Document elcerrito_gov_doc_4840100dec

FISCAL YEAR 2013-14 PROPOSED BUDGET FOR THE FISCAL YEAR ENDING JUNE 30, 2014 CITY OF EL CERRITO EMPLOYEES PENSION BOARD PUBLIC FINANCING AUTHORITY CITY COUNCIL Mayor Gregory B. Lyman Mayor Pro Tem Janet Abelson Councilmember Rebecca Benassini Councilmember Jan Bridges Councilmember Mark Friedman 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 Acting 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 FISCAL YEAR 2013-14 BUDGET TABLE OF CONTENTS City Manager’s Transmittal Letter 1 Fiscal Year 2012-13 Accomplishments 3 Proposed Budget FY 2013-14 Overview 5 Capital Improvement Program Overview 9 Budget Guide 11 Section 1: Budget Overview 15 El Cerrito Profile 15 Organizational Overview 16 Strategic Plan 17 Budget Process 22 Section 2: Financial Overview 27 Citywide Revenues 27 Citywide Expenditures 32 Fund Balance 36 General Fund Overview 37 Major Operating Funds 42 Forecasts 42 Other Funds 52 Ten-Year Plans 53 Section 3: City Management 57 City Management Overview 57 City Management Budget Summary 59 City Council 60 City Council Budget Summary 60 City Attorney 61 City Attorney Budget Summary 61 City Manager 62 City Clerk 64 Human Resources Division 66 Information Systems Division 68 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 89 Section 6: Fire Department 91 Department Overview 91 Fire Department Budget 98 Section 7: Police 99 Department Overview 99 Police Department Budget Summary 104 Police Administrative & Support Services Division 106 Police Field Operations Division 107 Police Special Operations / Investigations Division 108 Section 8: Public Works Department 109 Department Overview 109 Public Works Department Budget Summary 115 Engineering Division 118 Operations and Environmental Services Division 122 Section 9: Recreation Department 127 Department Overview 127 Recreation Department Budget Summary 132 ---PAGE BREAK--- vi Recreation Administration 134 Youth & Adult/Community Services Divisions 135 Childcare Administration Division 138 Aquatics Division 140 Senior Services Division 143 Citywide Custodial Division 146 Section 10: Successor Agency 147 Introduction 147 Successor Agency Finances 148 Obligations 149 Administrative Budget 153 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 211 Revenue Bonds 211 Capital Lease Obligations 213 Section 14: Appendices and Statistics 217 Appendix 1 Glossary of Budget Terms 219 Appendix 2 Demographic Profile 227 Appendix 3 Employee Benefit Schedule 231 Appendix 4 Financial Policies 233 Summary of Significant Accounting and Financial Policies 233 Appendix 5 Boards and Commissions 248 Appendix 6 Department Line Item Budgets 253 ---PAGE BREAK--- 1 CITY MANAGER’S TRANSMITTAL LETTER June 4, 2013 Honorable Mayor and Council Members: Each spring staff comes before you to present the proposed budget for the next fiscal year; a document that describes our financial position as well as the program of services and activities the City provides to its residents and businesses. Unfortunately, for most cities, recent budgets have emphasized State takeaways, a struggling economy, a real estate crash, pension reform and the loss of redevelopment. Make no mistake; these unhappy topics seemed to dominate much of El Cerrito’s focus over the past few years. However, because of the commitment and dedication of our staff, the leadership of the City Council and the trust of our community, we have managed to not only maintain our quality and breadth of services but do more each year. Although in reality, the City continues to face significant financial challenges posed by the loss of redevelopment and subsequent battles with the State, property tax revenues that lag well behind the current strong market conditions, a limited sales tax base (reduced dramatically next fiscal year due to a one-time “true up”, related to property tax collections), and very large and increasing pension and medical costs for our employees, the City must remain dedicated to its mission and look to the future. Although we must describe these challenges, this letter and the budget book attempts to focus on our accomplishments and the positive future we have as a City and not dwell on our challenges and risks. While the City Council was focused on the Strategic Plan and the future, staff has been looking inward on how to go forward in spite of these constant budget challenges not by sheltering in place or feeling sorry for ourselves but facing the brutal facts, understanding our mission, being more efficient and creative and reorganizing ourselves to continue to provide the exemplary services our community expects. To that end, we have reorganized a number of our operating departments, re-evaluated staffing levels and where appropriate eliminated certain positions, created a few new positions and held other positions vacant until such time they could be responsibly filled. As has been discussed in the recent past, El Cerrito is a City in transition. While respecting our past and building on recent success it is a time to look to the future. To that end, the City Council embarked on a process in 2011 that began with the development of a Mission Statement and recently resulted in the adoption of a Strategic Plan for the City – a Plan that lays out the Mission, Vision, Values and Strategies for the City over the coming years. That Plan provides the framework for this proposed 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. ---PAGE BREAK--- 2 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 The Goals of the plan are illustrated below: ---PAGE BREAK--- 3 FISCAL YEAR 2012-13 ACCOMPLISHMENTS During the last fiscal year and years prior, much has been accomplished and should be recognized. Many of our accomplishments go to the core services that make up almost the entire General Fund. Many of our recent accomplishments by Strategic Plan Goal Area follow: Deliver Exemplary Government Services • Numerous awards and recognitions, including:  Parent’s Press Magazine Best Spring Break Camp, Best Swimming Lessons, Best 4th of July in Contra Costa County  Award for Excellence in Financial Reporting, Operational Budgeting and Distinguished Budget  ABAG Growing Smarter Together Award and Sustainable Contra Costa Government Leadership Award for Recycling + Environmental Resource Center • Strengthened relationships with partners, including:  Implemented new Intern Program for El Cerrito High School Students in collaboration with the WCCUSD  Initiated coordinating meetings with BART to achieve TOD goals • Extensive community engagement and interaction  Managed over 70,000 transactions in Recreation Department  Launched and continued E-Newsletters with ~4,000 subscribers  Supported and directed numerous special events including July 4th Celebration, Annual Egg Hunt, Golf Tournament, Halloween Haunted House and Carnival, Bike to Work Day, Earth Day Cinema in The Park  Four Citywide newsletters including one budget-in brief special insert  9 community meetings on Strategic Plan (6 focus groups, 2 council meetings, Open House) as well as online forums to solicit community feedback  Currently, the City has over 800 followers on Twitter (“@cityofelcerrito”)  The Arts and Culture Commission-approved design proposal for 12 wind sculptures on San Pablo Ave (as of May 2013, five of the 12 have been installed.) • Implemented and maintained a busy Passport Acceptance Office • Implemented new technologies to increase efficiency and reduce costs, including:  Two virtual servers eliminating the need to purchase new servers and results in significant reduction in energy costs  Fingerprint readers and report writing software allowing police officers to prepare reports in their cars Achieve Long Term Financial Sustainability • Refinanced Storm Drain, Recycling Center, Equipment and Swim Center bonds & loans, resulting in substantial interest savings • Prevailed in the Successor Agency’s challenge of the State’s July True Up Payment Demand ($1.7M) • Upgraded the HR/Payroll software module and the implementation of position control and position budgeting • Completed Operations & Rate Review of East Bay Sanitary Company and executed extension of the Franchise Agreement resulting in greater revenues, increased solid waste services, and smaller rate increases ---PAGE BREAK--- 4 • Received the award for Excellence in Financial Reporting from the Governmental Finance Officers Association (GFOA) • Received the award for Excellence in Operational Budgeting from the California Society of Municipal Finance Officers and the Distinguished Budget Award from the GFOA • Issued Tax Revenue Anticipation Notes in response to cash shortfall • Improved fee based programs o Successfully recruited volunteers to teach fee-based classes o Expanded usable space and hours at Splash Park • Successfully applied for and implemented grant-funded projects and programs Deepen a Sense of Place and Community Identity • Worked to foster local small businesses o Expanded Annual Entrepreneur Training and Small Business Workshop series • Partnered to develop high-quality housing in City’s Priority Development Area (PDA) o Completed grant agreement for Ohlone Gardens Mixed Use Housing o Resolved property transfer issues for Eden Housing project and began entitlement process for 63-unit affordable housing project o Initiated pre-entitlement phase for catalyst Transit-Oriented Development at Mayfair site adjacent to del Norte o Participated in CCTA PDA Working group on development of a PDA Growth and Investment Strategy • Initiated development of citywide Urban Greening Plan o Launched Urban Greening Task Force and community engagement process • Began final phase of San Pablo Avenue Specific Plan o Secured funding to integrate San Pablo Avenue Complete Streets and Multimodal Capital Improvement Plan • Ongoing partnerships with community groups to improve and maintain the City’s open spaces Develop & Rehabilitate Public Facilities as Community Focal Points Unfortunately, this is an area in which we are lacking of late. After rebuilding our swim center and a new City Hall, there has been no identification of funding for new city facilities. In order to restart our efforts, staff has initiated a survey of residents on their opinions related to new facilities, including the public safety building, library, senior center and other recreational facilities in the City. This was a process similar to that which created our strategy to repair and replace our local streets. Ensure the Public’s Health & Safety  Received a Department of Homeland Security Assistance to Firefighter Grant in the amount of $2 million for the purchase of self-contained breathing apparatus  Trained three firefighters to the level of Rescue Systems II funded by a Department of Homeland Security grant  Completed a firefighter recruitment process and hired three new firefighters  Received Grant for the purchase and distribution of portable radios for all of the fire departments within Contra Costa County  Initiated social media forums such as Nixle and Twitter for information dissemination ---PAGE BREAK--- 5  Organized and held full department training in use of force and firearms for enhanced readiness  Facilitated the roll-out of East Bay Regional Communication System radios to all sworn personnel  K-9 Koda successfully passed his training and was deployed into the field  Successfully trained newly hired officers  Deployed the Incident Command Vehicle during several high-profile criminal events  Increased vacation home check program for our residents  Completed construction of the Arlington Boulevard Safe Routes to School Improvements Project  Began construction of the Potrero Avenue between E. 55th and E. 56th Streets Safety Improvements, Municipal Solar Procurement and Moeser & Ashbury Pedestrian and Bicycle Corridor Improvements Projects  Coordinated construction of BART’s Earthquake Safety Program and impacts on the Ohlone Greenway and City streets with City-sponsored projects  Began the development of Circulation Plan for Bicyclists and Pedestrian Update (to be known as the Active Transportation Plan) and the San Pablo Avenue Complete Streets Plan  Applied for and were awarded a federal Highway Safety Improvement Grant for the Arlington Boulevard Curve at Brewster Drive Improvement Project  As part of Measure A Street Improvement Program, designed the 2013 Street Improvement & Pavement Rehabilitation Projects to resurface various streets as well as install related improvements to curb, gutter, sidewalk, curb ramps, storm drain facilities and traffic striping Foster Environmental Sustainability Citywide  Conducted a citywide tree inventory and implemented new tree management software using a competitive grant secured last year from the US Forest Service and Cal Fire  Installed 46 Storm Drain Trash Capture Devices funded by a grant through the SF Estuary Partnership as required by the NPDES, Municipal Regional Permit (MRP)  Completed and adopted the Climate Action Plan  Completed a citywide solar procurement process  Marketed regional home energy efficiency program to El Cerrito residents and converted Swim and Community Center outdoor lighting to LED lamps  Selected as STAR Communities Pilot Program participant and initiated Citywide self- assessment  Coordinated new programs at Recycling and Environmental Resource Center that established the Center as a leader and regional model for municipal environmental activities and initiative  Implemented Mandatory Commercial Recycling Requirements per AB341 and documented 100% commercial and multi-family compliance with the law via participation in recycling collection programs PROPOSED BUDGET FY 2013-14 OVERVIEW The Fiscal Year 2013-14 Proposed Operating Budget provides funding for all City services 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 proposed to be in balance, there is not much of a working margin. A number of worthy projects, policies and programs have not been included due to a lack of funds. Our special funds are also at their limits and in some cases, running a temporary shortfall. These ---PAGE BREAK--- 6 funds, which could be used more for specific purposes are now used primarily to back fill services that the General Fund cannot support. A greater emphasis on these funds can be seen throughout this year’s budget book. The chart below provides an overview of the entire operating budget for next fiscal year: As you can see, the dedicated funds we have come to rely upon are projected to exceed $17.3 million. These funds have become an integral part of funding our programs and services and will be described on greater detail with projections beyond next fiscal year. In spite of our annual challenges, all services remain intact and continue to be provided at levels higher than in most other cities. In order to develop the budget, staff has utilized a diverse strategy, including but not limited to the following: • No reductions to current filled staff positions are proposed • 19 positions have been eliminated over time • 10 vacancies will remain • All collective bargaining agreements have been followed with no additional concessions from employees • Approximately $600,000 of economic development related expenses are offset by a prior grant from the Municipal Services Corporation • Overall salary savings of approximately $570,000 in Police due to recruitment and retention trends, reorganization and vacant records supervisor position • Significant portion of the salary savings (~$440,000) is equivalent to three officers in the Police Department based on current and likely future vacancies. Should the Department recruit and retain more officers than assumed in the projections, the budget may need to be modified to reflect the reduced salary savings and higher than anticipated headcount • 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) • Liability and property insurance cost increase of approximately $270,000—in the past the City budgeted a lower amount for insurance premiums based on expected refunds; the City has been informed it will not receive a refund this year FY 2014 Proposed Revenues FY 2014 Proposed Expenditures General Fund $28,479,079 $28,453,592 Special Funds Gas Tax Fund $1,150,336 $1,253,937 Landscape and Lighting $1,316,000 $1,314,327 Street Improvement Fund $2,517,000 $3,015,684 Federal, State and Local Grants $203,498 $914,783 Capital Improvements $3,160,245 $3,478,220 Integrated Waste Management $2,042,364 $2,174,295 Other Funds $4,566,838 $5,202,634 Total Special Funds $14,956,281 $17,353,880 Total All Funds $43,435,360 $45,807,472 *Adopted numbers include Transfer Ins and Transfer Outs ---PAGE BREAK--- 7 • Capital projects funded outside of the General Fund will progress as planned but no General Fund contributions are included for capital (except a small reimbursement for Recreation software) • Contract help in certain areas will continue or increase until revenues stabilize at a sustainable level • No use of unrestricted General Fund reserves An overview of the General Fund, including fund balances, is presented below. Of particular note, staff is projecting a balanced budget and reserves above the desired 10% level. Additionally, the budget as proposed would increase that number to 10.37% or just over $100,000 above the 10% threshold. In terms of General Fund Revenues, we anticipate a drop of over $300,000 from our projected revenues for the current fiscal year. This will be discussed in more detail in the Financial Overview section. With respect to expenses, we are projecting a decrease of around $600,000, mostly achieved through reductions in staffing, vacancies and salary savings. General Fund Summary Revenues + Expenditures FY 2012 Actuals FY 2013 Adopted FY 2013 Amended FY 2013 Projected Update 5/20/13 FY 2013-14 Proposed Beginning Restricted Balance $598,957 $598,957 $598,957 Beginning Unassigned Balance $6,434,405 $2,608,745 $2,608,745 $2,608,745 $2,909,552 Total Revenues $29,298,213 $29,192,110 $29,192,110 $29,396,433 $28,479,079 Total Expenses $32,524,916 $29,020,023 $29,090,923 $29,095,626 $28,453,592 Personnel $22,954,537 $22,182,379 Non-Personnel $6,141,089 $6,271,213 Annual Balance/Shortfall ($3,226,703) $172,087 $101,187 $300,807 $25,487 Transfer Restricted Fund Balance (MSC - Grants (221) ($598,957) Ending Fund Balance/Deficit $3,207,702 $3,379,789 $3,308,889 $2,909,552 $2,935,039 Ending Reserve Percent 9.86% 11.65% 11.37% 10.00% 10.32% FY 2013 Projected includes $598,957 transfer to Grant Fund General Fund Revenues FY 2012 Actuals FY 2013 Amended FY 2013 Projected FY 2014 Proposed Property Taxes $5,685,841 $6,038,300 $6,055,633 $6,322,213 Sales Taxes $3,449,617 $3,910,000 $3,932,521 $2,997,750 Utility Users Taxes $3,163,978 $3,500,000 $3,500,000 $3,605,000 Other Taxes $1,885,422 $1,904,900 $1,962,097 $2,121,900 Interim Sales Tax $1,564,811 $1,545,000 $1,545,000 $1,596,000 Total Taxes $15,749,670 $16,898,200 $16,995,251 $16,642,863 Fees for Services $9,936,538 $10,964,194 $10,649,515 $10,513,990 Interest, Transfers & Other Revenue $3,612,006 $1,329,716 $1,751,667 $1,322,226 Total Other Revenues $13,548,544 $12,293,910 $12,401,182 $11,836,216 Total Revenues $29,298,213 $29,192,110 $29,396,433 $28,479,079 ---PAGE BREAK--- 8 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 proposed budget due to limited funds. A few of the items considered but not funded include: • Development of a restricted reserve fund, primarily for one-time needs and not utilized for cash flow • An additional increase in general fund reserves • Development of a capital facilities reinvestment fund to identify funds for the repair and replacement of our aging facilities • An update of our library needs assessment and preliminary architectural services • Increased library hours • An update of our cost allocation model and fee study • Some additional financial support for our playfields and playgrounds • A Cost of Living Adjustment for management and unrepresented employees Personnel Our employees are the cornerstone to the success of the City. In spite of the economic turmoil of the last few years, the City has not yet laid off a single employee. However, many familiar faces have moved on. This fiscal year, 18 employees retired from city service, due largely to a two-year pension service credit purchase offer made by the City. At the time of the plan approval, staff projected an approximate $150,000 in savings for the current fiscal year. Staff now estimates the savings will exceed $300,000, which provided the flexibility to make certain staffing changes, eliminate some positions, keep other positions vacant and fill some positions with less costly employees. An overview is shown in the following table: General Fund Expenditures FY 2012 Actuals FY 2013 Amended FY 2013 Projected Budget Variance FY 2014 Proposed Personnel $22,619,755 $22,759,903 $22,954,537 ($194,634) $22,182,379 Non-Personnel Purchased Professional & Technical Services $2,185,665 $2,516,840 $2,441,335 $75,505 2,299,700 Property Services/Other Services $2,014,613 $2,102,130 $2,039,066 $63,064 2,143,382 Supplies $660,926 $650,850 $631,325 $19,526 640,150 Property & Capital $229,826 $252,500 $244,925 $7,575 238,500 Other Objects $102,395 $74,600 $50,339 $24,261 218,073 Transfers From Other Funds (Indirects) $761,737 $734,100 $734,100 $0 731,408 Total Non-Personnel $5,955,161 $6,331,020 $6,141,089 $189,931 $6,271,213 Total Expenditures before Land Xfer $28,574,916 $29,090,923 $29,095,626 1X Transfer of Land Held for Redevelopment $3,950,000 Total Expenditures $32,524,916 $29,090,923 $29,095,626 ($4,703) $28,453,592 ---PAGE BREAK--- 9 FY 2013-14 Approved Actual Vacant City Council 5 5 0 City Management 9 9 0 Finance Department 6 6 0 Community Development 13.5 12.5 1 Fire 37 33 4 Police 56.4 55.4 1 Public Works 23.8 20.8 3 Recreation 23 22 1 Total 173.7 163.7 10.0 In order to balance the budget this year, 19 previously approved positions are now proposed to be eliminated 10 of the remaining requested positions will remain vacant in FY 13-14 an approximately 10.4% reduction in actual staffing in five years. Only time will tell if this significantly reduced staffing can maintain all of the services historically provided without unrealistically overburdening the current employees while remaining competitive with their compensation. CAPITAL IMPROVEMENT PROGRAM OVERVIEW The CIP currently has 46 identified projects, including 17 active projects that are either in construction or undergoing planning/design. Current year appropriations total $5.6 million. Similar to recent years, the General Fund is making no significant contribution to the Capital Improvement Program. The largest projects (over $500,000) in the coming fiscal year include construction of the Ohlone Nature Area & Rain Gardens, Moeser Lane & Ashbury Avenue Pedestrian and Bicycle Corridors Improvements, Central Avenue and Liberty Street Streetscape Improvements, Ohlone Greenway Crossing Improvements Project and at least one, if not 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. The list below describes how the CIP relates to the City Council goals: Deliver exemplary government services • Develop projects by partnering with other agencies (BART, City of Richmond, Caltrans, Schools) • Hold community meetings and seek input from residents and businesses Achieve long-term financial sustainability • Use budget controls and value engineering processes • Regularly pursue opportunities for regional, state and federal grants Deepen a sense of place and community identity • Promote strong neighborhoods • Develop recreational and leisure opportunities for people of all ages and demographics CIP Projects: • Central & Liberty Streetscape (Construction) • Ohlone Natural Area & Rain Gardens (Bidding) ---PAGE BREAK--- 10 • Huber Park Improvements (Planning – secured grant) • Ohlone Wayfinding Signs (Planning – secured grant) • Ohlone Access, Safety and Place-making Improvements (Planning – recent OBAG grant application) Ensure the public’s health and safety • Planning, designing and constructing various projects CIP Projects: • Moeser & Ashbury Pedestrian/Bicycle Improvements (Construction) • Ohlone Major Street Crossing Improvements (Bidding) • Arlington Curve at Brewster Safety Improvements (Prelim Engineering – HSIP Grant) • Ohlone Access, Safety and Place-making Improvements Foster environmental sustainability citywide • Encourage pedestrian, bicycle and transit travel – most of the same projects listed under Goals D & E • Make municipal operations more resource efficient and environmentally friendly – Citywide Solar Project (Construction) * * * * * This past year the City of El Cerrito was honored with its third Government Finance Officers Association of USA/Canada (GFOA) Distinguished Budget Presentation award. This continued achievement is a goal of City Management, and staff is extremely proud to again receive this award that reflects a nationally recognized standard for budget documents prepared by local agencies. Additionally, the City has received the California Society of Municipal Finance Officers (CSMFO) Budget Award for the 8th year in a row. As you will see, this budget book reflects a fresh look, additional information and a reflection of the Strategic Plan. I would like to thank all of the Department Heads and Managers 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 and Sukari Beshears, our Human Resources Manager, 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. 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--- 11 BUDGET GUIDE The City of El Cerrito’s Fiscal Year 2013-14 Budget presents accurately and clearly the City’s projection of revenues and expenditures for the next fiscal year. 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 is the first to incorporate the City’s Strategic Plan as adopted in April 2013. The document will discuss the alignment of programs and services to the 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 2012-13 operating budget. This is the City’s seventh consecutive year of receipt of this award. GFOA Award The City of El Cerrito was honored with its third 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 organization 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. The FY 2013-14 budget for the MSC is approved separately by the Board of Directors and is therefore, not included in this document. ---PAGE BREAK--- 12 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 finalize the RDA’s commitments. 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 for the Agency is presented in this document. The events leading up to actions since the dissolution of the RDA are discussed in detail in this section. 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--- 13 In 2012-13 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 eighth year in a row that the City has received this award. ---PAGE BREAK--- 14 This is the third 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--- 15 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 23,440 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--- 16 ORGANIZATIONAL OVERVIEW The City has undergone a reorganization of several departments and divisions for FY 2013-14.. Chart 1-1 provides a graphical overview of the structure of City Government, including the changes to the organizational structure: 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 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 City Council 5.00 5.00 5.00 5.00 City Management T 9.80 9.80 9.80 9.00 Finance Department 6.00 6.00 6.00 6.00 Community Development 15.00 15.00 15.00 13.50 Police Department 56.55 56.55 56.55 56.40 Fire Department 37.00 37.00 37.00 37.00 Public Works Department 23.25 23.25 23.25 23.80 Recreation Department 24.00 24.00 24.00 23.00 Total 176.6 176.6 176.6 173.7 *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--- 17 Summary of Organizational Changes The City has undergone a restructuring and reorganization of several departments and divisions that better reflect the provision of our core services in harmony with the City’s Strategic Plan. The number of vacancies that exist has allowed staff the opportunity to review the functions of each department and division with an eye toward realizing efficiencies and effectiveness in providing service. • Finance: the former Administrative Services Department has been restructured by reorganizing the former Finance and Employee Services Divisions. Finance will again be a separate Department, allowing the organization to better focus on the functions of the financial services provided internally as well as to the public. • Human Resources: the former Employee Services Division is now the Human Resources Division, and has been reorganized into City Management. • Community Development: the former Environmental & Development Services Department has been reorganized back into the Community Development Department. The Department now houses two divisions: Planning and Building, formerly known as Development Services; and Community Sustainability, including Economic Development & Housing Division (moved from City Management) and elements of the former Environmental Services Division. • Public Works: Recycling and solid waste management functions (including the operation of the Recycling+Environmental Resource Center) formerly housed in the Environmental Services Division have moved to the Public Works Department within the new Operations and Environmental Services Division (OESD). • Recreation: Janitorial services previously housed in both the Public Works and Recreation departments have now been moved entirely to a newly created Citywide Custodial Division within the Recreation Department 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. ---PAGE BREAK--- 18 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 new plan includes the City’s vision, mission statement and values, six goals and over forty strategies to achieve the goals. Budget Alignment City staff used the goals outlined in the Strategic Plan as well as the data gained from the planning process to inform the development of their departmental budgets for the upcoming fiscal year. 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. As a beginning point, departments were asked to self- evaluate their programs and services and determine a baseline amount of resources allocated to the goals of the Strategic Plan. GOALS 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 Chart 1-2 and Table 1-2 shows the results of the baseline alignment as reported by each department. The percentages reflected in Chart 1-2 are a depiction of the resources allocated to each goal in the General Fund budget, the City’s primary operating fund. This provides a snapshot of how these resources as proposed in the budget reflect the goals of the City Council. ---PAGE BREAK--- 19 Chart 1-2 General Fund Allocation to Strategic Plan Goals Table 1-2 is a Citywide Strategic Plan Alignment by department. The dark blue color indicates the primary goal the departments programs and services are aligned to; light blue indicates secondary goal(s). Each department used this template to show in detail the alignment of specific programs, services and projects to the Strategic Plan goals, and these tables are located within each departmental section. In the coming years, departments will continue to gather data and assign specific resource amounts to each goal and strategy. Table 1-2 Citywide Strategic Plan Goal Alignment Department Deliver Exemplary Government Services Achieve Long- Term Financial Sustainability Deepen a Sense of Place and Community Identity Develop and rehabilitate public facilities as community focal points Ensure the public’s health and safety. Foster environmental sustainability citywide City Management Community Development Finance Fire Police Public Works Recreation Goal A: Exemplary Services 19% Goal B: Financial Sustainability 5% Goal C: Sense of Place 7% Goal D: Facilities 2% Goal E: Health & Safety 65% Goal F: Environmental Sustainability 1% ---PAGE BREAK--- 20 Charts 1-3 through 1-8 show a graphic depiction of the representation of the departments providing the services aligned to each goal area. These charts are relative in nature in that all departments strive to provide exemplary services to the public, and many goals as well as the strategies for fulfilling the goals overlap departments. These charts are an effort to look at priorities by department and will be refined further over time. Chart 1-3 Goal A: Deliver Exemplary Government Services Chart 1-4 Goal B: Achieve Long-Term Financial Sustainability Chart 1-5 Goal C: Deepen Sense of Place & Community Identity City Mgmt Finance Comm. Dev. Fire Police Public Works Recreation City Mgmt Finance Comm. Dev. Fire Police Public Works Recreation City Mgmt. Comm. Dev. Police Public Works Recreation ---PAGE BREAK--- 21 Chart 1-6 Goal D: Develop & Rehabilitate Public Facilities Chart 1-7 Goal E: Ensure the Public’s Health & Safety Chart 1-8 Goal F: Foster environmental sustainability citywide Implementation Action Plan A successful organization needs to know how well it is doing towards achieving its mission and objectives. As a result, the city will develop quantifiable measures for determining how efficiently and effectively the City is meeting its goals through a citywide Implementation Action City Mgmt Finance Public Works Comm. Dev Police Fire Recreation City Mgmt Comm. Dev Fire Police Public Works Recreation City Mgmt Comm. Dev. Public Works Recreation ---PAGE BREAK--- 22 Plan (IAP). The IAP will serve as a method of benchmarking to be undertaken during the development of future departmental budget requests. 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. BUDGET PROCESS The annual budget is the City’s service and financial plan for the next 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 is a major decision-making process with several phases. This year in April, the City Council held a budget related priority setting session to provide better direction to staff in preparing this document. At the initial stage of the annual budget process, program managers propose to the City Manager those programs designed to provide essential services and which meet the City Council’s expression of community goals during the next fiscal year. At the same time, staff 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 long range financial plan. The proposed document is reviewed by the Financial Advisory Board, and their recommendations and revisions are incorporated prior to the City Manager’s presentation of the proposed budget to the City Council for consideration. 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 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. Table 1-10 FY 2013-14 Budget Calendar DATE DESCRIPTION March 1-26, 2013 Budget Kickoff • FY 2014 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 in K:/General/Budget/Budget FY2013-14/Department file April 2, 2012 City Council Meeting to consider: • Adoption of Strategic Plan • Resolution directing LLAD Report to be done ---PAGE BREAK--- 23 DATE DESCRIPTION April 9, 2013 NWS data entry by Departments to be completed Information to be completed and submitted in folders on K: • Department Head approved Current F/T Position Listing • Updated Departmental Narratives • Capital Improvement Project Requests – if any • Department changes to Master Fee Schedule April 16, 2013 City Council Meeting – Budget Workshop • FY12-13 Update • Preview FY13-14 • Align Budget Goals with Strategic Plan • First Reading on Measure A Parcel Tax Ordinance (publish notice April 8) April 22-24, 2013 Department Meetings Discussion Points: • Revenue + Expenditures Changes • Review Proposed Staffing Changes • Part Time and Overtime Requests • Capital Improvement Project Requests (if any) • Review Fee Adjustments • Review completed Department Narratives • Discuss alignment of goals and objectives with Strategic Plan April 29, 2013 Department Revisions Following Meetings • NWS closed for further Department changes. • Add goals and objectives to Departmental Narratives, based on discussion. May 7, 2013 City Council Meeting to consider: • Master Fee Schedule (Public Hearing notice April 26 & May 1) • LLAD Resolution of Intent (publish notice April 29) • Second Reading Measure A Parcel Tax Ordinance (publish notice April 29) May 21, 2013 City Council Public Hearings • LLAD Hearing & adoption of confirming resolution (publish notice May 13) • Storm Drain Fees resolution (publish notice May 6 and 13) May 28, 2013 FAB meeting • Review proposed budget June 4, 2013 City Council Meeting Proposed Budget Introduction and Study Session June 18, 2013 (estimated) City Council Budget Hearing/Adoption • Budgets and Budget Policies • Capital Improvement Program • Appropriations limit Budget Authority Model During the 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 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 ---PAGE BREAK--- 24 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 111 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. Analysis For FY 2013-14 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 = 5.12% Population: Population Change, City of El Cerrito =.46% Population Change, County of Contra Costa = .77% ---PAGE BREAK--- 25 In order for the City to achieve the highest possible appropriations limit, it would choose the larger of the two figures in each category, California Per Capita Personal Income (5.12%) and County Population By choosing these two factors, the City’s appropriations limit will grow from $105,629,673 to $111,892,904. It should be noted that these appropriations limits apply only to tax revenues, not to revenues such as fees that recover operating costs. For FY 2013-14, only $18,145,868 of the City’s $30,191,700 projected General and Street Improvement Fund revenues, net of operating transfers, are subject to the Gann limit. Therefore, the City will be $93,747,036 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--- 26 ---PAGE BREAK--- 27 SECTION 2: FINANCIAL OVERVIEW FY 2013-14 Financial Summaries The following section provides additional details and discussion on the City’s primary funding sources: the General Fund and several of the City’s key special funds. Each department has reviewed its budget and made decisions proposing how funds should be allocated, what new programs or activities should continue or begin, and what programs or activities should be changed. Proposed expenditure changes were only included if supported by annual revenues and/or the availability of fund balance for special funds. 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. Following is a discussion on the major revenue categories received by the City; the assumptions included in the FY 2013-14 fiscal year as well as issues the City will have to consider in the future. Taxes Property taxes are an Ad Valorem Tax imposed on real property (which is defined as land and permanently attached improvements), as well as tangible personal property (which is movable property). Property tax is calculated on the assessed value of the property. Proposition 13, passed in 1978, created a cap on real property so that the tax would not exceed one percent of the full cash value of the property. The one percent is shared by the county, cities, school districts and special districts. Out of every $1.00 collected in property tax, El Cerrito receives only 22 cents. Assessed value of a property is determined by the purchase price and with the exception of an annual 2% increase allowed for inflation, does not change until there is a change in title, major construction or the Assessor determines overall assessed values have decreased, as was the case last fiscal year in which the increase could be lower. If there is a significant drop in market value, the owner can request a reevaluation. Improvement in the housing market in El Cerrito has continued in FY 2013-14. Sales prices continue to improve each month and while this improvement has been consistent, the County Assessor’s Office continues to take a very conservative approach to the assessed value of properties that received a reduction in FY 2012-13. The assessment on these properties is not anticipated to change with the exception of the annual 2% increase. This represents a significant loss of revenue to the City from prior years. Other complexities in the projections of property tax have grown with the implementation of the “Triple Flip”. In 2004, the State of California needed a revenue stream to tie to the Economic Recovery Bonds and created a program where ¼ cent of the sales tax collected for a jurisdiction, along with the vehicle license fee backfill funds, was kept by the State. That amount was paid by the County to jurisdictions out of Educational Revenue Augmentation Funds (ERAF) as Property Tax and Motor Vehicle in Lieu funds but in June 2011 legislation was passed without any opportunity for hearings or discussions that terminated the allocation of the Motor Vehicle in Lieu fund funds to cities and counties. This legislation reduced revenue for El Cerrito by approximately $75,000 annually. ---PAGE BREAK--- 28 Additional problems have arisen from this program in that the County has traditionally used the total assessed valuation and related ad valorem taxes as the basis for their administrative fees. Adding the amount disbursed to the jurisdictions as ad valorem taxes has significantly increased the amount the County receives in administrative fees from every jurisdiction without adding much in the way of additional effort. This method was protested but cities were not successful in changing the method of calculating the fee. Sales Taxes are taxes imposed on the total retail price of any tangible personal property. In 1955 the State Legislature passed the Bradley-Burns Uniform Local Sales and Use Tax Law authorizing the State Board of Equalization to collect 1% to support the State General Fund. As of April 1, 2013, the current standard statewide Sales and Use Tax is 7.5%; in El Cerrito, the Sales andUseTaxis9.5%and includes the following: • Statewide Sales and UseTax: 7.5% • Local jurisdiction: 1%--MeasureJ-Transportation & BART • Local measures: 1% - Measure A & Measure R On February 5, 2008 El Cerrito’s voters approved the ½-cent Measure A-Street Improvement Sales Tax which resulted in the sale of $11,750,000 of Sales Tax Revenue Bonds on June 3, 2008 to be used for the Street Reconstruction and Repair Project. It is anticipated that collection next fiscal year will be approximately $1.5 million with $750,000 being used for debt service payments and the remainder for street maintenance. Collection began on July 1, 2008. In November 2010, El Cerrito voters approved Measure R, a seven-year ½-cent Sales Tax that will be used to maintain services, including police, fire, recreation, parks, facilities and other programs that were in jeopardy without these additional funds. Collection began in April 2011. Utility User Taxes were initially approved by the voters in 1991 and when language changes in the ordinance were required, voters again approved the ordinance in 2004. The ordinance calls for an 8% tax to be assessed on gas, electric, water and telephone utilities as a revenue measure necessary to pay the usual and current expenses of conducting the municipal government of the City. Other Taxes include Business License Taxes, Transient Occupancy Taxes (TOT) and Franchise Taxes. In El Cerrito the base for Business License Taxes is the number of employees. The revenue from Business Licenses for the last four years has generated approximately $600,000 - $670,000 annually. The Transient Occupancy Tax rate is 10%. El Cerrito has two fairly small hotels and revenue from the TOT has stayed relatively flat in prior years. Over the last year, revenues from Business Licenses and the Transit Occupancy Tax have improved. This trend is projected to continue and this increase is included in the FY 2013-14 revenue budget. Intergovernmental Revenues include, Gas Taxes, Abandoned Vehicle Abatement and other revenues and grants that are distributed by the County, State and Federal Government. Revenue projections received from the state indicate a slight increase in Gas Taxes and is included in the estimated revenue for FY 2013-14. ---PAGE BREAK--- 29 Charges for Services are the revenues generated by providing specific services to individuals or businesses instead of services to the general population such as police and fire or public works. These specific services include, but are not limited to, child care fees, recreation class participation fees and encroachment permits. The Council policy directs that 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 Master Fee Schedule details all of the City’s fees and is adopted each year in conjunction with the annual budget. On May 7, 2013, the City Council approved a 3% increase for most fees effective FY 2013-14, to coincide with increased costs to provide these services. Other Revenues include Licenses & Permits, including parking permits that are issued to certain neighborhood residence that are near BART stations; Fines & Forfeitures such as a portion of traffic tickets; and Use of Money and Property which includes interest earnings and rental income on City facilities. FY 2013-14 Major Revenue Assumptions Revenue estimations were determined by evaluating past years’ trends and receipts and applying that information to current year anticipated activity and economic conditions. Some of the major assumptions related to projecting Citywide revenues for FY 2013-14 are: • General Fund revenues decline by approximately $900,000 from FY 2012-13 projected revenues • Licenses & Permits decrease of $63,936 is attributable to Building Fees • The budget amount for Fines and Forfeitures has been adjusted to more closely match with actual collections • Charges for services include an approved 3% fee increase for most fees Table 2-1 presents the City’s overall revenues and inter-fund transfers in. Table 2-1 Citywide Revenues by Classification Revenue Category FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Taxes Property Taxes 10,758,992 $ 8,396,623 $ 6,819,452 $ 6,322,213 $ Sales Taxes 5,131,749 6,560,971 6,840,000 6,093,750 Utility User Tax 3,188,260 3,163,978 3,500,000 3,605,000 Local Parcel Taxes 1,908,127 1,908,237 1,908,000 1,908,000 Franchise Taxes 982,799 1,020,930 1,050,000 1,177,000 Business License Tax 673,257 691,948 675,000 750,000 Other Taxes 635,883 592,386 662,321 702,015 Total Taxes 23,279,067 22,335,073 21,454,773 20,557,978 Licenses & Permits 562,760 518,276 669,936 606,000 Fines and Forfeitures 267,673 215,336 265,000 306,500 Use of Money and Property 490,511 494,979 483,780 451,682 Intergovernmental Revenues 9,084,889 7,958,811 10,470,357 10,157,375 Charges for Services 6,069,034 6,274,008 7,113,224 6,729,404 Other Revenues 467,454 1,751,600 499,400 266,431 Total Revenues before Transfers 40,221,388 39,548,083 40,956,470 39,075,370 Interfund Transfers 10,553,909 11,271,935 4,424,926 4,359,990 Total 50,775,297 $ 50,820,018 $ 45,381,396 $ 43,435,360 $ ---PAGE BREAK--- 30 Chart 2-1 depicts the projected percentage of Citywide revenues before transfers attributable to each classification for FY 2013-14. Chart 2-1 Citywide Revenues by Classification FY 2013-14 Table 2-2 presents the Citywide actual revenue summarized by fund, including transfers in, for the past two fiscal years, the budget for FY 2012-13, and the proposed budget for FY 2013-14. Taxes 52.6% Intergovernmental Revenues 26.0% Charges for Services 17.2% Use of Money and Property 1.2% Licenses & Permits1.6% Fines and Forfeitures 0.8% Other Revenues 0.7% ---PAGE BREAK--- 31 Table 2-2 Revenue Summary by Fund FY2010-11 FY2011-12 FY 2012-13 FY2013-14 Fund Name Actual Actual Amended Proposed General Fund $30,338,740 $29,298,213 $29,192,110 $28,479,079 Special Revenue Funds Street Improvements 2,256,548 1,607,920 1,425,000 2,517,000 Low & Moderate Income Housing 998,750 2,672,157 City Low & Moderate Income Housing 306 781,152 Gas Tax 721,846 949,256 1,323,000 1,150,336 National Pollution Discharge Elimination 332,826 356,515 441,715 454,625 Landscape and Lighting Assessment 1,181,050 1,165,763 1,366,000 1,316,000 Measure J Return to Source 477,974 430,370 495,421 519,615 Measure J Storm Drain 697,882 697,571 698,000 698,000 Measure A Parcel Tax 439,623 439,446 624,400 439,400 Federal, State and Local Grants 477,765 1,483,879 538,799 203,498 Asset Seizure 415 32,564 2,000 2,000 Vehicle Abatement 23,124 47,307 21,000 21,000 Park in Lieu 34 21 500 50 Public Art 48,051 50 Total Special Revenue Funds 7,607,836 9,931,125 7,716,987 7,321,574 Capital Projects Funds RDA Capital 4,032,433 4,071,828 RDA Bond-A Capital 1,973 Capital Improvements 2,584,407 1,735,759 4,579,616 3,160,245 Senior Center Construction Total Capital Projects Funds 6,618,812 5,807,586 4,579,616 3,160,245 Debt Service Funds Storm Drain Debt Service 515,613 1,543,350 100 495,100 RDA Debt Service 787,135 107,419 RDA A&B Debt Service 1,151,070 325,692 Financing Authority Measure A 363,604 365,090 362,605 359,158 Financing Authority Civic Center 596,165 597,399 599,300 596,408 Financing Authority Street Improvement 744,154 737,659 741,000 740,100 Total Debt Service Funds 4,157,741 3,676,609 1,703,005 2,190,766 Internal Service Funds Vehicle/Equipment Replacement 136,455 95,994 146,100 128,832 Enterprise Fund Integrated Waste Management 1,766,247 1,868,721 1,931,078 2,042,364 Fiduciary Fund Employees' Pension Trust 149,466 141,769 112,500 112,500 Total Funds $50,775,297 $50,820,018 $45,381,396 $43,435,360 ---PAGE BREAK--- 32 CITYWIDE EXPENDITURES Overall expenditures and activity of the City remains fairly flat; no new material programs or services are proposed. However, the budget does include organizational changes in the Community Development and Public Works departments that are reflected in the proposed department budgets for FY 2013-14 as highlighted below: • The Community Development department, formerly Environmental & Development Services Department, has been reorganized. The Economic Development & Housing Division has moved from City Management to the newly formed Community Sustainability division within the Community Development department. • Recycling and solid waste management functions housed in the Environmental Services Division have moved to the Public Works department. The Operations and Environmental Services Division (OESD) is a new division of Public Works that includes maintenance as well as recycling and waste management services. • Janitorial services previously housed in both the Public Works and Recreation departments have now been moved entirely to a newly created division within the Recreation department. In addition to the organizational changes, development of the proposed budget includes a set of expenditure assumptions that include, but are not limited to the following: Personnel Assumptions • Increase in PERS rates by approximately 2% • Increase in health rates by 13% & dental rates by 4% • COLA increases per collective bargaining agreements; SEIU 3.25%, PEA 3% (average), IAFF 1% (average) • 19 positions have been eliminated over time; 10 positions will remain vacant • Significant salary savings of $570,000 in the Police Department based on current and likely future vacancies. Should the Department recruit and retain more personnel than assumed in the projections, the budget may need to be modified to reflect the reduced salary savings and higher than anticipated headcount. • 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) Non-Personnel • Approximately $600,000 of economic development-related expenses are offset by a prior grant from the Municipal Services Corporation • Liability and property insurance cost increase of approximately $270,000 • Increase in debt service payments for solar project offset by like decrease in utility costs • Capital projects funded outside of the General Fund will progress as planned and minimal General Fund contributions are included for capital • Contracted services in certain areas will continue or increase until revenues stabilize at a sustainable level • No use of unrestricted General Fund reserves ---PAGE BREAK--- 33 Table 2-3 presents the Citywide expenditures and transfers by Department: Table 2-3 Citywide Department Expenditures and Transfers Department FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed City Management 2,557,086 $ 2,685,267 $ 2,574,294 $ 2,762,692 $ Finance 3,269,461 4,333,064 3,022,493 3,466,881 Police 9,236,699 10,106,417 10,981,313 10,507,068 Fire 7,330,512 10,708,768 10,041,459 8,146,261 Public Works 5,129,460 5,311,382 5,630,489 4,424,688 Community Development 5,523,711 2,983,548 2,789,943 2,200,594 Recreation 4,099,377 4,168,183 4,177,180 4,175,483 Capital Outlay 8,950,897 1,709,469 5,214,663 5,763,815 Total Before Transfers 46,097,203 42,006,098 44,431,834 41,447,482 Transfers 16,539,590 10,229,261 4,424,926 4,359,990 Total Expenditures 62,636,794 $ 52,235,359 $ 48,856,760 $ 45,807,472 $ Chart 2-2 depicts the percentage allocations of each activity based on the new departmental structure: Chart 2-2 Citywide Expenditures by Department FY 2013-14 City Management 6.0% Finance 7.6% Police 22.9% Fire 17.8% Public Works 9.7% Community Development 4.8% Recreation 9.1% Capital Outlay 12.6% Transfers 9.5% ---PAGE BREAK--- 34 Table 2-4 presents the Citywide expenditure summary by fund, including transfers out for the past two fiscal years, the budget for FY 2012-13, and the proposed budget for FY 2013-14. Table 2-4 Expenditure Summary by Fund FY2010-11 FY2011-12 FY2012-13 FY2013-14 Fund Name Actual Actual Amended Proposed General Fund $26,887,550 $32,524,916 $29,090,923 $28,453,592 Special Revenue Funds Street Improvements 3,323,956 1,180,708 1,754,232 3,015,684 Low & Moderate Income Housing 3,125,976 4,432,142 City Low & Moderate Income Housing (5,411,570) 1,013,134 140,838 Gas Tax 930,353 960,014 1,304,324 1,253,937 National Pollution Discharge Elimination 346,819 402,333 440,933 454,725 Landscape and Lighting Assessment 1,281,248 1,185,858 1,310,864 1,314,327 Measure J Return to Source 564,566 434,702 499,814 518,741 Measure J Storm Drain 659,799 739,426 646,335 951,402 Measure A Parcel Tax 687,246 414,544 477,305 624,970 Federal, State and Local Grants 486,251 3,032,462 3,029,402 914,783 Asset Seizure 14,212 36,220 Vehicle Abatement 19,908 59,276 10,000 11,000 Park in Lieu 5,000 Public Art Total Special Revenue Funds 11,445,334 7,466,115 10,486,343 9,200,407 Capital Projects Funds RDA Capital 9,293,591 2,762,120 RDA Bond-A Capital 2,220,243 Capital Improvements 4,109,629 1,488,907 4,674,852 3,478,220 Senior Center Construction 61,000 Total Capital Projects Funds 15,684,463 4,251,026 4,674,852 3,478,220 Debt Service Funds Storm Drain Debt Service 518,263 1,545,418 523,974 521,530 RDA Debt Service 776,571 803,190 RDA A&B Debt Service 1,093,343 1,137,546 Financing Authority Measure A 370,233 367,453 557,050 365,308 Financing Authority Civic Center 596,158 599,988 600,000 596,308 Financing Authority Street Improvement 744,153 738,733 738,653 736,780 Total Debt Service Funds 4,098,719 5,192,326 2,419,677 2,219,926 Internal Service Funds Vehicle/Equipment Replacement 460,834 681,672 48,017 168,532 Enterprise Fund Integrated Waste Management 3,910,427 1,977,534 2,024,449 2,174,295 Fiduciary Fund Employees' Pension Trust 149,466 141,769 112,500 112,500 Total Funds $62,636,794 $52,235,359 $48,856,760 $45,807,472 ---PAGE BREAK--- 35 Inter-Fund Transfers Table 2-5 shows transactions between all funds and the purpose for the City’s $4.4 million in inter-fund transfers. This schedule details the amount of transfers, the funds that are exchanging funds and the purpose for the transfer. The cost recovery transfers have been adjusted for inflation at a rate of 3% over the previous year’s transfer and the debt service, pension funding and subsidy amounts are to repay specific charges of the City. The amounts transferred to Capital Projects are to more clearly account for life-to-date activity within the Capital Improvements Fund. Table 2-5 Transfers Summary Fund Receiving Transfer Fund Making Transfer Purpose Transfer Amount General Fund Gas Tax Cost Recovery 108,845 General Fund NPDES Cost Recovery 109,840 General Fund LLAD Cost Recovery 146,861 General Fund Measure J-Return to Source Cost Recovery 60,550 General Fund Integrated Waste Mgmt Cost Recovery 323,700 Gas Tax Measure J-Return to Source Project Funding 274,000 Gas Tax Storm Drain Project Funding 180,000 NPDES Storm Drain Project Funding 111,000 LLAD Gas Tax Project Funding 545,000 Pension General Fund Pension Funding 112,500 Capital Improvement Measure J-Return to Source Various CIP Projects 35,000 Capital Improvement General Fund RecWare Project 22,600 Capital Improvement Street Improvement Various CIP Projects 85,145 General Fund Measure A Solar Lease Debt Service 50,912 General Fund IWM Solar Lease Debt Service 3,671 Financing Authority-City Hall General Fund City Hall Debt Service 596,308 Street Improvement Debt Service Street Improvement Street Debt Service 740,000 Storm Drain D/S Storm Drain Storm Drain Debt Service 495,000 Financing Authority Measure A Measure A Debt Service 359,058 Total $4,359,990 ---PAGE BREAK--- 36 FUND BALANCE Table 2-6 summarizes the effects of the projected FY 2012-13 year end balance in relation to the FY 2013-14 Budget. Estimating year-end fund balance provides the amount of fund balance anticipated and available for appropriation at the start of the new fiscal year. Fund balance may be used to offset annual expenditures when those costs exceed the revenue generated in a given fiscal year. Use of fund balance that reduces the General Fund reserve below 10% requires City Council approval. The proposed FY 2013-14 General Fund budget does not include the use of fund balance; however fund balance is used on 1-time basis to offset annual expenditures in some of the City’s special funds as discussed later in this section. Table 2-6 Projected Fund Balance Projected Revenues & Expenditures Net Est. Balance Fund Description at June 30, 2013 Contributions Transfer In Transfer Out Change at June 2014 Nonspendable Restricted Fund Balance Restricted MSC Pre-Funding Contribution Unassigned Fund Balance 2,909,552 2,935,03 101 Sub-total Total General Fund Balance 2,909,552 $27,674,700 $27,722,184 $804,379 $731,408 $25,487 2,935,03 201 Gas Tax Fund 104,517 696,336 600,092 454,000 653,845 (103,601) 91 202 NPDES 855 343,625 344,885 111,000 109,840 (100) 75 203 Landscape and Lighting 1,210 771,000 1,167,466 545,000 146,861 1,673 2,88 204 Measure J Return to Source 19 519,615 149,191 369,550 874 89 206 Measure A Parcel Tax 440,094 439,400 215,000 409,970 (185,570) 254,52 208 Asset Seizure 156,570 2,000 2,000 158,57 209 Vehicle Abatement 149,134 21,000 11,000 10,000 159,13 210 Park In Lieu Fund 12,015 50 50 12,06 211 Street Improvement Fund 523,985 2,517,000 2,190,539 825,145 (498,684) 25,30 213 Art in Public Places 48,151 50 50 48,20 221 Federal, State and Local Grants 754,317 203,498 914,783 (711,285) 43,03 232 City LMI Housing 118,308 140,838 (140,838) (22,53 2,309,174 5,513,574 5,733,794 1,110,000 2,515,211 (1,625,431) 683,74 301 Capital Improvements (48,449) 3,017,500 3,478,220 142,745 (317,975) (366,42 205 Measure J Storm Drain 52,273 698,000 165,402 786,000 (253,402) (201,12 3,824 3,715,500 3,643,622 142,745 786,000 (571,377) (567,55 401 Storm Drain Debt Service 29,086 100 521,530 495,000 (26,430) 2,65 834 Finance Authority- Measure A 259,165 100 365,308 359,058 (6,150) 253,01 835 Financing Authority-City Hall 599,779 100 596,308 596,308 100 599,87 836 Financing Authority-Street Imp 741,528 100 736,780 740,000 3,320 744,84 1,629,558 400 2,219,926 2,190,366 (29,160) 1,600,39 501 Integrated Waste Management 630,253 2,042,364 1,846,924 327,371 (131,931) 498,32 601 Vehicle/Equipment Replacement 124,233 128,832 168,532 (39,700) 84,53 754,486 2,171,196 2,015,456 327,371 (171,631) 582,85 701 Employees' Pension Trust Fund 112,500 112,500 112,500 112,500 Total $7,606,594 $39,075,370 $41,447,482 $4,359,990 $4,359,990 (2,372,112) $5,234,4 Operating Transfers Fiscal Year Ending June 30, 2014 ---PAGE BREAK--- 37 GENERAL FUND OVERVIEW The General Fund is the City’s primary operating fund and represents approximately 62% of the total Citywide operating 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 taxes with property and sales taxes representing the largest percentage. Unfortunately, like most surrounding cities, El Cerrito has experienced significant loss in property tax over the last few years and we are projecting a decline in sales tax in FY 2013-14. Revenue received on an annual basis is used to fund ongoing expenditures; however, the City Council has adopted a policy to maintain 10% of projected General Fund operating expenses in reserves. The reserve policy requires that the amount of the reserves not fall below 10%, except in case of financial emergency or some other unanticipated event. The City’s policy also seeks to increase reserves to 15%. In the event the City Council were to authorize reserves to dip below 10%, a ten-year financial plan must be developed to project when the amount will return to 10% and eventually 15% of overall expenditures. The FY 2013-14 Proposed Budget projects ending the year with a 10.32% reserve, consistent with City Council policy. General Fund Revenues Table 2-7 and Chart 2-3 depict the revenue by category in the General Fund: Table 2-7 General Fund Revenues FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 Actual Actual Amended Proposed Taxes Property Taxes 5,780,491 $ 5,685,841 $ 6,038,300 $ 6,322,213 $ Sales Taxes 3,755,921 5,014,429 5,455,000 4,593,750 Utility User Tax 3,188,260 3,163,978 3,500,000 3,605,000 Franchise Taxes 982,799 1,020,930 1,050,000 1,177,000 Business License Tax 673,257 691,948 675,000 750,000 Other Taxes 169,373 172,544 179,900 194,900 Total Taxes 14,550,101 15,749,670 16,898,200 16,642,863 Licenses & Permits 562,760 518,276 669,936 606,000 Fines and Forfeitures 267,673 215,336 265,000 306,500 Use of Money and Property 301,328 283,951 331,080 315,700 Intergovernmental Revenues 4,592,543 4,770,474 4,818,362 4,900,128 Charges for Services 4,312,389 4,432,452 5,210,896 4,701,362 Other Revenues 331,258 111,151 273,700 202,147 Interfund Transfers 5,420,688 3,216,904 724,936 804,379 Total Revenues 30,338,740 $ 29,298,213 $ 29,192,110 $ 28,479,079 $ Revenue Category ---PAGE BREAK--- 38 Chart 2-3 General Fund FY 2013-14 Revenue Percentages by Category Following are some of the major General Fund revenue assumptions for FY 2013-14: • Property Taxes citywide are projected to increase and include the approved 2% annual increase; • Sales Taxes are projected to decrease due to a 1-time payment related to prior year activity. This represents significant revenue loss to the City in FY 2013-14, but is not anticipated in future years. • Utility user taxes also increase as both EBMUD and PG&E have announced projected rate increases for next fiscal year. • Business License Taxes, Transient Occupancy Taxes and Franchise Taxes increase by $165,000 • Licenses & Permits decrease of $63,936 is attributable to Building Fees Taxes 58.4% Intergovernmental Revenues 17.2% Charges for Services 16.5% Interfund Transfers 2.8% Licenses & Permits 2.1% Fines and Forfeitures 1.1% Use of Money and Property 1.1% Other Revenues 0.7% ---PAGE BREAK--- 39 General Fund Expenditures Table 2-8 and Chart 2-4 depict the expenditures in the General Fund. Table 2-8 General Fund Expenditures By Department Department Actual FY2010-11 Actual FY2011-12 Amended FY2012-13 Proposed FY2013-14 City Management 2,490,143 $ 2,614,045 $ 2,504,659 $ 2,631,140 $ Finance 876,950 923,606 660,566 1,119,705 Police 9,075,229 9,910,485 10,604,313 10,384,068 Fire 7,134,729 7,935,101 7,965,445 7,977,729 Public Works 997,709 986,862 836,890 392,225 Community Development Services 1,598,718 1,432,331 1,776,809 1,326,688 Recreation 3,957,215 4,010,750 4,008,141 3,890,629 Transfers 756,858 4,711,737 734,100 731,408 Total 26,887,550 $ 32,524,916 $ 29,090,923 $ 28,453,592 $ Chart 2-4 General Fund Expenditures – Percent By Department City Management 9.2% Finance 3.9% Police 36.5% Fire 28.0% Public Works 1.4% Community Development 4.7% Recreation 13.7% Transfers 2.6% ---PAGE BREAK--- 40 Chart 2-5 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 2-5 Variance of General Fund Expenditures (Before Transfers) As Chart 2-6 shows, approximately 80% of the expenditures are related to Personnel. 