HomeMy WebLinkAboutAgenda Report - May 19, 2004 I-01AGENDA ITEM I—
CITY
OF LODI
COUNCIL COMMUNICATION
AGENDA TITLE: Recommendations by the City Manager's Budget Advisory Committee and the City
Manager Regarding the 2004-2005 Financial Plan and Budget.
MEETWG DATE: May 19, 2004
PREPARED BY: City Manager
RECOMMEMDED ACTION: Recommendations by the City Manager's Budget Advisory
Committee and the City Manager regarding the 2004-2005 Financial
Plan and Budget.
BACKGROUND INFORMATION: The City Manager convened a group of business leaders to serve
as a Budget Advisory Committee during preparation of the City's
adjusted Fiscal Year 2004-05 Budget. After a series of meetings,
the Committee developed a number of "big picture" recommendations that they will present during their
oral report to the City Council during the May 19, 2004 Council meeting. The Committee consisted of
the following members:
Randy Snider, Chairman
Annette Murdaca, Vice -Chairperson
Dennis Bennett
Bill Huyett
Joanne Mounce
Debbie Olson
Kent Steinwert
Bob Wheeler
Leon Zimmerman
Mr. Randy Snider (Committee Chairman) and Debbie Olson (Committee Member) will make the
presentation to the Council on behalf of the Committee.
The City Manager will present his recommendations for adjusting the Budget based on a number of
challenges facing the City including the recently published State "take -away" as projected by the League
of California Cities. During the City Manager's presentation, he will frame the City's updated "challenge"
(Exhibit A) and will discuss options that Council may consider for making adjustments to the FY 04105
Budget. Options include such items as a Public Safety half cent safes tax, a mandatory work furlough for
non-public safety employees, funding the on-going environmental litigation, the annual Electric Utility
transfer to the General Fund Capital, and other possible adjustments.
APPROVED:
H. Dixoh Flynn,
Additionally, the City Manager will present a list of Significant Expenditures Requests (SERs) (Exhibit B)
as submitted both last year and this year for the FY 04105 and an updated Budget Calendar (Exhibit C).
FUNDING: Not applicable
Dixon Flynn
City Manager
HDF/JSK
Attachments
Ramp
Genera€ F=4 Budget Challenge 2004415
EXHIBIT A
GenerM Fund
enera1 Farad_ Capital --Library— the -r —
State 'Take Av"ay
(705,404)
1705,00)
lrrcume Ad; ustmenl - General Fund
0906 r3 O Ruiay's estimate- based on per iorrnarsce thzcugh Marcb 2004
(i3OgQ,"3W)
City Take Away
Ger-real :l~urrd Capltai
(3150,00,D) Tra3xsfeT iTom EleCre EP)njnated
(350,000)
350,0110
Electric Loafs pies interest 5 7061
(545,B00) Repayment of,$3501,000 from 1088
(5.45,600)
5'76, �
ped --J 'e ln-(.ieu Franchise to 9%
- Raie£ ReoucliQq ct In-iUeu Fr laO ivFe fjam 1 L 9%
Budge' 1rcreases
C,Ay lefk
Election Funding
(62,400)
(62,350)
City Attorney
Audit of Envlalo 3
(2 0,4043
t2 9,t3po)
TGEPCEClean up
„35i, 3J}
(4,351,01313)
Electric Utility Se7vlces
S,iift Field SetMces from Rnarut ,;
- No Savings
(.414,000)
Sire DieparYment
perf6rrfiancs Bonus
{48} 000) Approved By Council
(48,W4)
Dispatching Fee
(41,0%9) Approved By Council
(41,004)
Pofice Departrmenl
Animal Sholter C1ait-Time Staff'
(19,2010)
{19,200)
Transfer Appease Clerk to PoMce
-
15 x54)
WaterfW35tLwater utllikde5
Mairdenancee'Norker
(42,704) Approved By Council
(42,700}
Transportation
Traffic Monitor Equipment
(17,5134) Recommended
17,504)
Human Resources
PERS lncmase
[190,ocoi
General Liability
i,M,UQQ1 Re,;Gmmended
(44J,4;3i1)
Golden Hac:dshal e
(4G0,000) Approved Phase Ji
(4pdi,000)
Facilities Service
RentaE Finance Departn�er#
C108,100 Recommended
(108,086)
Total Fake Away
5,136,61(1
(4,28S,635) 895,6t14
512.500 t42,740' (17,544)
Budget Adjustments 2004-05
udget edurttc ns
City Council
Phase 1 and II
03,000) Approved
City Clerk
Phase i and it
(5,000)
Community Cerates`
Phase 1 and !I
(15,100) Approved
Out .Arts Program
(25,000)
Community Development
Phase 1 and 11
(10,500) Approved
City Manager
Combine City Manager and Economic Development
Phase 1 and 11
(22,900) Approved
Reduce City Manager's Salary 10%
