CITY OF MARTINEZ
2003 – 2005 BUDGET
ROB SCHRODER, MAYOR
MARK ROSS, VICE MAYOR
LARA DELANEY, COUNCILMEMBER
JANET KENNEDY, COUNCILMEMBER
BILL WAINWRIGHT, COUNCILMEMBER
JUNE CATALANO, CITY MANAGER
JUNE 4, 2003
TABLE OF CONTENTS
SECTION 1: BUDGET MESSAGE
SECTION 2: BUDGET GUIDE
Elements of the Budget Document Overview
Key Budget Assumptions
Structure of the City’s Finances
The Budget Process
City Organization Chart
City Staffing Summary
SECTION 3: GENERAL FUND SUMMARY
General Fund Revenues Descriptions
General Fund Budgeted Revenues
General Fund Expenditure Summary
General Fund Historical Information
General Fund Four Year Budget Projections
SECTION 4: ALL FUNDS SUMMARY
Descriptions of All Funds
Proposed Appropriations
Summary of All Funds
Fund Transfer Schedule
Appropriation Summary
SECTION 5: GENERAL GOVERNMENT
City Council
City Manager
City Clerk/ City Attorney
City Treasurer/ Nondepartmental Services
Debt Service
SECTION 6: ADMINISTRATIVE SERVICES DEPARTMENT
Department Overview
Administration
Finance
Personnel
Information Systems
SECTION 7: BUILDING DEPARTMENT
Department Overview
Building Permits/ Inspection
Code Enforcement
Construction Management
Solid Waste
SECTION 8: COMMUNITY DEVELOPMENT DEPARTMENT
Department Overview
Administration, Transportation, and Special Projects
Planning and Economic Development
Engineering, Public Works, and Water
Recreation and Community Services
SECTION 9: POLICE DEPARTMENT
Department Overview
Administrative Services
Field Services
Investigative Services
Support Services
Traffic Enforcement
Emergency Services
SECTION 10: CAPITAL IMPROVEMENT PROGRAM
Capital Improvement Program Overview
Summary of Capital Projects
Intermodal Facility
Streets
Bicycle/ Pedestrian
Drainage Improvements
Marina Improvements
Public Buildings
Park Improvements
Water System Improvements
SECTION 11: APPENDICES
Appendix A: Budget Resolution
Appendix B: Appropriation ( Gann) Limit Resolution and Calculation
Appendix C: Investment Policy
Appendix D: Fixed Assets Capitalization and Inventory Control Policy
Appendix E: City Profile
Appendix F: Area Map
Appendix G: Summary of Benefits by Rep Unit
Appendix H: Guide to Funds by Number
Appendix I: Budget Glossary
Appendix J: Budget Index
June 4, 2003
Honorable Mayor and City Council Members:
I respectfully submit to you the Proposed Biennial Budget for the City of Martinez for fiscal years 2003- 2005. The
proposed budget supports the goals set forth by the City Council to:
·   Ensure public safety and security
·   Develop methods of financing infrastructure
·   Revitalize Downtown
·   Enhance community pride and involvement
·   Practice fiscal responsibility
This budget is the City’s first biennial budget. We believe a two- year budget provides a better planning tool, and
although we expect to make adjustments as needs arise during the budget cycle, ultimately we hope that the budget will
serve as a blueprint for our activity over the course of the next two years. The 2003- 2005 Proposed Biennial Budget
continues the fundamental City Council policies of funding current operations expenditures with current year revenues,
maintaining an adequate fund balance to protect the City from unforeseen circumstances, and allocating resources to
the highest priority services.
RECAP OF 2002- 2003
The General Fund balance at the close of fiscal year 2001- 02 was $ 8.2 million. Despite the State and Federal budget
deficits and the continued sluggish economy, the City’s revenues in fiscal year 2002- 03 are expected to be close to
original projections. Increases in property tax, franchise fees and building activity have offset lower than estimated
sales tax and interest income. We expect that the General Fund will end fiscal year 2002- 03 after inter- fund transfers
with an unreserved fund balance of $ 7.1 million.
The City had many accomplishments that supported the Council’s goals for 2002- 03. These achievements are
enumerated in each department’s budget narrative, and the most significant are highlighted below.
