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Home My WebLink AboutBudget FY 2002-2005Susan ~itc~c~~ Mayor Emi~ ~owa~, Mayor Pro Te~~o~ an, CoMnc~ ember n, CoMnc~ Me~ber Keith Land, ~ouncil ~em~r H. Dixon F~nn, City ~a~a~er P~pa~ by the St of the City of Lodi CITY OF LODI, CALEO “The City of Lodi’s purpose is to enhance the quality of life for Lodi residents reflecting our high ~~u~~ st~~ds.” PL ....................................................... 1 ....................................................................................... A-1 Debt Sqvh ........................................................................................ A-2 ....................................................................................... A-3 ..................................................................................... A-11 ..................................................................................... A-12 ................................................................................................................................ A-13 Dirsto*y of Ci Officid~ ............................................................................................................................. A-14 R~so~tion Adop~ fhe Fiicial Phi and Budget ..................................................................................... A- 15 S -P S e~~ ..................................................................................................................................................... B-1 n ...................................................................................................................... B-3 .......................................................................................................................... B-3 ................................................................................................................. B-4 Fees .................................................................................................. B-5 Enterprise Fund Fees 5 ............................................................................................................... B-6 Othm Fees and Rates ................................................................................................................................ B-6 ........................................................................................................................ B-. ion ........................................................................................................................ B-10 ...................................................................................................................... B-1 1 ...................................................................................................................... B-1 1 ............................................................................................... .l 2 ................................................................................................................. b-14 .............................................................................................................. B-15 s ............................................................ ................................................................. b-17 Con~~g for s&m B- 18 Cog ofshffis .............................................................................................................. B-19 Policy .................................................................................................................................... B-20 Fleet Policy ............................................................................................................................................ B-21 anent Recreation and e0 ......................................................................................................................... ajor City Goals es ................................................................................................................................................ €3-23 ~~ew S~~ of Mqior City Goals & Ob~~v~s .......................................................................................... B-24 Major City P~j~~ .. overview ......... ............. .............................................................................................. B-2. ...................................................................................................................... B-32 ................................................................................................................. B-33 ........................................................................................................................ B-35 Aquatics Con$ ex. ............................................................................................................................ B-37 & civic e0~~~ .............................................................................. B-30 eniew ................................................................................................................................................. GA S ~e~ew ............. .......................... ....................................... D-1 Ope~t~g ~xpeud~~~ sum man^ Overview .......................................................................... .............................................................. D-4 Operating Expenditures by Mission ............ ............................................................. D-5 ............................................................. D-6 Operating Expenditures by Activity ............ Public safe^ Police Protection Police A~ration . ..................................................................... .................... D-9 Police Operations .................. ........................................................... Anima3, Shelter ........................ .............................................................. A~ration ...................... Emergency Operations ......... Fire and Life Safety .............. Tramg ................................ ............................................... D-22 Emergency Medical Sewices ............................................... D-24 Police Support Services .............................................................................................................. D-I3 Fire and Hazardous Material ............................ D-1 8 .................................. D-19 .. other safety Senices Graffiti Abatement ............ ....... ............................................................... D-27 ...................... D-30 .. ~ublic Utilities Water Uthty Services .............................................................................. ....... .... Wastewater Uthty Services ....................................................... Electric Utility Services ................................. ............ ................................... D-33 .. T~~spo~ation Streets and Flood Control Street Maintenance ..... ............................................................... D-49 Street Trees ....................................................................................... ................................ D-52 ...................................... .................................. .......................................................... Leisure, Social Services Park on and Recr&ion Co~ions and Comm&ees ....................................................................... D-58 .. Par& and Recreation A~~ation ................................................................................................ D-59 Mer School play~o~~ .................................................................................................... D-62 YouthiTeen Sports ............................................................................................................... D-64 IndoodOutdoor Actimties .................................................................................................... D-66 Concessions .......................................................................................................................... D-72 Recreation Services .. Aquatics ............... ........................... D-68 Adult Sports ......... ........................... ........................... D-70 Parks M~te~ce Sports Facilities Maintenance .......... ....................................... other parks ..................................... ........................................................ D-77 .......... .................. Lodi Lake Park ...... ...................... Park Pro gram .......... ................... EquipnEnt M ...................... ................ Cultural Services .................................. ........................................................................ D-83 ................................................................................................................ D-84 .............................................................................. D.86 .............. D-87 ............................................................................... D-90 Community Center Activities ........ Social Services Human Relations (CDBGMOME bds) ....................................................................................... D-102 ~ommuni~ and Economic ~evelopment Community Develo~ment ComsniSsions & Conmittees Community Xmprovement ................... ........................................ Current and Advanced Planning ........................ ................. ........................... Consmction Dev~lopm~t .............. ........ D-108 ................ Building and Safety. .......................... Engineering.. ........... .................................. Economic Development Economic Development.. ......................................... ..................... D-112 .................. Community Promotion ....... .................... General Gove~ment Legislation and Poiicy General A~~~tion .................................................... ....................... DI 17 .................................................................................................. D-1 18 City Manager ................... Solid Waste M~gement ................................ h’&c Works Administrat ......................... ~~S~~~ .................................................................................................................................. D-124 n (City Clerk) .............................................................................................. D-.2S n .................................................................................................................. D-127 H~R~~s ........................................................................................................................... D-128 .......................................................................................................................... D-130 ........................................................................................................................... D-.31 ....................................................................................................................... D-133 ion ................................................................................................................... D-136 keounting Services ....................................................................................................................... .I38 Re~~ue Services ............................................................................................................................ D-.40 ...................................................................................................................................... D-142 ield & Motor Pool Services .......................................................................................................... D-144 Fleet Services .................................................................................................................................. D-14s support ............................................................................................................................. 'D-l SO ................................................................................................................................ d-153 ........................................................................................................................ D-155 ion ................................................................................................................... D-157 Citywide Ut&ies ............................................................................................................................ D-1S9 ................................................................................................................ D-.60 or FacWes Services ............................................................................................................................ D-146 Non-~p~~n~ Services ................................................................................................................. D-t5 1 .. ................................................................................ E-1 Public Safety ....................................................................................................................................... E-4 Public UWis ..................................................................................................................................... Ell ........................................................................................................................... E-4 Sod Services .................................................................................................. E-S General Gove~t ........................................................................................................................... E-S 0l.U~ ..................... ..................................................................................... E-6 E-7 Public Utililjes ................................................................................................................................... E-25 ES4 & Social services ................................................................................................. E-65 mmic D~elo~nt ............................................................................................ E-79 ..................... ................................................................................. E-SO by Mission - nt Vehicles ............................................................... E-95 Developlment ........................................................................................... E-S ....................................................................................................................................... ........................................................................................................................ Debt Service R~~~en~ City ............................................................................................................ F-1 Sm of Ann& Payments by Mission ............................................................................................... F-3 ................................................................................................. ..................................................................................................................... S~ of Ann& Payments by Source F-4 Computation ofLCgal Debt F-5 Compu~tion OfDkect @erlappiag General Bonded Debt .............................................................. F-5 Long-term Debt by Fund F-6 ......................................................................................................................... SECTlON G - C B~~CE ~e~iew Introduction ................... ...................................................................................................................... G-1 Organization of City Funds ........................... Fund Balance - AU Funds Combined ............ ........................................................ .............................. Table - All Funds Combined Approp~t~on Sumnmy ........................................................................ G-4 Table - ............................ G-6 Ft,mcIs Combined Smnmary ofchanges in Fund Rah ce .................. IndMdual Fund ~a~nce Sta~ements General Fund ..... ............................................... ............................................................. 6-7 kdph General Fund Revenues and Sources ....................................................................................... G-S Graph General Fund Expenditures.. ........................................................................................... G-9 Special Revenue Funds ............... ................. ............... Street Fund ...................................................... .......................................................................... G-13 ................ ................ .............. .......................... G-15 ................ ............................. G-16 Debt Service Fund .............................. Enterprise Funds ........................................................ Water Utility Fund ................... ............................. 6-17 Wastewater Utilay Fund .......... .............. ..................................... Electric Utility Fund ............ ...................... Transit Fund ...................... Benefits Fund .............. ...................... Internal Senice Funds .............. ...................... Self-Insuraice Fund ... ................................................................. G-22 Trust and Agency Fund .......................................................................................................................... G-24 .............. ................ (3-23 Vehicle & Equipment Rep Overview ......................................................................................................................................................... H- I L. ......................................................................................................................... H-2 ory and Sourer: ....................................................................................................... H-4 S~IZEXXY ofInterfund T~c~io~ .............................................................................................................. H-11 Personnel Summary ofNew post ti^ ............................................................................................................. H-15 Graph of Regular Positions by Mission ......................................................................................................... H-17 ebanges in Authorized Posit~ons - Nine years .............................................................................................. H-I9 Summary of Regular Posttions by Department .............................................................................................. H-21 I. .. Smmaty of Regdm Pos~trons by Mission .................................................................................................... H-16 Summary of Temporary Positions by Mission ............................................................................................... H-I 8 .. .. Sw of Signtfcant Operating Program Changes ................................................................................... H-26 Administration ................................................................................................................................. H-3 1 Community Center. ............................................ .... H-35 Community Develo .......................................................................... H-39 Electric ................................................................................ ............... H-41 Finance .......................................................................................................................... "-43 Fire Department ................................................................................................................................ 1-7-45 H~mm Resources ............................................................................................................................. H-47 ...... ............ H-49 Library Services ... ...................................................... Parks & Recreatio .............................................................................................. H-51 Police Department ............................................................................................... Public Works Department .................... ...................................... Dep~ent~ Summaries - Organization Charts, Personnel Operating Budget ....................... H-30 Joint Venture Debt Service Requirements ........................... S~~O~ 1 - B Overview. .............................. ............................................. Summary of Employment Process ....................... Sw of EmpIoyee Benefits ............................................................................ Salary Schedule by Cl~s~cation .......................................................................... Sm of Major Policy Documents .......................................... ...................................................................................... 1-3 ..................................... ..1-4 ....................................... 1-5 Budget Glossary ........................................................................................ 1-9 Expenditure Object Codes.. .......................................................................................................... 1-17 Budget Process ............................... ..................... 1-25 Index ...................................... ............................................................ 7-28 Budget Preparation Milesto ............................ .____ 1-24 ..................................... udget R~ew Team . Dkon Flynq Janet S. Keeter, D Janet I,. Hamilton+ M~~~t Analyst, A~at~on Joanne Narloch, Human Resources Director Maxine CadwaUader, Revenue Manager Vicky Mc~~~~e, Finanm Director Ruby Paiste, Accounting Manager Cory Wadlow, Senior Acco~~t Jeny Adams, Cbief, Police Ann Areida-HmQ Senior Services Coordinator, Community Center Roger Bal@ Parks & Recreation Director, Parks & Recreation Konradt Bart- Community Dev. Director, Co~unity Development Frank Beeler, Asst. W~er~~e~ter Su~tendent, Public Works Susan Bjork, Management An&%, Parks and Recreation Susan Blackston, City Clerk, City Clerk‘s Office George Bradley, Street Supe~tendent, Public Works Dennis Cdahan, Fleet and Facilities M Kirk Evans, Senior ement Myst, Human Resources Manager, Public Works Transit astewater Su~tendent, Public Works em& Analyst, Police evelopment Coordinator, Administration Mef Randall Hays, City Attorney, City Attorney’s Office Del Kerlin, W~e~~er Assistant Treatment Superintendent, Public Works Ronnie her, Finance Technician, Finance Charlene Imge, Community Center Director, Community Center Roh Lecher, Customer Programs Manager, Electric Ut&y Steve Mann, Information Systems Manager, Info~tion Systems Nancy Martineg Library Services Director, Library Tyson Mordhorst, IS Pro~er/~~st, Information Systems David Morhoto, Senior Planner, Co~unity Development Peggy Nicolini, Legal Secretary, City Attorney’s Office Verne Person, Fire Division Chief, Fire Mike Pretz, Fire Chiet Fire Richard Boris Prokop, Manager, Rates and Resources, Electric Utilrty live Secretary, Cornme Center Gregory Ramkeg Acbmmtta Jim Siemers, Buildmg Inspector, Community Development Tea Silvestre, Arts Coord~tor, Co~~ Center Nancy Spin& Accounts Clerk, Finance Linda Tremble, ~rative Secretary, Electric Utility Alan Vallow, Elechic Utitay Director, Electric Utility Electric Service Manager, Electric Ut2ity Public Works Director, Public Works *. 0 the %tiORS mibelow. The €or four years: last year u1 revenues and e-es for second year (proposed budget) wirb tbe exception of major revenues. You will note that most of the .fmancial and srsltisfical i~o~tion is organ?& by lnissioa These are broad categories of savice provided by the City and basically p~e~ the service mgories used to prepan: the State ~on~o~s Report. By using this the City can readily dew perf0 re~io~~p between pro^^ the t~ork q~ed to deliver services. e, a to^ of City officids and an organ~tion cbart. m the p~~~on and fxnent Provides tables and es around the Ces major service missions &Wtbe ci to aceoqw * ~~~~~ci~ deftne the nature and level of services to be provided * Id~~~ti~es ia deliva these services. of service. to provide services, accomplish objectives and provide * Identify and approp facilities. The cis ope adMes are o into six major missions which in instances cross departmentid lines and fimdiry: sowms: GET w.id Budget aad Capital capi(al projects m cob- s m fund balance .for each of Plan into a ~~~h~ive provides budget pr~tion gdelines r 200304 ALL FUNDS COMBINED - $149,451,351 I I 2001- 2002-03 2003.04 2004.05 : ACTUAL. ....... .BUD%... ... BUPGE? ... BUDGET .. . . ... . . . . . .. . . . . . . .. . .. . . . . . . . ~eve~u~ Tax Revenues $23,247,526 $24,816,495 $25,398,870 $26,440,345 Licenses and Permits 1,464,450 1,655,554 1,555,905 1,586,115 Fines and Forfeitures 806,212 854,227 870.090 822,945 3,371,300 5,006,927 2,336,275 2,236,665 lnves~e~rope~y Revenues Revenue from Others 25,573,746 16,155,978 16,117,776 19,412,476 Service Charges 61,139,169 70,559,748 70,303,100 72,011,645 Other Revenues Public Safety $13,600,512 $13,571,753 $15,229,994 $46,886,399 Public Ut~llties 17,428,170 18,930,759 20,925,965 21,600,710 Transportation 4,123,686 4,716,572 4,491,700 4,700,975 5,310,496 5,274,630 5,928,306 6,095,336 Leisure, Cultural & Social Services Communi~ & Economic Development 3,152,561 3,451,362 3,289,410 3,557,270 General Government 13,039,220 13,944,575 16,243,957 17,498,199 Bulk Power Purchase 52,375,146 30.551,OOO 32,723,000 32,650,000 Capital Projects Debt Service Fund Balance 18,508,366 29,926,574 36,318,130 26,314,810 I 7,707,865 (939,444) 3,664,971 (2,655,613)l - ~. TOTAL 5139,991,514 5129,286,259 $149,451,354 5135,660,533 TAX RNENUES PUBLIC LmUTiES ~~S~RTATION PUBLIC NUE SAFETY DEBT SERVICE CAPITAL PRW~CTS BULK POWER A- 1 rating Programs Fund Balance 56,6~,645 59,889,650 66,109,332 70,318,888 18,508,368 29,928,574 36,318,130 26,314,810 4,745,490 9,856,479 10,635,918 9,032,447 52,375,146 30,551,000 32,723,000 32,650,000 7,707,865 (839,444) 3,664,971 (2,655,613) .- TOTAL S 139,991,514 129,286,259 149,451,351 135,660,533 A-2 CVY COUNCIL SUSAN HITCHCOCK, Mayor EMILY HOWARR JOHN BECKMAN LARRY D WSEN KEITH LAND May= Pro Tempore CITY HALL, 221 WEST PINE STREET P 0 BOX 3006 LODI, CALIFORNIA 95241-1910 (209) 333-6702 FAX (209) 333-6807 cit~clrk~lodi.gov H. DIXON FLYNN SUSAN J. BLACKSTON RANDALL A. HAYS City Manager City Clerk City Attorney October 2,2003 Honorable Mayor, Members of the City Council And Citizens of Lodi The 2003-05 F~anc~ Plan and Budget was adopted by the City Cound on June 18, 2003 on a 4 to 1 vote. tion of a~pro~tely eight months of effort layout. FromNo velop the 2003 -05 Finaocial Plao and Budget. As dways, the needs of the op~a~~g s and the to a n~~r of s outs~pped the reesourc Even so, -eight m~t~~ the appr~v~ b~d~et is sound for the fo~o~g reasons: to con~ue pro^^ q~y services three ~po~~ ~~~0~ to complete several capital projects to which the City contingency (22% ofall hds comhiied) for The table below ’ the state of the City’s funds for fiscal year 2003-04 With 39Y.995 ap~taJ Outlay Fund A-3 Section B of the budget document includes a de~ri~ion of the City's budget policies, goals and objectives. A desc~p~ion of es is de~~ in Section D, and a listing of the City's capital This plan represents a ed approach to pl~ng and hudget~ Lodi's Euture in light of the ~ig~can~ increase in easts for worker's co~~tio~ liab&ty ~ance, medical care and salary ~~e~s. These expenses account for $3 don in additional ~enditures for Fiscal Year 2003-04. Tbis plan does not account for any adjustments which may have to be made after the adoption of the State of California budget for Fiscal year 2003-013. In addition to ~~ig current service levels, the City Council decided to e~and services in public safety, puhlic utilities and public works. The City Cowlcil approved thirteen (13) new positions: one (I) in the Police Depment; ten (10) in the Fire Dep~~ent; one (1) in the Electric Utility Dep~ent; and, one (I) in the Streets Division of Public Works. This ph reflects the City Council's strong co~~~~ent to public safety. The Police will add a "white collar crimes unit" over the next two years to address identity theft and the Fire Dep~men~ will add ~~0~ fighters and a paramedics Prograra does ,not anticipate cles and cigarettes in taxes except the budget the State may aiso borrow $10.7 on. This may result in a shift of sales lax and property tax between the State and local agencies. Local agencies are hghting this suggestion but may very well loose this argu~ut. Fees. City slafF did recommend that current fees be reviewed and adjusted Staff anticipates the City could raise $1.1 million in ad~io~ revenue for the General Fund with minor adjustments in fees that more r~tic~y reflect current market conditions and demand for services. Thii includes fees for co~~ction review, late papent, false alarms, reatais, and re~b~s~~~ for City services at special events and activities. These City Council for discussion Ut~~ Rates. City staff wiU recomend an increase in sewer rates over the next thee years to fund required i~~vements at the w~te~ter treatment plant. The State Water Quality Resources Control Board has establi discharge ~~ds for wastewater d~c~ge into the Del~ that. mve~ent by the City of Lodi. To fund these ~m~rove~nts w~tewater rates will be ~cre~d a~ro~tely 20% per year for three (3) years. ate raisiig Water or Electrical Utilities rates at this time. However, The City is involved in very expensive ~igation on ~~~ted ground water rbat could redt in rate increases for water customers. In addition the east of natural gas bas been volatile the lasr two years and based on advice the Cay has received from its resource co~ult~ts could go even bigber in the next two to three years. If this occurs, electric rates may have to be raised. ies that could change this foreeast. '4-4 For %teen (15) years, the City attempted to clean-up the pod water con~ated with TCE/PCE. This is a ~~~ It is the Ci’s goal to bold those bwinesses acGountabte that co water. It sounds simple but after aeea years and $20 m~on the City has not concluded lbis litigation. Staff anticipates that a settlement wiU be reached within six mon~. the cost of natural g” occufs in the s~er from mid to late afternoon when aif conditioners are in MI cts the cost of peak power. Demand for peak power op~~ion. To meet this dmd, the City uses gas turbines. natural gas exceeds the supply. However, we benefit from seasonal national basis. The City could experience natwal gas price beases ~~nd~ on the weather and industrial demand. This could result in an increme in electric rates. P~j~ts. The City Departments requested approval for $40.2 million in capital projects of which the City Council approved $34.7 million. Qf tbis, $18.3 million is for major ~rove~en~ at the City’s Wastewater Treatment Plant (Wlxte Slough) which was discussed earlier. When finally approved by the City Council, this project will require a rate increase for wastewater customers. Of the $34.7 milLion in capital projects, $34.2 is for ~t~ty projects and transportation pmjects. These projects will either be funded by reserves, rate increases or State and Federal grants. General Fund projects will require $440,000 and are fond& with reserves or State and Federal Grants. The City bas several m#or projects which are in various phases of the CIP process, and some projects which have been put on hold due to budget constraints on the General Fund. The Major Capital Projects which will continue to move forward under the City-s capital project policy are: Water System Capital M~te~ce and Expansion $ 6 million Wastewater Facility $18.7 million Street ~~~e~~ $14 million Fleet Se~~s Shop $2 million $1.2 miltion The major Capital Projects which will be placed on bold until a revenue stream is identifed are: Public Safety Building Remodel Civic Center Parking Structure Sheller Facility ~Benede~i Park Lodi ~ndoor Sporis Center Aquatics Complex Police Ou~door e Fire Station #2 Rep~ment A-5 $3.1 million $ 6.1 dion $4.2 million $11.9 million $1 0.9 &on $7 million $350 thousand $ 1.9 million City staff does not plan to bring nal projects to the City Council in the next two years. Most projects are on hold revenue sources for ital projects or e~~ City of these projects. The slow down in capital deve comes at a time when the cost of City service is increasing lea^ less ney. However, the projects identified by the City Councils in past years remain a high priority. FACT GET State and Local ~ono~y. The State of California is facing a mjor k-ianciial crisis this year. In November 2002, the Governar proj-ed a $21 billion shortEall in the State budget and called for a “special session” of the legislature to take action in the 2002-03 Fiscal Year. By late April, the projected sbortfd had grown to $38 billion. After days of debate and many compromises, the State adopted a budget in early August 2003 that relied on $10.7 billion in deficit bonds to cover a large piece of the shorthll over 5 years. Jt also leaves the State facing a naly $8 biUjon deficit in the fiscal year July 1, 2004. A key credit ratiw said the State’s budg& fails to fix the problems that drove the State into its worst crisis by relying too heavily on one-time Exes and Ms to correct an ~~ce in the State’s spending and revenues. ~anda~~ and the State ~udge~ A Current budget bill which mdates in the current budget year is in ddc €om Under this bill, pro ~~ of $1,000 or less are deferred. Notices” and the Tolice OEcers Proc However, the City wiU be required to submit clairas and may be re~mb~ed at a later date. GET F Tbis is the Grst year of tbe CWS two-yea? plan and budget. Accordingly, the budget should be viewed in the contexS of past pe~o~ce, along with the revenue and expenditure projec~ons for fiscal year 2003-05. Fund balances for aU funds combined are anticipated to increase $~,009,358 over two years. The following is a summary of sig~c~t changes in the City’s ~er~~ Budgets: everrues axe pmjtcted to be 5.6% or $~,685,00~ by 2004-05 thm tax revenues and Fiscal Year 2003. This estimate refiects an increase of $1,249,9 $435,088 &om other revenues. As shown on the next page, the City receives appro~ely 62% of General Fund revenues &om taxes. The prope~ tax, sales tax and Ln-Lieu Franc& tax receipts are the largest source of General Fund Revenue. The increase in co~ercial and residential const~~on bas added 10.2% growth to property tax revenue dwing a period when sales projected to remain relatively flat. A-6 GENE SO S GENE USES The pie chart above shows the breakdown of General Fund op~a~g exp~~~es by ~s~ion ~b~c Safety ~ces 44%, Tr~spo~ation seMces 6%, ~sur~C~~al services 13%, Co~unity and E~no~c ~evelopm~t services 9% and General Gove~ent senices 26% General Fund operating ~p~~~es are projected to increase 14 6% or $4,695,728 by 2004-05 Thi reflects an increase in st for the Police and Fire ~~a~men~s, an increase in and an increase in worker’s comp costs PERS rates are ~~easi~ 39% or $937,263 in Fiscal Year 2003-04 and 61% or $2,032,972 in Fiscal Year 2004-05 Medical costs are increasing 20 9% or $571,500 in Year 2003-04 and 15% or 4,430 in Fiscal Year 2004-05 Workers Comp is in~easing 37 4% or $451,675 in Fiscal Year 2003-04 and 4.9% or $81,215 in Fiscal Year 200405 ~i~~~~ ~ur~ce is incr~s~ng 3 9% or $35,686 in Fiscal Yeas 2003-04 and 7% or $66,625 in Fiscal Year 2004-05 E ee salaries wiU increase 5% or 1,167,950 in Fisd Year 2003-04 which allows for increases and cost of living ~justments approved with various barg~g units , an increase in Iiabiity in Fund remains strong with a Fund balance of $3 2 on or 9 4%Q of projected expendi~es City Council policy targets a reserve of 15% but allow for v~ations &.m~ year-to-y~r to accomt for economic and fiscal cbanges The reserve is A-7 pmjected at $2,547,652 or 7% in Fiscal Wear 2004-05. The decrease in fund balauce is of addressed over the next two fiscal years by a cut in to the City Council and will ures, an incre~ in a ~~~t~n of both. Library re~nues are projected to remain aat even though property tax will increase 10.2% or $127,527. The loss of State and County grants fbr Library operations will result in an overall loss of $4,000 in Fiscal Year 2004-05. ~pera~~ e~en~t~5 are up 7% and capital expenditures have ken ~pended in the Fiscal years 2003-05. Accordingly, overall hnd balance wiU increase 12% by the end of Fiscal year 2004-05. Water Ut~~ Fund Revenues are project^ to remain flat over the next two years with average annual . revenues being $6.3 million which is down &om the $6.6 million in Fsal Year 2002-03. Operating and capital e~nd~~es are increasing to an average of $6.5 million over the next two years due in part to Council direction to replace and upgrade water and sewer lines in the older sections of the City and for legal expeases associated with TCEIPCE litigation. Capital projects to replace older and ture may be debt financed to spread the cost of rep~cement over a City s~auticipates bringing rate increases baek to the City Council in the next two fiscal years. Based on cutrent projections, is prqjected to demease from $2.5 &ion to $350 thousand by the end o 4-05. ~astewater U S~c~t changes will occur iu the Wastewater Utility over the next two years. The Stale of California has imposed bigher ~~ds on dischge of w~ewa~er into the Sm Joaquin Delta. The Ci ~tic~pates s~n~ $18 &on as a first step in meeting the State’s disharge req~ements. Accord~gly, staE anticipates rate increases of approximately 20% per year ~o~h Fiscal Year 2006. Revenues are projected to ~re~~e by approximately $200,000 per year over the next two years ~~~ut a rate increase. In on, oper~~ expenditures will increase an average of $250,000 per year laving a shortfall of appro~tely $450,000 a year. This can be absorbed by tbe c~ent fund balance of $2.2 million. However, it will be important that the rate increase for improvements and operations at the Wastewater Treatment Plant be brought to the City Council early in the 2003-04 Fiscal Yew. Tbe projected fund balance is anticipated to be $719,700 at the end ofFical Year 2004-05. Ele~tnc Uti~~ Fund Revenues are projected to reolain fiat over the next two fiscal years at $53 million. The cost of bulk power leveled OK and we do not aut~cipate any s shifts in power costs at this time ccmd in Fiscal Year 2002 when the $52 million for power versus $32.6 million in 2004 5. We are carefblly following the price of natural gas on wbich we de~n~ for wm and have based our cost estimate on the high end of natmal gas. Acco not anticipate an increase in rates. StaE A-8 bowever will be reco~en~~~ Council approve ene ego^^ conlxact rates for those received incentive rates to expand or relocate their business in Lodi ximately $2 million and me offset by existing rates st can be controlled by s back on capital ulation policies of the aad the 11~1 away ky ~~ted the Electric Utilay. However, approved by the City Gounc2 in 2003. has corrected this The Electric Utilily Fund is ~~nc~ healthy at this time. The hd balance does not include re~cted &om the proceeds of the Certificates of Participation of appro~~ly $24 n to be used for ~~~c~e vements in the Electric Utility. Debt Se~i~ In 1995 and 1996 the City obligat~ a total of $I 5.1 million in Ce~fi~e§ of P~ic~ation far General Fund capital projects, p~cipa~y for Hutchins Street Square, Downtown Revit n, Ch~o~~ Lane Bea~~atio~ and the City I-Iall ~v~~o~ The annual debt service of appro~te~ $1,24~,000 per year was serviced by property tax revenues as provided in the City's budget policies. In Jaauary 2002, tbe City retiaanced these Certificates and obligated a total of a~pro~tely $26.7 million to fkmce the new police station, r~ovation of Fire StaZion #2, and design costs for the indoor sports facility, the aquatics center, DeB~~~j Park and the animal sheIter. The annual lease pa~ent is now $1,672,000. incur ~di~io~ debt for Gened Fund programs. ics center, the indoor sports faciity, until revenue sources can be identifed to pay for tbese f~~tie~ and pay for the ope The bu~et pages that follow a great deal of ~o~tion regarding the City of Lodi's revenue and e~e~~t~e r the nest two years tbat is dficult to stmmarke in the budget message. I have atle of revenues and e~en~~es as well as point out the various issues contained in the budget. plan for the next two years. It balances the needs of our $1 40 million m~c~~ co~o~ion with the resources that are a~lable. Pro~oti~ econo~ growth, public safety, ~r~o~tion and leiSue c~tural services riority. As such, a ~~ientious &Fort was made to evaluate aU budget of these ~nonties estab~ished by the City Council. A-9 A t I re~o~~eness in prep~ing the D~~nt beads and their stafts for their cooperation and I would also like to , the City’s A~~t~g Also, I wo~d like to co The Gove~n~ Finance Officers Association (GFOA) has presented the City of Lodi with a Djsting~hed Budget Presentation Award h €iscal year beginning July 1, 1946 with a special co~nda~on for the City’s policies. 1 believe this budget continues to co~o~ to their ~~~~ and Wiu be ~ub~~ed to GFOA for evaluation. GOVERNMENT FINANCE OFFICERS ASSOCIATION PRESENTED TO City of Lodi California For the Ejenniimi Beginning July I, 2001 fl/&N& &@* Eacciiiii,c Diicclor The Govemneiit Fmance Officers Association of the United States and Canada (GF'OA) presented a Distinguished Budget Fresentatio~ Award to the City of Lodi, California for its b~mual budget for the fiscal year b~~~g July 1,2001. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communication device. This award is valid for a period oftwo years. The City of Lodi has received the Distinguished Budget Presentation Award since 1995. We believe OUT Gurrent budget continues to conform to program A-1 I J .. .. . .. . .. .~ . ~ ._: cers . ..... . Certificate of Award Presented to . Z The Califorma Society ofMunicipa1 Finance Officers (CSMFO) presented a Certificate of Award for Excellence in Operational Budgeting to the City oflodi, California for its 2001 -03 budget. The Budget Award Program is designed to recognize those agencies that have prepared a budget document or comniunication tool that meets certain standards. The City of Lodi has received the ExceUence in Operational hudgeting Award since 1994-95. We believe our current budget continues to conform to program requirements, and we are submitting it to CSMFO to determine its eligibility for another award. A-12 r-----l I Library ,... Human Resources Community Development ! Finance I 1 Boards and Commissions 1 Prepared by Human Resources 1 54-03 C CIL Sm witchcock, Mayor Emily Ho-4 Mayor Pro Tempore John Beckman, City Council Member Lmy Hansen, City Council Member Keith Lan& City Council Member IES Planning Commission Likary Board Afts Co~ion Youth Commission H. Dixon Flm Randall A. Hays Susan Blackston, City Clerk Jerry Adams, Police Chief Roger Baltz, Parks and Recreation Director Kodt Bart& ~~~ Development Rirector Janet S. Keeter, Deputy City Charlene J. Lange, Co~~ty Center Diector Vicky L. McAthie, Finance Director Nancy Martinez, Library Semkes Director Joanne Narlocb, Hm Resources Director Mike Pretz, Fire Chief Richard Prima, Public Works Director Alan Vallow, Electric Utility Duector Site Plan and Architectural Review Committee Recreation Commission Senior Citizens’ Codion East Side Im~rove~nt COW= A-14 RESOLUTION NO. 2003-107 A RESO~UTION OF THE LORI CITY COUNCIL ADOPTING BUDGET FOR THE FISCAL YEAR ~EGINNING JULY 1,2003 AND ~NDIN~ JUNE 30,2005, AND FURTHER APPROVING THE 2003-05 O ATING AND CAPITAL IMPROVEMENT THE 2003-04 APPR~PRIATION PENDING LIMIT ............................................................... WHEREAS, the City Manager submitted the 2003-05 balanced Operating and Capital lmp~ovement Budget to the City Council on June 18, 2003; and WHEREAS, the 2003-05 Opera!ing and Capital Improvement Budget was prepared in accordance with the City Council's goals, budget assumptions, and policies; and WHEREAS, the City Council conducted public budget meetings on November 19 and November 26, 2002; and January 2, January 5, January 21, January 28, February 5, February 19, April 2, April 12, April 30, May 7, June 4, and June 18, 2003, at the Carnegie Forum; and WHER~AS, the City Council is required to adopt the Approp~ations Spending WHEREAS, the ~ropriations Spending Limit and the annual adjustment NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Lodi That the ~03-05 Operating and Capital Improvement Budget (including the Appropriat~ns Spending Limit for 2003-04) as proposed by the City Manager is her&y presented as a balanced budget and is hereby adopt~d by the City Council; and That the funds for the 2003-05 Operating Budget are appropriated as summarjz~ in the document on file in the City Clerk's Office. Limit for 2003-04; and factors selected to calculate the Limit are pall of the Financial Plan and Budget. as follows: 1. 2. 3. That the funds for the 2003-05 Capital Improvement Budget are appr~riated to a Capital Control Account for further allocation by the City Council on a project-by-project and purchase-by-purchase action. Dated: June 18,2003 _____-____-_-___-____1__1____1__________--------=--_-------------- _s_l__---_p------l-II__________________-------- -_--I--^--------- I hereby certlfy that R~soiu~ion No. 2003-207 was passed and adopted by the City Council of the City of Lodi in a regular meeting held June 18, 2003, by the following vote: AYES: NOES: ABSENT COUNCIL MEMBERS - None ABSTAIN: COUNCIL MEM~ERS - None COUNCIL MEM~~RS - Beckman, Hansen, Howard, and Land COUNClL MEMBERS - Mayar Hitchcock The foregoing ow '..,. .;i:rtified to be a comet copy of the original iiii E:i: in the City Clerk's Office. Jennifci M. Pmin Deputy City Clerk City of Lodi SUSAN J. BLACKSTON City Clerk 2003-1 07 S~on B POLK GOALS GET w- GO * * M~orC~~o~ Budget Ma~~t and Control Policies Some ofthe bemfks to e 1. Publicly adopted ial policy include: statemem co e great@ to the crediii of and public conkidence m the investom, such staterxnts show the City's & the poky level, the issues do not need to be ~~d~~i~ a~~n~ to bemade. direxts che aiter&ion o areas; momver, this s that need to be 6. Setting bid policies ean improve the City's fiscal stabit@ by setting a fo~d-~o~ approach to P-. 7. Explicit policies 60 id ar%k AGE The following policies guide the pr~~on and acution of the 2003-05 Plan and Budget: C~~F~~ Debt M~~n~ Capital Improvement Budget €Turnan Resource Management ProduGtiviry Revim Co~~~~ For Services ~~mg Cost ofServiCes canyover Policy Fleet Policy B-1 2 ET w- Council in selting major City goals is e to the process. Thesegoals tzle aUocation of retjources itnd establish prlarities. rts of &&and ensure tbat the most important, high& priority objetives are acwtmp The major Ci goals are provided in this part af the 2003-05 F-8 P that these ~a~ies are ca B-2 1. Iden@ co~~~ needs for essential Services peribnn senices and acMlllplisb owtives and Provides for ord 5. Promotes orderly objectives and allow reasonable the to lish those objmtives. E. The City Council wizl review and R City C~u~~ The City Co~~ is and hcilities. Acco lev& ad in the priority ~b~~ by the Comc& B-3 C. ~or~~~~~r Finance Direor as the chief , is re~~~le for budget development and ion. Thlr includes: d r on budgel policies, ' r~~~on for review by the C et requests to vvitb the City's buds ce and insuranw. rfthe city ~o~ncil MS to 1 of each year, t€le city cam3 my elect one of the fol~~g mur.sm of action and the a~~p~ion of Ms: (1) Provide the Cicy w wn~~ued services at to the public upon request. A. ~eCicy~~kto a diversified and stable revenue base to protect it from short-term fluctuations in my one revenue source. B-4 ize and ~~e lo~-~e p , the City will pmj& operating revenues for the succeedin$ witb current revenues, avoiding procedures that balance cment fixture revenues, rolling over short-terns debt or ~~~ reserves of one fimd to mtber. TI A. Reemtion service of the City's mud co~reh~ive user o of the total cost of the CWs recreafion and 40% of tbe total cost of the City's co~ center pmpms should be recovered ~~ fees and charges for on wtivitks and the use of Ci fsciliries and equipment. In acbievhg these overall cost recovery goals, the foIlowing ~~~~ will be usexl: 1. C~st recovery for activities should be ~~ive~y bigh 2. Cost recovery for actiViies for youth ~o~d be reMveIy low. &&ty to pay my not be a con^ for all youth and senior partkipants, these are desired ~~es, and the cost of d~~~ than the cost of providing a co~~~-~~ beneiit to Is of p~c~~n in youth n activities regardless of fiwmcial stafus. 3. For cost reeovery &ties of less ttLvl 100Y0, tbem should be a &rentid in rates between residents and non-~i~~. are suffcient in themselves in provid~ direction for sening be intemauy mhl in recreation fws, the City's uld have as much Bexiiility as possiile in setting spailk and c&ki provided above; however, the and submit a summsry of mtd cost various activity categories at least mud&. B. iums, ball fields, special use areas, and recreation the City. Such charges will generally conform to for activities not spmd or co-spo Ihe fee mpport categories &ed above. Ckiter may waive fees with the approval ofthe City Manager exists or when in the best interest of the City. B-5 2 P GET T PO S SE S S A ~C~~set~S ~~ out Fund fees and rates as req&d to ensm that they to stem hge rate increases. on an on-going basis to ensure that they are correct and s of the community, ie. economic concerns, social issues, public safety. B. ~en~~lCou the reasonabfe cost of providmg the service. the service, incllldlng direet such as accounting, personnel, ssible m order to reduce the 4. Rate structures sho~d be sensitive to the "market" for i&xpent users oCthe service and tk ~~ rates &ces as well as to fees have on mmmic develo~~ 5. A approwh should he g cost rwvq levels for various pro^ on the thctors discussed c. Low cost uld have very low cost recovery that should have user se revenuw not mr iees. and developing public fkciiks that are provided on a uaiform, co economic de~lo~~ B-6 2 ANC GET ET PO S D. Go tY4 er Co es 1. Fw~e~~~~v~~ affect how and why other co a. criteria in setting City fees. There are many &tors tbat their fees at their levels. For exmpk: What level of cost recovery is their fw intended to acbieve compd with Lodi's cost recovery obj~es? b. in co~~~ the fees? c. ~~~e their ks were co~E~i~~ evaluated? d. W level of service e. Istkeirrate ~~ si than Lodi's and what is it to adieve? with Ludi's service or ~~0~~ standards? 2. Surveys co co~~ies are use@ backgod iDformation in setting b for several reamm: a They reflect the "mket" for these fees and can assist in assessing the r~~le~ss of the cis fees. b. lfpmd they can serve as a benc for how cost eff&e the City provides services. These are d~c~ que~o~ to address in f&Iy e fees among diikent cities. rew that gendly acecpted ~~g ofG Fd ~vemes, and ~r~~, the specitc programs should be does not prevent future Coune necessary. and acfivities as B-7 A. tim 1. 2. ’Jhe Cayls pro^^ tax seryes to provide for gend ~ci~ senices as well as for debt service, e of Proposition 13 on peay tax revenues for lnarbet value, placing a sition 13 established ceilny on voter approved md n of its property tax. In roposilion 13, the following nthe tax ratesthat were m ~~~u~ property tax revenues minimum ratios for special effect prior to the passage o T te Per $100 Pe~nt $ .30 17.86% TOTAL $ 1.68 100.00% f 1 38 3. For 2003-05, property tax revenues will be ~~~ p~~~o~~y to the following hds as foliows: 2003 Gend Fund 5Wh Capital Why Fd - Fund 30% L Fund __ 20% TOTAL 1 OW? 4. The d~~~~on of tax received on land armexed to the Ciy Win be in aecordanm to the B. All Gasoline Tax revenues will be used for street ~~ and ~~ction activities. Pursuant to must meet the tbe Ci’s street of Effort’’ (MOE) req C. AU Tr~~~ion Deve Act (‘IDA) revenues Win be allocated to alternative ~lud~ re rn~~al tsansit designed to reduce a~~b~e usage. I B-8 ~ans~~on PFO~~S - in co~un~on with other State and F se~-~ppo~ from TDA revenues As available, TDA funds will also be used for street maint projas gas for this pufpose, vdl be D. E. F. 6. se Fund Al~o~o~ to the Fund 1 of Propo~tion 4 is to in approp~ons of and local government to lev& Proposition 4 hther en= be^^ “tax proceeds” and fees Tax proceeds evmue 6om the cost of ct or service (This includes transfers &om an enterprise fund to the cost ofpro~~ng the services) in the Gost ofliving an in order to control sp and user fees to the extent the revenu above, the bds trsnsfened of Taxes“ to the ad& Ciws enterprise funds to the Ciys General Fund cost of SerViGes provided by g These taxes wiU be levied based (~untin~ personnel, led in revenues as follows , &c) h-li~ of Tax - Elhc In-lieu of Tax - Water h-h ofT= - SWW 20 12% 12% 12% Special ~~~ue ~lo~tio~ to the ~~al Fund Revenues the City r~ves for specific Services (i.e vehicle tow charpes) will not be designated for use or approv~ by the City Council When required i%st allocated to the pck of necessary and ~~~ General Fund regource~. Grants and Donations Council must approve appli~~s for or ce of do~ons have an ~p~ on the Use of Com~~i~ Development Block Grant (CD~~) Funds Each year, the U.S. ~~p~e~t of ~ous~~ aad Urb~ D cany out a n~er of co~~i~ deve~op~ent ~vi~es in foster econom~~ devel~pment grant hds in a fo~ula-bas needs Gation to use to B-9 TP S CDBG funds may be used for activities that include, but are not ~ited to. . sitio ion of real property; a n or demolitio~ e . ation of resid~al and non-residential structures, Const~ction of new public fa~titie~ and improvements, such as water and sewer facilities, streets, neiEhborhood centers, and the ~nversiun of school b~~~s for eligible purposes; Public services, within certain lits, Activities relating to energy ~nse~ation and ren~abl~ energy resources, and ' . 9 Providing ass is^^ to profit-motivated businesses to carry out economic development and job crea~~r~~tion activiti~ CDBG funds must also be used to meet one of the followkg national objectives a a Prevent or eihinate shuns a Meet a specific urgent of existing ~nditions, which pose a serious and i~ediate threat to the health or welfare of the ~mm~ty where other bcial resources are not av~able Provide benefit to low-and mod~ate- me persons, which includes the han~~pp~ and elderly; The followkg local objectives are ident~ed for the allocation of CDBG hnds 1 With the exception of certain ad~strative costs, each proposed use of CRBG knds is categorized as either a public service or a cap it^ ~prove~en~~c~ and mortar project It is the intent of this Budget Policy to give priority in ~n~n~ to eii~b~e capita! im~ov~~t projects over public se~ce~related HUD has est~lish~ ~de~in~ that require that funds be allocated and expended in a thely manner It is the intent of this BudEet Policy to require that any proposed hdhg request meet a re~ine~s criterion to mure that the knds wiU be use e program year that they are awarded, thereby allo~g the City to remain in comp~an~ with re~ations 2 State of ealifamia slation that aBFed. the City's and ~~~ which are C The City will RS and report to the Council the mount of program Fund or funds B-10 GET NS ES A. B. C. D. The City should maintain fund balances of at least 15% of operating expenditures in the General Fund as well as the Electric, Sewer, and Water Funds. This is considered the minimum level necessary to maintain the City's credit worthiness and to adequately provide for: 1. 2. 3. Cab flow req~e~i~s. Economic uncertainties, local disasters, and other financial bardships or downturns in the local economy. Contingencies for unforeseen operation or capital needs. The City wiU establish and maintain an Equipment Fund to provide for the timely replacement of vehicles and capital equipment. This includes items with an individual replacement cast of $3,000 or more. The ~~ fund balance in the Equipment Fund should allow for annual 5u~tions in expenditwes while rnahtahhg a level mud tramfir and allow for emergency replacement purchases. The annual contribution to the Fund will generally be based on the mud "use allowance" which is determined based on the e~~t~ life of the vehicle or equipment and its original purchase cost. Interest earnings and sales of surplus equipment as well as any reiated e and immnce recoveries will be credited to the ~q~p~nt Fund The Council may designate spcilic fund balance levels €or ktwe developmnt of capital projects which it has determined to be in the best long-term interests of the City In addition to the designations noted above, fund halance levels wiU be sufticient to meet hdhg requifements for projects approved in prior years which are earried forward into the new year; debt service reserve requifem~ts; reserves for enc~b~ces; and other reserves or designations required by contractual obhgations, state law, or generally accepted accounting principles. NTS A. Investments and cash management will be the responsibility of the City Finance DkectoriTreasurer or designee. The City's primary investment objmive is to achieve a reasonable rate of return while minimizing the potential for capital losses arising gom mket changes or issuer dehult. Accordmgly, the follokg factors WiU be cansidered in priority order in det~~ individual inv~~ment placements: B. 1. S&ty 2. Liquidity 3. Yield B-11 C. D. E. F. G. 1% I. J. Mly invested bug$ dairy projections of cash @ow flow and fufure e, we will betaken to ~~ a The City will invest oniy in those autkorized by the Califomla Government Code Section deal i0 futures or options. The ntinually offers new and creative o~~ies for casb is invested. willbe limited to 20% cal or m as overall poafolio, the C and will docate inve-nt co~li~e cash balances from all gs to eacb flmd in LlcM Ownaslllp of the City's i0v~~ securities will be protected through ~d-p~ custodial ~ek~~. D~or~r~ will develop and maintain a comphive, well documented with ~v~~e~ Code Section 53607. This system will ~o~tion The City Fmce R~~or~~~ will develop and maintain an ~ve~~t ~~e~ Plan which n of its portfoiio, ~1~~~ investment strategies, pradces, and B-12 GET B. Debt ~cing will not be considered appropriate for any recurring purpose such as current operating and maintenance expenditures. Tne isce of short-term ~ents such as revenue, tax, or bond anticipation notes is excluded &om this on. Capital ~rove~~s will be financed pxima.13~ through user fees, service charges, assessments, special taxes, or developer agreements when benefits can be speci6caUy attributed to users of the facdity. The City wiu use the following criteria to evaluate pay-as-you-go versus long-term financing in hding capital improvements. C. D. Pay-As"~ou~o 1 When current revenues and adequate fund balances are available or when project phashg can be accomplished. 2. When debt levels adversely &ect the City's credit rating. 3. Wen market conditions are unstable or present difficulties in marketing. 1. When revenues available for debt service are deemed to be sutficient and reliable so that long-term 2. When the project securing the financing is of the type which will support an investment grade credit 3. when mket conditions present favorable interest rates and demd for City hckg. 4. When a project is dated by State or Federal requirements and current revenues and available fimd 5. When the project is required to meet or relieve service requirements. 6. When the life of the project or asset financed is 10 years or longer. financing ~axt be marketed with inve~~~t grade mdii ratings. Fat@. balances are insdicient. Debt ~anageme~t E. The City Wiu not obligate the General Fund to secure long-term hcing except when the mketabilay can be sigruficantly enhanced. No more than 60% of aU capital projects other than Enterprise Fund projects will be hded &om long- term ~c~g; and direct debt will not exceed 2% of the City's assessed valuation A feasibility andysis will be prepared for each long-term hcing to assess debt service on current and future operations. This will ah include an analysis on the reliabitity of revenues to support a debt service. F. 6. B-13 €3. 1. J. K L. bssis; roFtex on any direct debt and witl seek credit ssary for marketing purposes, ility The Ci wii monitor aU forms of debt dy coiucident with the budget process. ently monitor its co~~~ with bond covenants and ensure its adherence to Fed m. TheC~~ good co~~catio~ with bond abut its financial condition. S The City will follow a policy of &dl disclosure on every port and bond prospectus (C?fEcial CA ET A B. C. D. Budget (CIB); minor capital outlays of idly phi, schedule, and capital acquisiiions to ensure projects which ~i~~t~ expand or add to the Cis Every capital pro&% and laws are o report project status. -14 E. The Capital ~rove~t Budget vvlll q%m project phnbg, with projects proogressing (hrcugh at kast two and up to six of the following phases: Set aside funding for future project development under "pay-as-you-go" financing. Includes concept desk site selection, fm&& analysis, schematic desk en~o~n~ determination, property apprakk scheduling, pant application, grant approval and specifcation preparation for equipment purchases. Includes equipment purchases and property acquisition for projects, ifnecessaty. Includes final desigil plan and specitication prepamtior?, and construction cost estimation * CONS~UCT~ON lncludes bid ad.mi&stration, constfuction, pro.ject inspection and management, and closeout. 1-nt payments of principal and interest for WmpIeted projects hded through debt linmcing * STUb)Y ON CE Generally, it will become more diilicult 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. Project phases will be listed as objectives in the program narratives of the Activity responsible for the project. Funding set aside for designated projects will lapse after three years if the project has not mde significant movement through the phases, or if the project has not been revalidated. This wiU ensure funds a~e not tied up and are available for the timely completion of active projects. The projects where funding set aside has lapsed will have to be resubmitted for consideration in the next budget cycle. G. H. g wiU be fuuy bud~et~ and hded. B. Staffing and contract service budget cehs will limit total expenditures for re& employees, temporary employees, overt& and independent contractors hired to provide operating and maintenance services. B-I5 C. Reguiar eaiployees will be the core workfonx: and the acriviiies rather than ind n and benefit se 1, F~anau~~re 2. Be assigned to an 3. Receive ~~d D. To manage the pwth of the regular workforce and overall procedures: I. The City Council uill aurhorize a31 regular positions except m the case of Ihe Library which is govaned g unit or rep~~ve group. co~~~~ with labor s or other re ti on plans costs the Ci will follow these by the Libmy Board. 2. The Hm Resources the hiring of all employees aad evaluate the ~o~on of existii positions. 3. An r~~~ for ~~ude an e~~ion oE a The necessity, tam, and b. of the proposed position and lllaterial costs includiog salary, benefits, quim uniforms, clerical s~ppfl, gram will be evaluated to d~~ if they can a "productivity review". elected officids, and vohulteers ity staiiing onty as limited term employees, and intem. The City s, fa employees seamnat e emergency, intermitteat, ca s than regular, year-round is required. ET 6. Ind con~o~ will not be considered City employees. Independent comtors may be used in two situations: 1. Short tern peak workload assigmxnts to be accomplkbed through the use of personnel contracted tbrougb an outside ~lo~t agency. A1 placements through an outside employment agency will be coordinated through the Human Resomes Department and subject to the approval of the Human Resources Director. 2. Construction of public works projects and the provision of operating, maintenance, or specjalized professional services not routinely performed by City eniployees. Such services will be provided without close supervision by City sta.fT, and the required methods, SMtS, and equipment will generally be det~ed and provided by the contractor. w The Ciy will constantly delivered in the most co r and review its methods of operation to ensure that services continue to be manner possible. "bis review process encompasses a wide range of issues, including: A. B. G. D. E. F. 6. M~~ a decentralhd approach in managing the City's services. centralization is necemry for review and control purposes, decen~~tion supports productivity by: o Encouraging accountab~ty by delegating authority to the lowest possible level o st^^^^ creativity, hovation, and individual initiative. o Reducingthe o Improving the organization's ability to respond to c~~ needs and to identify and implement cost saving prog-ams. o Assigning respo~ib~ for effective operations and citizen responsiveness to the department. Analyzing systems and procedures to identify and remove unnecessary review r~~e~n~. Evaluating the ability of new technologies and related capital investments to improve productivity. Investing in the Cxtfs most vddle asset - pasomel sta€f - by developing the sk3.k and abiljties of dl City employees, with special emphasis on first-line supervisors. I~lement md performance rcviews and approprjate methods of recognkbg and rewarding exceptional employee performance. Evaluating local market service providers and other government agencies to determine whether the service is avdabie at a lower cost than provided by City statE Periodic fonnal review of operations on a systematic, ongoing basis Although some level of ive cost of operation by eliminating miecessary review procedures. B-17 A. General Policy Guidelines 1. Contracting with the private sector and other government agencies for the delimy of services provides the City with the opportunity for cost contaimnmt and productivity &cement. 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 effeclve services. Private sector contracting approaches under this policy include construction projects, professional services, outside employment agencies, and ongoing operation and ~t~ce SerViceS. In evaluating the costs of private sector contracts compared with in-house perfomce of the senice, indirect, direct and contract a~~tion costs of the City wiu be identified and comidered. 2. 3. 4. whenever private sector providers are available and can meet established service levels, they will be seriously considered as viable service delivery dtematives using the evaluation criteria outlined below. For programs and activities current& provided by City employees, conversions to contract services will generally be made through artrition, reassignment or absorption by the contractor. 5. 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 ushg the following criteria. 1. Is a saf6cient private sector market available to deliver this servke? 2. Can the contract be effectively and efficiently admhktered? 3. wkac are the consequences if the contractor fails to on^ and can the contract reasonabh be Written to co~~~e the City for any such damages? 4. Can a private sector contractor better respond to expansions, conrractions, or special requirements of the service? 5. Can the work scope be sufsciently dehed to m that conpetiing proposals can be fBirly and fully e~~t~d, as weU as the co~~to~'s p~o~ce &er bid award? 6. Does the use of contract services provide the City With an opportunity to redefine service levels? 7. MU the contract limit the City's abiljty to deliver emergency or other high pnoriLy services? B-18 ET s 8. can the Ci ~~~ delegate the ~~~ib~ for its clelivay? 1. The City is corn 2. The City will develop a Cost Allocation Plan for gmd gove~ni services provided the City's Errterprise Fuad and Special Revenue Fund activities in accordance wah accepted Cost allo~ion do^^. Tke masi of general government services will be Cost ~o~ion Rlao and transferred to tbe G ado The Fmce Director will perform peio the ~~ution of costs are made in ae will be used to project d o The City will develop a Cost Allocation Plan in accordance with Federal and State policies to ensure the ~~ allowable retm to the City of~ov~~ costs. 3. transfers estabhhed in the the the the City budget is 4. f the Cityk Cost Allocation Plan to ensure accepted practices of the City. The resub 5. B. Cost ~oc~fln Criteria 1. Costs w3l be allocated considering the following derk effkt - the ~d~~on of output in proportion to the servke provided. - the dloca~o~ of cost m relation to the benefas received * * Fairness and equity - the allocation must be ~u~ satisfactorv to the parties Ability to bear - the allocation of cost must consider the ability to pay and the impact on the services provided. 2. mted to activities wh the ovd savice the Cay as a whole but a paaicular cost lame& caa not be shown. The criteria for allocating costs will Cost ion criteria. 3. included in the City budget to dlow for evaluation of the B-13 GET ET P S C et used by the City ~~ over a two ns lapse at the end ofthe s are no longer available target, any ~e~ed o s will be reduced if tbe actual revenue rece hm the first year into the second Services often require more tirne to ime period. CarrJi-ova hding for operating programs and fl~~ty lo hooprove service and delivery- systems. Under lhis fallowed: A. of the two-year Finsncial PIan operation of the City in the year B. ver may be made by contmt~ purchase orders, or special requests mu~l be ~b~~ by June 15 of each fLscal year. 's a&od to cany fo~~d the ~e~nd~ and st yeax to &x second year of the City's FinaaCial Plan C. operating budget balances for ~~~~~n under tbe following conditions: beyond the control of the o 2. Re-~pro~on of bu s is required to emure full fundng of prom and sen;lces approved by the Ci Council he of these funds will promote innovation, efficiency, and eff~~ivene~ in the delivery of B-20 2 B supplies, services, or minor capital) are available for al overages in one saviags in allather. r wiU be accounted for in a non-dep control account established by the F. TheFmce e a~& as such, the carryover a Special ~o~tion Request, that the une Request form. In 1997, Council ~op~ed the Fleet Policies and Procedures wbich are lo govern the management, operation, ~q~s~tion and disposition of v~~cIes and equipment owned and leased by the City of Lo& Under these adopted Policy guidelines, the City organized City vehicles into two fleets: General Fund and Ente~~ Fund. Fleet ees were es~~ed to serve the City Manager in all vebicle-rela~d matters to include bud~et~g, acquisition, d~positio~ assignments, vehicle operation, maiotemce and ~~~e. Under the budget process, r~~~en~ vehicles are generally budgeted and funded in the General Fleet Fund or Enterprise FIeet Funds. Based on proj~~d r0pl~m~t needs, the City er and Finance Director recommend an anrual target level as part ofthe budget process. This target funding level helps to e~ab~h a ~~~ fund balance in the appropriate Fleet Funds. €3-21 The recommended target funding is: General Fund Water Fund Was~ewater Fund Electric Fund based on historical repla~ement needs based on replacement requests based on replacement requests based on historical replacement needs The target funding does not authorize specific replacements. Vehicles will be replaced based on target funding if the replacement is justised and approved by the appropriate Fleet Management Committee. The r~ommendation of the Fleet M~a~ement Committee to replace existing vehicles costing $50,000 or less per vehicle is contingent on the approval of the CM. All replacement vebicles costing more than $50,000 require budgetary and subsequent procurement approval by the City Council. In addition, requests to increase the size of the City fleet wiIl be included in the regular Capital Improvement Budget not the Capital I~rovement Budget for Replacement Vehicles. B-22 S As shown in tbis budget doc^^ goals represent the bigbest level of a hierarchy of planning statements for the City of Lodi. This hi~chy is comprised of: 0 Major City Goals 0 Major City Objectives 0 Major City Pro.iects Tbrougb the process of ide~~g and inco~orat~ major City goals, objectives aad projects into the two-year Financial Plan and Budget, and by continu~g this process in future documents, the citizens of Lodi will ~~~~: 1) Where the City intends to concen~ate expenditwe of available resources 2) ~~cipated outcomes and hefits of this investment of resources Goals establish a long tcrm vision for thc City of Lo& They are ch~te~d by thc following properties: Goals establish policy direction and focal points for the efforts of City staff * Goals represent the desired ~co~lis~ents of the City org 0 Goals are not expressed in terms of work tbat must be performed - but in term of the desired state or condition of the City after work has been performed n Since goals represent a desirable state or condition, they are not prone to radical completion of a two-year cycle any more than the fundamend aspira~jo~ of the City over a very short time fi.ame. Objectives resent the next Ievel of the ~~rarchy of pl~g statements for the City of Lodi. They are charwterized by the following properties: . Objectives support one or more mjor City goah and begin to convert Council policy as expressed through goals into specific project activities. 8 Objectives more specificaLiy describe the desired end result of various City programs. B-23 The City of Lodi four major gods and thein related objectives are: this a special place. Tern like ’‘quality of life” are ~lemented here ~~ou~h rec~at~o~ and cultural opportu&ies. Further, public dety is a basic prevention and e~orcement to e of Lodi’s qyality of life. The City will continue to use education, our citkm’ sense of safety. Lodi’s sdl tom atmosp~ere and sense of community are assets. Tbis perception is ~mitted through our community’s co~trn~t to families. Programs and services, combined with special ‘%mifamily oriented” events, Lodi a chosen place to live and work. Constant attention is necessary in order to support this positive co~~y attribute. 0 ~ders~~ the dynamics between the physical, economic and will provide residents and business with infrastructure and services comm~ty’s diverse expectations. 0 ing and &me, require a reliable service delivery network to This objective includes providw adequate st&, and funding for ~t~ and replack all forms of City ~~~c~e - wmr, sewer, electric, streets, roads, buildings, WAC, equipment, and vehicles. 0 considerably to the aesthetics of ow comu&y. They promote a good en~on~~, con~b~e to claan air, provide coolmg side and support wildlife. Policies that continue the “greening” of the City e OUT quality of life. AnArtin aces program, 8s well as abundant cultural and recreational oppo~ties, City staff must ~~ue to pursue development of high quality programs at EaGilities which encourage expression of the human spirit. These fadties include a well maintained parks and natural areas Lodi’s q~ity of life and strengthens ow appeal as a destination. 0 Based on co~~ty growth and needs, this objective requires provi~ng ~~~te facilities and equipment to City employees. This will enable US to properly perfom our jobs and serve the public. This objective includes providing sficient City parks, co~~ty center improvements, public art, libraries, etc. In response to the competitive nature of or~~~ion to ~ve~i~~te and ~p~~ent policies which increase our p~oductjvity. The City will look to be en~eprene~ where sound policy dictates. The City will continue to use new technolog~s in a cost-~ffective manner. the City, it is inc~~n~ upon every member of the The seven objectives of this goal are: 0 The City operates in an en~o~ent of constantly changing regulations and technology. This envi~o~t compels us to transform ow operations in order to remain competitive. velop plans appropriate for the changing circumstances in their Wiu place the City in a siti ion to provide the senrims citizens desire at prices they are willing to pay. 0 A central mission of the City is focused on information delivery. A basic need is to create a systemtic pro^^ for ~q~sition, processing, use, protection, storage and retrieval of all recorded ~forma~ion. The City is conmitted to pro the public, our customers, with records required to conduct business. The City should tales adv~~e of ava~~ble technology to implement this pro^^. B-25 ES 0 The City of Lo& is in the business of serving its co~~. Lodi City govement operates in a ~ketp~ that competes for business, shoppers, visitors, residents and users of our services. In order to succeed, we ~derstand dl employees must provide exemplary service for external and internal custom~s. Consistent policies which apply across all departments must be developed to provide customers with a uniform and ~ofessio~ approach when inter~t~ with the City. Policies should address telephone manners, hand ult situations, and dealing with potential and actual vendors and co~l~~. 0 In order to provide the bast possible senices for ow ~rnm~ty, it is imperative we have the best educated and trained employees possible. "he City's investment in itself pays dividends by creating an e~cient and productive org~tion. 0 AU businesses, inclu~ the City, will require an advanced teleco~u~cations and ~o~at~n &&g ~~~c~~e to operate effectively in the 21 s! centmy. The City must fo e pro^^ for pro a modern te~~~~c~io~ ssion towers, underground fiber optics conduit and emergency ~~~catio~ technology. include features such 0 In the contjn~g world of tec~olo~c~ change, the City of Lodi must be aware of the hold. Part of ow mission is providing ~fo~lion to a variety of customers. access to ~o~~ion provides for an ac~ow~ed~~ of that service and efficiency in the operation. Computer based information technology is a fimdhental part of the City's administrative i~~t~cture. It must be planned and managed with the same care and attention as roads, bu~~ngs or st&. Implementation of the ~o~ation Systems Strategic Plan will provide resomes needed for progress on my City objectives. B-26 The City’s inve~ent in its e~loyee pays ~~n~ by cxeating a qualrty City workforce to provide the best possible services for our co~~+q. The investment of a fair and ~~t~ive salary and tits provide the ability to a-t atld retain the best educated and trained employees poss In a democracy, cith have the right to know. The City cannot govern effectively without people’s knowledge and consent. It is prudent for the City to educate and inform conununity members regarding the governing process and p~ic~ar~ the budget process. Cith mktmst of government constrains our ability to govern and solve problems. Co~~cation becomes a powerful tool to address with the co~~ty choices regarding how the Ci+q spends its dollars. The two obje 0 All existing assets, as well as new forms of service delivery and other plmed features for the C t enhance our of He if the public is not educated. People must under The City must convey sound ~ormatio~ regarding its services to the public. We must visitors and business owners outside LO& the City has to they are to recognize its value. them to our co~~ty. 0 Citizens play a key role in the budget process in supplying important feedback to the s and wor~hops are the prime pubkc orm mat ion sources. These sessions encour~e discussion and co~kd~ion of viewpoints. As such, the City must ensure open and accessible public meetings to encourage and facilitate cation &om the public. on issues. H A successful co co~y a success. The City is committed to providing existing business with a beneiicial a~o~h~e in which to City believes the same env~o~nt wiU attract new business. It is ~d~ood pro ~o~rams and senice is based on the need for a strong economic base. a balance in physic4 economic and htmm there are many players respo~ible for making the B-27 The fow objectives for this goal are: 0 This objective addresses providing needed services in a business-like fashion. As the face of local government continues to change, the City should think of itself as a service organization first and a government second. The role of competition and choice of service should be considered whenever City programs are reviewed. o ~~omote ~ommercia~ndust~at Base Lodi has taken a proactive approach to business retention and attraction. We are committed to providing existing businesses with a healthy atmosphere in which to operate. This attitude will assist us in attracting new business. City policies and programs should continue to act as catalysts to achieve this objective 0 While local control is important to the City, p~ic~arly in the area of land use, we recognize we are part of a larger region. Many issues are truly regional (e.g., annexation policy, habitat preservation, air quality). The City must work with other agencies, both public and private. to develop strategies to address regional issues. 