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 last year, 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 COLA’s. The FY 2013-14 doesn’t include any additional changes in employee concessions other than the ongoing changes implemented in last year’s budget, but the City will need to revisit this issue very soon as a dramatic increase in PERS costs are expected in FY 2015. 35% 36% 37% 37% 27% 29% 28% 29% 15% 14% 14% 14% 6% 5% 6% 5% 10% 9% 9% 9% 3% 3% 2% 4% 4% 4% 3% 1% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Actual FY2010-11 Actual FY2011-12 Amended FY2012-13 Proposed FY2013-14 Percentage of Expenditures Public Works Finance City Management Community Development Recreation Fire Police ---PAGE BREAK--- 41 Chart 2-6 Proposed General Fund Spending Of the remaining General Fund expenses, very little are discretionary. For example, within Purchased Professional & Technical Services, expenditures of approximately $2.3 million, over $1.3 million of those expenses are for contracted 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, staff estimates that nearly 95% of the General Fund is non-discretionary (including staff at current levels). Personnel 78.0% Professional Services 8.1% Property/Other Services 8.3% Supplies 2.2% Property/Capital 0.8% Transfers 2.6% ---PAGE BREAK--- 42 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 $17.6 million, or approximately 38%, of the total resources used to support the City’s $46 million operating budget. These funds can be described in these broad categories: Special Revenue and Grant Funds Special revenue and grant funds are revenue sources legally restricted to a specific purpose, service or program and include tax-based revenues. • Gas Tax Fund • National Pollutant Discharge Elimination System (NPDES) Fund • Measure J Return to Source (Formerly Measure C) Fund • Grants Fund • Low & Moderate Income Housing Asset Fund Special Assessment Funds Special assessment funds account for revenues and expenditures related to the financing of public improvements or services. • Landscaping and Lighting Assessment District Fund • Measure J Storm Drain Fund • Measure A Swim Center Fund • Street Improvement Fund 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. • Integrated Waste Management Fund FORECASTS This section contains five-year financial forecasts for nine of the City’s key operating funds. Several of these funds face shortfalls, partially as a result of statutory "caps" on their revenue sources. Nonetheless, expenditures within these funds are projected to increase 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 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 affects the revenue to these funds nominally as different tax or assessment rates may apply to a newly developed or redeveloped property. 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. ---PAGE BREAK--- 43 Gas Tax Fund (201) 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. Fund Forecast 2010-11 Actual 2011-12 Actual 2012-13 Amended 2012-13 Projected 2013-14 Proposed 2014-15 Projected 2015-16 Projected Starting Balance 220,310 11,541 783 783 104,517 916 (1,755) Revenues 721,584 949,256 1,323,000 1,345,000 1,150,336 1,258,226 1,278,743 Taxes 561,584 670,256 660,000 700,000 696,336 717,226 738,743 Transfer in (Measure C) 160,000 214,000 278,000 260,000 274,000 271,000 266,000 Transfer in (Storm Drain) 0 65,000 385,000 385,000 180,000 270,000 274,000 Expenses 930,353 960,014 1,304,324 1,241,266 1,253,937 1,260,897 1,278,366 Personnel 280,723 365,686 457,349 384,960 456,492 470,187 484,292 Non-Personnel 140,022 96,731 146,300 140,631 143,600 143,600 143,600 Transfer out (LLAD) 410,000 395,000 595,000 610,000 545,000 535,000 535,000 Overhead Transfer 99,609 102,597 105,675 105,675 108,845 112,110 115,474 Annual Surplus/(Shortfall) (208,769) (10,758) 18,676 103,734 (103,601) (2,671) 377 Ending Balance 11,541 783 19,459 104,517 916 (1,755) (1,378) Revenue Assumptions • Gas tax revenues are sensitive to the price and volume of motor fuel purchases and fluctuate from year to year. There is an assumed growth of 3% per year. • Revenues are 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. Expenditure Assumptions • Personnel costs increase of 3% per year. • Transfers are made to the Landscape and Lighting Assessment District Fund for medians, rights-of-way, street trees and street lighting. ---PAGE BREAK--- 44 NPDES Fund (202) 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. 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. Fund Forecast 2010-11 Actual 2011-12 Actual 2012-13 Amended 2012-13 Projected 2013-14 Proposed 2014-15 Projected 2015-16 Projected Starting Balance 9,600 (4,393) (50,049) (50,049) 855 755 4,596 Revenue 332,826 356,678 441,715 461,620 454,625 343,625 343,625 Assessment 327,826 320,678 334,715 341,620 343,625 343,625 343,625 Transfer in (Storm Drain) 5,000 36,000 107,000 120,000 111,000 0 0 Expenses 346,819 402,333 440,933 410,716 454,725 339,785 347,983 Personnel 69,887 130,712 148,892 148,696 155,485 160,150 164,954 Non-Personnel 176,413 168,086 185,400 155,379 189,400 66,500 66,500 Overhead Transfer 100,519 103,535 106,641 106,641 109,840 113,135 116,529 Annual Balance/(Shortfall) (13,993) (45,656) 782 50,904 (100) 3,840 (4,358) Ending Balance/(Shortfall) (4,393) (50,049) (49,267) 855 755 4,596 237 Revenue Assumptions • Nominal change from new development. • Amount withheld from revenue for the County Clean Water Program assumed flat, but could vary. • Supplemental funding from the Storm Drain Fund used for specialized maintenance of the storm drain facilities, key to the Clean Water Program. Future subsidies eliminated due to higher priority projects. Expenditure Assumptions • Personnel cost increase of 3% per year. • Future program expenditures have been reduced by about $125,000 annually due to insufficient revenue. ---PAGE BREAK--- 45 Landscaping and Lighting Assessment District Fund (203) 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. Fund Forecast 2010-11 Actual 2011-12 Actual 2012-13 Amended 2012-13 Projected 2013-14 Proposed 2014-15 Projected 2015-16 Projected Starting Balance 63,327 (36,871) (56,966) (56,966) 1,210 2,883 10,630 Revenue 1,181,050 1,165,763 1,366,000 1,381,000 1,316,000 1,306,000 1,306,000 Taxes 771,050 770,763 771,000 771,000 771,000 771,000 771,000 Transfer in (Gas Tax) 410,000 395,000 595,000 610,000 545,000 535,000 535,000 Expenses 1,281,248 1,185,858 1,310,864 1,322,824 1,314,327 1,298,254 1,314,761 Personnel 376,269 448,824 496,295 490,709 387,366 398,987 410,957 Non-Personnel 770,580 598,604 671,985 689,531 780,100 748,000 748,000 Overhead Transfer 134,399 138,431 142,584 142,584 146,861 151,267 155,805 Annual Balance/(Shortfall) (100,198) (20,095) 55,136 58,176 1,673 7,746 (8,761) Ending Balance/(Shortfall) (36,871) (56,966) (1,830) 1,210 2,883 10,630 1,868 Revenue Assumptions • Nominal change from new development. • The Gas Tax Fund subsidizes the shortfall in the LLAD Fund to perform maintenance of median and right-of-way landscapes, street trees, and street lighting. Expenditure Assumptions • Personnel cost increase of 3% per year. • Slight reduction in future non-personnel expenditures due to anticipated reduction in subsidy from Gas Tax Fund. ---PAGE BREAK--- 46 Measure J Return to Source (Formerly Measure C) Fund (204) 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 paratransit program. Sales tax is collected at the County level and paid to the City. Fund Forecast 2010-11 Actual 2011-12 Actual 2012-13 Amended 2012-13 Projected 2013-14 Proposed 2014-15 Projected 2015-16 Projected Starting Balance 90,608 4,015 (317) (317) 19 893 593 Revenues 477,974 430,370 495,421 482,622 519,615 519,615 519,615 Taxes (Transportation) 380,110 320,334 383,000 374,122 382,648 382,648 382,648 Taxes (Paratransit) 86,484 99,421 99,421 95,000 124,467 124,467 124,467 Program Fees (Seniors) 11,381 10,615 13,000 13,500 12,500 12,500 12,500 Expenses 564,567 434,702 499,814 482,286 518,741 519,915 519,213 Maintenance Non-Personnel 43,134 42,772 45,000 38,000 42,700 42,700 42,700 Transfer out (Gas Tax) 160,000 214,000 278,000 260,000 274,000 271,000 266,000 Transfer out (Streets) 180,000 0 0 0 0 0 0 Transfer out (CIP) 55,000 35,000 35,000 35,000 35,000 35,000 35,000 Overhead Transfer 27,706 28,537 29,393 29,393 30,275 31,183 32,119 Paratransit Personnel 54,804 68,307 63,308 66,000 78,571 80,928 83,356 Non-Personnel 16,217 17,549 19,720 24,500 27,920 27,920 27,920 Overhead Transfer 27,706 28,537 29,393 29,393 30,275 31,183 32,119 Annual Balance/(Shortfall) (86,593) (4,332) (4,393) 336 874 (300) 402 Ending Balance/(Shortfall) 4,015 (317) (4,710) 19 893 593 995 Revenue Assumptions • Return-to-source is a flat 20.1% of Measure J sales taxes collected. Sales tax revenues are difficult to predict and are therefore projected to remain flat. • Measure J sales tax collections have increased, as has ridership on El Cerrito’s “Easy Ride” paratransit service, resulting in increased program funding. Expenditure Assumptions • Personnel cost increase of 3% per year. • Transfers to the Gas Tax Fund are used for street and road maintenance activity and to the Capital Improvement Fund for the annual Access Modification Program. • Increased paratransit expenditures reflect cost of expanded ridership. ---PAGE BREAK--- 47 Measure J Storm Drain Fund (205) 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 Forecast 2010-11 Actual 2011-12 Actual 2012-13 Amended 2012-13 Projected 2013-14 Proposed 2014-15 Projected 2015-16 Projected Starting Balance 3,740 41,823 (32) (32) 52,273 (201,129) 446 Revenues 697,882 697,571 698,000 698,000 698,000 698,000 698,000 Expenses 659,799 739,426 646,335 645,695 951,402 496,425 697,569 Personnel 95,801 108,603 118,035 117,395 134,102 138,125 142,269 Non-Personnel 43,391 13,273 36,300 23,300 31,300 31,300 31,300 Debt Service 515,607 516,550 0 0 495,000 0 0 Transfer out (Gas Tax) 0 65,000 385,000 385,000 180,000 270,000 274,000 Transfer out (NPDES) 5,000 36,000 107,000 120,000 111,000 Capital Outlay 57,000 250,000 Annual Balance/(Shortfall) 38,083 (41,855) 51,665 52,305 (253,402) 201,575 431 Ending Balance/(Shortfall) 41,823 (32) 51,633 52,273 (201,129) 446 877 Revenue Assumptions • Nominal change from new development. Expenditure Assumptions • Personnel cost increase of 3% per year. • Final debt service payment in FY 2014. • Prior year transfers to the Gas Tax and NPDES Funds are used for drainage activities within the road system and contributing to clean water. • Future transfers to Gas Tax Fund only. • Projected capital outlay is for high-priority capital projects and update to Storm Drain Master Plan. • A FY 2014 funding shortfall may require a one-time General Fund subsidy. ---PAGE BREAK--- 48 Measure A Swim Center Fund (206) The Measure A Swim Center Fund was created to account for funds associated with the passage of Measure A by the voters of El Cerrito in November 1999. The special revenue provides needed funds to pay for the renovation and reconstruction of the Swim Center and various other City recreational facilities. Expenditures for capital improvements at the Swim Center facility are allowed to be paid from this Fund. The maximum amount of the special tax that can be imposed each fiscal year is $58.46 per single family dwelling unit, $45.00 per year for each multifamily residential unit and $410.00 per acre for non-residential (non-vacant) property. The City Council has set the special tax lower than the maximum allowed rates over the last several years. Fund Forecast 2010-11 Actual 2011-12 Actual 2012-13 Amended 2012-13 Projected 2013-14 Proposed 2014-15 Projected 2015-16 Projected Starting Balance 536,856 289,232 314,134 314,134 440,094 254,524 168,954 Revenues 439,623 439,446 624,400 624,733 439,400 439,400 439,400 Taxes 439,623 439,446 439,400 439,400 439,400 439,400 439,400 Other 0 0 185,000 185,333 0 0 0 Expenses 687,246 414,544 477,305 498,773 624,970 524,970 499,970 Non-Personnel 13,996 14,088 15,000 11,012 15,000 15,000 15,000 Solar Lease Payment 25,456 50,912 50,912 50,912 Debt Service 363,578 365,053 362,305 362,305 359,058 359,058 359,058 Capital Projects 309,673 35,403 100,000 100,000 200,000 100,000 75,000 Annual Balance/(Shortfall) (247,623) 24,902 147,095 125,960 (185,570) (85,570) (60,570) Ending Balance/(Shortfall) 289,232 314,134 461,229 440,094 254,524 168,954 108,384 Revenue Assumptions • Nominal change from new development. • Continued setting of rates lower than the maximum rates allowed in the ordinance. Expenditure Assumptions • Portion of debt service for solar panel installation at the Swim Center (which is benefitting the Swim Center through reduced utility costs) is being paid from this Fund starting in FY 2014. • Capital projects will be undertaken as funds are available. ---PAGE BREAK--- 49 Street Improvement Fund (211) 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 City streets and pay debt service for the bond issuance that funded street improvements for which the Measure A half-cent sales tax is a pledged revenue stream. Fund Forecast 2010-11 Actual 2011-12 Actual 2012-13 Amended 2012-13 Projected 2013-14 Proposed 2014-15 Projected 2015-16 Projected Starting Balance 966,983 (77,439) 349,773 349,773 523,985 25,301 61,144 Revenue 2,279,534 1,607,920 1,425,000 1,541,195 2,517,000 1,533,000 1,533,000 Taxes 1,378,107 1,546,443 1,385,000 1,505,000 1,503,000 1,503,000 1,503,000 Grants 608,443 18,730 0 (3,553) 984,000 0 0 Transfer In (Measure C/J) 180,000 0 0 0 0 0 0 Misc Rev 112,984 42,747 40,000 39,748 30,000 30,000 30,000 Expenses 3,323,956 1,180,708 1,754,232 1,366,983 3,015,684 1,497,157 1,497,157 Personnel 80,806 9,855 0 0 54,539 54,157 54,157 Non-Personnel 424,592 54,826 2,000 5,175 3,000 3,000 3,000 Capital Projects 2,074,522 378,445 752,232 283,808 2,133,000 700,000 700,000 Transfer out (CIP) 0 0 260,000 338,000 85,145 0 0 Debt Service 744,036 737,583 740,000 740,000 740,000 740,000 740,000 Annual Balance/(Shortfall) (1,044,422) 427,212 (329,232) 174,212 (498,684) 35,843 35,843 Ending Balance/(Shortfall) (77,439) 349,773 20,541 523,985 25,301 61,144 96,987 Revenue Assumptions • Sales tax revenues are difficult to predict and are therefore projected to remain flat. • Grants will be programmed in as they become available. Expenditure Assumptions • Personnel cost increase of 3% per year. • Capital projects will be undertaken as funds are available. Significant capital projects are anticipated for FY 2014. ---PAGE BREAK--- 50 Grants (221) This Fund accounts for revenues and expenditures on grant-funded projects and programs in various departments. Fund Forecast 2010-11 Actual 2011-12 Actual 2012-13 Amended 2012-13 Projected 2013-14 Proposed 2014-15 Projected 2015-16 Projected Starting Balance 2,223,405 2,214,919 666,337 666,337 754,317 43,032 43,032 Revenues 477,765 1,483,879 2,647,914 3,459,312 203,498 112,000 112,000 Intergovernmental Revenue 477,765 937,879 2,629,329 2,860,355 203,498 112,000 112,000 Donations 0 273,000 0 0 0 0 0 Transfer in (General Fund) 0 0 0 598,957 0 0 0 Transfer in (Eq Repl) 0 273,000 0 0 0 0 0 Transfer in (LLAD) 0 0 18,585 0 0 0 0 Expenses 486,251 3,032,462 3,129,402 3,371,333 914,783 112,000 112,000 City Manager Personnel 0 0 0 0 69,715 0 0 Environmental Services Non-Personnel 181,247 172,794 211,314 128,240 0 0 0 Police Personnel 82,512 73,194 70,000 70,150 70,000 70,000 70,000 Non-Personnel 187 27,518 12,000 2,000 12,000 12,000 12,000 Capital Outlay 44,895 0 385,000 354,971 30,000 30,000 30,000 Fire Capital Outlay 147,765 306,956 0 6,502 0 0 0 Grants 0 2,433,596 2,027,997 2,636,396 0 0 0 Public Works Personnel 2,393 5,227 0 128 0 0 0 Non-Personnel 27,251 13,178 327,091 76,946 0 0 0 Capital Outlay 0 0 81,000 81,000 0 0 0 Community Development Personnel 0 0 0 0 357,945 0 0 Non-Personnel 0 0 0 0 375,123 0 0 Recreation Capital Outlay 0 0 15,000 15,000 0 0 0 Annual Balance/(Shortfall) (8,486) (1,548,582) (481,488) 87,980 (711,285) 0 0 Ending Balance/(Shortfall) 2,214,919 666,337 184,849 754,317 43,032 43,032 43,032 Revenue Assumptions • Unspent grant funds from the Municipal Services Corporation are being transferred into this Fund for use on eligible expenses in the City Manager and Community Development Departments. Staff is pursuing future funding sources for economic development and environmental sustainability programs. Expenditure Assumptions • Of the projected ending balance for FY 2012-13, $185,000 is prior years’ police grants, which is budgeted to be spent down in this and following years. ---PAGE BREAK--- 51 Low & Moderate Income Housing Asset Fund (232) Pursuant to the Dissolution Act, the City elected to serve as the Successor Housing Agency 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. LMIHF had been borrowed to pay into the Educational Revenue Augmentation Fund (ERAF) and Supplemental ERAF. Loan repayments are obligations of the El Cerrito Redevelopment Agency Successor Agency (see Section 10) and the only anticipated near-term revenues. Fund Forecast 2010-11 Actual 2011-12 Actual 2012-13 Amended 2012-13 Projected 2013-14 Proposed 2014-15 Projected 2015-16 Projected Starting Balance 25,000 239,558 239,558 118,308 (22,530) 90,220 Revenue Totals 416,079 781,152 0 0 235,283 355,045 Expenses 201,521 1,013,134 121,250 140,838 122,533 125,309 Personnel 43,294 137,562 89,250 89,838 92,533 95,309 Non-Personnel 8,577 94,420 32,000 51,000 30,000 30,000 Loans & Grants 0 781,152 0 0 0 0 Overhead Transfer 149,650 0 0 0 0 0 Annual Balance/(Shortfall) 214,558 (231,982) (121,250) (140,838) 112,750 229,736 Ending Balance/(Shortfall) 239,558 7,576 118,308 (22,530) 90,220 319,956 * Fund Created in FY 2012 Revenue Assumptions • The FY 2012 Fund Starting Balance consists of a refundable developer deposit transferred as an asset to the Fund upon Agency dissolution. • SERAF/ERAF payments estimated as one third of residual Redevelopment Property Tax (RPT). Payments of up to one half of residual RPT start in FY 2014. Current loan balance is $1,247,318. Staff is pursuing revenue to cover shortfall in FY 2014. Expenditure Assumptions • Personnel cost increase of 3% per year. • Non-personnel expenses include carrying costs for housing real estate assets and project costs, including use of the developer deposit subject to an agreement, and development of affordable housing programs. ---PAGE BREAK--- 52 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. 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 adopted by a separate board of directors, 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 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 of the Redevelopment Agency in 2012. Its expenditures are for economic development programs, and property management and disposition. Capital Improvements Fund (301) This Fund is utilized to account for all capital activities within the City regardless of funding source and typically with multiple funding sources. Within the Fund, each project is accounted for separately on a life-to-date basis for internal and external reporting purposes. 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. 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. ---PAGE BREAK--- 53 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. 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 Trust Fund (780) The purpose of this 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. TEN-YEAR PLANS Due to the size, complexity and large percentage of programs supported by the General Fund and Integrated Waste Management Fund, the City prepares 10-year plans for these two funds. The 10-year plans provide the City with a tool to look at the long term resources required for City operations and the revenue needed to maintain and or enhance these services and activities. Long range financial planning allows the City to plan ahead for things such as the purchase of new equipment or begin the process of addressing future cost increases or revenue loss rather than making drastic program or service changes within a short period of time. The 10-year plans for the two major City funds are discussed below. General Fund Revenue assumptions for Property Tax include conservative growth of 2-3% for all ten years, and sales and other taxes are expected to increase by an inflation rate of 3% after the projected 1-time decrease in FY 2013-14. As the economy recovers, staff hopes to adjust these assumptions as development opportunities occur and sales and property taxes improve. Expenditures in general are projected to increase in accordance with the current labor agreements and economic indicators at a rate of approximately 2% - The assumptions presented in the Ten-Year Plan achieve the goal of a reserve of at least 15% and maintain that percentage for the remainder of the Plan. In order to achieve these results, expenses related to employee benefits will need to be stabilized over time as employees pay a greater percentage of their pension costs. ---PAGE BREAK--- 54 Integrated Waste Management Fund This enterprise fund is used to account for the activities related to the recycling and waste diversion management programs. Integrated waste management services, including design and implementation of programs aimed at diverting waste from the landfill, compliance with State regulations, and participation in regional planning and waste reduction efforts. Services include recycling collection and waste management services in the community; weekly residential and commercial curbside recycling collection; and collection at private schools, public offices, parks, and businesses and BART stations. The City also runs a state-of-the-art LEED Platinum Recycling + Environmental Resource Center, which is a regional hub for collection of hard-to-recycle materials. Revenue & Expenditure Assumptions for the 10-year plan include the following: • IWM Fee increases of 7.5% on January 1, 2014 and 5% on January 1 annually thereafter • All other revenues relatively stable with fixed contracts, state payments and on-site sales and fees • Personnel cost increase of 3% per year ---PAGE BREAK--- 55 Table 2-9 General Fund Ten-Year Plan 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 Beginning Fund Balance $2,909,552 $2,935,039 $3,344,907 $3,947,560 $4,530,625 $5,229,117 $4,522,563 $3,840,342 $3,409,058 $3,504,690 Estimated Revenue: Property Taxes 6,322,213 6,448,657 6,642,117 6,841,380 7,046,622 7,258,021 7,475,761 7,700,034 7,931,035 8,168,966 Sales Taxes 2,997,750 3,754,093 3,866,715 3,982,717 4,102,198 4,225,264 4,352,022 4,482,583 4,617,060 4,755,572 Utility Users Taxes 3,605,000 3,713,150 3,824,545 3,939,281 4,057,459 4,179,183 4,304,559 4,433,695 4,566,706 4,703,707 Other Taxes 2,121,900 2,185,557 2,251,124 2,318,657 2,388,217 2,459,864 2,533,660 2,609,669 2,687,959 2,768,598 Interim sales tax 1,596,000 1,643,880 1,693,196 1,743,992 1,307,994 Total Taxes 16,642,863 17,745,337 18,277,697 18,826,028 18,902,491 18,122,331 18,666,001 19,225,981 19,802,761 20,396,844 Fees for Services 10,513,990 10,829,410 11,154,292 11,488,921 11,833,588 12,188,596 12,554,254 12,930,882 13,318,808 13,718,372 Interest, Transfers & Other Revenue 1,322,226 1,361,893 1,402,750 1,444,832 1,488,177 1,532,822 1,578,807 1,626,171 1,674,956 1,725,205 Total Other Revenues 11,836,216 12,191,302 12,557,042 12,933,753 13,321,765 13,721,418 14,133,061 14,557,053 14,993,764 15,443,577 Total Estimated Revenues 28,479,079 29,936,639 30,834,738 31,759,781 32,224,256 31,843,750 32,799,062 33,783,034 34,796,525 35,840,421 Expenditures: Salaries & Wages 13,713,123 14,415,951 14,660,111 15,126,614 15,277,880 15,659,827 15,816,425 16,211,836 16,373,954 16,783,303 Retirement Contributions 4,759,053 $4,830,539 $4,982,913 $5,222,859 $5,191,482 $5,600,406 $6,151,440 $6,245,586 $6,341,303 $6,438,619 Insurance & Benefits 2,837,718 2,979,604 3,128,584 3,191,156 3,254,979 3,320,078 3,386,480 3,454,209 3,523,294 3,593,760 FICA/Medicare Taxes 446,088 455,010 464,110 473,392 480,493 487,701 495,016 502,441 509,978 517,628 Workers Compensation 426,395 434,923 443,621 452,494 461,543 470,774 480,190 489,794 499,589 509,581 Other Expenditures 5,522,834 5,660,905 5,802,428 5,947,488 6,096,176 6,248,580 6,404,795 6,564,914 6,729,037 6,897,263 Capital Outlay Transfer 22,600 22,600 22,600 35,000 35,000 35,000 20,000 20,000 - - Debt Service Transfer-City Hall 595,308 596,767 597,246 597,240 597,740 597,465 596,465 595,065 593,265 595,178 Debt Service Transfer-Solar 130,473 130,473 130,473 130,473 130,473 130,473 130,473 130,473 130,473 130,473 Additional Actions Total Expenditures * 28,453,592 29,526,771 30,232,085 31,176,715 31,525,765 32,550,304 33,481,283 34,214,318 34,700,893 35,465,804 Annual Balance/Shortfall (Revenues-Expenditures 25,487 409,868 602,653 583,065 698,491 (706,554) (682,221) (431,284) 95,632 374,617 Ending Fund Balance 2,935,039 3,344,907 3,947,560 4,530,625 5,229,117 4,522,563 3,840,342 3,409,058 3,504,690 3,879,307 10% Contingency Reserve (2,845,359) (2,952,677) (3,023,209) (3,117,672) (3,152,576) (3,255,030) (3,348,128) (3,421,432) (3,470,089) (3,546,580) Fund Balance above/(below ) 10% $89,680 $392,230 $924,352 $1,412,954 $2,076,540 $1,267,532 $492,214 ($12,374) $34,601 $332,727 FB as a % of Expenditures 10.3% 11.3% 13.1% 14.5% 16.6% 13.9% 11.5% 10.0% 10.1% 10.9% Debt Service as a % of Expenditures 2.6% 2.5% 2.4% 2.3% 2.3% 2.2% 2.2% 2.1% 2.1% 2.0% *Total Expenditures before additional actions in Salaries and Wages and other activites ---PAGE BREAK--- 56 Table 2-10 Integrated Waste Management Fund Ten-Year Plan 2010-2011 Actual 2011-2012 Actual 2012-2013 Projected 2013-2014 Proposed 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-202 35 Gallon IWM Fee effective mid-year $ 8.37 $ 8.54 $ 8.97 $ 9.64 $ 10.12 $ 10.63 $ 11.16 $ 11.72 $ 12.19 $ 12.67 $ 13.08 $ 13.48 $ 13 IWM Fee Revenue Increase effective mid-year 8.5% 5.0% 5.0% 7.5% 5.0% 5.0% 5.0% 5.0% 4.0% 4.0% 3.3% 3.0% 3 Beginning Fund Balance 588,679 743,668 715,166 595,758 463,827 536,280 623,892 696,167 812,705 231,809 370,805 128,035 297, Beginning Equipment Reserve Balance - - - - 150,000 300,000 375,000 450,000 550,000 - 200,000 - 100, Operating Revenue: Interest 1,030 529 500 250 250 250 250 250 250 250 250 250 Grants (State Funding) 6,110 29,849 16,000 16,000 16,000 16,000 16,000 16,000 16,000 16,000 16,000 16,000 16, Misc. Revenue (Sales and Fundraising) 13,842 7,607 34,000 10,822 11,147 11,481 11,825 12,180 12,546 12,922 13,310 13,709 14, Total IWM Fees 1,473,041 1,554,293 1,647,023 1,742,292 1,850,398 1,942,917 2,040,063 2,142,066 2,238,198 2,327,726 2,411,935 2,487,260 2,561, Recyclables and Contracts 272,224 276,442 195,000 273,000 281,190 289,626 298,314 307,264 316,482 325,976 335,756 345,828 356, Total Estimated Revenue 1,766,247 1,868,721 1,892,523 2,042,364 2,158,984 2,260,274 2,366,453 2,477,761 2,583,476 2,682,874 2,777,250 2,863,047 2,948, Operating Expenses: Salaries and Wages 902,467 895,357 1,037,320 1,201,413 1,151,426 1,219,129 1,291,303 1,368,270 1,450,375 1,537,989 1,631,510 1,731,368 1,838, Professional Services 49,084 159,409 109,875 65,900 36,018 36,138 66,261 36,386 36,514 66,644 36,777 36,913 67, Property Services 45,817 40,844 111,000 40,500 23,160 23,923 24,714 25,532 26,381 27,259 28,169 29,112 30, Other Services 31,585 44,427 47,508 28,000 25,860 26,377 26,905 27,443 27,992 28,552 29,123 29,705 30, Supplies and Equipment 92,873 100,832 101,496 84,700 83,094 86,646 90,363 94,254 98,327 102,591 107,055 111,729 116, Facility Debt Payments - 319,163 233,538 306,524 306,619 306,477 306,497 306,472 306,599 306,671 306,588 306,548 306, Equipment Debt Payments 182,930 184,956 59,944 119,887 119,887 119,887 119,887 119,887 119,887 59,944 - - Transfer-out 293,383 302,184 311,250 327,371 340,466 354,084 368,248 382,978 398,297 414,229 430,798 448,030 465, Total Operating Expenses 1,598,139 2,047,172 2,011,930 2,174,295 2,086,531 2,172,662 2,294,178 2,361,223 2,464,372 2,543,879 2,570,020 2,693,406 2,854, Net Income (Loss) 168,108 (178,452) (119,408) (131,931) 72,453 87,612 72,275 116,538 119,104 138,996 207,230 169,642 93, Available Fund Balance 756,786 565,216 595,758 313,827 236,280 248,892 246,167 262,705 231,809 170,805 128,035 197,676 191, Available Fund Balance as a % of Expenditures 47.4% 27.6% 29.6% 14.4% 11.3% 11.5% 10.7% 11.1% 9.4% 6.7% 5.0% 7.3% 6 Equipment Reserve Designation - - - 150,000 150,000 75,000 75,000 100,000 150,000 200,000 250,000 100,000 100, Equipment Reserve Spending - - - - - - - - 700,000 - 450,000 - Equipment Reserve Total - - - 150,000 300,000 375,000 450,000 550,000 - 200,000 - 100,000 200, Capital Activity: Vehicles >10K - - - - - - - - 700,000 - 450,000 - Other Equipment >10K - 23,366 - - - - - - - - - - ---PAGE BREAK--- 57 . 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 will be shown in their sections.  City Council  City Manager’s Office  City Attorney  City Clerk  Information Systems  Human Resources The former Economic Development Department, which had largely been funded by the former Redevelopment Agency had become a Division within City Management in fiscal year 2012-13, while the City Manager evaluated how best to organize economic development and housing functions and pursue the City’s goals in those areas with limited resources. For fiscal year 2013- 14, the economic development and housing functions will be part of the newly created Community Development Department. The former Administrative Services Department has also been reorganized. Employee Services has become the Human Resources Division within City Management. The Finance Division has once again become the Finance Department. An organization chart reflecting City Management operating units and their relationships is provided in Chart 3-1. ---PAGE BREAK--- 58 Chart 3-1 City Management Organizational Structure The position listing in Table 3-1 shows the positions included within City Management. Table 3-1 City Management Position Listing CITY MANAGEMENT FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 Account Clerk 0.8 0.8 0.8 0 Administrative Analyst III 1 1 1 1 Assistant City Manager 1 1 1 1 Administrative Clerk Specialist 1 1 1 1 City Manager 1 1 1 1 City Clerk 1 1 1 1 Human Resources Manager (formerly Employee Services Manager) 1 1 1 1 Human Resources Technician (formerly Personnel Technician) 1 1 1 1 Information Systems Manager 1 1 1 1 Information Systems Technician 1 1 1 1 CITY MANAGEMENT TOTAL 9.8 9.8 9.8 9 Mayor and City Council City Manager Assistant City Manager Human Resources Manager Personnel Technician Analyst III (Community Outreach Specialist) City Clerk Information Systems Manager Information Systems Specialist Administrative Clerk City Attorney ---PAGE BREAK--- 59 CITY MANAGEMENT BUDGET SUMMARY City Management Department Expenditures (City Manager, City Clerk, Human Resources, Information Systems) All Funds FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Personnel Services $ 1,382,753 $ 1,436,280 $ 1,435,140 $ 1,447,228 Purchased Professional & Technical Services 183,900 184,411 211,571 146,500 Purchased Property Services 1,319 922 2,000 4,800 Other Purchased Services 530,084 549,757 485,000 744,450 Supplies 37,192 36,125 40,800 39,800 Property & Capital 17,181 24,453 26,000 36,000 Total Expenditures $ 2,152,428 $ 2,231,948 $ 2,200,511 $ 2,418,778 General Fund (101) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Personnel Services $ 1,315,810 $ 1,365,307 $ 1,365,755 $ 1,315,926 Purchased Professional & Technical Services 183,900 184,411 211,571 146,500 Purchased Property Services 1,319 922 2,000 4,800 Other Purchased Services 530,084 549,757 485,000 744,450 Supplies 37,192 36,125 40,800 39,800 Property & Capital 17,181 24,453 26,000 36,000 Total Expenditures $ 2,085,485 $ 2,160,976 $ 2,131,126 $ 2,287,476 Federal, State & Local Grants (221) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Personnel Services $ - $ - $ - $ 69,715 Total Expenditures $ - $ - $ - $ 69,715 Integrated Waste Management (501) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Personnel Services $ 66,943 $ 70,973 $ 69,385 $ 61,587 Total Expenditures $ 66,943 $ 70,973 $ 69,385 $ 61,587 City Management Department Revenues General Fund (101) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Charges for Services $ 1,108 $ 10,725 $ 10,000 $ 15,800 Other Revenue - 120 - - Total Revenues $ 1,108 $ 10,845 $ 10,000 $ 15,800 ---PAGE BREAK--- 60 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 and Public Financing Authority This past fiscal year, 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 All Funds FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Personnel Services $ 33,279 $ 34,155 $ 34,283 $ 34,414 Purchased Professional & Technical Services 17,556 24,094 14,000 9,000 Other Purchased Services 31,055 36,678 24,200 24,200 Supplies 1,685 851 1,300 1,300 Total Expenditures $ 83,576 $ 95,778 $ 73,783 $ 68,914 General Fund (101) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Personnel Services $ 33,279 $ 33,905 $ 34,033 $ 34,164 Purchased Professional & Technical Services $ 17,556 $ 24,094 $ 14,000 $ 9,000 Other Purchased Services $ 31,055 $ 36,678 $ 24,200 $ 24,200 Supplies $ 1,685 $ 851 $ 1,300 $ 1,300 Total Expenditures $ 83,576 $ 95,528 $ 73,533 $ 68,664 Financing Authority Debt Service (834) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Personnel Services $ - $ 250 $ 250 $ 250 Total Expenditures $ - $ 250 $ 250 $ 250 City Council Department Revenues General Fund (101) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Charges for Services $ - $ 4,100 $ - $ - Total Revenues $ - $ 4,100 $ - $ - ---PAGE BREAK--- 61 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 FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Purchased Professional & Technical Services $ 321,082 $ 357,541 $ 300,000 $ 275,000 Total Expenditures $ 321,082 $ 357,541 $ 300,000 $ 275,000 ---PAGE BREAK--- 62 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 Successful completion of the El Cerrito Strategic Plan Oversight of Redevelopment Agency dissolution, Successor Agency, Oversight Board, and initiated successful settlement with State Department of Finance Initiated “Great By Choice” organizational development effort Community Outreach: 4 Citywide newsletters, including Budget-in-Brief; online efforts, continued use and expansion of social media Conducted several events for community engagement, including “Alberrito Streets” and other Street Play Events Oversight of beginning installation of El Cerrito’s first commissioned public art project: 12 wind sculptures to be installed along San Pablo Avenue ---PAGE BREAK--- 63 Strategic Plan Alignment Table 3-2 shows the services performed by the City Manager’s Office as aligned to the Strategic Plan. Dark blue indicates the primary goal the program/service is aligned to; light blue indicates secondary goal(s). Table 3-2 City Manager Strategic Plan Alignment Program or Service Deliver Exemplary Government Services Achieve Long- Term Financial Sustainability Deepen a Sense of Place and Community Identity Develop and rehabilitate public facilities as community focal points Ensure the public’s health and safety. Foster environmental sustainability citywide Support the City Council Implement City Council policies and directives Prepare the annual budget; oversee financial planning & capital projects Represent the City with respect to other agencies Outreach to residents to provide information and encourage community participation Lead “Great By Choice” organizational development effort Staff liaison to Arts and Culture Commission; manage Public Art Fund Participate in recruitment and selection of senior staff Oversight of Successor Agency Implement the Strategic Plan Oversight of completion of facilities assessment and determine feasibility for future renovation or replacement of facilities ---PAGE BREAK--- 64 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 (Successor Agency); oversees preparation and noticing of City Council and Successor Agency agendas; records legislative history; maintains official City records, acts as Filing Officer for the Fair Political Practices Commission; conducts municipal elections; and performs a variety of other administrative duties for the City. The City Clerk 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 • 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; 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 one-half 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 development. ---PAGE BREAK--- 65 FY 2012-13 ACCOMPLISHMENTS Implemented and maintained a busy Passport Acceptance Office on behalf of the United States Department of State at City Hall. The City accepted approximately 560 passport applications this year and 975 passports since program inception in August 2011. Assisted City staff and the public in researching the City’s legislative history archive at the new legislative history portal at City Hall. Administered the candidate nomination process in conjunction with the November 2012 general municipal election and provided polling place support to voters. Coordinated the 60th Annual Commissioner Recognition Dinner; the Dinner was a landfill-free event. Inventoried and managed records eligible for destruction in accordance with the City’s records retention schedule. Implemented a new Public Records Act protocol and conducted city-wide trainings on the Public Records Act. Strategic Plan Alignment Table 3-3 shows the services performed by the City Clerk as aligned to the Strategic Plan. Dark blue indicates the primary goal the program/service is aligned to; light blue indicates secondary goal(s). Table 3-3 City Clerk Strategic Plan Alignment Program or Service Deliver Exemplary Government Services Achieve Long- Term Financial Sustainability Deepen a Sense of Place and Community Identity Develop and rehabilitate public facilities as community focal points Ensure the public’s health and safety. Foster environmental sustainability citywide Agenda Management Board and Commission Administration FPPC Conflict of Interest Administration FPPC Campaign Disclosure Administration Records Management Elections Administration City Council Events and Support Passport Acceptance Office City Manager Support / Public Information / Resident Relations ---PAGE BREAK--- 66 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 2012-13 ACCOMPLISHMENTS Implemented a new Intern Program for El Cerrito High School Students in collaboration with the WCCUSD to introduce students to local government Initiated conversion of New World Systems to Human Resources Next Gen to a user friendly system that will increase efficiency in the HR/payroll process Implemented Position Control to track and monitor budgeted positions through automation Initiated an amendment to the City’s Classification Plan to update classifications to reflect department reorganizations ---PAGE BREAK--- 67 Strategic Plan Alignment Table 3-4 shows the services performed by the Human Resources Division as aligned to the Strategic Plan. Dark blue indicates the primary goal the program/service is aligned to; light blue indicates secondary goal(s). Table 3-4 Human Resources Strategic Plan Alignment Program or Service Deliver Exemplary Government Services Achieve Long- Term Financial Sustainability Deepen a Sense of Place and Community Identity Develop and rehabilitate public facilities as community focal points Ensure the public’s health and safety. Foster environmental sustainability citywide Develop and maintain human resources policies and procedures to support city operations Maintain the City's Classification and compensation plans Process personnel actions and maintain personnel and related records Provide consultation and guidance to staff on personnel matters and HR processes to support organizational needs Stay abreast of federal/state laws and best practices Provide staff support to the Civil Service and Human Relations Commissions Manage contract negotiations, contract administration and interpretation, meet and confer process, grievance resolution and discipline matters Provide oversight to promote equitable and ethical treatment of the workforce and reduce liability Coordinate/monitor Citywide training Develop and train staff on HR processes Determine and coordinate an unbiased recruitment process Stay abreast of current trends to attract and retain well qualified candidates that reflect the diversity of the community we serve Manage health, dental, life, flexible spending account, employee assistance progam, deferred compensation program, wellness program, and other benefits for the City Oversee the annual open enrollment process Oversee the City's general liability, worker's comp, property, vehicle and other insurance programs Evaluate risk exposures and provide recommendations to reduce risks Implement the EC STARS Intern Program in collaboration with the WCCUSD to introduce EC High students to local government Complete conversion of HRIS to increase efficiency in the HR/Payroll process Implement Position Control in HRIS to track and monitor budgeted positions through automation ---PAGE BREAK--- 68 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 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 2012-13 ACCOMPLISHMENTS Upgraded Laserfiche, the City’s legislative history software, and coordinated staff training. Implemented two virtual servers which eliminated the need to purchase new servers and resulted in significant reduction in energy costs on an ongoing basis. Performed extensive troubleshooting of the BART/Ohlone Greenway video surveillance system; replaced hardware and assisted the Police Department with the retrieval of evidence. Migrated the New World Financial System to the Next Gen version with new features and integrated a new Human Resources module. Performed extensive troubleshooting of the City’s HVAC system; replaced and upgraded the digital control unit; replaced faulty sensors and re-programmed the controller to achieve more efficient control of overall building temperature. Installed fingerprint readers and report writing software in police cars which allows police officers to prepare reports in their cars. Assisted the Police Department with recovery of evidence from video surveillance systems maintained by local businesses. ---PAGE BREAK--- 69 Strategic Plan Alignment Table 3-5 shows the services performed by the Information Systems Division as aligned to the Strategic Plan. Dark blue indicates the primary goal the program/service is aligned to; light blue indicates secondary goal(s). Table 3-5 Information Systems Strategic Plan Alignment Program or Service Deliver Exemplary Government Services Achieve Long- Term Financial Sustainability Deepen a Sense of Place and Community Identity Develop and rehabilitate public facilities as community focal points Ensure the public’s health and safety. Foster environmental sustainability citywide Maximize use of the City's information and telecommunications systems resources. Assist computer and telephone users in gaining access to user systems and resolve problems as they arise. Strengthen internal controls and security throughout the City's technology infrastructure. Plan for and facilitate the growth of information and telecommunication systems in terms of both hardware and software. Facilitate increased productivity of all City departments through the use of the City's data processing and telecommunication resources Enhance the City's ability to reach out to its residents and enhance community participation through information technology Maintain efficient, cost effective and reliable information systems Troubleshoot video surveillance systems Continued monitoring of the HVAC system 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. Promote technology training and purchasing as strategic investments rather than ad-hoc activities Ensure baseline technology systems are recoverable in disaster situations. Work with the City Manager, City Attorney and Human Resources Manager to review existing policies aimed at protecting the City's information and technology assets from threats associated with unauthorized access, inappropriate use, information leakage, data integrity and natural disasters. ---PAGE BREAK--- 70 ---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, environmental quality and economic vitality. DEPARTMENT OVERVIEW The new Community Development Department provides the community with innovative and practical solutions to enhance a prosperous, healthy and sustainable city. Through the integration of the divisions of Planning and Building (previously Development Services), Economic Development, Housing and elements of Environmental Services, the newly formed Department strives to maintain and enhance the City as a vital, attractive, and sustainable community. To attain these goals, the Department’s responsibilities are: • Implement and help develop the vision of the City Council and residents of El Cerrito pursuant to the goals of the City’s Strategic Plan, General Plan, Climate Action Plan, other City planning documents and regional and state policies • Deepen a sense of place and community identity in El Cerrito by: • Retaining, attracting and supporting businesses that reflect El Cerrito values and financial outlook • Ensuring the creation and maintenance of an attractive, safe community with a high quality, balanced and appropriate mix of land uses and amenities • Enhancing the existing built environment by supporting and encouraging investment in our homes, neighborhoods, businesses and public places in a safe and efficient manner • Providing programs that are inclusive and engage, involve and educate the community • Collaborating with other departments and regional agencies 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 ---PAGE BREAK--- 72 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 advance planning and projects. The Planning and Building Division encompasses the City’s current and advanced Planning and Building functions and Code Enforcement. Community Sustainability includes Environmental Sustainability, Economic Development, Housing and Special Programs and Projects, including grants. 