HomeMy WebLinkAboutBudget FY 2004-2005r nd
I
. Dixon Flynn, City Manager
pared by the Staff
ofthe
City of Ladi
Lurry ~un~en, ~uyor
~oii~ ~eckrnan, ~uyor Fro
cock, Ci@ Cou
t Cornrni~~~
Plming Coinmission
Litmty Boxd
Arts Commission
Youth Commission
1-1. Dixon Flynn, Ci
Steve Scliwubuu~r~
Susan Blackston, City Clerk
Jerry Adams, Police Chief
Tony Goe~ring, ~nteri~ ~ur~ and R
Konradt Bartlam, Co~~~~ Develo
Janet S. Keeter, Deputy City Man
Joanne Narloch, Human Resources Director
Mike Pretz, Fire Chief
Richard Prima, Public Works Director
Alan Vallow, Electric Utility Director
To advire City Coun~i~ on ~udge~poI~ies
Site Plan and Architectural Review Committee
Recreation Comnmission
Senior Citizens’ Commission
East Side Improvement Cokttee
hibi bit A Page 1
~YSIS
get Review Team
H. Dixon Flynn, City Manager
Janet S. Keeter, Deputy Ci Manager
Janet L. HamiIton, Management Analyst, Administration
Joanne Narloch, Human Resources Director
Maxine Cadwallader, Revenue Manager
Jaffl~ ~rue~er, t in an re ~irec~or
Ruby Paiste, Accounting Manager
Coly Wadlow, Senior Accountant
~epa~ments
Jerry Adams, Chief, Police
Ann Areida-Nu&, Senior Services Coordinator, Comunity Center
Tony Goehriiig, In~~r~~ par^ & Rerreatioi~ ~irect~r, par^ & Recreation
Konradt Bartlam, Conun~mity Dev. Director, Community Development
Frank Beeler, Asst. Water~~e~dter Sup~tend~nt, Public Works
Susm Bjork, Mrtliagenicnl Analyst, Parks and Recicalion
Susan Blackston, City Clerk, City Clerk's OfFce
George Bradley, Street Superintendent, Public Works
Dennis Call- Fleet and Facilities Manager, Public Works
Kirk Evans, Senior Management Analyst, Human Resources
Tithi Fink, Transportation Manager, Public Works Transit
Betsy Candy, Management Analyst, Police
Me1 Grandi, Electric Service Manager, Electric Utility
Del Kerlin, Wastewater Assiaant Treatment Superintendent, Public Works
Ronnie Kramer, Finance Technician, Finance
Rob Lecher, Customer Programs Manager, Electric Utility
Steve Mann, Infomation Systems Manager, Information Systems
Nancy Martinez, 1,ihrary Services Director, Library
Tyson ~ordho~t, IS Prografflffler/Ana~st, Finanre
David Morimoto, Senior Planner, Community Development
Peggy Nicolini, Legal Secretary, City Attorney's OEce
Verne Person, Fire Division ChieE, Fire
Mike Pretz, Fire Chief, Fire
Richard Priniq Public Works Director, Public Works
Boris Prokop, Manager, Rates and Resources, Electric Utility
Gregory Ramircs A~~strative Secretary, Community Center
Steve Sch wabauer, inter in^ City A~orn~, Cia A~orney 's Of~ce
Jim Siemers, Building Inspector, Community Development
Tea Siivestre, Cofflffl~nity Center ~~rec~or,
Nancy Spinelli, Accounts Clerk, Finance
Linda Tremble, Administrative Secretary, Electric Utility
Alan VaUow, Electric Utility Director, Electric Utility
E~~ibit A Page 2
GET
B.
C.
D
E.
F.
G
H
City ~~nager
The City Manager as the chief administrative officer, provides the City Council and staff with general
direction in the development and formulation of the staffs budget recommendation. This includes:
evaluating and assessing current and projected issues confronted by the City; detemhing the demand for
services and facilities; identieng the concerns of the voters; assessing the current and projected financial
condition of the City; and determining the final staff recommendation.
~inance D~rector~reasurer
The Finance Director as the chief financial officer, is responsible for budget development and
administration. This includes: developing and issuing the budget instructions and calendar; advising the City
Manager on budget policies, including recommended annual target funding levels for fleet funds; reviewing
budget requests to ensure they are complete and accurate; preparing the preliminary budget
recommendation for review by the City Manager; and, publication of the approved budget.
The Public Woi-ks Director is responsible for preparing the City's Capital Impr-ovement Budget (C.lB) and
the City% Equipment Replacement Schedule (ERS). In this capacity, the Public Works Director works
closely with the Electric Utility Director to prepare an integrated CIB and ERS in recognition of the unique
responsibilities and scope of services offered by the Electric Department.
Depxtment Directors are responsible for preparing their operating budget requests and capital budget
requests in accordance with the City's budget instructions
Meet Com~i~ee~
Fleet committees were estahlished to serve the City Manager in aU vehicle-related matters to include
budgeting, acquisition, disposition, assignments, vehicle operations, maintenance and insurance
Failure to Adopt
If the City Council fajls to adopt the budget by July 1 of each year, the City Council may elect one of the
following courses of action until passage of a budget and the appropriation of funds (1) Provide the City
Manager with Continuing Resolution Authority to allow continued services at expenditure levels not
greater than those levels approved in the prior year budget, or (2) Require staffto obtain prior approval for
the expenditure (disbursement) of te~~Is and services in aess of $S,OOO per c~n~~c~ or ~urch~e
order
N AGE~ENT
A The City will seek to maintah a diversified and stable revenue base to protect it from short-term fluctuations
in any one revenue source
~:~~~~~~ii age I
GET
B. To emphasize and facilitate long-range planning, the City will project operating revenues for the succeeding
five years.
The City will make all current expenditures with current revenues, avoiding procedures that balance current
budgets by accruing hture revenues, rotling over short-term debt or borrowing reserves of one fund to
another.
C.
A. Recreation service cost recovery goals are addressed as an integral component of the Cityk annual
comprehei~ive user fee analysis process. It is the City's goal that a minim of 35% of the total cost ofthe
City's recreation and 40% of thc total cost of tlis City's community center piog~ams should Ix: necovcicd
through fees and charges for recreation activities and the use of City facilities and equipment. In achieving
these overall cost recovery goals, the following guidelines will be used:
1.
2.
Cost recovery for activities directed to adults should be relatively high gnot at 100% of cost.
Cost recovery for activities for youth should be relatively low
Although ability to pay may not be a concern for all youth and senior participants, these are desired
program activities, and the cost of determining need may be greater than the cost of providing a
uniform service fee structure to all participants. Further, there is a community-wide benefit to
encourage high-levels of participation in youth recreation activities regardless of financial status.
For cost recovery activities of less than 100%, there should lx a differential in rates between
residents and non-residents.
3.
4. These policy guidelines are suificient in thenwlves in providing direction for setting the recreation
and community center fees. Although these targets may be internally usefir1 in administering
recreation fees, the City's management should have as much flexibdity as possible in setting specific
activity fees as long as they meet the objectives and criteria provided above; however, the
Recreation Department and Community Center Wiu prepare and submit a summary of internal cost
recovery targets to the City Manager for various activity categories at least annually.
B. Charges will be assessed for use of room., pools, gymnasiums, ball fields, special use areas, and recreation
equipment for activities not sponsored or co-sponsored by the City. Such charges will generally conform to
the fee support categories listed above.
The Recreation Department and Community Center may waive fees with the approval of the City Manager
when it is determined that an undue hardship exists or when in the best interest of the City.
C.
E SE FEES AN TES
A. The City will set fees and rates at levels which My cover the total direct and indirect costs; including
operations, capital outlay and debt service, of the following enterprise programs: electrical, water, sewer,
and tmxit.
B. The City will annually review and adjust Enterprise Fund fees and rates as required to ensure that they
remain appropriate and equitable; and to stem large rate increases.
BEES AN TES
A. Ongoing Review
Fees and rates will be reviewed and updated on an on-going basis to ensure that they are correct and
appropriate based on the changing needs of the cointnunity, i.e. economic concern, social issues, public
Sxfety.
B. Gen~~~ Conce~ts ding the Use of Service Fees and
The use of fees and rates should be subject to the follovving general concepts.
1.
2.
Revenues normally will not exceed the reasonable cost of providing the service.
Cost recovery goals should be based on the total cost of delivering the service, including direct
costs, departmental administration costs, and organization-wide cost such as accounting, personnel,
data processing, vehicle mai~te~ce and insurance.