0 Budgeting is a series of steps undertaken to implement a government’s policy objectives. It provides a doc~ented work program, the carell finkage of that program with a formal comprehensive financial plan, and the basics of an operational plan to assure the a~i~strative ~ccomp~~ent of the objectives. As such it is important to provide a balanced budget and to adhere to the adopted budget policies. B-28 * * Projects are planned sets of work activities designed to ~co~lish specific objectives. These projects become the focus for Qrg~tion-wi~ efforts to ensure the most ~o~, highest priority City CounciI plans are instituted during the 2001-03 budget cycle. City Council wiu become involved during the formative stages of the City‘s Financial Plan and Budget though the iden~~cation of major City projects. It is the intent of the City organization to communicate major City projects to the public, initiate aU, and accomplish most, during the course of this budget cycle. To meet tbese needs, the City Council will hold a project setting session as the fxst step in preparation of the Financial Plan and Budget. In setting the City’s major projects, Council will receive a review iiom the City er reg~diLI~: a. Current and projected financial condi~ion b. Current polici%s and co~u~ty e~ec~atio~ c. Current projects the City Council will suggest projects they want accomplished within the 2003-05 budget cycle. de to support objectives relevant to will then meet and work together to select City-wide projects wbich Mill be ranked using the fallo~ criteria: sent highest priority projects for the CouncJ and as such, should be Fmncial Plan and adequate fun- Wiu he made available. These are ep~ents will focus on during tbis budget cycle, but they will be given a high priority, but they will be considered in the context of bigher nt not the only projec be deferred until the next Financial Plaa aJld Budget. Each project rated section ofthe document. This will be iLI a narrative form with the following jnformation: * Objective * Back~o~d and Workscope * Action Steps * Res~nsible Department * * ~utcome~iLI~ Product best vvili be developed and included in the City’s Finamid Plan and Budget in this Financial and Staff Resources Allocated B-29 ~~j~~ ~~e~ption: The ongoing Public Safety Buil~g & Civic Center Complex Project has three Desi~Cons~~ion phases lefl to complete: Phase I includes the remodel of the Carnegie bwment for the ~o~ation Systems Division. Phase includes modeling the existing Public Safety Building (PSB) for Fke A~ini~ti~ and Station #I plus Public Works and Com~unity Dev~lopmen~, and remodeling City Hall to allow for expansion for remaining d~~~~ and to move the Phase III is the addition of a Parking Stru~e NOTE: The upgrade of Fire Station #2, previously included is now being requested as a separate project. ent hack into the building. The objectives of this project are to: 0 * Provide for grow& e e E~ting Si~a~n: The Council has approved moving ahead with desi~/construction of the new Police Facility and a Space Needs Assessment for all Civic Centor Dep~~s c~~idering the availability of the old Public Safety Building and Cmegie basement. The new ce Building is now under cons^^^ and due to be completed in J~~2004, and the Space N Options on where to locate Civic Center Departments were pussued and ~al~ted. R~mm~~tions were to: I) Move the tion on Systems Department into the Carnegie basement; 2) Move Fue A~inis~tion, Public Works, and Co~~ D~Elopm~ Dep~en~ into the PSB; 3) Leave Fire Station #I in the PSB and remodel, provj~ng add~on~ space; 4) Move Finance into City Hall; 5) Expand spaces for Human Resources; and 6) Relmte other f~ctions within City Hall to use basement space for support functions rather than full-time staff. Conceptual Design contracts for the Public Safety Building Remodel and Civic Center Parking Struchze have been impl~e~~ed. Fire ~~~~is~tion was relacattd for the interim into thc Lodi Station Parbg Sbucture. Design work has begun to temporarily relocate the Finance D~~ent into the Lodi Station Parking Structure as well. This request provides for funding for each of the three phases in order to keep moving all componeats of this project forward. The Cmegie basement remodel should begin as soon 85 the Police Detectives Division moves out, and the remodels of the Public Safety Building should follow, with the remodel of City Hall foUowing immediately afterwards. Provide an adequate and safe working environment for public safety and other City staff; ma^^ significant public facility presence in the Downtown; Be compl~~ta~ to the Civic Center and Downtown. Assessment is ~d~ay. B-30 Old Public Saferv Remodel I!b?sd Design Construction City Hall Rmndel Design Constrwtiolt $300,OOO $2,800,000 $75,000 i2 DO0 $300,000 $2,800,000 $75,000 $425,000 Torsl $6,lO0,oOo %.l(K),OOo $400,000 $2,875,000 $425,M#) $6,100,000 $9,~,~ Funding Sources: Debt fmcing with mt kom ~~elopment Impact M~~g~ion Fees and Gmeral Fund. ~r&ct S~FZ on Some increase due to fume charges for p~t~~rkmg will offset opmting costs. quare f-ge additioas, somewhat off& by use of more effcient WAC and systmn (not e~~a~~. While p~king stmehue is intmded to provide 6ee pwking initially, possible B-3 1 Project D~c~ption Construct an animal facility c~p~~t with State law and that meets Lodi’s projected requirements for animal welfare and control. The project objectives are: * Compjian~ with newly mandatd State laws r~~~g lower kil animals released for adoption; longer holding periods of impound “treatable” animals; increased rgcord keeping r~u~ements and the CompIi~~ with ~~ica~ Di~bi~ty Act animals, mandatory spayineuter of als; provision of medical care for all of public/private collaborations e 0 M~the~o~g for animal control as well as aaimal welfare and population control ~~ting Si~~tion The Mi Animal Shelter was built in the 1960’s to service a ~~~ty of appr~~tely 26,000. As most shelters built at that time, its p~se was to he a “dog pound” i.e. a place to impound stray and vicious dogs before eu~iz~~ them. The facility was not built for animal welfare or protection from ~nta~o~ illnesses. The State holding r~u~~~ts were minimal, Them was little effort made to fmd adoptive homes or to educate the community of the need for animal population control. The current shelter cannot meet the newly mandated State laws or klfilJ the expectations of a comm~~ eager to provide more humane animal care. It is ~era~g beyond its capacity for the number of animals Lodi needs to serve. Present conditions msult in h~&~ of healtby ~als being destroyed because of lack of housing or resultant illness from overcrowding. Project Wo~~ Complet The current staff and vo s have done an ou~tand~g job of improving the image of the shelter by increasing ado~iQns, licensing and providing spay/n~t~ programs - all resuking in decreased euthanasia of healthy pets; however, the current and projected increa~~ in M’s auimal population far exceed our shelter’s present capacity. 250,000 220,000 220,000 Ayulsrhm Total co”Snum0n 250,000 1,865PW 1,865,000 3,980,000 Rmmdpd Pundlng Sowps Capital Ouflay Fund Enmpnse Fmd8 udge~ The 2003-05 Opera~g Budget should not be impacted. The initial planning and design of the facility m in the ~mpl~ion stage. The fmal bid process has not been ~pl~~~ due to namsary additional approval. City Council invo~v~~r and approval will occur during the 2003-2005 fiscal ymrs. Actual hu~~g of the f8CilitY will take place after bid and contract signatures. B-32 Project Desc~ptinn This project consists of design and developm~t of a sports complex (with lighted fields) and park within the “G-Basin” that provide drainage for the area hounded on the north and at by the WID Canal, Hmey Lane on the south and Lower Sacramento Road on the west The properly is locared at tbe southeast comer of Lower Smamento Road and fnbe Century Boulevard, consisting of49 acre. Project Objectives The objective ofthis project is to: e * Provide additional sports fields and neighhorhd park fac Provide for grow& in accordance with the General Plan; Provide storm water storage in accordance with the City’s Design Standards Existing S~~~i~n Design work for the project has progressed over the past year. The design plan calls for three elements or steps to OCCW: * 0 0 This project is one ofthe four highest (unranked) projects identified by the Parks & Recreation Commission as of early 2001. hdi Unified School Districf is planning an elementary school south oftbe site. Joint use p0ten:iaJ will be hvestigated. Existing baseball and soccer fields are heavily utilized with demand increasing. P~~~ Work Comple~ Properly acquisition to the pl~~d dimasions bas been acco~ii$h~ (49 acres net). Portions ofthe basin have been excavated to provide storm water storage Drainage studies ~n~ing the required storage volume have been mpleted. Mass grading and excavation ofthe bash, Park development for the eastern hdfofthe proper@ Park d~lopment for the western half of the property Sc~eduie and Proied Costs Prior Project Budge@ 2003-04 2004-05 2005-06 2006-07 Total Phasing Study Design $626,500 Acquisition Construction -Mass Wing $300,000 Construction - Phase I $7,525,000 Consmction -Phase ID $3,458,000 Recommended Funding Sources. Suggested sources; actual to be determined at a later date impact Mitigation Fees; Cap~tal Outlay Fund; Grants, Certificates ofp~cipation. Total $11,909,500 0 rnatives M~ta~ StBtUs quo P~j~ Eaect on O~~tin% Eud%~ Some increase due to field m~intenan~ and lighting. NOTE:ApubIicar(wtmponentisr~uiredfarthispra~ect(2%of$l~,2S~,O~0~Iy$Z25,460), which hasnot he~~edi~~s~~ B-33 or ee enede~i Park Misf Refld~ofl This project consists of design and development of a youth sports complex (with lighted fields), and park within the "G-Basin", which provides drainage for the area. B-34 Prnj~t Desc~ption This prqect consists of the Indoor Sports and Recreation faciIity development and construction. The facility will provide a gymmhn (3 courts), bathrooms, offices, and meeting rooms for multiple community uses. The center is anticipated to be 39,000 square feet. The site Incation ~ES been identified near do~to~, bordered by Locust Main and Elm streets. Project Objectives The objective ofthis project is to: 0 - 0 Existing Si~ation Lodt relies heavily upon school distri& county, and State military facilzties to accommodate ow indoor sports and actlvity needs. Additional hciliies would eliminate the reliance upon these agencies. This center would allow the City to accommodate mdtiple users who wish to participate in a variety of programs. A lack of indoor facilities has impd programs for several years. Project Work Co~plet~ A feasibility siudywas completed in 1997. Design work bas been approved by Council and is progressing. Additional property acquisitiOn and site improvements are needed. ~b~u~e and Project Costs Provide for local and regional basketball, volleyball, indoor athletics, and sports events; PrOvIde a center with mul~pI~ bdom recreation uses for all age needs; Contribute to on-going ~o~ ~~~li~ion and economic development efforts. Prior hoject BUdgISS 2003-04 2004-05 2005-06 2006-07 Total Phasmg Study Resign $1,046,755 Acquisition & Site ~provements Gonshvction Total $404,000 $9,450,000 $10,900,755 Recommended Funding Sources: Suggested smces; actual to be det~ed at a later date 8 Impact Mitigation Fees; ital Outray Fmd; Orants, Certificates of Participation. ~ter~a~~ Maintain status quo. Project Effect on O~~ting idge get Upon development, the facility must be m~ntain~ by staE NOTE: A public art component is required for this project (2% of$9,~50,000 totally $1 S9,000), which has not been factored into this req~est east n-e vim . ..... ~ ~ ~ ~~ . ~~~~ ~, parks ~~~~ and rmc. masker@ Artist Rend~ion This facility will provide a gymnasium ( 3 courts), bathrooms, offices, and a meeting room for community use B-36 20~3-~S F~anciai Plan an^ QUE~T T~~: Project De~~ption Co~~~on of an aquatics facility. Project Objectives To provide the community with a much needed aquatics facility. E~stjng S~ation Currently, tlie City’s recreational aqwc pro^^^ is held at the Em Field pool complex and school district pools. This complex Cwsistr oftwo pools, one 25-meter and one reerdonal pool. Neither pool is adequate for swim league programs. Mi relies heavilyupon school district pools to ammodate our aquatics needs. Ad~tio~ Facilities would eh&xite the reliance upon the high school pools. A site at the western end ofVrne Street has been identified. Property has not been acquired or annexed into the Cq. Project Work CompIet~ This project is currently in the design stage. Schedule and Project Costs C~~~ ofan Aquatics Complex - Prior Proiect Budge@ 2003-04 2004-05 2005-06 2006-07 rotal Phasing Study Desip Acquisition $548,105 $460,000 Gonsmction __. $5,983,900 Total $6,991,105 R~~~ded Funding Sources: Suggested sources; actual to he daennined at a later date Impad Mitigation Fees; Capital Outlay Fund Grants, catificates of P~icip~on ~te~a~~ Maintain status quo Project Effect on Ope~t~g Upon development, the Etcility must he m~~ed by sW. NOTE: A public art component is required for this project(2% of$~,983,000 totaIlly$l19,660), which as not been Eaclored hrto this request B-37 or Artist Rend~ion Community interest has been expressed to pursue the construction of an Aquatics Center. The facility would eliminate the reliance upon the school district pools. B-38 Section c CO Y PR C” 1 Poat Office building, a through Lodi in 1907 in 1986, by a vote of two to one, the residen~ of Lodi formed a ~uni~pal ~o~~ration and the City was offi~~lly formed. c-2 nt under a Coun ger form of ~ovemrnent. em are elected horn at large. d by the Co~n~lmernbe~. Policy is ~~bll~ed by the Mayor and the Council; the dayto-day operations of the Cii and its ern ploy^^ are the r~pon~~~ of the Cii ~anager. Jaly 24,1996 C-3 ~mmun~, he /eft the house and its contents in a bust with the stipuiafi~ that it be fumed into a museum for the people of Lodi. The Hi// House ~useMm p~~des a grand look into fhe hi~o~ of Lodi, with its Vi~onan a~hite~u~ and lovely g8~ens. An annual fundrais~ is held in the garden evwy summ0r in the foim of an ice main Sod@/ 1.00%. Di~b~ion of the ~~rtyfax is 37% to ra1,2?% ERAF and 4% for Coun~ Flood r ~on~~i and Water Gon$e~~on: She a piiced ho~ in Lodi is $22?,60~.~.-. The rty tax would^ $2,276.02, of that arn~u~ $706.19 $675.07 EUAF and $ She ammt of ~0~~1 Fund, 46 Cify of Lodi, $501.16 Coun~ Ge~~l, Lodi is d~s~b~ed as and 20% or $72.90 to Pro $ 706.19 615.07 San Joaquin County 501.16 364.48 Other County Services 91 .I2 Tax on average plced home $ 2,278.02 City of Lodi Distribution. General Fund 5 182.24 109.34 72.90 22?b 16% * lnfo~ation provided by San Joaquin County Aud~o~s Oftice rr lnfo~ation provid by Lodi A~ciat~on of real to^ C-4 L Lodi Unified School Dist Lodi Memorial Hospital General Mills Pacific Coast Producers City of Lodi Wal-Mart Lodi Fab Industries Inc Target Valley Industries Farmers & Merchants Bank Education Health Care Cereals and Food Mixes Can ~anu~acturer and Cannery Gove~nment General ~erchant Industrial Storage Racks General ~erchant Trailer Hitches Banking 2,247 650 575 530 429 226 200 200 191 183 ation, 20.98% are employed in professional services, 19.76% retail ring, 7.98% construction and 6.96% finance, insurance and real oyers considering facility locations in the Lodi area will draw from a large semi-skilled and skilled labor force. Lodi is pan of the StocktonlSan Joaquin labor market. Source: City of Lodi Community Develop~ent Department c-5 IOODW 0 1992-93 1993-94 1WE 199596 199697 1997-98 1998-99 1 m1 m1-M I San Joaquin County Population ~ City Population I Fiscel Year 1991-92 199283 199%%4 IW4.95 1995-96 199697 1997-98 ?%xi-%? 1essoo xxx)-o1 2W102 CaY 52.900 53.m 53,575 54,473 51.m 55,700 55.m 57.m =J,m Sen Joaquin cow? 480,626 503.w 521.W m.7w 529,m 535,420 545.m 554,400 56s.m 583,700 613.500 Rank in Size of ~lif~~ cities 113 im 124 121 I22 123 124 124 I25 Z 26 129 The City of Lodi popul is 60,500 and is ~ntatn~ in an area of 12.598 square miles. The City has g~wn ~~adiiy sin ~~r~ion in 1906 and 2007. The City's Growth Control inan an^ allows growth limits are reached. to grow to 70,500 people by the year in population of 2% per year until the SOURCE: State of Califomla, rtment of Finance, Demwrsphic Reseam Unit. C-6 The main industry of the Lodi District is agriculture. Dairying and milk proce~ing are major indusiries as well, and industrial esiablishme~s such as food packaging~ trailer hitches, beverage blending and bo~ling, fertilizer and cement pipe plants are located in Lodi. Manufactured products include wines and brandy, canned fruit and vegetables, trailer hitches, pumps, cement p~u~s, ice cream, sausage, sheet metal produ~, rubber and dry cereal products. co. 5% Greps, AN B ~aln~s English Almond M~a~ As Apples All PS Lodi is one of the fop 10 richest ag cherries, peaches, plums, waln~s~ onions. In addition, Lodi is one of the la~e~ win~ra~ producing areas in the U.S. with 75,000 acres in production * In l986 Lodi was given the distjn~lon of ~'A~ilation of Origin" -the authority to label wines produced and proces~d in the area as Lodi Wine. This ~on~~~ional authority is unique in Califo~i~. All other Caii~omi~ wines musf ral sites in the ~untry. Principal craps include grapes, as, asparagus, celery, toma~oes, spinach, potatoes, and ainfo~ation provided by Lodi bridge W~negrape om mission C-7 L As the no~he~~osf city in San Joaquin County, Lodi bridges Ute Cenfral California and @ems d in the path of a dynamic growth comdor idaally situatad for business and industry The CEy of Lodi is located 90 milas easf of San Francisco, 34 miles south of Sacramento, dj8cent to U. S. Highway 99 and is easily accessibie to interstate 5. of Mollhem and mild year-round climate. Summer bdngs warn, dry days and nights while the winters have moder~~y cool temperatures. The average high temperaturs of 73.8 degrees and low fam~~u~ of 44.0d~r~s. The aver* rainfa~is f6.62 inchas. The elevation is 51 fwt With prevailing winds North and ~o~hwe~. Sales Tas 56,999 St~~on 564,539 Gait 19,550 ntt 411,200 191,600 7.7500/0 7.750% 7.750% 7.750% 7.315% Cdljf0nUa"s propxty tax rste is 1% plas any bond& in~l~ss Some oftbe bonds are expressed in a rate, and others mch as Melllo Rm taxes m stated in a dollar amount, and on Change liom year to year I.& has no Mellow Roos (axes. C-8 pe growing region since the 1850s. Today, the area has more than nean clim~e, with warn, dry summers and cool, moist Winters. 7~,000 acres of wi farn~ by over 750 g~wers. nual rainfall is 16.62". The soil is rich with mine s annual yield of approximately 6~,000 tons of t give Lodi wines a unique flavor. is valued at over $300 million. The "Lodi" appeli~ion was approved by the Federal ~ovemme~ in 1986. For more in~orma~ion about the Lodi~oodbndge Winegrape g~wing area, visit the Lodi~aodbndge Win~rape Commi~sion we~ite f iwine.~m) c-9 of th F" nizes that employe^, at times, p~~o~ above and beyond the call of duty, The Re~niti~n progr~m is d~igned to acknowl~ge full-time classified employees who have made special efforts in a project, program or service render^. Finance Dept Account Cletk It - First Quarter of t~e Y~a~ Police Dept Admlnis~a~ive Corporal Second Quarter Ron Hertz aint~nan~ Wotker 111 Public works Third Quarter c-10 Commun~ D~velopment ~ommun~ improve men^ Officer I1 Fourth Quarter e an The Grape and Wine Festival is a major attraction in Lodi. Held earty Se~ember, to celebrate the grape ha it features grape murals, local wines, g exhibits. Also in products and art umernus food booths. Lodi Street Faire IS held the first Sunday of May and October This even! consists of closing downtown Lodi Streets for vendors to display their wares There are craft booths. new products and antiques This has expanded over the years to cover much of the downtown area There is music and a section of food booths, with different types of food for all tastes Lodi Farmers Market is held in do~fown Ladi every Thursday evening during the summer starting in June and ~nning to ~eptember. The hours are from 5pm to dusk. A porlion of School Street is the farm. I fa~e~ set up their booths ~ntaining local produ~ in season fresh from c-ll .- lnduded in the Square is an 800 seat performing arts theatre, black box theatre, a conference facilify, e child we center, e senior day cere center, a rehabl~ifation~he~py swi~~ing pod, and a senior information center. Featured Jh5atre events at the Square have included the Oak Mge Boys, Hal Woibroak as Mark Jwein, Dido and MagMan Rick Thomas. The Night Time Live Jazz series waeidy attracfs 4W pfmple in their night~ub atmosphere featufing jam performers from a// ovaf the West Coast. Hutchins Street Square is a unique project for the City of Lodi. The public-private pertnership with the Hutchins Stmet Square Foundation takhg the lead in de~ela~ng the capItwl to build the pmject and the City to provide the maintenance and operation is unique. C-13 HUTCHINS STREET SQUARE One of the unique aspects of the Square is OUT lase volunteer base. Sometimes referred to as the "Knights of the Uprights" our eight vacuumers are led by Dr Norman King These gentlemen put in over 350 hours per year, keeping our carpets in the Theatre and throughout the facility spotless and saving the Square over $2.160 00 each year in labor costs Providing over 1,750 hours per year for various productions in our Performing Arts Theatre and for other high profile event8 at the Square. these are the smiling faces of the Square! Our usher volunteers save the Square $11,900.00 annually. 22 volunteers provide over 1,250 donated hours of assistance at our pool desk to keep things running smoothly by checking in swimmers, selling passes, answering phones, and answering all of those questions. An astounding $22,549.00 yearly value to pool sewices Pool Valunt~r Coo~inator This sole person volunteers an average of 240 hours per year, providing our other volunteers wtth orientation, schedultng, and basic supewiston at the pool A $1,620 00 annual contrlbutlon in time and effort Waving completed all necessary Lifeguard training, they volunteer as substitutes when needed Working a total of 120 hours yearly, they are an invaluable resource, donating $900 00 each year in assistance to our lifeguard program Three Volunteers have compl~ed all training for assrs(ing our senlor guests with tax o~~aration service at no charge, donating over 375 hours, (a $3,750.00 value) Three peer counselors help seniors with the unique problems associated with senior livino " One volunteer facilitates our highly regarcfed, twice monthly Bereavement Support -. . Qroup at the Senior Center. Five counselors, train ~pecializing in medi~l issues regard in^ seniors, help with senior health insurance issues an average of 540 hours per year. th the recent HMO change^ in M~icare su~pleme~s offered, they have been very busy! With these kinds of hours, they will surely exceed the $54.00.00 annual service value to our seniors they usually provide. (2-14 L E The Cii has 263 acres o at the various parks vary handball, ba$ke~bali, volt~y~aJi courts, horseshoe pits and ball within the City limits Lodi Lake offers camping, boating, picni Mokeiumne River Riparian Habitat is home to a great vane of wildlife. Walking along the Nature Trail on the northeast side of the Lake, hikers will see many species of birds, mammals, reptiles and fish. Recent and in progr,ess projects include a skatepark located at Kofu Park. Katzakian Park development, expansion of our pedestrian and bike trail at Lodi Lake, and renovation of the National Guard Armory building for use as an indoor gym. A wide range of recreetional programs for all ages are also oflered. Available programs include youth andlor adult sports programs in soccer. basketball, baseball, softball, football, tennis karate, wrestling, afterschool programs, and other special events. d parks and Z 10 acres of undeveloped parks. The amenities $~mming pools, tennis courts, playgrounds, boat ramp, I The Ci enjoys one lake nd swimming. The C-15 7he town library for as home to the Lodi Cify Council. e~t~ns, the Camegie Libr8cv bui/ding now setves ~jcated in 1@7Q, fbe mu Lodi Public tib~ry opened to the Pubijc. ill A A net?ting place for C-16 E The Finance Depa~ment provides financial and other support se~vices to include: Finan~al planning; acwun~ng: cashier seTvices~ inve~me~; billing and tax admini~ration; utility meter reading; mail proce~sing; pu~hasing payroll, a~~n~ payabl~ and ~lle~ion rnrvices. The Finance Depa~ment has received numerous awards for Ekcellence in Financial Re~~~ng, the Di~ingui~hed Budget ~Fe~n~~ion AwaN and Mefit in Oper~ionat Budgeting. The City provides eme~ncy 91 I phone seN~ and maintains four Fire Staflons, staffed Vvnh 57 full-trme employees rncludrng 47 refighte em The Cdy has one poke stafron staffed with 78 poke officers and 5 reserve offiMlrs L t The Lodi Fire ~pa~ment provides meny services to the community. These services include public education, fire prevention information, disaster preparedness in formetion, emergenoy managament all hezerrf eme~ncy operations, and emergency medicel services. All emergency fire apperatus are equip~d with Automatic orternel Defibn7lators AED's). The Ere Department participates in the County's Regional Hazardous ater rials Response Teem, Technical Rescue Team, end Amon lnvesfigafion Teem. These teems provide leading edge services to the communty in aN types of emepncies and disasfem. L olice ent Lodi Police Department police depa~menf. Spe negotiation^, E3plosive -service, community oriented units include SWAT, Hostage Met, Trafic Pafml, Hcyde of it's Crime Prevention Progrem. The Partner's Volunteer program, for senior citizens, has over 100 perticipants. Currently, a new 59, OOO sq ft. Lodi Police ~epartment feciity is under construction with estimated completion In 2003. A new Animal Shelter end outdoor pistol mnge ere b&ng designed. .. TA TI Lodi is located on the main line of the Union Pacific Railway. Central California Traction Company provides interline senrice with Westem Pacific, Santa Fe and Southem Pacific. There are three major highways sewing Lodi, Interstate 5, Highways 99 and 12. Stockton M~ropol~an Airport is located 14 mil ~r~hound Bus lines, S route bus service based in the Cii. The Stockton inland deep water Seaport is located 14 miles south af Interstate 5 and Weber Avenue in the City of Stockton. h at Highway 99 and Airport Way. Bus service includes us fixed route service based in StocMon and Grapeline fixed Jha Pubk Works Depa~meni mainfains 181 mtes of streets, 16 miles of e#%y ways, 5057 streel lights, 50 traffic signais, 4,800 signs and sweep 364 miles of curbs and alleys. They also maintain 6,762 trees, 56 spedas, and ramove 7000 cubic yaWs of leaves No~ember through January. The City of Lodiprovides storm drainage services for the Lodierea, with 106 mi7as of storm drains, 2,799 catch basins, 14 pumping stations, 45 pumps and 8 retention basins. C-19 t Your Needs ugh to care ?he CXy of Lodi has owned and opar~ed its eiectric system since 1910. Today's 26,300 customers are semed by foor 35% commercial, 33% msident two main sources: the Norihern Administ~t~n (WAPA). In antidp 1968 for the purpose of finding and developing new sourms ot'afJOrd.9ble powec Thmgh NCPA the City is 6 participant in two $eothe~el plants, six gas turbine plants, and a fiv~ene~tor hydro~lectffc project. In addition, the C#y is also a perii~pant in the Car~~~~O~gon transmission Project W~h ~taf~and~eU public benee funds, the uWity currently offers rebates to ~~denti.91, as we!! as, smali and m~dium-~z~ commercial ~stomers who install de~gnated and approved energy efficiency measures. ln addition, the utility has both an on-line and on-site energy audit program for residential customers and is developing the same for small end medium-sized comme~al cusfomers. The cusfomer mix on an energy basis, is 30% industrial, Poww Agency [NCPA) and the Western Aree Power 2% moMcipa1. Efectric pawar for Lodi is pwchesed through increasing power costs, the City joined NCPA in c-20 The Wy of Lodipro~idas municipal water semee within the CITY limifs. The water is 100 % from ground wsfer pumped by app~~mat~ 25 wells, producing 5.5 bfflion gaUons per yeerr. Them are 212 miles of wafer lines for 22, and 1,050 water metam. ~ete~d the she of ths matarplus $0.53f pr I00 cub# feet ~4~gaffons) of usage. Non metemd commerc&?I accounts are based on the ska of the service. Residential service is non-metered and based on the number of bedrooms. The CEy of Lodimaihfaiffs 170 mifes of wastewater#n%s Ialerals for 23, 000 c s and operates one wastewafar ffe~#ent p/ant ~h average Uaiy freatmanf af 6.5 MG and maximum daiiy capacity at 8.5 MG. C-21 ~~~~~ The project includes the con~~ction of a 7,Z~O-~uare-foot fire station, a well enclosum, an eme~en~ ~Iectri~l generator to serve the well and the Fire Station, and associated site work. The Fife $ta~on in~ludes a central apparatus room with an ~djoining exerci~/utili~y/~uip~~ w~n~ to the north and a lobby/o~~reside~ial wing to the south. Lodi Station Pa~ing St~~u~ on the former train depoi site. The Structure includm a t~re~ievel, 329 car There are bike parki portion of the roof p will a190 be four electnc vehicle cha~ing Stations located on the ground level. re with 15,000 ~ua~~fe~ of ~~und level retaii/o~ce space. a duai-pu~~e shade structure is plann~ for the center rovide shade for vehicles and generate solar power. There c-22 Civic Plaza V~e The Commun~ is very proud of the sacrifices our V~erans have made and eternal flame is a show of res If of our Country. This All Veterans ~onument with it’s obalisk The Outdoor Skate Park is located in the drainage basin at Kofu Park. The park is open onday ~hrouah Sunday, there is a pro-shop an the pr~mises that affers safefy equipment. All skate^ are required to weaf safety equipment when using the park. C-23 eG ivic The Public Safety Buil includes critical impro Station 2. Phase tl in~udes building a nm police ~~~ure. Phase IV in for Fire ~dfflini~ratio project consist of four phases Phase I g and u~rad~ to Fire 111 is the addition of a parking the renova~on of the current 304- year-old Public Safety Bu~iding ion 1 plus other gove~fflentai oftice uses. r C-24 .L."*.. Capital fund, and 20% The bal~n~ of the Pro TY the City's S 34.000.000 General Fund. Safelv C-25 cultural 8 Economic Government SffiialServiCes DBvelopment section D G AC S ET GA S * PublicSaf~ * PublicU~~ A6ssion: pro Activity: T& Public Utilities E E ation Supavisian of Department StafF D- 1 Pub~jc Safety Police Protection Fire Safety Other Safety Services Public Utiiities Wastewater Utility Services Water Utility Services Electric Utility Services Streets and Flood Control Municipal Transit System Leisure, C~lt~rai and Social Services Parks and Recreation Services City Library Community Center Planning Construction Development: Engineering Construction Regulation T~nspo~atian CQmmuni~y and Econarnic Deyelopmen~ Economic Development Legislation and Policy General Adm~nistraiion City Manager Public Works Administration General ~oyernment Legal Services Records Admin & Elections Administrative Services Human Resources Administration Risk Management hformation Systems Information Systems / Data Processing Finance Administration Organizational Support Services Field Services Building Maintenance Fleet Services General Support General Liability Other hsurance Benefits Adminiskation Non-Departmental Police Fire Public Works Public Works Public Works Electric Public Works Administration Parks and Recreation Library Admini~ati~n Community Development Public Works Community Development Administration City Clerk Administration Public Works City Attmey City Clerk Human Resources Human Resources Administration Administration Finance Finance Public Works Pubfic Works Administration Human Resources Human Resources Human Resources General Fund General Fund General Fund Wastewater Fund Water Fund Electric Fund General Fund Transit Fund General Fund Library Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund Self Insurance Fund Self Insurance Fund Benefits Fund D-2 The ~o~tion in an Activity Description includes the following elmenis: .. ent Title - The Mission Title, Activity Name, Department responsible for program admmstm tion, Program and Primmy Fund Source ~~c~ption - Activity purpose, goals and objectives are demi in this part. Ae~~~i~ Costs - Four years of historical and projected expenditures for the last fiscal years, the actual for 2001- 02, the current Budget for 2002-03, the Approved Budget for 2003-04, and the Proposed Budget for 2004-05. Activity costs are divided into six cost categaries by object code: 1. Pessonnel Services - These are salary expenditures for all repla employees, part-time employees, temporary employees and contract employees (as weU as their related costs, benefits, and overtime) paid thou& the Cis payroll system. 2. Utilities and Co~~catio~ - AU expditures for utilities and co~~~tions. 3. Supplies, Materials &. Services - All expendhes for the purchase of supplies, material and services necessary for the conduct of day-to-day operations. 4. Work for Others - All e 5. Minor Equipmeat - E for all purchases of equipment greater tban $3,000 but less tban $10,000. New capital purchases or projeca with a cost in excess of $10,000 are included in the appropriate Capital Improvement Budget. s for work ~o~ that is ~~~b~e to the City. 6. Other - Expenditures for special purpose payments such as taxes, donations, etc. summa^ ~ A four year sm of acN budgeted, approved and proposed authorized regular positions by activity. Staffing is based on organization and not cost centers. StaFpositions will be assigned to activities in which the employee is expected to spend SO!! or more of their time. For Enterprise Fund employees the "whole person, whole place" rule is for the total Entqks Fund, is. employee time may be distributed based on level of effort. g C~a~g~ - This section provides a summary of any sisruficant changes. A sig&imt expenditure and staffing chge is defined as a change thal meets * Significant one-time costs * Major service curtailments or expansions Ir Changes in operations that will s~mtly &ect other departments or customer services * Changes that affect cursent policy * Dollar p~eter~ vary by De~m~t; however, changes that increase Actsly costs by more tban $5,000 should be considered a mjor expenditure change Major ~bjec~~ - This is a list of sigdimt objectives necessary to improve or change service delivery. D-3 S expenditure summaries are provided to ~ght the financial relationships between Missions and Program as well as to sunxmrke the overall Activity budgets. This ~ is presented at the Mission, Program and Activity level. endi~~s by M~sian * SLU&S operating expenditures at the Mission and Program level E~endi~~ by Ac~i~ * Smds operating expenditures at Activity and groups these expenditures by Program and Mission D-4 z003-z~os ~ANCIAL PLAN AM, SUMMARY OPERATING BlJDGET BY MISSION , Palics Protecti.vn Pirl Safety Oiher Sefsly servioe" Totni Ptiblic Soiety Publir litililics Water Ulility Services WaStewler Ulility Smim E1:locuic litility Swicer Told I'rhlicUtilities Trl,,ap OPlRti'll, Streets and Flood Contra1 Transit Totel Tmnsporlnlion Leisurc, Cultural & Sociul Service.? Pails and lbeoroation A~lminisustion Reorestion Divixion Parhr Division Cultural Sclvioer Told I,P~SWP, Cuttad & Social Services Cnmniunily & Ecoiioiiiic Developmen: Planning Constmction Dwdopmenl Economic l~evelapmcnt Told Coirmunily & 1Tcoiioniic Drvclop~nonl Gcncrel Gowriimont Legislation and Polioy Goncrnl Adminisuntion City Clrih Sevioes Arlrniniiirntivc Servicss Oisnnizntiannl Suppoct Services Non-Dopocimtcntnl Scrvices Logal services Tomi Genernl Gevrmmenl 7OTAL OI'ERATING BUDGE? 8,983,299 8,786,908 4,574,118 4,740,095 4x095 44,750 13,600,512 13,571,753 2,505,539 2,642,679 11,148,606 12,911,068 3,774,025 3,377,012 17,428,170 18,9'10,759 1.817.284 2.322.824 697.583 865,971) 163,171 533,736 2,450,065 2,374,113 5,310,496 5,274,630 1,399,077 1,500,211 409.1 18 S52,795 2.0822~3 2.340.212 661,160 558,355 3 152,561 1,451,362 58,671 70,400 787,848 862,877 280,207 293,610 m,nn 331,585 2,896,374 3,452,326 1,973.492 1,999,842 6,809,609 6,933,935 13,039,220 13,944,575 5,731,325 11,129,994 49.640 3.21s.800 3,848,145 13,862,020 20,925,965 2,072,270 2,419.430 4,491,700 942,970 812,555 1,554,985 2,617,796 5,928,306 527,700 444,980 3,289,410 2,316,730 68.820 878,817 339,375 291,755 3,557,310 2,186,260 8,921,620 16,243,957 66,109 332 u 6,723,555 52,425 16,866,399 3,199,415 3.937.305 ,I 14,463,990 21,600,710 2,1 S8,690 2,542,285 4,700,975 1,027,420 749,855 1,627,975 568,575 2,535,170 453,525 3,557,270 70,800 936,192 365,570 340,660 3,759,932 2,261,460 9,763,585 17,498,199 70,318,889 - OI'FRATINGBUDGET BY ACTIVITY 2001-2002 2003-2004 2004.2005 Budgd Budgel Public Safety Police Rotcotion Police Administration PDlioe Operation% POIiCS hestipntiona Animal Shdler Fim AdminisVstinn Fire Life and Safety Emergency Operations Emergrgency Mcdical Sen Other Safely Services Weed Abaternorit Graffiti Abatement Firs SSfCty Total Puhfic Safety 865287 4,959,728 2,972,492 188,792 3 10,622 202.130 1,094,650 1,146,800 4,950,209 5,266,414 211,965 219,705 3,192,205 3,457,500 974,863 4,610,065 3,011),570 182,410 326,600 238.665 350,375 375,850 266,650 286,425 5,02S,940 5,968,665 88,3611 92,615 4,039,294 22,072 ,ices 4,507 38,588 13,600,512 49,6411 52,425 15.229,994 16,866,399 44,750 13,571,753 Public Illiliticn Water W?J%t%V#ile, EIecViool Wstei Utility Scwizes Wnstewatrr Utility Ssrvioes Elaotric Utility Services Told Public Utlliticq Streets and Flood Control Tmasportatiom Swel Mxintcnnnoc StrrEt ReCrees Smel Cleaning Parking Lot Msktrnmcc lmnsil Trmsil Told Trnnnportntinn 3,215,800 3,199,415 3,848,145 3,937,305 2,505,539 3,774,025 2,642,679 3,371,012 13,862,020 14,463,990 20,925,965 21,600,710 12,91 1,068 18,930,759 I 1,148,606 17,428,170 1,393,915 143.855 1,690,486 133,220 4~2,130 16,988 1,590,315 1,659,270 141,410 144,945 ~ix.905 332,835 21.640 21,6411 259,451 20,057 2,306,402 4,123,686 2,343,747 4,716,571 Leiserr, Cultural & Social Services Ps&s and Rowention Pnrkr and Recrestion Conmiasion 1,139 Pnrks and Erorcntion Administlrtion 695,844 Ilccrention Division Yautmeon sports 122,877 TndoodOutdoor Aclivitien 21,580 Apnti~s 114,778 Adult Sporlx 49,876 Re~re~tion 1'1ny~munds 177,642 3,950 862,0211 3,515 3,515 939.455 1,023,905 155,340 18,nm 101,154 53,375 182,877 22,9211 180,877 592,910 135,818 127,591 463,015 5,000 1.208.743 318,475 3 18,475 102,070 104,115 54,585 54,585 18,155 18,155 187,020 189,345 132,250 65,180 .. cnnoessions/Aficr SCIlOOl Rogxaams Pnrks Dii,ision Lodi Lake I'nik 277.018 150,341 2111,325 208,155 141,520 144,x40 3 13,445 536,845 570,415 600,655 128,28U 137,480 OlkaPnrka 584,574 Perk Operalions 126,690 Equipmen1 Msinlenince 114,360 Pnrks - Sports Fndity Mnintonriice 423,106 Library Board 1,976 Libmiy i,225,68S Cultural Activities. Community Center 1,222,401 Cullurnl Semiom Tolnl Leisure, Cultural & Sociol Services 5,310,496 4,500 4,500 1,253,585 1,295,985 1,359,711 1,389,601 5,928,?06 6,095,336 1,160,970 5,274,630 Conrmu,rity & bconnmic Dovelop metal Planning Community Dovelopmen1 Commissions 4,121 10,360 6,355 5,605 Cod0 Enforc.menl 285,561 391,840 371,820 395,420 Building and Sofcty 571,576 662,760 611,405 7117,720 Current ond Advanced Plaming 4114,997 542,435 521,345 562,970 Engiacering 1,225, I46 1,285,612 1,261,505 1,432,030 Fi-ononuc Dsvelupmml Eoonornrc Dwelupmcnl 661,160 558,355 444,980 453,525 lolnl Comnruiul) & Frowntic Developnienl 3,152,56 I 3,451,362 3,289 41U 3,557,270 General Governmen1 City Counail City Manager Public Works Administration Legislation and Policy Gcnord Administdon Legal Scrvioer City Clerk Servicea city Attomcy City Council Proto~ol Records A&mlminisiinGon Eleotian Adrninistmlian Administml"ro ServiGes M;umnn Rrrsurces Administration & Citywide Training Risk Manogemsnl Information systems Piriance Adminisirstion Aroountimg Scrvioes Revciiuo Sowicss Purollasing Orgonizetiond Supp"" Scwiorr Field Servioes Building Mninlmnnnae Fled Smicrr Non-Depnrlmcntnl Sewices General Support Citywide Utilities G~nard Liability ollm 1nruronces Workers' Compsnsotion Charges Benefits Administralinn Totid Gcnernl Gwiveninmnt TOTAL OPEIUTING BUDGET 58,613 10,400 68,820 70,800 400,613 419,410 449,150 418,595 387,235 443,467 429,061 457,597 280,207 293,610 339,315 365,510 12,277 21,50U 18,000 18,000 219.940 264,485 212,155 275,260 800 39,600 1,000 41.400 424,175 88.053 792,4811 228,623 477,081 628,017 257,945 367.682 507,536 1,09R,Z74 775,285 183,321 YZ9,80R 63,994 1,066,754 3 190,451 13,039.220 394,426 191,645 1,050,584 198,445 113,095 281226 S79,186 616.697 1,003,359 116,410 953,655 650,270 70.515 621,9115 xxi,160 3,646.325 13,944,575 SY,889,650 P 418,535 442,650 in,m 188,465 783,625 833,485 295,995 31~,420 167,100 113,655 1,108,565 1.148,502 606,110 653,lSS 393,055 414,000 1,149,815 1,204,950 643,390 642,510 808,835 863,941 843,880 811,990 943,550 3,010 115 I 10,5 10 113,190 4,556,921 S,IS~,I~O 1,657,920 1,119.135 16,243,957 17,498 199 66,109,332 70,318,889 z, -7 ACTIVITY: Police Admuustration DE~ART~~ Police PROG~M: Police Protection m: General Fund AC'MVITY D~C~TION Police Addstration is responsible for general p!mnhg, 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, impiemcnt new Police Department citizen "scientific" survey with help from a local college; 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) Administrative Unit: Police Sergeant and Corporal conduct in-depth background investigations on new hires; internal affairs and administrative investigations; internal inspections and audits; coordinate in-service tram6 as well as POST mandated advanced officer training at school sites tllrougbour the State. Redirect focus for this administrative unit to create Office of Professional Standards, (20 percent of the activity). Animal Services: Coordinate Animal Services, including the pick-up and care of stray animals; as well as the day-to-day functions and maintenance of animals at the Allimal Shelter, Coordinate new Animal Shelter design and construction to meet demands of toda?: and into the future. (5 percent of the activity) Personnel Administration. Coordinate and adrrirnister personnel policies and programs; advise and assist employees with personnel mstters; maintain Department personnel records; process personnel actions and payroll changes; administration of Workers' Camp claims. (20 percent of the activity). D-9 C SA ACT~TY Police A~in~s~ation DEP NT: Police : Police Protection mw. General Fund ~~~ES -Approved for 2004-05 - Appr~v~ - Not approved -keep fundrng at current level - Not approved 2003-04: Increase Funds for 2003-04: Anti Terrorism Training ($22,500) ve ($10,000) .S . 0 Complete construction ofthe new Police Building. Integrate the Records Manag~ent System to enhance access for LPD criminal records information and other CountyIState agencies. Expand Community Oriented Policing Community Oriented Policing efforts have been very positive and continues to expand with re-emphasis on the D strict C~rnand~ sp~hea~g efforts to reach out to culturally diverse neighborheads. Review and ~pl~~t new training and equipment demands since the 9-1 1 attacks. Pa~~~pation and ~r~ation of legislative continue; Chief Adams is on the Executive Committee of the Califomla Peace OfGw’s Association aud reg~dm1.y meets with different Legislators, CPOA Lobbyist and law enforceraent leaders. LPD conhues to survey the community on a hiannual basis; w approval ratiug mthues to be high with 87% of respondents stating good to excellent rating of OUT department. We will be revising our survey to become more scientific with the assistance Eram local colleges. * = * 2003-05: C * 2003-05: E munity Oriented Policing; refocus Community Policing efforts and DUI accountability a 2003-05: Coordinate ~~~iati~ efforts * 2003-05: Revamp D~a~en~ ent & Ba~~ound Procedures with new Office ofhofessionat Stantar&. * 2003-05 Oversee start o~~~uction of new Animal Shelter Eacility LATER COST CE~E Police Administration (101031) Asset Forfeiture Vehicle Theft Account D-10 Potice operatrons NT: Police : POlicePrO~tiOn GeneraJ Fund law violators, iacarceraes criminals, and enforces traffic id, State and Federal laws; 2) timely response to calls traf6c cireulatio~ 4) freedom from crime for citizens and visitors to the Cix an& 5) condnct. “kis activity has five major eltmenw: for seMce; 3) safe and SUCCeSGfUI suppression of nerd patrol. Provide area palrots (vehicle, bicycle and foot pa@&) for re^^ and derection of criminal citimns and visitors to LA; respond to senice calls, ~prehend law violators; ai mlving particular ~~~~ problems, utilizing various resources available ty; provide general assi in special projm in commnnity (84 pereent of the activity). cpatroL Provide patrols to enforce local and Sate vaffic and vehicle regulations; issue citations; respond to traffic accidenls; and, enforce local parking regnlations (10 pe~~t of the a~~~ty). Respond to major di and high-risk incidents, arrests, and searches (includes use of SWAT and bomb inve~~tors) (3 perrent ofthe a~~). ary Police ad~Q~~ Recruit, tra& ~~~te and mobilk volwrkm o5ffirs based on the demand for senice and s[a8ting Crime P~vcntion: events (2 percent of thc a~~%). mut of the activity). ~r~e crime prevention efforts, Ne~~~rh~ Watch and ParuiCipates in special CO~U&’ D-11 Police Operations NT: Police : PoliceProteclion General Fund . nted Polieing: Thc Lodi Police D t works closely with Ihe Lodi Fwys & Girls Club, the and varj~us other serviee org as a way to expand our contacts tbroughout the mbrs ofthe Police Department hold offices in these, and otha local service organizations. We also address Co~~~ G&nted ~olic~g via our District ~m~d~' intemction with citizms in their &or and inrernal a~~b~ty. Promote Co~~ P~~p: Our District Co~~de~ activeiy engage cidzeas Within the& secton to get input and ideas on areas of mncem. LPD then works with those citizens to positively resolve those issues. Neigh~rh~ & Business District Crime Prevention: Crime Prevention conhues to take a proamiVe role working with the public. Progmms have changed and expanded to address CUTrenl areas of interest.. The most recent new pro^ include meas that ~6~y address senior citizens and c~~e~ who are home alone. . In~~entions for Gangs, Drug & Hate Crimes: The 'vision and the DisQict Commanders are working with Project ~r~rongh to address issues c basis e prevention of hate crimes in ow city. kg and ~g-relat~ k ti^ are addressed through the Gang A also ~d~~ with our Snpprt Services detectives via Scboot Resource OBicers and the Special rwestigdtions Unit 0 a. ne= am ofconcern RO S c * 2003-05: PromotePoli Q Pmership * 200345: F~onN and B~iu~ Districtf Crime P~~tion 0 2003-05: D~e~~ hewive ~~tio~ for gangs, hale 2003-05: Evalmte ow Cmunity Oriented Policing strategies io re-focus OD ~~iliiy strategies 2003-05: Educaie the citizens to social problems * 2003-05: Asme Parking E~orcement r~~ib~iti~ and expand ~nsibiliti~ 0 2003-05: Impl~~ Police Cadet Program Police Operabons (101032) A~~~~~ (101041) D-12 S A Police Support Services D NT Police : Police Protection General Fund AC The Policc Su~~ services activi!-y felony crime; ~elo~ and maintains case records, reports and evidence; maintains reMlrds and and persons; Ctime suppression; operatas and maintains the City’s emergency ~~~i~tions and ~~~hing sanrioes. Activity goals inclwle: 1) early iden~~tion, srtppresSion andfor mest of felony crime and persoas; 2) timely tion on of rrimes and criminal activi~ 3) successful pFosecalion of ap~rehen~ critninats; and, 4) freedom from crime and criminal activity for citizens and viisilors to Mi. This acti~ty has seven mjor elements: s: Conduct and coordinate ~e~~tions of felony and some misdexncanor crimes or nirniaal activiw, develop case reMrds and reporlr; obtain and eawe evidence, condnct €ollow-up invesiigations as required; and make anrests (30 ~er~t ofthe a~~~). al ~ve~ti~ations Unit: Serves as a Oriented Policing. Develop programs to promote nsible and constmctive activity and re~nd to conununity concerns and issues regarding n~6~r~~ and gang activity (25 pe~ent 8 Unit: main s and pu activi~) mst rmrds and Criminal records; and provide information to other Cwe Li~~n: coordinau: and prepare ~~pe~ Unit: pro~ntion of criminal ogenses (S ~~nt nf the activity). Jail Senices: a~~). en&, reports and evidmcc for courts (5 rceot of the activity). Receive, catalog, organize and ~~n evidence obtained during ~~ hv&@tiom for Receive, prwas, hold, care and feed prisoner% booked into the Lodi City Jail (10 percent nf the AND ST~F~~ 2003-04: Hire High Crime ~ve~~a~~ (3) ($69,000 City fnnding) 2003-04: Forensic Semce Funding ($3S,000) - Mer until 2004-05 - Not approved D-13 .. PUBLIC S~~T~ Police Support Services PROGRAM: Police Protection ACTIVITY: DEPAR~~ Police FUND: General Fund MAJOR ACCO~1,ISHMENTS * Specialized commu~~ity support: The Support Division has, throughout the departmental reorganization, assigned specific detectives to assist patrol Distric: Commanders with special issues and problems relating to that specific district. Liaison wilh schools and other community organizations: With the reorganizalion, our School Resource Officers increased from one (I) to three (3) officers assigned to specifically address school related issues. A dramatic posilive affect has I occurred with this program Monitor citizen’s satisfaction and needs: Surveys completed on citizen salisfaction on a yearly basis, 87% of respondents . stated good to excellent rating of our department. MAJOR OBJFCCTIVEVES e 2003-05: 2003-05: * 2003-05: . 2003-05: . 2003-05: RELATED COST CENTERS Police Supporl Services (101033) CRACNET (101037) Special Investigations (101051) Provide specialized suppon for the Community Oriented Policing concept Liaison with schools and other community organizations to identify issues that affect youth Anticipate trends and changes needed and respond to them in a tiniely fashion Innovative in finding new and more effective approaches to completing tasks Additional effon and resources towards internet and identity theft crimes D-14 Animal Shelter NT Police : PoliceProtection General Fund A D~S~~ N The Lodi A~~ She animals; adoption of sus ani . ~~bie for con~~g do~ and cats; ~~g of loose, stray or unwanted of &ad animals found on City met% and ~~g and rePor(i0g animal bites and s of rabies. Mty goals include: 1) ~spousible conml of dogs and cats by owners; 2) enfommeni of city’s ordinances; anb 3) timely response to calls for assistance. This activity hits two major elemmts: ~~~ canlrof. Enforcement of the City’s AnhA Control ~~ces; and removal of dead animals found on City sheets (60 pe~nt of the ac~~~). . mal sheI~r. Collecting, and disposing of lost and snay animals found on City slreets and parks; ng adoption of recut ofthc a~v~~. - Approved -- Approved diligently to promote a more positive public image with the citizens of Lodi. Friends to neuter animals. * Haveincreased spaying and neutering. B~~~y,a$ 0 N~~~~ . ~opti0~. with the cost of ~a~~n~u~~g your pet. ani~ by injection vs. the p~o~iy used ‘“gas chamber”. Fenced in a ‘‘play ynrd” area at the Anid Shelter to exercise the dogs and use as a get-quainted area for potential dog Animal ~~I~r~iOlOl~) D-15 : Fire SaGeLy General Fund ON mation activity plm, evaluates aU Fire D and their activities. Activity goah long-tm faCitity and fire Service plans; are: 1) respomive, effective and efficient Fire ~p~nt and, 3) interaction with other associated agencies. This activity has seven major elemem: Fire D~a~en~ i~de~~p. Develop, implemeni and maintain Fire Deparlmeni policies; fiscal maoaganent; statistical analysis, r~~ent and screening of new ~~~h~; plan ways to meet new demands for hre and emergency Services; and, represent City on fire and life safety related issues (40 pe~~ of the a~ivi~). Long range pl~nin~. and City; anticipate co and, iden@ speciat el a~i~stratio~ Coordinate and a~~~~ personnel policies and programs; prdde advice and assistaoce on pemnnel matters; process personnel actions; and, develop internal policies and pra~edure~ (30 pereeot of the a~ty). Ordinances and Policies necessary for long-term development of the Fire Departooent needs for fire se&ces and plan required changes in hcilities, equipment and &ng; within or near the City (10 ~~~ of Ithe acti~~). D~~~l’s Strategic Plan is in he with other agencies; rna~~~~ of men^; an& political a~~ment and assessment of mtnal and aut ment Develop and manage the City’s Emergenw Plan and Emergency form of co~~i~ involvement and relations by engagiog in a variety of involvement with civic groups, news media, C~~ of Commerce, Lodi Unified School Distria, and other comm~ty and interest goups (5 ~~~ nf the a~vi~~. C~nc~C~ M~ager ~ppo~. Provide necesw suppon for the City CounCit and Ciry Manager to assist with ~g~ent ofthe CitJJ (3 percent of the activity). D-16 Admmistration ~ROG~M: Fire Safety ACTMW. ~~PART~~r Fire RJND: General Fund SIGNIFICANT EXPE~ITU~ AM) STAFFING CHANGES None MAJOR A~CO~P~lSl~~~S * Firefighter recruitmenl e * Promotion of Department personnel * Relocation Fire Administrative Office e Opened Fire Station #4 * Reorganized Slaff MAJOR 2003-05 OUJECTn7ES . 2003-04: Dcvelop and implement paramedic program e 2003-04: e 2W3-04: Develop master plan for future staffing, fac es, and equipment needs e 2003-04: e 2004-05: Develop remodel plan for Fire Station #I e 2003-05: e 2003-05 Purchase of new fire truck Recruitment and hiring of Emergency Medical System (EMS) Coordinator Develop a1 implementation plan for the remodel of Fire Station #2 Reorganization of sLaff and development of duties and responsibilities Development and trainiig of staff person to research and acquire granls RELATED COST CENTERS Fire Adrmnistration (10201 1) D- 17 .~ PUBLIC SAFETY ACTIVITY: Emergency Operations DE~ART~~T Fire ~ROG~M Fire Safety m4: General Fund ACTMTY DESC~TION The Emergency Operations activity plans, directs and evaluates all Fire Department programs for emergency response and their activities; and, protects life and property by responding to medical emergencies, rescues, fires, hazardous material incidents, and other emergencies. Activity goals are: 1) responsive, effective and efticieut emergency response programs; 2) limely response to calls for services; 3) no loss of life from reported emergencies; and, 4) minimal property damage from reported emergencies. This activity has eight major elements: Medical emergency response. Provide victims of acute trauma and illness with basic life support from certified personnel (60 percent of the activity) Fire emergency response. Answer fire emergency calls and suppress fires (9 percenl of the activity) Hazardous material emergency response. Contain and mitigate hazardous materials spills (2 percent of the activity) Rescue. Free trapped or incapacitated victims in wrecked vehicles; water related accidents, caved-in trenches, collapsed buildings and other confured spaces (2 percent of the aclivity) Training. emergency situations (10 percent of the activity). Public education. Conduct Station tours, fire safety presentations to schools, businesses and community groups (2 percent of the activity) Nnn-emergency activity. Conduct fire inspections, supervisory and required input of required reports and documentation, maintenance of fire apparatus and facilities (5 percent of the activity). Support Activities. Management and compilation of information systems, which include emergency run reports, state and local reporting of statistics and maintaining infonnation systems. Management of' radio collvnunicationidispatch, water supplyihydrants, safety equipment and firefighters safety. (10 percent of the activity) Conduct training as an Engine Company or a shift for preparation and readiness for a multitude of possible D-18 S NTE AND S GES - Approved - Defemd until 2004-05 if fuUy funded 2003-04 &re Captain (1) ($324,435) - DeFd until 2004-05 . . . . . . . . . . . . . * . * . . * * . OR 2003-05 O S 2003-04: 2003-04: 2003-04: 2004-05: . * 2003-04: ~~~~~ Engine Company at Fire Slation #l I Pronrre Base Station Emergency Alerting System witb private line Saip capability Replace b~at~g air system for Aerial Tiller Develop improved ~~~~aacking of persoanel prOteaiVe and safetr ~~p~ Rcplamment of residential anciUary accouvcments e 2003-05: Fire Station #2 novation I 2(H)2113 ~IN3-M x_ 2004-0s WORK FLOW INDICATORS I _- Ul(ll-02 _- Etiicrgmcy Hcqmsr Calls 4.230 4.344 1.44x 4.525 1 ~~D COST C Emtxgency ~~tio~ (102012) D-19 ACTIVITY: Fire and Life Safety DEPAR~~T Fire PROGRAM: Fire Safety rn General Fund ACTIVITY DESC~~ON The Fire and Life Safety activity has administrative responsibility for documentation of area characteristics, fire risk assessment and response strategies, non-fire risk assessment and reponse strategies, fire prevention and life safety programs, public education, and fire investigation. In addition to those activities normally found withii the Fire and Life Safety Division, this Department is unique in the utilization of personnel within this division for the management of financial planning and practices. Activity goals include: I) elimination of fire hazards from buildings, equipment and properties; 2) safe handling and containment of hazardous material; 3) broad public awareness about the dangers of fire and bazardous material; 4) thorough investigation into the cause and origin of fires; 5) documentation of area characteristics and review of response strategies: and, 6) detailed financial planning and reporting. This activity has six major elements: Fire hazard inspection and abatement. Periodically inspect commercial, govemmcnt and industrial sites for fire hazards and respond to citizen complaints about fire hazards (60 percent of the activity) Fwe and arson investigation. Investigate all reported fires to determine causes and possible prevention measures (5 percent of the activity) Building plan review. Review development projects and building plans for conformance with Fire Safety Codes (15 percent or the activity). Public education. activity) Financial planning. Risk hazard and value evaluation. Standards of Cover is adequate and appropriate for the identified risk (5 percenl of the activity) Present fire safety education classes in schools, hospilals and convalescent homes (5 percent of the Budget plmling, preparation and reporting (10 percent of the activity) Determining the risk, hazard and value evaluation of buildings to assure that the D-20 ACTIVITY: Fire and Life Safety PROGRAM: File Safety DEPART~~T: Fire FUND: General Fund SIG~CA~ EXPE~I~ AND STAFFING CHANGES None MAJOR ACCO~LIS~~S s Development and implementation of the 2001 California Fire Code and City of Lodi Municipal Fire Code Development and iniplementation of policies for joint Fire Investigation Unit Hiring and development of new Fire Inspector Completion of state Level I1 fire prevention courses by Fire Inspector Training and developmetit of two Fire Investigators to replace vacant positions due to retirement and promotions lmpleinentaiion of form to assist tracking of new businesses developed jointly with Community Developinent and Finance Fire Marshal received certification of 2000 Uniform Fire Code e * e e . MAJOR 2003-05 OBJECTWE e 2003-05: . 2003-05: 2004-05: * 2004-05: Implement new software for logging, tracking and management of Fire Prevention Bureau information Development of fire department standards and developers guidelines to assist with permit and iilspection process Research re-implementing Business Inspection Program Research needs. develop criteria and evaluate permit program and fee strncture RELATED COST CEN'rERS Fire and Life Safety (I 02013) D-21 2001-02 I 201121l3 2003-04 .___. I ' BUDGETED I BI TAFF~NG SUMMARY ACTUAL __- 2003-04 Fund Stocklon Jomt Fire Academy ($22,500) -- npproved 2004-05. Fund Emer~n~ Vehrcle $12,595) -- A~~~ 2004-05 Mase Emergency Tm OS5) - Defer to next two year budgel s tot- 15 new employees D-22 ACT": Water Utility Service PROGRAM Water Service ~EPART~NT Public Work. FUND: Water Fund ACTNITY DESC~PrION The Water Utility Service activity provides potable water to approximately 22,500 residential, commercial and industrial customers; and, provides water for adequate fire flows and pressures to fire hydrants, private fire suppression systems and private on-site hydrants. Activity goals are: 1) provide a reliable supply of safe drinliiig water; 2) ensure prudent and responsible water use; and, 3) provide well maintained pumping, distribution and treatment facilities and equipnient. This activity has six major elements: * Administration. Provides overall direction, supervision and planning for the water utility activity; prepares studies and repons on water utility service operations and facilities; ensures con~pliailce with existing, and, reviews and researches pending Federal and State wafer and groundwater regulations, legislation, and grants; represents the City on water and groundwater related issues, including TCEiPCE technical issues; participates in designing and specif;iing related capital projects; and, coordinates and provides liaison wilh other utilities and public agencies and private firms (18% of the activity). water conservation. education programs in public and private schools; responds to complaints; and, distributes water conservation material (4 percent of the activity) * Plans, promotes and enforces die City's Water Conservation Program, devdups and presents water e Water production. Operates, maintains, repairs, and mopjtors the City's potable water system (26 wells, six granular activated carbon treatment systems, generators, chlorinators, sand separators, one elevated water tank, two UV disinfection systems and the production of five billion gallons of drinking water; and, tests for compliance wilh Federal and State Safe Drinking Water Standards (50 percent of the activity] Water distribution. Operates, repairs and maintains 212 miles of water mains (ranging in size from 2 to 14 inches in diameter), service lines for 22,600 customers, 1,050 meters, 4,080 water valves, and 1,750 fire hydrants, responds to customer complaints; and; monitors for compliance witlr State and Federal bacteriological standards (20 percent of the activity) DBCP monitoring. Operates, repairs and maintains six granular activated carbon treament systems, one 1.0 million-gallon storage tank and pumping facility; monitors for treatnienl efficiency and compliance with State and Federal standards (9 percent of the acti&y). Work fur otherslcapital improvement. Constnlcls water main connections for new subdivisionsidevelopnleu~s; and new wells and storage tanks; installs fire service lines, hydrants and large water services for new or existing customers; upgrades existing water systems including mains, fire hydrants and well piping; and installs underground and above-ground piping, conduits and related appurtenances for new well sites and new water treatment systems. Fully funded by others (percent of total activity no( determined, fonds approximately 50% OF a U'mW construction crew). * * * D-27 Water Utslity S~MW : Water SeMm 2001-02 WATER SERVICE 2002-03 2(m3-(w Z(tO4-05 old (wide) water lines. ck S e 2001-03: Develop and mmcl two new drinking waler wells. 0 2001-03: ~~l~e~ r~l~rn~~~~d~ program for old (eaSLside) water lines 10-28 Water Utility Service NT Public Works : WaterSenice Water Fvnd Damage to City P~~ (180152) Waer A~~on (180451) Water ~u~~ (180453) W 180456) Fire ~y~~ (180457) In (added to 600 series) Work for others (400 series) TCWCE ~~~~~ (183453) Wate~~-~nt~~~d~~s (180611) Water Commation (180913) DBCP Mo~~~g (180454) D-29 ACT~Y Wastewater Maintenance Public Works : Wastewater senrim Sewer Fund The Was~ter Mmtenance actlvrty includes the a~inisuation and management ofthe W~ewa~ Utility; o~tion of water pollution control programs and Fdcilities; and conveying mqtmter to treatment facilities. Activity goals are: 1) efficient wastewater operations; 2) dterrupted flow from source to treatment hcilities without health hazard; 3) safe and efFcient treatment ofwastewa~ that meets all Federal and State standards; 4) striving for 100% recycling and land disposal for treatment effluent and industrial wastewater (cannery); an4 5) compliance with State and Federa) discharge requirements. This activity has seven major element% Wa~ewater Ad~~t~tion. Vireds, supervises, and plans operation of the wastewater utility, prepares studies and reporfs; reviews and researches State and Federal regulatrons and legislation on wastewater operations, represents the City with other agencies and committees on matters regarding wastewater operations, coordinates liaison with other agencies, ntilities, and private firms; establishes sewer connection fees (11 percent ofthe act^^^^. mestic col~ection system. Operates, maintains and repslrs the domeshc wastewater collection system including 171 miles of domestic w~~er collection mains (ranging in size f?om 6 to 48 inchex io diameter), service laterals for 23,500 customers, 2,880 manholes, and seven domestic pumping statians; responds to customer complaint% and perfoms regular systematic rcdding, fiydrwieanmg and Wing of wastewater mains (13 ~rcent of ~c~~)~ Storm D~~o System. Responsjble for maintaining the City’s stom drain system, coordinatng emergency response during storms, and meeting the requirements of the Storm Water Discharge Agreement with W~~idge Irrigation Distnet. Staffing for this activity is done with Streat Division “nployees (10 lnd~trial collec~jon system. Operates, mmtains and repairs the indu~ial wastewater collecXion system including 4.1 miles of industrial wastewater colJ~~m mains, 43 manholes, eight miles of 30-inch diameter “outFaU” line, me pumping station, and seven service laterals (2 ~rcen~ of aeti~~) Work for ot~e~Capi~~ Imp~vemeo~. Construct, replace or restore deteriorated wastewater mains and manholes; construct new manholes to ease maintenance r~~rements; and, perform minor capital improvement projects at White Slough; and Wing of newly installed wastewater and storm facilities (fully funded by others) ~ercent of total aeti~~ not de~r~io~). T~~ent F~cii~. Operation and ina~ntenance of a hcility which seven days per week, 24 hours per day, and manned 16 hours per day. Treats an average domestic flow of 2.4 billion gallons and ind~s~j~ flow of I 50 mi1Hm gdlms per year; utilizes recycled biosolids in accordance with discharge permit; trains persunnel; and provldes efficient wastewater service (61 percent of the ac~i~~. ~~~r&to~. Aaalyzing untreated and treated wastewater; determining chemical, physical and bacteriological characteristics of unheated and treated wastewater; evaluating treatment effectiveness; analyzing City drinking water to determine physical, chemical and bacteriological characteristics; admimistwing and enforcing pretreatment and the cross comectlon mtrol programs (3 ~rcent of the activity). Peent of the a~i~~). D-30 18,500) -Approved ($25,000) --Deferred until 2004-05 = Devctoped a low-flow toilet -fit rebate program . ted Phase I r~lac~~~upgr~e program for old (eastside sewer lines. White Slough Water Pollution COntFol Facility p~~~~ activities. kpked variable fiequnrcy drives at the White Slou~ Water Pollu~on Conmi Fa&&. Completed ~brni~~ for the stom wata discbarge permit as required by the Nation& Pollutanl Discharge Elimination SysIem (NPDES). m GtFed graat for stm water ~u~tio~Sto~ Drain ve pmgmm. 1 - D-3 1 Wastewater Maintenance : W~ater Service @ 9 2003.05: Gro~d~ m~~~g near White 9 2003-05: Continue th~ r~la~n~up~ade p r old (eastside) mm lines. - 200345: proam a storm water ~~~e mi by the National Polpoflutanl Di=hge Eli~tion Svstear 200345: Design aeratioK filtratios W disinfwtion and inigation improvements at White Slough Water PoUntion Conml Facility (NPDES). WASTEWATER M-AINTENANCE 200243 2UO3-04 2004-05 I WORKLOAD INDICATORS ~RIJDGETED _-_I_ -TED I -- ESTJMATED MJ~CS Ins~g~cd it Claned I- bATED COST CEN~~ Bond D& Interesl(170301) Plant Maintemce (1704.031 SEP Sto~~er MoNto~ng (170413) u& System tena an^ (170442) Sanbry System Maintenan ce (170404) Storm Drain System (170405) In-lieu Tax Them (add to 600 series) D-32 Policy, Legslatwe and Regulatory Eleanc Fund al mmight and a~~~ve support for the two primary and 2) Electric Senices. The functions of public education, the comm~ity; and 3) in~~~g Citywide policy t programs are also within &is activity. Activily gods are: I) adopting ‘‘Best of rodusGy” business pracrices; 2) objecfves into ~~n~ 0~~0~. p. Focus the elforts and ~n~bntion of s(aff on exemplary levels of nrstonrcr seMce in a growing eat to remain competitive through &mation and marketing activities including multi-media and titive e~o~~~ (25% of a~i~~~. special events (ZSYO of a~~~). * AeUve pa~cipation in ie~slative and regulatory advo0U;y pro^^ (25% of activity). ity ~latinn~ Develop a ~~~~~ form of community ~voiv~~ and relations by engaging in a variety of new pmtwsbip bendit programs and other strategic activities, which reflect customer expectations and comuniQ values f2S% of D-33 ACTIVITY: Policy, Legislative and Regulatory DEPAR~~ Electric Utility PRO~~M: Electric Services FUND: Elecuic Fund SIGNIFTCANT E~EN~IT~ AND ST~F~G CHANGES None MAJOR ACCOM1’~~S~MENTS e * * .I * . * Continued development of the power marketjlig function Continued implementation of the Electric Utility Strategic Master Plan. Heightened the Department’s presence and involvement in both the State and Federal legislative process Continued customer-focused program and marketing of those program Expanded a quartei-ly four-color Utility Nevvsletter delivered in utility bills to all customers lmplemented a monthly custoiner infonnation inseri jli utility bill in cooperation with Hutchins Sh-Cet Square Became more active with the Chamher of Commerce and conunittees to provide inioimalion and assistance to our comiiierciai!industrial customers MAJOR 0IJ.TECTIVES 2003-05: 2003-05: 2003-05: 2003-05: 2003-05: 2003-05: 2003-05: 2003-05: 2003-05: Completion and implenientation of organizational review by Johnson and Associates to meet industiy service levels Continued expansion of the power marketing function Continued iniplementation of the !%chic Utility Swatcgic Master Plan Expand role in both the State and Federal legislalive process Provide more real-time information and sewice to customers via website Continued development of customer conununication and outreach Continued support of coiiununity partnerships and sponsorships Develop e-biWpayment for website Begin comniercial newsletter RELATED COST CENTERS Policy, Legislative and Regulatory (1 60601) In-Lieu Tax (I 60655) D-34 ACrnTY: Business Planning and Marketing DEPA~T~NT Electric Utility PROGRAM: Electric Services FUND: Electric Fund ACTIVITY ~ES~~PT~O~ This activity acquires bulk electric power supplies and ancillary services for retail marketing to Lodi residents, businesses, industries, municipal operations and for wholesale marketing to utilities and other enlilies. Activity goals are: 1) Provide a long-term supply of reliable electric power at the lowest practical cost in accordance with sound business and engineering principals. Perform short and long-range electric business planning and marketing to ensure continuing benefits of the City’s electric utility partnership with the citizen rate payerlowners. Furnish a positive return to the cominunity through various customer programs, education, contribution to the General Fund, the retention of current customers and the attraction of new customers. 2) 3) This activitv has five maior elements: Resource development, acquisition and operation. Develop, acquire and monitor power generation and transmission resources in accordance with forecasted City needs. Provide forecasted bulk power cost analysis for incorporation into the Department’s budget process. Identify excess resources available for potential wholesale marketing. Develop and maintain the Department’s Risk Management Policy for energy trading processes, procedures, limits, authorities and coordination with Join! Power Agency (JPA) (25% of Activity). Power marketing and rates. Provide forecasted revenue and customer usage analysis for incorporation into the Department’s budget process. Develop and maintain competitive electric rate and service schedules to achieve requirtul revenue requirements. Collect and translate load research data for system analysis, COSI of service studies and large electric time-of-use customer billing detemiinants. Coordinate the Department’s budget process and participate in the development and monitoring of JPA budgets. Monitor local electric and JPA capital projects and make recommendations for project financingirefinancing in accordance with applicable federal, State and City guidelines. Market any excess resources and develop new electric services and financial products as required. Utilize tire Department’s Risk Management Policy to optimize power requirement opportunities. Coordinate related Department activities with the Finance Department (30% of Activ1t.y) Power and customer contracts. Develop, negotiate and monitor power and customer contracts in concert with the City Attorney (5% of Acfivityj Education and Community Services. Develop custoiner and community service projects and programs. maintain an educational program to inform the community of the programs and other industry issues (25% of Activity). Customer retention and development. Identify customer concerns and needs as applying to electric and otlier services, and where appropriate implement solutions. Work with the Economic Development Coordinator, Community Development Department and other City Departments to retain current customers and attract desirable new business (15% of Activity). Develop and D-35 - .~ Business Planning and Marketing PROG~M. Electric Services ACTMTY: D~PA~T~~T Electric Utility RIND: Electric Fund * be filled wit11 full-time City employees. SIe~FlCANT EXP~~~IT~ AND STAFFING CHANGES 2003-04: Increase Professional Services funding ($90,000) -- Approved MAJOR ACCOMPLISIiMENTS . MAJOR OBJECTIVES . 2003-05: Retain current customers and increase customer base and sates. . 2003.05: ldentify and implement customer service options and levels. e 2003-05: Pursue options within the new utility business environment. lmplemented low income (SHARE), senior fixed income arid customer programs Business Planning and Markeung (160603) Bulk Power Cost (160012) ACTIVITY: Electric Construction and Maintenance PR~G~M: Electric Services DEPA~~NT: Electric Utility FUND: Electric Fund ACTIVITY DESC~PTION The Electric Construction and Maintenance activity includes the management, supervision, training and support sesvices for the Constnlction and Maintenance Division as well as personnel and equipment for around-the-clock response capability to system and customer electric problems (troubleshooters). The technical services sectioil provides 24-hour electrIca1 maintenance and troubleshooting of the City's substations, traffic signals, stomi pumps, water production, sewage lift station and sewage lreatiiient plant. Supervision or the Deparhnent's Hazardous Material IIandling element is provided through this section as well. Activity goals are: 1) to maintain the transmission and distribution system in the safest, most reliable and efficient operating condition possible; 2) to construct line extensions and improvements in the most effective, economic and efficient maliner with a minimum of intemiptions to existing customers; 3) to maintain staff trained on the latest techniques, practices and components utilized on electric distribution systems; 4) to provide the most efficient, coiineous and expeditions response to customer and system electric problems; and 5) to maintain the Electric Substations and Eleclric Systems infrastructure to the high quality standards the equipnieni manufacturer intended at the lowest cost to tlie citizens of Lodi without jeopardizing safety of the public or City personnel. This activity has eight major elements: Construction: Construct overliead and underground line extensions to serve new and additional loads lo all ciistomer classes. Construct system upgrades and expansions for capacity, reliability and operating flexibility increases; examples of which are transmission and main feeder lines, substation construction and expansion, get-a-ways and distribution system equipment to improve efficiency, system operation and service restoration. The wood utility pole replacement program is also included ill this activity There are SO poles scheduled for replacement during fiscal year 2003-04 and SO poles scliediiled for replacement during Fiscal Year 2004-05. (27% of activity) Maintenance: Maintain 114 miles of overhead and 87 miles of underground 12 kV distribution lines as well as 12.6 miles of 60 kV nansmission lines that includes periodic inspections, coi-rective work and record keeping. Repair and replacemetit of system components and the installation and maintenance of the City's Dusk to Dawn Lighting Prog~am are included in this activity as well as tlie "work for otliers" which includes customer requested system modifications and damage to equipment. (21% of activity) Customer Service: Provide response to electric system and customer trouble around the clock. Locate underground facilities in response to requests hy contractors, citizens, and others through Underground Service .41ert. Obtain system data such as voltage and current readings. Connect and disconnect customers, and set meters at new customer locations. Approximately 850 service calls, including 465 after hour calls, 1,600 locating calls and 560 meter-sets are bandied per year. (13% of activity) Hazardous Material Hdfi~lin~: Prepare utility wood poles treated with pentachloropl~cnol or Creosota for disposal at an approved disposal site. Prepare pole and padmounted ITansformers, switches and other electric apparatus for disposal. Dispose of used t1-ansfomer oil. Disposal of approximately 50 woad poles for fiscal year 2003-04 and approximaiely 50 wood poles for fiscal year 2004.05. (4% of activity) Streetlight Maintenance: Maintain the 6,300 units of street and alley lighting system. Respond to approximately 900 calls for service to the system per year. Electrical energy utilized by the lighting system is also included. (6% of activity) Tree Trimming: Provide line clearance for overhead power lines from trees. This element is performed via a private contractor supervised by Department staff, Approximately SO miles of overhead line is cleared per year involving 4,500 trees. (2% of activity-Qepartment staff) u-37 Electric Construction arid Maintenance PR~G~M: Electric Services AClWlTV: DEPARl~Nr : Electric Utility FUND: Electric Fund Substations and Customer Support Services. The Technical Service Section’s ~echnical personnel (Electrical Technicians) maintain all equipment in four 60112 kV power substations. Calibrate and repair nlicroprocessor based protective relays and data/controi equipment. Perform regular scheduled maintenance on 24 60 kV power circuit breakers, 43 12 kV-power circuit breakers, and eight large power transformers. Install 60 kV and 12 kV circuit breakers, relays, panelhoards and control system. Install and maintain substation area lighting and intrusion alarm systems. Perform weekly siibstation inspections and document observed readings and deficiencies. Draw and update electrical and electronic drawings and schen%atics. Install, troubleshoot SCADA system and data communication phone lines. Provide customer support services though power quality stirveys, including harmonics analyzing, voltage recording and radio/T.V. interference locating. (17% of activity) Electrical Systems (Public Works). Elecbical staff (Electricians) provides electrical repair, inaintenancc and upgradiiig of 42 traffic signal intersections, 26 wells, 45 storm pumps, 1 I sewage lift pumps, the White Slough Water Pollution Control Plant and data conmunication equipment. lnstall motor coiitrol centers, SCADA terminal iinits, electronic control systems and logic controllers. Respond to emergency after hour’s repairs and system troubleshooting. lnstall, repair and calibrate electronic measuring equipment, motor speed controllers and equipment associated with sewaze treatment plant operations. Troubleshoot traffic control systems including controllers, conflict monitor, emergency vehicle preempt equipment and load switches. Perform moiitbly prevcntive maintenance on the City.’s electrical infrastmcture. Maintain logs, records, and trouble reports. ‘me Public Works Department reimburses this element. (10% of activity) 0-38 .~ LIC UTKLITI~S ACTIVITY: EIectric Construction and Maintenance PROG~M: Electric Services DEPA~~~: Electric Utility m: Electric Fund SIGNIFICANT E~~N~IT~ AND STAFFING CHANGES 2003-04: Hire Electrical Technician ($127,875) 2003-04: Hire Administrative Clerk ($27,210) 2003-04: Office Fumihxe ($10,000) 2003-04: Safety Consultant ($20,000) MAJOR ACCOMPLISH~ENTS -- Approved -- Not Approved -- Approved -- Approved The continuation of close supervision of field crews, job preplanning and the purchase of updated tools and equipment. The continuing use of contract linemen and groundmen has resulted UI nlaintaining a high standard of productivity This resulted in completing several major projects ahead of schedule: e * e = * .I * * MAJOR OBJECTIVES . 2003-05: Completed installation of new 1226 underground distribution electric circuit (lorn McLane Substation. Completed installation of new 1245 circuit underground wire (lorn Hellrung Substation to riser pole. Completed 75% of downtown underground distribution elechic system rebuild. Completed installation of motor control panel and wiring for new Well i”26 Installed new block wall at Hemkg Substation by :he Woodbridge lrrigation canal to prevent vandalism. Inspection of tlie City of Lodi Eleciric Utility, eleckic power lines tree trimming. by the P.U.C., found no infractions Implemented a program to change out the old conRict monitors on the traffic signal system. Implemented a spill prevention, control and counter measure plan (SPCC) mandated by the Federal E.P.A. Technical services goals are to iilaintaiii the power substations and other systems it is responsible for to the highest standards required by the industry using the latest techilology test equipment and through continued staff training. To promote safe work practices through education and implementation of safety rules generally used by the industry. e 2003-05: Complete implemeiitation of General Order 1 G5 (underground and overhead inspection program). * 2003-05: Contuiuatian ofprogram to keep hee trhning in compliance with the General Order 95 (tree trimming rules). e 2003-05: Complete rebuilding of the downtown underground distribution electrical system. * 2003-05: Complete the computerization of safety!training records, drivers license records, training requirements, etc. 0 2003-05 Install four (4) new 60Kv circuit breaker at IIenning and McLane substation. 9 2003-05 Implement a conqmterized program for GO165 inspection progam? mandated by the Public Utilities Commission. * 2003-05 Replacement of 100 painted streetlight standards with new gaivanized steel sheetliglit standard. D-39 .