Document elcerrito_gov_doc_2f13e2b5b0

PROPOSED BIENNIAL BUDGET FISCAL YEARS 2014-15 & 2015-16 CITY OF EL CERRITO EMPLOYEES PENSION BOARD PUBLIC FINANCING AUTHORITY CITY COUNCIL Mayor Janet Abelson Mayor Pro Tem Rebecca Benassini Councilmember Jan Bridges Councilmember Mark Friedman Councilmember Gregory B. Lyman CITY COUNCIL APPOINTEES City Manager Scott Hanin City Attorney Sky Woodruff APPOINTED OFFICIALS Assistant City Manager Karen Pinkos Chief of Police Sylvia Moir Fire Chief Lance Maples Acting Community Development Director Melanie Mintz Finance Director Lisa Malek-Zadeh Public Works Director Yvetteh Ortiz Recreation Director Chris Jones City Clerk Cheryl Morse ---PAGE BREAK--- iv OUR VISION The City of El Cerrito is a safe, connected, and environmentally focused Bay Area destination with vibrant neighborhoods, businesses and public places, and diverse cultural, educational and recreational opportunities for people of all ages. OUR MISSION The City of El Cerrito serves, leads and supports our diverse community by providing exemplary and innovative services, public places and infrastructure, ensuring public safety, and creating an economically and environmentally sustainable future. OUR VALUES Our values drive behavior and support effective implementation of the mission, vision, and goals. The City’s values include: Ethics and Integrity Fiscal Responsibility Inclusiveness Innovation and Creativity Professional Excellence Responsiveness Transparency and Open Communication ---PAGE BREAK--- v CITY OF EL CERRITO PROPOSED BIENNIAL FY 2014-15 & 2015-16 BUDGET TABLE OF CONTENTS City Manager’s Transmittal Letter 7 Budget 16 Section 1: Budget Overview 21 El Cerrito Profile 21 Organizational Overview 22 Strategic Plan 23 Budget Process 26 Section 2: Financial Overview 31 Citywide Revenues 31 Citywide Expenditures 35 Fund Balance 39 General Fund Overview 40 Major Operating Funds 47 Financial Forecasts 48 Other 57 Section 3: City Management 59 City Management 59 City Management Budget Summary 60 City Council 61 City Council Budget Summary 61 City Attorney 62 City Attorney Budget Summary 62 City Manager 63 City Clerk 65 Human Resources Division 67 Information Systems Division 69 Section 4: Community Development Department 71 Department Overview 71 Community Development Department Budget Summary 75 Planning and Building Division 78 Community Sustainability Division 81 Section 5: Finance Department 85 Department Overview 85 Finance Department Budget Summary 88 Section 6: Fire Department 91 Department Overview 91 Fire Department Budget Summary 98 Section 7: Police Department 101 Department Overview 101 Police Department Budget Summary 106 Police Administrative & Support Services Division 108 Police Field Operations Division 109 Police Special Operations / Investigations Division 110 Section 8: Public Works Department 111 Department Overview 111 Public Works Department Budget Summary 115 Engineering Division 118 Operations and Environmental Services Division 122 Section 9: Recreation 127 Department Overview 127 Recreation Department Budget Summary 131 Recreation Administration 133 Youth & Adult/Community Services 133 Childcare Administration Division 137 Aquatics Division 140 Senior Services Division 143 Citywide Custodial 146 Section 10: Successor Agency 147 Introduction 147 ---PAGE BREAK--- vi Successor Agency Finances 148 Obligations 149 Administrative Budget 152 Section 11: Other Entities 155 Employees’ Pension Fund 155 Public Financing Authority 156 Section 12: Capital Improvements 159 The Capital Planning Process 159 Capital Improvement Summary 160 Tables and Project Information Sheets 160 Section 13: Long-Term Debt 201 Revenue Bonds 201 Capital Lease Obligations 203 Section 14: Appendices and Statistics 207 Appendix 1 Glossary of Budget Terms 209 Appendix 2 Demographic Profile 215 Appendix 3 Employee Benefit Schedule 218 Appendix 4 Financial Policies 219 Summary of Significant Accounting and Financial Policies 219 Appendix 5 Boards and Commissions 231 Appendix 6 Department Line Item Budgets 235 ---PAGE BREAK--- 7 CITY MANAGER’S TRANSMITTAL LETTER June 9, 2014 Honorable Mayor and Council Members: I am privileged to present the Proposed Fiscal Year 2014-15 and Fiscal Year 2015-16 Biennial Budget for the City of El Cerrito. This document describes our financial position as well as the program of services and activities the City provides to its residents and businesses. In this document, for the first time since 2004, we endeavor to look forward two fiscal years as opposed to one. Last year in this same transmittal letter, I asked that we focus on our accomplishments and the City’s positive future and not to dwell on our challenges and risks. This year, while the City’s future potential has never been stronger, the current fiscal year has provided for more budgetary challenges than anticipated. Even though some parts of the Bay Area are beginning to recover from the Great Recession, El Cerrito has not yet recovered financially and is struggling to not only maintain our quality and breadth of services, but to improve those services, as we always strive to do. In preparing this letter, I reviewed budget letters from prior years, and was struck by the fiscal year 2007 budget letter, just eight years ago. In that letter I included such highlights as: Fiscal Year 2007 Highlights • Significantly increased police officer staffing (6.5) • Expanded Public Works Department staffing with an emphasis on capital projects and engineering • A significant investment in City infrastructure and facilities by the General Fund and the Redevelopment Agency • Development of our new City Hall • The General Fund will continue to support the City’s Landscape and Lighting Assessment District (LLAD). In Fiscal Year 2006-07, we anticipate that amount to be approximately $384,000 • Property tax continues to increase significantly both in the residential and commercial areas due to greatly increased property values • The Redevelopment Agency is on very sound financial footing as the tax increment in the redevelopment area continues to increase significantly….bond proceeds will be used to reinvest in the infrastructure along San Pablo Avenue, assist businesses with building improvements and technical assistance, fund a new senior center and much of a new library • There will be a projected unreserved General Fund balance of $3.68 million or 15.5% of the General Fund expenditures which continues to exceed that policy Financially, many things have changed since that time and impacts to the activities listed in 2007 have been substantial. The Police Department has struggled to maintain its staffing levels and we are planning for at least three vacant officer positions. Four Public Works positions are now vacant or eliminated. The General Fund is no longer contributing to capital improvements or backfilling Landscape and Lighting Assessment District (LLAD) activities. Property taxes have decreased in the past few years with a significant number of homes being reassessed downward. Our Redevelopment Agency, which was instrumental in financing the San Pablo Avenue improvements, the Cerrito Theater ---PAGE BREAK--- 8 and both the Resources for Community Development and Eden Affordable Housing projects, was dissolved by the State to help address California’s budget deficit. For these reasons, El Cerrito continues to need local control over local funds, for local needs. As has been reported to the City Council, it is anticipated that our undesignated General Fund balance will decrease to about 5% in fiscal year 2013-14. Unfortunately, use of reserves became necessary when revenues did not materialize as had been projected in fiscal years 2012-13 and 2013-14. In the future, that trend must be reversed. Additionally, for the past five years, the City has relied heavily on vacancies to balance the budget and next year will be no exception; in some areas vacancies will increase further, including the Human Resources Manager and Economic Development Program Manager positions. In spite of these painful changes, each year the City aggressively seeks out opportunities to further our Mission and implement the Vision as described in our Strategic Plan. Over the past few years, City staff has worked diligently to maintain our exemplary services by relying on Special Funds and competitive grants to continually reinvest in our City. However, in this fiscal year, our budget challenges have in fact started to impact the services we deliver. In the sections that follow, the accomplishments, challenges and objectives for the future will be discussed in an attempt to provide the framework for the next two years. As has been discussed in the recent past, El Cerrito is a City in transition. While respecting our history, we must continue to look to the future and build on recent success. By following the framework established in the City’s Strategic Plan – a Plan that lays out the Mission, Vision, Values and Strategies for the City over the coming years. That Plan provides the foundation for this budget and is discussed and incorporated throughout the document. The Plan describes: OUR VISION The City of El Cerrito is a safe, connected, and environmentally focused Bay Area destination with vibrant neighborhoods, businesses and public places, and diverse cultural, educational and recreational opportunities for people of all ages. OUR MISSION The City of El Cerrito serves, leads and supports our diverse community by providing exemplary and innovative services, public places and infrastructure, ensuring public safety, and creating an economically and environmentally sustainable future. OUR VALUES Our values drive behavior and support effective implementation of the mission, vision, and goals. The City’s values include: • Ethics and Integrity • Fiscal Responsibility • Inclusiveness • Innovation and Creativity • Professional Excellence • Responsiveness • Transparency and Open Communication ---PAGE BREAK--- 9 SELECTED ACCOMPLISHMENTS During the last fiscal year and years prior, much has been accomplished and is detailed throughout this document. Some of our recent major accomplishments by Strategic Plan Goal Area are: Deliver Exemplary Government Services • Continued the process of moving more services online to increase productivity internally and flexibility for our customers • Managed to largely keep up with continued technology changes with flat resources and a limited technology budget • For the first time, held four neighborhood budget meetings to solicit input from the community on our fiscal priorities • Expanded our social media presence through our new website, Twitter, Facebook, Nixle and other regular electronic outreach and launched “Open El Cerrito” with Peak Democracy • Received 11 “Best of” Contra Costa County Awards from Parents’ Press Magazine including, Best Arts Camps, Best Child Care, Best Circus & Sports Camps, Best Fair/Festival – City of El Cerrito/worldOne Fourth of July Festival, Best General Summer Camps, Best Gymnastics, Best Preschool – Casa Cerrito Preschool, Best Science Summer Camp, Best Spring Break Camp, Best Swim Classes and Best Winter Break Camp Achieve Long Term Financial Sustainability • Secured outside funding for several City projects, including: $3,468,547 One Bay Area Grant (OBAG) to complete Ohlone Greenway and Pedestrian Safety Improvements adjacent to both BART stations; $100,000 Safe Routes to Transit grant to further San Pablo Avenue Complete Streets effort, $302,500 for a del Norte Precise Plan and $251,525 for acquisition of the Hillside Natural Area • Summer Camp registrations and revenue increased by over 10% • Achieved $40,000 in savings to General Fund by bringing citywide custodial duties in house to the Recreation Department Deepen a Sense of Place and Community Identity • Broadened our hiring and volunteerism through our EC Stars High School Internship Program, expanded Police Explorer Program, held 2nd Police Citizens Academy and identified eight new Volunteers in Police Service recruits • Facilitated opening of Off the Grid weekly food truck event • Negotiated loan terms, facilitated financing and celebrated groundbreaking for Ohlone Gardens affordable housing project • Updated Library needs assessment • Installed 12 wind sculptures along San Pablo Avenue • Completed and released Draft Specific Plan (Form Based Code, Complete Streets) and Draft Environmental Impact Report Develop & Rehabilitate Public Facilities as Community Focal Points • Upgraded the irrigation system at Cerrito Vista park using City staff and in partnership with El Cerrito Youth Baseball, rebuilt three baseball infields ---PAGE BREAK--- 10 • Implemented a Tree Maintenance Agreement that reduced per tree costs by half while pruning twice as many trees • Initiated construction of the Ohlone Greenway Natural Area and Rain Garden Project Ensure the Public’s Health & Safety • Reduced overall part one crimes through the use of data, flexible deployments and continued crime analysis in spite of recruitment and retention challenges • Received Homeland Security grants for a new fire ladder truck, new Automatic Cardiac Compression Devices and rescue equipment in the amount of just over $1 million. • Added a 2nd K-9 and handler to expand our Police capabilities • Implemented five transportation/streets related projects to help improve vehicle, bicycle and pedestrian safety throughout the community. Foster Environmental Sustainability Citywide • Installed energy efficient water heaters at the swim center • Installed solar panels on many city buildings to reduce energy costs • Began development of Urban Greening Plan and Active Transportation Plan OVERALL CHALLENGES Because El Cerrito has not yet recovered financially from the Great Recession, a number of challenges exist as we look towards the next two years, including: • Managing the continued increases in technology demands including the desire for more online services, network and email security, hardware and software changes, changes in technology and increased training needs with no increase in technology staffing or budget • The current number of vacancies Citywide makes it difficult to focus on continuous quality improvements, data-driven analysis, succession planning, continuing education and other staff-driven improvements while maintaining current service levels • Recruitment and retention of excellent staff with no increase in budgets and flat or decreasing compensation in an increasingly improving market • Managing significant increases in pension costs • Identifying funds to maintain our aging facilities, parks, open space, playgrounds and playfields • Identifying resources to successfully advance affordable housing and economic development goals, post-Redevelopment funding • Attracting aging baby boomers to outdated, low functioning senior center • Successfully partner with the private sector and other agencies to do business and invest in the City ---PAGE BREAK--- 11 KEY OBJECTIVES In spite of our financial challenges, City staff looks to the Strategic Plan to prioritize the projects, programs and services to allocate our limited resources according to the goals in the Plan. As a result, there are a number of exciting things planned for the next two years in addition to our core functions, including: • Identification of a site for a new library • Bringing the San Pablo Avenue Specific Plan, Urban Greening Plan, Active Transportation Plan and associated products through to adoption and successful implementation • Development and passage of an extension and possible increase to the City’s general sales tax (Measure R) • Significantly increase online capabilities for customers • Increase efficiency and competitiveness in contract services • Successful implementation of the November General Election • Continue and expand the City’s disaster preparedness training • Implement relatively small storm drain improvement projects and begin implementation of an update of the Storm Drain Master Plan • Continue to seek and win grants which further implement the Mission and Vision of the City • Leverage funding and begin a General Plan update • Develop recreation Marketing Plan to provide more focused outreach to expand programs and increase revenue potential PROPOSED BIENNIAL BUDGET FY 2014-15 AND FY 2015-16 OVERVIEW The Fiscal Year 2014-15 and 2015-16 Proposed Biennial Budget provides funding for all City services and more, including police, fire, recreation, community development, public works, building, planning, environmental and city management services. Although the City’s primary operating fund, the General Fund, is in balance, there is not much of a working margin. Further, the budget does not yet identify specific actions to increase the City’s reserves. Once again, a number of worthy projects, policies and programs have not been included due to a lack of funds. The continued reliance on vacancies is taking a toll on our ability to achieve the goals of the Strategic Plan. This is felt most directly in Public Works, Police, Economic Development and Code Enforcement – all areas that directly impact the health and safety of our residents. Entering FY 2014-15, we will add Human Resources Manager, Economic Development Program Manager and Accounts Receivable clerk to the list of vacancies. While we will backfill portions of these positions with consultants or part-time staff, these vacant positions will shift responsibilities to existing staff, hindering our ability to deliver the level of service that has come to be expected. At the time of submittal of this budget, active negotiations are underway with all of the City’s employee groups to seek or require concessions to reduce overall staff-related expenses. Certain assumptions related to the outcome of these negotiations are included in the proposed budget. Where possible, these numbers will be refined prior to adoption of a final budget and in some cases after budget adoption. Similar to the FY 2013-14, our special funds are also at their limits and in some cases, running a temporary shortfall. These funds, which could be used more for specific purposes, are now used primarily to backfill services that the General Fund cannot support. However, a plan to balance these ---PAGE BREAK--- 12 funds in FY 2015-16 has been implemented and it is our hope that these funds will once again focus on their core objectives in the future. The chart below provides an overview of the citywide revenues for next fiscal year: City of El Cerrito Operating Revenues Revenue Category FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 Actual Actual Amended Proposed Proposed Taxes Property Taxes $8,396,623 $5,467,008 $6,322,213 $6,442,256 $6,636,620 Sales Taxes 6,560,971 6,251,355 6,093,750 6,003,000 6,319,960 Utility User Tax 3,163,978 3,066,580 3,605,000 3,677,100 3,750,642 Local Parcel Taxes 1,908,237 1,908,470 1,908,000 1,908,000 1,908,000 Franchise Taxes 1,020,930 1,065,858 1,177,000 1,393,175 1,434,970 Business License Tax 691,948 660,931 750,000 770,495 785,905 Other Taxes 592,386 681,582 702,015 807,728 829,725 Total Taxes $22,335,073 $19,101,784 $20,557,978 $21,001,754 $21,665,822 Licenses & Permits $518,276 $516,703 $606,000 $531,000 $593,000 Fines and Forfeitures 215,336 288,781 306,500 341,500 341,500 Use of Money and Property 494,979 473,706 451,682 485,943 495,272 Intergovernmental Revenues 7,958,811 10,187,663 14,190,858 8,442,405 8,094,330 Charges for Services 6,274,008 6,842,104 6,839,538 6,819,370 7,163,061 Other Revenues 1,751,600 512,435 266,431 891,231 479,567 Total Revenues before Transfers $39,548,083 $37,923,176 $43,218,987 $38,513,203 $38,832,552 Interfund Transfers $11,271,935 $9,517,061 $5,486,390 $2,852,533 $2,815,683 Total $50,820,018 $47,440,236 $48,705,377 $41,365,736 $41,648,235 Staff is projecting an overall decrease in General Fund revenues next fiscal year with somewhat of a rebound in the following year. In terms of our Special Funds, many onetime revenues, largely associated with Capital Projects, Grants, Affordable Housing and other restricted funds will decrease significantly. However, staff largely views many of these revenue sources as cyclical since new grants have been identified and others are likely. In some cases, revenues have been adjusted to better reflect the mission of the fund in which it was generated and the use of special restricted funds to balance other funds has been lessened. City of El Cerrito Operating Expenses Department FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 Actual Actual Amended Proposed Proposed City Management $2,685,267 $2,822,685 $2,762,692 $2,646,502 $2,622,912 Finance 4,333,064 5,737,757 3,466,881 2,773,386 2,849,109 Police 10,106,417 10,546,965 10,519,445 10,690,226 11,292,173 Fire 10,708,768 11,037,456 9,350,128 8,270,229 8,563,769 Public Works 5,311,382 5,284,964 4,484,688 4,600,229 4,655,934 Community Development 2,983,548 2,673,464 6,178,746 1,964,298 1,946,516 Recreation 4,168,183 4,143,703 4,175,483 4,185,592 4,328,846 Capital Outlay 1,709,469 2,945,720 6,868,896 3,719,262 2,818,079 Total Before Transfers $42,006,098 $45,192,714 $47,806,959 $38,849,724 $39,077,338 Transfers $10,229,261 $5,405,261 $5,486,390 $2,852,533 $2,815,683 Total Expenditures $52,235,359 $50,597,975 $53,293,349 $41,702,257 $41,893,021 All services remain substantially intact and continue to be provided at levels higher than in most other cities, however, we anticipate the ability to take on additional programs or projects will be hindered next fiscal year. In order to develop the proposed budget, staff has focused on our core services and ---PAGE BREAK--- 13 only those things consistent with the Strategic Plan. Key assumptions drive the proposed budget including but not limited to the following: • No reductions to current filled staff positions • Fifteen vacancies will remain, five more than the current fiscal year • An increase of four percent by non-public safety management and unrepresented professional staff in contributions to their pension costs • Approximately $600,000 of economic development-related grant funds (from a prior grant from the Municipal Services Corporation) are no longer available • The overall salary savings from vacancies equals approximately $1.9 million • Salary savings of approximately $530,000 in Police based on current staffing levels; three vacant sworn positions will be re-evaluated at mid-year and allowed to be filled should additional revenues be identified through a ballot initiative • The Fire Department, while fully staffed operationally with three recent hires, will rely on overtime rather than fill the three authorized “coverage” positions, similar to recent years (results in approximate $150,000 in savings) • Capital projects funded outside of the General Fund will progress as planned but once again, no General Fund contributions are included for capital (except a small reimbursement for Recreation software), or facility improvements • Contract help in certain areas, including economic development and human resources will continue or increase until revenues stabilize at a sustainable level • $50,000 for professional services and public information costs associated with a possible ballot initiative in November are included • No use of unrestricted General Fund reserves This budget attempts to maintain current levels of police and fire services, including neighborhood patrols, crime prevention programs, and rapid 9-1-1 response times, as well as our quality of life services, in accordance with community desires. An overview of the General Fund, including fund balances, is presented below: General Fund Summary FY 2012-13 Actual FY 2013-14 Adopted FY 2013-14 Amended FY 2013-14 Projected FY 2014-15 Proposed FY 2015-16 Proposed Beginning Restricted Fund Balance $598,957 $0 $1,059,976 $1,059,976 Beginning Unassigned Fund Balance $2,608,745 $2,909,552 $1,281,566 $1,281,566 $1,479,380 $1,568,773 Total Revenues $29,366,108 $28,479,079 $28,809,734 $29,054,141 $29,341,458 $30,304,024 Total Expenses $28,947,137 $28,453,592 $28,929,497 $28,860,545 $29,252,065 $30,396,301 Personnel $22,728,201 $23,649,427 $23,836,894 $22,180,815 $24,151,835 $25,161,615 Salary Savings ($28,480) ($1,467,048) ($1,467,048) ($22,858) ($1,532,693) ($1,608,952) Non-Personnel $6,247,416 $6,271,213 $6,559,651 $6,702,589 $6,632,923 $6,843,638 Annual Balance/Shortfall $418,970 $25,487 ($119,763) $193,596 $89,393 ($92,277) Transfer Out Grant $598,957 $598,957 Transfer Out - Solar CIP $1,134,584 $456,801 $456,801 Total Transfer out of Restricted Funds $1,134,584 $0 $1,055,758 $1,055,758 $0 $0 Ending Fund Balance/Deficit $2,492,088 $2,935,039 $1,166,021 $1,479,380 $1,568,773 $1,476,496 Unassigned Ending Fund Balance/Deficit $2,492,088 $2,935,039 $1,166,021 $1,479,380 $1,568,773 $1,476,496 Ending Unassigned Reserve Percent 8.6% 10.3% 4.0% 5.1% 5.4% 4.9% ---PAGE BREAK--- 14 At this point, staff is projecting reserves to increase to 5.4%, or about half of the minimum amount desired under the City’s reserve policy, and could dip in FY 2015-16 if additional revenues or decreased expenses are not identified. Although relatively common, temporary borrowing to manage cash flow will once again be necessary. For FY 2015-16, many assumptions could not yet be firmed up as they rely heavily on the ultimate result of ongoing negotiations. In that same year, personnel assumptions were similar to FY 2014-15 with no vacancies filled. Other expenses would remain flat where we are able to control them. Although the process of looking both to the future and inside of the organization identified numerous priorities and areas for additional funding, most were not addressed in this budget due to limited resources. A few of the items considered but not funded include: • Implementation of a restricted reserve fund, primarily for one-time needs and not utilized for cash flow • A larger increase in general fund reserves but that could be achieved based on successful contract negotiations or additional balancing measures • Development of a capital facilities reinvestment fund to identify funds for the repair and replacement of our aging facilities • An update of our cost allocation model and fee study • Some additional financial support for our playfields and playgrounds Personnel At the time of this letter, negotiations are underway with all of the City’s bargaining units in an effort to seek their financial support in developing a balanced budget. Certain assumptions about the outcome of those discussions are built into these projections. Should these discussions result in differing outcomes, the budget may need to be adjusted accordingly which could impact personnel and services. Our employees are the key to the success of the City. In spite of the economic turmoil of the last few years, the reduced reserves and the growing vacancies, the City has not eliminated any filled positions or dramatically reduced services. However, many familiar faces have moved on over the past few years through retirement or other employment. In most cases, positions that become vacant have not been refilled. In other areas, such as police officer and building official, hiring will still occur. Having said that, it is becoming difficult across most departments to maintain the level of service our residents and businesses have come to expect. Many of our facilities cannot provide the accommodations and tools our residents and employees deserve. An overview of our projected staffing for FY 2014-15 is shown in the following table: Department Approved Actual Vacant City Council 5 5 0 City Management 9 8 1 Finance Department 6 5 1 Community Development 13.5 12.5 1 Fire 37 33 4 Police 56.4 52.4 4 Public Works 22.8 20.8 3 Recreation 23 22 1 Total 172.7 158.7 15 ---PAGE BREAK--- 15 In order to balance the budget this year, 15 previously approved positions will remain vacant in FY 2014-15 In FY 2008-09, the Council authorized just over 178 positions; an approximately 16% reduction in actual staffing in five years. Unfortunately, without significant changes in revenues, staffing is proposed to remain the same in FY 2015-16. RESERVES Although the General Fund budget is proposed to be balanced, reserves are still well below desired levels. Both the staff and the City Council set a goal to minimally increase reserves to 6% next fiscal year. In order to do that, an additional $175,000 in expense reductions will be necessary. Some of this amount could come from the ongoing labor negotiations, staffing reductions, further service reductions or increased revenues which staff currently has not identified. Staff will work with Council during June to identify additional alternatives to increase reserves or reduce expenses if requested. Should Measure R be reauthorized and increased, new revenues collected during the fiscal year 15 could increase reserves by 1-1.5 percent. MEASURE R EXTENSION In July, the City Council will consider placing an extension of Measure R on the November 2014 ballot to continue to address the City’s critical needs. Measure R currently generates nearly $1.5 million annually. Extending Measure R funding at the one-cent sales tax rate will help the City maintain or improve current levels of fire and police services, including neighborhood patrol, crime prevention, and rapid 9-1-1 response. These funds could also be used to restore and maintain our parks, playfields and open space as well as ensure funding for our after school programs which are critical in providing students and teens with the resources they need to succeed. These funds would continue to require independent citizen oversight, mandatory financial audits, and yearly updates to the community to continue to ensure that all voter-approved funds are spent as promised. Once again, El Cerrito needs local control over local funds, for local needs. Extending existing, voter-approved funding at the one cent sales tax rate will continue to address these needs, while keeping all funds local and ensuring that no funds can be taken by Sacramento. * * * * * I would like to thank all of the senior staff for their hard work, diligence and high standards in their contributions to the budget document. In particular, I would like to thank Karen Pinkos, the Assistant City Manager, Lisa Malek-Zadeh, the City’s Finance Director, Geoffrey Thomas, the City’s Finance Manager, Lori Trevino, Senior Financial Analyst, and each of our Department Directors, for their work in developing and continuously improving the document over the past few years to achieve this award-winning status for the City. Most importantly, I would like to thank all of the City employees who continually evolve and innovate in order to maintain the programs and service levels our residents and businesses desire and the residents and businesses of El Cerrito who continue to support and show faith in our efforts. Again, on behalf of all the staff, I present a budget that will continue to serve our City well. Respectfully, Scott Hanin City Manager ---PAGE BREAK--- 16 BUDGET GUIDE The City of El Cerrito’s Fiscal Years 2014-15 & 2015-16 Biennal Budget presents accurately and clearly the City’s projection of revenues and expenditures for the next two fiscal years. It describes in detail the various components of the City, each of its departments and divisions, and the City’s separate legal entities: the Employee Pension Board and the El Cerrito Public Financing Authority. The budget also describes the City’s mission, vision, and values, outlines overall goals and strategies developed through the 2013-2018 Strategic Plan, and indicates how resources are allocated to fulfill these objectives. The budget is the City’s fundamental policy document and communicates the expenditures legally appropriated by the City Council for the fiscal year. The budget document is intended to help the City Council, residents, businesses, and other interested parties understand the overall responsibilities and goals of the City and to enable the departments to present financial plans and workload data. In addition to its role as a policy document, the budget also serves as a financial plan, an operations guide and a communications tool. Each year staff aims to improve the budget document in a significant way. This year’s budget will be the first biennial budget to be presented since FY 2003-04. Additonally, the budget document expands upon the alignment of programs, services and resources to the City’s Strategic Plan goals. As in previous years, this budget document includes Ten-Year Financial Plans for the General Fund and Integrated Waste Management Fund. The purpose of these long term plans is to allow the residents, City Council, and the public to evaluate the results of actions taken today by projecting out ten years into the future. Using this planning tool on an on-going basis will help the City refine projections and develop long-term stability. CSMFO Award City staff is very proud to include in this Budget Overview Section a copy of the award for Excellence in Operational Budgeting from the California Society of Municipal Finance Officers (CSMFO) for the FY 2013-14 operating budget. This is the City’s ninth consecutive year of receipt of this award. GFOA Award The City of El Cerrito was honored with its fourth consecutive Government Finance Officers Association of USA/Canada (GFOA) Distinguished Budget Presentation award. Staff is extremely proud to continue to receive this award that reflects a nationally recognized standard for budget documents prepared by local agencies. This award represents a culmination of efforts to continuously improve the budget document. Reporting Entity Throughout this budget document, reference is made to the City. As appropriate, such references should be inferred to include activity and financial contributions of each of the three separate entities covered under this budget: City of El Cerrito, El Cerrito Employees’ Pension Board, and the El Cerrito Public Finance Authority. The El Cerrito Municipal Services Corporation (MSC) is a non-profit corporation whose purpose is to support the City in expanding economic opportunities and eliminating blight, as well as assisting and implementing programs and activities that will lessen neighborhood tensions and combat community deterioration. While it is a component unit of the City for reporting purposes, and is therefore included in the City’s Comprehensive Annual Financial Reports, the MSC’s FY 2014-15 budget is approved separately by its Board of Directors and is therefore not included in this document. ---PAGE BREAK--- 17 Budget Structure City Manager’s Transmittal Letter: The City Manager’s letter is intended to provide an executive summary of the City’s priorities, major projects, general philosophy, and discussion on the Citywide financial outlook and budget. Budget Overview: The Budget Overview section presents information on the structure and policies of the City and detail of the budget on a Citywide basis. Financial Overview: This section provides summary financial information regarding projected revenues, expenditures, fund balances and reserves as well as transfers between funds. The section reviews detailed assumptions in the General Fund, the City’s main operating fund, including historical data, a discussion of current programs and activities, future concerns and strategies as well as the Ten-Year Plan. The section also includes the summary analysis of all other major operating funds, forecasts, details of all inter-fund transfers, and information describing significant changes compared to the prior year’s budget. Department Operating Budgets: The departmental operating budget sections describe historical and adopted expenditures by department and division as well as descriptions of core responsibilities, Strategic Plan Alignment, service indicators, and accomplishments. Budget summaries are provided for each department in their corresponding section; line-item detail budgets by division are located in the appendices. The City is organized into seven operating departments: City Management, Community Development, Finance, Fire, Police, Public Works, and Recreation. Successor Agency: Per AB1x 26 the El Cerrito Redevelopment Agency (RDA) was dissolved as of February 1, 2012 and a Successor Agency was created to wind down the former RDA’s affairs. Historical budget and actual data for the former RDA is shown in this section. The Successor Agency has no budget authority, therefore no budget data is presented in this document. Other Entities: This section outlines the adopted revenues and expenditures for the City’s other legal entities: the Employees Pension Fund and the Public Financing Authority. Capital Improvement Program: The Capital Improvement Program (CIP) section details the adopted capital projects for Fiscal Years 2012-13 through 2021-22. It includes a description of those capital projects previously funded and other Capital Improvement Needs that are presented as a non- prioritized listing of those proposed projects or programs for which no funding has been currently identified. Long Term Debt: The City has various long-term commitments for payments that range from accumulated benefits due to employees to debt obligations to be repaid from various revenue sources. These obligations are discussed in this section and supported with the FY 2011-12 audit information. Appendices, Statistics and Line-Item Budget Detail: The final section of this document contains a glossary of budget terms, a demographic profile and various statistics intended to assist the reader in achieving a greater understanding of El Cerrito as a community. This section also holds the financial policies referred to throughout the document. Additionally, this section also houses the detailed line- item tables for each department and division of the City. ---PAGE BREAK--- 18 In FY 2013-14 the City’s Operating Budget was prepared using the criteria published by the California Society of Municipal Finance Officers (CSMFO) required to receive their award for Excellence in Operating Budgeting. This was done in an effort to continue to improve the clarity and content of the budget document, as well as provide the City Council and the public with financial peer review in order to assure them that the substance and accuracy of the document meets their high standards. This is the ninth year in a row that the City has received this award. ---PAGE BREAK--- 19 This is the fourth year the City has won the Distinguished Budget Presentation Award from the Government Finance Officers Association (GFOA). The GFOA established the Distinguished Budget Presentation Awards Program in 1984 to encourage and assist state and local governments to prepare budget documents of the very highest quality that reflect both the guidelines established by the National Advisory Council on State and Local Budgeting and the GFOA’s best practices on budgeting and then to recognize individual governments that succeed in achieving that goal. This award represents many years of refinements and clarification of the budget document and represents a commitment to presenting a complete and concise report of the City’s overall mission and financial plan. ---PAGE BREAK--- 20 ---PAGE BREAK--- 21 SECTION 1: BUDGET OVERVIEW The City of El Cerrito serves, leads, and supports our diverse community by providing exemplary and innovative services, public places and infrastructure, ensuring public safety and creating an economically and environmentally sustainable future. EL CERRITO PROFILE The City of El Cerrito is a general law city that was incorporated in 1917. El Cerrito is located in western Contra Costa County and forms part of the highly urbanized area along the eastern shore of San Francisco Bay. El Cerrito has a population of 24,087 and covers an area of 3.9 square miles. It is a community of highly educated residents due primarily to the proximity to UC Berkeley and the San Francisco Bay Area high-tech economy. It is known for its temperate climate and breathtaking views of San Francisco Bay and the Golden Gate Bridge from the hillside areas. Interstate Highway 80 passes near the western boundary of the community, while the crest of the Berkeley Hills and Wildcat Canyon Regional Park define the eastern boundary. The community is served by AC Transit and the Bay Area Rapid Transit (BART) system, with stations near both the northern (El Cerrito Del Norte station) and southern (El Cerrito Plaza station) boundaries of the city. In addition, several transit agencies including Golden Gate Transit, Fairfield-Suisun Transit, Vallejo Transit, and WestCAT also serve the El Cerrito Del Norte BART station. The combination of services from these agencies provides excellent public transportation to the entire Bay Area. The City is organized as a Council-Manager form of local municipal government. The City Council consists of five members elected at large for four-year, overlapping terms. The Council selects the Mayor for a one-year term from among its members. The Mayor and City Council provide community leadership, develop policies to guide the City in delivering services and achieving community goals, and encourage citizen understanding and involvement. The Council Members also serve as the governing body of the El Cerrito Employees’ Pension Board (PB), and the El Cerrito Public Financing Authority (PFA). The City Manager is appointed by the City Council and is responsible for administration of municipal affairs. All municipal departments operate under the supervision of the City Manager. Through the City Manager, City staff uses the resources appropriated by the Council in the budget to achieve desired service results in the community and carries out the policies of the Council. The City Council also appoints the City Attorney to advise them and City staff on legal affairs, to see that all laws are effectively enforced and, when necessary, to defend the City in litigation. The City provides police and fire services as well as recreation, streets and roads, recycling, economic development, public improvements, building, planning and zoning, and general administrative services. Residents are provided water by East Bay Municipal Utility District and sewer services through Stege Sanitary District. Garbage collection service is provided by East Bay Sanitary, and both Comcast and AT&T provide video, internet and telecommunication services. ---PAGE BREAK--- 22 ORGANIZATIONAL OVERVIEW Chart 1-1 provides a graphical overview of the structure of City Government: Chart 1-1 El Cerrito City Government Organization Chart Overall Position Listing Table 1-1 shows the authorized Citywide position listing for permanent positions. The listing reflects interdepartmental transfers. The listing does not include hourly or non-permanent part-time positions. Table 1-1 Citywide Position Listing FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 City Council 5.00 5.00 5.00 5.00 5.00 City Management 9.80 9.80 9.00 9.00 9.00 Finance Department 6.00 6.00 6.00 6.00 6.00 Community Development* 15.00 15.00 13.50 13.50 13.50 Police Department 56.55 56.55 56.40 56.40 56.40 Fire Department 37.00 37.00 37.00 37.00 37.00 Public Works Department 23.25 23.25 23.80 22.80 22.80 Recreation Department 24.00 24.00 23.00 23.00 23.00 Total 176.6 176.6 173.7 172.7 172.7 *Formerly Environmental and Development Services Residents of El Cerrito City Council City Attorney City Manager City Management Fire Department Finance Police Department Community Development Public Works Recreation Boards and Commissions ---PAGE BREAK--- 23 STRATEGIC PLAN Successful organizations need to have a clear vision of where they are going and how they intend to achieve their mission. The City’s vision was crafted by the community during the City of El Cerrito 2013-2017 Strategic Plan process. This Plan provides a framework for linking identified priorities to the budget process, capital improvement program, important policy considerations, economic development initiatives, and the organization’s desire for continuous improvement. OUR VISION The City of El Cerrito is a safe, connected, and environmentally focused Bay Area destination with vibrant neighborhoods, businesses and public places, and diverse cultural, educational and recreational opportunities for people of all ages. OUR MISSION The City of El Cerrito serves, leads and supports our diverse community by providing exemplary and innovative services, public places and infrastructure, ensuring public safety, and creating an economically and environmentally sustainable future. OUR VALUES Our values drive behavior and support effective implementation of the mission, vision, and goals. The City’s values include:  Ethics and Integrity  Fiscal Responsibility  Inclusiveness  Innovation and Creativity  Professional Excellence  Responsiveness  Transparency and Open Communication In 2012, the City kicked off the process to create the Strategic Plan. Approximately 500 citizens participated in focus group discussions, community workshops, study sessions and online surveys and forums. Together, participants offered ideas and comments about issues currently facing El Cerrito and hopes and desires for the City’s future. The entire plan is available at www.el-cerrito.org. The Plan includes the City’s vision, mission statement and values, six goals and over forty strategies to achieve the goals. The goals are: A. Deliver Exemplary Government Services B. Achieve Long-term Financial Sustainability C. Deepen a Sense of Place and Community Identity D. Develop and Rehabilitate Public Facilities as Community Focal Points E. Ensure the Public’s Health and Safety F. Foster Environmental Sustainability Citywide ---PAGE BREAK--- 24 Community Engagement To build upon the momentum achieved in the Strategic Plan process, and to allow staff and the City Council to gather feedback on the financial challenges the City faces in the upcoming fiscal years, the City held Community Budget Meetings in March 2014. For the first time, these meetings were held in neighborhoods throughout the City and allowed residents and neighbors to learn about the budget and provide input on allocating resources according to the priorities outlined in the Strategic Plan. The meetings were well attended and residents provided thoughtful and valuable feedback for City staff to consider for this budget. Additionally, the City provided a new online forum called Open El Cerrito (www.el-cerrito.org/openelcerrito) that mirrored the presentation and activities from the community meetings and allowed people to participate if they were not able to attend the meeting in person. Participants were invited to engage in an activity that put a "value" on the Strategic Plan goals for the City to focus on by spending a 'theoretical' $500. Participants could distribute the funds evenly to all of the choices or spend the money toward one area. The idea was that how participants allocated the $500 would show what programs and services were most important and to assist in prioritizing the City’s limited resources. 77 $500 budgets were submitted in person and online, and Chart 1-2 shows the average dollar amount allocated by participants to each Strategic Plan goal. Chart 1-2 Average Dollar Amount per Strategic Plan Goal (Total of $500) The allocations, as well as the comments provided in person and online, reflect the goal of Ensure the Public’s Health and Safety as the top priority. Comments reflected the desire to maintain the current level of public safety, police, fire, and emergency services, and understood the challenges that the City has faced in recent years, especially the economic downturn and the the loss of Redevelopment and other State takeaways. Feedback also reflected the desire to Develop and Rehabiliate Public Facilities as Community Focal Points, and in particular residents noted the need for maintaining and improving infrastructure, parks, playfields, open space, and developing a new Library building. Budget Alignment City staff used the goals outlined in the Strategic Plan as well as the data gained from the community meetings to inform the development of their departmental budgets for the next two fiscal years. In order to best determine the resources to allocate to the goals and strategies in the Plan, the departments submitted information tailored toward aligning programs and services to the Strategic Plan goals. $44 $63 $63 $65 $113 $154 $0 $20 $40 $60 $80 $100 $120 $140 $160 $180 Goal A Goal B Goal C Goal F Goal D Goal E ---PAGE BREAK--- 25 Each department evaluated their programs and services and analyzed related data to determine a baseline amount of resources to allocate to the goals of the Strategic Plan. The departments considered several data sets, including personnel necessary to provide the program or service, additional costs (such as consultants or contractors, supplies and equipment, and other purchased services), and whether the program or service is required by law or City policy. Departments were realistic about the objectives that could be achieved in the upcoming fiscal years, and set priorities to allocate resources accordingly. Chart 1-3 depicts the percentages of the total departmental budget alignment of programs and services to each of the Strategic Plan goals. It shows that consistent with previous budgets, survey data, and the desires of the community, the highest priority has been placed on Ensure the Public’s Health and Safety. The goal of Deliver Exemplary Government Services was given high priority as well, as many departments identified programs or services as directly related to strategies within this goal, such as ensuring City programs and services are inclusive of people of diverse backgrounds, utilizing data-driven analysis to allocate resources, and providing excellent customer service. Chart 1-3 Departmental Budget Alignment to Strategic Plan Goals (All Funds) Further detail on the programs and services as aligned to the Strategic Plan goals and strategies are outlined in the department sections, beginning on page 59. Additional information on the quality of services provided by the City is gauged through citizen surveys. The City conducted the National Citizen Survey in April 2012 to gauge citizens’ satisfaction with the community and local government services. This was the City’s fourth National Citizen Survey. The full report is posted, along with the results from previous surveys, on the City’s website at www.el-cerrito.org. 18% 14% 11% 6% 47% 5% Goal A: Exemplary Services Goal B: Financial Sustainability Goal C: Sense of Place & Identity Goal D: Public Facilities Goal E: Public Health & Safety Goal F: Environmental Sustainability ---PAGE BREAK--- 26 BUDGET PROCESS The annual budget is the City’s service and financial plan for the fiscal year: a planning tool that matches the services desired by the community to the resources required in order to provide those services. The development, adoption, and implementation of the City budget compose a major decision-making process with several phases. This year, the budget process began with a series of community budget meetings in various neighborhoods throughout the City in March, as well as an online forum at www.el-cerrito.org/openelcerrito, in order to gather input and feedback on the budget. In April, the City Council held a budget study session to provide better direction to staff in preparing this document. The City is presenting a biennial budget, which will encompass the next two fiscal years. A biennial budget provides a high emphasis on long-term planning and forecasting, gives more time than an annual budget to ensure the budget is being efficiently followed and properly funded, allows greater opportunity to focus on how well programs and services are working over time and complying with the Strategic Plan, and reduces resources associated with annual budgeting. At the initial stage of the budget process, department heads and division managers propose to the City Manager those programs designed to provide essential services that meet the City Council’s expression of community goals. Beginning this year, these proposals will cover FY 2014-15 and FY 2015-16. Staff also prepares estimates of available revenues for the same period. The City Manager and department directors balance the requested program expenditures with the anticipated resources, and develop a proposed budget and financial forecasts. The proposed document is reviewed by the Financial Advisory Board, and their recommendations and revisions are incorporated during the budget process, as appropriate. After presentation of the staff-prepared, proposed budget, the City Council holds public meetings on the budget to review the staff recommendations and is anticipated to adopt the proposed document with whatever changes are required by the fiscal year end. The City’s fiscal year is from July 1 through June 30. The City Council receives public testimony and reviews the service, expenditure, and revenue proposals contained in the proposed budget. After discussing and making amendments, if any, to the proposed budget, the City Council adopts the budget for the next fiscal year and establishes appropriations. The appropriations are the legal authority to spend money. Copies of the various resolutions adopting this budget are provided in the Appendix of the final adopted budget document. While the budget document incorporates two fiscal years, the City Council is required per the El Cerrito Municipal Code to adopt and appropriate an annual budget for each fiscal year. During the time period covered by this document, the City Council will do so prior to June 30, 2014 and June 30, 2015. The next proposed budget document will be prepared prior to FY 2015-16. ---PAGE BREAK--- 27 Table 1-2 Budget Calendar DATE DESCRIPTION March, 2014 Community Budget Meetings • March 13: Harding School • March:15 Arlington Clubhouse • March 25: Senior Center • March 31: Canyon Trail Art Center March 18, 2014 City Council Meeting • Mid-Year Budget Review April, 2014 Budget Kickoff • Payroll budgets sent to Departments • New World System (NWS) baseline budget entered and ready for data entry (revenues and non-personnel expenses) by Departments • Word and Excel files ready for revision by Departments • Strategic Plan Alignment Worksheets to be completed by Departments April 22, 2014 City Council Meeting – Budget Study Session • FY 2013-14 Update • Preview FY 2014-15 and future forecasts • Align Budget Goals with Strategic Plan • Discuss priorities, challenges, and potential balancing measures • Master Fee Schedule • First Reading on Measure A Parcel Tax Ordinance May 1, 2014 Department Budgets completed and reviewed with City Manager • Revenue and Expenditures Changes • Personnel and vacant positions • Part Time and Overtime Requests • Capital Improvement Project Requests (if any) • Review completed Department Narratives • Alignment of goals and objectives with Strategic Plan May 6, 2014 City Council Meeting to consider: • LLAD Resolution of Intent • Second Reading Measure A Parcel Tax Ordinance • Capital Improvement Program Study Session May 20, 2014 City Council Public Hearings • LLAD Hearing & adoption of confirming resolution • Storm Drain Fees resolution May 28, 2014 Park and Recreation Commission Capital Improvement Program Study Session June 9, 2014 City Council Meeting Proposed Budget Introduction and Study Session June 10, 2014 Financial Advisory Board meeting- • Discuss & provide comments on proposed budget June 17, 24, and 30, 2014 City Council Budget Hearings/Adoption • Budgets and Budget Policies • Capital Improvement Program • Appropriations limit Budget Authority Model During each fiscal year, the adopted budget is implemented through the provision of City services and the City’s daily fiscal operations. The budget provides legal spending limits and a planned allocation of resources, within which the City’s managers are expected to provide services and make the best use of public resources. The City Council provides staff with the authority to raise and expend monies ---PAGE BREAK--- 28 within specific funds. The City Manager has the authority to shift resources within funds, but typically not across funds. From time to time throughout the year, the City Council receives periodic progress reports on how well the actual service and financial experience are conforming to the adopted service and financial plan, as expressed in the budget. Under certain circumstances, the City Council may adjust the budgeted appropriations for reasons unforeseen at the time of the adoption of the original budget. Such amendments are made by Council resolutions. Gann Limit Proposition 4, known as the Gann Initiative, was approved by the voters in November, 1979. This measure requires that the City adopt an appropriations limitation each fiscal year. In June of 1990, the voters passed Proposition 111, which modified the previous appropriations limitation requirements of Proposition 4, as follows: The total annual appropriations subject to limitation of the State and of each local government shall not exceed the appropriations limit of the entity of government for the prior year adjusted for the change in the cost of living and the change in population. Now chaptered in Article XIIIB of the California Constitution and Government Code §7900-7914, these two measures specify that the new limit be based on the prior year’s appropriations limit, adjusted for cost of living and population. Each year, every city must select from two alternatives methods for each of these two adjustment factors, as follows: Cost of Living California Constitution Article XIIIB “Change in the cost of living” for an entity of local government, other than a school district or a community college district, shall be either the percentage change in California per capita personal income from the preceding year, or the percentage change in the local assessment roll from the preceding year for the jurisdiction due to the addition of local nonresidential new construction. Population Government Code §7901(b): A city or special district may choose to use the change in population within its jurisdiction or within the county in which it is located. These factors are applied to the established FY 1986-87 appropriations limit, as adjusted annually to determine subsequent year limits. Therefore, each year’s limit becomes the base for computing the succeeding year’s limit. To assist with these computations, the California Department of Finance produces in May of each year the population changes of all cities and counties, as well as the Statewide change in per capita income. In 1991, the California State Board of Equalization asked all County Assessors to compute the annual change in nonresidential new construction. For Contra Costa County, the Auditor-Controller’s Office provides cities with these figures. ---PAGE BREAK--- 29 Analysis For FY 2014-15 the respective State and County offices have provided the City with the following optional factors to be used in the Gann limit computation: Cost of Living: California Per Capita Personal Income = -0.23% Population: Population Change, City of El Cerrito = 0.59% Population Change, County of Contra Costa = 0.98% Using the California Per Capita Personal Income factor and the percentage of Population Change in County of Contra Costa the City’s appropriations limit will grow from to $111,892,904 to $112,294,200. Appropriations limits apply only to tax revenues, not to revenues such as fees that cover the costs of operations. For FY 2014-15, only $18,646,650 of the City’s $30,473,601 projected General Fund and Street Improvement Fund revenues, net of operating transfers, are subject to the Gann limit. Therefore, the City will be $93,767,550 under the Gann limit. Accounting and Evaluation The City of El Cerrito manages its finances according to Generally Accepted Accounting Principles (GAAP). During the fiscal year, expenditures and revenues are carefully documented to ensure compliance with the adopted budget. After the close of the fiscal year, an independent, professional auditor performs an audit, and the City publishes General Purpose Financial Statements, which are included in the Comprehensive Annual Financial Report (CAFR). The CAFR documents the City’s budgetary performance and the financial health of each fund, which offers managers and policy makers the opportunity to evaluate the City’s financial condition and assess the degree to which the City’s use of its resources has met the community’s goals and policies. The insights gained from this evaluation then can be used in future financial planning and budget decisions. ---PAGE BREAK--- 30 ---PAGE BREAK--- 31 SECTION 2: FINANCIAL OVERVIEW FY 2014-15 and FY 2015-16 Financial Summaries The following section provides additional details and discussion on the City’s primary funding sources: the General Fund and many of the City’s special operating funds. Each department has reviewed its budget and proposed how funds should be allocated, what new programs or activities should continue or begin, and what programs or activities should be changed. These changes are reflected in the financial summaries. CITYWIDE REVENUES City programs are supported by a variety of revenue sources. The process of projecting revenues in the various categories can be difficult, but is critical in developing an appropriate spending plan in the current year as well as planning for future years. Table 2-1 provides a summary of the major revenue categories received by the City across all funds, including the General Fund. Proposed revenues over the next two fiscal years are projected to remain relatively flat. Projections represents an overall decline from prior years primarily due to one-time revenues received in previous years for specific purposes such as grants to purchase specialized equipment or other external funding sources for capital improvement projects such as the installation of solar panels on several City facilities. Table 2-1 Citywide Revenues Revenue Category FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 Actual Actual Amended Proposed Proposed Taxes Property Taxes $8,396,623 $5,467,008 $6,322,213 $6,442,256 $6,636,620 Sales Taxes 6,560,971 6,251,355 6,093,750 6,003,000 6,319,960 Utility User Tax 3,163,978 3,066,580 3,605,000 3,677,100 3,750,642 Local Parcel Taxes 1,908,237 1,908,470 1,908,000 1,908,000 1,908,000 Franchise Taxes 1,020,930 1,065,858 1,177,000 1,393,175 1,434,970 Business License Tax 691,948 660,931 750,000 770,495 785,905 Other Taxes 592,386 681,582 702,015 807,728 829,725 Total Taxes $22,335,073 $19,101,784 $20,557,978 $21,001,754 $21,665,822 Licenses & Permits $518,276 $516,703 $606,000 $531,000 $593,000 Fines and Forfeitures 215,336 288,781 306,500 341,500 341,500 Use of Money and Property 494,979 473,706 451,682 485,943 495,272 Intergovernmental Revenues 7,958,811 10,187,663 14,190,858 8,442,405 8,094,330 Charges for Services 6,274,008 6,842,104 6,839,538 6,819,370 7,163,061 Other Revenues 1,751,600 512,435 266,431 891,231 479,567 Total Revenues before Transfers $39,548,083 $37,923,176 $43,218,987 $38,513,203 $38,832,552 Interfund Transfers $11,271,935 $9,517,061 $5,486,390 $2,852,533 $2,815,683 Total $50,820,018 $47,440,236 $48,705,377 $41,365,736 $41,648,235 ---PAGE BREAK--- 32 Taxes represent approximately $21 million of the City’s total budget with about $17.5 million budgeted in the General Fund generated by property, sales, utility users tax and franchise fees. The remaining $3.5 million in tax revenues are budgeted special operating funds and are used to support maintenance and improvements in landscape, lighting, streets, the storm water system and the City’s swim center. Tax revenues are projected to increase by $1.1 million in FY 2015-16 as a result of conservative increases in property and sales taxes. Some growth is also expected in other tax revenues. Licenses and Permits revenues are generated by permits issued for improvements related to building, electrical, mechanical and plumbing. These revenues have fluctuated in the past, but have remained fairly consistent in the last few years. Some revenue growth is projected due to several large building projects anticipated by FY 2015-16. Use of Money & Property is primarily related to rental of City facilities, mostly in the Recreation department. The use of rental facilities is expected to increase in addition to an approved 4% fee increase in FY 2014-15. Intergovernmental Revenues are revenues paid to the City by other agencies for providing services such as fire protection services for the Kensington Fire District and school resources officers at Portola Middle School and El Cerrito High. These also include in lieu fees by the state for various takeaways as well as different allocations for street maintenance, transportation and environmental programs. Many one-time allocations such as grants are also programmed in this revenue category and as such revenue can vary dramatically from year to year. The last two fiscal years have included one-time allocations that have now been partially or completely spent and revenues are projected return to prior year levels with minimal increases in FY 2014-15 and FY 2015-16. Charges for Services include fees for planning and inspections, weekly curbside collection of recyclables and fees for various recreation programs. A 4% increase was approved for some recreation and planning and inspection fees in FY 2014-15 and an 8% fee increase was approved for the integrated waste management fees for recycling. Other Revenues include revenues from various sources including donations. As most of these revenues are not known in advance, actual revenues received can be different each year and it can be difficult to accurately project these revenues. The projected revenue in FY 2014-15 is higher due to the anticipation of one-time revenue related to a capital improvement project. Inter-fund Transfers reflects transfers planned between funds. These include the transfers from special funds to the General Fund for overhead charges, transfers from various funds for payments to be made from debt service funds, and one-time loans made between special funds in FY 2014-15 and FY 2015-16. Charts 2-1 and 2-2 depict the projected percentage of Citywide revenues before transfers attributable to each category for FY 2014-15 and FY 2015-16, respectively (percentages may not total 100% due to rounding). ---PAGE BREAK--- 33 Chart 2-1 Citywide FY 2014-15 Revenues by Category Chart 2-2 Citywide FY 2015-16 Revenues by Category Taxes 54.5% Intergovernmental Revenues 21.9% Charges for Services 17.7% Use of Money and Property 1.3% Licenses & Permits 1.4% Fines and Forfeitures 0.9% Other Revenues 2.3% Taxes 55.8% Intergovernmental Revenues 20.8% Charges for Services 18.4% Use of Money and Property 1.3% Licenses & Permits 1.5% Fines and Forfeitures 0.9% Other Revenues 1.2% ---PAGE BREAK--- 34 Table 2-2 presents the Citywide revenue summarized by Fund. It includes revenues for the past two fiscal years, the amended budget for FY 2013-14, and the proposed budgets for FY 2014-15 and FY 2015-16. Note that FY 2011-12 revenues appear overstated relative to subsequent years as it was the last year of tax revenues to the various funds of the former El Cerrito Redevelopment Agency. Any remaining funding is now reflected as revenue in the El Cerrito Redevelopment Agency Successor Agency’s Redevelopment Obligation Retirement Fund (RORF), which is not a City fund subject to the City’s budget authority, and therefore is not reflected on this table. Table 2-2 Revenue Summary by Fund FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 Actual Actual Amended Proposed Proposed General Fund $29,298,213 $29,366,108 $28,809,734 $29,341,458 $30,304,024 Special Revenue Funds Street Improvements 1,607,920 1,170,832 2,517,000 2,033,000 1,431,000 Low & Moderate Income Housing 2,672,157 City Low & Moderate Income Housing 306 1,149 75,284 250,000 City Housing Trust 2,860,000 Gas Tax 949,256 1,137,288 1,150,336 605,712 617,826 National Pollution Discharge Elimination 356,515 419,202 454,625 372,000 315,000 Landscape and Lighting Assessment 1,165,763 1,311,289 1,316,000 859,000 781,000 Measure J Return to Source 430,370 494,038 519,615 406,052 414,173 Measure J Storm Drain 697,571 698,257 698,000 698,000 726,500 Measure A Parcel Tax 439,446 624,880 439,400 439,400 439,400 Federal, State and Local Grants 1,483,879 2,979,546 1,826,059 138,498 C.O.P.S. Grant 100,000 100,000 Asset Seizure 32,564 26,647 2,000 2,000 2,000 Vehicle Abatement 47,307 26,125 21,000 21,000 21,000 Park in Lieu 21 10 50 10 50 Public Art 48,051 39 50 6,050 6,050 Paratransit 146,052 146,052 Total Special Revenue Funds $9,931,125 $8,889,300 $11,804,135 $5,902,058 $5,250,051 Capital Projects Funds RDA Capital $4,071,828 Capital Improvements 1,735,759 2,874,698 3,617,046 2,008,233 1,790,813 Total Capital Projects Funds $5,807,586 $2,874,698 $3,617,046 $2,008,233 $1,790,813 Debt Service Funds Storm Drain Debt Service $1,543,350 $495,100 RDA Debt Service 107,419 RDA A&B Debt Service 325,692 Financing Authority Measure A 365,090 2,850,575 359,158 369,574 368,139 Financing Authority Civic Center 597,399 597,412 596,408 597,768 598,246 Financing Authority Street Improvement 737,659 739,058 740,100 737,408 738,228 Total Debt Service Funds $3,676,609 $4,187,045 $2,190,766 $1,704,750 $1,704,613 Internal Service Funds Vehicle/Equipment Replacement $95,994 $128,169 $128,832 $128,533 $128,832 Enterprise Fund Integrated Waste Management $1,868,721 $1,882,659 $2,042,364 $2,166,728 $2,355,926 Fiduciary Fund Employees' Pension Trust $141,769 $112,257 $112,500 $113,976 $113,976 Total Funds $50,820,018 $47,440,236 $48,705,377 $41,365,736 $41,648,235 ---PAGE BREAK--- 35 CITYWIDE EXPENDITURES The FY 2014-15 and FY 2015-16 Proposed Budget includes a reduction in recurring Citywide expenditures totaling approximately $4 million. These changes, affecting all funds in both years, are the result of changes in resource needs as well as proposed balancing measures that close the projected deficits for FY 2014-15 in the General Fund and in some of the special operating funds. Even with significant reductions and restructuring in the special funds, deficits in the General Fund, National Pollutant Discharge Elimination System (NPDES) and the Landscape and Lighting Assessment District (LLAD) are projected in FY 2015-16 and will require additional balancing measures if additional revenue is not identified. Table 2-3 provides a summary of Citywide expenditures across the major expense categories. It includes expenditures for the past two fiscal years, the adopted and amended budget for FY 2013-14, and the proposed budgets for FY 2014-15 and FY 2015-16. Note that FY 2011-12 expenditures appear overstated relative to subsequent years as it was the last year of expenditures in the various funds of the former El Cerrito Redevelopment Agency. Expenditures by the El Cerrito Redevelopment Agency Successor Agency are reflected in the Redevelopment Obligation Retirement Fund (RORF), which is not a City fund subject to the City’s budget authority, and therefore is not reflected on this table. Table 2-3 Citywide Expenditures by Category FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Adopted FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Personnel $25,296,496 $25,430,585 $25,288,500 $25,475,967 $25,290,126 $26,324,445 Professional Services 3,003,635 3,429,087 2,802,725 3,480,386 2,734,300 2,719,300 Purchased Property Services 2,831,692 4,126,128 7,580,457 8,654,877 5,663,153 4,749,523 Other Services 1,237,193 1,439,634 1,519,458 1,519,458 1,434,658 1,465,498 Supplies 892,887 865,537 849,850 842,646 854,250 871,050 Property & Capital 1,218,871 2,124,614 313,500 1,349,481 264,300 342,800 Financing Costs 6,240,162 5,138,635 3,092,992 3,092,992 2,608,937 2,604,722 Other Financing Uses 11,514,424 8,043,755 4,359,990 8,877,542 2,852,533 2,815,683 Total $52,235,359 $50,597,975 $45,807,472 $53,293,349 $41,702,257 $41,893,021 Personnel costs for FY 2014-15 remain relatively flat in spite of increases in benefit costs. The proposed personnel costs assume several assumptions, some of which are still subject to negotiations that are currently in progress. Assumptions include the following: • Fifteen vacancies will remain vacant for the year, saving a total of $1.9 million. • An increase by non-public safety management and unrepresented professional staff in their employee pension contributions from 4% to the full 8% employee share. • Overall salary savings of approximately $539,000 in Police based on current staffing levels and the need to maintain vacancies to balance the budget. The three sworn positions will be re-evaluated at mid-year and allowed to be filled should additional revenues be identified through a ballot initiative. • The Fire Department, while fully staffed operationally with three recent hires, will rely on overtime rather than fill the three authorized “coverage” positions, similar to recent years (results in approximate $150,000 in savings). Personnel costs in FY 2015-16 increase by approximately $1 million, the result of growth in the cost of medical benefits and pensions. ---PAGE BREAK--- 36 Professional Services decrease with the exception of contractual annual increases and the addition of $50,000 for public information costs associated with a possible ballot initiative in November. Purchased Property Services, which includes contract services for maintenance and construction, decrease by approximately $2 million in FY 2014-15, the majority related to the completion of several capital projects. Capital projects being undertaken outside of the General Fund will progress as planned, but as in the previous fiscal year, no General Fund contributions are included for facility improvements or capital, except a small reimbursement for Recreation software. In addition, to construction services contracts, landscape and other maintenance services have been reduced to align expenses with the available revenue. Other Services decrease in FY 2014-15 and FY 2015-16, as the costs for insurance and utilities decline. Supplies, which is used for to account for costs such as fuel, uniforms, and other operating supplies, assumes minimal changes in FY 2014-15 and FY 2015-16. Property & Capital expenses will return to the FY 2013-14 Adopted budget levels. There were increases in previous year due to one-time grants used to purchase specialized equipment in the Fire and Police departments. Financing Costs are reduced in FY 2014-15 and going forward due to the payoff of the storm drain bonds in FY 2013-14. Other Financing Uses includes transfers made between funds. This amount has been reduced in FY 2014-15 and FY 2015-16 due to the elimination of several transfers that occurred in the past between Public Works special revenue funds. Expenses that had been previously funded through inter-fund transfers are now being budgeted in and charged directly to the appropriate fund. Table 2-3 displays the allocation of expenditures by departments over the last two fiscal years, current fiscal year and the Proposed FY 2014-15 and FY 2015-16 budgets, and shows that proposed expenditures ahave considerably decreased. Table 2-3 Citywide Department Expenditures and Transfers Department FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 Actual Actual Amended Proposed Proposed City Management $2,685,267 $2,822,685 $2,762,692 $2,646,502 $2,622,912 Finance 4,333,064 5,737,757 3,466,881 2,773,386 2,849,109 Police 10,106,417 10,546,965 10,519,445 10,690,226 11,292,173 Fire 10,708,768 11,037,456 9,350,128 8,270,229 8,563,769 Public Works 5,311,382 5,284,964 4,484,688 4,600,229 4,655,934 Community Development 2,983,548 2,673,464 6,178,746 1,964,298 1,946,516 Recreation 4,168,183 4,143,703 4,175,483 4,185,592 4,328,846 Capital Outlay 1,709,469 2,945,720 6,868,896 3,719,262 2,818,079 Total Before Transfers $42,006,098 $45,192,714 $47,806,959 $38,849,724 $39,077,338 Transfers $10,229,261 $5,405,261 $5,486,390 $2,852,533 $2,815,683 Total Expenditures $52,235,359 $50,597,975 $53,293,349 $41,702,257 $41,893,021 ---PAGE BREAK--- 37 Table 2-4 Expenditure Summary by Fund FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 Actual Actual Amended Proposed Proposed General Fund $32,524,916 $30,319,042 $29,985,255 $29,252,065 $30,396,301 Special Revenue Funds Street Improvements $1,180,708 $1,322,527 $3,026,284 $1,929,454 $1,310,219 Low & Moderate Income Housing 4,432,142 City Low & Moderate Income Housing -5,411,570 995,342 671,990 111,538 147,072 City Housing Trust 2,860,000 Gas Tax 960,014 1,137,186 1,253,937 540,792 593,483 National Pollution Discharge Elimination 402,333 414,807 454,725 390,934 424,063 Landscape and Lighting Assessment 1,185,858 1,311,295 1,314,327 901,542 899,610 Measure J Return to Source 434,702 493,245 518,741 407,178 413,637 Measure J Storm Drain 739,426 536,722 951,402 556,710 742,369 Measure A Parcel Tax 414,544 413,178 624,970 686,436 534,951 Federal, State and Local Grants 3,032,462 3,449,924 1,938,387 173,498 12,000 C.O.P.S. Grant 100,000 100,000 Asset Seizure 36,220 12,377 Vehicle Abatement 59,276 38,844 11,000 11,000 11,000 Paratransit 127,316 129,075 Total Special Revenue Funds $7,466,115 $10,113,071 $13,638,140 $5,936,398 $5,317,479 Capital Projects Funds RDA Capital $2,762,120 Capital Improvements 1,488,907 2,790,087 4,994,701 2,188,601 1,830,551 Total Capital Projects Funds $4,251,026 $2,790,087 $4,994,701 $2,188,601 $1,830,551 Debt Service Funds Storm Drain Debt Service $1,545,418 $520,686 $521,530 RDA Debt Service 803,190 RDA A&B Debt Service 1,137,546 Financing Authority Measure A 367,453 3,009,062 365,308 369,574 368,089 Financing Authority Civic Center 599,988 600,088 596,308 597,768 598,246 Financing Authority Street Improvement 738,733 740,158 736,780 737,408 738,228 Total Debt Service Funds $5,192,326 $4,869,993 $2,219,926 $1,704,750 $1,704,563 Internal Service Funds Vehicle/Equipment Replacement $681,672 $287,453 $168,532 $128,533 $168,532 Enterprise Fund Integrated Waste Management $1,977,534 $2,106,072 $2,174,295 $2,377,934 $2,361,619 Fiduciary Fund Employees' Pension Trust $141,769 $112,257 $112,500 $113,976 $113,976 Total Funds $52,235,359 $50,597,975 $53,293,349 $41,702,257 $41,893,021 ---PAGE BREAK--- 38 Chart 2-4 depicts the expenditures by department as a percentage of total expenditures (percentages may not total 100% due to rounding). Chart 2-4 Citywide Expenditures by Department Inter-Fund Transfers Table 2-5 shows transactions between all funds and the purpose for the City’s $2.8 million inter-fund transfers. This schedule details the amount of transfers, the funds that are exchanging funds and the purpose for the transfer. Transfers are used to place appropriate revenues in the fund where the expense will be incurred. The cost recovery/overhead charges transfers have been adjusted for inflation at a rate of 4% over the previous year’s transfer and then reallocated between special funds. The debt service, pension funding, and subsidy amounts are set by various agreements. Table 2-5 Transfers Summary Fund Making Transfer Fund Receiving Transfer Purpose FY 2014-15 Transfer FY 2015-16 Transfer Gas Tax General Fund Cost Recovery $94,778 $97,621 NPDES General Fund Cost Recovery $68,866 $70,932 LLAD General Fund Cost Recovery $150,445 $154,958 Measure J-Return to Source General Fund Cost Recovery $58,931 $60,699 Storm Drain General Fund Cost Recovery $70,120 $72,224 Paratransit General Fund Cost Recovery $31,486 $32,430 Integrated Waste Mgmt General Fund Cost Recovery $336,648 $346,747 Integrated Waste Mgmt LLAD Advance to Fund $78,000 $0 LLAD Integrated Waste Mgmt Repayment of Advance $0 $39,000 Storm Drain NPDES Advance to Fund $57,000 $0 NPDES Storm Drain Repayment of Advance $0 $28,500 Gas Tax CIP Project Funding $0 $41,500 Integrated Waste Mgmt Public Art Project Funding $6,000 $6,000 Grants General Fund Project Funding $35,000 $0 General Fund Pension Pension Funding $113,976 $113,976 Measure A General Fund Solar Lease Debt Service $50,912 $50,912 Integrated Waste Mgmt General Fund Solar Lease Debt Service $3,671 $3,671 General Fund Financing Authority-City Hall City Hall Debt Service $593,768 $594,246 Street Improvement Financing Authority-Streets Streets Debt Service $733,408 $734,228 Measure A Financing Authority-Swim Measure A Debt Service $369,524 $368,039 Total $2,852,533 $2,815,683 City Management 6.3% Finance 6.7% Police 25.6% Fire 19.8% Public Works 11.0% Community Development 4.7% Recreation 10.0% Capital Outlay 8.9% Transfers 6.8% ---PAGE BREAK--- 39 FUND BALANCE Table 2-6 summarizes the projected year-end balances by Fund and the effect of the FY 2014-15 Proposed Budgets on the year end balances by June 30, 2015. Estimating the year-end fund balance provides the amount available for appropriation at the start of the new fiscal year. It is the City’s goal to fund ongoing operations with ongoing revenue. In general, fund balance should only be used for one-time expenditures when the annual costs exceed the revenue generated in a given fiscal year. Projected ending fund balances for FY 2014-15 declines by $337,000 across all funds. While the total of all balances decline, mainly the result of one-time use, most of the City’s primary operating funds are projected to remain unchanged indicating annual expenditures are aligned annual revenue. Table 2-6 Projected Fund Balance Description Projected at June 30, 2014 Revenues Expenditures Operating Transfers In Operating Transfers Out Net Change Est. Balance at June 30, 2015 General Fund Balance $1,568,773 $28,440,601 $28,544,321 $900,857 $707,744 $89,393 $1,658,166 Gas Tax Fund ($58,100) $605,712 $446,014 $94,778 $64,920 $6,820 NPDES 19,209 315,000 322,068 57,000 68,866 (18,934) 275 Landscape and Lighting 42,687 781,000 751,097 78,000 150,445 (42,542) 145 Measure J Return to Source 70,561 406,052 348,247 58,931 (1,126) 69,435 Measure A Parcel Tax 456,254 439,400 266,000 420,436 (247,036) 209,218 Asset Seizure 154,747 2,000 2,000 156,747 Vehicle Abatement 184,537 21,000 11,000 10,000 194,537 Park In Lieu Fund 12,010 10 10 12,020 Street Improvement Fund 33,238 2,033,000 1,196,046 733,408 103,546 136,784 Art in Public Places 48,129 50 6,000 6,050 54,179 Paratransit 19,370 146,052 95,830 31,486 18,736 38,106 Federal, State and Local Grants 35,380 138,498 138,498 35,000 (35,000) 380 C.O.P.S. Grant 149,369 100,000 100,000 149,369 City Housing Trust City LMI Housing 25,286 75,284 111,538 (36,254) (10,968) Subtotal Special Revenue Funds $1,192,679 $5,063,058 $3,786,338 $141,000 $1,593,350 ($175,630) $1,017,049 Capital Improvements ($616,700) $2,008,233 $2,188,601 ($180,368) ($797,068) Measure J Storm Drain (91,298) 698,000 429,590 127,120 141,290 49,992 Subtotal Capital Funds ($707,998) $2,706,233 $2,618,191 $127,120 ($39,078) ($747,076) Finance Authority- Measure A $209,436 $50 $369,574 $369,524 $209,436 Financing Authority-City Hall 598,054 4,000 597,768 593,768 598,054 Financing Authority-Street Imp 740,112 4,000 737,408 733,408 740,112 Subtotal Debt Service Funds $1,547,602 $8,050 $1,704,750 $1,696,700 $1,547,602 Integrated Waste Management $329,031 $2,166,728 $1,953,615 $424,319 ($211,206) $117,825 Vehicle/Equipment Replacement 36,860 128,533 128,533 36,860 Subtotal Enterprise Funds $365,891 $2,295,261 $2,082,148 $424,319 ($211,206) $154,685 Employees' Pension Trust Fund $113,976 $113,976 Subtotal Fiduciary Funds $113,976 $113,976 Total All Funds $3,966,946 $38,513,203 $38,849,724 $2,852,533 $2,852,533 ($336,521) $3,630,425 ---PAGE BREAK--- 40 GENERAL FUND OVERVIEW The General Fund is the City’s primary operating fund and represents approximately 71% of the total Citywide budget. The General Fund supports critical services such as public safety, community development, recreation and general city management. In addition to these services, due to the unrestricted nature of the fund, services not supported by special funds must be paid by the General Fund. The City’s ability to maintain City services relies heavily on tax revenue with property and sales taxes representing the largest percentage and both have slowed during the economic downturn. Like most cities, El Cerrito has struggled to balance increasing expenses due in large part to health and pension costs with sluggish revenues that have not kept pace with the increase in expenditures. In addition, some revenues have been permanently lost as in the case of redevelopment. Staff estimates that about a $1 million annually has been lost as a result of redevelopment dissolution. Faced with rising costs, the loss of significant ongoing revenue and diminished reserves, the General Fund faced potential deficits in both fiscal years 2014-15 and 2015-16, approximately $2 million between both fiscal years. Table 2-7 provides a summary of the General Fund forecast that shows a balanced budget in FY 2014- 15. This includes some increases in revenue, a reduction in expenditures and approximately $1.4 million in salary savings due to unfilled positions vacant for the year. However, increases in health and pension costs that the City has little to no control over increase costs in FY 2015-16 in excess of available revenues and the fund is projected to have a $92,000 deficit in FY 2015-16. Additional balancing measures will be required to bring the fund into balance. Discussions currently underway with labor groups and or a potential new revenue measure will have a significant impact and will change the projected deficit. In previous budget documents, the City has included a 10-year forecast for the General Fund. Due to impact on the budget resulting from ongoing negotiations and discussions, this forecast only includes the addition of two additional fiscal years, FY 2014-15 and FY 2015-16. Once these have concluded, the forecast will include an additional two fiscal years and reflect a five year forecast for the General Fund rather than ten years. Table 2-7 General Fund Forecast General Fund Summary FY 2012-13 Actual FY 2013-14 Adopted FY 2013-14 Amended FY 2013-14 Projected FY 2014-15 Proposed FY 2015-16 Proposed Beginning Restricted Fund Balance $598,957 $0 $1,059,976 $1,059,976 Beginning Unassigned Fund Balance $2,608,745 $2,909,552 $1,281,566 $1,281,566 $1,479,380 $1,568,773 Total Revenues $29,366,108 $28,479,079 $28,809,734 $29,054,141 $29,341,458 $30,304,024 Total Expenses $28,947,137 $28,453,592 $28,929,497 $28,860,545 $29,252,065 $30,396,301 Personnel $22,728,201 $23,649,427 $23,836,894 $22,180,815 $24,151,835 $25,161,615 Salary Savings ($28,480) ($1,467,048) ($1,467,048) ($22,858) ($1,532,693) ($1,608,952) Non-Personnel $6,247,416 $6,271,213 $6,559,651 $6,702,589 $6,632,923 $6,843,638 Annual Balance/Shortfall $418,970 $25,487 ($119,763) $193,596 $89,393 ($92,277) Transfer Out Grant $598,957 $598,957 Transfer Out - Solar CIP $1,134,584 $456,801 $456,801 Total Transfer out of Restricted Funds $1,134,584 $0 $1,055,758 $1,055,758 $0 $0 Ending Fund Balance/Deficit $2,492,088 $2,935,039 $1,166,021 $1,479,380 $1,568,773 $1,476,496 Unassigned Ending Fund Balance/Deficit $2,492,088 $2,935,039 $1,166,021 $1,479,380 $1,568,773 $1,476,496 Ending Unassigned Reserve Percent 8.6% 10.3% 4.0% 5.1% 5.4% 4.9% ---PAGE BREAK--- 41 General Fund Revenues Table 2-8 and Chart 2-5 depict the revenue by category in the General Fund. While property and sales taxes are now expected to improve, franchise taxes, business license taxes, and others will experience minimal growth. Following is a more in-depth discussion on each of the major revenue categories and the issues addressed in the FY 2014-15 and FY 2015-16 Proposed Biennial Budget. Table 2-8 General Fund Revenues Revenue Category FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 Actual Actual Amended Proposed Proposed Taxes Property Taxes $5,685,841 $5,467,008 $6,322,213 $6,442,256 $6,636,620 Sales Taxes 5,014,429 5,109,397 4,593,750 4,605,000 4,893,960 Utility User Tax 3,163,978 3,066,580 3,605,000 3,677,100 3,750,642 Franchise Taxes 1,020,930 1,065,858 1,177,000 1,393,175 1,434,970 Business License Tax 691,948 660,931 750,000 770,495 785,905 Other Taxes 172,544 201,097 194,900 269,124 283,000 Total Taxes $15,749,670 $15,570,870 $16,642,863 $17,157,150 $17,785,097 Licenses & Permits $518,276 $516,703 $606,000 $531,000 $593,000 Fines and Forfeitures 215,336 288,781 306,500 341,500 341,500 Use of Money and Property 283,951 317,008 315,700 344,900 353,840 Intergovernmental Revenues 4,770,474 5,027,113 5,120,649 5,183,962 5,266,191 Charges for Services 4,432,452 