(12,840)
Transfer Appeals Clerk to Police
No savings
Corgi municatiins
(3,500)
Travel
(8,000)
StAl pies and Material
(14,900)
Csity Wide Postage
(40,000)
Economic Development
Combine City Manager and Economic Development
IwcofmmG Development Coordinator
(11 5,800)
Supplies and Material
(4,000)
Special Payments
(3,000)
Information Systems
SuppEies and Material
(24,000)
Police Department
Phase I and 11
(36,000) Approved
Kgh Crimes Investigator
(69,00) Defer
Reclass Management Analyst
(5,200) Defer
Fire Department:
Phase i and ii
(35,000) Approvod
Firefighter
(81,000) Geier
Defer Pararnedic Program
(506,800) Defer
Vehicle Operations Course
(12,600) Defer
Finance Department
Phase t and 11
(30,000) Approved
Shift Field Services to Electric
No savings
Human Resources
Phase 1 and 11
(19,200) Approved
Workem Cornp
(230,500) Department Recommandatbn
f, odical Accowit increase
(352,700) Approved Phase fl
Literary
Phase: I and 1!
(1,000) Approved
Coat Sunday Hours
(17,000)
Water/Waswwater Utilities
Storni Water Analyst
`0.6,000) Department Recommendation
Organization Evaluation
(25,000) Depaftment Recommendation
Electric Utility Servicer
Professional Services Increase
(10,000) Defer
Automated Meter Reading
(2,000) Defer
Four Computers
(7,000) Defer
Equipment
(45,000) Depa0ment Recommendation
Parks and Fier
Phase I and 11
(172,600) App mved
Piz CAL) Operator
(11,500) Defer
Refurbi.sh Basketball F=loors
(5,000) Defer
PSJ%Irc ' £i ks
Pnase I and [l
(51,000) Approved
Unrostrlc;ted Capital P! -ase 11
(1,116,000) Transfer from General Fund Capital
Reciass 4 Engineering Positions
(26,400) Defer
Maintenance €voice Department (3,500)
Reduce JeanlioriE Set -vices (57,500) Approved
SHb-Total ,30
Options
inc(e,ase F# Eng F reezcf to 2:6 Positions
Extend Vo ontary Tirne Off 1 Year
efw Admin Leave Pay Out
Review Community Promotion Programs
Cap Employee Medical Cast
Explore 2-Tior Retirement Plan
Furlough Nott -Safety 26 days
Or
Cut additionM 28 positions to 56
(520,1 00) d addlti,Qnai positions
(50,000) Soft Estimate
(160,000) [negotiable
Negatfable
Negotiable
1,100,000 Defer Pay Raises $406,000 or Furlough 12 days $500,000
$1.8E�0,[3CiC1
'vital Savingsa q€ �
Significant Expenditure Requests
Fiscal Year 2004/05
Tentatively Approved
Dept./Request
Police
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
SCBC Grant Match
Foam Consortium
Emergency Vehicle Ops Course
PW Water/WasteWater Utilities
Storm Water Mngmt. Analyst
Organizational Eval & Restructure
Hire PW Maint. Worker for Plant
Electric Utilities
Professional Services Increase
Contract Automated Meter Reading
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
Transportation
Traffic Monitor Replacement
Parks and Recreation
PT Intern CAD Operator
Approved
$41,000
Denied
$5,185
$69,000
$40,000
$81,000
$506,845
$5,000
$65,400
$24,750
$4,500
$12,595
$66,000
$25,000
$42,725
$10,000
$2,000
$7,000
$(45,000)
$17,500
$11,495
Refinish Basketball Floors $5,000
Dept./Request Approved Denied
Purchase Sod Cutter $5,000
Parks Division Office Relocation $16,000
Library
Convert Contract Literacy Prog. Coord to FT $36,148
Community & Economic Development
PW Reclass Engineering Positions $26,400
PW AutoCAD Version Upgrade & Sub. Service $18,000
Information Systems
Software Upgrade for Orcom GUI Interface $11,000
Convert Contracts to FT Senior Programmers $-
City Clerk
Additional Election Costs $62,350
Human Resources
Additional General Liability $100,000
Reduce Workers Comp $(230,000)
Organizational Support Services - Facilities
Additional Maintenance New PD Building $120,000
Reduction of Janitorial Services $(57,500)
Increase Rent for Finance New Location $108,085
Total: $223,160 $1,037,318
2004-05 Financial Plan and Budget Instructions
MAJOR BUDGET PREPARATION MILESTONES
PUBLIC
STAFF MEETINGS
Review of Possible Budget Shortfall 11/18/03
Discussion of VLF Impact & Budget Reductions Phase I 12/17/03
City Manager Recommendation to Conduct Public Survey 1/07/04
Discussion on Mid -year Budget Adjustments Phase II 1/21/04
Meetings with City Manager Budget Review Committee Members Feb `04
