ooo 12,000 Electric UtiIity Fund Water Fund Sewer Fund Total 10,oO0 12,000 Retain the current counter adjusting with only work flow corrections which may increase Worker's compensation Claims. Project Effect on Operating Budget: None E -36 CAPITAL JMPROVEMENT BUDGET REQUEST ACTIVITY: Library REQUEST TITLE: Public Computer Lab Project Description: This project would provide a computer lab with at least three personal computers available for public use. The computer lab would include software for students to increase their math and language skills. Assistance in using the computer would be provided through library volunteers. Project Objectives: The primary objective of this project is to allow access to the current computer technology for public use in word processing, etc. Educational software will be provided to help students with their homework. This project will reinforce the library as a central location for learning and coa educasion. In addition, it will provide access to rechnology for community members unlikely to have other avenues to this resource. Existing situation: Library users frequently ask if any computers are available €or their use. presently there are no personal computers available. Many students do not have access to computers following the closing of their schools in the afternoon. Scbedule and Project Casts Prior Project Budgets 1995-96 2996-97 1997-98 1998-99 Total Phasing SdY Design Acquisition Consauction Total 200 10,200 10,400 200 10,200 10,400 Recommended Funding Sources Grant 200 10,200 10,400 Electric Utility Fund Water Fund Sewer Fund Total 200 10,200 10,400 AltIPlTiativeS: Do not provide access to computers for the public. Projed Effect on the Operating Budget: None E-37 ACTIVITY: Library REQUEST TITLE: Personal Computer Local Area Network (PC LAN) Projed Description: This project would provide a personal computer local area network (PC LAN) for pubic access to 1) the Internet from online catalog stations, 2) access to information housed in a CD-ROM tower, and 3)access to dogs at other libraries. Project Objectives: The PC LAN would provide a network of one-stop stations for patrons to successfully search for materials and information in a variety of library dambases and CD-ROM products. Existing Sion: Cdy the library has an online public access dog. An application for pubic Internet access tbrougb the InfoPeople project was submined in January 1997. The Lodi Public Librarys automated computer system is equipped with 239.50 protocol for communicating with other similarly equipped library databases. Schedule and Project Costs hior Project bud@^ 1995% 1996-97 1997-98 1998-99 Total phasing Study Design Acquisition Consnuction Total 7,500 24,250 31,750 7,500 24,250 31,750 Recommended Funding Sources Grant 2,500 24,250 26,750 Library Operating Fund 5,000 5,000 Warm Fund Sewer Fund Total 7,500 24,250 31,750 Informational services will continue at the current level. Print indices will be the basic form of access to periodical information. Project Effect on Operating Budget: 'Ihe bulkof he funding is pan of the 49/99 Cooperative Library System gmnt applicaion asking for $5OO,OOO to fund telmunications andavirtual dog for thedatabases of its member %rariieS. $5,000 is quested as om he funds from the library operadng budget for CD-ROM material. 1997-99 FdpIanand Budget Re CAPITAL, IMPROVEMENTBUDGET REQuEsr ACTIVITY: Community Development Department REQUEST 'ITIZE: PermitProject Tracking Soft-Ware Frojed Description Purchase and install Sierra Permit Software for the Community Development Department. Projest Objectives This softwate package is the most comprehensive available. Further, it has the capabilities to be expanded for use operations and be more efficient with staff time. in each of the departments with plan check responsibility. The goal ofthis program is to meamhe OUT Existing Situation The current computer program, utilized by the Community Development Department to maintain Building Inspection activities, was purchased in 1985 from Northern California Systems (NCS). This program was designed to interface with computer hardware which is five generations removed hm the hardware now employed by the deprtment. Although the sofnuare has bad extensive modification and upgrades in the last ten years, it does not meet current requirementS for either packing of information or access to information. The cost of further upgrades to the NCS software greatly exceeds any benefits derived when compared with the software we are requesting. Further, the current program does not interface with other City departments' project management capabilities. schedule and Project Costs Prior Project Budgetr 1995% 1996-97 1997-98 1998-99 Total Phasing SdY Design Acquisition 20,000 43,200 63,200 Construction Total 20,000 43,200 63,200 Rewmmended Funding Sources Capital Outlay Fund 43,200 63.200 Total 20,000 43,200 63.200 Departmenral Carryover Fund 20.000 Project Effect on operating Budget Community Development Department caqover of $20,000 will be spent on the above in order to reduce total budget request to $43,200 for fiscal year 197-98. The balance of the software, installation, training and support will be purchased following City Council approval. E -34 ACm City Clerk REQUEST "LE: Records Management Program With this two-year budget, the City Clerks coal is to create a Records Management Program, which will include a Council approved records retention and destruction schedule, records management sobe ador hardware, replacement of paper documents on electronic media and proper storage of the archived documents, and the availability of infodon over the internet. 1. Ensure that City infomation is easily retrievable and available to the Council, staf€ and public by utiking technology to its fullest; 2. Erwre tbat City-wide public records reMined andla destroyed to the public Reconds Act SUMMARY OF FACTORS DRIVING THE REQUESr FOR CHANGE We are nuremly not using t.echnology to its fullest, which would make researching information much easier and allow staff and public to access information from thek office or home. In addition, the City of Lodi does not have a Citywide records management program. As a StaR, the City Clerk's office has received a proposal for a software program to track Council actions and contracts entered into between the City of Lodi and other agencies at a cost of $9,OOO - $15,500 (to be negotiated). We currently use the AS/W to do this. By purchasing this software, it can be tracked on the network, which would allow staff to access the infodon hn their office and ulthuely the public on the imernet. Further, this program would mean the Scaaning of several thousand documents (which we would accomplish with the use of volunteers), and, therefore, we would Wre to purchase a scanner as well (appmximately $2,000 for SMnner and the required software). In the second year of the two-year budget, we may be looking at costs for storage of archived docmnents on an off-site Edcility and additional software, for example the Lodi Municipal Code on Wdows and the internet, etc. Schedule and Project Costs Prior Project Budgets 1995-96 1996-97 1997-98 1998-99 Total Phasing study Design ACqUiS-itiOll 17,500 17,500 Constroction Total 17,500 17,500 Recommended Funding Sources Capital Outlay Fund 17,500 17,500 Sewer Fund Total 17,500 17,500 ALTERNATlVES Maintainstatusquo Forego updaring ow technology and just establish Citywide guidelines to follow in regards to records retention and destruction schedules E- Lfb 1997-99 Fd plan and Buclget Reguest CAPITAL IMPROVEMENT BUDGET REQUEST ACTIVITY: Public Works REQUEST TITLE: Land Acquisition at Municipal Service Center Project Description Acquire fourteen acres on the no& side of Kettleman Lane immediately west of the existing Municipal Service Center (MSC) and the Woodbridge Irrigation District canal. Project Objectives This land acquisition will provide the following City functions with thirty years of growth capacity: Electric Utility Department Parks Maintenance Division Sewer Utility Wastewater Utility public Works Department's Street Division Public Transit Enterprise Fund Public Works Department's Equipment Maintenance Division Finance Department's Purchasing Division Public Works Department's soils laboratory This land acquisition will also provide for a new wafer well site together with a municipal and public alternative fueling station. Existing Situation The City's ultimate goal is to have all of the equipment maintainad by the Public Works Equipmem MaintenaoCe Division stored at the MSC. Cdy, the Transit Dial-A-Ride and fixed-route buses are being parked in the Public Safety Building's parking lot, the parking lot adjacent to Fire Adminisrrati on, or actually on the street. Parks and Recreation's maintenance faciliries are in Deed of mjor upgrading. Moving the park maimenanCe Edcilities to the MSC will allow them to store their equipment at the MSC and provide better Citywide utilization of equipment, easier access, and bener and immediate maimenawe and repair of their vehicles and equipment. Based on a recent MSC Master Plan study, it has been detemmd that the current MSC proPerry is already over utilized. Project Work Completed The fkn of Wenell Mattheis Bowe recemly compieted an MSC expansion evaluation study which evaluated four differem alternative expansion plans. The most feasible and least expensive alternative was to lomte all City maintenance and purchasing operations at one location and on property immediately west of the exiSting MSC. A copy of this study is on file in the Public Works Department. The Public Works Department is presently obtaining proposals from firms which do appraisal and acquisition work. By June 1997, we should have the final appraisal on this property and by the end of 1997 we hope to have acquisition of the property completed. E-41 l997-99FdpiandB~dgetReqUest CAPITALIMPROVEMENT BUDGETREQUEST ACTTVITY: Public Works REQUEST TITu%: Land Acquisition at Municipal Service Center (Continued) schedule and Project Costs Prior Project Budgets 1997-98 1998-99 1999-00 2000-01 Total SMY 6,OOo 6,000 Appraisal 7,000 7 ,Ooo Negotiation 6,OOo 6,Ooo Acquisition 2.100.000 2.100.000 Phasing Total 2,106,000 2,119,000 RecommendedFuodingsourcw To Be Deermined 2,100,000 2,100,000 operating=dget 13.000 6.000 6.000 Total 13,000 2,106,000 2,119,000 Recommended Funding sourceS - TO BE DETERMINED. As part of the negotiation process, it may be possible to purchase this property over time. A breakdown of the funding reqUirements could be jusdfied as follows: Acquisition Transit (Federal) $360,000 Transit (Local) $9o,OOO (TDA or split of those below) WatCXImpenFee $232,500 Water (DBCP) Fund $105,000 Sewer Impact Fee $225,000 Electrical Fuod - $952,500 Clean Air Gram $ 135.000 Total $21,100,000 Ait€nl&.iV€S Three other expansion alternatives were evaluated as part of the report prepared by Wenell Mattheis Bowe. It is felt that a "do nothing" alternative is UIlfealiStc if the City is going to continue to operate the four enterprise funds-elecnical, water, wastewater and transit-& provide for the growth requirements of the other deparunents. Due to pending development of the area west of the MSC, the property needs to be acquired as soon as possible. Project Effect on operating Budget None at this time. CAPITAL IMPROVEMENT BUDGET REQUEST ACTNITY: Finance Accounting REQUEST TITLJ3: Accounting, payroll and Financial Systems (SOFTWARE) Project Description Purchase a new General Ledger, Payroll System and Financial system to replace current system. Project Objedives The primary objectives of this project are to increase productivity, improve timeliness and accuracy of infomation, improve information flow and to meet the inevitable impact of the coming of the year 2ooo. In addition, this project will provide easy-to-use application infegration, user defined infodon and on-line documentation. Existing Situation The current system was written to be used for an AS36 environment and has been "patched" by in-house staff over the years in an attempt to accommodate the demands for the current business requirements of the City. This system bas become inefficient and cannot take advantage of new and modem technology. For example, it does not have the ability to provide application integrarion which would allow sharing dam and functiom which would eliminate unnecessary duplication. In addition, the currem system does not have easy access to detail infodon which is needed for analytical purposes and for request for reimbursement on granrs. Schedule and Projed Costs Prior Project Sudgets 1997-98 1998-99 1999-00 2000-01 Total Phasing SdY Design Negotiation Acquisition 200.000 150,Ooo 350.000 Total 200,000 150,Ooo 350,000 Recommended Funding sources To Be Determined 200,000 150,000 350,000 Total 200,000 150,Ooo 350,000 Sewer Fund Recommended funding is a lease purchase with total costs split with the Electric, Water and Waste- funds. Alternatives Continued use of the current system is not an alteroative without major rewrites to the programs. 