5,008,433 4,811,496 4,660,442 4,853,935 OtherRevenues 111,151 289,671 202,147 221,647 220,267 Interfund Transfers 3,216,904 2,347,528 804,379 900,857 890,194 Total $29,298,213 $29,366,108 $28,809,734 $29,341,458 $30,304,024 Chart 2-5 General Fund Revenue Percentages by Category Taxes 58.5% Intergovernmental Revenues 17.7% Charges for Services 15.9% Interfund Transfers 3.1% Licenses & Permits 1.8% Fines and Forfeitures 1.2% Use of Money and Property 1.2% Other Revenues 0.8% ---PAGE BREAK--- 42 Discussion of Major Revenue Categories Property Taxes are an ad valorem tax levied on real and personal property based on their assessed values as determined by the County Assessor. It is also levied on certain business properties that cross county boundaries (such as railroads), based on their assessed values as determined by the State Board of Equalization. They represent the single largest tax revenue to the City’s General Fund, totally between $5 million and $6 million annually. Proposition 13, passed by the voters in June 1978, significantly changed property tax revenues to local governments. It capped the property tax rate that can be imposed at 1% of the assessed value, unless a higher rate to pay for indebtedness is approved by the voters. To implement Proposition 13, county auditors adopted a system of allocating the 1% property taxes to local governments based on their share of countywide property taxes collected in the mid 1970s. State shifts of local property taxes in order to backfill its school funding cuts reduced the City’s share of the 1% property taxes, which is currently about 22%. The City has no additional ad valorem property tax levies, although other agencies do levy additional ad valorem property taxes in El Cerrito. Proposition 13 also changed the method of assessing property values for taxation. Specifically, it rolled back the assessed values for FY 1978-79 to 1975 levels and restricted annual increases over that base value to a specified inflation factor, not to exceed 2% per year. It allowed decreases in values when that inflation factor is negative. It also prohibited reassessment of a property to a higher base value except upon change in ownership or completion of new construction. In most years, this assessment process results in a property’s market value being greater than its assessed value. Moreover, the market value of properties in the City as a whole is significantly greater than the City’s overall assessed value, as a large majority of properties in El Cerrito have not been reassessed to current market value since the passage of Proposition 13. Proposition 8, passed by voters in November 1978, further changed the property assessment process to address real estate market declines. It requires county assessors to conduct “decline in value reviews” to ensure the assessed value of properties are set at a lower rate if the market value of the properties has declined. When a property is assigned a lower value, this is referred to as a “Prop 8 Reduction.” The real estate boom leading up to 2008 followed by the Great Recession resulted in a large number of Prop 8 Reductions in El Cerrito and significant decline in property tax revenues to the City. Starting in FY 2009-10, there were over 1,000 properties with Prop 8 Reductions. The City’s overall assessed value increased that year, however, masking the $139 million loss in assessed value from these initial Prop 8 Reductions. The impact reached its peak in FY 2011-12 when there were more than 2,000 properties with Prop 8 Reductions, reducing the City’s assessed value by more than $357 million, a loss that was not counterbalanced by increases in assessed value on other properties. As a result, the City’s property tax revenues, which had been approaching $6 million annually in FY 2008-09, dropped to about $5.5 million in FY 2012-13. The City’s assessed values and property tax revenues for FY 2013-14 have increased, as the County Assessor has dropped the number of Prop 8 Reductions General Fund property tax revenues for FY 2013-14 are projected to total nearly $5.9 million. This trend is expected to continue, as El Cerrito real estate sales are strong thus far in 2014. Therefore, the assessed value lost from Prop 8 Reductions is projected to be recaptured by the end of 2015, resulting in a return to prior levels in property tax revenues to the General Fund by FY 2015-16. Sales Taxes are imposed on the total retail price of tangible personal property purchased in the City. The total sales tax rate in El Cerrito is 9.5%, which includes: ---PAGE BREAK--- 43 Rate Purpose 6.00% State Funds 0.50% Contra Costa County Transportation Authority 0.50% Bay Area Rapid Transit District 0.50% County health and social services, public safety, and transportation 0.25% Economic Recovery Fund 0.75% City General Fund 0.50% El Cerrito Measure A (Streets) 0.50% El Cerrito Measure R (General Fund) The City’s General Fund receives about $4.5 million in sales tax revenues annually, including the general sales and use tax; Measure R, a seven-year, half-cent sales tax approved by the voters to maintain City services; reimbursement from the State for local sales tax revenue borrowed in prior years through the Economic Recovery Fund portion of sales tax; and a share of the County sales tax designated for public safety. Sales taxes are a significant revenue source to the City’s General Fund, but are more cyclical and volatile than property tax revenues. The economic downturn between 2007 and 2011 resulted in a drop in retail sales statewide and a corresponding drop in sales tax revenues. The City was able to compensate somewhat for the downturn by passing Measure R in 2010. Unfortunately, the greater overall downturn in sales tax revenue was hidden by a misallocation of sales taxes collected by the Richmond Home Depot to El Cerrito for several years. This misallocation has been corrected for FY 2013-14 and going forward projections are based on accurate allocations and a projected increase in retail sales as the economy recovers. The City will generally see an increase in the sales tax revenues being allocated to El Cerrito, but there is an outstanding liability to the City of Richmond that will be addressed over the next few fiscal years, potentially impacting revenue. Utility User Taxes were initially approved by the voters in 1991 and revised with voter approval of the ordinance in 2004. The tax generates between $3 million and $3.5 million in revenues annually for the General Fund. The ordinance calls for an 8% tax to be assessed by providers of gas, electricity, water, telephone and video services to all El Cerrito customers and then remitted to the City. These revenues are subject to changes in market conditions, weather, and/or pricing in the sectors subject to the utility user tax ordinance. Although use of these services is generally declining, prices and rates are generally increasing on these services. Therefore a slight increase in overall utility user revenues is projected for coming fiscal years. Franchise Taxes are paid by utilities based on various methodologies and represent over $1 million in General Fund revenue. They are projected to increase over the next few years. Business License Taxes are imposed on certain types of businesses in El Cerrito and reflect about $750,000 of General Fund revenue annually. The tax is based on factors such as a business’s number of employees or vehicles, its annual gross receipts, or a property owner’s number of residential rental units. A slight increase is projected in the next few years. Other Taxes includes the Transient Occupancy Tax, a 10% tax on room rates for hotels and motels, and other minor taxes. These are a minor General Fund revenue sources, projected to increase over the next few years. ---PAGE BREAK--- 44 General Fund Expenditures The Proposed FY 2014-15 General Fund expenditure budget totals $29.3 million, a decrease of approximately $700,000 from the FY 2013-14 Amended budget. In FY 2015-16, the budget is projected to increase by about $1.1 million, with costs in health and pension benefits representing about $900,000 of that increase. Non-personnel costs decrease by approximately $1 million in FY 2014-15 in large part due to a one- time transfer related to capital expenditure for solar installation and a grant from the Municipal Services Corporation that will be completed in FY 2013-14. There is a slight increase, about $210,000 in FY 2015-16 related to expected increases in contract services. Approximately 77% of the General Fund expenditures are related to personnel costs. Within Personnel, salaries and benefits have traditionally been governed by the City Council’s policy to provide median compensation, which is intended to act as a ceiling for salaries and benefits as agreed upon in the memorandums of understanding with the various benefit groups. Beginning two years ago, efforts to curb ongoing cost increases for salaries and retirement benefits were implemented through increased staff contributions to PERS and the give back of approved cost-of-living increases. The FY 2014-15 proposed budget includes an assumption of increased contributions by the management and unrepresented employees, as well as several of the bargaining units, some of which are still in negotiations. The result of these negotiations could change the assumptions in the proposed budget in FY 2014-15 and forward. Of the remaining General Fund expenses, very little are discretionary and include costs related to contract services such as Public Safety dispatch, Animal Control services, legal services, independent audit services, election services and criminalist services that the City could not provide as efficiently as other organizations can on its behalf. When other non-discretionary items are factored in such as insurance, medical supplies, utilities, vehicles, and a minimal level of supplies, nearly 95% of the General Fund is non-discretionary. Table 2-9 General Fund Expenditures By Category FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Personnel $22,619,755 $22,699,729 $22,369,846 $22,619,142 $23,552,663 Professional Svcs 2,185,665 2,339,754 2,464,700 2,446,700 2,501,700 Purchsased Property Services 884,228 1,020,152 856,562 1,055,233 1,097,235 Other Services 1,130,385 1,316,895 1,346,820 1,306,825 1,362,495 Supplies 660,926 662,994 632,946 617,700 633,150 Property & Capital 229,826 232,649 238,500 262,800 301,300 Financing Costs 102,395 181,900 218,073 235,921 239,536 Other Financing Uses 4,711,737 1,864,968 1,857,808 707,744 708,222 Total $32,524,916 $30,319,042 $29,985,255 $29,252,065 $30,396,301 ---PAGE BREAK--- 45 Chart 2-6 Proposed General Fund Expenditures Table 2-10 provides a summary of the General Fund expenditure budget by Department. While some reorganization has occurred, Department budgets have remained fairly consistent over the last few years. Table 2-8 General Fund Expenditures By Department Department FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed City Management $2,614,045 $2,752,049 $2,631,140 $2,584,245 $2,559,116 Finance 923,606 929,669 1,119,705 936,910 1,012,820 Police 9,910,485 9,982,363 10,384,068 10,567,226 11,169,173 Fire 7,935,101 8,323,854 8,157,992 8,141,696 8,395,237 Public Works 986,862 2,031,554 909,026 645,185 674,066 Community Development 1,432,331 1,604,559 1,491,688 1,726,262 1,799,444 Recreation 4,010,750 3,964,611 3,890,629 3,942,797 4,078,223 Transfers 4,711,737 730,384 1,401,007 707,744 708,222 Total $32,524,916 $30,319,042 $29,985,255 $29,252,065 $30,396,301 Personnel 77.3% Professional Services 8.4% Property/Other Services 8.9% Supplies 2.1% Property/Capital 0.9% Transfers 2.4% ---PAGE BREAK--- 46 Chart 2-7 General Fund Expenditures – Percentage By Department Chart 2-8 depicts a comparison in General Fund expenditures by Department over the past four fiscal years. The largest increase has occurred in the Police Department, reflecting the City’s continued commitment to Public Safety. Chart 2-8 Variance of General Fund Expenditures (Before Transfers) City Management 8.8% Finance 3.2% Police 36.1% Fire 27.8% Public Works 2.2% Community Development 5.9% Recreation 13.5% Transfers 2.4% 36% 34% 36% 37% 38% 29% 28% 29% 29% 28% 14% 13% 14% 14% 14% 9% 9% 9% 9% 9% 3% 3% 4% 3% 3% 5% 5% 5% 6% 6% 4% 7% 3% 2% 2% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 2011-12 Actual 2012-13 Actual 2013-14 Amended 2014-15 Proposed 2015-16 Proposed Percentage of Expenditures Fiscal Year Public Works Community Development Finance City Management Recreation Fire Police ---PAGE BREAK--- 47 MAJOR OPERATING FUNDS In addition to the General Fund, City operations rely on a variety of funding sources. Special Funds, typically restricted for specific uses, contribute $10.1 million, or approximately 26%, of the total resources used to support the City’s approximately $38.8 million operating budget. These funds can be described in these broad categories: Special Revenue Funds Special revenues and grants are accounted for in separate funds and are legally restricted to a specific purpose, service, or program. Some special revenue funds receive tax-based revenues. Some account for revenues and expenditures related to the financing of public improvements or services funded by property assessments, fees or special taxes. Major special revenue funds, some of which are described in greater detail in the following section, are as follows: • Gas Tax Fund (201) • National Pollutant Discharge Elimination System (NPDES) Fund (202) • Landscaping and Lighting Assessment District Fund (203) • Measure J Return to Source Fund Transportation (204) • Measure A Swim Center Fund (206) • Street Improvement Fund (211) • Grants Fund (221) • C.O.P.S. Grant Fund (222) • City Housing Trust Fund (231) • Low & Moderate Income Housing Asset Fund (232) Capital Funds Funds are created to account for revenues and expenses related to capital projects, though sometimes include expenditures on operations. The major capital funds include: • Capital Improvement Program Fund • Measure J Storm Drain Fund (205) Enterprise Funds Enterprise funds are used to support the expenditures of a specific service or program and revenue is derived through the collection of the fees associated with providing the service/program. The major enterprise fund is Integrated Waste Management Fund (501). ---PAGE BREAK--- 48 FINANCIAL FORECASTS This section contains five-year financial forecasts for eight of the City’s major special revenue funds. The following five-year forecasts include a description of each fund, assumptions about revenues and expenditures, and analysis and projections of the revenue sources and uses. Any issues unique to a fund are also highlighted. While these key operating funds are summarized here, they are also integrated into the budgets of the departments responsible for managing the funds. Several of these funds have legal limits on increases to their revenue, but have continued to experience increases in expenditures as a result of many of the same factors that impact the General Fund salary cost-of-living increases, health benefit costs and retirement costs). Specifically, the Landscape and Lighting Assessment District (LLAD) Fund, National Pollutant Discharge Elimination System (NPDES) Fund, and the Measure J Storm Drain Fund have had their revenue growth limited by the passage of Proposition 218. The City can only increase revenues in these funds with voter approval. The Measure A Swim Center Fund is similar in that the maximum special tax cannot be increased without voter approval, but the City can increase revenues to the Fund with City Council approval, as the special tax rates have been set annually below the voter-approved maximum rate for several years. Property development also affects the revenue to these funds, as different tax, fee, or assessment rates may apply to a newly developed or redeveloped property, although changes would be nominal as minimal changes in development are expected. Public Works staff has evaluated its expenditures from special revenue funds and made adjustments to bring the funds into balance over the next two years. These balancing measures include: • reducing maintenance contract services in the LLAD Fund and NPDES Fund by a combined total of $400,000 • eliminating transfers between funds • shifting expenditures between eligible funding sources • adjusting overhead cost allocations between funds to reflect these changes • making short-term loans between funds • repaying Gas Tax-eligible expenditures from the Capital Improvement Program Fund in prior years Additionally, staff has been identifying those Special Revenue Funds that will continue to have deficits without the addition of new resources or reductions in service. In particular, current NPDES funding is insufficient to meet the ongoing requirements of clean water regulations. Also, the cost of landscape and lighting services has outstripped the revenues available from LLAD annual assessments for many years and will require additional new revenue, restored General Fund support, or service cuts. ---PAGE BREAK--- 49 Gas Tax Fund (201) Overview The Gas Tax Fund supports transportation activities, such as the construction and maintenance of streets, roads and bridges. The State of California allocates Gas Tax monies to cities and counties each year by formula, based on population, vehicle registration, assessed valuation, and population. This revenue has increased only over the past decade. Expenditures in this Fund are based on the Gax Tax model of road-related activities, including roads, sidewalks, traffic controls, drainage, lighting and landscaping. Gas Tax monies can be used for any street or road purpose, with the exception of Section 2107.5 monies, which must be used for engineering and administrative costs only. Revenues have previously been supplemented by transfers from the County Measure J Return-to- Source Fund for transportation activities, and from the City’s Measure J Storm Drain Fund for drainage functions within the streets and road system, and transfers have previously been made to the Landscape and Lighting Assessment District Fund for medians, rights-of-way, street trees and street lighting. Proposed budgets and projections have been restructured to have revenues and expenses balance within the fund, and eliminate the need for transfers. Fund Forecast Assumptions • Gas tax revenues are sensitive to the price and volume of motor fuel purchases and fluctuate from year to year. However, there is an assumed growth of 2% per year. • In FY 2014-15, overhead transfers are increased by but reallocated between special revenue funds, increasing 3% per year thereafter. • In FY 2015-16, expenses include transfers to the Capital Improvement Program Fund (301) to reimburse prior years’ expenditures on streets and transportation projects. • In FY 2016-17, personnel costs increase 5% per year and non-personnel costs increase 2% per year. 2011-12 Actual 2012-13 Actual 2013-14 Amended 2013-14 Projected 2014-15 Proposed 2015-16 Proposed 2016-17 Projected 2017-18 Projected Starting Balance $11,541 $783 $885 $885 ($58,100) $6,820 $31,163 $48,774 Revenues $949,256 $1,137,288 $1,150,336 $1,131,735 $605,712 $617,826 $630,183 $642,786 Taxes $670,256 $565,288 $696,336 $677,735 $605,712 $617,826 $630,183 $642,786 Transfer in (Measure C) $214,000 $270,000 $274,000 $274,000 $0 $0 $0 $0 Transfer in (Storm Drain) $65,000 $302,000 $180,000 $180,000 $0 $0 $0 $0 Expenses $960,014 $1,137,186 $1,253,937 $1,190,720 $540,792 $593,483 $612,572 $632,425 Personnel $365,686 $378,689 $456,492 $448,878 $227,414 $235,762 $247,550 $259,928 Non-Personnel $96,731 $115,822 $143,600 $133,997 $218,600 $218,600 $222,972 $227,431 Transfer out (CIP) $0 $0 $0 $0 $0 $41,500 $41,500 $41,500 Transfer out (LLAD) $395,000 $537,000 $545,000 $499,000 $0 $0 $0 $0 Overhead Transfer $102,597 $105,675 $108,845 $108,845 $94,778 $97,621 $100,550 $103,566 Annual Surplus/(Shortfall) ($10,758) $102 ($103,601) ($58,985) $64,920 $24,343 $17,611 $10,361 Ending Balance/(Deficit) $783 $885 ($102,716) ($58,100) $6,820 $31,163 $48,774 $59,135 ---PAGE BREAK--- 50 NPDES Fund (202) Overview National Pollutant Discharge Elimination System (NPDES) related activities as mandated by the 1975 Federal Clean Water Act are funded through an assessment collected by the County Flood Control District on all developed properties within the City. These funds are disbursed to the City annually to carry out Clean Water Program activities such as street sweeping, trash capture, storm drain and catch basin cleaning, illicit discharge and pollution prevention inspections of the City's storm drain system and creeks, public awareness and education about storm water pollution, and inspection of new development sites to ensure compliance with the City's Municipal Storm Water Permit (MRP). An assessment election by voters or property owners in El Cerrito could be considered to eliminate the need to subsidize clean water programs from other funds or to reduce future program activities. Supplemental funding from the Storm Drain Fund (205) has previously been used for specialized maintenance of the storm drain facilities, key to the Clean Water Program. Future transfers from Fund 205 have been eliminated. However, in FY 2104-15, the Storm Drain Fund will make a one-time loan of $57,000 to the NPDES Fund for eligible expenses related to storm drain maintenance; the NPDES Fund will pay back the full amount in the following two fiscal years. Additional funding sources will need to be identified starting in FY 2015-16 in order to meet regulatory requirements for Clean Water Program activities. Fund Forecast Assumptions • Revenues from assessments projected to remain flat based on uncertainty about new development and County Clean Water Program cost withholdings. • In FY 2014-15, overhead transfers are increased by but reallocated between special revenue funds, increasing 3% per year thereafter. • In FY 2016-17, personnel costs increase 5% per year and non-personnel costs increase 2% per year. • Annual shortfalls in future years demonstrate the amount of revenues from other sources that will be needed beginning in FY 2015-16 to meet Clean Water regulations. 2011-12 Actual 2012-13 Actual 2013-14 Amended 2013-14 Projected 2014-15 Proposed 2015-16 Proposed 2016-17 Projected 2017-18 Projected Starting Balance ($4,393) ($50,049) ($45,654) ($45,654) $19,209 $275 ($108,788) ($235,153) Revenue $356,678 $419,202 $454,625 $426,000 $372,000 $315,000 $315,000 $315,000 Assessment $320,678 $315,202 $343,625 $315,000 $315,000 $315,000 $315,000 $315,000 Transfer In Loan (205) $0 $0 $0 $0 $57,000 $0 $0 $0 Transfer in (205) $36,000 $104,000 $111,000 $111,000 $0 $0 $0 $0 Expenses $402,333 $414,807 $454,725 $361,137 $390,934 $424,063 $441,365 $430,968 Personnel $130,712 $145,533 $155,485 $150,294 $279,318 $289,381 $303,850 $319,043 Non-Personnel $168,086 $162,633 $189,400 $101,003 $42,750 $35,250 $35,955 $36,674 Loan Repayment (205) $0 $0 $0 $0 $0 $28,500 $28,500 $0 Overhead Transfer $103,535 $106,641 $109,840 $109,840 $68,866 $70,932 $73,060 $75,252 Annual Surplus/(Shortfall) ($45,656) $4,395 ($100) $64,863 ($18,934) ($109,063) ($126,365) ($115,968) Ending Balance/(Deficit) ($50,049) ($45,654) ($45,754) $19,209 $275 ($108,788) ($235,153) ($351,121) ---PAGE BREAK--- 51 Landscaping and Lighting Assessment District Fund (203) Overview The proceeds from this Landscaping and Lighting Assessment District (LLAD) provide funding for such services as street lighting (which improves pedestrian and vehicle safety) and maintenance of parks, park buildings, and landscaping in public areas. The LLAD was created in 1988 and was affirmed by a majority vote of El Cerrito’s citizens in November 1996. The assessment rates have not been increased since the LLAD’s creation in 1988. A proposed Assessment District with increased rates was presented to the City’s property owners during a ballot proceeding in March/April 2006, but a majority protest was filed and the increased assessment rates were not imposed. The current LLAD remains in place and will continue to be assessed. The basic rates remain $72 per year per single-family dwelling unit, $54 per year per apartment, condominium, or other multiple dwelling units, with various rates for commercial properties. The Gas Tax Fund (201) had previously provided supplemental revenue to the LLAD Fund to perform maintenance of median and right-of-way landscapes, street trees, and street lighting. Future transfers from Fund 201 have been eliminated. In FY 2014-15, the LLAD Fund will receive a one-time loan of revenues from the City’s sale of recyclables in the amount of $78,000; the LLAD Fund will pay back the full amount to the IWM Fund (501) in the following two fiscal years. Additional funding sources will need to be identified starting in FY 2015-16 in order to maintain current levels of landscaping and lighting services. Fund Forecast Assumptions • Revenues from assessments are projected to remain flat based on lack of anticipated new development in the near term. • In FY 2014-15, overhead transfers are increased by but reallocated between special revenue funds, increasing 3% per year thereafter. • In FY 2016-17, personnel costs increase 5% per year and non-personnel costs increase 2% per year. • Annual shortfalls in future years demonstrate the amount of revenues from other sources that will be needed beginning in FY 2015-16 to maintain current levels of landscaping and lighting services. 2011-12 Actual 2012-13 Actual 2013-14 Amended 2013-14 Projected 2014-15 Proposed 2015-16 Proposed 2016-17 Projected 2017-18 Projected Starting Balance ($36,871) ($56,966) ($56,971) ($56,971) $42,687 $145 ($118,465) ($263,986) Revenue $1,165,763 $1,311,289 $1,316,000 $1,340,000 $859,000 $781,000 $781,000 $781,000 Assessments $770,763 $774,289 $771,000 $771,000 $771,000 $771,000 $771,000 $771,000 Maint. Reimbursement $0 $0 $0 $70,000 $10,000 $10,000 $10,000 $10,000 Transfer In Loan (IWM Fund) $0 $0 $0 $0 $78,000 $0 $0 $0 Transfer In (Gas Tax) $395,000 $537,000 $545,000 $499,000 $0 $0 $0 $0 Expenses $1,185,858 $1,311,295 $1,314,327 $1,240,342 $901,542 $899,610 $926,521 $915,425 Personnel $448,824 $480,834 $387,366 $378,381 $262,097 $271,652 $285,235 $299,496 Non-Personnel $598,604 $687,877 $780,100 $715,100 $489,000 $434,000 $442,680 $451,533 Loan Repayment (IWM Fund) $0 $0 $0 $0 $0 $39,000 $39,000 $0 Overhead Transfer $138,431 $142,584 $146,861 $146,861 $150,445 $154,958 $159,607 $164,395 Annual Surplus/(Shortfall) ($20,095) $1,673 $99,658 ($42,542) ($118,610) ($145,521) ($134,425) Ending Balance/(Deficit) ($56,966) ($56,971) ($55,298) $42,687 $145 ($118,465) ($263,986) ($398,411) ---PAGE BREAK--- 52 Measure J Return to Source Fund (204) Overview This Fund accounts for the revenue received by the Measure C and its extension, Measure J (2004), a half-cent sales tax approved by the voters to fund transportations projects as well the para-transit program. Sales tax is collected at the County level and paid to the City. A portion of the Measure J Return to Source Fund is designated for street maintenance activities similar to those in the Gas Tax Fund (201), and the remaining portion is designated for para-transit operations. In prior years, expenses and revenues related to both street maintenance activities and para-transit operations were budgeted in Fund 204. Beginning FY 2014-15, a new fund has been created and all para-transit related revenues and expenditures are budgeted in the new Measure J Return to Source Fund Para-Transit Fund (214). The Measure J Return to Source Fund has previously supplemented the Gas Tax Fund for transportation activities. Future supplements to the Gas Tax Fund have been eliminated. Fund Forecast Assumptions • Tax revenues are a flat 20.1% of Measure J sales taxes collected. Measure J Return to Source revenues are sensitive to economic changes and therefore difficult to predict. However, there is an assumed growth of 2% per year. • Funds previously transferred to and held in the Capital Improvement Program Fund (301) for the Access Modification Program are being returned to the Measure J Return to Source Fund FY 2013- 14 and will be expended directly from the Fund J Fund in future years. This is in keeping with the restructuring of various Special Funds to have revenues and expenses balance within the fund, and eliminate the need for transfers. • In FY 2014-15, overhead transfers are increased by but reallocated between special revenue funds, increasing 3% per year thereafter. • In FY 2016-17, personnel costs increase 5% per year and non-personnel costs increase 2% per year. 2011-12 Actual 2012-13 Actual 2013-14 Amended 2013-14 Projected 2014-15 Proposed 2015-16 Proposed 2016-17 Projected 2017-18 Projected Starting Balance $4,876 $4,901 $9,644 $9,644 $70,561 $23,994 $24,530 $22,083 Maintenance Revenues $320,334 $376,114 $382,648 $428,089 $406,052 $414,173 $422,457 $430,906 Taxes $320,334 $376,114 $382,648 $382,648 $406,052 $414,173 $422,457 $430,906 Transfer In (CIP) $0 $0 $0 $45,441 $0 $0 $0 $0 Maintenance Expenses $320,309 $371,371 $381,975 $367,172 $452,619 $413,637 $424,904 $436,604 Personnel $0 $303 $0 $0 $121,547 $126,238 $132,550 $139,177 Non-Personnel $42,772 $36,675 $42,700 $27,897 $156,700 $156,700 $159,834 $163,031 Access Modification Program $35,000 $35,000 $35,000 $35,000 $115,441 $70,000 $70,000 $70,000 Transfer out (Gas Tax) $214,000 $270,000 $274,000 $274,000 $0 $0 $0 $0 Overhead Transfer $28,537 $29,393 $30,275 $30,275 $58,931 $60,699 $62,520 $64,395 Annual Surplus/(Shortfall) $25 $4,743 $673 $60,917 ($46,567) $536 ($2,447) ($5,698) Ending Balance/(Deficit) $4,901 $9,644 $10,317 $70,561 $23,994 $24,530 $22,083 $16,385 ---PAGE BREAK--- 53 Measure J Storm Drain Fund (205) Overview The Measure J Storm Drain Fund was created to account for funds associated with the passage of Measure J by the voters of El Cerrito in March 1993. The special revenue provides needed funds to maintain, repair, and reconstruct the City’s storm drains. All properties in the City (residential and commercial) are assessed annually based on equivalent residential units (ERU). The ERU rate remains $58 per year per single-family dwelling unit and $43.50 per year per apartment, condominium, or other multiple dwelling units. Fund 205 has historically provided supplemental funding to the Gas Tax Fund (201) and NPDES Fund (202) for drainage activities within the road system and contributing to Clean Water goals. With the exception of a one-time loan of $57,000 to the NPDES Fund in FY 2014-15, all future transfers have been eliminated. Future year’s expenses in the Storm Drain Fund include capital outlays for major maintenance and improvements to the City’s storm drain system, including sediment removal, storm pipe replacements, and a Storm Drain Master Plan. Additionally, with the final bond debt service payment in FY 2013-14, the Storm Drain Fund is now considered an operating fund, and is thus subject to administrative cost allocation through an overhead transfer to the General Fund. Fund Forecast Assumptions • Revenues from storm drain fees are projected to remain flat based on lack of anticipated new development in the near term. • In FY 2014-15, overhead transfers are increased by but reallocated between special revenue funds, increasing 3% per year thereafter. • In FY 2016-17, personnel costs increase 5% per year and non-personnel costs increase 2% per year. 2011-12 Actual 2012-13 Actual 2013-14 Amended 2013-14 Projected 2014-15 Proposed 2015-16 Proposed 2016-17 Projected 2017-18 Projected Starting Balance $41,887 $32 $161,567 $161,567 ($91,298) $49,992 $34,123 $80,770 Revenues $697,571 $698,257 $698,000 $698,000 $698,000 $726,500 $726,500 $698,000 Fees $697,571 $698,257 $698,000 $698,000 $698,000 $698,000 $698,000 $698,000 Loan Repayment $0 $0 $0 $0 $0 $28,500 $28,500 $0 Expenses $739,426 $536,722 $951,402 $950,865 $556,710 $742,369 $679,854 $698,136 Personnel $108,603 $115,696 $134,102 $131,059 $273,290 $283,845 $298,037 $312,939 Non-Personnel $13,273 $15,026 $31,300 $33,532 $56,300 $56,300 $57,426 $58,575 Debt Service Payments $516,550 $0 $495,000 $465,000 $0 $0 $0 $0 Capital Outlay $0 $0 $0 $0 $100,000 $330,000 $250,000 $250,000 1-Time Loan (NPDES) $0 $0 $0 $0 $57,000 $0 $0 $0 Transfer out (Gas Tax) $65,000 $302,000 $180,000 $180,000 $0 $0 $0 $0 Transfer out (NPDES) $36,000 $104,000 $111,000 $111,000 $0 $0 $0 $0 Overhead Transfer $0 $0 $0 $30,275 $70,120 $72,224 $74,390 $76,622 Annual Surplus/(Shortfall) ($41,855) $161,535 ($253,402) ($252,865) $141,290 ($15,869) $46,646 ($136) Ending Balance/(Deficit) $32 $161,567 ($91,835) ($91,298) $49,992 $34,123 $80,770 $80,634 ---PAGE BREAK--- 54 Street Improvement Fund (211) Overview This Fund is used to account for proceeds of the Measure A half-cent sales tax approved by El Cerrito voters on February 5, 2008. Expenditures from this Fund are to improve and maintain City streets and to pay debt service on the related 2008 bond issuance, for which the Measure A half-cent sales tax is a pledged revenue stream. Fund Forecast Assumptions • Sales tax revenues have been subject to adjustments by the Board of Equalization in prior fiscal years for misallocation of revenues by Home Depot. Revenue for FY 2014-15 has been adjusted downward to reflect the corrected amount. Thereafter, sales tax revenues are projected to increase by 2% annually. • Starting in FY 2013-14, personnel costs related to street improvement and maintenance expenditures not related to capital projects are being charged to the Street Improvement Fund. • In prior years, capital projects were charged both directly to the Street Improvement Fund and funded through a transfer to the Capital Improvement Program Fund (301). Starting in FY 2014- 15, projects funded with Measure A revenue will be tracked only in the Street Improvement Fund. Any previously transferred funds remaining in the Capital Improvement Program Fund will be expended from that fund. This is in keeping with the restructuring of various Special Funds to eliminate transfers. • In FY 2016-17, personnel costs increase 5% per year. 2011-12 Actual 2012-13 Actual 2013-14 Amended 2013-14 Projected 2014-15 Proposed 2015-16 Proposed 2016-17 Projected 2017-18 Projected Starting Balance ($77,443) $349,769 $198,074 $198,074 $33,238 $149,784 $290,303 $447,310 Revenues $1,607,920 $1,170,832 $1,500,000 $1,815,631 $2,033,000 $1,431,000 $1,462,500 $1,491,500 Taxes $1,546,542 $1,141,958 $1,500,000 $1,454,000 $1,398,000 $1,426,000 $1,455,000 $1,484,000 Grants $18,730 ($3,553) $0 $354,000 $630,000 $0 $0 $0 Misc $42,648 $32,427 $0 $7,631 $5,000 $5,000 $7,500 $7,500 Expenses $1,180,708 $1,322,527 $3,026,284 $1,980,466 $1,916,454 $1,290,481 $1,305,493 $1,307,414 Personnel $0 $0 $54,539 $53,246 $51,215 $53,253 $55,916 $58,711 Nonpersonnel $2,995 $2,175 $3,000 $3,000 $3,000 $3,000 $3,000 $3,000 Capital Outlay $440,131 $323,630 $2,143,600 $1,099,075 $1,128,831 $500,000 $509,500 $509,500 Transfer Out 301 $0 $260,000 $85,145 $85,145 $0 $0 $0 $0 Debt Service $737,583 $736,722 $740,000 $740,000 $733,408 $734,228 $737,078 $736,203 Annual Surplus/(Shortfall) $427,212 ($151,695) ($1,526,284) ($164,835) $116,546 $140,519 $157,007 $184,086 Ending Balance/(Deficit) $349,769 $198,074 ($1,328,210) $33,238 $149,784 $290,303 $447,310 $631,396 ---PAGE BREAK--- 55 Integrated Waste Management Fund (501) Overview This enterprise fund is used to account for the activities related to the recycling and waste diversion management programs. The Integrated Waste Management (IWM) Fund provides for services including weekly residential and commercial curbside recycling collection operations, management of waste management contracts and services, and operation of the City’s state-of-the-art LEED Platinum Recycling + Environmental Resource Center. Although the City historically included a ten-year plan in the annual budget, a short-term fund forecast format has been adopted to reflect a more suitable planning horizon. In the FY 2103-14 budget, the City Council approved annually designating a portion of the IWM Fund Balance as a reserve for future equipment purchases, in lieu of financing future equipment purchases via loans. Further analysis has indicated that reversing this assumption is less costly to ratepayers in the coming several years. Therefore, the current plan assumes the resumption of financing future equipment purchases as needed. Fund Forecast Assumptions • Revenues from IWM Fees are projected to increase by 8% in FY 2014-15 and FY 2015-16, and 5% thereafter. Other revenues from fixed contracts, state payments, on-site sales and fees are relatively stable. • The increase in non-personnel costs in FY 2013-14 is due to a new vehicle maintenance agreement that appropriately maintains the City’s recycling fleet, as well as a previously unanticipated need for pollution insurance. • In FY 2014-15, overhead transfers are increased by but reallocated between special revenue funds, increasing 3% per year thereafter. • In FY 2016-17, personnel costs increase 5% per year and non-personnel costs increase 2% per year. 2011-12 Actual 2012-13 Actual 2013-14 Amended 2013-14 Projected 2014-15 Proposed 2015-16 Proposed 2016-17 Projected 2017-18 Projected Starting Balance $814,405 $705,591 $478,678 $478,678 $329,031 $117,825 $112,132 $127,632 Revenue $1,868,720 $1,882,659 $2,042,364 $2,109,640 $2,166,728 $2,355,926 $2,486,555 $2,555,470 IWM Fees $1,554,293 $1,607,766 $1,742,292 $1,742,292 $1,877,478 $2,027,676 $2,158,305 $2,266,220 Recycling $276,442 $245,834 $273,000 $275,000 $260,200 $260,200 $260,200 $260,200 Grants $29,849 $26,348 $16,000 $26,348 $16,000 $16,000 $16,000 $16,000 Other $8,136 $2,711 $11,072 $66,000 $13,050 $13,050 $13,050 $13,050 Loan Repayment $39,000 $39,000 Expenses $1,977,534 $2,109,572 $2,324,295 $2,259,287 $2,377,934 $2,361,619 $2,471,055 $2,531,169 Personnel $895,357 $1,069,948 $1,201,413 $1,159,433 $1,200,165 $1,247,814 $1,311,456 $1,375,114 Non-Personnel $558,418 $341,009 $219,100 $346,072 $332,943 $337,022 $368,927 $350,983 Debt Service & Leases $221,575 $383,693 $426,411 $426,411 $426,507 $426,365 $426,384 $426,359 Overhead Transfer $302,184 $313,086 $323,700 $323,700 $336,648 $346,747 $360,617 $375,042 Solar Debt service $0 $1,836 $3,671 $3,671 $3,671 $3,671 $3,671 $3,671 Designated Reserve $0 $0 $150,000 $0 $0 $0 $0 $0 Transfer Out - Loan (LLAD) $0 $0 $0 $0 $78,000 $0 $0 $0 Annual Surplus/(Shortfall) ($108,814) ($226,913) ($281,931) ($149,647) ($211,206) ($5,693) $15,500 $24,301 Ending Balance/(Deficit) $705,591 $478,678 $196,747 $329,031 $117,825 $112,132 $127,632 $151,933 ---PAGE BREAK--- 56 Low & Moderate Income Housing Asset Fund (232) Overview Pursuant to the Dissolution Act, the City elected to serve as the Successor Housing Entity to the dissolved El Cerrito Redevelopment Agency, responsible for affordable housing projects and activities. In FY 2012, the City placed housing assets, including real estate and encumbered cash in the Low & Moderate Income Housing Fund (LMIHF), into the new Low & Moderate Income Housing Asset Fund. California Redevelopment Law requires the Fund be used to increase, improve and preserve the housing supply affordable to very low, low, and moderate income households. The Dissolution Act did not provide revenue for successor housing agencies, but allows them to collect payments on loans made from former agencies’ LMIHF. Money had been borrowed from the LMIHF to pay into the Educational Revenue Augmentation Fund (ERAF) and Supplemental ERAF. Repayment of these loans is an obligation of the El Cerrito Redevelopment Agency Successor Agency (see Section 10) and the only anticipated near-term revenues. Fund Forecast Assumptions • SERAF/ERAF payments resume in FY 2013-14 and are based on one half of residual Redevelopment Property Tax (RPT) after Redevelopment Successor Agency obligations are paid. • In FY 2013-14, the Successor Housing Entity received RPT, which is disbursed to fund loans for two affordable housing project pre-development loans. • Non-personnel expenses are minimized until FY 2015-16, when larger SERAF/ERAF loan payment revenues are expected. Non-personnel expenses include carrying costs for housing real estate assets and project-related costs. • In FY 2016-17, personnel costs increase 5% per year and non-personnel costs increase 2% per year. 2011-12 Actual 2012-13 Actual 2013-14 Amended 2013-14 Projected 2014-15 Proposed 2015-16 Proposed 2016-17 Projected 2017-18 Projected Starting Balance $0 $214,864 $110,671 $110,671 $25,286 ($10,968) $91,960 $189,197 Revenues $416,385 $1,149 $0 $559,605 $75,284 $250,000 $250,000 $250,000 SERAF/ERAF Loan $416,079 $0 $0 $24,803 $75,284 $250,000 $250,000 $250,000 Housing Obligations $0 $0 $0 $531,152 $0 $0 $0 $0 Misc $306 $1,149 $0 $3,650 $0 $0 $0 $0 Expenses $201,521 $105,342 $671,990 $644,990 $111,538 $147,072 $152,763 $158,705 Personnel $43,294 $89,602 $89,838 $89,838 $87,208 $91,652 $96,235 $101,046 Non-Personnel $8,577 $15,740 $51,000 $24,000 $24,330 $55,420 $56,528 $57,659 Loans & Grants $0 $0 $531,152 $531,152 $0 $0 $0 $0 Overhead Transfer $149,650 $0 $0 $0 $0 $0 $0 $0 Annual Surplus/(Shortfall) $214,864 ($104,193) ($671,990) ($85,385) ($36,254) $102,928 $97,237 $91,295 Ending Balance/(Deficit) $214,864 $110,671 ($561,319) $25,286 ($10,968) $91,960 $189,197 $280,492 ---PAGE BREAK--- 57 OTHER FUNDS The City has other funds, including minor operating funds, capital funds, other entities’ funds, debt service funds, internal service funds, and trust funds. They are as follows: Asset Seizure Fund (208) The Police Department acquires assets in the course of arresting suspects and a portion of these assets become the property of the City when a guilty verdict is awarded. Pursuant to the State Health and Safety Code, these funds are to be used by the Police Department to supplant but not supplement its operating budget. To assure correct usage, funds have been broken out into a separate fund. Vehicle Abatement Fund (209) This Fund accounts for monies received from the County to support programs that remove abandoned vehicles from City streets. Park In-Lieu Fund (210) This Fund accounts for funds received through negotiations with developers to be used for park improvements. Art in Public Places Fund (213) This Fund was established to account for the public art in-lieu contributions and any and all other revenues appropriated or received for public art and/or public arts and cultural programs, including donations from the public. Measure J Return to Source Paratransit (214) This Fund was created in FY 2013-14 to account separately for the portion of Measure J Return to Source revenues that fund the paratransit program. Grants Fund (221) This Fund accounts for projects and programs in various departments that are funded by one-time grants. Grants Fund (222) This Fund was created in FY 2013-14 to account for the ongoing C.O.P.S. grants received by the Police Department. Previously the revenues and expenditures for this program were accounted for in Fund 221. Municipal Services Corporation Fund (230) The Municipal Services Corporation is a separate nonprofit, public benefit corporation. Although it is considered a component unit of the City for accounting purposes, its activities are controlled and its budget is adopted by a separate board of directors, and therefore not included in this document. Its revenues are primarily related to real estate transactions, including leases and potentially disposition of developable land. It also received revenue from the former Redevelopment Agency, prior to its dissolution, pursuant to a Cooperation Agreement in order to implement economic development and redevelopment programs, but has not received any payments related to the agreement since the dissolution in 2012. Its expenditures are for economic development programs, redevelopment projects, property management. Capital Improvements Fund (301) This Fund is utilized to account for capital activities with one-time and multiple funding sources. Within the Fund, each project is accounted for separately on a life-to-date basis for internal and external reporting purposes. ---PAGE BREAK--- 58 Storm Drain Debt Service Fund (401) This Fund accounts for debt service payments on the Storm Drain Revenue Bonds using the proceeds of the Measure J Special Tax assessed for that purpose. No further expenditures are budgeted for this Fund, as the last debt service payment was made in FY 2013-14. Vehicle and Equipment Replacement Fund (601) The purpose of this Fund is to provide vehicles and equipment to the line departments and avoid financing costs associated with the acquisition of necessary capital assets. This Fund was originally created from a reserved portion of the City’s General Fund. Departments may purchase necessary vehicles or equipment from this Fund and then repay the Fund from their operating budgets over time. An ongoing charge to the operating department will cover the cost of the equipment plus a contribution toward future replacement of the equipment when such a replacement can reasonably be anticipated. The Fund’s primary objective is to provide financing for the purchase of equipment and vehicles with a cost of $5,000 and over and a useful life of three or more years. Currently, only the Fire Department is utilizing this Fund. Pension Fund Section 401A Trust Fund (701) The purpose of this Fund is to account for payments on retiree pensions that are an obligation of the City. Redevelopment Obligation Retirement Fund (780) The purpose of this trust fund is to administer the enforceable obligations of the El Cerrito Redevelopment Agency Successor Agency. Moneys received in this Fund are for specific payments approved by an oversight board and the California Department of Finance and the City’s authority is limited to making the approved payments. No budget is adopted for this Fund. Measure A Debt Service Fund (834) This Fund accounts for debt service payments on the Swim Center Bonds, which were used for the Swim Center Construction, using the proceeds of the Measure A Special Tax assessed for that purpose. City Hall Debt Service Fund (835) This Fund accounts for debt service payments on City Hall Lease Revenue Bonds using transfers from the City’s General Fund. Street Improvement Bond Debt Service Fund (836) This Fund accounts for debt service payments on the Street Improvement Revenue Bonds using the proceeds of the Measure A half-cent sales tax collected for that purpose. ---PAGE BREAK--- 59 SECTION 3: CITY MANAGEMENT City Management provides overall policy and administrative direction of the City organization. This department acts as the central liaison to the public and provides leadership and direction to all departments in the ongoing operations of the City. City Management is ultimately responsible for ensuring the implementation of City Council policy direction and the adopted El Cerrito Strategic Plan. CITY MANAGEMENT OVERVIEW City Management is the general government function of the City of El Cerrito and its other entities. This section covers six operating components and specific discussion regarding their tasks are shown in their sections:.  City Council  City Manager’s Office  City Attorney  City Clerk  Information Systems  Human Resources An organization chart reflecting City Management operating units and their relationships is provided in Chart 3-1. Chart 3-1 City Management Organizational Structure Mayor and City Council City Manager Assistant City Manager Human Resources Manager Human Resources Technician Community Outreach Specialist City Clerk Information Systems Manager Information Systems Specialist Administrative Clerk City Attorney ---PAGE BREAK--- 60 The position listing in Table 3-1 shows the positions included within City Management. Table 3-1 City Management Position Listing CITY MANAGEMENT FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 Account Clerk 0.8 0.8 0 0 0 Community Outreach Specialist 1 1 1 1 1 Assistant City Manager 1 1 1 1 1 Administrative Clerk 1 1 1 1 1 City Manager 1 1 1 1 1 City Clerk 1 1 1 1 1 Human Resources Manager 1 1 1 1 1 Human Resources Technician 1 1 1 1 1 Information Systems Manager 1 1 1 1 1 Information Systems Specialist 1 1 1 1 1 CITY MANAGEMENT TOTAL 9.8 9.8 9 9 9 CITY MANAGEMENT BUDGET SUMMARY City Management Department Expenditures (1020, 1040, 1060, 1070) All Funds FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Personnel Services $1,436,280 $1,458,532 $1,447,228 $1,303,714 $1,343,964 Purchased Professional & Technical Services 184,411 219,542 146,500 249,500 146,500 Purchased Property Services 922 1,749 4,800 4,800 4,800 Other Purchased Services 549,757 679,016 744,450 679,825 695,375 Supplies 36,125 40,176 39,800 34,300 41,300 Property & Capital 24,453 28,242 36,000 37,000 37,500 Total Expenditures $2,231,948 $2,427,258 $2,418,778 $2,309,139 $2,269,439 General Fund (101) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Personnel Services $1,365,307 $1,388,146 $1,315,926 $1,241,707 $1,280,418 Purchased Professional & Technical Services 184,411 219,542 146,500 249,500 146,500 Purchased Property Services 922 1,749 4,800 4,800 4,800 Other Purchased Services 549,757 679,016 744,450 679,825 695,375 Supplies 36,125 40,176 39,800 34,300 41,300 Property & Capital 24,453 28,242 36,000 37,000 37,500 Total Expenditures $2,160,976 $2,356,872 $2,287,476 $2,247,132 $2,205,893 Federal, State & Local Grants (221) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Personnel Services $69,715 Total Expenditures $0 $0 $69,715 $0 $0 Integrated Waste Management (501) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Personnel Services $70,973 $70,386 $61,587 $62,007 $63,546 Total Expenditures $70,973 $70,386 $61,587 $62,007 $63,546 City Management Department Revenues General Fund (101) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Charges for Services $10,725 $19,454 $15,800 $14,300 $15,750 Other Revenue $120 $200 Total Revenues $10,845 $19,654 $15,800 $14,300 $15,750 ---PAGE BREAK--- 61 CITY COUNCIL The overall goal of the City Council is to improve the quality of life for the residents of El Cerrito and to set broad policy goals for implementation by City staff based on the needs and desires of the community. The City Council consists of five members of the community—one rotating Mayor and four Councilmembers. The City Council is the official legislative body of the City. Its duties include: • Set policy by ordinance, resolution, or motion • Review and approve reports, proposals and contracts for new programs and services • Appoint Board and Commission members • Review and approve the budget as prepared by the City Manager • Serve as Board Members for the El Cerrito Employees’ Pension Board, Public Financing Authority, and the El Cerrito Redevelopment Agency Successor Agency In 2013, the City Council adopted the El Cerrito Strategic Plan 2013-2017, outlining the mission, vision, values, goals and strategies to guide the City into the future. This Plan is incorporated into the budget document and will inform the departments as to allocation of resources and service efforts. CITY COUNCIL BUDGET SUMMARY City Council Expenditures (1010) All Funds FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Personnel Services $34,155 $34,637 $34,414 $33,363 $33,973 Purchased Professional & Technical Services 24,094 13,286 9,000 9,000 9,000 Other Purchased Services 36,678 30,615 24,200 18,700 24,200 Supplies 851 1,203 1,300 1,300 1,300 Total Expenditures $95,778 $79,740 $68,914 $62,363 $68,473 General Fund (101) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Personnel Services $33,905 $34,387 $34,164 $33,113 $33,723 Purchased Professional & Technical Services 24,094 13,286 9,000 9,000 9,000 Other Purchased Services 36,678 30,615 24,200 18,700 24,200 Supplies 851 1,203 1,300 1,300 1,300 Total Expenditures $95,528 $79,490 $68,664 $62,113 $68,223 Financing Authority Debt Service (834) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Personnel Services $250 $250 $250 $250 $250 Total Expenditures $250 $250 $250 $250 $250 City Council Department Revenues General Fund (101) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Charges for Services $4,100 $100 Total Revenues $4,100 $100 $0 $0 $0 ---PAGE BREAK--- 62 CITY ATTORNEY The City Attorney supports the City Council and City organization with legal advice and services. The City Attorney, whose services are retained by the City through a contract with the law firm Meyers Nave, is responsible for the following services: • Provide legal advice and information to the City Council, Boards and Commissions, City Manager and staff • Develop legally acceptable alternatives for accomplishing policy objectives • Prepare legal documents including ordinances, leases and agreements • Review resolutions and contracts • Represent the City in court and before administrative agencies • Advise City staff on Municipal Code enforcement issues • Update the El Cerrito Municipal Code Staff continues to control assignment of work to the City Attorney as a method of containing costs. CITY ATTORNEY BUDGET SUMMARY General Fund (101) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Purchased Professional & Technical Services $357,541 $315,687 $275,000 $275,000 $285,000 Total Expenditures $357,541 $315,687 $275,000 $275,000 $285,000 ---PAGE BREAK--- 63 CITY MANAGER Under the policies established by the City Council, the City Manager is responsible for the efficient management of all affairs and departments operating within the City and serves as the Executive Director of the City’s Municipal Finance Authority. The City Manager is the City’s chief executive officer, employed by and directly responsible to the City Council. The City Manager organizes and directs an executive team that consists of the Assistant City Manager, City Clerk and Department Directors to implement programs and deliver public services. The primary duties and services the City Manager performs include the following: • Support the City Council and implement policies and directives from the City Council including the Strategic Plan • Provide leadership and manage City staff in their development and provide services and programs to all City departments • Build and develop a strong management team • Prepare a budget that identifies all the revenues and expenditures anticipated in the forthcoming fiscal year in a fiscally sound manner • Oversee the process for development of capital and infrastructure projects and strive to ensure that capital projects are successfully accomplished on-time • Ensure the highest level of customer service to residents and businesses • Engage residents, foster community partnerships and interagency collaborations • Ensure that City Hall provides a professional and environmentally friendly work environment for our customers and employees, maintaining the building as a symbol of pride for residents FY 2013-14 ACCOMPLISHMENTS Hosted four community budget meetings in neighborhoods throughout the City in March 2014 to provide information on the City’s budget and receive feedback and input from residents Launched “Open El Cerrito” with Peak Democracy in April 2014 to increase online community engagement Launched e-payment module on City website to accept online donations to the Madera Open Space Fund Developed Administrative Policy for website and social media Initiated community process to develop and present to City Council proposed regulations on smoking, assisted by EC STARS City Management intern Amel Alkaheli Mailed four Citywide newsletters, including “Budget-in-Brief”, assisted with departmental outreach including press relesases, meetings and events Oversaw installation of “12 Wnd Sculptures”, the City’s first commissioned public art project, and design and installation of new street banners In partnership with KCRT, produced short documentary, “Sundar Shadi’s Gifts” ---PAGE BREAK--- 64 Strategic Plan Alignment Table 3-2 shows the services performed by the City Manager’s Office as aligned to the Strategic Plan. Table 3-2 City Manager Strategic Plan Alignment Program or Service Strategic Plan Goal Activity Required By: Duration Public Information & Outreach, including newsletter, website, press releases, events Sense of Place & Identity No Ongoing Implement Strategic Plan Action Plan Exemplary Services City Multi Year Maintain the City website, Open El Cerrito, social media accounts and support use of social media Exemplary Services No Ongoing Staff the Arts & Culture Commission; Administer the Art in Public Places Program & other programs/events Sense of Place & Identity City Ongoing Disaster preparedness: be ready and able to carry out EOC functions as necessary in a disaster Public Health & Safety City Ongoing Represent City with other agencies; community groups and residents; Gauge public sentiment through surveys, etc; Support the City Council (agenda packet management; analysis; attend Council meetings Exemplary Services No Onetime FY14-15 Implement new tobacco smoke protection ordinance, if adopted Public Health & Safety City Onetime Ensure completion of facilities assessement and feisibility of facility reno or replacement Public Facilities City Onetime Implement policies and directives from the City Council Exemplary Services City Ongoing Oversee the Successor Agency Financial Sustainability State Ongoing Participate in recruitment of senior staff; Assist with various employee events and meetings; Exemplary Services City Ongoing Prepare annual budget; Oversee financial planning, capital and infrastructre projects Financial Sustainability City Ongoing Provide organizational leadership and oversee municipal operations and services Exemplary Services City Ongoing Liase with WCCUSD Sense of Place & Identity City Ongoing Lead organization and ensure continued emphasis on providing excellent customer service Exemplary Services City Ongoing Administer contract for City Attorney Exemplary Services City Ongoing ---PAGE BREAK--- 65 CITY CLERK The City Clerk seeks to provide the best possible service to the residents of El Cerrito, the City Council, City Staff and all public agencies; strengthen public trust in government; and facilitate the democratic process. In particular, the City Clerk provides legislative support to the City Council; provides election support to officeholders, candidates and ballot measure proponents and opponents; exercises diligence in carrying out federal, state and local legal mandates; and enhances records management for the efficient and accurate delivery of information to residents and City staff. Division Overview The City Clerk performs all mandated functions under the United States Constitution, the Constitution of the State of California, the California Government and Election Codes, El Cerrito Municipal Code and other policies established by the City Council. The City Clerk serves as Clerk of the City Council and the governing board of the El Cerrito Redevelopment Agency Successor Agency, oversees preparation and noticing of City Council and Successor Agency agendas, records legislative history, maintains official City records, and acts as Filing Officer for the Fair Political Practices Commission. The City Clerk acts as the primary Elections Official during the local candidate nomination period and measure and initiative process and also provides administrative support during municipal elections. The City Clerk performs a variety of other administrative duties for the City and is one of the main communication points between the residents and businesses of El Cerrito and the City Council. City Clerk functions include: • Supporting the City Council • Administrative support for Boards, Commissions and Committees • Recording, preserving and maintaining the City’s legislative history • Public Information and Citywide records management • Reviewing and monitoring FPPC Campaign Disclosure and Conflict of Interest Statements and ethics training • Administering municipal elections • Assisting the City Manager The primary goal of the City Clerk is to ensure residents’ trust in government by supporting the City’s legislative process by providing open, accurate and timely legislative history, safeguarding all official records of the City, administering impartial and ethical elections, and delivering information and services efficiently and accurately to the City Council, City staff and the public. The City Clerk also operates a Passport Acceptance Office on behalf of the United States Department of State at City Hall. The City’s Information Technology Division partners with and reports to the City Clerk. The City Clerk is supported by a part-time administrative clerk who assists in the advancement of program automation and division goals, processes passport applications, assists with records and information management and automation, preserves the City’s legislative history and participates actively in website maintenance and development. ---PAGE BREAK--- 66 FY 2013-14 ACCOMPLISHMENTS Inventoried and managed records eligible for destruction in accordance with the City’s records retention schedule and began update of the records retention schedule and all records policies Maintained a busy Passport Acceptance Office on behalf of the United States Department of State at City Hall, with approximately 470 passport applications this fiscal year and 1600 since the program’s inception in August 2011; completed training and recertification Coordinated the 61st Annual Commission Recognition Dinner; the Dinner was a landfill-free event Coordinated hosting of the Contra Costa County Mayors Conference in El Cerrito Conducted two Commission staff liaison trainings, began preparation for commission-wide training and ethics training. Coordinated hosting, noticing of agendas and preparation of minutes for the West Contra Costa Mayors and Supervisors Association meetings July – December 2013. Upgraded meeting encoder to allow viewing of live and archived meetings on an iPad or other tablets, allowing the public and staff to launch staff reports while viewing the webcast within the Granicus viewer both live and on a 24/7 on-demand basis Researched, received training and beta tested the Granicus iLegislate paperless agenda application for deployment on mobile devices Fulfilled all requirements and achieved Master Municipal Clerk certification from the International Institute of Municipal Clerks; only 11% of IIMC members have achieved MMC certification Installed as a Fellow into the IIMC Athenian Leadership Society; one of 51 Fellows throughout the United States and one of four in California. Strategic Plan Alignment Table 3-3 shows the services performed by the City Clerk as aligned to the Strategic Plan. Table 3-3 City Clerk Strategic Plan Alignment Program or Service Strategic Plan Goal Activity Required By: Duration Agenda Management & Transparency Exemplary Services State Ongoing Board and Commission Administration Sense of Place & Identity City Ongoing FPPC Conflict of Interest Administration Financial Sustainability State Ongoing FPPC Campaign Disclosure Administration Financial Sustainability State Ongoing Records Management & Public Records Act Financial Sustainability State Ongoing Elections Administration Exemplary Services State Onetime FY14- 15 City Council Events and Support Exemplary Services City Ongoing Passport Acceptance Office Exemplary Services No Ongoing City Manager Support / Public Information / Resident Relations Exemplary Services City Ongoing Maintain and Update Municipal Code Exemplary Services State Ongoing ---PAGE BREAK--- 67 HUMAN RESOURCES DIVISION The newly titled Human Resources Division (formerly Employee Services) is part of the City’s overall reorganization efforts to align the division with the evolution from a personnel-based focus to a human resources-based focus. Human Resources is a stand-alone division that reports to City Management. Human Resources develops, implements, supports and manages a comprehensive human resources and risk management function to ensure quality service to the organization and to the community. A variety of central services are also provided. These services are accomplished by: • Developing and maintaining human resource policies to support the effective and efficient operations and to maintain legal compliance • Determining and coordinating unbiased recruitment and selection processes • Maintaining the City’s classification and compensation plans • Leading and/or supporting the meet and confer process with employee organizations • Providing labor relations oversight to promote equitable and ethical treatment of the workforce and to reduce liability • Coordinating/monitoring Citywide training and the City’s central safety program • Maintaining personnel and related records • Providing professional staff support to commissions and committees • Performing general purchasing and supply functions • Performing the City’s risk management function including maintaining insurance coverage and processing/monitoring Workers’ Compensation and liability claims Risk Management The City is a member of the Municipal Pooling Authority (MPA), a Joint Powers Authority (JPA) that is both a loss control/risk management consortium and a fund-pooling mechanism for excess coverage of self-insured risks. The Division oversees this program. FY 2013-14 ACCOMPLISHMENTS Initiated a contract with Keenan as the City’s new insurance broker/consultant in light of the Health Care Reform Act to provide specialized and innovative solutions to keep healthcare costs down Initiated the EC STARS Intern Program for El Cerrito High School Students in collaboration with the WCCUSD to link students to local government, beginning its second year Completed recruitments and established viable eligible list to fill current and future vacancies Initiated, in collaboration with the line departments and MPA, an update to the City’s Illness and Injury Prevention Program (IIPP) ---PAGE BREAK--- 68 Strategic Plan Alignment Table 3-4 shows the services performed by the Human Resources Division as aligned to the Strategic Plan. Table 3-4 Human Resources Strategic Plan Alignment Program or Service Strategic Plan Goal Activity Required By: Duration Develop and maintain human resources policies and procedures Exemplary Services City Ongoing Maintain the City's Classification and compensation plans Exemplary Services City Ongoing Process personnel actions and maintain personnel records Exemplary Services City Ongoing Provide consultation and guidance to staff Exemplary Services City Ongoing Professional development: Stay abreast of federal/state laws and best practices, current industry trends Exemplary Services City Ongoing Provide staff support to the Civil Service and Human Relations Commissions Exemplary Services City Ongoing Manage contract negotiations, contract administration and interpretation, meet and confer process, grievance resolution and discipline matters Exemplary Services City Ongoing Provide oversight to promote equitable and ethical treatment of the workforce and reduce liability Exemplary Services City Ongoing Coordinate/monitor Citywide training Exemplary Services City Ongoing Develop and train staff on HR processes Exemplary Services City Ongoing Manage recruitment process Exemplary Services City Ongoing Manage employee benefit programs Exemplary Services City Ongoing Oversee the annual open enrollment process Exemplary Services City Ongoing Oversee the City's general liability, worker's comp, property, vehicle and other insurance programs Exemplary Services City Ongoing Evaluate risk exposures and provide recommendations to reduce risks Exemplary Services City Ongoing Implement the EC STARS Intern Program in collaboration with the WCCUSD Sense of Place & Identity City Ongoing Complete conversion of HRIS Exemplary Services City Onetime FY14-15 Implement Position Control Exemplary Services City Duration Manage employee wellness program Exemplary Services City Ongoing ---PAGE BREAK--- 69 INFORMATION SYSTEMS DIVISION The Information Systems Division seeks to provide and maintain information services including data, voice, video, hardware, and software to serve city residents and businesses, departments and City facilities. The Division works with multiple technologies to choose the appropriate solution for the City’s needs. The Division’s challenge is to work within the budget to stay current and provide solutions as technology continues to change. The Information Systems Services Division performs the following tasks: • Maximizes the use of the City's information and telecommunications systems resources • Assists all computer and telephone users in gaining access to user systems and resolve user problems as they arise • Plans for and facilitates the growth of the information and telecommunication systems in terms of both hardware and software • Facilitates the increased productivity of all City departments through the use of the City's data processing and telecommunication resources • Enhances the City's ability to reach out to its residents through information technology • Provides 24/7 on-demand webcast and live TV broadcast of City Council Meetings • Troubleshooting and maintenance of the City’s HVAC, Alarm, Light and Surveillance systems The overall goal is to provide and maintain efficient, cost effective and reliable information systems to City offices and departments that serve the public in El Cerrito. FY 2013-14 ACCOMPLISHMENTS Maintained an efficient and effective technology infrastructure with zero interruption or downtime of servers, data and voice systems Strengthened security throughout the City’s technology infrastructure and ensured that baseline technology systems are recoverable in disaster situations Performed a major upgrade to the Police Departments records and communications software Ensured that all technical aspects of new software initiatives are implemented on time Acted as lead technical personnel in troubleshooting complex integration issues with multiple vendors while assisting the Fire Department with its implementation of a patient care report system that allows paramedics in the field to upload AED and medical information to the County and hospital prior to a patient’s arrival at the hospital ---PAGE BREAK--- 70 Strategic Plan Alignment Table 3-5 shows the services performed by the Information Systems Division as aligned to the Strategic Plan. Table 3-5 Information Systems Strategic Plan Alignment Program or Service Strategic Plan Goal Activity Required By: Duration Maximize use of the City's information and telecommunications systems resources; plan for and facilitae the growth of IT systems (hardware & software) Exemplary Services No Ongoing Assist users and trouble shoot computer and telephone systems Exemplary Services No Ongoing Strengthen internal controls and security throughout the City's technology infrastructure Exemplary Services State Ongoing Standardize, integrate and consolidate IT resources to achieve a scaleable technology infrastructure that maximizes return on investment Exemplary Services No Ongoing Enhance public outreach/communication through information technology Exemplary Services No Ongoing Maintain efficient, cost effective and reliable information systems Exemplary Services No Ongoing Troubleshoot video surveillance systems Public Health & Safety No Ongoing Continued monitoring of the HVAC system, lighting and alarm systems Public Facilities City Ongoing Consult with departments regarding initiatives to enhance efficiency through process improvement, software implementation, expanded online services, enhanced civic engagement and more sophisticated data analysis with an eye toward standardization, integration and consolidation accross departments to maximize return on investment. Financial Sustainability City Ongoing Ensure baseline technology systems are recoverable in disaster situations. Exemplary Services State Ongoing Create/continually review policies re: protecting the City's information and technology assets from threats associated with unauthorized access, inappropriate use, information leakage, data integrity and natural disasters. Exemplary Services No Ongoing ---PAGE BREAK--- 71 SECTION 4: COMMUNITY DEVELOPMENT DEPARTMENT The Community Development Department’s mission is to deliver services, projects and programs that provide a safe, connected, environmentally-focused and high quality of life in El Cerrito. The Department achieves this mission through planning and implementing programs and private and public projects that promote community, health and safety, environmental quality and economic vitality. DEPARTMENT OVERVIEW The Community Development Department provides the community with innovative and practical solutions to enhance a prosperous, well-connected, healthy and sustainable city. Through the integration of the divisions of current and advanced Planning, Building, Economic Development, Housing and Sustainability, the Department strives to maintain and enhance the City as a healthy, attractive, and resilient community. To attain these goals, the Department’s primary responsibilities are to: • Implement and help develop the vision of the City Council and residents of El Cerrito through implementing existing plans and policies and leading the ongoing development and implementation of the General Plan, Specific Plans, and other long-range comprehensive planning documents such as the Climate Action Plan, Complete Streets Plan, Active Transportation Plan and Urban Greening Plan • Monitor and assure compliance with other regional and State policies such as those articulated in Plan Bay Area, the Bay Area’s Sustainable Community Strategy • Ensure the creation and maintenance of an attractive, safe community with a high quality, balanced and appropriate mix of land uses and amenities • Enhance the existing built environment by supporting and encouraging investment in our homes, neighborhoods, businesses and public places in a safe and efficient manner • Provide programs that are inclusive and engage, involve and educate the community • Collaborate with other departments, regional agencies and the private sector to leverage resources and assure that programs and projects are consistent with the City’s vision, mission and adopted Plans • Identify and pursue projects, policies and programs that improve the overall environmental sustainability and economic vitality of El Cerrito • Provide customer-friendly, responsive, efficient, collaborative and accurate services to all Organizational Structure The Community Development Department includes the Planning and Building Division and the Community Sustainability Division. Together the two divisions work on current and advanced private and public development planning efforts and projects. The Planning and Building Division encompasses the City’s current and comprehensive Planning and Building functions and Code ---PAGE BREAK--- 72 Enforcement. Community Sustainability includes Environmental Sustainability, Economic Development, Housing, and Special Programs, Plans and Projects. The Department provides staff to the City’s Planning Commission, Design Review Board, Environmental Quality Committee and Economic Development Board. Chart 4-1 shows the organizational structure of the Department: Chart 4-1 Community Development Department Position Listing Table 4-1 shows the position listing for the Department: Table 4-1 Community Development Department Position Listing COMMUNITY DEVELOPMENT DEPARTMENT FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 Environmental Analyst 1 1 1 1 1 Administrative Clerk 1 0 0 0 0 Building Inspector I 1 1 0.5 0.5 0.5 Building Inspector II 2 1 1 1 1 Building Inspector II (underfill Building Inspector I) 0 1 1 1 1 Building Official 1 1 1 1 1 Building Plan Checker II 1 1 1 1 1 Community Development Director 1 1 1 1 1 Development Services Manager 1 1 1 1 1 Permit Technician I 2 2 1 1 1 Permit Technician III 0 1 1 1 1 Senior Planner 2 2 2 2 2 Senior Program Manager 2 2 2 2 2 COMMUNITY DEVELOPMENT TOTAL 15 15 13.5 13.5 13.5 Community Development Director Development Services Manager Senior Planner Building Official Plan Checker Building Inspector Permit Technician Environmental Analyst Housing Program Manager Economic Development Program Manager ---PAGE BREAK--- 73 Strategic Plan Alignment Table 4-2 shows the services performed by the Community Development Department as aligned to the Strategic Plan. Table 4-2 Community Development Department Strategic Plan Alignment Program or Service Strategic Plan Goal Activity Required By: Duration Provide "front counter" customer service (technical assistance, information, education) for Planning and Building projects and general frontline City Hall customers Exemplary Services City Ongoing Provide Plan Check and Permits for Building and Planning projects Exemplary Services State Ongoing Provide Plan Review/Entitlement for development projects Exemplary Services State Ongoing Increase availability of online services for Building and Planning Exemplary Services No Multi Year Assure all built projects satisfy health and safety regulations and the California Building Code Exemplary Services State Ongoing Assure all City and private projects are consistent with the California Environmental Quality Act Environmental Sustainability State Ongoing Coordinate and perform Code Enforcement Activities Public Health & Safety City Ongoing Develop policy to regulate rental properties (short-term, vacation and long-term) Public Health & Safety No Onetime FY14-15 Staff Planning Commission and Design Review Boards Sense of Place & Identity City Ongoing Conduct implement) Advanced Planning (General Plan, Housing Element and Special Plans such as Climate Action, Specific Plans, and Master Plans) Sense of Place & Identity State Ongoing Update Housing Element Sense of Place & Identity State Onetime FY14-15 Develop funding to update General Plan Sense of Place & Identity State Foster citywide sustainability through development and implementation of policies, projects, programs and community involvement activities Environmental Sustainability City Ongoing Investigate feasibility of a Community Choice Aggregation Environmental Sustainability City Onetime FY14-15 Develop outdoor lighting ordinance to establish dark sky requirements Environmental Sustainability No Onetime FY14-15 Develop mechanisms to streamline solar and other energy and water efficiency related permit processes Environmental Sustainability City Multi Year ---PAGE BREAK--- 74 Staff the Environmental Quality Committee Environment al Sustainability No Ongoing Staff the Economic Development Committee Financial Sustainability No Ongoing Complete the San Pablo Avenue Specific Plan and Complete Streets Planning effort (incl. GP Amendment, Zoning Ordinance, EIR etc.) Sense of Place & Identity City Multi Year Catalyze TOD development and improvements at del Norte and EC Plaza Sense of Place & Identity No Ongoing Work with regional trip reduction programs to develop trip reduction and parking demand management programs Environmental Sustainability City Ongoing Lead development of the Urban Greening Plan Sense of Place & Identity No Multi Year Seek and develop outside funding to achieve City goals Financial Sustainability No Ongoing Coordinate with Public Works to update the City's Bicycle and Pedestrian/Circulation Plan(Active Transportation Plan) Environmental Sustainability City Multi Year Complete Economic Development Action Plan Financial Sustainability City Onetime FY14-15 Complete entitlement and DDA for TOD at Mayfair Sense of Place & Identity No Multi Year Administer DDLA for Eden Senior Housing on San Pablo Sense of Place & Identity No Multi Year Manage the City's Affordable Housing program Sense of Place & Identity State Ongoing Review and make recommendation pertaining to the City's Historic Preservation policy Sense of Place & Identity No Onetime FY14-15 Complete Acquisition of Hillside Natural Area property Sense of Place & Identity City Onetime FY14-15 Complete Ohlone Greenway Natural Area project Public Facilities No Onetime FY14-15 Initiate development of Del Norte Precise Plan Sense of Place & Identity No Multi Year Develop first CAP implementation report and updated GHG emissions inventory Environmental Sustainability City Onetime FY14-15 Serve on the Oversight Board of the El Cerrito Redevelopment Successor Agency Financial Sustainability No Ongoing Participate in regional and statewide committees Exemplary Services Ongoing Administer grants and consultant contracts Financial Sustainability Ongoing ---PAGE BREAK--- 75 COMMUNITY DEVELOPMENT DEPARTMENT BUDGET SUMMARY Community Development Department Expenditures All Funds FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Personnel Services $1,567,991 $1,364,845 $1,549,771 $1,505,770 $1,566,896 Purchased Professional & Technical Services 75,967 334,876 1,072,625 323,500 259,500 Purchased Property Services 32,400 10,094 19,980 14,700 19,300 Other Purchased Services 36,665 49,163 113,718 94,328 75,320 Supplies 15,312 21,005 25,800 20,300 19,800 Property & Capital 6,845 893,482 5,700 5,700 5,700 Financing Costs 2,418,523 Other Financing Uses 4,956,360 3,391,152 35,000 Total Expenditures $9,110,064 $2,673,464 $6,178,746 $1,999,298 $1,946,516 General Fund (101) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Personnel Services $1,304,645 $1,275,243 $1,101,988 $1,418,562 $1,475,244 Purchased Professional & Technical Services 57,478 256,550 322,500 213,500 219,500 Purchased Property Services 13,548 2,039 9,500 5,000 9,500 Other Purchased Services 35,313 47,392 37,000 64,500 71,000 Supplies 14,502 19,855 15,000 19,000 18,500 Property & Capital 6,845 3,482 5,700 5,700 5,700 Other Financing Uses 3,950,000 Total Expenditures $5,382,331 $1,604,559 $1,491,688 $1,726,262 $1,799,444 Federal, State & Local Grants (221) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Personnel Services $357,945 Purchased Professional & Technical Services 292,125 100,000 Other Purchased Services 73,498 26,498 Supplies 9,500 Other Financing Uses 35,000 Total Expenditures $0 $0 $733,068 $161,498 $0 City LMI Housing Fund (232) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Personnel Services $43,294 $89,602 $89,838 $87,208 $91,652 Purchased Professional & Technical Services 3,458 4,763 36,000 10,000 40,000 Purchased Property Services 3,782 8,056 10,480 9,700 9,800 Other Purchased Services 840 1,771 3,220 3,330 4,320 Supplies 497 1,151 1,300 1,300 1,300 Property & Capital 890,000 Other Financing Uses (5,463,441) 531,152 Total Expenditures ($5,411,570) $995,342 $671,990 $111,538 $147,072 City Housing Trust Fund (231) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Other Financing Uses $2,860,000 Total Expenditures $0 $0 $2,860,000 $0 $0 Capital Improvement Fund (301) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Purchased Professional & Technical Services $4,305 $73,563 $422,000 Total Expenditures $4,305 $73,563 $422,000 $0 $0 ---PAGE BREAK--- 76 Redevelopment Agency (801) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Personnel Services $176,309 Purchased Professional & Technical Services 7,818 Purchased Property Services Other Purchased Services Supplies Financing Costs 507,493 Other Financing Uses 2,070,500 Total Expenditures $2,762,120 $0 $0 $0 $0 Redevelopment LMI Housing Fund (802) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Personnel Services $43,744 Purchased Professional & Technical Services 2,908 Purchased Property Services 15,070 Other Purchased Services 512 Supplies 314 Financing Costs Other Financing Uses 4,369,595 Total Expenditures $4,432,142 $0 $0 $0 $0 Redevelopment 1997/1998 TAB Debt Service Fund (804) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Purchased Professional & Technical Services Financing Costs $773,485 Other Financing Uses 29,705 Total Expenditures $803,190 $0 $0 $0 $0 Redevelopment 2004 TAB Debt Service Fund (814) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Financing Costs $1,137,545 Other Financing Uses $1 Total Expenditures $1,137,546 $0 $0 $0 $0 Community Development Department Revenues All Funds FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Property & Other Taxes $2,711,196 $205 $4,900 $1,000 $1,000 Licenses & Permits 518,276 516,703 606,000 531,000 593,000 Use of Money & Property 83,511 149 Intergovernmental Revenues 166 31,093 3,079,498 141,998 35,000 Charges for Services 500,860 866,740 951,984 755,550 803,250 Other Revenue 40 3,019 41,000 137,284 306,000 Other Financing Sources 4,383,108 598,957 35,000 Total Revenues $8,197,157 $1,417,909 $5,282,339 $1,601,832 $1,738,250 General Fund (101) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Property & Other Taxes $414 $205 $4,900 $1,000 $1,000 Licenses & Permits 518,276 516,703 606,000 531,000 593,000 Intergovernmental Revenues 166 31,093 28,000 15,500 35,000 Charges for Services 500,860 866,740 951,984 755,550 803,250 Other Revenue 40 2,019 41,000 62,000 56,000 Other Financing Sources 35,000 Total Revenues $1,019,755 $1,416,760 $1,631,884 $1,400,050 $1,488,250 ---PAGE BREAK--- 77 Federal, State & Local Grants (221) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Intergovernmental Revenues $191,498 $126,498 Other Financing Sources 598,957 Total Revenues $0 $0 $790,455 $126,498 $0 City LMI Housing Fund (232) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Property & Other Taxes Use of Money & Property $306 $149 Other Revenue 0 1,000 $75,284 $250,000 Total Revenues $306 $1,149 $0 $75,284 $250,000 City HousingTrust Fund (231) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Intergovernmental Revenues $2,860,000 Total Revenues $0 $0 $2,860,000 $0 $0 Redevelopment Agency (801) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Property & Other Taxes $2,168,626 Use of Money & Property 83,202 Other Financing Sources 1,820,000 Total Revenues $4,071,828 $0 $0 $0 $0 Redevelopment LMI Housing Fund (802) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Property & Other Taxes $542,157 Other Financing Sources 2,130,000 Total Revenues $2,672,157 $0 $0 $0 $0 Redevelopment 1997/1998 TAB Debt Service Fund (804) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Use of Money & Property $2 Other Financing Sources 107,417 Total Revenues $107,419 $0 $0 $0 $0 Redevelopment 2004 TAB Debt Service Fund (814) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Use of Money & Property $2 Other Financing Sources 325,691 Total Revenues $325,692 $0 $0 $0 $0 ---PAGE BREAK--- 78 PLANNING AND BUILDING DIVISION The Planning and Building Division’s mission is to promote safety and livability through efficient and collaborative application of building and development codes. The Planning section guides all interested stakeholders through the phases of the development review process. From home additions and remodels to new multi-family, mixed-use structures, planning staff guides project applicants through the planning entitlement process. The framework for these processes are found in the policy documents and the municipal code sections that implement community goals and protect and enhance community resources while considering new development. They also lead the city efforts in the compliance of California Environmental Quality Act. The Building section provides plan review and inspection services as well as educational outreach to businesses and property owners wishing to improve their property. From kitchen remodels to new multistory construction, staff oversees the construction of our built environment. They meet with community members at the counter and in the field to assure their improvements comply with existing fire and building code. They identify work being done without permit and resolve unsafe construction. They are the stewards of life safety, earthquake safety, accessibility, energy efficiency, and code enforcement throughout the city. Responsibilities of the Planning and Building Division include: • Provide a clear process for the review of new development projects • Implement and enforce all local and state regulations pertaining to development for new construction, additions to and changes of use for existing buildings • Coordinate Citywide staff review (Engineering, Police, Fire, Environmental Services) of all development proposals as early as possible to give integrated information to project proponents • Serve as staff to the Planning Commission and Design Review Board • Review Planning and Building policies, procedures, fees, and codes; recommend and update same to provide highest standards and compliance with State and Regional laws