- P~OGRAM: Electric Services ACTIVITY: Eleclric Constructioii and Maintenance ~~~AR~ENT Electric Utility FUND: Electric Fund ImLATED COST CENTERS CBLM Supervision ( 160602) Customer Service Maintenance (1 60622) Power Quality (160623) Electrical Miscellaneous (I 60624) Elecbic System - Other Department (160625) Dusk to Dawn Lighting (160632) Street Light Maintenance (I 60633) Hazardous Material Handling (160649) System Mainlenance-Overhead (I 60650) Sjstem Mamtenancr-Underground (I 6065 I) Substations Maintenance (160652) Tree Trriimng (160654) ACTNKTU: Electric Services ~EPA~~~~: Electric Utility PROGRAM: Electric Services mm: Electric Fund ACTIVITY ~ESCRIPTION The Elechic Services Division activity pi-ovides a broad range of dkection, leadership and organizational oversight for divisions ofthe Electric Utility Dcparknent. Establishes schedules and iniplemenis City Policies, goals and objectives established by the Electric Utility Director. Supports and develops electric service, resource and commu~cation projects for the Community and the City. Electric Utility divisions included are 1 j Engineering and Operations and 2) Construction and Technical Services, 3) Business Planning and Marketing and 4) Public Benefits. Activities iilc1ude:l) project develop~nent 2) management implementation and 3) various levels of design and budge! support This function utilizes available Departmental and City personnel and contracted outside resources to assist staff as necessaiy. Tiis activity has seven major goals: . . Direction and Leadership. . e e . - Development of projects to enhance the qualify of life for Lodi residents through increased electl-ic and resource reliability, conimunication and infonnation accessibility. Monitor iechnology and develop applications within the Departmen! and City. Develop and implement objectives and goals of the Department and City. Provide managerial support in the planning, supervision and coordination ofprojects. Develop community partnerships that combine resources and needs to the community’s benefit. Community relations to enhance awareilcss and involvement in the Community and Department. SIGNIFICANT EXPENDITUIU? AND STAFFING CHANGES None MAJOR ACCOMPLISHMENTS * e Continued conversion of utility data bases and employee access to City data Coniinued resolution of issues associated with the 230kV Transmission System routing and substation sighting ACl’XVTTY Electric Services P~Oe~M: Electric Services D~PA~~Eh~: Electric Utility RIND: Electric Fund * . SCADA inlplementatioii atid testing * e e MAJOR OBJE~~~~S * Revamping of the Department’s Web site - “hdielechic.com” with meter read web access for major CUStomerS Project development including industrial reliability and conservation projects and generator resource development Conipletion of major goals of the Electric Utility Director associated with employee mining and development Continued lo clarify and develop partnerships with third party participants with generation to broadband activities. Programs and Partnerships: Provide direction to the Management Team on Department propramq and palmerships including: distributed geiieiation services, broadbandicomnlunication opporhmities, Public Benefit projects and Operations and Engineerillg projects. Customer Service: Continue to develop and implement cutomex awareness halnmg progmms and partnership pi-o!ganls. 230 kV Interconnection Project Development: Continue to evaluate various options associated with transmission rollles, system capacities and State requirements for a ner*. 230 kV switchyard facility, 230-60 kV transformation and several miles of 60kV n-ansmission line with the existing 60 kV system. Broadband Communication Deployment: Continue monitoring the available technology, and customer’s access to and desires for Broadband services. Monitor Broadband services available from cable, wire and wireless services. Identify and cvaluate the City’s benefit of various conm~nnications service options. * v * * Distributed Generation: Evaluate various generation types and their effectiveness and benefits RELATED COST CENTERS Electric Services (I 60606) D-4.2 LlC ~~LITI~S Electrical Engineering and Operations PROG~M. Electric Services ACTNTV: DE~ARl~.~ Electric Utility FUND: Electric Fund ACTIVITY WESC~P~ION The Electrical Engineering and Operations activity includes management, supervision, training and support services for the Engineering, Metering and Operations Sections. Activity goals are: 1) plan for future growth; 2) design an electric system that is cost effective, reliable. efficient and safe; 3) operate the City's utility systems in the most efficient and reliable manner; 4) restore service as rapidly as possible following interruption; 5j respond efficiently to customer constraints and project schedules; and 6) respond to calls and inquiries from customers and the public in a courteous, expedient and professional manner. This activity has three ma.jor elements: Engineering. Design and prepare plans, specifications, construction drawings and cost estimates. Develop and mainiain engineering, material and construction specifications. Collect and anaiyze data for design of projects and prepare written proposals. Prepares bid packages for construction prqiects, administers the bidding process and performs construction contract management including inspections. Perform short and long range system planning to accommodate growth and annexations and lo identify system modifications and improvements. Perform system coordination and protection studies and implement results to maximize system reliability. Provide and coordinate engineering services for developers, architects, project engineers, other utilities and othcr City Departments. Review building and development plans such as subdivision maps, parcel maps, off-site improvement plans and remodelimodification projects. Acquire Encroachment permits, rights-01.-ways and public utility easements. Respond to questions and provide consultation to staff and the public regarding applicable laws, codes, regulations and construction details. Provide necessary training. Develop, maintain and audit computer generated system maps, schematics and diagrams. Develop and maintain engineering, construction aiid metering specifications and drawings. Develop and maintain various standards and policies including engineering, construction and materials standards. Rules and Regulations, and electric service and metering manuals. Conduct Electric and Magnetic. Fields (EMF), power quality and energy conservation audits. Provide information and training to educate the public in areas involving electric power services. Metering. Install revenue-metering equipment at industrial and commercial facilities. Install and maintain remote meter rcading equipment at larger industrial and commercial customers. Test and calibrate all metering installations periodically, Citywide. Procure and maintain inventory of all metering associated equipment. Investigate power diversion and vandalism cases as well as metering and billing complaints. Retrieve monthly meter date for time-of-use customers. Provide customer service on matters relating to energy usage. Conduct residential energy audits. Operations (System control and dispatch). Monitor, control and operate the Electric, WatedWastewater and Storm Systems and dispatch personnel for all City operations, with the exceptioii of Public Safety Personnel, 011 a 24-hour per day basis. Develops, maintains and implements load curtailment and roliing black-out procedures as directed. Controls and directs the service restoration process during periods of power interruptions. Calls out and dispatches personnel for emergency service restorations. Operate and program the System Control and Data Acquisition System (SCADA). Evaluate data received lrom SCADA. Implement proper corrective measures and prepare various associated reports. Prepare written switching procedures as well as various electric and water system operating reports. Respond to andlor reroute calls from the public. * * Maintain system maps, records and dispatch boards. Nore The Operations activity 1s tunded 50 pcrcent (approximately) by the Public Works Department D-43 .- Electrical Engineering and Operations P~Oe~M: Electric Services Electric Utility rn Electric Fund ACTlTITY: DEPAR~~: SIGNIFICANT EXPENDITURE AEUB STAFFING CHANGES 2003-04: Operator Coirsoie (replacement) ($16,500) 2003-04: 2003-04: 2003-04: Electrical Engineer Position ($88,040) 2003-04: Electrical Estimator Position ($68,700) 2003-04: 2003-04: 2003-04: HP Large Format Printer (replacement) ($8,500) AutoCAD 2002 Software (upgrade, 7 licenses) ($7,300) Temporary Office Trailer and Furniture ($32,000) Automated Meter Reading. DP & Customer Display ($21,000) Desktop and Laptop Computers (upgrade andlor replacement) ($7,000) MAdOR A~~OMPLKSIiMENTS -- Not approved -- Approved -- Approved -- Not Approved -- Not Approved -- Not Approved -- Approved -- Defer one ycar * * * * Completed the substructure phase of the Downtown Underground Improvement project. Completed the first phase of the underground 12 kV cable replacement program s/o Turner Road wio Sacramento Street Designed, bid and managed the subsiructure consiruction contract for 1245 circuit feeder from Heming Substation Designed, bid and managcd ihe substructure construction couuact for replacement underground distribution system to serve existing loads in areas where the City's electric faciliries currently are located on Cherokee Lane. This project has enabled the removal of overhead distribution facilities on Cherokee Lane. Designed, bid and managed the construciion contracts for the installation of approximately 500 streetlights. e D-44 LIC ~ILIT~~S Electrical Engineering and Operations PROGRAM: Electric Services ACTIVITY DEPAR~~~: Electric Utility FUND: Electric Fund Completely redeveloped the Streetlight Specifications. These specifications include material and installation requirements for the various types of streetlights used in new developments. Completed installation of “radio read” meters in 100+ Locations throughoul the City. This project is a pilot program to evaluate the effectiveness of this type of technology. Completed a program to outsource the reading and processing of billing data for time-of-use customers. Audited the entire billing database for commercial and industrial accounts. Provided the ability for time-of-use customers to view their load data via a secure internet connection in nearly real time. Completed installation and programing of the new System Control arid Data Acquisition System. Designed and installed a new computer updated dispatch board (operating diagram) to facilitate clearance processing and restoration of power during power outages ACTIVITY 2003-05 OBJXCTTVES . . * . . . . . . . . Design, prepare bids and monitor the construction of thc backbone fiber optic system. Complete engineering and bid malerial for construction of a 60 kV transmission line from industrial Subsidtion to the west side of the City Design a replacement power distribution system for Zupo Field and the Grape Bowl. Redesign and remove a portion of the existing overhead circuits on Main Street from Locust Street lo Lodi Avenue. Conduct a long and short range system planning study and identify necessary system modifications to scrve the load under normal and emergency conditions. System protection and coordination studies will be included in this task. linplement a System Analysis and Engineering Design Software system. Develop a failed component analysis and evaluation program. Work jointly with Information Systems Division (ISD) to implement flags in the billing system that would identiij “unusual” hills prior to mailing. Work ,jointly with ISD to apply the existing meter database in the CIS system. Implement a commuiiications system (telephone, pager, news media, etc) that will facilitate improved coinmunication with customers during emergencies. Install SCADA operated field switches on the distribution system to provide remote sectionalizing capability that will improve service restoration time. RELATED COST CENTERS Electrical Engineering and Operations, Supervision (16061) Engincering (160612) Meter Maintenance (160613) Utility Systems Control &Dispatch (Qther Departments) (160626) Utility Systems Control & Dispatch (160653) D-45 -_ LKC UTILKTIES ACTIVITY Public Benefits Program PR~G~: Electric Services D~PAR~~NT Electric Utility FUND: Public Benefits Fuiid ACTIVITY DESClUPTION A Public Benefits Program (PEP) requirement was established hy AB1890 (Eleclric Indushy. Resmlcturing). As a result, the City of Lodi is required to fund propmq and investments in any or all of the foliowing areas: (I) Cost-efiective demand-side management seivices to promote energy-efficiency and energy conservation; (2) New investment in renewable energy resources and technologies consistent with existing statutes and regulations, which (3) Research, development and demonstration projects for the public interest to advance science and technology which is not (4) Services provided for low-income electtic customers, including hut not limited to, targeted energy efficiency seivice and rale promote those resources, and technologies; adequately provided by competitive and reylated markets; and discount. Minimum PBP required expenditures are 2.85% of the Electric Utility Department's yearly electric revenue requirement (approximately $1 millioii per year) over the period calendar year 1998 through 2003. Tlie California legislamre has extended the PBP requirement until 2012. Recommended allocations of PEP yearly expenditures by customer class are: * Comiiieicialilndustal 14% * Residential 66% . Comluility 0% * Municipal 20% This activity is cuiyently operated on a projectized basis utilizing existing depameiit Full-time personnel assigned to other actiriities with assistance fioin other City staflon specific projects. Temporary personnel and consultants are utilized on an as-required basis. There are four major activity elements: e Projects. Identify, analyze, prioritize, recommend and present candidate projects meeting the above criteria for City Council approval. Impleiiient and monitor approved projects to achieve maximum benefit to the City and its electric customei-s (70% of activity). Budget. Monitor collection of PEP huds collected from the Public Benefits Charge component of City electric rate schedules. Ensure existing, planned and required expendihres are in conipliance with ABI X90 (loo% of activity). Electric Resources. Incoi-porate the impact of energy efftciency measures undertaken with power supply planning in order to Coordinate measures undertaken with tbc lntegated Resource Piaiming * 9 ensure acquisition of least cost elechic resources. requirements ofthe National Energy Policy Act of 1992 (5"h of activity). * Technology Transfer. Coordinate dissemination of information gained from projects in Lodi and elsewhere to customers and other utilities for maxinium benefit (15% of activity). D-46 Public Benefits Program PROGRAM: Elecmc Senxes ACTMTY Public Benefits Fund ~EP~~ENT: Elecmc Utility FXND: SIGNI~CANT E~E~DIT~ AND STAFFING CHANGES None MAdOR ACCOMPLISHMENTS * * ' Expanded the use of new and emerging energy resources and technologies (specifically solariphotovoltaic). Heightened awareness ofprograins targeted to assist low-income customers. Increased participation in the Lodi Energy Audit Program for residential customers through increased marketing and comniunication efforts. Broadened onh-each to all commercial customers, promoting specific energy efficiency hprovements and already developed progmnx. . MAJOR 2003-05 OBJECTIVES e 2003-05: . 2003-05: e 2003-05: . 2003-05: * 2003-05: Implement the Lodi Commercial Energy Audit Program, providing energy audits for small and medium sized businesses. Implement net metering (solar projects) agreements for residential and small commercial customers. Expand the Lodi Solar Education Outreach Project to Lodi schools. Investigate, researcli and iinplement iiew arid emerging encrgy technologies for residential and commerciai customers. Implement a commercial conmunications newsletter, outlining and highlighrlng energy efficiency teclulolodies 10 business ciistoniers. 2003-05: Increase participation in die Lodi Energy Audit Program to residential customers. 7003-05: Develop ncw and innovative energy efficiency rebale and demonstration psoganls to residential arid small commercial custoniers Continue to pursue state grants and rebates to fnnd local customer programs. @ - e 203-05: D-47 ACTIVITY Pubilc Benefits Program PRO^^: Electric Services ~EPARTMENT: Electrlc IJtlllty FUND: Pubiic Benefits Fund WO~LOW ~~ICATORS 'ingram Development ZommerciaVlndusixal Customer Sroup Energy Efficient Loan Program ?ommerctaL'lndusll ial Customei Group Secure Online Access to Energy Usage Data Residential Customei Group Municipal Customer Group Community ServiceMon-profit 2001-02 ntroduction WA \/A NIA N'A N'A 2002-03 DeveloD Customer Group Outlme N/A Implemented Energy-eff cieiit Refrigerator Rebate Project, Online Information Dissemination for 19,000 Customers WSS Grant, Assess All City Facilities for PBP Energy- efficiency Project Candidates Loci Center Iniprovement Project Energy- efficiency Grant, ILJSD Project Online Energy Information and Information and Candidates RELATE~COSTCE~T~~S Public Benefits Program (164604) Public Benefits Program (164605) Public Benefits Program (164606) Public Benefits Program (I 64607) Public Benefits Program (164608) D-48 ACTTVXTU: Street Maintenance PROGRAM: StreeLs and Flood Control REPART~NT Public Works FWND: General Fund ACTIVITY ~~C~~ON The Street Maintenance activity includes the administration and management support for the Street Division, which provides management and maintenance for the following: streets, alleys, street trees, stom water, curbs, gutters, sidewalks; traffic control signs, street markings, street sweeping, graffiti abatement, all landscape maintenance in the public right-of-way and most public buildings, and traffic signals. This activity includes four Highway 99 overcrossings along with the bridge deck, lighting. Activiiy goals are: 1) safe and smooth streets and sidewalks; 2) safe and efficient traffic circulation; 3) efficient and effective street services, 4) safe and properly mainlained street trees, and 5) proper stormwater mandgemenL. This activity has seven major elements: = Street Adtnin~stration. Providing the overall direction, supervision and planning for the Street Division in the preparation of reports and studies; coordinating, interacting, providing liaison with utilities, public agencies and private firms; providing equipment maintenance and safety equipment; overseeing contracts; and promoting public relations (20 percent of activity) Street Maintenance. Maintain 181 miles of streets, 16 miles of alleys. This includes patching and sealing as necded, subdivision oil treatment, repaving utility trenches and pavement cuts, and overlaying approximately 322,000 square feet of streets annually, as well as contracting for annual slurry sealing of approximately 1,333,000 square feet of streets. This effort is to maintain our roadways that have $126,400,000 replacement value. (52 percent of activity) Curb, Gulter &+ Sidewalk Maintenance. ramps, and alley approaches; and patching existing sidewalks (10 percent of activity). Traffic Control Maintenance. Maintaining 3,814 streei names, warning, regulatory and guide signs; painting 10 miles of curbs, pavement legends, crosswalks, railroad crossings, and parking stalls; installing new signs and pavement markings, maintaining 40 signalized intersections and one flashing bcacon intersections (18 percent of activity). Storm Water M~nagenient and Maintenance. Maintain the City's 112 miles of storm drains, 45 pumps at 14 pump stations, and 18 stormwater outlets into the Mokelumne River and the Woodbridge Irrigation District Canal. The other major function is the development and implementation of the City of Lodi National Pollutant Discharge Elimination System (NPDES) permit. This activity is funded by the &Tastewater fund.. Street Cleaning. Sweeping in excess 7,500 miles in the public right-of-way and removing over 6,000 cubic yards of leaves in ai effort to minimize the amount of debris (hat enters the storm system as well as the aesthetics of a clean and wvell-maintained city. Graffiti Abatement. Remove graffiti from (he view of the public in parks, on streets, in alleys, as well as on private property. ' - Removing, replacing, and repairing curb, gutter, sidewalk, handicap * ' - - ACl’NITY: Street Maintenance ~EPA~T~NT Public Works PROGRAM Streets and Flood Control r”D: General Fund SlGNLFlCANT EX€’~~K~~, AND STAFmG CHANGES 2003-04: Signal Maintenance Supplies & EVP equipment replacement ($47,000) 2003-04: Convert MSC Contracc Management Analyst to Permanent I’osition (no additionai cost) 2003-04: Purchase Computerized Sign Making System ($1 1.000) 2003-04: Hire Traffic Signal Technician ($35,000) MAJOR ~CCQM~’~1SH~NTS -- Not Approved -- Deferred 2004105 -- Not Approved -- Not Approved Converr all traffic signals lo LED light systein. Install battery backup systcm to major signalized intersections. Replaced all pedestrian push buttons to handicap style. Convert all pedestrian crossing signs to new high intensity bright yellou, signs. Lodi Ave RR tracks overlaid. Update sidewalk replacement policy. * 9 - MA.JOR 2003-05 QB~,~TIVES e 2003-05 Reduce claims associarcd with sidewalk trip and falls e 2003-05: Conduct utility trench cut impact on streets 2003-05: Update encroachment ordinance. D-SO ~ROG~M Streets and Flood Control m: General Fund ACTMTY: Street Maintenance D~~~~~: Public Works RELATED COST CENTERS Street Administration (10501 1) Work tor Others (105012) Street Maintenance (105031) D-51 ACTIVIm Street Trees DEP~T~NT Public Works PROG~M: Streets and Flood Control FUND: General Fund ACTWITY DESC~ION The Slreet Trees activity is responsible for the maintenance and growth of thc City's urban forest. element: This activity has one major Tree Maintenance. By the use of contract maintenance, this activity provides for pruning, trimming, restaking, and root surgery on the Citfs 6,930 street trees and 3,323 park trees. This maintenance effort is toward 56 different species located in parkways, tree wells, public parking lots, public building and park grounds. The maintenance provides for removing dead and diseased trees; and responding to downed trees in the right-of-way and parks during emergencies (100 percent of the activity) SIGhWlCANT EXI'E~DI~ AND STAFFING CHANGES 2003-04: Tree Maintenance Projects ($308,500) MAJOR ACCO~LIS~~S e . -- Not Approved Tree Operations Supervisor became a Certified Arborist. Implemented computerized tree inventory/recordkeeping/w~rk order system. Developed a Tree Management Plan for our urban forest. Continue to provide tree maintenance by means of contract services. Rcestablish lree planting and maintenance program. e . MAJOR 2003-05 O~~~C~~S . e increase Public Awareness ofthe Urban Forest's value and needs lrnplementation of the Tree Management Plan. RELATED COST CENTERS Tree Mauitcnance (105036) D-52 ACTNITY Street Cleaning DEP~~~T : Public Works PROGRAM: Streets and Flood Control FUND. General Fund ACTMTY DESC~IO~ The Street Cleanmnz activity provldes for sweeplng of City streets, alleys, and parkmg lots, removal of leaves during leaf season, weed abatement, id landscape maintenance of Public Works fac free of debris; and, 2) landscaped areas are well maintained. This activity has five major element.: es. The activity goals aFe: 1) to ensure streets are clean and Street Sweeping. Sweeping approximately 378 miles of street curbs, 16 miles of alleys, ard 19 public parking lots on the following schedule: Downtown area three times a week, arterials once every bvo weeks, all nther Streets once a month, alleys and parking lots bimonthly or as needed, ad State Highway on-ramps at.Kettleman Lane and Turner Road monthly per agreement with Caltrans (20 percent of the activity). Leaf Removal. Removing approximarely 7,000 cubic yards of leaves placed in the street right-of-way during leaf season, (November through J,wudry) on a 10-day frequency (30 percent of the activity) Downtown Cleanup. The primary responsibility is over all appearance of the Downtown area. This includes cleaning the sidewalk areas, emptying the trash containers, maintaining the tree wells, quarterly plaxting flowers in City planters, repairing street furniture such as benches, monitoring the alleys and parking lots for trash, debris and weeds (18 percent of activity) Landscape Maintenance. Providing landscape maintenance of 71 Public Works facilities, three Electric Utilities facilities, three Fire facilities, the Library arid providing repair and maintenance of all the irrigation systems (30 percent of the activity). Weed Abatement. Spraying weeds with herbicide and removing weeds and other debris along street shoulders, alleys and within 2.6 miles of street medians (2 percent of the activity) iar rusttioris: I I I i AC~~TY Street Cleaning DEPAR~Nr: Public Works PROG~~: Streets and Flood Control m: General Fund SIGN~CANT EXPE~I~ AND STAFFLNG CHANGES None MAJOR ACCO~LIS~~S Added a second full-time street sweeper Ihereby increasing sweeping from once a month to once evew two weeks The addition of several large lalldscdpe sites are planned during this budget period: ~1 Lower Sacramento Road median 0 Hutchms Street median 0 Kettlemau Lane medians ., Stockton & Harney subdivision behind walk areas MAJOR 2003-05 OBJECTIVES 2003-04: linprove tumble weed removal and enforcement. 2003.05:~ Additional landscape site coming on board for maintenance * Lower Sacramento Road, Kettleman - Wmey e Mills & Hamey e Turner Road medians * Kettleman Lane medians. RELATED COST CENTERS Streel Cleaning (105037) Parlong Lot Mmtenance ~ROG~M Streets and Parhg Lots General Fund ACTIVITY: DEr ART^^ Public Works m: ACTIVITY DESC ON The Parking Lot Maintenance activity is responsible for maintenance of the City's 25 puking lots, 14 of which are public parking lots, and 9 are Parks parking lots. The activity goal is to provide adequate and safe parking for visitors, customers, and employees. This activity's major element is: s Maintenance. Sweeping and removing trash, patching and resurfacing pavement, repainthg pavement markings, maintaining signs and landscaped areas within the parking lots (100 percent of activity) SIGMFICANT EXI'E~I~~ AND STAFFING CHANGES None MAJOR A~COMi'LiS~~S - Implemented the use of United Cerebral Palsy Association to assist wi ter and debris removi kt the Civic Center and Public Safety Building parking lots and Lodi Station and Parting StruCture. MAJOR 2003-05 OB~CTIVES - 2003-05 Evaluale the condition of all City parking IOU are start a sea: Coat rotation program RELATED COST CENTERS Parking Lot Marnlenance (105042). D-55 Transit PROG~ Transit Transit Fund ACTIVITY: REP~~T~~ Public Works - Administration T'he trwsit activity provides a daily fixed route bus system and a door-to-door service for the general public Withim the city limits. Activity goals arc: 1) quality transportation for all Lodi residents; 2) maintain low operating costs; and, 3) to reduce traffic congestion and air pollution. This activity has four major elements: e Administration. Manage operator contracts, plan future services and operations, file reports and claims for transportation fundiiig. Assist with the application for transportation grant fundmg, as well as provide assistance with Office of Traffic Safety Bicycle Ptdestrian grants. (19 percent of the activity). e Dial-a-ride operations. Provide an on call, door-to-door tramponation system. Weekday service is provided from 6: 15 am. to 9:oO p.m., Saturdays from 7:45 a.m. to S:30 p.m. and Sundays from 7:45 a.m. to 4:OO p.m. (40 percent of the activity) . Bus operations. Operation and maintenance of a fixed route bus system. Weekday service is provided from 6: 15 a.m. to 7:W p.m., Saturdays from 7:45 a.m. to 4:45 p,m. and Sundays from 7:45 a.m. to 3:lS p.m. (40 pCFcenl of the activity). e Non-vehicle maintenance. Mamtain benches, shelters and signs (1 percent of the activity) S~G~I~A~T EX~~~I~ AND STAFFING CHANGES None MAJOR ACCOMPL~S€IM~NTS . . e e * * * c * Completed the installation of a compressed natural gas (L73G) station at the MSC Partnercd with Lodi Unified School District (LUSD) re: Bus Wash planning & LUSD CNG Projects Added six (6) CNG Buses to Dial-a-Ride fleet Replaced hie1 dispensers and added fuel card system at hlSC Provided service trailer at MSC Prepared B new service contract for Transit Operations Implemented four (4) new Express Routes Increased ridership on Grapeline by nearly 20% Opened Lodi Station Parkins SmcNe D-56 PROGRAM: Transit m: Transit Fund MAJOR 200345 OB~C~I~~S ~1 2003-04: Complete the following capita1 projects: Installation of Bus Wash system at LUSD Finish Modifying the Fleet Shop for CNG work (alanns, venting, etc.) a 2003-05:Plan, design and start construction on Fleet Shop expansion 2003-05:Continue to purchasehease Alternative Fueled Vehicles 2003-05:Prepare a Short-Range Traiisit Plan to address the growing Transit needs of Lodi and Lodi’s new Urbanized e Area WORK LOAD IND~CATO~ Ridership Grapeline FY 01-02 430,537 passengers Dial-A-Rde FY 01-02 88,268 passengers Giapelrne FY 01-02 22,105.25 hours Dial-A-Ridc FY 01-02 24,589 40 hours Revenue Service Hours RELATED COST CENTERS Dial A bde (125051) Fixed Route System (125052) Transit Admuiistration (125053) D-57 ACmW Comrmssions and Committees ~ROG~ Parks aid Recreation W~PAR~~~ City Council and Advisory Bodies mm: General Pund ACTMTY DESC~~ON Advises and assists the City Council on park and recreation programs and activities * Parks and Recreation Commission. Reviews and recamends programs, activities and capital improvement projects, fees and charges, Activity goals are: 1) well pl'med and well maintained facilities; 2) well organized, balanced and responsive programs, activities and events; 3) assisi Department in coordinating special events; and, 4) attend local, district and State parks and recreation related activities, workshops seminars and professional banquets. STAFENG SUMMARY None Staff assistance is provided through the Parks & Recreation Department SIGNLFICANT EXPE~I~ AND STAFFING CNANGES None * . * * Addressed various issues, making sound recommendations. Reviewed and recomendsd various fees and charges. Encouraged participation for all levels of activities. Parlicipated in public workshops to gather public comments regarding the Indoor Spoixs Complex, Aqualics Center and DcBenedetti Park. MAJOR ~B~C~~ES rn 2003-05: e 2003-05: To represent the citizens of Lodi in reviewing and m&hg recommendations to the City Council on quality To annually review fees and charges, make necessary recommendations to meet the Department's rarget 01' of life issues regarding parks, recreation programs, services and issues. 30% cost recovery. F%LATED COST CENTERS Parks and Recreatioii Commission (107012) D-58 ACTIVITY: Parks and Recreation Administration PROe~M: Parks and Recreation DEPAR~NT Parks and Recreation FUND: General Fund ACTWITY D~C~~ON The Parks and Recreation Administration activity plans, directs and evaluates all Park and Recreation program and activities; plans and coordinates facility development; prepares and revises long-range plans; and, works with the Parks and Recreation Commission to i-evietv projects, fees and charges. Activity gods are: 1) responsive, cost effective and well organized recreation programs; 2) a combined 30 percent cost recovery from Park and Recreation programs; 3) a balance of programs and facilities based on age, interests, opportunity and location; 4) adequately maintained facilities; 5) coordination of parks and facilities for rental, tournament and passive uses; and, 6) coordinate all Parks and Recreation capital, CDBG and internal projects. This activity has five major elements: L~aders~~p and aclrni~~istratio~~. Plan, organize, coordinate and evaluate the City's Parks and Recreation activities, programs and maintenance; develop and recommend budget, cost recovery fees, grant applications, and funding through public/private partnerships; establish rules, procedures, and policies to govern the day to day conduct of Park and Recreation services; advise and assist the City Manager, Parks and Recreation Commission and City Council on programs, development of new parks, faciiities and COST recovery goals; faster and promote a positive and efficient work place; recognize and reward excellent performance of employees and participants; set fees in accordance with the City's fee policy; and negoliate 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 Citywide Functions and wiuI other agencies or private groups (10 percent of the activity) Commi~ion and Board support. Foundation, Nature Area Advisory Committee, Lodi Lake Docents, Skate Park Board, and Adults Sporls Board. advise Booster of BoysiGiris Sporis and Friends of Mi Lake (15 percent of the activity). Parks and Recreation facility planning, capital improvement and general project development. Develop current and long-range plans for new Parks and Recreation facilities for both indoor and outdoor space needs; and develop, prioritize and coordinate requests for and manage capital improvement projects and department general projects (15 percent of the activity) Activity administration. Collect, receipt and deposit Department iees and charges; receive and schedule reservatiolis fol facilities and activities; and provide over the counter infomiation 10 customers (20 percent of the activity) Provide necessary suppon for the Parks and Recreation Commission, Lodi Sports Also Parkb and Recreation A~~strat~an PROG~M Parks and Recreation ACTIVITY: General Fund DEFA~r~~~I': Parks and Recreation FUND: SIGN~I~A~~ ~:XPE~ITt~E AND SThFFLNG CHANGES 2003-04: Five-year lease of American Legion Faciliry ($86,500) 2003-04:Rentai of storage space ($9,600) 2003-04: Purchase of tables and chairs for Recreation Annex ($3,0Oa) 2003-04: Part-timne Intern Maxicom/Tree Manager Computer Operator ($93 1s) 2003-04: hn-time InterniCAD Operator ($1 1,495) -- No1 Approved -- Approved -- Not Approved -- Not Approved -- No1 Approved MAJOR ACCOMPL~S~~S o e . e . e . I\IA.IOH OBIECTIVES e 2003-05: Contnlue high level and effective programming and services . 2003-05: Maintain 30% program cogt recoverJi . 2003-05 Review program fees and changes to accomplish above . 2003-05 e 2003-05 D 2003-05 hhve toward development of new facilities Began design of thee major projects: DeBenedetti Park, Indoor Sports and Activity Center, and Aquatics Conlplex Completed Phase I constmction and Phase I1 design work for the Lodi Lake BicycleiPedestrian Trail project Constructed a skate park Facility Secured use of the National Guard Armory facility Completed the construction of Katzakian Pack Completed the conversion of tennis courts to basketball courts at Hale Park Started Lodi LOOK program at Washington School Continue effective design, development and construction of CIP, CDBG and internal project Continue good relationships with clubs and organizations to develop new partnerships when opportunity arises D-60 ACTNW. Parks and Recreation A~S~~tion PROGRAM: Parks and Recreation DEFAR~~ Parks and Recreation FUND: General Fund RELATED COST CENTERS Recreation A~~straIion (10701 1 j Parks Administration (107511) D-61 After Scliool Playgrounds PROGRAM: Recreation ACTIVITY: General Fund DEPAR~~. Parks and Recreation FUND: ACTIVITY RESC ON The After School Playground activlty provides for after school activities for children whenever school is !n Session at SIX sites Beckman School, Lakewood School, Nichols School, Reese School, Washington and Vmewood School Actlvit). goals are 1) safe, attentive and reliable recreation program, 2) a balanced educational and recreatlonal program, and 3) 100% cost recovery This activity has three mafor eiements Chiidcare and safety. Organxed, dvdliabie and safe after school care for chlldren 5 to 12 years of age (50 percent of the activity) Snacks. Provide each participanl a daily snack (5 percent of the activity) Recrcational and educational programs. Orgamze recreatlonal and educational after school programs (45 percent of the activity) e e SIChWICANT EXPEND IT^^ AND STAFFING CHANGES 2003-04: Recreation Leader for Lakewood After School Program (offset by reveliue) 2003-04: After School Program Support Staff (Intern) (offset by revenue) 2003-04: Lodi Middle After School Program (offset by revenue) 2003-W: Lois Borchardt School After School Program (offset by revenue) 2004-05: Woodbridge Middle Afier School Program (offset by reveaue) MAJOR ACCO~LISI~NTS -- Approved -- Approved -- Approved -- Approved -- Approvcd Reached a 100% return rate for the program Increased participant enrollment and provided quality programs MAJOR OBJECTWES * 2003-05: e 2003-05: Provide qualified slaff . 2003-05: Increase participant enrollmen1 Provide an opportunity for children to participate in enhanced after school activities at eight Sites D-62 AC After School Playgrounds RE PAR^^. Parks and Recreation I'ROG~M: Recreation rnR Genera Fund RELATED COST CENTERS Recreation Playgrounds (107021) D-63 ACTIVITY: YouhTeen Sports ~EPAR~~: Parks and Recreation PROG~M: Recreation FUND: General Fund ACTIVITY DESC~~O~ The I'outhiTeen Sports activity offers a wide range. of youth sports opportunities. The activity area is broken in:o two basic categories: competitive and introductory or instructional. Over 6,000 youth and teens participate annually in these programs. Activity goals are: 1) provide quality sports experiences in a wide. variety of programs; 2) organize well-run and coordinated leagues, tournaments, camps, and clinics that instruct, and meet social, emotional and physical needs of participants; 3) recover a fair-dollar value; 4) provide work experience for youths, teens and young adults; and, 5) coordinate and facilitate volunteers in program of€erings. This activity has two major elements: * Recreational and Competitive sports. Competitive levels are co-sponsored by a local advisory organization (which is affiliated directly with the Department). This joint involvement produces programs in baseball, softball, soccer, basketball, tackle football, clinics and camps. The City receives only nonresident fees associated with pmicipation in these programs (70 percent of the activity) 4500f youth and teens participate in these programs. * hitroductioniinstruc(ional proprams. These programs are run 100 percent by the City. They include basketball, volleyball, flag football, hockey, [of programs, armory open gym, and other club sports and clinics. 2000+ youth and teens participate ui these programs. Fee recovery is kept relatively low to encourage participation by all youth (30 percent of the activity) SIGNIFICANT ~XrE~ITL~ Ah% STAFFING CHANGES 2003-04 Covered soccer field operations (offset by revenue) 2003-04: Pay increases for officials (offset by revenue) MAJOR A~CO~LlS~h~S * . e e Implemented new tot programs Programmed For 10.oOOf youth and teens Steady growth in all programs Secured National Guard Armory facility -- Approved -- Approved D-64 ~'ROG~: Recreation m: General Fund ACTIVITY: YouthlTeen Sports DEPAR~~ Parks and Recreation ~AJOR OBJ~~~ * 2003-05: e 2003-05: Encourage continuation of facility development to support programs e 2003-05: Review and improve programs L) 2003-05: Offer and encourage more participation by underprivileged and low income youth Develop collaborative effons with community interest groups, Lodi Police Departnlent and Lodi Unified School District RYla,ATED COST CENTERS YouWTeen Sports (107022) U-65 ACT~TY IndoorlOntdoor Activities ~ROG~M: Recreation General Fund DEPAR~~~ Parks and Recreation m: ACTIWTY DESC~~ON The IndooriOutdoor activity offers a wide selection of youth, teen and adult activities, physical activity and instructional classes, and special events. Activity goals are: 1) well-organized, hm, and challenging activities and events as an alternaive to gang related activity; 2) well-organized traditional community-wide events for all ages; 3) instructional classes enhancing physical and cultural awareness; 4) 100% direct cost recovery in contract classes, and a high level of cost recovery in youth and teen special interest classes. This activity has three major elements: L Instructional classes. Provide administration, instructors, equipment, and facilities for tennis, karate, yoga and fencing classes and Skyhawks clinics (70 percent of the activity). Traditional events. Provides administration, organization and coordinates community events (Ckristmas Tree Run, All. City Youth Track Meet, and Easter Egg Hunt) (20 percent of the activity). Special events. Plan, organize and coordinate special events (Pass and Kick football contests) (10 percent of the activity). * * SIGNIFICANT ~XPENDI~E ANU STAFFING CHANGES None MAJOR A~CO~LISHM~~S . e Offered new Kindergym program . Offered new class in Hunter's Safety on a quarterly hasis. Increased use of LUSD facilities lo for class space. D-66 -.- SOCIAL S~R~CES ACTIVTrU: IndooriOutdoor Activities DEPAR~~: Paks and Recreation PROGRAM Recreation FWND: General Fund ~JOR OBJECTIVES 2003-05: * 2003-05: e 2003-05: * 2003-05: Increase number of offerings for special interest classes Increase number of special events offered to Lhe public Increase participation in special events through promotion and advertising Increase use of School District and privately owned facilities for activities ~LATED~OSTCENTERS Misc. 1ndooriOutdoor Activities (107023) A~T~I~: Aquatics PR~G~M Recreation ~EPA~T~~: Parks and Recreation m: General Fund ACTIVITY ~~SC~~~ON The Aquatics activity schedules, organizes and conducts swimming activities (recreational swimming, swim lessons, recreational swim league, competitive swim program, swimming instruction, and special even&). Activity goals are: 1) a comprehensive recreational swim program for all ages and abilities; and, 2) 30% cost recovery. This activity has five major elements: e Recreational swimming. Hire, train and coordinate staff to provide safe recreational swhkg (45 percent of the activity) Recreation swim league. Provide an introductory competitive swim lea&ue (20 percent of the activity). Competitive swimming. Provide assistance and facilities for a year round competitive swimming program (10 percent of tbe activity). S~mming instrnction. Pian, promote, and facilitate a comprehensive schedule of swircUnin& instruction for all ages (20 percent of the activity) Misc. Aquatics. Offer pool rentals, special events and special interest aquatic classes (5 percent of the activity). e . * * * St~~ICA~T ~X~~~~~T~ AND STAFFING CHANGES None MA.JOR ACCO~LIS~NTS 0 e 0 Increased rental offerings Offered new aquatic special events, classes and equipment Improved the American Red Cross swim lesson program 13-68 PROGRAM Recreation ACT^^: Aquatics DEP~~~ Parks and Recreation FUND: General Fund MAJOR OBJECTIVES 0 2001-05: Continue effective and meaningful aquatic operations and programming e 2003-05: Assemble the most well trained staff available 0 2003-05: Increase revenue e 2003-05: . 2003-05: Increase and improve rental offerings . 2003-05: Offer more special events and swim lesson opportunities Continue to eliminate the goose problem on the beach D-69 ACTIVITY: Adult Sports ?RO~~~: Recreation DE?ART~N~ Parks and Recreation FUND: Geueral Fund ACTIVITY DESC~~ON The Adult Sports activity offers a wide range of athletic leayes and tournaments. Activity goals are: 1) well-organized and competitive sports leagues and tournaments for adults and older teens; and, 2) a high recovery of the direct cost adult leagues and tournaments. This activity has four major elements: Softball leagues and tournaments. * Provide officials, scorekeepers, equipment, promotion, administration, and es for league and tournament play (45 percent of the activity). Basketball leagues and tournaments. facilities for league and totimment play (25 percent of the activity). Volleyball leayes and tournaments. facilities for league and tournament play (15 percent of the activity) Soccer leagues and tournaments. Provide officials, scorekeepers, equipment, promotion, administration, and facilities fix league play (15 percent of the activity). Provide officials. scorekeepers, equipment, promotion, administration, and e Provide officials, scorekeepers, equipment, promotion, administration, and e SIGNIFICANT ~XPE~~I~~E AND STAFWNG CHANGES 2003-04: Contract with Lodi Umpires Association ($23,500) -- Approved MWOR ACCO~LISI~NTS 0 e Programmed for 4,0001- adults and older teens Created a recreatioiial program with less emphasis on competition for a substantial number of participants Created a second recreational soccer summer League Added men’s fast pitch to the softball offerings Adapted softball playing rules to make players, SpecVdtOrS and facility neighbors safer through the use of restricted flight softballs. * . D-70 AC~ Adult Sports DEPART~NT Parks and Recreation PROGRAM Recreation FUND: General Fund MAJOR O~C~~S . 2003-05: e 2003-05: 0 2003-05: 2003-05: . 2003-05: Review and make improvements to programs as needed e 2003-05: Directly administer the Senior Slow Pitch Softball Tournament for the Men's 60 and 65 & Older Under Divisions Encourage the development of facilities to support adult program needs Contract with softball umpires association to provide game officials Offer and encourage more participation in weekend tournaments by Lodi league teams Continue to make hdi a leader in attracting state and regional tournaments RELATE~COSTCE~~~~S Adiilt Sports (107025) D-71 ACT^^: Concessions PRQGRAM Recreation DEPAR~~: Parks and Recreation FUND: General Fund ACTMTY DESC~~QN 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. ?his activity has one major element: e Operate concessions. (100 percent of the activity). Provide snacks, food and drinks al BOBS-sponsored games, lournaments and activities S~GN~~CA~~ EXPENDI~E AND STAFFING CHANGES None MAJOR OBJECTIVES e * MAJOR OBJECTIVES .) 2003-05: Provided a quality fwd service for youth sports Provided a quality workplace for many youch workers and volunteers Run quality and cost effecrive concession operations at Salas, KO%, antl Zupo Parks 0 2003-05: Run seasonal concession operations at Grape Bowl (football) and Grape Pavilion (Comet Basketball Tournament) FXXLATED COST CENTERS Concessions (107027) D-72 ACTIWR: Sports Facilities Maintenance DEP~RT~~. Parks and Recreauon PRO~~M Parks FUND: General Fund ACTMTY DESC~~ON The Sport Facilities activity maintains and manages park facilitics, 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 five major elements: * Field and court m~ntcnance. activity). Janitorial maintenance. Clean and tend park buildings; remove trash; and, perform ininor repairs (20 percent of the activity) Renovation and installation of spurts facilities. Rebuilding fields; fencing; installarion of basketball floors; and set up and take down soccer goals (20 percent of the activity). Pool maintenance. Vacuum, scrub liles, maintain water temperature, maintain chemical balance and cleanliness to State and Federal standards, iuaintain pumps, filters, automatic chemical dispensers and chemical alarms (IS percent of the activity) inter department^ set-up. Set-up and breakdown recreation program and events equipment (5 percent ol' activity). Groom and mark playing fields; and maintain basketball courts (40 percent of the 0 * * * SIG~~CA~T EXP~~IT~~ AND STAFFING CHANGES 2003-04: Basketball Floor Refinishing ($5,000) 2003-04: Gopher Control ($2,220) 2003-04: Additional funding for Tree Maintenance ($20,000) 2003-04: Blakely Pool Alarm System ($5,900) 2003-04: Fence Replacement ($5,000) 2003-04: Maintenance Materials for Ball Fields ($5.000) -- Defer one year -- Approved -- Approved ($10,ooO) -- Not Approved -- Not Approved -- Approved D-73 SOCIAL SE~~CES ACTIVITY: Sports Facilities Maintenance DEPART^^ Parks and Recreation ~R~G~M: Parks FUND: General Fund SI~~ICA~ ~~~~1~~ AND STAFFING CHANGES (Cant.) 2003.04: Purchase Floor Scrubber ($7,300) 2003-04: Hire Full-time Facilities Maintenance Worker 1\11 ($38,200) 2003-01: Hire Part-time Employee to Assist Salas Park ($8,800) MAJOR ~CCOMPLIS~NTS __ Not Approved -- Not Approved -- Not Approved Renovated ball fields at Blakely, Kofn, and Zup Field Replaced pool heater at EnzeiField Pool Complex Added maintenance of the National Guard Armory and skate park facilities Supported recreational sports programming and events - e e MAJOR OBJECTIVES e 2003-05: Provide safe, clean and attractive sports facilities for all users - 2003-05: Support weekend tournaments e 2003-05: Continue to prepare facilities for in-house recreational leagues Maintenance of developed and RELATED COST CENTERS Sports Facilities (107521) D-74 Lodi Lake Park : Parks NT Parks and Recreation General Fund The Lodi Lako Park activiily ~~~ and manages Lodi Lake Park facilities, ian~~~ areas and open parli space within the Park, and includes ~nt~~ of Candy Ganc Park. Activity goals are: 1) safe, usesUl, clean and attraCtve park and facilities; 2) eBcient and effective ~~~~ service; an4 3) a positive image for the City. This has four major elements: ain~n~~ Control weeds, maintain irrigation, ferrilize, trim and ~~ shrubs and trecs, replace aem and mow huf (50 perc~~ of the a~vi~~. epair Ilnd ~~od~. P&om qnlry, paint, pl~b~ng, electrical and ~~~ repairs, perform minor repairs with in-home or mnmct resources (25 pe~nt of the activity). ~~itQri~ ~ain~en~ne~ Clem and tend prnth buildiugs, remove trash and Perform minor repah (20 pereent of the ti^^). ation. Finish installing in ti on and Maxicorn control system. (5 pemnt of the an mad Bicycle Trail project ‘ie of park from play~o~d to Kiwanis picnic area . Ongoing maintenance oi’existing grounds and ti^ ACT~TY: Lodi Lake Park PROG~M: Park DEPART^^: Parks and Recreation m: General Fund MAJOR OB~C~~ES e 2003-05: Continue to automate irrigation 0 2CQ3-05: Continue ongoing maintenance of existing grounds and facilities e 2003-05: Continue supporting facility rcntai and recreational programs e 2003-05: Complete Phase 11 of the Pedestrian and Bicycle Trail project RELATED COST CEhTERS Lodi Lake Park (107522) ACTIVITY: Other Parks PROG~M Parks DEPAR~NT Park and Recreation FUND: General Fund ACTMTY DES~~~ON The Parks Maintenance activity maintains and manages general park facilities, landscaped areas and open park space withiin the City. Activity goals are: 1) safe, useful, clean aid 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 duoughout the City. This activity has four major elements: e Landscape maintenance. Control weeds, maintain irrigation, fertilize, aerate, mow, edge, turf, trim and maintain shrubs and trees, replace nursery stock, aerate and mow turf (65 percent or the activity). Repair and remodel. Perform carpentry, paint, plumbing, electric& and mechanical repairs, perform minor repairs with in-house or contract resources (15 percent of the activity). Janitorial maintenance. Cleq and tend park buildings, remove trash and perfom minor repairs (15 percent of the activity) Interdepartmental set up. Set up and breakdown of various recreation program equipment for events and rentals 0 e * e (5 percent of the activity). SIG~I~ANT ~XPENDIT~~ AND STAFFING CHANGES 2003-04: Hire Full-Time Laborer ($35,800) -- Not Approved D-77 - AND SOCIAL SE ACTMTY: Other Parks PROG~M. Parks ~EPAR~~T: Parks and Recreation FUND: General Fund MAJOR ACCOMPLIS Skate Park completion, including new irrigation system. Standardization of lock system for basin parks. Design 61 installation of new irrigation system & upgrade of existing system at Zupo Field Installation of new irrigation system at Blakely East. Renovation of irrigation around Blakely West infield. Addition of Fibar to Hale, Emerson, & Legion playgrounds. Installation of bench, plaque, & new signage at Vincwood Dog Park. Transplant of mature tree at Blakely Park. MAdOR OBJECTIVES . 2003-05: * 2003-05: Ongoing maintenance of existing grounds and facilities * 2003-05: Support facility rentals (buildings and picnic areas) * 2003-05: Develop coinprehensive standard of mainlenance Provide safe, clean and attractive sports facilities for park users RFLATED COST CEhTERS Olher Parks (107523) AC~~: Parks Programs DEPAX~NT: Parks and Recreation ~RO~~M: Parks FUND: General Fund ACTIVITY DESC~TION The Park Operations Coordinator activity provides interpretive program, coordinates special events md schcdules park and gate atlendants for Lodi Lake Park, Activity goais are: 1) educational programs that promote respect for nature and parks in general; 2) interpretive programs and tours of Lodi Lake and river environments; and, 3) promorion of Lodi Lake as a major Citywide aid regional tourism element. This activity has six major elements: Programs. Plan and coordinate docent programs for the Nature Area (20 percent of the activity). Facility operations. Provide support for facility and campground rentals (10 percent of the activity). Park and gate attendants. Coordinate and schedule part-time attendants (10 percent of the activity) XentaIiTour Boat Concessions. Coordinates and schedules part-time attendants, responsible for rental operations and tour scheduling (30 percent of the activity). Discovery Center Exhibits. Coordinates quarterly diSpidyS (I0 percent of the activity). Special Events. Coordinates and support for ail major events (20 percent OF the activity) SIG~~CA~ EXPE~I~~E AND S~~~F~NG CHANGES 2003-0.1 Fund Camp Lodi Lake Program (offset by revenue) 2003-04 Fund Salmon Festival (offsel by revenue) Approved Approved D-79 ACTIVITY: Parks Programs DEP~~~ Park? and Recreation PRO~~M Parks FUND: General Fuud MAJOR ACCO~LIS~~§ e * Organized Salmon Festival e Organized Rollin' in the Mud Bike Race Organized a Camp Lodi Lake program for underprivileged children Refurbished the Discovery Center and produced new exhibits Organized Lodi Lake Fishing Derby Organized ten (10) outings for CanoeiKayak Mokelumne River tours * * MAJOR O~ECT~§ 2003-05: 2003-05: 2003-05: * . . Broaden interpretive programs to include going to schools and other parks Ckeate new program and special events that will generate revenue Strengthen the docent interpretive program for Nature Area tours . 2003-05: lncrease program participation RELATED COST CENTERS Park Program (107528) ACT^^: Equipment Maintenance ~EPART~~NT: Parks and Recreation PROG~M: Parks FUND: General Fund ACTIVITY ~ESCR~~O~ The Equipment Maintenance activity repairs and maintains mower, scooters, playground equipment md other equipment; and recommends safety standards for playground cquipment. Acrivity goals are: 1) safe and reliable mowers, scooters and equipment; 2) obtain maximum service life from equipment; and, 3) ensure safe playgrounds. This activity has three major elements: . Equipment maintenance. maintain inventory (icludmg three boats) and maintenance records (75 percent of the activity) Playground safety. standards (20 percent of the activity). Repair, service and inspect mowers, scooters and park maintenance equipment; and, Inspecr, repair and service playground equipmen!; and, develop playground equipment safe9 e Other Department maintenance. Repair and service Police Depanmeii! parking scooters. Repair and service Hutchins Street Square mower and scnoter (S percent ofthe activity) SIGNIF'lCAhT EXI'E~I~IR~ AND STAFFING CWANGES 2001-04: Purchase Cab for 110 tractor ($8,500) 2003-04:Purchase Closed circuit monitoring system ($S,SOO) 2003-04: lncrease hours for pan-the &SSiStani ($8,165) 2004-05: Purchase Aeritier ($2,000) 2004-05: Purchase Tiller ($3,000) 2001-05: Purchase Sod cutter ($5,wO) 2004-05: Purchase Aerator ($5,000) 2004-05:Purchase Riding Mower ($3,000) -- Not Approvcd -- Not Approved -- Not Approved -- No1 Approved -- Not Approved -- Approved -- Not Appi-oved -- Not Approved D-81 .- SOCIAL, SER~CES ACTIVITU: Equipment Maintenance DE~AR~~: Parks and Recreation PROG~M: Parks Fmm General Fund MAdOR ACCO~LlS~ENTS a - Upgraded computer tndexing program Upgraded four playgrounds with ADA budgeted hardware MAJOR OUIECTIVES e 2001-03: 0 2001-03: Maintain playground equipment for a safe environment * 2001-03: Maintain equipment in a safe and reliable condition Contilnue to bring playground equipment up to ADA standards RELATED COST CENTERS Equipment Maintenance (10753 1) D-83, ACTIVITY: Library Board ~EPAR~NT: Library : Legislation and Policy Library Fund IroNID: ACTMTV ~ESC~TION The Library Board govern operation of the Library. They are responsible for working with the City Council, and State Legislators to ensure full funding for operations now and into the future. They are responsible to work with the citizens of the community to meet their informational, and educational needs. Activity goals are: 1) well-plamed and well-maintained Library services; 2) well-organized and responsive Library programq; 3) adequate funding for Library Information Services; and, 4) community input in Library planning. STAFFLNG S~ARY Staff assistance is provided through the Library activily, and an Administrative Clerk who attends the monthly Board meetings to take notes and nlinutes. S~G~I~A~~ EXI’ENDIT~ AND STAFFLVG CHANGES None MAJOR ACCO~LISl~~~rS * e MAJOR 2003-05 OB~~C~S e 2003-05: Promote continued marketing of library services * 2003-05: Promote Library Board development activities Supported new marketing strategies for the LRdi Public Library Facilitated creation of a Library Facilities Master Plan for the City of Lodi RELATED COST CENTERS Library Board (210802) __ SOCIAL S~R~C~S ACTIWI'Y: Library ~EF~~~: Library r~OG~: Cultural Services FUND: Library Fund ACTlVITY ~~CR~TION "be Library activity provides information and referrals lo Library customers using a variety of formals - books, magazines, educational videos, music CDs, books on tape, CD-ROM conlputer information, online databases, displays and programs. Activity goals are: I) materials and/or services to meet the informational needs of the community; 2) well-staffed and supported reference service; 3) customer service oriented circulation service; 4) frequent and varied children's programs; and, 5) effective and timely support services. This activity bas five major elements: e Reference service. Provides professional assistance to individuals of all ages to find information wilbiin the Library collections or through resources available from other libraries, Select and develop materials for the Library collectiomi (15 percent of the activity) Children's services. Provides youth of the community with a positive library experience through storytimes, special programs, reader's advisory and a professionally selected collection. (5 percent of the activity). Circulation services. Issue Library cards. Assist in the location of materials. Perform circulation functions including checkout, reservations, fine collection, etc. (30 percent of the activity). Technical services. Order, catalog and process materials for collection. Maintain condition of the collection (40 percent of the activity). Administration Recomnlends policy, budgeting, and administration for Librap (10 percent of the activity) * e * a D-84 . -. SOCIAL SER~~~S ACTIVITY: Library DEPAR~~ Library PROGRAM: Cultural Services FUND: Library Fund SIG~ICANT EXP~NDX~ AND STAF1FI;NG CHANGES 2003-04 Add Literacy Program Coordinator ($17,530) _- Not Approved MAJOR ACCO~~ISH~NTS Created a Library Facilities Master Plan for developing future Library services and facilities Refurbished conmunity roodlobby areas of facility inchdins creation of an officc for the Friends of Lodi Public Library Created access to electronic re~ource~ via the library’s iiomepage Extended Library hours to include Sundays * * MAJOR 2003-05 O~~T~~~ * 2003-05: * 2003-05: * 2003-05: Upgrade integrated computer system adding acquisition and serial modules Create an interactive website to allow the public to coiiduct library transactions such as reserving library materials Partner with community based organizations 10 provide library services to Lodi’s Eastside residents RELATED COST CENTERS Library Administration (210801) D-65 SOCIAL SER~~~S ACTMTY: Literacy Services DEPAR~NT Library PROG~M: Cultural Services FUND: Library Fund ACTMTY D~C~~ON The Adult Literacy Services trains volunteers to teach functionally illiterate adults to read using the Laubach Way to Reading program Established in 1985 by the Friends of Lodi Library, the Adult Literacy Program was originally coordinated entirely by volunteers. In spring ZMX), library administration successfully applied for a California Library Lileracy Service grant. The grant provides for paid staffing of 1.5 full time equivalents and funding for five years in gradually decreasing allocations. SI~,~~CANT EXP~NDI~E AND STAFFLliG CHANGES None MAJOR ACCO~LIS~~TS a * e * Literacy Coordinator received certification as Laubach Literacy Trainer MAJOR 2003-05 OBJEXTIVES Offered an average of three tutor training sessions per year Created literacy newsletler, establishing and maintaining quarterly publishing schedule Recognized International Literacy Day with City Council proclamation 2003-05: Offer at least three training sessions per fiscal year . 2003-05: Coordinate and present International Literacy Day event * 2003-05: Identify and submit grant applications for ongoing funding RELATED COST CEhTERS Library Literacy Grant (210808) D-86 .. SOCI.42 SE~VICES ACTIVITY: Commissions and Comttees PRO^^: Culwal Services DEP~TM~~: City Council and Advisory Bodies FUND: General Fund ACTIVITY DESC~PTlON Four Commissions advise the City Council on cultural programs. . Senior Citizen Cornnuhion. The Senior Citizen Conunission advises the City Council on program, policies and activities wlrich serve seniors in the community. Activity goals are: 1 ) identify needs of the aging; 2) create community awareness; 1) explore improved standards of service; and 4) develop services and program. Arts Comnlission. The A*? Commissiori advises and assists the City Council ii establishing and promoting fie and perfoiming am programs. Activity goals are: 1) enricluneilt of the community through fine art and perfonming art program; 2) develop and promote creativity; 3) celebrate the cultural heritage of the commuirity; and 4) recopire artistic, creative and cultural achievements of Lodi citizens. Art in Piiblic Places (AiPP) Advisory Board. The APP Advisory Bodrd advises and assists the City Council with oversight of the Public Art Program. Activity goals are: I j recommend policies and guidelines for the Public AR Program; 2) emure qualiiy control of all public art projects; aiid 3) review the Clty's annual Master Art Plan. Youth Cornmission. The Youth Commission conimunicates with young people and takes a leadership role in developing their futures. Activity goals are: I j provide youth services in a safe and non-discriminatory environment; 2) provide suppori propms and services; and, 3) provide for unmet social and educational needs afarea teens and youths. * * * I AND SOCIAL SER~C~S ACTIVITY: Conmssions and Comnees PROGR~: Cultural Services DEP~TMENT: City Council and Advisory Bodies FOND: General Fund STAFFING SUMMARY Senior Citken Commission: None, staff assistance is provided through the Senior Infomation &Referral cost center Arts Coinmission: None, staffassistance is provided through the Arts & Culture cost center. Youtli Commission: One part-time Recreation Supervisor and a part-time sunuiier intem. SlGNlFICANT EXPENDITURE AND STAFFING CHANGES None. MAJOR ACCOMPLISHMENTS Senior Citizen Commission: I D * Hosted a “Meeting with Mayor Nakanishi” addressing seniors concerns regarding housing, transportation, and utilities. Hosted the 3“ ainiual Caregivers Day in cooperation with Lodi Memorial Hospital, and Del Om. Started research into a11 “A1 Risk“ notification system in cooperation with Lodi Fire Depamnent, Lodi Memorial Hospital and San Joaquin Departnient of Aging. Arts Commission: * Continued growth of Night Time Live Cabaret Concert Series: secured major sponsor (Capital Public Radio); gamered extensive media coverage; average attendance up to 325 per concert. Continued 9owtl1 ofJewel ofthe Valley Poetly Series. Continued growth of Art on the Square Festival: secured major co-sponsor (Lodi Appellation X7i1ery Association). Continued gvowth of Under the Columns Summcr Concert Series. Continued growth of Lunch Time Live Sunmes Concert Series. Established First Friday Art Shows (free events) to showcase talents oflocal visual and musical artists. Sponsored free classical music coiicert for the conmiunity * - * f * Art in Public Places (AiPP) Advisory Board: Drafted Master Art Plan for 2003-04 SuccessIiilly installed and celebrated first public art project Created and promoted five Calls to Artists (Requests for Qualifications) for upcoming projects e * Youth Commission: Reorganized two of the ten sessions of the Teen Lead Program to better serve the students n‘lio are involved in the program. (Keorpanized Environment Session and Non Profit Session to a Volunteer Session.) Both sessions are now tour sessions of various sites within the community utilizing City of Lodi Transportation services. Increased participation of Teen Lead Program fiom 28 to 32 students. (Students participating this year are froin Elliot Christian, Lodi Middle College at Delta, Lodi, Tokay, Bear Creek and Lodi Academy). Sponsored a new event with LIJSD and Lodi Academy held at HSS Theatre. Facilitated Clay Roberts Presentation for the school administrators 011 the importance and techniques of how to work with high school students. Created aii intesactive Orieiitation and Training for all new comnissioners, cunent commissioners and adult advisors to the commission in /iugust. e e . D-88 AND SOCIAL SER~CES ACTIVITY: Commssions and Committees PROGRAM: Cultural Services ~EPA~~ENT: City Council and Advisory Bodies m: General Fund MAJOR OBJECTIVES Seniar Citizen Commission: * 0 Update and seprint 4” edition of Lndi Resource Manual To complete and implement “At Risk Notification System” Arts Commission: e . Conduct a community-wide assessment to determine current levels of seivice, utilization and needs. Conduct a community-wide public education campaibm to improve the image and visibility of the city’s role in promoting and nurturing the aits in Lodi, Better define the Commission’s role as it relates to city staff, council and the conununity-at-large. 0 Art in Public Places (AiPP) Advisory Board: Implement goals and objectives of Master Art Plan, as approved by City Council Initiate Public Art Internship program 0 s Youth Commission: Creating and sponsoring a new event for high school students entitled “Speak For Youth”. This will he a yearly event beginning in 2003. The goal is to acquire a motivational speaker lo “Speak For YoutY ahout their dreams, inspirations, goals and respect for others. The event is already supported by LUSD whom will he providing the transportation, campus security and assisting in the student regisnation process. The event will be held on a Friday for 2 hours at Lodi Academy Gym (facility donated) for 1,200 students. The speaker for 2003 will be Hem~an Cain, the President and CEO of Godfathers Pizza, Inc. The coirunissioners will raise all funds for this event. Piloting a program at “Speak For Youth” in 2003 lo include 8Ih graders from Lodi Middle School. We want to see if there is a potential for including Elh graders in the year 2004 at this event. Changed the Youth Confesence name and concept. The event will now be entitled tnteractive Career Day. All of the workshops will be interactive presentations for the 800 students who attend. Added two interactive career sessions at the Interactive Career Day in 2003 to assist the City of Lodi and LUSD. City of Lodi is presenting a workshop on Design Preferences to get the students inpui on the different designs for Lodi’s fiiture. The other is a Mock Board or Education Meeting presented by the LUSD Superintendent of Schools and four of the Teen Lead Program students acting as the Board of Education. Chair and Vice Chair of Youth Coimnission to meet yearly with the Superintendent of Schools and the Board of Education President. AC~TY: Community Center Adrmnistration D~PAI~T~~T: Comunsty Center PRO^^^ Cultural Services m: General Fund The Commwuty Center activity provides a focal point for cultural, fme art, performing art and senior program, within the community; provides facilities for meetings, conferences, recreational activities and events sponsored by the City, comuNty groups, and private individuals and organizations; and, works with the Senior Citizen's Commission, Lodi Arts Commission, Lodi Youtb Commission and other private organization? to deveiop programs and facililies. Activity goals are: 1) well-maintained facilities; 2) well-balanced program for seniors; 3) proinntion of fine art and peiformuig art within tbe City, and ; 4) 30% to 50% cost recovery. TRls activity has seven major elements: Senior Services: Social and recreational activities; referral services; emotional and physical weliness program; legal, consumer, financial, and educational services and counseling (20% of the activity). Cultural Programs: Plan and proniote workshops for crafts, am, music and other fie arts; provide for display of crafts and fine arts of' local residents; plan, promote and organize activities in am, crafts, music, dance and drama (10% of the activity). Piiblic Relations and Information: Prepare and distribute brochures and schedules for senior, fine art and performing art activities; works with the Adult Day Advisory Committee, the Senior Cjtken's Commission, Lodi Arts Coirunission, and Hutchins Street square Foundation to develop program, plan facilities and ohrain funds fi-om private and public sources (5% of the activity). Facility Scheduling and Administration: Process resewations for facilities, liahility review, receive and deposit fees and maintain responsive relations with customers (5% of the activity). Special Events Management: Plan, organize and coordinate special events sponsored by the City; create, design and distribute flyers; prepare news releases; solicit and schedule vendors, entertainers and participants (10% of the activity). Therapeutic Swim: Progap schedule and conduct various therapeutic swimming activities; vacuurh scnih tiles: niauitaln water temperature, maintain chemical balance and cleanliness of facilities (Z0"h of the activity). Facility and Janitorial Maintenance: Clean, remove trash, maintain equipment, instal! new equipment, perfomi minor repairs (3% of activity). D-90 . ,.,. ... _-_ LEISU~, CULTU , AND SOCIAL SE~~CES ACTIVITY; Community Center Administration PROGRAM: Cultural Services D~P~TMENT: Community Center FUND: General Fund §IG~I~CANT E~~~I)I~E AND STAFFING CHANGES 2004-05: Hire full-time Administrative Clerk staff member for HSS Administration ($38,000) 2004-05: Purchase replacement copier for HSS Adminishation ($9,750) -- Not Approved -- Not Approved MAJOR 2001-03 ACCOMl’LIS~ENTS . - e e ca e . Successfully implemented the Gift Boxes Program. Financed and added the musician busts art piece in the upstairs foyer of the Fine Arts Building Designed, financed and installed the rotunda chandelier. Replaced and added the cotrununity “reader board” on Alumni Plaza. Sbeamlined the box office operation by requiring ail renters to utilize our system. Produced seven issues of Square News that are mailed in the City’s utility bill as a marketing tool for the Square. Continued to expand the Foundation’s gifting program and estate bequeaths. MAJOR 2003-05 ORJEXTIVES I * 0 e Expand the uses and opportunities for the facilities at flutcliins Street Square. Continue to ascertain the needs of the community and provide those services. Strengthen the, staff needs with talented and dedicated volunteers. Empower the various City Council appointed commissions to experience upward mobility and look to greatei leadership opportunities. D-9 1 ACTIVITY: Performing Arts Thealre P~OG~: Cultural Services D~P~~ENT Community Center m: Gerieral Fund ACTIVITY DESC~PTION The pelforming arts theatre and box ofice provide he premiere Lodi venue for theatrical productions, husi~less conferences, and seminars. With state-of-the-art facilities, full-tinle technical staKmg and increased usage, the Hutchins Street Square Pcrfomkg Arts Theatre is the hub of cultural activities at the Square. The technical portioii of the Perfoiming Arts Theatre is responsible for purchasing,, maintaining, and repairing all theatrical equipment, including hut not limited to sound systems, communication systems, lighting instrumentation, lighting conh-01, fly system rigging and function, stage condition, and stage draperies. The technical staff also assists in the production of theatrical presentations both amateur and professional; education of theatrical groups; research of feasibility and the subsequent booking of professional productions; aiding in the promotion and marketing of productions; maintaining a solid network of tlieatre industry professionals; establishing theatre use guidelines; estahlishing pricing rates for labor and equipment rental. The Box Office is responsible for all ticket sales at the Square and is the "fmt contact" with the public. Currently staffed by four pall-time employees, the Box Offrce is open Monday tirough Friday from 1O:OO a.m. to ,590 p.m. and two 11ours before curWi11 for all productions. SIGNIFICANT E~PE~DIT~~ AND STAFFING CHANGE."; 200345: Contract full-time Stage Technician (offset by revenue) 2004-05: Piirchase digital projector (offset by revenue) -- Not Approved _- Defer one year D-92 ACTIVTTU: Performing Arts Theatre DEP~T~NT: Community Center PROGRAM: Cultural Services FUND: General Fund MAJOR 2001-03 ACCOM~LIS~ENTS * Produced numerous shows. * * * * Re-rigged orchestra shell. 0 * Wrote theatTe guidelines. * * Reconfigured and reconstructed entue sound system. Sorted through piles of equipment and organized it’s storage. Rewired and repaired lighting equipment. Designed and put out to bid new fly system. Established equipment rental and labor rates for the Performing Arts Theatre Retrofitted Kirst Mall lighting system. MAJOR 2003-05 OB~~C~I~~S * * Develop staff. e * Repaint scene shop. . * Educate amateur theatre groups. Remove part of old fly system and install the new fly system. Refinish and repaint stage. Book, promote, and produce a high number ofprofessional for profi! shows. Resun-ect Thomas Theatre lighting system. D-93 ACTIVIW. Commnmty Center DE~AR~ENT: Malntenance PRO^^: Buildings & Equipment FUND: General Fund ACTIVITY DESC~PT~O~ The department maintains approxinlltely 70,000 square feet of buiidmgs (including 70,000 gallon pool and an 800 seat theater) and 7 acres of grounds. Maintenance staff is in constant contact with OUT weekday and weekend rental clients, and as such, have heavy customer service aspect to their section. Responsibilities also include eventhental preparation on a 2417 basis and supervision of approximateiy 5000 hours of commity service help and several volunteer programs as well as oversight of the United Cerebral Palsy crews. Senior Facilities Maintenance worker conductsicoordinates purchasing, manages sublet contracts for the facility and provides budget recommendations to the director. SIGNIFIC.b.iNT E~E~D~T~ AND STAFFING CHANGES 2003-04: HVAC Compressor Replacement ($6,000) --Not Approved MAJOR 2001-03 ACCOM~L~S~MENTS . Replacement of danlaged roof over Kirst Hall . Completion of new computer controlled HVAC and lighting system e lnstallation of new plaza lighting e Pool refinished . Repair of sky light over pooi e Senior Center carpet installation e Installation of new stage lighting system in Kirsr Hall MAJOR 2053-55 OBJECTIVES e e . Resurface pool deck e Install flag pole lighting e Irrigation system overhaul Replace damaged areas of Senior Center roof Repair damaged architectural sheet metal 011 Kirst Hall and Senior Center D-94 ACTIVITY: Arts & CulNre ~EPART~~~. Community Center PROGRAM: Cultural Sewices m: General Fund ACTIVITY ~~SC~PTION The Division of Arts 8: Culture plans, develops and evaluates the City’s artistic and cultural resources; prepares and revises long- range plans; and, works with the Arts Commission to review projects and fees. Activity goals are: I) responsive, cost-effective and well organized arts and cultural program; 2) a balance of programs and activities based on age, interests, opportur~ity and location; 3) a combined 30% cost recovery from all Arts & Culture progranx; and 4) improve quality of life for the citizens of Lodi. This activity has six major elements: Arts Instruction. Provide a wide variety of arts, crafts, music, dance, theater, literary and culinary classes for children and adults. (30%, of the activity) Art in Public Places Program. In conjunction with other City Departments and the Arr Advisory Board, manage public art projects and promote the city’s public art program as approved by the City Council. (25% of the activity) Gvents. Present and nmnage am events that FiuTher the development and public awareness of the fine Br perfomung arts within the City of Lodi. (20% of the activity) Commission and Board Support. Provide necessary support for the Arts Commission and the Lodi Arts Project Fund Tmstees. (15% of the activity) Cultural Activity Grants. Evaluate requests and recommend funding for local non-profit organizations that promote cultural activities. (5% of the activity) Public Relations and Information. Develop and distribute brochures, posters and other form of promotion for arts and cultural propm, events and activities; prepare press releases; maintain and promote website; and, represent the City at city-wide functions and with other agencies and civic groups. (S% of the aetivity) e - * * e D-9s AND SOCIAL $ER~CES ACTMTY: Arts & Culture DEPA~~NT Community Center : Cultural Services FUND: General Fund SIGIVIFICAKT EXPENDITURE .4ND STAFFING CHANGES 2003-04 Retain Security Guaids (offset by revenue) MAJOR 2001-03 ACCOMPL~SHMENTS -- Approved * . . . ” . * . * . . . . . Created seasonal course catalogs for all arts classes offered (three per year) increased am classes revenue by more than 50% (over 1999-01) lncreased number of registered students by 100% (over 1999-01) Instituted ability for on-line class registration Provided arts projects grants to 16 local non-profit organizations to further arts and culture in Lodi Promoted availability of classes at Celebration on Ceiihal (Eastside community festival). Published class catalog thee times per year. Offered class registration on-line at w\w.lodiarts.or%. Developed Master An Plan for 2003-04. Successfully completed and promoted frst Public Art project at Lodi Multi-modal Station (Sandhill Crane sculpture). Successfully presented, promoted and managed more than 85 public arts events. Successfully promoted Call for Artists for upcomUig public art projects; received nearly I00 submissions &om qualified afiists. Successful new eveiit added “Haunted Hutchins” with anendance in excess of 3,500 for both 2001 and 2002. Successful “Art on the Square” events with attendance in excess of 1,000 anendees and over 50 artist participants. MAJOR 2003-05 OU.IECTIVES Document ctiltui.al granting process and procedures. Create an Arts Fellowship Award to recognize and encourage professionalism of local artists Doctinlent and implement public art matching grants process and procedures. In~lenient Master Art Plan as approvcd by City Council. Build the monthly First Friday .4rr Shows into a community-wide effort in partiiersbip with galleries, restaurants and other venues as appropriate. Offer technical assistance workshops to local arts organizations and advise 011 stabilization, fiinding; promotions and other activities. Increase reveiiue koom arts classes by 30%. Increase overall class regishation by 40%. Offer 30% more classes for youth and adults, Increase number of low-income scholarships awarded by 50% * * * e * . * * * D-96 ACT^^: Arts & Culture DE~AR~~~ Community Center PROG~M: Cultural Services rn General Fund RELATED COST CENTERS Art Specialty Classes (1 08026) Arts Comssion (108027) Arcs and Culture (108028) Art m Public Places (1214001) D-97 ACTIVITY: Administration DEPARTMENT: Community Center PROG~: Senior Information &Referral FUND: General Fund ACTlVITY DESC~P~ION Serving as a focal point in the community, the Senior Information Center at Hutchins Street Square offers local seniors and their families access to program and services related to the needs of the aging. The Senior Center maintains an open phone line, to answer the concern of Lodi's older population. The Health Iiisurance Counseling aiid Advocacy Program (HICAP) operates out of the Senior Center and it's volunteers assist seniors with Medicare and related health insurance issues. This is the sole HICAP outlet in San Joaquin County The Center Coordinates a variety of support groups and serYes as a base for the San Joaquin Peer Counseling Program, which is a volunteer counseling service. In cooperation with Delta College a painting class is offered for seniors. In cooperation with the Lodi Adult School the Center offers Senior Computer classes. Our computer lab with IS state-of-the-ai? computers enrolls an average of75 students each five (5) weeks. The Senior Center provides State Volunteer Iiicoine Tax Assistance (VITA) volunteers who help seniors with income tax assistance at no charge. Legal service through the Department of Aging is offered to Lodi's Seniors free of charge. Also provided, assistance ul'th a variety of Som and applications for seniors in need. A variety of social and recreational opportunities are available as well as regular health screenings in cooperation with Lodi Memorial Hospital. Overall adininish-ation is provided by the Senior Services Coordinator with assistance of one part-tinie administrative clerk and 50 volunteers. SOCIAL SER~~ES ACTIVITY: Administration D~P~~E~T: Community Center PROGW: Senior Information & Referral m: General Fund SIGNIFICANT E~~NDIT~ AND STAFFING CHANGES None MAJOR 2001-03 ACCOM~LIS~ME~TS e Increased numbers of Senior Computer classes. ~1 Increased nuniber of volunteer Iiicoine Tax Counselors and forms prepared. Worked with record numbers of seniors in locating Supplemental Health lnsuraiice following Secure Horizon’s withdrawal &om S.J. County. * in coopeiation with Lodi Arts Commission assisted in production of 3’’ annual “Senior Follies”. * Hosted a seminar on “End of Life Decisions” in cooperatioii with Lodi Memorial Hospital. MAJOR 2003-05 OBJECTIVES 0 Complete mining and placing of 10 new HICM Couselors e Expand on computer training classes for seniors in cooperation sv?tI> Lodi Aduli School f Offer wellness workshops in cooperation with Lodi Memorial Hospital D-99 ACTIVITY: Administration DEP~TMENT: HSS Pool P~OG~M: Aquatics m: General Fund ACTMTY DESC~I'TION The indoor, heated, handicap accessible swimming pool at Hutchins Street Square was built to maintain the health and fia1ess of Lodi's citizens. A variety of wellness, fitness and therapeutic programs are nm on a daily basis. Lifeguard instruction; community fnt aid, CPR, and a wriety of community aquatic programs are offered Lodi Memorial Hospital has contracted to reiit the pool for Physical Therapy as well as for Camp Hutchins Programming. SIGNIFICANT E~ENi~~r~ AND STAFFING CHANGES None. MAJOR 2001-03 ACCOMPLISHM~NTS * Created "Golden Guards" lifeguard program * Offeied both YMCA and Red Cross Iaifegoard certification programs * Began M'atei Exercise Inshuetor certification courses * Cleated and offered 3 new water exercise classes MAJOR 2003-05 OBJECTIVES * To become a premiere H2O Instmctor Certification site in the County. 