The method of assessing and collecting fees should be as simple as possible in order to reduce the
administrative cost of collection
3.
4. Rate structures should be sensitive to the "market" for similar services as well as to smaller,
inliequent users ofthe service and the influence rates and fees have on economic development.
A unified approach should be used in determining cost recovery levels for various programs based
on the factors discussed above.
5.
C. Low Cost ~ecove~ Se~ices
Based on the criteria discussed above, the following types of services should have very low cost recovery
goals. In selected circunstances, there may be specific activities within the broad scope of services provided
that should have user charges associated with them; however, the primary source of hding for the
operation as a whole should be general purpose revenues, not user fees.
1.
2.
Maintaining and developing public facilities that are provided on a uniform, community wide basis
such as streets, parks and general purpose buildings.
Delivery of social service propms and economic development activities.
1. Fee surveys should never be the sole or prhq criteria in setting City fees. There are my factors that
affect how and why other communities have set their fees at their levels. For example:
a. What level of cost recovery is their fee intended to achieve compared with Lodi's cost recovery
objectives?
b. what costs have been considered in computing the fees?
c. When was the last time that their fees were comprehensively evaluated?
d. What level of service do they provide compared with Lodi's service or perfonnance standards?
c. Is their rate structwe significantly diEercnt thm Lodi's and what is it intended lo achieve'?
Surveys Comparing the City's fees to other coimnunities are uselk1 background information in setting
fees for several reasons:
a.
2.
They reflect the "market" for these fees and can assist in assessing the reasonableness of the
City's fees.
If prudently analyzed, they can serve as a benchmark for how cost effective the City provides
services.
b.
These are ditficult questions to address in fairly evaluating fees among different cities.
E~NUE
The Council rccognizes that generally accepted accounting principles for local government discourage the
"earmarking" of General Fund revenues, and accordingly, the practice of ewmrhg General Fund revenues for
specific programs should be minimized. Approval of the following Revenue Disrribution policies for 20~4-U5
does not prevent future Councils from directing General Fund resources to other hds and activities as
necessary.
transportation programs - in conjunction with other State and Federal grants for this purpose, will be
self-supporting from 'IDA revenues. As available, TRA funds will also be used for street maintenance
projects.
Enterprise Fund Allocations to the General Fund
1. The goal of Proposition 4 is to limit growth in appropriations of both state and local government to
changes in the cost of living and population in order to control spending levels. Proposition 4 further
describes the difference between "tax proceeds" and fees. Tax proceeds are the revenue from
regulatory licenses, user charges and user fees to the extent the revenue exceeds the cost of
providing the regulation, product or service. (This includes transfers from an enterprise fund to the
extent those funds exceeded the cost of providing the services).
2. As discussed above, the knds transferred from the City's enterprise funds to the City's General Fund
arc '%-Lieu of Taxes" to the extent they exceed the cost of services provided by general services
(accounting, personnel, legal, insurance, etc.). These taxes will be levied based on prior year
revenues as follows with ch~nges in .fu~re yem to coincide with tlte w~~~v~st~vater rate
incre~s~ ~ppr~ved in April 2~~04;
D.
2004-05 2~~5-06 2006-07
In-lieu of Tax - Electric 1 2YO 12% 12%
In-lieu of Tax - Water 12% 9% 9%
In-lieu of Tax -~~~~~~er 11% 9%
E. Special Revenue Allocations to the General Fund
Revenues the City receives for specific services (i.e. vehicle tow charges) will not be designated for use
by an individual department uiiless required by statute or approved by the City Council. When required
by statute (i.e. asset seizure), these hnds will be kst allocated to the purchase of necessary and essential
equipment and/or services prior to purchase with General Fund resources.
F . Grants and Donations
Council must approve applications for grants or acceptance of donations containing restrictions that may
have an impact on the budget.
Use of Community Development Block Grant (CDBG) Funds
Each year, the U.S. Department of Housing and Urban Development (HUD) awards cities grants to
carry out a number of community development activities in an effort to revitalize neighborhoods,
foster economic development and improve community facilities arid services. Lodi receives those
grant funds in a formula-based allocation to use to address identified community development
needs.
G.
A"
B.
C.
D.
The City should maintain hid balances of at least 15%, (~~~u~ci~~~~e~~~/e ~~~~~ the s~~~ruj~~
of ~uj/abig reso~rses) of operating expenditures in the General Fund as well a.. the Electric,
~~~~ufer, and Water Funds. This is considered the minimum level necessary to maintain the City's
credit worthiness and to adequately provide for:
1..
2.
3. Cash flow requirements.
Economic uncertainties, local disasters, and other financial hardships or downturns in the local
economy.
Contingencies for unforeseen operation or capital needs.
The City will establish and maintain an Equipment Fund to provide for the timely replacement of vehicles
and capital equipmenl. This includes items with an individual replacement cost of $3,000 or more. The
minimum fund balance in thc Equipment Fund should allow for annual fluctuations in expenditures while
maintaining a level iuvlual transfer and allow for emergency replacement purchases. The annual
contribution to the Fund will generally be based on the annual "use allowance" which iy determined
based on the estimated life of the vehicle or equipment and its original purchase cost. Interest earnings
and sales of surplus equipment as well as any related damage and insurance recoveries will be credited to
the Equipment Fund.
The Council may designate specific fund balance levels for hture development of capital projects which
it has dctemkd to be in the best long-term interests of the City.
In addition to the designations noted above, hnd balance levels will be sufficient to meet funding
requirements for projects approved in prior years which are carried forward into the new year; debt
service reserve requirements; reserves for encumbrances; and other reserves or designations required by
contractual obligations, state law, or generally accepted accounting principles.
A. Investments and cadi management will be the responsibility of the City Finance Directornreasurer or
designee.
The City's primary investment objective is to achieve a reasonable rate of retum while minimidng the
potential for capital losses arising ikom market changes or issuer default. Accordingly, the following
factors will be considered in priority order in determining individual investment placements:
B.
1. Satety
2. Liquidity
3. Yield
200 GET
C. Regular employees will be the core workforce and the preferred mem to staff ongoing, year-round
activities rather than independent contractors. The City wi!l strive to provide fair compensation and benefit
schedules for its authoiked regular work force. Each regular employee will:
1. Fill an authorized regular position
2. Be assigned to an appropriate ~rga~llg unit or representative group.
3. Receive salary and benefits consistent with labor agreements or other compensation plans.
D. To mage the growth of the regular workforce and overall staffing costs, the City will follow these
procedures:
1. The Ci Council will authorize all regular positions except in the case of the Library which is governed
by the Library Board.
2. The IIuman Rcsourccs Department will coordinate the liriu~g of all employees and evaluate the
reallocation of existing positions.
3. All requests for additional regular positions will include an evaluation of:
a. The necessity, term, and expected results ofthe proposed position.
b. Staffing and material costs including salary, beneli(s, equipment, uniforms, clerical support, and
c. The ability ofprivate industry to provide the proposed service.
d. Additional revenues or cost savings which may be realized.
facilities.
4. Periodically, and prior to any request for additional regular positions, programs wiU be evaluated to
determine if they can be accomplished with fewer regular employees under a "productivity review".
Temporary employees are employees other than regular employees, elected officials, and volunteers
budgeted in hours. Temporary employees wiIl augment rcgular City sta&g only as Limited term
employees, seasonal employees, emergency, intermittent, contract employees, and interns. The City
Manager Will encourage the use of temporary employees to meet peak workload requirements, fill
interim vacancies, and accomplish tasks where less than regular, year-round staffing is required.
Contract employees wiU be defined as temporary employees with written contracts approved by the City
Manager who may receive approved benefits depending on hourly requirements and the length of their
contract. Contract employees dl generally be used for medium-term (generally between six months
and two years) projects, progams, or activities requiring specialized or au~ented levels of stafIing for a
specific period of time. The services of contract employees will be discontinued upon completion of the
assigned prqject, program or activity. Accordingly, contract employees will not be used for services that
are anticipated to be delivered on an ongoing basis, unless the Cify is ~per~enciflg economic
unce~ainties wjih he possibifi~ of layoffs. Un~e~ such cireu~tanc~, the con~act p~si~ons may be
~~en~e~ as neeessa~ to keep in chec~ the number of permanentpos~~ons.
E.
F.
