HomeMy WebLinkAboutBudget FY 1994-1996.....
CITY Of LODI
CALIFORNIA
1994 - 96 FINANCIAL PLAN AND BUDGET
AS APPROVED BY THE MAYOR AND CiTy COUNCIL
1994-96 FINANCIAL PLAN AND BUDGET
Jack A. Sieglock, Mayor
Stephen J. Mann, Mayor Pro Tempore
Ray G. Davenport, Council Member
Phillip A. Pennino, Council Member
John R. (Randy) Snider, Council Member
Thomas A. Peterson, City Manager
Prepared by the Staff
of the
City of Lodi
CITY OF LODI, CALIFORNIA
i
REPORT PRODUCTION AND ANALYSIS
Budget Review Team
Jerry Glenn, Assistant City Manager
Maxine Cadwallader, Revenue Manager
H. Dixon Flynn, Finance Director
Vicky McAthie, Accounting Manager
Ruby Paiste, Accountant
Cory WadIow, Accounting Technician
Departments
Sharon Blaufus - Administrative Assistant, Public Works
Dennis Callahan, Building and Equipment Maintenance Superintendent
Fran Forkas, WatedWastewater Superintendent
Betsy Gandy, Administrative Assistant, Police Department
Kirk Evans, Assistant to the City Manager
Hans Hansen, Assistant Director, Electric Utility
Roger Houston, Chief Building Inspector, Community Development
Sondra Huff, Department Secretary, Recreation and Parks Department
David Morimoto, Senior Planner, Community Development
Joanne Narloch, Personnel Director
Tamra Prachar, Risk Management Technician, Administration
Richard Prima, City Engineer
Steve Raddigan, Acting Fire Chief, Fire Department
Susan Rodriquez, Administrative Clerk, Recreation and Parks Department
Lisa Rudloff, Recreation Supervisor, Camp Hutchins
Karen Tunnell, Personnel Technician , Personnel Department
TABLE OF CONTENTS
PREFACE - HOW TO USE THE FINANCIAL PLAN DOCUMENT
SECTION A - INTRODUCTION
Budget Message
Directory of City Officials
Organization of the City
Appropriation Spending Limit
SECTION B - POLICIES AND OBJECTIVES
Overview
General Budget Policies
Financial Plan Organization
Budget Administration
General Revenue Management
Recreation and Community Center Fees
Enterprise Fund Fees and Rates
Other Fees and Rates
Revenue Distribution
Appropriation Limitation
Designated Fund Balances
Investments
Capital Financing and Debt Management
Capital Improvement Management
Personnel Resource Management
Productivity Reviews
Contracting for Services
Cost of Services
Major City Goals
Overview
Summary of Major City Goals
Goal Statements
1
A- 1
A- 14
A-15
A-16
B- 1
B-3
B-3
B-4
B-5
B-6
B-6
B-7
B-9
B-10
e10
B-11
B-13
Ei- 14
B-16
B-17
B-18
B-19
TABLE OF CONTENTS
SECTION C - BUDGET GRAPHICS AND SUMMARIES
Overview
Combined Expenditures and Revenues
Total Expenditures - All Funds Combined
Total Funding Sources - All Funds Combined
General Fund Expenditures
General Fund Revenues and Sources
General Fund Tax Revenues
Authorized Regular Positions by Mission
SECTION D - OPERATING ACTIVITIES
Overview
Operating Expenditure Summaries
Overview
Operating Budget by Mission
Operating Budget by Activity
Public Safety
Police Protection
Police Administration
Police Operations
Police Investigations
Animal Shelter
Fire and Hazardous Material
Adrninistration/Emergency Response
Fire Prevention
Training
Special Services
Graffiti Abatement
Other Safety Services
Public Utilities
Water Utility Services
Wastewater Utility Services
Electric Utility Services
T ra ns port a t ion
Streets and Flood Control
Street Maintenance
Street Trees
Street Cleaning
Parking Lot Maintenance
Storm Drains
Transit System
c- 1
c-2
c-3
c-4
c-5
C-6
c-7
D- 1
D-4
D-5
D-6
D-9
D-11
D-13
D-16
D-17
D-19
D-21
D-23
D-25
D-26
D-28
D-30
D-33
D-35
D-37
D-39
D-40
D-42
TABLE OF CONTENTS
Leisure, Cultural and Social Services
Parks and Recreation
Parks and Recreation Commission
Parks and Recreation Administration
Recreation Services
Playgrounds
Youth/Teen Sports
Indoor/Ou tdoor Activities
Aquatics
Adult Sports
Specialty Classes
BOBS Support Services
Parks Maintenance
Sports Facilities
Lodi Lake Park
Park Maintenance
Park Rangers
Equipment Maintenance
Cultural Services
Library Board
Library
Community Center Commissions
Community Center
Cultural Activities
Human Relations
Camp Hutchins
Social Services
Community and Economic Development
Community Development Commissions
Current and Advanced Planning
Construction Development
Buildings and Safety
Engineering
Economic Development
General Government
Legislation and Policy
General Administration
City Council
City Manager
Public Works Director
Legal Services
City Attorney
City Clerk Services
Records Administration
Election Administration
D-44
D-45
D-47
D-48
D-49
D-50
D-52
D-54
D-55
D-56
D-58
D-60
D-62
D-64
D-65
D-66
D-68
D-69
D-71
D-72
D-73
D-74
D-75
D-77
D-79
D-81
D-83
D-84
D-86
D-88
D-90
D-92
TABLE OF CONTENTS
Administrative Services
Personnel Services
Risk and Solid Waste Management
Information Systems
Finance Administration
Accounting Services
Revenue Services
Data Processing Services
Purchasing
Organization Support Services
Field Services
Building Maintenance
Equipment Maintenance and Motor Pool
Non-Departmental Services
General Support
General Liability
Worker’s Compensation Insurance
Other Insurance
Benefits Administration
Contingencies
D-93
D-95
D-98
D- 100
D-102
D- 104
D-106
D-108
D-110
D-112
D-114
D-116
D-118
D-119
D-120
D-121
D-123
SECTION E - CAPITAL IMPROVEMENT BUDGET
Overview E- 1
Summary of Capital Improvement Budget Expenditures by Mission
Public Safety
Public Utilities
Transportation
Leisure, Cultural and Social Services
Community and Economic Development
General Government
Summary of Equipment Replacement Expenditures
Unfunded Capital Improvement Requests
Capital Expenditures By Activity
SECTION F - DEBT SERVICE REQUIREMENTS
Overview
Summary of Annual Payments by Mission
Summary of Annual Payments by Source
SECTION G - CHANGES IN FUND BALANCE
0 verview
Introduction
Organization of City Funds
Fund Balance - All Funds Combined
(d)
E-3
E-11
E-13
E- 14
F- 1
F-2
F-3
G-1
G-2
G-3
TABLE OF CONTENTS
Individual Fund Balance Statements
General Fund
Special Revenue Funds
Library Fund
Street Fund
Transportation Development Act Fund
Block Grant Fund
Police Special Revenue Fund
Capital Project Funds
Capital Outlay Fund
Equipment Replacement Fund
Debt Service Fund
Enterprise Funds
Water Utility Fund
Wastewater Utility Fund
Electric Utility Fund
Transit Fund
Child Care Service Fund
Internal Service Funds
Benefits Fund
Self Insurance Fund
Vehicle Maintenance Fund
Trust Fund
SECTION H - FINANCIAL AND STATISTICAL TABLES
Overview
Revenues by Major Category and Source
Summary of In terfund Transactions
Summary of Regular Positions By Mission
Summary of Temporary Positions By Mission
Summary of Regular Positions By Department
Summary of Expenditures By Activity
Summary of Significant Operating Program Changes
Demographic and Statistical Data
SECTION I - BUDGET REFERENCE MATERIAL
Overview
Summary of Major Policy Documents
Budget Glossary
Budget Preparation Guidelines
G-4
G-5
G-6
G-7
G-8
G-9
G-10
G-11
G-12
G-13
G- 14
G-15
G-16
G-17
G-18
G-19
G-20
G-21
H- 1
H-2
H-7
H-12
H-13
H-14
H-20
H-42
H-45
I- 1
1-2
1-3
1-10
PREFACE
1994-96 FINANCIAL 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 (1992-93); current
year budget (1993-94); the requested budget (1994-95); and, the proposed budget (1995-96). 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 focuses on teamwork required to deliver services. However, for operational
purposes, financial information by Department is provided in Section H (Financial and Statistical Tables).
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 program policies that guide 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.
Section 1) - Operating Activities
Presents the City’s operating activities around the City’s major service programs (missions) that allow
the City to accomplish the following tasks:
* Establish policies and goals which define the nature and level of services to be provided. * Identify activities performed in delivering these services
* Propose objectives for improving the delivery of service
* Identify and appropriate resources required to provide services, accomplish objectives and provide
facilities.
The City’s operating activities are organized into six major missions which in many instances cross
departmental lines and funding sources:
* Public Safety * Public Utilities
* Transportation
*
* Community and Economic Development * General Government
Leisure, Cultural and Social Services
1994-96 FINANCIAL PLAN AND BUDGET
Section E - Capital Improvement Budget
Presents the City Capital 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 operating funds.
Section H - Financial and Statistical Tables
Includes summaries necessary to integrate the other Sections of the Financial Plan into a comprehensive
operations and financial planning document.
Section I - Budget Reference Material
Describes major policy documents, includes a Budget Glossary and provides budget preparation
guidelines.
(ii)
Section A
INTRODUCTION
CITY COUNCIL
JACK A. SIECLOCK. Mayor
STEPHEN I. MANN
Mayor Pro Tempore
RAY C DAVENPORT
PHILLIP A. PENNINO
JOHN R [Randy) SNIDER
CITY OF LODI
CITY HALL, 221 WEST PINE STREET
P.0 BOX 3006
LODI, CALlFORNlA 95241 -1910
(209) 334-5634
FAX (2091 333-6795
August 19, 1994
Honorable Mayor, Members of the City Council
and Citizens of the City of Lodi
INTRODUCTION
THOMAS A. PETERSON
City Manager
JENNIFER M. PERRIN
City Clerk
BOB McNATT
City Attorney
The 1994-96 Financial Plan and Budget is the management, financial and strategic plan for the
City of Lodi over the next two years. As was the case with the 1993-94 budget, this budget
represents the culmination of a long, strenuous and dedicated effort on the part of the City
Council, residents, and City staff to identify service priorities and to outline options for
expenditure reductions and increased efficiency, with the ultimate goal being to implement long-
term sustainable reductions in City expenditures.
As I discussed during budget hearings, preparation of the 1994-95 budget was made difficult for
several reasons. The State has cut the City’s revenues by approximately $1.5 million over the
last three years. Again in 1994-95, the State may have to further reduce revenues earmarked
for cities before June 30, 1995 in order to balance the State budget. What actions the State will
take will probably not be known prior to January 1995. In addition, the City’s economy is not
growing at the rate we have experienced in recent years. Accordingly sales tax and property
tax growth is down , and this trend is not expected to change in the near future.
To integrate the City’s financial resources with the City’s goals, policies and financial planning
process, the City Council elected to adopt a new two-year budget format to assist the City
Council and staff focus on the short and intermediate term needs of the City. The new format
also includes budget policies to be used by staff to prepare the budget which can be found in
Section B. The new format and the new policies are a significant change from past budget
practices and required extraordinary effort by staff and Council to complete in time for budget
hearings in June.
The benefits which the City Council hopes to achieve from these new budget policies and budget
format include:
* An expanded planning horizon to promote more orderly spending patterns
A- 1
i
* Focusing budget preparation on outputs (goals, objectives and service standards) as well
as inputs (dollars, people, material, equipment and facilities)
* Facilitating top-down policy direction (City Council to staff) as well as bottoms-up
budget development (staff to City Council)
* Focusing on the development of measurable objectives and standards
* Providing more information on which to evaluate the cost of services and the City’s
financial condition
* Informing the public of what is purchased with their taxes and fees
The concepts used to prepare this plan will be further refined in the future and provide the City
with a stronger planning foundation.
To present the 1994-96 Financial Plan and Budget in the new format, prior year expenditures
and personnel authorizations were restated to insure consistency from year to year between
expenditures, appropriations and personnel authorizations. Actual expenditures, appropriations
and personnel authorizations for prior years may be found by refemng to prior year budget
reports and the annual financial statements.
BUDGET ASSUMPTIONS
As discussed above, the 1994-96 Financial Plan is based on policies approved by the City
Council prior to its preparation. These policies provide overall planning guidance to staff in
preparing the budget. In addition, the budget was prepared based on the following assumptions
which were agreed to prior to budget preparation. These assumptions were:
* Basic services will be maintained at current levels and wiIl be adequately funded.
* Reserves will be maintained at levels which protect the City from future uncertainties.
* Revenues and expenditures will be estimated at realistic levels.
* The City will adopt a balanced budget and limit the use of reserves for economic
uncertain ties and unplanned contingencies.
* Activity costs will be arranged to reflect expenditures and not economic costs such as
depreciation and indirect overhead.
* The City is committed to a strong General Fund.
A-2
* The budget will comply with the provisions of the State Constitution, municipal code and
adopted budget policies .
* The City Council will approve a $1 million increase in the Business License Tax. (On
June 15, 1994, the City Council deferred indefinitely the decision to adopt an increase
in the Business License Tax)
BACKGROUND SUMMARY
State of California
The City’s ability to provide services has been reduced over the last three years by budget
balancing initiatives taken by the State of California to balance the State budget. The State
diverted $1.5 million in property taxes and other revenues previously belonging to Lodi to fund
schools and other State budget programs. These cuts combined with a low rate of growth in
sales tax and property tax have forced the City to cut the budget and impose strong cost control
measures for the last two years.
This year, the State is short $3.1 billion and has balanced the budget with a loan of $7.1 billion
from the banking community. The additional $4 billion was borrowed for cash management
purposes. In light of the State’s budget problems, the City anticipates that the State may further
cut the City’s revenues to repay this loan due June 30, 1995.
Economy and Economic Development
Lodi has a well balanced and strong business community and is considered a premier city in the
San Joaquin Valley in which to live, work, raise a family and conduct business. The average
and mean income of Lodi residents is one of the highest in the County and Lodi has the highest
per capita sales of any city in the County.
Lodi is built on a strong and broad based agricultural industry with national and international
markets for its goods and products. Wines, processed foods, nuts, fruit and milk are major
products of the area and region. In addition, the City has a wide range of small industries which
have remained basically sound through the current recession. These industries and the
agricultural products from the Lodi area have acted to insulate Lodi from the economic ups and
downs experienced by many other cities and regions in the State.
Lodi is committed to promoting economic development (business retention and attraction) to
expand the tax base to fund city services rather than to increase taxes to pay for these services.
During the last fiscal year, the City appointed an Economic Development Coordinator,
developed long and short term economic development goals in conjunction with the Chamber
of Commerce and began developing revitalization plans for the downtown and Cherokee Lane.
These initiatives should provide the City with long term solutions to financing city services;
however, in the short term, economic development will not solve the City’s current financial
problems.
A-3
In addition to revitalization plans, the City is reviewing a number of incentives to retain and
attract new businesses. Among the incentives being considered are infrastructure improvements,
property tax abatement, regulatory flexibility, tax credits, utility rate incentives and public
financing and/or grants.
Federal and State Mandates
All cities and other local governments must cope with a wide range of unfunded Federal and
State mandates which continue to add to the cost of doing business. There is discussion at the
State to provide relief to cities in the near future; however, no changes have been made which
will save Lodi any money this year. Lodi will continue to support efforts to relieve local
government from unfunded State and Federal mandates.
De-Regulation of the Electric Utility Industry
In 1996, California will begin deregulation of the electric utility industry as provided in the
National Energy Policy Act of 1992. It is not clear what the impact will be on Lodi’s Electric
Utility and what actions may have to be taken to provide City customers with competitive rates.
We will continue to analyze the changes being made by the Public Utilities Commission and
make any adjustments necessary to remain competitive and to retain the City’s customer base.
This may result in significant changes in the way the City conducts business.
Most analysts anticipate that major electric consumers will be the main beneficiary of
deregulation. Accordingly, California will be able to provide consumers with electric rates
which are competitive with rates offered in other States and should help in recent efforts to
attract and retain businesses in California.
Prior Year Service Cuts
In the last three years the City cut $1,848,000 from the budget to correct for lost revenues and
the increased cost of doing business. A summary of these cuts and budget adjustments are listed
below:
Eliminated 18 staff positions (a savings of $900,000 per year beginning 1993-94)
Implemented a pay freeze for management and mid-management employees (an estimated
savings of $140,000 per year beginning in January 1992)
Eliminated pay for unused administrative leave for management and mid-management
employees (an estimated savings of $79,000 per year beginning in July 1992)
Introduced a lower tier medical benefits package at retirement for management and mid-
management employees hired after July 1, 1994.
Implemented a hire freeze (estimated savings of $250,000 per year beginning July 1992).
A-4
* Limited travel and training costs and approved new travel policies (an estimated savings
of $10,000 per year beginning November 1993).
In addition, the City staff has invested both time and effort to develop and implement new
procedures and policies to improve the efficiency of the City staff.
FUTURE FINANCIAL ISSUES
To balance the 1994-95 budget, the City Council reduced current services and cut operating
costs by $1,027,000. The City Council did consider raising an additional $1 million with an
increase in the business license tax as discussed earlier; however, the City Council elected to
achieve a balanced budget by cutting services and operating costs.
Subsequent to the adoption of the 1994-95 Budget, additional information became known that
will have to be taken into consideration during the mid-year budget review. This includes:
* Electric Utility Fund
The City will refund approximately $491,000 in development fees during the first quarter
of 1994-95 to developers for fees paid to the City to finance new infrastructure.
The City may loose $850,000 to $9OO,OOO per year beginning in 1994-95 for
cogeneration power produced by General Mills for use by General Mills.
The City is considering upgrading the Lodi Industrial Substation in 1995-96 at a cost of
$3.4 million.
The City’s cost of purchased power may increase to pay for non-recurring power costs
charged to the City through the Northern California Power Agency. The City’s share
of debt with this Agency is approximately $1.4 million.
* Economic Development
The City is developing a revitalization plan for downtown and Cherokee Lane. The
estimated cost of this project is between $3 and $4 million. The City will work with its’
consultant on this project to develop funding sources. A final recommendation should
be ready for City Council consideration by October 1994.
* Property Tax
The County Tax Assessor notified the City that the growth in property tax will be 2.1 %
in 1994-95, down from a 5.5% growth rate experienced in prior years. This decrease
was anticipated in part; however, the City’s property tax will probably be $100,000 less
than originally projected.
A-5
* Public Employees Retirement System (PERS)
The City's contribution to PERS will be approximately $100,000 less in 1994-95 due to
new rates developed by PERS for City employees. The contribution rate for fire and the
general employee group is up slightly, while the rate for police officers is down
significantly.
* The City was billed $146,456 for "golden handshakes" given employees in 1993-94.
FINANCIAL PLAN AND BUDGET OVERVIEW
The 1994-96 Financial Plan reflects virtually no growth in total appropriations for 1994-95 and
a modest 3% growth in 1995-96. In 1994-95, operating programs will grow 4% from $35.4
million to $36.5 million, power purchases will grow 1% from $26.6 million to $26.7 million
and debt service expenditures will grow 12.5% from $1.4 million to $1.6 million.
Budget Approved Estimated
1993-94 1994-95 1995-96
Operating Programs $35,394,190 $36,520,725 36,830,945
Capital Improvements 11,384,467 9,603,394 11,046,750
Power Purchases 2 6,565,400 26,709,000 27,194,000
Other Purchases 2,462,127 2,554, 320 2,456,745
Debt Service 1.417.238 1 s94.443 1.845.406
Total $77,223,422 $76,981,882 $79,373,8 17
To balance the 1994-95 budget, the City Council cut $1,027,000 from the City Manager's
budget request and shifted funding sources for certain activities. A list of budget cuts by activity
may be found in Section D under "City Council Budget Adjustments" and on the list of
Significant Expenditure and Staffing Changes found in Section H.
A summary of changes directed by the City Council during budget hearings is provided below:
* In-Lieu Taxes under the City's revenue distribution policies were increased from 9% to
12 % for Electric Utility services and from 11 % to 20% for Sewer Utility services. This
wiI1 provide the General Fund with an additional $983,805.
* The Library Fund will be charged $97,396 for indirect general government services plus
$50,000 was transferred from the Library Fund to the General Fund.
* The City will continue the current hire freeze through June 1995.
approximately $250,000 in 1994-95.
This will save
* The sum of $92,500 was transferred from the Capital Outlay Fund to the General Fund.
A-6
* The sum of $50,000 was transferred from the Sewer Utility Fund to the General Fund.
* The position of the Assistant to the City Manager was eliminated and the incumbent was
appointed as the City’s Transit Manager effective July 1, 1994. This will save the
General Fund $56,900 in 1994-95.
* The Transit Fund will be changed 25 % of the payroll cost of Assistant City Manager and
save the General Fund $21,795 in 1994-95.
Significant Expenditure and Staffing Changes
The General Fund is the primary source for the delivery of essential City services. Accordingly,
it is appropriate to focus special attention on the General Fund. Unlike enterprise activities
which can set fees to recover the cost of services, General Fund activities rely primarily on taxes
to finance operations.
Modest increases in General Fund services approved in the 1994-95 budget were offset by
budget cuts. Total General Fund appropriations are $21.8 million in 1994-95 and are estimated
to be $21.9 million in 1995-96. This is a 1 % decrease from the 1993-94 budget and reflects
both increases requested by staff and cuts approved by the City Council. A summary of these
changes is provided below.
Approved Estimated
Changes Changes
Public Safety $66,685 $2 14,540
Leisure, Cultural & Social Services (1 72,425) 33,095
General Government (1 66.975) 47.000
Total Changes ($377,150) $294,635
Significant Expenditure Changes 1994-95 1995-96
Transportation - Streets ( 179,035) 0
Community and Economic Development 74,600 0
A summary of General Fund staff cuts is listed below and can be found in the personnel
summary in Section H.
Approved Estimated
Changes Changes
Staff Changes 1994-95 1995-96
Public Safety 0 5
Transportation - Streets -3 0
Leisure, Cultural & Social Services -4 0
Community and Economic Development 0 0
General Government -4 0
Total Changes -1 1 5
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REVENUE HIGHLIGHTS
Revenues are projected at realistic levels considering the current economic conditions of the State
and the probability that the State will cut revenues to cities or transfer the cost of State programs
to cities with new mandates or service charges. The following assumptions were used to project
revenues:
In-Lieu Taxes will increase from 9 % to 12 % (electric utility services) and from 11 % to
20% (sewer utility services). This will give the General Fund an additional $983,805.
Adjustments to recreation program fees will be made to recover 30% of the overall cost
of these programs.
The State economy will recover slowly but will remain basically sound in San Joaquin
County; however, the increase in sales tax and property tax will be less than in prior
years.
Property tax will be distributed as described on page B-8 of the City’s Budget Policies.
Additional funding sources will be identified to finance revitalization of the downtown
and improvements on Cherokee Lane.
The City will not have the necessary information from the State prior to January 1995
to consider any revenue cuts, service charges or new mandates prior to adoption of the
City budget in June 1994.
Based on these assumptions, the following is a summary of projected key General Fund
revenues:
General Fund 1993-94 1994-95 1995-96
Revenue Projections Budget Proposed Estimated
Sales Tax
Property Tax
In-Lieu Franchise Taxes
Franchise Taxes
Business License Taxes
Transit Lodging Tax
Public Safety Sales Taxes
Real Property Transfer Tu
Total Taxes
Motor Vehicle In-Lieu Tax
$5,180,000
3,549,145
4,535,195
497,100
94,000
240,200
103,450
:es 58.000
$14,257,090
$1,785,600
$5 , 270,000
2,629,800
5,300,400
509,100
90,Ooo
242 , 600
137,900
58 .OOO
$14,237,800
$1,761,700
$5,360,000
2,103,800
5,300,400
509,100
90,000
242 , 600
137,900
58 .#O
$13,801,800
$1,796,900
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As these assumptions become clear, changes in the City’s financial plan will be made as
appropriate during the mid-year budget review.
EXPENDITURE HIGHLIGHTS
The expenditures projected over the next two years reflect continued efforts by the City to
contain and reduce service costs. There are several costs over which the City has little or no
control and must be watched closely. These include:
* The cost of living index which increased at an annual rate of 2% for the year ending
March 1994.
* Increases in employee compensation and benefits resulting from the implementation of
contracts with the City’s bargaining groups.
* Utility costs - primarily for garbage removal.
* State and Federal mandates.
* Claims against the City not covered by the City’s deductible or exceeding the City’s
coverage.
* Natural disasters.
* Other events and contingencies not anticipated.
OPERATING ACTIVITY SUMMARY
Lodi has traditionally delivered high levels of basic services. Until recently, the City did not
have to reduce service levels or cut the budget to provide basic services. To maintain basic
services, the City cut operating costs and existing programs by $1,027,000. A list of significant
changes is provided below and in Section H.
Public Safety
* The Police Department budget was cut $10,200 in 1994-95 and increased by $49,800 in
1995-96 to hire an additional police officer for the Community Oriented Policing
Program.
* The Fire Department budget was increased $76,905 in 1994-95 and $164,740 in 1995-96.
These increases are to fund the cost of additional firefighters and equipment for services
to support residential and commercial growth on the west side of Lodi. The City will
also evaluate the possibility of contracting with another fire district for these services in-
lieu of expanding the Fire Department.
A-9
Public Utilities
* The Water Utility was reduced by $22,346 in 1994-95. The Water Conservation
program was reduced 25% along with other reductions in supplies and minor equipment
purchases.
* The sewer utility was reduced by $16,975 in 1994-95 for supplies, services and minor
equipment purchases.
* The electric utility was cut by $59,870 in 1994-95. Two employee positions were
eliminated, an administrative clerk and an electrical engineer. The savings from these
cuts were in part offset by purchases for minor equipment and software.
Transportation
* The street and flood control budget was cut by $179,035 in 1994-95. Four employee
positions were eliminated. The City Council eliminated the street tree maintenance
program except for emergency tree cutting. Other savings occurred by cutting supplies,
services and minor equipment purchases.
* The City Council increased the Transit Activity by $22,900 in 1994-95 to pay for a
transit manager required to establish a fixed route bus system. This increase is funded
by State and Federal funds and has no direct impact on the City’s General Fund. In
addition the Assistant City Manager will charge 25% of his time to the Transit System
for his time in establishing a fixed route bus system.
Leisure, Cultural and Social Services
* The Parks and Recreation Department was reduced by $164,025 in 1994-95. Three park
maintenance positions were eliminated in addition to funding for supplies, services,
overtime and minor equipment purchases. Funding was approved for the purchase of
some equipment, pool covers and for part-time hours to assist the Parks and Recreation
Department down-size the park maintenance program.
* The Community Center was cut $8,400 in 1994-95. One maintenance worker position
was eliminated and funding was authorized to purchase minor equipment and for part
time hours.
A-10
Community and Economic Development
* The Community Development Department budget was funded $23,110 in 1994-95 for
purchasing minor equipment, supplies and part-time hours to support an increase in
building activity. The added cost will be paid for by permit fees.
* The Engineering budget was cut $9,460 in 1994-95 by the City Council for supplies,
services and part-time hours.
* The Economic Development Activity was increased $60,950 in 1994-95 to allow for the
cost of benefits charged for the Economic Development Coordinator, part-time hours for
an intern and for special payments to the Chamber of Commerce, Downtown Business
Association and the San Joaquin Partnership.
General Government
The City Manager’s Office was cut $1,145 in 1994-95 for the purchase of supplies.
Public Works Administration was cut $4,720 in 1994-95 for the funding of part-time
hours and the purchase of supplies and services.
The Risk Management Office was reduced $66,900 in 1994-95 by the City Council. The
position of Risk Manager was eliminated and the incumbent was transferred to the
Transit Office as the Transit Manager.
The Personnel Office was reduced $19,400 in 1994-95 by the City Council. The
administrative clerk position was eliminated in addition to funding for supplies and
services. The Council did add funding for part-time hours to assist the Personnel Office
with down-sizing. An additional $42,500 was added in 1995-96 to conduct a
classification study and medical standards review.
The Finance Department was cut $37,580 in 1994-95. Two positions were eliminated,
the Field Services Supervisor and one account clerk. The duties of both positions will
be absorbed by shifting duties and with part-time employees.
The Building Maintenance budget was cut $4,115 in 1994-95 for supplies and services.
The Equipment Maintenance budget was cut $26,615 in 1994-95 for supplies, services,
part-time hours and the reclassification of one position.
The General Support budget was cut $6,500 in 1994-95 for the purchase of City
memberships in National and State organization.
A-1 1
CAPITAL IMPROVEMENT BUDGET
Total expenditures for the Capital Improvement Budget (CIB) projects total $20.1 million over
the next two years summarized as follows:
1993-94 1994-95 1995-96
Public Safety $82,078 $30,000 $681,300
Public Utilities 4,7 16,425 6,070,625 3,092,450
Transportation 3,645,642 2,148,500 5,9 1 3,000
Community Development 899,876 676,7 14 900,000
Leisure Services 472,822 85,000 175,000
General Government 1.702.435 49.750 150.000
$1 1,5 19,278 $9,140,589 $10,914,750 Total
As reflected above, transportation and public utilities account for over 70% of the recommended
CIB projects. The following are the major projects scheduled for 1994-96:
City Hall Remodel
Street Reconstruction
DBCP Water Treatment
Construction of Fire Station
Water Main Replacements
Electric System Improvements
Storm Drain Improvements
$1,7OO,OOO
5,722,000
3,5 87,000
400,000
1,270,000
972,310
1,204,000
These projects represent the best estimates by City staff at this time. As these projects progress
toward construction the estimates will become more accurate and will be revised as appropriate.
A-12
CONCLUSION
This plan will chart our course of action for the following year as we face the challenges
presented by the State and the economy. The leadership displayed by the City Council in
developing this plan and facing the tough issues will allow this City to move forward with
confidence in the future. As with last year, department heads were advised at the start of the
budget process that assembling the 1994-96 budget would be a most difficult assignment. The
implementation of an entirely new budget format added to the difficulty of this task. The
responded admirably. Their assistance and the assistance of their staffs 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 for his assistance in the budget review
process.
Respectfully submitted,
Thomas A. Peterson
City Manager
A-13
1994-96 FINANCIAL PLAN AND BUDGET
DIRECTORY OF OFFICIALS AND ADVISORY BODIES
CITY COUNCIL
Jack A. Sieglock, Mayor
Stephen J. Mann, Mayor Pro Tempore
Ray G. Davenport, Councilmember
John R. (Randy) Snider, Councilmember
Phillip A. Pennino, Councilmember
ADVISORY BODIES
Planning Commission Architectural Review Committee
Library Board Recreation Commission
Arts Commission Senior Citizens Commission
Youth Commission Personnel Board
Solid Waste Management Task Force
East Side Improvement Committee
DBCP Committee
Gang Alternative Committee
MANAGEMENT
Thomas A. Peterson, City Manager
Bob W. McNatt, City Attorney
Jennifer M. Pemn, City Clerk
Kathleen Andrade, Librarian
Kirk J. Evans, Administrative Assistant to City Manager
H. Dixon Flynn, Finance Director
Jerry L. Glenn, Assistant City Manager
Janet S. Keeter, Economic Development Coordinator
Charlene J. Lange, Community Center Director
Larry Hansen, Police Chief
Larry F. Hughes, Fire Chief
Joanne Narloch, Personnel Director
Henry J. Rice, Electric Utility Director
Jack L. Ronsko, Public Works Director
James B. Schroeder, Community Development Director
Ronald W. Williamson, Parks and Recreation Director
A-14
CITY OF LOOI, CALIFORNIA ORCUIIL4TION CHART
LIBRARY BOARD
LIBRARY
CITY COUNCIL
FOUR COUNCILMEHBERS rl BOARDS AND CWISSIONS
ERSONNEL BMAD OF REVIEW (3 Members)
LANNINC CWISSION (7 Members)
i
CITY ATTORNEY CITY MANAGER CITY CLERK
i
COHUNITY CENTER ELECTAlC UTILITY FIRE PERSONNEL PUBLIC YORKS
I
~COIMJNITV DEWLDPlNTl 1 FINANCE I [PARKS and RECREATION 1 1 PDLICE
L I
1994-96 FINANCIAL PLAN AND BUDGET
APPROPRIATION SPENDING LIMIT
BACKGROUND
During any fiscal year, a city may not appropriate tax revenues in excess of the Appropriation Limit
defined in Article XI11 B of the State Constitution. Tax revenues which exceed the Limit may be carried
forward to the next fiscal year to offset a shortfall in the Appropriation Limit. Any excess funds
remaining after the second year have to be returned to the taxpayers by reducing tax rates or fees. A
majority of voters may approve an "ovemde" to increase the Limit up to a maximun of four years.
The amount of tax revenue which can be appropriated in any fiscal year is determined based on formulas
provided in Article XI11 B. The growth in revenues is based on actual appropriations in Fiscal Year
1978-79 and adjusted for growth of population and inflation. Not all revenues are restricted by the Limit;
only revenues which are considered proceeds of taxes are subject to this limitation.
In addition, proceeds of taxes are allowed to be spent on several types of appropriations and are not
included in the Limit. For instance, tax proceeds for voter approved debt, costs of complying with court
orders, certain federal mandates and qualified capital outlay are excluded and do not count against the
Limit.
To ensure that taxes are counted in the Appropriation Limit of only one agency of government, Article
XI11 B and Government Code Section 7903 require that if the State provides funds to a local government
with no strings attached, these revenues will be counted as "State Subventions" and will not be included
in the calculation of the local agency. If the State specifies that the funds are restricted in their use, such
as Gas Tax, they are to be counted in the State's Limit.
The statutes require the adoption of the Appropriation Limit by resolution of the City Council with a
recorded vote regarding which of the annual adjustment factors have been selected. The adoption is done
at a regular meeting or a noticed special meeting. There is no required hearing or public notice. The
documentation used to compute the Limit must be available to the public at least 15 days prior to the
meeting. Once the Limit is adopted, the public has 45 days from the effective date of the resolution to
initiate judicial action regarding the Limit.
Once the Appropriation Limit is adopted, there are two publication requirements:
* The Limitation must be published in the annual budget * An informational form filed with the Annual Statement of Transactions no later than 90 days after
the start of the fiscal year.
APPROPRIATION LIMIT 1994-95
The Appropriation Limit for fiscal year 1994-95 is $36,515,234 and computed based on growth factors
provided by the State Department of Finance. The inflation used to calculate growth was .71% and the
population growth used was 1.57%. The appropriations subject to limit for 1994-95 is $17,292,960 and
is under the Limit by $19,222,274.
The calculations used to establish the Appropriation Limit and appropriations subject to limit are available
in the Finance Department for public inspection and review.
A-16
Section B
POLICIES AND GOALS
1994-96 FINANCIAL PLAN AND BUDGET
OVERVJXW - BUDGET POLICIES AND GOALS
OVERVIEW
The overall goal of the City’s Financial Plan and Budget is to establish and maintain effective
management of the City’s resources. Formal statements of budget policy and major goals provide the
foundation for effective planning. Accordingly, this section describes the basic budget policies used in
guiding the preparation and management of the City’s overall budget. This section is composed of the
following major units:
* Budget Management and Control Policies
* Major City Goals
Some of the benefits to establishing financial policy include:
1. Publicly adopted policy statements contribute greatly to the credibility of and public confidence
in the City. For the credit rating industry and prospective investors, such statements show the
City’s commitment to sound financial management and fiscal integrity.
2. Established policy saves time and energy for the City Council and staff. 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-to-day 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 Organization
Budget Administration
General Revenue Management
Recreation and Community Center Fees
Enterprise Fund Fees and Rates
Other Fees and Rates
Revenue Distribution
Appropriation Limitation
* Fund Balance Designations and Reserves * Investments * Capital Financing and Debt Management
* Capital Improvement Budget
* Personnel Resource Management * Productivity Reviews * Contracting For Services
* Allocating Cost of Services (Abatement)
B- 1
1994-96 FINANCIAL PLAN AND BUDGET
OVERVIEW - BUDGET POLICIES AND GOALS
MAJOR CITY GOAIS
The involvement of the City Council in setting major City goals is essential to the budget process. These
goals provide short term and long term direction to staff, determine the allocation of resources and
establish priorities. These goals will provide focus to the organization-wide efforts of staff and ensure
that the most important, highest priority objectives are accomplished.. . .and, that these priorities are
communicated to the public.
The major City goals are provided in this part of the 1994-96 Financial Plan and Budget.
B-2
1994-96 FINANCIAL PLAN AND BUDGET
BUDGET POLICIES
FINANCIAL PLAN ORGANIZATION
A. Through its financial plan, the City will:
1.
2.
3.
4.
5.
6.
7.
Identify community needs for essential services
Organize the activities required to provide these services.
Establish policies and goals which define the nature and level of services required.
Identify activities performed in delivering services.
Propose objectives for improving the delivery of services.
Identify and appropriate resources required to perform services and accomplish objectives.
Set standards to measure and evaluate the:
a. Output of activities
b. Accomplishment of objectives
c. Expenditure of appropriations
B. The City will use a two-year financial plan and budget concept to emphasize long-range planning and
effective management of services. The benefits of a two-year financial plan and budget are:
1. Reinforces long-range planning
2.
3.
4.
5. Promotes orderly spending patterns
Concentrates on the development and budgeting for significant objectives
Establishes realistic schedules for completing objectives
Provides for orderly and structured operations
C. The 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 ADMINISTRATION
A. City Council
The City Council is ultimately responsible to the public for the delivery and conduct of City
services and facilities. Accordingly, the Council appropriates funds to ensure the delivery of
services at the levels and in the priority established by the Council.
B-3
1994-96 FINANCIAL PLAN AND BUDGET
BUDGET POLICIES
B.
C.
D.
E.
F.
H.
City Manager
The City Manager as the chief administrative officer provides the City Council and Staff with
general direction in the development and formulation of the staff‘s budget recommendation. This
includes: evaluating and assessing current and projected issues confronted by the City; determining
the demand for services and facilities; identifying the concerns of the voters; assessing the current
and projected financial condition of the City; and determining the final staff recommendation.
Finance DirectodTreasurer
The Finance Director as the chief financial officer is responsible for budget development and
administration. This includes: developing and issuing the budget instructions and calendar;
advising the City Manager on budget policies; reviewing budget requests to ensure they are
complete and accurate; preparing the preliminary budget recommendation for review by the City
Manager; and, publication of the approved budget.
Public Works Director
The Public Works Director is responsible for preparing the City’s capital improvement budget
(CIB) and the City’s Equipment 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 services offered by the Elecbic
Department.
Department Directors
Department Directors are responsible for preparing their operating budget requests and capital
budget requests in accordance with the City’s budget instructions. The Public Works 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.
GENERAL REVENUE MANAGEMENT
A. The City will seek to maintain a diversified and stable revenue base to protect it from short-term
fluctuations in any one revenue source.
B-4
1994-96 FINANCIAL PLAN AND BUDGET
BUDGET POLICIES
B. To emphasize and facilitate long-range planning, the City will project operating revenues for the
succeeding five years.
C. The City will make all current expenditures with current revenues, avoiding procedures that balance
current budgets by accruing future revenues, rolling over short term debt or borrowing reserves of
one fund to another.
RECREATION AND COMMUNITY CENTER FEES
A.
B.
C.
Recreation service 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 overall cost recovery goal, the following guidelines will be used:
1.
2.
3.
4.
Cost recovery for activities directed to adults should be relatively high.
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.
For cost recovery activities of less than lo%, there should be a differential in rates between
residents and non-residents.
These policy guidelines are sufficient in themselves in providing direction for setting the
recreation and community center fees, Although these targets may be internally useful in
administering recreation fees, the City’s management should have as much flexibility as
possible in setting specific activity fees as long as they meet the objectives and criteria
provided above. However, the Recreation Department and 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.
Charges will be assessed for use of rooms, pools, gymnasiums, ball fields, special use areas, and
recreation equipment for activities not sponsored or co-sponsored by the City. Such charges will
generally conform to the fee support categories listed above.
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.
i.
B-5
1994-96 FINANCIAL PLAN AND BUDGET
BUDGET POLICIES
I
ENTERPRISE FUND FEES 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.
OTHER FEES AND RATES
A. Ongoing Review
Fees and rates will be reviewed and updated on an ongoing basis to ensure that they are correct and
appropriate based on the changing needs of the community, i.e. economic concerns, social issues,
public safety.
B. General Concepts Regarding the Use of Service Fees and Rates
The use of fees and rates should be subject to the following general concepts:
1. Revenues normally will not exceed the reasonable cost of providing the service.
2. Cost recovery goals should be based on the total cost of delivering the service, including direct
costs, departmental administration costs, and organization wide cost such as accounting,
personnel, date processing, vehicle maintenance and insurance.
3. The method of assessing and collecting fees should be as simple as possible in order to reduce
the administrative cost of collection.
4. Rate structures should be sensitive to the "market" for similar services as well as to smaller,
infrequent users of the service and the influence rates and fees have on economic development.
5. A unified approach should be used in determining cost recovery levels for various programs
based on the factors discussed above.
C. Low Cost Recovery Services
Based on the criteria discussed above, the following types of services should have very low cost
recovery goals. In selected circumstances, there may be specific activities within the broad scope
of services provided that should have user charges associated with them. However, the primary
source of funding for the operation as a whole should be general purpose revenues, not user fees.
1. Maintaining and developing public facilities that are provided on a uniform, community wide
basis such as streets, parks and general purpose buildings.
2. Delivery of social service programs and economic development activities.
B-6
1994-96 FINANCIAL PLAN AND BUDGET
BUDGET POLICIES
D. Comparability with Other Communities
1. Fee surveys should never be the sole or primary criteria in setting City fees. There are many
factors that affect how and why other communities have set their fees at their levels. For
example:
a. What level of cost recovery is their fee intended to achieve compared with Mi's cost
recovery objectives?
b. What costs have been considered in computing the fees?
c. When was the last time that their fees were comprehensively evaluated?
d. What level of service do they provide compared with 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 1994-96 does not prevent future Councils from directing General Fund resources to other
funds and activities as necessary.
B-7
1994-96 FINANCIAL PLAN AND BUDGET
BUDGET POLICIES
A. Property Tax Allocation
1. The City’s property tax serves to provide for general municipal services as well as for debt
service, retirement obligations, public improvements and library purposes. The passage of
Proposition 13 on June 6, 1978, drastically changed the method of establishing and allocating
property tax revenues for all local agencies in California. In addition to limiting annual
increases in market value, placing a ceiling on voter approved indebtedness and redefining
assessed valuations, Proposition 13 established a maximum County wide levy for general
revenue purposes of 1% of market value. Under subsequent state legislation which adopted
formulas for the distribution of this County wide levy, the City now receives a percentage of
total property tax revenues.
2. As discussed above, the City no longer controls the amount or distribution of its property tax.
In distributing property tax revenues between funds since the passage of Proposition 13, the
following minimum ratios for special purposes have traditionally been used based on the tax
rates that were in effect prior to the passage of Proposition 13:
Fiscal Year 1978-79 Tax Rate Per $100 Percent
Special Municipal Purposes
Library .SO 17.86%
General Municipal Purposes - 1.38 82.14%
TOTAL $1.68 100.00%
3. For 1994-96 property tax revenues will be distributed proportionately to the following funds as
follows:
General Fund 65 % 50 %
Capital Outlay Fund - General Fund 15% 30 %
Library Fund 20 % 20%
TOTAL 100% 100%
1994-95 1995-96
B. All Gasoline Tax revenues (which are restricted by the State for street-related purposes) will be
used fa street maintenance and construction activities. With the State requirement for the City’s
level of effort of general fund revenues to match or exceed the State transfers to the City for gas
tax eligible programs and projects, this approach insures the accounting efforts in meeting State
reporting requirements are kept to a minimum.
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
1994-96 FINANCIAL PLAN AND BUDGET
BUDGET POLICIES
D. Enterprise Fund Allocations to the General Fund
1. The goal of Proposition 4 is to limit growth in appropriations of both state and local
government to changes in the cost of living and population in order to control spending
levels. Proposition 4 further describes the difference between "tax proceeds" and fees.
Tax proceeds are the revenue from regulatory licenses, user charges and user fees to the
extent the revenue exceeds the cost of providing the regulation, product or service. (This
includes transfers from an enterprise fund to the extent those funds exceeded the cost of
providing the services).
2. As discussed above, the funds transferred from the City's enterprise funds to the City's
general fund are "In-Lieu Taxes" to the extent they exceed the cost of services provided
by general services (accounting, personnel, legal, insurance, etc.). These taxes will be
levied during the 1994-96 Financial Plan and Budget period based on prior year revenues
as follows:
In-lieu Tax - Electric
In-lieu Tax - Water
In-lieu Tax - Sewer
12 %
20 %
20 %
E. Special Revenue Allocations to the General Fund
Revenues the City receives for specific services (i.e. vehicle tow charges) will not be designated
for use by an individual department unless required by statute or approved by the City Council.
When required by statute (i.e. asset seizure), these funds will be first allocated to the purchase
of necessary and essential equipment and/or services prior to purchase with General Fund
resources.
APPROPRIATION LIMITATION
A. The Council will annually adopt a resolution establishing its appropriation limit calculated in
accordance with Article XIIIB of the Constitution of the State of California, Section 7900 of the
State of California Government Code, and any other voter approved amendments or state
legislation that affect the City's appropriation limit.
B. The City will strive to develop revenue sources, both new and existing, which are considered non-
tax proceeds in calculating its appropriations subject to limitation.
C. The City will annually review user fees and charges and report to the Council the amount of
program subsidy, if any, that is being provided by the General Fund or Enterprise Funds.
B-9
1994-96 FINANCIAL PLAN AND BUDGET
BUDGET POLICIES
FUND BALANCE DESIGNATIONS AND RESERVES
A. The City should maintain fund balances of at least 15% of operating expenditures in the General
Fund as well as the Electric, Sewer, 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 Replacement 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 Replacement 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 Replacement Fund.
C. The Council may designate specific fund balance levels for future development of capital projects
which it has determined to be in the best long-term interests of the City.
D. In addition to the designations noted above, fund balance levels will be sufficient to meet funding
requirements for projects approved in prior years which are carried forward into the new year;
debt service reserve requirements; reserves for encumbrances; and other reserves or designations
required by contractual obligations, state law, or generally accepted accounting principles.
INVESTMENTS
A. Investments and cash management will be the responsibility of the City Finance
Director/Treasurer or designee.
B. The City's primary investment objective is to achieve a reasonable rate of return while minimizing
the potential for capital losses arising from market changes or issuer default. Accordingly, the
following factors will be considered in priority order in determining individual investment
placements:
1. Safety
2. Liquidity
3. Yield
B-10
1994-96 FINANCIAL PLAN AND BUDGET
BUDGET POLICIES
C.
D.
E.
F.
G.
H.
I.
J.
The City will strive to keep idle cash balances fully invested through 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 Director/Treasurer will develop and maintain an Investment Management Plan
which addresses the City’s administration of its portfolio, including investment strategies,
practices, and procedures.