Ensure a safe community
q   Completed a new police evidence facility to meet State requirements for evidence preservation
q   Secured a federal grant for the School Resource Officer position
q   Expanded the Traffic Division to improve traffic enforcement and accident investigation
q   Curtailed drug activities at problem residences and locations
q   Installed a new police radio system
q   Began implementing the Homeless Management Program
q   Installed video monitoring equipment, a controlled access system, and regular inspections at the Water Treatment
Plant
q   Began construction of a new Emergency Operations Center
Provide essential services to keep the City attractive and well maintained
q   Completed renovations and replacement of park play equipment in Golden Hills, Holiday Highlands and
Waterfront parks, and completed the Waterfront Skate Park
q   Continued the Pavement Management Program, including repaving projects on Castro, Estudillo, Allen, Palm,
Marina Vista, Berrellesa, and portions of Escobar
q   Renovated numerous City street medians as part of the City’s Beautification Program
q   Began construction of monument signs at major entry points to the City
q   Secured $ 855,000 State grant for boat launch ramp renovation, and $ 250,000 grant for Ferry Plaza improvements
q   Repaired 5 athletic fields in partnership with the Pleasant Hill/ Martinez American Youth Soccer Organization
q   Completed repairs and improvements to the municipal pool
q   Conducted more than 6,000 building inspections, 250 storm water inspections, and 750 right- of- way inspections,
and issued 1,600 building permits
q   Handled 1,500 code enforcement complaints and opened 600 new code enforcement cases
q   Received 3 solid waste grants, and implemented household battery, fluorescent lamp and computer monitor
collection programs
Attract and retain a prosperous and diversified business community
q   Facilitated the opening of a home improvement superstore
q   Assisted in the opening of 7 other new businesses, including 2 restaurants and a clothing store
q   Selected a consultant to prepare the Downtown Plan and EIR
q   Worked closely with the Chamber of Commerce and Main Street Martinez to develop marketing and
communication tools, such as an updated business directory
Support the growth of arts and cultural opportunities
q   Received the designation of Tree City USA in recognition of our urban forestry efforts
q   Completed sight line improvements, created a new entrance to the John Muir Amphitheater, and facilitated the
second annual John Muir Mountain Days musical
q   Coordinated special community events such as the Heritage Day, Youth Baseball, and Children’s Holiday Light
parades
Retain a highly skilled and effective workforce to provide excellent customer service and promote strong
communications with citizens
q   Received numerous awards for the City’s Budget and Annual Financial Report
q   Designed and published the first 3 issues of the Martinez City Times Newsletter
q   Reduced on the job injuries by 42% and received a Safety Program excellence award from Risk Management
q   Selected and began implementing new human resources/ financial ma nagement software
q   Hired a Deputy Director of Parks and Community Services and a Senior Center Supervisor
FINANCIAL SUMMARY
Economic Climate
The nationwide economic slowdown that began in 2000 continued amidst fears of the costs of the wars in Iraq and
against terrorism, high unemployment, and soaring deficits in the State and Federal governments. Consumer
confidence plummeted earlier in the year but has shown signs of recovery after the combat in Iraq appears to have
largely concluded. The stock market has continued its seesaw pattern. Economists have a range of opinions regarding
when the economy will rebound. Although more than 465,000 jobs were lost in February and March of 2003, some
recent economic indicators are more promising. The Federal Reserve is closely monitoring the economic environment
and has indicated it will consider additional interest rates cuts if needed to stimulate the recovery.
The State is facing a deficit of up to $ 38 billion, an amount larger than the budgets of 48 states. The Bay Area
continues to be especially hard hit by the economic slowdown, still reacting to the dramatic downward spiral of the
high- tech industry. Nearly 285,000 jobs were lost in the Bay Area between January 2001 and January 2003. The East
Bay has benefited from greater diversity in its job base, and has experienced a loss of 1.5% of its jobs. Economic
forecasters do not expect the job market to rebound until 2004 or 2005. The housing sector has remained one of the
few bright spots in the economy, as a combination of record low interest rates and unmet demand have allowed many
to purchase or refinance homes, and driven up property values.
In a recently completed survey of California cities, the Fiscal Condition of California Cities1, 83% of city officials
expect their city’s financial situation to decline. Looking ahead to 2004, 93% of city officials believe their city will be
less able to meet its financial needs. Although California’s financial condition is worse than elsewhere in the country,
the majority of city officials nationwide report their cities are worse off financially than in the previous fiscal year.
California city officials ranked the State budget process as the factor having the most severe impact on cities’ ability to
match revenues with needs. City officials also identify the limited share of property tax revenues, lack of dedicated
city revenue sources, lack of support for tax increases and population growth as factors having a severe impact on city
services. Seventy percent of city officials cite public safety retirement benefits as having a major or grave impact on
their city’s fiscal health.