Revised 6-15-04
2004-2005 FINANClAL PLAN AND SlJMMARY
CHANGES IN FUND BALANCE - GENERAL FIJNU
RC?Vc""es
RW~OUCS
Licenses and Pennits
Fines and Porfeiturcc
Investmentffiopeity Revenues
Infergoumnenv~l Revenues
Service Cliarp
Oilier Revenuc
Totai Revenne
Expenditiires
Operllting Progrsms
Public Safely
Transportation
Leisure, Ciiltuial and Social Services
Community and Economic Development
General Government
Total Operating Programs
Bulk Poser Purchase
Other Purchases
Capital Projects
Debt Service
Total Expenditurcs
RevenueslExpenditures (OvcrNnder)
Other Soww (Uses)
Operaling Transleis In
operaling Tmnsfcis Out
Otller Sources (lises)
Total Other Sources (tisees)
Fund Balance Beginning of the Year
Adpstmenl to Fund Balance
Fund Balance End of the Year
Kercned for Debt Service
Designated Reserve
Unreserved
Totnl hmd Bnlanrc
19,447. I99 10,2 1 3,654 2 I, 160.890 21.1 60,8W 2 i ,950,230 I .88 I ,695 23.83 1.925
1,464,450 1,66~2 i,sss,905 1,555,905 1,586,315 1,586,115
743,058 746,857 811,000 81 1,090 763.945 763,945
500,058 217,171 776,?60 (444.380) 331,880 776,260 (444.380) 331.880
4,145,331 4,056,961 (69,000) 3,987,961 4,291.718 4,059,062 4,145.331
1.738.806 i.867.525 I .8 14,930 (148.600) 1,666,330 2,353,060 (387,640) 1,964,420
i38,294 129,858 117,250 119,250 121,215 I2 1.235
28,323,581 28,903,529 30,383,656 (592,980) 29,790,676 31,606,806 980,675 32,587,481
i 3,132,941 13,530,180 15229,994 (360.285) 14,864,709 16,866,399 (678,918) 16,187,481
1,817,284 l,998.381 2,072.270 (521) 2,071,749 3,158,690 (31,288) 2,127,402
4.082.832 4.397.605 4670.221 t198.4591 4.471.762 4.794.851 (333.8631 4.461.988 ..
3,152.561 3,190,093 3,289,410 (318.976) 2,970,434 3,557,270 (406,055) 3,151,215
7,788,217 8,701,782 8,975.052 (340,238) 8,634,814 9,476,549 (914,408) 8,563,141
29,973,835 31,818,041 34,?36,947 (1218,479) 33,018,468 36,853.759 (2,363,512) 34,490,2?7
29,973,835 31,818,041 34,216,947 (1,218,479) 33,018,468 36853,759 (2,363,532) .14,490,227
(1,650,252) (2,914,512) (3,853,ZYl) 625,499 (3,227,792) (5,246,953) 3,3M,Z07 (1,W2,746)
4,897,694 6,963,138 6,375,492 1,1lb,WO 7,491,492 6,380,?27 2,202,028 8,582,255
(4,288,392) (5,842.729) (4,490,867) (470.525) (4.961,39?) (4,490,867) (828,66?) (5,319,529)
300,ooO 1,530,001 (1,154,413) 1,375,588 2,701,404 (1,027,267) 1,674,137
609,302 1,4Z0,409 4,414,627 (508,9381 3,905,689 4,590,765 346,099 4,936,864
3,629,228 3,588,278 1,642,505 (1,548,471) 1,094,034 3,203.841 (1.43i.910) 1,771,931
2 288,278 1,094,175 3,203,841 (1,431.910) 1,771,971 2.547 652 2,258,396 4,806,048
1771 931 2,547,652 2,258,396 4,806,048 2,588,278_ 1094175 , , a A
8 6% 3 4% 9 4% 5 4'6 6 9% 139%
Exhib~t C Page 1
CIiAUCFs IN FUND B4L4NCh IJRRARY RUND
1,12R,134 1,238,268 1,2x4,a4s
63,154 56,236 59.00(1
15.~7 4,313
223.557 160,329 in7.5m
70.032 28,219 4.010 4,1J30 4,030 4,030
un6,m 1,487,447 1,4555,375 1,455,375 152K,R15 (qnnj 1,pg1,69s
l,li7,6M 1,166,686 1,258.MS {Y,ZOU> 1,za.a~ 1,3IXI485 (32,111) 1,267,574
1,157,fiM 1,166,686 1,258.0gS [1,2rX) 1,248,885 1,3(XJ,485 (32.911) 1,267,574
144,906 83,665
1,302970 1,230,351 lP8,0R1 19,200) 1,24R$ru 1,300,483 (32,911j 1,267,574
IUd,154 L?7,uY6 197,290 9,204 206,490 ZtK,WU (12,2Wj 216,121
2,715
(114,712) (129.634) (171.915) (173,911) (173.n5) (173,915)
(1149% (129,&331 (173,9155) (173,915j (173,9151 (173,PU j
440.M7 527,244 620,494 5,212 634,70(, 652,869 14,412 hC7.281
227,244 634706 652 860 14 412 667 281 707.285 2 201 709,487
652,869 14,4112 707,283
Exhibit C Page 2
2nd Revision 7-21-04
Id I.kxl&w" 6 .. 15 04 .. 2UU&20ol IUNANCIAl. PLAN Am SUMMARY
CHANGES IN FUND BALANCE. r*rll'ht. OLTLAY FLTND
F.CVC"UM
Tan Revenua 1,692.200 1,827,432 l,921,265 1,927.265 2,062.11s (2,062,175)
1.icmw andEQmiLs
Pinee and Fiideime~
Invcsrmen@ropan/ Revmurs 607,424 520.585 14,540 24,540 24.540 24,540
S-ce Charga 807.994 2.286.281 2,408,360 2,408,360 2,099,340 2,099,340
Othcr Rewnue 1,055,731 215,080 150.m 150,ooO 150,wO 150,OW
bfagommtal Rcwolrs 4,256,051 24,~n 1.115,430 i.iis.43n 1,250.ooo 1,250,000
Total Kwmue 8,419,402 4,M4,218 5,625,395 5,625,595 S,386,M5 (3,052,175i 3,523,880
Expendilures
opaating PiOgiKnS
Public Way
Public Utilities
FundUnlenreBeginnlng dlhcYear
~xhi~it C Page 3
5,211,183
5,271,183
3,1Jy,219
4,573,952
(4,899,026)
13,395,749
13,M0,6l5
3,159,294
39JW
39.494
9,367,650 416,550 (1.430.088) 7.362.336 1,919,550 1,919,550
%mn,144 416,310 (l,430,088) 7362,396 1,919,550 1,Y19,550
(902,926) 5,209,0,045 1,430,088 (1,736,801) 3,aM;,5sos i2,@63,17S) i,m,m
I982 1x0 350.m 265.177 615.111 150.m 135U~m) ~. . ,.,
(4,168,097) (1,954.994) (I,~KX,XS~) (3,498,846) i2.159,954) (2,616.MX1) (4775,941)
9.067 (n9o.m) (890.OOO)
4,932.279
(2,175,850i (1,6049J4) (2,013,675) 1,158,610 (1,809,954) i2,966,oM)) i4,775,9541
iwx.in8 4,587,909 8,191,960 3,928.261 12,120,221 8.iio.sm IZ,~?XCIZ
l.619.480 1,679,480
12,698,412 8,191,960 2.24n.781 10,440,741 IO.h18,511 (2,179,394) 1,269,117
3,923,261 (1,09?,914) 4948,597
Rcvrse<I 7-21-04
ZWbZ005 ElNALIClAL PIAN AND SlikIMARY
2,115 2,266
1,846,181 36,645 1,750,000 :1,710,633) 39,367 1.75o.m (1,iinmj 39,361