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 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 Administrative Analyst III 1 1 1 1 Administrative Clerk 1 1 0 0 Building Inspector I 1 1 1 0.5 Building Inspector II 2 2 1 1 Building Inspector II (underfill Building Inspector I) 0 0 1 1 Building Official 1 1 1 1 Building Plan Checker II 1 1 1 1 Community Development Director 1 1 1 1 Development Services Manager (formerly Planning Manager) 1 1 1 1 Permit Technician I 2 2 2 1 Permit Technician III 0 0 1 1 Senior Planner 2 2 2 2 Senior Program Manager 2 2 2 2 COMMUNITY DEVELOPMENT TOTAL 15 15 15 13.5 Community Development Director Planning and Building 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. Dark blue indicates the primary goal the program/service is aligned to; light blue indicates secondary goal(s). Table 4-2 Community Development Department Strategic Plan Alignment Program or Service Deliver Exemplary Government Services Achieve Long- Term Financial Sustainab ility Deepen a Sense of Place and Community Identity Develop and rehabilitate public facilities as community focal points Ensure the public’s health and safety. Foster environmental sustainability citywide Provide "front counter" customer service (technical assistance, information, education) for Planning and Building projects Provide Plan Check and Permits for Building and Planning projects Assure all built projects satisfy health and safety regulations and the California Building Code Assure all City and private projects are consistent with the California Environmental Quality Act Coordinate and perform Code Enforcement Activities Staff Planning Commission and Design Review Boards Conduct Advanced Planning (General Plan, Housing Element and Special Plans such as Climate Action, Specific Plans, and Master Plans) Foster citywide sustainability through development and implementation of policies, projects, programs and community involvement activities Develop mechanisms to streamline solar and other energy and water efficiency related permit processes Staff the Environmental Quality Committee Develop and implement business attraction and retention programs Staff the Economic Development Board Promote and support local and green businesses Lead the San Pablo Avenue Specific Plan and Complete Streets Planning effort Work with regional trip reduction programs to develop trip reduction and parking demand management programs Lead development of the Urban Greening Plan Coordinate and assure implementation of City's advance planning efforts Seek and develop outside funding to achieve City goals ---PAGE BREAK--- 74 Update the City's Bicycle and Pedestrian/Circulation Plan in coordination with Public Works and parallel planning efforts Complete Economic Development Action Plan Complete STAR Communities Pilot Program Complete entitlement process for Mayfair TOD Provide staffing services to the MSC to complete Development and Disposition Agreement for Mayfair TOD Complete Entitlement process and Disposition and Development Agreement for Eden Housing San Pablo Avenue Apartments Assist Resources for Community Development in implementing the Ohlone Gardens Mixed Use Apartments project Implement the City's Climate Action Plan Manage the City's Affordable Housing program Review and make recommendation pertaining to the City's Historic Preservation policy Develop first CAP implementation report and updated GHG emissions inventory Begin process and pursue funding for General Plan and Housing Element, including Affordable Housing Strategy Serve on the Oversight Board of the El Cerrito Redevelopment Successor Agency Develop and integrate new Department Serve on regional and statewide committees Administer grants and consultant contracts ---PAGE BREAK--- 75 COMMUNITY DEVELOPMENT DEPARTMENT BUDGET SUMMARY Community Development Department Expenditures All Funds FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Personnel Services $ 1,653,699 $ 1,567,991 $ 1,465,631 $ 1,549,771 Purchased Professional & Technical Services 281,820 75,967 393,000 485,625 Purchased Property Services 45,943 32,400 41,500 19,980 Other Purchased Services 57,828 36,665 83,360 113,718 Supplies 23,720 15,312 19,600 25,800 Property & Capital 1,454 6,845 5,700 5,700 Other Objects 3,459,247 2,418,523 Other Financing Uses 12,661,190 4,956,360 781,152 Total Expenditures $ 18,184,901 $ 9,110,064 $ 2,789,943 $ 2,200,594 General Fund (101) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Personnel Services $ 1,351,860 $ 1,304,645 $ 1,328,069 $ 1,101,988 Purchased Professional & Technical Services 187,301 57,478 331,000 157,500 Purchased Property Services 4,978 13,548 15,500 9,500 Other Purchased Services 34,126 35,313 78,140 37,000 Supplies 18,998 14,502 18,400 15,000 Property & Capital 1,454 6,845 5,700 5,700 Other Financing Uses 3,950,000 Total Expenditures $ 1,598,718 $ 5,382,331 $ 1,776,809 $ 1,326,688 Federal, State & Local Grants (221) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Personnel Services $ 357,945 Purchased Professional & Technical Services 292,125 Other Purchased Services 73,498 Supplies 9,500 Total Expenditures $ 733,068 City LMI Housing Fund (232) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Personnel Services $ 43,294 $ 137,562 $ 89,838 Purchased Professional & Technical Services 3,458 62,000 36,000 Purchased Property Services 3,782 26,000 10,480 Other Purchased Services 840 5,220 3,220 Supplies 497 1,200 1,300 Other Financing Uses (5,463,441) 781,152 - Total Expenditures $ (5,411,570) $ 1,013,134 $ 140,838 Capital Improvement Fund (301) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Purchased Professional & Technical Services $ 15,460 $ 4,305 Total Expenditures $ 15,460 $ 4,305 $0 $0 Redevelopment Agency (801) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Personnel Services $ 184,304 $ 176,309 Purchased Professional & Technical Services 46,549 7,818 Purchased Property Services 30,285 - Other Purchased Services 21,497 - Supplies 3,738 - Other Objects 1,580,469 507,493 Other Financing Uses 7,426,748 2,070,500 Total Expenditures $ 9,293,591 $ 2,762,120 $0 $0 Redevelopment LMI Housing Fund (802) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Personnel Services $ 117,534 $ 43,744 Purchased Professional & Technical Services 30,924 2,908 Purchased Property Services 10,680 15,070 Other Purchased Services 2,204 512 Supplies 984 314 Other Objects 10,450 - Other Financing Uses 2,953,200 4,369,595 Total Expenditures $ 3,125,976 $ 4,432,142 $0 $0 ---PAGE BREAK--- 76 Redevelopment 1997/1998 TAB Debt Service Fund (804) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Purchased Professional & Technical Services $ 1,585 $ - Other Objects 774,986 773,485 Other Financing Uses 29,705 Total Expenditures $ 776,571 $ 803,190 $0 $0 Senior Center Construction Fund (805) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Other Financing Uses $ 61,000 Total Expenditures $ 61,000 $0 $0 $0 Redevelopment 2004 Bond Proceeds Fund (811) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Other Financing Uses $ 2,220,243 Total Expenditures $ 2,220,243 $0 $0 $0 Redevelopment 2004 TAB Debt Service Fund (814) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Other Objects $ 1,093,343 $ 1,137,545 $0 $0 Other Financing Uses - 1 Total Expenditures $ 1,093,343 $ 1,137,546 $0 $0 Community Development Department Revenues All Funds FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Property & Other Taxes $ 4,980,334 $ 2,711,196 $ 786,052 $ 4,900 Licenses & Permits 562,760 518,276 669,936 606,000 Use of Money & Property 47,310 83,511 - - Intergovernmental Revenues 519 166 - 219,498 Charges for Services 620,666 500,860 921,550 841,850 Other Revenue 7,486 40 1,000 41,000 Other Financing Sources 1,938,143 4,383,108 - - Total Revenues $ 8,157,220 $ 8,197,157 $ 2,378,538 $ 1,713,248 General Fund (101) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Property & Other Taxes $ 1,834 $ 414 $ 4,900 $ 4,900 Licenses & Permits 562,760 518,276 669,936 606,000 Intergovernmental Revenues 519 166 - 28,000 Charges for Services 620,666 500,860 921,550 841,850 Other Revenue 81 40 1,000 41,000 Total Revenues $ 1,185,859 $ 1,019,755 $ 1,597,386 $ 1,521,750 Federal, State & Local Grants (221) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Intergovernmental Revenues $ 191,498 Total Revenues $ 191,498 City LMI Housing Fund (232) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Property & Other Taxes $ - $ 781,152 Use of Money & Property 306 - - Total Revenues $ 306 $ 781,152 $0 Redevelopment Agency (801) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Property & Other Taxes $ 3,982,801 $ 2,168,626 Use of Money & Property 42,226 83,202 Other Revenue 7,406 - Other Financing Sources - 1,820,000 Total Revenues $ 4,032,433 $ 4,071,828 $0 $0 Redevelopment LMI Housing Fund (802) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Property & Other Taxes $ 995,700 $ 542,157 Use of Money & Property 3,049 - Other Financing Sources - 2,130,000 Total Revenues $ 998,750 $ 2,672,157 $0 $0 ---PAGE BREAK--- 77 Redevelopment 1997/1998 TAB Debt Service Fund (804) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Use of Money & Property $ - $ 2 Other Financing Sources 787,135 107,417 Total Revenues $ 787,135 $ 107,419 $0 $0 Redevelopment 2004 Bond Proceeds Fund (811) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Use of Money & Property $ 1,973 $ - Total Revenues $ 1,973 $ - $0 $0 Redevelopment 2004 TAB Debt Service Fund (814) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Use of Money & Property $ 62 $ 2 Other Financing Sources $ 1,151,009 $ 325,691 Total Revenues $ 1,151,070 $ 325,692 $0 $0 ---PAGE BREAK--- 78 PLANNING AND BUILDING DIVISION Formerly known as Development Services, 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 all phases of the development review process. The framework for this process is found in the policy documents and the municipal code sections that implement community goals and protect and enhance community resources while considering new development. The Building section provides plan review and inspections services as well as educational outreach to businesses and property owners. The section implements and enforces the local and state laws relating to the built environment. 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 • Leads and coordinates the Department’s long-range 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 • Undertake focused activities with respect to disaster preparedness and post-disaster assessment FY 2012-13 ACCOMPLISHMENTS Participated in development of the One Bay Area: Sustainable Community Strategy to develop appropriate City 20 year housing production projections Instituted an Interdepartmental Development Review Team to better coordinate complex development projects Led ongoing efforts to finalize San Pablo Specific Plan Initiated pre-entitlement phase for catalyst Transit-Oriented Development project at Mayfair site adjacent to del Norte Initiated new customer service/front counter programs to respond to the needs of its frequent users Plan checked and inspected photovoltaic installations on municipal facilities Participated in the East Bay Green Corridor’s Solar Permit streamlining effort Implemented pre-permit inspections for residential solar photovoltaic installation ---PAGE BREAK--- 79 Service Indicators The tables below depict the workload statistics of the Planning and Building Division for FY 2013- 14. The number of applications needing Planning Commission or Design Review Board approval has continued to decrease in 2012-13 while over-the-counter permits such as Home Occupations and Fence Clearances have held steady. While the downturn in the economy has negatively affected building permit revenue due to lower valuations and permit costs, the overall number of permits has continued to rise every year. Permit applications are typically for smaller projects and repairs rather than large remodels and additions as seen in past years. Staff has continued to improve permit processing time and as the process is further streamlined, permit processing time should continue to decrease. Chart 4-2 Planning Permits by Fiscal Year Table 4-3 Permit Issuances and Construction Value Fiscal Year Total Permits Issued Total Const. Valuation 2007-2008 1,289 $26,210,282 2008-2009 1,122 $16,755,268 2009-2010 1,232 $20,313,306 2010-2011 1,249 $21,731,299 2011-2012 1,572 $22,[PHONE REDACTED]-2-13 1,372 $16,302,141 * Total as of April 30 2013 Estimated Total for FY 12-13 2,000 permits Valuation $18,600,000 0 10 20 30 40 50 60 70 09-10 10-11 11-12 12-13 ---PAGE BREAK--- 80 Chart 4-4 Building Permit Total Construction Valuation Chart 4-5 Building Permits Issued by Fiscal Year Chart 4-6 Annual Inspections Table 4-4 Inspection Activity Fiscal Year Average Inspections Annual Inspections 2009-2010 616 7,393 2010-2011 515 6,189 2011-2012 555 6,662 2012-2013* 484 5,803 *Total as of March 31, 2013 Est Total FY 12-13 is 7,250 $20,313,306 $21,731,299 $22,878,198 $16,302,141 $0 $5,000,000 $10,000,000 $15,000,000 $20,000,000 $25,000,000 09-10 10-11 11-12 12-13 1232 1249 1572 1372 0 500 1000 1500 2000 09-10 10-11 11-12 12-13 7393 6189 6662 5803 0 1000 2000 3000 4000 5000 6000 7000 8000 09-10 10-11 11-12 12-13 ---PAGE BREAK--- 81 COMMUNITY SUSTAINABILITY DIVISION The Community Sustainability Division integrates elements of the previous Environmental Services Division and the Economic Development and Housing Division. The Division plays a leadership role in promoting environmental quality and innovation, 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 including: • Development and ongoing monitoring and implementation of the City’s sustainability initiatives and policies, including the Climate Action Plan • Development and ongoing implementation of 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 • Works to increase the supply of market rate and affordable housing and promotes equitable housing opportunities • Provides public engagement, educational opportunities and innovative programs to involve the public in creating a connected, sustainable and economically vibrant community • Leads and coordinates the Department’s long-range planning efforts • 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 Board • 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 2012-13 ACCOMPLISHMENTS Completed Climate Action Plan Coordinated with Public Works to complete a citywide solar procurement process Applied for and awarded $239,498 Proposition 84 Urban Greening Grant to prepare Urban Greening Plan Initiated Urban Greening Plan through establishment of the Urban Greening Task Force, completion of the Consultant selection process and initiation of the public involvement, existing conditions analysis, and needs assessment Marketed regional home energy efficiency program to El Cerrito residents and converted Swim and Community Center outdoor lighting to LED lamps Provided staff services to assist the Municipal Services Corporation to execute an Exclusive Negotiating Right Agreement (ENRA) to develop TOD adjacent to del Norte BART Expanded Annual Entrepreneur Training and Small Business Workshop series Participated in Priority Development Area Working group and with Contra Costa Transportation Authority (CCTA) on development of a PDA Growth and Investment Strategy ---PAGE BREAK--- 82 Secured $125,000 to develop multimodal Capital Improvement Program near both BART stations for incorporation into the San Pablo Avenue Specific and Complete Streets Plan Selected as STAR Communities Pilot Program participant and initiated Citywide self-assessment Completed design on Ohlone Greenway Natural Area project and coordinated with Public Works to release Notice Inviting Bids Completed grant agreement with the State Department of Housing and Community Development and Resources for Community Development for $2.86 million of Proposition 1c Infill Infrastructure Grant funds for the Ohlone Gardens Mixed Use Housing Development Resolved property transfer issues of the 10848-10860 San Pablo Avenue Eden Housing site that were related to the Dissolution Act; initiated environmental review and entitlement processes for the proposed 63-unit affordable housing project on the City-owned site Service Indicators Resource Conservation The Community Sustainability Division continually strives to identify and achieve resource savings for the City and community through a variety of policies, projects and programs. The resource savings help the City both save money and meet its greenhouse gas (GHG) emissions reduction targets. In order to monitor progress toward the City’s GHG reduction targets, the Division completes a GHG emissions inventory every five years. Each year, ESD also selects a resource conservation or efficiency program that has been implemented to highlight the resource savings achieved. Chart 4-7 compares total annual municipal energy use and resulting GHG emissions, as measured using pounds of equivalent carbon dioxide (CO2e), for the years 2005 (the City’s GHG emissions baseline year), 2011 and 2013. Due to a combination of conservation and efficiency efforts undertaken in 2011-2013, CO2e from municipal energy use has declined by nearly 9% since 2010. Chart 4-7 Annual Municipal Energy Use In addition, CSD closed out a residential energy efficiency incentive program, funded by the EPA Climate Communities Showcase grant that provided up to $250 towards the cost of a home energy performance test for homeowners. The program was designed to help homeowners qualify for PG&E Energy Upgrade California rebates. CSD provided incentives for a total of 51 home performance tests in El Cerrito resulting in 33 projects receiving residential rebates from - 500,000.00 1,000,000.00 1,500,000.00 2,000,000.00 2,500,000.00 Natural Gas (therms) Electricity (kWh) lbs CO2e 2005 2011 2013 ---PAGE BREAK--- 83 PG&E for weatherization work and a total annual savings of 10,362 therms and 21,464 kWh. Average household savings is approximately 36%. 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 be a resilient community. The Division liaisons with four City boards, commissions, and/or committees and organizes 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 Board, Planning Commission or Environmental Quality meetings) in FY 2012-13. The Division tracks number of activities and participation each year to gauge staff resources and to gauge and aim for increased participation and community involvement over time. Table 4-5 Community Engagement Statistics Community Input Meetings 9 Participants 146 Climate Action Plan Public Comment Meetings Urban Greening Plan Task Force Ohlone Greenway Natural Area Public Meetings Special Events and Workshops Workshops/ Events 27 Participants 466 Entrepreneur Training Series Small Business Workshop Series Less Toxic Pesticide Workshop Bike to Work Day Family Cycling Workshop Totals Meetings/Events 36 Participants 612 ---PAGE BREAK--- 84 ---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 ---PAGE BREAK--- 86 • 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) • 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 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 Account Clerk Technician 3 3 3 3 Finance Director/City Treasurer (formerly Admininstrative Services Director) 1 1 1 1 Senior Program Manager 1 1 1 1 Successor Agency/Special Projects Manager 1 1 1 1 FINANCE DEPARTMENT TOTAL 6 6 6 6 In FY 2012-13, the Administrative Services Director classification was eliminated and replaced with the Finance Director classification. Additionally, now that the dissolution of the Redevelopment Agency is winding down, the Economic Development/Redevelopment Manager has been assigned to the Finance Department as the Successor Agency/Special Projects Manager. Finance Director/ City Treasurer Accounting 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 FY 2012-13 ACCOMPLISHMENTS Received the award for Excellence in Financial Reporting from the Governmental Finance Officers Association Received the award for Excellence in Operational Budgeting from the California Society of Municipal Finance Officers and the Distinguished Budget Award from the Governmental Finance Officers Association for the third time Issued Tax Revenue Anticipation Notes in response to cash shortfall Refinanced storm drain, recycling center, equipment and swim center bonds, resulting in significant interest savings over the life of the bonds Prevailed in the Successor Agency’s challenge of the State’s July True Up Payment Demand and the Housing Funds Due Diligence Review In coordination with the Human Resource and Information Services Divisions, assisted in the upgrade of the HR/Payroll software module and the implementation of position control and position budgeting Table 5-2 shows the services performed by the Finance Department as aligned to the Strategic Plan. Dark blue indicates the primary goal the program/service is aligned to; light blue indicates secondary goal(s). Table 5-2 Finance Strategic Plan Alignment Program or Service Deliver Exemplary Government Services Achieve Long- Term Financial Sustainab ility Deepen a Sense of Place and Community Identity Develop and rehabilitate public facilities as community focal points Ensure the public’s health and safety. Foster environmental sustainability citywide Develop revised financial policies for consideration by the City Council Develop, improve and implement procedures and systems supporting Council-adopted financial polices Implement quarterly financial monitoring, reporting, analysis, and projections, in coordination with departments, to ensure adequate resources and reserves Review purchasing policies, systems and procedures to identify opportunities for improvements and efficiencies Regularly train City staff on financial, purchasing and contracting procedures and processes Improve internal controls through cross-training of staff, monitoring of processes and resources, following appropriate accounting procedures, and implementing process improvements where needed Improve customer services levels through staff training, process changes, and collaboration with other departments Provide timely and accurate payroll, accounts payable and accounts receivable services Assist Business License applicants with information needed and services available to open and/or operate a business in El Cerrito ---PAGE BREAK--- 88 Lead a review of revenue collection to identify opportunities for improvements Manage cash flow to ensure adequate current resources Evaluate the real property assets of the City, its agencies and corporations for cost savings and revenue opportunities, both one-time and ongoing Lead an update of the City's cost allocation and fee study 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 Upon receipt of the Finding of Completion by the Department of Finance, develop the Successor Agency's Long-Range Property Management Plan, as required under the Dissolution Act, for consideration by the Oversight Board Collaborate on the development of the Economic Development Action Plan through analytical support Assist land use planning efforts through the real estate economic analysis to ensure financial feasibility of development standards and infrastructure plans Collaborate in indentifying resources for investment in and maintenance of public facilities and infrastructure ---PAGE BREAK--- 89 FINANCE DEPARTMENT BUDGET SUMMARY Finance Department Expenditures All Funds FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Personnel Services $ 614,698 $ 632,896 $ 403,766 $ 710,332 Purchased Professional & Technical Services 223,324 232,944 223,500 238,200 Other Purchased Services 13,225 14,717 12,800 20,900 Supplies 11,012 9,980 10,000 10,000 Property & Capital 1,980 18,993 1,000 1,000 Other Objects 2,405,222 3,423,534 2,371,427 2,486,449 Other Financing Uses 3,183,828 3,103,323 3,398,805 3,498,778 Total Expenditures $ 6,453,290 $ 7,436,388 $ 6,421,298 $ 6,965,659 General Fund (101) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Personnel Services $ 614,454 $ 632,621 $ 403,766 $ 710,332 Purchased Professional & Technical Services 195,133 195,446 196,000 211,000 Other Purchased Services 13,225 14,717 12,800 20,900 Supplies 11,012 9,980 10,000 10,000 Property & Capital 1,980 17,006 1,000 1,000 Other Objects 41,146 53,835 37,000 166,473 Other Financing Uses 745,608 739,137 711,500 708,808 Total Expenditures $ 1,622,558 $ 1,662,743 $ 1,372,066 $ 1,828,513 Gas Tax Fund (201) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Property & Capital $ - $ 1,987 $ - $ - Other Financing Uses 410,000 395,000 595,000 545,000 Total Expenditures $ 410,000 $ 396,987 $ 595,000 $ 545,000 Measure J-Return to Source Fund (204) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Other Financing Uses $ 395,000 $ 249,000 $ 313,000 $ 309,000 Total Expenditures $ 395,000 $ 249,000 $ 313,000 $ 309,000 Storm Drain Fund (205) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Other Financing Uses $ 520,607 $ 617,550 $ 492,000 $ 786,000 Total Expenditures $ 520,607 $ 617,550 $ 492,000 $ 786,000 Measure A Parcel Tax Fund (206) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Purchased Professional & Technical Services $ 13,996 $ 14,088 $ 15,000 $ 15,000 Other Financing Uses 363,578 365,053 362,305 409,970 Total Expenditures $ 377,574 $ 379,141 $ 377,305 $ 424,970 Park In Lieu Fund (210) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Other Financing Uses $ 5,000 Total Expenditures $ 5,000 $0 $0 $0 Street Improvement Fund (211) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed ---PAGE BREAK--- 90 Other Financing Uses $ 744,036 $ 737,583 $ 740,000 $ 740,000 Total Expenditures $ 744,036 $ 737,583 $ 740,000 $ 740,000 Federal, State & Local Grants Fund (221) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Personnel Services $ 244 $ 275 Total Expenditures $ 244 $ 275 $0 $0 Storm Drain Debt Service Fund (401) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Purchased Professional & Technical Services $ 2,650 $ 16,780 $ 3,000 $ 2,700 Other Objects $ 515,613 $ 1,528,638 $ 520,974 $ 518,830 Total Expenditures $ 518,263 $ 1,545,418 $ 523,974 $ 521,530 Pension Fund (701) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Purchased Professional & Technical Services $ 1,040 $ 823 $ 1,500 $ 1,500 Other Objects 148,426 140,947 111,000 111,000 Total Expenditures $ 149,466 $ 141,769 $ 112,500 $ 112,500 Finance Authority Debt Service Fund (834) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Purchased Professional & Technical Services $ 6,655 $ 2,148 $ 6,000 $ 6,000 Other Objects 363,578 365,055 365,800 359,058 Other Financing Uses - - 185,000 - Total Expenditures $ 370,233 $ 367,203 $ 556,800 $ 365,058 City Hall Debt Service Fund (835) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Purchased Professional & Technical Services $ 750 $ 2,580 $ 1,000 $ 1,000 Other Objects 595,408 597,408 599,000 595,308 Total Expenditures $ 596,158 $ 599,988 $ 600,000 $ 596,308 Street Improvement Bond Debt Service Fund (836) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Purchased Professional & Technical Services $ 3,100 $ 1,080 $ 1,000 $ 1,000 Other Objects 741,053 737,653 737,653 735,780 Total Expenditures $ 744,153 $ 738,733 $ 738,653 $ 736,780 Finance Department Revenues General Fund (101) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Charges for Services $ 75,354 $ 69,552 $ 75,000 $ 75,000 Other Revenue - - - 25,000 Total Revenues $ 75,354 $ 69,552 $ 75,000 $ 100,000 ---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 percent 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 three 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 ---PAGE BREAK--- 92 of an emergency. The Department also conducts outreach and educational opportunities to residents, 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 Health and Wellness program. ---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 2013-14, 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 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 Battalion Chief 3 3 3 3 Battalion Chief/Training Officer 1 1 1 1 Fire Captain 4 4 4 4 Fire Captain/Paramedic 5 5 5 5 Fire Captain/Paramedic/FPO 1 1 1 1 Fire Chief 1 1 1 1 Fire Engineer 2 2 2 2 Fire Engineer/Paramedic 10 10 10 10 Fire Secretary 1 1 1 1 Firefighter 4 4 4 4 Firefighter/Paramedic 5 5 5 5 FIRE DEPARTMENT TOTAL 37 37 37 37 Fire Chief A Shift Battalion Chief Fire Marshall 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 2012-13 ACCOMPLISHMENTS Received a Department of Homeland Security Assistance to Firefighter Grant in the amount of $2 million for the purchase of self-contained breathing apparatus. Trained three firefighters to the level of Rescue Systems II funded by a Department of Homeland Security grant. Completed the process for the community of Kensington to achieve the Heartsafe Community designation from Contra Costa County and the American Heart Association. Completed a promotional exam for the position of Battalion Chief and Fire Captain. Developed a digital supply tracking program for all advanced life support equipment. Completed a firefighter recruitment process and hired three new firefighters. Managed the execution of a Department of Homeland Security Assistance to Firefighter Grant for the purchase and distribution of portable radios for all of the fire departments within Contra Costa County. Strategic Plan Alignment Table 6-2 shows the services performed by the Fire Department as aligned to the Strategic Plan. Dark blue indicates the primary goal the program/service is aligned to; light blue indicates secondary goal(s). Table 6-2 Fire Department Strategic Plan Alignment Program or Service Deliver Exemplary Government Services Achieve Long- Term Financial Sustainability Deepen a Sense of Place and Community Identity Develop and rehabilitate public facilities as community focal points Ensure the public’s health and safety. Foster environmental sustainability citywide All Risk and EMS Response Automatic Aid Agreements Code Development and Enforcement Project Vegetation Management Program Staff Development CERT Program Emergency Plan Review and Exercise Grant Writing Facility and Equipment Maintenance Maintenance and Testing for Apparatus and Equipment Wellness/Fitness Program ---PAGE BREAK--- 95 Program or Service Deliver Exemplary Government Services Achieve Long- Term Financial Sustainability Deepen a Sense of Place and Community Identity Develop and rehabilitate public facilities as community focal points Ensure the public’s health and safety. Foster environmental sustainability citywide Grant Management - Self- Contained Breathing Apparatus Continued Evaluation and Adjustment of Programs to Maximize Organizational Effectiveness 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 2013-14 with current staffing levels as shown in the proposed budget. Table 6-3 lists six response types, depicted graphically in Chart 6-2: • 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 2008 2009 2010 2011 2012 Fires 124 110 103 113 112 EMS/Rescues 1610 1624 1536 1529 1537 Hazardous Conditions 83 72 64 69 69 Service Calls 299 264 255 256 251 Good Intent 596 605 663 693 835 False Calls 169 148 143 160 172 ---PAGE BREAK--- 96 Chart 6-2 Emergency Response Workload Table 6-4 shows that the Department responds to nearly 3,000 calls per year. Fire loss over this five-year period averages $484,464 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 2008 2,881 $181,425 2009 2,823 367,250 2010 2,764 561,445 2011 2,820 883,950 2012 2,973 428,250 Average 2,852 $484,464 0 100 200 300 400 500 600 700 [PHONE REDACTED] 1100 1200 1300 1400 1500 1600 1700 1800 1900 2000 Fires EMS/Rescues Hazardous Conditions Service calls Good Intents False Calls 2008 2009 2010 2011 2012 ---PAGE BREAK--- 97 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 2007 2008 2009 2010 2011 2012 Medical – EMS 540 875 950 887 782 760 Operations 17,280 16,348 13,785 13,882 12,907 12,172 Physical Fitness 1,372 1,372 1,285 1,349 1,113 979 Online N/A N/A 967 815 840 826 Total 19,912 18,594 16,987 16,933 15,642 14,737 Table 6-6 Fire Prevention Activities Inspection Type 2008 2009 2010 2011 2012 Fire Inspections ( Fire Company) 468 488 440 495 471 Mandatory ( Schools/Jails/Convalescents) 16 18 18 23 23 Self-Inspection 223 202 217 252 254 Construction Plan Checks 83 92 70 59 64 Construction Inspections 111 80 63 232 200 Vegetation Management Inspections 12,059 12,059 15,351 14,270 14,270 Vegetation Management Re-inspections 131 100 237 329 283 Total 13,091 13,039 16,396 15,660 15,565 Table 6-7 Current Certifications Held Type 2008 2009 2010 2011 2012 Chief Officer 1 1 1 1 1 Fire Officer 18 20 22 22 21 Firefighter II 31 34 34 34 33 Firefighter I 36 34 34 34 33 Driver Operator I 29 32 32 34 31 CERT Instructors 8 9 9 10 8 Rescue Systems I 23 25 25 26 27 Rescue Systems II N/A N/A N/A 7 10 EMT 17 16 16 16 12 Paramedic 18 18 18 18 18 Total 181 189 191 202 194 Table 6-8 Public Education Contacts Contact Type 2008 2009 2010 2011 2012 Station Tours 245 245 331 150 177 Preschool Programs 407 430 516 477 493 Open Houses 400 400 35 201 147 School Age Programs K-4 373 350 456 830 606 School Age Programs 5-8 238 205 239 672 497 Senior Programs 27 29 58 25 63 First Aid/ CPR 59 108 230 140 169 Car Seats N/A N/A N/A 56 49 Public Functions 4,591 3,520 7,050 7,000 7,000 Total 6,340 5,287 9,915 9,495 9,201 ---PAGE BREAK--- 98 FIRE DEPARTMENT BUDGET SUMMARY Fire Department Expenditures All Funds FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Personnel Services $ 6,580,291 $ 7,412,529 $ 7,373,445 $ 7,429,746 Purchased Professional & Technical Services 21,520 28,512 33,000 11,500 Purchased Property Services 329,068 261,019 340,600 322,183 Other Purchased Services 64,879 84,975 85,000 81,000 Supplies 109,472 119,409 107,400 107,300 Property & Capital 176,191 336,137 25,000 65,000 Other Objects 49,091 32,590 49,017 129,532 Other Financing Uses - 2,706,596 2,027,997 - Total Expenditures $ 7,330,512 $ 10,981,768 $ 10,041,459 $ 8,146,261 General Fund (101) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Personnel Services $ 6,580,291 $ 7,412,529 $ 7,373,445 $ 7,429,746 Purchased Professional & Technical Services 21,520 27,536 33,000 11,500 Purchased Property Services 329,068 261,019 340,600 322,183 Other Purchased Services 64,879 84,975 85,000 81,000 Supplies 109,472 119,409 107,400 107,300 Property & Capital 28,426 29,181 25,000 25,000 Other Objects 1,073 450 1,000 1,000 Total Expenditures $ 7,134,729 $ 7,935,101 $ 7,965,445 $ 7,977,729 Grants Fund (221) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Property & Capital $ 147,765 $ 306,956 $ - $ - Other Financing Uses - 2,433,596 2,027,997 - Total Expenditures $ 147,765 $ 2,740,552 $ 2,027,997 $ - Equipment Replacement Fund (601) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Purchased Professional & Technical Services $ - $ 975 $ - $ - Property & Capital - - - 40,000 Other Objects 48,018 32,140 48,017 128,532 Other Financing Uses - 273,000 - - Total Expenditures $ 48,018 $ 306,115 $ 48,017 $ 168,532 Fire Department Revenues All Funds FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Intergovernmental Revenues $ 2,357,613 $ 2,725,121 $ 2,458,862 $ 2,483,128 Charges for Services 45,686 74,771 55,000 50,000 Other Financing Sources - 546,000 - - Total Revenues $ 2,403,299 $ 3,345,892 $ 2,513,862 $ 2,533,128 General Fund (101) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Intergovernmental Revenues $ 2,209,848 $ 2,496,321 $ 2,458,862 $ 2,483,128 Charges for Services 45,686 74,771 55,000 50,000 Total Revenues $ 2,255,534 $ 2,571,092 $ 2,513,862 $ 2,533,128 Grants Fund (221) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Intergovernmental Revenues $ 147,765 $ 228,800 $ - $ - Other Financing Sources - 546,000 - - Total Revenues $ 147,765 $ 774,800 $ - $ - ---PAGE BREAK--- 99 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 our 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 our community by enforcing federal, state and local ordinances • Maintaining and increasing effective partnerships with our 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 our community • Continuously assessing effective and efficient delivery of service ---PAGE BREAK--- 100 Organizational Structure The personnel making up 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 our 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 Traffic Officer CSO (2 PT) VIPS SRO Officer Lieutenant Administrative/ Support Services Records Supervisor Senior Records Specialist Records Specialist Property Specialist Cadets Administrative Analyst Explorers Reserve Officers ---PAGE BREAK--- 101 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. For FY 2013-14, two classifications are proposed to be added to the Department. Community Services Officers (CSO) are a new classification made up of non-sworn personnel who will perform tasks and services that are not necessary to be performed by sworn personnel. Additionally, the existing Executive Assistant is proposed to be reclassified as an Administrative Analyst. The position as currently filled meets the distinguishing characteristics, essential functions, and qualifications of the proposed classification and better reflects the duties being performed. Table 7-1 Police Department Position Listing FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 Crossing Guard 0.35 0.35 0.35 0 Community Services Officer 0 0 0 2.4 Parking Enforcement Representative 2.2 2.2 2.2 0 Police Captain 1 1 1 1 Police Chief 1 1 1 1 Police Corporal 4 4 4 4 Police Corporal - Detective 1 1 1 1 Administrative Analyst (formerly Executive Assistant) 1 1 1 1 Police Lieutenant 3 3 3 3 Police Officer 19 19 19 19 Police Officer - Detective 4 4 4 4 Police Officer - K9 1 1 1 1 Police Officer - SRO 3 3 3 3 Police Officer - Traffic 3 3 3 3 Police Records Specialist 5 4 4 4 Police Records Supervisor 1 1 1 1 Police Sergeant 4 4 4 4 Police Sergeant - Detective 1 1 1 1 Police Sergeant - Motor 1 1 1 1 Property and Evidence Specialist 0 1 1 1 Senior Police Records Specialist 1 1 1 1 POLICE DEPARTMENT TOTAL 56.55 56.55 56.55 56.4 Strategic Plan Alignment Table 7-2 shows the services performed by the Police Department as aligned to the Strategic Plan. Dark blue indicates the primary goal the program/service is aligned to; light blue indicates secondary goal(s). ---PAGE BREAK--- 102 Table 7-2 Police Department Strategic Plan Alignment Program or Service Deliver Exemplary Government Services Achieve Long- Term Financial Sustainability Deepen a Sense of Place and Communit y Identity Develop and rehabilitate public facilities as community focal points Ensure the public’s health and safety. Foster environmental sustainability citywide Conducting Patrol Operations Investigating reported crimes Conducting Proactive Traffic Enforcement Contracting with Allied Agencies for services such as Dispatch, Animal Control and Crime Lab services Public education and crime prevention strategies Measuring performance through data analysis and community feedback Evaluating and selecting opportunites to improve maintenance of or upgrade of equipment and facilities Examine industry standards and select opportunities to seek out and provide excellent training to Department Members Service Indicators Chart 7-2 shows the total Calls for Service for the past 5 years. This measurement reflects all Computer Aided Dispatch (CAD) incidents which include calls for police response from our community into the Dispatch center and self-initiated activity by our officers in the field. Chart 7-2 El Cerrito Police Dept. Total CAD Incidents / Calls for Service- Past 5 years Chart 7-3, 7-4, and 7-5 depict crime statistics for Part 1 and Part 2 crimes for calendar years 2008-2012. 21000 22000 23000 24000 25000 26000 27000 2008 2009 2010 2011 2012 Total Incidents Total Incidents ---PAGE BREAK--- 103 Chart 7-3 El Cerrito Police Department Priority One Offenses- Past 5 years CRIME 2008 2009 2010 2011 2012 Average PART ONE CRIMES Homicide 0 0 0 0 0 0 Rape 0 6 2 3 2 3 Robbery 98 78 75 60 79 78 Aggravated Assault 17 48 46 32 29 34 Part 1 (Person) Crimes Total 115 132 123 95 110 PART TWO CRIMES Burglary 217 215 206 231 243 222 Larceny 666 611 589 588 637 618 Motor Vehicle Theft 193 106 150 111 150 142 Part 2 (Property) Crimes Total 1,076 932 945 930 1,030 Crime total 1191 1064 1068 1025 1140 Chart 6-4 Violent Crimes 5-Year Trend Chart 6-5 Property Crime 5-Year Trend ---PAGE BREAK--- 104 POLICE DEPARTMENT BUDGET SUMMARY Police Department Expenditures All Funds FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Personnel Services $ 7,661,083 $ 8,465,399 $ 8,899,103 $ 8,690,846 Purchased Professional & Technical Services 891,566 904,805 1,049,340 1,108,500 Purchased Property Services 137,841 158,400 157,900 157,352 Other Purchased Services 144,675 118,897 140,920 164,220 Supplies 172,132 230,238 206,250 213,350 Property & Capital 228,313 227,458 527,800 172,800 Other Objects 1,088 1,219 - - Total Expenditures $ 9,236,699 $ 10,106,417 $ 10,981,313 $ 10,507,068 General Fund (101) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Personnel Services $ 7,578,815 $ 8,392,480 $ 8,899,103 $ 8,620,846 Purchased Professional & Technical Services 891,566 904,805 1,049,340 1,108,500 Purchased Property Services 118,227 150,940 147,900 146,352 Other Purchased Services 144,675 118,897 140,920 164,220 Supplies 171,652 202,720 194,250 201,350 Property & Capital 169,206 139,422 172,800 142,800 Other Objects 1,088 1,219 - - Total Expenditures $ 9,075,229 $ 9,910,485 $ 10,604,313 $ 10,384,068 Asset Seizure Fund (208) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Property & Capital $ 14,212 $ 36,220 $ - $ - Total Expenditures $ 14,212 $ 36,220 $ - $ - Vehicle Abatement Fund (209) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Purchased Property Services $ 19,614 $ 7,460 $ 10,000 $ 11,000 Supplies 294 - - - Property & Capital - 51,816 - - Total Expenditures $ 19,908 $ 59,276 $ 10,000 $ 11,000 Grants Fund (221) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Personnel Services $ 82,268 $ 72,919 $ - $ 70,000 Supplies 187 27,518 12,000 12,000 Property & Capital 44,895 - 355,000 30,000 Total Expenditures $ 127,350 $ 100,437 $ 367,000 $ 112,000 Police Department Revenues All Funds FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Fines & Forfeitures $ 258,010 $ 199,754 $ 250,000 $ 290,000 Use of Money & Property 773 32,885 3,000 3,000 Intergovernmental Revenues 561,595 594,495 514,000 547,000 Charges for Services 144,047 125,385 135,000 129,000 Other Financing Sources 137,579 900 - - Total Revenues $ 1,102,004 $ 953,419 $ 902,000 $ 969,000 General Fund (101) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Fines & Forfeitures $ 258,010 $ 199,754 $ 250,000 $ 290,000 Intergovernmental Revenues 438,829 435,890 482,000 515,000 Charges for Services 144,047 125,385 135,000 129,000 Other Financing Sources 137,579 900 - - Total Revenues $ 978,465 $ 761,929 $ 867,000 $ 934,000 ---PAGE BREAK--- 105 Asset Seizure Fund (208) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Use of Money & Property $ 415 $ 32,564 $ 2,000 $ 2,000 Total Revenues $ 415 $ 32,564 $ 2,000 $ 2,000 Vehicle Abatement Fund (209) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Use of Money & Property $ 358 $ 321 $ 1,000 $ 1,000 Intergovernmental Revenues 22,766 46,986 20,000 20,000 Total Revenues $ 23,124 $ 47,307 $ 21,000 $ 21,000 Grants Fund (221) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Intergovernmental Revenues $ 100,000 $ 111,619 $ 12,000 $ 12,000 Total Revenues $ 100,000 $ 111,619 $ 12,000 $ 12,000 ---PAGE BREAK--- 106 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 2012-13 ACCOMPLISHMENTS Widened the mediums used for marketing and recruiting for qualified personnel Initiated social media forums such as Nixle and Twitter for information dissemination Recruited, selected, and hired personnel to fill increasing vacancies Successfully passed the Annual POST Audit of training and hiring practices Analyzed the benefit of a CSO program for consideration in FY 2013-14 Organized and held active shooter training for first responders Organized and held full department training in use of force and firearms for enhanced readiness Facilitated the roll-out of EBRCS radios to all sworn personnel ---PAGE BREAK--- 107 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 (CSO) 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 (FTO’s) 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 2012-13 ACCOMPLISHMENTS K-9, Koda successfully passed his training and was deployed into the field Successfully trained newly hired officers Deployed the Incident Command Vehicle during several high-profile criminal events Conducted active-shooter training for patrol personnel Increased vacation home check program for our residents ---PAGE BREAK--- 108 POLICE SPECIAL OPERATIONS / INVESTIGATIONS DIVISION The Special Operations Division Contains the Investigative, Traffic Enforcement, School Resource Officers (SRO), 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 & 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 2012-13 ACCOMPLISHMENTS Prepared an officer for Training and Certification Repaired and regularly deployed the Traffic Speed Trailer Tested and certified the first officer for the Regional CRT-SWAT Team Obtained a new vehicle for use by Parking Enforcement personnel Trained SROs and other personnel in Active Shooter Responses Trained SROs to be Tactical Field Medics, i.e. Advanced First Aid ---PAGE BREAK--- 109 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’s overall goal in service is: • To develop and maintain public infrastructure that meets the needs of the City’s business and residential communities • To coordinate and regulate the activities of utility companies and private developers within the public right of way • To incorporate exemplary environmental stewardship practices into all the areas of responsibility including permitting of public and private works, and the planning, design and maintenance of buildings, infrastructure, parks, creeks, and trails • To operate and oversee the City’s recycling collection and solid waste management programs • To 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 The Department operates from three office locations: the Engineering Division operates from City Hall at 10890 San Pablo Avenue and the Operations and Environmental Services Division operates from the Recycling + Environmental Resource Center at 7501 Schmidt Lane and the Corporation Yard at 7550 Schmidt Lane. Organizational Structure The Public Works Department consists of two divisions: the Engineering Division, and the Operations and Environmental Services Division. The Operations and Environmental Services Division (OESD) is a new division that encompasses the functions previously housed in the Maintenance Division combined with the recycling and waste management functions of the former Environmental Services Division. This new structure is expected to result in increased efficiencies and improved operations as they relate to the maintenance of public facilities, infrastructure and landscaping; the delivery of recycling and waste management services; and environmental compliance. ---PAGE BREAK--- 110 The respective primary functions of the two divisions of the Public Works Department are as follows: Engineering Division • Infrastructure – planning, design, and construction of streets, bicycle and pedestrian facilities, parks, storm drains, creeks, trails and street lighting • Program Management – long-range capital planning and oversight of all capital needs, and integration into the 10-year Capital Improvement Program (CIP) plan • Project Management – oversight of all aspects active projects in the CIP including design and construction management, inspection, and contract administration for consultants and contractors • Permitting – oversight of engineering-related permits including encroachment, transportation and grading, and oversize load permits • Land Development – development review and agreements, and oversight of Clean Water requirements for construction and new development • Transportation – local and regional transportation engineering, planning and funding; and coordination with outside agencies • Fiscal Management – Works with Finance Department in the planning and execution of the CIP. Operations and Environmental Services Division • Parks & Landscaping – ongoing maintenance of park lands, trails and pathways, rain gardens, trees, street medians, creeks, and ball fields • Facilities – ongoing maintenance and repairs to the civic buildings and park facilities • Streets & Storm Drains – ongoing maintenance of pavement, sidewalks, pathways, traffic signals, street lighting, signage, pavement markings and storm drain systems. • Recycling and Solid Waste – operation of the City’s Recycling and Environmental Resource Center and curbside recycling collection programs, and management of solid waste collection and processing agreements, as well as waste policy development and implementation • Trash, Debris and Graffiti – clean-up of trash and debris dumped or found on public lands and rights of way, and eradication of graffiti on public facilities • Environmental Compliance – management of City’s Clean Water Program and other environmental compliance programs, including coordination with other departments, and implementation of appropriate management practices for parks, infrastructure, landscape and creek maintenance, and waste ---PAGE BREAK--- 111 Public Works’ organizational structure is shown in Chart 8-1: Chart 8-1 Public Works Organization Chart Position Listing Table 8-1 shows the position listing for the Public Works Department. This listing adds the recycling and waste management positions that were a part of the former Environmental Services Division. Table 8-1 Public Works Position Listing PUBLIC WORKS DEPARTMENT FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 Administrative Analyst III 1 1 1 0 Administrative Clerk 0 0 0 0.4 Associate Engineer 1 1 1 1 Engineering Technician 1 1 1 1 Environmental Services Manager 1 1 1 1 Forklift Operator 1 1 1 1.4 Maintenance Services Leadworker 1.5 1.5 1.5 1 Maintenance Services Supervisor 1 0 0 0 Maintenance Services Superintendent 0 1 1 1 Maintenance Worker 4.75 4.75 4.75 5 Management Assistant 2 2 2 3 Program Manager 1 1 1 1 Public Works Director/City Engineer 1 1 1 1 Recycling Leadworker 1 1 1 1 Recycling Maintenance Worker - Entry 1 1 1 1 Recycling Maintenance Worker 3 3 3 3 Recycling Operations Supervisor 1 1 1 1 Senior Engineer - PE 1 1 1 1 PUBLIC WORKS DEPARTMENT TOTAL 23.25 23.25 23.25 23.8 Strategic Plan Alignment 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--- 112 Table 8-2 shows the services performed by the Public Works Department as aligned to the Strategic Plan. Dark blue indicates the primary goal the program/service is aligned to; light blue indicates secondary goal(s). Table 8-2 Public Works Strategic Plan Alignment Program or Service Deliver Exemplary Governmen t Services Achieve Long- Term Financial Sustainability Deepen a Sense of Place and Community Identity Develop and rehabilitate public facilities as community focal points Ensure the public’s health and safety. Foster environmental sustainability citywide Review plans, issue permits and perform inspections for work affecting the public right of way Perform engineering-related design review of private development for subdivisions, site plans, grading, and storm drainage Provide engineering review and related support services for several large planning, development and regional projects Perform traffic engineering and parking analyses, and authorize modifications and upgrades Evaluate and implement ADA improvements including those contained in the ADA Transition Plan Coordinate construction of BART's Earthquake Safety Program Projects Complete transfer of sidewalk ownership from BART to City around the Plaza BART Station Serve as lead on the City’s 10-year CIP planning effort by tracking progress of CIP implementation; coordinate with user departments and related private development Complete construction of in-progress street and infrastructure improvements Maintain the City's Pavement Management Program (PMP) database, seek state, federal and regional funding grants, and plan for improvement projects as part of the Measure A Program. Complete design of the Highway Safety Improvement Grant projects Install speed feedback signs on Arlington, Barrett and Cutting under the City's Traffic Safety and Management Program Develop framework for Facilities Management Plan to sustainably fund, maintain, and upgrade City facilities Identify potential funding sources and apply for grant funding for CIP implementation ---PAGE BREAK--- 113 Develop the Circulation Plan for Bicyclists and Pedestrian Update in collaboration with the Community Development Department Participate in regional transportation policy setting and funding forums Implement the Neighborhood Traffic Management Program (NTMP) Maintain park lands, trails and pathways, rain gardens, trees, street medians, creeks, and ball fields Maintain and make minor repairs civic buildings and park facilities Maintain and make minor repairs pavement, sidewalks, pathways, traffic signals, street lighting, signage, pavement markings and storm drain systems Update landscape and tree maintenance contracts and activities Continue to improve vegetation management and habitat conservation practices Further implement the City's Integrated Pest Management (IPM) program Update and implement the existing Urban Forest Management Plan with International Society of Arboriculture standards Update the Measure WW Parks Bond priority project list Coordinate new programs at Recycling & Environmental Resource Center and establish the Center Complete negotiations for a new Post- Collection Agreement Prepare draft Single-use Bag Ordinance and Food Ware Ordinance for Council consideration; manage implementation and enforcement of Ordinances if adopted Implement and manage upgrades to the City's internal waste management operations Conduct Waste Characterization Profiles for each waste generation section Provide direct outreach and service coordination to commercial and multi- family waste generators Expand outreach and education on waste diversion and reduction programs Implement improved Construction and Demolition recycling program Coordinate implementation of waste reduction policy, education, services and programs in partnership with RecycleMore ---PAGE BREAK--- 114 Oversee and manage all solid waste services, franchise agreements and waste reduction programs Manage the City's Clean Water Program including coordination with other departments and agencies Meet requirements of operations , design, and construction documents review; commercial inspections, public education and reporting to ensure compliance with the City’s NPDES permit Maintain 46 storm drain trash (litter) capture devices, conduct creek and on-land volunteer trash clean-up events, and characterize the trash removed Clean-up trash and debris dumped or found on public lands and rights of way and remove graffiti on public facilities Provide staff for Measure A Street Oversight Committee, Tree Committee and ADA Working Group Continue cultivation and development of the City's working relationship with volunteer groups ---PAGE BREAK--- 115 PUBLIC WORKS DEPARTMENT BUDGET SUMMARY Public Works Department Expenditures All Funds FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Personnel Services $ 2,474,790 $ 2,590,843 $ 2,855,619 $ 2,343,027 Purchased Professional & Technical Services 221,614 332,264 607,335 172,900 Purchased Property Services 1,302,110 1,064,469 1,149,106 1,127,500 Other Purchased Services 145,734 169,310 158,600 131,850 Supplies 248,662 239,610 208,550 212,000 Property & Capital 604,194 575,757 413,888 11,000 Other Objects 130,607 317,405 237,391 426,411 Other Financing Uses 657,366 697,007 714,128 723,192 Total Expenditures $ 5,785,076 $ 5,986,666 $ 6,344,617 $ 5,147,880 General Fund (101) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Personnel Services $ 598,424 $ 525,324 $ 435,111 $ 110,675 Purchased Professional & Technical Services 46,925 84,318 44,229 28,200 Purchased Property Services 262,171 249,417 256,100 170,100 Other Purchased Services 37,948 67,534 54,650 36,950 Supplies 47,201 49,080 42,300 40,300 Property & Capital 4,490 11,189 4,500 6,000 Other Objects 550 - - - Total Expenditures $ 997,709 $ 986,862 $ 836,890 $ 392,225 Gas Tax Fund (201) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Personnel Services $ 280,723 $ 365,686 $ 457,349 $ 456,492 Purchased Professional & Technical Services 882 839 36,000 36,300 Purchased Property Services 108,156 72,429 80,300 77,300 Other Purchased Services 3,181 - - - Supplies 27,803 21,091 30,000 30,000 Property & Capital - 385 - - Other Financing Uses 99,609 102,597 105,675 108,845 Total Expenditures $ 520,353 $ 563,027 $ 709,324 $ 708,937 National Pollution Discharge Elimination System Fund (202) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Personnel Services $ 69,887 $ 130,712 $ 148,892 $ 155,485 Purchased Professional & Technical Services - 7,646 10,000 10,000 Purchased Property Services 161,672 147,115 148,100 152,100 Other Purchased Services 13,638 12,000 22,300 22,300 Supplies 1,103 1,326 5,000 5,000 Other Financing Uses 100,519 103,535 106,641 109,840 Total Expenditures $ 346,819 $ 402,333 $ 440,933 $ 454,725 Landscape & Lighting Assessment Fund (203) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Personnel Services $ 305,128 $ 377,247 $ 425,284 $ 279,109 Purchased Professional & Technical Services 18,736 23,064 37,000 21,200 Purchased Property Services 695,247 524,143 568,000 680,000 Other Purchased Services 13,235 1,323 900 1,900 Supplies 43,362 50,073 47,500 47,000 Other Financing Uses 134,399 138,431 161,169 146,861 Total Expenditures $ 1,210,107 $ 1,114,281 $ 1,239,853 $ 1,176,070 Measure J- Return to Source Fund (204) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Other Purchased Services $ 43,134 $ 42,772 $ 45,000 $ 42,700 Other Financing Uses 27,706 28,537 29,393 30,275 Total Expenditures $ 70,840 $ 71,309 $ 74,393 $ 72,975 ---PAGE BREAK--- 116 Storm Drain Fund (205) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Personnel Services $ 95,801 $ 108,603 $ 118,035 $ 134,102 Purchased Professional & Technical Services 11,146 11,238 11,300 11,300 Purchased Property Services 29,940 - 15,000 10,000 Other Purchased Services 134 - - - Supplies 2,171 2,035 10,000 10,000 Total Expenditures $ 139,192 $ 121,876 $ 154,335 $ 165,402 Street Improvement Fund (211) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Personnel Services $ - $ - $ - $ 54,539 Total Expenditures $ - $ - $ - $ 54,539 Federal, State & Local Grants Fund (221) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Personnel Services $ 2,393 $ 5,227 $ - Purchased Professional & Technical Services 94,841 44,634 437,591 Purchased Property Services - 9,356 21,606 Other Purchased Services 1,105 1,251 3,500 Supplies 27,464 13,178 - Property & Capital - - 81,000 Other Objects 83,338 95,830 75,708 Other Financing Uses 1,750 21,723 - Total Expenditures $ 210,891 $ 191,198 $ 619,405 $0 Capital Improvement Fund (301) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Personnel Services $ 286,910 $ 253,660 $ 314,421 $ 50,405 Other Purchased Services 1,775 - - - Total Expenditures $ 288,684 $ 253,660 $ 314,421 $ 50,405 Integrated Waste Management (501) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Personnel Services $ 835,524 $ 824,385 $ 956,527 $ 1,102,220 Purchased Professional & Technical Services 49,084 160,525 31,216 65,900 Purchased Property Services 44,924 62,010 60,000 38,000 Other Purchased Services 31,585 44,430 32,250 28,000 Supplies 99,558 102,827 73,750 79,700 Property & Capital 186,888 188,626 328,388 5,000 Other Objects 46,719 221,575 161,683 426,411 Other Financing Uses 293,383 302,184 311,250 327,371 Total Expenditures $ 1,587,666 $ 1,906,562 $ 1,955,064 $ 2,072,602 Vehicle/Equipment Replacement (601) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Property & Capital $ 412,816 $ 375,557 Total Expenditures $ 412,816 $ 375,557 $0 $0 Public Works Department Revenues All Funds FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Use of Money & Property $ 1,030 $ 529 $ 1,000 $ 250 Intergovernmental Revenues 210,538 211,752 581,714 32,000 Charges for Services 1,933,121 2,014,693 2,084,148 2,205,542 Other Revenue 15,348 37,124 37,000 10,822 Other Financing Sources - - 18,585 - Total Revenues $ 2,160,037 $ 2,264,098 $ 2,722,447 $ 2,248,614 General Fund (101) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Intergovernmental Revenues $ 23,180 $ 32,355 $ 57,500 $ 16,000 Charges for Services 187,857 183,753 194,820 190,000 Other Revenue 1,506 6,321 12,000 - Total Revenues $ 212,543 $ 222,428 $ 264,320 $ 206,000 ---PAGE BREAK--- 117 National Pollution Discharge Elimination System Fund (202) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Charges for Services $ - $ 205 $ 250 $ 250 Total Revenues $ - $ 205 $ 250 $ 250 Federal, State & Local Grants Fund (221) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Intergovernmental Revenues $ 181,247 $ 172,744 $ 508,214 Other Financing Sources - - 18,585 Total Revenues $ 181,247 $ 172,744 $ 526,799 $0 Integrated Waste Management (501) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Use of Money & Property $ 1,030 $ 529 $ 1,000 $ 250 Intergovernmental Revenues 6,110 6,654 16,000 16,000 Charges for Services 1,745,264 1,830,735 1,889,078 2,015,292 Other Revenue 13,842 30,802 25,000 10,822 Total Revenues $ 1,766,247 $ 1,868,721 $ 1,931,078 $ 2,042,364 ---PAGE BREAK--- 118 ENGINEERING DIVISION The Engineering Division serves to plan, design and construct improvements to City streets, bicycle and pedestrian facilities, parks, storm drains, creeks, and public buildings; provide quality design review and inspection services for residents, developers 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 well as the General Fund. The Engineering Division’s responsibilities include: • Capital Improvement Program – assess needs, plan improvements, develop budgets and funding, execute design and construction of public facilities and infrastructure including buildings, parks, streets, storm drains, traffic signals and systems and transportation facilities; serve as lead on the City’s 10-year CIP planning effort; coordinate with user departments and related private development • Land Development – assist the Community Planning and Development Services Department by performing design review and inspection of private development for subdivisions, site plans, grading, and storm drainage; participate in development of significant projects, including environmental review and development agreements • Engineering Permits – review plans, issue permits and perform inspections for work and oversize transportation within the public right of way as requested by property owners, residents, businesses, utility companies and outside agencies • Transportation Planning – participate in regional transportation policy setting and funding forums to support City goals; includes collaboration with the Contra Costa Transportation Authority (CCTA), West Contra Costa Transportation Advisory Committee (WCCTAC), Metropolitan Transportation Commission (MTC), Contra Costa County City- County Engineering Advisory Committee (CCEAC), Caltrans, BART, AC Transit and WestCAT • Transportation Engineering – perform traffic engineering and parking analyses, authorize modifications and upgrades for existing traffic control and parking devices and systems, and secure funding to ensure safe and efficient mobility throughout the City. Also, implement the Neighborhood Traffic Management Program (NTMP) to address speed, traffic volume and livability concerns on residential streets • Bicycle, Pedestrian and ADA Program – plan, secure funding for, and implement bicycle, pedestrian, safe routes to school and ADA projects including those contained in the El Cerrito Circulation Plan for Bicycles and Pedestrians and ADA Transition Plan • Storm Drainage – plan for needed improvements to the storm drainage system and update Storm Drain Master Plan • Clean Water Program/National Pollutant Discharge Elimination System (NPDES) – review design plans and inspect construction to ensure compliance with the City’s NPDES permit, review Storm Water Control Plans, and implement programs according to new regulations, thresholds and reporting requirements • Pavement Management Program (PMP) – maintain the City’s PMP database to comply with regional requirements and seek state, federal and regional funding grants ---PAGE BREAK--- 119 • Measure A Street Oversight Committee and Access Working Group – serve as Staff Liaison and Chair, respectively FY 2012-13 ACCOMPLISHMENTS Completed construction of the Arlington Boulevard Safe Routes to School Improvements Project Began construction of the Potrero Avenue between E. 55th and E. 56th Streets Safety Improvements, Municipal Solar Procurement and Moeser & Ashbury Pedestrian and Bicycle Corridor Improvements Projects Bid the construction contract for Central Avenue and Liberty Street Streetscape Improvements, Ohlone Greenway Major Street Crossing Safety Improvements and Ohlone Greenway Natural Area and Rain Gardens (Fairmount to Brighton Avenues) Projects Coordinated construction of BART’s Earthquake Safety Program Projects and impacts on the Ohlone Greenway and City streets with City-sponsored projects including those listed above In collaboration with the Environmental & Development Services Department, began the development of Circulation Plan for Bicyclists and Pedestrian Update (to be known as the Active Transportation Plan) and the San Pablo Avenue Complete Streets Plan Applied for and were awarded a federal Highway Safety Improvement Grant for the Arlington Boulevard Curve at Brewster Drive Improvement Project. As part of Measure A Street Improvement Program, designed the 2013 Street Improvement & Pavement Rehabilitation Projects to resurface various streets as well as install related improvements to curb, gutter, sidewalk, curb ramps, storm drain facilities and traffic striping. Completed transfer of sidewalk ownership from BART to City around the Del Norte BART Station Completed Engineering & Traffic Studies for remaining corridors to update enforceable speed limits Provided engineering review and related support services for several large planning, development and regional projects including the San Pablo Avenue Specific Plan, San Pablo Avenue Green Spine Project, Portola Middle School Project, Alameda County Transportation Commission’s I-80 Integrated Corridor Mobility Project, and 801 Bates Subdivision. ---PAGE BREAK--- 120 Service Indicators The number of Encroachment Permits issued has remained relatively constant over the last three years. The number of inspections completed in FY 2012-13 decreased as compared to the two prior years because in those years staff made a concerted effort to clear a backlog of final inspections related to utility permits. The number of reviews performed on private development plans and projects also decreased in FY 2012-13. This may be due to the economic downturn changing the type of work being done by property owners. The number of traffic requests evaluated has varied over the last few years as the type of requests submitted and Division staffing have fluctuated over this same time period. Chart 8-2 Engineering Service Indicators by Calendar Year The Capital Improvement Program (CIP) has moderate activity. Expenditures decreased significantly two years ago when the major construction efforts under Measure A Street Improvement Program and San Pablo Avenue Streetscape were completed. The numbers of active projects and construction contracts have similarly decreased over the last couple of years. The number of active consultant contracts has not decreased proportionately as the Project Manager position remained vacant while several design efforts continued. The CIP is described in detail in Section 12. 