Local Economy
The State influences over 77% of the City’s revenues. The property tax shift from cities, counties, and special districts
to schools ( ERAF) that began in 1992 has resulted in a loss of nearly $ 14 million in revenue to Martinez, and is
estimated to cost the City more than $ 3.4 million over the next two years. The Governor’s initial proposal to eliminate
the Vehicle License Fees ( VLF) backfill would have cost the City $ 1.4 million, or nearly 10% of its General Fund. At
this time, it appears that VLF fees will be restored to pre- 1998 levels; however, because the State has not yet adopted a
budget, we do not know with certainty what other reductions may be imposed on cities. We anticipate that most State
mandated reimbursements will be deferred, and Public Safety grants and Traffic Congestion Relief funds will be at
1 Survey of California cities conducted by the Institute for Self Government ( ILSG) in November 2002 ( Western City, May 2002).
risk. Given this level of uncertainty, it is essential that the City maintain a healthy reserve to address revenue shortfalls
that may result from the State’s actions.
The City’s General Fund revenue is projected to grow by 1.22% in 2003- 04 and 1.93% in 2004- 05. Property tax,
which represents 33.5% of General Fund revenues, is estimated to grow by a healthy 5% in 2003- 04, and another 3% in
2004- 05. Total sales tax is 24.6% of the City’s General Fund revenue and is expected to increase modestly by 3.5% in
FY 2003- 04 and 2% in FY 2004- 05, largely due to the opening of a large home improvement retail business late last
year. The total value of the other revenue sources such as the VLF backfill, franchise fees, business license tax,
transient occupancy tax, and user fees, is expected to grow at an overall rate of 3.2%. The City intends to evaluate its
fees in the coming months to ensure they are in line with costs and comparable to surrounding communities.
The cost of insurance has skyrocketed since September 11, 2001. Insurance includes workers’ compensation, liability,
and employee benefits, and represents 14.8% of the total budget. In addition, a recent actuarial analysis of the City’s
retiree medical benefits concluded that the City has a liability of $ 11.8 million. To meet this obligation, the City will
need to set aside an amount each year to fund current and future liability, which in 2003- 04 is $ 943,000, and in 2004- 05
is $ 978,000. To meet this obligation in 2004- 05, a transfer of nearly $ 560,000 from Unrestricted to Restricted Reserves
is required.
The cost of PERS retirement has also dramatically increased. In 2003- 2004, contributions will increase by nearly
$ 300,000, and in 2004- 05 by nearly $ 530,000 to $ 1.5 million. PERS has been forced to increase its projections for
employer contribution rates in future years, due to the dismal performance of the stock market for the third straight
year. By 2005- 06, PERS now estimates the City’s employer contribution rate for its sworn employees will surge to
33.4% of payroll, nearly $ 1.5 million, and the rate for miscellaneous employees will climb to nearly 13%, or $ 850,000.
Budget Highlights
Total General Fund expenditures, including one- time transfers from Reserves, are $ 15,659,185 in 2003- 04, and
$ 15,790,238 in 2004- 05. Staff has carefully reviewed all operations expenditures and has identified reductions of $ 1.1
million in comparison to 2002- 03. We are not recommending reductions in positions. The City’s staffing levels are
low in comparison to surrounding cities of similar size. For example, the City’s ratio of FTEs per 1,000 of population
is 3.5. The average of comparable cities is 4.6 FTEs/ 1,000 population. 2 Reductions in staff would severely impact our
ability to continue to provide essential services. The proposed budget includes the following significant changes:
2002- 03 Change % 2003- 04 Change % 2004- 05
Salaries $ 6,954,594 $ 360,560 5% $ 7,315,154 $ 295,312 4% $ 7,610,466
Insurance ( health, workers’ comp, liability) $ 1,733,822 $ 582,420 34% $ 2,316,302 $ 53,685 2% $ 2,369,987
PERS costs $ 646,944 $ 294,455 46% $ 941,399 $ 528,688 56% $ 1,470,087
Retiree medical $ 909,000 ($ 73,480) - 8% $ 835,520* $ 35,911 4% $ 871,431*
Vehicle replacement charges $ 656,385 ($ 392,905) - 60% $ 263,480 392,905 149% $ 656,385
Professional/ Technical Services $ 1,167,024 ($ 191,504) - 16% $ 975,520 $ 35,000 4% $ 1,010,520
Overtime and Temporary Services $ 1,238,843 ($ 274,669) - 22% $ 964,174 - - $ 964,174
Utilities Expenses $ 849,279 ($ 148,419) - 17% $ 700,860 - - $ 700,860
Contingency $ 100,000 $ 130,000 130% $ 230,000 ($ 185,000) - 80% $ 45,000
Debt Service ( City Hall COP) $ 256,808 ($ 196,601) - 77% $ 60,207 $ 194,050 322% $ 254,257
* A portion of the retiree medical costs is allocated to other funds; total costs are $ 943,000 in FY 2003- 04 and $ 978,000 in FY 2004- 05.