and City Council policies, goals and objectives • Lead and coordinate the development and implementation of the City’s General Plan and Housing Element and other comprehensive planning efforts • Manage citywide Residential Rental Housing Inspection program • Serve as Zoning and CEQA Administrator for the City and ensure all departments are compliant with local and state laws • Perform and coordinate Code Enforcement activities ---PAGE BREAK--- 79 FY 2013-14 ACCOMPLISHMENTS Processed entitlements, including Environmental Impact Report, for the Eden Senior Housing project Performed Plan Check, issued Building permits and provided construction inspection for the Ohlone Gardens affordable housing project Provided major projects coordination for processing of Creekside Walk 120-unit residential project building permit submittal, including coordination and implementation of the complex conditions of approval. Permit conditions include contributions to affordable housing and public safety, creek daylighting, offsite circulation improvements. Completed and released for review the San Pablo Avenue Specific Plan, Complete Streets Plan and Programmatic Environmental Impact Report in coordination with Public Works Coordinated adoption and customized new Building Code Developed written standard conditions to minimize offsite impacts during construction of new complex projects Coordinated the on-going rental inspection program, which inspected 500 rental units this year to assure safe and sanitary conditions of rental housing units Initiated 2014-2022 update to the Housing Element of the General Plan Service Indicators Chart 4-2 and Table 4-3 depict the workload statistics of the Planning and Building Division for the last four fiscal years. The number of applications that require more complex review, including Planning Commission or Design Review Board review, have increased this year. Items including administrative design review, Residential Accessory Design Review (RAD), appeals of Planning Commission or Design Review decisions, and over-the-counter permits such as Home Occupations and Fence Clearances are also showing increases in activity. The overall number of building permits has continued to rise every year. This fiscal year includes many permits for small projects. Also included in this fiscal year’s revenue projections are the 57-unit Ohlone Gardens affordable housing project and five new single family dwellings. Chart 4-2 Planning Permits by Fiscal Year 0 10 20 30 40 50 60 70 80 10-11 11-12 12-13 13-14 ---PAGE BREAK--- 80 Table 4-3 Permit Issuances and Construction Value Fiscal Year Total Permits Issued Total Const. Valuation 2010-2011 1,249 $21,731,299 2011-2012 1,572 $22,[PHONE REDACTED]-2013 1,625 $18,[PHONE REDACTED]-2014* 1,391 $32,025,543* * Total as of May 2014 Chart 4-4 Building Permit Total Construction Valuation Chart 4-5 Building Permits Issued by Fiscal Year $21,731,299 $22,878,198 $18,976,782 $32,025,543 $0 $5,000,000 $10,000,000 $15,000,000 $20,000,000 $25,000,000 $30,000,000 $35,000,000 10-11 11-12 12-13 13-14 1249 1572 1625 1391 0 200 400 [PHONE REDACTED] 1200 1400 1600 1800 10-11 11-12 12-13 13-14 ---PAGE BREAK--- 81 Chart 4-6 Annual Inspections Table 4-4 Inspection Activity Fiscal Year Average Inspections Annual Inspections 2010-2011 515 6,189 2011-2012 555 6,662 2012-2013 744 9,292 2013-2014* 644 7,735 *Total as of May 2014 COMMUNITY SUSTAINABILITY DIVISION The Community Sustainability Division plays a leadership role in promoting the long-term economic and environmental well-being of the City, developing and implementing programs and projects that deepen the City’s identity as an environmentally-focused and economically-vibrant and inclusive community. The Division accomplishes its mission through developing, supporting and managing a broad array of activities related to economic development, housing, advanced planning, and environmental sustainability including: • Develops and implements programs and policies that seek to foster a strong, diverse, equitable and sustainable economic base that provides employment and business opportunities, supports businesses and increases tax revenues • Strengthens relationships with public and private partners, residents, businesses, schools, and community groups • Develops and implements policies and programs to conserve and improve El Cerrito’s existing housing supply and encourage the development of a range of housing types to meet the needs of our diverse population • Develops, implements and monitors the City’s sustainability initiatives and policies, including the Climate Action Plan • Provides public engagement, educational opportunities and innovative programs to involve the public in creating a connected, sustainable and economically vibrant community 6189 6662 9292 7,735 0 1000 2000 3000 4000 5000 6000 7000 8000 9000 10000 10-11 11-12 12-13 14-15 ---PAGE BREAK--- 82 • Seeks funding and partnerships to develop and build place-making and community improvements • Provides lead staff, project management and community involvement for special projects and planning efforts • Provides staff to the Environmental Quality Committee and Economic Development Committee • Coordinates interdepartmentally on community development and sustainability projects • Actively participates in regional and state working groups to promote and support legislation and funding opportunities to realize Council goals FY 2013-14 ACCOMPLISHMENTS Developed an Exclusive Negotiating Rights Agreement (ENRA), first Amendment to the ENRA and a Term Sheet for the purchase and development of Transit-Oriented Development on the MSC-owned Mayfair Block and initiated project planning Managed and completed construction of five municipal solar projects, installed the City’s first public Electric Vehicle Charging Station at City Hall, and managed the Ohlone Greenway Natural Area and Rain Garden Project Provided major project coordination and negotiated final terms of City’s housing loan to the Ohlone Gardens, a new affordable mixed-use development which broke ground in April and successfully entitled and executed a Disposition Development and Loan Agreement for Eden Senior Housing Project at 10848-10860 San Pablo Avenue Initiated development of the grant-funded Citywide Urban Greening Plan, including administration of the $239,498 Proposition 84 Planning Grant and oversaw the development of the Active Transportation plan in coordination with Public Works Secured outside grant funds to further City place making and mode shift efforts, including $100,000 in Safe Routes to Transit funding to further design the San Pablo Avenue Complete Streets Project and $3.4 million in One Bay Area Grant (OBAG) funding to design and construct the Ohlone Greenway Station Access, Safety and Placemaking Improvement projects in coordination with Public Works Oversaw execution of a Purchase and Sale Agreement with the Trust for Public Land to purchase 8.08 acres of Hillside Natural Area property and secured $251,525 in Land Water Conservation Funding for the acquisition Submitted grant applications to further advanced planning and economic development efforts. Awarded $302,500 to complete a Del Norte Area Precise Plan from the Metropolitan Transportation Commission Oversaw the reorganization of the Economic Development Board into the Economic Development Committee and the update of the 2007 Economic Development Action Plan In partnership with regional partners (ABAG, PG&E, and EBMUD), hosted a Green Home Workshop Series to educate residents on best practices in home energy efficiency, water conservation and re-use, and solar energy systems ---PAGE BREAK--- 83 Service Indicators In its work to promote the long-term economic and environmental well-being of El Cerrito, the Community Sustainability Division tracks various indicators related to economic development, community engagement, and environmental sustainability. Environmental Sustainability The Community Sustainability Division is the lead in implementing the El Cerrito Climate Action Plan (CAP), adopted May 2013. This year the Division began work on monitoring progress towards achieving the City’s CAP goal of reducing greenhouse gas (GHG) emissions by 15% below 2005 levels by 2020. GHG emissions, as measured using pounds of equivalent carbon dioxide (CO2e), are a good indicator of environmental impact, as CO2e measures resource use and efficiency across key economic sectors. Chart 4-7 compares total annual GHG emissions by source of emissions for the years 2005 and 2011, indicating that El Cerrito’s community emissions are down 9% from 2005, well on target to meet the 2020 goal of 15% reductions. All sources of emissions, except natural gas use in both the commercial and residential sectors, declined significantly. The largest reductions in GHGs came from less waste going to the landfill, lower vehicle miles traveled coupled with the increased efficiency of the cars in California, and commercial electrical use. The recession may have played a role in these declines; further monitoring of emissions in rebound years will help determine the extent of the recession’s effect on GHG emissions. Chart 4-7 Community Greenhouse Gas Reductions 2005-2011 - 10,000 20,000 30,000 40,000 50,000 60,000 70,000 80,000 Tons CO2e 2005 2011 ---PAGE BREAK--- 84 Community Engagement Educational workshops, community input opportunities, and public information are key to the City meeting its economic and environmental stewardship goals, as well as to helping El Cerrito strengthen its relationships with public and private partners, residents, businesses, schools, and community groups. TheDepartment liaisons with four City boards, commissions, and/or committees. It alsoorganizes numerous workshops to gather community input and to provide community members with special educational opportunities. The chart below shows a summary of community engagement activities (not including Design Review Board, Economic Development Committee, Planning Commission or Environmental Quality meetings) in FY 2013-14. The Division tracks number of activities and participation each year to gauge staff resources and to track Division efforts to increase participation and community involvement over time. Table 4-5 Community Engagement Statistics Community Input Meetings # of Meetings Participants Urban Greening Plan Task Force 2 9 Urban Greening Survey 822 4-Plan Community Workshops 2 91 Eden Senior Housing Community Workshop 1 20 Active Transportation Plan Bicycle Tour 1 10 Active Transportation Plan Walking Tour 1 13 Educational Workshops Workshops/Events # of Events Participants Entrepreneur Training Series 1 8 ADA Compliance Workshop 1 14 EQC Eco-Film Series 2 212 Green Home Workshop Series 2 140 Totals Meetings/Events Participants 1339 ---PAGE BREAK--- 85 SECTION 5: FINANCE DEPARTMENT The mission of the Finance Department is to support the financial and fiscal sustainability of the City, its agencies and corporations; and to ensure their activities are performed, recorded and presented in compliance with professional and ethical standards. DEPARTMENT OVERVIEW The Finance Department administers the financial affairs of the City, with particular focus on the following functions and activities: Budget and Treasury • Compiles data and statistics, and develops financial analysis and revenue forecasts • Leads the City’s budgeting and financial planning activities • Manages cash flow, investments and the issuance and maintenance of outstanding debt • Ensures that the City’s various assessments and taxes are appropriately placed on the County’s property tax bill • Manages the annual update of the City’s Master Fee Schedule • Records and accounts for all receipts and disbursements of cash in all City bank accounts • Administers fiscal controls and policies • Compiles and produces external documents, e.g. the Annual Budget, the Annual Capital Improvement Budget, and the Annual Financial Report Accounting • Manages general accounting, payroll preparation and reporting, accounts payable and receivable functions, financial analysis, special grants and funds accounting • Administers and controls the City's on-line financial management information systems • Administers internal and external financial information reporting • Prepares periodic and annual comprehensive financial reports for the City, its agencies and corporations, and the annual State Controller Reports • Responsible for the internal control auditing functions of the City, its agencies and corporations Municipal Services • Administers the Business License Program • Responds to requests for financial information from state and local agencies and provides general customer service support • Manages, and assists departments that manage, the purchase, lease, or disposition and development of real property assets of the City, its agencies and corporations to maximize both ongoing and one-time revenue • Provides staff support to the City’s Financial Advisory Board (FAB) ---PAGE BREAK--- 86 • Administers the El Cerrito Redevelopment Agency Successor Agency, providing staff support to its governing board and its Oversight Board, managing its Recognized Obligation Payment Schedule process, and implementing its Long-Range Property Management Plan • Serves as the fiduciary agent for the El Cerrito Municipal Services Corporation, including revenue collection; disbursements for its projects, programs, and grant making; property management; and performance of its obligations under the Cooperation Agreement with the former Redevelopment Agency and performance deeds of trust on properties acquired from the former Redevelopment Agency • Manages special projects such as tax elections, SB90 reimbursements, legislative review, sales tax audits, and internal control/agreed upon procedures audits, and cost allocation and fee studies Organizational Structure The Finance Department’s organizational structure is shown on Chart 5-1: Position Listing Table 5-1 shows the position listing for the Department. Table 5-1 Finance Department Position Listing FINANCE DEPARTMENT FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 Account Clerk Technician 3 3 3 3 3 Finance Director/City Treasurer (formerly Admininstrative Services Director) 1 1 1 1 1 Finance Manager 1 1 1 1 1 Manager Successor Agency/Special Projects 1 1 1 1 1 FINANCE DEPARTMENT TOTAL 6 6 6 6 6 FY 2013-14 ACCOMPLISHMENTS Implemented long term financial forecasts for special revenue funds Implemented reporting module in financial system Increased department access to budget information in financial system Implementation payroll time entry in the Police Department More efficient process for handling recurring payments for Retiree Medical benefits More efficient business license renewal process by using mail service to send out renewal notices and offering online payments Finance Director/ City Treasurer Finance Manager Accounting & Budget Account Clerk Technician Payroll Processing Account Clerk Technician Revenue Collection Account Clerk Technician Accounts Payable Manager Successor Agency & Special Projects ---PAGE BREAK--- 87 Table 5-2 shows the services performed by the Finance Department as aligned to the Strategic Plan. Table 5-2 Finance Strategic Plan Alignment Program or Service Strategic Plan Goal Activity Required By: Duration Implement quarterly financial monitoring, reporting, analysis, and projections, in coordination with departments, to ensure adequate resources and reserves Financial Sustainability City Ongoing Review purchasing policies, systems and procedures to identify opportunities for improvements and efficiencies Exemplary Services City Ongoing Regularly train City staff on financial, purchasing and contracting procedures and processes Exemplary Services City Ongoing Improve internal controls through cross-training of staff, monitoring of processes and resources, following appropriate accounting procedures, and implementing process improvements where needed Financial Sustainability City Ongoing Improve customer services levels through staff training, process changes, and collaboration with other departments Exemplary Services City Ongoing Implement online payment solutions Exemplary Services No Ongoing Manage cash flow to ensure adequate current resources Financial Sustainability City Ongoing Continue the administration of the El Cerrito Redevelopment Agency Successor Agency, and staffing of its Oversight Board, to ensure the prompt payment of its Enforceable Obligations Financial Sustainability State Ongoing ---PAGE BREAK--- 88 FINANCE DEPARTMENT BUDGET SUMMARY Finance Department Expenditures All Funds FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Personnel Services $632,896 $598,052 $710,332 $600,189 $624,484 Purchased Professional & Technical Services 232,944 263,755 238,200 168,500 212,500 Other Purchased Services 14,717 10,474 20,900 15,800 20,900 Supplies 9,980 9,024 10,000 10,000 10,000 Property & Capital 18,993 1,319 1,000 1,000 1,000 Financing Costs 3,423,534 4,855,132 2,486,449 1,977,897 1,980,225 Other Financing Uses 3,103,323 3,237,351 4,097,735 1,861,588 1,861,401 Total Expenditures $7,436,388 $8,975,108 $7,564,616 $4,634,974 $4,710,510 General Fund (101) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Personnel Services $632,621 $598,022 $710,332 $600,189 $624,484 Purchased Professional & Technical Services 195,446 194,407 211,000 141,000 185,000 Other Purchased Services 14,717 10,474 20,900 15,800 20,900 Supplies 9,980 9,024 10,000 10,000 10,000 Property & Capital 17,006 1,319 1,000 1,000 1,000 Financing Costs 53,835 116,423 166,473 168,921 171,436 Other Financing Uses 739,137 707,784 1,307,765 707,744 708,222 Total Expenditures $1,662,743 $1,637,452 $2,427,470 $1,644,654 $1,721,042 Gas Tax Fund (201) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Property & Capital $1,987 Other Financing Uses $395,000 $537,000 $545,000 Total Expenditures $396,987 $537,000 $545,000 $0 $0 Measure J-Return to Sourc Fund (204) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Other Financing Uses $249,000 $305,000 $309,000 $0 $0 Total Expenditures $249,000 $305,000 $309,000 $0 $0 Storm Drain Fund (205) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Other Financing Uses $617,550 $406,000 $786,000 $0 $0 Total Expenditures $617,550 $406,000 $786,000 $0 $0 Measure A Parcel Tax Fund (206) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Purchased Professional & Technical Services $14,088 $11,390 $15,000 $15,000 $15,000 Other Financing Uses 365,053 359,513 409,970 420,436 418,951 Total Expenditures $379,141 $370,903 $424,970 $435,436 $433,951 Street Improvement Fund (211) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Purchased Professional & Technical Services $3,000 $3,000 Other Financing Uses $737,583 $736,722 $740,000 $733,408 $734,228 Total Expenditures $737,583 $736,722 $740,000 $736,408 $737,228 Federal, State & Local Grants Fund (221) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed ---PAGE BREAK--- 89 Personnel Services $275 $31 Total Expenditures $275 $31 $0 $0 $0 Storm Drain Debt Service Fund (401) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Purchased Professional & Technical Services $16,780 $2,280 $2,700 Financing Costs 1,528,638 518,406 518,830 Total Expenditures $1,545,418 $520,686 $521,530 $0 $0 Pension Fund (701) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Purchased Professional & Technical Services $823 $1,455 $1,500 $1,500 $1,500 Financing Costs 140,947 110,802 111,000 112,476 112,476 Total Expenditures $141,769 $112,257 $112,500 $113,976 $113,976 Finance Authority Debt Service Fund (834) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Purchased Professional & Technical Services $2,148 $52,063 $6,000 $6,000 $6,000 Financing Costs 365,055 2,771,417 359,058 363,324 361,839 Other Financing Uses 185,333 Total Expenditures $367,203 $3,008,812 $365,058 $369,324 $367,839 City Hall Debt Service Fund (835) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Purchased Professional & Technical Services $2,580 $1,080 $1,000 $1,000 $1,000 Financing Costs 597,408 599,008 595,308 596,768 597,246 Total Expenditures $599,988 $600,088 $596,308 $597,768 $598,246 Street Improvement Bond Debt Service Fund (836) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Purchased Professional & Technical Services $1,080 $1,080 $1,000 $1,000 $1,000 Financing Costs 737,653 739,078 735,780 736,408 737,228 Total Expenditures $738,733 $740,158 $736,780 $737,408 $738,228 Finance Department Revenues General Fund (101) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Charges for Services $69,552 $70,047 $75,000 $75,000 $79,000 Other Revenue 25,000 25,000 25,000 Total Revenues $69,552 $70,047 $100,000 $100,000 $104,000 ---PAGE BREAK--- 90 ---PAGE BREAK--- 91 SECTION 6: FIRE DEPARTMENT The Fire Department’s mission is to enhance community safety by reducing loss of life and property and safeguarding the environment by effectively responding to fire, rescue, and medical emergencies, hazardous material incidents, and major disasters. The Department achieves this mission by helping the community reduce the frequency and severity of these emergencies by providing public education programs; reducing threats to public safety by enforcing laws, codes, and ordinances covering fire and life safety; abating identified fire hazards on City, private, and other agencies’ property; and maintaining personnel, apparatus, equipment, and facilities in a constantly ready condition. DEPARTMENT OVERVIEW The Fire Department’s primary responsibility is to keep the residents of El Cerrito and Kensington as safe as possible by developing, providing, and maintaining cost effective fire prevention, fire suppression, and advanced emergency services. The Department operates three fire stations: Station 71 on San Pablo Avenue, Station 72 on Arlington Boulevard, and Station 65 in Kensington. The City contracts with the Kensington Fire Protection District to provide the full range of fire services to the residents of Kensington. This contract increases the level of service offered to both communities. The Department receives payment from the Kensington Fire Protection District for these services. The amount of the contract is proportionately related to the budgeted costs for the Department each fiscal year. Services to the Kensington Fire Protection District represent approximately 30% of the Department’s expenditures. The Department is able to provide a timely and appropriate level of response through automatic aid response agreements with the City of Richmond Fire Department, the Contra Costa County Fire Protection District and the City of Albany Fire Department. These active partnerships utilize the combined resources of all four agencies to serve the area irrespective of jurisdictional lines. Department personnel also assist when requested through the use of the State’s Master Mutual Aid Program and can be sent all over the western states to assist others in need. In addition, the Department staffs one State Office of Emergency Services (OES) engine that can be called upon to respond throughout the State for major emergencies or disasters. All of the aforementioned departments participate in the cost sharing of dispatch and training services. Meeting common staffing, training, apparatus, and performance standards ensures reciprocity of services. Prevention and preparedness are key priorities for the Fire Department. The Department is responsible for the City’s Emergency Operations Center (EOC) and development of the City’s Emergency Operations plan in the event of a major disaster that affects El Cerrito and Kensington. Additionally, the Department runs the very successful Community Emergency Response Teams (CERT) program that trains citizens to be self sufficient in the event of an emergency. The Department also conducts outreach and educational opportunities to residents, ---PAGE BREAK--- 92 businesses, and schools in order to inform the public about fire prevention and emergency preparedness techniques. Organizational Structure The Fire Department’s resources are organized into four divisions: Fire Prevention, Training/EMS, Operations and Support Services. Fire Administration provides management oversight to these four divisions. Fire Prevention Division The Department utilizes a line Battalion Chief as Fire Marshal to oversee the Fire Prevention Division. The full fire prevention program includes development, interpretation, and enforcement of codes; review of construction plans; testing of fire protection systems; abatement of identified hazards; and educational programs for the public. A key component of this fire prevention is vegetation management on City, private, and public lands to minimize the effects of a wildland/urban interface fire and resulting structural conflagration. A Fire Prevention Officer provides code enforcement, specialized inspections, and coordination of the Department’s line and staff prevention duties. Training/EMS Division A significant portion of the Fire Department’s resources are dedicated to the task of maintaining departmental resources in a ready state. A department Battalion Chief serves as the company Training Officer and EMS Director. All personnel must maintain a high skill level for a diverse range of responsibilities. Many of these skill levels must be tested and certified annually. Training is both a daily priority and a program vital to providing reliable emergency services. Complex equipment and apparatus require continual testing and training. The Training Officer also supervises and manages the Emergency Medical Programs which encompass the training and operations of the Department’s EMTs and Paramedics. The neighborhood disaster preparedness component of the Department’s public education program, known as the CERT Program (Community Emergency Response Team), is also managed under this Division. Operations Division Emergency Operations of the Fire Department include controlling and extinguishing fires, intervention in medical emergencies that threaten life and health, and protection of life, the environment, and property from the effects of storm, flood, earthquake, disaster, hazardous chemical releases, and other emergency events. This division assists the Training/EMS Division in identifying and prioritizing the necessary training to provide safe and efficient delivery of service. A line Battalion Chief also manages this division. Support Services Division The Support Services Division is tasked with ensuring that Department facilities, apparatus, and equipment are maintained in a constant state of readiness that includes annual testing, maintenance, and purchasing. This Division is also in charge of the comprehensive administrative reporting system and the Department’s staff level work assignments. ---PAGE BREAK--- 93 Chart 6-1 provides an organizational overview of the Fire Department: Chart 6-1 Fire Department Organization Chart Table 6-1 shows the adopted personnel authorization for the Department. In FY 2014-15 and 2015-16, the overall staffing level will remain the same. This staffing model is designed to assign two paramedic assignments on each responding engine to provide advanced life support services during emergency medical responses. Table 6-1 Fire Department Position Listing FIRE DEPARTMENT FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 Battalion Chief 3 3 3 3 3 Battalion Chief/Training Officer 1 1 1 1 1 Fire Captain 6 6 4 4 4 Fire Captain/Paramedic 3 3 5 5 5 Fire Captain/Paramedic/FPO 1 1 1 1 1 Fire Chief 1 1 1 1 1 Fire Engineer 2 2 4 4 4 Fire Engineer/Paramedic 10 10 8 8 8 Fire Secretary 1 1 1 1 1 Firefighter 4 4 5 5 5 Firefighter/Paramedic 5 5 4 4 4 FIRE DEPARTMENT TOTAL 37 37 37 37 37 Fire Chief A Shift Battalion Chief Fire Marshal 71 Captain Paramedic Engineer Firefighter Paramedic Firefighter 72 Captain Engineer Firefighter Paramedic 65 Captain Engineer Paramedic Firefighter Paramedic Fire Prevention Officer Paramedic B Shift Batallion Chief Support Services 71 Captain Engineer Paramedic Engineer Paramedic Firefighter 72 Captain Paramedic Engineer Paramedic Firefighter 65 Captain Paramedic Engineer Paramedic Firefighter Paramedic C Shift Battalion Chief Operations 71 Captain Engineer Paramedic Firefighter Paramedic Firefighter 72 Captain Paramedic Engineer Firefighter Paramedic 65 Captain Paramedic Engineer Firefighter Fire Secretary Battalion Chief/ Training EMS ---PAGE BREAK--- 94 FY 2013-14 ACCOMPLISHMENTS Received a Department of Homeland Security Assistant to Firefighter Grant in the amount of $856,406 for the purchase of a replacement Aerial Ladder Truck Received a Department of Homeland Security Assistant to Firefighter Grant in the amount of $65,338 for the purchase of Automatic Cardiac Compression Devices Received a State Homeland Security Grant for $79,928 for the purchase of Air Bags and Rescue Strut Supports Completed an Insurance Service Office Inc. evaluation of the Fire Department Adopted the 2013 Fire Code with local modifications Chaired the Hills Emergency Forum and continued to strengthen the relationships with Diablo Fire Safe Council and East Bay Regional Parks District Strategic Plan Alignment Table 6-2 shows the services performed by the Fire Department as aligned to the Strategic Plan. Table 6-2 Fire Department Strategic Plan Alignment Program or Service Strategic Plan Goal Activity Required By: Duration Disaster Preparedness - CERT Program Public Health & Safety City Ongoing Disaster Preparedness - Emergency Plan Review and Exercise Public Health & Safety Federal Ongoing Emergency Response - All Risk and EMS Response Public Health & Safety City Ongoing Emergency Response - Automatic Aid Agreements Public Health & Safety City Ongoing Fire Prevention - Code Development and Enforcement; Construction Plan Check & Inspection; Fire inspections Public Health & Safety State Ongoing Fire Prevention - Vegetation Management Program Public Health & Safety State Ongoing Fire/EMS Training - Staff Development Public Health & Safety State Ongoing Operations - Continued Evaluation and Adjustment of Programs to Maximize Organizational Effectiveness Public Health & Safety No Ongoing Support Service - Facility and Equipment Maintenance Public Health & Safety State Ongoing Support Service - Grant Writing & Management Financial Sustainability No Ongoing Support Service - Apparatus and Equipment Maintenance Public Health & Safety State Ongoing Support Service - Wellness/Fitness Program Exemplary Services No Ongoing Public education: tours, school/comm. Presentations, Tri- City Safety Day, other events Public Health & Safety No Ongoing Administer Contract to provide fire service to Kensington B City Ongoing ---PAGE BREAK--- 95 Service Indicators Based on a review of Department activities for prior fiscal years, the workload has remained relatively stable. The Department will be able to meet the anticipated workload for FY 2014-15 and FY 2015-16 with current staffing levels as shown in the Adopted budget. Table 6-2 lists six response types, depicted graphically in Chart 6-3: • Fire: Structure fire, fire in mobile property, wildland fire • Emergency Medical Service/Rescue: Rescue, medical assistance, vehicle accident • Hazardous Condition: Toxic condition, electrical arcing, flammable gas or liquid condition • Service Call: Person(s) in distress, water problem, odor problem, unauthorized burning • Good Intent: Hazardous material investigation/no hazard found, EMS call/ patient self transported • False Calls: Unintentional alarm, system malfunction, malicious, bomb scare; no hazard Table 6-3 Emergency Response Workload Response Type 2009 2010 2011 2012 2013 Fires 110 103 113 112 113 EMS/Rescues 1624 1536 1529 1537 1572 Hazardous Conditions 72 64 69 69 56 Service Calls 264 255 256 251 292 Good Intent 605 663 693 835 736 False Calls 148 143 160 172 187 Chart 6-2 Emergency Response Workload 0 100 200 300 400 500 600 700 [PHONE REDACTED] 1100 1200 1300 1400 1500 1600 1700 1800 Fires EMS/Rescues Hazardous Conditions Service calls Good Intents False Calls 2009 2010 2011 2012 2013 ---PAGE BREAK--- 96 Table 6-4 shows that the Department responds to nearly 3,000 calls per year. Fire loss over this five- year period averages $474,530 per year. However, fire loss averages remain very low compared to cities with similar demographics. In 2011, the Fire Department showed a slight increase in fire loss due to a pair of unintentionally caused structure fires for a combined fire loss of $850,000. The Department anticipates that requests for service will remain flat over the next calendar year. Table 6-4 Total Responses, by Year Year Number Dollar Loss 2009 2,823 $367,250 2010 2,764 561,445 2011 2,822 883,950 2012 2,973 428,250 2013 2,956 131,755 Average 2,867 $474,530 Tables 6-5 through 6-8 illustrate the Department’s commitment to continued training and education and public outreach: Table 6-5 Training Hours Type 2009 2010 2011 2012 2013 Medical – EMS 950 887 782 760 690 Operations 13,785 13,882 12,907 12,172 12,510 Physical Fitness 1,285 1,349 1,[PHONE REDACTED] Online 967 815 [PHONE REDACTED] Total 16,987 16,933 15,642 14,737 15,247 Table 6-6 Fire Prevention Activities Inspection Type 2009 2010 2011 2012 2013 Fire Inspections ( Fire Company) 488 440 495 471 602 Mandatory ( Schools/Jails/Convalescents) 18 18 23 23 20 Self-Inspection 202 217 252 254 149 Construction Plan Checks 92 70 59 64 48 Construction Inspections 80 63 232 200 53 Vegetation Management Inspections 12,059 15,351 14,270 14,270 14,270 Vegetation Management Re-inspections 100 237 329 283 113 Total 13,039 16,396 15,660 15,565 15,255 Table 6-7 Current Certifications Held Type 2009 2010 2011 2012 2013 Chief Officer 1 1 1 1 1 Fire Officer 20 22 22 21 21 Firefighter II 34 34 34 33 31 Firefighter I 34 34 34 33 33 Driver Operator I 32 32 34 31 31 CERT Instructors 9 9 10 8 8 Rescue Systems I 25 25 26 27 26 Rescue Systems II N/A N/A 7 10 10 EMT 16 16 16 12 15 Paramedic 18 18 18 18 18 Total 189 191 202 194 194 ---PAGE BREAK--- 97 Table 6-8 Public Education Contacts Contact Type 2009 2010 2011 2012 2013 Station Tours 245 331 150 177 245 Preschool Programs 407 516 477 493 430 Open Houses 400 35 201 147 400 School Age Programs K-4 373 456 830 606 350 School Age Programs 5-8 238 239 672 497 205 Senior Programs 27 58 25 63 29 First Aid/ CPR 59 230 140 169 60 Car Seats N/A N/A 56 49 70 Total 1,749 2,865 2,495 2,201 1,781 ---PAGE BREAK--- 98 FIRE DEPARTMENT BUDGET SUMMARY Fire Department Expenditures All Funds FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Personnel Services $7,412,529 $7,749,047 $7,617,213 $7,587,863 $7,837,254 Purchased Professional & Technical Services 28,512 30,618 11,500 21,500 21,500 Purchased Property Services 261,019 331,716 322,183 331,033 322,183 Other Purchased Services 84,975 75,864 81,000 73,000 81,000 Supplies 119,409 111,777 100,096 102,300 107,300 Property & Capital 336,137 36,152 1,088,604 25,000 65,000 Financing Costs 32,140 65,885 129,532 129,533 129,532 Other Financing Uses 2,706,596 2,641,765 70,642 Total Expenditures $10,981,318 $11,042,824 $9,420,770 $8,270,229 $8,563,769 General Fund (101) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Personnel Services $7,412,529 $7,749,047 $7,617,213 $7,587,863 $7,837,254 Purchased Professional & Technical Services 27,536 25,799 11,500 21,500 21,500 Purchased Property Services 261,019 331,716 322,183 331,033 322,183 Other Purchased Services 84,975 75,864 81,000 73,000 81,000 Supplies 119,409 111,777 100,096 102,300 107,300 Property & Capital 29,181 29,651 25,000 25,000 25,000 Financing Costs 450 1,000 1,000 1,000 Other Financing Uses 70,642 Total Expenditures $7,935,101 $8,323,854 $8,228,634 $8,141,696 $8,395,237 Grants Fund (221) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Property & Capital $306,956 $6,502 $1,023,604 Other Financing Uses 2,433,596 2,641,765 Total Expenditures $2,740,552 $2,648,267 $1,023,604 $0 $0 Equipment Replacement Fund (601) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Purchased Professional & Technical Services $975 $4,819 Property & Capital 40,000 40,000 Financing Costs 32,140 65,885 128,532 128,533 128,532 Other Financing Uses 273,000 Total Expenditures $306,115 $70,704 $168,532 $128,533 $168,532 Fire Department Revenues All Funds FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Intergovernmental Revenues $2,725,121 $2,754,851 $3,656,611 $2,677,644 $2,681,879 Charges for Services 74,771 88,870 50,000 75,000 85,000 Other Financing Sources 546,000 5,369 70,642 Total Revenues $3,345,892 $2,849,090 $3,777,253 $2,752,644 $2,766,879 General Fund (101) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Intergovernmental Revenues $2,496,321 $2,754,851 $2,703,649 $2,677,644 $2,681,879 Charges for Services 74,771 88,870 50,000 75,000 85,000 Total Revenues $2,571,092 $2,843,721 $2,753,649 $2,752,644 $2,766,879 Grants Fund (221) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Intergovernmental Revenues $228,800 $952,962 ---PAGE BREAK--- 99 Other Financing Sources 546,000 70,642 Total Revenues $774,800 $0 $1,023,604 $0 $0 Equipment Replacement Fund (601) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Other Financing Sources $5,369 Total Revenues $0 $5,369 $0 $0 $0 ---PAGE BREAK--- 100 ---PAGE BREAK--- 101 SECTION 7: POLICE DEPARTMENT The El Cerrito Police Department is committed to safety, service, and enhancing the public trust through professionalism and leadership. The Department’s vision is to continue to foster an environment of collaboration, honesty, and respect with each member of the community, the department, and allied agencies. The Department will represent the highest ideals of public service in carrying out our mission and living our values. The El Cerrito Police Department will be known for its commitment to steadfast compassionate service and vigorous crime fighting. DEPARTMENT OVERVIEW The Police Department provides a full range of services to the community through three Divisions: Administrative and Support Services, Field Operations, and Investigations/Special Operations. These Divisions work in concert to achieve the common mission of efficiently providing professional service delivery of the highest quality, which will form a sense of pride and satisfaction in all members of the community. The City partners with the State and other local agencies to provide services and support the Department in the most cost effective manner. Police dispatch and Records Management are provided through a contract with the Richmond Police Department, while Crime Lab, Animal Control Services, and other specialty services are contracted to Contra Costa County. The Department cooperates with other police agencies and the California Department of Justice to provide a Detective to the West Contra Costa County Narcotics Task Force. The department has an Officer assigned to the Richmond Police Department Crisis Response Team (CRT) as a specialty duty operator. The Police Department also contracts with the State of California for the California Identification System, which utilizes computer technology to evaluate fingerprint evidence to identify criminals. The City and the Department are also active members of the East Bay Public Safety Corridor Partnership. Overall Goals The overall goals of the Department are to enhance public safety by: • Creating a safer environment within the community by enforcing federal, state and local ordinances • Maintaining and increasing effective partnerships with regional law enforcement partners to enhance efficient service delivery • Reducing the occurrence of criminal activity through proactive responses to crime and utilizing social media, public education, and crime prevention • Cultivating and maintaining genuine partnerships with the community • Continuously assessing effective and efficient delivery of service ---PAGE BREAK--- 102 Organizational Structure The personnel of the Police Department are deployed into three Divisions. While each division has different assignments and individual goals, each division is responsible for striving to achieve the Departmental goals which center around increasing community safety. Administrative/Support Services Division Members of this Division are responsible for commanding and supervising personnel, constructing and maintaining budgets, processing of records, internal investigations, recruiting new personnel, training of department personnel and policy making. Field Operations Members of this Division are our front line uniformed personnel responsible for responding to calls for service, documentation, and preliminary investigation of incidents. Patrol Officers provide the first level of traffic safety as well as addressing community “quality of life” issues. Special Operations Members of this Division are responsible for responding to and examining major crime scenes, conducting criminal investigations, providing liaison services to community groups as well conducting proactive investigations into events or circumstances that could negatively impact the safety of the community. Chart 7-1 shows the organizational layout of the Department: Chart 7-1 Police Department Organization Chart Chief of Police Captain Lieutenant Field Operations Patrol Sergeant Patrol Corporal Patrol Officer (16) Police Ofc. K-9 CSO (2 PT) Lieutenant Special Operations / Investigations Detective Sergeant Detective Corporal Detective Traffic /Special Ops Sergeant Community Policing Team Explorers Reserve Officers Traffic Officer CSO (2 PT) VIPS SRO Officer Lieutenant Administrative/ Support Services Records Supervisor Senior Records Specialist Records Specialist Property Specialist Cadets Administrative Analyst ---PAGE BREAK--- 103 Position Listing The total authorized strength for the Police Department is 46 sworn Officers. Table 7-1 shows the current authorized strength of the Department. Not included are the Department’s part-time Cadets. Table 7-1 Police Department Position Listing POLICE DEPARTMENT FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 Crossing Guard 0.35 0.35 0 0 0 Community Services Officer 0 0 2.4 2.4 2.4 Parking Enforcement Representative 2.2 2.2 0 0 0 Police Captain 1 1 1 1 1 Police Chief 1 1 1 1 1 Police Corporal 4 4 4 4 4 Police Corporal - Detective 1 1 1 1 1 Administrative Analyst (formerly Executive Assistant) 1 1 1 1 1 Police Lieutenant 3 3 3 3 3 Police Officer 19 19 19 19 19 Police Officer - Detective 4 4 4 4 4 Police Officer - K9 1 1 1 1 1 Police Officer - SRO 3 3 3 3 3 Police Officer - Traffic 3 3 3 3 3 Police Records Specialist 4 4 4 4 4 Police Records Supervisor 1 1 1 1 1 Police Sergeant 4 4 4 4 4 Police Sergeant - Detective 1 1 1 1 1 Police Sergeant - Motor 1 1 1 1 1 Property and Evidence Specialist 1 1 1 1 1 Senior Police Records Specialist 1 1 1 1 1 POLICE DEPARTMENT TOTAL 56.55 56.55 56.4 56.4 56.4 Strategic Plan Alignment Table 7-2 shows the services performed by the Police Department as aligned to the Strategic Plan. Table 7-2 Police Department Strategic Plan Alignment Program or Service Strategic Plan Goal Activity Required By: Duration Conduct Patrol Operations and respond to calls for service of emergencies and non-emergencies Public Health & Safety State Ongoing Investigate reported crimes Public Health & Safety State Ongoing Conduct Proactive Traffic Enforcement for vehicle, bicycle, and pedestrian safety. Enforce parking laws. Public Health & Safety No Ongoing Contract with Allied Agencies for services such as Dispatch, Animal Control and Crime Lab services. Use regional approaches to increase readiness and reduce cost. Financial Sustainability No Ongoing Continue to promote the philosophy of Community Oriented Policing and Problem Solving Public Health & Safety No Ongoing Maintain & upgrade equipment and facilities for readiness and response Public Health & Safety No Ongoing Partner across department boundaries and use proven Crime Public Health No Ongoing ---PAGE BREAK--- 104 Prevention Through Environmental Design to reduce crime and victimization & Safety Continue to develop stand-alone readiness through K-9, SWAT, Hostage Negotiation Team, Crime Scene Investigations, and other specialty units. Public Health & Safety Ongoing Develop youth and future employees through the Cadet program, Explorers, and positive community interaction Exemplary Services No Ongoing Strengthen relationships through social media, Citizen Academy, VIPS, Explorer program, special events, Cops and Coffee Exemplary Services No Ongoing Examine an array of data-driven traffic and crime prevention strategies coupled with progressive and creative solutions to reduce crime, the fear of crime, and victimization Public Health & Safety No Ongoing Enhance the transparent dissemination of crime data, crime prevention strategies, community alerts, and marketing through the use of Social Media and commmunity solutions such as: Nixle, Twitter, NextDoor, ATACRaids, etc. Public Health & Safety No Ongoing Continue building relationships and enhancing safety at El Cerrito High School and Portola Middle School via the SRO program Sense of Place & Identity No Ongoing Train employees and maintain disaster readiness including training with Regional and State partners. Public Health & Safety Federal Ongoing Handle evidence and records according to the law and best practices Exemplary Services Federal Ongoing Service Indicators Chart 7-2 shows the total Calls for Service for the past five years. This measurement reflects all Computer Aided Dispatch (CAD) incidents which include calls for police response from the community into the Dispatch center and self-initiated activity by officers in the field. Chart 7-2 El Cerrito Police Dept. Total CAD Incidents / Calls for Service- Past 5 years 24551 25429 23295 23511 24647 12521 12705 10912 12032 12910 0 5000 10000 15000 20000 25000 30000 2009 2010 2011 2012 2013 Total CAD Incidents Calls for Service ---PAGE BREAK--- 105 Charts 7-3, 7-4, and 7-5 depict crime statistics for Part 1 and Part 2 crimes for calendar years 2009 to 2013. Chart 7-3 El Cerrito Police Department Priority One Offenses- Past 5 years CRIME 2009 2010 2011 2012 2013 Average PART ONE VIOLENT CRIMES Homicide 0 0 0 0 0 0 Rape 6 2 3 2 2 3 Robbery 78 75 60 79 63 71 Aggravated Assault 48 46 32 29 29 37 Part 1 (Person) Crimes Total 132 123 95 110 110 PART ONE PROPERTY CRIMES Burglary 215 206 231 243 281 235 Larceny 611 589 588 637 716 628 Motor Vehicle Theft 106 150 111 150 122 128 Part 1 (Property) Crimes Total 932 [PHONE REDACTED] 1,119 Crime total 1064 1068 1025 1140 1229 Chart 7-4 Violent Crimes 5-Year Trend Chart 7-5 Property Crime 5-Year Trend 132 123 95 110 110 0 20 40 60 80 100 [PHONE REDACTED] 2010 2011 2012 2013 (Homicide; Rape; Robbery; Aggravated Assault) 932 [PHONE REDACTED] 1119 0 200 400 [PHONE REDACTED] 1200 2009 2010 2011 2012 2013 (Burglary; Larceny-Theft; Motor Vehicle Theft) ---PAGE BREAK--- 106 POLICE DEPARTMENT BUDGET SUMMARY Police Department Expenditures All Funds FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Personnel Services $8,465,399 $8,484,046 $8,690,846 $8,871,376 $9,339,301 Purchased Professional & Technical Services 904,805 911,911 1,108,500 1,144,500 1,218,500 Purchased Property Services 158,400 177,750 157,352 139,100 156,952 Other Purchased Services 118,897 192,163 164,220 154,550 166,270 Supplies 230,238 240,866 213,350 240,700 231,150 Property & Capital 227,458 539,010 185,177 140,000 180,000 Financing Costs 1,219 1,218 Total Expenditures $10,106,417 $10,546,965 $10,519,445 $10,690,226 $11,292,173 General Fund (101) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Personnel Services $8,392,480 $8,325,044 $8,620,846 $8,801,376 $9,269,301 Purchased Professional & Technical Services 904,805 911,911 1,108,500 1,144,500 1,218,500 Purchased Property Services 150,940 171,606 146,352 128,100 145,952 Other Purchased Services 118,897 192,163 164,220 154,550 166,270 Supplies 202,720 229,081 201,350 198,700 189,150 Property & Capital 139,422 151,339 142,800 140,000 180,000 Financing Costs 1,219 1,218 Total Expenditures $9,910,485 $9,982,363 $10,384,068 $10,567,226 $11,169,173 Asset Seizure Fund (208) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Property & Capital $36,220 $12,377 Total Expenditures $36,220 $0 $12,377 $0 $0 Vehicle Abatement Fund (209) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Purchased Property Services $7,460 $6,144 $11,000 $11,000 $11,000 Property & Capital $51,816 $32,700 Total Expenditures $59,276 $38,844 $11,000 $11,000 $11,000 Grants Fund (221) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Personnel Services $72,919 $159,002 $70,000 Supplies 27,518 11,785 12,000 12,000 12,000 Property & Capital 354,971 30,000 Total Expenditures $100,437 $525,758 $112,000 $12,000 $12,000 C.O.P.S. Grant Fund (222) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Personnel Services $70,000 $70,000 Supplies 30,000 30,000 Total Expenditures $0 $0 $0 $100,000 $100,000 Police Department Revenues All Funds FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Fines & Forfeitures $199,754 $277,222 $290,000 $325,000 $325,000 Use of Money & Property 32,885 26,784 3,000 3,000 3,000 Intergovernmental Revenues 594,495 665,389 547,000 652,000 640,000 Charges for Services 125,385 121,757 129,000 120,000 120,000 ---PAGE BREAK--- 107 Other Financing Sources 900 985 Total Revenues $953,419 $1,092,137 $969,000 $1,100,000 $1,088,000 General Fund (101) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Fines & Forfeitures $199,754 $277,222 $290,000 $325,000 $325,000 Intergovernmental Revenues 435,890 470,834 515,000 520,000 520,000 Charges for Services 125,385 121,757 129,000 120,000 120,000 Other Financing Sources 900 985 Total Revenues $761,929 $870,798 $934,000 $965,000 $965,000 Asset Seizure Fund (208) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Use of Money & Property $32,564 $26,647 $2,000 $2,000 $2,000 Total Revenues $32,564 $26,647 $2,000 $2,000 $2,000 Vehicle Abatement Fund (209) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Use of Money & Property $321 $137 $1,000 $1,000 $1,000 Intergovernmental Revenues 46,986 25,988 20,000 20,000 20,000 Total Revenues $47,307 $26,125 $21,000 $21,000 $21,000 Grants Fund (221) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Intergovernmental Revenues $111,619 $168,567 $12,000 $12,000 Total Revenues $111,619 $168,567 $12,000 $12,000 $0 C.O.P.S. Grant Fund (222) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Intergovernmental Revenues $100,000 $100,000 Total Revenues $0 $0 $0 $100,000 $100,000 ---PAGE BREAK--- 108 POLICE ADMINISTRATIVE & SUPPORT SERVICES DIVISION The Administrative & Support Services Division plays an essential role in the management, training, risk reduction, and effectiveness for the Department. The mission of the Division is to manage, support, and develop programs by ensuring the services provided are consistent with the expectations of the community, are practiced under the standards established by the law enforcement profession and are completed in accordance with legislatively mandated and continual professional training. The Division is responsible for recruiting, testing, and hiring individuals with the character and work ethic to support the mission, vision, and values of the Police Department and strive to provide quality service to the community that we serve. Administrative and Support Services is also responsible for providing initial and ongoing training to all personnel to maintain a constant state of readiness. The Division ensures all personnel are prepared to encounter the complexity and diversity of issues in our community including violent street crime, cyber-crime, investigations, neighborhood nuisances, and major incident and disaster response. Support Services also ensures the aging public safety building is repaired and maintained in a functional capacity to handle the daily operational stresses and demands on a law enforcement agency. Those assigned to this Division ensure that training; inter-agency agreements and policies are aligned with contemporary practices and legal standards. Support Services includes the professional staff members comprising the Records Unit, who are responsible for the management, reporting, and dissemination of the vast number of records maintained by the Department and Property Unit. The Property and Evidence Unit is responsible for the legal, structured, and safe handling and storage of evidence and the property retained in the Department. FY 2013-14 ACCOMPLISHMENTS Used technology to facilitate information sharing and community connection including introduction of a stationary radar device to address citizen complaints about speed and traffic that produces graphs and narrows enforcement times to increase efficient deployment of officers; also more robustly used social media, primarily Twitter, Nixle, and the ECPD App Completed lobby remodel to increase building security and facilitate interaction with community members Focused training on staff instructor certification Implemented Community Service Officer (CSO) Program; selected, trained and deployed a new CSO Selected, trained and deployed an additional Police Canine Unit (Denzel) Created and implemented new Training Plan and Development Guide ---PAGE BREAK--- 109 POLICE FIELD OPERATIONS DIVISION The uniformed members of the Field Operations Division are the front line of the El Cerrito Police Department’s law enforcement effort. This division includes patrol officers, corporals, sergeants, and canine handlers. If a person calls the Police Department with a problem or a need for help, members of the Field Operations Division respond to help. These officers respond to emergencies, both large and small. Patrol officers are among the first to arrive at traffic collisions, medical crises, and crimes in progress. The canine (K-9) handler addresses problems using different means: Canine handlers rely on the enhanced senses of their canine partners for tracking and apprehension. K-9’s provide enhanced safety for their human counterparts in the department during searches of buildings and spaces where suspects hide which compromise the safety of police officers. The proposed new Community Services Officers (CSOs) will be non-sworn members who investigate crimes for which sworn officers are not needed. The CSOs will provide essential service to the community in reporting, minor investigations, crime scene processing, and parking enforcement. Members of the Field Operations Division serve as Field Training Officers (FTOs) for newly hired officers. In the El Cerrito Police Department we hire civilians who we sponsor through the Basic Police Academy, Basic Academy graduates, and Officers who laterally transfer from other police departments. Officers newly hired by the police department endure rigorous on the job training in the field. While in training, officers are closely monitored, evaluated, trained, and mentored by seasoned officers. Police corporals and sergeants act as supervisors for officers in this division. The budget for the Operations Division includes the costs of salaries as well as the expenses involved in maintaining a modern patrol force. Police cars must be maintained and replaced; ballistic vests and other safety gear must be replaced at regular intervals. Additionally, officers routinely train in the use of firearms, use of force, vehicle operations, and arrest techniques to maintain certifications and adhere to legislative mandates; many of which are not fully reimbursed by the State of California. FY 2013-14 ACCOMPLISHMENTS Reduced overall Part I crime through a variety of means despite staffing shortages, largely due to the use of data, analysis, flexible staffing models, and employees committed to the department mission Continued the cultural change to address quality of life issues through a collaborative approach throughout the patrol division through increased/enhanced community outreach, involvement of multiple departments to solve quality of life issues, and further use of the SARA model of problem oriented policing Continued to train entry level and lateral police officers to fill vacancies Decreased Driving Under the Influence collisions through vigorous enforcement of DUI laws Continued to provide services such as vacation home checks and security assessments ---PAGE BREAK--- 110 POLICE SPECIAL OPERATIONS / INVESTIGATIONS DIVISION The Special Operations Division Contains the Investigative, Traffic Enforcement, School Resource Officers (SROs), and Special Events Sections of the Police Department, as well as volunteer programs. The Investigations Section conducts the on-scene investigations of major incidents, investigates crimes that require an extended time commitment or a specific expertise in an effort to solve crimes and thoroughly prepare cases for prosecution, and maintains liaison with other investigative bodies to increase department potential to efficiently address investigative needs. Traffic officers bring their own special expertise to round out the diversity of the Division, using advanced collision investigation training to untangle major traffic accidents and focus much of their patrol efforts on increasing motorist safety. The Traffic Enforcement Unit leads the Departments efforts to enhance safety to the motoring and pedestrian traffic, identify traffic related concerns, and address them through Education and Enforcement. School Resource Officers often deal with emergencies of a different nature, not only acting as on-scene emergency personnel, but also acting as mediators and role models for El Cerrito students. The Special Operations Division conducts a majority of the Department’s community outreach efforts through events such as Crime Prevention and Neighborhood Watch meetings, National Night Out, Tri- City Safety Day, Martin Luther King Jr. Parade, ECHS Homecoming Parade, Little League Baseball Parade and fundraisers for the Special Olympics. The Division also oversees the training and deployment of the Department’s representatives to the County Mutual Aid Mobile Field Force, Richmond-El Cerrito Crisis Response Team (CRT-SWAT) Evidence Technicians, Honor Guard and Crisis Negotiation Team, as well as volunteer programs including Reserve Officers, El Cerrito Citizens Academy, and the future Volunteer in Police Service Program. FY 2013-14 ACCOMPLISHMENTS Hosted another successful National Night Out Conducted the 2nd annual Citizens Academy Introduced a stationary radar device to monitor citizen complaints about speed Increased Explorer Membership up to 11 and Volunteers Membership to 6 Trained 2 new members of the Crisis Negotiations Team (CNT) Deployed CNT members to 5 high-risk incidents; all of which ended peacefully Completed the 1st year of the CRT-SWAT training for our SWAT Operator Deployed Operator with the RPD team numerous times, gaining valuable experience ---PAGE BREAK--- 111 SECTION 8: PUBLIC WORKS DEPARTMENT The mission of the Public Works Department is to plan, design, construct, and maintain public facilities and infrastructure that support the quality of life for the citizens of El Cerrito in a way that ensures an economically and environmentally sustainable future. DEPARTMENT OVERVIEW The Public Works Department provides professional, timely and effective service to the community in meeting the following overall goals: • Develop, rehabilitate and maintain streets and transportation facilities, parks, playfields, open space, paths and trails, storm drains, creeks, and buildings, that meet the health and safety needs of the City’s business and residential communities • Coordinate and regulate the activities of utility companies and private developers within the public right-of-way • Operate and oversee the City’s recycling collection and solid waste management programs • Provide liaison efforts with myriad outside agencies to ensure compliance with various state, federal and regional regulations and influence regional policies to the benefit of El Cerrito • Incorporate environmental stewardship practices into all the areas of responsibility including permitting of public and private works, and the planning, design and maintenance of infrastructure, parks, playfields, open spaces, path and trails, and creeks • Support various departments in implementing projects and programs that deepen a sense of place and foster environmental sustainability citywide The Department is operated utilizing a variety of special funds including Gas Tax Fund, National Pollutant Discharge Elimination System (NPDES) Fund, Landscaping and Lighting Assessment District (LLAD) Fund, Measure J (formerly Measure C) Return to Source Fund, Measure J Storm Drain Fund, Measure A Street Improvement Fund, Capital Improvement Fund, and Integrated Waste Management Fund, as well as, the General Fund. Organizational Structure The Public Works Department consists of two Divisions: the Engineering Division, which operates from City Hall, and the Operations + Environmental Services Division (OESD), which operates from the Recycling + Environmental Resource Center (RERC) and the Corporation Yard. The core service areas for the Engineering Division include the Capital Improvement Program (CIP), Engineering Permitting, Street and Transportation Services, Land Development/Community Development Support, Storm Drain Program, Interagency Coordination, and Administration. OESD provides for increased efficiencies and improved operations as they relate to the maintenance of public facilities, infrastructure, and landscaping; waste management; and environmental compliance. The core service areas for OESD include Streets & Sidewalks, Public Facilities, Public Landscapes, and Creeks & Storm Drains Maintenance; Clean Water Program; Waste Management & Recycling; Trash/Debris & Graffiti; and Emergency Response. Public Works’ organizational structure is shown in Chart 8-1: ---PAGE BREAK--- 112 Chart 8-1 Public Works Organization Chart Position Listing Table 8-1 shows the position listing for the Public Works Department.. Table 8-1 Public Works Position Listing PUBLIC WORKS DEPARTMENT FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 Administrative Analyst III 1 1 0 0 0 Administrative Clerk 0 0 0.4 0.4 0.4 Associate Engineer 1 1 1 1 1 Engineering Technician 1 1 1 1 1 Environmental Services Manager 1 1 1 1 1 Forklift Operator 1 1 1.4 1.4 1.4 Maintenance Services Leadworker 1.5 1.5 1 1 1 Maintenance Services Supervisor 0 0 0 0 0 Maintenance Services Superintendent 1 1 1 1 1 Maintenance Worker 4.75 4.75 5 5 5 Management Assistant 2 2 3 3 3 Program Manager 1 1 1 1 1 Public Works Director/City Engineer 1 1 1 1 1 Recycling Leadworker 1 1 1 0 0 Recycling Maintenance Worker - Entry 1 1 1 1 1 Recycling Maintenance Worker 3 3 3 3 3 Recycling Operations Supervisor 1 1 1 1 1 Senior Engineer - PE 1 1 1 1 1 PUBLIC WORKS DEPARTMENT TOTAL 23.25 23.25 23.8 22.8 22.8 Public Works Dir/City Engineer Senior Engineer Engineering Technician Associate Engineer Operations & Envir Services Division Manager Maintenance Superintendent Maintenance/Recycling Leadworker Maintenance/Recycling Worker Operations Supervisor Maintenance/Recycling Worker Forklift Operator Environmental Programs Manager Management Assistant Management Assistant ---PAGE BREAK--- 113 Strategic Plan Alignment Table 8-2 shows the services performed by the Public Works Department as aligned to the Strategic Plan. Table 8-2 Public Works Strategic Plan Alignment Program or Service Strategic Plan Goal Activity Required By: Duration Capital Improvement Program (CIP), Program Management – coordination of long-range capital planning with other departments and private development efforts, and integration into the ten-year CIP plan Financial Sustainability City Ongoing CIP Project and Construction Management – oversight of all aspects of active projects in the CIP including design and construction management, inspection, and contract administration for consultants and contractors Public Health & Safety City Ongoing Engineering Permits – review plans, issue permits and perform inspections for work and oversize transportation affecting the public right of way as performed by property owners, utility companies, private contractors and outside agencies Public Health & Safety City Ongoing Land Development/Community Development Support – assist the Community Development Department by performing design review and inspection of private development for subdivisions, site plans, grading, and storm drainage; and provide engineering review and related support services for large private development, citywide planning and regional projects. Sense of Place & Identity City Ongoing Traffic Engineering – perform traffic engineering and parking analyses, and authorize modifications and upgrades for existing traffic control and parking devices and systems to respond to address operations and safety concerns identified by residents, businesses and City staff. Public Health & Safety City Ongoing Pavement Management Program (PMP) – maintain the City’s PMP database to comply with regional requirements; program improvement projects as part of the Measure A Street Improvement Program; seek state, federal and regional funding grants to leverage Measure A funding; and serve as Staff Liaison to the Citizen Street Oversight Committee Public Health & Safety State Ongoing Bicycle, Pedestrian and ADA Program – plan, evaluate, secure funding for, and implement bicycle, pedestrian, safe routes to school and ADA projects and programs including those contained in the El Cerrito Circulation Plan for Bicyclists and Pedestrians and ADA Transition Plan. Also, convene and oversee the ADA Working Group. Public Health & Safety City Ongoing Neighborhood Traffic Management Program – implement the Neighborhood Traffic Management Program (NTMP) to address speed, traffic volume and livability concerns on residential streets that are beyond the standard engineering safety and operations concerns Sense of Place & Identity No Ongoing Transportation Planning – participate in regional transportation policy setting and funding forums to support City goals including collaboration with the Contra Costa Transportation Authority (CCTA), West Contra Costa Transportation Advisory Committee (WCCTAC), Metropolitan Transportation Commission (MTC), Caltrans, BART, AC Transit and WestCAT Financial Sustainability City Ongoing Storm Drain Program – evaluate needs for minor repairs and improvements, and plan for major improvements to the storm drainage system per the City's Storm Drain Master Plan including issuing a Request for Proposals to Update Master Plan Public Health & Safety City Ongoing Storm Drain Program – lead update of City's Storm Drain Master Plan Public Health & Safety City Onetime FY15-16 Clean Water Program/National Pollutant Discharge Elimination System (NPDES) – review design plans and inspect construction to ensure compliance with the City’s NPDES permit Environmental Sustainability Federal Ongoing ---PAGE BREAK--- 114 Grant Management – manage various regional, state and federal grants including applications, reporting and reimbursement requests Financial Sustainability State/ Federal Multi Year Interagency Coordination – coordinate with outside agencies including Stege Sanitary, EBMUD, PG&E, AT&T Caltrans, BART and Contra Costa County City-County Engineering Advisory Committee (CCEAC) to provide and improve various infrastructure systems within the City Exemplary Services City Ongoing Administration – ensure all functions of the Public Works Department operate efficiently and effectively; oversee personnel and resource allocation, budget planning and monitoring including forecasting and management of several Special Funds, and records management for Public Works functions. Exemplary Services City Ongoing Streets & Sidewalks – ongoing maintenance and repair of pavement, curbs, gutters, sidewalks, traffic signals, street lights, street signs and pavement markings. Public Health & Safety City Ongoing Public Facilities – ongoing maintenance and repair of civic buildings and park facilities, clubhouses, playgrounds, irrigation systems, and utilities. Public Health & Safety City Ongoing Public Landscapes – ongoing operation, maintenance and repair of park lands, ball fields, street medians, trees, trails and pathways, rain gardens and open space. Public Health & Safety City Ongoing Creeks & Storm Drains – ongoing operation, maintenance and repair of storm drain inlets, trash capture devices, pipes, channels, sediment traps, creeks and creek banks. In Fiscal Year 14-15 the Division will need to implement a new maintenance program for creeks and steams and develop and manage a new Streambed Alteration Agreement. Public Health & Safety City Ongoing Clean Water Program – ongoing management of the City’s Clean Water Program, including compliance with the Municipal Regional Permit for storm water discharges, street sweeping, trash load reduction, commercial inspection, new development and construction controls, and Integrated Pest Management policy. Environmental Sustainability Federal Ongoing Waste Management & Recycling – ongoing operation of the City’s curbside recycling program and drop off Recycling + Environmental Resource Center and ongoing management of the City’s collection franchise and post-collection agreement, AB939 compliance, and other waste management programs, including implementation and enforcement of the City’s single-use bag and EPS foam ordinances. Environmental Sustainability State Ongoing Trash, Debris & Graffiti – ongoing clean-up and removal of illegally dumped waste, litter, and graffiti found on public facilities and landscapes. Public Health & Safety City Ongoing Emergency Response – all hours on-call response to emergencies involving public facilities and landscapes, including response to flooding, vehicle accidents, illicit discharges and spills, downed tree limbs, and other urgent after-hours maintenance and repair needs. Exemplary Services City Ongoing Special Projects – periodic improvements to public facilities and landscapes above and beyond basic operation, maintenance and repair (as allowed by budget appropriations). Exemplary Services No Ongoing Community Engagement – ongoing involvement in and support of community activities including the Tree Committee, City-sponsored outreach and events, volunteer events such as clean-ups and plantings, and other volunteer-led projects (as allowed by budget appropriations). Exemplary Services No Ongoing ---PAGE BREAK--- 115 PUBLIC WORKS DEPARTMENT BUDGET SUMMARY Public Works Department Expenditures All Funds FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Personnel Services $2,590,843 $2,628,716 $2,343,027 $2,350,679 $2,439,947 Purchased Professional & Technical Services 332,264 326,742 172,900 178,300 178,300 Purchased Property Services 1,064,469 1,233,514 1,187,500 1,277,758 1,248,009 Other Purchased Services 169,310 156,661 131,850 133,935 134,613 Supplies 239,610 224,579 212,000 216,550 219,700 Property & Capital 575,757 560,514 11,000 7,500 7,500 Financing Costs 317,405 152,140 426,411 435,507 427,865 Other Financing Uses 697,007 1,852,646 1,179,993 924,459 921,852 Total Expenditures $5,986,666 $7,135,512 $5,664,681 $5,524,688 $5,577,786 General Fund (101) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Personnel Services $525,324 $444,197 $110,675 $109,935 $113,816 Purchased Professional & Technical Services 84,318 46,641 28,200 28,200 28,200 Purchased Property Services 249,417 303,994 230,100 423,800 448,800 Other Purchased Services 67,534 49,171 36,950 36,950 36,950 Supplies 49,080 49,362 40,300 40,300 40,300 Property & Capital 11,189 3,604 6,000 6,000 6,000 Other Financing Uses 1,134,584 456,801 Total Expenditures $986,862 $2,031,554 $909,026 $645,185 $674,066 Gas Tax Fund (201) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Personnel Services $365,686 $378,689 $456,492 $227,414 $235,762 Purchased Professional & Technical Services 839 35,629 36,300 36,300 36,300 Purchased Property Services 72,429 44,612 77,300 182,300 182,300 Supplies 21,091 35,581 30,000 Property & Capital 385 Other Financing Uses 102,597 105,675 108,845 94,778 139,121 Total Expenditures $563,027 $600,186 $708,937 $540,792 $593,483 National Pollution Discharge Elimination System Fund (202) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Personnel Services $130,712 $145,533 $155,485 $279,318 $289,381 Purchased Professional & Technical Services 7,646 10,000 10,000 10,000 Purchased Property Services 147,115 145,893 152,100 Other Purchased Services 12,000 14,723 22,300 25,250 25,250 Supplies 1,326 2,018 5,000 Financing Costs 7,500 Other Financing Uses 103,535 106,641 109,840 68,866 99,432 Total Expenditures $402,333 $414,807 $454,725 $390,934 $424,063 Landscape & Lighting Assessment Fund (203) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Personnel Services $377,247 $409,223 $279,109 $154,917 $159,303 Purchased Professional & Technical Services 23,064 16,941 21,200 18,500 18,500 Purchased Property Services 524,143 603,314 680,000 421,600 366,600 Other Purchased Services 1,323 1,564 1,900 2,900 2,900 Supplies 50,073 47,473 47,000 46,000 46,000 Other Financing Uses 138,431 161,169 146,861 150,445 193,958 Total Expenditures $1,114,281 $1,239,683 $1,176,070 $794,362 $787,261 Measure J- Return to Source Fund (204) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Personnel Services $303 $121,547 $126,238 Purchased Property Services 84,000 84,000 ---PAGE BREAK--- 116 Other Purchased Services 42,772 36,675 42,700 42,700 42,700 Supplies 30,000 30,000 Other Financing Uses 28,537 29,393 30,275 58,931 60,699 Total Expenditures $71,309 $66,068 $72,975 $131,631 $133,399 Storm Drain Fund (205) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Personnel Services $108,603 $115,696 $134,102 $273,290 $283,845 Purchased Professional & Technical Services 11,238 11,390 11,300 11,300 11,300 Purchased Property Services 10,000 30,000 30,000 Supplies 2,035 3,636 10,000 15,000 15,000 Other Financing Uses 127,120 72,224 Total Expenditures $121,876 $130,722 $165,402 $329,590 $340,145 Street Improvement Fund (211) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Personnel Services $54,539 $51,215 $53,253 Total Expenditures $0 $0 $54,539 $51,215 $53,253 Federal, State & Local Grants Fund (221) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Personnel Services $5,227 $128 Purchased Professional & Technical Services 44,634 106,853 Purchased Property Services 9,356 13,453 Other Purchased Services 1,251 1,957 Supplies 13,178 Property & Capital 81,000 Financing Costs 95,830 55,381 Other Financing Uses 21,723 2,098 Total Expenditures $191,198 $260,869 $0 $0 $0 Capital Improvement Fund (301) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Personnel Services $253,660 $135,384 $50,405 $32,170 $33,210 Total Expenditures $253,660 $135,384 $50,405 $32,170 $33,210 Integrated Waste Management (501) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Personnel Services $824,385 $999,562 $1,102,220 $1,100,873 $1,145,139 Purchased Professional & Technical Services 160,525 109,287 65,900 74,000 74,000 Purchased Property Services 62,010 122,248 38,000 136,058 136,309 Other Purchased Services 44,430 52,572 28,000 26,135 26,813 Supplies 102,827 86,510 79,700 85,250 88,400 Property & Capital 188,626 259,161 5,000 1,500 1,500 Financing Costs 221,575 96,759 426,411 428,007 427,865 Other Financing Uses 302,184 313,086 327,371 424,319 356,418 Total Expenditures $1,906,562 $2,039,186 $2,072,602 $2,276,142 $2,256,444 Vehicle/Equipment Replacement (601) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Property & Capital $375,557 $216,748 Total Expenditures $375,557 $216,748 $0 $0 $0 Public Works Department Revenues All Funds FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Use of Money & Property $529 $1,558 $250 $1,000 $1,000 Intergovernmental Revenues 211,752 193,191 32,000 42,000 42,000 Charges for Services 2,014,693 2,003,794 2,205,542 2,345,428 2,500,626 Other Revenue 37,124 41,168 10,822 4,300 4,300 Other Financing Sources 1,613,885 39,000 Total Revenues $2,264,098 $3,853,595 $2,248,614 $2,392,728 $2,586,926 ---PAGE BREAK--- 117 General Fund (101) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Use of Money & Property $86 Intergovernmental Revenues $32,355 $14,081 $16,000 $16,000 $16,000 Charges for Services 183,753 183,676 190,000 200,000 205,000 Other Revenue 6,321 6,447 Other Financing Sources 0 1,595,300 Total Revenues $222,428 $1,799,590 $206,000 $216,000 $221,000 National Pollution Discharge Elimination System Fund (202) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Charges for Services $205 $250 Total Revenues $205 $0 $250 $0 $0 Landscape & Lighting Assessment Fund (203) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Intergovernmental Revenues $10,000 $10,000 Total Revenues $0 $0 $0 $10,000 $10,000 Federal, State & Local Grants Fund (221) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Intergovernmental Revenues $172,744 $152,762 Other Financing Sources $18,585 Total Revenues $172,744 $171,347 $0 $0 $0 Integrated Waste Management (501) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Use of Money & Property $529 $1,472 $250 $1,000 $1,000 Intergovernmental Revenues 6,654 26,348 16,000 16,000 16,000 Charges for Services 1,830,735 1,820,118 2,015,292 2,145,428 2,295,626 Other Revenue 30,802 34,721 10,822 4,300 4,300 Other Financing Sources 39,000 Total Revenues $1,868,721 $1,882,659 $2,042,364 $2,166,728 $2,355,926 ---PAGE BREAK--- 118 ENGINEERING DIVISION The Engineering Division serves to plan, design and construct improvements to public facilities and infrastructure; provide quality design review and inspection services for residents, developers, private contractors and utility companies and ensure compliance with local regulations and design standards; and plan and implement safe, efficient and accessible movements for all modes of travel in the City, including pedestrians, bicycles, vehicles, transit and persons of all ages and abilities. The Division is staffed and operated utilizing a variety of special funds, as previously noted, and the General Fund. Division Overview The Engineering Division’s core service areas and primary responsibilities include: • Capital Improvement Program (CIP) – assess needs, plan improvements, develop budgets, seek funding opportunities, oversee design and construction of public facilities and infrastructure including streets and transportation facilities to accommodate all modes of travel, parks, playfields, open space, paths and trails, storm drains, creeks, and buildings. Specific functions include o Program Management – coordination of long-range capital planning and integration into the ten-year CIP plan with other departments and related private development o Project and Construction Management – oversight of all aspects of active projects in the CIP including design and construction management, inspection, and contract administration for consultants and contractors • Engineering Permits – review plans, issue permits and perform inspections for work and oversize transportation affecting the public right of way as performed by property owners, utility companies, private contractors and outside agencies • Land Development/Community Development Support – assist the Community Development Department by performing design review and inspection of private development for subdivisions, site plans, grading, and storm drainage; and provide engineering review and related support services for large private development, citywide planning and regional projects • Street and Transportation Services o Traffic Engineering – perform traffic engineering and parking analyses, and authorize modifications and upgrades for existing traffic control and parking devices and systems to address operations and safety concerns identified by residents, businesses and City staff o Pavement Management Program (PMP) – maintain the City’s PMP database to comply with regional requirements; program improvement projects as part of the Measure A Street Improvement Program; seek state, federal and regional funding grants to leverage Measure A funding; and serve as Staff Liaison to the Citizen Street Oversight Committee o Bicycle, Pedestrian and ADA Program – plan, evaluate, secure funding for, and implement bicycle, pedestrian, safe routes to school and ADA projects and programs including those contained in the El Cerrito Circulation Plan for Bicyclists and Pedestrians and ADA Transition Plan; and convene and oversee the ADA Working Group o Transportation Planning – participate in regional transportation policy setting and funding forums to support City goals including collaboration with the Contra Costa ---PAGE BREAK--- 119 Transportation Authority (CCTA), West Contra Costa Transportation Advisory Committee (WCCTAC), Metropolitan Transportation Commission (MTC), Caltrans, BART, AC Transit and WestCAT; and provide City staff representative on the CCTA Technical Coordinating Committee (TCC) and WCCTAC Technical Advisory Group (TAC) o Neighborhood Traffic Management Program – implement the Neighborhood Traffic Management Program (NTMP) to address quality life concerns that are beyond the standard engineering safety and operations concerns on residential streets • Storm Drain Program – evaluate needs and plan for improvements to the storm drainage system per the City Storm Drain Master Plan • Clean Water Program/National Pollutant Discharge Elimination System (NPDES) – review design plans and inspect construction activities to ensure compliance with the City’s NPDES permit • Grant Management – manage various regional, state and federal grants including applications, reporting and reimbursement requests • Interagency Coordination – coordinate with outside agencies and utilities including Stege Sanitary, EBMUD, PG&E, AT&T, Caltrans, BART and Contra Costa County City-County Engineering Advisory Committee (CCEAC) to provide and improve various infrastructure systems within the City • Administration – ensure all functions of the Public Works Department operate efficiently and effectively; oversee personnel and resource allocation, budget planning and monitoring including forecasting and management of several Special Funds; and provide records management for Public Works functions FY 2013-14 ACCOMPLISHMENTS Completed construction and managed grant funding requirements for the Potrero Avenue Safety Improvements, Moeser Lane & Ashbury Avenue Pedestrian and Bicycle Corridor Improvements, Central & Liberty Streetscape, Street Improvement Projects, and, with Community Development, the Municipal Solar Project Oversaw review and inspection and coordinated completion of Ohlone Greenway trail and landscaping improvements as part of BART’s Earthquake Safety Program Project and sidewalk improvements around El Cerrito Plaza BART Station as part of BART’s Sidewalk&Wayfinding Project Value-engineered, re-bid the construction contracts, and managed grant funding requirements for Ohlone Greenway Major Street Crossing Safety Improvements Project and, in collaboration with the Community Development Department, the Ohlone Greenway Natural Area and Rain Gardens (Fairmount to Brighton Avenues) Project As part of Measure A Street Improvement Program, designed the 2014 Pavement Rehabilitation Project to resurface various streets as well as install related improvements to curb, gutter, sidewalk, curb ramps, storm drain facilities and traffic striping, and applied for and managed the One Bay Area Grant that is being used to leverage the Measure A funding Develop, designed and initiated bidding phase for the Traffic Safety & Management Program- Speed Radar Feedback Signs Project, Access Modifications/Curb Ramps Project, and Ohlone Greenway-Safeway Path Connection Projects; and began design development efforts for the Huber Park Improvements and Arlington Curve at Brewster Drive -South Safety Improvements Projects In collaboration with the Community Development Department, continued the development of the Active Transportation Plan and the San Pablo Avenue Complete Streets Plan; and successfully ---PAGE BREAK--- 120 applied for several grants for the Ohlone Greenway-BART Station Area Access, Safety and Placemaking Improvements Project and the San Pablo Avenue Complete Streets Operations & Concept Design Provided engineering review and related support services for several large citywide planning, private development and regional transportation projects including the San Pablo Avenue Specific Plan, Citywide Urban Greening Plan, Hillside Natural Area property acquisition, San Francisco Estuary Partnership’s San Pablo Avenue Green Spine Project, WCCUSD’s Portola Middle School Project, Alameda County Transportation Commission’s I-80 Integrated Corridor Mobility Project, Ohlone Gardens Mixed-Use Development, Creekside Walk Residential Development, and Eden Senior Housing Development Implemented several measures as part Neighborhood Traffic Management Program (NTMP) to address speed, traffic volume and livability concerns on Lincoln Avenue and Colusa Avenue including the establishment of the City’s first 15-mile-per-hour school speed zone on Lincoln Avenue, bidding of speed hump installation on Lincoln Avenue, trial installation of the City’s first speed cushions on Colusa Avenue, and various other enhanced signing and striping treatments Oversaw transition to new Department structure and completed recruitment of new Engineering Manager/Senior Engineer and Management Assistant Service Indicators The number of Engineering Permits issued in FY 2013-14 increased significantly above those of prior years due to the increasing amount of construction activity including several large construction projects and related oversize transportation load permits. Similarly, the number of reviews performed on private development plans and projects increased over prior years. However, the number of inspections completed in FY 2013-14 decreased as compared to the prior few years as oversize load permits do not require inspections and staff is preparing to complete final inspections related to utility permits. The number of traffic requests evaluated was the highest in the last five years as the Division focused on processing these requests. Chart 8-2 Engineering Service Indicators by Calendar Year 0 100 200 300 400 500 600 700 800 93 59 69 101 124 126 90 114 372 418 415 526 751 792 695 650 ---PAGE BREAK--- 121 The Capital Improvement Program (CIP) has increased activity over the prior fiscal year as several projects were constructed this year. Activity is still significantly lower than when the major construction efforts under Measure A Street Improvement Program and San Pablo Avenue Streetscape were completed in 2010-11. The number of active projects remained consistent in the last couple of years with projects in various phase of planning, design and construction. The Division also continued to use consultant contracts for project and construction management services to deliver projects on an as-needed basis. The CIP is described in detail in Section 12. Chart 8-3 CIP Service Indicators by Fiscal Year Chart 8-4 Total CIP Expenditures (Millions) by Fiscal Year Active Construction Contracts Active Consultant Contracts Active Projects 0 5 10 15 20 25 30 14 12 8 6 6 20 12 16 14 15 30 28 22 17 17 $9.5 7.5 2.1 1.9 4.7 0.0 2.0 4.0 6.0 8.0 10.0 2009-10 2010-11 2011-12 2012-13 2013-14 ---PAGE BREAK--- 122 OPERATIONS AND ENVIRONMENTAL SERVICES DIVISION The Operations and Environmental Services Division (OESD) is a new division that combines all operations and maintenance functions previously housed in the Maintenance Division and the recycling and waste management functions of the former Environmental Services Division. In this new configuration, OESD is the primary steward of the City’s valuable public infrastructure, including parks, natural areas, facilities, and recycling operations. Its responsibilities include developing and managing operations, programs and policies that maintain and improve environmental quality in the City. The Division is staffed and operated utilizing a variety of special funds – including the Integrated Waste Management Enterprise Fund – as well as the General Fund. OESD utilizes a combination of in-house staff and outside contractors for the ongoing maintenance and operations associated with parks and public spaces, landscaping, irrigation systems, sidewalks, streets, trails, streetlights, storm drains and public water courses, and traffic signals, signs and pavement markings. For these activities, contractors perform much of the routine work and staff supplements this work as well as performs select tasks that can be completed by a few crews of one or two people - such as investigating citizen requests and responding to emergencies or requests for service outside of regular business hours. The Division also directly manages and operates the City’s award-winning Recycling + Environmental Resource Center, curbside recycling collection program, and other City solid waste programs. OESD is active in community engagement programs that involve and educate El Cerrito residents and businesses, mainly through management and support of volunteer events such as work- parties at Baxter Creek, periodic Green Team clean-ups, stewardship activities promoted by Friends of Five Creeks, and the City’s annual Earth Day Celebration. The Division also provides staff liaison support to the Tree Committee and as-needed support for the Park and Recreation Commission and Environmental Quality Committee. FY 2013-14 ACCOMPLISHMENTS Partnered with El Cerrito Youth Baseball to renovate infields and fencing at Harding, Castro, and Canyon Trail Parks to improve drainage, maintenance, and quality of play. Designed and constructed improvements to the irrigation system at Cerrito Vista Park to improve coverage and reduce water use. Designed and constructed improvements to the storm drain system at the EBMUD San Pablo Water Treatment Plan, which is adjacent to Sunset View Cemetery, to help prevent flooding during severe storm events. Implemented new Tree Pruning and Removal Agreement which allowed the City to reduce the cost per tree pruned by half, from $162 to $87 per tree, and pruned over 1,100 City trees – twice as many as in FY12-13 – including high hazard trees identified in 2013 Tree Survey & 50% of trees in Pruning Zone 1. Acquired grant funding and conducted special projects to plant street trees with volunteers, survey local businesses about street tree concerns, and develop and distribute brochures about the City street tree maintenance program and the economical and environmental benefits of street trees. Successfully participated with RecycleMore (the West Contra Costa Integrated Waste Management Authority) in acquiring a State grant to fund improved Household Hazardous Waste (HHW) programs in West Contra Costa County, including the installation of a HHW collection container at the El Cerrito Recycling + Environmental Resource Center, operation of which is slated to begin in FY14-15. Completed negotiations with Republic Services, Inc. – RecycleMore’s selected Post-Collection Services provider for West Contra Costa County – to provide transfer, transport, and processing/disposal of garbage, green waste, construction & demolition debris, HHW collection, annual waste ---PAGE BREAK--- 123 characterizations, and other services through 2025. New Agreement started January 1, 2014. Proposed Single-Use Bag Ordinance and Food Waste Ordinance to Council, with Council adoption in September 2013. Conducted outreach to affected businesses and the community prior and subsequent to the January 1, 2014 effective date. Planned for enforcement to begin on July 1, 2014. Worked with Community Development Department – Building Division to achieve documentation of 50% diversion of waste for building projects that meet required CalGreen thresholds, including review of Waste Management Plans from applicable projects. Developed and submitted the City’s 2014 – 2022 Trash Management Plan to the California Regional Water Quality Control Board for the San Francisco Bay Region (in compliance with the City’s National Pollution Discharge Elimination Permit for storm water) and implemented elements of the Plan. Proposed a Council-adopted increase to the East Bay Sanitary Franchise Fee from 12% to 15% in order to generate an additional ~$135,000 per year in general fund revenues to offset costs of trash management services including street sweeping contracts and disposal. Service Indicators Division maintenance workload indicators, including the number of work orders initiated, as demonstrated in Chart 8-5, have decreased somewhat in recent years, largely due to the significant capital investments made by the City as part of the Measure A Street Improvement Program. Additionally, because two of the five Maintenance Workers positions have been maintained vacant, the Division has concentrated available labor efforts on high priority activities such as health and safety concerns, urgent repairs, and emergency response services. Chart 8-5 Maintenance Work Orders Initiated by Calendar Year Chart 8-6 details the distribution of the types of maintenance work orders initiated in Calendar Year 2013. As is evident in the chart, operating, maintaining, and repairing parks, facilities, landscapes, streets, sidewalks and storm drains makes up the vast majority of the Division’s maintenance activities. 