0 100 200 300 400 500 600 700 800 71 85 93 59 69 127 127 124 126 90 587 531 372 418 415 585 654 751 792 695 ---PAGE BREAK--- 121 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 14 12 8 6 24 20 12 16 14 28 30 28 22 17 5.8 9.5 7.5 2.1 2.9 0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0 2008-09 2009-10 2010-11 2011-12 2012-13 ---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 & 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 2012-13 ACCOMPLISHMENTS Re-established the City Tree Committee in October 2012 and held regular meetings Conducted a citywide tree inventory and implemented new tree management software using a competitive grant secured last year from the US Forest Service and Cal Fire Installed 46 Storm Drain Trash Capture Devices funded by a grant through the SF Estuary Partnership as required by the NPDES, Municipal Regional Permit (MRP) Convened volunteer clean-up events at Baxter Creek to remove invasive plants & debris. Made significant progress in maintenance and general reclaiming of Baxter Creek area for native plants, wildlife and those who enjoy these qualities Mitigated 18 fire-hazard trees in the Hillside Natural Area in coordination with the Fire Department Engaged community in stewardship and sustainability efforts through partnering with Environmental Quality Committee and others; collaborated with the El Cerrito Garden Club and Portola Middle School for an Arbor Day volunteer event planting trees to reforest the hillside at Cerrito Vista Park; coordinated a trash hot-spot clean up with Friends of Five Creeks on California Coastal Clean-up Day; and educated Harding School third graders in watershed stewardship in collaboration with Kids for the Bay Coordinated new programs at Recycling and Environmental Resource Center that established the Center as a leader and regional model for municipal environmental activities and initiative ---PAGE BREAK--- 123 Implemented Mandatory Commercial Recycling Requirements per AB341 and documented 100% commercial and multi-family compliance with the law via participation in recycling collection programs. Gathered community input for future Council consideration of draft Single Use Bag Ban and Food Ware Ordinances. Actively participated in the Technical Advisory Committee to the West Contra Costa Integrated Waste Management Authority (RecycleMore), including serving on the evaluation committee and negotiation team for the post-collection procurement process. Developed and implemented new Rules of Conduct and Salvage for the Recycling + Environmental Resource Center. Completed Operations and Rate Review of East Bay Sanitary Company and executed extension of the Franchise Agreement through 2025, resulting in greater Franchise Fee Revenues, increased solid waste services, and smaller rate increases. Service Indicators Residents, businesses, and other City Departments rely on the OESD staff to render emergency or hazardous situations within the public right of way in a safe and efficient manner, which includes afterhours and weekend call-outs. Additionally, the Division responds to routine requests for services such as street, sidewalk and storm drain repair, graffiti abatement, non- functioning street lights and traffic signals, street tree trimming, municipal building maintenance and removal of trash dumped illegally in the public right-of-way. Division workload indicators have fluctuated over the last few years as we experienced various changes including significant capital investments made by the City as part of the Measure A Street Improvement Program and San Pablo Avenue Streetscape and Streetlights Project as well as changes in tracking of workload indicators. The street tree category, which was shown as a new category last year, has increased this year due to storm damage, required structural pruning on San Pablo Avenue and the removal of fire and other hazard trees. Another new category developed last year is Illicit Discharges. This stems from the Clean Water Program – driven by the mandates in the Regional Water Quality Control Board’s Municipal Regional Permit (MRP). The fluctuating trend in these first few years is likely due to the increased efforts by staff to inspect and track this item. Table 8-3 Ongoing Workload Indicators by Calendar Year Service Indicator 2008 2009 2010 2011 2012 Streetlights Repaired 75 21 24 10 25 Asphalt Patch Paving (expenses) $34,510 $5,054 $5,000 $1,961 $5,290 Street Trees pruned or removed 323 396 Maintenance Work Orders Processed 1,196 905 906 781 877 Traffic Requests Fulfilled 29 27 33 19 16 Clean Water program- Illicit Discharges 4 15 34 23 ---PAGE BREAK--- 124 Chart 8-5 Service Indicators by Category Solid Waste As depicted in Chart 8-6, the amount of solid waste (including trash, green waste, and recycling) generated in El Cerrito has steadily declined since 2005. In 2012, 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 landfills will require consideration of new policies and programs targeting untapped portions of the waste stream. Chart 8-6 Solid Waste Tonnage by Year 0 200 400 [PHONE REDACTED] 1200 Streetlights Patch Paving Tree Trimming Work Orders Traffic Orders Illicit Disharges 2008 2009 2010 2011 2012 11476 10806 10130 9607 8529 8162 7699 7694 3303 3471 3421 2969 3065 3245 3758 3721 4284 4820 4829 4556 4660 4511 4368 4386 0 2000 4000 6000 8000 10000 12000 14000 16000 18000 20000 2005 2006 2007 2008 2009 2010 2011 2012 Garbage Greenwaste Recycling ---PAGE BREAK--- 125 Community Engagement Community involvement in volunteer activities, community input opportunities, and public information are key to the City meeting its environmental stewardship goals. Significant OESD staff resources each year are dedicated to such efforts. Table 8-4 shows a summary of community engagement activities in FY 2012-13. Table 8-4 Community Engagement Activities Community Input Meetings 14 Attendees 52 Environmental Quality Committee Meetings Single Use Bag Ban Public Comment Meeting Rules of Conduct and Salvage Public Meeting Community Events Events 5 Attendees 950 Fourth of July Celebration - Table Earth Day Celebration Eco Film Series and RERC History Premier Recycling Programs Programs 5 Participants 1050 Electronic Waste Collection Events City-wide Garage Sales Compost Giveaway Volunteer Events Work Sites 44 Volunteer Shifts 428 Green Team Events Earth Day Celebration Baxter Creek Work parties (11) Totals Meetings/Events 68 Attendees/Shifts 2480 Written Outreach Campaigns 4 Pieces 30075 A Greener El Cerrito Newsletters (All garbage bill payers, three times per year) Solid Waste Full Service Brochure Multi-Family Dwelling Recycling Program (Doorhangers) Email Updates (820 community members) ---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 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 FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 Admin Clerk Specialist 2 2 2 2 Assistant Program Supervisor 2 2 2 0 Childcare Teacher 3 3 3 3 Community Services Coordinator 6 6 6 6 Custodial Maintenance Leadworker 0.5 0.5 0.5 1 Custodian 3.5 3.5 3.5 4 Management Assistant 1 1 1 1 Recreation Director 1 1 1 1 Recreation Program Registrar 1 1 1 1 Recreation Supervisor (formerly Program Supervisor I & II) 4 4 4 4 RECREATION DEPARTMENT TOTAL 24 24 24 23 Strategic Plan Alignment Table 9-2 shows the services performed by the Public Works Department as aligned to the Strategic Plan. Dark blue indicates the primary goal the program/service is aligned to; light blue indicates secondary goal(s). Table 9-2 Recreation Department Strategic Plan Alignment Program or Service Deliver Exemplary Government Services Achieve Long- Term Financial Sustainability Deepen a Sense of Place and Community Identity Develop and rehabilitate public facilities as community focal points Ensure the public’s health and safety. Foster environmental sustainability citywide Actively promote and facilitate active living and healthy eating in all applicable programs and services Alzheimers Respite Program Amercian Red Cross Courses CoCo Café & Meals on Wheels Nutrition Program Commission/Committee Management Community Special Events Continue to identify and offer a diverse range of recreational and leisure activities to the public Continue to improve innovative & cost effective methods of service delivery Continue to monitor and evaluate 3rd party vendors to ensure high quality services and best value Continue to partner and collaborate with professional organizations such as the California Parks and Recreation Society (CPRS), the Bay Area Public Pool Operators Association (BAPPOA), etc. ---PAGE BREAK--- 130 Continue to seek out and place volunteers with meaningful duties and responsibilities 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. Co-Sponsorship Create special events for seniors (i.e. health fair(s), fitness, etc.) that both inform the public and increase senior center revenues. Day Camps Day Care & Preschool Programs Develop a comprehensive marketing plan which includes better use of social media to increase the overall revenue of the Recreation Department. Develop and strengthen parterships and collaborations with nearby organizations and agencies. Easy Ride Paratransit Service Evaluate and address under-performing programs and make necessary adjustments Expand Easy Ride Transportation area to desireable locations near El Cerrito (i.e. Costco, Target, East/West Mall, etc.) to increase ridership. Expand Sports Programming Expand use of surveys and other data collection methods to evaluate program and services effectiveness Facility and Park Rentals Fee Classes Increase awareness and available information to public for facility rental options in print and online. Introduce greater flexibility in swim lesson scheduling to better serve patrons' needs and increase enrollment. Lap Swim & Water Aerobics Offer at least two family events at each childcare site per school year. Promote culture of high quality customer service Provide safe & nuturing places in which children can grow Public Swim Scholarship Program ---PAGE BREAK--- 131 Senior Center Community Garden Senior Excursions and Trips Support community & staff efforts to improve facilities Support Groups Swim Lessons Swim Teams Teen Leadership Programs WCCUSD Afterschool Programs ---PAGE BREAK--- 132 RECREATION DEPARTMENT BUDGET SUMMARY Recreation Department Expenditures All Funds 2011 Actual 2012 Actual 2013 Amended 2014 Proposed Personnel Services $ 3,160,429 $ 3,092,827 $ 3,054,940 $ 3,083,136 Purchased Professional & Technical Services 314,154 350,034 337,700 352,500 Purchased Property Services 92,177 214,884 231,020 187,827 Other Purchased Services 230,377 222,513 236,320 239,120 Supplies 260,017 239,305 248,100 240,300 Property & Capital 3,674 1,729 32,500 22,000 Other Objects 38,550 46,890 36,600 50,600 Other Financing Uses 27,706 51,137 51,993 52,875 Total Expenditures $ 4,127,083 $ 4,219,320 $ 4,229,173 $ 4,228,358 General Fund (101) 2011 Actual 2012 Actual 2013 Amended 2014 Proposed Personnel Services $ 3,034,483 $ 2,952,943 $ 2,920,621 $ 2,858,702 Purchased Professional & Technical Services 314,154 350,034 337,700 352,500 Purchased Property Services 87,439 208,381 224,020 143,627 Other Purchased Services 229,761 222,513 235,300 238,100 Supplies 249,154 228,259 236,400 225,100 Property & Capital 3,674 1,729 17,500 22,000 Other Objects 38,550 46,890 36,600 50,600 Other Financing Uses - 22,600 22,600 22,600 Total Expenditures $ 3,957,215 $ 4,033,350 $ 4,030,741 $ 3,913,229 Landscape & Lighting (203) 2011 Actual 2012 Actual 2013 Amended 2014 Proposed Personnel Services $ 71,141 $ 71,577 $ 71,011 $ 108,257 Purchased Property Services - - - 30,000 Total Expenditures $ 71,141 $ 71,577 $ 71,011 $ 138,257 Measure J Return to Source Fund (204) 2011 Actual 2012 Actual 2013 Amended 2014 Proposed Personnel Services $ 54,804 $ 68,307 $ 63,308 $ 78,571 Purchased Professional & Technical Services - - - - Purchased Property Services 4,738 6,502 7,000 14,200 Other Purchased Services 616 - 1,020 1,020 Supplies 10,863 11,047 11,700 12,700 Other Financing Uses 27,706 28,537 29,393 30,275 Total Expenditures $ 98,727 $ 114,393 $ 112,421 $ 136,766 Federal, State & Local Grants (221) 2011 Actual 2012 Actual 2013 Amended 2014 Proposed Property & Capital $ - $ 15,000 Total Expenditures $0 $0 $ 15,000 $0 Integrated Waste Mgmt (501) 2011 Actual 2012 Actual 2013 Amended 2014 Proposed Personnel Services $ 37,606 Supplies 2,500 Total Expenditures $0 $0 $0 $ 40,106 Recreation Department Revenues All Funds 2011 Actual 2012 Actual 2013 Amended 2014 Proposed Property & Other Taxes $ 86,484 $ 99,421 $ 99,421 $ 124,467 Use of Money & Property 211,488 193,129 233,580 210,000 ---PAGE BREAK--- 133 Intergovernmental Revenues 5,000 - 10,000 - Charges for Services 2,741,021 2,968,915 3,130,526 3,160,212 Other Revenue 170,122 98,225 83,200 81,700 Other Financing Sources 88,706 28,537 29,393 30,275 Total Revenues $ 3,302,821 $ 3,388,227 $ 3,586,120 $ 3,606,654 General Fund (101) 2011 Actual 2012 Actual 2013 Amended 2014 Proposed Use of Money & Property $ 211,488 $ 193,129 $ 233,580 $ 210,000 Intergovernmental Revenues 5,000 - 10,000 - Charges for Services 2,729,641 2,958,300 3,117,526 3,147,712 Other Revenue 170,122 98,225 83,200 81,700 Other Financing Sources 88,706 28,537 29,393 30,275 Total Revenues $ 3,204,956 $ 3,278,191 $ 3,473,699 $ 3,469,687 Measure J Return to Source Fund (204) 2011 Actual 2012 Actual 2013 Amended 2014 Proposed Property & Other Taxes $ 86,484 $ 99,421 $ 99,421 $ 124,467 Charges for Services 11,381 10,615 13,000 12,500 Total Revenues $ 97,865 $ 110,036 $ 112,421 $ 136,967 ---PAGE BREAK--- 134 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, in order to participate in Department programs. In addition, the Administrative Division coordinates and produces the City’s semi-annual Recreation brochure. The Division provides office support for each of the Department’s programs and provides support to the Park and Recreation Commission. FY 2012-13 ACCOMPLISHMENTS Managed over 70,000 transactions Department wide. Successfully managed transition after several retirements of long time employees; reorganized positions to best meet the needs of the public and department. Successfully hired new Program Supervisor and shifted supervisor classification to exempt status. Received Parent’s Press “Best Of” Award in Contra Costa County for El Cerrito’s Fourth of July Festival for Second Year ---PAGE BREAK--- 135 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 program provides for: management and delivery of a diverse list of youth and adult classes through the use of independent contractors; administration of youth and adult athletic programs; 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. FY 2012-13 ACCOMPLISHMENTS Initiated Recreation Department E-Newsletter with around 3,400 subscribers and growing. Significantly expanded Madera After School Program class offerings and other classes for children. Supported and directed special events including the July 4th Celebration, Annual Egg Hunt, Golf Tournament, Halloween Haunted House and Carnival, and Cinema in The Park Replaced flooring in main Community Center classrooms to better suit the needs of specialty classes and programs. Service Indicators Workload statistic achievements are based on services provided to patrons as shown in Charts 9-2 through 9-5. 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. Tennis Permits Tennis Renewals Adult Class Enrollments 2008 [PHONE REDACTED] 2009 65 137 1455 2010 [PHONE REDACTED] 2011 92 126 1645 2012 136 72 376 0 500 1000 1500 2000 2500 ---PAGE BREAK--- 136 Chart 9-3 Facility Rentals by Type, Calendar Year Chart 9-4 Program Enrollments, Calendar Year Please note, the 2012 Recreation Department software tracks the final enrollment numbers. 2008-2011 software included cancellations, transfers and refunds. Room Clubhouse Main Hall Picnic Senior Center Tennis Court 2008 147 146 96 303 40 589 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 0 100 200 300 400 500 600 700 Youth Classes HASEP MASEP FASEP 2008 289 637 275 59 2009 147 775 [PHONE REDACTED] 237 808 506 59 2011 271 849 [PHONE REDACTED] 92 553 500 18 100 200 300 400 500 600 700 800 900 ---PAGE BREAK--- 137 Chart 9-5 Pass Purchases & Renewals, Drop-Ins – Calendar Year Youth Class Drop-In Class Pass Class Pass Renewal 2008 51 88 98 2009 41 85 92 2010 39 [PHONE REDACTED] 72 63 79 2012 32 113 42 0 20 40 60 80 100 120 140 160 180 ---PAGE BREAK--- 138 CHILDCARE ADMINISTRATION DIVISION The Childcare Administration Division coordinates and delivers childcare and afterschool programs, preschool, and day camp programs. The Division provides a full range of recreational opportunities before, during, and after school as well as summer programs for youth by delivering a diverse range of daycamp programs. 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). Recreation Department Partnership with WCCUSD Beginning in FY 2007-08, the West Contra Costa Unified School District (WCCUSD) received 21st Century Grants through state and federal governments for several schools within the City of El Cerrito. WCCUSD has contracted with the City through its Recreation Department to administer this grant funding as well as its After School Education and Safety Program (ASES) grant funding to provide afterschool programming for students. In FY 2012-13, Recreation Department staff will continue to partner with WCCUSD to provide academic enrichment opportunities during non-school hours for children attending Fairmont, Harding and Portola Schools. The implementation of this program 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 9-3 WCCUSD Funding (ASES & 21st Century After School Grant Programs) 2009-10 2010-11 2011-12 2012-13 2013-14 Anticipated Fairmont (ASES) 89,000 $90,000 $90,000 $99,191 $92,011 Harding (21st Century) $78,400 $81,000 $90,000 grant ended grant ended Portola (ASES) $107,000 $108,000 $110,000 $129,478 $123,866 Total $274,400 $279,000 $290,000 $228,669 $215,877 FY 2012-13 ACCOMPLISHMENTS Received “Best Spring Break Camp” in Contra Costa County from readers of Parent’s Press Magazine. Saw highest enrollments in school holiday camp programs in recent history. Successfully transitioned the Harding Childcare Program to an hourly, fee based program after the 21st Century Grant ended. Increased partnerships with community organizations at all school programs Service Indicators Key workload assumptions for FY 2011-12 are based on prior years’ experiences, which generally remain constant. These statistics are illustrated in Table 9-4 and 9-5. ---PAGE BREAK--- 139 Table 9-4 Childcare Facility Participation Site Enrollment Casa Cerrito AM Preschool 21 Casa Cerrito PM Preschool 10 Community Center Teeter Tots 24 Pee Wee Play Time 7 Fairmont AM 20 Fairmont PM Kind. Only 26 Fairmont PM 105 Harding AM 6 Harding PM Kind. Only 10 Harding PM 65 Harding PM Extended 21 Madera AM 17 Madera AM Kind. 10 Madera PM Kind. Only 28 Madera PM 74 Madera PM Extended 23 Portola After School 90 Table 9-5 Camps Program Enrollments Summer Camp Types Enrollments Art/Performing Camps 317 Camp Classics 955 Camp Ravencliff 120 Science Camps 261 Sports Camps 838 Teen Leadership 182 Total 2673 ---PAGE BREAK--- 140 AQUATICS DIVISION The Aquatics Division provides residents of El Cerrito with the opportunity to participate in a variety of aquatic programs that include lap swim, water aerobics, masters swim (19 years of age and up), club swim teams (5 to 18 years), swim lessons, pool rentals, water polo, and the use of the Splash Park for recreational water play. The program maximizes the number of patrons by: • Managing 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 • Providing support and direction for special activities • Continuing to develop partnerships with community organizations, advisory groups, citizen organizations, and WCCUSD schools • Managing the operation of the Splash Park FY 2012-13 ACCOMPLISHMENTS Received Parent’s Press award, “The Best Swimming Lessons in Contra Costa County" in July 2012 Added new programs: Water Safety Instructor Course, Teen Swim Nights, and Family Fun Nights Expanded usable space and hours in Splash Park. Implemented party rental times during Recreation Swims. 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 physical education and swim team, and by providing lifeguards for Portola Middle School physical education swimming instruction Service Indicators Charts 9- to 9- depict the Aquatics Division workload statistics by the calendar year: ---PAGE BREAK--- 141 Chart 9-6 Swim Center Enrollments and Rentals, Calendar Year Chart 9-7 Swim Center Pass Purchases and Renewals, Calendar Year Learn to Swim Gators Swim Team Swim Camps Adult Lessons Fee Classes Pool Rentals Splash Park Rental 2008 2696 508 348 363 [PHONE REDACTED] 3138 717 378 400 [PHONE REDACTED] 3344 946 516 558 [PHONE REDACTED] 3159 849 431 475 159 111 39 2012 2977 737 147 817 238 119 47 0 500 1000 1500 2000 2500 3000 3500 4000 Lap Pass Sales Lap Renewals Masters Sales Masters Renewal Aerobics Sales Aerobics Renewals Rec Sales Rec Renewal 2008 486 1974 66 280 92 550 118 84 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 0 500 1000 1500 2000 2500 3000 ---PAGE BREAK--- 142 Chart 9-8 Swim Center Pass Uses, Calendar Year Chart 9-9 Swim Center Point of Sale, Calendar Year Lap Rec H2O Aerobics Masters 2008 22210 1297 4358 3983 2009 24866 1116 4133 4230 2010 25780 901 4211 5165 2011 25287 1060 4294 4078 2012 25193 1038 4479 4294 0 5000 10000 15000 20000 25000 30000 Lap Swim Rec/Family Swim H2O Aerobics Masters Splash Park 2008 6415 14863 272 96 2009 7270 14126 [PHONE REDACTED] 7443 11970 [PHONE REDACTED] 6823 12349 [PHONE REDACTED] 2012 4187 11089 [PHONE REDACTED] 0 2000 4000 6000 8000 10000 12000 14000 16000 ---PAGE BREAK--- 143 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 the 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, WiFi Cyber Café, computer classes, travel, and many other recreational activities. Division services include a daily lunch program, weekend deli bag, 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 operating five days a week within City limits enabling residents 65 and older and the disabled 18 years and older to regularly run errands, get to work, attend classes, purchase groceries and household supplies, keep appointments, visit family, and friends. 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 (available on the department’s web page), works on fundraising and planned giving programs, contracts for services, monitors budget and Measure J costs, provides staff liaison and clerical support to Committee on Aging, and participates on advisory councils and committees. FY 2012-13 ACCOMPLISHMENTS Successfully recruited volunteers to teach fee base classes including backgammon, iPad an computer classes, and board games. Also recruited volunteer speakers dealing with senior health and wellness programs. Increased the Lucile W. Weingart Organic Community Garden, and continued working with the El Cerrito Garden Club to maintain Senior Center gardens that provides fresh organic vegetables for the seniors. Successfully raised revenues through script of ticket sales, annual Mail Campaign, smaller fundraising events, and donations program. Provided partial and full scholarships for those unable to afford program fees. Prepared and oversaw division budget in a cost effective manner, aligned service delivery expenditures with the source of revenue from programs, cross-trained and reassigned staff responsibilities to ensure quality, productivity and efficiency for programs, services and special events within the Recreation Department. Successfully utilized Measure J Funds to operate and increase ridership in the Easy Ride Paratransit Service, and the day trip and excursion program. Service Indicators Services and programs provided by the Senior Services Division are listed in Table 9- and Charts 9- and ---PAGE BREAK--- 144 Table 9-6 Senior Services Programs PROGRAM Classes/Visit/Weeks/Days # of Participants Total Visits Alzheimer's Respite Program 51 Days 11 561 Cyber Cafe 240 Visits 10 2400 CLASSES Computer Intro 30 Days 5 150 Computer Internet 18 Days 5 90 Computer Adobe Photoshop I Pad Class Photo Shop 42 Days 3 Days 42 Days 3 6 3 126 18 126 Creative Writing 51 Days 6 306 Guitar Class 20 Days 4 80 Piano Music Composition 51 Days 6 306 Piano Class 10 Days 4 40 ART CLASSES Acrylic Painting 36 Weeks 23 828 Drawing Classes 36 Weeks 24 864 Watercolor Painting 36 Weeks 24 864 FITNESS CLASSES Balance Classes 45 Days 11 495 Exercise Classes 100 days 11 1,100 Movement Classes 102 days 5 510 Tai Chi 45 Days 7 315 EXCURSIONS Bay Area Day Trips 28 Trips 15 428 Birding & Hiking 31 Trips 7 217 Shopping Mall Trips 4 Trips 14 56 Extended Tours 1 Trips 4 4 GAMES Chess Game Days 50 Days 8 400 Mah Jong 200 Days 8 1,600 Nintendo Wii Console 50 Days 10 500 RECREATION lk Dance 51 Weeks 8 408 Tea Dance 12 Months 45 540 Singing Group 51 Weeks 20 1020 SERVICES Barber 25 Days 5 125 Daily Lunch 251 Days 45 11,295 Weekend Meals 50 Days 20 1,000 Easy Ride Transportation Service 149 Days 250 4,470 Foot Care Clinic 12 Days 8 96 Health Insurance Counseling HICAP 28 Days 3 84 Hairdresser 50 Days 8 400 Home Delivered Meal 251 Days 38 9,538 Massage 48 Days 7 336 Jin Shin Jyutsu 19 Days 12 36 Nutrition Lunch Ride 50 Weeks 2,419 2,419 Podiatry Clinic 12 Days 24 288 Tax Preparation 28 Days 10 280 Organic Container Garden 42 Weeks 23 366 Circle Garden 32 Weeks 6 88 Artisan Bread 50 Weeks 40 2,000 Lending Library Books, Videos, Puzzles 50 Weeks 25 1,250 SUPPORT GROUPS Women's Support Group 50 Days 8 400 Visually Impaired Support Group Respite Support Group 12 Days 12 Days 6 4 72 48 ---PAGE BREAK--- 145 Senior Resource Services Asian Senior Peer Counseling 12 Days 50 Days 3 6 36 300 OTHER Partnerships per Year 1 Year 42 42 Scholarships per Year 1 Year 16 192 Volunteers per Year 1 Year 50 50 50 Plus Bulletin Mailers 12 Months 1,800 21,600 Annual Fundraiser Mailers 1 Year 100 100 Frail Elderly Emergency List 1 Year 19 19 Chart 9-10 Senior Visits by Type Chart 9-11 Senior Visits by Category Art Classes Games Services Other Fitness Classes 2007-08 2914 6092 29534 30068 4871 2008-09 2763 5454 25525 29626 2875 2009-10 2810 6762 27028 30081 2404 2010-11 2734 2520 36425 26830 5024 2011-12 2310 2306 34869 23340 2392 2012-13 2556 2500 34071 22003 2420 0 5000 10000 15000 20000 25000 30000 35000 40000 Programs Classes Recreation Support Groups Excursions 2008-09 406 1,644 1,922 [PHONE REDACTED]-10 640 2285 2350 496 1037 2010-11 750 1519 2304 [PHONE REDACTED]-12 2131 1071 2063 [PHONE REDACTED]-13 2961 1242 1968 856 705 0 500 1000 1500 2000 2500 3000 3500 ---PAGE BREAK--- 146 CITYWIDE CUSTODIAL DIVISION Beginning in Fiscal Year 2013-14, the Recreation Department will oversee citywide custodial services for all City facilities through this new division. All custodial services will now be performed in house resulting in a savings to the General Fund of almost $40,000 that was formally dedicated to a private vendor. Services in the Recreation Department will be maintained through the utilization of part time Building Attendants who will perform light custodial duties, set-ups and breakdowns, and program revenue collection during non-business hours. ---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 Successor Agency to the El Cerrito Redevelopment Agency. The Successor Agency assumed all of the Redevelopment Agency’s assets, liabilities and obligations. 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 is not being 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 received by the RDA in suspension, RPT disbursed through the end of ROPS III, and a projection of RPT that may be disbursed to the Successor Agency for its obligations through expiration of the City of El Cerrito Redevelopment Plan in FY 2024-25. It is based on a constant three percent annual growth in assessed value in the Redevelopment Project Area. ---PAGE BREAK--- 149 Table 10-1 Tax Increment and Redevelopment Property Tax through FY2024-25 City of El Cerrito Redevelopment Project Area Fiscal Year ROPS period TI or RPT Available County Admin Pass- Thru Payments Projected RPT Disbursement 2011-12 EOPS 1,756,795 - - 1,756,795 2011-12 ROPS I 953,988 - - 953,988 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 2,606,039 (31,011) (1,189,548) 1,385,480 13-14B 2,642,031 (31,011) (488,776) 2,122,244 2014-15 14-15A 2,642,031 (31,941) (488,776) 2,121,314 14-15B 2,734,567 (31,941) (505,895) 2,196,731 2015-16 15-16A 2,734,567 (32,899) (505,895) 2,195,773 15-16B 2,829,880 (32,899) (523,528) 2,273,453 2016-17 16-17A 2,829,880 (33,886) (523,528) 2,272,466 16-17B 2,928,053 (33,886) (541,690) 2,352,477 2017-18 17-18A 2,928,053 (34,903) (541,690) 2,351,460 17-18B 3,029,170 (34,903) (560,396) 2,433,871 2018-19 18-19A 3,029,170 (35,950) (560,396) 2,432,824 18-19B 3,133,321 (35,950) (579,664) 2,517,707 2019-20 19-20A 3,133,321 (37,029) (579,664) 2,516,628 19-20B 3,240,597 (37,029) (599,510) 2,604,058 2020-21 20-21A 3,240,597 (38,140) (599,510) 2,602,947 20-21B 3,351,090 (38,140) (619,952) 2,692,998 2021-22 21-22A 3,351,090 (39,284) (619,952) 2,691,854 21-22B 3,464,899 (39,284) (641,006) 2,784,609 2022-23 22-23A 3,464,899 (40,463) (641,006) 2,783,430 22-23B 3,582,122 (40,463) (662,693) 2,878,966 2023-24 23-24A 3,582,122 (41,677) (662,693) 2,877,752 23-24B 3,702,861 (41,677) (685,029) 2,976,155 2024-25 24-25A 3,702,861 (42,927) (685,029) 2,974,905 24-25B 3,827,223 (42,927) (708,036) 3,076,260 OBLIGATIONS The Successor Agency is responsible for the former RDA’s debts and obligations, which are as 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, pass-through payments are deferred to a future ROPS. This occurred in ROPS II and deferred pass-through payments will be made from ROPS 13-14A. 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, 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, ---PAGE BREAK--- 150 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 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. 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. 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. Eden Housing is pursuing an affordable senior housing/mixed-use project adjacent to City Hall on City- owned property. Ohlone Gardens LP has already entitled an affordable multi-family/special needs project on Portola Drive on property purchased in part with a loan from the RDA. Ohlone Gardens LP is relying upon the remaining predevelopment loan commitment to secure other funding sources. Note that due to insufficient RPT in the initial ROPS periods, payments on these housing loan commitments have been delayed. 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 in 2010. A payment was made to the City Housing Asset Fund during the ROPS I period, but subsequent payments are determined as a percentage of the incremental change in residual RPT after all other obligations are paid. 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 City advanced the cost of the Successor Agency’s litigation, which the Successor Agency listed as a cash flow loan for payment with RPT on ROPS 13-14A. 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 to the Successor Agency. The Department of Finance approved the cash flow loan. Table 10-2 is a summary of the Successor Agency’s projected obligations through FY 2024-25 including the Successor Agency’s Administrative Allowance, but excluding pass-through payments, pending determination of their calculation method. Any residual amount between the RPT collected and paid on the Successor Agency’s obligations will be distributed to the ---PAGE BREAK--- 151 taxing entities. Recognized Obligations Payment Schedules submitted for Jan-Jun 2012 and Jul- Dec 2012 were based on these initial amounts. Table 10-2 Summary of Draft Recognized Obligation Payment Schedule Through FY2024-25 City of El Cerrito Redevelopment Project Area Period Debt Service Valente Note Housing Loans SERAF/ ERAF Loans Other Coop Agmt Admin Allowance Cash Flow Loan EOPS 433,109 46,669 245,677 1,031,340 ROPS I 288,215 415,773 250,000 ROPS II 1,949,248 ROPS III 1,591,140 288,215 29,392 166,368 13-14A 389,243 531,152 239,136 225,949 13-14B 1,694,705 288,215 10,864 14-15A 1,063,616 250,000 348,375 125,000 14-15B 1,063,616 288,215 348,375 125,000 15-16A 1,084,561 348,375 125,000 15-16B 1,084,561 288,215 348,375 125,000 16-17A 1,148,109 348,375 125,000 16-17B 1,148,109 288,215 348,375 125,000 17-18A 972,242 348,375 125,000 17-18B 972,242 288,215 348,375 125,000 18-19A 1,041,192 125,000 18-19B 1,041,192 288,215 125,000 19-20A 860,586 125,000 19-20B 860,586 288,215 125,000 20-21A 1,078,851 125,000 20-21B 1,078,851 288,215 125,000 21-22A 1,104,200 125,000 21-22B 1,104,200 288,215 125,000 22-23A 1,126,251 125,000 22-23B 1,126,251 288,215 125,000 23-24A 125,000 23-24B 288,215 125,000 24-25A 125,000 24-25B 125,000 After all obligations of RPT are paid, up to half of the incremental residual RPT (over any residual RPT distributed to taxing entities in FY2012-13) can be used to repay the Successor Agency’s SERAF/ERAF Loan obligation to the City’s Housing Asset Fund. 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. Table 10-3 summarizes the projected residual RPT based on what has been projected to be available and obligated for each ROPS period, a SERAF/ERAF loan repayment scenario with one third of residual being paid starting in FY 2014-15, and the resulting City share. ---PAGE BREAK--- 152 Table 10-3 Projected Residual RPT and Possible SERAF/ERAF Loan Repayment Scenario City of El Cerrito Redevelopment Project Area Fiscal Year ROPS period Projected Residual SERAF/ERAF Loan Balance SERAF/ERAF Payment City Share 2011-12 EOPS 2011-12 ROPS I 2012-13 ROPS II ROPS III 2013-14 13-14A 1,247,318 13-14B 128,460 1,247,318 - 28,557 2014-15 14-15A 334,323 74,320 14-15B 371,525 1,012,035 235,283 30,287 2015-16 15-16A 637,837 141,791 15-16B 427,302 656,989 355,046 16,063 2016-17 16-17A 650,982 144,713 16-17B 442,778 292,402 364,587 17,382 2017-18 17-18A 905,843 201,369 17-18B 700,039 - 292,402 90,618 2018-19 18-19A 1,266,632 281,572 18-19B 1,063,300 - - 236,372 2019-20 19-20A 1,531,042 340,351 19-20B 1,330,257 - - 295,716 2020-21 20-21A 1,399,096 311,019 20-21B 1,200,932 - - 266,967 2021-22 21-22A 1,462,654 325,148 21-22B 1,267,194 - - 281,697 2022-23 22-23A 1,532,179 340,603 22-23B 1,339,500 - - 297,771 2023-24 23-24A 2,752,752 611,937 23-24B 2,562,940 - - 569,742 2024-25 24-25A 2,849,905 633,534 24-25B 2,951,260 - - 656,065 ---PAGE BREAK--- 153 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 2013-14 Administrative Budget approved by the Successor Agency on February 19, 2013 and by the Oversight Board on February 26, 2013. Table 10-4 Approved FY 2013-14 Administrative Budget Successor Agency to the El Cerrito Redevelopment Agency Entity/Activity Successor Agency Oversight Board Staffing Functions (Total Compensation plus Overhead for Indirect Costs) City Management $50,000 $30,000 Finance $50,000 $30,000 Risk Management $4,000 $2,000 Economic Development $25,000 $10,000 City Clerk $15,000 $10,000 Information Systems $4,000 $4,000 Legal Services $50,000 Financial & Audit Services $10,000 Bond-related Costs $10,000 Supplies $1,000 $500 Postage $250 $250 Copies $200 $200 Website $1,500 $1,500 Advertising/Legal Notices $1,000 $1,000 Property Management $1,000 Total $222,950 $89,450 Combined Total $312,400 Funding Source Redevelopment Property Tax Trust Fund $250,000 Unfunded $62,400 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 an 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. . ---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 the Redevelopment Agency 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 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, 2009. 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: ---PAGE BREAK--- 156 Table 11-1 Pension Fund Revenues Revenue Source Actual FY 2011-12 Amended FY 2012-13 Proposed FY 2013-14 Contribution-General Fund $141,770 $112,500 $112,500 Total $141,770 $112,500 $112,500 Table 11-2 Pension Fund Expenditures Accounts Actual FY 2011-12 Amended FY 2012-13 Proposed FY 2013-14 Other Charges $823 $1,500 $1,500 Pension Payments 140,947 111,000 111,000 Total $141,770 $112,500 $112,500 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 Actual FY 2011-12 Amended FY 2012-13 Proposed FY 2013-14 Interest Earnings $37 $300 $100 Xfr in-Measure A Parcel Tax 365,053 362,305 359,058 Total $365,090 $362,605 $359,158 Table 11-4 Measure A Finance Authority Expenditures Accounts Actual FY 2011-12 Amended FY 2012-13 Proposed FY 2013-14 Other Charges $2,398 $6,250 $6,250 Transfer to Reduce Reserve 185,000 Principal Payments 245,000 255,000 312,800 Interest Payments 120,055 110,800 46,258 Total $367,453 $371,305 $365,308 ---PAGE BREAK--- 157 Table 11-5 City Hall Finance Authority Revenues Revenue Source Actual FY 2011-12 Amended FY 2012-13 Proposed FY 2013-14 Interest Earnings $30 $300 $100 Xfr in- General Fund 597,368 599,000 596,308 Total $597,398 $599,300 $596,408 Table 11-6 City Hall Finance Authority Expenditures Accounts Actual FY 2011-12 Amended FY 2012-13 Proposed FY 2013-14 Other Charges $2,580 $1,000 $1,000 Principal Payments 205,000 215,000 220,000 Interest Payments 392,408 384,000 375,308 Total $599,988 $600,000 $596,308 Table 11-7 Street Improvement Finance Authority Revenues Revenue Source Actual FY 2011-12 Amended FY 2012-13 Proposed FY 2013-14 Interest Earnings $76 $1,000 $100 Xfr in- Street Imp Fund 737,583 740,000 740,000 Total $737,659 $741,000 $740,100 Table 11-8 Street Improvement Finance Authority Expenditures Accounts Actual FY 2011-12 Amended FY 2012-13 Proposed FY 2013-14 Other Charges $1,080 $1,000 $1,000 Principal Payments 245,000 245,000 265,000 Interest Payments 492,653 492,653 470,780 Total $738,733 $738,653 $736,780 ---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. Identifying the City’s needs for physical facilities stimulates policy discussion about methods of paying for those needs and for prioritizing amongst 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 CIP Budget (CIPB) is an appropriation of the first year expenditures. It includes activities and facilities that are programmed for the next fiscal year but is neither a commitment to a particular project nor a limitation to a particular cost identified in the out years. The only exception are the projects shown as part of the Street Improvement Capital Fund (Fund 211 – Measure A 2008) in Table 12-3, 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 CIP and CIPB is that the one-year CIPB is adopted as a part of the annual 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 CIP is, essentially, a planning document: it is a basic tool for scheduling anticipated capital projects and capital financing. The City’s Ten-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 has been identified where possible, but many projects are included for which no funding has been secured or, at times, identified. The City’s Ten-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 as have been identified over the past year. It can also be amended periodically as new projects or funding sources are identified. ---PAGE BREAK--- 160 CAPITAL IMPROVEMENT SUMMARY The CIP currently has 46 identified projects, including 17 active projects that are either in construction or undergoing planning/design. Current year appropriations total $5.6 million. Similar to recent years, the General Fund is making no significant contribution to the Capital Improvement Program. The largest projects (over $500,000) in the coming fiscal year include construction of the Ohlone Nature Area & Rain Gardens, Moeser Lane & Ashbury Avenue Pedestrian and Bicycle Corridors Improvements, Central Avenue and Liberty Street Streetscape Improvements, Ohlone Greenway Crossing Improvements Project and at least one, if not 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 for which funding is being requested or planned (the 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 is a detailed list of all projects that are fiscally active in Fiscal Year 2013-14 (the CIPB) and their estimated Revenues and Expenses. These projects either have carry-over funds from previous appropriations, are requesting funding for Fiscal Year 2013-14, or both. They are arranged in the same categories as the 10-year CIP and show new funding, estimated expenditures and life-to-date funding and expenses through June 30, 2014. The category with the largest number of projects is the Streets category, while the only active project in the Facilities category is within the Swim Center Capital Fund. Following Table 12-3 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 their Need, Service Level, Pertinent Issues, and Status. • Estimates of operating costs, revenues 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 Project # Fund Source Prior Yrs 2013-14 2014-15 2015-16 2016-17 ADMINISTRATION Energy & Water Efficiency Program C3043 A, B 50,698 $ 13,462 $ 5,097 $ 1,089 $ - $ Fire Flow Upgrade tbd B - - - - - General Plan Update tbd 101, B 125,000 - 225,000 250,000 - Recreation Software Upgrade tbd 101 45,200 10,000 28,900 28,900 - FACILITIES Swim Center Capital Enhancements C3050-Varies 206 ongoing 100,000 200,000 100,000 50,000 Access Modifications - Facilities varies 101, A, B 53,750 - - - - Library C1005 B - - - - - Senior Center C4012 B - - - - - Public Safety Building tbd B - - - - - Corporation Yard Improvements tbd B - - - - - Facilities Seismic Retrofit tbd B - - 150,000 250,000 250,000 PARKS Huber Park Improvements C3054 A - 130,000 45,000 - - Fairmount Ave Plaza - Urban Greening Project tbd B - - 75,000 655,000 - Central Park Playground C5021 A, 210, B 23,000 - - - - Cerrito Vista Field Rehabilitation tbd B - - - - - Canyon Trail Park Improvements tbd B - - - - - Skate Park tbd B - - - - - Tennis Backboard tbd B - - - - - Park Pathway Rehabilitation tbd B - - - - - Cerrito Vista Snack Shack Remodel tbd B - - - - - CREEKS & TRAILS Ohlone Natural Area & Rain Gardens C3067 A 180,000 720,000 - - - Ohlone Greenway Impr - Blake to Hill C3069 210 50,000 50,000 387,000 - - Ohlone Greenway Master Plan Improvements tbd 811, 210, A, B 751,292 - - - - Ohlone Greenway Signage tbd A, B - - 118,200 - - STREETS-TRANSPORTATION Street Improvement Program C3027/C3072/C3073 204, 211, A 15,246,693 1,873,000 550,000 550,000 561,000 Access Modifications - Streets C3024 204 ongoing 139,590 35,000 35,000 35,000 Ohlone Greenway Major Street Crossing Impv C3046 204, A 50,731 537,369 - - - Moeser & Ashbury Ped/Bike Improvements C3061 211, A 228,000 722,000 - - - Central & Liberty Streetscape Improvements C3063 211, A 190,000 1,090,000 - - - Arlington Curve at Brewster Drive Safety Improvements C3071 211, A 10,000 87,952 189,848 - - Ohlone Greenway Access, Safety & Placemaking Imp tbd A, B - - 860,000 3,440,000 - City-Wide Signage C3028 101, B 50,000 - - - - Del Norte TOD Infrastructure C4014 A, B - - - - - Balra Retaining Wall Replacement C3058 101, B 10,200 - - - - Traffic Safety & Management Program C3070 211, B 89,524 110,476 100,000 300,000 300,000 Wildcat Drive Repair tbd B - - - - - PDA Streetscape Improvements tbd B - - - - - Safe Routes to School Program tbd B - - - - 500,000 STORM DRAIN Storm Drain Program varies 205 ongoing - 125,000 - 200,000 Storm Drain Master Plan Update tbd 205 - - - 150,000 - TOTAL 17,154,088 $ 5,583,849 $ 3,094,045 $ 5,759,989 $ 1,896,000 $ 2013 - 2023 Capital Improvement Program 10-Year Appropriation Plan (By Category) Table 12-1 ---PAGE BREAK--- 163 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 Unidentified Year TOTAL - $ - $ - $ - $ - $ - $ - $ 70,346 $ - - - - - - 3,534,000 3,534,000 - - - - - - - 600,000 - - - - - - - 113,000 - - - - - - - 450,000 - - - - - - 2,777,250 2,831,000 - - - - - - 19,277,600 19,277,600 - - - - - - 10,500,000 10,500,000 - - - - - - 27,000,000 27,000,000 - - - - - - 4,700,000 4,700,000 250,000 250,000 250,000 250,000 300,000 300,000 - 2,250,000 - - - - - - - 175,000 - - - - - - - 730,000 - - - - - - 150,000 173,000 - - - - - - 447,000 447,000 - - - - - - 105,000 105,000 - - - - - - 418,000 418,000 - - - - - - 25,000 25,000 - - - - - - 100,000 100,000 - - - - - - 68,500 68,500 - - - - - - - 900,000 - - - - - - - 487,000 - - - - - - 2,844,708 3,596,000 - - - - - - 200,000 318,200 572,220 583,664 595,338 607,244 619,389 631,777 - 22,390,326 35,700 36,500 37,300 38,100 38,900 39,700 5,500,000 5,970,790 - - - - - - - 588,100 - - - - - - - 950,000 - - - - - - - 1,280,000 - - - - - - - 287,800 - - - - - - - 4,300,000 - - - - - - 200,000 250,000 - - - - - - 25,000,000 25,000,000 - - - - - - 300,000 310,200 300,000 300,000 300,000 300,000 300,000 300,000 - 2,700,000 - - - - - - 2,500,000 2,500,000 - - - - - - 4,000,000 4,000,000 - 500,000 - 500,000 - 500,000 - 2,000,000 200,000 200,000 200,000 200,000 200,000 250,000 - 1,575,000 - - - - - - - 150,000 1,357,920 $ 1,870,164 $ 1,382,638 $ 1,895,344 $ 1,458,289 $ 2,021,477 $ 109,647,058 $ 153,120,862 $ ---PAGE BREAK--- 164 Project # Category Prior Yrs 2013-14 2014-15 2015-16 2016-17 101 General Fund General Plan Update tbd AD 25,000 $ - $ - $ - $ - $ Recreation Software Upgrade tbd AD 45,200 10,000 28,900 28,900 - Access Modifications - Facilities varies FA 11,250 - - - - City-Wide Signage C3028 ST 50,000 - - - - Balra Retaining Wall Replacement C3058 ST 10,200 - - - - SUBTOTAL General Fund 141,650 10,000 28,900 28,900 - 204 Measure J (CCTA) Access Modifications - Streets C3024 ST ongoing 139,590 35,000 35,000 35,000 Ohlone Greenway Major Street Crossing Impv C3046 ST 5,073 53,737 - - - SUBTOTAL Measure J 5,073 193,327 35,000 35,000 35,000 205* Measure J (Storm Drain) Storm Drain Program varies SD ongoing - 125,000 - 200,000 Storm Drain Master Plan Update tbd SD - - - 150,000 - SUBTOTAL Measure J - - 125,000 150,000 200,000 206* Measure A (Swim Center) Swim Center Capital Enhancements C3050-Varies FA ongoing 100,000 200,000 100,000 50,000 SUBTOTAL Measure A (Swim Center) - 100,000 200,000 100,000 50,000 210 Park-in-lieu Fund Central Park Playground C5021 PK 13,000 - - - - Ohlone Greenway Impr - Blake to Hill C3069 CR 50,000 50,000 387,000 - - Ohlone Greenway Master Plan Improvements tbd CR 20,500 - - - - SUBTOTAL Park-in-lieu 83,500 50,000 387,000 - - 211* Measure A (Street Improvements) Street Improvement Program C3027/C3072/C3073 ST 13,180,023 939,000 550,000 550,000 561,000 Moeser & Ashbury Ped/Bike Improvements C3061 ST 108,000 - - - - Central & Liberty Streetscape Improvements C3063 ST 38,594 221,406 - - - Arlington Curve at Brewster Drive Safety Improvements C3071 ST 10,000 8,795 31,205 - - Traffic Safety & Management Program C3070 ST 89,524 110,476 100,000 100,000 100,000 SUBTOTAL Measure A (Street Improvements 13,426,141 1,279,677 681,205 650,000 661,000 A Other Sources - Secure Energy & Water Efficiency Program C3043 AD 50,698 - - - - Access Modifications - Facilities varies FA 42,500 - - - - Huber Park Improvements C3054 PK - 130,000 45,000 - - Central Park Playground C5021 PK 10,000 - - - - Ohlone Natural Area & Rain Gardens C3067 CR 180,000 720,000 - - - Ohlone Greenway Master Plan Improvements tbd CR 730,792 - - - - Ohlone Greenway Signage tbd CR - - 118,200 - - Street Improvement Program C3027/C3072/C3073 ST 2,066,670 934,000 - - - Indicates funding from multiple sources * Indicates a source fund that does not transfer monies to General Fund CIP (301) Table 12-2 2013 - 2023 Capital Improvement Program 10-Year Appropriation Plan (By Funding Source) ---PAGE BREAK--- 165 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 Unidentified Year Total - $ - $ - $ - $ - $ - $ - $ 25,000 $ - - - - - - - 113,000 - - - - - - - 11,250 - - - - - - - 50,000 - - - - - - - 10,200 - - - - - - - 209,450 35,700 36,500 37,300 38,100 38,900 39,700 5,500,000 5,970,790 - - - - - - - 58,810 35,700 36,500 37,300 38,100 38,900 39,700 5,500,000 6,029,600 200,000 200,000 200,000 200,000 200,000 250,000 - 1,575,000 - - - - - - - 150,000 200,000 200,000 200,000 200,000 200,000 250,000 - 1,725,000 - - - - - - - 450,000 - - - - - - - 450,000 - - - - - - - 13,000 - - - - - - - 487,000 - - - - - - 200,000 220,500 - - - - - - 200,000 720,500 572,220 583,664 595,338 607,244 619,389 631,777 - 19,389,656 - - - - - - - 108,000 - - - - - - - 260,000 - - - - - - - 50,000 100,000 100,000 100,000 100,000 100,000 100,000 - 1,100,000 672,220 683,664 695,338 707,244 719,389 731,777 - 20,907,656 - - - - - - - 50,698 - - - - - - - 42,500 - - - - - - - 175,000 - - - - - - - 10,000 - - - - - - - 900,000 - - - - - - - 730,792 - - - - - - - 118,200 - - - - - - - 3,000,670 continued ---PAGE BREAK--- 166 Table 12-2 (continued) Project # Category Prior Yrs 2013-14 2014-15 2015-16 2016-17 Ohlone Greenway Major Street Crossing Impv C3046 ST 45,658 483,632 - - - Moeser & Ashbury Ped/Bike Improvements C3061 ST 120,000 722,000 - - - Central & Liberty Streetscape Improvements C3063 ST 151,406 868,594 - - - Arlington Curve at Brewster Drive Safety Improvements C3071 ST - 79,157 158,643 - - Ohlone Greenway Access, Safety & Placemaking Imp tbd PK - - 60,000 240,000 - Del Norte TOD Infrastructure C4014 AD - - - - - SUBTOTAL Other (Secure) 3,397,724 3,937,383 381,843 240,000 - B Other Sources - Nonsecure or Unidentified Energy & Water Efficiency Program C3043 AD - 13,462 5,097 1,089 - Fire Flow Upgrade tbd AD - - - - - General Plan Update tbd AD 100,000 - 225,000 250,000 - 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 - - 150,000 250,000 250,000 Fairmount Ave Plaza - Urban Greening Project tbd PK - - 75,000 655,000 - Central Park Playground C5021 PK - - - - - Cerrito Vista Field Rehabilitation tbd PK - - - - - Canyon Trail Park Improvements tbd PK - - - - - Skate Park tbd PK - - - - - Tennis Backboard tbd PK - - - - - Park Pathway Rehabilitation tbd PK - - - - - Cerrito Vista Snack Shack Remodel tbd PK - - - - - Ohlone Greenway Master Plan Improvements tbd CR - - - - - Ohlone Greenway Signage tbd CR - - - - - Ohlone Greenway Access, Safety & Placemaking Imp tbd ST - - 800,000 3,200,000 - City-Wide Signage C3028 ST - - - - - Del Norte TOD Infrastructure C4014 ST - - - - - Balra Retaining Wall Replacement C3058 ST - - - - - Traffic Safety & Management Program C3070 ST - - - 200,000 200,000 Wildcat Drive Repair tbd ST - - - - - PDA Streetscape Improvements tbd ST - - - - - Safe Routes to School Program tbd ST - - - - 500,000 SUBTOTAL Other (non secure) 100,000 13,462 1,255,097 4,556,089 950,000 TOTAL 17,154,088 $ 5,583,849 $ 3,094,045 $ 5,759,989 $ 1,896,000 $ Indicates funding from multiple sources * Indicates a source fund that does not transfer monies to General Fund CIP (301) ---PAGE BREAK--- 167 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 Unidentified Year Total - - - - - - - 529,290 - - - - - - - 842,000 - - - - - - - 1,020,000 - - - - - - - 237,800 - - - - - - - 300,000 - - - - - - 6,875,000 6,875,000 - - - - - - 6,875,000 14,831,950 - - - - - - - 19,648 - - - - - - 3,534,000 3,534,000 - - - - - - - 575,000 - - - - - - 2,777,250 2,777,250 - - - - - - 19,277,600 19,277,600 - - - - - - 10,500,000 10,500,000 - - - - - - 27,000,000 27,000,000 - - - - - - 4,700,000 4,700,000 250,000 250,000 250,000 250,000 300,000 300,000 - 2,250,000 - - - - - - - 730,000 - - - - - - 150,000 150,000 - - - - - - 447,000 447,000 - - - - - - 105,000 105,000 - - - - - - 418,000 418,000 - - - - - - 25,000 25,000 - - - - - - 100,000 100,000 - - - - - - 68,500 68,500 - - - - - - 2,644,708 2,644,708 - - - - - - 200,000 200,000 - - - - - - - 4,000,000 - - - - - - 200,000 200,000 - - - - - - 18,125,000 18,125,000 - - - - - - 300,000 300,000 200,000 200,000 200,000 200,000 200,000 200,000 - 1,600,000 - - - - - - 2,500,000 2,500,000 - - - - - - 4,000,000 4,000,000 - 500,000 - 500,000 - 500,000 - 2,000,000 450,000 950,000 450,000 950,000 500,000 1,000,000 97,072,058 108,246,706 1,357,920 $ 1,870,164 $ 1,382,638 $ 1,895,344 $ 1,458,289 $ 2,021,477 $ 109,647,058 $ 153,120,862 $ ---PAGE BREAK--- 168 Project General Measure Street Impr Park Inter-gov'l Interest Description Number Fund J (CCTA) Fund In-Lieu Revenue & Other Rev 101 204 211 210 General Capital Fund (301) Administration Energy & Water Efficiency Program C3043 - - - - - 23,462 Recreation Software Upgrade n/a 22,600 - - - - - Facilities None in Fund 301 - - - - - - Parks Huber Park Improvements C3054 - - - - 135,000 - Creeks & Trails Ohlone Nature Area & Rain Gardens C3067 - - - - 720,000 - Ohlone Greenway Impr - Blake to Hill C3069 - - - - - - Streets Annual Street Improvement Program C3027 - - 35,145 - - - Access Mod (Streets) C3024 - 35,000 - - - - Del Norte BART Circulation Study C4014 - - - - 9,986 - Ohlone Greenway Major Street Crossin C3046 - - - - 484,100 - Moeser & Ashbury Ped/Bike Improvem C3061 - - - - 722,000 - Central & Liberty Streetscape Improvem C3063 - - - - 875,000 - Arlington Curve at Brewster Dr Safety C3071 - - 50,000 - 47,952 - - - - - - - - - - - SUBTOTAL General Capital Fund 22,600 35,000 85,145 - 2,994,038 23,462 Swim Center Capital Fund (206 - Measure A 2001) Swim Center Capital Enhancements - - - - - 200,000 SUBTOTAL Swim Center Capital Fund - - - - - 200,000 Street Improvement Capital Fund (211 - Measure A 2008) Annual Paving Project C3027 - - (35,145) - - 185,145 Arlington Curve at Brewster Dr Safety C3071 - - (50,000) - - 50,000 Traffic Safety & Management Program C3070 - - - - - 100,000 State Paving - Prop 1B C3072 - - - - 354,000 478,000 Federal Paving - OBAG C3073 - - - - 630,000 311,000 SUBTOTAL Street Impr Fund - - (85,145) - 984,000 1,124,145 TOTAL Activity 22,600 35,000 - - 3,978,038 1,347,607 TABLE 12-3 CITY OF EL CERRITO 2013-14 Capital Improvement Program Activity Estimated Revenue ---PAGE BREAK--- 169 Estimated Project Balance All Prior Years Budget Year Life to Date All Prior Years Budget Year Life to Date June 30, Funding Revenue Funding Expenditures Expenditures Expenditures 2014 25,984 23,462 49,446 35,018 - 35,018 14,428 45,200 22,600 67,800 65,520 10,000 75,520 (7,720) - - - - - - - - 135,000 135,000 4,586 130,000 134,586 414 180,000 720,000 900,000 180,000 720,000 900,000 - 487,000 - 487,000 50,000 50,000 100,000 387,000 - 864,754 35,145 899,899 899,899 - 899,899 - 104,590 35,000 139,590 - 139,590 139,590 - - 9,986 9,986 9,986 - 9,986 - 104,000 484,100 588,100 50,731 537,369 588,100 - 228,000 722,000 950,000 228,000 722,000 950,000 - 405,000 875,000 1,280,000 190,000 1,090,000 1,280,000 - - 97,952 97,952 10,000 87,952 97,952 - - - - - - - - - 2,444,528 3,160,245 5,604,773 1,723,740 3,486,911 5,210,651 na 200,000 na na 100,000 na - 200,000 - - 100,000 - 15,428,219 150,000 15,578,219 15,404,303 150,000 15,554,303 23,916 - - - - - - - 100,000 100,000 200,000 89,524 110,476 200,000 - - 832,000 832,000 50,000 782,000 832,000 - - 941,000 941,000 - 941,000 941,000 - 15,528,219 2,023,000 17,551,219 15,543,827 1,983,476 17,527,303 23,916 17,972,747 5,383,245 23,155,992 17,267,567 5,570,387 22,737,954 Estimated Expenditures ---PAGE BREAK--- 170 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year General Fund CIP Fund (301) Unidentified Misc Operating Transfers Operating Energy Misc Prior Years - - - 50,698 - - - 2013-14 - - - 13,462 - - - 2014-15 - - - 5,097 - - - 2015-16 - - - 1,089 - - - 2016-17 - - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - 2022-23 - - - - - - - Unidentified - - - - - - - Subtotal - - - 70,346 - - - Total Capital Costs: 70,346 Total Other Costs: - 70,346 Statement of Need, Service Level, and Issue: Project Description: General Plan Objective: Need/Service Level: Pertinent Issues: Status: Cost Estimate: Admin. Design: Constr Mgt: - Equipment: Constr: - Other: 70,346 Contingency: - TOTAL: 70,346 $ CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Energy and Water Efficiency Program Community Sustainability Division Capital Costs Other Costs C3043 Community Sustainability Division Project Savings, Grants All A, B 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. Ongoing TOTAL ALL COSTS: To provide 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 formula for allocating savings from projects into EWEP is 75% of estimated first year dollar savings in the following year; 50% of estimated savings in the next year; and 25% of estimated savings in the final 3rd year. 