Salaries, retirement benefits, health benefits, and liability insurance represent 75% of the FY 2003- 04 operating budget
and 80% of the FY 2004- 05 operating budget.
2 Includes totals for primary services that are contracted by other cities ( ie Police Services)
Although a healthy fund balance is important to protect the City in times of econo mic uncertainty, it is equally
important to carefully invest where appropriate to enhance the quality of life and to support economic development
opportunities that will provide long term benefits to the City. A portion of the fund balance, $ 2,069,493, has been
designated to support the City Council’s goals:
2003- 2004 2004- 2005
Paving Projects $ 400,000 $ 250,000
Downtown Plan and EIR3 $ 225,000
Parks/ Beautification Projects $ 100,000 $ 100,000
Main Street Martinez $ 75,000
Chamber of Commerce $ 70,000
John Muir Amphitheater $ 68,000
Economic Development Plan $ 50,000
Extended Library Hours $ 38,500 $ 38,500
City Banner Program $ 30,000
Redevelopment Feasibility Study $ 30,000
Arts Development Fund $ 20,000
Legacy Project Survey $ 15,000
Retiree Medical Liability $ 559,493
Transfer Totals $ 1,121,500 $ 947,993
3 The City will receive a $ 75,000 grant to cover the remaining cost of the project.
General Fund Group Summary
2003- 2005 Proposed Budget
2003- 2004 2004- 2005
Revenues $ 14,564,385 $ 14,844,852
Expenditures/ Transfers ($ 14,537,685) ($ 14,842,245)
Excess Revenue/ Expenditures $ 26,700 $ 2,607
Investment from Reserves ($ 621,500) ($ 38,500)
Transfers to Restricted Reserves ($ 559,493)
Interfund Transfers In ( Out) ($ 500,000) ($ 350,000)
Net Change to Fund Balance ($ 1,094,800) ($ 945,386)
Beginning Fund Balance $ 7,124,980 $ 6,030,180
Ending Fund Balance $ 6,030,180 $ 5,084,794
The total budget for all City operating funds in 2003- 04 is $ 27,102,817 and in 2004- 05 is $ 27,763,088. All City
operating funds include: General, Gas Tax, Transportation, Equipment Replacement, Information Services, NPDES-Stormwater,
Parking, Water, Marina, Lighting and Landscaping Districts, Debt Service, and Special Assessment Funds.
Each of these funds consolidates the revenues, expenditures, and one- time investments for specific activities.
Highlights of the Other Funds budgets include:
A $ 140,200 set aside in the Parking Fund in FY 2003- 04 and a $ 105,400 set aside in FY 2004- 05 for a downtown
parking structure.
An increase of $ 36,700 in the Water Fund is proposed for several security enhancements. The Water Fund shows an
operating deficit of $ 257,914 in 2004- 05; however, a water rate analysis is in progress, and the recommendations of
that report may affect the revenue projections.
Capital Improvement Program
The Capital Improvement Program ( CIP) budget for 2003- 04 is $ 7,371,491 and $ 8,261,076 in 2004- 05. The projects
included in the program are described in Section 10, Capital Improvement Program.
CONCLUSION
The City must continue its efforts to strengthen the local economy by supporting existing businesses and aggressively
pursuing opportunities to attract new businesses that meet the community’s needs and diversify its economic base.
It is equally important that the City continue its prudent fiscal management to ensure that its resources are adequate to
draw upon if needed during times of economic uncertainty. The four- year projections presented in the budget indicate
significant operating deficits beginning in 2005- 06, largely due to extraordinary growth in the cost of health and
retirement benefits. Over the next year, the City will be identifying ways to both reduce costs and attract new sources
of revenue in order to preserve essential services and to maintain the City’s fiscal stability.
This Proposed Budget presents a plan for addressing the goals of the City Council within existing resources. It
supports both the immediate needs of the community and is cognizant of the long- term fiscal health and viability of the
City.
Respectfully Submitted,
June Catalano
City Manager
BUDGET GUIDE
The Budget for 2003- 2005 is a policy document that describes the City’s goals and objectives and indicates how resources are
allocated to achieve these goals. In addition, it serves as a financial plan, an operations guide, and a communications tool.