0 To increase numbers of Lifeguard Certification classes (thereby increasing revenue). * To continue offering Aquatic classes and program to community while keeping quality of instruction and certification * To increase Pool fees. high. D- 100 AC~~~: Cultural Activities I~EPAR~~: Cornunity Center PI~OG~~: Cul~ral Services FUND: General Fund ACTIVITY DESC~~O~ The Cultural Activities program is responsible for encouraging, promoting and providing for cultural development in the fine arts and performing arts (crafls, an, music, dance, drama). Activity goals are: 1) improve quality of life for residents and visitors to Lodi; 2) promote Lndi as a regional center for cultural activities; and, 3) develop long-term programs to encourage cultural growth. This activity has one major element: e Cultural activity grants. Evaluate requests and recommend funding for local non-profit organizations that promote cuiturai activities (100 percent of the activity). STAFFXNG SUMMARY None - Staff assistance is provided through the Community Center. SIGNIFICANT EX~ENDI~E AND STAFFING CHANGES 2003-04: 2003-04: 2003-04: 2003-04: 2003-04: 2003-04: 2003-04: 2003-04: Lodi Coinmunify Concert Association ($3,500) Lodi Writer’s Association ($3,500) Central Valley Youth Symphony ($1 1,080) Lndi Children’s Chorus ($700) Lodi Community Art Center ($3,000) Lodi Community Band ($3,560) Lodi Eastside lmprovenient Committee ($1,800) Sandhill Crane Fesiival Art Show ($2,ooO) MAJOR OBJECrIVES None 2003-04: CA Poets in Schools ($2,800) 2003-04: CA Poels in SchoolsiDook ($3,000) 2003-04: AMP Press ($2,500) 2003-04: Lodi Historical Society ($3,960) 2003-04 Troupe Cabana ($8,500) 2003-04: Stockton Symphony ($10,500) 2003-04: Lodi Arts Center ($600) 2003-04: LUSD Performing Arts ($14,000) I~LATED COsr CENTERS Lodi Arts Commission Grants (108028) Human Relations ~~OG~M: Social Services ACTIWTV: CDBG & HOME Funds D~PAR~~ CO~~LEI@ Development FUND: ACTlVITY DESC~~ON The Human Relations activity provides funding for projects and activities which address the needs of persons of moderate income, which eliminate slum or blighted conditions and which are urgent necds of the comm~ty. Activity goals are: 1) an effective and equitable grant-in-aid program; 2) open lines of communication with organizations regaxding human and social services; and, 3) a positive image for the City. This activity has one major element: e Grants administration. Evaluate requests and recommend funduig for local non-profit organizations or projects which address needs of persons with low or moderate income; eliminate blighted conditions; and meet urgent needs of the community (100 percent of the activity). STAFFDJG SUMMARY None Staffing suppon provided by Coinmunity Development SIGNIFICAhT EXP~~~I~J~ AND STAFFING CHANGES None MAJOR OBJECTI~§ None RELATED COST CENrERS HOME (44 Fund) CDBG (45 fund) AC~l~: Commissions and Committees PROGRAM: Planning DEPA~~NT City Council and Advisory Bodies FUND: General Fund ACTIVITY DESC~~ON One Commission and two Committees advise and assist the City Council on planning, design and neighborhood prevention issues. - Planning Commission. Reviews and recommends changes to the General Plan and zohg regulations, hears appeals of planning staff decisions, and reviews development and land use permit applications. The goal of the Commission is to have a well-planned community with compatible land uses. Seven public members. Site Plan and Architectural Review Committee. Evaluates the site plan and architectural merit of all commercial, multi-family residential and public building projects. The Committee's goal is to have attractive and well-designed development within the City. Five public members. Eastside Improvement Committee. Develops community-related activities to improve the quality of life within the Eastside and throughout the City of Lodi by combating crime, drugs, and blighi. Coordinates civil actions against nuisance property owners from affected neighborhood residents. Assists with the development and implementation of programs in the community designed to reduce blight and foster commluriry pride. Nine public members. * * STAFFING SK~AR~ None. Smff assistance is provided through the Coinmunity Development Department SIG~~ICA~T EXPE~I~~ AND STAFFtNG CHANGES None ~AJO~ 200345 ACC0~1,lS~NTS . = Continue lo suppon aciivities with the Easrside Committee to improve the eastside commercial and residential areas. Develop recogiuzed Safe Streets Now! Program to address nuisance activities adversely affecting residentia! neighborhoods, such as gang and drug house activity. Continue to support the efforts of the Eastside Improvement Committee to develop a Conmmnity lmprovemenl Volunteer Program which will assist the City with addressing nuisance issues on private property and in streets and alleys. Implement a Neighborhood Beautification Project on a predominantly owner-occupied Eastside residential block which would offer immediate improvements to the front yards and building facades. 9 RELATED COST CENTERS Planning Commissions!Committees (100455) D-103 . ., CO TY ACTIVITY: Community Improvement PR~G~M Community Development DE~AR~~ Community Development FUNT): Generd Fund ACTNITY DESC~’~0N Responsible for the interpretation and enforcement of the Housing Code, Ihe Dangerous Building Code, State laws, and the Lodi Municipal Code, as they pertain to substandard and daligerous dwellings and buildings, and blighted or nuisance properties throughout the City of Lodi. This activity has five major elements: Community Improvement, The administration and clerical duties which support all activities under the Community Improvemeiit Division. This includes the staff‘s suppon and participation with community groups and functions, as well as the development and implementation of an education and information program to educate residents and property owners of the existing property maintenance requirements as well as the minimum housing standards (10 percent of the activity) Code Enforcement. The implementation of a proactive Citywide Code Enforcemen1 program and the response to complaints of substandard housing, zoning violations, and nuisance activities on private property, as a means of eliminating blighted conditions throughout the City of Lodi (60 percent of the activity). Abatement. The abatement of substandard and/or hazardous buildings or properties by way of demolition, repair, board- up or clean-up. All abatement costs are billed to the property owner and then placed as a lien if not paid (5 percent of the activity) Council/Commis$i~n Support. Provide necessary support for the City Council, Planning Cormnission and Eastside linprovemenr Conunittee (5 percent of’ the activity). Community Development Block Grant Administration, Administer the City’s Block Grant Program; monitor funded programs for conipliance with governing policies and legislation; and assist community groups with application processing of requests for block grant funding (20 percent of the activity) D-104 ACTMTY: Community Improvement DEPART~~T: Commumty Development FROGXAM: Community Development mm General Fund -- Not Approved MAJOR ACCO~LISHMENTS Implemented code enforcement case file management system that creates more of a paperless file system as a means of reducing file cabinet storage. Added an additional Community Improvement Officer position to better address the code enforcement caseload. Continued to expand the miual Spring Clean-Up activities to participate in the national Great American Clean-Up Campaign coordinated through Keep America Beautiful, lnc. and their local affiliate Keep California Beautiful. Increased volunteer activity participating in conmunity clean-up and beautifications prqjects. * * 9 MAJOR 2003-05 O~~CTIV~S * * * Bring the Code Enforcement module oi the Permits+ System on line for managing code enforcement cases. Continue targeting proactive code enforcement on selected areas of the Eastside to address worsening conditions. Continue to develop education programs in collaboration with Central Valley Waste in order 10 reach various target groups throughout the community to inform residents of the existing standards that will be enforced throughout the community to eliminate blighted conditions and reduce substandard housing. Continue to develop working relationship with Community Partnerships for Families in order to bridge the gap with various ethnic groups in the community. Actively promote the housing assistance programs funded through CDBG and HOME, and other financial assistance programs available to property owners for the rehabilitation of their propenies, and to cultivate potential home ownership for current rental housing occupants. Develop a Community Improvement Volunteer Program which would be Coordinated through the Lodi (Eastside) lmprovement Conunittee, to assist the code enforcement effort in the overwhelming task of addressing property maintenance and nuisance issues. The Volunteer Program would also expand the Great American Clean Up project thai we participate In with the Keep America Beautiful campaign. e e RELATED COST CENTERS Community Improvemenc (100456) Repair & Demolition (103209) C TY AN4 ~CONO~C DE~LO ACTTVITY: Current/Advance Planning PROGRAM Planning D~PART~~ Community Development m: General Fund ACTIVlTY DESC~T~O~ The Planning activity prepai-es and revises the General Plan, manages long-range planning projects and works with the Planning Commission and Site Plan and Architectural Review Committee; reviews developrnent permits; ensures projects comply with City development and land use regulations; manages the City's growth management program; and, assists the public with inquiries or complaints. Activity goals are: 1) a well-planned communirJ'; 2) managed community growth and change; 3) protection and preservalion of environmental resources; 4) balanced economic development; and 5) a high level of public service. This activity has five major elements: * Long range planning. Prepare Ordinances and policies necessary for long term developmeiit of the City; maintain and update the General Plan; evaluate proposed annexations in the City; coordinate with the County and Council of Governments (COG) on planning and transportation issues; and update City maps and data hase (15 percent of the activity) Development review and cnvironrnental assessment. Prepare Ordinances and policies aimed at setting standards for development and its review; process arid review planning applications for compliance with applicable codes and Ordinances; coordinate with other departments in the review of projects; perform environmental assessments and monitor enviroinnental mitigation measures; and respond to public inquiries on development issues (50 percent of the activtty) Council/Conim~sion support. Provide necessary support for the City Council, Planning Comniission, and Site Plan and Architectural Review Committee (15 percent of the activity) Economic development. Assist in the City's economic development effort; and provide land use, demographic and property information (15 percent of the activity). Department ~din~~rati~n. This element includes the Department Head and provides overall fiscal and personnel management for the Department. Additionally, coordination between Community Development staff, the Community, and oiher departments is a major element (5 percent of the activity). * 0 9 * ACTMTY: CurrentiAdvance Planning PROG~M: Planning D~PAR~~ Community Development m. General Fund SIG~ICANT ~XI’E~Il~ AND STAFFING CHANGES None MAJOR ACCOMPL1S~~”~S . Filling the City Planner position MAJOR 2003-05 O~C~S * 2003-05: * 2003-05: * 2003-05: e 2003-05: e 2003-05: . 2003-05: e 2003-05: I 2003-05: e 2003-05: e 2003-05: An update to Housing Element of the General Plan has been approved hy the City Council and will commence activities during Fiscal Year 2002-03 and will conclude during Fiscal Year 2003-04. Anticipated project cost is $127,500. Re-enforce Lodi’s sense of place by continuously seeking to improve urban design withui Lodi. Balance the competing needs for agricultural stewardship of the area between StockLon and Lodi With promotion of economic and social development. Clearly communicate community expectations though an adopted Unified Development Code for the City Of Lodi. liicrease system and service efficiency by applying for appropriate competitive grant funds that are awarded to City of Lodi projects. Encourage and assist code compliance b), providing 1,900 annual hours of public information availability at the public information counter. Give clear and concise responses to 90% oi: public inquiries within 24 hours. Encourage the orderly development oi: Lodi by performing 90% of building permit plan check? within 10 working days. Implement the provisions of the General Plm by giving thorough analysis to issues that will improve the quality of information presented to all parties. Increase the quality of life within the community by improving the level of customer service and satisfaction ihrough staff development. RELATED COST CENTERS Planning Administration (100451) D-107 A~l~~ Buildmg and Safety PROG~M Consrructlon Development D~PAR~~: Commmty Development FIJND: General Fund AC~~TY DESC The Building and Safety activity interprets and enforces construction and building codes in addition to 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 ue: 1) safe, sound and energy efficient buildings; 2) compliance with Codes and Ordinances; and, 3) timely responses to public inquiries. This activity bas five major elements: Public information. Answer questions and offer interpretations about construction codes and regulations (15 percent of the activity) Construction permits 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) Economic development. encourage relocation in Lodi (5 percent of the activity) Development review coordination. Coordinate permit application reviews with other departments/agelrcies to ensure compliance with other development regulations (10 percent of the activity) Construction inspection. approved plans (40 percent of tbe activity). Provide assistance to the Economic Development Coordinator and business owners to Inspect construction projects to emure compliance with codes, Ordinances, permits and AC~T~: Building and Safety PRO^^^: Construction Development ~EPAR~~: Community Development m: General Fund SI~~ICANT ~XPE~~~ AND STAF~~ CNANGES 2003-04: MAJOR ACCOMPL~$~~T$ e Reclassify Administrative Clerk II position to Permit Technician ($lO,m) -- Approved Convened archived microfiche of issued blueprints from 1938 to present to CD-ROM. The CDD staff can now access this information from their personal computer. Begain expanding the “ACCELA Permits Plus” program to other departments, including the Fire Department. Provided education aid training to division staff. * * MAJOR 2003-05 OBJECTIVES - 2003-05: * 2003-05: * 2003-05: Improve the public service at the front which includes the hiring of a new Permit Technician. Improve communications with the construction industry by having reylar meetings, field visits and educational seminars. Continue to offer training to division staff and provide in-house training to improve uniibrmity. RELA’IXD COST CEKTERS Building Inspection (100452) D-109 ._ ACTMFY: Engineering PRO~~M: Construction Development D~P~~NT: Public Works mm: General Fund ACTIVITE' ~~C~~ON The Engineering activity plans, designs and oversees construction of City sheets, water, wastewater and drainage systems in conformance with the Geueral Plan, Capital Improvement Budget and Development Policies; and, provides engineering services for many other City activities and special projects. Activity goals are: 1) efficient, effective and responsive engineering services; 2) well planned and designed projects; and, 3) timely completion of projects within budget. Thjs activity has four major elements: Design. Prepare plans, specifications, contract documents and construction estimates; advertise and award constmction contracts; develop and update Master Plans for water, wastewater, drainage and sheet facilities; draw and maintain all street, parcel and utility system maps; provide surveys for project design and perform construction staking for City constmction projects (44 percent of the activity). Construction. Inspect and administer City construction contracts; inspect off-site improvements of private developers; inspect street and underground improvements made by other utility agencies under encroachment permits; and, prepare record (as- built) drawings of all public and private constmction projects inspected (20 percenf of the activity). Developmcnl services. Review ha1 subdivision maps, parcel maps, and off-site improvement plans for private development; develop and implement development incentives and ensure confomnce 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; manage uyact fee program; and, prepare legal descriptions needed for annexations, easement and street vacations and acquisition of rights ofway, public utility easements and property (20 percent of the activity). Traffic engineering. Design the City's traffic control systems; respond to public questions and complaints; conduct field investigations and prepare studiedrepons on loading zones, pedeshian crossings, school crossings, parking and restricted parking z,ones, speed zones and installation of stop and yield sips and traffic sipals; and review private development plans for traffic inlpacts, pdrking lot layout and on-site circulation (16 percent of the activity). D-110 co TU AC~~: Engineering ~~~AR~~ Public Works PROG~: Construction Development m: General Fund SICNIFlC.4" E~EN~I~~, AND STAFFWIG CHANGES 2003-04: Re-class Eiigineering positions ($26,400) MAJOR AC~OMPLIS~EN~S -. Defer one year * . Completion of utility inaster planning for Wesrside Planning Area Completion of Lower Sacramento Road construction project Completion of Tumer Road, Lower Sacrament Road South and Kettleman Lane Gap Closure roadway design projects Cornpletion~ofl'roject No. 1 of WateriWastewater Rehabilitation program e MAJOR 2003-05 OBJECTIVES . 2003-05: Prepare 5-year Capital InFrovement Program e 2003-05: Update Consbuction Specifications and Desip Standards . 2003-05: Update Development Impact Fce Program . 2003-05: Update Utility Master Plans for storm drainage and sewer collection facilities RELATED COST CENTER: Gencrdl Engineering (103021) co TY AND ECQNO ACTfVI’IY Economic Development PROG~M. Economic Development DEPAR~NT Administration FUND: General Fund AC~~ D~SC~~~N The focus of the Economic Development activity is to plan, organize and coordinate the Economic Development and Revitalization Program for Lodi with other agencies and organizations; promote job growth; and, market Lodi as a regional business center. Central City Revitalization is continuing to rnn a successful course. Efforts are ongoing to attract quality industry to Lodi and continue to diversiiy our economic base. Activity goals are: 1) recruit new businesses; 2) retain and expand existing businesses; 3) create a “business friendly” atmosphere for conducting business; 4) promote a competitive fee and tax environment; 5) assist business ventures; and 6) market Lodi as a business and tourist center. This activity has four major elements: o City relations with business community. Establish and maintain day-to-day comnnicatioii with business community and business organizations to identify issues, concerns and interests of existing businesses, potential new businesses or business organizations; and, coordinate with City staff and oiher agencies to suggest sound “business friendly” policy and provide answers to regulatory refonn and/or streamlining City services (25 percent of the activity) Revitalization and l~eanti~c~tion. Continue to work with business and property owners to develop plans, projects and incentives lo revitalize business in existing Commercial and Industrial Zones; assist and coordinate with community groups to sponsor public events, trade fairs and activities in the downtown and other Commercial Business Zones to attract shoppers to Lodi; and, act as Project Manager for the City for projects and programs budgeted by the City Council (45 percent of the activity) Funding economic dev~lo~ment activities. Plan and develop strategies to fund economic development projects and programs (public-private partnerships, Redevelopmenl Agency, Assessment Districts) (20 percent of the activity) Financial assistance. Recommend, administer and manage financial assistance programs budgeted by the City Council to assist businesses and property owners, expand business and/or create new jobs (10 percent OF the activity). e . * D-I12 .... CO ECONO~IC DE ACTNTV: Economic Development ~EPAR~NT Administration PROG~~: Economic Development FUND: General Fund ICANT E~~E~~ AND STA~G CHANGES None MAJOR A~CO~LIS~~~S Downtown Revitdimtion (Ongoing) - * . Completed construction of Lodi Cinema Stadium 12 megaplex theater Completed downtown theater retail marketing program Downtown business recruitment activity (“2” Illuminate, Downtown Market & Deli, Quiznos, Lodi Cooks, Mirror Mirror, School Street Bistro, Rosewood Grill, Minerva’s Furniture, Dermal Clinic, House of Iron, One-Eighty Teen Center, A Taste of Heaven, Abigail’s Cottage, Plaza Videos, Cafe Yoguns & Sweets Co., Immigrants’s Comer, The Wine Rack, Scooters Restaurant, Slices by Me & Ed’s, Coldstone Creamery, Lodi Sporting Goods. Dohler’s Ski Cottage, Go Go’s) - Downtown Property Inveshnenls Lodi Marketing Program (Ongoing) . * Expanded trade show participation * e Outlook Magazine Advertising Campaign 0 * Lodi IndustrialICntninercial Business Attraction~etention Program Update San Joaquin Partnership marketing brochure (Completed) Meniher World Economic Development Alliance (“WEDA”) and VMG Alliance Group Economic Development Media Response Packet and Marketing Brochure (In process) Economjc Development Web Page (Under Construction) . . . . . . . . . . . ” . . . . . . * . . ILK Mondavi warehouseidistribution expansion (Completed)) Wine & Roses Country Inn expansion (In process) Lustre-Cal Nameplate relocatiodexpansion (In process) American Master-Tec Scientific Inc. relocatiodexpansion (In process) Cottage Bakery Industrial Plant expansion (Completed) Diener Precision Pump, LP project (Completed) Lowes Home Improvement Center Project (In process) Miller Packing Conrpany relocation (Completed) Merry Maids (Completed) Starbuck’s Coffee (Completed) 99 Cent Only (Completed) Scon’s PPE relocation (In process) Rebello Racing relocation (In process) Villa Truss relocatiodexpansion (In process) Marshall’s Department Store (In process) Cas-Cande Pitto Winery (Completed) Guild Street Cafe (Completed) Gcweke Lodi DodgeiChrysleriJeep! Kia Dealership relocatiodexpansion (Completed) Medical Home Care Services (Completed) Debbie’s I’any Palace (Completed) The Ceramic Source (Completed) D-113 ACl'IVITY: Economic Development DEPA~~~NT Administration PROG~M; Economic Development FUND: General Fund General Economic Dev~lapnlent Activities e e D e Evaluation of City's plan check and permit process (On going) Identification of annexable land for Industrial/Business Park use (On going) Expansion of down tom^ Faydde Program district boundav (Proposed) Participation with San Joaquin Partnership business recruitment activities (On going) MAJOR OBJECTIVES * 2003-05: Continue to promote Downtown Revitalization * 2003-05: Expand Lodi A4arketing materials and program e 2003-05: Coordinate & expand City's Business AmactiodRetention Programs * 2003-05: Continue to support the San Joaquin Partnership and other agencies in theix efforts to promote local and regional economic development activity e 2003-05: Intensify efforts to market City-owned industrial property RELATED COST CENTERS Economic Development (100431) D-114 Community Promotions PK~GKA~: Economic Development AC~~~: DEPAK~N~ Admmsuation FUND: General Fund ACl~TY DESC~TION The Community Promotions activity promotes the City as a center for trade, recreation and tourism. The activity goal is to foster and promote a strong reliable tourist industry for the City's economic base. Major aclivities funded through this program include: Lodi Conference and Visitors Bureau ($130,000) Lodi District Chamber of Commerce ($25,000) Highway Advertising ($34,500) Downtown Lodi Business Partnership ($50,000) Fireworks - duty 4'h and New Years Eve ($36,000) SlGNlFlCANT EXPE~I~, AND STAFFING CHANGES 2003-04 Downtowii Lodi Business Partnership ($43,000) 2003-04 Rental of server for web interaction ($2,720) -- Not Approved -- Approved D-115 ACTNI'IY: Community Promotions PROGRAM: Econo~nic Development D~PART~NT: Administration FUND: General Fund MAJOR 2001-03 A~CO~~IS~~S e All Veterans' Plaza construction and dedication e All Veterans' Plaza Foundation chair * Veterans' Day Parade and Celebration 1 Lndi Firefighters' "Fill the Boot" fundraishg event e ICMA Performance Measurement program e City of Lodi United Way Campaign e United Way Communily Council . City Hall Hospice Tree Lighting * Annual Parade of Lights * Downtown construction coordinator for Theater, Parking Structure, Elm Street Promenade e America Clem-up campaign e United Way Community Day of Caring event e United Way Mini-grant program coordinator . Chair of the Lodi Chamber of Commerce Small Business ComI1lirlee MAJOR 2003-05 ORJECTNES e All Veterans' Plaza Foundation fundraising e ICMA Performance Measuremenl Program e City of Lodi United Way Campaign e United Way Community Day of Caring event e United Way Community Council e Aimual Parade of Lights e City Hall Hospice Tree Lighting D-116 _" .- City Council PROG~M Lrgislation and Policy City Council and Advisory Bodies ACTMTY: DEPAR~~ m: General Fund ACTIVITY DESC~~ON The City Council activity governs the City of Lodi by enacting and enforcing laws, policies and reylations concerning municipal affairs, subject only to limitations and restrictions provided in the State of California Government Code and Constirution. Fifteen advisory Commissions and Committees assist the City Council with this work. Activity goals are: 1) open, informed and democratic public decisions; 2) responsive and appropriate legislation; 3) efficient and effective execution of adopted laws, policies and regulations; and 4) provide citizens with the best services and facilities withim available resources. This activity has three major elements: .Z Legislation. Enact Ordinances, appropriations and Resoiutions; and, review compliance with adopted laws, policies and regulations (45 percent of the activity). e Policy. Review and adopts plans which guide decisions and actions of the City's activities and capital investment projects (45 percent of the activity) * Supervision. Direct and evaluate the Cit) Manager, Cay Attorney and City Clerk (10 percent of the activity) SIGNWICANT EXPE~I~~ ANI) STAFFING CHANGES e 2003-04 Council Chamber podnnn projector and conlputer equipment ($6.390) -- Not Approved MAJOR ACCO~~IS~E~S e Outlined in the Major City Goals section of the Financial Plan MAJOR OaTECTNES e 2003-05: Outiined in the Major City Goals section of the Financiat Plan KPLATED COST CENTERS Council (100103-117) --- ACTIMI1I: City Manager DEPAR~NT Administration RROGRAM: General AdininisIration FUND: General Fund ACTIVITY RESC The City Manager activity implements City Councll Legislation, Policies and Regulations; provides information and recommendations to the City Council; directs delivery of City services; and, manages implementation and accomplishment of City goals. Activity goals include: 1) foster an informed public decision making process; 2) responsive, effective and efficient City services; and 3) effective City management. This activity has four major elements: * Direction and leadership. Build consensus for projects and for problem solving; focus on proactive rather than reactive actions; encourage creatjvity and leadership from all employees; establish priorities; empower employees to make decisions; and, maintain financial stability for City (40 percent of thc activity). Advising and assisting the City Council. Recommend actions to Council; orient new Council Members on the operation and functions of City Government; recommend Legislation, Policies and Regulations; establish effective employee relalions and conduct labor negotiations; provide for review of services; assist citizens with Council requests; staff Council appointed Boards, Comnlissions, Commirtees, and Task Forces; represent !he City with other govenment agencies; anticipate problems; and, resolve conflict (40 percent of the activity). Community relations. Encourage citizen participation; promote citizen awareness and education; maintain effective communication with the news media, Lodi Unified School District, Chamber of Commerce, and otlier agencies; understand community demands and expectations; aid, foster effective relations with community and interest groups (10 percent of the activity). Promoting the City's Future. Advocate evolving technology and utility service levels; foster strong economic development oppomnilies; ensure effective short and long range planning for land use, service levels, capital facilities and resources * * e (10 percent of the actidity). D-11s General Fund SIGN E~~ND 2003-04: ~~l~ifi~tion of Deputy City ~~~ to Assistant City Manager ($6,000) -D& one yea! ~AJQR 2001 - 2003 ACCQ e Imp~~ented Public Art Policy for the City of Ld * Wurked with local and State representatives and the League of California Cities to oppose SB1717 in order to develop an acceptable State policy e Frovidd job op~~iti~ fos disabled e Negotiat~ MOUs with newly established Mid-Managers’ ~~~~g grwp and IBEW e Paved over traeks on Lodi Avmue I Promoted Community and Cultural Activities such as Cel~afion on Central, Kids Night out, L&ht Parade, Pakistani ~d~endmce Day Mela United Way Community Day of Caring South Asian Cultwe Club. Administrative ~~r~esentation on Local Child Care Planning Council, Lodi Boys & Girls Club, Crime Stoppas, Lodi Memorial Hospital Board, Lodi House Board, Leadership Lodi Stmng Commit% C~unity Partnership for Families, Lawrence School Safety Committee e Designed, fimded, and began construction of new Police D~~mt Facil~ty Completed downtown parking garage e Completed nceptual designs for new Animal Shelter, Aquatics Center, indoor Sports Center, and DeBennedetti Park e Develod impl~~~~ and a~ini~ed two-yw Budgel and Financial Plan ~AJOR 2003 - 2005 0 * R~~d to and support City Council 0 Promote Community and Cultural Actiwties such as NTS . o Parade of Lights o CeIebration on CenW o Kids Night Out o South Asian Culture Club events o %ah, Aaah Festival o United Way Community Day of Caring, City Campaign, and Community Council o Salvation Army shelter relmtion 0 Complete cons~etion of Pubiic Safety Building * Develop altanate funding murces for capital projeets and ongoing operating expenses * Pursue new privatization ap~~ities Cmtinue to expand servim available on City’s web site * Develop ongoing strategies to adhess fiscal un~~ties I Conduct public survey e Complete ~~tive selection proms fa a financial audit firm * Develop, implement, and administer twc-ym budget and financial plan . Develop “Grapebelt” Stratepy * Adopt projwt area for the mA * Promute retail growth in Lodi 0 P&ua with the JJX% Unified School Djsbict to s~ and encourage ongoing Joint Facilities Use * Relocate Finance Department and lease unused space in the new parkmg shucture * Conduct, review, and evaluate the following service programs o After School Programs o Anirnal Shelter and Control Services o Downtown LMli ~~~ess Partnership, Lodi Canvmtion and Visitws Bureau, Lodi District Chamber of Commerce, §an Joaquin Bitsiness Partnership LATEQ COST C~~~~~ City Manager (100401) D-120 Solid Wasle Management ~ROe~M: Administration Services General Fund ACT~TY. DEP~T~~ Public Works ACTIVITY D~SC~~ON The Solid Waste Management activity ovemees residential, commercial collection fiancluse agreements and the industrial permitting and collection in the City of Lodi. Tbis activity is also I-esponsible for the development of refuse and recyclable materials processing programs for all fom of collection. "he City of Lodi is noted for the superior quality of refuse services delivered to its citizens, the professional image of staff and equipment presented by the fianchise collector to their customers, and state-of-the-art recycling technology whjch has achieved high diversion rates in conformance with Assembly Bill 939 directives. Solid Waste Management activity goals are: I) provide efficient and reliable solid waste collection and disposal services for residents and businesses in Lodi; 2) acbieve maximum feasible diversion of recyclable and compostable materials away fiom the North County Landfill withn reasonable cost parameters; and, 3) ensure that ulthate processing and/or disposal of all collected matelials is performed in compliance with relevant Federal, State and Local laws and regulations. Staffmg for this activity is included k Yuhlic Works Adn~shation. This activity has three major elements: Solid wste planning and coordination. Review, develop and implement source reduction, recycling, campsting and Coordinate UI~ planning process and actual program implementation with household hazardous waste management plans. regional agencies (60 percent of the activity). * Solid waste francidse administration. Ensure that all firms authorized to collect refuse in the Cily of Lodi provide high quality services and conduct their operations in compliance with the franchise agreemenu. Review applicalions for non-exclusive industrial refuse collection permits. Receive, evaluate and resolve customer complaints. Review rate adjustments as necessary (30 percent of the activity). e Reporting. Review and verification of tonnage reports received from various jurisdictions. Prepare annual diversion report that is submitted to die California Integrated Waste Management Board. (10 percent of the activity). MAJOR 2001-03 A~COMPLIS~NTS e e Achieved 50% diversion of soiid waste from North County LandfiIl by ZfXl as requirLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLL by AB939 Negotiated and completed new franchise agreement with Cenlral Valley Waste Services MAJOR 2003-05 O~CT~~ . 2003-05: Create enterprise fund for Solid Waste Management activities * 2003-05: Improve commercial and constructio~demoiition recycling e 2003-05: Coordinate and implement department recycling policies and procedures .. EI?T Public Works Admiuistration PRO~RAM General Administration ACTIVITY: ~EPAR~~~ Public Works Furm General Fund The Public Works Administratior1 activity provides overall dirstion, administrative support and management for the following Public Works divisions: Engineering, Fleet and Facilities Services, Streets, Transportation and WateriWastewatrr; administers the Solid Waste franchise; provides clerical support for Public Works Adn~stration, Facilities Maintenance, Engineering and Transportation; and, handles property and right-of-way acquisition, Departmental Safety Program and budget administration. 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: e Clerical support. Prepare correspondence, Council Communications, reports and specifications; organize, maintain and research correspondence and computer files; handle City vehicle registration, contract documents, purchase orders, claims, public counter inquiries and complaints; answer phones; and, relays radio messages (30 percent of the activity). . Project management. Handle labor compliance requirements on Public Works conslruction pro-jecls; oversee design, construction and administration of building projects; aid, resolve all major problem on City construction projects (5 percent of the activity) e Department m~nagement & representation. Establish Department rules, policies and procedures, monitor and evaluate department activities; develop team building and cmployee recognition programs; and, represents the City with other government agencies, private firms and organizations (30 percent of the activity). . Enterprise management. conformance witli Federal, State and local health requirements (20 percent of the actjviityf. Oversee the water and wastewater utility services and the solid waste contract and ensure 0 Budget administration. Coordinate and compile the total Public Worh Department Operation and Maintenance Budget and Capital Improvement Budget; review and approve all Departmental procurement documents and purchase orders; ensure expenditures conform to approved budgets (10 percent of the activity) .) Personnel administration. empioymeot contracts; develop and coordinate in-service safety %id training prograns (5 percent of the activity). Develop Department policies and work rules; interpret City personnel rules, policies and D-122 Public Works A~s~ation PROGW. General Administration ACTWIW DEPAR~~~: Public Works FUW General Fund SIGNIFICANT EXPENDITURK AND STAFFING CHANGES None MAJOR ACCOMPLISHMENTS . Implemented Public Safety Building Master Plan and began construction. Reactivated Department Safety Program and began process of updating department IIPP. Projects included are: * CPR Recertification * Respirator fit testing e Established hcalth provider alternative for workplace related injuries (Ham Lane Clinic and Kaiser Permanellte) MAJOR 2003-05 OBJECTIVES * * 2003-05: Update Street Tree Maintenance Policies and Procedures e 2003-05: Water Supply Planning 2003-05: Completion of Public Safety Building and other Civic Center moves 2003-05: Implementation of Stomwater Management Program RELATED COST CENTERS Public Work? Adnunistiation (10301 1) Damage lo Property (1002W) D-123 -- City Attorney PKOG~. Legal Services ACTIVITY: DEPAK~h~. City Attorney m. General Fund ACTMTY D~SC~TIO~ The City Attonley activity reviews, monitors and evaluates the conduct of City acliviries for confoolrmance with laws, regulations, policies and rules; represents the City in civil litigation; and enmres that violators of City laws are prosecuted. Activity goals are: 1) reduce the City’s liability exposure; and, 2) provide timely and complete legal advice and services. This activity has five major elements: * Legal review and advice. Revicw Ordinances, Resolution% contracts and advise on employment issues (40 percent of the activity) e Advise and assist the City Council. Orient new Councilmembers on the services and functions of the City Attorney’s Office; advise aid assist the City Council and staff with suggested and existing legislation, policies and regulations; process citizen requests; anticipate problems; aid, assisl in resolving conflict (1.0 percent of the activity) e Legal representation. represenl the City with other govemenl agencies (30 percent of the activity) Represent the City at Council meetings; defend the City against litigatioii and claims; and, e Document preparation. Prepare Ordinances, Resolut~ons, contracts, legal pleadmgs, repons, correspondence and other legal documents (10 percent of the activity) Enforcement. Enforce and prosecute violations of the Municipal Code (10 percent of the activity) SIGNWECAN Nonc MAJOR ACCO~LIS e Succrssiiil litigation concerning TCEIPCE MAJOR 2003-05 O~,~ECT~~S e 2003-05: Continue litigation concenfig TCEIPCE RELATED COST CE~EK~ Counsel and Legal Advice (100351) D-124 .- ACTIVITY. City Clerk DEPAR~~~ City Clerk PROG~M Records Administration IFOND: General Fund ACT^^ DESC~~ON The City Clerk activity records and preserves all City records RS provided by the State of California Government Code and provides suppoxl and information to the City Council, public and staff. Activity goals are: 1) open and informed public decision making; 2) complete and accurate records of Council actions and policies; and 3) prompt response to requests for recorded information. This activity has eight major elements: . Information dissemination. Prepare and coordinate publications; process ordinances and resolutions, post public hesuing notices, and other actions as required; respond to requests by Council, the public and staff (20 percent of the aclivity). Agenda preparation. . Coordinate and schedule Agenda items; and, review, assemble and distribute Agenda packets (25 percent of the activity). e Boards and Commissions. Post fur Boards and C.omission vacancies, coordinate appoinlments, maintain Roster of Boards and Commissions (over 120 positions), prepare Airnual Local Appointments Lists pursuant to Gov. Code 54972 e (5 percent of the activity) Records man~emenl. Record and preserve Council Minutes; manage official records (Ordinances, Resolutions, Deeds and Contracts); update and distribute annual City Directory Assistance booklets, and, codify Lodi Municipal Code (25 percent of the activity). City Council support services. Coordinate travel arrangements and prepare all necessary financial documents; schedule appointments; track events and prepare weekly. monthly and annual calendars; and, prepare Council correspondence (10 percent of the activity). Ministerial duties. Administer Oaltis of Office; attest and seal official documents; receive claims againsl the City; process certain permits, contracts and agreements; and, prepares official certificates and proclamations (5 percenl or the activity). Statements of Economic Interest & Campaign Statements. Fulfill duties of ihe Filing Officer as specified in Section 81010 of the Political Reform Act (5 percent of the activity). Protocol Officer of the City. Plans for and assist in carrying out a multitude of functions, ceremonies and events on behalf of Llie City and City Council (5 percent of the activity). e . e 0 . Crtj Clerk PRO~RAM. Records Admuustration General Fund ACTRIW DEPAK~NT City Clerk FUND: SIG~CANT EXPE~I~ AND STAFFLNG CHANGES e 2003.04: Pan I - Consultant services ($9,975) -- Not Approved * 2004-05: Pan Ti - Consultant services ($15,280) -- Not Approved MAJOR ACCO~LIS~~S e 2001-03: e 2001-03: Complete data entry of contracls into Access program - COMPLETED Process and image the following documents into the Fortis program Council Communications 1975 to 1993 - PENDING Resolutions 1975 to 1983 - PENDING Ordinances 1975 to 1997 - PENDING Elections 1975 to 1995 -COMPLETED 1975 to 1989 and 1994 to 2002 e 2001-03: * 2001-03: MAJOR ~BJE~T~ES . 2003-05: Con~plete pending objectives from last budget repon e 2003.05 Develop and institute electronic Council agendaipacket e 200.1-05: . 2004-05: 2003-05: Convert from biders to open shelf, end tab folder filing system - IN PROGRESS Create and maintain City Clerk’s Web Page - COMPLETED With guidance of consultant, develop citywide records management procedures manual & training With guidance of consultant, develop citywide records retention schedule, customized for the City of Lodi Complete conversion from Fortis to custom electronic records management program designed by ISD nEL~TE~ COST CENTERS City Clerk Administration (100101) Ciiy Council Protocol (100120) D-126 Elections City Clerk PROGRAM: Election Administration General Fund ACTIVITY DES~~TION The Elections activity conducts City elections for elective offices, initiatives, referendums and recalls. Activity goals are: 1) elections which conform to the Slate 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 petition& 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 (80 percent of the activity). Disclosure reporting. Process and file campaign Financial Disclosure Statements; and oversee preparation of candidate Conflict of Interest Statements (20 percent of the activity). * SIGNLEICAY-T EXPE~~I~~ AND STAFFING CIlANGES None MAJOR ACCO~LIS~NTS e 2001-03 MAJOR OBJECTIVES * 2003-0.5 Conduct a non-problematic General Municipal Election in 2004 Reorganize and streamline internal election relaled procedures and instructional documents - COMPLETED RELATED COST CENTERS Election (loOlO2) D-127 PROG~M. Admuustratrve Services Human Resources AC~~~~~ DEPART^^: Human Resources General Fund ACTIVITY DESC ON The Human Resources activity is responsible for developing, advising and ~plement~g Human Resource programs through policies, rules, regulations and legislation; advising employees, City management staff and Council on personnel matters and relations; promoting compliance with existing personnel policies, rules, regulations and legal mandates; overseeing the City's Classification and Compensation Program; aid, developing and administering employee training programs. Activity goals are: 1) recruit and retain highly qualified, well-trained and motivaled employees; 2) provide responsive and professional service to City employees and the public; and, 3) follow fair and objective personnel practices. This activity has six major elements: II Employee recruitmen1 and selection. Develop creative and innovative recruitment and retention strategies aud conduct examinations for hiring employees (20 percent of the activity). Benefits administration. Manage the City's benefi? programs: healUi insurance plans, retirement services, employee assistance services, long-term disability insurance, deferred compensation, flexible spending plans and other Cify benefits (20 percent or the activity) Employer/employee relations. Advise and assist staff in resolving complaints in the workplace and in interpreting employment agreements (MOU's, policies, rules, etc.); advise and assist in preparing disciplinary actions; advise and assist in negotiation of employment, compensation and benefit agreements; conduct and analyze negotiation surveys (20 percent of lhe activity) Ad~~~islrativ~ services. Coordinate personnel support services to include: processing employment inquiriesiverifications, pre-employment and fitness for duty medical examinations, drug testing and personnel actions; performance appraisal iniuiagement; maintain official personnel files; and develop and maintain official personnel policies and procedures (30 percent of the activity). Clavsification and pay. Develop and maintain the Ci1)Z's posilion classification and pay system; evaluale and determine emplayee classificafion and pay for new and existing positions; and, maintain official classification and pay plan (7 percent of the activity) Equal employment opportunity and affirmative action. Ensure employment decisions are nondiscriminatory and do not present artificial harriers to recruimcnt, examination and promotion practices; develop, maintain and monitor City's Affirmative Action Plan; and respond to Equal Employment Opportunity Comnission and Department of Fair Employment and Housing complaints of alleged violation (3 percent of the activity). . * e s I D-12s -- ACTIVITY: Human Resources DEPART^^ I-luman Resources PROG~M: Administrative Services General Fund SIGNLFtCANT ~XPE~~~ AND STAFFING CHANGES None MAJOR ACCO~LIS~NTS . . * . It . . . . * . . . . . . Conducted 82 recruitments from beginning of fiscal par 2001-01 through December 2002. Processed 1,650 fingerprint clearances from beginning of fiscal year 2001-02 through Decembcr 2002. Conducted annual sexual harassment training for all new employees. Hosted the annual International Personnel Management Association Central California Chapter (IPMA-CCC) conference (attendees included 125 participants from neighboring communities) Placed Citywide job specifications on website. Maintained Citg recognition program - Employee of the Quarter and Employee of the Year. Organized annual Employee Service Awards. Creation of Human Resources Daiabase to hold all employee information. Held Employee Assistance Program workshop on “Holiday Blues”. Orpaized collection of “Shoeboxes for Soldiers” in conjunction with the Red Cross, Air Force Reserves and Fresno State University (from employees to he delivered to soldiers overseas?. Implemented Veteran Preference Poincs policy and procedure. Implemented Fingerprinting policy and procedure. Completed thirteen classification actions for 2001 and nine for 2002. Completed 12 issues of “Vineihe” employee newsletter. Coordinated Citjwide involvemenr with local schools in lhe commemoration of the “National Celebration of the Young Child”. Negotiated labor contracts with Electric Utility (IBEW) and Mid Management (LCMMA) bargaining units. MAJOR 2003-05 O~ECT~~S 2003-04: Conduct negotiations with Police Mid Management, General Services, Uniled Firefighters of Lodi and Maintenance and Operators bargaining units. e 2004-05: Conduct negotiations with Dispatchers and Police bargaining units. RELATED COST CENTERS Huma Resources Administration (lWO2) ACTIVITY: Citywide Training DEPAR~~ Human Resources ~~OG~: Training & Development m: General Fund ACTMTY DESC~TION Employees are the City's most valuable assets. The Citywide trahing activity is responsible for promoring a quality workforce by providing training and development opportunities for employees to increase productivity and enhance the overall effectiveness of staff. This activity has one major element: Employee training and development. (100 percent of the activity). Provide programs that enhance the knowledge and abilities of City employees STAFFING SU~ARY Staffmg support provided by Human Resources Department SiGN~lCA~~ E~PEN~IT~~E AND STAFFDlG CHANGFA 2003-u1: Hire a Training coordinator ($34,410) -- Not Approved MAJOR 2003-05 OBJE~~S e 2003-05 Develop and unplement Supervisory Traurlng Academy e 2003-05 Develop and liiiplenient Cost Savmgs Incentive Program RELATEDCOSTCENTERS Training - Citywide (100404) D-130 ... -- ACTIVITY: Risk Management PROGRAM: Administrative Services DEP~TMENT Human Resources FOND: General Fund ACTIVITY DES~~P~IQN The Risk Management activity identifies loss ex~osures to the City, develops and implements loss control tecl~ques designed to prevent and/or control losses to the City’s resources that can result from those exposures, and monitors the effectiveness of the selected loss control techniques. Activity goals are: I) identify exposures to loss; 2) develop and manage programs to reduce loss frequency and severity; 3) ensure appropriate and adequate risk financing; and 4) obtain recovery or indcnmification for losses. The Risk Management acfivity contains the following components: e General Liability: Receive and 1-eview all claims against the City; manage claim investigations and adjusments with the City’s third party administrators and appropiate City staff, determine liability and pursue appropriate action; and identify the causes (exposures) of claims to develop appropriate loss prevention and control techniques (15 percent of the activity). I Property Loss: Review all property losses; deternline appropriate loss financing; evaluate prope3 exposures and develop appropriate loss prevention and loss control techniques; and obtdili indemnification and reimbursements when applicable (10 percent of the activity). . Workers’ Compen~~tjon: Receive and review all claims against the City; manage claim investigations and adjustments with the City’s third paQ administrators and appropriate City staff, determine liability and pursue appropriate action; and identify the causes (exposures) of claims to develop appropriate loss prevention and control techniques (55 percent of the activity). Injury and Illness Prewntion: Chair Executive Safety Comminee aud manage its activities including the identification and mitigation of health risks in the workplace, implementation of a safety incentive progar% and the review of injury accidents to assess causes and reconmend preventative measures; ensure compliance with Federal and State OSHA regulations; conduct and coordinate training in safe work practices; and conduct health and wellness education and lrdining (I5 percent of the activity). e . Risk Financing: Identify and evaluate alteinatives for fmancing accidental losses; select, implement and monitor appropriate retention, transfer fmancing and contractual risk transfer tecluliques; pariicipate as a member of the boards of Joint Powers Authorities and ksk Sharing Pools; purchase indemnification agreements; and review, evaluate and approve cehficdtes of insurance as evidence ofthe transfer of risk fu~ancing and contractual risk transfers (5 percent of the activity). ACTIVITY: Risk Management pR~G~: AdmJNss(iative Services DE~~~ENT: Human Resources FUND: General Fund SIGNIFICANT E~ENDI~ AND STAFFING CRANGES None MAJOR ACC0M~’LIS~ENTS . . Held Safety Awards BBQ e Phased out Safety Buck Program and implemented new Safety Awards Program Revived regular meetings of the Executive Safety Conunittee (ESC). ‘The ESC implemented the safety inspection program and provides suggestions and handouts on safety topics for departmental meetings. In conjunction with our third party admiiiistrator, Insurance Consulting Associates, recaptured over $40.000 in general liability subrogation dollars. Changed Long Term Disability providers, improving LTD benefits. Collecled and coordinated the distribution of information for Safe Driver Training. Field Workplace Violence Workshop for all full-time employees. Iinplemented ’‘ FIR Alert” bulletin to communicate effectively wit11 en~ployees on an as-needed basis. . e - e MAJOR 2003-05 OBJXCTIVES e 2003-05: Updateirevise Injury and Illness Prevention Program (IIPP) e 2003-05: Completion of Defensive Driver training for employees . 2003-05: Develop and implement health and wellness education and nauring RELATED COST CENTERS hsk Management (1 00403) ACTTVXTY: lnfomation Systems PROGRAhlL: Administrative Services ~~PA~~NT: Administration Fcm: General Fund ACTMTY DESC ON The Information Systems Division (ISD) activity centers on the City's goal to 'Enhance Access to Information' and the organization's increasing dependency upon accurate, timely information. High availability of needed information translates into faster, more accurate decisions. This leads to increased efficiencies and decreased organization-wide costs. Its main functions are to develop, plan and coordinate the City's information systems. Information systems consists of personal computers, Local and Wide-Area Networks (LAN and WAN), Internet and Intranet, computer software, telephone and wireless communications, teleconi wiring infrastructure, and radio equipment. ISD also provides ongoing centralized data processing and information access services and support for City Departments; provides advice and assistance to staff on the use, application and operation of central computer systems; advises and assists staff in the utilization of applications and/or purchase of "canned" programs and applications; and, maintains and operates the CiQ's mid-range computer. Activity goals include: 1) long-range policies and standards for acquiring, maintaining and replacing equipment and software; and 2) responsive and on-going support and training for compuler equipment and software, telephones, and other miscellaneous equipment., 3) provide efficient, effective and responsive service; 4) maintain current programs and applications at levels necessary to conduct operations; 5) assist staff in improving productivity through data processing and infomatioii service; and 6) maintain operations 24 hours per day. This activity has three major elements: 0 Policies and standards. Develop, implement and manage lnfonnation System policies, stmdards, and specifications for computer hardware and software acquisition, maintenam% and replacement (15 percent of the activity). System development and support. Provide for system development, on-going maintenance of equipment, and training of personnel to ensure full utilization of equipment and sofhvare. Maintain and operate system applications (payroll, accounting, etc.) in support of City depmments; maintain and operate gmierd suppo11 applications (word processing, spreadsheet, etc.) in supporl of City departments; and, maintain and operate peripheral equipment; maintain central conipuiers; PI-nvide bachp and recovery support; repair and replace defective equipment; monitor and analyze uses of storage and operating capacity; and, recommend and advise an expanding hardware and software capacity; enhance, design and implement systems and programs to meet user needs; correct, adjust and update defective applications; advise and assist users to update applications; and, assist and advise users with changing application technology (45 percent of the activity). Systems and equipment. mail, call accounting, radio and wireless communications systems, LANiWAN systems (40 percent of the activity). 0 e Manage, maintain and support City equipment and systems including telephone, PCs, voice- I 2ou1412 I 200243 2oti31i4 I 2~W)ru)S STAFFING SUMMARY I ACTUAL 1 BUDGETED 1 BJIDGETED 1 BUDGEX'ED ~ 2003.04: Convert lnfomation Syslems Division to a Department (no ~tio~ Cost) -PuuedbyGM ACCO -03: tion Sysm sraff and Data processing employtx%, creating lnfomation Systems Division (. 2002-03: Imp1 Comfofl Discount program module * 2002-03: Devel ~i~n~ new Business License Tax sy- ~clu~ng DLBP ~mponent * 2002-03: Repla nitid city sewers &PR, 1; City Hau, 2) e 200243: Wed ~epl~~nt ~~~~tible Power Supply Unit e 2002-03: e 2002-03: Replaced aging AS400 with new model 820 L 2002-03: e 2002-03: Expanded disk storage capacity of central (~1400~ computec . 200293: D and ~~1~~ new e~1~ rracking system for HR e 2002-03: and i~ieme~ new Request System a 2002-03: eled IT Advisory ~~ i~oi~g aU. City departments e 2002-03: D and ~le~~~ ~~~~tfor Fortis ~~enl imaging SyStm Wireless d& services to Camegie Fom and City Nall Upgmded AS/400 operating system (OS/400) to Version 5 Retease 1 2002-03: Developed and ~pIem~~ new I: System @ 2003-05: ~ontin~ng d~elopm~nt of hixanet features e 2003-04: Establish written hilission Statement e 2003-05: Expand ~tio~ wireless data services citywide 0 2002-05: Deploy wireless LA" ~~~o~where possible 0 2003-04: Establish wrs groups for major City systems e 2003-05: On-line Training system available anywhere and anwc 2003-05: Develop IT stntegic plan D-134 Infomation Systems FROG^: Administrative Services ACTKVITY: General Fund DE~A~~~: AOministratron FUND: * 2003-04: . 2003-04: 6) 2003-04: . 2003-05: * 2003-04: * 2003-04: * 2003-04: e 2003-04: * 2003-04: . 2003.04: Continue migration to Windows Zoo0 (better stability) for the entire City Continue migration to Office Zoo0 (web enabled tools) for the entire City Upgrade of voice link bemeen City Hall and MSC for improved reliabiiity Maintain maximwn security of data and system using security software Enhance utilization and effectiveness of JD Edwards software Explore replacement of Orcom billing system Develop and implement report server for use by the enterprise Designate ISD as a City department Provide assistance to the Lodi Police Department for impending move to new fdCilitY Relocate ISD to basement of Camegie building RELATED COST CENTERS: Infomation Systems (10041 1) D-135 --- PROG~M: Administrative Services ACTMTU: Finance Administration D~PART~NT Finance FUND: General Fund The Finance Administration activity provides financial and other support services to include: financial planning; preparation of Financial Plan and Budget document; accounting; cashier services; investment; billing and tax administration; utility meter reading; mail processing, purchasing, and collection services. Activity goals include: I) efficient, effective and responsive service; 2) accurate and timely reporting; and 3) protection of the City's assets from unauthorized use. This activity has five major elements: Leadership and adni~istration. Plan, organize, coordinate and review services and activities of the Department; establish rules, procedures and polices to provide for day-to-day conduct of services, staff lraining and personnel managenient in accordance with City policies; foster and promote a positive and efficient work place; recog&c and reward excellent performance; and, make decisions (10 percent of the activity). Accounting and financial planning. Coordinate preparation of the City's Financial Plan and Budget; provide accounting services and financial reports; and, review, analyze and evaluate financial procedures for accuracy and completeness; and, guide and direct preparation of financial reports, studies and plans (30 percent of the activity). Revenue management. Provide billing and collection services; oversee investment of City funds; manage and administer debt financing; and, develop cost recovery programs (30 percent of the activity) Budget preparation and management. Advise and assist in preparing the City's Finaicinl 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 (IS percent of the activity) Support services. Provide adrninistralive support services 10 include; administrative; collection; purchasing; metcr reading; mail and distribution; and, other services authorized by the City Manager and Council (15 percent of the activity) STGFTNG ~~RY Finanie Director D-136 ACTMTY: Finance Administration DEPAR~~ Finance PROGRAM Administrative Services m: General Fund S~G~~~ANT EXP~M)I~~ AM) STAF~G CHANGES None MAJOR ~CCO~~IS~NTS * e e e * Worked with City’s Financial Advisor (PFM) on General Fund long-range financial plan Assisted Electric Utility in implementation of new rebate programs and solar energy program Implemented cross training of staff to enhance efficiency and customer service Received GFOA and CSMFO awards on Fmancial Plan and Budget document Received GFOA and CSMFO awards on mud CAFR Worked with hionnation Systems Depanmenl to develop an on-line bill payment program Worked on a more “Customer friendly” simplified utility bill format e MAJOR O~JECT~S * 2003-05: e 2003-05: e 2003-05: - 2003-05: Assist in implenientation and training for other depanments access to JD Edwards software Assist in implementation of “e” governlent access through such programs as e-bill Implement a new “custames friendly” simplified utility bill format Ensure smooch move of Finance from the AMex lo the Parking SlrUcture RELATED COST CENTERS Finance Adii<msrralion (200501) ACTNITY: Accounting Services PR~G~M Administrative Services General Fund DErAR~~~: Finance m: ACTNITY ~ESC~P~~N The Accountmg Services activity maintains and controls the City's fmancial records and books of original entry; prepares, analyzes and publishes financial reports; records debt obligations; maintains cost accounting systems and fixed asset records; prepares payroll and associated reports; and, pays invoices for purchases made by City. Activity goals are: 1) maintain accurate and complete records; 2) provide timely and accurate financial reports; 3) provide quality service to en~ployees and City customers; and, 4) protect the fmancial integrity of the City. This activity has five major elements: t Lcadership and adm~~tration. Plan, organize, coordlnate and review the City's accounting operations and services; establish rules, procedures and polices to provide for day-lo-day conduct of accounting operations; advise and assist the Finance Director and staff on accounting plicies and procedures; foster and promote a positive and efficienl work place; recognize and reward excellent performance; and make decisions (10 percent of the activity). Accounting and reporting. Collect, organize, process, analyze and classify the City's financiai 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 aruiual audit. Assist independent auditors in conducting the annual audit; prepare and distribute the City's annual financial reports, single audit report and management ietter; and, prepare the City's response to recommendations made by the auditors (IS percent of the activity). Budget preparation and managernenl. Advise and assist in preparing the Ciry'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 (I5 percent of the activity). Accounting services. employee and customer inquiries as required (30 percent of the activity). * e . * Provide payroll and accounts payable services; prepare and distribute reports; and, respond t<! Accountkg Services PROCRAIM: Administrative Services FUND: General Fund ACTM'N: DE~AR~h~. Finance SIGNIFICANT ~XPE~I~E AND STAFFING CHANGES None . * . e Assumed Uie responsibility for the JDE Human Resources Module Provided the financial and monthly reports through the Internet Received clean audit from the independent auditors Received the Calgomia Municipal Finance Oflcers and the Governmcnr Finance Oficers Associurion awards for excellence ill frnancial reporting for the ninth year . 2003-05: * 2003-05: e 2003-05: Rollout of the new financial systems citywide e 2003-05: . 2003-05: . 2003-05: . 2003-05: Successful implementation of new financial reporting model required by GASR 34 Migrate fmancial data into the JDE One World Fin.mcia1 system Provide training LO the departments on the new system Proceed with Phase IV of the JDE project that includes Fixed Assets and lob Cost modules Maintain and enhance the availability of frnancial information to the departments Rrdefrne fmancial reports to meet the needs of the depanmenls RELATED COST CEhTERS Finance Accounting (100SO3) .- ACTIVITY: Revenue Services PRO~~M Administrative Services ~E~ART~~ Finance mm: General Fund ACTMTY ~ESC~~ON "lie Revenue Services activity collects, protects and invests the City's funds; maintains liaison With the City's designated depositories (banks); advises staff on tax policies; collects taxes, and issues bills; issues utility and oher miscellaneous bills of the City; administers and manages the parking collection contract; and assists in preparing the annual budget and financial reports. Activiiy goals are: 1) provide timely, efficient and accurate service to staff and customers; 2) ensure safety, liquidity and yield 00 the City's invested funds; 3) protect City funds from unauthorized use, diversion or theft; and, promote positive customer relations. This activity has six major elemeiits: 0 Leadership and admi~t~ation. Plan, organize, coordinate and review the City's hilling, collection and fund control operations; establish rules, procedures and polices to provide for day to day conduct of revenue operations; advise and assist Finance Director and staff on revenue policies and procedures; foster and promote a positive and efficient work place; recognize and reward cxcellent performance; and make decisions (I0 percent of the activity) Collection services. Prepare, collcct and reconcile City hills for ut of the activity). Tau ad~nistrat~on 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 aWistered and collecled taxes; and, reconcile and analyze tax revenues to annual estimates (10 percent of the activity) Investment or City funds. Advise and assist the Finance Director with the invcstmenl of City funds in accordance with the City's Investment Policy; record, track, analyze and report on City investments; development and recommend inveslmenr policies; and, prepare the City's nionthly and quarterly investment reports (10 percent of the activity). Admi~ustration of parking citations. Administer and maiage 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-yeai adjustments; and prepare cash flow projections (5 percent of the activity) 0 * e . e ACTMTY COSTS GENE GOVE ENT ACTIVITY: Revenue Services DEFAR~~~ Finance PROG~: Administrative Services Fc?: General Fund SIGNLFICANT EXPE~I~~ AND STAFFING CHANGES None MAJOR ACCO~'L1S~~TS * Tested, installed and trained staff on several ORCOM upgrades aid implemented solutions to software issues in order to provide improved utility service Coiilinued cross training staff members to allow uninterrupted workflow and foster a team atmosphere Offered customers an alternative payment method of Visa, Mastercard or debit card when paying in person Implemented a payment option using Visa or Mastercard 10 pay a utility bill by mail Promoted sevcral utility rate programs targeting customers requiring reduced utility costs Began using new Business Tax Sofiware to include BID annual billings Worked widi the Lodi Police Department to collect on annual billings of corninerciai alarm permits * e e e e MAJOR 2003-05 OBJECTIVES * 2003-05: . 2003-05 2003-05: Continue implementation of ORCOM upgrades and supplemental training of staff to maintain high levels Of customer service Review and update Department Policy and Procedure including CIS manuals and cash handlhgisecurity at all City 01 Lodi collection sites Provide additional training aid staff workshops to continue staff education and improvemeni FSCLATED COST CENTERS Finance Revenue Division (100505) D-141 AC'I'TVITY Purchasing DZ~AR~~~: Finance PROGRAM: Administrative Services FOND: General Fund ACTMTY DESCR~~~N The Purchasing activity provides centralized purchasing and procurement services; centralized inventory management and distribution services; centralized disposal of surplus equipment, snpplies and material; and maintains lists of suppliers, vendors and contractors. Activity goals are: 1) obtain the best value for supplies, material and equipment purchased by the City; 2) maintain essential levels of common supplies, materials and forms needed to conduct day-to-day City operations; and, 3) provide efficient, effective and responsive service to staff. vendors and suppliers. This activity has four major elements: Leadership and administration. Plan, organize, coordinate and review the City's purchasing services and operations; establish rules, procedures and polices to provide for day-to-day conduct of purchasing operations; advise and assist the Finance Director and staff on purchasing policies and procedures; foster and promote a positive and efficient work place; recognize and reward excellent perfomrance; and make decisions (S percent of the activity) I%mhming 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 rnaintaiii warranty/mainrenance information; and resolve problems (GO percent of the activity) Inventory services. Maintain and manage $2.2 million inventory of equipment, utility supplies, common office supplies, !'om, and janitorial supplies; distribute and deliver supplies and materials to departments; and, inspecl supplies, materials and form for conformance with City's specifications (30 percent of the activity). Wiposdl services. Dispose of surplus material and equipment as required (5 percent oP the activity) 0-142 ACTIVITY: Purchasing PRO~~M: Administrative Services General Fund DE~ART~NT: Finance m: SIG~~CAh~ E~EN~~~ AND §TA~~G CHANGES None MAJOR ACCO~LIS~~NTS . Integrated WatedWastewater inventory in JD Edwards with assumption of inventory management responsibilities for. WateriWastewater inventory items. Expanded use of cooperative contracts to include Western States Conudcting Alliance for technology and wireless. and State of California for sofiware licenses. Developed a forWifi operation and safety manual for use in the Division e * MAJOR OBJFXTNES e 2003-04: Develop online requisition capability within JD Edwards . 20W-05: Increase vertical EUD materials storage capacity at MSC I I- Formal Bids Developed/Managed 25 1 .~~ ~~ ; WatedWastewater Utility Inventory added starting in 2002-03 RELATED COST CEWERS Finance Purchasing (100502) Field Services PRO^^: Organization Support Servlces T Finance rn General Fund ACTIVITY DESC~TION 'Rie Field Services activity schedules, collecrs the read data and reports electric and water consumption on metered customers; connects and disconnects customers to City utilities; issues final and 48-hour notices to delinquent customers; disconnects customers for non-payment, retnmed check or those not meeting utility sepice requirements; identifies and assists the Electric UtiliLy Department to investigate unauthorbzd or illegal use of City utilities; assists customers with complaints and requests; performs residential customer field energy audits, serves as representative to the Fleet Committee, the City Code Action Team, and the California Municipal Utilities Association; and, maintains active files of customers utilizing a dial card, receiving a read schedule or terminated customers for Finance, Community Development and Utility Deparunent use. Activity goals are: I) provide timely and accurate meter reads; 2) resolve or collect delinquent accounts within 60 days; and, 3) provide efficient, effective and responsive services. This activity has four major elements: . Leadership and ud~i~strati~n. Plan, organize, coordinate and review the City's field service operations; establish rules, procedures and polices to provide for day-to-day conduct of employees; advise and assist the Finance Director and staff on utility policies and procedures; assist in the preparation of the budget for the Field Services Unit; assist with arid perform a variety of personnel actions including selections, promotions, performance evaluations, disciplinary measures and dismissals; oversee and schedule vehicles for service; verify and sign payroll forms; approve vacation schedule; pick up gasoiie usage tags; plan and conduct monthly Safety Section meetings; interacl effectively and courteously with the public; roster and promote a positive and efficient work p1ac.e; recognize and reward excellent performance; and make decisions (15 percent of the activity) . Data reading and colkection. Collect aid report readings from metered customers (40 percent of the activity) * Service connections and collections. Connect and disconnect services for authorized customers; issue final notices to delinquent customers; disconnect unauthorized customers; maintain list of terminated customers for Finance and Utility Department use; fill our daily work report; check sealed accoun?s, and perfomi related duties as required (30 percent of lhe activity) . Customer services. assign new accounts; and, work closely with Billing and Collection staff (15 percent of the acfivityl. Assist and advise customers with complaints or requests for information. Maintain meter routes; ACTIVITY COSTS Utilities and Communications D-144 Field Services PROGRAM Organizatiori Support Services ACm: DEPAR~~ Fiance FUND: General Fund SI~~ICA~~ EXPE~I~ AND STAFFING CHANGES None MAJOR ACCO~LIS~~~TS e e e Launched successful radio-remote electric meter reading program with Electric Utility Department Participated in multi-depanment meetings & obtained renewed commiiment on City code enforcement of obstructed meter access Participared in renewal of department and citywide Safety Committees, including compiling the Injury, Illness & Prevention Program manual. Cross trained duties among the Field Service Represeniatives. Member of Solar Energy Team designed to provide nieter reading for solar energy customers. Tested and implemented new security locking nieler ring and key. Revised a nmkr of section procedures to increase efficiency. e . * e MAJOR OBJECTIVES e 2001-03: Continue work on the Citywide re-route of all accounts ~~ATEDCOSTCENT~RS Finance Field Services (10507) ACTIIVITU: Facilities Services DEPA~T~~ Public Works F~OG~M Organization Support Services rn General Fund ACTIVITY ~ESC~ON The Facilities Services activity maintains and manages all City faciliries except for Parks and Recreation and Hutchms Street Square (Communiry Center) facilities; administers constructjon projects, primarily for building remodels and renovationsiadditions; and supervises contract labor and vendors for janitorial and other building maintenance services, City Hall 18,500 sq. fl. Camegie Forum 10,400 sq. fi. Fire Adm. Offices (in Parking Structure) 2,500 sq. ft. Fire Station #2 6,200 sq. fi. Library 30,750 sq. ti. Multi-modai Pwking Structure 134,000 sq. fi.** Facilities Services ShopiOffice 2,300 sq. A. AnirnaJ Shelter 4,100 sq. ft. Multimodal Station 4,000 sq. ft. New Shanghai Building 7,130 sq. ft. Public Safety Building 40,lM) sq. fl. City KaIl Annex 7,400 sq. fi. Municipal Service Center 55,800 sq. fi Fire Station #3 5,300 sq. ft. Main Sueet Fire Station (Storage) 3,940 sq. ft. Fire Station #4 7,110 sq. it. Finance Department (in Parking StruCNre) 4,740 sq. ft. Other City Facilities maintained: Lodi Arch, Gateway Arch, and Veteran’s Memorial Mail 2003-04 TOTAL SQUARE FEET SERVED: 277,470”” **Parking Structure counted a1 67,000 sq. ft. for “’level of service” calcrrlations New Facilities Anticipated: Police Facility @ 52,500 sq. A 2004-05 TOTAL SQUARE FEET SER\%D: 329,970** **Parling Structure counted at 67,000 sq. ft. for “level of service” cdculations Activity goals are to provide Ij maximum building service lire; 2) productive work environment; 3) safe and energy efficieut buildings; and 4) a positive image for the City. This activity has three major elements: e Administration. Provide ovemll direction, supervision and planning (12 percent of the activity) * Maintenance and remodeling. Perform general and preventive maintenance, carpentry, painting, plumbing, electrlcai and meLhanlCdl repairs and improvemenrs (SO percent of the activity) e Contract administration. Coordinate and manage contracts for janitorial and other mairitenance services, remodel and repair projects and provide contrael adnunistration on mino: and major remodel and construction projects including all phases from planning to project construction (8 percent of the activity). D-146 ACTWI'IY: Facilities Services DEPART^^ Public Works : Organization Support Services mm General Fund SIGNIFlCANT E~~~DIT~RE AND STAFFJNG CHANGES . 2003-04 .4ddition ofNew Police Facility Maintenance ($75,000) -- Plpproved 1 2003-04 Addition of City-wide HVAC Duct Cleaning ($35,000) --Not Approved e 2004-05 Addition ofNew Police Facility Maintenance ($128,500) -- Approved MAJOR ACCOMP1,ISl~M~~TS Completed re-roof project at Municipal Service Center (MSC) Started constiuction of New Police Facility Stalled master planning for Public Safety Building expansion and remodel Completed master planning for Library Replaced Boiler at Public Safety Building Conipleted remodel of Police Dispatch, Briefing Room and Offlces Completed re-roof at White Slough Adrninistralioii Building Completed Asbestos abatement and re-roof af New Shanghai Building Completed re-roof and HVAC Replacement at Fire Station K3 MAJOR 2003-05 OBJECTIVES . 2003-05: e 2003-05: * 2003-05: * 2003-05: * 2003-05: Provide conLract adninistmtion on niajor and mixior remodel and construction projects Develop and install a preventive n-intenance and work order system Develop and iniplenient City-wide HVAC preventive maintenance program and service contracts Complete and implement Master Plan for Public Safety Building remodel R. Interim Civic Center Moves Complete Remodel of Caniegie Basement for Information System Depament RELATED COST CENTERS City Facilities Services (10351 I) City-Wide Utilities (100243) 0-147 ACTIVITY: Fleet Services and Motor Pool PRO^^^ Organization Support Services DEPAR~~ Public Works FOND: General Fund ACTIVITY D~SC~TION The Fleet Services Section mintains a fleet of approximately 420 vehicles and equipment, serving the entire City fleet except Parks and Recreation’s mowing equipment and scooters. Included in the duties are repairs to vehicles and equipment of all types and sizes; managing the parts inventory; troubleshooting and repair of mechanical operation problems in electric, hydraulic, and mechanical systems; weldingifabricating projects; providing pi-eventative maintenance to all vehicles and equipment; overseeing the fleet management system and software; and supervising contract labor and outside vendors. Activity goals are 1) safe and reliable City vehicles and equipment; 2) maxinxlm service life; and 3) a positive image for the City. Ths activity has six major elements (percentages are calculated considering major costs and time): . Administration. Direct, supervise, and pian Fleet Services activities; provide clerical and administrative support; establish shop mles and procedures; train and develop staff; promote and foster a positive and efficient work place; and maintain shop materials and supplies (23 percent of the activity) Repairs. Repair malfunctions and overhaul engines and transmissions (25 percent of the activity) e e Preventive ma~tcn~cc, Schedule, inspect and service vehicles, heavy equipment and olher equipment (25 percent of the actidty) Vehicle support operations. Purchase and provide parts, tires, gas and oil for vehicles and equipment. Coordinate administration of purchasing and disposition of vehicles and equipment, and oversee Fleet Policies and Procedures, including Fleer Managemeni Committees (20 percent of the activity) e (1 Fabrication and repair. (5 percent of the activity) Fabricate parts and equipment and perform welding and machine work as needed * Molor pool operations. Provide aid maintain a pool of vehicles and equipment for use by staff in conducting Ciry business as needed (2 percent of the activity). AC~I~: Fleet Services and Motor Pa01 ~RO~~M Organization Support Services PAR^^^^ Public Works FUND: General Fund SIGNIFICANT EX~ENDIT~~ Ah'D STAFFING CHANGES 2003-04 MAdOR ACCOMPLKS~M~NTS Reclassification of Admnustrative Clerk to Semor Adnunlstratlve Clerk ($3,555) -_ Approved SO%> General Fund Conlplcted the installation of a compressed natural gas (CNG) station at the MSC Evaluated Fleet Services staffmg levels Added Fleet Service Worker to Fleet Services Rivision Parhiered with Lodi Unified School District (LUSD) re: Bus Wash planning & LUSD CNG Projects Added six (6) CNG Buses to Dial-+Ride fleet Replaced fuel dispensers and added fuel card system at MSC Added Trailer at MSC for Fleet Supervisor gL Admiistrative Clerk and reused Supervisor's office space for two 1.ead Mechanics ~ MA.JOR 2003-05 OBJECTIVES . 