CAPITAL FINANCING AND DEBT MANAGEMENT
Capital Financing
A. The City will consider the use of debt financing only for one-time capital projects and only under
the following circumstances:
1. When the project’s useful life will exceed the term of the financing.
2. When project revenues or specific resources will be sufficient to service the long-term debt.
B-11
1994-96 FINANCIAL PLAN AND BUDGET
BUDGET POLICIES
B. Debt financing will not be considered appropriate for any recumng purpose such as current
operating and maintenance expenditures. The issuance of short-term instruments such as revenue,
tax, or bond anticipation notes is excluded from this limitation.
C. Capital improvements will be financed primarily through user fees, service charges, assessments,
special taxes, or developer agreements when benefits can be specifically attributed to users of the
facility.
D. The City will use the following criteria to evaluate pay-as-you-go versus long-term financing in
funding capital improvements:
Pay-As-Y ou-Go
1. When current revenues and adequate fund balances are available or when project phasing can be
2. When debt levels adversely affect the City’s credit rating.
3. When market conditions are unstable or present difficulties in marketing.
accomplished.
Long-Term Financing
1. When revenues available for debt service are deemed to be sufficient and reliable so that long-
2. When the project securing the financing is of the type which will support an investment grade
3. When market conditions present favorable interest rates and demand for City financing.
4. When a project is mandated by State or Federal requirements and current revenues and available
5. When the project is required to meet or relieve service requirements.
6. When the life of the project or asset financed is 10 years or longer.
term financing can be marketed with investment grade credit ratings.
credit rating.
fund balances are insufficient.
Debt Management
E. The City will not obligate the General Fund to secure long-term financing except when the
marketability can be significantly enhanced.
F. No more than 60% of all capital projects will be funded from long-term financing; and direct debt
will not exceed 2% of the City’s assessed valuation.
G. A feasibility analysis will be prepared for each long-term financing to assess debt service on
current and future operations. This will also include an analysis on the reliability of revenues b
support a debt service.
B-12
1994-96 F'INANCIAL 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 Replacement Fund and projects funded by an Enterprise
Fund) which cost more than $10,000 will be included in the Capital Improvement Budget (CIB);
minor capital outlays of $lO,OOO or less will be included with the operating activity budgets.
Enterprise Fund projects and major equipment purchases will be based on the capitalization
practices of the Enterprise.
The purpose of the CIB is to systematically plan, schedule, and finance capital acquisitions to
ensure cost-effectiveness as well as conformance with established policies. The CIB will be a 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 facilities, equipment or infrastructure; and capital facility projects which significantly
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
1994-96 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, feasibility analysis, schematic design,
environmental determination, property appraisals, scheduling, grant application, grant approval,
and specification preparation for equipment purchases. * ACQUISITION - Includes equipment purchases and property acquisition for projects, if
necessary. * DESIGN - Includes final design, plan and specification preparation, and construction cost
estimation. * CONSTRUCTION - Includes bid administration, construction, project inspection and
management, and closeout. * DEBT SERVICE - Installment payments of principal and interest for completed projects funded
through debt financing.
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.
PERSONNEL RESOURCE MANAGEMENT
A.
B.
C.
Regular authorized staffing will be fully budgeted and funded.
Staffing and contract service budget ceilings will limit total expenditures for regular employees,
temporary employees, overtime and independent contractors hired to provide operating and
maintenance services.
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
1994-96 FINANCIAL PLAN AND BUDGET
BUDGET POLICIES
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, term, and expected results of the proposed position.
b. Staffing and material costs including salary, benefits, equipment, uniforms, clerical support,
c. The ability of private industry to provide the proposed service.
d. Additional revenues or cost savings which may be realized.
and facilities.
4. Periodically, and prior to any request for additional regular positions, programs will be evaluated
to determine if they can be accomplished with fewer regular employees under a "productivity
review .
Temporary employees are employees other than regular employees, elected officials, and
volunteers budgeted in hours. Temporary employees will augment regular City staffing only as
limited term employees, seasonal employees, emergency, intermittent, contract employees, and
interns. The City Manager will encourage the use of temporary employees to meet peak workload
requirements, fill interim vacancies, and accomplish tasks where less than regular, year-round
staffing is required.
Contract employees will be defined as temporary employees with written contracts approved by
the City Manager who may receive approved benefits depending on hourly requirements and the
length of their contract. Contract employees will generally be used for medium-term (generally
between six months and two years) projects, programs, or activities requiring specialized or
augmented levels of staffing for a specific period of time. The services of contract employees will
be discontinued upon completion of the assigned project, program or activity. Accordingly,
contact employees will not be used for services that are anticipated to be delivered on an ongoing
basis.
Independent contractors will not be considered City employees. Independent contractors may be
used in two situations:
1. Short term, peak 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 Director.
B- 15
1994-96 FINANCIAL PLAN AND BUDGET
BUDGET POLICIES
2. Construction of public works projects and the provision of operating, maintenance, or
specialized professional services not routinely performed by City employees. Such
services will be provided without close supervision by City staff, and the required
methods, skills, and equipment will generally be determined and provided by the
contractor.
PRODUCTIVITY REVIEW
The City will constantly monitor and review its methods of operation to ensure that services continue to
be delivered in the most cost effective manner possible. This review process encompasses a wide range
of issues, including:
A. Maintaining a decentralized approach in managing the City’s services. Although some level of
centralization is necessary for review and control purposes, decentralization supports productivity
by:
o Encouraging accountability by delegating authority to the lowest possible level.
o Stimulating creativity, innovation, and individual initiative.
o Reducing the administrative cost of operation by eliminating unnecessary review procedures.
o Improving the organization’s ability to respond to changing needs and to identify and
implement cost saving programs.
o Assigning responsibility for effective operations and citizen responsiveness to the department.
B. Analyzing systems and procedures to identify and remove unnecessary review requirements.
C. Evaluating the ability of new technologies and related capital investments to improve productivity.
D. 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.
E. Implement annual performance reviews and appropriate methods of recognizing and rewarding
exceptional employee performance.
F. 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.
G. Periodic formal review of operations on a systematic, ongoing basis.
B-16
1994-96 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
services provides the City with the opportunity for cost containment and productivity
enhancement. As such, the City is committed to using private sector resources in
delivering municipal services as a key element in our continuing efforts to provide cost
effective services.
2. Private sector 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 contracts compared with in-house performance of
the service, indirect, direct and contract administration costs of the City will be identified
and considered.
4. Whenever private sector providers are available and can meet established service levels,
they will be seriously considered as viable service delivery alternatives using the evaluation
criteria outlined below.
5. For programs and activities currently provided by City employees, conversions to contract
services will generally be made through attrition, reassignment or absorption by the
contractor.
B. Evaluation Criteria
Within the general policy guidelines stated above, the cost-effectiveness of contract services in
meeting established service levels will be determined on a case-by-case basis using the following
criteria:
1.
2.
3.
4.
5.
6.
7.
Is a sufficient private sector market available to deliver this service?
Can the contract be effectively and efficiently administered?
What are the consequences if the contractor fails to perform, and can the contract
reasonably be written to compensate the City for any such damages?
Can a private sector contractor better respond to expansions, contractions, or special
requirements of the service?
Can the work scope be sufficiently defined to ensure that competing proposals can be fairly
and fully evaluated, as well as the contractor’s performance after bid award?
Does the use of contract services provide the City with an opportunity to redefine service
levels?
Will the contract limit the City’s ability to deliver emergency or other high priority
services?
B-17
1994-96 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 centralizing general administrative
services to the extent they serve the needs of the City as a whole and provide for greater
cost efficiency. Accordingly, general and administrative services will be charged to those
activities not financed by the General Fund by use of a cost allocation plan.
2. The City will develop a cost allocation plan for general government services provided the
City’s enterprise fund and special revenue fund activities in accordance with accepted cost
allocation methodology.
3. The cost of general government services will be financed by operating transfers established
in the cost allocation plan and transferred to the general fund annually at the time the City
budget is adopted.
4. The Finance Director will perform periodic reviews of the City’s cost allocation plan to
ensure the distribution of costs are made in accordance with accepted practices of the City.
The results will be 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 theLCity of indirectloverhead costs.
B. Cost Allocation Criteria
1. Costs will be allocated considering the following criteria:
* * *
*
Cause and effect - the identification of output in proportion to the service provided.
Benefits received - the allocation of cost in relation to the benefits received.
Fairness and equity - the allocation must be mutually satisfactory to the parties
affected.
Ability to bear - the allocation of cost must consider the ability to pay and the
impact on the services provided.
2. Costs will be allocated to activities when the overall service benefits the City as a whole
but a particular cost benefit can not be shown.
3. The criteria for allocating costs will be included in the City budget to allow for evaluation
of the cost distribution criteria.
B-18
1994-96 ]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 identifying 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. Current goals
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 A
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 B
These represent a high priority, but they will be considered in the context of higher priority goals
and available resources.
Programs and Projects Rated C
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 narrative form with the following information:
* Objectives
* Background * Action steps
* Financial and staff resources required
* Outcome/final product * Responsible Department
B-19
Section C
BUDGET GRAPHICS AND SUMMARIES
1994-96 FINANCIAL PLAN AND BUDGET
This section provides tables and graphs which highlight key financial relationships and summarize the
overall budget. The following tabIes and graphs are included:
Operating Program Expenditures - All Funds Combined
Total Funding Sources - All Funds Combined
General Fund Operating Expenditures
General Fund Revenues and Sources
General Fund Tax Revenues
Authorized Regular Positions by Mission
c- 1
BUDGET GRAPHICS AND SUMMARIES
TOTAL EXPENDITURES -ALL FUNDS COMBINED
I 1994-95 OPERATING BUDGET - $76,981,882 1
PUBLIC UTILITIES
PUBLIC
DEBT
SERVICE
CAPITAL
PROJECTS
OTHER
PURCHASES
SAF RANSPORTATION
LB
ECONOMIC
GOVERNMENT
Expenditures
Public Safety
Public Utilities
Transportation
Leisure, Cultural & Social Services
Community & Economic Development
General Government
Bulk Power Purchase
Other Purchases
Capital Projects
Debt Service
$9,879,359
10.999,081
2,530,995
3,756,791
1,578,407
5,605,958
25,216,386
2,444,852
5,162.81 8
1,423,007
$9,846,396
I i ,444,573
2,783,514
4,16031 2
1,697,430
5,461,765
26,565,400
2,462,127
11,384,467
1,417,238
$1 0,141,795 $10,271,590
12,270,484 12,368,988
2,763,735 2,827,561
3,963,478 3,990,411
1,696,514 1,696,511
5,684,719 5,675.87'
26,709,000 27,194,001
2,554,320 2,456,74#
9,603,394 11,046,751
1,594,443 1,8453
c-2
BUDGET GRAPHICS AND SUMMARIES - ~~ ~
FUNDING SOURCES -ALL FUNDS COMBINED
I 1994-95 FUNDING SOURCES - $76,981,882 1
OTHER SOURCES (USES) OTHERREVENUE
X REVENUES
INVESTMENT/
PROPERTY
REVENUE FROM
OTHERS SERVICE
CHARGES
Revenues
Tax Revenues
Licenses and Permits
Fines and Forfeitures
Investment/Property Revenues
Revenue from Others
Service Charges
Other Revenues
Other Sources (Uses)
51 5,232,401
221,997
124,673
1,485,422
5,237,538
46,505,620
1,403,707
(1,613,704)
$1 5,929,208 $16,508,985 $16,758,635
324,100 355,600 355,601
86,40(
1,466,400 1,485.200 1,485,20(
5,036,193 5,568,477 5,096,20(
48,257,133 47,682,545 47,680,54!
578,484 557,010 557.1 O(
5,545,604 4,737,665 7,354,137
86,300 86,400
c-3
BUDGET GRAPHICS AND SUMMARIES
GENERAL FUND EXPENDITURES
1 1994-95 GENERAL FUND EXPENDITURES - $21,875,578 I
TRANSPORATION
PUBLIC SAFETY
EISURE, CULTURAL
SOCIAL SERVICES
COMMUNITY 8
ECONOMIC
DEVELOPMENT
GENERAL GOVERNMENT
Public Safety $9,877,119 $9,826,101 $10,141,795 $10,271,59(
Public Utilities
Transportation 2,156,950 2,428,144 2,254,090 2,269,33
Leisure, Cultural & Social Services 2,833,181 3,063,411 2,876,725 2,845,20
Community & Economic Development 1,578,407 1,697,430 1,696,514 1.696,51
Genera I Government 4,856,035 4,651,537 4,906,454 4,898,78
c-4
5-3
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BUDGET GRAPHICS AND SUMMARIES
AUTHORIZED REGULAR POSITIONS BY MISSION
r 1994-95 AUTHORIZED REGULAR POSITIONS 378.5 I
GENERAL
GOVERNMENT
COMMUNITY
DEVELOPMENT
LEISURE,
CULTURAL L
SOCIAL SERVICES
TRANSPOR PUBLIC UTILITIES
SAFETY
Public Safety 154.0 151 .O 151 .o 156.1
Public Utilities 79.0 75.0 73.0 73.1
Transportation 29.5 27.5 24.0 24.1
Leisure, Cultural and Social Services 54.0 49.0 45.0 45.1
Community Development 26.0 25.0 24.5 24.!
Genera I Go ve rn me n t 67.5 64.0 61 .O 61 .I
c-7
Section D
OPERATING ACTIVITIES
1994-96 FINANCIAL PLAN AND BUDGET
OPERATING ACTIVITIES
OVERVIEW
This section lists and describes those Activities organized to deliver approved services and are arranged
on services by mission. Accordingly, this format allows the City to organize the budget around the
criteria:
Policies and goals which define the nature and level of services required without emphasizing
Department organization and turf concerns.
Suitable activities for delivering services.
Objectives for improving the delivery of services.
Identification and appropriation of resources required to conduct activities and accomplish
objectives.
The presentation of the City's operating expenditures is organized along "mission lines" using a pyramid
approach summarized as follows:
Mission - The highest level of summarization used in the City's financial plan. The function
represents a fundamental City-wide service mission under which are grouped the related activities
crossing organizational (department) boundaries and aimed at accomplishing a major mission. The
six missions in the financial plan are:
* Public Safety * Leisure, Cultural and Social Services * Public Utilities * Community and Economic Development
* Transportation * 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 relationship between Missions, Programs, Activities, and Tasks:
Mission: Public Utilities
Program: Electric Service
Activity: Electric Utility Administration
Task: Supervision of Department staff
D- 1
i
1994-96 FINANCIAL PLAN AND BUDGET
OPERATING ACTIVITIES
Mission and Program Resoonsible Office Primarv Fundine Source
Public Safety
Police Protection
Fire Safety
Other Safety Services
Wastewater Utility Services
Water Utility Services
Electric UtiIity 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
Planning
Construction Development:
Engineering
Construction Regulation
Public Utilities
Transportation
Community and Economic Development
Economic Development
Legislation and Policy
General Administration
City Manager
Public Works Administration
General Government
Legal Services
Records Admin & Elections
Administrative Services
Personnel Services
Risk and Solid Waste Management
Information Systems
Finance Services
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 Administration Personnel
Contingencies City Manager
Public Works
Non-Departmental
General Fund
General Fund
General Fund
Sewer Fund
Water Fund
Electric Fund
General Fund
Electric Fund
Transit Fund
General Fund
Library Fund
General Fund
Child Care Service 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
Maintenance Fund
General Fund
Self Insurance Fund
Self Insurance Fund
Benefits Fund
D -2
1994-96 FINANCIAL PLAN AND BUDGET
OPERATING ACTIVITIES
The information in an Activity Description includes the following elements:
Department Title - The Mission Title, Activity Name, Department responsible for program
administration, Program and Primary Fund Source
Activity Description - Activity purpose, goals and objectives are described in this part.
Activity Costs - Four years of historical and projected expenditures for the last fiscal years (1992-93),
the current Budget Year (1993-94) as approved, the Requested Budget Year (1994-95), and the Proposed
Budget Year (1995-96). Activity costs are divided into five cost categories by object code:
1. 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.
2. Utilities and Communications - All expenditures for utilities and communications.
3. Supplies, Materials & Services - All expenditures for the purchase of supplies, material and
services necessary for the conduct of day-to-day operations.
4. 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 $10,000 are included in the
appropriate capital improvement budget.
5. 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 significant expenditure and staffing change is defined as a change
that meets the following criteria:
*
* Significant one-time costs * *
*
*
Any change in regular staffing
Major service curtailments or expansions
Changes in operations that will significantly affect other departments or customer services
Changes that affect current policy
Dollar parameters vary by Department; however, changes that increase Activity costs by more
than $5,000 should be considered a major expenditure change
Major Objectives - This is a list of significant objectives necessary to improve or change service
delivery, including Capital Improvement Budget projects that will be managed by the Activity.
D-3
1994-96 FINANCIAL PLAN AND BUDGET
EXPENDITURE SUMMARIES
OVERVIEW
The following expenditure summaries are provided to highlight the financial relationships between
missions and programs as well as to summarize the overall activity budgets. This summary is presented
at the mission, program and activity level.
Expenditures By Mission
* Summarizes operating expenditures at the mission and program level
Expenditures By Activity
* Summarizes operating expenditures at acitivity and groups these expenditures by program and
mission
D-4
Operating Activities
EXPENDITURE SUMMARIES
1994-96 Financial Plan and Summary Sum I.wk3
Operating Budget By Mission
1992-93 1993-94 1994-95 1995-96
PUBLIC SAFJ3TY
Po I ice Protection
Fire Safety
Other Safety Services
Total Public Safety
6,597,310 6,592,381 6,755,565 6,791,565
3,282,049 3,238,015 3,370,330 3,464,125
9,879,359 9,846,396 10,141,795 10,271,590
0 16,000 15,900 15,900
PUBLIC UTILITIES
Water Services 2,288,142 226 1,948 2,005,809 2,005,809
Electric Services 6,611,622 6,946,374 7,804,660 7,903,160
Total Public Utilities 10,!?39,08 1 11,444573 12,270,484 12,368,984
Wasteuater Services 2,099,317 2236251 2,460,O 15 2,460,015
TRANSPORTATION
Streetsand Flood Control
Transit
Total Transportation
2,156,950 2,428,144 2,254,090 2,269,335
374,045 355,370 509,645 558,225
2,530,995 2,783 3 14 2,763,735 2,827,560
LEISURE, CULTURAL & SOCIAL SERVICES
Parks and Recreation 2,351,006 2,545,254 2,378,155 2,358,930
Cultural Services 1,334,305 1,482,026 1,481268 1527,433
Total Leisure, Cultural & Social Services 3,756,79 1 4,1605 12 3,963,478 3,990,418
Social Services 7 1,480 133,232 104,055 104,055
COMMUNITY & ECONOMIC DEVELOPMENT
Planning 317,664 3 18,456 3 19,330 3 19,330
Construct ion Development 1,193,285 1,172,834 1,201,294 1,201,294
Economic Development 67,458 206,140 175,890 175,890
Total Community Dcvclopmcnt 1,578,407 1,697,430 1,6963 14 1,6965 14
GENERAL GOVERNMENT
Legislation and Policy
General Administration
Legal Services
City Clerk Services
Administrative Services
Organizational Support Services
Non-Departmental Services
Total Gcncral Government
66,343
494,465
168,553
151,790
2,068,477
1,638,s 16
1,0 173 14
5,GOS,95S
73995 74,150 74,150
5 12533 496,215 496,215
178,670 217,640 217,640
128,656 142,525 130,475
1,98 1,995 1,9S0,&3 1 2,009,881
1,7 15,288 1,645,705 1,644,515
870,628 1,127,603 1 , 103,003
5,46 1,765 5,684,7 19 5,675,879
TOTAL OPERATING BUDGET
1994-96 Financial Plan and Summary Sum l.wW
Operating Budget By Activity
Anr 15.1994 ".
1992-93 1993-94 1994-95 1995-96
Cultural Services
Library Board
Library
Community Center Commissions
Community Center
Cultural Activities
Social Services
3323 1,663
852,130 %3&9 979,175 1,039JoO
9 1,957 93,396 5,750 5,750
352,934 38926 1 458,375 446,075
37284 35,500 34,445 34,445
Camp Hutchins 7 1,480 133,232 104,055 104,055
Total Leisure, Cultural & Social Services 3,756,791 4,160,512 3,963,478 3,990,418
COMMUNITY & ECONOMIC DEVELOPMENT
Planning
Comm un ity Dew lopment Commissions
Current and Advance Planning
Construction Development
Building and Safety
Engineering
Economic Development
Total community Development
GENERAL GOVERNMENT
Legislation and Policy
General Ad ministration
City Council
City Manager
Public Works Administration
Legal Services
City Attorney
City Clerk Services
Records Administration
Election Administration
Administrative Services
Personnel Services
Risk S: Solid Waste Management
In for mat ion S ysr ems
Finance Administration
Accounting Services
Revenue Services
Data Processing
Purchasing
Field Services
Building Maintenance
Equipment Maintenance and Motor Pool
Non-Departmental Services
General Support
General Liability
Other Insurance
Benefits Administration
Total Geocral Govcrnmcnt
Organizational Support Services
8,250 8,250
3 17,664 318,456 311,080 311,080
405,44 1 423,097 457,480 457,480
787,844 749,737 743,8 14 743s 14
67,458 206,140 175,890 175,890
1578,407 1,697,430 1,6963 14 1,6%,514
66343 73,995 74,150 74,150
260,055 272,O 18 259,720 259,720
234,410 240315 236,495 236,495
168,553 178,670 217,640 217,640
12935 1 12 1,006 120,000 120,000
22,439 7,650 22,525 10,475
224,890
170,425
0
239,878
3 14,357
486,010
394,504
238,413
208,680
196,694
0
210,499
317,410
491,361
307,620
249,73 1
196,955
111,655
61,451
224,260
32 1,820
5 12,730
301295
250,615
239,455
111,655
61,451
2 10,760
32 1,820
512,730
301395
250,615
370,705 369,484 343,785 343,785
506,126 52 1,866 508,680 507,490
76 1,985 823,938 793240 793,240
189,399 293,563 277,673 277,673
596,248 338,625 585,690 561,090
22,539 19,940 18,940 18,940
245,300 245,300 209,328 218,500
5,605,958 5,461,765 5,684,719 5,675,879
TOTAL OPERATING BUDGETS 34,350,591 35,394,190 36320,725 36,830,945
D-7
1994-96 Financial Plan and Summary Sum Lwk3
Opcrating Budget By Activity
Amr 15.1994 -.
1992-93
PUBLIC SAFETY
Police Protection
Police Administration
Police Operations
Police Investigations
Animal Shelter
Fire Administration
Fire Prevention
Training
Special Services
Other Safety Services
Graffiti Abatement
Total Public Safety
Fire Safety
6,297,829
3,833
206,098
89,550
3,069,484
210,618
190
1,757
9,879,359
940,421
3,909,728
1,648,790
93,442
3,030,935
204,580
2300
16,000
9,846,396
932,610
4,173,895
1,555,895
93,165
295 1 ,o 10
202,420
94,565
122,335
15,900
10,141,795
932,610
4,209,895
1,555J395
93,165
3,030,465
229,820
94,565
109,275
fi,900
10,271,590
PUBLIC UTILITIES
Water Utility Services 2,288,142 2,261,948 2,005,809 2,005,809
Wastewater Utility Services 2,099,317 2,236251 2,460,015 2,460,015
Electric Utility Services 6,6 1 1,622 6,946,374 7,804,660 7,903,160
Total Public Utilitics 10,999,os 1 11,444,573 12,270,484 12,368,984
TRANSPORTATION
Streets and Flood Control
Street Maintenance
Street Trees
Street Cleaning
Parking Lot Maintenance
Slorm Drains
Transit
Total Transportation
1,6353 1 1,909,15 1 1,897#800 lgMS00
160,795 180,263 20,000 20,000
15,193 25,020 5350 5350
374,045 . 355,370 509,645 SSSD
229,065 164,035 15 1,725 15 1,725
116,616 149,675 179,215 189,960
2530,995 2,783s 14 2,763,735 2,827,560
LEISURE, CULTURAL & SOCIAL SERVICES
Parks and Recreation
Parks S: Recreation Commission
Parks and Recreation Administration
Playgrounds
YouthKeen Sports
Indoor/Outdoor Activities
Aquatics
Adult Sports
Specialty Classes
Concessions
Sports Facilities
Lodi L?ke Park
Park Maintenance
Park Rangers
Equipment Maintenance
677,138
68,982
S0,197
21,991
12s,s41
110,010
20,260
252S4
382,172
618,354
86,543
131,234
623,261
64,203
96,sSO
20,635
157,995
13 1,935
50,000
12,955
458,197
149,555
508,853
102,975
167,810
1,550
570,155
74,520
112,695
34,655
190360
107,205
26,000
365,!226
139,825
467,724
20,000
101,350
166,190
1,550
566,430
74,520
112,695
34,655
180,360
107,205
26,000
20,000
360,426
l39,825
467,724
iL@1,350
166,190
D-6
PUBLIC SAFETY
PUBLIC SAFETY
ACTIVITY: Police Administration
DEPARTMENT: Police
PROGRAM: Police Protection m: General Fund
ACTJYITY DESCRXPTION
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 highly-qualified police employees; 3) timely
response to calls for public safety services; and, 4) citizen participation in public safety efforts. This activity has four major
, elements:
* Police department leadership. Develop, implement and maintain police department policies; prepare department budget;
fiscal management and grant administration; statistical analysis; recruitment and screening of new police officers; plan
ways to meet new demands for police services (55 percent of the activity).
* Training. Schedule and coordinate In-service and off-site mandated police training (5 percent of the activity).
* Crime prevention and education. Develop and coordinate public relations efforts to inform and educate citizens 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).
1992-93 1993-94 1994-95 1995-96
ACTIVITY COSTS ACTUAL BUDGETED REQUESTED PROPOSED
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments
Total
STAFFING SURlhlARY
Regular Positions
Police Chief
Police Lieutenant
Police Sergeant
Community Service Officer
Administrative Assistant
Department Secretary
Total
Temporary Positions:
Full-time equivalents
$5,766,308 $351,875 $389,285 $389,285
47,838 13,000 14,900 14,900
471,959 562,043 528,425 528,425
11,724 13,503
$6,297,829 $940,421 $932,610 $932,6 10
1
1
1
2
1
1
7
-
0
1
1
0
2
1
1
6
-
0
1
1
0
2
1
1
6
-
0
1
1
0
2
1
6
0
D-9
PUBLIC SAFETY
ACTIVITY: Police Administration
DEPARTMENT: Police
PROGRAM: Police Protection
FUND: General Fund
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
* 1994-96: Refinance lease purchase of AS 400 and increase disk capacity ($15,360 savings)
1994-96 ACTIVITY OBJXTIVES
* 1994-96: Revise Department Policy and Procedure Manual * 1994-96: Expand Police Partners Program to 100 volunteers * * 1994-96:
1994-96:
Coordinate with State Legislature on new "Asset Seizure" legislation.
Indentify and obtain additional radio frequencies for police operations
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)
CITY MANAGER BUDGET ADJUSTMENTS
* 1994-96: Added $6,400 for communication costs (200 series)
Added $2,270 for contract maintenance (300 series)
Subtracted $5,000 for contract services (300 series)
CITY COUNCIL BUDGET ADJUSTMENTS
* 1994-95: Added $5,000 for contract services (300 series)
Subtracted $9,360 for supplies, materials and services (300 series)
D-10
PUBLIC SAFETY
ACTIVITY: Police Operations
DEPARTMENT: Police
PROGRAM: Police Protection
FUND: General Fund
ACTIVITY DESCRIPTION
The police operations activity maintains public order, apprehends law violators, incarcerates criminals, enforces traffic
regulations, and operates and maintains the city's emergency communications and dispatching services. Activity goals are:
1) general public compliance with local, State and Federal laws; 2) timely response to calls for service; 3) safe and efficient
traffic circulation; 4) freedom from crime for citizens and visitors to the City; and, 5) successful suppression of criminal
conduct. This activity has six major elements:
General patrol. Provide area patrols (vehicle, bicycle and foot patrols) for suppression and detection of criminal activity;
provide general assistance to citizens and visitors to Lodi; respond to service calls; and, apprehend law violators (70
percent of the activity).
Traffic patrol. Provide traffic patrols to enforce local and State traffic and vehicle regulations; issue citations; respond
to traffic accidents; and, enforce local parking regulations (5 percent of the activity).
Extraordinary police response. Respond to major disturbances and high risk incidents, arrests, and searches (3 percent
of the activity).
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 (13 percent of the activity).
Jail services. Receive, process, hold, care and feed prisoners booked into the Lodi jail (7 percent of the activity)
ACTIVITY COSTS
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments
Total
1994-95 1995-96 1992-93 1993-94
ACTUAL BUDGETED REQUESTED PROPOSED
$3,900,428 $4,155,470 $4,205,270
$3,833 8,650 4,300 4,300
650 14,125 325
$3,833 $3,909,728 $4,173,895 $4,209,895
D-11
PUBLIC SAFETY
ACTIVITY: Police Operations
DEPARTMENT: Police
PROGRAM: Police Protection
FUND: General Fund
ACTIVITY COSTS
STAFFING SUMMARY
Regular Positions
Police Captain
Police Lieutenant
Police Sergeants
Police Officers
Records Clerk
Community Service Officer
Dispatch Supervisor
Dispatcher/Jailer
Total
Temporary Positions:
Full-time equivalents
1992-93 1993-94 1994-95 1995-96
ACTUAL BUDGETED REQUESTED PROPOSED
1
4
6
38
1
0
0
-
50
0
1
4
6
40
1
0
0 - 14
66
0
1
4
6
40
0
3
1 - 13
68
0
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
*
* 1994-95: Purchase 3 radios for motorcycle unit ($9,140) * 1994-95: Purchase 4 radios for bike patrol ($9,600) * 1995-96: Add 1 patrol officer ($49,800)
1994-95: Purchase 2 radios for bike patrol and Field Training Officers with Impact Fees ($4,200)
1994-96 ACTIVITY OBJECTIVES
* 1994-96: Develop and implement a Community Oriented Policing Program
RELATED COST CENTERS
Police Operations (10-103.02)
Auxiliary Police (10-104.01)
CITY MANAGER BUDGET ADJUSTMENTS
* 1994-96: Subtracted $67,375 of overtime (100 series)
CITY COUNCIL BUDGET ADJUSTMENTS
1
4
6
41
0
3
1
13
69
-
0
* 1994-95: Subtracted $9,140 for purchase of 3 patrol radios (500 series)
Subtracted $4,300 for supplies, materials and services from auxiliary police (300 series)
D-12
PUBLIC SAFETY
ACTIVITY: Police Investigations
DEPARTMENT: Police
PROGRAM: Police Protection m: General Fund
ACTIVITY DESCRIPTION
The police investigations activity conducts investigations of felony crime; develops and maintains case records, reports and
evidence; maintains records and reports on criminal activity and persons; and, crime suppression. Activity goals include: 1)
early identification, suppression andlor arrest of felony crime and persons; 2) timely investigation of crimes and criminal
activity; 3) successfi.~l prosecution of apprehended criminal; and, 4) freedom from crime and criminal activity for citizens and
visitors to Lodi. This activity has six major elements:
General investigations. Conduct and coordinate investigations of felony and some misdemeanor crimes or criminal
activity; develop case records and reports; obtain and secure evidence; conduct follow-up investigations as required; and
make arrests (40 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 andlor use of controlled substances (20 percent of the activity).
Suppression of gang activities. Identify and develop contacts with gang members; develop program to promote
responsible and constructive activity and citizenship by gang members and young people in Lodi; 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 arrest records; and provide information to other agencies and
public as required (10 percent of the activity)
1992-93 1993-94 1994-95 1995-96
ACTIVITY COSTS
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments
Total
ACTUAL BUDGETED REQUESTED PROPOSED
$202,098 $1,646,390 $1,553,895 $1,553,895
4,000 2,400 2,000 2,000
$206,098 $1,648,790 $1,555,895 $1,555,895
D-13
PUBLIC SAFETY
ACTIVITY: Police Investigations
DEPARTMENT: Police
PROGRAM: Police Protection m: General Fund
ACTMTY COSTS
STAFFING SUMMARY
Regular Positions
Police Captain
Police Lieutenant
Police Sergeants
Police Officers
Service Division Supervisor
Dispatcher
Crime Analyst
Community Service Officer
Records CIerk
Total
Temporary Positions:
Full-time equivalents
1992-93
ACTUAL
2
0
1
14
1
15
1
5
7
46
0
-
1993-94 1994-95
BUDGETED REQUESTED
1
1
1
14
1
0
0
5
7
30
0
-
1
1
1
14
1
0
0
2
8
28
0
-
1995-96
PROPOSED
1
1
1
14
1
0
0
2
8
28
0
-
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
* 1994-95: Purchase video recorder ($4,500)
1994-96 ACTIVITY OBJECTIVES
*
* 1994-96: Expand use of citizen volunteers *
* 1994-96: Develop and implement innovative responses to community problems * *
1994-96:
1994-96:
1994-96:
1994-96:
Support Operations Division by assuming complex and/or long term investigations
Work closely with schools and community to reduce gang influence within the community
Assess community concerns and priorities regarding criminal activity in order to establish division priorities
Analyze specific functions and responsibilities in order to streamline activities to become more efficient
RELATED COST CENTERS
Police Investigations (10-103.03)
Drug Suppression Grant (10-103.05)
Drug Suppression - City Match (10-103.06)
CRACNET - City Match (10-103.08)
Special Investigations (1 0- 105 .O 1)
CRACNET (10-103.07)
CITY MANAGER BUDGET ADJUSTMENTS
* 1994-96: Subtracted $5,695 of overtime in investigations (100 series)
Subtracted $3,500 of overtime in drug grant (100 series)
Subtracted $3,500 of overtime in drug grant match (100 series)
Subtracted $7,330 of overtime in CRACNET grant (100 series)
Added $7,500 of overtime in CRACNET grant match (100 series)
D-14
PUBLIC SAFETY
ACTIVITY: Police Investigations
DEPARTMENT : Police
PROGRAM: Police Protection
FUND: General Fund
CITY COUNCIL BUDGET ADJUSTMENTS
* 1994-95: Subtracted $4,500 for purchase of video recorder (500 series)
D-15
PUBLIC SAFETY
ACTIVITY: Animal Shelter
DEPARTMENT: Police
PROGRAM: Police Protection
FUND: General Fund
ACTIVITY DESCRIPTION
The Animal Shelter activity is responsible for controlling dogs and cats; impounding of loose, stray or unwanted animals;
disposal of dead animals found on City streets; and recording and reporting animal bites and suspected cases of rabies.
Activity goals include: 1) responsible control of dogs and cats by owners; 2), enforcement of City’s animal control ordinances;
and, 3) timely response to calls 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 (25 percent
of the activity).
1992-93 1993-94 1994-95 1995-96
ACTIVITY COSTS ACTUAL BUDGETED REQUESTED PROPOSED
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments
Total
STAFFING SUMMARY
Regular Positions
Animal Control Officer
Assistant Animal Control Officer
Total
Temporary Positions:
Full-time equivalents
SIGNIFICANT EXPEhJITURE AND STAFFING CHANGES
None
1994-96 ACTIVITY OBJECTIVES
None
RELATED COST CENTERS
Animal Shelter (10-101.01)
CITY MANAGER BUDGET ADJUSTMENTS
$78,676 $79,765 $80,985 $80,985
2,158 1,380 1,340 1,340
8,716 12,297 10,840 10,840
$89,550 $93,442 $93,165 $93,165
1
1
2
0
1
1
2
0
1
1
2
0
1
1
2
0
* 1994-96: Subtracted $500 in special materials (300 series)
D-16
PUBLIC SAFETY
ACTMTY: AdministratiodEmergency Response PROGRAM: Fire Safety
DEPARTMENT: Fire m: General Fund
ACTIVITY DESCRIPTION
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 calls 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:
Advance planning. Anticipate community needs for fire services and scheduling required changes in facilities, equipment
and staffing; prepare drawings of buildings; and, identify special hazards within or near the City (5 percent of the
activity).
Personnel 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 (13 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, collapsed 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).
1992-93 1993-94 1994-95
ACTIVITY COSTS
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments
Total
ACTUAL BUDGETED REQUESTED
$2,863,665 $2,75 1 ,O 10 $2,655,490
27,934 19,355 19,255
176,319 257,618 232,730
1,469 1,667 42,750
97 1.285 785
$3,069,484 $3,030,935 $2,951,010
1995-96
PROPOSED
$2,783,490
19,255
226,935
785
$3,030,465
D-17
PUBLIC SAFETY
ACTIVITY: AdministrationlEmergency Response PROGRAM: Fire Safety
DEPARTMENT: Fire FUND: General Fund
ACTIVITY COSTS
STAFFING SUMMARY
Regular Positions
Fire Chief
Fire Administrative Officer
Fire Battalion Chief
Fire Captain
FirefighterlEngineer
Administrative Clerk
Total
Temporary Positions:
Full-time equivalents
1992-93 1993-94 1994-95 1995-96
ACTUAL BUDGETED REQUESTED PROPOSED
1
2
3
9
30
1
46
-
0
1
2
2
9
30
0
44
-
0
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
* 1994-95: Add part-time clerical support ($9,600) * 1994-95: Purchase 4 Personal Computers and system ($17,750) * 1994-95: Purchase controllers, terminals and printers ($5,000) *
* 1994-95: Refurbish Fire Engine #2 ($25,000) * 1995-96: Purchase firefighting equipment for Fire Engine #4 ($20,000) *
1994-95: Purchase equipment, parts and tools to maintain and refurbish Engines ($20,000)
1995-96: Add 3 firefighters for new west-side fire station ($128,000)
1991-96 ACTIVITY OBJECTIVES
* 1994-95: Evaluate services to identify savings and efficiencies * 1994-95: Correct deficies in the communication, information system network * 1994-95: Develop architectural drawings for new fire station *
* 1995-96: Coordinate construction and equipping of new fire station
1994-95: Refurbish fire engine for assignment to west-side fire station
RELATED COST CENTERS
Fire Administration (10-201.01)
CITY MANAGER BUDGET ADJUSTMENTS
* 1994-96: Subtracted $1,560 from purchase of gas (200 series)
Added $1 15 for refuse collection (200 series)
Subtracted $780 from training (300 series)
Subtracted $3,435 for repairs to machinery and equipment (300 series)
Added $2,365 for repairs to auto equipment (300 series)
Subtracted $2,000 for sublet service contracts (300 series)
Subtracted $500 for special payments (600 series)
1
1
1
9
30
0
42
-
.6
1
1
1
9
33
1
46
-
.6
D-18
PUBLIC SAFETY
ACTIVITY: Fire Prevention
DEPARTMENT: Fire
PROGRAM: Fire Safety
FUND: General Fund
ACTIVITY DESCRIPTION
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 tire 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:
* 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).
* Fire and arson investigation. Investigating all reported fires to determine causes and possible prevention measures (5
percent of the activity).
* Building plan review. Reviews development projects and building plans for conformance with fire safety codes (15
percent of the activity).
* Public education. Presents fire safety education classes in schools, hospitals and convalescent homes (5 percent of the
activity).
ACTIVITY COSTS
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments
Total
STAFFING SUMMARY
Regular Positions
Fire Administrative Officer
Fire Inspector
Administrative Clerk I1
Total
Temporary Positions:
Full-time equivalents
1994-95 1995-96 1992-93 1993-94
ACTUAL BUDGETED REQUESTED PROPOSED
$188,919 $185,755 $182,115 $2093 15
5.768 3,785 5,015 5,015
15,931 15,040 15,290 15,290
$210,618 $204,5 80 $202,420 $229,820
1
1
1
3
-
1
1
1
3
-
.5
1
1
1
3
-
.5
1
1
1
3
-
.5
D-19
PUBLIC SAFETY
1 ACTIVITY: Fire Prevention
DEPARTMENT: Fire I
PROGRAM: Fire Safety
FUND: General Fund
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
*
1994-96 ACTIVITY OBJECTIVES
1995-96: Add part-time hours for an administrative clerical position ($15,400)
*
* 1994-95: Conduct required inspections as required * 1994-96: Review building plans timely and completely *
1994-95: Reorganiz the fire prevention bureau to meet demand for service
1994-96: Ensure in-depth fire investigations to deter increasing arson fires
RELATED COST CENTERS
Fire Prevention (10-201.03)
CITY MANAGER BUDGET ADJUSTMENTS
* 1994-96: Subtracted $130 for refuse collection (200 series)
CITY COUNCIL BUDGET ADWSTMENTS
* 1994-95: Eliminated purchase of one (1) sedan in the Capital Improvement Budget ($12,500)
Subtracted $7,500 of overtime hours for fire inspections (100 series)
D-20
PUBLIC SAFETY
ACTIVITY: Training
DEPARTMENT: Fire
PROGRAM: Fire Safety
FUND: General Fund
ACTIVITY DESCRWTION
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. Conducts and/or coordinates drills, tests, joint training exercises and classroom training: to introduce
new methods and sharpen skills; to maintain skills and technical knowledge; and, to maintain drivers license (85 percent
of the activity).
* Off-site training. Schedules and coordinates conferences, workshops and certification classes (5 percent of the activity).
* 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
* Pre-fire planning. Establishes criteria and standards for pre-fire planning, reviews submitted documents for compliance
with these standards. Schedules and coordinates suppression personnel in achieving pre-fire planning goals (5 percent
of the activity).
ACTIVITY COSTS
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments
Total
STAFFDIG SUhfMARY
Regular Positions:
Fire Administrative Officer
Fire Battalion Chief
Total
Temporary Positions:
Full-time equivalents
1992-93 1993-94 1994-95 1995-96
ACTUAL BUDGETED REQUESTED PROPOSED
$81,715 $81,715
$15
175 $2,500 12,850 12,850
$190 $2,500 $94,565 $94,565
SIGNXFICANT EXPENDITURE AND STAFFING CHANGES
* 1994-95: Reclassify Fire Administrative Officer to Battalion Chief ($8,675 savings)
1994-96 ACTIVITY OBJECTIVES
0
1
1
-
0
0
1
1
-
0
None
RELATED COST CENTERS
New activity, Training
Wed Abatement (10-201.02)
D-21
PUBLIC SAFETY
ACTIVITY: Training
DEPARTMENT: Fire
PROGRAM: Fire Safety
FUND: General Fund
CITY MANAGER BUDGET ADJUSTMENTS
None
D -22
PUBLIC SAFETY
ACTIVITY: Special Services
DEPARTMENT: Fire
PROGRAM: Fire Safety
RMD: General Fund
ACTIVITY DESCRIPTION
The Special Services activity administers specialized programs and research projects. The goals of this activity have not been
identified. 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 (20 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) (15 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 (15 percent of the activity).
* Special studies. Conducts special studies as required (10 percent of the activity).
ACTIVITY COSTS
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments
Total
STAFFING SUMMARY
Regular Positions:
Fire Battalion Chief
Total
Temporary Positions:
Ful I-ti me equivalents
1992-93 1993-94 1994-95 1995-96
ACTUAL BUDGETED REQUESTED PROPOSED
$1,757
$96,360 $97,700
480 480
15,595 11,095
9,900
$1,757 $122,3 35 $109,275
1 1
1 1
- -
0 0
D-23
PUBLIC SAFETY
ACTIVITY: Special Services
DEPARTMENT: Fire
PROGRAM: Fire Safety m: General Fund
SIGhXFICANT EXPENDITURE AND STAFFING CHANGES
* 1994-95: Purchase gas detector required by federal mandate ($2,400) *
* 1994-95: Conduct Emergency Medical Technician training ($4,500)
1994-95: Purchase confined space rescue equipment required by federal mandate ($7,500)
1994-96 ACTIVITY OBJECTIVES
* 1994-95: Provide in-house certification for EMT 1 * 1994-95: Establish a confined space rescue program * 1995-96: Establish a emergency medical technician program
RELATED COST CENTERS
New activity, Special Services
Fire Hazardous Materials Operation (10-201.04)
ClTY MANAGER BUDGET ADJUSTMENTS
* 1994-96: Added $1,330 (FY 94-95) and $1,340 (FY 95-96) for incentive pay (100 series)
D-24
PUBLIC SAFETY
ACTIVITY: Graffiti Abatement
DEPARTMENT: Public Works
PROGRAM: Other Safety Services
FUND: General Fund
~~
ACTIVITY DESCRmTION
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 of 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 aud other structures to obtain release to
allow City to remove graffiti as soon as possible (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).
ACTIVITY COSTS
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments
Total
STAFFING SUMMARY
Regular Positions:
Temporary Positions:
Full-time equivalents
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
None
1994-96 ACTIVITY OBJECTIVES
None
RELATED COST CENTERS
Graffiti Abatement (10-504.02)
1992-93 1993-94 1994-95 1995-96
ACTUAL BUDGETED REQUESTED PROPOSED
$13,170 $13,800 $13,800
980 2, loo 2,100
1,850
$16,000 $15,900 $15,900
-7 .7 .7
CITY MANAGER BUDGET ADJUSTMENTS
None
D-25
PUBLIC UTILITIES
PUBLIC UTILITIES
ACTIVITY: Water Utility Service
DEPARTMENT: Public Works
PROGRAM: Water Service
FUND: Water Fund
ACTIVITY DESCRIPTION
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 tire suppression systems and
private on site hydrants. Activity goals are: 1) provide a reliable supply of safe drinking water; 2) ensure prudent and
responsible water use; and, 3) provide well maintained pumping, distribution and treatment facilities and equipment. This
activity has five major elements:
Administration. Provides overall direction, supervision and planning for the water utility activity; prepares studies and
reports on water utility service operations and facilities; 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 and 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 public and private
schools (5 percent of the activity).
Water production. Operates, repairs and maintains the City’s water production system (24 wells and related equipment
including generators, chlorination systems, sand separators, one elevated water tank and one granulated activated carbon
filtration system); production of 4 1/2 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 196 miles of water mains (ranging in size from 2 inches to 14
inches in diameter), 23,000 customer service lines, 3,400 water valves and 1,600 fire hydrants; monitors water for
physical, chemical and bacteriological characteristics; and, administers cross connection control program (25 percent of
the activity).
Work for otherslcapihl improvement. Construct water main connections for new subdivisions/developments; install
fire service lines, hydrants and large water services for new or existing customers; upgrade existing water systems
including mains, fire hydrants and well piping; and install underground and aboveground piping, conduits and related
appurtenances at new well sites. Fully funded by others (percent of total activity not determined).
