HomeMy WebLinkAboutBudget FY 1995-1997 (2)1995 - 97
FINANCIAL PLAN ANI) BUDGET
CITY OF LODI
CALIFORNIA
1995-97 FINANCIAL PLAN AND BUDGET
i
Stephen J. Mann, Mayor
David Warner, Mayor Pro Tempore
Ray G. Davenport, Council Member
Phiip A. Pennino, Council Member
Jack Sieglock, Council Member
Thomas A. Peterson, City Manager
Prepared by the Staff
of the
City of Lodi
CITY OF LODI, CALIFORNIA
REPORT PRODUCTION AND ANALYSIS
Budget Review Team
Jerry Glenn, Assistant City Manager
Maxine Caddader, Revenue Manager
H. Dixon Flynn, Finance Director
Vicky McAthie, Accounting Manager
Fwce Department
Janet Adame, Purchasing
Tyson Mordhorst, Data Processing
Ruby Paiste, Accountant
Roy Todd, Data Processing Manager
Cory Wadlow, Accounting Technician
Departments
Sharon Blaufus - Administrative Assistant, Public Works
Dennis Callahan, Building and Equipment Maintenance Superintendent
Kirk Evans, Assistant to the City Manager
Fran Forkas, WaterWastewater Superintendent
Betsy Gandy, Admhktmtive Assistant, Police Department
Hans Hansen, Acting Director, Electric Utility
Roger Houston, Chief Building Inspector, Community Development
Del Kerlin, Water/wastewater Assistant Superintendent
David Morimoto, Senior Planner, Community Development
Joanne Narloch, Personnel Director
Tamm Prachar, Risk Management Technician, Administration
Richard Prima, City Engineer
Steve Raddigan, Fire Division Chief, Fire Department
Susan Rodriquez, Department Secretary, Recreation and Parks Department
Lisa Rudloff, Recreation Supervisor, Camp Hutchins
Jim Siemers, Building Inspector, Community Development
Karen Tunnell, Personnel Technician, Personnel Department
Mark White, Information Systems Office
TABLE OF CONTENTS
PREFACE . HOW TO USE THE FINANCIAL PLAN DOCUMENT ....................................... i
SECTION A - INTRODUCTION
Budget Message ........................................................................................................ ..A. 1
CSMFO Certificate of Award . Excellence in Operational Budgeting 1994-95 ................................ A-6
Organization of the City ................................................................................................. A.7
Directory of City Officials .............................................................................................. A-8
SECTION B . POLICIES AND OBJECnvEs
Overview ................................................................................................................ B-1
General Budget Policies
Financial Plan Organization ....................................................................................... B-3
Budget Administration ............................................................................................. €3-3
General Revenue Management .................................................................................... B-4
Recreation and Community Center Fees ........................................................................ B-5
Enteqise Fund Fees and Rates ................................................................................... B-6
Other Fees and Rates ............................................................................................... B-6
Revenue Dishibution ............................................................................................... B-7
Appropriation Limitation .......................................................................................... B-9
Designated Fund Balances ....................................................................................... B-10
Investments ......................................................................................................... B-10
Capital Financing and Debt Management ..................................................................... E3-11
Capital Improvement Management ............................................................................. B-13
Personnel Resource Management .............................................................................. B-14
Productivity Reviews ............................................................................................. B-16
Contracting for Services ......................................................................................... B-17
Cost of Services ................................................................................................... €3-18
Major City Goals
Overview ........................................................................................................... B-19
Summary of Major City Goals .................................................................................. B-19
Goal Statements
Economic Revitahation ..................................................................................... B-20
Street Crimes Unit ............................................................................................ B-23
California Youth Soccer Association ...................................................................... B-24
Residential Neighborhood Improvements ................................................................. €3-27
Performing Arts Center ...................................................................................... B-29
Water Utility Service Improvements ....................................................................... E3-31
Indoor Sports Facility ........................................................................................ B-32
Electric Utility Service Improvements ..................................................................... E3-25
Compensation Policy Development ........................................................................ B-33
Contracting Services .......................................................................................... B-35
TABLE OF CONTENTS
SECTION C . BUDGET GFUPHICS AND SUMMARES
Overview ... : ....... L .............................................................. i ................................. C- 1
Combined Expenditures and Revenues ....................................................................... C-2
Revenue and Expenditures - General Fund ................................................................ C-4
General Fund Tax Revenues .................................................................................. C-5
Revenue versus Expenditures- All Funds Combined ...................................................... C-3
.I utlllty services ...................................................................................................... c-6
Revenue and Expenditures . Enterprise Funds ............................................................. C-7
Utility Customers and Percent Change ...................................................................... C-8
KWH Purchased versus Sold ................................................................................. C-9
Population ......................................................................................................... C-10
Permanent Population ........................................................................................ C-11
Cummulalive Authorized Personnel to Population ...................................................... C-12
Authorized Regular Positions by Mission ................................................................. C-14
Change in Personnel .......................................................................................... C-15
Authorized Personnel ........................................................................................ C-13
Taxable Property Values ....................................................................................... C- 16
Cummulative Taxable Property Values ................................................................... C-17
New Commercial and Residential Construction Values ................................................ C-18
SECTION D . OPERATING ACTIVITIE;S
Oveniew ............................................................................................................ D-1
Operating Expenditure Summaries
Overview ........................................................................................................ D-4
Opemting Expenditures by Activity ......................................................................... D-6
Operating Expenditures by Mission ......................................................................... D-5
Public Safety
Police Protection
Police Administration .................................................................................... D-9
Police Investigations ..................................................................................... D-13
Animal Shelter ............................................................................................ D-15
Police Operations ........................................................................................ D-11
Fire and Hazardous Material
AdministntiodEmergency Response ................................................................. D- 16
Special Senices .......................................................................................... D-21
Fire Prevention ............................................................................................ D- 18
Training ................................................................................................... D-20
Other Safety Senices
Graffiti Abatement ....................................................................................... D-23
TABLE OF CONTENTS
Public Utilities
Water Utility Sehces ........................................................................................ D-24
Wastewater Utility Services ................................................................................. D-26
Electric Utility Services ..................................................................................... D-28
Transportation
Streets and Flood Control
Street Maintenance ....................................................................................... D-30
Street Trees ............................................................................................... D-32
Street Cleaning ........................................................................................... D-33
Parking Lot Maintenance ............................................................................... D-34
Stom Drains .............................................................................................. D-35
Transit System ................................................................................................ D-36
Leisure. Cultural and Social Services
Parks and Recreation
Parks and Recreation Commissions and Committees ................................................... D-37
Parks and Recreation Administration ...................................................................... D-38
Playgrounds .......................................................................................... D-40
YouthReen Sports .................................................................................. ~1
Indoor/Outdoor Activities .......................................................................... D-42
Aquatics ............................................................................................... D-43
Adult Sports .......................................................................................... D-44
Specialty Classes ..................................................................................... D-45
BOBS Support Services ............................................................................ D-46
Sports Facilities ...................................................................................... D-47
Lodi Lake Park ...................................................................................... D-48
Park Maintenance ................................................................................... D-49
Park Rangers ......................................................................................... D-50
Equipment Maintenance ............................................................................ D-51
Library hard ................................................................................................. D-52
Library .......................................................................................................... D-53
Community Center Commissions .......................................................................... D-55
Community Center ........................................................................................... D-56
Recreation Services
Parks Maintenance
Cultural Services
Cultural Activities ............................................................................................ D-58
Social Services
Human Relations .............................................................................................. D-59
Camp Hutchins ................................................................................................ D-60
f
Community and Economic Development
Community Development Commissions ...................................................................... D-61
Current and Advanced Planning ................................................................................ D-62
Construction Development
Building and Safety ........................................................................................... D-64
Engineering ............................................................................................... D-66
Economic Development ..................................................................................... D-68
Community Promotion ....................................................................................... D-70
Economic Development
General Government
Legislation and Policy
General Adminisbation
City Council ................................................................................................... D-71
City Manager .................................................................................................. D-72
Public Works Director ....................................................................................... D-74
City Attorney .................................................................................................. D-76
Legal Services
City Clerk Services
Records Administration ...................................................................................... D-78
Election Adminishation ...................................................................................... D-80
Personnel Services ............................................................................................ D-81
Risk and Solid Waste Management ........................................................................ D-84
Information Systems .......................................................................................... D-86
Revenue Services ............................................................................................. D-91
Data ProcesSing Senices .................................................................................... D-93
Purchasing ..................................................................................................... D-95
Administrative Services
City Wide Training ........................................................................................... D-83
Finance Adminisbation ...................................................................................... D-87
Accounting Services .......................................................................................... D-89
Organization Support Services
Field Services .................................................................................................. D-97
Equipment Maintenance and Motor Pool ............................................................... D-101
General Support ............................................................................................. D-103
Building Maintenance ........................................................................................ D-99
Non-Department Services
Workers Compensation .................................................................................... D- 104
General Liability ............................................................................................ D-105
Other Insurance ............................................................................................. D-106
Benefits Administration .................................................................................... D- 107
Contingencies ................................................................................................ D-109
SECTION E . CAPITAL IMPROVEMENT BUDGET
Overview ............................................................................................................. E-1
Summary of Capital Improvement Budget Expenditures by Mission
Public Safety ..................................................................................................... E-3
Public Utilities ................................................................................................... E-3
Transportation ................................................................................................... E-3
Leisure, Cultural and Social Services ........................................................................ E-4
TABLE OF CONTENTS
Leisure. Cuitural and Social Services .......................................................... ... ........... E-6
Community and Economic Development ................................................................... E-7
General Government ........................................................................................... E-7
Summary Description of Each Major Project
Police Crime Unit Equipment ................................................................................ E-8
Fire Emergency Response Vehicles .......................................................................... E-9
WakrAVaskwater Capital Maintenance .................................................................. E-10
Street Maintenance Projects ................................................................................. E-11
Automated Registration and Scheduling System ......................................................... E-12
Park Projects (CDBG) ....................................................................................... E-13
Parks Maintenance Projects/Equipment ................................................................... E-14
Indoor Sports Facility ........................................................................................ E-15
Conferencing/Perfomance Arts Center ................................................................... E-16
Automated Catalog and Library Services System ....................................................... E-17
Downtown RevltalizatiodCherokee he ................................................................ E-19
Redevelopment Agency ...................................................................................... E-20
Information Systems Master Pian .......................................................................... E-21
Purchase City Hall Annex ................................................................................... E-22
City Hall Remodel ............................................................................................ E-23
Downtown Parking Facility ................................................................................. E-24
BOY'S and Girl's Club ........................................................................................ E-18
SECTION F . DEBT SERVICE REQulREMENTs
Debt Service Requirments . City ................................................................................. F-1
Debt Service Requirements - NCPA ............................................................................. F-2
Debt Service Requirements - TANC .............................................................................. F-5
Summary of Annual Payments by Mission ..................................................................... F-6
Summary of Annual Payments by Source ...................................................................... F-7
SECTION G . C"GES IN FUND BALANCE
Overview
Introduction .......................................................................................................... G- 1
Organization of City Funds ........................................................................................ G-2
Fund Balance . All Funds Combined ............................................................................ G-3
Individual Fund Balance Statements
General Fund ........................................................................................................ G-4
Special Revenue Funds
Library Fund .................................................................................................... G-5
Street Fund ....................................................................................................... G-6
Transportation Development Act Fund ...................................................................... G-7
Hock Grant Fund ............................................................................................... G-8
Police Special Revenue Fund ................................................................................. G-9
Capital Outlay Fund .......................................................................................... G-10
Capital Project Funds
TABLE OF CONTESTS
Equipment Fund .............................................................................................. G-11
Debt Service F.m d ................................................................................................. G-12
Enterprise Funds
Water Utility Fund ........................................................................................... G-13
Wastewater Utility Fund ..................................................................................... G-14
Electric Utility Fund .......................................................................................... G-15
Child Care Fund .............................................................................................. G-17
Benefits Fund .................................................................................................. G-18
Self Insurance Fund .......................................................................................... G-19
Transit Fund .................................................................................................. G-16
Internal Service Funds
Trust and Agency Funds
Trust and Agency Fwd ...................................................................................... G-20
SECTION H . FINANCIAL AM) STATISTICAL TABLES
Overview ................................................................................................................. H-1
Appropriation Spending Limit ........................................................................................ H-2
Revenues by Major Category and Source ........................................................................... H-4
Summary of Interfund Transactions ................................................................................. H-12
Summary of Regular Positions By Mission ........................................................................ H-18
Summary of Temporary Positions By Mission .................................................................... H-21
Summary of Regular Positions by Department .................................................................... H-22
Summary of Significant Operating Proem Changes ............................................................ H-27
Demographic and Statistical Data ................................................................................... H-32
SECTION I . BUDGET REFERENCE MATERIAL
Overview ................................................................................................................... 1.1
Summary of Major Policy Documents ................................................................................ -1-2
Budget Glossary .......................................................................................................... -1-3
Expenditure Object Codes ............................................................................................. 1-10
Budget Preparation Guidelines ........................................................................................ 1-14
PREFACE
1995-97 F"A.NCL4.L PLAN AND BUDGET
HOW TO USE THE FINANCIAL PLAN DOCUMENT
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 (1993-94); current year
budget (1994-95); the requested budget (1995-96); and, the proposed budget (1996-97). The City
appropriates the budget annually and uses the projections in the second year to anticipate known significant
changes in revenues and expenditures for financial planning purposes. The budget is not adjusted for
inflation in the second year (proposed budget) with the exception of major revenues.
You will note that most of the financial and statistical information is organized by mission. These are broad
categories of service provided by the City and basically parallels the service categories used to prepare the
State Controller's Report. By using this format the City can readily develop comparative data to measure
performance and productivity. Another benefit of this format is to de-emphasize Department budgets and
the relationship between departments. By focusing the budget and financial plan on the City's missions, the
City is promoting the teamwork required to deliver Services.
Section A - Introduction
Includes the Budget Message, a Directory of City Officials and an Organization Chart.
Section B - Policies and Objectives
Summarizes general budget policies and new significant policies that guide in the preparation and
management of the budget. This section also includes major city goals.
Section C - Budget Graphics and Summaries
Provides tables and graphs to highlight key financial relationships and trends.
Section D - Operating Activities
Presents the City's operating activities around the City's major service missions that allow the City to
accomplish the following tasks:
* Establish policies and goals which define the nature and level of services to be provided.
* Identify activities performed in delivering these senices
* Propose objectives for improving the delivery of seMce
* 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:
* Publicsafety
* Public Utilities
* Transportation
*
* Community and Economic Development
* General Government
Leisure, Cultural and Social Services
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199597 FINANCIAL PLAN AND BUDGET
Section E - Capital Improvement Budget
Presents the City's CapitaI Improvement Budget which includes all construction projects, maintenance
projects, and capital purchases which cost more than $10,000. The Capital Improvement Budget and Capital
Improvement Plan allow the City to systematically plan, schedule and finance capital projects in
conformance with City policies.
Section F - Debt Service Requirements
Summaries of the City's debt obligations.
Section G - Changes in Fund balance
Provides combined and individual statements of revenues, expenditures and changes in fund balance for each
of the City's opeming funds.
Section H - Fmcial and Statistical Tables
Includes summaries neceSSary to integrate the other Sections of the Financial Plan into a comprehensive
operations and financial planning document.
Section I - Budget Reference Material
Describes major policy documents, includes a Budget Glossary and provides budget prepamtion guidelines.
Section A
INTRODUCTION
CITY COUNCIL
STEPHEN J. MANN. Mayor
DAVID P. WARNER,. ,
Mayor Pro Ternpore
RAY G. DAVENPORT
PHILLIP A. PENNINO
JACK A. SIEGLOCK
CITY OF LODI
CITY HALL, 221 WEST PINE STREET
P.O. BOX 3006
LODI, CALIFORNIA 95241-1910
FAX (209) 333-6795
THOMAS A. PETERSON
’ Crty Manager
City Clerk
Crty Attorney
JENNIFER M. PERRIN
BOB McNAlT
May 31, 1995
Honorable Mayor, Members of the City Council
and Citizens of the City of Lodi
Presented herein is the recommended budget for fiscal year 1995-96 and the proposed budget for 1996-
97. Following the City Council’s development of Major City Goals, the 1995-97 Financial Plan and
Budget was developed under the premise that the community deserves the highest quality services
possible, delivered in a professional, courteous and efficient manner and that the City is devoted to the
improvement and enhancement of services to the citizens of Lodi within the resources available. The
recommended and proposed budgets for 1995-96 and 1996-97 meet this goal as well as the following
objectives :
No increase in taxes. The tax rates which finance City services will not be increased in the next
two years. The City will accomplish this objective as a result of new commercial and industrial
development which has increased the revenues necessary to finance City services and as the result of an
increase in the business license taxes approved by the City Council in March 1995. This objective
emphasizes the City Council’s commitment to not rely on taxes as the primary source of fbnding for
services. Accordingly, alternative methods of fbnding and service delivery to accomplish this objective
will be sought.
Maintaining existing levels of service. New development increases the demand on services which
may lead to a decline in levels of service if staffing is not adjusted to accommodate this demand. Where
necessary we have added positions to keep pace with development. Where possible, staff will
recommend the automation of various hnctions to maintain service delivery without increasing stafing
costs and to evaluate all services as possible candidates to privatize or contract with other agencies
when these options are more cost effective.
Increased levels of service to the community. New programs have been hnded in the FY 1995-
96 and FY 1996-97 budgets in line with the City Council’s goals. This includes increased staffing for a
Street Crimes Unit, knding for a Lodi Conference and Visitors Bureau, hnding for a Street Tree
Maintenance Program, and funding to increase code enforcement activities.
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Increased levels of capital investment. New capital projects have been funded in FY 1995-96 and FY
1996-97 to promote economic development, cultural and recreational activities and to ensure a level of
investment which’ protects and maintains the City’s capital assets from loss by neglect, depreciation,
andor damage. This includes the purchase of equipment for the Street Crimes Unit, the purchase of
emergency response vehicles for the Fire Department, the planning and design of an indoor sports
facility, the design and construction of a performing arts facility, the design and construction of street
and landscape improvements for the downtown core and Cherokee Lane, the purchase of the City Hall
Annex, and establishment of a fbnding floor for park maintenance.
THE BUDGET IN BRIEF
The FY 1995-96 budget total for all operating budgets is $40.6 million, an increase of $1.4 milIion
(3.4%) ’over the 1994-95 budget.
The FY 1995-96 General Fund Budget amounts to $22.7 million which is an increase of $800 thousand
or 3.7% over fiscal year 1994-95. Significant fimding increases have been made for public safety,
economic development and public works activities. Equipment and manpower needs are addressed and
an overall increase of 12 positions have been added to the City’s regular staffing over the next two fiscal
years.
The Library Fund operating budget is $1,082,885 which is $100,187 or 10% greater than in fiscal year
1994-95. Revenues increase $23,900 or 2.6% over the same period and results in a deficit budget
financed with savings (hnd balance). The budget was increased to finance one additional full-time
employee and two part-time employees to expand and automate library services. This fund will be
closely monitored by the City Council and the Library Board to ensure that future expenditures remain
in line with available revenues.
The Electric Fund operating budget decreased by $2 1,760 as the result of cost cutting actions taken by
the City in fiscal year 1994-95. In the next two years, the cost of purchased power will increase $1.7
million to finance the City’s obligation for construction of a combustion turbine power plant at White
Slough under a joint agreement with the Northern California Power Agency. The City’s debt service
obligation for this project is $2.6 million beginning in fiscal year 1995-96 and will increase to $3.0
million in 1996-97.
The Wastewater Fund operating budget will increase S107,O 10 or 4.4% in fiscal year 1995-96. This
increase is driven by fixed costs and does not represent an increase in service levels. At the same time
revenues are projected to increase 11% or $402 thousand per year which provides adequate hnding to
finance on-going capital maintenance and replacement.
The Water Fund operating budget increases by $234,381 or 11.7% and is offset by a 19.9% increase or
$620,525 in revenues. The City Council approved a rate increase in April 1995 to finance on-going
maintenance and replacement and to finance the construction of improvements to meet State and
Federal water quality standards.
The Transit Fund operating budget increases by $ 155,550 or 30.6% over the prior fiscal year and is
hlly hnded by State and Federal transportation funds.
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Significant funding increases are programmed in the City’s capital budget for fiscal year 1995-96 and
fiscal year 1996-97. Major projects to be financed during this period are:
Downtown RevitaIization/Cherokee Lane Beautification
The City will invest $5.5 million in streetscape, lighting, street trees and street arches to promote
economic revitalization of the downtown business core and Cherokee Lane. This 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. The
project will be hnded jointly by the City and the property owners in these districts. On approval
of the assessment districts, the City will begin taking the steps to finance and construct these
projects.
Performing Arts Center
The City will invest $6,870,000 over the next two years in the design and construction of a
Performing Arts Center. This project will be financed by the City and reimbursed to the City by
contributions from the Hutchins Street Square Foundation. This project will be hlly financed by
certificates of participation with dedicated property tax revenues identified in the City’s budget
policies.
Indoor Sports Facility
The City will invest $425,000 over two years to plan and design an indoor sports facility. A
citizen support group has been formed to establish a non-profit foundation to raise fimds to
finance this project and to offset the City’s cost in part or whole for construction. The first step
in the development of the project will be to hire a consultant to conduct “town hall meetings” to
select a site, to determine facility uses, to develop a financing strateg and to project an
operating budget for the facility when completed. The results of this study will determine
whether there is support in the community to design and construct an indoor sports facility.
Emergency Response Vehicles in the Fire Department
The City will invest $4 15,000 over two years to purchase replacement vehicles for fire services.
MAJOR POLICY ISSUES
There were major policy issues which affected the development of this budget. These issues represent
challenges and opportunities which will impact on how the City of Lodi develops over the next several
years and on our ability to provide services without significant service cuts or tax and fee increases.
Long Term Financial Plan
Over the next two years the City must develop a long range financial plan for the Electric, Water,
Wastewater and General Funds to better prepare for the future with a minimum of surprises. These
plans must provide the City with the necessary information to project revenues, operating
expenditures, growth projections, capital improvements, etc. under different assumptions to allow
the City to make rational, proactive decisions and policies. This is particularly important in the
Electric Fund which may begin competing for customers on January I, 1997 under deregulation
polices adopted in the National Energy Policy Act of 1992. This plan must be completed as soon as
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possible to educate the City Council, the staff and the community on the challenges and
opportunities faced by the Electric Fund and to allow the City to develop the plans and policies to
meet these changes.
Performance Man agemen t
This budget includes the Major City Goals adopted by the City Council and the recommended
operational objectives for each activity. Over the next year, the City’s Management Team will work
to develop performance measures to evaluate and report City performance. The premise is to
establish a comprehensive reporting system which gives the public, the City Council, and the
department directors the ability to evaluate the level and value of service provided and to measure
demand for services.
Major City Goals
The City Council adopted 10 major goals which are included in this financial plan. These goals are
broad and give general direction by describing desired outcomes in terms of missions, actions and
priorities. They also include goals which are clear targets for specific action that are quantified and
time based statements of outcomes. These goals represent the City Council’s priorities, direction to
staff action and contract with the citizens of Lodi on the policy direction and outcomes of City
services over the next two years.
CONCLUSION
This financial plan and budget is based on the recommendations of City departments, public opinion and
input by the City Council. Throughout the budget process, a conscientious effort was made to evaluate
all budget requests and set priorities covering those proposals which could be judiciously undertaken
within available finding.
The recommended and proposed budgets have been designed to provide for long term financial stability
in the face of an uncertain economic future while at the same time continuing to provide the highest
quality of services possible. Certainly with the obstacles confronting California cities today it is more
important than ever for the City to be responsible as well as responsive .......p roactive rather than
reactive.
An important goal for the City of Lodi is to ensure that long-term operating services continue without
periodic and disruptive impacts on those we serve. The demands placed on this budget are certainly
greater than those we have faced in the past. However, the City of Lodi has a tradition of financial
stability and fiscal restraint. As we continue to face the demands placed on the City’s resources by the
cost of services, unfunded mandates, revenue cuts from the State, facility improvements and inflation, it
is important to always keep in mind the permanent goal of promoting and providing for the common
good of the City and its’ residents.
The Department Heads performed most admirably in the preparation of their budgets. Their assistance
and the assistance of their staff is once again acknowledged with appreciation. I am particularly
indebted to the Finance Director, Dixon Flynn who is the architect of this document. A special
expression of appreciation goes to Vicky McAthie, Accounting Manager whose attention to detail and
research capabilities were invaluable and to Assistant City Manager Jerry Glenn and Maxine
Cadwallader for their assistance in the budget review process.
Respectively submitted,
Thomas A. Peterson
City Manager
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199597 FINANCIAL PLAN AND BUDGET
DIRECTORY OF OFFICIALS AND ADVISORY BODIFS
CITY COUNCIL
Stephen J. Mann, Mayor
David Warner, Mayor Pro Tempore
Ray G. Davenport, Councilmember
Phillip A Pennino, Councilmember
Jack Sieglock, Councilmember
ADVISORY BODIES
Planning Commission
Library Board
Arts Commission
Youth Commission
Solid Waste Management Task Force
East Side Improvement Committee
Thomas A Peterson, City Manager
Ebb W. McNatt, City Attorney
Jennifer M. Penin, City Clerk
Kathleen Andrade, Librarian
Kirk J. Evans, Administrative Assistant to City Manager
H. Dixon Flynn, Finance Director
Jeny L. Glenn, Assistant City Manager
Charlene J. Lange, Community Center Director
Lany Hansen, Police Chief
Hank Howard, Fire Chief
Joanne Narlach, Personnel Director
Hans Hansen, Acting Electric Utility Director
Jack L. Ronsko, Public Works Director
James B. Schroeder, Community Development Director
Ronald W. Williamson, Parks and Recreation Director
Architectural Review Committee
Recreation Commission
Senior Citizens Commission
Personnel Board
DBCP Committee
Gang Alternative Committee
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Section B
POLICIES AND GOAIS
1995-97 F"ANCIAL PLAN AND BUDGET
OVERVIEW - BUDGET mums AND GOALS
OVERMEW
The overall goal of the City's Finand 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 confidence in
the City. For the credit rating industry and prospective investors, such statements show the City's
commitment to sound financial m.kagement 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 discussed each time a decision has to be made.
3. The process of developing overall policy directs the attention of staff and Council to the City's total
financial condition rather than single issue areas. Moreover, this process requires staff and Council
to think about linking long-term financial planning with day-today operations.
4. As overall policies are developed, the process of trying to tie issues together can bring new
information to the surface and reveal further issues that need to be addressed.
5. Developing financial policies reinforces the Council's policy role in maintaining good financial
condition.
6. Setting financial policies can improve the City's fiscal stability by setting a forward looking
approach to planning.
7. Explicit policies contribute to a continuity in handling the City's financial affairs.
BUDGET MANAGEMENT AND CONTROL POLICIES
The following policies guide the preparation and execution of the 1994-96 Financial Plan and Budget:
Financial Plan Organintion
Budget Administration
General Revenue Management
Recreation and Community Center Fees
Enterprise Fund Fees and Rates
Other Fees and Rates
Revenue Distribution
Appropriation Limitation
Fund Balance Desi,pations and Reserves
Investments
Capital Financing and Debt Management
Capital Improvement Budget
Personnel Resource Management
Productivity Reviews
Contracting For Services
Allacating Cost of Services (Abatement)
l3-1
199597 F'INANCIAL PLAN AND BUDGET
OVERVIEW - BUDGET POLICIES AND GOALS
MAJOR CITY GOALS
The involvement of the City Council in setting major City goals is essential to the budget process. These
gods provide short term and long term direction to staff, determine the allocation of resources and establish
priorities. These goals will provide focus to the organization-wide efforts of staff and ensure that the most
important, highest priority objectives are accomplish ed.... and, that these priorities are communicated to the
public.
The major City goals are provided in this part of the 1995-97 Financial Plan and Budget.
1995-7FlNANCIALPLANANDBUDGET
BUDGET POLICIES
FINANCIAL PLAN ORGANIZATION
A. Through its financial plan, the City will:
1.
2.
3.
4.
5.
6.
7.
Identify community needs for essential services
Organize the activities required to provide these services.
Establish policies and goals which define the nature and level of services required.
Iden@ activities performed in delivering services.
Propose objectives for improving the delivery of services.
Iden@ and appropriate resources required to perform services and accomplish objectives.
Set standards to measure and evaluate the:
a. Output of activities
b. Accomplishment of Objectives
c. Expenditure of approPriations
B. The City will use a two-year financial plan and budget concept to emphasize long-range planning and
effective management of services. The benefits of a two-year financial plan and budget are:
1. Reinforces long-range planning
2.
3.
4.
5. Promotes orderly spending patterns
Concentrates on the development and budgeting for significant objectives
Establishes realistic schedules for completing objectives
Provides for orderly and structured operations
C. The two year financial plan and budget will establish measurable objectives and allow reasonable time to
accomplish those objectives.
D. The status of major program objectives will be reported to the Council semi-annually.
E. The City Council will review and amend appropriations, if necessary, semi-annually.
BUDGET ADMINETRATION
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
1995-97 FINANCIAL PLAN AND BUDGET
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 cunent and projected issues confronted by the City; determining
the demand for services and facilities; identifying the concerns of the voters; assessing the current
and projected financial condition of the City; and determining the final staff recommendation.
FmceDiredor-r
The Finance Director as the chief financial officer is responsible for budget development and
adminisbation. This includes: developing and issuing the budget instructions and calendar; advising
the City Manager on budget policies; reviewing budget requests to ensure they are complete and
accurate; preparing the preliminary budget recommendation for review by the City Manager, and,
publication of the approved budget.
Public Works Director
The Public Works Director is responsible for preparing the City's capital improvement budget
(CB) 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 scope of seMces offered by the Electric Department.
Department Diredors
Department Directors are responsible for preparing their opemting budget requests and capital
budget requests in accordance with the City's budget instructions. The Public Works Director will
prepare the City's consolidated budget request for vehicles and major equipment items.
Failure to Adopt Budget
If the City Council fails to adopt the budget by July 1, the City Council may elect one of the
following courses of action until passage of a budget and the appropriation of funds: (1) Provide
the City Manager with Continuing Resolution Authority to allow continued services at expenditure
levels not greater than those levels approved in the prior year budget; or (2) Require staff to obtain
prior approval for the expenditure (disbursement) of City funds.
Public Record
Copies of the 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-term
fluctuations in any one revenue source.
1995-97 FINANCIAL PLAN AND BUDGE3
BUDGET POLICIES
B. To emphasize and facilitate long-range planning, the City will project operating revenues for the
succeeding five years.
C. The City will make all current expenditures with current revenues, avoiding procedures that balance
current budgets by accruing future revenues, rolling over short term debt or borrowing reserves of one
fund to another.
RE-CREATION AND COMMUNITY CENTER FEES
A. Recreation seMce cost recovery goals are addressed as an integral component of the City's
comprehensive user fee study provided by David M. Griffith 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 oved 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 encourage high-levels of participation in youth recreation activities regardless of
financial status.
3. For cost recovery activities of less than lo%, there should be a differential in rates between
residents and non-residents.
4. These policy guidelines are sufficient in themselves in providing direction for setting the
recreation and community center fees. Although these targets may be internally usem in
administering recreation fees, the City's management should have as much flexibility as possible
in setting specific activity fees as long as they meet the objectives and criteria provided above.
However, the Recreation Department and Hutchins Street Square will prepare and submit a
summary of internal 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
fecreation equipment for activities not sponsored or msponsored by the City. Such charges will
generally 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 best interests of the City.
1995-97 FINANCIAL PIAS AND BUDGET
BUDGET POLICIES
ENTERPRISEFUNDFEES AND RATES
A. The City will set fees and rates at levels which fully cover the total direct and indirect costs ...... including operations, capital outlay and debt service.. . . . of the following enterprise programs:
electrical, water, sewer, Camp Hutchins, and transit.
B. The City will annually review and adjust enterprise fund fees and rates as required to ensure that they
remain appropriate and equitable; and to stem large rate increases.
A. Ongoing Review
Fees and rates will be reviewed and updated on an ongoing basis to ensure that they are correct and
appropriate based on the changing needs of the community, i.e. economic concerns, social issues,
public safety.
B. General Concepts Regarding the Use of Service Fees and Rates
The use of fees and rates should be subject to the following general concepts:
1. Revenues normally will not exceed the reasonable cost of providing the seMce.
2. Cost recovery goals should be based on the total cost of delivering the seMce, including direct
costs, departmental administration costs, and organization wide cost such as accounting,
personnel, date processing, vehicle maintenance and insurance.
The method of assessing and collecting fees should be as simple as possible in order to reduce
the administrative cost of collection.
3.
4. Rate structures should be sensitive to the nmarket" for similar services as well as to smaller,
infrequent users of the service and the influence rates and fees have on economic development.
5. A unified approach should be used in determining cost recovery levels for various programs
based on the factors discussed above.
C. Low Cost Recovery Services
Based on the criteria discussed above, the following types of services should have very low cost
recovery goals. In selected circumstances, there may be specific activities within the broad scope of
services provided that should have user charges associated with them. However, the primary source of
funding for the operation as a whole should be general purpose revenues, not user fees.
1.
2.
Maintaining and developing public facilities that are provided on a uniform, community wide
basis such as streets, parks and gened purpose buildings.
Delivery of social service programs and economic development activities.
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199597 FINANCIAL PLAN AND BUDGET
BUDGET POLICIES
D. Comparability with Other Communities
1. Fee surveys should never be the sole or primary criteria in setting City fees. There are many
factors that affect how and why other communities have set their fees at their levels. For example:
a. What level of cost recovery is their fee intended to achieve compared with Lodi's cost
recovery objectives?
b. What costs have ken considered in computing the fees?
c. When was the last time that their fees were comprehensively evaluated?
d. What level of seMce do they provide compared with Lodi's service or performance
standards?
e. Is their rate structure significantly different than Lodi's and what is it intended to achieve?
2. Surveys comparing the City's fees to other communities is useful background information in Setting
fees for several reasons:
a. They reflect the "market" for these fees and can assist in assessing the reasonableness of the
City's fees.
b. If prudently analyzed, they can serve as a benchmark for how cost effective the City provides
services.
These are difficult questions to address in fairly evaluating fees among different Cities.
REVENUE DISTRIBUTION
The Council recognizes that generally accepted accounting principles for local government discourage the
"earmarking" of General Fund revenues, and accordingly, the practice of earmarking general fund revenues
for specific programs should be minimized. Approval of the following Revenue Distribution policies for
1995-97 does not prevent future Councils from directing General Fund resources to other fhds and activities
as necessary.
B-7
1995-97 FINANCIAL PLAN AND BUDGET
BUDGET POLICIES
A. Property Tax Allocation
1.
2.
The City’s property tax serves to provide for general municipal seMces as well as for debt service,
retirement obligations, public improvements and library purposes. The passage of
Proposition 13 on June 6, 1978, drastically changed the method of establishing and allocating
property tax revenues for all local agencies in California. In addition to limiting annual
increases in market value, placing a ceiling on voter approved indebtedness and redefining
assessed valuations, Proposition 13 established a maximum County wide levy for general
revenue purposes of 1% of market value. Under subsequent state legislation which adopted
formulas for the distribution of this County wide levy, the City now receives a percentage of .
total properly tax revenues.
As discussed above, the City no longer controls the amount or distribution of its property tax. In
distributing properly 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:
Fd Year 197&79 Tax Rate Per $100 Percent
Special Municipal Purposes
Library $ -30 17.86%
General Municipal Purposes - 1.38 82.14%
TOTAL !§ 1.68 100.00%
3. For 1995-97 property tax revenues will be distributed proportionately to the following funds as
follows:
1995% 1996-97
General Fund 50% 50%
Capital Outlay Fund - General Fund 30% 30%
Library Fund 20% 20%
TOTAL 100% 100%
B. All Gasoline Tax revenues will be used for street maintenance and construction activities. Pursuant
to the Streets and Highways Code, the City must meet the “Maintenance of Effort” (MOE)
requirement which is based on the annual average of the City’s street and road expenditures funded
by the General Fund fixed on a three year period. This approach insures a minimum accounting
effort in meeting State reporting requirements.
C. All Transportation Development Act (TDA) revenues will be allocated to alternative transportation
programs, including regional and municipal transit systems, bikeway improvements and other
programs or projects designed to reduce automobile usage. It is expected that alternative
transportation programs - in conjunction with other state and federal grants for this purpose- will be
self-supporting from TDA revenues.
B-8
199547 FINANCIAL PLAN AND BUDGET
BUDGET POLICIES
D. Enterprise Fund Allwations to the General Fund
1. The goal of Proposition 4 is to limit growth in appropMtions of both state and local
government to changes in the cost of living and population in order to control spending
levels. Proposition 4 further describes the difference between "tax proceeds" and fees. Tax
proceeds are the revenue from regulatory licenses, user charges and user fees to the extent the
revenue exceeds the cost of providing the regulation, product or senice. (This includes
transfers from an enterprise fund to the extent those funds exceeded the cost of providing the
seMces).
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 ex& the cost of services provided by
general services (accounting, personnel, legal, insurance, etc.). These taxes will be levied
during the 1995-97 Financial Plan and Budget period based on prior year revenues as
follows:
1995% 1996-97
In-lieu Tax - Electric 12 % 12%
In-lieu Tax - Water 20% 17%
In-lieu Tax - Sewer 20% 20%
E. Special Revenue Allocations to the General Fund
Revenues the City receives for specific services (i.e. vehicle tow charges) will not be designated for
use by an individual department unless required by statute or approved by the City Council. When
required by statute (i.e. asset seizure), these funds will be first allocated to the purchase of neceSSary
and essential equipment and/or seMces 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 XIKIB of the Constitution of the State of California, Section 7900 of the State
of California Government Code, and any other voter approved amendments or state legislation that
affect the City's appropriation limit.
B. The City will strive to develop revenue sources, both new and existing, which are considered non-tax
proceeds in calculating its appropriations subject to limitation.
C. The City will annually review user fees and charges and report to the Council the amount of pmam
subsidy, if any, that is being provided by the General Fund or Enterprise Funds.
B-9
1995-a7 F"CIAL PMT AhB BUDGET
BUDGET POLICIES
FUND BALANCE DESIGNATIONS AND RESERVES
A. The City should maintain fund balances of at least 15% of opexating 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 uncertainties, local disasters, and other financial hardships or downturns in the
local economy.
2. Contingencies for unforeseen operation or capital needs.
3. Cash flow requirements.
B. The City will establish and maintain an Equipment Fund to provide for the timely replacement of
vehicles and capital equipment. This includes items with an individual replacement cost of $3,000 or
more. The minimum fund balance in the Equipment Fund should be at least 30% of the original
purchase cost of the equipment purchased. The annual contribution to the Fund will generally be
based on the annual "use allowance" which is determined based on the estimated life of the vehicle or
equipment and its original purchase cost. Interest earnings and sales of surplus equipment as well as
any related damage and insurance recoveries will be credited to the Equipment Fund.
C. The Council may designate specific fund balance levels for future development of capital projects
which it has determined to be in the best long-term interests of the City.
D. In addition to the designations noted above, fund balance levels will be sufficient to meet funding
requirements for projects approved in prior years which are carried forward into the new year; debt
seMce reserve requirements; reserves for encumbrances; and other reserves or designations required
by contractual obligations, state law, or generally accepted accounting principles.
INVESTMENTS
A. Investments and cash management will be the responsibility of the City Finance DirectorKreasurer
or designee.
B. The City's primary investment objective is to achieve a reasonable rate of return while minimizing
the potential for capital losses arising from market changes or issuer default. Accordingly, the
following factors will be considered in priority order in determining individual investment
placements:
1. Safety
2. Liquidity
3. Yield
B-10
1995-97 FINANCIAL PLAN AND BUDGET
BUDGET POLICIES
The City will strive to keep idle cash balances fully invested through daily projections of cash flow
requirements. To avoid forced liquidations and losses of investment earnings, cash flow and future
requirements will be the primary consideration when selecting maturities.
As the market and the City's investment portfolio change, care will be taken to maintain a healthy
balance of investment types and maturities.
The City will invest only in those instruments authorized by the California Government Code Section
53601. The City will not invest in stock, will not speculate, and will not deal in futures or options.
The investment market is highly volatile and continually offers new and creative opportunities for
enhancing interest earnings. Accordingly, the City will thoroughly investigate any new investment
vehicles prior to committing City funds to them.
Current financial statements will be maintained for each institution in which cash is invested.
Investments will be limited to 20 percent of the total net worth of any institution and may be reduced
further or refused altogether if an institution's financial situation becomes unhealthy.
In order to maximize yields from its overall portfolio, the City will consolidate cash balances from
all funds for investment purposes, and will allocate investment earnings to each fund in accordance
with generally accepted accounting principles.
Ownership of the city's investment securities will be protected through third-party custodial
safekeeping.
The City Finance Director/Treasurer 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 DirectorlTreasurer will develop and maintain an Investment Management Plan
which addresses the City's administration of its portfolio, including investment strategies, practices,
and procedures.
CAPITAL FINANCING AND DEBT MANAGEMENT
Capital Fmcing
A. The City will consider the use of debt financing only for one-time capital projects and only under the
following circumstances:
1. When the project's useful life will exceed the term of the financing.
2. When project revenues or specific resources will be sufficient to service the long-tern debt.
Ell
1995-97 FINANCIAL PLAN AND BUDGET
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-tern instruments such as revenue, tax, or bond
anticipation notes is excluded from this limitation.
C. Capital improvements will be financed primarily through user fees, service charges, assessments,
special taxes, or developer agreements when benefits can be specifically attributed to users of the
facility.
D. The City will use the following criteria to evaluate pay-as-you-go versus long-term financing in
funding capital improvements:
Fay-As-Y ou-Go
1. When current revenues and adequate fund balances are available or when project phasing can be
2. When debt levels adversely affect the City's credit rating.
3. When market conditions are unstable or present difficulties in marketing.
accomplished.
Long-Term Financing
1.
2.
3.
4.
5.
6.
When revenues available for debt service are deemed to be sufficient and reliable so that long-term
financing can be marketed with investment grade credit ratings.
When the project securing the financing is of the type which will support an investment grade credit
When market conditions present favorable interest rates and demand for City financing.
When a project is mandated by State or Federal requirements and current revenues and available fund
balances are insufficient.
When the project is required to meet or relieve service requirements.
When the life of the project or asset financed is 10 years or longer.
rating.
Debt Management
E. The City will not obligate the General Fund to secure long-term financing except when the
marketability can be significantly enhanced.
F. No more than 60% of all capital projects will be funded from long-term financing; and direct debt
will not exceed 2% of the City's assessed valuation.
G. A feasibility analysis will be prepared for each long-term financing to assess debt seMce on current
and future operations. This will also include an analysis on the reliability of revenues to support a
debt service.
B- 12
199547 FINANCIAL PLAN AND BUDGET
BUDGET POLICIES
H. The City will generally conduct debt financing on a competitive basis. However, negotiated
financing may be used due to market volatility or the use of an unusual or complex financing or
security structure.
I. The City will seek investment grade ratings (Baa/BBB or greater) on any direct debt and will seek
credit enhancements such as letters of credit or insurance when necessary for marketing purposes,
availability and cost-effectiveness.
J. The City will monitor all forms of debt annually coincident with the budget process.
K. The City will diligently monitor its compliance with bond covenants and ensure its adherence to
federal arbitrage regulations.
L. The City will maintain good communications with bond rating agencies about its financial condition.
The City will follow a policy of full disclosure on every financial report and bond prospectus
(Official Statement).
CAPITAL IMPROVEMENT BUDGET
A.
B.
C.
D.
Construction projects and capital purchases (other than vehicles, equipment and major computer
software acquired through the Equipment Fund and projects funded by an Enterprise Fund) which
cost more than $lO,OOO will be included in the Capital Improvement Budget (CIB); minor capital
outlays of $10,OOO or less will be included with the operating activity budgets. Enterprise Fund
projects and major equipment purchases will be based on the capitalization practices of the
Enterprise.
The purpose of the CIB is to systematically plan, schedule, and finance capital acquisitions to ensure
cost-effectiveness as well as conformance with established policies. The CIB wiU be a five year plan
organized into the Same functional groupings used for the operating budget. The CIB will reflect a
balance between capital replacement projects which repair, replace, or enhance existing hcilities,
equipment or infrastructure; and capital facility projects which si,onificantly 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 least annually to
Council. The Committee will be made up of representative of each Department.
B-13
1995-97 FINANCIAL PLAN AND BUDGET
BUDGET POLICIES
E. The Capital Improvement Budget will emphasize project planning, with projects progressing through
at least two and up to six of the following phases:
* DESIGNATED - Set aside funding for future project development under "pay-as-you-go" financing.
* STUDY - Includes concept design, site selection, feasibsty analysis, schematic design,
envirOnmental determination, property appraisals, scheduling, grant application, grant approval, and
specification preparation for equipment purchases. * ACQU3SITION - Includes equipment purchases and property acquisition for projects, if necessary.
* DESIGN - Includes final design, plan and specification preparation, and construction cost estimation.
* CONSTRUCTION - Includes bid administration, construction, project inspection and management,
and closeout. * DEBT SERVICE - Installment payments of principal and interest for completed projects funded
through debt financing.
Generally, it will become more difficult for a project to move from one phase to the next. As such, more
projects will be studied than will be designed, and more projects will be designed than will be constructed or
pUrChaSed.
F. Funding and related appropriation to a project account will only be made upon approval of each
phase by the City Council. Accordingly, project appropriations for acquisition and construction will
generally be approved when contracts are awarded.
G. Project phases will be listed as objectives in the program narratives of the Activity responsible for the
project.
PERSONNELREOURCEMANAGEMENT
A. Regular authorized staffing will be fully budgeted and funded.
B. Staffing and contract senice budget ceilings will limit total expenditures for regular employees,
temporary employees, overtime and independent contractors hired to provide operating and maintenance
services.
C. Regular employees will be the core work force and the preferred means to staff ongoing, year-round
activities rather than independent contractors. The city will strive to provide fair compensation and
benefit schedules for its authorized regular work force. Each regular employee will:
1. Fill an authorized regular position.
2. Be assigned to an appropriate bargaining unit or representative group.
3. Receive salary and benefits consistent with labor agreements or other compensation plans.
B-14
1995.97 FINANCIAL PLAN AND BUDGET
BUDGETPOLICIES
D.
E.
F.
G.
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 Personnel Department will coordinate the hiring of all employees and evaluate the reallocation of
existing positions.
3. All requests for additional regular positions will include an evaluation of:
a. The necessity, tern, and expected results of the proposed 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. Additiond revenues or cost savings which may be realized.
facilities.
4. Periodically, and prior to any request for additional regular positions, programs will be evaluated to
determine if they can be accomplished with fewer regular employees under a "productivity review".
Temporary employees are employees other than regular employees, elected officials, and volunteers
budgeted in hours. Temporary employees will augment regular City staffkg only as limited term
employees, seasonal employees, emergency, intermittent, contract employees, and interns. The City
Manager will encowage the use of temporary employees to meet peak workload requirements, fill
interim vacancies, and accomplish tasks where less than regular, year-round sbffing is required.
Contract employees will be defined as temporary employees with Written contracts approved by the
City Manager who may receive approved benefits depending on hourly requirements and the length
of their contract. Contract employees will generally be used for medium-term (generally between six
months and two years) projects, programs, or activities requiring spemlmd or augmented levels of
staffing for a specific period of time. The services of contract employees will be discontinued upon
completion of the assigned project, program or activity. Accordingly, contact employees will not be
used for services that are anticipated to be delivered on an ongoing basis.
Independent contractors will not be considered City employees. Independent contractors may be
used in two situations:
1. Short term, peak 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 Personnel Department and subject to the
approval of the Personnel Dktor.
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1995-97 FTNANCIAL PLAN Ah?) BUDGET
BUDGET POLICIES
2. Construction of public works projects and the provision of Operating, maintenance, or
spemked professional seMm not routinely performed by City employees. Such seMw
will be provided without close supervision by City staff, and the required methods, skills, and
equipment will generally be determined and provided by the contractor.
PRODUCTIVITY REVIEW
The City will constantly monitor and review its methods of operation to ensure that services continue to be
delivered in the most cost effective manner possible. This review process encompasses a wide range of
issues, including:
A.
B.
C.
D.
E.
F.
G.
Maintaining a decentraIized approach in managing the City's Services. Although some level of
centralization is neceSSary for review and control purposes, decentdimion supports productivity by:
o Encouraging accountability by delegating authority to the lowest possible level.
o Stimulating creativity, innovation, and individual initiative.
o Reducing the administrative cost of opemion by eliminating ~~eces~ary review procedures.
o Improving the organization's ability to respond to changing needs and to identify and implement
o Assigning responsibility for effective operations and citizen responsiveness to the department.
cost saving programs.
Analyzing systems and procedures to idenhfy 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 than provided by City staff.
Periodic formal review of operations on a systematic, ongoing basis.
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1995-97 FINANCIAL PLAN 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 seMces
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 contracting approaches under this policy include construction projects,
professional services, outside employment agencies, and ongoing operation and maintenance
services.
3, In evaluating the costs of private sector contxacts 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 seMce delivery alternatives using the evaluation criteria
outlined below.
5. For progmns and activities currently provided by City employees, conversions to contract
services will generally be made through attrition, reassignment or absorption by the
contractor.