1,196 905 906 781 877 749 0 200 400 600 800 1,000 1,200 1,400 2008 2009 2010 2011 2012 2013 ---PAGE BREAK--- 124 Chart 8-6 Maintenance Work Orders by Type January-December 2013 In 2013, Council approved a “grid pruning” style agreement that significantly reduced per tree pruning maintenance costs, while also ensuring that each tree within a pruning area is maintained with appropriate maintenance treatments. This enabled the City to maintain twice as many trees per dollar as was possible under prior contractual arrangements, as demonstrated in Chart 8-7. Chart 8-7 City Tree Pruning by Fiscal Year As depicted in Chart 8-8, the amount of solid waste (including trash, green waste, and recycling) generated in El Cerrito has steadily declined since 2005. In 2013, the trend noted in previous years of a decrease in solid waste being sent to landfills has leveled off. Though the City has increased the range of recyclable materials collected – including pharmaceuticals, sharps, carpeting, and fluorescent bulbs – the total tonnage collected is slight in comparison to the total amount of material collected. Future decreases in the amount of waste sent to landfills will require consideration of new policies and programs targeting untapped portions of the waste stream, many of which are detailed in the Other 1% Sign Maintenance and Replacement 2% On Hold Pending Funding 3% Illicit Discharge Response 3% Graffiti and Illegal Dumping Abatement 4% Parks and Facilities Maintenance 17% Tree and Landscape Maintenance 29% Streets, Sidewalks and Storm Drain Maintenance 41% [PHONE REDACTED] $201 $162 $87 0 200 400 [PHONE REDACTED] 1200 1400 $50 $100 $150 $200 $250 FY12 FY13 FY14 Number of Trees Pruned Cost per Tree Pruned ---PAGE BREAK--- 125 City’s Climate Action Plan. The City’s new Post-Collection Agreement also provides for services that should result in further reduction in landfilled tons in future years. Chart 8-8 Solid Waste Tonnage by Year OESD and Community Sustainability staff in the Community Development Department partner to implement various resource conservation strategies as outlined in El Cerrito’s Climate Action Plan. Since 2011, the City has implemented a number of energy efficiency and renewable energy projects at its facilities, including comprehensive lighting retrofits and, most recently, solar projects at the Swim Center, Public Safety Building, the Recycling Center, and Fire Station 72. These projects help the City save money and meet its greenhouse gas (GHG) emissions targets. Chart 8-9 compares total annual municipal energy use for the years 2005, 2011, 2012, and 2013. GHG emissions from municipal energy use are now 5% below the 2005 baseline. Chart 8-9 Municipal Energy Use 11476 10806 10130 9607 8529 8162 7699 7694 7420 3303 3471 3421 2969 3065 3245 3758 3721 3838 4284 4820 4829 4556 4660 4511 4368 4386 4400 0 2000 4000 6000 8000 10000 12000 14000 16000 18000 20000 2005 2006 2007 2008 2009 2010 2011 2012 2013 Recycling Greenwast e Garbage - 10,000.00 20,000.00 30,000.00 40,000.00 50,000.00 60,000.00 70,000.00 80,000.00 90,000.00 100,000.00 1,740,000 1,780,000 1,820,000 1,860,000 1,900,000 1,940,000 1,980,000 2,020,000 2005 2009 2010 2011 2012 2013 kWh Therms ---PAGE BREAK--- 126 ---PAGE BREAK--- 127 SECTION 9: RECREATION DEPARTMENT The Recreation Department is committed to meeting the needs and interests of residents of El Cerrito and neighboring communities. The Department’s mission is to provide safe, friendly, reliable services that will enhance the quality of life through diverse programs. The Department values and encourages citizen input and strives to deliver activities and services of the highest quality. DEPARTMENT OVERVIEW The Recreation Department manages a full range of recreational services, special activities, and events for youth, adults and seniors. Staff works to ensure quality customer service in the delivery of our programs and services. The Department: • Provides childcare, after school programming, enrichment classes, sports and summer camps for over 3,600 children per year • Schedules activities and rentals of buildings, picnic areas, sports fields, tennis courts and the Swim Center • Provides social services for seniors by providing, Meals on Wheels, lunch program, Easy Ride, respite programs, and a variety of recreational activities • Works with community groups to ensure that a well-rounded aquatic program is implemented meeting the needs of the community. • Provides support to the Committee on Aging, Parks and Recreation Commission and various other city organizations, departments and committees • Works with employees to develop their talents and encourage future leadership Organizational Structure To accomplish its goals, the Recreation Department is divided into one administrative division and five program divisions: Administrative Division This division is responsible for ensuring that all aspects of the Recreation Department operate well; provide overall management of activities, long and short range planning, and personnel and budget administration; coordinate with other agencies; support advisory commissions and committees; manage grants and work with other City departments and outside agencies/organizations. Youth & Adult / Community Services Divisions These Divisions, under the direction of one Recreation Supervisor, provide quality social, physical and educational opportunities for personal enrichment through recreation programs, leisure activities, summer camps, sports, and special events. The Adult/Community Services Division is also responsible for facility, park and field rentals, and marketing for the Recreation Department. ---PAGE BREAK--- 128 Childcare Administration Division The Division coordinates the delivery of youth preschool, childcare and day camp programs. State Licensing is necessary in the delivery of these programs. The Division works in close communication with the West Contra Costa Unified School District, advisory groups, and residents. Aquatics Division The Division provides a variety of aquatic programs. The Division works towards maximizing the number of users by managing the operation of the Swim Center Complex that includes the use of the Splash Park and its programs; providing support and direction for special activities; and developing partnerships with community organizations, advisory groups, citizen organizations, and schools. The Division is responsible for coordinating the overall maintenance of the Swim Center complex. Senior Services Division The Division improves the quality of life of older adults by providing programs and services for all seniors. The Division includes education and socialization program opportunities that contribute to enriching life for older adults. Citywide Custodial Maintenance This newly created division for FY 2013-14 is responsible for the custodial maintenance needs all of all City facilities including: City Hall, Public Safety Building, Community and Swim Centers, Senior Center, Recycling Center, Corporation Yard, clubhouses, and picnic sites. Chart 9-1 reflects the Department’s organizational structure. The chart does not include all part-time positions. Chart 9-1 Recreation Department Organization Chart Recreation Director Youth & Adult/ Community Programs Supervisor Community Svcs Coordinator Childcare Administration Supervisor Community Svcs Coordinator Admin Clerk Specialist Teachers (3.0) Various PT PERS Rec Eligible Positions (11.0) Aquatics Program Supervisor Community Svcs Coordinator PT PERS Senior Lifeguard (1.0) Senior Servivces Program Supervisor (0.75) Admin Clerk Specialist PT OH Asst PERS ELigible (2.0) Citywide Custodial Maintenance Supervisor (0.25) Custodiall Team Leader Custodial Worker Management Assistant ---PAGE BREAK--- 129 Position Listing Table 9-1 depicts the Recreation Department’s overall staffing patterns over four years. This does not include part-time hourly positions. Table 9-1 Recreation Department Position Listing RECREATION DEPARTMENT FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 Admin Clerk Specialist 2 2 2 2 2 Assistant Program Supervisor 2 2 0 0 0 Childcare Teacher 3 3 3 3 3 Community Services Coordinator 6 6 6 6 6 Custodial Maintenance Leadworker 0.5 0.5 1 1 1 Custodian 3.5 3.5 4 4 4 Management Assistant 1 1 1 1 1 Recreation Director 1 1 1 1 1 Recreation Program Registrar 1 1 1 1 1 Recreation Supervisor 4 4 4 4 4 RECREATION DEPARTMENT TOTAL 24 24 23 23 23 Strategic Plan Alignment Table 9-2 shows the services performed by the Public Works Department as aligned to the Strategic Plan. Table 9-2 Recreation Department Strategic Plan Alignment Program or Service Strategic Plan Goal Activity Required By: Duration Facilitate and administer Co-Sponsorship Program Exemplary Services City Ongoing Continue to identify and offer a diverse range of recreational and leisure activities to the public Sense of Place & Identity No Ongoing Continue to improve innovative and cost effective methods of service delivery and promote a culture of high quality customer service Exemplary Services City Ongoing Develop and strengthen parterships and collaborations with nearby organizations and agencies Exemplary Services City Ongoing Support efforts to improve park and recreation facilities Public Facilities City Multi Year Provide quality Child Care Preschool, Teen Leadership and Afterschool Programs Exemplary Services City Ongoing Actively promote and facilitate active living and healthy eating in all applicable programs and services Public Health & Safety City Ongoing Continue to partner with WCCUSD After School Office to provide quality programming at Porotla and Fairmont School in line with ASES guidelines Sense of Place & Identity State Ongoing Monitor and evaluate 3rd party vendors and contractors to ensure high quality services and best value Public Health & Safety City Ongoing Continue to seek out and place volunteers with meaningful duties and responsibilities Exemplary Services No Ongoing Comply with State Childcare Licensing guidelines Exemplary Services State Provide a variety of aquatics offerings, including lap swim, water aerobics, public swims, and camps Sense of Place & Identity City Ongoing Provide Swim Lessons to promote health and water safety Public Health & Safety City Ongoing Continue partnerships with various athletic clubs, including Swim Teams, Baseball, Futbol and Tennis Sense of Place & Identity No Multi Year ---PAGE BREAK--- 130 Oversee rentals of all of the recreational facilities throughout the City in an effective manner including Pool, Splash Park, Clubhouses, Fields, and picnic areas Sense of Place & Identity City Ongoing Partnership with WCCUSD to provide swim lessons, programs, and facilities for students and teams Exemplary Services City Ongoing American Red Cross Staff Certifications & Trainings Public Health & Safety State Ongoing Continue to partner and collaborate with professional organizations such as the California Parks and Recreation Society (CPRS) and the Bay Area Public Pool Operators Association (BAPPOA) Financial Sustainability No Multi Year Continue to utilize Measure A (2000) Fund for capital improvements to both improve the Swim Center and maintain it at a high level as it ages. Public Facilities City Multi Year Work with contractors and maintenance staff to maintain the pools, splash park and swim center facility in the most efficient manner Public Facilities No Multi Year Develop and strengthen partnerships and collaborations with nearby aquatics facilities and related organizations Financial Sustainability No Ongoing Provide a variety of classes, education, trips, excursions, and programs for seniors and older adults Sense of Place & Identity No Ongoing Alzheimers Respite and Support Programs Exemplary Services No Multi Year Create special events for seniors (i.e. health fair(s), fitness, etc.) that both inform the public and increase senior center revenues. Public Health & Safety No Ongoing Evaluate and address under-performing programs and make necessary adjustments Exemplary Services Ongoing Provide CoCo Café and Meals on Wheels Nutrition Program Exemplary Services City Multi Year Continue to increase participation by seniors and people with disabilities in the Easy Ride Transportation Service. Environmental Sustainability City Ongoing Develop and strengthen parterships and collaborations with nearby organizations and agencies Exemplary Services No Ongoing Liaison to the Park and Recreation Commission and the Committee on Aging Exemplary Services City Ongoing Support community and staff efforts to improve facilities Public Facilities City Provide a variety of camp and class options, including day camps, resident and specialty summer camps Sense of Place & Identity No Ongoing Expand Sports Programming, Camps and Classes Sense of Place & Identity No Multi Year Marketing services to Increase awareness and improve public information for programs and facility rental options in print and online. Exemplary Services No Ongoing Provide custodial services to support community and staff efforts to improve facilities Public Facilities No Ongoing Leadership and oversight for community events, including 4th of July Festival, Egg Hunt, Sweetheart Dance, Pancake Breakfast, Golf Scramble Sense of Place & Identity No Ongoing ---PAGE BREAK--- 131 RECREATION DEPARTMENT BUDGET SUMMARY Recreation Department Expenditures All Funds FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Personnel Services $3,092,827 $3,023,573 $3,083,136 $3,037,172 $3,138,626 Purchased Professional & Technical Services 350,034 355,930 352,500 364,500 388,500 Purchased Property Services 214,884 222,636 187,827 176,500 180,200 Other Purchased Services 222,513 232,476 239,120 264,520 267,820 Supplies 239,305 214,816 240,300 228,800 240,500 Property & Capital 1,729 30,012 22,000 48,100 46,100 Financing Costs 46,890 64,260 50,600 66,000 67,100 Other Financing Uses 51,137 51,993 52,875 31,486 32,430 Total Expenditures $4,219,320 $4,195,696 $4,228,358 $4,217,078 $4,361,276 General Fund (101) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Personnel Services $2,952,943 $2,885,644 $2,858,702 $2,826,397 $2,918,423 Purchased Professional & Technical Services 350,034 355,930 352,500 364,500 388,500 Purchased Property Services 208,381 209,049 143,627 162,500 166,000 Other Purchased Services 222,513 232,200 238,100 263,500 266,800 Supplies 228,259 202,516 225,100 211,800 225,300 Property & Capital 1,729 15,012 22,000 48,100 46,100 Financing Costs 46,890 64,260 50,600 66,000 67,100 Other Financing Uses 22,600 22,600 22,600 Total Expenditures $4,033,350 $3,987,211 $3,913,229 $3,942,797 $4,078,223 Landscape & Lighting (203) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Personnel Services $71,577 $71,611 $108,257 $107,180 $112,349 Purchased Property Services $30,000 Total Expenditures $71,577 $71,611 $138,257 $107,180 $112,349 Measure J Return to Source Fund (204) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Personnel Services $68,307 $66,318 $78,571 Purchased Property Services 6,502 13,587 14,200 Other Purchased Services 0 276 1,020 Supplies 11,047 12,300 12,700 Other Financing Uses 28,537 29,393 30,275 Total Expenditures $114,393 $121,874 $136,766 $0 $0 Paratransit Fund (214) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Personnel Services $66,310 $68,725 Purchased Property Services 14,000 14,200 Other Purchased Services 1,020 1,020 Supplies 14,500 12,700 Other Financing Uses 31,486 32,430 Total Expenditures $127,316 $129,075 Federal, State & Local Grants (221) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Property & Capital $15,000 Total Expenditures $0 $15,000 $0 $0 $0 Integrated Waste Mgmt (501) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Personnel Services $37,606 $37,285 $39,129 Supplies $2,500 $2,500 $2,500 Total Expenditures $0 $0 $40,106 $39,785 $41,629 ---PAGE BREAK--- 132 Recreation Department Revenues All Funds FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Property & Other Taxes $99,421 $104,371 $124,467 $132,552 $132,552 Use of Money & Property 193,129 227,143 210,000 244,200 253,140 Charges for Services 2,968,915 2,971,320 3,160,212 3,182,092 3,307,435 Other Revenue 98,225 64,574 81,700 80,200 84,820 Other Financing Sources 28,537 29,393 30,275 31,486 32,430 Total Revenues $3,388,227 $3,396,801 $3,606,654 $3,670,530 $3,810,377 General Fund (101) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Use of Money & Property $193,129 $227,143 $210,000 $244,200 $253,140 Charges for Services 2,958,300 2,957,767 3,147,712 3,168,592 3,293,935 Other Revenue 98,225 64,574 81,700 80,200 84,820 Other Financing Sources 28,537 29,393 30,275 31,486 32,430 Total Revenues $3,278,191 $3,278,877 $3,469,687 $3,524,478 $3,664,325 Measure J Return to Source Fund (204) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Property & Other Taxes $99,421 $104,371 $124,467 Charges for Services 10,615 13,553 12,500 Total Revenues $110,036 $117,924 $136,967 $0 $0 Paratransit Fund (214) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Property & Other Taxes $132,552 $132,552 Charges for Services 13,500 13,500 Total Revenues $0 $0 $0 $146,052 $146,052 ---PAGE BREAK--- 133 RECREATION ADMINISTRATION The Administrative Division is responsible for ensuring that all aspects of the Recreation Department are operating well; providing overall management of activities, long- and short-range planning, personnel and budget administration; coordinating with other agencies; supporting advisory commissions and committees; managing grants; and working with other departments relating to capital projects and Citywide programs and services. Recreation Administration staff coordinates and directs all functions and is responsible for the allocation of resources within the Department. The Administrative Division is also responsible for coordinating the Department’s budget process, financial reporting, and contracting of services. The Division assists with monitoring the budget throughout the year, providing reports, and directing the Department as necessary. The Administrative Division oversees the allocation of scholarships for families who are financially in need. Qualifying families are encouraged to apply for funding, to participate in Department programs. The Division provides office support and administrative support for each of the Department’s programs and provides support to the Park and Recreation Commission. Division staff is instrumental in the planning and oversight of all Recreation Department Special Events; especially Alberrito Streets & Street Play, the Dynamo Golf Scramble, and the 4th of July Celebration. FY 2013-14 ACCOMPLISHMENTS Successfully negotiated updated Joint Use Facilities Agreement with WCCUSD Increased revenues department wide Received “Best of Contra County” Award by Parents’ Press for 4th of July Festival – 3rd year in a row Increased training opportunities department wide Increased Summer Camp registrations and revenue by over 10% in 2014 YOUTH & ADULT/COMMUNITY SERVICES DIVISIONS The Youth & Adult/Community Services Divisions provides quality facilities and programs to the community offering social, physical and educational opportunities for personal enrichment through recreation and leisure activities. The Divisions provide: • Management and delivery of a diverse list of youth and adult classes and activities through the use of independent contractors and part time staff; • Department wide marketing coordination; • Continued development of partnerships and community organizations, advisory groups, and citizens; • Volunteer opportunities for individuals and organizations; • Rentals of a variety of City facilities, fields and parks; and coordination of specialty summer camp programs. Division staff assist in all Recreation Department Special Events; especially Halloween festivities, Street Play/Alberrito Streets, Zumbathon®, and the rides, games, and volunteer coordinator at the 4th of July Festival. ---PAGE BREAK--- 134 FY 2013-14 ACCOMPLISHMENTS Youth Services Division Continued to expand Madera After School Enrichment Program (MASEP), general Recreation classes and Summer Camp offerings. Provided more diverse class subjects for the Harding After School Enrichment Program (HASEP). Received “Best Arts Culinary Summer Camp”, “Best Gymnastic Classes” and “Best Sports, Riding & Circus Arts Summer Camp” in Contra Costa County from readers of Parent’s Press Magazine. Introduced an additional Community Event named “Zumbathon®” that will benefit the David Hunter Memorial Youth Scholarship Fund and will be held on May 31, 2014. Successfully recruited a new Gymnastics Head Coach and a Gymnastics Assistant Coach. The addition of the new personnel has improved the quality of our Gymnastics programs and has drastically increased the number of enrollments. Adult/Community Services Division Continued to expand general Recreation classes and exercise offerings Renovated Tassajara Pottery Studio with the removal of the old, cracked tile floor, installed a new textured, painted floor and repainted the interior walls to better suit the needs of specialty classes and to ease the cleaning process of the floors Creatively reorganized the layout of Arlington Park picnic sites. As a result, the Division added an additional picnic site that will be rented in the future Incorporated an online Tennis Court Reservation system for customers Branded the Department e-newsletter as “rECnews” and have increased the subscriber list to 4,000 recipients Re-branded the Fall and Winter/Spring Recreation Brochure and Summer Activity Guide as “rECguide” Researched, developed and proposed a Social Media Policy and expanded the use of Social Media so that the Department may engage customers, brand the Department, its services and to keep up with current business trends Service Indicators Workload statistic achievements are based on services provided to patrons as shown in Table 9-3 and Charts 9-2 through 9-5. Table 9-3 Community Engagement Activities Special Events Events 8 Participants 14,580 4th of July Festival Pancake Breakfast Street Play and Alberrito Streets Family Sweetheart Dance Halloween Festival Spring Egg Hunt Golf Tournament Written Outreach Campaigns 2 Pieces 82,000 Fall rECguide (56 pages) Winter/Spring rECguide (64 pages) Summer rECguide (40 pages) rECnews E-Newsletter (4,000 community members) ---PAGE BREAK--- 135 Chart 9-2 Adult/Community Programs Enrollments and Passes, Calendar Year In 2012 the Recreation Department started using a new software program which accounts for the decrease in Tennis Renewals and an increase in permit sales. The new recreation software also calculates adult class enrollment differently, accounting for the lower enrollment count. Chart 9-3 Facility Rentals by Type, Calendar Year Tennis Permits Tennis Renewals Adult Class Enrollments 2009 65 137 1455 2010 [PHONE REDACTED] 2011 92 126 1645 2012 136 72 376 2013 78 102 699 0 500 1000 1500 2000 2500 Room Clubhouse Main Hall Picnic Senior Center Tennis Court 2009 159 109 86 287 21 543 2010 136 95 89 293 9 575 2011 143 56 107 251 8 637 2012 103 96 101 227 6 583 2013 218 116 291 220 46 550 0 100 200 300 400 500 600 700 ---PAGE BREAK--- 136 Chart 9-4 Youth Services Program Enrollments, Calendar Year Chart 9-5 Youth Services Pass Purchases & Renewals, Drop-Ins – Calendar Year Youth Classes HASEP MASEP FASEP 2009 147 775 [PHONE REDACTED] 237 808 506 59 2011 271 849 [PHONE REDACTED] 92 553 500 18 2013 426 455 531 0 100 200 300 400 500 600 700 800 900 Youth Class Drop-In Class Pass Class Pass Renewal 2009 41 85 92 2010 39 [PHONE REDACTED] 72 63 79 2012 32 113 42 2013 42 39 74 0 20 40 60 80 100 120 140 160 180 ---PAGE BREAK--- 137 CHILDCARE ADMINISTRATION DIVISION The Childcare Administration Division coordinates and delivers childcare and afterschool programs, preschool, and day camp programs. It is the largest division of the Recreation Department. The Division provides a full range of recreational opportunities before, during, and after school as well as delivering a diverse range of day camp programs during the summer and school holiday breaks. The Division serves youth in our community from the ages of 22 months to 17 years and employees adults of all ages. The Division is responsible for oversight of the partnership with the West Contra Costa Unified School District in the delivery of afterschool programs at Fairmont and Portola Schools utilizing funds from the Proposition 49 – Afterschool Education and Safety Program (ASES). Childcare Division Staff are also instrumental in the delivery of the Recreation Department’s Community Events; especially the annual Spring Egg Hunt and the Recreation Department Information/Ticket Booths, Food Booths, and Face Painting Station at the 4th of July Celebration. Recreation Department Partnership with WCCUSD Beginning in FY 2007-08, the West Contra Costa Unified School District (WCCUSD) received grants through state and federal governments for several schools within the City of El Cerrito. WCCUSD continues to contract with the City of El Cerrito through the Recreation Department to administer its After School Education and Safety Program (ASES) grant funding to provide afterschool programming for students. In FY 2014-15, Recreation Department staff will continue to partner with WCCUSD to provide academic enrichment opportunities during non-school hours for children attending Fairmont Portola Schools. The implementation of these programs helps students meet state and local standards in core academic subjects such as reading and math. The afterschool program offers students a broad array of enrichment activities that complement the students’ school day. Table 9-4 WCCUSD Funding (ASES & 21st Century After School Grant Programs) 2010-11 2011-12 2012-13 2013-14 2014-15 Fairmont (ASES) $90,000 $90,000 $99,191 $92,011 $93,818 Harding (21st Century) $81,000 $90,000 grant ended N/A N/A Portola (ASES) $108,000 $110,000 $129,478 $123,866 $125,693 Total $279,000 $290,000 $228,669 $215,877 $219,511 FY 2013-14 ACCOMPLISHMENTS Added a leadership program to all of the afterschool programs allowing youth to have a say and take a leadership role in the on-going operations of their programs. Portola and Fairmont Schools were named as two of the nine pilot sites in the WCCUSD After School Programs 28 programs within the district to launch the “Program Quality Assessment” system. Successfully learned, administered and trained staff on the new WCCUSD Program Quality Assessment (PQA) Evaluation Tool. Completed a trio (In-House, WCCUSD ASP Office and outside evaluator Public Profit) of site evaluations at the Portola and Fairmont afterschool programs. Provided four constantly evolving and exciting Holiday Camps throughout the school year. Received Parents press “Best of the East Bay 2013” awards for a majority of the programs offered by the Division: Best Childcare, Best Independent Preschool: Casa Cerrito, Best Spring Break Camp, Best Winter Break Camp, Best Traditional Day Camps, Best Science Camp for the Crazy, Funky Science Camp, Best Performing Arts Camp for Drama and Dance Camp. ---PAGE BREAK--- 138 Table 9-5 Community Engagement Activities SPECIAL EVENTS Summer Camp Assemblies (weekly – 10 total) Attendees (per week) ~100 Afterschool Program Plays/Talent Shows (2 per school) Attendees (per show) 80-300 Service Indicators Key workload assumptions for FY 2013-14 are based on prior years’ experiences, which generally remain constant. These statistics are illustrated in Charts . Chart 9-6 Preschool Enrollment Chart 9-7 Madera Childcare Enrollment Casa Cerrito AM Preschool Casa Cerrito PM Preschool Community Center Teeter Tots Pee Wee Play Time 2010 21 19 24 11 2011 21 19 20 19 2012 21 10 24 7 2013 21 14 22 5 0 5 10 15 20 25 30 Madera AM Madera AM Kinder Only Madera PM Kinder Only Madera PM Madera PM Extended 2010 16 17 14 95 22 2011 18 9 12 88 23 2012 17 10 28 74 23 2013 19 18 20 83 23 0 10 20 30 40 50 60 70 80 90 100 ---PAGE BREAK--- 139 Chart 9-8 Harding Childcare Enrollment Chart 9-9 Fairmont Childcare and Portola Afterschool Enrollment Harding AM Harding Transition al Kinder PM Harding PM Kinder Only Harding PM Harding PM Extended 2010 21 0 14 114 0 2011 20 0 14 112 0 2012 6 0 10 65 21 2013 9 5 14 30 13 0 20 40 60 80 100 120 Fairmont AM Fairmont PM Kinder Only Fairmont PM Portola Afterschool 2010 0 2 [PHONE REDACTED] 0 6 140 95 2012 20 26 105 90 2013 13 27 108 100 0 20 40 60 80 100 120 140 160 ---PAGE BREAK--- 140 Table 9-5 Camps Program Enrollments AQUATICS DIVISION The Aquatics Division provides residents of El Cerrito and neighboring communities with the opportunity to participate in a variety of aquatic programs year round. These include lap swim, water aerobics, masters swim team (19 years of age and up), club swim teams (5 to 18 years), swim lessons, pool rentals, water polo, the Splash Park for recreational water play, and aquatic facility rentals. Aquatics Division Staff: • Manage the operation of the Swim Center and its programs: lap swim, public swim, day camp, swim teams, water polo, and swim lessons for youth and adults, and the Splash Park; • Developing partnerships with community organizations, advisory groups, citizen organizations, and WCCUSD schools; • Oversee maintenance contractors and staff to keep the facility in top running condition; • Provide a variety of American Red Cross Health and Safety course to members of the public and City Staff; • Providing support and direction for special events; especially the Holiday Pancake Breakfast, Family Sweetheart Dance, the Haunted House and the 4th of July Vendor Coordination. Art/Perf orming Camps Camp Classics Camp Ravenclif f Science Camps Sports Camps Teen Leadersh ip 2010 1620 1151 [PHONE REDACTED] 133 2011 741 1441 [PHONE REDACTED] 139 2012 317 955 120 261 [PHONE REDACTED] 391 1077 [PHONE REDACTED] 132 0 200 400 [PHONE REDACTED] 1200 1400 1600 1800 ---PAGE BREAK--- 141 FY 2013-14 ACCOMPLISHMENTS Received Parent’s Press Award for “Best Swim Classes” 2013 Splash Park weekend times were added in the Spring of 2014 for expanded availability to the public Replaced pool heaters with high efficiency, lower maintenance heaters for both the competition pool and the recreation pool Assisted with the installation and activation of the solar panel project in the swim center/community center parking lot and Swim Center buildings Supervised pool maintenance contractors and maintained the swim center in compliance with all county, state and federal Health and Safety regulations Maintained City’s relationship with WCCUSD by making the swim center available for El Cerrito High School Swim Team practice and meets, and by providing lifeguards and swim instructors for Portola Middle School PE swim lessons Secured a new contract with Camp Kee Tov to provide daily summer recreation swims for approximately 200 campers for 8 weeks of the summer during under times the recreation pool was underutilized. Service Indicators Charts 9-6 to 9-9 depict the Aquatics Division workload statistics by the calendar year: Chart 9-6 Swim Center Enrollments and Rentals, Calendar Year 2009 2010 2011 2012 2013 Learn to Swim 3138 3344 3159 2977 2928 Gators Swim Team 717 946 849 737 444 Swim Camps 378 516 431 147 305 Adult Lessons 400 558 [PHONE REDACTED] Fee Classes 176 136 159 238 151 Pool Rentals 110 105 111 119 102 Splash Park Rental 0 0 39 47 56 0 500 1000 1500 2000 2500 3000 3500 4000 ---PAGE BREAK--- 142 Chart 9-7 Swim Center Pass Purchases and Renewals, Calendar Year Chart 9-8 Swim Center Pass Uses, Calendar Year Lap Pass Sales Lap Renewals Masters Sales Masters Renewal Aerobics Sales Aerobics Renewals Rec Sales Rec Renewal 2009 465 2231 51 343 107 514 107 68 2010 374 2412 53 383 76 536 75 54 2011 380 2346 32 337 102 469 126 65 2012 1099 1596 53 132 243 455 132 43 2013 456 1950 37 267 87 482 302 53 0 500 1000 1500 2000 2500 3000 Lap Rec H2O Aerobics Masters 2009 24866 1116 4133 4230 2010 25780 901 4211 5165 2011 25287 1060 4294 4078 2012 25193 1038 4479 4294 2013 23005 1507 4572 4921 0 5000 10000 15000 20000 25000 30000 ---PAGE BREAK--- 143 Chart 9-9 Swim Center Point of Sale, Calendar Year SENIOR SERVICES DIVISION The Senior Services Division coordinates, promotes, delivers, and evaluates a network of programs, activities and services designed to improve the quality of life of adults 50 years and older. It is the goal of staff and volunteers to provide programs, activities and services for adults who are vigorous and independent as well as the frail and vulnerable. Residents of El Cerrito and neighboring communities enjoy a continuum of programs at the Senior Center which include fitness, wellness, the arts, culture, Wi-Fi Cyber Café, computer classes, travel, and many other recreational activities. Division services include a daily lunch program, home delivered meals, Alzheimer’s Respite Program, health clinics, tax preparation, support groups, and health insurance counseling. Easy Ride Paratransit, with funding provided by Measure J offers affordable, accessible and friendly door-to-door service five days a week within City limits enabling residents 65 and older and people with disabilities 18 years and older to regularly run errands, get to work, attend classes, purchase groceries and household supplies, keep appointments, and visit family and friends. Easy Ride also provides a once a month shopping trip to desirable stores just outside El Cerrito. The Division partners with other organizations and agencies for assistance in the delivery of programs and services allowing area residents to benefit from these associations at no cost to the City. A pool of 50 volunteers round out many of our program delivery needs. The division produces a newsletter (which is mailed to participants and available on the department’s web page), works on fundraising and planned giving programs, contracts for services, Lap Swim Rec/Family Swim H2O Aerobics Masters Splash Park 2009 7270 14126 321 132 0 2010 7443 11970 204 318 0 2011 6823 12349 [PHONE REDACTED] 2012 4187 11089 [PHONE REDACTED] 2013 5371 18534 [PHONE REDACTED] 0 2000 4000 6000 8000 10000 12000 14000 16000 18000 20000 ---PAGE BREAK--- 144 monitors budget and Measure J costs, provides staff liaison and clerical support to Committee on Aging, and participates on advisory councils and committees. Senior Services Division Staff provide to support to the Recreation Department’s Community Special Events; especially the Dynamo Golf Scramble and the 4th of July food vendor coordination. FY 2013-14 ACCOMPLISHMENTS Started to build a fund reserve to purchase a new paratransit van utilizing eligible Contra Costa County Measure J funding. Increased number of classes offered and transitioned all new instructors to a percentage based contract to ensure cost recovery. Expanded role of Committee on Aging. Committee established guest speaker program dealing with senior issues. Richmond and San Pablo Committee on Aging are mirroring our program. Successfully recruited several volunteers to teach classes at the Senior Center. Offered joint programs and excursions with neighboring senior centers and other senior services organizations to minimize program cancellations and reduce charter bus costs. Expanded Easy Ride to include shopping locations just outside of El Cerrito to Costco, Target, Pacific East Mall and Grocery Outlet. Placed new volunteers at senior center and throughout city. Service Indicators Services and programs provided by the Senior Services Division are listed in Table 9-6 and Charts 9-10 and 9-11: Table 9-6 Community Engagement Activities Community Input Meetings 12 Participants 240 Committee on Aging Special Events and Workshops Workshops/ Events 10 Participants 350 Advanced Health Care Directive and Estate Planning Earthquake Emergency Preparedness Healthcare Movie Heart Attacks and Stroke with Dr. Carson Insomnia and Relaxation Blood Pressure Screening Let’s Talk about Health Protect Yourself from Scams Targeting Seniors Covered California Senior Center Holiday Party Totals Meetings/Events 22 Participants 690 Written Outreach Mailings 12 Pieces 19,200 ---PAGE BREAK--- 145 Chart 9-10 Senior Visits by Type Chart 9-11 Senior Visits by Category Art Classes Games Services Fitness Classes 2009-10 2810 6762 27028 2404 2010-11 2734 2520 36425 5024 2011-12 2310 2306 34869 2392 2012-13 2556 2500 34071 2420 2013-14 2520 2621 24982 2559 0 5000 10000 15000 20000 25000 30000 35000 40000 Programs Classes Recreation Support Groups Excursions 2009-10 640 2285 2350 496 1037 2010-11 750 1519 2304 [PHONE REDACTED]-12 2131 1071 2063 [PHONE REDACTED]-13 2961 1242 1968 [PHONE REDACTED]-14 4375 3220 2456 540 727 0 500 1000 1500 2000 2500 3000 3500 4000 4500 5000 ---PAGE BREAK--- 146 CITYWIDE CUSTODIAL DIVISION The Recreation Department oversees Citywide custodial services for all City facilities through this division. All custodial services are performed in-house. Services in the Recreation Department are maintained through the utilization of part-time Building Attendants who perform light custodial duties, set-ups and breakdowns, and program revenue collection during non-business hours. FY 2013-14 ACCOMPLISHMENTS Took over custodial maintenance of City Hall, Public Safety, and Public Works buildings from contract service provider. Saved to General Fund $40,000.00 by having custodial staff provides the work that was performed by outside vendors in the past. Restructured staff work-schedules to accommodate increased workload without increasing FTE. ---PAGE BREAK--- 147 SECTION 10: SUCCESSOR AGENCY Pursuant to AB1x26, which dissolved redevelopment agencies in California, the City of El Cerrito elected to serve as the El Cerrito Redevelopment Agency Successor Agency. The Successor Agency assumed all of the former Redevelopment Agency’s liabilities, obligations, and non-housing assets. The City’s role is to serve as a fiduciary agent for the Successor Agency, administering payments and performance of its obligations. INTRODUCTION In June 2011, the State of California enacted AB1x26 (Dissolution Act) to dissolve all redevelopment agencies in the State of California and establish successor agencies to wind down the former redevelopment agencies’ affairs. The El Cerrito Redevelopment Agency (RDA) suspended activities on July 1, 2011 and the City elected to serve as the Successor Agency on August 15, 2011. On December 29, 2011, the State Supreme Court ruled that dissolution of redevelopment agencies constitutional and the RDA was dissolved on February 1, 2012. The City’s role as the Successor Agency is limited to taking actions necessary to facilitate completion and/or payment of the Successor Agency’s obligations, as permitted by an oversight board and the California Department of Finance (DOF). The Successor Agency does not have budget discretion and therefore a budget was not proposed. For informational purposes, this section includes financial information regarding the Successor Agency. The City also elected to serve as the Successor Housing Agency, assumed the RDA’s affordable housing assets, and established the Housing Asset Fund. The City’s Housing Asset Fund and affordable housing functions are separate from the Successor Agency. All funds, assets and liabilities remaining in the RDA’s accounts as of dissolution and after transfer of Housing Assets to the Successor Housing Agency were transferred to a Fiduciary Fund called the Redevelopment Obligation Retirement Fund (RORF) established for the purpose of administering the Successor Agency. The Successor Agency is not a component unit of the City of El Cerrito and the City did not assume the Successor Agency’s assets and liabilities. Rather, the Successor Agency is charged with disposing of the assets and using any revenues that would have gone to the former RDA to pay enforceable obligations, and the City has simply elected to serve as the administrator. In El Cerrito’s case, the non-cash assets transferred were of nominal value and cash transferred was sufficient to meet the Successor Agency’s short-term obligations. The Dissolution Act provides a process for authorization of payments to be made on the Successor Agency’s recognized obligations. Each spring and fall, the Successor Agency prepares a Recognized Obligation Payment Schedule (ROPS) for an upcoming six-month period, which is subject to approval of an oversight board and DOF. Once approved, a ROPS serves as the spending plan during its operative period and the County Auditor-Controller (CAC) disburses funds sufficient for the Successor Agency to make payments on the approved ROPS. Expenditure or transfer of funds from the RORF is only permitted after consideration and approval of the payments on a ROPS by the Oversight Board, DOF and CAC. ---PAGE BREAK--- 148 In 2012, the state enacted amendments to the Dissolution Act, which included a provision for cash flow advances by the City to the Successor Agency, including litigation expenses related to dissolution as enforceable obligations, a requirement for a due diligence review of the former RDA’s funds, and a formula for repayment of loans to the Housing Asset Fund, detailed later in this section. SUCCESSOR AGENCY FINANCES The RDA was funded through tax increment generated from the City of El Cerrito Redevelopment Project Area, which was established and its Redevelopment Plan adopted in 1977. The Redevelopment Plan was amended and restated in 1993 and does not expire until 2025. Each year’s tax increment was the incremental difference in property tax revenue generated within the Project Area between that year and the base year of 1977. The Dissolution Act re-characterizes tax increment as Redevelopment Property Tax (RPT), but it is calculated in the same manner. Other than an insignificant amount of proceeds from loan receivables or asset sales, RPT is the only source of funding available to the Successor Agency to retire the former RDA’s enforceable obligations, which continue throughout the life of the Redevelopment Plan. Upon expiration of the Redevelopment Plan, property taxes collected in the Redevelopment Project Area will be distributed according to the allocations that existed prior to the adoption of the Redevelopment Plan. The Successor Agency’s obligations include all debts and costs to perform on obligations of the former RDA. Prior to distributing RPT to the Successor Agency, the CAC withholds administrative costs and pass-through payments paid to the taxing entities, which are calculated in the same manner as before dissolution. Any RPT not needed to make payments on the Successor Agency’s obligations is considered “residual” and is distributed to taxing entities that would have otherwise received the tax increment or property tax revenues in the Redevelopment Project Area. Table 10-1 is a summary of tax increment generated during redevelopment suspension, RPT generated through the end of ROPS 14-15A, and projected RPT that will be generated for subsequent ROPS periods through expiration of the City of El Cerrito Redevelopment Plan in FY 2024-25. The projection is based on a constant 3% annual growth in assessed value in the Redevelopment Project Area starting in FY 2014-15, which are reflected in the projection for ROPS 14- 15B. Table 10-1 also summarizes the amounts withheld by the County Auditor-Controller for administrative costs and pass-through payments, and the net tax increment or RPT remaining for enforceable obligations after these amounts are withheld. These costs and net amounts are actual through ROPS 14-15A and projected for subsequent ROPS periods. ---PAGE BREAK--- 149 Table 10-1 Tax Increment and Redevelopment Property Tax through FY2024-25 City of El Cerrito Redevelopment Project Area OBLIGATIONS The Successor Agency is responsible for the former RDA’s debts and obligations described below. The payment amounts are summarized on Table 10-2 that follows. Tax Allocation Bond Payments. The RDA had four tax allocation bonds issuances. All taxing entities had subordinated their pass-through payments to payments on the RDA’s bond debt, so if insufficient RPT is available to make bond debt service payments in a ROPS period, a portion the pass-through payments equal to the insufficient amount is deferred to a future ROPS period,. This occurred in ROPS II and deferred pass-through payments were made from RPT available for the ROPS 13-14A period. Valente Note. Payments of $288,215 are due in March each year. The purpose of the note was seller financing of land acquisition for a key transit-oriented development, revitalization site in the Del Norte BART area. The note is secured by a third-party deed of trust on the property, which is now owned by the El Cerrito Municipal Services Corporation (MSC). The MSC recorded a performance deed of trust against the property, which is an asset of the Successor Agency, agreeing to develop the property pursuant to Health & Safety Code 33433 and return any proceeds from future development to the RDA. The current value of the property is less than the balance due on the note. The Successor Fiscal Year ROPS Period Tax Increment or County Administration Pass-Thru Payments Net Available 2011-12 EOPS $2,710,783 $0 $0 $2,710,783 ROPS 1 $0 $0 $0 $0 2012-13 ROPS II $2,221,333 ($48,673) ($223,412) $1,949,248 ROPS III $2,606,039 ($48,009) ($482,915) $2,075,115 2013-14 13-14A $2,759,863 ($31,230) ($1,251,240) $1,477,393 13-14B $2,632,518 ($30,945) ($529,090) $2,072,483 2014-15 14-15A $2,630,209 ($39,968) ($529,090) $2,061,151 14-15B $2,641,321 ($31,036) ($528,264) $2,082,021 2015-16 15-16A $2,641,321 ($31,036) ($528,264) $2,082,021 15-16B $2,720,561 ($31,967) ($544,112) $2,144,482 2016-17 16-17A $2,720,561 ($31,967) ($544,112) $2,144,482 16-17B $2,802,178 ($32,926) ($560,436) $2,208,816 2017-18 17-18A $2,802,178 ($32,926) ($560,436) $2,208,816 17-18B $2,886,243 ($33,913) ($577,249) $2,275,081 2018-19 18-19A $2,886,243 ($33,913) ($577,249) $2,275,081 18-19B $2,972,830 ($34,931) ($594,566) $2,343,333 2019-20 19-20A $2,972,830 ($34,931) ($594,566) $2,343,333 19-20B $3,062,015 ($35,979) ($612,403) $2,413,633 2020-21 20-21A $3,062,015 ($35,979) ($612,403) $2,413,633 20-21B $3,153,875 ($37,058) ($630,775) $2,486,042 2021-22 21-22A $3,153,875 ($37,058) ($630,775) $2,486,042 21-22B $3,248,491 ($38,170) ($649,698) $2,560,623 2022-23 22-23A $3,248,491 ($38,170) ($649,698) $2,560,623 22-23B $3,345,946 ($39,315) ($669,189) $2,637,442 2023-24 23-24A $3,345,946 ($39,315) ($669,189) $2,637,442 23-24B $3,446,324 ($40,494) ($689,265) $2,716,565 2024-25 24-25A $3,446,324 ($40,494) ($689,265) $2,716,565 24-25B $3,549,714 ($41,709) ($709,943) $2,798,062 ---PAGE BREAK--- 150 Agency will need to coordinate with both the note holder and the MSC on future transactions involving development of the property and/or repayment or the note. Housing Loan Commitments. On January 31, 2012, the RDA had contracts with two affordable housing developers to make predevelopment loans on housing projects already underway. The City and Eden Housing have entered into a disposition and development agreement (DDA) for an affordable senior housing/mixed-use project adjacent to City Hall. Ohlone Gardens LP commenced construction on an affordable multi-family/special needs project on Portola Drive on property purchased in part with a loan from the RDA. The predevelopment portions of the two loans were funded on ROPS 13-14B. DOF continues to deny the enforceability of the post-DDA portion of the loan to Eden Housing, which is the $250,000 payment listed on Table 10-2 as an obligation for the ROPS 14-15B period, since the Successor Agency is continuing to pursue funding. ERAF and SERAF Loan Payments. The RDA borrowed housing funds from the Low & Moderate Income Housing Fund to make payments to the State for the Educational Revenue Augmentation Fund (ERAF) in 2005 and 2006 and to the Supplemental ERAF (SERAF) in 2010. The Successor Agency made a payment to the City Housing Asset Fund during the ROPS I period. Subsequent payments were delayed by the Dissolution Act, as interpreted by DOF, until the ROPS 14-15A period. The calculation of the maximum payment is one half the incremental change in residual RPT after all other obligations are paid. Cooperation Agreement with the El Cerrito Municipal Services Corporation. In February 2011, the RDA entered into a Public Improvements and Cooperation Agreement for the City of El Cerrito Redevelopment Project Area with the City of El Cerrito. The City partially assigned the Cooperation Agreement to the MSC, which is a separate nonprofit, public benefit corporation. The RDA made payments under the agreement to the MSC prior to dissolution, which were listed on the RDA’s Enforceable Obligations Payment Schedule prepared during suspension and not disputed by DOF. Despite Oversight Board approval of the Cooperation Agreement, DOF has not approved payments on the Cooperation Agreement by the Successor Agency. Projects being funded by the MSC include economic development activities, development of MSC-owned land, and coordination with City and other transit agencies on sustainable transit-oriented development efforts. The Cooperation Agreement is key to increasing the property tax base and will benefit all taxing entities serving the Redevelopment Project Area over the long term. The Successor Agency is continuing to pursue payments towards the Cooperation Agreement obligation and payments are listed on Table 10-2 beginning in the ROPS 15-16A period. The Successor Agency, the City, and the MSC have filed litigation challenging DOF’s denial of the Cooperation Agreement as an enforceable obligation. Other Obligations. The Successor Agency has several small obligations, such as a vacation accrual liability from the former RDA, required completion of a Due Diligence Review, and litigation expenses. The vacation accrual liability and Due Diligence Review obligations have been paid. Litigation expenses have been funded on ROPS 13-14B and ROPS 14-15A. Administrative cost allowance. The Successor Agency is entitled to an administrative cost allowance of $250,000 per fiscal year. Cash Flow Loan. Due to insufficient RPT during ROPS III, the City advanced a portion of the FY2012-13 administrative allowance and litigation expenses.The Department of Finance approved the cash flow loan for these advances, which was funded on ROPS 13-14A. Streetscape Project. The RDA and City undertook a multi-year capital improvement project beginning in 2004 and completed in 2012. A significant portion of the expenditures by the City on planning and construction were to be funded through a commitment of tax increment and bond proceeds by the RDA. However, during project close-out, it was determined the RDA had not funded its commitments on which the City had relied when letting contracts. The Successor Agency requested RPT on ROPS 14- ---PAGE BREAK--- 151 15A for this prior year RDA obligation, which was approved by the Oversight Board but denied by DOF. The Successor Agency will continue to pursue RPT for this obligation and is listing the unpaid amount on ROPS 14-15B. Table 10-2 is a summary of the Successor Agency’s obligations through FY 2024-25 including the Administrative Allowance, for which disbursements of RPT are requested for each ROPS period. If the obligations payable in a ROPS period exceed the amount of RPT available for that period, the Successor Agency may defer payment where possible or seek a cash flow loan from the City in order to avoid defaulting on an obligation. Starting with ROPS 14-15A, the Successor Agency requested a reserve for bond debt service due in the subsequent ROPS period in order to smooth out its cash flow. Table 10-2 Recognized Obligation Payment Schedules Through FY2024-25 City of El Cerrito Redevelopment Project Area Table 10-3 summarizes the projected residual RPT based on what has been projected to be available and obligated for each ROPS period. Any remaining residual is then paid to the taxing entities serving the Redevelopment Project Area according to their standard tax allocations. The City of El Cerrito will receive about 22% of RPT residual. Fiscal Year ROPS Period Debt Service Valente Note Housing Loans SERAF/ ERAF Loans Cooperation Agreement Other Admin Allowance Cash Flow Loan Streetscape Project 2011-12 EOPS $433,109 $0 $46,669 $0 $1,031,340 $245,677 $0 $0 $0 ROPS 1 $0 $288,215 $0 $415,773 $0 $0 $250,000 $0 $0 2012-13 ROPS II $1,949,250 $0 $0 $0 $0 $0 $0 $0 $0 ROPS III $1,621,140 $288,215 $0 $0 $0 $17,132 $142,487 $0 $0 2013-14 13-14A $389,243 $0 $531,152 $0 $0 $19,392 $250,000 $238,000 $0 13-14B $1,694,705 $288,215 $0 $0 $0 $96,655 $0 $0 $0 2014-15 14-15A $1,063,616 $0 $0 $24,803 $0 $90,000 $125,000 $0 $0 14-15B $1,063,616 $288,215 $250,000 $0 $0 $0 $125,000 $0 $604,041 2015-16 15-16A $1,084,561 $0 $0 $75,284 $300,000 $0 $125,000 $0 $0 15-16B $1,084,561 $288,215 $0 $0 $300,000 $0 $125,000 $0 $0 2016-17 16-17A $1,148,109 $0 $0 $250,000 $300,000 $0 $125,000 $0 $0 16-17B $1,148,109 $288,215 $0 $0 $300,000 $0 $125,000 $0 $0 2017-18 17-18A $972,242 $0 $0 $250,000 $300,000 $0 $125,000 $0 $0 17-18B $972,242 $288,215 $0 $0 $300,000 $0 $125,000 $0 $0 2018-19 18-19A $1,041,192 $0 $0 $250,000 $300,000 $0 $125,000 $0 $0 18-19B $1,041,192 $288,215 $0 $0 $300,000 $0 $125,000 $0 $0 2019-20 19-20A $860,586 $0 $0 $250,000 $0 $0 $125,000 $0 $0 19-20B $860,586 $288,215 $0 $0 $0 $0 $125,000 $0 $0 2020-21 20-21A $1,078,851 $0 $0 $147,231 $0 $0 $125,000 $0 $0 20-21B $1,078,851 $288,215 $0 $0 $0 $0 $125,000 $0 $0 2021-22 21-22A $1,104,200 $0 $0 $0 $0 $0 $125,000 $0 $0 21-22B $1,104,200 $288,215 $0 $0 $0 $0 $125,000 $0 $0 2022-23 22-23A $1,126,251 $0 $0 $0 $0 $0 $125,000 $0 $0 22-23B $1,126,251 $288,215 $0 $0 $0 $0 $125,000 $0 $0 2023-24 23-24A $0 $0 $0 $0 $0 $0 $125,000 $0 $0 23-24B $0 $288,215 $0 $0 $0 $0 $125,000 $0 $0 2024-25 24-25A $0 $0 $0 $0 $0 $0 $125,000 $0 $0 24-25B $0 $0 $0 $0 $0 $0 $125,000 $0 $0 ---PAGE BREAK--- 152 Table 10-3 Projected Residual RPT and City of El Cerrito Share City of El Cerrito Redevelopment Project Area ADMINISTRATIVE BUDGET The Dissolution Act requires the Successor Agency to prepare a budget for approval by the Oversight Board. Table 10-4 is the FY 2014-15 Administrative Budget approved by the Successor Agency on February 18, 2014 and by the Oversight Board on February 26, 2014. Fiscal Year ROPS Period Residual RPT City Share 2011-12 EOPS ROPS 1 2012-13 ROPS II ROPS III 2013-14 13-14A 49,606 10,913 13-14B - - 2014-15 14-15A 757,732 166,701 14-15B - - 2015-16 15-16A 497,176 109,379 15-16B 346,706 76,275 2016-17 16-17A 321,373 70,702 16-17B 347,492 76,448 2017-18 17-18A 561,574 123,546 17-18B 589,624 129,717 2018-19 18-19A 558,889 122,956 18-19B 588,926 129,564 2019-20 19-20A 1,107,747 243,704 19-20B 1,139,832 250,763 2020-21 20-21A 1,062,551 233,761 20-21B 993,976 218,675 2021-22 21-22A 1,256,842 276,505 21-22B 1,043,208 229,506 2022-23 22-23A 1,309,372 288,062 22-23B 1,097,976 241,555 2023-24 23-24A 2,512,442 552,737 23-24B 2,303,350 506,737 2024-25 24-25A 2,591,565 570,144 24-25B 2,673,062 588,074 ---PAGE BREAK--- 153 Table 10-4 Approved FY 2013-14 Administrative Budget Successor Agency to the El Cerrito Redevelopment Agency The amounts in Table 10-4 are included within the City’s Operating Budget and are displayed here for informational purposes. Actual expenses of administering the Successor Agency will be charged to the City’s General Fund and the Administrative Allowance will be reflected as revenue in the City’s General Fund when it is reimbursed by the Successor Agency. The City is entitled to the administrative allowance of $250,000 annually, regardless of its actual expenses. As such, City staff will minimize expenses to the greatest degree possible, but the budget was prepared recognizing the high cost of administering dissolution. Entity/Activity Successor Agency Oversight Board Staffing (Total Compensation plus Overhead) Administration $55,000 $35,000 Finance $60,000 $30,000 Community Development $20,000 $10,000 City Clerk $15,000 $10,000 Legal Services $50,000 Financial & Audit Services $10,000 Bond-related Costs $10,000 Supplies $1,000 $500 Postage $100 $100 Copies $100 $100 Website $1,000 $1,000 Advertising/Legal Notices $500 $500 Property Management $1,000 Totals $223,700 $87,200 ---PAGE BREAK--- 154 ---PAGE BREAK--- 155 SECTION 11: OTHER ENTITIES The City Council of the City of El Cerrito serves as members of the governing body of two other entities: the Employee’s Pension Board and the Public Financing Authority, These entities are separate agencies from the City and are accounted for separately. EMPLOYEES’ PENSION FUND The City of El Cerrito Employees’ Pension Fund is a component unit of the City of El Cerrito and a separate fund is maintained by the City to account for the Plan assets. The City Council serves as the Pension Board. The Pension Board has exclusive control over the pension plan and accordingly, the City is financially accountable for the Plan and its operation. This Fund provides a pension system for those former employees of the City who, on February 6, 1959, chose not to be covered by Social Security or by the California Public Employees’ Retirement System. The Plan is a single-employer defined benefit pension plan. There are three participants in this pension system—all retired. This Fund provides for the: • Disbursement of appropriate pension payments; • Maintenance of true and correct records of all contributions to and payments from the Pension Fund; and • Services of actuaries who render a report every three years, or as needed, as to the costs of maintaining properly funded reserves for this pension fund. The most recent report was prepared as of July 1, 2013. Payments into this Fund are based upon actuarial studies of the estimated costs of meeting the City’s obligations under the retirement contract with the members of this system. The goal is to have the reserve fund balances decrease as the pension liability decreases. No new members may join this plan. The revenues and expenditures of the Employees’ Pension Board are shown in Tables 11-1 and 11-2: Table 11-1 Pension Fund Revenues Revenue Source FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Contribution-General Fund $112,257 $112,500 113,976 113,976 Total $112,257 $112,500 $113,976 $113,976 Table 11-2 Pension Fund Expenditures Accounts FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Other Charges 1,455 $1,500 1,500 1,500 Pension Payments 110,802 111,000 112,476 112,476 Total $112,257 $112,500 $113,976 $113,976 ---PAGE BREAK--- 156 PUBLIC FINANCING AUTHORITY The City of El Cerrito Public Financing Authority (PFA) has been utilized since FY 2002-03 to account for the debt service for Measure A Lease Revenue Bonds used to fund the swim center reconstruction. In FY 2006-07 the PFA issued Lease Revenue Bonds needed to finance construction of the new City Hall and in FY 2007-08 issued Sales Tax Revenue Bonds to fund the Street Improvement Project. The Board of Directors of the Authority consists of members of the elected City Council of El Cerrito, the El Cerrito City Manager and the El Cerrito Finance Director. In FY 2012-13 the Measure A Lease Revenue Bonds were refinanced which allowed the reserve requirement to be reduced by half. Revenues and expenditures for the Authority are shown in Tables 11-3 through 11-8. Table 11-3 Measure A Finance Authority Revenues Revenue Source FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Interest Earnings $18 $100 $50 $50 Xfr in-Measure A Parcel Tax 334,057 359,058 369,524 368,039 Total $334,075 $362,605 $369,574 $368,089 Table 11-4 Measure A Finance Authority Expenditures Accounts FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Other Charges $52,313 $6,250 $6,250 $6,250 Transfer to Reduce Reserve 185,333 Principal Payments 2,685,000 312,800 323,300 328,200 Interest Payments 86,417 46,258 40,024 33,639 Total $3,009,063 $365,308 $369,574 $368,089 Table 11-5 City Hall Finance Authority Revenues Revenue Source FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Interest Earnings $1,885 $100 $4,000 $4,000 Xfr in- General Fund 595,527 596,308 593,768 594,246 Total $597,412 $596,408 $597,768 $598,246 Table 11-6 City Hall Finance Authority Expenditures Accounts FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Other Charges $1,080 $1,000 $1,000 $1,000 Principal Payments 215,000 220,000 230,000 240,000 Interest Payments 384,008 375,308 366,768 357,246 Total $600,088 $596,308 $597,768 $598,246 ---PAGE BREAK--- 157 Table 11-7 Street Improvement Finance Authority Revenues Revenue Source FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Interest Earnings $2,336 $100 $4,000 $4,000 Xfr in- Street Imp Fund 736,722 740,000 733,408 734,228 Total $739,058 $740,100 $737,408 $738,228 Table 11-8 Street Improvement Finance Authority Expenditures Accounts FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Other Charges $1,080 $1,000 $1,000 $1,000 Principal Payments 255,000 265,000 270,000 280,000 Interest Payments 484,078 470,780 466,408 457,228 Total $740,158 $736,780 $737,408 $738,228 ---PAGE BREAK--- 158 ---PAGE BREAK--- 159 SECTION 12: CAPITAL IMPROVEMENTS In the same manner that multi-year planning has proven to be beneficial as the City considers the programs and services which are supported by the operating budget, it also is desirable to do multi- year planning for the City's capital needs. Accordingly, when the City Council adopts the operating budget it also adopts a ten-year Capital Improvement Program, with the first year adopted as revenue and expenditure appropriations. THE CAPITAL PLANNING PROCESS The Capital Improvement Program (CIP) is a strategy for planning and programming public physical improvements. It includes improvements that are scheduled over the next 10 years. By creating the Strategic Plan goal to “Develop and Rehabilitate Public Facilities”, the City Council recognized that identifying the City’s needs for physical facilities stimulates policy discussion about methods of paying for those needs and for prioritizing among the various needs in multiple program areas. The CIP indicates the expected timing and the approximate cost for each project. Adoption of the CIP indicates City Council approval of the projects. The 10-Year CIP is comprised of those projects for which a scope and a cost estimate is available. In some cases, an ongoing program is shown simply as a project, and the specific year-to-year scope is yet to be identified. Funding sources have been identified where possible, but many projects are included for which no funding source has been secured or, at times, identified. The 10-Year CIP is reviewed and updated each year to reflect changes in priorities, scheduling realities, the availability of funding, and to include such new projects that have been identified over the past year. It can also be amended periodically as new projects or funding sources are identified. The 10-Year CIP is shown in Tables 12-1 and 12-2. The CIP Budget (CIPB), as shown in Table 12-3, serves to identify the appropriation of expenditures in the first two years. However, the CIPB is not a commitment to a particular project nor a limitation to a particular cost identified in the second year. The only exception are the projects shown as part of the Street Improvement Capital Fund (Fund 211 – Measure A 2008), which constitute the Annual Program of Maintenance and Improvement pursuant to the Measure A Street Improvement Program approved by voters in 2008. A distinction between the 10-Year CIP and CIPB is that the CIPB is adopted as a part of the operating budget, whereas the longer term CIP does not necessarily have legal significance nor commit the City to a particular expenditure in an out year. The 10-Year CIP is, essentially, a planning document: it is a basic tool for scheduling anticipated capital projects and capital financing. ---PAGE BREAK--- 160 CAPITAL IMPROVEMENT SUMMARY The CIP currently has 32 identified projects, including 14 active projects that are either in construction or undergoing planning/design. The category with the largest number of active projects in the next two years is the Streets category, followed by the Creeks & Trails category. The only active project in the Facilities category is within the Swim Center Capital Fund. FY 2014-15 expenditures total approximately $3.8 million and FY 2015-16 expenditures total approximately $2.8 million. As in recent years, the General Fund is making no contribution to the Capital Improvement Program. The largest projects (approximately $500,000 or over) in FY 2014-15 include construction of the Ohlone Nature Area and Rain Gardens, acquisition of the Madera property to expand the Hillside Natural Area, design of the Ohlone Greenway-BART Station Area Access, Safety and Placemaking Improvements, and two paving projects. These projects are largely funded through various regional, state and federal grants that have been leveraged with Measure A Street Improvements Funds. TABLES AND PROJECT INFORMATION SHEETS A complete list of the projects in the 10-Year CIP is provided in Table 12-1. The projects are arranged by Category (Administration, Facilities, Parks, Streets, etc.) with a column showing the planned Funding Sources (General Fund, Measure A, Grants, etc.) Table 12-2 provides a detailed summary of the same projects in Table 12-1 arranged by Funding Source instead of Category. Table 12-3 lists the the proposed appropriation for each fund in FY 2014-15 and FY 2015-16 (the CIPB), and is arranged in the same categories as the 10-Year CIP. Projects with no fiscal activity in these two years are not included in Table 12-3. Following these tables are the detailed Project Information Sheets. This section includes a sheet for each project in the 10-Year CIP that contains the following information: • A Description of the Project with a Discussion of Need, Service Level, Pertinent Issues, and Status • Estimates of capital and operating costs, or other fiscal impacts of the project to the future operations of the City • Project location, department involved, and the project manager ---PAGE BREAK--- 161 LEGEND The following codes are utilized in Tables 12-1, 12-2 and 12-3: Fund Source Categories 101 General Fund AD Administration 805, 806, 811 Redevelopment Agency Funds FA Facilities 201 Gas Tax PK Parks 204 Measure C CR Creeks and Trails 205 Measure J (Storm Drain) ST Streets and Transportation 206 Measure A (Swim Center) SD Storm Drain 210 Park-In-Lieu Fund 211 Measure A (Street Improvements) 501 Integrated Waste Services Fund A Other Sources/Secure B Other Sources/Non-Secure or Unidentified ---PAGE BREAK--- 162 Proposed Proposed Projected Projected Project # Fund Source 2014-15 2015-16 2016-17 2017-18 ADMINISTRATION 1 Energy & Water Efficiency Program C3043 A 15,247 $ - $ - $ - $ 2 Fire Flow Upgrade tbd B - - - - FACILITIES 3 Swim Center Capital Enhancements C3050-Varies 206 101,000 101,000 101,000 101,000 4 Access Modifications - Facilities varies B - - - - 5 Library C1005 B - - - - 6 Senior Center C4012 B - - - - 7 Public Safety Building tbd B - - - - 8 Corporation Yard Improvements tbd B - - - - 9 Facilities Seismic Retrofit tbd B - - 150,000 200,000 PARKS 10 Huber Park Improvements C3054 A 170,414 - - - 11 Hillside Natural Area Improvements C3075 A, B 594,693 - - - 12 Canyon Trail Clubhouse Enhancements tbd 206 150,000 - - - 13 Park Facilities Rehab & Improvement Program tbd B - - 100,000 - 14 Urban Forest Management Program C3042, tbd B - - 50,000 50,000 CREEKS & TRAILS 15 Ohlone Natural Area & Rain Gardens C3067 A 497,047 - - - 16 Ohlone Greenway Impr - Blake to Hill C3069 210 100,000 - 197,081 - 17 Ohlone-BART Station Access, Safety & Placemaking C3076 A, 210 545,000 1,690,013 1,690,013 - 18 Ohlone Greenway Wayfinding Signage tbd A, B 118,200 - - - 19 Ohlone Greenway Master Plan Improvements tbd B - - - - 20 Creek Major Maintenance & Restoration tbd B - - 50,000 - STREETS-TRANSPORTATION 21 Street Improvement Program C3027/C3074 204, 211, A 1,078,831 475,000 484,500 484,500 22 Access Modifications - Streets C3024 204, A 133,441 70,000 70,000 70,000 23 Arlington Curve at Brewster Drive Safety Imprv C3071 211, A 130,000 140,538 - - 24 City-Wide Signage C3028 B - - - - 25 Del Norte TOD Infrastructure C4014 A, B - - - - 26 Balra Retaining Wall Replacement C3058 B - - - - 27 Traffic Safety & Management Program C3070 211, B 50,000 25,000 325,000 300,000 28 Wildcat Drive Repair tbd B - - - - 29 PDA Streetscape Improvements tbd B - - - - 30 Safe Routes to School Program tbd B - - - 500,000 31 Citywide Path/Stairway/Boardwalk Rehab & Imprv tbd B - - 100,000 725,000 STORM DRAIN 32 Storm Drain Program tbd 205 100,000 330,000 250,000 250,000 TOTAL 3,783,873 $ 2,831,551 $ 3,567,594 $ 2,680,500 $ Table 12-1 2014-15 to 2023-24 Capital Improvement Program 10-Year Expenditure Plan (By Category) ---PAGE BREAK--- 163 Projected Projected Projected Projected Projected Projected Projected 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 Unidentified Year - $ - $ - $ - $ - $ - $ - $ - - - - - - 4,383,000 - - - - - - - - - - - - - 3,228,550 - - - - - - 21,020,000 - - - - - - 11,438,200 - - - - - - 30,101,200 - - - - - - 309,300 250,000 300,000 300,000 300,000 300,000 300,000 874,000 - - - - - - - - - - - - - - - - - - - - - - - - - - - 1,643,700 50,000 50,000 50,000 50,000 50,000 50,000 50,000 - - - - - - - - - - - - - - - - - - - - - - - - - - - 200,800 - - - - - - 2,761,083 - - - - - - 854,050 484,500 484,500 484,500 484,500 484,500 484,500 - 70,000 71,400 72,900 74,400 75,900 77,500 5,300,000 - - - - - - - - - - - - - 200,000 - - - - - - 25,000,000 - - - - - - 325,000 300,000 300,000 300,000 300,000 300,000 300,000 - - - - - - - 2,500,000 - - - - - - 4,917,500 - 500,000 - 500,000 - 500,000 - - - - - - - - 250,000 350,000 350,000 350,000 350,000 350,000 - 1,404,500 $ 2,055,900 $ 1,557,400 $ 2,058,900 $ 1,560,400 $ 2,062,000 $ 115,106,383 $ ---PAGE BREAK--- 164 Proposed Proposed Projected Projected Project # Category 2014-15 2015-16 2016-17 2017-18 204 Measure J (CCTA) Access Modifications - Streets C3024 ST 115,441 70,000 70,000 70,000 SUBTOTAL Measure J (CCTA) 115,441 70,000 70,000 70,000 205 Measure J (Storm Drain) Storm Drain Program tbd SD 100,000 330,000 250,000 250,000 SUBTOTAL Measure J (Storm Drain) 100,000 330,000 250,000 250,000 206 Measure A (Swim Center) Swim Center Capital Enhancements C3050-Varies FA 101,000 101,000 101,000 101,000 Canyon Trail Clubhouse Enhancements tbd PK 150,000 - - - SUBTOTAL Measure A (Swim Center) 251,000 101,000 101,000 101,000 210 Park-in-lieu Fund Ohlone Greenway Impr - Blake to Hill C3069 CR 100,000 - 197,081 - Ohlone-BART Station Access, Safety & Placemaking C3076 CR 27,000 61,500 61,500 - Ohlone Greenway Master Plan Improvements tbd CR - - - - SUBTOTAL Park-in-lieu 127,000 61,500 258,581 - 211 Measure A (Street Improvements) Street Improvement Program C3027/C3074 ST 448,831 475,000 484,500 484,500 Arlington Curve at Brewster Drive Safety Imprv C3071 ST 13,000 19,738 - - Traffic Safety & Management Program C3070 ST 50,000 25,000 25,000 25,000 SUBTOTAL Measure A (Street Improvements) 511,831 519,738 509,500 509,500 A Other Sources - Secure Energy & Water Efficiency Program C3043 AD 15,247 - - - Huber Park Improvements C3054 PK 170,414 - - - Hillside Natural Area Improvements C3075 PK 594,693 - - - Urban Forest Management Program C3042, tbd PK - - - - Ohlone Natural Area & Rain Gardens C3067 CR 497,047 - - - Ohlone-BART Station Access, Safety & Placemaking C3076 CR 518,000 1,628,513 1,628,513 - Ohlone Greenway Wayfinding Signage tbd CR 118,200 - - - Street Improvement Program C3027/C3074 ST 630,000 - - - Access Modifications - Streets C3024 ST 18,000 - - - Arlington Curve at Brewster Drive Safety Imprv C3071 ST 117,000 120,800 - - Del Norte TOD Infrastructure C4014 ST - - - - SUBTOTAL Other (Secure) 2,678,601 1,749,313 1,628,513 - Indicates funding from multiple sources Table 12-2 2014-15 to 2023-24 Capital Improvement Program 10-Year Expenditure Plan (By Funding Source) ---PAGE BREAK--- 165 Projected Projected Projected Projected Projected Projected Projected 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 Unidentified Year 70,000 71,400 72,900 74,400 75,900 77,500 5,300,000 70,000 71,400 72,900 74,400 75,900 77,500 5,300,000 250,000 350,000 350,000 350,000 350,000 350,000 - 250,000 350,000 350,000 350,000 350,000 350,000 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 200,000 - - - - - - 200,000 484,500 484,500 484,500 484,500 484,500 484,500 - - - - - - - - 25,000 25,000 25,000 25,000 25,000 25,000 - 509,500 509,500 509,500 509,500 509,500 509,500 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 6,875,000 - - - - - - 6,875,000 ---PAGE BREAK--- 166 Table 12-2 (continued) Proposed Proposed Projected Projected Project # Category 2014-15 2015-16 2016-17 2017-18 B Other Sources - Nonsecure or Unidentified Fire Flow Upgrade tbd AD - - - - Access Modifications - Facilities varies FA - - - - Library C1005 FA - - - - Senior Center C4012 FA - - - - Public Safety Building tbd FA - - - - Corporation Yard Improvements tbd FA - - - - Facilities Seismic Retrofit tbd FA - - 150,000 200,000 Hillside Natural Area Improvements C3075 PK - - - - Park Facilities Rehab & Improvement Program tbd PK - - 100,000 - Urban Forest Management Program C3042, tbd PK - - 50,000 50,000 Ohlone Greenway Wayfinding Signage tbd CR - - - - Ohlone Greenway Master Plan Improvements tbd CR - - - - Creek Major Maintenance & Restoration tbd CR - - 50,000 - City-Wide Signage C3028 ST - - - - Del Norte TOD Infrastructure C4014 ST - - - - Balra Retaining Wall Replacement C3058 ST - - - - Traffic Safety & Management Program C3070 ST - - 300,000 275,000 Wildcat Drive Repair tbd ST - - - - PDA Streetscape Improvements tbd ST - - - - Safe Routes to School Program tbd ST - - - 500,000 Citywide Path/Stairway/Boardwalk Rehab & Imprv tbd ST - - 100,000 725,000 SUBTOTAL Other (non secure) - - 750,000 1,750,000 TOTAL 3,783,873 $ 2,831,551 $ 3,567,594 $ 2,680,500 $ Indicates funding from multiple sources ---PAGE BREAK--- 167 Projected Projected Projected Projected Projected Projected Projected 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 Unidentified Year - - - - - - 4,383,000 - - - - - - 3,228,550 - - - - - - 21,020,000 - - - - - - 11,438,200 - - - - - - 30,101,200 - - - - - - 309,300 250,000 300,000 300,000 300,000 300,000 300,000 874,000 - - - - - - - - - - - - - 1,643,700 50,000 50,000 50,000 50,000 50,000 50,000 50,000 - - - - - - 200,800 - - - - - - 2,561,083 - - - - - - 854,050 - - - - - - 200,000 - - - - - - 18,125,000 - - - - - - 325,000 275,000 275,000 275,000 275,000 275,000 275,000 - - - - - - - 2,500,000 - - - - - - 4,917,500 - 500,000 - 500,000 - 500,000 - - - - - - - - 575,000 1,125,000 625,000 1,125,000 625,000 1,125,000 102,731,383 1,404,500 $ 2,055,900 $ 1,557,400 $ 2,058,900 $ 1,560,400 $ 2,062,000 $ 115,106,383 $ ---PAGE BREAK--- 168 Fund Proposed Proposed Project # Source 2014-15 2015-16 Capital Improvement Fund (301) ADMINISTRATION Energy & Water Efficiency Program C3043 A $15,247 $0 PARKS Huber Park Improvements C3054 A $170,414 $0 Hillside Natural Area Improvements C3075 A $594,693 $0 CREEKS & TRAILS Ohlone Greenway Impr - Blake to Hill C3069 210 $100,000 $0 Ohlone Nature Area & Rain Gardens C3067 A $497,047 $0 Ohlone-BART Station Placemaking Imprv C3076 210 $27,000 $61,500 Ohlone-BART Station Placemaking Imprv C3076 A $518,000 $1,628,513 Ohlone Greenway Wayfinding Signage TBD A $118,200 $0 STREETS-TRANSPORTATION Access Modifications - Streets C3024 A $18,000 $0 Arlington Curve at Brewster Drive Safety Imprv C3071 211 $13,000 $19,738 Arlington Curve at Brewster Drive Safety Imprv C3071 A $117,000 $120,800 Subtotal Capital Improvement Fund $2,188,601 $1,830,551 Measure J Return to Source (204) STREETS-TRANSPORTATION Access Modifications - Streets C3024 204 115,441 $ 70,000 $ Measure J Storm Drain (205) STORM DRAIN Storm Drain Program tbd 205 100,000 $ 330,000 $ Measure A Swim Center & Park Facilities (206) FACILITIES Swim Center Enhancements C3050 206 101,000 $ 101,000 $ PARKS Canyon Trail Clubhouse Enhancements tbd 206 150,000 $ - $ Subtotal Capital Improvement Fund 251,000 $ 101,000 $ Measure A Street Improvements (211)** STREETS-TRANSPORTATION Annual Street Improvement Program C3027 211 215,000 $ 475,000 $ Street Rehabilitation, Federal Paving C3074 211 233,831 $ - $ Street Rehabilitation, Federal Paving C3074 A 630,000 $ - $ Traffic Safety & Management Program C3070 211 50,000 $ 25,000 $ Subtotal Street Improvements Fund 1,128,831 $ 500,000 $ Total Capital Improvements Program Budget Appropriations 3,783,873 $ 2,831,551 $ Table 12-3 Capital Improvement Program Budget **Also See Public Works Department Budget for Non-Capital Expenditures in Annual Program of Maintenance and Improvement pursuant to the Measure A Street Improvement Program ---PAGE BREAK--- 169 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year General Fund CIP Fund (301) Unidentified Rebates/Misc Revenues Operating Energy Misc Prior Years - - - 20,701 - - - 2014-15 - - - 15,247 - - - 2015-16 - - - - - - - 2016-17 - - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - 2022-23 - - - - - - - 2023-24 - - - - - - - Unidentified - - - - - - - Subtotal - - - 35,948 - - - Total Capital Costs: 35,948 Total Other Costs: - 35,948 Statement of Need, Service Level, and Issue: Project Description: Need/Service Level: Pertinent Issues: Status: Cost Estimate: Admin. Design: Constr Mgt: - Equipment: Constr: - Other: 35,948 Contingency: - TOTAL: 35,948 $ C3043 Community Sustainability Division Project Rebates, Grants CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Energy and Water Efficiency Program Community Sustainability Division All A Various Because planning for efficiency projects requires time, establishing a CIP to pay for multi-year projects is critical to achieving success in energy and water efficiency CIP implementation. EWEP funds are also instrumental in providing match funds for grant sources and rebates. Having a ready pool of EWEP funds allows staff to quickly respond to grant and rebate opportunities. Capital Costs Other Costs Strategic Plan Goals: Ongoing TOTAL ALL COSTS: EWEP provides an ongoing mechanism for funding energy and water conservation projects in municipal buildings through an initial investment plus reinvestment of a portion of the financial savings generated through these conservation projects into current and future efficiency projects. The following energy and water efficiency projects are currently being investigated: additional pool pump controls at the Swim Center; LED replacement of sport lamps at the Moeser Lane Tennis Courts; a user friendly energy management system dashboard for City Hall and the Community Center; LED Streetlights for City-owned facilities; and additional satellites to hook park facilities into the City's centralized weather-based smart irrigation controls. EWEP helps achieve the following Strategic Plan Goals: A-Deliver Exemplary Govt Services; D-Develop & Rehabilitate Public Facilities; F-Foster Environmental Sustainability: By investing in resource saving municipal projects, the City is saving on both immediate and long-term operating costs. EWEP also uses energy efficiency as an opportunity to upgrade and modernize City equipment and reduce maintenance costs. There are numerous opportunities to incorporate energy and water efficiency into existing facilities and landscapes. Capitalizing on these opportunities will save energy and water as well as provide ongoing savings to the General Fund and other operating funds, such as LLAD. EWEP helps leverage outside sources of funds to help modernize equipment in City facilities, thereby improving equipment performance, lighting quality and user comfort. From 2009-2012, EWEP leveraged $24,000 to accomplish $183,000 to implement comprehensive lighting retrofits in all city buildings and along the Ohlone Greenway, to retro-commission the City Hall HVAC system, and to pay for incremental costs in purchasing high efficiency equipment at time of replacement. This work helped the City accomplish other goals, such as improving safety, aesthetics, and maintenance on the Ohlone Greenway, upgrading our lighting in advance of the State-mandated sunset of T-12 lighting, repairing inoperable lighting fixtures and controls, and fixing legacy code violations. ---PAGE BREAK--- 170 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year General Fund (101) Unidentified Operating Energy Misc Prior Years - - - - - - - 2014-15 - - - - - - - 2015-16 - - - - - - - 2016-17 - - - - - - - 2017-18 - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - 2022-23 - - - - - - - 2023-24 - - - - - - - Unidentified - 4,383,000 - - - - - Subtotal - 4,383,000 - - - - - 4,383,000 - $4,383,000 Statement of Need, Service Level, and Issue: Project Description: Need/Service Level: Pertinent Issues: Status: Capital Cost Estimate: Admin. 76,900 Design: 461,400 Constr Mgt: - Equipment: Constr: 3,844,700 Other: Contingency: - TOTAL: 4,383,000 $ TOTAL ALL COSTS: A fire flow study was completed in 2006 that also included cost estimates. No funding source available at this time. This project is intended to upgrade the existing water supply system to improve the fire flow in the area located east of Arlington Blvd. to the city limits. This upgrade will include 10,440' of new and upgraded pipe and an addition of 11 new hydrants. With this upgrade the Fire Flow in this area will achieve our 3,000 gallons per minute (GPM) goal. General Plan Objective: El Cerrito Fire Department's objective is to improve the Fire Flow capability of the water distribution system within the City of El Cerrito, specifically, the area located east of Arlington Blvd. to the City limits. The desired Fire Flow selected in this area is 3000 gallons per minute (GPM) for two hours from three adjacent fire hydrants flowing simultaneously at a residual pressure of 20 pounds per square inch (PSI). These upgrades would improve the Fire Flow to combat a wildland interface fire in an area where the current water supply is sufficient for use on residential structure fires. At this point in time, a funding source has not been identified. When a funding source becomes available this project will be completed through a interfund agreement with EBMUD. Staff will explore grant funding possibilities and also work with EBMUD to request needed upgrades as standard maintenance is completed. This project will also have the ability to be completed in stages. B East of Arlington Blvd. CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Fire Flow Upgrade Fire Department tbd Public Works/Fire Department Unidentified Fire Department/General Public Capital Costs Other Costs In the interest of community fire safety, firefighting staff has set a long term goal of upgrading the Fire Flow between the East Bay Regional Park District and the City of El Cerrito Interface. Total Capital Costs: Total Other Costs: ---PAGE BREAK--- 171 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year Measure A (206) Debt Costs Energy Rebates Prior Years ongoing - - - 51,000 (36,870) (15,450) 2014-15 101,000 - - - 51,000 (38,428) (15,373) 2015-16 101,000 - - - 51,000 (40,052) (15,269) 2016-17 101,000 - - - 51,000 (41,745) (15,220) 2017-18 101,000 - - - 51,000 (43,509) (15,143) 2018-19 - - - - 51,000 (45,348) 2019-20 - - - - 51,000 (47,262) - 2020-21 - - - - 51,000 (51,344) - 2021-22 - - - - 51,000 (53,514) - 2022-23 - - - - 51,000 (55,775) - 2023-24 - - - - 51,000 (58,006) - Unidentified - - - - - - - Subtotal 404,000 - - - 561,000 (511,853) (76,455) 404,000 (27,308) $376,692 Statement of Need, Service Level, and Issue: Project Description: Admin. 