ACTIVITY COSTS
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments and Taxes
Total
1992-93 1993-94 1994-95 1995-96
ACTUAL BUDGETED REQUESTED PROPOSED
$596,896 $6 16,925 $493,229 $493,229
533,948 440.505 466,255 466,255
373,779 43 1,343 396,795 396,795
779.744 769,635 648.530 648.530
$2,288,142 $2,261,948 $2,005,809 $2,005,809
3,775 3,540 1,000 1 ,OOo
D-26
PUBLIC UTILITIES
ACTIVITY: Water Utility Service
DEPARTMENT: Pub1 ic Works
PROGRAM: Water Service
FUND: Water Fund
STAFFING SUMMARY
Regular Positions
Watermastewater Superintendent
Assistant Waterwastewater Superintendent
Administrative Clerk
WaterNastewater Supervisor
Plant & Equipment Mechanic
Laboratory Services Supervisor
Watermastewater Inspector
Laboratory Technician I1
Maintenance Worker I11 & I1
Total
Temporary Positions:
Full-time equivalents
.5
.8
.5
1.6
1.475
.35
.8
.2
6.7
12.925
3.05
.5
.8
.5
1.6
1.475
.35
.8
.2
4.7
10.925
3.05
.5
.8
.5
1.6
1.475
.35
.8
.2
4.7
10.925
2.05
SIGNIFICANT EXPENDITURE Ah?) STAFFING CHANGES
None
1994-96 ACTIVITY OBJECTIVES
* 1994-95: Develop new bacteriological sampling stations * 1994-95: Update water ordinance * 1995-96: Evaluate low flow retrofit program * 1994-95: Develop standing groundwater graph for Lodi
RELATED COST CENTERS
Damage to City Property (18-015.02)
Water Administration (1841.01)
Water Production (18453.01)
Water Distribution (18-454.01)
In-lieu tax transfers (added to 600 series)
Water Conservation (1841.03)
DBCP Monitoring (1843.02)
Fire Hydrants (18-455.01)
Work for Others is salary (400 series)
CITY MANAGER BUDGET ADJUSThENTS
* 1994-96: Added $5,400 for damage to city property
CITY COUNCIL BUDGET ADJUSTFfENTS
* 1994-95: Subtracted $11,041 (255% of activity) from the water conservation program (all series)
Subtracted $6,430 of supplies, materials and services from Water Administration (300 series)
Subtracted $4,875 for minor equipment (500 series)
.5
.8
.5
1.6
1.475
.35
.8
.2
4.7
10.925
2.05
Note: The Public Works Director in a Memorandum dated June 30, 1994 stated that the City's current budget for 1993-94
and the budget approved by the City Council for 1994-95 does not correctly reflect an administrative clerk position.
As requested in this Memorandum, the position of administrative clerk has been deleted from the Street Maintenance
Activity and added to the Water (50%) and Wastewater (50 W) activities. No additional funding required.
D-27
PUBLIC UTILITIES
ACTIVITY: Wastewater Utility Services
DEPARTMENT: Public Works
PROGRAM: Wastewater Services
FUND: Sewer Fund
ACTIVITY DESCRIF'TION
The wastewater maintenance activity includes the administration and management of the Wastewater Utility; operation of water
pollution control programs and facilities; and conveying wastewater to treatment facilities. Activity goals are: 1) efficient
wastewater operations; 2) uninterrupted flow from source to treatment facilities without health hazard; 3) safe and efficient
treatment of wastewater that meets all Federal and State standards; 4) striving for 100% laud 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 162 miles of domestic collection systems (wastewater mains
ranzing in size from 6 inches to 48 inches, 3,600 manholes, 7 domestic pumping stations, and 23,000 service laterals);
responds to customer complaints; performs systematic rodding, hydrocleaning, and TVing wastewater mains and storm
drain lines (10 percent of the activity).
Industrial collection system. Operates, repairs and maintains 10 miles of 30 inch outfall line, 2 miles of collection
facilities. one industrial wastewater lift station and five service connections (5 percent of the activity).
Work for otherslCapita1 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 (Fully funded by others) (Percent of total activity
not determined).
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; 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).
ACTIVITY COSTS
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments and Taxes
Total
1992-93 1993-94 199495 1995-96
ACTUAL BUDGETED REQUESTED PROPOSED
$997,674 $1,111,650 $1,092,900 $1,092,900
357,857 329,605 304,605 304,605
327,470 355,556 357,185 357,185
406.635 428,750 705,325 705.325
$2,099,317 $2,236,251 $2,460,015 $2,460,015
9,681 10,690
D-28
PUBLIC UTILITJES
ACTIVITY: N-astewater Utility Services
DEPARTnIENT: Public Works
PROGRAM: Wastewater Service
FUND: Sewer Fund
ACTIVITY COSTS
STAFFING SUhlnIARY
Regular Positions
Waterwastewater Superintendent
Assistant WaterIWastewater Superintendent
Administrative Clerk
Waterwastewater Supervisor
Plant and Equipment Mechanic
Maintenance Worker III & II
Assi stan t Wastewater Treat men t Superin tendent
Chief Wastewater Plant Operator
Laboratory Services Supervisor
Laboratory Technician I1
Watcr/Wastewater Inspector
Wastewater Plant Operator
Total
Temporary Positions:
Ful I -t i me equivalents
1992 -93 1993-94 1994-95
ACTUAL BUDGETED REQUESTED
-5
.2
.5
1.4
2.525
8.3
1
1
.65
1.8
1.2
6
2.5.075
SIGNIFICANT EXPENDITURE Ah?> STAFFING CHANGES
None
1994-96 ACTIVITY OBJECTIVES
.25
* 1994-95: Update sewer ordinance * 1994-96: Reevaluate collection system preventive maintenance program *
* 1994-95: Evaluate sewer plant staffing schedule * 1994-95: Evaluate utilization of #1 sludge lagoon * 1994-95: Evaluate upgrading septic tank dispod site
1994-95: Revaluate H2S04 problem in trunk and outfall sewer lines
.5
.2
.5
1.4
2.525
7.3
1
1
.65
1.8
1.2
6
24.075
.50
.5
.2
.5
1.4
2.525
7.3
1
1
.65
1.8
1.2
6
24.075
.75
RELATED COST CENTERS
Damage to Property (17-015.02)
Sewer Admhistration (17-401.01)
Sanitary System Maintenance (17-404.01)
In-lieu tax transfers (add to 600 series)
Sewer Engineering (17-402.02)
Industrial System Maintenance (17-404.02)
Plant Maintenance (1 7-403.0 1)
CITY RIANAGER BUDGET ADJUSThENTS
* 1994-96: Subtracted $1,560 from salaries (series 100)
CITY COUNCIL, BUDGET ADJUSThIEhTS
1995-96
PROPOSED
.5
.2
.5
1.4
2.525
7.3
1
1
.65
1.8
1.2
6
24.075
.75
* 1994-95: Subtracted $3,850 for supplies, materials and services from administration (300 series)
Subtracted $13,125 for minor equipment from administration (500 series)
D-29
PUBLIC UTILITIES
ACTIVITY: Electric Utility Services
DEPARTMENT: Electric Utility
PROGRAM: Electric Services
FUND: Electric Fund
ACTIVITY DESCRETION
This activity provides electrical energy for all uses within the city limits to include 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 watedwastewater utility and general fund activities. The goals of the activity are: 1) to provide reliable, high quality
electric service at all times and at the lowest cost to the consumer (owner); 2) promote efficient utilization of energy; 3) plan
and construct resources and facilities to serve existing as well as projected loads; 4) maintain the system in a safe and economic
condition; and, 5) operate the electric system in the most efficient manner. This activity has 3 mjor elements:
* Electric Power Production
* Purchased power. Includes the cost of power at point of receipt purchased for resale and includes net settlements
for exchange of electricity or power (economy energy, off-peak energy for on-peak energy, spinning reserve
capacity, etc) and includes net settlements for transactions under pooling or interconnection agreements
* Electric Operation and Maintenance
* Transmission. Includes operational cost of load dispatching, station expenses, overhead line expenses, underground
line expenses, transmission of electricity by others and operating supplies and expenses; and supervision and
maintenance of structures, equipment, overhead lines, underground lines and transmission plant.
* Distribution. Includes operational 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.
* Electrical support to waterlwastewater utility. Includes cost of maintaining electrical systems associated with the
City’s water and wastewater operations.
1992-93 1993-91 1994-95 1995-96
ACTIVITY COSTS ACTUAL BUDGETED REQUESTED PROPOSED
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Paymznts and Taxes
Total
$1,985,557 $2,048,312 $2,155,045 $2,155,045
339,962 346,900 344,125 344,125
614,773 66 1,939 762,510 861,010
162,297 17 1,778 130,175 130,175
3,509.033 3.7 17,445 4,412,805 4.4 1 2.805
$6,611,622 $6,946,374 $7,804,660 $7,903,160
D-30
PUBLIC UTILITIES
ACTIVITY: Electric Utility Services
DEPARTMENT: Electric Utility
PROGRAM: Electric Services
FUND: Electric Fund
ACTIVITY COSTS
STAFFING SUMMARY
1992-93
ACTUAL
Regular Positions
D i rez tor 1
Ass is tan t D i rec tor 1
Manager of Rates and Resources 1
Senior Rate Analyst 1
Rate Analyst 1
Electrical Engineer 2
Drafting Technician 1
Estimator 3
Estimator Assistant 1
Superintendent 1
Operations Supervisor 1
System Supervisor 1
Department Secretary -
Full-time equivalents 0
LinemanlTzchnicians/Operators/Foreman/M~hanics~Others 25
1
Total 41
Temporary Positions:
1993-94 1994-95 1995-96
BUDGETED REQUESTED PROPOSED
1
1
1
1
1
2
1
3
0
1
1
1
25
1
40
0
-
SIGNTFICANT EXPENDITURE AND STAFFING CHANGES
* 1994-95: Partitions, shelving and furniture ($9,000) (In capital budget) * 1994-95: Recording voltmeters ($4,500) (In capital budget) * 1994-95: Extension arms ($7,700) (In capital budget) *
* 1994-95: Portable computer ($5,000) (In capital budget) * 1994-95: Laptop computer ($3,400) (In capital budget) *
1994-95: Autocad workstation software and license ($5,000) (In capital budget)
1994-95: Autocad workstation and monitor upgrade ($5,500) (In capital budget)
1994-96 ACTIVITY OBJECTIVES
None
RELATED COST CENTERS
Administration (16-601.01)
Engineering (16-601.12)
Elzctrical Miscellaneous (16-602.40)
Street Light Maintenance (16-603.03)
Hazardous Material Handling (16-604.09)
System Maintenance - Underground (16-604.11)
System Operation (16-604.13)
Damage to City Property (16-015.02)
Unidentified Returned Materials (16-096.01)
In-Lieu Taxes (16-604.15)
1
1
1
1
1
1
1
3
0
-1
1
1
24
1
38
0
-
Conservation (16-601.03)
Customer Service Maintenance (16-602.02)
Dawn to Dusk Lighting (16-603.02)
System Maintenance - Overhead (16-604.10)
Substation Maintenance (16-604.12)
Tree Trimming (16-604.14)
Overhead (16-022.02)
Electric Miscellaneous (16-602.41)
1
1
1
1
1
1
1
3
0
1
1
1
24
1
38
0
-
D-3 1
PUBLIC UTILITIES
ACTIVITY: Electric Utility Services
DEPARTMENT: Electric Utility
PROGRAM: Electric Services m: Electric Fund
CITY MANAGER BUDGET ADJUSTMENTS
* 1994-95: Subtracted $36,000 for purchase of transportation (series 300) (carryover)
Subtracted $48,000 for purchase of transformers (series 500) (carryover)
Added $15,000 for part-time salaries (series 100)
CITY COUNCIL BUDGET ADJUSTMENTS
* 1994-95: Eliminated one position for admin clerk ($29,970) (100 series)
Eliminated one postion for an electrical engineer ($70,000) (100 series)
D-32
"SPORT ATION
TRANSPORTATION
ACTIVITY: Street Maintenance
DEPARTMENT : Public Works
PROGRAM: Streets and Flood Control
FUND: General Fund
ACTIVITY DESCRmrION
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, studies and Council Communications on items related to this division; coordinating, interacting, providing liaison
with utilities, public agencies and private firms; providing the Division’s equipment maintenance and safety equipment;
overseeing the contracts administered through this division; and promoting public relations through numerous programs
such as the graffiti abatement and tree planting programs (15 percent of activity).
Street Maintenance. Maintaining 161 miles of street and 16 miles of alleys which includes patching and sealing as
needed. repaving utility trenches and pavement cuts, and overlaying approximately 312,000 square feet of streets annually,
as well as contracting the annual slurry sealing of approximately 1 ,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 with City crews and by contract; and patching existing sidewalks with temporary summer help (5
percent of activity).
Traffic Control Maintenance. Maintaining 4,750 street name, warning, regulatory and guide signs; painting 9.6 miles
of curb, pavement legends, crosswalks, railroad crossings, and parking stalls; installing new signs and pavement markings
as recommended by the traffic engineer or directed by the City Council, and maintaining with Electric Utility personnel
43 signalized intersections and four flashing beacon intersections, including cost of electricity (20 percent of activity).
ACTIVITY COSTS
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments
Total
STAFFING SUhlRIARY
Regular Positions:
Street Superintendent
Assistant Street Superintendent
Supervising Administrative Clerk
Street Supervisor
Maintenance Worker I11
Maintenance Worker I1
Total
Temporary Positions:
Full-time equivalents
1992-93
ACTUAL
$670,633
126,842
358,758
92,025
387.023
$1,635,28 1
1
1
1
-
18.8
.95
D-33
1993-94
BUDGETED
$839,445
135,615
47 1,14 1
105,490
357 -460
$1,909,15 1
1
0
1
17.8
.95
1994-95
REQUESTED
$773,045
147,695
444,350
96,400
436,310
$1,897,800
1
0
1
2
5
9
18
-
-95
1995-96 ,
PROPOSED
$773,045
147,695
444,350
87,500
436.310
$1,902,300
1
0
1
2
5
9
18
.95
-
TRANSPORTATION
ACTIVITY: Street Maintenance
DEPARTMENT: Public Works
PROGRAM: Streets and Flood Control
FUND: General Fund
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
* 1994-95: Copier ($8,500)
MAJOR 1994-96 OBJECTIVES
* 1994-95: Improve daily record keeping systedforms
* 1994-95: Develop public works hazardous materials training program * 1994-96: Update encroachment ordinance * 1994-96: Develop computerized inventory and record keeping system * 1994-96: Improve public awareness for street division staff
I * 1994-95: Improve recycling of street waste by-products
RELATED COST CENTERS
Street Administration (10-501.01)
Street Maintenance (10-503.01)
Street Light Maintenance (10-503.10)
Alley Maintenance (10-503.04)
Sidewalk, Curb and Gutter Maintenance (10-503.05)
Traffic Control Maintenance (10-503.08)
CITY MANAGER BUDGET ADJUSTMENTS
None
CITY COUNCIL BUDGET ADJUSTMENTS
* 1994-95: Transferred personnel authorization and funding for a Street Supervisor from the Street Tree Program
($52,880)
Subtracted $5,350 for supplies, materials and services in alley maintenance (300 series)
Subtracted $4,200 for supplies, materials and services in street administration (300 series)
Subtracted $10,000 for minor equipment in street administration (500 series)
Subtracted $3,400 for minor equipment in traffic control (500 series)
Note: The Public Works Director in a Memorandum dated June 30, 1994 stated that the City’s current budget for 1993-94
and the budget approved by the City Council for 1994-95 does not correctly reflect an administrative clerk position.
As requested in this Memorandum, the position of administrative clerk has been deleted from the Street Maintnenace
Account Activity and added to the Water (50% and Wastewater (50%) activities. No additional funding required.
D-34
TRANSPORTATION
ACTNITY: Street Trees
DEPARTMENT: Public Works
PROGRAM: Streets and Flood Control m: General Fund
ACTIVITY DESCRIPTION
The Street Tree activity is responsible for planting, maintaining and preserving trees along City streets and on City property.
The activity goal is to provide and maintain attractive, healthy street trees to beautify the City, provide shade, and protect from
wind. This activity has three major elements:
* Tree Maintenance. Pruning, trimming, re-staking, and root surgery on the City's 5,140 trees (consisting of 56
different species) in parkways, tree wells, City building grounds and public parking lots; removing dead and diseased
City trees; and responding during emergencies to downed private trees to clear power lines, City streets, and rights
of way (85 percent of the activity).
* Tree Planting. Planting approximately 100 trees requested under the annual tree planting program on request and
at no cost to owners with parkways in front of their property; and, replace City trees that were removed (10 percent
of the activity).
* Tree Spraying. Administering contract for spraying of City trees to control blight and disease (5 percent of this
activity).
ACTIVITY COSTS
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments
Total
STAFFING SUMMARY
Regular Positions:
Street Supervisor
Senior Tree Trimmer
Tree Trimmer
Total
Temporary Positions:
Full-time equivalents
1992-93 1993-94 1994-95
ACTUAL BUDGETED REQUESTED
$144,367 $162,810
15,693 5,67 8 $20,000
735 11,775
$160,796 $180,263 $20,000
-
3.6
0
3.6
0
0
0
0
0
0
-
1995-96
PROPOSED
$20,000
$20,000
0
0
0
0
-
0
SIGNIF'ICANT EXPENDITURE AND STAFFING CHANGES
None
D-35
TRANSPORTATION
ACTIVITY: Street Trees
DEPARTMENT: Public Works
PROGRAM: Streets and Flood Control
FUND: General Fund
MAJOR 1994-96 OBJECTIVES
* 1994-95: Develop and implement an annual tree trimming program for park trees. * 1994-96: Develop computerized tree inventory/rtxord keeping/work order system
RELATED COST CENTERS
Tree Maintenance (10-503.06)
CITY MANAGER BUDGET ADJUSTMENTS
None
CITY COUNCIL BUDGET ADJUSTMENTS
* 1994-95: Eliminated Street Program and transferred one authorization and funding for a street supervisor to street
administration.
Subtracted $178,700 for four positions (100 series)
Subtracted $5,775 for supplies, materials and services (300 series)
Subtracted $11,700 for minor equipment (500 series)
Added $20,000 for contract services for emergency tree maintenance (300 series)
D-36
TRANSPORTATION
ACTIVITY: Street Cleaning
DEPARTMENT: Public Works
PROGRAM: Streets and Flood Control
FUND: General Fund
ACTIVITY DESCRIPTION
The Street Cleaning activity provides the sweeping of all 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) 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 10-day frequency (30 percent of the activity).
Landscape Rlaintenance.
providing repair and maintenance of sprinkler systems (20 percent of the activity).
Administering the contract for the landscape maintenance of Public Works facilities and
Weed Abatement. Spraying weeds with herbicide and removing weeds and other debris along streets shoulders, alleys
and within 2.6 miles of street medians (10 percent of the activity)
ACTIVITY COSTS
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments
Total
STAFFING SUMMARY
Regular Positions:
Street Supervisor
Street Sweeper Operator
Maintenance Worker I1
Total
Temporary Positions:
Full-time equivalents
1992-93 1993-94 1994-95 1995-96
ACTUAL BUDGETED REQUESTED PROPOSED
$193,352 $139,3 85 $126,950 $126,950
35,713 24,275 24,275 24,275
375 500 500
$229,065 $164,035 $151,725 $151,725
-
4.1
0
-
3.1
0
1
1
1
3
-
0
1
1
1
3
-
0
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
None
D-37
TRANSPORTATION
ACTIVITY: Street Cleaning
DEPARTMENT: Public Works
PROGRAM: Streets and Flood Control
FUND: General Fund
MAJOR 1994-96 OBJECTNES
* 1994-95: Evaluate sweeping schedule
RELATED COST CENTERS
Street Cleaning (10-503.07)
CITY MANAGER BUDGET ADJUSTMENTS
None
CITY COUNCIL BUDGET ADJUSTMENTS
* 1994-95: Subtracted $850 for minor equipment (500 series)
D-38
TRANSPORTATION
ACTIVITY: Parking Lot Maintenance
DEPARTMENT : Public Works
PROGRAM: Streets and Flood Control m: General Fund
ACTIVITY DESCRIPTION
The Parking Lot Maintenance activity is responsible for maintenance of the City’s 19 public parking lots. Activity goal is to
provide adequate and safe parking for visitors, customers and employees. This activity’s major element is:
* Maintenance. Sweeping and removing trash, patching and resurfacing pavement, repainting pavement markings,
maintaining signs and landscaped areas within the parking lots (100 percent of activity).
ACTIVITY COSTS
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments
Total
STAFFING SUMMARY
Regular Positions:
Maintenance Worker
Total
Temporary Positions:
Full-time equivalents
1992-93 1993-94 1994-95 1995-96
ACTUAL BUDGETED REQUESTED PROPOSED
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
None
MAJOR 1994-96 OBJECTIVES
None
RELATED COST CENTERS
Parking Lot Maintenance (10-504.01)
CITY MANAGER BUDGET ADJUSTMENTS
None
CITY COUNCIL BUDGET ADJUSTMENTS
$8,163 $18,990
7,030 6,030 5,350 5,350
$15,193 $25,020 $5,350 $5,350
-
.6
0
-
.6
0
-
0
0
-
0
0
* 1994-95: Eliminated maintenance worker position ($33,380) (100 series)
Subtracted $1,680 from supplies, materials and services (300 series)
D-39
TRANSPORTATION
ACTIVITY: Storm Drains
DEPARTMENT: Public Works
PROGRAM: Streets and Flood Control
FUND: General Fund
ACTIVITY DESCRJITION
The Storm Drains activity is responsible for maintaining all of the City's storm drain system, coordinating emergency response
during storms, and meeting the requirements of the Storm Water Discharge Agreement with Woodbridge Imgation District
which allows the City to discharge storm water into its canals. Activity goals are: 1) to ensure a well designed and maintained
storm drainage system; 2) minimum property damage; and, 3) to keep pumping stations and retention basins operating at full
capacity. This activity has three major elements:
Storm Drain Facility 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 percent of activity).
Storm Emergency Response. Clearing debris and other obstructions from catch basins and pumping stations, checking
retention basins, and signing flooded areas (5 percent of activity).
Administration of Discharge Agreement. Meeting all requirements of the Discharge Agreement and paying the fees for
the discharge of storm water from Beckman and Shady Acres Pumping Stations (5 percent of activity).
ACTIVITY COSTS
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments
Total
STAFFING SUhlhlARY
Regular Positions:
Maintenance Worker I11
Maintenance Worker
Total
Temporary Positions:
Full-time equivalents
1992-93
ACTUAL
$76,352
23,219
9,426
$1,656
5.963
$116,616
-
1.9
0
1993-94 1994-95 1995-96
BUDGETED REQUESTED PROPOSED
$102,485 $82,480 $82,480
17,350 20,150 20,150
10,250 12,750 12,750
$3,705
19.590 60,130 74.580
$149,675 $179,215 $189,960
-
1.9
0
1
1
2
-
0
1
1
2
-
0
SIGNIFICANT EXPENDITURE Ah?) STAFFING CHANGES
None
D-40
TRANSPORTATION
ACTIVITY: Storm Drains
DEPARTMENT: Public Works
PROGRAM: Streets and Flood Control
RIND: General Fund
MAJOR 1994-96 OBJECTIVES
None
RELATED COST CENTERS
Storm System Maintenance (10-503.09)
CITY MANAGER BUDGET ADJUSTMENTS
None
CITY COUNCIL BUDGET ADJUSTMENTS
* 1994-95: Subtracted $5,380 for minor equipment (500 series)
D-4 1
TRANSPORTATION
ACTIVITY: Transit
DEPARTMENT: Administration
PROGRAM: Transit
FUND: Transit Fund
ACTIVITY DESCRIPTION
The transit activity provides a daily fixed route bus system and a door-todoor service to 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 bas four major elements:
* Bus operations. Contracting for operations and maintenance of a fixed route bus system (including drivers, fuel,
insurance, and other operating costs). Schedule and routes to be established during fiscal year 1994-95 (10 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 9:00 am to 5:OO pm and Sundays from 1:00 pm to 5:00 pm. (10 percent of the
activity).
*
* Non-vehicle maintenance. Maintain benches, shelters and signs (5 percent of the activity).
* Administration.
transportation funding and administer taxi franchises (75 percent of the activity).
Manage operator contracts, plan future services and operations, file reports and claims for
ACTIVITY COSTS
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments
Total
STAFFING SUMMARY
Regular Positions:
Transit Coordinator
Transit Manager
Total
Temporary Positions:
Full-time equivalents
1994-95 1995-96 1992-93 1993-94
ACTUAL BUDGETED REQUESTED PROPOSED
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
None
$244,5 84 $263,755 $383,640 $4 19,070
127,953 91,615 119,995 138,145
1,508 1,010 1,010
5,000
$374,045 $355,370 $509,645 $55 8,225
.5 .5 0 0
1 0
.5 .5 1 1
- 1 - 0 - -
9 9 9 9
ItIAJOR 1993-96 OBJECTIVES
None
D-42
TRANSPORTATION
ACTIVITY: Transit
DEPARTMENT: Administration
PROGRAM: Transit
FUND: Transit Fund
RELATED COST CENTERS
Dial A Ride Administration (125-561.02)
Transit Dial-A-Ride (125-561.03)
Fixed Route System (125-561.07)
Transit Administration (125-56 1.09)
CITY MANAGER BUDGET ADJUSTMENTS
None
CITY COUNCIL BUDGET ADJUSTMENTS
* 1994-95: Transferred management position from Risk Management
Added $22,900 for salary (100 series)
D-43
LEISURE, CULTURAL AND SOCIAL SERVICES
LEISURE, CULTUFtAL AND SOCIAL SERVICES
ACTIVITY: Parks and Recreation Commission PROGRAM: ParksandRemeation
DEPARTMENT: City Council and Advisory Bodies FUND: General Fund
ACTIVITY DESCRIPTION
Advises and assists the City Council on park and recreation programs and activities.
* Parks and Recreation Commission. Reviews and recommends programs, activities and capital improvement
projects; and, reviews and advises on recreations and park program. Activity goals are: 1) well-planned and well-
maintained facilities; 2) well-organized, balanced and responsive program, activities and events; and, 3)
representation of the citizens of Lodi.
ACTIVITY COSTS
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments
Total
1992-93 1993-94 1994-95 1995-96
ACTUAL BUDGETED REQUESTED PROPOSED
STAFFING SUMMARY
None. Staff assistance is provided through the Parks and Recreation Administration.
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
None.
hlAJOR 1994-96 OBJECTIVES
None
RELATED COST CENTERS
Parks and Recreation Commission (10-701.02)
CITY MANAGER BUDGET ADJUSTRENTS
None
CITY COUNCIL BUDGET ADJUSTMENTS
$1,550 $1,550
$1,550 $1,550
* 1994-95: Subtracted $2,000 for conferences (300 series)
D-44
LEISURE, CULTURAL AND SOCIAL SERVICES
Q
ACTIVITY: Parks and Recreation Administration
DEPARTMENT: Parks and Recreation
PROGRAM: Parks and Recreation
FUND: General Fund
ACTIVITY DESCRIPTION
The Parks and Recreation Administration activity plans, directs and evaluates all park and recreation programs and activities;
plans and coordinates facility development; prepares and revises long-range plans; and, works with the Parks and Recreation
Commission to review projects and programs. Activity goals are: 1) responsive, cost effective and well organized recreation
programs; 2) a combined 30 percent cost recovery from park and recreation programs (adult programs, youth and teen
programs, specialty classes); 3) a balance of programs and facilities based on age, interests, opportunity and location; and 4)
adequately 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 an programs, development of new parks and facilities and cost recovery goals; foster and promote a positive
and efficient work place; recognize and reward excellent perfonnance of employees and participants; set fees in
accordance with the City’s fee policy; and negotiate and coordinate major department contracts and agreements and
oversee same (40 percent of the activity).
* Public relations and inFormation. Develop and distribute brochures and advertising on recreation programs, events
and activities; prepare press releases; and, represent the City at City-wide functions and with other agencies or private
groups (10 percent of the activity).
* Commission support. Provide necessary support for the Parks and Recreation 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 develop,
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).
ACTIVITY CCSTS
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments
Total
1992-93 1993-94 1994-95 1995-96
ACTUAL BUDGETED REQUESTED PROPOSED
$564,570 $49 1 , 877 $442,070 $442,070
16,849 10,220 14,045 14,045
90,973 115,064 110,340 110,340
4,746 6,100
3.700
$677,138 $623,26 1 $570,155 $566,430
D -45
LEISURE, CULTURAL AND SOCIAL SERVICES
ACTIVITY: Parks and Recreation Administration
DEPARTMENT: Parks and Recreation
PROGRAM: Parks and Recreation
FUND: General Fund
ACTIVITY COSTS
STAFFING SUMMARY
Regular Positions:
Parks and Recreation Director
Parks Superintendent
Recreation Superintendent
Recreation Supervisor
Department Secretary
Administrative Clerk
Total
Temporary Positions:
Full-time equivalents
1992-93 1993-94 1994-95
ACTUAL BUDGETED REQUESTED
SIGNFICANT EXPENDITURE AND STAFFING CHANGES
1
1
1
3
1
2
9
2.8
-
1
1
0
3
1
2
8
2.1
-
* 1994-95: Recreation Center counter and cashier system renovation ($2,900) * 1994-95: Credit card payment option ($800) * 1994-96: * 1994-96:
Additional part-time clerical hours to support BOBS ($560 reimbursable)
Additional part-time hours for teen activities at Hale Park ($22,635)
hWJOR 1994-96 OBJECTIVES
1
1
0
3
1
2
8
2.1
-
1995-96
PROPOSED
1
1
0
3
1
2
8
2.1
-
* 1994-95: * 1994-95:
Identify site and establish contract for City golf driving range
Reorganize reception area, improve cashier security and allow for payment of recreation fees by credit card
RELATED COST CENTERS
Recreation Administration (10-701.01)
Parks Administration (10-751.01)
Parks Overhead (10-75 1.02)
ClTY MANAGER BUDGET ADJUSTMENTS
* 1994-96: Added $500 for purchase of gas (200 series)
Subtracted $1,000 for photocopying (300 series)
Subtracted $500 for office supplies (300 series)
CITY COUNCIL BUDGET ADUSTMENTS
* 1994-95: Subtracted $22,635 in part-time salaries for teen activities at Hale Park (100 series)
Subtracted $2,500 for conferences (300 series)
Subtracted $800 for memberships (300 series)
Subtracted $1,500 for contract services (300 series)
Subtracted $415 of overtime in parks administration (100 series)
Subtracted $2,570 for supplies, materials and services in parks administration (300 series)
D-46
LEISURE, CULTURAL AND SOCIAL SERVICES
I
..
i j
.'I
!
1
ACTIVITY: Playgrounds
DEPARTMENT: Parks and Recreation
PROGRAM: Recreation
FUND: General Fund
ACTIVITY DESCRIPTION
The Playground activity offers after school activities for children when school is in session. Activity goals are: 1) safe,
attentive and reliable child care; 2) a balanced educational and recreational program; and 3) 30% to 40% cost recovery. This
activity has three major elements:
* Child care and safety. Organized, available and safe after school care for children ages 5 to 12 years of age (50
percent of the activity).
Concession. Provide and sell food and snacks (5 percent of the activity).
Recreational and educational programs. Organized recreational and educational after school programs (45 percent
*
*
of the activity).
ACTIVITY COSTS
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments
Total
STAFFING SUMMARY
Regular Positions:
Temporary Positions:
Full-time equivalents
1992-93
ACTUAL
$5a,m
10,604
$68,9 82
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
None
hlAJOR 1994-96 OBJECTIVES
5
* 1994-96: Reach a 40% return on the Afterschool program
* 1994-95: Maintain participation levels through marketing efforts
RELATED COST CENTERS
Recreation Playgrounds (10-702.01)
1993-94 1994-95 1995-96
BUDGETED REQUESTED PROPOSED
$54,595 $63,620 $63,620
9,608 10,900 10,900
$64,203 $74,520 $74,520
5 5 5
CITY MANAGER BUDGET ADJUSTMENTS
None
D-47
LEISURE, CULTURAL AND SOCIAL SERVICES
ACTIVITY: YouthiTeen Sports
DEPARTMENT: Parks and Recreation
PROGRAM: Recreation
FUND: General Fund
~~ ~
ACTIVITY DESCRIF'TION
The YouthiTeen Sports activity offers a wide selection of youth sports. 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 opportunity to participate and meet social and physical needs of the participants; 3) recover a fair
dollar value, depending upon the program; 4) provide for officiating experience to youth-teens, and adults; and 5) coordinate
with support grounds and volunteers in our program offerings. 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 (80 percent
of the activity).
* Introduction/instructional prognms. Includes basketball, volleyball, flag football and a variety of clinics; revenue
recovery goal is 50 percent of cost (20 percent of the activity).
ACTIVITY COSTS
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments
Total
STAFF" SUMMARY
Regular Positions:
Temporary Positions:
Full-time equivalents
1992-93 1993-94 1994-95 1995-96
ACTUAL BUDGETED REQUESTED PROPOSED
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
$62,365 $75,780 $75,095 $75,095
12,000 12,000
17,832 21,100 25,600 25,600
$80,197 $96,880 $1 12,695 $1 12,695
None
hfAJOR 1994-96 OBJECTIVES
None
RELATED COST CENTERS
Recreation Playgrounds (10-702.02)
CITY hlANAGER BUDGET ADJUSTRlENTS
5 5 5 5
* 1994-96: Subtracted $10,980 for part-time personnel (100 series)
D-48
LEISURE, CULTURAL AND SOCIAL SERVICES
ACTIVITY: Indoor/Outdoor Activities
DEPARTMENT: Parks and Recreation
PROGRAM: Recreation
FUND: General Fund
ACTIVITY DESCRIFTION
The Indoor/Outdoor activity offers a wide selection of youth and adult activities and special events sports 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 as an alternative gang related activity; 2) well-organized
traditional community events for children and adults of all ages; 3) cost recovery of 50 percent: and, 4) well-organized
instructional programs. This activity has four major elements:
* Instruction classes. Provide instructors and facilities for gymnastics (10 percent of the activity).
* 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).
* Special events. Plan, organize and coordinate special events (hot shot basketball contest; punt, pass and kick football
contest; rollin’ in the mud bicycle event; sleepovers) (20 percent of the activity).
* 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).
ACTIVITY COSTS
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments
Total
STAFFING SUMMARY
Regular Positions:
Temporary Positions:
Full -ti me equivalents
1995-96 1992-93 1993-94 1994-95
ACTUAL BUDGETED REQUESTED PROPOSED
$8,188 $12,585 $15,145 $15,145
3,426 750 6,850 6,850
7,656 5,300 12,660 12,660
2,721 2.000
$21,991 $20,635 $34,655 $34,655
1
SIGNIFICANT EXTEhmITURE AND STAFFING CHANGES
None
MAJOR 1994-96 OBJECTIVES
* 1994-95: Develop and implement a drop-in afterschool center at Hale Park
RELATEDCOSTCENTERS
Misc Indoor/Outdoor Activities (10-702.03)
1 1 1
CITY MANAGER BUDGET ADJUSTMENTS
None
D-49
LEISURE, CULTURAL AND SOCIAL SERVICES
ACTIVITY: Aquatics
DEPARTMENT: Parks and Recreation
PROGRAM: Recreation
FUND: General Fund
ACTIVITY DESCRIPTION
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 20% cost recovery. This activity has six major elements:
Recreational swimming. Hiring, training and coordinating staff to provide safe recreational swimming (40 percent
of the activity).
Recreation swim league. Plan, staff and provide an introduction program to competitive swimming (10 percent of
the activity).
Competitive swimming. Provide assistance and facilities to the youth competitive swimming program (15 percent
of the activity).
Swimming instruction. Plan, promote, staff and provide a comprehensive schedule of swimming instruction for all
ages (20 percent of the activity).
Water polo. Provide assistance and facilities for the youth water polo league (5 percent of the activity).
Boat rental. Provide recreational boat rental at Lodi Lake Park (10 percent of the activity).
1992-93 1993-94 1994-95 1995-96
ACTIVITY COSTS ACTUAL BUDGETED REQUESTED PROPOSED
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments
Total
STAmG SUMMARY
Regular Positions:
Temporary Positions:
Full-time equivalents
$61,372 $95,545 $88,810 $88,810
17,458 18,000 37,300 37,300
50,011 44,450 64,250 54,250
$128,841 $157,995 $190,360 $180,360
7 7 7 7
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
* 1994-95: Purchase pool covers ($10,000)
D-50
LEISURE, CULTURAL AND SOCIAL SERVICES
ACTMTY: Aquatics
DEPARTMENT: Parks and Recreation
PROGRAM: Recreation m: General Fund
MAJOR 1994-96 OBJECTIVES
* 1994-95: Increase admission rates for swimming lessons * 1994-95: Provide classes for owners of home pools * 1994-95: Increase number of trained lifeguards
RELATED COST CENTERS
Aquatics (10-702.04)
CITY MANAGER BUDGET ADJUSTMENTS
* 1994-96: Subtracted $18,690 for part-time personnel (100 series)
Subtracted $4,000 from purchase of natural gas (200 series)
D-5 I
LEISURE, CULTURAL AND SOCIAL SERVICES
ACTIVITY: Adult Sports
DEPARTMENT: Parks and Recreation
PROGRAM: Recreation
FUND: General Fund
~~ ~
ACTIVITY DESCRmTION
The Adult Sports activity offers athletic leagues and tournaments for adults. Activity goals are: 1) well-orgaaized and
competitive sports leagues and tournaments for adults; and, 2) a 100% cost recovery of adult leagues and tournaments. This
activity has four major elements:
* Softball leagues and tournaments. Provide umpires, scorekeepers, equipment, promotion, administration, awards
and facilities for league and tournament play (65 percent of the activity).
* Basketball leagues and tournaments. Provide umpires, scorekeepers, equipment, promotion, administration, awards
and facilities for league and tournament play (20 percent of the activity).
* Volleyball leagues and tournaments. Provide umpires, scorekeepers, equipment, promotion, administration, awards
and facilities for league and tournament play (5 percent of the activity).
* Rental of facilities. Provide rental facilities for baseball, softball, football and soccer (10 percent of the activity).
ACTIVITY COSTS
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments
Total
STAFFING SUMMARY
Regular Posit ions:
Temporary Positions:
Full-time equivalents
1992-93 1993-94 1994-95 1995-96
ACTUAL BUDGETED REQUESTED PROPOSED
$56,744 $82,465 $6 1,910 $6 1,9 10
3 1,790 28,670 27,695 27,695
19,439 20,800 17,600 17,600
2,037
$110,010 $13 1,935 $107,205 $107,205
5 5
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
None
MAJOR 1994-96 OBJECTIVES
* 1994-95: Increase adult softball program to 1993 level * 1994-95: * 1994-95:
Develop and offer week night tournaments between softball programs
Relocate volleyball program to High School as a Spring or Fall activity
5 5
RELATED COST CENTERS
Adult Sports (10-702.05)
D-52
LEISURE, CULTURAL Ah9 SOCIAL SERVICES
ACTIVITY: Adult Sports
DEPARTMENT: Parks and Recreation
PROGRAM: Recreation
FUND: General Fund
~~
CITY MANAGER BUDGET ADJUSTMENTS
None
CITY COUNCIL BUDGET ADJUSTMENTS
* 1994-95: Subtracted $25,000 for part-time hours (100 series)
Revenues from Adult Sports reduced $25,000
D-53
LEISURE. CULTURAL AND SOCIAL SERVICES
ACTIVITY: Specialty Classes
DEPARTRIENT: Parks and Recreation
PROGRAM: Recreation
FUND: General Fund
ACTIVITY DESCRIPTION
The Specialty Classes activity schedules 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:
* Fine arts instruction. Provide arts, crafts, music and other fine art classes for children, youth and adults (30 percent
of the activity).
* Dance and exercise instruction. Provide instruction and facilities for adults and youth in various dance programs
and exercise activity classes (50 percent of the activity).
* Sports instruction. Provide instruction for individual sports activities (tennis) (20 percent of the activity).
ACTIVITY COSTS
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments
Total
STAFFING SUMMARY
Regular Positions:
Temporary Positions:
Full-time equivalents
1992-93 1993-94 1994-95 1995-96
ACTUAL BUDGETED REQUESTED PROPOSED
$473
$24,811 $50,000 $26,000 $26,000
$25,284 $50,000 $26,000 $26,000
0
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
None
MAJOR 1994-96 OBJECTIVES
* 1994-95: Increase revenues 15%
* 1994-95: Utilize facilities at Kofu, Legion and Chablis Hall to capacity
RELATED COST CENTERS
Specialty Classes (10-702.06)
CITY MANAGER BUDGET ADJUSTRENTS
0 0 0
* 1994-96: Subtracted $15,000 for professional services (300 series)
D-54
LEISURE, CULTURAL AND SOCIAL SERVICES
ACTIVITY: BOBS Support Services
DEPARTMENT: Parks and Recreation
Recreation PROGRAM:
FUND: General Fund
~~
ACTMTY DESCRIPTION
The Concessions activity serves to account for cost of part-time employees who operate concessions at games and tournaments.
Activity goals are: 1) 105% cost recovery from BOBS; and 2) quality and cost effective operations. This activity has one
major element:
* Operate concessions. Provide snacks, food and drinks at scheduled games, tournaments and activities (100 percent
of the activity).
ACTIVITY COSTS
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments
Total
STAFFING SUhlMARY
Regular Positions:
Temporary Positions:
Full-time equivalents
1994-95 1995-96 1992-93 1993-94
ACTUAL BUDGETED REQUESTED PROPOSED
$20,052 $12,955 $20,000 $20,000
208
$20,260 $12,955 $20,000
0 0
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
None
MAJOR 1994-96 OBJECTIVES
* 1994-95: Establish seasonal concession at football stadium and Grape Pavillion
RELATED COST CENTERS
Recreation Miscellaneous (10-702.30)
CITY MANAGER BUDGET ADJUSTMENTS
0
$20,000
0
* 1994-96: Added $20,000 for staffing (City is reimbursed cost plus 5% for administration). (100 series)
D-55
LEISURE, CULTURAL AND SOCIAL SERVICES
ACTIVITY: Sports Facilities
DEPARTMENT: Parks and Recreation
PROGRAM: Parks
FUND: General Fund
ACTIVITY DESCRIF'TION
The Sport Facilities activity maintains and manages park facilities, landscaped areas and open park space within the City.
Activity goals are: 1) support of Recreation programs; 2) safe, useful and attractive parks and facilities; 3) efficient and
effective maintenance service; and, 4) a positive image for the City. This activity has 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).
1992-93 1993-94 1994-95 1995-96
ACTIVITY COSTS ACTUAL BUDGETED REQUESTED PROPOSED
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments
Total
STAFFING SUMMARY
Regular Positions:
Parks Supervisor
Parks Maintenance Worker
Total
Temporary Positions:
Full-time equivalents
$302,649 $367,135 $288,081 $288,081
20,673 36,450 25,720 25,720
58,850 54,6 12 46,125 46,125
500 500
$382,172 $458,197 $365,926 $360,426
5,500
1
7
8
-
3.5
1
7
8
-
3.5
1
5
6
-
3.5
1
5
6
-
3.5
SIGhWXCANT EXPENDITURE AND STAFFING CHANGES
* 1995-96: Purchase automatic floor scrubber ($5,500)
RlAJOR 1994-96 OBJECTIVES
* 1994-96: Continue to work toward achieving activity goals
RELATEDCOSTCENTERS
Stadium Maintenance (10-752.01)
CITY MANAGER BUDGET ADJUSTMENTS
None
D-56
LEISURE, CULTURAL AND SOCIAL SERVICES
ACTIVITY: Sports Facilities
DEPARTMENT: Parks and Recreation
PROGRAM: Parks
FUND: General Fund
CITY COUNCIL BUDGET ADJUSTMEhTS
* 1994-95: Subtracted $3,000 of overtime (100 series)
Subtracted $77,474 in salaries for 2 maintenance worker 11’s (100 series)
Subtracted $8,500 for supplies, materials and services (300 series)
D-57
LEISURE, CULTURAL AND SOCIAL SERVICES
ACTIVITY: Lodi Lake Park
DEPARTMENT: Parks and Recreation
PROGRAM: Parks
FUND: General Fund
~~~
ACTIVITY DESCRIIJTION
The Lodi Lake Park activity maintains and manages Lodi Lake Park facilities, landscaped areas and open park space within
the Park. Activity goals are: 1) safe, useful, clean and attractive park and facilities; 2) efficient and effective maintenance
service; 3) a positive image for the City; and, 4) a balanced distribution of parks and playgound equipment throughout the
City. This activity has three major elements:
* 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. Perform carpentry, paint, plumbing, electrical and mechanical repairs, perform minor repairs
with inhouse or contract resources (25 percent of the activity).
* Janitorial maintenance. Clean and tend park buildings, remove trash and perform minor repairs (25 percent of the
activity).
1994-95 1995-96 1992-93 1993-94
ACTIVITY COSTS ACTUAL BUDGETED REQUESTED PROPOSED
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments
Total
STAFFING SUnlRlARY
Regular Positions:
Parks Maintenance Worker
Total
Temporary Positions:
Full-time equivalents
$92,435 $9 1,295 $9 1,295
6,700 6,960 6,960
40,770 33,070 33,070
8.000 8.000 8.000
$149,555 $139,825 $139,825
1,650 500 500
0
0
-
.o
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
None
MAJOR 1994-96 OBJECTIVES
None
RELATED COST CENTERS
Lodi Lake Park (10-752.02)
2
2
-
.5
2
2
-
.5
2
2
-
.5
CITY MANAGER BUDGET ADJUSTMENTS
None
D-58
LEISURE, CULTURAL Ah9 SOCIAL SERVICES
ACTIVITY: Lodi Lake Park
DEPARTMENT: Parks and Recreation
PROGRAM: Parks
FUND: General Fund
CITY COUNCIL BUDGET ADJUSTMEhTS
* 1994-95: Subtracted $lO,OOO for supplies, materials and services (300 series)
D-59
LEISURE, CULTURAL AND SOCIAL SERVICES
ACTIVITY: Park Maintenance
DEPARTMENT: Parks and Recreation
PROGRAM: Parks
FUND: General Fund
ACTIVITY DESCRIPTION
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 (50 percent of the activity).
* Repair and remodel. Perform carpentry, paint, plumbing, electrical and mechanical repairs, perform minor repairs
with inhouse or contract resources (15 percent of the activity).
* Janitorial maintenance. Clean and tend park buildings, remove trash and perform minor repairs (25 percent of the
activity).
* Pool maintenance. Vacuum, scrub tiles, maintain water temperature, maintain chemical balance and cleanliness to
State and Federal standards, maintain pumps, filters, automatic chemical dispensers and chemical alarms (10 percent
of the activity).
ACTIVITY COSTS
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments
Total
STAFFING SUMMARY
Regular Positions:
Parks Supervisor
Maintenance Worker
Total
Temporary Positions:
Full-time equivalents
1992-93 1993-94 1994-95 1995-96
ACTUAL BUDGETED REQUESTED PROPOSED
$435,173 $374,085 $348.874 $348,874
121,376 102,343 96,830 96,830
53,805 32,425 21,020 21,020
8 .OOO 1 .Ooo 1 .Ooo
$6 18,354 $508,853 $467,724 $467,724
1 1 1 1
6
12 8 7 7
- 6 - 7 - 11 -
6 2.5 .5 .5
D-60
LEISURE. CULTURAL AND SOCIAL SERVICES
ACTIVITY: Parks Maintenance
DEPARTMENT: Parks and Recreation
PROGRAM: Parks m: General Fund
SIGNIFICANT EXPENDITURE Ah'D STAFFING CHANGES
None
MAJOR 1994-96 OBJECTIVES
* 1994-96: Continue to work toward achieving activity goals * 1994-96: Identify parks maintenance activities to be contracted out
RELATED COST CENTERS
Other Parks (10-752.03)
CITY MANAGER BUDGET ADJUSTMENTS
None
CITY COUNCIL BUDGET ADJUSTMENTS
* 1994-95: Subtracted $38,026 of salary for 1 maintenance worker I1 (100 series)
Subtracted $5,000 of overtime (100 series)
Added $15,000 of part-time salary (100 series)
Subtracted $22,000 for supplies, material and services (300 series)
Added $15,000 for the leaselpurchase of a mower (300 series)
D-6 1
LEISURE, CULTURAL AND SOCIAL SERVICES
ACTMTY: Park Rangers
DEPARTMENT: Parks and Recreation
PROGRAM: Parks m: General Fund
ACTIVITY DESCRIPTION
The Park Rangers activity patrols parks and provides nature programs. Activity goals are: 1) safe parks and facilities; 2) a
positive image for the City; and, 3) educational nature programs. This activity has three major elements:
* Enforcement. Enforce park rules, local ordinances and State and County laws (50 percent of the activity).