This Guide provides an overview of the elements of the document, gives a list of key budget assumptions, and describes the structure
of the City’s finances and the budget process. This section also includes a City organization chart and list of authorized positions.
ELEMENTS OF THE BUDGET DOCUMENT OVERVIEW
The document includes the following key elements:
Budget Message
The Budget Message is the City Manager’s transmittal letter to the City Council. The Budget Message summarizes the City’s
financial position, highlights key issues that are addressed in the budget, documents proposed new programs, and recommends
strategies for ensuring financial stability while continuing to provide high quality services to the community.
General Fund and All Funds Summaries
The General Fund and All Funds Summaries sections provide summary financial information regarding projected revenues,
expenditures, fund balances and reserves. These sections include fund descriptions and information regarding all revenue sources.
General Government and Departmental Operating Budgets
The General Government section provides descriptive information on the functions, accomplishments, objectives, and budget
highlights of the General Government budget group, and a listing of both historical and proposed expenditures for this area. This
section also contains narrative and financial information on the non- departmental services budget group, which represents a variety of
citywide functions, and financial information on specific special assessment and debt service funds.
The Departmental Operating Budgets are divided into individual sections for the following operating departments: Administrative
Services, Building, Community Development, and Police. Each section details the historical and proposed expenditures of the
respective department and includes a departmental organization chart, staffing summary, and list of major responsibilities.
Additionally, each department budget provides summary narrative and financial information for each of its divisions/ program areas
that includes significant accomplishments for FY 2002- 03, upcoming objectives, and budget highlights.
Capital Improvements
The Capital Improvements section details the proposed capital projects for the 2003- 05 fiscal years and those projects carried forward
from the prior year. This section includes projects that have been reviewed and approved by the City Council. Projects recommended
for funding have been selected based on criteria approved by the City Council.
Appendices
The Appendices section includes: the Budget Resolution; Appropriation ( Gann) Limit Resolution and Calculation; Investment Policy;
Fixed Assets Capitalization and Inventory Control Policy; City Profile; Area Map; Summary of Benefits by Rep Unit; Guide to Funds
by Number; Budget Glossary; and Budget Index.
KEY BUDGET ASSUMPTIONS
A number of assumptions were used to develop the 2- year operating budget. These assumptions will be carefully monitored
throughout the budget period, and adjusted as necessary during the budget cycle. The key budget assumptions for the 2- year budget
include both revenues and expenditures.
Revenue Assumptions
q   Property Tax revenues are expected to increase by 5% in FY 2003- 04 and 3% in FY 2004- 05. These growth assumptions are
representative of the region- wide surge in real estate values as a result of home sales. These projections are based on historical
trends of assessed valuation growth for the City of Martinez, and input from the County Assessor’s Office.
q   Sales Tax revenues will increase by approximately 3.5% in FY 2003- 04 and 2% in FY 2004- 05. These projections for modest
increases result from a combination of new big box retail revenues, partially offset by an overall softening of the regional retail
market.
q   Motor Vehicle In- Lieu Tax revenues are assumed to grow by approximately 2% in both FY 2003- 04 and FY 2004- 05 as the new
car market softens. This budget assumes there will be no State reductions.
q   Franchise Fee Revenues are expected to remain relatively the same in FY 2003- 04, and increase marginally in FY 2004- 05.
q   Other major general fund tax revenues such as Business License Tax, Documentary Transfer Tax, and Transient Occupancy Tax
are expected to increase between 1% and 5%.
q   Revenues from Police Services and Court Fines are expected to increase substantially in both fiscal years in anticipation of fee
increases.
q   Revenues from the State Mandated Services Program are expected to decrease substantially due to anticipated deferments of State
mandated reimbursements. Accordingly, the City has included in the budget only the reimbursements for Booking Fees, which are
expected to continue.
Expenditure Assumptions
q   Annual salary increases for all employee groups are anticipated for both budget years based upon the provisions of each
bargaining unit’s MOU.
q   Employer PERS contribution rates for Police Sworn personnel are expected to increase to 6.476% in FY 2003- 04 and 17.2% in FY
2004- 05. Employer PERS contribution rates for miscellaneous personnel are expected to increase to 3.638% in the first year and
7.8% in the second year.
q   Healthcare costs are expected to increase by 15% in both fiscal years.
q   Worker’s Compensation pay rates will increase in FY 2003- 04 to 9.2% of payroll. For FY 2004- 05, the rate assumes a 20%
reduction as a result of an anticipated improvement in the City’s claims experience.