1997-99 FINANCIAL PLAN kW SUMMARY CAPITAL BUDGET DETAIL BY MISSION - Replacement Vehicles Public Safety Police Protection Police Administration Police Investigations Police Operations Vehicle Replacement - sedan Vehicle Replacement - under cover units Vehicle Replacement -patrol sedans Vehicle Replacement - motorcycle Total Public Safety Public Utiiiies WastewatcrUtility Services Vehicle Replacement - sedan Vehicle Replacement -Hydrocleaner truck Electric Utility Services Electrical Engineering & Opedons Vehicle Replacement - pick up trucks Vehicle Replacement - Van Vehicle Replacement - One ton flat bed Vehicle Replacement - Line TrucWDigger Vehicle Replacement - truck Vehicle Replacement - Pickup truck Vehicle Replacement -One ton Truck Vehicle Replacement -sedan Vehicle Replacement -van Vehicle Replacement - One ton flat bed Vehicle Replacement -Bucket truck Total Public Utilities Electric Constmction & Maintenance Transportation Streets and Flood Control Street Maintenance Vehicle Replacement - Pickup truck Vehicle Replacement - Hydrocleaner truck Total Transportation 1 23,000 3 72,000 3 72,000 5 158,890 5 145,505 1 12,990 1 13,850 10 246,880 9 231,355 1 17,820 1 180,910 1 20,000 1 20,000 1 30,000 1 43,000 1 37,000 1 180,000 1 43,000 1 45,000 1 15,000 1 25,000 1 43,000 1 130,000 7 508,730 7 321,000 net sale $500 net transfer value of 329,300 3 67,340 ' 1 29,300 4 96,640 transfer veh less trade-in Leisure, Cultural & Social Services Parks and Recreation Parks Division Other Parks Equipment Maintenance Leaf Sweeper Vehicle Replacement - Turf vehicles Vehicle Replacement - Dump Truck Vehicle Replacement - 1/2 Ton Truck Vehicle Replacement - Utility Truck 1 18,000 1 15,000 3 59,435 1 32,000 1 17,000 1 26,500 Total Leisure, Cultural & Social Services 3 65,000 5 102,935 1997-99 FINANCIAL PLAN AND SUMMARY CAPITAL BIJDGET DETAIL BY MISSION - Replacement Vehicles Community & Economic Development Planning Conshuction Development Building and Safety Vehicle Replacement - sedan 1 17,500 Total Community & Economic Development 1 17,500 General Government General Administration Finance Administdon Purchasing Vehicle replacement - Parking (electric veb) 1 21,500 Vehicle replacement sedan Organizational Support Services Vehicle replacement -sedans Total General Government 1 16,800 1 14.000 I 14.000 2 35,500 2 30,800 TOTAL OPERATING BUDGET FUNDING SOURCES: EQrrrPMENTfUND ELECTRIC FUND WASTEWATJ2RFUND 46 1,520 348,290 310,000 321,000 198,730 970,250 669290 E-45 Won F DEBT SERVICE REQUIRID~ 1997-99 FINANCIALPLAN AND BUDGET The section is used to summarize the resouTces that will be used to service general long-term debt that is recorded in the General Long Term Debt Group and Enterprise Funds of the City as of the beginning of the 1997-99 Financial Plan (July 1, 19!37). These obligations 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) MatmityDate: 2026 Interest Rate: 4.5% to 6.60% original principal Amouut: $11,170,000 July 1,1996 principal Outstanding: $10,078,498 Funding Sourre: Sewer Fund 1992 Water Bond Constmction Loan purpoSe: Finance mnsmction of treatment facilities and wells to meet safe drinking water standards MaturityI)ate: 2014 InterpstRate: 3.4% original principal Amount: $4,758,000 July 1,1996 principle oetstanding: $4,758,000 Funding Sourre: Water Fund Purpose: Centrai City Revitalization MatwityDate: 2015 Intenst Rate: 4.0% to 5.9% originai principal Amount: $5,000,000 July 1,1996 principal outstanding: $5,000,000 Funding Source: General Fund Capital Outlay Fund 1996 Certifiicates of Participation furpose: ConferencingPerforming Art Center MaturityDate: 2016 Interest Rate: 3.8% to 5.75% original Principal Amount: $10,120,000 July 1,1996 principle Outstanding: $10,120,000 Funding Source: Gened Fund Capital Outlay Fund F-1 1997-99 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 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. Geothermal Project - Revenue Bonds 1987 Refunding Series A Purpose: Refinancing 1983 and 1987 Bonds Maturity Date: 2009 Interest Rate: 5% ta 7% Original Principal Amount NCPA: $606,555,000 Current Principal Amount City: $7,923,824( 10.28% of total) Funding Source: Electric Fund Geothermal Project - Special Refunding Revenue Bonds 1993 Series A Purpose: Refinancing 1983,1985,1987 Bonds Maturity Date: 2010 Interest Rate: 3.0% to 5.85% Original Principal Amount NCPA: $254,530,000 Current Principal Amount City: $25,954,430 (10.28% of total) Funding Source: Electric Fund Geothermal Project - Revenue Bonds 1996 Refunding Series A, B & C Purpose: Refinancing 1987 Series A Bonds Maturity Date: 2002-2005 Interest Rate: 4.4% to 5.5% Original Principal Amount NCPA: $298,360,000 Current Principal Amount City: $30,671,408 (10.28% of total) Funding Source: Electric Fund Hydroelectric Project Number One- Revenue Bonds 1991 Refunding Series E,F,G Purpose: Refinancing 1985 and 1986 Series A Bonds Maturity Date: 2024 Interest Rate: 7.15% Original Principal Amount NCPA: $3 15,045,000 Current Principal Amount City: $3 1,842,641 (1 0.37% of total) Funding Source: Electric Fund F- 2 1997-99 FINANCIAL PLAN AND BUDGET DEBT SERVICE REQUIREMENTS Hydroelectric Project Number One- Revenue Bonds 1992 Series A Purpose: Refinancing 1986 Series A Bonds Maturity Date: 2023 Interest Rate: 3.0% to 6.0% Original Principal Amount NCPA: $195,610,000 Current Principal Amount City: $20,036,914 (10.37% of total) Funding Source: Electric Fund Hydroelectric Project Number One- Revenue Bonds 1993 Series A Purpose: Refinancing 1985 and 1986 Series A Bonds Maturity Date: 2024 Interest Rate: 2.85% to 5.4% Original Principal Amount NCPA: $63,600,000 Current Principal Amount City: $6,208,000 (1 0.37% of total) Funding Source: Electric Fund Combustion Turbine Project Number One - Refunding Revenue Bonds 1989 Series A Purpose: Refinance 1985 Series A Bonds Maturity Date: 2010 Interest Rate: 5.75% to 6.25% Original Principal Amount NCPA: $68,958,247 Current Principal Amount City: $16,688,573 (34.78% of total) Funding Source: Electric Fund Transmission Project: Revenue Bonds 1989 Refunding Series A Purpose: Refinancing 1985 Revenue Bonds Maturity Date: 20 10 Interest Rate: 5.75% to 6.25% Original Principal Amount NCPA: $15,744,336 Current Principal Amount City: $2,160,902 (1 8.4861% of total) Funding Source: Electric Fund F- 3 1997-99 F”CIAL PLAN AND BUDGET DEBT SERVICE REQUIREMENTS Multiple Capital Facilities: Revenue Bonds 1992 Series A Purpose: Finance construction of a Combustion Turbine in Lo& and Combustion Turbine in Ceres and for system improvements in Lo& for the City of Lodi Maturity Date: 2025 Interest Rate: 4.75% to 6.5% Original Principal Amount NCPA: $1 52,320,000 Current Principal Amount City: $40,758,648 (27.12% of total) Funding Source: Electric Fund Northwest Resource - Revenue Bonds 1997 Series A Purpose: Finance termination of the NCPA-W agreement Maturity Date: 2001 Interest Rate: 3.75% to 4.2% Original Principal Amount NCPA: $ I7,3 10,000 Current Principal Amount City: $2,205,813( 12.7430% of total) Funding Source: Electric Fund F- 4 1997-99 FINANCIAL PLAN AND BUDGET Debt Service Schedule-Principal Payments Northern California Power Agency NCPA Year Geothermal Norttrwest Multiple Cap. Total Bond Ending Projects Transmission Comb. Turbine Hydroelectric Resource Facilities Principal 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 201 0 201 1 201 2 201 3 201 4 201 5 2016 201 7 201 8 201 9 2020 2021 2022 2023 2024 2025 2026 Total 3,477,724 148,120 1,140,349 704,123 3,697,202 157.286 1,211,359 751,825 3,937,754 167.376 1,285,845 805.231 4,022,050 4,287,274 4,565,862 4,714,408 4,908,700 5,049,022 5,184,204 6,033,846 5,776,332 89,776 77,813 72,850 68,204 169,176 188,558 199,650 21 1,589 224,452 690,355 889,746 598,487 871,080 560,319 939,522 523.976 1,032,852 ,390.41 4 ,550,753 ,325,408 ,713,930 ,846,818 ,137,071 ,225,734 ,360,026 ,465,800 ,578,314 5,630,356 237,392 1,574,954 1,698,606 19,873 129,121 1,900,303 2,048,075 2,209.329 2,351.916 2.530.280 2,722,125 2,775,531 3,000,560 3,245,292 3,499,875 3,775,717 4,067,633 4,310,291 4,530,653 61,284,734 2,032,116 15,542,087 57,427,505 453,969 581,385 480,942 463,752 529,472 639,241 703,785 527,032 709,188 766,592 649,637 841,285 744,105 943,663 855,862 1,063,669 985.247 1,201,303 1,297,579 1,301,986 1,550,360 1,523,240 1,742.460 1,762.800 2,180,900 1,963,940 2,192,200 2,395.600 2,513,120 2,745,900 2,890,540 3,100,720 259,900 2,168,168 40,393,205 6,505,671 6,762,365 7,364,919 6,922,745 6,543,842 6,905,146 6,989.077 8,446,646 8,758,173 9,012,950 10,281,026 10,489,585 10,126,556 3,250,599 3,345,654 3.51 1.314 3,902,276 4,053,520 4,464,585 4,538,331 5,181,460 5,209,232 5,692,075 6,171,317 6,580.753 7,056,191 7,421.193 3,100,720 259,900 178,847,815 1997-99 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% Original Principal Amount TANC: $283,634,036 Current Principal Amount City: $1,127,650 (1 -89% of total) Funding Source: Electric Fund California - Oregon Transmission Project: Revenue Bonds 1992 Series A Purpose: Finance or refinance a portion of the cost of acquistion or construction of the California-Oregon Transmission Project Maturity Date: 2024 Interest Rate: 4.25% to 6.4% Original Principal Amount TANC: $1 17,730,000 Current Principal Amount City: $2,109,524 (1.89% of totaI) Funding Source: Electric Fund California - Oregon Transmission Project: Revenue Bonds 1992 Series A Purpose: Finance or refinance a portion of the cost of acquistion or construction of the California-Oregon Transmission Project Maturity Date: 2024 Interest Rate: 3.25% to 5.30% Original Principal Amount TANC: $240,480,000 Current Principal Amount City: $4,487,710 (1.89% of total) Funding Source: Electric Fund F- 7 1997-99 F"ANCL4L PLAN AND BUDGET Debt Service Schedule-Principal and interest Payments Transmission Agency of Northern California Revenue Bonds California-Oregon Transmission Project Series A City of lodi Year Total Debt 1993 Participation Total % of Pay men t s Ending Service series A Interest 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 201 1 2012 201 3 201 4 201 5 201 6 2017 201 8 201 9 2020 2021 2022 2023 2024 Total 16,676,635 16,653,330 16,637,318 16,618,290 16,818,000 16,814,565 16,810,620 16,805,270 10,488,270 10,479,430 10,475,856 10,472,575 10,466,794 18,996,350 18,964,325 18,934,413 8,433,888 8,424,888 8,416,388 8,420,550 8,407,850 8,400,200 8,391,250 8,374,950 8,364,950 8,349,750 8,337,850 335,436,555 1.11 5,000 1,160,000 1,210,000 1,265,000 1,320,000 1,305,000 1,450,000 1,520,000 7,905,000 8,315,000 8,660,000 9,195,000 9,690,000 1,345,000 1,420,000 1,500,000 12,345,000 13,105,000 13,795,000 14,520,000 15,280,000 16,080,000 16,845,000 1 7,800,000 18,700,000 19,800,000 20,800.000 237,445,000 12,600,650 1 2,552,852 12,500,687 12,525,376 12,382,960 12,319,307 12,251,085 12,176,835 11,937.257 11,600,814 11,075,975 10,604,982 10,104,530 9,810,757 9,816,044 9,654,420 9,273,682 8,590,q 88 7,884,063 7,140,795 6,439,869 5,535,345 4,671,063 3,735,359 2,734,088 1,677,907 564,164 242,161,054 30,392.285 30,366,182 30,348,005 30,408,666 30,520,960 30,438,872 30,511,705 30,502,105 30,330,527 30,395,244 30,211,831 30,272,557 30,261,324 30,154,107 30,200,369 30,088,833 30,052,570 30,120,076 30,095,451 30,081,345 30,127,719 30,015,545 29,907,313 29,910,309 29,799,038 29,702.014 29,827,657 815,042,609 1.89% 1.89% 1.89% 1.89% 1.89% 1.89% 1.89% 1.89% 1.89% 1.89% 1.89% 1.89% 1.89% 1.89% 1.89% 1.89% 1.89% 1.89% 1.89% 1.89% 1.89% 1.89% 1.89% 1.89% 1 .a9% 1.89% i .a9% 1.89% 574,414 573,921 573,577 574,724 576,846 575,295 576,67 1 576,490 573,247 574.470 571.004 572.1 5 1 571,939 569,913 570,787 568,679 567,994 569.269 568,804 568,537 569,414 567.294 565.248 565,305 563,202 563,743 561,368 s404.305 1997-99 FINANCIAL PLAN AND BUDGET Debt snvicc Schedule-Priacipal Payments and Merest Eorthcm California Power Agency and TRnsmi5ion Age- of Nortbcrn California NCPA Year Geothermal Transmission/ Northwest Multiple Cap. Total Bond Ending Projects Comb. Turbine Hydroelectric Resource Facilities Principal & Interest 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2009 2010 201 1 2012 2013 2014 2015 2016 201 7 2019 2020 2021 2022 2023 2024 2025 2026 Total zoo8 201 a 7,173,082 7, i 72,oi a 6,997,586 7,173,5 I0 6,997,754 7,000,933 6,722,441 6,575,629 6,984,800 5,959,732 6,855,854 6,428,066 6,425,278 - 88.466.683 2,193,767 2,194,744 2,195,492 2,194,535 2,194,443 2,194,443 2,192,849 2,283,567 2,292,661 1,974,049 2,283,006 2,313,227 1,930,027 157,933 28.594.744 4,498,579 542,212 4,506,889 552,06 1 431 3,987 581,269 4,548,308 733,344 4,473,448 4,486,034 431 5,078 4,499,157 4,528,966 4,597,145 4,630,721 4,581,920 4,613,800 4,718,907 4,739,846 4,764.262 4,786,842 4,758,548 4.81 6, 870 4,695,788 4,ai 8,025 4,732,450 4,773,356 4,866,956 4,891 ,i 89 4,829,305 4,913,521 3,033,437 3,201,164 3,043,307 3,190,373 3,185,371 3,041,087 3,193,838 3,050,722 3,197,960 3,050,400 3,202,414 3,225,624 3,140,670 3,305,497 3, i 82,969 3,302,492 3,211,184 3,509,296 3,156,123 3,255,437 3,306,563 3,276,284 3,338,457 3,314,978 3,327,498 295,654 89.934.626 17,586,261 1 7,458,026 17,649,152 17,507,211 16, 85 i ,oi 6 16,882,574 i6,59i,i68 16,711,459 16,438,343 16,915,673 16,550,265 16,177,873 15,570,880 8,079,254 a,ow,o44 a, I 19,362 7,906,972 8,241,746 7,929,479 8,073,462 7,965,470 7,904,932 7,969,810 8,1733 9 8,189,806 8,229,647 a, 144,283 3,327,498 295,654 335,504,837 NCPA-TANC P&I 1997-99 FINANCIAL PLAN AND BUDGET Debt Service Schedule-Principal Payments and interest Northern California Power Agency and Transmission Agency of Northern California NCPA TANC-COTP Total Remaining Year Total Bond Total Bond Debt Balance Ending Principal 8 Interest Principal 8 Interest Service Req. Prin and Int 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 201 0 201 1 2012 201 3 2014 201 5 201 6 201 7 201 8 201 9 2020 2021 2022 2023 2024 2025 2026 Total 17,586,261 17,458,026 17,649,152 17,507,211 16,851,016 16,882,574 16,591,168 16,711,459 16,438,343 16,177,873 1 6,9 1 5,673 16,550,265 15,570,880 8,079,254 7,965,470 7,904,932 8,064,044 7,969,810 8,119,362 7,906,972 8,241,746 7,929,479 8,073,462 8,173,519 8,189,806 8,229,647 8,144,283' 3,327,498 295,654 335,504,837 574.4 1 4 573,92 1 573,577 574,724 576,846 575,295 576,67 1 576,490 573,247 574,470 571,004 572,151 571,939 569,913 570.787 568,679 567,994 569,269 568,804 568,537 569,414 567,294 565,248 565,305 563,202 563,743 561,368 15,404,305 18,160,675 18,031,947 18,222,729 18,081,934 17,427,862 17,457,869 17,167,839 17,287,948 17,011,590 16,752,343 17,486,677 173 22,416 16,142,819 8,649,167 8,536,257 8,473,611 8,632,038 8,539,080 8,688,166 8,475,509 8,811,160 8,496,773 8,638,710 8,738,824 8,753,007 8,793,389 8,705,651 3,327,498 295,654 350,909,142 332,748,467 314,716,520 296,493,791 278,411,856 260,983,994 243,526,126 226,358,286 209,070,338 192,058,748 175,306,405 157,819,728 140,697,312 124,554,493 11 5,905,326 107,369,070 98,895,459 90,263,421 81,724,341 73,036,176 64,560,666 55,749,506 47,252,733 38,614,023 29,875,199 21,122,192 12,328,802 3,623,151 295,654 0 F- \o 1997-99 FINANCIAL PLAN AND BUDGET ANNUAL DEBT SERVICE PAYMENTS BY MISSION Public Utilities Eledric Utility Service 13,728,043 16,093,840 18,160,675 18,031,947 Water Utility Service 35,190 516,987 516,987 516,987 Wastewater Utility Service 804,855 803,8 t 8 802,218 800,030 Total Pubiic Utility 14,568,088 17,414,645 19,479,880 19,348,964 General Government 1995 Certificates of Participation 900,000 429,871 427,881 856,365 854,585 0 900,000 1,286,236 1,282,466 1995 Certificates of Participation Total General Government Total Debt Service Requirements -568,083 ' 98,334,645. ', ~ -2Q,766,1% ". 