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 additional satellites to hook park facilities into the City's centralized weather- based smart irrigation controls. EWEP helps achieve the following City Council Goals: 1) Environmental Stewardship; 2) Fiscal Responsibility and 3) Customer Service: By investing in resource saving municipal projects, the City is saving on both immediate and long-term operating costs, as well as insulating itself from energy and water price volatility. 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--- 171 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year General Fund (101) 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 - 3,534,000 - - - - - Subtotal - 3,534,000 - - - - - 3,534,000 - $3,534,000 Statement of Need, Service Level, and Issue: Project Description: Need/Service Level: Pertinent Issues: Status: Capital Cost Estimate: Admin. 40,000 Design: - Constr Mgt: - Equipment: Constr: 3,494,000 Other: Contingency: - TOTAL: 3,534,000 $ 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 3000 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--- 172 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year General Fund (101) Unidentified Operating Energy Misc Prior Years 25,000 100,000 - - - - - 2013-14 - - - - - - - 2014-15 - 225,000 - - - - - 2015-16 - 250,000 - - - - - 2016-17 - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - 2022-23 - - - - - - - Unidentified - - - - - - - Subtotal 25,000 575,000 - - - - - 600,000 - $600,000 Statement of Need, Service Level, and Issue: Project Description: General Plan Objective: Need/Service Level: Status: Capital Cost Estimate: Admin: $100,000 Design: Constr Mgt: Equipment: $0 Constr: Other: $500,000 Contingency: TOTAL: $600,000 Citywide Project scoping Capital Costs Other Costs El Cerrito's General Plan has not been comprehensively updated since its adoption in 1999. The General Plan is an important planning tool, and is required to by state law to be reviewed and updated (if needed) every 10 years. Since 1999, a number of laws have been passed that make this update even more important to complete. This comprehensive update will ensure that information in the General Plan is current and that the General Plan's goals, action items, and land use plans are consistent with the community's vision for El Cerrito's future. Chapter 8 of the General Plan lays out how the Plan should be evaluated: • The degree to which each goal has been successfully reached • The effectiveness of each policy in reaching its goal or goals • Problems and opportunities that were unanticipated when the plan or most recent five year evaluation was developed • Data that is out of date to the extent that it inhibits the successful implementation of the General Plan • Recommended changes in the General Plan and to other plans, policies, and regulations. As the City has moved forward with implementation of the General Plan and with the revisions and updates to state laws that govern separate parts of the plan, a number of sections are outdated and in need of revision. Data needs to be updated and new policies related to land use, transportation and other city functions need to be considered by the public and City leaders. Total Costs: Total Other Costs: TOTAL ALL COSTS: tbd Planning & Building Division CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET General Plan Update Community Development General Fund, Unidentified Comm Dev/ General Public 101, B ---PAGE BREAK--- 173 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year General Fund Operating Energy Misc Prior Years 45,200 - - - (3,000) - - 2013-14 10,000 - - - (3,000) - - 2014-15 28,900 - - - (3,000) - - 2015-16 28,900 - - - (3,000) - - 2016-17 - - - - (3,000) - - 2017-18 - - - - (3,000) - - 2018-19 - - - - (3,000) - - 2019-20 - - - - (3,000) - - 2020-21 - - - - (3,000) - - 2021-22 - - - - (3,000) - - 2022-23 - - - - - - - Unidentified - - - - - - - Subtotal 113,000 - - - (30,000) - - 113,000 (30,000) $83,000 Statement of Need, Service Level, and Issue: Project Description: Need: Service Level: Pertinent Issue: Status: Capital Cost Estimate: Admin: $0 Design: $0 Constr Mgt: $0 Equipment: $0 Constr: $0 Other: $113,000 Contingency: $0 TOTAL: $113,000 The previous software program utilized by the Recreation Department was outdated and did not adequately meet the needs of the department and the public. Enhancements to the program were no longer being generated and software support was declining. The Recreation Department generates almost four hundred invoices per month in childcare bills alone and the process was very time consuming and inefficient. Additionally the level of detail on the invoices was inadequate for employer childcare reimbursement programs and childcare tax credit purposes. The new software package brings several advantages including reduced staff time necessary for the childcare invoicing of patrons, providing more detailed statements to the public, and interfacing with the City's financial software package. The online registration function for patrons will be significantly improved by allowing them to log-in to their account (on their own computer or smart phone), view their receipts and registration information, and print year-end payment histories for tax purposes. Annual Maintenance and Licensing Fees for the new system will be reduced from approximately $8,000 per year to $5,000. FY 2013-14 will be year 3 of 5 for the program. 101 7007 Moeser Lane TOTAL ALL COSTS: This project funds the purchase of an enhanced recreation software package to facilitate program registrations, facility rentals, and other revenue collection and organization functions of the Recreation Department. It includes costs for training, hardware, and a new server to support the increased functionality of this program. Total Capital Costs: Total Other Costs: Capital Costs Other Costs C5031 Recreation Department General Fund Recreation Department /General Public CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Recreation Software Upgrade Recreation Department ---PAGE BREAK--- 174 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year Measure A (206) Debt Costs Energy Rebates Prior Years ongoing - - - - - - 2013-14 100,000 - - - 51,000 (36,870) (15,450) 2014-15 200,000 - - - 51,000 (38,428) (15,373) 2015-16 100,000 - - - 51,000 (40,052) (15,269) 2016-17 50,000 - - - 51,000 (41,745) (15,220) 2017-18 - - - - 51,000 (43,509) (15,143) 2018-19 - - - - 51,000 (45,348) - 2019-20 - - - - 51,000 (47,264) - 2020-21 - - - - 51,000 (49,262) - 2021-22 - - - - 51,000 (51,344) - 2022-23 - - - - 51,000 (53,514) - Unidentified - - - - 51,000 (55,775) - Subtotal 450,000 - - - 510,000 (503,111) (76,455) 450,000 (69,566) $380,434 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: $15,000 Equipment: $40,000 Constr: $300,000 Other: $0 Contingency: $55,000 TOTAL: $450,000 TOTAL ALL COSTS: C3050-Varies Public Works / Recreation Depts CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Swim Center Capital Enhancements Recreation Services Measure A - Swim Center Parcel Tax Recreation/ General Public 206 7007 Moeser Lane On-going Capital Costs Misc Costs The project includes various capital upgrades or enhancements to the original construction including those items listed in the "Need" section below. 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. Many El Cerrito residents rely on the El Cerrito Swim Center for health, fitness and recreation. There are continuing problems with corrosion including regular failures of the pool heating units, metal fixtures and building systems such as lockers, doors, and the diving structures. A detailed analysis of these corrosion problems would be prudent prior to large investments in replacement fixtures and systems. The City Council also adopted a 15% Greenhouse Gas reduction goal in February 2011. Since natural gas used at the Swim Center is the second largest source of greenhouse gas emissions from municipal activities, capital improvements will be investigated to reduce emissions. Total Capital Costs: Total Other Costs: ---PAGE BREAK--- 175 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 - - - - 2013-14 - - - - - - - 2014-15 - - - - - - - 2015-16 - - - - - - - 2016-17 - - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - 2022-23 - - - - - - - Unidentified - - 2,777,250 - - - Subtotal 11,250 33,750 8,750 2,777,250 - - - 2,831,000 - $2,831,000 Statement of Need, Service Level, and Issue: Project Description: Need: Service Level: Pertinent Issue: Status: Capital Cost Estimate: Admin: 38,000 Design: 228,000 Constr Mgt: 285,000 Equipment: - Constr: 1,900,000 Other: - Contingency: 380,000 TOTAL: $2,831,000 varies 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: CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Access Modifications - Facilities Public Works, Community Development varies Public Works - Engineering Division General Fund, CDBG/LLAD, Unidentified General Public 101, A, B ---PAGE BREAK--- 176 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year Library Fund (2004 Series A TAB) 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 - 19,277,600 - - - Subtotal - 19,277,600 - - - 19,277,600 - 19,277,600 $ Statement of Need, Service Level, and Issue: Project Description: Need: Service Level: Pertinent Issue: Status: Capital Cost Estimate: Admin: 292,504 Design: 1,170,015 Constr Mgt: 936,012 Equipment: 525,000 Constr: 11,700,150 Other: 1,521,895 Contingency: 1,872,024 Land: 1,260,000 TOTAL: 19,277,600 $ The current library facility was built in 1948 and was expanded and remodeled in 1960. The building is inadequate to meet the needs of a city our size and is in need of extensive repairs. CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Library City Admin TOTAL ALL COSTS TBD B C1005 City Admin Unidentified General Public Needs assessment is complete. Conceptual design will need to be done for any potential sites. 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. Other Costs The library facility will be planned to meet service levels through the year 2030. The preliminary building program, based on the needs assessment, calls for a building of about 20,000 square feet, a 75,000 volume collection, 42 computers, dedicated space for meetings, study, and a computer lab, and is proposed to house a Literacy Center to serve West Contra Costa County. Capital Costs The building is 6,400 square feet, has a collection of 36,426 , and nine computers. For a community our size, current library standards call for a facility between 14,000 and 23,000 square feet, a collection of at least 52,000, and at least 38 computers. Total Other Costs: Total Capital Costs: ---PAGE BREAK--- 177 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year Unidentified Operating Energy Misc Revenues Prior Years - - - - - 2013-14 - - - - - 2014-15 - - - - - 2015-16 - - - - - 2016-17 - - - - - 2017-18 - - - - - 2018-19 - - - - - 2019-20 - - - - - 2020-21 - - - - - 2021-22 - - - - - 2022-23 - - - - - Unidentified - 10,500,000 - - - Subtotal - 10,500,000 - - - 10,500,000 - $10,500,000 Statement of Need, Service Level, and Issue: Project Description: Need: Service Level: Pertinent Issue: Status: Capital Cost Estimate: Admin: 170,000 Design: 890,000 Constr Mgt: 590,000 Equipment: 350,000 Constr: 7,400,000 Other: - Contingency: 1,100,000 TOTAL: 10,500,000 $ Recreation Dept. Total Other Costs: 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: C4012 Unidentified General Public CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Senior Center City Admin TOTAL ALL COSTS: B Other Costs Senior Center Capital Fund (2004 Series A TAB) 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 multi-purpose 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. Capital Costs 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. Aging baby boomers and an increase in the percentage of our senior population represents the apparent need for an Adult Community Center. 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. ---PAGE BREAK--- 178 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 27,000,000 Subtotal 27,000,000 - - - - - - 27,000,000 - $27,000,000 Statement of Need, Service Level, and Issue: Project Description: Need: Service Level: Pertinent Issue: Status: Capital Cost Estimate: Admin: 350,000 Design: 2,250,000 Constr Mgt: 1,500,000 Equipment: 800,000 Constr: 18,900,000 Other: 1,000,000 Contingency: 2,200,000 TOTAL: 27,000,000 $ B 10900 San Pablo Avenue TOTAL ALL COSTS: Construct new Public Safety Building at existing or new location. 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. Planning is still underway 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: Unidentified Police & Fire Departments CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Public Safety Building Police Department tbd Public Works - Engineering Division ---PAGE BREAK--- 179 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year General Fund 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 - 4,700,000 - - - - - Subtotal - 4,700,000 - - - - - 4,700,000 - $4,700,000 Statement of Need, Service Level, and Issue: Project Description: Need: Service Level: Pertinent Issue: Status: Capital Cost Estimate: Admin: $220,000 Design: $450,000 Constr Mgt: $290,000 Equipment: $0 Constr: $3,000,000 Other: $280,000 Contingency: $460,000 TOTAL: $4,700,000 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 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--- 180 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year Unidentified Operating Energy Misc Prior Years - - - - - - - 2013-14 - - - - - - - 2014-15 150,000 - - - - - - 2015-16 250,000 - - - - - - 2016-17 250,000 - - - - - - 2017-18 250,000 - - - - - - 2018-19 250,000 - - - - - - 2019-20 250,000 - - - - - - 2020-21 250,000 - - - - - - 2021-22 300,000 - - - - - - 2022-23 300,000 - - - - - - Unidentified - - - - - - Subtotal 2,250,000 - - - - - - 2,250,000 - $2,250,000 Statement of Need, Service Level, and Issue: Project Description: Need: Service Level: Pertinent Issue: Status: Capital Cost Estimate: Admin: $35,000 Design: $226,000 Constr Mgt: $153,000 Equipment: $0 Constr: $1,530,000 Other: $0 Contingency: $306,000 TOTAL: $2,250,000 CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Facilities Sieismic/Structural Repair Public Works Pending funding Capital Costs This project will implement seismic 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 seismic 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. TOTAL ALL COSTS: tbd Public Works - Engineering Division Unidentified General Public Other Costs B varies Total Capital Costs: Total Other Costs: ---PAGE BREAK--- 181 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year General Fund Measure WW Operating Energy Misc Prior Years - - - - - - - 2013-14 - 130,000 - - - - - 2014-15 - 45,000 - - - - - 2015-16 - - - - - - - 2016-17 - - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - 2022-23 - - - - - - - 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 providing ADA access from the street, making modest drainage improvements to minimize to recurrence of flooding, replacing play equipment if possible, improving existing pathway past Park Way to Terrace Drive and providing handrails to assist accessibility, making minor improvements to picnic areas, improving 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--- 182 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year Prop 84 (Unsecured) Operating Energy Misc Prior Years - - - - - - - 2013-14 - - - - - - - 2014-15 75,000 - - - - - - 2015-16 655,000 - - - - - - 2016-17 - - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - 2022-23 - - - - - - - Unidentified - - - - - - - Subtotal 730,000 - - - - - - 730,000 - $730,000 Statement of Need, Service Level, and Issue: Project Description: General Plan Objective: Need: Service Level: Pertinent Issue: Status: Capital Cost Estimate: Admin: 5,000 Design: 75,000 Constr Mgt: 75,000 Equipment: - Constr: 500,000 Other: - Contingency: 75,000 TOTAL: $730,000 Capital Costs Other Costs Planning Phase: Implementation pending funding. 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 project will provides a gathering place, community identity and helps to transform a long auto-dominated downtown into a more vibrant, culturally and economically vibrant place. The project will demonstrate how streets can be programmed and transformed to provide multiple benefits. The project is consistent with the Draft San Pablo Ave Specific Plan, which identifies the need for a public space/open space in this area. City staff submitted a Prop 84, Urban Greening Grant - Cycle 3 Grant application in April 2013, and will continue to seek funding opportunities as necessary. TOTAL ALL COSTS: The project would convert an existing street in the City’s commercial district into a multiuse, flexible-use Plaza that provides environmental, social and economic benefits. The project will involve replacing existing asphalt with pervious surfaces, widening sidewalks, new rain gardens, planting native plants and trees and converting the street into a place that can still provide transportation infrastructure but that can also do double-duty by providing a social space in a built-out, dense urban area deficient in such green gathering places. tbd Community Dev Unidentified General Public B Fairmount btwn San Pablo & Carlson Total Capital Costs: Total Other Costs: CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Fairmount Plaza - Urban Greening Project Community Dev and Public Works ---PAGE BREAK--- 183 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year First 5 grant Park-in-Lieu City of Richmond Unidentified Operating Energy Misc Prior Years 10,000 13,000 - - - - - 2013-14 - - - - - - - 2014-15 - - - - - - - 2015-16 - - - - - - - 2016-17 - - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - 2022-23 - - - - - - - Unidentified - 75,000 75,000 - - - Subtotal 10,000 13,000 75,000 75,000 - - - 173,000 - 173,000 Statement of Need, Service Level, and Issue: Project Description: Need/Service Level: Pertinent Issues: Status: Capital Cost Estimate: Admin. 2,500 Design: 15,000 Constr Mgt: 10,500 Equipment: Constr: 127,000 Other: - Contingency: 18,000 TOTAL: $173,000 Most of Central Park lies within the City of Richmond, but it serves El Cerrito residents to a large degree. The cities of El Cerrito and Richmond have an agreement in place that requires a 50-50 split of capital costs. The City of Richmond has agreed to share in the cost of this project when El Cerrito is able to fund it. The City received a First 5 grant of $10,000 that was used for installation of pre-school equipment and new play surfacing at play area in the northeast corner of that site in 2010. The City provided approximately $8,000 matching funds through the Park-in-Lieu Fund. Future phase may be eligible for Measure WW funding. The City will continue to coordinate with Richmond for other improvements. Pending funding Total Capital Costs: Total Other Costs: The existing play structure is out dated and non-compliant with current play standards the Americans with Disabilities Act (ADA). First 5 grant, Park-in-Lieu, unidentified Recreation Department / General Public C5021 Public Works - Engineering Division CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Central Park Playground Recreation Department TOTAL ALL COSTS: The first phase of this project replaces outdated tot play structure at Central Park. Future phase includes replacement of the original playground in the southwest corner. A, 210, B So. End of Avila Street Capital Costs Other Costs ---PAGE BREAK--- 184 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 447,000 Subtotal 447,000 - - - - - - 447,000 - $447,000 Statement of Need, Service Level, and Issue: Project Description: Need: Service Level: Pertinent Issue: Status: Capital Cost Estimate: Admin: 3,600.00 $ Design: 18,000 Constr Mgt: 18,000 Equipment: - Constr: 360,000 Other: - Contingency: 47,400 TOTAL: $447,000 Cerrito Vista Park Other Costs Pending funding The entire ballfield/playfield would receive a sub-surface drainage system, regrading, new irrigation system, rebuilding of the infield and new turf. Capital Costs Cerrito Vista Park ballfield is heavily used by both the El Cerrito varsity softball team and the El Cerrito Youth baseball leagues for play throughout the summer, and used by the El Cerrito Soccer Association in the fall and winter months. The field suffers from poor drainage which tends to limit the availability or days playable, especially in the winter. Major renovation of this field (which is over 40 years old) is necessary to insure a safe, playable surface that withstand heavy use. The users of this field will experience a better playing surface that is better drained, sloped consistently, with a healthier turf. Funding must be identified. Total Capital Costs: Total Other Costs: TOTAL ALL COSTS: CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Cerrito Vista Ballfield Rehabilitation Recreation Department tbd Public Works - Engineering Division Unidentified Recreation Department / General Public B ---PAGE BREAK--- 185 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year General Fund 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 - 105,000 - - - - - Subtotal - 105,000 - - - - - 105,000 - $105,000 Statement of Need, Service Level, and Issue: Project Description: Need/Service Level: Pertinent Issues: Status: Capital Cost Estimate: Admin. 1,000 Design: 4,250 Constr Mgt: 4,250 Equipment: Constr: 85,000 Other: - Contingency: 10,500 TOTAL: $105,000 TOTAL ALL COSTS: Improve park facilities and install a small dog exercise area CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Canyon Trail Park Improvements Recreation Department Unidentified Recreation Department / General Public tbd Public Works-Maintenance Pending funding Total Capital Costs: Total Other Costs: B 6757 Gatto Capital Costs Other Costs Three maintenance items and the transformation of an unused area of the park into a fenced "dog park" have been indentified as desirable projects to pursue. These would include the repair and repaving of the asphalt pathways throughout the park including an extension of the path up to Gatto, repair the steps from the tennis courts up to "The Crescent", repair the two wooden bridges over the creek in the lower park and create a new "dog exercise area" adjacent to Gatto in what is currently the old horse shoe court area. Funding must be identified. ---PAGE BREAK--- 186 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year General Fund 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 - 418,000 - - - - - Subtotal - 418,000 - - - - - 418,000 - 418,000 Statement of Need, Service Level, and Issue: Project Description: Need/Service Level: Pertinent Issues: Status: Capital Cost Estimate: Admin. 5,500 Design: 41,250 Constr Mgt: 41,250 Equipment: Constr: 275,000 Other: - Contingency: 55,000 TOTAL: $418,000 Unidentified Recreation Department / General Public B unknown Capital Costs Other Costs Concept only - Could be a candidate for Measure WW funding. Total Capital Costs: Total Other Costs: TOTAL ALL COSTS: Build a skate park. Location unknown. During public meetings concerning use of Measure WW grant funding, members of the public requested that a skate park be considered. This gained some support from the Park & Recreation Commission. Would provide a facility for teenage residents (and non-residents). In November 2009, staff held a community meeting to receive public input a proposal to construct a small skate boarding facility (skate spot) at Central Park. The community expressed considerable opposition to the proposal. Future locations for a skate spot will have to be considered carefully with community concerns being heard and incorporated into the project. tbd Public Works - Engineering Division CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Skate Park Recreation Department ---PAGE BREAK--- 187 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year General Fund 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 - 25,000 - - - - - Subtotal - 25,000 - - - - - 25,000 - 25,000 Statement of Need, Service Level, and Issue: Project Description: Need/Service Level: Pertinent Issues: Status: Capital Cost Estimate: Admin. - Design: Constr Mgt: - Equipment: Constr: 15,000 Other: - Contingency: - TOTAL: 25,000 $ Unidentified Recreation Department B unknown Capital Costs Other Costs Concept only - Could be a candidate for Measure WW funding. Total Capital Costs: Total Other Costs: TOTAL ALL COSTS: Install a tennis backboard at an existing tennis facility. This project would provide a practice facility for tennis players. (See Need/Service Level section) tbd Public Works - Engineering Division CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Tennis Backboard Recreation Department ---PAGE BREAK--- 188 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year General Fund 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 - 100,000 - - - - - Subtotal - 100,000 - - - - - 100,000 - 100,000 Statement of Need, Service Level, and Issue: Project Description: Need/Service Level: Pertinent Issues: Status: Capital Cost Estimate: Admin. - Design: Constr Mgt: - Equipment: Constr: 100,000 Other: Contingency: - TOTAL: 100,000 $ TOTAL ALL COSTS: Repave or rehabilitate badly deteriorate asphalt or concrete pathways within the City's parks. CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Park Pathway Upgrades Recreation Department Unidentified General Public tbd Public Works-Maintenance Concept only - Could be a candidate for Measure WW funding. Total Capital Costs: Total Other Costs: B various Capital Costs Other Costs Many pathways have suffered from neglect or insufficient funding, and are badly in need of repair, rehabilitation or replacement. (See Need/Service Level section) ---PAGE BREAK--- 189 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year General Fund 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 - 68,500 - - - - - Subtotal - 68,500 - - - - - 68,500 - $68,500 Statement of Need, Service Level, and Issue: Project Description: Need/Service Level: Pertinent Issues: Status: Capital Cost Estimate: Admin. 1,000 Design: 6,750 Constr Mgt: 6,750 Equipment: Constr: 45,000 Other: - Contingency: 9,000 TOTAL: 68,500 $ CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Cerrito Vista Snack Shack Remodel Recreation Department TOTAL ALL COSTS: Varies TBD Public Works - Engineering Division Unidentified B Cerrito Vista Park Capital Costs Other Costs Proposed Project Total Capital Costs: Total Other Costs: This project provides for the rebuilding of the snack shack at Cerrito Vista Park. This structure does not comply with the Americans with Disabilities Act. The Recreation Department can no longer allow interested parties to utilize the snack shack at Cerrito Vista Park because the building itself does not comply with the ADA. ---PAGE BREAK--- 190 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year Prop 84 Urban Greening Operating Energy Misc Prior Years 180,000 - - - - - 2013-14 720,000 - - - - - 2014-15 - - - - - - - 2015-16 - - - - - - - 2016-17 - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - 2022-23 - - - - - - - Unidentified - - - - - - - Subtotal 900,000 - - - - - - Total Capital Costs: 900,000 Total Other Costs: - 900,000 Statement of Need, Service Level, and Issue: Project Description: General Plan Objective: Need/Service Level: Pertinent Issues: Status: Cost Estimate: Admin. 6,000 Design: 136,342 Constr Mgt: 25,000 Equipment: - Constr: 630,440 Other: 19,000 Contingency: 83,218 TOTAL: 900,000 $ The City was awarded funding in January 2011 and hired a design consultant in February 2012. The project is expected to begin construction in Summer 2013. TOTAL ALL COSTS: The project would 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. A Ohlone Greenway, south of Fairmount 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. Capital Costs Other Costs C3067 Community Development & Public Works Grants CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Ohlone Natural Area & Rain Gardens Community Development Department General Public ---PAGE BREAK--- 191 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year Park-in-Lieu Fund Operating Energy Misc Prior Years 50,000 - - - - - - 2013-14 50,000 - - - - - - 2014-15 387,000 - - - - - - 2015-16 - - - - - - - 2016-17 - - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - 2022-23 - - - - - - - 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. 6,400 Design: 48,000 Constr Mgt: 48,000 Equipment: Constr: 320,000 Other: Contingency: 64,600 TOTAL: 487,000 $ Funding was provided by Safeway as their Park-in-Lieu contribution. Another Safeway-funded project is the Hill Street Improvements, and Safeway has allowed that some portion of the Park-in-Lieu funds can be diverted to the Hill Street Project at the City's discretion. All improvements will be coordinated with Safeway development improvements and work on Greenway as part of the BART Seismic Retrofit Project. 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. Capital Costs Other Costs 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. 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 Public Works Dept. ---PAGE BREAK--- 192 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: 811, 210, A, B Fiscal Year Park-in-Lieu Fund RDA Capital ('03 Bonds) BART Unidentified Operating Energy Misc Prior Years 20,500 127,500 603,292 - - - - 2013-14 - - - - - - - 2014-15 - - - - - - 2015-16 - - - - - - - 2016-17 - - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - 2022-23 - - - - - - - Unidentified 200,000 - 2,644,708 - - - Subtotal 220,500 127,500 603,292 2,644,708 - - - 3,596,000 - $3,596,000 Statement of Need, Service Level, and Issue: Project Description: General Plan Objective: Need: Service Level: Pertinent Issue: Status: Capital Cost Estimate: Admin: $43,000 Design: $258,000 Constr Mgt: $215,000 Equipment: $500,000 Constr: $2,150,000 Other: $0 Contingency: $430,000 TOTAL: $3,596,000 BART-related improvements are designed and scheduled for construction in 2011-2014. City staff will review the construction of these improvements. Other related projects are the Ohlone Natural Area south of Fairmount Avenue (funded through a Prop 84 grant) and the Hill-to-Blake section (funded pursuant to the Safeway development agreement). Future improvements are awaiting funding. The project is divided into three phases: Master Plan; BART-related upgrades; and future improvements. The master plan is now complete and adopted, and the BART-related upgrades have been designed and are slated for construction in 2011 - 2014. 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. TOTAL ALL COSTS: CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Ohlone Greenway Master Plan Imp Public Works/Community Sustainability tbd Public Works - Engineering Division General Public Total Other Costs: Ohlone Greenway Park-in-Lieu Fund (210) Through extensive negotiations with BART, Phase 1A of the Master Plan, for the most part, has been included in the design for 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, including an Urban Greening Grant for the section between Fairmount Avenue and Brighton Avenue in Albany. RDA Capital (2003 Bonds) (811), unidentified Total Capital Costs: 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 ---PAGE BREAK--- 193 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year Meas J TLC Grant Unidentified Operating Energy Misc Prior Years - - - - - - - 2013-14 - - - - - - - 2014-15 118,200 - - - - - - 2015-16 - - - - - - - 2016-17 - - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - 2022-23 - - - - - - - Unidentified - 200,000 - - - - - Subtotal 118,200 200,000 - - - - - 318,200 - 318,200 Statement of Need, Service Level, and Issue: Project Description: Need/Service Level: Pertinent Issues: Status: Capital Cost Estimate: Admin. 40,000 Design: 20,000 Constr Mgt: 20,000 Equipment: Constr: 200,000 Other: - Contingency: 38,200 TOTAL: $318,200 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 CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Ohlone Greenway Signage Program Public Works Department Unidentified General Public tbd Public Works - Engineering Division 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. Additional funding will be sought as opportunities arise. Total Capital Costs: Total Other Costs: A, B Ohlone Greenway Capital Costs Other Costs 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. 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. ---PAGE BREAK--- 194 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 13,180,023 2,066,670 - - - - - - 2013-14 939,000 934,000 - - - - - - 2014-15 550,000 - - - - - - - 2015-16 550,000 - - - - - - - 2016-17 561,000 - - - - - - - 2017-18 572,220 - - - - - - - 2018-19 583,664 - - - - - - - 2019-20 595,338 - - - - - - - 2020-21 607,244 - - - - - - - 2021-22 619,389 - - - - - - - 2022-23 631,777 - - - - - - - Unidentified - - - - - - - Subtotal 19,389,656 3,000,670 - - - - - - 22,390,326 - $22,390,326 Statement of Need, Service Level, and Issue: Project Desc: Need: Service Level: Pertinent Issue: Status: Capital Cost Estimate: Admin: $447,807 Design $1,119,516 Constr Mgt: $1,567,323 Equipment: $0 Construction $16,792,744 Other: $223,903 Contingency: $2,239,033 TOTAL: $22,390,326 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: Other Costs Project Budget/Capital Costs The accelerated program was completed in 2010, and the annual project will perform scheduled capital maintenance and any needed rehabilitation. 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. City of El Cerrito CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Street Improvement Program Public Works Department TOTAL ALL COSTS: Total Capital Costs: Public Works - Engineering Division 204, 211, A C3027/C3072/C3073 Sales Tax - Street Impr (211) Grants (STP, Prop 1B, OBAG, SLPP) Measure J Return-to-Source (204) General Public City-wide ---PAGE BREAK--- 195 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year Measure C/J (204) Unidentified Operating Energy Misc Prior Years ongoing - - - - - - 2013-14 139,590 - - - - - - 2014-15 35,000 - - - - - - 2015-16 35,000 - - - - - - 2016-17 35,000 - - - - - - 2017-18 35,700 - - - - - - 2018-19 36,500 - - - - - - 2019-20 37,300 - - - - - - 2020-21 38,100 - - - - - - 2021-22 38,900 - - - - - - 2022-23 39,700 - - - - - - Unidentified 5,500,000 - - - - - - Subtotal 5,970,790 - - - - - - 5,970,790 - $5,970,790 Statement of Need, Service Level, and Issue: Project Description: Need: Service Level: Pertinent Issue: Status: Capital Cost Estimate: Admin: $119,416 Design: $597,079 Constr Mgt: $477,663 Equipment: $0 Constr: $3,881,014 Other: $0 Contingency: $895,619 TOTAL: $5,970,790 Measure C/J General Public CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET C3024 PW Engineering Division Access Modifications - Streets Public Works Capital Costs Other Costs 204 Citywide Total Capital Costs: Total Other Costs: 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 Advisory 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 Advisory 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. In 2010, 18 curb ramps were constructed at four key intersections discussed with the ADA Advisory Group. The funding used was from FY2009-10 and FY2010-11. We expect to construct approximately 25 to 30 curb ramps in Fall 2013 using funding from three fiscal years. ---PAGE BREAK--- 196 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: 204, A Location: Fiscal Year HSIP Grant (secure) Measure J/C (CCTA) Operating Energy Misc Prior Years 45,658 5,073 - - - - - 2013-14 483,632 53,737 - - - - - 2014-15 - - - - - 2015-16 - - - - - - - 2016-17 - - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - 2022-23 - - - - - - - Unidentified - - - - - - - Subtotal 529,290 58,810 - - - - - 588,100 - 588,100 $ Statement of Need, Service Level, Schedule and Issue: Project Description: General Plan Goal: Pertinent Issue: Status: Capital Cost Estimate: Admin: 7,500 Design: 56,500 Constr Mgt: 43,000 Equipment: Constr: 430,100 Other: Contingency: 51,000 Land: TOTAL: 588,100 $ CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Ohlone Greenway Major Street Crossings Imp Public Works and Police Departments Total Capital Costs: Total Other Costs: C3046 Public Works - Engineering Division General Public Ohlone Greenway + BART Stations Capital Costs Other Costs HSIP Grant, Measure J/C Fund The HSIP grant will also allow for the acquisition of collision analysis software to help City staff identify other locations in the City with the greatest safety needs. The construction of the project must be coordinated with the seismic retrofit of the BART Stations and Elevated Structure along the Ohlone Greenway, which is anticipated to occur between 2011 and 2014. Construction of the project is anticipated to begin in Summer 2013 and coordinated with the BART Seismic Retrofit Project. TOTAL ALL COSTS Improvements are proposed at nine uncontrolled marked crosswalks on the Ohlone Greenway and next to BART Stations on seven arterial streets as follows: Fairmount Ave Central Ave Stockton Ave Moeser Ln Potrero Ave Hill St and Cutting Blvd The proposed improvements include installation of in-pavement flashing lights, controller and passive detection devices, LED enhanced crosswalk signs and posts, solar power equipment or alternative power source equipment, and new traffic striping and pavement markings. 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. Need/Service Level: The need for safety improvements at uncontrolled crossing along Ohlone Greenway has been focused on for some time. It has been observed that the Greenway path is shadowed where the path intersects with our busy streets. The project consists of crosswalk safety improvements involving the installation of in-pavement flashing lights to warn drivers of the presence of pedestrians and bicyclists crossing the arterial roadways. All three groups of the general public will benefit; pedestrians, bicyclists, and motorists. ---PAGE BREAK--- 197 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year STIP-TE Measure A Operating Energy Misc Prior Years 120,000 108,000 - - - - - 2013-14 722,000 - - - - - - 2014-15 - - - - - - - 2015-16 - - - - - - - 2016-17 - - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - 2021-22 - - - - - - - 2022-23 - - - - - - Unidentified - - - - - - - Subtotal 842,000 108,000 - - - - - 950,000 - $950,000 Statement of Need, Service Level, and Issue: Project Description: General Plan Objective: Need: Service Level: Pertinent Issue: Status: Capital Cost Estimate: Admin: Design: 30,000 Constr Mgt: 120,000 Equipment: - Constr: 720,000 Other: - Contingency: 80,000 TOTAL: $950,000 STIP-TE, Sales Tax - Street Impr (211) General Public CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Moeser & Ashbury Aves Ped/Bike Corridor Improvements Public Works C3061 PW - Engineering Division 211, A Moeser and Ashbury Avenues TOTAL ALL COSTS: The project includes closing sidewalk gaps along both Moeser and Ashbury Avenues, installing pedestrian safety and traffic calming measures along Ashbury Avenue, and installing Class II or III bicycle facilities along Ashbury Avenue and partially along Moeser Lane. Capital Costs Other Costs Construction began in May 2013 and is anticipated to be completed in Summer 2013. 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. Ashbury Avenue and Moeser Lane are major pedestrian routes, bicycle routes, and access routes for persons with disabilities in the City of El Cerrito. The Circulation Plan for Bicyclists and Pedestrians and ADA Transition Plan, both adopted by El Cerrito City Council, place high priorities on these two corridors. Access and safety improvements are needed. The project will make improvements by closing the gaps in sidewalks as prioritized in the Circulation Plan including the provisions of curb ramps as prioritized in the ADA Transition Plan, installing pedestrian facilities such as raised crosswalks and curb bulb-outs, installing bicycle facilities such as lanes and shared pavement markings, and calming traffic using pedestrian-refuge islands. Combined these two corridors provide access to the following facilities: Community Center, Contra Costa Civic Theater, Cerrito Vista Park, Portola Middle School, Prospect Sierra School, El Cerrito High School, Harding Elementary School and Albany High School. Students, parents, and others frequently walk between the facilities on the south end of Ashbury Avenue and the east and west ends of Moeser Lane to the Community Center located at the intersection of Ashbury Avenue and Moeser Lane. The installation of the proposed pedestrian and bicycle improvements will help complete two important corridors in the City of El Cerrito by providing facilities to serve everyone, including the young and old, motorist and bicyclist, and walker and h l h i Project met key funding deadlines in 2012. ---PAGE BREAK--- 198 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year Fed CMAQ Measure J TLC Measure A (211) Operating Energy Misc Prior Years 121,125 30,281 38,594 - - - - 2013-14 694,875 173,719 221,406 - - - - 2014-15 - - - - - - - 2015-16 - - - - - - - 2016-17 - - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - 2022-23 - - - - - - - Unidentified - - - - - - Subtotal 816,000 204,000 260,000 - - - - 1,280,000 - $1,280,000 Statement of Need, Service Level, and Issue: Project Description: General Plan Objective: Need: Service Level: Pertinent Issue: Status: Capital Cost Estimate: Admin: 15,000 Design: 156,000 Constr Mgt: 135,000 Equipment: - Constr: 843,000 Other: 45,000 Contingency: 86,000 TOTAL: $1,280,000 Capital Costs Other Costs Project was bid and construction is anticipated to begin in Summer 2013 and be completed in Fall 2013. 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. This project has arisen out of various efforts in the City of El Cerrito. Through the General Plan policies, Circulation Plan, and Draft San Pablo Specific Plan, the City has identified the El Cerrito Plaza area as a high- activity node and has identified the need for streetscape improvements to enhance pedestrian and bicycle facilities to businesses and transit. Central Avenue and Fairmount Avenue play a key role in the Plaza Area as the primary east-west corridors for travel. Liberty Street, bordering the main BART parking lot, connects these corridors and leads directly into the Plaza shopping center. The Draft San Pablo Avenue Specific Plan describes the Plaza Area as serving many functions: a gateway to El Cerrito from points south, contains a BART Station, features a regional shopping center, has a historical building currently hosting the Cerrito Theatre, and encompasses the "Main Street" feel of Fairmount Avenue. The area also hosts many local shops, restaurants, multi-family and single-family residences, and AC Transit bus lines. The Plaza Area is envisioned as the “downtown” for El Cerrito with in-fill & transit-oriented neighborhoods. The Plan calls for streetscape improvements that encourage walking, biking, and transit use. 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. In 2010, City staff applied for and was awarded a CMA Block Grant - TLC Program grant by the CCTA for 80% of the project costs. WCCTAC also approved the use of Measure J TLC as the 20% local match. Measure A (211) Funds were approved by Council to supplement budget short-falls. TOTAL ALL COSTS: The project consists of streetscape improvements within and around the El Cerrito Plaza BART Station on Central Avenue and Liberty Street. The scope of the project improvements includes sidewalk replacement, pedestrian level lighting, crosswalks improvements (curb bulb-outs, and enhanced signing & striping), bike route signing & striping, street trees and street furniture. The goal of the project is to improve walking and biking routes to transit, support development, and enhance the sense of place and quality of life in the El Cerrito Plaza BART Station Area. C3063 PW - Engineering Division TLC Grants (Fed CMAQ, Measure Sales Tax - Strt Imp (Meas A) General Public 211, A various Total Capital Costs: Total Other Costs: CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Central & Liberty Streetscape Improvements Public Works ---PAGE BREAK--- 199 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year HSIP (secure) Measure A Operating Energy Misc Prior Years - 10,000 - - - - - 2013-14 79,157 8,795 - - - - - 2014-15 158,643 31,205 - - - - - 2015-16 - - - - - - - 2016-17 - - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - 2022-23 - - - - - - - Unidentified - - - - - - - Subtotal 237,800 50,000 - - - - - 287,800 - 287,800 $ Statement of Need, Service Level, Schedule and Issue: Project Description: General Plan Goal: Pertinent Issue: Status: Capital Cost Estimate: Admin: 12,300 Design: 28,500 Constr Mgt: 28,500 Equipment: Constr: 190,000 Other: Contingency: 28,500 Land: TOTAL: 287,800 $ CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Arlington Curve at Brewster Drive Safety Imprv Public Works and Police Departments Total Capital Costs: C3071 General Public Public Works - Engineering Division 211, A Other Costs Capital Costs TOTAL ALL COSTS Highway Safety Program Grant (Fed) Design is anticipated to begin in Fall 2013 after authorization by Caltrans to proceed. Need/Service Level: Arlington Blvd is a minor arterial that carries regional traffic through the El Cerrito, Kensington, and Berkeley hills. It is also an important north-south connection for bicyclists and pedestrians and is designated as a pedestrian and bicycle route in the Circulation Plan for Bicyclists and Pedestrian (2007). The crosswalk at the intersection serves the existing community staircase/path through the neighborhood. The City has previously installed various improvements in this area over the years in response to community concerns at the intersection and along the Arlington Blvd corridor. 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. In July 2012, following a fatal pedestrian-bicycle collision at the intersection, the City again met with community representatives. The City and Police Department conducted speed surveys to determine the appropriate advisory speed for the corridor, and retained a consultant to conduct a safety analysis of the intersection. The project improvements are the recommendations that resulted from that analysis, which received community support at a final public meeting in July 2012 Arlington Boulevard near Brewster Drive Total Other Costs: The project is located at the Intersection of Arlington Blvd and Brewster Dr (south) about 350 feet in both directions from the intersection. It includes installation of long-term improvements to upgrade interim improvements completed in Fall 2012. Specifically includes construction of curb, gutter, sidewalk, curb ramps, & curb extensions; installation of electronic speed feedback signs to include Arlington Park, and curve, pedestrian, & advisory speed signs; installation of enhanced striping for crosswalks, shoulders, and shared roadway markings; installation of additional botts dots and pavement markers; and restriping of existing pavement markings as necessary. ---PAGE BREAK--- 200 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: A, B Location: Fiscal Year Measure J Grant (CCTA) Unidentified Operating Energy Misc Prior Years - - - - - - - 2013-14 - - - - - - - 2014-15 60,000 800,000 - - - - - 2015-16 240,000 3,200,000 - - - - - 2016-17 - - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - 2022-23 - - - - - - - Unidentified - - - - - - - Subtotal 300,000 4,000,000 - - - - - 4,300,000 - 4,300,000 $ Statement of Need, Service Level, Schedule and Issue: Project Description: General Plan Goal: Pertinent Issue: Status: Capital Cost Estimate: Admin: 60,000 Design: 360,000 Constr Mgt: 430,000 Equipment: Constr: 3,000,000 Other: Contingency: 450,000 Land: TOTAL: 4,300,000 $ CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Ohlone Access, Safety & Placemaking Public Works and Community Development Total Capital Costs: Total Other Costs: tbd Public Works - Engineering Division General Public Ohlone at Del Norte & Plaza BART Stations Capital Costs Other Costs Measure J, Unidentified City staff submitted an OBAG grant application in April 2013, and will continue to seek funding opportunities as necessary. Planning Phase: Implementation pending funding. 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. ---PAGE BREAK--- 201 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year General Fund Unidentified Operating Energy Misc Prior Years 50,000 - - - - - - 2013-14 - - - - - - - 2014-15 - - - - - - - 2015-16 - - - - - - - 2016-17 - - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - 2022-23 - - - - - - - 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 101, B ---PAGE BREAK--- 202 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year STMP 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 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. Previous STMP funding was used for the high school internship program run by WCCTAC and the San Pablo Avenue Specific Plan. BART had previously committed $100,000 of its STMP fees for this area. Future efforts will build on the San Pablo Ave Specific Plan, MTC and BART plans, and the Del Norte Strategic Plan being prepared by the Redevelopment Agency. 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. 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 interested in performing a study around and within its station as it considers improvements and possible on-site development partnerships. ---PAGE BREAK--- 203 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year General Fund Unidentified Operating Energy Misc Prior Years 10,200 - - - - - - 2013-14 - - - - - - - 2014-15 - - - - - - - 2015-16 - - - - - - - 2016-17 - - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - 2022-23 - - - - - - - Unidentified - 300,000 - - - - - Subtotal 10,200 300,000 - - - - - 310,200 - $310,200 Statement of Need, Service Level, and Issue: Project Description: Need: Service Level: Pertinent Issue: Status: Capital Cost Estimate: Admin: $6,204 Design: $31,020 Constr Mgt: $31,020 Equipment: $0 Constr: $210,936 Other: $0 Contingency: $31,020 TOTAL: $310,200 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. 101, 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--- 204 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year Measure A (211) Unidentified Operating Energy Misc Prior Years 89,524 - - - - - - 2013-14 110,476 - - - - - - 2014-15 100,000 - - - - - 2015-16 100,000 200,000 - - - - - 2016-17 100,000 200,000 - - - - - 2017-18 100,000 200,000 - - - - - 2018-19 100,000 200,000 - - - - - 2019-20 100,000 200,000 - - - - - 2020-21 100,000 200,000 - - - - - 2021-22 100,000 200,000 - - - - - 2022-23 100,000 200,000 - - - - - Unidentified - - - - - - Subtotal 1,100,000 1,600,000 - - - - - 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--- 205 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 B various Capital Costs Other Costs 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. TOTAL ALL COSTS: This project would restore Wildcat Drive to its original width. Total Capital Costs: Total Other Costs: ---PAGE BREAK--- 206 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 - 4,000,000 - - - - - Subtotal - 4,000,000 - - - - - 4,000,000 - $4,000,000 Statement of Need, Service Level, and Issue: Project Description: General Plan Objective: Need: Service Level: Pertinent Issue: Status: Capital Cost Estimate: Admin: 55,000 Design: 330,000 Constr Mgt: 412,500 Equipment: - Constr: 2,750,000 Other: - Contingency: 452,500 TOTAL: $4,000,000 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. ---PAGE BREAK--- 207 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 - - - - - - - 2016-17 500,000 - - - - - - 2017-18 - - - - - - 2018-19 500,000 - - - - - - 2019-20 - - - - - - - 2020-21 500,000 - - - - - - 2021-22 - - - - - - - 2022-23 500,000 - - - - - - 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--- 208 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year General Fund 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 - - - - - - - Subtotal - - - - - - - - - not applicable Statement of Need, Service Level, and Issue: Project Description: Need/Service Level: Pertinent Issues: Status: Capital Cost Estimate: Admin. Design: Constr Mgt: - Equipment: Constr: - Other: - Contingency: - TOTAL: - $ Measure J Transportation Sales Tax General Public An Environmental Document is currently being prepared by the Contra Costa Transportation Authority (CCTA) Improvements to the Central Avenue intersections with the I-80 ramps and surrounding streets to alleviate congestion on Central Avenue between San Pablo Avenue and I-580. The feasibility study determined that the project should be done in two independent phases: Modification to the I-80 and i-580 ramp termini on the west side of I-80; and re-alignment of Pierce Street to intersect with Central Avenue at San Mateo Avenue on the east side of I-80. The former would be on Caltrans facilities, and the latter would be on city facilities (both El Cerrito and Richmond). Project Costs Central Avenue suffers from chronic congestion during peak hours including weekday commute hours and weekend days. The cause is the three closely spaced signalized intersections along Central Avenue on either side of I-80 combined with heavy turning movements - particularly certain left turn movements. The westside project consists of relatively common roadway and signal modifications that require no additional right of way acquisition. Environmental is complete and design work is ready to beginning approval by City of Richmond, where the improvements will be constructed. Funding is available from the SAFETY-LU federal demonstration grant. The eastside project is more complex as it requires acquisition of significant right of way over currently commercially-occupied land. A new terminus of Pierce Street at San Mateo Street lies within El Cerrito, but all other portions of the work (including right of way acquisition) lies within the City of Richmond. Funding would be provided through Measure J Transportation funds, which will not be available until 2015. Some funding is available to begin a more detailed design, and perform necessary environmental studies prior to 2015. Eastside work may need to coordinate with private development on adjacent land. Other Costs Total Capital Costs: Total Other Costs: TOTAL ALL COSTS: CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET I-80 / Central Avenue Interchange City of El Cerrito, City of Richmond, CCTA, Caltrans, WCCTAC Federal Demonstration Funds Central Ave between I-580 and San Mateo Ave STMP Developer Fees na CCTA ---PAGE BREAK--- 209 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year Storm Drain Fund (205) Operating Energy Misc Prior Years ongoing - - - - - - 2013-14 - - - - - - - 2014-15 125,000 - - - - - - 2015-16 - - - - - - - 2016-17 200,000 - - - - - - 2017-18 200,000 - - - - - - 2018-19 200,000 - - - - - - 2019-20 200,000 - - - - - - 2020-21 200,000 - - - - - - 2021-22 200,000 - - - - - - 2022-23 250,000 - - - - - - Unidentified - - - - - - - Subtotal 1,575,000 - - - - - - 1,575,000 - $1,575,000 Statement of Need, Service Level, and Issue: Project Description: Need: Service Level: Pertinent Issue: Status: Capital Cost Estimate: Admin: 31,500 Design: 157,500 Constr Mgt: 236,250 Equipment: - Constr: 992,250 Other: - Contingency: 157,500 TOTAL: $1,575,000 varies 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 Pending additional funding anticipated in 2014/15. This timing and scope of the next project has not been determined. 