On-going
Presentations to Service Clubs on Budget Challenges — 3 weeks Feb `04
Discussion on Mid -year Budget Adjustments Phase II continued 2/04/04
Review of Public Survey Results by City Manager 4/20/04
Public Survey Results Presentation 4/21/04
Inter -Fund Transfers Presentation 4/27/04
Governor's May Revise Release 5/13/04
Presentation by City Manager's Budget Advisory Committee and City Manager 5/19/04
Regarding Recommended Adjustments
Discussion on Fund Balance & Release of Draft Budget Document 6/02/04
Adoption of 2004-05 Financial Plan & Budget 6/30/04
Dates subject to change.
Shirtsleeve sessions and/or Special Council meetings may be necessary
May 13, 2004
go
Jennifer Perrin
Page 1 of 3
From: Richard [rprima@comcast.net]
Sent: Tuesday, May 18, 200411:43 PM
To: Larry Hansen; John Beckman; Susan Hitchcock; Emily Howard; Keith Land
Cc: Dixon Flynn; Wally Sandelin; Del Kerlin; Frank R. Beeler; Dennis Callahan; George M. Bradley;
Tiffani Fink; Rebecca Areida; Richard Prima
Subject: Budget
To: Lodi City Council
From: Richard Prima
Date: May 18, 2004
As you continue your work on amending and adopting the FY 2004105 budget, I wanted to
offer my comments from the perspective of a long-time City employee and a Department
Head. While you are not the first City Council to deal with austere times and difficult
budgetary decisions, I believe that of nearly the past 30 years, this economic problem is the
most severe in both duration and magnitude. And, the present Council is one of the more
diverse in terms of opinions on many issues, beyond just financial ones. Thus, you have a
difficult task ahead of you, but I am confident that you will work in the best interest of the
citizens of Lodi. Of course, at the heart of the difficulty is figuring out and agreeing on just
what that "best interest" is.
I believe that a major part of that "best interest" is having a City workforce comprised of
individuals who share your goals of doing the best possible job for our citizens and are
motivated to do so. Over my time with the City, I have been impressed at the high level of
desire of city employees to do a good job for the citizens of Lodi. They are possessive of
their responsibilities and take pride in doing a good job. While I can't speak from the
experience of working in other cities, I have certainly heard enough stories from others in
my profession to believe this is the case.
1 believe much of the motivation for any individual needs to come from within the individual.
But external factors can severely damage this motivation even among those with the
highest levels. And I am concerned that I am seeing and hearing too many such adverse
factors in recent months and being contemplated in the budget process. However, before I
describe these, I wanted to comment on another theme that I am, and I ' m sure you are
hearing as well — that is the notion that past, bad decisions have put the City in this
situation.
While it is obvious that past decisions have played a significant — but by no means the sole
role in the City's current financial problems, it is pointless to dwell on them now. One of
the major ongoing costs we have now relates to borrowing money to build major City
facilities and the associated costs of program operation and maintenance. These facilities
(the completion of Hutchins Street Square, the Central City Revitalization Project and the
Police Facility) were needed then and are wonderful assets now. We made the decision at
that time given the information we had available and what was perceived to be in the best
5/19/2004
Page 2 of 3
t
interests of the citizens. The citizens who enjoy them now and the services they. provide are
the ones paying the bill as I believe it should be. And, perhaps most pertinent to our cfarrent
situation, these decisions are not ones we can go back and redo. They were not bad
decisions, simply they may not be the same ones we might make today, which tells us to
cautious as we consider the decisions we will be making now and in the future.