20,631,430 1997-99 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 450,000 160,000 165,000 450,000 269,871 262,881 310,000 320,000 546,365 534,585 Electric Fund Northern California Power Association Bonds Principal 4,025,062 4,985,499 6,505,671 6,762,365 Interest 9,702,981 11,108,341 11,080,590 10,695,661 Transmission Agency of Northern California Bonds Principal 122,472 129,276 144,869 153,563 Interest 452,832 447.258 429,545 420,358 Total Electric Fund Water Fund 1992 Construction Loan - DBCP Principal Interest Total Water Fund Wastewater Fund 1991 Certificates of Participation Principal Interest Total Wastewater Fund Total Debt Service Requirements 346,627 346,627 346,627 35,190 170,360 170,360 170,360 35,130 516,987 11 0,000 11 5,000 120,000 125,000 694,855 688.81 8 682,218 675,030 F- la. 199749FINANCIA.L PLAN AND BUDGET COMPUTATION OF LEGAL DEBT MARGIN Assessed Full Cash Value as of June 30, 1997' Debt Limit - 15 Percent of Assessed Full Cash Valuez Amount of Debt Applicable to Debt Limit LEGAL DEBT MARGIN $2,593,000,000 3 8 8,950,000 0 $ 388,950,000 COMPUTATION OF DIRECT AND OVERLAPPING GENERAL BONDED DEBT Total COP Percent City's Share of Applicable Debt DIRECT DEBT: Certificate of Participation OVERUPPING DEBT: None Total DEBT RATIOS $ 14,970,000 100.00 % $14,970,000 0 0 $14,970,000 9 14,970,000 Ratio of Direct Overtapping Debt to Assessed Full Cash Value: Direct and Overlapping Debt per Capita: $1 4,970,000/$2,593,000,000 $14,970,000/54,700 Taxable Assessed Full Cash Values per Capita: $2,593,000,000/54,700 ' Assessed Value before exemptions applicable to 199697 Tax Roll ' Section 43605 California Government Code SOURCES: San Joaquin County AuditorlController's Office City of Lodi, Finance Department 0.58% $274 $47,404 F-I 3 Section G CHANGESINFUNDBALANCE 1997-99 FINANCIAL PLAN AND BUDGET 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 (1995-96); for the current fiscal year (1995-97); and the two years covered by the 1997-99 Financial Plan And Budget. The following schedules are included in this section: Combii 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) 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 Camp Hutchins Fund Internal Service Funds l3enefi~ Fund Self Insurance Fund Trust Fund The description of the City's funds is further described on the following pages. G- 1 l.997-99 FINANCIAL PLAN AND BUDGET DEScRIlpIlON OF TEE 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 tramactions and resources associated with providmg specific activities or programs in conformance with special regulations, re-strictions, 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): Govermnental Funds Most of the City's progams 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 fimncial position, rather than upon determining net income: * GemralFund * Debt Service Fund * SpecialRevenueFund * CapitalProjectFunds Library Capital Outlay Street Tax Equipment Transportation Development Act Block Grant Fund (CDBG) Police Special Revenue Fund EnterpriseFunds 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 * ChildCare * Wastewater * Transit InternalsemiceFunds 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 1997-99 FINANCIAL PLAN AND SUMMARY CHANGES IN FUM) BALANCE -ALL FUnB COMBINED 1995-96 1996-97 Revised Ad 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 Bulk Power Purchase Other Purchases Capital Projects Debt Service Total Expenditures 17,725,304 18,084,824 372,594 369,300 90,064 94,900 2,038,632 2,200,040 7,370,827 7,653,796 47,959,447 47,3 14,565 3,490,267 154,850 79,047,135 75,872,275 1 I), 166,733 13,3 16,287 2,847,248 3,963,222 1,802,292 8,825,113 40,920,896 25,814,822 9,803,067 1,429,776 77,!968,!560 10,457,896 13,298,836 3,163,018 4,293,416 2,198,492 8,757,826 42,169,484 25,574,600 21,845,005 2,273,160 91,862,249 RevenucsExpenditures (OverlUnder) 1,078375 (15Q89Q74) Other Sources (Uses) Operating Transfers In operating Transfers Out other sources (uses) Proceeds from Debt Financing Total Other Sources (Uses) 14,322,152 7,42 1,867 (14,322,152) (7,421,867) (Z669,400) 5,505,657 4,719,177 11,938,611 2,049,777 17,444,268 Fund Balance Beginning of the Year 29,988,707 33,117,069 Fund Balance End of the Year Reserved for Debt Service Designated Reserve Unreserved Total Fund Balance 271,191 273,09 1 21,787,328 22,3 10,096 11,058,540 11,988,176 33,117,059 34,571,363 1997-98 City Mngrl Approved 18,203,165 471,980 9 1,500 2,142,366 11,535,790 49,008,924 9 3 2,s 6 0 82,386,585 11,039,730 15,027,gia 3,393,285 4,422,556 2,306,3 14 9,503,6 10 45,693,405 24,869,900 18,304,675 2,605,441 91,473,421 (9,086W 8,643,97 I (8,643,97 I 906,475 5,747,99c 6,654,469 34,571,36? 276,395 19,808,27C 32.138996 12,054,32i 1998-99 Prooosed 18,484,065 492,980 91,500 2,189,466 8,659,s 10 50,152,726 933,310 81,003,557 11,284,192 14,776,343 3,485,OO 1 4,395,330 5285,248 9,725,674 ' 45,951,788 25,873,200 8,5092 19 2,599,483 82,933,790 (1,930933) 8,155,201 (8,155,201) 1,617,520 1,499,335 3,116,855 32,138,996 279,707 19,708,519 13,337,392 33325.618 G-3 BUDGET GRAPHICS AND SUMMARIES FUNDING SOURCES -ALL FUNDS COMBINED $18,484,065 492,980 91,500 2,189,466 8,659,510 50,152,726 933,310 1,930,233 I 1997-98 FUNDING SOURCES - $91,473,421 I Tax Revenues Licenses and Permits Fines and Forfeitures InvestmentlProperty Revenues qevenue from Others Service Charges 3ther Revenues 3ther Sources (Uses) $1 7,725,304 372,594 90,064 2,038,632 7,370,827 47,959,447 3,490,267 (1,078,575) $1 8,084,824 $18,203,165 369,300 94,900 2,200,040 7,653,796 47,314,565 154,850 15,989,974 471,980 91,500 2.1 42,366 11,535,790 49,008,924 932,860 9,086,836 OTHER SERVICE CHARGES a OTHER SOURCES (USES) &Ax REVENUES INVESTMENTI PROPERTY 60% \ WENUE FROM 3THERS BUDGET GRAPHICS AND SUMMARIES TOTAL EXPENDITURES - ALL FUNDS COMBINED 1 1997-98 EXPENDITURES BUDGET - $91,473,421 I Expenditures Public Safety Public Utilities Transportation Leisure, Cultural & Social Services Community & Economic Development General Government Bulk Power Purchase Capital Projects $1 0,166,733 13,316,287 2,847,248 3,963,222 1,802,292 8,825,113 25,814,822 9,803,067 $1 0,457,896 $1 1,039,730 $1 1,284,192 13,298,836 15,027,910 14,776,343 3,163,018 3,393,285 3,485,001 4,293,416 4,422,556 4,395,330 2,198,492 2,306,314 2,285,248 8,757,826 9,503,610 9,725,674 25,574,600 24,869,900 25,873,200 21,845,005 18,304,675 8,509,319 PUBUC UTlUTlES DEBT SERVICE PUBUC SAFETY NSPORTAllON ULNRAL L socw * UNITY & ECONOMIC ENERAL GOVERNMENT CAPITAL PROJECTS 6-.5 1997-99 FINANCIAL PUN Ahl) SUMMARY CHANGES IN FUND BALANCE -GENERAL FUND 1995-96 1996-97 Revised Actual Budget Revenues Tax Revenues Licenses and Permits Fines and Forfeitures Investmenflroperty Revenues Revenue from Others Service Charges Other Revenue Total Revenue Expenditures OPeraring~&rams 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 14,765,972 15,270,324 372,594 369,300 90,064 94,900 296,2 13 398,905 2,467,458 3,547,142 1,389,256 1,319,300 97,865 30,350 19,479,422 21,030,221 10,157,420 10,452,896 2,099,303 2,437,377 2,877,011 3,13431 1 1,802,292 2,198,492 4,992,6 16 5,346,475 21,928,643 23,569,551 Total Expenditures 21,92&643 23,569,551 Revenues/Expenditures (OverlZlnder) (2,449,220) (2,539330) Other Sources (Uses) operating Transfers In Operating Transfers Out Proceeds from Debt Financing other sources (uses) Total Other Sources (L;ses) ' 3,735,394 3,466,308 (1,883,144) (945,892) 77,643 580,000 1,929,893 3,100,416 Fund Balance Beginning of the Year 3,749,647 3,230,320 Fund Balance End of the Year Reserved for Debt Service Designated Reserve Unreserved Total Fund Balance 570,000 3,230,320 3,221,406 3,230,320 3,79 1,406 1997-98 City Mngrl Approved 15,516,165 471,980 91,500 273,18 I 2,680,865 1,468,23 1 50,350 20,552572 11,039,730 22 7 1,025 335,394 2,306,3 14 5,632,068 24,584,53 1 24,584,531 (4,032,259. 3,697,303 (1,446,980 1,250,000 330523 3,79 1,406 765,000 2,494,470 3259.470 15,754,065 492,980 91,500 273,18 1 2,740,565 1,506,778 50,350 20,909,419 11,284,192 2,410,170 3,203,286 2,285,248 5,743,s 92 24,926,488 24Q26,488 (4,017,069) 3,697,303 (946,980) 1,500,000 4,2250,323 3,259,470 960,000 2,532,724 3.492.724 G- lt BUDGET GRAPHICS AND SUMMARIES GENERALFUNDREVENUESANDSOURCES 1 1997-98 GENERAL FUND SOURCES - $24,584,531 1 Tax Revenues $14,765,972 $15,270,324 $15,516,165 $15,754,065 Licenses and Permits 372,594 369,300 Fines and Forfeitures 90,064 94,900 InvestrnentlProperty Revenues 296,213 398,905 Revenue from Others 2,467,458 3,547,142 Senrice Charges 1,389,256 1.31 9,300 Other Revenues 97,865 30,350 Other Sources (Uses) 2,449,221 2,539,330 471,980 91,500 273,181 2,680,865 1,468,231 50,350 4,032,259 492,980 91,500 273,181 2,740,565 1,506,778 50,350 4.01 7,069 REVENUE FROM OTHERS SERVlCE CHARGES INVESTMENT EL PROPERM BUDGET GRAPHICS AND SUMMARIES GENERAL FUND EXPENDITURES I 1997-98 GENERAL FUND EXPENDITURES - $24,584,531 D EXPENDITURES Public Safety $1 0,157,420 $1 0,452,896 $1 1,039,730 $1 I ,284,192 Public Utilities Transportation 2,099,303 2,437,377 2,371,025 2,4l0,17C Leisure, Cultural 8 Social Services 2,877,Ol I 3,134,311 3,235,394 3,203,28€ Community & Economic Development 1,802,293 2,198,492 2,306,314 2,285,24€ General Government 4,992,616 5,346,475 5,632,068 5,743,592 TRANSPORATlON PUBUC SAFETY LEISURE, CULTURAL SOCLAL SERVICES COMMUNIM a ECONOMIC DEVELOPMENT GENERAL GOVERNMENT 1997-99 FINANCIAL PLAN ANXI SUMMARY CHANGES IN FUND BALANCE - LIBRARY FUND 1995-96 1996-97 Revised Actuai Budget Revenues Tax Revenues Licenses and Permits Fines and Forfeitures Investmenflroperty Revenues Revenue from Others Service Charges Other Revenue Total Revenue 844,704 898,000 10,551 10,000 63,117 45,000 5235 1 48,000 970,923 1,001,000 Expenditures Operating Programs Public Safety Public Utilities Transportation Leisure, Cultural and Social Services Community and Economic Development General Government 953,887 1,010,655 Total Operatiog Programs 953,887 1,0 10,655 Bulk Power Purchase Other Purchases Capital Projects 64,198 115,760 Debt Service Total Expenditures 1,018,086 1,126,415 Revenues/Expenditures (OverTUnder) (47,163) (125,415) Other Sources (Uses) operating Transfers In 15,000 Operating Transfers Out (133204) (129,380) Proceeds hm Debt Financing Other SOUr~ (uses) Total Other Sources (Uses) (1 18JW (129,380) Fund Balance Beginning of the Year 607,448 442,08 1 Fund Balance End of the Year Reserved for Debt Service Designated Resente 285,454 169,694 Unreserved 156,627 17,592 Total Fund Balance 442,081 187,286 1997-98 City Mngd Approved 866,000 13,233 66,500 63,010 1,008,743 995,533 995533 25,700 1,021,233 (12,4W (75,00(1 4,70(1 (7OW 187,286 143,994 104,496 (39,498 1998-99 J 883,200 13,233 66,500 63,460 1,026,393 1,004,550 1,004,550 45,450 r,oso,ooo 03,607) 24,450 104,496 98,544 6,795 105,339 G- 4 1997-99 FINANCIAL PLAN &IT) SUi?KMARY CHANGES IN FUND BALANCE - STREET FUND 1995-96 1996-97 Revised Ad Budget Revenues Tax Revenues Licenses and Permits Fines and Forfeitures Inveshnentlproperty 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 484,010 5 17,200 276,610 193,595 1,428,166 1,380,200 562,910 5 18,000 2,751,695 24088995 988,161 1,557,116 988,161 1,557,116 RwenuesExpenditures (OverKJnder) 1,763,534 1,051,879 Other Sources (Uses) operaring Transfers In Operating Transfers Out Other Sources (Uses) Proceeds from Debt Financing Total Other Sources (Uses) 2,433,190 586,098 (2,823,489) (1,18 1,489) (390J99) (595,391) Fund Balance Beginning of the Year 5,17939 1 6,552,835 Fund Balance End of the Year Reserved for Debt Service Designated Reserve Unreserved Total Fund Balance 6,552,826 7,009,323 6,552,826 7,009,323 1997-98 City Mngd Approved 522,000 268,292 3,163,563 673,000 4,62639 ~~ 2,702,W 2,702,000 1,924,855 1 15,29( (1,227,89: (1,112,60: 7,009,32: 7,82 1,571 7,821,57! Proposed [ 522,000 268,292 3,262,563 653,000 4,705,855 2,363,000 2,363,000 2,342,855 125,290 (1,227,893) (1,102,603) 7,82 1,575 9,06 1,827 9,061,827 1997-99 FINANCIAL PLAN AND SUMMARY CHANGES IN FUND BALANCE - TRANSPORTATION DEVELOPMENT ACT F"D 1995-96 1996-97 Revised Actual Budget 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, Cultural and Social Services Community and Economic Development General Government Total Operating Programs Bulk Power Purchase Other Purchases Capital Projects Debt Service Total Expenditures RcvenuedExpenditurcs (Overmnder) Other Sources (vses) Operating Transfers In Operating Transfers Out Other Sources (Uses) Proceeds from Debt Financing Total Other Sources (Uses) 4,185 775 1,106,388 1,035,240 5,109 1,115,682 1,036,015 1,115,682 1,036,015 207,94 1 (1,813,477) (1,036,015) (122,898) Fund Balance Beginning of the Year 612,752 122,898 Fund Balance End of the Year Reserved for Debt Service Designated Reserve Unreserved Total Fund Balance 122,898 122,898 1997-98 City Mngrl Amroved 4,059 1,240,106 1,244,165 20,000 20,000 1,224J65 (1,24033 1 16.116 1998-99 I 4,059 1,200,106 1,204,165 20,000 20,000 1,184,165 1997-99 FINANCIAL PLAN AND SUMMAR Y CHANGES M FUND BALANCE - CDBG FUND 1995-96 1996-97 Revised Actual Budget Revenues Tax Revenues Licenses and Peratits Fines and Forfeitures InvestmentlProperty Revenues Revenue from Others Service Charges Other Revenue Total Revenue Expenditures operaring Programs Public Safety Public Utilities Transportation Lei, Cultural and Social Services Community and Economic Development General Government Total Operating Programs Bulk Power Purchase Otber Purchases Capital Projects Debt Service Total Expenditures 1,684,625 1,684,625 780,000 780.000 1,684,625 1,684,625 Revenucs/Expenditum (OverNnder) 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 UNeserVed Total Fund Balance 1,291,071 1,291,071 (51 1,071) (68,5 16) 579,587 511,071 1997-98 City Mngd ADD~OV~ 943,306 943306 943,306 943506 (96,997 96,997 1998-99 1 ProDosed I 943,306 943,306 943,306 943906 (96,997) 96,997 1997-99 FINANCIAL PLAN AND SUMMAR Y CHANGES IN FUND BALANCE - POLICE SPECIAL REVENUE FUND 1995-96 1996-97 Revised Actual Budget Revenues Tax Revenues Licenses and Permits Fines and Forfeitures Investment/Property Revenues Revenue &om 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 RnenueslExpcnditum (OverNnder) Other Sources (Uses) Opemting Transfers In operafing Transfa Out other sources (Uses) Proceeds from Debt Financing Total Other Sources (Uses) Fund Baiaoce Beginning of the Year Fund Balance End of the Year Reserved for Debt Service Designated Reserve Unreserved Total Fund Balance 2,711 10,503 13,214 9,3 13 9.313 38,862 22,4 14 22,414 2,230 2523 14 255,044 5,000 5,000 176,167 181J67 73,877 134,523 134323 22,414 230,814 230,814 1997-98 City Mngd Approved 2,630 20,280 22,9ia 87,692 87,692 w,7a 230,81f 166,03: 166,03; 2,630 20,300 22,930 3,166 3,166 19.764 166,032 185,796 185,796 G- r3 1997-99 FIXASCIAL PLAN AND SUMMARY CHANGES IN FUND BALANCE - CAPITAL OUTLAY FUND 1995-96 1996-97 Revised Ad Budget Revenues Tax Revenues Licenses and Permits Fines and Forfeitures Inveshnenflroperty Revenues Revenue from Others Service Charges Other Revenue Total Revenue Expenditures operating prows Public Safety Public Utilities Transportation Leisure, Cultural and Social Services Community and Economic Development General Government Total Operating Programs Bulk Power Purchase Other Purchases Capital Projects Debt Service Total Expenditures Revenues/Erpenditures (OverlLTnder) 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 1,267,056 343,472 767,742 14.156 2,392,427 3,788,184 3,788,184 (1 9395,757) 3,927,438 (4,743,448) 4,719,177 3,901953 (1214) 3,377,504 5,883,700 5.883.700 1,347,000 196,590 1,062,000 2,605,590 13,115,213 13,115,213 (10,509,623) (1,741,080) 11,938,611 30,197,531 5,883,700 5,57 1,608 5571.608 1997-98 City Mngr/ Auoroved 1,299,000 333,145 896,000 2,528,145 1,469257 1,4699257 1,058,888 500,000 (1,749,215 500,000 (749,215 5,571,608 5,88 1,28 1 5,881,281 1,324,800 333,145 1 ,s 1 1,000 3,168,945 1,323,987 1323,987 19844958 (1,745,445) 500,000 5,88 I ,28 1 6,480,794 6,480,794 1997-99 FINANCIAL PMN AND SUMMARY CHANGES IN FUND BALANCE - EQUIPMENT FUND r 1995-96 1996-97 Revised Actual Budget Revenues Tax Revenws Licenses and Permits Fines and Forfeitures InvestmentProperty Revenues Revenue hm 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 537,267 41 9,76 1 Debt Service Total Expenditures 537,267 419,761 RevenueslExpcnditures (OverlUndtr) (537,267) (419,761) Other Sources (Uses) OperahngTransfesIn Operaring Tdm Out other sources (uses) Proceeds from Debt Financing Total Other Sources (Uses) 73 1,839 729,520 731$39 729,520 Fund Balance Beginning of the Year 190,2 13 384,784 Fund Balance End of the Year Reserved for Debt Service Designated Reserve Unreserved Total Fund Balance 384,785 694,543 384,785 694,543 1997-98 City Mngrl Approved 400,000 400,000 (~0,OOo 400,000 400,OM 694,543 694,54: 69454: 400,000 - 400,OOo 694,543 694,543 694543 1997-99 FINANCIAL PLAN Ah3 SLTMMARY CHANGES IN FUND BALANCE - DEBT SERVICE FUND 1995-96 1996-97 Revised Ad Budget Revenues Tax Revenues Licenses and Permits Fines and Forfeitures Investmenflroperty Revenues Revenue from Others Service Charges Other Revenue Total Revenue 178,035 52,300 3,415 1,955 174,669 356,119 54,255 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 500,203 952,355 Total Expenditures 500,203 952,355 RevtnuedExpenditures (Over/Under) (144,084) (898,100) Other Sources (Uses) Operating Transfers In Other Sources (Uses) Proceeds from Debt Financing o@g Transfers out Total Otber Sources (Use) 15226 1 900,000 152,261 900,000 271,191 Fund Balance Beginning of the Year 263,014 Fund Balance End of the Year Reserved for Debt Service Designated Reserve UIESerVed Total Fund Balance 271,191 273,091 271 ,I 91 273,091 1997-98 City hgr/ Approved 3,308 3308 1,286,236 1,286,236 (1,282,928' 1,286,236 1,286,236 273,091 276,399 276,399 3,308 37308 1,282,466 1,282,466 1,282,466 1,282,466 276,399 279,707 279.707 1997-99 FINANCIAL PLAN AND SUMMAR Y CHANGES IN FUND BALANCE -WATER FUND 1995-96 1996-97 Revised Ad 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 42,106 89,475 3,661,663 3,652,600 6,745,117 3,752,075 3,041,348 10,000 2,402,983 2,183,485 General Government Total Operating Programs 2,402,983 2,183,485 Bulk Power Purchase Other Purchases Capital Projects Debt Service Total Expenditures 1,44 1,933 2,631,473 35,190 5 16,987 3480,106 5337345 RevcnuedExpenditurcs (Overltinder) 2,865,011 (135,870) Other Sources (Uses) Operating Transfen In Operating Transfen Out Other Sources (Uses) Proceeds from Debt Financing Total Other Sources (Uses) 357,315 (610,834) (506,63 1) (2,408,215) 4,081,199 Fund Balance Beginning of the Year 1,111,607 1,314,884 Fund Baiance End of the Year Reserved for Debt Service Designated Reserve Unreserved Total Fund Balance 1,314,884 3,303,582 1997-98 City Mngd Approved 2 19,7 15 4,09 1,430 741,000 5,052,145 3,344253 3,34425: ~5oo,ooc 516,987 63361,244 (lJOs,O% (539,505 (539305 3,303,582 1,454,98; 1,454,981 1998-99 Proposed ~ 1 224,715 4,125,790 74 1,000 5,091W 3,102,908 3,102,908 1,268,987 5 16,987 4mw 202,623 (539,505) (539rn 1,454,982 1,118,100 1,118,100 1997-99 FINANCLAL PIAN AND SUMMARY CEIANGES IN FUND BALANCE * WASTEWATER FulriD 1995-96 1996-97 Revised Actual Budget Revenues Tax Revenues Licenses and Permits Fines and Forfeitures InvestmentlProperty Revenues Revenue from Others Service Charges Other Revenue Total Revenue Expenditures oprrating programs F'ublic 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 RevenucslEspenditures (OverKJnder) Otber Sources (Uses) Operating Transfa 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 185,527 358,503 395,315 3,458,167 3,446,600 89,526 65,000 4,091,724 3,906,915 2,803,386 2,666,139 2,803,386 2,666,139 425,623 467,5 10 894,383 803,818 4,123,392 3,937,467 105,753 33,025 (428,7 16) (394,805) (68,970) (391,933) (361,780) 5,423,265 4,999,664 4,999,664 4,607,332 4,999,664 4m7332 1997-98 City Mngrl Approved 385,059 33 10,110 65,000 390,169 2,783,455 2,783,455 3,610,730 802,2 18 7,196,403 (336W (5 1 5,206 2,500,000 1,984,794 4,607,332 3,355,892 3,355,892 426,059 3,549,305 65,000 4,040264 2,742,975 2,742,975 420,801 800,030 3,963,806 76358 (51 5,206) 3,355,892 2,9 17,244 2,917,244 1997-99 FINANCIAL PLAN A.ND SUMMARY CHANGES IN F"D BALANCE - ELECTRIC FUND 1995-96 1996-97 Revised ActuaI 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 Bulk Power Purchase Other Purchases Capital Projects Debt Service Total Expenditures RevenuesExpenditum (OverKJnder) Other Sources (Uses) Operating Transfers In Operating Transfers Out Proceeds fiom Debt Financing other sources (uses) Total Other Sources (Uses) 566,376 74 1,095 35,854,479 34,949,465 277 1,500 36,42 1,132 35,692,060 8,109,918 8,449,212 8,109,918 8,449,212 25,s 14,822 25,574,600 700,370 1,636,184 34,625,110 35,659,996 1,796,022 32,064 423,836 52,880 (1,448,773) (1,178,806) (601,082) (1,626,019) (1,1259263 Fund Balance Beginniog of the Year 7,4 18,417 7,588,420 Fund Balance End of the Year Reserved for Debt Service Designated Reserve Unreserved Total Fund Balance 7,588,420 6,494,558 7,588,420 6,391,558 1997-98 City Mngd Approved 505,779 35,850,100 500 36,356,379 8,900,202 8,900,202 24,869,900 3,862,990 37433,092 (1576,713 (1,549,511 (350,000 3,247,990 1,348,479 6,494,558 6,566,324 6,56652d 505,779 36,289,700 500 36,795979 8,930,460 8,930,460 25,873,200 1,720,622 36,!524&32 271,697 (1,549,511) (350,000) 1,499,335 (400,176) 6,566,324 6,437,845 6,437,845 1997-99 FINkhCIAL PLAN Ah?, SUMMARY CHANGES IN FulriD BALANCE - TRANSIT F"D 1995-96 1996-97 Revised Actual Budget Revenues Tax Revenues Licenses and Permits Fines and Forfeitures Investmenflroperty Revenues Revenue from Others Service Charges Other Revenue Total Revenue Expenditures operatingprograms 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 Rwenudxpenditurrs (OverNnder) Other Sources (Uses) Operating Transfen In Operamg Transfen Out 0th Sources (Uses) Proceeds from Debt Financing Total Other Sources (Xjses) Fund Balance Beginning of the Year Fund Balance End of the Year Reserved for Debt Service Designated Reserve Unreserved Total Fund Balance (9,252) 40,235 497,606 563,400 116,124 153,000 604,477 756,635 717,945 725,641 747,945 725,641 132,080 428,750 880,025 1,154J91 (275W) (397,756) 749,097 385,06 1 (427,149) (239,253) (46,400) 25 1,948 275,548 397,756 0 1997-98 City Mngd APPVd (9,313: 3,326,170 120,000 3,436,857 1,022,260 1,022,260 2,683,000 3,705,260 (268,403 1,075,400 (203,383 (603,614 268,403 1998-99 PrODOSed (93 13) 121,000 331,170 442,857 1,074,831 1,074,831 1,074,831 (631974) 1,025,400 (203,383) (1 90,043) 63 1,974 1997-99 FINANCIAL PLAN AND SUMMARY CHANGES IN F"D BALANCE - CHILD CARE SERVICE FUN3 1995-96 1996-97 Revised Aaual Budget 1 Revenues Tax Revenues Licenses and Permits Fines and Forfeitures Investmenflroperty Revenues Revenue from Others Service Charges Other Revenue Total Revenue 537 705 137,528 123,700 138,066 124,405 Expenditures Operating ProgTams Public Safety Public Utilities Transportation Leisure, Cultural and Social Services 132,323 148,450 Community and Economic Development Gend Government Total Operating Programs Bulk Power Purchase Other Purchases Capital Projects Debt Service Total Expenditures 132323 148,450 132323 148,450 RevenuedExpenditures (OverNnder) 5,733 (23,045) Other Sources (Uses) Operating Transfers In Opemting Transfers Out Proceeds from Debt Financing other sources (uses) Total Other Sources (Uses) 2,385 1,298 2,385 1,298 Fund Balance Beginning of the Year 14,6 19 22,747 Fund Balance End of the Year Reserved for Debt Service Designated Reserve Unreserved Total Fund Balance 22,741 22,747 1997-98 CilyMngrf Approved 52 1 191,108 191,629 191,629 191,629 191,629 52 1 186,973 187,494 187,494 187,494 187,494 G- 31 1997-99 FINANCIAL PLAK Ah?) SUMMARY CHANGES IN FUND BALANCE - BENEFITS FUND 1995-96 1996-97 Revised Actual Budget Revenues Tax Revenues Licenses and Permits Fines and Forfeitum 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 RevenueslErpenditures (Ovcr/Under) Otbcr Sources (Uses) operating Transfers In operating Transfers Out other sources (uses) Proceeds hm Debt Financing Total Other Sources (Uses) 2,011,579 2,089,900 2,025,705 2,119,350 14,366 2,409,783 2,130,010 2,409,783 2,130,010 2,409,783 2,130,010 (384,079) (10,660) 322,863 108,750 18 1 ,O 14 503,877 108,750 203,189 322,987 Fund Balance Beginning of the Year Fund Balance End of the Year Reserved for Debt Service Designated Reserve UllRServed Total Fund Balance 322,987 421,077 322,987 421,077 1997-98 City Mngr/ Approved (233 2,208,945 13,OOC 2,221,712 2,285,80C 2,285,SOC 133,995 133,999 42 1,07i 490,988 490,98f 1998-99 I Proposed (233) 2,209,180 13,000 2,2221,947 2,396,340 2,396,340 2J96-0 (174393) 133,999 133,999 490,988 450,594 450,594 1997-99 FINANCIAL PLAN AND SUMMARY CRANGES IN FUND BALANCE - SELF INSURANCE FUM) 1995-96 1996-97 Revised Actual Budget Revenues Tax Revenues Licenses and Permits Fines and Forfeitures InvestmentlProperty Revenues Revenue fiom 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 113,610 72,130 95,325 50,000 400 209,335 122,130 1,422,7 14 1,281,34 1 1,28 1,34 I 1,422,714 1,422,714 1,281,341 RevenuedExpenditurcs (Ovcr/Under) (1213,379) (1,159,211) Other Sources (Uses) Operating Transfers In Operating Transfen Out Other Sources (Uses) Proceeds f?om Debt Financing Total Other Sources (Uses) 1,160,225 1,160,225 212,973 1,373,198 1,160,225 Fund Balance Beginning of the Year 1,424,769 1,584,588 Fuad Balance End of the Year Reserved for Debt Service Designated Reserve Unreserved Total Fund Balance 1,584,588 1,585,602 1581588 1,585,602 1997-98 City Mngd Aollroved 110,194 95,Ooo 205,194 1,585,742 1,585,742 13585,742 (1380J48 1,435,743 1,435,713 1,585,602 1,640,7913 1,640,79i 110,194 95,000 205,194 1,585,742 1,585,742 1,435,743 1,435,743 1,640,797 1,695,992 1,695,992 G- 33 1997-99 FL%ANCIAL PLAN AND SLWY CHANGES IN FUND BALANCE - TRUST AND AGENCY FTJNT 1995-96 1996-97 Revised Actual Budget Revenua Tax Revenues Licenses and Permits Fines and Forfeitures Investmenflroperty Revenues Revenue from Others Service Charges Other Revenue Total RCVCDUC Expenditures operatingmF= Public Safety Public Utilities Transportation Leisure, Cultural and Social Services Community and Economic Development Gend Government Total Operating Programs Bulk Power Purchase Other Purchases Capital Projects Debt Service Total Expenditures RevenucslExpenditum (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 29,834 27,585 29,834 27,585 20,276 20,276 9558 27,585 366,090 365,836 365,835 393,421 365,835 393,421 1997-98 City Mngl Approved 32,796 32,796 32,7% 393,42’ 426,21 42621 33,896 33@6 33,896 (5 5,000) (55,0001 426,217 405,113 405,113 section a FINANCIAL AND STATISTICAL TABLES 1997-99 F"CIAL PLAN AND BUDGET lLBlVANCIAL 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 Intehnd Transactions * Summary of Regular Positions By Mission * Summary of Temporary Positions By Mission * Summary of Re- Positions By Department * summary of operating Program changes H- 1 W-99 F’INANCIAL PLAN AND BUDGET APPROPRLATION WENDINGLIMIT BACKGROUND During any fiscal year, the city may not appropriate tax revenues in excess of the Appropriation Limit defined in Article XIII B of the State Constitution. Tax revenues which exceed the Limit may be carried forward to the next fd 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 uoverride” to increase the Limit up to a maximum of four years. The amount of tax revenue which can be appropriated in any fd year is determined based on formulas provided in Article XIll 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 COuIlted in the Appropriation Liit of only one agency of government, Article XEI B and Govenunent 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 restrkted 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 reguiar 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 l&t 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 Lixniition must be published in the annual budget * An informational form filed with the Annual Statement of Transactions no later than 90 clays after the start of the fiscal year. APPROPRIATION LIMIT 1997-98 The Appropriation Limit for the fiscal year 19!97-98 is $43,456,825 and computed based on growth factors provided by the State Department of Finance. The inflation used to calculate growth was 1.0467% and the population growth used was 1.007%. The appropriations subject to limit for 1997-98 is $20,096,975 and is under the Limit by $23,359,850. 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 BUDGETSHfET 1997-99 FINANCIAL PLAN AND BUDGET APPROPRIATIONS SPENDING LIMIT 1997-98 APPROPRIATIONS SPENDING LIMIT 1 Last Year's Limit Adjustment Factors 1 2 Total Adjustment YO Annual Adjustment Adj ustmeats Total Adjustments 41,229,332 Population YO Inflation YO 1.007 1.0467 1.0540 2,227,493 None 2,227,493 1 1997-98 APPROPRIATIONS SUBJECT TO LIMITATION i PROCEEDS OF TAXES EXCLUSIONS APPROPRIATIONS SuaTECT TO LIMJTATION CURRENTYEARLIMIT 20,096,975 - 20,096,975 43,456,825 . ... R -3 1997-99 FINANCIAL PLAN AND BUDGET REVENUES 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 ffical 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 expenditures. 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 yearend encumbrances, other reserve amounts, and revenues accrued at yearend which have been eamed but not received. This is particularly true of utility revenues for water, sewer and electric services. 3. Revenues proposed in 1998-99 are assumed to be the same as the 1997-98 except when revenue is specifically tied to projected expenditures and/or the City can identify specific justification for the increase other than inflation or g-rowth. The following is a discussion of the City's primary revenues in the 1997-99 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 - 6OOO of the Revenue and Taxation Code. The County Assessor assesses property, the County Tax Collector collects the tax, and the County Auditor distributes the tax. 