* Facility operations. 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. Provides, coordinates and develops nature appreciation programs at Mi Lake Park; and, operates
and develops the Discovery Center (35 percent of the activity).
ACTIVITY COSTS
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments
Total
STAFFING SUMMARY
Regular Positions:
Park Naturalist
Parks Ranger
Total
Temporary Positions:
Full-time equivalents
1992-93 1993-94 1994-95 1995-96
ACTUAL BUDGETED REQUESTED PROPOSED
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
$77,020 $8 8,270 $89,910 $89,910
1,200 1,200
9,523 14,705 10,240 10,240
$86,543 $102,975 $101,350 $10 1,350
None
RlAJOR 1994-96 OBJECTIVES
* 1994-96: Develop Summer Camp program
RELATED COST CENTERS
Park Rangers (10-752.08)
1
2
3
-
2
0
1
1
-
3
0
1
1
-
3
0
1
1
-
3
..
CITY MANAGER BUDGET ADJUSTMENTS
None
D-62
LEISURE, CULTURAL Ah?) SOCIAL SERVICES
ACTIVITY: Park Rangers
DEPARTMENT: Parks and Recreation
PROGRAM: Parks
FUND: General Fund
CITY COUNCIL BUDGET ADJUSTMENTS
* 1994-95: Subtracted $3,000 for part-time salaries (100 series)
Subtracted $1,300 for supplies, material and services (300 series)
D-63
LEISURE, CULTURAL AND SOCIAL SERVICES
ACTIVITY: Equipment Maintenance
DEPARTMENT: Parks and Recreation
PROGRAM Parks m: General Fund
ACTIVITY DESCRIPTION
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:
* 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).
ACTIVITY COSTS
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments
Total
STAFFING SUhlRlARY
Regular Positions:
WelderIMechanic
Total
Temporary Positions:
Full-time equivalents
1992-93 1993-94 1994-95 1995-96
ACTUAL BUDGETED REQUESTED PROPOSED
$45,630 $48,510 $49,485 $49,485
95 1 800 800 800
84,261 118,500 115,905 115,905
324
68
$13 1,234 $167,8 10 $166,190 $166,190
1
1
-
0
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
None
MAJOR 1994-96 OBJECTIVES
* 1994-96: Bring playground equipment up to ADA standards
RELATED COST CENTERS
Equipment Maintenance (10-753.01)
CITY MANAGER BUDGET ADJUSTMENTS
None
CITY COUNCIL BUDGET ADJUSTMENTS
1
1
-
0
1
1
-
0
1
1
-
0
* 1994-95: Subtracted $5,200 for supplies, materials and services (300 series)
D-64
LEISURE, CULTURAL AND SOCIAL SERVICES
ACTIVITY: Library Board
DEPARTMENT: City Council and Boards
PROGRAM: Legislation and Policy
FUND: General Fund
ACTMTY DESCRIPTION
The Library Board oversees and governs library operations and facilities; develops long term plans for facilities and services;
and advises the City Council on funding requirements. Activity goals are: 1) well-planned and and well-maintained Library
services; and 2) well-organized and responsive library programs
ACTIVITY COSTS
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments
Total
1992-93 1993-94 1994-95 1995-96
ACTUAL BUDGETED REQUESTED PROPOSED
STAFFING SUMMARY
None - Staff assistance is provided through the Library activity.
SIGNIFICANT EXPENDITURE AND STAFFKNG CHANGES
None
MAJOR 1994-96 OBJECTIVES
$3,523 $1,663
$3,523 $1,663
* 1994-96: Continue to work toward achieving activity goals
RELATED COST CENTERS
To be developed
CITY MANAGER BUDGET ADJUSTRENTS
None
D-65
LEISURE, CULTURAL AND SOCIAL SERVICES
ACTIVITY: Library
DEPARTMENT: Library
PROGRAM: Cultural Services
FUND: General Fund
~ ~~~~~ ~~
ACTIVITY DESCRIPTION
The Library activity provides informational, recreational, educational and basic research services for the community and
promotes increased public awareness of these services. Activity goals are: 1) well-maintained reference service; 2) balanced
and frequent children’s programs; 3) friendly, responsive and efficient circulation service; and 4) balanced, timely and
responsive support services. This activity has four major elements:
* Reference service. Assist customers identify and find material; and, recommends material for purchase and collection
development (10 percent of the activity).
* Children’s services. Provides storyhour program; conducts activities for pre-school and school age children; and,
develops children’s materials collection (5 percent of the activity).
* Public services. Circulation desk activities necessary for checking library materials out and in; handling reserves;
reshelving returned items; and issuing library cards (30 percent of the activity).
* Support services. Selects, orders and processes materials for collection (books, magazines, papers, audiocassettes,
etc.); maintains collection in good order and condition; maintains and repairs Library facility in safe and working
condition; and maintains administrative files and records (55 percent of the activity).
ACTIVITY COSTS
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments
Total
STAFFING SUMMARY
Regular Positions:
City Librarian
Librarians
Library Assistants
Building Service Worker
Total
Temporary Positions:
Full-time equivalents
1992-93 1993-94 1994-95 1995-96
ACTUAL BUDGETED REQUESTED PROPOSED
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
* 1995-96: Purchase new copier ($7,000) * 1995-96: Increase part-time hours ($20,035)
$640,664 $662,725 $676,825 $697,770
55,775 63,550 64,990 65,200
129,885 204,789 222,080 261,250
25.806 32.805 15.280 15,280
$852,130 $963,869 $979,175 $1,039,500
1
4
9
1
15
-
6.8
1
4
9
1
15
-
5
1
4
9
1
15
-
5
1
4
9
1
15
-
6.3
CITY MANAGER BUDGET ADJUSTMENTS
None
D-66
LEISURE, CULTURAL AND SOCIAL SERVICES
ACTMTY: Library
DEPARTMENT: Library
PROGRAM: Cultural Services
FUND: General Fund
MAJOR 1994-96 OBJECTIVES
* 1994-95: Continue reduced service hours and children's program * 1995-96: Return to full service operations
Children's programs
Open four nights
RELATED COST CENTERS
Library Administration (21-801.01)
CITY MANAGER BUDGET ADJUSTMENTS
None
D-67
LEISURE, CULTURAL AND SOCIAL SERVICES
ACTIVITY: Community Center Commissions PROGRAM: Cultural Services
DEPARTMENT: City Council and Advisory Bodies FUND: General Fund
ACTIVITY DESCRIPTION
Two Commissions advise the City Council on cultural and senior programs.
* Senior Citizen Commission. The Senior Citizen Commission advises the City Council on programs, policies and
activities which serve seniors in the community. Activity goals are: 1) identify the needs of the aging; 2) create
community awareness; 3) explore improved standards of service; and 4) develop services and programs.
* Lodi Arts Commission. The Lodi Arts Commission advises and assists the City Council establish and promote tine
art and performing art programs. Activity goals are: 1) enrichment of the community through he art and performing
art program; 2) develop and promote creativity; 3) celebrate the cultural heritage of the community; and, 4)
recognize the artistic, creative and cultural achievement of Lodi citizens.
ACTIVITY COSTS
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments
Total
1992-93 1993-94 1994-95 1995-96
ACTUAL BUDGETED REQUESTED PROPOSED
STAFFING SUMMARY
None - Staff assistance is provided through the Community Center.
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
None
RlAJOR 1994-96 OBJECTIVES
* 1994-96: Continue to work toward achieving activity goals
RELATED COST CENTERS
Lodi Arts Commission (120-702.11)
Senior Citizen Commission (120-704.01)
CITY MANAGER BUDGET ADJUSTMENTS
None
CITY COUNCIL BUDGET ADJUSTMENTS
$77,127 $79,185
4,613 1,900 600 600
$10.217 $12,311 $5,150 $5,150
-
$9 1,957 $93,396 $5,750 $5,750
* 1994-95: Subtracted $1,000 for conferences (300 series)
D-68
LEISURE, CULTURAL AND SOCIAL SERVICES
ACTIVITY:
DEPARTMENT:
Community Center
Administration
PROGRAM: Cultural Services m: General Fund
ACTIVITY DESCRIPTION
The Community Center activity provides a focal point for cultural, fine art, performing art and senior programs within the
community; provides facilities for meetings, conferences, recreational activities and events sponsored by the City, community
groups and private individuals and organizations; and, works with the Senior Citizen Coxnxnission, 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) promotionof fine art and performing art within the City; and, 4) 30% to 50% cost recovery.
This activity has seven major elements:
* Senior services. Social and recreational activities; referral services; emotional and physical wellness programs; and
legal, consumer, financial and educational services and counseling (20 percent of the activity).
* Cultural progmms. 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 on 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).
* Special 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).
* Aquatics. Program, schedule and conduct various swimming activities (recreational swimming and therapeutic
swimming); and, vacuum, scrub tiles, maintain water temperature, maintain chemical balance and cleanliness of
facilities (20 percent of the activity).
* Facility and janitorial maintenance.
percent of the activity).
Clean, remove trash, maintain equipment and perform minor repairs (30
ACTIVITY COSTS
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments
Total
1992-93 1993-94 1994-95 1995-96
ACTUAL BUDGETED REQUESTED PROPOSED
$1 83,597 $194,690 $247,208 $247,208
76,509 85,000 78,500 78,500
90 , 004 106,781 118,867 115,067
2,824 2,790 13,800 5,300
$352,934 $3 89,26 1 $458,375 $446,075
D-69
LEISURE, CULTURAL AND SOCIAL SERVICES
ACTIVITY: Community Center
DEPARTMENT: Administration
PROGRAM: Cultural Services
FUND: General Fund
STAFFING SUMMARY
Regular Positions:
Community Center Director
Senior Services Coordinator
Administrative Clerk
Maintenance Worker
Total
Temporary Positions:
Full-time equivalents
1 1 1 1
1 1 1 1
1 1 1 1
1 2
5 5 4 4
- 1 - 2 - -
0 0 0 0
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
* 1994-95:
* 1994-95: Purchase replacement copier ($8,500) * 1994-95: Purchase tables and chairs ($3,800)
Add contract employee to supervise to oversee and coordinate Arts Commission activities and grants program
($22, 100)
MAJOR 1994-96 OBJECTIVES
* 1994-96: Continue to work toward achieving activity goals
RELATED COST CENTERS
Community Center Administration (120-O40.03)
Senior Information (120-704.02)
Hutchins Street Square Pool (120-704.03)
Hutchins Square Maintenance (120-752.05)
CITY hiANAGER BUDGET ADJUSTMENTS
* 1994-96: Subtracted $1,000 for postage (series 200)
Subtracted $500 for printing, binding and duplicating (series 300)
Subtracted $250 for photocopying (series 300)
Subtracted $250 for office supplies (series 300)
Subtracted $7,000 for building repairs (series 300)
CITY COUNCIL BUDGET ADJUSTMENTS
* 1994-95: Subtracted $3,000 for part-time salary (100 series)
Subtracted $24,000 for salary of 1 maintenance worker I (100 series)
Subtracted $22,100 for a contract employee as coordinator for the Arts Commission (100 series)
Subtracted $3,700 for pest spray contract (300 series)
Added $1 1,000 for part-time maintenance (100 series)
D-70
LEISURE, CULTURAL AND SOCIAL SERVICES
ACTIVITY: Cultural Activities
DEPARTMENT: Administration
PROGRAM: Cultural Services
FUND: General Fund
ACTIVITY DESCRIPTION
The Cultural Activities program is responsible for encouraging, promoting and providing for cultural development in the line
arts and performing arts (crafts, art, music, dance, drama). Activity goals are: 1) improve the quality of life to residents and
visitors to Lodi; 2) promote Mi as a regional center for cultural activities; and, 3) develop long-term programs to encourage
cultural growth. This activity has one major element:
* Cultural activity grants. Evaluate requests and recommend funding for local non-profit organizations that promote
cultural activities (100 percent of the activity).
ACTIVITY COSTS
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments
Total
1992-93 1993-94 1994-95 1995-96
ACTUAL BUDGETED REQUESTED PROPOSED
$37.284 $35,500 $34.445 $34.445
$37,284 $35,500 $34,445 $34,445
STAFFING SUMMARY
None - Staff assistance is provided through the Community Center.
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
None
I
MAJOR 1994-96 OBJECTIVES
None
RELATED COST CENTERS
Lodi Arts Commission (120-702.12)
CITY MANAGER BUDGET ADJUSTMENTS
None
D-7 I
LEISURE, CULTURAL AND SOCIAL SERVICES
ACTIVITY: Human Relations
DEPARTMENT: Community Development
PROGRAM: Social Services m: CDBG Fund
ACTIVITY 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 social services; and, 3) a positive image for the City of Lodi. This activity has one major element:
* Grants administration. Evaluate requests and recommend funding for local nonprofit 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).
1992-93
ACTIVITY COSTS ACTUAL
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments $799.876
Total $799,876
STAFFT" SUMMARY
None. Staffing support provided by Community Development
SIGNIFICANT EXPENDITURE AND STAF'F'ING CHANGES
None
BIAJOR 1994-96 OBJECTIVES
None
RELATED COST CENTERS
New activity
CITY MANAGER BUDGET ADJUSTMENTS
None
1993-94 1994-95 1995-96
BUDGETED REQUESTED PROPOSED
$477,293 $638,801 $700.000
$477,293 $638,801 $700,000
0-72
LEISURE, CULTURAL Ah?) SOCIAL SERVICES
ACTIVITY: Camp Hutchins
DEPARTMENT: Parks and Recreation
PROGRAM: SajdSxks
FUND: Child Care
ACTIVITY DESCRIF'TION
The Camp Hutchins activity provides licensed child care for children aged 6 to 12 years every day of the year 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 years of age
(65 percent of the activity).
* Activities. Provide programs featuring activities that promote socialization skills through activities in arts, crafts,
drama, games, music and science (30 percent of the activity).
* Administration and management. Maintain records, personnel qualifications, admission policies and procedures
and prepare reports; hire and evaluate staff; organize and conduct training for staff; and, develop cumculum (5
percent of the activity).
ACTIVITY COSTS
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments
Total
STAFFLNG SURlRlARY
Regular Positions:
Temporary Positions:
Recreation Supervisor
Full-time equivalents
1994-95 1995-96 1992-93 1993-94
ACTUAL BUDGETED REQUESTED PROPOSED
$56,249 $121,270 $90,755 $90,755
787 1,200 1,800 1,800
12,389 9,762 10,500 10,500
2,055 1 ,OOo 1 1
$71,480 $133,232 $104,055 $104,055
1
7
1
6
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
None
MAJOR 1994-96 OBJECTIVES
* 1994-95: Develop activities to promote social skills through arts, crafts, games, music and science
RELATED COST CENTERS
Camp Hutchins (15-702.15)
1
6
CITY MANAGERS BUDGET ADJUSTMENTS
None
D-73
COMMUNITY AND ECONOMIC DEVELOPMENT
A
COMlLTLTNITYANDECONOMICDEVELOPMENT
ACTIVITY: Community Development Commissions PROGRAM: Planning
DEPARTMENT: City Council and Advisory Bodies FUND: General Fund
~~~
ACT WIT Y 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. The goal of the Commission
is to have a well planned community with compatible land uses.
* 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.
ACTIVITY COSTS
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments
Total
1992-93 1993-94 1994-95 1995-96
ACTUAL BUDGETED REQUESTED PROPOSED
$3,360 $3,360
4,890 4,890
$8,250 $8,250
STAFFING SUMMARY
None. Staff assistance is provided through the Community Development Department.
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
None.
MAJOR 1994-96 OBJECTlVES
None
RELATED COST CENTERS
New Activity
CITY MANAGER BUDGET ADJUSTMENTS
None
D-74
COMMUNITY AND ECONOMIC DEVELOPMENT
ACTIVITY: Current/Advance Planning
DEPARTMENT: Community Development
PROGRAM. Planning
FUND: General Fund
ACTIVITY DESCRIPTION
The planning activity prepares and revises the General Plan, manages long-range planning projects and works with the Planning
Commission and Site Plan and Architectural Review Committee; reviews development 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 cames 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 proposed 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. Prepare ordinances and policies aimed at setting standards for
development and its review; process and review planning applications for compliance with applicable codes and
ordinances; coordinate with other departments in the review of projects; perform environmental assessments and
monitor environmental mitigation measures; respond to public inquiries on development issues (50 percent of the
activity).
* Council/commission support. Provide necessary support for the City Council, Planning Commission, and Site Plan
and Architectural Review Committee (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).
*
ACTIVITY COSTS
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments
Total
1992-93 1993-94 1994-95 1995-96
ACTUAL BUDGETED REQUESTED PROPOSED
$299,575 $286,910 $29 1,590 $291,590
2,217 1,200 1,200 1,200
15,872 28,546 18,290 18,290
1,800
0
$3 17,664 $318,456 $3 1 1,080 $3 1 1,080
D-75
COMMUNITY AND ECONOMIC DEVELOPMENT
ACTIVITY: CurrentIAdvance Planning
DEPARTMENT: Community Development
PROGRAM: Planning
FUND: General Fund
ACTMTY COSTS
STAFFING SUMMARY
Regular Positions:
Community Development Director
Senior Planner
Assistant Planner
Department Secretary
Total
Temporary Positions:
Full-time equivalents
1992-93 1993-94 1994-95
ACTUAL BUDGETED REQUESTED
1 1 1
1 1 1
2 2 2
1 1 1
5 5 5
- - -
0 0 0
1995-96
PROPOSED
1
1
2
1
5
0
-
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
None
MAJOR 1994-96 OBJECTIVES
* 1994-95:
* 1994-96:
* 1994-95:
* 1994-95: * 1994-95:
* 1995-96: 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 Revitalization Study.
Support efforts of the City’s Economic Development Coordinator to promote and implement business
retention and expansion.
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.
RELATED COST CENTERS
Planning Administration (10-045.01)
Grant Administration (10-045.03)
CITY MANAGER BUDGET ADJUSTMENTS
* 1994-96: Subtracted $5,000 in professional services (300 series)
Subtracted $2,200 in office equipment (500 series)
D-76
COMMUNITY AND ECONOMIC DEVELOPMENT
ACTIVITY: Building and Safety
DEPARTMENT: Community Development
PROGRAM: Construction Development m: General Fund
ACTIVITY DESCRIPTION
The Building and Safety activity interprets and enforces construction and building codes, regulations and ordinances to regulate
construction, occupancy, handicap accessibility, energy efficiency and life safety of all buildings constructed in the City of
Lodi. Activity goals are: 1) safe, sound and energy efficient buildings; 2) compliance with codes and ordinances; and 3) timely
response to public inquiries. This activity has five major elements:
Public information. Answer questions and offer interpretations about construction codes and regulations (20 percent
of the activity).
Construction permit application review. Review construction permit applications and plans for compliance with
applicable codes and ordinances; issue permits; and collect fees (30 percent of the activity).
Development review coordination. Coordinate permit application reviews with other departmentslagencis to ensure
compliance with other development regulations (10 percent of the activity).
Construction inspection. Inspect construction projects to ensure compliance with codes, ordinances, permits and
approved plans (35 percent of the activity).
Code enforcement. Investigate violations of housing, construction and occupancy codes; and follow through with
abatement orders (5 percent of the activity).
1992-93 1993 -94 1994-95
ACTIVITY COSTS ACTUAL BUDGETED REQUESTED
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments
Total
STAFFING SURlMARY
Regular Positions:
Chief Building Inspector
Senior Building Inspector
Building Inspector
Administrative Clerk
Total
Temporary Positions:
Full-ti me equivalents
$321,185 $329,405 $349,160
3,523 1,600 1,600
67,259 86,092 99,220
12,375 4,000 4,500
1,099 2.000 3,000
$405,44 1 $423,097 $457,480
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
1
1
3
1
6
-
0
1
1
3
1
6
-
0
1
1
3
1
6
-
.2
1995-96
PROPOSED
$349,160
1,600
99,220
4,500
3.000
$457,480
1
1
3
1
6
-
-2
* 1994-96: Supplies, material and services ($13,130) * 1994-96: Add part-time hours for additional inspectors ($25,480) * 1994-95: Purchase personal computer ($4,500)
D-77
COMMUNITY AND ECONOMIC DEVELOPMENT
ACTIVITY: Building and Safety
DEPARTMENT: Community Development
PROGRAM: Construction Development
FUND: General Fund
RIAJOR 1994-96 OBJECTIVES
None
RELATED COST CENTERS
Building Inspection (10-045.02)
Code Enforcement (10-045.04)
CITY MANAGER BUDGET ADJUSTMENTS
None
CITY COUNCIL BUDGET ADJUSTMENTS
* 1994-95: Subtracted $20,000 for part-time salary (100 series)
..
D-78
COMMUNITY AND ECONOMIC DEVELOPMENT
ACTIVITY: Engineering
DEPARTMENT: Public Works
PROGRAM: Construction Development
FUND: General Fund
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. 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 bas four 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 (42 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 perrnits;
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 (20 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 studiedreports on loading zones, pedestrian crossings, school crossings
parking 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 (18 percent of the activity).
ACTIVITY COSTS
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments
Total
1992-93 1993-94 1994-95 1995-96
ACTUAL BUDGETED REQUEnED PROPOSED
$755,640 $710,400 $708,489 $708,489
26,084 38,687 34,025 34,025
614 650 1.300 1,300
$787,844 $749,737 $743,8 14 $743,8 14
4,370
1,136
D-79
COIWklUNITY AND ECONOMIC DEVELOPMENT
ACTIVTTY: Engineering
DEPARTMENT: Public Works
PROGRAM: Construction Development
FUND: General Fund
ACTIVITY COSTS
STAFFING SUMMARY
Regular Positions:
City Engineer
Senior Civil Engineer
Civil Engineer *
Engineering Technician Assistant
Engineering Supervisor
Senior Engineering Technician
Engineering Technician
Public Works Inspector
Total
Temporary Positions:
Full-time equivalents
1992-93 1993-94 1994-95
ACTUAL BUDGETED REQUESTED
1
1
4
1
2
1
3
2
15
.6
-
1
1
3.5
1
2
2
1
2
13.5
.6
-
1
1
3.5
0
2
2
1
2
12.5
0
-
1995-96
PROPOSED
1
1
3.5
0
2
2
1
2
12.5
0
-
* Traffic engineer position is authorized full-time but presently filled half time by contract employee
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
None
MAJOR 1994-96 OBJECTIVES
* 1994-95:
* 1994-95: Update construction specifications * 1994-95: * 1994-95: Update traffic signal priority study * 1994-95: Develop P.C. software and hardware standards
Improve coordination and support between Development Service Activities and Economic Development
Coordinator
Evaluate encroachment permit program and recommend new fee structure
RELATED COST CENTERS
General Engineering (10-302.01)
CITY MANAGER BUDGET ADJUSTMENTS
* 1994-96: Subtracted $61,451 to fund information systems office (series 100 and 300)
CITY COUNCIL BUDGET ADJUSTMENTS
* 1994-95: Subtracted $8,260 in part-time salary (100 series)
Subtracted $1,200 in supplies, materials and services (300 series)
D-80
COMMUNITY AND ECONOMIC DEVELOPMENT
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 Lodi and 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:
* Community promotion. Provide grants to organizations (Chamber of Commerce, San Joaquin Partnership, Lodi
Downtown Business Association) which encourage and provide for economic stability; which promote public events
and trade activities; and which advertize Lodi as a tourist destination (10 percent of the activity).
* City relations with business community. Establishes and maintains day to day communication with business
community and business organizations to identify issues, concerns and interests of existing businesses, potential new
businesses or business organizations; and, coordinates with City staff and other agencies to provide answers,
regulatory reform or streamlining City services (30 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
(40 percent of the activity).
* Funding economic development activities. Plan and develop strategies to fund economic development projects and
programs (public-private partnerships, redevelopment agency, assessment districts) (10 percent of the activity).
* Financial assistance. Recommend, administer and manage financial assistance programs approved by the City
Council to assist businesses and property owners, expand business andlor create new jobs (10 percent of the
activity).
Although no specific projects are identified for funding, the City is contracting with a consultant to develop a revitalization
and beautification plan for the downtown and Cherokee Lane. Funding levels will be identifiedwith the final recommendations
of the consultant.
ACTIVITY COSTS ACTUAL BUDGETED REQUESTED PROPOSED
1995-96 1992-93 1993 -94 1994-95
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments
Total
$165 $28,355 $67,550 $67,550
2,150 2,150
22,093 135,085 68,990 68,990
45.200 42,700 37,200 37.200
$67,458 $206,140 $175,890 $175,890
D-8 1
COMMUNITY AND ECONOMIC DEVELOPMENT
ACTIVITY: Economic Development
DEPARTMENT: Administration
PROGRAM: Economic Development m: General Fund
ACTIVITY COSTS
STAFFING SUMMARY
Regular Positions:
Temporary Positions:
Economic Development Coordinator
Full-time equivalents
1992-93 1993-94 1994-95 1995-96
ACTUAL BUDGETED REQUESTED PROPOSED
0
0
.5 1
0 .5
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
* 1994-95: * 1994-95: Add one intern ($10,600)
Implement Phase I1 of the Downtown and Cherokee Lane Project ($81,000) (Capital Budget)
hlAJOR 1994-96 OBJECTIVES
* 1994-96: Implement Downtown Revitalization Study * 1995-96: Implement Cherokee Lane Study * 1995-96: * 1995-96: Coordinate the business attraction program for the City * 1995-96: Increase involvement with the San Joaquin Partnership * 1994-96:
Market and promote Lodi on a regional and National basis
Develop and implement economic incentives for business expansion. Specific projects and studies to be
determined by the Council ($200,000 per year) (To be funded by reserves)
RELATED COST CENTERS
Community Promotion (10-020.06)
Economic Development (10-043.01)
CITY MANAGER BUDGET ADJUSTMENTS
* 1994-96: Added $300 to salaries (series 100)
Subtracted $480 from office supplies (series 300)
Subtracted $435 from memberships (series 300)
Subtracted $90,400 for special grants (series 600)
Subtracted $8,400 from temporary salaries (series 100)
CITY COUNCIL BUDGET ADJUSTMENTS
* 1994-95: Added $13,150 for employee benefits (100 series)
Added $37,200 in special payments (600 series) * Chamber of Commerce ($25,000 less $10,000) * Downtown Business Association ($2,700 less $500)
* San Joaquin Partnership ($20,000)
Subtracted $8 1,000 for Phase I1 of the DowntownlCherokee Lane Project (Capital Budget) (300 series)
D-82
GENERAL GOVERNMENT
GENERAL GOVERNMENT
ACTIVITY: City Council
DEPARTMENT: City Council and Advisory Bodies
PROGRAM: Legislation and Policy m: General Fund
ACTIVITY DESCRIPTION
The City Council activity governs the City of Lodi by enacting and enforcing laws, policies and regulations concerning
municipal affairs, subject only to limitations and restrictions provided in the State of California Government Code and
Constitution. Thirteen advisory cornmissions 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 payor 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).
ACTIVITY COSTS
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments
Total
STAFFING SUMMARY
Regular Positions
Mayor
Counci I members
Total
1992-93 1993-94 1994-95 1995-96
ACTUAL BUDGETED REQUESTED PROPOSED
$49,145 $53,2 10 $53,750 $53,750
17,198 20,785 20,400 20,400
$66,343 $73,995 $74,150 $74,150
1
4
5
-
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
None
hlAJOR 1994-96 OBJECTIVES
* 1994-96: Outlined in the Major City Goals section of the financial plan.
RELATED COST CENTERS
Council (10-00 1.03 through 12)
1
4
5
-
1
4
5
-
1
4
5
-
CITY MANAGER BUDGET ADJUSTMENTS
None
D-83
GENERAL GOVERR?MENT
ACTIVITY: City Manager
DEPARTMENT: Administration
PROGRAM: General Administration m: General Fund
ACTIVITY DESCRIPTION
The City Manager activity implements City Council legislation, policies and regulations; provides information and
recommendations to the City Council; directs delivery of City services; and, manages the implementation and accomplishment
of City goals. Activity goals include: 1) fostering an informed public decision making process; 2) responsive, effective and
efficient City services; and 3) effective City management. This activity has four major elements:
* Direction and leadership. Focus the efforts and contributionsof staff on results and not work; establish performance
standards; build consensus on important issues; develop budget policies and procedures; establish priorities; and,
making decisions. (40 percent of the activity).
* Advising and assisting the City Council. Orient new councilmembers on the operation and functions of city
government; recommend legislation, policies and regulations; establish effective employee relations and conduct labor
negotiations; provide for the review of services; assist citizens with Council requests; represent the City with other
government agencies; anticipate problems; handle Council appointments; and, resolve conflict (40 percent of the
activity).
* Community relations. Understand community demands and expectations; foster effective relations with community
groups, organizations and interest groups; process citizen requests; and, maintain effective communications with the
news media (10 percent of the activity).
* Promoting the City’s Future. Recommend short, medium and long range plans for land use, economic development,
service levels, capital facilities and resources (personnel, material, facilities, money) (10 percent of the activity).
ACTIVITY COSTS
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments
Total
STAFFING SURlRlARY
Regular Positions:
City Manager
Assistant City Manager
Assistant to City Manager
Legal Secretary
Secretary to the City Manager
Total
Temporary Positions:
Full-time equivalents
1992-93 1993-94 1994-95 1995-96
ACTUAL BUDGETED REQUESTED PROPOSED
$237,688 $253,995 $244,545 $244,545
3,600 500 500 500
15,449 16,550 14,425 14,425
3,338 973 250 250
$260,055 $272.01 8 $259,720 $259,720
1 1 1 1
1 1 1 1
.5 0 0 0
.5 .5 .5 .5
1 1
4 3.5 3.5 3.5
- 1 - 1 - -
0 0 0 0
D-84
GENERAL GOVERNMENT
ACTIVITY: City Manager
DEPARTMENT: Administration
PROGRAM: General Administration m: General Fund
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
None
MAJOR 1994-96 OBJECTIVES
* 1994-95: Facilitate establishment of a fixed route bus system * 1994-95: Implement reporting system for federal transit funds * 1994-95: * 1994-95: Negotiate new labor contracts for all bargaining units * 1993-96: Refine fixed bus route system
Tie Secretary to City Manager into Local Area Network
RELATED COST CENTERS
City Manager (10-040.01)
CITY hlANAGER BUDGET ADJUSTMENTS
* 1994-96: Subtracted $1,600 from photocopy charges (series 300)
CITY COUNCIL BUDGET ADJUSTMENTS
* 1994-95: Subtract $1,145 in supplies, materials and services (300)
Transfer $21,795 from TDA fund for work by Assistant City Manager to establish fixed route bus system
D-85
GENERAL GOVERNMENT
ACTIVITY: Public Works Administration
DEPARTRENT: Public Works
PROGRAM: General Administration m: General Fund
ACTIVITY DESCRIPTION
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:
Clerical support. Prepare correspondence, council communications, reports and specifications; organize, maintain
and research correspondence and computer files; handle vehicle registration, contract documents, purchase orders,
claims, public counter inquiries and complaints; and answer phones and relays radio messages (30 percent of the
activity).
Project management. Handle labor compliance requirements on public works construction projects, oversee design,
construction and administration of building projects; and, resolve all major problems on City construction projects
(5 percent of the activity).
Department administration. Establish department mles, 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).
ACTIVITY COSTS
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments
Total
1992-93 1993-94 1994-95 1995-96
ACTUAL BUDGETED REQUESTED PROPOSED
$21 4,259 $219,045 $2 17,650 $21 7,650
2,654 1,900 1,900 1,900
17,497 18,255 16,945 16,945
1,3 15
$234,4 10 $2403 15 $236,495 $236,495
D-86
GENERAL GOVERNMXNT
ACTIVITY: Public Works Administration
DEPARTMENT: Public Works
PROGRAM: General Administration
FUND: General Fund
ACTIVITY COSTS
STAFFING SUMMARY
Regular Positions:
Public Works Director
Administrative Assistant
Department Secretary
Administrative Clerk I1
Total
Temporary Positions:
Ful I-ti me equivalents
1995-96 1992-93 1993-94 1994-95
ACTUAL BUDGETED REQUESTED PROPOSED
1 1 1
1 1 1
1 1 1
1 1 1
4 4 4
- - -
.2 .2 0
1
1
1
1
4
-
0
SIGNIFICANT EXPENDITURE AND STAJTING CHANGES
None
RIAJOR 1994-96 OBJECTIVES
* 1994-96 Update Employee Performance Evaluation/Appraisal System * 1994-95: Update Department Policy Manual * 1994-95: * 1994-95: Develop Departmental Disciplinary Action Manual * 1994-96: Review and evaluate Utility Franchise Agreements * 1994-95:
Develop more inclusive overhead rates for each Public Works Division
Develop objectives for each division which the Department's Mission and Value Statement
I.
RELATED COST CENTERS
Public Works Administration (10-301.01)
CITY MANAGER BUDGET ADJUSTMENTS
* 1994-96: Subtracted $725 of reirnhursahle expenses (series 300)
CITY COUNCIL BUDGET ADJUSTMENTS
* 1994-95: Subtracted $3,290 in part-time salary (100 series)
Subtracted $1,430 in supplies, materials and services (300 series)
D-87
GENERAL GOVERNMENT
I
4 ACTIVITY: City Attorney PROGRAM Legal Services
DEPARTMENT: City Attorney FUND: General Fund
ACTJYITY DESCRIPTION
The City Attorney activity reviews, monitors and evaluates the conduct of City activities for conformance with laws,
regulations, policies and rules; represents the City in civil litigation; and ensures that violators of city laws are prosecuted.
Activity goals are: I) to rerluce the City's liability exposure; and, 2) to provide timely and complete legal advice and services.
This activity has five major elements:
Legal review and advice. Review ordinances, resolutions, contracts and advise on employment issues (40 percent
of the activity).
Advise and assist the City Council. Orient new councilmembers on the services and functions of the City
Attorneys'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).
1995-96 1992-93 1993-94 1994-95
ACTIVITY COSTS
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments
Total
STAFFING SUhIhlARY
Regular Positions:
City Attorney
Deputy City Attorney
Legal Secretary
Total
Temporary Positions:
Full-time equivalents
ACTUAL
$141,063
932
26,558
$168,553
1
0
.5
1.5
-
0
BUDGETED REQUESTED PROPOSED
$152,795 $1 88,760 $188,760
475 475 475
24,801 28,405 28,405
599
$178,670 $217,640 $2 17,640
1
1
.5
2.5
-
0
1
1 - .5
2.5
0
1
1
.5
2.5
-
0
SIGh'lFICANT EXPENDITURE AND STAFFING CHANGES
None
D-88
GENERAL GOVERNMENT
ACTIVITY: City Attorney
DEPARTMENT: City Attorney
PROGRAM: Legal Services
FUND: General Fund
MAJOR 1994-96 OBJECTIVES
None
RELATED COST CENTERS
Counsel and Legal Advice (10-035.01)
CITY MANAGER BUDGET ADJUSTMENTS
* 1994-96: Subtracted $190 from photocopy charges (series 300)
D-89
GENERAL G0VER”T
ACTIVITY: City Clerk
DEPARTMENT: City Clerk
PROGRAM: Records Administration
FUND: Genera1 Fund
~ ~~~ ~
ACTIVITY DESCRIPTION
The City Clerk activity records and preserves all city records as provided by the State of California Government Code and
provides support and information to the City Council, public and staff. Activity goals are: 1) open and informed public
decision making; 2) complete and accurate records of Council actions and policies; and 3) prompt response to requests for
recorded information. This activity has seven major elements:
Information dissemination. Prepare and coordinate publications; post ordinances, resolutions, public hearings,
appointments, and other actions as required; respond to requests by Council, the public and staff (20 percent of the
activity).
Agenda coordination. Coordinate and schedule agenda items; and, review, assemble and distribute agenda reports
(25 percent of the activity).
Recruitment. Solicit and coordinate appointments to advisory bodies (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 ssisting 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 other government agencies involving the City Council (10 percent of the activity).
Ministerial duties. Administer oaths of office; attest and seal official documents; receive claims against the City;
and, process certain permits (10 percent of the activity).
Conflict of Interest. Act as the filing officer; and, review and approve State disclosure statements (5 percent of the
activity).
1994-95 1995-96 1992-93 1993-94
ACTIVlTY COSTS
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments
Total
STAFFING SUMMARY
Regular Positions:
City Clerk
Deputy City Clerk
Total
Temporary Positions:
Full-time equivalents
ACTUAL BUDGETED REQUESTED PROPOSED
$103,314 $95,095 $98,240 $98,240
3,921 2,900 2,900 2,900
21,106 23,011 18,860 18,860
1,010
$129,35 1 $12 1,006 $120,000 $120,000
1
1
2
-
.5
1
1
2
-
.5
1
1
2
-
.5
1
1
2
-
.5
D-90
GENERAL GOVERNMENT
ACTIVITY: City Clerk
DEPARTMENT: City Clerk
PROGRAM: Records Administration
FUND: General Fund
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
None
MAJOR 1994-96 OBJECTIVES
* 1994-95: Computerize records, contracts and other documents maintained for City and other agencies.
RELATED COST CENTERS
City Clerk Administration (10-001.01)
CITY MANAGER BUDGET ADJUSTMENTS
* 1994-96: Subtracted $4,100 for photocopy charges (series 300)
D-9 1
GENERAL GOVERNMENT
j
1 ACTIVITY: Elections
DEPARTMENT: City Clerk
PROGRAM: Election Administration m: General Fund
ACTIVITY 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).
ACTIVITY COSTS
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments
Total
STAFFING SUMMARY
Regular Positions:
Temporary Positions:
Full-time equivalents
1992-93 1993-94 1994-95 1995-96
ACTUAL BUDGETED REQUESTED PROPOSED
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
None
$10,320 $4,900 $6,125 $6,125
114 250 400 400
12,005 2,500 16,000 3,950
$22,439 $7,650 $22,525 $10,475
MAJOR 1994-96 OBJECTIVES
None
RELATED COST CENTERS
Election (10-001.02)
.5 .5 .5 .5
CITY MANAGER BUDGET ADJUSTMENTS
None
D-92
GENERAL GOVERNMENT
ACTIVITY: Personnel Services
DEPARTMENT: Personnel
PROGRAM Administrative Services
FUND: General Fund
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 Seven 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 inquiries/verifications,
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, deferred compensation, flexible spending plans and other city self-
insiired benefits (25 percent of the activity).
* Employerlemployee 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
(15 percent of the activity).
* Classification and pay. Develop and maintain the City’s position classification and pay system; evaluate and
determine employee classification and pay for new and existing positions; and, maintains official pay and classification
files (10 percent of the activity).
* Equal employment opportunity and affirmative action. Ensure employment decisions are nondiscriminatory and
without artificial bamers to recruitment, examination and promotion practices; develop, maintain and monitor City’s
affirmative action plan; and respond to complaints of alleged violation (2.5 percent of the activity).
* Training. Develop and administer City’s employee training and development programs (2.5 percent of the activity).
ACTIVITY COSTS
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments
Total
1992-93 1993-91 1994-95 1995-96
ACTUAL BUDGETED REQUESTED PROPOSED
$181,539 $176,510 $164,455 $164,455
3,986 2,000 2,000 2,000
36,5 15 30,170 30,500 73,000
2,850
$224,890 $208,6 80 $196,955 $239,455
D-93
GENERAL GOVERNMENT
i
ACTIVITY: Personnel Services
DEPARTMENT: Personnel
PROGRAM: Administrative Services m: General Fund
ACTIVITY COSTS
STAFFING SUMMARY
Regular Positions:
Personnel Director
Personnel Analyst
Personnel Technician
Administrative Clerk
Total
Temporary Positions:
Full-time equivalents
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
1992-93 1993-94 1994-95 1995-96
ACTUAL BUDGETED REQUESTED PROPOSED
1 1 1 1
1 1 1 1
2 1 1 1
0 0
4 4 3 3
- 0 - 1 - -
0 0 .9 .9
* 1995-96: * 1995-96: Classification and compensation study ($20,000) * 1995-96: Medical standards review for preplacement examinations ($2O,OOO)
Performance evaluation training for management and supervisory staff ($2,500)
hlAJOR 1994-96 OBJECTIVES
*
* * *
1994-95:
1994-95:
1994-95:
1994-95:
1994-95:
1994-95:
1995-96:
1995-96:
1995-96:
Implement Administrative Policy and Procedures
Begin city wide "for cause" drug testing
Update affirmative action plan
Train staff and begin performance evaluation program
Develop system to centralize claims management for grievances, disabilities, retirement, discrimination and
workers compensation
Assist in negotiations with electrical, maintenance and operators, fire, general services and dispatch
bargaining units
Assist in negotiations with police and general services bargaining units
Implement an automated human resources management program
Implement recommendations from the classification study
RELATED COST CENTERS
Personnel Administration (10-040.02)
CITY MANAGER BUDGET ADJUSTMENTS
* 1994-96: Added $1,000 to training (series 100)
Subtracted $700 from Data Processing Software (series 300)
CITY COUNCIL BUDGET ADJUSTMENTS
* 1994-95: Subtracted $27,900 for salary and position of an administrative clerk (100 series)
Added $10,000 for part-time hours (100 series)
Subtracted $1,500 for supplies, materials and services (300 series)
D-94
GENERAL GOVERNMENT
ACTIVITY:
DEPARTMENT: Administration
Risk & Solid Waste Management PROGRAM: Administrative Services
FUND: 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 adequate and
appropriate insurance coverage for liability due to losses; 3) promote a physically and mentally healthy work force; 4) eficient
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 mjor elements:
* Loss control activities (50 percent of the activity)
Liability claims administration. Review general liability claims against the City and recommend appropriate
administrative action (20 percent of the activity).
Workers’ compensation claims administration. Review employee injury claims against the City and recommend
appropriate administrative action (50 percent of the activity).
Insurance review. Ensure that contractors and special event sponsors carry adequate insurance to protect the City,
review the City’s self-insurance provisions to ensure adequate funding to cover losses (15 percent of the activity).
Safety improvement. Identify safety risks and recommend corrective actions (10 percent of the activity).
Health and fitness education. Develop and sponsor classes on health and fitness (5 percent of the activity).
* General liability, property and workers compensation insurance (10 percent of the activity)
Liability. Provide general liability coverage to $10 million with a self-insured retention of $500,000 (77 percent
of the purchased insurance)
Property. Provide coverage for property and damage loss (8 percent of the purchased insurance).
Workers Compensation.
retention of $250,000 (15 percent of the purchased 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.
customer complaints, and review rate adjustment requests (30 percent of the program).
Ensure compliance with franchise agreements, receive and evaluate
* 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-95
i
i
I
i
1
I I
i I i !
GENERAL GOVERNMENT
ACTIVITY:
DEPARTMENT: Administration
Risk & Solid Waste Management PROGRAM: Administrative Services
FUND: General Fund
Code enforcement. Investigate violations of the property maintenance ordinance and issue abatement orders (70
percent of the program). .
Education and promotion. Coordinate special clean up events; act as liaison to Eastside Improvement Committee
representatives, neighborhood residents and tenants and provide information on property maintenance standards (20
percent of the program).
ACTIVITY COSTS
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments
Total
STAFFING SUMMARY
1992-93
ACTUAL
$83,588
688
39,484
46,665
$170,425
Regular Positions:
Administrative Assistant to the City Manager 1
1
Total 2
Risk Management Technician -
Full-time equivalents 0
Temporary Positions:
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
None
MAJOR 1994-96 OBJECTIVES
1993-94 1994-95
BUDGETED REQUESTED
$90,229 $52,530
700 600
59,765 23,525
46,000 35,000
$196,694 $1 11,655
1
1
2
-
.3
0
1
1
-
.5
1995-96
PROPOSED
$52,530
600
23,525
35.000
$1 1 1,655
0
1
1
-
.5
* 1994-96:
* 1994-96: * 1994-96: * 1994-96: * 1994-96: 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 hart attacks and hart injury
Achieve 25% diversion of solid waste to landfill in 1995 as required under AE3 939
RELATED COST CENTERS
Risk Management (10-040.03)
Damage to City Property (10-015.01)
Community Improvement (10-020.08)
CITY MANAGER BUDGET ADJUSTMENTS
* 1994-96: Added $8,000 for part-time personnel (series 100) (Block Grant)
Added $8,000 for special material and assistance (series 300) Block Grant)
D-96
GENERAL GOVERNMENT
ACTIVITY:
DEPARTRCNT: Administration
Risk & Solid Waste Management PROGRAM: Administrative Services
FUND: General Fund
CITY COUNCIL BUDGET ADJUSTRlENTS
* 1994-95: Subtracted $56,900 for salary and position of Administrative Assistant to City Manager (Risk Manager) (100
Subtracted $10,000 for special payments for damage to city property (600 series)
series)
I'
D-97
GENERAL GOVERNMENT
ACTIVITY:
DEPARTMENT:
Information Systems
Administration
PROGRAM: Administrative Services
FUND: General Fund
ACTIVITY DESCRIPTION
The Information Systems activity develops and coordinates the City's information systems. Activity goals are: 1) long-range
policies and standards for acquiring, maintaining and replacing equipment and software; 2) responsive and on-going support
and training 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 information system policies and standards for computer
hardware and software acquisition, maintenance, replacement (30 percent of the activity).
* System support. Provide for on-going maintenance and training of equipment and personne1,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 system to include telephone
system and centralized copy equipment and printers (30 percent of the activity).
ACTIVITY COSTS
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capitd
Other Payments
Total '.
STAFFING SUnlRlARY
Regular Positions:
Information Systems Coordinator
Total
Temporary Positions:
Full-time equivalents
1992-93 1993 -94 1994-95
ACTUAL BUDGETED REQUESTED
$53,636
7,815
I $6 1,45 1
0
0
0
- 0
0
-
0
1
1
0
-
1995-96
PROPOSED
$53,636
7,815
$61,451
1
1
0
-
SIGNIFICANT EXPENDITURE Ah?) STAFFING CHANGES
None
BlAJOR 1994-96 OBJECTIVES
* 1994-95:
* 1994-96: * 1994-96:
Develop and implement information systems policies for purchase, maintenance, inventory control and
replacement of computer hardware and software
Prepare City-wide inventory of City owned or leased computers and software
Prepare City-wide priority list for purchase and replacement of computers and software
RELATED COST CENTERS
New activity
D-98
GENERAL GOVERNMENT
ACTIVITY: Infonnation Systems
DEPARTMENT: Administration
PROGRAM Administrative Services m: General Fund
CITY MANAGER BUDGET ADJUSTMENTS
* 1994-96: Funded by an equal reduction of funds in Public Works Engineering
I
D-99
GENERAL GOVERNMENT
ACTIVITY: Finance Administration
DEPARTMENT: Finance
PROGRAM: Administrative Services m: General Fund
ACTIVITY DESCRIPTION
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 and
purchasing. Activity goals include: 1) efficient, effective and responsive service; 2) accurate and timely reporting; and 3)
protection of the City's assets from unauthorized use. This activity has four major elements:
* Leadership and administration. Plan, organize, direct, coordinate and review services and activities of the
Department; establish rules, procedures and policies 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 performance; and make decisions (10 percent of the activity).