B. Evaluation Criteria
Within the general policy guidelines stated above, the cost-effectiveness of contract services in
meeting established service levels will be determined on a case-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 contractor fails to perform, and can the contract reasonably
be written to compensate the City for any such damages?
Can a private sector contractor better respond to expansions, contractions, or special
requirements of the service?
Can the work scope be sufficiently defined to ensure that competing propsa3s can be fairly
and fully evaluated, as well as the contractor's performance after bid award?
Does the use of contract seMces provide the City with an opportunity to redefine service
levels?
Will the contract limit the City's ability to deliver emergency or other high priority services?
B-17
1995-97 FINANCIAL PLAN AND BUDGET
BUDGET POLICIES
8. Overall, can the City successfully delegate the performance of the service but still retain
accountability and responsibility for its delivery?
ALLOCATING THE COST OF SERVICES (ABATEMENT)
A. General Policy Guidelines
1. The City is committed to achieving efficiency by centxahng general administrative seMces
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 Gend Fund by use of a cost allocation plan.
2. The City will develop a cost allocation plan for general government sexvices provided the
City's enterprise fund and special revenue fund activities in accordance with accepted cost
allocation methodology.
3. The uxt of general government seMces will be financed by operating transfers established in
the cost allocation plan and transferred to the general fund annually at the time the City
budget is adopted.
4. The Finance Director Wiu perform periodic reviews of the City's cost allocation plan to
ensure the distribution of costs are made in accordance with accepted practices of the City.
The results will be published annually in the City's budget.
5. The City will develop a cost allocation plan in accordance with Federal and State policies to
ensure the maximum allowable return to the City of indirectloverhead costs.
B. Cost Allocation Criteria
1. Costs will be allocated considering the following criteria:
*
*
*
*
Cause and effect - the identification of output in propodon to the service provided.
Benefits received - the allocation of cost in relation to the benefits received.
Fairness and equity - the allocation must be mutually satisfactory to the parties
affected.
Ability to bear - the allocation of cost must consider the ability to pay and the impact
on the services provided.
2. Costs will be allocated to activities when the overall service benefits the City as a whole but a
particular cost benefit can not be shown.
3. The criteria for allocating costs will be included in the City budget to allow for evaluation of
the cost distribution criteria.
B-18
1995-97 FINANCIAL PLAN AND BUDGET
MAJOR CITY GOALS
Background
Under the City's financial plan and budget process, the City Council will become involved early in the
budget process by identifymg major City goals and priorities. These goals become the focus for organization
wide efforts to ensure that the most important, highest priority objectives are accomplished.. . .and that these
high priority objectives are communicated to the public.
To meet these needs, the City Council will hold a one day goal setting session in January each year as the
first step in preparation of the City's financial plan and budget.
In setting the City's major goals the Council will receive a review from the City Manager on the following:
a. Current and projected financial condition
b. Current policies and community expectations
c. Currentgoals
Selection of Major City Goals
Under the goal setting process, the City Council and City Manager will meet and establish City-wide goals
which will than be ranked using the following criteria:
* Programs and Projects Rated 3
These represent high priority goals for the Council, and as such, they should be included in the
Preliminary Financial Plan and adequate funding will be made available.
* Programs and Projects Rated 2
These represent a high priority, but they wiU be considered in the context of higher priority goals and
available resources.
* Programs and Projects Rated 1
These represent programs and projects to be deferred to the next financial plan and budget.
Each program and project rated A will be developed and included in the City's Financial Plan and Budget in
this section of the budget. This will be in a nanative form with the following information:
* Objectives * Financial and staff resources required
* Background * Outcorne/final product
* Actionsteps * ResponsibleDepartment
B-19
1995-97 FINANCIAL PLAN AND BUDGET
MAJOR CITY GOAL - Economic Revitalization
OBJECTMZ
Implement the economic revitalization plan approved by the City Council in December 1994 to
accomplish the following objectives:
Preserve, enhance and promote the financial stability of the downtown.
Provide an attractive entryway on Cherokee Lane and build a base for fbrther improvements.
Promote and preserve economic stability to attract and retain business.
Improve residential conditions overall and focus improvements in the Eastside
Neighborhoods.
BACKGROUND AND WORKSCOPE
Central City Revitalization Element
This element of the Revitalization Program was approved by the City Council to focus additional City
effort and resources on improving the local economy by enhancing community pride in the downtown
and promoting the downtown as the historic, pedestrian and socializing center of the City. To
accomplish this goal the City Council adopted 6 objectives:
1.
2.
3.
4.
5.
6.
Promote downtown specialty retail, restaurant, entertainment and cultural uses.
Enhance the visual character and identity of the downtown.
Focus public investment to create an attractive pedestrian environment.
Tap the potential of the transit station and adjacent Southern Pacific lands to stimulate
private investment.
Establish incentives to encourage reinvestment in existing buildings and businesses.
Initiate a downtown directional and entrance sign program.
The precise work scope is currently being developed on an objective by objective basis. Examples of
projects and programs which could eventually be fhnded through this program include, streetscape
improvements on downtown streets, a gateway on School Street at the Lodi Avenue intersection,
directional signs to the downtown, added police patrol services in the downtown, relocation of the
homeless shelter, financial assistance for relocating business to the downtown, building improvements
and activities to attract pedestrian traffic.
B-20
1995-97 FINANCIAL PLAN AND BUDGET
MAJOR CITY GOAL - Economic Revitalization
Cherokee Lane Beautification Element
Cherokee Lane parallels Highway 99 and is the preferred route for north-south intercity travel in the
Central Valley. Before the Highway 99 bypass was built, Cherokee Lane was Highway 99 with a mix of
businesses which catered to highway traffic. Over time however, Kettleman Lane became the preferred
location for commercial development and disinvestment along Cherokee Lane became a problem. To
improve Cherokee Lane the City Council adopted three objectives:
1.
2.
3.
Improve streetscape and lighting conditions.
Establish development standards and guidelines that improve the appearance of buildings
and businesses.
Encourage and accommodate lodging, auto and support businesses.
3usiness Growth
The City Council adopted a list of goals to promote economic development in both the targeted
business districts and for city-wide development to promote business and job growth. This goal
provides the long term direction to staff and a commitment by the City Council to promote business
growth and retention. To ensure that adequate resources are focused on this goal, the City established a
position for an economic development coordinator to lead the effort. The economic development goals
approved by the City Council in April 1994 include:
1.
2. Retain existing businesses,
3. Expand existing business.
4.
5.
6.
Recruit new business which will be compatible with and complimentary to the
community.
Create an atmosphere beneficial to conducting business.
Provide and maintain a tax environment favorable to business development and
expansion.
Provide financial assistance to business ventures which will make a significant
contribution to the City by increasing or retaining jobs and/or by adding capital
investment.
Coordinate the downtown revitalization project.
Coordinate the Cherokee Lane Improvement project.
Market Lodi as a tourist and business location.
7.
8.
9.
Some objective to be developed to support of these goals include land use policy revisions, fornation of
a redevelopment agency to finance reconstruction of buildings in blighted areas, the formation of a Lodi
Conference and Visitors Bureau and revitalization of downtown and Cherokee Lane.
B-2 1
1995-97 FINANCIAL PLAN AND BUDGET
MAJOR CITY GOAL - Economic Revitalization
ACTION STEPS
Specific action steps will be established as projects and programs are defined.
RESPONSIBLE DEPARTMENT
Administration
Others (depending on the project andor program)
FINANCIAL AND STAFF RESOURCES ALLOCATED
The City has allocated $214,500 per year in 1995-96 and 1996-97 for economic development plus
$200,000 per year for specific projects and programs in the capital improvement budget. The need for
additional staff is not anticipated; however, consultant services will be required to complete projects
currently identified. Additional resources could be needed if the Council develops a more aggressive
program.
OUTCOME/FINA.L PRODUCT
To be determined on a project by project, program by program basis.
B-22
1995-97 FINANCIAL PLAN AND BUDGET
MAJOR cm GOAL - Street Crimes Unit
OBJECTIVE
Field a Street Crimes Unit to focus police resources on high crime neighborhoods and deter criminal
activities.
BACKGROUND AND WORKSCOPE
Overall crime in Lodi has declined in the last year. However, criminal activity in certain neighborhoods
and areas of the City exist at unacceptable levels. The continued efforts by the City to remove criminals
from the streets and neighborhoods is and will remain a top priority. Recognizing the fiscal constraints
which the City faces, the Police Department believes a Street Crimes Unit concept provides the Police
Department with the necessary resources to concentrate police personnel in specific problem areas to
free patrol officers to respond to general service calls.
ACTION STEPS
Train new officers
0
0
0 Train new oficers
Recruit and hire 3 new police officers
Select members for the Street Crimes Unity and promote a Sergeant
Street Crimes Unit becomes operational
Recruit and hire 2 new police officers
08/95
10195
1019.5
1 1/95
08/96
10/96
RESPONSIBLE DEPARTMENT
Police
FINANCIAL AND STAFF RESOURCES ALLOCATED
The operating budget of the Police Department will be increased !J 155,400 in 1995-96 and $99,400 in
1996-97. An additional $35,000 will be provided in the Capital Budget for the purchase of two patrol
vehicles. Three additional officers and one serseant will be added to the authorized staffing level in
1995-96 and two additional officers will be added to the authorized staffing level in 1996-97. Final
approval of this Unit is dependent on receipt of a State grant to finance 30% of the officer’s
compensation.
OUTCOMEFINAL PRODUCT
Cost effective police services focused on specifically identified problendcrime areas.
B-23
1995-97 FINANCIAL PLAN AND BUDGET
~ ~~~
MAJOR CITY GOAL - California Youth Soccer Association
OBJECTWE
Execute a long term lease with the California Youth Soccer Association (CYSA) for 275 acres at the
White Slough Water Pollution Control Facility for use as a regional soccer complex.
BACKGROUND AND WORKSCOPE
The City is presently negotiating with CYSA for the lease of 275 acres at the White Slough Water
Pollution Control Facility. The Association proposes to build a fifty field regional soccer complex
which win attract soccer tournaments from around Northern California and the Western States. It is
likely that the rents received and the secondary economic impact on the City from such tournaments
would greatly exceed the City’s present income from leasing the property for agricultural uses.
A draft lease has been prepared and forwarded to the Association. The firm hired to prepare the
required environmental impact report is already on site, and is moving forward. The Association has
also retained an engineering firm to help design the tertiary water treatment facilities which will be
required to use treated wastewater for imgating the soccer fields.
ACTION STEPS
Final draft of lease 5/95
Final design of facilities (odor controVtertiary treatment) 8/95
Construction of improvement begins 919 5
Environmental impact report completiodcirculatiodcertification 7/95
RESPONSIBLE DEPARTMENT AND ACTIVITY
Public Works, City Attorney
FINANCIAL AND STAFF RESOURCES ALLOCATED TO ACHIEVE THE GOAL
StafF hours of responsible departments until completion of the project.
OUTCOME/FINAL PRODUCT
Long term lease between the City and CYSA for property at White Slough, with both rental income and
secondary economic impacts on the City from tourism and retail sales.
B-24
1995-97 FINANCIAL PLAN AND BUDGET
~~~~ ~~~ ~ ~~~ ~
MAJOR CITY GOAL - Electric Utility Service Improvements
OBJECTIVE
To develop a short and long term strategic plan to improve the competitive position of the City’s
electric utility service in order to provide competitive rates and to maintain the financial health of the
City’s electric utility find.
BACKGROUND AND WORKSCOPE
The electric utility industry is moving toward a competitive open market due to recent legislative and
regulatory agency initiatives. Under the initial guidelines fiom the Public Utilities Commission, large
industrial customers will be allowed to purchase power on the open market beginning January 1, 1996.
For Lodi, this could result in the loss of customers such as General Mills, Pacific Coast Producers, RM
Hob, etc. which as a group purchase more than 12% of the City available power. If this is allowed to
occur, the cost of providing electric services to residential customers would have to be significantly
increased to pay for the power the City is obligated to purchase.
To prevent this, the City will have to develop a marketing plan to retain major power customers and to
cut the cost of electric services to ensure competitive residential rates.
In addition to the market pressure from deregulation, the City has a significant investment in several
ventures with Northern California Power Agency cities (NCPA) for power generation facilities and to
purchase power. These investments have been made over several years with the objective of making
NCPA cities and Lodi independent of PG&E and other power suppliers. The City’s share of debt under
these agreements is approximately $141 million and must be paid for in either power purchases from
NCPA or debt service payments.
In developing its independence, the City of Lodi has invested in a number of power plants and purchase
power agreements. This includes a geothermal plant, a hydroelectric plant, a cogeneration plant, a
steam turbine injection generator, open market purchases and power swapping agreements. With the
addition of the steam turbine injection generator in June 1995, the cost of power will increase
approximately $6.0 million per year which must be passed on to the rate payer or sold to other users.
Without deregulation, the City is faced with the need to cut costs, raise rates or find buyers for its
excess power. With deregulation, the City must cut operating costs and protect itself from having
stranded investments. To ensure that the residents of Lodi are provided safe, reliable and cost effective
electric utility services, the City must develop a strategic plan to address these issues in the near future.
B-25
1995-97 FTNANCIAL PLAN AND BUDGET
MAJOR CITY GOAL - Electric Utility Service Improvements
Possible actions include:
Refinancing outstanding debt with NCPA
Reducing operating and personnel costs
0 Implementing a utility user’s tax
Contracting electric utility services in part or whole
Reducing the transfer to the General Fund whether as an In-Lieu Franchise Tax or Utility
User’s Tax
Sell in part or whole the City’s ownership in power generation facilities
Sell in part or whole the City’s electric utility service
0
0
ACTION STEPS
The action steps to be followed in developing a long term strategic plan for the electric utility include:
Conduct a preliminary fact finding review of the current financial
status and internal controls of the electric utility fund. 05/95
Adopt a preliminary electric utility budget during budget hearings
in June 1995 06/95
Contract with the City’s audit firm to conduct an in-depth financial
and operations audit of the electric utility fund and internal controls. 0 619 5
Adopt final 1995-97 Financial Plan and Budget for the Electric Fund 10195
Complete a ten year financial plan based on the goal to provide
City customers with competitive electric rates and reliable service. 02/96
Complete a marketing strategy to sell surplus electric power 02/96
RESPONSIBLE DEPARTMENT AND ACTIVITY
Electric Department, Finance Department , Administration and NCPA
FINANCIAL AND STAFF RESOURCES ALLOCATED TO ACHIEVE GOAL
Staff hours and $50,000 of contract services for audit and consultant services
OUTCOME AND FINAL PRODUCT
Reliable and cost effective electric utility services provided to residential, commercial and industrial
customers at competitive rates.
B-26
1995-97 FINANCIAL PLAN AND BUDGET
MAJOR CITY GOAL - Residential Neighborhood Improvements
OBJECTIVE
Develop and implement a residential neighborhood improvement program to eliminate blight and to
ensure that all neighborhoods are maintained at standards consistent with community values.
BACKGROUND AND WORKSCOPE
The City of Lodi is committed to maintaining neighborhood residential standards at a level in which
every resident can be proud of their neighborhood and which reflects the high standards of the
community. To this end the City Council has developed an action plan to revitalize the Eastside
residential area which will be used to achieve the City’s economic development objectives and which
can be used to protect all neighborhoods within the City from blight.
Over time, the City has witnessed the deterioration of the Eastside Neighborhood which is bounded on
the west by Church Street and on the east by Cherokee Lane. The cause for this deterioration has been
identified to the following trends:
A decrease in the number of residents who own the housing in which they reside.
An increase in the number of transient, low income residents who have no stake in the
quality of their neighborhoods.
An increase in the number of high density, multi-unit residential buildings with inadequate
neighborhood services and infrastructure.
A crime rate higher than the rate found in other residential neighborhoods.
The City of Lodi has traditionally focused on providing high quality services and infrastructure for its
residents. It has also avoided interfering in the affairs of private property owners. However, the
residents of Lodi expect all property owners to maintain their property at a level consistent with the
values of their neighbors and to ensure their neighborhoods remain safe and clean.
ACTION STEPS
The following action steps have been identified:
Expand code enforcement efforts to eliminate blight and unsafe
neighborhood conditions.
Develop programs to encourage home ownership and property renovation.
Reconfigure commercial and multi-unit residential zoning designations.
Upgrade multi-unit residential development standards.
Work with neighborhood and community organizations to promote
neighborhood services and programs.
07/95
06/96
06/96
06/96
On-going
RESPONSIBLE DEPARTMENT
Administration and Community Development
B-27
199597 FINANCIAL PLAN AND BUDGET
MAJOR CITY GOAL - Residential Neighborhood Improvements
FINANCIAL AND STAFF RESOURCES ALLOCATED
Current staffhours and add part-time hours ($8,300 per year) and an additional code enforcement
officer ($18,050 per year). Add contract services to develop zoning regulations ($20,000).
OUTCOME/FINAL PRODUCT
Safe, clean neighborhoods which reflect the standards of the community and pride in ownership.
B-28
199597 FINANCIAL PLAN AND BUDGET
MAJOR CITY GOAL - ConferencingIFerforming Art Center
OBJECTIVE
To construct an 800 seat conferencing/performing arts center in Lodi to:
0
Promote local and regional interest in the performing arts through the production of plays,
recitals and concerts.
Provide conference facilities for the greater Lodi area to benefit commercial activities such
as restaurants, hoteldmotels, specialty stores and other services.
Enhance the quality of life in Lodi to increase the desirability of the City as a community to
maintain and establish a business and to live and raise a family.
BACKGROUND AND WORKSCOPE
For nearly two decades, Lodi residents have promoted the idea that Lodi would benefit from a
conference/performing arts center. To achieve their goal, the Old Lodi Union High School Site
Foundation was formed to act as a catalyst to raise hnds for the reconstruction of the downtown
abandoned high school. Over five million dollars has been raised to date to plan the site and finance the
capital improvements. The remaining work includes the renovation of the auditorium which can be
restored as an 800 seat capacity facility.
To complete this facility, a partnership between the City and the Foundation will continue to define the
scope of the project, evaluate the demand for a conference/performing arts center, develop use
agreements with the Lodi Arts Commission and the Lodi Unified School District, establish management
policies and develop a financing plan for construction and operating costs.
ACTION STEPS
The following action steps have been identified:
0 Establish a steering committee with representatives from the
Foundation and Arts Commission.
Sign contracts for working drawings
Prepare management plan for project development
0
0 Develop joint use agreement
0
Prepare operating plan
0 Approve working drawings
Construction of facility
06/95
08/95
10/95
12/95
12/95
02/96
07/96
RESPONSIBLE DEPARTMENT
Administration, Community Center and Public Works
B-29
1995-97 FINANCIAL PLAN AND BUDGET
MAJOR CITY GOAL - Conferencing/Performing Art Center
J?INANCIAL AND STAFF RESOURCES ALLOCATED
Approximately 400 staff hours and $9.5 million of capital hnds
OUTCOME/FINAL PRODUCT
A conferencdperforming arts center for the residents of Lodi
B-30
1995-97 FINANCIAL PLAN AND BUDGET
MAJOR CITY GOAL - Water Utility Service Improvements
OBJECTIVE
Ensure a safe, reliable and cost efficient water supply system
BACKGROUND AND WORKSCOPE
The City’s water system currently has 25 developed wells. Due to DBCP and the TCE contamination
standards set by the State and the Environmental Protection Agency, together with bacteria, taste and
odor problems, 7 wells do not meet the current drinking water standards. Additionally, Well 9 has an
ongoing bacteria problem that causes a distribution system bacteria problem. To meet demand levels
anticipated for the summer of 1995, the City must install granular activated carbon (GAC) filters on at
least three wells and install a million gallon water tank located at the Fred Reid Substation. This will
increase the number of wells available to meet on-going and peak demands.
ACTION STEPS
The following action steps are necessary:
Approval of a rate increase to service debt financing.
Appropriate $75,000 for disinfection equipment at Well 9.
Obtain bids for GAC at Wells 22 and 23
Prepare plans and specifications for a water tank
RESPONSIBLE DEPARTMENT AND ACTIVITY
Public Works Department
FINANCIAL AND STAFF RESOURCES ALLOCATED TO ACHIEVE GOAL
Staff hours and $3.0 million in the Water Capital Budget.
04/95
05/95
05/95
05/95
OUTCOME/FINAL PRODUCT
Safe, reliable cost effective water services
B-3 1
1995-97 FINANCIAL PLAN AND BUDGET
MAJOR CITY GOAL - Indoor Sports Facility
OBJECTIVE
Develop a plan to provide an indoor/sports facility for the residents of Lodi for indoor recreation
activities
BACKGROUND AND WORKSCOPE
The City has depended on the Lodi Unified School District, the Grape Festival and private property
owners to provide indoor space for indoor recreation activities. These facilities are limited and are
becoming more expensive to rent or lease.
The City has developed a Parks, Recreation and Open Space Master Plan which identified the need to
build an indoor sports facility to meet current demand. There are a number of alternative sites for this
facility and a number of existing facilities which the City could rent, lease or purchase. The estimated
cost for a facility of the size considered is between $4.0 million and $6.0 million. However, the final
cost is dependent on the site selected, the uses for the facility and whether existing facilities exist.
Accordingly, the City will develop a concept plan to address the following elements:
A site selection
Concept drawings
Alternative solutions
Impact on operating costs
Financing alternatives
A needs and use assessment
ACTION STEPS
The following action steps have been identified:
Contract with an urbanhecreation planner to develop a plan to
address the elements listed above.
Present recommendations to City Council.
09/95
03/96
RESPONSIBLE DEPARTMENT AND ACTIVITY
Parks and Recreation, Public Works and Administration
FINANCIAL AND STAFF RESOURCES ALLOCATED TO ACHIEVE THE GOAL
Staff hours and $25,000 for consultant services
OUTCOME/FI”L PRODUCT
An approved plan to build, lease or purchase an indoor sports facility.
B-32
1995-97 FINANCIAL PLAN AND BUDGET
MAJOR CITY GOAL - Compensation Policy Development
OBJECTIVE
Develop a compensation policy to guide the City Council and staff in providing fair and equitable
compensation to employees for their services which attracts and retains qualified and able employees
and which reflects the concerns of taxpayers for control of government compensation plans.
BACKGROUND AND WORKSCOPE
Compensation plays a key role in the employment of qualified staff needed to provide City services.
While the level of compensation is subject to negotiation, the need to develop policies to guide the City
Council and staff in setting compensation objectives is important. The tax paying public needs some
assurance that employees will be compensated in a manner that attracts and retains qualified staff while
at the same time reflects their ability and willingness to pay. The City’s employees need assurance that
they will be paid a fair wage for their services consistent with their skills and demands from their jobs
and not be subjected to unfounded criticism and ridicule for the compensation they earn. This
undermines the morale of the employee and his family and does not promote high productivity.
The City needs to review a number of compensation strategies and policies which may be of use in
developing a policy for the City. There are a number of successful models which exist in other cities,
agencies and in the private sector which have been effective. These should be reviewed and those
elements which would fit successhlly within a City policy should be presented to the City Council for
review. This policy should address total compensation. Elements to be considered in establishing a
compensation policy include:
Cafeteria plans
Survey markets
Cost of living adjustments
Community values
Performance pay tied to accomplishment and productivity
ACTION STEPS
The following action steps have been identified:
Conduct workshops
Contract with a compensation consultant to assist staff and
Council develop a compensation policy
Review policies with City Council
08/95
09- 12/95
02/96
RESPONSIBLE DEPARTMENT AND ACTIVITY
Personnel Department and Administration
FINANCIAL AND STAFF RESOURCES ALLOCATED TO ACHIEVE THE GOAL
Staff hours and contract services of $20,000
B-33
1995-97 FINANCIAL PLAN AND BUDGET
MAJOR CITY GOAL - Compensation Policy Development
OUTCOME/FINAL PRODUCT
A compensation policy for City employees acceptable to the City Council, the staff and general public.
B-34
1995-97 FINANCIAL PLAN AND BUDGET
MAJOR CITY GOAL - Contracting Services
OBJECTIVE
To contract City services that can be performed more cost effectively by private enterprise and at
standards acceptable to the City Council.
BACKGROUND AND WORKSCOPE
The City Council adopted a budget policy in 1994 to contract City services when an opportunity to
contain the cost of government services and to enhance productivity existed. The City Council is
committed to using private sector resources in delivering municipal services as a key element in
providing cost effective services and to contain the increasing cost of government . As such, the
Council has identified two activities to be reviewed for possible contracting: (1) the maintenance of
street trees; and (2) transit services.
To conduct this review, City staff or a qualified consultant will develop a work statement which
identifies the level and quality of services to be provided, the level of management control to be
exercised in administering a contract service and the criteria to be used to evaluate cost and bids
between City staff and private contractors. Developing this criteria is demanding and important in
determining whether to contract services with private business or keep the service in-house. Every
player needs to know there is a level playing field and that the criteria used to evaluate the bids does not
favor one party or the other. Accordingly, the development of the criteria is best accomplished by an
independent consultant.
ACTION STEPS
The following action steps have been identified:
Contract with a consultant to develop work statements, management
controls and evaluation criteria.
Present plan to City Council for approval
Solicit bids for street tree services
Solicit bids for transit services
RESPONSIBLE DEPARTMENT AND ACTIVITY
Administration
FINANCIAL AND STAFF RESOURCES ALLOCATED TO ACHIEVE THE GOAL
Staff hours and $30,000 for consultant services
OUTCOMEFINAL PRODUCT
Cost effective street tree and transit services for the residents of Lodi
3-3 5
09/95
04/96
05/96
07/96
Section C
BUDG~GRAPEUCSANDSuMMARlEs
1995-97 FINANCIAL PLAN AND BUDGET
BUDGET.GRAPHICS AND SUMMARIES
..
This section provides tables and graphs which highlight key financial relationships and summarizes the overall budget. In
addttion, this section provides summarized information to analyze trends to determine the well being of the City.
In the wake of the fiscal crises which the City has faced in the last two years, the City Council and staff are in need of
information to evaluate the financial condition of the City. However, several factors exist which made it difficult to perform a
thorough analysis:
There are few standards against which the City’s finances can be measured with confidence.
It is not easy to compare one city to another because of the differences which exist in population, services
provided and legal requirements.
0 It is difficult to measure factors external to the city government itself (political, economic. and social forces)
which have a strong influence on financial well being.
0 The problems which create fiscal diffrculties seldom emerge overnight; rather they develop slowly, thus making
potential difficulties less obvious.
0 The information needed to assess problems is seldom readily available in a usable format.
Financial analysis is an applied, practical approach for monitoring the financial condition of the city through the use of
financial indicators. To use this system, the City has constructed indicators over the previous ten year period to observe how
they change. This permits as assessment of current financial condition and a dala base to continue the assessment process in
future years.
The purpose of this system is to assist the City:
0 Make sense of the many factors that affect a city’s financial condition and present them in a straight forward
manner.
0 Develop quantifiable indicators where possible.
0 Use the indicators:
1. To gain a better understanding of the City’s financial condition.
2. To identify emerging problems before they reach serious proportions.
3. To prepare a suaight forward picture of the City’s financial strengths and weaknesses for presentation
to the City Council, community, credit firms, and other groups.
4. Introduce long-range considerations into the financial planning and budget process.
5. Establish a starting point for elected officials to establish financial policies.
This approach relies heavily on the determination and analysis of selected key trends. The identification of one adverse trend
however does not automatically represent fiscal decline. Some trends, which on the surface may appear adverse, may, after
careful analysis, prove harmless. Moreover, this information is intended to provide an overview of the financial condition of
the City.
c- 1
1995-97 FINANCIAL PLAN AND BUDGET
BUDGET GRAPHICS AND SUMMARIES
REVENUES VERSUS EXPENDITURES
Revenues
Revenues determine the capacity of a city to provide services. Important issues to consider are growth, diversity, reliability,
flexibility and administration. Under ideal conditions, revenues would be growing at a rate equal to or greater than the
combined ef€ects of inflation and expenditures. They should be sufficiently flexible (free from spending restrictions) to allow
necessary adjustments to changing conditions. They should be diversified by source so as not to be overly dependent on
residential, commercial, indusuial or external funding sources such as federal and state grants. User fees should be regularly
evaluated to cover the cost of services at the levels established by City Council policy.
Overall revenues arc increasing at an average annual rate of approximately 3.7% per year or $2.5 million per year. This can
be attributed to economic growth (sales tax, property tax, development and construction fees, etc.) one-time federal and state
grants, to an approved increase in the business license ta.x rates approved by the City Council in 1995, the receipt of federal
transit funds to finance the City transportation services and an increase in water senice fees.
Expenditures
Expenditures are an approximate measure of the City’s service output. Generally, the more a city spends in constant dollars,
the more service it is providing. The reasoning does not take into account how effective the services are or how efficiently
they are delivered. This first issue to consider is expenditure growth rate in order to determine whether a city is operating
within its revenues.
Because the City adopts a balanced budget, it would seem unlikely that espenditure growth would esceed revenue growh.
Nevertheless there are a number of subtle ways to have a balanced budget but create long-run imbalance in which e.\penditure
outlays and commitments are growing faster than revenues. Some of the common ways are to use bond proceeds for
operations, allocate small amounts from intergovernmental grants, borrow or use reserves. Another way is to defer
maintenance of streets, buildings, and other capital stock or defer funding future liability such as worker’s compensation.
Ideally, the City will have an expenditure growth rate that does not exceed its revenue growth rate and will have the
maximum flexibility to adjust to changing conditions.
Over four years the City’s operating expenditures are anticipated to increase at a rate of 3.7% or 6 I .3 million per year. In
addition, bulk power purchases will increase at a rate of 2% or $546,000 per year. The capital expenditures and debt
financing are funded with bond proceeds or fund balance set aside to finance capital projects.
c-2
1995-97 FINANCIAL PLAN AND BUDGET
FUNDING SOURCES -ALL FUNDS COMBINED
I 1995-96 ALL FUNDS COMBINED - $84,545,408 I
Tax Revenues
Licenses and Permits
Fines and Forfeitures
InvestmentProperty Revenues
Revenue from Others
Service Charges
Other Revenues
Sl6.245.478 $1 6,508.985 $17.663.1 Do si7.8~,500
41 0,954 =.m 381,300 381,300
100,550 86.400 93,400 93,400
1.516.148 1,485,200 1,991,200 1,991,200
4.276,l W 5,568.477 6,757,440 6.21 8,740
44,663,124 46,175.906 47.61 7.455 47,596,455
676.785 557.01 0 332.479 154.850
Public safety
Public Utilities
TG.%?SportatiOll
Leisure, Cul!ural& Social Services
Communrty & Economic Development
General Government
Bulk Power Purchase
Other Purchases
Capital Projects
$9,646,101
10.572,366
2,626,932
3,732,720
1.582.958
6.980.71 7
26.=.666
m.003
435.645
$1 0,141,795
12,270,484
2.763.735
3,963,478
1,547.539
26,709.000
8.51 0,429
4.308.055
$10,173,730
12,590,115
3.0m ,635
4.1 99.31 0
1,815,085
8.790,211
26,393,500
14.1 84.425
$10,217,905
12,392,890
2948,560
4.208.435
1.757.750
8.798.399
28,744.500
12,297.847
OTHER SOURCES (USES)
11%
ENUES
INVErnf
PROPERTY
REVENUES
REVENUE
FROM
OTHERS
CHARGES
PUBLIC
PUBLIC LmmEs TRANSPORTATION
GOVERHMEHT
~
BULK POWER
c-3
1995-97 FINANCIAL PLAN AND BUDGET
GENERALFUNDREVENUE8EXPENSE
1 , 1995-96 GENERAL FUND REVENUE 8 EXPENSE - $22.841 (In Thousands) 1
REVENUE 9,354 10,975 13,221 13,345 15.345 15,854 17,596 19,299 18.923 21,365 21,926
EXPENSES 10,027 11,016 11.839 13,230 14.015 14,967 17.364 18,878 20,767 21,365 21,926 I
1
198us 198S-M 1- 1ma 1- 1-90 1-91 1991-92 1992-93 1993-94 1-95 1-96 IS97
EJ Revenues 0 Expenses
1995-97 FINANCIAL PLAN AND BUDGET
GENERAL FUND TAX REVENUES
I. 1995-96 GENERAL FUND TAX REVENUES - $14,650,000 1
'sales Tax
Property Taxes
Public Safety Sales Tax
Transient Occupancy Taxes
Business Tax Receipts
Franchise Taxes
Real Property Transfer Taxes
s!j5,po,91 9 S5,270,000 %,=,oOo 8.670,oOo
3,944,715 2.629.800 2,145,000 2,207,500
97,943 137,900 137.900 137,900
246,649 242.600 262.000 2f=.OOo
91,826 =,m 550,OW 780,000
4.861.510 5,809,500 5.917.100 5.917.100
68,145 =.OOo 78,000 78.000
PROPERTY TAXES
PUBUC SAFm SALES TAX
TRANSIENT OCCUPANCY TAX
SALES TAX
TRANSFER TAX
FRANCHISE TAXES
c-5
1995-97 FINANCIAL PLAN AND BUDGET
BUDGET GRAPHICS AND SUMMARIES
Utility Services
There are a variety of indicators that are used to measure performance and earning capability of the utilities. These indicators
are valuable in assessing the financial strengths and weaknesses of these services relative to other enterprises.
Common indicators utilized are operating ratios and debt coverage ratios which provide measures of profitability and debt
service coverage and debt service safety. Coverage levels demonstrate both current and prospective repayment ability while
safety margins denote additional levels of protection.
As demonstrated on the following pages, the City’s utilities have had significant surpluses in prior years which has narrowed
in the last three to four years to the point that in 1996-97 the City projects a small deficit. In 1995-96. the total operating
revenues of the City’s utilities are projected to increase 3% or approximately $1.2 million while espenditures are projected to
increase 5% or $2.1 million. The increase in revenues is due primarily to expansion and rate increases in the water and
sewer service. The increase in expenditures is due primarily to an increase in the cost of power purchased for the electric
service.
The number of utility customers is increasing at a rate of 1% to 2% per year but not as dramaticall). as in past years which
experienced growth of 3% to 6% per year.
Additional analysis and information regarding the City’s utilities will be the subject of a special study to be presented to the
City Council this Fall.
C-6
1995-97 FINANCIAL PLAN AND BUDGET
1 199596 ENTERPRISE FUND REVENUE 8 EXPENSE - $43.735 (In Thousands) 1
A
El Revenues Expenses
C-7
1995-97 FINANCIAL PLAN AND BUDGET
TOTAL unw CUTOMERS 8 PERCENT CHANGE
.. ' 1994 TOTAL UTILITY CUTOMERS 8 PERCENT CHANGE - $23.557 1
Total Customers 18.736 19,693 20,793 21,443 22,009 22,444 22.678 22,853 23.398 23,557
% INCREASE (DECREASE)
UTILITY CUSTOMERS
c 5
Q w n.
6%
5%
4%
3%
1%
0%
1985 1986 1 987 1988 1989 1990 1991 1992 1993 1994
YEAR
UTlUN CUSTOMERS
1985 : 986 1987 1488 1989 1990 1991 1992 1993 1994
YEAR
C-8
1995-97 FINANCIAL PLAN AND BUDGET
ELECTRIC KILOWATT HOURS PURCHASED AND SOLD
I 1997 ELECTRIC KILOWATT HOURS PURCHASED AND SOLD (In Thousands) 1
KWHPurchased 276,558 290,952 316.m 340,080 351,621 367,600 362,471 376.042 377.326 364,371 349,755 340,399 341,320
KWH Sold 265,337 278,929 300,325 319,652 336,238 353.825 362,074 362.090 362234 364,167 349,755 340,399 341,320 I
1
ELECTRIC KILOWATTHOURSPURCHASED AND SOLD
400.w
m.w
m.w
100.w
0
19115 19a9 1990 1991 1992 1993 1994 1995 1996
-+ KWH Purchased -x- KWH Sold I
I 1996 COST PER KILOWATT HOURS - $0.1089 I
COST PER =WAX HOURS
- Cost per KWH
C9
1995-97 FINANCIAL PLAN AND BUDGET
BUDGET GRAPHICS AND SUMMARIES
. ... . .
Population
Population growth is both good and bad. Growth increases demand for services, thus increasing espenditures; however, it
also increases revenues. Growth that results in quality development will more likely generate income above demands for
services.
The population growth of Lodi has steadily increased, albeit at a much slower pace than San Joaquin County. However, the
population growth in the County directly impacts the City of Lodi and the services it provides. Lodi's growth has outpaced
the growth in staffwhich reflects the cost control measures implemented by the City Council over the last two years.
c-10
1995-97 FINANCIAL PLAN AND BUDGET
PERMANENT POPULATlON
I 1990 PERMANENT POPULATION I
13,798 22,229 28.691 35.221 50.328
200,750 249,989 291.073 346,821 482854
z 0 2 2
0 a
PERMANENT POPULATION
1960 1970
YEARS
1980
- County - City
1990
c-1 1
1995-97 FINANCLAL PLAN AND BUDGET
CUMMULATNE AUTHORPED PERSONNEL TO POPUlATlON
I 1995-96 CUMMULATM AUTHORED PERSONNEL TO POPULATION 1
i -PERSONNEL +POPULATION 1
C12
1995-97 FINANCIAL PLAN AND BUDGET
AUTHORIZED PERSONNEL
I 1995-96 AUTHORIZED PERSONNEL I
AUIHORIZED PERSONNEL
1 --t Authorized Personnel I
C13
1995-97 FINANCIAL PLAN AND BUDGET
~~ ~ ~~~ ~ ~ ~ ~~
AUTHORIZED REGULAR POSITIONS BY MISSION
I 1995-97 AUTHORIZED REGULAR POSlTlONS 389 I
'ublic Safety
'uMic Utilities
'rawportation
.eisure. Cultural and Social Services
hmunity Development
jeneral Government
151.0
75.0
27.0
49.0
25.5
64.0
151.0
73.0
24.0
45.0
25.0
61 .O
154.0
72.0
25.0
48.0
25.0
65.0
157.0
72.0
25.0
48.0
25.0
65.0
GENERAL
C-UNITY
DEVELOPMENT
LEISURE
CULTURAL 6
SOCW SERVICES
TRANSPOI
PUBUC
U T I U f I E S
C-14
1995-97 FINANCIAL PLAN AND BUDGET
CHANGE IN PERSONNEL
1995-96 CHANGE IN PERSONNEL 1
AUTHORIZED PERSONNEL
(Percentage or Cbge)
-.-
I I I t- Personnel
c-15
1995-97 FINANCIAL PLAN AND BUDGET
BUDGET GRAPHICS AND SUMMARIES
..
Taxable Property Values
Property value is important because property ta.. is a significant City revenue. Cities ekFeriencing population and economic
growth are likely to experience growth in property values in the short-term, the supply of housing is fised and the increase in
demand due to growth will force prices up. The reverse tends to be true of declining areas.
The extent to which declining property values affect city revenues will depend on the city’s reliance on property tax In Lodi.
property tax is approximately 15% of general fund tax revenues and 24% of total tas revenues. The estent to which propeq
tax declines or increases reflects the economic health of the City is difficult to determine. However. all economic and
demographic factors tend to be closely related.
The assessed value of real and personal property within the City of Lodi is, pursuant to state law, established by the County
Tax Assessor. The assessed valuation is 1% of the actual value of the property. The City has enjoyed an increase each year
on the assessed value of taxable property. Dramatic increases of 13% occurred in fiscal year 1986-87 due to commercial and
residential development. However, this rate of increase has dropped down to 5% to 7% per year. The fbr increased
revenues from properry tax is dependent upon growth in the area of new consuuction. annesation and the annual increase in
property values which is limited to 2% annually by state constitution.
New Construction
This trend is measured simply by recording the aggregate dollar value of building permits over the past ten years. Building
permits tend to be good barometers of economic activily and vitality. If their number and value is declining. four general
reasons should be considered:
The trend reflects a national recession or decline in construction activity.
No land is available for new development.
The economic vitality of the city is eroding.
Rising impact fees are discouraging new development.
Ifthe first of these is applicable, the problem is likely to be shon term and. in any case. is beyond local control. The latter
three reasons however could foster economic difficulty for the city.
The value of building permits issued for new construction has vaned due to changing economic conditions as well as due to a
limited supply of residential and commercial propenies within lhe corporate limits. The City’s residential growth is limited
to 2% per year. As such, buildout will not occur tinder the City’s master plan.
C-16
1995-97 FINANCJAL PLAN AND BUDGET
CUMMULATIE TAXABLE PROPERTY VALUES
I 199394 CUMMULATIM TAXABLE PROPERTY VALUES f
CUMMUIATNE TAXABLE PROPERTY VALUES
C-17
1995-97 FINANCIAL PLAN AND BUDGET
NEW COMMERCIAL & RESiDENTlAL CONSTRUCTiON VALUES
. 1993-94 NNV COMMERCIAL 8 RESIDENTIAL CONSTRUCTlON VALUES (In Thousands)
RESIDENTIAL 46.612 40.873 46,518 41.909 30.925 16,335 10,863 102 10,276 3.844
COMMERCLAL 17.839 19,329 20.489 20.670 19.115 10.219 5,645 274 7,702 5,450
NEW COMMERCIAL & RESIDEFITIAL CONSIRUCTION VALUES
(m Thourds)
1- 198W 1986-87 198758 1988-89 1969-90 1-91 1991-92 1992-93 199394
Commercial Residential
C-18
Sedion D
OPEJRATING ACT.MTIES
1995-97 F"ANCLAL PLAN AND BUDGET
OPERATING ACTIVITIES
ovERvD%w
This Section lists and describes those Activities authorized to deliver services and are organized by mission.
This format allows the City to present the budget based on:
* Policies and goals which define the nature and level of senices required without emphasizing
Department organization and turf concerns. * Suitable activities for delivering services. * Objectives for improving the delivery of seMces.
* Identification and appropxiation of resourm required to conduct activities and accomplish objectives.
The presentation of the City's operating expenditures is organized along "mission lines" using a pwd
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 oragmizational
(department) boundaries and aimed at major missions. The six missions in the hand plan are:
* Publicsafety * Leisure, Cultural and Social Services
* Publicutilities * Community and Economic Development * Transpon'ation * General Government
Program - A grouping of related activities within a functional area such as police protection within
Public Safety or electric service within Public Utilities.
Activities - The basic unit of service delivery provided to accomplish missions, goals, and objectives.
Task - Significant sub-activities conducted to deliver services.
The following is an example of the relationships between Missions, Programs, Activities, and Tasks:
Mission: Public Utilities
Activity: Electric Utility Administration
Task: Supervision of Department staff
program: Electric service
D- 1
1995-97 FINANCIAL PLAN AND BUDGET
OPERATING ACTIVITIES
Mission and Program Reswnsible Office Primarv Funding Source
Public Safety
Police Protection
Fire Safety
Other Safety Services
Public Utilities
Wastewater Utility Services
Water Utility Services
Electric Utility Services
Streets and Flood Control
Street Lights
Municipal Transit System
Leisure, Cultural and Social Services
Parks and Recreation Services
City Library
Community Center
Child Care Services
Transportation
Community and Economic Development
Planning
Construction Development:
Engineering
Constmction Regulation
Economic Development
Legislation and Policy
General: Administration
City Manager
Public Works Administration
General Government
Legal Services
Records Admin & Elections
Administrative Services
Personnel Administration
Risk and Solid Waste Management
Information Systems
Finance Administration
Organizational Support Services
Field Services
Building Maintenance
Police
Fire
Public Works
Public Works
Public Works
Electric
Public Works
Electric Utility
Administration
Parks and Recreation
Library
Administration
Parks and Recreation
Community Development
Public Works
Community Development
Administration
City Clerk
Administration
Public Works
City Attorney
City Clerk
Personnel
Administration
Administration
Finance
Finance
Public Works
Equipment Maintenance and Motor Pool
General Support Administration
General Liability Administration
Other Insurance Administration
Benefits Adminkration Personnel
Public Works
Non-Departmental
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
General Fund
General Fund
General Fund
General Fund
General Fund
General Fund
General Fund
General Fund
General Fund
General Fund
Self Insurance Fund
Self Insurance Fund
Benefits Fund
D-2
1995-97 FINANCIAL PLAN AND BUDGET
OPERATING AC'Ln?TIES
The information in an Activity Description includes the following elements:
Department Title - The Mission Title, Activity Name, Department responsible for program administration,
Program and Primary Fund Source
Activity Description - Activity purpose, goals and objectives are described in this part.
Activity Costs - Four years of historical and projected expenditures for the last fiscal years, the actual for
1993-94, the current Budget for 1994-95, the Requested Budget for 1995-96, and the Proposed Budget for
199697. Activity costs are divided into five cost categones by object code:
1.
2.
3.
4.
5.
Personnel Services - These are salary expenditures for all regular employees, part-time employees,
temporary employees and contract employees ( as well as their related costs, benefits, and overtime)
paid through the City's payroll system.
Utilities and Communications - All expenditures for utilities and communications.
Supplies, Materials & Services - All expenditures for the purchase of supplies, material and Services
neceSSary for the conduct of day-to-day operations.
Minor Equipment - Expenditures for all purchases of equipment greater than $3,000 but less than
$10,000. New capital purchases or projects with a cost in excess of $lO,OOO are included in the
appropriate capital improvement budget.
Other - Expenditures for special purposes payments such as taxes, donations, etc.
Staffing Summary - A summary of actual, budgeted, requested and proposed staffing. This is a four year
summary of authorized regular positions by activity. As such, staffing is based on organization and not cost
centers. Staff positions will be assigned to activities in which the employee is expected to spend 50% or
more of their time. For enterprise fund employees the "whole person, whole place" rule is for the total
enterprise fund, i.e. employee time may be distributed based on level of effort.
Significant Expenditure and Staffing Changes - This section provides a summary of any significant
expenditure and staffing changes. A si-onificant expenditure and staffing change is defined as a change that
meets the following criteria:
Any change in regular staffing
Significant one-time costs
Major service curtailments or expansions
Changes in opemtions that will si,gificantIy affect other departments or customer services
Changes that affect current policy
Dollar parameters vary by Department; however, changes that increase Activity costs by more than
$5,000 should be considered a major expenditure change
Major Objectives - This is a list of significant objectives nece~~ary to improve or change service delivery,
including Capital Improvement Budget projects that will be managed by the Activity.
D-3
Operating Activities
ExPmrruREsuMMARIEs
199597 FINANCIAL PLAN AND BUDGET
OVEFWEW
The following expenditure summaries are provided to highlight the financial relationships between missions
and programs as well as to summarize the overall activity budgets. This summary is presented at the
mission, program and activity level.
Expenditures By Mission
* Summarizes operating expenditures at the mission and program level
Expenditures By Activity
* Summarizes operating expenditures at activity and groups these expenditures by program and mission
D-4
1995-97 FINANCIAL PLAN AND BUDGET
OPERATING BUDGET BY MISSION
Public Safety
Police Protection
Fire Safety
Other Safety Services
Total Public Safety
Public Utilities
Water Utility Services
Wastmvatcr Utility Services
EIect~ic Utility Services
Total Public Utilities
Transportation
Strats and Flood Control
Transit
Total Transportation
Leisure, Cultural & Social Services
Parks and Recreation
Recreation Division
Parks Division
Cultural services
Social Services
Total Leisure, Cultural & Social Services
Community & Economic Development
Planning
Construction Dcvclopment
Economic Development
Total Community & Economic Development
General Government
Lgislation and Policy
Gencral Administration
Legal Services
City Clerk Serviccs
Administrative ScMces
Organizational Support Services
Non-Departmental Services
Total General Government
TOTAL OPERATING BUDGET
6,657,245 6,737,160 6,332,657
3,298,426 3,370330 3,SO 1,560 3,465,820
15.018 15,900 14.925 14,925
9,646,101 10,141,795 10,173,730 10,217,905
6,755,565
2,209,995 2,005,809 2,240,190 2,111,720
6,166,127 7,804,660 7,782,900 7,757,950
10,572,366 12270,484 12,590,115 12,392,890
2,196,243 2,460,015 2,567,025 2323220
2,170,905 2,254,090 2,355,440 2294,115
456,027 509,645 665,195 654,445
2,626.932 2,763,735 3,020,635 2,948,560
614,436 57 1,705 628,690 628,090
817,104 931,361 926,700 9 17200
837,781 875,089 822,955 821,555
1372,370 1.48 1,268 1,698,565 1,692,340
9 1,029 104,055 122,400 122,450
3,732,720 3,963,478 4,1993 10 4,181,635
305,679 3 19330 338,540 333,550
1,205,696 1201294 1,289,400 1282,650
66,020 175,890 404,790 379,790
1,577,395 1,6963 14 2,032,730 1,995,990
70,277 74,150 78,180 78,180
498,OS 1 4963 1 5 522,670 5 19,720
172,083 2 17,640 244,705 244,705
156,330 155330 142,525
1,920,492 1,980,88 1 2,160,806 2,107,699
1,754,193 1,645,705 1,726,245 1,732,895
143,030
2237,680 3,681,898 3,697,430 3,696,130
6,808.1 06 8,239,014 8,573,066 8,535,659
n5
1995-97 FINANCIAL PLAN AND SUMMARY
OPERATING BUDGET BY ACT'MTY
Public Safety
Police Protection
Police Administration
Police Operations
Police Investigations
Animal Shelter
Fm Administration
Fm Prevention
Training
Special Services
Otha Safety Scrvices
Graffiti Abatement
Fire Safety
Total Public Safety
Public Utilities
Water
wastewater
Electrical
Water Utility Smiccs
Wasterwater Utility Services
Electric Utility Services
Total Public Utilities
Trensportation
Strats and Flood Control
Strut Maintenance
Strect Trces
Strcet Cleaning
Parking Lot Maintenance
Stom Drains
Transit
Transit
Total Transportation
Leisure, Cultural& Social Services
Parks and Rarcation
Parks and Rarcation Commission
Parks and Rmrcation Administration
Playgrounds
IndoodOutdoor Activities
Aquatics
Adult Sports
Concessions
Sports Facilities
Parks Division
Lodi Lake Park
Recreation Division
YouthiTem sports
specialty Classcs
866,48 1 932,610 8 18,400 797,785
3,762J29 4,173,895 4273,93 5 4,468,695
1,616,499 1,555,895 1,377,880 1,383,800
87,449 93,165 87,030 86,880
2,959.415
195,773 202,420 213245 259,950
922 94,565 95550 95550
122335 152,205 150.905
3,101,731 2.95 1.01 0 3,040,560
15,018 15,900 14,925 14,925
9,646,101 10,14 1,795 10,173,730 102 17.905
2 240,190 2.1 11,720 2209,995 2,005,809
2,196,243 2,460,O 15 2,567,025 2,523220
6,166.127 7.804.660 7,782,900 7.757950
10,572366 12,270,48-1 12590.1 15 12292,890
1,666,499 1,897,800 1,856,850 1,795,045
153376 20 ,Ooo 120,000 120,000
190,00 1 15 1,725 159,740 159,390
8352 5,350 7.155 7,155
152,276 179215 2 1 1,695 212325
456.027 509,645 665,195 654,445
2,626,932 2,763,735 3,020,635 2,948,560
6 14,436
71306
90.353
28,800
128,766
79,982
23,007
20,62 1
374.269
134,078
1.550
570.155
74,520
112,695
34,655
190,360
107205
26,000
20,000
365,926
139,825
14,900
613,790
112,750
121360
38,450
149,445
76,305
26,150
20,000
382,240
140,585
17,100
610,990
114,000
121360
39,950
143,445
76,305
26,150
20,000
375,990
140,585
.. . LU
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1995-97 FINANCIAL PLAN AND BUDGET
OPERATING BUDGET BY AflIWTY
General Liability
ma Insurances
Benefits Administration
Workers Compensation
Total General Government
TOTAL OPERATING BUDGET
176,156 585,690 4 10,225 4 10,225
0 18,940 20,475 20,475
66263 2,07 1,270 2,130,010 2,130,010
1528,007 728375 850,025 850,025
5280,099 73 10,639 7,723,041 7,685,634
D8
PUBLIC SAFETY
PUBLIC SAFETY
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
ACTIVITY:
DEPARTMENT: ..