q   Liability rates will increase by 99% to 7.7% of payroll for both FY 2003- 04 and FY 2004- 05.
q   A vehicle- purchasing freeze will be instituted for FY 2003- 04, resulting in total savings of $ 393,900 to the General Fund and
$ 600,000 across all funds.
q   The City’s refinanced 1992 City Hall Certificate of Participation ( COP) will result in a bond refund savings of $ 195,000 in FY
2003- 04. The refinanced 1993 Water System COP will result in savings of $ 24,600 in FY 2003- 04 and $ 24,700 in FY 2004- 05.
q   The PERS rate charged to departments is an average rate based on the past 10 years. This methodology is designed to mitigate
PERS rate volatility. When the actual PERS rate falls below the charged ( average) rate, the excess funds are kept in a liability
account to offset times when the actual PERS rate exceeds the average rate.
STRUCTURE OF THE CITY’S FINANCES
The City’s finances are structured in a variety of funds, which are the basic accounting and reporting entities in governmental
accounting. The funds that comprise the 2003- 05 Budget are grouped into the major categories described as follows:
General Fund
The General Fund is the general operating fund of the City of Martinez. It is used to account for all financial resources except those
required to be accounted for in another fund. The major revenue sources for this fund are property taxes; sales taxes; other taxes ( such
as the Vehicle License Fees, Transient Occupancy, and Documentary Transfer taxes); licenses; fees; and other sources such as interest
income. Expenditures are made for general administrative services, public safety, most street work, and other services not required to
be accounted for in another fund.
Special Revenue Funds
Special Revenue Funds are used to account for the proceeds of specific revenue sources ( other than major capital projects) that are
legally restricted to expenditures for specific purposes. Special revenue funds include Cops grants, gasoline tax, transportation funds,
and National Pollution Discharge Elimination System ( NPDES).
Debt Service Funds
Debt Service Funds are used to account for the accumulation of resources for, and the payment of, general long- term debt principal,
interest and related costs ( other than those paid for by the Enterprise Funds).
Internal Service Funds
Internal Service Funds are proprietary funds used to by the City to account for the financing of goods or services provided by one
department or agency to other departments or agencies of the City on a cost- reimbursement basis. The City’s Internal Service Funds
are the Equipment Replacement Fund and the Management Information System ( MIS) Fund.
Enterprise Funds
Enterprise Funds are used to account for operatio ns ( a) that are financed and operated in a manner similar to private business
enterprises, where the intent of the City is that the costs and expenses, including depreciation, of providing goods or services to the
general public on a continuing basis be financed or recovered primarily through user charges; or ( b) where the City has decided that
periodic determination of revenue earned, expenses incurred, and/ or net income is appropriate for capital maintenance, public policy,
management control, accountability, or other purposes. The City’s Enterprise Funds include the Parking Services, Water, and Marina
funds.
Capital Improvement Program ( CIP) Funds
CIP Funds are used to account for financial resources to be used for the acquisition or construction of major capital facilities ( other
than those financed by Enterprise Funds).
THE BUDGET PROCESS
The budget includes the City’s 2- year operating budget and 5- year Capital Improvement Program ( CIP). As with any budget
preparation, the ongoing process includes the phases of development, proposal, adoption, and monitoring. The process began with the
preparation and distribution of budget instructions and guidelines by the Administrative Services Department in January. Departments
were instructed to submit their budget requests to the City Manager by the end of February so that the 2- year budget could be
developed and reviewed by the Budget Subcommittee. Additionally, the City Council held public goal- setting sessions in March and
May to establish the City’s priorities for the budget period. Also in May, the Council held a Budget Workshop to present and discuss
the City’s budget calendar, goals and objectives, and key financial information. The budget – and an appropriations resolution to fund
both years of the budget – is scheduled for presentation and adoption at a public City Council meeting in the month of June.
After the budget has been adopted, the monitoring phase will begin. Department heads will maintain control over their respective
funds and ensure adequate resources are available. A mid- year budget review will be conducted in February of each of the two fiscal
years. The City will conduct an annual budget review in June of the first year, and at that time make any changes to update the second
budget year. Any necessary adjustments to the budget will be enacted by City Council resolution.
Level of Budget Control
The 2- year budget is prepared by fund, function, and department. The City’s department heads may make transfers of appropriations
within their respective departments. The City Manager is authorized to revise the budget so long as the total revisions in any single
budget year do not exceed 5% of the budget, and provided that sufficient revenues are available to offset such revisions. Council
approval is required for additional appropriation from fund balances or new revenue sources. The legal level of budgetary control is
the department level.