2003-04: Complete the following capital projects: Installation ofBus Wash system at LUSD Finish Modifying the Fleet Shop for CNG work (alarms, venting, etc.) * 2003-04: Complete the Inlplementation of upgradeiconversion to Windows-based version of coinpiiterized * 2003-05: e 2003-05: Continue to puclwseilease Altemative Fueled VehicledEquipment e 2003-05: e 2003-05: equipment management system Plan, design and start consmction on Fleet Shop expansion Expand vehicle motor pool and add vehicles that are alternatively fueled Evaluate abandonment or need for upgrades of fuel dispenser and fuel card systenls at Public Safely RELATED COST CENTERS Fleet Services and Motor Pool (105561) ~CT~~: General Support PROG~M: Non-Departmental Services DEP ART~N~ Administration FUND: General Fund ACTTVITY D~C~TION The General Support activity programs and administers indirect costs not easily charged to Operating activities or projects. The activity goal is to establish cost effective. budgeting and accounring for indirect costs. This activity has six major elements: e City memberships. promote the interests of Uie City as a whole Audit services. Fund for the cost of the Citfs annual md interim audits by outside auditors Sales Tau Consultsnt. Fund for the cost of the Ciry's quarterly information on sales lax Property tax administration. Fund Comity's charges for tax administration (assessment, collection and payment) Telephone services. Fund and plan for local and long distance teiephone services Sister city relations. Fund the City's share of activities sponsored by the Sister City Committee Fund for the cost of memberships in organizations which represent, assist, provide training and . e . * * STAFFlNG SUMMARY None Staffing provided through Administration and Fmance SIGNTFICANT EXI'E~I~~ ANU STAFFLYG CHANGES None RELATED COST CEllirERS Sister City (IW2W) Sperial Payments Administration (100205) Non-Departmental Servlces (100241) Telephone Charges (100242) Postage Charges (100244) D-150 Workers’ Compensallon PROGRAM: Non-Departmental Services ACTIWTY: bEP~~ENT IIuman Resources FUND: Self-Insurance Fund ’me Workers Compensation activity manages claims due to industrially caused injuries and illnesses. Tkis activity perFom appropriate clainx adjusiment and settlement, ensures appropriate risk financing throngh the maintenance of a reserve fund to pay retained losses, and participates in a joint powers insurance pool for losses in excess of the retention. Activity goals are to: 1) restore injured workers to full and productive capacity; 2) ensure the rights of injured workers are protected in accordance with applicable State and Federal laws; 3) administer claims in a manner which minimizes cost and disruption for both the employee and the City; and 4) ensure appropriate funding for the self-insured retention and participate in management of the insurance pool for losses in excess of the retention. Tlis activitp has the follorving two major elements: m Claims Administration: Claims are adjusted by a thud paQ administrator (TPA) under the direction of the Sr. FIunmn Resources Analyst (90 percent ofthe activity). * Excess Insurance: The City is a member of an insurance pool entitled the Local Agency Workers’ Compensation Excess Joint Powers Authority (LAWCX). LAWCX provides $4.75 million of coverage in excess of the City’s self-inswed retention (SIR) of $250,000 (1 0 percent of the activity). STAFFING SUMMARY Staffng by Human Resources MAJOR ~CC~MPLISHMENTS e . (I * * Coordinated Hepatitis R vaccination MAJOR 2003-05 ORJECTIVES Joined the San Joaquin Safety Council for Citywide use Fomillidted in-house record keeping system for workers’ compensation claim.! Organized annual flu shots for eniployees and retirecs Reduced ovcrail number ofworkers’ compensation claims (two departments met 10% goal) e 200345 Developnlent of a Workers’ Coinpensation Policy and Procedure * 2003-05: * 2003.05: (I 2003-05: ~eveiop and maintain effective working relationships with local medical providers Reduce the cost ofclainx through increased cost conLrol efforts (e.g. temporary modified duy, utilization review, and medical case nlanagement) Actuarial study to assess the City’s financial position (i.e. adequacy of the Workers’ Compensation reserve) relative to its loss experience ACTIVITY: Workers' Compensation DEP~l~E~r: Human Resources PROGRAM: Non-Departmental Services FUND: Self-Inwance Fund scheduled meetings of'the mLATED COST CEWIERS Workers' Compensation claim (310202) 0-152 ACT~TY: General Liability DEP~TME~T: Human Resources ~~~G~: Nan-Depamnental Services FUND: Self-Insurance Fund ACTIVITY DESC~PTIO~ The General Liability activity performs adjustment and settlement of claims filed against the City by third parties who have sustained losses to person and/or property. The activity also ensures appropriate risk financing through maintenance of a reserve fuud to pay retained losses, participation in a joint powers liability insurance pool for losses in excess of he retention, and participation in an iisurance pooi for liability and physical danlage coverage relative to the City’s transit operations. .4ctivity goals are to: 1) adnlinister claim efficiently; 3) evaluate causes of claims and take appropriate preventative and loss reduction measures; and 3) protect the City’s fuancial resources by ensuring appropriate fimdily: for retained losses, and through the transfer of risk financing. This activiw bas the following three major components: . Claims Ad~nist~~tion: Claim are adjusted by a third party administrator under the direction of the Sr. Huiuan Resources Analyst (60 percent 01 the activity). Excess Insurance: The City is a member of a liability insurance pool entitled the Califoinia Joint Powers Risk Management Authority (CJPW). CJPRMA provides $24.5 million of coverage in excess of the City’s self-kured retenlion (SIR) of $500,000 (20 percent of the activity). Transit lnsuraiice: The City is a member of a liability and property damage insurance pool entitled the California Transit Insurance Pool (CalTIP). Through CaiTlP, the City has $10 million iii liability first dollar coverage, and I~as physical damage coverage for the value of the vehicle with $500 and $5,000 deductibles depending upon the vehcle. Funding for transit insurance comes from Federal Transit Authority grants (20 percent offhe activity). * e STAFFTNC S~~MAI~~’ Staffing by Human Resources and support from the Transportation Manager SIGNIFICANT E~P~NDIT~ AND SlAFFING CHANGES None MAJOR ACC~M~L~SHMENTS Closed all open Transit cialms prior to FY 2002-03. Implemented procedure to comply with new state regulations requiring verification that insurer is licensed to conduct business in State of California. * D-153 ACTIVITY: General Liability ~~OG~~ Non-Departmental Services DE~AR~~~ Human Resources mm: Self-insurance Fund MAJOR 2003-05 OBJECTIVES e 2003-04: e 2003-04: Administer pure property claims in-house * 2004-05: Updatelrevise risk financing transfer and conh-actual risk transfer requireinents. Actuarial study to assess the City’s fmncial position (i.e. adequacy of the General Liability reserve) relative to loss experience RELATED COST CENTERS General Liability (300202) D-154 Other Insurance PROG~: Non-Deparlmental Services Humair Resources FUND: Self-Insiirance Fund ACTIVITY: DEP~TM~NT: ACTIVITY DESC~RTION The Other Insurance activity transfers the fmancing for accidental losses to real and personal City property. The activity gaal is lo ensure adequate and appropriate funding for these losscs. Lines of coverage include the fol~owing: * Property insurance: Up to $300 million coverage fiorn losses to buildings, their contents and property in the open. Coverage is not available for loss due to earthquake or flood ($26,761). Boiler and Machineq insurance: Up to $15 rnillion in coverage from losses to HVAC systems, pulnps and machinery for water distribution and wastewater collectiodtreatment (including White Slough), and electrical substations and h-ansfomers (9; 36,867). Marine vessel insurance: Coverage for property losses to the boats and trailers wed in tbe Camera Safari ($2,020). Automobile Insurance : Coverage for property losses to City vehicles valued greater than $25,000 ($19,370). Special Event insurance: Up to $10 nillion in liability and property insurance purchased for special events involving the use of City facilities, or conducted on City property andlor public right-of-ways (reimbursed by sponsor). Faithful Performance bond: Protects the City from malfeasance hy desigmled employees ($6,906). e e e e .j STAFFTVG SIJMhl AIiY This activity is sraffed by Hunian Resources. SIGNIFICANT E~END~T~ AVD STAFFING CHANGES . Obtained Auto Propert/ Damage insurance coverage for losses sustained to lugher valued velucles and equipmellt D-155 . -~ GENE^ GOVE. ACTIVITY Other lnsurance ~RQ~~ Non-~~p~en~l Services ~EP~~ME~T. Human Resources m: Self-Lnsurance Fund MAJOR 2003-05 QB~CTKV~S e 2003.05: e 2003-05: .2003-05: Evaluate current lines of coverage and policy exclusions, and secure appropriate policp endorsements or aiteniative policies to ensure relevant perils and exposures to loss are covered Evaluate existing loss prevention techniques for their effectiveness, and modify as appropriate Update valuation ofbuildings, contents and propeq in the open by a professional property valuation consultant RELATED COST CENTERS Othei Insurance (301201) D-156 Benefits Administration ~ROG~M: Nan-Departmental Services I A~~~: DEPAR~~ Human Resources m: General Fund ACTIVITY D~C~~ON The Benefits Administration activity is for administering and paying for employee benefirs as provided by agreement. The activity goal is to establish effective planning, budgeting and accounting for the City's Benefits Program. This activity has fourteen major elemenis: . . . . . . . . . * . " . . Benefits Admi~5tration. Fund the cost of the City's Benefits Administration contract ($32,746). Medical care. Program and fund medical care insurance benefits for employees ($3,296,221). Retire& medical insurance. Fund the cost of medical insurance for retirees ($366,858). Medical co-pay reimbursement. plan ($2,500). Dental insurance. Fund the c.ost of dental benefits for employees aid dependents and adminisrrative fees ($395,951). Vision eare. Fund the cost of vision benefits for employees and dependents ($85,239). Chiropractic care. ($39,742). Employee assistance program. Fund the cost of employee counseling services ($1 1,WO) (CAP number of employees). Life insurance. Fund the cost of life insurance for employees and spouses with the exception of Police and Fire in amounts from $10,000 to $150,000 ($101,403). A~cident~ death insurance. Fund the cost of accidental death insurance for management, mid-managenlent, general services, police officers dispatchers and confidential employees in the amount of $25,000 ($10,015). ~lnemplo~en~ insurance. Fund the cost of claims against the City under a self-insurance program for unemploylnent claims paid ($27,833). Long term disablity. Fund the cosf of disability payments to employees except Police and Fire; pays up to two-thirds Of salary loss ($155,000). Employee recognition programs. ($25,100). Flexible spending accounts. Fund admiiuslrativc fees €or pre-lax COPS of dependent care, out of pockel costs of mcdical/denlal Fund the cost of compensating married employees for using one medicalidental ktSurance Fund the cost of chiropractic care for employees enrolled under the City's chiropractic insurance plan Fund cost of service awards, annual dinner dance, and Employee-of-Uie-Year program expenses and insurance premiums of employees ($7,254). ACTNITY: Benefits Administration ~EPART~~ Kuman Resources PROG~M: Non-Departmental Services FUND: General Fund STAFFIh'C S~~MARY Staffing suppon provided by Human Resources Reparunent SIGNIFICANT EXPENI~IT~~E Ah3 STAFFING CHANGES 2003-04:IJire Benefits Adnlinistrator ($40,000) MAJOR AC~OMPLISH~I~~~S * e * e --Not Approved Held Health Fair and Open Enrolhen1 for Medical Insurance, transferring 90% of employees to new health plans Held educational workhops on retirement planning Held educational workshops on long term care program Implemented "HR Bulletin" as means of communication to notify employees of ciiiical, tune-sensitive information regarding benefits linplcnlented "FIR Ale~i" as a means of communication to notify employees of critical, time-sensitive information regarding benefits * MAJOR 2003-05 OBJECTDTS * 2003-05: e 2003-05: Work with other municipalities, League of California Cities, and CalPERS lo geiierate support for consideration of local government in improving their medical plans and programs Continue to provide and expand on progranls to educate employees on their benefits mLArm c:osr CENTERS Benefits Administration (270201) Retirees Medical (270205) Denial Insurance (270207) Chiropractic Expense (270209) Life Insurance (27021 1) Unemployment In..wance (270213) Employee Recognition Program (270215) Medical Care (270204) Medical Co-Pay Reimbursement (270206) Vision Care (270208) Employee Assistance Program (270210) Acciden!al Death Insurance (270212) Long Tern Disability (270214) Flexible Spending Account (27021h) D-158 ACTTVITV: Citywide Urilities PRO^^: Non-Departmental DEPAR~~: Pubiic'Worlrs FUND: General Fund ACTlVITV DESC ON The Citywide Utilities activity consists of water, electricity, refuse, sewer, and natural gas expenses for all General Fund Departments. This function includes expenditures in all non-Enterprise account City of Lodi facilities, including buildings. parks, street medians and parking lots, storm pumps, traffic signals, and the Hutchm Street Square Community Center. Telephone, landscape, janitorial and other non-utility expenses are not included. General Government Facilities City Hall Municipal Service Center Parks & Recreation Facilities Recreation Administration Softball / Hardball Diamonds Sports Facilities Lodi Lake Park Parking Log 18 City Parking Lots J'arldne Striictures Lodi Station Parking Siructure Public Safetv Facilities Police Facility Fire Staiion #2 Police Animal Services Street Medians and Landscaping Camegie Forum Library City Hall Annex Parks Administration Recreation Anncx Blakely Pool Miscellaneous IndooriOuidoor Activities Parks Other Parks Aduli Sports Public Safety Building Pire Station #3 Street Sienals 44 locations including flashing beacons and 50% of State Highway signals Miscellaneous Facilities Main Street Fire HousdSrorage MSC Solar Port Struchirc Fire Adnlinistration Fire Slation #4 D-159 -- GE GQW Ern ACTMm Contingencies FROGRAM Non-Departmental DEPART^^^ Admiaistration FUND: Designated Fund Balance ACTIVITY DESC~TION The Contingencies activity is for programming unplanned expenditures which could not he anticipated prior to adoption of the Budget by the City Council This activity has two major elements: * Unpro~~~~ed expenditures. Fund the cost of emergencies, natural disasters and other expenditures which could not he anticipated (10 percent of the activity) Ventures. Fund opportunity costs which result in Savings from innovations such as new technology, Contract Services and/or other long !.em savings (90 percent of the activity) e SI'AFFLNG St~ARY None SIGNLFICANT ~XFE~~~ AND STAFFING C~AffGES None. MAJOR OBJECTIVES None RELATED COST CENTERS Designated Fund Balauce - General Fund Contingency $400,000 Faljade Program $lOO,MK) Demolition Fund $75,000 Business Retention D-160 Section E O~~E~ B~GET ET All construction projects and capital purcb~ which cost more than $10,000 are included in the Capital Improvement Budget. Purchases of vehicles and equipment on an eq~pme~ replacement schedule are purchased by the Equipment Rep~e~nt Fund. Minor capital purchases of less than $10,000 are included with the Activity Budgets. Through the Capital I~r~ve~nt Budget and Capital Improvement Plan, the City systematically plans, schedules and finances capital projects to ensure conformance with City policies and fundmg sources. The Capital Improvement Budget is a four-year plan organkd by mission. Public Satiety Public Utilities Transportation General Govemnt Leisure, Cuitura and Social Services Cornunity and Economic Revelopment The Capital Improvement Budget cinplmkes project phrmg, with projects progressing through at least two and up to six ofthe following phases: ate. Appropriates fimdq to the Control Account based OR projects designated for hdkg by the Council through adoption ofthe Financial Plan and Budget. 2. Study. Includes concept design, site selection, feasibitiry analysis, schematic design, en~o~en~ determination, property appraisals, scheduling, grant application, grant approval, and preparation of specitications for equipment purchases. Includes equipment purchases and property acquisition for projects, if necessary. Includes final design, plan and specification preparation, and construction cost estimation 5. Coust~ctio~. Includes bid administration, construction, project inspection and management and closeout. ebt Sewice. 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 3. Acquisition. Generally. it will become more ditficult for a project to move from one phase to the next. As suck more pmjects will be studied than designed, and more projects will be designed than constructed. vement Budget consists of four parts: 1. Summary of Capital Improvement Budget Ey Mission 2. Summay ofE 3. Write up ofBudget Request 4. Summary of Rep~c~nt Vehicles es by Activity in the Financial Plan does not anto~ic~y allocate hding for specific projects. The a~rop~tion is made to a Capital Controt Account and held there pending specific authriat ase and approwe fimds to a Project Account. This auth~tion genedy occurs only after the pr roject phase has been completed and approved by the Council and the costs for the succeedins phases have been fdly developed. Accordingty, project appropriations for acquisitions and construction are genera& made when contracts are awarded. Capital project app~pn~tio~ to the eapaal Control Account, which represent the funds not allocated to a specific project, lapse afker three years. Projects which lapse &om lack of project account allocations may be resubmitted. Project accounts which have been allocated hds will not lapse until the project is completed. All project appropriations should generally come from the Capital Control Account, as such, no djuslrnents to the Capital Budget appropriation wiu be required even if the project costs me greater than original estimates. T~IS approach has several advant~es and disadvantages: Adva~tag~: Ensures that project approp~ti~~ are based on rdic cost estimates and that hding is committed only &er a signi6cant milestone is achieved, such as contract award Avoids the overstatement of project funding for projects which may be canceled or deferred Ensures that projects are not initiated mti! adequate study or design has been completed Avoids iinaicial co~ents to projects before required gants, agreements or other external funding is secured Avoids overstatement of capital funding needs based on actual expenditure levels which historically have been less than budgeted amounts ~~sadvan~ge: A few high priority projects may be deferred due to the ‘%st come, first serve” approach to prqject appropriations Bd on historical cash flow and expenditure patterns; the probab@ of such deferrals is considered minkid. Further the benefits associated with this approach fhr outweigh the pnssihie disadvantage of deferring higher priority projects. This policy encourages ongoing project planning and ~~ent by requiring each phase to be reviewed and approved on a step-by-step basis, enswing that projects re well conceived, designed and ~plemented. E-2 P v so W The following pages provide a Mi of d Capital list of primary funding sources for projects. ~a~ital Outlay Fund Donations Commmity Development Block Gants Impact Fees Debt ~~c~ Other sources - pMy docations for the City's property tax revenues as provided in the C~S General Budget Policies. Street Fund Gas Tax Transportation Development Act ('IDA) Measure K Sales Tax Impact Fees Other Federal and State subventions Electric Fund Water Fund Wastewater Fund Tmit Fund E-3 50,m 350,oW I.Rh3,000 i.a~s.wo 12.wo 12.m OF cqitai 15,m 15,000 GF cspnal 83,300 83.300 83.300 83.300 1empmhm 47 500 i.si5,m 950.m 43,430 40,000 15,wO 1S.W 42,000 15.m 18,365,000 15,m 181,000 126.m I.I00,!YM 80,000 1.036,ooO 919,200 1,100,Wo 4?4500 655,wO 81SW 12.000 !,iOS,O(yi I,Si5,Wo I.Mo.000 950,WO 2,420,000 43.430 i5.m 40,000 15.m i5,m 12,000 919.200 1,083,20n 1,10o.o(w 950,oou 476,SW 648,250 651000 82,300 8?.S00 81.500 I5,OrxI 25% PobhcBrncGL? hding 36S.W mc incieRlp - 22% 1,285,000 m 105,000 7m.m l,lW.000 950,000 648,250 8zsm 87.300 12Wo 1.1 14.m 1I.ScG 11,500 ZX,~OS,I~O 28,168,130 11,619,450 Ii,319,450 iSO,OM iS0.axi rwfct &5. w & w Em 259,wO 259.000 slifcc WW, CIS 21,m 275,oM 275,W 1,950.m 1,950,MO IMZ, Eloc, W. W, trarmlt 427,200 m.200 440,200 219,200 mws 2,2l9,000 1,969.m 5.475.m 5,225,000 vsnaw 3,235,500 3.255.5M 3,827,IXKl 3S27,WO Sunc ?wr ?EA TDAlA4F 6,361,700 6.05J.700 12,030.2~ 11,48O,.uxI 35,m 58,m MK, CDBG, Slcc E-4 .- 2w3.05 FINANCIAL PLAN & BUDOET CAPITAL HIIDGET DEDXL BY ACTIVITY -- 3M.000 m.000 12,000 18,000 1160,m 929,000 300,000 130,000 204,000 29,000 2,402,000 175,000 3w.000 5,963,000 9,450,000 7,SZS,OM 500.000 140,000 120,WD 1,250,000 35,000 175,041 25,303,wO 304m GF capiwl ceplial outlay lJ62000 TOTAL CAPITAL BUDGET 12.500 6.250 6,250 50,000 50,000 50,000 50,000 five ym prm -RDA 75,000 75,000 7s.000 75,000 cspmi ovtiay 11.000 11,MO EILnnc Urility Cspid 137,mJ GF C8pIwl 55,000 Capllal outlay 10,~ m,aX Capid 'Iuiiay 400.041 2,675,000 Gnwcing lh4F 8. GF 20,041 20,041 or donabow 15,MO I 5.041 Capital u~lley rsplacemeni 45,WJ 45.000 ElOculC 43,500 43JW cepiini outlayrrplsemcnt 69,000 dusle Sl*m8t,"L sys,cm 43,830 notrrmmmmdd 975.830 IW2sO 3,611,000 200,7M 1,671,446 1,671,446 1,671,671 1,671,671 7,920.308 7,920,301 6,317,569 631 7,569 226,699 226,699 226,767 226.767 811,465 817,465 816,440 816,440 p32, PnW.l E-5 2003-05 FINANCIAL PLAN & BUDGET CAPITAL RUDGET DETAIL BY ACTIVITY EUNDING SOURCES GENERAL FUND - CAPITAL GENERAL FUND -EQUIP REPL FINAlrlClNo CDBG GRANT FUND IMPACT FEE FUNDS-REGIONAL (332) STATE SW.ETS (335) MEASURE K - GRANT MEASUW. K -MAlNT STREET TDA IMPACT FEE FUNDS - LOCAL STREETS (327) TUA TEA TRANSIT ELEC7RIC FUND WATERFUND WATER IMF WASTEWATER FUND WASTEWATER IMF OTHER GRANTS CAPITAL BUDGET Gmcrol Fund Dsbt Srrvico Eleciric Fund Debt Service Water Fund Debt Ssnict Scwei Panr! Debt Sewir;~ TOTAL CAPITAL BUDGET 416.550 18,000,000 l15.000 8in.5on 2,629,000 750,oun 260,nna 210,200 48.000 55,000 2,250,9311 375.000 !,143.500 163.000 5,902,700 zx,ono I,b71,446 226.699 7,920,308 669.550 55.500 200,000 I ,679,000 2,856,000 259.000 261.880 100.000 3,9on.nnn 238.000 5,734,590 3,374.840 64s.m 1,583,840 1,291,500 I .99 !.on0 ~~~,~~~~,U~S,?~~~~ 1,671.61 I 6,311,569 226,161 E-6 Project R~criptiou The ongoing PuhIic Safety Buildmg & Civic Center Complex Project has three DesigdConstruction phases. The construction and implemen~ation of the Police Department’s Outdoor Range Facility is related to Phase II of thls larger project. P~ject Objec~~ The project objectives are: *To provide a safe environment for sworn officer’s to maintain their proficiency with weapons they are required to *Eliminate rental of other facilities for traming purposes. .To provide a facility for EOD Bomb training and the detonation of explosive devices for Lcdi PD’s Bomb Squad. * Special circumstance K-9 training courses would also be set up at this facility. 0 Have training facilities available close to the City of todi for our employees use as part of their job. We do envision this as possibly being a cooperative effort With the Lodi Fire Department. Existing Situation The current situation requires all sworn police personnel to have outdoor range practice to maintain proficiency with their rifles. To accomplish this training. we rent the San Joaquin Rifle & Pistol Range in Linden, Cafifomia. This is usually an all day hainiing, which therefore requires us to provide lunches for employees required to he out of town. The Outdoor Range element is the result of a cost saving measure on the new Police Facillhi of aoeroxknatelv $1.2 million This also provides the opportunity to have an outdoor training facility that can accommodate a variety of uses and trainmg scenarios Sche~ule aud Project Costs Project 2003-04 2004-05 Total Design Constmction Total $50,000 $ 50,000 $350,000 $350,000 $50,000 $350,000 $400,000 Recommended Funding Sources Facility project. Debt financing with repayment from Development Impact Mitigation Fees and General Fund as part of the huger Police Project Effect on Ope~ti~ Bud~e~ There should be no effect on the current operating budget. A cost savings of overtime and lunches should be accomplished. The Outdoor Range Facility would provide the opportunity of generating revenues. There is such a shortage of range facilities that we will he able to rent our facilities to other law enforcement sectors for their outdoor range training needs. E-7 Project D~c~ption Construct an anunal facility compliant with State law and that meets Lodi’s projected requirements for animal welfare and control Proj~t Objecti~~ The projmt objectives are. Compliance with newly mandated State laws regarding lower kill rates of animals, mandatory spayheuter of animals released for adoption, longer holding periods of impounded animals, provision of medical care for all “treatable” animals, increased record keeping requirements and the development of publiclprivate collaborations Compliance with American Disability Act Meet the growing needs for animal control as well as animal welfare and population control c 0 E~sting Situation The Lodi Animal Shelter was built in the 1960‘s to service a community of approximately 26,000. As most shelters built at that time, its purpose was to be a “dog pound” i.e. a place to inipound stray and vicious dogs before euthanizing them. The State holding r~uir~~ts were minimal There was little effort made to find adoptive homes or to educate the community of the need for animal population control The current shelter cannot mmt the newly mandated State laws or fulfill the expectations of a community eager to provide more humane animal are. It is operating beyond its capacity for the number of animals Lcdi needs to serve. Present conditions result in hundreds of healthy animals being destroyed because of lack of housing or resultant illness from overcrowdmg Project Wor~ ~omplet The current staff and nteers have done an outstanding job of improving the image of the shelter by incrrasing adoptions, licensing and providing spayineuter programs - all resulting in decreased euthanasia of healthy pets, however, the current and projected increases in Lodi’s animal population far exceed our shelter’s present capacity. The facility was not built for animal welfare or protection from contagious illnesses. 200142 200243 ZuO3-M 2004-05 Taral Phasing SNdy &sign 2so.000 220,000 220,000 Aquisrtivn Constnrction 250 000 1 865 000 1,865,000 3,980,000 Totst 0 Recvmded Funding Sources Capital Outlay Fund Enternrise Funds Project Effect on Ope~tin~ The 2003-05 Operating Budget should not be impacted. The initial planning and design of the facility are in the completion stage. The formal bid process has not been impl~ented due to necessary additional approval. City Council involvement and approval will occur during the 2003-2005 fiscal years. Actual building of the facility will take place after bid and contract signatures. E-8 A~~~: Emagency Operations 0 Fie QUEST TITLE: ~ocurement and installation ofbase station emergency alerting Sysrems PRO~CT DES ION: Purchase base station radios, mixers and ancillary equipment to install at all fire stations to reduce occupationel hearing loss Reduce occupational hearing losses by installing appropriate emergency broadcast equipment and improve the quality of radio transmissions. Occupational hearing loss reduction and installation of emergency alerting base stations with private line strip capability is the reques%ed project solution. Delta Wireless provided a quote to install base station mobile radios, antennas, microphones and a mixer amplifier at fire stations one, two, and three and a mixer aniplifia at Ere station four. This price also includes the installation ofthe equipment and interface work that must be completed with the existing emergency alerting system. The purpose of this request was stated in e-mails from the Fire Department to Human Resources and Ihe pievance logged by the Firefighta3s Union dated July 28, 2002. Occupational hearing loss is a concern and has affected employee health. The purchase of this equipment will reduce occupational hewing loss and claims and rectify the grievance. It will allow for the reduction of ear piercing tones that come from the emergarcy dispatch cent= to the fire department radios that affwt personnel hearing. Work has been completed to reduce this tone in the apparatus and on portable radios The requested work wit1 complete this profess at all fire stations. ~bed~e and Proieel ~ cwts Prior Budgets 2001-02 2002-03 2003-04 2004-05 Total Phasing Study Acquisition Construdon Total Recommended Funding Source $12,000 $12,W $12,000 %12,000 Capital Equipment Fund Total $12.000 s12.000 Alternatives: 1. Delay or reject the installation E-9 2003-04 Financial Plan and Budget ACTIVITY: Emergency Services REQUEST TITLE: Restoration of 1921 Seagrave's Pumper (fie apparatus) PROJECT WESC~PTION The Seagrave's Pumper was originally purchased in 1921 by the City ofLodi Fire Department. The vehicle was declared suvius and sold. City Council accepted the pumper as a gift from a private citizen who had begun the restoration and acknowledged him with a proclamation. PROJECT OBJECTIVES: The project objective is to complete the restoration of this pumper by the centennial anniversary (2007) of the Lodi Fire Department. The restoration of this pumper is well under way and was donated back to the Ciiy in its current condition. Substantial work remains to be completed on this project to return the pumper to its original 1921 condition. This pumper is one of the very few items possessed by the fue department that documents its history. The project is designed to be completed in three (3) years and the showpiece for the fire department centennial and many years thereafter. Much ofthe work will be perfanned by off duty fire fighters with assistance fiom private contractors, i.e. mechanical and millwright work. EXISTING SITUATIONS: The pumper is currently being stored at a local storage faciiity. At this time there are no hinds available to pursue the completion of the antique department treasure. Schedule and Proiect Costs zno~-o5 2005-06 2006-07 Total Phasing Study Acquisition Consmiction Total Recommended Funding Source Capital Equipment Fund Total 9;i~oo no si5,ooo.oo %io,ooo.no $40.oon.o0 Alternatives: I Do not fund the project 2 Locate alternative fundmg E-10 2003-05 ~nan~al Plan and Budget ACTIVITY: Emergency Opaations - Fire REQUEST TITI& Leasehrchase two Fie Engines The Fire Department has been progessing toward re-establishing an engine ccmpany to Fire Station #I and replacing aging equipment. In March 2002, the staffand engine company was reassigned from Fire Sta.tion #1 to Fire Station #b4 to facilitate staffutg at the new station. The Fire Department has made progress towd re-establishing an engine company at Fie Station #I, by humg 6 of the I0 needed firefighters. In order to complete this project, a new engine (fire apparatus) will have to be purchased. the Fire Department is r~ommen~g a Ieasdpnrchase option. In addition, a second engine (f?e apparatus) will have to be purchased to replace aging rmerve apparahls. The oldest 2 enginff (fue apparatus) in the fire department fleet have been in service for over 20 yws (1976, 198 I) and need lo be replaced. The purchase of both engines will be accomplished through a seven year lease prnpam already established. All fire apparatus will be purchased with a firll complement of equipment, i.e. hose, ladders, lights, radios, etc. Provide fire and emergency medical coverage in the Fire Station #I (downtown) area and to replace aging reserve fire apparatus. EX~ST~G S~UAT~ON: Currently, the Fie Department has two fire apparatus in excess of 20 years 014 I976 Van Pelt and 198 I Van Pelt. Both 3pp”dtus have opwated beyond their 10-yesr frontline and 10-yw restme. expectancies. They are used as reme lire apparahrs. By purchasing the two fire apparatus, the department Mill be able to shiI? olda apparatus to reserve status and incorporate the new apparahls as fkonthe equipment. In addition, fire apparatus costs have in~eased lremendously and new emission standards will take effect in 2004. By agreeing tn purchase two vehicles, the City could realize savings with lower costs due to multiple vehicle purchasdcasing. There is a 7- 9 month lead time for fire apparatus purchasdease and delivery Should Council approve re-establishing an engine company in the downtown area, the fire apparatus would have to be ordered in July for delivery in January. The current leasdpurchase agreement terminates in 2003-04. Schedule and Proieet Q,& Prior ~u~ge~ 2001-02 2002-03 2003-04 2004-05 Total Phasing Study Acquisition Consbvction Total Recommended Funding Source Capital Equipment Fund $83,300 $83,300 $166,600 Alter~a~ves: 1. Purchase engines outright @$465,00Oeach or $930,000 for both. 2. ~elayre-estahlis~en~ ofand engine company in Fire Station #I (downtown) area. 3. Continue high mainlenance/repair costs to operate current apparatus. 2003-05 Financial Plan and Budget ACTIVITY: Emergency Services REQUEST TITLE: Rescue “Light Levef” Equipment and Trailer PROJECT DESCRLPTIQN: Establish a minimum operational level cache of rescue equipment. PROJECT OBJECTIVES: To ensure the Lodi Fire Depamnenl has adequate tools and equipment to meet the required San Joaquin County “Light” Operational Level. EXISTING SITUATION This budget request was submitted aiid approved in the (2001-03) budget pending the availability of grant funding.. However, funds were not available, therefore we are resubmitting the proposal. The Lodi Fire Depariment is a member of the San Joaquin County USAR response team and as such, adheres to the guidelines and policies for training and equipment. Within the “Lodi Fire Depamnent Self- Assessmenr Document”, the fire deparnnent has determined that there is a need to fiilfill the San loaquin County’s requirement for a “Light Operational Level” cache of equipment. Additional resources must be requested from other depamnenn in the County in the event of a major catastrophe. In all likelihood, these resources would be inundated also during a regional emergency. The bordering fre districts of Woodbridge and Mokelumne have “nredium” level capabilities with apparatus for response. We are requesting a “light” capability to handle the basic rescue responses and initiate the rescue process until mutual aid from the bordering districts can respond. In the last two yeais several even& have occurred to alter prospective needs of the conununity. The attacks of September 1 1 th and County preparedness drills have raised awareness of the need for more mass casualty capabilities. Potential rescue risks include an increase in the numbers of people inhabiting older dountonn structures and the jncrease in the number of large concrete structures built in town The trailer will assist Fbe Department personnel to mitigate emergency incidents involving rescue and mass casualties. Water Rescue Equipment $9,500.00 Wighnow hgle Rescue $3,000.00 Confined Space Rescue $7,000.00 Trencli Rescue $2,000.00 Urban Search and Rescue $4,000.00 Trailer $22.000.00 Total $47,500.00 Schcdsle and Project Costs Prior Budgets 2001-02 2002-03 2003-04 2004-05 Total Phasing Study Acquisition Construction Total $47,500.00 $47,500.00 Recommended Funding Source Capital Equipment Fund Total $47,500.00 $47,500.00 Alternatives: I. 2. No additional equipment purchased and utilize mutual aid Defer trailer to future budget cycle E-12 2WS05 Financial PIan and ~udget ACTTVITU: Fire A~~is~tion QUE§T TITLE Vehicle Matching Funds for Assistance to Firefighters Grant (FIRE ACT) In the event the Fire Department is successful in acquiring an Assistaoce to Fiefightas Grant the City must provide a 30% match. The grant will be used to purchase a fire safety mobile home to teach fire safety to adults and at-risk children, The fire safm mobile home is estimated to cost approximately $50,000. The City matching cost is estimated to be %15,000. ~~O~EC~ 0~~~~s: To provide for a 30%match ifAssislance to Firefighters Grant application is successful. E~§T~G S~UATION: The Fire Department will apply for an Assistance to FireGghters Grant (FIRE ACT). The Grant will be used to purchase a fire safety mobile home. The fire safety mobile home will be used to provide fue safety information to both adult and at-risk children safety progams. The estimated cost of the fire safely mobile home is $50,000, The City match is estimated to be $15,000. Schedule and Proiect ~ costs Prior Budgets 2001-02 2002-03 2003-04 2004-05 Total Phasing Study Acquisition Construction Total Recommended Funding Source Capital Equipment Fund Total $15,000 $15,000 $15,000 $15,000 Fire Actmimistration Fire Station #2 Repla~ent QUEST TITLE: Project on: Establis Project Objectives: Rebuild the Fire Station to meet Life Safety and Essential Services standards and increase fire apparatus storage space. E~~ng Si~~tion: Fire Station 112 was built in 1980-1981. The building feahlres a one-story, slahon-gade pre-engineered, steel SbUcIure with exterior metal siding. Tlie fidcility is appr~ately 6070 square feeL A structural analysis was conducted by Ron Vogel for George Mas and Associates This analysis was performed in order to better ascertain costs for r~~ei~ or rebuilding the station The preliminary analysis of Fire Station #2 suggests the building does not meet current fire department needs. The skgle most important issue concerning this tscility is that it does not meet Essential Facility Standards. L, additian, the buirding does not meet basic Life Saw criteria as it contains neither fire sprinkler suppressinn system nor smoke detectors. The electrical and mechanical systems have outlived their life expectancies. The facility should be replaced. In the foll Schedule and Project Costs mary, $40,000 bas been requesled for additional design and performance standards, $100,000 h requested for housing costs associated witti conrinued opaations during ~~~elm~reb~l~g phases. Staff is pursuing altmative finding sources for the actual reb~l~~r~~elm~ costs, most notably design buildnease buy back options. Preliminary payment estimates for a l~~~u~back option range behveen $22,985 per month for 10 years to $66,516 per month for three years. The executive sumnary and strudiural report is included with this request for the replament ofFue Station #2. costs - Prior Budgets 2001-02 2002-03 2003-04 2004-05 Total Total Recommended Funding Source Capital Eqwpment Fund Total ~1~840.000 ~terna~v~: 1. Remodel building; bring up to Essential Services standards; Life Safety standards 2. Postpone remodeVrebuild until state budget crisis abates E-14 . .. Ron Vogel, S.E., Inc. April, 2002 Pro.; ec t : Lodi Fire Station #2 East Lodi Ave. Lodi, C-4 Client: City of Lodi Community Development Dept. Attn: Gary Wiman A slructitral review of the referenced project lias been conducted by this office. The ireview consisted of a qualitative assessnieii( perfoi-nied during a site visit. The structure was visually assessed on March 28, 2002, by Ron Vogel, structural engineer. This assessment was to provide an opinion on tlie structural adequacy of the existitis fire station and I-amificatiotis of hiut-e expansion. This report provides a brief description of the structure, a summary of tlie obseivations that were made, and conclusions and recommendations. Scope of Work This review was limited to a visual obsei-vation of the existing structure and a ireview of tlie drawings provided. Qbservatioi? of the forindatioii was not possible. We looked for distress, differential settlement, heaving, displacement, etc. that would indicate significant structural damage. A partial set of the existing structural drawings, and option “B” showing a potential future addition, were made available. No destructive testing was done and no finislies were i-emoved. The scope was not to verify every inember or different condition, but rather to focus on those elements of this structure judged by our office to be the most important, most frequently overlooked, and/or most representative of the general quality. Users of this report must accept tile fact that it is limited iii scope and addresses structural features only. Description of structure: There are two main portions to this existing facility; Main Structure and Tower. 1, Main Structure: This is basically a one-story, design-build steel building. Design drawings, specifications, and computations fobr the design build portion (steel portion above ground) were not available for review. Foundations are shown oil the drawings by E-15 . Preszler and Bishop. Conventional continuous and spread footings are used. Window sill height concrete masonry unit (CMU) retaining walls retain the landscaping bemis around tlie perimeter. Lateral force resistance is provided by moment frames and CMU shear walls for East-West lateral forces. North-South lateral force resisting elements were not visible but are assumed to be diagonal bracing within the perimeter walls. The steel building uses wide flange shapes, light gage “z” sections as roof rafters and horizontal wall members. The exterior sheathing is light gage con-ugated steel on all exposed surfaces. Interior walls are liglit gage non-bearing steel studs at 16” on center sheathed with gypsum board. Tower: The four story steel structure was intended to be used to hang and dry hoses from tlie upper levels. Wide flange, channel, and tube sections are utilized. Light gage corrugated siding and roofing matches the main building. Tlie tower is only minimally detailed on the available drawings. 2. Observations The following conditions were observed: I 7 -. 3. 4. 5. Thei-e arc no general notes or references to a building code on [lie drawings. Therefore, tlie allowable soil pressui-es, and design assumptions for vertical and lateral forces are unknown. 111 1980, tlie 1979 01- 1976 UBC could have been used for design. Using the cui?-ent 199s CBC, csposul-e B, 75 mpli wind zme, and essential facility criteria, the wind foi-ces ar-c approsiniately the same as those of 1979 UBC. Due to the liglit-weight structural framing, seisniic forces probably do not govern. Lodi is in Seisniic Zone 3 wliich lias I-educed seismic forces. The combined East-West lateral force resisting systems are not compatible with each other. Perimeter elements are CMU shear walls while the interior elements are steel moment frames. Differential movements will occur. Horizontal “X” braces foim the roof diaphragm and distribute tlie wind/seismic forces to resisting elements. All of the force will initially be attracted to the stiffer CMU walls. Tlie horizontal roof diagonals were probably not designed for that force level. Generally, tbey are designed for a tributary area of one half the end bay width. Because the perimeter CMLI shear walls have an aspect ratio (HIM’) of 4 to 1, tlie demand on the footing to resist lateral force is amplified. The 16” wide footing witb #4 top and bottom is not adequate. Full height ChlU walls are braced out-of-plane by 3-%” diameter equally spaced bolts, a steel colu~~in, a transverse beam, and light gage purlins. The load path to resist the out-of- plane lateral forces is not adequate. The full height CMU walls were part of the desipn build requirements, therefore the actual vertical, horizontal and marginal reinforcing is unknown. The minimum specified on tlie drawings, if used, is inadequate. Current detailing requirements now include . . hooked bars, additional reinforcing at embedded anchors, etc.. The lateral force transfer connection of full height CMU walls to the structural steel is by eccentrically loaded embedded plates. This type of connection has historically not performed well for lateral forces. This is further exacerbated by the vertical loads being eccentric. 6. 7. 8. 9. 10. 11. The tower structure is of poor design by today’s standards. The moment frame connections are sub-standard; force distributing horizontal diagram are missing; secondary members collect and retain water. Many of the primary and secondary members are severely corroded and can no longer carry design forces. The slab-on-grade is in surprisingly good condition for a four inch thick slab with welded wire mesh for reinforcement. Low CMU retaining walls show no signs of distress. The inside of these walls are furred and not visible. Therefore, the presence of any water infiltration could not be observed. No obvious footing or slab di ffereutial settlement was observed Ceiling level water damage was observed in several locations indicating roof leaking. Structural deierioiation (coi~osion) is a co~iccrn with repeated and prolonged exposure to water. Conclusions and Reco~mend~tioi~s: The following conclusions and recommendations are based upon the foregoing observations 1. Any future addition must be structurally separate fi-om the existing building. Modifications to the existing building can not add any projected area nor add inass (weight) without having to re-analyzing the entire structure. The original steel frame manufacturer would need to be contacted for the existing drawings and computations. If these were not available, an extensive testing and survey program would be required. While the main building could possibly meet current essential facility seismic detailing requirements have changed significantly in recent codes and these new requirements most likely have not been met in the current design. Not withstanding this, overall seismic performance is expected to be fair to good (except the tower). The perforniance of the CMU is expected to be poor to fair. The existing facility has resisted Iateral forces without apparent distress up to this date. The actual wind and seismic forces resisted by the buildings are unknown but were probably much less than the code design forces. The code maximum force, or greater, could occur at any time, however. Therefore, during any remodeling of the main building, the lateral force resisting system should be reevaluated and modified to reflect current design practices for an essential fac,ility. This may include adding vertical and 2. requirements, 3. E- 17 horizontal braces, strengthening footings, removing CMU walls, etc.. Unfo~unately, the full height CMU walls, mentioned above, are located at the equipment doonvays. If the CMU walls perform poorly, as expected, the roll-up doors may be damaged, trapping the equipment inside at a time when they are needed the most. Therefore, this area should be investigated and modified regardless of a future remodel or addition. The tower should be demolished Water infiltration and condensation issues need to be addressed. 4 5. 6. The structural and light gage steel framing is in good condition (except the tower). If reniodeliiig is not the selected option and a new stlucture is to be built, the existing steel could be dismantled and reused elsewhere. Documerits: The drawings fmiished to us for the review include: 1. PreszleriBishop Architects - A, C.1, 1-14, PI-2, MI-2, El-4, L2, R1 dated July 9, 1980 2. Ceorse Miers 6r Associates - option “B” dated March 1 I, 2002 Oui- seiwiccs consist of providing professional opinions, conclusions, and recoiiimeiidations iiiade in accordance with generally accepted structural engineering principles and practices. This wairanty is in lieu of all other warranties either expressed or i nip lied. Ron Vogel, S.E., Inc, April, 2002 1.0 PURPOSE OF THE STUDY George Miers and Associates (GMA) was requested by the City to evaluate the existing Fire Station #2 facility localed a! 705 East Lodi Avenue in Lodi California. in order to determine 1) it's existing condition relative to today's Life Safety and Essential Facility codes, 2) its condition relative to exisling building systems (HVAC, plumbing, eleclrical, etc.) and their long tern maintenance implicalions, and 3) the feasibility of remodeling the facility to meet both existlng codes and current Fire Department program needs. Since the City has recently completed construction of Fire Station #4, it was requested that the existing Fire Station #2 faciliiy be evaluated relative to accommodating Fire Station #4's program componenls. 2.0 SUMMARY RECOMMENDATIONS (See 9.0 for detailed recommendations) The existing Fire Slation tt2 facility does not meet essential facility standards and contains numerous building deficiencies which could severely curtail fire fighting capabilities during a major earthquake. In addition, many of the facility's building systems such as the mechanical syslem have reached the end of their useful life cycle and need replacement. As a result, it is imperative that significant upgrades to lhe facility be underlaken as soon as possible. Based upon this assessment, we believe lhere are three (3) possible options for correcting lliese deficiencies: Oution #I - Renovate As Is. Accept the existing Fire Station #2 facility in its current configuration with no internal plan changes and no building additions. The result would be a seismically upgraded 1982 plan which does not meet currenl Department needs. Option #2 - Proceed with the preferred renovation plan as described herein. Renovate and reconfigure the floor pian and add additions to the building in order to create a plan commensurate with new fire station designs lhroughout the County. See atlached Scheme A. Option #3 - Similar to Option #2, but demolish the existing building and construct a completely new facility similar to Fire Station #4 As described in greater delail under 9.0 Recommendations, we believe Oplion 3 offers the City of Lodi the best opportunity to provide slate-of-the-art fire protection capabilities to the community over the next fifty years. We also believe it may be the most cost effective solulion over the long run both in terms of "hard" construction cost and long term operation costs. While Qplion 1 would improve the facility's safety by bringing it up to current life safety requirements. it would not improve the functionalily of the facility which is sorely deficient when compared to current Fire Station designs throughout the Country. In essence, this option would result in a significant expenditure of public funds only to end up with an upgraded but obsolete Fire Station design. Option 2 would provide both a seismic and life safety upgrade of the existing building along with a significantly improved functional plan through the reconfiguration of the plan and building additions. However, after studying many design options utilizing building additions and internally reconfigured rooms, we feel that the costs for such a scheme (including the preferred Scheme A) exceed thal of new construction while no1 providing as good a layout due to the difficult design constraints presented by the site and existing layout. For the above reasons we feel that Option 83 presents the best alternative for the City. GEORGE MERS 8 ASSOCIA JES 1 Lodi Ftre Slabon #2 E-19 i 3.0 METHODOLOGY in order to perform this evaluation. GMA retained the services of structural, mechanical and electrical engineers experienced with Fire Station and Essential Facility design lo evaluate the existing facility. Summary reports from these engineers are included herein. GMA then met with Fire Department personnel in order lo determine their needs. These program needs are noted below. Once these needs are established, GMA prepared a series of floor plan studies to test whether the criteria could be satisfied on site. Since the Fire Deparlment's program criteria required a different dormitory design with greater staff accommodations, it became necessary to look at the feasibility of adding onto the existing facility. While a number of studies were prepared, two preferred options were selected, which are included herein as options 1 and 2. These are described further on under 6.0 Program Studies. Once the preferred schemes were established each engineering consultant reviewed the plan relative to their discipline and an evaluation was made as to the practical and economic benefits of a renovated vs. new construction approach. 4.0 Fire Station ti2 was constructed in 19B0-19B1 and features a one-story, slab-on- grade, pre- engineered, steel structure with exterior metal siding. At the time of construction the structure was classified as Type V, non-raled with a 8-2 occupancy The building consists of a i 15.5 to 16.5 foot high, drive-through, central apparatus bay which can house up to four fire trucks. with a residential wing to the west and a service wing to the east. The residential wing consists of 1) a kitchenldiningllounge area, 2) a multiple fixture restroom with shower (there is only one restroom which needs to satisfy both male and female personnel), 3) a 9 bed dormitory which consists of one large room with a central partial height "closet" divider, and 4) a small public receplion office, which is orien!ed lowards East Lodi Avenue. The east service wing consists of 1) a multi-purpose shopimechanical room which currently houses the facitity's laundry (appliances and sinkj as we!! as the main electrical equipment, 2) a small exercise room, 3) a small hose storage area and 4) a 40' high tower for hanging fire hoses. The facility is approximately 6,070 SF (not including the three levels of stairs within Ihe Tower) and the site is approximately 43,833 SF or 1 acre. Staff and fire truck access is provided by a 20' wide secure access road located along lhe west side of the property, This road accesses a large asphalt parking area at the rear of Ihe property, which provides for staff parking, fire truck tui-n-around and general equipmentivehicle storage. Public access to the office located in the west wing is provided off of East Lodi Avenue adjacent to the fire truck driveway. As noled above, the building exterior features mostly metal "rib" siding with split faced concrete block around the four automatic apparatus bay doors (2 each side). The exterior design also features landscape berms, which are located directly up against the building on the south and west sides. 5.0 EXISTING EUlLDtN~ DEFICIENCIES We believe the single most important issue concerning this facility is that it does nat meet Essential Facility standards relative to seismic resistance - a significant requirement for all public safety facilities. (See Structural Summary Report). In addition, as pointed Out in the Mechanical and Electrical reports, the facility also fails to meet basic Life Safety crileria as it contains neither a fire (sprinkler) suppression sysiem nor smoke detectors. In general, we believe it is fair to say that the existing facility as a whole was !l@l!XI designed for longevity nor Essential Facility standards. As described in the Structural report the basic structure was developed as a Design-Build, light-weight, steel Structure - a system which is adequate for certain types of uses like storage or light industrialioffice uses but not an Essential Facility. The Tower, in particular, was poorly conceived structurally and poses a serious Life Safety hazard in a moderate to heavy earthquake. It is also leaking. This structure shouid be demolished as it is no longer functional. In regards to the building's HVAC. the system is at the end of its useful life and any renovation plans would need to include repiacement of the HVAC units. (See Mechanical Summary report). FIRE STATION #2 GENERAL EIUlLDrNG DESCRIPTION GEORGE MlERS &ASSOCIATES 2 Lodi Fire Station #2 E-20 i I I ". _- Functionally the building's design presents a number of problems which need immediate attention if the facility is io continue functioning as a 21'' Century Fire Station. These include; I j Restrooms and dormitories are not designed to accommodate &I$ male and female fire fighters and, hence, need to be reconfigured 2) There is no public restroom 3) Dormitories are inadequate relative to closet space, air movement (rags are placed in ceiling grills to deflect air), and electrical convenience outlets (see photographs for extensive use of extension chords). 4) The Exercise Room is too small for today's exercise equipment, 5) Fire fighting Equipment Storage is inadequate. 6) Kitchen and eaiing areas are not adequate for the needs of a three-shift facility. In regards to the more cosmetic aspects of the building, the photographs on the following pages perhaps best illustrate the facilities condition and need for remodeling. Problems include; . rn . Bathroom fixtures and finishes are deleriorating Cracks exist in the Main Apparatus Bay slab Ponding exists at the Apparatus Bay drains and the parking lot floods about four months per year. Rusting of metal ihroughout the facility including vents, doors, restroom partitions. etc Metal siding and drain spouts are dented in numerous areas Dormitory ceiling is leaking and a portion of the ceiling needs replacement. (Source of leak was not determined). Corners of windows are leaking. Most finishes such as painted walls, flooring. elc.. need upgrading or replacement e . * . - 6.0 PROGRAM NEEDS and CRITERIA Fire Department program requirements include ihe following key components; I) Tne building must meet Essential Faciiity Standards and be "functianai" following a malor earthquake. 2) The building must meet Life Safety Standards including the installation of a fire suppression system (fire sprinklers), smoke detection in dormitories and emergency power. 3) Dormitory fac es should be modeled after Fire Station #M and include five dormitory rooms, housing three murphy beds, with associated closet space. The importance of three beds Is that it accommodates the three-shift system and allows each fire fighter to have hisiher own bed and room. The use of murphy - beds is an efficient and economical way of accomplishing this. GEORGE MERS &ASSOCIATES 3 Lodr Fire Station #2 E-2 1 . .. 4) Restrooms should be individualized with one provided for at least two dormitories. 5) Kitchen facility should be modernized with facilities provided to accommodate each shift. 6) Laundry facilities should be provided on the dormitory side of the Apparatus Bay 7) Increased storage for equipment is needed commensurate with Fire Station M. This would include a Turn-out room for fire fighter's gear, a Decon Room, a separate Equipment Room and dedicated Electrical and Telephone Equipment Rooms. 8) An increased Exercise Room commensurate with Fire Station #4 9) A small Classroom/Meeting Room. 10) Public office with ADA accessible restrooms. 7.0 PROGRAM DESiGN STUDIES Based upon the above program needs, a series of floor plan studies were developed to see if the existing facility could be renovated to accommodate the above requirements. Scheme A included herein illustrates the Fire Department3 preferred scheme which includes an addition lo the west dormitory wing as well as demolition of the Tower. This scheme includes a 520 SF Exercise Room addition in place of the Tower. In regards to the Dormitory wing, the approach has been to convert the existing single room dormitory into three individual dormitory rooms, each equipped with three murphy beds. While this design works in plan, it minimizes window area allowing only clerestories over the required closets. An addition is then added which includes the two additional dormitory rooms (5 total) plus restrooms and the smal! classroom. Due to existing site constraints, lhe only feasible site area into which the addition could be located is to the north and west. However, in order to accomplish this, it is necessary to abandon the existing west access road and reconstruct it on the east. Once !his decision was made, it also seemed logical to expand the Iivingidining area and extra patio towards the west as well. In all schemes studied, the Apparatus Bay remains as is. 8.0 RENO~ATION/ADDITION vs. NEW CONSTRUCTION Once a preferred oplion was selected, fhe question was raised as to whether the combination of seismic upgrade, building system's upgrades, building additions and site work relative to any of the designs would cost more or less than starting from scratch with a new facility. While this is difficult to confirm without actuallydeveloping a more detailed design for the preferred option, we believe that the extent of work required to fully upgrade the building and meet current Fire Department requirements would be very close and possibly even higher than demolition of the existing facility and construction of a new facility. This opinion is based upon several factors. First, given the cost of Fire Station #4 which was bid during a much less favorable bidding climate than today, we would anticipate at least as competitive a cost. In addition, site work should be less since utilities already are provided and this site does not have to add an emergency generator for a City owned well such as was provided for at the Fire Station #4 site. Second, the preferred option scheme not only would require a complete seismic upgrade, new fire sprinklers and life safety systems as wei! as a new HVAC system but the required additions, each would need to be seismically separated from the main building which adds even greater cost to the addition. (See Structural Report). Also, an elaborate and costly structural testing program would most likely be required due lo the absence of existing structural drawings which are needed to verify design criteria. The net result is that the three small additions would actually be more expensive than typical new construction. When the higher new construction cost of the addition is added to the renovation costs of the existing building aiong with the need to relocate the service access road, it seems clear that the overall construction cost would rival an all new construction approach. In either option. fire fighting personnel need to be relocafed off site. GEORGf MERS 8 ASSOCIATES 4 iodi Fire Station #2 E-22 9.0 R~COMMENDATIQNS As noted in our summary recommendations, we believe there are three (3) options available to the City of Lodi. These include: Qption #I - Renovate As Is. Accept the existing Fire Station #2 facility in its current configuration with no internal plan changes and no building additions. Under this scenario we would strongly recommend that at a minimum the building be brought up to current Essential Facility Standards and that a full Life Safety Program be implemented including fire sprinklers and smoke detectors. We also believe it would make sense at this time to upgrade the HVAC system and remodel the facility in terms of the cosmetic issues described herein. In addition, the Tower should be demolished. This scenario would result in an upgraded version of the original 1980- 1981 design which meets current seismic and Life Safety codes. It would not, however, address current Fire Department program requirements including the needs of maleMemale fire fighters. Thus, the City could be looking at spending upwards of $500-$700,000 and ending up with a programmatically obsolete plan. We, therefore, do not recommend this option. Option #2 ~ Proceed with the preferred renovation plan as described herein. Renovate and reconfigure the floor plan and add additions to the building in order to create a pian commensurate with new fire station designs throughout the County. See attached Scheme A. Option #3 ~ Demolish the existing building and construct a new facility similar to Fife Station ##4 See attached plan - Scheme E While additional study would be needed to better estimate the actual cost difference between Options 2 and 3, our professional opinion is that Option 3 would result in the best overall facility for the dollars expended and would very likely be close to the cost of Option #2. We, therefore, recommend that the City either proceed with Option #3 of authorize a more detailed study to better estimate the cost difference between the two. 10.0 EN~INEERING REPORTS Detailed structural, Mechanical, and Electrical reports are included herein under their respective headings. While each report should be read in its entirety, we would like to call particular attention to the following comments which we feel illustrate the extent of modifications needed in order to bring the facility up to today's standards: Structural Report o "The combined East-West lateral force resistlng systems are not compatible with each other " (t "The 16 wide footing with #4 top and bottom 15 not adequate." e "The load path to resist the out-of-plane lateral forces is not adequate." e "The tower structure is of poor design by today's standards. The moment frame connections are sub-standard; force distributing horizontal diagrams are missing; secondary members collect and retain water. Many of the primary and secondary members are severely corroded and can no longer carry design forces." e "Unfortunately, the full height CMU walls, mentioned above, are located at the equipment doorways If the CMU walls perform poorly, as expected, the roil-up doors may be damaged, trapping the equipment inside at a time when they are needed the most GEORGE MlERS &ASSOCIATES 5 Lodi Fire Sfafion #2 E-23 .- Therefore, this area should be investigated and modified regardless of a future remodel or addition. Mechanical Report e "The usefui life of a split system HVAC (the system in Fire Station #Z) is between 15-20 years. The equipment has outlived this period of time." Electrical Report s "The existing electrical sewice Is only 400 amp, single phase and may not support any significant expansion. Furthermore, a single phase service cannot support the more energy efficient motors since those m@tors are generaiiy three phase. Finally, a single phase service ultimately consumes more energy by using inefficient single phase motors and results in higher utility bills to the owner." "The automatic transfer switch is a vintage 1980 and has been @ut of production for over 15 years. Parts are no longer available. The buzzing noise indicates the age of the automatic transfer switch and may be on the verge of failing. We feel that the automatic transfer switch should be redaced at this time." (I Lodi Fim Station #.? GEORGE MlERS 8. ASSOCIATES 6 E-24 .- 200355 Nna~c~~ Ran an Project D~ription This Project consists of major replacements, repajxs and /or upsodes of water mains, wells and other system components. Project Obj~ctives Maintain reliability and cAiciency of water delivery and the ability to provide clean water at the pressure and quantity desired by customers. Existing Situafion The City's water system is reaching an age in which the older lines (mainly in the eastside of the City) need to be replaced. Many of the older mains lack the capacity for present day demands. A replacement program and corresponding rate increase was approved by the City Council in 2001. The elevated water tank in the downtown area is in need of repainting. An optional allowance of $12,000 has been included to add a logo fcature on two sides of the tank. Project Work Compie~d The City completed the first of many projects lo replace the older water mains in February of 2003. The second project is currently in the design phase and will bid during the spring of 2003. Additional projects are plan hroughout the duration of this budget cycle. System relmtions include minor work associated with moving existing in order to construct other City projects. Prior Projen Budge8 2003-04 200465 200566 200667 TaSl lvliscellanwus System Relocations I 25,000 6 25,000 S 25,000 I 25,000 S IO0.000 Mimllancous Main Rqlacemnts 5.1,384,000 E 1,400,000 $1,200,000 $1,200,000 6 5,184,000 Water Service Taps $ 40,000 1 40,000 S 40,000 S. 40,000 $ 160,000 Well Replscemena (Well 1OC on Guild Ave.) $175,000 $ 175,000 5 175,000 Repaint Elevated Watm Tank S 66,000 $ 66,000 Standby Gemton s: I s 110,000 6 lt0,000 TOTAL Rcmnmc%ded Funding Sources Water Capital Outlay Fund UnfUnded TOTAL $1,515,000 S, 1,640,000 61,375,000 $1,265,000 $5,795,000 $1,515,000 11,640,000 S1,375,000 $1,265,000 $5,795,000 $1,515,000 $1,64O,OMI $1,375,000 $1265,000 SS,795,000 5- s- $- $- s- Project Effecf OR ~~e~ting ~ud~e~ Reduced operation and maintenance costs for rhe rehabilitated water mams. Eng~neeriug Proj~t D~e~~tion These projects include new water supply, transmission facilities and storage projects to meet demands of new development and to mitigate groundwater overdraft. Elements of this expansion program begin the phased unplem~~tion of a new program to secure surface water entitlements to augment ~ound~ter resources. Initially, we plan to perform design studies to set alternatives and evaluate the feasibiiity of implementing a water conservation program and a groundwater ~nc~ent program to reduce net consumptive use of the existing groundwater resource. Project Objecfives Maintain reliability of water supply and the ability to deliver clean water to the City’s customers. Existing Situation Groundwater is the only water source utilizod by the City and the poundwater basin is in an over draft condition. Recent legislation has established statewide requirement for assuring adequate water supplies exist to serve the demands presented by new development. Project Work Co~plet~ The City has worked for several years developing strategies for poundwater basin management and groundwater banking in cooperation with other agencies in the county. The City has recently joined the partnership fostering the Mokelumne River Water and Power Authority Project. Recently, work has begun on studies of the options for utilization of surface water supplies, including treatment and direct use of groundwater recharge. Pnor hJ=f Budpets 200364 200465 200566 200667 Told SUrFaCc water Plugram I 90,000 $ 25,000 S 75,000 s loop00 I 500,000 $ 500,000 study hlgn Consrmnron ofTreahmnI& lnieehon FacrliUes $2.250.000 ~2250.000 ~4.m.ooo Acquislhrm $ 600,000 51,200,000 SI,200,000 S1,200,000 Y,200,ooO .. Tmxmkion Facilities 6 210.000 16 ‘85.000 S 295.000 Well #27 (at EIe~me Substation Sit‘ WCE~ ofKmlemon) Well #28 (IkBenedm Park) F 325,000 6 325,000 Well sandby Geeerator I MG Storage Tank & Booster Pumo Stahon s1,200,000 $1,200,000 ; ;;:- $EE TOTAL 6 950.000 52.420.000 $4.735.000 $3.450.000 $1 1.555.000 Recammended Fundrng Sources Water Capital Outlny Impact Mitigation Fees * TOTAL $ 625,000 31,775,000 $3,450,000 $3,450,000 S9,300,000 6 325.000 $ 645.000 61,285.000 s2.255.000 6 950,000 162,420,000 $4,735,000 $3,450,000 $1 1JS5,OOO Project Effect on 0 get: Increased costs for pumping wter to new customers. E-26 ACTIVITY: Public Works - Water~astew~~~ Di~sio~ Project D~~ptioa Purchase a new 4” trailer-mounted vacuum system Project Objectives 1. Purchase a trailer-mounted vacuum system to effectively clean out sand, rocks, and other debris from owr 4,328 water valve boxes and 1,500 meter boxes throughout the City that prevent crews from turning off water mains during emergencies and day-to-day maintenance. This unit will be used extensively on the ongoing East Side project (next 10 to 15 years) for potholing on water and sewer mains and service locations. It will also be usehl in emergency situations where a water or sewer main or a fre hydrant has been broken and an underground service alert is not possible to obtain before digging. Make excavation around broken water and sewer mains safer, quicker end more efficient If this unit is not purchased, City Crews will need to contmue to call the sewer hydro-cleaner away from its day to day mamtenance. 2. 3 Existing Si~a~ion Many water valve boxes ranging in depth in the ground fkom a few feet to 12 feet are filled with water and debris (dirt, rocks, sticks, bricks, etc.) which make operation of them impossible. Currently, they must be hand cleaned, if possible, or the sewer hydroeleaner must be called out, or the valve has to be dug up, which requires jackhammering out concrete around the valve assembly and requiring asphalt to be replilced. Schedule and Project Costs Prior Projea Budgets 2002-03 2003-04 2004-05 Total Phasing Study Design Acquisition $43,430 $43,430 Coistruction Total $43,430 $43,430 Recommended Funding Sources Capital Outlay Fund Electric Utility Fund Water Fund (50%) Wastewater Fund (50%) Total $21,715 $21,715 $2 I .715 $2 1.7 15 $43,430 $43,430 ~iter~~tives 1 Postpone purchase Project Effect on O~ra~iog Budget This unit would decrease damage to other utilities in emergency situations, and would also reduce water and sewer main repair time. This unit, combined with a valve turning program, would decrease the time it takes for emergency and nonemergntcy main lie shut downs, dewease sewer spill cleanup times, reduce water waste fkum broken water mains, and reduce the amount ofsewage entering the storm system &om overflowing manholes and broken sewer mains. E-27 2003~0~ F~ancial P ACTTVITY: Public Works Wastewater Utility Project R~cRptiou Replace one of the existing headwork’s manual sluice gates Project Obj~tives Replacement of existing manual sluice gate damaged by corrosion. Existing S~~atiOR Of the existing two main sluice gates one unit is in need of immediate replacement. The corrosive atmosphere has damaged this gate and made it inoperable. Installation shall be by others. Schedule and frqiect Costs Prior Project Phasing Study Design Acquisition Construction $1 0,000 5,000 $10,000 5,000 Total $1 5,000 Capital Outlay Fund Enterprise Funds (Wastewater) $1 5,000 Recommended Funding Sources $ 15,000 $15,000 ‘rota1 $11,000 $15,000 Alternatives 1. Do nothing until replacement is critical, which will increase the replacement cost when the project becomes an emergency. ACTIVITY: PnbIic Works Wastew~t~r Utility Project ~~c~p~on Funding is requested for professional services required at White Slough to develop and implement a Mercury Source Reduction Public Outreach Program. Project O~jec~~ To meet a mandated mercury source reduction program as required by the National Pollutant Discharge Elimination System Permit.(NPDES) Existing Si~a~on The Facilities current permit implemented January 2000, required that a mercury reduction workplan he developed. The initial portion of the requirenienl involved background monitoring of the mercury leveis from the commercial and industrial dischargers to the City’s sewer system. This portion was recently completed by City staff. The remaining portion of the workplan is a comprehensive public outreach program. The reques~ed~~nd~g will be used to retain our current consultant to develop and implement this required program. Scbedule and Project Costs Prior Project Phasing Study Design Acquisition Construction $40,000 $40,000 Total $40,000 Capital Outlay Fund Enterprise Funds (Wastewater) $40,000 Recommended Funding Sources $40,000 $40,000 Total $40,000 $40,000 Alternatives Do nothing, which would place us in violation of permit requirements and subject to fines E-29 ACTIVITY: P~bIic Works W~stew~ter Utility Project D~cnption Replace existing t~oughs in two of the primary sedimentation tanks Project Objectives Replacement of the damaged existing fiberglass troughs Installation work to be done by White Slough personnel da tin^ Situation Stress fractures have developed in the support bracket area of the troughs in tf4 Primary Tank. Repairs have been made to maintain use but the troughs need replaced before further damage results in loss of use. The trou& in #5 Primary Tank are also exhibiting stress signs and are being schedule for replacement in the 2004/05 Budget year. Schedule and Project costs Prior . ..- Project Phasing Studv Desig Acquisition Construction $15,000 $15,000 $30,000 . .~ Total $15,000 $15,000 $30,000 Recommended Funding Sources Capital Outlay Fund Enterprise Funds (Wastewater) $15,000 $15,000 $30,000 Total $15,000 $15,000 $30,000 Alternatives Do nothing and use existing units until they fail completely. E-30 2003-05 ~~ancial ACT WRY: Public Works Wastewater UtiIity Project ~~c~~ti~n Upgrade of the white Slough mini PBX and upgrade the transmission Line to TI service. Pmjeet Objectives Upgrade of te~epbQne ~ystem. To upgrade the White Slough mini PBX, in order to improve hnction of phone system. Project requires installation of an I Ic mini PAX (est. cost $34~000.00). Tra~m~siQn line upgrade. To improve data transmission capabilities, a T1 line will be installed and data-network equipment will be upgraded (est. cost $8,000.00) Existing Situation The current phone lines to the facility do not support T1 capabilities. To improve transmission of data a new line will need to be extended to the facility, The current line has been repaired through the years which contributes to its reduced capabihties. The internal upgrades are necessary to support the2qgraded data transmission. The existing system was designed and sized based on the lines capabilities at 'thai time. To take fuli advantage of the TI capabilities both portions need to be upgraded. Future installation of a SCADA system at the Facility will be enhanced by this upgrade. This submittal was developed with input from Infomation Services. Schedule and Project costs Prior Project Budgets 2003-04 2004-05 2005-06 2006-07 Total Phasing Study Design Acquisition Construction $42,000 $42,000 Total $42,000 Capital Outlay Fund Enterprise Funds (Wastewater) $42,000 Recommended Funding Sources $42,000 $42,000 Total $42,000 $42,000 ~lte~atives Continue with current level of telephone system enduring reduced level of service and capabilities. ACTMTY: Public Works W~stewat~r Utility Project D~c~~ti~~ Replace the existing ceiling tile with drop ceiling acoustic tile Project Objectives Replacement of the existing tile, which are unrepaireable and in need of replacement to ensure the laboratory staff have an improved work environment. Existing Situation The current ceiling tile was installed in 1966 as part of the original plant construction. It has endured well until recent years when leaks in the roof allowed moisture to damage the tiles integrity. The tile is an interlocking spline construction, which makes repairs impossible. Because of this its replacement is the only feasible alternative. Due to the method the lights are suspended with the old ceiling tiles, replacement of the light fxhires is also necessary. Energy efficient lighting fuctures will be explored Due to these enerpefficiency improvements, these lights will qualify for a 25% rebate under the Electric Utility Department’s Public Benefits Program. Schedule and Project Costs Prior Project Budgets 2003-04 2004-05 2005-06 2006-07 Total Phasing Study Design Acquisition Construction Total $15,000 $1 5,000 $15,000 $I 5,000 Recommended Funding Sources Capital Outlay Fund Public Benefits Program (25%) Enterprise Funds (Wastewater)(75%) $1 1,250 $ 3,750 $1 1,250 $ 3,750 Total $15,000 $15,000 Aiternativ~ Do nothing and endure further ceiling deterioration E-32 ACTIMTY: Pubfic Works ~astewater Utility Project ~~cription Major projects related to facility improvements and design. Praject Obj~ctiv~ Maintain reliability and efficiency of wastewater treatment facilities and design long-range improvements Existing Si~~tion The City’s current wastewater discharge permit includes many requirements, which must be met in the coming years. To accomplish this, our consultant is developing interim and long-range facility improvements Also tncluded is funding for ongoing facility maintenance projects Sched $ 60,000 Roadway Improvements (CM) $ 30,000 $ 30,000 b WSWPCF Phase I Pre-Design Fe Interim Aeration Faciirty Improvements Digester Cleaning 55,000 55,000 110,000 Fe Construct Aeration Faciltty Improvements 3,000,000 3,000,000 454,000 140,000 Design Tertiary Filtration & W Improvements 555,000 Construct Filtration & W 15,000,000 15,000,000 Land Acquisition 5,000,000 5,000,000 Wetland Consbuction 6,000,000 6,000,000 Ground Water Monitoring 35,000 Alternative Waste Discharge Permit 70,000 Irrigation System Expansion 280,000 280,000 560.000 b On going project from previous budget years. B- Budgeted Contingency split between these projects. Estimated cost. Actual cost will be determined when design work completed. Major Capital items are still in design and costs are approximate. Notes: Funding from Wastewater Capital Outlay Funds, 17.2 Major facility upgrades to be frnanced with either COP’S or State Revolving Fund loans (CM) means Capital Maintenance Project account automatically appropriated with budget. Al~ernatjv~ For slight reductions, roadway and digester cleaning projects can be deferred E-33 UEST Public Works Facil~ties Sewices ~iyision Roof Repiaeement at ~hite lou ugh W~~er Pofl~ion ~ontroi Faciii~, TITLE: oiier~nfluent Pumping ContrQl Building Replace the roof at the White Siough Wasfewater Treatment Plant Boiler/lnfluent Pumping Control Building. Project Objectiyes Replace the existing thirty-six-year-oid roof with new built-up or single-ply systems. Existing S~tuation The roof on the Boiler/lnfluent Pumping Control Building was installed when the facility at the White Slough Wastewater Treatment Plant was constructed in 1967. The roof has had varying amounts of maintenance and repair work done on it since then, but has not been replaced. The Citywide roof survey identified this roof as a candidate for priority r~placement, It has exceeded its useful life and is leaking, even through an increasing number of annual repairs and patches. It is becoming unreliable and needs immediate attention. The attached roof pian indicates the appro~m~e 1,500 quare feet of roof that needs replacing in 2003104. Sch~duie and Proie~ Costs Prior Project Budqets 2003/04 2004/05 2005106 2006/07 Total Phasing Study Design Acquisition Construction $15.000 $15.000 $1 5,000 - Total $1 5,000 Re~mmended Funding Sources Wastewater Fund $15.000 $1 5.000 Total $15,000 $15,000 GRAND TOTAL $15,000 $15.000 Aitematives 1. Incur ever-mounting repair costs and loss of reliabili~y by failing to replace this roof. Delaying its replacement further jeopardizes the contents of the building it should be PrO~ectiflg. Project Effect on Ope~ting 1. Eliminate costly maintenance expenses for this aging mof. 2. Reduce leaks and potential damage to kquipment. -.- udget Re B~~E T Am ~ng~eer~g REQUEST TITLE: Project Description As the City develops, new storm drainage facilities must he constmcted. These facilities include drainage pipes, basin inlet structures, and pump stations and controls that are required to serve new development. To assure that facilities design provides the standard level of storm drainage service, preparation of a hydrologic model for the expansions areas is recommended. Staff services primarily be used in preparation of the hydrologic model. Project O~jective~ Construct storm drainage facilities required to expand service to new development areas. E~t~g Si~ation Storm drainage services are provided to the City via a system of collection pipes, storage basins and discharge pump stations. Terminal drainage is provided by the Mokelumne River and the Woodbridge Irrigation District main canal. Additional facilities will he required to provide storm drainage service to new development proposed within the City’ s service area. Presently, facilities design is guided by the 1964 Storm Drainage Master Plan. Project Work Comp~eted Storm drainage improvements required to serve Westside Facilities Master Plan area has been completed. Implementation of those facilities is expected during the next budget period. Master facilities planning for the areas located south of Kettleman Lane and west of Lawer Sacramento Road is required. Three basins are integral to providing storm drainage services to these arease. Currently, the final design for Basin G and i!.s associated storm drain facilities is underway. Preliminary design work for the Basin F facilities has been completed. Master planning for the Basin I facilities is required to assure service is available upon demand. Storm Drainage System Expansion Prpjeets Schedu~e and Project Costs hior Project Budeee. 200364 2004-05 2005-06 Zw6-97 Tow1 Design: System Hydrology Model 9. 45.000 $ 45.m Tiendu Drive (Vmmei’ s Square) $136,wO 9. 