1,848,853 38;911 1,730,000 (1310,633) 3Y,367 1,7so,wo (im,w 39,367
28,JXX 75.622 4x,ooo
___I___
DehS Serviot
rotat Ezpend,Lurr- m,8m 7W.2 48,000 48,000
Kr"m"dExpa"d,l"re9 1O"rdUndei) 1,820,010 136,7111 1,702,644 (1310,633) 18,633) 1,7SO,OlM 11,710,633) 19,367
(1,5M,6SOj (329,Rm) (1.816,lSbj 1,750OW (66,156) (1,816,156j 1,750,WJ (66,156)
6R.405 68,405 26,7911 26,790
l'mcccds IroinDebtFmmmg
Total OLbrr Sources RJs4 11,502,690i (329,802) 11,816,136) 1,818,405 a249 m16,im 1,776,790 (393663
Fund Belanoa Bqiejnning d the Yew 55,537 172,897 1Y3.774 193,774 79,618 107,772 187,390
372,Xyi 6,384 79,618 107,172 187,390 13,461 173,929 187,390
173,929
Exhibit C Page 4
616,117 849,670 i,m~,iin l.!%Q,IIP I,OK9,110 I,NY,IIO
616,167 849,670 1,M(9,110 l,Os9,IlO 1,089,110 I,Os9,llO --
~xhibit C Page 5
23,402 0,840
626,712 115,924
650,135 342,Rld
467,571 iS3,LZS
Mi7,Sil 153,828
101,530
461,571 US,358
1R2,3&3 H7#6
39,748 9,891
(41.224) 07,671)
il,ilBll (67.78~)
,87,8M 368,890 ?88,SM 388,566 388,566 388,566
188,566 388.566 188,566
388,566
Exhibit C Page 6
rn8'bZ
P98'PZ
Told Fund Widenre
Exhibit C Page 8
28,054 15.597 9,830 'i.830 10,220 10.220
4,617,781 6,140,820 S.917.845 5,911,xa 6,187,lhS 2,u0,000 8,187,165
345.795 2.990,3411 us,m 245,000 249.m 249,lN.K
4,991,&?4 9,146,757 6,172,675 6,112,675 6,866,3113 Z,MU,WU X,WJRI
2,505,539 2,536,719 3,215,ilm (93.285) 3,122,515 3,199,415 (41,094) 3,157,421
2S05,SJO 2.536.719 3,213,RW (93,285) 3,122,115 3,199,415 (41,994) 3,157,411
49,925 37,185 37,335
6,401.0lS 2,625,9330 2,62S,930 4,014,840 do(iS00 4,820,340
2,732,822 11,262,655 6,105,614 (93,285) 6,012,329 1,446,mL 75n,506 n,zob,szs 227.283 2,324,861 220,699 226,699 226,767 226,761
2,23s,n1z (2,115,R9n) 67,Wl 933B 16of46 1999,637) 1,241,494 ZII,SS7
312,563 40,646
~l,l86,2Iiu! (913,767) (~"2,sw) (17,935) (920,"3) (9m.S") @8,791) ('>3l,:,ou)
IS,II~,WI) 3,49737 w,sun) (17,93S) (!nU,44% lSrn,5sar) !6R5,192) (Y87,7uu)
994,107 133,818 2,186,141 (ii74ivi) 1,511,337 1,650,694 (895,454) 755,?40
(2,245,121) 1,370,50? 6m,m (65f,,rn, (56,4003 3.rxn.m *
133,848 1,51537 1,650,689 (R"S.449) 755,240 34,549 (329.152) 9.397
755,240
Reviad 7-21-04
200430M BINANCIAL PIAN AbD SUMMARY
211,760 3w.m 205,645 59,029 264,671 205.645 244,937 45(1,582
1391,091 0,919,475 6,652,250 664.128 7,316.578 6,1158,300 2,116,478 8,974,778
754,m 293.457
5,176,774 7,516,956 6,SSt,SS 723357 7,581,252 7,m,945 2,161,dE 9,425.360
3,774,025 3,527,937 3,adx,i1s 311,676 4,200,021 3,937,305 309,796 1247,101
1,774,025 3,527,937 3,848,145 344.h76 4.2M.021 3,937,305 3119,796 42J7.101
.. . .,- .. . ,..
(1,881,645) (l,WO,ZUO) (1,099,716j (42,860) (1,142,576) (1.099,716) (64.578) (l.lM.294)
(2,50J.363! 1,69*,U62 (49,350) (49.350)
13$11,6131 74SfOl 16SW.284 14.732,ldO 31,152,424 (l,099,71@ 1113,928) (1,211,644)
lB,irXi.T"o 14,295,033 32,295,WO
2,733,795 2,178,979 33U.151 z,six,iiu 1,091,593 3,137,622 4,428,215
.. .. .. ..
602,732 6D2.732
- xeul EmUwng
Exhibit C Page 10
Fund Ralnnec End of the Yen?
Rw-d for Dehi Sewce
l1,14X,hU6 11,679,473 11,862,020 (544,026) 11,317,91J 14,463,990 (130,251)) 14333,740
1,. 148.606 iL679.473 13,862,020 (544.02fij 13,317,994 14,463,990 (130;25Oj 14,333,740
12,375,1116 '30,772,425 3?,7?3,Wo 32,723,OW 32,650,000 32,650,iXB ios.(xu iOS.OW
3 040 133 5,902,700 5,9m,700 5,734,590 5,734,590
2,459377 7,64777 7,920.m 7."20,3(1( 6,317.569 4317.569
65,9R3,lZ9 sJ,ia,nin 6n,rMu,oz% (544.M6) 39,864,Om 39,211,149 (130350) s~,ido,8w
508,m3 41.213
(3.~66.235) p.9rn.mij (4,447,49? 19g.643) (4.5N.142) (4,447,499j 633,113 (3,814,386)
4,266,968 (4,431,804) 7,3M,OW 7,300,000 s,Jou,m (373,650) 3,(n6,35O
11,653,507 2,931,555 5,902,?00 5,90?,700 5,734,590 5,714,590
13,162,623 (4,5S4,M1) 8,753,201 (w,~ n,655,558 4,687,wi 259,563 4,946,554
5,385,778 2,423,171 4,J71I,OIR (3,698,430) 7ii.588 5,975,166 (3,254,1%7) 2,721,110
2,423,175 711.5xx 5,911,166 (3,254,(ulj 2,721, I19 5,222.3R3 (2,864,334) 2,358,049
171388 2,558,049
Exhibit C Page 11
(137,MI) (44.774)
3,443,392 1,9m,933 2,693,105 315,392 l,rn8,797 2,693,405 315,392 3.iioR.797
234,200 203,M 250.m 25u,o*> 261,ouO 261,1r*
347.u41 1,624444
3,887,622 3,866,649 2,9&,4n5 31%~~ 3,258,797 z,wvos 313,392 3,269,797
2,3w,4m 2,4?4,765 2,419,430 2,410,430 2,5422.285 2,142,285
2,306,402 2,474,765 2,419,430 2,419,410 2,512,285 2,542,285
175,m l75,wO iwxw 175,wO
2,363,513 55,m 55,mi Z38.W 238,MK)
2,306,402 4,838,278 2,649,43@ 2,64Y,&O 2,935,285 2,95sw
i,m,zzn (971,6291 293,975 313.w 609,367 (%@I 315,392 314,512
(2,66R,%l) (2,668,961) 0 (IW,625) (lW.625)
Exhibit C Page 12
Revised 7-21.04
2W&ZOO?. FINANCIAL PLAN AND SUMMARY
CHTANGBX 1% FUND BALANCE. BEX&PITS FUND
(17,'W*) (10.Y14)
177.Y45 112,261 28'040 252,369 536.6CB 294,WS 67,325 361,330
373yn 314,598 ?84,240 264,124 548J6d z94,ws 65323 361,330
32,621 i3.449 11,755 11,715
i,lY0,451 3,907,191 4,556,Y25 4,556,915 5,,59,,50 5,,59,150
3,1W,451 3,901,141 4,556,925 4,556,925 5,159,150 5.159.150
3,l~,dJ1 3,967,191 4,556,925 4,336,925 5,159,150 S,1SY,150
(3,016,9283 (3,592993) (4,27?,68J) 2m,124 i~m,.561) 14,865,iw 65,323 (4,797,820)
3,023,472 1,991.CB7 3,741,722 510.955 4272,677 3,741,722 1,183,411 4,925,133