* Accounting and financial planning. Coordinate preparation of the City's financial plan and budget; provide
accounting services and financial reports; and, review, analyze and evaluate financial procedures for accuracy and
completeness; guide and direct preparation of financial reports, studies and plans (30 percent of the activity).
* Revenue management.
administer debt financing; and develop cost recovery programs (30 percent of the activity).
Provide billing and collection services; oversee investment of City funds; manage and
* Support services. Provide administrative support services to include; data processing; purchasing; meter reading;
parking enforcement; City Hall reception; mail and distribution; and, other services authorized by the City Manager
and Council (30 percent of the activity).
ACTIVITY COSTS
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments
Total
STAFFING SUMhl ARY
Regular Positions:
Finance Director
Assistant Finance Director
Department Secretary
Receptionist/Switchboard Operator
Total
Temporary Positions:
Full-ti me equivalents
1992-93 1993-94 1994-95 1995-96
ACTUAL BUDGETED REQUE!XED PROPOSED
$161,329 $152,445 $146,820 $146,820
1,920 1,200 1,500 1,500
76,216 56,854 74,940 61,440
403 1,000 1,OOo
$239,878 $210,499 $224,260 $210,760
10
1
1
1
1
4
-
.6
1
0
1
1
3
-
.6
1
0
1
0
2
-
1.6
1
0
1
0
2
-
1.6
D-100
GENERAL GOVERNMENT
ACTIVITY: Finance Adinhistration
DEPARTMENT: Finance
PROGRAM: Administrative Services
FUND: General Fund
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
* 1994-95: Contract hours for support of personal computer program changes, training and integration into the AS 400
system ($13,500)
MAJOR 1994-96 OBJECTIVES
* 1994-95: Implement revisions to the Business Tax Ordinance * 1994-95: * 1994-95:
* 1994-95: Implement a summary utility billing system * 1995-96: Develop a Purchasing Policy Manual * 1995-96:
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
RELATED COST CENTERS
Finance Administration (10-050.01)
CITY MANAGER BUDGET ADJUSTMENTS
None
CITY COUNCIL BUDGET ADJUSTMENTS
* 1994-95: Subtracted $33,853 for salary and position of City Hall Receptionist/Switchborad Operator (100 series)
Subtracted $4,947 for supplies, materials and services (300 series)
Added $1 1,000 for part-time salary and hours (100 series)
Added $4,900 for payment of unemployment benefits (100 series)
D-101
GENERAL GOVERNMENT
ACTIVITY: Accounting Services
DEPARTMENT: Finance
PROGRAM: Administrative Services
FUND: General Fund
ACTIVITY DESCRIPTION
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:
Leadership and administration. Plan, organize, direct, coordinate and review the City’s accounting operations and
services; establish rules, procedures and policies 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 pent 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).
1992-93 1993-94 1994-95 1995-96
ACTIVITY COSTS ACTUAL BUDGETED REQUESTED PROPOSED
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments
Total
STAFFING SUMMARY
Regular Positions:
Accounting Manager/Assistant Finance Director
Accountant
Accounting Technician
Account Clerk
Total
Temporary Positions:
Full-time equivalents
$282,425 $289,660 $293,270 $293,270
5,124 3,400 3,475 3,475
23,110 22,150 22,575 22,575
3,698 2,200 2,500 2,500
$3 14,357 $3 17,410 $321,820 $321,820
1
1
1
4
7
-
0
D-102
1
1
1
4
7
-
0
1
1
1
4
7
0
1
1
1
4
7
-
0
GENERAL GOVERNMENT
ACTIVITY: Accounting Services
DEPARTMENT: Finance
PROGRAM: Administrative Services
FUND: General Fund
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
* 1994-96: Purchase personal computer replacement ($2,000 from salary savings - no added cost to Department)
MAJOR 1991-96 OBJECTIVES
* 1994-95:
* 1994-96: * 1995-96: Establish training standards and program for payroll technician
Coordinate the review, identification and evaluation of a PC based financial information system software
package
Develop and implement a City wide fixed asset inventory system
RELATED COST CENTERS
Finance Accounting (10-050.03)
CITY MANAGER BUDGET ADJUSThlENTS
None
D-103
GENERAL GOVERMMENT i i
I ACTIVITY: Revenue Services
I DEPARTMENT: Finance FUND: General Fund 1 PROGRAM: Administrative Services
ACTIVITY DESCRIPTION
The Revenue Service activity collects, protects and invests the City’s funds; maintains liaison with the City’s designated
depositories (banks); advises the staff on tax policies; collects taxes, and issues bills; issues utility and other miscellaneous bills
1
I
of the City; administers and manages the parking collection contract and citation process; and assists in preparing the annual
budget and financial reports. Activity goals are: 1) to provide timely, efficient and accurate service to staff and customers;
2) to ensure the maximum return on the City’s invested funds; 3) to protect City funds from unauthorized use, diversion or
theft; and, to promote positive customer relations. This activity has six major elements:
* Leadership and administration. Plan, organize, direct, coordinate and review the City’s billing, collection and fund
control operations; establish rules, procedures and policies to provide for the day to day conduct of revenue
operations; advise and assist Finance Director and staff on revenue policies and procedures; foster and promote a
positive and efficient work place; recognize and reward excellent performance; and make decisions (10 percent of
the activity).
* Collection services. Prepare, collect and reconcile city bills for utilities and other miscellaneous receivables (60
percent of the activity).
* Tax administration and services. Develop and recommend tax policies and legislation; prepare, collect and/or
monitor taxes due the City; enforce provisions of City legislation for collection of locally administered and collected
taxes; and, reconcile and analyze tax revenues to annual estimates (10 percent of the activity).
* Investment of City funds. Advise and assist the Finance Director invest City funds in accordance with the City’s
investment policy; record, track, analyze and report on City investments; development and recommend investment
policies; and, prepare the City’s monthly investment report. (10 percent of the activity).
* Administration of parking citations. Administer and manage the parking citation collection contract; receive,
distribute and deposit parking revenues; reconcile and adjust collections, delinquencies and DMV holds; and, reconcile
reports with information from other agencies (5 percent of the activity).
Budget preparation. Assist and advise Finance Director and staff develop revenue projections for the City’s financial
plan and budget; track and reconcile projected revenues to actual projections; recommend mid-year adjustments; and
prepare cash flow projections (5 percent of the activity).
*
ACTIVITY COSTS
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments
Total
1995-96 1992-93 1993-94 1994-95
ACTUAL BUDGETED REQUESTED PROPOSED
$345,856 $351,100 $362,010 $362,010
78,751 86,780 91,120 91,120
46,282 52,681 58,600 58,600
15,121 800 1,000 1
$486,010 $491,361 $512,730 $5 12,730
D-104
GENERAL GOVERNMENT
ACTIVXT Y: Revenue Services
DEPARTMENT: Finance
PROGRAM: Administrative Services
FUND: General Fund
ACTIVITY COSTS
STAFFING SUMMARY
Regular Positions:
Revenue Manager
Senior Account Clerk
Account Clerk
Total
Temporary Positions:
Full-time equivalents
1992-93 1993-94 1994-95 1995-96
ACTUAL BUDGETED REQUESTED PROPOSED
1 1 1
1 2 2
6 6 7
9 9 9
- - -
2.5 2.5 2.5
1
2
6
9
-
2.5
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
* 1994-95: * 1995-96:
Purchase personal computer and printer ($4,800 from salary savings - no added cost to Department)
Purchase personnel computer and printer ($2,500 from salary savings - no added cost to Department)
RlA JOR 1994-96 OBJECTIVES
* 1994-95: Assist in review and selection of computer software for cashier system and utility billing system * 1994-9s: Review and evaluate utility billing system and policies and make recommendations to improve efficiency,
effectiveness and customer relations
* 1995-96: Implement a cash and investment management system
RELATED COST CENTERS
Finance Revenue Division (lO-OS0.05)
CITY MANAGER BUDGET ADJUSTMENTS
* 1994-96: Subtracted $2,350 for repairs to office equipment (300 sent%)
Subtracted $175 for purchase of software (300 series)
D-105
GENERAL GOVERNMENT
ACTIVITY: Data Processing
DEPARTMENT: Finance
PROGRAM: Administrative Services
FUND: General Fund
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 and/or 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 service; and 4) to maintain operations 24 hour per day. This activity has six major elements:
Leadership arid administration. Plan, organize, direct, coordinate and review the City's data processing services
and operations; establish rules, procedures and policies 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).
System maintenance. Maintain central computers; provide backup and recovery support; repair and replace defective
equipment; monitor and analyze uses of storage and operating capacity; and, recommend and advise on expanding
hardware and software capacity (15 percent of the activity).
Application maintenance.
applications; and. assist and advise users with changing application technology (15 percent of the activity).
Correct, adjust and update defective applications; advise and assist users to update
User support. Advise and assist users in assessing needs, applications and equipment requirements; provide other
general support services; and, assist in identifying efficiency measures which can be achieved through a central
computer service (20 percent of the activity).
Software development. Enhance, design and implement systems and programs to meet user needs (15 percent of
the activity).
1992-93
ACTIVITY COSTS
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments
Total
ACTUAL
$242,369
1,039
83,743
67,353
$394,504
1993-94 1994-95 1995-96
BUDGETED REQUESTED PROPOSED
$219,330 $220,320 $220,3 20
100 100 100
82,890 80,975 80,975
5,300
$307,620 $301,395 $301,395
D-106
GENERAL GOVERNMENT
ACTIVITY: Data Processing
DEPARTRENT: Finance
PROGRAM: Administrative Services
FUND: General Fund
ACTIVITY COSTS
STAFFING SUMMARY
Regular Positions:
Data Processing Manager
Senior Programmer/Analyst
Programmerlhal yst
Operations Specialist
Total
Temporary Positions:
Full-time equivalents
1992-93 1993-94 1994-95 1995-96
ACTUAL BUDGETED REQUESTED PROPOSED
1
2
1
1
5
-
0
1
2
0
1
4
-
0
1
2
0
1
4
-
0
1
2
0
1
4
-
0
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
None
illAJOR 1994-96 OBJECTIVES
* 1994-96: Develop and implement a "Summary Utility Bill" * 1994-96: * 1994-95: Coordinate relocation to "City Hall Annex" * 1994-96:
Coordinate implementation of new financial accounting and reporting systems
Assist information systems coordinator establish software standards and policies
RELATED COST CENTERS
Finance Data Processing (10-050.06)
CITY hlANAGER BUDGET ADJUSThfENTS
None
D-107
GENERAL GOVERMMENT
ACTIVITY: 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 forms 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 policies 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 warrantylmaintenance 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 conformance with City’s specifications. (30
percent of the activity).
Disposal services. Dispose of surplus material and equipment as required (5 percent of the activity).
ACTMTY COSTS
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments
Total
STAFFING SUMMARY
Regular Positions:
Purchasing Officer
Buyer
S torekeepedBuyer
Storekeeper
Purchasing Assistant
Total
Temporary Positions:
Full-time equivalents
1992-93
ACTUAL
$212,624
7,170
16,125
2,494
5238,413
1
1
1
1
1
5
-
0
1993-94 1994-95 1995-96
BUDGETED REQUESTED PROPOSED
$21 6,827 $216,480 $216,480
5,495 5,800 5,800
27,409 28,335 28,335
%249,73 1 $250,615 $250,6 15
1
1
1
1
1
5
-
0
1
1
1
1
1
5
-
0
1
1
1
1
1
5
-
0
D-108
GENERAL GOVERNMENT
ACTIVITY: Purchasing
DEPARTMENT: Finance
PROGRAM: Administrative Services
FUND: General Fund
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
None
MAJOR 1994-96 OBJECTIVES
* 1994-95: Develop a Purchasing Policy Manual * 1994-96: Implement a computerized purchasing and inventory system
RELATEDCOSTCENTERS
Finance Purchasing (10-050.02)
CITY MANAGER BUDGET ADJUSTMENTS
None
D-109
GENERAL GOVERNMENT
i ACTIVITY: Field Services
DEPARThENT: Finance
PROGRAM: Organization Support Services
FUND: General Fund
ACTIVITY DESCRIPTION
The Field Services activity reads, collects the read data and reports electric and water consumption on metered customers;
connects authorized customers to City utilities; issues collection and termination notices to delinquent customers; identifies
unauthorized or illegal use of City utilities; assists customers with complaints and requests; processes estate and bankruptcy
claims; and, issues parking citations in designated districts of the City. Activity goals are: 1) to provide timely and accurate
meter reads; 2) to resolve or collect delinquent accounts within 30 days; 3) to provide efficient, effective and responsive
services; and, 4) to enforce the City’s parking ordinances in a positive and professional manner. This activity has five major
i elements:
* Leadership and administration. Plan, organize, direct, coordinate and review the City’s field service operations;
establish rules, pdures and policies to provide for the day to day conduct of employees; advise and assist the
Finance Director and staff on utility and parking enforcement 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).
* Data reading and collection. Read and report readings from metered customers (40 percent of the activity).
* Service connections and collections. Connect services for authorized customers and deliver delinquent notices (20
percent of the activity).
* Customer services. Assist and advise customers with complaints or requests for information and process claims (10
percent of the activity).
* Parking enforcement. Enforce City’s parking ordinances in designated districts and locations (20 percent of the
activity ).
ACTIVITY COSTS
Staffing
U t i Ii t ies and Communications
Supplies, Materials and Services
Minor Capital
Other Payments
Total
STAFFING SUMnl ARY
Regular Positions:
Field Services Supervisor
Accounts Collector
Meter Reader
Parking Enforcement Assistant
Total
Temporary Positions:
Full-time equivalents
1992 -93 1993-94 1994-95 1995-96
ACTUAL BUDGETED REQUESTED PROPOSED
$346,019 $329,995 $302,590 $302,590
2,522 2,350 2,500 2,500
20,901 36,339 38,695 38,695
1,263 800
$370,705 $369,484 $343,785 $343,7 85
1
2
4
2
9
-
2
1
2
4
1
8
-
0
2
4
1
7
-
2.6
0
2
4
1
7
-
2.6
D-110
GENERAL GOVERNMENT
ACTIVITY: Field Services
DEPARTMENT: Finance
PROGRAM: Organization Support Services
FUND: General Fund
SIGNIFICANT EXPEhDITURE AND STAFFING CHANGES
None
MAJOR 1994-96 OBJECTIVES
None
RELATED COST CENTERS
Finance Field Services (10-050.07)
CITY MANAGER BUDGET ADJUSTMENTS
None
CITY COUNCIL BUDGET ADJUSTMENTS
* 1994-95: Subtracted $47,000 for salary and position of Field Services Supervisor and authorized reorganization (100
series)
Subtracted $4,000 for supplies, materials and services (300 series)
Added $6,000 for reclassifications (100 series)
Added $7,200 for part-time salary and hours (100 series)
Added $2,820 for contract mail service (300 series)
D-111
GENERAL GOVERNMENT
ACTIVITY: Building Maintenance
DEPARThENT: Public Works
PROGRAM: Organization Support Services m: General Fund
ACTIVITY DESCRIPTION
The Building Maintenance activity provides for the operation and maintenance of following City buildings except for Parks
and Recreation facilities, Hutchins Street Square and the Library; and, administers building construction projects.
1 City Hall 20,000 sq. ft. Camegie Forum 10,200 sq. ft.
Public Safety Building 35,300 sq. ft. City Hall Annex 7,200 sq. ft.
Fire Prevention Building 2,000 sq. ft. Fire Station #2 6,300sq. ft.
Municipal Service Center 58,300 sq. ft. Fire Station #3 5,700 sq. ft.
Activity goals are: I) 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:
I i * Administration. Provide overall direction, supervision and planning (12 percent of the activity)
* Maintenance and remodeling.
electrical and mechanical repairs and improvements (80 percent of the activity).
Perform general and preventive maintenance, carpentry, painting, plumbing,
* Contract administration. Coordinate and manage contracts for janitorial and other maintenance services, remodel
and repair prqjects and provide contract administration on major remodel and construction projects including all phases
from planning to project construction (8 percent of the activity).
ACTIVITY COSTS
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments
Total
STAFFING SUMMARY
1992-93 1993-94 1994-95 1995-96
ACTUAL BUDGETED REQUESTED PROPOSED
$121,514 $113,665 $1 17,7OO $1 17,700
199,895 178,805 202,170 202,170
184,767 329,406 185,435 185,435
2,185 2,185
$506,126 $52 1,866 $508,680 $507,490
(50) 1) 190
Regular Positions:
Building & Equipment Maintenance Superintendent .5 .5
Senior Building Maintenance Worker 1 1
Building MaiMenance Worker 1 0
Building Service Worker -
Full-timz equivalents 0 0
1
Total 2.5 2.5
- 0
Temporary Positions:
.5
1
0
1
2.5
-
0
.5
1
0
1
2.5
-
0
D-112
GENERAL GOVERNMENT
ACTIVITY: Building Maintenance
DEPARTRIENT: Puhlic Works
PROGRAM: Organization Support Services
FUND: General Fund
~~ ~ ~~ ~~
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
None
MAJOR 1994-96 OBJECTIVES
* 1994-96: * 1994-96: * 1994-96: * 1994-95: Develop City wide HVAC preventive maintenance program
Select and install a preventive maintenance and work order software program
Develop a roof maintenance plan, prevention maintenance program and capital replacement schedule
Work with City’s ADA Committee to develop ADA priorities
RELATEDCOSTCENTERS
City Building Maintenance (10-351.01)
CITY MANAGER BUDGET ADJUSTMENTS
* 1994-96: Subtracted $1,825 from purchase of natural gas (series 200)
CITY COUNCIL BUDGET ADJUSTMENTS
* 1994-95: Subtractad $4,115 for supplies, materials and services (300 series)
D-113
GENERAL GOVERMMEhTT
ACTIVITY: 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 positiveand 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. Purchase and provide gas, oil, tires and miscellaneous parts for vehicles and equipment (40
percent of the activity).
Fabrication and repair. Fabricate parts and equipment; and, perform welding and machine work as needed (5
percent of the activity).
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).
1992-93
ACTIVITY COSTS
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments
Total
Revenues By Transfer
Operating Transfers
Net Cost
ACTUAL
$349,595
1,260
408,109
265
2,756
$76 1,985
749,923
12,062
0
1993-94 1994-95
BUDGETED REQUESTED
$415,150
200
405,068
3,520
$823,938
810,228
13,710
0
$366,100
535
418,610
3,485
4.510
$793,240
778,265
14.975
0
1995-96
PROPOSED
$366,100
535
418,610
3,485
4.510
$793,240
778,265
14,975
0
D-I14
GENERAL GOVERNMENT
ACTIVITY: Equipment Maintenance and Motor Pool PROGRAM: Organization Support Services
DEPARTMENT: Public Works m: General Fund
ACTIVITY COSTS
STAFFING SUhlMARY
Regular Positions:
Building & Equipment Maintenance Superintendent
Equipment Maintenance Supervisor
Equipment Parts Coordinator
Equipment Service Worker
Heavy Equipment Mechanic
Lead Equipment Mechanic
WelderIMechanic
Total
Temporary Positions:
Full-time equivalents
1992-93
ACTUAL
.5
1
1
1
3
1
1
8.5
.73
-
1993-94 1994-95 1995-96
BUDGETED REQUESTED PROPOSED
.5 .5
1 1
0 0
0 0
4 4
1 1
1 1
7.5 7.5
- -
.73 .98
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
None
MAJOR 1994-96 OBJECTIVES
* * * * * * * * * *
1 994-96 :
1994-96:
1994-95 :
1994-96:
1994-95:
1994-96:
1994-96:
1994-95:
1995-96:
1994-96:
Expand use of computer based equipment management system
Identify projects and prepare Request for Proposals for Motor Vehicle Emission Reduction Program
Evaluate manpower needs for transit system and general City fleet and equipment expansion
Evaluate garage expansion requirements
Evaluate privetization of equipment maintenance/repairs
Plan for and development of Alternative Fueled VehicledEquipment including fueling site@)
Develop shop policies and procedures manual
Implement fuel card system at the Municipal Services Center
Evaluate monitoring of remote fuel tanks and expanding fuel card system
Evaluate and upgrade vehicle and equipment washdown system
RELATED COST CENTERS
Equipment Maintenance Administration (26-55 1.01)
Equipment Maintenance (26-556.0 1)
Motor Po01 (26-551.02)
CITY MANAGER BUDGET ADJUSTMENTS
None
CITY COUNCIL BUDGET ADJUSTMENTS
.5
1
0
0
4
1
1
7.5
.98
-
* 1994-95: Subtracted $14,780 for reclassification of Heavy Equipment Mechanic (100 series)
Subtracted $8,455 for supplies, materials and services (300 series)
Subtracted $3,380 for part-time salary and hours (100 series)
D-115
GENERAL GOVERNMENT
6 ACTIVITY: General Support f
, DEPARTMENT: Adrnhistration
PROGRAM: Non-Departmental Services
FUND: General Fund
ACTIVITY DESCRIPTION
I
!
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 seven
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 ($11,000).
* Audit services. Fund for the cost of the City’s annual and interim audits by outside auditors ($40,000).
* Property tax. Fund for the cost of property taxes paid by the City from the General Fund.
* Property tax administration. Fund County’s charges for tax administration (assessment, collection and payment)
($1 18,000).
* Telephone services. Fund and plan for local and long distance telephone services ($97,893).
* Sister city relations. Fund the City’s share of activities sponsored by the Sister City Committee ($880).
* Copier services. Fund cost of central copier at City Hall ($15,000).
ACTIVITY COSTS
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments
Total
1995-96 1992-93 1993-94 1994-95
ACTUAL BUDGETED REQUESTED PROPOSED
$10,432 90,3 18 $90,3 18 $90,318
83,029 85,385 62,495 62,495
66 6,860 6,860 6,860
95.872 111,000 118.000 1 18.000
$189,399 $293,563 $277,673 $277,673
STAFFING SUMMARY
None. Staffing provided through Administration and Public Works
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
None
RlAJOR 1994-96 OBJECTIVES
None
D-116
GENERAL GOVERNMENT
ACTIVITY: General Support
DEPARTMENT: Administration
PROGRAM: Non-Departmental Services
FUND: General Fund
RELATEDCOSTCENTERS
Special Payments Administration (10-020.05)
Sister City (10-020.04)
Photocopy Charges (10-024.01)
Telephone Charges (10-024.02)
CITY MANAGER BUDGET ADJUSTMENTS
None
CITY COUNCIL BUDGET ADJUSTMENTS
* 1994-95: Subtracted $6,500 for memberships (300 series)
D-117
GENERAL GOVERNMENT
ACTIVITY: General Liability
DEPARTMENT: Administration
PROGRAM: Non-Departmental Services
FUND: Self-Insurance Fund
~~ ~ ~ ~
ACTIVITY DESCRIFTION
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 (CTPRMA)
for liability insurance coverage between $500 thousand and $10 million ($148,000).
* 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 ($65,000).
* Claims. Monies programmed by City to pay approved claims ($357,000).
* Small claims. Monies programmed to pay small claims approved by City ($16,000).
ACTIVITY COSTS
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments
Total
1995-96 1992-93 1993-94 1994-95
ACTUAL BUDGETED REQUESTED PROPOSED
$300,250 $330,225 $569,690 $544,690
295.998 8.400 16,000 16,400
$596,248 $3 38,625 $585,690 $561,090
STAFFING SUMMARY
None.
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
None.
hlA JOR 1994-96 OBJECTIVES
Set? Risk and Solid Waste Management Activity
RELATED COST CENTERS
PL & PD Claims (30-020.02)
D-118
GENERAL GOVERNMENT
ACTIVITY: Workers Compensation
DEPARTMENT: Administration
PROGRAM: Non-Departmental Services 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 ($60,375).
* Legal services and other professional services. To fund legal services ($52,000).
* Rledical and rehabilitation.
compensation ($319,000).
To fund cost of medical, rehabilitation and educational services under workers
* Disability payments. To fund temporary and permanent disability payments ($265,000).
ACTIVITY COSTS
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments
Total
Internal Revenues
Net Cost
1992-93 1993-94 1994-95 1995-96
ACTUAL BUDGETED REQUESTED PROPOSED
STAFFING SURIMARY
None.
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
None.
MAJOR 1994-96 OBJECTIVES
See Risk and Solid Waste Management Activity
RELATEDCOSTCENTERS
Workers Compensation Charges (3 1-020.03,)
$130,208
535,988 $436,800 $434,375 $43 1,075
l358.338) 183,000 $294.000 199.725
$307,858 $6 19,800 $728,375 $630,800
307.858 619,800 720.375 630.800
0 0 0 0
CITY MANAGER BUDGET ADJUSTMENTS
None
D-119
GENERAL GOVERh'MENT
ACTIVITY: Other Insurance
DEPARTMENT: Administration
PROGRAM: Non-Departmental Services
FUND: Self-Insurance Fund
ACTIVITY DESCRIITION
The Other Insurance activity is for programming and funding the cost of insurance purchased by the City to protect from loss
of property, personal injuries, travel, maleficence of employees, and special events. The activity goal is to establish effective
budgeting and accounting for the City's insurance. This activity has five major elements:
* Property insurance. Insurance for property and structures with self-insurance retention of $Z,OOo ($15,000).
* Traveler's Insurance. 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). Insurance to protect the City from maleficence by designated employees ($2,740).
Special 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
($17,000).
ACTIVITY COSTS
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments
Total
STAFFING SUMMARY
1992-93 1993-94 1994-95 1995-96
ACTUAL BUDGETED REQUESTED PROPOSED
$22,53 9 $19.940 $18.940 $18,940
$22,539 $19,940 $18,940 $18,940
None.
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
None
RIAJOR 1994-95 OBJECTIVES
See Risk and Solid Waste Management
RELATED COST CENTERS
Allocated on value of assets
CITY MANAGER BUDGET ADJUSTMENTS
None
D-120
GENERAL GOVERNMENT
ACTIVITY: Benefits Administration
DEPARTMENT: PerSOMel
PROGRAM: Non-Departmental Services
FUND: Benefits Fund
ACTIVITY DESCRIPTION
The Benefits Administration activity is for administering and paying for City-wideemployee benefits as provided by agreement.
The activity goal is to establish effective planning, budgeting and accounting for the City’s benefits program. This activity
has fifteen major elements:
*
*
*
*
*
*
*
*
*
*
*
*
*
*
*
Medical care. To program and fund medical care benefits for employees ($1,450,000). (Payroll charge)
Retiree’s medical care. To fund the cost of medical insurance for retirees ($215,000). (CAP number of employees)
Medical co-pay reimbursement. To fund the cost of compensating married employees for using one medical
insurance plan ($3,000). (CAP number of participants by Fund)
Employee self-insured medical care.
coverage or carrying single coverage in lieu of family coverage ($65,000). (Payroll charge holding account)
Dental insurance. To fund the cost of dental insurance for employees and dependents and administrative fees
($205,600). (Payroll charge)
Vision care. To fund employee benefit for cost of vision care ($53,000). (Payroll charge)
Chiropractic care. To fund cost of chiropractic care for employees enrolled under the City’s medical insurance plan
($33,000). (Payroll charge)
Employee assistance program. To fund employee benefit for cost of counseling services ($10,800). (CAP number
of employees)
Life insurance. To fund the cost of life insurance for employees and spouses with the exception of police and fire
in amounts from $10,000 to $ISO,OOO ($30,060). (Payroll charge)
Accidental death insurance. To fund cost of accidental death insurance for management, mid-management, general
service and police officers in the amount of $25,000 ($4,000). (Payroll charge)
Unemployment insurance. To fund claims against the City under a self-insurance program for unemployment claims
paid ($13,260). (Payroll charge)
Long term disability. To fund cost of disability payments made to employees except police and fire; pays up to
Y3rds 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 cornpensation. 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)
Flexible spending accounts.
medicaVdenta1 expenses and insurance premiums of employees ($2,500) (CAP number of employees)
To fund the cost of compensating employees for discontinuing medical
To fund administrative fees for pre-tax costs of dependent care, out of pocket
D-121
GENERAL GOVERNMENT
ACTIVITY: Benefit Administration
DEPARTMENT: Personnel
PROGRAM: Non-Departmental Services m: Benefits Fund
ACTIVITY COSTS
Staffing
Utilities and Communications
Supplies. Materials and Services
Minor Capital
Other Payments
Total
STAFFING SUMMARY
None.
SIGNIFICANT EXPENDITURE I
None
hlAJOR 1994-96 OBJECTIVES
None
RELATED COST CENTERS
ND STAFFING CHAP
1992-93 1993-94 1994-95 1995-96
ACTUAL BUDGETED REQUESTED PROPOSED
$209,328 $2 18,500 $245,300 $245,300
$209,328 $21 8,500 $245,300 $245,300
Retiree’s Medical Care (27-020.05)
Medical Co-Pay Reimbursement (27-020.06)
Employee Assistance Program (27-020.10)
Employee Recognition Program (27-020. IS)
Flexible Spending Account (27-020.16)
GES
CITY MANAGER BUDGET ADJUSTMENTS
None
D-122
GENERAL GOVERNMENT
ACTIVITY: Contingencies
DEPARTRENT: Administration
PROGRAM: Non-Departmental
FUND: Designated Fund Balance
ACTIVITY DESCRIPTION
The Contingencies activity is for programming unplanned expenditures which could not be anticipated prior to adoption of the
budget by the City Council. This activity has two major elements:
* Unprogrammed expenditures. 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.
ACTIVITY COSTS
Staffing
Utilities and Communications
Supplies, Materials and Services
Minor Capital
Other Payments
Total
1993-94 1994-95 1995-96 1992-93
ACTUAL BUDGETED REQUESTED PROPOSED
STAFFING SURlMARY
None.
SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
None
RlAJOR 1991-96 OBJECTIVES
None
$300.000 $300,000 $300.000 $300.000
$3 00,000 $300,000 $300,000 $300,000
RELATED COST CENTERS
Fund Balance - General Fund
D-123
Section E
CAPITAL IMPROVEMENT BUDGET
1994-96 FINANCIAL PLAN AND BUDGET
CAPITAL IMPROVEMENT BUDGET
OVERVIEW
All construction projects and capital purchases which cost more than $lO,OOO are included in the Capital
Improvement Budget. Purchases of vehicles and equipment on an equipment replacement schedule are
purchased by the Equipment Replacement Fund. Minor capital purchases of less than $lO,O00 are
included with the Activity Budgets. Through the Capital Improvement Budget and Capital Improvement
Plan, the City systematically plans, schedules and finances capital projects to ensure conformance with
City policies and funding sources. The Capital Improvement Budget is a four year plan organized by
mission.
Public Safety Leisure, Cultural, and Social Services
Public Utilities Community and Economic Development
Transportation General Government
The Capital Improvement Budget emphasizes project planning, with projects progressing through at least
two and up to six of the following phases:
1.
2.
3.
4.
5.
6.
Designate. Appropriates funds to the Control Account based on projects designated for funding
by the Council through adoption of the Financial Plan and Budget.
Study. Includes concept design, site selection, feasibility analysis, schematic design,
environmental determination, property appraisals, scheduling, grant application, grant approval,
and preparation of specifications for equipment purchases.
Acquisition. Includes equipment purchases and property acquisition for projects, if necessary.
Design. Includes final design, plan and specification preparation, and construction cost
estimation.
Construction. Includes bid administration, construction, project inspection and management and
closeout.
Debt Service. Includes installment payments of principal and interest for completed projects
funded through debt financing. Expenditures for this project phase are included in the Debt
Service section.
Generally, it will become more difficult for a project to move from one phase to the next. As such, more
projects will be studied than designed, and more projects will be designed than constructed.
ORGANIZATION
The Capital Improvement Budget consists of two parts:
1. Summary of Capital Improvement Budget expenditures.
2. Summary of Equipment Replacement expenditures
3. Summary of Unfunded Capital Improvement Requests
4. Summary of Expenditures By Activity
E- 1
1994-96 FINANCIAL PLAN AND BUDGET
PROJECT EXPENDITURES BY SOURCE - OVERVIEW
The following pages provide a listing of all Capital Improvement Projects by funding source. The
following is a list of primary funding sources for projects.
Capital Outlay Fund
Donations
Community Development Block Grants
Impact Fees
Debt Financing
Other sources - primarily allocations for the City’s property tax revenues as provided in the City’s
General Budget Policies.
Street Fund
Gas Tax
Transportation Development Act (TDA)
Measure K Sales Tax
Impact Fees
Other Federal and State subventions
Enterprise Funds
Electric Fund
Water Fund
Wastewater Fund
Transit Fund
Child Care Fund
Debt Financing
E-2
1994 - 96 Financial Plan and Budget 94W1
Capital Budget Detail By Mission
7-11-94
1993-94 1994-95 1995-96 19%-97
Public Safety
Police Services
Radio Repeater System
Computers Investigations
Firearms
Mobile Data Terminal System
Fire Services
Printers
Sedan (1)
Fire Station
Planning and Design
Construct ion
Total Public Safety
ml2m
2,011
29,867
281300
CITY COUNCIL BUDGET ADJUSTMENTS
* 1994-95:
Subtracted $12,500 for the purchase of 1 sedan for the Fire Department
E-3
1994 - 96 Financial Plan and Budget 9496cApl
Capital Budget Detail By Mission
7-11-94
1993-94 1994-95 1995-96 19%-97
Approved Budget Requested Proposed Total
Public Utilities
Water Utility Services
Source of Supply
Design
Water Well 3, 4, 7, 11, 25
Water Well 26
Water Well 27
Waterwell 28
Total Source of Supply
Wells
Water Treatment
DBCP Tanks, Filters, Chemicals
Planning and Design
Construction
Other Treatment
Total Treatment
Water Distribution
Design
Water Mains
Water Taps
Water Crossings
Water Tanks
Pipe Pusher
Relocations
Meters
Fire Hydrants
Generators
Total Distribution
Administration
Systems Improvements
Computerfiocal Area Network - PW
Total Administration
Total Water Fund
Wastewatcr Utility Service
Wastewater Collection
System Collections
Maintenance
Manholes
System Relocations
Mains
Taps
Total System Collections
22,646 22,646
150,000 194,000 344,000
150,Ooo 254,000 ~,OOo
1,447,502 184,000 1,63 1,502
150,000 150,000
70,148 552,148
82% 390,000 398,299
3,5&7,000 3,587,OOO
5,317 5,317
13,616 3,977,000 0 0 3,990,616
30,000
s2,463 254,000 1,016,000
49,262
42,776
27,460 10,000 24,000
433
533
4,7.54 10,000 10,Ooo
621,000 1,!T73,463
49,262
0
42,776
4333
24,000 81,460
5233
10,000 34,754
268,708 120,000 120,000 120,000 628,708
481,024 394,000 1,170,000 775,000 2,820,024
9z50 9&50
16,620 16,620
14,833 14,833
22,433 20,000 20,000 20,000 82,433
294,050 245,000 570,000 515,000 1,624,050
20.462 20.462
368,398 265,000 590,000 58,398
E-4
1994 - 96 Financial Plan and Budget 9496cAp1
Capital Budget Detail By Mission
7-11-94
1993-94 1994-95 1995-96 19%-97
Approved Budget Requested Proposed Total
System Treatment
Irrigation
Boilers
Sedimentation Tanks
Erosion Abatement
Pumps
Total System Treatment
Administration
ComputerslLocal Area Network - PW
Road Maintenance
Permits
Engineering
Security Improvements
Total Administration
Total Wastewater Fund
Electric Utility System
Power Production
Transmission
Distribution
System Expansion
System Improvements
Lighting Construction
Line Extensions
Service Connections
Substation Constructionhlaintenanc
Pole Setting
Administration
Distribution Total
Computereocal Area Network - PW
Computeraerminals
Garage Expansion
Security Wall
Repair Shop
Equipment
Purchase of Mobile Office
Storage Racks - Purchasing
Administration Total
Total Electric Fund
Total Utilities
134,700 155,000 289,700
78,000 78,000
2,482 2,482
Q000 85,000 a,w 235,000
74,000 11,000
9,750
14,6 1 1
20,000
10,593
9,750
14,611
20,000
10393
52,000 30,000 82,000
106,954 954
768534 509.000 705.000
11,!xo 251,110 251,110 251,110 765,290
-,m 4S6,155 486,155 4-%,155 1,927,445
2,190 2,175 2,175 2,175 8,715
17,530 17,530 17,530 52,590
33,330 75,210 75,210 75,210 258,960
1,140,727 23,620 4 1,270 41,270 1,246,887
1s.m 15.000
I ,672~ 87 873,450
1,800 WJo
2,500 2,500
78,000 78,000
2,365 235
190,OOO 190,000
15,124 40,100 55224
5,000 5,000
6,877 6,877
30 1,666 40,100 0 341,766
E-5
1994 - 96 Financial Plan and Budget 9496CAPI
Capital Budget Detail By Mission
7-11-94
1993-94 1994-95 1995-96 19%-97
Approved Budget Requested Proposed Total
Transportation
Streets and Flood Control
Streets Pavement
Reconstruction and Resurfacing
Misc Street Improvements (SOO.01)
Misc Traffic Operation Impmts (500.09)
Thurman Street Imprnts (500.10)
MillflokayNine Overlay (500.1 I)
Stockton/Tokay/Lodi Overlay (500.12)
Lodi/Main/Cherokee Overlay (500.24)
Railroad Crossing at Loma (500.31)
Church Street Improvements (500.33)
Stockton/Lodi/Locust Overlay (500.35)
Lower Sacramento Overlay (500.62)
Highway 12rlower Sac Widening (500.66)
Church Street Rehabilitation (500.69)
OaWaMacific Reconstruct ion (500.70)
Stocktoflurner Reconstruction (500.n)
TokaylFairmont Reconstruction (500.73)
Tokay/Hutchins Reconstruct ion (500.74)
Peach Street Improvements (500.78)
Houston Lane Overlay (500.79)
Elm Street Improvements (S00.SC)
1,058,000 4,664,000 2,166,000 7,888,000
79,740
32,768
3.4000
92,000
31,000
25,883
7,728
&,I92
263,499
20,000
170,830
234,267
4s232
%,450
s7,W
54,024
22,343
@,M
10,144
HutchinsPineLodi Widening (500.99) 282,605
Street Improvement Total 1,916,935 l,OSS,OOO 9,804,935
Streets - Signals and Lights
Traffic Signal Improvements 22,m 270,000 537,000 829,000
Turner RoaULower Sac (5OO.SS) 1G,000 146,OOO
Turner/Stockton/Kettleman (500.64) 202,S92 202,892
Cherokeekiale (S00.95)
Traffic Signal Total
17,000 17,000
365,892 22,m 270,000 537,000 1,194$92
Streets - Other
Street Lights
East Side Alley Lighting (CDGB) 100,OOO 100,OOO
Other Improvements 278,000 167,000 l%,OoO 641,OOO
Curb and Gutter Replacement (S00.03) 13,137 13,137
Sidewalk Replacements (50.04) 50,331 50,331
Tokay Fence, Gate and Planters (S00.30) 5,869 5,869
Tree Replacement (500.76) 15,Ooo 15,OOo
Bicycle Improvements
Studies and Design
Highway 12 (500.61)
Overlay Design (SO0.SO)
Bicycle Master Plan (500.96)
Total Streets - Other
f40O0 7,000 31,000 102,OOO
=,o(@ =,m
17,725 17,725
3opo 30,300
224,362 174,000 067,362
E-6
1994 - 96 Financial Plan and Budget 949-1
Capital Budget Detail By Mission
7-11-!X . _- -
1993-94 1994-95 1995-96 19%-97
Approved Budget Requested Proposed Total
Flood Control
Storm Drain Improvements
Storm Drains Agreements (525.01)
Storm Drains General (525.02)
Main Street/Lodi Avenue (525.03)
HutchinWalnutElm (525.31)
EvergreenLodi (525.47)
Tienda Drive (525.48)
Catch Basin Improvements
G Bmin Fencing (525.41)
E Basin (525.44)
Westgate Basin (SZ5.SO)
Other Improvements
Box Culverts WID Canal (525.82)
Total Flood Control
Total Strccts and Flood Control
Transit
Railroad Station Rehab and Relocation
Study
Construction
Vehicles and Equipment
Total Transportation
399,000 805,000 1,1os,000 2312,000
245,000 245,000
10,Ooo l0,OOO
60,000 6vC@
58,977 58,977
75,000 75 ,000
29,350 29,350
100,433
93,715
233,600
100,433
!B,715
233,600
35,000 35 OOO
20,000 20,000
180,OOO 180,OOO
197,378 227500 424,818
3,645,642 2,148,500 5,913,000 4,038,000 23,760,679
E-7
1994 - 96 Financial Plan and Budget 9496CAP1
Capital Budget Detail By Mission
7-11-94
Leisure, Cultural and Social Services
Recreation Services
Playground Improvements & Expansion
Glaves Park
Armory Park
Parks and Landscape
Park Improvements
Lodi Lake Sediment Removal
Stadium Bectric Systems
Park Master Plan
Aerator
Indoor Recreation Facility
Total Parks and Recreation
Cultural Services
Library
Property Acquisition
Computer Upgrade
Total Library
Performing Arts Center
Community Center
Design
Construction
Total Community Center
Total Leisure, Cultural Services
30,000
21,131
1,039
50,ooO
1 1,977
16,173
300
5353
5,000
75,000 75,000 180,OOO
21,131
1,039
100,000 100,OOO 250,OOO
1 1,977
5353
5,000
16,173
Iuwl --- . .-
56,173 &(Joo 175 ,OOO 175,000 491,173
300,000 ~,ooo
64,652 64,652
-164,652 0 0 0 364,652
CITY COUNCIL BUDGET ADJUSTMENTS
51,997 51,997
* 1994-95:
Subtracted fS0,000 for capital projects in parks and recreation
E-8
1994 - 96 Financial Plan and Budget 9496CAPl
Capital Budget Detail By Mission
7-11-94 ..