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 k assessed annually as of 12:Ol a.m. on March I by the County and January I by the State Board of Equalization. The tax rate for real property is 1 % of the property value plus rates imposed to fund voter approved indebtedness. The City receives approximately 21 cents of every dollar collected from property assessed in the City. No additional property tax may be imposed without voter approval. The projected property tax revenues are lower due to a decrease in the assessed value of Lodi properties. The County Tax Assessor processed a backlog in claims submitted by Lodi residents that will result in lower property tax revenues in 1997-98. H-4 1W-99 FINANCIAL PLAN AND BUDGET REVENUES BY MAJOR CATEGORY AND SOURCE SALES AND USE TAX The authority to levy sales and use tax is contained in Article,XIll, 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 information supplied by the firrn of Hinderleiter and DeLamas who prepares annual sales tax projections for the City. IN-LIEU FRANCIBISE TAX The City imposes an "in-lieu franchise tax" on city owned utilities (electric, water and sewer) 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. The "in-lieu franchise tax" is used solely to finance general government services. BUSINESS LICENSE TAX The authority to levy a business license tax is contained in Section 37101 of the Government Code and Section 16OOO 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% the tax used was a flat rate tax based on number of employees. Beginning with budget year 1995-96, the tax will be based on gross receipts. I"TEAR"GS The City invests its surplus funds of approximately $30 million with the State Treasurer's Office and in U.S. Treasury instruments as provided by the City's Investment Policy. MOTOR VEHICLJ3 IN-LIEU TAX The motor vehicle in-lieu tax 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 Motor 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. 1997-99 F"CUL PLAN AND SUMMARY REVENUES BY MAJOR CATEGORY AND SOURCE 1995-96 1996-97 1997-98 1998-99 Revised Revised Actual Estimated Estimated Proposed TAXREVENLiES Property Tax Property Tax Bond Redemption Special Assessment Sales & Use Tax Public Safety Sales Tax (Prop 172) Street Maintenance Sales Tax (K) Transit Lodging Tax Waste Removal Franchise Tax Industrial Franchise Gas Franchise Cable N Franchise EIectric Franchise In-Lieu Franchise - Electric In-Lieu Franchise - Saver In-Lieu Franchise - Water Business Tax Real Property Transfer Tax Total Tar Revenues LICENSES AM) PEFUWITS Animal Lianse Bicycle Liase Alarm Permits Building Permits Transportation Permit Electric Permits Mechanical Pennits (Gas) Phnnbing Permits Industrial Refuse Collection Permit Parking Permits Total Licenses and Permits FLNESANDFORFEITURES Vehicle Code Fines Cornt Fines Parking Fines False Alarm Penalty Parking Fines - DMV Hold Total Fines and Forfeitures 4,223,521 3 13,496 50,066 5,762,784 153,698 484,010 277,793 239,985 23,028 108,087 120,542 10,984 4,174,800 690,800 547,100 469,704 74,906 17,725,304 24,310 2,058 1,150 23 1,432 1,615 37,983 24,912 24,606 500 4,490,000 52,300 5,981,524 156,700 517,200 262,000 245,000 22,000 108,500 118,000 10,900 4,174,800 690,800 547,100 630,000 78,000 18,084,824 23,000 2,500 1200 230,000 1,600 38,400 22,900 24,200 500 4,330,000 6,110,000 163,050 522,000 280,000 262,080 23,000 108,500 128,325 10,900 4,266,010 667,900 656,400 600,000 75,000 18.203.165 4,416,000 6,300,000 167,950 522,000 280,000 262,080 23,000 108,500 128,325 10,900 4266,O 10 667,900 656,400 600,000 75,000 18.484.065 23,380 2,000 1200 325,000 2,400 38,000 27,000 27,000 1,000 23,380 2,000 1200 34 1,000 2,400 40,000 28,500 28,500 LOO0 24,028 25,000 25,000 25,000 372.394 369,300 471,980 492980 41,431 45,000 42,000 4zOOo 4,535 3,400 4,500 4,500 32,6 18 33,000 33,000 33,000 11,480 12,000 12,000 12,000 90,064 949900 91300 91500 1,500 LNVESTMEhTfYROPERTY REVENUES Investment Earnings 1,784,463 1,895,540 1,929,666 1,935,766 Sale of City Property 75,995 9,500 12,700 12,700 Sale of System (Joint Pole-Elec) 17,381 50,000 20,000 20,000 Rent of City Property 160,788 245,000 I80,Ooo 221,000 Total InvestmentlProperty Revenues 2,038,627 2,200,040 2,142,366 2,189,466 f-l -7 1997-99 FINANCIAL PLAN AND BUDGET REVENUES BY MAJOR CATEGORY AND SOURCE WATER, WASTEWATER AND ELECTRIC U'I'XLITY EES 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 residenthusiness or an existing residenthusiness. 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. WATER UTILITY - REVENUES NOC - DBCP 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. 1997-99 FINANCIAL PIAN AND SUMMARY REVENUES BY MAJOR CATEGORY AND SOURCE I 1995-96 1996-97 1997-98 1998-99 Revised Revised Actual Estimated Estimated Proposed 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 (2106) Gas Tax Subvention (2107) Transportation Dev Act (GenfAUot) Transportation Dev Act @&Bike) State Transit Assistance Federal Assistance Section IX Surface Tmsportation fIsTEA)/Fed TEA Transit Streets Federal grants Street Maintenance SB 300 Dial-A-Ride Woodbridge Parks & Recreation GrantrAllotmuik State Mandates SB 90 CJPRMA Rebate Community Development Block Gmt Library Grants PERS Holding Account Total Revenue from Otben SERVICE FEES AND CEARGES Public Safety Fees Fingerprinting Police Record Fees Vehicle Towing Other Police Fees Fire Department Services - Other Weed and Lot Clearing Animal Shelter Fees Hazardous Material Drug C1m-q~ Electric Operating Revenue Domestic Residential Small Commercial Dusk to Dawn Domestic Mobile Home Large Commercial Small Industrial City Accounts Medium Industml Total 2,023,190 46,881 127,459 2,644 33,332 7,859 3,799 3 17,463 195,950 452,172 1,221,169 20,923 5,000 476,249 258,436 35,109 16,357 17,639 25,770 95,325 1,684,625 63,117 240,358 7,370,827 2,132,442 69,000 68,000 126,000 1,080,8 14 10,000 12,000 6,700 308,700 207,200 443,100 1,014,115 21,125 1,400 526,000 221,800 199,400 36,000 20,000 50,000 780,000 45,000 275,000 7,653,796 2,219,000 45,000 127,600 120,000 5,000 882,000 15,280 5,065 322,484 200,723 459,356 1,493,398 24,708 1,420,000 1,223,170 528,000 1,156,000 20,000 44,200 95,000 943,306 66,500 11,415,790 2,308,700 45,000 127,600 90,000 5,000 1,030,000 15,300 5,065 322,484 200,723 459,356 1,313,398 24,708 31 1,170 1,112,000 20,000 447200 95,000 943,306 66.500 8,539510 5,687 6,200 6,360 6,360 18,650 14,000 16,000 16,000 733 12 86,000 70,000 70,000 14,168 15,500 5,550 5,550 7,396 6,500 56 3,000 100 100 13,815 1 1,600 12,000 12,000 133,284 142,800 110,010 110,010 13,457,783 4,963,384 40,258 24 1,9 19 8,423,644 594,9 1.0 741,249 2,741,695 13,134,000 4,783,000 40,000 235,000 8,301,000 595,000 746,000 2,7 0 0,O 00 13,346,200 4,782,800 40,800 233,200 8,827,800 705,300 75 1,300 2,386,400 13,463,500 4,795,600 40,800 233,200 705,300 75 1,300 2,386,400 8,899,900 1997-99 FINANCIAL PLAN AND SlJMMARY REVENUES BY MAJOR CATEGORY AND SOURCE 1995-96 1996-97 1997-98 1998-99 Revised Revised Actual Estimated Estimated Proposed Large Industrial Residential Low Income Total Sewer Operating Revenues City Accounts Other Accounts Sewer Connection Fees Inspectiofleinspection 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 Watcr Reimbursements Wate~ 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 Youth~Tem 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 & Recreaiion Facilities Camp Hutchins Fees Park Maintenance - LUSD Revenue - Con- Work for Others Total 3,323,621 3,289,000 3,694,000 3,9 17,500 397,429 401,000 323,600 3 14,000 34,925,892 34,224,000 35,091,400 35,507,500 13,223 13,700 13,700 13,700 2,872,305 2,906,910 504,456 628,900 547,105 553,695 2,821,426 2,750,000 3,339,105 3,392,600 3,433,110 3,474,305 27,189 20.000 28.000 28,000 3,254,748 3,335,000 3,668,430 3,712,790 3,281,937 3,35 5,000 3,696,430 3,740,790 760,077 685,465 743,700 767,200 195,738 20,000 15,000 15,000 20,000 1,273 6,223 1,000 323 14 72,600 40,000 40,000 29,164 11,000 11,000 1 1,000 1,024,989 810,065 809,700 833,200 122,054 8,000 8,000 122,054 8,000 8,000 116,124 153,000 120,000 121,000 116,124 153,000 120,000 121,000 88,157 26,128 3 1,997 54,835 83,658 33,389 2 1,347 3,566 83,89 1 137,528 64,959 100,000 35,000 64,800 38,100 104,200 22,000 2 1,000 55,000 2,000 45,000 123,700 12~000 30,000 50,000 50,000 90,000 22,000 21,000 60,000 2,500 70,000 191,108 122,OOO 30,000 50,000 50,000 90,000 22,000 21,000 60,000 2,500 70,000 186,973 2,347 1,000 1,000 1,000 63 1,803 6 1 1,800 709,608 705,473 1997-99 FINANCIAL PLAN AND SUMMARY REVENUES BY MAJOR CATEGORY AND SOURCE 1998-99 1995-96 1996-97 Ad Estimated Ehated Proposed 1997-98 Revised Revised Community Center Fees swimming Rents other Fees Revenues NOC Total Community Development Fces Plan Check Fees InspectionReinspection Fees Planning Fees Total Public Works Engineering Fees Engineering Fees Development Impact Fees Special Inspections Engineering Inspeaions Plans & specs 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 chiropractic 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) Chiropractic Ins (COBRA Premium) Employee Assistance Program (COBRA) Flexible Spending Accounts Total 45,727 45,000 49,705 52,9 10 888 13,855 15200 62,824 95,000 20,000 50,000 109,439 160,000 83,560 118,110 20,000 128,903 142,300 162,000 170,000 1,400 1,400 30,642 30,500 30,500 30,500 159,545 172,800 193,900 20 1,900 32,111 30,000 1 10,000 107,000 1,733,037 1,847,000 1,990,000 2,573,000 2,77 1 3,000 4,000 4,200 7,544 4,500 14,000 14,000 38,189 35,000 64,000 62,000 2,760,200 1,s 13,652 1,919,500 2,182,000 265,82 1 233,400 280,458 280,458 9,024 25,000 9,000 9,000 6,830 6,500 7,000 7,000 289,837 282,900 306,458 306,458 8,162 18,000 10,000 10,000 208 1,438,550 114,240 13,838 192,488 56,970 3 1,322 27,859 8,109 43,253 7,386 65 8,650 2,264 816 168 35 200 1,493,500 140,000 3,090 211,700 54,590 33,990 30,060 4,000 43,260 7,210 200 1,5 1 1,235 120,000 10,000 273,305 64,335 26,170 31,530 8,000 45,000 23,750 7,750 8,000 500 2,000 50 1,000 50 I00 20 200 1,511,235 120,000 10,000 273.3 05 64,335 26, I70 37,530 8,000 45,000 23,985 8,000 2,000 1,000 100 20 65,567 60,150 78,500 78,500 2,011,787 2,090,100 2,209,145 2,209,380 1997-99 FIN.4NCIAL PLAN AND SUMMARY REVENUES BY MAJOR CATEGORY AND SOURCE r - 1995-96 1996-97 1997-98 1998-99 Revised Revised Actual Estimated Estim&ed Proposed Total Service Fees and Charges OTEERREVENUE Damage to Property Reimbursements Donations Library Fines, Fees & Gifts Donations Revenues NOC Reimbursable Charges (Work-Others) Debt Service - Revenue by Transfer Extra Refuse Total Other Revenue REVENUE TOTAL 47359,447 47214,565 48953221 50,096,326 12,293 10,000 10,000 10,000 32,127 4,000 18,000 18,000 4,250 5,000 5,000 1,482 1,000 zoo0 2,000 48,30 1 48,000 58,010 58,460 3,186,570 91,500 839,500 839,500 203,425 1,818 350 350 350 3,490,267 154350 932460 933JlO 79,047,135 15,872,275 w103a 80,827,157 1997-99 FINANCIAL PLAh' AND BUDGET 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, sewer 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. Whiie 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 entfies 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 concepd 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. There transfers are not significant and have little impact on the financial condition of any one fund. H-12 1997-99 FINANCIAL PLAN Ah3 SUMMARY IFiTERFUND TRANSACTIONS - OPERATING TRANSFERS GENERAL FUND Operaring Transfers In Cost of Services Transactions General Bond Obligation Capital Outlay Library-employee recognition Transportation Development Act Police Special Revenue Block Grant Insurance Funds Street Fund Wastewater Transit-employee recognition Water Elearic-employee recognition Total Transfers Total Transfers In Operating Transfers Out Benefits Fund Insurance Funds General Fund Capital Total Transfers Total Transfers out TOTAL GENERAL FUND LIBRARY FUND Total Transfers Operating Transfers In Total Transfers In Operating Transfers Out Cost of Services Transaaions General Fundcity Council Adjustments Benefits Fund Insurance Funds General Fund-employee recognition Total Transfers Total Transfers Out TOTAL LIBRARY FUND STREET FLXD Operating Transfers In TDA Fund Total Transfers Total Transfers In Operating Transfers Out Cost of Services Transactions General Fund Street Maintenance Total Transfers Total Transfers Out TOTAL STREET FUND 2,455,668 2,666,303 2,666,303 179,462 536 536 3,555,932 3,735,394 (1,883,144) (1,883,144) * = -.1452p I 23,764 26,300 960,576 3,466,308 (82,060) (863,832) (945,892) .;:;: -2,520,416 15,000 15,000 (93,988) (133,204) (133,204) . (118,204) 2,433,190 2,433,190 (2,823,489) (2,823,489) - ' * 4390299) (129,380) .- - 'Q29380) 586,098 586,098 (220,913) (960,576) (1,18 1,489) >- 6"'"(595391) 45,000 45,000 982,563 982,563 560 560 420 420 524 524 1,3 97 1,397 3,697,303 3,697,303 (101,113) (101,113) (845,867) (845,867) (500,000) (1,446,980) (946,980) . u. .2JsoJ23-, 55,000 55,000 (62,802) (62,802) 1 15,290 125,290 1 15,290 125,290 (245,330) (245,330) (982,563) (982,563) (1,227,893) (1,227,893) , i.x(l,ll2,603) -- ~*(l,l02,603) H-13 1997-99 FINAVCIAL PLAN AND SUMMARY INTERFUND TRANSACTIONS - OPERATING TRANSFERS TRANSPORTATION DEVELOPMEKT ACT FZJB Operating Transfers h Total Transfers 207,941 Total Transfers In 207,941 Operating Transfers Out Cost of Services Transactions (41,092) General Fund Transit (23,764) Sweet Fund (586,098) Transit Fund (385,061) Total Transfers (1,813,477) Total Tdes Out (1,813,477) (1,036,015) TOTAL TRANSPORTATION DEVELOPMEhT AC &-d1,605- *$Z(1;036,015) CDBG FUND Operating Transfers In Total Transfers In Total Transfers Operating Transfen Out Cost of Senices Transactions General Fund Risk Management Community Development Servim Total Transfers Total Transfers Out TOTAL CDBG FUND POLICE SPECIAL REVENUE FUXD Operating Transfers In Total Transfers In Operating Transfers Out General Fund Purchases Total Transfers Total Transfers Out TOTAL POLICE SPECIAL REVENUE FUhiD CAPITAL OUTLAY FUh?) Operating Transfers In Total Transfers In Total Transfers Operating Transfers Out Cost of Services Transactions Debt service General Fund Electric Fund Loan Equipment Replacement Fund Total Transfers Total Transfers Out TOTAL CAPlTAL OUTLAY FUh?) (42,2 16) (26,300) (68,5 16) .._ : *. .(68516) 3,927,438 3,927,438 (58,680) (900,000) (52,880) (729,520) (4,743,448) (4,743,448) (1,741,080) (816,010) (1,741,080) (49,591) (49,59 I) (I 15,290) (125,290) (1,075,400) (1,025,400) ( 1,24028 1) (1,200,281) -& .