348.666 389,285 389,115 389.115
20.579 14,900 27,000 27,000
490,075 528,425 398,285 377,670
7,161 4,000 4,000
Police Administration
Pplice
Other Payments
PROGRAM: Police Protection
FUND: General Fund
I I I'
ACTIVITY DESCFUX73ON
Regular Positions:
Police Chief
Police Lieutenant
Department Secretaq
Administrative Assistant
Communitv Service O&cer
Police Administration is responsible for the 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 five
major elements:
1 1 1 1
1 1 1 1
1 1 1 1
1 1 1 1
2 2 2 2
Police department leadership. Develop, implement and maintain police department policies; prepare department
budget; fiscal management and grant administration; statistical analysis; recruitment and screening of new police
officers; plan ways to meet new demands for police services (55 percent of the activity).
Total
Training. Schedule and coordinate in-service and off-site mandated police training (5 percent of the activity).
6 I 6 I 6 6
Crime prevention and education. Develop and coordinate public relations efforts to inform and educate citizens in
self-protection and prevention of victimization (20 percent of the activity).
Personnel administration. Coordinate and administer personnel policies and programs; advise and assist employees
with personnel matters; maintain department personnel records; process personnel actions and payroll changes (20
percent of the activity).
D-9
PUBLIC SAFETY
ACTTVITY:
DEPARTMENT:
Police Administration
Pplice
PROGRAM Police Protection
FUND: General Fund
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
* 1995-97 Purchase laser jet printer ($4,000)
* * * * * * * * * * * * * * *
1995-96
1995-96:
1995-96:
1995-96:
1995-96:
1995-96
1995-96
1995-96
1995-96
1996-97
1996-97
1996-97
1996-97
1996-97
1996-97
Expand Community Oriented Policing
Revise Department Policy and Procedure Manual
Expand Police Partners Program
Coordinate legislation efforts
Expand Police Reserve Officer program
Implement mobile data terminals and lap top computers to enhance efficiency
Initiate Street Crimes Unit
Pursue State and Federal grant money
Network with other City departments in crime prevention
Expand Police Reserve Officer program
Enhance police department radio system
Pursue State and Federal grant money
Continue to network with other City departments
Update police department computer system
Continue proactive approach to crime prevention
RELATED COST CENTERS
Police Administration (10-103.01)
Police "Partners" Volunteer Program (10-103.04)
Crime Prevention Fair (10-103.10)
Asset Forfeiture (23-103.01)
Vehicle Theft (23.1-103.01)
D-10
PUBLIC SAFETY
Minor Capital
Other Payments
Total
ACTIVITY:
DEPARTMENT: ..
6,926 14,125
3,762.228 4,173,895 4,373,935 4,468,695
Police Operations
Police
PROGRAM: Police Protection
FUND: General Fund
ACTIWTY DESCIWTION
The police operations activity maintains public order, apprehends law violators, incarcerates criminals, enforces traffic
regulations, and operates and maintains the city's emergency communications and dispatching services. Activity goals are:
1) general public compliance with local, State and Federal laws; 2) timely response to calls for service; 3) safe and efficient
traffic circulation; 4) freedom from crime for citizens and visitors to the City; and, 5) successful suppression of criminal
conduct. This activity has 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 Mi; respond to service calls; and, apprehend law
violators (70 percent of the activity).
TMc patrol. Provide traffic patrols to enforce local and State traffic and vehicle regulations; issue citations; respond
to traffic accidents; and, enforce local parking regulations (5 percent of the activity).
Extraordinary police response.
percent of the activity).
Respond to major disturbances and high risk incidents, arrests, and searches (3
Auxiliary police administration. Manage, coordinate and mobilize volunteer officers based on the demand for service
and staffing requirements (2 percent of the activity).
Communications. Receive calls for public safety services (police, fire and ambulance); dispatch and coordinate the
public safety response; and maintain records of communication activity (U percent of the activity).
Jail services. Receive, process, hold, care and feed prisoners booked into the Lodi jail (7 percent of the activity)
I Staffin 4,155,470 I 4,352,895 I 4,445,825
Utilities and Communications I I 1 I Suuulies. Materials and Services T 8.878 T 4300 21040 T 22870 1
D-11
PUBLIC SAFETY
ACTIVITY:
DEPARTMENT:
Police Operations
PQlice
PROGRAM: Police Protection
FUND: General Fund
Temporary Positions: I I I
Full-time equivalents .37 0 0 0
SIGNIFXANT EXPENDITURE AND nAFFING CHANGES * 1995-97: Street Crime Unit ($254,800) * 1995-97: Purchase operations software ($7,300) * 1995-97: County Wide Bomb Squad ($3,500)
1995-97 ACTIVITY OBJECTIVES * 1995-96 Implement community oriented policing * 1995-96 Promote police-community partnership * 1995-96 Focus on neighborhood and business districts crime prevention * 1995-96 * 1995-96 Educate the citizens to social problems
RELATED COST CENTERS
Develop comprehensive interventions for gangs, drugs and hate crimes
Police Operations (10-103.02)
Auxiliary Police (10-104.01)
D-12
PUBLIC SAFETY
Stafiing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
ACTIVITY:
DEPARTMENT:
1,614,492 1,553,895 1,366,880 1,366,900
2.007 2.000 7,000 10,700
4,000 6.200
Police Investigations
PQlice
Other Payments
PROGRAM. Police Protection
FUND: General Fund
I I
ACTIVITY DESCRZPTION
Total
The police investigations activity conducts investigations of felony crime; develops and maintains case records, reports and
evidence; maintains recofds and reports on criminal activity and persons; and, crime suppression. Activity goals include: 1)
early identification, suppression and/or arrest of felony crime and persons; 2) timely investigation of crimes and criminal
activity; 3) successful prosecution of apprehended criminals; and. 4) freedom from crime and criminal activity for citizens
and visitors to Mi. This activity has seven major elements:
1,616,499 I 1,555,895 1 1,377,880 I 1,383,800
General investigations. Conduct and coordinate investigations of felony and some misdemeanor crimes or criminal
activity; develop case records and reports; obtain and secure evidence; conduct follow-up investigations as required;
and make arrests (30 percent of the activity).
Narcotics investigations and suppression. Coordinate and conduct investigations of violations of Federal and State
illegal drug regulations; and, identify, suppress and arrest persons engaged in the illegal manufacture, transportation,
distribution and/or use of controlled substances (20 percent of the activity).
Suppression of gang activities. Identify and develop contacts with gang members; develop programs to promote
responsible and constructive activity and citkhip by young peopie; and, respond to community concerns and issues
regarding gang activity (20 percent of the activity).
Evidence administration. Receive, catalog, organize and maintain evidence obtained during criminal investigations
for prosecution of criminal offenses (5 percent of the activity).
Court liaison. Coordinate and prepare documents, reports and evidence for courts (5 percent of the activity).
Recordkeeping. Update and maintain case reports and mest records; and provide information to other agencies and
public as required (10 percent of the activity)
Crime Prevention. Develop and coordinate public relations efforts to inform and educate cih in crime prevention
and prevention of victimization (10 percent of the activity).
,
D-13
ACTIVlTY
DEPARTMENT:
Police Lieutenant
Police Officer (Detective)
Police Sergeant
Service Division Supervisor
Community Service Officer
Police Investigations
PQlice
1 1 1 1
1 1 1 1
14 14 14 14
1 1 0 0
5 2 2 2 1
PROGRAM: Police Protection
FUND: General Fund
Police Records Clerk I 7 1 8
Regular Positions: I I I
Police CaDtain 1 1 1 1 t
8 I 8
SlGNlFICANT EXPENDITURE AND STAFFING CEANGES * 1995-97 Purchase evidence fkeezer ($4,000) * 1995-97 Purchase fax machine ($3,700) * 1995-97 purchase copy machine ($6,200)
1995-97 ACTIVITY OBJECTlVES * 1995-96 * 1995-96 Expand the use of citizen volunteers * 1995-96 * 1995-96 Assess Community concerns and priorities regarding criminal activity * 1995-96 Analyze functions and responsibilities to streamline services
Support to Opesations Division by conducting comples andlor long term investigations
Work closely with schools and community organizations to reduce gang influence
RELATED COST CENTERS
Police Investigations (10-103.03)
Drug Suppression Grant (10-103.05)
Drug Suppression - City Match (10-103.06) eliminated in 1994195 FY
CRACNET (10-103.07)
CRACNET - City Match (10-103.08)
Special Investigations (10-105.01)
D-I4
PUBLIC SAFETY
Supplies. Materials and Services
Minor Capital
Other Payments
Total
ACTIVITY:
DEPARTMENT:
9,462 I 10.830 7,000 6,850
87.449 93,165 87.030 86,880
Animal Shelter
Police
Total
Temporary Positions:
PROGRAM: Police Protection
FUND: General Fund
2 2 2 2
ACTIVITY DESCRIPTION
Full-time equivalents 0 0 0 0 6
The Animal Shelter activity is responsible for controlling dogs and cats; impounding of loose, stray or unwanted animals;
disposal of dead animals found on City streets; and recording and reporting animal bites and suspected cases of rabies.
Activity goals include: 1) responsible control of dogs and cats by owners; 2), enforcement of City's animal control
ordinances; and, 3) timely response to calls for assistance. This activity has two major elements:
Animal control. Enforcement of City's animal control ordinances; and removal of dead animals found on City streets
(75 percent of the activity).
Animal shelter. Collecting, returning and disposing of lost and stray animals found on City streets and parks
percent of the activity).
Staffing I 76,424 I 80,985 I 78,445 I 78,445
Utilities and Communications 1,563 I 1,340 I 1,585 1 1,585
Regular Positions:
Animal Control Officer 1 1 1 1
Assistant Animal Control Officer 1 1 1 1
SIGNIFICANT EXPENDIlZTRE AND nAFFING CHANGES
None
1995-97 ACTIVITY OBJECTIVES
None
RELATED COST CENTERS
Animal Shelter (10-101.01)
D-15
PUBLIC SAFETY
ACTIVITY Administratiofimergency Response PROGRAM: Fire Safety
DEPARTMENT: Fire FUND: General Fund
Staffing
Utilities and Communications
Supplies, Materials and Senices
Minor Capital
ACTIVITY DESCRIPTION
2.814,467 2,65 5,490 2,734,660 2,734,660
24,937 19,255 27,845 27,845
260,359 232,730 271,270 190,125
1,468 42,750 6,000 6.000
The fire administration activity plans, directs and evaluates all fire department programs and their activities; and, protects
life and property by responding to medical emergencies, fires, hazardous material incidents, and other emergencies.
Activity goals are: 1) responsive, effective and efficient fire department programs; 2) maintaining long-term facility and fire
service plans; 3) timely response to ds for fire services; 4) no loss of life from reported emergencies; and, 5) minimal
property damage from reported emergencies. This activity has eight major elements:
Total
Advance planning. Anticipate community needs for fire services and scheduling required changes in facilities,
equipment and staffing; prepare drawiugs of buildings; and. identify special hazards within or near the City (5 percent
of the activity).
3,101,731 I 2,951,010 I 3,040,560 I 2,959,415
P~~soM~ administration. Recognizing and rewarding good performance; interpreting personnel policies; providing
advice on personnel matters; documenting personnel actions; developing internal policies and procedures (10 percent
of the activity).
Financial administration. Prepare and monitor the fire department budget; authorize payment to vendors, prepare
purchase requests; ensure adherence with purchasing regulations (5 percent of the activity).
Medical emergency response.
personnel (57 percent of the activity).
Provide victims of acute trauma and illness with basic life support from certified
Fire emergency response. Answer fire emergency calls and suppress fires (U percent of the activity).
Hazardous material emergency response. Contain and mitigate hazardous materials spills (2 percent of the activity)
Rescue. Free trapped victims in wrecked vehicles, caved-in trenches. colIapsed buildings and other confined spaces (1
percent of the activity).
Equipment maintenance. Maintain, test and inspect equipment,. apparatus, hoses, tools and vehicles essential to
providing fire safety services (7 percent of the activity).
D-16
PUBLIC SAFETY
ACTIVITY:
DEPARTMENT:
AddstrationfEmergency Response
Fire
PROGRAM: Fire Safety
FUND: General Fund
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
* 1995-96: Department Secretary ($26,400) * 1995-96: Department team building ($15,000) * 1995-96 Decontamination Centers ($7,500) * 1995-96 Day room furniture ($6,000)
1995-97 ACTIVITY OBJECTIVES
* 1995-96: Evaluate services to identify savings and efficiencies * 1995-96: Correct deficies in the communication, information system network * 1995-96: Conduct fire station location study * 1995-96: Conduct department wide team building sessions * 1996-97: Develop architectural drawings for new fire station
RELATED COST CENTERS
Fire Administration (10-201.01)
D-17
PUBLIC SAFETY
Administrative Officer
Fire Division Chief
ACTIVITY: Fire Prevention
DEPARTMENT: Fire ..
1 1 0 0
0 0 1 1
PROGRAM: Fire Safety m: General Fund
Administrative Clerk 111 1
ACTMTY DESCRIPTION
1 1 1
The fire prevention activity administers and enforces fire and life safety codes; determines the cause of fires; and,
investigates and prosecutes arson caused fires. Activity goals include: 1) elimination of fire hazards from buildings,
equipment and properties; 2) safe handling and containment of hazardous material; and, 3) broad public awareness about the
dangers of fire and hazardous material. This activity has four major elements:
Temporary Positions: I
Fire hazard inspection and abatement. Periodically inspects commercial, government and industrial sites for fire
hazards and responds to citizen complaints about fire hazards (75 percent of the activity).
I I
* Fire and arson investigation. Investigating all reported fires to determine causes and possible prevention measures (5
percent of the activity).
Full-time eauivalents 0
* Building plan review. Reviews development projects and building plans for conformance with fire safety codes (15
percent of the activity).
0 0 0
Public education. Presents fire safety education classes in schools, hospitals and convalescent homes (5 percent of the
activity).
D-18
ACTIVITY: Fire Prevention
DEPARTMENT: Fire
PROGRAM: Fire Safety
FUND: General Fund
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
* 1996-97: Fire Inspector ($49,905)
1995-97 ACTIVITY OBJECTIVES
*
* 1995-97: Conduct required inspections * 1995-97: Deter increasing arson fires
1995-97: Reorganize the fire prevention bureau to meet demand for service
RELATED COST CENTERS
Fire Prevention ( 10-20 1.03)
D-19
PUBLIC SAFETY
Sang
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments
Total
ACTIVITY:
DEPARTMENT: ,
81,715 79,170 79,170
160 160
992 12,850 16,220 16,220
992 93,565 95,550 95,550
Training
Fire
PROGRAM: Fire Safety
FUND: General Fund
ACTIVITY DESCRDTION
The training activity develops, manages, schedules and coordinates fire department training. The activity goal is to have
well-trained and knowledgeable fire employees. This activity has four major elements:
In-service training.
introduce new methods; maintain skills and technical knowledge; and, maintain drivers Iicenses (85 percent of the
activity).
Conducts and/or coordinates drills, tests, joint training exercises and classroom training:
Offsite trahing.
activity).
Schedules and coordinates conferences, workshops and certification classes (5 percent of the
Promotional testing.
preparation and administration of entry level and promotional examinations (5 percent of the activity).
Designs and administers tests for evaluating probationary firefighters; and, assists in the
bfim planning. Establishes criteria and standards for pre-fire planning, reviews documents for compliance with
standards. Schedules and coordinates suppression personnel in achieving pre-fire planning goals (5 percent of the
activity).
Fire Administrative Oficer 1 I 1 I 0 0
Fire Division Chief 1 0 0 1 1
Temporary Positions: I 1 I
Full-time euuivalents 0 0 0 0
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
None
1995-97 ACTNITY OBJECTIVES
* 1995-97 Establish skills maintenance program
RELATED COST CENTElRS
Training (10.0-201.05)
Weed Abatement (10-201.02)
D-20
ACTIVITY: Special Services
DEPARTMENT: Fire
Staffing 96.360 130,445 130,445
Utilities and Communications 480 805 805
Supplies, Materials and Services 15,595 20.955 19,655
Minor Capital 9,900
Other Payments
L Total 122,335 152,205 150,905
PROGRAM: Fire Safety
FUND: General Fund
Regular Positions:
Fire Battalion Chief
Total
Temporary Positions:
Full-time eauivalents
ACTNITY DESCRIPTION
0 1 I 1
0 1 1 1
0 0 0 0
The Special Services activity administers specialized programs and research projects. The goals of this activity are to ensure
fire department personnel are well-trained and equiped to provide medical, hazerdous material and special rescue services.
This activity has five major elements:
* Emergency medical services. Administers and managers the emergency medical system first responder training,
infection control and bloodborne pathogen program; purchase and maintenance of emergency medical equipment
and supplies; and, develops and implements emergency medical service practices used by personnel (15 percent of
the activity).
* Hazardous material services. Administers and manages first responder hazardous material training; coordinates
and supervises hazardous material response team; coordinates City's hazardous material storage and use; and
coordinates City's hazardous material emergency response with County and other regional agencies (40 percent of
the activity).
* Special rescue services. Administers and manages confined space rescue training; and, develops other special
rescue procedures as required (heavy rescue, urban search and water rescue) (25 percent of the activity).
* Fire rescue training. Administers and manages the six week training academy; quarterly evaluation, six month
testing and final testing and evaluation of probationary employees (10 percent of the activity).
Special studies. Conducts special studies as required (10 percent of the activity).
D-21
ACTIVITY: Special Services
DEPARTMENT: Fire
PROGRAM: Fire Safety
FUND: General Fund
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
None
1995-97 ACTIVITY OBJECTIVES
* 1995-96: Provide in-house certification for EMT * 1995-96: Complete hazardous materials response program * 1995-96: Establish a confined space rescue program
RELATED COST CENTERS
Special Services (10.0-201.06)
Fire Hazardous Materials Operation (10-201.04)
D-22
PUBLIC SAFETY
Staffing
Utilities and Communications
Supplies. Materials and Services
Minor Capital
Other Payments
Total
ACTMTY:
DEPARTMENT:
10,179 13,800 12,825 12,825
3,121 2,100 2,100 2,100
1,718
15,018 15,900 14,925 14,925
Graffiti Abatement
Public Works
Regular Positions:
None
Total
Temporary Positions:
Full-time equivalents
PROGRAM: Other Safety Services m: General Fund
0 0 0 0
0 0 0 0
.7 .7 .7 .7
ACTMTY DESCRIPTION
The graffiti abatement activity removes graffiti from public and private facilities which can be Seen from the public right of
way or from areas where the public has the right to be. Activity goals are: 1) to maintain property values;. 2) to suppress
gang activities; and 3) to ensure an attractive and safe community. This activity has three major elements:
Education and promotion. Educate public to services provided by City to remove gang related graffiti from
buildings, fences, and other structures; and promote citizen participation in the early reporting of gang graffiti (5
percent of the activity).
Obtaining releases. Identify and contact property owners of buildings, fences and other structures to obtain release for
City to remove graffiti (20 percent of activity).
Graffiti removal. Inspect highly vandalized areas on a daily basis: report to police: and, remove graffiti within 24
hours (75 percent of the activity).
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
None
1995-97 ACTIVITY OBJECTIVES
None
RELATED COST CENTERS
Graffiti Abatement (1 0-504.02)
D-23
PUBLIC UTlLITIES
PUBLZC UTILITIES
Work for Others
ACTMTY:
DEPARTMENT:
I 98,750 I 148,465 I 148,465
Water Utility Service
hblic Works
Other Payments
PROGRAM: Water Service
FUND: Water Fund
758,629 I 549,780 1 572,100 572.050
ACTNITY DESCRIPTION
Total 2,209,995 1 2,005,809 1 2,240,190
The water utility service activity provides potable water to approximately 23,000 residential, commercial and industrial
customers; and, provides water for adequate fire flows and pressures to fire hydrants, private fire suppression systems and
private on site hydrants. Activity goals are: 1) provide a reliabie supply of safe drinking water; 2) ensure prudent and
responsible water use; and. 3) provide well maintained pumping, distribution and treatment facilities and equipment. This
activity has five major elements:
2,111,720
Administration. Provides overall direction, supervision and planning for the water utility activity; prepares studies
and reports on water utility service operations and facilities; reviews and researches Federal and State water regulations
and legislation, grants, and treatment concepts; represents City on water related issues; and, coordinates and provides
liaison with other utilities, public agencies and private firms (15 percent of the activity).
Water conservation. Plans, promotes and enforces the City's Water Conservation Program; responds to complaints;
distributes water conservation material; and, develops and presents water conservation programs in schools (5 percent
of the activity).
Water production. Operates, repairs and maintains the City's water production system (25 wells and related
equipment); production of 4 112 billion gallons of water; and ensures compliance with Federal and State safe drinking
water standards (55 percent of the activity).
Water distribution. Operates, repairs and maintains 198 miles of water mains, 23,OOO customer service lines, 3,500
water valves, 1,675 fire hydrants, and 900 meters; monitors water for physical, chemical and bacteriological
characteristics; and, administers cross connection control program (25 percent of the activity).
Work for otherslcapital improvement. Constructs water main connections for new subdivisionsldevelopments;
installs fire service lines, hydrants and large water services; upgrades existing water systems including mains, fire
hydrants and well piping; and installs underground and above ground piping, conduits and related appurtenances at new
well sites.
1 Minor CaDital I 2.078 I 1.000 I 8.900 I 1.925 I
D-24
ACTIVITY:
DEPARTMENT: ..
Regular Positions:
WaterNaewater Superintendent
Water Utility Service
Public Works
.5 .5 .5 .5
PROGRAM: Water Service
FUND: Water Fund
Assist WaterNastewater SuDerintendent .8 8 6 5 1
SIG"T EXPENDITURE AND STAFFING CHANGES
None
1995-97 ACTNITY OBJECTIVES
* 1995-96: Develop new bacteriological sampling stations * 1995-96: Update water ordinance
* 1995-96: Evaluate low flow retrofit program * 1995-96: Develop standing groundwater graph
RELATED COST CENTERS
Damage to City Property (18415.02)
Water Administration (18451.01)
Water Production (18453.01)
Water Distribution (18454.01)
In-lieu tax transfers (added to 600 series)
TCEPCE Monitoring (18.0453.03)
Water Loan - Interest and Fees (18-060.01)
Water Conservation (1 8-451.03)
DBCP Monitoring (18453.02)
Fire Hydrants (18455.01)
Work for Others is salary (400 series)
D-25
PUBLIC UTILITIES
Utilities and Communications
Supplies, Materials and Services
Work for Others
ACTIVITY: Wastewater Maintenance
DEPARTMENT: Public Works
332,540 304,605 3 14,350 3 14,390
361,189 357,185 3 18,805 282,230
52-575 105.800 105.800
PROGRAM: Wastewater Services m: Sewer Fund
Minor Capital
ACTIVITY DESCRIPTION
13,289 I 11,070 1 7,500
The wastewater maintenance activity includes the administration and management of the Wastewater Utility; operation of
water pollution control programs and facilities; and conveying wastewater to treatment facilities. Activity goals are: 1)
efficient wastewater operations; 2) unintempted flow from source to treatment facilities without health hazard; 3) safe and
efficient treatment of wastewater that meets all Federal and State standards; 4) 100% land disposal for treatment effluent;
and, 5) compliance with State and Federal discharge requirements. This activity has six major elements:
Wastewater administration. Directs, supervises, and plans operation of the wastewater utility; prepares studies and
reports; reviews and researches State and Federal regulations and legislation on wastewater operations; represents the
City with other agencies and committees on matters regarding wastewater operations; coordinates liaison with other
agencies, utilities, and private firms; establishes sewer connection fees (35 percent of the activity).
Domestic collection system. Operates, repairs and maintains 165 miles of domestic collection systems (wastewater
mains, 3,650 manholes, 7 domestic pumping stations, and 23,000 service laterals); responds to customer complaints;
performs systematic rodding, hydrocleaning, and Ping wastewater mains and stonn drain lines (10 percent of the
activity).
Industrial collection system. Operates, repairs and maintains 10 miles of 30 inch outfall line, 2 miles of collection
facilities, one industrial wastewater lift station and five service connections (5 percent of the activity).
Work for others/Capital Improvements. Construct, replace or restore deteriorated wastewater mains and manholes;
construct new manholes to ease maintenance requirements; and, perform minor capital improvement projects at White
Slough; and TVing of newly installed wastewater and storm facilities (0 percent of the activity).
Plant. Operation and maintenance of a facility which operates 7 days per week 16 hours per day and treats an average
domestic flow of 2.1 billion gallons and industrial flow of 260 million gallons per year; disposal of recycled biosolids
in accordance with discharge permit; training of personnel; and providing efficient wastewater service (48 percent of
the activity),
Laboratory. Analyzing untreated and treated wastewater; determining chemical, physical and bacteriological
characteristics of untreated and treated wastewater; evaluating treatment effectiveness; analyzing City drinking water to
determine physical, chemical and bacteriological characteristics; administering and enforcing pretreatment and the cross
connection control programs (2 percent of the activity).
I 1,074,949 I 1,092,900 I 1,086,720 I 1,083,020 I
I Total I 2.196.243 I 2.460.015 I 2-567.025 1 2.523.220 I
D-26
PUBLIC UTILITIES
ACTMTY: Wastewater Maintenance PROGRAM: Wastewater Service
DEPARTMEhT: Public Works mm: Sewer Fund
dministrative Clerk
Maintenance Worker 111 & I1
SIGh?FICAhT EXPENDITURE Ah' STAFFING CHANGES
None
1995-97 ACTNITY OBJECTIVES
* 1995-96: Reevaluate collection system preventive maintenance program , *
* 1995-96: Evaluate sewer pIant staffing schedule * 1995-96: Evaluate utilization of 11 sludge lagoon * 1995-96: Evaluate upgrading septic tank disposal site
1995-96: Reevaluate H2S04 problem in trunk and outfall sewer lines
RELATED COST CENTERS
Damage to Propeq (17-015.02)
Sewer Administration (17-401.01)
Sanitary System Maintenance (1744.01)
In-lieu tax transfers (add to 600 series)
Bond Debt Interest (17430.01)
hdustrial System Maintenance (17-404.02)
Plant Maintenance (1743.01)
D-27
PUBLIC lJTmTEs
ACTIVITY:
DEPARTMENT:
Electric Service Operations
Electric Utility
PROGRAM: Electric Services
FUND: Electric Fund
ACTIVITY DESCRIPTION
This activity provides electrical energy within the city limits for industrial, commercial, residential and municipal customers.
The operation and maintenance activities of the electric utility distribute electric power to city customers; maintain street
lights on a reimbursable basis; and, provide other reimbursable support services, electrical service support to the
water/wastewater utility and general government activities. The goals of the activity are: 1) to provide reliable, high quality
electric service at all times and at the lowest possible cost to the consumer; 2) promote efficient utilization of energy; 3) plan
and construct facilities to serve existing and projected loads; 4) maintain the system in a safe and economic condition; and,
5) operate the electric system in the most efficient manner possible. This activity has 3 major elements:
* Electric Power Production
Purchased power. Includes the cost of power purchased for resale and includes net settlements for exchange of
electricity or power (economy energy, off-peak energy, spinning reserve capacity, etc.) and includes net
settlements for transactions under pooling or interconnection agreements
* Electric Operation and Maintenance
Transmission. Includes cost of load dispatching, station expenses, overhead line expenses, underground line
expenses, transmission of electricity; and maintenance of structures, equipment, overhead lines, underground lines
and transmission plant.
* Distribution. Includes cost of load dispatching, line and station expenses; overhead lines; underground lines
meters, customer installations, and other distribution expenses; and, maintenance of structures, equipment,
overhead lines, underground lines, transformers, meters and other plant and equipment maintenance.
* Administration. Includes the cost of managing and directing the electric utility service to include insurance, in-
lieu taxes, advertising and liaison to other agencies.
* General Support Services
* Maintenance of street lights. Includes cost of replacing lamps, incidental cleaning of glassware and fixtures,
routine patrolling for lamp outages, extraneous nuisances or encroachments, testing lines and equipment including
voltage and current measurement, street lamp renewals and tool expenses.
* Eiectrical support to water/wastewata utility. Includes cost of maintaining electrical systems associated with
the City's water and wastewater operations.
D-28
PUBLIC UTILITIES
ACTIVITY:
DEPARTMENT:
Electric Services
Electric Utility
PROGRAM: Electric Services
FUND: Electric Fund
SIGNIFICANT EXPENDXTURE AND STAFFING CHANGES
None
1995-97 ACTIVITY OBJECTNES
None
RELATED COST CENTERS
Administration (16401.01)
Engineering (16-601.12)
Electrical Miscellaneous (16-602.40)
Street Light Maintenance (16403.03)
Hazardous Material Handling (16404.09)
System Maintenance - Underground (16-604.1 1)
System Opention ( 16604.13)
Damage to City Property (16-015.02)
Unidentified Returned Materials (164l96.01)
In-Lieu Taxes (16404.15)
Conservation (16401.03)
Customer Service Maintenance (16402.02)
Dawn to Dusk Lighting (16-603.02)
Bulk Power Purchase (16-6O4.02)
System Maintenance - Overhead (16-604.10)
Substation Maintenance (16-604.12)
Tree Trimming (16404.14)
Overhead (16-022.02)
Electric Miscellaneous (16-602.41)
D-29
TRANSPORTATION
TRANSPORTATION
Work for Others
Minor Capital
Other Paments
ACTTVITY Street Maintenance
DEPARTMENT: Public Works ..
436.3 10 525.845 469,340
108,160 96,400 105.400 107,100
PROGRAM: Streets and Flood Control
FUND: General Fund
ACTMTY DESCRIPTION
The Street Maintenance activity includes the administration and management support for the Streets Division and provides
street and alley maintenance; curb, gutter and sidewalk maintenance; and traffic control 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 four major elements:
Streets Administration. Providing the overall direction, supervision and planning for the Streets Division; preparing
reports and studies; coordinating, interacting, providing liaison with utilities, public agencies and private firms;
providing equipment maintenance and safety equipment; overseeing contracts; and promoting public relations (15
percent of activity).
Street Maintenance. Maintaining 167 miles of street and 16 miles of alleys which includes patching and sealing as
needed, subdivision oil treatment, repaving utility trenches and pavement cuts, and overlaying approximately 312,000
square feet of streets annually, as well as contracting for annual slurry sealing of approximately l,OOO,OOO square feet of
streets (60 percent of activity).
Curb, Gutter & Sidewalk Maintenance. Removing, replacing and repairing curb. gutter, sidewalk, handicap ramps,
and alley approaches; and patching existing sidewalks (5 percent of activity).
Traffrc Control Maintenance. Maintaining 4,750 street names, Warning, regulatory and guide signs; painting 9.6
miles of curbs, pavement legends, crosswalks, railroad crossings, and parking stalls; installing new signs and pavement
markings maintaining 46 signalized intersections and one flashing beacon intersection (20 percent of activity).
I -~ I Staffing 703,208 I 773,045 I 832.3 9fl 825.-
Utilities and Communications I 427,033 I 147,695 I 147,695 I 147,695
Supplies, Materials and Services I 428,098 I 444,350 I 245.520 I 245,520
D-30
TRANSPORTATION
ACTlVlTY: Street Maintenance
DEPARTMENT: public Works
PROGRAM: Streets and Flood Cwtml
FUND: General Fund
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
* 1995-96 Street Grinding ($15,000)
MAJOR 1995-97 OBJECTIVES
* 1995-96: Develop public works hazardous materials training program
* 1995-96: Update encroachment ordinance * 1996-97: Develop computerized inventory and record keeping system * 1996-97: Evaluate sidewalk grinding program
RELATED COST CENTERS
Street Administration (10-501.01)
Work for Others (10.0-501.02)
Alley Maintenance (10-503.04)
Sidewalk, Curb and Gutter Maintenance (10-503.05)
Traffic Control Maintenance (10-503.08)
Street Light Maintenance (10-503.10)
Stet Maintenance ( 10-503.0 1 )
D-3 1
ACTIVITY:
DEPARTMEhT:
Staffing
Utilities and Communications
Supplies, Materials and Senices
Minor Capital
Other Payments
Total
Strzzt Trees
Public Works
138,237
6.7 10 20.000 120,000 120,000
8.619
153,576 20,000 I 120,000 120,000
PROGRAM: Streets and Flood Control mm General Fund
Senior Tree Trimmer
Tree Trimmer
Total
Temporary Positions:
Full-time equivalents
ACTIVITY DESCRIPTION
1
2
3.6 0 0 0
0 0 0 0
The Street Tree activity is responsible for tre maintenance. This activity has one major element:
* Tree Maintenance. Pruning, trimming, restabg, and root surgery on the City’s 5,140 trees (consisting of 56
different species) in parkways, tree wells, public building grounds and public parking lots; remcving dead and
diseased trees; and responding during emergencies to downed private trees to clear power lines, streets, and rights
of way (100 percent of the activity).
Regular Positions: I I I I
Street Sunenisor .6
SIGNIFICANT EXPEh’ITURE AND STAFFING CHANGES
* 1995-96 Tree maintenance program ($100,000)
MAJOR 1995-97 OBJECTIVES
* 1995-96: Reestablish tree planting and maintenance program * 1996-97: Develop computerized tree inventorylrecord keepinglwork order system
RELATED COST CEhTERS
Tree Maintenance (1 0-503.06)
D-32
TRANSpoRTATloN
Regular Positions:
Street Supervisor
Street Sweeper Operator
Maintenance Worker I1
Total
Temporary Positions:
Full-time eauivalents
ACTTVITY:
DEPARTMENT:
1 1 1 1
1 1 1 1
1 1 1 1
3 3 3 3
0 0 0 0
street Cleaning
qUblic Works
PROGRAM: Streets and Flood Control m: Genexal Fund
ACTIVITY DESCRETION
The Street Cleaning activity provides for sweeping of City streets, alleys, and parking lots, removal of leaves during leaf
season, weed abatement, and landscape maintenance of Public Works facilities. The activity goals are: 1) to ensure streets
are clean and free or debris; and, 2) landscaped areas are well maintained. This activity has four major elements:
Street Sweeping. Sweeping approximately 322 miles of street curbs, 16 miles of alleys, and 19 public parking lots on
the following schedule: downtown area 3 times a week, arterials once every two weeks, all other streets once a month,
alleys and parking lots bimonthly or as needed, and State Highway on-ramps at Kettleman Lane and Turner Road
biannually per agreement with Caltrans (40 percent of the activity).
Leaf Removal. Removing approximately 7,000 cubic yards of leaves placed in the street right of way during leaf
season, November through January, on a lO&y frequency (30 percent of the activity).
Landscape Maintenance
maintenance of sprinkler systems (20 percent of the activity).
Providing landscape maintenance of Public Works facilities and providing mpair and
weed Abatement. Spraying weeds With herbicide and removing weeds and other debris along street shoulders, alIeys
and within 2.6 miles of street medians (10 percent of the activity)
SIGNIFICANT EXPENDlTURE AND STAFFING CHANCES
None
MAJOR 1995-97 OBJECTIVES
* 1995-96: Evaluate savings in reduced sweeping schedule
RELATED Con CENTERS
Street Cleaning (10-503.07) D-33
TRANSPORTATION
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments
Total
ACTIWN: Parking Lot Maintenance
DEPARTMENT: Public Works
3,124
5,428 5,350 7,155 7,155
8,552 5.350 7,155 7.155
PROGRAM: Streets and Flood Control
FUND: General Fund
Regular Positions:
Maintenance Worker
Total
ACTIWTY DESCRIPTION
1 0 0 0
1 0 0 0
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:
Temporary Positions:
Full-time equivalents
Maintenance, Sweeping and removing trash, patching and resurfacing pavement, repainting pavement markings,
maintaining signs and lanbped areas within the parking lots (100 percent of activity).
I I
0 0 0 0
SIGNIFiCANT EXPENDITURJZ AND STAFFING CHANGES
None
MAJOR 1995-97 OBJECTIVES
None
RELATED COST CENTERS
Parking Lot Maintenance (10-504.01)
D-31
TRANSPORTATION
Work for Others
Minor Capital
Other Payments
Total
ACTIVITY:
DEPARTMENT:
21,630 21,300 21,300
3,705 4,985 4,000
19,584 38,500 53,300 551 15
152.276 179,215 21 1,695 212.525
Storm Drains
Public Works
Regular Positions:
Maintenance Worker III
Maintenance Worker
PROGRAM: Streets and Rood Control
FUND: General Fund
1 1 1 1
1 1 1 1
ACTIVITY DESCRlPTION
Total
Temporary Positions:
FuII-time equivalents
The Storm Drains activity is responsible for maintaining the City's storm drain system, coordinating emergency response
during stom, and meeting the requirements of the Storm Water Discharge Agreement with Woodbridge Irrigation District.
Activity goals are: 1) to ensure a well designed and maintained storm drainage system; 2) minimum property damage; and,
3) to keep pumping stations and retention basii opetating at full capacity. This activity has three major elements:
2 2 2 2
0 0 0 0
Storm Drain Faciiity Maintenance. Cleaning and maintaining 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 penwt of activity).
Stom Emergency Response. Clearing debris and other obsvuctions from catch basins and pumping stations, checking
retention basii, and signing flooded areas (5 penwt of activity).
Administration of Discharge Agreement. Meeting all requirements of the Discharge Agreement and paying fees for
discharge of storm water from Beckman and Shady Acres Pumping Stations (5 percent of advity).
87,821 82,480 84.2 I0 84,210
Utilities and Communications 19,238 20,150 20,450 20,450
SUDD~~~S. Materials and Services 25 633 12-750 27.450 27.450
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
None
MAJOR 1995-97 OBJECTIVES
* 1995-96 Evaluate impact of National Storm Water Pollution Act
RELATED COST CENTERS
Storm System Maintenance (10-503.09)
D-35
TRANSPORTATION
Utilities and Communications
Supplies, Materials and Services
Minor CaDital
ACTIVITY:
DEPARTMENT: ..
1.091 1.010 4,665 4,665
122,258 119,995 139,465 129,465
83.671 5.000 750
Transit
Administration
Other Payments I I
PROGRAM: Transit
FUND: Transit Fund
850 I 850
ACTIVITY DESCRIPTION
Transit Manager
Total
Temporary Positions:
Full-time equivalents
The transit activity provides a daily fixed route bus system and a door-todoor service for the general public within the City
limits. Activity goals are: 1) quality transportation for transit dependent persons; 2) convenient transportation to all
persons; and, 3) to reduce traffic congestion and air pollution. This activity has four major elements:
0 1 1 1
.5 1 1 1
15 24 21 26
* Bus operations. Operation and maintenance of a fixed route bus system. Schedule and routes to be established
(40 percent of the activity).
* Dial-a-ride operations. Provide an on call, door-todoor transportation system. Weekday service is provided from
7:OO am to 7:OO pm, Saturdays from 9:OO am to 500 pm and Sundays from 1:OO pm to 5:OO prn. (40 percent of
the activity).
* Non-vehicle maintenance. Maintain benches, shelters and signs (5 percent of the activity).
* Administration.
transportation funding and administer taxi franchises (15 percent of the activity).
Manage operator contracts, plan future services and operations, file reports and claims for
Regular Positions: I I
Transit Coordinator .5 0 0 0
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
Implementation of Fixed Route System.
MAJOR 1995-97 OBJECTIVES
None
RELATED COST CENTERS
Dial A Ride Administration (125-561.02)
Transit Dial-A-Ride (125-56 1.03)
Fixed Route System (125-561.07)
Transit Administration (125-561.09)
D-36
LEISURE, CULTURAL AND SOCIAL SERVICES
LEISURE, CULTURAL AND SOCIAL SERVICES
ACTMTY: Commissions and Committees PROGRAM: Parks and Recreation
DEPARTMENT: Cjty Council and Advisory Bodies m: General Fund
ACTMTY DESCRIPTION
Advises and assists the City Council on park and recreation programs and activities.
* Parks and Resreation 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-
maintained facilities; 2) well-organized, balanced and responsive programs, activities and events; and, 3)
representation of the citizens of Mi.
* Youth Commission. Communicates with young people and takes a leadership role in developing their futures.
Activity goals are: 1) provide youth services in a sale and nondiscriminatory environment; 2) provide support
programs and services; and, 3) provide for wet social and educational needs of area teens and youths.
Utilities and Communications I
Supplies, Materials and Services I 1,550 14,900 17,100
Other Payments I I I I
Total 1,550 I 14,900 I 17,100
STAFFINGSUMMARY
None. Staff assistance is provided through the Parks & Recreation Department.
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
* 1995-96 State Conference Funding ($3,350) (reprogram) * 1995-97 Establish Youth Commission ($lO,OOO)
MAJOR 1995-97 OBJECTIVES
None
RELATED COST CENTERS
Parks and Recreation Commissions (10.0-0701.02)
Youth Commission (10.0-701.03)
D-37
LEISURE, CULTURAL AND SOCIAL SERVICES
Staf€ing
Utilities and Communications
Supplies, Materials and Senices
ACTIVITY:
DEPARTMENT:
498,393 442,070 485,985 485,985
13,768 14,045 16,530 16,530
97,239 110,340 11 1,275 108,475
Parks and Recreation Adminishation
Parks and Recreation
Minor Capital
Other Payments
Total
PROGRAM: Parks and Recreation m General Fund
5,035 3,700 I
6 14,43 5 570,155 613,790 I 610,990
ACTIVITY DESCRIpTlON
The Parks and Recreation Administration activity plans, directs and evaluates all park and recreation programs and activities;
plans and coordinates facility development; prepares and revises long-range plans; and, works with the Parks and Recreation
Commission and Youth Commission to review projects and programs. Activity goals are: 1) responsive, cost effective and
well ow recreation programs; 2) a combined 30 percent cost recovery from park and recreation programs (adult
progmm~, youth and teen programs, specialty classes); 3) a balance of programs and facilities based on age, inrerests,
opp0rtUn;ty and location; and 4) adequakly maintained facilities. This activity has six major elements:
Leadership and administration. Plan, organize, direct, coordinate and evaluate the City's parks and recreation
activities, programs and maintenance; develop and recommend budget, cost recovery fees, grant applications, and
funding through public/private partnerships; establish rules, procedures, and policies to govern the day to day
conduct of park and recreation services; advise and assist the City Manager, Parks and Recreation Commission and
City Council on programs, development of new parks, facilities and cost recovery goals; foster and promote a
positive and efficient work place; recognize and reward excellent performance of employees and participants; and
negotiate and coordinate major department contracts and agreements and oversee same (40 percent of the activity).
Public relations and information. Develop and distribute brochures and advertising on mtion programs,
events and activities; prepare press releases; and, represent the City at City-wide functions and with other agencies
or private groups (10 percent of the activity).
Commission support. Provide necessary support for the Parks and Recreation Commission and Youth
Commission (15 percent of the activity).
Parks and recreation facility planning, capital improvement and general project management. Develop
current and long range plans for new parks and recreation facilities for both indoor and outdoor space needs; and
deveiop, prioritize and coordinate requests for and manage capital improvement projects and department general
projects (15 percent of the activity).
Activity administration. Collect, receipt and deposit department fees and charges; receive and schedule
reservations for facilities and activities; and provide over the counter information to customers (15 percent of the
activity).
Contract administration. Manage contract recreation Services and concessions for golf driving range and food
concessions (5 percent of the activity).
D-38
LEISURE, CULTURAL ANB SOCIAL SERVICES
ACTNTTY: Parks and Recreation Administration
DEPARTMEhT: Parks and Recrzation
PROGRAXI: Parks and Recreation mi: General Fund
Temporary Positions: I I 1 I
Full-time equivalents 2.1 2.1 2.6 2.6 A
SIGhWICANT EXPENDITURE Ah?) STAFFlNG CHANGES
* 1995-96: Purchase tables and chairs for community buildings ($3,000) * 1995-96 Auto CAD software, plotter and computer ($9,800) * 1995-97: Reorganize Parks & Recreation Administration ($18,605) * 1995-97: Consultant for Park Maintenance, specifications and park standards development ($3,500)
XlAJOR 1995-97 OBJECTIVES
* 1995-97: Updatesecretan ‘al pool * 1995-97: Install and implement credit card payment program * 1995-97 * 1995-97 Hire consultant to review park maintenance operation * 1995-97 Work toward completing CIP and CDBG projects
Reorganize Parks and Recreation administrative staff - Phase. I (1995-96) and Phase II (1996-97)
RELATED COST. CENTERS
Recreation Administration (10-701.01)
Parks Administration (10-751.01)
D-39
LEISURE, CULTURAL AND SOCIAL SERVICES
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments
Total
ACTIVITY Playgrounds
DEPARTMENT: Parks and Recreation
7,530 10,900 9,800 11,050
71,306 74,520 112,750 114,000
PROGRAM: Recreation m General Fund
ACTIVITY DESCRI3pTION
The Playground activity provides for after school child care for children in school. Activity goals are: 1) safe, attentive and
reliable child care; 2) a balanced educational and recreational program; and 3) 30% to 40% cost recovery. This activity has
three major elements:
* Child care and safety. Organized, available and safe after school care for children ages 5 to 12 years of age (50
percmt of the activity).
Conc.esSion. Provide and sell food and snacks (5 percent of the advity).
Recreational and educational programs.
peramt of the activity).
Organized recreational and educational after school programs (45
Regular Positions: 0 I 0 I 0 I 0 Temwrarv Positions: I 1 Full-timeequivalents I 5 I 5 I 7 I 7 1
SIGNIFICANT EXPENDWURE AND STAFFING CHANGES
1995-97 * 1995-97
To increased hours of program ($16,200)
Hale Park Program - Hire part-time employees ($16,200) CDBG
MAJOR 1995-97 OBJECTIVES
* 1995-97: Reach a 40% return on the Afterschool program
4 1995-97: Increase participation enrollment and offer quality child care
RELATED COST CENTERS
Recreation Playgrounds (10-702.01)
D-40
LExsuFa, CULTURAL AND SOCIAL SERVICES
Sffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments
Total
ACTIVITY:
DEPARTMENT:
64,182 75,095 81,860 81.860
3,922 12,000 12,000 12.000
22,249 25,600 27,500 27,500
90,353 112,695 12 1,360 121,360
YouthiTeen Sports
Parks and Recreation
Regular Positions:
Temporary Positions:
Full-time equivalents
PROGRAM: Recreation
FUND: General Fund
0 0 0 0
5 5 5 5
ACTIVlTY DESCRIPTION
The Youth/Teen Sports activity offers a wide selection of youth sports. Over 5,000 youth and teens participate annually in
these programs. Activity goals are; 1) to 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 oppodty
to participate and meet social and physical needs of the participants; 3) recover 10% to 90% of cost, depending upon the
program; and 4) provide officiating experience for teens and adults. This activity has two major elements:
* Competitive sports. Competitive baseball, softball, soccer. basketball, tackle football, camps and clinics co-
sponsored by the Boosters of Boys and Girls Sports (BOBS) by a City match of $1.00 to $3.00 by BOBS. The City
receives non-resident fees to offset the costs of the program. (80 percent of the activity).