3,W3,PYS 3,647,617 3,741,722 S30,BS 4,485.91Y 3,741,722 I,la3,411 P,925,IU
(128,M9)
(14977) (254'831) 213,242
(606,4621 :619.895: 2,746,392 (3,35l,L63> (604.671) 2.215.UY (2,312,742) (127,313)
(619 695) ,6091171) 2 215.429 (2,142,742, (127,3131 (1 092 ixffi) 0
<1,092,~) O
Exhib~t C Page 13
RovsPlt 7-21-04
2004.20oS FINANCIAL PLrIN 4ND SlMMARY
CHANCES IN FlJNI> BALANCE. 5Bl.F INSlIIlANCE FUND __
91,684 17.420
I30,iYS 122,147
162,7CB 3111,657 2W.OOO ZIK1,UO 21l0,oOo 2M.W
384,787 430,224 200,000 200,wo 200,000 zao,wo
2,060,552 2,194,382 2,711,980 1W,W 2,811,980 ?,X62,500 m0,sMJ) 2,732,oW
2,060,152 2,194,382 2,711,980 100,oW 2.811.980 2,862,500 rliQ5W~ 2,732,wO
2,oaO,552 ZJDkl82 2,711,980 I00,wo 2,811,980 2,8623500 (130,SW) 2,731,000
(1,673,765) (1,764,1%1 (2311,980) (lW,O00) (Z,611,9RO) (2,662200) 130,500 (2,531,000)
<13Q5U,) ?,1%1,*10 nm.795 1.41V.795 2,711,980 ,m,m ?,L11.980 2,711,980
(69."52! 103,275 (130,500) 2,581,580
728.74 i,riiwn 2,7n,m 100,000 2,831,980 2,711,980
2,535,894 1,59%,872 1,365,784 1,365,784 1,565,184 1,565,784
Exhibit C Page 14
Revised 7-21-04
2IlMZWS FINANCIAL PLAN AND SUMMARY
CHANGES IN FLWD BALANrE. VRFlICLh Br EQUJPMENT REPLACEMENT FUND
Fund RalnnceBeginning dtheYoar
820,772 5S9.222 255,000 255.ouo 300.m 3w.000
55.500 55,500
738.189 550,079 310,000 130.W 375,000 375,000
(R11.185) (?.O.oOo)
276.189 174.780 40.558 105.079 115.637 115.558 105,079 220,637
~~ibit C Page 15
RcVisecl7-21-04
ZW&ZC45 PINAhCIAL PL4X AND SLTMnARI
2M.16" zoli,3ix 187 5m 187,500 ih7,Wo 167,"oo
Id,o67 (16,699)
221,436 171,619 l87fC4 l87,SW I67,Ooo i67,WO
042,752 1.M9.693 (112,321) 037,312 (112,321! 903,361
947,,752
Exhibit C Page 16
Y
ZWZOM FINANCIAL PLAY 4ND SIWMARY
REVFXUW RI hlN08 CATEGORY AND 60URCE
Reverme ?Apm,,enrs
13 C4 01 05
TAX REVENUE
V40.668 6,191,M 6,424,220 6,648,120
2M.469 2a.318 I87SW 167,wO
?..284.631 8.b19.582 s.755.m 9.1n5.m
230.748 247,317 282,'Km 307,815
775,524 790,560 838,370 886,155
438.604 399.759 z8a.w 288.695
311,875 333,916 317;875 317.875
"1,733 M.517 42.R05 42,805
268.724 S27.356 2m.725 268.725
(225.6W)
Y39.410 496,MR 755,LW 794,550
612,015 485.485 71iOR0 681,940
234,839 Z*O.Y45 240,945 240.945
20,715 19.268 21,550 Zi,9XI)
1.157 1,?M 1,205 1,210
736,924 821.859 818,Ka 814,765
12,750 26.675 16.950 17.m
464,256 600,346 530,nnr 540.m
5,789 4.~7 6,020 6,140
58.407 72,167 61,DOu 6z.m
46.274 5ti.ozn *7.(rn 48.m
11,498 sqi(N 13.m 44.m
1.m 2.m 1.m l,m
25,680 12,237 9,780 IO,CIx,
165,983 161,401 166,m mrm)
10,769 9,833 12,oW 12.m
79,066 78,238 x0.r.w g0.m
211746 24,227. 2Q745 20,745
47,190
411.295 436.120 1118.545 1118.545
2,300 Z,%iXi 21395 2.M
63.154 56,238 59,m 59JXK1
19.831 i'i.938 20025 20,625
13.068 11,705 13.590 13,590
2,755,141 6,992,59R 1,359,029 1,444,931 (385,33,) (1YY.W?
29 110 08 734
78,715 16365 20 m 20 ow
4w.325 510.l1l 571.895 572,285
3,275.523
72,463
240,978
4,832,352
34138
4.253.190
21,W
5,066
314,071
212,552
418.382
1,846,182
3,419,518
2,6(KIWO
138~x1
3,129,824
278,469
34.423
213,322
355,680
,5,087
7.234
17,326
3,799
367,6218
217,057
494,884
1,763,747
270.831
492,807
3,132,591
2w,4w
30,m
241,025
1,113,430
150.m
5,ms
334,070
212,550
ax,1xn
39,367
I,wO,OW
2,629,000
3,532,501
x,,m
241,025
1,254MIv
3,yo('m
5,ws
334.070
212.550
"8,380
19,367
i.m,m
2.XS6,lKiO
(1,734633)
23.874
2.0(",797 2.oixi.797 315,392 3IS.JY2
101,283 53,417 IZB,ZS" 17 1,280
99,297 1,778 B,(xx, X,fXi,
180.39s 322,147
616,167 849,670 S,0~!J,llO 1,im9,110
223,557 160.324 107,5011 xsxn
146.064 114.075
Exhibit D 2
17,418 21,117 20,(xx' 2f1m
16,651 185 200 im
80,205 68,748 s,,cm x3.535
756 3 mx 75" 750
3,170 1,960 3.150 3,150
145 171 245 245
21.246 18.685 21.670 22,105
47,269575 48,872.48R 51.375,055 52,148,355
239.01" (239,010)
13~,6nx 113,874 127,915 369,rns (239,040)
15.871 14,956 29,590 30,130
3,101,444 3,122,220 4256.83% 5.5SR.785 457,128 I,Ml,rnJ
735,171 1,304,287 777,fxx) 1,139,103 31,000 250,403
286,243 2,228,915 2,Mh,O(*1 2,066,460
4,,38,719 6,760,378 7,100,378 8.7~4.778 488,128 1,931,478
71,805 74454 yz.455 %,I55
254,nn LY4,"l 1,917.665 1,99i,375
3,719,068 1,511,716 3,672,725 5,810,635 2,m.m
4,045.705 5,531,573 5.682,84! 7.110.165 2,0(*1,ooO
ZJ7,<B26 275,736 416.120 416.420
164,626 IR,Xd6
169,616 100.509 40.W 4o.m
93,269 162,5(X
13,451 63,421
141,75? 6,543
824751 627,603 456,420 456,420
201,393 SpI,.WZ ?14ooO 21am
16,852 62.752 53,uoo 53,m
31.846 32,183 30.W 34fm
17,lii 74,"71 77.500 77,500
sx.Iw7 65,154 59.m 59.m
IR,IOR 30,663 25,WY z5,om
90.489 Y2,"zX 06.0(*1 96.m n,m '7,855
2,355 2.055
527,985 564,943 5545m msrn (148.6W) (148.6W)
69.731 80.020 101.080 i0s.m
28.113 56832 29,2?0 anzs
"5,940 111,605 95,970 115,075
191,7911 252,457 226.290 247,930
97,i80 133,3m 73,m %l,w*)
3,517 3,878 ?,is0 3.550
3,593 3,768 3,500 3.500
154717 144,Ml 85,wO 102.0~1
2,712,478 ?X23,2SS 3,324560 3,15?,340 176,200 1x5,m
2,967,485 s.~ox.n47 4,159,610 4,141,390 176,200 I85.m
786 46,095 186,050 186,050
43,421 81,876 53,340 53,341 s:wn 53,341
334 2,016 2,924 2.924 2,924 2,924
33 411 40 40 90
31,741 44,619 L"I,405 106,475
6,712 7.891 l0.015 11,020 10,015 ii,m
52,126 5WYz 27,835 28.m