%-$ ''(1,200381') (51,997) (51,997) (45,000) (45,000) 500,000 500,000 (62,979) (62,979) ( 1,286,236) (1,282,466) (400,000) (400,000) ( 1,749,2 1 5) (1,745,445) (1,249315) (1,745,445) H-14 1997-99 FINANCIAL PWN AND SUMMARY INTERFUND TRANSACTIONS - OPERATING TRANSFERS EQUIPMENT FUND Operating Transfers In Capital Outlay Fund Total Transfers Total Transfers In Operating Transfers Out Total Transfers Out TOTAL EQUIPMENT FUND DEBT SERVICE FUND Operating Transfers In Capital Outlay Fund Total Transfers In Operating Tders Out Total Transfers Out TOTAL DEBT SERVICE FUND WATER FUND Operating Transfers In Total Transfers In Total Transfers Operating Transfers Out Cost of Services Transaaions General Fund employee recognition Bene% Fund Insurance Funds Electric Fund Loan Sewer Equipment Total Transfers Total Transfers Out TOTAL WATER FUND WASTEWATER FUND Operating Transfers In Water fund Equipment Total Transfers Total Transfers In Operating Transfers Out Cost of Services Transactions General Fund-employee recognition Benefits Fund Insurance Funds Total Transfers Total Transfers Out TOTAL WASTEWATER FUND 129,520 400,000 400,000 73 1,839 73 1,839 729,520 400,000 400,000 731,839 729320 -4oow I' 4oo,oO0 15226 1 900,000 1,286,236 1,282,466 152,226 1 900,000 1,286,236 1,282,466 152,261. 9oo,oO0 357,3 15 357,315 (610,834) (610,834) %+3gt(2533l9) 105,753 105,753 (428,7 16) (428,716) (3223631 (429,775) (4,0681 (39,763) (33,025) (506,63 1) $&&@06,631) 33,025 33,025 (3 50,692) (4,350) (39,763) (394,805) " (361.780) (472,654) (472,654) (524) (524) (5,013 (5,013) (61,314) (61,314) (388,5 18) (388,5 18) (560) (560) (5,360) (5,360) (120,768) (120,768) (515,206) (5 15,206) F (515,206) . -* I (515,206) H-15 1997-99 FINANCIAL PLAN Ah4 SUMMARY INTERFUND TRANSACTIONS - OPERATING TRANSFERS ELECTRICFUND Operating Transfers In Water Fund Loan CIP Loan Total Transfers Toral Transfers In Operating Transfers Out Cost of Services Transaaions Benefits Fund Insurance Funds General Fundemployee recognition Total Transfers To& Transfers Out TOTAL ELECTRIC FUND TRANSIT FUND Operating Transfers In Transportation Development Act Total Transfm Total Tmsfers from January Executive Report Total Transfers In Operating Transfers Out Cost of Services Transaaions Benefitr Fund I~urrmce Fund General Fundemployee recognition Total Transfers Total Transfers Out TOTAL TRANSIT FUND CHLLD CARE SERVICE FUND Operating Transfers In Total Transfers In Operating Transfers Out Total Transfers Out TOTAL CHILD CARE SERVICE FUND Total Transfers BENEFITS FUND Operating Transfers In General Fund Electric Fund Wastewater Fund Water Fund Libmy Fund Transit Fund Total Transfers In operating Transfers Out 423,836 423,836 (1,448,773) (1,448,773) :'' +~{1,@24,937) 749,097 749,097 322,863 52,880 52,880 (1,027,322) (I 0,848) (140,636) 385,061 385,061 (1 90,990) (3,263) (45,000) (1,133,695) (1,133,695) (13,366) (137366) (401,053) (40 1,053) (1,397) (1,397) (1,549,511) (1,5493 1 1) r; $&!549,511) p .Tqw9,511)- 1,075,400 1,025,400 1,075,400 1,025,400 82,060 101,113 101,113 10,848 13,366 13,366 4,350 5,360 5,360 4,068 5,013 5,013 4,161 5,127 5,127 3,263 4,020 4,020 322,863 108,750 133,999 133,999 H-16 1997-99 FINANCIAL PLAN AND SUMMARY INTERF”I TRANSACTIONS - OPERATING TRANSFERS Total Transfers Total Transfers Out TOTAL BENEFITS FUND SELF INSURANCE FUND Operating Transfers In General Fund Electric Fund Wastewater Fund Water Fund Library Fund Transit Fund Total Transfers Total Transfers In Operating Transfers Out Total Transfers Out TOTAL SELF INSURANCE FUND Total Transfers TRUST AM) AGENCY FUND Operating Tmdm In Total Transfers In Operating Transfers Out Total Transfers Out TOTAL TRUST AND AGENCY FUN3 Total Transfers 08,750 863,832 140,636 39,763 39,763 3 1,23 1 45,000 1,160,225 1,160,225 1,160,225 33999 I 845,867 845,867 401,053 401,053 120,768 120,768 61,314 61,314 6,535 6,535 206 206 1,435,743 1,435,743 H-17 1997-99 FINANCIAL PLAN AND BUDGET Personnel Summary The City of Mi's number one priority is to provide the most effective and efficient services to its citizens possible. These services will be delivered daily by 413 full-time employees in 1997-98 and 418 full-time employees in 1998-99. These employees are the core of the City's service capacity and define the quality and efficiency of city to provide service. The 1997-99 Financial Plan and Budget for personnel services includes salary and fringe benefits offered to employees. The regular full-time staff will increase 4 positions in 1997-98 and 5 positions in 1998-99. The following justification is provided for the added staffkg levels: Community Center The Council has approved the addition of a Day Care Teacher for the Camp Hutchins child care activity due to the expansion of these successful program. The cost of this position will be offset by increased revenues. Community Development An addition of a City Planner in the Community Development department is approved for 1998-99. The activities in the department point to a need for a professional leveI planning manager that can handle the day-Way activities. Finance Department - Accounting The Accounting division of the Finance Department needs ari additional Accountant to handle the increased workload created by the demands of increased Federal/State grants, additional debt service requirements, and the increased demand for compIiance to SEC continuing disclosure requirements. The addition of this position has been approved for funding in 1998/99. Public Works - Engineering The Engineering Division of Public Works has responded to the City's economic development and major capital improvement initiatives with existing staff and, in doing so, has neglected some of its basic activities. For example, management of the design process and record keeping has suffered. In addition, the City has taken interest in the renewal of its aging water and wastewater infrastructure. The division has been utilizing engineering students however, this effort requires experienced management and ongoing oversight. The addition of this position has been approved for 1998/99. Public Works - Building Maintenance One Building Maintenance Worker position has been reallocated to Public Works from the Library on a trail basis. If this arrangement proves to be satisfactory to both the Libary and Public Works, the realignment of responsibilities and staff will become permanent. If not, the responsibility for Library building maintenance will be returned to the Library. H-18 1997-99 F'INANCIALPLAN AND BUDGET Personnel Summary Public Works - Street Division The Streets Division request the Graffiti Abatement Coordinator position be reclassified to a full time authorized position. The position was funded for three-quarter time, but the work load has increased due to the new responsibility of abating graffiti in the parks. The addition of this full time authorized position was approved for 1997/98. Police Department The Police Department has a request for one Dispatch/Records Manager and one additional Dispatcher. The Dispatch/Records Manager would be a reallocation of one Police Lieutenant position which will enable the department to staff this position with no additional personnel while preserving the number of Officers working patrol to protect the public. The Dispatch/Records Manager reallocation has been approved for 1997/98. The additional dispatcher position is approved for 1998/99. Fire Department The addition of one frefighter in 1998/99 has been approved. This addition was requested to maintain a three person truck company with a regularly assigned supervisor for the suppression division. Water Utility The upgrade of the current year-round, part time Water Conservation Officer position to a full-time authorized position was approved in 1997/98. The Water Conservation Program in Lodi has been one of the most successful on-going water conservation programs in the state. This program is being reviewed in the upcoming water supply study and the position is instrumental in the study and implementation of any changes. Electric Utility - Eledrical Engineering and Opention~ The reestablishing of the Electrical Engineer position was approved in 1997198. For the Department to maintain the status of "supplier of choice" in the deregulated environment, it must be able to provide engineering support and advice to both existing and potential new customers. This position is needed to place the Department in a much improved, competitive position as well as provide the tools to increase efficiency and effectiveness. 1997-99 FINANCIAL PLAN AND BUDGET REGULAR POSlTIONS BY MISSION Public Safety Police Protection Fire Safety Other Safety Services Total Public Safety 112.0 112.0 113.0 48.0 48.0 49.0 160.0 161.0 163.0 106.0 48.0 0.0 154.0 0.0 1.0 1.0 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 Senices Parks and Recreation Cultural Services Social Services Total Leisure, Cultural & Social Senices Community & Economic Development Planning Community Improvement Construction Development Economic Development Total Community & Economic Development 'General Government Legislation and Policy General Administration Legal Services Crty Clerk Services Administrative Services Organizational Support Services Non-Departmental Services Total General Government TOTAL OPERATING BUDGET 11.8 12.8 128 23.2 23.2 23.2 78.0 80.0 80.0 11.3 22.7 39.0 73.0 43.0 44.0 44.0 25.0 25.0 25.0 25.0 0.0 25.0 1.0 1 .o 1 .o 26.0 26.0 26.0 26.0 26.0 26.0 27.0 19.0 20.0 20.0 20 0 - 1.0 2.0 20 47.0 48.0 48.0 1.0 47.0 5.0 5.0 6.0 5.0 1 .o 20.0 1 .o 27.0 2.0 2.0 2.0 20.0 20.0 21.0 1.0 1.0 1.0 28.0 28.0 30.0 0.0 0.0 0.0 9.0 9.0 9.0 35.0 35.0 36.0 20.0 20.0 20.0 0.0 0.0 0.0 0.0 8.0 3.0 3.0 34.0 17.0 0.0 65.0 3.0 3.0 3.0 3.0 3.0 3.0 70.0 70.0 71 .O BUDGET GRAPHICS AND SUMMARIES AUTHORIZED REGULAR POSITIONS BY MISSION I 1997-98 AUTHORIZED REGULAR POSITIONS 413 1 Public Safety 154.0 160.0 161 .O 163.0 Public Utilities 73.0 78.0 80.0 80.0 Transportation 25.0 26.0 26.0 26.0 Leisure, Cultural and Social Services 47.0 47.0 48.0 48.0 Community Development General Government 27.0 28.0 28.0 30.0 65.0 70.0 70.0 71 .O GENERAL GOVERNMEN n LEISURE, CULTURAL & SOCIAL SERVICES TRANSPORTATIO U-Y 1997-99 FINANCIAL PLAN AND BUDGET TEMPORARY FUILTIME EQUIVALENTS (FiX's) Public Safety Police Protection Fire Safety Grami Abatement Total Public Safety Public Utilities Water utility Services Wastewater Utility Services Electric utility Services Totd Public Utilities Tnnsportstion Streets and Flood Control Transit Total Transportation Leisure, cPltpral& Social Services Parks and Recreation Community Center Camp Hutchins Clbrary Total him- CllltuRll& Social Services Community & Economic Development Planning Building Inspections Engineering Economic Development Total Community & Economic Development General Government Ctty Manager Public Works Administration Legal Services City Clerk Services Personnel Administration Risk and Solid Waste Management Information Systems Management Financial Administration Building Maintenance Equipment Maintenance Total General Government TOTAL OPERATING BUDGET 0.37 0.00 0.00 0.00 0.00 0.50 0.00 0.00 0.70 0.70 0.00 0.00 1.07 1.20 0.00 0.00 3.05 2.05 1.05 1.05 0.50 0.75 1.13 0.88 1.44 0.00 0.00 0.00 4.99 2.80 218 1.93 0.95 0.95 0.95 0.95 15.10 15.00 15.00 15.50 16.05 15.95 15.95 16.45 37.90 37.90 37.20 37.20 5.00 5.00 6.00 6.00 1 .oo 6.50 6.00 7.00 6.00 4.00 4.00 49.90 49.90 53.70 53.20 0.90 1.40 0.80 0.60 0.40 1.90 0.50 0.60 1.40 1.80 2.70 1.00 0.20 1 .oo 1 .oo 0.00 0.00 0.45 0.30 0.00 0.00 0.90 0.60 5.10 6.70 5.80 4.80 0.98 0.98 0.25 0.25 7.73 9.88 6.05 6.65 80-34 81.13 79-68 1997-99 FINANCIAL PLAN AND BUDGET REGULAR POSITIONS BY DEPARTMENT ClTY MANAGER Administrative Assistant to City Manager City Manager Deputy City Manager Information Systems Manager Secretary to the City Manager CITY ATTORNEY Deputy City Attorney IAl City Attorney Legal Secretary ClTY CLERK City Clerk Deputy Ci Clerk Administrative Clerk IAl COMMUNITY CENTER Administrative Clerk UI I Arts Coordinator Building Maintenance Worker Camp Hutchins Day Care Teacher Community Center Director Department Secretary LaborerlMaint Wkr U11 Recreation Supervisor Sr Building Maintenance Worker Senior Service Coordinator COMMUNITY DEVELOPMENT Administrative Clerk 111 Building Inspector IAl Chief Building Inspector crty Planner Community Development Director Community Improvement Officer Community Improvement Manager Department Secretary Junior/Assistant/Assouate Planner Senior Building Inspector Senior Planner 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 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 4.0 5.0 5.0 5.0 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 .O 3.0 3.0 1 .o 1.0 1 .o 1 .o 1 .o 1.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 3.0 3.0 3.0 3.0 1 .o 0.0 1 .o 0.0 1 .o 0.0 1 .o 0.0 0.0 0.0 1 .o 0.0 0.0 1 .o 1 .o 1 .o 1 .o 1 .o 0.0 1 .o 0.0 1 .o 1 .o 1 .o 1.0 1 .o 1.0 0 .o 1.0 0 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 5.0 7.0 8 .O 8.0 2.0 3.0 1 .o 0 .o 1 .o 0.0 1 .o 1 .o 2.0 1 .o 1 .o 13.0 2.0 3 .O 1 .o 0 .o 1 .o 1 .o 1 .o 1 .o 2.0 1 .o 1 .o 14.0 2.0 3.0 1 .o 0.0 1 .o 1 .o 1 .o 1 .o 2.0 1 .o 1 .o 14.0 2.0 3.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 2.0 1 .o 1 .o 15.0 H- 23 1997-99 FINANCIAL PLAN AND BUDGET REGULAR POSJTlONS BY DEPARTMENT ECONOMIC DEVELOPMENT Economic Development Coordinator 1 .o 1 .o 1 .o I .o 1 .o 1 .o 1 .o 1 .o ELECTRIC unun DEVELOPMENT Administrative Clerk 1/11 Assistant Electric Utility Director ConsiructionlMaint Supervisor Department Secretary Electric Apparatus Mechanic Elecbic ForemanlForewoman Electric tinemafinewoman Electric Utility Mgmt Administrator Electric Meter Technician Electric System Supervisor Electric Troubleshooter Electrical Drafting Technician Electrical Engineer Electrical Estimator Electrical Technician Manager Ensneering 8 Operations Rate hdy& Senior Electrical Estimator Utility Operations Supervisor Utility Service Operator 1/11 Utili Service Operator 1/11 - Relief * only three positions will be filled at any one time FiNANCE DEPARTMENT Account Clerk Accountant I/ll Accounting Manager Account Collector Accounting Technician Buyer Customer Services Supervisor Data Processing Manager Data Processing Operations Specialist Finance Director 1 .o 1 .o 0.0 1 .o 0.0 0.0 1 .o 3.0 7.0 0.0 1.0 1 .o 3.0 1 .o 1.0 1 .o 1 .o 1 .o 3.0 2.0 2.0 1 .o 0.0 1 .o 1 .o 0.0 1 .o 3 .O 1 .o 39.0 9 .o 1 .o 1 .o 1 .o 2.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 0.0 1 .o 1 .o 1 .o 1 .o 1 .o 3 .O 8.0 1.0 1 .o 1 .o 3.0 1 .o 1 .o 1 .o 1 .o 0 -0 2.0 2.0 2.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 3.0 1 .o 43.0 9.0 1 .o 1 .o 1 .o 2.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 0.0 1 .o 1 .o 1 .o 1 .o 1 .o 3.0 8.0 1 .o 1 .o 1 .o 3.0 t .0 1 .o 1 .o 1 .o 1 .o 2.0 2.0 2.0 1 .o 1 .o 1 .o 1.0 1 .o 1 .o 3.0 1 .o 44.0 9.0 1 .o 1 .o 1 .o 2.