136,000 G-Basin Excavanon so so F-Bash Acquisition $488.000 $50,000 $Mo,WO $1,488.000 G-Basin Yump Station & Piping $79?,ooo $ 797.m ‘TOTAL $181,OOO $1,285.000 $SW,oOO $500,000 $2.466,Mx) Recommend& Fundmg Sources Impact Mmganon Fee $181,OOO $1,285,000 $5W,000 $500,wO 52,466,000 TOTAt Project Effect on O~er~~g Bu~get: Addition& operation and maintenance costs associated with the new facilities should bc anticipated. E-35 ACT~TY: Engineering Project ~~s~ptio~ Major replacements and upgrades to existing storm drainage pipes, basin inlet structures, and pump stations and controls to mitigate localized street flooding problem. Preparation of a hydrologic model of the existing B watershed area to assist in evaluating alternative mitigation measures for existing localized flooding. Project Objec~es main^^ a comparable level of storm drainage services and structure flooding protection on a city-wide basis. Implement a program that addresses existing problems and systematically makes facility improvements to achieve the program objectives. Existing Si~~tion Storm drainage services are provided to the City via a system of colfection pipes, storage basins and discharge pump stations. Teminal drainage is provided by the Mokelumne River and the Woodbridge Irrigation District main canal. Localized street and structure flooding problems exist in the City. Project Work Comp~e A number of drainage improvements have been installed through the handicap ramp program wherein drop inlets at corners have been replaced by more efficient side inlet catch basins. Additionally, curb repairs and catch basin installations have ~plem~t~ in conjunction with the sidewak repair program. Significant storm drainage improvements have occurred along with recent major street construction projects such as Stockton Street, Lower Sacramento Road, Downtown Revitalization Project and the new Police Building. nudgets znn3-04 2004.05 200.506 zoo607 TOW B Watershed Hydmlo~ Mdel ~35,non so Elm Sh.eet(HufFhmm > Lee) ~,noG s 44,000 Main Sl ILdi Avenue s35,oon ~55,000 $ ss,nno Wcswood Strm (Lockefoid > Lake) saz,oon $ 82,000 Glaves Park lnla Sbucture szn,non s 20,000 Future, U~peniied Storm Dntln Upgrsdes $ioo,noo $ion,ooo szon,nnn Rmole-Acmatd Slide Gate I~s@llation (2) s30,ono $ 30,nno TO1 Al 1~12h.000 sios,ooo $ino.nno sino,nnn $431.000 Lodi Lake Pump Station Mdlfirahons To Be Dek?n~ncd Recommended Funding Soum Wsslovater Capital Outlay $1 26,000 $105,OOO S 100,000 IF 100,000 $43 1,000 Project Effect on Oper~ti~g ~nd~e~ Very minor reduction in callouts and time spent on storm drainage problems. Increase in electric and other maintenance costs for new and upgraded pumping facilities. E-36 Project ~escription This Project consists of major replacements, repairs and /or upgrades of the wastewater collection system components Project Objectives Maintain reliability and efficiency of wastewater collection facilities. Existing Situat~ou The City's wastewater collection system is reaching an age in which the older lines (mainly in the eastside of the City) need to be rehabilitated or replaced. Many of the older pipes are consmcted of terracotta clay or concrete and have reached their service life. Additionally, many of the pipes do not have the capacity for the present demand. A replacement program and corresponding rate increase was approved by the City Council in 2001. Project Work Complet~d The City completed the fmt of many projects to rehabilitate the older wastewater mains in February of 2003. The second project is currently in the design phase and will bid during the spring of2003. Additional projects are planned throughout the duration of this budget cycle. System relocations include minor work associated with moving existing Facilitia in order to construct other City projects. Pro,& Budgets 2003-04 2004-05 2005-06 2006-07 TOQI M~scellanwus System Relocations Mzscellaneous Main Replacements Miscelianmus Sewer Taps Dw~s~~c Outfall Long Term MainI Propm Total Remmiended Fundrng Sourccr Wsstewstcr Capital Outlsy Fund Unfunded TOTAL t ou Ope~tiug udget: Reduced operation and maintenance costs for the rehabilitated wastewater mains. However, if the corrosion control pilot study recommends an ongoing chemical addition program, the annual Operational costs may range *om $50,00O/yr. to $150,0OO/y. ACTIVI~ Electric Services drives. ~ROJECT OBJECTIV~S: To provide sufbcient system capacity reliability and capability to properly address: J Long range needs ofthe Department J System reliability (replaces an 5 year plus old server) J Date storage and backup functions J Expanded needs for geographical information systems (GIS) J Mapping system graphic user interface J SCADA gaphic and data information EXISTING SITUATION: The existing Data Server has been in continuous operation over the past five plus years, which is nearing the equipment's life expectancy. With increased server traffic from add~tional Autocad, %ADA and GI§ graphical information; there exists an increased dependency on the Electric Utility server and network reliability. The server equipment and it's reliability is a lifeline to the operation of the Department. SCHEDULE AND PROJECT COSTS 2003-2004 2004-2005 Project Total Phasing Study Design Acquisition Construction Total -0- $12,000. $12,000. E-38 2003-2005 Fina~cial Plan Recommended Funding Sources T - Capital Outlay Fund R~ATIVES: Do nothing: continue to operate with existing server equipment (not recommended). The Department will not have the necessary reliability or capacity necessary to operate effectively and efficiently. The existing tape and server equipment will be nearing their useful life expectancy and capacity during this budget cycle. FINANC~ 2QQ3-2005 ~NTATION: Upon approval procurement and initiation will be completed in the 2004-05 Fiscal Year. ... 20~3-2005 Financial Plan and Budget ACTIVI~: Electric Construction and Maintenance. R~QUE~T TITLE: Purchase Overhead Line Puller~ensioner (New) JECT D~SC~iPT~5N Purchase an overhead line puller/tensioner and increase the Electric Utility fleet by one line pullerltensioner. PROJECT OB~ECTtVES To have the necessary line puller/tensioner equipment available to perform the task of installing new overhead primary wire while the existing primary remains energized. This equipment will bring the Electric Utility in compliance with CAUOSHA Rule #2941(1). This line puller/tensioner will enable the line crews to keep a steady tension. This will keep the new wire from bouncing and sagging into secondary when pulling in between the energized lines making re-conductoring the overhead lines safer for the line crews. Also this equipment will enable the line crews to keep customers energized for a longer period of time. It is 'essential to have the necessary equipment available to perform related tasks in the safest and most efficient manner possible. E~ISTIN~ S~TUATION Overhead primary is now pulled in by the use of a three reel wire trailer and/or a single reel wire trailer. Both of these trailers have inferior braking systems. That will allow bouncing and sagging when pulling in new wire, with the old wire being energized. This is not a safe working practice. In the past the overhead line would be de-energized causing an inconvenience to the customers, with an all day outage. This fine puller/tensioner will have the capability to allow a steady breaking pressure to avoid bouncing and sagging when pulling in new wire, while the existing primary remains energized with no inconvenience to the customers. Thus saving crew time, increasing production of line crews and working safer. In this time of rising costs and competition it is essential to implement cost savings whenever possible. Also to have the safest working conditions possible for the employees. SCHEDULE AND PROJ€CT COSTS ZDO3-2004 ZRO4-2OO5 Proiect Total Fhasing Study Design Acquisition Construction Total Recommended Funding Sources Caoital Outlav Fund $ao.ooo $80,000 $80,000 $80,000 ALT~RNATIVES Continue to pull wire with the two wire trailers (not recommended) or rent equipment, if available. FINANC~ 200~-2005 I~PL~~~~NTATION Upon approval, purchase in 2003-2004 Fiscal Year E-40 2003-05 Financial Plan and Bud~et Request . .. ACT~VIT~: Electric Utility, Construction and Maintenance ~EQUE$T TITLE: Line Extensions - Service Connections - Substructures - Revenue Metering This project provides for extensions of existing facilities to serve new electrical loads in subdivisions and developments for all customer ciasses including associated revenue metering facilities. Work will be done by Department personnel as part of the Capital Maintenance expenditure program. PROJECT OBJECTIVES . e . Extend existing distribution facilities to serve new loads as they develop within subdivisions and developments. Connect customer service entrance facilities to the City's electric distribution system. Install substructures (vaults, conduits, etc.) to accommodate the distribution facilities indicated above. The developer has the option of contracting for this eiement with the City (City is reimbursed for all costs) or contract with the private sector. Install revenue metering facilities. Funding is included for the purchase of remote readable meters for the larger commercial and industrial customers. e Business Unit Title and Number 2003-04 2004-05 Line Extensions (Business Unit # 161651) Service Connections (Business Unit # 161653) Substructures (Business Unit # 161655) Revenue Metering (Business Unit 1: 161656) $650,000 $700,000 160,000 165,000 160,000 165,000 66,000 70,000 Total: $1,036,000 $1,100,000 EXISTING SITUATION At present, based on the Electric Utility Departmeni's Rules and Regulations, Line Extensions. Service Connections and Revenue Metering are performed by Department staff and provided at the City's expense. SCHEDULE AND PROJECT COSTS Prior Project Budgets 2003-04 2004-05 2005-06 2006-07 Total Phasing Study Design Acquisition Construction Total Recommended Funding Source Electric Utility Fund Total $1,036,000 $1,100,000 $1,000,000 $1,000,000 $4,136,000 $1,036,000 $1,100,000 $1,000,000 $1,000,000 $4,136,000 $1,036,000 $1,100,000 $1,000,000 $1,000,000 $4,136,000 $1,036,000 $1,100,000 $1,000,000 $1,000,000 $4,136,000 ALTERNATIVE^ Have Line Extensions, Service Connections and Revenue Metering funded by advances from the developers. This would require a change to the Rules and Regulations. IMPLEMENTATION This project is implemented as required by developments within the City. E-4 1 2003-05 Financial Plan and Budget Request ACTIVITY: Electric Utility, Construction and Main~enance RE~UEST TITLE: Distribution System Improvement - Dusk to Dawn Lighting ITAL IMP~OV~ PROJECT D~S~RIPTI~~ This project provides for various construction projects to increase overall system capacity, reliability and operating flexibility to serve the electric load under normal and emergency conditions. The Dusk to Dawn lighting is also included under this project. Work will be done by Department personnel as part of the normal operation of the Capital Maintenance expenditure program. PR~JECT OBJECTIVES The objectives of this project are to meet the sewice requirements as outlined under "Project Description" above. Specific projects have heen identified below. However, funding for unidentified projects is included based on past experience regarding such improvement projects during any fiscal period. Fiscal Year: 2003-04 Rebuild downtown underground distribution system (final phase). Construct underground feeder, Harney Lane from Ham Ln. to Mills Ave. Construct 12 kV feeder, Vine St. betw. Low. Sac. Rd. and Road "B" Reconstruct underground secondary. Royal Crest and Tejon areas, re-budget Reconstruct K6 cu. overhead lines, various areas. Install capacitor banks (2). re-budget. Dusk to Dawn Lighting. Fiscal Year: 2004-05 Reconstruct get-a-ways at Kilielea Substation, re-budget. Construcl underground feeder, Mills Ave. from Century Blvd. to Harney Ln. Construct underground feeder, Century Blvd. from Milk Ave. to Lower Sacramento Rd. Reconstruct underground secondary, English Oaks area, re-budget. Reconstruct 86 cu. overhead lines, various areas. lnstali capacitor banks (Z), re-budget. Dusk to Dawn Lighting. Account Title and Number 2003-04 2004-05 Distribution System Improvement (Business Unit # 151552) $91 7,000 $1,081,000 Dusk to Dawn Lighting (Business Unit # 161654) 2,200 2,200 Total: $919,200 $1 ,oa3,200 EX IS TI^^ SlTUATlQN The Electric Utility Department is responsibie for providing adequate, reliable quality power at all times to the City of iodi. Accordingly the funding level of this project is established based on past experience coupled with identifiable and necessary projects. The Dusk to Dawn lighting program is performed in response to customer requests for such lighting. E-42 2003-05 Financial Plan CAPITAL I~PR U~ST Distribution System improvement - Dusk to Dawn Lighting (continued) SC~ERU~E AND PRQJ~C~ C Prior Project Total Budgets 2003-04 2004-05 2005-06 2006-07 Phasing Study Design Acquisition Construction Total $919,200 $1,083,200 $1.200.00 $1,250,000 $4,452,400 $919,200 $1,083,200 $1.200.00 $1,250,000 $4,452,400 Recommended Funding Source Electric Utility Fund $919,200 $1,083,200 $1.200.00 $1,250,000 $4,452,400 Total $919,200 $1,083,200 $1,200.00 $1,250,000 $4,452,400 ALTERNATIVES None IMP~EMENTATIQN Upon approval, the above projects will be scheduled and constructed during the identified fiscal periods. Undefined projects and Dusk to Dawn Lighting will be constructed based on customer demand E-43 2003-05 Financial Plan and Budget Request CAPITAL IMP T ACTIVITY: Electric Utility, Construction and Maintenance R~~UEST TITLE: Streetlight Improvement PROJ~CT DESC~IPTI~N This project provides for installation of streetlights in areas throughout the City where streetlights do not exist or where the existing lighting is insufficient i.e. lights missing, "dark spots". This project also includes upgrades of existing luminaries on concrete standards. PROJECT O~J~CTI~ES The project objective is to provide uniform lighting meeting the specifications of the Illuminating Engineering Society of America (IES) on all street within the City. It is estimated that 1000-1200 lights will be installed during the life of the project (3-5 Years). Account Title and Number 2003-04 2004-05 Streetlight Improvement (Business Unit # 161672) $1,100,000 $950,000 Total $1,100,000 $950.0= EXISTING SITUATION Several areas throughout the City were developed without streetlights being installed This project responds to one of the City's goals by having streetiights installed throughout the City SCHEDULE AND PROJECT COSTS - Prior Project Budgets 2003-04 2004-05 2005-06 2 0 0 6 - 0 7 Total Phasing Study Desian Acquisition Construction Total $2,177,910 $l,lO0,000 $950,000 $500,000 $0 $4,727,910 $2,177,910 $1,100,000 $950,000 $500,000 $0 $4,727,910 Recommended Funding Source Electric Utility Fund $2,177.910 $1,100,000 $950,000 $500,000 $0 $4,727,910 Total 52.177,910 $1,100,000 5950,000 5500.000 50 $4,727,910 None IMPL~MENTATION Phases of this project are being designed. bid for construction and constructed on an ongoing basis until the total projecf is completed. 2003-05 Financial Plan and Budget Request CAPITAL I~P~Ov~~ ACTIVI~Y: Electric Utility, Construction and Maintenanc~ R~~UEST TITLE: 60kV Transmission Line PROJECT RESCRJPTION Engineer, design and construct a 60kV transmission line between Industrial Substation and the west side of the City PROJECT OBJECTIV~S To provide capacity on the west side of the City for future growth. Accaunt Title and Number 2003-04 2004-05 60kV Transmission Line (Business Unit # 161680) $476.500 $648,250 Total $476,500 $648,250 EXISTING SITUATION Henning and McLane substations, both located on the west side of the City, are supplied through a 60 kV loop circuit from Industrial substation. The future addition of the West Side substation will cause a capacity shortage in the event either leg of the 60 kV loop is lost. To provide sufficient capacity to serve all three stations on the west side during emergency conditions. i.e.loss of 60 kV line, it is recommended that a third line be constructed to this area from Industrial substation. This project is phased over a three year period to coincide with construction of the West Side substation. SCHEDULE AND PR Phasing Study Design Acquisition Construction Total Prior Project Budget 2003-04 2004-05 2005-06 2006-07 Total $30,000 $40,000 $20,000 $108,000 $100,000 $50,000 $90,000 $258,000 $338,500 $508.250 $200,300 $1,047,050 $476,500 $648,250 $270,300 $1,395,050 Recommended Funding Source Electric Utility Fund $476.500 $648,250 $270,300 $1,395,050 Total $476,500 $648,250 $270,300 $1,395,050 ALT~RN ATIVES Do nothing, not recommended. Capacity will be needed on the west side. An aiiernate source from the west is no longer being pursued. I~PLE,ME~TATION Upon approvai malerial will procured for the entire project and construction wili be scheduled in phases over three years. 2003-05 Financial Plan and Budget Request CAPITA^ I~PR UEST -.. ACTIVITY: Electric Utility, Construction and Maintenance RE~UEST TITLE: Fiber Optic System PROJECT ~~SCRI This project provides for engineering and installation of a Sonet OC-3 Fiber Optic system utilizing the existing 60kV route between each of the City's electrical substations. PROJECT O~JECTIV~S The project wili upgrade from leased copper phone lines to a high speed fiber optic system which wiii provide the communications medium for the City's Supervisory Control and Data Acquisition (SCADA) system to the electric substations. in addition the fiber optic system wili be used for voice communication and a video security system to the substations. In the future this system may be used for water well site monitoring, traffic control with video imaging and inira-city phone system connecting emergency services (fire, police, hospital, etc.). Account Title and Number 2003-04 2004-05 Fiber Optic System (Business Unit # 161685) $655,000 $82,500 Total $655,000 $82,500 EXtSTlNG ~ITUATI~N The existing leased copper phone lines have failed numerous times over !he years leaving the Electric Utility without control of vital eiectrical components in the City's substations. The fiber optic system with its loop configuration design will greatly improve continuous communications to the electric substations. SCHEDULE AND PROJECT COSTS Phasinq Stud; Resign Acquisition Construction Total Prior Project Budqet 2003-04 2004-05 2005-06 2006-07 Total $42,000 $25,000 $67,000 $613,000 $57.500 $6 70,500 $655,000 $82,500 $737,500 Recommended Funding Source Electric Utility Fund $655,000 $82,500 $737,500 Total $655,000 $82,500 $737.500 ALTERN~TIVE~ Do nothing, not recommended. The proposed system will significantly improve reliabiiity as well provide capacity for numerous future use5 in communication, video, control and data transmission. IMP~EMENTATION The material portion of this project will be bid in its entirety and the construction will be accomplished in phases Until the project is completed. 2003-05 Financial Plan and Budget Request . ACT~VI~: Electric Utility, Construction and Maintenance REQUEST TITLE: Streetlight Standards ~ Upgrade PROJECT DESCRIPT~ Replace painted steel streetlight standards with galvanized at various locations throughout the City PROJECT O~JECTIVES . * . Improve light distribution. Eliminate hazardous conditions (potential fall over) from deteriorated streetlight standards Reduce maintenance cost (eiiminate periodic painting). Account Title and Number 2003-04 2004-05 Streetlight Standard Upgrade (Business Unit # (to be determined)) $87,500 $87,500 Total: $87,500 $87,500 EXISTING SITUATION The City's streetlighting system consists of approximately 6200 luminaires mounted on various types of standards and poles. 360 of these streetlight supports are painted steel standards all of which are in excess of 30 years oid. These standards, due to lack of protective treatment, other than paint, are failing at the base from corrosion to varying degrees depending on their location in the field. The Department has been monitoring the rate of deterioration during the past decade and has determined that corrosion has advanced to a point where the strength of the standards is reduced sufficiently to recommend a phased replacement program. Based on the data coliected the location of the most severely deteriorated standards is known and, therefore, the replacement program wouid be phased in accordance with the levei of deterioration on a four year program. it should be noted that these painted standards have an associated maintenance cost for periodic painting, mainly for appearance purpose. Painting has not been effective in preserving the standards in the area of the base. The standards wouid be repiaced with galvanized steel standards having a higher luminaire mounting height. The higher mounting height wiil improve the lighting uniformity. SCHEDULE AND PROJECT COSTS -- Prior Project Budgets 2003-04 2004-05 2005-06 2006-07 Total Phasing Study Design Acquisition Construction Total $87,500 $87.500 $87,500 $87,500 $350.000 $87,500 $a7,500 $87,500 $87.500 $350,000 Recommended Funding Source Electric Utiiity Fund $87,500 $87.500 $87,500 $87,500 $350,000 Total $87,500 $87,500 $87.500 $87,500 $350.000 ALTER~AT~VES Do nothing - not recommended. This alternative would result in continued deterioration with ultimste failure of the standards and undue liability exposure to the City. IMPLEMENTATION Upon approval, the first phase, based on level of deterioration, will be scheduled E-47 2003-2005 Financial Plan and Budget CAPITAL I~PR T T .~~ ~ ~ ACTIVITY: Substation Construction and Maintenance REQU~ST TITLE: 80Kv DC HiPot Insulation Tester PROJ~CT ~ESCRIPTION Purchase a replacement 80 Kv DC HiPot Insulation Tester. PROJECT O~JECTIVES To replace the current aging DC HiPot Insulation Tester EXISTING SITUATION All the Electric Utility substations contain vacuum style circuit breakers. These breakers use a vacuum as a medium to interrupt the ARC when the circuit breakers open under load. In the absence of a vacuum, were a breaker to open the results could be catastrophic, resulting in a breaker failure. Breakers with vacuum bottles are tested by impressing a DC voltage across the vacuum bottle and measuring the leakage current. This is the only way to test the integrity of the vacuum system. The tester that is now in use is approximately 35 years old and has gone through several repair and modification cycles. The unit is becoming unstable and tends to drift when it is set to a particular voltage. This makes it difficult to test the breakers to manufactures specifications. SCHEDULE AND PROJECT COSTS - 2003-2004 2004-2005 Project Total Pnasing Study Design Acqulsltlon Construction Total Recommended Funding Sources Caaital Outlav Fund $12,000 $1 2,000 $12, oao $12,000 ALTERNATIVES Continue to use the old HiPot tester and be concerned that we are not following manufactures guidelines Not recommended. FINANCE 2003-2005 IMPLEMENTATION Upon approval, advertise for bid and purchase a 80Kv Portable DC Insulation Test set in 2003-2004 Fiscal Year E-48 , ~ .~ 2003-20~5 Financial Plan and Budget TR T ACTIVITY: Substation Construction and Maintenance R€~UEST TITLE: Digital Mic~o-~hmmeter PROJ~CT RESCRIPTI Purchase a Digital Micro-ohm mete^ PROJECT OBJECTIVES To replace aging, existing Digital Micro-Ohmmeter used in substation maintenance EXISTING SITUATION The Electric Utility substations have approximately 80 high voltage circuit breakers. The circuit breakers have moving contacts, which open and close to make and break the circuits. When circuit breakers open they interrupt a high current which erodes the contact surfaces. These operations can cause the contacts to wear and overtime fail. The way to check the contacts is with a low resistance Ohmmeter. The tester now in use is a 10 amp model. The required method is now to test all contacts and substation busbars at 100 amps. The existing tester is not able to test the contacts to I.E.E.E. and N.E.T.A. and Manufacture specifications. SCHEDULE AND PROJECT COSTS 20a3-2004 zoa4-2005 Project Total Phasing Study Design Acquisition $12,000. $12,000. Construction Total $12.000. $12,000. Recommended Funding Sources Capital Outlay Fund ALTEUNATI~~S Continue to use the old 10 amp Digital Micro-Ohmmeter and rely on readings that are not accurate Not recommended FINANCE 20a3-2005 I~P~EMENTATION Upon approval, adveitise for bid and purchase a 100 amp Digital Micro-Ohmmeter in 2004-2005 Fiscal Year E-49 2003-05 Financial Plan and Budget CAPITAL ET UEST ACrlVl~: Electric Utility, Construction and Maintenance REQUEST TITLE: Substation Construction PROJECT ~ESCRlPrlON This project provides for various construction projecfs within the four substations to provide normal and emergency capacity to serve the electric load and improve operating flexibility. Funding for design of the West Side Substation is also included. This work will be done by Department personnel as part of normal operations of the Capital Maintenance expenditure program as well as by outside contractors. PROJECr OBJECriVES Specific projects, as shown below, have been identified for construction during this fiscal period -.- Fiscal year 2003-04 Killelea Substation Reconstruct substation with open 12 kV bus configuration Project to include new 60 kV bus structure, two power transformers, 12 kV open bus, control building with associated protective relays and telemetering and masonry perimeter fencing. (Additional funding requested this fiscal period, estimated total cost of project $4,435,000). McLane and Hennins Substations Replace four 60 kV oil power circuit breakers Replace two remote terminal units. Install reclosing relays (re-budget). Install phone line isolators Total: $1,000.000 279,000 110,000 100,000 16,000 $1,505,000 Fiscal year 2004-05 McLane Substalion Replace five 12 kV oil circuit breakers. Industrial Substation Install three 60 kV power circuit breakers, structural steel and bus extensions, steel tower and associated relays, switches and disconnects. New West Side Substation Study and design of substation Construction of this station is expected during 2005-07 fiscal period at an estimated cost of $4,200,000. $172,000 542,000 400.000 ___"I_--_ _---_ I ____-- Total: $1,114,000 Business Unit Title and Number Substation Construction (Business Unit # 161657) Total 2003-04 2004-05 $1,505,000 $1,114,000 $1,505,000 $1,114,000 E-50 2003-05 Financial Plan and Budget Substation Construction (continued) EXIST IN^ SlTUATt~N The Killelea Substation replacement project was initiated in the 1999-2001 fiscal period with funding appropriated for study and design during the1999-2000 fiscal year and funding for construction inciuding rebuilding and modification of the existing power transformers included in the 2001-03 fiscal period. The latest study results have indicated that a complete replacement of all components, including the power transformers. is the most economical option. It has also been determined that an open 12 kV bus structure is the preferred option. To accommodate this configuration additional property is required. Acquisition of adjacent property was authorized by the City Council during 2002 and is currently being finalized. Based on the results of the study the estimated overall project costs are $4,435,000. This budget requesl ($1,000,000) coupied with earlier appropriations wili fund the overall project. Mcbane and Henning Substations. These substations contain nine, total. oil insulated power circuit breakers ranging in age from 24 -34 years and contain as much as 2,000 gallons of oil per unit. Requirements for handling oil in the event of a spill are getting increasingly more stringent resulting in significant increased cost during both maintenance and accidental spills. Based on the age of the equipment, difficulty in obtaining part (manufacturer no longer in business) and the potential liability to the City from this type of equipment it is recommended that the oil circuit breakers be repiaced with gas insulated equipment. The remote terminal units (RTU) at both stations are late 1970 models and have gone through several upgrades. The RTUs are a vitai link in the City SCADA system to monitor and control the substations. obsolete and have reach the maximum capacity to handle and process data. The manufacturer no longer supports this vintage equipment with parts or technical support, therefore, it is recommended that the units be replaced. At the time these stations were designed the City did not operate with automatic reclosing of circuit breakers and therefore did not have reclosing relays incorporated into the design of the stations. In order to improve the service restoration time i.e. reduce the length of some outages it is recommended that reclosing relays be retrofitted into each station. The SCADA system communicates via telephone lines leased from SBC (PacBell). SBC are requiring isoiation on ali such lines to avoid excessive voltage being impi-essed on their lines terminating in substations. This budget request includes funding for phone line isoiation at each station. Note: such isoiation already exists at Industrial Substation and is incorporated into the design of the new Kilielea Substation. Industrial Substation. Install three 60 kV power circuit breakers with associated reiays, switches and disconnects inciuding extending the existing 60 kV bus structure. Two of these breakers will provide the terminal for the new 60 kV feeder to the west side of town. One will be installed in the existing 60 kV bus on the feeder supplying Kilielea Substation. This feeder was designed with only one breaker based on the projection that Killeiea Substation would be significantly reduced in size in the future. Rue to industrial growth on the east side of town Killeiea Substation will remain as a very necessary and vital component of the City’s electric system.. New West Side Substation. Funding has been inciuded in this fiscai period for the study and design phase of the new wesl side substation. Construction in expected during the 2005-07 fiscal period. At this time the RTUs are 2003-05 Financial Plan and Budget Substation Construction (continued) CAPITA^ GET SCH~DULE AND PROJECT COSTS Prior Project Budgets 2003-04 2004-05 2005-06 2006-07 Total Phasing Study Design $400,000 Acquisition Construction Total $1,505,000 $714,000 $4,750,000 $500,000 $7,869,000 $1,505,000 $1,114,000 $4,750,000 $500,000 $7,869,000 Recommended Funding Source Electric Utility Fund $1,505,000 $1 ,I 14,000 $4.750,000 $500,000 $7,869,000 Total $1,505,000 $1,114,000 $4,750,000 $500,000 $7,869,000 ALTERNATIV~S Do nothlng (not recommended) IMPLEMENTATION Upon approval, the projects will be scheduled, designed and constructed 2003-05 Financial Pla ~A~ITAL IMP ACTIVITY: Electric Utility’, Engineering & Operations RE~UEST TITLE.: Metering Circuit Analyzer (Replacem~nt) PROJECT DESCRIPTION Replace metering circuit analyzer. PROJECT OBJECTIVES Replace a 1982 vintage field metering circuit analyzer. Account Title and Number 2003-04 2004-05 Metering Circuit Analyzer (Business Untt ## (to be determined)) $1 1,500.00 Total $1 1,500 00 -- EXISTING SITUATION The Metering Division tests revenue metering installations periodicaliy based on the various customer types. The existing field circuit analyzer, used for this testing, does not test the entire metering installation, depends on the eye - hand coordination of the operator performing the lest and requires a significant amount of set up time in the field. In addition test data are processed using a hand calculator and manually recorded in the meter database. The propused replacement field tester will test the entire metering installation, is very user friendly and requires no interaction with the operator for the test. Test data are processed internally and will be downloaded directly into the database. thereby eliminating introduction of errors. SCHEDULE AND PROJECT COSTS Prior Project Budgets 2003-04 2004-05 2005-06 2006-07 Total Phasing Study Design Acquisition 51 1,500 $1 1,500 Construction Totai $1 1,500 $1 1,500 Recommended Funding Source Eiectric Utility Fund 51 1,500 $1 1,500 Total $1 1,500 $1 1,500 Do nolhing. This aiternative is not recommended. The Department would continue testing with existing equipment and not gain the benefits in accuracy, complete tesling and data management as well as efficiency and productivity of staff available with recommended test equipment. It should be noted that this test equipment is primarily used on the sophisticated metering installations having meter multipliers and therefore, a small error either in the metering equipment or from the human interaction could have significant financial impact on the customer. Upon approval the acquisition will be initiated E-53 2003-2005 Financi U~ST ACTIVI~ rks - Street Rivi S~e~ater-F~ciIiti~ ~leet §ewic~-Transit REQUEST TITLE: ~ewice Cen~er oom Expan~ion P~~ect Descrip~on Add approximately 450 square feet of men's and women's restrooms and locker rooms. Project Obje~iv~ 1. Adequately meet the needs of the increased employee population at the Municipal Service Center. Existing §itua~on The Municipal Service Center was built In 1972 and sewed 34 total employ~s. The existing facility's main office has one women's toilet, two men's toilets, and 47 lockers in an area designed for 33. There is no more room for additional lockers. This building currently Serves 5 women, not counting the Transit employees that use the facility when they are at the Shop, and approximately 80 men. This facility has been inadequate for a number of years and currently does not meet any ADA requirements. With the addition of this restroomllocker room combination, this facility will provide adequate sewice for all employees and meet the needs of ADA requirements for access. We are currently meeting the n&s of the employees by leasing a temporary mobile modular restroom unit. Due to the lack of action since the initial request for the 2002-03 budget, estimated construction costs have increase from $132,475 to $150,000. Schedule and Project Costs Pnor ROJCCI Budgets 200243 200364 20wa5 TOQ~ Phasing DWg" completed S 4,965 Addihonal pr0feSston.d Senwas PWd>R& $ 15,OW Consnu~hon p. 1?50nn I OBI S 4,965 s. IS0,Gm I150,WO Rmmme.nded Funding Sourc~ Sneei Fund IMF f s0,m Water Fund IMF $ s0,m Wanewater Fund IMF $Corn Total 6 IS0,000 Alterna~ives 1. Continue to rent mobile modular units to serve the needs of the employees Project Effect on 0 Approval of this project would mean a reduction of app~ximately $7,000 annually on lea* cost being charged to W~ter~as~e~ter and Streets accounts. implemen~tion With City Council approval, bids would be solicited for this work E-54 ACTIVITY: Remove and replace asphalt pavement around the vehicle maintenance shop, Public Works equipment storage, and Kofu Park parking area. Install two (2) sandloil traps into the storm line system. 1. Reconstruct the equipment yard and provide an adequate structural section for the heavier equipment and buses. 2. Improve on-site drainage for longer pavement life. 3. Install sandloil traps for NPDES Phase II storm water regulations. 4. Restore asphalt damaged in the process of installing the CNG fueling station. 5. Provide a Smooth parking area adjacent to Kofu Park and the new skate park. ~xi~~ng Situati~n The Municipal Service Center was built in 1972. The existing yard was designed for conditions at the time of construct and is not adequate for the new larger equipment and the additional load caused by buses. The Yard has been maintained by the Street Division, but has met its designed life. The Yard is now failing and is no longer cost-effective to maintain. All departments of the City including Public Works, Fire, Police, and Parks Department, as well as private trucks going to the warehouse, use this yard. Budqets 2000/01 2002/03 2003/04 2004/05 Total Phasing Study Design $ 5,000 $ 5.000 Acquisition Construction - Pavement $205,000 $ 205,000 f2) SandlOil Traps $!j4.000 $ 54,000 Total $ 5,000 $259,000 $264,000 Street fund $5,000 $ 92,680 $ 97,680 Electric Utility $ 68,640 $ 68,640 Water fund $ 21,840 $ 21,840 ~astewater fund $ 75,840 $ 75.840 Total $5,000 $ 259,000 $264,000 Recommended Funding Sources ~~ernat~v~ Do nothing and continue maintenance as best as possible. This is not practical due to the ever- increasing pavement failures and impending storm water regulations. 1. Eliminate costly maintenance expenses for this aging pavement. 2. Reduce exposure to storm water related fines and lawsuits. E-55 2003- 2005 ~jnancial Plan and Budget A~~Y: REQUEST TITLE O~ce Project Description: This request is to fund the purchase of new office furniture for offices within the Municipal Service Center (MSC) Mobile Modular Unit prima^ Objectiv The primary objective is to provide new, stable, uniform and ergonomically correct office furniture for the offices within the MSC Mobile Modular unit. New office furniture may also alleviate the safety risks associated with ergonomically incorrect furniture. Existing Sit~ation: The MSC is currently leasing a Mobile Modular office unit and a restrwm unit to meet the needs of current employees. The MSC is overcrowded and is in need of additional office space for Water~aste~ter and Street supervisory staff. Along with the limitations of office space, office furniture is also limited. Employees occupying the additional office space are currently using old "hand-me down" furniture. When either a chair or desk breaks or is no longer reusable, staff has to search through storage for replacement furniture. Most of the office furniture is outdat and not up to ergonomi~lly wrrect standards. In addition, the office furniture currently used is not uniform with the rest of the office furniture in the MSC building and does not provide for efficienl storage. * Continue to use old furniture until they are ~mpletely damaged and all other resources are depleted. * Remain at risk for safety hazards and worker's comp claims associated with ergonomically incorrect office ~uipment and furniture. * Recycle LPD office furniture upon relocation from Carnegie. This should fill PW- MSC ofice furniture needs. A portion of the funds will be used for suppiement~~ needs. Schedule and Project Casts Prior Project Budgets 2002-03 2003-04 2004-05 Total Phasing Study Design Acquisition Conshuction Total Recammended Funding Sources Capital Outlay Fund $21,000 $21,000 $21,000 $21,000 $2 1,000 $21,000 E-56 ACTIVITY: Project D~cnption: This project consists of renovation and expansion of the Municipal Service Center @fSC) Fleet Services Shop. The project includes remodeling of the existing space and evaluation of an expansion into the Animal Services Shelter. At a minimum, the shop expansion needs to include additional work bays adequate to accommodate newer, larger equipment, as well as the expanding Transit fleet. Project Objec~v~: The objective of this project is to: Provide adequate and safe working environment for Fleet Services staff, * Provide for growtk s Be complementary to the Municipal Service Center and its support functions; * Accommodate changing fuel technologies. E~sting ~ituati~n: The existing shop facility at the MSC was conshucted in 1972. The shop has undergone numerous low-budget hes to maintain its functionali~. There are significant deficiencies in the mechanical and electrical systems, work space, storage, parking for vehicles while being serviced and changing requirements for alternative fuel vehicles and equipment Due to the delay in other departments vacating the MSC, and the expanding shop requirements and demand for service, it is now necessary to evaluate the shop as a separate component of this expansion. The Fleet Services shop is past capacity and cannot wait for the complete expansion of the MSC. Fleet Services at the MSC are restricted requiring innovative staffing strategies and the movement of the FIeet Services Supervisar and Administrative Clerk out of the shop area into an adjoining temporary trailer, further constricting the already limited parking and difficult traffic flow at the MSC. Large pieces of equipment, which cannot fit Within the confines of the existing building, must now be serviced and/or repaired using portable lifts in the yard itself. The location of a welding shop within the fleet services shop is not efficient and severely restricts the needed size of a functional welding shop Project Work Co~plct~: A master plan study was done in 1997 for the Municipal Service Center. Included in that was a number of alternatives that affected the Fleet Services shop expansion. With the expansion of our Compressed Natural Gas fleet, Transit and Fleet and Facilities have purchased explosion proof lights, fans and a methane detection system. Additional requirements, &om the Fire Department and State Code, include replacing existing suspended radiant heating and automatic opening doors and alarms which are interconnected into the methane detectors. ptior Pmjec! Budgas 200344 200445 2005-06 200647 Total PhaSinp ScU@ NIA Design Acquisition Nlh COnSrmCtiOn $275,000 $1.950,000 S 275,000 $1,950,000 Total I, 1950,000 $2,225,000 Funding 1mpact Fees $55,000 6 659.000 $ 714,000 Enterprise Funds Tms# $55,000 $ 233,000 $ 288,000 EUD $55,000 $ 510,000 $ 565,000 Water $55,000 $ 233,000 S 288,000 Waslewater $55,000 I 315,000 $ 370,000 Total S275.000 S 1,950,000 $2,225,000 Project Effect on Ope~~ing ~ud~e~ Staff time during study and design phases. Some increase in utility costs due to additional square footage, somewhat offset by use of more efficient WAC and lighting system (not estimated). Projeet Deser~ption This project consists of street capital maintenance projects to existing City mwts not included in the operating budget. While these projojects vary widely in scope, the work primarily mcludes street widening projects, street overlay projects and reconstruction projects that may include median and landscaping components. Project Objectives The obptive ofthe Project IS to maintain and/or enhance the level of service of the City’s vehicular trafk corridors Existing Situation The ‘‘project” reflected below consists of streets that are in need of maintenance or reconstruction Now that recent, major street projects such as Lower Sacramento Road and Stockton Street are complete, the Department plans to focus additional effort toward street maintenance work The $50,000 per year budget request for the sidewalk repair installations is included in the streets operating budget Project Work Completed For projects scheduled in 03-04, the pre-design work has been completed and the final design work is in progress Budget estimates have been prepared for Projects listed below that are scheduled beyond 03-04. An ageement with the Railroads has been executed allowmg the Central City Railroad Safety Improvement Project to proceed Schcd~e and Prqiect Costs L”. Rn.lr, . ,.”. . .-,-. Budgets 200344 2004-05 2005-06 200647 Total Kettlemsn Lane Median Safety Project Central Ciw Railroad Safety Improvement Project s 314,ocn S 314,000 si,ono.nnn ~3,6no,nnn $z,944,000 sz,soo,oon $1n,o44,nno Lodi Avenue Overlay (Ham Ln > UPRR) f, 430,onn Stockton Street R~onsSWC? (KetIlemsn Ln > Harney Ln ) s I ,ion,ono Pinc Sued Overlav (Ham Ln z Church St s z.nn.ono $ 430,000 s i,ino,nw s 200,000 Turner Road Rccd&ction (LSR > Lama) $ 550,000 $ 550,000 Low Sacramento Rd. Reconsrmet (Turner Rd. z WRR) s ion,nw s iou,nnn Lodi Avenue Overlay (LSRs-Ham Ln.) a 495,m s 49s.m Sacnmento Street (Tokay St. > Lodi Ave.) $ 340,oon s 340,ooo Hutchins Stren Reconmuct (mi Ave. > Pine St.) s 45o.000 s 450,000 Willow, Peach and Cochran Rd. Improvements * s s 125,000 New Sidewalk Installations $ so,ono s 50,nnn $ so,oon s so,m 6 2nn,uon Mix. Sbeets & Sidewalk lm~mvm~ts $- S-Sd- $- Mix. Curb a Gutler lrnprovkts $- $- s- s-s- Handicap Ramp Rmafit (CDBG) $ 17s,uoo s %no,uoo s 200,oon s 2no.000 $ 77s,000 Vine Sm Overlay (warns- Huehim) * $ 115,on s iis,nw Hnrney Lane Maintenance *(Panid funding 04/05) s 135,000 6 zoo,nnn s - s 635,000 6 97o.000 Miscellaneous Overlays s- s- s 750,ono s 115,non s 8fis,ono Total Rmrnmcnded Funding Sources HES MK Grant MK MBintenanCe TDA TDA (Bike and Ped) CDBG crw _... RTIP A8438 IMF UnfUnded * TOTAL Project Effect on O~~tin~ Budget: TemRorarv reduced operational costs for the rehabili~t~ streets E-59 .. ACTm Tra~po~ation Project D~e~ption These projects include design and/or construction of new traffic signals, sbw3 lighting bes, modifications to existing &c signals, replacement of existing signal cabin~controller equipment, and other miscellaneous improvements as described below: e New Tr&c Signals and Street Lighting Installations: Lodi AvenudMills Avenue is funded by a grant with a twenty percent local match; Cherokee LaneRokay Street is impact fddeveloper funded; Ham LandHarney Lane is impact f~ranspo~~ion Development Act (TDA) funded; Lower Sacramento RoadlCen~ Blvd is part of the Lower Sacramento Road widening project; bkeford Stre&Sacramento Stre& is Transit (Lodi Station Parking mitigation) funded, and future signal installations. Future signal installations are determined by the City Council based on the approved Signal Priority Study (SPS) list and City Council direction. * Signal Modifications to Existing Traffic Signals - The modifications to the existing traffic signals are determined by the annual review and evaluation of the collision diagrams for the intersections in the Intersection Study List (1st). Specific iInp~ovemen~s and locations are as follows: Lodi AvenudChurch Street (install left turn phases (arrows) in the eb/wb directions), Cherokee LanwZockeford Street (install left turn phases in the nbhb directions), Church Stree-keford Street [convert fxed-time (no vehicle and pedestrian detection) operation to a fully- actuated operation], Lower Sacramento Roddflumer Road East (install a split phase operation and sb dual left turn lanes) and future intersections per ISL. * Existing Cahinet/Controller Equipment - Replacement of cabinet and controller equipment is requested at signalized intersections that are over twenty years old. The locations are Central Avenudodi Avenue, Cherokee LaneLodi Avenue, Church Strdockeford Street, Elm StreetMiam Lane, Ham LandTokay Street, Ham LaneM'urner Road, Ham LandVine Street, and Lodi Avenu~Sac~ento Street. 0 Miscellaneous Improvements include pedestrian and other upgrades to the existing signal systems as follows: 1) Turner Road and Loma Drive (install a lighted crosswalk with warning devices), 2) Lodi Avenue (install an interconnected system), and 3) Kettleman Lannienda Drive, and Kettleman Landcrescent Avenue (install audible traffic signal equipment). Project Objectives 1. To improve traffic ¶ow, delay and safety conditions on the street system. 2. To install new traffic signals per the 2000 SPS List and as directed by City Council. 3. To reduce or eliminate collisi~ls by implement in^ improvements at the existing lxaffic signals. 4. To install pedestrian improvements near Lodi Lake. 5. To provide visually impaired pedestrians with audible traffic pedestrian signals. 6. To improve traffic ¶ow by coordinating the traffic signals on Lodi Avenue, between Lower Sacramento Road and Cherokee Lane. ~~ting Sit~tion 0 Staff maintains a list of proposed signal locations. The intersections meet Caltrans minimum traEc signal guidelines and are ranked based on a priority system previously approved by City Council. Staff adds traffic signals based on this liq and per Cily Council dr ' 0 Staff annually updates the In~er~~tion Study List, intersections, ChurchLodi, and Cherok~~~~eford are ranked high on this list. The other two intersections are low on the ISL, however, motorists experience poor operating conditions. At Lower Sacramento RoadKumer Road there is heavy traffic in the southbound direction and only one short left turn pocket. At Church Streetzockeford Street, this is the last futed time signal and has no pedestrian push buttons or vehicle actuation. Motorists and pedestrians are delayed waiting for the traffic signal to run the set timing plan even when pedestrians or vehicles are not present. * At eight intersections, the signal system equipment is over twenty years old and, parts and support services are no longer available. Timely replacement of the equipment avoids long term disruption in the case of equipmenl failure. ing of existing traffic sipls by accident rate. Two ofthe E-60 0 City Council has requested pedestrian improv~en~ on Turner Road at Loma Drive. Currently, there are flashing beacons and ped~trian signs with a ladder design crosswalk on Turner Road adjacent to Lodi Lake. e On Lodi Avenue, between Lower Sacramento Road and Cherokee Lane, traffic is congested and motorists experience delays since the traEc signals are not operating in a coordinated system. e Staff received a request from the Commun~ Blind Center for audible signals at intersections. At Kettleman LandTienda Drive, and Kettleman Laadcrescent Avenue intersections, the intersection are not equipped with audible signals for the visually impaired pedestrian. Since both these intersections are on State Highway 12, Caltrans has offered to install the equipment ifthc City pays for it. Project Work Co~plet~ At Lodi Avenue~ilIs Avenues, signal design plans and specifications are underway and will be ready for construction in 2003/04. At Lockeford Str~~Sac~amento Street, signal design plans and specifications are complete, however, the project is not funded. Staff and the developer are currently reviewing signal consultants for the design of the Cherokee LandTokay Street signal. At Lower Sacramento Roa~Cen~~ Boulevard, the signal plans are near completion. The Lodi Avenue interconnected system plans are underway and will he ready for construction in 2003/04. For Turner Road and Loma Drive, a traffic consultant was retained to determine the feasibility of a traffic signal and review indicated a lighted crosswalk and warning devices are preferred. Pnor FTO,?Ct n"dg& 2003-04 2004-05 200546 2006-07 Toral Ncw 'Iralbc Si@ and shed L I@Mg rmprovemenlr Lodi Avernilills Ave. with interconnee1 system hm Mills to WRR $3 10,000 with interconnect System from UPRR to Cherokee Cherokee Ln.rTokay St. $200,000 Hamy Ln.Rlam Ln. Lower SecrEmenta RdJCenNr); Blvd. lakeford St./Szmmnlo St. Fuhm Signal (Location ""det~~ed) Signal Modifications Lodi AvdChurch St Chemkm Ln/Lackefnrd St Church SIlLockefwd St Lower Sacrammto RdiTurner Rd Signal CabineVConDoller Equipment Replacement Hem LniTumcr Ln Lodi AvdSacramenm St Other Locations Miscellaneous Turner p\dnom Ped&an Impmvement Audible Signal Equipment TOTAL HES FTA MK Maintenance TDA Recommended Funding Sources TDA PedEIike CMAQ STlP IMF Others (Developer) Unfunded" $64,000 $21,ow s30,oOo $2,200 $427200 $109200 $30,W $248,000 $40,0w IG2MI;wn 517,000 $2 1 ,@no s2.2w %44030 $140,200 $225,000 175,000 S80,Wo See Major St Expansion Pmjens $200,000 $200,000" $45.00(1 S11,000 $75,W0 $351000 s200,w0 $131.000 1200,wiJ $157,W 1537,400 I30,WX $62,000 $3 I0,WO $265,000 s75.000 $136.000 $239,000 TOTAL $427200 $440200 $331,0(10 s3ssm0 S1553PW Increased maintenance cost for new signals. E-6 1 Project D~cR~tiou: These projects are major street widenings and extensions primarily associated with adding capacity for traffk growth. Theyare e Lower Sacramento Road (Kettleman Lane to Kristen Court) - This is a joint project of the City and County with a majority of the funding from the State Tra~po~tion Kmprov~ent Program (STIP), Measure K, and City regional IMF funds. A four lane facility with center landscaped median has been designed. A traffic signal is included at the intersection with Century Blvd * Century Boulevard (Sage Way to Lower Sacramento Road) - ConsWuction of one-half of the street is scheduled to occur in conjunction with the Lower Sacramento Road widening project or the DeBenedetti Park project. Kettleman Lane Gap Closure (Tienda Drive to Cherokee) - Kettleman Lane between Ham and Tienda will be widened from 3 to 4 lanes. Landscaped divider medians and turn pockets will be added between Lower Sacramento Road and Cherokee Lane. Miscellaneous Street Widening - Concurrent with development projects within the City, a number of street widenings are implemented. The Impact Mitigation Fee Program provides funding for these projects. Hamey Lane and Sargent Road (Lodi Avenue) are probable widening projects in this category. Widening of the Woodbridge Irrigation District canal crossing on Rarney is included. 0 0 Project ~bjec~~ An objective of these projects is to continue to provide a level of service on our streets facilities in conforniance to General Plan policy. hn important objective is to synchronize the addition of capacily on the system with the presentation of demand. Ex~ting Situation Lower Sacramento Road is in naed of significant maintenance and widening. The project is included in the Lower Sacramento Road Special Purpose Plan and is a priority for the City and County. A requirement to extend Century Blvd. to Lower Sacramento Road results from significant residential development in the area. In addition, the extension will provide street frontage improvements along new DeBenedetti Park. Kettleman Lane is currently three lanes hetween Ham Lane and Tienda Drive, Traffic volumes on Kettleman Lane are to the level that additional left turn controls are a required safety improvement. These types of controls have already been installed over about half of the roadway within the City limits. Project Work Completed Conswction documents for Lower Sacramento Road, Kettleman Gap Closure and Century Blvd. extension project wiU be completed by the beginning of the fiscal year. Env~o~~tal clearances will have been issued by that time. Requests to bid the projects will depend upon the State issuance of con~uction authorization. E-62 nlor “qst Ends& 2003-04 200445 200566 2006-2007 Total Lower Sacrsmento Road Cenmry Blvd Extension Kettleman Lane Gap Closure Lockeford Seen Widening (UPRRxherokee) ~sccllm~s Widenmg $3,727,00n $3,727,000 1228,000 16 228,000 $2,920,500 $2,9zo,5on ws,om $i,oao,MIo $1,64s,ooo s. 33~000 s 100.000 $ioo.ooo 5 535m Recommended Funding Sources State Transprtation Improvement Program Measure K Grant Tnrnspomtion Enhancement Act (TEA) Tmnspmtion Dwelopment Act FDA) Impact Mitigation Fees (Streets Regional) Impact Mitigation Fees (Storm bin & Parks) EIeerric Utilir, TOTAI $2,629,000 sz,a56,ow s 600,oon s 163,noo $ 48,000 $ 415,500 S 245,000 1745,000 5 100,000 $228,000 S 26.000 $3,255,500 S3,827,000 $328,000 s5pss,oon S 600,000 S 163,000 S 48,000 $1,000,000 S 2,633,500 I 328,,000 S 26.000 si,ono,ono SR,OSS,S~~ Project Effect on ~~~ti~g increased utility costs associated with meet lighting. Increased landscape and roadway maintenance costs. Project Dtsc~ption This project consists of repair and enhancements of Do~town streets adjacent to the renovated section of School Street. The work includes street, sidewalk, and curb and gutter repairs, as appropriate; installation of street lighting using the same green poles and globes as used on School Street; installation of trees with an irrigation system; and, placement of the same type benches and trash receptacles as used on School Street. Project Objedivts The objectives of this project is to: . . (I The existing Downtown streets and sidewalks consist of a mixture of design types and ages. While the Downtown Revitalization catalyst project on School Street included some work on the adjacent blocks of Pine and Oak streets, there is a need for sidewalk improvements on these blocks, and other adjacent streets were untouched by the project. In the normal course of street maintenance, these streets would receive various pavement and drainage improvements; however, these would not normally be done in a manner that would provide the enhancements called for in the Downtown Revitalization Program. This project, if approved, would set the standard at this higher level. Project Work Complet~ Based on the Downtown Revitali~ation Program, budget estimates, including the items in the project description, have been prepared by City staff. This is an ongoing capital improvement program that is entering the third year of implementat~on. The transfer of street lighting to the Electric Utility Fund will provide funding for the streetlight portion of the program. The program would be implemented at blocks adjacent to major public or private projects in the downtown area, as has been the case with the theatre project. The next years of the program include improvements to Pine Street, Walnut Street, Oak Street and Sacramento Street. Sch~ule and Project Costs RehabjJi~te the aging streets in the Downtown; Provide pedestrian amenities as identified in the Downtown Revitalization Program; Continue the incentive for Downtown property owners to renovate their buildings; Existing S~~tiOU Prior Rojea Budges 2003-09 2004-05 2005-06 zn06-07 TO~I Consbuction Pine St. (School to Sacrsmentcj No& Side $ 35,000 $35,000 Pine St. (School lo Sacramento) South Side' s s8,uoc Walnut St. (Church to Schwl) $inz,ooo $ISZ,OOO Oak Si. (School to Sammsntoj I; sn~411 $58,240 Oak Sl. (Clmrcb to Schhnl) $44,800 SM.800 LWUSI Sf. (SEhtOlto Sanemento) ~1~9.8~ sis9,sno Locust Sf. (Church fa School) siz4,nn $124,320 s s8,onn Walnut St. (School 10 Socramentoj $162,400 $162,400 Pine St. (Church to Schal) $35280 $ 35,280 Sam-10 St. (Oak to Walnut) $235,200 SZ3.5200 TOTN. Recammcndcd Fundmg Sources MeaSure K Mamtenance CDBG ("SO) Eletnc UliltCy (Streer Lsghhhng) Unkndcd (*) $35,000 $s8,0no $162,400 $839,640 $1,095,040 $35,000 $ 0 S 0 $73,320 SL08,320 $164,640 $202.160 S 0 S 0 $37,520 $ 0 $ 0 $87360 $414,640 $502,000 s n $ sn,ono $37,520 $187,040 $282,560 TOTAL I 35,000 s 58,000 s16z,400 $839,640 s1,095,040 tin^ Budget: Some increase due to additional electrical and water usage Some reduction in annual majntenanc~ costs E-64 2003-05 Financial Plan a~d ACTIVITY: Parks and Recreation A~inis~ion REQUEST TITLlb Project D~c~ptinn This is a multi-year prop to finance capital ma~~nan~ ofparks and recreation grounds and Facilities at a level su5icient to protect the City’s investment in these assets, to ensure grounds and facilities are maintained in a safe and useable condition and at standards set bythe Ctty, State and Federal agencies. The projects which may be financed or equipment purchased include but are not limited [o the following and will be completed based on the availability of funds and priority Parks Maintenance Proje~~quipment (Multi-year) Small projects for various parks Floor Lift for Mechanic’s Shop higation Booster Pump for Katzakian Park New Amtory Park Parking Lot and Storage Area . . e e Blakely Park Pool Heater . Upgrade Recreation Software e Closed Circuit Monitoring System * Chapman Field Renovation . Softball Complex Renovation . Sofibail Complex Parkmg Lot Overlay e Roofrepairs at Legion Park, Zupo Field, and Softball Complex e Upgrade Depamnent phone system * Creation of Private Q5ces for Staff m Update Parks and Recreation Masier Plan Project Objectives The objective ofthe capital park maintenance program is to ensure that a reasonable level ofinveskment is made in maintaining safe and usable park facilities which comply with City, State and Federal policies for public recreation facilities. Existing Situation The Parks and Recreation Deparhnenl is responsible for maintaining 390 ares ofparks, which includes numerous ball fields, playgrounds, buildings, pools, irrigation systems, and passive use areas. The number ofprojects and equipment needed changes &om year to year based on fair wear and tear, public use, the increase in thenumber ofpark facilities, exposure to wealher conditions and theneedto improvetheefficiency ofmaintenance activities. Accordingly, the funding level for this project is established to ensure a minimum level for parks maintenance. The priorities are to be determined by the Parks and Recreation Department in conjunction with the Parks and Recreation Commission. Schedule and Proiect Costs Prior Project Budgets 2003-04 2004-05 2005-06 2006-07 Total Pharing Study Design Acquisition Consmaion $300,000 $300,000 $300,000 $300,000 Total $1,200,000 Recommended Funding Sources Capital Outlay Fund Enterprise Funds $300,000 $300,000 $300,000 $300,000 Alte~ati~es Defer maintenance or reduce the size and scope ofthe Cily’s park maintenance program Project Effect on Ope~t~ng Budget None. E-65 -05 F~anciai P~an an Parks &Recreation Equipment ma^^^^ Pickup for Parks Program Coordinator ~QUE$T TlTLE Project Description Purchase (I) compact pickup truck. Project Objectives To provide safe and reliable transportation for the Parks and Recreation Coordinator. Existing Situation Currently the parks Coordinator is using a donated 1993 Ford Crown Victoria with 134,705 miles This vehicle is constantly in for repairs. Stagfeels that a compact pickup would hest fill the need by allowing the Parks Program Coordinates to Wspart equipment and supplies thereby Geeing maintenance staff of this activity. Project Work Completed This will he an addition to the fleet Schedule and Project Costs Prior Project Budgets 2003-04 2004-05 2005-06 2006-07 Total Phasing Study Design Acquisition Construction $20,000 $20,000 Total $20,000 $20,000 Recommended Funding Sources Capital Outlay Fund Enterprise Funds $20,000 $20,000 Aite~atives I. 2. Use personal vehicle. Project ENect on O~ratiug Budget None Continue to use the current high mileage vehicle E-66 Project D~eription Replace Sharp SF2022 Copier Machine in the Parks Division. Project Objectives To provide sraffwith a reliable copier that produces good quality copies Eesting Situation The existing copier was purchased in August 1995 and has over 300,000 copies on it. Staff has had difficutty in obtaining a maintenance agreement due to its age. The Parks Department copier is also a bach up for when Recreation Department’s copier breaks down. Many ofthe fictions on the machine are no longer retiable (sorting, duplexing and copying paper larger than 8 X X 1 1) and itjams frequently, wing loss of staff time Project Work Comp~eted None. Sc~edule and Project Costs Prior Project Budgets 2003-04 2004-05 2005-06 2006-07 Total Phasing smtiy Acquisition $12,000 Design Construction Totat Recommended Funding Sources Equipment Replacement Fund $12,000 Enterprise Funds Alternatives Continue using existing copier Prqject Effect on Operating Budget E-67 ~QUE§~ Ill%& Turf Tractor Proj~t D~ctiption Purchase (1) TurfTractor Project Objectives To provide Par& Deparlment with equipment to renovate, aerate and maintain smaller more sensitive areas without damaging turf, trees or irrigation systems. To save on labor and material cost as well as providing more esthetically pleasing facilities. Existing Situation. Our current tractor is too large, and heavy as well as having too high a profile to he utilized in certain areas. Project Work Completed We have prims on several tractors. Scbedule and Project Costs Prior Project Budgets 2003-04 2004-05 2005-06 2006-07 Total Phasing Study Acquisition Construction $1 8,000 $18,000 DeSigll Total $1 8,000 $18,000 Recommended Funding Sources Capital Outlay Fund Enterprise Funds $18,000 $18,000 AIte~atjv~ 1. 2. Project Effect on Ope~tiug Budget None Continue to perform work with existing inventory ofequipment Rent turftractor as needed and incur the cost E-GS ACTIV~: Parks and Recreation Administration REQUES~ TITLE Project D~~ription Construction of an aquatics facility. Project Objectives To provide the wmmunity with a much needed aquatic Facility Existing Situ~tion Currently, the city’s recreational aquatic programming is held at the EnzelField pool complex and school district pools. This complex c0nsi.m of two pools, one 2.5 meter and one recreational pool. Neither pool is adequate for swim league programs. Lodi relies heavily upon School District pools to accommodate our aquatics needs Additional facilities would eliminate the reliance upon the High School pools. A site at the western end ofvine Street has heen identified. Propee ha snot been acquired or annexed into the city. Project Work Completed This project is currently in the design stage Schedule and Project Costs Construction of an Aquatics Complex Prior Projeci Budgets 2003-04 2004-05 ZOOS-06 2006-07 Total Phasing Study Acquisition $460,000 Design $548,105 Construction $5,983,000 Total $6.991.105 Recammended Funding Sources: Suggested sources; actual to he determined at a later date e lmpact Mitigation Fees; Capital Outlay Fund; Grants, Certificates of Participation Alt~rnnt~~~s Maintain status quo Project Effect on Operating Budget Upon development, the Facility must be maintained by staff. NOTE: A public art component is required for this project (2% of$5,983,000 totally$119,660), which as not been Eactored into this request. E-69 ACT^^: Parks and Recreation A~~~s~~on QUEST TITLE Project D~enption This prqjea consists of the Indoor Sports and Recreation fitcility development and construction. The kility will provide a gymnasium (3 courts), bathrooms, offices, and meeting rmms for multiple community uses. The center is anticipated to he 39,000 square feet The site location has been identified near downtown, bordered by Locust, Main and Elm slreets. Project Objectives The objective ofthis project is to: e e e Existing Situation Lodi relies heavily upon school district, county, and state military facilities to accommodate our indwr sports and activity needs. Additional facilities would eliminate the reliance upon these agencies. This center would allow the City to accommodate multiple users who wish to participate in a variety of programs. A lack of indoor facilities has impacted programs for several years. Project Work Co~plet~ A feasibilitystudy was completed in 1997. Design work has been approved by Council and is progressing. Add~i~l pro~~u~~~ and site improvements are needed. Schedule and Project Costs Mi Indoor Sports and Activity Center Provide for local and regional basketball, volleyball, indoor athletics, and sports events; Provide a center with multiple indoor recreation uses for all age needs; Contribute to on-going downtown revitalization and economic development effom. Prior Project Budpets 2003-04 2004-05 2005-06 2006-07 Total Phasing Study Design $521,755 $525,000 Acquisition & Site Improvements $404,000 Construction $9,450,000 Total $10,900,755 Rewnimended Funding Sources: Suggested sources; actual to he determined at a later date Impact Mitigation Fees; Capital Outlay Fund; Grants, Certificates ofParticipation. * Aiternatives Maintain status quo. Project Effect on Ope~ting Upon development, the facility must he maintained by staft NOTE: A public art component is required for this project (2% of$Y,450,000 totally $1 S9,000), which has not been factored into this request. E-70 REQ~ST TITLE Project Description This project consists ofdesign and development of a sports complex (with lighted fields) and park within the “G-Basin” that provides drainage for the area bounded on the north and eat by the WID Canal, Harneylane on the south and Lower Sacramento Road on the west The property is located at the southeast corner ofhwer Sacramento Road and foture Century Boulevard, consisting of49 acres. Projeet Objectives The objective ofthis project is to: c e e ExistiR~ Situation Design work for the project has progressed over the past year. The design plan calls for three elements or steps to occur: e e Construction of DeBenedeUi ParUG-Basin Provide additional sports fields and neighborhood park kcilities; Provtde for growth in accordance with the General Plan; Provide storm water storage in accordance with the City’s Design Standards Mass grading and excavation of the basin, Park development for the eastern half ofthe property Park development for the western half ofthe property This project is one ofthe four highest (~~anked) projects identified by the Parks & Recreation Commission as ofearly 2001. Lodi Unified School Diswict is planning an elementary school south ofthe site, Joint use potential will he investigated. Existing baseball and soccer fields are heavily utilized with demand increasing. Prajeet Work Completed Property acquisition to the planned dimensions has been accomplished (49 acres net) Portions ofthe basin have been excavated to provide storm water storage. Drainage studies confirming the required storage volume have been completed. Schedule and Proiect Costs Prior Project Budgets 2003-04 2004-05 2005-06 2006-07 Total Phasing Study Design $626,500 Acquisition Construction - Mass Grading $300,000 Construction - Phase I $7,525,000 Construction - Phase JII $3,458,000 Total $1 1,909,500 Recommended Funding Sources: Suggested sources; actual to be determined at a later date - Impact Mitigation Fees; Capital Outlay Fund; Grants, Certificates of Participation. Alt~ruatives Maintain status quo. Project Effect on Ope~ting Budget Some increase due to field mainteoance and lighting. NOTE: Apuhlicartcomponent isrequiredforthis project(2%of$11~283,000 totally$225,660), whichhasnot heen~r~~~~~ue~. E-71 ~QUE§T TITLE: Project ~~cription Replace the existing wood modular strume with a new modular oEce that is constructed of higher quality materials Project Objectives To provide Parks Division staff with office space hy replacing the existing structure that does not rest on a permanent foundation. Existing §~tuation. The existing structure leak, the floor is uneven which causes doors not to close properly. The structure has had major repair work done regarding the exterior siding (1 4 feet of exterior was replaced about two years ago when one of the three air condltioning unirs hll off the structure due to dry rot). Project Work Completed Design will he done in-house Schedule and Project Costs Parks Division Modular 0Ece Prior Project Budgets 2003-04 2004-05 2005-06 2006-07 Total Phasing Study Design Acauisition Construction $500,000 $500,000 Total $500.000 $500,000 Recommended Funding Sources Capital Outlay Fund Enterprise Funds $500,000 $500,000 Aite~ativ~ 2. 2. 3. Project Effect on Ope~~ng Budget Reduced maintenance and savings to the City Continue to provide staff work space in the existing sbucture. Lease a new modular unit. Evaluate other locations for possible Parks Division offices. N QUEST TITLE: Prnject Descnpfion Replace and relocate the existing metal structure with a new modular restroom that meetS current building codes and Title 24 requirements Project Objectives Replace and relocate the existing 20 plus year structure that is not handicap accessible; also relocate the new structure so the restroom can be accessible by all park users. Existing Situation. The existing strucme bas been repaired over the pest 10 plus years Repairs have consisted of rusty panel replacemeni, roof repairs and numerous coats of paint. Restroom Replacemen~elo~tion at Vinewood Park Project Work ~ompiet~ Design work will be done in-house. Schedule and Project Costs Prior Project Budgets 2003-04 2004-05 2005-06 2006-07 Total Phasing Srudy Desim - Acquisition Construction $130,000 $130,000 Total $130.000 $130,000 Recommended Funding Sources Capital Outlay Fund Enterprise Funds $130.000 $1~0,000 ~~~~ ~~~~ Aiternnt~ves Continue to repair and provide the cunent restroom facility. Funding sources may include pnt funds Project Effect on OperafiR~ ~ud~et Reduced maintenance and savings to the City for City facilities. E-I3 QUEST TITLE Project D~cnption Replam the old and outdated sprinkler heads, booster pump, valves, quick couplers, wire and controller. The overall project would be phased over two years. Project Objectives Replace the old and outdated equipment with new irrigation technology and reduce the maintenance cost at this facility Byphssing the project in north and south sections, water can he applied more efficiently to the turf. Existing Situation The existing irrigation system is inadequate and needs numerous hours of maintenance during the summer months Vinewood Park - Irrigation Sysiem Retrofit Project Work Complet~ Design will he done in-house. Schedule and Project Costs Prior Project Budgets 2003-04 2004-05 200s-06 2006-07 Total Phasing Study Design Acquisition Consmaion Total Recommended Funding Sources Capital Outlay Fund Enterprise Funds $140,000 $150,000 $290,000 $140.000 $150,000 $290.000 $140,000 $150,000 $2 9 0,0 0 0 Alternatives Continue to maintam and provide high maintenance to the existmg irrigation system. Project Effect on Operating Budget Reduced maintenance and savings to the City. E-74 . 200~-05 Financial ~lan and Parks and Recreation Restroom Replacement at Bechan Park REQUEST TTTLE: Project De~c~ption Replace the existing metal structure with a new modular restroom that meets current building codes and Title 24 requuemnts. Prnject Objectives Replace the existing 20 plus year structure that is not handicap accessible, also reconfigufe the resboom so that the restroom doors are facing Ham he. Existing Situation The existing strucmre has been repaired ovcr the past 10 plus years Repairs have consisted ofrusted through panel replacement, rwfrepairs and numerous coats of parnt Project Work Completed Design work will be done in-house. Schedule and Project Costs Prior Project Budgets 2003-04 2004-05 2005-06 2006-07 Total Phasing Study Design Acauisition Construction $120,000 $120,000 Total $120.000 $120,000 Recommended Funding Sources Capital Outlay Fund Enterprise Funds $120,000 $120,000 ~ Alternatives Continue to repair and provide the current restroom facility. Funding sources may include grant funds. Project Eifect on Op~rating Budget Reduced maintenance and savings to the City for City facilities. E-75 Parks and Recreation ~dministration Lodi Me Centra! Area Improvements QUEST TITLE: Project Description This project WBS identified by City Council as a priority and includes improvements to Lodi Lake central area. A site plan of~prov~ts has been produced and approved. Improvements include new irrigation, added turf areas, removal and replacement of asphalt paving, huildmg ramps, walkways and landscaping. The project also includes comtructlon of a new parking lot from west of entq to the beach house *om Turner Road to the Discovery Center. Project Objectives To improve the site Existing Situation The park is in need of improvements due to its age. Project Work Completed This is part ofthe ongoing improvements has& upon the Park, Recreation and Open Space Plan, adopted UI i 994. Staffwill design the project in-house and in keeping with work already completed at the enqv and beach areas ofthe park. Schedule and Project Costs Prior Project Budgets 2003-04 2004-05 2005-06 2006-07 Total Phasing Study Design In-house Acauisition Construction $1,250,000 $1,250,000 Total $1,250,000 $1,250,000 Recommended Funding Sources Capital Outlay Fund Enterprise Funds $1,250,000 $1,250,000 Alternatives Funding source undetermined but may include: grant hnds, capital outlay fund, or other sources. Project Effect on Operating Budget Upon develop men^ facility must be ~a~~~ed by st~ff. E-76 .- 2003-2005 F~naneial Plan and Budget Request Project Description Upgrade the current server for the library’s automated circulation aid catalog computer system and install PC’s to replace terminals used for the online catalog and circulation functions and install separate air conditioning unit in computer rack area. Project Objectives I) Increase computer capacity for future expansion ofthe lihraq‘s automated systems 2) Provide the public with computer stations allowing access to a variety of information sources, including Internet access to 3) Provide the opportunily for library users to access the libray &om fheir home, school or business via the Internet and conduct 4) Remodel and install a separate cooling unit in the computer rack area to provide a climate controlled facility for the library‘s simultaneously search other library catalogs for materials. library business servers Existing Situation support the automated circulation and catalog system and the online card catalog. The manufactlrrer ofthe server suspended support for the server in I999 necessitating an upgrade. GEAC, the vendor for the library’s automated system, suspended support for the server in April 2002. In addition the sofiware package provided by GEAC is not undergoing further developments or upgrades. The current public catalog stations are dumb terminals capable of accessing only the library’s database. Upgrading to PCs with a graphical user interface (GUI) for Internet access will allow patrons to access Lodi’s catalog as well as other resources added in the future. Our library users are already familiar with accessing the catalogs ofneighhoring libraries in Stockton and Sacramento via the Internet. They expect the same service from their local lihnry. In September 2000 the server was moved to the computer rack room with the LAN (Local Area Network) server and the Gates grant server. The rwm was originally designed as an officdmaintenance closet for a custodial position. ModiFying the room to provide a separate cooling system would benefit the servers and their peripheral pieces of equipment, which generate considerable amounts ofheat. Project Work Complclcd in spring 2002 Lodi Public Library in conjunction with Stockton-San Joaquin County Public Library issued a Request for Proposal to share an integrated library system with Stockton and Amador County. Simultaneously the Lodi Public Library issued an WP for a stand alone system housed at Lodi Public Library and administered by Lodi Public Library. Following the receipt ofresponses the library systems jointly viewed vendor demonstrations and interview vendor customers. The Lodi Public Library administration determined that the most economical method for achieving the goal of a fully functional integrated library system was to partner with Stockton-San Joaquin County Public Library. Currently the library’s server is failing. The server holds the bibliographic and patron databases that Srhcdulc and Project Costs Prior PrOJCI Budgets 200364 200465 2005-6 2006-7 Totxl Phastng Study 4,000 Design Acquisltion 200,000 Construction 37 rmn Tohi 239,000 Recammended Funding Sourccs City Capitxi Ou&~y Fund To@[ Alternatives Project Effect on Operating Budget E-77 I 200~2005 F~nancial Plan and B~d~et C~IT~ ACTIVITY: Commnui~ Center Facilities Services ~Q~ST TITLE: Purchase o~Pickup Truck Purchase one pickup truck in 200312004 as an additional vehicle for the Hutchins Street Square Maintenance staff to share, and obtain equipment and accessories to fully equip the truck for duty. This truck will he an addition to the City fleet. Current vehicle is a donated lease vehicle from the Alternative Fuel Vehicle program. Project Obj~tives 1. Ensure that the Hutchms Street Square Maintenance staff has thc type of vehicle they need for daily support of the facility. Existing Situation Currently, we have an donated, lease& electric Ford Ranger pick-up truck with limited range for staff to use. The lease for this vehicle will he up in September of2003. At which time the Square will not have a vehicle for day-ic- day operations. Additionally, the current vehicle does not allow staff to pick up needed material or tow items for use at the Square due to the fact that it is an electric vehicle wilh limited power and range. For large jobs, staff must borrow larger, powerful vehicles from other departments to take cme of daily needs, and special events. This creates a conflict for other departments. A new pickup hvck equipped with utility box, sprayed in bed liner, rear window guardkick, 2-way radio, and amsoriff will cost $29,000. Schedule and Proiect Costs Prior Project Budrrets 2003/04 m04/05 Total Phasing Study Design Acquisition Construction Total $29,000 $29,000 $29,000 $29,000 Recommended Fundig Sources Capital Equipment Fund $29.000 $29.000 Total $29,000 $29,000 Alternatives Search for donor. Impose on other departments on a daily basis for use of their vehicles. Not advised E-7 S ACTIVITY Engin~ring Project D~c~~tion This project provides the comer stone for future implementation of a Geographic Information System. The services to be provided by an outside survey firm will establish horizontal and vertical coordinates at approximately 20 locations around the City. Generally, the locations will correspond to section corners. The survey will tie some existing City control points to each other and the statewide coordinate system. The work will be performed utilizing high-resolution global position satellite survey techniques. The project would occur in two phases. The first phase would complete the surveys, calculations, and adjustments. The second phase would construct the control monuments in the field and file a Record of: Survey showing the locations of the control monuments. Project Objectiv~ A primary objective of this project is to create a standardized set of control points that will be used to facilitate development, engineering, and planning. In addition, it provides the basis for the development of a comprehensive and accurate Geographic Information System. Existing data bases for infrastructure mapping, tree inventories and subdivision maps would eventually be linked to the control network. Future mapping of Electric Utility facilities would be also be linked to the new control points. E~ti~ Si~ation Presently, the City uses a variety of control points that are randomly selected, partly based upon convenience and location. In the downtown area and to the east, the control points are either non-existent or not reiationaily accurate with respect to vertical and horizontal coordinate values. P~~ect Work Co~p~et~ Staff has met and revhed control networks established by otlxx Cities in the region to determine the most cost effective approach to this project. Rocommndal Funding Sourcps Water C8pitaJ Outlay W&-m Caoital Outlav Impact Mitigation Fm Electric utility $12,500 $12,500 s12,500 1612,500 TOTAL s 50,non SSO,000 Project ~ff~ on 0 budge^ There would he additional operating costs associated with this project. E-79 ACTI~~: CIty Council ST TITLE: Five (5) Noteb~k Computers for Council's use in accessing the ~~ectroujc Council c Project D~cri~tion Purchase of five (5) notebook computers for Councii's use in accessing the electronic Council agenddpacket. w/minimum of: Intel Pentium 111 Processor at XOOMHz-M 12.1" XGA display CD-ROM, CD-RW, CD-RWIDVD Combination drive internal Hard drives at 30 (382 Modem and networking devices integrated directly on the motherboard for integfzted wireless networking 128MB Shared SDW memory Project Obj~~~ Pursuant to Council's major goaldobjectives: To ensure an eEcient and productive City organization through: e e Jmproved cnstomer senice * Enhanced access to information through technology public Trust: Ensure opert, accessible public meetings An electronic Council agenddpacket will provide the following benefits: 1 2. Savings in paper and stafftime by eliminating the laborious process ofduplicating and assembling Council packets. Existing Sit~tion Following final review and approval of the completed Council agenda and packet, the C~ty Clerk's OEce assembles, duplicates, and distributes 200 agendas and 25 packets. This process, consisting solely of regular City Council meeting hard copy duplication, asemhly, and distribution, takes an average offour hours twice each month, Staff time increases when late documents or changes me received, due to the necessity of manually inserting the additional pages in the packet binders Public access of the Council packet is limited to hard copies on file in the City Clerk's Ofice, the Library, and at the night of the nieeting in the Council Chamber. Project Work Compie~~ Power outlets and wireless data capability now exist at the Council dais and staff table in the Camegie Forum Council Chamber The City Clerk's Office is currently developing a procedure to produce an electronic Council agenddpacket Improved customer service and public trust by providing internet access to City Council agendas and packets (i.e. all staffreports i 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Phasing 0 0 SlUdy MW Acgulsitlan C0IlSUUCt10n $12,500 0 0 0 $12,500 - , I 0-1 0 $12,300 U " 0 f.l2,5W Reeomdcd Fundilng Sources Cnprtal Outlay Fund E-SO ACTI~~Y: ~EQ~ST T~LE That the City con~~b~te $50,000 per year (five-year maximum) to the Salvation Army Capital Nou-~partmeuta1 Services - Special P~~en~ Campaign Fund for the ~~hlis~ent ofthe Hope Harbor Sheller. Project D~c~ptio~ The project moves the shelter from the current SO00 square fwt site at 19 N. Sacramento Street to a 17,000 square foot facility north of Lockeford Street. The new facility will house and sleep more than 80 men and 30 women and their children. (There is currently no emergency shelter in the City of Lcdi that serves women or children) The new fd hank w21 increase the current capacity for food collection, storage, and distribution by approximately five times. Estimated cost for the total project currently exceeds $1.5 million. Once the project is complete, the current shelter ficility, housed in an historic downtown location, will he available for sale and renovation, further improving the viability of the revitalized downtown, in which the City has made considerable investments. The Lodi City Council voted hy Motion on October 3, 2001to “authorize the City of Lodi to participate with the Salvation Amy in funding a new homeless shelter at 622 N. Sacramento Street in the amount of $250,000 over a five-year period, or less, with the funding source to he determined each year during the budget process’’. Project Object~v~ To serve the needs of the homeless in Lodi and to further promote the revitalization of Downtom. E~ting s~~~tion The Army has secured a construction loan for the project in order to expedite the move which is desperately needed. The City’s commitment, as declared by Council motion on October 3, 2001, was used along with numerous private and public agency pledges to obtain the loan. Project Work Complet~ The Salvation Army anticipatw that the new shelta will he open hy the end ofthe calendar year 2003 Prior Rojst Rudwls 2003-04 2004-05 2fl0.506 200667 2007-0R Total Phasing Grant SS0,OOO S50,OOO $50,000 $50,000 $50,000 $250,000 T’olal Capital Ouflay Fund EnmpriFe Funds Redevelopment Agency Recommended Fundlng Sources $50,000 $50,000 SSO.000 $50,000 $50,000 $250,000 $50,000 s50,000 $SO,OOfl $50,000 sso,ooo ~250,000 Pmjed Effect on 0 ~~dget Since recommended &ding source it the ~edev~lopm~t Agency, no effect on operating budget is anticipated E-8 1 ACTIVITY: ~n~ormation Systems Di~sion The PC Replacement Fund has been the source of funds for replacing retired computer hardware and peripheral equipment such as printers. The need to replace older, retired equipment will continue during this budget cycle. Project ~bj~~~ The purpose of this request is to ensure that the City has sufficient funds to replace vital computer equipmenf on an as-needed basis. Existing Si~ation The City currently has almost 500 persowl computers and servers in its inventory. Each year a certain number of these units are retired because they break and arc irreparable, or they no longer serve the needs of the user and are taken out of service. 