37,795 79,211 IS5,Wo ix,m
177,94S 312,263 516,609 361,330 252,169 67,325
2,867 16,420 2.985 1.010
I.IY8.IYh 110,126 238,130 219.0~0
I,X62,6R9 5.352.563 sis,m SUY.695 11,755
2,150
ExhibitD 3
ITU
k ~eisure, Cultur Social Services
? General Govern~ent
olice
Reclass Management Anaylist II
Hire High Tech Crime Investigator
Fire
Fire Admin. Office Relocation
Hire Firefighter (1)
Implement Paramedic Program
Performance Incentive Bonus
Increase in Physical Exam Costs
increase in Dispatching Contract
MDC Tech. Grant Match
C Grant Match
Foam Consortium
Emergency Vehicle Ops Course
Storm Water Mngmt. Analyst
Organizational Eva1 & Restructure
Hire PW Maint. Worker for Plant
iectric Utilities
Professional Services Increase
Contract Automated Meter R@ading
Replace 4 computers
Convert Contract Electric Drafting Tech to FT
Hire Electrical Technician
Convert Contract Utility Equip Specialist to FT
Convert Contract Customer Svs Mngr to FT
Convert Program Coord to FT
r~nspo~ation
Traffic Monitor Replacement
PT Intern CAD Operator
Refinish Basketball Floors
$
$
$
$
$
$
$
$
$
$
48,000
41,000
$
$
42,725
$
$
$
$
$
$
(45,000)
-
17,500
$
$
enied
5,185
69,000
40,000
81,000
506,845
5,000
65,400
24,750
4,500
12,595
66,000
25,000
10,000
2,000
7,000
-
"
1 7,495
5,000
Purchase Sod Cutter
Parks Division Office Relocation
Libra~
Convert Contract Literacy Prog. Coord to FT
ommunity
PW Reclass Engineering Positions
PW AutoCAD Version Upgrade & Sub. Service
Information ms
Software Upgrade for Orcom GUI Interface
Convert Contracts to FT Senior Programmers
City Clerk
Additional Election Costs
Addi~ional General Liability
Reduce Workers Camp
anizationai
Additional Maintenance New PD Building
Reduction of Janitorial Services
Increase Rent for Finance New Location
Total:
$ 5,000
$ 16,000
$ 36,148
$ 26,400
$ ia,ooo
$ 11,000
$
$ 62,350
$ 100,000
$ (230,000)
$ 120,000
$ 108,085
$ (57,500)
Q $ l,Q37,318
Cii of Lodi
Budget Adjustments 2004-05
Item Amount Comments General Fund Capital Library Electric Water Sewer Other
Cornmmty Oevslopmed
Pwsonnei Services
Suppiias. Maleciais and Services
Community Promo%ns
Speciai Paymsnis
Public Works
,' vacancies
Reclass 4 Engiossring Positions
Suppiis, Matetiais and Services
GE~ER~L GQVERN~ENT cny Manager
Permmi SeNices
Cornmunlcalions
Suppiws, Maieiiais and Semices-CM
Travel
City-wide Poaage
ICMAfes
Supplies. Materials and Services
Supplies, Materials and Services-Special Pmls
Supplies, MaieiialS and ServicBS-NOhDepanmBdai
Supplies, Maleriais and Sewices.Telephane AcMunt
Eiecti.7"
Supplies, Malwais and Servtces - City Council
Supplies, Materiais and Sewices
I"f0rmIton sysiems
EIimnate One Position
Supplies , Materials and Sewices
(36,519) 2 posiiioos
(26,307)
116.0501
(36.519)
(26.907)
116.0501
(26,4001 126.4W)
(5,777) (5,777)
(406,0551 (405.055)
(14,9421
(8.0001
(40,lBO) Slop inserts
(6.000)
(1,500)
llO.128I ,. (wi (480;
(2,155) (2,155)
(124,505) (124,505)
(10.000) (10.0001
(3.000) t3.000)
62.350 62,350
(2,453) (2,4531
(5,000) (5,000)
41,897 41,897
(1,532) (1.532)
11,532) (1.532)
(46,3531 1 POI~~M (46,353)
(38,563) (38,589)
(86,942) (86.942)
Fmnce Depalimeni
Reaassity Accouht postion to Managemem Anaiysl
VZUXllC,es (140,9231 3 POSniON (140,923)
Supplies. Materials and service^ (30.9831 (30.983)
Shin Field Services to Electnc (414,000) No immediate silylngs (414,wo)
(585.9061 1585.906)
Exhibit E (Section 2) Page2
Wo'061
OW'LG
000'061
WO'OOl
ow'0s2
P P~iice Special evenue Fund
P ~le~t~c Fund
P Transit Fund
hild Care Service Fund
ne~ts Fund
9 Self Ins~rance F~nd
Agency Fund
000'0Sl 000'0Sl 1KK)'OSI OLP'XEE
nno'osi 000 OSI 0iN'~iSI
OLP'XES
200.1-2005 FINAVCIAL PLAN AND SUMMARY
mizm TXANSACTIONS . OrEwrim TXAVSFERS
2001-2002 ZiKIZ-2003 2003-2004 2003-2004 2003-2004 20014-2005 2003-2004 2004-2005
Requested Revxed Rov,scd Rcvmd I asruul Act-! Budset Difference Budget Budge1 Budget Btdgct
TWSPOXTATION DEVELOPMENT ACT FUND
Iota! Traders Iu
Op~ating Transfa Out (1,502.650)
Coa of Smices Transactions (73,437) (66.116) (66,156) (66.15b:) (66,156) (66,156)
Transit Fd (256,365) (1,600,000) (1,600,000) (1.600,Ot~)
sum Fund (150,OOO) (lSO,iKI(I) (1Sti'tK)O)
Total Tmdess Out (1,502,650) (329,802) (1,816,156) (1,816,156) (1,816,156) (66.156) (66,1561
TOTAL T~SPOXTATION DEVELOrME~~ ACT (1,502,650) (329,802) (1,$16,156) (1,816,156) (1,816,156) (66,156) (66,156)
39.748 9,891
39.748 9.891
(41.229) (77,671)
(41,229) (77.671)
(1,481) (61,7W
3,073,952
3(1.300
i,5t~,OOO 1.5tni.000
101,8811
350,iJW 3511,000
4,573.952 1,982.18u 350.m
(3,240,327)
(3,100)
(123.312) (1(6,448)
(75,000) (75,000)
(425,000) (425,000) (i00.000)
(1,460,147)
(I ,233,699) (i,95ti,O40) (1.67 1,446)
(134,598)
(4,899,026) (4,168,0973 (1,954,994)
(325,@74) (2.185917) (1,604,994)
265,177
(3,100) (3.100) (3,Itiil) (3,100)
(75,000) (75,000) (75,000) (75,000)
(105.448) (1 1iJ,l83) (105,448) (110,183)
(255,000) (300,000) (255,000) (300,MiO)
(1,116,~K)O) 11.116.0(11))
(1,671 ,446) (1,671,671) (1,671,446) (1.671 671)
313.389 50,079
425,000 500,000 175,00(1 330,MO 375,000 330.000 371,000
738.389 550.079 175.000 330.000 375.000 330.000 375.000 ."