Basis of Accounting
Basis of accounting refers to how revenues and expenditures or expenses are recognized in the accounts and reported in the financial
statements, regardless of the measurement focus applied. All governmental funds and agency funds are accounted for using the
modified accrual basis of accounting. These fund revenues are recognized when they become measurable and available as net current
assets. Measurable means the amount of the transaction can be determined, and available means the amount is collectable within the
current period. Amounts which could not be measured or were not available are not accrued in the current fiscal year.
Revenues that are susceptible to accrual are property, sales, and franchise taxes, licenses, special assessments and interest revenue, and
certain other intergovernmental revenues. Fines, permits, and charges for services are not susceptible to accrual because they are not
measurable until received in cash.
Expenditures are generally recognized under the modified accrual basis of accounting. An exception to this rule is principal and
interest on general long- term debt, which is not recognized by debt service funds until it is due. Financial resources usually are
appropriated in funds responsible for repaying the debt for transfers to a debt service fund in the period in which maturing debt
principal and interest must be paid. Thus, the liability is recognized by the fund responsible for paying the debt, not the debt service
fund.
All proprietary funds are accounted for using the accrued basis of accounting. Their revenues are recognized when they are earned
and their expenses are recognized when they are incurred. Depreciation of all proprietary fund fixed assets is charged as an expense
against operations each year, and the total amount of depreciation taken over the years, called accumulated depreciation, is reported on
the proprietary fund’s balance sheet as a reduction in the book value of the fixed assets.
Cost Allocation
Cost allocation is a means by which the City charges various non- General Fund groups for work effort provided in those areas, and
then “ recovers” the costs to the General Fund. The City uses both direct and indirect cost allocation. Direct costs are readily
identifiable with a specific service or project and benefit one cost objective. Direct costs are based on “ time and attendance,” or
documented hours spent performing a particular task or service. These costs are budgeted based on both trends and specific
information provided by department heads. For indirect costs, the City uses a new multiplier formula to comp ute citywide and
department level allocations. This formula calculates departmental and citywide overhead factors based on the distribution of
expenditures between the categories of personnel, operating, and capital costs. The multipliers are then applied to areas such as the
enterprise, internal service ( proprietary), and special revenue funds to determine what amounts should be re- allocated to the General
Fund.
City of Martinez Organization Chart
City Clerk
City Attorney
Admin Services Dept Building Dept Community Development Dept Police Dept
City Manager City Commissions/ Committees
City Council City Treasurer
Citizens of Martinez
CITY STAFFING SUMMARY
Authorized Positions
Actual
2001- 02
Actual
2002- 03
Recommended
2003- 04
Recommended
2004- 05
General Government 3.00 3.00 3.00 3.00
Administrative Services 11.00 11.00 11.00 11.00
Building Dept 7.00 7.00 7.00 7.00
Community Development Dept 53.80 54.80 54.80 54.80
Police 53.00 55.00* 56.00** 55.00*
* Includes one grant funded position
** Includes two grant funded positions
GRAND TOTAL 127.80 130.80 131.80 130.80
GENERAL FUND SUMMARY
The General Fund is the City’s primary reporting entity for current general government operations of the City of Martinez. It accounts
for all financial resources not required by law or administrative action to be accounted for in another fund. All revenues not restricted
to specific purposes are recorded in the General Fund, and likewise all services that are of a general nature – police, routine public
works activities, development- related functions, leisure activities, and general administrative support – are budgeted here. The
General Fund is the City’s largest operating fund. An expenditure summary is also provided in this section. More detail regarding
expenditures can be found in sections 5- 10. Historical information and 4 year projections for the General Fund complete this section.
GENERAL FUND REVENUES
Major revenue sources to the General Fund include a variety of taxes, fees, and other miscellaneous income. The revenue sources
listed below each generate a minimum of $ 100,000 annually. The top four revenue sources, presented in order of revenue, are
Property Tax, Sales and Use Tax, Motor Vehicle In- Lieu Tax, and Franchise Fees.
Property Tax
Property taxes are levied by the County and are based on an annual assessed valuation of the property by the County Assessor. The
property tax is limited to 1% of the assessed value, of which Martinez receives approximately 15% as its share. The balance is shared
by the following: Contra Costa County ( 26%), school districts ( 33%), special districts ( 7%) and the Education Revenue Augmentation
Fund ( ERAF 19%). The chart below illustrates how the City shares property tax with other agencies.