'I omi Raommendai Funding Sources Capital Outlay Fund 75,000 75,000 75,000 Enterprise Funds Project Effect on O~~ting Budget By co~oIjda~ing its computer replacement funds, the City is better able to control expenditures in this area. Computer equipm~t is not normally replaceable based upon age alone. There must be a demon~tra~i~ that the equipmeiit is not able to meet the needs of the user or that it has reached the end of its useful life. More often than not, the City's computers are kept in service until it is no longer practical to do so, at which time they are replaced or rebuilt. 20~3-05 F~nancial PI Purchase and install outdoor storage racks for smaller polemount and padmount transformers To improve space utilization at the Electric Utility Departmen~s MSC storage facility Storage space for transformers, poles, electrical cable, concrete vaults and conduit is increasin~ly impa~~ at the Municipal Service Center. Currently, a 60-foot long steel rack provides vertical storage capacity for polemount and smaller padmount transformers. However, in 2002, EUD began storing materials offsite because of space constraints at MSC. SCHEDU~E AND P CT CO~TS 2003-04 2004.05 Total 6' x 66' Concrete Pad and 3-level ~alvani~ed storage rack $11,000 $1 1,000 recommend^ Funding Source $1 1,000 Alternativ~ 1. Seek addi~onal off-site storage space 2. Get rid of the surplus vehicles to free up storage space at MSC 3. Sell some of the surplus cable to free up storage space at MSC E-83 Project ~~~p~on: Replace worn, fade& unamaCtive carpeting and baseboards in library's public reading and book stack areas. Replace tile flwring in the children's activity room. Project ~bjectives: Create a pleasing, amadive and inviting environment for the public and library staff. Existing Situation: Built in 1978, the library's decor is the traditional orange, gold and brown of that era. The carpeting is worn and fdded and the floor tiles are cracking The carpet padding hs ~sinte~at~ in high traffic areas The library board commissioned the development of a Library Facilities Master Plan in 2001 and the completed plan was adopted and endorsed by the Library Board ofTmstees and the City Council in April 2002. The plan recommends the expansion and remodeling of the existing library facility. Project Work Completed The library refurbished the Community RoomLobby areas of the facility during 2002. However, renovation of the main library facility is interrelated with and dependent upon the recommendations raking from the Library Facilities MR Plan study. Smce the expansion project is on the city capital improvement timeline for completion at least eight years in the iuture, the replacement offhe existing carpet in the public area is advised at this time. Scheduk md Project Costs Pnor Fm,ea Budge& 2003-04 2004-05 2005-06 Told 2,000 135,000 137,coo kF Acquffirtion cO"sfllm0" To51 Recommendcd Fundiris Sources Capiml Ouliny Fund 2,wo 1350W ToL11 137,W 137,W Al~ernativ~: Project Effect on O~~ting Bud~e~ None E-84 Project Obje~~v~: Provide a drainage system for rainwater that works: 1) Provide a drainage system that dws not put the basement at a risk for flooding 2) Provide a drainage system that reduces energy consumption The Library was built in 1978, and the drainage system installed at that time is still in urn. The existing drainage system is designed to mute all rainwater runoff, including roof rainwater and surface parking lot runoff, into the basement, where it must be pumped out. Additionally, the holding sump is located within a few feet of the main electrical service panel. Several times when large amounts of rain have fallen quickly the pumps fail to keep up. Other times the pumps and/or alarms have not worked, causing the basement to quickly flood. This creates an extremely inefficient, as well as hazardous, condition. Studies of the library's drain~e system by our Public Works ~ng~neering Division indicate that the system needs replacing or significant modification to work effectbely. This will require additions of rainwater leaders and some reconstruction of the adjoining parking lot. It is suggested that the drainage system be modified to coil& the majoriw of the runoff from the roof, and the parking lot su~ace water, and gravity flow it into the street gutten and catch basins. This Will eliminate the need to mechanically pump the water from the basement P~je~ Work Cornpl Preliminary evaluation of the existing system and design for its correction has been completed, including a cost estimate Phasing Study Design Acquisition Construction $55,000 $55,000 Total S 55,000 $55,000 Recommended Funding Sourms Capital O~ay Fund $ 55,O~ $55,000 Total $55,000 $55,000 : Continue repairing and patching the existing system as needed, and risk basement flooding The new drainage system should reduce operating expenses in the utiliw category by being energy efficient and emergency repair costs and call-auts Will be substan~al~ reduced. E-85 Project ripti ti on: Replace the physical plant and peripheral equipment for the library's he~ng, ventil~ion and air conditioning system. Project Objectives: Create a healthy, comfortable environment for library custo~rs, staff and library matenals 1) 2) 3) Provide a control system that efficiently maintains a set temperature Provide a WAC system that reduces energy consumption Provide an environment for valuable library materials that increases their longevity Exi~ing Si~uation: The Library was built in 1978 with a federal public works economic development grant. All heating, ventilation, and air cond~~ioning (HVAC) equipment and controls installed at that time are still in use. The existing heating and cooling system has needed extensive repair, adjustments and calibrations in the past several years. Maintaining tolerable temperatures in public and staff areas for either heating or cooling conditions is becoming increasingly difficult. The system controls are pneumatic, extremely difficult to regulate and have become unreliable. Calibr~ing the controls is next to lmpssible, and some controls have ceased to function a~urately. In some instances parts for the HVAC system have been unavailable and measures to repair the machinery have created interim solutions that will only be remedied by replacing the system. This past four fiscal years over $15,000 has been invested in the HVAC system, and emergency repairs are becoming more frequent Three years ago the boiler system began to fail repeatedly, leaving the building totally without heat Initial studies of the library's heating and cooling infrastructure by multiple HVAC service com~ni~, technicians, and mechanical engineers indicate that the system needs replacing and that some System co~po~ents are insufficient in capacity for the size of the library building. It is suggested that the pneumatic control system be replaced with a computer controlled one, and that a variaMe air volume (VAV) design, which allow for better ind~id~ zone tem~rature control, be put in. The major concern is this will require removal of the existing ceiling. Because of this, replacing existing lighting with more energy efficient lighting should be considered at the same time. That project was included in a separate budget proposal. Project Work Compl Preliminary evaluation of the system has been completed with an outline of recommended solutions submitted. Phasing Study Design Acquisiti~n Construcbon Total $1 0,000 $10,000 $600,000 $600,0~ ble $~~,~~~~00, Recommended Funding Sources Capital Outlay Fund $10,000 $600,000 $61 0,000 Total $10,000 $600,000 $610,000 : Continue repairing and ~~ching the existing system as needed. P~j~~ Effect on Ope The new equipment should reduce operattng expenses in the utility category by being energy eMcient, and emergency repair costs will be substantially reduced. E-86 The ongoing Public Safety Building & Civic Center Complex Project has three Desig~Const~~~ phases leff to complete: Phase I includes the remodel of the Camegie Basement for the Information Systems Division. Phase il includes rem~eling the existing Public Safety Building (PSB) for Fire Admini~ation and Station #I plus Public Works and Community ~velopment, and remodeling City Hall to allow for expansion for remaining departments and to move the Finance Department back into the building. Phase IiI is the addition of a Parking Structure at ChurchlElm. NOTE: The upgrade of Fire Station #2, previously included, is now being requested as a separate project Pm~e~ Obj~tives: The objectives of this project are to: e . Provide for Qrowlh; e . Existing Situation: The Council has approved moving ahead with desig~construction of the new Police Facility and a Space Needs Assessment for all Civic Center Departments considering the ~ailabil~ of the old Public Safety Building and Carnegie basement. The new Police BuiJding is now under construction and due to be completed in January 2004. and the Space Needs Assessment is underway. Options on where to locate Civic Center Departments were pursued and waiuated. Recommendations were to: 1) Move the Information Systems Department into the Camegie basement; 2) Move Fire Administration, Public Works, and Commun~~ ~vel~ment Departments into the PSB; 3) Leave Fire Station #I in the PSB and remodel, providing additional space; 4) Move Finance into City Hall; 5) Expand spaces for Human Resources; and 6) Relacate other functions within City Hall to use basement space for support functions rather than full-time staff. Conceptual Design contracts for the Public Safety Building Remodel and Civic Center Parking Structure have been implemented. Fire Administration was relocated for the interim into the Lodi Station Parking Structure. Design work has begun to tempo~rily relocate the Finance Department into the Lodi Station Pa&ing Structure as well. Provide an adequate and safe working environment for public safety and other City staff; Maintain significant public facility presence in the Downtown; Be complementary to the Civic Center and Downtown. This request provides for funding for each of the three phases, in order to keep moving all components of this project forward. The Carnegie Basement Remodel should begin as soon as the Police Deterdives Division moves out, and the remodels of the Public Safety Building should follow, with the remodel of City Hall following immediately ~~rds. E-S7 -1 Carnegie Easement Remodel Design /Construction $100,000 Old Public Safety Rernodel Design Construction City Hall Remodel Design Construction Civic Center Parking Structure Design /Construction $~0,000 $2,800.000 $75.000 $425,000 $100,000 $75,000 $425,000 $6,100,000 $6,100,000 Total $400,000 $2,875,000 $425,000 $6,100,000 $ Q.800.aM) Funding Sources Debt finanwng with repayment from Development lmpad Mitlgelion Fees and General Fund on Ope~ting Budg~ Some increase due to additioMl square footage additions, somewhat offset by use of more efficient WAC and lighting system (not estimated). While parking structure is intended to provide free parking initially, possible future charges for ~~it~~~ing Will offset operating costs. E-S8 2503.2005 Finan ~APITA~ I ST ACTIVI~: Hire a consultant, kno~edgeable of Historical Landmark restoration guidelines, to evaluate the condition of the Lodi Arch, at Pine and Sacramento Strwts. P~oject ~bjectiv~ Evaluate the Lodi Arch and determine any necessary electrical and structural repairs that should be made, and develop a plan to conect those before its looth Annive ~xi~ting Sjtuation The historic Lodi Mission Arch was built in 1907, and is soon approaching its 100-year anniversary. Recently the bear atop the arch was restored, thanks to generous contributions of time and money from many local citizens, organizations, and businesses in ~~nership with the City of Lodi. The Arch was painted and had minor exterior repairs done at that time as well. The electrical wiring, although receiving some updating in past years, needs to be evaluated. The large "acorn-shapd" light globes are not the shape of the originals, and the small lights on the underside of the arch are old and in need of repair. The Arch has had various efforts of maintenance and repair work done on it over the years, but should be evaluated and a plan develo~d for its r~~oration, if needed Prior Project 3 B daeis 2003/04 2005/06 2006107 Total Phasing Study Design Acquisition Construdion $20,000 $20,000 Total $20,OUU $20,000 Recommended Funding Sources Capital impr. Replacement Fund $20.000 Total $20.000 $20,000 Ait~rnatives 1. Do nothing. Wait until there are problems or failures that can't be ignored, due to the Arch's location. ~roj~t ton 1. Reduce potential failure of additional light fixtures on the Arch E-S3 2003-2~05 Financjal Pl~n and CAPITAL IMP ACTIVI~~ Public W~~ Faciii~es Se~ices Division UEST TITLE: aof Replacement ~adia Room I Fac~~~~es Services Replace the roof at the Radio Room / Facilities Services OfficesEhop. Project ~bjectives Replace the existing ~hirty-six-year-old roof with new built-up or single-ply systems. Existing Situation The roof on the Radio Room / Facilities Services Offtces/Shop was installed when the facility was canstmeted in 1967. The roof has had varying amounts of maintenance and repair work done on it since then, but has not been replaced. The Citywide roof survey identified this roof as a candidate for priority replacement. If has exceeded its useful life and is leaking, even through an increasing number of annual repain and patches. It is becoming unreliable and needs immediate attention. Pa~icula~y, a severe rains to^ in December 2002 caused e~ensive water damage to critical radio equipment that supports the City Police and Fire operations and San Joaquin County eme~gency and d~spatch~ng equipm~n~; the value af this raam’s equipment is in excess of $1.5 m~ltian dollars. The attached roof plan (shaded portion) indicates the appro~mate 1,230 square feet of roof that needs replacing in 2003/04. The ~rpart roof adjoining this structure is NOT scheduled to be replaced, due to the consideration that it will be modified or eliminated as paft of the Public Safety Building Remodel, in order to allow improved pedestrian traffic between City Hall and the PSB. Schedule and Praiect Casts Prior Project Budoets 2003/04 2004/05 2005/06 2006107 T6al Phasing Study Design Acquisition Constmction $15,000 $15,000 -_ Total $15,000 $15,000 Recommended Funding Sources Capital Impr. Repl. Fund $15.000 $15.000 Total $15,000 $15,000 Al~ernatives 1. Incur ever-mounting repair costs and loss af retiabiji~y by failing to replace this roof. Delaying its replacement Fu~h~r~eopa~izes the critical equipment and staff in the building It should be protecting. Praje~ Effect on 1. Eliminate costly main ten an^ expenses for this aging rORf. 2. Reduce leaks and pRtentia1 damage to mission critical equipment E-90 . .- Praj~ct D~cnptio~ Replace the emergency generator at Electric Utility Depa~ent~ MSC, 1331 S. Ham Lane. P~oj@ct Object~ves Replace the existing bnty-year-old generator with a new generator. Existing S~tua~on Unit #04-267 is a 15 kW Kohler generator purchased and installed in 1983. The generator has had various maintenance and repair work done on it since then, is in poor condition, and parts are hard to find and costly. This generator is a candidate for replacement and should be changed out. The Electric Utility Department has added new equipment that should be supported by emergency power, and should use this opportunity to confirm that the size of the generator is large enough to meet any additional equipment anticipated. The new generator should suppor! the Emergency Radio Dispatch and equipment of Lodi Control, including computers, HVAC, well and pump monitoring equipment. outlets and lights. In addition, this generator should be upgraded and sized to support some Fleet Shop circuits, especially the fueling operations. Project Cost D Generator. 30 kW (propane powered), installed Misc. electrical, automatic transfer switch, trench work, etc. $30,000.00 $1 5.000.00 Total $45,000.00 BUdQetS 2003/04 2004/05 2005f06 2006l07 Total Phasing Study Desion Acgisltion Construction 545.000 $45.000 Not AQDliCaMe Total $45,000 $45,000 Recommended Funding Sources Electric Utility $45.000 Total $45.000 $45,000 1. Incur ever-moun~ng repair costs and loss of relia~lity by failing to replace this generator. Delaying its replacement further jeopardizes the EUD’s emergency operations, and the people it should be serving. ~roject ~ffect on Op~~ating 1. Eliminate costly maintenance expenses for this aging generator. 2. Reduce potential liability of inoperable equi~ent due to generator failure. E-91 - .~ PrQject ~~cription Replace the emergency generator at Fire Station #3, 2141 S. Ham Lane. Project Objectives Replace the existing ~n~-nine-year-old generator with a new generator and automatic starting and transfer switches, upgrading to a larger size generator aMe to handle additional Station loads and requirements. Fire Station #3 was constructed in 1974 and the existing generator was installed at that time. This 75 KW generator has had various maintenance and repair work done on it since then. is in very poor condition, and parts are hard to find and costly. This generator was a candidate for replacement years ago, but was never changed out. In subsequent years the Fire Dep~~~n~ has added new equ~pment that should be supported by emergency power, and should use this op~rtuni~ to size a generator large enough to meet the additional requirements. The new generator should support the Emergency Radio Dispatch. living quarters WAC, kitchen outlets and lights, Self Contained Breathing Appara~u~ (SCBA) Compres~r, Po~able Radios battery chargers, and the Nederman Vehicle Exhaust System. Particularly, the air bottles filled by the SCBA compressor are only done at this Station (serving all the Fire Stations and other Fire Districts as well), and must be backed up by emergency power. The Fire Department is also concerned that in the event of an earthquake the natural gas line could be cut and the Station will not have power, so they are requesting that it be converted to an on-site power source. Project Cost Detail 208v. 400amp, 125KW (diesel, gas, propane), Automatic transfer switch Instal lation Roll-up service door Mix. electrical Misc. integration (ventilation, etc,) $25,000.00 $ 4,000.00 $ 4,000.00 $ 2,500.00 $ 4.000.00 .. .$ 4.000.0Q Total $43,500.00 Schedule and Proiect C~ets Prior Project Budaets 2003/04 2004/05 2005/06 2006107 Total Phasing Study Design 3,500 $43,500 - Total $43,500 R~mmend~ Funding Sourcas Capital lmpr Repla~ent Fund E-92 2003-2005 Financial Plan and Budget CAPITAL IMPROVEMENT BUDGET REQUEST ACTIVI~ Facili~es S ivision RE~UEST TITL placement I at Fire S~tion A~tema~ves 1. Incur ever~ounting repair costs and loss of reliability by failing to replace this generator. Delaying its replacement further jeopardizes the Fire Station, its emergency operations, and the people it should be serving. 2. Replace this generator with one of similar size as existing (not upgrade), and do not add additional circuits to support new equipment, which would Save approximately $20,000. Project Eff~t on ~pe~at~ng 1. Eliminate costly maintenance expenses for this aging generator. 2. Reduce potential liability of inoperable equipment due to generator failure. E-93 .I T ACTIVI~: System Addltio~ Replace the existing fuel dispenser at the Public Safety Building, 230 W. Elm Street, and add a Fuel Card System Project Objeetiv~ Replace the existing thirty-six-year-old fuel dispenser with a new fuel dispenser and fuel card system. The fuel dispenser at the PSB was installed in 1967. The single-hose fuel dispenser has had various maintenance and repair work done on it since then, is in very poor condition, and parts are hard to find and costly. The dispenser has been out of service numerous times in recent years. The Police Department and other City departments rely on this dispenser to fuel their City vehides, and must travel to the Municipal Service Center (MSC) when it is out of commission. This fuel dispenser is a candidate for replacement and should be changed out. A new Fuel Card System was recently installed at the MSC as part of the Compressed Natural Gas (CNG) Fueling Station installation. This card system has the capability to manage secondary sites, if tied to them remotely via phone lines. The existing system of logging by hand the amount of fuel used is out of date and error-prone. Consideration should be given, if cost effective, to add a Fuel Card System at the Parks & Recreation site as well. Project Cost Detail Fuel dispenser, installed Fuel Card System Misc. electrical $48,000.00 $20.000.00 ~ 1.000.00 Total $69,000.00 Schedule and Proiect Costs Pnw Project Budoets 2003/O4 zo04/05 2005/06 zaow07 Total Phasing Study Design Acquisition Construction $69,000 $69.000 Total $SSr.UvU $69,000 Recommended Funding Sources Capital Impr. Replacement Fund Total 6 00 we,o00 1. DO nothing. Incur ever-mounting repair costs and loss of reliability by failing to replace this fuel dispenser. Delaying its replacement further jeopardizes the City’s fueling operations, and inconveniences the people it should be sewing. 2. Evaluate an option of using an outside vendor (gas station) for fueling. Proje~ Effect on opera tin^ 1. Eliminate costly maintenance experms for this aging fuel dispenser. 2. Reduce potential liability of inoperable equipment due to fuel dispenser failure. E-94 CAPITAL BUDGET DETAIL BY MISSION - Rcplaecment Vehicle Requests Prrblic Safety Police Protection Police lnvesfigation~ Police Operations Undercover will (3 osch year) Parking Enforcement Scooter (I) Molorcyclcs (1 each year) Patrol sedans ((5 each year) Fire Safety Emergency Services Staff vehicle (2) Total Pnblic Safety Puhlic Utilities Water Utility Scrvices Water In Ton Extended Cab Pickup Wastewalcr Utility Services Air Compressor Electric Utility Services Electric TJtiliQ Elecrric Construction & Mnintenancc Flatbed dump truck Total Public Utilities TranspOrtHtion Strccts and Flood Control Streer Cleaning street Sweeper Transit Transit Fleet vehiclcs (2 each yc") Total Trassportntion Leisure, Cultural & Sueinl Services Equipmen1 Maintenance Turf Vehicles (3 each year) 1/2 Ton Pickup Truck Extended Cab Pickup TNck lbtnl Leisure, Cultural & Social Services TOTAL OPERATING BUDGE? FUNDING LEVELS: EQUIPME"7 IWND TWSIT ELECTRIC FUND WATER FUND WASTEWATER FUND Parks and Rccication 88,200 92,400 21,000 22,nnn 29,100 154,875 162,250 defer year one 34,000 ~,onn defer year one 327,175 310,650 30,730 12,910 04.069 04.094 in Water. 112 WW 1n5.000 09-042 43,640 105,000 i75,nnn defer ycaione 175,000 375,000 175,000 60,000 recommend $20,000 540,000 60,000 26,000 07.031 --defer one year 28,0011 1035 114,000 6n,nnu 2~5,000 3u0,ono 175,000 175,000 105,000 37,185 206,4$5 673.640 580,000 The above is B listing of replacement vehicle rstjerslr. Per the Rudeel and Flee1 Policies, a funding level has heen set and approved by Council. The funding level may not ~lllow for all the rcquesti to be filled The Fieel Committee will recommcnd to thc City Managci all vehicles to be replaced during the year based on Critcria stated in the Fleet Policy and the availahii: funding levels. E-95 2003-05 FIN~CI~ PLAN & BUD~E~ DEBT SERVICE 1991 Ce~i~cates of Pa~~cipation Purpose: Wastewater Treatment Plant Facility Expansion (White Slough) Maturity Date: 2026 Interest Rate: 4.5% to 6.60% Original Principal Amount: 11,170,000 July 1, 2003 Principal Outstanding: 9,224,823 Funding Source: Sewer Fund 1992 Construction Loan under the CA. Safe Dri~~ng Water Bond Law of 1988 Purpose: Finance the construction of wells to meet safe drinking water standards(DBCP) Maturity Date: 2014 Interest Rate: 3.4% Original Principal Amount: 3,286,3 19 July 1, 2003 Principal Outstanding: 2,521,441 Funding Source: Water Fund 2002 Certi~ca~es of Participation Purpose: Ref'unding of the 1995 and 1996 Certificates of Participations and Financing for the New PSB Maturity Date: 2021 Interest Rate: 1.40% to 4.95% Original Principal Amount: 261745,000 July 1,2003 Principal Outstanding: 26,015,000 Funding Source: General Fund Capital Outlay 2002 Electric System Revenue Cc~i~cates of l'articipat~~n - Series A Purpose: Refunding of the 1999 Current Interest Certificates Series A and Capital Appreciation Certificates Series B Maturity Date: 2032 Interest Rate: Variable rate Original Principal Amount: 46,760,000 July 1, 2003 Principal Outstanding: 46,760,000 Funding Source: Electric Utility 2002 Taxable Certi~~ates of Part~cipation - Series B Purpose: For deposit to the Rate Stabilization for power purchase costs Maturity Date: 2005 Interest Rate: 2.14% to 4.53% Original Principal Amount: 8,400,000 July 1, 2003 Principal Outstanding: 3,700,000 Funding Source: Electric Utility Fund F- 1 Purpose: Acquisition cost of the rights to the Amended Energy Purchase Agreement with Calpine Maturity Date: 201 5 Interest Rate: 2.0% to 5.25% Original Principal Amount: 43,965,000 July 1, 2003 Principal Outstanding: 43,965,000 Funding Source: Electric Utility Fund ~nvironmental Abate~ent Pro~ram C~~i~cates of Part~cipation Purpose: Fund Ilie PCEITCE Abatement Maturity Date: NIA Interest Rate: NIA Original Principal Amount. 13,500,000 July 1,2003 Principal Outstanding: 13,500,000 Funding Source: Program Receipts 2003-05 F~ANCIAL PLAN AND B~~ET A~AL DEBT SER~C~ PAYMEN~S BY MISSION 2001-02 2002-03 2003-04 2004-05 Revised Public Utilities Electric Utility 2,459,371 6,848,579 7,920,308 6,3 17,569 Water Utility Service 227,283 227,980 226,699 226,767 Wastewater Utility Service 825,131 835,130 817,465 816,440 Total Public Utility 3,511,791 7,91 1,689 8,964,472 7,360,776 General ~ovcKnment 1995 Certificates of Participation 315,452 4,335 1996 Certificates of Participation 614,342 5,785 2002 Certficates of Participation 303,905 1,934,670 1,671,446 1,671,671 Total General Government 1,233,699 1,944,790 1,611,446 1,67 1,67 I Total Debt Service R~quirements F-3 2003-05 FIN~NCI~ PLAN AN GET ANNUA~ DEBT SE ICE PA~~ENTS BY SOURCE 2001-02 2002-03 2003-04 2004-05 Revised Actual Budget Budget Budget DEBT SE~~CE FUN 1995 Certi~cates of Participatio~ Principal Interest Principal Interest 1996 Certi~cates of Participat~o~ 2002 Cert~~cates of Pa~cipatio~ Principal Interest Total Debt Service ELECTRIC FUND 2002 Certificates of Participation Principal Interest Total Electric Fund WAS~EW~T~~ FUND 1991 Certificates of Participation Principal Interest Total Sewer Fund WATER FUND 1992 Construction Loan-DBCP Principal Interest Total Water Fund 190,000 - - 125,452 4,335 - - 365,000 - - 249,342 5,785 - - 730.000 485,000 500,000 303,905 1,204,670 1,186,446 1,171,671 1,233,699 1,944,790 1,671,446 1,671,671 1,100,000 4,575,000 4,750,000 3,295,000 1,359,377 2,273,579 3,170,308 3,022,569 2,459,377 6,848,579 7,920,308 6,317,569 150,000 160,000 175,000 185,000 675,131 675.130 642,465 63 1,440 825,131 835,130 817,465 $16,440 133,837 138,440 143,029 148,287 93,446 89,540 83,670 78,480 227,283 227,980 226,699 226,767 F-4 ZQQ~-O5 INA AN CIA^ PLAN & COMPUTATION OF LEGAL DEBT MARGIN Assessed Full Cash Value as of June 30,2002 (I) $ 3,298,993,589 Debt Limit - 15 Percent of Assessed Full Cash Value (2) $ 494,849,038 Amount of Debt Applicable to Debt Limit LEGAL DEBT MARGIN $ 494,849,038 COMPUTATION OF DIRECT AND OVERLAPPING GENERAL BONDED DEBT Total Percent City's Share COP Applicdble of Debt DIRECT DEBT CERTIFICATE OF PARTICIPATION $ 26.745,OOO 100 00% $ 26,745,000 OVERLAPPING DEBT: NONE Total $ 26,745,000 $ 26,745,000 DEBT RATIOS Ratio of Direct Overlapping Debt to Assessed Full Cash Value (3) : $26,745,000/3,298,993,589 Direct and Overlapping Debt Per Capita (4): $26,745,000/59,43 I Taxable Assessed Full Cash Values Per Capita (5): $3,298,993,589/59,43 1 (I) Assessed Value before exemptions applicable to 2001-02 'Tan Roll (2) Section 43605 Califomis Government Code (3) Ratio incrcased by .39% from Budget Ycar 00-01 (4) Per capita direct and overlapping dchl increased by $240 from Budgel Year 00-0 I (5) Taxable Assessed Full Cash Value per capita increased by $3,273 fromi Budget Year 00-01 SOURCE Sm Joaquin County AuditorlConlroller's Ofice City Finance Department 0.81% $462 $55,510 2003-05 FlN~ClA~ PLAN AND B~eET LONG-TERM DEBT BY FUND 2001-02 2002-03 2003-04 2004-05 Actual Actual Actual Actual Public Utilities Electric Utility 5 4,O 6 0,0 0 0 93,450,000 88,700,000 85,405,000 Water Utility Service 14,159,88 1 17,02 1,441 18,378,412 18,230,125 Wastewater Utility Service Total Public Utility 9,370,348 9,224,823 9,064,298 8,893,773 77,590,229 1 19,696,264 116,142,710 112,528,898 General Go~ernment General Fund Capital 26,745,000 26,015,000 25,530,000 25,030,000 Total General Government 26,745,000 26,O 15,000 25,530,000 25,030,000 Total Long-term Debt 104.335,229 145.711,264 141,672.71 0 137,558,898 for each of the CQ's operating ; for the current iiscal year; and the ial Plan and Budget. The following schedules are included in this section: Combin~g Fund alanee Statements All Funds Combined General Fund Special Revenue Funds Library Fund Street Fund Tr~~tion Development Act Fund Block Grant Fund (CDBG) & HOME Fund Police Special Revenue Fund Capital Project Funds Capital Project Fund Equipment Fund Debt Sewice Fund Enterprise Fund9 Water Ute Services Wastewater Utility Srrvims Electric Utility Services Transit Fund Internal Service Funds BeneMs Fund SelfInsmce Fund Trust Fund The description of the Cis funds is Mer described on the following pages. In accordance with generally accepted ~un~ p~ip~es, the City's hchl reporhg system is or on a fknd basii consisting of thm major fund types - ~v~tal, Proprietary and Fiduciary - and two self- balancing Account Groups; General Fixed Assets snd General Long Term LiabBy. Tbe City various funds have been established in order to segregate and identi@ those hcial transactions and resources associated with providing specific activities or proganls in co~o~e with special regulations, restrictions, or limitations. The following hds are included in the Finstncial Plan; additional descriptions of each find type are provided in the Budget Glossary (Section I): eove~~ental Funds Most of the City's pro- and functions are provided and financed tho@ the foUowing Governmental Funds, which are distinguished by their measurement focus on determjning financial position and changes in financial position, raths than upon deterininiig net income. * GeneralFund * Special Revenue Fund * Debt Service Fund * Capital Project Funds Library capital outlay Street Tax EqUipIIEnt Tmsprtation ~eve~opment Act Block Grant Fund (CDBG) & HOME Fund Police Special Revenue Fund Ent~~~e Funds Enterprise Funds are distinguished hrn 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 though use charges. The following Enterprise Funds are used by the City: * Electric * Water * W~ewat~ * Transit te~al Service Funds Intemal Service Funds exist to account for, mmwe and genemlly recover the cost of centralized services established to provide goods and services to other operating activities. The foUowhg Internal Service funds are used by the City: * ~ene~tsF~d * S~~-~~~~~ Fund Rsvenircs 'Tax Revenues Licenses and Pennib Fines and Forfeitures InvestmentPmpcrty Revenues Iuteigovemmental Kevcnues Service Charges OUinRevmnue Total Revenue Expenditures Operating Programs Public Safet:, Public Utilities Transporlation Leisure, CuIlud and Social Snvices Community and Economic Development r3ncial Government Total Operating Programs Bulk Power Purchase Other Purchases CapjtaI Projects Debt Service Tirtnl Expenditurcs RcvenuesiErpenditures (OverKJndor) Other Sources @ses) Operating Transfers In Operating TransSes Out Othci Sourccs Rises) Proceeds rrom Debt Fiuancing Total Other Sources (uses) Fund Balance Beginning of the Year Fund Bahince End of the Year Reseived for Debt Service Designated Rcsme Urueseivrd Total Fund Balaace 23,247,526 1,464,450 3,371,300 25,573,746 51,139,189 806,ziz 13,600,512 1'7,428,170 4,123,686 5,310,496 3,152,561 13,039,220 56,654,645 52,375,146 820,772 ! 7,687,596 4,745,490 132,283,649 (13,603,859) 18,721,836 (18,721,836) (3,737,532) 25,049,256 21,311,724 22,703,459 23,906,980 24,816,495 25,398,870 26,440,345 1,655,554 i,s5s,9ns 2,586,115 854,227 870,090 822,945 5,006,927 2,336,275 2,236,665 16,155,978 16,117,776 19,412,476 70,559,748 70,303,ioo '72,011,645 i,n6h,1os 744,780 730,765 120,11S,034 117,326,796 123,2411,956 13,571,753 18,930,759 4,716,571 5,274,630 3,451,362 13,944,575 59,889,650 303 1,000 609,334 29.319240 15,229,994 20,925,965 4,491,700 5,928,306 3,289,410 16,243,957 32,723,000 673,640 35,644,490 66,109,332 16,866,399 4,700,975 6,095,336 3,557,270 17,498,199 70,318,889 21,600,'710 3 2,6 s 0, no 0 sxo,ono 25,734.m 9,856,479 10,635,918 9,032,447 130,225,703 145,786,380 138,316,146 18,018,405 16,930,640 16,980,600 (18,018,4O5) (16,Y 30,640) (16,980,600) 4,756,951 8,221,885 6,6X4,987 5,734,590 23.902,700 4,414,274 9,171,225 32,124,555 12,419,577 33,136,851 29,471,880 30,411,324 15,879,753 18,995,963 18,410,055 6,504,344 13,592,127 14,140,888 12,07!,187 30,411,324 _____i 29 471 880 33,136,851 30.481,238 G-3 . .- BUDCIET G~PHICS AND SUMMARIES ALL FUND SUMMARY OF ALLOCATION OF EXPENDITURES - zoa3-04 GENERAL Ll8RARY STHEET TRANSPORTATION CDBG POLICE CAPITAL EQUIPMENT ACTlVlTY FUND FUND FUND DEVELOPMENT FUN0 SPECIAL OUTLAY FUND ........... .. ............................................. .F!J.NP. . ............ BWNIIE. ...... .WNP .... Ity C0””Cll ity Clerk ctiy Anomey ity Manager Communihi Center ommumty Development Economic Dweloprnsnt Elsnnc UBllty Finance Department Fire Deparirnent Human Resources Depariment InfDrmstlOn System$ Parks B Recreation Police Department Public Worb Department No” Depanrnenlal Benefits sen Insurance Bulk Power Debt Sewice 59.782 438 235.501 2,728 176.162 3.394 215,878 4.498 1.359.711 1,450,228 3,368 444,980 548.452 12.072 5.731325 419,019 5.586 28.279 11,086 7,258,085 3.310.510 9,449,029 4,972,022 885,810 5.746 2,710.706 125,000 1,780,161 10.t81 8.788 13,493 8.995 56.632 39.770 5.010 3.341 330.084 777 519 5,532,700 48.000 1.089.110 416.550 255.000 iorAi .. ........ ............................ 33,577,685 1.432.001 5,958,975 114.157 ~,089,iin 416,550 255.000 G-4 DEBT WATER WASTEWATER ELECTRIC TRANSIT BENEFIT6 SELF TRUST ENDING SERVlCE FUND FUND FUND FUND FUND INSURANCE AND BALANCE EUNP. ...................................... XYNP... AGENCY.. ....... ... - 1.261 7,972 16,974 40,478 16.846 162.356 19,600 49,801 3,546,409 17.334 112.254 104,774 2,663.115 1.671.446 226.699 2,562 15,944 20.673 35.980 19.018 161.673 32.318 62.201 4,109,578 33,535 224,503 209,354 20,160,955 817.465 4,757 29,610 11,265 116,935 70.728 13,862.020 1,185,856 112,819 915,027 215.105 65,014 561.260 617,891 32,723,000 5,902,700 7.920.308 33.938 13.493 69,345 3,342 22,171 2,747,650 8,000 230.000 615,202 66.820 291.755 339.375 449.750 1,359,711 1,576,325 444.980 13,862,020 2,256,165 5,731,325 601,235 1.108.565 1,256,055 3,310.510 9.449.029 15.923.348 606.835 4,556,925 2,711,980 32,723,000 36,316,130 10,635,918 ._ ................... . .- ...... - ..... -- 1.67(,446 7.008.083 26,948,259 64,573,896 3.m.i35 815.202 345,766,380 -___--- G-S ET ~ __ .- ~ ~ 33,136,851 TOTAL 29,471,880 117,326,796 145,786,380 32,124,555 '.. - ALL FU~D SU ARY OF C~ANG~S IN FU BEGINNING OTHER ENDING FUND BALANCE REVENUES EXPENDITURES SOURCES a. BALANCE ...- .. ..- __ . .- . .. . .. . . .... .. . .... 1.. ..... . .- . .. . .. .. . . ... .. .... . - .. . .. . -:.fI?SESt-. .. .-. . . ... ..... d - General Fund Library Fund Street Fund Transportation Development CDBG Fund Police Special Revenue Fund Capital Outlay Fund Debt Senrice Fund Water Fund Wastewaier Fund Electric Fund Transit Fund Benefits Fund Self Insurance Fund Vehicle & Equipment Replacemenl Trtist and Agency Fund 2,642,505 529,494 5,078,110 193,774 399,995 4,587,909 2,486,141 2,178,979 4,470,018 2,746,392 1,952,932 40,558 1,055,073 30,383,655 1,455,375 7,219,370 1,750,000 1,089,110 5,625,595 5,172,675 5,857,895 53,157,975 2,943,405 284,240 200,000 187,500 34,235,947 1,258,085 5,532,700 48,000 1,089,110 416,550 1,571,445 5,105,514 24,846,565 60,408,028 2,649,430 4,555,925 2,711,980 255,000 4,414,527 (173,915) (1,251,277) ('l,815,155) (1,759,994) 1,671,446 (902,508) 16,900,284 8,755,201 (293,975) 3,74 1,722 2,711,980 330,000 (192.880) 3,203,841 652,859 5,503,502 79,sia 399,995 8,036,950 1,550,694 1,090,593 5,975,155 2,215,429 2,162,932 1,049,593 - 115,558 zno3-znn5 FXNANCIAL PLAN AND ~Y CHANGES IN FUND BALANCE - GE~~ JRIND Revenues Tax Revenues Licerises and Permits Fines and Forfeitures Lnvc&nenVProperty Revenues lnlsrgovemmental Revenues Service Charges Other Revenue Total Rcvenue Expenditures Operating Programs Public Safety Transportation Leisure, Culturdl and Social Services Community and Economic Deveiopment Cineral Guvemnent Totsf Operating Programs Bulk Power Purchase Other Purchases Capiial Projects Debt Servicc Totat Expenditures RevenuesiErpenditurcs (OveriOnder) Other Sources (Uscs) Operating 'Transfers In Operating Transfers Out Other Sources (Uses) Total Other Sources (Uses) Fund Balanre Beginning of the Ycsr Adju*mcnt to Fund Balance Fund Balance End ofthe Year Reseived for Debt Service Designeted Reserve TJN~SMW~ Total Fund Balnnce 19,447~ 99 20,700,317 21,160,890 21,980,230 1,464,450 1,655,554 1,555,905 1,586,115 500,058 811,239 776,260 776,260 4,291,718 3,989,948 4,145,331 4,086,961 1.738.~~ 1.888.415 1.814.930 2,352,060 743,058 795,227 81 1,090 763,945 , ~~~ ,, ,. 81,105 119,250 121,235 28,323,583 29,Y21,805 30,383,656 31,606,806 13,13234 1 13,571,753 15,229,994 16,866,399 1,817,284 2,322,824 2,072,270 2,158,690 4,082,832 4,060,887 4,670,221 4,794,851 3,152.561 3,451,362 5,289,410 3,557,270 7,788,217 8,740,705 8,975,052 9,476,549 ____ 29,973,835 32.147,53 I 34,236,947 36,853,759 29,973,835 32,147,531 34,236,947 36,853,755, (1,650,252) (2,225,726) (3,#53,291) (5,246.953) 4,897,694 6,614;514 6,375,492 6,380,227 (4,288,392) (5,534,561) (4,490,867) (4,490,867) 1,200,000 2,530.001 2,701.404 609.302 2,279,953 4,414,627 4,590,765 3,623,228 2,588,278 2,642,505 3,203,841 2,588,278 2,642,505 3,203,841 2,847,652 2,588,278 2,642,505 3,203,841 2,547,652 G-7 LF EV I 2003-04 GENERAL FUND SOURCES $34,798,283 1 Tax Revenues Licenses and Permits Fines and Forfeitures Inve~rnen~P~~~y Revenues Revenue from Others Service Charges Other Revenues Other Sources (Uses) $19,447,199 0,700,317 1,464,450 1,655,554 743,058 795,227 500,058 81 1,239 4,291,728 3,98%,948 1,738,8~ 1,888,415 138,294 81,205 609,302 2,279,953 -____ I_ TOTAL $28,932,885 932,201,758 934,798,283 $36,197.571 $21,160,890 $21,950,230 1,555,905 1,586,125 81 1,090 763,945 776,260 776,260 4,145,331 4,0~,~~ 1,834,930 2,~52,~0 119,250 121,235 4,414,627 4,590,765 TAX R~ENUES 6-8 LF ITU Public Safety $13,132,941 $~3,57~,753 $1 5,229,994 $1~,866,399 Public ~ilities Transpo~a~ion 1,817,284 2,322,8~4 2,072,270 2,158,691 Leisure, Cultural Social Services 4,082,832 4,~Q,887 4,670,221 4,794.85 Commun~y & Economic Development 3,152,561 3,451,362 3,289,410 3,557,271 7,788,217 8,740,705 8,975,052 9,476,54! Fund Balan~ (1,040,~50) 54,227 1,336 (656,189 General 60v~~rne~ .-__ -- TOTAL $28,932,885 $32,201,758 $34,798,283 $36,197,570 C~GES IN FUND B~ANCE - ~~~RY FUND Revenue8 Taw Revenups Fines and Forfeitures Investmeni/Property Revenues Intergovernmental Revenues Other Revenue Total Revenlie ~X~~~~"~ Operating Programs Public %feu Public Utilities Transportation Leisure, Cultural and Social Semces Community Rnd Ecommic &vclopme~U General Government Total ope rat^^ Programs Bulk Power Pumhase OIher Purchases Capital Project? Debt Service Total Expenditures ~=~~~"~~~~~~"ditur~~ (~=~~Jnd~rj Other Sources (Uses) Operating Transfers In Operating Transfers Out Other Sources (Uses) Total Other Soiirces (Use?) Fund Balance Beginning of the Year Fund Baisnec End of tbe Year Reserved for Debt Service Desigmtcd Reserve Unreserved Tot81 Fund ~Riu~ce 1,128,134 1,247258 1,284,845 1,374,785 63,154 59,000 59,000 59,000 15,847 12,980 223,557 206,455 107,500 91,000 76,032 7,000 4,030 4.030 1.506.724 1,532,693 1,4s5,375 1,528,815 1,157,664 1,213,743 1,258.08.5 1,300,485 1,157,664 1,213,743 1,258,085 1,300,485 144,906 88,642 IJOZ,S~O 1,302,385 1,258,085 i,300,4as 204.154 230308 197290 228,330 2,715 (119,712) (128,058) (173,915) (173,915) (116,997) (lzti,O?&) (173,915) (173,915) 440,087 527,244 629,494 652.869 527.244 629,494 652.869 707,285 707,285 527,244 629.494 6S2.869 G-10 . __ zoo3-zno~ FINANCIAL PLAN AND SUMMARY CHANGES IN FUND BALANCE -TRANSPORTATION DE~’EL~PMENT ACT FUND Revised Revenues Tax Revenues Licenses and Permirs Fines and Forfeitures InvestmentJFmpcrty Revenues Intorgovernmental Reveiiuos Service Charges Other Rcvenue Total Rcvenue 2,115 (14,680) 1,846,183 2,000,000 1,750,000 1,750,000 1,848,898 1,985,320 i,7jo,nnn i,7sn,onn Expenditures Operntiiig Programs Public Safety Public Utilities Transportation Leisure, Cultural aiid Social Services Community and Economic Development General Government Tab1 Operating Prugrrrns Bulk Power Purchase Other Purchases Capitat Projects Debl Service Toid Expenditures RcvonuedErpenditures (Overillnder) onxer strurces (Uscs) Operating Traiisfeis In Operating Transfers Out Other Sourccs (Usos) Proceeds from Debl Financiny Ttrtal Other Sources (Uses) F‘und Bdnnce Eird of the Ycnr Resoivcd ioi Dcht Servicc Designated Reserve Unreserved ‘Total Fund Ilalance 28,888 91,006 48,000 28,XBR 91,006 48,000 (1,502,650) (2,073,437) (I ,816,156) (1,816,156) (1,816,156) (1,502,650) (2,073,437) (1,816,156) 55,531 312,897 193,774 79,618 372,897 193,174 79,618 13,461 372,897 193,774 79,618 13,461 - -- 6-1 I 2003-2005 FINANCIAL PLAN AND SUMMARY CIMGES IN FUh- BALANCE - STREET FUND Revised Revenues Tax Revenues Licenses and Permits Fines and Forfeitures InvostrnentiPropcrty Re\,snues Intergovernmental Revenues Service Charges Other Revenue Total Revenue Expenditures Operating Programs Public Safety Public Utilities Transpartxtion Leisure, Cultural and Social Services Comrnuniry and Economic Dcveioprneni General Oovernmcnt Total Oponting Pmgrams BuIk Power Purchase Other Purchases Cnpitai Projects Debt Service Iota1 Expondihrros Rovenues/Expenditul.ea (OvdUnder.) Other Sources (Uses) Operaung Transfers in Operating Transfers Out Other Sources (Usas) Total Other Sources (Uses) Fund Uotnnco End of the Year Rcservcd for Debt Service Dcsignaled Reserve Unrescrved Total hnd Balance 778,524 795,690 838,370 886,155 84,500 157,935 10,139,549 8,169,575 5,2 17,000 8,482,000 1,333,525 829,000 I ,144,000 I .3 5 5,000 24,746 20,000 III,~Z~,IZ~ 12,357,R44 7,552,200 7,219,370 11,626,452 3,308,820 5,532,700 9,796,880 11,626,452 3,308,820 5,532,700 9,796,880 731,392 4,2.13,380 1,686,6711 926,275 518,470 827,035 150,000 150,000 (I ,645.87 I) (1,423,268) (1.4 I 1,277) (1.41 1,217) (i,io:,4ni) (596,233) (1,261,277) (1,261,277) 2,806,972 2,410,963 6,018,110 6,503,502 2,430,’)63 6,078,110 6,503,502 6,168,500 2,430,963 6,078,110 6,503,502 h,i(is,5on - znn3-2nos FINANCIAL PLAN AND SUMMARY CHARGES IN FUND BALANCE - CDBG FUND Revenues Taw Revenues Licenses and Permits Fines and Forfeitures InvestmenUProperty Revenues intergovernmental Revenues Service Charges Other Revenue Total Revenue Espenditures Operating Programs Public Safety Public Utilities Transportation Leisure, Cultural and Social Services Community and Economic Development General Government Total Operating Programs Bulk Power Purchase Ofher Furchases Capital Projcctr Debt Service Total Espcnditurer Rcr,enueaiErpendiiures (OvcrRlnder) Othcr Sources (Uses) Operating Transfers In Operating Transfers Out Other Sources (Uses) Total Other Sources (Uses) Fund Balance Beginning ofihe Year Fund Balancc End of the Year Reserved for Debt Service Designated Reserve Unreserved 'Total Fund i%alunce 6 16,167 1,950,000 1,089,110 1,089,i 10 616,167 i,9jo,000 i,os9,11n i,ns9,iin 616,167 1,950,000 1,089.1 1U 1,089,110 616,167 1,9~n,oon 1 ,O89,110 i,n89,iin n 0 n 0 (109,309) 109,309 0 n n n 0 0 0 0 0 0 0 0 0 n 0 0 G-13 - 2003-2005 FINANCIAL PLAN AND S~JMM~Y CHANGES IN FUND B~ANCE - POLICE SPEClAL REVENUE FUND Rrvenuos Tax Reveoues Licenses and Permits Fines acd Forfeitures InvesrmentlProperty Revenues Intergovernmental Revenues Service Chmges Other Revenue Tocsl Revenue E~penditu~~ Operating Programs Public Safety Public Utiliies Transportation Ixisun, Cultural and Social Services CommuDity and Economic Developmem General GovemeId Total ~pe~tin~ Programs Bulk Power Purchase Other Purchases Capital Projects Debt Sewkc Total Expenditur~s R~"~""~~xp~"dit~r~ (~~~~nder) Other Sources (Uses) Operating Tramfen In Operating Transfers Out Other Sources (Uses) Total Other Sources (Ilaes) Fund Bsbncc ~~~iu"~~ of the Year Fund Rahnce End ef the Year Reserved for Deb4 Service Desigmted Reserve Umeserved Total Fund ~el~~ce 23,402 31,105 626,132 650,134 31,105 467,571 467,571 461,571 182.S63 31,105 39,748 (41,229) (1,481) 187,808 368,890 399,995 399,995 36R,R90 399,995 399,995 399,995 3%8!?5 3~8,g~O 399,995 399,995 ~ P G-14 CH~GES IN FUND B~~~ - CAPITAL OUlXAY FUND Rcveaues Tax Revenues Liames and Pennits Fines and Forfeitures h=emaprly Revenues Imergouemmentai Revenues Senice Charges Other Revenue Total Revenue Expenditures Operating Programs Public Safety Puhlic IJtilities Tramportation Leisure, Cultursl and Social Services Comnuni(y and Economic Development GWEN] Government Thtal opera tin^ Programs Bulk Power Purchase Other Purchums Capital Projects Debt Service Total E~p=nditures R~"~a~~~~~~~~ai1"~ (0"er~nder) Qthor Soumes (Uses) Operating Trmfers In Opemting Trmfers Out Other Sources (Uses) ProcLpds fm~ Debt Fiming ToUl Other Sources (Uses) Fund Bslanec Begiinning of the Veer Fund Balance End of tbe Year Reserved for Deb! service Designated Reserve Urnserved Total Fund Balance 1,692,200 1,871,503 1,927,265 2,062,115 607,424 282,945 24,540 24,540 4,256,053 2,100,000 1,115,430 1,250,000 807 OOd 1 777 nnn 2.408.360 2,099,340 C,,>T _,__.,"__ 1,055,731 150,000 150,000 a,4i9,4oz 4,481,448 5,625,595 5,586,055 5.27 1 ,I 83 17,372,790 416,550 1,919.550 S,271,183 11,372,790 416,550 1,919,550 3,148J19 (12,891~42) s,zw,n45 3,666,505 4,573,952 1,93 1,000 350800 350,000 (4,899,026) (3,829,9371 (1,954,994) (2,159,954) 13,395,749 13,07O,(r75 (l,R98,9.37) (1,604,994) (1,809954) 3,159,294 19,378,188 4,587,909 8,191,960 4,587,909 8,19 1,960 10.048,s 11 19,378,188 4 581 9W 8.1 91,9GO 10,048,511 I G-15 .. .....___I_ "" .,.. 2003-2005 FINANCIAL PLAN AND SUMMARY CHANGES IN FUND BALANCE - DEBT SERVICE FUND Rcvrsed Revenues TnxRcvanuos ~ic~nses and Porrnits Fines and Forfeiluros InvestmenVProperty Rcvenoes Intergovernmental Revenues Service Charges Other Revenue Totui Revenue Expenditures Operating Programs Public Safety Public Utilities Transportation Leisure, Cultural and Social Services Community and Economic Dcvelopmont Gcncral Government Total Operating Programs Bulk P~irver Purchase Othcr Purchnses Capital Projects Doht Service Total Expenditures ~~"~,,uesiE~penditures (Overninder) Other Sources (Uses) operating Transfers In Other Souices (Uses) operatmg 7ronsfers Out Total Other Sources (Uses) Fund Bdmce Beginning orthe Year Fund Balance End of the year Reserved for Debt Service Designated Reserve Unreserved Total Fund Balance 0 0 n 0 0 0 0 0 1,233,699 I ,944,790 1,671,446 l,h7 1,671 1,233,699 1,944,790 1,671,446 1,671,671 (1,233,699) (1,944,790) (1,671,446) (1,651,671) 1,233,699 1,944,790 I ,67 1,446 I ,67 1,671 1,233,699 1,944,790 1,671,446 1,671,671 0 0 0 0 0 0 0 0 0 0 0 0- G-16 CHANGES XN F”D B~CE - WATER FUND Rcvwed Revenues Tax Revenues Licenses and Permils Fmes and Forfeitures InvestmentPrapezty Revenues Interg ovemental Revenues Service Charges 0th Revenue Total Revenue Expenditures Operating Programs Public Safety Public Utilities Trarrsportatiation Leisure, CuIW and Social Services Community and Economic Development Cie~leral Govenment Total Operating Progmrns Bulk Power Purchnse Olhcr Purchases Capital Projects Debt Service Ttrtnl Expenditures RllvenuesJExpenditures (OvcrRTndcr) Other Sources (Uses) Operating Transfers In Operaiing Transfers Out Other Sources (Uses) Procecds from Debt fmancing Total Other Sources (Uses) Fund Batsnce Beginning of the Yenr Fund Balance End of tht Year Reserved for Debt Sentice Designated Reserve li~c~n~ed Total Fund Belance 28,054 93,965 9,830 10,220 4,617,785 6,320,000 5,917,845 6,187,165 3 4 5,7 9 5 240,000 245,000 249,000 4,991.634 6,653,965 6,192,675 6,446.385 2,505,539 2,642,679 3,2 15,800 3,19 Y ,4 I 5 2,505,539 2,642,679 321 5,800 3,199,415 49,925 37,185 3,893,601 2,G25.930 4,019,840 227,283 227.980 226,699 226,167 2,132,822 6,764,260 6,105,614 7,446.022 2,258,812 (rl0,zYs) 67.061 (999,637) 312.563 (1,186,209) (858,104) (902,508) (902.508) (2,245,425) 320,692 500,000 3,000.000 * (3,119,071) 2,462,588 (902,sos) (302,sos) 994,107 133.848 2,486,141 1,650,694 133,848 2,486,141 1,650,694 348,549 2,486,141 1,650,694 348,549 133,848 P * Proceeds irorn the Envxomental Abatement Program for the PCEfCCE expcndiures G-17 CHANGES IN FVNB BALANCE -WASTEWATER B"D Revenues T<u;Revenues Licenses and Permits Fines and Forfeitures InvestmenWroperty Revenues Intergovernmental Revenues Service Charges OthaRevenue Total Revenue Expenditures Operaliig Progmms Public Safety Public Utilities 231,760 270,508 205,645 205,645 4,391,091 6,3 59,.000 6.652.250 6,858,300 754,323 536,000 5,316,974 7,165,508 6,a57.895 7,043,945 3,774,025 3,377,012 3,848,145 3,937,305 Transportation Leisure, Cultural and Socia! Services Community and Economic Development Chmd Government 3,774,025 3,377,012 3,848,145 3,937,305 Tors1 Operatinr Pronramf I Bulk Power Purchase Other Purchases Capital Projects Debt Semice Total Expendilxres 50,112 206,455 1,200,107 19 ,974,500 2,881,340 825,111 835,130 817.465 816.440 4,599,156 5,462,361 24,046,555 7,635,085 Other Sources (Uses) Operating Transiers In S71:595 Other Sources (Uses) Proceeds froin Debt Financing Operating Transfers Out (1.881,645) (923,555) (1,099,716) (1,099,7W (2,501,363) 1,399,387 1,300,000 Total Othcr Sources (uses) (3,511,613) 475,832 1 ~,Yoo,~ 200,281 !8,000,000 * Fund Bnlancc Beginning of the Year Fund Balance End of the Year Reserved for Deht Service Designated Rescrve Umc?erved Tutrl Fund Balance 2,733.795 0 2,178,979 1,090,593 0 2,178,979 1.090,593 719,737 0 2,1ia,m 1,090,593 719.737 ---- * New financing Revenues Tru: Revenues Licenses and Permits Fines and ForFeitures Investmentiyroperty Revenues lntergovemmental Revenues Service Charges 0th Revenue Total Revcirue Expenditures Operating Progrdms Public Safety Public Utilities Transportation Leisure, Cultural and Social Services Community and Economic Development General Cmvcmment Total Operating Programs Bulk Power Purchase Other Piirchnses Capital Projects Debt Service Total Expenditures ~~ven"~s~~pciidi~r~s (Ovi%lCIndcr) Other Sources (Uses) Operdling Transfers h Operdfing Transfers Out Otha Sources (Uses) Proceeds from Debt financing Total Other Suurces (Uses) find Bnlance Beginning of the Year Fund Balance End of the Year Reserved for Debt Service Desigzlaccd Resclvr fi~e~med Total Fund Balance 1,919,887 3,209,645 1,320,000 1,220,000 47,837,843 50,350,527 51,831,475 52,604,775 45,854,903 53,562,172 53,157,975 53,831,275 100,173 2,000 6,500 6,500 14,463,990 11,148,606 12,911,068 13,802,020 11,148.606 12,9l I ,068 13,862,020 14,463,990 52,375,146 30,551,000 32,723.000 12,650,000 105 nnn . .. -, . . . 1,414274 5,902,700 5,734,590 2,459,377 6,848,579 7.920,108 6,317,569 65,983,129 51,724,921 m,408,0zs 59,271,149 (16,125,226) 1,837,251 (7,250,053) (5,439,874) 508,433 (2,7~7,a52) (2,762.365) (4,447,499) (4,447.495) 3,758,535 1.557,683 7.300.000 3,400,000 11,65?,5(17 1,414,274 5,902,700 i 5,734,590 13,162,623 209,592 x.75s.201 4,687,091 5,385,778 2,423,175 4,470,018 5,975,166 2,423,175 4.470.01 8 5,975,166 5,222,384 2 423 I75 4,~7n,oia S.975,166 * 5,222.384 * - * Does no( inciude tlx balance of Restricted Cmli from the Proceeds of the Cdficaks of Participation which is approxima+& 20m as oi 3/31/03. 1 Proceed.. ofthe 2002 Electric COPS to offset cnpiiai expwdimes~ ' G-10 OZ-9 0 0 0 0 0 0 0 0 0 0 0 0 6L8 (CL6'fXL) LSE'IBI'I tozz'ras'r) ~ZIP'OZl'1) (992's i P'l) EOZ'PYE (LZO'PSP'Z) (60L'SLP) (60L'gLP) ~IIX'SSE~ (POL'OOE) 000~009'1 00O'OOY'1 S96'ZLi'I l!S'ELI" snt'cs6't OEb'Gb9'i LPL'ELE'Z ZOP'90$'Z 000'XEZ OOO'SS 000'SLl 00O'CLI COP'tC6'Z SOP'Et6'2 06E'ZIZ'I ZZY'L88'E i60'LfE 000'192 000'0SZ OOS'XPZ OOZ'hEZ SOb'E69'Z SOP'E6Y'Z 000'OX0" Z6bFPP'E (011'91 I) (I90'LEI) pas,na\d .- 2003-2005 FmTANCU PLAN AND SUMMARY CHANGES IN FUND BALANCE ~ BENEFITS FUND Rt"e,UlW Tax Revenues Licenses and Permits Fines and Forfeitures InvestmentProperty Revenues intorgovernmental Revenues Servioe Charges Other Revenue Total Revenue Erponditurcs Operating Programs Public Safe9 Public Utilities Leisure, Cultural and Social Services Cornniunity end Economic Development Gonerd Govemmcni Total Operating Programs Tra*SpOrtatiOIl Bulk Power Purchase Other Purchases Cppjtnl Projects Debt Service Total Expenditurw Rcvenues/Expenditur.es (OverlUndcr) other Sources Olrcs) Opcrstnng TransI'm In Operating Transfers Out Other Sources (Uses) Total Other Sirurcos (Uses) Fund IMance Bcginnirg of the Year Fbd Balance End of the Year Reserved for Debt Service Designated Resorve Unreserved TlJt;ll 'Axrid Bnlance (37,243) 177,945 3,337,306 284,240 294,005 113.523 3,331,30~ 284,240 294,005 32.821 3.190,45 1 3,646,325 4,556,925 5,159,150 3,190,451 3,646,325 4,556,925 5,159,150 3,190,451 3,646,325 4,556,925 5,159,150 (3,016,928) (3119,ni~) (4,272,685) (4,865,145) 3,023,472 3,675,306 3,741,722 3,141,722 ilY.977) 3,003,495 3,675,306 3,741,722 3,141,122 (606,462) (6 19,895) 2,746,342 2,2 15,429 2,146,392 2,215,429 1,092,006 1,092,006 (619,995) (619,895) 2,746,392 2,215,429 w- G-2 1 ... 2003-2005 F~~C~ PLAN ANI) SIJMM.~Y CKANCES fPi FUND BAL~CE - SELF INS~J~CE FUND Revised Revenues Tax Revenues Licenses and Permits FinCS ad Forfehs Investmenflroperty Revenues Mergovernmental Revenues Service Charges Other Rev- Total Revenue Expenditures operating Programs Public Safety Public Utilities Tramportation Leisure, Culmral and %&I Services Comwiity and Econnmic Developmem General Government Total Operating Programs Bulk Pnwer Purchase Other Purchnses Capital Projects Debt Service Total Expenditures R~v~""e~~xpe"d~t"res (OverRJndcr) Other Sources (Uses) Opcratmg Tramfers In Operating Transfers Out Other Sources (Uses) Total Other Sources (Uses) Fund Bnlsnce Beginning ofthe Year Fund Balance End of the Year Reserved for Debt Service Desigmted Reserve Unreserved Total Fund Baiauee 91,684 253,810 130,395 60,000 162,708 200,000 zoo,oao 200,000 384,787 513,810 200,w zoo,noo 2,060,552 1,557,545 2,711,980 z,862,500 2,060,552 1,557,545 2,711,980 2,862,500 2,060,552 1,5573545 2,711,980 2,862,SOO (1,675,765) (1,043,735) (2,511,980) (z,ta,mo) 807,795 1,407,793 2,711,980 2,711,980 (69,052) 738,743 1,407,795 2,711,980 2,71 I980 2,535,894 1,598,872 1,962,932 2,162,932 1.598,872 1,962,082 2,162,932 2,2 12.41 2 1,598,872 1,962,932 2,162,932 2,212,412 G-22 I 20033005 FINANCIAL PLAN AND SUMMARY CFlANGES IN FUND BALANCE -VEHICLE & EQUIPMERT REPLACEMENT FUND Tax Revenues Licenses and Permits Fines and Forfeitures lnvostmentiFroperiy Revenues Intergovernmental Revenues Service Cherges Other Revenue Total Revenue Operating Programs Public Sdety Puhlic Utilities Transporfation Leisure, Cultural and Social Services Community nnd Economic Devolopincnt General Oovernrneni Total Opernting Programs Bulk Power Purchase Other Purchases Capital Projects Debt Service Total Expenditures RevenuosIErperiditures (OvcriUndcr) Other sources (us4 Operating Transfers In Opomiing Transfcrs Out Oihoi Sources (Uses) Cost of Medical CaroiDental, Vision Total Other Sources (Uses) htl Balance Boginning the Voar Reserved for Debt Service Destgnated Reserve Unreserved Total Fund Balance 21,106 559,222 255,000 300,000 55,500 820,172 445,000 330,000 375,000 738,389 (80,185) (20,000) 174,780 40,558 115,558 276,189 G-23 - 20033005 FINANCIAL PLAN AND SUMMAXY CHANGES IN FUND BALANCE -TRUST AND AGENCY FUND Revrsed ReV0n"eb TaxRevenues 204,469 201,727 187,500 167,000 Licenses and Permits Fines and Forfeitures Investmenfmropmty Rovenues 18,967 13,585 Intergovernmental Revenues Service Charges Other Revenus Total Revenue 223,436 215,312 IX~,SIIO i67,mo Expenditures Operating Programs Public Safety Public Utilities Transportalion Leisure, Cultural and Social Services Community and Economic Development General Government Total Dpcraling Programs Bulk Power Purchase Other Purchascv Capital Projects Debt Service Total Expenditures R~"~~,~~~l~~p~~di~~~ (Overfflnder) Other Sources (Uses) Opemtmg Transfm In Operating Transfers Out Other Sources (uses) Cost of Medical Carc'lhntai, Vmon Total Other Sources (Uses) Fund Rnlsnce Beginning oflhe I'oar Fund Balance End of the Year Reserved for Debt Servico Deaignaled Reserve Unrecervod Total Fund Bnlmce 70.000 . 70,000 70,iinn 153,436 215,312 IX7,500 167,000 (1 8,361) (206,223) (194,323) (192,880) (196,005) (224,584) (194,323) (19z,880) (196,005) 1,105,232 1,034,084 1,055,073 1,049,693 1,034,084 1,055,071 1,049,693 1,020,688 1,034,OH4 i,as5,073 1,049,693 1,020,688 6-24 F ES Tbis section contains des which integrate the other sections of the Financial Plan as well as ~ppl~en~ and .statistical information Gen~~ly, each schedule provides information for four years. The following schedules are included in this section: * Appropriation Spending Limit * Revenues by Major Category and Source * Sm o~Inte~d Transactions * Personnel Summary ofNew Positions * Sm of Regular Positions by Mission * Graph of Regular Positions by Mission * Sm of Temporary Positions by Mission * Change in Authorized Positions - 7 * Summary of Operating Rogmm Changes * Deparhent Sumnkes - ~g~t~o~ Charts, Personnel, and Operating Budget * Joint Venture Debt Service Requirements * Sm ofRegular Positions by D nt __ 2003~5 GET 0 N year, the City my not ~prop~e tax revenues in excess of the Approp~ion Limit defined m Co~itution. Tax revenues which exceed the Lit may be carried forward to the ~~ m the Approp~~ion Lb&. Any excess funds re^^ after the second year have to be returned to the taxpayers by reduc~ tax rates or fees. A majority of voters may approve an “override” to increase the Ld up to a maximum of four years. Be armunt of tax revenue which can be appropriated in any fiscal year is determined based on formulas provided in Article x[II B. The growth in revenues is based on actual appropriations in Fiscal Year 1978-79 and adjusted for gowth of popuIation and inflation. Not & revenues are restricted by the Lid; only revenues which are considered proceeds of taxes are subject to Uiis limitation. In adhtion, proceeds of taxes are allowed to be spent on several types of appropriations and are not included in the Limit. For imtmce. tax proceeds for voter approved debt, costs of complying with court orders, certain kid mdates and quatised capital outlay are excluded and do not count against the Li. To ensure that taxes are counted in the Appropriation Lit of only one agency of government, Article XI11 B and Government Code Section 7903 require that if the State provides funds to a lod government with no strings attwhed, 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 hds are restricted in their use, such as Gas Tau, they are to be counted in the State’s Limjt. The statutes require the adoption of the Appropriation Limit by resolution of the City Council with a recorded vote regardug which of the annd adjustment f’actors have been selected. The adoption is done at a regular meeting or a noticed special meeting. There is no required hewkg 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 bas 45 days &om the effective date ofthe Resolution to initiate judicial action regardkg the Limit. Once the Appropriation Limit is adopted, there are two publication requirements: * The Ldtion must be published in the Annd Budget * An informational form filed with the hud Statement of Tr~ct~ons no later than 90 days after the start of the Gscal year. The A~ropr~on Limit for the ftxal year 2003-04 is $59,759,913 and computed based on growth factors provided by the State Department of Finance. The inflation used to calculate growth was 1.0231% and the popularion growth used was 1.0169%. The appropna~ions subject to limil for 2003-04 is $28,710,584 and is under the Limit by $31,049,328. The calculations used to establish the ~prop~tion Ld and approp~t~ons subject to limh are available in the Finance Dep~ent for pubiic inspection and review. 2003-05 ~~ANClAL PLAN AND BUDGET APPRO~R~AT~ONS SPEN~~G L~~T Last Year's Limit Adjustment Factors 1 2 Total Adjustmeu~ % Annual Adjustment Adjustmei~ts Total Adjustments 57,439,894 Population % 1.0169 inflation % 1.0231 1.0404 2,320,020 None 2,320,OZC t AMOUNT I_-_-..-^.x. -- PRO~E~~S OF TAXES EXCLUSIONS APPROPRIATIONS SUBJECT TO LIMITATION CURRENT YEAR LIMIT 28,710,584 28,71~,584 59,759,913 OVEKflINDEK) I.IMI1' (31,04Y,328 H-3 GET - YA GE The prepara~ion of revenue projections is predicated on the fact that the City wants to project revenues realistic~ly hut conse~atively. The City has dete~ined that based on its finan~ai projections for the next two fiscal years, the City can fund known inc~eases in comp~nsat~on, operating expenses and capital projects. In preparing these revenue projections, which directly impact the estimated available knd balance, the following info~tion was considered: * Departmental projections. Prior year experience * Analysis of actual revenues and ~xpenditu~es Several factors were considered in conjunction with the above information: 1. 2. Revenues tied to const~ction activity can swing si~cantly up and down based on demand for housing and commercial facilities. Several items are difficult to predict, including year-end encumbrance5, other reserve amounts, and revenues accrued at year-end which have been earned but not received. This is particularly true of utility revenues for water, wastewater and electric services. Revenues proposed in 2004-05 are assumed to be the same as the 2003-04 except when revenue is specifically tied to proje~ed expenditures and/or the City can identify specific justification for the increase other than i~ation or growth. 3. The following is a discussion of the City's primary revenues in the 2003-05 Financial Plan and Budget. P T property tax is cont~n~ in Article Xm and XIIIA of the California Constitution and Sections I - 6000 ofthe Revenue and Taxation Code. The County Assessor assesses property, the County Tax Collector collects the tax, and the County Auditor distributes the tax. The property t&~ is imposed on real property and tangible personal property located within the State. Property is assessed by the County Assessor, except for certain public utility properties which are assessed by the State Board of Equalization. The property is assessed annually a5 of 12:01 a.m. on March I by the County and January 1 by the State Board of Equalization. The tax rate for real property is 1% of the property value plus rates imposed to fund voter approved indebtedness. Property tax estimates are based on trend analysis and discussion with County Tax Collector's office. ... __-_ Boom 7000W0 GMXxM(1 SWOW0 4LJooW0 3M)WW 2WW 1 WOW0 The authorky to levy sales and use tax is contained in ~~cle,~, Section 29 of the California Constitution, Section 7200 of the Revenue and Taxation Code and Section 37101 of the ~ove~en? Code. This tax is administered by the State Board of Equalization and is imposed on retaiIers for the privilege of selling at retail. The tax is based on the sales price of any taxable transaction of tangible personal property Leases are consider to he a continuing sale or use and are subject to taxation. The tax rate within San Joaquin County is 7.5% of which the City is directly entitled to 1%. 1991- 1992- 1993- 1994- 1935 1996 1997- 1998- 199% 2oW- 2W1- 2002- m5 2004- 92 93 94 95 98 97 98 99 00 01 02 03 04 05 __ - The sales tax projection is based on trend analysis and information supplied by the firm of ~nderleiter and ReLamas who prepares the annual sales tax projections for the City The City imposes an "in-lieu franchise tax" on City-owned utilities (electric, water and wastewater) as provided in Section 6001 and 6201 of the Public Utilities Code. This tax is administered by the City and applied to City-owned utilities similar to privately owned utilities for the privilege of doing business in the City. Funds are transferred &om the Enterprise Funds to the City General Fund to the extent they exceed the cost of services provided by general services. These taxes are levied based on prior years revenues per policy outlined on page B-9. US~ESS LICENSE TAX The authority to ievy a Business License Tax is contained in Section 37101 of the Government Code and Section 16000 of the Business and Professions Code. This Tax is imposed on businesses for the privilege of conducting busiRess within the City. Prior to budget year 1995-96 the Tax used was a flat rate tax based on number of employees. Beginning with budget year 1995-96, the Tax is based on gross receipts. Estimates are based on trend analysis of prior year's actual receipts. GS The City invests its surplus hnds of appro~mate~y $30 million with the State Treasurer's Office and other ins~~ments as provided by the City's Investment Policy. Estimates are based on cash balances and latest LAZF rates. .. 2 AN AN GET VENUES S CE The Motor Vehicle In-Lieu Tax is authorized under Article XIX, Section 3 of the California Constitution and Sections 1075 1 and I 1005 of the Revenue and T~ation Code. This Tax is administered by the State Department of Motor Vehicles. This is a special license fee equivalent to 2% of the market rate of motor vehicles imposed annually in lieu of local property taxes. The City receives 18.75% of the tax collected for vehicles registered in the City of Lodi. "his tax is estimated based OD information received from the State Controller's Office. R, WA§TEW~TER The City charges 100% of the cost for providw utility services. These fees are based on the cost of operating and maint~g each system and are charged monthly based on a rate schedule. The cost of expanding the system is not charged to current customers but to the customer responsible for the expansion of the system, whether a new res~den~us~ess or an existing residenthusiness. Estimates are based on trend analysis and discussions with the Enterprise Fund rate analyst. P AND ATION FEES The City charges from 0% to 100% of the cost of providing recreation and park services in accordance with City Council budget policy for fees. Estimates are based on fee structure, part~c~pation trends, and discussion with Darks and Recreation st&. WATER UTI~I~ - TCElPCE SET These estimates are based solely on speculation as to possible outcomes in the on-going ellforcement efforts of the City of Lodi against certain potenti~y responsible parties. As with all enforcement efforts, outcomes cannot be predicted with any certainty. Estimates are based on discussions with legal staff. ENT -. zoa3-mo5 FINANCIAL PLAN AND SUMMARY REVENUES BY MAJOR CATEGORY AND SOURCE Revised Recammended Recommended TAX REVENUES Property Tax Special Assessment Sales &Use Tau Public Safety Sdes Tax (Prop 172) Stme: Maintenance Snlos Tax (K) Transient Occupancy Tax Wastc Remavsl Franchise Tax Industrial Franchiso Gas Franchise Cable TV Franchise Electric Frilnchise In-Lieu Franchise - Elcctric Jn-L,icu Franohise - Sewer In-Lieu Franchise - Water In-Lieu Fritnchise - Refuse Real Proporty Transfer Tm Total Tar Revenuer LICENSES AND PERMITS Animal License Bicycle License Business License Tax Alarm Permits Building Permi* Transportation Permit Electric Permits Meahitnical Permits (Gas) Plumbing Pornits lndustrinl Refuse Collection Permit Parking Permits Total Licenses and Permits FINES AND FORFEITURES Vehiole Code Fines Couri Fines Prrrking Fines Parking Fines - DMV Hold False Alnm Penalty Late Paymcn: - Uti1i:y Billing Nuisance Fees Library Fines, Foes & Gifts UtiiiPy Connections Returned Check Charge Total Fines and Forfeihlrcs 1N~’ESTM~NT~RO~E~T~’ REVENIIES In vestment Earnings Sole of City Propert), Sale of System (Joint Pole-Elec) Kent of City Property Total InvestmentIl’voperQ Revenues 5,640,668 6,237,556 6,424,220 6,873,920 204,469 201,727 187,500 167,000 8,284,631 8,985,460 8,755.000 9,105,000 230,748 259,085 282,400 307,815 775,524 795,690 838,370 886,155 438,694 429,799 288,695 288,695 317,875 37 1,253 317,875 117,875 44,733 58,180 42,805 42,805 268,724 202,578 268,725 268,725 283,428 207,RIO 200,000 205,000 16,389 13,235 16,390 16,390 4,783,089 5,67 1,989 538 1,475 6,059,180 939,410 496,648 755,040 794,550 6 12,01 5 485,485 715,080 681,940 234,839 250,000 240,945 240,945 172,290 150,000 184,350 184,350 23,247,526 24,816,495 25,39S,R70 z 6,~ 4 n ,3 4 s 20,715 1,157 786,924 12,750 464,256 5,789 58,407 46,274 41,498 1,000 23,315 1,775 773,355 4,000 636,109 5,500 50,000 55,000 1,500 70,000 21,550 1,205 8 18,400 16,950 530,000 6,020 61,000 47,000 43,000 1,000 21,980 1,230 834,765 17,000 540,000 6,140 62,000 48,000 44,000 1,000 25,680 35,000 9,780 10,000 1,464,450 1,655,554 1,555,905 1,586,115 165,983 10,769 79.066 20,746 431,295 2,300 19,831 63,154 183,930 16,615 56,281 17,350 3,500 483,150 59,000 IX,055 166,000 12,000 80,000 20,745 47,190 448,545 2,395 59,OUO 20,625 l66,000 32,000 80,000 20,745 448,545 2,440 59,000 20,625 13,068 16,340 13,590 13,590 XU6,212 854,227 870,090 ~22,945 2,755,141 4,403,290 1,744,380 1,644,380 38,1 19 20,000 78.715 20.000 20,000 20,000 499,325 563.637 571,895 572,285 3,371,300 5,006,~n 2,336,275 2,236,665 H-7 - 2003-2005 FINANCIAL PLAN AND SUMMARY REVENUES BY MAJOR CATEGORY ANR SOURCE Actual Budget Budget Budget I ~NTER~~VERNM~NTAL REVENUES Motor Vehicle In-Lieu Tax Other Grants & Subventions Police Training (POST) Craillet & Drug Suppression Grants PoliceParks Grants Asset Seizure Street Maintenance Measure (K)-reimbursements Auto Thefl Revenue State I-liway Maintenance Fa.. Tax Subvention (2 105) Gas Tax Subvenlion (2 106) Gas Tax Subvention (2 107) 'Transpoltalion Dov Act (Gen./Allot) Federal Assislance Section IX CTC Reimhursoment Suriace Transporntion OSTEA)/Fed TEA Transit Stmots Federal grants Slate Transit Assislance State Special Grants-Transit Perks & Recreation GrmtslAllotment Stale Mandates SB 90 CJPKMA Rebate Community Development Block Gxsnl Library Grants Traffk Congestion Relief P'ERS 'Total Intergovernmeritill Revenues SERVICE FEES ILWD CHARGES I'uLKc Ss€o@ Foes Fingerprinting Police Record Fees Vehicle Towing Other Police Fees Fix Tickemin Verification Firs Depment Services - Ocher First Responder Foe-peramodic program Animal Shelter Fees Totnl Electric Operating Rcvcnue Dom mtic Residential Small Commercial Dusk to Dawn Domestic Mobile Ihme Large Commomial Small Industrial City Accounts Medium Industrial Large Industrial Residential Low 1ticomc 3,275,823 138,581 72,463 240,978 4,832,352 30,138 4,253,480 21,945 5,066 334,071 212,552 438,382 1,846,183 3,4! 9.5 1 8 2,600,000 2,155,000 23,874 10 1.283 99,297 130,395 616,161 223,557 146,064 356,877 25,573,746 17,418 16,558 80,295 756 3,170 145 2 1346 139,688 14,127,898 4,496,721 39,879 182,81 1 9,148,805 769,425 1,961,283 2,117,844 4,674,332 358,642 3,532,591 51,500 157,447 1,150,000 5,065 365,330 234,245 475,000 2,000,000 80,000 375,000 4,320,000 1,000,000 33,345 60,000 206,455 160,000 1,950,ow 10,000 25,000 60,000 2,740 2,120 245 22,525 122,630 15,551,488 4,621,709 41,817 198,449 10,469,453 852,376 623,366 2.993.44 1 3,979,345 320,862 3,532,591 200,400 30,000 241,025 l,l 15,430 750,000 5,065 334,070 438,380 1,750,000 1,000,000 2,629,000 163,000 690,000 1,693,405 128,250 8,000 1,089.1 I0 107,500 212,550 16,117,776 20,000 200 81,900 750 3,150 245 21,670 127,O 15 15,976,045 5,075,155 44,545 215,220 10,090,890 842,700 2,114,110 2,365,4 ID 4,951,610 317,510 3,532,591 30,000 241,025 1,319,000 3,900,000 5,065 334,070 212,550 438,380 1,750,000 2,856,000 74 1,000 1,693,405 171,280 8,000 1,000,000 1,089,110 91,000 19,412,476 20,000 200 83,535 750 3,150 245 478,080 22,105 608.065 16,264,190 5,366,690 45,390 219,100 10,272,890 857.900 2,152,240 2,408,075 5,040,920 323.23 5 2003-2005 FINAniClAL PLAN AND SUMMARY REVENUES BY MA.JOR CATEGORY AND SOURCE -- Public Benefits 921,338 1,027.860 881.860 897.765 Market Cost Adjustment Sewer Operating Revenues City Accounts Other Accounts Sewer Connectmn Fees Infrastructure Repi Water Operating Revenues City Accounts Other Accounts Infrastructure Red Non-Operating Utility Revenues Revenue - Contract Work for City Revenue - Contract Work for Others Electric Capacity Reveoees Water Tap Fees Sewer Tap Fees Liftstation Reimbursement Transit Few Dial-A-Ride Passenger Fares Prrrk and Recreation Fees Revenue lrom I'layyrounds Revcnuc from YouthTTccn Sponq Revenue - IndoodOurdoor Activitics Revenue from Aqutltics Revenue from Adult Spans BOBS Roimbursements Revenue from 1,odi Lake Park Other Park Foes Adrnin Services-I'niks 8. Rec Cornmunit)- Center Fees Swimming Rents Otlw Fees Ctimrnunlty Development Fees Plan Chock Fees Inspection~~inspcc",, Fees Planning Fees Total Total TOM 1"tOl Total TOta1 Tutal T"M 8,461,597 9,359,981 X,i00,000 47,266,575 50,040,147 51,375,055 8,500,000 52,148,355 15,871 28,960 29,540 30,130 735.171 500.000 746.000 889.000 3,10 1,444 5,763,040 3,799,7 10 3.~37.710 286,243 2,046,000 4,138,729 6,292,000 6,62 1,250 2,066,460 6,823,300 71.805 119,180 92,455 96,155 3,719,068 5,839.820 3,672,725 3,819,635 254,832 1 ,9 17,665 1,994,375 4,045,705 5,959,000 5,682,845 5,9 10,165 237,026 188,980 416,420 416,420 164,626 46,400 169,6 I6 75,000 40,000 40,000 98,269 13,461 14 1,753 824,75 I 310,380 456,420 456,420 234,200 234,200 204.393 36,852 31.846 77,447 58.087 18,108 90,489 8,408 248,500 250,000 248,500 250.000 261,000 261,000 203,850 210,000 210,000 68,790 201,600 201,600 19,910 30,000 30,000 77,500 77,500 77,500 77,555 59,000 59.000 33,455 25,000 25,000 85,580 96,000 96,000 6,170 2.355 527,985 572,810 699,100 699,100 69.731 11)2.605 101,080 105,080 28.1 13 29.240 29.825 95,946 127,334 95,970 113,075 I97 .?9 0 229,939 226,290 247,980 296,499 382,127 325,000 330,000 6,55 I 12,191 7.000 7,000 85,058 94,437 88,460 90,230 388,108 488,755 420,460 427,230 H- 9 zoo3-zons RINANCLAL PLAN AND SUMMARY REVENUES BY MAJOR CATEGORY AND SOURCE - .~ Work fur others General fund: reimbursable chnrgcr(work for other 84,120 2,250 20,000 20,400 General fund: reimbursable ohargr;s(work for other 20,810 13,255 21,645 22,075 Extra reiuuse 750 780 795 Fcnoritl fund. reimbursiiblc chnrges(work for other 128,548 190,800 133,690 136,365 Total 234,228 206,305 176,115 179,635 Public Works Engineering Reos Engineering Fees Development Impact Fees Special lnspeotions Plans & Specs 97,180 177,494 73,000 8 1,000 2,712,478 Z,~X~,OOO 3,144,360 2,968,340 3,517 2,000 3,550 3,550 3,593 7,170 3,500 3,500 Engmeenng inspsctmns 150,7 17 81,312 85,000 102,000 Total 2,967,485 2,75 1,976 3,983,4 10 3,956,390 Benefit and Insurance Fees Modid Cars Dental Insuranoe Vision Care Chiropractic Life Insurance Accidental Death Insurance Unemployment Insurance 786 48,421 289,195 33,520 334 65,830 31,741 37,644 101,405 106,475 52,126 42,507 27,835 28,810 6,142 Long Term Disability 37,795 137,130 155,000 158,720 Total 177,945 605,826 284,240 294,005 Total Service Fees and Charges OTHER REVENUE Damage to Property Reimbursements DonationsISalo of City propmy Revenues NOC Roiinbursnbic charges Rcvonuc by Transfer Total Other Revenue KEVENUE 'I'O'I'AL 61,139,189 67,R28,268 70,303,306i 72,011,645 2,867 16,000 2,985 3,040 1,198,196 18,135 238,130 219,030 1,862,689 624,970 503,665 508,695 2,150 ~,OOO 1 1,465 32,000 3,077,367 1,066,105 744,780 730,765 By policy, the City accounts for all operating expenditures and revenues in a prin;lary Fund. General government services are in the General Fund; water, w~tewa~er and electric services are in theif respective Funds; transit services are in the Transit Fund; and, so on. The cost of providing support (Human Resources, Fiuance, Legal, City manage men^, etc.) to Enterprise Fund activities, Special Revenue Fund activities and Capital Fund prqjects is charged by interfund transfer as provided in the City's Cost Allocation plan. In addition to support services, all eligible funds are charged a prorated share of the cost for liability and worker's compensation. The charge to each fimd is based on level of impact projected on historical experience and known risk. The purpose of the cost Allocation Plan is to identlfy the total cost of providing services. We there are different approaches to developing costs, the City has elected to use a "step down" cos~-~ding method. This is an informal cost accounting method used by many government agencies to determine the cost of services. No formal accounting entries are required during the year to record costs incurred in specific accounts. Instead, cost finding involves taking available accounting data and recmting it to derive costs. This methodology is best suited to costing general gove~ent swvices under accounting principles which focus on expenditures rather than on expenses. In performing the cost allocations, all indirect costs have been allocated only to direct cost activities rather than using a more complex sequential allocation system. Although there are some conceptual daculties with this approach, the end result is ~~ig~cant, and the cost of preparation, review and audit is significantly less. Other T~nsfe~ In addition to the distr~bution of costs between funds, the City also includes loans and some direct service charges in its interfund transfers. These transfers are not signrficant and have little impact on the financial condition of any one fund. w-I1 zno~-a005 FINANCIAL PI.ANAND ~MMARY INTERJWND TRANSACTIONS - OPERATING TRANSFERS GENERAL FUN0 Operating Trnnafcre In Cwt of Servioes Tiansa&ms Am in PublioP1no.r (1214) Capital Outlsy lmps~t€e~a(1216)-FireTnirki,essr Transportation D~elopmrnt kt Eleotrio- IS Personnel COI~ S1r-L Fuiid - gos tsx (11 05el street main1 Ennginerring cask Scwor- additioiial mxt sweeping (starm dmins) WateriSSwer-Safety Progrom (PW) Electric -IIPP Total Other Operating Trandm Tots1 Transfern In Operating Transfers Out Banefits Fund lnmmnce Funds Cost afModica1, Dental, Viaion and Chiro General Pmd Capital Tola1 Other Operating Trsns+ers Total Tranders Out TOTAL GENERAL FUND LIBRARY FUND lob11 Transfers In Oprrnting Transiers Oul Cost ofhledicnl, Dmtsl, Vision md Chiro Cuul of Services Trrnsections General FundiCity Counoil MjwImmtr 'rotsi at^^^ OM TOTAL LIBRARY FUND STREET FUND Oporatmg Transfers In 'TDA Fund TRANSPORTATION DEVELOPMENT ACT IWNE Totnl Tronsfcrr In oper.*ing 'iinn*fms out Cost of Scwiccn Trnninolions StreCl Fund Transit Fund Total TronaFers Total Trnnsfrrs Out 3,257,172 1,047,540 375,728 25,000 4,897,694 85,254 (282,729) (426,984) (1,973,179) (i,.ioo,ooo) (in5,sno) 609.30~ (4,288,392) 2,715 (70,304) (49,408) (119,7122 (1 16,997) 538,410 538.470 (59X,331) (1.645,871) POLICE SPECIAL REVENUE FUND Told Transfm In 39,748 Told Transfor8 OIL; (41,2291 TOTAI. POLICE SPECIAL REVENUE FVND (1,481) 3,503,027 4,724,167 4,724,167 3,100 3.100 1,460,147 105,448 110,183 146,072 131,500 131,500 1,047,540 985,000 985,000 375,728 426,277 426,277 82,000 6,614,514 6,375,492 6,380,227 (282,729) (2,710,706) (2 710,706) (1.026984) (1,780,161) (1,780,161) (2,643,564) (1,5no,nnn) (78,650) (125,000) 1iz5,noo) (49,408) (48,915) (48,915) (375,728) (426,277) (426,277) (1,047,540) (~SS,OOO) (~SS,OOO) (1,423,2681 (1,411,277) (I 411,277) (596,233) (1,261.277) (1,261.2771 (73,437) (66,156) (66,156) (ISO,OOO) (iso,ooo) (1.600.0ooi ~1.6oo.000~ (109,309) (109,309) w-12 ~ zo~~-znos FLNANCIAL pzm AM) SUMMARY INTERBTJiTI TRANSACTIONS. OPERATING TRANSFERS -_ I 2001.2002 2002.2003 2003-2004 ?nn4-2005 Aotaal Budget Budget Budgot Revised CAPITAL OUTLAY FUNE Operating Trsnsfsra In Total Tiandsrs General Fund General Fnnd-rwoofing. Fast Pimlnubrstos Electric Fond Total Tranafnr In Op~raliiig Transfers Out General Fund-/uu in Puliiio Placoa Bonrci GoncrdFumd -Fire Truc~L~ss~PUi~hitse-l~~(I216) Computcr Rrplsccmrnl Fmd Vohicle Meintennnce Fnnd Gencrsl Fund -Administratios costs LMl Ssrviar Total Transfers On1 TOTAL CAPITAL OUTl.AY m!ND VEHICLE lEqiilpmciit MAINTENANCE FUND 0pr;raling Transfrra In Capital Outlily hnd Total Trniisfers In Operating Tmndsr Out Total Transfers Out TOTAL VEfDCLE MAINTEXANCE FUND Equipmcnl Rcpiaoement Fund DEBT SERVICE FUND Opmting Tmndm Li Cnpilnl Outlay Fund Total Trnnsfen lo TOTAL DEBT SERVICE FUND WATER PuNn Operating Transiers In Total Trnnsfwa In Total Transfern Operating Trsnsfeis Out COSl of srrvicss Trsnaactions Elemfits Fund Insumice Fmds General Fund Coat ofMcdioal Total Trnmfcrs Tots1 'Tmsnsim Out 'TOTAL WATER FUND WASTEWATER FUND Opcroling Transfers In Total Trnngfwr In Opereling Transfers Out Coal Of scrvices 'rraransndions Grncinl Fund Gciieral Fund-nddilionnl ~troct sweeping (slorm droins) Bonofils Fund Insurance Funds CostoiM~dicaleannfei Tots1 Trnnsfsrs Total Transfers Out TOTAL WASTEWATER FUND 3,073,952 i,soo,onu i,sno,uon 81,000 350,000 350,000 350,000 4,573,952 1,931,000 350,000 350,ooo (3,240,327) (3,100) i3,ioo) (105,448) (110,183) (75,000) (75,000) (425,000) (425,000) (255,000) (300,000) (1.460. I471 313.389 znntio 113.185) ___ (B (20,000) (80,IRS) (20,000) hS8,2il4 425,000 330,nnu 37s,non __I . - . . ^^ .. . __ . . . . .. 