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. 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 2014-15. 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 through a series of semi-annual CIP projects, 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. ---PAGE BREAK--- 210 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year Storm Drain Fund (205) Operating Energy Misc Prior Years - - - - - - - 2013-14 - - - - - - - 2014-15 - - - - - - 2015-16 150,000 - - - - - - 2016-17 - - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - 2022-23 - - - - - - - Unidentified - - - - - - - Subtotal 150,000 - - - - - - 150,000 - $150,000 Statement of Need, Service Level, and Issue: Project Description: Need: Service Level: Pertinent Issue: Status: Capital Cost Estimate: Admin: 5,000 Design: 145,000 Constr Mgt: - Equipment: - Constr: - Other: - Contingency: - TOTAL: $150,000 tbd PW - Engineering Division CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Storm Drain Master Plan Update Public Works Total Capital Costs: Total Other Costs: Storm Drain Fund (205) Public Works - Engineering Division 205 city-wide Project Costs Other Costs Pending additional funding anticipated in FY 2014-15. Inventory condition of storm drain system, perform hydraulic modeling, and make recommendations for future CIP. Also link to City GIS. TOTAL ALL COSTS: The 1992 Storm Drain Master Plan and 1999 update identified various deficiencies in the City's storm drain system. Periodic updates have been made, but those have been on a project-specific basis. A system-wide plan update will be 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 were completed in the first 10 years, numerous smaller flooding and capacity issues are included in annual or biannual projects. 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--- 211 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, 2012 audited information. REVENUE BONDS 2008 Sales Tax Revenue Bonds- Street Improvements In FY 2008, $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 30,2011 Additions Retirements Balance June 30,2012 Street Improvement Bonds $11,750,000 $11,055,000 $0 $245,000 $10,810,000 Table 13-2 Future debt service payments on the 2008 Sales Tax Revenue Bonds – Street Improvements Fiscal Year Ending June 30 Principal Interest Total 2013 255,000 484,077 739,077 2014 265,000 475,152 740,152 2015 270,000 466,407 736,407 2016 280,000 457,228 737,228 2017 290,000 447,078 737,078 2018-2037 9,450,000 4,582,868 14,032,868 $10,810,000 $6,912,810 $17,722,810 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 2012, 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 ---PAGE BREAK--- 212 derived from 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 30,2011 Additions Retirements Balance June 30,2012 1993 Storm Drain Revenue Bonds $6,300,000 $1,435,000 $0 $1,435,000 $0 2012 Storm Drain Revenue Refunding Bonds $1,026,800 $0 $1,026,800 $0 $1,026,800 Table 13-4 Future Debt Service Payments on the Storm Drain Bonds Fiscal Year Ending June 30 Principal Interest Total 2013 $512,300 $6,202 $518,502 2014 514,500 4,330 518,830 $1,026,800 $10,532 $1,037,332 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 2013, 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 30,2011 Additions Retirements Balance June 30,2012 2002 Measure A Lease Revenue Bonds $4,615,000 $2,930,000 $0 $245,000 $2,685,000 Table 13-6 Future scheduled annual minimum debt service requirements for the Measure A Lease Refunding Fiscal Year Ending June 30 Principal Interest Total 2013 0 21,236 21,236 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 2018-2021 1,219,900 43,353 1,263,253 $2,516,500 $211,678 $2,728,178 City Hall Lease Revenue Bonds ---PAGE BREAK--- 213 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 30,2011 Additions Retirements Balance June 30,2012 2006 City Hall Lease Revenue Bonds $9,610,000 $9,225,000 $0 $205,000 $9,020,000 Table 13-8 Future Debt Service Payments on City Hall Lease Revenue Bonds Fiscal Year Ending June 30 Principal Interest Total 2013 215,000 384,008 599,008 2014 220,000 375,308 595,308 2015 230,000 366,767 596,767 2016 240,000 357,246 597,246 2017 250,000 347,240 597,240 2018-2036 7,865,000 3,970,219 11,835,219 $9,020,000 $5,800,788 $14,820,788 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. Recycling Trucks and Toters In FY 2008-09 and FY 2009-20, the City entered into lease agreements to finance the acquisition of recycling trucks and toters. The lease interest rates varied from 3.980% to 4.85% with annual payments of about $183,000 through 2018. Master Equipment Lease In FY 2013, the City entered into a single master equipment lease agreement with Chase Bank to refinance the leases for the above fire trucks, recycling trucks, and recycling 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, 2012 are: ---PAGE BREAK--- 214 Table 13-9 Master Equipment Lease Fiscal Year Ending June 30 Amount 2013 124,210 2014 2015 248,420 248,420 2016 248,420 2017 248,420 2018-2020 621,050 Total minimum lease payments 1,738,940 Less amounts representing interest (110,766) Present value of net minimum lease payments $1,628,174 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 30,2011 Additions Retirements Balance June 30,2012 Recycling Center Capital Lease $3,500,000 $3,500,000 $0 $140,175 $3,359,825 Table 13-11 Future Recycling Center Lease Payments Fiscal Year Ending June 30 Amount 2013 2014 153,313 306,523 2015 306,619 2016 306,477 2017 306,497 2018-2026 2,605,821 Total minimum lease payments 3,985,251 Less amounts representing interest (579,651) Present value of net minimum lease payments $3,405,600 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. ---PAGE BREAK--- 215 Table 13-12 Solar Equipment Capital Lease Fiscal Year Ending June 30 Amount 2013 2014 65,236 130,473 2015 130,473 2016 130,473 2017 130,473 2018-2028 1,369,959 Total minimum lease payments 1,957,087 Less amounts representing interest (361,787) Present value of net minimum lease payments $1,595,300 Changes in Long-Term Liabilities Long-term liability activity for the fiscal year ended June 30, 2012 was as follows: Table 13-13 Long-term Liabilities Original Issue Balance Balance Amount June 30, 2011 Additions Retirements June 30, 2012 General LTD Fund 792 Street Improvement Bonds 11,750,000 $ 11,055,000 $ 245,000 $ 10,810,000 $ Storm Drain Revenue Bonds 6,300,000 1,435,000 1,026,800 $ 1,435,000 1,026,800 Measure A Lease Revenue Bonds 4,615,000 2,930,000 245,000 2,685,000 City Hall Lease Revenue Bonds 9,610,000 9,225,000 205,000 9,020,000 Total GLTD 32,275,000 $ 24,645,000 $ 1,026,800 $ 2,130,000 $ 23,541,800 $ Internal Service Fund 601 Fire Truck Capital Leases 1,429,108 $ 976,658 $ 88,970 $ 887,688 $ Total IS Commitments 1,429,108 $ 976,658 $ 88,970 $ 887,688 $ Enterprise Activity Debt Recycing Trucks Capital Lease 770,577 564,360 79,293 485,067 Recycling Toters Capital Lease 540,450 347,498 63,077 284,421 Recycling Center Capital Lease 3,500,000 $ 3,500,000 $ 140,175 $ 3,359,825 $ Total Enterprise Activity 4,811,027 $ 4,411,858 $ 282,545 $ 4,129,313 $ June 30, 2012 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--- 216 ---PAGE BREAK--- 217 SECTION 14: APPENDICES AND STATISTICS ---PAGE BREAK--- 218 ---PAGE BREAK--- 219 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. It is a 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 - Basis of budgeting refers to 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. ---PAGE BREAK--- 220 BUSINESS LICENSE TAX—This is 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) - is 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. 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. ---PAGE BREAK--- 221 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 and Agency’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. 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 fund(s) that will provide resources for City expenditures. ---PAGE BREAK--- 222 FY—Fiscal Year—(see description under “Fiscal Year,” above). GASOLINE TAX (GAS TAX, HIGHWAY USERS TAX)—The Gasoline Tax is an 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. 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 FUND (IWM) —Enterprise fund that provides integrated waste management services including curbside recycling collection and operation of the City’s Recycling & Environmental Resource Center supported by user fees. ---PAGE BREAK--- 223 LANDSCAPING AND LIGHTING ASSESSMENT DISTRICT (LLAD)—An assessment levied on residential and commercial property owners in El Cerrito 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. The assessment proceeds are deposited in a separate fund and are transferred into the General Fund to pay for the appropriate expenditures. 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)—Measure A revenues, approved by the voters in 2000, are 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 that was 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 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—Measure C-Transit Funds are used for limited paratransit services, which augment the basic service provided by the BART/AC Transit Consortium. Any excess of Measure C-Transit taxes 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 ½ 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. ---PAGE BREAK--- 224 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)—The El Cerrito Municipal Services Corporation is a non-profit public benefit organization that contracts with the City to implement development and housing projects and programs. NOTE—A written promise to pay a specified amount to a certain entity on demand or on a specified date. N.P.D.E.S.—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- 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. PERS—Public Employees’ Retirement System—the State-sponsored retirement system in which most City employees participate. 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. P.O.S.T—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—Homes, businesses, and other taxable real and personal property are subject to a property tax rate of 1% of assessed value. 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 the change in the Consumer Price Index (CPI), not to exceed 2% 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 current full market value. The property tax is imposed on real property (land and permanently attached improvements such as buildings) and tangible ---PAGE BREAK--- 225 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 ½ 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 services, and incurrence of debt for them. 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 8.25%, of which approximately 1% is returned to El Cerrito for those sales that take place in El Cerrito. In February 2008, voters approved a half-cent sales and use tax dedicated to funding a comprehensive street pavement repair and maintenance program. SECURED TAXES-Taxes levied on real properties in the City which are "secured" by liens on the properties. 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. TAX RATE The amount of tax levied for each $100 of assessed valuation. ---PAGE BREAK--- 226 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. 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--- 227 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--- 228 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 23,058 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 $62,582 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 2000 Dataset Source: Contra Costa County Elections Department Source: City of El Cerrito General Plan Source: www.city-data.com ---PAGE BREAK--- 229 CITY OF EL CERRITO PRINCIPAL EMPLOYERS FY 2010-11 Albertson’s/Lucky’s Orchard Supply Hardware Autometrics Pastime Hardware Barnes and Noble Petco Animal Supplies Bed Bath and Beyond Romano’s Macaroni Grill City of El Cerrito Ross Stores CVS Drug Stores Safeway Stores Dollar Tree Staples Guitar Center Trader Joe’s Honda of El Cerrito Walgreen’s Drug Store Marshall’s West Contra Costa Unified School District McDonalds Restaurant Nation’s Restaurants ---PAGE BREAK--- 230 ---PAGE BREAK--- 231 APPENDIX 3 EMPLOYEE BENEFIT SCHEDULE ---PAGE BREAK--- 232 BENEFIT POLICE ASSOCIATION 7/1/2007 to 6/30/2017 FIREFIGHTERS’ ASSOCIATION 7/1/2006 to 6/30/2017 PUBLIC SAFETY MGMT varies GENERAL MGMT 6/30/06 to 7/1/2010 LOCAL 1021 & CONFIDENTIAL 7/1/12 to 6/30/14 Flex Benefits – Medical Maximum of $1965.29 for family medical as of 7/1/2013 Maximum of $1965.29 for family medical as of 7/1/2013 Maximum of $1965.29 for family medical as of 7/1/2013 Maximum of $1965.29 for family medical as of 7/1/2013 Maximum of $1965.29 for family medical as of 7/1/2013 Dental Maximum of $175.39 for family dental 1/1/2013 Maximum of $175.39 for family dental 1/1/2013 Maximum of $175.39 for family dental 1/1/2013 Maximum of $175.39 for family dental 1/1/2013 Maximum of $175.39 for family dental 1/1/2013 Life Insurance Annual Salary (max of $100,000); rate= annual salary/1000*0.195 Annual Salary (max of $100,000); rate= annual salary/1000*0.195 Annual Salary (max of $100,000); rate= annual salary/1000*0.195 Annual Salary (max of $100,000); rate= annual salary/1000*0.195 Annual Salary (max of $100,000); rate= annual salary/1000*0.195 STD/LTD Insurance 60 day wait Sworn: rate = salary/100*$.66 Sworn: rate = salary/100*$.66 Sworn: rate = salary/100*$.66 STD/LTD Insurance 30 day wait Non-sworn: rate = annual salary/100*$.79 Rate = annual salary/100*$.79 Rate = annual salary/100*$.79 PERS Safety “classic members” 3% at 50, SHY, sick leave credit; ER rate =32.048% as of 7/1/13 plus 9% pick-up 3% at 50, SHY, sick leave credit; ER rate = 32.048% as of 7/1/13 plus 9% pick-up 3% at 50, SHY, sick leave credit; ER rate = 32.048% as of 7/1/13 plus 9% pick-up PERS Safety “new members” 2.7% at 57, 3YA, sick leave credit; ER rate =11.5% as of 1/1/13 plus 11.5% pick-up 2.7% at 57, 3YA, sick leave credit; ER rate =11.5% as of 1/1/13 plus 11.5% pick-up 2.7% at 57, 3YA, sick leave credit; ER rate =11.5% as of 1/1/13 plus 11.5% pick-up PERS Misc “classic members” Non-Sworn 2.7% at 55, SHY, sick leave credit; ER rate=20.603% as of 7/1/13 plus 7% pick-up 2.7% at 55, 1 yr., sick leave credit; ER rate= 20.603% as of 7/1/13 plus 4% pick-up 2.7% at 55, 1 yr., sick leave credit; ER rate=20.603% as of 7/1/13 plus 5% pick-up PERS Misc “new members” Non-Sworn 2% at 62, 3YA, sick leave credit; ER rate=6.25% as of 1/1/13 plus 5.25% 2% at 62, 3YA, sick leave credit; ER rate=6.25% as of 1/1/13 plus 4% pick-up 2% at 62, 3YA, sick leave credit; ER rate=6.25% as of 1/1/13 plus 5% pick up FICA/Medicare Sworn - Medicare 1.45% Non-sworn - + FICA 6.2% Medicare 1.45% Medicare 1.45% FICA 6.2% of first $94,200; Medicare 1.45% FICA 6.2% of first $94,200; Medicare 1.45% Education Pay Sworn $210/mo AA; $290 BA Police Management only – same as Officers Longevity Pay Annually 3% - 7 to 15 yrs; 5% - 15 to 19 yrs; 7% at 20 yrs Police Management only – same as Police Association $1,000 annually at 15 yrs or more of service Auto/Other $300/mn for retiree med. Varies- Vehicle for some Up to for car Uniform Allowance Sworn $1000 yr; Non-sworn $725 $725 annually Police $1000; Fire $725 Mtnce: $200 yr for steel toed shoes and gloves Assignment Differential 5% - detective, admin, canine, motor or school resource offcr 10% if 40hr staff officer Fire Training Chief – 10% Holidays 10+birthday and 3 floaters; non- sworn -1½ more days. 12+ birthday 11½ + birthday + 3 floaters 11½+ birthday + 3 floaters 11½ +birthday+2 floaters Administrative Leave Maximum of 10 days Maximum of 10 days Work Week Sworn 40 hrs, 3-12 schedule; Non- sworn 37½ or 40 hrs Standard 56 hrs average (24 hr shifts); 48/96 schedule 40 hrs, except shift Battalion Chiefs on 56 hr average 37½ hr/ either 9/75 or 8/75 for 2 weeks 37½ hrs/ either 9/75 or 8/75 for 2 weeks Last Salary Increase 1/12- Sgt 3.0%, Off/Corp 3.5%; 7/12 CPI 2%-4% 7/10/11 - Capt 5.6%, Eng FF 8% 7/12/09 2.5% 7/12/09- 2.5% 7/12/09 - 2.5% Next Salary Increase 7/7/13 – Sgt 3.42%, Off/Corp .35%, Records Specialist 3.23% 7/7/13 - Capt Eng .93%, FF .37% 7/7/13 – 3.25% CITY MANAGER: Benefits same as General Management; car allowance $500/month CITY COUNCIL: Salary $441/month since 12/3/1991. ---PAGE BREAK--- 233 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 Redevelopment Agency, the El Cerrito Pension Board, and the El Cerrito Public Financing Authority. and the El Cerrito Municipal Services Corporation serve the residents of the City. The Agency, Authority, Pension Board, and Corporation are governed by boards composed of the City’s elected Council. 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 ---PAGE BREAK--- 234 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 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 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. The last policy review was conducted by the Financial Advisory Board at their October 25, 2011 and November 8, 2011 meetings and a final revision was made at the February 2, 2012 meeting. The revisions were approved by the City Council at the February 21, 2012 meeting. There were no major revisions proposed for this year. 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. ---PAGE BREAK--- 235 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 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: ---PAGE BREAK--- 236 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. 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 ---PAGE BREAK--- 237 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 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. ---PAGE BREAK--- 238 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: 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. ---PAGE BREAK--- 239 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. 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 ---PAGE BREAK--- 240 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--- 241 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. ---PAGE BREAK--- 242 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. 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. ---PAGE BREAK--- 243 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. 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. ---PAGE BREAK--- 244 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 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 ---PAGE BREAK--- 245 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. ---PAGE BREAK--- 246 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 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. ---PAGE BREAK--- 247 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--- 248 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 departmental budget request. Arts & Culture Commission (7 Members) 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. Makes recommendations to the Council regarding the funding of community art projects and upon all works of art to be acquired by the city and exterior works of art installed on public property in the city. Meets the 3rd Wednesday of each month at 7:00 p.m. at City Hall. Current members: Ruth Cazden, Deb Danziger, Nancy Donovan, Joyce Hawley, Christin Sethi, Heidi Rand and Luis Zavala. Staff liaison: Suzanne Iarla (City Management). Project/Task/Event Amount Requested California Arts Month Events $3,000 Total $3,000 Citizen’s Street Oversight Committee (5 Members) 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 purposed specified in the current Street Repair and Maintenance Expenditure Plan, and issue reports on their findings to the City Council and public at least annually. Meets 4th Monday of January and September and 2nd Monday of November. Current members: Lynne Kessler, Al Miller, Thomas Miller, Elizabeth Ozselcuk and Aurelia Schultz. Staff liaison: Jerry Bradshaw (Public Works). Civil Service Commission (5 Members) Hears appeals submitted by any person in city civic 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. Meets on call ---PAGE BREAK--- 249 at 7:00 p.m. at City Hall. Current members: Michael Aaronian Jr., David Anderson, Eric Luttrell, Sara Parker and Jade Smith. Staff liaison: Sukari Beshears (Human Resources). Committee on Aging (15 Members) The Committee on Aging is open to any and all interested adult residents in El Cerrito. The Committee 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. Meets on the 3rd Wednesday of each month at 3:00 p.m. at City Hall. Current members: Arlinda Babcock, 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 (15 Members) The Crime Prevention Committee was formed by resolution of the City Council in 1975. Membership is composed of 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. Meets the 2nd Wednesday of each month at 7:00 p.m. at City Hall. Current members: Eugene Go, Linda Jolivet, Catherine Krueger, Anne Perkins, Susan Seastone, Marty Takimoto, and John Umemoto (9 Vacancies) Staff liaison: Scott Cliatt (Police Department). Project/Task/Event Amount Requested National Night Out/Educational Seminars $4,200 Total $4,200 Design Review Board (5 members) Reviews all developments (public or private), including all buildings, site layouts, and signing in all districts, except single-family, for the purpose of encouraging quality design of such facilities. Provides a framework by which elements of poor layout and design of a project may be prevented. Hears appeals of administrative decisions. Meets on the 1st Wednesday of each month, 7:30 p.m. at City Hall. Current members: Cassandra Adams, Christophe Laverne, Margaret Leighly, and Glenn Wood. (1 Vacancy) Staff liaison: Noel Ibalio and Margaret (Community Development) Economic Development Board (7 Members) Acts in an advisory capacity to perform tasks and duties identified by the Economic Development Strategy and Action Plan. Advises the Council on economic development matters, makes recommendations on the annual economic development work plan, and oversees the work of subcommittees established to concentrate on creating plans for high-priority areas. Meets quarterly, 6:30 p.m. at City Hall, and on-call at City Hall. Current members: Vikram Bajaj, Wendy Brawer, Sonja Givens-Thomas (Chamber appointee), Ann Lehman, Ken Lerch and Jean Shrem. Staff liaison: Dwayne Dalman (Community Development). ---PAGE BREAK--- 250 Environmental Quality Committee (15 Members) Established in FY 2007-08. the fifteen member Environmental Quality Committee 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 of El Cerrito. The Committee recommends programs, policies, and ordinances to the City Council and promotes the City’s environmental quality efforts. The Committee also 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. Meets on the 2nd Tuesday of each month at 7:00 p.m. at City Hall. Members: Mark Miner, Howdy Goudey, Dave Weinstein, Sam Krueger, Natasha Benjamin, Mildred Dandridge, Ellen Spitalnik, Paloma Pavel, Renee Solari, Anh-Vu Doan and Kevin Wildenberg. (4 Vacancies) Staff liaison: Garth Schultz (Environmental Services). Project/Task/Event Amount Requested Events and Outreach $5,000 Total $5,000 Financial Advisory Board (5 Members) 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 and the Redevelopment Agency with recommended changes in financial practices. Reviews and makes recommendations on all proposed bonds or other debt instruments to be issued by the City and the Redevelopment Agency. Meets on the 2nd Tuesday of each month at 7:00 p.m. at City Hall. Current members: Rich Bartke, Brad Caftel, Hale Kronenberg and Rick Murphy and Peter Vranich Staff liaison: Lisa Malek-Zadeh (Finance). Human Relations Commission (7 Members) 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. Meets on the 1st Wednesday of each month, 7:00 p.m. at City Hall. Current members: Makalia Aga, Patricia Durham, Georgina Edwards, Sharon Jones, Sara Parker, Gabriel Quinto, and Erika Rincon Whitcomb. Linda Jolivet, Sara Parker, Gabriel Quinto, amd Erika Rincón Whitcomb. Staff liaison: Sukari Beshears (Human Resources). ---PAGE BREAK--- 251 Project/Task/Event Amount Requested Diversity Events $3,500 Total $3,500 Park and Recreation Commission (7 Members) Acts in an advisory capacity on all matters pertaining to public recreation, including parks, playgrounds, landscaping, childcare, educational courses, and entertainment. Considers the annual budget of the Recreation Department during its preparation and makes recommendations with respect thereto. Assists in the planning of a recreation program for the City—promotes and stimulates public interest; and to that end, solicits to the fullest possible extent the cooperation of special authorities and other public and private agencies interested. Studies present and future needs of the City with regard to park and recreation facilities. Meets on the 4th Wednesday of each month at 7:00 p.m. at City Hall. Current members: Manish Doshi, Leslie Goldstein, Gary Hill, Seth Kaplan, Steve Lipson, Robin Mitchell and Margo Takemiya. Staff liaison: Chris Jones (Recreation). Planning Commission (7 Members) California’s Conservation and Planning law requires the City to establish a Planning Commission. The Council appoints Planning Commission members, whose powers and duties are defined by State law. It functions as an advisory body to the City Council in matters relating to planning and the physical development of the City. Annually reviews the General Plan for modifications or additions, hears and acts upon use and variance permits, initiates required zoning amendments or changes to the zoning map, recommends after public hearings on subdivisions and other matters that the City Council may deem appropriate. Meets on the 3rd Wednesday of each month in regular session at 7:30 p.m. at the Community Center. Current members: Amy Coty, Carla Hansen, Ken Hirano, Bill Kuhlman, Andrea Lucas, Lisa Motoyama, and Tim Pine. Staff liaison: Sean Moss and Margaret (Community Development). Project/Task/Event Amount Requested Planner’s Institute or other relevant conference (one per commissioner per year) $11,000 Total $11,000 Tree Committee The Tree Committee serves in an advisory capacity to the City Council, other commissions, and residents with regard to the growth, maintenance, and location of trees within the City. The Committee recommends programs, policies, and ordinances to implement and promote the City’s Master Street Tree Plan and Urban Forest Management Plan and to coordinate with the Public Works staff regarding management and maintenance efforts. The Committee 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. Meets 2nd Monday of each month at 7 pm in the Hillside Room at City Hall. Current ---PAGE BREAK--- 252 Members: Cathy Bleier, Ralph Boniello, Michael Charlton, Sheauchi Cheng, Karen Christian, Janet Hittle, Shannon Lee-Rutherford, Steve Price and Michael Srago. Staff liaison: Stephen Pree (Public Works). ---PAGE BREAK--- 253 APPENDIX 6 DEPARTMENT LINE ITEM BUDGETS ---PAGE BREAK--- 254 ---PAGE BREAK--- 255 City Council FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Revenue Account: 46520 - Program Fees 101-1010 - General Fund,City Council 0 4,100.00 0 0 Revenue Totals 0 4,100.00 0 0 Expenditures Account: 51110 - Regular Salaries & Wages 101-1010 - General Fund,City Council 26,680.50 26,460.00 26,460.00 26,460.00 Account: 51150 - Special Pay 101-1010 - General Fund,City Council 250 0 0 0 834-1010 - Finance Authority Debt Sv,City Council 0 250 250 250 Account 51150 Totals: 250 250 250 250 Account: 51210 - PERS Contributions 101-1010 - General Fund,City Council 4,299.07 5,413.56 5,549.00 5,680.00 Account: 51220 - FICA/Medicare 101-1010 - General Fund,City Council 2,049.91 2,031.86 2,024.00 2,024.00 Account: 52110 - Collect & Admin Services 101-1010 - General Fund,City Council 4,769.57 9,857.59 5,000.00 0 Account: 52190 - Miscellaneous Prof Svcs 101-1010 - General Fund,City Council 12,786.00 14,236.00 9,000.00 9,000.00 Account: 54210 - Telephone Expenses 101-1010 - General Fund,City Council 220.64 187.09 200 200 Account: 54220 - Mobile/Wireless Expenses 101-1010 - General Fund,City Council 570 240 500 500 Account: 54310 - Legal Notices & Advertise 101-1010 - General Fund,City Council 0 0 0 0 Account: 54410 - Printing & Binding 101-1010 - General Fund,City Council 0 139.84 0 0 Account: 54610 - Travel & Training 101-1010 - General Fund,City Council 7,380.89 6,118.26 5,000.00 5,000.00 Account: 54910 - Dues & Subscriptions 101-1010 - General Fund,City Council 13,532.00 13,705.00 10,000.00 10,000.00 Account: 54920 - Events & Field Trips 101-1010 - General Fund,City Council 7,751.64 12,687.87 8,500.00 8,500.00 Account: 54990 - Other Administrative Svcs 101-1010 - General Fund,City Council 1,600.00 3,600.00 0 0 Account: 55110 - General Office Supplies 101-1010 - General Fund,City Council 1,475.70 509.8 1,100.00 1,100.00 Account: 55120 - Postage & Delivery 101-1010 - General Fund,City Council 32.46 2.64 0 0 Account: 55130 - Photocopying Charges 101-1010 - General Fund,City Council 177.17 338.32 200 200 Expenditure Grand Totals: 83,575.55 95,777.83 73,783.00 68,914.00 ---PAGE BREAK--- 256 City Manager FY 2010-11 Actual FY2011-12 Actual FY2012-13 Amended FY2013-14 Proposed Expenditures Account: 51110 - Regular Salaries & Wages 101-1020 - General Fund,City Manager 378,215 386,925 377,732 344,[PHONE REDACTED] - Grants,City Manager 0 0 0 42,[PHONE REDACTED] - Integrated Waste Mgmt,City Manager 47,951 49,970 48,119 40,148 Account 51110 Totals: 426,166 436,895 425,851 427,580 Account: 51120 - Part-Time Salaries & Wage 101-1020 - General Fund,City Manager 0 194 0 0 Account: 51140 - Overtime Pay 101-1020 - General Fund,City Manager 125 7 0 0 Account: 51210 - PERS Contributions 101-1020 - General Fund,City Manager 91,958 104,901 94,853 88,[PHONE REDACTED] - Grants,City Manager 0 0 0 10,[PHONE REDACTED] - Integrated Waste Mgmt,City Manager 11,569 13,420 11,990 10,183 Account 51210 Totals: 103,528 118,321 106,843 109,165 Account: 51220 - FICA/Medicare 101-1020 - General Fund,City Manager 22,398 23,073 24,607 24,[PHONE REDACTED] - Grants,City Manager 0 0 0 3,[PHONE REDACTED] - Integrated Waste Mgmt,City Manager 2,935 2,924 3,780 3,250 Account 51220 Totals: 25,333 25,997 28,387 31,125 Account: 51230 - Insurance & Benefits 101-1020 - General Fund,City Manager 65,562 65,345 74,598 45,[PHONE REDACTED] - Grants,City Manager 0 0 0 7,[PHONE REDACTED] - Integrated Waste Mgmt,City Manager 3,950 3,904 4,572 4,374 Account 51230 Totals: 69,511 69,249 79,170 58,138 Account: 51235 - Life & LTD Insurance 101-1020 - General Fund,City Manager 0 0 0 3,[PHONE REDACTED] - Grants,City Manager 0 0 0 [PHONE REDACTED] - Integrated Waste Mgmt,City Manager 0 0 0 466 Account 51235 Totals: 0 0 0 4,836 Account: 51237 - Other Benefits 101-1020 - General Fund,City Manager 0 0 0 17,[PHONE REDACTED] - Grants,City Manager 0 0 0 2,[PHONE REDACTED] - Integrated Waste Mgmt,City Manager 0 0 0 2,334 Account 51237 Totals: 0 0 0 22,569 Account: 51240 - Workers Compensation 101-1020 - General Fund,City Manager 5,416 7,259 8,877 9,[PHONE REDACTED] - Grants,City Manager 0 0 0 1,[PHONE REDACTED] - Integrated Waste Mgmt,City Manager 564 755 924 832 Account 51240 Totals: 5,980 8,014 9,801 11,646 Account: 51990 - Salary Savings 101-1020 - General Fund,City Manager -204 0 0 -27,[PHONE REDACTED] - Integrated Waste Mgmt,City Manager -26 0 0 0 Account 51990 Totals: -230 0 0 -27,590 Account: 52190 - Miscellaneous Prof Svcs ---PAGE BREAK--- 257 FY2010-11 Actual FY2011-12 Actual FY2012-13 Amended FY2013-14 Proposed 101-1020 - General Fund,City Manager 61,562 65,787 95,271 35,000 Account: 52230 - Other Technical Services 101-1020 - General Fund,City Manager 44,648 40,027 30,000 20,000 Account: 52240 - Miscellaneous Services 101-1020 - General Fund,City Manager 1,200 1,200 0 15,000 Account: 54210 - Telephone Expenses 101-1020 - General Fund,City Manager 9,586 8,875 7,200 7,200 Account: 54220 - Mobile/Wireless Expenses 101-1020 - General Fund,City Manager 3,590 4,285 3,500 3,500 Account: 54230 - Internet Services 101-1020 - General Fund,City Manager 11,790 9,947 15,000 10,000 Account: 54310 - Legal Notices & Advertise 101-1020 - General Fund,City Manager 0 72 0 0 Account: 54410 - Printing & Binding 101-1020 - General Fund,City Manager 3,219 0 5,000 5,000 Account: 54610 - Travel & Training 101-1020 - General Fund,City Manager 7,892 15,199 9,000 9,000 Account: 54910 - Dues & Subscriptions 101-1020 - General Fund,City Manager 7,000 5,503 4,000 4,000 Account: 54920 - Events & Field Trips 101-1020 - General Fund,City Manager 3,031 3,958 5,100 5,100 Account: 54990 - Other Administrative Svcs 101-1020 - General Fund,City Manager 831 0 1,000 1,000 Account: 55110 - General Office Supplies 101-1020 - General Fund,City Manager 753 489 1,000 1,000 Account: 55120 - Postage & Delivery 101-1020 - General Fund,City Manager 565 1,488 600 600 Account: 55130 - Photocopying Charges 101-1020 - General Fund,City Manager 423 429 500 500 Account: 55140 - Recognition-EE/Volunteer 101-1020 - General Fund,City Manager 3,552 2,719 5,100 5,100 Account: 55210 - Fuel 101-1020 - General Fund,City Manager 52 99 0 0 Account: 56410 - Office Equipment <$10K 101-1020 - General Fund,City Manager 7,773 1,659 3,000 3,000 Expenditure Grand Totals: 797,883 820,412 835,323 762,469 ---PAGE BREAK--- 258 City Clerk FY2010-11 Actual FY2011-12 Actual FY2012-13 Amended FY2013-14 Proposed Revenue Account: 46520 - Program Fees 101-1040 - General Fund,City Clerk 1,108 300 2,000 800 Account: 46523 - Passport Fees 101-1040 - General Fund,City Clerk 0 10,425 8,000 15,000 Revenue Totals 1,108 10,725 10,000 15,800 Expenditures Account: 51110 - Regular Salaries & Wages 101-1040 - General Fund,City Clerk 123,956 125,154 124,334 147,044 Account: 51210 - PERS Contributions 101-1040 - General Fund,City Clerk 29,945 34,218 31,706 37,783 Account: 51220 - FICA/Medicare 101-1040 - General Fund,City Clerk 9,496 9,664 9,176 10,394 Account: 51230 - Insurance & Benefits 101-1040 - General Fund,City Clerk 27,935 27,608 32,386 30,378 Account: 51235 - Life & LTD Insurance 101-1040 - General Fund,City Clerk 0 0 0 1,654 Account: 51237 - Other Benefits 101-1040 - General Fund,City Clerk 0 0 0 3,900 Account: 51240 - Workers Compensation 101-1040 - General Fund,City Clerk 2,562 3,434 4,200 4,991 Account: 51990 - Salary Savings 101-1040 - General Fund,City Clerk -80 0 0 -257 Account: 52110 - Collect & Admin Services 101-1040 - General Fund,City Clerk 23,742 958 29,800 10,000 Account: 52230 - Other Technical Services 101-1040 - General Fund,City Clerk 0 362 0 0 Account: 54220 - Mobile/Wireless Expenses 101-1040 - General Fund,City Clerk 923 1,058 1,000 1,100 Account: 54310 - Legal Notices & Advertise 101-1040 - General Fund,City Clerk 1,388 1,468 2,000 2,400 Account: 54610 - Travel & Training 101-1040 - General Fund,City Clerk 2,569 4,587 4,000 4,000 Account: 54910 - Dues & Subscriptions 101-1040 - General Fund,City Clerk 295 780 500 750 Account: 54990 - Other Administrative Svcs 101-1040 - General Fund,City Clerk 5,288 5,938 6,000 7,100 Account: 55110 - General Office Supplies 101-1040 - General Fund,City Clerk 2,159 1,148 2,000 2,000 Account: 55120 - Postage & Delivery 101-1040 - General Fund,City Clerk 337 1,430 4,000 3,000 Account: 55130 - Photocopying Charges 101-1040 - General Fund,City Clerk 1,489 1,570 2,000 2,000 Account: 56410 - Office Equipment <$10K 101-1040 - General Fund,City Clerk 2,000 1,647 2,500 2,500 Expenditure Grand Totals: 234,129 221,031 255,602 270,737 ---PAGE BREAK--- 259 Human Resources Division FY2010-11 Actual FY2011-12 Actual FY2012-13 Amended FY2013-14 Proposed Revenue Account: 48120 - Contributions & Donations 101-1060 - General Fund,Employee Services Div 0 120 0 0 Revenue Totals 0 120 0 0 Expenditures Account: 51110 - Regular Salaries & Wages 101-1060 - General Fund,Employee Services Div 166,838.78 173,691.35 167,258.00 169,185.00 Account: 51140 - Overtime Pay 101-1060 - General Fund,Employee Services Div 0 0 1,000.00 1,033.00 Account: 51150 - Special Pay 101-1060 - General Fund,Employee Services Div 1,000.00 1,000.00 1,000.00 1,000.00 Account: 51210 - PERS Contributions 101-1060 - General Fund,Employee Services Div 41,277.64 46,803.26 44,167.00 44,172.00 Account: 51220 - FICA/Medicare 101-1060 - General Fund,Employee Services Div 13,018.48 13,019.17 12,356.00 13,287.00 Account: 51230 - Insurance & Benefits 101-1060 - General Fund,Employee Services Div 44,346.14 43,659.09 51,694.00 51,529.00 Account: 51235 - Life & LTD Insurance 101-1060 - General Fund,Employee Services Div 0 0 0 1,946.00 Account: 51237 - Other Benefits 101-1060 - General Fund,Employee Services Div 0 0 0 3,900.00 Account: 51240 - Workers Compensation 101-1060 - General Fund,Employee Services Div 3,417.06 4,579.59 5,600.00 6,655.00 Account: 51990 - Salary Savings 101-1060 - General Fund,Employee Services Div -95.93 0 0 -28,040.00 Account: 52110 - Collect & Admin Services 101-1060 - General Fund,Employee Services Div 16,775.78 16,717.26 16,000.00 16,000.00 Account: 52190 - Miscellaneous Prof Svcs 101-1060 - General Fund,Employee Services Div 1,500.00 21,286.98 1,500.00 1,500.00 Account: 52210 - Lab & Investigative Svcs 101-1060 - General Fund,Employee Services Div 0 485.07 0 0 Account: 52230 - Other Technical Services 101-1060 - General Fund,Employee Services Div 6,219.84 7,241.11 7,000.00 7,000.00 Account: 54110 - Insurance Premiums 101-1060 - General Fund,Employee Services Div 378,935.06 419,168.94 330,000.00 600,000.00 Account: 54120 - Settlements & Judgements 101-1060 - General Fund,Employee Services Div 48,398.86 44,928.90 40,000.00 40,000.00 Account: 54130 - Insurance-Workers Comp 101-1060 - General Fund,Employee Services Div 9,182.73 3,045.38 15,000.00 15,000.00 Account: 54210 - Telephone Expenses 101-1060 - General Fund,Employee Services Div 568.02 494.07 600 600 Account: 54220 - Mobile/Wireless Expenses 101-1060 - General Fund,Employee Services Div 888.17 985.16 900 900 Account: 54610 - Travel & Training 101-1060 - General Fund,Employee Services Div 1,319.22 1,880.48 1,500.00 2,000.00 ---PAGE BREAK--- 260 FY2010-11 Actual FY2011-12 Actual FY2012-13 Amended FY2013-14 Proposed Account: 54910 - Dues & Subscriptions 101-1060 - General Fund,Employee Services Div 345 1,360.00 1,000.00 1,000.00 Account: 54920 - Events & Field Trips 101-1060 - General Fund,Employee Services Div 2,416.68 3,500.00 3,500.00 4,000.00 Account: 54990 - Other Administrative Svcs 101-1060 - General Fund,Employee Services Div 22,976.27 7,776.04 22,000.00 10,000.00 Account: 55110 - General Office Supplies 101-1060 - General Fund,Employee Services Div 58.2 171.14 1,000.00 1,000.00 Account: 55120 - Postage & Delivery 101-1060 - General Fund,Employee Services Div 631.83 667.8 1,000.00 1,000.00 Account: 55130 - Photocopying Charges 101-1060 - General Fund,Employee Services Div 1,031.12 955.34 1,000.00 1,000.00 Account: 55140 - Recognition-EE/Volunteer 101-1060 - General Fund,Employee Services Div 5,355.48 5,365.61 5,500.00 5,500.00 Account: 55290 - Other Operating Supplies 101-1060 - General Fund,Employee Services Div 19,379.41 18,774.99 15,000.00 15,000.00 Account: 56410 - Office Equipment <$10K 101-1060 - General Fund,Employee Services Div 169.37 1,794.51 1,000.00 1,000.00 Expenditure Grand Totals: 785,953.21 839,351.24 746,575.00 987,167.00 ---PAGE BREAK--- 261 Information Systems Division FY2010-11 Actual FY2011-12 Actual FY2012-13 Amended FY2013-14 Proposed Expenditures Account: 51110 - Regular Salaries & Wages 101-1070 - General Fund,Information Systems Div 181,880 181,880 181,880 183,849 Account: 51150 - Special Pay 101-1070 - General Fund,Information Systems Div 600 600 600 600 Account: 51210 - PERS Contributions 101-1070 - General Fund,Information Systems Div 45,531 50,787 47,753 47,833 Account: 51220 - FICA/Medicare 101-1070 - General Fund,Information Systems Div 12,820 13,057 12,541 13,473 Account: 51230 - Insurance & Benefits 101-1070 - General Fund,Information Systems Div 44,457 43,862 51,837 51,529 Account: 51235 - Life & LTD Insurance 101-1070 - General Fund,Information Systems Div 0 0 0 2,088 Account: 51237 - Other Benefits 101-1070 - General Fund,Information Systems Div 0 0 0 3,900 Account: 51240 - Workers Compensation 101-1070 - General Fund,Information Systems Div 3,417 4,580 5,600 6,655 Account: 51990 - Salary Savings 101-1070 - General Fund,Information Systems Div -108 0 0 -722 Account: 52110 - Collect & Admin Services 101-1070 - General Fund,Information Systems Div 9,207 11,262 12,000 16,000 Account: 52230 - Other Technical Services 101-1070 - General Fund,Information Systems Div 19,045 19,084 20,000 26,000 Account: 53250 - Vehicle & Equip Maint Svc 101-1070 - General Fund,Information Systems Div 0 0 0 800 Account: 53290 - Miscellaneous R&M Svcs 101-1070 - General Fund,Information Systems Div 1,319 922 2,000 4,000 Account: 54220 - Mobile/Wireless Expenses 101-1070 - General Fund,Information Systems Div 3,413 1,793 2,500 3,000 Account: 54230 - Internet Services 101-1070 - General Fund,Information Systems Div 3,164 3,154 3,200 4,800 Account: 54610 - Travel & Training 101-1070 - General Fund,Information Systems Div 1,074 0 1,500 3,000 Account: 55110 - General Office Supplies 101-1070 - General Fund,Information Systems Div 863 317 1,000 1,000 Account: 55120 - Postage & Delivery 101-1070 - General Fund,Information Systems Div 104 22 100 100 Account: 55130 - Photocopying Charges 101-1070 - General Fund,Information Systems Div 164 176 200 200 Account: 55210 - Fuel 101-1070 - General Fund,Information Systems Div 274 305 300 300 Account: 55290 - Other Operating Supplies 101-1070 - General Fund,Information Systems Div 0 0 500 500 Account: 56410 - Office Equipment <$10K 101-1070 - General Fund,Information Systems Div 7,238 19,353 19,500 29,500 Expenditure Grand Totals: 334,462 351,155 363,011 398,405 ---PAGE BREAK--- 262 Community Development-- Planning FY2010-11 Actual FY2011-12 Actual FY2012-13 Amended FY2013-14 Proposed Revenue Account: 45450 - State Grant-Capital 221-4030 - Grants,Comm Dev-Planning 0 0 0 191,498 Account: 46010 - Plan Check Fees 101-4030 - General Fund,Comm Dev-Planning 40,577 53,963 56,100 100,000 Account: 46520 - Program Fees 101-4030 - General Fund,Comm Dev-Planning 71,526 69,597 81,600 250,000 Account: 48990 - Other Misc Revenue 101-4030 - General Fund,Comm Dev-Planning 0 0 1,000 1,000 Revenue Totals 112,103 123,560 138,700 542,498 Expenditures Account: 51110 - Regular Salaries & Wages 101-4030 - General Fund,Comm Dev-Planning 275,583 277,977 267,681 250,[PHONE REDACTED] - Grants,Comm Dev-Planning 0 0 0 16,499 Account 51110 Totals: 275,583 277,977 267,681 267,358 Account: 51210 - PERS Contributions 101-4030 - General Fund,Comm Dev-Planning 66,231 74,491 66,609 64,[PHONE REDACTED] - Grants,Comm Dev-Planning 0 0 0 4,210 Account 51210 Totals: 66,231 74,491 66,609 68,441 Account: 51220 - FICA/Medicare 101-4030 - General Fund,Comm Dev-Planning 21,278 21,388 20,423 20,[PHONE REDACTED] - Grants,Comm Dev-Planning 0 0 0 1,405 Account 51220 Totals: 21,278 21,388 20,423 21,599 Account: 51230 - Insurance & Benefits 101-4030 - General Fund,Comm Dev-Planning 47,265 46,916 54,194 54,[PHONE REDACTED] - Grants,Comm Dev-Planning 0 0 0 1,503 Account 51230 Totals: 47,265 46,916 54,194 55,710 Account: 51235 - Life & LTD Insurance 101-4030 - General Fund,Comm Dev-Planning 0 0 0 2,[PHONE REDACTED] - Grants,Comm Dev-Planning 0 0 0 191 Account 51235 Totals: 0 0 0 3,101 Account: 51237 - Other Benefits 101-4030 - General Fund,Comm Dev-Planning 0 0 0 10,[PHONE REDACTED] - Grants,Comm Dev-Planning 0 0 0 585 Account 51237 Totals: 0 0 0 10,725 Account: 51240 - Workers Compensation 101-4030 - General Fund,Comm Dev-Planning 5,126 6,870 8,401 10,[PHONE REDACTED] - Grants,Comm Dev-Planning 0 0 0 499 Account 51240 Totals: 5,126 6,870 8,401 10,814 Account: 51990 - Salary Savings 101-4030 - General Fund,Comm Dev-Planning -155 0 0 -268 Account: 52130 - Architect/Engineering Svc 101-4030 - General Fund,Comm Dev-Planning 0 0 55,000 10,000 Account: 52190 - Miscellaneous Prof Svcs 101-4030 - General Fund,Comm Dev-Planning 2,500 16,500 2,500 20,[PHONE REDACTED] - Grants,Comm Dev-Planning 0 0 0 165,[PHONE REDACTED] - Capital Improvement Fund,Planning 15,460 4,305 0 0 Account 52190 Totals: 17,960 20,805 2,500 185,000 ---PAGE BREAK--- 263 FY2010-11 Actual FY2011-12 Actual FY2012-13 Amended FY2013-14 Proposed Account: 52230 - Other Technical Services 101-4030 - General Fund,Comm Dev-Planning 610 2,800 500 500 Account: 52240 - Miscellaneous Services 101-4030 - General Fund,Comm Dev-Planning 4,714 3,833 4,500 3,500 Account: 54210 - Telephone Expenses 101-4030 - General Fund,Comm Dev-Planning 982 972 1,000 1,000 Account: 54220 - Mobile/Wireless Expenses 101-4030 - General Fund,Comm Dev-Planning 2,160 2,160 1,200 2,000 Account: 54310 - Legal Notices & Advertise 101-4030 - General Fund,Comm Dev-Planning 1,969 1,701 3,000 3,000 Account: 54410 - Printing & Binding 101-4030 - General Fund,Comm Dev-Planning 343 0 1,000 1,[PHONE REDACTED] - Grants,Comm Dev-Planning 0 0 0 26,498 Account 54410 Totals: 343 0 1,000 27,498 Account: 54610 - Travel & Training 101-4030 - General Fund,Comm Dev-Planning 4,491 8,332 12,000 9,000 Account: 54910 - Dues & Subscriptions 101-4030 - General Fund,Comm Dev-Planning 1,390 1,270 1,500 1,500 Account: 54920 - Events & Field Trips 101-4030 - General Fund,Comm Dev-Planning 3,161 675 5,000 2,500 Account: 54990 - Other Administrative Svcs 101-4030 - General Fund,Comm Dev-Planning 50 0 0 0 Account: 55110 - General Office Supplies 101-4030 - General Fund,Comm Dev-Planning 148 180 500 500 Account: 55120 - Postage & Delivery 101-4030 - General Fund,Comm Dev-Planning 1,359 1,035 4,000 3,000 Account: 55130 - Photocopying Charges 101-4030 - General Fund,Comm Dev-Planning 4,355 5,322 4,000 4,000 Account: 56410 - Office Equipment <$10K 101-4030 - General Fund,Comm Dev-Planning 0 452 3,000 3,000 Account: 56710 - Other Equipment <$10K 101-4030 - General Fund,Comm Dev-Planning 0 3,839 0 0 Expenditure Grand Totals: 459,019 481,020 516,008 693,478 ---PAGE BREAK--- 264 Community Development-- Building FY2010-11 Actual FY2011-12 Actual FY2012-13 Amended FY2013-14 Proposed Revenue Account: 40910 - Construction Tax 101-4040 - General Fund,Comm Dev-Building Svcs 1,834 414 4,900 4,900 Account: 42210 - Building Permits 101-4040 - General Fund,Comm Dev-Building Svcs 505,272 462,531 622,200 522,000 Account: 42220 - Building Issuance Fee 101-4040 - General Fund,Comm Dev-Building Svcs 32,141 32,434 29,580 45,000 Account: 42230 - Electrical Permits 101-4040 - General Fund,Comm Dev-Building Svcs 9,084 12,567 8,874 16,000 Account: 42240 - Mechanical Permits 101-4040 - General Fund,Comm Dev-Building Svcs 9,261 5,846 4,386 12,000 Account: 42260 - Plumbing Permits 101-4040 - General Fund,Comm Dev-Building Svcs 7,002 4,898 4,896 11,000 Account: 45790 - Other Local Reimbursement 101-4040 - General Fund,Comm Dev-Building Svcs 519 166 0 0 Account: 46010 - Plan Check Fees 101-4040 - General Fund,Comm Dev-Building Svcs 271,785 276,181 255,000 270,000 Account: 46040 - Rental Inspection Fees 101-4040 - General Fund,Comm Dev-Building Svcs 181,001 19,940 127,500 127,500 Account: 46190 - Other Planning/Insp Fees 101-4040 - General Fund,Comm Dev-Building Svcs 29,330 50,886 56,100 56,100 Account: 46520 - Program Fees 101-4040 - General Fund,Comm Dev-Building Svcs 400 5,900 2,550 2,550 Account: 46920 - Document Imaging Fee 101-4040 - General Fund,Comm Dev-Building Svcs 26,047 24,404 35,700 35,700 Revenue Totals 1,073,676 896,167 1,151,686 1,102,750 Expenditures Account: 51110 - Regular Salaries & Wages 101-4040 - General Fund,Comm Dev-Building Svcs 449,818 400,642 366,370 455,[PHONE REDACTED] - Grants,Comm Dev-Building Svcs 0 0 0 16,499 Account 51110 Totals: 449,818 400,642 366,370 472,395 Account: 51120 - Part-Time Salaries & Wage 101-4040 - General Fund,Comm Dev-Building Svcs 11,267 45,101 0 32,269 Account: 51140 - Overtime Pay 101-4040 - General Fund,Comm Dev-Building Svcs 279 0 1,020 1,053 Account: 51150 - Special Pay 101-4040 - General Fund,Comm Dev-Building Svcs 1,000 0 0 0 Account: 51210 - PERS Contributions 101-4040 - General Fund,Comm Dev-Building Svcs 111,932 117,540 105,039 128,[PHONE REDACTED] - Grants,Comm Dev-Building Svcs 0 0 0 4,210 Account 51210 Totals: 111,932 117,540 105,039 132,541 Account: 51220 - FICA/Medicare 101-4040 - General Fund,Comm Dev-Building Svcs 35,384 33,257 28,679 38,[PHONE REDACTED] - Grants,Comm Dev-Building Svcs 0 0 0 1,405 Account 51220 Totals: 35,384 33,257 28,679 40,187 Account: 51230 - Insurance & Benefits 101-4040 - General Fund,Comm Dev-Building Svcs 101,918 92,536 93,882 101,[PHONE REDACTED] - Grants,Comm Dev-Building Svcs 0 0 0 1,503 Account 51230 Totals: 101,918 92,536 93,882 102,800 ---PAGE BREAK--- 265 FY2010-11 Actual FY2011-12 Actual FY2012-13 Amended FY2013-14 Proposed Account: 51235 - Life & LTD Insurance 101-4040 - General Fund,Comm Dev-Building Svcs 0 0 0 5,[PHONE REDACTED] - Grants,Comm Dev-Building Svcs 0 0 0 191 Account 51235 Totals: 0 0 0 5,848 Account: 51237 - Other Benefits 101-4040 - General Fund,Comm Dev-Building Svcs 0 0 0 6,[PHONE REDACTED] - Grants,Comm Dev-Building Svcs 0 0 0 585 Account 51237 Totals: 0 0 0 6,825 Account: 51240 - Workers Compensation 101-4040 - General Fund,Comm Dev-Building Svcs 11,959 16,029 19,601 20,[PHONE REDACTED] - Grants,Comm Dev-Building Svcs 0 0 0 499 Account 51240 Totals: 11,959 16,029 19,601 20,796 Account: 51990 - Salary Savings 101-4040 - General Fund,Comm Dev-Building Svcs -263 0 0 -164,636 Account: 52120 - Legal & Financial Svcs 101-4040 - General Fund,Comm Dev-Building Svcs 0 0 500 500 Account: 52130 - Architect/Engineering Svc 101-4040 - General Fund,Comm Dev-Building Svcs 7,651 11,970 8,000 8,000 Account: 52190 - Miscellaneous Prof Svcs 101-4040 - General Fund,Comm Dev-Building Svcs 159,753 14,707 140,000 95,000 Account: 52230 - Other Technical Services 101-4040 - General Fund,Comm Dev-Building Svcs 3,110 3,779 65,000 10,000 Account: 52240 - Miscellaneous Services 101-4040 - General Fund,Comm Dev-Building Svcs 8,964 3,889 10,000 10,000 Account: 53230 - Building Maint Services 101-4040 - General Fund,Comm Dev-Building Svcs 1,791 1,008 3,000 3,000 Account: 53250 - Vehicle & Equip Maint Svc 101-4040 - General Fund,Comm Dev-Building Svcs 3,187 2,540 2,500 2,500 Account: 53330 - Vehic Rental Chrg 101-4040 - General Fund,Comm Dev-Building Svcs 0 10,000 10,000 4,000 Account: 54210 - Telephone Expenses 101-4040 - General Fund,Comm Dev-Building Svcs 1,929 1,742 1,800 1,800 Account: 54220 - Mobile/Wireless Expenses 101-4040 - General Fund,Comm Dev-Building Svcs 3,766 6,179 4,200 4,200 Account: 54410 - Printing & Binding 101-4040 - General Fund,Comm Dev-Building Svcs 163 1,229 1,000 1,000 Account: 54610 - Travel & Training 101-4040 - General Fund,Comm Dev-Building Svcs 8,957 9,822 11,000 9,000 Account: 54910 - Dues & Subscriptions 101-4040 - General Fund,Comm Dev-Building Svcs 488 400 500 1,000 Account: 55110 - General Office Supplies 101-4040 - General Fund,Comm Dev-Building Svcs 1,385 474 1,000 1,500 Account: 55120 - Postage & Delivery 101-4040 - General Fund,Comm Dev-Building Svcs 1,552 1,257 700 1,000 Account: 55130 - Photocopying Charges 101-4040 - General Fund,Comm Dev-Building Svcs 2,260 1,883 1,500 1,500 Account: 55210 - Fuel 101-4040 - General Fund,Comm Dev-Building Svcs 2,934 3,041 2,500 2,500 ---PAGE BREAK--- 266 FY2010-11 Actual FY2011-12 Actual FY2012-13 Amended FY2013-14 Proposed Account: 55240 - Clothing & Uniform Supply 101-4040 - General Fund,Comm Dev-Building Svcs 296 141 500 500 Account: 55290 - Other Operating Supplies 101-4040 - General Fund,Comm Dev-Building Svcs 2,557 0 500 500 Account: 55520 - Building Supplies 101-4040 - General Fund,Comm Dev-Building Svcs 472 0 0 0 Account: 56410 - Office Equipment <$10K 101-4040 - General Fund,Comm Dev-Building Svcs 1,427 2,396 2,500 2,500 Account: 56710 - Other Equipment <$10K 101-4040 - General Fund,Comm Dev-Building Svcs 0 158 200 200 Expenditure Grand Totals: 935,934 781,720 881,491 810,278 ---PAGE BREAK--- 267 Community Development-- Economic Development/Housing FY2010-11 Actual FY2011-12 Actual FY2012-13 Amended FY2013-14 Proposed Revenue Account: 40010 - Property Tax-Cur Secured 232-6020 - City LMI Housing Fund,Economic Development 0 0 781,152 0 801-6020 - Redevelopment Agency,Economic Development 3,954,544 2,138,518 0 0 802-6020 - Low/Moderate Income Housg,Economic Development 988,636 534,629 0 0 Account 40010 Totals: 4,943,180 2,673,147 781,152 0 Account: 40020 - Property Tax-Supplemental 801-6020 - Redevelopment Agency,Economic Development 43,737 3,440 0 0 802-6020 - Low/Moderate Income Housg,Economic Development 10,934 860 0 0 Account 40020 Totals: 54,671 4,300 0 0 Account: 40030 - Property Tax-Unitary 801-6020 - Redevelopment Agency,Economic Development 49,097 26,668 0 0 802-6020 - Low/Moderate Income Housg,Economic Development 12,274 6,667 0 0 Account 40030 Totals: 61,371 33,335 0 0 Account: 40060 - Property Tax-PY Supplemnt 801-6020 - Redevelopment Agency,Economic Development -64,577 0 0 0 802-6020 - Low/Moderate Income Housg,Economic Development -16,144 0 0 0 Account 40060 Totals: -80,722 0 0 0 Account: 44010 - Interest Income 232-6020 - City LMI Housing Fund,Economic Development 0 306 0 0 801-6020 - Redevelopment Agency,Economic Development 3,846 0 0 0 802-6020 - Low/Moderate Income Housg,Economic Development 3,049 0 0 0 804-6020 - Agency Debt Service Fund,Economic Development 0 2 0 0 811-6020 - RDA '04 Bond-Series A,Economic Development 1,973 0 0 0 814-6020 - RDA '04 Bond-Debt Servc,Economic Development 62 2 0 0 Account 44010 Totals: 8,930 309 0 0 Account: 44020 - Realized Gains/Losses 801-6020 - Redevelopment Agency,Economic Development 0 83,202 0 0 Account: 44210 - Property Leases 801-6020 - Redevelopment Agency,Economic Development 38,380 0 0 0 Account: 45440 - State Grant-Operating 101-4010 - General Fund,Comm Dev-Econ Developmt 0 0 0 28,000 Account: 46520 - Program Fees 101-4010 - General Fund,Comm Dev-Econ Developmt 0 -12 0 0 101-6020 - General Fund,Economic Development 0 0 307,000 0 Account 46520 Totals: 0 -12 307,000 0 ---PAGE BREAK--- 268 FY2010-11 Actual FY2011-12 Actual FY2012-13 Amended FY2013-14 Proposed Account: 48990 - Other Misc Revenue 101-4010 - General Fund,Comm Dev-Econ Developmt 81 40 0 40,[PHONE REDACTED] - Redevelopment Agency,Economic Dev 7,406 0 0 0 Account 48990 Totals: 7,486 40 0 40,000 Account: 49990 101 - Operating Xfer In-GEN 801-6020 - Redevelopment Agency,Economic Development 0 1,820,000 0 0 802-6020 - Low/Moderate Income Housg,Economic Development 0 2,130,000 0 0 Account 49990 101 Totals: 0 3,950,000 0 0 Account: 49990 801 - Operating Xfer In-RDA 804-6020 - Agency Debt Service Fund,Economic Development 453,388 69,344 0 0 814-6020 - RDA '04 Bond-Debt Servc,Economic Development 879,906 224,159 0 0 Account 49990 801 Totals: 1,333,294 293,502 0 0 Account: 49990 802 - Operating Xfer In-HSG 804-6020 - Agency Debt Service Fund,Economic Development 333,747 38,073 0 0 814-6020 - RDA '04 Bond-Debt Servc,Economic Development 271,103 101,532 0 0 Account 49990 802 Totals: 604,850 139,605 0 0 Revenue Totals 6,971,441 7,177,429 1,088,152 68,000 Expenditures Account: 51110 - Regular Salaries & Wages 101-4010 - General Fund,Comm Dev-Econ Developmt 152,067 40,189 0 41,[PHONE REDACTED] - General Fund,Economic Development 0 79,131 187,036 0 221-4010 - Grants,Comm Dev-Econ Developmt 0 0 0 185,[PHONE REDACTED] - City LMI Housing Fund,Comm Dev-Econ Developmt 0 0 0 54,[PHONE REDACTED] - City LMI Housing Fund,Economic Development 0 27,055 90,182 0 801-4010 - Redevelopment Agency,Comm Dev-Econ Developmt 57,908 51,045 0 0 801-6020 - Redevelopment Agency,Economic Development 64,421 63,228 0 0 802-6020 - Low/Moderate Income Housg,Economic Development 77,333 27,452 0 0 Account 51110 Totals: 351,728 288,099 277,218 281,115 Account: 51210 - PERS Contributions 101-4010 - General Fund,Comm Dev-Econ Developmt 