10,000 Design: 30,000 Constr Mgt: 10,000 Equipment: 40,000 Constr: 274,000 Other: - Contingency: 40,000 TOTAL: 404,000 $ TOTAL ALL COSTS: C3050-Varies Recreation Dept CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Swim Center Capital Enhancements Recreation Services Measure A - Swim Center Parcel Tax Recreation Dept/General Public 206 7007 Moeser Lane Many capital improvements (pool heaters, solar panels, variable speed drives) have resulted in a reduction of CO2 emissions from Swim Center apparatus. Staff continues to seek additional projects to further reduce the Swim Center's CO2 footprint. Capital Costs Misc Costs The project includes various capital upgrades or enhancements to the original construction of the Swim Center including those items listed in the "Needs" section below. This project furthers the Strategic Plan Goal D by maintaining and rehabilitating the Swim Center and Goal B of achieving long term financial stability by maintaining the Swim Center at a high level and minimizing costly maintenance projects. After completion of the Swim Center in 2004 and warranty work in 2005, there remained some modifications or enhancements needed to bring the Swim Center up to its highest effectiveness. Additionally, after 10 years of operation, capital replacements: including plumbing, floor heating, and pool plaster may soon need to be replaced. Pool users will be notified of proposed work and invited to comment through email or at a "Friends of the Pool" meeting. Additionally, major work will be agendized for consideration by the Park and Recreation Commission. Total Capital Costs: Total Other Costs: Dedicated funding for these projects is available in Fund 206, Measure A Swim Center, as a result of bond refinancing and unexpended contingency funds from the previous fiscal year. Strategic Plan Goals: Need to be Addressed/Service Level to be Achieved: Public Outreach/Input Process: Environmental Considerations: Financial Considerations: ---PAGE BREAK--- 172 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year General Fund CDBG LLAD Unidentified Operating Energy Misc Prior Years 11,250 33,750 8,750 - - - - 2014-15 - - - - - - - 2015-16 - - - - - - - 2016-17 - - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - 2022-23 - - - - - - - 2023-24 - - - - - - - Unidentified - - 3,228,550 - - - Subtotal 11,250 33,750 8,750 3,228,550 - - - 3,282,300 - $3,282,300 Statement of Need, Service Level, and Issue: Project Description: Need: Service Level: Pertinent Issue: Status: Capital Cost Estimate: Admin: 44,100 Design: 264,400 Constr Mgt: 330,500 Equipment: - Constr: 2,202,700 Other: - Contingency: 440,600 TOTAL: $3,282,300 Various Other Costs Design and construction of exterior ADA improvements at the Senior Center were completed in FY2010/11. Work on other prioritized facilities is pending adequate funds. This project will implement the facilities portion of the City's American with Disabilities Act (ADA) Transition Plan Update, which was adopted in September 2009. The City's ADA Transition Plan establishes a priority-based plan to bring facilities into compliance. The Community Center, Public Safety Building, Senior Center and Civic Center were the highest ranked facilities. Specific locations and scopes of future work will be determined as funding opportunities arise. Capital Costs Many of the City's facilities are out of compliance with the ADA, and must be modified or updated. These facilities include buildings, parks and playgrounds. This program will bring facilities into compliance and make the full level of City's services accessible. In FY10, the City successfully applied for a Community Development Block Grant (CDBG) funds to improve access to the Senior Center by making a number of ADA improvements to the parking lot and building access areas. Funding for additional facilities must be identified. Total Capital Costs: Total Other Costs: TOTAL ALL COSTS: CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Access Modifications - Facilities Public Works varies Public Works - Engineering Division General Fund, CDBG/LLAD, Unidentified All Dept/General Public B ---PAGE BREAK--- 173 ---PAGE BREAK--- 174 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year Unidentified Operating Energy Misc Revenues Prior Years - - - - - 2014-15 - - - - - 2015-16 - - - - - 2016-17 - - - - - 2017-18 - - - - - 2018-19 - - - - - 2019-20 - - - - - 2020-21 - - - - - 2021-22 - - - - - 2022-23 - - - - - 2023-24 - - - - - Unidentified - 11,438,200 - - - Subtotal - 11,438,200 - - - 11,438,200 - $11,438,200 Statement of Need, Service Level, and Issue: Project Description: Need: Service Level: Pertinent Issue: Status: Capital Cost Estimate: Admin: 232,000 Design: 927,800 Constr Mgt: 618,500 Equipment: 382,500 Constr: 7,731,100 Other: - Contingency: 1,546,300 TOTAL: 11,438,200 $ C4012 Unidentified The first baby boomers turned 65 in 2011 and baby boomers now represent over 1 in 4 Americans. Baby Boomers tend to be more active than their parents’ generation are less likely to gravitate towards the Senior Center in its current form. By providing a state of the art Adult Center it is feasible to explore a seven day a week multi activity center and expand programs to better meet the needs of the community. Many newer senior programs reach out to a wider segment of adults with more active programming. Funding is undetermined at this time. The location of the project remains an unknown, as the site shared by the Senior Center is located partially on property owned by the School District. The State of California’s takeaway of funding from the Redevelopment Agency forced the City to stop negotiations for purchase of the land. Alternative locations will continue to be explored; however, the elimination of Redevelopment funding in addition to additional State takeaways have significantly impacted the feasibility of the project. Total Capital Costs: Other Costs General Fund (101) Needs assessment is complete. Conceptual design will need to be done for any potential sites. The Senior Center project would encompass the development of a new or re-purposed multi-use building that would serve the adults of El Cerrito, allow for more flexible recreation programming, and provide community meeting space to accommodate larger groups and gatherings. CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Senior Center City Admin TOTAL ALL COSTS: TBD Capital Costs Recreation Dept. Total Other Costs: Recreation Dept/General Public Built in 1980, the existing Open House Senior Center has reached it's maximum potential for programming Senior and Adult activities as well as providing a quality rental facility for community use. Structural: Not designed to current code or seismic requirements. Building Systems: Electric and mechanical systems are outdated, undersized and inefficient. The lighting system does not meet Title 24 Energy Code. Disabled Access: Current site and building configuration make compliance with ADA very difficult. Any remodel scenarios would require full compliance and substantial modifications. B ---PAGE BREAK--- 175 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year Unidentified Operating Energy Misc Prior Years - - - - - - - 2014-15 - - - - - - - 2015-16 - - - - - - - 2016-17 - - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - 2022-23 - - - - - - - 2023-24 - - - - - - - Unidentified 30,101,200 Subtotal 30,101,200 - - - - - - 30,101,200 - $30,101,200 Statement of Need, Service Level, and Issue: Project Description: Need: Service Level: Pertinent Issue: Status: Capital Cost Estimate: Admin: 590,100 Design: 2,360,300 Constr Mgt: 1,573,600 Equipment: 874,200 Constr: 19,669,100 Other: 1,100,000 Contingency: 3,933,900 TOTAL: 30,101,200 $ Project development pending funding Capital Costs Other Costs The City's consultant has performed an evaluation of the existing Public Safety Building and general needs of the Police and Fire Departments. Their recommendation is that a new facility would be more cost effective than retrofitting the existing facility. This takes into account the desired levels of service the two affected departments. Since the existing building is occupied by both the Fire and Police Departments, serious consideration must be given to build two separate buildings to keep with current laws pertaining to access and the distinct needs of each department. A funding source for this facility has not yet been identified. Total Capital Costs: Total Other Costs: Strategic Plan Goals: The Strategic Plan Goal D directs the City to “Develop and rehabilitate public facilities as community focal points.” TOTAL ALL COSTS: Construct new Public Safety Building at existing or new location. tbd Public Works - Engineering Division B 10900 San Pablo Avenue Unidentified Police & Fire Departments The Public Safety Building was built in 1960 and monies have not been committed to keep the building current. The building also does not have sufficient space for evidence, lockers, training, and working of employees. A new Public Safety facility will be designed to standards for an essential facility, meaning that it will remain operational under the most extreme seismic event. It will also provide for more efficient operations for both Police and Fire on an ongoing basis - both for administration and field operations. A new state-of-the-art facility could also serve as a back-up or auxiliary emergency operations center. CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Public Safety Building Police & Fire Departments ---PAGE BREAK--- 176 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year General Fund Unidentified Operating Energy Misc Prior Years 65,000 - - - - - - 2014-15 - - - - - - - 2015-16 - - - - - - - 2016-17 - - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - 2022-23 - - - - - - - 2023-24 - - - - - - - Unidentified - 309,300 - - - - - Subtotal 65,000 309,300 - - - - - 374,300 - $374,300 Statement of Need, Service Level, and Issue: Project Description: Need: Service Level: Pertinent Issue: Status: Capital Cost Estimate: Admin: 2,000 Design: 7,800 Constr Mgt: 6,500 Equipment: - Constr: 65,000 Other: 280,000 Contingency: 13,000 TOTAL: $374,300 tbd Public Works - Engineering Division CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Corporation Yard Improvements Public Works Department Total Capital Costs: Total Other Costs: Unidentified Public Works Department B 7550 Schmidt Lane Capital Costs Other Costs In FY 2009-2010, City staff moved into the former Stege Facility. A conceptual design for a new facility is pending funding. This project has been reconfigured to encompass only the modifications of the Corporation Yard remnants and conversion of the former Stege Sanitary District facility. This project includes demolition of the former Stege facility and remnants of the original Corporation Yard and construction of a new Corporation Yard. TOTAL ALL COSTS: The current Corporation Yard facility is nearly 50-years old. In addition, it was built for a different size and type of work force that is no longer applicable. New environmental requirements make it increasingly more difficult to remain in compliance with current laws and regulations. Per the master plan developed in 2005, the land swap with the Stege Sanitary District provided the City's corporation yard and recycling facility with a consolidated site. Reuse of the former Stege facility combined with the reconfigured corporation yard will continue to serve the operational needs until a new facility can be built. The source and timing of funding for a new corporation yard have not been identified. ---PAGE BREAK--- 177 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year Unidentified Operating Energy Misc Prior Years - - - - - - - 2014-15 - - - - - - - 2015-16 - - - - - - - 2016-17 150,000 - - - - - - 2017-18 200,000 - - - - - - 2018-19 250,000 - - - - - - 2019-20 300,000 - - - - - - 2020-21 300,000 - - - - - - 2021-22 300,000 - - - - - - 2022-23 300,000 - - - - - - 2023-24 300,000 - - - - - - Unidentified 874,000 - - - - - - Subtotal 2,974,000 - - - - - - 2,974,000 - $2,974,000 Statement of Need, Service Level, and Issue: Project Description: Need: Service Level: Pertinent Issue: Status: Capital Cost Estimate: Admin: 61,600 Design: 246,200 Constr Mgt: 205,100 Equipment: - Constr: 2,050,900 Other: - Contingency: 410,200 TOTAL: $2,974,000 Pending funding Capital Costs This project will implement seismic and other structural upgrades to various facilities. Specific projects and scopes of work will be developed to match any future funding sources. Many of the City's facilities are out of compliance with current standards. In the event of a significant earthquake, many City facilities may not be serviceable without this project. The Structural Facilities Report (2004) identified structural deficiencies associated with several of the City's buildings and facilities. Among the highest priorities is seismic retrofit of the existing buildings. The report estimated total cost of this work to be $1,526,000 (2004 costs) citywide, excluding the Corporation Yard and Recycling Center. At this time, funding is not available to begin this priority work. B Various TOTAL ALL COSTS: tbd Public Works - Engineering Division Unidentified All Dept/General Public Other Costs Total Capital Costs: Total Other Costs: CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Facilities Seismic/Structural Repair Public Works ---PAGE BREAK--- 178 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year General Fund Measure WW Operating Energy Misc Prior Years - 4,586 - - - - - 2014-15 - 170,414 - - - - - 2015-16 - - - - - - 2016-17 - - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - 2022-23 - - - - - - - 2023-24 - - - - - - - Unidentified - - - - - - - Subtotal - 175,000 - - - - - 175,000 - $175,000 Statement of Need, Service Level, and Issue: Project Description: Need/Service Level: Pertinent Issues: Status: Capital Cost Estimate: Admin. 2,000 Design: 20,000 Constr Mgt: - Equipment: Constr: 135,000 Other: - Contingency: 18,000 TOTAL: $175,000 A Huber Park This project presented significant challenges because of its hillside/creekside setting and its unique WPA-era construction. Because of the terrain, any significant improvements could trigger accessibility upgrades (per the ADA) that would be extremely challenging. There was a consensus from community meetings that the historic nature of the park should not be disturbed, and the large flat basketball court area should remain open for court play instead of converting it to a play structure area. Other minor upgrade preferences included replacing old play equipment in the upper areas (if feasible and allowed by the ADA), resurfacing the basketball court, improved picnic areas, pathway improvements including possible opening of second and third pathways to Terrace and Shevlin drives, and creek and drainage modifications. This project includes resurfacing of the basketball court and improving ADA access, making modest drainage improvements to minimize to recurrence of flooding, replacing and resurfacing play equipment, and making minor improvements to picnic areas. Other potential improvements pending funding include developing the second access path to Terrace Drive including steps and handrails, and opening access to third access path to Shevlin Drive. The play equipment is approximately 50 years old and needs replacement. Also, the paths, lower play area surface, picnic and drainage system are in disrepair. Capital Costs Other Costs Total Capital Costs: Total Other Costs: TOTAL ALL COSTS: Application for Measure WW grant funding was submitted in March 2010. Work scope must be refined given available ADA assessment, community priorities, and input from the Park and Recreation Commission. CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Huber Park Improvements Recreation Department C3054 Public Works - Engineering Division Measure WW Recreation Department / General Public ---PAGE BREAK--- 179 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year LCWF Measure WW Donations Unsecure Grant Operating Energy Misc Prior Years - - 307 - - - - 2014-15 251,000 304,000 39,693 - - - - 2015-16 - - - - - - - 2016-17 - - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - 2022-23 - - - - - - - 2023-24 - - - - - - - Unidentified - - - - - - - Subtotal 251,000 304,000 40,000 - - - - 595,000 - $595,000 Statement of Need, Service Level, and Issue: Project Description: Need: Service Level: Pertinent Issue: Status: Capital Cost Estimate: Admin: - Design: - Constr Mgt: - Equipment: - Constr: - Other: 595,000 Contingency: - TOTAL: $595,000 C3075 Community Dev and Public Works Various Grants Public Works Dept/General Public CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Hillside Natural Area Improvements Community Dev and Public Works General Plan & Strategic Plan Goals: TOTAL ALL COSTS: Total Capital Costs: Total Other Costs: The Hillside Natural Area (HNA) is an approximate 85-acre City-ow ned open space identified as a Community-Serving Park and Recreation facility in the City’s General Plan. The HNA has a number of trails that are used for recreation and emergency access and extensive native plants, oak w oodland and riparian environments. This project includes acquiring the 8-acre Madera property to become part of the HNA open space, as w ell as, improving vegetation management and trail rehabilitation & development throughout. A, B Hillside Natural Area Acquisition of 8-acre Madera property to be finalized in December 2014. Planning Phase for other items pending funding. Cost show n is only for acquisition and limited planning in the amount of $20K General Plan Goal R1: Protect natural resources (important habitat, ecological resources, key visual resources, ridges and ridgelines, creeks and stream banks, steeper slopes, vista points, and major features) and General Plan Goal PR2: High quality open space protected for the benefit of present and future generations, reflecting a variety of important values: ecological, educational, aesthetic, economic and recreational. Strategic Plan Goal D-Develop & Rehabilitate Public Facilities As Community Focal Points and Goal F-Foster Environmental Sustainability Cityw ide The City’s Circulation Plan for Bicyclists and Pedestrians (2007) , Park Trail Connector Project identifies purchasing undeveloped properties bordering the HNA in order to enhance trail connection as an implementation strategy and recommends connecting Hillside Natural Area North and Hillside Natural Area South as a first phase. Acquisition of the Madera property w ould provide the opportunity to develop a trail through the site to establish a connection betw een the City’s southern and northern publicly-ow ned Hillside Natural areas. The site provides an opportunity to create a pedestrian connection through the HNA to Madera Elementary School from numerous points, including the trailheads along Navallier Street and along Schmidt Lane. A creek on the property is one of the contributing headw aters to Baxter Creek. Most of the City's current maintenance of the mostly unimproved 85-acre HNA is provided by the City’s Fire Department to reduce fire risk. Improved vegetation management and other public improvements, such as trails and signage, w ould need to be funded from future unidentified funding sources, such as grants and private fundraising, as w ell as through in-kind labor provided by volunteer organizations. In recent years, community groups (the Environmental Quality Committee’s “Green Teams”, Friends of Five Creeks and the City co-sponsored Trail Trekkers, in partnership w ith others) have organized to provide volunteer maintenance hours and to pursue trail and native plant enhancements of the HNA. The City w ith TPL has applied for a $80K grant. If successful, this w ould reduce the Measure WW appropriation by an equivalent amount. City Council has previously authorized use of Measure WW if these funds are not secured. Other Costs Capital Costs ---PAGE BREAK--- 180 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year Measure A (206) Debt Costs Energy Rebates Prior Years - - - - - - - 2014-15 150,000 - - - - - - 2015-16 - - - - - - 2016-17 - - - - - - 2017-18 - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - 2022-23 - - - - - - - 2023-24 - - - - - - - Unidentified - - - - - - - Subtotal 150,000 - - - - - - Total Capital Costs: 150,000 Total Other Costs: - $150,000 Statement of Need, Service Level, and Considerations: Status: Cost Estimate: Admin. 10,000 Design: 15,000 Constr Mgt: 10,000 Equipment: 15,000 Constr: 90,000 Other: - Contingency: 10,000 TOTAL: 150,000 $ tbd Public Works/Recreation Departments CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Canyon Trail Clubhouse Enhancements Recreation Department Need to be Addressed/Service Level to be Achieved: Replace furnace which has exceeded suggested lifetime and improve energy efficiency. Replace roof which has several leaks when it rains despite multiple patches. Replace lighting fixtures with energy efficient LED fixtures. Increase rentability of building. Measure A - Swim Center Parcel Tax 206 Recreation Dept/General Public 206 6757 Gatto Ave Project Costs Misc Costs TOTAL ALL COSTS: Project Description: Renovate Canyon Trail Clubhouse to address aging infrastructure (roof, furnace, concrete patio area) and increase energy efficiency. Project will serve as an example of how all City Clubhouses can be renovated in the future. General Plan & Strategic Plan Goals: Goal D - develop and rehabilitate public facilities as community focal points: City Clubhouses are a treasured community resource. They have not seen extensive renovations and/or improvements since being built in the 1960's and 70's. Goal F - foster environmental sustainability citywide: improvements will include energy efficiency upgrades to reduce clubhouse CO2 footprint. Planning Public Outreach/Input Process: Park and Recreation Commission review and public comment. Financial Considerations: The renovation of Canyon Trail Clubhouse is provided for in the voter approved 2000 Measure A Swim Center initiative. Revenue collected in excess of what is needed for bond payments has been approved by the City Council for Capital Projects. ---PAGE BREAK--- 181 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year Unidentified Operating Energy Misc Prior Years - - - - - - - 2014-15 - - - - - - - 2015-16 - - - - - - - 2016-17 100,000 - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - 2022-23 - - - - - - - 2023-24 - - - - - - - Unidentified 1,643,700 - - - - - - Subtotal 1,743,700 - - - - - - 1,743,700 - $1,743,700 Statement of Need, Service Level, and Issue: Admin: 34,100 Design: 136,100 Constr Mgt: 113,400 Equipment: - Constr: 1,133,400 Other: 100,000 Contingency: 226,700 TOTAL: 1,743,700 $ Project Description: The program is intended to provide a comprehensive evaluation of park facility rehabilitation and improvement needs throughout the City. These needs are diverse as demonstrated by previously itemized CIP projects including Central Park Playground, Cerrito Vista Field Rehab, Canyon Trail Park Improvements, Skate Park, Tennis Backboard, Park Path Rehabilitation, and Cerrito Vista Snack Shack Remodel. The program w ill include evaluation of park clubhouses, fields, playground equipment, pathw ays, landscaping, lighting, drainage and other equipment and amenities (benches, picnic tables, bbq, etc). A lifetime analysis including a long-term replacement schedule of play structures, surfaces and other equipment w ill be developed as part of this program. Costs show n for FY15-16 are for potential consultant support to update the previously completed needs assessments and to develop lifetime analysis and cost estimates. Capital costs show n in the unidentified year are for previously itemized projects. Other project costs are unknow n at this time. Dedicated funding for this program is currently unavailable. Recreation and Public Works Staff w ill w ork to develop a framew ork for further development and implementation pending availability of funding. Need to be Addressed/Service Level to be Achieved: The program w ould include revisiting and, as appropriate, incorporating and/or updating various plans including the Urban Greening Plan (anticipated completion Fall 2014), the Structural Facilities Management Plan (2004) and Landscape Management Plan (2003) as w ell as the Measure WW priorities previously identified. In addition to previously identified CIP projects, other identified park needs including replacement of aging playground equipment/structures including those at Harding and Madera. Also, playground surfacing materials may not be ADA compliant and some poured in place surfaces (such as at Arlington) may need to be replaced. Public Outreach/Input Process: The Program w ill be considered by the Park and Recreation Commission. City staff w ill also outreach to the public at key point in the program development process. Strategic Plan Goals: Strategic Plan Goal D-Develop & Rehabilitate Public Facilities As Community Focal Points including all three strategies 1) Develop a plan to address ongoing and deferred maintenance of facilities and infrastructure; 2) Continue the facilities assessment to prioritize and strategize investment ; and 3) Revisit and update the Structural Facilities Management Plan. Financial Considerations: TOTAL ALL COSTS: Total Capital Costs: Total Other Costs: Unidentified Recreation Dept/General Public B Various Capital Costs Other Costs tbd Recreation & Public Works Departments CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Park Facilities Rehab & Improvement Program Recreation & Public Works Departments ---PAGE BREAK--- 182 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year General Fund (101) EEMP Grant Unidentified Operating Energy Misc Prior Years 25,000 160,000 - - - - - 2014-15 - - - - - - - 2015-16 - - - - - - - 2016-17 - - 50,000 - - - - 2017-18 - - 50,000 - - - - 2018-19 - - 50,000 - - - - 2019-20 - - 50,000 - - - - 2020-21 - - 50,000 - - - - 2021-22 - - 50,000 - - - - 2022-23 - - 50,000 - - - - 2023-24 - - 50,000 - - - - Unidentified - - 50,000 - - - Subtotal 25,000 160,000 450,000 - - - - 635,000 - $635,000 Statement of Need, Service Level, and Issue: Project Description: Need: Service Level: Pertinent Issue: Status: Capital Cost Estimate: Admin: 11,300 Design: 45,000 Constr Mgt: 37,500 Equipment: - Constr: 375,000 Other: 91,200 Contingency: 75,000 TOTAL: $635,000 TOTAL ALL COSTS: This program is intended to be an ongoing effort to maintain existing City trees and develop and implement the planting of additional City trees as recommended in the Urban Forest Management Plan (2007). Over 1,000 trees have been installed in the last few years. This project w ill begin fulfilling the strategies and goals contained in the Urban Forest Management Plan including 1) Establish and maintain a cityw ide commitment to a healthy, grow ing urban forest; and Provide excellent professional maintenance for the City's urban forest. At this point in time, a continuing, permanent funding source has not been identified. Staff w ill explore grant funding opportunities. In 2008, staff w as aw arded $160,000 from the State Resources Board's Environmental Enhancement & Mitigation Program (EEMP) for street and park tree planting. The City received a tw o-year extension for use of the funds no later than June 2015. Ongoing capital and operating expenses need to be fully evaluated and identified. PW Maintenance is completing the installation of trees in parks as part of the EEMP grant. Total Capital Costs: Total Other Costs: This program is a spin off from the Urban Forest Management Plan project completed in 2007. The Plan identifies strategies for a successful urban forest w ithin the City that w ill greatly benefit the community. Capital Costs Other Costs B Various General Fun, EEMP Grant, unidentified Public Works Dept/General Public CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Urban Forest Program Public Works Department C3042, tbd PW Operations + Environmental Services ---PAGE BREAK--- 183 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year Prop 84 Urban Greening Operating Energy Misc Prior Years 406,674 - - - - - 2014-15 497,047 - - - - - 2015-16 - - - - - - - 2016-17 - - - - - - - 2017-18 - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - 2022-23 - - - - - - - 2023-24 - - - - - - - Unidentified - - - - - - - Subtotal 903,721 - - - - - - Total Capital Costs: 903,721 Total Other Costs: - 903,721 Statement of Need, Service Level, and Issue: Project Description: General Plan Objective: Need/Service Level: Pertinent Issues: Status: Cost Estimate: Admin. 14,079 Design: 180,000 Constr Mgt: 37,432 Equipment: - Constr: 592,918 Other: 20,000 Contingency: 59,292 TOTAL: 903,721 $ C3067 TOTAL ALL COSTS: Grants General Public A CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Ohlone Natural Area & Rain Gardens Community Development Department Community Development & Public Works The City was awarded funding in January 2011 and hired a design consultant in February 2012. The project was valued engineered and rebid in 2013. A construction contract was awarded in March 2014 and construction is anticipated to begin in June 2014. The City received a Proposition 84/Urban Greening grant for this project. The project received letters of support from the City of Albany, BART, Albany Middle School, Friends of Five Creeks and the Contra Costa Public Health Department as it fosters a more active community. The project was also presented to the Parks and Recreation Commission. Construction was coordinated with the BART Earthquake Safety Retrofit program. Ohlone Greenway, south of Fairmount Capital Costs The project will add green elements to this Ohlone Greenway between the City of Albany and Fairmount Avenue by treating urban stormwater runoff; creating an informal exploration, natureplay and plaza area; improving walkability; utilizing and demonstrating low maintenance, low water using, native landscaping; improving riparian habitat and diversity; and fostering connection to nature along the Ohlone Greenway. The project implements elements and design goals within both the General Plan and the Ohlone Greenway Master Plan. The Ohlone Greenway Master Plan developed with extensive community input indicated a desire to create more attractive and usable "nodes" along the Greenway as well as to enhance ecological areas and incorporate community gathering areas. Other Costs ---PAGE BREAK--- 184 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year Park-in-Lieu Fund Operating Energy Misc Prior Years 189,919 - - - - - - 2014-15 100,000 - - - - - - 2015-16 - - - - - - - 2016-17 197,081 - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - 2022-23 - - - - - - - 2023-24 - - - - - - - Unidentified - - - - - - - Subtotal 487,000 - - - - - - Total Capital Costs: 487,000 Total Other Costs: - 487,000 Statement of Need, Service Level, and Issue: Project Description: General Plan Objective: Need/Service Level: Pertinent Issues: Status: Cost Estimate: Admin. 45,000 Design: 45,000 Constr Mgt: 45,000 Equipment: Constr: 300,000 Other: Contingency: 52,000 TOTAL: 487,000 $ Funding was provided by Safeway as their Park-in-Lieu contribution. A portion of the funds ($150,000) have been transferred to the Ohlone Placemaking Project, C3076 as a local match and given that significant improvements are planned at the Hill Street crossings. Improvements have been and will be coordinated with Safeway development improvements, work on Greenway as part of the BART Seismic Retrofit Project, and other City-led improvements The first element will be a pedestrian path along the Safeway frontage to carry pedestrians from the BART crosswalk at Hill St up to the store's entrance. This will be designed in a manner such that it can ultimately connect to the BART path with full ADA accessibility near the Safeway outdoor cafe area. Design and construction of the full area is being coordinated with the BART Retrofit Project and other area improvements. TOTAL ALL COSTS: Improve the Ohlone Greenway consistent with the Greenway Master Plan includes landscaping, lighting, and street crossing improvements. The project implements elements and design goals within both the General Plan and the Ohlone Greenway Master Plan. The Ohlone Greenway Master Plan developed with extensive community input indicated a desire to create more attractive and usable "nodes" along the Greenway as well as to enhance ecological areas and incorporate community gathering areas. Capital Costs Other Costs 210 Ohlone Greenway C3069 Public Works - Engineering Division Park-in-Lieu Fund General Public CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Ohlone Greenway Improvements between Hill and Blake Community Development & Public Works ---PAGE BREAK--- 185 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: A, 210 Location: Fiscal Year BART/ Measure J OBAG Federal Grant Park In-Lieu Operating Energy Misc Prior Years - - - - - - - 2014-15 38,000 480,000 27,000 - - - - 2015-16 131,000 1,497,513 61,500 - - - - 2016-17 131,000 1,497,513 61,500 - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - 2022-23 - - - - - - - 2023-24 - - - - - - - Unidentified - - - - - - - Subtotal 300,000 3,475,025 150,000 - - - - 3,925,025 - 3,925,025 $ Statement of Need, Service Level, Schedule and Issue: Project Description: General Plan Goal: Pertinent Issue: Status: Capital Cost Estimate: Admin: 26,025 Design: 545,000 Constr Mgt: 364,000 Equipment: Constr: 2,600,000 Other: Contingency: 390,000 Land: TOTAL: 3,925,025 $ C3076 Community Develop & Public Works CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Ohlone-BART Station Access, Safety & Community Develop & Public Works Design phase to begin in Summer 2014. TOTAL ALL COSTS The project will improve and widen the Ohlone Greenway path through the two El Cerrito BART stations and install two new crosswalks, upgrade three existing crosswalks, formalize desire lines, and establish "high use pedestrian zones" with new striping, special pavement and improved signage. The project also includes placemaking elements such as native landscaping, seating and lighting to increase a sense of connectivity to the rest of the Greenway and establish a strong sense of place at these transportation gateways to the community. To improve the security along the Greenway, the existing surveillance system will be upgraded and expanded to three key nodes between the BART Stations. Goal T1: A transportation system that allows safe and efficient travel by a variety of modes and promotes the use of alternatives to the single-occupant vehicle. Goal T2: A land use pattern that encourages walking, bicycling, and public transit use. Goal T3: A transportation system that maintains and improves the livability of the City. Need/Service Level: The improvements will better serve the needs of local and regional bicyclists and pedestrians, improve access to local amenities, and improve the integration of the two BART stations to the surrounding community. The project is a community-based multimodal transportation project that will improve connectivity, enhance sense of place, bring new vibrancy and support the higher-density transit-oriented neighborhoods adjacent to BART as a place where developers want to build and people want to live, work and visit. OBAG, Measure J,/BART Park In-Lieu The City was awarded a competitive federal grant in FY2013-14 and received authorization to proceed with Preliminary Engineering/Design from Caltrans in Spring 2014. Total Capital Costs: Total Other Costs: General Public Ohlone at Del Norte & Plaza BART Stations Capital Costs Other Costs ---PAGE BREAK--- 186 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year Meas J TLC Grant Unidentified Operating Energy Misc Prior Years - - - - - - - 2014-15 118,200 - - - - - - 2015-16 - - - - - - 2016-17 - - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - 2022-23 - - - - - - - 2023-24 - - - - - - - Unidentified - 200,800 - - - - - Subtotal 118,200 200,800 - - - - - 319,000 - 319,000 Statement of Need, Service Level, and Issue: Project Description: General Plan Objective: Need/Service Level: Pertinent Issues: Status: Capital Cost Estimate: Admin. 11,000 Design: 22,000 Constr Mgt: 22,000 Equipment: Constr: 220,000 Other: - Contingency: 44,000 TOTAL: $319,000 CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Ohlone Greenway Wayfinding Signage Public Works Department Other Costs Public Works - Engineering Division The City participated on a WCCTAC-led Transit Wayfinding Sign Project funded by Regional Measure 2/Safe Routes to Transit. The project developed a concept design for signs to direct pedestrians and bicyclists to and from major transit facilities and major sites in West County and Albany and includes the Ohlone Greenway. TOTAL ALL COSTS: Install signage along the Ohlone Greenway that conforms to the prototype developed with the Baxter Creek Gateway Park, Ohlone Greenway Master Plan and West County Transit Enhancement & Wayfinding Plan. Measure J TLC, Unidentified General Public A comprehensive signage program will provide better wayfinding, provide distances for cyclers and walkers, and bring a unique and uniform appearance to the Ohlone Greenway. Current signage is sporadic and not consistent in its look. tbd The project implements elements and design goals within both the General Plan and the Ohlone Greenway Master Plan. Planning including coordination with WCCTAC. Could be a candidate for Measure WW funding or future Safe Routes to Transit funding. The City applied for and was awarded Measure J TLC grant for sign installation. Total Capital Costs: Total Other Costs: A, B Ohlone Greenway Capital Costs ---PAGE BREAK--- 187 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: B Fiscal Year Park-in-Lieu Fund RDA Capital ('03 Bonds) BART Unidentified Operating Energy Misc Prior Years 20,500 127,500 603,292 - - - - 2014-15 - - - - - - - 2015-16 - - - - - - 2016-17 - - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - 2022-23 - - - - - - - 2023-24 - - - - - - - Unidentified 200,000 - 2,561,083 - - - Subtotal 220,500 127,500 603,292 2,561,083 - - - 3,512,375 - $3,512,375 Statement of Need, Service Level, and Issue: Project Description: General Plan Objective: Need: Service Level: Pertinent Issue: Status: Capital Cost Estimate: Admin: $62,325 Design: $249,300 Constr Mgt: $207,750 Equipment: $500,000 Constr: $2,077,500 Other: $0 Contingency: $415,500 TOTAL: $3,512,375 BART-related improvements were completed in early 2014. Other related projects are the Ohlone Natural Area south of Fairmount Avenue (funded through a Prop 84 grant), Hill-to-Blake section (funded pursuant to the Safeway development agreement), and Wayfininding Program (funded by Measure J TLC). Future improvements are awaiting funding. The project is divided into three phases: Master Plan; BART-related upgrades; and future improvements. The master plan and BART-related improvements are now complete. Future improvements are outlined in the master plan, most are not funded at this point. Capital Costs Three primary conditions give rise to the need for this project. 1) The need for improving the facility to meet current and future users' needs and standards, as well as to improve the design and feel of the facility to fully actualize its potential to contribute to the surrounding areas; 2) To coordinate and optimize the opportunity provided by the BART Earthquake Safety Program and disruptive trail closure;3) To create a consistent and appealing design to coordinate future improvements with public or private projects. The Ohlone is considered by regional bicycle organizations as a backbone to the non-motorized transportation system in the region. 2007 counts found weekday use averaging 627 pedestrians/bicyclists per day, and according to a citywide survey completed in 2003, the Greenway is the 6th most used recreational facility. 2/3 of residents in a 2007 Citywide survey indicated they use the Greenway regularly or often. Through extensive negotiations with BART, Phase 1A of the Master Plan, for the most part, was completed as part of the BART Earthquake Safety Program. In order for BART to use City property along the Ohlone Greenway for construction purposes, BART purchased temporary construction easements from the City in July 2009 via the execution of an Acquisition Agreement. The City granted BART a Right of Entry to City property and, in lieu of payment to the City for the Right of Entry value in the amount of $603,292, BART offered to construct improvements beyond the equivalent value of BART's required restoration work. The Ohlone Greenway Master Plan is helping staff in searching for additional outside funding. Total Capital Costs: RDA Capital (2003 Bonds) (811), BART TOTAL ALL COSTS: tbd Community Development & Public Works Comm Design: Utilize the Greenway as one of the features that provides a more distinct identity for El Cerrito through enhancement of its landscape features, signage, maps and other features. (CD 3.9): Ohlone Greenway- Enhance the usability and aesthetic appeal of the Ohlone greenway by integrating it into the fabric of the City. (CD 3.10): Greenway Spur Trails- Develop greenway spur trails for creekside access. (CD3): A City with attractive landscaping of public and private properties, open space, and public gathering places. Other Costs Total Other Costs: v CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Ohlone Greenway Master Plan Imp Community Development & Public Works General Public Ohlone Greenway Park-in-Lieu Fund (210) ---PAGE BREAK--- 188 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year Unidentified Operating Energy Misc Prior Years - - - - - - - 2014-15 - - - - - - - 2015-16 - - - - - - - 2016-17 50,000 - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - 2022-23 - - - - - - - 2023-24 - - - - - - - Unidentified 854,050 - - - - - - Subtotal 904,050 - - - - - - 904,050 - $904,050 Statement of Need, Service Level, and Issue: Project Description: Admin: 17,670 Design: 70,680 Constr Mgt: 58,900 Equipment: - Constr: 589,000 Other: 100,000 Contingency: 117,800 TOTAL: 954,050 $ At this point in time, a funding source has not been identified. Staff w ill explore funding opportunities. Ongoing capital and operating expenses need to be fully evaluated and identified. In FY14-15, the Operations + Environmental Services Division w ill investigate the requirements for a new Streambed Alteration Agreement and implement using in-house resources if feasible. Total Capital Costs: Total Other Costs: TOTAL ALL COSTS: The program is intended to provide an evaluation of major maintenance and restoration needs for creeks throughout the City. The first phase w ill include obtaining a Stream Alteration Agreement and any other regulatory permits to conduct creek maintenance. Some of the creek w ork along the Ohlone Greenw ay has been identified in the Ohlone Greenw ay Master Plan. Other w ork includes repair of the creek erosion and w ashout at Huber Park, as w ell as, major maintenance efforts requiring permits in creeks throughout the City. Financial Considerations: Public Outreach/Input Process: City staff w ill continue to w ork w ith Friends of Five Creeks on this effort. Need to be Addressed/Service Level to be Achieved: Creek maintenance over the last few years has been limited to trash and debris removal and removal of invasive species, as w ell as, emergency response clean-ups related to flooding events. Permits are required for any other w ork including sediment removal. Strategic Plan Goals: B Various Strategic Plan Goal D-Develop & Rehabilitate Public Facilities As Community Focal Points including developing a plan to address deferred and major maintenance of creeks Capital Costs Other Costs CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Creek Major Maintenance & Restoration Public Works Department PW Operation + Environmental Services Unidentified General Public tbd ---PAGE BREAK--- 189 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year Measure A Sales Tax Grants General Fund Revenues Cost Savings Prior Years 13,929,283 2,420,670 - - - - - - 2014-15 448,831 630,000 - - - - - - 2015-16 475,000 - - - - - - - 2016-17 484,500 - - - - - - - 2017-18 484,500 - - - - - - - 2018-19 484,500 - - - - - - - 2019-20 484,500 - - - - - - - 2020-21 484,500 - - - - - - - 2021-22 484,500 - - - - - - - 2022-23 484,500 - - - - - - - 2023-24 484,500 - - - - - - - Unidentified - - - - - - - Subtotal 18,729,114 3,050,670 - - - - - - 21,779,784 - $21,779,784 Statement of Need, Service Level, and Issue: Project Desc: Need: Service Level: Pertinent Issue: Status: Capital Cost Estimate: Admin: $435,596 Design $1,088,989 Constr Mgt: $1,524,585 Equipment: $0 Construction $16,334,838 Other: $217,798 Contingency: $2,177,978 TOTAL: $21,779,784 Project includes the design of a variety of roadway treatments including slurry seal, micropave, cape seal, asphalt overlay of various thicknesses, and repairs of failed sections. The scope will also include installation of curb ramps in compliance with the ADA for all streets that receive an overlay treatment, curb, gutter, and sidewalk upgrades as needed, upgrades to traffic control systems that pertain to pavement work (striping, crosswalks, bike facilities, and associated signage), and upgrades to road- related storm drainage facilities. The project will involve multiple specialty contracts such as seal coats, asphalt overlay, roadway repairs and concrete. This project will also fund the bi-annual Pavement Management Program update. Total Other Costs: The accelerated program was completed in 2010, and the annual project will perform scheduled capital maintenance, any needed rehabilitation and leverage grant funding. See above The primary issue has been that of funding. With the passage by voters in February 2008 of Measure A (Street Improvement Sales Tax), it is anticipated that there will be sufficient funding to maintain the overall system condition in the good category. The Measure A Street Improvement Program 2008 - 2010 invested approximately $15 million into street improvements bringing the Pavement Condition Index up from 52 to 85. The Measure A Sales Tax continues to fund this program to maintain the street system serviceable condition. Public Works - Engineering Division 204, 211, A C3027/C3074 Sales Tax - Street Impr (211) Grants (STP, Prop 1B, OBAG, SLPP) Measure J Return-to-Source (204) City of El Cerrito CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Street Improvement Program Public Works Department TOTAL ALL COSTS: Total Capital Costs: General Public City-wide Other Costs Project Budget/Capital Costs ---PAGE BREAK--- 190 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year Measure C/J (204) Grant Unidentified Operating Energy Misc Prior Years ongoing - - - - - - 2014-15 115,441 18,000 - - - - - 2015-16 70,000 - - - - - - 2016-17 70,000 - - - - - - 2017-18 70,000 - - - - - - 2018-19 70,000 - - - - - - 2019-20 71,400 - - - - - - 2020-21 72,900 - - - - - - 2021-22 74,400 - - - - - - 2022-23 75,900 - - - - - - 2023-24 77,500 - - - - - - Unidentified 5,300,000 - - - - - - Subtotal 6,067,541 18,000 - - - - - 6,085,541 - $6,085,541 Statement of Need, Service Level, and Issue: Project Description: Need: Service Level: Pertinent Issue: Status: Capital Cost Estimate: Admin: $121,711 Design: $608,554 Constr Mgt: $486,843 Equipment: $0 Constr: $3,955,602 Other: $0 Contingency: $912,831 TOTAL: $6,085,541 CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET C3024 PW Engineering Division Access Modifications - Streets Public Works Total Capital Costs: Total Other Costs: Measure C/J, Grant General Public Capital Costs Other Costs 204, A Citywide This is an ongoing program. This project will implement the streets portion of the City's American with Disabilities Act (ADA) Transition Plan Update, which was adopted in September 2009. Specific locations and scopes of work will be determined annually in conformance with the Plan Update and based on guidance from ADA Working Group. This program is in addition to the curb ramp work required by street repaving program, however the access program may be contracted jointly with the Street Resurfacing Program. TOTAL ALL COSTS: The ADA requires that public facilities are accessible to people with disabilities. The City's ADA Transition Plan identifies deficiencies on major pedestrian routes in the public right-of-way, and recommends a strategy for eliminating these obstructions. The Plan prioritizes improvements to major pedestrian routes in the public right-of- way. Within the public streets, there are numerous obstructions to access for disabled persons. This capital program is an integral part of a compliance strategy for tackling this massive deficiency in the most practical manner. These actions require that requests from persons with disabilities be prioritized based on guidance from the ADA Working Group. This program will work toward bringing the pedestrian routes in the public right-of-way into compliance and making the City's programs accessible. We expect to construct approximately 20 curb ramps in Fall 2014. Approximately $18K is also available in grant funding from El Cerrito-Albany Access. ---PAGE BREAK--- 191 ---PAGE BREAK--- 192 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year General Fund Unidentified Operating Energy Misc Prior Years 50,000 - - - - - - 2014-15 - - - - - - - 2015-16 - - - - - - - 2016-17 - - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - 2022-23 - - - - - - - 2023-24 - - - - - - - Unidentified - 200,000 - - - - - Subtotal 50,000 200,000 - - - - - 250,000 - $250,000 Statement of Need, Service Level, and Issue: Project Description: Need: Service Level: Pertinent Issue: Status: Capital Cost Estimate: Admin: $10,000 Design: $30,000 Constr Mgt: $20,000 Equipment: $0 Constr: $190,000 Other: $0 Contingency: $0 TOTAL: $250,000 various Pending Funding Phased replacement of old signs (identification and wayfinding) with new signage that is consistent with the City's updated identity program on San Pablo Avenue. Capital Costs Current wayfinding and identification signage throughout town in inconsistent, out-of-date and/or not distinctive The project includes placing new signs at secondary city entrances, parks, facilities and where directional/wayfinding signage in needed. This project will expand that signage program outside of the San Pablo Ave area to create a city-wide consistency in the signage formats. Funds in this project will be used for signage that cannot be funded by other means (such as other city projects or development.) The City is participating on a WCCTAC-led Transit Wayfinding Sign Project funded by Regional Measure 2/Safe Routes to Transit. The project will develop technical specifications and design for signs to direct pedestrians and bicyclists to and from major transit facilities and major sites in West County and Albany. Other Costs Total Capital Costs: Total Other Costs: TOTAL ALL COSTS: CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET City-Wide Signage Program Public Works C3028 Public Works - Engineering Division General Fund (101), unidentified General Public B ---PAGE BREAK--- 193 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year STMP Unidentified Operating Energy Misc Prior Years - - - - - - 2014-15 - - - - - - - 2015-16 - - - - - - 2016-17 - - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - 2022-23 - - - - - - - 2023-24 - - - - - - - Unidentified 6,875,000 18,125,000 - - - - - Subtotal 6,875,000 18,125,000 - - - - - 25,000,000 - $25,000,000 Statement of Need, Service Level, and Issue: Project Description: General Plan Objective: Need: Service Level: Pertinent Issue: Status: Capital Cost Estimate: Admin: $850,000 Design: $1,700,000 Constr Mgt: $1,700,000 Equipment: $0 Constr: $17,000,000 Other: $0 Contingency: $3,750,000 TOTAL: $25,000,000 C4014 Public Works - Engineering Division CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Del Norte TOD Infrastructure Improvements Public Works / Community Development Total Project Costs: Total Other Costs: STMP Developer Fees, unidentified Public Works / Community Development A, B Del Norte area Capital Costs Other Costs San Pablo Avenue is a State highway, and carries over 25,000 vehicles a day. The Del Norte BART Station was identified as one of the 21 regional transit hubs in the nine Bay Area counties by MTC because of the linkages its provides between the services of various transit operators. The BART Station has over 700 bus trips a day which contributes to this being the 10th busiest station of 43 BART stations. BART had previously committed $100,000 of its STMP fees for this area. Future efforts will build on the San Pablo Ave Specific Plan/Complete Streets Plan and BART Plan. Public Works will continue to seek additional funding for San Pablo Avenue based on its designation as a planned Priority Development Area under the FOCUS Program. The project is pending additional funding and coordination with the San Pablo Avenue Specific Plan/Complete Streets Plan TOTAL ALL COSTS: The project includes planning, engineering and construction of various public infrastructure improvements to facilitate transit-oriented development in the Del Norte Area including parking facilities; bicycle, pedestrian, and/or bus transit access improvements; signage; lighting; improvements to station access or station waiting areas; ADA improvements; improvements to adjacent streets, street crossings, or signals; and/or Ohlone Greenway improvements. Goal T1: A transportation system that allows safe and efficient travel by a variety of modes and promotes the use of alternatives to the single-occupant vehicle. Goal T2: A land use pattern that encourages walking, bicycling, and public transit use. Goal T3: A transportation system that maintains and improves the livability of the City. Traffic congestion and planned/proposed development in the vicinity of the Del Norte BART station require creative and effective transportation solutions. The proximity of San Pablo Avenue to I-80 (the most congested freeway in the Bay Area) makes it an attractive relief route during the commute hours in addition to the heavy BART-bound traffic to and from the freeway. The two primary intersections (San Pablo Avenue at Cutting and at Hill) cannot accommodate a pedestrian crosswalk on the leg that has the highest pedestrian crossing demand due to critical vehicle volumes, and this induces pedestrians to cross illegally in the mid-block locations. There is also a history of collisions involving vehicles and pedestrians in this area. In addition, BART is preparing a Station Modernization Plan as it considers improvements around and within its station. ---PAGE BREAK--- 194 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year General Fund Unidentified Operating Energy Misc Prior Years 10,400 - - - - - 2014-15 - - - - - - - 2015-16 - - - - - - - 2016-17 - - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - 2022-23 - - - - - - - 2023-24 - - - - - - - Unidentified - 325,000 - - - - - Subtotal - 335,400 - - - - - 335,400 - $335,400 Statement of Need, Service Level, and Issue: Project Description: Need: Service Level: Pertinent Issue: Status: Capital Cost Estimate: Admin: $6,708 Design: $33,540 Constr Mgt: $33,540 Equipment: $0 Constr: $228,072 Other: $0 Contingency: $33,540 TOTAL: $335,400 General Fund, Unidentified General Public CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET C3058 PW - Engineering Division Balra Retaining Wall Repair Public Works Planning Phase: Implementation pending funding. Repair or replace the retaining wall in front of 779 Balra Drive, and repair street and sidewalk damage above wall. Total Capital Costs: Total Other Costs: The gradual failure of this wall is causing subsidence of the street and sidewalk above, and has created some uneven surfaces in the walking and driving paths. The wall is leaning over onto private property, but is not causing any immediate damage. Geotech report prepared and measuring points marked on the wall. However, no funding source has been identified for this work. B 779 block of Balra Drive TOTAL ALL COSTS: The existing retaining wall above the Creek headwall in front of 779 Balra Drive is badly damaged and must be repaired. Capital Costs Other Costs ---PAGE BREAK--- 195 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year Measure A (211) Unidentified Operating Energy Misc Prior Years 200,000 - - - - - - 2014-15 50,000 - - - - - - 2015-16 25,000 - - - - - - 2016-17 25,000 300,000 - - - - - 2017-18 25,000 275,000 - - - - - 2018-19 25,000 275,000 - - - - - 2019-20 25,000 275,000 - - - - - 2020-21 25,000 275,000 - - - - - 2021-22 25,000 275,000 - - - - - 2022-23 25,000 275,000 - - - - - 2023-24 25,000 275,000 - - - - - Unidentified - - - - - - Subtotal 475,000 2,225,000 - - - - - 2,700,000 - $2,700,000 Statement of Need, Service Level, and Issue: Project Description: General Plan Objective: Need: Service Level: Pertinent Issue: Status: Capital Cost Estimate: Admin: 35,000 Design: 255,000 Constr Mgt: 255,000 Equipment: - Constr: 1,700,000 Other: 100,000 Contingency: 355,000 TOTAL: $2,700,000 C3070 PW - Engineering Division CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Traffic Safety & Management Program Public Works Total Capital Costs: Total Other Costs: Measure A (211), Unidentified General Public 211, B various Capital Costs Other Costs The targeted street segments in the traffic safety audit were generally on arterial and collector streets which carry most of the City's traffic. The NTMP program will serve all streets in neighborhoods throughout the City. Funding has been secured and improvements implemented for several of the corridors. Public Works will continue to seek state and federal funding opportunities, and combine this program with others such as the PDA Streetscape Improvements Program to maximize funding opportunities as they arise. Planning Phase: Implementation pending funding. TOTAL ALL COSTS: This program would contain various capital projects that would improve safety for motorists, pedestrians and bicyclists traveling on city streets and implement various improvements under the Neighborhood Traffic Management Program consisting of educational, engineering and enforcement measures to address speeding, high traffic volumes, pedestrian and bicycle access and livability on residential streets. Goal T1: A transportation system that allows safe and efficient travel by a variety of modes and promotes the use of alternatives to the single-occupant vehicle. Goal T3: A transportation system, including safe and adequate streets, signals, sidewalks, pathways, curbs, gutters, street trees, signage, and streetlights, that maintains and improves the livability of the City. A 2006 traffic safety audit evaluated 14 street segments that had significantly higher collision rates than other arterial and collector streets in the City, and provided recommendations for improvements to mitigate collision rates. An increasing number of El Cerrito residents are concerned about vehicular speeds, traffic volumes and pedestrian and bicycle obstacles in their neighborhoods. The City has responded to community concerns by installing standard traffic control devices (warning and regulatory signs, pavement markings, striping and curb markings) and speed humps, deploying the speed feedback trailer, and enforcement of traffic and parking regulations. Generally, the City addressed resident requests on a case-by-case basis – with each request becoming a unique process and involving extensive City resources. The problem became how to place these requests in context – which have priority, which represent “normal” traffic conditions on residential streets, and what types of measures would provide equitable, effective and timely solutions. ---PAGE BREAK--- 196 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year Unidentified Operating Energy Misc Prior Years - - - - - - - 2013-14 - - - - - - - 2014-15 - - - - - - - 2015-16 - - - - - - - 2016-17 - - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - 2021-22 - - - - - - - 2022-23 - - - - - - Unidentified 2,500,000 - - - - - - Subtotal 2,500,000 - - - - - - 2,500,000 - $2,500,000 Statement of Need, Service Level, and Issue: Project Description: General Plan Objective: Need: Service Level: Pertinent Issue: Status: Capital Cost Estimate: Admin: 40,000 Design: 210,000 Constr Mgt: 150,000 Equipment: - Constr: 2,000,000 Other: - Contingency: 100,000 TOTAL: $2,500,000 Unidentified General Public CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Wildcat Drive Repair Public Works tbd PW - Engineering Division Planning Phase: Implementation pending funding. The last in a series of landslides removed a section of Wildcat Drive (approximately 100 feet long and 10 feet wide) and the abutting valley gutter and embankment. Emergency work was performed that stabilized the remaining roadway. In its current configuration, the road serves the primary public need of access and utility pathways. However, the emergency repair work requires traffic to constrict to a one-lane path, and the sheet pile retaining wall is considered to be adverse in appearance. Conceptual design was completed in the late 1990s for a retaining wall that would enable restoration of the original roadway width. This remedy is costly and currently unfunded. Other possible remedies that include restoring the stability of the abutting private land could be considered along with a funding partnership with the affected property owners. B Wildcat Drive Capital Costs Other Costs TOTAL ALL COSTS: This project would restore Wildcat Drive to its original width. Total Capital Costs: Total Other Costs: ---PAGE BREAK--- 197 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year Unidentified Operating Energy Misc Prior Years - - - - - - - 2013-14 - - - - - - - 2014-15 - - - - - - - 2015-16 - - - - - - - 2016-17 - - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - 2022-23 - - - - - - - Unidentified - 4,917,500 - - - - - Subtotal - 4,917,500 - - - - - 4,917,500 - $4,917,500 Statement of Need, Service Level, and Issue: Project Description: General Plan Objective: Need: Service Level: Pertinent Issue: Status: Capital Cost Estimate: Admin: 98,400 Design: 393,400 Constr Mgt: 491,800 Equipment: - Constr: 3,278,200 Other: - Contingency: 655,700 TOTAL: $4,917,500 Unidentified General Public CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET PDA Streetscape Improvements Public Works tbd PW - Engineering Division B Various TOTAL ALL COSTS: The project consists of streetscape improvements within and around the San Pablo Avenue Priority Development Area, which includes all of San Pablo Avenue and crossing arterials leading to the El Cerrito Plaza and Del Norte BART Stations. Improvements will be coordinated with neighboring cities and transit agencies. The scope of the project improvements includes sidewalk replacement, pedestrian level lighting, crosswalks improvements (curb bulb-outs, pedestrian refuge islands, and enhanced signing & striping), bike route signing & striping, street trees and street furniture. Capital Costs Other Costs Planning Phase: Implementation pending funding. Total Capital Costs: Total Other Costs: Goal T1: A transportation system that allows safe and efficient travel by a variety of modes and promotes the use of alternatives to the single-occupant vehicle; and Goal T3: A transportation system, including safe and adequate streets, signals, sidewalks, pathways, curbs, gutters, street trees, signage, and streetlights, that maintains and improves the livability of the City. The City's General Plan calls for three specific areas along the San Pablo Avenue corridor to become "pedestrian- friendly, mixed-use villages with ground floor retail uses and upper floor office and residential use". Each of the three identified areas has its own unique character and function and will be connected via the Ohlone Greenway and a vibrant San Pablo Avenue to two BART stations and multiple transit stops. The San Pablo Avenue Specific Plan calls for transit-oriented neighborhoods and in-fill development around the BART Stations. Continued streetscape and open space improvements in the corridor would capitalize on the momentum created by previous Redevelopment Agency projects. The San Pablo Avenue and BART Stations are important transportation facilities that serve residents and visitors of El Cerrito. The project will improve streets for users of all modes. For pedestrians, bicyclists and transit users, the addition of the proposed improvements will create a friendlier and safer environment. Identify funding opportunities through Transportation for Livable Communities Programs from the county through federal level. The program will likely be replaced by San Pablo Avenue Complete Street Plan improvements. ---PAGE BREAK--- 198 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year Unidentified Operating Energy Misc Prior Years - - - - - - - 2014-15 - - - - - - - 2015-16 - - - - - - - 2016-17 - - - - - - - 2017-18 500,000 - - - - - - 2018-19 - - - - - - 2019-20 500,000 - - - - - - 2020-21 - - - - - - - 2021-22 500,000 - - - - - - 2022-23 - - - - - - - 2023-24 500,000 - - - - - - Unidentified - - - - - - - Subtotal 2,000,000 - - - - - - 2,000,000 - $2,000,000 Statement of Need, Service Level, and Issue: Project Description: General Plan Objective: Need: Service Level: Pertinent Issue: Status: Capital Cost Estimate: Admin: 50,000 Design: 180,000 Constr Mgt: 180,000 Equipment: 150,000 Constr: 1,200,000 Other: - Contingency: 240,000 TOTAL: $2,000,000 Unidentified General Public CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Safe Routes to School Program Public Works tbd PW - Engineering Division Citywide TOTAL ALL COSTS: Develop a safe routes to school program including educational, engineering and enforcement measures. Capital Costs Other Costs Concept Phase: Implementation pending funding. Total Capital Costs: Total Other Costs: Goal T1: A transportation system that allows safe and efficient travel by a variety of modes and promotes the use of alternatives to the single-occupant vehicle; and Goal T3: A transportation system, including safe and adequate streets, signals, sidewalks, pathways, curbs, gutters, street trees, signage, and streetlights, that maintains and improves the livability of the City. The El Cerrito Circulation Plan for Bicyclists, adopted in 2007, and Pedestrians and Citywide Pedestrian Safety Assessment, conducted in 2009, both call for development of a safe routes to school program. School zones are particularly hazardous areas for pedestrians and bicyclists with many parents dropping off or picking up students. However, there are many benefits of having children walk or bike to school, including improving physical health and reducing traffic congestion. The safe routes to school program will serve K through 12th-grade students in public and private schools throughout the City. City staff is collaborating with WCCTAC Agencies and the Contra Costa County Health Division to provide a Safe Routes to School Program for education and encouragement activities at elementary schools throughout West Contra Costa as part of a federal Safe Routes to School grant. Staff will seek state and federal funding opportunities for capital improvements identified as part of this effort and other City efforts. ---PAGE BREAK--- 199 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year Unidentified Operating Energy Misc Prior Years - - - - - - - 2014-15 - - - - - - - 2015-16 - - - - - - - 2016-17 100,000 - - - - - - 2017-18 725,000 - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - 2022-23 - - - - - - - 2023-24 - - - - - - - Unidentified - - - - - - - Subtotal 825,000 - - - - - - 825,000 - $825,000 Statement of Need, Service Level, and Issue: Project Description: Financial Considerations: Admin: 15,000 Design: 60,000 Constr Mgt: 50,000 Equipment: - Constr: 500,000 Other: 100,000 Contingency: 100,000 TOTAL: 825,000 $ TOTAL ALL COSTS: The project is intended to provide an evaluation of rehabilitation and development of City paths, stairways and boardwalks throughout the City. The first phase will include conducting a study to evaluate costs and priorities. Strategic Plan Goals: Strategic Plan Goal D-Develop & Rehabilitate Public Facilities As Community Focal Points and Goal F-Foster Environmental Sustainability Citywide Need to be Addressed/Service Level to be Achieved: The City’s Circulation Plan for Bicyclists and Pedestrians (2007) identifies two projects— Park Trail Connector and Hillside Pathways and Stairs— to improve access, connectivity and promote walking in hillside neighborhoods and across the City. A Feasibility Study of El Cerrito Pathway Connections is also indentified as a need in the WCCTAC Transit Enhancement Study. The project would build off the efforts of the Trail Trekkers. Public Outreach/Input Process: City staff will continue to work with Trail Trekkers on this effort and outreach to the public at key point in the project development process. The Circulation Plan and WCCTAC Transit Enhancement Plans both incorporated public comments. B Various At this point in time, a funding source has not been identified. Staff will explore grant funding opportunities. Ongoing capital and operating expenses need to be fully evaluated and identified. Total Capital Costs: Total Other Costs: Capital Costs Other Costs Unidentified General Public CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Citywide Path/Stairway/Boardwalk Rehabilitation & Improvement Public Works Department tbd Public Works Department ---PAGE BREAK--- 200 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year Storm Drain Fund (205) Operating Energy Misc Prior Years ongoing - - - - - - 2014-15 100,000 - - - - - - 2015-16 330,000 - - - - - - 2016-17 250,000 - - - - - - 2017-18 250,000 - - - - - - 2018-19 250,000 - - - - - - 2019-20 350,000 - - - - - - 2020-21 350,000 - - - - - - 2021-22 350,000 - - - - - - 2022-23 350,000 - - - - - - 2023-24 350,000 - - - - - - Unidentified - - - - - - - Subtotal 2,930,000 - - - - - - 2,930,000 - $2,930,000 Statement of Need, Service Level, and Issue: Project Description: Need: Service Level: Pertinent Issue: Status: Capital Cost Estimate: Admin: 73,250 Design: 293,000 Constr Mgt: 293,000 Equipment: - Constr: 1,831,250 Other: 146,500 Contingency: 293,000 TOTAL: $2,930,000 tbd PW - Engineering Division CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Storm Drain Program Public Works Total Capital Costs: Total Other Costs: Storm Drain Fund (205) General Public 205 Various Capital Costs Other Costs Priority major maintenance to be completed in FY14-15. For FY14-15, priority locations include Kearney Street & San Pablo Avenue to clean out accumulated sediments and make upstream repairs to reduce sediment intrusion. Other projects to reduce localized flooding at locations such as Colusa Avenue and Carmel Avenue will be determined as funding permits. In FY15-16, an update to the Master Plan including to inventory condition of storm drain system, perform hydraulic modeling, make recommendations for future CIP, and link to City GIS, will be completed. TOTAL ALL COSTS: The 1992 Storm Drain Master Plan and 1999 update identified various deficiencies in the City's storm drain system. This program is designed to remedy those items as well as those identified in an update anticipated in FY 2015-16. Periodic updates to the storm drain system information have been made, but those have been on a project-specific basis. A system-wide plan update is warranted to incorporate all modifications to the storm drain system including work done by the City as well as others. As the storm drain system is improved, residents and businesses will experience less and less flooding during rain events. In addition, City maintenance crews' workload will decrease as the system's elements become more self- sustaining. Since 1994 the city has used Measure J storm drain funds to identify, repair and replace failing or inadequate storm drain infrastructure. Although the highest priority sites have been completed in the first 10 years, numerous smaller flooding and capacity issues continue to arise, and will be included in periodic capital projects. Claims have been increasing in recent years highlighting the need to complete some high priority repairs and capital improvements. It is prudent to use these funds to inventory the cumulative improvements and update the Storm Drain master plan in a comprehensive manner. ---PAGE BREAK--- 201 SECTION 13: LONG-TERM DEBT The City has various long- term commitments for payments to debt obligations to be repaid from various revenue sources. These obligations are discussed in this section and supported with the June 30, 2013 audited information. REVENUE BONDS 2008 Sales Tax Revenue Bonds- Street Improvements In FY 2007-08, $11.75 million of Sales Tax Revenue Bonds were issued at 4.4%-4.75% interest with approximately $10 million of bond proceeds to be used to finance the City’s Street Improvement Project. The estimated cost of the initial four-year project was approximately $17 million. After use of bond proceeds, remaining project funding will come from ongoing sales tax revenues not required for debt service and other funds available for this type of work. The City continues efforts to obtain all possible Federal and State funding for street improvements, including utilizing proceeds of the bonds as matching funds for Federal and State grant funding. The bond interest is payable each November 1 and May 1 through May 1, 2037. Table 13-1 2008 Sales Tax Revenue Bonds- Street Improvements Original Issue Amount Balance June 30,2012 Additions Retirements Balance June 30,2013 Street Improvement Bonds $11,750,000 $10,810,000 $0 $255,000 $10,555,000 Table 13-2 Future debt service payments on the 2008 Sales Tax Revenue Bonds – Street Improvements Fiscal Year Ending June 30 Principal Interest Total 2014 265,000 475,152 740,152 2015 270,000 466,408 736,408 2016 280,000 457,228 737,228 2017 290,000 447,078 737,078 2018 300,000 436,203 736,203 2019-2037 9,150,000 4,146,664 13,296,664 $10,555,000 $6,428,733 $16,983,733 Storm Drain Revenue Bonds The City of El Cerrito 1993 Storm Drain Revenue Bonds were issued in the principal amount of $6,300,000, bearing interest from 4.3% to 5.5% and maturing each August 1 through 2013. Interest was payable each February and August 1. The bonds consisted of $4,440,000 in serial bonds and $1,860,000 in term bonds. Bonds maturing on or after August 1, 2004 were subject to optional redemption by the City with premium. Bonds maturing August 1, 2013, (the term bonds) were subject to mandatory sinking fund redemption commencing August 1, 2010. In FY 2011-12, the City issued Storm Drain Revenue Refunding Bonds in the original principal amount of $1,026,800 at 1.683% interest. The bonds are secured by a first pledge of all revenues derived from ---PAGE BREAK--- 202 ownership and operation of the storm drain system and the monies held in funds established by the Bond Indenture in amount sufficient to pay the bond debt service, maintenance and operations costs of the system, and to maintain the bond reserve fund. The interest is payable each August 1 and February 1 through August 1, 2013. Table 13-3 Storm Drain Bonds Original Issue Amount Balance June 30,2012 Additions Retirements Balance June 30,2013 2012 Storm Drain Revenue Refunding Bonds $1,026,800 $1,026,800 $0 $512,300 $514,500 Table 13-4 Future Debt Service Payments on the Storm Drain Bonds Fiscal Year Ending June 30 Principal Interest Total 2014 $514,500 $4,330 $518,830 $514,500 $4,330 $518,830 Measure A Lease Revenue Bonds- Swim Center Project The El Cerrito Public Financing Authority issued 2002 Lease Revenue Bonds, which consisted of $4,615,000 in bonds bearing interest at 3.00% to 4.75%. The interest is payable each August 15 and February 15. Principal is payable each August 15, through August 15, 2020. The outstanding principal balance of the bonds at June 30, 2012 was $2,685,000. The bonds are secured by a pledge, security interest in, and a first and exclusive lien on all base rental payments and other payments paid by the City and received by the Authority and the monies in the funds and accounts established pursuant to the Bond Indenture of Trust. The payment of bond principal and interest is also covered by a financial guaranty insurance policy. In FY 2012-13, the 2002 Lease Revenue Bonds were refinanced at a rate of 1.80% on a refunded principal amount of $2,516,500 with the first principal payment due on September 1, 2013. The interest is payable each September 1 and March 1 through September 1, 2020. Table 13-5 2002 Lease Revenue Bonds Original Issue Amount Balance June 30,2012 Additions Retirements Balance June 30,2013 2002 Measure A Lease Revenue Bonds $4,615,000 $2,685,000 $0 $2,685,000 $0 2012 Measure A Refunding Bonds $2,516,500 $2,516,500 2,516,500 Table 13-6 Future scheduled annual minimum debt service requirements for the Measure A Lease Refunding Fiscal Year Ending June 30 Principal Interest Total 2014 312,800 46,258 359,058 2015 323,300 40,024 363,324 2016 328,200 33,639 361,839 2017 332,300 27,167 359,467 2018 340,800 20,610 361,410 2019-2021 879,100 22,743 901,843 $2,516,500 $190,442 $2,706,942 ---PAGE BREAK--- 203 City Hall Lease Revenue Bonds The El Cerrito Public Financing Authority issued 2006 Lease Revenue Bonds, which consisted of $9,610,000 in bonds bearing interest at 3.75% to 5.0%. The interest is payable each June 1 and December 1, with the final payment on November 15, 2036. The bonds are secured by a pledge, security interest in, and a first and exclusive lien on all base rental payments and other payments paid by the City and received by the Authority and the monies in the funds and accounts established pursuant to the Bond Indenture of Trust. Table 13-7 2006 City Hall Lease Revenue Bonds Original Issue Amount Balance June 30,2012 Additions Retirements Balance June 30,2013 2006 City Hall Lease Revenue Bonds $9,610,000 $9,020,000 $0 $215,000 $8,805,000 Table 13-8 Future Debt Service Payments on City Hall Lease Revenue Bonds Fiscal Year Ending June 30 Principal Interest Total 2014 220,000 375,308 595,308 2015 230,000 366,768 596,768 2016 240,000 357,246 597,246 2017 250,000 347,240 597,240 2018 260,000 337,740 597,740 2019-2036 7,605,000 3,632,478 11,237,478 $8,805,000 $5,416,780 $14,221,780 CAPITAL LEASE OBLIGATIONS Master Equipment Lease- Fire Trucks, Recycling Trucks and Toters Between FY 2005-06 and FY 2009-10, the City entered into lease agreements to finance the acquisition of three fire trucks. The leases interest rates varied from 3.90% to 4.80% with annual payments of about $165,000 through 2017. In FY 2008-09 and FY 2009-10, the City entered into lease agreements to finance the acquisition of recycling trucks and Toters (carts used for curbside recycling services). The lease interest rates varied from 3.980% to 4.85% with annual payments of about $183,000 through 2018. In FY 2012-13, the City entered into a single master equipment lease agreement with Chase Bank to refinance the leases for the fire trucks, recycling trucks, and Toters. The lease arrangement bears interest at a yield of 1.98% with interest payments due on July 25 and January 25 through July 25, 2019. Future minimum lease payments at June 30, 2013 are: Table 13-9 Master Equipment Lease Fiscal Year Ending June 30 Amount 2014 2015 248,420 248,420 2016 248,420 2017 248,420 2018 248,420 2019-2020 372,630 Total minimum lease payments 1,614,730 Less amounts representing interest (96,275) Present value of net minimum lease payments $1,518,455 ---PAGE BREAK--- 204 Recycling Center Capital Lease On November 1, 2010, the City entered into a capital lease agreement in the amount of $3,500,000 at 3.88% interest with Holman Capital to finance the reconstruction of the Recycling Center. The term of the lease provided for quarterly principal and interest payments of $80,225 through October 1, 2025. In July 2012, the Recycling Center Capital Lease was refinanced reducing the interest rate from 3.88% to 2.50%. The interest is payable each July 1, October 1, January 1, and April 1 through October 1, 2025. Table 13-10 Recycling Center Capital Lease Original Issue Amount Balance June 30,2012 Additions Retirements Balance June 30,2013 Recycling Center Capital Lease $3,500,000 $3,359,825 $0 $3,359,825 $0 Recycling Facility Refunding Bonds $3,405,000 $3,405,000 $109,500 $3,296,100 Table 13-11 Future Recycling Center Lease Payments Fiscal Year Ending June 30 Amount 2014 306,523 2015 306,619 2016 306,477 2017 306,497 20018 306,472 2019-2026 2,299,349 Total minimum lease payments 3,831,938 Less amounts representing interest (535,838) Present value of net minimum lease payments $3,296,100 Solar Equipment Capital Lease On December 5, 2012, the City entered into a capital lease agreement in the amount of $1,595,000 at 2.75% interest with Green Campus Partners to finance the purchase and installation of solar equipment on City facilities. The term of the lease provides for semi-annual principal and interest payments of $65,236 on December 1 and June 1 through December 1, 2027. Table 13-12 Solar Equipment Capital Lease Fiscal Year Ending June 30 Amount 2014 130,473 2015 130,473 2016 130,473 2017 130,473 2018 130,473 2019-2028 1,239,486 Total minimum lease payments 1,891,851 Less amounts representing interest (340,339) Present value of net minimum lease payments $1,551,512 ---PAGE BREAK--- 205 Changes in Long-Term Liabilities Long-term liability activity for the fiscal year ended June 30, 2013 was as follows: Table 13-13 Long-term Liabilities Original Issue Balance Balance Amount June 30, 2012 Additions Retirements June 30, 2013 General LTD Fund 792 Street Improvement Bonds 11,750,000 $ 10,810,000 $ 255,000 $ 10,555,000 $ Storm Drain Refunding Bonds 1,026,800 1,026,800 512,300 514,500 Measure A Lease Revenue Bonds 4,615,000 2,685,000 2,685,000 Measure A Refunding Bonds 2,516,500 2,516,500 2,516,500 City Hall Lease Revenue Bonds 9,610,000 9,020,000 215,000 8,805,000 Solar Photovoltaic Capital Lease 1,595,300 1,595,300 43,788 1,551,512 Total GLTD 31,113,600 $ 23,541,800 $ 2,516,500 $ 3,711,088 $ 22,347,212 $ Internal Service Fund 601 Fire Truck Capital Leases 1,429,108 $ 887,688 $ 887,688 $ Master Equipment Lease (51.74%) 842,417 842,417 56,769 785,648 Total IS Commitments 1,429,108 $ 887,688 $ 842,417 $ 944,457 $ 785,648 $ Enterprise Activity Debt Recycing Trucks Capital Lease 770,577 $ 485,067 $ 485,067 $ Recycling Toters Capital Lease 540,450 284,421 284,421 Recycling Center Capital Lease 3,500,000 3,359,825 3,359,825 Recycling Facility Refunding Bonds 3,405,600 3,405,600 109,500 3,296,100 Master Equipment Lease (48.26%) 785,755 785,755 52,950 732,805 Total Enterprise Activity 9,002,382 $ 4,129,313 $ 4,191,355 $ 4,291,763 $ 4,028,905 $ June 30, 2013 Long Term Debt City of El Cerrito Deferred Debt Expense Bond issuance costs are capitalized and amortized over the terms of the respective bonds using a method that approximates the effective interest method. ---PAGE BREAK--- 206 ---PAGE BREAK--- 207 SECTION 14: APPENDICES AND STATISTICS ---PAGE BREAK--- 208 ---PAGE BREAK--- 209 APPENDIX 1 GLOSSARY OF BUDGET TERMS 21ST CENTURY PROGRAMS—Block grants from the U.S. Department of Education awarded to states for after school programming. The State of California uses 21st Century funds to augment its ASES programs to increase the number of schools eligible for funding. El Cerrito’s 21st Century Program is at Harding Elementary School. AC TRANSIT—A public sector transportation agency that provides bus and other public transit services to various localities in the San Francisco East Bay Area, including El Cerrito. ADA—Americans with Disabilities Act. ADOPTED BUDGET—The budget document formally approved by the City Council. APPROPRIATION—Legal authorization granted by City Council or other policy body to make expenditures and incur obligations for a specific purpose within a specific time frame. ASES—After School Education and Safety Program Act of 2002, approved by voters under Proposition 49. California Constitutional Amendment that guarantees a certain level of funding for after school programs in the state. Schools are selected for funding based on their rates of students who receive free or reduced lunches in public schools. El Cerrito has ASES programs at Fairmont Elementary and Portola Middle Schools. ASSESSED VALUATION—A dollar value placed on real estate or other property by the County Assessor as a basis for levying property taxes. AUDIT—A review of the City’s accounts by an independent auditing firm to substantiate fiscal year-end balances and assure compliance with generally accepted standards for financial accounting and reporting. BART—Bay Area Rapid Transit, a fixed rail mass transportation system in the San Francisco Bay Area. BASIS OF BUDGETING—the method used for recognizing revenues and expenditures in the budget in compliance with Generally Accepted Accounting Principles. BEGINNING FUND BALANCE—Fund balance available in a fund from the end of the prior year for use in the following year. BOND PROCEEDS—The money paid to the issuer by the purchaser or underwriter of a new issue of municipal securities. These moneys are used to finance the project or purpose for which the securities were issued, and to pay certain costs of issuance as may be provided in the bond contract. BUDGET—A plan of financial operation embodying an estimate of proposed expenditures/expenses for a given period (typically a fiscal year) and the proposed means of financing them (revenue estimates). Upon approval by the City Council, the budget appropriation resolution is the legal basis for expenditures in the fiscal year. BUDGET AUTHORITY—Under certain circumstances, the City Council may adjust the budgeted appropriations for reasons unforeseen at the time of the adoption of the original budget. Such amendments are made by Council resolutions. The City Manager may make transfers of appropriations within a fund. BUSINESS LICENSE TAX—A general tax on businesses for the privilege of conducting business within the City limits. Rates are set at each city’s discretion but may not be discriminatory or confiscatory. CALED—California Association for Local Economic Development. CAPITAL IMPROVEMENT PROGRAM (CIP)—Annual appropriations for capital improvement projects such as street improvements, building construction, and various kinds of major facility maintenance. Capital projects are outlined in a five-year expenditure plan, which details funding sources and expenditure amounts. They often are multi-year projects, which require funding beyond the one-year period of the annual budget. CAPITAL OUTLAY—A budget appropriation category comprising all equipment having a unit cost of more than $500 and an estimated useful life of over one year. CDBG—Community Development Block Grant. CERTIFICATE OF DEPOSIT (CD)—A deposit insured up to $250,000 (as of July 1, 2009) by the FDIC at a set rate for a specific period of time. COMPREHENSIVE ANNUAL FINANCIAL REPORT (CAFR)— A set of mandated government financial statements for local and state governments that demonstrates compliance with the accounting requirements established by the Governmental Accounting Standards Board (GASB). COPS—Community Oriented Policing Services. A grant program supporting community involvement offered by the U.S. Department of Justice. ---PAGE BREAK--- 210 COUPON—The annual rate of interest that a bond’s issuer promises to pay the bondholder on the bond’s face value; a certificate attached to a bond evidencing interest due on a payment date. CPI—Consumer Price Index. Various indices that measure inflation in various economic sectors and regions. CRW—The City’s software system used for permits, code enforcement and business licenses. CURRENT SERVICE CHARGES—Charges imposed to support services provided to individuals. These charges may not exceed the cost of providing the service plus overhead. The rationale behind service charges is that certain services are primarily for the benefit of individuals rather than the general public. CURRENT YIELD—The interest paid on an investment expressed as a percentage of the current price of the security. DEBT SERVICE—Payment of the principal and interest on an obligation resulting from the issuance of bonds, notes, or leasing arrangements. DEFICIT—An excess of expenditures or expenses over revenues (resources). DEPARTMENT—An organizational unit composed of divisions or programs. It is the basic unit of service responsibility encompassing a broad mandate of related activities. DIVISION—A sub-section (or activity) within