Introdudioditructiod programs.
revenue recovery goal is 50 percent of cost (20 percent of the activity).
Includes basketball, volleyball, flag football and a variety of clinics;
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES * 1995-97 Create a youth street and in-line hockey program (9.5196 $8,300)
MAJOR 1995-97 OBJECTMS * 1995-97 Produce an organized street and in-line hockey program * 1995-97 * 1995-97 Encourage continuation of facility development to support programs * 1995-97
Continue strong affiliation with the Boosters of Boys and Girls Sports
Offer and encourage more participation by underprivileged and low income youth
RELATED COST CENTERS
Recreation Playgrounds (10-702.02)
D-41
I f
LEISURE, CULTURAL AND SOCIAL SERMCES
Other Payments I
ACTlVlTY Indoor/Outdoor Activities PROGRAM: Recreation
DEPARTMENT: Parks and Recreation FUND: General Fund
I I
ACTIVITY DESCRIF'l'ION
Total
The IndoodOutdoor activity offers a wide selection of youth and adult activities and special sports events to promote a
constructive outlet for entertainment and competition for children, young adults and adults. Activity goals are; 1) well-
organized, fun, challenging and competitive activities and events; 2) well-organized traditional community events for
children and adults of all ages; 3) cost recovery of 100 percent: and, 4) well-orgauized instructional programs. This activity
has four major elements:
28,800 1 34,655 I 38,450 I 39,950
Instrudion classes. Provide instructors and facilities for gymnastics (10 percent of the activity).
Regular Positions:
Temporary Positions:
Full-time equivalents
Traditional events. Plan, organize and coordinate special community events (youth track meet, Easter egg hunt,
Halloween Carnival, Christmas Tree run) (40 percent of the activity).
0 0 0 0
1 1 1 1
Special events.
football contest; rollin' in the mud bicycle event; sleepovers) (20 percent of the adivity).
Plan, organize and coordinate special events (hot sbot basketball contest; punt, pass and kick
special recreation activities. Plan, organize and coordinate special recreation activities and tournaments (late night
basketball, walk-on volleybalI, Mayor's cup golf tournament) (30 percent of the activity).
Staffing I 9,804 I 15,145 I 16,665 I 16,665
Utilities and Communications 9,551 I 6,850 I 8,835 I 8,835
Supplies, Materials and Services I 9,445 I 12,660 I 12,950 I 14,450
Minor Capital I I I I
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
None
WOR 1995-97 OBJECTIVES
* 1995-97: * 1995-97 Enhance event promotion to increase participation by 50%
Establish greater quality and depth to the current traditional special events
RELATED COST CENTERS
Misc. Indoor/Outdoor Activities (10-702.03)
D-42
LLE3suRE, CULTURAL AND SOCIAL SERVICES
Utilities and Communications
Supplies. Materials and Services
Minor CaDital
ACTIVITY: Aquatics PROGRAM: Recreation
DEPARTMENT: Parks and Recreation FUND: General Fund
29,270 37,300 34,000 34,000
23,963 64.250 37.550 37.550
6.000
ACTIVITY DESCRIPTION
Regular Positions:
Temporary Positions:
Full-time equivalents
The Aquatics activity schedules, organizes and conducts 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) a 50 55 cost recovery. This activity has five major elements:
0 0 0 I 0
7 7 5.5 I 5.5
Recreational Swtnming. Hire, train and coodinat staff to provide safe recreational swimming (42 percent of the
activity).
Recreation swim league. Plan, staff and provide an introduction program to competitive swimming (18 percent of
the activity).
Competitive swimming. Provide assistance and facilities for a youth competitive swimming program (7 percent of
the activity).
Swimming instruction. Plan, promote, staff and provide a comprehensive schedule of swimming instruction for
all ages (18 percent of the activity).
Water polo. Provide assistance and facilities for the youth water polo (3 percent of tbe activity).
Boat rental. Provide recreational boat rental at Mi Lake Park (12 percent of the activity).
Other Payments I I I
Total 128-766 I 190.360 1 149.445 I 143.445
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
None
WOR 1995-97 OBJECTIVES
* 1995-97: Six daylweek operation at pool, lake and boathouse * 1995-97: Training for Water Safety Instructors
RELATED COST CENTERS
Aquatics (10-702.04)
D-43
LE;IsuRE, CULTURAL AND SOCIAL SERvlCEs
Supplies, Materials and Services
Minor Capital
Other Payments
Total
ACTIVITY:
DEPARTMENT:
12,090 17,600 10,050 10,050
79,981 107,205 76,305 76,305
Adult SportslAthletic Facility Rental
Pqrb and Recreation
Full-time equivalents I 5 5
PROGRAM: Recreation
FUND: General Fund
5 5
ACTIVITY DESCRETKON
The Adult Sports activity offers athletic leap and tournaments for adults. Activity goals are: 1) well-organued and
competitive sports leagues and tournaments for adults; and, 2) a 100% cost recovery of adult leagues and tournaments. This
activity has five major elements:
Softball leagues and tournaments. Provide umpires, scorekeepers, equipment, promotion, administration, awards
and facilities for league and tournament play (60 percent of the activity).
Basketball leagues and tournaments. Provide umpires, scorekeepers, equipment, promotion, administration,
awards and facilities for league and tournament play (15 percent of tbe activity).
Volleyball leagues and tournaments. Provide umpires, scorekeepers, equipment, promotion, administration,
awards and facilities for league and tournament play (10 percent of the activity).
Rental of facilities. Provide rental facilities for baseball, softball, football and soccer (10 percent of the activity).
* Socrer Leagues. (5 percent of the activity).
Staffing I 42,835 I 61,910 I 40,785 I 40,785
Utilities and Communications 25,056 I 27,695 I 25,470 I 25,470
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
None
MAJOR 1995-97 OBJECTIVES
* 1995-97: Increase soccer program to 12 teams * 1995-97: Provide facilities on Fridays for weekend softball hosts
RELATED COST CENTERS
Adult Sports (10-702.05)
LEISURE. CULTURAL AND SOCIAL SERVICES
Utilities and c~mmunications
Supplies, Materials and Services
ACTTVITY: Specialty Classes PROGRAM: Recreation
DEPARTMENT: , Parks and Recreation FUND: General Fund
I I 1,OOo 1 1,000
23,007 I 26,000 I 25,150 I 25,150
ACTIVITY DESCRWTION
'I
The Specialty Class activity scheduies and conducts a variety of fine arts and physical activity classes. Activity goals are: 1)
enhance cultural and physical awareness 2) a 100% cost recovery of adult classes; and 3) a 30% to 50% cost recovery for
child and youth classes. This activity has three major elements:
Total
Fine arts instruction. Provide arts, crafts, music and other fine art classes for children, youth and adults (40
percent of the activity).
23,007 I 26,000 I 26,150 I 26,150
Dane and exercise instruction. Provide instruction and facilities for adults and youth in various dance programs
and exercise activity classes (45 percent of the activity).
Regular Positions:
Temporary Positions:
Full-time euuivalents
* Sports instruction. Provide instruction for individual sports activities (tennis, golf, wrestling, volleyball) (15
percent of the activity).
0 0 0 0
0 0 0 0
I Minorcapital I I I I I
SIG"T EXPENDITURE AND STAFFING CHANGES
None
MAJOR 1995-97 OBJECTIVES
* 1995-97: Utilize facilities at Kofu, Legion and Chablis Hall to capacity
RELATED COST CENTERS
Specialty Classes (10-702.06)
D-45
ACTlVlTY:
DEPARTMENT: ,
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments
Total
BOBS Support Services
Parks and Recreation
20,621 20,000 20,000 20,000
20.62 1 20,000 20,000 20.000
PROGRAM: Recreation
FUND: General Fund
Temporary Positions: I I
Full-time equivalents I 0 0
ACTIVITY DESCRIPTION
I
0 0
The Concessions activity serves to account for cost of part-time employees who operate concessions at games and
to~rnaments. Activity goals are: I) 105% cost recovery from BOBS; and 2) quality and cost effective operations. This
activity has one major element:
* Operate mncessions.
percent of the activity).
Provide snacks, food and drinks at scheduled games, tournaments and activities (100
I Reeular Positions: I I I I I
SIGNIFICANTEXPENDITURE AND STAFFING CHANGES
None
MAJOR 1995-97 OBJECTIVES
* 1995-97:
* 1995-97
Run quality and cost effective concession operations at Salas, Kofu, and Zupo Parks
Provide seasonal concession operations at stadium (football) and Grape Pavilion (Comet Basketball
Tournament)
RELATED COST CENTERS
Concessions ( 10-702.30)
D-46
LEISURE, CULTURAL AND SOCIAL SERVICES
Regular Positions:
Parks Supervisor
Park Maintenance Worker
Laborer, Park Maint Worker
Total
ACTTVITY:
DEPARTMENT:
1 1 1 1
2 2 2 2
5 3 3 3
8 6 6 6
Sports Facilities
P&s and Recreation
Temporary Positions:
PROGRAM: Parks
FUND: General Fund
I
ACTIVITY DESCRIPTION
Full-time equivalents I 3.5 3.5 3.1 3.1 A
The Sport Facilities activity maintains and manages park facilities, landscaped areas and open park space within the City.
Activity goals are: 1) support of Recreation pro,orams; 2) safe, useful and attractive parks and facilities; 3) efficient and
effective maintenance service; and, 4) a positive image for the City. This activity has three major elements:
* Field and court maintenance. Groom and mark playing fields; and sweep and resurface courts (45 percent of the
activity).
Janitorial maintenance. Clean and tend park buildings; remove trash; and, perform minor repairs (35 percent of
the activity).
* Renovation and installation of sports facilities. Rehabilitate fields, install basketball floors; and resurface courts
(20 percent of the activity).
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
* 1995-96: Fencing for Armory and Softball Complex ($5,800) * 1995-96 Part-time employees ($4,500)
MAJOR 1995-97 OBJECTIVES
* 1995-97: Provide safe, clean and attractive sports facilities
RELATED COST CENTERS
Sports Facilities (10-752.01)
D-47
LEISURE, CULTURAL AND SOCIAL SERVICES
Utilities and Communications
Supplies, Materials and Senices
ACTIVITY:
DEPARTMENT:
3,362 6.960 6,960 6,960
3 1,312 33,070 34,795 34,795
Lodi Lake Park
Parks and Recreation
Work for Others
PROGRAM: Parks m: General Fund
500 500 500
ACTMTY DESCRIF'TION
Regular Positions:
Parks Maintenance Worker
Laborer, Park Main Worker
Total
Full-time equivalents
Temporary Positions:
The Lodi Lake Park activity maintains and manages Lodi Lake Park facilities, landscaped am and open park space within
the Park. Activity goals are: 1) safe, useful, clean and attractive park and facilities; 2) efficient and effective maintenance
Senice; and, 3) a positive image for the City. This activity has three major elements:
1 1 1 1
1 1 1 1
2 2 2 2
.5 .5 .5 .5
* Landscape maintenance. Control weeds, maintain irrigation, fertilize, trim and maintain shrubs and trees, replace
nursery stock, aerate and mow turf (50 percent of the activity).
* Repair and remodel.
repairs witb in-house or contract resources (25 percent of the activity).
Perform carpentry, paint, plumbing, electrical and mechanical repairs, perform minor
* Janitorial maintenance. Clean and tend park buildings, remove trash and perform minor repairs (25 percent of
the activity).
I Staffing I 89.837 I 91.295 1 90.330 1 90.330 I
Minor Capital I 1,236 I I
Other Pavments 8.200 1 8.500 1 8.000 I 8.000
1 Total I 134,077 I 139,825 140,585 I 140,585 1
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
None
MAJOR 1995-97 OBJECTIVES
* 1995-97 Provide park users clean and attractive park arm and facilities
RELATED COST CENTERS
Lodi Lake Park (10-752.02)
LEISURE, CULTURAL AND SOCIAL SERVICES
Regular Positions:
Parks Supervisor
Maintenance Worker
Total
Temporary Positions:
Full-time equivalents
ACTIVITY: ..
DEPARTMENT:
1 1 1 1
6 6 6 6
7 7 7 7
4 4 3.3 3.3
Park Maintenance
Parks and Recreation
PROGRAM: Parks
FUND: General Fund
ACTIVITY DESCRIFTION
The Parks Maintenance activity maintains and manages general park facilities, landscaped areas and open park space within
the City. Activity goals are: 1) safe, useful, clean and attractive parks and facilities; 2) efficient and effective maintenance
service; 3) a positive image for the City; and 4) a balanced distribution of parks and playground equipment throughout the
City. This activity has four major elements:
* Landscape maintenance. Control weeds, maintain irrigation, fertilize, trim and maintain shrubs and trees, replace
nursery stock, aerate and mow turf (65 percent of the activity).
Repair and remodel.
repairs with in-house or contract resources (10 percent of the activity).
Perform carpentry, paint, plumbing, electrical and mechanical repairs, perform minor
* Janitorial maintenance. Clean and tend park buildings, remove trash and perform minor repairs (10 percent of
the activity).
* Pool maintenance. Vacuum, scrub tiles, maintain water temperature, maintain chemical balance and cleanliness to
State and Federal standards, maintain pumps, filters, automatic chemical dispensers and chemical alarms (15
percent of the activity).
__ ~~ 1 Total I 459,902 I 467.724 I 467,095 467.095 1
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES * 1995-96 Part-time maintenance staff ($4,500)
MAJOR 1995-97 OBJECTIVES
* 1995-97: Provide safe, clean and attractive park areas and park facilities
RELATED COST CENTERS
Other Parks (10-752.03) D-49
LEISURE, CULTURAL An?) SOCIAL SERVICES
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
ACTMTY: Park Rangers
DEPARTMENT: Parks and Recreation
8 1,766 89,910 93,910 93,910
8 1,200 600 600
9,441 10,240 10,450 10,450
PROGRAM: Parks m: General Fund
Other Payments
Total
ACJWITY DESCRIPTION
I I
91,221 1 101,350 I 104,960 I 104,960
The Park Ranger activity patrols parks and provides nature programs. Activity goals are: I) safe parks and facilities; 2) a
positive image for the City; and, 3) educational nature programs. This activity has three major elements:
Regular Positions:
Sr Park Ranger
Temporary Positions:
Full-time equivalents
Enforcement. Enforce park rules, local ordinances and State and County laws (60 percent of the activity).
1 1 1 1
3 3 3 3
* Facility operatiom. Supports facility rentals and camping grounds; collects entry fees to Lodi Lake Park; and,
collects boat launch fees (15 percent of the activity).
* Nature program.
operates and develops the Discovery Center (25 percent of the activity).
Provides, coordinates and develops nature appreciation programs at Lodi Lake Park and,
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
None
MAJOR 1995-97 OBJECTIVES
* 1995-97: Decrease vandalism to parks and facilities by increased public awareness
RELATED COST CENTERS
Park Rangers (10-752.08)
D-50
LlmuRE, CuLTuRfIL AND SOCIAL SERVICES
Staffing I 48,083
Utilities and Communications 1.734
Sumlies. Materials and Services I ' 102.765
ACTIVITY:
DEPARTMENT: . _.
49.485 48,3 10 48,310
800 2,200 2,200
115.905 59.805 58.405
Equipment Maintenance
Parks and Recreation
Minor Capital
Other Payments
Total
PROGRAM: Parks
FUND: General Fund
152,582 166.190 110,3 15 108,9 15 -
ACTIVITY DESCRZPTION
Regular Positions:
WelderMechanic
Temporary Positions:
Full-time equivalents
The Equipment Maintenance activity repairs and maintains scooters, playground equipment and other equipment; and
recommends safety standards for playground equipment. Activity goals are: 1) safe and reliable scooters and equipment; 2)
obtain maximum service life from equipment; and, 3) ensure safe playgrounds. This activity has two major elements:
1 1 1 1
0 0 0 0
Equipment maintenance. Repair, service and inspect scooters and park maintenance equipment; and, maintain
inventory and maintenance records (80 percent of the activity).
* Playground safety. Inspect, repair and service playground equipment; and, develop playground equipment safety
standards (20 percent of the activity).
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
None
MAJOR 1995-97 OBJECTIVES
* 1995-97: Bring playground equipment up to ADA standards
RELATED COST CENTERS
Equipment Maintenance (10-753.01)
D-5 1
LEISURE, cuLTuR4.L AND SOCIAL SERMCES
staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other hments
ACX-lWTY:
DEPARTMENT:
3,523 5,080 3,795
Library Board
City Council and Boards
PROGRAM: Legislation and Policy m: General Fund
ACTIVITY DESCRIPTION
The Library Board governs operation of the library. They are responsible for working with the City Council, and state
legislators to ensure fuil funding for operations now and into the future. They are responsible to work with the citizens of
the community to meet their informational, and educational needs. Activity goals are: 1) wellplanned and well-nuhtained
Library services; and 2) well+rganized and responsive library programs
Total I I 3,523 I 5,080 I 3,795 J
STAFFINGSUMMARY
None - Staff assistance is provided through the Library activity.
SIGNIFICANT EXPENDlTVRE AND STAFFING CHANGES
None
MAJOR 1995-97 OBJECTIVES
* 1995-97: To bring the community a state-of-the-art library * 1995-97 To eliminate the Cost of Service charge
RELATED COST CENTERS
Library Board (21.0-801.02)
D-52
LEISURE, CULTURAL AND SOCIAL SERVICES
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments
Total
ACTIVITY:
DEPARTMENT:
657,059 676,825 760,130 753,090
54,567 64,990 67,110 75,900
140,456 222,080 233,720 235,800
25.624 15,280 16,815 16,580
877.706 979.175 1.077.805 1.081.370
Library
Library
PROGRAM: Cultural Services m: General Fund
ACTIVITY DESCRIPTION
The Library activity provides informational, and educational Library services to the community. Activity goals are: 1)
well-staffed and supported reference service; 2) frequent and varied children's programs; 3) friendly and efficient circulation
service; and 4) effective and timely support services. This activity has four major elements:
* Reference service.
collection development (10 percent of the activity).
Assist individuals of all ages find the information they want. Recommend material for
* Children's services. Provide storyhours and activities for pre-school and school age children. Develop children's
materials collection (5 percent of the activity).
* Circulation Services. Register pzople for library cards. Assist in the location of materials. Perform circulation
hctions (30 percent of the activity).
* Support services. Order and process materials for collection. Maintain collection in good condition. Maintain
interior and exterior in safe and working condition. Maintains internal personnel records (55 percent of the
activity).
Regular Positions: I I I
City Librarian 1 1 1 1
D-53
LEISURE, CULTURAL AI\;D SOCIAL SERVICES
ACTIVITY: Library
DEPARTMENT: Library
PROGRAM: Cultural Services
FUND: General Fund
SIGNIFICANT EXPENDITURE Ah9 STAFFING CHANGES
* 1995-96 Hire Contract Technology Expert ($53,600) * 1995-96 Hire half-time Library Assistant ($13,562) * 1996-97 Hire two half-time Librarians 1’s ($35,585)
MAJOR 199696 OBJECTIVES
* 1995-97: Maintain current level of service
RELATED COST CENTERS
Library Administration (21-801.01)
D-54
LEISURE, CULTURAL AND SOCIAL SERVICES
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments
Total
ACTIVITY: Commissions and Committees PROGRAM: Cultural Services
DEPARTMENT: City Council and Advisory Bodies FUND: General Fund
78,881 I
2,105 600 810 810
14,714 5.150 8.900 8,900
35,169
130.869 5.750 9.710 9.710
ACTMTY DESCRIPTION
Two Commissions advise the City Council on cultural and senior programs.
* =or Citkn Commission. The Senior Citizen Commission advises the City Council on programs, policies and
activities which serve seniors in the community. Activity goals are: 1) identify the needs of the aging; 2) create
community awareness; 3) explore improved standards of service; and 4) develop services and programs.
Lo& Arts Commission. The Lodi Arts Commission advises and assists the City Council establish and promote
fine art and performing art programs. Activity goals are: 1) enrichment of the community through fine art and
performing art programs; 2) develop and promote creativity; 3) celebrate the cultural heritage of the community;
and, 4) recognkz the artistic, creative and cultural achievement of Lodi citizens.
None - Staff assistance is provided through the Community Center.
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
None
MAJOR 1995-97 OBJECTIVES
* 1995-97: Continue to work toward achieving activity goals * 1995-97 Identify needs of aging population and create citizen awareness of these needs
RELATED COST CENTERS
Lodi Arts Commission (120-702.11)
Senior Citizen Commission (120-704.01)
D-55
LEISURE, mTUR4L Ahm SOCIAL SERVICES
Staffing
Utilities and Communications
Supplies, Materials and Senices
Minor Capital
Other Payments
Total
ACTIMTY: Community Center
DEPARTMENT: Administration
173,323 247,208 321,160 321,160
77.985 78,500 83,750 83,750
1 12,485 118,867 135.310 135,305
13,800 25,400 16,900
363.793 458.375 565.620 557.1 15
PROGRAM: Cultural Services
FUND: General Fund
ACTIMTY DESCRIE*TION
The Community Center activity provides a focal point for cultural, fine art, performing art and senior program within the
community; provides facilities for meetings, conferences, recreational activities and events sponsored by the City,
community groups and private individuals and organizations; and, works with the Senior Citizen Commission, the Lodi Arts
Commission and other private organizations to develop programs and facilities. Activity goals are: 1) well-maintained
facilities; 2) well-balanced programs for seniors; 3) promotion of fine art and performing art within the City; and, 4) 30% to
50% cost recovery. This activity has seven major elements:
* Senior services. Social and recreational activities; referral services; emational and physical wellnes programs; and
legal, consumer, financial and educational services and counseling (20 percent of the activity).
* Cultural programs. Plans and promotes workshops for crafts, arts, music and other fine arts; provides for the
display of crafts and fine arts of local residents; and, plans, promotes and organizes activities in arts, crafts, music,
dance and drama (10 percent of the activity).
Public relations and information. Prepares and distributes brochures and schedules for senior, fine art and
performing art activities; and, works with the Senior Citizen Commission, Lodi Arts Commission, and Hutchins
Street Square Foundation to develop programs, plan facilities and obtain funds from private and public sources. (5
percent of the activity).
* Facility scheduling and administration. Process reservations for facilities, liability review, receive and deposit
fees and maintain responsive relations with customers (5 percent of the activity).
* S@d events management. Plan, organize and coordinate special events sponsored by the City (Field and Fair
Day, Fourth of July); create, design and distribute flyers; prepare news releases; and, solicit and schedule vendors,
entertainers and participants (10 percent of the activity).
* Therapeutic Swim. Program, schedule and conduct various therapeutic swimming activities; and, vacuum, scrub
tiles, maintain water temperature, maintain chemical balance and cleanliness of facilities (20 percent of the
activity).
* Facility and janitorial maintenance. Clean, remove trash, maintain equipment and perform minor repairs (30
percent of the activity).
D-56
LEISURE, CULTUlUL AND SOCIAL SERVICES
ACTIVITY:
DEPARTMENT:
Community Center
Administration
PROGRAM: Cultural Services mm: General Fund
SIGNIFICANT EXPENDITURE Ah4 STAFFING CHANGES
* 1995-96 Purchase table & Chair replacements ($8,500) * 1995-96 Arts Commission Supervisor (Sl0,OOO) * 1995-96 Purchase power man lift (55,900) * 1995-97 Maintenance Worker II ($32,290) * 1995-97 Ad& Clerk part-time ($8,700)
MAJOR 1995-97 OBJECTIVES
* 1995-97: Continue to work toward achieving activity goals
RELATED COST CENTERS
Community Center Administration (120010.03)
Senior Information (120-704.02)
Hutchins Street Square Pool (120-704.03)
Hutchins Square Maintenance (120-752.05)
D-57
ILLEISURE, CULTURAL AND SOCIAL SERVICES
StafEng
ACTIVITY:
DEPARTMENT:
I I
Cultural Activities
Administration
Supplies, Materials and Services
Minor Capital
Other Pavments
PROGRAM: Cultural Services m: General Fund
34.445 40.350 40.350
ACTIVITY DESCRIPTION
The Cultural Activities prom is responsible for encouraging, promoting and providing for cultural development in the
fine arts and performing arts (crafts, art, music, dance, drama). Activity goals are: 1) improve the quality of life to
residents and visitors to Mi; 2) promote Lodi as a regional center for cultural activities; and, 3) develop long-term
programs to encourage cultural growth. This activity has one major element:
* cultural activity grants.
promote cultural activities (100 percent of the activity).
Evaluate requests and recommend funding for local non-profit organizations that
I Total I I 34,445 I 40,350 I 40,350 I
None - Staff assistance is provided through the Community Center.
SIGNDFICANT EXPENDITURE AND STAFFING CHANGES
None
MAJOR 1995-97 OBJECT=
None
RELATED COST CENTERS
Lodi Arts Commission (120-702.12)
D-58
LEISURE. CULTURAL AND SOCIAL SERVICES
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments
Total
ACTIVITY: Human Relations PROGRAM: Social Services
DEPARTMENT: C~mmunity Development FUND: CDBG Fund
628,477 711,484 711,484
628.477 71 1.484 711.484
ACTMTY DESCRIPTION
The Human Relations activity provides funding for projects and activities which address the needs of persons with low and
moderate income, which eliminate slum or blighted conditions and which are urgent needs of the community. Activity goals
are: 1) an effective and equitable grant-in-aid program; 2) open lines of communication with organizations regarding human
and sxial services; and, 3) a positive image for the City of Mi. This activity has one major element:
Grants administration. Evaluate requests and recommend funding for local non-profit organizations or projects
which address the needs of persons with low or moderate income; eliminate blighted conditions; and meet the
urgent needs of the community (100 percent of the activity).
Staffing I I I I I
STAF"GSOMMARY
None. Staffing support provided by Community Development
SIGNIFiCANT EXPENDITURE AND STAFFING CHANGES
None
MAJOR 1995-97 OBJECTIVES
None
RELATED COST CENTERS
CDBG (45 fund)
D-59
LEISURE, CuLTUiwL AND SOCIAL SERVICES
Minor Capital
Other Payments
Total
ACTMTY: ramp Hutchins
DEPARTMENT: Parks and Recreation
1,000 500 500
122,450 91,029 104,055 122.400
PROGRAM: Social Services
FUND: Child Care
Regular Positions:
Temporary Positions:
Recreation Supervisor
Full-time equivalents
ACTMTY DESCRIPTION
1 1 1 1
7 6 4 4
The Camp Hutchins activity provides licensed child care for children aged 6 to 12 years except weekends and school
holidays. Activity goals are: 1) safe, reliable and attentive child care for children of working parents; 2) adherence to all
State licensing requirements; and 3) 100 percent cost recovery through child care fees. This activity has three major
elements:
* Child care services. Provide qualified and licensed child care services for children from ages 6 to 12 y"r~ of age
(75 percent of the activity).
* Activities. Provide programs featuring activities that promote socialization skills through activities in arts, crafts,
drama, games, music and science (15 percent of the activity).
* Administration and management. Maintab records, personnel qualifications, admission policies and procedures
and pepare reports; hire and evaluate staff; organize and conduct training for stae and, develop cUnicuium (10
percent of the adivity).
Utilities and Communications I 1,800 I 250 I 250
SuppIies. Materials and Services I 7,374 I 10,500 I 11.950 I 12,000
SIGNIFICANT EXPENDITURE AND STAFFING CHANGE
* 1995-96 Add staff hours and supplieshaterials to keep pace with growing enrollment ($8,700)
MAJOR 1995-97 OBJECTIVES
* 1995-97: Develop activities to promote social skills through arts, crafts, games, music and science
RELATED COST CENTERS
Camp Hutchins (15-702.15)
D40
con AND ECONOMIC DEVELOPMENT
A
COMMUNITY AND ECONOMIC DEVELOPMENT
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments
Total
ACTIVlTY Commissions and Committees PROGRAM: Planning
DEPARTMENT: City Council and Advisory Bodies FUND: General Fund
3.360 3,355 I 3,355
4,890 4,390 4,390
8.250 7,745 7,745
ACTllVITY DESCRIPTION
One commission and one committee advise and assist the City Council on planning and design 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. T&e goal of the
Commission is to have a well planned community with compatible land uses. Seven public members.
Site Plan and Architectural Review Committee. Evaluates the site plan and architectural merit of all commercial,
multi-family residential and public building projects. The committee‘s goal is to have attractive and well designed
development within the City. Five public members.
STAFFINGSUMMARY
None. Staff assistance is provided through the Community Development Department.
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
None.
MAJOR 1995-97 OBJECTIVES
* 1995-97 * 1995-97 * 1995-97
Begin 5 year update of City’s general plan. Revise City’s Zoning ordinance to conform to general plan.
Work to implement the Cherokee Lane beautification and the Downtown revitalization plans.
Work with he Eastside Committee to develop strategies to improve the eastside commercial and residential
areas.
RELATED COST CENTERS
Planning Commissions/Committm (lO.O-O45.05)
D-61
COMMXNITY AND ECONOMIC DEVELOPMENT
ACTIVITY: CurrentIAdvance Planning PROGRAM: Planning
DEPARTMENT: Community Development FUND: General Fund
ACTIVITY DESCRIITION
The planning activity prepares and revises the General Plan, manages long-range planning projects and works with the
Planning Commission and Site Plan and Architectural Review Committee; reviews development permits; ensures that
projects comply with City development and land use regulations; manages the City's growth management program; assists
the public with inquiries or complaints; and carries out enforcement proceedings. Activity goals are: 1) a well planned
community; 2) managed community growth and change; 3) protection and preservation of environmental resources; 4)
balanced economic development; and 5) a high level of public service. This activity has six major elements:
Long range planning. Prepare ordinances and policies neceSSary for long term development of the City; maintain
and update the General Plan; evaluate pmposed annexations to the City; coordinate with the County and Council of
Governments (COG) on planning and transportation issues; update City maps and data base (10 percent of the
activity).
Develop review and environmental assessment. Prepafe ordinances and policies aimed at setting standards for
development and its review; process and review planning applications for compliance with applicable codes and
ordinances; coordinate with other departments in the review of projects; perform environmental assessments and
monitor environmental mitigation measures; respond to public inquiries on development issues (50 percent of the
activity).
Cound/commk&on support. Provide necessary support for the City Council, Planning Commission, and Site
Plan and Architectural Review Committee (10 percent of the activity).
Community development block grant administration. Administer the City's block grant program; monitor
funded programs for compliance with governing policies and legislation; and assist community groups with
application processing of requests for block grant funding (10 percent of the activity).
Zoning administration. Enforce the City's codes and ordinances; respond to citizen questions and complaints; and
act on code violations (15 percent of the activity).
Economic development. Assist in the City's economic development effort; and provide land use, demographic and
property information (5 percent of the activity).
D42
COMMUNITY AND ECONOMIC DEVELOPMENT
ACTIVITY: CurrentJAdvance Planning PROGRAM: Planning
DEPARTMENT: Community Development FUND: General Fund
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
None
MAJOR 1995-97 OBJECTIVES
1995-96:
1995-96:
1995-96:
1995-97:
1995-97:
1995-97:
Revise and adopt new sign ordinance to incorporate new ideas that result from the Downtown Study.
Conduct a comprehensive review of the City's growth Management Plan to evaluate the effectiveness of
the plan and possible improvements.
Conduct 5 year update of the General Plan
Provide technical support on Downtown and Cherokee Lane Revitalization effort and work with consultant
on implementation measures.
Revise City's General Plan and Zoning Ordinance to incorporate results of the Downtown and Cherokee
Lane Revietion Study.
Support efforts of the City's Economic Development Coordinator to promote and implement business
retention and expansion.
RELATED COST CENTERS
Planning Administration (10-045.01)
Grant Administration (10U45.03)
D-63
COblMUNITY AND ECOSOJIIC DEVELOPhEYT
s-g
Utilities and Communications
Supplies. Materials and Services
Minor Capital
A CTXVmY: Building and Safity PROGRAM: Construction Development
DEPARTMENT: Community Dtvel opment mm: General Fund
324,625 I 349,160 347,120 347,120
2.374 1 1,600 3,550 3,550
79,799 I 99,220 96,440 90,790
4,872 I 4,500 I
ACTIVITY DESCRIPTION
Other Paynents
Total
The Building and Safety activity interprets and enforces construction and building codes, regulations and ordinances to
regulate construction, occupancy, handicap accessibility, energy efficiency and life safety of all buildings constructed in the
City of Lodi. Activity goals are: 1) safe, sound and energy efficient buildings; 2) compliance ~4th codes and ordinances;
and 3) timely and response to public inquiries. This activity has five major elements:
2,976 I 3,000 I 4,000 I 4,000
414,646 I 457,480 I 451,110 I 445,460
Public information.
percent of the activity).
Answer questions and offer interpretations about construction codes and regulations (20
Construction permit application reriew. Review construction permit applications and plans for compliance with
applicable codes and ordinances; issue permits; and collect fees (30 percent of the activity).
Development reriew coordination.
ensure compliance with other development regulations (10 percent of the activity).
Coordinate permit application reviews with other departrnentdagencies ta
Construction inspection. Inspect construction projects to ensure compliance with codes, ordinances, permits and
approved plans (35 percent of the activity).
Code enforcement. Investigate violations of housing, construction and occupancy codes; and follow through with
abatement orders (5 percent of the actirity).
D-64
COMMUNITY AND ECONOMIC DEVELOPMENT
ACTIVlTY Building and Safety PROGRAM: Construction Development
DEPARTMENT: Community Development FUND: General Fund
SIGNIFlCANT EXPENDITURE AND =AWING CHANGES
None
MAJOR 1995-97 OBJECTIVES
* 1995-97 Continue to computerize the Building Inspection Division * 1995-97 Improve communication methods for building permit applicants * 1995-97 Provide improved housing inspection service
RELATED COST CENTERS
Building Inspection (1045.02)
D-65
COMMUNITY AND ECONOMIC DEVELOPMENT
Other Payments
ACTNITY:
DEPARTMENT:
1,256 I 1,300 1,300 I 1,300
Engineering
Pwblic Works
Total 791,051 1 743 -8 15
PROGRAM Construction Development m: General Fund
838,290 I 837,190
ACTIVITY DESCRIPTION
The Engineering activity plans, designs and oversees construction of City streets, water, wastewater and drainage systems
provided in the General Plan, Capital Improvement Budget and development policies; and, provides engineering services for
other City activities and special projects. Activity goals are: 1) efficient, effective and responsive engineering services; 2)
well planned and designed projects; and, 3) timely completion of projects within budget. This activity has five major
elements:
Design. Prepare plans, specifications, contract documents and construction estimates; advertise and award
construction contracts; develop and update master plans for water, wastewater, drainage and street facilities; draw
and maintain all street, parcel and utility system maps; provide surveys for project design and perform construction
staking for City construction projects (44 percent of the activity).
Construction. Inspect and administer City construction contracts; inspect off-site improvements of private
developers; inspect street and underground improvements made by other utility agencies under encroachment
permits; and, prepare record (as-built) drawings of all public and private construction projects inspected (20
percent of the activity).
Development services. Review final subdivision maps, parcel maps, and off-site improvement plans for private
development; ensure conformance with City standards and master plans; issue encroachment permits for all work,
parades and other activities and uses of the public right of way and utility easements; manages impact fee program;
and, prepare legal descriptions needed for annexations, easement and street vacations and acquisition of rights of
way, public utility easements and property (22 percent of the activity).
Traffic engineering. Design the City's traffic control systems; respond to public questions and complaints; design,
conduct field investigations and prepare studiesheports on loading zones, pedestrian crossings, school crossings
parlung and no-parking zones, speed zoning and installation of stop and yield signs; and review private
development plans for traffic impacts, parking lot layout and on-site circulation (14 percent of the activity).
Staffing 750.234 708,490 732,250 732,250
Utilities and Communications 5
103,640 Supplies, Materials and Services 39,556 34,025 104,740
Minor Capital
D-66
COMMUNITY AND ECONOMIC DEVELOPMENT
ACTIVITY: Engineering PROGRAM: Construction Development
DEPARTMENT: eblic Works FUND: General Fund
* One Traffic engineer position is authorized full-time but presently filled half time by cootract employee with increases to
60% in FY 95/96 and 70% in FY 96/97
SIGNIFICANT EXPENDITZTRE AND STAFFING CHANGES
* 1995-96 Contract engineers ($60,000) and equipment ($7,000)
MAJOR 1995-97 OBJECTIVES
* 1995-96: Update Development Impact Fee Program * 1995-96: Update construction specifications
* 1995-96: Evaluate encroachment permit program and recommend new fee structure * 1996-97: Update traffic si,& priority study
RELATED COS CENTERS
General Engineering (10-302.01)
D-67
COMhKJ" Ah?) ECOKOhflC DEVELOPMENT
~~ Other Payments 42,700 I 37,200 99.500 99,500
r Total 66,020 I 175,890 282,090 282.090
ACTIVITY: Economic Development
DEPARTMENT: Administration
PROGRAM: Economic Development
FUND: General Fund
ACTIVITY DESCRIPTION
The Economic Development activity plans, organizes and coordinates the economic development and revitalization program
for Mi with other agencies and organizations; focuses City resources on specific activities intended to preserve and
promote the stability of the business community; to promote job growth; and, to promote Lodi as a regional business center.
Activity goals are: 1) recruit new businesses; 2) retain and expand existing businesses; 3) create a beneficial atmosphere for
conducting business; 4) promote a competitive tax and fee environment; 5) assist business ventures; 6) coordinate
revitalization of downtown; 7) coordinate Cherokee Lane Improvements; and 8) market Lodi as a tourist and business
center. This activity has five major elements:
* City relations with business community. Establishes and maintains day to day communication with business
community and business organizations to identify issues, concern and interests of existing businesses, potential
new businesses or business organizations; and, coordinates with City staff and other agencies to provide answers,
regulatory reform or streamlining City services (35 percent of the activity).
* Revitalization and beautification. Work with business and property owners to develop plans, projects and
incentives to revitalize business in existing commercial and industrial zones; assist and coordinate with community
groups to sponsor public events, trade fairs and activities in the downtown and other commercial business mnes to
attract shoppers to Lodi; and, act as project manager for the City for projects and programs approved by the City
Council (45 percent of the activity).
* Funding economic development activities. Plan and develop strategies to fund economic development projects
and programs (public-private partnerships, redevelopment agency, assessment districts) (10 percent of the
activity).
* Financial assktance. Recommend, administer and manage financial assistance programs approved by the City
Council to assist businesses and property owners, expand business andlor create new jobs (10 percent of the
activity).
D-68
COh*IhnTi\TI”Y An?) ECONORIIC DEVELOPRE!
Adm Assit to City Manager 1 0
ACTIVITY: Economic Development
DEPARThIENT: Administration
0 0
PROGRAM: Economic Development
m9: General Fund
Economic Development Coordinator
Total
Temporary Positions:
Full-time equivalents
0 1 1 1 I 1
1 1 1 1
0 .5 0 0
I
SIGh7FICANT EXfEhBITURE Ahm STAFFING CHAhGES
* 1995-96 Consulting Services ($16,350)
IiUJOR 1995-97 OBJECTIVES
* 1995-96: Implement Downtown Revitalization Study * 1996-97: Implement Cherokee Lane Study * 1996-97: * 1996-97: Coordinate the business attraction program for the City * 1996-97: Increase involvement with ttre San Joaquin Partnership
Market and promote Lodi on a regional and National basis
RELATED COST CENTERS
Economk Development (10-043.01)
0-69
COMMUNITY AND ECONOMIC DEVELOPMENT
staang
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments
ACTNITY:
DEPARTMENT:
1
122,700 97.700
Community Promotion
Administration
PROGRAM: Economic Development
FUND: General Fund
ACTIVITY DESCRIPI'ION
The Community Promotion activity promotes the City as a center for trade, recreation and tourism. The activity goal is to
foster and promote a stong reliable tourist induistry for the City's economic base. Major activities funded through this
program include:
* Lo& Conference and Visitors Bureau. ($53,OOO)
Promotional Services (%U,OOO)
sari Joaquin partnership. (.$20,MH)).
Lodi Downtown Business Association. ($2,700)
* Highway Advertising. ($25,000)
STAFFINGSUMMARY
None. Staffing provided through Economic Development Division of Administration
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
* 1995-97 Lodi Conference and Visitors Bureau ($60,000)
MAJOR 1995-97 OBJECTIVES
* 1995-96 Develop, obtain Council approval and implement promotional program
RELATED COST CENTERS
Community Promotion (10420.06)
D-70
ACTIVITY: City Council PROGRAM: Legislation and Policy
DEPARThEErT: City Council and Advisory Bodies FUND: General Fund
Minor Capital
Other Payments
Total
ACTIVITY DESCRIPTION
70,277 7.2,150 78,180 78,180
Tbe City Council activity governs the City of Lodi by enacting and enforcing laws, policies and regulations concerning
municipal affairs, subject only to limitations and restrictions provided in the State of California Government Code and
Constitution. Thirteen advisory commissions and committees assist the City Council with this work. Activity goals are: 1)
open, informed and democratic public decisions; 2) responsive and appropriate legislation; 3) efficient and effective execution
of adopted laws, policies and regulations; and 4) providing the tax payer and residents with the best services and facilities
within available resources. This activity has three major elements:
* Legislation. Enacts ordinances, appropriations and resolutions; and, reviews compliance with adopted laws, policies
and regulations (40 percent of the activity).
* Policy. Reviews and adopts plans which guide the decisions and actions of the City's activities and capital investment
projects (40 percent of the activity).
* Supervision. Directs and evaluates the City Manager, City Attorney and City Clerk (20 percent of the activity).
SG"T EXPENDITURE AND STAFFING CHANGES
None
MAJOR 1995-97 OBJECTIVES * 1995-97: Outlined in the Major City Goals section of the financial plan.
RELATED COST CENTERS
Council (10-001.03 through 13)
D-7 1
ACTIVITY: City Manager
DEPARTMENT: Administration
Staffing 242,948 244,545 254,800 254,800
Utilities and Communications 676 500 650 650
Supplies, Materials and Senices 13.828 14,425 10,350 12,100 - Minor Capital 1.341 250
Other Payments
Total 258,793 259,720 265,800 267,550
PROGRAM: General Administration
FUND: General Fund
ACTIVlTY DESCRIPTION
The City Manager activiq implements City Council legislation, policies and regulations; provides information and
m~~~~~~endation~ to the City Council; directs delivery of City services; and, manages the implementation and accomplishment
of City goals. Activity goals include: I) fostering an informed public decision making process; 2) responsive, effective and
efficient City services; and 3) effective City management. This activity has four major elements:
Direction and leadership. Focus the efforts and contributions of staff on results and not work; establish performance
standards; build consensus on important issues; develop budget policies and procedures; establish priorities; and,
making decisions. (40 percent of the activity).
Advising and assisting the City CounciI. Orient new councilmembers on the operation and functions of city
government; recommend legislation, policies and regulations; establish effective employee relations and conduct labor
negotiations; provide for the review of services; assist citizens with Council requests; represent the City with other
government agencies; anticipate problems; handle Council appointments; and, resolve conflict (40 percent of the
activity).
community dtions. Understand community demands and expectations; foster effective relations with community
groups, organkitions and interest groups; process citizen requests; and, maintain effective communications with the
news media (10 percent of the activity).
Promoting the City's future. Recommend short, medium and long range plans for land use, economic development,
service levels, capital facilities and resources (personnel, material, facilities, money) (10 percent of the activity).
D-72
ACTIVITY: City Manager
DEPARTMENT: Administration
PROGRAM: General Addsiration
FUND: General Fund
SIG"T EXPENDITURE AND SAFFING CHANGES
None
MAJOR 1995-97 OBJECTIVES
* 1995-97: Facilitate establishment of a fixed route bus system * 1995-97: Implement reporting system for federal transit funds * 1995-97: * 1995-97: Negotiate new labor contracts for all bargaining units * 1995-97: Refine fixed bus route system
Tie Secretary to City Manager into Local Area Network
RELATED COST CENTERS
City Manager (10-040.01)
D-73
ACTIVITY Public Works Administration
DEPARTMENT: Public Works
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments
Total
PROGRAM: General Administration
FUND: General Fund
2 18,744 217,650 229,180 ~ 229,180;
2.014 1,900 2,900 2,900
17,175 16,945 16,290 20,090
1,326 8,500
239,259 236,495 256,870 252,170
ACTIVITY DESCRLPTION
The Public Works Administration activity provides overall direction, administrative support and management for the following
public works divisions: Engineering, Building and Equipment Maintenance, Streets and WaterWastewater; provides clerical
support for Public Works Administration, Building Maintenance, design, construction, traffic and development services.
Activity goals are: 1) responsive, professional and courteous services; 2) efficient and effective operations; and, 3) well
designed City facilities. This activity has six major elements:
ckkd support. Prepare correspondence, council communications, reports and specifications; organite, maintain and
research correspondence and computer files; handle vehicle registration, contract documents, purchase orders, claims,
public counter inquiries and complaints; and answer phones and relays radio messages (30 percent of the activity).
Project management. Handle labor compliance requirements on public works construction projects, oversee design,
construction and administration of building projects; and, resolve all major problems on City construction projects (5
percent of the activity).
Department administration. Establish department rules, policies and procedures, monitor and evaluate department
activities; develops team building and employee recognition programs, represents the City with other government
agencies, private firms and organizations (30 percent of the activity).
Enterprise management Oversee the water and wastewater utility services and ensure conformance with Federal,
State and local health requirements (10 percent of the activity).
* Budget administration. Coordinate and compile the total Public Works Department operation and maintenance
budget and capital improvement budget; review and approve all procurement documents and purchase orders; ensure
expenditures conform to approved budgets (10 percent of the activity).
* Personnel administration. Develop department policies and work rules; interpret City personnel rules, policies and
employment contracts; develop and coordinate in-service safety and training programs (15 percent of the activity).
D-74
ACTMTY:
DEPARTMENT:
Public Works Administration
Public Works
PROGRAM: General Administration
FUND: GeneraI Fund
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
* 1995-96 Replace copier ($8,500)
MAJOR 1995-97 OBJECTIVES
* 1995-96: Update Department Safety Program
* 1995-96: Update Department Policy Manual * 1995-96: * 1995-96: Develop Departmental Disciplinary Action Manual * 1995-96: Review and evaluate Utility Franchise Agreements
* 1995-96:
Develop more inclusive overhead rates for each Public Works Department
Develop objectives for each division the Department's Mission and Value Statement
RELATED COST CENTERS
Public Works Administration (10-301.01)
0-75
ACTNITY: City Attorney
DEPARTMENT: City Attorney
Sang
Utilities and Communications
Supplies, Materials and Services
Minor CaDital
PROGRAM: Legal Services
FUND: General Fund
145,932 188,760 214,795 214,795
283 475 1,075 1,075
24,901 28,405 28,835 28,835
967
ACTIVITY DESCRIPTION
Total
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 p'osecuted.
Activity goals are: I) to reduce the City's liability exposure; and, 2) to provide timely and complete legal advice and services.
This activity has five major elements:
172,083 I 217,640 1 244,705 I 244,705
Legal review and advice. Review ordinaoces, resolutions, contracts and advise on employment issues (40 percent of
the activity).
Advise and dt the City Council. Orient new councilmembers on the services and functions of the City Attorney's
Office; advise and assist the City Council and staff with proposed and existing legislation, policies and regulations;
process citizen requests; anticipate problems; and, assist in resolving conflict (10 percent of the activity).
Legal representation. Represent the City at council meetings and defend the City against litigation and claims and
represent the City with other government agencies (30 percent of the activity).
Document preparation. Prepare ordinances, resolutions, contracts, legal pleadings, reports, correspondence and other
legal documents (10 percent of the activity).
Enforcement. Enforce and prosecute violations of the municipal code (10 percent of the activity).
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
None
D-76
ACTIVITY: City Attorney
DEPARTMENT: City Attorney
PROGRAM: Legal Services
FUND: General Fund
MAJOR 1995-97 OBJECTIVES
None
RELATED COST CENTERS
Counsel and Legal Advice (10-035.01)
D-77
AC3TVTl-Y: City Clerk
DEPARTMENT: City Clerk
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments
PROGRAM: Records Administration
FUND: General Fund
118,545 98,240 1 2 1,070 121,070
2,916 2,900 3,000 3,000
18,165 18,860 16,340 16,340
6,797
ACTNTTY DESCFUFTION
The City Clerk activity records and preserves all city records as provided by the State of California Government Code and
provides s~pport 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 PoIicies; and 3) prompt response to requests for
recorded information. This activity has seven major elements:
Information dissemination. Prepare and coordinate publications; post ordinances, resolutions, public hhgs,
appointments, and other actions as required; respond to requests by Council, the public and staff (20 percent of the
activity).
Agenda coordination. Coordinate and schedule agenda items; and, review, assemble and distribute agenda reports (25
percent of the activity).
Reuuitment. Solicit and coordinate appointments to advisory bodies (10 percent of the activity).
Records management. Record and preserve Council minutes; manage official records (ordinances, resolutions, deeds
and contracts); and, codify and distribute the City's Municipal Code (20 percent of the activity).
Advising and assisting the City Council. Orient new councilmembers on the services and functions of the City
Clerk's Office; prepare Council correspondence and reports; schedule appointments; distribute information to advisory
bodies and otber government agencies involving the City Council (10 percent of the activity).
Ministerial duties. Administer oaths of office; attest and seal official documents; receive claims against the City; and,
pn>cess certain permits (10 percent of the activity).