312,563 312,563 (680.288) (680,288) (GX5,48(!) (6~5,480) (17,89G) (17.896) (1 12,254) (112,254) (72,065) (72,065) (104,774) (104.774) (12,500) (87,855) (858,104) (902,508) (902,5118) I (R58.104) (902.508) _p_ (902,508) 871,395 871,395 (537,354) (537,354) (665,859) (665,859) (12,5110) (82,000) (82,0110) (17,894) ( 17,894) (224,503) (224,503) (102,097) (1 02,097) (209,354) (209,354) 1184.2101 ri,m,xon) (1,881,645) (923,555) (1,099,716) (1,099,716) it,oin,~~u) (923,555) II H-13 Opernting Transfers In Told Transfm In Operating Trsrufm Oul Cost of Sorvioes Tranraotions Bmstits Fund Insursnoe Founds Geneiol Fund CP Gencrnl Fund -IS P~rsonncl cost Conf ofMedical Tofal Trnnnfcrs Totel Trsnsfcrfi Out TOTAL ELECTRIC IWND TRANSIT mnVn Operating Trnnafers in Tat01 Trsnafers In Trsnsporlalion Development Act Operating Transfers Out Con1 of SRY~GTG Trnnsacfions BenefiLsPund Totnl Transfern Totnl Traders OYt TOTAL TRANSIT FUND BENEFITS IWND Oponlling Trnnsfsrs In Gcncinl Fund Electric F"un'1 Wnslowstei Fund W~tmFund Geneml Fund Cost ofMedical Blcctric Fund-Modiunl Swcr-Medirsl Wntm Fund-medics1 Libraly-mdiosl Trsnsit Fund Tot01 Trsnaferx Tofa1 Transfers In TOTAL RENEFiTS IW?E SELF INSURANCE FUND opc~~ting 'rranafers General Fund Bleclric F"nd Wastewater P""d Wnli;rFund Told Transfern Li TOTAL SELF INSURANCE KJNE TRUST AND AGENCY FUND Operaling Troirsfrrs oul Total Transfers Out 'TOTAL TRUST P,YD AGENCY FUND (1,697,136) (1,697,136) (2,787,048) (2,787,048) (39,368) (39,368) (561,260) (561,260) (206,649) (206,649) (6 17,691) (617.691) (350,000) (350,000) (~~OPOO) (350,000) (146,072) (131,500) (131,500) r25.nooi (323,140) (2,762,3653 (4,447,499) (4,447,499) - 1,173.5 1 1 1.1 72.965 1,600,000 1,600,non 1,173,511 1,172,965 1,600,000 1,600,nnn (355,811) (470,709) (470,709) (8,ooo) (8,000) (300,104) (700,704) (355,811) (47x.109) (478,709) n7z.807 817.154 1,121,291 1.12L,Z91 -- 281,729 282,729 2,710,706 2,710,706 39,368 39,368 561,260 561,260 17,894 17,894 224,503 224,503 17,896 17,896 112,254 112,254 2,643,564 323,340 184,210 X7,855 78,650 125,000 125,000 8,000 8.000 426,984 1,026,984 1,780,161 1,780,161 206,649 206,649 617,691 617,691 102,097 102,097 209,354 209,354 72065 72,065 104 774 104,774 R07.795 1,407,795 2,711,980 2,711.980 807,795 I I , 407 , 795 2,71 i,m 2,711,9Rfl - (18,361) (18,361) (18,361) ~ H-14 GET ther Sources and Uses addition to revenues and expenditures, the operating statements of governmental hds also report “Other Sources and Uses”. Thjs category is used to reprt sources and uses of cmnt financial resources for items &at are co~dent~ in nature or ‘“sofl” numbers wbich would distort revenue and expenditure pattern ifreported as revenue or expendmires in the operating statement. For example: Carry over of unexpended, unencumbered funds . o The use of a two-year budget provides the opportunity to commit operating funds to senices over a two-year time frame rather than the traditional one-year period. Under the one-year budget, appropnatio~ lapse at the end of the fiscal year, and favorable balances are no longer available for operating expenditures except when e~~~red under contractual agreements. The two yea* budget allows for the unexpended operating budget balances to be carried forward to the second year of the Financial PIan. (see Carryover Policy in Section B). Based on historical carryover amounts a conservative average is included in the Other SourcesxJses budgetary line item to enme disclosure of more realislic projected ending fund balances. = Value of E step vs. actual o TheHumanResource enient budget policy quires regular authorized staffing be fully budgeted and funded. The City utilizes a “Eve-step” dmy range. For budgetary purposes, tiled positions are calculated at the “E step” or highest salary mge and vwt positions are calculated at the “A step” or lowest dary mge. These calculations are reflected in the appropriate operating program expenditures to allow flexibw for such things as temporary out- of-class pay, filling a vacant position at a higher range etc. Based on a calculation of the value of “E step” vs. actual a conmative amount is included in the Other Sources/uses budgetary Jine item to ensure disclosure of more realistic projected ending fund balances 9 Unanticipated additional Revenues o The preparation of the revenue projections is predicated on the fact that the Ci wants to project known revenue sources re&icaJJy but conservatively. Based on an historical review of revenues actually received a conservative amount for unanticipated additional revenues is included in thc Other/Sowces budgetary he item Examples of unanticipated additional revenues: additional one time sales tax adjustment, un~~icip~~ grants, new revenue sources unknown at time of budget prep~~on etc. Labor Relations o The City currently has nine union groups with labor contmcts that terminate at various times during the budget cycle. A confidenti~, conservative figure is included in the Other SourcesrUses budgetary line item for any potential adjustment for contracts that will terminate during the two-year budget cycle. Disclosure of the amount budgeted could aRect the labr negotiation process. 9 Otheritems o At times other items will be included in the Other SourcesrUses budgetary line item. For example dining tight budgets a conservative amount could be added for anticipated Savings &om earb retirement options, voluntary leave without pay pro etc. 1-1-15 2003 ET The City of Lodi's number one priority is to provide the most e~ective and e%cient services to its citkms possible. These services will be de~vered employees in 2003-04 and 489 full-time employees in 2004-05. These employees are the core of the Citfs service cap~ity and define the qualay and e~ciency of the City to provide service. The 2003-05 Financial Plan and Budget for personnel services includes salary and fringe benefits offaed to employees. In addition to approval to review sevaai positions for possible r~~si6cation, the regular w1- time staff will increase 4 positions in 2003-04 and 9 positions in 2004-05. This includes one position in Public Works Street Division which will be converted 6om a past time position to a full time position. justification is provided for the added si levels: ion of an Electric Techaician position in 2003-04 will allow for increased ~te~ce at subs~atio~. The City of Lodi Electric Utility has four smbtations that need periodic ~te~ce. In the next several years there will be two subtat~ons added to the system: one on the west side of the City and one at White Slou~. The two Elechical Technic will be ret~~g in the next five years. Therefore the tion on of tbis position wiu allow on the City of Lodi ~b~tions and maintenance schedules. This tr~~~ will ensure coat s and rn~te~~ for the system upon the retirement of existing sta8: ire D~pa~ment During the prior to year budget, a four-year plan was re-sidFire Station #1 with a Truck Co~~y itiod Battalion Chief sitions were approv~ in 2001-02 and hter positions in 2002-03 was approved. The current two-year budget included a Fire~te~ in 2003-04. Approvai wm given for three Firefighters in 2003-04 and an ad~tio~ Firefighter in 2004-05. In addition to the request for four ~d~io~ ~refigh~r~ for Fire Station #I, a request was submitted for ~lernen~~~n of a par~dic program vvithin the Fire Dep~ent, In September 2002, Council unanimously approved and directed the 6re dep~ment to present Council with a plan to phase in the program during the 2003-04 budget cycle. The PFO~EW is designed to increase level of emergency care to the co ty beyond the basic Be support system already in place. The request was for 6 new positions and the reco~en~t~o~ for implementing a First Responder fee to recover thc cost of providing services. This request was deferred for one year for evaluation in 2004-05 budget cycle. The Police De nt su~~ed a request to form a High Crime Investig~or wta cons~g of three unit would provide perly trained personnel to investigate the rising number of ial and computer related crimes to work in ~~er~p with the commm and CriDae Prevention to deter these types of crimes. "he request was codngent on the police dep~~nt obt~i~g grant funds to pay for two of the positions. This r~uest was deferred for one year with approval in 2004- 05. 2003-05 FINANCIAL PLAN AND BUDGET REGULAR POSlTlONS BY MISSION 2001-02 2002-03 2003.04 2004-05 Actual Budget Budget Budget Public Safety Police Protection Fire Safety Total Public SnfeQ Public Utilities Water Utility Services Wastewater Utility Services Electric Utility Services Totsl Public Utilities Transportation Streets and Flood Control Transit Total Traiisportatiun Leisure, Cultural 6: Social Services Parks and Recreation Culturai Services Total Leisure, Culturai 6 Suciai Services Communiw & Economic Development Planning Community Improvement Construction Development Economic Development Total Community & Economic Development General Covet-nmeni Legislation and Policy General Administration Legal Services City Clerk Services Administrative Services Organizational Support Services Non-Departmental Services Total Genernl Government TOTAL OPERATING RUDCT51 115.0 116.0 116.0 117.0 55.0 58.0 61.0 68.0 170.0 174.0 177.0 185.0 16.1 16.6 16.6 16.6 23.9 24.4 24.4 24.4 50.0 51 .O 52.0 52.0 90.0 92.0 93.0 93.0 30.0 31.0 31 .O 32.0 1 .o 1 .o 1.0 1 .o 31.0 32.0 32.0 33.0 29.0 34.0 34.0 34.0 23.0 25.0 25.0 25.0 52.0 59.0 59.0 59.0 6.0 6.0 6.0 6.0 3.0 3.0 3.0 3.0 22.0 22.0 22.0 22.0 1 .o 1 .o 1 .o 1 .0 32.0 32.0 32.0 32.0 0.0 0.0 0.0 0.0 18.0 19.0 19.0 19.0 3.0 3.0 3.0 3.0 3.0 4.0 4.0 4.0 34.0 37.0 37.0 37.0 24.0 24.0 24.0 24.0 0.0 0.0 0.0 00 62.0 67.0 87.0 87.0 457.0 476.0 480.0 489.0 BUDGET GRAPHICS AND SUMMARIES - ',' mo~.oP. ,, ,200eas , .2005aA ' 2001M)s : 1, ' : . ' ' ' . ACmAi' ' BURGEF , JBUDOET :BUDGET 1 .. ~, .~ . ,.I, . ,,~ ,, .. ,, .r ,, . . .. .. ... . .'....I. ....... .. . . .. ... . . . .. .. .. ... ...... .- . . . .... . I 2003-04 AUTHORIZED REGULAR POSITIONS 480 1 Public Safety I70 1 74 177 185 Public Utilities 90 92 93 93 T~nspo~ation 31 32 32 33 Leisure, Cultural and Social Setvices 52 59 59 59 Community Rev~lopment 32 32 32 32 General Govemmen~ 82 87 87 87 .. _I__-- __I_ TOTAL 457 476 480 PUEUC SAFETY LEISURE, CUtrUFuRAL 1L SOCIAL SERV~ES T TATMN I 2003-05 FENANCJAL. PLAN AND BUDGET TEMPORARY FULLTIME EQUIVALENTS o."TE's) Public Safety Police Protection Fire Safety Graffiti Abatement Total Public Safety Public Utilities Water Utility Services Wastewater Utility Services Electric Utility Services Total Public Utilities Transportation Streets and Flood Control Transit Totiil Transportation Leisure, Cultural & Social Services Parks and Recreation Library Community Center Cultural Total Leisure, Cult.iiral & Social Services Community &Economic Development Planning Community Improvement Building Inspections Engineering Economic Development Total Community & Economic Development General Government City Manager Public Works Administration Legal Services City Clerk Services Human Resources Risk Management Information Systems Data Processing Finance Facilities Maintenance Fleet Maintenance Total Geoeral Government TOTAL OPERATING BUDGET 0.00 0.00 0.00 0.00 0.00 0.00 1 .oo 1.00 0 00 0 00 0 00 0 00 0 00 0 00 1 00 1 00 3 05 3 05 3 05 3 05 1 00 1 00 1 40 1 40 4 25 3 50 5 50 5 50 8 30 7 55 9 95 9 95 I .20 0.20 1.00 1.00 0.00 0.00 0.00 0.00 1.20 0.20 1.00 1.00 37.40 31.40 31.25 31.25 5.50 5.50 6.50 6.50 6.50 6.50 9.00 9.00 3 50 3 00 5 50 5 50 52 90 46 40 52 25 52 25 0 00 0 00 0 00 0 00 0 50 0 50 0 00 0 00 0 10 0 10 0 10 0 10 1 00 1 00 100 1 00 1 00 1 00 1 00 1 00 2 60 2 60 2 10 2 10 0.50 0.50 0.00 0.00 I .20 0.00 0.00 5.75 0.00 0.00 7.95 0.50 0.50 0.00 0.00 0.43 0.00 0.00 5.25 0.00 0.00 6.56 0.50 0.00 0.00 0.00 0.00 0.00 2.00 4.00 0.00 0.00 6.50 0.50 0.00 0.00 0.00 0.00 0.00 2.00 4.00 0.00 0.00 6.50 72.YS 63.43 72.80 72.80 -________I H-19 FULL TW.E A~O~D POSlTlONS min4~ 199944 195944 199960 2w1-01 2w142 ZW2-03 mnMi 19g8-99 195944 1- 1m01 amni 1998-99 1998.99 199944 ZWWI 2801-02 2w263 2wm 200243 z0m.w m8.m 1959.W 199944 t999-m ZWl 2wonl 2Wl ZwOol 2WDdl 2mC-01 2001432 2Wl42 2w3uI 2w4-oJ 100685 2000.01 znoz-03 zwwt 1997.98 1991.98 2wonI zw2lw 1998-99 mmof 2wn.Ql 200041 100263 lWl-03 1998.99 lY99tw 1999-W 199m 199944 199944 1999-w 1W944 19M Zwoal ZWOJ ZWl zw102 1999-011 2~2-0~ 1996.97 1997.98 199a.w 1m-m 2w1 zwi~z 20m-03 zw1-04 2w-w 3.w 3.m 3.w *w 3.00 3.w 3.80 3.00 3.110 3.w 4.m 7.00 14.00 I .mi 34.m 48.w 5.00 l.W 14.00 16.W 111.00 3.00 9.80 7.w 14.w 1.00 34.w 48.00 5.00 3.0 14.00 27.00 ii2.w 3.w 4.w 7.w 15.00 l.w 31.00 49.w 5.011 7.00 14.w *7.M 1 If.W 1.00 4.00 9.00 13.W I .00 33.00 50.w 5.00 7.00 14.00 17.m It3.W H-20 3.00 4.00 9.84 11.00 1.w 34.00 52.w 6.00 8.00 I4.W lP.00 111.m 3.w 4.w 9.80 17.W I .w 35.w s5.w 6.00 8.00 14.00 19.00 ItdW 4.00 4.w 1o.w 17.w I .m 38.W ss.00 6.04 9.00 son 3.1.0Q ~16.00 4.w 4.w lo.w I7.W 1.00 3n.w 61.00 6.00 9.00 15.0 34.w Ll6.W 4.00 4.00 I0.W 17.W 1.00 38.W 68.W 6.00 9.00 15.00 34.0" 117.w Street &iatenmce Waikw tWi-112 Mm1n:itmtlYC Clerk 2002-03 M*naprmeal AdW Tmine 2004-05 TOTAL GENERliL FVND 3z8.w 3~2.00 337.~ 343.00 ~s6.w 3a.w 3u3.w 386.00 395.w ENTERPRISE FUNDS ELECTRIC 43.00 44.W 44.W 46.W 47.00 5a.W S1.W S1.W 52.00 Elclnul Engincer 1997.98 Groundrprraon (1) 1999-W Groundspnon (I) Eflfla-fll Electric &uranndFarr*omnn 201.02 txonn.mnnrom.n (7.) 100142 AdministrrbveCirra N 19PM 7.003-M 1.W 1.00 1.00 1.W 1.00 1.00 1.00 1.00 1.00 33.W 36.00 36.08 39.W 40.W 40.w 41.00 41.00 41.00 1997-08 Zuohol 200263 TOTAL ENTERPRISE FUNDS 79.@0 81.00 si.nn 86.00 88.00 91.00 93.00 91.00 94.00 416.0 480.0 489.0 644.0 457.0 cm WmE 401.0 413.0 418.0 429.0 H-2 I 2003-05 FINANCIAL PLAN AND BUDGET REGULAR POSITIONS BY ~E~ARTMENT .. .,, . E. CITY MANAGER __._. City Manager Assistant City Manager Deputy City Manager Management Analyst Trainee 1/11 Secretary to the City Manager CITY ATTORNEY City Attorney Deputy City Attorney 1/11 Legal Secretary 1 .o 1 .o 1 .a 1 .o 0.0 0.0 0.0 1 .o 1 .o 1 .o 1 .o 0.0 I .o 1 .o In In . .Y , ." 1 .o 1 .o 1 .o 1 .o 4.0 4.0 4.0 4.0 1 .o I .a 1 .o 1 .o 1 .o I .o I .o 1 .o 1 .o 1 .o 1 .o 1 .o 3.0 3.0 3.0 3.0 CITY CLERK Administrative Clerk - (C) City Clerk Deputy City Clerk COMMUNITY CENTER Administrative Clerk Administrative Secretary Aquatics Coordinator Arts Coordinator Community Center Director Facilities Maintenance Worker Senior Services Coordinator Sr. Facilities Maintenance Workei Stage Technician 1 .o 1 .o 1 .o I .o 0.0 1 .O 1 .o 1 .o 2.0 2.0 3.0 4.0 0.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o I .o 1 .o 1 .o 2.0 2.0 1 .o 1 .o 1 .o 1 .o 2.0 4.0 2.0 4.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .a 1 .o 2.0 I .o I .o 1 .o 2.0 1.0 1 .o 1 .o 10.0 1 .o 1 .o 9.0 10.0 1 .o 10.0 COMMUNITY DEVELOPMENT Administrative Clerk Administrative Secretary Building Inspector 1/11 Building Official City Planner Community Development Director Community Improvement Officer Community Improvement Manager JunioriAssistanVAssociate Planner Permit Technician Sr. Administrative Clerk Senior Building Inspector Senior Planner ECONOMIC ~EVELOPMENT Economic Development Coordinator 2.0 1 .o 3.0 1 .o 1 .o 1 .o 2.0 1.0 2.0 0.0 2.0 1 .o 3.0 1 .o 1 .o 1 .o 1 .o 3.0 1 .o 1 .o 1 .o 2.0 1 .o 2.0 1 .o 1.0 1 .o 1 .o 3.0 1 .o 1 .o 1 .o 2.0 1 .o 1 .o 2.0 1 .o 2.0 1 .o 1.0 1 .o 2.0 0.0 1 .o 1 .o 1.0 1 .o 1 .o 1 .o 17.0 z .O 7 7.0 1 .o 17.0 1 .o 17.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 7.0 1 .o ELECTRIC UTILITY Administrative Clerk Administrative Secretary ConstructioniMaintenance Supervisor Electric Apparatus Mechanic Electric Foreman/Forewoman Electric Lineman/Linewoman Electric LinemaniLinewoman (Apprentice) Electric Meter Technician Electric System Supervisor Prepared by Human Resources 2.0 2.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 4.0 4.0 10.0 10.0 0.0 1 .o 1 .o 1 .o 1 .o 1 .o 2.0 2.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 4.0 4.0 10.0 10.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o H-22 2003-05 FINANCIAL PLAN AND BUDGET REGULAR POSITIONS BY DEPARTMENT ., .... t,i:srric Trvuhieshvvtei 20 2.G 2.0 2.0 E.f?ctric J(ilily [lirector Electrii Ulil;ty Rate Analyst E ectric Utiiiti Super ntenden! .. Electrical Drafting Technician Electrical Engineer Electrical Estimator Electrical Technician Electrician Ma Manager Electric Services !.tanager Engineerin$] 6 Oparntivns Manage:, Rains 8 Resources Smior Efectric Trous1c:snooter Seriior Electric Utility Rate Analyst Senior Electrical Estimatoi Sr. Administrative Clerk Utility Equipment Specialist Utility Operations Supervisor Utiiitv Service Ooerator 1/11 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o I .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 3.0 3.0 3.0 3.0 2.0 2.0 3.0 3.0 2.0 2.0 2.0 2.0 1 .o 1 .o 1 .o 1 .o 1 .o I .o 1 .o I .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o I .o 1.0 I .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1.0 1.0 1 .o 1 .o 3.0 3.0 3.0 3.0 UtiliG Service Operator lili - Relief 1 .o 1 .o 1 .o 1 .o 50.0 51 .O 52.0 52.0 on ime FINANCE 5EPA~TM~NT Accountant l/li Accounting Clerk lill Accounting Manager Buyer Customer Service and Revenue Manager Customer Service Representative Iili Customer Service Supervisor Fieid Service Representative Field Service Supervisor Finance Technician Finance Director Meter Reader Parking Enforcement Assistant Purchasing Technician Purchasing Officer Senior Accountant Senior Customer Service Representative Senior Storekeeper Storekeeper FIRE ~EPART~E~T Administrative Secretary Fire Battalion Chief Fire Captain Fire Chief Fire Division Chief Fire Inspector Fire Engineer Firefighter 1/11 ParamediciFirefighters Sr, Administrative Clerk 2.0 2.0 3.0 4.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 7.0 9.0 1 .o 1 .o 3.0 1 .o 3.0 1 .o 3.0 3.0 1 .o 1 .o 3.0 3.0 1 .o 0.0 I .o 1 .o 1 .o 1 .o 0 .o 1 .o 3.0 3.0 1 .o 1 .o 1 .@ 1 .o 35.0 38.0 1 .o 1 .o 4.0 4.0 12.0 12.0 1 .o 1 .o 2.0 2.0 1 .o 1 .o 16.0 16.0 17.0 20.0 0.0 0.0 1 .o 1 .o 55.0 58.0 2.0 4.0 1 .o 1 .o 1.0 9.0 1 .o 3.0 1 .o 3.0 1 .o 3.0 0.0 1 .o 1 .o 1 .o 3.0 1 .o I .@ 38.0 1 .o 4.0 12.0 1 .o 2.0 1 .o 16.0 23.0 0.0 1 .o 61.0 2.0 4.0 1 .o 1 .o 1 .o 9.0 1 .o 3.0 1 .o 3.0 1 .o 3.0 0.0 1 .o 1.0 1 .o 3.0 1 .o 1 .o 38.0 1 .o 4 .O 12.0 1 .o 2.0 1 .o 16.0 24.0 6.R 1 .o 68.0 Prepared by Human Resources H-23 0'1 0' 1 oc 0'0 O'Z O'Z 091 0c 01 0' 1 0'0 0' 1 O'bE 01 0.L 0' 1 0P 0'1 01 0' 1 0' 1 01 0'2 0' 1 0'2 1 0' 1 02 O'G1 01 O'F 0' 1 0'9 O'E 0- 1 0'6 0' 1 0Z 0' 1 01 0' 1 01 0' 1 01 0' 1 0' 1 01 01 0Z 0' 1 00 0' 1 01 02 0'91 0E O'Z 01 0'0 01 0 bE 0.1 0' !- 01 O'b 0'1 0' 1 01 0' 1 01 0's 0' 1 0z1 0' 1 01 0s 1 01 O'E 0' 1 09 O'E 0' 1 0'6 0' 1 01 0' 1 01 0' 1 0' 1 01 01 0s 0'0 ol. 0' 1 01 01 01 0'1 0'2 0' 1 00 0' 1 0Z O'Z 091 0'E 01 0' 1 0'0 01 0 PF 0' I- 01 0' 1 0P 0Z 0' 1 01 0' 1 0' 1 0's 0' 1 011 0' 1 0Z 0iil 0' 1 0E 0' 1 09 O'E 0' 1 0' 1 0' L 0. I 01 01 0'9 01 0'0 01 0' 1 01 01 01 O'Z 00 0'0 01 02 0'2 091 O'E 02 0'0 0' 1 0' 1 061 0' 1 01 0' 1 0b 02 0' 1 01 0' 1 01 0s 0' 1 08 0' 1 0' 1 Obl 0' 1 O'E 01 0'9 0E 0'0 08 01 01 01 01 01 01 0' 1 01 0'9 0' I 00 01 01 01 01 01 2003-05 FINANCIAL PLAN AND BUDGET REGULAR POSITIONS BY D~PARTMENT . -. . . . -, . . . Police Corporal Police Lieutenant Police Officer Police Records Clerk 1/11 Police Records Clerk Supervisor Police Sergeant Police Volunteer Supervisor Sr. Police Records Clerk 8.0 6.0 52.0 5.0 1 .o 9.0 1 .o 8.0 6.0 52.0 5.0 1 .o 9.0 1 .o 8.0 6.0 52.0 5.0 1 .o 9.0 1 .o 8.0 6.0 53.0 5.0 1 .o 9.0 1 .o 2.0 117.0 2.0 1 .o I .o 1 .o 1 .o 6.0 1 .o 0.0 3.0 2.0 2.0 0.0 6.0 1 .o 15.0 0.0 2.0 2.0 1 .o 1 .o 1 .o 4.0 2.0 1 .o 1 .0 1 .o 1 .o 17.0 1 .o 1 .o 13.0 1 .o 1 .o 1 .o 1.0 8.0 1 .o 3.0 0.0 1 .o 32.0 2.0 116.0 2.0 116.0 2.0 115.0 PUBLIC WORKS ~EPARTM~NT ADMINISTRATION Administrative Clerk Administrative Secretary Construction Project Manager Management Anaiyst Trainee lili Public Works Director 2.0 2.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 2.0 1 .o 1 .o 1 .o 1 .o 6.0 1 .o I .o 6.0 6.0 ENGINEERING DlViSlON City Engineer Engineering Technician 1/11 JrJAssistant EngineerlAssociate Civil Engineer Public Works Inspector 1/11 Senior Civil Engineer Senior Engineering Technician Engineering Technician i/ii/lli/lV Senior Traffic Engineer 1 .o 1 .o 2.0 2.0 1 .o 2.0 3.0 2.0 2.0 3.0 2.0 2.0 2.0 4 .O 0.0 1 .o 15.0 2.0 2.0 4.0 4.0 0.0 0.0 1 .o 1 .o 14.0 15.0 FLEET & FACILITIES Administrative Clerk Equipment Service Worker Facilities Maintenance Worker Facilities Supervisor Fleet 8 Facilities Manager Fleets Services Supervisor Heavy Equipment Mechanic Lead Equipment Mechanic Parts Clerk Senior Administrative Clerk Senior Facilities Maintenance Worker Welder-Mechanic 0.0 2.0 2.0 1 .o 1 .o 1 .o 4.0 2.0 1 .o 1 .0 1 .o 1 .o 2.0 2.0 1 .o 2.0 2.0 1 .o 1 .o 1 .o I .o 4.0 2.0 1 .o 0.0 1 .o 1 .o 1 .o 4.0 2.0 1 .o 0.0 1 .o 1 .o 17.0 1 .o 17.0 1 .o 17.0 STREETS DIVISION Adminstrative Clerk Assistant Streets Superintendent LaborerlMaintenance Worker 1/11 Management Analyst Trainee 1/11 Office Supervisor Sr. Administrative Clerk Street Cleanup Worker 1/11 Street Maintenance Worker 111 Street Superintendent Street Supervisor Street Contracts Administrator Tree Operations Supervisor 0.0 0.0 1 .o 0.0 1 .o 1 .o 13.0 0.0 1 .o 1 .o 1 .O 8.0 1 .o 3.0 0.0 13.0 0.0 1 .o 1 .o 1 .o 8.0 13.0 0.0 1 .o 1 .o 1 .o 8.0 1 .o 3.0 1 .o 1 .o 3.0 1 .o Prepared by Human Resources 1-1-25 2003-05 FINANCIAL PLAN AND BUDGET REGULAR POSIT1ONS BY DEP~RTM~NT .. __I II^- ', ' 2001-02 !:,;' ' 2002-03,,,,.:. 2003-04 . :..: .,, ., . , y , .,..I, ,. .. ... , .. , ,, , ,. Budget ' Budget Budget WATEWASTEWATER DIVISION Assistant Wastewater Treatment Superintendent Assistant W aterNastewater Superintendent Chief Wastewater Plant Operator Engineering Technician l/ll/lll/lV Environmental Compliance Inspector Laboratory Services Supervisor Laboratory Technician 1/11 LaboreriMaintenance Worker lili Plant & Equipment Mechanic Public Works Inspector 1/11 Senior Civil Engineer Senior Engineering Technician Senior Plant & Equipment Mechanic Wastewater Plant Operator iill Water Conservation Officer Watermastewater Maintenance Worker Ill Waterwastewater Superintendent Waterwastewater Supervisor 1 .o 1 .o 1 .O 0.0 2.0 1 .o 2.0 7.0 4.0 1 .o 1 .o 1 .o 2.0 6.0 1 .o 5.0 I .o 3.0 40.0 1 .o 1 .o 1 .o 0.0 2.0 1 .o 2.0 7.0 4.0 1 .o 1 .o 1 .o 2.0 6.0 1 .o 5.0 1 .o 3.0 40.0 TRANSPORTATION & COMMUNICATIONS Transportation Manager 1 .o 1 .o 1 .o 1 .o Total Public Works 108.0 110.0 1 .o 1 .0 1 .o 1 .o 1 .o 1 .o 0.0 1 .o 2.0 2.0 1.0 I .o 2.0 2.0 7.0 7.0 4.0 4.0 1 .o 1 .o 1 .o 1 .o 7 .O 0.0 2.0 2.0 6.0 6.0 I .o 1 .o 5.0 5.0 1 .o 1 .o 3.0 3.0 40.0 40.0 1 .O 1 .o 1 .0 1 .o 110.0 111.0 __I_____ TOTAL REGULAR POSITIONS 457.0 476.0 480.0 489.0 Prepared by Human Resources N-26 GET -~ mary of S~~ni~cant ~xpe~d~u~e and Sta The following table summarizes the costs which have a direct bearing on the decision made to increase e~e~di~~e levels. These are costs which change as the result ofthe decisions made by the City Council to increase the level or quality of City services. Accordingly, they wiU remain unchanged unless a policy decision is made by Council to increase or decrease the level or quality of acti~ty. Those costs which are fixed and which do not change the level of activity are not considered a sigruficant expenditure or stfig change and are not included. H-27 , ix.50 2s.w ",nn 16.50 8 50 7.3" 88,04 , 68.7" 9.31 IVY 6.20" 2 3 243,435 34.8.11 6,085 12.595 53,525 22,500 44W" 8 500 7.30" 15,4111 3.48" *,"""I 10.000 7Z.OW I (60,WG Y.600 3.n 26,400 61-29 2003-05 mANUL PLAN & 1IUllGPT SIIMMARS OF SIGNmXCANT EXPENDlTImFS AND STAWING CIUNGES H-30 ." The pages which follow smmmize the budgets by dep~en~s. ~ep~ments my have responsibility for numerous activities, is. Public Works Dep~ment has re~onsibilities in the following activities: Public Safety (Graffiti Abatement), Public Utilities (Water and W~ewater Utilities), Transportation (Streets and Transit), Community and Economic Development (Engineering), and General Govement (Solid Waste Management and Public Works Ad~tration). City Departments are organizational units of the City developed to meet community needs and accomplish City goals. The City Attorney, the City Clerk, and the City Manager report directly to the City Council. The remaining departments report to the City Manager. The Departmental Budget Summaries include: = Departmental Organizational Chart(s) 9 Personnel Summary = Operation Budget Sdes tJ-31 5: w N Deputy City Attorney Ill1 Manager Secretary to the City Manager 1 Administrative Clerk. Conf. Prepared by Human Resources 5-3-u3 __ 2003-05 FINANCIAL PLAN AND BUDGET SUMMARY BY DEPARTMENT , . ... CITY MANAGER REGULAR POSITIONS BY DEPARTM~NT City Manager 1 .o 1 .o 1 .o 1 .O Assistant City Manager 0.0 0.0 0.0 1 .o Deputy City Manager 1 .o 1 .o 1 .o 0.0 Economic Development Coordinator 1 .o 1 .o 1 .o 1 .0 Management Analyst Trainee 1/11 1 .o 1 .o I .o 1 .o Secretary to the City Manager 1 .o 1 .o 1 .o 1 .o 5.0 5.0 5.0 5.0 OPERATING EX?ENDITUR€ S~M~ARY Personnel Services Utilities 8 Communication Supplies, Materials 8 Services Equipment , Land & Structures Other Payments Total SEE O?ERATING ACTIVITIES Economic Development Community and Economic Development Economic Development page D-I 12 Community Promotion page 0-1 15 General Government General Administration City Manager page D-I18 539,358 548 .I 65 527,775 564.365 5,525 6.750 5,100 5,100 58,077 71,430 53,635 54,435 310,907 351,420 308,220 308,220 913,867 977,765 894.730 932,120 .. 2003-05 FINANCIAL PLAN AND BUDGET SU 2001-02 2 0 0 2 ~ 0 3 Actual Budget - REGUL~ POSI~~ONS BY DEP~~NT City Attorney Deputy City Attorney 1/11 Legal Secretary OPERATING EXPENDIKURE SU~MARY Personnel Services Utilities & Communication Supplies, Materials & Services Equipment , Land & Structures Other Payments Total SEE OPERATING ACTIVITIES General Government Legal Services City Attorney 1 .o 1 .o 1 .o 1 .o 1 .o I .o 1 .0 1 .o 1 .a 1 .o 1 .o 1 .o 3.0 3.0 3.0 3.0 page 0-124 257,786 254,675 307,180 333,375 1,059 1,550 1,550 1,550 18,204 37,385 30,545 30,645 3.134 14 280,207 293,510 339,375 365,570 H-34 2003-05 FINANCIAL PLAN BURGET 2001-02 2002-03 2 0 0 3 ~ 0 4 2004-05 Actual Budget _-- Budyet Budyet CITY CLERK REGULAR ~OsI~ONS BY D~PAR~N~ Administrative Clerk 0.0 I .o 1 .o 1 .o City Clerk 1 .o 1 .o I .o I .o Deputy City Clerk 2.0 2.0 2.0 2.0 3.0 4.0 4.0 4.0 OPERATING EXREN~ITURE SUMMARY Personnel Services Utilities & Communication Supplies, Materials & Services Equipment , Land & Structures Total SEE aPERATlNG ACTIVITIES General Government City Clerk Services Records Administration Election Administration 182,278 204,995 ------*22;5;40 235,130 37,836 95,140 51,305 87,530 220,740 304,085 273.755 322,660 626 3,950 page D-125 page D-127 H-35 e Information Systems r Programmer Data Processing Information Coordinator Techowan (2) Prepared by Human Resources Data Processing Programmer Analyst 1/11 2002-05 F~~C~L PLAN AND BUDGET SU 2TOf.02 2002-03 2003-04 2004-05 ’ Actual Budget Budget Budget REGULAR POS~IO~S BY DEP~T~~N~ Data Processing Manager Data Processing Programmer Analyst Information Systems Specialist information Systems Manager Information Systems Coordinator Network Administrator Network Technician Senior Programmer Analyst OP~RARNG EXPENDITUR~ ~UMMAR~ Personnel Services Utilities & Communication Supplies, Materials & Seruices Equipment , Land & Structures Other Payments Total 1 .o I .o 1.0 1 .o I .o 1 .o 1 .o - 1 .O 8.0 1 .o I .o I .o 7 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1.0 1 .o I .o 1 .o 1 .o 2.0 2.0 2.0 -. 1.0 1 .o 1 .o 9 .o 9 .o 9 .o 445,081 703,357 790,725 830,662 24,845 28,390 26,055 26,055 316,996 318,837 291,785 291 ,785 5,558 792,480 1,050,584 1,108,565 1 .I 48,502 SEE OPERA~NG ACTIVITIES General Government D-133 H-37 Center Director AdminisIralive Secretary Arls Goordinalor - 2003-05 ~~C~ PLAN AND BUDGET SIJ BY DEP NT COMMUNITY CENTER ~GUL~ POS~~ONS BY D~F~~NT Administrative Clerk Administrative Secretary Aquatics Supervisor Arts Coordinator Community Center Director Facilities Maintenance Worker Senior Service Coordinator Sr. Facilities Maintenance Worker Stage Technician OPERATING €~P~NDfTUR~ S~M~AR~ Personnel Services Utilities & Communication Supplies. Materials B Services Equipment , Land B Structures Other Payments Total SEE QPERATING ACTlVJn~S Leisure, Cultural and Social Services Community Center Commissions Community Center Arts Specialty Classes Cultural Activities Cultural Services 0.0 1 .o 1 .o 1 .o 1 .o 2.0 1 .o 1 .o 1 .o 9.0 1 .o 1 .o 1 .o 1.0 1 .o 2.0 1 .o 1 .o 1 .o 1 .o 1 .o I .o 1 .o 2.0 1 .o 1 .o 1 .o 1.0 1 .o 1 .o 1 .o 2.0 1 .O 10 .. 1 .o 1 .o 1 .o 10.0 10.0 10.0 648,404 723,420 812,930 827,420 14,493 30,420 32,200 32,200 469.279 314.930 439.581 445,4R3 -. 15,225 17,200 9,500 75,000 75,000 75,000 75,000 1,222,401 1,160,970 1,359,711 1,389,601 page D-87 page D-90 page D-95 page 0-101 1-1-39 F P 0 minis ra WE Building Oficial Senior Adminislrative Prepared by Human Resources Administrative Clerk Senior Building Inspector Building Inspector 1/11 (3) I 5-5-ur3 2001-02 Actual __- COMMUNIN DEVELOPMENT GULAR FQSI~IQNS BY DEP Administrative Clerk Administrative Secretary Building Inspector 1/11 Chief Building Official City Planner Community Development Director Community Improvement Officer Community Improvement Manager Junjor/AssistanVAssociate Planner Permit Technician Sr. Administrative Clerk Senior Building Inspector Senior Planner OPERATING EXP~~~ITURE SUMMARY Personnel Services Utilities & Communication Supplies, Materials & Services Equipment , Land & Structures Other Payments Total 2.0 2.0 1 .o 1 .o 3.0 3.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 2.0 2.0 1 .o 1 .o 2.0 2.0 0.0 0.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 17.0 17.0 ____ z '0 1.0 1 .o I .o 3.0 3.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 2.0 2.0 1 .o 1 .o 2.0 2.0 1.0 I .0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 17.0 17.0 968,933 1,157,945 1,206,735 1,299,070 7,790 8,210 8,155 0,705 289,457 441,240 356,535 363,140 75 5,500 1,266,255 1,607,395 1,576.925 1,671,715 SEE OPERATING ACnVlTlES Leisure, Cultural and Social Services Social Sewices Human relation^ (CDB~/~OME funds) page D-102 Community Development Commissions page D-103 Community Improvement page D-104 Current and Advanced Planning page D-106 Construction Development Building and Safety page D-108 Community and Economic Development 11-4 I Manager of Electric Servlces MAINTENANCE E~CW~C systems supervisor r---; Electrician (2) Eledric Utility superintendent Manager Rates S Resources Electrical Technician (2) Eiectric Troubie- shooter (2) Electric Apparatus Electric Lineman1 Linewornan - Apprentice I METERING OPERATIONS Utility Service Metering operator 1/11 Eiectrician Utility Service Operator lil! Prepared by Human Resources 2003-05 FINANCIAL PLAN AND BUDGET -. s"MM.m\ I%\' l~l<I',\r~lhl~~:w ,. .. .. .. .,; I. Actual Budget Budget ELECTRIC UTILITY REGULAR POSIT~ONS BY DE~~T~~NT Administrative Clerk Administrative Secretary ConstructionlMaintenance Supervisor Electric Apparatus Mechanic Electric ForemaniFarewoman Electric LinemanlLinewoman Electric LinemanlLinewoman (Apprentice) Electric Meter Technician Electric System Supervisor Electric Troubleshooter Electrical Drafting Technician Electrical Engineer Electrical Estimator Electrical Technician Electrician M Manager Electric Services 2.0 1 .o I .o 1 .o 4.0 10.0 0.0 1 .o 1 .o 2.0 1 .o 1 .o 1 .o 1 .O 1 .o 3.0 2.0 2.0 1 .o 1 .o Manager Engineering & Operations 1 .o 1 .o 1 .o 1 .0 1 .o 1 .o Sr. Administrative Clerk 1 .o Utility Equipment Specialist 1 .o Utility Operations Supervisor 1 .o Utility Service Operator 1/11 - Relief Utility Service Operator 1/11 3.0 1 .o only three ~osi~i be filled at any one ti OPERATING EXPENDIT~RE SUM MAR^ P el Services 3,069,721 U & Communication 489,888 Supplies, Materials R Services 1,337,667 Work for Others 373 Equipment, Land & Structures 189,937 Qther Payments 1,277,931 In-lieu Taxes Bulk Power Total 4,783,089 11.148,606 2.0 1 .o 1 .o 1 .o 4.0 10.0 1 .o 1 .o 1 .o 2.0 1 .o 1 .o 1 .o 1 .o 1 .o 3.0 2.0 2.0 1 .o 1 .o 1 .o I .o 1 .o 1 .o 1 .o 1 .O 1 .o 1 .o 1 .o 3.0 1 .o 51 .0 3,809,170 530,145 1,890,063 15,060 249.423 745,218 5,671,989 12.91 1,068 2.0 1 .o 1 .o 1 .o 4.0 10.0 1 .o 1 .o 1 .o 2.0 1 .o 1 .o 1 .o 1 .o 1 .o 3.0 3.0 2.0 1 .o 1 .o 1 .0 1.0 1 .o 1 .o 1 .o 1.0 1 .o 1 .o 1 .o 3.0 1 .o 52.0 4,606,565 574.280 1,942,915 200 296,585 560.000 5,881;475 13,862,020 2.0 1 .a 1 .o 1 .o 4.0 10.0 1 .o 1.0 1 .o 2.0 1 .0 1 .o 1 .o 1 .o 1 .o 3.0 3.0 2.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 3.0 1 .o 52.0 4,911,635 595,675 1,887,765 200 238,035 771,500 6,059,180 14,463,990 52,375,146 30,551,000 32,723,000 32,650,000 63,523,752 43,462,068 46,585,020 47,113,990 SEE OPERATING ACTIVITIES Public Utilities - Electric Utility Services page 0-33 H-43 . .. ... Finance D~rector 4.. Meter Reader (3) 03 Prepared by Human Resources 2007-02 2002-03 Actual Budget FINANCE DEPARTMENT ~G~~ POS~IONS BY DEP~~NT Accountant 1/11 Accounting Clerk 1/11 Accounting Manager Buyer Customer Service and Revenue Manager Customer Service Representative 1/11 Customer Service Supervisor Field Service Representative Field Service Supervisor Finance Technician Finance Director Meter Reader Parking Enforcement Assistant Purchasing Technician Purchasing Officer Senior Accountant Senior Customer Service Representative Senior Storekeeper Storekeeper OPE~nNG EXPEND~TURE SU~~ARY Personnel Services Utilities & Communication Supplies, Matenals & Services Work for Others Equipment, Land & Structures Other Payments Total SEE OPERATING ACTIVITIES Administrative Services Finance Administration Accounting Services Revenue Services Purchasing Field Services General Government Organization Support Services 2.0 3.0 1.0 1 .o 1 .o 7.0 1 .o 3.0 1 .o 3.0 I .o 3.0 1 .o 1.0 1 .o 0.0 3.0 1.0 1 .a 35.0 2.0 2.0 4.0 4.0 1 .o 1 .o 1 .o 1 .o 1.0 1 .O 9.0 9.0 1 .o 1.0 3.0 3.0 1 .o 1 .o 3.0 3.0 I .0 1 .o 3.0 3.0 0.0 0.0 1 .o 1 .o 1 .o 1 .o 1 .o 1 .0 3.0 3.0 1 .o 1.0 1 .o 1 .o 38.0 38.0 2.0 4.0 1 .0 1 .o 1 .o 9.0 1 .o 3.0 1 .o 3.0 1 .o 3.0 0.0 1 .o 1 .o 1 .0 3.0 1 .o 1 .o 38.0 1,761,744 1,926,100 2,026,935 2,173,555 4,553 6,000 4,420 4,420 191,872 259,207 224,760 231,100 829 320 4,100 30 50 50 50 1,959,348 2,195.457 2,256,165 2,409,125 page 0-136 page 5-1 38 page D-140 page 0-142 page B-144 FireiLife Safety Fire Division Chief Fire Inspeclor D Fire Division Chief z I Fire Battalion Chief (Training) Fire Engineer v Preoared bv Human Resources 2003-05 FINANCIAL PLAN AND BUDGET FIRE DEPARTMENT REGULAR POSITIONS BY DEP~TM~NT Administrative Secretary Fire Battalion Chief Fire Captain Fire Chief Fire Djvision Chief Fire Inspector Fire Engineer Firefighter 1/11 ParamedidFirefighters Sr, Administrative Clerk 1 .o 4.0 12.0 4 .o 2.0 1 .o 16.0 17.0 1 .o 4.0 12.0 I .a 2.0 1 .0 16.0 20.0 1 .o 4.0 12.0 1 .0 2.0 1 .o 16.0 23.0 1 .o 4.0 12.0 1 .o 2.0 I .o 16.0 24.0 0.0 0.0 0.0 6.0 1 .o 1 .o 1 .a 10 55.0 58.0 61.0 68.0 OPERATING €XP€NDITURE ~~M~A~~ Personnel Services 4,031,944 4,290,245 5,148.675 6,083,830 Utilities & Communication 25,254 26,300 28,480 28,480 Supplies, Materials & Services 520.180 423,550 554,170 606,645 Work for Others Eauipment , Land & Structures 247 4,600 Other Payments Total SEE ~PERATING ACTIVITIES Fire and Hazardous Material Administration Emergency Operations Fire and Safety Training Emergency Medical services Weed Abatement Public Safety 4,578,625 4,740,095 5,731,325 6,723,555 page D-16 page D-18 page 0-20 page D-22 page D-24 H-47 Human Resources minis fa we 2003-05 ~ANC~ PLAN AND BUDG~T SU BY D~AR~NT r - 200~-02 2002-03 2003-04 2004-05 Actual Budget Budget Budget ~GUL~POSITIONS BY D~~T~NT Administrative Clerk Administrative Secretary Human Resources Director Human Resources Technician Management Analyst Trainee l/li Risk Manaaer 1 .o 1 .o 1 .o 1 .a 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o 1 .o .l .O 1 .o 1 .o 1.0 1 .o 1 .o 1 .o 1 .o 0.0 0.0 1.0 1 .0 Senior Human Resources Analyst 1 .o 1 .o 0.0 0.0 60 6.0 6.0 6.0 OPERATING ~PENDITURE SUMMARY Personnel Services Utilities & Communication Supplies, Materials & Services Equipment, Land & Structures Other Payments Total SEE OP€RATING ACTIVITIES Administrative Services Human Resources City Wide Training Risk Management Labor Relations General Government 316,933 347,165 405,920 439,130 1,299 1,555 1,500 1,525 189,194 312,351 193,815 206,850 4,802 512,228 661,071 601,235 647,505 page D-128 page D-130 page D-I 31 El-49 I I TECHNOLOGY ? u, 0 Prepared by Human Resources LIBRARY ~GUL~ POSITIONS BY DEP~~NT Administrative Clerk Librarian 1/11 Library Assistant Library Services Director Senior Library Assistant 0.0 1 .o 1 .o 1 .o 3.0 3.0 3.0 3.0 6.0 6.0 6.0 6.0 1 .o 1 .o 1 .o 1 .o 3.0 3.0 3.0 3.0 Supervising Librarian 1 .o 1 .o 1.0 1 .o 14.0 15.0 15.0 15.0 OPE~ATING EXPENalT~~E S~MMARY Personnel Services Utilities & Communication Supplies, Materials B Services Equipment, Land & Structures Other Payments Total SEE OPERATING ACTiVITIES Leisure, Cultural and Social Services Cultural Services Library Board Library Library Literacy Program 796,814 901,225 954,010 993,820 328,938 301,823 295,675 298,215 24,251 8,550 8,400 8,450 7,661 2,145 1,257,664 1,213,743 1,258,085 1,300,485 page 0-83 page D-84 H-5 1 Parks & Recreation 1 Parks Supervisor (General) Administrative Sr. Administrative Anal st Trainee li Parks Project Coordinator Administrative 1 clerk (2) Sr. Administrative Clerk Administrative Secretary Parks Division Parks Superinlendent I I I WelderlMechanic I LaboredPark Maintenance Parks Maintenance Recreation Supervisor (4) LaboredParks Maintenance Prepared by Human Resources 2001-02 2002-03 2003-04 Actiial Budget __ Buaget PARKS 8. RECREATION REGULAR FQSI~Q~S BY ~~P~~N~ Administrative Clerk Administrative Assistant Laboredpark Maintenance Worker 1/11 Management Analyst Trainee 1/11 Park Maintenance Worker 111 Park Project Coordinator Parks Program Specialist Parks & Recreation Director Parks Superintendent Parks Supervisor Recreation Supervisor Sr, Administrative Clerk Senior Facilities Maintenance Worker Welder-Mechanic OPERATING ~XPEN~IT~RE S~MMARY Personnel Services Utilities & Communication Supplies, Materials & Services Work for Others Equipment , Land &Structures Other Payments Total SEE OPERATING ACTIVITIES Leisure, Cultural and Social Services Park and Recreation Parks and Recreation Commissions Parks and Recreation Administration ARer School Playgrounds YouthiTeen Sports IndoorIOutdoor Activities Aquatics Adults Sports Concessions After School Programs Parks Maintenance Sports Facilities Lodi Lake Park Park Maintenance Park Operations Equipment Maintenance Recreation Services 1 .o 1 .0 8.0 1 .o 5.0 1 .o 1 .o 1 .0 1 .o 2.0 4.0 1 .o 1 .o 1.0 29.0 2.0 1 .o 12.0 1 .o 5.0 1 .o 1 .o 1 .o I .0 2.0 4.0 1 .0 i .a 2.0 1 .o 12.0 I .O 5.0 1 .o 1 .o 1 .o 1 .o 2.0 4.0 1 .o I .O 2.0 1 .o 12.0 1 .o 5.0 1 .0 1 .0 1 .o 1 .o 2.0 4.0 I .o I .o 1 .O 7.0 1 .o 34.0 34.0 34.0 2,203.927 2,270,115 2,616,560 2,700,445 523,518 482,761 542,565 542,820 56,078 70,615 77,935 02,010 74,908 76,426 73,450 79,975 2,860,431 2,099,917 3,310,510 3,405,250 page D-58 page D-59 page 0-62 page 0-64 page R-66 page D-68 page 0-70 page D-72 page D-73 page D-75 page D-77 page D-79 page 0-81 1-1-53 Chief of Police I Admmistralrve Secretaly I Services 8 Investigations Police Captain r-----7 Sr. Records Clerk I 1 F v, e Police Lieutenant (Services) Lead Dispatched Jaiier (2) Poke Corporal a Police Record Sr. Records Clerk I Animal Service Supervisor Police Lieutenant (Investigations) ! Asst Animai Service Officer 1 Police pant Community Service Officer Poiice Volunteer Supervisor DispatcheriJailer (Court Liason) Prepared by Human Resources 2003-05 FKNANCW, PLAN AND B~~ET S 20 1-01-02 2002-03 2003-04 Actual Budget Budget POLICE ~GU~~ POS~O~S BY DE~~~~T Administrative Secretary Animal Services Officer Animal Services Supervisor Assistant Animal Services Officer Community Service Officer DispatchedJailer Dispatcher Supervisor Lead Dispatcher/Jailer Management Analyst Trainee 1/11 Management Analysl 111 Parking Enforcement Assistant Police Captain Police Chief Police Corporal Police Lieutenant Police Officer Police Records Clerk 1/11 Police Records Clerk Supervisor Police Sergeant Police Volunteer Supervisor Sr. Police Records Clerk OPERA TIN^ EXPEN~ITURE SUMMARY Personnel Services Utilities & Communication Supplies, Materials & Services Equipment , Land & Structures Other Payments Total SEE OPERATING ACTIVITIES Public Safety Police Protection Police Administration Police Operations Support Services Animal Shelter Cracnet Auxiliary Police Home Alone Grant Crime Prevention Special Investigations 1 .o 1 .o 0.0 2.0 3.0 16.0 2.0 2.0 1 .o 0.0 0.0 2.0 1 .o 8.0 6.0 52.0 5.0 1 .o 9.0 1 .o 1 .o 0.0 1 .o 2.0 3.0 16.0 2.0 2.0 1 .0 0.0 1 .o 2.0 1 .o 8.0 6.0 52.0 5.0 1 .o 9.0 1 .o 1 .o 0.0 1 .o 2.0 3.0 16.0 2.0 2.0 1 .o 0.0 1 .o 2.0 1 .o 8.0 6.0 52.0 5.0 1 .o 9.0 1 .o 1 .o 0.0 1 .o 2.0 3.0 16.0 2.0 2.0 0.0 '1.0 I .o 2.0 1 .o 8.0 6.0 53.0 5.0 1 .o 9.0 1 .o 2.0 2.0 2.0 2.0 11 5.0 116.0 116.0 117.0 7,966,161 8,202,035 8,836,154 9,471,659 54,784 69,500 67,425 70,050 494,650 510,373 537,450 540,710 133 5,000 0,000 0,000 8,515.728 8,786,908 9,449,029 10,090,419 page D-9 page D-7 1 page D-13 page D-15 page D-13 page D-11 page D-I 1 page D-13 1-1-55 Public Works I I Management Analyst Trainee il II I I I Transportation Conslruction Division Fleet B Facilities Engineering Street Division Transportation Man age 1 3 1 4 i 1 4 ~ i i ~ L Prepared by Human Resources 5-5-UJ' r Sr Civil Engineer Sr Cwii Engineer Si. Engineering Technician Jr./AssVAssociale Engineering Technician 1/11 (2) 1 Prepared by Human Resources 5-5-03 Fleet & Facilities Facilrttes Maintenance Worker (2) Fleet Services Supervisor Equipment Service Worker Prepared by Human Resources 5-5-03 Streets Conlracts Maintenance Street Supewisor Maintenance Prepared by Human Resources White Sough Wastewater Treatment Wastewater Operations I Wastewater Maintenance Water/ Wastewater Construction Water Consewatton Offcer Maintenance Chief Wastewater Plant Operator - lnspeclor in1 (50% M%w 30% Maintenance Prepared by Human Resources 5-5-03 19-H O'ZE 0'1E 0.1s O'OE 0' 1 0' 1 0' 1 0' 1 0'0 0'0 0' 1 0' 1 O'E 0' 1 0'8 0' 1 0' 1 0' 1 0' I O'C 1 0' 1 0' 1 OX 01 0'8 0' 1 0' 1 0' 1 0'0 O'E 1 0' 1 0' 1 O'E 0' 1 0'8 0' 1 0' 1 0' 1 0'0 O'E 1 0'0 0' 1 O'C 0' 1 0'8 0' 1 0' 1 0' 1 0'0 O'E i 00 0'0 0L1 O'L1 O'i 1 O'L1 0' 1 0' 1 0' 1 01 0' 1 0' 1 0' 1 0'2 O'b 0' 1 0' 1 0' 1 O'Z O'Z 0'0 0' 1 01 0' 1 O'Z O'b 0' 1 0' 1 0' 1 O'Z 0.2 00 0' 1 0'0 0' 1 0'2 O'b 0' 1 0' 1 0' 1 O'Z O'Z 0' 1 01 0'0 0' 1 0'2 0b 01 01 01 0Z 0Z 01 0'9 1 09 1 0.SL O'bl 0' 1 01 0' 1 0' 1 0'0 O'P O'b O'b O'Z O'Z O'Z O'Z 0'1 0'2 O'Z 0'2 O'E O'E O'E O'Z 09 0'2 0'2 O'Z 0' 1 0' 1 0' 1 0' 1 0'9 09 0'9 09 01 01 0' 1 01 0' 1 0' 1 0' 1 0' 1 0' 1 0' 1 0' 1 0' 1 0' 1 0' 1 0' 1 0' 1 O'Z O'Z O'Z O'Z .- 2003-05 FINANCIAL PLAN AND BUDGET SUMMARY BY D~P~TM~NT ., PUBLIC WORKS WATEWASTEWATER DIVISION Assistant Wastewater Treatment Superintendent 10 10 10 I0 Assistant WaterNVastewater Superintendent Chief Wastewater Piant Operator Environmental Compliance Inspector tory Services Sup tory Technician 1/11 Laborer/Mainfenance Worker 1/11 Plant & Equipment Mechanic Public Works Inspector 1/11 Senior Civil Engineer Senior Engineering Technician Senior Piant & Equipment Mechanic 1/11 awe Worker Ill Waterwastewater endent Waterwastewater Supervisor TRANSPORTATION & COMMUNICATIONS Transit Manager Total Public Works OPERA TIN^ EXPEN~ITURE SUMMARY Supplies, Materials & Services Work for Others Equipment , Land & Structures Other Payments Total SEE OPERATING ACTIVITIES Public Safety Other Safety Services Water Utility Services Wastewater Utility Services Streets and Flood Control Transportation Street Maintenance Street Trees Street Cleaning 1 .o 1 .o 2.0 1 .o 2.0 7.0 4 .O 1 .o 1 .o 1 .o 2.0 6.0 1 .o 5.0 1 .o - 3.0 40.0 1 .o 1 .o 2.0 1 .o 2.0 7.0 4.0 1 .o 1 .o 1 .o 2.0 6.0 I .o 5.0 1 .o 3.0 40.0 I .o 1 .o 2.0 1 .a 2.0 7.0 4.0 I .o 1 .o 1 .o 2.0 6.0 1 .o 5.0 1 .o 3.0 - 40.0 1 .o ' 1.0 2.0 1 .o 2.0 7.0 4.0 1 .o 1 .o 0.0 2.0 6.0 1 .o 5.0 1 .o 3.0 39.0 1 .o 1 .o 1 .o 1 .o 1 .a 1 .o 1 .o 1 .o 108.0 110.0 110.0 110.0 6,836,372 5,553,953 6,131,917 6,376,327 2,015,699 2,107,960 2,131,530 2,190,890 4,627,068 5,039,673 5,044,595 5,070,050 236.025 284.440 428.755 451,895 242,190 401,126 288,550 277,100 1,771,654 1,185,587 1,676,385 1,678,890 14,446,589 15,150,703 15,946,142 16,505,197 W-62 2003-05 RNANCIAZ, PLAN AND BUDGET SUMMARY BY D~P~TM~N~ r 2003-04 2004-05 BJr&lel 2002-03 ,. .. ., . 2001-02 . ..... ., .' .. .s. .. .. .. L '. ' BUdget Budgar Budget - .. ... , Storm Drains Fi-63 -. ET Joint Ven~ure ies, is a member of the Northern California Power Agency (NCPA) which was formed in 1968 as a Joint Powers Agency. Its m~bership consists of 11 cities With pub~icl~-o~ed electric utility dis~ibution systems, one irrigation district, one shipping port, one public utility district and one associate member, a rural electric c~perative. NCPA is generally empowered to purchase, generate, transmit distribute and sell electric enerpy. Members participate in the projects of NCPA on an elective basis; therefore, the participation percentage varies for each project. A Commission comprising one representative fkom each member organhtion governs NCPA. The Commission is responsible for the general ma~gem~t of the affairs, property and business of NCPA. Under the direction of the General Manager, the staff of NCPA is responsible for providing various administrative, operating and planning services for NCPA and its associated power corporations NCPA’s project construction and development programs have been individually fmnced by project revenue bonds coiiat~aIized by NCPA’s assignment of all payments, revenues and proceeds associated with its interest in each project. Each Project Participant has agreed to pay its proportionate share of debt service and other costs of the related project; notwithstanding the suspension, interruption, interference, reduction or curtailment of output fkom the project for any reason. Certain of the revenue bonds are additionally supported by mu~cipal bond insurance credit enhancements. Agency of ~v~hern C~ifo~~ ion Agency ofNorthem California (TANC) was organized under the Caltfornia Govement Code ment entered into by I5 Northern Caliomia utilities including the City of Lodi. de electric transmission or other facilities for the use of its members through its , fmance, operate and maintain facilities for electric power transmission. The Joint pursuant to a Joint Pow The purpose of TANC authority to acquire, co Powers Agreement provides that the costs of TANC’s activities can be financed or recovered through assessment of its members or user charges through transmission contracts with its members. Each TANC member has agreed to pay a pro rata share of the costs to operate TANC and has the right to participate in fixture project agreements. The Joint Power Agrmment remains in effect until debt obligations and interest thereon have been paid, unless otherwise extended by the members. T~r-~ay Ob~~tio~ has entered into certain power sales contracts for the purchase of energy and certain other agreements for ent of costs of certain projects in which it is participating including agreements with the Joint Powers Agencies in which it participates, the Transmission Agency of Northern California (“TANC“) and the Northern California Power A~enc~ (“NCPA”). The City’s obligation^ under such a~~~ts constitute a portion of the Maintenance and Operation Costs payable prior to the 1999 Payments under the 1999 Contract. Ageenents with the Joint Powers Agencies in which the City participates are on a “takeor-pay” basis, which requires payments to be made whether or not projects are completed or operable or whether output from such projects is suspended, intempted or te~inated. Certain agr~~ts with TANC and NCPA contain “step-up” provisions oblrgating the City to pay a share of the obligations of a defaulting pa~icipant. The City‘s maximum step-up under those agreements, however, is 25% of the City’s original debt service obligation for the prqject. City of Lodi’s share of NCPA and TANC Debt service requirements are paid through the Buk power purchased by the City through NCPA. H-64 GET CE GET S policies in Section are a number of mjor wliv documents that also of the Cityk Financial Ph. A brief description of each of the following doc~nts is provided in this section: * MunicipalCode * GeneralPlan * Cost Allocation Plan * Monthly Financial Report * Co~re~~ive Annual * Travel and Busmess Expense Policy Financial Report * Fleet Policies * Employment Process, Salmy & Benefits d in this stion to Exiiate the reader's understandkg of the Financial udget G~ossa~ Defines tern that establish common itu obj d in a manner unique to public finance or the Ciyk budget process in order to group and disclose e~ndi~es in monthly reports. s and calendar used in developing and doc~nt~ the hvo-year Fmcial Ph and Budget. .- 2 ET S AJ LI S u~cipai Code nal and ~~tive ordinances of the Ci codified according Plan is the blueprint of the City's htm addressing land use, tramportation, housing, open space s&ty and noise. The General Plan discusses ideas about the ped, new problems are identitie& old solutions are reconsidered, ons~ation of resources, the General Plan is co~antly being studied and revised. Cost Allo The City Cost Allocation Plan in 1992 to identi@ the total cost of providing City services by allocating indirect costs such as accounting, pmsonnez legal, etc. to direct program cost areas. The identification of total progm cost is essential in e~ab~~g user fees and cost recovery program. ial state~nts on a monthiy bask. rts are organized and presented ce comparisons for revenues and expenditures, the report also provides tral balance and fund balance information. In the Executive Report, summaries of revenues, expenditures, fhd Wce, cash balance, investment transactions, personnel status and oper~ing lmnsEers afe included. addition to budget, actual and enc p~se financial statements as well as a comprehensive review of statistical ~o~tion of general interest about the City of Lo& ky policies and procedures used to advance, reimburse, or purchase the expenses of City for travel and business expenses incwed in the conduct of City ns for the reimbursement and payment of expenses incurred by others in the conduct of City business. Fleet Policy dures govern the ~gernent, operation, acquisition and disposition of vehicles and by the City of Lo& 1-2 2003~5 ET S LO Equal ~mP~~nt OPP No person applying for disabiity, age or other ~~1 tion on. Americans with Disabilities Act - The C&y of Lodi provides IWSOnable accommodations for qualised individuals with disabilities. lndividuak with disabilities requiring any accommodation in order to participate in the selection process, must submil. a written request for reasonable acco~odation to the Human Resources Deparlment no later than the final f%ng date as stated in the job announcement. where to Appb - ~plication mahials must be received by the Human Resources Department not later than 5:00 p.m on the final f%ng date. App~c~ons rmehed &er this deadline will be rejected. Application materials may be obtained between the hours of8:OO am. to 5:OO p.m from: - The Cily of Lodi is committed to a policy of Equal Employment Opportunity. yment shall be ~~ated against on the basis of race, national origin, sex, H~umn Resources 221 West Pi Street Lo&& 95240 ~33-67~ TDD (209) 333-6853 line (209) 333-6705 Procedure - Applicants must possess the minimum qualifications by the filuy date. All qualitled s may participate in the selection process. Emplo~ent lists are established upon successful completion of the selection process. The candid at^ must be successll in each part of the e~tio~ To NI each vacancy the hiring department will request ms to be certified from the eligible list and will make a selection from this certification list. Medical E~tion - Applicants should not quit or give notice to their current employers d an offer of emplo~ent bas been de and they have been notified of the successll completion of the appropriate medical examination Drug Screening - Under the requirements ofthe Drug Free Workplace Act of 1988, the C&y of Lodi has been designated as a drugfree workplace. All offers of e~~o~ent will be co~~~t upon successful completion of a drug and alcohol ~r~~g. Appointnent - At the time of all c~didates will be required to execute an oath of allegiance and complete Form 1-9 - Emplo Ve~~~on in cornpbce with the ion and Naturahtion Act. United States citizenship is not required. All new appointees are required to successmy complete a probationary period of twelve months. ’ 1-3 is the first rate shown on the upon merit in acwrdance increases aiter one year ~te~~ until the employee has reached the maximum step. Holiday, Vacation, Sick and Admkktrative Leave - The employee is entitled to the leave according to the Memorandum of understand^ for the bargaining unit to which the employee belongs. On average the employee would received: schedule. Advan~ent to the higher steps of Salacy Ordinance and Rules for Personnel ion. Eli~~~~ for the &st merit increase is effective after 12 months and for additional mrit erage of 13 paid holidays per year. paid vacation annualiy, increasing with lengtb of service. -Mamgement positions receive 80 hours per fiscal year d ~~~ons receive 40 hours per fiscal year. Weawl Imance - Medical, Dental and Visions plans are available for employee and dependents. A portion of the premiums may be the employees’ responsihility. Life Insurance and insurance, and offers a Retirement and Deferred Compensation - The City of hdi is a member of the Public Employees’ Retirement System (P.E.M.) Lo& is not a member of the Social Security System. Employees may participate in a 457 Deferred Co~e~tion pro Flexihle Spending Account - Employees may participate in a Section 125 Flexible Spending Account Union Groups - The City of Lodi has the following nine union groups: - The City pays the full premium for employee and dependent He plan that provides up to appro~teiy 213 of an employees’ salary. Executive Management Confidential General Services M~te~ce & Dispatchers ~d-Mamgement Fire Intemtiond Brotherhood of Electrical Workers Police Note: The ~o~t~on presented on Employee Amy and benefits may be modi6e.d andor ~eements cmently under ne~ot~tions. 1-4 sifi tan Prepared by tiurnan Resources sifi n Prepared by Human Resources 1-6 n Prepared by Human Resources 1-7 Prepared by Human Resources I- a GET " A rmed to accomplish program objectives and goals. (See Function) 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 ~~~0~ spending, and Service delivery activities of a govemment are controlled. App~p~ation A legal authorization made by Council to make e~n~ures and to incur obligations for specific purposes. An approp~tion is usually Wed in ~ount and as to the time when it may be expended. ~s~sment ~ist~c~ Not a separate go constmction or fa public rove^^. entity, but rather a deiined area of land which will be benefited by the acquisition, r real property for use as a basis in levyins property taxes. For aU agencies in the State of C&o& assessed value is e~b~~ by the County for the seemed and ~ured property tax rob, the ut&y property lax roll is valued by the State Board of ~~tio~ Under Aaicle XI1 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 heal 1979 by rolling back values to fiscal 1976 levels. From this base of assessment, subsequent annual increases in valuation are limited to a ~~~ of 2%; however, increases to full value are allowed for property ~ov~n~s or upon change m ownership. Personal propeq is excluded Eom these li~tations, and i5 subject to annual reappraisal. Audit Prepared by an independent Certifed Public Accountant (CPA), the primary objective of an audit is to determine if the City's Financial Statements present fairly the Cay's financial position and result of operations in conformity with generally aceepted accounting principles. In ~~~c~on with their pe~o~~ of an audit, it is customary for an independent auditor to issue a M~~ement Letter statkg the adequacy of the City's internal controls as well as ~o~en~g ~rove~nts to the City's financial ~~ent practices. Benefit Assessm~nt or area accordmg to the hefit the parcel receives kom the ~p~ove~nt or services. Charges levied on parcels to pay for public improvements or services provided within a pre-determined district Bonds A form of borrowing (debt furancing) which reflects a written promise from the City to repay a sum of money on a spec& date at a specified interest rate. Bonds are used to hee large capital projects such as buildings, streets, ut&y ~~~~ure, and bridges. (See Debt ~~c~ and Revenue Bonds) 20 GET A hcid plan for a specified period of time that matches planned revenues and expndhes to mmicipal services. The City of Lodi uses a hc~ plan covering the fiscal year July 1 through June 30. the sole re~o~~~~ for adopting the Cis budget, and may amend or supplement the budget at any time after adoption by majority vote. The City Manager has the authority to approve admhktrative adjustments to the budget as long as those changes will not have a sidcant policy impact nor affect budgeted yearend fund balances. BM &e Inc opening section of the budget, the Budget Message provides the Council and the public with a gemd summary of the most hprtmt aspects of the budget, changes fiom previous fiscal years, and the views and re~~~tio~ of the Ciry Manager. ~d~et Policies General and specific guidelines adopted by the Council that govern financial plan preparation and administration. on businesses for the priviiege of conducting business within the Ci. The tax is ss receipts or levied at a fiat rate. A plan to provide for nance or ~place~nt of existing public facilities and assets and for the constmctions or ac ones. It sets forth each project or other contemplated expenditure in which the government is to have a p& and specifies the w1 resources estimated to be available to hnce the projected expenditures. ch result in the acquisition of, or addition, to fixed assets. FMnds used facilities other than tho unt for financial resources used in the acquisition or construction of major capital ed by Proprietary Funds and Trust Funds. (See Fund) capital hcilities and equipment. Cont~gent Aceo~~ Fund used cover a possible, unforeseen, or accidental occurrence. A Special Allocation form is to be ds ~~~ account to an o~~ting account to cover other unforeseen items. Cont~butions A kmsfer of fiuuis to the General Fwd in order to provide ad~~te funding for the Operating Budget. Also refkmd to as an "ln-Lieu Franchise Tax". as needed and to make current expenditures. The City of Lo& uses whose life will exceed the term of financing and where debt. (See Debt Financing Policy) debt financing only for expected revenues are wing funds inc General Oh~gation (G.O.) bonds, Revenue bonds, Lease/purchase ~~eements, Lease-Revenue bonds, Tax Allocation bonds, Certificates of F~ic~pation (COP'S), and assessment D~ct bonds. (See Bonds and Revenue Bonds) ebt Se~ice Payments of principal and interest on bonds and other debt ktmnents acmrding to a pre-determined schedule. Debt Service Funds This fund type is used to amount for the paym~t and accumutaion of resources related to general long-term debt principal and interest. (See Fund) A major organhtio operation or a group of the City which has been assigned overall management respomibility for an d operations witbin a functional area. ep~ciation of Gxed assets, other tban nod wear and tear. The portion of the cost of a hed expense during a ~~ic~ a~untmg period. In accounting for depreciation, the salvage value, is prorated over the esthated Senice Life of such an asset. Each period is charged a portion of tbis total cost. Through this process, the entire cost of the asset is ultimate& charged off as an expense. s are amounts set aside for planned actions and do not represent actual co~~nts. reserves. Reserves arise &om statutory requirements or actions atready taken by the Designated fimd City Council. the develop~nt of land or conditions required for the approval of a development project such as edication or ex~tion) of certain lands (or money) to specific pubk uses. The fees are typically jwt;tifed as an o&t to the future impact that development wiU have on existing cture. 1-11 Encu~b~nc~ Co~e~s related to en^^^^ F~ds This Fund type is used to account for operations that are: (a) financed and operated in a manner simiLv to private sector enterprises and it is the intent of the Ci lhat the costs (inclu~ depreciation) of providing goods or Services to the general public be tinmced or recovered p~~y through user charges; or (b) the City or an outside grantor agency has determined that a periodic determination of revenues earn4 expenses, and net income is appropriate for capital ~te~ce, public policy, management control, accountabiity, or other purposes. Four Enterprise Funds have been established by the Ci: Electric, Water, Wastewater, and Transit. (See Fund) rmed (ex~o~) contra& for goods or Sen;ces which are a legal obligation of fhds paid or to be paid for an asset obtained or goods and services obtained regardless of when is acWy paid. This term applies to all funds. Note: An enc~~ce is not an expendhe; and ~c~~ reserves funds to be expended. ditu~ Sa~gs the City's budgeting procedures, personnel cost projections are based on all positions being tilled throughout the year. Cost projections for maj purc~s and senice contracts are projected on a similar Mi; however, past experience indicates nhes are comktentiy less than budgeted mounts, due at least in part to this costing methodobu. Accor~iy, the Expenditure Savings is used to account for this factor in preparing fbnd balance projections. Fee A charge to the consumer for the cost of providing a particular service. City fee levies may not exceed the estimated reasonable cost of providing the particular service or facility for which the fee is charged pius overhead. F~anci~ PIan A parent doc~ent for the budget which establishes within the City for a two-year period. (See Budget) ement policieq goals and objectives for all programs g and ending period for recording *cia! transactions. The City has sp35ed July 1 to June 30 as such as land, h~d~s, ~~~, Wture and othm equipment. The City has e With an expected life in excess of one year and an acquisition cost in excess of $3,000. 1-12 art-time position converted to a iidl-time base. i.e., one person workkg Wthe would equate to 0.5 FTE. ounting entiiy that records all fjnancial transactons for specific activities or government functions. The eneric fund types used by the City are: General Fund, Special Revenue, Debt Service, Capital Projects, , Intd Service, and Trust and Agency. as Gnancial position, fund ce is the excess of assets over liabilities, and represents the ct of revenues and other fjnancing sources over expenditure and other financing uses. sing org~~tio~ (dep~e~~) boundaires and at accomp!.is& a major service. The six functions in the Cis Financial Plan are: Public Safety; eisure, Cultural and Social Services; ~~~ty Development; and General Gene~i Fund The spec ~ove~eiital purpo Fund) of the that are not allocated by law or contractual agreement to a for in . General Fund resources can be utilized for my legitimate the exception of subvention or grant revenues restricted for specific purposes. (See ts full faith and credit to their repayment of the issues. Sometimes from taxes and other general revenues. used to refer to bonds Gual A statement of broad directioR purpose or intent. ~nt~~al Service F~d A fund used to account for the goods and services provided to other departments or agencies of a government on a cost-reimbursement basis. Revenue received as interest from the investment of funds not immediately required to meet cash disbursement obligations. 1-13 GET GLOSS designed to re~b~~ City for costs of re~a~ activifies being bicycks, etc. Lio Ab etc) separately, along than line item budget, control purposes. lists detailed expenditme categories (salary, utilities and comxunications, materials and supplies, the amount budgeted for each specified category. The City uses a program rather ugh detail he-item accounts are maintained and recorded for hcid reporting and operation of the whole City rather than individual departments or programs that pertains to daily operatioas providing basic gove~~~ services. The prom budgets in the Fmcid Plan form the Ope~ting Budget. transfers of funds from one gove~nt~ fund to another gove~~ fund when part of the same reporting entity. An operating transfer is a legally authorized transfer between funds in w&ch one fund is responsible for the initial receipt of funds, and another fund is authorized to use the rmurces to hce its operating e~ndi~es or expenses. bg of related activities witbin a fmctional area (See Function and Activily) board of a municipality. It has the fnU force and effi of Iaw to which it applies, provided it is not in conflict with any higher form of provision. The daerence between an ordinance and a resolution is that the latter requires less legal fonmkty and has a lower legal status. repaid through a b-, contract, or agreement with a third party. ewe account used to that a portion of a fund’s balance is legdy restricted for a specgc purpose aad %, therefore, not ~prop~~tion. or nonroutine transfer of equity between funds - for example, e Fund capital by the General Fund, ~~ue~ retum of all or to the General Fund, and transfers of residual balances of discontinued funds to the General Fund or a Debt Senice Fd. 1-14 ._ ET GET GL urces, the use o ~unt~g, special ~~~ts are app is restricted by legal or contmtd r~~e~ents. In governmental assets arkiig out of debt in Enterprise Funds. ~enue Amounts received from taxes, i-ees, permits, liwms, interest and in~er-gov~~ sources during the fisGal year. Bonds sold to construct a project that will produce revenues pledged for the payment of related principal and interest. (See Bonds) Sales Tax d on retakrs for the privilege of seuing tangible personaJ property in California. Tax base eed by placing a lien on the real property, secured propem is that real propern in n the real property and personal property located thereon is sufiicient to assure pa~~nt ofthe tax to support services to ~di~d~ or to cover the cost of providing such services. ~enMe FMnds is used to account for the proceeds &om specific revenue sources (other than trusts or major ) that are legally restricted to e~n~~es for specific purposes. (See Fund) Snbve~tions Revenues collected by the State (or other level of gove~nt) which are allocated to the Ci on a fornula basis. The major subventions received by the City &om the State of California include motor vehicle in-lieu. and gasoline taxes. Taxes Colnpulsory charges levied by a government for the purpose of tbnckig seMces performed for the comn benefit. This term does not include specific charges made against p~~c~ persons or property for cment or permanent benefits such as special aswsments. Neither does the term include charges for services rendered only to those paying for such services. Trust and Ag~n~ F Also known as Fiduciary Fund Types, these hds are used to accounl for assets held by the City in a trustee capacity or as an agent , or other go ntal agencies. The fiduciary hds used by the City e trust and agency funds. (See Fund) uu As m which the value of eed by placimg a lien on the real property, unsecured property is that real property is not suf€icient to assure ~a~ent of the property tax. fa fee for direct receipt of a public Service by the party benefiting from the service kctor is a pubiic oriented measure which, whether stated in terms of effectiveness or efficiency, quantitatively demis how well a service is bei perf0 7101 7102 Nt-time employees with full benefit packages. e -- All tirne for which co~~tion is received greater than the normal workday or workweek ofU~er~~ or KSA rules. Overtime is paid at 50% above at time and 1/2 (1.5 * normalbase pay per hour). 7103 Salaries Part- emp -- Salaries for persons employed OD a part-time or seasonal basis who are paid and receive some benefits. ry -- Salaries for pmns employed by contract. 7106 Un~o~ A~ow~nee -- Uniform Allowance paid per MOU's. 7108 M 7109 Allowance for cost of employee meals paid per MOU's. e "- Additional compensation for education and certi6cates as covered h current 7110 Admin~t~~e Leave - Papent for ~at~e leave. 7111 ~o~pensation Insu ee -- The Cay's cost of co~ensation charges for worker's compensation insurance. ieal Insn~nee - The Cis cost 0~~~ premiums for employee health insurance. ental ~s~~nee -- The Ci@s cost of insurance premium for employee dental insurance. 7114 V~ion Care -- The Cis cost ofinsmce premium for employee vision care insurance. nee -- A mte for Medicare cost for aU employees hired after March 3 1,1986 based on 7117 ~e~bie Spending Adm~is ion chge per employee for flexiile spending Prow 7121 ~e~e~ Con~ribution -- The City's cost of PERS contribution for employees. ents - The City's cost of social security con~iution for employees. 1-17 -- The Cis cost of bwce premium for employee life imurance and disability insurance. su~n~ -- The Cis cost of insurance p~~ for employee unemployment insurance. 7126 Te~po~~ %ty, Worke~ Comp - Cost incd for payment ofteqorary disability and worker 7127 Pe~anent isabi~~, Wo~e~ Cornp -- Cost incwed for payment of permanent disability and pe~ent workers co~~tion claims. - The City's cost of inmce premium for employee long-tam disability insurance. ractie -- The City3 cost of insurance premiums for employee chiropractic care. 7201 Posta~e --Cost associated with mailing of City documents. h -- Telephone costs includes installalion cost in ion to telephone company T use for cost of equipment such as cellular telephones. 7211 EIectrie~~ -- The cost ofmonthly electricity billings. 7212 Gas -- The cost of mnthiy gas utw charges. DO NOT use for vehicle gasoline charges. 7213 Water -- The cost ofmonthfy water utilay charges. 7214 Sewer -- The cost of monthly sewer utility charges. 7215 Refuse -- "he cost of monthiy refuse hi&@. 7301 P~~~g, ~~d~g & up~eation -- Cost of printing, binding and duplicating of Ci documents. 7302 P~otaco 7303 A~ve~i~~ -- The cost of puhk or special notices placed in the newspaper or published in g -- Cost of copies made ushg copy macbines owned and operated by City. 1-1s -- Cost ~~~ed witb laundry and dry of City owed items (i.e. Fire 7305 Un~o~s -- Cost associated with purchase of uniforms and for the uniform allowance payments to employees for ~te~ce oftheir uniforms. ~ent -- Cost of equipment purchased as part of OSHA ~~erne~~ for safety SMPP~~ -- Supplies for general dep~ental operations with a value less than $3,000 per ooks and Pe~odic -- Cost of magazine subscriptions, new~a~s, professional publications and &ce bureaus. 7309 ~e~be~~ip 7310 Uneo~~~tibie Accoun~ 7311 CoUection Agen~y Fees -- Cost paid to private collection fum for fees associated with uncoliectible -- Cost of mCm~ip and dues for professional orgdations. ense -- Cost associated with tbe writing off of an uncollectible ac~ount accounts. - Cost paid to bank's for monthly service charges on City bank accounts. re -- Purchase of all additional or upgraded computer programs and software. s are to be included as part of the purchase price of the new computer. Cost associated with a one-day meeting or event (ie. business luncheons). This packing, mileage, tips and refreshments. 7315 Conferen se -- Cost associated with professional meetings, conventions, and special functions ot in a "ckssroom" atmosphere (ie League of California Cities). It includes the airfare, me&, registrations, lodging, taxis, buses, and other costs related to the travel owa~ee =- Tbis is used for auto ~ow~c~s paid. 7318 ~ic~~cbe ense -- Cost of having documents microfilmed. 1-19 the City. 7322 Rental of Equi eut -- Rental payments to vendors for rental of ~uip~nt not ow-ned by the City. iouai Se~ices -- Co~~ ~e~ents with in~~d~ or organizations hrn which the City receives services. Co~en~tion for persons paid an hourly or flat rate who work on an as needed or seasonal basis and who do not receive hnefrts. T~uspo~ation -- Payments for cost associated ~~D~-A-Ride taxi 7331 Repai~ to ~ach~e~ and E~uip~ent - Maintenance and repair costs to machinery and equipment other than vehicks. 7333 ~epa~ to V ides -- Maint~ce and repair cost to equipment that have a City vehicle nmbr assigned. 7334 Repai~ to uild~~ -- Mainte~~ and repair costs to buildings. 7335 Sublet S~~ice Cout~~ -- ~~te~ contracts with third parry vendors 7336 Car Wash -- Car wash costs for City vehicles. 7341 Fire Iusu~uee -- Cost of City fire insurance premiums. ouds -- Cost of City surety bond prc~~s. ee -- Cost of City personal Ii&i and prope*ty e claim. us~~uce Fee -- Cost of City rental insurance premiums. -- Cost of tires and tubes for City vehicles. e Fuel & Lube I- Cost of fuels used to maintajn and operate City equipment such as vehicles and ~~nerato~. This object code is d~~~h~ &om GAS (212) which is used to pay for mmal gas associated with utility costs. 7353 Jauito~a~ Supp~es -- Cost associated with supplies needed for performance ofjanitorial duties in Cay buildings. 1-20 7357 ~a~ nf P~ne~ - Cost associated with the care of prisoners ducati ion "- Cost of training statf is generally defined as meetings during which there is a ' atmosphere instruction on one or more topics. Training can be for one or more hours or may be for several month in duration. The cast of travel to and hm the training is kcl& in the total cost of the . Travel includes the &Eire, meals, regkations, lodging, taxis, buses, and other costs relate ding the train&. Training ki not generally in conjunction With annual or semi- annual professional or~~ion conventions or meetings. 7359 Small Tnnk & ~pment -- Costs of tools, fumihm and equipment with a value less than $3,000 per e ~ea~ - Cost of meats hr employees worhg overtime as covered in current Memorandum of Understanding. 7361 ~mplny~e 7342 Labo~tn~ Su~p~es -- Cost of chemicals and supplies used in laboratory 7363 ~~plny~ Phys~ tinns - Cost associated with employee relations. m~ation -- Cost that the Ciry reimburses the employee toward physical examinations as covered h current Memorandum of ~J~~stand~. 7365 POST Train -- Cost of Police OEmr training tbt is reimbursable to the City under the POST program 7366 Tu~tion ~eimbu~ement - Cost of college and post-graduate course work in compliance with the Tuition ~~~ent Policy. ~upp~es, ater ria^ & S~~ic~, NOC -- Small cost items that do not fall under any other 300 series category. 7399 u~pment -- The following 500 series numbers are to be used for individual pieces of eq~pm~t with a 1-2 I 7721 Acqu~ition of Land -- Cost associated with the Cily's purchase of land other than rights of way and easements. 7722 Rights of Way -- Cost associated with the City% purcbase of land for rights of way. 7723 E~ements -- Cost associated with the Cily's purchase of tand for easements. dings -- Cost associated with major repairs and acquisition of buildings. 7725 Other Stm 7726 Streets --Cost associated with repair and acquisition of streets. 7727 Curbs, eu~er sidewalks. ITS - Cost associated with mjor repairs and acquisition of structures other than buildings. -- Cost associated with construction and repair of curbs, gutters and 7728 Sanita~ S~er Lines -- Cost associated with construction and repair of sanitary sewer lines 7729 Water WeU Lmes -- Cost associated with constnrction and repair of water well lines, other tban those purchased with DBCP loan hds. ~a~waIT -- Cost associated with construction of underground lines and hardware. 7731 Storm st ins -- Cost associated with construction and repair of stom drk. Costs -- Cost associated with construction and repair of DBCP water wells financed with a loan. 1-22 ond Inte~t -- Bond ~te~~ pa^^ made by the Cky. ond Rede~ption -- Bond principle pa~nts made by the City. 8021 Donations -- Donations made by the Cky. 8022 Taxes -- Tax payments nude by the City. 8023 Re~nds -- Refunds issued by the City. 8099 ~pecial Pay ent NOC -- One time payments made by the City that do not f&ll within my other category. &view of PoEcies and n on Review 2001-02 Budget vs. Actual Discuss Budget Issue Budget ~~0~ to Dep Discussion on City D~sion on City Council Goals - DiscussiOn on S~ Cay Dep Ci COunGil &~ew of ~v~nue As I1s Ci Manager Review of Budget R~u~s Discuss Significant E UeStS DiseusS Bu~~ Scenarios s~o~ -mnhXd Discuss Fund Balance and release of I%& Budget Document City Co view of ~~3*05 Ci Gow~il Revievv of 2003-05 Adopt Fkd S GS I 1/19/02 1 1/26/02 1/02/03 1/6/03 1/15/03 1/21/03 1/28/03 2/5/03 2/10/03 2/17/03 2/19/03 3/03/03 4/02/03 4/22/03 4/30/03 5/06/03 5/07/03 6/04/03 611 8/03 611 8/03 1-24 GET P The two-year Financial Plan and ~udget covers two 12 month periods ~~g .My 1,2003 through June 30, 2004, and July 1,2004 througb June 30,2005. There are several goals associated with the pr~~tion and development ofthe City’s Budget document. First, the budget is a hcial plan ement tool. The document should assist staffin monitoring revenues and expenditures and in evaluating and services. Second, the Budget serves as an important reEerence do~t. It should provide Ci Comcil and the general public with extensive infarmation on the nature and scope ofthe municipal operations and services. Several City Council Shirtsleeve (public meetings) Sessions are held to review and/or adjust fiscal policies, goals and objectives that were adopted with the prior two-year Budget. In additioa several meetings are held to brainstorm major projects that Council, staff and the public would like the City to address in the upcodng two years. These projects are listed and ranked as &scussed on page B-27. Those projects ranked highest are Written up and included in the Budget document. issues budget instruction baoklets, projected personnel costs, and departmental year actual e~ndi~~es, current year approp~ion amounts, and space to input two-year budget doc~nt. The dep~n~ Ell out the forms with parti& suEcient ju~~c~tion for budget requests. Any requests for significant operatiag requests and capital requests are written up separately. All requests are returned to the Finance Dep~ment for as~mblin~ for the City Manager review process. All requests are reviewed and evaluated by the City Director, and Finance Director. The objectives of this phase are to: er, Deputy City Manager, Human Resources @ Ensue that the intent of all budget requests is understood and complete. 4 Gain greater und~ding of dep~~ goals, objectives and operations for the up mining two years. 0 Determine how proposed budgetary activities and associated changes are related to City- wide goals and objectives. + Develop ~~~ehe~ve ~o~ti~n and/or ~ue~ tion on on budgeted items. Various analytical techliques are utilized in evaluating departmental budget requests. Some of these include: analysis of workload and levels of services, evaluation of hiorid expenditure patterns, as well as review of dep-nM operations. 1-25 Under the direction Ci Manager, and with the assistance of the other Dqmtment Heads, County Assessor, and our S Treasurer prepare m initial projection of revenues for the on reasonable assumptions of revenue generated by estimated property values and current user fm, prior year trend analysis, and the most current ~o~tion from the State. , the Fhee D~~~or years. This projection IS er reviews the projections, and, if necessary, adjustments are made to the revenue es are then presented to Council. Dep~en~ review Fhcial Policies and requirements, and the After these to Cauncil at a S priorities are based on the City‘s req~em~ts, focus on ~t~ service levels, covering insmance and bond mg of manpower, supplies and equipment. er makes his final adjustments and these r~o~~tio~ are presented meeting) for review and co~n~. are made to the City er r~~nd~ budget if necessary. The Fmce Director prepares a f the Proposed Two-year Financial Plan and Budget document. ?%is doc~ent is presented to Council option at the second Council meeting in June. Under the City’s expenditure limitations, total ~xpend~l~es cannot exceed the hal appropriation once the Budget is adopted. City can amend the total appropriations for an individual knd. To guarantee compliance with the enditure ~tatio~ however, when one fund’s total appropriation is increased, another fund’s app~pri~tion must be reduced by an equal amount. ~endments to fund total appropriatio~ require Council approval. The City Council may also approve the transfer of ap~ropnations within funds. This occurs most ollen in the case of Capital Improvement Projects, where savings in one project are transferred to another project. The Council also gives the City Manager authority to transfer appropriations within funds. These budget transfers are documented on a Special Allocation form, and approved by the Accounting Manager, Finance Director and City M~dg~r. These a~t~ative budget transfers are made by jo& entry and tracked the City’s co~ute~ed 1-26 S The budgets of general type basis. Briefly, this expenditures, bnt revenues are reco The Enterprise Funds (Electric, Water, W~ewater, Tmsit) also recognize expenditures as encmbmces when a commitment is made (e.g., through a purchase order). Revenues, on the other ha114 are recognized when they are obligated to the City (for In all cases in the General Government Funds and Enterprise Funds when goods and services are not received by year en& the encmbmces lapse. The Comprehensive Annual Fmcial Repart (CAFR) shows the status of the City‘s finances on the basis of “generally accepted aceo~ting p~ciples”(GAAP). In most cases this conforms to the way the City prepares its budget. Exceptions are as fbllows: + Copmated absences to be liquidated with expendable available financial (for example, the General Fund itsew are prepared on a modified accrual le, o~~~~n~ purchase orders) axe budgeted as and available. , water user fees are reco as revenue when service is provided). resources are accrued as + General staf€ and a~~ive charges are reco as direct expenses of the Enterprise Funds on a GAAP Ixlsis as opposed to Gig accounted for and funded by operating transfers into the General Fund from the Enterprise Fund on the Budget Mi. + Principle payments on long-term debt withh the Enterprise Funds are applied to the outsranding liabfity on a GAAP basis, as opposed to beig expended on a Budget Mi. e Capital outlay witbin the Enterprise Funds are recorded as assets on a GkAp basis and expended on a Budget basis. ) as opposed to beii expended when paid (Budget). + Depreciation expense is recorded on a GAAP &?is only. + The Library is show as part of the General Fund on a GAAP basis but on a Budget bask is shorn as a Special Fund. 1-21