a Department that furthers the objectives of the City by providing specific services or programs. DUI—Driving Under the Influence (of alcohol or drugs). DISCRETIONARY REVENUE—Money that the City Council has the authority to allocate for any purpose. Often refers to the General Fund, as opposed to Special Funds. EBMUD—East Bay Municipal Utility District, a public utility that provides water service in El Cerrito and other cities. ENCUMBRANCE—Funds not yet expended and are delegated or set aside in anticipation of expenditure in the form of a purchase order, contract, or other commitment, chargeable to an appropriation. These funds cease to be an encumbrance when paid. ENTERPRISE FUND—A type of fund operated in a manner similar to private enterprises. Enterprise funds capture the total costs of the associated programs, including facilities and services, as well as all revenues attributable to those programs. These programs are entirely or predominantly self-supporting. ERAF—Educational Revenue Augmentation Fund. The state enacted legislation in 1992 whereby partial responsibility of funding education was shifted to local governments, directing specified amounts of local agency property taxes be deposited into such funds to support schools. EOY—End Of Year. The City’s fiscal year runs from July 1 through June 30, while certain programs operate on a federal fiscal year, which runs from October 1 through September 30, and other programs operate on a calendar year basis (January 1 through December 31). EXPENDITURES—Monies spent, including current operating expenses, debt service, and capital outlays. EXPENSE—The actual spending of funds by an enterprise fund authorized by an appropriation. FEDERAL DEPOSIT INSURANCE CORPORATION (FDIC)— Insurance provided to customers of a subscribing bank, which guarantees deposits to a set limit ($250,000) per depositor. FEES—A charge to cover the cost of services building inspection fee, zoning fee, etc.). FINES AND FORFEITURES—Revenues received and bail monies forfeited upon conviction of a misdemeanor, traffic, or municipal infraction. FISCAL YEAR—The City’s year for accounting and budgeting purposes, which begins on July 1 and ends on June 30. FIXED ASSESTS—A tangible item of a long-term character such as land, buildings, furniture, and other equipment with a unit cost in excess of $5,000. FRANCHISE FEES—Fees paid to a municipality from a franchisee for “rental” or as a “toll” for the use of city streets and rights-of-way. The businesses required to pay franchise fees in El Cerrito include utilities such as gas, electricity, cable television, and solid waste collection and disposal. Telephone utilities are specifically exempted from franchise fees by State law. FULL-TIME EQUIVALENT (FTE)—A measure signifying the full number of hours for one full year that a regular employee in that position would provide services. Thus, a regular, full time employee would equal 1.0 FTE. A half- time employee would equal 0.5 FTE. FUND—An independent fiscal and accounting entity used to record all financial transactions related to the specific purpose for which the fund was created. Primary reasons for creating separate funds include allocating interest, complying with federal requirements, and maintaining separate sets of books for reporting purposes. ---PAGE BREAK--- 211 FUND BALANCE—The amount of financial resources available for use. Generally, this figure represents a summary of all the annual operating surpluses and deficits since the fund’s inception. FUNDING SOURCE—Identifies the source of resources for City expenditures. FY—Fiscal Year. See description under “Fiscal Year,” above. GASOLINE TAX (GAS TAX, HIGHWAY USERS TAX)—18- cent per gallon tax on fuel used to propel a motor vehicle or aircraft. The use of these revenues is restricted to “research, planning, construction, improvement, maintenance, and operation of public streets and highways or public mass transit guide ways.” The basic means of distribution to cities is population. GANN LIMIT (SPENDING LIMIT)—Article XIII B of the California Constitution establishes a spending limitation on government agencies within California. The spending limit is a mandated calculation of how much the City is allowed to expend in one fiscal year. The amounts of appropriations subject to the limit are budgeted proceeds of taxes. The total of these budgeted revenues cannot exceed the total appropriations limit. Annually, local governments may increase the appropriate limit by a factor comprised of the change in population combined with the California inflation rate as determined by the State Finance Department. GENERAL FUND—The primary fund used to account for revenues and expenditures of the City not legally restricted as to use. This Fund is used to offset the cost of the City’s general operations. GENERAL OBLIGATION BOND—A bond whose repayment is guaranteed by pledging all the assets and revenues of a government agency. GENERAL FUND REVENUES—General sources of income the City collects and receives into the Treasury for public use property tax). There are no restrictions as to the use of these monies - often referred to as Discretionary Revenue. GENERAL PLAN UPDATE—The City’s General Plan is a master planning document for the community. State law requires that all cities develop and update their General Plan periodically. GOVERNANCE—The process of providing community leadership and overall direction for a City. It involves understanding the community’s desires for its future, focusing those desires into an achievable vision, and establishing specific objectives and goals in order to realize that future vision. It also involves leadership in explaining City policies to the community and gathering support for City programs. GOVERNMENT ACCOUNTING STANDARDS BOARD (GASB)—A standard-setting body, associated with the Financial Accounting Foundation, which prescribes standard accounting practices for governmental units. GRANT—A contribution from one government unit to another, usually made for a specific purpose and time period. INFRASTRUCTURE—Facilities on which the continuance and growth of a community depend, such as streets and roads, sewers, public buildings, parks, etc. INTEREST RATE—The annual yield earned on an investment, expressed as a percentage. INTERFUND TRANSFERS IN/OUT—Monies transferred from one fund to another. Such money is transferred to finance the operations of another fund or to reimburse the fund for certain expenditures/expenses. INTEGRATED WASTE MANAGEMENT (IWM) FUND—An enterprise fund for the Integrated Qaste Management services functions, including curbside recycling collection and operation of the City’s Recycling + Environmental Resource Center; supported by user fees. LANDSCAPING AND LIGHTING ASSESSMENT DISTRICT (LLAD)—A district encompassing the City of El Cerrito in which an assessment levied on residential and commercial property owners for the purpose of providing landscaping, street lights, and the maintenance of parks, street landscaping, and recreation facilities. The assessment is added to the property tax bill. LICENSES AND PERMITS—Revenues in this category are charges designed to reimburse a city for costs of regulating the activities being licensed. These charges may not generate revenues in excess of costs. MASTER FEE SCHEDULE—Fee schedule that includes all of the City’s user fees, charges for services, and business license tax rates updated and adopted by the City Council on an annual basis. MEASURE A- PARCEL TAX (2000)—Revenues, approved by the voters in 2000, for the sole and exclusive purpose of providing the funds necessary for the renovation and reconstruction of the El Cerrito Swim Center, the rehabilitation of Canyon Trail Clubhouse and the performance of access and restroom renovations to the Harding, Huber and Poinsett Park Clubhouses. MEASURE A- SALES TAX (2008)—A retail transactions and use tax approved by the voters in 2008. Proceeds levied and imposed are accounted for and paid into a special fund designated for use for all aspects of street repair and maintenance including repair, reconstruction and sealing of City streets; repair, maintenance and reconstruction of curbs and ramps adjacent to City ---PAGE BREAK--- 212 streets; crosswalk and pedestrian improvements on or adjacent to City streets; other related services such as lane line, crosswalk and bicycle lane striping and other necessary pavement markings; and other such improvements as are deemed necessary by the City Council for the benefit of the residents of the City. MEASURE J STORM DRAIN—A measure passed by El Cerrito voters in 1993 to maintain, repair, and reconstruct the City’s storm drains. All properties in the City are assessed annually based on equivalent residential units. Funds are accounted for in the Measure J-Storm Drain Fund. MEASURE C TRANSIT—Funds that are used for limited paratransit services, which augment the basic service provided by the BART/AC Transit Consortium. Any excess tax revenues over expenditures related to paratransit services are placed in the Measure C-Transit Reserve. Measure C was extended by Measure J in November 2004. MEASURE J TRANSIT—Measure J was approved in November 2004, and provided for the continuation of Measure C, the half-cent transportation sales tax for an additional 25 years (see description under “Measure C Transit”, above). MEASURE R SALES TAX—Measure R is a half-cent, general sales tax measure for seven years that was passed in November 2010 in order to maintain the current level of services in El Cerrito during the economic recession. MEASURE WW—An East Bay Regional Parks District bond measure passed by the voters in 2008, which included funds for cities including El Cerrito for local park and recreation projects. MTC—Metropolitan Transportation Commission. A regional agency that coordinates transportation programs and funding in the San Francisco Bay Area. The MTC formerly provided grant money for the Paratransit Program. The responsibility for providing these services was transferred to AC Transit and BART on July 1, 1997. MOTOR VEHICLE IN-LIEU FEES—Registered vehicle owners pay a fee to the State each year in lieu of paying property taxes for their vehicle. The fee is computed as a percent of the depreciated value of their motor vehicle. Each city and county in California receives a portion of this revenue, based on population. The State Legislature has modified the level of revenue disbursement to cities and counties in recent years. MUNICIPAL CODE—City Council approved ordinances currently in effect. The Code defines City policy and contains the “laws” of the City. MUNICIPAL SERVICES CORPORATION (MSC)—A nonprofit public benefit corporation formed in 1982 to benefit and support the community. Its charitable and public purposes were expanded in 2011, in accordance with Section 509(a)(3) of the Internal Revenue Code, to include “lessening the burdens of government of the City,” by contributing to physical improvements, providing economic opportunity, stimulating economic development, assisting with redevelopment activities and programs, and combating community deterioration. The MSC provides grants in support of these purposes, undertakes development of its land holdings, and manages the Cerrito Theater for the benefit of the community. NOTE—A written promise to pay a specified amount to a certain entity on demand or on a specified date. NPDES—National Pollutant Discharge Elimination System. OBJECTIVES—The expected results or achievements of a budget activity, which can be measured and achieved within a given time frame. Achievement of the objective advances the organization towards a corresponding goal. OES—Office of Emergency Services. OPERATING BUDGET—The annual appropriation of revenues and expenditures that define financial and programmatic activities. OPERATING EXPENSES—The cost for personnel, materials and equipment required for a department to function. ORDINANCE—A formal legislative enactment by the City Council. It has the full force and effect of law within City boundaries unless preempted by a higher form of law. An ordinance has a higher legal standing than a resolution. PASS-THRU PAYMENTS—Payments made by the former El Cerrito Redevelopment Agency to the taxing entities affected by the Redevelopment Plan for the City of El Cerrito Redevelopment Project Area. Payments were calculated either by fiscal agreement or a statutory formula to the taxing entities from the tax increment collected by the Redevelopment Agency. Upon dissolution of the Redevelopment Agency, pass-through payments to the tax entities continue to be made by the County Auditor-Controller, calculated in the same manner, prior to disbursing Redevelopment Property Tax to the El Cerrito Redevelopment Agency Successor Agency to make payments on the former Redevelopment Agency’s enforceable obligations. PERS—Public Employees’ Retirement System. The State- sponsored retirement system in which most City employees participate. ---PAGE BREAK--- 213 PERSONNEL EXPENDITURES—Salaries and wages paid to employees. PROGRAM REVENUES—Revenues received by a department as a result of the services or operations of that department (such as user fees), which are used to finance the related services or programs. Program Revenue is not discretionary (general-purpose) revenue. PROPOSED BUDGET—The working document for the fiscal year under discussion. POST—Peace Officer Standards and Training. A State reimbursement program for Police Officer Training. PRINCIPAL—The face value or par value of a debt instrument, or the amount of capital invested in a given security. PROPERTY TAX—All real property and tangible personal property are subject to a property tax rate of 1% of their assessed values. Since Proposition 13 was enacted in 1978, the assessed valuation of real property in the “base year” of FY 1975-1976 may increase each year by a calculated change in the cost of living, not to exceed as long as it is held by the same owner. When there is a transfer of property ownership, or when property is newly constructed, it is reappraised at its market value. The property tax is imposed on real property (land and permanently attached improvements such as buildings) and tangible personal property (movable property) located within the state. By definition, this ad valorem tax is based on the property value, as defined in law, rather than on a fixed amount or benefit. PUBLIC SAFETY TAX (PROPOSITION 172)—This half-cent sales tax was authorized in 1994 by a vote of the people in California. Proposition 172 designated the tax be used to fund public safety activities such as police and fire services and facilities. PURCHASE DATE—The date in which a security is purchased for settlement on that or a later date. PURCHASE ORDER—Authorizes the delivery of specific goods or service and the incurrence of debt for them. PDA—Priority Development Area. A designation of the FOCUS Program, a development and conservation strategy for the Bay Area, led by the Association of Bay Area Governments and Metropolitan Transportation Commission. The San Pablo Avenue corridor is a PDA under the Focus Program, targeted for transit-oriented, infill development. RAD—Residential Architectural Development. RDA—Redevelopment Agency. RENTS—Income derived from the rental of property. RESERVE—An account used to record a portion of the fund balance as legally segregated for a specific use, usually at a future time. RESOLUTION—A special order of the City Council, which has a lower legal standing than an ordinance. RESTRICTED USE FUNDS—Funds designated for use for a specific purpose. REVENUES—Monies received or anticipated by a local government from both tax and non-tax sources during the fiscal year. REVENUE BONDS—A type of bond usually issued to construct facilities. The bonds are repaid from revenue produced by the operation of those facilities. SALARY SAVINGS—That percentage or dollar amount of salaries which can be expected to be unspent during the fiscal year due to vacancies or other factors. SALES TAX—This tax is levied on goods and services at the point-of-sale. Since the State adopted the Bradley- Burns Uniform Sales and Use Tax Law, the State has consolidated the collection of sales taxes and made uniform the rate at which goods are taxed (allowing for local voter-approved increments). The sales tax rate in Contra Costa County is currently 8.5%, of which approximately 1% is returned to El Cerrito for those sales that take place in El Cerrito. In February 2008, voters approved an additional half-cent sales and use tax dedicated to funding a comprehensive street pavement repair and maintenance program. In November 2010, voters approved an additional half-cent general sales tax measure for seven years, in order to maintain the current level of services in El Cerrito during the economic recession. SECURED TAXES—Taxes levied on real properties in the City which are "secured" by liens on the properties. SERAF—Supplemental Education Revenue Augmentation Fund. SERAF payments were State takeaways from redevelopment agencies of about $1.7 billion in FY 2009- 10 and $400 million in FY 2010-11. El Cerrito’s shares of the SERAF takeaways were about $1.7 million and $364,000, respectively. SERVICES—Expenditures/expenses for services. SPECIAL REVENUE FUNDS—This fund type collects revenues that are restricted by the City, State, or Federal government as to how the City might spend them. STMP—Subregional Transportation Mitigation Program. SUPPLIES AND OTHER CHARGES— Expenditures/expenses for supplies or other charges that ordinarily are consumed within a fiscal year and which are not included in inventories. ---PAGE BREAK--- 214 TAX RATE—The amount of tax levied expressed as a percentage of the value of the item being taxed. TRAN— Tax and Revenue Anticipation Note. Notes issued in anticipation of receiving tax proceeds or other revenues at a future date. TEA—Transportation Equity Act. TDA—Transportation Development Act. A State program providing grants for specific transportation projects. TOD—Transit Orientated Development. TFCA—Transportation Fund for Clean Air. TOT—Transient Occupancy Tax. A general tax imposed on occupants for the privilege of occupying rooms in hotels, motels, inns, or other lodging facilities for 30 days or less. The current tax rate in El Cerrito is 10%. UNDESIGNATED FUND BALANCE—Funds which the City Council has not specifically designated for any other purpose. The City maintains an Undesignated General Fund Balance to help mitigate the effects of such unanticipated situations as the following: a) Economic downturns b) Loss of revenues to or imposition of additional costs by other governmental agencies c) Errors in financial forecasting d) Natural disasters The full policy of the City Council is shown in this document in Appendix 4, Fiscal Policies. USE OF MONEY AND PROPERTY—This revenue comes from the investment of temporarily idle public funds. Investing these funds is a responsible way to raise monies using a City’s own resources. In making investment decisions, consideration should be given to safety, liquidity, and yield, in that order. In keeping with the need for safety, the California Government Code restricts the various instruments in which the City may invest. The City of El Cerrito has a local Investment Policy. UTILITY USERS TAX—This tax is imposed on the residential and commercial consumers of utilities— electric, gas, cable television, water, and telephone services (including cellular). The City’s current tax rate is and was ratified by the voters with the passage of Measure K in 2004. The tax is collected by the companies providing the service as part of their billing process. VEHICLE ABATEMENT FUNDS—These funds are generated by assessing a fee per vehicle for all vehicles registered in the County. State legislation allowed the eighteen cities and County of Contra Costa to join together and form a Service Authority to oversee a fund to be used for the removal of abandoned, wrecked, and inoperable vehicles. Any excess of Vehicle Abatement revenues over expenditures related to this purpose is held in the Vehicle Abatement Reserve. WCCTAC—West Contra Costa Transportation Advisory Committee. WCCUSD—West Contra Costa Unified School District. ---PAGE BREAK--- 215 APPENDIX 2 DEMOGRAPHIC PROFILE Located on the eastern shore of San Francisco Bay, El Cerrito is a 3.9-square-mile city blessed with a pleasant climate year-round. The hilly areas of El Cerrito provide spectacular views of San Francisco, the Bay and Golden Gate Bridges, and Mt. Tamalpais. El Cerrito is strategically located along Interstate 80 and is less than 30 miles from two major airports, and the Silicon Valley, Berkeley, and Sacramento are within easy reach. Its extensive transportation system includes two Bay Area Rapid Transit stations. El Cerrito’s residents enjoy the 80-acre tree-lined Hillside Park open space, as well as 45 acres of parks, 18 acres of school recreational areas, and 38 acres of other amenities. These amenities include the Ohlone Greenway, a pleasantly landscaped linear park that runs along the length of the city and is popular with walkers, runners and bicyclists. El Cerrito is a well-educated community, with 70 percent of people 25 and over having attended college. Its population, estimated at 23,440, has a history of civic involvement. ---PAGE BREAK--- 216 CITY OF EL CERRITO Miscellaneous Statistics Date of Incorporation August 1, 1917 Form of Government Council/Manager Climate Coastal Mediterranean Average annual rainfall 20.5" Area in square miles 3.9 Population 23,549 Population Ranking among California Cities 274 out of 480 Elevation 73 feet above sea level Location 37º55'3" N, 122º18'18" W Number of housing units 10,462 Housing density 6,356.5/square mile Number of registered voters 12,925 Median household income $81,503 Average age of residents 42.7 Facilities and services: Number of Full Time Employees 149 Fire protection (provided by) City of El Cerrito Police protection (provided by) City of El Cerrito Miles of paved streets 68 center line miles Miles of off-street bicycle trails Ohlone Greenway—2.5 miles Banks 5 Churches 19 DMV Regional Office 1 BART Stations 2 Schools: Elementary schools—Public 3 Middle schools—Public 1 High schools—Public 1 Private Schools 7 Public Utilities: Water services (provided by) East Bay Municipal Utility District Wastewater services (provided by) Stege Sanitary District Refuse disposal (provided by) East Bay Sanitary Recycling Services (provided by) City of El Cerrito Culture and recreation City-owned park acreage 31.6 acres Open space facilities 99.9 acres Other City-maintained recreational facilities 23.3 acres School district areas 26.6 acres Notes: Source: California Department of Finance Source: United States Census Bureau, Year 2010 Dataset Source: Contra Costa County Elections Department Source: City of El Cerrito General Plan Source: www.city-data.com ---PAGE BREAK--- 217 CITY OF EL CERRITO DEMOGRAPHIC STATISTICS: PAST TEN YEARS CITY OF EL CERRITO PRINCIPAL EMPLOYERS FY 2011-12 West Contra Costa Unified City of El Cerrito US Post Office Home Depot Orchard Supply Hardware Honda of El Cerrito El Cerrito Royale Shields Nursing Center Prospect Sierra School Tehiyah Day School Lucky's Safeway Trader Joe's Mira Vista Golf and Country Club Bed Bath & Beyond Nation's Romano's Macaroni Grill Fat Apple's Restaurant Barnes and Noble CVS Pharmacy Calendar Year City Population Median Population Age Unemployment Rate Public School Enrollment Contra Costa County Population % of County Population 2003 23,550 42.7 5.0% 3,939 994,900 2.37% 2004 23,440 42.7 5.4% 3,989 1,003,900 2.33% 2005 23,398 42.7 4.8% 3,989 1,020,898 2.29% 2006 23,471 42.7 4.3% 3,989 1,029,377 2.28% 2007 23,407 42.7 3.8% 3,989 1,042,341 2.25% 2008 23,320 42.7 4.1% 3,082 1,051,674 2.22% 2009 23,461 42.7 5.5% 3,082 1,061,223 2.21% 2010 23,666 44.4 9.2% 3,076 1,072,953 2.21% 2011 23,648 43.1 10.0% 3,076 1,056,064 2.24% 2012 23,774 43.7 9.3% 3,316 1,065,117 2.23% ---PAGE BREAK--- 218 APPENDIX 3 EMPLOYEE BENEFIT SCHEDULE CITY MANAGER: Benefits same as General Management; car allowance $500/month CITY COUNCIL: Salary $441/month since 12/3/1991. ---PAGE BREAK--- 219 APPENDIX 4 FINANCIAL POLICIES SUMMARY OF SIGNIFICANT ACCOUNTING AND FINANCIAL POLICIES Reporting Entity The City is a municipal corporation governed by an elected five-member Council. As required by GAAP, the City’s financial statements present the City and its component units (entities for which the City is considered to be financially accountable). Although they are legally separate entities, blended component units are, in substance, part of the City’s operations; thus, data from these units are combined with data of the primary government. The El Cerrito Pension Board, the El Cerrito Public Financing Authority, and the El Cerrito Municipal Services Corporation serve the residents of the City consistent with their specified purposes. As public agencies, the Pension Board and Authority are governed by boards composed of the City’s elected Council. As a non-governmental entity, the Corporation is governed by a separate board, which includes City Council members. Basis of Accounting & Measurement Focus The government-wide, proprietary funds and fiduciary funds financial statements are reported using the economic resources measurement focus and the full accrual basis of accounting. Revenues are recorded when earned and expenses are recorded at the time liabilities are incurred, regardless of when the related cash flows take place. Private-sector standards of accounting and financial reporting issued prior to December 1, 1989, generally are followed in both government- wide and proprietary funds financial statements to the extent that those standards do not conflict with or contradict guidance of the Governmental Accounting Standards Board. Governments also have the option of following subsequent private- sector guidance for their business-type activities and enterprise funds, subject to this same limitation. The City has elected not to follow subsequent private-sector guidance. Governmental funds are reported using the current financial resources measurement focus and the modified accrual basis of accounting. Under this method, revenues are recognized when measurable and available. The City considers all revenues reported in the governmental funds to be available if the revenues are collected within sixty days after fiscal year-end. Expenditures are recorded when the related fund liability is incurred, except for principal and interest on long- term debt, claims and judgments, and compensated absences, which are recognized as expenditures to the extent that they have matured. Capital asset acquisitions are reported as expenditures in governmental funds. Proceed of long-term debt and acquisitions under capital leases are reported as other financing sources. Non-exchange transactions, in which the City gives or receives value without directly receiving or giving equal value in exchange, include property taxes, grants, entitlements, and donations. On an accrual basis, revenues from property taxes are recognized in the fiscal year for which the taxes are levied. Revenues from grants, entitlements, and donations are recognized in the fiscal year in which all eligibility requirements have been satisfied. Under the terms of grant agreements, the City may fund certain programs with a combination of cost-reimbursement grants, categorical block grants, and general revenues. Thus, both restricted and unrestricted net assets ---PAGE BREAK--- 220 may be available to finance program expenditures/expenses. The City’s policy is to first apply restricted grant resources to such programs, followed by general revenues if necessary. Other revenues susceptible to accrual include other taxes, intergovernmental revenues, interest, and charges for services. Comprehensive Financial Policy The Comprehensive Financial Policy is reviewed annually by the Financial Advisory Board and is intended to provide financial direction to staff and give assurance to the City Council on the processes and procedures taken to assure financial responsibility of the City. Fundamentals of the policy have been used in the development of the budget and references are made throughout to certain provisions, such as the fund balance requirements. City of El Cerrito Comprehensive Financial Policy PURPOSE: To establish a comprehensive set of financial policies for the City that will serve as a guideline for operational and strategic decision making related to financial matters. POLICY: The following financial policies are intended to establish a comprehensive set of guidelines for use by the City Council and staff on decision-making that has a fiscal impact. The goal is to maintain the City’s financial stability in order to be able to continually adapt to local, regional and national economic changes. Such policies will allow the City to maintain and enhance a sound fiscal condition. This financial policy will be reviewed annually by the Financial Advisory Board and any proposed revisions will be submitted to the City Council for their approval to ensure that the policy remains current. The City’s comprehensive financial policies will be utilized when preparing the Annual Operating Budget andshall be in conformance with all state and federal laws, generally accepted accounting principles (GAAP) and standards of the Governmental Accounting Standards Board (GASB) and the Government Finance Officers Association (GFOA). 1. OVERVIEW & LONG-TERM FINANCIAL PLANNING 1.1. The Ten-Year Financial Plan will be prepared at a minimum for the General Fund, Capital Improvements Program and Integrated Waste Management. The City’s Ten-Year Financial Plan is the long-term picture of the City’s finances and will be updated annually as part of the annual budget process. 1.2. The City shall seek a balance in the overall revenue structure between more stable revenue sources (e.g. Property Tax and Utility Taxes) and economically sensitive revenue sources Sales Tax). 1.3. The City shall develop and maintain methods for the evaluation of future development and major fiscal impacts on the City budget. 1.4. The City shall develop and implement a financial plan to address its funding needs for issues like deferred maintenance and unfunded liabilities. 1.5. The City shall address issues related to cash flow requirements and any short term borrowing requirements on a timely basis. 1.6. The City shall require any annexation agreements to have a long- term beneficial financial impact on the City. 2. BUDGET POLICIES 2.1. The City Manager shall prepare a proposed annual budget to be reviewed by the Financial Advisory Board and presented to the City Council within all statutorily prescribed deadlines. The City Council will adopt the budget at a public hearing by June 30 of each year. 2.2. A Budget will be adopted by Resolution of the City Council annually, which will contain the budget amendment process, budget amendment authority, and spending authorities. All departments are responsible for meeting the City’s financial policy goals and ensuring the City’s long-term financial health. Budget control is maintained at the fund level. The City Manager is authorized to transfer ---PAGE BREAK--- 221 budgeted amounts within departments and within funds. In addition, amendments that are made to authorize spending of increased or new special purpose revenues may be approved by the City Manager. Budget modifications between funds or increases or decreases to a fund’s overall budget must be approved by the City Council. 2.3. It is the City’s policy to adopt a balanced General Fund budget where operating revenue is equal to, or exceeds, operating expenditures. In the event a balanced budget is not adopted, due to a deliberate reduction of accumulated fund balance or if the cause of the imbalance is expected to last for no more than one year, as with the case of a one time settlement or large purchase, the planned use of reserves to balance the budget is permitted as long as the reserve is consistent with the amounts described in Section General Fund Balance Reserve Policy. 2.4. The operating budget shall serve as the annual financial plan for the City. It shall serve as the City’s management plan for implementing goals and objectives of the City Council, City Manager and departments and will define service levels. 2.5. During the annual budget development process, the existing budget shall be examined to assure removal or reduction of any services or programs that should be eliminated or reduced in cost. 2.6. The annual review process shall include an assessment to determine if funds are available to operate and maintain proposed capital facilities and other public improvements. 2.7. Any year-end operating surpluses will revert to unappropriated balances for use in maintaining reserve levels set by policy and will be available for capital projects and/or one-time expenditures upon approval of the City Council/. 2.8. Where practical, the City’s annual budget will include performance measures of workload, efficiency, and effectiveness. 2.9. Revenues: 2.9.1. The City will estimate annual revenues using an objective, analytical process; specific assumptions will be documented and maintained. Budgeted revenues will be estimated conservatively using accepted standards and estimates provided by the state, other governmental agencies, and/or reliable economic forecasters when available. 2.9.2. Specific revenue sources will not be dedicated for specific purposes, unless required by law or Generally Accepted Accounting Principles (GAAP). All non-tax increment, non-restricted revenues will be deposited in the General Fund and appropriated through the budget process. On-going revenues will fund on-going expenditures. 2.9.3. A diversified and stable revenue system will be maintained to the extent possible to protect programs from short- term fluctuations in any single revenue source. 2.10. Appropriations: 2.10.1. The City shall, to the extent possible, pay for current year expenditures with current year revenues. Where authorized activities or equipment remain incomplete and/or unpurchased, revenues and/or fund balance may be carried forward at the City Manager's direction to the next fiscal year to support such an activity/purchase. 2.10.2. The City shall avoid budgetary procedures which rely on financial strategies that defer payment of current operating expenses to future years. 2.10.3. Department Heads are responsible for ensuring that department expenditures stay within the department's budgeted appropriation. 2.10.4. A City Council Resolution is necessary to increase any total fund appropriation where no corresponding revenue offset exists that is restricted for that purpose. ---PAGE BREAK--- 222 2.10.5. The City Manager may adjust appropriations among departments within a fund. 3. GENERAL FUND RESERVE POLICY 3.1. The purpose of the reserve policy is to set aside funds to insure against events that would adversely affect the financial condition of the City and jeopardize the continuation of necessary public services. The reserve is designed to provide adequate cash flow, protect bond ratings, and offset economic downturns and revenue shortfalls. The reserve is also available to provide for one- time funding in the event of an emergency situation such as a natural disaster or unanticipated liability. 3.2. It is a goal of the City to achieve a general fund annual operating reserve of 15%, with a minimum of 10%, of projected General Fund operating expenditures in each fiscal year. As part of the annual budget process, the City Council shall consider a Ten-Year Plan that attempts to maintain the minimum reserve balance of 15%. The City Council may adopt a deficit budget to deal with the uses discussed in Section 3.5 so long as the projected reserve does not go below 10% in any year of the Ten-Year Plan. Should the General Fund reserve fall below 10%, each budget year the City will adopt a plan to restore the reserve percentage to 10% within five years and 15% by the tenth year of the Ten-Year Plan. 3.3. The portion of the reserve below 10% should be utilized only for a financial emergency (as determined by the City Council), natural disaster or significant unanticipated liability. If this portion of the reserve is utilized for such an event, the Ten-Year Plan presented with the Annual Operating Budget must be developed so that the 10% base threshold is replenished within five years. 3.4. The unreserved fund balance in the Equipment Replacement Fund may be transferred to the General Fund only for a fiscal emergency where the current year revenues have decreased from the prior year or for one-time uses such as natural disasters or unforeseen liabilities. 3.5. The reserves between the 10% and 15% level are designed to be used by the City to deal with revenue fluctuations that arise as a result of changes in the economy and provide opportunities to maintain services and programs where funding may be difficult. Also, a portion of any operating reserve in excess of 10% of annual revenues resulting from the previous fiscal year’s operations could be committed to capital improvement projects or used to retire existing debt, fund future liabilities or potential legislative actions, establish or replenish equipment replacement funds, and/or establish or replenish deferred maintenance funds as long as the amount is considered in the adopted Ten-Year Plan to achieve a balance of 15% within ten years. 3.6. One-time revenues will not be used to fund ongoing City programs. Any one-time revenue receipt during the fiscal year should be recognized and recorded in a “non- recurring revenue source” category. One- time revenue windfalls include: sales of City- owned real estate, CalPERS rebates, lump sum (net present value) savings from debt restructuring, litigation settlement, unexpected revenues, and other similar sources of revenue as designated by the City Council. 4. FINANCIAL REPORTING POLICIES 4.1. Accounting Standards: 4.1.1. The City’s accounting and financial reporting systems shall be maintained in conformance with all state and federal laws, generally accepted accounting principles (GAAP) and standards of the Governmental Accounting Standards Board (GASB) and the Government Finance Officers Association (GFOA). The City will make every attempt to implement all changes to governmental accounting practices at the earliest practicable time. 4.2. Annual Audit: 4.2.1. An annual audit will be performed by an independent public accounting firm with an audit opinion to be included with the City’s published Comprehensive Annual Financial Report (CAFR). The CAFR will be submitted ---PAGE BREAK--- 223 annually to the Government Finance Officers Association for peer review with the goal of continuing receipt of the Certificate of Achievement for Excellence in Financial Reporting. 4.2.2. The independent firm will be selected through a competitive bidding process at least once every five years. The contract may be for an initial period of three years with two additional one-year options at the City Council’s discretion. The current firm may be allowed to participate in the bid process. The need for rotation of the audit staff or audit firm will be considered in the bid process. The Finance Director will review the qualifications of prospective firms and make a recommendation to the City Council. The audit contract will be awarded by the City Council. 5. OPERATIONAL MANAGEMENT POLICIES 5.1. The City shall endeavor to avoid committing to new spending for operating or capital improvement purposes until an analysis of all current and future cost implications relating to those programs and projects is completed. 5.2. All departments will participate in the responsibility of meeting policy goals and ensuring long-term financial health. Future service plans and program initiatives will be developed to reflect current policy directives, projected resources and future service requirements. 5.3. Departmental requests for increases in staffing will be thoroughly analyzed; only those that meet adopted program initiatives and policy directives will be considered. To the extent feasible, personnel cost reductions will be achieved through attrition. 5.4. User Fees and Charges and Development Impact Fees: 5.4.1. Where direct services to users can be measured, as set forth in the Master Fee Schedule, the City should use appropriate fees, charges or assessments rather than general tax funds. All user fees and charges will be examined or adjusted annually to determine the direct and indirect cost of service. User fees and charges for services shall be established at a level related to the cost of providing such service except where the City Council has determined there is a public benefit to subsidize the service with tax based revenue. The acceptable recovery rate and any associated changes to user fees and charges will be approved by the City Council following public review. 5.4.2. The City may identify the costs associated with new development as a basis for establishing development impact fees but the long-term benefit of the development to the City should be considered in establishing such fees. 5.5. Grant Management: 5.5.1. The City shall actively pursue federal, state and other grant opportunities when deemed appropriate. Before accepting any grant, the City shall thoroughly consider the implications in terms of ongoing obligations that will be required in connection with acceptance of said grant and present that report for approval by the City Council. 5.5.2. The term of Grant funded positions for programs should be clearly identified and presented to the City Council for approval. It is mandatory to disclose if General Fund revenues will be needed to fund a position during or after the Grant or program expires. 5.5.3. Grant funding will be considered to leverage City funds. Inconsistent and/or fluctuating grants should not be used to fund ongoing programs. Programs financed with grant monies will be budgeted in separate cost centers, and the service program will be adjusted to reflect the level of available funding. In the event of reduced grant funding, City resources may be substituted only after all program priorities and alternatives are considered. 5.5.4. The cost of all externally mandated services for which funding is available shall be fullyevaluated, including overhead, to allow for complete reimbursement of expenses. 5.6. Revenue Collection Policy: ---PAGE BREAK--- 224 5.6.1. The City will pursue revenue collection and auditing to assure that monies due the City are received in a timely manner. 5.6.2. The City will seek reimbursement from the appropriate agency for State and Federal mandated costs whenever possible. 5.6.3. The City will centralize accounts receivable/collection activities so that all receivables are handled consistently. 5.6.4. Accounts receivable management and diligent oversight of collections from all revenue sources are imperative. Sound financial management principles include the establishment of an allowance for doubtful accounts. Efforts shall be made to pursue the timely collection of delinquent accounts. When such accounts are deemed uncollectible, they will be written-off from the financial statements in accordance with established policies. 6. FINANCIAL MANAGEMENT POLICIES 6.1. Staff shall keep City Council apprised of financial opportunities available and shall develop appropriate recommendations. 6.2. All requests for City Council action shall include an analysis of the immediate and future fiscal impact of such action. No appropriation for new or expanded programs or staffing levels shall be approved without identifying the amount and source of available funds. 6.3. All externally mandated services for which funding is available shall be charged to allow for complete reimbursement of expenses including overhead. 6.4. Cash Management Investment: 6.4.1. Cash and investment programs will be maintained in accordance with California Government Code Section 53600 et seq. and the City’s adopted investment policy and will ensure that proper controls and safeguards are maintained. Pursuant to the Investment Policy, the Financial Advisory Board, at least annually will review, and the City Council will affirm, a detailed investment policy. 6.4.2. Reports on the investment portfolio and cash position will be developed and presented to the Financial Advisory Board and the City Council in conformity with the California Government Code. 6.4.3. Funds will be managed in a prudent and diligent manner with emphasis on safety, liquidity, and yield, in that order. 7. CAPITAL IMPROVEMENT PROJECT POLICIES 7.1. A Ten-year Capital Improvement Plan will be developed and updated annually, including anticipated funding sources. Capital improvement projects are defined as infrastructure or equipment purchases or construction which result in a capitalized asset and have a useful (depreciable) life of two years or more. 7.2. Each Capital Improvement Project will identify, where applicable, current operating maintenance costs and funding streams available to repair and/or replace deteriorating infrastructure and to avoid significant unfunded liabilities. 7.3. The City will develop and implement a post- implementation evaluation of its infrastructures condition on a specified periodic basis, estimating the remaining useful life, and projecting replacement costs. 7.4. The City shall actively pursue outside funding sources for all Capital Improvement Projects. Outside funding sources, such as grants, shall be used to finance only those Capital Improvement Projects that are consistent with the Ten-year Capital Improvement Plan and/or local governmental priorities, and whose operating and maintenance costs will be included in future operating budget forecasts. 7.5. Capital improvement lifecycle costs will be coordinated with the development of the Operating Budget. Future operating, maintenance and replacement costs associated with new capital improvements will be forecasted, matched to available revenue sources, and included in the Operating Budget. Capital project contract awards will include a fiscal impact statement disclosing the expected operating impact of the project and when such cost is expected to occur. ---PAGE BREAK--- 225 7.6. The City must carefully seek and analyze the appropriate type of financing instrument appropriate for financing capital projects. Several options may be available – general obligation debt, fee-supported debt, fund reserves, tax increment, etc. All debt financing mechanisms shall be carefully considered and analyzed for fiscal benefit and cost effectiveness. Long-term borrowing shall be restricted to projects too large to be financed from current revenues (pay-as-you- go). Where possible, special assessment, revenue or other self-supporting bonds shall be used in lieu of general obligation bonds. 8. DEBT MANAGEMENT POLICIES 8.1. Issuance of Debt: 8.1.1. The City will not use long-term debt to pay for on-going operations. The use of bonds, certificates of participation or capital leases will only be considered for significant capital and infrastructure improvements. 8.1.2. New debt issues, and refinancing of existing debt, must be analyzed for compatibility within the City’s overall financial planning within the Ten-Year Financial Plan. The review shall include, but not be limited to, cash flow analysis and the maintenance of the City’s bond rating. Annual debt service shall not produce an adverse impact upon future operations. 8.1.3. Debt financing should not exceed the useful life of the infrastructure improvement with the average (weighted) bond maturities at or below twenty years. 8.1.4. Total debt will not exceed two percent of the total assessed value of property in the City and General Fund Debt Service will not exceed 5% of operational appropriations. 8.2. Credit Rating: 8.2.1. The City will seek to maintain and, if possible, improve its current bond rating(s) in order to minimize costs and preserve access to credit. 8.2.2. It is the City’s goal to acquire an AAA/Aaa credit rating from all three major rating agencies. The City may pay the bond insurance which is considered as part of the rating, however, the rating agency will evaluate the structure of the bond to validate the bond rating. The factors that contribute to a high rating include the City’s financial management practices, low debt levels, budgetary and fiscal controls, and accountability. To support this policy, the City will continue to maintain its position of full financial disclosure and proactive fiscal planning. 9. EQUIPMENT REPLACEMENT FUND 9.1. The City shall maintain a dedicated fund to provide for replacement of vehicles and certain equipment. Unreserved fund balance will be available for transfer to the General Fund only in the event of a fiscal emergency as described in Section 3.4. 9.2. Vehicle replacement will be accomplished through the use of an amortization methodology structure. The rates will be revised annually to ensure that charges to operating departments are sufficient for operation and replacement of vehicles and other capital equipment. Replacement costs will be based upon equipment lifecycle and anticipated inflation. 10. ENTERPRISE FUNDS 10.1. All Enterprise Funds user fees will be examined annually to ensure that they recover all direct and indirect costs of service, provide for capital improvements and maintenance, and maintain adequate reserves. 10.2. Rate increases shall be approved by the City Council following formal noticing and a public hearing. Rate adjustments will be based on the projected expenditures in the Ten-Year Financial plan. ---PAGE BREAK--- 226 City Of El Cerrito Investment Policy POLICY It is the policy of the City of El Cerrito (“City”), to invest public funds in a manner which provides for safety of principal while providing sufficient liquidity to cover the City’s short and long term needs while generating the appropriate yield. All investment activity will conform to the California Government Code, Sections 53601 through 53659. In accordance with Section 53646 of the California Government Code, the Treasurer may annually render to the City Council a statement of investment policy and the policy will have been previously reviewed by the Financial Advisory Board. SCOPE This investment policy applies to all financial assets of the City as accounted for in the City of El Cerrito’s Comprehensive Annual Financial Report. Policy statements included in this document focus on the City’s pooled funds, but will also apply to all other funds under the Treasurer’s control unless specifically exempted by statute or ordinance. This policy includes, but is not limited to the following funds: • General Fund • Enterprise Funds • Capital Project Funds • Debt Service Funds • Special Revenue Funds • Internal Service Funds • Trust and Agency Funds • Retirement Agency Funds • Any new funds created by the City Council This policy specifically exempts any City or bond proceeds in the possession of a trustee or fiscal agent. These bond proceeds shall be invested in accordance with the requirements and restrictions outlined in the bond documents. This policy does not apply to any lending program of the City. PRUDENCE All persons authorized to make investment decisions for the City of El Cerrito are trustees and therefore fiduciaries subject to the prudent person rule. The standard of prudence to be used by City of El Cerrito fiduciaries is the “Prudent Investor” Standard found in the California Government Code Section 53600.3.. The fiduciaries are the City Manager, City Treasurer and City Council, acting within the intent and scope of the Investment Policy and other written procedures, and exercising due diligence, shall be relieved of personal responsibility for an individual security’s credit risk or market price changes, provided deviations from expectations are reported to the City Council in a timely manner and the fiduciaries take appropriate action to control adverse developments. OBJECTIVE The objective of the investment portfolio is to meet the City’s short and long-term cash flow needs. To achieve this objective, the portfolio will be structured to provide, in priority order, safety of principal, liquidity and return on investment. Safety: Safety of principal is the foremost objective of the City of El Cerrito. All investments of the City shall be undertaken in a manner that ensures the preservation of capital. Each investment transaction shall seek to ensure that capital losses are avoided, whether from issuer default, broker/dealer default, or erosion of market value. The City shall seek to preserve principal by mitigating the two types of risk: credit risk and market risk. Credit Risk: Credit risk is the risk of loss due to failure of the issuer to repay an obligation and shall be mitigated by investing in only high quality credit investments and by diversifying the investment portfolio so that the failure of any one issuer would not unduly jeopardize the City’s fiscal status. Market Risk: Market risk is the risk of market value fluctuations due to overall changes in the general level of interest rates and shall be mitigated by structuring the portfolio so that securities mature at the same time major expenditures occur, eliminating the need to sell securities prior to their maturity. The taking of short positions, which is, selling securities the City does not own is prohibited. It is explicitly recognized herein, however, that in a diversified portfolio, occasional measured losses are inevitable and must be considered within the context of overall investment return. Liquidity: The City’s investment portfolio will be structured to provide sufficient liquidity to meet the operating requirements of the City of El Cerrito. The City of El Cerrito will attempt to match its investments with anticipated cash flow requirements whenever possible. The maximum maturity of any one security, unless otherwise restricted by the California Government Code, is limited to five years. The portfolio’s weighted average maturity shall be limited to three years. Return on Investment: State law requires that the objective of return on investment be subordinate to the objectives of safety and liquidity. Employees should also seek the best return on investments while satisfying the concerns of safety and liquidity. Therefore, the Treasurer shall seek to achieve a return on the funds under City control throughout all economic cycles, taking into consideration the City of El Cerrito’s investment risk constraints and cash flow requirements. ---PAGE BREAK--- 227 DELEGATION OF AUTHORITY Pursuant to Section 53601 of the California Government Code, the City Council as the legislative body of the City of El Cerrito has primary responsibility for the investment of all funds in the City treasury. As authorized under Section 53607 of the California Government Code, the City Council hereby delegates its authority to invest or reinvest the funds of the City, and to sell or exchange securities so purchased, to the City Treasurer who shall assume full responsibility for all such transactions until such time as this delegation of authority may be revoked by the City Council. In the City Treasurer’s absence the City Manager is authorized to perform any such transactions. INVESTMENT PROCEDURES The City Treasurer shall establish written investment policy procedures for the operation of the investment program consistent with this policy. The procedures should include reference to safekeeping, wire transfer agreements, banking service contracts and collateral/depository agreements. ETHICS AND CONFLICT OF INTEREST Elected officials, officers and employees of the City who make investment decisions will refrain from any activity that could conflict with the proper execution of the investment program or which could impair their ability to make impartial investment decisions. Employee actions will be in accordance with this policy, California Government Code Sections 1090 et seq, 87100 et seq., other applicable Government Code Sections or future Council actions. AUTHORIZED FINANCIAL DEALERS AND INSTITUTIONS The City of El Cerrito shall transact business only with commercial banks, savings and loans, credit unions, and investment securities broker/dealers. The broker/dealers must be primary dealers regularly reporting to the Federal Reserve Bank of New York or regional broker/dealers that qualify under the Securities and Exchange Commission Rule 15c3-1 (uniform net capital rule). Selection of financial institutions and broker/dealers authorized to do business with the City shall be at the discretion of the fiduciaries. The Treasurer will maintain a list of financial institutions authorized to provide investment services to the City. All financial institutions and broker/dealers who desire to become qualified bidders for investment transactions must supply the Treasurer with audited financial statement from the three most recent years, at least three references from other California Local agencies, a completed Broker/dealer questionnaire and a statement certifying that the institution has reviewed the California Government Code Section 53600 et seq. and the City’s Investment Policy. The certification will state that the financial institution or broker/dealer and all investments presented to the Treasurer will be in compliance with the applicable State Code and the City Investment Policy. The Treasurer shall determine if the Financial Institutions are adequately capitalized, make markets in securities appropriate to the City’s needs and are recommended by other local agency portfolio managers. The Treasurer will conduct an annual review of the financial condition of all qualified institutions. Additionally, their current financial statements are required to be on file. AUTHORIZED INVESTMENTS The City is authorized by California Government Code Section 53600 et seq. to invest in the following types of securities: United States Treasury Bills, Bonds, and Notes, or those for which the full faith and credit of the United States are pledged for the payment of principal and interest. There is no limitation as to the percentage of the portfolio that can be invested in this category. The maximum term shall be five years. Obligations issued by United States Government Agencies such as, but not limited to the Federal Farm Credit Bank (FFCB), the Federal Home Loan Bank (FHLB), the Federal Home Loan Mortgage Corporation the Federal National Mortgage Association (FNMA), the Student Loan Marketing Association (SLMA), the Government National Mortgage Association (GNMA) and the Tennessee Valley Authority (TVA). United States Government Agency securities with call features are also authorized. There is no limitation as to the percentage of the portfolio that can be invested in this category. The maximum term shall be five years. Bills of exchange or time drafts drawn on and accepted by a commercial bank, otherwise known as Banker’s Acceptances. Purchases in this category may not exceed 180 days to maturity nor exceed 30% of the cost value of the portfolio. Commercial Paper of prime quality and ranked P1 by Moody’s Investor Services, A1 by Standard and Poor’s or F1 by Fitch Financial Services Inc., issued by a corporation organized and operating in the U.S. as a general corporation and having assets in excess of $500 million and having an or better rating on its long term debt as provided by Moody’s, Standard and Poor’s or Fitch. Purchases of eligible commercial paper may not exceed 270 days to maturity. Purchases of commercial paper may not exceed 10 percent of the cost value of the portfolio nor represent more than 10 percent of the outstanding paper of an issuing corporation. ---PAGE BREAK--- 228 Total combined corporate debt (Commercial Paper and Medium Term Notes) may not exceed 20 percent of the cost value of the portfolio. Negotiable Certificates of Deposit issued by a nationally or state-chartered bank or a state or federal savings institution or credit union. Securities eligible for purchase in this category shall be rated or better by Moody’s, Standard and Poor’s or Fitch. Purchases of Negotiable Certificates of Deposit shall not exceed 30 percent of the cost value of the portfolio nor exceed a five-year term. Medium Term Notes (MTNs) issued by corporations organized and operating within the United States or by depository institutions licensed by the United States or any state and operating within the United States. MTNs eligible for investment in this category must be rated or better by Moody’s, Standard and Poor’s or Fitch. Investments in this category will be limited to a five-year maximum maturity and may not exceed 10 percent of the cost value of the portfolio. Total combined corporate debt (Commercial Paper and Medium Term Notes) may not exceed 20 percent of the cost value of the portfolio. Shares of beneficial interest issued by diversified management companies that are Money Market Funds registered with the Securities and Exchange Commission under the Investment Company Act of 1940. These funds must either have attained the highest rating/ranking by at least two of the three largest nationally recognized rating services. Investments in this category will not exceed 5 percent of the portfolio. State Pool – Local Agency Investment Fund (LAIF). This fund was established by the State Treasurer for the benefit of Local agencies under California Government Code Section 16429.1. The City may invest in the LAIF up to the maximum amount permitted by State law. The maximum amount for both the City and the Redevelopment Agency has consistently been higher than the entire portfolio, but the requirement to maintain diversity prevents the entire portfolio from residing in a LAIF account. Purchase of investments will take into account the need for liquidity offered by LAIF for operational purposes, as well as the need for portfolio diversification. Time Certificates of Deposit collateralized in accordance with the California Government Code Sections 53652 and 53653, may be purchased by the City from banks or savings and loan associations or credit unions. Purchases in this category will not exceed 5 years to maturity nor 30 percent of the cost value of the portfolio. Purchases in a single institution will not exceed 10 percent of the cost value of the portfolio. Derivative Securities are those securities that derive their value from another asset or index. Investments in derivative securities will be made using the Prudent Investor Rule and will be limited to federal agency callable issues. Purchases in this category will not exceed 10% of the cost value of the portfolio. Prohibited Investments. Investments not described herein are ineligible investments. The City shall not invest any funds in inverse floaters, range notes, or interest only strips that are derived from a pool of mortgages in accordance with California Government Code Section 53601.6. With the exception of callable agencies, any security that derives its value from another asset or index is prohibited. In addition, the City shall not invest any funds in any security that could result in zero interest accrual if held to maturity. INVESTMENT POOLS/MUTUAL FUNDS A thorough investigation of any pooled investments or money market mutual fund is required prior to investing City funds. A due diligence review will be performed on all money market mutual funds and pooled investment funds on a continued basis. As outlined in section 8.7 of this policy, investments in mutual funds are restricted to money market mutual funds and must meet the experience and asset requirements as stated. The fiduciaries will continually monitor the funds to ensure the maintenance of those ratings/requirements. Reports on the performance of the Pooled Money Investment Account/LAIF can be found on the California State Treasurer’s web site as well as the Investment Board report, historical rates/costs and market valuations. These reports shall be reviewed by the Treasurer each month as part of the due diligence review. COLLATERALIZATION California Government Code, Sections 53652 et seq., specifies the types and levels of collateral for public funds on deposit above the FDIC insurance amounts. The collateral requirements apply to both active bank deposits (checking and savings accounts) and inactive bank deposits (non- negotiable certificates of deposit) and must be maintained for all the City’s bank deposits SAFEKEEPING AND CUSTODY All securities held by the City of El Cerrito shall be held in safekeeping by a third party bank trust department acting as agent for the City under the terms of the custody agreement executed by the bank and the City, and shall be evidenced by safekeeping receipts. All securities will be received and delivered using standard delivery-versus-payment (DVP) procedures. Investments in the State Pool or money market mutual funds are undeliverable and are not subject to delivery or third party safekeeping. DIVERSIFICATION ---PAGE BREAK--- 229 The City of El Cerrito will diversify its portfolio by investment type, issuer, maturity dates and broker/dealer. Limits for security types are set forth in Section 8.0 of this document. INTERNAL CONTROLS The City Treasurer will maintain a system of internal controls to ensure compliance with investment procedures of the City and Redevelopment Agency of the City of El Cerrito and the California Government Code and these controls will be audited annually by the City’s external audit firm. REPORTING The Council may request that the Treasurer render a report to the City Council. The report shall include the type of investment, issuer, maturity date, par and cost/book values of all securities, investments and monies held by the City of El Cerrito. It shall also include the rate of interest, the current market value as of the report date and the source of the valuation. The report shall state compliance of the portfolio with the Investment policy as well as the California Government Code and it shall state the City’s ability to meet its estimated expenditures for the next six months or provide an explanation as to why sufficient money is not available and what actions are being done to correct the deficiency. INVESTMENT POLICY REVIEW AND ADOPTION The City of El Cerrito’s investment policy will continue to be reviewed and adopted by the City Council annually, even if not required by California Government Code 53646. Prior to the annual submission to the City Council the Investment Policy will be reviewed by the Financial Advisory Board and the Board’s comments will be presented to the City Council for its consideration. GLOSSARY AGENCIES: Federal agency securities and/or Government sponsored enterprises. BANKERS ACCEPTANCE (BA): A draft or bill or exchange accepted by a bank or trust company. The accepting institution, as well as the issuer, guarantees payment of the bill. BROKER: A broker brings buyers and sellers together for a commission. CERTIFICATE OF DEPOSIT (CD): A time deposit with a specific maturity evidenced by a certificate. Time certificates of deposit are collateralized in accordance with the State code. Large-denomination CD’s are typically negotiable and non- collateralized. COLLATERAL: Securities, evidence of deposit or other property which a borrower pledges to secure repayment of a loan. Also refers to securities pledged by a bank to secure deposits of public monies. DEALER: A dealer, as opposed to a broker, acts as a principal in all transactions, buying and selling for his own account. DELIVERY-VERSUS-PAYMENT: There are two methods of delivery of securities: delivery versus payment and delivery versus receipt. Delivery versus payment is delivery of securities with an exchange of money for the securities. Delivery versus receipt is delivery of securities with an exchange of a signed receipt of the securities. DERIVATIVES: Financial instruments whose return profile is linked to or derived from, the movement of one or more underlying index or security, and may include a leveraging factor, or financial contracts whose value is derived from an underlying index or security (interest rates, foreign exchange rates, equities or commodities). DIVERSIFICATION: Dividing investment funds among a variety of securities offering independent returns. FEDERAL CREDIT AGENCIES: Agencies of the Federal government set up to supply credit to various classes of institutions and individuals, e.g., S&L’s, small business firms, students, farmers, farm cooperatives, and exporters. FEDERAL DEPOSIT INSURANCE CORPORATION (FDIC): A federal agency that insures bank deposits, currently up to $250,000 per deposit. FEDERAL HOME LOAN BANKS (FHLB): Government sponsored wholesale banks (currently 12 regional banks) which lend funds and provide correspondent banking services to member commercial banks, thrift institutions, credit unions and insurance companies. The mission of the FHLB is to liquefy the housing related assets of its members who must purchase stock in their district Bank. FEDERAL NATIONAL MORTGAGE ASSOCIATION (FNMA): FNMA, like GNMA was chartered under the Federal National Mortgage Association Act in 1938. FNMA is a federal corporation working under the auspices of the Department of Housing and Urban Development (HUD). It is the largest single provider of residential mortgage funds in the United States. Fannie Mae, as the corporation is called, is a private stockholder-owned corporation. The corporation’s purchases include a variety of adjustable mortgages and second loans, in addition to fixed-rate mortgages. FNMA’s securities are also highly liquid and are widely accepted. FNMA assumes and guarantees that all security holders will receive timely payment of principal and interest. FEDERAL RESERVE SYSTEM: The central bank of the United States created by Congress and consisting of a seven member ---PAGE BREAK--- 230 Board of Governors in Washington, D.C., 12 regional banks and about 5,700 commercial banks that are members of the system. FIDUCIARY: An individual in whom another has placed the utmost trust and confidence to manage and protect property or money. The relationship wherein one person has an obligation to act for other's benefit. GOVERNMENT NATIONAL MORTGAGE ASSOCIATION (GNMA or Ginnie Mae): Securities influencing the volume of bank credit guaranteed by GNMA and issued by mortgage bankers, commercial banks, savings and loan associations, and other institutions. Security holder is protected by full faith and credit of the US Government. Ginnie Mae securities are backed by the mortgages, including FHA and VA mortgages. The term “pass-throughs” is often used to describe Ginnie Maes. ISSUER: A legal entity that has the power to issue and distribute securities. Issuers include corporations, municipalities, foreign and domestic governments and their agencies, and investment trusts. LIQUIDITY: A liquid asset is one that can be converted easily and rapidly into cash without a substantial loss of value. In the money market, a security is said to be liquid if the spread between bid and asked prices is narrow and reasonable size can be done at those quotes. POOLED MONEY INVESTMENT FUND (LAIF): The aggregate of all funds from political subdivisions that are placed in the custody of the County or State Treasurer for investment and reinvestment. The State of California's pool is known as the Local Agency Investment Fund, or LAIF. MARKET VALUE: The price at which a security is trading and could presumably be purchased or sold. MATURITY: The date upon which the principal or stated value of an investment becomes due and payable. MONEY MARKET: The market in which short-term debt instruments (bills, commercial paper, bankers’ acceptances, etc.) are issued and traded. PORTFOLIO: Collection of securities and investments held by an investor. PRIMARY DEALER: A group of government securities dealers who submit daily reports of market activity and positions and financial statements to the Federal Reserve Bank of New York and are subject to its informal oversight. Primary dealers include Securities and Exchange Commission (SEC) registered securities broker-dealers, banks and a few unregulated firms. PRUDENT PERSON RULE: An investment standard. In some states, the law requires that a fiduciary, such as a trustee, may invest money only in a list of securities selected by the custody state. In other states, the trustee may invest in a security if it is one which would be bought by a prudent person of discretion and intelligence who is seeking a reasonable income and preservation of capital. RATE OF RETURN: For fixed-rate securities, it is the coupon or contractual dividend rate divided by the purchase price which is also the current yield. SAFEKEEPING: A service to customers rendered by banks for a fee whereby securities and valuables of all types and descriptions are held in the bank’s vaults for protection. SECURITIES & EXCHANGE COMMISSION: Agency created by Congress to protect investors in securities transactions by administering securities legislation. SEC RULE 15C301: See Uniform Net Capital Rule. TREASURY BILLS: A non-interest bearing discount security issued by the US Treasury to finance the national debt. Most bills are issued to mature in three months, six months, or one year. TREASURY BONDS: Long-term coupon-bearing US Treasury securities issued as direct obligations of the US Government and having initial maturities of more than 10 years. TREASURY NOTES: Medium-term coupon-bearing US Treasury securities issued as direct obligations of the US Government and having initial maturities from two to 10 years. UNIFORM NET CAPITAL RULE: Securities and Exchange Commission requirement that member firms as well as non- member broker-dealers in securities maintain a maximum ratio of indebtedness to liquid capital of 15:1; also called net capital rule and net capital ratio. Indebtedness covers all money owed to a firm, including margin loans and commitments to purchase securities, one reason new public issues are spread among members of underwriting syndicates. Liquid capital includes cash and assets easily converted into cash. YIELD: The rate of annual income return on an investment, expressed as a percentage: Income Yield is obtained by dividing the current dollar income by the current market price for the security; Net Yield or Yield to Maturity is the current income yield minus any premium above par or plus any discount from par in purchase price, with the adjustment spread over the period from the date of purchase to the date of maturity of the bond. ---PAGE BREAK--- 231 APPENDIX 5 BOARDS AND COMMISSIONS Boards, Commissions and Committees are appointed by and serve as advisors to the City Council. More than 50 residents serve the City on these advisory bodies and make a tremendously valuable contribution to the effective provision of responsive services to the community. Each year, certain Boards, Commissions and Committees through their staff liaisons have made funding requests that relate to specific tasks, projects, or events. In order to provide clarity of actual expenditures as well as engage the members of the advisory bodies during the planning process, each request for funding is shown within this section. The actual expenditure will be contained within the respective staff liaison’s departmental budget request. ARTS & CULTURE COMMISSION (7 Members) Meets 4th Monday of each month, 7:00 p.m., City Hall Duties: Acts in an advisory capacity to the City Council in all matters pertaining to arts in the community. Makes recommendations to the Council concerning the resources and needs of the community on the subject of the arts, opportunities for participation of artists and performers in City- sponsored activities, and ways to encourage community involvement in the arts. Oversees the City’s Arts in Public Places Program and makes recommendations to the Council regarding acquisition of art by the City, public art and exterior works of art installed on public property in the city. Juries exhibits for the City Hall Gallery Space. Current members: Ruth Cazden, Deb Danziger, George Gager, Michele Jawad, Heidi Rand, Christopher Sterba and Luis Zavala.Staff liaison: Suzanne Iarla (City Management). Project/Task/Event Amount Requested Arts Month Events $1,500 CITIZEN’S STREET OVERSIGHT COMMITTEE (5 Members) Meets 4th Monday of January and September and 2nd Monday of November, City Hall Duties: Monitors expenditures of revenue collected pursuant to ECMC Chapter 4.60, the Pothole Repair and Local Street Improvement and Maintenance Transactions and Use Tax, to determine whether such funds are expended for the purposes specified in the current Street Repair and Maintenance Expenditure Plan approved by the City Council, and issues reports on their findings to the City Council and public at least annually. Current members: Lynne Kessler, Al Miller, Thomas Miller, Elizabeth Ozselcuk and Matt Kelly. Staff liaison: Yvetteh Ortiz (Public Works). CIVIL SERVICE COMMISSION (5 Members) Meets on call Duties: Hears appeals submitted by any person in City civil service relative to any disciplinary action, dismissal, demotion, or alleged violation of the Municipal Code or the personnel rules, and certifies its findings and recommendations. Holds hearings and makes recommendations on any matter of personnel administration requested by the Council or the City Manager. Current members: Michael Aaronian Jr., David Anderson, Eric Luttrell, Sara Parker and Jade Smith.Staff liaison: Karen Pinkos (City Management). ---PAGE BREAK--- 232 COMMITTEE ON AGING (up to 15 Members) Meets 3rd Wednesday of each month, 3:00 p.m., City Hall Duties: Serves as an advisory body to the City Council on matters such as quality programs, services, housing options, and facilities for seniors; accessible public transportation and paratransit services for persons unable to use public transit facilities; and support services to assist frail older adults and their families both within and outside of their homes. Current members: Karen Christian, Nola Veganes Chavez, Shirley Cressey, Lillian Daniels, Mark Guthrie, Kimi Honda, Janet James, Joanna Kim-Selby, Dr. Pansy Kwong, Callie Major, Kim Marlia, Gabriel Quinto, Willa Sudduth, and Vera Gibbs Winston (1 Vacancy). Staff liaison: Janet Bilbas (Senior Services, Recreation). CRIME PREVENTION COMMITTEE (up to 15 Members) Meets 2nd Wednesday of each month, 7:00 p.m., City Hall Duties: Committee membership is open to El Cerrito residents interested in or knowledgeable of the criminal justice system. The Committee sponsors National Night Out, Neighborhood Watch, and many crime prevention related seminars, programs and events. Current members: Eugene Go, Linda Jolivet, Catherine Krueger, Marty Takimoto, and Nicholas Arzio (10 Vacancies). Staff liaison: Robert De La Campa (Police Department). Project/Task/Event Amount Requested National Night Out/ Educational Seminars $4,200 DESIGN REVIEW BOARD (5 members) Meets 1st Wednesday of each month, 7:30 p.m., City Hall Duties: Reviews new developments and major renovations (public or private), including all buildings, site layouts, and master sign programs in all districts, except single-family and duplex, for the purpose of encouraging quality design of such facilities. Work collaboratively with applicants to refine their projects in terms of materials, finishes and landscaping. Serves as the approving authority for necessary environmental documentation required by the California Environmental Review Act (CEQA) related to projects under their review. Current members: Carl Groch, Christophe Laverne, Margaret Leighly, John Thompson and Glenn Wood. Staff liaison: Noel Ibalio and Margaret (Community Development). Project/Task/Event Amount Requested Training $3,500 ECONOMIC DEVELOPMENT COMMITTEE (up to 15 Members) Meets 3rd Thursday of each month, 7:30 p.m., City Hall Duties: Advises Council and staff on economic development matters; makes recommendations on the annual economic development work plan; encourages community involvement in economic development and oversees the work of subcommittees established to concentrate on creating plans for high-priority areas. City Council Resolution 2013-66 reformed the former Economic Development Board into the Economic Development Committee to create a working group to allow for more flexibility in its mission and duties. Current members: Tess Taylor, Vikram Bajaj, Wendy Brawer, Mark Figone (Chamber appointee), Ann Lehman and Jean Shrem. Staff liaison: Melanie Mintz (Community Development). Project/Task/Event Amount Requested Events and Outreach $4,000 ---PAGE BREAK--- 233 ENVIRONMENTAL QUALITY COMMITTEE (up to 15 Members) Meets 2nd Tuesday of each month, 7:00 p.m., City Hall Duties: Serves in an advisory capacity to the City Council, staff, other boards, commissions, and committees, and the residents of the City with regard to environmental quality issues within the City. Recommends programs, policies, and ordinances to the City Council, promotes and fosters public awareness, education, interest and support for environmental quality efforts, fosters volunteer opportunities, and educates El Cerrito residents regarding environmental quality and issues relating to environmental impacts. Current Members: Mark Miner, Howdy Goudey, Dave Weinstein, Sam Krueger, Natasha Benjamin, Ellen Spitalnik, Paloma Pavel, Renee Solari, Anh-Vu Doan and Kevin Wildenberg, Robert Schaadt (4 Vacancies). Staff liaison: Maria Sanders (Community Development). Project/Task/Event Amount Requested Events and Outreach $5,000 FINANCIAL ADVISORY BOARD (5 Members) Meets 2nd Tuesday of each month, 7:00 p.m., City Hall Duties: Reviews and makes recommendations on the proposed annual budget and long-term financial plan for the City and the Redevelopment Agency. Conducts an annual review of the City’s investment policies, and gives consideration to the managing of the City’s financial reserves to assure maximum returns on approved investments. Reviews the annual audit and management letter, and provides the City Council with recommended changes in financial practices. Reviews and makes recommendations on all proposed bonds or other debt instruments to be issued by the City. Current members: Rich Bartke, Hale Kronenberg, Peter Vranich, Dick Patterson and Greg Crump. Staff liaison: Lisa Malek- Zadeh (Finance). HUMAN RELATIONS COMMISSION (7 Members) Meets 1st Wednesday of each month, 7:00 p.m., City Hall Duties: Develops positive human relations through education, encouragement of greater respect, and understanding between people, their equal opportunity rights under the law, and the recognition of the racial, ethnic, religious, and cultural diversity of the El Cerrito community. Initiates educational and cultural programs, and promotes tolerance and mutual respect between all persons. Commission members are generally representative of the demographics of the City, considering race, religion, age, gender, ethnicity, and other factors. Current members: Makalia Aga, Patricia Durham, Georgina Edwards, Mande Glueck, Sara Parker, and Gabriel Quinto. Staff liaison: Karen Pinkos (City Management). Project/Task/Event Amount Requested Diversity Events $3,500 PARK AND RECREATION COMMISSION (7 Members) Meets 4th Wednesday of each month, 7:00 p.m., City Hall Duties: Acts in an advisory capacity on all matters pertaining to public recreation, including parks, playgrounds, landscaping, childcare, educational courses, and entertainment. Reviews and makes recommendations on the annual budget of the Recreation Department. Assists in the planning of recreation programs for the City, promotes and stimulates public interest, solicits to the fullest ---PAGE BREAK--- 234 possible extent the cooperation of special authorities and other interested public and private agencies, and studies present and future needs of the City with regard to park and recreation facilities. Current members: Manish Doshi, Leslie Goldstein, Gary Hill, Seth Kaplan, Steve Lipson, Glen Lubcke and Robin Mitchell. Staff liaison: Chris Jones (Recreation). PLANNING COMMISSION (7 Members) Meets 3rd Wednesday of each month, 7:30 p.m., City Hall Duties: Serves as an advisory body to the City Council in matters relating to current and advance planning and the development of the built environment, including the review and stewardship of the City’s long-range planning goals, policies and programs on a broad array of issues related to land use. Hears and takes action on development entitlements, and serves as the approving authority for necessary environmental documentation required by the California Environmental Review Act (CEQA) related to a project under their purview. Current members: Amy Coty, Carla Hansen, Mike Iswalt, Bill Kuhlman, Andrea Lucas, Lisa Motoyama, and Tim Pine. Staff liaison: Sean Moss and Margaret (Community Development). Project/Task/Event Amount Requested Training $3,500 TREE COMMITTEE (up to 15 Members) Meets 2nd Monday of each month, 7:00 p.m., City Hall Duties: Serves in an advisory capacity to the City Council, other commissions, and residents with regard to growth, maintenance, and location of trees within the city. Recommends programs, policies, and ordinances to implement and promote the City’s Master Street Tree Plan and Urban Forest Management Plan along with management and maintenance efforts. Promotes and fosters public awareness, education, interest and support for urban forestry efforts, fosters volunteer opportunities for tree planting and irrigation along the City’s streets and in residential front yards, and educates El Cerrito residents regarding selecting, planting and maintaining trees. Current Members: Cathy Bleier, Ralph Boniello, Michael Charlton, Sheauchi Cheng, Karen Christian, Janet Hittle, Steve Price and Michael Srago. Staff liaison: Stephen Prée (Public Works). Project/Task/Event Amount Requested Conferences, Public Education & Outreach $3,500 ---PAGE BREAK--- 235 APPENDIX 6 DEPARTMENT LINE ITEM BUDGETS ---PAGE BREAK--- 236 ---PAGE BREAK--- 237 City Council FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Revenue Account: 46520 - Program Fees 101-10-10 - General Fund,Administration,City Council $4,100 $100 Revenue Totals $4,100 $100 $0 $0 $0 Expenditures Account: 51110 - Regular Salaries & Wages 101-10-10 - General Fund,Administration,City Council $26,460 $26,681 $26,460 $26,460 $26,460 Account: 51150 - Special Pay 834-10-10 - Finance Authority Debt Sv,Administration,City Council 250 250 250 250 250 Account: 51210 - PERS Contributions 101-10-10 - General Fund,Administration,City Council 5,414 5,657 5,680 4,629 5,239 Account: 51220 - FICA/Medicare 101-10-10 - General Fund,Administration,City Council 2,032 2,049 2,024 2,024 2,024 Account: 52110 - Collect & Admin Services 101-10-10 - General Fund,Administration,City Council 9,858 Account: 52190 - Miscellaneous Prof Svcs 101-10-10 - General Fund,Administration,City Council 14,236 13,286 9,000 9,000 9,000 Account: 54210 - Telephone Expenses 101-10-10 - General Fund,Administration,City Council 187 220 200 200 200 Account: 54220 - Mobile/Wireless Expenses 101-10-10 - General Fund,Administration,City Council 240 120 500 500 500 Account: 54410 - Printing & Binding 101-10-10 - General Fund,Administration,City Council 140 Account: 54610 - Travel & Training 101-10-10 - General Fund,Administration,City Council 6,118 10,679 5,000 5,000 5,000 Account: 54910 - Dues & Subscriptions 101-10-10 - General Fund,Administration,City Council 13,705 6,567 10,000 8,000 10,000 Account: 54920 - Events & Field Trips 101-10-10 - General Fund,Administration,City Council 12,688 9,029 8,500 5,000 8,500 Account: 54990 - Other Administrative Svcs 101-10-10 - General Fund,Administration,City Council 3,600 4,000 Account: 55110 - General Office Supplies 101-10-10 - General Fund,Administration,City Council 510 964 1,100 1,100 1,100 Account: 55120 - Postage & Delivery 101-10-10 - General Fund,Administration,City Council 3 Account: 55130 - Photocopying Charges 101-10-10 - General Fund,Administration,City Council 338 238 200 200 200 Expenditure Grand Totals: $95,778 $79,740 $68,914 $62,363 $68,473 ---PAGE BREAK--- 238 City Manager FY 2011-12 Actual FY 2012-13 Actual FY2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Expenditures Account: 51110 - Regular Salaries & Wages 101-10-20 - General Fund,Administration,City Manager $386,925 $387,603 $344,473 $395,278 $395,573 221-10-20 - Grants,Administration,City Manager 0 0 42,959 0 0 501-10-20 - Integrated Waste Mgmt,AdminCity Manager 49,970 49,970 40,148 42,339 42,339 Account 51110 Totals: 436,895 437,573 427,580 437,617 437,912 Account: 51120 - Part-Time Salaries & Wage 101-10-20 - General Fund,Administration,City Manager 194 604 Account: 51140 - Overtime Pay 101-10-20 - General Fund,Administration,City Manager 7 Account: 51200 - PARS Contribution 101-10-20 - General Fund,Administration,City Manager 7 Account: 51210 - PERS Contributions 101-10-20 - General Fund,Administration,City Manager 104,901 94,967 88,149 86,447 97,904 221-10-20 - Grants,Administration,City Manager 0 0 10,833 0 0 501-10-20 - Integrated Waste Mgmt,Admin,City Manager 13,420 12,067 10,183 9,260 10,479 Account 51210 Totals: 118,321 107,034 109,165 95,707 108,383 Account: 51220 - FICA/Medicare 101-10-20 - General Fund,Administration,City Manager 23,073 22,831 24,373 25,311 25,357 221-10-20 - Grants,Administration,City Manager 0 0 3,502 0 0 501-10-20 - Integrated Waste Mgmt,Admin,City Manager 2,924 2,913 3,250 2,445 2,445 Account 51220 Totals: 25,997 25,744 31,125 27,756 27,802 Account: 51230 - Medical & Dental Benefits 101-10-20 - General Fund,Administration,City Manager 65,345 73,381 45,910 55,013 58,713 221-10-20 - Grants,Administration,City Manager 0 0 7,854 0 0 501-10-20 - Integrated Waste Mgmt,Admin,City Manager 3,904 4,394 4,374 4,417 4,715 Account 51230 Totals: 69,249 77,775 58,138 59,430 63,428 Account: 51235 - Life & LTD Insurance 101-10-20 - General Fund,Administration,City Manager 0 0 3,872 3,764 3,767 221-10-20 - Grants,Administration,City Manager 0 0 498 0 0 501-10-20 - Integrated Waste Mgmt,Admin,City Manager 0 0 466 393 393 Account 51235 Totals: 0 0 4,836 4,157 4,160 Account: 51237 - Allowances & Other Benefits 101-10-20 - General Fund,Administration,City Manager 0 0 17,414 21,002 21,002 221-10-20 - Grants,Administration,City Manager 0 0 2,821 0 0 501-10-20 - Integrated Waste Mgmt,Admin,City Manager 0 0 2,334 2,443 2,443 Account 51237 Totals: 0 0 22,569 23,445 23,445 Account: 51240 - Workers Compensation Premiums 101-10-20 - General Fund,Administration,City Manager 7,259 10,018 9,566 9,235 9,512 221-10-20 - Grants,Administration,City Manager 0 0 1,248 0 0 501-10-20 - Integrated Waste Mgmt,Admin,City Manager 755 1,043 832 710 732 Account 51240 Totals: 8,014 11,061 11,646 9,945 10,244 Account: 51990 - Salary Savings 101-10-20 - General Fund,Administration,City Manager -27,590 Account: 52120 - Legal & Financial Svcs 101-10-20 - General Fund,Administration,City Manager 50,000 Account: 52190 - Miscellaneous Prof Svcs 101-10-20 - General Fund,Administration,City Manager 65,787 87,359 35,000 35,000 35,000 ---PAGE BREAK--- 239 Account: 52230 - Other Technical Services 101-10-20 - General Fund,Administration,City Manager 40,027 51,013 20,000 20,000 20,000 Account: 52240 - Miscellaneous Services 101-10-20 - General Fund,Administration,City Manager 1,200 1,200 15,000 15,000 15,000 Account: 54210 - Telephone Expenses 101-10-20 - General Fund,Administration,City Manager 8,875 9,702 7,200 7,200 7,200 Account: 54220 - Mobile/Wireless Expenses 101-10-20 - General Fund,Administration,City Manager 4,285 3,481 3,500 3,500 3,500 Account: 54230 - Internet Services 101-10-20 - General Fund,Administration,City Manager 9,947 4,936 10,000 10,000 10,000 Account: 54310 - Legal Notices & Advertise 101-10-20 - General Fund,Administration,City Manager 72 Account: 54410 - Printing & Binding 101-10-20 - General Fund,Administration,City Manager 5,000 5,000 5,000 Account: 54610 - Travel & Training 101-10-20 - General Fund,Administration,City Manager 15,199 15,447 9,000 9,000 9,000 Account: 54910 - Dues & Subscriptions 101-10-20 - General Fund,Administration,City Manager 5,503 6,310 4,000 4,000 4,000 Account: 54920 - Events & Field Trips 101-10-20 - General Fund,Administration,City Manager 3,958 6,286 5,100 5,100 5,100 Account: 54990 - Other Administrative Svcs 101-10-20 - General Fund,Administration,City Manager 3 1,000 1,000 1,000 Account: 55110 - General Office Supplies 101-10-20 - General Fund,Administration,City Manager 489 1,438 1,000 1,000 1,000 Account: 55120 - Postage & Delivery 101-10-20 - General Fund,Administration,City Manager 1,488 345 600 600 600 Account: 55130 - Photocopying Charges 101-10-20 - General Fund,Administration,City Manager 429 484 500 500 500 Account: 55140 - Recognition-EE/Volunteer 101-10-20 - General Fund,Administration,City Manager 2,719 5,334 5,100 5,100 5,100 Account: 55210 - Fuel 101-10-20 - General Fund,Administration,City Manager 99 348 Account: 56410 - Office Equipment <$10K 101-10-20 - General Fund,Administration,City Manager 1,659 5,136 3,000 3,000 3,000 Expenditure Grand Totals: $820,412 $858,619 $762,469 $833,057 $800,374 ---PAGE BREAK--- 240 City Clerk FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Revenue Account: 46520 - Program Fees 101-10-40 - General Fund,Administration,City Clerk $300 $1,703 $800 $1,300 $750 Account: 46523 - Passport Fees 101-10-40 - General Fund,Administration,City Clerk 10425 17751 15000 13000 15000 Revenue Totals $10,725 $19,454 $15,800 $14,300 $15,750 Expenditures Account: 51110 - Regular Salaries & Wages 101-10-40 - General Fund,Administration,City Clerk $125,154 $134,959 $147,044 $139,548 $139,843 Account: 51140 - Overtime Pay 101-10-40 - General Fund,Administration,City Clerk 7 Account: 51210 - PERS Contributions 101-10-40 - General Fund,Administration,City Clerk 34218 33243 37783 30519 34611 Account: 51220 - FICA/Medicare 101-10-40 - General Fund,Administration,City Clerk 9664 10248 10394 10578 10624 Account: 51230 - Medical & Dental Benefits 101-10-40 - General Fund,Administration,City Clerk 27608 32027 30378 31395 33496 Account: 51235 - Life & LTD Insurance 101-10-40 - General Fund,Administration,City Clerk 1654 1371 1374 Account: 51237 - Allowances & Other Benefits 101-10-40 - General Fund,Administration,City Clerk 3900 3900 3900 Account: 51240 - Workers Compensation Premiums 101-10-40 - General Fund,Administration,City Clerk 3434 4740 4991 4262 4390 Account: 51990 - Salary Savings 101-10-40 - General Fund,Administration,City Clerk -420 -257 Account: 52110 - Collect & Admin Services 101-10-40 - General Fund,Administration,City Clerk 958 19579 10000 45000 8000 Account: 52230 - Other Technical Services 101-10-40 - General Fund,Administration,City Clerk 362 Account: 54220 - Mobile/Wireless Expenses 101-10-40 - General Fund,Administration,City Clerk 1058 894 1100 1100 1100 Account: 54310 - Legal Notices & Advertise 101-10-40 - General Fund,Administration,City Clerk 1468 2481 2400 2400 2500 Account: 54610 - Travel & Training 101-10-40 - General Fund,Administration,City Clerk 4587 1729 4000 4000 4000 Account: 54910 - Dues & Subscriptions 101-10-40 - General Fund,Administration,City Clerk 780 460 750 775 775 Account: 54990 - Other Administrative Svcs 101-10-40 - General Fund,Administration,City Clerk 5938 6129 7100 7100 7100 Account: 55110 - General Office Supplies 101-10-40 - General Fund,Administration,City Clerk 1148 754 2000 2000 2000 Account: 55120 - Postage & Delivery 101-10-40 - General Fund,Administration,City Clerk 1430 1795 3000 2500 2500 Account: 55130 - Photocopying Charges 101-10-40 - General Fund,Administration,City Clerk 1570 1546 2000 2000 2000 Account: 56410 - Office Equipment <10K 101-10-40 - General Fund,Administration,City Clerk 1647 1940 2500 2500 2500 Expenditure Grand Totals: $221,031 $252,103 $270,737 $290,948 $260,713 ---PAGE BREAK--- 241 Human Resources Division FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Revenue Account: 48120 - Contributions & Donations 101-10-60 - General Fund,Administration,Human Resources $120 $200 Revenue Totals $120 $200 $0 $0 $0 Expenditures Account: 51110 - Regular Salaries & Wages 101-10-60 - General Fund,Administration,Human Resources 173,691 169,539 169,185 170,409 171,658 Account: 51120 - Part-Time Salaries & Wage 101-10-60 - General Fund,Administration,Human Resources 170 Account: 51140 - Overtime Pay 101-10-60 - General Fund,Administration,Human Resources 422 1,033 1,054 1,075 Account: 51150 - Special Pay 101-10-60 - General Fund,Administration,Human Resources 1,000 1,000 1,000 1,000 1,000 Account: 51200 - PARS Contribution 101-10-60 - General Fund,Administration,Human Resources 2 Account: 51210 - PERS Contributions 101-10-60 - General Fund,Administration,Human Resources 46,803 43,706 44,172 37,487 42,733 Account: 51220 - FICA/Medicare 101-10-60 - General Fund,Administration,Human Resources 13,019 12,905 13,287 13,492 13,589 Account: 51230 - Medical & Dental Benefits 101-10-60 - General Fund,Administration,Human Resources 43,659 50,825 51,529 52,026 55,539 Account: 51235 - Life & LTD Insurance 101-10-60 - General Fund,Administration,Human Resources 1,946 1,726 1,739 Account: 51237 - Allowances & Other Benefits 101-10-60 - General Fund,Administration,Human Resources 3,900 3,900 3,900 Account: 51240 - Workers Compensation Premiums 101-10-60 - General Fund,Administration,Human Resources 4,580 6,320 6,655 2,842 2,927 Account: 51990 - Salary Savings 101-10-60 - General Fund,Administration,Human Resources -467 -28,040 -171,143 -176,009 Account: 52110 - Collect & Admin Services 101-10-60 - General Fund,Administration,Human Resources 16,717 18,031 16,000 16,000 16,000 Account: 52190 - Miscellaneous Prof Svcs 101-10-60 - General Fund,Administration,Human Resources 21,287 3,218 1,500 25,000 1,500 Account: 52210 - Lab & Investigative Svcs 101-10-60 - General Fund,Administration,Human Resources 485 263 Account: 52230 - Other Technical Services 101-10-60 - General Fund,Administration,Human Resources 7,241 7,284 7,000 7,000 7,000 Account: 54110 - Insurance Premiums 101-10-60 - General Fund,Administration,Human Resources 419,169 533,607 600,000 545,000 550,000 Account: 54120 - Settlements & Judgements ---PAGE BREAK--- 242 101-10-60 - General Fund,Administration,Human Resources 44,929 58,647 40,000 30,000 40,000 Account: 54130 - Insurance-Workers Comp 101-10-60 - General Fund,Administration,Human Resources 3,045 8,961 15,000 10,000 15,000 Account: 54210 - Telephone Expenses 101-10-60 - General Fund,Administration,Human Resources 494 572 600 600 600 Account: 54220 - Mobile/Wireless Expenses 101-10-60 - General Fund,Administration,Human Resources 985 1,064 900 900 900 Account: 54610 - Travel & Training 101-10-60 - General Fund,Administration,Human Resources 1,880 1,805 2,000 2,000 2,000 Account: 54910 - Dues & Subscriptions 101-10-60 - General Fund,Administration,Human Resources 1,360 604 1,000 1,000 1,000 Account: 54920 - Events & Field Trips 101-10-60 - General Fund,Administration,Human Resources 3,500 2,763 4,000 4,000 4,000 Account: 54990 - Other Administrative Svcs 101-10-60 - General Fund,Administration,Human Resources 7,776 7,577 10,000 15,000 10,000 Account: 55110 - General Office Supplies 101-10-60 - General Fund,Administration,Human Resources 171 506 1,000 1,000 1,000 Account: 55120 - Postage & Delivery 101-10-60 - General Fund,Administration,Human Resources 668 851 1,000 1,000 1,000 Account: 55130 - Photocopying Charges 101-10-60 - General Fund,Administration,Human Resources 955 1,002 1,000 1,000 1,000 Account: 55140 - Recognition-EE/Volunteer 101-10-60 - General Fund,Administration,Human Resources 5,366 5,036 5,500 5,500 5,500 Account: 55290 - Other Operating Supplies 101-10-60 - General Fund,Administration,Human Resources 18,775 19,552 15,000 10,000 17,000 Account: 56410 - Office Equipment <10K 101-10-60 - General Fund,Administration,Human Resources 1,795 1,376 1,000 1,000 1,000 Expenditure Grand Totals: $839,351 $957,138 $987,167 $788,793 $792,651 ---PAGE BREAK--- 243 Information Systems Division FY 2011-12 Actual FY 2012-13 Actual FY2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Expenditures Account: 51110 - Regular Salaries & Wages 101-10-70 - General Fund,Administration,Information Systems Div $181,880 $181,880 $183,849 $191,165 $192,441 Account: 51150 - Special Pay 101-10-70 - General Fund,Administration,Information Systems Div 600 600 600 Account: 51210 - PERS Contributions 101-10-70 - General Fund,Administration,Information Systems Div 50,787 47,108 47,833 41,939 47,778 Account: 51220 - FICA/Medicare 101-10-70 - General Fund,Administration,Information Systems Div 13,057 12,998 13,473 14,084 14,182 Account: 51230 - Medical & Dental Benefits 101-10-70 - General Fund,Administration,Information Systems Div 43,862 51,249 51,529 52,026 55,539 Account: 51235 - Life & LTD Insurance 101-10-70 - General Fund,Administration,Information Systems Div 2,088 1,894 1,907 Account: 51237 - Allowances & Other Benefits 101-10-70 - General Fund,Administration,Information Systems Div 3,900 4,500 4,500 Account: 51240 - Workers Compensation Premiums 101-10-70 - General Fund,Administration,Information Systems Div 4,580 6,320 6,655 5,683 5,854 Account: 51990 - Salary Savings 101-10-70 - General Fund,Administration,Information Systems Div -637 -722 Account: 52110 - Collect & Admin Services 101-10-70 - General Fund,Administration,Information Systems Div 11,262 11,946 16,000 16,500 17,000 Account: 52230 - Other Technical Services 101-10-70 - General Fund,Administration,Information Systems Div 19,084 19,651 26,000 20,000 27,000 Account: 53110 - Utilities 101-10-70 - General Fund,Administration,Information Systems Div 128 Account: 53230 - Building Maint Services 101-10-70 - General Fund,Administration,Information Systems Div 632 Account: 53250 - Vehicle & Equip Maint Svc 101-10-70 - General Fund,Administration,Information Systems Div 194 800 800 800 Account: 53290 - Miscellaneous R&M Svcs 101-10-70 - General Fund,Administration,Information Systems Div 922 795 4,000 4,000 4,000 Account: 54220 - Mobile/Wireless Expenses 101-10-70 - General Fund,Administration,Information Systems Div 1,793 1,606 3,000 3,000 3,300 Account: 54230 - Internet Services 101-10-70 - General Fund,Administration,Information Systems Div 3,154 2,388 4,800 5,000 5,000 Account: 54610 - Travel & Training 101-10-70 - General Fund,Administration,Information Systems Div 1,561 3,000 3,150 3,300 Account: 55110 - General Office Supplies ---PAGE BREAK--- 244 101-10-70 - General Fund,Administration,Information Systems Div 317 334 1,000 1,000 1,000 Account: 55120 - Postage & Delivery 101-10-70 - General Fund,Administration,Information Systems Div 22 100 100 100 Account: 55130 - Photocopying Charges 101-10-70 - General Fund,Administration,Information Systems Div 176 163 200 200 200 Account: 55210 - Fuel 101-10-70 - General Fund,Administration,Information Systems Div 305 426 300 300 300 Account: 55290 - Other Operating Supplies 101-10-70 - General Fund,Administration,Information Systems Div 263 500 500 500 Account: 56410 - Office Equipment <10K 101-10-70 - General Fund,Administration,Information Systems Div 19,353 19,092 29,500 30,500 31,000 Account: 56420 - Office Equipment >10K 101-10-70 - General Fund,Administration,Information Systems Div 699 Expenditure Grand Totals: $351,155 $359,397 $398,405 $396,341 $415,701 ---PAGE BREAK--- 245 Community Development - Planning FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Revenue Account: 45440 - State Grant-Operating 101-40-30 - General Fund,Community Development,Planning $30,867 Account: 45450 - State Grant-Capital 221-40-30 - Grants,Community Development,Planning $191,498 $126,498 Account: 46010 - Plan Check Fees 101-40-30 - General Fund,Community Development,Planning 53,963 85,691 100,000 100,000 175,000 Account: 46190 - Other Planning/Insp Fees 101-40-30 - General Fund,Community Development,Planning 3,304 Account: 46520 - Program Fees 101-40-30 - General Fund,Community Development,Planning 69,597 81,779 250,000 150,000 175,000 Account: 48990 - Other Misc Revenue 101-40-30 - General Fund,Community Development,Planning 0 1,000 1,000 7,000 1,000 Revenue Totals $123,560 $202,641 $542,498 $383,498 $351,000 Expenditures Account: 51110 - Regular Salaries & Wages 101-40-30 - General Fund,Community Development,Planning 277,977 250,208 250,859 283,696 284,169 221-40-30 - Grants,Community Development,Planning 16,499 Account 51110 Totals: 277,977 250,208 267,358 283,696 284,169 Account: 51120 - Part-Time Salaries & Wage 101-40-30 - General Fund,Community Development,Planning 4,171 Account: 51210 - PERS Contributions 101-40-30 - General Fund,Community Development,Planning 74,491 54,905 64,231 62,044 70,332 221-40-30 - Grants,Community Development,Planning 4,210 Account 51210 Totals: 74,491 54,905 68,441 62,044 70,332 Account: 51220 - FICA/Medicare 101-40-30 - General Fund,Community Development,Planning 21,388 18,183 20,194 22,748 23,346 221-40-30 - Grants,Community Development,Planning 1,405 Account 51220 Totals: 21,388 18,183 21,599 22,748 23,346 Account: 51230 - Medical & Dental Benefits 101-40-30 - General Fund,Community Development,Planning 46,916 47,890 54,207 66,183 77,827 221-40-30 - Grants,Community Development,Planning 1,503 Account 51230 Totals: 46,916 47,890 55,710 66,183 77,827 Account: 51235 - Life & LTD Insurance 101-40-30 - General Fund,Community Development,Planning 2,910 2,905 2,910 221-40-30 - Grants,Community Development,Planning 191 Account 51235 Totals: 3,101 2,905 2,910 Account: 51237 - Allowances & Other Benefits 101-40-30 - General Fund,Community Development,Planning 10,140 11,411 11,411 221-40-30 - Grants,Community Development,Planning 585 Account 51237 Totals: 10,725 11,411 11,411 Account: 51240 - Workers Compensation Premiums 101-40-30 - General Fund,Community Development,Planning 6,870 9,481 10,315 9,860 10,156 221-40-30 - Grants,Community Development,Planning 499 ---PAGE BREAK--- 246 Account 51240 Totals: 6,870 9,481 10,814 9,860 10,156 Account: 51990 - Salary Savings 101-40-30 - General Fund,Community Development,Planning -268 Account: 52130 - Architect/Engineering Svc 101-40-30 - General Fund,Community Development,Planning 10,000 10,000 10,000 Account: 52190 - Miscellaneous Prof Svcs 101-40-30 - General Fund,Community Development,Planning 16,500 37,533 20,000 20,000 20,000 221-40-30 - Grants,Community Development,Planning 0 0 165,000 100,000 301-40-30 - Capital Improvement Fund,Planning 4,305 73,563 422,000 Account 52190 Totals: 20,805 111,096 607,000 120,000 20,000 Account: 52230 - Other Technical Services 101-40-30 - General Fund,Community Development,Planning 2,800 3,000 500 3,000 500 Account: 52240 - Miscellaneous Services 101-40-30 - General Fund,Community Development,Planning 3,833 4,192 3,500 2,500 3,500 Account: 54210 - Telephone Expenses 101-40-30 - General Fund,Community Development,Planning 972 969 1,000 1,000 1,000 Account: 54220 - Mobile/Wireless Expenses 101-40-30 - General Fund,Community Development,Planning 2,160 1,980 2,000 2,000 2,000 Account: 54310 - Legal Notices & Advertise 101-40-30 - General Fund,Community Development,Planning 1,701 3,975 3,000 3,000 3,000 Account: 54410 - Printing & Binding 101-40-30 - General Fund,Community Development,Planning 1,000 1,000 1,000 1,000 221-40-30 - Grants,Community Development,Planning 26,498 26,498 Account 54410 Totals: 1,000 27,498 27,498 1,000 Account: 54610 - Travel & Training 101-40-30 - General Fund,Community Development,Planning 8,332 14,262 9,000 9,000 9,000 Account: 54910 - Dues & Subscriptions 101-40-30 - General Fund,Community Development,Planning 1,270 1,575 1,500 1,500 1,500 Account: 54920 - Events & Field Trips 101-40-30 - General Fund,Community Development,Planning 675 4,885 2,500 1,500 2,500 Account: 55110 - General Office Supplies 101-40-30 - General Fund,Community Development,Planning 180 195 500 500 500 Account: 55120 - Postage & Delivery 101-40-30 - General Fund,Community Development,Planning 1,035 1,429 3,000 3,000 3,000 Account: 55130 - Photocopying Charges 101-40-30 - General Fund,Community Development,Planning 5,322 5,052 4,000 4,000 4,000 Account: 56410 - Office Equipment <10K 101-40-30 - General Fund,Community Development,Planning 452 2,529 3,000 3,000 3,000 Account: 56710 - Other Equipment <10K 101-40-30 - General Fund,Community Development,Planning 3,839 262 Expenditure Grand Totals: $481,020 $541,238 $1,115,478 $650,345 $544,651 ---PAGE BREAK--- 247 Community Development - Building FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Revenue Account: 40910 - Construction Tax 101-40-40 - General Fund,Community Development,Building $414 $205 $4,900 $1,000 $1,000 Account: 42210 - Building Permits 101-40-40 - General Fund,Community Development,Building 462,531 445,380 522,000 450,000 500,000 Account: 42220 - Building Issuance Fee 101-40-40 - General Fund,Community Development,Building 32,434 40,968 45,000 45,000 50,000 Account: 42230 - Electrical Permits 101-40-40 - General Fund,Community Development,Building 12,567 15,814 16,000 16,000 20,000 Account: 42240 - Mechanical Permits 101-40-40 - General Fund,Community Development,Building 5,846 8,350 12,000 10,000 12,000 Account: 42260 - Plumbing Permits 101-40-40 - General Fund,Community Development,Building 4,898 6,192 11,000 10,000 11,000 Account: 45790 - Other Local Reimbursement 101-40-40 - General Fund,Community Development,Building 166 226 Account: 46010 - Plan Check Fees 101-40-40 - General Fund,Community Development,Building 276,181 295,662 270,000 325,000 345,000 Account: 46040 - Rental Inspection Fees 101-40-40 - General Fund,Community Development,Building 19,940 20,256 237,634 23,000 Account: 46190 - Other Planning/Insp Fees 101-40-40 - General Fund,Community Development,Building 50,886 47,864 56,100 65,000 70,000 Account: 46520 - Program Fees 101-40-40 - General Fund,Community Development,Building 5,900 7,338 2,550 2,550 2,550 Account: 46920 - Document Imaging Fee 101-40-40 - General Fund,Community Development,Building 24,404 17,846 35,700 25,000 35,700 Revenue Totals $896,167 $906,100 $1,212,884 $972,550 $1,047,250 Expenditures Account: 51110 - Regular Salaries & Wages 101-40-40 - General Fund,Community Development,Building 400,642 313,831 455,896 481,301 487,166 221-40-40 - Grants,Community Development,Building 16,499 Account 51110 Totals: 400,642 313,831 472,395 481,301 487,166 Account: 51120 - Part-Time Salaries & Wage 101-40-40 - General Fund,Community Development,Building 45,101 59,063 32,269 29,853 30,450 Account: 51140 - Overtime Pay 101-40-40 - General Fund,Community Development,Building 72 1,053 1,074 1,096 Account: 51200 - PARS Contribution 101-40-40 - General Fund,Community Development,Building 388 396 Account: 51210 - PERS Contributions 101-40-40 - General Fund,Community Development,Building 117,540 98,141 128,331 111,789 128,110 221-40-40 - Grants,Community Development,Building 4,210 Account 51210 Totals: 117,540 98,141 132,541 111,789 128,110 Account: 51220 - FICA/Medicare 101-40-40 - General Fund,Community Development,Building 33,257 28,465 38,782 40,394 40,940 221-40-40 - Grants,Community Development,Building 1,405 Account 51220 Totals: 33,257 28,465 40,187 40,394 40,940 ---PAGE BREAK--- 248 Account: 51230 - Medical & Dental Benefits 101-40-40 - General Fund,Community Development,Building 92,536 71,236 101,297 109,248 116,600 221-40-40 - Grants,Community Development,Building 1,503 Account 51230 Totals: 92,536 71,236 102,800 109,248 116,600 Account: 51235 - Life & LTD Insurance 101-40-40 - General Fund,Community Development,Building 5,657 4,922 4,982 221-40-40 - Grants,Community Development,-Building 191 Account 51235 Totals: 5,848 4,922 4,982 Account: 51237 - Allowances & Other Benefits 101-40-40 - General Fund,Community Development,Building 6,240 6,825 6,825 221-40-40 - Grants,Community Development,Building 585 Account 51237 Totals: 6,825 6,825 6,825 Account: 51240 - Workers Compensation Premiums 101-40-40 - General Fund,Community Development,Building 16,029 22,121 20,297 20,601 21,219 221-40-40 - Grants,Community Development,Building 499 Account 51240 Totals: 16,029 22,121 20,796 20,601 21,219 Account: 51990 - Salary Savings 101-40-40 - General Fund,Community Development,Building (3,423) (164,636) Account: 52120 - Legal & Financial Svcs 101-40-40 - General Fund,Community Development,Building 500 500 500 Account: 52130 - Architect/Engineering Svc 101-40-40 - General Fund,Community Development,Building 11,970 4,138 8,000 20,000 25,000 Account: 52190 - Miscellaneous Prof Svcs 101-40-40 - General Fund,Community Development,Building 14,707 154,223 260,000 15,000 15,000 Account: 52230 - Other Technical Services 101-40-40 - General Fund,Community Development,Building 3,779 8,508 10,000 10,000 10,000 Account: 52240 - Miscellaneous Services 101-40-40 - General Fund,Community Development,Building 3,889 10,123 10,000 10,000 10,000 Account: 53230 - Building Maint Services 101-40-40 - General Fund,Community Development,Building 1,008 1,430 3,000 2,500 3,000 Account: 53250 - Vehicle & Equip Maint Svc 101-40-40 - General Fund,Community Development,Building 2,540 609 2,500 2,500 2,500 Account: 53330 - Vehic Rental Chrg 101-40-40 - General Fund,Community Development,Building 10,000 4,000 4,000 Account: 54210 - Telephone Expenses 101-40-40 - General Fund,Community Development,Building 1,742 1,947 1,800 1,800 1,800 Account: 54220 - Mobile/Wireless Expenses 101-40-40 - General Fund,Community Development,Building 6,179 2,909 4,200 4,200 4,200 Account: 54410 - Printing & Binding 101-40-40 - General Fund,Community Development,Building 1,229 476 1,000 1,000 1,000 Account: 54610 - Travel & Training 101-40-40 - General Fund,Community Development,Building 9,822 1,985 9,000 7,500 9,000 Account: 54910 - Dues & Subscriptions 101-40-40 - General Fund,Community Development,Building 400 412 1,000 1,000 1,000 Account: 55110 - General Office Supplies 101-40-40 - General Fund,Community Development,Building 474 1,251 1,500 1,500 1,500 Account: 55120 - Postage & Delivery 101-40-40 - General Fund,Community Development,Building 1,257 2,145 1,000 1,000 1,000 Account: 55130 - Photocopying Charges 101-40-40 - General Fund,Community Development,Building 1,883 2,658 1,500 2,000 1,500 Account: 55210 - Fuel 101-40-40 - General Fund,Community Development,Building 3,041 3,132 2,500 2,500 2,500 Account: 55240 - Clothing & Uniform Supply ---PAGE BREAK--- 249 101-40-40 - General Fund,Community Development,Building 141 130 500 500 500 Account: 55290 - Other Operating Supplies 101-40-40 - General Fund,Community Development,Building 500 500 500 Account: 55520 - Building Supplies 101-40-40 - General Fund,Community Development,Building 8 Account: 56410 - Office Equipment <$10K 101-40-40 - General Fund,Community Development,Building 2,396 438 2,500 2,500 2,500 Account: 56710 - Other Equipment <$10K 101-40-40 - General Fund,Community Development,Building 158 200 200 200 Expenditure Grand Totals: $781,720 $786,028 $975,278 $893,095 $934,984 ---PAGE BREAK--- 250 Community Development - Economic Development/Housing FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Revenue Account: 40010 - Property Tax-Cur Secured 780-60-20 - Successor Agency to RDA,Economic Development,Economic Development $1,949,250 $3,502,901 801-60-20 - Redevelopment Agency,Economic Development,Economic Development 2,138,518 802-60-20 - Low/Moderate Income Housg,Economic Development,Economic Development 534,629 Account 40010 Totals: 4,622,397 3,502,901 Account: 40020 - Property Tax-Supplemental 801-60-20 - Redevelopment Agency,Economic Development,Economic Development 3,440 802-60-20 - Low/Moderate Income Housg,Economic Development,Economic Development 860 Account 40020 Totals: 4,300 Account: 40030 - Property Tax-Unitary 801-60-20 - Redevelopment Agency,Economic Development,Economic Development 26,668 802-60-20 - Low/Moderate Income Housg,Economic Development,Economic Development 6,667 Account 40030 Totals: 33,335 Account: 44010 - Interest Income 230-60-20 - Municipal Services Corp,Economic Development,Economic Development 1,612 530 1,000 500 500 232-60-20 - City LMI Housing Fund,Economic Development,Economic Development 306 149 780-60-20 - Successor Agency to RDA,Economic Development,Economic Development 229 946 804-60-20 - Agency Debt Service Fund,Economic Development,Economic Development 2 814-60-20 - RDA '04 Bond-Debt Servc,Economic Development,Economic Development 2 Account 44010 Totals: 2,150 1,625 1,000 500 500 Account: 44020 - Realized Gains/Losses 801-60-20 - Redevelopment Agency,Economic Development,Economic Development 83,202 Account: 44210 - Property Leases 230-60-20 - Municipal Services Corp,Economic Development,Economic Development 63,546 123,130 120,000 97,375 99,809 Account: 45440 - State Grant-Operating 101-40-10 - General Fund,Community Development, Comm Dev-Econ Developmt 28,000 15,500 35,000 Account: 45450 - State Grant-Capital 231-40-10 - City Housing Trust Fund,Community Development,Comm Dev-Econ Developmt 2,860,000 Account: 46520 - Program Fees 101-40-10 - General Fund,Community Development,Comm Dev-Econ Developmt -12 65,000 101-60-20 - General Fund,Economic Development,Economic Development 307,000 Account 46520 Totals: -12 307,000 65,000 Account: 48130 - Developer Contributions 230-60-20 - Municipal Services Corp,Economic Development,Economic Development 2,200,000 50,000 50,000 Account: 48990 - Other Misc Revenue 101-40-10 - General Fund,Community Development,Comm Dev-Econ Developmt 40 2 40,000 55,000 55,000 ---PAGE BREAK--- 251 101-60-20 - General Fund,Economic Development,Economic Development 1,017 232-40-10 - City LMI Housing Fund,Community Development,Comm Dev-Econ Developmt 75,284 250,000 232-60-20 - City LMI Housing Fund,Economic Development,Economic Development 1,000 Account 48990 Totals: 40 2,019 40,000 130,284 305,000 Account: 49990 101 - Operating Xfer In-GEN 221-40-10 - Grants,Community Development,Comm Dev-Econ Developmt 598,957 801-60-20 - Redevelopment Agency,Economic Development,Economic Development 1,820,000 802-60-20 - Low/Moderate Income Housg,Economic Development,Economic Development 2,130,000 Account 49990 101 Totals: 3,950,000 598,957 Account: 49990 221 - Operating XferIN-GRANTS 101-40-10 - General Fund,Community Development, Comm Dev-Econ Developmt 35,000 Account: 49990 801 - Operating Xfer In-RDA 230-60-20 - Municipal Services Corp,Economic Development,Economic Development 1,031,340 804-60-20 - Agency Debt Service Fund,Economic Development,Economic Development 69,344 814-60-20 - RDA '04 Bond-Debt Servc,Economic Development,Economic Development 224,159 Account 49990 801 Totals: 1,324,842 Account: 49990 802 - Operating Xfer In-HSG 804-60-20 - Agency Debt Service Fund,Economic Development,Economic Development 38,073 814-60-20 - RDA '04 Bond-Debt Servc,Economic Development,Economic Development 101,532 Account 49990 802 Totals: 139,605 Revenue Totals $12,423,40 7 $3,936,676 $3,647,957 $393,659 $490,309 Expenditures Account: 51110 - Regular Salaries & Wages 101-40-10 - General Fund,Community Development,Comm Dev-Econ Developmt $40,189 $41,280 $185,729 $185,729 101-60-20 - General Fund,Economic Development,Economic Development 79,131 191,013 221-40-10 - Grants,Community Development, Econ Developmt 185,726 232-40-10 - City LMI Housing Fund, Econ Developmt 54,109 56,274 56,274 232-60-20 - City LMI Housing Fund,Economic Development,Economic Development 27,055 56,190 801-40-10 - Redevelopment Agency,Community Development,Comm Dev-Econ Developmt 51,045 801-60-20 - Redevelopment Agency,Economic Development,Economic Development 63,228 802-60-20 - Low/Moderate Income Housg,Economic Development,Economic Development 27,452 Account 51110 Totals: 288,099 247,203 281,115 242,003 242,003 Account: 51140 - Overtime Pay 101-60-20 - General Fund,Economic Development,Economic Development 8 Account: 51210 - PERS Contributions 101-40-10 - General Fund,Community Development,Comm Dev-Econ Developmt 1,642 10,523 40,619 45,968 101-60-20 - General Fund,Economic Development,Economic Development 21,961 46,844 221-40-10 - Grants,Community Development , -Econ Developmt 47,363 ---PAGE BREAK--- 252 232-40-10 - City LMI Housing Fund, -Econ Developmt 13,765 12,307 13,928 232-60-20 - City LMI Housing Fund,Economic Development,Economic Development 7,479 13,517 801-40-10 - Redevelopment Agency,Community Development,Comm Dev-Econ Developmt 13,453 801-60-20 - Redevelopment Agency,Economic Development,Economic Development 16,648 802-60-20 - Low/Moderate Income Housg,Economic Development,Economic Development 7,523 Account 51210 Totals: 68,706 60,362 71,651 52,926 59,896 Account: 51220 - FICA/Medicare 101-40-10 - General Fund,Community Development,Comm Dev-Econ Developmt 2,214 3,307 14,461 14,461 101-60-20 - General Fund,Economic Development,Economic Development 6,305 14,765 221-40-10 - Grants,Community Development, Econ Developmt 14,805 232-40-10 - City LMI Housing Fund,Econ Developmt 4,969 5,005 5,196 232-60-20 - City LMI Housing Fund,Economic Development,Economic Development 2,139 4,318 801-40-10 - Redevelopment Agency,Community Development,Comm Dev-Econ Developmt 4,035 801-60-20 - Redevelopment Agency,Economic Development,Economic Development 4,607 802-60-20 - Low/Moderate Income Housg,Economic Development,Economic Development 2,171 Account 51220 Totals: 21,472 19,083 23,081 19,466 19,657 Account: 51230 - Medical & Dental Benefits 101-40-10 - General Fund,Community Development,Comm Dev-Econ Developmt 192 5,011 40,421 43,141 101-60-20 - General Fund,Economic Development,Economic Development 16,446 41,949 221-40-10 - Grants,Community Development, Econ Developmt 43,658 232-40-10 - City LMI Housing Fund,Econ Developmt 10,700 8,396 10,961 232-60-20 - City LMI Housing Fund,Economic Development,Economic Development 5,856 12,417 801-40-10 - Redevelopment Agency,Community Development,Comm Dev-Econ Developmt 13,083 801-60-20 - Redevelopment Agency,Economic Development,Economic Development 7,159 802-60-20 - Low/Moderate Income Housg,Economic Development,Economic Development 5,072 Account 51230 Totals: 47,808 54,366 59,369 48,817 54,102 Account: 51235 - Life & LTD Insurance 101-40-10 - General Fund,Community Development Econ Developmt 479 1,902 1,902 221-40-10 - Grants,Community Development, Comm Dev-Econ Developmt 2,154 232-40-10 - City LMI Housing Fund,Community Development,Comm Dev-Econ Developmt 628 576 576 Account 51235 Totals: 3,261 2,478 2,478 Account: 51237 - Allowances & Other Benefits 101-40-10 - General Fund,Community Development, Comm Dev-Econ Developmt 1,950 6,750 6,750 221-40-10 - Grants,Community Development, Comm Dev-Econ Developmt 7,800 232-40-10 - City LMI Housing Fund,Community Development, Comm Dev-Econ Developmt 2,340 2,434 2,434 Account 51237 Totals: 12,090 9,184 9,184 Account: 51240 - Workers Compensation Premiums 101-40-10 - General Fund,Community Development,Comm Dev-Econ Developmt 2,290 1,664 2,842 2,927 101-60-20 - General Fund,Economic Development,Economic Development 1,529 6,320 221-40-10 - Grants,Community Development, 6,655 ---PAGE BREAK--- 253 Comm Dev-Econ Developmt 232-40-10 - City LMI Housing Fund,Community Development, Comm Dev-Econ Developmt 3,327 2,216 2,283 232-60-20 - City LMI Housing Fund,Economic Development,Economic Development 764 3,160 801-40-10 - Redevelopment Agency,Community Development,Comm Dev-Econ Developmt 1,526 801-60-20 - Redevelopment Agency,Economic Development,Economic Development 1,526 802-60-20 - Low/Moderate Income Housg,Economic Development,Economic Development 1,526 Account 51240 Totals: 9,161 9,480 11,646 5,058 5,210 Account: 51990 - Salary Savings 101-40-10 - General Fund,Community Development, Comm Dev-Econ Developmt -139,404 -143,569 Account: 52110 - Collect & Admin Services 230-60-20 - Municipal Services Corp,Economic Development, Economic Development 5,000 3,000 3,000 Account: 52120 - Legal & Financial Svcs 101-60-20 - General Fund,Economic Development,Economic Development 31,836 230-60-20 - Municipal Services Corp,Economic Development,Economic Development 28,917 797,549 95,000 20,000 20,000 232-40-10 - City LMI Housing Fund,Community Development, Comm Dev-Econ Developmt 36,000 10,000 40,000 232-60-20 - City LMI Housing Fund,Economic Development,Economic Development 3,458 4,763 780-60-20 - Successor Agency to RDA,Economic Development,Economic Development 250,000 17,132 801-60-20 - Redevelopment Agency,Economic Development,Economic Development 7,784 802-60-20 - Low/Moderate Income Housg,Economic Development,Economic Development 2,908 Account 52120 Totals: 293,067 851,280 131,000 30,000 60,000 Account: 52130 - Architect/Engineering Svc 101-40-10 - General Fund,Community Development, Comm Dev-Econ Developmt 20,000 20,000 221-40-10 - Grants,Community Development, Comm Dev-Econ Developmt 20,000 230-60-20 - Municipal Services Corp,Economic Development,Economic Development 7,975 5,287 Account 52130 Totals: 7,975 5,287 20,000 20,000 20,000 Account: 52140 - Appraisal/Aquisition Svcs 230-60-20 - Municipal Services Corp,Economic Development,Economic Development 2,646 Account: 52190 - Miscellaneous Prof Svcs 101-40-10 - General Fund,Community Development, Comm Dev-Econ Developmt 95,000 95,000 101-60-20 - General Fund,Economic Development,Economic Development 1,797 221-40-10 - Grants,Community Development, Comm Dev-Econ Developmt 97,125 230-40-10 - Municipal Services Corp,Community Development,Comm Dev-Econ Developmt 3,900 230-60-20 - Municipal Services Corp,Economic Development,Economic Development 108 29,490 15,000 40,000 Account 52190 Totals: 4,008 31,287 112,125 135,000 95,000 Account: 52230 - Other Technical Services 101-40-10 - General Fund,Community Development, Comm Dev-Econ Developmt 7,500 10,000 221-40-10 - Grants,Community Development, Comm Dev-Econ Developmt 10,000 230-60-20 - Municipal Services Corp,Economic 33,849 15,000 ---PAGE BREAK--- 254 Development,Economic Development 801-60-20 - Redevelopment Agency,Economic Development,Economic Development 34 Account 52230 Totals: 33,883 25,000 7,500 10,000 Account: 52240 - Miscellaneous Services 101-60-20 - General Fund,Economic Development,Economic Development 1,200 230-60-20 - Municipal Services Corp,Economic Development,Economic Development 1,200 1,850 Account 52240 Totals: 1,200 3,050 Account: 53110 - Utilities 230-60-20 - Municipal Services Corp,Economic Development,Economic Development 21 1,000 1,000 1,000 232-40-10 - City LMI Housing Fund,Community Development,Comm Dev-Econ Developmt 4,980 5,200 5,300 232-60-20 - City LMI Housing Fund,Economic Development,Economic Development 3,696 4,575 802-60-20 - Low/Moderate Income Housg,Economic Development,Economic Development 1,637 Account 53110 Totals: 5,354 4,575 5,980 6,200 6,300 Account: 53230 - Building Maint Services 230-40-10 - Municipal Services Corp,Community Development,Comm Dev-Econ Developmt 16,736 230-60-20 - Municipal Services Corp,Economic Development,Economic Development 10,181 19,448 25,000 25,000 25,000 232-60-20 - City LMI Housing Fund,Economic Development,Economic Development 86 Account 53230 Totals: 27,003 19,448 25,000 25,000 25,000 Account: 53240 - Landscape/Park Maint Svcs 230-60-20 - Municipal Services Corp,Economic Development,Economic Development 1,715 228 2,000 5,000 5,000 Account: 53990 - Other Property Services 230-60-20 - Municipal Services Corp,Economic Development,Economic Development 1,935 70,014 50,000 81,600 83,232 232-40-10 - City LMI Housing Fund,Community Development,Comm Dev-Econ Developmt 5,500 4,500 4,500 232-60-20 - City LMI Housing Fund,Economic Development,Economic Development 3,481 802-60-20 - Low/Moderate Income Housg,Economic Development,Economic Development 13,433 Account 53990 Totals: 15,368 73,495 55,500 86,100 87,732 Account: 54210 - Telephone Expenses 101-40-10 - General Fund,Community Development,Comm Dev-Econ Developmt 480 347 500 500 101-60-20 - General Fund,Economic Development, Economic Development 397 221-40-10 - Grants,Community Development, Comm Dev-Econ Developmt 500 230-60-20 - Municipal Services Corp,Economic Development,Economic Development 221 232-40-10 - City LMI Housing Fund,Community Development,Comm Dev-Econ Developmt 500 500 500 232-60-20 - City LMI Housing Fund,Economic Development,Economic Development 360 360 802-60-20 - Low/Moderate Income Housg,Economic Development,Economic Development 180 Account 54210 Totals: 1,241 1,104 1,000 1,000 1,000 Account: 54220 - Mobile/Wireless Expenses 101-40-10 - General Fund,Community Development,Comm Dev-Econ Developmt 351 2,000 2,000 101-60-20 - General Fund,Economic Development,Economic Development 1,440 221-40-10 - Grants,Community Development,Comm Dev-Econ Developmt 2,000 230-40-10 - Municipal Services Corp,Community Development,Comm Dev-Econ Developmt 360 ---PAGE BREAK--- 255 230-60-20 - Municipal Services Corp,Economic Development,Economic Development 1,172 232-40-10 - City LMI Housing Fund,Community Development,Comm Dev-Econ Developmt 720 720 720 232-60-20 - City LMI Housing Fund,Economic Development,Economic Development 180 360 Account 54220 Totals: 2,063 1,800 2,720 2,720 2,720 Account: 54230 - Internet Services 101-40-10 - General Fund,Community Development,Comm Dev-Econ Developmt 2,000 2,000 221-40-10 - Grants,Community Development,Comm Dev-Econ Developmt 5,000 230-60-20 - Municipal Services Corp,Economic Development,Economic Development 1,019 1,793 Account 54230 Totals: 1,019 1,793 5,000 2,000 2,000 Account: 54310 - Legal Notices & Advertise 230-60-20 - Municipal Services Corp,Economic Development,Economic Development 2,975 232-40-10 - City LMI Housing Fund,Community Development,Comm Dev-Econ Developmt 300 500 300 232-60-20 - City LMI Housing Fund,Economic Development,Economic Development 35 50 Account 54310 Totals: 3,010 50 300 500 300 Account: 54410 - Printing & Binding 101-40-10 - General Fund,Community Development,Comm Dev-Econ Developmt 1,500 1,500 101-60-20 - General Fund,Economic Development,Economic Development 38 221-40-10 - Grants,Community Development,Comm Dev-Econ Developmt 5,000 230-40-10 - Municipal Services Corp,Community Development,Comm Dev-Econ Developmt 2,976 230-60-20 - Municipal Services Corp,Economic Development,Economic Development 2,627 Account 54410 Totals: 2,976 2,665 5,000 1,500 1,500 Account: 54610 - Travel & Training 101-40-10 - General Fund,Community Development,Comm Dev-Econ Developmt 7,500 10,000 101-60-20 - General Fund,Economic Development,Economic Development 6,429 221-40-10 - Grants,Community Development,Comm Dev-Econ Developmt 12,000 230-40-10 - Municipal Services Corp,Community Development,Comm Dev-Econ Developmt 2,935 1,000 230-60-20 - Municipal Services Corp,Economic Development,Economic Development 21,105 232-40-10 - City LMI Housing Fund,Community Development,Comm Dev-Econ Developmt 1,700 1,000 2,000 232-60-20 - City LMI Housing Fund,Economic Development,Economic Development 115 751 802-60-20 - Low/Moderate Income Housg,Economic Development,Economic Development 107 Account 54610 Totals: 24,262 8,180 13,700 8,500 12,000 Account: 54910 - Dues & Subscriptions 101-40-10 - General Fund,Community Development,Comm Dev-Econ Developmt 5,000 6,000 101-60-20 - General Fund,Economic Development,Economic Development 2,049 221-40-10 - Grants,Community Development,Comm Dev-Econ Developmt 12,500 230-40-10 - Municipal Services Corp,Community Development,Comm Dev-Econ Developmt 9,303 230-60-20 - Municipal Services Corp,Economic Development,Economic Development 13,558 9,209 100 ---PAGE BREAK--- 256 232-40-10 - City LMI Housing Fund,Community Development,Comm Dev-Econ Developmt 610 800 232-60-20 - City LMI Housing Fund,Economic Development,Economic Development 150 250 802-60-20 - Low/Moderate Income Housg,Economic Development,Economic Development 225 Account 54910 Totals: 23,236 11,508 12,500 5,610 6,900 Account: 54920 - Events & Field Trips 101-40-10 - General Fund,Community Development,Comm Dev-Econ Developmt 11,500 12,000 101-60-20 - General Fund,Economic Development,Economic Development 317 221-40-10 - Grants,Community Development,Comm Dev-Econ Developmt 10,000 230-40-10 - Municipal Services Corp,Community Development,Comm Dev-Econ Developmt 242 230-60-20 - Municipal Services Corp,Economic Development,Economic Development 214 160 Account 54920 Totals: 455 477 10,000 11,500 12,000 Account: 54990 - Other Administrative Svcs 230-60-20 - Municipal Services Corp,Economic Development,Economic Development 20 40 100 Account: 55110 - General Office Supplies 101-40-10 - General Fund,Community Development,Comm Dev-Econ Developmt 500 500 101-60-20 - General Fund,Economic Development,Economic Development 84 221-40-10 - Grants,Community Development,Comm Dev-Econ Developmt 500 230-40-10 - Municipal Services Corp,Community Development,Comm Dev-Econ Developmt 23 230-60-20 - Municipal Services Corp,Economic Development,Economic Development 227 100 Account 55110 Totals: 250 84 600 500 500 Account: 55120 - Postage & Delivery 101-40-10 - General Fund,Community Development,Comm Dev-Econ Developmt 2,000 2,000 101-60-20 - General Fund,Economic Development,Economic Development 1,758 221-40-10 - Grants,Community Development,Comm Dev-Econ Developmt 8,000 230-40-10 - Municipal Services Corp,Community Development,Comm Dev-Econ Developmt 2,077 230-60-20 - Municipal Services Corp,Economic Development,Economic Development 69 5,733 100 232-40-10 - City LMI Housing Fund,Community Development,Comm Dev-Econ Developmt 500 500 500 232-60-20 - City LMI Housing Fund,Economic Development,Economic Development 40 91 802-60-20 - Low/Moderate Income Housg,Economic Development,Economic Development 52 Account 55120 Totals: 2,238 7,581 8,600 2,500 2,500 Account: 55130 - Photocopying Charges 101-40-10 - General Fund,Community Development,Comm Dev-Econ Developmt 1,167 953 1,000 1,000 101-60-20 - General Fund,Economic Development,Economic Development 1,060 221-40-10 - Grants,Community Development,Comm Dev-Econ Developmt 1,000 230-60-20 - Municipal Services Corp,Economic Development,Economic Development 719 100 232-40-10 - City LMI Housing Fund,Community Development,Comm Dev-Econ Developmt 800 800 800 232-60-20 - City LMI Housing Fund,Economic Development,Economic Development 457 1,060 802-60-20 - Low/Moderate Income Housg,Economic Development,Economic Development 262 ---PAGE BREAK--- 257 Account 55130 Totals: 2,605 3,072 1,900 1,800 1,800 Account: 56310 - Improvements, not 230-60-20 - Municipal Services Corp,Economic Development,Economic Development 11,890 69,027 80,500 10,000 10,000 Account: 56410 - Office Equipment <$10K 101-60-20 - General Fund,Economic Development,Economic Development 252 230-60-20 - Municipal Services Corp,Economic Development,Economic Development 108 5,500 Account 56410 Totals: 108 252 5,500 Account: 56920 - Loss on Land Held for Redevelopment 230-60-20 - Municipal Services Corp,Economic Development,Economic Development 366,376 232-60-20 - City LMI Housing Fund,Economic Development,Economic Development 890,000 Account 56920 Totals: 1,256,376 Account: 58110 - Principal Payments 804-60-20 - Agency Debt Service Fund,Economic Development,Economic Development 545,000 814-60-20 - RDA '04 Bond-Debt Servc,Economic Development,Economic Development 475,000 Account 58110 Totals: 1,020,000 Account: 58120 - Interest Payments 780-60-20 - Successor Agency to RDA,Economic Development,Economic Development 648,059 995,849 804-60-20 - Agency Debt Service Fund,Economic Development,Economic Development 228,485 814-60-20 - RDA '04 Bond-Debt Servc,Economic Development,Economic Development 662,545 Account 58120 Totals: 1,539,089 995,849 Account: 58910 - Pass Through Payments 801-60-20 - Redevelopment Agency,Economic Development,Economic Development 507,493 Account: 59110 - Loans & Grants 230-60-20 - Municipal Services Corp,Economic Development,Economic Development 150,000 231-40-10 - City Housing Trust Fund,Community Development,Comm Dev-Econ Developmt 2,860,000 232-40-10 - City LMI Housing Fund,Community Development,Comm Dev-Econ Developmt 531,152 802-60-20 - Low/Moderate Income Housg,Economic Development,Economic Development -129,492 Account 59110 Totals: -129,492 150,000 3,391,152 Account: 59300 - Extraordinary Gain/(Loss) 232-60-20 - City LMI Housing Fund,Economic Development,Economic Development -5,613,091 780-60-20 - Successor Agency to RDA,Economic Development,Economic Development 21,924,794 801-60-20 - Redevelopment Agency,Economic Development,Economic Development 247,657 802-60-20 - Low/Moderate Income Housg,Economic Development,Economic Development 4,295,063 804-60-20 - Agency Debt Service Fund,Economic Development,Economic Development 29,705 814-60-20 - RDA '04 Bond-Debt Servc,Economic Development,Economic Development 1 Account 59300 Totals: 20,884,129 Account: 59990 101 - Operating Xfer Out-GEN 221-40-10 - Grants,Community Development,Comm Dev-Econ Developmt 35,000 230-60-20 - Municipal Services Corp,Economic Development,Economic Development 1,801,014 ---PAGE BREAK--- 258 232-60-20 - City LMI Housing Fund,Economic Development,Economic Development 149,650 801-40-10 - Redevelopment Agency,Community Development,Comm Dev-Econ Developmt 180,000 801-60-20 - Redevelopment Agency,Economic Development,Economic Development 318,000 802-60-20 - Low/Moderate Income Housg,Economic Development,Economic Development 64,419 Account 59990 101 Totals: 2,513,083 35,000 Account: 59990 221 - 230-60-20 - Municipal Services Corp,Economic Development,Economic Development 273,000 Account: 59990 230 - Operating Xfer Out-MSC 801-60-20 - Redevelopment Agency,Economic Development,Economic Development 1,031,340 Account: 59990 801 - Operating Xfer Out RDA 101-60-20 - General Fund,Economic Development,Economic Development 1,820,000 Account: 59990 802 - Operating Xfer Out HSG 101-60-20 - General Fund,Economic Development,Economic Development 2,130,000 Account: 59990 804 - Operating Xfer OutRDA D/S 801-60-20 - Redevelopment Agency,Economic Development,Economic Development 69,344 802-60-20 - Low/Moderate Income Housg,Economic Development,Economic Development 38,073 Account 59990 804 Totals: 107,417 Account: 59990 814 - Operating Xfer OutRDAD/S2 801-60-20 - Redevelopment Agency,Economic Development,Economic Development 224,159 802-60-20 - Low/Moderate Income Housg,Economic Development,Economic Development 101,532 Account 59990 814 Totals: 325,691 Expenditure Grand Totals: $32,924,58 7 $3,889,009 $4,376,790 $647,058 $614,213 ---PAGE BREAK--- 259 Finance Department FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Revenue Account: 46520 - Program Fees 101-10-50 - General Fund, Finance $308 Account: 46930 - Business License Admin 101-10-50 - General Fund, Finance $69,552 $69,739 $75,000 $75,000 $79,000 Account: 48990 - Other Misc Revenue 101-10-50 - General Fund, Finance 25,000 25,000 25,000 Revenue Totals $69,552 $70,047 $100,000 $100,000 $104,000 Expenditures Account: 51110 - Regular Salaries & Wages 101-10-50 - General Fund, Finance $394,258 $355,768 $448,021 $387,039 $390,170 221-10-50 - Grants, Finance 275 31 Account 51110 Totals: 394,533 355,799 448,021 387,039 390,170 Account: 51120 - Part-Time Salaries & Wage 101-10-50 - General Fund, Finance 1,549 24,579 Account: 51140 - Overtime Pay 101-10-50 - General Fund, Finance 419 353 4,213 4,297 4,383 Account: 51150 - Special Pay 101-10-50 - General Fund, Finance 1,200 1,200 1,200 Account: 51200 - PARS Contribution 101-10-50 - General Fund, Finance 16 3 Account: 51210 - PERS Contributions 101-10-50 - General Fund, Finance 107,223 84,575 116,407 101,529 115,674 Account: 51220 - FICA/Medicare 101-10-50 - General Fund, Finance 27,701 25,116 34,560 35,756 36,049 Account: 51230 - Medical & Dental Benefits 101-10-50 - General Fund, Finance 88,805 91,868 99,215 90,748 96,844 Account: 51235 - Life & LTD Insurance 101-10-50 - General Fund, Finance 5,130 4,651 4,683 Account: 51237 - Allowances & Other Benefits 101-10-50 - General Fund, Finance 10,725 12,120 12,120 Account: 51240 - Workers Compensation Premiums 101-10-50 - General Fund, Finance 11,449 15,801 19,965 17,049 17,561 Account: 51990 - Salary Savings 101-10-50 - General Fund, Finance -1,241 -29,104 -53,000 -53,000 Account: 52110 - Collect & Admin Services 101-10-50 - General Fund, Finance 79,161 53,194 86,000 56,000 60,000 206-10-50 - Measure A Parcel Tax, Finance 11,238 11,390 12,000 12,000 12,000 Account 52110 Totals: 90,399 64,584 98,000 68,000 72,000 Account: 52120 - Legal & Financial Svcs 101-10-50 - General Fund, Finance 79,947 80,880 90,000 90,000 90,000 201-10-50 - Gas Tax Fund, Finance 1,987 206-10-50 - Measure A Parcel Tax, Finance 2,850 3,000 3,000 3,000 211-10-50 - Street Improvemt & Maint, Finance 3,000 3,000 401-10-50 - Meas J Storm Debt Service, Finance 16,780 2,280 2,700 701-10-50 - Pension Trust Sect 401-A, Finance 823 1,455 1,500 1,500 1,500 ---PAGE BREAK--- 260 834-10-50 - Finance Authority Debt Sv, Finance 2,148 52,063 6,000 6,000 6,000 835-10-50 - City Hall Bond D/S, Finance 2,580 1,080 1,000 1,000 1,000 836-10-50 - Street Imp Bond D/S, Finance 1,080 1,080 1,000 1,000 1,000 Account 52120 Totals: 108,194 138,838 105,200 105,500 105,500 Account: 52190 - Miscellaneous Prof Svcs 101-10-50 - General Fund, Finance 17,472 41,848 20,000 30,000 20,000 Account: 52230 - Other Technical Services 101-10-50 - General Fund, Finance 17,666 16,701 15,000 15,000 15,000 Account: 52240 - Miscellaneous Services 101-10-50 - General Fund, Finance 1,200 1,784 -50,000 Account: 54210 - Telephone Expenses 101-10-50 - General Fund, Finance 1,937 2,287 2,400 2,400 2,400 Account: 54220 - Mobile/Wireless Expenses 101-10-50 - General Fund, Finance 1,857 1,749 2,200 2,200 2,200 Account: 54310 - Legal Notices & Advertise 101-10-50 - General Fund, Finance 131 456 200 200 200 Account: 54410 - Printing & Binding 101-10-50 - General Fund, Finance 2,940 772 3,000 3,000 3,000 Account: 54610 - Travel & Training 101-10-50 - General Fund, Finance 6,933 4,459 10,100 5,000 10,100 Account: 54910 - Dues & Subscriptions 101-10-50 - General Fund, Finance 920 750 3,000 3,000 3,000 Account: 55110 - General Office Supplies 101-10-50 - General Fund, Finance 2,924 2,761 3,500 3,500 3,500 Account: 55120 - Postage & Delivery 101-10-50 - General Fund, Finance 4,794 4,445 4,000 4,000 4,000 Account: 55130 - Photocopying Charges 101-10-50 - General Fund, Finance 1,871 1,819 2,000 2,000 2,000 Account: 55290 - Other Operating Supplies 101-10-50 - General Fund, Finance 391 500 500 500 Account: 56410 - Office Equipment <10K 101-10-50 - General Fund, Finance 2,154 1,079 1,000 1,000 1,000 Account: 56710 - Other Equipment <10K 101-10-50 - General Fund, Finance 240 Account: 56720 - Other Equipment >10K 101-10-50 - General Fund, Finance 14,852 Account: 58110 - Principal Payments 101-10-50 - General Fund, Finance 43,788 88,410 90,858 93,373 401-10-50 - Meas J Storm Debt Service, Finance 1,435,000 512,300 514,500 834-10-50 - Finance Authority Debt Sv, Finance 245,000 2,685,000 312,800 323,300 328,200 835-10-50 - City Hall Bond D/S, Finance 205,000 215,000 220,000 230,000 240,000 836-10-50 - Street Imp Bond D/S, Finance 245,000 255,000 265,000 270,000 280,000 Account 58110 Totals: 2,130,000 3,711,088 1,400,710 914,158 941,573 Account: 58120 - Interest Payments 101-10-50 - General Fund, Finance 7,239 27,365 48,063 48,063 48,063 401-10-50 - Meas J Storm Debt Service, Finance 93,638 6,106 4,330 0 0 834-10-50 - Finance Authority Debt Sv, Finance 120,055 86,417 46,258 40,024 33,639 835-10-50 - City Hall Bond D/S, Finance 392,408 384,008 375,308 366,768 357,246 836-10-50 - Street Imp Bond D/S, Finance 492,653 484,078 470,780 466,408 457,228 Account 58120 Totals: 1,105,992 987,972 944,739 921,263 896,176 Account: 58230 - Fines & Penalties 101-10-50 - General Fund, Finance 8,459 1,303 0 0 0 Account: 58810 - Retiree Pension ---PAGE BREAK--- 261 701-10-50 - Pension Trust Sect 401-A, Finance 140,947 110,802 111,000 112,476 112,476 Account: 58920 - Bank & Credit Card Fees 101-10-50 - General Fund, Finance 38,137 43,966 30,000 30,000 30,000 Account: 59990 101 - Operating Xfer Out-GEN 206-10-50 - Measure A Parcel Tax, Finance 0 25,456 50,912 50,912 50,912 Account: 59990 201 - Operating Xfer Out-GAS 204-10-50 - Measure J-Return to Source Fund, Finance 214,000 270,000 274,000 205-10-50 - Measure J Storm Drain, Finance 65,000 302,000 180,000 Account 59990 201 Totals: 279,000 572,000 454,000 Account: 59990 202 - Operating Xfer Out-NPDS 205-10-50 - Measure J Storm Drain, Finance 36,000 104,000 111,000 Account: 59990 203 - Operating Xfer Out-LAD 201-10-50 - Gas Tax Fund, Finance 395,000 537,000 545,000 Account: 59990 206 - Operating Xfer Out-MeasA 834-10-50 - Finance Authority Debt Sv, Finance 185,333 Account: 59990 221 - 101-10-50 - General Fund, Finance 598,957 Account: 59990 301 - Operating Xfer Out-CIP 204-10-50 - Measure J-Return to Source Fund, Finance 35,000 35,000 35,000 Account: 59990 401 - Operating Xfer STRM D/S 205-10-50 - Measure J Storm Drain, Finance 516,550 0 495,000 Account: 59990 701 - Operating Xfer OutPENS 101-10-50 - General Fund, Finance 141,769 112,257 112,500 113,976 113,976 Account: 59990 834 - Operating Xfer Out-FIN 206-10-50 - Measure A Parcel Tax, Finance 365,053 334,057 359,058 369,524 368,039 Account: 59990 835 - Operating Xfer Out-CHALL 101-10-50 - General Fund, Finance 597,368 595,527 596,308 593,768 594,246 Account: 59990 836 - Operating Xfer Out-ST IMP 211-10-50 - Street Improvemt & Maint, Finance 737,583 736,722 740,000 733,408 734,228 Expenditure Grand Totals: $7,436,388 $8,975,108 $7,564,616 $4,634,974 $4,710,510 ---PAGE BREAK--- 262 Fire Department FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Revenue Account: 45430 - Federal Grant-Capital 221-25-10 - Grants,Fire $228,800 $921,244 Account: 45550 - OES Reimbursement 101-25-10 - General Fund,Fire 142,790 271,978 270,521 187,000 50,000 Account: 45720 - Kensington Fire District 101-25-10 - General Fund,Fire 2,214,980 2,318,862 2,313,128 2,365,644 2,501,879 Account: 45790 - Other Local Reimbursement 101-25-10 - General Fund,Fire 138,551 164,011 120,000 125,000 130,000 221-25-10 - Grants,Fire 31,718 Account 45790 Totals: 138,551 164,011 151,718 125,000 130,000 Account: 46010 - Plan Check Fees 101-25-10 - General Fund,Fire 42,811 45,222 40,000 65,000 75,000 Account: 46520 - Program Fees 101-25-10 - General Fund,Fire 31,960 43,648 10,000 10,000 10,000 Account: 49990 101 - Operating Xfer In-GEN 221-25-10 - Grants,Fire 70,642 Account: 49990 221 - Operating XferIN-GRANTS 601-25-10 - Vehicle/Equip Replacement,Fire 5,369 Account: 49990 230 - Operating XferIN-MSC 221-25-10 - Grants,Fire 273,000 Account: 49990 601 - Operating Xfer-In I/S 221-25-10 - Grants,Fire 273,000 Revenue Totals $3,345,892 $2,849,090 $3,777,253 $2,752,644 $2,766,879 Expenditures Account: 51110 - Regular Salaries & Wages 101-25-10 - General Fund,Fire $3,934,105 $3,742,429 $4,211,223 $4,483,822 $4,596,542 Account: 51120 - Part-Time Salaries & Wage 101-25-10 - General Fund,Fire 230 Account: 51140 - Overtime Pay 101-25-10 - General Fund,Fire 652,600 1,082,223 526,943 569,099 586,172 Account: 51145 - FLSA Overtime Pay 101-25-10 - General Fund,Fire 84,608 73,212 87,629 94,639 97,478 Account: 51146 - Fire Non-Supp OT 101-25-10 - General Fund,Fire 107,755 72,806 75,000 75,000 75,000 Account: 51147 - Fire OES Response 101-25-10 - General Fund,Fire 95,504 214,609 187,467 168,000 50,000 Account: 51150 - Special Pay 101-25-10 - General Fund,Fire 26,675 26,675 Account: 51200 - PARS Contribution 101-25-10 - General Fund,Fire 3 Account: 51210 - PERS Contributions 101-25-10 - General Fund,Fire 1,680,005 1,605,420 1,940,067 1,589,312 1,796,697 Account: 51220 - FICA/Medicare 101-25-10 - General Fund,Fire 64,039 67,255 72,285 77,505 79,309 Account: 51230 - Medical & Dental Benefits 101-25-10 - General Fund,Fire 688,597 773,499 972,224 979,052 1,034,647 Account: 51240 - Workers Compensation Premiums ---PAGE BREAK--- 263 101-25-10 - General Fund,Fire 105,315 117,361 109,806 93,770 96,583 Account: 51990 - Salary Savings 101-25-10 - General Fund,Fire -565,431 -569,011 -601,849 Account: 52120 - Legal & Financial Svcs 601-25-10 - Vehicle/Equip Replacement,Fire 975 4,819 Account: 52190 - Miscellaneous Prof Svcs 101-25-10 - General Fund,Fire 12,281 13,828 6,500 6,500 6,500 Account: 52220 - Medical Services 101-25-10 - General Fund,Fire 12,845 19,931 5,000 15,000 15,000 Account: 52230 - Other Technical Services 101-25-10 - General Fund,Fire 3,162 3,000 Account: 52260 - OES Equipment & Apparatus 101-25-10 - General Fund,Fire -751 -10,959 Account: 53110 - Utilities 101-25-10 - General Fund,Fire 31,859 32,835 12,651 12,651 12,651 Account: 53230 - Building Maint Services 101-25-10 - General Fund,Fire 12,963 18,188 15,000 15,000 15,000 Account: 53240 - Landscape/Park Maint Svcs 101-25-10 - General Fund,Fire 18,300 21,957 20,000 20,000 20,000 Account: 53250 - Vehicle & Equip Maint Svc 101-25-10 - General Fund,Fire 72,698 80,058 80,000 80,000 80,000 Account: 53290 - Miscellaneous R&M Svcs 101-25-10 - General Fund,Fire 30,145 50,083 60,000 68,850 60,000 Account: 53330 - Vehic Rental Chrg 101-25-10 - General Fund,Fire 85,600 122,800 128,532 128,532 128,532 Account: 53910 - Solid Waste Services 101-25-10 - General Fund,Fire 9,455 5,794 6,000 6,000 6,000 Account: 54210 - Telephone Expenses 101-25-10 - General Fund,Fire 14,902 16,785 15,000 12,000 15,000 Account: 54220 - Mobile/Wireless Expenses 101-25-10 - General Fund,Fire 14,229 13,946 12,000 12,000 12,000 Account: 54310 - Legal Notices & Advertise 101-25-10 - General Fund,Fire 8 1,000 1,000 1,000 Account: 54410 - Printing & Binding 101-25-10 - General Fund,Fire 250 196 1,000 1,000 1,000 Account: 54610 - Travel & Training 101-25-10 - General Fund,Fire 33,784 21,060 25,000 20,000 25,000 Account: 54910 - Dues & Subscriptions 101-25-10 - General Fund,Fire 8,340 11,274 12,000 12,000 12,000 Account: 54990 - Other Administrative Svcs 101-25-10 - General Fund,Fire 13,462 12,602 15,000 15,000 15,000 Account: 55110 - General Office Supplies 101-25-10 - General Fund,Fire 3,816 4,831 6,000 6,000 6,000 Account: 55120 - Postage & Delivery 101-25-10 - General Fund,Fire 968 1,432 1,300 1,300 1,300 Account: 55130 - Photocopying Charges 101-25-10 - General Fund,Fire 533 1,155 3,000 3,000 3,000 Account: 55210 - Fuel 101-25-10 - General Fund,Fire 56,411 52,131 40,000 40,000 40,000 Account: 55230 - Medical Supplies ---PAGE BREAK--- 264 101-25-10 - General Fund,Fire 17,223 18,371 12,796 20,000 20,000 Account: 55240 - Clothing & Uniform Supply 101-25-10 - General Fund,Fire 26,818 22,282 20,000 15,000 20,000 Account: 55290 - Other Operating Supplies 101-25-10 - General Fund,Fire 7,474 6,196 7,000 7,000 7,000 Account: 55520 - Building Supplies 101-25-10 - General Fund,Fire 6,166 5,380 10,000 10,000 10,000 Account: 56310 - Improvements, not 101-25-10 - General Fund,Fire 8,663 9,509 10,000 10,000 10,000 Account: 56410 - Office Equipment <10K 101-25-10 - General Fund,Fire 1,494 1,877 Account: 56520 - Vehicles >10K 221-25-10 - Grants,Fire 951,562 Account: 56710 - Other Equipment <10K 101-25-10 - General Fund,Fire 19,024 18,265 15,000 15,000 15,000 601-25-10 - Vehicle/Equip Replacement,Fire 40,000 40,000 Account 56710 Totals: 19,024 18,265 55,000 15,000 55,000 Account: 56720 - Other Equipment >10K 221-25-10 - Grants,Fire 306,956 6,502 72,042 Account: 58110 - Principal Payments 601-25-10 - Vehicle/Equip Replacement,Fire 115,057 117,115 115,057 Account: 58120 - Interest Payments 601-25-10 - Vehicle/Equip Replacement,Fire 32,140 65,885 13,475 11,418 13,475 Account: 58220 - Licenses & Permits 101-25-10 - General Fund,Fire 450 1,000 1,000 1,000 Account: 59110 - Loans & Grants 221-25-10 - Grants,Fire 2,433,596 2,636,396 Account: 59990 221 - 101-25-10 - General Fund,Fire 70,642 601-25-10 - Vehicle/Equip Replacement,Fire 273,000 Account 59990 221 Totals: 273,000 70,642 Account: 59990 601 - TRANSFER OUT-I/S 221-25-10 - Grants,Fire 5,369 Expenditure Grand Totals: $10,981,768 $11,042,824 $9,420,770 $8,270,229 $8,563,769 ---PAGE BREAK--- 265 Police Administrative & Support Services Division FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Revenue Account: 44010 - Interest Income 208-20-11 - Asset Seizure Fund,Police $351 $174 $1,000 $1,000 $1,000 209-20-11 - Vehicle Abatement Fund,Police 321 137 1,000 1,000 1,000 Account 44010 Totals: 672 311 2,000 2,000 2,000 Account: 44920 - Unclaimed Assets 208-20-11 - Asset Seizure Fund,Police 32,213 26,474 1,000 1,000 1,000 Account: 45410 - Federal Grant-Operating 221-20-11 - Grants,Police 12,000 12,000 Account: 45440 - State Grant-Operating 221-20-11 - Grants,Police 3,142 Account: 45510 - Abandoned Vehicle Abatem 209-20-11 - Vehicle Abatement Fund,Police 46,986 25,988 20,000 20,000 20,000 Account: 45540 - POST Reimbursement 101-20-11 - General Fund,Police 15,890 50,834 45,000 Account: 46210 - Fingerprinting Services 101-20-11 - General Fund,Police 37,421 28,875 34,000 25,000 25,000 Account: 46520 - Program Fees 101-20-11 - General Fund,Police 87,013 89,866 95,000 95,000 95,000 Account: 46910 - Reproduction Fees 101-20-11 - General Fund,Police 951 3,016 Account: 48990 - Other Misc Revenue 101-20-11 - General Fund,Police 92 Revenue Totals $221,146 $228,598 $209,000 $155,000 $143,000 Expenditures Account: 51110 - Regular Salaries & Wages 101-20-11 - General Fund,Police $897,515 $843,700 $882,952 $908,322 $919,449 Account: 51120 - Part-Time Salaries & Wage 101-20-11 - General Fund,Police 35,475 33,097 51,198 52,529 53,842 Account: 51140 - Overtime Pay 101-20-11 - General Fund,Police 2,590 1,212 10,529 10,803 11,073 Account: 51150 - Special Pay 101-20-11 - General Fund,Police 29,213 20,802 20,775 28,067 28,187 Account: 51200 - PARS Contribution 101-20-11 - General Fund,Police 3 Account: 51210 - PERS Contributions ---PAGE BREAK--- 266 101-20-11 - General Fund,Police 322,243 309,386 344,107 328,848 369,764 Account: 51220 - FICA/Medicare 101-20-11 - General Fund,Police 44,376 39,956 45,863 48,095 49,131 Account: 51230 - Medical & Dental Benefits 101-20-11 - General Fund,Police 193,041 198,350 218,656 214,950 229,454 Account: 51235 - Life & LTD Insurance 101-20-11 - General Fund,Police 5,653 8,317 8,431 Account: 51237 - Allowances & Other Benefits 101-20-11 - General Fund,Police 23,186 16,740 16,740 Account: 51240 - Workers Compensation Premiums 101-20-11 - General Fund,Police 25,189 34,762 36,602 28,415 29,268 Account: 51990 - Salary Savings 101-20-11 - General Fund,Police (100,753) (95,600) (100,648) Account: 52110 - Collect & Admin Services 101-20-11 - General Fund,Police 717,795 745,340 898,000 950,000 1,045,000 Account: 52190 - Miscellaneous Prof Svcs 101-20-11 - General Fund,Police 47,535 44,541 34,000 42,000 42,000 Account: 52210 - Lab & Investigative Svcs 101-20-11 - General Fund,Police 15,023 12,931 25,500 25,500 25,500 Account: 52230 - Other Technical Services 101-20-11 - General Fund,Police 22,918 26,245 25,000 27,000 Account: 53110 - Utilities 101-20-11 - General Fund,Police 20,226 19,554 7,452 4,500 7,452 Account: 53230 - Building Maint Services 101-20-11 - General Fund,Police 31,499 33,485 35,000 30,000 35,000 Account: 53250 - Vehicle & Equip Maint Svc 101-20-11 - General Fund,Police 20,434 7,232 15,000 10,000 Account: 53290 - Miscellaneous R&M Svcs 101-20-11 - General Fund,Police 15,272 24,114 17,500 17,500 17,500 Account: 54210 - Telephone Expenses 101-20-11 - General Fund,Police 10,859 18,277 22,500 12,000 22,500 Account: 54220 - Mobile/Wireless Expenses 101-20-11 - General Fund,Police 11,957 17,825 17,000 17,000 17,000 Account: 54310 - Legal Notices & Advertise 101-20-11 - General Fund,Police 1,184 457 1,500 1,500 1,500 Account: 54410 - Printing & Binding 101-20-11 - General Fund,Police 4,522 4,342 5,900 5,900 5,900 Account: 54610 - Travel & Training 101-20-11 - General Fund,Police 68,341 111,493 78,000 80,000 100,000 Account: 54910 - Dues & Subscriptions 101-20-11 - General Fund,Police 1,990 1,750 2,000 2,500 3,000 Account: 54990 - Other Administrative Svcs 101-20-11 - General Fund,Police ---PAGE BREAK--- 267 2,558 4,556 3,500 3,500 3,500 Account: 55110 - General Office Supplies 101-20-11 - General Fund,Police 13,984 14,383 15,000 15,000 15,000 Account: 55120 - Postage & Delivery 101-20-11 - General Fund,Police 3,295 4,490 3,970 3,500 3,970 Account: 55130 - Photocopying Charges 101-20-11 - General Fund,Police 4,798 5,731 9,180 7,000 9,180 Account: 55210 - Fuel 101-20-11 - General Fund,Police 9,032 8,829 11,400 11,400 Account: 55220 - Safety Supplies 101-20-11 - General Fund,Police 23,106 38,312 25,000 25,000 221-20-11 - Grants,Police 10,110 12,000 12,000 12,000 Account 55220 Totals: 23,106 48,422 37,000 37,000 12,000 Account: 55230 - Medical Supplies 101-20-11 - General Fund,Police 300 Account: 55240 - Clothing & Uniform Supply 101-20-11 - General Fund,Police 62 Account: 55250 - Vehicle & Equip Supplies 101-20-11 - General Fund,Police 677 Account: 55290 - Other Operating Supplies 101-20-11 - General Fund,Police 4,254 4,482 4,200 4,200 29,000 221-20-11 - Grants,Police 1,675 Account 55290 Totals: 4,254 6,157 4,200 4,200 29,000 Account: 56410 - Office Equipment <10K 101-20-11 - General Fund,Police 3,907 5,702 7,800 5,000 20,000 Account: 56520 - Vehicles >10K 101-20-11 - General Fund,Police 38,454 46,600 50,000 50,000 Account: 56710 - Other Equipment <10K 101-20-11 - General Fund,Police 818 6,152 5,000 5,000 5,000 208-20-11 - Asset Seizure Fund,Police 12,377 Account 56710 Totals: 818 6,152 17,377 5,000 5,000 Account: 56720 - Other Equipment >10K 208-20-11 - Asset Seizure Fund,Police 36,220 Account: 58920 - Bank & Credit Card Fees 101-20-11 - General Fund,Police 1,219 1,218 Expenditure Grand Totals: $2,681,876 $2,701,093 $2,882,547 $2,916,486 $3,034,693 ---PAGE BREAK--- 268 Police Operations Division FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Revenue Account: 43010 - Moving Vehicle Citations 101-20-12 - General Fund, Police Operations $122,828 $158,550 $140,000 $150,000 $150,000 Account: 43020 - Parking Citations/Fines 101-20-12 - General Fund, Police Operations 76,926 118,671 150,000 175,000 175,000 Account: 45410 - Federal Grant-Operating 221-20-12 - Grants, Police Operations 58,823 Account: 45440 - State Grant-Operating 221-20-12 - Grants, Police Operations 111,619 104,678 222-20-12 - C.O.P.S. Grant Fund, Police Operations 100,000 100,000 Account 45440 Totals: 111,619 104,678 100,000 100,000 Account: 45790 - Other Local Reimbursement 101-20-12 - General Fund, Police Operations 420,000 420,000 470,000 520,000 520,000 Revenue Totals $731,374 $860,723 $760,000 $945,000 $945,000 Expenditures Account: 51110 - Regular Salaries & Wages 101-20-12 - General Fund, Police Operations $3,121,172 $2,841,688 $3,319,379 $3,408,809 $3,492,435 221-20-12 - Grants, Police Operations 70,000 153,936 70,000 222-20-12 - C.O.P.S. Grant Fund, Police Operations 70,000 70,000 Account 51110 Totals: 3,191,172 2,995,624 3,389,379 3,478,809 3,562,435 Account: 51120 - Part-Time Salaries & Wage 101-20-12 - General Fund, Police Operations 32,762 50,546 60,243 69,609 71,349 Account: 51140 - Overtime Pay 101-20-12 - General Fund, Police Operations 304,087 383,987 260,910 267,694 274,386 221-20-12 - Grants, Police Operations 2,919 3,142 Account 51140 Totals: 307,006 387,129 260,910 267,694 274,386 Account: 51142 - StraightOT 101-20-12 - General Fund, Police Operations 1,649 794 Account: 51150 - Special Pay 101-20-12 - General Fund, Police Operations 65,345 56,635 52,005 94,939 96,223 Account: 51210 - PERS Contributions 101-20-12 - General Fund, Police Operations 1,389,046 1,377,951 1,562,509 1,602,324 1,818,118 Account: 51220 - FICA/Medicare 101-20-12 - General Fund, Police Operations 56,592 57,582 64,409 66,552 68,157 Account: 51230 - Medical & Dental Benefits 101-20-12 - General Fund, Police Operations 620,549 692,320 649,472 652,456 696,331 Account: 51235 - Life & LTD Insurance 101-20-12 - General Fund, Police Operations 7,442 30,846 31,536 Account: 51237 - Allowances & Other Benefits 101-20-12 - General Fund, Police Operations 140,187 81,240 81,240 Account: 51240 - Workers Compensation Premiums 101-20-12 - General Fund, Police Operations 105,510 234,172 113,133 99,453 102,437 Account: 51990 - Salary Savings 101-20-12 - General Fund, Police Operations -322,760 -287,657 -304,704 Account: 52110 - Collect & Admin Services 101-20-12 - General Fund, Police Operations 358 Account: 52190 - Miscellaneous Prof Svcs 101-20-12 - General Fund, Police Operations 1,225 2,604 3,000 3,000 3,000 ---PAGE BREAK--- 269 Account: 52210 - Lab & Investigative Svcs 101-20-12 - General Fund, Police Operations 7,740 2,560 Account: 52230 - Other Technical Services 101-20-12 - General Fund, Police Operations 1,878 155 2,000 2,000 2,000 Account: 53250 - Vehicle & Equip Maint Svc 101-20-12 - General Fund, Police Operations 55,758 75,344 56,100 56,100 86,000 209-20-12 - Vehicle Abatement Fund, Police Operations 7,460 6,144 11,000 11,000 11,000 Account 53250 Totals: 63,217 81,488 67,100 67,100 97,000 Account: 54610 - Travel & Training 101-20-12 - General Fund, Police Operations 10,040 15,206 17,200 17,200 Account: 54910 - Dues & Subscriptions 101-20-12 - General Fund, Police Operations 244 Account: 54990 - Other Administrative Svcs 101-20-12 - General Fund, Police Operations 3,520 7,522 8,670 7,000 8,670 Account: 55110 - General Office Supplies 101-20-12 - General Fund, Police Operations 20 Account: 55210 - Fuel 101-20-12 - General Fund, Police Operations 95,089 96,546 77,000 77,000 90,000 Account: 55220 - Safety Supplies 101-20-12 - General Fund, Police Operations 15,318 25,004 16,800 16,800 30,000 222-20-12 - C.O.P.S. Grant Fund, Police Operations 30,000 30,000 Account 55220 Totals: 15,318 25,004 16,800 46,800 60,000 Account: 55250 - Vehicle & Equip Supplies 101-20-12 - General Fund, Police Operations 65 Account: 55290 - Other Operating Supplies 101-20-12 - General Fund, Police Operations 14,754 20,354 15,000 15,000 12,000 221-20-12 - Grants, Police Operations 27,518 Account 55290 Totals: 42,272 20,354 15,000 15,000 12,000 Account: 56410 - Office Equipment <$10K 101-20-12 - General Fund, Police Operations 90 111 5,000 5,000 Account: 56510 - Vehicles <$10K 209-20-12 - Vehicle Abatement Fund, Police Operations 4,600 Account: 56520 - Vehicles >$10K 101-20-12 - General Fund, Police Operations 93,115 92,775 70,000 70,000 155,000 209-20-12 - Vehicle Abatement Fund, Police Operations 47,216 32,700 221-20-12 - Grants, Police Operations 30,000 Account 56520 Totals: 140,331 125,475 100,000 70,000 155,000 Account: 56720 - Other Equipment >$10K 221-20-12 - Grants, Police Operations 354,971 Expenditure Grand Totals: $6,155,036 $6,585,351 $6,288,699 $6,466,365 $6,925,178 ---PAGE BREAK--- 270 Police Investigations/Special Operations Division FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Revenue Account: 45410 - Federal Grant-Operating 221-20-13 - Grants, Police Investigations $1,924 Account: 48990 - Other Misc Revenue 101-20-13 - General Fund, Police Investigations 900 893 Revenue Totals $900 $2,817 Expenditures Account: 51110 - Regular Salaries & Wages 101-20-13 - General Fund, Police Investigations $662,926 $648,851 $719,222 $721,429 $736,089 221-20-13 - Grants, Police Investigations 1,924 Account 51110 Totals: 662,926 650,774 719,222 721,429 736,089 Account: 51140 - Overtime Pay 101-20-13 - General Fund, Police Investigations 36,862 44,945 50,175 51,480 52,767 Account: 51150 - Special Pay 101-20-13 - General Fund, Police Investigations 25,883 12,289 14,536 20,479 20,647 Account: 51210 - PERS Contributions 101-20-13 - General Fund, Police Investigations 288,523 286,387 340,085 338,001 383,013 Account: 51220 - FICA/Medicare 101-20-13 - General Fund, Police Investigations 10,985 10,798 11,743 12,111 12,362 Account: 51230 - Medical & Dental Benefits 101-20-13 - General Fund, Police Investigations 104,918 122,710 132,814 129,700 138,387 Account: 51235 - Life & LTD Insurance 101-20-13 - General Fund, Police Investigations 1,405 6,311 6,429 Account: 51237 - Allowances & Other Benefits 101-20-13 - General Fund, Police Investigations 32,268 24,600 24,600 Account: 51240 - Workers Compensation Premiums 101-20-13 - General Fund, Police Investigations 16,029 22,121 19,965 17,049 17,561 Account: 51990 - Salary Savings 101-20-13 - General Fund, Police Investigations -147,064 -155,535 -164,753 Account: 52190 - Miscellaneous Prof Svcs 101-20-13 - General Fund, Police Investigations 18,850 1,725 21,000 15,000 21,000 Account: 52210 - Lab & Investigative Svcs 101-20-13 - General Fund, Police Investigations 71,759 75,451 100,000 80,000 80,000 Account: 52240 - Miscellaneous Services 101-20-13 - General Fund, Police Investigations 83 Account: 53250 - Vehicle & Equip Maint Svc 101-20-13 - General Fund, Police Investigations 7,683 11,877 15,300 10,000 Account: 53290 - Miscellaneous R&M Svcs Account 53290 Totals: 70 Account: 54610 - Travel & Training 101-20-13 - General Fund, Police Investigations 1,415 2,534 3,000 3,000 Account: 54910 - Dues & Subscriptions 101-20-13 - General Fund, Police Investigations 1,020 595 750 750 Account: 54990 - Other Administrative Svcs 101-20-13 - General Fund, Police Investigations 1,493 7,363 4,200 4,200 4,200 Account: 55210 - Fuel 101-20-13 - General Fund, Police Investigations 5,317 1,377 10,800 10,800 Account: 55220 - Safety Supplies ---PAGE BREAK--- 271 101-20-13 - General Fund, Police Investigations 2,631 3,911 3,000 3,000 Account: 55290 - Other Operating Supplies 101-20-13 - General Fund, Police Investigations 10,019 5,663 10,000 10,000 Account: 56410 - Office Equipment <$10K 101-20-13 - General Fund, Police Investigations 3,039 5,000 5,000 Expenditure Grand Totals: $1,269,504 $1,260,521 $1,348,199 $1,307,375 $1,332,302 ---PAGE BREAK--- 272 Public Works - Engineering Division FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Revenue Account: 45590 - Other State Reimbursement 101-30-20 - General Fund,Public Works,Public Works Engineering $16,827 $41 Account: 46520 - Program Fees 101-30-20 - General Fund,Public Works,Public Works Engineering 168,294 175,098 180,000 180,000 190,000 202-30-20 - Nat'l Pollut Dis Elim Sys,Public Works,Public Works Engineering 205 250 Account 46520 Totals: 168,499 175,098 180,250 180,000 190,000 Account: 48990 - Other Misc Revenue 101-30-20 - General Fund,Public Works,Public Works Engineering 5,025 Revenue Totals $190,351 $175,139 $180,250 $180,000 $190,000 Expenditures Account: 51110 - Regular Salaries & Wages 101-30-20 - General Fund,Public Works,Public Works Engineering $182,703 $135,236 $48,785 $50,091 $50,577 201-30-20 - Gas Tax Fund,Public Works,Public Works Engineering 40,992 40,121 102,904 71,963 72,824 202-30-20 - Nat'l Pollut Dis Elim Sys,Public Works,Public Works Engineering 20,253 21,793 22,037 204-30-20 - Measure J-Return to Source Fund,Public Works,Public Works Engineering 40,198 40,582 205-30-20 - Measure J Storm Drain,Public Works,Public Works Engineering 10,648 21,292 21,525 211-30-20 - Street Improvemt & Maint,Public Works,Public Works Engineering 7,421 7,605 7,661 301-30-20 - Capital Improvement Fund,Public Works,Public Works Engineering 158,553 76,171 123,312 112,848 112,960 501-30-20 - Integrated Waste Mgmt,Public Works,Public Works Engineering 10,648 2,790 2,845 Account 51110 Totals: 382,248 251,528 323,971 328,580 331,011 Account: 51120 - Part-Time Salaries & Wage 101-30-20 - General Fund,Public Works,Public Works Engineering 308 427 201-30-20 - Gas Tax Fund,Public Works,Public Works Engineering 427 204-30-20 - Measure J-Return to Source Fund,Public Works,Public Works Engineering 295 301-30-20 - Capital Improvement Fund,Public Works,Public Works Engineering 17,413 Account 51120 Totals: 308 18,562 Account: 51140 - Overtime Pay 101-30-20 - General Fund,Public Works,Public Works Engineering 209 4,002 4,082 4,164 Account: 51150 - Special Pay 101-30-20 - General Fund,Public Works,Public Works Engineering 1,087 170 201-30-20 - Gas Tax Fund,Public Works,Public Works Engineering 513 84 Account 51150 Totals: 1,600 254 Account: 51200 - PARS Contribution 204-30-20 - Measure J-Return to Source Fund,Public Works,Public Works Engineering 4 Account: 51210 - PERS Contributions 101-30-20 - General Fund,Public Works,Public Works Engineering 50,618 31,092 12,725 11,007 12,577 ---PAGE BREAK--- 273 201-30-20 - Gas Tax Fund,Public Works,Public Works Engineering 12,197 9,477 26,966 15,830 18,128 202-30-20 - Nat'l Pollut Dis Elim Sys,Public Works,Public Works Engineering 5,294 4,792 5,484 204-30-20 - Measure J-Return to Source Fund,Public Works,Public Works Engineering 8,831 10,089 205-30-20 - Measure J Storm Drain,Public Works,Public Works Engineering 2,786 4,683 5,357 211-30-20 - Street Improvemt & Maint,Public Works,Public Works Engineering 1,924 1,670 1,904 301-30-20 - Capital Improvement Fund,Public Works,Public Works Engineering 50,141 20,118 31,554 24,693 27,972 501-30-20 - Integrated Waste Mgmt,Public Works,Public Works Engineering 2,786 617 712 Account 51210 Totals: 112,956 60,687 84,035 72,123 82,223 Account: 51220 - FICA/Medicare 101-30-20 - General Fund,Public Works,Public Works Engineering 13,093 9,771 4,172 4,330 4,376 201-30-20 - Gas Tax Fund,Public Works,Public Works Engineering 3,128 3,015 8,185 5,746 5,812 202-30-20 - Nat'l Pollut Dis Elim Sys,Public Works,Public Works Engineering 1,609 1,736 1,755 204-30-20 - Measure J-Return to Source Fund,Public Works,Public Works Engineering 4 3,256 3,288 205-30-20 - Measure J Storm Drain,Public Works,Public Works Engineering 844 1,683 1,701 211-30-20 - Street Improvemt & Maint,Public Works,Public Works Engineering 583 599 603 301-30-20 - Capital Improvement Fund,Public Works,Public Works Engineering 10,832 5,905 9,791 9,004 9,014 501-30-20 - Integrated Waste Mgmt,Public Works,Public Works Engineering 844 216 220 Account 51220 Totals: 27,052 18,695 26,028 26,570 26,769 Account: 51230 - Medical & Dental Benefits 101-30-20 - General Fund,Public Works,Public Works Engineering 29,331 24,487 12,047 11,734 12,527 201-30-20 - Gas Tax Fund,Public Works,Public Works Engineering 5,640 4,763 26,874 18,715 19,981 202-30-20 - Nat'l Pollut Dis Elim Sys,Public Works,Public Works Engineering 5,189 5,615 5,994 204-30-20 - Measure J-Return to Source Fund,Public Works,Public Works Engineering 8,927 9,530 205-30-20 - Measure J Storm Drain,Public Works,Public Works Engineering 2,780 5,615 5,994 211-30-20 - Street Improvemt & Maint,Public Works,Public Works Engineering 1,853 1,872 1,998 301-30-20 - Capital Improvement Fund,Public Works,Public Works Engineering 29,944 9,994 25,391 22,863 24,408 501-30-20 - Integrated Waste Mgmt,Public Works,Public Works Engineering 2,780 936 999 Account 51230 Totals: 64,915 39,245 76,914 76,277 81,431 Account: 51235 - Life & LTD Insurance 101-30-20 - General Fund,Public Works,Public Works Engineering 566 513 518 201-30-20 - Gas Tax Fund,Public Works,Public Works Engineering 1,194 737 746 202-30-20 - Nat'l Pollut Dis Elim Sys,Public Works,Public Works Engineering 235 223 226 204-30-20 - Measure J-Return to Source Fund,Public Works,Public Works Engineering 412 416 205-30-20 - Measure J Storm Drain,Public Works,Public Works Engineering 124 218 220 211-30-20 - Street Improvemt & Maint,Public Works,Public Works Engineering 86 78 78 301-30-20 - Capital Improvement Fund,Public Works,Public Works Engineering 1,430 1,156 1,157 ---PAGE BREAK--- 274 501-30-20 - Integrated Waste Mgmt,Public Works,Public Works Engineering 124 29 29 Account 51235 Totals: 3,759 3,366 3,390 Account: 51237 - Allowances & Other Benefits 101-30-20 - General Fund,Public Works,Public Works Engineering 1,755 1,995 1,995 201-30-20 - Gas Tax Fund,Public Works,Public Works Engineering 4,095 3,150 3,150 202-30-20 - Nat'l Pollut Dis Elim Sys,Public Works,Public Works Engineering 780 900 900 204-30-20 - Measure J-Return to Source Fund,Public Works,Public Works Engineering 1,935 1,935 205-30-20 - Measure J Storm Drain,Public Works,Public Works Engineering 390 705 705 211-30-20 - Street Improvemt & Maint,Public Works,Public Works Engineering 195 225 225 301-30-20 - Capital Improvement Fund,Public Works,Public Works Engineering 4,680 4,506 4,506 501-30-20 - Integrated Waste Mgmt,Public Works,Public Works Engineering 390 30 30 Account 51237 Totals: 12,285 13,446 13,446 Account: 51240 - Workers Compensation Premiums 101-30-20 - General Fund,Public Works,Public Works Engineering 5,143 4,949 2,163 1,847 1,902 201-30-20 - Gas Tax Fund,Public Works,Public Works Engineering 1,338 3,425 4,825 2,842 2,927 202-30-20 - Nat'l Pollut Dis Elim Sys,Public Works,Public Works Engineering 932 852 878 204-30-20 - Measure J-Return to Source Fund,Public Works,Public Works Engineering 1,421 1,463 205-30-20 - Measure J Storm Drain,Public Works,Public Works Engineering 499 852 878 211-30-20 - Street Improvemt & Maint,Public Works,Public Works Engineering 333 284 293 301-30-20 - Capital Improvement Fund,Public Works,Public Works Engineering 4,191 5,783 1,231 682 702 501-30-20 - Integrated Waste Mgmt,Public Works,Public Works Engineering 499 142 146 Account 51240 Totals: 10,671 14,157 10,482 8,922 9,189 Account: 51990 - Salary Savings 101-30-20 - General Fund,Public Works,Public Works Engineering -1,618 -269 201-30-20 - Gas Tax Fund,Public Works,Public Works Engineering -687 202-30-20 - Nat'l Pollut Dis Elim Sys,Public Works,Public Works Engineering -123 205-30-20 - Measure J Storm Drain,Public Works,Public Works Engineering -67 211-30-20 - Street Improvemt & Maint,Public Works,Public Works Engineering -30 301-30-20 - Capital Improvement Fund,Public Works,Public Works Engineering -146,984 -143,582 -147,509 501-30-20 - Integrated Waste Mgmt,Public Works,Public Works Engineering -67 Account 51990 Totals: -1,618 -148,227 -143,582 -147,509 Account: 52110 - Collect & Admin Services 201-30-20 - Gas Tax Fund,Public Works,Public Works Engineering 839 1,213 1,300 1,300 1,300 203-30-20 - Land & Light Assess Distr,Public Works,Public Works Engineering 15,533 15,761 17,000 17,000 17,000 205-30-20 - Measure J Storm Drain,Public Works,Public Works Engineering 11,238 11,390 11,300 11,300 11,300 Account 52110 Totals: 27,609 28,364 29,600 29,600 29,600 Account: 52190 - Miscellaneous Prof Svcs 101-30-20 - General Fund,Public Works,Public Works Engineering 52,647 17,149 8,000 8,000 8,000 201-30-20 - Gas Tax Fund,Public Works,Public Works 34,416 35,000 35,000 35,000 ---PAGE BREAK--- 275 Engineering 202-30-20 - Nat'l Pollut Dis Elim Sys,Public Works,Public Works Engineering 7,383 10,000 10,000 10,000 221-30-20 - Grants,Public Works,Public Works Engineering 5,787 Account 52190 Totals: 60,029 57,351 53,000 53,000 53,000 Account: 52230 - Other Technical Services 101-30-20 - General Fund,Public Works,Public Works Engineering 3,044 3,350 2,000 2,000 2,000 Account: 52240 - Miscellaneous Services 101-30-20 - General Fund,Public Works,Public Works Engineering 9,401 9,680 7,600 7,600 7,600 Account: 53240 - Landscape/Park Maint Svcs 101-30-20 - General Fund,Public Works,Public Works Engineering 88 Account: 53250 - Vehicle & Equip Maint Svc 101-30-20 - General Fund,Public Works,Public Works Engineering 1,386 800 500 500 Account: 53320 - Vehicle & Equipment Lease 101-30-20 - General Fund,Public Works,Public Works Engineering 3,000 7,000 7,000 Account: 54210 - Telephone Expenses 101-30-20 - General Fund,Public Works,Public Works Engineering 1,912 2,127 2,400 2,400 2,400 Account: 54220 - Mobile/Wireless Expenses 101-30-20 - General Fund,Public Works,Public Works Engineering 3,608 3,612 3,000 3,000 3,000 Account: 54410 - Printing & Binding 101-30-20 - General Fund,Public Works,Public Works Engineering 20 250 250 250 Account: 54610 - Travel & Training 101-30-20 - General Fund,Public Works,Public Works Engineering 1,186 542 2,000 2,000 2,000 Account: 54910 - Dues & Subscriptions 101-30-20 - General Fund,Public Works,Public Works Engineering 1,358 1,541 1,000 1,000 1,000 202-30-20 - Nat'l Pollut Dis Elim Sys,Public Works,Public Works Engineering 7,279 7,279 7,300 10,000 10,000 203-30-20 - Land & Light Assess Distr,Public Works,Public Works Engineering 900 900 900 900 900 204-30-20 - Measure J-Return to Source Fund,Public Works,Public Works Engineering 42,772 36,675 42,700 42,700 42,700 Account 54910 Totals: 52,309 46,395 51,900 54,600 54,600 Account: 54920 - Events & Field Trips 101-30-20 - General Fund,Public Works,Public Works Engineering 18 Account: 54990 - Other Administrative Svcs 101-30-20 - General Fund,Public Works,Public Works Engineering 14 202-30-20 - Nat'l Pollut Dis Elim Sys,Public Works,Public Works Engineering 4,189 6,941 15,000 15,000 15,000 Account 54990 Totals: 4,189 6,955 15,000 15,000 15,000 Account: 55110 - General Office Supplies 101-30-20 - General Fund,Public Works,Public Works Engineering 241 560 1,000 1,000 1,000 Account: 55120 - Postage & Delivery 101-30-20 - General Fund,Public Works,Public Works Engineering 2,548 1,335 2,000 2,000 2,000 Account: 55130 - Photocopying Charges 101-30-20 - General Fund,Public Works,Public Works Engineering 1,571 1,063 1,500 1,500 1,500 ---PAGE BREAK--- 276 Account: 55240 - Clothing & Uniform Supply 101-30-20 - General Fund,Public Works,Public Works Engineering 72 Account: 56410 - Office Equipment <10K 101-30-20 - General Fund,Public Works,Public Works Engineering 4,194 474 2,500 2,500 2,500 Account: 56710 - Other Equipment <10K 101-30-20 - General Fund,Public Works,Public Works Engineering 500 500 500 Account: 59990 101 - Operating Xfer Out-GEN 204-30-20 - Measure J-Return to Source Fund,Public Works,Public Works Engineering 28,537 29,393 Account: 59991 101 - Indirect Xfer-GEN 204-30-20 - Measure J-Return to Source Fund,Public Works,Public Works Engineering 30,275 58,931 60,699 205-30-20 - Measure J Storm Drain,Public Works,Public Works Engineering 70,120 72,224 Account 