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 0.0 1 .o 1 .o 1 .o 1 .o 1 .o 3 .O 8.0 1 .o 1 .o 1 .o 3.0 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 3.0 1 .o 44.0 9.0 2.0 1 .o 1 .o 2.0 1 .o 1 .o 1 .o 1 .o 1 .o 1997-99 FINANCIAL PLAN AND BUDGET REGULAR POSITIONS BY DEPARTMENT information Systems Coordinator 1 .o 1 .o 1.0 1 .o Meter Reader Parking Enforcement Assistant Programmer Analyst Purchasing Assistant Purchasing Officer Revenue Manager Senior Account Clerk Senior Programmer Analyst Senior Storekeeper/Buyer Storekeeper Support Services Supervisor FIRE DEPARTMENT Administrative Clerk 111 Department Secretary fire Administrative Officer Fire Battalion Chief Fire Captain Fire Chief Fire Division Chief Fire Inspector Firefighter I/llEngineer HUMAN RESOURCES Administrative Clerk IAI Human Resources Analyst Human Resources Director Human Resources Technician Risk Manager U6UARY Building Service Worker Children's Librarian Librarian Librarian IN Library Assistant Library Services Director Manager of Adult Services Senior Library Assistant 4.0 1 .o 0.0 1 .o 1 .o 1 .o 2.0 2.0 1 .o 1 .o 1 .o 35.0 1 .o 1 .o 0.0 2.0 9 .o 1 .o 3.0 1 .o 30.0 48.0 1 .o 1 .o 1 .o 1 .o 1.0 5.0 1 .o 1 .o 1 .o 2.0 8.0 0.0 1 .o 1 .o 15.0 4.0 1 .o 1 .o 1 .o 1 .o 1 .o 2.0 2.0 1 .o 1 .o 1 .o 36.0 1 .o 1 .o 0.0 2.0 9.0 1 .o 3.0 1 .o 30.0 48.0 4.0 1 .o 1.0 1 .o 1 .o 1 .o 2.0 2.0 1 .o 1 .o 1 .o 36.0 1.0 1 .o 0.0 2.0 9.0 1 .o 3.0 1 .o 30.0 48.0 4.0 1 .o 1 .o 1 .o 1 .o 1 .o 2.0 2.0 1 .o 1 .o 1 .o 37.0 1 .o 1 .o 0.0 2.0 9.0 1 .o 3.0 1.0 31 .O 49.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1.0 1 .o 1 .o 1 .o 1 .o 1 .o 5.0 5.0 5 .O 0.0 1 .o 0.0 2.0 8.0 1 .o 1 .o 1 .o 14.0 0.0 1.0 0.0 2.0 8.0 1 .o 1 .o 1 .o 14.0 0.0 i .o 0.0 2.0 8.0 1 .o 1 .o 1 .o 14.0 9Z-H O'P 1 O'E 1 O'E 1 0.E 1 OZ O'Z O'Z O'Z O'Z 0'1 0' 1 0' 1 0'2 0-2 O'Z 0'2 O'P O'P 0'9 0'9 O'Z O'Z O'Z O'Z 0'1 01 0' 1 0' 1 0'1 0'1 0' 1 0- 1 OP O't O'P 0-9 0'1 0'1 0' L 0' 1 0' 1 0'1 0' 1 0' 1 0'1 0' 1 0' 1 0'1 0- 1 0' 1 0- 1 0' 1 OElL 0' 1 0-8 0'8 0% 0-L 0'9 0' 1 O'Z 0-2 03 1 0' 1 0'9 0' 1 0' 1 0- 1 0'21 c 0.1 0'8 0'8 O'ES OL 0'9 0' 1 0'2 OZ 0-t1 0'1 0'9 0' 1 0' 1 0' 1 O'Z11 0' 1 0'8 0'8 0's 0'9 0' 1 02 0-2 0-9 1 0' 1 0'9 0' 1 0' 1 01 09 . 0'90 1 0' 1 0.8 0'8 0-0s 0'9 0'9 0' 1 O'Z O'Z OZl 0' 1 0'9 0' 1 0' 1 0'1 0-92 0'92 092 O'LZ 0' 1 0'1 0'1 0' 1 0'0 0'0 0'0 0' 1 0'1 01 01 OL O'E OX OX OP O'Z 0-2 0-z 0'2 0' 1 0- 1 0- 1 0' 1 0' 1 0' 1 0' 1 0'0 0'1 0' 1 0' 1 0' 1 0'1 0' 1 0' 1 0' 1 O'S O'S 0's 0's O'L OL OL OL 0- 1 0' 1 0' 1 0' 1 0- 1 0'1 0' 1 0'1 01 0' 1 0' 1 0' 1 1997-99 FINANCIAL PLAN AM) BUDGET REGULAR POSLTIONS BY DEPARTMENT BUILDING AND EQUIPMENT MAINTENANCE Administrative Clerk IN BuildingEquipment Maintenance Superintende Building Service Worker Equipment Maintenance Supervisor Equipment Servke Worker Heavy Equipment Mechanic Lead Equipment Mechanic Senior Building Maintenance Worker Welder-Mechanic STREETS DIVISION Administrative Clerk 1/11 Graffdti Abatement Coordinator Laborerhlaintenance Worker 1/11 Street Maintenance Worker 111 Street Superintendent Street Supervisor Street Sweeper Operator Supervising Administrative Clerk Tree Operations Supervisor 1 .o 1 .o 1 .o 1 .o 0.0 4.0 1 .o 1 .o 1 .o 11.0 1 .o 0.0 11.0 6.0 1 .o 3.0 1 .o 1.0 1 .o 25.0 WATERMlASTEWATER DIWSION Assistant Wastewater Treatment Superintenden Assistant WaterMfastewater Superintendent Chief Wastewater Plant Operator Laboratory Senn'ces Supervisor Laboratory Technician 1/11 LaborerNaintenance Worker 1/11 Plant 8 Equipment Mechanic Senior Plant 8 Equipment Mechanic Wastewater Plant Operator 1/11 Wastewater Plant Inspector Water Conservation Coordinator WaterMlastewater Maintenance Worker 111 WaterMlastewater Superintendent 1 .o 1.0 1 .o 1 .o 2.0 7.0 4.0 0.0 6.0 2.0 0.0 5.0 1 .o WaterNVastewater Supervisor 3.0 34.0 TRANSPORTATION 8 COMMUNICATIONS Transit Manager 0.0 Admin Assistant to Ci Manager 0.0 0.0 Total Public Works 87.0 TOTAL REGULAR POSITIONS . 391.0 1 .o 1 .o 2.0 1 .o 1 .o 5.0 1 .o 1 .o 1.0 14.0 1.0 0 .o 11.0 6.0 1.0 3 .O 1 .o 1 .o 1 .o 25.0 1 .o 1 .o 1 .o 1 .o 2.0 7.0 3 .O 2.0 6.0 2.0 0.0 5.0 1 .o 1 .o 1.0 2.0 1 .o 1 .o 5.0 1 .o 1 .o 1 .o 14.0 1.0 1 .o 11.0 6.0 1 .o 3.0 1 .o 1 .o 1 .o 1 .o 2.0 1 .o 1 .o 5.0 1 .o 1 .o 1 .o 14.0 1 .o 1 .o 11.0 6.0 1 .o 3.0 1 .o 1 .o 1 .o 1 .o 26.0 26.0 1 .o 1.0 1 .o 1 .o 2.0 7.0 3.0 2.0 6.0 2.0 1 .o 5.0 1 .o 1 .o 1 .o 1 .o 1 .o 2.0 7.0 3.0 2.0 6.0 2.0 1 .o 5.0 1 .o 3.0 3.0 3.0 35.0 36.0 36 .O 1 .o 1 .o 1 .o 0 .o 0 .o 0.0 1 .o 1 .o 1 .o 92.0 94.0 95.0 0 .o 0 .o 0.0 1 .o 1 .o 1 .o 92 0 95.0 H- 27 1997-99 FIXAVCIAL PLAN AND SUMMARY SUMMARY OF SIGNIFICAW EXPENDITVFUS AND STAFFING CHANGES Police Protection Police Adminkuexkn Equedan unit subsidy 4,470 Computer xanu5,pintter,wftwa-c 11,500 Cornputerpriotcn & tcrmiaals (replacement) 5.600 4,470 11,500 5.600 PoLce opdons Disp~rdsMnnager 1 66310 Haudhdd citstion camputos 20,~ 20.000 Lap Top cornputas - Wplch commmders 1ZOOO lZo00 LBp Top wmputm - Tn5W Tcmn 10,000 10,000 7,467 7.467 8.000 8,000 L)iSp&cru'JailcrS 1 38,780 Call chcdc qabllj. far CAD Radar mil rcp.cplacanmt Motorcycle emergcnq light system Bomb Squad Funding Police lnvatigatiam 3,450 ZSOO 3.450 2500 10,500 4600 4.025 police grants police granrs 1 38,780 3 121,025 1 55,000 me rime cast 3900 3,900 336.127 110,012 (22.026) 2 71,754 5 025 1 1 I 1 1 -7 - 12663 ~,ooo 75.000 15,000 54.673 70,275 4,390 81,725 11.205 8,500 5,000 3.m 7,500 7,000 10.645 43285 129,020 47.740 220,750 137242 7.890 7.000 15,000 24000 5.000 3,450 17.000 025 12663 ~.ooo 75,000 I 1 69.m 15.000 70275 14.180 4390 llt05 8,500 5,000 3,500 7,m 7,000 10,645 (14.400) 9500 1 137,242 7,890 7,000 15,000 26,000 5,000 3,450 64.510 3.450 (2000) 95-97 funded 5 daical position 10.835 Qtrrmt funding lcvel (5.000) current fundmg levcl 1 .ooo currcnrfundinglrrel 1997-99 mmcm PLAii AM, sL?Y SUMMARY OF SIGNIFIcAh? EWENDITURES AND STAFFING CHANGES 2 yr con- anployn in- from 314 position One time cost one time cost 29.855 29,855 20.000 >I250 15,000 025 16,660 025 16,660 29,000 15,000 0.25 126,765 0.25 46,660 29.855 1 2685 6no 1.500 3.000 2..ooo QllTcpf funding lcvel CuITUIt funding level one time mst one time tost 5.500 5.500 onetimewst CUrrcDt funding lcvel 1500 40.215 4,450 4.450 one me wst 2810 310 9.055 9,055 5.315 591 5 Fmce mntcri.l for Vmewood Ball Diamond 3.000 3.000 one time cost Onetime cost me rime WR one time CM 3.500 4,000 19200 3,500 4.000 19,200 10,145 9.385 10.990 4200 4,270 4,475 8.000 8,700 8,500 18,750 5.000 10,145 9385 one time tost 10.990 6200 4270 3,065 675 4,060 4,475 8,000 8,700 8,500 one time wst 2,581 - Uvrcnthdinglenl one time co5~ 18,750 5,000 22w 22640 cost 0% by rev~lues (1 8,750;22640 1 23,117 39.085 39.085 6,000 4,000 20.568 1 60380 6,000 4,000 20,568 60,380 (33.230) (33530) one time cost one rime cost 1 some one time cost - Iesing one time quip costc eandcr to FW - Building one time furnibre CON 2 390,460 274.21 1 1.91 1 (1 1.590) 1991-99FI"cuLLpLANAND~Y SUMMARY OF SIG"T EXPENDlTURXS AND STAFFlNG CHANGES FUNDWG SOURCES: Gcnd Fund Currcnt Funding offsctbyrevenu6 kt Funding Lii Fund Water Fund Wastewater Fund EicCtric Fund ElectricFundarmntfrrnding 1 93.000 50,000 1 83,600 50.000 66aa (7.000) 1 ~600 6,500 qM0 75,ooa (7.000) 2 154700 251,100 1 2 I 1lZ70 1 48.500 4.500 1 48.300 1 50,000 7,300 1 o.Oo0 4.500 6.500 5 301,819 125 335,747 14385 1 148,783 81,692 025 127,663 16,000 1 295.31 7 49,280 30.51 5 (1) (14162) (6%) 7-50 1.~705 5 3?,5&34 one rime office fummpc some one time slat up corn not approved one time cost one%ecoa-.pprovtd Section I BUDGETREF"CEMATE3uAL 1997-99 FINkVCIAL PLAN AND BUDGET BUDGETREFERENCEMATERIALS 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 fmcd plan. A brief description of each of the following documents is provided in this section: General Plan * MunicipalCode * * Cost Allocation Plan * Monthly Financial Report * Comprehensive Annual * Travel and Business Expense Policy Financial Report * Fleet Policies The following materials are also included in this don to facilitate the reader's understanding of the Financial Plan and Budget and the preparation process: Budget GIossarg Defines terms that may be used in a manner unique to public finance or the City's budget process in order to estabiish common terminology. Expenditure Object Codes Defines object uxies used to group and disclose expenditures in monthly reports. Major Preparation Guidelines Descrii the steps, procedures and calendar used in developing and documenting the 1997-99 Financial Plan and Budget. I- 1 199'7-99 F"CIAL PLAN AND BUDGET 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, consemtion 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 population changes. Accordingly, the General Plan is collstantly being studied and revised. cost Allocation Plan The City prepared a Cost Allocation Plan in 1992 to identi@ the tdal ast 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. MonthlyFEnanclal Report The City publishes interim financd statements on a monthly basis. These reports are organized and presented on the basis of &e end user. In addition to budget, actual and encumbrance compafisofls for revenues and expenditures, the report also provides trial balance and fund balance information. In the Executive Report, summaries of revenues, expenditures, fund balance, cash balance, investment transactions, personnel status and aperating transfers are included. Comprehensive Annual Fmancial 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 trave1 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. 1-2 BUDGET GLOSSARY Activities Specific services perfoxmed 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 obligptions for specific purposes. An appropriation is usually limited in amount and as to the time when it may be expended. AssessnentDistrid Not a separate governmental entity, but rather a definai 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 rob; the utility property tax roll is valued by the State Board of Equalization. Under Article XIII of the State Constitution (Proposition 13 adopted by the voters on June 6,1978), properties are assessed at 10% of full value. froposition 13 also modified the value of real taxable propeq for fiscai 1979 by rolling back values to fiscal 1976 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 amountant (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. BewM Assessment Charges levied on parcels to pay for public improvements or services provided withii 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 wriaen promise from the City to repay a sum of money on a specific date at a specified interest rate. Bonds are used to f- large capital projects such as buildings, streets, utility infrastructure, and bridges. (See Debt Financing Policy and Revenue Bonds) 1-3 1997-99 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 Ludi uses a financial plan covering the fiscal year July 1 through June 30. Budget Amendment The Council has the sole respomibirity 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 @ose changes will not have a significant policy impact nor affect budgeted year-end fund balances. Budget Message Included in the opening section of the budget, the Budget Message provides the Council and the pubiic with a general summary of the most important aspects of the budget, changes from previous fiscal years, and the views and reoommendations of the City Manager. Budget Policies General and specific guidelines adopted by the Council that govern financial plan preparation and administration BILsinessLicenseTax 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 avaiiable to finance the projected expenditures. capital outlay Expenditures which result in the acquisition of or addition to fmed assets. Capital Project Funds This fund type is used to account for financial resources USBd in the acquisition or construction of major capital facilities other than those financed by Proprietary Funds and Trust Funds. (See Fund) Cedicates of Participation (C.O.P.) Form of lease-purchase financing used to collst~ct 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 wver other unforeseen items. 1-4 199'7-9 FINANCIAL PLAN AND BUDGET BUDGET GLOSSARY contlibutions A traosfer 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". DebtFinancing Borrowing funds as needed and pledging future revenues to make current expendiies. The City of Mi 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 IrwrumeItt 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 Bonds and Revenue Bonds) Debt service Payments of principal and interest on bonds and other debt instruments according to a predetermined schedule. DebtserviceFunds This fued 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 overall management responsibility for an operation or a group of related operations within a functional area. Depreciation Expiration in the service life of fixed assets, other than normal wear and tear. The portion of the cost of a fmed asset which is charged as an expense during a particular accoUnting period. In accounting for depreciation, the cost of a fixed 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. Desigoated Fund Balance Designated fund balances are amounts set aside for planned actions and do not represent actual commitments. Designated funds are not reserves. Resemes arise from statutory requirements or actions already taken by the City Council. Deveiopment 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 fimre impact that development will have on existing infrastructure. 1-5 1997-99 FINANCIAL PLAN AND BUDGET BUDGET GLOSSARY Encumbrances Commitments related to unperformed (executory) contracts for goods or services which are a legal obligation. EnterprjseF'unds This fund type is used to account for operations that are: (a) fd and operated in a manner simii 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 determimion of revenues earned, expenses, and net income is appropriate for capital maintenance, public policy, management control, accountability, or other purposes. Six enterprise funds have been established by the City: electric, water, wastewater, Camp Hutchins Child Care Center, and transit. (See Fund) -- The outflow of funds paid or to be paid for an asset obtained or goods and sexvices 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. ExpenditureSavings Under the City's budgeting procedures, personnel cost 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 J2xpendh.m Savings is used to account for this factor in preparing fund balance projections. Fee A charge to the commner 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. FEnancial Plan A parent document for the budget which establishes manitgement policies, goals and objectives for all programs within the City for a two year perid. (See Budget) Fiscal Year The beginning and ending period for recording financial transactions. The City has specified July 1 to June 30 as its fiscal year. F3xedASet.s Assets of long-term nature such as land, buildings, machinery, furniture and other equipment. The City has defuzed such assets as those with an expected life in excess of one year and an acquisition cost in excess of $3,000. 