1993-94 1994-95 1995-96 1996-97
Approved Budget Requested Proposed Total
Community and Economic Development
Community Development
CDBG Projects
ADA Compliance Projects (CDBG)
CHRB Fair Housing (CDBG)
Lodi Boys and Girls Club (CDBG)
Dial A Ride Fares (CDBG)
Food Bank (CDBG)
Downtown Revitaliz7tim Study
Economic Development Projects
Economic Development
799,876
4oO
10,324
5500
20,890
100,OOO
200,000
100,OOo
200,000 200,000 m,m
Total Community Development 899,876 676,714 76,590
E-9
1994 - 96 Financial Plan and Budget 9496cAp1
Capital Budget Detail By Mission
7-11-94
General Government
Buildings
City Hall Remodel 1,702,435
Information System
Information Systems Master Plan
LAN Upgrade
Inforrnat ion Systems Upgrades
Finance Systems Software
Total General Government
Total Capital Projects
20,000
29,750
1,702,435
20,000
50,000 50,OOO 100,000
100,OOO 100,OOO 200,000
29,750
1,702,435 49,7.50 150,Ooo 150,OOO 2,052,185
11519,278 9,087,364 10,911,750 7,918,450 47,452.379
E-10
1994 - 96 Financial Plan and Budget 9496CdQ
Equipment Replacement Schedule By Mission
C--1s--94 - -- -
1992-93 1993-94 1994-95 1995-96
Public Sa€ety
Police Services
Patrol Vehicles
Sedan
Motorcycle and Radios
Lightbars
Citation Unit Software
PC’s, Terminals and Printers
Sedan - Partners
Fire Services
Personal Computers (4)
Radio
Printer
Public Utilities
Wastewater Utilitiy Service
Electric Utility Sewice
Pickup Truck
Sedan
Cable Puller
Copier
DC Tester
Mobile Office Buyout
PC Software
Personal Computer
Transportation
Streets Maintenance
Dumptruck
Pickup
Tow Sweeper
Trailer Foundat ion
Generator
Community and Economic Development
Building and Safety
Engineering
Sound Level Meter
Local Area Network System
Design Plotter
67,385 (3) 114,440 (5) 86,OOO (4)
12,500 (1)
17,300
13,935
18,Ooo
11,Ooo
13,112
10,Ooo
4,934
3 10
21,280
12,500
35,000
5,500
5,000
5, OOo
3,200
3,200
28,125 (1)
24,540 (1)
11,585 (1)
15,000
15,840
3,545
1,853
9,200
8 949kap
Equipment Replacement Schedule By Mission
5-18-94
1992-93 1993-94 1994-95 1995 -96
Actual Budget Req utstcd Proposed
Cultural, Leisure and Social Services
Parks and Recreation Services
Copier
Cushman Scooters
Boat
Duplicator
Personal Computers
Printer
Printer
Community Center
General Government
Finance Administration
Sedan
Copier
Building Maintenance
Personal Computer
Refrigeration System
Sedan
Equipment Maintenance and Motor Pool
8,OOo (1)
12,000
3,800
2,800
5,000
1,560
13,470 (1)
7,500
4,335
10,Ooo
8,500
Total Authorizd Replacements 243,674 196,370 227,705 200,000
E-12
1994-96 FINANCIAL PLAN AND BUDGET Unfunded.wL3
UNFUNDED CAPITAL IMPROVEMENT REQUESTS
Aug IS. 1994
EP
PUBLIC SAFETY
Fire Department Purchase EMS defribillating equipment
One Sedan (City Council Budget Adjustment)
PUBLIC UTILITIES
TRANSPORTATION
LEISURE, CULTURAL 8c SOCIAL SERVICES
Parks Sr Recreation Admin Purchase Cash Net cashiering system
Construct In Line skating area
Regrade Grape Bowl football field
Parks maintenance
Kofu Park Improvements $20,000
Backstop @ Kofu and Vinewood Parks $17,SOO
Salas & English Oaks Sidewalk re-hab $40,790
Resurface tennis courts - Kofunegion Parks $40,000
Fencing for Armory & Softball complex $4,800
Refinish and Re-strip 2 basketball floors $25,000
Kofu Sr Legion Park Recreation Building Improvements
Obtain access road right of way - Lodi Lake West Bank
Replace Lodi Lake office building
Install computerized sprinkler and lighting system
Install Salas backstop protective structures
Install automatic irrigation system Lodi Lake
Install concrete foundation - Parks Office
New Spray-type pool- Blakely Park (CDBG)
Hale Park improvements (CDBG)
Blakely Park fence replacement (CDBG)
Van Buskirk Park remodel (CDBG)
ADA requirements
Park Walkways $58,800
Replace/retro-fit playground equip S200,OOO
Ramp installations $49,000
Grape Bowl ramp or escalator S90,240
Upgrade restroom Grape Bowl and Vinewood 5190,000
Playground ground cover & ramps $1 18,000
Recreation office remodel 545,000
Grape Bowl restroom remodel 515,000
AdultNouthTTeen Sports
Other Parks
Meter sports facilities lighting
Filters for Blakely Park Pool
COMMUNITY & ECONOMIC DEVELOPMENT
Building Inspection Purchase Hard/software for Optical storage system
GENERAL GOVERNMENT
Finance Revenue Division Contract for automated cashiering system
30,000
12,500
8,000
5,000
200,000
148,090
12,000
20,000
20,000
25,000
10,000
25,000
35,000
8,000
30,000
50,000
10,000
766,040
25,000
20,000
1,417,130
43,000
20,000
TOTAL
E-13
S 1,522,630
1994 - 96 FINANCIAL PLAN AND BUDGET Aug 15,1994
EXPENDITURES BY ACTIVITY
LIBRARY CAPITAL
21.1 - SOL02 PROPERTY ACQUISITION
500 Equipment, Land & Structures
21.1 - 801.03 COMPUTER UPGRADE
200 Utilities & Transportation
300 Supplies, Materials & Services
500 Equipment, Land & Structures
600 Special Payments
Total Library Capital
0 300,000 300,000
Total 0 300,000 300,000
143 0 0
51,412 64,652 64,652
24,020 0 0
1,- 0 0
Total 77,263 64,652 64,652
300.000
300,000
0
64,652
0
0
64,652
77,263 364,652 364,652 364,652
~
ELECTRIC UTILITY OUTLAY
16.1- 013.69 PW LOCAL AREA NETWORK SYSTEM
500 Equipment, Land 9: Structures 0 1,800
Total 0 1,800
16.1- 350.95 MSC GARAGE EXPANSION
500 Equipment, Land 9: Structures 0 78,000
Total 0 78 ,OOO
16.1- 650.01 SYSTEM EXPANSION
100 Personnel Services 9,595 6,160
500 Equipment, Land 9: Structures 6,171 5,300
Total 1 5,S66 11,960
300 Supplies, Materials S: Services 100 500
16.1- 650.02 SYSTEM IMPROVEMENT
100 Pcrsonnel Services 162,163 280,2So
300 Supplies, Materials & Services 7,539 8,700
SO0 Equipment, Land & Siructures 176,768 180,000
Total 346,470 46S,9SO
16.1 - 650.03 SERVICE CONNECTIONS (CUSTOMER)
100 Personnel Services 10,017 13,630
500 Equipment, Land SC Srructures 26,055 18,850
Total 36,878 33,330
300 Supplies, Materials R: Services SO6 s50
16.1- 650.01 LIGHTING CONSTRUCTION (DUSK TO DAWN)
100 Personnel Services 1,615 1,215
300 Supplies, Materials 6: Services 0 0
500 Equipment, Land 9: Structures 1,281 975
Total 2,S96 2,190
0 0
0 0
0 0
0 0
109,210 109,210
1,700 1,700
140,200 140,200
251,110 251,110
305,255 305,255
8,700 8,700
172,200 172,200
486,155 486,155
33,960 33,960
38,750 38,750
75,210 75,210
2,500 2,500
1,200 1,200
0 0
975 975
2,175 2,175
E-14
1994 - 96 FINANCIAL PLAN AND BUDGET Aug 15,1994
EXPENDITURES BY ACTIVITY
ELECTRIC UTILITY OUTLAY (continued)
16.1- 650.05 LINE EXTENSIONS (SUBDIVISIONS)
100 Personnel Services
300 Supplies, Materials & Services
SO0 Equipment, Land SC Structures
16.1- 650.23 SUBSTATION CONSTRUCTION
100 Personnel Services
300 Supplies, Materials S: Services
0
0
0 6,230 6,230
0 800 800
0 0 10,500 10,500
Total 0 0 17,530 17,530
35,825 68,160 6,230 6,230
1,36 1 2,950 150 150
500 Equipment, Land S: Structures 114,214 407,492 8,200 27,100
Total 15 1,400 478,602 14,580 33,480
16.1- 650.39 INDUSTRIAL SUBSTATION - OFF-SITE ENGINEER & IMPROVEMENTS
100 Personnel Services 0 0 0 0
300 Supplies, Materials S: Services 0 30,643 0 0
500 Equipment, Land Lp: Structures 0 3 19,8 10 0 0
Total 0 350,454 0 0
16.1- 650.41 INDUSTRIAL SUBSTATION - CONSTRUCTION
100 Personnel Services 0 0 0 0
300 Supplies, Materials S: Services 0 0 0 0
SO0 Equipment, Land S: Structures (3,239) 0 0 0
Total (3,239) 0 0 0
16.1- 650.45 INDUSTRIAL SUBSTATION - 12 K V LINES
100 Personnel Services 163,988 66,610 7,790 7,790
300 Supplies, Materials & Services 8,724 2,oG 1 250 0
500 Equipment, Land S: Structures 38,475 13,000 1,000 0
Total 212,187 S1,671 9,040 7,790
16.1- 650.46 MSC SECURITY WALL
200 Utilities & Transportation 30 0 0 0
300 Supplies, Materials & Services 2,333 0 0 0
500 Equipment, Land S: Structures 27,600 2,366 0 0
Total 29,963 2,366 0 0
16.1- 655.07 WEST SIDE SUBSTATION
100 Personnel Services 0 0 0 0
300 Supplies, Materials S: Services 6,250 0 0 0
500 Equipment, Land S: Structures 0 230,000 0 0
Total 6,250 230,000 0 0
16.1- 655.08 SERVICE CENTER REPAIR SHOP
500 Equipment, Land S: Structures 0 190,000 0 0
Total 0 190,Ooo 0 0
E-15
1994 - 96 FINANCIAL PLAN AND BUDGET Aue 15.1994
EXPENDITURES BY ACTIVITY
Expdetai.wk3
ELECTRIC UTILITY OUTLAY (continued)
16.1- EQUIPMENT PURCHASES
200 Utilities SC Transportation
300 Supplies, Materials & Services
500 Equipment, Land 8: Structures
600 Special Payments ~ -
Total
16.1- 680.1 1 PORTABLE OFFICE BUILDING
300 Supplies, Materials & Services
500 Equipment, Land & Structures
10
12,817 25
89,382 44,478
0
102,199 44,503
95
139,181
0
0
0 0
0
0
0
0
0 0
0 0
0 0
0 0
600 Special Payments 2,099 0 0 0
Total 14 1,375 0 0 0
TOTAL ELECTRIC OUTLAY 1,042,245 1,973,856 838,270 855,920
COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM
45.0- 301.02 Fair Housing
45.0- 301.03 Cxde Enforcement
45.0- 350.50 Housing Rehabilitation
45.0- 350.80 Lodi Hotel Rehabilitation
45.0- 360.60 Women’s Center Coalition
45.0- 330.61 Good Samaritan Food Bank
45.0- 360.62 East Side Task Force
45.0- 360.63 Gang Task Force
45.0- 503.09 Curb Replacement Handicap
45.0- 503.1 1
45.0- 70401 Dial A Ride
45.0- 705.01 Senior Service Agency
45.0- 760.52 Blakely Park Restrooms
45.0- 760.60 Hale Park Improvements
45.0- 760.62 Kofu Park Sidewtks
45.0- 760.63 Lawrence Park Resrroom
45.0- 760.61 Emerson Park Restroom
45.0- 3.5051 City Hall Handicap Access
45.0- 760.66 Lodi Boys and Girls Club
45.0- 503.12 East Side Alley Lighting
45.0- 360.61 SJ County Food Bank Brown Bag Program
45.0- 360.65 SJ County Food Bank New Truck Fair Share
45.0- 360.66 Contingency
45.0- ADA Requirements
45.0-
45.0- Hale Park Improvements
45.0- Blakely Park fence replacement
45.0- Van Buskirk Park remodel
East Side Lighting
New Spray type Blakey Park Pool
TOTAL BLOCK GRANTS Total 799,876 477,293 638,801 700,000
E-16
Section F
DEBT SERVICE REQUIREMENTS
1994-96 FINANCIAL PLAN AND BUDGET
DEBT SERVICE REQUIREMENTS
The section is used to summarize the resources that will be used to service general long-term debt that
is recorded in the General Long Term Debt Group and Enterprise Funds of the City as of the beginning
of the 1994-96 Financial Plan (July 1, 1994). 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 drainage facilities and a public safety building.
Maturity Date: 1995
Interest Rate: 3.5% to 5.25%
Original Principal Amount: $6,240,000
July 1, 1993 Principal Outstanding: $895,000
Funding Source: General Fund/Sewer Fund
1984 Special Assessment District Bonds
Purpose: Downtown Beautification Project
Maturity Date: 1999
Interest Rate: 6.5% to 9.90%
Original Principal Amount: $388,720
July 1, 1993 Principal Outstanding: $214,948
Funding Source: United Downtown Improvement District Assessment
1991 Certificates of Participation
Purpose: Wastewater Treatment Plant Facility Expansion (White Slough)
Maturity Date: 2026
Interest Rate: 4.5% to 6.60%
Original Principal Amount: $1 1 , 170,000
July 1, 1993 Principal Outstanding: $10,355,073
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%
Original Principal Amount: $4,758,000
July 1, 1993 Principal Outstanding: $4,758,000
Funding Source: Water Fund
F- 1
1994 - 96 Financial Plan and Budget RDlx9
Annual Debt Service Payments By Mission
5-18-94
1992-93 1993-94 1994-95 X995-96
Actual Budget Requested Proposed
Public Utilities
Water Utility Service
Wastewater Utility Service
Total Public Utility
General Government
Non-Departmental Services
Total Debt Service Requirements
20,020 25,500 258,493 516,987
993,593 982,875 987,865 982,484
1,013,613 1,008,375 1,246,358 1,499,471
225,936 23 1,678 171,135 173,306
lZZ9,549 1,240,053 1,417,493 1,672,777
F-2
1994 - 96 Financial Plan and Budget RDlx9
Annual Debt Service Payments By Source
5-18-94
1992-93 1993-94 1994-95 1995-96
Debt Service Fund
1965 Municipal Bonds - Series A
Principal
Interest
Principal
Interest
Principal
Interest
1965 Municipal Bonds - Series B
1984 Special Assessments - UDID
Total Debt Service
Water Fund
1992 Construction Loan
Princi pa 1
Interest
Total Water Fund
Wastewater Fund
1965 Municipal Bonds - Series A
Principal
Interest
Principal
Interest
1991 Certificates of Participation
Total Wasterwater Fund
114,296 118,378
15,716 12,001 8,144 4,143
106,132 110,214
50,000 55,000
5,138 2383s
25,000 30,000 30,000 30,000
23,950 21,575 18,135 15,785
225,936 23 1,678 170,575 168,306
173,3 13 346,627
20,020 25,500 85,180 170,360
20,020 25,500 258,493 6,987
153,868 159,786 165,704 17 1,622
29,590 17,399 11,806 6,007
120,000 100,OOO 110,Ooo 110,Ooo
690,135 705,690 700,355 694,855
993,593 982,875 987,865 982,484
Total Debt Service Requirements 1,239,549 1,240,053 1,416,933 1,667,777
F-3
Section G
CHANGES IN FUND BALANCE
1994-96 F"ANCL4L PLAN AND BUDGET
CHANGES JN FUND BALANCE
This section summarizes revenues, expenditures and changes in fund balance for each of the City's
operating funds. Changes in fund balance are provided for the last completed fiscal year (1992-93); for
the current fiscal year (1993-94); and the two years covered by the 1994-96 Financial Plan and Budget.
The following schedules are included in this section:
Combining Fund Balance Statements
All Funds Combined
Individual Fund Balance Statements
General Fund
Special Revenue Funds
Library Fund
Street Fund
Transportation Development Act Fund
Block Grant Fund (CDGB)
Police Special Revenue Fund
Capital Project Funds
Capital Outlay Fund
Equipment Replacement Fund
Debt Service Fund
Enterprise Funds
Water Utility Services
Wastewater Utility Services
Electric Utility Services
Transit Fund
Child Care Service Fund
Internal Service Funds
Benefits Fund
Self Insurance Fund
Equipment Maintenance Fund
Trust Fund
The description of the City's funds is further described on the following page.
G- 1
1994-96 FINANCIAL PLAN AND BUDGET
DESCRIPTION OF THE CITY’S FUNDS
In accordance with generally accepted accounting principles, the City’s financial reporting system is
organized on a fund basis consisting of three major fund types - Governmental, Proprietary and Fiduciary - and two self-balancing Account Groups; General Fixed Assets and General Long Term Liability. The
City’s various funds have been established in order to segregate and identify those financial transactions
and resources associated with providing specific activities or programs in conformance with special
regulations, restrictions, or limitations. The following funds are included in the Financial Plan; additional
descriptions of each fund type are provided in the Budget Glossary (Section I):
Governmental Funds
Most of the City’s programs and functions are provided and financed through the following Governmental
Funds, which are distinguished by their measurement focus on determining financial position and changes
in financial position, rather than upon determining net income:
* General Fund * Debt Service Fund * Special Revenue Funds * Capital Project Funds
Library Capital Outlay
Street Fund Equipment Replacement
Transportation Development Act
Block Grant Fund (CDBG)
Police Special Revenue Fund
Enterprise Funds
Enterprise funds are distinguished from Governmental Funds by their similarity to private sector
enterprises, as it is intended that the cost of providing services will be financed or recovered primarily
through user charges. The following enterprise funds are used by the City:
* Water
* Electric
* Child Care
*
* Wastewater
Transit
Internal Service Funds
Internal Service funds exist to account for, measure and generally recover the cost of centralized services
established to provide goods and services to other operating activities. The following Internal Service
funds are used by the City:
* Benefits Fund * Self Insurance Fund
* Equipment Maintenance Fund
G-2
1994 - 96 Financial Plan and Budaet 9496baLwk3
Changes in Fund Balance - All Funds Combined
7-1C-Ol r .a ZT
1992-93 1993 - 94 1994-95 1995-96
Actual Budget Requested Proposed
Reve nu e s
Tax Revenues
Licenses and Permits
Fines and Forfeitures
Investment/Property Revenues
Revenue from Others
Service Charges
Other Revenues
Tot
Expenditures
Opcrating Programs
Public Safety
Public Utilities
Transportat ion
Leisure, Cultural and Social Services
Community and Economic Development
General Government
Total Operating Programs
Bulk Powcr Purchase
Othcr Purchases
Capital Projects
Debt Scrvicc
Total Expcnditurcs
Revcnucs/Expcoditures Over (Under)
Othcr Sources (Uses)
Operating Transfers In
Operating Transfers Out
Other Sources (Uses)
Proceeds From Debt Financing
Total Other Sources (Uses)
Fund Balancc Beginning of the Year
Fund Balance End of the Year
Reserved for Debt Service
Designated Reserve
Unreserved
Total Fund Balance
15,232,401 15,929,208 16,508,985 16,758,635
22 1,997 324,100 355,600 355,600
124,673 86,300 86,400 86,400
1,485,422 1,466,400 1,485,200 1,485,200
5,237,538 5,036,193 5,568,477 5,0%,200
46,505,620 48,257,133 47,682,545 47,680,545
1,403,707 578,484 557,010 557 100
9,879,359
10,999,OS 1
2,530,995
3,756,791
1,578,407
5,605,958
34,350,591
25,2 16,356
2,444,852
5,162,818
9,816,396
2,783,s 14
4,160,512
1,697,430
5,46 1,765
35,394,190
26,565,400
2,462,127
11,384,467
1 1,444,573
10,141,795
12,270,484
2,763,735
3,%3,478
1,696,514
5.684.719
36,520,725
26,709,000
2,554,320
9,603,394
10,271,590
12,368,984
2,827,560
3,990,418
1,6963 14
5,675,879
36,830,945
27,194,000
2,456,745
11,046,750
1,423,007 1,417,238 1,594,443 1,845,377
68,597,654 77,223,422 76,98 1,882 79,373,817
1,613,704 (5,545,604) (4,73
13,402,060 18,189,247 5,491,208 5,111,606
(13,402,080) (18,189,247) (5,49 1,208) (531 11,606)
693,910 (9 19,280) 1,170,526 (1,051,485)
0 7s1,ooo 3,977,000 0
693,910 (138,280) 5,147,526 (1,051,485)
19,979,593 22,287,208 16,603,324 17,O 13,185
235,325 237,525 239,725 241,925
9,252,982 9,059,797 1 1,502,592 9,847,700
12,798,90 1 7,306,002 5,270,868 (1,482,062)
G-3
1994 - 96 Financial Plan and Budget 9496bal.wk3 1
! Changes in Fund Balance - General Fund
7-15-94 . -- _.
1992-93 1993-94 1994-95 1995 -96
Actual Budget Requested Proposed
Revenues
Tax Revenues
Licenses and Permits
I Fines and Forfeitures
Investment/Property Revenues
Revenue from Others
Service Charges
Other Revenues
I
To
13,626,65 1 14,257,090 14,237,800 13,801,800
22 1,997 324,100 355,600 355,600
124,673 86,300 86,400 %400
483,308 467,500 469,500 469,500
2,137,8 15 2,027,500 2,012,000 2,047,200
s82,s48 1,039,555 1,140,330 1,138,330
1,038,394 250,600 250,000 250,000
Expenditures
Operating Programs
Public Safety
Public Utilities
Transportat ion
Leisure, Cultural and Social Services
Community and Economic Development
General Government
Total Operating Programs
Bulk Power Purchase
Other Purchases
Capital Projccts
Debt Service
Total Expenditurcs
RevenuesExpenditures Over (Under)
9,s79,359 9,846,396 10,141,795 10,271,590
2,156,950 2,428,144 2,254,090 2,269,335
2,S33,181 3,063,411 2,876,725 2,&45,200
1,578,407 1,697,430 1,696,514 1,696,514
4,015,sss 4,060,762 4,04 1,549 4,057,309
20,463,755 2 1,096,143 21,010,673 21,139,948
9,771 1,591
20,473,526
(1,957,S40)
0 ther Sources (Uses)
Operating Transfers In 4,658,667 4,142,373 3,280,726 3,085,738
Other Sources (Uses) 296,300 296,300 628,887 628,887
Proceeds From Deb1 Financing
Operating Transfers Out (1,4-%,6S8) (1,036,060) (662,4 16) (642,996)
Total ces
Fund Balance Beginning of the Year 510,981 2,07 1,420 2,828,944 3,6 17,098
Fund Balance End of the Year
Reserved for Debt Service
Designated Reserve
Unreserved
Total Fund Balance
0 74,000 300,000 300,000
2,071,420 2,754,944 3,3 17,098 3,397,609
G-4
1994 - 96 Financial Plan and Budget 9496bal.wW
Changes in Fund Balance - Library Fund
7-15-94 . __ -
1992- 93 1993-94 1994 -95 1995-96
Actual Budget Requested Proposed
Revenues
Tax Revenues 757,987 813,255 809,100 841,500
Licenses and Permits 0 0 0 0
Fines and Forfeitures 0 0 0 0
Investment/Property Revenues 34,484 34,000 34,000 34000
Revenue from Others 56,385 48,000 45,000 45,000
Service Charges 0 0 0 0
Other Revenues 52,866 5 1,200 49,000 49,000
Expenditures
Opcrating Programs
Public Safety
Public Utilities
Transportation
Leisure, Cultural and Social Services 852,130 963,869 982,698 1,041,163
Community and Economic Development
General Government
Total Opcrating Programs 852,130 963,869 982,698 1,04 1,163
Bulk Power Purchase
Other Purchases
Capital Projects 77,263
Dcbt Scrvicc
Total Expcnditurcs 929,393 963,869 982,698 1,041,163
RcvcnuesExpendit ures Over (Under) ( 27,67 1) (17,414) (45,598
Other Sourccs (USCS)
Operating Transfers In 259
Operating Transfers Out (38,910) (35,114) (147,396) (98,431)
Other Sources (Uses)
Proceeds From Debt Financing
Total Other Sources (Us -38,910) (34,855 (147,396) (98,431)
Fund Balancc Bcginning of the Year 817,452 750,87 1 698,602 505,608
Fund Balancc End of thc Year
Reserved for Debt Service
Designated for Capital Projects
Unreserved
Total Fund Balance
287,-3&i9 363,652 364,652 364,652
463,482 333,950 140,956 (29,138)
G-5
1994 - 96 Financial Plan and Budget 9496bal.wW
Changes in Fund Balance - Street Fund
7-15-91 . __ -
1992-93 1993-94 1994-95 1995-96
Actual Budget Requested Proposed
R eve nu es
Tax Revenues
Licenses and Permits
Fines and Forfeitures
Investment/Property Revenues
Revenue from Others
Service Charges
438,369 450,000 507,200 507,200
0 0 0 0
0 0 0 0
72,430 72,600 72,600 72,600
899,543 1,234,200 1,750,800 1,171,800
0 0 0 0
Other Revenues 0 0 0
Expenditures
Operating Programs
Public Safety
Public Utilities
Transport at ion
Leisure, Cultural and Social Services
Community and Economic Development
General Government
Total Operating Programs 0 0 0 0
Bulk Power Purchase
Other Purchases
Capital Projects 89 3,448,264 1,921 ,OOO 5,913,000
Debt Service
Total Expenditures
Rcvcnues/Expenditures Over (Under) 1,414,05
Other Sourccs (Uses)
Operating Transfers In
Operating Transfers Out
Other Sources (Uses)
197,694 2,308,587 176,749 375,180
(2,398,371) (1,293,105) (1 ,o0o,s0s> ( 1,000,505)
Proceeds From Debt Financing
Total Other Sources (2,200,677) 1,015,48 (625,325)
Fund Balance Beginning of the Year 2,140,953 1,354,335 678,353 264,197
Fund Balance End of the Year
Reserved for Debt Service
Designated Reserve 728,563
Unreserved 625,772 678,353 264,197 (4,522,528)
Total Fund Balance
G-6
1994 - 96 Financial Plan and Budget 9496baLwW
Changes in Fund Balance - Transportation Development Act Fund
7-15-94 __ -
1992-93 1993-94 1994-95 1995 - 96
Actual Budget Requested Proposed
Revenues
Tax Revenues 0 0 0 0
Licenses and Permits 0 0 0 0
Fines and Forfeitures 0 0 0 0
Investment/Property Revenues 9,700 9,700 9,700 9,700
Revenue from Others 972,125 923,300 973,500 973,500
Service Charges 0 0 0 0
Other Revenues 23 1 0 0 0
Expendi turcs
Operating Programs
Public Safety
Public Utilities
Transportation
Leisure, Cultural and Social Services
Community and Economic Development
General Government
Total Opcrating Programs 0 0 0 0
Bulk Power Purchase
Othcr Purchases
Capital Projects 8,763
Debt Service
Revenues/Expeoditures Ov 98
Othcr Sources (Uses)
Operating Transfers In 0 140,855
Operating Transfers Out ( 1,130,230) (1,370,224) (975,201) (1,014,712)
Other Sources (Uses) (42,178) 296,369
Proceeds From Debt Financing
Total 0th Uses)
Fund Balance Beginning of the Year 196,965 0 0 7,999
Fund Balance End of the Year
Reserved for Debt Service
Designated Reserve 0 0 0 0
Unreserved 0 0 7,999 (23,513)
Total Fund Balance
G-7
1994 - 96 Financial Plan and Budaet 9496baI.wk3
Changes in Fund Balance - CDGB Fund
7- 15-94
1992 -93 1993-94 1994-95 1995-96
Actual Budget Requested Proposed
Revenues
Tax Revenues
Licenses and Permits
Fines and Forfeitures
Investment/Property Revenues
Revenue from Others
Service Charges
Other Revenues
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
835,319 477,293 628,477 700,000
0 0 0 0
0 0 0 0
Expenditures
Operating Programs
Public Safety
Public Utilities
Transportation
Leisure, Cultural and Social Services
Community and Economic Development
General Government
Total Operating Programs 0 0 0 0
Bulk Power Purchase
Other Purchases
Capital Projects 799,876 799,876 676,714 700,000
Debt Service
Total Expenditures 799,876 799,876
Rcvenucs/Expend itures Over (Under) 583
Other Sources (Uses)
Operating Transfers In
Operating Transfers Out (20,750) (22,162) (89,812) (89,812)
Other Sources (Uses) 31,161 344,745 138,049 89,812
Proceeds From Debt Financing
Total Other Sources (Uses)
Fund Balancc Bcginning of the Year (45,857) 0 0 0
Fund Balance End of the Year
Reserved for Debt Service
Designated Reserve
IJ nreserved 0 0 0 0 -. __ .-
Total Fund Balance 0 0 0 0
G-8
1994 - 96 Financial Plan and Budget 9496bal.wk3
Changes in Fund Balance - Police Special Revenue Fund
7-15-94
Revenues
Tax Revenues
Licenses and Permits
Fines and Forfeitures
InvestrnentiProperty Revenues
Revenue from Others
Service Charges
Other Revenues
Total Revenue
0 0 0 0
0 0 0 0
0 0 0 0
4,750 4,000 4,000 4,000
52,623 35,000 12,000 12,000
0 0 0 0
630 0 0 0
58,004 39, 16,000
Expcnd i tures
Operating Programs
Public Safety
Public Utilities
Transportation
Leisure, Cultural and Social Services
Community and Economic Development
General Government
Total Operating Programs 0 0 0 0
Bulk Power Purchase
Other Purchases 7,811 11,647
Capital Projects 26,258 3 1,878
Debt Service
Total Expenditures 34,069
Rcvenucs/Expenditures Over ( 27,935
Other Sources (Uses)
Operating Transfers In
Other Sources (Uses)
Proceeds From Debt Financing
Operating Transfers Out (35,192) (5,000) (9,600)
Total Other Sources (Uses) (35,192)
Fund Balance Beginning of the Year 122,623 11 1,367 10 1,842 108,242
Fund Balance End of the Year
Reserved for Debt Service
Designated Reserve
Unreserved 1 1 1,367 101,842 108,242 124,242
Total Fund Balance
G-9
1994 - 96 Financial Plan and Budget 9496bal.wW
Changes in Fund Balance - Capital Outlay Fund
7-15-94
1992-93 1993- 94 1994 -95 1995-96
Actual Budget Requested Pro posed
Revenues
Tax Revenues
Licenses and Permits
Fines and Forfeitures
Investment/Property Revenues
Revenue from Others
Service Charges
0 0 606,800 1,262,200
0 0 0 0
0 0 0 0
57,698 58,000 58,000 58,000
73,776 41,500 0 0
1,206,473 1,847,000 1,847,000 1,847,000
Other Revenues 0 0 0 0
946,s
Expenditures
Operating Programs
Public Safety
Public Utilities
Transport at ion
Leisure, Cultural and Social Services
Community and Economic Development
General Government
Total Operating Programs
Bulk Power Purchase
Other Purchases
Capital Projects
0 0 0 0
1,376,147 1,992,683 352,250 1,206,300
Debt Service
Total Expenditures 1,376, ,992,683 206,300
ReveouesExpenditures Over (Under) (3
Other Sources (Uses)
Operating Transfers In
Operating Transfers OUI
Other Sources (Uses)
3,855,190 3,978,4 16
(2,225,501) (6,432,298) (643,589) (556,064)
287,992 (1,667,559)
Proceeds From Debt Financing
a1 Other Sources (Uses) 1,9 17,678 (4,121, (643,589) 556,064)
Fund Balance Beginning of the Year 3,39s,s-34 S,278,3 12 1,110,688 2,626,649
Fund Balance End of the Year
Reserved for Debt Service
Designated Reserve
Unreserved
Total Fund Balance
917,281 1,240,755 3,087,755 4,934,755
G-10
1994 - 96 Financial Plan and Budget 9496baLwk3
Changes in Fund Balance - Equipment Replacement Fund
7-15-94 ~ _- _.
1992-93 1993-94 1994 - 95 1995 - 96
Actual Budget Requested Proposed
Revenues
Tax Revenues
Licenses and Permits
Fines and Forfeitures
Investment/Property Revenues
Revenue from Others
Service Charges
Other Revenues
0 0
0 0
0 0
0 10,000
0 0
0 0
0 0 -
T
Expenditures
Opcrating Programs
Public Safety
Public Utilities
Transportat ion
Leisure, Cultural and Social Services
Community and Economic Development
General Government
Total Operating Programs 0 0 0 0
Bulk Powcr Purchase
Othcr Purchases
Dcbt Service
Capital Projects 193,174 189,970 193,925 200,OOO
Total Bxpcnditures
Revcnues/Expendit ures Over (Under)
Other Sourccs (Uscs)
Operating Transfers In 229,520 153,260 193,925 200,OOO
Operating Transfers Out
Other Sources (Uses)
Proceeds From Debt Financing
Fund Balancc Beginning of the Year 249,249 255,595 258,885 258,885
Fund Balancc End of the Year
Reserved for Debt Service
Designated Reserve
Unreserved
Total Fund Balance
0 0 0 0
285,595 258,885 258,885 258,885
G-11
1994 - 96 Financial Plan and Budget 9496baLwk3
Changes in Fund Balance - Debt Service Fund
7-15-94
1992-93 1993-94 1994-95 1995-96
Actual Budget Requested Proposed
Revenues
Tax Revenues
Licenses and Permits
Fines and Forfeitures
InvestmentProperty Revenues
Revenue from Others
Service Charges
225,936 23 1,678 170,575 168,306
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
2,260 2,200 2,200 2,200
Other Revenues 184,200 177,184 177,510 177,600
Expenditures
Operating Programs
Public Safety
Public Utilities
Transport at ion
Leisure, Cultural and Social Services
Community and Economic Development
General Government
Total Operating Programs 0 0 0 0
Bulk Power Purchase
Other Purchases
Capital Projects
Dcbt Service 409,394 408,863 348,085 345,906
Total Expcnditurcs 409,334 408,863
Rcvcnues/Expenditures Over (Under) 3,002
Other Sources (Uses)
Operating Transfers In
Operating Transfers Out
Other Sources (Uses)
Proceeds From Debt Financing
Total Other Sources (Uses) 0
Fund Balance Beginning of the Year 233,065 236,067 238,266 240,466
Fund Balance End of the Year
Reserved for Debt Service
Designated Reserve
Unreserved
Total Fund Balance
235,325 237,525 239,725 24 1,925
747 74 1 74 1 74 1
G-12
1994 - 96 Financial Plan and Budaet 9496bal.wk3
Changes in Fund Balance - Water Fund
7-15-94
Revenues
Tax Revenues
Licenses and Permits
Fines and Forfeitures
InvestmentProperty Revenues
Revenue from Others
Service Charges
0 0 0 0
0 0 0 0
0 0 0 0
43,210 36,000 36,000 %000
0 0 0 0
2,733,409 2,856,200 2,853,500 2,853,500
Other Revenues 9,296 30,000 10,Ooo 10,Ooo
Ex pen d it u res
Operating Programs
Public Safety
Public Utilities
Transportat ion
Leisure, Cultural and Social Services
Community and Economic Development
2,2S8,142 2,26 1,948 2,005,809 2,005,809
General Government
Total Operating Programs 2,288,142 2,26 1,948 2,005,809 2,005,809
Bulk Power Purchase
Other Purchases
Capital Projects 693,919 1,974,038 4,705,000 1,514,000
Debt Service 20,020 25,500 258,493 516,987
Total Expcnditures 3,002,081 4,261,486 6,969,302 4,036,796
Revcnues/Expenditures Over (Under) (216,166)
Other Sourccs (Uses)
Operating Transfers In
Operating Transfers Out
Other Sources (Uses)
956,567 1,054,147
(1,173,235) (643,936) (5 1 1,120) (307,119)
(68,233) (68,233) (68,233) (68,233)
Proceeds From Debt Financing 78 1 ,OOO 3,977,000
Total Other Sources (Uses) (B4,90 1) 1,122,978
Fund Balance Beginning of the Year 64 1,560 140,493 (75,s 15) (747,970)
Fund Balance End of the Year
Reserved for Debt Service
Designated Reserve
0
208,726
0 0 0
Unreserved (68,233) (75,815) (747,970) (2,260,618)
Total Fund Balance 140,493 (75,815) (747,970) (2,260,618)
G-13
1994 - 96 Financial Plan and Budget 9496bal.wW
Changes in Fund Balance - Wastewater Fund
7-15-94
Revenues
Tax Revenues
Licenses and Permits
Fines and Forfeitures
Investmentffroperty Revenues
Revenue from Others
Service Charges
183,458 177,185 177,510 177,629
0 0 0 0
0 0 0 0
334,049 330,800 330,m 330,800
0 0 0 0
3,045,279 3,303,200 3,064,600 3,064,600
Other Revenues 102,584 65,000 65,000
Expenditures
Operating Programs
Public Safety
Public Utilities 2,099,3 17 2,236,251 2,460,015 2,460,015
Transportal ion
Leisure, Cultural and Social Services
Community and Economic Development
General Government
Total Operating Programs 2,099,317 2,236,25 1 2,460,015 2,460,015
Bulk Power Purchase
Olher Purchases
Capital Proj cct s 586,887 768,534 630,280 620,000
Debt Service 993,593 982,875 987,865 982,484
otal Expenditures 3,679,797 3,987,660 ,062,499
ditures Over (Under) (14,427) (1 12,475)
Other Sources (Uses)
Operating Transfers In
Operating Transfers Out
Orher Sources (Uses)
1,409,s 1 1 4,043,604
( 1,820,380) (4,18933 1) (372,386) (322,960)
(2SO,9W) (280,997) 718,870 725,482
Proceeds From Debt Financing
I Othcr Sources (Uses) (69 1,566) (426,724) 02,522
Fund Balance Beginning of the Year 5,065,420 4,359,427 3,820,228 3,726,462
Fund Balance End of the Year
Reserved for Debt Service
Designated Reserve
0 0 0 0
2,422,578 1,936,695 1,936,695 1,936,695
Unreserved 1,936,849 1,883,533 1,789,767 1,767,819
Total Fund Balance
G-14
1994 - 96 Financial Plan and Budget 9496baI.wW
Changes in Fund Balance - Electric Fund
7-15-94 .. .
1992-93 1993-94 1994-95 1995-96
Actual Budget Req uest e d Proposed
Revenues
Tax Revenues
Licenses and Permits
Fines and Forfeitures
Investment/Froperty Revenues
Revenue from Others
Service Charges
Other Revenues
Expenditures
Operating Programs
Public Safety
Public Utilities
Transportation
Leisure, Cultural and Social Services
Community and Economic Development
General Government
Total Operating Programs
Bulk Power Purchase
Othcr Purchascs
Capital Projccts
Debt Service
Total Expcnditurcs
RcvenuesExpcndit ures Over (Under)
Othcr Sources (Uses)
Operating Transfers In
Operating Transfers Out
Ocher Sources (Uses)
Proceeds From Debt Financing
Total Other Sources (Uses)
Fund Balance Beginning of the Year
Fund Balance End of the Year
Reserved for Debt Service
Designated Reserve
Unreserved
Total Fund BaIance
0 0 0 0
0 0 0 0
0 0 0 0
324,146 324,600 351,400 35 1,400
0 0 0 0
35,118,999 35,597,060 35,284,500 35,284,500
5,585 5,500 5,500 5,500
5,448,73
6,611,622 6,946,374 7,804,660 7,903,160
6,6 1 1,622 6,916,374 7,804,660 7,903,160
25,216,3% 26,565,400 26,709,000 27,194,000
1,042,255 1,980,255 896,725 873,450
32,870,263 35,492,029 35,4 10,385
2,578,467 435,131 231,015
1,485,154 1,564,207 256,700 51,100
(3,031,748) (3,047,632) (~~064) (999,O 19)
263,225 263,225 (248,866) (2,430,12 1 )
( 1,220,200) (992,230) 8,040)
4,395,36 1 5,690,459 4,905,390 4,144,175
0 0 0 0
3,275,588 3,955,138 4,144,175 436,925
2,414,871 950,252 0 0
G-15
1994 - 96 Financial Plan and Budget 9496bal.uk3
Changes in Fund Balance - Transit Fund
7-IS-94
Revenues
Tax Revenues
Licenses and Permits
Fines and Forfeitures
Invest m entproperty Revenues
Revenue from Others
Service Charges
0 0 0 0
0 0 0 0
0 0 0 0
7 1,654 70,200 21,700 21,700
5 1,949 52,000 52,000 52,000
3,606 3,600 3,600 3,600
Of her Revenues 3,965 0 0 0
Expenditures
Opcrating Programs
Public Safety
Public Utilities
Transport at ion
Leisure, Cultural and Social Services
Community and Economic Development
374,045 355,370 509,645 558,225
General Government
Total Opcrating Programs 374,045 355,370 509,645 558,225
Bulk Power Purchase
Other Purchases
Debt Scrvice
Capital Projects 339,337 197,378 227,500
Total Expenditures
esExpcnditures Over (Under)
Othcr Sourccs (Uses)
Operating Transfers In
Operating Transfers Out
Other Sources (Uses)
34 1,252 552,749 737,145 578,225
206,637 (125,520) 1,s19 2,688
(10,362) (79,119) (79,988)
Proceeds From Debt Financing
537,52 427,229 659,845
Fund Balance Beginning of the Year 44,a 1 0 281 281
Fund Balance End of the Year
Reserved for Debt Service 0 0 0 0
Designated Reserve 0 0 0 0
Unreserved 0 281 281 281
Total Fund Balance
G-16
1994 - 96 Financial Plan and Budget 9496laI.wk3
Changes in Fund Balance - Child Care Service Fund
7 - 15-94
Revenues
Tax Revenues 0 0 0 0
Licenses and Permits 0 0 0 0
Fines and Forfeitures 0 0 0 0
InvestrnentProperty Revenues 0 0 0 0
Revenue from Others 0 0 0 0
Service Charges 85,837 94,700 104,055 104,055
Other Revenues 0 0 0 0
Expendi turcs
Operating Programs
Public Safety
Public Utilities
Transportat ion
Community and Economic Development
General Government
Leisure, Cultural and Social Services 71,480 133,232 104,055 104,055
Total Opcrating Programs 71,480 133,232 104,055 104,055
Bulk Power Purchase
Other Purchases
Cap it a I Pr ojec t s
Debt Service
Total Expenditures 71,480 133,232 104,055 55
RcvcnuesExpendit ures Over (Under) 14,357 (38,532)
Othcr Sources (Uses)
Operating Transfers In 762
Operating Transfers Out
Other Sources (Uses) 23,413
Proceeds From Debt Financing
Total Other Sources (Uses) 0 24,175
Fund Balance Beginning of the Year 0 14,357 0 0
Fund Balance End of the Year
Reserved for Debt Service
Designated Reserve
Unreserved
Total Fund Balance
14,357 0 0 0
G-17
1994 - 96 Financial Plan and Budget 9496baI.wW
i 7 Changes in Fund Balance - Benefits Fund
7- 15-94 -_ -.
1992-93 1993-94 1994-95 1995-96
Actual Budget Requested Proposed
Revenues
Tax Revenues 0 0 0 0
Licenses and Permits 0 0 0 0
Fines and Forfeitures 0 0 0 0
Revenue from Others 0 0 0 0
Service Charges 2,310,983 2,023,680 1,829,920 1,829,920
Other Revenues 0 0 0 0
Investment/Property Revenues 10,380 10,300 10,300 10,300
2,321,36
Expenditures
Opcrating Programs
Public Safety
Public Utilities
Transport at ion
Leisure, Cultural and Social Services
Community and Economic Development
General Government
Total Opcrating Programs
Bulk Power Purchase
Other Purchases
Capital Projccts
Dcbt Scrvice
Total Expend i t u rcs
RcvcnuesExpcnditures Over (Under)
Other Sourccs (Uses)
Operating Transfers In
Operating Transfers Out
Other Sources (Uses)
Proceeds From Debt Financing
Total Other Sources (Uses)
Fund Balance Beginning of the Year
Fund Balancc End of the Year
Reserved for Debt Service
Designated Reserve
Unreserved
Total Fund Balance
209,328 218,500 245,300 245,300
209,328 218,500 245,300 245,300
2,129,183 1,830,680 1,825,945 1,825,945
2,338,511 2,049,180 2,071,245 07 1,245
( 17,14S) 15,200)
245,300 245,300
(45,745)
0 (45,745 5,3
267,882 250,734 189,789 204,064
250,734 189,789 204,064 218,339
G-18
1994 - 96 Financial Plan and Budget 9496baLwk3
Changes in Fund Balance - Self Insurance Fund
7--1s-QA . _- -_
1992-93 1993-94 1994-95 1995-96
Actual Budget Requested Proposed
Revenues
Tax Revenues 0 0 0 0
Licenses and Permits 0 0 0 0
Fines and Forfeitures 0 0 0 0
InvestmentProperty Revenues 74,845 74,700 74,700 74,700
Revenue from Others 138,297 179,200 125,000 125,OOO
Service Charges 307,858 619,800 728,375 728,375
Other Revenues 0 0 0 0
T nue
Expend it ures
Operating Programs
Public Safety
Public Utilities
Transportat ion
Leisure, Cultural and Social Services
Community and Economic Development
General Government
Total Operating Programs
Bulk Power Purchase
Otbcr Purchases
Capital Projects
Dcbt Scrvicc
Total Expcaditures
Revcnues/Expcnditures Over (Under)
Other Sourccs (USCS)
Operating Transfers In
Operating Transfers Out
Other Sources (Uses)
Proceeds From Debt Financing
Total Other Sources (Uses)
Fund Balancc Beginning of the Year
Fund Balance End of the Year
Reserved for Debt Service
Designated Reserve
Unreserved
Total Fund Balance
618,787 358,565 604,630 580,030
618,787 358,565 604,630 580,030
307,S58 6 19,800 728,375 630,800
926,645 978,365 1,333,005
(405,645) (104,665) (404,930)
268,225 249,005 585,688 56 1,088
(80,710) (6S,W
187,SlS 180,365 585, 088
1,630,~ 1,4 12,657 1,488,557 1,669,315
1,4 12,857 1,488,557 1,669,315 1,874,673
0 0 0 72,975
G-19
1994 - 96 Financial Plan and Budget 9496baLwk3
Changes in Fund Balance - Vehicle Maintenance Fund
7-15-94
Revenues
Tax Revenues
Licenses and Permits
Fines and Forfeitures
Investment/Property Revenues
Revenue from Others
Service Charges
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
761,985 823,938 778,265 778,265
Other Revenues 0 0 0 0
Expenditures
Operating Programs
Public Safety
Public Utilities
Transportation
Leisure, Cultural and Social Services
Community and Economic Development
General Government 76 1,985 823,938 793,240 793,240
Total Operating Programs 76 1,985 823,938 793,240 793,240
Bulk Power Purchase
Other Purchases
Capital Projccts
Debt Service
Total Expenditures 76 1,985 823,938 7932 793,240
nuesExpcndit ures Over (Under) 0 0
Other Sources (Uses)
Operating Transfers In 1,023 14,975 14,975
Operating Transfers Out
Proceeds From Debt Financing
Other Sources (Uses) ( 1,023)
Total Other Sources (Uses) 0 0
Fund Balance Beginning of the Year 0 0 0 0
Fund Balance End of the Year
Reserved for Debt Service
Designated Reserve
Unreserved 0 0 0 0
Total Fund Balance
G-20
1994 - 96 Financial Plan and Budget 9496balwk3
Changes in Fund Balance - Trust and Agency Funds
7-15-94
Revenues
Tax Revenues
Licenses and Permits
Fines and Forfeitures
InvestmentProperty Revenues
Revenue from Others
Service Charges
0 0 0 0
0 0 0 0
0 0 0 0
30,556 28,400 28,400 28,400
0 0 0 0
0 0 0 0
Other Revenues 0 0 0 0
ue 30,556 28,400 28,
Expenditures
Operating Programs
Public Safety
Public Utilities
Transportation
Leisure, Cultural and Social Services
Community and Economic Development
General Government
Total Operating Programs 0 0 0 0
Bulk Power Purchase
Other Purchases
Capital Projects 9,079
Debt Service
Total Expcnditures 9,079 0 0
Revenues/Expenditures Over (Under) 2 1,477 28,400 28,400
Other Sourccs (USCS)
Operating Transfers In
Operating Transfers Out
Other Sources (Uses)
Proceeds From Debt Financing
Total Othcr Sources (Uses) 0 0 0
Fund Balance Beginning of the Year 309,437 330,914 359,314 387,714
Fund Balance End of the Year
Reserved for Debt Service
Designated Reserve
Unreserved 330,9 14 359,314 387,714 416,114
Total Fund Balance
G-21
Section H
FINANCIAL AND STATISTICAL TABLES
1994-96 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:
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 Expenditures By Activity
Summary of Operating Program Changes
Demographic and Statistical Data
H- 1
1994 - 96 Financial Plan and Budget 9496rev.wW
Revenues By Major Category and Source
1992 - 93 1993-94 1994 -95 1995-96
Actual Budget Est imatcd Estimated
TAX REVENUES
Property Tax
Property Tax Bond Redemption
Special Assessment
Sales & Use Tax
Public Safety SalesTax (Prop 172)
Street Maintenance Sales Tax (Measure K)
Transit Lodging Tax
Waste Removal Franchise
Industrial Franchise
Gas Franchise
Cable TV Franchise
Electric Franchise
In-Lieu Franchise Tax - Electric
In-Lieu Franchise Tax - Sewer
In-Lieu Franchise Tax - Water
Business Tax
Real Property Transfer Tax
Total Tax Revenue
LICENSES AND PERMITS
Animal Licenses
Bicycle Licenses
Alarm Permits
Building Permits
Transportation Permit
Electric Permits
Mechanical Permits (Gas)
Plumbing Permits
I nd us1 rial Refuse Cot lect ion Perm it
Parking Permits
Total Licenses and Permits
FINES AND FORFEITURES
Vehicle Code Fines
Court Fines
Parking Fines
Parking Fines - DMV Hold
False Alarm Penalty
Total Fines and Forfeitures
INVESTMENT/PROPERTY REVENUES
Investment Earnings
Sale of City Property
Sale of System (Joint Pole - Elec)
Rent of City Property
Total In vestment and Property Revenues
4,445,673
360,444
48,950
4,968,375
0
438,369
236,102
216,036
0
112,074
110,942
7,913
3,000,000
750,000
94,612
57,911
15,232,401
385,000
4,362,400
357,288
51,575
5,180,000
103,450
450,000
240,200
235,200
24,500
108,500
118,000
10,900
3,400,195
3s5,000
750,000
94,000
58,000
15,929,208
4,045,700
299,950
48,135
5,270,000
137,900
507,200
242,600
247,200
24,500
108,500
10,900
4,160,000
609,000
531,400
90,000
58,000
118,000
16,508,985
4,207,500
45,785
5,360,000
137,900
507,200
242,600
247,200
24,500
108,500
118,000
10,900
300,150
4,160,000
609,000
53 1,400
90,000
58,000
16,758,635
8,605
2,436
1 ,875
133,681
0
24,633
9,676
10,481
0
30,610
22 1,997
8,500
2,500
1,550
200,000
1,600
38,000
22,700
24,000
250
25,000
324,100
8,500
2,500
1,500
230,000
1,600
38,400
24,200
1 ,c@o
25,000
355,600
8,500
1,500
1,600
%400
22,900
24,200
17000
25,000
355,600
2,500
230,000
66,215 52,000 52,000 52,000
2,121 3,300 3,400 3,400
1,936 1,000 1,000 1,000
54,176 30,000 30,000 30,000
225 0 0 0
124,673 86,300 86,400 86,400
1,055,363 1 109,400 1,109,400 1,109,400
37,456 18,800 8,800 8,800
35,685 53,200 80,000 80,Ooo
356,918 285,000 287,000 287,000
1,485,422 1,466,400 1,485,200 1,485,200
H-2
1994 - 96 Financial Plan and Budget 9496rw.wW
Revenues By Major Category and Source
6-24-94
1992-93 1993 - 94 1994-95 1995-96 -
Actual Budget Estimated Estimated
REVENUE FROM OTHERS
Motor Vehicle In-Lieu Tax
Other Grants & Subventions
Police Training (POST)
Cracnet S: Drug Suppression Grants
Asset Seizure
Auto Theft Revenue
State Miway Maintenance
Cigarette Tax
Gas Tax Subventions (2105)
Gas Tax Subventions (2106)
Gas Tax Subventions (2107)
Transportation Development Act (General Allot)
Transportat ion Development Act (Ped/Bike)
State Transit Assistance
Federal Assistance Section IX
Surface Transportation (ISTEA)
Transportation - FAU Reimbursement
Street Maintenance SB 300
Dial - A - Ride - Woodbridge
Parks and Recreation Grants/Allotments
State Mandates SB 90
CJPRMA Rebate
Community Development Block Grant (HUD)
Library Grants
Total from Othcr Agencics and Grants
SERVICE FEES & CHARGES
Public Safety Fees
Finger printing
Police Record Fees
Vehicle Towing
Hazardous Material Drug Clean-up Charges
Of her Police Fees
Fire Department Services - Other
Weed and Lot Clearing
Animal Shelter Fees
Total
Electric Opcrating Revenues
Domestic Residential
Small Commercial
Dusk to Dawn
Domestic Mobile Home
Large Commercial
Small Industrial
l,S67,775
10,505
S2,905
104,114
42,979
9,645
5,012
7,065
248,698
20 1,759
427,820
9.5 1,125
2 1,000
50,675
0
0
0
2 1,266
20,979
ss,574
4544 1
138,297
E35,319
5635
5,237,S-38
2,418
8,000
0
0
0
0
0
3.377
1,785,600
4 1,500
70,000
123,600
23,000
12,000
6,300
0
289,300
205,100
44 1,700
903,200
20,100
50,200
0
0
192,000
106,100
20,000
0
42,000
179,200
477,293
48,000
5,036,193
4,600
8,000
6,000
0
0
0
0
3.400
1,761,700
0
78,000
123,600
0
12,000
6,700
0
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
5,568,477
9,600
8,000
12,000
6,500
0
0
0
3.400
1,796,900
0
78,000
123,600
0
12,000
6,700
0
302,300
206,100
425,400
953,700
19,800
1,700
0
0
192,000
46,000
20,000
0
42,000
125,000
700,000
45,000
5,096,200
9,600
8,000
12,000
6,500
0
0
0
3.400
13,795 22,000 39,500 39,500
12,877,958 13,234,600 13,113,000 13,113,000
4,549,6S7 4,482,200 4,571,500 4,571,500
40,-189 40,400 39,100 39,100
242,385 25 1,900 254,100 254,100
7,743,73 1 7,956,800 7,89 1,500 7,89 1,500
732,533 S06,300 798,000 798,000
H-3
1994 - 96 Financial Plan and Budget 9496rev.wt3
Revenues By Major Category and Source
fi-?A--OA - -_ _.