59991 101 Totals: 30,275 129,051 132,923 Expenditure Grand Totals: $800,147 $594,489 $601,574 $703,285 $721,487 ---PAGE BREAK--- 277 Public Works - Environmental Services FY 2011- 12 Actual FY 2012- 13 Actual FY 2013- 14 Amended FY 2014- 15 Proposed FY 2015- 16 Proposed Revenue Account: 44010 - Interest Income 101-10-80 - General Fund,Administration,Environmental Services $86 501-10-80 - Integrated Waste Mgmt,Administration,Environmental Services $529 $1,472 $250 $1,000 $1,000 Account 44010 Totals: 529 1,558 250 1,000 1,000 Account: 45410 - Federal Grant-Operating 101-10-80 - General Fund,Administration,Environmental Services 15,528 221-10-80 - Grants,Administration,Environmental Services 172,744 74,782 Account 45410 Totals: 188,271 74,782 Account: 45440 - State Grant-Operating 101-10-80 - General Fund,Administration,Environmental Services 2,581 221-10-80 - Grants,Administration,Environmental Services 22,227 501-10-80 - Integrated Waste Mgmt,Administration,Environmental Services 6,654 26,348 16,000 16,000 16,000 Account 45440 Totals: 6,654 51,157 16,000 16,000 16,000 Account: 45460 - Local Agency Grants 101-10-80 - General Fund,Administration,Environmental Services 3,000 Account: 46090 - Permit Issuance Fees 501-10-80 - Integrated Waste Mgmt,Administration,Environmental Services 3,750 3,750 Account: 46310 - IWM Fees 501-10-80 - Integrated Waste Mgmt,Administration,Environmental Services 1,554,293 1,607,766 1,742,292 1,877,478 2,027,676 Account: 46320 - Recycling Revenues 501-10-80 - Integrated Waste Mgmt,Administration,Environmental Services 276,443 209,465 273,000 260,200 260,200 Account: 46321 1 - Recycling Sales-CFL/Flourescent Tubes 501-10-80 - Integrated Waste Mgmt,Administration,Environmental Services 1,281 1,500 1,500 Account: 46321 2 - Recycling Sales-Mulch 501-10-80 - Integrated Waste Mgmt,Administration,Environmental Services 121 250 250 Account: 46321 3 - Recycling Sales-Compost 501-10-80 - Integrated Waste Mgmt,Administration,Environmental Services 662 1,000 1,000 Account: 46321 4 - Recycling Sales-Carpet 501-10-80 - Integrated Waste Mgmt,Administration,Environmental Services 315 500 500 Account: 46321 5 - Recycling Sales-Sharps 501-10-80 - Integrated Waste Mgmt,Administration,Environmental Services 140 125 125 Account: 46321 6 - Recycling Sales-Miscellaneous 501-10-80 - Integrated Waste Mgmt,Administration,Environmental Services 69 125 125 ---PAGE BREAK--- 278 Account: 46321 8 - Recycling Sales-Green Team T-shirts 501-10-80 - Integrated Waste Mgmt,Administration,Environmental Services 9 Account: 46321 9 - Recycling Sales-Event Stands 501-10-80 - Integrated Waste Mgmt,Administration,Environmental Services 290 500 500 Account: 48120 - Contributions & Donations 101-10-80 - General Fund,Administration,Environmental Services 1,105 1,336 501-10-80 - Integrated Waste Mgmt,Administration,Environmental Services 1,239 2,500 2,500 Account 48120 Totals: 1,105 2,575 2,500 2,500 Account: 48990 - Other Misc Revenue 101-10-80 - General Fund,Administration,Environmental Services 191 4,909 501-10-80 - Integrated Waste Mgmt,Administration,Environmental Services 30,802 33,482 10,822 1,800 1,800 Account 48990 Totals: 30,994 38,391 10,822 1,800 1,800 Account: 49120 - Debt Proceeds 101-10-80 - General Fund,Administration,Environmental Services 1,595,300 Account: 49990 203 - Operating Xfer In-LAD 501-10-80 - Integrated Waste Mgmt,Administration,Environmental Services 39,000 Revenue Totals $2,058,288 $3,586,880 $2,042,364 $2,166,728 $2,355,926 Expenditures Account: 51110 - Regular Salaries & Wages 101-10-80 - General Fund,Administration,Environmental Services 105,920 104,441 203-10-80 - Land & Light Assess Distr,Administration,Environmental Services 14,095 501-10-80 - Integrated Waste Mgmt,Administration,Environmental Services 437,661 519,576 498,266 514,235 521,448 Account 51110 Totals: 543,581 624,017 512,361 514,235 521,448 Account: 51120 - Part-Time Salaries & Wage 101-10-80 - General Fund,Administration,Environmental Services 4,493 501-10-80 - Integrated Waste Mgmt,Administration,Environmental Services 48,169 59,343 26,519 58,408 59,576 Account 51120 Totals: 48,169 63,836 26,519 58,408 59,576 Account: 51140 - Overtime Pay 501-10-80 - Integrated Waste Mgmt,Administration,Environmental Services 32,691 32,069 20,000 20,000 20,000 Account: 51150 - Special Pay 501-10-80 - Integrated Waste Mgmt,Administration,Environmental Services 1,000 1,000 1,000 1,000 Account: 51200 - PARS Contribution 101-10-80 - General Fund,Administration,Environmental Services 63 501-10-80 - Integrated Waste Mgmt,Administration,Environmental Services 625 735 224 759 774 Account 51200 Totals: 625 798 224 759 774 Account: 51210 - PERS Contributions 101-10-80 - General Fund,Administration,Environmental Services 28,425 25,741 203-10-80 - Land & Light Assess Distr,Administration,Environmental Services 3,761 501-10-80 - Integrated Waste Mgmt,Administration,Environmental Services 119,084 131,484 134,022 112,682 129,306 Account 51210 Totals: 147,509 157,225 137,783 112,682 129,306 ---PAGE BREAK--- 279 Account: 51220 - FICA/Medicare 101-10-80 - General Fund,Administration,Environmental Services 8,100 7,896 203-10-80 - Land & Light Assess Distr,Administration,Environmental Services 1,078 501-10-80 - Integrated Waste Mgmt,Administration,Environmental Services 36,771 40,585 40,936 42,390 42,975 Account 51220 Totals: 44,871 48,481 42,014 42,390 42,975 Account: 51230 - Medical & Dental Benefits 101-10-80 - General Fund,Administration,Environmental Services 15,301 17,463 203-10-80 - Land & Light Assess Distr,Administration,Environmental Services 6,263 501-10-80 - Integrated Waste Mgmt,Administration,Environmental Services 125,682 191,376 194,663 176,295 188,188 Account 51230 Totals: 140,983 208,839 200,926 176,295 188,188 Account: 51235 - Life & LTD Insurance 203-10-80 - Land & Light Assess Distr,Administration,Environmental Services 164 501-10-80 - Integrated Waste Mgmt,Administration,Environmental Services 5,780 5,266 5,340 Account 51235 Totals: 5,944 5,266 5,340 Account: 51237 - Allowances & Other Benefits 501-10-80 - Integrated Waste Mgmt,Administration,Environmental Services 4,290 4,800 4,800 Account: 51240 - Workers Compensation Premiums 101-10-80 - General Fund,Administration,Environmental Services 2,863 3,950 203-10-80 - Land & Light Assess Distr,Administration,Environmental Services 932 501-10-80 - Integrated Waste Mgmt,Administration,Environmental Services 22,702 27,652 29,348 26,995 27,803 Account 51240 Totals: 25,565 31,602 30,280 26,995 27,803 Account: 51990 - Salary Savings 203-10-80 - Land & Light Assess Distr,Administration,Environmental Services (163) 501-10-80 - Integrated Waste Mgmt,Administration,Environmental Services (4,257) (4,755) Account 51990 Totals: (4,257) (4,918) Account: 52120 - Legal & Financial Svcs 101-10-80 - General Fund,Administration,Environmental Services 5,317 501-10-80 - Integrated Waste Mgmt,Administration,Environmental Services 12,390 53,301 Account 52120 Totals: 12,390 58,619 Account: 52190 - Miscellaneous Prof Svcs 101-10-80 - General Fund,Administration,Environmental Services 1,979 358 221-10-80 - Grants,Administration,Environmental Services 44,634 26,728 501-10-80 - Integrated Waste Mgmt,Administration,Environmental Services 135,829 47,324 60,000 7,500 7,500 Account 52190 Totals: 182,441 74,410 60,000 7,500 7,500 Account: 52210 - Lab & Investigative Svcs 501-10-80 - Integrated Waste Mgmt,Administration,Environmental Services 65 1,058 900 5,000 5,000 Account: 52230 - Other Technical Services ---PAGE BREAK--- 280 501-10-80 - Integrated Waste Mgmt,Administration,Environmental Services 1,274 1,400 2,000 1,500 1,500 Account: 52240 - Miscellaneous Services 501-10-80 - Integrated Waste Mgmt,Administration,Environmental Services 10,968 6,205 3,000 60,000 60,000 Account: 53110 - Utilities 501-10-80 - Integrated Waste Mgmt,Administration,Environmental Services 3,033 8,618 2,000 10,000 10,000 Account: 53230 - Building Maint Services 501-10-80 - Integrated Waste Mgmt,Administration,Environmental Services 21,298 25,423 3,500 7,500 5,000 Account: 53250 - Vehicle & Equip Maint Svc 501-10-80 - Integrated Waste Mgmt,Administration,Environmental Services 37,508 88,012 32,500 110,058 112,809 Account: 53910 - Solid Waste Services 501-10-80 - Integrated Waste Mgmt,Administration,Environmental Services 8,500 8,500 Account: 53990 - Other Property Services 221-10-80 - Grants,Administration,Environmental Services 9,356 10,844 501-10-80 - Integrated Waste Mgmt,Administration,Environmental Services 171 195 Account 53990 Totals: 9,527 11,039 Account: 54210 - Telephone Expenses 501-10-80 - Integrated Waste Mgmt,Administration,Environmental Services 2,130 3,264 4,000 1,785 1,750 Account: 54220 - Mobile/Wireless Expenses 101-10-80 - General Fund,Administration,Environmental Services 756 720 501-10-80 - Integrated Waste Mgmt,Administration,Environmental Services 9,940 5,874 7,000 7,000 7,000 Account 54220 Totals: 10,697 6,594 7,000 7,000 7,000 Account: 54310 - Legal Notices & Advertise 501-10-80 - Integrated Waste Mgmt,Administration,Environmental Services 557 1,988 500 850 850 Account: 54410 - Printing & Binding 101-10-80 - General Fund,Administration,Environmental Services 3,810 2,885 221-10-80 - Grants,Administration,Environmental Services 21 501-10-80 - Integrated Waste Mgmt,Administration,Environmental Services 20,808 30,205 10,000 8,000 8,713 Account 54410 Totals: 24,638 33,091 10,000 8,000 8,713 Account: 54610 - Travel & Training 101-10-80 - General Fund,Administration,Environmental Services 2,686 4,379 221-10-80 - Grants,Administration,Environmental Services 1,230 1,957 501-10-80 - Integrated Waste Mgmt,Administration,Environmental Services 2,208 505 2,000 2,000 2,000 Account 54610 Totals: 6,124 6,842 2,000 2,000 2,000 Account: 54910 - Dues & Subscriptions 101-10-80 - General Fund,Administration,Environmental Services 1,474 505 501-10-80 - Integrated Waste Mgmt,Administration,Environmental Services 2,558 3,043 1,500 2,000 2,000 Account 54910 Totals: 4,032 3,548 1,500 2,000 2,000 Account: 54920 - Events & Field Trips 101-10-80 - General Fund,Administration,Environmental Services 10,042 5,637 501-10-80 - Integrated Waste ---PAGE BREAK--- 281 Mgmt,Administration,Environmental Services 6,229 7,692 3,000 4,500 4,500 Account 54920 Totals: 16,271 13,329 3,000 4,500 4,500 Account: 55110 - General Office Supplies 101-10-80 - General Fund,Administration,Environmental Services 15 501-10-80 - Integrated Waste Mgmt,Administration,Environmental Services 4,035 2,919 1,500 1,500 1,500 Account 55110 Totals: 4,035 2,934 1,500 1,500 1,500 Account: 55120 - Postage & Delivery 101-10-80 - General Fund,Administration,Environmental Services 1,385 1,727 501-10-80 - Integrated Waste Mgmt,Administration,Environmental Services 1,714 3,270 2,500 1,500 1,500 Account 55120 Totals: 3,099 4,997 2,500 1,500 1,500 Account: 55130 - Photocopying Charges 501-10-80 - Integrated Waste Mgmt,Administration,Environmental Services 689 839 700 750 750 Account: 55210 - Fuel 501-10-80 - Integrated Waste Mgmt,Administration,Environmental Services 67,746 63,647 60,000 63,000 66,150 Account: 55220 - Safety Supplies 501-10-80 - Integrated Waste Mgmt,Administration,Environmental Services 7,242 4,568 5,000 5,000 5,000 Account: 55230 - Medical Supplies 501-10-80 - Integrated Waste Mgmt,Administration,Environmental Services 167 Account: 55240 - Clothing & Uniform Supply 501-10-80 - Integrated Waste Mgmt,Administration,Environmental Services 200 3,500 3,500 Account: 55250 - Vehicle & Equip Supplies 501-10-80 - Integrated Waste Mgmt,Administration,Environmental Services 10,187 9,088 10,000 10,000 10,000 Account: 55290 - Other Operating Supplies 501-10-80 - Integrated Waste Mgmt,Administration,Environmental Services 9,016 Account: 55520 - Building Supplies 501-10-80 - Integrated Waste Mgmt,Administration,Environmental Services 1,998 2,012 Account: 56410 - Office Equipment <10K 501-10-80 - Integrated Waste Mgmt,Administration,Environmental Services 7,091 9,873 5,000 1,500 1,500 Account: 56710 - Other Equipment <10K 501-10-80 - Integrated Waste Mgmt,Administration,Environmental Services 2,071 6,702 Account: 56910 - Depreciation Expense 501-10-80 - Integrated Waste Mgmt,Administration,Environmental Services 179,464 242,586 Account: 58110 1 - Principal Payments-Facilities 501-10-80 - Integrated Waste Mgmt,Administration,Environmental Services 228,500 234,200 239,800 Account: 58110 2 - Principal Payments-Equipment 501-10-80 - Integrated Waste Mgmt,Administration,Environmental Services 107,319 109,238 111,191 Account: 58120 - Interest Payments 501-10-80 - Integrated Waste Mgmt,Administration,Environmental Services 221,575 96,759 Account: 58120 1 - Interest Payments-Facilities 501-10-80 - Integrated Waste ---PAGE BREAK--- 282 Mgmt,Administration,Environmental Services 78,024 72,419 66,677 Account: 58120 2 - Interest Payments-Equipment 501-10-80 - Integrated Waste Mgmt,Administration,Environmental Services 12,568 10,650 8,697 Account: 58220 - Licenses & Permits 501-10-80 - Integrated Waste Mgmt,Administration,Environmental Services 1,500 1,500 Account: 58910 - Pass Through Payments 221-10-80 - Grants,Administration,Environmental Services 95,830 55,381 Account: 59110 - Loans & Grants 221-10-80 - Grants,Administration,Environmental Services 21,723 2,098 Account: 59990 101 - Operating Xfer Out-GEN 501-10-80 - Integrated Waste Mgmt,Administration,Environmental Services 302,184 313,086 3,671 3,671 3,671 Account: 59990 203 - Operating Xfer Out-LAD 501-10-80 - Integrated Waste Mgmt,Administration,Environmental Services 78,000 Account: 59990 213 - Operating Xfer Out-Art 501-10-80 - Integrated Waste Mgmt,Administration,Environmental Services 6,000 6,000 Account: 59990 301 - Operating Xfer Out-CIP 101-10-80 - General Fund,Administration,Environmental Services 1,134,584 456,801 Account: 59991 101 - Indirect Xfer-GEN 501-10-80 - Integrated Waste Mgmt,Administration,Environmental Services 323,700 336,648 346,747 Expenditure Grand Totals: $2,262,096 $3,456,370 $2,402,606 $2,138,099 $2,112,515 ---PAGE BREAK--- 283 Public Works - Maintenance Division FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Revenue Account: 45410 - Federal Grant-Operating 221-30-30 - Grants,Public Works,Public Works Maintenance $55,753 Account: 45590 - Other State Reimbursement 101-30-30 - General Fund,Public Works,Public Works Maintenance 8,459 16,000 16,000 16,000 Account: 45790 - Other Local Reimbursement 203-30-30 - Land & Light Assess Distr,Public Works,Public Works Maintenance 10,000 10,000 Account: 46520 - Program Fees 101-30-30 - General Fund,Public Works,Public Works Maintenance 15,459 8,578 10,000 20,000 15,000 Account: 48990 - Other Misc Revenue 101-30-30 - General Fund,Public Works,Public Works Maintenance 202 Account: 49990 203 - Operating Xfer In-LAD 221-30-30 - Grants,Public Works,Public Works Maintenance 18,585 Revenue Totals $15,459 $91,576 $26,000 $46,000 $41,000 Expenditures Account: 51110 - Regular Salaries & Wages 101-30-30 - General Fund,Public Works,Public Works Maintenance $48,135 $44,139 $13,652 $13,896 $14,001 201-30-30 - Gas Tax Fund,Public Works,Public Works Maintenance 172,404 169,685 147,698 63,344 63,835 202-30-30 - Nat'l Pollut Dis Elim Sys,Public Works,Public Works Maintenance 74,090 79,879 66,646 135,066 136,077 203-30-30 - Land & Light Assess Distr,Public Works,Public Works Maintenance 216,054 219,240 209,358 159,894 162,141 204-30-30 - Measure J-Return to Source Fund,Public Works,Public Works Maintenance 29,233 29,682 205-30-30 - Measure J Storm Drain,Public Works,Public Works Maintenance 62,420 61,793 60,768 126,792 128,225 211-30-30 - Street Improvemt & Maint,Public Works,Public Works Maintenance 21,379 19,218 19,493 221-30-30 - Grants,Public Works,Public Works Maintenance 5,227 128 501-30-30 - Integrated Waste Mgmt,Public Works,Public Works Maintenance 71,191 72,249 73,440 Account 51110 Totals: 578,330 574,863 590,692 619,692 626,894 Account: 51120 - Part-Time Salaries & Wage 101-30-30 - General Fund,Public Works,Public Works Maintenance 367 201-30-30 - Gas Tax Fund,Public Works,Public Works Maintenance 14,533 202-30-30 - Nat'l Pollut Dis Elim Sys,Public Works,Public Works Maintenance 3,655 203-30-30 - Land & Light Assess Distr,Public Works,Public Works Maintenance 15,407 35,000 30,000 30,000 205-30-30 - Measure J Storm Drain,Public Works,Public Works Maintenance 5,456 Account 51120 Totals: 39,418 35,000 30,000 30,000 Account: 51140 - Overtime Pay 101-30-30 - General Fund,Public Works,Public Works 1,630 2,313 666 1,020 1,561 ---PAGE BREAK--- 284 Maintenance 201-30-30 - Gas Tax Fund,Public Works,Public Works Maintenance 6,133 9,805 9,728 3,672 5,618 202-30-30 - Nat'l Pollut Dis Elim Sys,Public Works,Public Works Maintenance 1,591 2,596 1,664 8,160 12,485 203-30-30 - Land & Light Assess Distr,Public Works,Public Works Maintenance 6,496 10,390 3,507 3,672 5,618 204-30-30 - Measure J-Return to Source Fund,Public Works,Public Works Maintenance 3,264 4,994 205-30-30 - Measure J Storm Drain,Public Works,Public Works Maintenance 2,318 3,743 4,020 12,240 18,727 211-30-30 - Street Improvemt & Maint,Public Works,Public Works Maintenance 1,664 2,652 4,058 501-30-30 - Integrated Waste Mgmt,Public Works,Public Works Maintenance 4,352 6,120 9,364 Account 51140 Totals: 18,167 28,846 25,601 40,800 62,425 Account: 51142 - StraightOT 101-30-30 - General Fund,Public Works,Public Works Maintenance 1,448 1,448 495 510 201-30-30 - Gas Tax Fund,Public Works,Public Works Maintenance 5,918 6,154 7,241 1,836 202-30-30 - Nat'l Pollut Dis Elim Sys,Public Works,Public Works Maintenance 1,557 1,629 1,240 4,080 203-30-30 - Land & Light Assess Distr,Public Works,Public Works Maintenance 6,267 6,516 2,610 1,836 204-30-30 - Measure J-Return to Source Fund,Public Works,Public Works Maintenance 1,632 205-30-30 - Measure J Storm Drain,Public Works,Public Works Maintenance 2,254 2,353 2,992 6,120 211-30-30 - Street Improvemt & Maint,Public Works,Public Works Maintenance 1,240 1,326 501-30-30 - Integrated Waste Mgmt,Public Works,Public Works Maintenance 3,240 3,060 Account 51142 Totals: 17,443 18,099 19,058 20,400 Account: 51150 - Special Pay 101-30-30 - General Fund,Public Works,Public Works Maintenance 210 128 42 25 25 201-30-30 - Gas Tax Fund,Public Works,Public Works Maintenance 884 544 608 90 90 202-30-30 - Nat'l Pollut Dis Elim Sys,Public Works,Public Works Maintenance 234 144 104 200 200 203-30-30 - Land & Light Assess Distr,Public Works,Public Works Maintenance 936 576 2,219 90 90 204-30-30 - Measure J-Return to Source Fund,Public Works,Public Works Maintenance 80 80 205-30-30 - Measure J Storm Drain,Public Works,Public Works Maintenance 337 208 251 300 300 211-30-30 - Street Improvemt & Maint,Public Works,Public Works Maintenance 104 65 65 501-30-30 - Integrated Waste Mgmt,Public Works,Public Works Maintenance 272 150 150 Account 51150 Totals: 2,600 1,600 3,600 1,000 1,000 Account: 51200 - PARS Contribution 101-30-30 - General Fund,Public Works,Public Works Maintenance 5 201-30-30 - Gas Tax Fund,Public Works,Public Works Maintenance 20 202-30-30 - Nat'l Pollut Dis Elim Sys,Public Works,Public Works Maintenance 5 203-30-30 - Land & Light Assess Distr,Public Works,Public Works Maintenance 21 455 390 390 205-30-30 - Measure J Storm Drain,Public Works,Public Works Maintenance 8 Account 51200 Totals: 60 455 390 390 Account: 51210 - PERS Contributions 101-30-30 - General Fund,Public Works,Public Works Maintenance 12,993 10,707 3,556 3,048 3,475 201-30-30 - Gas Tax Fund,Public Works,Public Works 47,511 41,007 38,852 13,885 15,835 ---PAGE BREAK--- 285 Maintenance 202-30-30 - Nat'l Pollut Dis Elim Sys,Public Works,Public Works Maintenance 20,563 19,930 17,237 29,609 33,758 203-30-30 - Land & Light Assess Distr,Public Works,Public Works Maintenance 59,645 53,695 55,514 35,000 40,166 204-30-30 - Measure J-Return to Source Fund,Public Works,Public Works Maintenance 6,421 7,378 205-30-30 - Measure J Storm Drain,Public Works,Public Works Maintenance 17,228 14,872 15,974 27,834 31,855 211-30-30 - Street Improvemt & Maint,Public Works,Public Works Maintenance 5,668 4,226 4,850 501-30-30 - Integrated Waste Mgmt,Public Works,Public Works Maintenance 18,902 15,853 18,236 Account 51210 Totals: 157,941 140,210 155,703 135,876 155,553 Account: 51220 - FICA/Medicare 101-30-30 - General Fund,Public Works,Public Works Maintenance 3,812 3,408 1,151 1,231 1,244 201-30-30 - Gas Tax Fund,Public Works,Public Works Maintenance 13,862 14,216 12,829 5,550 5,610 202-30-30 - Nat'l Pollut Dis Elim Sys,Public Works,Public Works Maintenance 5,621 6,097 5,555 11,715 11,825 203-30-30 - Land & Light Assess Distr,Public Works,Public Works Maintenance 17,014 17,724 17,543 13,263 13,444 204-30-30 - Measure J-Return to Source Fund,Public Works,Public Works Maintenance 2,687 2,733 205-30-30 - Measure J Storm Drain,Public Works,Public Works Maintenance 5,045 5,219 5,270 11,390 11,540 211-30-30 - Street Improvemt & Maint,Public Works,Public Works Maintenance 1,898 1,782 1,810 501-30-30 - Integrated Waste Mgmt,Public Works,Public Works Maintenance 6,315 6,577 6,705 Account 51220 Totals: 45,354 46,664 50,561 54,195 54,911 Account: 51230 - Medical & Dental Benefits 101-30-30 - General Fund,Public Works,Public Works Maintenance 12,441 13,657 4,276 3,757 4,009 201-30-30 - Gas Tax Fund,Public Works,Public Works Maintenance 46,078 51,835 55,766 16,103 17,182 202-30-30 - Nat'l Pollut Dis Elim Sys,Public Works,Public Works Maintenance 21,820 27,481 22,995 44,750 47,763 203-30-30 - Land & Light Assess Distr,Public Works,Public Works Maintenance 60,010 70,511 67,579 63,444 67,731 204-30-30 - Measure J-Return to Source Fund,Public Works,Public Works Maintenance 11,482 12,253 205-30-30 - Measure J Storm Drain,Public Works,Public Works Maintenance 16,527 18,558 22,943 45,647 48,721 211-30-30 - Street Improvemt & Maint,Public Works,Public Works Maintenance 8,908 8,454 9,025 501-30-30 - Integrated Waste Mgmt,Public Works,Public Works Maintenance 26,287 24,892 26,553 Account 51230 Totals: 156,877 182,043 208,754 218,529 233,237 Account: 51235 - Life & LTD Insurance 101-30-30 - General Fund,Public Works,Public Works Maintenance 158 142 143 201-30-30 - Gas Tax Fund,Public Works,Public Works Maintenance 1,713 649 654 202-30-30 - Nat'l Pollut Dis Elim Sys,Public Works,Public Works Maintenance 773 1,383 1,393 203-30-30 - Land & Light Assess Distr,Public Works,Public Works Maintenance 2,429 1,637 1,660 204-30-30 - Measure J-Return to Source Fund,Public Works,Public Works Maintenance 299 304 205-30-30 - Measure J Storm Drain,Public Works,Public Works Maintenance 705 1,298 1,313 211-30-30 - Street Improvemt & Maint,Public Works,Public Works Maintenance 248 197 200 ---PAGE BREAK--- 286 501-30-30 - Integrated Waste Mgmt,Public Works,Public Works Maintenance 826 740 752 Account 51235 Totals: 6,852 6,345 6,419 Account: 51237 - Allowances & Other Benefits 101-30-30 - General Fund,Public Works,Public Works Maintenance 195 210 210 201-30-30 - Gas Tax Fund,Public Works,Public Works Maintenance 975 1,029 1,029 202-30-30 - Nat'l Pollut Dis Elim Sys,Public Works,Public Works Maintenance 2,106 3,045 3,045 203-30-30 - Land & Light Assess Distr,Public Works,Public Works Maintenance 3,120 2,199 2,199 204-30-30 - Measure J-Return to Source Fund,Public Works,Public Works Maintenance 48 48 205-30-30 - Measure J Storm Drain,Public Works,Public Works Maintenance 429 1,194 1,194 211-30-30 - Street Improvemt & Maint,Public Works,Public Works Maintenance 39 39 501-30-30 - Integrated Waste Mgmt,Public Works,Public Works Maintenance 90 90 Account 51237 Totals: 6,825 7,854 7,854 Account: 51240 - Workers Compensation Premiums 101-30-30 - General Fund,Public Works,Public Works Maintenance 1,763 2,478 599 497 512 201-30-30 - Gas Tax Fund,Public Works,Public Works Maintenance 9,091 9,579 7,720 2,273 2,341 202-30-30 - Nat'l Pollut Dis Elim Sys,Public Works,Public Works Maintenance 5,236 4,117 3,211 5,399 5,561 203-30-30 - Land & Light Assess Distr,Public Works,Public Works Maintenance 10,824 15,142 9,001 2,842 2,927 204-30-30 - Measure J-Return to Source Fund,Public Works,Public Works Maintenance 1,421 1,463 205-30-30 - Measure J Storm Drain,Public Works,Public Works Maintenance 2,473 3,487 3,144 5,427 5,590 211-30-30 - Street Improvemt & Maint,Public Works,Public Works Maintenance 1,248 923 951 501-30-30 - Integrated Waste Mgmt,Public Works,Public Works Maintenance 4,193 3,552 3,658 Account 51240 Totals: 29,387 34,804 29,116 22,334 23,003 Account: 51990 - Salary Savings 101-30-30 - General Fund,Public Works,Public Works Maintenance -3,222 -61 201-30-30 - Gas Tax Fund,Public Works,Public Works Maintenance -994 202-30-30 - Nat'l Pollut Dis Elim Sys,Public Works,Public Works Maintenance -215 203-30-30 - Land & Light Assess Distr,Public Works,Public Works Maintenance -155,356 -159,350 -167,063 205-30-30 - Measure J Storm Drain,Public Works,Public Works Maintenance -398 211-30-30 - Street Improvemt & Maint,Public Works,Public Works Maintenance -183 501-30-30 - Integrated Waste Mgmt,Public Works,Public Works Maintenance -655 Account 51990 Totals: -3,222 -157,862 -159,350 -167,063 Account: 52190 - Miscellaneous Prof Svcs 101-30-30 - General Fund,Public Works,Public Works Maintenance 249 203-30-30 - Land & Light Assess Distr,Public Works,Public Works Maintenance 6,840 280 221-30-30 - Grants,Public Works,Public Works Maintenance 74,338 Account 52190 Totals: 6,840 74,867 Account: 52210 - Lab & Investigative Svcs 202-30-30 - Nat'l Pollut Dis Elim Sys,Public Works,Public Works Maintenance 263 Account: 52230 - Other Technical Services ---PAGE BREAK--- 287 101-30-30 - General Fund,Public Works,Public Works Maintenance 7,747 2,270 2,500 2,500 2,500 203-30-30 - Land & Light Assess Distr,Public Works,Public Works Maintenance 681 900 4,200 1,500 1,500 Account 52230 Totals: 8,428 3,170 6,700 4,000 4,000 Account: 52240 - Miscellaneous Services 101-30-30 - General Fund,Public Works,Public Works Maintenance 9,501 8,269 8,100 8,100 8,100 203-30-30 - Land & Light Assess Distr,Public Works,Public Works Maintenance 11 Account 52240 Totals: 9,511 8,269 8,100 8,100 8,100 Account: 53110 - Utilities 101-30-30 - General Fund,Public Works,Public Works Maintenance 127,887 152,617 93,000 113,000 113,000 203-30-30 - Land & Light Assess Distr,Public Works,Public Works Maintenance 45,709 38,171 92,000 96,600 96,600 Account 53110 Totals: 173,596 190,788 185,000 209,600 209,600 Account: 53120 - Utilities-Street Light 201-30-30 - Gas Tax Fund,Public Works,Public Works Maintenance 2,887 2,893 3,300 108,300 108,300 203-30-30 - Land & Light Assess Distr,Public Works,Public Works Maintenance 213,581 184,564 220,000 42,000 42,000 204-30-30 - Measure J-Return to Source Fund,Public Works,Public Works Maintenance 84,000 84,000 Account 53120 Totals: 216,468 187,456 223,300 234,300 234,300 Account: 53130 - Utilities-Sign/Signal 201-30-30 - Gas Tax Fund,Public Works,Public Works Maintenance 15,766 16,382 16,000 16,000 16,000 Account: 53210 - Infrastructure Maint Svc 101-30-30 - General Fund,Public Works,Public Works Maintenance 525 40,000 100,000 100,000 201-30-30 - Gas Tax Fund,Public Works,Public Works Maintenance 18,124 11,564 25,000 25,000 25,000 202-30-30 - Nat'l Pollut Dis Elim Sys,Public Works,Public Works Maintenance 100,580 98,216 100,000 203-30-30 - Land & Light Assess Distr,Public Works,Public Works Maintenance 8,044 18,329 18,000 18,000 18,000 205-30-30 - Measure J Storm Drain,Public Works,Public Works Maintenance 10,000 30,000 30,000 Account 53210 Totals: 127,274 128,109 193,000 173,000 173,000 Account: 53220 - Sign & Signal Maint Svc 201-30-30 - Gas Tax Fund,Public Works,Public Works Maintenance 35,651 13,774 33,000 33,000 33,000 203-30-30 - Land & Light Assess Distr,Public Works,Public Works Maintenance 183 Account 53220 Totals: 35,651 13,958 33,000 33,000 33,000 Account: 53230 - Building Maint Services 101-30-30 - General Fund,Public Works,Public Works Maintenance 35,395 66,188 30,000 50,000 50,000 203-30-30 - Land & Light Assess Distr,Public Works,Public Works Maintenance 22,232 32,002 30,000 Account 53230 Totals: 57,627 98,191 30,000 80,000 50,000 Account: 53240 - Landscape/Park Maint Svcs 101-30-30 - General Fund,Public Works,Public Works Maintenance 1,301 684 75,000 100,000 202-30-30 - Nat'l Pollut Dis Elim Sys,Public Works,Public Works Maintenance 845 203-30-30 - Land & Light Assess Distr,Public Works,Public Works Maintenance 234,577 329,631 350,000 89,000 210,000 221-30-30 - Grants,Public Works,Public Works Maintenance 2,608 Account 53240 Totals: 235,878 333,768 350,000 164,000 310,000 ---PAGE BREAK--- 288 Account: 53240 1 - Landscape Maintenance Contracts 203-30-30 - Land & Light Assess Distr,Public Works,Public Works Maintenance 146,000 Account: 53250 - Vehicle & Equip Maint Svc 101-30-30 - General Fund,Public Works,Public Works Maintenance 16,015 14,092 12,000 12,000 12,000 203-30-30 - Land & Light Assess Distr,Public Works,Public Works Maintenance 434 Account 53250 Totals: 16,015 14,526 12,000 12,000 12,000 Account: 53260 - Janitorial Services 101-30-30 - General Fund,Public Works,Public Works Maintenance 52,858 52,476 14,000 14,000 14,000 Account: 53290 - Miscellaneous R&M Svcs 101-30-30 - General Fund,Public Works,Public Works Maintenance 1,500 4,639 3,000 3,000 3,000 202-30-30 - Nat'l Pollut Dis Elim Sys,Public Works,Public Works Maintenance 8,089 8,677 8,100 Account 53290 Totals: 9,590 13,316 11,100 3,000 3,000 Account: 53320 - Vehicle & Equipment Lease 101-30-30 - General Fund,Public Works,Public Works Maintenance 2,138 208 1,000 1,000 1,000 Account: 53910 - Solid Waste Services 101-30-30 - General Fund,Public Works,Public Works Maintenance 1,025 20,000 35,000 35,000 202-30-30 - Nat'l Pollut Dis Elim Sys,Public Works,Public Works Maintenance 37,497 35,103 40,000 Account 53910 Totals: 38,522 35,103 60,000 35,000 35,000 Account: 53990 - Other Property Services 101-30-30 - General Fund,Public Works,Public Works Maintenance 10,773 11,617 13,300 13,300 13,300 202-30-30 - Nat'l Pollut Dis Elim Sys,Public Works,Public Works Maintenance 948 3,051 4,000 Account 53990 Totals: 11,721 14,668 17,300 13,300 13,300 Account: 54210 - Telephone Expenses 101-30-30 - General Fund,Public Works,Public Works Maintenance 9,774 11,530 10,000 10,000 10,000 203-30-30 - Land & Light Assess Distr,Public Works,Public Works Maintenance 78 Account 54210 Totals: 9,852 11,530 10,000 10,000 10,000 Account: 54220 - Mobile/Wireless Expenses 101-30-30 - General Fund,Public Works,Public Works Maintenance 26,961 10,865 14,000 14,000 14,000 Account: 54410 - Printing & Binding 101-30-30 - General Fund,Public Works,Public Works Maintenance 166 Account: 54610 - Travel & Training 101-30-30 - General Fund,Public Works,Public Works Maintenance 1,919 3,963 3,500 3,500 3,500 202-30-30 - Nat'l Pollut Dis Elim Sys,Public Works,Public Works Maintenance 305 203-30-30 - Land & Light Assess Distr,Public Works,Public Works Maintenance 260 513 1,000 2,000 2,000 Account 54610 Totals: 2,179 4,781 4,500 5,500 5,500 Account: 54910 - Dues & Subscriptions 101-30-30 - General Fund,Public Works,Public Works Maintenance 361 663 800 800 800 Account: 54920 - Events & Field Trips 202-30-30 - Nat'l Pollut Dis Elim Sys,Public Works,Public Works Maintenance 250 250 Account: 54990 - Other Administrative Svcs 101-30-30 - General Fund,Public Works,Public Works Maintenance 1,670 202-30-30 - Nat'l Pollut Dis Elim Sys,Public Works,Public Works Maintenance 532 198 ---PAGE BREAK--- 289 203-30-30 - Land & Light Assess Distr,Public Works,Public Works Maintenance 85 151 Account 54990 Totals: 2,287 349 Account: 55110 - General Office Supplies 101-30-30 - General Fund,Public Works,Public Works Maintenance 2,064 2,944 2,300 2,300 2,300 201-30-30 - Gas Tax Fund,Public Works,Public Works Maintenance 2 203-30-30 - Land & Light Assess Distr,Public Works,Public Works Maintenance 115 Account 55110 Totals: 2,066 3,059 2,300 2,300 2,300 Account: 55120 - Postage & Delivery 101-30-30 - General Fund,Public Works,Public Works Maintenance 241 108 200 200 200 202-30-30 - Nat'l Pollut Dis Elim Sys,Public Works,Public Works Maintenance 8 Account 55120 Totals: 241 115 200 200 200 Account: 55130 - Photocopying Charges 101-30-30 - General Fund,Public Works,Public Works Maintenance 614 572 800 800 800 203-30-30 - Land & Light Assess Distr,Public Works,Public Works Maintenance 77 39 Account 55130 Totals: 691 611 800 800 800 Account: 55210 - Fuel 101-30-30 - General Fund,Public Works,Public Works Maintenance 18,380 17,362 15,000 15,000 15,000 Account: 55220 - Safety Supplies 101-30-30 - General Fund,Public Works,Public Works Maintenance 4,122 3,324 3,500 3,500 3,500 Account: 55250 - Vehicle & Equip Supplies 101-30-30 - General Fund,Public Works,Public Works Maintenance 3,002 4,957 2,500 2,500 2,500 203-30-30 - Land & Light Assess Distr,Public Works,Public Works Maintenance 62 Account 55250 Totals: 3,002 5,019 2,500 2,500 2,500 Account: 55290 - Other Operating Supplies 101-30-30 - General Fund,Public Works,Public Works Maintenance 1,777 2,156 1,500 1,500 1,500 203-30-30 - Land & Light Assess Distr,Public Works,Public Works Maintenance 144 Account 55290 Totals: 1,921 2,156 1,500 1,500 1,500 Account: 55510 - Infrastructure Supplies 101-30-30 - General Fund,Public Works,Public Works Maintenance 4,713 401 201-30-30 - Gas Tax Fund,Public Works,Public Works Maintenance 21,089 35,581 30,000 202-30-30 - Nat'l Pollut Dis Elim Sys,Public Works,Public Works Maintenance 1,323 88 5,000 204-30-30 - Measure J-Return to Source Fund,Public Works,Public Works Maintenance 30,000 30,000 205-30-30 - Measure J Storm Drain,Public Works,Public Works Maintenance 2,035 3,636 10,000 15,000 15,000 Account 55510 Totals: 29,161 39,706 45,000 45,000 45,000 Account: 55520 - Building Supplies 101-30-30 - General Fund,Public Works,Public Works Maintenance 8,378 12,767 10,000 10,000 10,000 203-30-30 - Land & Light Assess Distr,Public Works,Public Works Maintenance 2,538 2,648 3,000 3,000 3,000 Account 55520 Totals: 10,917 15,415 13,000 13,000 13,000 Account: 55530 - Landscape & Park Supplies 101-30-30 - General Fund,Public Works,Public Works 43 ---PAGE BREAK--- 290 Maintenance 202-30-30 - Nat'l Pollut Dis Elim Sys,Public Works,Public Works Maintenance 3 1,922 203-30-30 - Land & Light Assess Distr,Public Works,Public Works Maintenance 47,314 44,610 44,000 43,000 43,000 221-30-30 - Grants,Public Works,Public Works Maintenance 13,178 Account 55530 Totals: 60,537 46,531 44,000 43,000 43,000 Account: 56410 - Office Equipment <10K 101-30-30 - General Fund,Public Works,Public Works Maintenance 3,131 1,131 1,000 1,000 1,000 Account: 56610 - Heavy Equipment <10K 101-30-30 - General Fund,Public Works,Public Works Maintenance 3,820 Account: 56710 - Other Equipment <10K 101-30-30 - General Fund,Public Works,Public Works Maintenance 43 2,000 2,000 2,000 2,000 201-30-30 - Gas Tax Fund,Public Works,Public Works Maintenance 385 Account 56710 Totals: 429 2,000 2,000 2,000 2,000 Account: 56720 - Other Equipment >10K 221-30-30 - Grants,Public Works,Public Works Maintenance 81,000 Account: 56910 - Depreciation Expense 601-30-30 - Vehicle/Equip Replacement,Public Works,Public Works Maintenance 375,557 216,748 Account: 58220 - Licenses & Permits 202-30-30 - Nat'l Pollut Dis Elim Sys,Public Works,Public Works Maintenance 7,500 Account: 59990 101 - Operating Xfer Out-GEN 201-30-30 - Gas Tax Fund,Public Works,Public Works Maintenance 102,597 105,675 202-30-30 - Nat'l Pollut Dis Elim Sys,Public Works,Public Works Maintenance 103,535 106,641 203-30-30 - Land & Light Assess Distr,Public Works,Public Works Maintenance 138,431 142,584 Account 59990 101 Totals: 344,563 354,900 Account: 59990 202 - Operating Xfer Out-NPDS 205-30-30 - Measure J Storm Drain,Public Works,Public Works Maintenance 57,000 Account: 59990 205 - Operating Xfer 202-30-30 - Nat'l Pollut Dis Elim Sys,Public Works,Public Works Maintenance 28,500 Account: 59990 221 - 203-30-30 - Land & Light Assess Distr,Public Works,Public Works Maintenance 18,585 Account: 59990 301 - Operating Xfer Out-CIP 201-30-30 - Gas Tax Fund,Public Works,Public Works Maintenance 41,500 Account: 59990 501 - Operating Xfer Out-IWM 203-30-30 - Land & Light Assess Distr,Public Works,Public Works Maintenance 39,000 Account: 59991 101 - Indirect Xfer-GEN 201-30-30 - Gas Tax Fund,Public Works,Public Works Maintenance 108,845 94,778 97,621 202-30-30 - Nat'l Pollut Dis Elim Sys,Public Works,Public Works Maintenance 109,840 68,866 70,932 203-30-30 - Land & Light Assess Distr,Public Works,Public Works Maintenance 146,861 150,445 154,958 Account 59991 101 Totals: 365,546 314,089 323,511 Expenditure Grand Totals: $2,924,423 $3,084,654 $2,660,501 $2,683,304 $2,743,784 ---PAGE BREAK--- 291 Recreation - Administration Division FY 2011-12 Actual FY 2012-13 Actual FY2013-14 Amended FY2014-15 Proposed FY2015-16 Proposed Revenue Account: 46520 - Program Fees 101-50-10 - General Fund,Recreation,Recreation- Admin $64,969 $58,119 $68,000 $63,000 $70,000 Account: 46541 - Field Maintenance Fees 101-50-10 - General Fund,Recreation,Recreation- Admin 25,519 24,267 14,000 16,000 16,650 Account: 46542 - Restroom Key Fees 101-50-10 - General Fund,Recreation,Recreation- Admin 4,828 5,158 5,000 5,200 5,400 Account: 46543 - Tennis Permit Fees 101-50-10 - General Fund,Recreation,Recreation- Admin 7,606 10,233 9,800 11,800 12,000 Account: 48990 - Other Misc Revenue 101-50-10 - General Fund,Recreation,Recreation- Admin 56 -321 Revenue Totals $102,978 $97,456 $96,800 $96,000 $104,050 Expenditures Account: 51110 - Regular Salaries & Wages 101-50-10 - General Fund,Recreation,Recreation- Admin $168,720 $186,807 $168,065 $180,917 $181,929 Account: 51120 - Part-Time Salaries & Wage 101-50-10 - General Fund,Recreation,Recreation- Admin 21,592 10,136 14,000 14,280 14,566 Account: 51140 - Overtime Pay 101-50-10 - General Fund,Recreation,Recreation- Admin 41 72 500 510 520 Account: 51150 - Special Pay 101-50-10 - General Fund,Recreation,Recreation- Admin 1,000 Account: 51200 - PARS Contribution 101-50-10 - General Fund,Recreation,Recreation- Admin 5 182 186 189 Account: 51210 - PERS Contributions 101-50-10 - General Fund,Recreation,Recreation- Admin 46,390 43,124 43,466 39,566 45,027 Account: 51220 - FICA/Medicare 101-50-10 - General Fund,Recreation,Recreation- Admin 14,648 14,636 12,638 13,318 13,401 Account: 51230 - Medical & Dental Benefits 101-50-10 - General Fund,Recreation,Recreation- Admin 25,965 22,713 19,249 18,639 19,902 Account: 51235 - Life & LTD Insurance 101-50-10 - General Fund,Recreation,Recreation- Admin 1,911 1,782 1,792 Account: 51237 - Allowances & Other Benefits 101-50-10 - General Fund,Recreation,Recreation- Admin 3,900 3,900 3,900 Account: 51240 - Workers Compensation Premiums 101-50-10 - General Fund,Recreation,Recreation- Admin 6,870 6,320 6,655 5,683 5,854 Account: 51990 - Salary Savings ---PAGE BREAK--- 292 101-50-10 - General Fund,Recreation,Recreation- Admin -838 -734 Account: 52110 - Collect & Admin Services 101-50-10 - General Fund,Recreation,Recreation- Admin 1,000 1,000 1,000 Account: 52190 - Miscellaneous Prof Svcs 101-50-10 - General Fund,Recreation,Recreation- Admin 14,389 13,316 17,000 20,000 22,000 Account: 52230 - Other Technical Services 101-50-10 - General Fund,Recreation,Recreation- Admin 414 1,282 6,000 4,000 5,000 Account: 52240 - Miscellaneous Services 101-50-10 - General Fund,Recreation,Recreation- Admin 400 1,000 1,000 1,000 Account: 53110 - Utilities 101-50-10 - General Fund,Recreation,Recreation- Admin 73,500 87,016 43,697 32,000 33,000 Account: 53230 - Building Maint Services 101-50-10 - General Fund,Recreation,Recreation- Admin 13,627 12,602 14,000 15,000 15,000 Account: 53240 - Landscape/Park Maint Svcs 101-50-10 - General Fund,Recreation,Recreation- Admin 1,755 500 1,000 1,000 Account: 53250 - Vehicle & Equip Maint Svc 101-50-10 - General Fund,Recreation,Recreation- Admin 11,022 4,145 9,000 10,000 10,000 Account: 53260 - Janitorial Services 101-50-10 - General Fund,Recreation,Recreation- Admin 340 851 1,000 1,000 1,000 Account: 53290 - Miscellaneous R&M Svcs 101-50-10 - General Fund,Recreation,Recreation- Admin 10 Account: 53310 - Land & Building Lease 101-50-10 - General Fund,Recreation,Recreation- Admin Account: 53320 - Vehicle & Equipment Lease 101-50-10 - General Fund,Recreation,Recreation- Admin 7,300 7,300 Account: 53330 - Vehic Rental Chrg 101-50-10 - General Fund,Recreation,Recreation- Admin Account: 53990 - Other Property Services 101-50-10 - General Fund,Recreation,Recreation- Admin 10,357 11,531 12,000 12,000 12,000 Account: 54210 - Telephone Expenses 101-50-10 - General Fund,Recreation,Recreation- Admin 12,437 16,776 13,000 16,000 16,000 Account: 54220 - Mobile/Wireless Expenses 101-50-10 - General Fund,Recreation,Recreation- Admin 4,826 3,193 4,000 4,000 4,000 Account: 54230 - Internet Services 101-50-10 - General Fund,Recreation,Recreation- Admin 1,309 1,424 1,500 1,500 1,600 Account: 54310 - Legal Notices & Advertise 101-50-10 - General Fund,Recreation,Recreation- Admin 75 500 1,000 1,000 Account: 54410 - Printing & Binding 101-50-10 - General Fund,Recreation,Recreation- Admin 23,255 20,400 22,000 25,000 25,000 Account: 54610 - Travel & Training 101-50-10 - General Fund,Recreation,Recreation- Admin 308 1,318 4,000 5,000 5,000 Account: 54910 - Dues & Subscriptions 101-50-10 - General Fund,Recreation,Recreation- 1,089 972 1,000 1,500 1,500 ---PAGE BREAK--- 293 Admin Account: 54920 - Events & Field Trips 101-50-10 - General Fund,Recreation,Recreation- Admin 82,149 89,742 85,000 85,000 85,000 Account: 54990 - Other Administrative Svcs 101-50-10 - General Fund,Recreation,Recreation- Admin 2,984 6,506 3,000 6,000 6,000 Account: 55110 - General Office Supplies 101-50-10 - General Fund,Recreation,Recreation- Admin 6,268 6,568 6,000 6,000 6,000 Account: 55120 - Postage & Delivery 101-50-10 - General Fund,Recreation,Recreation- Admin 13,562 16,128 17,000 15,000 18,000 Account: 55130 - Photocopying Charges 101-50-10 - General Fund,Recreation,Recreation- Admin 1,533 1,660 2,000 2,000 2,000 Account: 55210 - Fuel 101-50-10 - General Fund,Recreation,Recreation- Admin 2,318 2,014 2,000 2,000 2,000 Account: 55230 - Medical Supplies 101-50-10 - General Fund,Recreation,Recreation- Admin 292 Account: 55240 - Clothing & Uniform Supply 101-50-10 - General Fund,Recreation,Recreation- Admin 200 Account: 55290 - Other Operating Supplies 101-50-10 - General Fund,Recreation,Recreation- Admin -632 3,223 4,500 5,000 5,000 Account: 55520 - Building Supplies 101-50-10 - General Fund,Recreation,Recreation- Admin 3,555 3,203 Account: 55590 - Other Maintenance Supply 101-50-10 - General Fund,Recreation,Recreation- Admin 270 225 Account: 56410 - Office Equipment <10K 101-50-10 - General Fund,Recreation,Recreation- Admin 1,336 2,040 25,600 22,600 Account: 56710 - Other Equipment <10K 101-50-10 - General Fund,Recreation,Recreation- Admin 3,014 2,000 3,000 5,000 Account: 56720 - Other Equipment >10K 221-50-10 - Grants,Recreation,Recreation-Admin 15,000 Account: 58220 - Licenses & Permits 101-50-10 - General Fund,Recreation,Recreation- Admin 327 Account: 58250 - Cash Over/Short 101-50-10 - General Fund,Recreation,Recreation- Admin -628 426 Account: 58920 - Bank & Credit Card Fees 101-50-10 - General Fund,Recreation,Recreation- Admin 47,139 63,492 50,000 64,000 65,000 Account: 59990 301 - Operating Xfer Out-CIP 101-50-10 - General Fund,Recreation,Recreation- Admin 22,600 22,600 22,600 Expenditure Grand Totals: $635,255 $695,999 $615,129 $650,681 $666,080 ---PAGE BREAK--- 294 Recreation - Adult/Community Services Division FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Revenue Account: 44221 - Rentals-Comm Center 101-50-50 - General Fund,Recreation,Recreation- $47,097 $53,224 $50,000 $55,000 $57,000 Account: 44222 - Rentals-Field Reserv 101-50-50 - General Fund,Recreation,Recreation- 48,721 44,941 50,000 46,000 47,000 Account: 44223 - Rentals-Clubhouse 101-50-50 - General Fund,Recreation,Recreation- 21,567 27,167 22,000 31,000 33,000 Account: 44224 - Rentals-Picnic 101-50-50 - General Fund,Recreation,Recreation- 15,561 18,220 17,000 20,000 21,000 Account: 44226 - Rentals-Tennis Crt 101-50-50 - General Fund,Recreation,Recreation- 25,672 27,017 28,000 31,000 32,000 Account: 46520 - Program Fees 101-50-50 - General Fund,Recreation,Recreation- -50 Account: 46530 - Training/Class Fees 101-50-50 - General Fund,Recreation,Recreation- -19 Account: 46531 - General Activities 101-50-50 - General Fund,Recreation,Recreation- 130,607 125,177 128,000 128,000 132,000 Account: 46533 - Special Programs 101-50-50 - General Fund,Recreation,Recreation- 1,500 1,500 1,500 Account: 46534 - Sports Programs 101-50-50 - General Fund,Recreation,Recreation- 4,000 Revenue Totals $289,224 $295,676 $300,500 $312,500 $323,500 Expenditures Account: 51110 - Regular Salaries & Wages 101-50-50 - General Fund,Recreation,Recreation- $58,899 $78,522 $56,559 $56,488 $57,280 203-50-50 - Land & Light Assess 36,674 36,674 Account 51110 Totals: 95,572 115,196 56,559 56,488 57,280 Account: 51120 - Part-Time Salaries & Wage 101-50-50 - General Fund,Recreation,Recreation- 34,238 33,302 19,000 19,380 19,768 203-50-50 - Land & Light Assess 3,666 181 Account 51120 Totals: 37,904 33,484 19,000 19,380 19,768 Account: 51140 - Overtime Pay 101-50-50 - General Fund,Recreation,Recreation- 548 685 700 714 728 203-50-50 - Land & Light Assess 141 Account 51140 Totals: 548 826 700 714 728 Account: 51150 - Special Pay 203-50-50 - Land & Light Assess 1,000 1,000 ---PAGE BREAK--- 295 Account: 51200 - PARS Contribution 101-50-50 - General Fund,Recreation,Recreation- 494 417 247 252 257 Account: 51210 - PERS Contributions 101-50-50 - General Fund,Recreation,Recreation- 15,654 20,682 14,879 12,354 14,177 203-50-50 - Land & Light Assess 10,398 10,236 Account 51210 Totals: 26,052 30,918 14,879 12,354 14,177 Account: 51220 - FICA/Medicare 101-50-50 - General Fund,Recreation,Recreation- 5,271 6,803 4,893 4,896 4,975 203-50-50 - Land & Light Assess 3,423 3,438 Account 51220 Totals: 8,693 10,241 4,893 4,896 4,975 Account: 51230 - Medical & Dental Benefits 101-50-50 - General Fund,Recreation,Recreation- 19,154 28,427 16,575 16,728 17,849 203-50-50 - Land & Light Assess 14,126 16,781 Account 51230 Totals: 33,280 45,208 16,575 16,728 17,849 Account: 51235 - Life & LTD Insurance 101-50-50 - General Fund,Recreation,Recreation- 656 578 587 Account: 51237 - Allowances & Other Benefits 101-50-50 - General Fund,Recreation,Recreation- 975 975 975 Account: 51240 - Workers Compensation Premiums 101-50-50 - General Fund,Recreation,Recreation- 2,862 5,530 3,327 2,842 2,927 203-50-50 - Land & Light Assess 2,290 3,160 Account 51240 Totals: 5,153 8,690 3,327 2,842 2,927 Account: 51990 - Salary Savings 101-50-50 - General Fund,Recreation,Recreation- -579 -667 Account: 52250 - Instructor Services 101-50-50 - General Fund,Recreation,Recreation- 87,210 82,583 75,000 70,000 78,000 Account: 53230 - Building Maint Services 101-50-50 - General Fund,Recreation,Recreation- 1,428 3,716 2,500 2,500 2,500 Account: 53250 - Vehicle & Equip Maint Svc 101-50-50 - General Fund,Recreation,Recreation- 9 1,749 1,500 1,500 1,500 Account: 54210 - Telephone Expenses 101-50-50 - General Fund,Recreation,Recreation- 4,177 4,639 4,000 5,000 5,000 Account: 54220 - Mobile/Wireless Expenses 101-50-50 - General Fund,Recreation,Recreation- 1,100 1,014 1,000 1,200 1,200 Account: 54610 - Travel & Training 101-50-50 - General Fund,Recreation,Recreation- 1,000 1,500 1,500 Account: 54910 - Dues & Subscriptions 101-50-50 - General Fund,Recreation,Recreation- 165 Account: 54920 - Events & Field Trips 101-50-50 - General Fund,Recreation,Recreation- 947 1,805 2,000 2,000 2,000 ---PAGE BREAK--- 296 Account: 55110 - General Office Supplies 101-50-50 - General Fund,Recreation,Recreation- 315 104 500 500 500 Account: 55120 - Postage & Delivery 101-50-50 - General Fund,Recreation,Recreation- 1 141 Account: 55130 - Photocopying Charges 101-50-50 - General Fund,Recreation,Recreation- 1,445 1,578 1,500 1,600 1,700 Account: 55220 - Safety Supplies 101-50-50 - General Fund,Recreation,Recreation- 400 Account: 55290 - Other Operating Supplies 101-50-50 - General Fund,Recreation,Recreation- 1,724 4,891 4,000 5,000 5,500 Account: 55520 - Building Supplies 101-50-50 - General Fund,Recreation,Recreation- 3,905 2,025 Account: 56410 - Office Equipment <10K 101-50-50 - General Fund,Recreation,Recreation- 80 Account: 56710 - Other Equipment <10K 101-50-50 - General Fund,Recreation,Recreation- 4,981 8,000 5,000 5,000 Expenditure Grand Totals: $311,036 $355,189 $218,144 $211,007 $223,923 ---PAGE BREAK--- 297 Recreation - Aquatics Division FY 2011-12 Actual FY 2012-13 Actual FY2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Account: 44227 - Rentals-Swim Ctr 101-50-30 - General Fund,Recreation,Recreation- Swim Center $20,071 $29,133 $25,000 $32,000 $33,000 Account: 44228 - Rental-Schools 101-50-30 - General Fund,Recreation,Recreation- Swim Center 13,370 26,879 15,000 28,000 28,840 Account: 46520 - Program Fees 101-50-30 - General Fund,Recreation,Recreation- Swim Center 40,467 40,489 45,000 42,000 43,260 Account: 46525 - Recreation Swim 101-50-30 - General Fund,Recreation,Recreation- Swim Center 70,364 83,313 72,000 85,000 87,550 Account: 46526 - Lap Swim 101-50-30 - General Fund,Recreation,Recreation- Swim Center 160,427 139,882 175,000 150,000 165,000 Account: 46526 1 - Water Aerobics 101-50-30 - General Fund,Recreation,Recreation- Swim Center 27,403 33,152 32,000 35,000 36,500 Account: 46527 - Swim Teams 101-50-30 - General Fund,Recreation,Recreation- Swim Center 71,032 68,788 72,000 70,000 72,100 Account: 46527 1 - Swim Team ECHS 101-50-30 - General Fund,Recreation,Recreation- Swim Center 2,000 2,100 2,184 2,250 Account: 46530 - Training/Class Fees 101-50-30 - General Fund,Recreation,Recreation- Swim Center 9,194 12,420 12,000 14,000 14,500 Account: 46537 - Lesson Fees 101-50-30 - General Fund,Recreation,Recreation- Swim Center 185,943 197,236 210,000 200,000 215,000 Account: 46550 - Taxable Sales 101-50-30 - General Fund,Recreation,Recreation- Swim Center 1,836 1,801 2,500 2,000 2,060 Account: 48120 - Contributions & Donations 101-50-30 - General Fund,Recreation,Recreation- Swim Center 160 37 200 200 200 Account: 48990 - Other Misc Revenue 101-50-30 - General Fund,Recreation,Recreation- Swim Center 13,992 3,451 5,000 4,000 4,120 Revenue Totals $616,259 $636,580 $667,800 $664,384 $704,380 Expenditures Account: 51110 - Regular Salaries & Wages 101-50-30 - General Fund,Recreation,Recreation- Swim Center $137,308 $133,176 $115,749 $113,258 $114,169 Account: 51120 - Part-Time Salaries & Wage 101-50-30 - General Fund,Recreation,Recreation- Swim Center 362,525 350,685 311,578 346,800 353,736 Account: 51140 - Overtime Pay 101-50-30 - General Fund,Recreation,Recreation- Swim Center 632 584 500 510 520 Account: 51142 - StraightOT 101-50-30 - General Fund,Recreation,Recreation- Swim Center 172 52 Account: 51150 - Special Pay ---PAGE BREAK--- 298 101-50-30 - General Fund,Recreation,Recreation- Swim Center 804 800 Account: 51200 - PARS Contribution 101-50-30 - General Fund,Recreation,Recreation- Swim Center 4,024 3,507 3,038 4,508 4,599 Account: 51210 - PERS Contributions 101-50-30 - General Fund,Recreation,Recreation- Swim Center 54,897 75,744 51,071 24,769 28,257 Account: 51220 - FICA/Medicare 101-50-30 - General Fund,Recreation,Recreation- Swim Center 19,227 20,560 18,600 14,030 14,201 Account: 51230 - Medical & Dental Benefits 101-50-30 - General Fund,Recreation,Recreation- Swim Center 50,279 50,478 44,298 45,392 48,440 Account: 51235 - Life & LTD Insurance 101-50-30 - General Fund,Recreation,Recreation- Swim Center 1,343 1,160 1,169 Account: 51237 - Allowances & Other Benefits 101-50-30 - General Fund,Recreation,Recreation- Swim Center 3,900 3,900 3,900 Account: 51240 - Workers Compensation Premiums 101-50-30 - General Fund,Recreation,Recreation- Swim Center 5,267 7,268 6,655 5,683 5,854 Account: 51990 - Salary Savings 101-50-30 - General Fund,Recreation,Recreation- Swim Center -3,666 -4,111 Account: 52110 - Collect & Admin Services 101-50-30 - General Fund,Recreation,Recreation- Swim Center Account: 52190 - Miscellaneous Prof Svcs 101-50-30 - General Fund,Recreation,Recreation- Swim Center 16,270 33,845 20,000 28,000 29,000 Account: 52250 - Instructor Services 101-50-30 - General Fund,Recreation,Recreation- Swim Center 59 650 1,000 1,000 1,000 Account: 53110 - Utilities 101-50-30 - General Fund,Recreation,Recreation- Swim Center 54,288 50,305 13,130 32,000 33,000 Account: 53230 - Building Maint Services 101-50-30 - General Fund,Recreation,Recreation- Swim Center 1,491 2,676 5,000 4,000 5,000 Account: 53250 - Vehicle & Equip Maint Svc 101-50-30 - General Fund,Recreation,Recreation- Swim Center 117 Account: 53290 - Miscellaneous R&M Svcs 101-50-30 - General Fund,Recreation,Recreation- Swim Center 5,282 47 3,000 2,000 2,000 Account: 53310 - Land & Building Lease 101-50-30 - General Fund,Recreation,Recreation- Swim Center Account: 53320 - Vehicle & Equipment Lease 101-50-30 - General Fund,Recreation,Recreation- Swim Center Account: 53330 - Vehic Rental Chrg 101-50-30 - General Fund,Recreation,Recreation- Swim Center Account: 53990 - Other Property Services 101-50-30 - General Fund,Recreation,Recreation- Swim Center 4,977 5,669 6,000 12,000 12,000 Account: 54210 - Telephone Expenses 101-50-30 - General Fund,Recreation,Recreation- Swim Center 2,720 2,020 2,400 2,400 2,400 Account: 54220 - Mobile/Wireless Expenses 101-50-30 - General Fund,Recreation,Recreation- 1,148 957 800 900 900 ---PAGE BREAK--- 299 Swim Center Account: 54610 - Travel & Training 101-50-30 - General Fund,Recreation,Recreation- Swim Center 605 1,944 2,500 2,500 2,500 Account: 54910 - Dues & Subscriptions 101-50-30 - General Fund,Recreation,Recreation- Swim Center 445 424 Account: 54920 - Events & Field Trips 101-50-30 - General Fund,Recreation,Recreation- Swim Center 11,401 10,582 12,000 12,000 12,000 Account: 55110 - General Office Supplies 101-50-30 - General Fund,Recreation,Recreation- Swim Center 133 122 500 500 500 Account: 55120 - Postage & Delivery 101-50-30 - General Fund,Recreation,Recreation- Swim Center 212 186 500 500 500 Account: 55130 - Photocopying Charges 101-50-30 - General Fund,Recreation,Recreation- Swim Center 1,349 1,578 1,500 1,600 1,600 Account: 55140 - Recognition-EE/Volunteer 101-50-30 - General Fund,Recreation,Recreation- Swim Center 435 274 1,000 1,000 1,000 Account: 55210 - Fuel 101-50-30 - General Fund,Recreation,Recreation- Swim Center 2,244 1,939 1,800 2,000 2,000 Account: 55230 - Medical Supplies 101-50-30 - General Fund,Recreation,Recreation- Swim Center 470 165 600 600 600 Account: 55240 - Clothing & Uniform Supply 101-50-30 - General Fund,Recreation,Recreation- Swim Center 4,735 4,000 4,000 4,000 Account: 55290 - Other Operating Supplies 101-50-30 - General Fund,Recreation,Recreation- Swim Center 30,935 17,985 25,000 20,000 22,000 Account: 55295 - Chemicals 101-50-30 - General Fund,Recreation,Recreation- Swim Center 48,641 37,318 45,000 40,000 42,000 Account: 55520 - Building Supplies 101-50-30 - General Fund,Recreation,Recreation- Swim Center 3,531 3,483 Account: 55590 - Other Maintenance Supply 101-50-30 - General Fund,Recreation,Recreation- Swim Center 260 2,000 2,000 2,000 Account: 56710 - Other Equipment <$10K 101-50-30 - General Fund,Recreation,Recreation- Swim Center 4,000 4,000 4,000 Account: 58220 - Licenses & Permits 101-50-30 - General Fund,Recreation,Recreation- Swim Center 1,400 1,500 Expenditure Grand Totals: $826,625 $810,819 $705,151 $734,410 $756,345 ---PAGE BREAK--- 300 Recreation - Childcare Division FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Revenue Account: 46520 - Program Fees 101-50-20 - General Fund,Recreation,Recreation- Admin $34,133 $57,100 $60,000 $60,000 $62,000 Account: 46521 1 - Teeter Tots Fees 101-50-20 - General Fund,Recreation,Recreation- Admin 119,863 126,271 125,000 128,500 130,000 Account: 46521 10 - Portola After School 101-50-20 - General Fund,Recreation,Recreation- Admin - - 130,000 125,693 128,000 Account: 46521 2 - Casa Cerrito Preschool 101-50-20 - General Fund,Recreation,Recreation- Admin 196,673 171,888 195,000 200,000 206,000 Account: 46521 3 - Harding Childcare 101-50-20 - General Fund,Recreation,Recreation- Admin 267,713 172,432 215,000 145,000 150,000 Account: 46521 4 - Castro Childcare 101-50-20 - General Fund,Recreation,Recreation- Admin 386 - - - - Account: 46521 5 - Madera Childcare 101-50-20 - General Fund,Recreation,Recreation- Admin 447,374 456,208 450,000 510,000 525,300 Account: 46521 6 - Fairmount Childcare 101-50-20 - General Fund,Recreation,Recreation- Admin 211,343 228,417 230,000 228,000 235,000 Account: 46521 7 - Harding Child AM 101-50-20 - General Fund,Recreation,Recreation- Admin 35,574 42,376 45,000 46,515 48,375 Account: 46521 9 - Fairmount Child AM 101-50-20 - General Fund,Recreation,Recreation- Admin 26,966 86,484 85,000 67,000 70,000 Account: 46522 1 - Arlington Daycamp 101-50-20 - General Fund,Recreation,Recreation- Admin 52,426 62,325 55,000 68,000 71,000 Account: 46522 2 - Daycamp VIP 101-50-20 - General Fund,Recreation,Recreation- Admin 8,315 6,006 10,000 6,000 6,200 Account: 46522 3 - Harding Daycamp 101-50-20 - General Fund,Recreation,Recreation- Admin 47,007 40,906 60,000 53,000 54,590 Account: 46522 4 - Castro Daycamp 101-50-20 - General Fund,Recreation,Recreation- Admin 8,078 (77) - - - Account: 46522 5 - Enrichment Programs 101-50-20 - General Fund,Recreation,Recreation- Admin (193) - - 12,000 13,000 Account: 46522 6 - Fairmount Daycamp 101-50-20 - General Fund,Recreation,Recreation- Admin 57,178 69,038 60,000 75,000 77,500 Account: 46522 7 - Excursions Daycamp 101-50-20 - General Fund,Recreation,Recreation- Admin 580 - 1,200 - - Account: 46522 8 - Pee Wee Daycamp 101-50-20 - General Fund,Recreation,Recreation- Admin 3 - - - - Account: 48120 - Contributions & Donations 101-50-20 - General Fund,Recreation,Recreation- - - - - - ---PAGE BREAK--- 301 Admin Account: 48990 - Other Misc Revenue 101-50-20 - General Fund,Recreation,Recreation- Admin (60,420) (2,987) - - - Revenue Totals $1,453,000 $1,516,386 $1,721,200 $1,724,708 $1,776,965 Expenditures Account: 51110 - Regular Salaries & Wages 101-50-20 - General Fund,Recreation,Recreation- Admin $422,507 $372,695 $412,143 $420,115 $427,163 Account: 51120 - Part-Time Salaries & Wage 101-50-20 - General Fund,Recreation,Recreation- Admin 462,188 485,093 503,000 479,400 488,988 Account: 51140 - Overtime Pay 101-50-20 - General Fund,Recreation,Recreation- Admin 3,381 5,213 4,400 4,488 4,578 Account: 51142 - StraightOT 101-50-20 - General Fund,Recreation,Recreation- Admin 515 248 - - - Account: 51150 - Special Pay 101-50-20 - General Fund,Recreation,Recreation- Admin 5,522 4,346 4,600 4,000 4,000 Account: 51200 - PARS Contribution 101-50-20 - General Fund,Recreation,Recreation- Admin 4,590 4,671 4,839 6,232 6,357 Account: 51210 - PERS Contributions 101-50-20 - General Fund,Recreation,Recreation- Admin 158,984 142,792 145,366 92,885 106,861 Account: 51220 - FICA/Medicare 101-50-20 - General Fund,Recreation,Recreation- Admin 49,168 46,385 47,938 38,253 38,968 Account: 51230 - Medical & Dental Benefits 101-50-20 - General Fund,Recreation,Recreation- Admin 112,648 103,810 128,971 131,646 140,471 Account: 51235 - Life & LTD Insurance 101-50-20 - General Fund,Recreation,Recreation- Admin - - 4,781 4,302 4,374 Account: 51237 - Allowances & Other Benefits 101-50-20 - General Fund,Recreation,Recreation- Admin - - 3,900 4,500 4,500 Account: 51240 - Workers Compensation Premiums 101-50-20 - General Fund,Recreation,Recreation- Admin 20,609 28,442 26,620 22,732 23,414 Account: 51990 - Salary Savings 101-50-20 - General Fund,Recreation,Recreation- Admin - (8,190) (70,851) (61,343) (64,420) Account: 52110 - Collect & Admin Services 101-50-20 - General Fund,Recreation,Recreation- Admin - 1,540 - - - Account: 52190 - Miscellaneous Prof Svcs 101-50-20 - General Fund,Recreation,Recreation- Admin - 220 500 500 500 Account: 52250 - Instructor Services 101-50-20 - General Fund,Recreation,Recreation- Admin 3,418 - 1,000 1,000 1,000 Account: 53110 - Utilities 101-50-20 - General Fund,Recreation,Recreation- Admin 8,970 8,577 9,000 9,000 9,500 Account: 53230 - Building Maint Services 101-50-20 - General Fund,Recreation,Recreation- Admin 209 460 - - - ---PAGE BREAK--- 302 Account: 53250 - Vehicle & Equip Maint Svc 101-50-20 - General Fund,Recreation,Recreation- Admin 4,282 4,445 5,000 3,000 3,000 Account: 53990 - Other Property Services 101-50-20 - General Fund,Recreation,Recreation- Admin 694 678 1,100 1,100 1,100 Account: 54210 - Telephone Expenses 101-50-20 - General Fund,Recreation,Recreation- Admin 1,240 858 1,400 1,000 1,000 Account: 54220 - Mobile/Wireless Expenses 101-50-20 - General Fund,Recreation,Recreation- Admin 2,059 1,604 1,500 1,800 1,800 Account: 54310 - Legal Notices & Advertise 101-50-20 - General Fund,Recreation,Recreation- Admin - 423 1,000 1,200 1,200 Account: 54610 - Travel & Training 101-50-20 - General Fund,Recreation,Recreation- Admin 85 1,994 4,500 4,500 4,500 Account: 54910 - Dues & Subscriptions 101-50-20 - General Fund,Recreation,Recreation- Admin 447 899 1,000 1,200 1,200 Account: 54920 - Events & Field Trips 101-50-20 - General Fund,Recreation,Recreation- Admin 16,589 20,051 16,000 23,000 23,000 Account: 54990 - Other Administrative Svcs 101-50-20 - General Fund,Recreation,Recreation- Admin - 199 - - - Account: 55110 - General Office Supplies 101-50-20 - General Fund,Recreation,Recreation- Admin 1,436 1,587 2,000 1,600 2,000 Account: 55120 - Postage & Delivery 101-50-20 - General Fund,Recreation,Recreation- Admin 643 1,072 1,000 1,000 1,000 Account: 55130 - Photocopying Charges 101-50-20 - General Fund,Recreation,Recreation- Admin 1,182 1,333 1,500 1,500 1,500 Account: 55210 - Fuel 101-50-20 - General Fund,Recreation,Recreation- Admin 2,337 1,939 2,500 2,500 2,500 Account: 55290 - Other Operating Supplies 101-50-20 - General Fund,Recreation,Recreation- Admin 39,569 43,303 40,000 32,000 37,000 Account: 55520 - Building Supplies 101-50-20 - General Fund,Recreation,Recreation- Admin 3,019 2,902 - - - Account: 56410 - Office Equipment <10K 101-50-20 - General Fund,Recreation,Recreation- Admin 128 - - - - Account: 56710 - Other Equipment <10K 101-50-20 - General Fund,Recreation,Recreation- Admin - 3,873 5,000 3,000 4,000 Expenditure Grand Totals: $1,326,419 $1,283,461 $1,309,707 $1,236,110 $1,281,054 ---PAGE BREAK--- 303 Recreation - Childcare Division FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Revenue Account: 46520 - Program Fees 101-50-20 - General Fund,Recreation,Recreation- Admin $34,133 $57,100 $60,000 $60,000 $62,000 Account: 46521 1 - Teeter Tots Fees 101-50-20 - General Fund,Recreation,Recreation- Admin 119,863 126,271 125,000 128,500 130,000 Account: 46521 10 - Portola After School 101-50-20 - General Fund,Recreation,Recreation- Admin - - 130,000 125,693 128,000 Account: 46521 2 - Casa Cerrito Preschool 101-50-20 - General Fund,Recreation,Recreation- Admin 196,673 171,888 195,000 200,000 206,000 Account: 46521 3 - Harding Childcare 101-50-20 - General Fund,Recreation,Recreation- Admin 267,713 172,432 215,000 145,000 150,000 Account: 46521 4 - Castro Childcare 101-50-20 - General Fund,Recreation,Recreation- Admin 386 - - - - Account: 46521 5 - Madera Childcare 101-50-20 - General Fund,Recreation,Recreation- Admin 447,374 456,208 450,000 510,000 525,300 Account: 46521 6 - Fairmount Childcare 101-50-20 - General Fund,Recreation,Recreation- Admin 211,343 228,417 230,000 228,000 235,000 Account: 46521 7 - Harding Child AM 101-50-20 - General Fund,Recreation,Recreation- Admin 35,574 42,376 45,000 46,515 48,375 Account: 46521 9 - Fairmount Child AM 101-50-20 - General Fund,Recreation,Recreation- Admin 26,966 86,484 85,000 67,000 70,000 Account: 46522 1 - Arlington Daycamp 101-50-20 - General Fund,Recreation,Recreation- Admin 52,426 62,325 55,000 68,000 71,000 Account: 46522 2 - Daycamp VIP 101-50-20 - General Fund,Recreation,Recreation- Admin 8,315 6,006 10,000 6,000 6,200 Account: 46522 3 - Harding Daycamp 101-50-20 - General Fund,Recreation,Recreation- Admin 47,007 40,906 60,000 53,000 54,590 Account: 46522 4 - Castro Daycamp 101-50-20 - General Fund,Recreation,Recreation- Admin 8,078 (77) - - - Account: 46522 5 - Enrichment Programs 101-50-20 - General Fund,Recreation,Recreation- Admin (193) - - 12,000 13,000 Account: 46522 6 - Fairmount Daycamp 101-50-20 - General Fund,Recreation,Recreation- Admin 57,178 69,038 60,000 75,000 77,500 Account: 46522 7 - Excursions Daycamp 101-50-20 - General Fund,Recreation,Recreation- Admin 580 - 1,200 - - Account: 46522 8 - Pee Wee Daycamp 101-50-20 - General Fund,Recreation,Recreation- - - - - ---PAGE BREAK--- 304 Admin 3 Account: 48120 - Contributions & Donations 101-50-20 - General Fund,Recreation,Recreation- Admin - - - - - Account: 48990 - Other Misc Revenue 101-50-20 - General Fund,Recreation,Recreation- Admin (60,420) (2,987) - - - Revenue Totals $1,453,000 $1,516,386 $1,721,200 $1,724,708 $1,776,965 Expenditures Account: 51110 - Regular Salaries & Wages 101-50-20 - General Fund,Recreation,Recreation- Admin $422,507 $372,695 $412,143 $420,115 $427,163 Account: 51120 - Part-Time Salaries & Wage 101-50-20 - General Fund,Recreation,Recreation- Admin 462,188 485,093 503,000 479,400 488,988 Account: 51140 - Overtime Pay 101-50-20 - General Fund,Recreation,Recreation- Admin 3,381 5,213 4,400 4,488 4,578 Account: 51142 - StraightOT 101-50-20 - General Fund,Recreation,Recreation- Admin 515 248 - - - Account: 51150 - Special Pay 101-50-20 - General Fund,Recreation,Recreation- Admin 5,522 4,346 4,600 4,000 4,000 Account: 51200 - PARS Contribution 101-50-20 - General Fund,Recreation,Recreation- Admin 4,590 4,671 4,839 6,232 6,357 Account: 51210 - PERS Contributions 101-50-20 - General Fund,Recreation,Recreation- Admin 158,984 142,792 145,366 92,885 106,861 Account: 51220 - FICA/Medicare 101-50-20 - General Fund,Recreation,Recreation- Admin 49,168 46,385 47,938 38,253 38,968 Account: 51230 - Medical & Dental Benefits 101-50-20 - General Fund,Recreation,Recreation- Admin 112,648 103,810 128,971 131,646 140,471 Account: 51235 - Life & LTD Insurance 101-50-20 - General Fund,Recreation,Recreation- Admin - - 4,781 4,302 4,374 Account: 51237 - Allowances & Other Benefits 101-50-20 - General Fund,Recreation,Recreation- Admin - - 3,900 4,500 4,500 Account: 51240 - Workers Compensation Premiums 101-50-20 - General Fund,Recreation,Recreation- Admin 20,609 28,442 26,620 22,732 23,414 Account: 51990 - Salary Savings 101-50-20 - General Fund,Recreation,Recreation- Admin - (8,190) (70,851) (61,343) (64,420) Account: 52110 - Collect & Admin Services 101-50-20 - General Fund,Recreation,Recreation- Admin - 1,540 - - - Account: 52190 - Miscellaneous Prof Svcs 101-50-20 - General Fund,Recreation,Recreation- Admin - 220 500 500 500 Account: 52250 - Instructor Services 101-50-20 - General Fund,Recreation,Recreation- Admin 3,418 - 1,000 1,000 1,000 Account: 53110 - Utilities 101-50-20 - General Fund,Recreation,Recreation- Admin 8,970 8,577 9,000 9,000 9,500 Account: 53230 - Building Maint Services 101-50-20 - General Fund,Recreation,Recreation- Admin 209 460 - - - ---PAGE BREAK--- 305 Account: 53250 - Vehicle & Equip Maint Svc 101-50-20 - General Fund,Recreation,Recreation- Admin 4,282 4,445 5,000 3,000 3,000 Account: 53990 - Other Property Services 101-50-20 - General Fund,Recreation,Recreation- Admin 694 678 1,100 1,100 1,100 Account: 54210 - Telephone Expenses 101-50-20 - General Fund,Recreation,Recreation- Admin 1,240 858 1,400 1,000 1,000 Account: 54220 - Mobile/Wireless Expenses 101-50-20 - General Fund,Recreation,Recreation- Admin 2,059 1,604 1,500 1,800 1,800 Account: 54310 - Legal Notices & Advertise 101-50-20 - General Fund,Recreation,Recreation- Admin - 423 1,000 1,200 1,200 Account: 54610 - Travel & Training 101-50-20 - General Fund,Recreation,Recreation- Admin 85 1,994 4,500 4,500 4,500 Account: 54910 - Dues & Subscriptions 101-50-20 - General Fund,Recreation,Recreation- Admin 447 899 1,000 1,200 1,200 Account: 54920 - Events & Field Trips 101-50-20 - General Fund,Recreation,Recreation- Admin 16,589 20,051 16,000 23,000 23,000 Account: 54990 - Other Administrative Svcs 101-50-20 - General Fund,Recreation,Recreation- Admin - 199 - - - Account: 55110 - General Office Supplies 101-50-20 - General Fund,Recreation,Recreation- Admin 1,436 1,587 2,000 1,600 2,000 Account: 55120 - Postage & Delivery 101-50-20 - General Fund,Recreation,Recreation- Admin 643 1,072 1,000 1,000 1,000 Account: 55130 - Photocopying Charges 101-50-20 - General Fund,Recreation,Recreation- Admin 1,182 1,333 1,500 1,500 1,500 Account: 55210 - Fuel 101-50-20 - General Fund,Recreation,Recreation- Admin 2,337 1,939 2,500 2,500 2,500 Account: 55290 - Other Operating Supplies 101-50-20 - General Fund,Recreation,Recreation- Admin 39,569 43,303 40,000 32,000 37,000 Account: 55520 - Building Supplies 101-50-20 - General Fund,Recreation,Recreation- Admin 3,019 2,902 - - - Account: 56410 - Office Equipment <10K 101-50-20 - General Fund,Recreation,Recreation- Admin 128 - - - - Account: 56710 - Other Equipment <10K 101-50-20 - General Fund,Recreation,Recreation- Admin - 3,873 5,000 3,000 4,000 Expenditure Grand Totals: $1,326,419 $1,283,461 $1,309,707 $1,236,110 $1,281,054 ---PAGE BREAK--- 306 Recreation - Custodial Services Division FY 2011-12 Actual FY 2012-13 Actual FY2013-14 Amended FY2014-15 Proposed FY2015-16 Proposed Account: 51110 - Regular Salaries & Wages 101-50-70 - General Fund,Recreation,Recreation- Custodial Services $149,648 $151,440 $154,130 203-50-70 - Land & Light Assess Distr,Recreation,Recreation-Custodial Services 56,180 57,303 58,450 501-50-70 - Integrated Waste Mgmt,Recreation,Recreation-Custodial Services 18,901 19,279 19,665 Account 51110 Totals: 224,729 228,022 232,245 Account: 51120 - Part-Time Salaries & Wage 101-50-70 - General Fund,Recreation,Recreation- Custodial Services 50,000 63,240 64,505 Account: 51150 - Special Pay 101-50-70 - General Fund,Recreation,Recreation- Custodial Services 250 203-50-70 - Land & Light Assess Distr,Recreation,Recreation-Custodial Services 1,000 1,000 1,000 Account 51150 Totals: 1,250 1,000 1,000 Account: 51200 - PARS Contribution 101-50-70 - General Fund,Recreation,Recreation- Custodial Services 650 822 839 Account: 51210 - PERS Contributions 101-50-70 - General Fund,Recreation,Recreation- Custodial Services 39,717 33,120 38,147 203-50-70 - Land & Light Assess Distr,Recreation,Recreation-Custodial Services 15,238 12,751 14,714 501-50-70 - Integrated Waste Mgmt,Recreation,Recreation-Custodial Services 5,039 4,216 4,867 Account 51210 Totals: 59,994 50,087 57,728 Account: 51220 - FICA/Medicare 101-50-70 - General Fund,Recreation,Recreation- Custodial Services 12,267 12,577 12,801 203-50-70 - Land & Light Assess Distr,Recreation,Recreation-Custodial Services 4,374 4,460 4,548 501-50-70 - Integrated Waste Mgmt,Recreation,Recreation-Custodial Services 1,446 1,475 1,504 Account 51220 Totals: 18,087 18,512 18,853 Account: 51230 - Medical & Dental Benefits 101-50-70 - General Fund,Recreation,Recreation- Custodial Services 81,137 79,574 84,950 203-50-70 - Land & Light Assess Distr,Recreation,Recreation-Custodial Services 27,036 27,300 29,145 501-50-70 - Integrated Waste Mgmt,Recreation,Recreation-Custodial Services 10,821 10,925 11,663 Account 51230 Totals: 118,994 117,799 125,758 Account: 51235 - Life & LTD Insurance 101-50-70 - General Fund,Recreation,Recreation- Custodial Services 1,736 1,551 1,578 203-50-70 - Land & Light Assess Distr,Recreation,Recreation-Custodial Services 652 587 599 501-50-70 - Integrated Waste Mgmt,Recreation,Recreation-Custodial Services 219 197 201 Account 51235 Totals: 2,607 2,335 2,378 Account: 51237 - Allowances & Other Benefits 101-50-70 - General Fund,Recreation,Recreation- Custodial Services 975 975 975 Account: 51240 - Workers Compensation Premiums 101-50-70 - General Fund,Recreation,Recreation- Custodial Services 11,646 9,945 10,244 ---PAGE BREAK--- 307 203-50-70 - Land & Light Assess Distr,Recreation,Recreation-Custodial Services 4,425 3,779 3,893 501-50-70 - Integrated Waste Mgmt,Recreation,Recreation-Custodial Services 1,398 1,193 1,229 Account 51240 Totals: 17,469 14,917 15,366 Account: 51990 - Salary Savings 101-50-70 - General Fund,Recreation,Recreation- Custodial Services -2,099 203-50-70 - Land & Light Assess Distr,Recreation,Recreation-Custodial Services -648 501-50-70 - Integrated Waste Mgmt,Recreation,Recreation-Custodial Services -218 Account 51990 Totals: -2,965 Account: 53230 - Building Maint Services 203-50-70 - Land & Light Assess Distr,Recreation,Recreation-Custodial Services 30,000 Account: 54610 - Travel & Training 101-50-70 - General Fund,Recreation,Recreation- Custodial Services 1,500 2,000 1,500 Account: 55240 - Clothing & Uniform Supply 101-50-70 - General Fund,Recreation,Recreation- Custodial Services 1,500 1,500 Account: 55520 - Building Supplies 101-50-70 - General Fund,Recreation,Recreation- Custodial Services 17,500 24,000 24,000 501-50-70 - Integrated Waste Mgmt,Recreation,Recreation-Custodial Services 2,500 2,500 2,500 Account 55520 Totals: 20,000 26,500 26,500 Expenditure Grand Totals: $543,290 $527,709 $549,147 Recreation - Senior Services Division FY 2011-12 Actual FY 2012-13 Actual FY2013-14 Amended FY2014-15 Proposed FY2015-16 Proposed Revenue Account: 40320 - Measure J-Paratransit 204-50-40 - Measure J-Return to Source Fund,Recreation,Recreation-Senior Svcs $99,421 $104,371 $124,467 214-50-40 - Measure J-Paratransit Fund,Recreation,Recreation-Senior Svcs 132,552 132,552 Account 40320 Totals: 99,421 104,371 124,467 132,552 132,552 Account: 44220 - Rentals-Facilities 101-50-40 - General Fund,Recreation,Recreation- Senior Svcs 1,071 564 3,000 1,200 1,300 Account: 46520 - Program Fees 101-50-40 - General Fund,Recreation,Recreation- Senior Svcs 35,378 29,999 40,000 42,000 44,000 Account: 46532 - Excursions/Trips 101-50-40 - General Fund,Recreation,Recreation- Senior Svcs 28,785 30,316 30,000 35,000 36,000 Account: 46532 1 - Fare Box Revenue 204-50-40 - Measure J-Return to Source Fund,Recreation,Recreation-Senior Svcs 6,557 11,183 10,000 214-50-40 - Measure J-Paratransit Fund,Recreation,Recreation-Senior Svcs 10,000 10,000 Account 46532 1 Totals: 6,557 11,183 10,000 10,000 10,000 Account: 46532 2 - Nutrion Rides ---PAGE BREAK--- 308 204-50-40 - Measure J-Return to Source Fund,Recreation,Recreation-Senior Svcs 1,546 2,370 2,500 214-50-40 - Measure J-Paratransit Fund,Recreation,Recreation-Senior Svcs 3,500 3,500 Account 46532 2 Totals: 1,546 2,370 2,500 3,500 3,500 Account: 46532 3 - El Cerrito Rides 204-50-40 - Measure J-Return to Source Fund,Recreation,Recreation-Senior Svcs 2,512 Account: 46544 - Trash Bag Progrm 101-50-40 - General Fund,Recreation,Recreation- Senior Svcs 208 72 612 200 200 Account: 48120 - Contributions & Donations 101-50-40 - General Fund,Recreation,Recreation- Senior Svcs 115,410 15,072 30,000 25,000 26,000 Account: 48122 - Lunch Donations 101-50-40 - General Fund,Recreation,Recreation- Senior Svcs 12,791 15,475 16,000 16,500 17,500 Account: 48990 - Other Misc Revenue 101-50-40 - General Fund,Recreation,Recreation- Senior Svcs 6,445 13,689 10,000 14,000 15,500 Account: 49990 204 - Operating Xfer In-Meas J Return to Source 101-50-40 - General Fund,Recreation,Recreation- Senior Svcs 28,537 29,393 Account: 49991 204 - Indirect Xfer In-MEAS J 101-50-40 - General Fund,Recreation,Recreation- Senior Svcs 30,275 Account: 49991 214 - Indirect Xfer In-Paratransit 101-50-40 - General Fund,Recreation,Recreation- Senior Svcs 31,486 32,430 Revenue Totals $338,660 $252,504 $296,854 $311,438 $318,982 Expenditures Account: 51110 - Regular Salaries & Wages 101-50-40 - General Fund,Recreation,Recreation- Senior Svcs $156,414 $113,187 $97,802 $96,154 $97,061 204-50-40 - Measure J-Return to Source Fund,Recreation,Recreation-Senior Svcs 2,493 3,291 Account 51110 Totals: 158,908 116,478 97,802 96,154 97,061 Account: 51120 - Part-Time Salaries & Wage 101-50-40 - General Fund,Recreation,Recreation- Senior Svcs 85,522 72,208 28,113 40,800 41,616 204-50-40 - Measure J-Return to Source Fund,Recreation,Recreation-Senior Svcs 55,507 53,319 61,634 214-50-40 - Measure J-Paratransit Fund,Recreation,Recreation-Senior Svcs 50,899 51,917 Account 51120 Totals: 141,029 125,528 89,747 91,699 93,533 Account: 51140 - Overtime Pay 101-50-40 - General Fund,Recreation,Recreation- Senior Svcs 1,401 1,539 1,400 1,428 1,457 204-50-40 - Measure J-Return to Source Fund,Recreation,Recreation-Senior Svcs 451 51 200 214-50-40 - Measure J-Paratransit Fund,Recreation,Recreation-Senior Svcs 204 208 Account 51140 Totals: 1,853 1,590 1,600 1,632 1,665 Account: 51150 - Special Pay 101-50-40 - General Fund,Recreation,Recreation- Senior Svcs 1,600 600 1,350 Account: 51200 - PARS Contribution 101-50-40 - General Fund,Recreation,Recreation- Senior Svcs 98 137 214 376 384 204-50-40 - Measure J-Return to Source Fund,Recreation,Recreation-Senior Svcs 354 375 347 214-50-40 - Measure J-Paratransit Fund,Recreation,Recreation-Senior Svcs 199 203 Account 51200 Totals: 451 512 561 575 587 ---PAGE BREAK--- 309 Account: 51210 - PERS Contributions 101-50-40 - General Fund,Recreation,Recreation- Senior Svcs 62,362 46,176 28,872 23,755 27,167 204-50-40 - Measure J-Return to Source Fund,Recreation,Recreation-Senior Svcs 5,779 5,254 9,238 214-50-40 - Measure J-Paratransit Fund,Recreation,Recreation-Senior Svcs 7,785 8,987 Account 51210 Totals: 68,141 51,431 38,110 31,540 36,154 Account: 51220 - FICA/Medicare 101-50-40 - General Fund,Recreation,Recreation- Senior Svcs 18,465 14,029 9,045 9,062 9,160 204-50-40 - Measure J-Return to Source Fund,Recreation,Recreation-Senior Svcs 2,578 2,447 3,074 214-50-40 - Measure J-Paratransit Fund,Recreation,Recreation-Senior Svcs 2,961 3,020 Account 51220 Totals: 21,042 16,476 12,119 12,023 12,180 Account: 51230 - Medical & Dental Benefits 101-50-40 - General Fund,Recreation,Recreation- Senior Svcs 39,153 61,667 32,434 25,705 27,444 Account: 51235 - Life & LTD Insurance 101-50-40 - General Fund,Recreation,Recreation- Senior Svcs 1,135 985 994 Account: 51237 - Allowances & Other Benefits 101-50-40 - General Fund,Recreation,Recreation- Senior Svcs 2,925 3,525 3,525 Account: 51240 - Workers Compensation Premiums 101-50-40 - General Fund,Recreation,Recreation- Senior Svcs 6,870 9,481 10,814 9,235 9,512 204-50-40 - Measure J-Return to Source Fund,Recreation,Recreation-Senior Svcs 1,145 1,580 4,991 214-50-40 - Measure J-Paratransit Fund,Recreation,Recreation-Senior Svcs 4,262 4,390 Account 51240 Totals: 8,015 11,061 15,805 13,497 13,902 Account: 51990 - Salary Savings 101-50-40 - General Fund,Recreation,Recreation- Senior Svcs -4,104 -1,090 204-50-40 - Measure J-Return to Source Fund,Recreation,Recreation-Senior Svcs -913 Account 51990 Totals: -4,104 -2,003 Account: 52190 - Miscellaneous Prof Svcs 101-50-40 - General Fund,Recreation,Recreation- Senior Svcs 75 1,500 1,500 1,500 Account: 52250 - Instructor Services 101-50-40 - General Fund,Recreation,Recreation- Senior Svcs 19,702 23,428 18,000 26,000 26,000 Account: 53110 - Utilities 101-50-40 - General Fund,Recreation,Recreation- Senior Svcs 7,740 8,043 9,000 9,000 9,000 Account: 53230 - Building Maint Services 101-50-40 - General Fund,Recreation,Recreation- Senior Svcs 4,030 4,523 5,000 5,000 5,000 Account: 53240 - Landscape/Park Maint Svcs 101-50-40 - General Fund,Recreation,Recreation- Senior Svcs 38 Account: 53250 - Vehicle & Equip Maint Svc 101-50-40 - General Fund,Recreation,Recreation- Senior Svcs 2,854 14 1,500 1,000 1,000 204-50-40 - Measure J-Return to Source Fund,Recreation,Recreation-Senior Svcs 6,502 13,587 14,200 214-50-40 - Measure J-Paratransit Fund,Recreation,Recreation-Senior Svcs 14,000 14,200 ---PAGE BREAK--- 310 Account 53250 Totals: 9,356 13,602 15,700 15,000 15,200 Account: 53290 - Miscellaneous R&M Svcs 101-50-40 - General Fund,Recreation,Recreation- Senior Svcs 500 500 500 Account: 53990 - Other Property Services 101-50-40 - General Fund,Recreation,Recreation- Senior Svcs 211 207 200 600 600 Account: 54210 - Telephone Expenses 101-50-40 - General Fund,Recreation,Recreation- Senior Svcs 1,685 784 1,600 1,000 1,600 Account: 54220 - Mobile/Wireless Expenses 101-50-40 - General Fund,Recreation,Recreation- Senior Svcs 2,090 2,141 2,500 2,500 2,500 Account: 54410 - Printing & Binding 101-50-40 - General Fund,Recreation,Recreation- Senior Svcs 4,655 4,788 5,000 5,000 5,000 Account: 54610 - Travel & Training 101-50-40 - General Fund,Recreation,Recreation- Senior Svcs 2,000 2,000 2,000 Account: 54910 - Dues & Subscriptions 101-50-40 - General Fund,Recreation,Recreation- Senior Svcs 204 181 500 500 500 Account: 54920 - Events & Field Trips 101-50-40 - General Fund,Recreation,Recreation- Senior Svcs 19,506 12,248 15,000 18,500 19,000 204-50-40 - Measure J-Return to Source Fund,Recreation,Recreation-Senior Svcs 276 1,020 214-50-40 - Measure J-Paratransit Fund,Recreation,Recreation-Senior Svcs 1,020 1,020 Account 54920 Totals: 19,506 12,524 16,020 19,520 20,020 Account: 55110 - General Office Supplies 101-50-40 - General Fund,Recreation,Recreation- Senior Svcs 2,275 802 2,000 2,000 2,000 204-50-40 - Measure J-Return to Source Fund,Recreation,Recreation-Senior Svcs 1,084 500 214-50-40 - Measure J-Paratransit Fund,Recreation,Recreation-Senior Svcs 500 500 Account 55110 Totals: 2,275 1,886 2,500 2,500 2,500 Account: 55120 - Postage & Delivery 101-50-40 - General Fund,Recreation,Recreation- Senior Svcs 7,655 6,245 8,000 7,000 7,000 Account: 55130 - Photocopying Charges 101-50-40 - General Fund,Recreation,Recreation- Senior Svcs 1,113 950 1,000 1,000 1,000 Account: 55210 - Fuel 101-50-40 - General Fund,Recreation,Recreation- Senior Svcs 2,182 1,939 2,000 2,000 2,000 204-50-40 - Measure J-Return to Source Fund,Recreation,Recreation-Senior Svcs 9,727 10,321 10,000 214-50-40 - Measure J-Paratransit Fund,Recreation,Recreation-Senior Svcs 10,000 10,000 Account 55210 Totals: 11,909 12,261 12,000 12,000 12,000 Account: 55240 - Clothing & Uniform Supply 101-50-40 - General Fund,Recreation,Recreation- Senior Svcs 800 500 500 Account: 55250 - Vehicle & Equip Supplies 101-50-40 - General Fund,Recreation,Recreation- Senior Svcs 11 500 500 500 Account: 55290 - Other Operating Supplies 101-50-40 - General Fund,Recreation,Recreation- Senior Svcs 9,074 5,577 8,500 7,000 7,000 204-50-40 - Measure J-Return to Source Fund,Recreation,Recreation-Senior Svcs 1,320 894 2,200 214-50-40 - Measure J-Paratransit 4,000 2,200 ---PAGE BREAK--- 311 Fund,Recreation,Recreation-Senior Svcs Account 55290 Totals: 10,394 6,472 10,700 11,000 9,200 Account: 55520 - Building Supplies 101-50-40 - General Fund,Recreation,Recreation- Senior Svcs 4,790 3,311 Account: 56410 - Office Equipment <10K 101-50-40 - General Fund,Recreation,Recreation- Senior Svcs 186 105 1,500 1,500 Account: 56710 - Other Equipment <10K 101-50-40 - General Fund,Recreation,Recreation- Senior Svcs 2,000 2,000 2,000 Account: 58250 - Cash Over/Short 101-50-40 - General Fund,Recreation,Recreation- Senior Svcs 11 -13 Account: 58920 - Bank & Credit Card Fees 101-50-40 - General Fund,Recreation,Recreation- Senior Svcs 369 28 600 600 600 Account: 59990 101 - Operating Xfer Out-GEN 204-50-40 - Measure J-Return to Source Fund,Recreation,Recreation-Senior Svcs 28,537 29,393 Account: 59991 101 - Indirect Xfer-GEN 204-50-40 - Measure J-Return to Source Fund,Recreation,Recreation-Senior Svcs 30,275 214-50-40 - Measure J-Paratransit Fund,Recreation,Recreation-Senior Svcs 31,486 32,430 Account 59991 101 Totals: 30,275 31,486 32,430 Expenditure Grand Totals: $576,695 $512,933 $437,180 $435,041 $445,695 Recreation - Youth Services Division FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Revenue Account: 46520 - Program Fees 101-50-60 - General Fund,Recreation,Recreation- Youth Services -$110 Account: 46520 1 - Mosaic Program 101-50-60 - General Fund,Recreation,Recreation- Youth Services $18,000 $5,180 $20,000 Account: 46520 2 - Ravencliff 101-50-60 - General Fund,Recreation,Recreation- Youth Services 50,060 37,799 52,000 42,000 44,000 Account: 46531 - General Activities 101-50-60 - General Fund,Recreation,Recreation- Youth Services 156,776 149,188 180,000 190,000 196,000 Account: 46532 - Excursions/Trips 101-50-60 - General Fund,Recreation,Recreation- Youth Services -1,834 1,000 1,000 Account: 46533 - Special Programs 101-50-60 - General Fund,Recreation,Recreation- Youth Services 104,988 138,227 115,000 164,000 170,000 Account: 46534 - Sports Programs 101-50-60 - General Fund,Recreation,Recreation- Youth Services 125,256 118,288 135,000 145,000 150,000 Account: 46535 - Resident Camp Program ---PAGE BREAK--- 312 101-50-60 - General Fund,Recreation,Recreation- Youth Services Account: 46540 - Miscellaneous Program Fee 101-50-60 - General Fund,Recreation,Recreation- Youth Services 125,068 129,470 Account: 48120 - Contributions & Donations 101-50-60 - General Fund,Recreation,Recreation- Youth Services 7,465 15,357 18,000 18,000 19,000 Account: 48121 - Fundraisers 101-50-60 - General Fund,Recreation,Recreation- Youth Services 2,328 1,514 2,500 2,500 2,500 Account: 48990 - Other Misc Revenue 101-50-60 - General Fund,Recreation,Recreation- Youth Services 3,287 Revenue Totals $588,107 $598,199 $523,500 $561,500 $582,500 Expenditures Account: 51110 - Regular Salaries & Wages 101-50-60 - General Fund,Recreation,Recreation- Youth Services $114,949 $124,493 $66,237 $63,957 $64,221 Account: 51120 - Part-Time Salaries & Wage 101-50-60 - General Fund,Recreation,Recreation- Youth Services 82,964 78,117 34,000 56,100 57,222 Account: 51140 - Overtime Pay 101-50-60 - General Fund,Recreation,Recreation- Youth Services 347 500 510 520 Account: 51150 - Special Pay 101-50-60 - General Fund,Recreation,Recreation- Youth Services 2,100 1,600 Account: 51200 - PARS Contribution 101-50-60 - General Fund,Recreation,Recreation- Youth Services 222 214 442 729 744 Account: 51210 - PERS Contributions 101-50-60 - General Fund,Recreation,Recreation- Youth Services 35,260 32,572 17,031 13,987 15,895 Account: 51220 - FICA/Medicare 101-50-60 - General Fund,Recreation,Recreation- Youth Services 12,347 11,643 6,310 6,463 6,535 Account: 51230 - Medical & Dental Benefits 101-50-60 - General Fund,Recreation,Recreation- Youth Services 30,013 31,832 12,658 12,752 13,585 Account: 51235 - Life & LTD Insurance 101-50-60 - General Fund,Recreation,Recreation- Youth Services 768 655 658 Account: 51237 - Allowances & Other Benefits 101-50-60 - General Fund,Recreation,Recreation- Youth Services 2,925 2,925 2,925 Account: 51240 - Workers Compensation Premiums 101-50-60 - General Fund,Recreation,Recreation- Youth Services 5,610 9,323 3,327 2,842 2,927 Account: 51990 - Salary Savings 101-50-60 - General Fund,Recreation,Recreation- Youth Services -73 -541 Account: 52190 - Miscellaneous Prof Svcs 101-50-60 - General Fund,Recreation,Recreation- Youth Services 345 500 500 500 Account: 52250 - Instructor Services 101-50-60 - General Fund,Recreation,Recreation- Youth Services 207,752 199,066 210,000 210,000 222,000 Account: 53230 - Building Maint Services 101-50-60 - General Fund,Recreation,Recreation- Youth Services 95 Account: 53250 - Vehicle & Equip Maint Svc 101-50-60 - General Fund,Recreation,Recreation- Youth Services 2,847 1,000 1,000 1,000 ---PAGE BREAK--- 313 Account: 54210 - Telephone Expenses 101-50-60 - General Fund,Recreation,Recreation- Youth Services 2,751 1,985 2,600 2,000 2,600 Account: 54220 - Mobile/Wireless Expenses 101-50-60 - General Fund,Recreation,Recreation- Youth Services 1,168 600 1,000 1,000 1,000 Account: 54310 - Legal Notices & Advertise 101-50-60 - General Fund,Recreation,Recreation- Youth Services 1,340 968 2,000 2,500 2,500 Account: 54610 - Travel & Training 101-50-60 - General Fund,Recreation,Recreation- Youth Services 853 1,000 1,000 1,000 Account: 54910 - Dues & Subscriptions 101-50-60 - General Fund,Recreation,Recreation- Youth Services 170 300 300 300 Account: 54920 - Events & Field Trips 101-50-60 - General Fund,Recreation,Recreation- Youth Services 17,793 17,495 18,000 20,000 22,000 Account: 55110 - General Office Supplies 101-50-60 - General Fund,Recreation,Recreation- Youth Services 91 500 500 500 Account: 55120 - Postage & Delivery 101-50-60 - General Fund,Recreation,Recreation- Youth Services 3,042 85 500 500 500 Account: 55130 - Photocopying Charges 101-50-60 - General Fund,Recreation,Recreation- Youth Services 1,445 1,578 1,500 1,700 1,700 Account: 55210 - Fuel 101-50-60 - General Fund,Recreation,Recreation- Youth Services 2,656 2,174 2,200 2,200 2,200 Account: 55290 - Other Operating Supplies 101-50-60 - General Fund,Recreation,Recreation- Youth Services 16,139 18,258 14,000 14,000 14,000 Account: 55520 - Building Supplies 101-50-60 - General Fund,Recreation,Recreation- Youth Services 2,451 2,901 Account: 56710 - Other Equipment <10K 101-50-60 - General Fund,Recreation,Recreation- Youth Services 1,000 1,000 4,000 2,000 Expenditure Grand Totals: $543,289 $537,295 $399,757 $422,120 $439,032