Equipment Replacemeiu Fusd (67,000) (20.trnO)
'Total Tzmsfers Out (80.185) (z0,oOo)
TOTAL VEEICLE MMhTEN4NCE FUND 658,204 530,079 175,000 155,000 330,000 375,000 330,000 .WS,OW 4- ---
ibit F Page2
2004-2005 FINANCIAL PLAN kuD SIlMK4RY
IiTERFUND TRANSACTIONS - OPEEATlNG TB4NSF7ERS I zooi-zoo2 z00z-zr103 21103-2004 2003-2004 2003-2004 2004-21105 2003-2004 2no4-2oos
Total Transfers
Total Traransfas Out
TOTAL W~~WA~R~~
312,563 40,646
312,563 40,646
(680,288) 168U.28Kl 1685.480)
(17.896) (17,896) (1 12,254)
(72,065) (72,065) (104.774)
(12.500)
871,395 47.529
871,395 47.529
(537.354) (537,354) (665,859)
(12.500)
(82.000) (XZSHNI)
(17.894) (1 7,8943 (224,503)
(102.097) (102,097) (209,354)
1229.705)
(685.4801 (685,480) (685.480) (685 480)
(112,254) (1 12.254) (128.184) (145,956)
(104,774) (104,774) (1W774) (97,559)
(2,000) (2 @w
(902 508; (902,5US, 1920 438) (931 295)
(902,59a) (902,508) (920,438) (931,295)
(665,859) (665.859) (665,859) (665,859)
(224,503) (224.5031 (256.360) (291,908j
(1 1.000) (11,000)
(209,354) (209,354) (2119.354) (195,524)
(1,099,716) (1,099.7 16) (1,142,573) (1.164.29lj
(1.099,?16) (1,099,716) (1,112,573) (1,164,291)
iPPPP
2004-2005 FINAXCUL PLAN ANi SUMMARY
ALtual V,ffercn&.e Budget Budget Budget
ELECTRIC FUND
508,433 47.273
508,433 47,273
(1,697,136) (1697,136) (2,787,1)48)
(39,368) (39,368) (561,260)
(206,649) (206,649) (617,691)
(350,000) (350,ihm) (3s0,oooj
(77.610) (131,500j
(369.572i
1,173,51 I 497,920 1,600,6?0
1,173,511 497,920 1,600,000
(355,811) (470,709)
(7.741) (8,WO)
(3i10.704,
(300.704) (363,552) (478,709)
872,807 134,368 1,121,291 --__
282,729 282.729 2,710,7V6
39.368 39,368 56 1,260
17.894 17,894 224,503
17.896 17.896 112.254
2,821,948
369,572
229,705
124,018
80.226 125,000
7.741 8.000
2,665.585
3.023.472 3,991,097 3,741,722
(128,649)
(128,649)
3,023,472 3,862,448 3,741,722
(617,691) (617,691) (617,691 j (560.066)
(131,51Kij (131,500) (13 1,500) (131,500)
(350.000) (350.000) (35U.WKJj
(2lI.no1~j (Z0,nOcC
1,6(lO.W0 1,600,000
718,678
1,600,01!0 1,600.000 718.678
(470,709) (470.7U9) (470.709) (470,709)
(178,709) (478.709) (478,709) (478,709i
(8,000) (8.000) (8.00U) (Y,!Jl!Oj
1,121,291 1,121,291 239,969 (478,709)
v- cm
2,7111,706 2,710.706 3 114,231 3,624,498
561,260 561.260 640,903 729.772
224,5113 224.503 256,360 291,908
112,254 11?,251 128,184 145,956
125,000 125.0!Ui 125,000 125.000
8,0W 8,001J 8,000 8.000
3,741,722 3,741,7122 4,272,677 4,925,133
3,741,722 3.741,722 4.272,677 4,925,133 - -
Y
9 City Attor~ey
9 City Clerk
9 Libra~
2004-05 FINANCIAL PLAN AND B~JDGET
REGULAR I’OSITIOXS BY DEPAR~ENT
1.0 1 .o
0.0 0.0
1 .o 1 .o
1 .o I .o
1.0 1.0
0.0 0.0
1 .a 1 .o
1.0 1 .o
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 !/I1
Legal Secretary
10 10
40 40
10 10
40 40
1 .o 1 .o
1 .o 1 .o
1 .o 1 .o
1 .o 1 .o
1 .o 1 .o
3.0 3.0
10 1.0
3.0 3.0
CITY CLERK
Administrative Clerk
City Clerk
Depuly City Clerk
COMMUNITY CENTER
Administrative Clerk
Administrative Secretary
Aquatics Coordinator
Arts Coordinator
Community Center Director
Facilities Maintenance Worker
Senior Services Coordinator
Sr. Facilities Maintenance Worker
Stage Technician
0.0 1 .o 10 10
10 10
20 20
40 40
10 10
20 20
30 40
0.0
1.0
1 .o
1 .o
1 .o
2.0
1 .o
1 .o
10
10
10
10
10
20
10
10
10
10 0
1.0
1.0
1.0
1.0
1 .o
2.0
1.0
1 .o
t .o
10.0
1.0
1.0
1 .o
1.0
1 .o
2.0
1.0
1 .o
1 .o
10.0
1 .o
9.0
COMMUNITY DEVE~OP~ENT
Administrative Clerk
Administrative Secretary
Building Inspector 1/11
Building Official
City Planner
Community Development Director
Community Improvement Officer
Community Improvement Manager
Junior/Assistant/Associate Planner
Permit Technician
Sr. Administrative Clerk
Senior Building Inspector
Senior Planner
ECONOMIC DEVELOPMENT
Economic Development Coordinator
2.0
1 .o
3.0
1 .o
1.0
1 .o
2.0
1 .o
2.0
0.0
1 .o
1 .o
2.0
1 .o
3.0
1 .o
1.0
1 .o
2.0
1 .o
2.0
0.0
1 .o
1 .o
1 .o
1 .a
3.0
1 .o
1.0
1 .o
2.0
1.0
2.0
1 .o
1.0
1.0
1 .o
1.0
3.0
1 .o
1.0
1 .o
2.0
1 .o
2.0
1 .o
1 .o
1 .o
1 .o
17.0
1 .o
17.0
1 .o
17.0
1 .o
17.0
10 10
10 10
10 0.0
10 0.0
ELECTRIC UTILITY
Administrative Clerk
Administrative Secretary
ConstructiodMaintenance Supervisor
Customer Service & Program Manager
Electric Apparatus Mechanic
2.0 2.0
1 .o 1 .o
1.0 1 .o
0.0 0.0
1 .o 1 .o
2.0 2.0
1 .o 1 .o
1 .o 1 .o
0.0 7.0
1 .o 1 .o
1
2004-05 FIRANCIAI, PLAN AND BtJDGET
REGIJLAR POSITIONS BY ~~PART~EN~
Elntr c ForenianlFort.wornan 40 40 40 40
kleclrc ncmm Liniwxnaii 1:o 10 0 10 0 10 9
Electric LinemanlLinewoman (Apprentic
Electric Meter Technician
Electric System Supervisor
Electric Troubleshooter
Electric Utility Director
Electric Utility Rate Analyst‘
Electric Utility Superintendent
Electrical Drafting Technician
Electrical Engineer
Electrical Estimator
Electrical Technician
Electrician
Field Service Repr~n~aiiv~
Field Services ~upervi~r
Manager Business Plan & Marketing*
Manager Electric Services
Manager Engineering &Operations
Manager, Rates & Resources”
Meter Reader
Metering Electrician
Senior Electric Troubleshooter
Senior Electric Utility Rate Analyst”
Senior Electrical Estimator
Senior Power Engineer
Sr. Administrative Clerk
Utility Equipment Specialist
Utility Operations Supervisor
Utility Service Operator 1/11
Utility Service Operator 1/11 - Relief
:e) 0.0
1 .o
1 .o
2.0
I .o
1 .o
1 .o
1 .o
1 .o
3.0
2.0
2.0
0.0
0.0
1 .o
1 .o
1.0
1 .o
0.0
1 .o
1 .o
1 .o
1 .o
0.0
1 .o
1 .o
1 .o
3.0
1 .o
50.0
“onlv three oositions will be filled at anv one time
1.0
1 .o
1 .o
2.0
1 .o
t .o
1.0
1 .o
1 .o
3.0
2.0
2.0
0.0
0.0
1 .o
1 .o
I .o
1 .o
0.0
1 .o
1 .o
1 .o
1 .o
0.0
1 .o
1.0
1.0
3.0
1 .o
51.0
1 .o
1 .O
1.0
2.0
1 .o
1 .o
1 .o
1 .o
0.0
3.0
3.0
1 .o
1 .o
1 .o
2.0
1 .o
1 .o
1 .o
1 .o
0.0
3.0
3.0
2.0 2.0
0.0 3.0
0.0 1.0
1 .o 1 .0
1 .o 1 .o
1.0 1.0
1 .o 1 .0
0.0 3.0
I .o t .o
1 .o 1.0
1.0 1 .o
1 .o 1 .o
1.0 1.0
1 .o 1 .o
1 .o 1 .o
1 .o 1 .o
3.0 3.0
1 .o
60.0
1 .o
52.0
FINANCE DEPARTMENT
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
Management Analyst
Meter Reader
Parking Enforcement Assistant
Purchasing Technician
Purchasing Officer
Seniot Accountant
Senior Customer Service Representative
Senior Storekeeper
Storekeeoer
2.0 2.0 2.0 1.0