Perhaps the most discouraging "de -motivational" factor is that much of the City's current
financial picture is the result of actions of others - mainly the State of California through
their "take-aways" - and other external factors such as increased costs for insurance and
reduced interest earnings. But how we deal with these impacts are the ones I am
concerned with:
• "Doing it to ourselves" - by this I mean discussion of further reducing, or even paying
back, past transfers from city utilities to the General Fund. While I understand and
even concur with adjusting the in -lieu transfers when faced with major rate increases
as recently took place with water and wastewater; it makes no sense to me to
similarly reduce the electric transfer simply to make the percentage the same as
water/wastewater. If we did so, and later had a large electric increase (and I'm certain
someday there will be one) would we reduce it again, and reduce the
water/wastewater transfers just to keep pace?
Similar to the above discussion on projects, past City Councils made the decisions
they did given the situation at the time. While you may disagree with them now, it
hardly seems appropriate to attempt to undo these decisions retroactively in such
poor financial times.
• "Carrying on business -as -usual' - The City considered a number of budget reduction
measures in adopting the current 2 -year budget and selected minimal, relatively
painless measures to help balance the budget. The result was a year of relatively little
impact to services and to the public. We used various delaying and one-time tactics to
get through the year in the hopes things would turn around. Now it appears we went
through a year of stress and dread and things look even worse.
believe the public understands that when times are tough, things need to either get
cut, delayed or other things (taxes/fees) will cost more, and the probably expect some
of each. To continue to expect that we can continue services as usual while carrying
more and more vacant positions and not only ask the remaining employees keep up,
but do it with less pay, is unrealistic and is a serious "de -motivator".
. "Continuing give-away programs" - While the amount of money the City puts into
various discretionary grant, community promotion and other subsidized programs is
not as large as the overall budget shortfall, the impression is that these programs are
more important than the day-to-day services provided by the City.
• "Creating employee and service have and have-nots" -While this may, not be the
exact case, there is certainly the impression that the City is essentially not touching
"public safety" positions and solving the budget problem on the backs of the
remaining employees and the services they provide. This is not unlike the situation
within Public Works in which some employees in the water and wastewater utilities
feel they shouldn't be affected by General Fund budget problems. I believe both are
inappropriate. l am not saying that services should necessarily be cut evenly across -
5/19/2004
Page 3 of 3
the -board, but there should be meaningful "participation" in all aspects of City
operations.
This have/have not impression is being bolstered by the current labor negotiation
situation in which the Maintenance & Operators Unit is without an agreement. This
situation goes beyond just salary issues and includes certification and incentive
programs and other working condition issues which seem to be commonplace in other
units but become "no -can -do's" in this unit. We need to get this situation resolved so
all our employee units are on the same basis.
With the above comments as background, I do have specific suggestions regarding the
budget:
t. Do not further reduce the utility in -lieu transfers to the General Fund nor "pay -back"
past transfers to the General Fund Capital. Stopping future transfers to the General
Fund capital will have adverse impacts on the capital and equipment replacement
programs, but could be managed.
2. Suspend Administrative Leave payments as being proposed.
3. Continue the voluntary furlough program, providing implementation options for the
employee such that the reduction in pay does not affect retirement benefits. (This is
also a consideration for the mandatory furlough program being considered, although I
do not favor this program.)
4. Temporarily raise discretionary fees to reduce program subsidies. Call it a "State take-
away surcharge".
5. Severely scale -back or eliminate the various discretionary grants, community
promotion and other "free" entertainment programs offered by the City.
8. Reduce the General Fund reserve level to some minimum level recognizing past
revenue shortfalls. This is the rainy day we save for...
7. Establish a General Fund cost reduction target for each Department and have the
Staff provide a list of positions and service curtailments to meet or exceed the target.
The targets should take into account existing vacancies/frozen positions, but also
expect that some specific service reductions will need to occur.
8. Update the General fund revenue and expense model to plan for replenishment of
reserves and restoration of reduced services.
Cc: H. Dixon Flynn, City Manager
Public Works Division Heads
WIR91Lr 1. -Irl.