1993-94 1994-95 1995-96 1992-93
Actual Budget Estimated Estimated
City Accounts
Medium Industrial
Large Industrial
Residential Low Income
Other Operating Income
Total
Scwer Operating Revenues
City Accounts
Other Accounts
Sewer Connection Fees
Other Operating Income
Total
Water Operating Revenues
City Accounts
Other Accounts
Other Operating Income
Total
Non-Operating Utility Revenues
Revenue from Contract Work for City
Revenue from Contract Work for Others
Electric Capacity Revenues
Standby Service Revenues
Water Reimbursements
Water Tap Fees
Sewer Reimbursements
Sewer Tap Fees
Tot a1
Public Works Street Fccs
Revenue from Contract Work for Others
Total
Transit Fees
Dial-A-Ride - Passenger Fares
Total
Park and Rccrcation Fees
Revenue from Playgrounds
Revenue from YouthfTeen Sports
Revenue from Indoor/Outdoor Activities
Revenue from Aquatics
Revenue from Adult Sports
Revenue from Specialty Classes
BOBS Reimbursements
Revenue from Lodi Lake Park
Other Park Fees
746,103 756,800 744,000 744,000
4,973,789 4,953,100 4,588,600 4,588,600
67,270 69,900 95,000 95,000
34,667,356 35,182,600 34,605,000 34,605,Ooo
2,693,511 2,630,600 2,~,OoO 2,806,000
0 0 (295,800) (295,800)
13,512 13,600 13,600 13,600
2,734,852 2,730,000 2,730,000 2,730,000
290,67 1 540,000 rn,OOO 3C@,OOO
0 0 0 0
3,039,035 3,283,600 3,043,600 3,043,600
19,680 16,300 16,300 16,300
0 0 0 0
2,657,035 2,780,900 2,780,900 2,780,900
2,637,355 2,764,600 2,764,600 2,764,600
387,023 357,460 572,500 572,500
0 0 50,000 50,000
5,055 6,000 4,000 6,OOo
S9,565 51,OOO 51,Ooo 51,OOo
0 2,700 0 0
89 8,600 10,000 10,Ooo
6,155 11,000 11,Ooo 11,000
76,374 72,600 72,600 72,600
534,261 509,-%0 773,100 773,100
0 0 0 0
0 0 0 0
5 1,949 52,000 52,000 52,000
S 1,949 52,000 52,000 52,000
14,454
0
0
47,574
86,044
25,284
20,260
57,s21
0
40,000
0
0
52,000
s4,ooo
50,000
12,955
60,000
2,000
22,356
11,270
17,328
38,072
107,205
13,000
21,000
60,000
2,000
22,356
1 1,270
17,328
36,072
107,205
13,000
21,000
60,000
2,000
1994 - 96 Financial Plan and Budget 9496rev.wk3
Revenues By Major Category and Source
6 - 24- 94
Rent of Park Sr Recreation Facilities 0 0 0 0
Other Recreation 89,075 82,000 82,000 82,000
Camp Hutchins Fees 85,837 94,700 104,055 104,055
Park Maintenance - LUSD 62,981 13,800 14,000 14,000
Total 4s9,330 49 1,455 493,285 491,285
Revenue from Contract Work for Others 0 0 1 ,000
Community Ccnter Fces
Swimming
Rents
Other Fees
Total
Community Dcvclopmcat Fees
Plan Check Fees
Inspection/Reinspection Fees
Planning Fees
Total
35,526 38,000 45,000 45,000
52,489 68,800 95,000 95,000
0 0 10,Ooo 10,Ooo
91,015 106,800 150,000 150,000
76,151 140,900 142,300 142,300
0 0 0 0
4,soo 30,200 30,500 30,500
S0,95 1 171,100 172,800 172,800
Public Works Enginccring Fces
Engineering Fees 119,627 ~,ooo wJoo a,000
Development Impact Fees 1,022,500 1,847,000 1,847,000 1,847,000
Special Inspections 3,195 3,000 3,000 3,000
Subdivision Fees 183,973 0 0 0
Plans Sr Specs 5,35 1 1,500 1,500 1,500
Engineering Inspections 0 55,000 69,000 69,000
Total 1,334,936 1,942,500 1,986,500 1,986,500
Ad rninist rat ive Fees
Late Payment - Utility Billing
Utility Connections
Photocopy Charges
Other Service Charges
Returned Check Charge
Total
Bencfit & Insurancc Fccs
Medical Care
Retiree’s Medical Care
Medical Co Pay
Dental Insurance
Vision Care
Chiropractic
Life Insurance
Accidental Death Insurance
Unemployment Insurance
Long Term Disability
COBRA Admin Fee
132,203 216,000 216,000 216,000
23,310 21,600 22,500 22,500
2,653 3,000 4,000 4,000
0 0 0 0
6.655 6.500 6.500 6.500
164,851 247,100 249,000 249,000
1,745,378
1’79,s 16
2,917
227,67 1
54,196
29,792
34,122
0
28,668
5,356
270
1,450,OOO
190,Ooo
3,000
203,230
54,000
33,000
36,400
0
35,000
15,000
300
1,450,000
0
0
205,600
53,000
33,000
30,060
4,000
43,260
300
7,000
1,450,000
0
0
205,600
53,000
33,000
30,060
4,000
43,260
7,000
300
H-51
1994 - 96 Financial Plan and Budget 9496rev.wW
Revenues By Major Category and Source
6 -24- 94
1993-94 1994-95 1995-96 1992-93
Actual Budget Estimated Estimated
* Medical Insurance (COBRA Premium)
Dental Insurance (COBRA Premium)
Employee Assistance Program (COBRA Premium
Employee Recognition Program
Flexible Spending Accounts
Workers Compensation
Other Service Charges and Revenues
Total
Building Maintenance Fees
0 0 0 0
3,067 4,000 4,000 4,000
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
307,858 619,800 728,375 728,375
2,619,111 2,643,780 2,558,595 2,558,595
Revenue from Contract Work for City 0 0 0 0
Total 0 0 0 0
Vehicle Maintenance Fees
Revenue from Contract Work for City 76 1,985 823,938 778,265 778,265
Total 76 1,9S5 823,938 778,265 778355
Total Service Fees 46,505,620 48,257,133 47,682,545 47,680,545
OTHER REVENUES
PERS Refund
Special Assessments - Turner/CIuff
Library Fines, Fees & Gifts
Damage to Property Reimbursement
Donat ions
Revenues NOC
Debt Service - Revenue by Transfer
Reimbursable Charges (Work for Others)
Toral Other Revenues
W5,141
742
50,865
27,705
1,353
233,126
183,458
15,317
1,403,707
0
0
47,000
10,000
8,800 . 335,500
177,184
0
0
0
49,000
10,Ooo
4,000
177,510
316,500
0
0
0
49,000
10,Ooo
4,000
3 16,500
177,600
0
578,484 557,010 557,100
REVENUE TOTAL
H-6
1994 - 96 Financial Plan and Budget 94Tra ns .wt3
Interfund Transactions - Cost of Services
7-8-94 --
1992-93 1993-94 1994-95 1995-96
Actual Budget Requested Proposed
Generaf Fund (l,S06,485) (1,600,135) (2,072,731) (2,079,843)
Special Revenue Funds
Library Fund 38,9 10 34,855 86,253 87,362
Street Fund 66,705 66,705
Transportation Development Act (TDA) 39,512 39,512
Community Development Block Grant 39,512 39,512
Capital Funds
Capital Fund
Enterprise Funds
Transit Fund
Electric
Wastewater
Water
304,964 304,964
7 1,760 72,629
1,367,500 1,274,165 881,885 884,776
244,7 15 166,620 298,635 299,794
155,360 124,495 283,505 284,589
NET TRANSFERS 0 0
H-7
1994 - 96 Financial Plan and Budget 94Trans.wW
lnterfund Transactions - Operating Transfers 1
7-8-94
1992-93 1993-94 1994-95 1995-96
Actual Budget Requested Proposed
General Fund
Operating Transfers In
Capital OutlayKity Council Adjustment
Library/City Council Adjustment
Transportation Development Act
Police Special Revenue
Block Grant
Insurance Funds
Street Fund
Wastewater
WastewaterlCity Council Adjustment
Water
Total Transfers In
Operating Transfers Out
Benefits Fund
Insurance Funds
(185,640)
(320,990)
(47,630)
(80,710)
(454,835)
(73,2 15)
0
(1,163,020)
(223,180)
(6503 15)
(72,2 10)
(145,385)
(23,180)
0
(640,000)
(3 0,905)
(1,785,375)
(92,500)
(21,795) (21,795)
(50,000)
(9,600) 0
(50,300) (50,300)
(933,800) (933,800)
(1,207,995) (1,005,895)
185,098 185,098
462,343 442,923
Vehicle Maintenance Fund 14,975 14,975
Total Transfers Out 0 0 662,416 642,996
Total Operating Transfers
Electric Fund
Operating Transfers In
Water Fund Loan (218,000) (209,000) (204,500)
CIP Loan (56,750) (54,500) (52,200) (51,100)
Benefits Fund 24,469 24,469
Insurance Funds 93,710 89,774
Operating Transfers Out
Total Operating Transfers
Sewer Fund
Operating Transfers Out
General Fund Engineering 73,215 23,180
General Fund/City Council Adjustment 50,000
Benefits Fund 9,812 9,812
Insurance Fund
Total Operating Transfers
13,939 13,354
73 3,180
H-A
1994 - 96 Financial Plan and Budget 94Traas.wk3
Interfund Transactions - Operating Transfers
7-8-94
Water Fund
Operating Transfers Out
General Fund Engineering 30,905
Benefits Fund 9,176 9,176
Insurance Fund 13,939 13,354
Electric Fund Loan 218,000 209,000 204,500
218, 6 15
Total Operating Transfers
Transit Fund
Operating Transfers In
Operating Transfers Out
Total Opcrating Transfers
Transportation Development Act (737,145) (578,225)
Benefits Fund 7,359 7,359
Library Fund
Operating Transfers Out
General Fund/City Council Adjustments
Benefits Fund
Insurance Fund
Total Operating Trans€ers
Block Grant Fund
Operating Transfers Out
General Fund Risk Management
Community Development Services
Total Operating Transfers
Transportation Development Act
Operating Transfers Out
General Fund Transit
Street Fund
Transit Fund
Tota 1 Operating Trans Eers
50,000
9,386 9,386
1,757 1,683
0 1,143
24,000 24,000
47.630 72.210 26.300 26.300
47,630 72,210 50,3
320,990 650,515 21,795 21,795
176,749 375,180
737,145 578,225
320,990 650,515 935,659 975,200
H-9
1994 - 96 Financial Plan and Budget 94Trans.wW
lnterfund Transactions - Operating Transfers
7--8-94 . - _.
1992-93 1993-94 1994-95 1995-96
Actual Budget R eq u est e d Proposed
Street Fund
Operating Transfers In
Operating Transfers Out
TDA Fund
General Fund Street Maintenance
General Fund Engineering
Total Operating Transfers
Self- Insurance Fund
Operating Transfers Out
General Fund Services
Operating Transfers In
General Fund
Electric Fund
Wastewater Fund
Water Fund
Library Fund
Total Operating Transfers
Benefits Fund
Operating Transfers In
General Fund
Electric Fund
Wastewater Fund
Water Fund
Library Fund
Transit Fund
Total Operating Transfers
Equipment Maintenance Fund
Operating Transfers In
Total Operating Transfers
General Fund Services
Equipment Replacement Fund
Operating Transfers In
Capital Outlay Fund
Total Operating Transfers
(176,749) (375,180)
454,835 640,OOO 933,800 933,800
454,83 5 640,000 757,051 558,620
80,710 145,385
(462,343) (442,923)
(93,710) (89,774)
(13,939) (13,354)
(13,939) (13,354)
(1,757) (1,683)
(185,098) (185,098)
(24,469) (24,469)
(9,812) (9,8 12)
(9,176) (9,176)
(9,386) (9,386)
(7.359) (7.359)
(14,975) (14,975)
(193,925) (200,000) (96,63 5) ( 127,125)
H-10
1994 - 96 Financial Plan and Budget 94Trans.wk3
Interfund Transactions - Operating Transfers
7--11-94 - _.
1992-93 1993-94 1994-95 1995-96
Actual Budget Requested Proposed
Capital Outlay Fund
Operating Transfers Out
General Fund Services 185,640 223,180
General Fund/City Council Adjustments 92,500
Electric Fund Loan 56,750 54,500 52,200 51,100
Equipment Replacement Fund 96,635 127,125 193,925 200,000
Total Operating Transfers
339,025 04,805 8,62
Police Special Revenue Fund
Operating Transfers Out
General Fund Purchases
Total Operating Transfers
NET OPERATING TRANSFERS
9,600
0 0 9,60
0
H-11
Persl.wk3 1994-96 Financial Plan and Summary
Regular Positions By Mission
1 I i
Amg 15,1994
PUBLIC SAFETY
Police Protection
Other Safety Services
Total Public Safety
I Fire Safety
PUBLIC UTILITIES
Water Services
Wastewater Services
Electric Services
Total Public Utilities
105.0
49.0
104.0
47.0
104.0
47.0
105.0
51.0
0.0 0.0 0.0 0.0
154.0 15 1.0 151.0 156.0
12.9 10.9 10.9 10.9
25.1 24.1 24.1 24.1
41.0 40.0 38.0 38.0
79.0 75.0 73.0 73.0
TRANSPORTATION
Streets and Flood Control 29.0 27.0 23.0 23.0
Transit 0.5 05 1.0 1.0
Total Transportation 29.5 27.5 24.0 24.0
LEISURE, CULTURAL & SOCIAL SERVICES
Parks and Recreation 33.0 28.0 25.0 25.0
Cultural Services 20.0 20.0 19.0 19.0
Social Services 1 .o 1 .o 1.0 1.0
Total Leisure, Cultural & Social Services 54.0 49.0 45.0 45.0
COMMUNITY & ECONOMIC DEVELOPMENT
Planning 5 .o 5.0 5.0 5.0
Econoni ic Development 0.0 0.5 1.0 1.0
Construction Development 21.0 19.5 18.5 18.5
Total Community Development 26.0 25.0 24.5 24.5
GENJZRAL GOVERNMENT
Legislation and Policy 0.0 0.0 0.0 0.0
City Clerk Services 2.0 2.0 2.0 2.0
Non - Depart menta I Services 0.0 0.0 0.0 0.0
General Administration s.0 7.5 7.5 7.5
Legal Services 1 .s 2.5 2.5 2.5
Administrative Services 36.0 34.0 32.0 32.0
Organizational Support Services 20.0 18.0 17.0 17.0
Total General Government 67.5 64.0 61.0 61.0
TOTAL OPERATING BUDGET 4 10.0 391.5 78.5 383.5
H-12
1994 - 96 Financial Plan and BudEet
Temporary Full-Time Equivalents (FTE’s)
1992 -93 1993 -94 1994-95 1995-96
Actual Estimate Estimate Estimate
PUBLIC SAFETY
Police Protection
Fire and Environmental Safety
Graffiti Abatement
Total Public Safety
PUBLIC UTILITIES
Electric Utility Services
Water Utility Service
Wastewater Utility Service
Total Public Utilites
TRANS PO RTATIO N
Streets and Flood Control
Transit System
Total Transportation
0.50
0.00
5.00
0.70
0.50
0.70
1.30
0.70
0.50 5.70 1.20 2.00
3.05
0.25
3.05
0.50
3.05
0.75
3.05
0.75
3.30 3.55 3.80 3.80
0.95 0.95 0.95 0.95
9.00 9.00 9.00 9.00
9.95 9.95 9.95 9.95
LEISURE, CULTURAL 8c SOCIAL SERVICES
Recreation and Parks Programs 37.30 34.60 36.60 33.60
Library 6.80 5.00 5.00 5.00
Community Center 1 .oo 1.00
Camp Hutchins 8.00 7.00 6.00 6.00
Total Leisure, Culture & Social Services 52.10 46.60 48.60 45.60
COMMUNITY AND ECONOMIC DEVELOPMENT
Planning
Engineering 0.60 0.60 0.60 0.60
Building Inspections 1.00 1.00
Economic Development 0.50 0.50
Total Community Development 0.60 0.60 2.10 2.10
GENERAL GOVERNMENT
City Manager
Public Works Administration
Legal Services
City Clerk Services
0.20 0.20 0.20 0.20
1.00 1 .oo 1-00 1.00
Personnel Administration
Information Systems Management
Financial Administration 6.10 6.10 6.10 6.10
Building Maintenance 0.25 0.25
Equipment Maintenance 0.73 0.73 0.98 0.98
Total General Government 8.03 8.33 9.03 9.03
Risk and Solid Waste Management 0.30 0.50 0.50
TOTAL TEMPORARY FTE’S 74.48 74.73 4.68 8
H-13
1994 - 96 Financial Plan and Budget Pers.wk3
Regular Positions By Department
Aue 15. 1994
1993-94 1994-95 1995 -96 1992 -93
Actual Budget Requested Proposed
CITY MANAGER
Assistant City Manager
City Manager
Legal Secretary
Secretary to the City Manager
CITY AITORNEY
Deputy City Attorney 1/11
City Attorney
Legal Secretary
CITY CLERK
City Clerk
Deputy City Clerk
COMMUNITY CENTER
Community Center Director
Senior Service Coordinator
Administrative Clerk UII
Maintenance Worker
COMMUNITY DEVEL 0 PM ENT
Administrative Clerk 111
Building Inspector 1/11
Chief Building Inspector
Community Development Director
Depariment Secretary
JuniorlAssistantlAssociate Planner
Senior Building Inspector
Senior Planner
ELECTRIC UTILITY DEPARTMENT
Administrative Clerk I/II
Assistant Electric Utility Director
Department Secretary
Electric Apparatus Mechanic
Electric Data Technician/Relief Operator
Electric ForemanEorewoman
Electric Lineman/Linewoman
Electric Meter Technician
Electric System Supervisor
Electric Troubleshooter
1 1 1 1
1 1 1 1
0.5 0.5 0.5 0.5
1 1 1 1
3.5 3.5 3.5 3.5
0 1 1 1
1 1 1 1
0.5 0.5 0.5 0.5
1.5 2.5 2.5 2.5
1 1 1 1
2 2 2 2
5 5 4 4
I' 1 1 1
3 3 3 3
1 1 1 1
1 1 1 1
1 1 I 1
2 2 2 2
1 1 1 1
1 1 1 1
11 11 11 11
1
1
1
1
1
3
7
1
1
3
1
1
1
1
0
3
7
1
1
3
0
1
1
1
0
3
7
1
1
3
0
1
1
1
0
3
7
1
1
3
H-14
1994 - 96 Financial Plan and Budget Pers.wk3
Regular Positions By Department
Aug 15. 1994
1992-93 1993 -94 1994-95 1995-96
Actual Budget Requested Proposed
Electric Utility Director 1 1 1 1
Electric Utility Rate Analyst
Electric Utility Superintendent
Electrical Drafting Technician
Electrical Engineer
Electrical Engineer-Standards
Electrical Estimator
Electrical Estimator Assistant
Electrical Technician
Electrician
Manager, Rates & Resources
2
2
1
2
2
1
2 2
2 2
Metering Electrician 1 1 1 1
Senior Electric Utility Rate Analyst 1 1 1 1
Utility Operations Supervisor 1 1 1 1
Utility Service Operator 1/11 3 3 3 3
Utility Service Operator 1/11 Relief 0 1 1 1
41 40 38 38
FINANCE DEPARTMENT
Account Clerk
Accountant I/II
Accounting Manager
Accounts Collector
Account Technician
Assistant Finance Director
Buyer
Data Processing Manager
Data Processing Operations Specialist
Data Processing Programmer/Analyst 1/11
Department Secretary
Field Services Supervisor
Finance Director
Meter Reader
Parking Enforcement Assistant
Purchasing Assistant
Purchasing Officer
Reven ue/Collection Technician
12 11 10 10
2 1 1 1
0
2
0
1
1
1
1
1
1
1
1
4
1 1
2 2
1
0
1
1
1
0
1
1
1
4
1
0
1
1
1
0
1
0
1
4
1
2
1
0
1
1
1
0
1
0
1
4
2 1 1 1
1 1 1 1
1 1 1 1
1 0 0 0
Revenue Manager 0 1 1 1
Senior Account Clerk 2 2 2 2
Senior Programmer Analyst 2 2 2 2
Senior Storekeeper/Buyer 1 1 1 1
Storekeeper 1 1 1 1
39 36 34 34
I.
H-15
1994 - 96 Financial Plan and Budget Pers.wk3
Regular Positions By Department
Aue IS. 1994 I
1994 -95 1995-96 1992-93 1993-94
Actual Budget Requested Proposed
FIRE DEPARTMENT
Administrative Clerk 111
Fire Administrative Officer
Fire Battalion Chief
Fire Captain
Fire Chief
Fire Inspector
Firefighter UIUEngineer
INFORMATION SYSTEMS OPERATIONS
Information Systems Coordinator
LIBRARY
Building Service Worker
Childrens Librarian
Librarian
Librarian 1/11
Library Assistant
Manager of Adult Services
Senior Library Assistant
PARKS & RECREATION DEPARTMENT
Administrative Clerk 1/11
Administrative Clerk 111
Depart men t Secretary
Laborer/Park Maintenance Worker 1/11
Park Maintenance Worker 111
Park Naturalist
Parks & Recreation Director
Parks Ranger 1/11
Parks Superintendent
Parks Supervisor
Project Coordinator
Recreation Superintendent
Recreation Supervisor
Senior Building Maintenance Worker
Senior Parks Ranger
Welder-Mechanic
2 1 1 1
3 3 2 2
3 2 3 3
9 9 9 9
1 1 1 1
1 1 1 2
30 30 30 33
49 47 47 51
0 0 1 1
0 0 1 1
1 1 1
1 1 1
1 1 1
2 2 2
8 8 8
1 1 1
1 I 1
15 1s 1s 15
2
0
1
11
5
1
1
1
1
2
1
1
4
1
1
1
1
1
10
5
0
1
0
1
2
0
0
4
1
1
1
1
1
7
5
0
1
0
1
2
0
0
4
1
1
1
1
1
7
5
0
1
0
1
2
0
0
4
1
1
1 1 1 1
34 29 26 26
H-16
1994 - 96 Financial Plan and Budget Pers.wk3
Regular Positions By Department
PERSONNEL
Administrative Clerk 1/11
Personnel Analyst
Personnel Director
Personnel Technician
POLICE DEPARTMENT
Administrative Assistant
Animal Control Officer
Assistant Animal Control Officer
Community Service Officer
Crime Analyst
Department Secretary
Dispatcher Supervisor
Dispatcher/Jailer
Police Captain
Police Chief
Police Lieutenant
Police Officer
Police Records Clerk I/II/III
Police Sergeant
Service Division Supervisor
PUBLIC WORKS DEPARTMENT
ADMINISTRATION
Admin istrative Assistant
Administrative Clerk 1/11
Department Secretary
Public Works Director
ENGINEERING DIVISION
Assistant City Engineer
City Engineer
Engineering Assistant
Engineering Technician 1/11
Engineering Technician S u pervisor
Jr./Assistant Engineer/Associate Civil Engineer
Public Works Inspector 1/11
Senior Civil Engineer
Senior Engineering Technician
1 0
1 1
1 1
0
1
1
2 1 1 1
4 4 3 3
1 1 1
1 1 1
1 1 1
7 7 7
1
1
0
15
3
1
5
52
8
8
0
1
0
14
2
1
6
54
8
7
0
1
1
13
2
1
6
54
8
7
1
1
1
7
0
1
1
13
2
1
6
55
8
7
1 1 1 1
105 104 104 105
1 1 1 1
4 4 4 4
1 0 0 0
0 1 1 1
1 1 0 0
3 1 1 1
2 2 2 2
4 3.5 3.5 3.5
2 2 2 2
1 1 1 1
1 2 2 2
15 13.5 12.5 12.5
H-17
1994 - 96 Financial Plan and Budget Pers.wk3
Regular Positions By Department
BUILDING AND EQUIPMENT MAINTENANCE
Building/Equipment Maintenance Superintendent 1 1 1
Building Maintenance Worker
Building Service Worker
1 0
0 1
1
0 0
1 1
Equipment Maintenance Supervisor 1 1 1 1
Equipment Parts Coordinator 1 0 0 0
Equipment Service Worker 1 0 0 0
Heavy Equipment Mechanic 3 4 4 4
Lead Equipment Mechanic 1 1 1 1
Senior Building Maintenance Worker 1 1 1 1
Welder-Mechanic 1 1 1 1
11 10 10 10
STREETS DIVISION
Assist ant S t reel Superintendent
Laborer/Maintenance Worker 1/11
Senior Tree Trimmer
Street Maintenance Worker I11
Street Superintendent
Street Supervisor
Street Sweeper Operator
Supervising Administrative Clerk
Tree Trimmer
WATER/WASTEWATER DIVISION
Assistant Wastewater Treatment Superintendent
Assist ant Wat er/Wast ewater Superintendent
Administrative Clerk 1/11
Chief Wastewater Plant Operator
Laboratory Services Supervisor
Laboratory Technician 1/11
Laborer/Maintenance Worker 1/11
Plant S: Equipment Mechanic
Senior Plant S: Equipment Mechanic
Wastewater Plant Operator 1/11
Water/Wastewater Inspector
Water/Wastewaler Maintenance Worker 111
Water/Wastewater Superintendent
Water/Wastewater Supervisor
1
14
1
6
1
2
1
1
2
29
1
1
1
1
1
2
10
4
0
6
2
5
1
0 0
12 11
1 0
6 6
1 1
3 3
1 1
1 1
0
11
0
6
1
3
1
1
2 0 0
27 23 23
1
1
1
1
1
2
7
2
2
6
2
5
1
1
1
1
1
1
2
7
2
2
6
2
5
1
1
1
1
1
1
2
7
2
2
6
2
5
1
3 3 3 3
38 35 35 35
H-18
1994 - 96 Financial Plan and Budget Pers.wk3
Regular Positions By Department
Aug 15,1994
RISK MANAGEMENT
Administrative Assistant to the City Manager 1 1 0 0
Ad m i n ist rat ive CI e rk 1/11 1 0 0 0
Risk Management Technician 0 1 1 1
2 2 1 1
TRANSPORTATION & COMMUNICATIONS
Administrative Assistant to the City Manager 0.5 0
Transit Manager 0 0
Economic Development Coordinator 0 0.5
0
1
1
0
1
1
Transportation Coordinator 0.5 0.5 0 0
1 1 2 2
TOTAL REGULAR POSITIONS 4 10 39 1 378.5
* CITY COUNCIL BUDGET ADJUSTMENTS
Eliminated the following positions
Maintenance Worker in the Community Center (1)
Administrative Clerk in Electric Utility (1)
Electrical Engineer - Standards in Electric Utility (1)
Three (3) Park Maintenance Worker in Parks (3)
Administrative Clerk in Personnel (1)
Account Clerk in Finance (1)
Field Services Supervisor in Finance (1)
Maintenance Worker I - Streets (1)
Senior Tree Trimmer (1)
Two (2) Tree Trimmers (2)
Administrative Assistant to City Manager (1)
Added the following position
Transit Manager (1)
H-19
I
1 1994 - 96 FINANCIAL PLAN AND BUDGET Aug 15,1994
1 EXPENDITURES BY ACTIVITY
J5xpdetai.W
1993-94 1994-95 1995-96
Proposed
1992-93
Actual Budget Approved
CITY CLERK
10- 001.01 CITY CLERK - ADMINISTRATION
100 Personnel Services
200 Utilities & Communications
300 Supplies, Materials & Services
500 Equipment, Land & Structures
600 Special Payments
10- 001.02 ELECTION
100 Personnel Services
200 Utilities & Communications
300 Supplies, Materials & Services
Total City Clerk
CITY COUNCIL
10- 001.03 CITY COUNCIL
100 Personnel Services
300 Supplies, Materials & Services
500 Equipment, Land & Structures
10 - 00 1.08 CO UNCIL/SIEG LO CK
300 Supplies, Materials & Services
10- 001.09 COUNCIL/MANN
300 Supplies, Materials & Services
10- 001.10 COUNCIL/DAVENPORT
300 Supplies, Materials 8: Senlces
10- 001.11 COUNCIL/SNIDER
300 Supplies, Materials 8: Services
10- 001.12 COUNCIL/PENNINO
300 Supplies, Materials & Services
Total City Council
103,314 95,095 98,240 98,240
3,921 2,900 2,900 2,m
21,106 23,011 18,860 18,860
1,010 0 0 0
0 0 0 0
Total 129,351 121,006 120,000 120,000
10,320 4,900 6,125 6,125
114 250 400 400
12,005 2,500 16,000 3,950
Total 22,439 7,650 22,525 10,475
49,145 53,210 53,750 53,750
17,198 7,900 7,900 7,900
0 0 0 0
Total 66,343 61,110 61,650 61,650
0 2,577 2,500 2,500
Total 0 2,577 2,500 2,500
0 2,577 2,500 2,500
Total 0 2,577 2,500 2,500
0 2,577 2,500 2,500
Total 0 2,577 2,500 2,500
0 2,577 2,500 2,500
Total 0 2,577 2,500 2,500
0 2,577 2,500 2,500
Total 0 2,577 2,500 2,500
H-20
1994 - 96 FINANCIAL PLAN AND BUDGET Aug 15,1994
EXPENDITURES BY ACTIVITY
GENERAL SUPPORT CHARGES
10- 020.05
300
600
10- 020.04
300
10- 024.01
300
10- 024.02
200
300
500
SPECIAL PAYMENTS - ADMINISTRATION
Supplies, Materials & Services 71,144
Special Payments 95,872
Total 167,016
SISTER CITY
Supplies, Materials 8: Services 880
Total 880
PHOTOCOPIER
Supplies, Materials & Services
Total
TELEPHONE CHARGES
Utilities 8: Communications
Supplies, Materials 8: Services
Equipment, Land S: Structures
10,432
66
1 1,005
Total 2 1,503
Total General Support Charges 189,399
68,790
111,000
179,790
880
880
15,000
15,000
90,315
715
6,860
97,893
293,563
45,900 45,900
118,000 118,Ooo
163,900 163,900
880 880
880 880
15,000 15,Ooo
15,000 15,Ooo
90,318 90,318
715 7 15
6,860 6,860
97.893 97.893
277,673 277,673
CITY ATTORNEY
10- 035.01 COUNSEL AND LEGAL SERVICES
100 Personnel Services
200 Utilities S: Communications
300 Supplies, Materials S: Services
14 1,063 152,795 188,760 188,760
932 475 475 475
26,558 24,80 1 28,405 28,405
500 Eouinment. Land 8: Structures n n -, r 3-
Total City Attorney
CITY MANAGER
10- 040.01 CITY MANAGER
100 Personnel Services
200 Utilities 8: Communications
300 Supplies, Materials gL Services
500 Equipment, Land & Structures
600 Special Payments
Total City Manager
PERSONNEL
10- 010.02
100
200
300
500
600
PERSONNEL - ADMINISTRATION
Personnel Services
Utilities & Communications
Supplies, Materials 8: Services
Equipment, Land & Structures
Special Payments
Total Personnel
Total
237,668 253,995 244,545 244,545
3,600 500 500 500
15,449 16,550 14,425 14,425
3,338 973 250 250
0 0 0 0
Total 260,055 272,018 259,720 259,720
181,539 176,510 164,455 164,455
3,986 2,ooo 2,oOo 2,000
36,515 30,170 30,500 73,000
2,850 0 0 0
0 0 0 0
Total 224,890 208,680 196,955 239,455,
H-21
1994 - 96 FINANCIAL PLAN AND BUDGET Aug 15,1994
J ! EXPENDITURES BY ACTIVITY
Exudetai.wk3 I
1995-96 1992-93 1993-94 1994-95
Actual Budget Approved Proposed
RISK & SOLID WASTE MANAGEMENT
10- 040.03
100
200
300
500
10- 015.01
600
10- 020.01
100
200
300
600
10- 020.0s
100
300
500
RISK MANAGEMENT
Personnel Services 83,479 84,229
Utilities & Communications 427 700
Supplies, Materials & Services 2,426 20,765
Total 86,332 105,694
Equipment, Land & Structures 0 0
DAMAGE TO CITY PROPERTY
Special Payments 45,524 45,000
Total 45,524 45,000
REFUSE COLLECTION CONTRACT
Personnel Services 109 0
Utilities 8: Communications 26 1 0
Supplies, Materials CP: Services 37,058 39,000
Special Payments 1,141 1,000
Total 38,569 40,000
COMMUNITY IMPROVEMENT
Personnel Services 0 6,ooo
Supplies, Materials 8: Services 0 0
Equipment, Land 8: Structures 0 0
Total 0 6,OOO
Total Risk Management Total 170,425 196,694
33,665
600
15,475
0
33,665
600
15,475
0
49,740
35,000
35,000
49,740
35,000
35,000
0
18,865
8,050
0
0
18,865
0
8,050
26,915
11 1,655
INFORMATION SYSTEMS
10- 041.01 INFORMATION SYSTEMS
100 Personnel Services 0 0 53,636 53,636
300 Supplies, Materials 8: Services 0 0 7,815 7,815
Total 0 0 61.451 61.451
SO0 Equipment, Land gL Structures 0 0 0 0
- -.. .
Total Information Systems Total 0 0
ECONOMIC DEVELOPMENT
100 Personnel Services
200 Utilities 8: Communications
300 Supplies, Materials & Services
10- 04101 ECONOMIC DEVELOPMENT
0 28,355 67,550 67,550
165 0 2,150 2,150
22,093 135,085 68,990 68,990
600 Special Payments 45,200 42,700 37,200 37,200
Total Economic Development Total
H-22
1994 - 96 FINANCIAL PLAN AND BUDGET Aug IS. 1994
3XPENDITURES BY ACTIVITY
Fxndrtri wkl I-----.. - -
1994-95 1995-96 1992-93 1993 - 94
Actual Budget Approved Proposed
30MMUNITY DEVELOPMENT DEPARTMENT
10- 045.05
100
300
10- 045.01
100
200
300
500
600
10- 04502
100
200
300
500
600
10- 045.04
100
PLANNING - COMMISSIONS/COMMIITEES
Personnel Services
Supplies, Materials & Services
PLANNING - ADMINISTRATION
Personnel Services
Utilities Sr Communications
Supplies, Materials & Services
Equipment, Land & Structures
Special Payments
BUILDING INSPECTION
Personnel Services
Utilities & Communications
Supplies, Materials S: Services
Equipment, Land S: Structures
Special Payments
CODE ENFORCEMENT
Personnel Services
0 0 3,360 3,360
0 0 4,890 4,890
Total 0 0 8,250 8,250
299,575 286,910 291,590 29 1,590
2,217 1,200 1,200 1,200
15,872 28,546 18,290 18,290
0 1,800 0 0
0 0 0 0
Total 3 17,661 318,456 3 11,080 311,080
321,185 278,345 349,160 349,160
3,523 1,600 1,600 1,600
67,259 66,092 99,220 99,220
12,375 4,000 4,500 4,500
1,099 2,000 3,000 3,000
Total 405,44 1 372,037 457,480 457,480
0 5 1,060 0 0
Total 0 5 1,060 0 0
Total Community Development Total
FINANCE DEPARTMENT
10- 050.01
100
200
300
500
600
10- 050.02
100
200
300
500
AD MINI STRATI 0 N
Personnel Services 161,329 152,445 146,767 146,767
Supplies, Materials Sr Services 76,216 56,854 74,993 61,493
Utilities & Communications 1,920 1,200 1,500 1,500
Equipment, Land & Structures 403 0 woo 1
Special Payments 10 0 0 0
Total 239,878 210,499 224,260 210,760
PURCHASING
Personnel Services
Utilities S: Communications
Supplies, Materials & Services
Equipment, Land & Structures
212,624 2 16,827 216,480 216,480
7,170 5,495 5,800 5,800
16,125 27,409 28,335 28,335
2,494 0 0 0
Total 238,413 219,73 1 250,6 15 250,615
H-23
1 1994 - 96 FINANCIAL PLAN AND BUDGET Aug IS. 1994
i 1 EXPENDITURES BY ACTIVITY
I F.xndctai.wk3 r-- -- - __
1992-93 1993-94 1994-95 1995-96
Actual Budget Approved Proposed
FINANCE DEPARTMENT (continued)
10- 050.03 ACCOUNTNG SERVICES
100 Personnel Services
200 Utilities & Communications
300 Supplies, Materials & Services
500 Equipment, Land & Structures
600 Special Payments
282,425
5,124
23,110
3,698
0
Total 3 14,357
289,660
3,400
2,200
22,150
0
317,410
293,270
3,475
22,575
2,500
0
32 1,820
293,270
3,475
22,575
2,500
0
321,820
10- 050.05 REVENUE DIVISION
100 Personnel Services
200 Utilities & Communications
300 Supplies, Materials & Services
500 Equipment, Land & Structures
345,856
78,751
46,282
15,121
Total 486,010
351,100
86,780
52,a 1
so0
491,361
362,010
91,120
58,600
5 12,730
362,010
91,120
58,600
1 ,ooo
512,730
10- 050.06 DATA PROCESSING
100 Personnel Services
200 Utilities SC Communications
300 Supplies, Materials & Services
500 Equipment, Land & Structures
600 Special Payments
219,330
100
82,890
5,300
0
220,320
100
80,975
0
0
220,320
100
80,975
0
0
242,369
1,039
83,743
67,353
0
Total 394,504 307,620 301,395 30 1,395
10- 050.07 FIELD SERVICES DIVISION
100 Personnel Services
200 Utilities 8: Communications
300 Supplies, Materials 8: Services
SO0 Equipment, Land & Structures
GOO Special Payments
302,590
2,500
38,695
0
0
343,785
1,941,105
346,019
2,522
20,901
1,263
0
Total 370,705
Total 2,043,867
329,995
2,350
36,339
800
0
369,484
1,946,105
302,590
2,500
38,695
0
0
343,785
1,954,605 Total Finance Department
POLICE DEPARTMENT
100 Personnel Services
200 Utilities S: Communications
300 Supplies, Materials & Services
500 Equipment, Land S: Structures
10- 101.01 ANIMAL SHELTER.
78,676
2,158
8,716
0
Total 89,550
79,765 80,985 80,985
1,380 1,340 1,340
12,297 10,840 10,840
0 0 0
93,442 93,165 93,165
10- 103.01 POLICE ADMINISTRATION
100 Personnel Services
200 Utilities SC Communications
300 Supplies, hlaterials & Services
500 Equipment, Land 8: Structures
5,766,308
44,234
465,713
11.523
351,875 389,285 389,285
13,000 14,900 14,900
536,980 528,425 528,425
932,610 908,822 932,610
6,967 0 0
Total 6,287,778
H-24
1994 - 96 FINANCIAL PLAN AND BUDGET Aug IS. 1994
EXPENDITURES BY ACTIVITY
Expdetai.wk3
POLICE DEPARTMENT - continued
10- 103.02
100
200
300
500
10- 103.03
100
200
300
SO0
600
10- 103.04
100
300
10- 103.05
100
200
300
500
600
10- 103.06
100
300
500
10- 103.07
100
300
10- 103.08
100
10- 10310
300
POLICE OPERATIONS
Personnel Services 0
Utilities & Communications 0
Supplies, Materials & Services 0
Equipment, Land & Structures 0
Total 0
POLICE INVEST1 GATI ONS
Per son ne I Services 0
Utilities & Communications 0
Supplies, Materials 22 Services 0
Equipment, Land S: Structures 0
Special Payments 0
Total 0
PARTNERS PROGRAM (R)
Personnel Services 0
Supplies, Materials Sr Services 0
Total 0
DRUG SUPRESSION PROGRAM - GRANT
Personnel Services 121,894
Utilities & Communications 0
Supplies, Materials S: Services 0
Equipment, Land S: Structures 0
Special Payments 0
Total 124,894
DRUG SUPRESSION PROGRAM - CITY MATCH
Personnel Services 0
Supplies, Materials Sr Services 0
Equipment, Land Sr Structures 0
Total 0
CRACNET - GRANT
Personnel Services 77,204
Total 77,201
Supplies, Materials Sr Services 0
CRACNET - CITY MATCH
Personnel Services 0
Total 0
CRIME PREVENTION FAIR (R)
Supplies, Materials & Services 2,240
Total 2,240
3,900,428 4,155,470 4,205,270
0 0 0
0 0 0
650 14,125 325
3,901,078 4,169,595 4,205,595
1,376,275 1,294,010 1,294,010
0 0 0
0 0 0
0 0 0
0 0 0
1,376,275 1,294,010 1,294,010
0 0 0
65,580 59,340 59,340
0 0 0
0 0 0
0 0 0
0 0 0
65,580 59,340 59,340
65,580 59,455 59,455
0 0 0
0 0 0
65,580 59,455 59,455
78,200 72,695 72,695
400 0 0
78,600 72,695 72,695
60,755 68,395 68,395
60,755 68,395 68,395
15,295 0 0
15,295 0 0
H-25
1994 - 96 FINANCIAL PLAN AND BUDGET Aug 15,1994
EXPENDITURES BY ACTIVITY
FmAetri UrLZ -r--'-- -
1992-93 1993-94 1994-95 1995-96
Actual Budget Approved Proposed
POLICE DEPARTMENT (continued)
10- 104.01 AUXILIARY POLICE
300 Supplies, Materials & Services 3,833 8,650 4,300 4,300
Total 3,833 8,650 4,300 4,300
10- 105.01 SPECIAL INVESTIGATIONS
300 Supplies, Materials & Services 4,000 2,000 2,OOo 2,000
Total 4,000 2,000 2,ooo 2,000
Total Police Department Total
FIRE DEPARTMENT
10- 201.01
100
200
300
500
600
10- 201.02
200
300
10- 201.05
100
200
300
SO0
GOO
10- 201.03
100
200
300
500
600
10- 201.04
300
SO0
ADMINISTRATION
Personnel Services 2,863,665
Utilities 8: Communications 27,934
Supplies, Materials & Services 176,319
Equipment, Land S: Structures 1,469
Special Payments 97
Total 3,069,484
WEED ABATEMENT
Utilities & Communications 15
Supplies, Materials & Services 175
Total 190
TRAINING
Personnel Services 0
Utilities 8: Communications 0
Supplies, Materials & Services 0
Equipment, Land Sr Structures 0
Special Payments 0
Total 0
FIRE PREVENTION
Personnel Services 188,919
Utilities & Communications 5,768
Equipment, Land & Structures 0
Special Payments 0
Supplies, Materials S: Services 15,931
Total 210,618
FIRE HAZARDOUS MATERIALS OPERATION
Supplies, Materials & Services 1,757
Total 1,757
Equipment, Land 6: Structures 0
2,751,010
19,355
257,618
1,667
3,030,935
1,285
0
2.500
2,655,490
19,255
232,730
42,750
785
2,951,010
0
0
2,783,490
19,255
0
785
3,030,465
226,935
0
0
2,500
0
0
0
0
0
0
81,715
0
12,850
0
0
0
81,715
0
12,850
0
0
0
185,755
15,040
0
0
204,580
3,785
0
0
94,565
182,115
5,015
15,290
0
0
202,420
0
0
94,565
209,515
15,290
0
0
229,820
5,015
0
0
0 0 0
H-26
1994 - 96 FINANCIAL PLAN AND BUDGET Aug 15,1994
EXPENDITURES BY ACTIVITY
FIRE DEPARTMENT (continued)
10- 201.06 SPECIAL SERVICES
100 Personnel Services
200 Utilities & Communications
300 Supplies, Materials Sr Services
500 Equipment, Land & Structures
Total Fire Department
PUBLIC WORKS DEPARTMENT
10- 301.01
100
200
300
500
600
10- 301.02
100
10- 30201
100
200
300
500
600
10- 351.01
100
200
300
400
500
600
10- 501.01
100
200
300
SO0
ADMINISTRATION
Personnel Services
Utilities & Communications
Supplies, Materials S: Services
Equipment, Land 5: Structures
Special Payments
OVERHEAD
Personnel Services
GENERAL ENGINEERING
Personnel Services
Utilities Sr Communications
Supplies, Materials Sr Services
Equipment, Land S: Structures
Special Payments
CITY BUILDING MAINTENANCE
Personnel Services
Utilities & Communications
Supplies, Materials S: Services
Work for Others
Equipment, Land S: Structures
Special Payments
STREETS AD MINISTRATION
Personnel Services
Utilities & Communications
Supplies, Materials 5: Services
Equipment, Land Sr Structures
0
0
0
0 96,360
0 480
0 15,595
0 0 9,900
Total 0 0 122,335
Total
214,259 219,045 21 7,650
2,654 1,900 1,900
17,497 18,255 16,945
0 1,315 0
0 0 0
Total 234,410 240,s 15 236,495
81,380 82,000 0
Total 81,380 82,000 0
755,640 7 10,400 708,489
4,370 0 0
26,084 3,m 34,025
1,136 0 0
6 14 650 1,300
Total 7s7,w 749,737 743,8 14
121,514 113,655 117,700
199,895 178,805 202,170
1s.1,767 229,406 185,435
2,185
(50) 0 1,190
0 0 0
Total 506,126 52 l,S66 508,680
119,4E7 107,530 103,165
76,257 83,945 9 1,325
196,567 275,068 270,540
Total 392,588 469,543 474,430
217 3,000 9,400
97,700
480
11,095
0
109,275
3,464,125
217,650
16,945
0
0
236,495
1,900
0
0
708,489
0
34,025
0
1.300
743,814
117,700
202,170
185,435
2,185
0
n
507,490
103,165
91,325
270,540
500
465,530
H-27
1994 - 96 FINANCIAL PLAN AND BUDGET Aug 15,1994
EXPENDITURES BY ACTIVITY
-r-----. -
1992-93 1993-94 1994-95 1995- 96
Proposed Actual Budget Approved
PUBLIC WORKS DEPARTMENT (continued)
10- 503.01 STREETS MAINTENANCE
100 Personnel Services 349,523
300 Supplies, Materials & Services 110,285
500 Equipment, Land 8: Structures 44,581
Tom I 504,389
10- 503.04 ALLEY MAINTENANCE
100 Personnel Services 9,877
300 Supplies, Materials Sr Services 7,442
Total 17,319
10- 50205 CURB AND GUmR MAINTENANCE
100 Personnel Services 63,099
500 Equipment, Land S: Structures 18,387
Total 82,634
300 Supplies, Materials 8: Services 1,148
10- 503.06 TREE MAINTENANCE
100 Personnel Services 144,-%7
300 Supplies, Materials Sr Services 15,694
Total 160,796
500 Equipment, Land 8: Structures 735
10- 503.07 STREET CLEANING
100 Personnel Services
200 Utilities & Communications
193,352
0
300 Supplies, Materials 8: Services 35,713
Total 229,065
500 Equipment, Land Sr Structures 0
10- 503.05 TRAFFIC CONTROL MAINTENANCE
100 Personnel Services 128,647
300 Supplies, Materials 8: Services 43,316
400 Work for Others 0
500 Equipment, Land Sr Structures 28,780
Total 25 1,328
200 Utilities Sr Communications 50,sss
10- 503.09 STORM SYSTEM MAINTENANCE
100 Personnel Services 76,352
200 Utilities & Cnmmunications 23,219
300 Supplies, Materials 8: Services 9,426
400 Work for Others 0
SO0 Equipment, Land 8: Structures 1,656
600 Special Payments 5,963
Total 116,616
454,235
142,742
47,050
644,027
30,185
10,160
40,345
65,830
750
21.000
87,580
162,s 10
5,678
1 1,775
180,263
139,385
0
24,275
375
164,035
1 S 1,665
5 1,670
42,421
0
34,440
310,196
102,485
17,350
0
0
19,590
149,675
10,250
470,680 470,680
117,130 117,130
622,8 10 622,810
35,000 35,000
33,385 33,385
39,985 39,985
6,600 6,600
47,235 47,235
750 750
21,000 21,000
68,985 68,985
0 0
2w@o 20 ,Ooo
0 0
20,000 20,000
126,950 126,950
0 0
24,275 24,275
500 500
15 1,725 15 1,725
118,580 118,580
56,370 56,370
49,330 49,330
31,000 31,000
267,120 267,120
1 1,840 11,840
82,480 82,480
12,750 12,750
21,630 21,630
3,705 0
38,500 52,950
179,215 189,960
20,150 20,150
H-28
1994 - 96 FINANCIAL PLAN AND BUDGET Aue IS. 1994
SXPENDITURES BY ACTIVITY
"UBLIC WORKS DEPARTMENT (continued)
10- 503 10
400
10- 504.01
100
300
10- 504.02
100
300
500
STREET LIGHT MAINTENANCE
Work for Others 387,023
Total 387,023
357.460 424.470 424,470
424,470 357,460 424,470
PARKING LOT MAINTENANCE
Personnel Services 8,163
Supplies, Materials & Services 7,030
Total 15,193
18,990
6,030
25,020
0
5,350
5,350
0
5,350
5,350
GRAFFITI ABATEMENT
Personnel Services 0
Supplies, Materials & Services 0
Equipment, Land Sr Structures 0
Total 0
13,800
2,100
0
13,800
2,100
13,170
980
1850
16,000 15,900
3,758,979
15,900
3,759.634 Total Public Works Department Total 3,685,331 3,956,262
PARKS AND RECREATION DEPARTMENT
10- 701.02 PARKS AND RECREATION COMMISSION
-300 Supplies, Materials Sr Services 0
Total 0
0 1.550 1.550
0 1,550 1,550
10- 701.01 ADMINISTRATION
100 Personnel Services
200 Utilities & Communications
384,945
1 1,308
303,735
7,500
99,379
6.100
337,673
10,500
95,010
3.700
337,673
10,500
95,010
0
300 Supplies, Materials Sr Services 77,937
500 Equipment, Land & Structures 3,615
Total 477,805 416,714 446,883 443,183
10- 70201 PLAYGROUNDS
100 Personnel Services 58,378 54,595 63,620 63,620
9,608
64,203
10,900
74,520
10,900
74,520
300 Supplies, Materials & Services 10,604
Total 68,982
10- 70202 YOUTH-TEEN SPORTS
100 Personnel Services 62,365
200 Utilities 5: Communication 0
300 Supplies, Materials 5: Services 17,832
Total 80,197
75,780
0
21.100
75,095
12,000
25,600
112,695
75,095
12,000
25,600
112,695 96,880
H-29
1994 - 96 HNANCIAL PLAN AND BUDGET Aug 15,1994
EXPENDITURES BY ACTIVITY
Erndetai d9 - -.