Conflict of Interest. Act as tbe filing officer; and, review and approve State disclosure statements (5 percent of the
activity).
I Total I 146.423 1 120,000 I 140,410 1 130,410 1
D-78
ACTIVITY:
DEPARTMENT:
City Cleric
City Clerk
PROGRAM: Records Administration
FUND: General Fund
SIG"T EXPENDITURE AND STAFFING CHANGES
* 1995-96 Administrative Clerk ($20,010)
hWOR 1995-97 OBJECTIVES
* 1995-97: Computerize records, contracts and other documents maintained for City and other agencies.
RELATED COST CENTEFZS
City Clerk Administration (10-001.01)
D-79
ACTIVITY: Elections
DEPARTMENT: City Clerk
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Pavments
PROGRAM: Election Administration
FUND: General Fund
575 6,125 420 420
400 450
8,332 16,000 2,200 15,050
ACTrVrrY DESCRIPTION
The Elections activity conducts City elections for elective offices, initiatives, referenda and recalls. Activity goals are: 1)
elections which conform to the State elections code; and, 2) a high level of voter registration and turnout. This activity has two
major elements:
* Election administration. Conduct regular and special elections: process and Certify nomination and candidate
statements and citizen generated petitions; prepare and advertise legal notifications in compliance with State
regulations; review and update the City's election manual; and, assist with voter registration and absentee ballot
application (70 percent of the activity).
Disclosure reporting. Process and file campaign financial disclosure statements; and oversee preparation of candidate
conflict of interest statements (30 percent of the activity).
MAJOR 1995-97 OBJECTIVES
None
RELATED COST CENTERS
Election (lO-OO1.02)
D-80
ACTIVITY: Personnel Services
DEPARTMENT: Personnel
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments
Total
PROGRAM: Administrative Services
FUND: General Fund
175.574 164,455 186,730 186,730
1,599 2,000 2,400 2,400
34,972 30,500 68,200 48.200
970 5,800
213,115 196.955 263,130 237,330
ACTIVITY DESCRIPTION
The Personnel Services activity is responsible for developing, advising and enforcing human resource programs by policies,
rules, regulations and legislation; advising staff and Council on personnel matters and relations; promoting compliance with
existing personnel rules, regulations, policies and legal mandates; overseeing the City's personnel classification and pay
program; and developing and administering the City's employee training programs. Activity goals are: 1) to recruit and retain
highly qualified, well-trained and motivated employees; 2) to provide responsive and professional service to City employees and
the public; and, 3) to follow fair and objective personnel practices. This activity has six major elements:
Employee recruitment and selection. Develop recruitment strategies and conduct examinations for hiring employees
(20 percent of the activity).
Personnel services. Coordinate personnel support services to include: processing employment inquiriedverifications,
pre-employment and fitness for duty medical examinations, drug testing and personnel actions; performance appraisal
management; maintain official personnel files; and maintain official personnel policies and procedures (25 percent of
the activity).
Benefit administration. Manage the City's benefit programs: health insurance plans, retirement services, employee
assistance services, long-term disability insurance, defend compensation, flexible spending plans and other city self-
insured benefits (20 percent of the activity).
EmployerlempIoyee relations. Advise and assist staff in resolving complaints in the work place and interpretation of
employment agreements (MOU's, policies, rules, etc.); advise and assist in preparing disciplinary actions; advise and
assist negotiating employment, compensation and benefit agreements; conduct and analyze negotiation surveys (17.5
percent of the activity).
Classification and pay. Develop and maintain the City's position classification and pay system; evaluate and
determine employe classification and pay for new and existing positions; and, maintains official pay and classification
files (10 percent of the activity).
Equal employment opportunity and finnative action. Ensure employment decisions are nondiscriminatory and
without artificial bamers to recruitment, examination and promotion practices; develop, maintain and monitor City's
affirmative action pian; and respond to complaints of alleged violation (7.5 percent of the activity).
D-8 I
ACTNITY Personnel Services
DEPARTMENT: Personnel
PROGRAM: Administrative Services m: General Fund
SIGNIFICANTEXPENDITURE AND STAFFING CHANGES
* 1995-97: Classification and compensation study ($20,000) * 1995-97: Copy machine ($5,800) * 1995-97: Administrative Clerk Im position ($21,820)
MAJOR 1995-97 OBJECTIVES
* 1995-96: Implement Administrative Policy and Procedures
* 1995-96: Begin city wide 'for cause' drug testing * 1995-96: Develop system to centralize claims management for grievances, disabilities, retirement, discrimination and
workers compensation * 1995-96: Assist in negotiations with maintenance and operators, fire, general services and dispatch bargaining units * 1996-97: Assist in negotiations with police * 1996-97: Implement an automated human resources management program * 1996-97: Implement recommendations from the classification study
RELATED COST CENTERS
Personnel Administration (10-040.02)
D-82
ACTTVITY: City Wide Training
DEPARTMENT: Personnel
staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments
Total
PROGRAM: Training & Development m: General Fund
6,300 6,300
6,300 6,300
ACTMTY DESCRIPTION
The City wide Training activity is responsible for promoting a quality workforce by providing training and development
opportunities to employees to increase productivity, and enhance the overall effectiveness of staff.
* Employee training and development. Develop proem to promote training of employees (100 percent of the
activity).
STAFFINGSUMMARY
None
SIGiWCANT EXPENDITURE AND STAFFING CHANGES
* 1995-96 San Joaquin Valley Consortium ($1,800)
* 1995-96 General Supervisory Training ($1 ,OOO)
* 1995-96 Sexual Harassment training ($500) * 1995-96 Performance Evaluation training ($2,500)
* 1995-96 Drug & Ahhol TrainiOg ($500)
WOR 1995-97 OBJECTIVES
* 1995-96: T& staff and begin management performance evaluation program * 1995-96: * 1996-97:
Develop and train supervisors on administrative procedures and methods of disciplinary actions
Obtain management training of employment and Iabor relations matters
RELATED COST CENTERS
Training - City Wide (10440.04)
D-83
ACTIVITY:
DEPARTMENT: Administration
Risk & Solid Waste Management PROGRAM: Administrative Services m: General Fund
ACTIVITY DESCRIPTION
The Risk & Solid Waste Management activity reduces risk of incidents and protects the City from liability due to losses; assists
management and employees in reducing work related injuries and disease; promotes health and fitness; oversees refuse
collection, industrial waste and recycling franchise agreements; and, enforcement of the property maintenance ordinance.
Activity goals are: 1) reduce and eliminate avoidable incidents; 2) reduce City's exposure to risk; ensuring adqw and
appropriate insurance coverage for liability due to losses; 3) promote a physically and mentally healthy work force; 4) efficient
and reliable solid waste collection and disposal; 5) maximum diversion feasible of solid waste from the landfill; and, 6) reduce
or eliminate environmental blight in community. This activity has four major elements:
Loss control activities (50 percent of the activity)
Liability claims administration.
administrative action (U, percent of the activity).
Review general liability claims against the City and recommend appropriate
Workers' compensation claims administration. Review employee injury claims against the City and recommend
appropriate administrative action (50 percent of the activity).
Insurance review. Ensure that contractors and special event sponsors carry adequate insurance to protect the City,
review the City's self-insurance provisions to ensure adequate funding to cover losses (15 percent of the activity).
Safety bprovement. Identify safety risks and recommend corrective actions (10 percent of the activity).
Health and fitness education. Develop and sponsor classes on health and fitness (5 percent of the activity).
General liability, property and workers compensation insurance (10 percent of the activity)
Liability. Provide general 1iabiIity coverage to $10 million with a self-insured retention of $5oO,ooO (77 percent Of
the purchased insurance)
Property. Provide coverage for property and damage loss (8 percent of the purchased insurance).
Workers Compensation.
retention of $UO,OOO (15 percent of the purchafed insurance).
Provide workers compensation coverage up to statutory limits with a self-insured
Solid waste management (20 percent of the activity)
Solid waste planning and coordination.
management plans; and coordinate these activities with regional agencies (70 percent of the program).
Review and develop solid waste and household hazardous waste
Solid waste franchise administration. Ensure compliance with franchise agreements, receive and evaluate customer
complaints, and review rate adjustment requests (30 percent of the program).
Property maintenance activities (20 percent of the activity)
Property maintenance standards. Develop and recommend property maintenance standards for cleanliness within
the City and neighborhoods (10 percent of the program).
D-84
ACTNITY:
DEPARTMENT: Administration
Risk & Solid Waste Management
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments
Total
PROGRAM: Administrative Services
FUND: General Fund
99.139 52.530 71.415 71.415
490 600 400 400
18,852 23.525 40,025 20,030
30,530 600
21.935 35.000
170.916 11 1,655 112.440 91.845
Code enforcement. Investigate violations of the propetty maintenance ordinance and issue abatement orders (70
percent of the program).
~ee;~lar Positions:
Admin. Assistant to the City Manager
Risk Manaeement Technician
Education and promotion. Coordinate special clean up events; act as liaison to Eastside Improvement Committee
representatives. neighborhood residents and tenants and provide information on propexty maintenance standards (20
percent of the program).
1 0 0 0
1 1 1 1
Code Enforcement Officer
Total
T:mporary Positions:
Full-time equivalents
0 0 1 1
2 1 2 2
0 .3 .6 .6
SIGhWCANT EXPENDITURE AND STAFFING CHANGES
* 1995-96 increase hours for Code Enforcement Officer ($17,150)
* 1995-96 Increase hours for Admin Clerk part-time ($8,300) * 1995-96 Zoning Regulation Contract ($20,000)
MAJOR 1995-97 OBJECTIVES
* 1995-97:
* 1995-97: * 1995-97: * 1995-97: * 1995-97: Establish automated tracking of property maintenance complaints
Reduce or prevent trip and fall incidents by coordinating with Public Works on the sidewalk maintenance
program.
Support initiatives to remove railroad tracks from Lodi Avenue
Develop programs to reduce heart attacks and heart injury
Achieve 255% diversion of solid waste to landfill in 1995 as required under AB 939
RELATED COST CENTERS
Damage to City Property (10.0-015.01)
Community Improvement (10.0-020.08)
Risk Management (10-040.03)
D-85
ACTNITY:
DEPARTMENT:
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments
Total
Information Systems
Administration
53.636 57,455 57,455
7.8 15 7,800 7.800
61.451 65,255 65,255
PROGRAM: Administrative Services m: General Fund
Regular Positions:
Information System Coordinator
Total
Temporary Positions:
Full-time equivalents
ACTIVITY DESCRlITION
0 1 1 1
0 1 1 1
0 0 0 0
The Information Systems activity develops and coordinates the City’s information system. Activity goals include: 1) long-range
policies and standards for acquiring, maintaining and replacing equipment and software; and 2) responsive and on-going support
and trainkg for computer equipment and software, telephones, central copy machines and other miscellaneous equipment. This
activity has three major elements:
PoliCies and standards. Develop, implement and manage informafion system policies and standards for computer
hardware and software acquisition, maintenance, and replacement. (30 percent of the adivity).
System support. Provide for on-going maintenance and training of equipment and personnel to ensure full utilization
and equipment and software. (40 percent of the activity).
other systems and equipment. Manage and maintain City’s support equipment and systems to include telephone
system and centralized copy equipment and printers. (30 percent of the activity).
I I I I 1 I
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
None
MAJOR 1995-97 OBJECTIVES
None Submitted
RELATED COST CENTERS
Information Systems (10.0-041.01)
D-86
ACTMTY: Finance Administration
DEPARTMENT: Finance
Utilities and Communications
Supplies, Materials and Services
Minor Caaital
PROGRAM: Administrative Services
FUND: General Fund
1,318 1,500 1,200 1.200
49,433 74,933 5 1.625 5 1.625
5.698 1.000
ACTIVITY DESCRHTION
Other Payments
The Finance Administration activity provides financial and other support services to include: financial planning; accounting;
cashier services; investment; billing and tax administration; utility meter reading; parking enforcement; data processing, mail
processing, purchasing, and collection services. Activity goals include: 1) efficient, effective and responsive service; 2)
accurate and timely reporting; and 3) protection of the City's assets from unauthorized use. This activity has four major
elements:
15 I
Leadership and administration. Plan, organize, direct, coordinate and review services and activities of the
Department; estabiish rules, procedures and polices to provide for the day to day conduct of services, staff training and
personnel management in accordance with City policies; foster and promote a positive and efficient work place;
recognize and reward excellent performauce; and make decisions (10 percent of the activity).
Total 212,217 I 223,260
Accounting and finanual planning. Coordinate preparation of the City's financial plan and budget; provide
accounting services and financial reports; and, review. analyze and evaluate financial procedures for accuracy and
completeness; guide and direct preparation of financial reports, studies and plans (30 percent of the activity).
287,030 287.030
Revenue management.
administer debt financing; and develop cost recovery programs (30 percent of the activity).
Provide billing and collection services; oversee investment of City funds; manage and
Support services. Provide administrative support services to include; 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-87
ACTlVlTY: Finance Administration
DEPARTMENT: Finance
Temporary Positions:
Contract Employee
Total
Full-time equivalents
PROGRAM: Administrative Servicts m: General Fund
0 0 1 1
0.6 1.6 0.8 0.8
0.6 1.6 1.8 1.8
SIG"T EXPENDITURE AND STAFF'ING CHANGES
None
MAJOR 1995-97 OBJECT M3
* 1995-97: * 1995-97:
* 1995-97: Develop a Purchasing Policy Manual * 1995-97:
RELATED COST CENTERS
Develop program to help low income customers afford city utility services
Identify permanent source of funding to finance park maintenance, street lights, community center and library
services
Develop policies to assist businesses finance development fees and charges
Finance Administration (10-O50.01)
D-88
ACTIVITY Accounting Services
DEPARTMENT: Finance
Stafiing
Utilities and Communications
Supplies, Materials and Services
PROGRAM: Administrative Services
FUND: General Fund
285,881 293,270 306,475 306,475
3,403 3,475 4,800 4,800
17,584 22,575 25,175 25,175
ACTIWTY DESCRIPTION
Minor Capital
Other Payments
Total
The Accounting Service activity maintains and controls the City's financial records and books of original entry; prepares,
analyzes and publishes financial reports; records debt obligations; maintains cost accounting systems and fixed asset records;
prepares payroll and associated reports; and, pays invoices for purchases made by City. Activity goals are: 1) to maintain
accurate and complete records; 2) to provide timely and accurate financial reports; 3) to provide quality service to employees
and City customers; and, 4) to protect the financial integrity of the City. This activity has five major elements:
3,499 2,500 3,500 3,500
3 10.367 32 1.820 339,950 339,950
Leadership and administration. Plan, organize, direct, coordinate and review the City's accounting operations and
services; establish rules, procedures and polices to provide for the day to day conduct of accounting operations; advise
and assist the Finance Director and staff on accounting policies and procedures; foster and promote a positive and
efficient work place; recognize and reward excellent performance; and make decisions (10 percent of the activity).
Accounting and reporting. Collect, organize, process, analyze and classify the City's financial transactions for
preparation of interim and annual financial reports; distribute reports and respond to inquiries; maintain books of
original entry and other financial records; and, conduct financial analysis studies (30 percent of the activity).
Conduct annual audit. Assist City auditors in conducting the annual audit; prepare and distribute the City's annual
financial reports, single audit report and management letter; and, prepare the City's response to recommendations made
by the auditors (10 percent of the activity).
Budget preparation and management. Advise and assist in preparing the City's financial plan and budget; develop
budget policies and prepare projections, analysis, and source data; prepare and publish the City's financial plan and
budget; and, assist staff with budget preparation (20 percent of the activity).
Accounting services. Provide payroll and accounts payable services; prepare and distribute reports; and, respond to
employee and customer inquiries as required (30 percent of the activity).
D-89
ACTIVITY:
DEPARTMENT:
Accounting Services
Finance
PROGRAM: Administrative Services
FUND: General Fund
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
None
MAJOR 1994% OBJEcTnTEs
* 1995-97 * 1995-97: * 1995-97: * 1995-97: Establish training standards and program for payroll technician
Eliminate storage of prior years “hard copy” of payroll and accounting reports.
Coordinate the review, identification and evaluation of financial information system software package
Develop and implement a City wide fixed asset inventory system
RELATED COST CENTERS
Finance Accounting (10-050.03)
D-90
ACTIVITY: Revenue Services PROGRAM: Administrative Services
DEPARTMENT: Finance FUND: General Fund
Staffing I 349,606
Utilities and Communications 78,829
Supplies, Materials and Senices I 40,968
Minor Capital 723
Other Payments
Total 470,126
ACTIVITY DESCRIPTION
362,010 384,155 3 84,155
91,120 98,a 10 98,410
58,600 60,950 60,950
1,000 1,000 1,000
512,730 5443 15 511,515
The Revenue Service activity collects, protects and invests the City's funds; maintains liaison with the City's designated
depositories (banks); advises the staff on tax policies; collects taxes, and issues bills; issues utility and other miscellaneous bills
of the City; administers and manages the parking collection contract; and assists in preparing the annual budget and fmancial
reports. Activity goals are: 1) to provide timely, efficient and accurate service to staff and customers; 2) to ensure the
maximum return on the City's invested funds; 3) to protect City funds from unauthorized use, diversion or theft; and, to
promote positive customer relations. This activity has six major elements:
Leadership and administration. Plan, organize, direct, coordinate and review the City's billing, collection and fund
control operations; establish rules, procedures and poIices to provide for the day to day conduct of revenue operations;
advise and assist Finance Director and staff on revenue policies and procedures; foster and promote a positive and
efficient work place; recognize and reward excellent performance; and make decisions (10 percent of the activity).
Collection services.
percent of the activity).
Prepare, collect and reconcile city bills for utilities and other miscellaneous receivables (60
Tax administration and services. Develop and recommend tax policies and legislation; prepare, collect and/or
monitor taxes due the City; enforce provisions of City legislation for collection of locally administered and coIlected
taxes; and, reconcile and analyze tax revenues to annual estimates (10 percent of the activity).
Investment of City funds. Advise and assist the Finance Director invest City funds in accordance with the City's
investment policy; record, track, analyze and report on City investments; development and recommend investment
policies; and, prepare the City's monthly investment report. (10 percent of the activity).
Administration of parking citations. Administer and manage the parking citation collection contract; receive,
distribute and deposit parking revenues; reconcile and adjust collections, delinquencies and DMV holds; and, reconcile
reports with information from other azencies (5 percent of the activity).
Budget preparation. Assist and advise Finance Director and staff develop revenue projections for the City's financial
plan and budget; track and reconcile projected revenues to actual projections; recommend mid-year adjustments; and
prepare cash flow projections (5 percent of the activity).
D-9 l
ACTIVITY:
DEPARTMENT:
Rwenue Manager
Senior Account Clerk
Revenue Services
Finance
1 1 1 1
2 2 2 2
PROGRAM: Administrative Sewices
FUND: General Fund
Account Clerk 6 6 6 6
Temporary Positions: I I
SIGNIFICANTEXPENDITURE AND STAFFING CHANGES
I
None
MAJOR 1995-97 OBJECTIVES
* 1995-97 Assist in review and selection of computer software for cashier system and utility billing system * 1995-97: Review and evaluate utility billing system and policies and make recommendations to improve efficiency,
effectiveness and customer relations * 1995-97: Implement a cash and investment management system * 1995-97 Install a five year billing and paymeat history on INACTIVE utility accounts
RELATED COST CENTERS
Finance Revenue Division (lO-O50.05>
D-92
ACTMTY Data Processing
DEPARTMENT: Finance
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments
Total
PROGRAM: Administrative Services
FUND: General Fund
2 18,304 220,320 229,865 229,865
83.072 80,975 44,590 45,985
4,205 2 1,400 13,300
305.714 301,395 296,955 290,250
133 100 1.100 1,100
ACTIVITY DESCRIPTION
The Data Processing activity provides centralized data processing and programming services for City Departments; provides
advice and assistance to staff on the use, application and operation of central computer services; advises and assists staff in the
development of applications andlor purchase of "canned" programs and applications; and, maintains and operates the City's
computer mainframe. Activity goals are: 1) to provide efficient, effective and responsive service; 2) to maintain current
programs and applications at levels necessary to conduct operations; 3) to assist staff increase productivity through data
processing mice; and 4) to maintain operations 24 hour per day. This activity has six major elements:
Leadership and administration. Plan, organize, direct, coordinate and review the City's data processing services and
operations; establish rules, procedures and polices to provide for the day to day conduct of data processing operations;
advise and assist the Finance Director and staff on data processing policies and procedures; foster and promote a
positive and efficient work place; recognize and reward excellent performance; and make decisions (10 percent of the
activity).
Operations. Maintain and operate system applications (payroll, utility billing, police files, etc.) in support of City
departments; maintain and operate general support applications (word processing, spread sheet, etc.) in support of City
departments; and, maintain and operate peripheral equipment (25 percent of the activity).
Systan maintenance. Maintain central computers; provide backup and recovery support; repair and replace defective
equipment; monitor and analyze uses of storage and operating capacity; and, recommend and advise on expanding
hardware and software capacity (15 percent of the activity).
Application maintenance.
applications; and, assist and advise users with changing application technology (15 percent of the activity).
Correct, adjust and update defective applications; advise and assist users to update
User support. Advise and assist users in assessing needs, applications and equipment requirements; provide other
general support services; and, assist in identifying efficiency measures which can be achieved through a central
computer service (20 percent of the activity).
Software development. Enhance, design and implement systems and programs to meet user needs (15 percent of the
activity).
D-93
ACTIVITY: Data Processing
DEPARTMENT: Finance
PROGRAM: Administrative Services
FUND: General Fund
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
* 1995-97 System Printer ($8,100) * 1995-97 Backup Tape Drive ($5,000)
* 1995-97 Pthter($8,300)
MAJOR 1995-97 OBJECTivEs * 1995-97: Coordinate computer relocation to the City Hall “Annex” * 1995-97: Modify Business License System * 1995-97: Develop a “Bulletin Board” System * 1995-97: Utility Billing System Upgrades: Billing Proration; Vacation Billing Rats; Third Party Notification;
* 1995-97 Convert Applications to “Native” * 1995-97 Implement Version 3 of the AS1400 System Software * 1995-97 Establish a stable and productive “Client/Server” system * 1995-97 ELiminate ullllecessary “hardcopy” printout
Delinquent Notices; Scheduled Billing
RELATED COST CENTERS
Finance Data Processing (10-050.06)
D-94
ACTlVlTY Purchasing
DEPARTMENT: Finance
PROGRAM: Administrative Services
FUND: General Fund
ACTIVITY DESCRIPTION
The Purchasing activity provides centralized purchasing and procurement services; centralized inventory management and
distribution services; centralized disposal of surplus equipment, supplies and material; and maintains lists of approved suppliers,
vendors and contractors. Activity goals are: 1) to obtain the best value for supplies, material and equipment purchased by the
City; 2) to maintain essential levels of common supplies, materials and fonns needed to conduct day to day City operations;
and, 3) to provide efficient, effective and responsive service to staff, vendors and suppliers. This activity has four major
elements:
Leadership and administration. Plan, organize, direct, coordinate and review the City's purchasing services and
operations; establish rules, procedures and polices to provide for the day to day conduct of purchasing operations;
advise and assist the Finance Director and staff on purchasing policies and procedures; foster and promote a positive
and efficient work place; recognize and reward excellent performance; and make decisions (5 percent of the activity).
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 warranty/maintenance information; and resolve problems (60 percent of the activity).
Inventory services. Maintain and manage inventory of $1.5 million of equipment, electrical supplies, janitorial
supplies and common office supplies and forms and janitorial supplies; distribute and deliver supplies, materials and
supplies to departments; and, inspect supplies, materials and forms for conformaoce with City's specifications. (30
percent of the activity).
Disposal services. Dispose of surplus material and equipment as required (5 percent of the activity).
I I 245.225 I 245,225 I Total 238,008 I 250,615 I
D-95
ACTMTY:
DEPARTMENT:
Regular Positions:
Purchasing Officer
Purchasing
Finance
1 1 1 1
PROGRAM: Administrative Services
FUND: General Fund
Bwer 1 1 1 1
StorekeeperBuyer
Storekeeper
Purchasing Assistant
Total
Full-time eauivalents
Temporary Positions:
SIGNIFICANT EXPENDITURE AND STAFFING CRANGES
1 1 1 1
1 1 1 1
1 1 1 I
5 5 5 5
0 0 0 0
None
MAJOR 1995-97 OBJECTIVES
* 1995-97: Implement a computerized purchasing and inventory system * 1995-97: Develop a Purchasing Policy Manual
RELATED COST CENTERS
Finance Purchasing (10-050.02)
D-96
ACTIVITY Field Services
DEPARTMENT: Finance
Staffing
PROGRAM: Organization Support Services m: General Fund
325,490 I 302,590 I 270,900 I 270,900
ACTIVITY DESCRDPTION
Utilities and Communications
The Field Services activity reads, collects the read data and reports electric and water consumption on metered customers;
and disconnects authorized customers to City utilities; issues final notices to delinquent customers; disconnects
customers for non-payment, no signature, no identification, no rental agreement, returned check; identifies and pursues
unauthorized or illegal use of City utilities; assists customers with complaints and requests; and, maintains active file of
terminated customers for Finance and Utility Departments’ use. Activity goals are: 1) to provide timely and accurate meter
reads; 2) to resolve or collect delinquent accounts within 60 days; and, 3) to provide efficient, effective and responsive services.
This activity has four major elements:
3,681 I 2,500 1 6,500 I 6.500
Leadership and administration. Plan, organize, direct, coordinate and review the City‘s field service operations;
establish rules, pdures and polices to provide for the day to day conduct of employees; advise and assist the
Finance Director and staff on utility policies and procedures; assist in the preparation of the budget for the Field
Services Unit; assist with and perform a variety of personnel actions including selections, promotions, performance
evaluations, disciplinary measures and dismissals; attend weekly Executive Meetings; oversee and schedule vehicles for
sewice; verify and sign payroll forms; approve vacation schedule; pick up gasoline usage tags; plan and conduct
monthly Safety Section meetings; take postage meter to Post Office; interact effectively and courteously with the
public; foster and promote a positive and efficient work place; recognize and reward excellent performance; and make
decisions (15 percent of the activity).
Supplies, Materials and Services 33.200 38,695 35,575 34,975
Minor Capital 919
Other Payments - Total 363,290 343,785 312.975 3 12.375
Data reading and collection. Collect and report readings from metered customzrs (40 percent of the activity).
service co~dons and cok?ctions. Connect and disconnect services for authorized customers; issue final notices to
delinquent customers; disconnect unauthorized customers; maintain list of terminated customers for Finance and Utility
Departments’ use; fill out daily work report; check sealed accounts, and perform related duties as required (30 percent
of the activity).
Customer services. Assist and advise customers with complaints or requests for information. Maintain meter routes;
assign new accounts; and, work closely with Billing and Collection staff (15 percent of the activity).
D-97
ACTMTY:
DEPARTMENT:
Regular Positions:
Field Services Supervisor
Field Services
Finant%
1 0 0 0
PROGRAM: OrganiLation Support Services m: General Fund
Regular Positions:
Field Services Supervisor
Customer Services SuDervisor
1 0 0 0
0 0 1 I Customer Services Supervisor 0 0 1 I
SIGNIFICANTEXPENDITURE AND STAFFING CHANGES
Accounts Collector
Meter Reader
Parking Enforcement Assistant
Total
Temporary Positions:
Full-time equivalents
None
2 2 1 1
4 4 4 4
1 1 0 0
8 7 6 6
2 2.6 1.5 1.5
MAJOR 1995-97 OBJECTIVES
* 1995-97 Implement Energy Theft Diversion program
RELATED COST CENTERS
Finance Field Services (10450.07)
D-98
ACTMTY: Building Maintenance
DEPARTMJNI"T Public Works
Staffing
Utilities and Communications
Sundie_< Materials and Services
PROGRAM: Organization Support Services
FUND: General Fund
18 1,808 117,700 117,915 117,915
2 17,544 202,170 195,365 195.365
228.274 185.435 2 0 9 - 6 2 5 201.575
ACTIVITY DESCRIPTION
Work for Others
Minorcapital -
Other Payments
Total
The Building Maintenance activity provides for the operation and maintenance of fallowing City buildings except for Parks and
Recreation facilities, Hutchins Street Square and the Library; and, administers building construction projects.
2,185 750 750
1,190 3,235 3,235
628,043 508,680 526,890 518,840
417
City Hall
Public Safety Building
Fire Prevention Building
Municipal Service Center
Regular Positions:
Build & Equip h4aint Superintendent
Senior Build Maint Worker
Building Service Worker
20,000 sq. ft. Camegie Forum
35,300 sq. ft. City Hall hex
2,000 sq. ft. Fire Station #2
58,300 sq. ft. Fire Station #3
.5 .5 .5 .5
1 1 1 1
1 1 1 1
10,200 sq. ft.
5,700sq. fi.
7,200 sq. ft.
6,300 sq- ft.
Total
Temporary Positions:
Full-time equivalents
Activity goals are: 1) attractive 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:
2.5 2.5 2.5 2.5
0 0 0 0 d
* Administration. Provide overall direction, supervision and planning (12 percent of the activity)
Maintenance and remodding. Perform general and preventive maintenance, carpentry, painting, plumbing, electrical
and mechanical repairs and improvements (80 percent of the activity).
* Contract administration. Coordinate and manage contracts for janitorial and other maintenance services, remodel and
repair projects and provide contract administration on major remodel and construction projects including all phases
from planning to project construction (8 percent of the activity).
D-99
GENERALGO-
ACTNITY: Building Maintenance
DEPARTMENT: Public Works
PROGRAM: Organization Support Services
FUND: General Fund
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
None
MAJOR 1995-97 OBJECTIVES
* 1995-97: * 1995-97: * 1995-97: * 1995-97: Develop City-wide HVAC preventive maintenance program * 1995-97: * 1995-97
Select & install a preventive maintenance and work order software program
Develop a Roof Maintenance Plan and Prevention Maintenance and Capital Replacement Schedule
Work with City’s ADA cornmitee to develop ADA priorities
Develop & implement plan for CFC conversions in all HVAC systems
Evaluate Building Maintenance manpower needs for expanding and addtsonal City Facilities
RELATED COST CENTERS
City Building Maintenance (10-351.01)
D-100
ACTTVITY: Equipment Maintenance and Motor Pool PROGRAM: Organization Support Services
DEPARTMENT: Public Works FUND: Equipment Service Fund
~~ ~~
ACTIVITY DESCRIPTION
The Equipment Maintenance activity provides maintenance, repair and operation of City vehicles and equipment (except larger
trucks 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 service life; and 3) a positive image for the City. This activity has six major elements:
Administration. Direct, supervise, and plan equipment maintenance activities; provide clerical and administrative
support; establish shop rules and procedures; train and develop staff; promote and foster a positive and efficient work
place; and maintain shop materials and supplies. (20 percent of the activity)
Repairs. Repair malfunctions and overhaul engines and transmissions (15 percent of the activity).
Preventive maintenance. Schedule, inspect and service vehicles, heavy equipment and other equipment (15 percent
of the activity).
Vehicle operations.
percent of the activity).
Fabrication and repair.
percent of the activity).
Purchase and provide gas, oil, tires and miscellaneous parts for vehicles and equipment (40
Fabricate parts and equipment; and, perform welding and machine work as needed (5
Motor pool operations. Provide and maintain a pool of vehicles and equipment for use by staff in conducting City
business as needed (5 percent of the activity).
Utilities and Communications
D-101
ACTNITY: Equipment Maintenance and Motor Pool PROGRAM: Organization Support Services
DEPARTMENT: Public Works FUND: General Fund
Regular Positions: 1 I I I
Administrative Clerk If11 0 0 1 1
ment Mechanic
~~ ~~
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
* 1995-96: Administrative clerk ($15,710) * 1995-96 Consulting Services ($3,300)
MAJOR 1995-97 OBJECTIVES
1 995 -97 :
1995-97:
1995-97:
1995-97:
1995-97:
1995-97:
1995-97:
1995-97:
1995-97
Complete the following minor capital maintenance projects:
Upgrade and renovation of washdown system
Fuel card system
Fuel tank monitoring system
Expand use of computer based equipment management system (staff time plus $2,000 for training)
Identify projects and prepare Request for Proposal for Motor Vehicle Emission Reduction Program (staff time
Evaluate manpower needs for transit system and general City fleet and equipment expansion (staff time only)
Evaluate garage expansioa (staff time only)
Evaluate privatization of equipment maintenancelrepairs (staff time only)
Plan for and development of Alternative Fueled VehicledEquipment including fueling site(s)
Expand vehicles in motor pool and add vehicles which are alternatively fueled
Implement fuel card system at the hblic Safety Building
only)
RELATED COST CENTERS
Equipment Maintenance Administration (10-551.01)
Equipment Maintenance (10-556.01)
Motor Pool (10-551.02)
D-102
ACTIVITY: General Support
DEPARTMENT: Administration
Supplies, Materials and Services
Minor Capital
Other Payments
Total
PROGRAM: Non-Departmental Services
FUND: General Fund
70,620 62,495 69,620 69,620
6,860 1,300
88,23 1 118,000 100,750 100,750
467,154 277,673 286,695 285,395
ACTMTY DESCRIPTION
The General Support activity is for programming and administering indirect costs not easily charged to operating activities or
projects. The activity goal is to establish cost effective budgeting and accounting for indirect costs. This activity has eight
major elements:
City memberships. Fund for the cost of memberships in organizations which represent, assist, provide training and
promote the interests of the City as a whole ($7,000).
Audit services. Fund for the cost of the City's annual and interim audits by outside auditors ($4,000).
Property tax administration. Fund County's charges for tax administration (assessment, collection and payment)
($100,750).
Telephone services. Fund and plan for local and long distance telephone services ($121,900).
Sister city relations. Fund the City's share of activities sponsored by the Sister City Committee ($425).
Copier services. Fund cost of central copier at City Hall ($15,120).
Staffing 1 207,633 1 I I
Utilities and Communications 100,670 I 90,318 I 115,025 I 115,025
STAFFINGSUMMARY
None. Staffing provided through Administration and Public Works
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
None
RELATED COST CENTERS
Sister City (10.0-020.04)
Special Payments Administration (lO.O-OZ0.05)
Photocopy Charges (10-024-01)
Telephone Charges (10-024.02)
D-103
ACTIVITY Workers Compensation PROGRAM: Non-Departmental Services
DEPARTMENT: Administration m: Self-Insurance Fund
ACTIVITY DESCRIPTION
The Workers Compensation activity provides funding for losses due to work related injuries, illness and lost labor hours. The
activity goals are to: 1) establish a reasonable reserve level to protect the City from losses; and 2) pay claims timely and in
accordance with policy, State law, court orders and decisions of the City Council. This activity has four major elements:
Administration. To fund the cost of 3rd party administrator ($60,025)
Legal services and other professional services. To fund legal services ($31,500)
Medical and rehabilitation. To fund cost of medical, rehabilitation and educational services under workers
compensation (!§422,0oO).
Disability payments. To fund temporary and permanent disability payments ($336,500).
Internal Rwenuw
None.
SIGNDFICANT EXPENDITURE AND STAFFING CWGES
None.
MAJOR 1995-97 OBJECTIVES
See Risk and Solid Waste Management Activity
RELATED COST CENTERS
Workers Compensation Charges (31-020.02)
D-104
ACTIVITY: General Liability PROGRAM: Non-Departmental Services
DEPARTMENT: Administration FUND: Self-Insurance Fund
Supplies, Materials and Services
Minor Capital
Other Pavments
ACTIVITY DESCRIFTION
323,914 569,690 395,225 395,225
(147.759) 16.000 15.000 15.000
The Public Liability activity provides funding for self-insurance, 3rd party administrators and insurance premiums to protect the
City from losses sustained by members of the general public in the form of personal injuries, death, damage or destruction of
property. The activity goals are to: 1) establish a reasonable reserve level to protect the City from losses; and 2) pay claims
timely and in accordance with policy, court orders and decisions of the City Council. This activity has four major elements:
Insurance premium. Monies paid by the City to the California Joint Power Risk Management Authority (CJPRMA)
for liability insurance coverage between $500 thousand and $10 million ($145,000) and to the California Transit
Insurance Pool (CAL Tip) for 100% liability insurance coverage of transit operations (%O,OOo).
Administrator. Charges by 3rd party administrator to process claims, provide reports, account for City's funds and to
contract for legal representation for the City in disputed claims ($75,000).
Claims. Monies programmed by City to pay claims approved by 3rd party administrator ($175,000).
Small claims. Monies programmed to pay small claims approved by City ($15,000).
StafEng I I I
Utilities and Communications I
1 Total I 176,156 I 585,690 I 410,225 1 410,225 I
STAFFING SUMMARY
None.
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
None.
MAJOR 1995-97 OBJECTIVES
See Risk and Solid Waste Management Activity
RELATED COST CENTERS
PL & PD Claims (30-020.02)
D- 105
ACTIViTY: Other Insurance
DEPARTMENT: Administration
Other Payments
Total
PROGRAM: Non-Departmental Services
FUND: Self-Insurance Fund
18,940 20,475 20,475
18.940 20,475 20,475
ACTNlTY DESCRIPTION
The Other insurance activity is for programming and funding the cost of insurance purchased by the City to protect from loss of
property, pemd injuries, travel, maleficence of employees, and special events. The activity goal is to estabiisb effective
budgeting and muting for the City's insurance. This activity has five major elements:
h-0- insurance. Insurance for property and structures with self-insurance retention of $25,OOO ($16,500).
Tmvelt~'~ Ins~rane Life and medical insurance for management, mid-management employees and spouses when
conducting business for the City in a travel status ($1,200).
Employment insurance (surety). Insuran~ to protect the City from maleficence by designated employees ($2,775).
SpeCiai event insurance, Insurance purchased for special events to protect the City from liability and property losses
(reimbursed by sponsor).
Boiler and machinery insurance. Insurance purchased by the City for losses to designated pumps and equipment
($2,800).
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Caoital
STAFFING SUMMARY
None.
SIGhTFICANT EXPENDITURE AND STAFFING CHANGES
None
MAJOR 1995-97 OBJECTIVES
See Risk and Solid Waste Management
RELATED Con CENTERS
Other Insurance (30.1-020.01)
D-106
ACTIVITY: Benefits Administration
DEPARTMENT: Personnel
PROGRAM: Non-Departmental Services
FUND: Benefits Fund
ACTIVITY DESCRIPTION
The 3enefits Administration activity is for administering and paying for employee benefits as provided by agreement. The
activity goal is to establish effective planning, budgeting and accounting for the City's benefits program. This activity has
fifteen major elements:
*
8
*
8
*
1
*
*
*
*
*
*
t
Medical care. To program and fund medical care benefits for employees ($1,493,500) (Payroll charge)
Retiree's medical insurance. To fund the cost of medical insurance for retirees ($221,450). (CAP number of
employ-)
Medical co-pay reimbursement. To fund the cost of compensating married employees for using one medical/dental
insurance plan ($3,090). (CAP number of participants by Fund)
Employee self-insured medical care. To fund the wst of cornpensatkg employees for discontinuing medical coverage
or carrying single coverage in lieu of family coverage ($65,000). (Fayroll charge holding account)
Dental insurance. To fund the cost of dental insurance for employees and dependents and administrative fees
($211,770). (Payroll charge)
Vision cue. To fund employee benefit for cost of vision ($54,590). (Payroll charge)
Chiropractic care. To fuod cost of chiropractic care for employees enrolled under the City's medical insurance plan
(!$33,990). (Payroll charge)
Employee assistance program. To firnd employee benefit for cost of counseling services (Sl0,SOO) (CAP number of
employ-)
Life insurance. To fund the cost of life insurance for employees and spouses with the exception of police and fire in
amounts from $10,000 to $150,000 ($30,060). (Payroll cbarge)
Accidental death insmce. To fund cost of accidental death insurance for management, mid-management, general
mice and police officers in the amount of 525,OOO ($4,000). (Payroll charge)
Unemployment insurance. To fund claims against the City under a self-insurance program for unemployment claims
paid ($43,2260). (Payroll charge)
hng term disability. To fund cost of disability payments made to employees except police and fire; pays up to
2/3 rds of salary loss ($7,000). (payroll charge)
Employee recognition program. To fund cost of service awards, gifts and annual dinner dance ($14,000). (CAP
number of employees)
Deferred compensation. Employee benefit allowing employees to deposit monies into a deferred compensation plan
as a tax benefit and self-funded retirement plan (paid by employee except City match). (City match is payroll charge
holding account)
'. 1
D- 107
ACTIVTTY: Benefit Administration
DEPARTMENT: Personnel
SMing
UtiIities and Communications
Supplies, Materials and Senices
Minor Capital
Other Payments
Total
PROGRAhI: Non-Departmental Senices mn: Benefits Fund
66,363 1,665,600 1,649,890 1,649,890
405,620 480,120 480,120
66,363 2,071,220 2,130,010 2,130,010
* Flexible spending accounts. To fund administrative fees for pre-tax costs of dependent care, out of pocket costs of
medical/dental expenses and insurance premiums of employees ($2,500) (CAP number of employees)
None.
SIGhWICANT EXPEhQITURE Ah?) STAFFIXG CHANGES
None
MMOR 1995-97 OBJECTIVES
None
RELATED COST CENTERS
Medical Care (27.0-020.04)
Retiree's Medical Care (27420.05)
Medical Co-Pay Reimbursement (27420.05)
Dental Insurance (27.0-020.07)
Vision Care (27.0-020.08)
Chiropractic Expense (27.0420.09)
EmpIoyee Assistance Program (27420.10)
Life Insurance (27.0-020.11)
Accidental Death Insurance (27.0-020.12)
Unemployment Insurance (27.0-020.13)
Long Tern Disability (27.0420.14)
Employee Recognition Program (27420.15)
Flexible Spending Account (27420.16)
D-108
GENERALGOVERNMENT
Stafting
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments
ACTIVITY: Contingencies
DEPARTMENT: Administration
400,000 300,000 300,000 400,000
PROGRAM: Non-Departmental
FUND: Designated Fund Balance
ACTMTY 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 elements:
Unprogrammed expenditures. To fund the cost of emergencies, natural disasters and other expenditures which could
not be anticipated.
* Ventures. To fund opportunity costs which result in savings from innovations such as new technology, contract
services and/or other long term savings.
I Total I 300.000 1 300.000 1 400.000 I 400.000 I
None.
SIGhTFiCANT EXPENDITURE Ah?) STAFFING CHANGES
Increase designated reserve for contingencies $lOO,OOO
h & 1995-97 OBJECTIVES
None
CITY MANAGER BUDGET ADJUSTMENTS
None
RELATED COST CENTERS
Designated Fund Balance - General Fund
D-109
Section E
CAPITAL rmpROWME"' BUDGET
199597 FINANCIAL PLAN AND BUDGET
CAPITAL IMPROVEMENT BUDGET
OVERVIEW
All construction projects and capital purchases which cost more than $10,000 are included in the Capital
Improvement Budget. Purchases of vehicles and equipment on an equipment replacement schedule are
purchased by the Equipment Fund. Minor capital purchases of less than $10,000 are included with the Activity
Budgets. Through the Capital Improvement Budget and Capital Improvement Plan, the City systematically
plans, schedules and finances capital projects to ensure conformance with City policies and hnding sources. The
Capital Improvement Budget is a four year plan organized by mission.
Public Safety Leisure, Cultural, and Social Services
Public Utilities Community and Economic Development
Transportation General Government
The Capital Improvement Budget emphasizes project planning, with projects progressing through at least two
and up to six of the following phases:
1. Designate. Appropriates fknds to the Control Account based on projects designated for hnding by the
Council through adoption of the Financial Plan and Budget.
2. Study. Includes concept desi,g, site selection, feasibility analysis, schematic desim environmental
determination, property appraisals, scheduling, grant application, grant approval, and preparation of
specihtions for equipment purchases.
3. Acquisition. Includes equipment purchases and property acquisition for projects, if necessary.
4. Design. Includes final design, plan and specification preparation, and construction cost estimation.
5. Construction. Includes bid administration, construction, project inspection and management and
closeout.
6. Debt Service. Includes installment payments of principal and interest for completed projects fimded
through debt financing. Expenditures for this project phase are included in the Debt Service section.
Generally, it will become more difficult for a project to move from one phase to the next. As such, more
projects will be studied than designed, and more projects will be designed than constructed.
E- 1
1995-97 FINANCIAL PLAN AND BUDGET
CAPITAL IMPROVEMENT BUDGET
ORGANIZATION
The Capital Improvement Budget consists of the following parts:
1. Summary of Capital Improvement Budget expenditures by mission.
2. Summary of expenditures by activity and fimding source.
3. Summary description of each of the major projects (does not include descriptions of minor projects) in
this document.
CAPITAL APPROPFUATION 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 hnding for specific projects. The appropriation is made to a capital control account and
held there pending specific authorization to release and appropriate finds to a project account. This
authorization generally occurs only after the preceding project phase has been completed and approved by the
Council and the costs are for the succeeding phases have been hlly developed. Accordingly, project
appropriations for acquisitions and construction are generally made when contracts are awarded.
Capital project appropriations to the capital control account, which represent the hnds not allocated to a specific
project, lapse after three years. Projects which lapse from lack of project account allocations may be
resubmitted. Projects accounts which have been allocated hnds will nor lapse until the project is completed. All
project appropriations should generally come from the capital control account; as such, no adjustments to the
capital budget appropriation will be required even if the project costs are greater than original estimates.
This approach has several advantages and disadvantages:
Advantages:
Ensures that project appropriations are based on realistic cost estimates and that hnding is
committed only after a significant milestone is achieved, such as contract award.
Avoids the overstatement of project hnding 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
hnding is secured.
Avoids overstatement of capital hnding needs based on actual expenditure levels which historically
have been less than budgeted amounts.
E-2
1995-97 FINANCIAL PLAN AND BUDGET
CAPITAL IMPROVEMENT BUDGET
Disadvantage:
A few high priority projects may be deferred due to the “first come, first serve” approach to project
appropriations.
Based on historical cash flow and expenditure patterns, the probability of such deferrals is considered minimal.
Further the benefits associated with this approach far outweighs the possible disadvantage of defemng higher
priority projects. This policy encourages ongoing project planning and management by requiring each phase to
be reviewed and approved on a step-by-step basis, ensuring that projects are well conceived, designed and
implemented.
The following pages provide a listing of all Capital lmprovement Projects by fbnding source. The following is a
list of primary finding sources for projects.
Capital Outlay Fund
Donations
Community Development Block Grants
Impact Fees
Debt Financing
Other sources - primarily allocations for the City’s property tax revenues as provided in the City‘s General
Budget Policies.
Street Fund
Gas Tax
Transportation Development Act (TD A)
Measure K Sales Tax
Impact Fees
Other Federal and State subventions
Enterprise Funds
Electric Fund
Water Fund
Wastewater Fund
Transit Fund
Child Care Fund
E-3
1995 - 97 FINANCIAL PLAN AND BUDGET
SUMMARY OF CAPITAL BUDGET REQUESTS
Public Safety
Police Protection
Fire Safety
Total Public Safety
236,660
293-000
23 3,460
240,000
$ 473,460 $ 529,660
Public Utilities
Electric Utility Services
WaterfWastewater Utility Services
Total Public Utilities
$ 898,845 $ 982,675
96 1,894
S 1,944,569
I ,445 ,5 62
$ 2,344,407
Transportation
Strets and Flood Control
Transit
Total Transportation
S 2.851.234 $ 2.054,134
S 2,851.234 $ 2,054,134
Leisure, Cultural & Social Services
Parks and Recreation
Community Center
Library
Boy's and Girl's Club
Total Leisure, Cultural & Social Services
$ 400.450
670.000
12 1,950
250.000
$ 500,000
6,200,000
135.000
$ 1,442,400 S 6,835,000
Community and Economic Development
Planning
Construction Development
Economic Development
Total Community Development
$ 50,000
37,800
5.600,OOO
S; 5,687,800
General Government
General Administration
Administrative Services
Organizational Support Services
Total General Government
1.320,OOO
300,000
200,000
900,000
23,000
$ 1,123,000
22,060
$ 1,642,060
TOTAL CAPITAL REQUESTS S 14.441-361 S 12.486.363
E-4
1995 - 97 FINANCIAL PLAN AND BUDGET
SUMMARY OF CAPITAL BUDGET REQUESTS
Public Safety
Police Protection
Police Operations
Dispatch Recorder
Message Repeater
Motorcycle
Police Investigations
Patrol Sedans
Undercover Vehicles
Radios
Street Crime Unit Equipment * .