94-95 95.96 96-97 97-98 98-99 99-00 00-01 2001-02 2002-03 2003-04 200449
Arts Commission 35000 35000 35000 50000 50000 50000 50000 75000 75000 75000 am
Downtown Lodi Business Parntership 2700 2700 2700 41550 25650 33850 61500_ 62000 100000 47000 41 0p
Lodi Conference & Visitors Center LWWG
60000
60000
130000
130000
130000
130000
1
Lodi District Chamber of Commerce
15000 75000 75000
10000
10000
25000
25000
25000
25000
25000
Lodi-Toka Rota Oooh Ahh
8000 15000
15000
15000
15000
15000
15000
18000
18000
1ROOd :.
Lodi-Toka Rota Kids Night)
15000
15000
15000
18000
18000
1
San Joaquin Parntership
20000 20000 20000
20000
20000
20000
30000
30000
30000
30000
27000`==
Viacam Outdoor Signs*
27960
27968
28807
29672
29760
30630
31800
34500
33480'`:
of Lodi
General Fund Budget Challenge 2004-05
General Fund
General Fund Capital Libra Electric Water Sower Other
State Take Away
(705,000)
(352,500)
(211,500) (141,000)
Income Adjustment - General fund
(858,207) Estimate Based on March Performance
(858,207)
City take Away
General Fund Capital
(350,000) Transfer from Electric Eliminated
(350,000) 350,000
Electric Loan plus interest 5.706%
(545,800) Repayment of $350,000 from 1996
(545,600) 545,000
Reduce In -Lieu Franchise to 9% - EUD
- Rate Reduction of In -Lieu Franchise from 12% to 9%
Budget Increases
City Clerk
Election Funding
(62,400)
(62,400)
City Attorney
Audit of Envision
(250,000)
(250,000)
TCEIPCE Litigation
(1,351,000)
(1,351,000)
Electric Utility Services
Shift Field Services from Finance
- No Savings
-
Fire Department
Performance Bonus
(48,000) Approved By Council
(48,000)
Dispatching Fee
(41,000) Approved By Council
(41,000)
Pence Department
Animal Shelter Part -Time Staff
(19,200)
(19,200)
Transfer Appeals Clerk to Police
-
W ater/Wastewater Utilities
Maintenance Worker
(42,700) Approved By Council
(42,700)
Transportation
Traffic Monitor Equipment
(17,500) Recommended
(f 7,500)
Human Resources
PERS Increase
(190,000)
(190,000)
General Liability
(100,000) Recommended
(100,000)
Golden Handshake
(400,000) Approved Phase 11
(400,000)
Facilities Service
Rental Finance Department
f108,101 Recommended
(108,100)
Total Take Away
(5,o88,707) _
(3,780,407)
(1,107,100) (141,QME 895 800(r 42,7001
C�)
h
,
Budget Adjustments 2004-06
;
General Fund
Budget Reductions
City Council
Phase l and it
(13,000) Approved
(13,000)
City Clerk
Phase) and II
(5,000) Approved
(5,000)
Community Center
Phase I and 11.
(15,100) Approved
(15,100)
Cut Arts Grants
(25,000) Return to 2001 level of $50,000
(25,000)
Community Development
Phase I and II
(10,500) Approved
(10,500)
City Manager
Combine City Manager and Economic Development
Phase I and 11
(22,900) Approved
(22,900)
Reduce City Manager's Salary 10%
(12,800)
(12,800)
Transfer Parking Appeals Clerk to Police
. - No savings
Communications
(3,500)
(3,500)
Travel
(8,000)
(8,000)
Supplies and Material
(14,900)
(14,900)
City Wide Postage
(40,000)
Co. a06)
Economic Development
Combine City Manager and Economic Development
Economic Development Coordinator
(115,800)
(115,800)
Supplies and Material
(4,000)
(4,000)
Special Payments
(3,000)
(3,000)
Information Systems
Supplies and Material
(24,000)
(24,000)
Police Department
Phase I and 11
(36,000) Approved
(36,000)
High Crimes Investigator
(69,000) Defer
(69,000)
Reclass. Management Analyst
(5,200) Defer
(5,200)
Fire Department
Phase I and II
(35,000) Approved
(35,000)
Firefighter
(81,000) Defer
(81,000)
Defer Paramedic Program
(506,800) Defer
(506,800)
Vehicle Operations Course
(12,600) Defer
(12,600)
Finance Department
Phase I and 11
(30,000) Approved