38,037 1,642 0 10,[PHONE REDACTED] - General Fund,Economic Development 0 21,961 46,549 0 221-4010 - Grants,Comm Dev-Econ Developmt 0 0 0 47,[PHONE REDACTED] - City LMI Housing Fund,Comm Dev-Econ Developmt 0 0 0 13,[PHONE REDACTED] - City LMI Housing Fund,Economic Development 0 7,479 22,442 0 801-4010 - Redevelopment Agency,Comm Dev-Econ Developmt 13,639 13,453 0 0 801-6020 - Redevelopment Agency,Economic Development 15,192 16,648 0 0 802-6020 - Low/Moderate Income Housg,Economic Development 19,160 7,523 0 0 Account 51210 Totals: 86,028 68,706 68,991 71,651 Account: 51220 - FICA/Medicare 101-4010 - General Fund,Comm Dev-Econ Developmt 8,758 2,214 0 3,[PHONE REDACTED] - General Fund,Economic Development 0 6,305 14,406 0 ---PAGE BREAK--- 269 FY2010-11 Actual FY2011-12 Actual FY2012-13 Amended FY2013-14 Proposed 221-4010 - Grants,Comm Dev-Econ Developmt 0 0 0 14,[PHONE REDACTED] - City LMI Housing Fund,Comm Dev-Econ Developmt 0 0 0 4,[PHONE REDACTED] - City LMI Housing Fund,Economic Development 0 2,139 7,518 0 801-4010 - Redevelopment Agency,Comm Dev-Econ Developmt 4,573 4,035 0 0 801-6020 - Redevelopment Agency,Economic Development 4,626 4,607 0 0 802-6020 - Low/Moderate Income Housg,Economic Development 6,131 2,171 0 0 Account 51220 Totals: 24,089 21,472 21,924 23,081 Account: 51230 - Insurance & Benefits 101-4010 - General Fund,Comm Dev-Econ Developmt 12,757 192 0 5,[PHONE REDACTED] - General Fund,Economic Development 0 16,446 42,579 0 221-4010 - Grants,Comm Dev-Econ Developmt 0 0 0 43,[PHONE REDACTED] - City LMI Housing Fund,Comm Dev-Econ Developmt 0 0 0 10,[PHONE REDACTED] - City LMI Housing Fund,Economic Development 0 5,856 14,620 0 801-4010 - Redevelopment Agency,Comm Dev-Econ Developmt 14,282 13,083 0 0 801-6020 - Redevelopment Agency,Economic Development 7,082 7,159 0 0 802-6020 - Low/Moderate Income Housg,Economic Development 13,069 5,072 0 0 Account 51230 Totals: 47,191 47,808 57,199 59,369 Account: 51235 - Life & LTD Insurance 101-4010 - General Fund,Comm Dev-Econ Developmt 0 0 0 [PHONE REDACTED] - Grants,Comm Dev-Econ Developmt 0 0 0 2,[PHONE REDACTED] - City LMI Housing Fund,Comm Dev-Econ Developmt 0 0 0 628 Account 51235 Totals: 0 0 0 3,261 Account: 51237 - Other Benefits 101-4010 - General Fund,Comm Dev-Econ Developmt 0 0 0 1,[PHONE REDACTED] - Grants,Comm Dev-Econ Developmt 0 0 0 7,[PHONE REDACTED] - City LMI Housing Fund,Comm Dev-Econ Developmt 0 0 0 2,340 Account 51237 Totals: 0 0 0 12,090 Account: 51240 - Workers Compensation 101-4010 - General Fund,Comm Dev-Econ Developmt 1,709 2,290 0 1,[PHONE REDACTED] - General Fund,Economic Development 0 1,529 5,600 0 221-4010 - Grants,Comm Dev-Econ Developmt 0 0 0 6,[PHONE REDACTED] - City LMI Housing Fund,Comm Dev-Econ Developmt 0 0 0 3,[PHONE REDACTED] - City LMI Housing Fund,Economic Development 0 764 2,800 0 801-4010 - Redevelopment Agency,Comm Dev-Econ Developmt 1,414 1,526 0 0 801-6020 - Redevelopment Agency,Economic Development 1,272 1,526 0 0 802-6020 - Low/Moderate Income Housg,Economic Development 1,879 1,526 0 0 Account 51240 Totals: 6,273 9,161 8,400 11,646 ---PAGE BREAK--- 270 FY2010-11 Actual FY2011-12 Actual FY2012-13 Amended FY2013-14 Proposed Account: 51990 - Salary Savings 101-4010 - General Fund,Comm Dev-Econ Developmt -90 0 0 0 101-6020 - General Fund,Economic Development 0 0 0 0 232-6020 - City LMI Housing Fund,Economic Development 0 0 0 0 801-4010 - Redevelopment Agency,Comm Dev-Econ Developmt -50 0 0 0 801-6020 - Redevelopment Agency,Economic Development -55 0 0 0 802-6020 - Low/Moderate Income Housg,Economic Development -38 0 0 0 Account 51990 Totals: -233 0 0 0 Account: 52110 - Collect & Admin Services 232-6020 - City LMI Housing Fund,Economic Development 0 0 2,000 0 Account: 52120 - Legal & Financial Svcs 101-6020 - General Fund,Economic Development 0 0 15,000 0 232-4010 - City LMI Housing Fund,Comm Dev-Econ Developmt 0 0 0 36,[PHONE REDACTED] - City LMI Housing Fund,Economic Development 0 3,458 50,000 0 801-6020 - Redevelopment Agency,Economic Development 32,418 7,784 0 0 802-6020 - Low/Moderate Income Housg,Economic Development 8,543 2,908 0 0 804-6020 - Agency Debt Service Fund,Economic Development 1,585 0 0 0 Account 52120 Totals: 42,545 14,150 65,000 36,000 Account: 52130 - Architect/Engineering Svc 101-6020 - General Fund,Economic Development 0 0 10,000 0 221-4010 - Grants,Comm Dev-Econ Developmt 0 0 0 20,000 Account 52130 Totals: 0 0 10,000 20,000 Account: 52140 - Appraisal/Aquisition Svcs 801-6020 - Redevelopment Agency,Economic Development 5,000 0 0 0 Account: 52190 - Miscellaneous Prof Svcs 101-6020 - General Fund,Economic Development 0 0 10,000 0 221-4010 - Grants,Comm Dev-Econ Developmt 0 0 0 97,[PHONE REDACTED] - City LMI Housing Fund,Economic Development 0 0 5,000 0 801-4010 - Redevelopment Agency,Comm Dev-Econ Developmt 6,705 0 0 0 801-6020 - Redevelopment Agency,Economic Development 1,817 0 0 0 802-6020 - Low/Moderate Income Housg,Economic Development 22,382 0 0 0 Account 52190 Totals: 30,903 0 15,000 97,125 Account: 52230 - Other Technical Services 221-4010 - Grants,Comm Dev-Econ Developmt 0 0 0 10,[PHONE REDACTED] - City LMI Housing Fund,Economic Development 0 0 5,000 0 801-6020 - Redevelopment Agency,Economic Development 610 34 0 0 Account 52230 Totals: 610 34 5,000 10,000 Account: 52240 - Miscellaneous Services 101-6020 - General Fund,Economic Development 0 0 10,000 0 Account: 53110 - Utilities 232-4010 - City LMI Housing Fund,Comm Dev-Econ Developmt 0 0 0 4,[PHONE REDACTED] - City LMI Housing Fund,Econ Dev 0 3,696 10,000 0 ---PAGE BREAK--- 271 FY2010-11 Actual FY2011-12 Actual FY2012-13 Amended FY2013-14 Proposed 801-6020 - Redevelopment Agency,Economic Development 0 0 0 0 802-6020 - Low/Moderate Income Housg,Economic Development 3,307 1,637 0 0 Account 53110 Totals: 3,307 5,333 10,000 4,980 Account: 53230 - Building Maint Services 232-6020 - City LMI Housing Fund,Economic Development 0 86 10,000 0 801-4010 - Redevelopment Agency,Comm Dev-Econ Developmt 18,747 0 0 0 801-6020 - Redevelopment Agency,Economic Development 0 0 0 0 802-6020 - Low/Moderate Income Housg,Economic Development 2,314 0 0 0 Account 53230 Totals: 21,061 86 10,000 0 Account: 53240 - Landscape/Park Maint Svcs 801-6020 - Redevelopment Agency,Economic Development 4,638 0 0 0 Account: 53290 - Miscellaneous R&M Svcs 802-6020 - Low/Moderate Income Housg,Economic Development 700 0 0 0 Account: 53990 - Other Property Services 232-4010 - City LMI Housing Fund,Comm Dev-Econ Developmt 0 0 0 5,[PHONE REDACTED] - City LMI Housing Fund,Economic Development 0 0 6,000 0 801-6020 - Redevelopment Agency,Economic Development 6,900 0 0 0 802-6020 - Low/Moderate Income Housg,Economic Development 4,359 13,433 0 0 Account 53990 Totals: 11,260 13,433 6,000 5,500 Account: 54210 - Telephone Expenses 101-4010 - General Fund,Comm Dev-Econ Developmt 554 480 0 0 101-6020 - General Fund,Economic Development 0 0 1,000 0 221-4010 - Grants,Comm Dev-Econ Developmt 0 0 0 [PHONE REDACTED] - City LMI Housing Fund,Comm Dev-Econ Developmt 0 0 0 [PHONE REDACTED] - City LMI Housing Fund,Economic Development 0 360 500 0 801-6020 - Redevelopment Agency,Economic Development 214 0 0 0 802-6020 - Low/Moderate Income Housg,Economic Development 180 180 0 0 Account 54210 Totals: 948 1,020 1,500 1,000 Account: 54220 - Mobile/Wireless Expenses 101-4010 - General Fund,Comm Dev-Econ Developmt 1,306 351 0 0 101-6020 - General Fund,Economic Development 0 0 1,440 0 221-4010 - Grants,Comm Dev-Econ Developmt 0 0 0 2,[PHONE REDACTED] - City LMI Housing Fund,Comm Dev-Econ Developmt 0 0 0 [PHONE REDACTED] - City LMI Housing Fund,Economic Development 0 180 720 0 801-4010 - Redevelopment Agency,Comm Dev-Econ 360 0 0 0 801-6020 - Redevelopment Agency,EconDev 360 0 0 0 802-6020 - Low/Moderate Income Housg,EconDev 540 0 0 0 Account 54220 Totals: 2,566 531 2,160 2,720 ---PAGE BREAK--- 272 FY2010-11 Actual FY2011-12 Actual FY2012-13 Amended FY2013-14 Proposed Account: 54230 - Internet Services 221-4010 - Grants,Comm Dev-Econ Developmt 0 0 0 5,[PHONE REDACTED] - Redevelopment Agency,Economic Development 795 0 0 0 Account 54230 Totals: 795 0 0 5,000 Account: 54310 - Legal Notices & Advertise 232-4010 - City LMI Housing Fund,Comm Dev-Econ Developmt 0 0 0 [PHONE REDACTED] - City LMI Housing Fund,Economic Development 0 35 500 0 802-6020 - Low/Moderate Income Housg,Economic Development 135 0 0 0 Account 54310 Totals: 135 35 500 300 Account: 54410 - Printing & Binding 101-6020 - General Fund,Economic Development 0 0 10,000 0 221-4010 - Grants,Comm Dev-Econ Developmt 0 0 0 5,[PHONE REDACTED] - Redevelopment Agency,Comm Dev-Econ Developmt 472 0 0 0 Account 54410 Totals: 472 0 10,000 5,000 Account: 54610 - Travel & Training 101-4010 - General Fund,Comm Dev-Econ Developmt 1,800 0 0 0 101-6020 - General Fund,Economic Development 0 0 10,000 0 221-4010 - Grants,Comm Dev-Econ Developmt 0 0 0 12,[PHONE REDACTED] - City LMI Housing Fund,Comm Dev-Econ Developmt 0 0 0 1,[PHONE REDACTED] - City LMI Housing Fund,Economic Development 0 115 1,500 0 801-4010 - Redevelopment Agency,Comm Dev-Econ Developmt 940 0 0 0 801-6020 - Redevelopment Agency,Economic Development 3,596 0 0 0 802-6020 - Low/Moderate Income Housg,Economic Development 1,311 107 0 0 Account 54610 Totals: 7,648 222 11,500 13,700 Account: 54910 - Dues & Subscriptions 101-4010 - General Fund,Comm Dev-Econ Developmt 618 0 0 0 101-6020 - General Fund,Economic Development 0 0 10,000 0 221-4010 - Grants,Comm Dev-Econ Developmt 0 0 0 12,[PHONE REDACTED] - City LMI Housing Fund,Economic Development 0 150 0 0 801-4010 - Redevelopment Agency,Comm Dev-Econ Developmt 10,945 0 0 0 801-6020 - Redevelopment Agency,Economic Development 3,316 0 0 0 802-6020 - Low/Moderate Income Housg,Economic Development 0 225 0 0 Account 54910 Totals: 14,879 375 10,000 12,500 Account: 54920 - Events & Field Trips 221-4010 - Grants,Comm Dev-Econ Developmt 0 0 0 10,[PHONE REDACTED] - Redevelopment Agency,Comm Dev-Econ Developmt 80 0 0 0 801-6020 - Redevelopment Agency,Economic Development 418 0 0 0 Account 54920 Totals: 498 0 0 10,000 Account: 54990 - Other Administrative Svcs 101-6020 - General Fund,Economic Development 0 0 2,500 0 232-6020 - City LMI Housing Fund,Economic Development 0 0 2,000 0 801-6020 - Redevelopment Agency,EconDev 1 0 0 0 ---PAGE BREAK--- 273 FY2010-11 Actual FY2011-12 Actual FY2012-13 Amended FY2013-14 Proposed 802-6020 - Low/Moderate Income Housg,Economic Development 38 0 0 0 Account 54990 Totals: 39 0 4,500 0 Account: 55110 - General Office Supplies 101-4010 - General Fund,Comm Dev-Econ Developmt 88 0 0 0 101-6020 - General Fund,Economic Development 0 0 200 0 221-4010 - Grants,Comm Dev-Econ Developmt 0 0 0 [PHONE REDACTED] - Redevelopment Agency,Comm Dev-Econ Developmt 121 0 0 0 801-6020 - Redevelopment Agency,Economic Development 111 0 0 0 Account 55110 Totals: 321 0 200 500 Account: 55120 - Postage & Delivery 101-6020 - General Fund,Economic Development 0 0 1,000 0 221-4010 - Grants,Comm Dev-Econ Developmt 0 0 0 8,[PHONE REDACTED] - City LMI Housing Fund,Comm Dev-Econ Developmt 0 0 0 [PHONE REDACTED] - City LMI Housing Fund,Economic Development 0 40 500 0 801-4010 - Redevelopment Agency,Comm Dev-Econ Developmt 2,608 0 0 0 801-6020 - Redevelopment Agency,Economic Development 102 0 0 0 802-6020 - Low/Moderate Income Housg,Economic Development 188 52 0 0 Account 55120 Totals: 2,897 92 1,500 8,500 Account: 55130 - Photocopying Charges 101-4010 - General Fund,Comm Dev-Econ Developmt 1,593 1,167 0 0 101-6020 - General Fund,Economic Development 0 0 1,000 0 221-4010 - Grants,Comm Dev-Econ Developmt 0 0 0 1,[PHONE REDACTED] - City LMI Housing Fund,Comm Dev-Econ Developmt 0 0 0 [PHONE REDACTED] - City LMI Housing Fund,Economic Development 0 457 700 0 801-6020 - Redevelopment Agency,Economic Development 796 0 0 0 802-6020 - Low/Moderate Income Housg,Economic Development 796 262 0 0 Account 55130 Totals: 3,185 1,886 1,700 1,800 Account: 55290 - Other Operating Supplies 101-6020 - General Fund,Economic Development 0 0 1,000 0 Account: 56410 - Office Equipment <$10K 101-4010 - General Fund,Comm Dev-Econ Developmt 26 0 0 0 Account: 58110 - Principal Payments 801-6020 - Redevelopment Agency,Economic Development 115,496 0 0 0 804-6020 - Agency Debt Service Fund,Economic Development 520,000 545,000 0 0 814-6020 - RDA '04 Bond-Debt Servc,Economic Development 410,000 475,000 0 0 Account 58110 Totals: 1,045,496 1,020,000 0 0 Account: 58120 - Interest Payments 801-6020 - Redevelopment Agency,Economic Development 172,719 0 0 0 ---PAGE BREAK--- 274 FY2010-11 Actual FY2011-12 Actual FY2012-13 Amended FY2013-14 Proposed 804-6020 - Agency Debt Service Fund,Economic Development 254,986 228,485 0 0 814-6020 - RDA '04 Bond-Debt Servc,Economic Development 683,343 662,545 0 0 Account 58120 Totals: 1,111,048 891,030 0 0 Account: 58910 - Pass Through Payments 801-6020 - Redevelopment Agency,Economic Development 886,575 507,493 0 0 Account: 58920 - Misc Finance Expense 801-6020 - Redevelopment Agency,Economic Development 41,798 0 0 0 802-6020 - Low/Moderate Income Housg,Economic Development 10,450 0 0 0 Account 58920 Totals: 52,248 0 0 0 Account: 58930 - Ed Revenue Aug Fund Shift 801-6020 - Redevelopment Agency,Economic Development 363,880 0 0 0 Account: 59110 - Loans & Grants 232-6020 - City LMI Housing Fund,Economic Development 0 0 781,152 0 802-6020 - Low/Moderate Income Housg,Economic Development 0 -129,492 0 0 Account 59110 Totals: 0 -129,492 781,152 0 Account: 59300 - Extraordinary Gain/(Loss) 232-6020 - City LMI Housing Fund,Economic Development 0 -5,613,091 0 0 801-6020 - Redevelopment Agency,Economic Development 0 247,657 0 0 802-6020 - Low/Moderate Income Housg,Economic Development 0 4,295,063 0 0 804-6020 - Agency Debt Service Fund,Economic Development 0 29,705 0 0 814-6020 - RDA '04 Bond-Debt Servc,Economic Development 0 1 0 0 Account 59300 Totals: 0 -1,040,664 0 0 Account: 59990 101 - Operating Xfer Out-GEN 232-6020 - City LMI Housing Fund,Economic Development 0 149,650 0 0 801-4010 - Redevelopment Agency,Comm Dev-Econ Developmt 0 180,000 0 0 801-6020 - Redevelopment Agency,Economic Development 508,016 318,000 0 0 802-6020 - Low/Moderate Income Housg,Economic Development 2,348,350 64,419 0 0 805-6020 - Senior Ctr Construction,Economic Development 61,000 0 0 0 811-6020 - RDA '04 Bond-Series A,Economic Development 1,820,000 0 0 0 Account 59990 101 Totals: 4,737,366 712,069 0 0 Account: 59990 230 - Operating Xfer Out-MSC 801-6020 - Redevelopment Agency,Economic Development 5,585,439 1,031,340 0 0 811-6020 - RDA '04 Bond-Series A,Economic Development 400,243 0 0 0 Account 59990 230 Totals: 5,985,681 1,031,340 0 0 Account: 59990 801 - Operating Xfer Out RDA 101-6020 - General Fund,Economic Development 0 1,820,000 0 0 Account: 59990 802 - Operating Xfer Out HSG 101-6020 - General Fund,Economic Development 0 2,130,000 0 0 Account: 59990 804 - Operating Xfer OutRDA D/S 801-6020 - Redevelopment Agency,Economic Development 453,388 69,344 0 0 ---PAGE BREAK--- 275 FY2010-11 Actual FY2011-12 Actual FY2012-13 Amended FY2013-14 Proposed 802-6020 - Low/Moderate Income Housg,Economic Development 333,747 38,073 0 0 Account 59990 804 Totals: 787,135 107,417 0 0 Account: 59990 814 - Operating Xfer OutRDAD/S2 801-6020 - Redevelopment Agency,Economic Development 879,906 224,159 0 0 802-6020 - Low/Moderate Income Housg,Economic Development 271,103 101,532 0 0 Account 59990 814 Totals: 1,151,009 325,691 0 0 Expenditure Grand Totals: 16,789,948 7,847,325 1,392,444 696,838 ---PAGE BREAK--- 276 Finance Department FY2010-11 Actual FY2011-12 Actual FY2012-13 Amended FY2013-14 Proposed Revenue Account: 46930 - Business License Admin 101-1050 - General Fund,Finance Department 75,354 69,552 75,000 75,000 Account: 48990 - Other Misc Revenue 101-1050 - General Fund,Finance Department 0 0 0 25,000 Revenue Totals 75,354 69,552 75,000 100,000 Expenditures Account: 51110 - Regular Salaries & Wages 101-1050 - General Fund,Finance Department 390,246 394,258 384,448 448,[PHONE REDACTED] - Grants,Finance Department 244 275 0 0 Account 51110 Totals: 390,490 394,533 384,448 448,021 Account: 51120 - Part-Time Salaries & Wage 101-1050 - General Fund,Finance Department 1,397 1,549 0 0 Account: 51140 - Overtime Pay 101-1050 - General Fund,Finance Department 772 419 4,080 4,213 Account: 51150 - Special Pay 101-1050 - General Fund,Finance Department 1,200 1,200 1,200 1,200 Account: 51200 - PARS Contribution 101-1050 - General Fund,Finance Department 4 16 0 0 Account: 51210 - PERS Contributions 101-1050 - General Fund,Finance Department 95,392 107,223 101,611 116,407 Account: 51220 - FICA/Medicare 101-1050 - General Fund,Finance Department 27,167 27,701 27,398 34,560 Account: 51230 - Insurance & Benefits 101-1050 - General Fund,Finance Department 89,957 88,805 105,028 99,215 Account: 51235 - Life & LTD Insurance 101-1050 - General Fund,Finance Department 0 0 0 5,130 Account: 51237 - Other Benefits 101-1050 - General Fund,Finance Department 0 0 0 10,725 Account: 51240 - Workers Compensation 101-1050 - General Fund,Finance Department 8,542 11,449 14,001 19,965 Account: 51990 - Salary Savings 101-1050 - General Fund,Finance Department -222 0 -84,000 -29,104 Account: 51995 - Retiree Savings 101-1050 - General Fund,Finance Department 0 0 -150,000 0 Account: 52110 - Collect & Admin Services 101-1050 - General Fund,Finance Department 86,739 79,161 86,000 86,[PHONE REDACTED] - Measure A Parcel Tax,Finance Department 11,146 11,238 12,000 12,000 Account 52110 Totals: 97,885 90,399 98,000 98,000 Account: 52120 - Legal & Financial Svcs 101-1050 - General Fund,Finance Department 69,349 79,947 75,000 90,[PHONE REDACTED] - Gas Tax Fund,Finance Department 0 1,987 0 0 206-1050 - Measure A Parcel Tax,Finance Department 2,850 2,850 3,000 3,[PHONE REDACTED] - Meas J Storm Debt Service,Finance Department 2,650 16,780 3,000 2,[PHONE REDACTED] - Pension Trust Sect 401-A,Finance Department 1,040 823 1,500 1,[PHONE REDACTED] - Finance Authority Debt Sv,Finance Department 6,655 2,148 6,000 6,[PHONE REDACTED] - City Hall Bond D/S,Finance Department 750 2,580 1,000 1,000 ---PAGE BREAK--- 277 FY2010-11 Actual FY2011-12 Actual FY2012-13 Amended FY2013-14 Proposed 836-1050 - Street Imp Bond D/S,Finance Department 3,100 1,080 1,000 1,000 Account 52120 Totals: 86,394 108,194 90,500 105,200 Account: 52190 - Miscellaneous Prof Svcs 101-1050 - General Fund,Finance Department 23,123 17,472 20,000 20,000 Account: 52230 - Other Technical Services 101-1050 - General Fund,Finance Department 14,722 17,666 15,000 15,000 Account: 52240 - Miscellaneous Services 101-1050 - General Fund,Finance Department 1,200 1,200 0 0 Account: 54210 - Telephone Expenses 101-1050 - General Fund,Finance Department 2,282 1,937 2,000 2,400 Account: 54220 - Mobile/Wireless Expenses 101-1050 - General Fund,Finance Department 1,710 1,857 1,500 2,200 Account: 54310 - Legal Notices & Advertise 101-1050 - General Fund,Finance Department 118 131 200 200 Account: 54410 - Printing & Binding 101-1050 - General Fund,Finance Department 1,996 2,940 3,000 3,000 Account: 54610 - Travel & Training 101-1050 - General Fund,Finance Department 6,390 6,933 5,100 10,100 Account: 54910 - Dues & Subscriptions 101-1050 - General Fund,Finance Department 729 920 1,000 3,000 Account: 55110 - General Office Supplies 101-1050 - General Fund,Finance Department 4,622 2,924 3,500 3,500 Account: 55120 - Postage & Delivery 101-1050 - General Fund,Finance Department 4,736 4,794 4,000 4,000 Account: 55130 - Photocopying Charges 101-1050 - General Fund,Finance Department 1,619 1,871 2,000 2,000 Account: 55290 - Other Operating Supplies 101-1050 - General Fund,Finance Department 36 391 500 500 Account: 56410 - Office Equipment <$10K 101-1050 - General Fund,Finance Department 1,980 2,154 1,000 1,000 Account: 56720 - Other Equipment >$10K 101-1050 - General Fund,Finance Department 0 14,852 0 0 Account: 58110 - Principal Payments 101-1050 - General Fund,Finance Department 0 0 0 88,[PHONE REDACTED] - Meas J Storm Debt Service,Finance Department 425,000 1,435,000 480,000 514,[PHONE REDACTED] - Finance Authority Debt Sv,Finance Department 235,000 245,000 255,000 312,[PHONE REDACTED] - City Hall Bond D/S,Finance Department 195,000 205,000 215,000 220,[PHONE REDACTED] - Street Imp Bond D/S,Finance Department 240,000 245,000 245,000 265,000 Account 58110 Totals: 1,095,000 2,130,000 1,195,000 1,400,710 Account: 58120 - Interest Payments 101-1050 - General Fund,Finance Department 0 7,239 7,000 48,[PHONE REDACTED] - Meas J Storm Debt Service,Finance 90,613 93,638 40,974 4,[PHONE REDACTED] - Finance Authority Debt Sv,Finance 128,578 120,055 110,800 46,[PHONE REDACTED] - City Hall Bond D/S,Finance Department 400,408 392,408 384,000 375,[PHONE REDACTED] - Street Imp Bond D/S,Finance 501,053 492,653 492,653 470,780 Account 58120 Totals: 1,120,650 1,105,992 1,035,427 944,739 ---PAGE BREAK--- 278 FY2010-11 Actual FY2011-12 Actual FY2012-13 Amended FY2013-14 Proposed Account: 58140 - Fiscal Agent/Trustee Fees 701-1050 - Pension Trust Sect 401-A,Finance Department 1,450 0 0 0 Account: 58230 - Fines & Penalties 101-1050 - General Fund,Finance Department 8,682 8,459 0 0 Account: 58810 - Retiree Pension 701-1050 - Pension Trust Sect 401-A,Finance Department 146,976 140,947 111,000 111,000 Account: 58920 - Misc Finance Expense 101-1050 - General Fund,Finance Department 32,464 38,137 30,000 30,000 Account: 59990 101 - Operating Xfer Out-GEN 206-1050 - Measure A Parcel Tax,Finance Department 0 0 0 50,912 Account: 59990 201 - Operating Xfer Out-GAS 204-1050 - Measure C Fund,Finance Department 160,000 214,000 278,000 274,[PHONE REDACTED] - Measure J Storm Drain,Finance Department 0 65,000 385,000 180,000 Account 59990 201 Totals: 160,000 279,000 663,000 454,000 Account: 59990 202 - Operating Xfer Out-NPDS 205-1050 - Measure J Storm Drain,Finance Department 5,000 36,000 107,000 111,000 Account: 59990 203 - Operating Xfer Out-LAD 201-1050 - Gas Tax Fund,Finance Department 410,000 395,000 595,000 545,000 Account: 59990 206 - Operating Xfer Out-MeasA 834-1050 - Finance Authority Debt Sv,Finance Department 0 0 185,000 0 Account: 59990 211 - OperatingXout-Streets 204-1050 - Measure C Fund,Finance Department 180,000 0 0 0 Account: 59990 301 - Operating Xfer Out-CIP 204-1050 - Measure C Fund,Finance Department 55,000 35,000 35,000 35,[PHONE REDACTED] - Park In Lieu Fund,Finance Department 5,000 0 0 0 Account 59990 301 Totals: 60,000 35,000 35,000 35,000 Account: 59990 401 - Operating Xfer STRM D/S 205-1050 - Measure J Storm Drain,Finance Department 515,607 516,550 0 495,000 Account: 59990 701 - Operating Xfer OutPENS 101-1050 - General Fund,Finance Department 149,466 141,769 112,500 112,500 Account: 59990 834 - Operating Xfer Out-FIN 206-1050 - Measure A Parcel Tax,Finance Department 363,578 365,053 362,305 359,058 Account: 59990 835 - Operating Xfer Out-CHALL 101-1050 - General Fund,Finance Department 596,142 597,368 599,000 596,308 Account: 59990 836 - Operating Xfer Out-ST IMP 211-1050 - Street Improvemt & Maint,Finance Department 744,036 737,583 740,000 740,000 Expenditure Grand Totals: 6,453,290 7,436,388 6,421,298 6,965,659 ---PAGE BREAK--- 279 Fire Department FY2010-11 Actual FY2011-12 Actual FY2012-13 Amended FY2013-14 Proposed Revenue Account: 45410 - Federal Grant-Operating 221-2510 - Grants,Fire Administration 0 0 0 0 Account: 45430 - Federal Grant-Capital 221-2510 - Grants,Fire Administration 147,765 228,800 0 0 Account: 45460 - Local Agency Grants 221-2510 - Grants,Fire Administration 0 0 0 0 Account: 45550 - OES Reimbursement 101-2510 - General Fund,Fire Administration 25,739 142,790 50,000 50,000 Account: 45720 - Kensington Fire District 101-2510 - General Fund,Fire Administration 2,087,423 2,214,980 2,318,862 2,313,128 Account: 45790 - Other Local Reimbursement 101-2510 - General Fund,Fire Administration 96,685 138,551 90,000 120,000 Account: 46010 - Plan Check Fees 101-2510 - General Fund,Fire Administration 31,463 42,811 45,000 40,000 Account: 46520 - Program Fees 101-2510 - General Fund,Fire Administration 14,223 31,960 10,000 10,000 Account: 49990 230 - Operating XferIN-MSC 221-2510 - Grants,Fire Administration 0 273,000 0 0 Account: 49990 601 - Operating Xfer-In I/S 221-2510 - Grants,Fire Administration 0 273,000 0 0 Revenue Totals 2,403,299 3,345,892 2,513,862 2,533,128 Expenditures Account: 51110 - Regular Salaries & Wages 101-2510 - General Fund,Fire Administration 3,730,883 3,934,105 3,998,384 4,211,223 Account: 51120 - Part-Time Salaries & Wage 101-2510 - General Fund,Fire Administration 0 0 0 0 Account: 51140 - Overtime Pay 101-2510 - General Fund,Fire Administration 439,912 652,600 450,000 526,943 Account: 51145 - FLSA Overtime Pay 101-2510 - General Fund,Fire Administration 73,924 84,608 87,306 87,629 Account: 51146 - Fire Non-Supp OT 101-2510 - General Fund,Fire Administration 106,161 107,755 85,086 75,000 Account: 51147 - Fire OES Response 101-2510 - General Fund,Fire Administration 23,303 95,504 0 0 Account: 51210 - PERS Contributions 101-2510 - General Fund,Fire Administration 1,386,517 1,680,005 1,777,170 1,940,067 Account: 51220 - FICA/Medicare 101-2510 - General Fund,Fire Administration 57,842 64,039 61,207 72,285 Account: 51230 - Insurance & Benefits 101-2510 - General Fund,Fire Administration 703,661 688,597 819,085 972,224 Account: 51240 - Workers Compensation 101-2510 - General Fund,Fire Administration 58,087 105,315 95,207 109,806 Account: 51990 - Salary Savings 101-2510 - General Fund,Fire Administration 0 0 0 -565,431 Account: 52110 - Collect & Admin Services ---PAGE BREAK--- 280 FY2010-11 Actual FY2011-12 Actual FY2012-13 Amended FY2013-14 Proposed 101-2510 - General Fund,Fire Administration 0 0 0 0 Account: 52120 - Legal & Financial Svcs 601-2510 - Vehicle/Equip Replacement,Fire Administration 0 975 0 0 Account: 52190 - Miscellaneous Prof Svcs 101-2510 - General Fund,Fire Administration 6,994 12,281 13,000 6,500 Account: 52220 - Medical Services 101-2510 - General Fund,Fire Administration 13,533 12,845 20,000 5,000 Account: 52230 - Other Technical Services 101-2510 - General Fund,Fire Administration 636 3,162 0 0 Account: 52240 - Miscellaneous Services 101-2510 - General Fund,Fire Administration 1,189 0 0 0 Account: 52260 - OES Equipment & Apparatus 101-2510 - General Fund,Fire Administration -832 -751 0 0 Account: 53110 - Utilities 101-2510 - General Fund,Fire Administration 36,566 31,859 35,000 12,651 Account: 53230 - Building Maint Services 101-2510 - General Fund,Fire Administration 19,272 12,963 15,000 15,000 Account: 53240 - Landscape/Park Maint Svcs 101-2510 - General Fund,Fire Administration 16,625 18,300 20,000 20,000 Account: 53250 - Vehicle & Equip Maint Svc 101-2510 - General Fund,Fire Administration 76,449 72,698 80,000 80,000 Account: 53290 - Miscellaneous R&M Svcs 101-2510 - General Fund,Fire Administration 38,181 30,145 50,000 60,000 Account: 53330 - Vehic Rental Chrg 101-2510 - General Fund,Fire Administration 135,600 85,600 135,600 128,532 Account: 53910 - Solid Waste Services 101-2510 - General Fund,Fire Administration 6,376 9,455 5,000 6,000 Account: 54210 - Telephone Expenses 101-2510 - General Fund,Fire Administration 15,115 14,902 15,000 15,000 Account: 54220 - Mobile/Wireless Expenses 101-2510 - General Fund,Fire Administration 15,953 14,229 12,000 12,000 Account: 54310 - Legal Notices & Advertise 101-2510 - General Fund,Fire Administration 52 8 1,000 1,000 Account: 54410 - Printing & Binding 101-2510 - General Fund,Fire Administration 909 250 1,000 1,000 Account: 54610 - Travel & Training 101-2510 - General Fund,Fire Administration 16,198 33,784 30,000 25,000 Account: 54910 - Dues & Subscriptions 101-2510 - General Fund,Fire Administration 10,067 8,340 11,000 12,000 Account: 54990 - Other Administrative Svcs 101-2510 - General Fund,Fire Administration 6,584 13,462 15,000 15,000 Account: 55110 - General Office Supplies 101-2510 - General Fund,Fire Administration 5,206 3,816 6,000 6,000 Account: 55120 - Postage & Delivery 101-2510 - General Fund,Fire Administration 957 968 1,300 1,300 Account: 55130 - Photocopying Charges 101-2510 - General Fund,Fire Administration 623 533 3,000 3,000 Account: 55210 - Fuel 101-2510 - General Fund,Fire Administration 47,187 56,411 40,000 40,000 Account: 55230 - Medical Supplies 101-2510 - General Fund,Fire Administration 14,997 17,223 20,000 20,000 ---PAGE BREAK--- 281 FY2010-11 Actual FY2011-12 Actual FY2012-13 Amended FY2013-14 Proposed Account: 55240 - Clothing & Uniform Supply 101-2510 - General Fund,Fire Administration 24,796 26,818 20,000 20,000 Account: 55290 - Other Operating Supplies 101-2510 - General Fund,Fire Administration 8,355 7,474 7,100 7,000 Account: 55520 - Building Supplies 101-2510 - General Fund,Fire Administration 7,352 6,166 10,000 10,000 Account: 56310 - Improvements, not 101-2510 - General Fund,Fire Administration 6,276 8,663 10,000 10,000 Account: 56410 - Office Equipment <$10K 101-2510 - General Fund,Fire Administration 1,465 1,494 0 0 Account: 56710 - Other Equipment <$10K 101-2510 - General Fund,Fire Administration 20,685 19,024 15,000 15,[PHONE REDACTED] - Vehicle/Equip Replacement,Fire Administration 0 0 0 40,000 Account 56710 Totals: 20,685 19,024 15,000 55,000 Account: 56720 - Other Equipment >$10K 221-2510 - Grants,Fire Administration 147,765 306,956 0 0 Account: 58110 - Principal Payments 601-2510 - Vehicle/Equip Replacement,Fire Administration 0 0 0 115,057 Account: 58120 - Interest Payments 601-2510 - Vehicle/Equip Replacement,Fire Administration 48,018 32,140 48,017 13,475 Account: 58220 - Licenses & Permits 101-2510 - General Fund,Fire Administration 1,073 450 1,000 1,000 Account: 59110 - Loans & Grants 221-2510 - Grants,Fire Administration 0 2,433,596 2,027,997 0 Account: 59990 221 - 601-2510 - Vehicle/Equip Replacement,Fire Administration 0 273,000 0 0 Expenditure Grand Totals: 7,330,512 10,981,768 10,041,459 8,146,261 ---PAGE BREAK--- 282 Police Administrative & Support Services Division FY2010-11 Actual FY2011-12 Actual FY2012-13 Amended FY2013-14 Proposed Revenue Account: 44010 - Interest Income 208-2011 - Asset Seizure Fund,Police Administration 415 351 1,000 1,[PHONE REDACTED] - Vehicle Abatement Fund,Police Administration 358 321 1,000 1,000 Account 44010 Totals: 773 672 2,000 2,000 Account: 44920 - Unclaimed Assets 208-2011 - Asset Seizure Fund,Police Administration 0 32,213 1,000 1,000 Account: 45410 - Federal Grant-Operating 221-2011 - Grants,Police Administration 0 0 12,000 12,000 Account: 45510 - Abandoned Vehicle Abatem 209-2011 - Vehicle Abatement Fund,Police Administration 22,766 46,986 20,000 20,000 Account: 45540 - POST Reimbursement 101-2011 - General Fund,Police Administration 12,987 15,890 12,000 45,000 Account: 46210 - Fingerprinting Services 101-2011 - General Fund,Police Administration 57,137 37,421 45,000 34,000 Account: 46520 - Program Fees 101-2011 - General Fund,Police Administration 84,772 87,013 90,000 95,000 Account: 46910 - Reproduction Fees 101-2011 - General Fund,Police Administration 665 951 0 0 Account: 48990 - Other Misc Revenue 101-2011 - General Fund,Police Administration 137,529 0 0 0 Revenue Totals 316,628 221,146 182,000 209,000 Expenditures Account: 51110 - Regular Salaries & Wages 101-2011 - General Fund,Police Administration 751,495 897,515 881,505 882,952 Account: 51120 - Part-Time Salaries & Wage 101-2011 - General Fund,Police Administration 36,905 35,475 37,849 51,198 Account: 51140 - Overtime Pay 101-2011 - General Fund,Police Administration 3,668 2,590 10,200 10,529 Account: 51150 - Special Pay 101-2011 - General Fund,Police Administration 27,760 29,213 28,885 20,775 Account: 51210 - PERS Contributions 101-2011 - General Fund,Police Administration 254,458 322,243 334,757 344,107 Account: 51220 - FICA/Medicare 101-2011 - General Fund,Police Administration 37,852 44,376 45,842 45,863 Account: 51230 - Insurance & Benefits 101-2011 - General Fund,Police Administration 179,638 193,041 229,866 218,656 Account: 51235 - Life & LTD Insurance 101-2011 - General Fund,Police Administration 0 0 0 5,653 Account: 51237 - Other Benefits 101-2011 - General Fund,Police Administration 0 0 0 23,186 Account: 51240 - Workers Compensation 101-2011 - General Fund,Police Administration 34,520 25,189 30,802 36,602 Account: 51990 - Salary Savings 101-2011 - General Fund,Police Administration 0 0 0 -100,753 Account: 52110 - Collect & Admin Services 101-2011 - General Fund,Police Administration 699,974 717,795 827,500 898,000 ---PAGE BREAK--- 283 FY2010-11 Actual FY2011-12 Actual FY2012-13 Amended FY2013-14 Proposed Account: 52190 - Miscellaneous Prof Svcs 101-2011 - General Fund,Police Administration 25,214 47,535 25,000 34,000 Account: 52210 - Lab & Investigative Svcs 101-2011 - General Fund,Police Administration 24,238 15,023 25,500 25,500 Account: 52230 - Other Technical Services 101-2011 - General Fund,Police Administration 21,827 22,918 25,000 25,000 Account: 53110 - Utilities 101-2011 - General Fund,Police Administration 23,690 20,226 24,000 7,452 Account: 53230 - Building Maint Services 101-2011 - General Fund,Police Administration 16,051 31,499 20,000 35,000 Account: 53250 - Vehicle & Equip Maint Svc 101-2011 - General Fund,Police Administration 13,622 20,434 15,000 15,000 Account: 53290 - Miscellaneous R&M Svcs 101-2011 - General Fund,Police Administration 14,117 15,272 17,500 17,500 Account: 54210 - Telephone Expenses 101-2011 - General Fund,Police Administration 20,770 10,859 22,500 22,500 Account: 54220 - Mobile/Wireless Expenses 101-2011 - General Fund,Police Administration 10,469 11,957 14,000 17,000 Account: 54310 - Legal Notices & Advertise 101-2011 - General Fund,Police Administration 1,039 1,184 1,500 1,500 Account: 54410 - Printing & Binding 101-2011 - General Fund,Police Administration 5,382 4,522 5,900 5,900 Account: 54610 - Travel & Training 101-2011 - General Fund,Police Administration 74,551 68,341 60,000 78,000 Account: 54910 - Dues & Subscriptions 101-2011 - General Fund,Police Administration 1,832 1,990 2,000 2,000 Account: 54990 - Other Administrative Svcs 101-2011 - General Fund,Police Administration 2,629 2,558 3,500 3,500 Account: 55110 - General Office Supplies 101-2011 - General Fund,Police Administration 13,266 13,984 15,000 15,000 Account: 55120 - Postage & Delivery 101-2011 - General Fund,Police Administration 3,965 3,295 3,970 3,970 Account: 55130 - Photocopying Charges 101-2011 - General Fund,Police Administration 5,621 4,798 9,180 9,180 Account: 55210 - Fuel 101-2011 - General Fund,Police Administration 7,550 9,032 11,400 11,400 Account: 55220 - Safety Supplies 101-2011 - General Fund,Police Administration 12,949 23,106 25,000 25,[PHONE REDACTED] - Grants,Police Administration 0 0 12,000 12,000 Account 55220 Totals: 12,949 23,106 37,000 37,000 Account: 55230 - Medical Supplies 101-2011 - General Fund,Police Administration 686 300 0 0 Account: 55240 - Clothing & Uniform Supply 101-2011 - General Fund,Police Administration 0 62 0 0 Account: 55250 - Vehicle & Equip Supplies 101-2011 - General Fund,Police Administration 6 677 0 0 Account: 55290 - Other Operating Supplies 101-2011 - General Fund,Police Administration 3,611 4,254 4,200 4,200 ---PAGE BREAK--- 284 FY2010-11 Actual FY2011-12 Actual FY2012-13 Amended FY2013-14 Proposed Account: 56410 - Office Equipment <$10K 101-2011 - General Fund,Police Administration 3,393 3,907 7,800 7,800 Account: 56520 - Vehicles >$10K 101-2011 - General Fund,Police Administration 0 38,454 50,000 50,000 Account: 56710 - Other Equipment <$10K 101-2011 - General Fund,Police Administration 0 818 5,000 5,[PHONE REDACTED] - Asset Seizure Fund,Police Administration 2,552 0 0 0 Account 56710 Totals: 2,552 818 5,000 5,000 Account: 56720 - Other Equipment >$10K 101-2011 - General Fund,Police Administration 60,044 0 0 0 208-2011 - Asset Seizure Fund,Police Administration 0 36,220 0 0 221-2011 - Grants,Police Administration 18,530 0 0 0 Account 56720 Totals: 78,574 36,220 0 0 Account: 58920 - Misc Finance Expense 101-2011 - General Fund,Police Administration 1,088 1,219 0 0 Expenditure Grand Totals: 2,429,732 2,681,876 2,832,156 2,870,170 ---PAGE BREAK--- 285 Police Operations Division FY2010-11 Actual FY2011-12 Actual FY2012-13 Amended FY2013-14 Proposed Revenue Account: 43010 - Moving Vehicle Citations 101-2012 - General Fund,Police Operations 145,225 122,828 125,000 140,000 Account: 43020 - Parking Citations/Fines 101-2012 - General Fund,Police Operations 112,784 76,926 125,000 150,000 Account: 45440 - State Grant-Operating 221-2012 - Grants,Police Operations 100,000 111,619 0 0 Account: 45790 - Other Local Reimbursement 101-2012 - General Fund,Police Operations 425,843 420,000 470,000 470,000 Account: 46520 - Program Fees 101-2012 - General Fund,Police Operations 1,474 0 0 0 Revenue Totals 785,326 731,374 720,000 760,000 Expenditures Account: 51110 - Regular Salaries & Wages 101-2012 - General Fund,Police Operations 2,769,770 3,121,172 3,227,462 3,319,[PHONE REDACTED] - Grants,Police Operations 69,806 70,000 0 70,000 Account 51110 Totals: 2,839,576 3,191,172 3,227,462 3,389,379 Account: 51120 - Part-Time Salaries & Wage 101-2012 - General Fund,Police Operations 35,699 32,762 56,118 60,243 Account: 51140 - Overtime Pay 101-2012 - General Fund,Police Operations 239,357 304,087 260,000 260,[PHONE REDACTED] - Grants,Police Operations 11,391 2,919 0 0 Account 51140 Totals: 250,748 307,006 260,000 260,910 Account: 51142 - StraightOT 101-2012 - General Fund,Police Operations 3,131 1,649 0 0 Account: 51150 - Special Pay 101-2012 - General Fund,Police Operations 83,633 65,345 52,660 52,005 Account: 51210 - PERS Contributions 101-2012 - General Fund,Police Operations 1,139,110 1,389,046 1,482,358 1,562,509 Account: 51220 - FICA/Medicare 101-2012 - General Fund,Police Operations 49,853 56,592 59,101 64,[PHONE REDACTED] - Grants,Police Operations 157 0 0 0 Account 51220 Totals: 50,010 56,592 59,101 64,409 Account: 51230 - Insurance & Benefits 101-2012 - General Fund,Police Operations 649,414 620,549 789,164 649,472 Account: 51235 - Life & LTD Insurance 101-2012 - General Fund,Police Operations 0 0 0 7,442 Account: 51237 - Other Benefits 101-2012 - General Fund,Police Operations 0 0 0 140,187 Account: 51240 - Workers Compensation 101-2012 - General Fund,Police Operations 90,818 105,510 98,007 113,133 Account: 51990 - Salary Savings 101-2012 - General Fund,Police Operations 0 0 0 -322,760 Account: 52190 - Miscellaneous Prof Svcs 101-2012 - General Fund,Police Operations 12,924 1,225 29,000 3,000 Account: 52210 - Lab & Investigative Svcs 101-2012 - General Fund,Police Operations 0 7,740 0 0 ---PAGE BREAK--- 286 FY2010-11 Actual FY2011-12 Actual FY2012-13 Amended FY2013-14 Proposed Account: 52230 - Other Technical Services 101-2012 - General Fund,Police Operations 165 1,878 2,040 2,000 Account: 53250 - Vehicle & Equip Maint Svc 101-2012 - General Fund,Police Operations 48,905 55,758 56,100 56,[PHONE REDACTED] - Vehicle Abatement Fund,Police Operations 19,614 7,460 10,000 11,000 Account 53250 Totals: 68,519 63,217 66,100 67,100 Account: 54610 - Travel & Training 101-2012 - General Fund,Police Operations 12,306 10,040 14,900 17,200 Account: 54990 - Other Administrative Svcs 101-2012 - General Fund,Police Operations 8,397 3,520 8,670 8,670 Account: 55110 - General Office Supplies 101-2012 - General Fund,Police Operations 0 20 0 0 Account: 55210 - Fuel 101-2012 - General Fund,Police Operations 78,396 95,089 73,440 77,000 Account: 55220 - Safety Supplies 101-2012 - General Fund,Police Operations 13,977 15,318 13,260 16,800 Account: 55250 - Vehicle & Equip Supplies 101-2012 - General Fund,Police Operations 22 65 0 0 Account: 55290 - Other Operating Supplies 101-2012 - General Fund,Police Operations 15,999 14,754 15,000 15,[PHONE REDACTED] - Vehicle Abatement Fund,Police Operations 294 0 0 0 221-2012 - Grants,Police Operations 187 27,518 0 0 Account 55290 Totals: 16,479 42,272 15,000 15,000 Account: 56410 - Office Equipment <$10K 101-2012 - General Fund,Police Operations 6,168 90 5,000 5,000 Account: 56510 - Vehicles <$10K 209-2012 - Vehicle Abatement Fund,Police Operations 0 4,600 0 0 Account: 56520 - Vehicles >$10K 101-2012 - General Fund,Police Operations 95,598 93,115 100,000 70,[PHONE REDACTED] - Vehicle Abatement Fund,Police Operations 0 47,216 0 0 221-2012 - Grants,Police Operations 0 0 0 30,000 Account 56520 Totals: 95,598 140,331 100,000 100,000 Account: 56710 - Other Equipment <$10K 101-2012 - General Fund,Police Operations 1,781 0 0 0 221-2012 - Grants,Police Operations 11,595 0 0 0 Account 56710 Totals: 13,377 0 0 0 Account: 56720 - Other Equipment >$10K 208-2012 - Asset Seizure Fund,Police Operations 11,660 0 0 0 221-2012 - Grants,Police Operations 0 0 355,000 0 Account 56720 Totals: 11,660 0 355,000 0 Expenditure Grand Totals: 5,480,124 6,155,036 6,707,280 6,288,699 ---PAGE BREAK--- 287 Police Investigations/Special Operations Division FY2010-11 Actual FY2011-12 Actual FY2012-13 Amended FY2013-14 Proposed Revenue Account: 48990 - Other Misc Revenue 101-2013 - General Fund,Police Investigations 50 900 0 0 Revenue Totals 50 900 0 0 Expenditures Account: 51110 - Regular Salaries & Wages 101-2013 - General Fund,Police Investigations 682,313 662,926 721,534 719,222 Account: 51140 - Overtime Pay 101-2013 - General Fund,Police Investigations 43,716 36,862 50,000 50,[PHONE REDACTED] - Grants,Police Investigations 901 0 0 0 Account 51140 Totals: 44,617 36,862 50,000 50,175 Account: 51150 - Special Pay 101-2013 - General Fund,Police Investigations 24,281 25,883 15,597 14,536 Account: 51210 - PERS Contributions 101-2013 - General Fund,Police Investigations 274,615 288,523 331,113 340,085 Account: 51220 - FICA/Medicare 101-2013 - General Fund,Police Investigations 11,498 10,985 11,935 11,[PHONE REDACTED] - Grants,Police Investigations 13 0 0 0 Account 51220 Totals: 11,511 10,985 11,935 11,743 Account: 51230 - Insurance & Benefits 101-2013 - General Fund,Police Investigations 143,351 104,918 124,747 132,814 Account: 51235 - Life & LTD Insurance 101-2013 - General Fund,Police Investigations 0 0 0 1,405 Account: 51237 - Other Benefits 101-2013 - General Fund,Police Investigations 0 0 0 32,268 Account: 51240 - Workers Compensation 101-2013 - General Fund,Police Investigations 11,959 16,029 19,601 19,965 Account: 51990 - Salary Savings 101-2013 - General Fund,Police Investigations 0 0 0 -147,064 Account: 52190 - Miscellaneous Prof Svcs 101-2013 - General Fund,Police Investigations 13,417 18,850 15,300 21,000 Account: 52210 - Lab & Investigative Svcs 101-2013 - General Fund,Police Investigations 93,808 71,759 100,000 100,000 Account: 52240 - Miscellaneous Services 101-2013 - General Fund,Police Investigations 0 83 0 0 Account: 53250 - Vehicle & Equip Maint Svc 101-2013 - General Fund,Police Investigations 1,842 7,683 15,300 15,300 Account: 53290 - Miscellaneous R&M Svcs 101-2013 - General Fund,Police Investigations 0 70 0 0 Account: 54610 - Travel & Training 101-2013 - General Fund,Police Investigations 2,957 1,415 3,000 3,000 Account: 54910 - Dues & Subscriptions 101-2013 - General Fund,Police Investigations 745 1,020 750 750 Account: 54990 - Other Administrative Svcs 101-2013 - General Fund,Police Investigations 3,601 1,493 4,200 4,200 ---PAGE BREAK--- 288 FY2010-11 Actual FY2011-12 Actual FY2012-13 Amended FY2013-14 Proposed Account: 55210 - Fuel 101-2013 - General Fund,Police Investigations 7,279 5,317 10,800 10,800 Account: 55220 - Safety Supplies 101-2013 - General Fund,Police Investigations 3,407 2,631 3,000 3,000 Account: 55290 - Other Operating Supplies 101-2013 - General Fund,Police Investigations 4,919 10,019 10,000 10,000 Account: 56410 - Office Equipment <$10K 101-2013 - General Fund,Police Investigations 2,221 3,039 5,000 5,000 Expenditure Grand Totals: 1,326,843 1,269,504 1,441,877 1,348,199 ---PAGE BREAK--- 289 Public Works--Engineering Division FY2010-11 Actual FY2011-12 Actual FY2012-13 Amended FY2013-14 Proposed Revenue Account: 45440 - State Grant-Operating 221-3020 - Grants,Public Works Engineering 0 0 115,753 0 Account: 45460 - Local Agency Grants 221-3020 - Grants,Public Works Engineering 0 0 137,000 0 Account: 45590 - Other State Reimbursement 101-3020 - General Fund,Public Works Engineering 18,531 16,827 15,000 0 Account: 46520 - Program Fees 101-3020 - General Fund,Public Works Engineering 180,308 168,294 178,500 180,[PHONE REDACTED] - Nat'l Pollut Dis Elim Sys,Public Works Engineering 0 205 250 250 Account 46520 Totals: 180,308 168,499 178,750 180,250 Account: 48990 - Other Misc Revenue 101-3020 - General Fund,Public Works Engineering 0 5,025 10,000 0 Revenue Totals 198,839 190,351 456,503 180,250 Expenditures Account: 51110 - Regular Salaries & Wages 101-3020 - General Fund,Public Works Engineering 226,206 182,703 112,904 48,[PHONE REDACTED] - Gas Tax Fund,Public Works Engineering 0 40,992 83,994 102,[PHONE REDACTED] - Nat'l Pollut Dis Elim Sys,Public Works Engineering 0 0 0 20,[PHONE REDACTED] - Measure J Storm Drain,Public Works Engineering 0 0 0 10,[PHONE REDACTED] - Street Improvemt & Maint,Public Works Engineering 0 0 0 7,[PHONE REDACTED] - Capital Improvement Fund,Public Works Engineering 184,238 158,553 200,743 123,[PHONE REDACTED] - Integrated Waste Mgmt,Public Works Engineering 0 0 0 10,648 Account 51110 Totals: 410,444 382,248 397,641 323,971 Account: 51120 - Part-Time Salaries & Wage 101-3020 - General Fund,Public Works Engineering 278 308 0 0 Account: 51140 - Overtime Pay 101-3020 - General Fund,Public Works Engineering 0 0 3,876 4,002 Account: 51150 - Special Pay 101-3020 - General Fund,Public Works Engineering 1,600 1,087 1,066 0 201-3020 - Gas Tax Fund,Public Works Engineering 0 513 534 0 Account 51150 Totals: 1,600 1,600 1,600 0 Account: 51210 - PERS Contributions 101-3020 - General Fund,Public Works Engineering 56,308 50,618 31,160 12,[PHONE REDACTED] - Gas Tax Fund,Public Works Engineering 0 12,197 22,676 26,[PHONE REDACTED] - Nat'l Pollut Dis Elim Sys,Public Works Engineering 0 0 0 5,[PHONE REDACTED] - Measure J Storm Drain,Public Works Engineering 0 0 0 2,[PHONE REDACTED] - Street Improvemt & Maint,Public Works Engineering 0 0 0 1,[PHONE REDACTED] - Capital Improvement Fund,Public Works Engineering 50,264 50,141 49,986 31,[PHONE REDACTED] - Integrated Waste Mgmt,Public Works Engineering 0 0 0 2,786 ---PAGE BREAK--- 290 FY2010-11 Actual FY2011-12 Actual FY2012-13 Amended FY2013-14 Proposed Account 51210 Totals: 106,572 112,956 103,822 84,035 Account: 51220 - FICA/Medicare 101-3020 - General Fund,Public Works Engineering 16,209 13,093 9,752 4,[PHONE REDACTED] - Gas Tax Fund,Public Works Engineering 0 3,128 7,082 8,[PHONE REDACTED] - Nat'l Pollut Dis Elim Sys,Public Works Engineering 0 0 0 1,[PHONE REDACTED] - Measure J Storm Drain,Public Works Engineering 0 0 0 [PHONE REDACTED] - Street Improvemt & Maint,Public Works Engineering 0 0 0 [PHONE REDACTED] - Capital Improvement Fund,Public Works Engineering 12,435 10,832 16,190 9,[PHONE REDACTED] - Integrated Waste Mgmt,Public Works Engineering 0 0 0 844 Account 51220 Totals: 28,644 27,052 33,024 26,028 Account: 51230 - Insurance & Benefits 101-3020 - General Fund,Public Works Engineering 35,350 29,331 24,542 12,[PHONE REDACTED] - Gas Tax Fund,Public Works Engineering 0 5,640 16,661 26,[PHONE REDACTED] - Nat'l Pollut Dis Elim Sys,Public Works Engineering 0 0 0 5,[PHONE REDACTED] - Measure J Storm Drain,Public Works Engineering 0 0 0 2,[PHONE REDACTED] - Street Improvemt & Maint,Public Works Engineering 0 0 0 1,[PHONE REDACTED] - Capital Improvement Fund,Public Works Engineering 36,846 29,944 42,378 25,[PHONE REDACTED] - Integrated Waste Mgmt,Public Works Engineering 0 0 0 2,780 Account 51230 Totals: 72,196 64,915 83,581 76,914 Account: 51235 - Life & LTD Insurance 101-3020 - General Fund,Public Works Engineering 0 0 0 [PHONE REDACTED] - Gas Tax Fund,Public Works Engineering 0 0 0 1,[PHONE REDACTED] - Nat'l Pollut Dis Elim Sys,Public Works Engineering 0 0 0 [PHONE REDACTED] - Measure J Storm Drain,Public Works Engineering 0 0 0 [PHONE REDACTED] - Street Improvemt & Maint,Public Works Engineering 0 0 0 86 301-3020 - Capital Improvement Fund,Public Works Engineering 0 0 0 1,[PHONE REDACTED] - Integrated Waste Mgmt,Public Works Engineering 0 0 0 124 Account 51235 Totals: 0 0 0 3,759 Account: 51237 - Other Benefits 101-3020 - General Fund,Public Works Engineering 0 0 0 1,[PHONE REDACTED] - Gas Tax Fund,Public Works Engineering 0 0 0 4,[PHONE REDACTED] - Nat'l Pollut Dis Elim Sys,Public Works Engineering 0 0 0 [PHONE REDACTED] - Measure J Storm Drain,Public Works Engineering 0 0 0 [PHONE REDACTED] - Street Improvemt & Maint,Public Works Engineering 0 0 0 [PHONE REDACTED] - Capital Improvement Fund,Public Works Engineering 0 0 0 4,[PHONE REDACTED] - Integrated Waste Mgmt,Public Works Engineering 0 0 0 390 Account 51237 Totals: 0 0 0 12,285 Account: 51240 - Workers Compensation 101-3020 - General Fund,Public Works Engineering 4,835 5,143 4,385 2,[PHONE REDACTED] - Gas Tax Fund,Public Works Engineering 0 1,338 3,035 4,[PHONE REDACTED] - Nat'l Pollut Dis Elim Sys,Public Works Engineering 0 0 0 932 ---PAGE BREAK--- 291 FY2010-11 Actual FY2011-12 Actual FY2012-13 Amended FY2013-14 Proposed 205-3020 - Measure J Storm Drain,Public Works Engineering 0 0 0 [PHONE REDACTED] - Street Improvemt & Maint,Public Works Engineering 0 0 0 [PHONE REDACTED] - Capital Improvement Fund,Public Works Engineering 3,126 4,191 5,124 1,[PHONE REDACTED] - Integrated Waste Mgmt,Public Works Engineering 0 0 0 499 Account 51240 Totals: 7,961 10,671 12,544 10,482 Account: 51990 - Salary Savings 101-3020 - General Fund,Public Works Engineering -281 0 0 -[PHONE REDACTED] - Gas Tax Fund,Public Works Engineering 0 0 0 -[PHONE REDACTED] - Nat'l Pollut Dis Elim Sys,Public Works Engineering 0 0 0 -[PHONE REDACTED] - Measure J Storm Drain,Public Works Engineering 0 0 0 -67 211-3020 - Street Improvemt & Maint,Public Works Engineering 0 0 0 -30 301-3020 - Capital Improvement Fund,Public Works Engineering 0 0 0 -146,[PHONE REDACTED] - Integrated Waste Mgmt,Public Works Engineering 0 0 0 -67 Account 51990 Totals: -281 0 0 -148,227 Account: 52110 - Collect & Admin Services 201-3020 - Gas Tax Fund,Public Works Engineering 882 839 1,000 1,[PHONE REDACTED] - Land & Light Assess Distr,Public Works Engineering 17,436 15,533 17,000 17,[PHONE REDACTED] - Measure J Storm Drain,Public Works Engineering 11,146 11,238 11,300 11,300 Account 52110 Totals: 29,464 27,609 29,300 29,600 Account: 52130 - Architect/Engineering Svc 221-3020 - Grants,Public Works Engineering 0 0 252,753 0 Account: 52190 - Miscellaneous Prof Svcs 101-3020 - General Fund,Public Works Engineering 17,711 52,647 16,629 8,[PHONE REDACTED] - Gas Tax Fund,Public Works Engineering 0 0 35,000 35,[PHONE REDACTED] - Nat'l Pollut Dis Elim Sys,Public Works Engineering 0 7,383 10,000 10,000 Account 52190 Totals: 17,711 60,029 61,629 53,000 Account: 52230 - Other Technical Services 101-3020 - General Fund,Public Works Engineering 3,110 3,044 2,000 2,000 Account: 52240 - Miscellaneous Services 101-3020 - General Fund,Public Works Engineering 8,239 9,401 7,600 7,600 Account: 53250 - Vehicle & Equip Maint Svc 101-3020 - General Fund,Public Works Engineering 0 0 800 800 Account: 53320 - Vehicle & Equipment Lease 101-3020 - General Fund,Public Works Engineering 0 0 0 3,000 Account: 54210 - Telephone Expenses 101-3020 - General Fund,Public Works Engineering 2,265 1,912 2,400 2,400 Account: 54220 - Mobile/Wireless Expenses 101-3020 - General Fund,Public Works Engineering 3,670 3,608 3,000 3,000 Account: 54310 - Legal Notices & Advertise 101-3020 - General Fund,Public Works Engineering 13 0 0 0 Account: 54410 - Printing & Binding 101-3020 - General Fund,Public Works Engineering 238 0 250 250 ---PAGE BREAK--- 292 FY2010-11 Actual FY2011-12 Actual FY2012-13 Amended FY2013-14 Proposed Account: 54610 - Travel & Training 101-3020 - General Fund,Public Works Engineering 597 1,186 1,000 2,000 Account: 54910 - Dues & Subscriptions 101-3020 - General Fund,Public Works Engineering 1,131 1,358 1,000 1,[PHONE REDACTED] - Nat'l Pollut Dis Elim Sys,Public Works Engineering 5,400 7,279 7,300 7,[PHONE REDACTED] - Land & Light Assess Distr,Public Works Engineering 900 900 900 [PHONE REDACTED] - Measure C Fund,Public Works Engineering 43,134 42,772 45,000 42,700 Account 54910 Totals: 50,565 52,309 54,200 51,900 Account: 54920 - Events & Field Trips 101-3020 - General Fund,Public Works Engineering 0 18 0 0 301-3020 - Capital Improvement Fund,Public Works Engineering 1,775 0 0 0 Account 54920 Totals: 1,775 18 0 0 Account: 54990 - Other Administrative Svcs 202-3020 - Nat'l Pollut Dis Elim Sys,Public Works Engineering 8,238 4,189 15,000 15,000 Account: 55110 - General Office Supplies 101-3020 - General Fund,Public Works Engineering 643 241 1,000 1,000 Account: 55120 - Postage & Delivery 101-3020 - General Fund,Public Works Engineering 2,512 2,548 2,500 2,000 Account: 55130 - Photocopying Charges 101-3020 - General Fund,Public Works Engineering 1,066 1,571 1,500 1,500 Account: 56410 - Office Equipment <$10K 101-3020 - General Fund,Public Works Engineering 1,136 4,194 1,000 2,500 Account: 56710 - Other Equipment <$10K 101-3020 - General Fund,Public Works Engineering 0 0 500 500 Account: 59990 101 - Operating Xfer Out-GEN 204-3020 - Measure C Fund,Public Works Engineering 27,706 28,537 29,393 0 Account: 59991 101 - Indirect Xfer-GEN 204-3020 - Measure C Fund,Public Works Engineering 0 0 0 30,275 Expenditure Grand Totals: 786,362 800,147 1,101,913 601,574 ---PAGE BREAK--- 293 Public Works--Maintenance Division FY2010-11 Actual FY2011-12 Actual FY2012-13 Amended FY2013-14 Proposed Revenue Account: 45410 - Federal Grant-Operating 221-3030 - Grants,Public Works Maintenance 0 0 55,753 0 Account: 45590 - Other State Reimbursement 101-3030 - General Fund,Public Works Maintenance 0 0 0 16,000 Account: 46520 - Program Fees 101-3030 - General Fund,Public Works Maintenance 7,549 15,459 16,320 10,000 Account: 48990 - Other Misc Revenue 101-3030 - General Fund,Public Works Maintenance 50 0 0 0 Account: 49990 203 - Operating Xfer In-LAD 221-3030 - Grants,Public Works Maintenance 0 0 18,585 0 Revenue Totals 7,599 15,459 90,658 26,000 Expenditures Account: 51110 - Regular Salaries & Wages 101-3030 - General Fund,Public Works Maintenance 59,951 48,135 47,296 13,[PHONE REDACTED] - Gas Tax Fund,Public Works Maintenance 158,899 172,404 179,005 147,[PHONE REDACTED] - Nat'l Pollut Dis Elim Sys,Public Works Maintenance 38,862 74,090 83,444 66,[PHONE REDACTED] - Land & Light Assess Distr,Public Works Maintenance 173,058 216,054 230,228 209,[PHONE REDACTED] - Measure J Storm Drain,Public Works Maintenance 54,956 62,420 65,258 60,[PHONE REDACTED] - Street Improvemt & Maint,Public Works Maintenance 0 0 0 21,[PHONE REDACTED] - Grants,Public Works Maintenance 2,393 5,227 0 0 501-3030 - Integrated Waste Mgmt,Public Works Maintenance 0 0 0 71,191 Account 51110 Totals: 488,120 578,330 605,231 590,692 Account: 51120 - Part-Time Salaries & Wage 101-3030 - General Fund,Public Works Maintenance 165 0 0 0 201-3030 - Gas Tax Fund,Public Works Maintenance 2,952 0 0 0 202-3030 - Nat'l Pollut Dis Elim Sys,Public Works Maintenance 687 0 0 0 203-3030 - Land & Light Assess Distr,Public Works Maintenance 2,211 0 4,902 35,[PHONE REDACTED] - Measure J Storm Drain,Public Works Maintenance 165 0 0 0 Account 51120 Totals: 6,179 0 4,902 35,000 Account: 51140 - Overtime Pay 101-3030 - General Fund,Public Works Maintenance 2,551 1,630 1,900 [PHONE REDACTED] - Gas Tax Fund,Public Works Maintenance 7,016 6,133 8,000 9,[PHONE REDACTED] - Nat'l Pollut Dis Elim Sys,Public Works Maintenance 1,701 1,591 2,100 1,[PHONE REDACTED] - Land & Light Assess Distr,Public Works Maintenance 7,441 6,496 8,500 3,[PHONE REDACTED] - Measure J Storm Drain,Public Works Maintenance 2,551 2,318 3,100 4,[PHONE REDACTED] - Street Improvemt & Maint,Public Works Maintenance 0 0 0 1,[PHONE REDACTED] - Integrated Waste Mgmt,Public Works 0 0 0 4,352 Account 51140 Totals: 21,260 18,167 23,600 25,601 ---PAGE BREAK--- 294 FY2010-11 Actual FY2011-12 Actual FY2012-13 Amended FY2013-14 Proposed Account: 51142 - StraightOT 101-3030 - General Fund,Public Works Maintenance 2,110 1,448 3,474 [PHONE REDACTED] - Gas Tax Fund,Public Works Maintenance 5,802 5,918 5,410 7,[PHONE REDACTED] - Nat'l Pollut Dis Elim Sys,Public Works Maintenance 1,407 1,557 1,544 1,[PHONE REDACTED] - Land & Light Assess Distr,Public Works Maintenance 6,154 6,267 8,877 2,[PHONE REDACTED] - Measure J Storm Drain,Public Works Maintenance 2,110 2,254 2,200 2,[PHONE REDACTED] - Street Improvemt & Maint,Public Works Maintenance 0 0 0 1,[PHONE REDACTED] - Integrated Waste Mgmt,Public Works Maintenance 0 0 0 3,240 Account 51142 Totals: 17,583 17,443 21,505 19,058 Account: 51150 - Special Pay 101-3030 - General Fund,Public Works Maintenance 312 210 288 42 201-3030 - Gas Tax Fund,Public Works Maintenance 858 884 1,224 [PHONE REDACTED] - Nat'l Pollut Dis Elim Sys,Public Works Maintenance 208 234 324 [PHONE REDACTED] - Land & Light Assess Distr,Public Works Maintenance 910 936 1,296 2,[PHONE REDACTED] - Measure J Storm Drain,Public Works Maintenance 312 337 468 [PHONE REDACTED] - Street Improvemt & Maint,Public Works Maintenance 0 0 0 [PHONE REDACTED] - Integrated Waste Mgmt,Public Works Maintenance 0 0 0 272 Account 51150 Totals: 2,600 2,600 3,600 3,600 Account: 51200 - PARS Contribution 201-3030 - Gas Tax Fund,Public Works Maintenance 32 0 0 0 202-3030 - Nat'l Pollut Dis Elim Sys,Public Works Maintenance 7 0 0 0 203-3030 - Land & Light Assess Distr,Public Works Maintenance 23 0 64 455 Account 51200 Totals: 62 0 64 455 Account: 51210 - PERS Contributions 101-3030 - General Fund,Public Works Maintenance 14,888 12,993 13,064 3,[PHONE REDACTED] - Gas Tax Fund,Public Works Maintenance 39,514 47,511 49,556 38,[PHONE REDACTED] - Nat'l Pollut Dis Elim Sys,Public Works Maintenance 9,661 20,563 22,090 17,[PHONE REDACTED] - Land & Light Assess Distr,Public Works Maintenance 42,993 59,645 62,755 55,[PHONE REDACTED] - Measure J Storm Drain,Public Works Maintenance 13,694 17,228 18,047 15,[PHONE REDACTED] - Street Improvemt & Maint,Public Works