Fire Safety
Fire Administration
Fire En,he
Emergency Response Vehicle
Support Vehicle
Emergency Sedans
HazMat Equipment
Technical Rescue Equipment
Special Services
Total Public Safety
Public Utilities
Electric Utility Service
Watermastewater Utility Services
Capital Maintenance Projects
Watermas tewater
WaterNastewater Capital Maintenance
Sedan
Pichp
Backhoe
Total Public Utilities
1
3
1
1
30,700
13,300
8,400 1 8.400
8 1,660 6 151,860
23,000
21,400 2 1,400
55,000 55,000
225.000
1 40.000
1 150,000
3 78.000
25.000
6 $ 373,460 12 6 529,660
15,000
S 898.835 S 982,675
1,339,732
1' 16,200
1 23.5 70
1 66.050
96 1.894
3 S 2,344.407 0 S 1.943.569
12
12
12
12
12
12
12
12B
12
12B
12
12
12
16
178~18
17
17
17&18
E-5
1995 - 97 FINANCIAL PLAN AND BUDGET
SUMMARY OF CAPITAL BUDGET REQUESTS
Transportation
Streets and Flood Control
Street Maintenance
Street Maintenance Projects
AlleyResidential Street Improvements
Handicap Ramp Installations
Eastside Alley Lights
Vibratory Roller
Pickup
Street Sweeper
Total Transportation
street Cleaning
$ 2,534,034 S 2,026,334 SF
50,000 45
50.000 45
60,000 45
1 35,600 12
1 27,800 12
1 I2 1,600 12
2 S 2,851,234 I $ 2,054,134
Leisure, Cultural & SociaI Services
Parks and Recreation
Parks and Recreation Administration
Van 1 2 1,000
Automated Registration System 50.150
Park Projects 21 1.300
Park Maintenance
Leaf Sweeper 1 18.000
Park Maintenance ProjectsEquipment 75,000 100.000
In-Door Sports Facility 25,000 400,000
Cultural Services
Community Center
Library
Performing Arts Center * 670,000 6,200,000
Library Equipment 26,000
&-Line Access Catalog 95,950 13 5,000
Boy's and Girl's Club 250,000
Total Leisure, Cultural & Social Service 2 S 1,442,400 0 $ 6,835,000
Social Services
12
121
45
12
121
121B
121B
21
21
45
E-6
1995 - 97 FINANCIAL PLAN AND BUDGET
SUMMARY OF CAPITAL BUDGET REQUESTS
Community and Economic Development
Planning
Housing Rehabilitation $ 50,000
Construction Development
Building and Safety
Engineering
Sedan 1 17.900
Pichp 1 19,900
Economic Development
Economic Development
Downtown RevitalizatiodCherokee Lane * 5,500,000
Redeveloment Agency
Total Community Development
General Government
General Administration
City Manager
Information System Master Plan
Contract Services Study
Purchase of City Hall Annex
Public Works Administration
City Hall Remodel
Parking Smcture
Finance Administration
Organizational Suppon Services
Administrative Services
Debt Service
Field Services
Sedan
Equipment Replacement & Motor Pool
Forklift
Total General Government
TOTAL CAPITAL REQUESTS
Funding Sources
City Council Goals
General Fund (10)
Equipment Fund (12)
Electric Fund (1 6)
Watermastewater (1 7& 18)
Libmy (21)
Community Development Block &ant (35)
Street Funds
General Fund Capital (12 1)
Bond Proceeds (1 2 1 B)
Total By Fund Source
Bond Proceeds (1 2B)
100 000
2 S 5,687,800 0 S
150.000
20,000
550.000
150.000
600,000
50,000
300,000 900.000
1 23,000
1 22.060
I $ 1,642,060 1 S 1,123,000
16 $ 14,43 1,36 1 14 S 12,486,363
550,000.
12 503,520
I 225.000
898.835
3 1.445.562
I2 1,950
671,300
2,533,033
695,150
6,795,000
16 $13.33 1.36 1
E-7
13 430.460
1 150,000
982,675
96 1,894
135.000
2,026,333
1.200.000
6,600,000
14 S 12,486.363
45
12
12
121B
121
121
121
10
121B
12 1
121
12
12
1995-97 Financial PIan and Budget
CAPITAL BUDGET REQUEST
ACTIVMY: Police Investigarions
REQUEST TITLE: Police Crime Unit Equipment
PROJECT DESCRIPTION
Purchase four police vehicles, other vehicle equipment and radios.
PROJECTIVE OBJECTIVES
To field a special five member police task force (Street Crimes Unit) to combat criminal activity in specific locations and to free I
time of patrol officers for more routine duties.
EXISTING SITUATION
The City Council adopted a goal to field a special police task force (Street Crimes Unit) to focus police resources on specific
criminal conduct. Lodi, like many cities in the central San Joaquin Valley, has seen an increase in gang activity, panhandling,
street drugs and prostitution. This has been particularly evident in an area of Lodi know as the Eastside Neighborhoods and is ar
area with a high concentration of rental units and apartments. A large number of residents in this area are transient laborers and
have no stake in the long term well being of the community. The criminal conduct which has been evident for several months is
unacceptable to the residents of the City who have high standards of acceptable conduct of themselves and their neighbors. To
discourage and eliminate these conditions. the City Council will field this Unit over two years.
PROJECT WORK COMPLETED
None
SCHEDULE AND PROJECT COSTS
Project Prior
Budzets 1995-96 1 996-97 1997-98 1998-99 Total
Phasing
Study
Design
Aquisi tion
Construction
Total
Recommended Funding Source
Equipment Fund
555,000 S55.000
S5 5 .ooo SS5.000
S55.000 9 5 5.000
%I IO.MK)
S 1 10.000
$1 I0,OOO
ALTERNATIVES
0 Do not field a Street Crimes Unit at this time. Defer implementation to a later time.
Scale back on equipment and vehicles.
PROJECT EFFECT ON OPERATING BUDGET
The purchase of these vehicles and equipment has been accounted for in the operating budget. The operating cost of the Police
Crimes Unit is estimated to be $148,500 in 1995-96 and $92,900 in 1996-97.
E-8
1995-97 Financial Plan and Budget
CAPITAL BUDGET REQUEST
ACTIVITY: Fire Administration
REQUEST TITLE: Emergency Response Vehicles
PROJECT DESCRIPTION
Purchase replacement for one replacement fire engine. a large fire suppon van. three large storage trailers with equipment. a
command vehicle and three replacement emergency response sedans.
PRIMARY OBJECTIVES
The objectives of these acquisitions is to ensure that fire safety personnel are equipped 10 conduct fire and life rescue services with
safe and reliable equipment and that these personnel have the necessary vehicles and equipment to conduct fire and life rescue
missions.
EXBTING SITUATION
The majority of the Fire Depament's front line apparatus is in marginal condition. The four pumpers exceed 14 years service and
60,000 miles of operation. These vehicles are often taken out of service for mechanical breakdowns. In addition to fire apparatus.
the Fire Department should have a command vehicle to coordinate special operations (ha7ardous material handeling. natural
disasters, heavy equipment rescue, vehicle accident estraction's, etc.) which require City response and in certain instances responsc
from multiple agencies. In addition, the Department needs support vehicles to carry special equipment and material for these
emergencies. This includes air bottles, medical supplies, heavy rescue equipment. decontamination equipment, blankets, etc. Thcrc
is not adequate space on existing vehicles and vans to store and uanspon this equipment to emergency sites.
PROJECT WORK COMPLETED
None.
SCHEDULE AND PROJECT COSTS
Prior Project
Budgets 1995-96 1996-97 1997-98 1998-99 Total
Phasing
Study
Design
Acquisition
Construction
Total
Recommended Funding Source
Equipment Fund
Capital Fund - Bond Proceeds
S225.000 5268,000
5225,000 5268,000
S 1 18,000
S225.000 S I 50,000
S493.000
S493.000
5 I I8,OOO
S375,OOO
ALTERNATIVES
The following alternatives have been identified:
0 Defer purchase of vehicles and equipment in pan or whole until a later budget.
PROJECT EFFECT ON OPERATING BUDGET
None. These vehicles and equipment are either replacement vehicles or equipment needed on a standby basis for specific
emergencies.
E-9
1995-97 Financial Plan and Budget
CAPITAL BUDGET REQUEST
ACTIVITY:
REQUEST TITLE: WaterNastewater Capital Maintenance
WaterNastewater Uti I i ty Semi ces
PROJECT DESCRIPTION
To plan, design, replace and maintain water/wastewater infrastructure.
PROJECT OBJECTIVES
The objectives of this project are: 1) to ensure that the City’s water and sewer utility infrastructure remains at a level of reliabilic
and safety at standards established by City policy; 2) to replace and maintain infrastructure on an on-going basis with available
revenues to preclude major rate hikes to finance breakdowns, system failures and deterioration: and. 3) to ensure the level of
maintenance that protects the City’s investment in City owned assets.
EXISTING SITUATION
The City of Lodi has an investment in water and sewer assets of approximately $38 million dollars. These assets includes wells.
water and sewer mains, laterals, plant facilities and major equipment end items, such as generators. The average maintenance lo
of $1.2 million per year (3% of asset value) over the next two years provides for the replacement andor maintenance of
water/wastewater infrastructure once every 33 years. The City does not have a replacement and maintenance policy in place whic
sets maintenance and replacement standards other than a Capital Improvement Plan ar this time.
The Public Works Department did not submit capital budget requests for the 1995-97 Financial Plan and Budget due to exTenuati1
circumstances. A specific list of projects will have to be brought back to the City Council at a later date. The level of investment
maintenance is based on the projected availability of funds for capital projects as estimated by the Finance Director.
PROJECT WORK COMPLETED
None
SCHEDULE AND PROJECT COSTS
Prior Project
Budzrts 1995-96 1996-97 1997-98 1998-99 Total
Phasing
Study
Design
Acquisition
Construction
Total 9 1,339,742 5982,675 9 1,200,000 9 1,200,000 %?,722,4 17
Recommended Funding Source
WatedWastewater Funds %I ,339,742 $982,675 $1,200,000 5 1,200.000 94,722.4 17
ALTERNATIVES
The following alternatives have been identified:
0
0
Decrease level of maintenance and lower rate charges for City customers.
Increase level of maintenance and increase rate cliarges for City customers.
PROJECT EFFECT ON OPERATING BUDGET
None. These are on-going maintenance programs and do not represent an increase in the level of senice.
E-I 0
1995-97 Financial Plan and Budget
CAPITAL BUDGET REQUEST
ACTIVITY: Street Maintenance
REQUEST TITLE: Streets Maintenance Projects
PROJECT DESCRIPTION
To plan, design, replace and maintain City streets, traffrc control devices, alley ways, stormdrains and street lights.
PROJECT OBJECTIVES
The objectives of this project are: 1) to ensure that the City’s streets, alleys and traffic control devices are maintained at levels thar
ensure they remain reliable and effective as established by City policy; 2) to provide for on-going maintenance of existing streets,
street lights, alleys, stormdrains and traffic control devices with available revenues; and. 3) to ensure a level of maintenance that
protects the City’s investment in City owned streets and assets.
EXISTING SITUATION
The City of Lodi has a major investment in city streets. The City currently has 170 miles of streeis. 16 miles of alleys, 4.293 streei
lights and 49 uaffic signals. To maintain these assets. Federal and State agencies will provide the City with approsimately $2.3
million per year for street maintenance. The City does not have a street maintenance poliq in place which sets street maintenance
and replacement standards other than a Capital Improvement Plan at this time.
The Public Works did not submit capital budget requests for the 1995-97 Financial Plan and Budget due to eh?enuating
circumstances. A specific list of projects will have to be brought back to the City Council at a later date. The level of maintenance
is based on the projected availability of funds for capital projects as estimated by the Finance Director.
PROJECT WORK COMPLETED
None
SCHEDULE AND PROJECT COSTS
Prior Project
Budgets 1995-96 1996-97 1997-98 1998-99 Total
Phasing
SdY Design
Acquisition
Construction
Total 42,534,034 42,026.3 34 42,000,000 42,000.000 S8.560.368
Recommended Funding Source
Street Funds %2 534.034 42.0263 34 152,000,000 %2,000.000 %8,560,368
ALTERNATIVES
The following alternatives have been identified:
Decrease level of maintenance and return funds to Federal and State agencies.
Increase level of maintenance and increase general fund contribution to meet maintenance.
PROJECT EFFECT ON OPERATING BUDGET
None. These are on-going maintenance programs and do not represent an increase in the level of service.
E-11
1995-97 Financial Plan and Budget
CAPITAL BUDGET REQUEST
ACTIVITY: Recreation Administration
REQUEST TITLE: Automated Registration and Scheduling System
PROJECT DESCRIPTION
Purchase and implement an automated registration system.
PROJECT OBJECTIVES
The primary objectives for this project are to improve customer service, increase participation in recreation programs and improve
the adminisuative efficiency of the Parks and Recreation Department.
EXISTING SITUATION
The current registration process is labor intensive; requires applicants to be physically present to enroll and pay for programs by
cash or check at the time of enrollment; does not provide management reports which could assist in tracking revenues and prograi
costs; and, requires significant effort to schedule facilities. activities and rentals.
The Parks and Recreation Department has identified a software program and computer system used in other cites which supports
automated scheduling, registration, facility rental and ofice operations. This program will allow City customers to register 24
hours a day in person or by phone and pay for services by credit card or bank debit card. The network and software being
considered will allow the Parks and Recreation Department to automate ofice administration and prepare schedules and brochures
more efficiently.
PROJECT WORK COMPLETED
A preliminary staff review has been completed based on discussions with other cities and attendance at professional conferences
SCHEDULE AND PROJECT COSTS
Prior Project
Budgets 1995-96 1996-97 1997-98 1998-99 Total
Phasing
Study
Design
Acquisition
Construction
Total
Recommended Funding Source
Capital Outlay Fund
$50,140
$50,140
$50,140
$50.140
$50,140 $50.140
ALTERNATIVES
The following alternatives have been identified:
0 Continue providing services using esisting practices and procedures.
Develop other alternatives by revieuing practices and procedures used by othcr citics
PROJECT EFFECT ON OPERATMG BUDGET
The objective of the project is to improve services and reduce the cost of services. Any additional operating cost will be funded by
budget cuts in the Parks and Recreation Program.
E-12
1995-97 Financial Plan and Budget
CAPITAL BUDGET REQUEST
ACTIVITY: Park Maintenance
REQUEST TITLE: Park Projects (CDBG)
PROJECT DESCRIPTION
To plan, design, and construct park playground improvements and acquire playground equipment
PROJECT OBJECTIVES
The objectives of this project are:
To provide adequate and safe playgrounds for the community.
To insure playgrounds are accessible for handicap persons.
EXISTING SITUATION
The City’s parks and playgrounds do not meet Federal, State and City standards for safety and accessibility to all residents and
visitors, including handicap persons. This project has been under consideration by the City pending the identification of funding.
The City Council set aside $21 1.3.00 of Community Development Block Grant funds in March 1993 to finance these projects.
SCHEDULE AND PROJECT COSTS
Prior Project
Budgets 1995-96 1996-97 1997-98 1998-99 Total
Phasing
SMY Design
Acquisition
Construction
Total %2 1 I .300 $2 I I ,300
Recommended Funding Source
Street Funds SZ I I .3OO %2 1 1,300
ALTERNATIVES
The following alternatives have been identified:
0 Defer projects for funding at a later time.
PROJECT EFFECT ON OPERATING BUDGET
None. These are on-going maintenance projects and do not represent an increase in the level of service..
E-13
1995-97 Financial Plan and Budget
CAPXTAL BUDGET REQUEST
ACTIVITY: Parks Maintenance
REQUEST TITLE: Parks Maintenance ProjectsEquipment
PROJECT DESCRIPTION
This project is established to finance capital maintenance of park and recreation grounds and facilities at a level sufficient to protecr
the City’s investment in these assets, to ensure grounds and facilities are maintained in a safe and useable condition and at
standards set by the City, State and Federal agencies. The projects which may be financed or equipment purchased include but ar
not limited to the following and will be completed based on the availability of funds:
Lodi Lake Irrigation System
Blakely Park Pool Filters
Access Road - Lodi Lake Park
Roadway Improvement - Lodi Lake Park
Sidewalk Repairs - Salas and English Oaks Parks
Protective Backstops (Sdas, Koh, Vinewood Parks)
Power Sweeper
Trim Mower
Turf Vehicles
PROJECT OBJECTIVES
The objective of the Park Maintenance Program is to ensure that a reasonable level of invcamcnr is made in maintaining sale and
usable park facilities which comply with City, State and Federal policy for public recreation facilities.
EMSTING SITUATION
The Parks and Recreation Department is responsible for maintaining City Park and Recreation facilities. The number of projects
and equipment needed changes from year to year based on fair wear and tear, public use. the increase in the number of park
facilities, exposure to weather conditions and tlie need to improve the efficiency of maintenance activities. Accordingly, the
funding level for this project is established to ensure a minimum maintenance level for parks maintenance. The priorities are to bc
determined by the Parks and Recreation Department in conjunction with the Parks and Recreation Commission.
PROJECT WORK COMPLETED
None
SCHEDULE AND PROJECT COSTS
Prior Project
Budgets 1995-96 1996-97 1997-98 1998-99 Total
Phasing
Study
Design
Acquisition
Construction
Total
Recommended Funding Source
Capital Outlay Fund
S75,OOO 5 IO0,OOO 9 100.000 S 1 0o.000 S375.000
$75,000 S 100,000 5 100,000 4 100.000 5375,000
ALTERNATIVES
Defer maintenance or reduce the size and scope of the City’s park maintenance program
Increase the level of funding for park maintenance.
PROJECT EFFECT ON OPERATING BUDGET
None. However, this project should contain the growth in operating cost and improve the eficiency of maintenance personnel.
E-14
1995-97 Financial Plan and Budget
CAPITAL BUDGET REQUEST
ACTIVITY: Parks and Recreation Administration
REQUEST TITLE: Indoor Sports Facility
PROJECT DESCRIPTION
To plan, design and construct an indoor spons facility.
PROJECT OBJECTIVES
The objectives of this project are identified as follows:
0
0
0
To expand recreation services for Lodi residents by providing indoor sports facilities to supplement facilities provided
by private health club and recreation businesses.
To promote regional competition of indoor sports activities in Lodi.
To ensure that indoor sports facilities are available to all residents.
To provide alternative indoor activities for young adults and children.
EXISTING SITUATION
The City has depended on the Lodi Unified School District. the Grape Festival and private propeq owners to provide indoor spacc
for indoor recreation activities. These facilities are limited and are becoming more espensive to rent or lease.
The City has developed a Parks. Recreation and Opcn Spacc Mastcr Plan which idciitificd thc nccd to build an indoor sports facilic!
to meet current demand. There are a number ofaltcrnativc sits for this rypc of facilil). Tlic cstinialed cost for an indoor sports
facility of the size considered is between $4.0 million and $6.0 million. However. the final cost is dependent on the site selected.
the uses of the facility and whether existing facilities can be leased or purchased. Accordingly, the City will develop a concept plan
to address the following elements:
0
0 A site selection
0 Concept drawings
0 Alternative solutions
0 Impact on operating CORS
0 Financing alternatives
A needs and use assessment
PROJECT WORK COMPLETED
None:
SCHEDULE AND PROJECT COSTS
Prior Project
Budgets 1995-96 1996-97 1997-98 1998-99 Total
Phasing
Study
Design
Acquisition
Construction
Total
Recommended Funding Source
Capital Outlay Fund
S25.000 S25.000
$400,000 9400,000
S3OU,000 S300,OOO
%.1,000.000 $4,000,000
%1 .ooo.ooo $4,725,000
S25.000 %300,000 S300.000 %3.000,000 M3,725,000
ALTERNATIVES
The following alternatives have been identified:
0 Do not expand services. Continue providing the same service levels with rental facilities.
Develop service agreements with private property owners to open their facilities for public use under a subsidy
agreement.
PROJECT EFFECT ON OPERATING BUDGET
The effect of this project on the operating budget is to be dcterniiried during the projecl study in FY 1995-96
E-15
1995-97 Financial Plan and Budget
CAPITAL BUDGET REQUEST
ACTIVITY: Community Center
REQUEST TITLE: ConferencingPerforming Arts Center
PROJECT DESCRIPTION
Design and construct an 800 seat conferencing/performing arts center
PROJECT OBJECTIVES
The objectives of this project have been identified as follows: . Promote local and regional interest in the performing am through the production of plays. recitals and concerts.
Provide conference facilities for the greater Lodi area to benefit comniercial activities such as restaurants, hoteldmoiels.
specialty stores and other services.
Enhance the quality of life in Lodi to increase the desirability of Lhe City as a community to niaintain and establish a
business and to live and raise a family.
EXISTING SITUATION
For nearly two decades, Lodi residents have promoted the idea that Lodi would benefit from a conferencdperforrning arts center.
To achieve their goal, the Old Lodi Union Kgh School Site Foundation was formed to aci as a catalyst to raise funds for the
reconstruction of the downtown abandoned high school. Over five million dollars has been raised to date 10 plan the site and
finance the capital improvements. The remaining work includes the renovation of the auditorium which can be restored as an 80(
seat capacity facility.
To complete this facility, a partnership between the City and the Foundation will continue to define the scope of the project,
evaluate the demand for a conferencdperforming arts center, develop use agreements with the Lodi Arts Commission and the Loc
Unified School District, establish management policies and develop a financing plan for construction and operating costs.
PROJECT WORK COMPLETED
Project plans and concept design have been developed over the last five 10 fifteen years with volunteer and st^ hours
SCHEDULE AND PROJECT COSTS
~~ ~
Pnor PrOJeCt
Budgets 1995-96 1996-97 1997-98 1998-99 Total
Phasing
SWY
Design Acquisition
Construction
Total
Recommended Funding Source
Capital Outlay Fund
Donations
$670,000
%6,200.000 %2,800.000
$670.000 $6,200,000 $2.800.000
$670,000 $$6,200,000 $800,000
%2,000,000
S670.000
59,000,000
$9,670.000
$7,670,000
$2,000,000
ALTERNATIVES
Delay design or construction of the project pending funher study
EFFECT ON THE OPERATING BUDGET
The cost of services to operate and maintain these faciliIies ivill increase depending on the level of use. The cost will be offset in
part by user fees and contributions by the Hutchins Street Square Foundation.
E-16
1995-97 Financial Plan and Budget
CAPITAL BUDGET REQUEST
ACTIVITY: Library Administration
REQUEST TITLE: Automated Catalog and Library Services System
PROJECT DESCRIPTION
This is a project to purchase, install and implement an “on-line” catalog and library services system for public use and library
administration.
PROJECT OBJECTIVES
The objectives of this project are to give the library and it’s patrons “state of the an” library services by providing an “on-line”
library catalog, dial-in access to library resources and electronic on-line services into regional. State-wide and National library
programs-
EXISTING SITUATION
The Lodi Library is a valued community asset. The Library offers a wide range of services and material to serve the needs of Lodi
residents. In an era when many communities have significantly cut library services to balance their budget: Lodi has been
committed to financing library services at a high level. The American library as a cornerstone of democracy, provides free access lo
information to ensure an informed and educated citizenry. To continue in this role as Lodi moves into the 2 1st Century, the Civ’s
library sexvices will have to be broadened and espanded to new vinas being introduced by the information super highway. home
and office PC’s and information technology. The growth in information technology and information services will change in corning
years by defining the way we work and the way we obtain information. As such, the City Library must be prepared to accommodaic
these changes and provide the information that ensures an educated and informed citizenry.
The current library services are provided in traditional. labor intense, time honored practices. While these practices have sewed tlic
City adequately, new technology may change these practices and provide the City’s residents with more information at less cost.
PROJECT WORK COMPLETED
Several staff hours have been used in researching needs and available technology.
SCHEDULE AND PROJECT COSTS
~ ~ ~~ ~ ~ ~ Prior Project
Budgets 1995-96 1996-97 1997-98 1998-99 Tom1
Phasing
Study
Design
Acquisition
Construction
Total
Recommended Funding Source
Capital Outlay Fund
S35.000
$6 1.000 9 13j.000
$96,000 f135,000
$96,000 3 I3j,OOO
S35.000
$ 196,000
$23 1,000
523 1,000
ALTERNATIVES
The following alternatives have been identified:
0
0
Delay project for one or more years
Do nothing and continue current practices and procedures
PROJECT EFFECT ON OPERATING BUDGET
The estimated impact on the operating and maintenance budget is $10,000 10 $35,000 per year.
E-I 7
i
. -_
1995-97 Financial Plan and Budget
CAPITAL BUDGET REQUEST
ACTIVITY: Social Services
REQUEST TITLE: Boy’s and Girl’s Club
PROJECT DESCRIPTION
Fund Phase II construction of a Boys and Girls Club with Community Development Block Grant (CDGB) funds.
PROJECT OBJECTIVES
The objectives of this project are to ensures well designed. useful and accessible youth facilities for Lodi residents with special foc
on the economically disadvantaged:
EXISTING SITUATION
The City funded Phase I of a Boys and Girls Club at Blakely Park in 1991-95 which is managed and operated as a private, non-
profit foundation. The Boys and Girls Club requested the City to finance Phase I1 to complete the current project and provide a
multi-purpose room and kitchen. In March 1995. the City Council approved the funding of Phase 11.
PROJECT WORK COMPLETED
Phase I was completed with funding from the City.
SCHEDULE AND PROJECT COSTS
Prior PrOJfXt
Budgels 1995-96 1996-97 1997-98 1998-99 Total
Phasing
Study
Design
Acquisition
Construction
Total
5250.000
S250,OOO
S250,OOO
%250,000
Recommended Funding Source
S250.000 Community Development Block Grant %250,000
ALTERNATIVES
None
EFFECT ON THE OPERATING BUDGET
None. This is a project sponsored by a private, non-profit foundation.
E-18
1995-97 Financial Plan and Budget
CAPITAL BUDGET REQUEST
ACTIVITY: Economic Development
REQUEST TITLE: Downtown Revi talizaiion/Cherokee Lane
PROJECT DESCRIPTION
To design and construct sueetscape and entryway landmarks on School Street and Cherokee Lane
OBJECTIVE
The objectives of this project are to:
0 Preserve, enhance and promote the financial stability of the downtown.
Provide an attractive entryway on Cherokee Line and build a base for finher improvements.
EXISTING SITUATION
Central City Revitalization Element
This element of the Revitalization Program was approved by the City Council 10 focus addilional City effon and resources on
improving the local economy by promoting community pride in llie dountown area as the historic, pedestrian and socializing center
of the City. To accomplish this goal the City Council adopted G objectives to eniiance the visual character and identity of the
downtown.
Cherokee Lane Beautification Element
Cherokee Lane parallels Highway 99 and is the preferred route for nonh-south intercity travel in the Central Valley. Before the
Highway 99 bypass was built, Cherokee Lane was Highway 99 with a mis of businesses which catered to highway traffic. Over
time however, Kettleman Lane became the preferred location for commercial development and disinvestment along Cherokee Lane
became a problem. To improve Cherokee Lane the City Council adopted three objeclives of which one is to improve meetscape and
lighting conditions.
PROJECT WORK COMPLETED
The City Council approved an overall economic reviLdiai~ion plan which included thc clcnienls dcscribed above. The project plan
included concept designs, financing strategy and recommendations on lion 10 finance on-going maintenance costs.
SCHEDULE AND PROJECT COSTS
prior Project
Budgets 1995-96 1996-97 1997-98 1998-99 Total
Phasing
Study
Design
Acquisition
Construction
Total
Recommended Funding Source
Capital Outlay Fund
Assessment District
Street Fund
S 1 30,000
S500.000
S 5,000,000
$130,000 %5,500,000
S 130,000 $1,925,000
%2.225,000
8300,000
S 130,000
%500,000
S5.000.000
%5,630,000
% 1,925,000
$2 22 5,000
5300,000
ALTERNATXVES
The following alternatives have been identified:
Delay design and construction for onc to two years
Cancel project for further study
PROJECT EFFECT ON OPERATING BUDGET
This project will result in an increase of street maintenance cost of approximately $55,000 per year
E-19
X995-97 Financial Pfan and Budget
CAPITAL BUDGET REQUEST
ACTIVITY: Economic Development
REQUEST TITLE: Redevelopment Agency
PROJECT DESCRIPTION
This project is established to finance the study and formation of a Redevelopment Agency in Lodi.
PROJECT OBJECTNES
The objectives of this project are to
Provide a mechanism to eliminate blight within areas of the Cin..
Establish the mechanism to promote private investment in the historic and matured business and residential
neighborhoods of Lodi.
EXISTING SITUATION
The greater part of the hstoric business and resideniial areas of Lodi is located in the eastcrn third of the CiQ. The age of the
building stock and infrasuucture in this area is between 40 to 90 years old. Many of the buildings (residential and commercial)
reflect the charm of buildings constructed between the 1890’s and 1930’s. The streets’and parks are for the most part lined by
mature street trees which provide ample shade and promote a sense of community. Many of the long time residents and businesse:
continue to live and conduct business in this area. However. over the last fificen to twenty years private investment has shifted to
the City’s newer areas in the west and south areas of the City and the number of resident propeq owners in the Eastside areas ha\
decreased. Accordingly, the “Eastside” has experienced a decline in the levels of investment. propenq maintenance and relative
property values needed to preclude blight and decay.
The City Council is committed to maintaining the historic and economic vitaliiy of this area and has adopted an economic
revitalization program to address the revitalization of the donmiown. Eastsidc ncighborhoods and Cherokee Lane. The initial
investment in tlus effon is being financed by general fund rcvcnucs. However. to bc successful. the long term investment must bc
private dollars. Accordingly, the City will form a Redevclopnieni Agency 10 cricourage privatc invcstnient.
PROJECT WORK COMPLETED
None
SCHEDULE AED PROJECT COSTS
Prior PrOJ‘Xt
Budgets 1995-96 1996-97 1997-98 1998-99 Total
Phasing
Study
Design
Aqui si tion
Construction
Total
Recommended Funding Source
Capital Outlay Fund
5 I oo.ono
s I00.000
f I00.000
f 100,000
5 I00,000 f 100,000
ALTERNATIVES
Continue to finance development with general fund revenues and assessment districts
PROJECT EFFECT ON OPERATING BUDGET
To be determined during the study on formation of thc Agency.
E-20
1995-97 Financial Plan and Budget
CAPITAL BUDGET REQUEST
ACTIVITY: Adminismtion
REQUEST TITLE: Information Systems Master Plan
PROJECT DESCRIPTION
’Iks project is to finance the study and development of an information systems master plan and to finance the purchase and
replacement of software and equipment to meet the needs of the City.
PROJECT OBJECTIVES
The objective of this project is to develop an integrated information system to increase the efficiency of City staff and improve
services to the public.
EXSTING SITUATION
The City has increased its investment in information and computer systems over the last four years to improve services and to
increase the productivity of staff. For the most part, each Department has purchased equipment and software to meet its own
unique needs by purchasing from a wide range of soitware and hardware veiidors.
The Finance Department which is the custodian ofthe City’s financial data. has maintained its mainframe computer at a “state of
the art” lwel for several years; however. the software is ”liornc grown” and niainraincd by Dcpanmenr stafT. This is escellcnt
software whch has effectively served the needs ofthe City for thc last 25 years. Will1 thc increasing demand for information.
information sharing and increased efficiency, this software will have to be espanded and/or rewritten. This could be very espensivc
depending on the number and qualifications of staff to be hired to make these changes. However. this cost may result in signifimni
savings for users by increasing their efficiency and containing overall staff growth.
PROJECT WORK COMPLETED
None
SCHEDULE AND PROJECT COSTS
Prior Project
Budzcts 1995-96 1996-97 1937-98 1998-99 Total
Phasing
Study
Design
Acquisition
Construction
Total
Recommended Funding Source
Capital Budget
25,000 525.000
$125,000 5l50.000 5150.000 Sl50.000 f575.000
S 150,000 5 150,000 5 150,000 S 150,000 S600,OOO
ALTERNATIVES
Continue independent development arid rimding of coinpurcr and sofwarc nccds for each Dcpanment
PROJECT EFFECT ON OPERATING BUDGET
To be determined on a project by project basis
E-l 1
1995-97 Financial Plan and Budget
CAPKTAL BUDGET REQUEST
ACTIVITY: Public Works Administration
REQUEST TITLE: Purchase of City Hall Annes
PROJECT DESCRIPTION
Purchase the City Hall Annex at 212 West Pine Streel.
PROJECT OBJECTNES
The objective of this project is to save $59.900 per year in lease costs over the next seven years ($419.3 16) and to provide for the
long term space needs of City SUE.
EXISTING SITUATION
The City leased the Beckman Building beginning in September 1992 for a period of ten years. This building is a 7,132 square foc
facility which the City renovated for use of the Finance Department at a cost of approsimately $150.000. To protect this
investment., the City should move forward and purchase the building.
PROJECT WORK COMPLETED
None
SCHEDULE AND PROJECT COSTS
Prior Project
Budgets 1995-96 I 996-97 1997-98 1998-99 Total
Phasing
Study
Design
Acquisition
Construction
Total
Recommended Funding Source
Fund Balance - General Fund
S550.000
S550,OOO
S550,OOO S550,OOO
ALTERNATIVES
0 The alternative is to continue the lease of [lie Becknian Building for the term of the lease.
PROJECT EFFECT ON OPERATING BUDGET
None
E-22
1995-97 Financial Plan and Budget
CAPITAL BUDGET REOUEST
ACTIVITY: Public Works Adniinistration
REQUEST TITLE: City Hall Remodel
PROJECT DESCRIPTION
This project provides for the renovation of City Hall and space expansion for Finance Department staff
PROJECT OBJECTNES
The following objectives were identified prior to the appronl of this project:
0
0
To provide handicap access to government facilities
To allow for staff growth over the next fifteen years.
To replace the mechanical and electrical systems with more cost cficient systems.
To provide “state of the art” communications infrastructure to suppon expansion of the City’s computer systems and
new information technology.
EXISTING SITUATION
Information not provided by Public Works
PROJECT WORK COMPLETED
The scope of the project is not Flex with the informalion available to the Financc Director.
SCREDULE AND PROJECT COSTS
Prior Project
Budgets 1995-96 1996-97 1997-98 1998-99 Total
Phasing
Study
Design
Acquisition
Construction
Total
Recommended Funding Source
Capital Outlay Fund
SGOO.000
S600.000
%600.000 P600.000
ALTERNATMS
unknown
PROJECT EFFECT ON OPERATING BUDGET
unknown
E-23
1995-97 Financial Plan and Budget
CAPITAL BUDGET REQUEST
ACTIVITY: Economic Development
REQUEST TITLE: Downtown Parking Facility
PROJECT DESCRIPTION
Plan, design and construct a parking facility
PROJECT OBJECTIVES
The objectives of this project have been identified as:
Promotion of adequate and convenient all weather parking to attract customer to the downtown area.
To discourage downtown business employees froin using street parking.
To free the current parking lots for commercial development.
EXISTING SITUATION
The City of Lodi has an inventory of 1088 parking spaces (710 street spaces and 218 lot spaces) in the downtown. Of these, 300
spaces are permit spaces for employee parking. Street parking and parking lots are free but limited to two hours . The City does
not have parking meters or charge for parking other than permit parking in parking lots.
The City issues approximately 2,500 parking citations per year in the downtown arca. The Civ estimates that 95% of these ticket:
are to empioyees and business owners who work downiown.
To foster a successful downtown, the City needs to provide adequate parking to attract customers and 10 ensure that employees do
not use the more valuable street parlung. This problem has been solved in many cities by constructing an adequate. will located
parking structure in the downtown that provides protection from the weather. This should open parking for customers and providc
an incentive for employees to park in a facility where their cars are protected from the wcatlier.
In addition, a parking structure shoiild act to promote the relocation of commercial busincsses to the downtown. Without adcquatc
parking, customers will continue to gravitate to shopping centers and office compleses with adequate parking and a wider rang
vendors and products.
PROJECT WORK COMPLETED
None
SCHEDULE AND PROJECT COSTS
Prior Project
Budgets 1995-96 1996-97 1997-98 1998-99 Total
Phasing
Study
Design
Acquisition
Construction
Total
Recommended Funding Source
Capital Outlay Fund
%50,000
9250,000
% 5 0,000
9250,000
92.500.000 92,500,000
92,800,000 950,000 P25fl.000 92.500.000
S50.000 9250.000 52,500.000 %2,800,000
ALTERNATIVES
The alternative is to continue with the current parking strategy and resources.
PROJECT EFFECT ON OPERATING BUDGET
The effect of this project on the operating budget along with the estimated cost. site location. and financing strategy hi11 be
determined during the study phase of the project.
E-24
Sedion F
DEBT SERVICE REQ-
19959'7 FINANCIAL PLAN AND BUDGET
DEBT SERVICE REQ-
The section is used to summarize the resources that wiU 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
1995-97 Financial Plan (July 1, 1995). 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:
1965 Municipal Improvement Bonds Series A and B
Purpose: Construction of Sewer and dramage facilities and a public safety building
Maturity Date: 1995
Interest Rate: 3.5% to 5.25%
Original Principal Amount: $6,240,000
July 1,1994 Principal Outstanding: $570,000
Funding Source: General Fund/Sewer Fund
1984 Special Assessment District Bonds
Purpose: Downtown Beautification Project
Maturity Date: 1999
Interest Rate: 6.5% to 9.9%
Original Principal Amount: $388,720
July 1, 1994 Principal Outstanding: $185,790
Funding Source: United Downtown Improvement District Assessment
1991 Certificates of Participation
Purpose: Wastewater Treatment Plant Facility Expansion (White Slough)
MaturityDate: 2026
Interest Rate: 4.5% to 6.60%
Original Principal Amount: $1 1,170,000
July 1, 1994 Principal Outstanding: $10,269,548
Funding Source: Sewer Fund
1992 Water Bond Construction Loan
Purpose: Finance construction of treatment facilities and wells to meet safe drinking water standards
Maturity Date: 2014
Interest Rate: 3.4%
0riggi.d Principal Amount: $4,758,000
July 1, 1994 Principle Outstanding: $4,758,000
Funding Source: Water Fund
1995-97 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 Power Agency (NCPA) member cities and districts. Under these agreements the City
ofLodi is obIigated 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 1985 Refunding Series A
Purpose: Refinancing of two electric generating stations at the geothermal resource area in Sonoma
County, California.
Maturity Date: 1995
Interest Rate: 5.25% to 9.0%
Original Principal Amount NCPA: $475,940,000
Current Principal Amount City: $1 , 133,648 (1 0.28% of total)
Funding Source: Electric Fund
Geothermai Project - Revenue Bonds 1987 Refunding Series A
Purpose: Refinancing 1983 and 1987 Bonds
Maturity Date: 2009
Interest Rate: 5% to 7%
Original Principal Amount NCPA: $606,555,000
Current Principal Amount City: $41,988,994 (10.28% of total)
Funding Source: Electric Fund
Geothermal Project: Revenue Bonds 1993 Series A and B
Purpose: Refinancing 1983, 1985, and 1987 Bonds
Maturity Date: 2010
Interest Rate: 3.0% to 5.85%
Original Principal Amount NCPA: $254,530,000
Current Principal Amount City: $26,067,672 (1 0.28% of total)
Funding Source: Electric Fund
F-2
1995-97 FINANCIAL PLAN AND BUDGET
DEBT SERVICE REQUIREMENTS
Transmission Project: Revenue Bonds 1989 Refunding Series A
Purpose: Refinancing 1985 Revenue Bonds
Maturity Date: 201 1
Interest Rate: 5.75% to 6.25%
Original Principal Amount NCPA: $15,744,336
Current Principal Amount City: $2,829,837 (1 8.4861% of total)
Funding Source: Electric Fund
Combustion Turbine Project Number One: Revenue Bonds 1989 Refunding Series A
Purpose: Refinance 1985 Series A Bonds
Maturity Date: 201 1
Interest Rate: 5.75% to 6.25%
Original Principal Amount NCPA: $68,958,247
Current Principal Amount City: $21,677,504 (34.78% of total)
Funding Source: Electric Fund
Hydroelectric Project Number One: Revenue Bonds 1986 Refunding Series A
Purpose: Refinancing 1985 Series A Bonds
Maturity Date: 1996
Interest Rate: 6.70% to 7.80%
Original Principal Amount NCPA: $265,090,000
Current Principal Amount City: $240,065 (10.37% of total)
Funding Source: Electric Fund
Hydroelectric Project Number One: Revenue Bonds 1991 Refunding Series E, F, G
Purpose: Refinancing 1985 and 1986 Refimding Series A Bonds
Maturity Date: 2024
Interest Rate: 7.15%
Original Principal Amount NCPA: $3 15,045,000
Current Principal Amount City: $32,290,625 (10.37% of total)
Funding Source: Electric Fund
F-3
1995-97 FINANCIAL PLAN Ah?) BUDGET
DEBT SERVICE REQUIREMENTS
Hydroelectric Project Number One: Revenue Bonds 1992 Refunding 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: $20,167,576 (10.37% of total)
Funding Source: Electric Fund
Hydroelectric Project Number One: Revenue Bonds 1993 Refunding Series A
Purpose: Refinancing 1985 and 1986 Series A Bonds
Maturity Date: 2024
Interest Rate: 2.85% to 5.40%
Original Principal Amount NCPA: $63,600,000
Current Principal Amount City: $6,548,655 (10.37% oftotal)
Funding Source: Electric Fund
Multiple Capital Facilities: Revenue Bonds 1992 Series A
Purpose: Finance construction of a Combustion Turbine in Lodi and a Combustion Turbine in Ceres
and for system improvements in Lodi for the City of Lodi
Maturity Date: 2026
Interest Rate: 4.75% to 6.5%
Original Principal Amount NCPA: $152,320,000
Current Principal Amount City: $41,309,184 (27.12% of total)
Funding Source: Electric Fund
F-4
1995-97 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 the 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: $1,368,720 (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 acquisition 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: $2,198,070 (1.89% of total)
Funding Source: Electric Fund
California - Oregon Transmission Project: Revenue Bonds 1993 Series A
Purpose: Finance or refinance a portion of the cost of acquisition 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: $4,545,072 (1.89% of total)
Funding Source: Electric Fund
F-5
1995-97 FINANCIAL PLAN AND SUMMARY
ANNUAL DEBT SERVICE PAYMENTS BY MISSION
Public Utilities
Electric Utility Service
Water Utility Service
Wastewater Utility Service
Total Public Utility
14,303,348 16,670,375
25,488 26,600 26,600 516,987
983,030 987,865 982,484 803,818
1.008.51 8 1,014,465 15,312,432 17,991,180
General Government
Non-Departmental Services 229,749 171,135 173,306 52,355
Capital Facilities and Equipment 300,000 900,000
Total General Government 229,749 171,135 473,306 952,355
Total Debt Service Requirements
F-6
8 18'889 SS8'P69 SSE'OOL 069'SOL
000's 11 000'0 11 000'0 1 c 000'00 1
L00'9 908' 1 1 PSS'L 1
zz9' CL 1 POL'S9 1 98L'6S 1
09E'OLl 009'92 009'92 88P'SZ
LZ9'9PE
8SZ'LPP ZE8'ZSP
9LZ.62 1 ZLP'ZZ 1
ZPE'8O 1' 1 1 286'ZOL'6
66P'S86'P Z9O'SZO'P
Section G
C"GESINFUNDBALANCE
1995-97 FINANCIAL PLAN AND BUDGET
CHANGESINFUNDBALANCE
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 (1993-94); for the current
fiscal year (1994-95); and the two years covered by the 1995-97 Financial Plan and Budget.
The following schedules are included in this section:
Combining Fund Balance Statements
All Funds Combined
Individual hnd 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
Benefits Fund
Self Insurance Fund
Trust Fund
The description of the City's funds is further described on the following pages.
G- 1
1995-97 FINANCIAL PLAN AND BUDGET
DESCRIPTION OF THE CITY'S FUNDS
In accordance with generally accepted accounting principles, the City's financial reporting system is
orgamed on a fund basis consisting of three major fund types - Governmental, Proprietary and Fiduciary -
and two self-balancing Account Groups; General Fixed Assets and General Long Term Liability. The City
various funds have been established in order to segregate and identify those financial transactions and
resources associated with providing specific activities or programs in conformance with special regulations,
restrictions, or limitations. The following funds are included in the Financial Plan; additional descriptions of
each fund type are provided in the Budget Glossary (Section r):
Governmental F'unds
Most of the City's programs and functions are provided and financed through the following Governmenml
Funds, which are distinguished by their measurement focus on determining financial position and changes in
financial position, rather than upon determining net income:
* GeneralFund . * Debt Service Fund
* Special Revenue Fund * Capital Project Funds
Library Capital Outlay
Street Tax Equipment
Transportation Development Act
Block Grant Fund (CDBG)
Police Special Revenue Fund
Enterprise finds
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
Internal Service F'unds
Internal Service funds exist to account for, measure and generally mver the cost of cenmlized 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
1995-97 FINANCUL PLAN AND BUDGET
CHANGES IN FUND BALANCE -ALL FUND COMBINED
Revenues
Tax Revenues
Licenses and Permits
Fines and Fodeiturcs
InvestmcntPropcrty Revenues
Revenue from Others
Service Charges
Other Revenue
Total Revenue
Expenditures
Operating Programs
Public Safety
Public Utilities
Transportation
hisure, Cultural and Social Services
Community and Economic Dcvelopmcnt
General Govmmcnt
Total Operating Programs
Bulk Power Purchase
Other Purchases
Capital Projects
Debt Service
Total Expenditure
RevenuedExpenditums (OverAJoder)
Other Sources (Uses)
Operating Transfm In
Operating Tmsfm Out
Prds from Debt Financing
Other sources (VKS)
Total Other Sources (Uses)
Fund Balance Begining of the Year
Fund Balance End of the Year
Revrved for Dcbt Service
Designated Rescrve
Unreserved
Total Fund Balance
16245,478 16,508,985 1 17,663,100 17,829,500
38 1,300 410,954 355,600 / 381,300
100J50 86,400 93,400 93.400
1,516,148 1,485,200 , 1.991p3 1991JOO
5,568,477 / 6,757,440 6J18,740
44,663,124 46,175,906 1 47,617,455 47,596,455
4276,104
676,785 557,010 I 332,479 154,850 8>.: .......................................................................
9,646,101 10,141,795 10,173,730
10,572,366 12,270,484 12J90,I 15
2,626,932 2,763,735 3,020,635
3,732,720 3,963,478 4,1993 1 0
1,582,958 1,547,539 1,s 15,085
6,980,7 17 8.5 10,429 8,790.71 1
35,14 1,793 39,197,460 40,589,586
26,559,666 26,709,000 28293,500
0 0 0
4205,645 4,308,055 14,184,425
1,176,035 1,145,676 1278297
102 17,905
12292,890
2,948,560
4,181,635
1,757,750
8,773,899
40,272,639
28,744,500
0
12J97,847
2,158,160 ...... ....... z.:.:.:.: ..83:~. .....
:::y$<$<~ ... >...,....>A i ......... ,.346$ ......_. .......... _,.._.
18,605,369 5,476,233 6,82 1,867 7,186,902
(18,605369) (5,476233) (6,821,867) (7,186,902)
2,649,494 (120,401) 3,267,561 3,764321
0 0 8,600.000 4200.000
9.491
22,612,102 26,067,600 25,324,586 27,482,613
260,327
17,OO3,780 16,530,560 18,881,6 10 17,315,130
.. 8,80929 1 892,576 8,763,776 8,537,548
254,528 256,478 258,427
G-3
1995-97 FINANCIAL PLAN AND BUDGET
"1 CHANGES IN FUND BALANCE - GENERAL FUND
Revenues
Tax Rcvenus
Licenses and Permits
Fies and Forfeitures
InvcstmcntPropcrty Revcnucs
Rcvcnuc from Othm
Smice Charges
Other Rcvcnuc
Total Revenue
Expenditures
opcratin~programs
Public !Safety
Public Utilities
Transportation
hisure, Cultural and Social smiccs
Community and Economic Development
G-cncral Govcmmcnt
Total Operating Pr0,orams
Bulk Power Purchase
Otber Purchases
Capital Projects
Debt Senice
Total Expendiw
RevenualErpenditurcs (OvtrNnder)
Other Sources (Uses)
Operating Transfm In
Operating Transfen Out
other sources (uses)
Procads from Dcbt Financing
Total Other Sources (Uses)
Fund Balance Begining of the Year
Fund Balance End of the Year
Reserved for Dcbt Smicc
Designated Rcsmc
Unreserved
Total Fund Balance
14,53 1,704 14,237,800 14,650,000 15,052,500
4 10,954 3 55,600 381,300 381300
100,550 86,400 93,400 93,400
2$243,584 2,o 12,000 2,460,900 2342,900
34724 1 469,500 398,905 398,905
1,075,706 1,140,331 1,219,800 1$219,800
64,721 250,000 30,350 30,350 5g.3
i. >.,J
9,636,678 10,141,795 10,173,730 10,217,905
2,170,905 2,254,090 2,355,440 2294,115
2,763,984 2,876,725 2,994,025 2,974,020
1.582.958 1,547.539 1,815,085 1,757,750
5,2 10,192 5,106,2204 5,379,976 5,363,164
2 1,364.7 1 6 21,926,353 22,718,256 22,606,954
0
0
0
0
0
0
0 0
0 0
0 0
4,891,388 3,280.726 3,466,308 3,466,308
(1 506,306) (647.441) (94 5,892) (945,892)
592,622 778,265 965,000 965,000
.. .. .
1 272.9 1 1 2,660,359 2,697~ 87 2,699,002
300,000 400,000 400,000
2,6603 59 2,397,187 2,299,002 2,696,619
2,697,187 ,619
G-4
1995-97 FINANCIAL PLAN AND BUDGET
CHANGES m FUND BALANCE - LIBRARY FUND
Revenues
Tax Revenues
Licenscs and Permits
Fma and Forfetures
InvcstmentProperty Rcvenucs
Revenue from Othm
Service Charges
Otha Rcvcnue
Total Revenue
Expenditures
Operating Programs
Public Safety
Public Utilities
Transportation
Lcisure, Cultural and Social Services
Community and Economic Development
General Government
Total Operating Programs
Bulk Power Purchase
Other Purchases
Capital Projects
Debt Service
Total Expenditures
RcvenueslExpenditum (OverNnder)
Other Sources (Uses)
Operating Transfm In
Operating Transfers Out
Froc&ds from Dcbt Financing
mcr sources (uses)
Total Other Sources (Uses)
Fund Balance Begining of tbe Year
Fund Balance End of the Year
Reserved for Debt Service
Designated Reserve
UlUCSCfVed
Total Fund Balance
813,255 809,100 858,Ooo 883,000
14,912 34,000 10,000 10,000
55,513 45,000 45,000 45,000
54,181 49.000 48,000 48,000
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
877,707 982.698 1,082,885 1,085,165
877,707 982,698 1,082,885 1,085,165
0 0 0 0
0 0 0 0
0 0 121,950 135,OOO
. . . . . . . . . . . . . . . . . . .,...........,..., ..,... ..,.. ~~:~~~~~~.~~~~.~~~ . . . . . . . . . . ......... ....__,........... .. ,_...___ Q3;1 $(..; ......... *>..x.: :. .