(30,000)
Shift Field Services to Electric
- No savings
Human Resources
Phase I and II
(19,200) Approved
(19,200)
Workers Comp
(230,500) Department Recommendation
(230,500)
Medical Account Increase
(352,700) Approved Phase II
(352,700)
Library
Phase 1 and II
(1.000) Approved
Cut Sunday Hours
(17,000)
Water/Wastewater Utilities
Storm Water Analyst
(66,000) Department Recommendation
Organization Evaluation
(25,000) Department Recommendation
Electric Utility Services
Professional Services Increase
(10,000) Defer
Automated Meter Reading
(2,000) Defer
Four Computers
(7,000) Defer
Equipment
(45,000) Department Recommendation
Parks and Rec
Phase I and 11
(172,600) Approved
(172;600)
PIT CAD Operator
(11,500) Defer
(11,500)
Refurbish Basketball Floors
(5,000) Defer
(5,000)
Public Works
Phase I and II
(51,000) Approved
(51,000)
Unrestricted Capital Phase II
(1,116,000) Transfer from General Fund Capital
(1,116,000)
Reclass 4 Engineering Positions
(26,400) Defer
(26,400)
:- A 1
Facilities Service
Maintenance Police trtent (8.500) Reduce from $128,500
Reduce Janitorial Services (57,500) Approved with new contract
Sub-Total3,3� 17,000),
Options
Increase Hiring Freeze to 28 positions
(520,000) 8 additional positions
Extend Voluntary Time Off 1 Year
(50,000) Soft Estimate
Defer Admin Leave Pay Out
(150,000) Negotiable
Review Community Promotion Programs
-
1% to 2% pay cut across the hoard
(520,000)
Explore Medical Cap
- Negotiable
Explore 2 -Tier Retirement Plan
- Negotiable
Mandatary Furlough 26 days Non -Safety
(1,100,000) Defer Pay Raises $406,000 or Furlough 12 days $500,000
Or
(2,340,000)
Cut additional 28 positions to 56
$1,800,000
Total Savings 5,657,000
(8,500)
(57,50.0)
(3,104;000)
(520,000)
(50,000)
(150,000)
(520,000)
(1,100,000)
(3.104,000)
City of Lod)
Budget Adjustments 2004-05 Revenue Adjustments
Item
Amount Comments
General Fund
General Fund
Capital Library
Electric Water Sewer Other
Revenue Enhancements 2004-05
Increase Sales Tax 114 cent
1,950,000 General Revenue Voter Approval 50%
1,950,000
Increase Sales Tax 114 cent
1,950,000 Special Revenue Voter Approval 67% Public Safety or TCEIPCE
1,950,DOO
TOT Tax 6% to tO%
2&&,000 General Revenue Voter Approval 50%
288,000
Promote Bid for Community promotion
Membership Contributions
In -Lieu Tax to 9% - Electric July 1, 2005
General Revenue Voter Approval 50%
(1,500,000)
1,500,000
in -Lieu Tax to 9% -WM July 1, 2005
General Revenue Voter Approval 50% Revenue Neutral
Capital Transfer
Capsital Transfer Approved By Council April 2004
(350,000)
350,000
Capital Transfer Electric Loan
(545,600)
545,600
Water Rate Increase
2,000,000 Appb roved By Council April 2004
2,000.000
Sewer Rate Increase
1,540,000 Approved By Council April 2004
1,540,000
9t 1 Fee
300,000 Council Approval Required
Total Revenue Enhancements
B 008 ODO
2 668 000
(895,6M)
2 95 600 2 000 DOO 1.540.000 -
r
City of Lodi
Revenue Adjustments General Fund 2003104
Estimate
Revised
Department
June 30, 2003
May 13.2004
Difference
Fees
Police
302,915
134,600
(168,315)
Finance
545,365
704,000
158,635
Community Development
810,460
467,200
(343,260)
Public Works
534,760
704,000
169,240
Parks and Recreation
680,429
600,000
(86,429)
Hutchins Street Square
563,098
437,000
(128,088)
Sub -Total 3,443,027
3,046;800
(396,227)
Interest Earnings
1,644,380
1,200,000
(444,380)
First Responder Fee
400,000
200,000
(200,000)
High Crimes Investigator
69,000
-
(89.0001
Sales Tax
9,105,000
9,505,000
400,000
Soccer Field Revenues
146,600
{t48,SOq�
Sub -Total 11,366,980
10,905 000
(461,980)
Total 14,810,007
__ 13,951800
858m,