Maintenance 0 0 0 5,[PHONE REDACTED] - Integrated Waste Mgmt,Public Works Maintenance 0 0 0 18,902 Account 51210 Totals: 120,750 157,941 165,512 155,703 Account: 51220 - FICA/Medicare 101-3030 - General Fund,Public Works Maintenance 4,831 3,812 4,113 1,[PHONE REDACTED] - Gas Tax Fund,Public Works Maintenance 12,873 13,862 15,059 12,[PHONE REDACTED] - Nat'l Pollut Dis Elim Sys,Public Works Maintenance 3,144 5,621 6,901 5,[PHONE REDACTED] - Land & Light Assess Distr,Public Works Maintenance 13,984 17,014 19,522 17,[PHONE REDACTED] - Measure J Storm Drain,Public Works Maintenance 4,461 5,045 5,527 5,[PHONE REDACTED] - Street Improvemt & Maint,Public Works Maintenance 0 0 0 1,[PHONE REDACTED] - Integrated Waste Mgmt,Public Works 0 0 0 6,315 Account 51220 Totals: 39,293 45,354 51,122 50,561 ---PAGE BREAK--- 295 FY2010-11 Actual FY2011-12 Actual FY2012-13 Amended FY2013-14 Proposed Account: 51230 - Insurance & Benefits 101-3030 - General Fund,Public Works Maintenance 20,913 12,441 14,980 4,[PHONE REDACTED] - Gas Tax Fund,Public Works Maintenance 44,706 46,078 56,625 55,[PHONE REDACTED] - Nat'l Pollut Dis Elim Sys,Public Works Maintenance 10,959 21,820 28,841 22,[PHONE REDACTED] - Land & Light Assess Distr,Public Works Maintenance 49,045 60,010 75,723 67,[PHONE REDACTED] - Measure J Storm Drain,Public Works Maintenance 15,239 16,527 20,345 22,[PHONE REDACTED] - Street Improvemt & Maint,Public Works Maintenance 0 0 0 8,[PHONE REDACTED] - Integrated Waste Mgmt,Public Works Maintenance 0 0 0 26,287 Account 51230 Totals: 140,863 156,877 196,514 208,754 Account: 51235 - Life & LTD Insurance 101-3030 - General Fund,Public Works Maintenance 0 0 0 [PHONE REDACTED] - Gas Tax Fund,Public Works Maintenance 0 0 0 1,[PHONE REDACTED] - Nat'l Pollut Dis Elim Sys,Public Works Maintenance 0 0 0 [PHONE REDACTED] - Land & Light Assess Distr,Public Works Maintenance 0 0 0 2,[PHONE REDACTED] - Measure J Storm Drain,Public Works Maintenance 0 0 0 [PHONE REDACTED] - Street Improvemt & Maint,Public Works Maintenance 0 0 0 [PHONE REDACTED] - Integrated Waste Mgmt,Public Works Maintenance 0 0 0 826 Account 51235 Totals: 0 0 0 6,852 Account: 51237 - Other Benefits 101-3030 - General Fund,Public Works Maintenance 0 0 0 [PHONE REDACTED] - Gas Tax Fund,Public Works Maintenance 0 0 0 [PHONE REDACTED] - Nat'l Pollut Dis Elim Sys,Public Works Maintenance 0 0 0 2,[PHONE REDACTED] - Land & Light Assess Distr,Public Works Maintenance 0 0 0 3,[PHONE REDACTED] - Measure J Storm Drain,Public Works Maintenance 0 0 0 429 Account 51237 Totals: 0 0 0 6,825 Account: 51240 - Workers Compensation 101-3030 - General Fund,Public Works Maintenance -2,204 1,763 2,196 [PHONE REDACTED] - Gas Tax Fund,Public Works Maintenance 8,070 9,091 8,488 7,[PHONE REDACTED] - Nat'l Pollut Dis Elim Sys,Public Works Maintenance 3,250 5,236 3,648 3,[PHONE REDACTED] - Land & Light Assess Distr,Public Works Maintenance 9,309 10,824 13,417 9,[PHONE REDACTED] - Measure J Storm Drain,Public Works Maintenance 2,313 2,473 3,090 3,[PHONE REDACTED] - Street Improvemt & Maint,Public Works Maintenance 0 0 0 1,[PHONE REDACTED] - Integrated Waste Mgmt,Public Works Maintenance 0 0 0 4,193 Account 51240 Totals: 20,739 29,387 30,839 29,116 Account: 51990 - Salary Savings 101-3030 - General Fund,Public Works Maintenance -214 0 0 -61 201-3030 - Gas Tax Fund,Public Works Maintenance 0 0 0 -[PHONE REDACTED] - Nat'l Pollut Dis Elim Sys,Public Works Maintenance 0 0 0 -215 ---PAGE BREAK--- [PHONE REDACTED] - Land & Light Assess Distr,Public Works 0 0 0 -155,356 FY2010-11 Actual FY2011-12 Actual FY2012-13 Amended FY2013-14 Proposed 205-3030 - Measure J Storm Drain,Public Works Maintenance 0 0 0 -[PHONE REDACTED] - Street Improvemt & Maint,Public Works Maintenance 0 0 0 -[PHONE REDACTED] - Integrated Waste Mgmt,Public Works Maintenance 0 0 0 -655 Account 51990 Totals: -214 0 0 -157,862 Account: 52190 - Miscellaneous Prof Svcs 203-3030 - Land & Light Assess Distr,Public Works Maintenance 0 6,840 18,000 0 221-3030 - Grants,Public Works Maintenance 0 0 74,338 0 Account 52190 Totals: 0 6,840 92,338 0 Account: 52210 - Lab & Investigative Svcs 202-3030 - Nat'l Pollut Dis Elim Sys,Public Works Maintenance 0 263 0 0 Account: 52230 - Other Technical Services 101-3030 - General Fund,Public Works Maintenance 8,257 7,747 8,000 2,[PHONE REDACTED] - Land & Light Assess Distr,Public Works Maintenance 1,300 681 2,000 4,200 Account 52230 Totals: 9,557 8,428 10,000 6,700 Account: 52240 - Miscellaneous Services 101-3030 - General Fund,Public Works Maintenance 8,772 9,501 8,000 8,[PHONE REDACTED] - Land & Light Assess Distr,Public Works Maintenance 0 11 0 0 Account 52240 Totals: 8,772 9,511 8,000 8,100 Account: 53110 - Utilities 101-3030 - General Fund,Public Works Maintenance 147,120 127,887 153,000 93,[PHONE REDACTED] - Land & Light Assess Distr,Public Works Maintenance 175,102 45,709 36,000 92,000 Account 53110 Totals: 322,222 173,596 189,000 185,000 Account: 53120 - Utilities-Street Light 201-3030 - Gas Tax Fund,Public Works Maintenance 3,225 2,887 3,300 3,[PHONE REDACTED] - Land & Light Assess Distr,Public Works Maintenance 229,842 213,581 220,000 220,000 Account 53120 Totals: 233,067 216,468 223,300 223,300 Account: 53130 - Utilities-Sign/Signal 201-3030 - Gas Tax Fund,Public Works Maintenance 15,144 15,766 16,000 16,000 Account: 53210 - Infrastructure Maint Svc 101-3030 - General Fund,Public Works Maintenance 0 525 0 0 201-3030 - Gas Tax Fund,Public Works Maintenance 25,816 18,124 30,000 25,[PHONE REDACTED] - Nat'l Pollut Dis Elim Sys,Public Works Maintenance 111,925 100,580 100,000 100,[PHONE REDACTED] - Land & Light Assess Distr,Public Works Maintenance 14,599 8,044 17,000 18,[PHONE REDACTED] - Measure J Storm Drain,Public Works Maintenance 29,940 0 15,000 10,000 Account 53210 Totals: 182,279 127,274 162,000 153,000 Account: 53220 - Sign & Signal Maint Svc 201-3030 - Gas Tax Fund,Public Works Maintenance 63,971 35,651 31,000 33,000 Account: 53230 - Building Maint Services 101-3030 - General Fund,Public Works Maintenance 29,167 35,395 25,000 30,[PHONE REDACTED] - Land & Light Assess Distr,Public Works 30,711 22,232 25,000 0 Account 53230 Totals: 59,878 57,627 50,000 30,000 Account: 53240 - Landscape/Park Maint Svcs 101-3030 - General Fund,Public Works Maintenance 1,881 1,301 0 0 203-3030 - Land & Light Assess Distr,Public Works 234,960 234,577 270,000 350,000 ---PAGE BREAK--- 297 Account 53240 Totals: 236,841 235,878 270,000 350,000 FY2010-11 Actual FY2011-12 Actual FY2012-13 Amended FY2013-14 Proposed Account: 53250 - Vehicle & Equip Maint Svc 101-3030 - General Fund,Public Works Maintenance 14,442 16,015 15,000 12,[PHONE REDACTED] - Land & Light Assess Distr,Public Works Maintenance 10,033 0 0 0 Account 53250 Totals: 24,476 16,015 15,000 12,000 Account: 53260 - Janitorial Services 101-3030 - General Fund,Public Works Maintenance 52,923 52,858 45,000 14,000 Account: 53290 - Miscellaneous R&M Svcs 101-3030 - General Fund,Public Works Maintenance 9,488 1,500 3,000 3,[PHONE REDACTED] - Nat'l Pollut Dis Elim Sys,Public Works Maintenance 8,089 8,089 8,100 8,100 Account 53290 Totals: 17,577 9,590 11,100 11,100 Account: 53320 - Vehicle & Equipment Lease 101-3030 - General Fund,Public Works Maintenance -3,122 2,138 1,000 1,000 Account: 53910 - Solid Waste Services 101-3030 - General Fund,Public Works Maintenance 0 1,025 0 0 202-3030 - Nat'l Pollut Dis Elim Sys,Public Works Maintenance 41,658 37,497 40,000 40,000 Account 53910 Totals: 41,658 38,522 40,000 40,000 Account: 53990 - Other Property Services 101-3030 - General Fund,Public Works Maintenance 10,272 10,773 13,300 13,[PHONE REDACTED] - Nat'l Pollut Dis Elim Sys,Public Works Maintenance 0 948 0 4,000 Account 53990 Totals: 10,272 11,721 13,300 17,300 Account: 54210 - Telephone Expenses 101-3030 - General Fund,Public Works Maintenance 11,200 9,774 10,000 10,[PHONE REDACTED] - Land & Light Assess Distr,Public Works Maintenance 702 78 0 0 Account 54210 Totals: 11,902 9,852 10,000 10,000 Account: 54220 - Mobile/Wireless Expenses 101-3030 - General Fund,Public Works Maintenance 5,215 26,961 14,000 14,[PHONE REDACTED] - Gas Tax Fund,Public Works Maintenance 3,181 0 0 0 203-3030 - Land & Light Assess Distr,Public Works Maintenance 11,189 0 0 0 Account 54220 Totals: 19,585 26,961 14,000 14,000 Account: 54310 - Legal Notices & Advertise 203-3030 - Land & Light Assess Distr,Public Works Maintenance 195 0 0 0 205-3030 - Measure J Storm Drain,Public Works Maintenance 134 0 0 0 Account 54310 Totals: 329 0 0 0 Account: 54410 - Printing & Binding 101-3030 - General Fund,Public Works Maintenance 463 0 0 0 203-3030 - Land & Light Assess Distr,Public Works Maintenance 249 0 0 0 Account 54410 Totals: 712 0 0 0 Account: 54610 - Travel & Training 101-3030 - General Fund,Public Works Maintenance 1,052 1,919 3,500 3,[PHONE REDACTED] - Land & Light Assess Distr,Public Works Maintenance 0 260 0 1,000 Account 54610 Totals: 1,052 2,179 3,500 4,500 Account: 54910 - Dues & Subscriptions ---PAGE BREAK--- [PHONE REDACTED] - General Fund,Public Works Maintenance 0 361 500 800 FY2010-11 Actual FY2011-12 Actual FY2012-13 Amended FY2013-14 Proposed Account: 54990 - Other Administrative Svcs 101-3030 - General Fund,Public Works Maintenance 0 1,670 0 0 202-3030 - Nat'l Pollut Dis Elim Sys,Public Works Maintenance 0 532 0 0 203-3030 - Land & Light Assess Distr,Public Works Maintenance 0 85 0 0 Account 54990 Totals: 0 2,287 0 0 Account: 55110 - General Office Supplies 101-3030 - General Fund,Public Works Maintenance 1,993 2,064 2,000 2,[PHONE REDACTED] - Gas Tax Fund,Public Works Maintenance 0 2 0 0 Account 55110 Totals: 1,993 2,066 2,000 2,300 Account: 55120 - Postage & Delivery 101-3030 - General Fund,Public Works Maintenance 189 241 200 200 Account: 55130 - Photocopying Charges 101-3030 - General Fund,Public Works Maintenance 639 614 800 [PHONE REDACTED] - Land & Light Assess Distr,Public Works Maintenance 0 77 0 0 Account 55130 Totals: 639 691 800 800 Account: 55210 - Fuel 101-3030 - General Fund,Public Works Maintenance 15,453 18,380 15,000 15,000 Account: 55220 - Safety Supplies 101-3030 - General Fund,Public Works Maintenance 3,829 4,122 3,500 3,500 Account: 55250 - Vehicle & Equip Supplies 101-3030 - General Fund,Public Works Maintenance 2,988 3,002 2,000 2,500 Account: 55290 - Other Operating Supplies 101-3030 - General Fund,Public Works Maintenance 998 1,777 1,500 1,[PHONE REDACTED] - Land & Light Assess Distr,Public Works Maintenance 322 144 0 0 Account 55290 Totals: 1,320 1,921 1,500 1,500 Account: 55510 - Infrastructure Supplies 101-3030 - General Fund,Public Works Maintenance 51 4,713 0 0 201-3030 - Gas Tax Fund,Public Works Maintenance 27,803 21,089 30,000 30,[PHONE REDACTED] - Nat'l Pollut Dis Elim Sys,Public Works Maintenance 1,103 1,323 5,000 5,[PHONE REDACTED] - Land & Light Assess Distr,Public Works Maintenance 12 0 0 0 205-3030 - Measure J Storm Drain,Public Works Maintenance 2,171 2,035 10,000 10,000 Account 55510 Totals: 31,139 29,161 45,000 45,000 Account: 55520 - Building Supplies 101-3030 - General Fund,Public Works Maintenance 13,728 8,378 10,000 10,[PHONE REDACTED] - Land & Light Assess Distr,Public Works Maintenance 0 2,538 2,500 3,000 Account 55520 Totals: 13,728 10,917 12,500 13,000 Account: 55530 - Landscape & Park Supplies 101-3030 - General Fund,Public Works Maintenance 1,912 43 0 0 202-3030 - Nat'l Pollut Dis Elim Sys,Public Works Maintenance 0 3 0 0 203-3030 - Land & Light Assess Distr,Public Works Maintenance 43,028 47,314 45,000 44,[PHONE REDACTED] - Grants,Public Works Maintenance 27,251 13,178 0 0 Account 55530 Totals: 72,191 60,537 45,000 44,000 Account: 56210 - Buildings & Structures 101-3030 - General Fund,Public Works Maintenance 1,698 0 0 0 Account: 56410 - Office Equipment <$10K ---PAGE BREAK--- [PHONE REDACTED] - General Fund,Public Works Maintenance 1,656 3,131 1,000 1,000 FY2010-11 Actual FY2011-12 Actual FY2012-13 Amended FY2013-14 Proposed Account: 56610 - Heavy Equipment <$10K 101-3030 - General Fund,Public Works Maintenance 0 3,820 0 0 Account: 56710 - Other Equipment <$10K 101-3030 - General Fund,Public Works Maintenance 0 43 2,000 2,[PHONE REDACTED] - Gas Tax Fund,Public Works Maintenance 0 385 0 0 Account 56710 Totals: 0 429 2,000 2,000 Account: 56720 - Other Equipment >$10K 221-3030 - Grants,Public Works Maintenance 0 0 81,000 0 Account: 56910 - Depreciation Expense 601-3030 - Vehicle/Equip Replacement,Public Works Maintenance 412,816 375,557 0 0 Account: 58220 - Licenses & Permits 101-3030 - General Fund,Public Works Maintenance 550 0 0 0 Account: 59990 101 - Operating Xfer Out-GEN 201-3030 - Gas Tax Fund,Public Works Maintenance 99,609 102,597 105,675 0 202-3030 - Nat'l Pollut Dis Elim Sys,Public Works Maintenance 100,519 103,535 106,641 0 203-3030 - Land & Light Assess Distr,Public Works Maintenance 134,399 138,431 142,584 0 Account 59990 101 Totals: 334,527 344,563 354,900 0 Account: 59990 221 - 203-3030 - Land & Light Assess Distr,Public Works Maintenance 0 0 18,585 0 Account: 59991 101 - Indirect Xfer-GEN 201-3030 - Gas Tax Fund,Public Works Maintenance 0 0 0 108,[PHONE REDACTED] - Nat'l Pollut Dis Elim Sys,Public Works Maintenance 0 0 0 109,[PHONE REDACTED] - Land & Light Assess Distr,Public Works Maintenance 0 0 0 146,861 Account 59991 101 Totals: 0 0 0 365,546 Expenditure Grand Totals: 3,061,054 2,924,423 2,892,912 2,600,501 ---PAGE BREAK--- 300 Public Works--Environmental Services FY2010-11 Actual FY2011-12 Actual FY2012-13 Amended FY2013-14 Proposed Revenue Account: 44010 - Interest Income 501-1080 - Integrated Waste Mgmt,Environmental Services 1,030 529 1,000 250 Account: 45410 - Federal Grant-Operating 101-1080 - General Fund,Environmental Services 16,274 15,528 15,000 0 221-1080 - Grants,Environmental Services 181,247 172,744 105,208 0 Account 45410 Totals: 197,521 188,271 120,208 0 Account: 45440 - State Grant-Operating 101-1080 - General Fund,Environmental Services 0 0 24,500 0 221-1080 - Grants,Environmental Services 0 0 94,500 0 501-1080 - Integrated Waste Mgmt,Environmental Services 6,110 6,654 16,000 16,000 Account 45440 Totals: 6,110 6,654 135,000 16,000 Account: 45460 - Local Agency Grants 101-1080 - General Fund,Environmental Services -11,625 0 3,000 0 Account: 46310 - IWM Fees 501-1080 - Integrated Waste Mgmt,Environmental Services 1,473,041 1,554,293 1,639,078 1,742,292 Account: 46320 - Recycling Revenues 501-1080 - Integrated Waste Mgmt,Environmental Services 272,224 276,443 250,000 273,000 Account: 48020 - Personal Property Sales 501-1080 - Integrated Waste Mgmt,Environmental Services 6,511 0 0 0 Account: 48120 - Contributions & Donations 101-1080 - General Fund,Environmental Services 1,336 1,105 2,000 0 Account: 48990 - Other Misc Revenue 101-1080 - General Fund,Environmental Services 120 191 0 0 501-1080 - Integrated Waste Mgmt,Environmental Services 7,331 30,802 25,000 10,822 Account 48990 Totals: 7,451 30,994 25,000 10,822 Revenue Totals 1,953,599 2,058,288 2,175,286 2,042,364 Expenditures Account: 51110 - Regular Salaries & Wages 101-1080 - General Fund,Environmental Services 104,166 105,920 102,198 0 203-1080 - Land & Light Assess Distr,Environmental Services 0 0 0 14,[PHONE REDACTED] - Integrated Waste Mgmt,Environmental Services 455,319 437,661 499,655 498,266 Account 51110 Totals: 559,485 543,581 601,853 512,361 Account: 51120 - Part-Time Salaries & Wage 501-1080 - Integrated Waste Mgmt,Environmental Services 40,600 48,169 55,000 26,519 Account: 51140 - Overtime Pay 501-1080 - Integrated Waste Mgmt,Environmental Services 31,149 32,691 19,362 20,000 Account: 51150 - Special Pay 501-1080 - Integrated Waste Mgmt,Environmental Services 1,000 1,000 0 0 Account: 51200 - PARS Contribution 501-1080 - Integrated Waste Mgmt,Environmental Services 525 625 715 224 Account: 51210 - PERS Contributions 101-1080 - General Fund,Environmental Services 25,126 28,425 25,422 0 ---PAGE BREAK--- 301 FY2010-11 Actual FY2011-12 Actual FY2012-13 Amended FY2013-14 Proposed 203-1080 - Land & Light Assess Distr,Environmental Services 0 0 0 3,[PHONE REDACTED] - Integrated Waste Mgmt,Environmental Services 113,178 119,084 137,057 134,022 Account 51210 Totals: 138,304 147,509 162,479 137,783 Account: 51220 - FICA/Medicare 101-1080 - General Fund,Environmental Services 7,948 8,100 8,191 0 203-1080 - Land & Light Assess Distr,Environmental Services 0 0 0 1,[PHONE REDACTED] - Integrated Waste Mgmt,Environmental Services 38,075 36,771 41,025 40,936 Account 51220 Totals: 46,023 44,871 49,216 42,014 Account: 51230 - Insurance & Benefits 101-1080 - General Fund,Environmental Services 15,302 15,301 20,804 0 203-1080 - Land & Light Assess Distr,Environmental Services 0 0 0 6,[PHONE REDACTED] - Integrated Waste Mgmt,Environmental Services 138,683 125,682 179,211 194,663 Account 51230 Totals: 153,984 140,983 200,015 200,926 Account: 51235 - Life & LTD Insurance 203-1080 - Land & Light Assess Distr,Environmental Services 0 0 0 [PHONE REDACTED] - Integrated Waste Mgmt,Environmental Services 0 0 0 5,780 Account 51235 Totals: 0 0 0 5,944 Account: 51237 - Other Benefits 501-1080 - Integrated Waste Mgmt,Environmental Services 0 0 0 4,290 Account: 51240 - Workers Compensation 101-1080 - General Fund,Environmental Services 2,133 2,863 3,500 0 203-1080 - Land & Light Assess Distr,Environmental Services 0 0 0 [PHONE REDACTED] - Integrated Waste Mgmt,Environmental Services 17,258 22,702 24,502 29,348 Account 51240 Totals: 19,391 25,565 28,002 30,280 Account: 51990 - Salary Savings 101-1080 - General Fund,Environmental Services -60 0 0 0 203-1080 - Land & Light Assess Distr,Environmental Services 0 0 0 -[PHONE REDACTED] - Integrated Waste Mgmt,Environmental Services -262 0 0 -4,755 Account 51990 Totals: -322 0 0 -4,918 Account: 52120 - Legal & Financial Svcs 501-1080 - Integrated Waste Mgmt,Environmental Services 0 12,390 0 0 Account: 52190 - Miscellaneous Prof Svcs 101-1080 - General Fund,Environmental Services 836 1,979 2,000 0 221-1080 - Grants,Environmental Services 94,841 44,634 110,500 0 501-1080 - Integrated Waste Mgmt,Environmental Services 40,551 135,829 26,116 60,000 Account 52190 Totals: 136,228 182,441 138,616 60,000 Account: 52210 - Lab & Investigative Svcs 501-1080 - Integrated Waste Mgmt,Environmental Services 1,090 65 600 900 Account: 52230 - Other Technical Services ---PAGE BREAK--- 302 FY2010-11 Actual FY2011-12 Actual FY2012-13 Amended FY2013-14 Proposed 501-1080 - Integrated Waste Mgmt,Environmental Services 2,858 1,274 2,000 2,000 Account: 52240 - Miscellaneous Services 501-1080 - Integrated Waste Mgmt,Environmental Services 4,586 10,968 2,500 3,000 Account: 53110 - Utilities 501-1080 - Integrated Waste Mgmt,Environmental Services 3,658 3,033 8,000 2,000 Account: 53230 - Building Maint Services 501-1080 - Integrated Waste Mgmt,Environmental Services 5,821 21,298 12,000 3,500 Account: 53250 - Vehicle & Equip Maint Svc 501-1080 - Integrated Waste Mgmt,Environmental Services 35,298 37,508 40,000 32,500 Account: 53990 - Other Property Services 221-1080 - Grants,Environmental Services 0 9,356 21,606 0 501-1080 - Integrated Waste Mgmt,Environmental Services 147 171 0 0 Account 53990 Totals: 147 9,527 21,606 0 Account: 54210 - Telephone Expenses 101-1080 - General Fund,Environmental Services 82 0 0 0 501-1080 - Integrated Waste Mgmt,Environmental Services 3,266 2,130 4,000 4,000 Account 54210 Totals: 3,348 2,130 4,000 4,000 Account: 54220 - Mobile/Wireless Expenses 101-1080 - General Fund,Environmental Services 705 756 0 0 501-1080 - Integrated Waste Mgmt,Environmental Services 5,292 9,940 11,000 7,000 Account 54220 Totals: 5,997 10,697 11,000 7,000 Account: 54310 - Legal Notices & Advertise 501-1080 - Integrated Waste Mgmt,Environmental Services 559 557 750 500 Account: 54410 - Printing & Binding 101-1080 - General Fund,Environmental Services 3,630 3,810 3,000 0 221-1080 - Grants,Environmental Services 0 21 1,500 0 501-1080 - Integrated Waste Mgmt,Environmental Services 15,733 20,808 9,000 10,000 Account 54410 Totals: 19,363 24,638 13,500 10,000 Account: 54610 - Travel & Training 101-1080 - General Fund,Environmental Services 1,039 2,686 5,000 0 221-1080 - Grants,Environmental Services 1,105 1,230 2,000 0 501-1080 - Integrated Waste Mgmt,Environmental Services 550 2,208 2,000 2,000 Account 54610 Totals: 2,695 6,124 9,000 2,000 Account: 54910 - Dues & Subscriptions 101-1080 - General Fund,Environmental Services 600 1,474 1,000 0 501-1080 - Integrated Waste Mgmt,Environmental 1,270 2,558 1,500 1,500 Account 54910 Totals: 1,870 4,032 2,500 1,500 Account: 54920 - Events & Field Trips 101-1080 - General Fund,Environmental Services 6,040 10,042 10,000 0 501-1080 - Integrated Waste Mgmt,Environmental 4,915 6,229 4,000 3,000 Account 54920 Totals: 10,954 16,271 14,000 3,000 Account: 55110 - General Office Supplies 101-1080 - General Fund,Environmental Services 0 0 500 0 221-1080 - Grants,Environmental Services 192 0 0 0 501-1080 - Integrated Waste Mgmt,Environmental 3,593 4,035 2,000 1,500 Account 55110 Totals: 3,785 4,035 2,500 1,500 ---PAGE BREAK--- 303 FY2010-11 Actual FY2011-12 Actual FY2012-13 Amended FY2013-14 Proposed 101-1080 - General Fund,Environmental Services 1,201 1,385 1,800 0 501-1080 - Integrated Waste Mgmt,Environmental Services 5,229 1,714 3,000 2,500 Account 55120 Totals: 6,430 3,099 4,800 2,500 Account: 55130 - Photocopying Charges 501-1080 - Integrated Waste Mgmt,Environmental Services 718 689 750 700 Account: 55210 - Fuel 221-1080 - Grants,Environmental Services 21 0 0 0 501-1080 - Integrated Waste Mgmt,Environmental Services 60,068 67,746 65,000 60,000 Account 55210 Totals: 60,089 67,746 65,000 60,000 Account: 55220 - Safety Supplies 501-1080 - Integrated Waste Mgmt,Environmental Services 4,058 7,242 3,000 5,000 Account: 55240 - Clothing & Uniform Supply 501-1080 - Integrated Waste Mgmt,Environmental Services 0 200 0 0 Account: 55250 - Vehicle & Equip Supplies 501-1080 - Integrated Waste Mgmt,Environmental Services 17,500 10,187 0 10,000 Account: 55290 - Other Operating Supplies 501-1080 - Integrated Waste Mgmt,Environmental Services 7,500 9,016 0 0 Account: 55520 - Building Supplies 501-1080 - Integrated Waste Mgmt,Environmental Services 892 1,998 0 0 Account: 56410 - Office Equipment <$10K 501-1080 - Integrated Waste Mgmt,Environmental Services 1,707 7,091 0 5,000 Account: 56710 - Other Equipment <$10K 501-1080 - Integrated Waste Mgmt,Environmental Services 0 2,071 0 0 Account: 56720 - Other Equipment >$10K 501-1080 - Integrated Waste Mgmt,Environmental Services 0 0 35,000 0 Account: 56910 - Depreciation Expense 501-1080 - Integrated Waste Mgmt,Environmental Services 185,181 179,464 293,388 0 Account: 58110 1 - Principal Payments-Facilities 501-1080 - Integrated Waste Mgmt,Environmental Services 0 0 0 228,500 Account: 58110 2 - Principal Payments-Equipment 501-1080 - Integrated Waste Mgmt,Environmental Services 0 0 0 107,319 Account: 58120 - Interest Payments 501-1080 - Integrated Waste Mgmt,Environmental Services 46,719 221,575 161,683 0 Account: 58120 1 - Interest Payments-Facilities 501-1080 - Integrated Waste Mgmt,Environmental Services 0 0 0 78,024 Account: 58120 2 - Interest Payments-Equipment 501-1080 - Integrated Waste Mgmt,Env Services 0 0 0 12,568 Account: 58910 - Pass Through Payments 221-1080 - Grants,Environmental Services 83,338 95,830 75,708 0 Account: 59110 - Loans & Grants ---PAGE BREAK--- 304 FY2010-11 Actual FY2011-12 Actual FY2012-13 Amended FY2013-14 Proposed 221-1080 - Grants,Environmental Services 1,750 21,723 0 0 Account: 59990 101 - Operating Xfer Out-GEN 501-1080 - Integrated Waste Mgmt,Environmental Services 293,383 302,184 311,250 3,671 Account: 59991 101 - Indirect Xfer-GEN 501-1080 - Integrated Waste Mgmt,Environmental Services 0 0 0 323,700 Expenditure Grand Totals: 1,937,661 2,262,096 2,349,793 1,945,805 ---PAGE BREAK--- 305 Recreation--Administration Division FY2010-11 Actual FY2011-12 Actual FY2012-13 Amended FY2013-14 Proposed Revenue Account: 45460 - Local Agency Grants 101-5010 - General Fund,Recreation-Admin 5,000 0 10,000 0 Account: 46520 - Program Fees 101-5010 - General Fund,Recreation-Admin 53,562 64,969 61,200 68,000 Account: 46541 - Field Maintenance Fees 101-5010 - General Fund,Recreation-Admin 10,315 25,519 12,240 14,000 Account: 46542 - Restroom Key Fees 101-5010 - General Fund,Recreation-Admin 3,981 4,828 4,590 5,000 Account: 46543 - Tennis Permit Fees 101-5010 - General Fund,Recreation-Admin 1,487 7,606 4,080 9,800 Account: 48990 - Other Misc Revenue 101-5010 - General Fund,Recreation-Admin 1 56 0 0 Revenue Totals 74,346 102,978 92,110 96,800 Expenditures Account: 51110 - Regular Salaries & Wages 101-5010 - General Fund,Recreation-Admin 326,085 168,720 164,379 168,065 Account: 51120 - Part-Time Salaries & Wage 101-5010 - General Fund,Recreation-Admin 18,075 21,592 28,892 14,000 Account: 51140 - Overtime Pay 101-5010 - General Fund,Recreation-Admin 0 41 2,040 500 Account: 51150 - Special Pay 101-5010 - General Fund,Recreation-Admin 1,000 1,000 1,000 0 Account: 51200 - PARS Contribution 101-5010 - General Fund,Recreation-Admin 0 0 376 182 Account: 51210 - PERS Contributions 101-5010 - General Fund,Recreation-Admin 68,582 46,390 42,923 43,466 Account: 51220 - FICA/Medicare 101-5010 - General Fund,Recreation-Admin 20,606 14,648 11,985 12,638 Account: 51230 - Insurance & Benefits 101-5010 - General Fund,Recreation-Admin 49,819 25,965 30,496 19,249 Account: 51235 - Life & LTD Insurance 101-5010 - General Fund,Recreation-Admin 0 0 0 1,911 Account: 51237 - Other Benefits 101-5010 - General Fund,Recreation-Admin 0 0 0 3,900 Account: 51240 - Workers Compensation 101-5010 - General Fund,Recreation-Admin 5,126 6,870 5,600 6,655 Account: 51990 - Salary Savings 101-5010 - General Fund,Recreation-Admin -162 0 0 -734 Account: 52110 - Collect & Admin Services 101-5010 - General Fund,Recreation-Admin 4,000 0 4,000 1,000 Account: 52190 - Miscellaneous Prof Svcs 101-5010 - General Fund,Recreation-Admin 6,988 14,389 15,000 17,000 Account: 52230 - Other Technical Services ---PAGE BREAK--- 306 FY2010-11 Actual FY2011-12 Actual FY2012-13 Amended FY2013-14 Proposed 101-5010 - General Fund,Recreation-Admin 0 414 1,000 6,000 Account: 52240 - Miscellaneous Services 101-5010 - General Fund,Recreation-Admin 553 400 2,000 1,000 Account: 53110 - Utilities 101-5010 - General Fund,Recreation-Admin 0 73,500 60,000 43,697 Account: 53230 - Building Maint Services 101-5010 - General Fund,Recreation-Admin 20,381 13,627 20,000 14,000 Account: 53240 - Landscape/Park Maint Svcs 101-5010 - General Fund,Recreation-Admin 0 0 500 500 Account: 53250 - Vehicle & Equip Maint Svc 101-5010 - General Fund,Recreation-Admin 2,928 11,022 9,000 9,000 Account: 53260 - Janitorial Services 101-5010 - General Fund,Recreation-Admin 0 340 1,000 1,000 Account: 53290 - Miscellaneous R&M Svcs 101-5010 - General Fund,Recreation-Admin 679 10 500 0 Account: 53990 - Other Property Services 101-5010 - General Fund,Recreation-Admin 9,074 10,357 10,000 12,000 Account: 54210 - Telephone Expenses 101-5010 - General Fund,Recreation-Admin 14,117 12,437 14,000 13,000 Account: 54220 - Mobile/Wireless Expenses 101-5010 - General Fund,Recreation-Admin 2,032 4,826 4,000 4,000 Account: 54230 - Internet Services 101-5010 - General Fund,Recreation-Admin 0 1,309 0 1,500 Account: 54310 - Legal Notices & Advertise 101-5010 - General Fund,Recreation-Admin 702 0 800 500 Account: 54410 - Printing & Binding 101-5010 - General Fund,Recreation-Admin 29,081 23,255 23,000 22,000 Account: 54610 - Travel & Training 101-5010 - General Fund,Recreation-Admin 435 308 500 4,000 Account: 54910 - Dues & Subscriptions 101-5010 - General Fund,Recreation-Admin 269 1,089 800 1,000 Account: 54920 - Events & Field Trips 101-5010 - General Fund,Recreation-Admin 64,658 82,149 85,000 85,000 Account: 54990 - Other Administrative Svcs 101-5010 - General Fund,Recreation-Admin 6,424 2,984 6,000 3,000 Account: 55110 - General Office Supplies 101-5010 - General Fund,Recreation-Admin 4,484 6,268 6,000 6,000 Account: 55120 - Postage & Delivery 101-5010 - General Fund,Recreation-Admin 17,163 13,562 17,000 17,000 Account: 55130 - Photocopying Charges 101-5010 - General Fund,Recreation-Admin 1,695 1,533 2,000 2,000 Account: 55210 - Fuel 101-5010 - General Fund,Recreation-Admin 2,090 2,318 2,000 2,000 Account: 55230 - Medical Supplies 101-5010 - General Fund,Recreation-Admin 947 292 1,000 0 Account: 55290 - Other Operating Supplies 101-5010 - General Fund,Recreation-Admin 9,566 -632 4,500 4,500 Account: 55520 - Building Supplies 101-5010 - General Fund,Recreation-Admin 3,612 3,555 4,000 0 Account: 55590 - Other Maintenance Supply 101-5010 - General Fund,Recreation-Admin 0 270 0 0 ---PAGE BREAK--- 307 FY2010-11 Actual FY2011-12 Actual FY2012-13 Amended FY2013-14 Proposed Account: 56410 - Office Equipment <$10K 101-5010 - General Fund,Recreation-Admin 2,212 1,336 2,500 0 Account: 56710 - Other Equipment <$10K 101-5010 - General Fund,Recreation-Admin 0 0 2,500 2,000 Account: 56720 - Other Equipment >$10K 221-5010 - Grants,Recreation-Admin 0 0 15,000 0 Account: 58250 - Cash Over/Short 101-5010 - General Fund,Recreation-Admin -410 -628 0 0 Account: 58920 - Misc Finance Expense 101-5010 - General Fund,Recreation-Admin 38,394 47,139 36,000 50,000 Account: 59990 301 - Operating Xfer Out-CIP 101-5010 - General Fund,Recreation-Admin 0 22,600 22,600 22,600 Expenditure Grand Totals: 731,205 635,255 659,891 615,129 ---PAGE BREAK--- 308 Recreation--Youth Services FY2010-11 Actual FY2011-12 Actual FY2012-13 Amended FY2013-14 Proposed Revenue Account: 46520 1 - Mosaic Program 101-5060 - General Fund,Recreation-Youth Services 14,379 18,000 30,600 20,000 Account: 46520 2 - Ravencliff 101-5060 - General Fund,Recreation-Youth Services 34,569 50,060 45,900 52,000 Account: 46531 - General Activities 101-5060 - General Fund,Recreation-Youth Services 116,351 156,776 142,800 180,000 Account: 46532 - Excursions/Trips 101-5060 - General Fund,Recreation-Youth Services 384 -1,834 1,000 1,000 Account: 46533 - Special Programs 101-5060 - General Fund,Recreation-Youth Services 77,751 104,988 86,700 115,000 Account: 46534 - Sports Programs 101-5060 - General Fund,Recreation-Youth Services 152,976 125,256 173,400 135,000 Account: 46540 - Miscellaneous Program Fee 101-5060 - General Fund,Recreation-Youth Services 114,772 125,068 122,400 0 Account: 48120 - Contributions & Donations 101-5060 - General Fund,Recreation-Youth Services 7,040 7,465 15,000 18,000 Account: 48121 - Fundraisers 101-5060 - General Fund,Recreation-Youth Services 0 2,328 0 2,500 Revenue Totals 518,223 588,107 617,800 523,500 Expenditures Account: 51110 - Regular Salaries & Wages 101-5060 - General Fund,Recreation-Youth Services 104,252 114,949 140,625 66,237 Account: 51120 - Part-Time Salaries & Wage 101-5060 - General Fund,Recreation-Youth Services 98,024 82,964 74,578 34,000 Account: 51140 - Overtime Pay 101-5060 - General Fund,Recreation-Youth Services 212 0 2,040 500 Account: 51150 - Special Pay 101-5060 - General Fund,Recreation-Youth Services 1,600 2,100 1,600 0 Account: 51200 - PARS Contribution 101-5060 - General Fund,Recreation-Youth Services 334 222 485 442 Account: 51210 - PERS Contributions 101-5060 - General Fund,Recreation-Youth Services 32,027 35,260 51,323 17,031 Account: 51220 - FICA/Medicare 101-5060 - General Fund,Recreation-Youth Services 12,277 12,347 14,716 6,310 Account: 51230 - Insurance & Benefits 101-5060 - General Fund,Recreation-Youth Services 26,966 30,013 48,963 12,658 Account: 51235 - Life & LTD Insurance 101-5060 - General Fund,Recreation-Youth Services 0 0 0 768 Account: 51237 - Other Benefits 101-5060 - General Fund,Recreation-Youth Services 0 0 0 2,925 Account: 51240 - Workers Compensation 101-5060 - General Fund,Recreation-Youth Services 4,357 5,610 8,261 3,327 Account: 51990 - Salary Savings 101-5060 - General Fund,Recreation-Youth Services -30 0 0 -541 Account: 52190 - Miscellaneous Prof Svcs 101-5060 - General Fund,Recreation-Youth Services 348 345 1,000 500 Account: 52250 - Instructor Services 101-5060 - General Fund,Recreation-Youth Services 199,828 207,752 200,000 210,000 Account: 53230 - Building Maint Services ---PAGE BREAK--- 309 FY2010-11 Actual FY2011-12 Actual FY2012-13 Amended FY2013-14 Proposed 101-5060 - General Fund,Recreation-Youth Services 1,357 95 0 0 Account: 53250 - Vehicle & Equip Maint Svc 101-5060 - General Fund,Recreation-Youth Services 341 2,847 2,500 1,000 Account: 53290 - Miscellaneous R&M Svcs 101-5060 - General Fund,Recreation-Youth Services 0 0 520 0 Account: 54210 - Telephone Expenses 101-5060 - General Fund,Recreation-Youth Services 3,526 2,751 2,600 2,600 Account: 54220 - Mobile/Wireless Expenses 101-5060 - General Fund,Recreation-Youth Services 960 1,168 1,000 1,000 Account: 54310 - Legal Notices & Advertise 101-5060 - General Fund,Recreation-Youth Services 308 1,340 0 2,000 Account: 54410 - Printing & Binding 101-5060 - General Fund,Recreation-Youth Services 0 0 500 0 Account: 54610 - Travel & Training 101-5060 - General Fund,Recreation-Youth Services 0 0 1,000 1,000 Account: 54910 - Dues & Subscriptions 101-5060 - General Fund,Recreation-Youth Services 0 0 500 300 Account: 54920 - Events & Field Trips 101-5060 - General Fund,Recreation-Youth Services 14,918 17,793 16,000 18,000 Account: 55110 - General Office Supplies 101-5060 - General Fund,Recreation-Youth Services 0 0 500 500 Account: 55120 - Postage & Delivery 101-5060 - General Fund,Recreation-Youth Services 165 3,042 1,000 500 Account: 55130 - Photocopying Charges 101-5060 - General Fund,Recreation-Youth Services 1,613 1,445 2,000 1,500 Account: 55210 - Fuel 101-5060 - General Fund,Recreation-Youth Services 2,415 2,656 2,200 2,200 Account: 55240 - Clothing & Uniform Supply 101-5060 - General Fund,Recreation-Youth Services 1,000 0 2,000 0 Account: 55290 - Other Operating Supplies 101-5060 - General Fund,Recreation-Youth Services 24,626 16,139 20,000 14,000 Account: 55520 - Building Supplies 101-5060 - General Fund,Recreation-Youth Services 266 2,451 2,000 0 Account: 56710 - Other Equipment <$10K 101-5060 - General Fund,Recreation-Youth Services 0 0 1,000 1,000 Expenditure Grand Totals: 531,688 543,289 598,911 399,757 ---PAGE BREAK--- 310 Recreation--Adult/Community Services FY2010-11 Actual FY2011-12 Actual FY2012-13 Amended FY2013-14 Proposed Revenue Account: 44220 - Rentals-Facilities 101-5050 - General 0 0 0 0 Account: 44221 - Rentals-Comm Center 101-5050 - General 47,763 47,097 51,000 50,000 Account: 44222 - Rentals-Field Reserv 101-5050 - General 64,327 48,721 66,300 50,000 Account: 44223 - Rentals-Clubhouse 101-5050 - General 22,724 21,567 25,500 22,000 Account: 44224 - Rentals-Picnic 101-5050 - General 14,321 15,561 16,320 17,000 Account: 44226 - Rentals-Tennis Crt 101-5050 - General 21,886 25,672 25,500 28,000 Account: 46530 - Training/Class Fees 101-5050 - General -35 0 0 0 Account: 46531 - General Activities 101-5050 - General 85,613 130,607 112,200 128,000 Account: 46533 - Special Programs 101-5050 - General 151 0 1,122 1,500 Account: 46534 - Sports Programs 101-5050 - General 0 0 3,060 4,000 Revenue Totals 256,751 289,224 301,002 300,500 Expenditures Account: 51110 - Regular Salaries & Wages 101-5050 - General 54,634 58,899 83,863 56,[PHONE REDACTED] - Land & Light Assess Distr,Recreation- 36,683 36,674 36,674 0 Account 51110 Totals: 91,317 95,572 120,537 56,559 Account: 51120 - Part-Time Salaries & Wage 101-5050 - General 33,469 34,238 33,339 19,[PHONE REDACTED] - Land & Light Assess Distr,Recreation- 4,541 3,666 0 0 Account 51120 Totals: 38,011 37,904 33,339 19,000 Account: 51140 - Overtime Pay 101-5050 - General 609 548 1,020 700 Account: 51150 - Special Pay 203-5050 - Land & Light Assess Distr,Recreation- 1,000 1,000 1,000 0 Account: 51200 - PARS Contribution 101-5050 - General 448 494 0 247 Account: 51210 - PERS Contributions 101-5050 - General 16,301 15,654 33,484 14,[PHONE REDACTED] - Land & Light Assess Distr,Recreation- 9,314 10,398 10,747 0 Account 51210 Totals: 25,615 26,052 44,231 14,879 Account: 51220 - FICA/Medicare 101-5050 - General 5,075 5,271 9,044 4,[PHONE REDACTED] - Land & Light Assess Distr,Recreation- 3,538 3,423 2,882 0 Account 51220 Totals: 8,613 8,693 11,926 4,893 ---PAGE BREAK--- 311 FY2010-11 Actual FY2011-12 Actual FY2012-13 Amended FY2013-14 Proposed Account: 51230 - Insurance & Benefits 101-5050 - General 20,196 19,154 31,757 16,[PHONE REDACTED] - Land & Light Assess Distr,Recreation- 14,356 14,126 16,908 0 Account 51230 Totals: 34,552 33,280 48,665 16,575 Account: 51235 - Life & LTD Insurance 101-5050 - General 0 0 0 656 Account: 51237 - Other Benefits 101-5050 - General 0 0 0 975 Account: 51240 - Workers Compensation 101-5050 - General 5,431 2,862 4,900 3,[PHONE REDACTED] - Land & Light Assess Distr,Recreation- 1,709 2,290 2,800 0 Account 51240 Totals: 7,140 5,153 7,700 3,327 Account: 51990 - Salary Savings 101-5050 - General -122 0 0 -667 Account: 52250 - Instructor Services 101-5050 - General 58,010 87,210 70,000 75,000 Account: 53230 - Building Maint Services 101-5050 - General 950 1,428 4,000 2,500 Account: 53250 - Vehicle & Equip Maint Svc 101-5050 - General 0 9 200 1,500 Account: 54210 - Telephone Expenses 101-5050 - General 5,069 4,177 4,000 4,000 Account: 54220 - Mobile/Wireless Expenses 101-5050 - General 665 1,100 1,000 1,000 Account: 54610 - Travel & Training 101-5050 - General 0 0 0 1,000 Account: 54920 - Events & Field Trips 101-5050 - General 854 947 2,000 2,000 Account: 55110 - General Office Supplies 101-5050 - General 0 315 500 500 Account: 55120 - Postage & Delivery 101-5050 - General 276 1 0 0 Account: 55130 - Photocopying Charges 101-5050 - General 1,613 1,445 2,000 1,500 Account: 55250 - Vehicle & Equip Supplies 101-5050 - General 0 0 1,000 0 Account: 55290 - Other Operating Supplies 101-5050 - General 4,104 1,724 3,000 4,000 Account: 55520 - Building Supplies 101-5050 - General 266 3,905 4,000 0 Account: 56410 - Office Equipment <$10K 101-5050 - General 0 80 0 0 Account: 56710 - Other Equipment <$10K 101-5050 - General 0 0 5,000 8,000 Expenditure Grand Totals: 278,991 311,036 365,118 218,144 ---PAGE BREAK--- 312 Recreation--Childcare FY2010-11 Actual FY2011-12 Actual FY2012-13 Amended FY2013-14 Proposed Revenue Account: 46520 - Program Fees 101-5020 - General Admin 21,725 34,133 35,700 60,000 Account: 46521 1 - Teeter Tots Fees 101-5020 - General Admin 99,332 119,863 112,200 125,000 Account: 46521 10 - Portola After School 101-5020 - General Admin 0 0 0 130,000 Account: 46521 2 - Casa Cerrito Preschool 101-5020 - General Admin 146,248 196,673 193,800 195,000 Account: 46521 3 - Harding Childcare 101-5020 - General Admin 234,894 267,713 255,000 215,000 Account: 46521 4 - Castro Childcare 101-5020 - General Admin 4,498 386 0 0 Account: 46521 5 - Madera Childcare 101-5020 - General Admin 403,712 447,374 443,700 450,000 Account: 46521 6 - Fairmount Childcare 101-5020 - General Admin 214,799 211,343 234,600 230,000 Account: 46521 7 - Harding Child AM 101-5020 - General Admin 31,035 35,574 35,700 45,000 Account: 46521 9 - Fairmount Child AM 101-5020 - General Admin 27,590 26,966 30,600 85,000 Account: 46522 1 - Arlington Daycamp 101-5020 - General Admin 41,222 52,426 45,900 55,000 Account: 46522 2 - Daycamp VIP 101-5020 - General Admin 6,993 8,315 9,180 10,000 Account: 46522 3 - Harding Daycamp 101-5020 - General Admin 50,883 47,007 61,200 60,000 Account: 46522 4 - Castro Daycamp 101-5020 - General Admin 32,608 8,078 51,000 0 Account: 46522 5 - Enrichment Programs 101-5020 - General Admin -594 -193 0 0 Account: 46522 6 - Fairmount Daycamp 101-5020 - General Admin 40,658 57,178 45,900 60,000 Account: 46522 7 - Excursions Daycamp 101-5020 - General Admin 836 580 1,530 1,200 Account: 46522 8 - Pee Wee Daycamp 101-5020 - General Admin 17,895 3 0 0 Account: 48990 - Other Misc Revenue 101-5020 - General Admin 74,556 -60,420 0 0 Revenue Totals 1,448,890 1,453,000 1,556,010 1,721,200 Expenditures Account: 51110 - Regular Salaries & Wages 101-5020 - General Admin 402,112 422,507 359,209 412,143 Account: 51120 - Part-Time Salaries & Wage 101-5020 - General Admin 466,619 462,188 380,846 503,000 Account: 51140 - Overtime Pay 101-5020 - General Admin 2,396 3,381 6,120 4,400 Account: 51142 - StraightOT 101-5020 - General Admin 0 515 0 0 Account: 51150 - Special Pay ---PAGE BREAK--- 313 FY2010-11 Actual FY2011-12 Actual FY2012-13 Amended FY2013-14 Proposed 101-5020 - General Admin 5,730 5,522 3,200 4,600 Account: 51200 - PARS Contribution 101-5020 - General Admin 4,805 4,590 2,643 4,839 Account: 51210 - PERS Contributions 101-5020 - General Admin 137,022 158,984 154,919 145,366 Account: 51220 - FICA/Medicare 101-5020 - General Admin 45,630 49,168 41,193 47,938 Account: 51230 - Insurance & Benefits 101-5020 - General Admin 112,035 112,648 109,024 128,971 Account: 51235 - Life & LTD Insurance 101-5020 - General Admin 0 0 0 4,781 Account: 51237 - Other Benefits 101-5020 - General Admin 0 0 0 3,900 Account: 51240 - Workers Compensation 101-5020 - General Admin 13,126 20,609 25,202 26,620 Account: 51990 - Salary Savings 101-5020 - General Admin -238 0 0 -70,851 Account: 52190 - Miscellaneous Prof Svcs 101-5020 - General Admin 0 0 200 500 Account: 52250 - Instructor Services 101-5020 - General Admin 194 3,418 4,000 1,000 Account: 53110 - Utilities 101-5020 - General Admin 11,533 8,970 11,500 9,000 Account: 53230 - Building Maint Services 101-5020 - General Admin 1,057 209 1,500 0 Account: 53250 - Vehicle & Equip Maint Svc 101-5020 - General Admin 4,130 4,282 5,000 5,000 Account: 53260 - Janitorial Services 101-5020 - General Admin 10 0 0 0 Account: 53290 - Miscellaneous R&M Svcs 101-5020 - General Admin 0 0 1,000 0 Account: 53990 - Other Property Services 101-5020 - General Admin 549 694 1,100 1,100 Account: 54210 - Telephone Expenses 101-5020 - General Admin 1,463 1,240 1,500 1,400 Account: 54220 - Mobile/Wireless Expenses 101-5020 - General Admin 2,717 2,059 2,800 1,500 Account: 54310 - Legal Notices & Advertise 101-5020 - General Admin 208 0 0 1,000 Account: 54410 - Printing & Binding 101-5020 - General Admin 415 0 500 0 Account: 54610 - Travel & Training 101-5020 - General Admin 910 85 2,000 4,500 Account: 54910 - Dues & Subscriptions 101-5020 - General Admin 360 447 500 1,000 Account: 54920 - Events & Field Trips 101-5020 - General Admin 12,958 16,589 15,000 16,000 Account: 55110 - General Office Supplies ---PAGE BREAK--- 314 FY2010-11 Actual FY2011-12 Actual FY2012-13 Amended FY2013-14 Proposed 101-5020 - General Admin 4,126 1,436 3,000 2,000 Account: 55120 - Postage & Delivery 101-5020 - General Admin 1,030 643 1,200 1,000 Account: 55130 - Photocopying Charges 101-5020 - General Admin 1,367 1,182 2,000 1,500 Account: 55210 - Fuel 101-5020 - General Admin 2,190 2,337 2,500 2,500 Account: 55290 - Other Operating Supplies 101-5020 - General Admin 49,474 39,569 35,000 40,000 Account: 55520 - Building Supplies 101-5020 - General Admin 1,829 3,019 2,500 0 Account: 55590 - Other Maintenance Supply 101-5020 - General Admin 0 0 500 0 Account: 56410 - Office Equipment <$10K 101-5020 - General Admin 1,000 128 0 0 Account: 56710 - Other Equipment <$10K 101-5020 - General Admin 126 0 4,000 5,000 Expenditure Grand Totals: 1,286,882 1,326,419 1,179,656 1,309,707 ---PAGE BREAK--- 315 Recreation--Aquatics Division FY2010-11 Actual FY2011-12 Actual FY2012-13 Amended FY2013-14 Proposed Revenue Account: 44227 - Rentals-Swim Ctr 101-5030 - General Fund,Recreation-Swim Center 18,684 20,071 25,500 25,000 Account: 44228 - Rental-Schools 101-5030 - General Fund,Recreation-Swim Center 21,168 13,370 20,400 15,000 Account: 46520 - Program Fees 101-5030 - General Fund,Recreation-Swim Center 60,603 40,467 61,200 45,000 Account: 46525 - Recreation Swim 101-5030 - General Fund,Recreation-Swim Center 55,090 70,364 71,400 72,000 Account: 46526 - Lap Swim 101-5030 - General Fund,Recreation-Swim Center 161,606 160,427 178,500 175,000 Account: 46526 1 - Water Aerobics 101-5030 - General Fund,Recreation-Swim Center 26,198 27,403 30,600 32,000 Account: 46527 - Swim Teams 101-5030 - General Fund,Recreation-Swim Center 77,286 71,032 81,600 72,000 Account: 46527 1 - Swim Team ECHS 101-5030 - General Fund,Recreation-Swim Center 0 2,000 3,672 2,100 Account: 46530 - Training/Class Fees 101-5030 - General Fund,Recreation-Swim Center 11,130 9,194 10,200 12,000 Account: 46537 - Lesson Fees 101-5030 - General Fund,Recreation-Swim Center 217,411 185,943 224,400 210,000 Account: 46550 - Taxable Sales 101-5030 - General Fund,Recreation-Swim Center 1,914 1,836 2,040 2,500 Account: 48120 - Contributions & Donations 101-5030 - General Fund,Recreation-Swim Center 65 160 200 200 Account: 48990 - Other Misc Revenue 101-5030 - General Fund,Recreation-Swim Center 0 13,992 0 5,000 Revenue Totals 651,154 616,259 709,712 667,800 Expenditures Account: 51110 - Regular Salaries & Wages 101-5030 - General Fund,Recreation-Swim Center 123,523 137,308 110,526 115,749 Account: 51120 - Part-Time Salaries & Wage 101-5030 - General Fund,Recreation-Swim Center 358,525 362,525 395,998 311,578 Account: 51140 - Overtime Pay 101-5030 - General Fund,Recreation-Swim Center 667 632 1,836 500 Account: 51142 - StraightOT 101-5030 - General Fund,Recreation-Swim Center 390 172 0 0 Account: 51150 - Special Pay 101-5030 - General Fund,Recreation-Swim Center 500 804 800 800 Account: 51200 - PARS Contribution 101-5030 - General Fund,Recreation-Swim Center 4,077 4,024 2,379 3,038 Account: 51210 - PERS Contributions 101-5030 - General Fund,Recreation-Swim Center 43,015 54,897 93,270 51,071 Account: 51220 - FICA/Medicare 101-5030 - General Fund,Recreation-Swim Center 18,218 19,227 20,394 18,600 Account: 51230 - Insurance & Benefits ---PAGE BREAK--- 316 FY2010-11 Actual FY2011-12 Actual FY2012-13 Amended FY2013-14 Proposed 101-5030 - General Fund,Recreation-Swim Center 35,644 50,279 52,712 44,298 Account: 51235 - Life & LTD Insurance 101-5030 - General Fund,Recreation-Swim Center 0 0 0 1,343 Account: 51237 - Other Benefits 101-5030 - General Fund,Recreation-Swim Center 0 0 0 3,900 Account: 51240 - Workers Compensation 101-5030 - General Fund,Recreation-Swim Center 3,929 5,267 6,440 6,655 Account: 51990 - Salary Savings 101-5030 - General Fund,Recreation-Swim Center -54 0 0 -4,111 Account: 52190 - Miscellaneous Prof Svcs 101-5030 - General Fund,Recreation-Swim Center 22,184 16,270 20,000 20,000 Account: 52250 - Instructor Services 101-5030 - General Fund,Recreation-Swim Center 0 59 1,000 1,000 Account: 53110 - Utilities 101-5030 - General Fund,Recreation-Swim Center 0 54,288 53,000 13,130 Account: 53230 - Building Maint Services 101-5030 - General Fund,Recreation-Swim Center 5,238 1,491 10,000 5,000 Account: 53240 - Landscape/Park Maint Svcs 101-5030 - General Fund,Recreation-Swim Center 0 0 1,000 0 Account: 53250 - Vehicle & Equip Maint Svc 101-5030 - General Fund,Recreation-Swim Center 0 117 1,000 0 Account: 53290 - Miscellaneous R&M Svcs 101-5030 - General Fund,Recreation-Swim Center 9,969 5,282 6,000 3,000 Account: 53990 - Other Property Services 101-5030 - General Fund,Recreation-Swim Center 3,544 4,977 6,000 6,000 Account: 54210 - Telephone Expenses 101-5030 - General Fund,Recreation-Swim Center 3,237 2,720 2,400 2,400 Account: 54220 - Mobile/Wireless Expenses 101-5030 - General Fund,Recreation-Swim Center 769 1,148 800 800 Account: 54610 - Travel & Training 101-5030 - General Fund,Recreation-Swim Center 898 605 2,000 2,500 Account: 54910 - Dues & Subscriptions 101-5030 - General Fund,Recreation-Swim Center 237 445 0 0 Account: 54920 - Events & Field Trips 101-5030 - General Fund,Recreation-Swim Center 13,713 11,401 14,000 12,000 Account: 55110 - General Office Supplies 101-5030 - General Fund,Recreation-Swim Center 479 133 1,500 500 Account: 55120 - Postage & Delivery 101-5030 - General Fund,Recreation-Swim Center 725 212 600 500 Account: 55130 - Photocopying Charges 101-5030 - General Fund,Recreation-Swim Center 1,613 1,349 2,000 1,500 Account: 55140 - Recognition-EE/Volunteer 101-5030 - General Fund,Recreation-Swim Center 363 435 1,000 1,000 Account: 55210 - Fuel 101-5030 - General Fund,Recreation-Swim Center 2,009 2,244 1,800 1,800 Account: 55230 - Medical Supplies 101-5030 - General Fund,Recreation-Swim Center 0 470 600 600 Account: 55240 - Clothing & Uniform Supply 101-5030 - General Fund,Recreation-Swim Center 4,479 4,735 4,000 4,000 Account: 55290 - Other Operating Supplies 101-5030 - General Fund,Recreation-Swim Center 38,184 30,935 25,000 25,000 ---PAGE BREAK--- 317 FY2010-11 Actual FY2011-12 Actual FY2012-13 Amended FY2013-14 Proposed Account: 55295 - Chemicals 101-5030 - General Fund,Recreation-Swim Center 47,264 48,641 45,000 45,000 Account: 55520 - Building Supplies 101-5030 - General Fund,Recreation-Swim Center 1,169 3,531 3,000 0 Account: 55590 - Other Maintenance Supply 101-5030 - General Fund,Recreation-Swim Center 0 0 3,000 2,000 Account: 56710 - Other Equipment <$10K 101-5030 - General Fund,Recreation-Swim Center 0 0 1,000 4,000 Expenditure Grand Totals: 744,507 826,625 890,055 705,151 ---PAGE BREAK--- 318 Recreation--Senior Services Division FY2010-11 Actual FY2011-12 Actual FY2012-13 Amended FY2013-14 Proposed Revenue Account: 44227 - Rentals-Swim Ctr 101-5030 - General Fund,Recreation-Swim Center 18,684 20,071 25,500 25,000 Account: 44228 - Rental-Schools 101-5030 - General Fund,Recreation-Swim Center 21,168 13,370 20,400 15,000 Account: 46520 - Program Fees 101-5030 - General Fund,Recreation-Swim Center 60,603 40,467 61,200 45,000 Account: 46525 - Recreation Swim 101-5030 - General Fund,Recreation-Swim Center 55,090 70,364 71,400 72,000 Account: 46526 - Lap Swim 101-5030 - General Fund,Recreation-Swim Center 161,606 160,427 178,500 175,000 Account: 46526 1 - Water Aerobics 101-5030 - General Fund,Recreation-Swim Center 26,198 27,403 30,600 32,000 Account: 46527 - Swim Teams 101-5030 - General Fund,Recreation-Swim Center 77,286 71,032 81,600 72,000 Account: 46527 1 - Swim Team ECHS 101-5030 - General Fund,Recreation-Swim Center 0 2,000 3,672 2,100 Account: 46530 - Training/Class Fees 101-5030 - General Fund,Recreation-Swim Center 11,130 9,194 10,200 12,000 Account: 46537 - Lesson Fees 101-5030 - General Fund,Recreation-Swim Center 217,411 185,943 224,400 210,000 Account: 46550 - Taxable Sales 101-5030 - General Fund,Recreation-Swim Center 1,914 1,836 2,040 2,500 Account: 48120 - Contributions & Donations 101-5030 - General Fund,Recreation-Swim Center 65 160 200 200 Account: 48990 - Other Misc Revenue 101-5030 - General Fund,Recreation-Swim Center 0 13,992 0 5,000 Revenue Totals 651,154 616,259 709,712 667,800 Expenditures Account: 51110 - Regular Salaries & Wages 101-5030 - General Fund,Recreation-Swim Center 123,523 137,308 110,526 115,749 Account: 51120 - Part-Time Salaries & Wage 101-5030 - General Fund,Recreation-Swim Center 358,525 362,525 395,998 311,578 Account: 51140 - Overtime Pay 101-5030 - General Fund,Recreation-Swim Center 667 632 1,836 500 Account: 51142 - StraightOT 101-5030 - General Fund,Recreation-Swim Center 390 172 0 0 Account: 51150 - Special Pay 101-5030 - General Fund,Recreation-Swim Center 500 804 800 800 Account: 51200 - PARS Contribution 101-5030 - General Fund,Recreation-Swim Center 4,077 4,024 2,379 3,038 Account: 51210 - PERS Contributions 101-5030 - General Fund,Recreation-Swim Center 43,015 54,897 93,270 51,071 Account: 51220 - FICA/Medicare 101-5030 - General Fund,Recreation-Swim Center 18,218 19,227 20,394 18,600 Account: 51230 - Insurance & Benefits 101-5030 - General Fund,Recreation-Swim Center 35,644 50,279 52,712 44,298 Account: 51235 - Life & LTD Insurance 101-5030 - General Fund,Recreation-Swim Center 0 0 0 1,343 ---PAGE BREAK--- 319 FY2010-11 Actual FY2011-12 Actual FY2012-13 Amended FY2013-14 Proposed Account: 51237 - Other Benefits 101-5030 - General Fund,Recreation-Swim Center 0 0 0 3,900 Account: 51240 - Workers Compensation 101-5030 - General Fund,Recreation-Swim Center 3,929 5,267 6,440 6,655 Account: 51990 - Salary Savings 101-5030 - General Fund,Recreation-Swim Center -54 0 0 -4,111 Account: 52190 - Miscellaneous Prof Svcs 101-5030 - General Fund,Recreation-Swim Center 22,184 16,270 20,000 20,000 Account: 52250 - Instructor Services 101-5030 - General Fund,Recreation-Swim Center 0 59 1,000 1,000 Account: 53110 - Utilities 101-5030 - General Fund,Recreation-Swim Center 0 54,288 53,000 13,130 Account: 53230 - Building Maint Services 101-5030 - General Fund,Recreation-Swim Center 5,238 1,491 10,000 5,000 Account: 53240 - Landscape/Park Maint Svcs 101-5030 - General Fund,Recreation-Swim Center 0 0 1,000 0 Account: 53250 - Vehicle & Equip Maint Svc 101-5030 - General Fund,Recreation-Swim Center 0 117 1,000 0 Account: 53290 - Miscellaneous R&M Svcs 101-5030 - General Fund,Recreation-Swim Center 9,969 5,282 6,000 3,000 Account: 53990 - Other Property Services 101-5030 - General Fund,Recreation-Swim Center 3,544 4,977 6,000 6,000 Account: 54210 - Telephone Expenses 101-5030 - General Fund,Recreation-Swim Center 3,237 2,720 2,400 2,400 Account: 54220 - Mobile/Wireless Expenses 101-5030 - General Fund,Recreation-Swim Center 769 1,148 800 800 Account: 54610 - Travel & Training 101-5030 - General Fund,Recreation-Swim Center 898 605 2,000 2,500 Account: 54910 - Dues & Subscriptions 101-5030 - General Fund,Recreation-Swim Center 237 445 0 0 Account: 54920 - Events & Field Trips 101-5030 - General Fund,Recreation-Swim Center 13,713 11,401 14,000 12,000 Account: 55110 - General Office Supplies 101-5030 - General Fund,Recreation-Swim Center 479 133 1,500 500 Account: 55120 - Postage & Delivery 101-5030 - General Fund,Recreation-Swim Center 725 212 600 500 Account: 55130 - Photocopying Charges 101-5030 - General Fund,Recreation-Swim Center 1,613 1,349 2,000 1,500 Account: 55140 - Recognition-EE/Volunteer 101-5030 - General Fund,Recreation-Swim Center 363 435 1,000 1,000 Account: 55210 - Fuel 101-5030 - General Fund,Recreation-Swim Center 2,009 2,244 1,800 1,800 Account: 55230 - Medical Supplies 101-5030 - General Fund,Recreation-Swim Center 0 470 600 600 Account: 55240 - Clothing & Uniform Supply 101-5030 - General Fund,Recreation-Swim Center 4,479 4,735 4,000 4,000 Account: 55290 - Other Operating Supplies 101-5030 - General Fund,Recreation-Swim Center 38,184 30,935 25,000 25,000 ---PAGE BREAK--- 320 FY2010-11 Actual FY2011-12 Actual FY2012-13 Amended FY2013-14 Proposed Account: 55295 - Chemicals 101-5030 - General Fund,Recreation-Swim Center 47,264 48,641 45,000 45,000 Account: 55520 - Building Supplies 101-5030 - General Fund,Recreation-Swim Center 1,169 3,531 3,000 0 Account: 55590 - Other Maintenance Supply 101-5030 - General Fund,Recreation-Swim Center 0 0 3,000 2,000 Account: 56710 - Other Equipment <10K 101-5030 - General Fund,Recreation-Swim Center 0 0 1,000 4,000 Expenditure Grand Totals: 744,507 826,625 890,055 705,151 ---PAGE BREAK--- 321 Recreation--Custodial Division FY2010-11 Actual FY2011-12 Actual FY2012-13 Amended FY2013-14 Proposed Expenditures Account: 51110 - Regular Salaries & Wages 101-5070 - General Fund,Recreation-Custodial Services 0 0 0 149,[PHONE REDACTED] - Land & Light Assess Distr,Recreation- Custodial Services 0 0 0 56,[PHONE REDACTED] - Integrated Waste Mgmt,Recreation- Custodial Services 0 0 0 18,901 Account 51110 Totals: 0 0 0 224,729 Account: 51120 - Part-Time Salaries & Wage 101-5070 - General Fund,Recreation-Custodial Services 0 0 0 50,000 Account: 51150 - Special Pay 101-5070 - General Fund,Recreation-Custodial Services 0 0 0 [PHONE REDACTED] - Land & Light Assess Distr,Recreation- Custodial Services 0 0 0 1,000 Account 51150 Totals: 0 0 0 1,250 Account: 51200 - PARS Contribution 101-5070 - General Fund,Recreation-Custodial Services 0 0 0 650 Account: 51210 - PERS Contributions 101-5070 - General Fund,Recreation-Custodial Services 0 0 0 39,[PHONE REDACTED] - Land & Light Assess Distr,Recreation- Custodial Services 0 0 0 15,[PHONE REDACTED] - Integrated Waste Mgmt,Recreation- Custodial Services 0 0 0 5,039 Account 51210 Totals: 0 0 0 59,994 Account: 51220 - FICA/Medicare 101-5070 - General Fund,Recreation-Custodial Services 0 0 0 12,[PHONE REDACTED] - Land & Light Assess Distr,Recreation- Custodial Services 0 0 0 4,[PHONE REDACTED] - Integrated Waste Mgmt,Recreation- Custodial Services 0 0 0 1,446 Account 51220 Totals: 0 0 0 18,087 Account: 51230 - Insurance & Benefits 101-5070 - General Fund,Recreation-Custodial Services 0 0 0 81,[PHONE REDACTED] - Land & Light Assess Distr,Recreation- Custodial Services 0 0 0 27,[PHONE REDACTED] - Integrated Waste Mgmt,Recreation- Custodial Services 0 0 0 10,821 Account 51230 Totals: 0 0 0 118,994 Account: 51235 - Life & LTD Insurance 101-5070 - General Fund,Recreation-Custodial Services 0 0 0 1,[PHONE REDACTED] - Land & Light Assess Distr,Recreation- Custodial Services 0 0 0 [PHONE REDACTED] - Integrated Waste Mgmt,Recreation- Custodial Services 0 0 0 219 Account 51235 Totals: 0 0 0 2,607 Account: 51237 - Other Benefits 101-5070 - General Fund,Recreation-Custodial 0 0 0 975 ---PAGE BREAK--- 322 FY2010-11 Actual FY2011-12 Actual FY2012-13 Amended FY2013-14 Proposed Account: 51240 - Workers Compensation 101-5070 - General Fund,Recreation-Custodial Services 0 0 0 11,[PHONE REDACTED] - Land & Light Assess Distr,Recreation- Custodial Services 0 0 0 4,[PHONE REDACTED] - Integrated Waste Mgmt,Recreation- Custodial Services 0 0 0 1,398 Account 51240 Totals: 0 0 0 17,469 Account: 51990 - Salary Savings 101-5070 - General Fund,Recreation-Custodial Services 0 0 0 -2,[PHONE REDACTED] - Land & Light Assess Distr,Recreation- Custodial Services 0 0 0 -[PHONE REDACTED] - Integrated Waste Mgmt,Recreation- Custodial Services 0 0 0 -218 Account 51990 Totals: 0 0 0 -2,965 Account: 53230 - Building Maint Services 203-5070 - Land & Light Assess Distr,Recreation- Custodial Services 0 0 0 30,000 Account: 54610 - Travel & Training 101-5070 - General Fund,Recreation-Custodial Services 0 0 0 1,500 Account: 55520 - Building Supplies 101-5070 - General Fund,Recreation-Custodial Services 0 0 0 17,[PHONE REDACTED] - Integrated Waste Mgmt,Recreation- Custodial Services 0 0 0 2,500 Account 55520 Totals: 0 0 0 20,000 Expenditure Grand Totals: 0 0 0 543,290 ---PAGE BREAK--- 323