1992-93 1993-94 1994-95 1995-96
Actual Budget Approved Proposed
PARKS AND RECREATION DEPARTMENT (continued)
10- 70203
100
200
300
500
600
10- 70204
100
200
300
500
600
10- 70205
100
200
300
500
10- 702M
100
200
300
500
10- 70230
100
300
INDOOR/OUTDOOR ACTIVITIES
Personnel Services s,188
Utilities & Communication 3,426
Equipment, Land & Structures 0
Supplies, Materials & Services 7,656
Special Payments 2,721
Total 21,991
AQUATICS
Personnel Services 61,372
Utilities & Communication 17,458
Supplies, Materials & Services 50,011
Equipment, Land SC Slructrues 0
Special Payments 0
Total 128,841
ADULT SPORTS
Personnel Services 56,744
Utilities & Communication 31,790
Supplies, Materials Sr Services 19,439
Equipment, Land 8: Structure 2,037
Total 110,010
SPECIALITY CLASSES
Personnel Services 473
Utilities & Communication 0
Supplies, Materials 8r Services 24,s 1 1
Total 25,284
Equipment, Land S: Structure 0
BOBS SUPPORT SERVICES
Personnel Services 20,052
Supplies, Materials & Services 208
Total 20,260
TOTAL RECREATION DIVISION Total 933,370
PARKS DMSION
10- 751.01 ADMINISTRATION
100 Personnel Services
200 Utilities & Communications
300 Supplies, Materials Sr Services
SO0 Equipment, Land Sr Structures
12,585
750
5,300
0
2,000
20,635
95,545
18,000
44,450
0
157,995
82,465
28,670
20,800
0
131,935
0
0
50,000
0
50,000
12,955
0
12.955
951,317
15,145
6,850
12,660
0
0
15,145
6,850
12,660
0
0
34,655
88,810
37,300
64,250
0
0
190,360
61,910
27,695
17,600
0
34,655
88,810
37,300
54,250
0
0
180,360
61,910
27,695
17,600
0
107,205
0
0
26,000
0
107,205
0
0
2fj,OOO
0
20,000
0
1 ,O 13,868
20,000
2fj,oc@
20,000
n
2wQQ
1,000,168
144,554 143,185 104,397 104,397
534 1 2,720 3,545 3,545
13,036 15,685 15,330 15,330
1,131 0 0 0
123,272 Total 161,262 161,590 123,272
H-30
1994 - 96 FINANCIAL PLAN AND BUDGET Aug IS, 1994
EXPENDITURES BY ACTIVITY
Ex~dctai.wk3 ~
1995 - 96 1992-93 1993 -94 1994 - 95
Actual Budget Approved Proposed
10- 751.02
100
10- 75201
100
200
300
400
500
10- 75202
100
200
300
400
500
600
10- 75203
100
200
300
400
500
600
10- 75208
100
200
300
500
10- 753.01
100
200
300
500
600
OVERHEAD
Personnel Services
PARKS AND RECREATION DEPARTMENT (continued)
3507 1 44,957
Total 35,071 44,957
SPORTS FACILITES
Personnel Services
Utilities & Communications
Supplies, Materials & Services
Work €or Others
Equipment, Land Sr Structures
LODI LAKE PARK
Personnel Services
Utilities & Communications
Supplies, Materials s( Services
Work for Others
Equipment, Land S: Structures
Special Payments
PARKS MAINTENANCE
Personnel Services
Utilities Sr Communications
Supplies, Materials s( Services
Work for Others
Equipment, Land Sr Structures
Special Payments
PARK RANGERS
Personnel Services
Utilities SS Communications
Supplies, Materials & Services
Equipment, Land Sr Structures
PARKS EQUIP MAINTENANCE
Personnel Services
Utilities & Communications
Supplies, Materials & Services
Equipment, Land S: Structures
Special Payments
TOTAL PARKS DIVISION
302,649 367,135
20,673 36,450
58,850 54,612
0 0
0 0
Total 382,172 458,197
0 92,435
0 6,700
0 40,770
0 0
0 1,650
0 8,ooo
Total 0 149,555
435,173 374,085
53,805 32,425
121,376 102,343
0 0
0 0
8,000 0
Total 618,354 508,853
77,020 S8,270
0 0
9,523 14,705
0 0
0
288,081
25,720
46,125
500
5,500
365,926
9 1,295
6,960
33,070
500
0
~,OOo
139,825
348,874
21,020
96,830
l,OOo
0
0
0
288,081
25,720
46,125
5M)
0
360,426
91,295
6,960
33,070
500
0
8,OOO
139,825
348,874
21,020
96,830
1 ,OOo
0
0
467,724
89,910
1,200
10,240
467,724
..
89,910
1,200
10,240
0 0 0 0
Total 86,543 102,975 101,350 101,350
45,630 48,SlO 49,485 49,485
95 1 800 800 800
115,905 S4,261 118,500 115,905
324 0 0 0
68 0 0 0
Total 131,234 167,810 166,190 166,190
H-31
1994 - 96 FINANCIAL PLAN AND BUDGET Ang 1s. 1994
EXPENDITURES BY ACTIVITY
COMMUNITY CENTER FUND
120- 040.03
100
200
300
500
120- 70211
100
200
300
120- 702 12
600
120- 704.01
100
200
300
500
120- 704.02
100
200
300
500
120- 701.03
100
200
300
500
120- 75205
100
200
300
SO0
ADMINISTRATION
Personnel Services 100,657
Utilities 8: Communications 7,290
Supplies, Materials & Services 10,760
Total 116,707
Equipment, Land & Structures 0
99,540
4,500
12,842
0
116,882
97,400
4,000
17,190
8,500
127,090
97,400
4,000
17,190
0
118,590
LODI ARTS COMMISSION
Personnel Services 1,922
Utilities S: Communications 1,031
Supplies, Materials & Services 6,066
Total 9,019
0
400
7,682
8,082
0
400
4,750
5,150
0
400
4,750
5,150
LODI ARTS COMMISSION GRANTS
Special Payments 35,500
35,500
37,284
Total 37,284
34,445
34,445
34,445
34,445
SENIOR CITIZENS COMMISSION
Personnel Services 75,205
Supplies, Materials 81 Services 4,151
Total S2,938
Utilities & Communications 3,582
Equipment, Land & Structures 0
79,185
4,629
0
1,500
0
200
400
0
0
200
400
0
85,314
0
0
0
0
600
47,840
500
3,150
0
600
47,840
500
3,150
0
SENIOR INFORMATION/REFERRAL CENTER
Personnel Services 0
Utilities & Communications 0
Supplies, Materials & Services 0
Equipment, Land 6: Structures 0
Total 0 0 5 1,490 51,490
HUTCHINS ST SQUARE POOL
Personnel Services
Utilities & Communications
Supplies, Materials & Services
0
0
0
-34,520
9,600
3,550
5,300
52,970
34,520
9,600
3,550
5,300
52,970
Equipment, Land 6: Structures 0
Total 0
MAINTENANCE
Personnel Services S2,940
Utilities & Communications 69,219
Supplies, Materials 6: Services 79,244
Equipment, Land 6s Structures 2,824
Total 234,227
95,150
SO,500
93,939
2,790
272,379
67,448
~,400
94,977
0
226,825
67,448
64,400
91,177
0
223,025
TOTAL COMMUNITY CENTER
TOTAL GENERAL FUND
H-32
1994 - 96 FINANCIAL PLAN AND BUDGET Aue IS. 1994
EXPENDITURES BY ACTIVITY
I------ .---
1992-93 1993 -94 1994-95 1995-96
Actual Budget Approved Proposed
4SSET FORFEITURE FUND
23- 103.01 ASSETFORFEITURE
200 Utilities & Communication 3,604 0 0 0
300 Supplies, Materials Sr Services 4,006 4,768 0 0
500 Equipment, Land s( Structures 20 1 6,536 0 0
600 Special Payments 0 0 0 0
Total 7,811 11,301 0 0
TOTAL ASSET FORFEITURE 7,811 11,304 0 0
LIBRARY FUND
21- s01.02
100
200
300
600
21- so1.01
100
200
300
600
LIBRARY BOARD
Personnel Services 0
Utilities Sr Communications 0
Supplies, Materials SC Services 0
Special Payments 0
Total 0
AD MI NISTRATI 0 N
Personnel Services m,w
Utilities 8: Communications 55,775
Supplies, Materials & Services 129,885
Special Payments 25,806
Total 652,130
TOTAL LIBRARY FUND 852,130
CAMP HUTCHINS
15- 70215
100
200
300
500
CAMP HUTCHINS
Personnel Services
Utilities Sr Communications
Supplies, Materials & Services
Equipment, Land S: Structures
TOTAL CAMP HUTCHINS
0
0
3,523
0
0
0
1,663
0
0
662,725
63,550
204,789
32,S05
963,669
963,869
3,523
676,825
64,990
222,080
15,280
979,175
982,698
1,663
697,770
65,200
26 1,250
15,280
1,039,SOO
56,249 121,270 90,755 90,755
767 1,200 1,800 1,800
2,055 1,000 1,m 1,OOo
12,369 9,762 10,500 10,500
Total 7 1,4SO 133,232 104,055 104,055
7 1,480 133,232
ELECTRIC UTILITY
16- 015.02 DAMAGE TO CITY PROPER=
600 Special Payments (2,687) 10,235 10,235 10,235
Total (2,687) 10,235 10,235 10,235
H-33
1994 - 96 FINANCIAL PLAN AND BUDGET Aue IS. 1994
EXPENDITURES BY ACTIVITY
ELECTRIC UTILITY (continued)
16- 02202
100
16- 096.01
300
16- 601.01
100
200
300
500
600
16- 601.03
100
300
500
16- 601.12
100
200
300
500
16- 60202
100
200
300
SO0
16- 60240
100
300
500
16- 60241
100
OVERHEAD
Personnel Services 44,128
Total 44,128
59,092
59,092
0
0
0
0
UNIDENTIFIED RETURNED MATERIALS
Supplies, Materials 8: Services (23,528)
Total (23,528)
(24,827)
(24,827)
0
0
0
0
ADMINISTRATION
Personnel Services
Utilities & Communications
Supplies, Materials 8: Services
Equipment, Land 8: Structures
550,614
23,364
14,226
347,268
513,475
27,075
448,910
6,200
53 1,125
29,175
356,699
304,515
1,228,514
7,000
513,475
27,075
448,910
6,200
240,070
1,235,730
Special Payments 5 10,527
Total 1,445,999
240,070
1,235,730
CONSERVATION PROGRAM
Personnel Services
Supplies, Materials 8: Services
Equipment, Land 8: Structures
2,830
5,746
0
S,576
35,330
8,300
8,500
52,130
6,415
31,000
0
37,415
6,415
129,500
0
135,915
ENGINEERING
Personnel Services 4 17,230
Utilities 8: Communications 1,369
Supplies, Materials gL Services 5,164
Equipment, Land S: Structures 6,96 1
Total 430,724
347,470
1,450
1,275
355,670
5,475
294,570
1,500
5,900
3,500
305,470
294,570
1,500
5,900
3,500
305,470
CUSTOMER SERVICE MAINTENANCE
Personnel Services 239,291
Utilities & Communications 273
Supplies, Materials & Services 7,732
Total 255,884
Equipment, Land 8: Structures 8,588
237,685
1,000
4,664
7,775
25 1,124
240,630
500
4,625
8,425
254,180
240,630
500
4,625
8,425
254,180
ELECTRICAL MISCELLANEOUS (NCPA Turbine)
Personnel Services 40,087
Supplies, Materials S: Services 556
Equipment, Land gL Structures 4,476
Total 45,119
0
0
0
24,380
0
0
24,380
24,380
0
0
24,380
ELECTRICAL MISC - OTHER DEPTS
Personnel Services 0 243,050 243,050
Total 0 0 243,050 243,050
H-34
1994 - 96 FINANCIAL PLAN AND BUDGET Aug IS, 1994
EXPENDITURES BY ACTIVITY
ELECTRIC UTILITY (continued)
16- 603.02
100
300
500
16- 603.03
100
200
300
500
16- 603.09
100
200
300
500
600
16- 603.10
100
200
300
500
16- 604.11
100
300
500
16- 60% 12
100
200
300
500
16- 601.13
100
200
300
500
DUSK-TO-DAWN LIGHTING
Personnel Services 0
Equipment, Land & Structures 86
Total 86
Supplies, Materials & Services 0
330
0
400
310
0
400
710
310
0
400
710 730
28,960
310,000
400
18.100
STREET LIGHT MAINTENANCE
Utilities & Communications 309,58 1
Personnel Services 35,649
Supplies, Materials &I Services 688
Equipment, Land & Structures 41,105
Total 387,023
63,320
309,250
400
5 1 so0
63,320
309,250
400
5 1,500
424,470 357,460 424,470
HAZARDOUS MATERIAL HANDLING.(PCB)
Personnel Services 1,389
Utilities Sr Communications 58
Supplies, Materials & Services 853
Equipment, Land & Structures 19,005
Special Payments 1,193
Total 22,498
45,520
50
46,733
50,400
2,500
145,203
45,820
50
1,750
1,800
2,500
5 1,920
45,820
50
1,750
1,800
2,500
5 1,920
SYSTEM MAINTENANCE - OVERHEAD
Personnel Services 185,676
Utilities Sr Communications 210
Supplies, Materials & Services 62,875
Equipment, Land & Structures 39,695
Total 288,456
219,685
250
45,799
4,860
310,594
151,525
350
44,750
4 1,800
238,425
151,525
350
44,750
4 1,800
238,425
SYSTEM MAINTENANCE - UNDERGROUND
Personnel Services 83,416
Supplies, Materials & Services 7,718
Total 110,262
Equipment, Land & Structures 19,128
97,020
8,450
18,200
123,670
97,625
8,450
117,275
11,200
97,625
8,450
117,275
1 1,200
SUBSTATION MAINTENANCE
Personnel Services 101,055
Ut i I it ies & Communications 77
Supplies, Materials & Services 31,178
Equipment, Land & Structures 6,208
Total 138,518
135,360
100
36,839
5.578
151,940
100
36,775
2,450
191,265
151,940
100
36,775
2,450
19 1,265 177,877
SYSTEM OPERATION
Personnel Services 284,192
Utilities & Communications 5,030
Supplies, Materials & Services 10,908
Equipment, Land & Structures 2,819
Total 302,949
3 10,735
4,875
20,107
9,690
34.5,407
321,985
5,300
16,150
2,m
346,335
321,985
5,300
16,150
2,m
346,335
H-35
1994 - 96 FINANCIAL PLAN AND BUDGET Aug 15, 1994
EXPENDITURES BY ACTIVITY
Erodctai WW - r---- -
1995-96 1992-93 1993-94 1994 -95
Actual Budget Approved Proposed
ELECTRIC UTILITY (continued)
16- 604.14
100
300
16- 604.15
600
16- 604.02
800
TREE TRIMMING
Personnel Services 0 0 0 0
Supplies, Materials & Services 157,615 153,300 163,800 163,800
Total 157,6 15 153,300 163,800 163,800
IN-LIEU TAXES
Special Payments 3,000,000 3,400,195 4,160,000 4,160,000
Total 3,000,000 3,400,195 4,160,000 4,160,000
TOTAL ELECTRIC OPERATING 6,611,622
BULK POWER PURCHASE
Bulk Power Purchase
TOTAL ELECTRIC
WASTEWATER UTILITY
17- 015.02
600
17- 401.01
100
200
300
500
600
17- 403.01
100
200
300
400
500
600
17- 401.01
100
200
300
400
so0
DAMAGE TO CITY PROPERTY
Special Payments
ADMINISTRATION
Personnel Senices
Utilities & Communications
Supplies, Materials & Services
Equipment, Land S: Structures
Special Payments
PLANT MAINTENANCE
Personnel Services
Utilities & Communications
Supplies, Materials 8: Services
Work for Others
Equipment, Land S: Structures
Special Payments
25,2 16,386 26,565,400 26,709,000 27,194,000
Total 25,2 16,336 26,565,400 26,709,000 27,194,000
31,828,008
(3,187) 7,700 7,700 7,700
Total (3,187) 7,700 7,700 7,700
63,781 86,665 61,870 6 1,870
1,511 1,400 1,450 1,450
1 16,900 127,O 19 124,650 124,650
23 0 0 0
Total 184,487 217,099 187,970 187,970
2,272 2,015 0 0
706,449 724,640 716,015 716,015
192,477 208,102 212,475 2 12,475
0 0 50,000 50,000
4,856 8,675 0 0
24,799 36,050 36,050 36,050
Total 1,270,743 1,289,657 1,301,450 1,301,450
342,162 3 12,190 286,910 286,910
SANITARY SYSTEM MAINTENANCE
Personnel Senices 225,808 297,425 313,660 313,660
Utilities 8: Communications 10,s 18 12,065 11,645 11,645
Supplies, Materials 9: Services 14,.576 14,635 17,060 17,060
Work for Others 0 0 2,ooo
Equipment, Land & Structures 2,553 0 0 0
Total 253,755 324,125 344,365 344,365
1994 - 96 FINANCIAL PLAN AND BUDGET Aue IS. 1994
EXPENDITURES BY ACTIVITY
WASTEWATER (continued)
17- 404.02
100
200
300
400
17- 407.02
600
INDUSTRIAL SYSTEM MAINTENANCE
Personnel Services
Utilities & Communications
Supplies, Materials & Services
Work for Others
1,636 2,920 1,355 1,355
3,366 3,950 4,600 4,600
3,517 5,800 3,000 3,000
0 0 575 575
Total 8,519 12,670 9,530 9,530
IN-LIEU TAXES
Special Payments 385,000 385,000 609,000 609,OOo
Total 385,Ooo 385,000 609,000 609,OOO
WASTEWATER UTILITY 2,099,317 2,236,25 1 2,460,015 2,460,O 15
WATER UTILITY
1s- 01s.02
600
18- 451.01
100
200
300
500
600
18- 451.03
I00
200
300
500
600
18- 453.01
100
200
300
400
500
600
IS- 453.02
100
200
300
DAMAGE TO CITY PROPERTY
Special Payments 15,565 7,000 7,000 7,0043
Total 15,565 7,000 7,000 7,000
ADMINISTRATION
Personnel Services
Utilities & Communications
Supplies, Materials Sr Services
Equipment, Land Sr Structures
Special Payments
90,050 101,590 101,Ooo 101,OOo
2,115 4,150 2,450 2,450
69,319 72,312 65,355 65,355
1,121 1,690 0 0
13,746 12,085 1 1,085 11,085
Total 176,35 1 191,827 179,890 179,890
WATER CONSERVATION PROGRAM
Personnel Services 30,768
Utilities & Communications 887
Supplies, Materials Sr Services 2,371
Equipment, Land & Structures 0
Special Payments 150
Total 34,176
30,444
975
1,535
0
170
30,444
975
1,535
0
170
41,125
1,300
2,07 1
0
300
44,796 33,124
33,650
462,830
6 1,650
98,750
125
1 ,000
33,124
33,650
462,830
61,650
98,750
1 ,m
125
PRODUCTION
Personnel Services
Utilities & Communications
Supplies, Materials Sr Services
Work for Others
Equipment, Land Sr Structures
Special Payments
165,292
530,663
101,914
0
2,654
283
Total 800,806
146,710
421,855
62,89 1
0
0
250
644,706 658,005 658,005
DBCP MONITORING
Personnel Services
Utilities & Communications
Supplies, Materials Sr Services
32,955
0
32,955
0
27,455
200
266,419
294,074
29,703
270
177,693
Total 207,666
246,880
279,835
246,880
279,835
H-37
1994 - 96 FINANCIAL PLAN AND BUDGET Aug 15, 1954
EXPENDITURES BY ACTIVITY
Emd eta;.*
1995-96 1992-93 1993-94 1994-95
Actual Budget Approved Proposed
WATER (continued)
18- 454.01
100
200
300
DI STRI sVn ON
Personnel Services 278,590
Utilities Br Communications 13
Total 300,841
Supplies, Materials & Services 22,238
295,110
0
26.600
290,390
0
290,390
0
2 1.025 2 1,025
31 1,415 32 1,7 10 311,415
4,790
350
0
FIRE HYDRANTS
Personnel Services 2,493
Supplies, Materials Sr Services 244
Equipment, Land Sr Structures 0
Total 2,737
1s- 455.01
100
300
SO0
4,935
1,050
1,850
7,835
4,790
350
0
5,140 5,140
1s- 455.02
600
IN-LIEU TAXES
Special Payments 750,000 750,000 531,400 531,400
Total 750,000
TOTAL WATER UTILITY FUND 2,288.142
750,000
2,26 1,948
531,400
2,005,809
531,400
2,005.809
TRANSIT SYSTEM
I 25.0 -56 1.02
100
200
300
500
Dial A Ride Administration
Personnel Services
Utilities s( Communications
Supplies, Materials S: Services
Equipment, Land S: Slructures
55,172 28,355
0 0
1,6s1 0
0 0
56,S53 28,355
0 0
0 0
0 0
0 0
0 0 Total
Dial A Ride
Personnel Services
Utilities S: Communications
Supplies, Materials S: Services
Equipment, Land S: Structures
125.046 1.03
100
200
300
500
189,412 235,400
126,272 91,615
0 0
Total 317,192 327,015
1,508 0
260,055 260,055
1,010 1,010
86,245 86,245
0 0
347,310 347,310
1 25.0 -56 1.07
100
200
300
500
Fixed Route System
Personnel Services
Utilities s( Communications
Supplies, Materials QL Services
Equipment, Land S: Structures
0 0
0 0
0 0
0 0
Total 0 0
66,685 102,115
0 0
28,750
0 0
95,435 149,015
125.0-561.08
100
200
300
SO0
Vehicle Maintenance
Personnel Services
Utilities QL Communications
Supplies, Materials SC Services
Equipment, Land 6: Structures
0 0
0 0
0 0
0 0
Total 0 0
0 0
0 0
0 0
0 0
0 0
H-38
1994 - 96 FINANCIAL PLAN AND BUDGET Aug 15,1994
EXPENDITURES BY ACTIVITY
Expdetai.wk3
TRANSIT (continued)
125.0-.561.09 Transit Administration
100 Personnel Services
200 Utilities & Communications
300 Supplies, Materials & Services
0
0
0
0 56,900 56,900
0 0 0
0 5,000 5,000 .. 500 Equipment, Land s( Structures 0 0 5,000 0
Total 0 0 66,900 61,900
TOTAL TRANSIT SYSTEM Total
TOTAL ENTERPRISE FUNDS
H-39
!
!
1994 - 96 RNANCIAL PLAN AND BUDGET Aug IS. 1994
EXPENDITURES BY ACTIVITY
ExDdetai.wk3
EQUIPMENT MAINTENANCE
26- 551.01 EQUIPMENT MAINTENANCE - ADMINISTRATION
100 Personnel Services 153,228 135,195 125,695 125,695
200 Utilities & Communications 1,260 200 535 535
300 Supplies, Materials & Services 30,S97 35,073 29,775 29,775
500 Equipment, Land & Structures 265 0 3,485 3,485
Total 188,406 173,988 164,ooO 164,OOO
600 Special Payments 2,756 3,520 4,510 4,510
26- 551.02 MOTOR POOL
300 Supplies, Materials 8: Services 12,062 13,710 14,975 14,975
Total 12,062 13,710 14,975 14,975
26- 556.01 EQUIPMENT MAINTENANCE
100 Personnel Services 196,367 279,955 240,405 240,405
300 Supplies, Materials S: Services 365,150 356,285 373,860 373,860
Total 561,517 636,240 614,265 614,265
Total Equipment Maintenance Total 76 1,985 823,938
H-40
1994 - 96 FINANCIAL PLAN AND BUDGET Aue IS. 1994
EXPENDITURES BY ACTIVITY
INTER FUND LOANS
WATER UTILITY LOAN
18.1- 450.50 Loan to Rate Stabilization Fund
Principal ( GL account)
600 Interest
200,000
18,000
Total 218,000
121.0 350.01 Loan to Rate Stabilization Fund (217 W Elm)
Principal ( GL account) 50,000
600 Interest 6,750
Total 56,750
~k::::~~:::~::::::::~:~. I...... . i... ..... _.,.. ..\ TOTAL INTERFUND LOANS w<:?:kzr..:~~&gq~ _............. ,...........,... ,
200,000
9,000
209,000
50,000
4.500
54,500
200,000
4,500
204,500
50,000
52,200
2,200
0
0
0
50,000
51,100
1,100
H-41
I
1994-96 FINANCIAL PLAN AND BUDGET
SUMMARY OF SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
sigupcb.wk3
At,. 1C 1- .-_ _.__.
1 994 - 95 1995-96
Position Approved Position Proposed
PUBLIC SAFETY
Police Department
Lease purchase of AS 400 - Police Administration
Contract services - Police Administration
Supplies, materials and services - Police Administration
Radios - Police Operations
Supplies, materialsand services - Police Operations
Add patrol officer - Police Operations
Part-time clerical support - Administration
Personal computers - Administration
Controllers, terminals and printers - Administration
Service equipment for Ere Engines - Administration
Refurbish Engine #2 - Administration
Equipment for Engine #4 - Administration
Firefighters for new fire station - Administration
Fire Inspection - Fire Prevention
Part-time administrative clerical position - Fire Prevention
Reclassify Fire Administrative Officer - Training
Gas detector - Special Services
Confined space rescue equipment - Special Services
Incentive Pay - Special Services
Emergency Medical Technician training - Special Services
Fire Department
1
Total
PUBLIC UTILITIES
Water Utility
Decrease water conservation propm 25%
Supplies, materials and services
Minor equipment
Supplies, materials and services
Minor Equipment
Partitions, shelving 8: furniture (Capital Budget)
Replace 3 recording voltmeters (Capital Budget)
Purchase 32 extension arms (Capital Budget)
Autocad workstation softuare and license (Capital Budget)
Portable computer (Capital Budget)
Laptop computer (Capital Budget)
Autocad workstation and monitor upgrade (Capital Budget)
Administrative Clerk
Electrical Engineer - Standards
Sewer Utility
Electric Utility
Total
TRANSPORTATION
Streets
Replace Copier - Street Maintenance
Supplies, materials and services - Street Maintenance
Street Supervisor - Street Maintenance
Minor Equipment
Contract Tree Maintenance
Street Supervisor - Street Trees
Tree Trimmers - Street Trees
Supplies, materials and senices - Street Trees
Minor Equipment - Street Trees
Minor Equipment - Street Cleaning
Street Maintenance Worker
Supplies, materials and services - Parking Lot Maintenance
Supplies, materials and services - Storm Drains
1 49,800
9,600
17,750
5,000
20,000
25,000
20,Ooo
3 128,Ooo
15,400
(7500)
(8,675)
7300
1,330 1,340
4,500
2,400
0 66,685 4 214,540
(3,850)
9,000
4,500
7,700
5,OOO
3,400
5,500
(13,125)
-1 (29,970)
-1 (70,000 j
-2 (99,191) 0 0
H-42
1994-96 FINANCIAL PLAN AND BUDGET Sigupch.wt3
SUMMARY OF SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
Transit
Transit Manager (net compensation increase)
Total
LEISURE, CULTURAL & SOCIAL SERVICES
Parks and Recreation
Conferences - Parks and Recreation Commission
Counter 8: cashier system - Administration
Credit Card Equipment - Administration
Part-time clerical hours - BOBS (reimburseable)
Conferences - Administration
Memberships - Administration
Contract Services - Administration
Overtime - Administration
Supplies, materialsand services - Administration
Pool covers - Aquatics
Part-time hours - Adult Sports
Automatic floor scrubber - Sports Facilities
Overtime hours - Sports Facilities
Maintenance Workers - Sports Facilities
Supplies, materials and services - Sports Facilities
Supplies, materialsand services - Lodi Lake Park
Maintenance Worker - Parks Maintenance
Overtime - Parks Maintenance
Part-time hours - Parks Maintenance
Supplies, materials and services - Parks Maintenance
Leaseipurchse mower - Parks Maintenance
Part-time hours - Park Rangers
Supplies, materialsand services - Park Rangers
Supplies, materials and services - Equipment Maintenance
Purchase new copier
Part-time hours
Community Center
Conferences - Senior Citizen Commission
Part-time hours
Purchase replacement copier
Replace tables
Maintenance Worker
Contract Services
Library
Total
COMMUNITY & ECONOMIC DEVELOPMENT
Building and Safety
Part-time hours
Personal computer
Supplies, materials and services
Part-time hours
Supplies, materials and services
Economic Development
Em p lo yee benefits
Part-time hours
Special payments
Engineering
Total
1 22,900
-3 (156,135) 0 0
560
7,000
20,035
(1,000)
8,000
8300
3,800
-1 (24,000) (3,700)
-4 (172,425) 0 33,095
5,480
4500
13,130
(8260) (WW
13,150
10,600
37,200
0 74,600 0
H-43
1994-96 FINANCIAL PLAN AND BUDGET
SUMMARY OF SIGNIFICANT EXPENDITURE AND STAFFING CHANGES
sippch.wk3
1s. 1994
1994-95 1995-96
Position Approved Position Proposed
GENERAL GOVERNMENT
City Manager
Public Works Administration
Supplies, materials and services
Part-time hours
Supplies, materials and services
Administrative Clerk
Part-time hours
Supplies, materials and services
Performance evaluation training
Classification and compensation study
Medical standards review for preplacement examinations
Risk Manager (position transfered to Transit)
Special payments
Account Clerk - Administration
Part-time hours - Administration
Supplies, materials and services - Administration
Unemployment benefits - Administration
Contract services - Administration
Personal computer - Accounting
Personal computer and printer - Revenue
Field Services Supervisor
Supplies, materials and services - Field Services
Reclassification of employees - Field Services
Part-time hours - Field Services
Contract services - Field Services
Supplies, materials and services
Reclassifmtion
Supplies, materials and services
Part-time hours
General Support
Memberships
Personnel
Risk & Solid Waste Management
Finance
Building Maintenance
Equipment Maintenance & Motor Pool
Total
25oQ
20,000
20,000
TOTAL (13) (453,44 1 4 290,135
1994 - 96 FINANCIAL PLAN AND BUDGET Sta~su m .w k3
STATISTICAL SUMMARY
AW ic laad . .-b .<. .,.-
1992-93 1993-94 1994-95 1995-96
Actual Estimate Est
SIZE OF CITY
Area in Square Miles
Population
Number of Registered Voters
11.82 12.14 12.29 12.29
53,300 54,366 55,453 56,562
27,118 27,660 28,213 28,777
ASSESSED VALUE $ 2.2m $2.3m $ 2.4m $2.5~1
TOTAL PERMITS ISSUED 1,279 1,356 1,506 1,611
POLICE P R OTECTI 0 N
Number of Stations
Number of Police Officers
Number of Reserve Officers
Number of Support Personnel
Number of Calls Answered
1
68
1s
33
57,899
1
70
9
32
54,838
1
70
I5
32
58,500
1
71
20
36
60,000
FIRE PROTECTION
Number of Stations
Number of Firefighters
Number of Calls Answered
3
49
2,500
3
47
2,617
3
48
2,800
4
51
3,000
UTILITY SERVICES
Electric:
Number of Customers
Energy Sales (M WH)
Peak Demand(KW)
2 1,965
36 1,107
10 1,949
22,185
364,818
105,800
22,406
375,924
107,100
22,63 1
380,995
108,700
WatcrIWast ewater:
Miles of Water Mains
Miles of Wastewater Lines
Number of Wastewater Treatment Plants
Average Daily Treatment
Maximum Daily Capacity
196
162
1
5.SMG
8.5MG
202
165
1
5.8MG
8.5MG
205
168
1
6.OMG
8.5MG
209
171
1
6.2MG
8.5MG
STREETS AND LIGHTS
Miles of Streets
Miles of Alley Ways
Number of Street Lights
Number of Traffic Signals
161
16
4,030
41
163
16
166
16
169
16
47 49 51
H-45
1994 - 96 FINANCIAL PLAN AND BUDGET Stalsum.wk3
STATISTICAL SUMMARY
Aug IS, 1994
PARKS AND COMMUNITY FACILITIES
Parks Developed
Acres Parks Developed
Parks Undeveloped
Acres Parks Undeveloped
Community Center
Swimming Pools
Tennis Courts
Boat Ramps
Playgrounds
Ball Parks Various
Soccer Fields
Football Field
Handball/Basketball/Volleyball Courts
Horsehoe Pits
PUBLIC EDUCATION
Elementary Schools
Middle Schools
High Schools
Elementary School Enrollment
Middle School Enrollment
High School Enrollment
HOSPITALS
Number of Hospilals
Number of Patient Beds
NUMBER OF BUSINESSES
Agriculture, Forestry and Fishing
Construct ion
Manufacturing
Transportation and Public Utilities
Wholesale Trade
Retail Trade
Finance, Insurance and Real Estate
Services
21
263
4
107
1
3
11
1
16
17
21
1
6
12
8
2
3
5,239
1,495
5,8S4
2
1 S6
153
286
127
51
148
728
111
1,520
21
263
4
107
1
3
11
1
16
17
21
1
6
12
21
263
4
107
1
3
11
1
16
17
21
1
6
12
21
263
4
107
1
3
11
1
16
17
21
1
6
12
8 8 8
2 2 2
3 3 3
5,468 5,480 5,480
1,546 1,596 1,596
4,094 4,352 4,352
1
10 1
183
629
133
51
190
705
109
1,579
1
101
185
630
135
50
190
705
110
1,SSO
1
101
185
630
135
50
190
705
110
1,580
Section I
BUDGET REFERENCE MATERIAL
1994-96 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:
* Municipal Code * 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.
Major Preparation Guidelines
Describes the steps, procedures and calendar used in developing and documenting the 1994-96
Financial Plan and Budget.
I- 1
1994-96 FINANCIAL PLAN AND BUDGET
I SUMMARY OF MAJOR CITY POLICY DOCUMENTS
Municipal Code
The municipal code contains the regulatory, penal and administrative ordinances of the City codified
according to the Government Code of the State of California.
General Plan
The General Plan is the blueprint of the City’s future addressing land use, transportation, housing, open
space preservation, conservation of resources, public safety and noise. The General Plan discusses ideas
about the City’s future change as new concepts are developed, new problems are identified, old solutions
are reconsidered, and the population changes. Accordingly, the General Plan is constantly being studied
and revised.
Cost Allocation Plan
The City prepared a Cost Allocation 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 Financial Report
The City publishes interim financial statements on a monthly basis. These reports are organized and
presented on the basis of the end user. In addition to budget, actual and encumbrance comparisons for
revenues and expenditures, the report also provides 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 Annual 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
hdi.
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
1994-96 FINANCIAL PLAN AND BUDGET
BUDGET GLOSSARY
Activities
Specific services performed to accomplish program objectives and goals. (See Function)
Annual Operating Budget
Plans of current expenditures and the proposed means of financing them. The annual operating budget
is the primary means by which most of the financing acquisition, spending, and service delivery activities
of a government are controlled.
Appropriation
A legal authorization made by Council to make expenditures and to incur obligations for specific
purposes. An appropriation is usually limited in amount and as to the time when it may be expended.
Assessed Valuation
A value established for real property for use as a basis in levying property taxes. For all agencies in the
State of California, assessed value is established by the County for the secured and unsecured property
tax rolls; the utility property tax roll is valued by the State Board of Equalization. Under Article XIII
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 Lodi uses a financial plan covering the fiscal year July 1 through June
30.
1-3
1994-96 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 year-end fund balances.
Budget Message
Included in the opening section of the budget, the Budget Message provides the Council and the public
with a general summary of the most important aspects of the budget, changes from previous fiscal years,
and the views and recommendations of the City Manager.
Bu dgat Policies
General and specific guidelines adopted by the Council that govern financial plan preparation and
adminisbation.
Capital Improvement Plan (CIP)
A plan to provide for the maintenance or replacement of existing public facilities and assets and for the
constructions or acquisition of new ones. It sets forth each project or other Contemplated expenditure in
which the government is to have a part and specifies the full resources estimated to be available to finance
the projected expenditures.
Capital Outlay
Expenditures which result in the acquisition of or addition to fixed assets.
Capital Project Funds
This fund type is used to account for financial resources used in the acquisition or construction of major
capitaI 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 occurrence. 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 Financing
Borrowing funds as needed and pledging future revenues to make current expenditures. The City of Lodi
uses debt financing only for one-time capital improvements whose life will exceed the term of financing
and where expected revenues are sufficient to cover the long-term debt. (See Debt Financing Policy)
1-4
1994-96 Financial Plan and Budget Instructions
BUDGET GLOSSARY
Debt Instrument
Methods of borrowing funds, including general obligation (G. 0.) bonds, revenue bonds, lease/purchase
agreements, lease-revenue bonds, tax allocation bonds, certificates of participation (COP’S), and
assessment district bonds. (See Bonds and Revenue Bonds)
Debt Service
Payments of principal and interest on bonds and other debt instruments according to a pre-determined
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 service life
of such an asset. Each period is charged a portion of this total cost. Through this process, the entire
cost of the asset is ultimately charged off as an expense.
Designated 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 statutory 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 @) the City or an outside grantor agency has determined that a periodic determination of
revenues earned, expenses, and net income is appropriate for capital maintenance, public policy,
management control, accountability, or other purposes. Six enterprise funds have been established by
the City: electric, water, wastewater, Camp Hutchins Child Care Center, solid waste and transit. (See
Fund)
1-5
i
1994-96 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 encumbrance 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 service contracts are projected on
a similar basis. However, past experience indicates that expenditures are consistently less than budgeted
amounts, due at least in part to this costing methodology. Accordingly, the Expenditure Savings is used
to account for this factor in preparing fund balance projections.
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.
Fixed 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 (FTE)
The decimal equivalent of a part-time position converted to a full-time bases. i.e. One person working
half-time would equate to 0.5 FTE.
Fund
An accounting entity that records all financial transactions for specific activities or government functions.
The seven generic fund types used by the City are: General Fund, Special Revenue, Debt Service, Capital
Projects, Enterprise, Internal Service, and Trust and Agency.
Fund Balance
Also known as financial position, fund balance is the excess of assets over liabilities, and represents the
cumulative effect of revenues and other financing sources over expenditure and other financing uses.
Function
A group of related activities crossing organizational (departmental) boundaries and aimed at accomplished
a broad goal or accomplishing a major service. The six functions in the City’s financial plan are: Public
Safety; Public Utilities; Transportation; Leisure, Cultural and Social Services; Community Development;
and General Government.
1-6
1994-96 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.
Internal Service Fund
A fund used to account for the goods and services provided to other departments or agencies of a
government on a cost-reimbursement basis.
Investment Revenue
Revenue received as interest from the investment of funds not immediately required to meet cash
disbursement obligations.
Line-Item Budget
A budget that lists detailed expenditure categories (salary, utilities and communications, materials and
supplies, etc) separately, along with the amount budgeted for each specified category. The City uses a
program rather than line-item budget, although detail line-item accounts are maintained and recorded for
financial reporting and control purposes.
Management 0 bj ectives
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 operating transfer is a legally
authorized transfer between funds in which one fund is responsible for the initial receipt of funds, and
another fund is authorized to use the resources to finance its operating expenditures or expenses.
Operations
A grouping of related activities within a functional area (See Function and Activity)
1-7
1994-96 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 service is being performed.
Reimbursable Expenses
An expenditure that will be repaid through a billing, contract, or agreement with a third party.
Reserve
An account used to indicate that a portion of a fund’s balance is legally restricted for a specific purpose
and is, therefore, not available for general appropriation.
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 Funds
This fund type is used to account for the proceeds from specific revenue sources (other than trusts or
major capital projects) that are legally restricted to expenditures for specific purposes. (See Fund)
Subventions
Revenues collected by the State (or other level of government) which are allocated to the City on a
formula basis. The major subventions received by the City from the State of California include motor
vehicle in-lieu, and gasoline taxes.
1-8
1994-96 Financial Plan and Budget Instructions
BUDGET GLOSSARY
TaXeS
Compulsory charges levied by a government for the purpose of financing services performed for the
common benefit. This term does not include specific charges made against particular persons or property
for current or permanent benefits such as special assessments. Neither does the term include charges for
services rendered only to those paying for such services.
Trust and Agency Funds
Also known as Fiduciary Fund Types, these funds are used to 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 service by the party benefitting from the service.
1-9
1994-96 Financial Plan and Budget Instructions
MAJOR BUDGET PREPARATION GUIDELINES
BUDGET CALENDAR
Meeting with City Council to review current and
projected financial status of City.
Meeting with Department Heads to review 1994-96
Financial Plan and Budget.
Meeting with City Council to review 1994-96 Financial
Plan and Budget formats, policies and concepts.
Issue Budget Instructions, detail line item worksheets
and personnel budget projections.
Meeting with City Council to review fiscal policies and
Budget Review Policy.
Regular City Council meeting to adopt budget policies.
Departments submit activity descriptions.
Departments submit the following documents:
Detail line item budget request
Significant Expenditure and Staffing Change Requests
Activity Objectives
Capital Project Requests
City Manager Budget Review
City Manager Budget Review
Preliminary Financial Plan and Budget
Council Study Sessions
Revenue Estimates, Projected Fund Balances, Budget Highlights
Operating Activity and Significant Expenditure Requests
Public Hearing - 1994-96 Financial Plan and Budget Adoption
January 11, 1994
January 27, 1994
February 8, 1994
February 10, 1994
February 15, 1994
February 16, 1994
March 11, 1994
Mach 21 - April 1 , 1994
April 18 - April 22, 1994
April 25 - April 29, 1994
May 27, 19943
June7, 1994
June 7 - June 22, 1994
June 22, 1994
1-10
LOCATION MA?
No Scale