3.0 4.0 4.0 4.0
t .o 1 .o 1 .o 1 .o
1 .o 1 .o 1 .o 1 .o
1 .o 1 .o 1 .o 1.0
7.0 9.0 9.0 9.0
1 .o 1 .o t .o 1 .o
3.0 3.0 3.0 0.0
1 .o 1 .o 1 .o 0.0
3.0 3.0 3.0 3.0
1 .o 1 .o 1 .o 1 .0
1.0
3.0 3.0 3.0 0.0
1 .o 0.0 0.0 0.0
1 .o 1 .0 1 .o 1 .o
1 .o 1 .o 1 .o 1 .o
0.0 1 .o 1 .o 1 .o
3.0 3.0 3.0 3.0
1 .o 1 .o I .o 1 .o
1 .o 1.0 1.0 1.0
35.0 38.0 38.0 31.0
zn04.m FINANCIAL PLAN AND BUDGET
REGULAR POSITIONS BY DEPARTMENT
FIRE DEPARTMENT
Administrative Secretary
Fire Batralion Chief
Fire Captain
Fire Chief
Fire Division Chief
Fire Inspector
Fire Engineer
Firefighter 1/11
Pararnedic/Firefighters
Sr. Administrative Clerk
HUMAN RESOURCES
Administrative Clerk
Administrative Secretary
Human Resources Director
Human Resources Technician
Management Analyst Trainee 1/11
Risk Manager
Senior Human Resources Analyst
I~FQRMATIQN SYSTEMS
Data Processing Manager
Data Processing Programmer Analyst 1/11
Information Systems Specialist
Information Systems Manager
Information Systems Coordinator
Network Administrator
Network Technician
Smior Programmer Analyst
LIBRARY
Administrative Clerk
Librarian 1/11
Library Assistant
Library Services Director
Senior Library Assistant
Supervising Librarian
PARKS & RECREATIQN REPARTMENT
Administrative Clerk
Administrative Secretary
Laborer/Park Maintenance Worker 1/1 I
Management Analyst Trainee 1/11
Park Maintenance Worker Ill
Park Projec? Coordinator
Parks Program Specialist
Parks & Recreation Director
Parks Superintendent
Parks Supervisor
Rocreation Supervisor
Sr. Administrative Clerk
I .o
4.0
12.0
1 .o
2.0
1 .o
16.0
17.0
0.0
1 .o
55.0
1 .0
4.0
12.0
1 .o
2.0
1 .o
16.0
20.0
00
10
58.0
I .o I .o
1 .o 1 .o
1 .o 1 .0
1 .o 1.0
1 .o 1 .o
0.0 0.0
1 .o 1 .o
6.0 6.0
10 10
10 10
10 10
10 10
10 10
10 10
10 20
10 10
80 90
0.0 1.0
3.0 3.0
6.0 6.0
1.0 1 .o
3.0 3.0
I .o 10
14.0 15.0
1 .o 2.0
1.0 I .o
8.0 12.0
1 .o
50
1 .o
5.0
10 10
10 10
10 10
10 10
20 20
40 40
10 10
1 .o
4.0
12.0
1 .0
2.0
1 .o
16.0
23.0
0.0
1 .o
61 .O
1 .o
4.0
12.0
1 .o
2.0
1 .o
16.0
23.0
0.0
I .0
61.0
1 .o 1 .o
1 .o 1 .o
1 .o 1 .o
1 .o 1 .o
1 .o 1 .o
1 .o 1 .o
0.0 0.0
6.0 6.0
1 .o 1 .o
1 .o 1 .o
1 .O 1 .o
1 .o 1 .o
1 .a 1 .o
1 .o 1 .o
2.0 2.0
I .o 1 .o
9.0 9.0
1 .o
3.0
6.0
1.0
3.0
1 .o
15.0
2.0
1 .o
12.0
1 .o
5.0
1 .o
1 .o
1 .o
1.0
2.0
4.0
1.0
1 .o
3.0
6.0
I .o
3.0
1 .o
15.0
2.0
1 .o
12.0
1 .o
5.0
1 .0
I .o
1 .0
1 .o
2.0
4.0
1 .o
2004-05 FINANCIAL PLAN AND BUDGET
REGULAR POSITIONS BY I~~I’AR~E~T
Senior Fnciilt cs Ma nwnrlnce Workor 1 0 10 10 10
Welder-Mechanic
POLlCE DEPARTM~NT
Administrative Secretary
Animal Services Officer
Animal Services Supervisor
Assistant Animal Services Officer
Community Service Officer
Dispatcher/Jailer
Dispatcher Supervisor
Lead DispatchedJailer
Management Analyst Trainee 1/11
Management Analyst Ill
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 Administrative Clerk
PUBLIC WORKS DEPART~€NT
ADMINISTRATION
Administrative Clerk
Administrative Secretary
Construction Project Manager
Management Analyst Trainee 1/11
Public Works Director
ENGINEERING DIVISION
City Engineer
Engineering Technician 1/11
Jr./Ai;sistant EngineedAssociate Civil Engir
Public Works Inspector 1/11
Senior Civil Engineer
Senior Engineering Technician
Engineering Technician l/llllll/lV
Senior Traffic Engineer
FLEET & FACILITIES
Administrative Clerk
EquiDrnent Service Worker
Facilitim Maintenance Worker
Facilities Supervisor
Fleet & Facilities Manager
Fleets Services Supervisor
Heavy Equipment Mechanic
leer
1 .o
29.0
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
6.0
6.0
52.0
5.0
1 .o
9.0
1 .o
2.0
115.0
2.0
1 .o
I .o
1.0
1.0
6.0
1 .o
2.0
2.0
2.0
2.0
4.0
0.0
1 .o
14.0
1 .o
34.0
1 .o
0.0
1 .o
2.0
3.0
16.0
2.0
2.0
1.0
0.0
1.0
2.0
1 .o
6.0
6.0
52.0
5.0
1 .o
9.0
1 .o
20
1160
2.0
1 .o
1 .o
1 .o
1 .o
6.0
1 .o
2.0
3.0
2.0
2.0
4.0
0.0
1.0
15.0 -
1 .o
34.0
1 .o
0.0
1 .o
2.0
1 .o
18.0
2.0
2.0
1 .o
0.0
1 .o
2.0
1.0
6.0
6.0
52.0
5.0
1 .o
9.0
1 .o
2.0
116.0
1.0
34.0
1.0
0.0
1.0
2.0
1.0
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
2.0
116.0
2.0 2.0
1 .o 1 .o
1 .o 1 .o
1 .o 1 .O
1 .o 1.0
6.0 6.0
1 .o 1 .o
2.0 2.0
3.0 3.0
2.0 2.0
2.0 2.0
4.0 4.0
0.0 0.0
1 .o 1 .o
15.0 15.0
1 .o 1.0 0.0 0.0
2.0 2.0 2.0 2.0
2.0 2.0 2.0 2.0
1 .o 1 .o 1 .o 1 .o
1 .a 1 .o 1 .o 1 .o
1 .o 1 .o 1 .o 1 .o
4.0 4.0 4.0 4.0
ibit
REGULAR POSITION'S BY ~EPA~r~IEN~
Parts Clerk 1 .o 1 .o 1 .o 1 .o ..
Senior Administrative Clerk 00 00 10 10 .~ ~~
Senior Facilities Maintenance Worker 1 .o 1 .o 1 .o 1 .o
Welder-Mechanic 1 .o 1 .o 1 .o 1 .o
17.0 17.0 17.0 17.0
STREETS DIVISION
Adminstrative Clerk
Assistant Streets Superintendent
Laborer/Maintenance Worker 1/11
Management Analyst Trainee 1/11
Office Supervisor
Sr. Administrative Clerk
Street Cleanup Worker 1/11
Street Maintenance Worker Ill
Street Superintendent
Street Supervisor
Street Contracts Administrator
Tree Operations Supervisor
WATEWWASTEWATER DIVISION
Assistant Wastewater Treatment Superintendent
Assistant WaterNVastewater Superintendent
Chief Wastewater Plant Operator
Engineering Technician l/ll/lll/lV
Environmental Compliance Inspector
Laboratory Services Supervisor
Laboratory Technician 1/11
LaboredMaintenance Worker 1/11
Plant & Equipment Mechanic
Public Works Inspector 1/11
Senior Civil Engineer
Senior Engineering Tshnician
Senior Plant & Equipment Mechanic
Wastewater Plant Operator 1/11
Water Conservation Officer
Waterwastewater Maintenance Worker I I1
Waterwastewater Superintendent
WaterNVastewater Supervisor
TRANSPORTATION & COMMUNICATIONS
Tmnsportation Manager
Total Public Works
0.0
0.0
13.0
0.0
1 .o
1 .o
1 .o
8.0
1 .o
3.0
1 .o
1 .o
30.0
1 .o
1 .a
1.0
0.0
13.0
0.0
1 .o
1 .o
1.0
8.0
1 .o
3.0
1 .O
10
31 0
1 .o
1 .o
1 .o 1 .o
0.0 0.0
2.0 2.0
1 .o 1 .o
2.0 2.0
7.0 7.0
4.0 4.0
1 .o 1 .o
1 .o 1 .o
1 .o 1 .o
2.0 2.0
6.0 6.0
1 .o 1 .o
5.0 5.0
1 .o 1 .o
3.0 3.0
40.0 40 0
10 10
10 10
108 0 1100
1.0
1 .o
13.0
0.0
1 .o
1 .o
1.0
8.0
1 .o
3.0
0.0
1 .o
31.0
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
30
40 0
1 .o
1.0
13.0
0.0
1 .o
1 .o
1.0
8.0
1 .o
3.0
0.0
1 .o
31.0
1 .o
1 .o
1 .o
0.0
2.0
1 .o
2.0
8.0
4.0
1 .o
1 .o
1 .o
2.0
6.0
1 .o
5.0
1 .o
3.0
41.0
10 10
10 10
1100 111 0
TOTAL REGULAR POSITIONS