.X*>>,>?>X.> ....... .. ....._._ ..,..,: .... *.., h... 2
259 0 0 0
(38,754) (147,396) (129,380) (129,380)
(3,567)
750,872 768,964 575,970 202,755
364,652 364,652 364,652
768 96d 21131s f 161.897) (525.4421
G-5
1995-97 FINANCIAL PLAN AND BUDGET
CHANGES IN FUND BALANCE -STREET FUND
Revenues
Tax Rcvcnucs
Liccnses and Permits
Fines and Forfeitures
InvestmentlProperty Rcvcnues
Rcvcnuc from Othm
Service Charges
Other Revenue
Total Revenue
Expend itu res
Operating Programs
Public safety
Public Utilities
Transportation
Leisure, Cultural and Social Services
Community and Economic Development
Gcncral Government
Total Operating Propms
Bulk Power Purchase
Other Purebases
Capital Projects
Debt Service
Total Expenditures
RevenucslEspenditurrs (OverNnder)
Other Sources (Uses)
Operating Transfm In
Operating Transfers Out
Other Sources (Uses)
Proceeds from Debt Financing
Total Other Sources (Uses)
Fund Balance Begining of the Year
Fund Balance End of tbe Year
Reserved for Debt Smice
Designated Reserve
Unreserved
Total Fund Balance
44893 507200 5 17,200 5 17,200
147,353 107,550 193,595 193595
739,106 5 18,000 5 18,Ooo 518,000
1,150,237 1,750,800 1,887,900 128OJOO
3,449 0 0 0
. . ...
0 0 0 0
0 1,763,000 2,534,034 2,026,334
. . . . . . . . . . . . . . . . . . . . . . , . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. . . . .. . . . . . . . . . . . . . . . . . . .
1,859,277 176.749 586.098 586,098
(2,066,004) ( I .OoO.505) ( 1 ,I 81,489) (1 ,I8 1,489)
76.742 0 0 0
1,836,779 1 4,195293 4,492,087 4,479357
4,195293 4,492,087 4,479,357 4,466,627
9s93 9z087
G-6
1995-97 FINANCIAL PLAN AND BUDGET
CHANGES IN FUND BALANCE -TRANSPORTATION DEVELOPMENT ACT FUND
Revenues
Tax Revenues
Licenses and Permits
Fines and Forfciturrs
InvcstmcntPropcrty Rcvcnua
Revenue from Othm
Service Charges
Other Revenue
Total Revenue
Expenditures
Operating Programs
Public Safety
Public Utilities
Transportation
Leisure, Cultural and Social Scrviccs
Community and Economic Dcvelopmcnt
General Government
Total Operating Programs
Bulk Power Purchase
Other Purchases
Capital Projects
Debt Service
Total Expenditures
RevenuedExpenditum (OverlUnder)
Other Sources (Uses)
Opcrating Transfers In
Operating Transfm Out
ma sources (uses)
Procads from Debt Financing
Total Other Sources (Uses)
Fund Balance Begining of the Year
Fund Balance End of the Year
Rcscrvcd for Debt Smicc
Dcsignattd Reserve
Unreserved
Total Fund Balance
(2.839) 9,700 775 775
339,799 973,500 1,035,240 1,035,240
I,Q3&U€5
0 0 0 0
5.400 0 0 0
140,886 0 0 0
(856,110) (975201) (1,036,015) (1,036,0151
405,452 (84,347) 0 0
54,560 76,348
76,348 0
Q
G-7
1995-97 FINANCXAL PLAN AND BUDGET
CHANGES IN FUND BALANCE - CDBC FUND
Revenues
Tax Revenua
Liccnses and Permits
Fines and Forfciturcs
InvffbnentiPropcrty Rcvcnucs
Revenue from Others
Service Charges
Otha Revenue
Total Revenue
Expenditures
Opcrating~gnvns
Public safety
Public Utilities
Transportation
Leisure, Cultural and Social Services
Community and Economic Development
Gtnd Government
Total Operating Programs
Bulk Power Purchase
Other Purchases
Capital Projects
Debt Service
Total Expenditures
RevenueslEspenditures (Over/Under)
Other Sources (Uses)
Opcrating Transfcn h
Operating Transfcn Out
Other Sources (Uses)
Proctcds from Debt Financing
Total Otber Sources (Uses)
Fund Balance Begining of the Year
Fund Balance End of the Year
Resmd for Debt Service
Designated Resmc
Unrcservd
Total Fund Balance
175,355 628,477 780,000 780,000
0 0. 0 0
0
338,474
0 0 0
0 71 1,484 71 1,484
293,747 0 0 0
(252276) (89,8 12) (68.5 16) (68.5 16)
163,119 (538,665) 0 0
(4 1,472) 0 0 0
G-8
1995-97 FINANCIAL PLAN AND BUDGET
CHANGES IN FUND BALANCE - POLICE SPEClAL REVENUE FUND
Revenues
Tax Revenues
Liccnscs and Permits
Fina and Forfciturcs
Invcstmcnt/property Revenues
Revenue from Others
Service C hargcs
Other Revenue
Total Revenue
Expenditures
Operating Programs
Public Safety
Public Utilities
Transportation
Leisure, Cultural and Social Services
Community and Economic Development
General Govcmmcnt
Total Operating Programs
Bulk Power Purchase
Other Purchases
Capital Projeck
Debt Service
Total Expenditures
RevenuesEspenditures (OverAJnder)
Other Soums (Uses)
Operating Transfm In
Operating Transfm Out
Other Sources (Uses)
Procetds from Debt Financing
Total Other Sources (Uses)
Fund Balance Begining of the Year
Fund Balance End of the Year
Reserved for Debt Servicc
Designated Reserve
Unreserved
Total Fund Balance
6,159 4,000 2230 230
39,715 12,000 22,000 22,000
9.324 0 0 0
9.424 0 0 0
8,622 0 0 0
0 0 0
(5,000) (9.600) 0
3.726 0 0
0
0
0
168,551 11 1267 137,92 1 144321
137.92 1 144321 168,S 1 192.78 1
37,922 1
G-9
01-9
L6S'OSL'P LP9'9fC9 L9I'SLO'P I t5'89 I 'E
LP9'9EC9 L9I'SLO'P IPS'891'E LE E'669'P
o0o'ooE'P 000'009'8 0 0
0 0 0 816'P
(OPI'6€S'I) (080'1 PI' 1) (685'fW) (Z€01S88'P)
0 0 0 ZO'&36'f
000'006'9 Of O'EPL 'L OS61EI E9L'Z69' I
0 0 0 0
OOO'ZSO' I o0o'z90' I OOO'T90'1 L 88'L 66
065'96 I 065'96 I S9cE 1 Z68'IEI
OOS'PZE' I 000'L8t I 008'909 0
1995-97 FINANCIAL PLAN AND BUDGET
CHANGES IN FUND BALANCE - EQUIPMENT FUND
Revenues
Tax Rcvcnua
Licenses and Permits
Fina and Forfciturcs
Invcstmcnt/Property Revenues
Rcvcnuc from Others
Scrvicc Charges
Othcr Revcnuc
Total Revenue
Expenditures
Operating Programs
Public Safety
Pubiic Utilities
Transportation
Lcisurc, Cultural and Social Scrviccs
Community and Economic Devciopment
Gcncral Government
Total Operating Programs
Buk Power Purcbase
Other Purchases
Capital Projects
Debt Service
Total Expenditures
RevenuedExpenditures (OverNoder)
Other Sources (Uses)
Operating Transfcrs In
Operating Transfcrs Out
other source (uses)
Proceeds from Debt Financing
Total Other Sources (Uses)
Fund Balance Begining of the Year
Fund Balance End of the Year
Rcscrved for Debt Scrvice
Designated Reserve
Unreserved
Total Fund Balance
0 0 0 0
0 0 0 0
132275 2 16.425 729,520 580,460
189,160 193,925 729,520 580,460
0 0 0 0
295,026 351.91 I 329.4 I 1 329.4 11
351.91 1 329,4 1 1 329,4 1 1 329,4 1 1
51,9 9,4 I1 941
G-I1
1995-97 FINANCIAL PLAN AND BUDGET
1
i CHANCES IN FUND BALANCE - DEBT SERVICE FUND
Revenues
Tax Revenues
Limscs and Permits
Fines and Forfcitum
InvcstmcnVPropcrty Rcvcnues
Revcnuc from Othm
Service Charges
Other Revenue
Total Revenue
Expenditures
Opcrating Programs
Public safety
Public Utilities
Transpo*tion
Leisure, Cultural and Social Services
Community and Economic Dcvclopmcnt
General Govcmrncnt
Total Operating Programs
Bulk Power Purchase
Other Purchases
Capital Projects
Debt Service
Total Expenditures
Revenudxpenditures (OverAJnder)
Other Sources (Uses)
Operating Transfers In
Operating Transfers Out
Other Sources (Uses)
Procads from Debt Financing
Total Other Sources (Uses)
Fund Balance Begining of the Year
Fund Balance End of the Year
Rcsmcd for Debt Service
Designated Rcserve
Unnscrvcd
Total Fund Balance
256,983 170,575 173,300 52300
2,149 2200 1955 1955
0 w"i 177,629 352,563 177,510
..... ..... . .....
0 0 0 0
405,160 348335 650,935 952,355
0 0 300,000 900,000
0 0 0 0
(1 9 1,942) 0 0 0
239,936 254,528 256,478 258,427
254,528 256,478 258,427 260,327
256.478 258.42'1 260327
G-12
1995-97 FINANCIAL PLAN AND BUDGET
CHANGES IN FUND BALANCE -WATER FUND
Revenues
Tax Rcvcnucs
Licenses and Permits
Fines and Forfeitures
InvcstmcntPropcrty Revenues
Rcvenoc from Others
Scrvicc Charges
Other Revcnue
Total Revenue
Expenditures
Operating Programs
Public Safcty
Public Utilities
Transportation
Leisun, Cultural and Social Services
Community and Economic Dcvclopmcnt
General Govemmcnt
Total Opernting Propms
Bulk Power Purchase
Other Purchases
Capital Projects
Debt Service
Total Expeoditums
Reveoudxpenditum (OverTOoder)
Other Sources (Uses)
Operating Transfm In
Operating Transfm Out
Other Sources (Uses)
Proceeds from Debt Financing
Total Other Sources (Uses)
Fund Balance Begining of the Year
Fund Balance End of the Year
Reserved for Debt Scrvicc
Designated Rmc
Unrcwrvcd
Total Fund Balance
39,871 43.050 89,475 89,475
3,121350 3,078.500 3.653.600 3,652,600
63.712 10,000 10,000
2,111,720 2209,995 2,005,809 2J40,IW
2,111,720 2209,995 2,005,809 2240,190
287.344 758,000 987364 658,472
25,488 85.1 80 26,600 5 16987
827 4&9@
1,105,673 0 0 0
(163,954) (1 65.6%) 0 0
(12 15,9644) (51 1,120) (506,63 1) (473,606)
. ?274Jw
334,62 1 762,482 368,269 359,559
762,4 82 368269 359559 350,849
82 5939
G-13
1995-97 FINANCLAL PLAN AND BUDGET
t
I CHANGES IN FLJND BALANCE - WASTEWATER FUND
Revenues
Tax Rcvcnus
Licenses and Permits
Fines and Forftiturcs
InvcstmcntlRopcrty Revcnua
Revcnuc from Othm
Service Charges
Other Revcnue
Total Revenue
Expenditures
operating Propms
Public Safety
Public Utilities
Transportation
Lcisurc. Cultural and Social Services
Community and Economic Development
Gcncral Govemmcnt
Total Opernting Programs
Bulk Power Purchase
Other Purchases
Capital Projects
Debt Service
Total Expenditurn
RevenudExpenditures (OverNnder)
Other Sources (Uses)
Operating Transfcn h
Operating Transfcrs Out
ma sources (VSCS)
Prds from Debt Financing
Total Otber Sources (Uses)
Fund Balance Begining of the Year
Fund Balance End of the Year
Rcscrved for Debt Service
Designated Rcserve
unrcsrvcd
Total Fund Balance
195,194 1 77.5 1 0 177,600 0
36 1,995 333,435 3953 15 395.3 15
3,534,160 3,106,600 3,446,600 3,446,600
130 706 65,000 65,000 65,000
2,567,025 2,523,220 2,196,243 2,460.0 15
2,523,220 2,196243 2,460.0 15 2,567.025
330,799 530,280 458.198 303,422
688.8 18 700,862
6Q1$
745,387 712,161
. . . . . . . . . . . . . . i:.: <.:. ...
55
4,162,051 0 33,025 0
( 176,154) (1 10,000) 0 0
(4,41493) (372,386) (394,805) (394,805)
4,52425 1 5,045231 4,542.934 4,539,584
5,045231 4,542,934 4,539.584 4,536,234
G-14
1995-97 F’INANCIAL PLAN AND BUDGET
CHANGES IN FUND BALANCE - ELECTRIC FUND
Revenues
Tax Revenues
Licenses and Pennits
Fines and Forfeitures
InvcstmcntrProperty Revenues
Revenue from Others
Smicc Charges
Other Revenue
Total Revenue
Expenditures
Operating Programs
Public Safety
Public Utilities
Transportation
Leisure, Cultural and Social Scrviccs
Community and Economic Dcvelopmcnt
Gcncral Govcrnmcnt
Total Opernting Programs
Buk Power Purchase
Other Purchases
Capital Projects
Debt Service
Total Expenditurn
RevenueslErpenditures (OverlUnder)
Other Sources (Uses)
Operating Transfers In
Operating Transfers Out
Procctds from Debt Financing
other sources (uses)
Totel Other Sources (Uses)
Fund Balance Begining of the Year
Fund Balance End of the Year
Reserved for Debt Service
Designated Rescrvc
Unreserved
Total Fund Balance
348,565 35 1,400 532255 532255
34,862,063 3 5 2 8d,500 35,364,855 35,330,855
7,453 5.500 I500 1300
6,166,127 7,804,660 7,7 82,900 7,757,950
6,166,127 7,804,660 7,782,900 7,757,950
26,559,666 26,709,000 28,393,500 28,744500
0 0 0 0
1,139,079 908,400 898,845 982,675
1,708,807 256,700 52,880 0
(320 I ,5 12) (I ,000,064) (1 .I 78,806) (1 .I 78,806)
55 1,4 13 2,30256 1 2,799,321
35, .. ... . . . . . . .
5,690,459 6,1Ot.376 5,578,352 5,578,352
6.102376 5,578252 5,578252 5,578,352
5,578252 38352
G-15
1995-97 FINANCIAL PIAN AND BUDGET
CHANGES IN FUND BALANCE -TRANSIT FUND
Revenues
Tax Revcnues
Licenscs and Permits
Fines and Forfeitures
InvntmentrprOperty Revenues
Revenue hrn Others
Service Charges
OthaRcvcnue
Total Revenue
Expenditures
opcratin~programs
Public Safety
Public Utilities
Transportation
Leisure, Cultural and Social Services
Community and Economic Development
Gcncral Govcmmcnt
Total Operating Pmgrnrra
Bulk Power PurcbPse
Other Purchases
Capital Projects
Debt Sewice
Total Expenditures
RevenuedEspenditures (OverNnder)
Other Sources (Uses)
Operating Transfers In
Operating Transfers Out
Proceeds from Debt Financing
Other sourccs (vws)
Total Other Sources (Uses)
Fund Balance Begining of tbe Year
Fund Balance End of tbe Year
Rcscrvcd for Debt Service
Designated Reserve
Unreserved
Total Fund Balance
2,444 3,600 40,235 40.235
92,692 2 1,700 476,400 563,400
62,376 52,000 140,000 153,000
............. ::; .... :.:;;::: 52:: "f5g3$$Ij ....................... ................ ._ ...... ............ ...........................
456,027 509,645
......... .>.- ...................... .................... :.?m@5,:;s ............ .......................... .................... ................................. ?
665,195
.......... : ....... .:.>:.::::::::i:.:i:;;:?=@$;;: ................
I.:~~~.:.:. ;.;. :.:.~ .......................
654,445
456,027 509,&5 665,195 654,445
35.095 0 0 0
0 737.145 385,061 385,061
(3,640) (79.1 19) (239253) (239253)
322,603 0 0 0
18,963 658,026
106,827 92,180 3 I7,86 1 455,109
92.180 317,861 455.1 09 703,107
2,180 ?36€ .%,I09 107
G-16
1995-97 FINANCIAL PLAN AND BUDGET
CHANCES IN FUND BALANCE - CHILD CARE SERVICE FUND
Revenues
Tax Revenues
Licenses and Permits
Fines and Forfeitures
InvestmcntProperty Revenues
Revenue from Others
Scrvicc Charges
Other Revenue
Total Revenue
Expenditures
Operating Programs
Public safety
Public Utilities
Transportation
Lcisurc, Cultural and Social Services
Community and Economic Development
General Government
Total Operpting Programs
Bulk Power Purchase
Other Purchases
Capital Projects
Debt Service
Total Expenditures
RevenuedExpenditures (OverKJnder)
Other Sources (Uses)
Opcnting Transfers In
Operating Transfers Out
Proceeds from Debt Financing
Other sources (vscs)
Total Other Sources (Uses)
Fund Balance Begining of the Year
Fund Balance End of the Year
Reserved for Debt Scrvicc
Dcsignated Reserve
Unreserved
Total Fund Balance
280 0 705 705
0 104,055 123,700 123,700
324,405 1244M
9 1,029 104,055 122,400 122,450
122,450 122,400 9 1,029 104,055
762
0
93,885
0
0
0
0
0
0
0
0
0
0
0 3,897 3,897 5,902
3.897 3.897 5.902 7,857
G-17
1995-97 FINANCIAL PLAN AND BUDGET
CHANCES IN FUND BALANCE - BENEFITS FUND
Revenues
Tax Rcvenucs
Licenses and Permits
Fines and Forfeitures
Investmentlpropcrty Rcvenua
Rcvcnue from 0th-
Scrvice Charges
0th- Revenue
Totnl Revenue
Expenditures
Operating Programs
Public Safety
Public Utilities
Transportation
Lcisurc, Cultural and Social Senices
Community and Economic Devclopment
Gend Govmmcnt
Total Operating Programs
Bulk Power Purchase
Other Purchases
Capital Projects
Debt Senice
Total Expenditures
RevenuedExpenditures (Over/Under)
Other Sources (Uses)
Operating Transfm In
Operating Transfers Out
Otha Soures (Uses)
Proceeds from Debt Financing
Total Other Sources (Uses)
Fund Balance Begining of the Year
Fund Balance End of the Year
Rcservcd for Debt Service
Designated Rcsmc
Unreserved
Total Fund Balance
10,778 10,300 29,450 29,450
2,089,900 246,277 1,829,920 2,089,900
2,130,010 66363 2.07 1,220 2,130.0 1 0
66,363 2,071 30 2,130,010 2,130,O 10
2352 19 0 0 0
0 245,300 108,750 108,750
(45,745) 0 0 0
54254 0 0 0
296,546 260,528 274,828 372.9 18
260,528 274,828 372,918 47 1,008
0,528 8 8
G-18
1995-97 FINANCIAL PLAN AND BUDGET
CHANGES IN FUND BALANCE - SELF INSURANCE FUND
Revenues
Tax Revenues
Limscs and Permits
Fines and Forfcitum
InvestmentrPropcrty Revenues
Revenue from Othm
Service Charga
Other Revenue
Total Revenue
Expenditurn
Operating Programs
Public safety
Public Utilities
Transportation
Lxisure, Cultural and Social Services
Community and Economic Devclopmcnt
General Government
Total Operating Programs
Bulk Power Purchase
Other Purchases
Capital Projects
Debt Service
Total Expenditures
RevenucsTCxpenditures (OverlLinder)
Other Sources (Uses)
Operating Transfers In
Operating Transfers Out
Other Sources (Uses)
Prds from Debt Financing
Total Other Sources (Uses)
Fund Balance Beginiog of the Year
Fund Balance End of the Year
Reserved for Debt Scrvicc
Designated Rmrvc
Unreserved
Total Fund Balance
78,026 74,700 72,130 72,130
179210 125,000 50,000 50,000
2420 1 0 0 0
1,333,005 1280.725 1280.725 1.704.163
1,704,163 1333,005 1280,725 1280,725
34 1,057 585,688 1,160225 1.160225
(1 14385) 0 0 0
926,580 0 0 0
2,118277 1.848,803 I301 .I 86 1 202,8 1 6
1,848,803 1,301 ,I 86 1302,8 16 1,304,446
G-19
1995-97 FINANCIAL PUN AND BUDGET
CHANGES IN FUND BALANCE - TRUST AND AGENCY FUND
Revenues
Tax Rcvenucs
Licenses and Permits
Fines and Forfeitures
Invcstmcnt/Propcrty Rcvcnucs
Revenue from 0th-
Service Charges
Other Rcvcnuc
Total Revenue
Expenditures
Operating Programs
Public safety
Public Utilities
Transportation
Leisure, Cultural and Social Services
Community and Economic Dcvclopmcnt
General Government
Total Operating Programs
Bulk Power Purchase
Otber Purchases
Capital Projects
Debt Service
Total Expenditures
RevenueslExpenditum (Over/Under)
Other Sources (Uses)
Operating Transfers In
Operating Transfers Out
Other Sources (uses)
Procads from Debt Financing
Total Other Sources (Uses)
Fund Baiance Begining of the Year
Fund Balance End of the Year
Reserved for Debt Scrvicc
Designated Resme
Unreserved
Total Fund Balance
27,321 28,400 27,585 27,585
0 0 0 0
575 0 0 0
0
0
0
j< ..... . . . . . . . . . . . . . . . . . . . . . . .
0
0
0
32 1,793 338238 366,638 394 223
42 1,808 338238 366,638 394,223
66,638
G-20
Sedion H
FINANCIAL AND STATISTICAL TABLES
1995-97 FINANCIAL PLAN AND BUDGET
FINANCIAL AND STATISTICAL TABLES
This section contains summaries which integrate the other sections of the Financial Plan as well as
supplemental and statistical information. Generally each schedule provides information for four years. The
following schedules are included in this section:
* Appropriation Spending Limit * Revenues by Major Category and Source
* Summary of Interfund Transactions * Summary of Regular Positions By Mission
* Summary of Temporary Positions By Mission
* Summary of Regular Positions By Department
* Summary of Operating Program Changes
* Demo,graphic and Statistical Data
H- 1
1995-97F”ANCIAL PLAN AND BUDGET
APPROPRIATION SPENDING LIMIT
BACKGROUND
During any fiscal year, the city may not appropriate tax revenues in excess of the Appropriation Limit
defined in Article Xm B of the State Constitution. Tax revenues which exceed the Limit may be carried
forward to the next fiscal year to offset a shordall in the Appropriation Limit. Any excess funds remaining
after the second year have to be retumed to the taxpayers by reducing tax rates or fees. A majority of voters
may approve an “override” to increase the Limit up to a maximum of four years.
The amount of tax revenue which can be appropriated in any fiscal year is determined based on formulas
provided in Article XIII B. The growth in revenues is based on actual appropriations in Fiscal Year 1978-79
and adjusted for growth of population and inflation. Not all revenues are restricted by the Limit; only
revenues which are considered proceeds of taxes are subject to this limitation.
In addition, proceeds of taxes are allowed to be spent on several types of appropriations and are not included
in the Limit. For instance, tax proceeds for voter approved debt, costs of complying with court orders,
Certain federal mandates and qualified capital outlay are excluded and do not count against the Limit.
To ensure that taxes are counted in the Appropriation Limit of only one agency of government, Article XIII
B and Government Code Section 7903 require that if the State provides funds to a local government with no
strings attached, these revenues will be counted as “State Subventions” and will not be included in the
calculation of the local agency. If the State specifies that the funds are restricted in their use, such as Gas
Tax, they are to be counted in the State’s Limit.
The statues require the adoption of the Appropriation Limit by resolution of the City Council with a recorded
vote regarding which of the annual adjustment factors have been selected. The adoption is done at a regular
meeting or a noticed special meeting. There is no required hearing or public notice. The documentation
used to compute the Limit must be available to the public at least 15 days prior to the meeting. Once the
Limit is adopted., the public has 45 days from the effective date of the resolution to initiate judicial action
regarding the Limit.
One the Appropriation Limit is adopted, there are two publication requirements:
* The Limitation must be published in the annual budget * An informational form filed with the Annual Statement of Transactions no later than 90 days after the
start of the fiscal year.
APPROPRIATION LIMlT 1995%
The Appropriation Limit for the fiscal year 1995-96 is $38,739,012 and computed based on growth factors
provided by the State Department of Finance. The inflation used to calculate growth was 1.0472 % and the
population growth used was 1.0131 %. The appropriations subject to limit for 1995-96 is $ 18,583,360 and
is under the Limit by !§ 20,155,652.
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
1995-97 FINANCIAL PLAN AND BUDGET
APPROPRIATIONS SPENDING LIMIT
I 1995-96 APPROPRIATIONS SPENDING LIMIT 1
Last year's limit
Adjustment Factor's
Total Adjustment
Annual Adjustment
Other Adjustment
Total Adjustment
36,515,234
1 Population%
2 Inflation X
1.01%
1.05%
1.06%
2,223,778
None
2,223,778
I 1995-96 APPROPRIATIONS SUBJECT TO LIMITATION I
Proceeds of Taxes
Exclusions
Approriations Subject to Limitation
Current Year Limit
Over (Under) Limit
i8,705,a60
122,500
ia,sa~;360
38,739,012
(20,155,652)
H-3
1995-97 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 fiscal years, the City can hnd known increases in compensation, operating expenses and capital
projects. In preparing these revenue projections, which directly impact the estimated available hnd
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 year-end encumbrances, other reserve amounts,
and revenues accrued at year-end which have been earned but not received. This is particularly
true of utility revenues for water, sewer and electric services.
3. Revenues proposed in 1996-97 are assumed to be the same as the 1995-96 except when
revenue is specifically tied to projected expenditures and/or the City can identify specific
justification for the increase other than inflation or growth.
The following is a discussion of the City’s primary revenues in the 1995-97 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 1 - 6000 of the Revenue and Taxation Code. The County Assessor assesses property, the County
Tax Collector collects the tax, and the County Auditor distributes the 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 EquaIization.
The property is assessed annually as of 12:Ol a.m. on March 1 by the County and January 1 by the State
Board ofEqualization. The tax rate for real property is 1% of the property’s value plus rates imposed to
hnd 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 increase in property tax is $244,300 or 6% in 1995-96 and $125,000 or 3% in 1996-97.
This projection is based on information obtained from the County Assessor’s Office.
H-4
1995-97 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 XIII, 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% ofwhich the City is directly entitled to 1%.
The sales and use tax is projected to increase $290,000 or 5.5% in 1995-96 and $1 10,000 or 2% in 1996-
97. This projection is based on information supplied by the firm of Hinderleiter and DeLamas who
prepares annual sales tax projections for the City.
IN-LIEU FRANCHISE TAX
The City imposes an “in-lieu franchjse tax” on city owned utilities (electric, water and sewer) as provided
in Section 6001 and 6201 ofthe 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 fianchise tax” is used solely to finance general government services and is projected to
increase $1 12,300 or 2% in 1995-96 and remain flat in 1996-97. This is due in part to preliminary
estimates of electric service revenues and a decrease in the tax rate for the water service.
BUSINESS LICENSE TAX
The authority to levy a business license tax is contained in Section 37 10 1 of the Government Code and
Section 16000 of the Business and Professions Code. This tax is imposed on businesses for the privilege of
conducting business within the City. Prior to budget year 1995-96 the tax used was a flat rate tax based on
number of employees. Beginning with budget year 1995-96, the tax will be based on gross receipts and is
projected to increase $460,000 in 1995-96 and $230,000 in 1996-97. Because the City did not have
accurate information on gross receipts to project revenues, these are estimates that may need to be revised.
INVESTMENT EARNINGS
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. Based on an estimated return of
approximately 5.5%, the City estimates that investment earnings will increase $577,300 over the original
estimate for 1994-95. The increase in investment earnings is due to the dramatic increase in interest rates
over the last 18 months.
H-5
1995-97 FTNANCIAL PLAN AND BUDGET
Revenues By Major Category and Source
MOTOR VEHICLE IN-LIEU TAX a
The motor vehicle in-lieu tax is authorized under Article XIX, Section 3 of the California Constitution and
Sections 10751 and 11005 ofthe 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 to increase $16,500 or I% in budget year
1995-96 and remain flat in 1996-97 based on information received from the State Controller’s Office.
WATER, SEWER AND ELECTRIC UTILITY FEES
The City charges 100% of the cost for providing utility services. These fees are based on the cost of
operating and maintaining each system and are charged monthly based on a rate schedule. The cost of
expanding the system is not charged to current customers but to the customer responsible for the
expansion of the system, whether a new residenthusiness or an existing residenthusiness. Utility service
fees are expected to increase $900,100 or 2.3% in 1995-96 and remain flat in 1996-97. This increase is
due to a rate change in the Water Utility and the anticipated expansion of the Water and Sewer systems.
The City anticipates that the Revenues in the Electric system will decrease over the next two years to
reflect market rates under deregulation. Electric rates and revenues will be presented to the City Council
after completion of a separate study by City staff this Fall.
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. In 1994, the Council approved a fee policy which increased City
revenues and decreased the subsidy by the taxpayer for these services. Accordingly, the City anticipates
these revenues will increase $79,000 or 16% in 1995-96 and remains flat in 1996-97. Total park and
recreation revenues are approximately 24% of the total direct cost of providing these services.
H-6
1995-97 FTJVANCIAL PLAN AND BUDGET
REVENUES BY MAJOR CATEGORY AND SOURCE
TAX REVENUES
Property Tax
Property Tax Bond Redemption
Special Assessment
Sales & Use Tax
Public Safety Sales Tax (prop 172)
Street Mainknancc Sales Tax (K)
Transit Lodging Tax
Waste Removal Franchise Tax
Industrial Franchise
Gas Franchise
Cable TV Franchise
Electric Franchise
In-Lieu Franchise - Electric
In-Lieu Franchise - Sewcr
In-Lieu Franchise - Water
Business Tax
Rcal Property Transfer Tax
Total Tax Revenues
LICENSES AND PERMITS
Animal Limse
Bicycle Liccnsc
Alarm Permits
Building Permits
Transportation Pcrmit
Electric Permits
Mechanical Permits (Gas)
Plumbing Permits
Industrial Refuse Coilection Permit
Parking Pcrmits
Total Licenses and Permits
FINES AND FORFEITURES
Vehicle Code Fines
Court Fin-
Parking Fines
Parking Fines - DMV Hold
False Alarm Penalty
Total Fines and Forfeitures
INVESTMENTPROPERTY REVENUES
Investment Earnings
Sale of City Property
Sale of System (Joint Pole-Elec)
Rent of City Property
Total InvestmeotlProperty Revenues
4,757,970 4,045,700 4,290,000 4,4 15,000
387,136 299,950 300,100 0
65,04 1 48,135 50,800 52200
5220,919 5,270.000 5,560,000 5,670,000
97,943 137,900 137,900 137,900
44833 507,200 5 17,200 517,200
246,649 242,600 262,000 262,000
245.533 247,200 245,000 245,000
108.546 108,500 lOS.500 108.500
118,010 1 18,000 1 18,000 1 18,000
32 18,690 4,160,000 4.1 74,800 4,174,800
385,000 609,000 690,800 690,800
750,000 53 1,400 547.100 547,100
9 1,826 90,000 550,000 780,000
68,145 58,000 78 000 78 OOO
24,743 24,500 22,000 22.000
10.989 10,900 10,900 log00
7,876
I ,90 I
1,675
266,688
1.960
42,794
27,804
24,875
250
8.500
2.500
1,500
230,000
1,600
38,400
22.900
24200
1,000
35.000
2.500
1200
230,000
1,600
38,400
22.900
24,200
500
35,000
2.500
1,200
230,000
1,600
38,400
=goo
24,200
500
35,130 25.000 25.000 25,OOO
lqSW 35s.600 8lZOQ vo@
56,376 52,000 45,000 45,000
7270 3,400 3,400 3,400
28262 30,000 33,000 33,000
8542 1 ,m 12,000 12,000
0 0 0 0
1203.1 56 1,109,400 1,686,700 1,686,700
6,053 8,800 9.500 9,500
0 80,000 50,000 50,000
306,938 287,000 245 000 245 000
H-7
1995-97 FINANCUL PLAN AND BUDGET
REVENUES BY MAJOR CATEGORY AND SOURCE
REVENUE FROM OTHERS
Motor Vehicle In-Lieu Tax
Other Grants & Subventions
Police Training (POST)
Cracnet & Drug Suppmsion Grants
Asset Sciurc
Auto Theft Revenue
State Hiway Maintenance
Gas Tax Subvention (2105)
Gas Tax Subvention (2106)
Gas Tax Subvention (2 107)
Transportation Dev Act (GenfAllot)
Transportation Dev Act (Pdike)
State Transit Assistance
Fcdd Assistance Section IX
Surface Transportation (ZSTEA)
Transportation - FAU Reimbursement
Street Maintenance SB 300
Dial-A-Ride Woodbridge
Parks & Recreation Grants/Allotment
State Mandates SB 90
CJPRMA Rebate
Community Development Block Grant
Library Grants
PERS Holding Account
Total Revenue from Others
SERVICE FEES AND CHARGES
Public Safety Fces
Fingcrprin ting
Poiicc Reed Fns
Vehicle Towing
Hazardous Material Drug Clean-up
Other Police Fees
Fire Department Services - Other
Animal Shdtcr Fces
Total
Electric Operating Revenue
Domestic Residential
Small Commercial
Dusk to Dawn
Domestic Mobile Home
Large Commercial
Small Industrial
City Accounts
Medium Industral
Large Industrial
Residential Low Income
Total
1,97 1.562
825
39,199
150,637
28,903
10,812
7,972
302.074
2 I 1,977
430,058
3 19,630
20,169
70.3 10
0
0
100,000
106,128
22,382
0
72.596
179,210
175355
55.5 I3
792
42?41M
4,149
0
16,530
0
4,813
0
3,546
29,038
12,985,684
4,544,547
39218
247,698
7,884,561
795,866
744,163
2,800.9 16
4,64 1,274
106,154
34,790,080
1,76 1,700
0
78,000
123,600
0
12,000
6,700
302,300
206,100
425,400
953,700
19,800
1,700
0
579,000
192,000
46,000
20,000
0
42,000
125,000
628,477
45,000
0
5268,477
1,778,200
52,000
68,000
126,000
10,000
12,000
6,700
308,700
207200
443,100
1.014.1 I5
21,125
1,400
440,000
570,000
323,900
35,000
35,000
0
20,000
50,000
780,000
45,000
4 10,000
6,75'7+43P
9,600 6200
8.000 12,000
12,000 46,000
6,500 6,500
0 12,500
0 3,000
3.400 6.600
39,500 92,800
13,) 13,000
437 1,500
39,100
254,100
7,891,500
798,000
744,000
2,806,000
4,292,800
95,000
34,605,000
13.1 13.000
4.62 1,000
39.000
254,000
7,966,000
75 1,000
744,000
2,806,000
4,168,000
120,000
34,s 82,000
1,778,200
69,000
68,000
126,000
10,000
12,000
6,700
308,700
207,200
443,100
1,014.115
21,125
1,400
526,000
0
221.800
199,400
36,000
0
20,000
50,000
780,000
45,000
6200
12,000
46,000
6.500
12,500
3,000
6.600
92,800
13,113,000
4,62 1.000
39,000
254,000
7,966,000
75 1,000
744,000
2,806,000
4,134,000
120,000
34,548,000
H-8
1995-97 FINANCIAL PLAN AND BUDGET
REVENUES BY MAJOR CATEGORY AND SOURCE
Sewer Operating Revenues
City Accounts
Other Accounts
Scwtr Connection Ftcs
Other Operating Income
Water Operating Revenues
City Accounts
Other Accounts
Other Operating Income
Non-Operating Utility Revenues
Revenue - Contract Work for City
Revenue - Contract Work for Others
Electric Capacity Rcvcnucs
Standby Smicc Rcvcnua
Water Reimbursements
Water Tap Fecs
Sewer Reimbursements
Sewer Tap Fees
Public Works Street Fees
Revenue - Contract Work for Others
Total
Total
Total
Total
Transit Fees
Dial-A-Ridc Pasmgcr Fares
Total
Park and Recreation Fees
Revenue from Playgrounds
Revenue from Youthllccn Sports
Revenue - Indoor/Outdoor Activities
Revenue from Aquatics
Rcvanuc from Adult Sports
Revenue from Specialty Classcs
BOBS Rdmbursemcnts
Revenue from Lodi Lake Park
Other Park Fea
Rent -Park & Recmtion Facilities
Camp Hutchins Fces
Park Maintenance - LUSD
Revenue - Contract Work for Others
Total
13,616 13,600 13,700 13,700
2,750,000 2,750,000
673,682 300,000 628,900 628,900
2,762,904 2,730,000
0
3,450,202
0
3,043,600
0
3392,600
0
3392,600
21302 16300 20,000 20,000
2,714,246 2,764,600 3335,000 3,335,000
0
2,735349
0
0
4.426
67,557
4,74 5
75,332
2 1,768
4,055
177,884
0
2,780,900
572,500
50,000
6,000
5 1,000
0
72,600
1 0,000
1 1.000
773,100
0
3355,000
742.855
20,000
20,000
0
0
72,600
I ,000
11,Ooo
867,455
0
3 35 5,000
742,855
20,000
20.000
0
0
72,600
1,000
I 1.000
867,455
0 0 0 0
0 0 0 0
62376 52.OOO 140.000 153,000
62,376 52,000 140,000 153,000
49.083
0
0
59,803
6 1,757
0
29,677
62,980
3290
70,503
0
24,590
11,684
373,365
22356
1 1270
17328
38,072
107,205
13,000
2 1,000
60,000
2.000
82,000
104,055
14,000
1,000
493286
100,000
35.000
25200
38,100
104200
22,000
21,000
55,000
2 .Ooo
45,000
123,700
0
1 ,ooo
572200
100,000
35,000
25,300
38,100
104200
22,000
21,OOO
55,000
2,000
45,000
123,700
0
1,000
572,300
H-9
1995-97 FINANCIAL PLAN AND BUDGET
REVENUES BY MAJOR CATEGORY AND SOURCE
Community Center Fees
swimming
RCTltS
Otha Fecs
Total
41,170 45,000 45,000 45.000
57,715 95,000 95,000 95,000
75 10,000 10,000 10,000
150,000 98.960 150,000 150,000
Community Development Fees
Plan Check Ftes
Planning Fccs
166,839 142,300 142,300 142,300
37,492 30,500 30.500 30,500
Total 20433 1 172,800 172,800 172,800
Public Works Engineering Fees
Engineering Fcs
Development Impact Ftes
Spccial Inspections
Plans & Specs
Engineering Inspections
Total
Administrative Fees
Late Payment - Utiliry 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 Dcath Insurance
Unemployment Insurance
Long Tern Disability
Medical Insurance (COBFU Premium)
Dental Insurance (COBRA Premium)
Vision Insurance (COBRA Prcmium)
Chiropractic Ins (COBRA Premium)
Vision Care
Medical Co Pay
Dental Insurance
Medical Care
Employa Assistance Program (COBRA)
Flexible Spending Accounts
Total
Total Service Fees and Charges
52,520 66,000 30,000 30,000
0 3,000 3,000 3,000
4,385 1,500 4,500 4,500
2,100.851 1,847,000 1,847,000 1,847,000
56,623 69,000 35,000 35,000
2,214,378 1,986,500 1.9 19,500 1,9 19,500
226,273 2 16,000 233,400 . 233,400
23,942 22,500 25,000 25,000
0 4,000 18.000 18,000
6270 6.500 6.500 6,500
256,485 249,000 282,900 282.900
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
46,996
3317
195,964
2420 1
0
300
1,450,000
0
0
205,600
53,000
33,000
3 0,060
4,000
43,260
7,000
0
4,000
0
0
0
0
0
0
0
200
1,493,500
140,000
3,090
2 1 1,700
54,590
33,990
30,060
4,000
43,260
7,210
7,750
500
50
50
0
0
0
0
0
200
1,493,500
140,000
3,090
21 1.700
54.590
33,990
30,060
4,000
43,260
7,210
7,750
500
50
50
0
0
0
0
0
0 0 60.1 50 60.150
270,478 1,830220 2,090,100 2,090,100
455 455
H-10
1995-97 FINANCIAL PLAN AND BUDGET
REVENUES BY MAJOR CATEGORY AND SOURCE
OTHERREVENUE
Damage to Property Reimbursements
Donations
PERS Refund
Library Fines. Fas & Gifts
Donations
Revenues NOC
Reimbursable Charges (WorkOthen)
Debt Service -Revenue by Transfer
Extra Refuse
Total Other Revenue
REVENUE TOTAL
13,721
8.490
0
49,813
4,368
147,83 1
0
352,563
0
676,785
10,000
4,000
0
49.000
0
3 16,500
0
177,510
0
557,010
1 0,000
4,000
0
48,000
0
91300
1,000
177,629
3 50
l0,OOO
4,000
0
48,000
0
9 1.500
1,000
0
350
H-11
1995-97 FINANCIAL PLAN AND BUDGET
In terfu n d 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 (personnel,
finance, legal, city management, etc.) to enterprise hnd activities, special revenue hnd activities and
capital fund projects is charged by intefind transfer as provided in the City’s cost allocation plan.
In addition to support services, all eligible knds are charged a prorated share of the cost for liability and
worker’s compensation. The charge to each hnd is based on level of impact projected on historical
experience and known risk.
The purpose of the cost allocation plan is to identify the total cost of providing services. While there are
different approaches to developing costs, the City has elected to use a “step down” cost-finding method.
This is an informal cost accounting method used by many government agencies to determine the cost of
services. No formal accounting entries are required during the year to record costs incurred in specific
accounts. Instead, cost finding involves taking available accounting data and recasting it to derive costs.
This methodology is best suited to costing general government services under accounting principles which
focus on expenditures rather than on expenses.
In performing the cost allocations, all indirect costs have been allocated only to direct cost activities rather
than using a more complex sequential allocation system. Although there are some conceptual difficulties
with this approach, the end result is insignificant, and the cost of preparation, review and audit is
significantly less.
0 ther Transfers
In addition to the distribution of costs between hnds, the City also includes loans and some direct service
charges in its interfbnd transfers. There transfers are not significant and have little impact on the financial
condition of any one fund.
H-12
EI-H
860'98s 860'98s 6PL'9L I LLt658'I
LLC658'I
860'985 860'98s 6PL'9L I
0 0 0 652
652
805'99P'E 80299P'E 9ZL'082'€ 8SZ168'P
926' I I L'P
000'05
9Lg096 9LS'096 008'Ef6
OOZ9S OOZ9Z OOZOS
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1995-97 FINANCIAL PLAN AND BUDGET
INTERFUND TRANSACTIONS - OPERATING TRANSFERS
TRANSPORTATION DEVELOPMENT AD FUND
Operating Transfers In
Total Transfers In
Total Transfers
Operating Transfm Out
Cost of Services Transactions
Gcnd Fund Transit
Street Fund
Transit Fund
140,886
140,886
Total Transfm (856,110)
Total Transfers Out (856,110)
TOTAL TRANSPORTATION DEVELOPMENT AC (731SJ24)
CDBC FUND
Oprrahng Transfers In
Total Transfers In
Total Transfm
Operating Transfers Out
Cost of Services Transtions
Gcncral Fund Risk Management
Community Development Scrviccs
Total Transfers
Total Transfers Out
TOTAL CDBC FUND
POLICE SPECIAL REVENUE FUND
Operating Transfers In
Total Transfers In
Opting Transfers Out
Gmd Fund Purchases
293,747
293,747
(252276)
(252276)
41.571
0
(39,512)
(2 1,795)
(1 76,749)
(737,145)
0
(4 1,092)
(23,764)
(586,098)
(3 85,M 1 )
0
(4 1,092)
(23,764)
(586,098)
(385,061)
0
(39.5 12)
(24,000)
(36300)
0 0
(89.8 12)
189-81 21
0 0 0 0
Total Transfers (5,000)
Total Transfm Out (5,000) (9.600) 0 0
TOTAL POLICE SPECIAL REVENUE FUND 45003
CAPITAL OUTLAY FUND
Operating Transfers In
Total Transfers In
Total Transfers
Opting Transfen Out
Cost of Services Transactions
Debt service
General Fund
Electric Fund Loan
Equipment Replacement Fund
Total Transfers
Total Transfcrs Out
TOTAL CAPITAL OUTLAY FUND
3,912302
3,912,302 0 0 0
(303,964) (58.680) (53,680)
(300.000) (900,000)
(92,500)
(52200) (52,880) 0
( 193,925) (729,520) (580,460)
(4.885,032)
(4.885,032) (U3.589) (1 ,I4 1,080) (1,539,140)
730f .u,ssst
H-14
1995-97 FINANCIAL PLAN AND BUDGET
INTERFUND TRANSACTIONS - OPERATING TRANSFERS
EQUIF'MENT FUND
Opaatmg Transfers In
Capital Outlay Fund
Total Transfm
Total Transfers In
Operating Transfm Out
Total Transfers Out
TOTAL EQUIPMENT FUND
DEBT SERVICE FUND
Opcrabng Transfers In
Capital Outlay Fund
Total Transfers In
Operating Transfers Out
Total Transfm Out
TOTAL DEBT SERVICE FUND
WATER FUND
Opaating Transfers In
Total Transfers In
Total Transfers
Operating Transfers Out
Cost of Sewices Transactions
General Fund Engineering
Benefits Fund
Insurance Funds
Eleceic Fund Loan
Sewa Equipment
Total Transfm
Total Transfm Out
TOTAL WATER FUND
WASTEWATER FUND
Operating Transfers In
Water fund Equipment
Total Transfm
Total Transfers In
Opting Transfers Out
cmt of Scrviux Transactions
General FuncVCity Council Adjustment
Benefits Fund
Insurance Funds
Total Transfers
Total Transfers Out
TOTAL WASTEWATER FUND
193,925 729,520 580,460
189.160
189,160 193,925 729,520 580,460
0 0 0 0
89,160 0
900,000
900,000
300,000
0 0 300,000
c) c) 0 0
I .I 05,673
1,105,673 0 0 0
(283,505) (429,775) (429.775)
(9,176) (4,068) (4,068)
(13,939) 09,763) . (39.763)
(33,025)
(204.500)
( 1 2 15.964)
12 15.964) (5 11.120) (506.63 1) (473.606)
33.025
4,162.051
4,162,051 0 33,025 0
(298,635) (350,692) (350,692)
(50,000)
( 13,939) (39,763) (39,763)
(9,8 12) (4,350) (4,3501
14416 9471 , . - ,- -,
(4.4 14,543) (372 3 86) (394,805) (394,805)
H-15
1995-97 FINANCLAL PLAN AND BUDGET
INTERFUND TRANSACTIONS - OPERATING TRANSFERS
ELECTRIC FUND
operating Transfers In
Water Fund Loan
CIP Loan
Total Transfm
Total Transfers In
Operating Transfers Out
Cost of Services Transactions
Benefits Fund
Insurance Funds
Total Transfm
Total Transfm Out
TOTAL ELECTRIC FUND
TRANSIT FUND
Operating Transfm In
Total Transfers In
Transportation Development Act
Opaating Transfers Out
Cost of Smices Transactions
Benefits Fund
Insurance Fund
Total Transfm
Total Transfers Out
TOTAL TRANSIT FUND
CHILD 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
Gencral Fund
Electric Fund
Wastewater Fund
Water Fund
Library Fund
Transit Fund
Total Transfers In
Operating Transfers Out
Total Transfers Out
TOTAL BENEFITS FUND
Total Transfers
204,500
52,200 52,880 0
1,708,807 256,700 52,880 0
1,708,807
(88 1,885) om7222) (1,027,322)
(24,469) ( 1 O,fJ48> (10.848)
(93.7 10) (140,636) (140,636)
(320 1.5 12)
(3301.5 12) (1,000,064) (1,178,806) (1,178,806)
92795)
737.145 385,061 385.061
0 737,145 385,061 385,061
\-_- -,
(3.640) (79.1 19) (239353) (239253)
,6W 658$26 5,808
762
762 0 0 0
0 0 0 0
762
185,098 82,060 82,060
24,469 10,848 10,848
9,812 4,350 4,350
9,176 4.068 4,068
9,386 4,161 4,161
7,359 3263 3263
0 245,300 108,750 108,750
(45,745)
(45,745) 0 0 0 aszoo 8.750
H-16
L I-H
0 0 0 0
szto9 I ' I szto9 I' I 889' 5 8 5 LSO'IPE
1CO'IPE
OOO'SV OOO'SV
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ZE 8' E 98 ZfS'E98 EPE'Z9P
1995-97 FINANCIAL PLAN AND BUDGET
Personnel Summary
The City of Lodi’s number one priority is to provide the most effective and efficient services to its citizens
possible. These services will be delivered daily by 389 f%lI-time employees in 1995-96 and 392 full-time
employees in 1996-97. These employees are the core of the City’s service capacity and define the quality
and efficiency of city to provide service.