1-6 1997-99 F'INANCLALPLAN AND BUDGET BUDGET GLOSSARY J?ull-Tiie Equivalent (FTE) The decimal equivalent of a part-time position converted to a full-time bases. i.e. One person working half- time would equate to 0.5 FTE. Fund An accounting entity that records all financial transactom 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. FundBalance Also bwn as financial position, fund balance is the excess of assets over liabilities, and represents the cumulative effect of revenues and other fmcing sources over expenditure and other fming uses. Function A group of related activities crossing organizational (departmental) boundaries and aimed at accomplished a brd goal or accomplishing a major service. The six functions in the City's financial plan are: Public Safety; Public Utilities; Tramportarion; Leisure, CulturaI and Social Services; Community Development; and General Government. GeneralFund The primary opemthg fund of the City, all revenues tbat 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- (&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 W-99 FINANCIAL PLAN AND BUDGET BUDGET GLOSSARY Lienses and Permits Charge designed to reimburse city for costs of regulating activities being licensed, such as licensing of animals, bicycles, etc. Liw-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. Mwqpxnt Objectives Objectives which COIEcefn the operation of the whole City rather than individual departments or programs. Operating Budge The portion of the budget that pertains to daily operations providing basic governmental services. The program budgets in the financial plan form the operating budget. opwatingTransfers operating transfers represent transfers of funds from one governmental fund to another govemmental fund when both governmental funds are part of the same repOrting entity. An aperating 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. OpEdiOIE A grouping of related activities within a functorial area (See Function and Activity) A formal legislative enactment by the governing board of a municipality. It has the fuil 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 quires less legal formality and has a lower legal status. Performance Factors A performance factor is a public oriented measure which, whether stated in terms of effectiveness or efficiency, quantitatively demi how well a service is being performed. Reimbmsable 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 BUDGET GLOSSARY Residual Equity Transfen 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. RestxicteciAsseQs Monies or other resources, the use of which is restricted by legal or mnn-acmd 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. (SeeBonds) 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. *~froperty 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. servicf! 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. I- 9 1997-99F"ANCIALPLANANDBUDGET BUDGET GLOSSARY Tax= 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 ID those paying for such services. TrustandAgencyFunck Also known as Fiduciary Fund Types, these funds are used to account far 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, non+xpedable trust and agency funds. (See Fund) urlse!mdpropertg As the property tax is guaranteed by placing a lien on the real property, unsecured propew is that real property in which the value of the lien is not sufficient to assure payment of the property a. usercharges The payment of a fee for direct receipt of a public service by the party benefiting from the service. I- ]D 1997-99 Financial Plan and Budget OBJECT CODE DESCRIPTIONS 101 Regular Salaries - Regular full-time employees with full benefit packages. 102 Overtime - All time for which compensation is received greater than the normal workday or workweek as defd 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). 103 Salaries Part-Time/Temp - Salaries for persons employed on a part-time or seasonal basis who are paid through the payroll system and receive some benefits. 104 Separation Pay - Pay off compensation for retirements and terminations. 105 Auto Allowance - Car allowance for department heads. 106 Uniform Allowance - Uniform Allowance paid per MOU's. 108 Meal Mowance - Allowance for cost of employee meals paid per MOU's. 109 Educational Incentive - Additional compensation for education and certificares as covered in current Memorandum of Understanding. 110 A' .*'atn . e Leave - Payment for administrative leave. 111 Compensation Insurance - The City's cost of compensation charges for worker's compensation insurance. 112 Medid Insurance - The City's cost of insurance premiums for employee health insuraoCe, 113 Dental Insurance - The City's cost of insurance premiums for employee dental ins-. .. 114 Vision Care - The City's cost of insurance premiums for employee vision care insurance. 115 Medicare Insurance - A rate for Medicare cost for all employees hired after March 31, 1986 based on employee wages. 117 spending program. Flexible Spending A' * * ' atx 'on Charge - Administration charge per employee for flexible 121 Service Contribution PEW - The City's cost of PEG contribution for employees. 1-11 1997-99 FEnam3al Plan and Budget OBJECT CODE DES(ZRPTI0NS l23 Deferred Compensation - The City's contribution to employee deferred compensation plans. 124 LI & AD & D - The City's cost of insurance premiums for employee life insurance and disability insurance. 125 Unempioyment Insurance - The City's mt of insurance premiums for employee unemployment insurance.127 Permanent Disability, Workers Comp - Cost incurred for payment of permanent disability and permanent workers compensation claims. 126 Temporary Disability, Workers Comp - Cost incurred for payment of temporary disability and worker compensation claims. 127 Permanent Disability, Workers Comp - Cost incurred for payment of permanent disability and permanent workers compensation claims. 128 LTD - The City's cost of insurance premiums for employee long-term disability insurance. 129 Chiropractic - The City's cost of insurance premiums for employee chiropractic care. 201 Posbge -Cost associated with ding of City documents. 2Q2 Telephone & Telegraph - Telephone costs includes installation cost in addition to telephone company monthly billing. DO NOT use for cost of equipment such as cellular teiephones. 211 Elechicity - The mt of monthly electricity billings. 212 Gas - The mt of monthly gas utdity charges. DO NOT use for vehicle gasoline charges. 213 Water - The cost of monthly water utility charges. 214 Sewer - The cost of monthly sewer utility charges. 215 Refuse - The mt of monthly refuse billings. 301 Printing, Binding & Dupkation - Cost of printing, binding and duplicating of City documents. 302 Photmpybg - Cost of copies made using copy machines owned and operated by City. 303 Advertising - The at of public or special notices placed in the newspaper or published in magazines. 1997-99 FEnancial Plan and Budeet OBJECT CODE DEScIUPTIONS 304 Laundry & Drycleaning - Cost associated with laundry and drycleaning of City owned items (ie Fire Dept bedding etc). 305 Uniforms - Cost associated with purchase of uniforms and for the uniform allowance payments to employees for maintenance of their uniforms. 306 Safety Equipment - Cost of equipment purchased as part of OSHA requirements for safety.308 Books & Periodicals - Cost of magazine subscriptions, newspapers, professional publications and service bureaus. 307 Materials & Supplies - Supplies for general departmental operations with a value less than $3,000 per individual item. 308 Boobs and Periodicals - Cost of magazine subscriptions, newspapers, professional publications and service bureaus. 309 Membership & Dues - Cost of membership and dues for professional organizations. 310 Uncoktibk Account Em - Cost associated with the writing off of an uncollecbile account. 311 Collection Agency Fees - Cost paid to private collection firm for fees associated with uncollectl'ble accounts. 312 Bank Service Charges - Cost paid to bank's for monthly service charges on City bank accounts. 313 Data I'mmsbg 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. 314 Business Expense - Cost associated with a one-day meeting or event (ie. business luncheons). This would include meals, parking, mileage, tips and refreshments. 315 Conference Experrse - 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, axl.other costs related to the travel. 316 Auto Allowance - This is used for auto allowances paid. 318 Microfiche Expense - Cost of having documents microfilmed. 3-13 1997-99 Financial Plan and Bu&& ~ ~~ OaTECT CODE DESCRIPTIONS 321 Rental of Land & Facilities - Rental payments to vendors for rental of land and facilities not owned by the City. 322 Rental of Equipment - Rental payments to vendors for rental of equipment not owned by the City. 323 Pmf&onal Services - Contractual arrangements with individuals or organhations from which the City receives services. Compensation for persons paid an hourly or fiat rate who work on an as needed or seasonal basis and who do not receive benefits. 324 Purchad Transpor4alion - Payments for cost associated with Dial-A-Ride taxi. 330 eqiupment. Repairs to Communication Equipment - Maintenance and repair costs to communication 331 Repairs to Machinery and Equip- - Maintcmamx and repair costs to machinery and equipment other than vehicles. 333 Repairs to Vehicles - Maintenance and repair cost to equipment that have a City vehicle number assigned. 334 Repairs to Buildings - Maintenance and repair costs to buildings. 335 Sublet Service Contracts - Maintenance contracts with third party vendors. 336 Car Wash - Car wash costs for City vehicles. 341 Fire hmrance - Cost of City frre insurance premiums. 342 Surety Bonds - Cost of City surety bond premiums. 343 PL i? PD Insurance - Cost of City personal liability and propeq damage claims. 345 City Rental hsurame Fee - Cost of City rental insurance premiums. 350 Tim & Tubes - Cost of tires and tubes for City vehicles. 351 Motor Vehicle Fuel & Lube - Cost of fuels used to maintain and operate City equipment such as vehicles and generators. This object code is distinguished from GAS (212) which is used to pay for natural gas associated with utility costs. 2-1 4 OBJECT CODE DEScRIIyIlONS 353 Janitorial Supplies - Cost associated with supplies needed for performance of janitorial duties in City buildings. 351 Care of Prisoners - Cost associated with the care of prisoners. 358 Thining & Education - Cost of training smff 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. 359 Small Took & Equipment - Costs of tools, furniture and equipment with a value less than $3,000 per individual item. 360 Overtime Meals - Cost of meals for employees working overtime as covered in current Memorandum of Understanding. 361 Eanployee Relations - Cost associated with employee relations. 362 Laboratory Supplies -Cost of chemicals and supplies used in laboratory. 363 Employee Wysicai Examinab. 'on - Cost that the City reimburses the employee toward physical examinations as covered in current Memorandum of Undemanding. 365 Post Training - Cost of Police Officer training that is reimbursable to the City under the POST program- 399 Supplies, Materials & Services, NOC - Small cost item that do not fall under any other 300 Series category- 500 Equipment - The following 500 series numbers are to be used for individual pieces of equipment with a value of $3,001 or greater: 501 OfficeEquipment 502 Household Equipment 503 AutoEquipment 504 HeavyEquipnent 505 FireFIgMhgEquipment 506 Traff~c Si Equipment m-99 Financial . Plan and Budget OBJECT CODE DESCRIPTIONS 5w streetLi%ltingEquipment 508 Sewer & Diqxsal Equipmeut 509 ShopEquipment 510 Rdon Equipment 511 Transformers512 Meters 513 Wrlre 514 Poles & Pole Line Hardware 515 Datam-ocessiDgHardware 517 Communication Equipment 518 GrantEquipment 519 OtherEqnipment 521 Acquisition of Land - Cost associated with the City's purchase of land other than rights of way and easements. 522 Rights of Way - Cost associated with the City's purchase of land for rights of way. 523 Easements - Cost associared with the City's purchase of land for easements. 524 B~~ - Cost associared with major repairs and acquisition of buildings. 525 Other Structures - Cost associated with major repairs and acquisition of structures other than buildings. 526 Streets -Cost associated with repair and acquisition of streets. 527 Curbs, Gutter & Sidewalks - Cost associated with mnstruction and repair of curbs, gutters and sidewalks. 528 Sanitary Sewer Lines - Cost associated with construction and repair of sanitary sewer lines. 529 Water Well h - Cost associated with construction and repair of water well lines, other than those purchased with DBCP loan funds. 530 Underground Lines & Hardware - Cost associated with construction of underground lines and hardware. 531 Storm Drabs - Cost associated with construction and repair of storm drains. 1997-9 l?hamd PlanandBudget OBJECT CODE DESCRIPTIONS 535 DBCP Water Well Costs - Cost associated with construction and repair of DBCP water wells finance with loan. 621 Donations - DOM~~OIIS made by the City. 622 Taxes - Tax payments made by the City. 623 Refunds - Refunds issued by the City. 624 Bond Interest - ~IKI interest payments made by the City. 625 Bond Redemption - Bond principle payments made by the City. 699 Special Payment NOC - One time payments made by the City that do not fall within any other category. z-I 7 1997-99 FINANCIALPLAN ANDBUDGET MAJOR BUDGET I"ARATI0N GUIDELINES BUDGET OAR Capital Improvement Plan (CIP)- Meeting Budget Calendar Shirtsleeve CIP Meeting with all Departments Capital Improvement Plan (CW) - Shirtsleeve Issue budget instructions & Department Goals City Council Review ( 1996 financial status) City Council Review (budget formats, poliaes and concepts) City Council Goals City Council Goals City Cound Review (goals, objectives, fscal poliaes) Submit Budget Requests to City Manager City Manager Revenue Review City Manager Budget Review City Council Budget Overview - Shirtsleeve Revenue Projections, & Goals Budget Assumptions, Objectives, & Policies City Council Budget Overview - Shirtsleeve Expenditure&clB Fund Status Draft Financial Plan and Budget - shirtsleeve meeting htroduced at Regular City Council Meeting - fmt meeting Adopt 1997-99 Financial Plan and Budget - final meeting 8/19/96 8/27/96 late Aug - Sept/97 oct/96 early Nod% Nov after audit eaxiy Dec/96 eariy -6 early JM7 early Feb/97 end FebB7 end Feb/97 March/97 AprivsI7 May/97 Jun497 Jund97 Jund97