The 1995-97 Financial Plan and Budget for personnel services includes salary and fringe benefits offered to
employees. Different from past years, the City no longer allocates the cost of worker’s compensation as a
payroll distribution but by a cost allocation plan.
The regular full-time staff will increase 10 positions or 2.7% in 1995-96 and 3 positions or .8% in 1996-97.
The following justification is provided for the added staffing levels:
Police Department - Street Crimes Unit
The City Council adopted a goal to field a 5 member Street Crimes Unit by increasing the number of police
officers over two years to address specific crime problems and crime areas in the City. This goal was
adopted to free the time of patrol officers to concentrate on routine patrol duties and to focus police
resources on specific police crime problems. This strategy was determined to be most cost effective of the
strategies considered. Two officers and one sergeant will be added in 1995-96 and two officers will be
added in 1996-97. Final approval of this staffing is dependent on the receipt of a State grant to finance
30% of the officer’s compensation.
Fire Department - Department Secretary
The Fire Department has been without a Department Secretary for almost two years. This position was
eliminated in 1993-94 as a cost cutting measure to balance the City’s budget. As such, the Fire
Department has relied on one administrative clerk in the Fire Marshall’s Office for all administrative
support. This has not been an effective or efficient arrangement for the Fire Department. Administrative
actions are not being processed timely and/or accurately due to the limited administrative staffing.
Accordingly, the City will add one Secretary in the Fire Department in 1995-96.
Fire Department - Fire Inspector
The City has unmet demand for inspection of new and existing buildings for fire safety. With the present
staffing level, the City can keep up with occupancy inspections for new businesses, plan reviews, inspect
schools, and inspect selected high profile buildings such as hotels, churches and restaurants. The City does
not have the resources to inspect existing businesses. To meet this need, the City will add one Fire
Inspector in 1996-97.
Parks and Recreation - Engineering Technician
This recommendation is to reclassify a 10 year employee from part-time to full-time due to the increased
level of work which has occurred over the last 10 years and to support the increased level of capital
projects in the Park and Recreation Budget. This position is justified in part by the significant
contributions made by this employee to park and recreation services over a long-term period.
H-18
1995-97 FINANCIAL PLAN AND BUDGET
Personnel Summary
Library - Technology Specialist
The current library staff does not have the expertise or experience to design, plan, install and maintain an
automated library system. Automated library systems are being installed in libraries in most cities and
counties. Automated library systems provide a level of information demanded by an increasing number of
residents and businesses as the “information super highway” increases in popularity. In addition,
automated services will increase the efficiency of the library staff by automating the card catalog and
routine administration. The City will add a technology specialist in 1995-96.
Community Center - Maintenance Worker
The City cut one maintenance worker position from the Community Center as a budget cutting measure in
1994-95 on a trial basis to determine if these duties could be performed by part-time employees at less
cost. After one year, the City has concluded that the duties are best accomplished by a full time employee.
City Clerk - Administrative Clerk
The duties of the City Clerk have been expanding over several years as the City has grown. The number of
requests for information and the number of reports prepared for the City Council have increased. To
provide responsive service, the City Clerk’s Office has used part-time employees; however, part-time
employees are not as well trained, need a greater level of supervision and can not handle confidential
information. The City will add one regular fill-time position in 1995-96 and reduce the number of part-
time hours.
Personnel Department - Administrative Clerk
The City eliminated this position as a cost cutting measure in 1994-95 to determine if the duties in this
department could be accomplished with a part-time employee. After one year, the City has concluded that
this position should be reinstated due in part to an increase in backlogs and the need for timely processing
of personnel actions.
Administration - Code Enforcement Officer
The City Council adopted a goal to develop and implement a residential neighborhood improvement
program to eliminate blight and to ensure that all neighborhoods are maintained at standards consistent
with community values. The City’s concern with the cleanliness and safety of residential neighborhoods is
a high priority goal. The City will add one regular full-time code enforcement officer in budget year 1995-
96.
Equipment Maintenancemotor Po01 - Administrative Clerk
The City is expanding equipment maintenance services to accommodate the new transit fleet and to
increase control over central fuel supply and vehicle maintenance (scheduling, costs, repair parts, etc.) The
City has the computers and programs in place to better manage these services but does not have the trained
and qualified administrative staff to use them. The City will add one administrative clerk in the motor pool
in 1995-96 to improve management of motor pool operations.
H-19
1995-97 FINANCIAL PUN AN% BLDGET
REGULAR POSITIOXS BY MXSSION
Public Safety
Police Protection
Fire Safety
Other Safety Services
Total Public Safety
Public Utilities
Water Utility Services
Wastewater Utility Services
Electric Utility Services
Total Public UtiIities
Transportation
Streets and Flood Control
Transit
Totai Transportation
Leisure, Cultural & Social Senices
Parks and Recreation .
Cultural Services
Social Services
Total Leisure, Cultural & Social Senices
Community & Economic Development
Planning
Construction Development
Economic Development
Total Community & Economic Development
General Government
Legislation and Policy
General Administration
Legal Services
City Clerk Services
Administrative Services
Organizational Support Services
Non-Departmental Services
Total General Government
104.0 104.0 106.0 108.0
47.0 47.0 48.0 49.0
0.0 0.0 0.0 0.0
151.0 151.0 154.0 157.0
10.9 10.9 11.3 11.2
24.1 24.1 22.7 22.8
40.0 38.0 38.0 38.0
75.0 73.0 72.0 72.0
27.0 23.0 24.0 24.0
0.0 1 .o 1.0 1 .o
27.0 24.0 25.0 25.0
30.0 25.0 26.0 26.0
18.0 19.0 20.0 20.0
1 .o 1.0 1 .o 1.0
49.0 45.0 47.0 47.0
5.0 5.0 5.0 5.0
19.5 19.0 19.0 19.0
1.0 1 .o 1.0 1.0
25.5 25.0 25.0 25.0
0.0 0.0 0.0 0.0
7.5 7.5 8.0 8.0
2.5 2.5 3.0 3.0
2.0 2.0 3.0 3.0
34.0 32.0 33.0 33.0
18.0 17.0 18.0 18.0
0.0 0.0 0.0 0.0
64.0 61.0 65.0 65.0
TOTAL OPERATING BUDGET
H-20
12-H
S0'9 so-9 88'6 EL'L
SZ'O SZ'O 86.0 86'0
083 08's OL'9 0 L'S
00'0 00'0 OE'O SP'O
00-0 00'0 00'1 00'1
06'0
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08'L 08'1 OP'l 09'0
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OL'ES OL'ES 06'6P 06.6t
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S6'S 1 S6'S 1 S6'S 1 so91
00's 1 00's 1 003 1 0 13 1
S6'0 S6'0 S6'0 S6.0
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00'0 00'0 00'0 PP' 1
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00'0 00'0 OS'O 00'0
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0' 1 0' 1
0' 1 0' 1
0'0 0'0
0' 1 0'1
0' 1 0' 1
0'0 0'1
0' 1 0'1
0' 1 0'0
0'1 0' L
0' 1 0' 1
0'0 0'0 0'0 0' 1
0'1 1
0'1
0'11
0' 1
0' 1 1
0' 1
0' 1 1
0' 1
0'1
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0' 1
0'1
0'1
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0' 1
0' c
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0' 1
0' 1
0' 1
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0' 1
0' 1
0'2
0' 1
0'1
0'1
O'E
0'1
0'1
0'2
0' 1
0.1
0'1
OT
0'1
0's O'S
0'1 0' 1
0'1 0'1
0' 1 0'1
0' 1 0' 1
0' 1 0'1
O'P O'E
0'0 0'0
0'1 0'0
0' 1 0' 1
0.1 0'1
0' 1 0'1
0'2 O'Z O'E OX
0' 1 0'1
0'1 0'1
0' 1 0'1
0' 0 0'0
0' 1 0'1
0'1 0'1
0' f OX S'Z S'Z
S' 0 SO 0' 1 0'1
0' 1 0.1
0' 1 0' 1
0'1 0-1
0-1 O'L
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0' 1 0'1
S'O S'O
0'1 0'1
0'1 0'1
OX O'E
0'1 0'1
0'0 0'0
0'1 0' 1
0'1 0'1
1995-97 FINANCIAL PLAN AND BUDGET
REGULAR POSITIONS BY DEPARTMENT
1 .o 1 .o 1 .o 1 .o Electric Apparatus Mechanic
Electric ForemardForewornan
Elecbic LinemadLinewoman
Elecbic Meter Technician
Electric System Supervisor
Electric Troubleshooter
Electric Utility Director
Electric Utility Rate Analyst
Electric Utility Superintendent
Electrical Drafting Technician
Electrical Engineer
Electrical Engineer - Standards
Electrical Estimator
Electrical Technician
Electrician
Manager, Rates & Resources
Metering Electrician
Senior Elecbic Utility Rate Analyst
Utility Operations Supervisor
Utility Service Operator 1/11
Utilrty SeM'ce Operator UII
FINANCE DEPARTMENT
Account Clerk
Accountant UI1
Accounting Manager
Account Collector
Accounting Technician
Buyer
Customer Services Supervisor
Data Processing Manager
Data Processing Operations Specialist
Department Secretary
Field Sem'ces Supervisor
Finance Director
Meter Reader
Parking Enforcement Assistant
Purchasing Assistant
Purchasing Officer
Revenue Manager
Senior Account Clerk
Senior Programmer Analyst
Senior StorekeeperlBuyer
Storekeeper
Support Services SupeM'sor
3.0
7.0
1 .o
1 .o
3.0
1 .o
1 .o
1 .o
1 .o
1 .o
1 .o
3.0
2.0
2.0
1 .o
1 .o
1 .o
1 .o
3.0
1 .o
40.0
11.0
1 .o
1 .o
2.0
1 .o
1 .o
0.0
1 .o
1 .o
1 .o
1 .o
1 .o
4.0
1 .o
1 .o
1 .o
1 .o
2.0
2.0
1 .o
1 .o
0.0
36.0
3.0
7.0
1 .o
1 .o
3.0
1 .o
1 .o
1 .o
1 .o
1 .o
0.0
3.0
2.0
2.0
1 .o
1 .o
1 .o
1 .o
3 .O
3.0
7.0
1 .o
1 .o
3.0
1 .o
1 .o
1 .o
1 .o
1 .o
0.0
3.0
2.0
2.0
1 .o
1 .o
1 .o
1 .o
3.0
3.0
7.0
1 .o
1 .o
3.0
1 .o
1 .o
1 .o
1 .o
1 .o
0.0
3.0
2.0
2.0
1.0
1 .o
1 .o
1 .o
3.0
1 .o 1 .o 1 .o
38.0 38.0 38.0
10.0
1 .o
1 .o
2.0
1 .o
1 .o
0.0
1 .o
1 .o
1 .o
0.0
1 .o
4.0
1 .o
1 .o
1 .o
1 .o
2.0
2.0
1 .o
1 .o
0.0
34.0
10.0
1 .o
1 .o
1 .o
1 .o
1 .o
1 .o
1 .o
1 .o
0.0
0.0
1 .o
4.0
1 .o
1 .o
1 .o
1 .o
2.0
2.0
1 .o
1 .o
10.0
1 .o
1 .o
1 .o
1 .o
1 .o
1 .o
1 .o
1 .o
0.0
0.0
1.0
4.0
1 .o
1 .o
1 .o
1.0
2.0
2.0
1 .o
1 .o
1 .o 1 .o
34.0 34.0
H-23
PZ-H
O'LZ
01
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0'1
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0'1
0'1
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0' 1
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OC
01
0'9
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0'1
0'1
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0' 1
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0's 1 0s 1 0's 1 03 1
0'1 0' 1 0' 1 0'1
0' 1 0' 1 0' 1 0' 1
0'8 0'8 0'8 0'8
0'0 0'0 0-2 0-2
0'1 0'1 0'1 0'1
0'1 0'1 0' 1 0'1
0-1 0' 1 0' 1 0- 1
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0'1 0- 1 0' 1 0'0
0' 1 0' L 0' 1 0'0
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0'6
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0'0
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0'1
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0'6
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0'0
0'1
0'1
0'1 0'1
0'0 0'0
0'1 0'1
0'6 0'6
0'2 O'Z
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0'0 0'0
0'1 0' 1
1995-97 FINANCIAL PLAN AND BUDGET
REGULAR POSITIONS BY DEPARTMENT
Administrative Clerk 1/11
Personnel Analyst
Personnel Director
Personnel Technician
1 .o 0.0 1 .o 1 .o
1 .o 1 .o 1 .o 1 .o
1 .o 1 .o 1 .o 1 .o
1 .o 1 .o 1.0 1 .o
4.0 3.0 4.0 4.0
POUCE DEPARTMENT
Administrative Assistant
Animal Control Officer
Assistant Animal Control Officer
Community Service Officer
Department Secretary
DispatcherlJaiIer
DispatchedJailer Supervisor
Lead DispatchedJailer
Police Captain
Police Chief
Police Corporal
Police Lieutenant
Police Officer
Police Records Clerk Ull/lll
Police Sergeant
Service Division Supervisor
PUBLIC WORKS DEPARTMENT
ADMINISTRATION
Administrative Assistant
Administrative Clerk UII
Department Secretary
Public Works Director
ENGINEERING DIVISION
City Engineer
Engineering Technician Assistant
Engineering Technician 1/11
Engineering Technician Supervisor
JdAssistant EngineerlAssociate Civil Engineer
Public Works Inspector 1/11
Senior Civil Engineer
Senior Engineering Technician
1 .o
1 .o
1 .o
7.0
1 .o
14.0
0.0
0.0
2.0
1 .o
0.0
6.0
54.0
8 .O
7.0
1 .o
104.0
1 .o
1 .o
1 .o
7.0
1 .o
13.0
1 .o
0.0
2.0
1 .o
0.0
6.0
54.0
8 .O
7.0
1 .o
1.0
1 .o
7.0
1 .o
12.0
0.0
2.0
2.0
1 .o
6.0
6 .O
50.0
8.0
8.0
1 .o
1 .o
1 .o
7.0
1 .o
12.0
0.0
2.0
2.0
1 .o
6.0
6.0
52.0
8 .O
8.0
1 .o 0.0 0.0
104.0 106.0 108.0
1 .o 1 .o 1 .o 1 .o
1 .o 1 .o 1 .o 1 .o
1 .o 1 .o 1 .o 1 .o
1 .o 1 .o 1 .o 1 .o
4.0 4.0 4 .O 4 .O
1 .o
1 .o
1 .o
2.0
3.5
2.0
1 .o
2.0
13.5
1.0
0.0
1 .o
2.0
4.0
2.0
1 .o
2.0
13.0
1 .o
0.0
1 .o
2.0
4.0
2.0
1 .o
2.0
13.0
1 .o
0.0
1 .o
2.0
4.0
2.0
1 .o
2.0
13.0
BUILDING AND EQUIPMENT MAINTENANCE
Administrative Clerk 1/11 0.0 0.0 1 .o 1 .o
BuiIdingEquipment Maintenance Superintenden 1 .o 1 .o 1 .o 1 .o
H-25
1995-97 FINANCIAL PLAN AND BUDGET
REGULAR POSITIONS BY DEPARTMENT
Building Service Worker 1 .o 1 .o 1 .o 1 .o
Equipment Maintenance Supetvisor 1 .o 1 .o 1 .o 1 .o
Lead Equipment Mechanic 1 .o 1 .o 1 .o 1 .o
Senior Building Maintenance Worker 1 .o 1 .o 1 .o 1 .o
Welder-Mechanic 1 .o 1 .o 1 .o 1 .o
10.0 10.0 11.0 11.0
Heavy Equipment Mechanic 4.0 4.0 4.0 4.0
STREETS DIVISION
Administrative Clerk 1/11
LaboredMaintenance Worker MI
Senior Tree Trimmer
Street Maintenance Worker 111
Street Superintendent
Street Supervisor
Street Sweeper Operator
Supervising Administrative Clerk
Tree Trimmer
WATEFUWASTEWATER DIVISION
Administrative Clerk Ihl
Assistant Wastewater Treatment Superintenden
Assistant WaterMlastewater Superintendent
Chief Wastewater Plant Operator
Laboratory Services Supervisor
Laboratory Technician MI
LaboredMaintenance Worker UII
Plant 8 Equipment Mechanic
Senior Plant 8 Equipment Mechanic
Wastewater Plant Operator 1/11
Wastewater Plant Inspector
WaterMlastewater Maintenance Worker 111
WaterMlastewater superintendent
WaterMlastewater Supervisor
RISK MANAGEMENT
Risk Management Technician
Code Enforcement Offtcer
Admin Assistant to City Manager
0.0
12.0
1 .o
6.0
1 .o
3.0
1 .o
1 .o
2.0
27.0
1 .o
1 .o
1 .o
1 .o
1 .o
2.0
7.0
2.0
2.0
6.0
2.0
5 .O
1 .o
3.0
35.0
0.0
11.0
0.0
6.0
1 .o
3.0
1 .o
1 .o
0.0
23.0
1 .o
1 .o
1 .o
1 .o
1 .o
2.0
7.0
4.0
0.0
6.0
2.0
5 .O
1 .o
3.0
35.0
1 .o
11 .o
0.0
6.0
1 .o
3.0
1 .o
1 .o
0.0
24.0
0.0
1 .o
1 .o
1 .o
1 .o
2.0
7.0
4.0
0 .o
6.0
2.0
5.0
1 .o
3.0
34 .O
1.0
11.0
0.0
6.0
1 .o
3.0
1 .o
1.0
0.0
24.0
0.0
1.0
1 .o
1 .o
1 .o
2.0
7.0
4.0
0.0
6.0
2.0
5 .O
1 .o
3.0
34.0
1 .o 1 .o 1 .o 1 .o
0.0 0.0 I .o 1 .o
0.5 0.0 0.0 0.0
1.5 1 .o 2.0 2.0
TRANSPORTATION & COMMUNICATIONS
Transit Manager 0.0 1 .o 1 .o 1 .o
Admin Assistant to City Manager 0.5 0.0 0.0 0.0
05 10 1.0 1n . .-
TOTAL REGULAR POSITIONS
H-26
1995-97 FINANCIAL PLAN AND BUDGET
Summary of Significant Expenditure and Staffing Changes
The following table summarizes the costs which have a direct bearing on the decision made to increase
expenditure levels. These are costs which change as the result of the decisions made by the City Council to
increase the level or quality of City services. Accordingly, they will remain unchanged unless a policy
decision is made by Council to increase or decrease the level or quality of activity. Those costs which are
fixed and which do not change the level of activity are not considered a significant expenditure or staffing
change and are not included.
H-27
1995 - 97 FINANCIAL PLAN AND BUDGET
SUMMARY OF SIGNIFICANT EXPENDITURES Ah?) STAFFING CHANGES
Public Safety
Police Protection
Police Administration
Lazer Jet Printer
Police Operations
Street Crimes Unit *
Dispatcher/Jailer (Resolution No 94- 149)
Police Operations Software
Contribution to County Wide Bomb Squad
Police Investigations
Evidence Freezer
Fax Machine
Copy Machine
Fire Administration
Fire Safety
Department Secretary (Net)
Decontamination Centers
Day Room Furniture
Professional Assistance
Fire Inspector
Fire Prevention
Total Public Safety
Transportation
Streets and Flood Control
Street Maintenance
Street Trees
Street Grinding Program
Tree Planting & Maintenance Program
Total Transportation
Leisure, Cultural & Social Services
Parks and Recreation
Commissions and Committees
Youth Commission
Park and Recreation Administration
Chairs and Tables
Engineering Technician (Net)
Auto Cad Software
$ 4,000
3 148,500
-1 (4 I, 140)
7,300
3,500
4,000
1 21,195
7.500
6,000
15.000
10
2 $ 92,900 10
(2,300) 10
10
(4,000) 10
3,700 10
6,200 10
10
(7,500) 10
10
10
I 49.905 10
3 $17 1,855 3 $ 138,905
15-000 (7.000) 10
I00,000 10
0 $1 15,000 0 $ (7,000)
10,000
3,000
1 18,605
9.800
10
10
10
H-28
1995 - 97 FINANCIAL PLAN AND BUDGET
SUMMARY OF SIGNIFICANT EXPENDITURES AND STAFFING CHANGES
Recreation
Playgrounds
After School Program (Part-Time)
Hale Park Program (Part-Time)
Junior Hockey League (Part-Time)
YoutM'een Sports
PUkS
Sports Facilities
Park Maintenance
Fencing Armory Park
Maintenance Staffig (Part-Time)
Cultural Services
Library
Technology Specialist
Librarian (Part-Time)
Arts Commision Coordinator (Part-Time)
Tables and Chairs
Maintenance Worker
Power Lift
Administrative Clerk
Community Center Commissions
Community Center
Social Services
Camp Hutchins
Administrative Clerk (Part-Time)
Total Leisure, Cultural & Social Services
Community and Economic Development
Construction Development
Engineering
Contract Engineering/Inspection Services
Economic Development
Economic Development
Consulting Services
Lodi Conference & Visitors Bureau
Total Community Development
14,200
16.200
10
45
8,300 10
5,800 (5,800) 10
4,500 10
1 53,600 21
35,600 21
10.000 120
8.500
1 32,290
5,900
8,700
(8,500) 120
120
120
120
8,700 15
3 $2 18,095 0 $ 21,300
67,000 67,000 10
16,350 10
60,000 10
0 % 143,350 0 S 67,000
H-29
1995 - 97 FINANCIAL PLAN Ah?) BUDGET
SUMMARY OF SIGNIFICANT EXPENDITURES AND STAFFING CHANGES
General Government
City Clerk Services
City Clerk
Administrative Clerk (Net)
Public Works Administration
Copier
Administrative Services
Personnel Services
Photocopier
Training Program
Administrative Clerk (net)
Compensation Study
Risk and Solid Waste Management
Code Enforcement Oficer *
Code Enforcement (Part-Time) *
Zoning Regulations *
Data Processing
System Printer
Tape Drive
Lazer Jet Printer
Organization Support Services
Equipment Maintenance & Motor Pool
Administrative Clerk
Consulting Services
Total General Government
TOTAL OPERATING CHANGES
City Council Goals *
Funding Sources
General Fund ( 10)
Camp Hutchins (15)
Community Development Block Grant (45)
Library (2 1)
Community Center (1 20)
Total By Fund Source
I 20.0 10
8,500 (8,500)
5,800
6.300
1 2 1,820
20,000
(5,800)
(20,000)
1 17,150
8,300
20,000 (20,000)
8,100
5,000
8.300
1 15.710
3,3 00 (3,300)
4 S 168.290 0 S (65,700)
10 $8 16,590 3 $ 154,505
8 672,700 3 127,405
8,700
16,200
1 53,600 35,600
1 65,390 (8,500)
10 $816.590 3 S 154.505
10
10
10
10
10
10
10
10
10
10
10
10
10
10
H-30
1995-97 FINANCIAL PLAN AND BUDGET
EXPENDITURES AUTHORIZED BY REPROGRAMMING APPROVED BUDGET
Leisure, Cultural & Social Services
Parks and Recreation
Parks and Recreation Commission
State Conference
Parks and Recreation Administration
Park Maintenance Consultant
Part-Time Hours - Computer Operator
After School Program
Junior Hockey League
Part-Time Staff
Community Center
Playgrounds
Youth/Teen Sports
Park Maintenance
Cultural Services
Minor Equipment
TOTAL AUTHORIZED WITHIN BUDGET
$ 3,350 $ 2,200
3,500
9,585
14,200
4,100
4.500
2.030
S 41,265 !$ 2,200
These expenditures are authorized within available funds from savings or reprogaming of appropriated funds
H-3 I
1995-97 FINANCIAL PLAN AND BUDGET
~~ ~~~~ ~~ ~~
Demographic and Statistical Data
The Birth of Lodi
Lodi was first called Mokelumne. It was founded in August, 1869 when the Central Pacific Railroad chose
the site for a station on its new route. The town consisted of a store/post ofice building, a hotel and a
station. In the spring of 1870, people from neighboring towns moved to Mokelumne until, by October,
there were 56 houses. In 1874, the name of the town was changed to Lodi. The first school in town was
built in 1872. The first newspaper, the Valley Review began publishing in 1878. By 1895, Lodi had a
volunteer Fire Department but law enforcement was provided by the County until 1906. A library was
established in 1901. The Central California Traction Company began electric trolley service through Lodi
in 1907. In 1906, by a vote of two to one, the residents of Lodi formed a municipal corporation and the
City was officially formed.
Form of Government
The City of Lodi operates under a Council-Manager form of government. This form of government most
closely resembles the private sector with the Manager serving as the Chief Executive Officer, the Mayor as
the Chairman of the Board, and the Council as the Board of Directors.
Under the Council-Manager form of government, citizens elect their representatives, the Council, who in
turn elects the Mayor. The Council determines the policies and establishes laws of the City. In their policy
role, the City Council performs the following duties:
Sets short term, mid-term and long term goals.
Approves the plans and programs to implement these goals.
Determines the level and quality of service.
Monitors the efficiency and effectiveness of city services.
Provides leadership to the community.
Arbitrates differences between community groups.
Acts to expedite the concerns and complaints of citizens.
Represents the City in community activities.
The City Manager is responsible for administering the City Council’s policies, advising the Council, and
conducting the day-to-day operations of the City. In keeping with these responsibilities, the City Manager
is responsible for hiring the Directors who run each Department.
Team work between the Council and Manager is a key element of the Council-Manager form of
government. The pooling of political and administrative skills is essential to resolving the many complex
problems which face the City of Lodi today.
Furthermore, the Council-Manager form of government seeks to enhance the effectiveness of local policy
making and municipal operations by bringing together skilled lawmakers, community representatives and
experts in municipal operations and management.
H-3 2
1995-97 FINANCIAL PLAN AND BUDGET
~~
Demographic and Statistical Data
Church
The City of Lodi plays host to Protestant, Catholic and Jewish faiths with a minority of Buddhist and
Islamic faiths. The residents of the City have a high level of participation in their 30 churches and temples.
Schools
The Lodi Unified School District serves over 14,600 students in grades K-12. This school district
encompasses a large geographic area and includes Lodi and the north area of Stockton 10 miles to the
south. There are three private schools in Lodi which offer regular academic and college prep curriculums.
Polices and procedures of the school system are overseen by a seven-member Board of Education. The
operating budget of the Lodi Unified School District is approximately $1 13 million.
Healthcare
Lodi Memorial Hospital is committed to providing the finest level of medical care possible. The hospital
offers a range of services from critical care to health education programs. Our hospital has all the modem
facilities and advanced technology needed ‘today to serve the needs of the community and still provide
personalized medicine.
Recreation
An active Parks and Recreation Department plays host to seasonal sports such as baseball, softball,
basketball, swimming, football, tennis and soccer. Private clubs like Twin Arbors, The Gym and the
Fitness Pro offer a wide range of fitness programs.
The Boosters of Boys and Girls Sports is a non-profit organization which organizes and raises fbnds for
sport activities. Because of its involvement in youth sport programs the City of Lodi has received National
and State Awards for outstanding recreation programs.
Other recreation activities include: Field and Fair Day held each Fall, Fourth of July celebrations, and the
Wine/Grape Festival held each Summer plus a number of special events sponsored by service clubs.
H-3 3
1995 - 97 FINANCIAL PLAN AM) BUDGET
STATISTICAL SUMMARY
SIZE OF CITY
AM in Square Miles
Population
Number of Registered Voters
ASSESSED VALUE
TOTAL PERMITS ISSUED
POLICE PROTEcT1ON
Numba of Stations
Numba of Police Off~iccrs
Number of Rgcrvc Officem
Number of Support Pasonocl
Number of Calls Answd
FIRE PROTECTION
Numbcr of Srstions
Number of Fiifightm
Number of Calls Answered
UTILITY SERW(SES
Electric:
Number of Cwrncrs
Energy sales 0
Peak DcmandOCW)
WaterlWastemter:
Milcs of Wartr Mains
Milts of Wascwatm Lies
Number of Wasuwatcr Trcatmcnt Rants
Average Daily Treatment
Maximum Daily Capacity
SrREETs AND LICrn
Milcs of Streets
Milcs of Alley Ways
Number of Strcet Lights
Number of Traffic Signals
12.07
53,988
27.660
5 2.3m
1,356
1
70
9
32
~4,838
3
47
2,617
22.185
364.818
105,800
198
I65
1
5.8MG
8.5MG
167
16
4,043
47
12.14
54,694
26,116
S 2.3m
1,4 15
1
71
15
32
58,500
3
47
2,645
22,295
348,468
103.437
205
168
1
6.OMG
8SMG
170
16
4,293
49
12.32
55,410
26,116
S 2.4m
1,415
I
71
22
31
~,OO0
4
51
3 .Ooo
22.3 10
340,400
99.391
209
171
1
6.2MG
8SMG
1 73
16
4,473
51
12-32
56,136
26,116
S 2.4m
1,415
1
71
22
31
62,000
4
51
3 ,ooo
22,360
350,732
101,848
212
174
1
6.4MG
8.5M
176
16
4,713
53
H-34
1995 - 97 FINANCIAL PLAN AND BUDGET
STATISTICAL SUMMARY
.. .
PARK!3 AND COMMUNITY FACILITIES
Parks Developed
Acres Parks Dcvelopcd
Parks Undcvelopcd
Acres Parks Undcvclopcd
Community Center
Swimming Pools
Tennis Courts
Boar Ramps
Flay grounds
Ball Parks Various
Soccer Fields
Football Field
HandballlBaskctballNolkybdl Courts
Horscboe Pits
PUBLIC EDUCATION
Elementary Schools
Middle Schools
High Schools
Elementary School Enrollment
Middle School Enrollment
High School Enrollment
EOSPITALS
Number of Hospitals
Number of Patient Beds
NUMBER OF BUSINESSES
Agriculture, For- and Fishing
Construction
Manufacturing
Transportation and Public Utilities
Wholcsalc Trade
Rail Trade
Finance, Lnsurance and Real Estate
Smiccs
21
263
4
107
1
3
11
1
16
17
21
1
6
12
8
2
3
5.468
1.546
4.094
1
101
183
629
133
51
190
705
109
1,579
21
263
4
107
1
3
11
1
16
17
21
1
6
12
8
2
3
5,390
1,675
4,008
1
101
190
661
140
59
197
700
102
1,616
22
280
4
96
1
3
11
1
17
19
23
1
8
14
8
2
3
5,390
1,675
4,008
1
101
190
661
140
59
197
700
102
1,616
22
280
4
%
1
3
13
1
17
19
23
1
8
14
8
2
3
5390
1,675
4,008
1
101
190
661
140
59
197
700
101,
1,616
H-35
Section I
BUDGET REFERENCE MATERIAL
1995-97 FINANCIAL PLAN AND BUDGET
BUDGET REFERENCE MATERIALS
Overview
Complementing the general budget policies in Section B are a number of major policy documents that also
guide the preparation and execution of the City's financial plan. A brief description of each of the following
documents is provided in this section:
* MunicipalCode a General Plan
* Cost Allocation Plan * Monthly Financial Report
* Comprehensive Annual * Travel and Business Expense Policy
Financial Report
The following materials are also included in this section to facilitate the reader's understanding of the
Financial Plan and Budget and the preparation process:
Budget Glossary
Defines terms that may be used in a manner unique to public finance or the City's budget process in
order to establish common terminology.
Expenditure Object Codes
Defines object codes used to group and disclose expenditures in monthly reports.
Major Preparation Guidelines
Describes the steps, procedures and calendar used in developing and documenting the 1994-96 Financial
Plan and Budget.
I- 1
1995-97 FINANCIAL PLAN AND BUDGET
SUMMARY OF MAJOR CITY POLICY DOCUMENTS
Municipal Code
The municipal code contains the regulatoq, penal and administrative ordinances of the City codified
according to the Government Code of the State of California.
General Plan
The General Plan is the blueprint of the City's future addressing land use, transportation, housing, open
space preservation, conservation of resources, public safety and noise. The General Plan discusses ideas
about the City's future change as new concepts are developed, new problems are identified, old solutions are
reconsidered, and the population changes. Accordingly, the GeneraI Plan is constantly being studied and
revised.
Cost Allocation Plan
The City prepared a Cost AIlocation Plan in 1992 to identify the total cost of providing City services by
allocating indirect costs such as accounting, personnel, legal, etc. to direct program cost areas. The
identification of total program cost is essential in establishing user fees and cost recovery programs.
Monthly Fmcial Report
The City publishes interim financial statements on a monthly basis. These reports are organized and
presented on the basis of the end user. In addition to budget, actual and encumbrance comparisons for
revenues and expenditures, the report also provides trial balance and fund balance information. In the
Executive Report, summaries of revenues, expenditures, fund balance, cash ,balance, investment
transactions, personnel status and operating transfers are included.
Comprehensive hual Financial 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 Lodi.
Travel and Business Expense Policy
This policy contains the City policies and procedures used to advance, reimbursement or purchase the
expenses of the City Council and employees of the City for travel and business expenses incurred in the
conduct of City business. The policy includes provisions for the reimbursement and payment of expenses
incurred by others in the conduct of City business.
1-2
1995-97 FINANCIAL PLAN AND BUDGET
BUDGET GLOSSARY
Activities
Specific seMm performed to accomplish program objectives and goals. (See Function)
Annual Operating Budget
Plans of current expenditures and the proposed means of financing them. The annual operating budget is the
primary means by which most of the financing acquisition, spending, and service delivery activities of a
government are controlled.
Appropriation
A legal authorization made by Council to make expenditures and to incur obligations for specific purposes.
An appropriation is usually limited in amount and as to the time when it may be expended.
Assessed Valuation
A value established for real property for use as a basis in levying propem taxes. For all agencies in the
State of California, assessed value is established by the County for the secured and unsecured property tax
rolls; the utility property tax roll is valued by the State Board of Eq'"li7ation. Under Article Xm of the
State Constitution (Proposition 13 adopted by the voters on June 6, 1978), properties are assessed at 100% of
full value. Proposition 13 also modified the value of real taxable property for fiscal 1979 by rolling back
values to 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 accountant (CPA), the primary objective of an audit is to
determine if the City's Financial Statements present fairly the City's financial position and result of
operations in conformity with generally accepted accounting principles. In conjunction with their
performance of an audit, it is customary for an independent auditor to issue a Management Letter stating the
adequacy of the City's internal controls as well as recommending improvements to the City's financial
management practices.
Bonds
A form of borrowing (debt financing) which reflects a Written promise from the City to repay a sum of
money on a specific date at a specified interest rate. Bonds are used to finance large capital projects such as
buildings, streets, utility infrastructure, and bridges. (See Debt Financing Policy and Revenue Bonds)
Budget
A financial plan for a Specified period of time that matches planned revenues and expenditures to municipal
Services. The City of Mi uses a financial plan covering the fiscal year July 1 through June 30.
1-3
1995-97 Financial Plan and Budget Instructions
BUDGET GLOSSARY
Budget Amendment
The Council has the sole responsibility for adopting the City's budget, and may amend or supplement the
budget at any time after adoption by majority vote. The City Manager has the authority to approve
administrative adjustments to the budget as long as those changes will not have a significant policy impact
nor affect budgeted yearend fund balances.
Budget Message
Included in the opening Section of the budget, the Budget Message provides the Council and the public with
a general summary of the most hportant aspects of the budget, changes from previous fiscal years, and the
views and recommendations of the City Manager.
Budget Policies
General and specific guidelines adopted by the Council that govern financial plan preparation and
administration.
Capital Improvement Pian (ClP)
A plan to provide for the maintenance or replacement of existing public facilities and assets and for the
constructions or acquisition of new ones. It sets forth each project or other contemplated expenditure in
which the government is to have a part and specifies the full resources estimated to be available to finance
the projected expenditures.
Capital Outlay
Expenditures which result in the acquisition of or addition to fixed assets.
Capital Project Funds
This fund type is used to account for financial resources used in the acquisition or construction of major
capital facilities other than those financed by Proprietary Funds and Trust Funds. (See Fund)
Certificates of Participation
Form of lease-purchase financing used to construct or acquire capital facilities and equipment.
Contingent Account
Funds budgeted to cover a possible, unforeseen, or accidental cnxrrence. A special allocation form is to be
used to transfer funds from this account to an operating account to cover other unforeseen items.
Contributions
A transfer of funds to the general fund in order to provide adequate funding for the Operating Budget. Also
referred to as an "In-Lieu Franchise Tax".
Debt Fmcing
Borrowing funds as needed and pledging future revenues to make current expenditures. The City of Lodi
uses debt financing only for one-time capital improvements whose life will exceed the term of financing and
where expected revenues are sufficient to cover the long-term debt. (See Debt Financing Policy)
1-4
1995-9 Financial Plan and Budget Instructions
BUDGET GLOSSARY
Debt Instrument
Methods of b0~0wing funds, including general obligation (G.O.) bonds, revenue bonds, leaselpurchase
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.
Debt Service Funds
This fund type is used to account for the payment and accumulation of resources related to general long-term
debt principal and interest. (See Fund)
Department
A major organizational unit of the City which has been assigned 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
fixed 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 seMce life of
such an asset. Each period is charged a portion of this total cost. Through this process, the entire cost of the
asset is ultimately charged off as an expense.
Designated Fund Balance
Designated fund balances are amounts set aside for planned actions and do not represent actual
commitments. Designated funds are not reserves. Reserves arise from stamtory requirements or actions
already taken by the City Council.
Encumbrances
Commitments related to unperformed (executory) contracts for goods or services which are a legal
obligation.
Enterprise Funds
This fund type is used to account for operations that are: (a) financed and operated in a manner similar to
private sector enterprises and it is the intent of the City that the costs (including depreciation) of providing
goods or services to the general public be financed or recovered primarily through user charges; or (b) the
City or an outside grantor agency has determined that a periodic detemination 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)
1-5
1995-97 Financial Plan and Budget Instructions
BUDGET GLOSSARY
Expenditure
The outflow of funds paid or to be paid for an asset obtained or goods and services obtained regardless of
when the expense is actually paid. This term applies to all funds. Note: An encumbrance is not an
expenditure; and encumbxance reserves funds to be expended.
Expenditure Savings
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 seMce contracts are projected on a
similar basis. However, past experience indicates that expenditures are consistently less than budgeted
amounts, due at least in part to this costing methodology. Accordingly, the Expenditure Savings is used to
account for this factor in preparing fund balance projections.
Financial plan
A parent document for the budget which establishes management policies, goals and objectives for all
programs within the City for a two year period. (See Budget)
Fiscal Year
The beginning and ending period for recording financial transactions. The City has specified July 1 to June
30 as its fiscal year.
Fmed Assets
Assets of long-term nature such as land, buildings, machinery, furniture and other equipment. The City has
defined such assets as those with an expected life in excess of one year and an acquisition cost in excess of
$3,000.
Full-Time Equivalent
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 transactions for specific activities or government functions.
The seven generic fund types used by the City are: General Fund, Special Revenue, Debt Service, Capital
Projects, Enterprise, Internal Service, and Trust and Agency.
Fund Balance
Also known as financial position, fund balance is the excess of assets over liabilities, and represents the
cumulative effect of revenues and other financing sources over expenditure and other financing uses.
Function
A group of related activities crossing organizational (departmental) boundaries and aimed at accomplished a
broad goal or accomplishing a major senice. The six functions in the City's financial plan are: Public
Safety; Public Utilities; Transportation; Leisure, Cultural and Social Services; Community Development;
and General Government.
1-6
1995-97 Financial Plan and Budget Instructions
BUDGET GLOSSARY
General Fund
The primary operating fund of the City, all revenues that are not allocated by law or contractual agreement
to a specific fund are accounted for in the General Fund. General Fund resources can be utilized for any
legitimate governmental purpose with the exception of subvention or grant revenues restricted for specific
purposes. (See Fund)
General Obligation Bonds
Bonds in which a government has pledged its full faith and credit to their repayment of the issues.
Sometimes used to refer to bonds which are to be repaid from taxes and other general revenues.
Goal
A statement of broad direction, purpose or intent.
Jnternal Service Fund
A fund used to account for the goods, and senices 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.
Lmdtem 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
pro,gam rather than line-item budget, although detail he-item accounts are maintained and recorded for
financial reporting and control purposes.
Management Objectives
Objectives which concern the operation of the whole City rather than individual departments or programs.
Operating Budget
The portion of the budget that pertains to daily operations providing basic governmental services. The
program budgets in the financial plan form the operating budget.
Operating Transfers
Operating transfers represent transfers of funds from one governmental fund to another governmental fund
when both governmental funds are part of the same reporting entity. An opting transfer is a legally
authorized transfer between funds in which one fund is responsible for the initial receipt of funds, and
another fund is authorized to use the resources to finance its operating expenditures or expenses.
Operations
A grouping of related activities within a functional area (See Function and Activity)
1-7
1995-97 Financial Plan and Budget Instructions
BUDGET GLOSSARY
Ordinance
A formal legislative enactment by the governing board of a municipality. It has the full force and effect of
law within the boundaries of the municipality to which it applies, provided it is not in conflict with any
higher form of law, such as State statute or constitutional provision. The difference between an ordinance
and a resolution is that the latter requires less legal formality and has a lower legal status.
Performance Factors
A performance factor is a public oriented measure which, whether stated in terms of effectiveness or
efficiency, quantitatively describes how well a seMce is being performed.
Reimbursable Expenses
An expenditure that will be repaid through a billing, contract, or agreement with a third party.
Reserve
An account used to indicate that a portion of a fund's balance is legally restricted for a specific purpose and
is, therefore, not available for general appropriation.
Residual Equity Transfers
A residual equity transfers represent nonrecurring or nonroutine transfer of equity between funds - for
example, contribution of enterprise fund or internal service fund capital by the general fund, subsequent
return of all or part of such contribution to the general fund, and transfers of residual balances of
discontinued funds to the general fund or a debt service fund.
Restricted Assets
Monies or other resources, the use of which is restricted by legal or contractual requirements. In
governmental accounting, special treatments are applied to restricted assets arising out of debt in Enterprise
Funds.
Revenue
Amounts received from taxes, fees, permits, licenses, interest and inter-governmental sources during the
fiscal year.
Revenue Bonds
Bonds sold to construct a project that will produce revenues pledged for the payment of related principal and
interest. (See Bonds)
Special Revenue finds
This fund type is used to account for the proceeds from specific revenue sources (other than trusts or major
capital projects) that are legally restricted to expenditures'for specific purposes. (See Fund)
Subventions
Revenues collected by the State (or other level of government) which are allocated to the City on a formula
basis. The major subventions received by the City from the State of California include motor vehicle in-lieu,
and gasoline taxes. 1-8
1995-97 Financial Plan and Budget Instructions
BUDGET GLOSSARY
Taxes
Compulsory charges levied by a government for the purpose of financing seMces 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
seMces rendered only to those paying for such seMces.
Trust and Agency Funds
Also known as Fiduciary Fund Types, these funds are used to account for assets held by the City in a trustee
capacity or as an agent for private individuals, organizations, or other governmental agencies. The fiduciary
funds used by the City are expendable trust, non-expendable trust and agency funds. (See Fund)
User Charges
The payment of a fee for direct receipt of a public seMce by the party benefiting from the service.
1-9
i
I
1995-97 FINANCIAL PLAN AND SUMMARY
EXE’ENDITURE OBJECT CODES
100
101
102
103
104
105
106
108
109
110
111
112
113
114
115
121
122
123
124
125
128
129
130
200
20 1
202
203
211
212
213
214
215
300
30 1
302
303
3 01
305
306
307
308
309
3 10
SALARIES & BENEFITS
Regular Employees Salary
Overtime
Part Time Employees Salary
Severance Pay
Auto Allowance
Uniform Allowance
Meal Allowance
Incentive Pay
Administrative Leave Pay
Workers Compensation
Medical Insurance
Dental Insurance
Vision Care
Medicare Insurance
Service Contribution P.E.RS
Social Security Payments
Deferred Compensation
Li + Ad & D
Unemployment Insurance
Ltd
Chiropractic
Insurance Refund
UTILITY, COMM & TRANSPORTATION
Postage
Telephone & Telegraph
Cellular Phone Charges
Elecuicity
Gas
Water
Sewer
Refuse
SUPPLIES, MATERIALS & SERVICES
Printing, Binding & Duplicating
Photocopying
Advertising
Laundry & Dry-cleaning
uniforms
Safety Equipment
O&ce Supplies
Books & Periodicals
Membership & Dues
Uncollectible Acct. Expense
1-10
1995-97 FTNANCIAL PLAN AND SUMMARY
EXPENDITURE OBJECT CODES
311
3 12
3 13
3 14
3 15
3 17
3 18
319
3 20
321
322
3 23
324
327
328
330
33 1
332
333
334
335
336
337
340
343
345
346
350
35 1
352
353
3 54
355
3 56
357
358
359
360
361
362
363
361
365
367
395
Collection Agency Fees
Bank Service Charges
Data Processing Software
Business Expense
ConferenmTraining
Insurance Reimbursement
Microfilming
City Hall Remodel-Litigation Fees
Legal Council
Rental Of Land & Facilities
Rental Of Equipment
Professional Services
Purchased Transportation
Vocational Rehab
Hepatitis Shots
Repairs To Communication Equipment
Repairs To Machinery & Equipment
Repairs Of Office Equipment
Repairs To Auto Equipment
Repairs To Building
Sublet Service Contracts
Car Wash
Employee Moving Expense
Representation
PI & Pd Insurance
City Rental Insurance Fee
Tires & Tubes
Motor Vehicle Fuel & Lube
Special Department Materials
Janitorial Supplies
Photo Supplies
General Supplies
Medical Supplies
Care OfPrisoners
Training-One Day
Small Tools & Equipment
Overtime Meals
Empioyee Relations
Laboratory Supplies
Employees Physical Examination
Stc/Jail Training
Post Training
Transportation Of Material
Inventory Shnnkage
K-9 Supplie~
1-1 1
1995-97 FINANCIAL PLAN AND SUMMARY
EXPENDITURE OBJECT CODES
400
500
3 98
399
40 1
50 1
502
503
504
505
506
507
508
509
5 10
511
5 12
513
5 14
5 15
517
5 18
519
520
521
522
523
524
525
526
527
528
529
530
53 1
535
544
5 97
598
599
Reimbursable Expense
Supplies, Materials & Service Noc
WORK FOR OTHERS
Work For Others
EQUIPMENT
Office Equipment
Household Equipment
Auto Equipment
Heavy Equipment
Fire Fighting Equipment
Tdc Signal Equipment
Street Lighting Equipment
Sewer & Disposal Plant Equipment
Shop Equipment
Recreation Equipment
Transformers
Meters
Wire
Poles & Pole Line Hardware
Data Processing Hardware
Communication Equipment
Grant Equipment
Other Equipment
Other Contracts
Acquisition Of Land
Rights Of Way
Easements
Buildings
Other Structures
Streets
Curb, Gutter & Sidewalks
Sanitaxy Sewer Lines
Water Well Lines
Underground Lines & Hardware
Storm Drains
Wells-Dbcp
Reconnection Fees
Bus Shelters
Bus Benches
Bus Signs
1-12
1995-97 FINANCIAL PLAN AND SUMMARY
EXPENDITURE OBJECT CODES
600
62 1
622
623
624
625
626
627
628
63 1
632
63 3
640
64 1
642
643
644
645
646
648
649
650
699
800
800
MISCELLANEOUS
Donations
Taxes
Refunds
Bond Interest
Bond Redemption
Property Tax Administration
Water Loan-IntereWFees
Water Loan-Principal Payments
Id-Workers Compensation
Isf-Temporary Disability, Wc
Isf-Permanent Disability, Wc
Employee Assistance Program
Life Insurance
Accidental Death Insurance
Unemployment Insurance
Long Term Disability
Employee Recognition Prograrn
Flexible Spending Account
Property Insurance
Surety Bonds
Travel Insurance
Special Payments Noc
BULK POWER PURCHASE
Bulk Power Purchase
1-13
1995-97 Financial Plan and Budget Instructions
MAJOR BUDGET PREPARATION GUIDELINES
BUDGET CALENDAR
Issue Budget Instructions.
Meeting with City Council to review fiscal policies
Budget Review Policies, and Budget Assumptions.
Distribute budget assumptions and worksheets.
City Council Review of City CounciI Goals.
Departments submit the following documents:
Detail line item budget request
Significant Expenditure and Staffing Change Requests
Activity Objectives
City Manager Budget Review (Operating Budget)
Department Capital Budget Requests to Finance
Mid-Year Review
City Manager Budget Review (Capital Budget)
Draft Financial Plan and Budget
Significant Expenditure Requests
Capital Budget Requests
Distribute Budget to City Council
Budget Introduced at Regular City Council Meeting
Adopt 1995-97 Financial Plan and Budget
February6,1995
February7,1995
February 10,1995
February21,1995
March 16, 1995
March 27 - March 3 1, 1995
March 30, 1995
April5, 1995
April 4 - April 14,1995
May24, 1995
June 6, 1995
June7, 1995
June 21, 1995
1-14
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Sacramento
LOCATION MAP
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