City of Martinez Property Tax Allocation
15%
26%
33%
19%
7%
City County Schools ERAF Special Districts
Property tax revenue is expected to increase by 5% in FY 2003- 04 to $ 4.88 million and 3% in FY 2004- 05 to $ 5.03 million, largely
due to new construction and the reassessment of recently sold properties. These assumptions are representative of the region- wide
surge in real estate values as a result of strong home sales activity. Projections are based on historical trends of assessed valuation
growth for the City of Martinez and input from the County Assessor’s Office.
Sales and Use Tax
Sales tax is imposed on retailers for the privilege of selling tangible personal property. Use tax is imposed on the user of a product
purchased out- of- state and delivered for use in California. Local sales tax revenue is distributed by the State. Cities receive 1% of
sales tax revenue based on a point- of- sale formula. Sales tax revenue is projected to grow by 3.5% in FY 2003- 04 to $ 3.22 million
and 2% in FY 2004- 05 to $ 3.28 million. These projections for modest increases result from a combination of strong big box retail
revenues, partially offset by an overall softening in the local retail market.
Motor Vehicle In- Lieu Tax
A license fee equivalent to 2% of the market value of motor vehicles is imposed annually by the state “ in lieu” of personal property
taxes. Most of this revenue is shared equally by cities and counties. Proposition 36 of 1986 ( Article XI, Section 15) requires that the
Vehicle License Fee ( VLF) be allocated to cities and counties. However, the legislature may alter the tax rate and allocation among
cities and counties. The rate was reduced by two- thirds in 1998, with the State providing the backfill from its General Fund. The
Vehicle License Fees are expected to rise next year in an effort to alleviate a portion of the State budget deficit.
We have projected a 2% increase for each of the next two years, and have estimated revenues of $ 2.08 million for FY 2003- 04, and
$ 2.12 million for FY 2004- 05.
Franchise Fees
The City imposes fees on certain utility companies and other businesses for “ rental” of the city streets and rights- of- way. In Martinez,
franchise fees based upon a percentage of total revenue are collected from several agencies including PG& E, Comcast ( cable
television), and Pleasant Hill/ Bayshore Disposal ( refuse collection, disposal, recycling). The City also receives franchise fees for
pipelines that are based upon specific dimensions. These calculations are periodically adjusted to reflect CPI increases. This revenue
source is projected to remain relatively the same at $ 921,000 in FY 2003- 04, and increase marginally to $ 939,000 in FY 2004- 05.
The chart below provides a historical perspective of the growth of the top four General Fund revenue sources over the past 10 years.
Note: Sales Tax Revenues for FY 2001- 02 include audit adjustments for deferred revenues and accruals at year- end. The drop from FY 2001- 02 to FY 2002- 03 is the result of
these adjustments and an overall softening of the economy.
Other major revenues allocated to the General Fund include the following:
Sales and Use Tax – Public Safety
This is a one- half cent sales tax received from the County based on our local sales tax and is earmarked for local public safety. This
revenue is estimated to increase at the same rate as our regular sales tax revenue. Projected revenues are $ 367,000 for FY 2003- 04
and $ 375,000 for FY 2004- 05.
City of Martinez Major Revenues History
$-
$ 500,000
$ 1,000,000
$ 1,500,000
$ 2,000,000
$ 2,500,000
$ 3,000,000
$ 3,500,000
$ 4,000,000
$ 4,500,000
$ 5,000,000
Property
Taxes
Sales
Tax
VLF Franchise
Fees
1993/ 94
1994/ 95
1995/ 96
1996/ 97
1997/ 98
1998/ 99
1999/ 00
2000/ 01
2001/ 02
2002/ 03
Documentary Transfer Tax
The documentary transfer tax is based on the transfer of ownership of real estate. The City shares in the $ 1.10 tax that is collected by
the County. This revenue source is projected to increase marginally over current year’s revenues to $ 180,000 in FY 2003- 04 and to
$ 181,000 in FY 2004- 05. This projected increase can be attributed to the overall increased value of properties within City limits.
Transient Occupancy Tax
The transient occupancy tax is a 10% tax imposed by the City on hotel and motel room charges. The revenue for this fiscal year is
expected to remain flat at $ 300,000 for both fiscal years.
Business License Tax
The business license tax is imposed on businesses for the privilege of conducting business within the city. This revenue source is
estimated to increase in FY 2003- 04 by 1.4% for a CPI adjustment. We are also projecting an additional 5% as a result of the City’s
enforcement efforts. It is estimated that the revenue for FY 2003- 04 and FY 2004- 05 will be $ 421,621 and $ 448,900, respectively.
Building Permits
Building permit fees are collected to cover the cost of regulating the construction of new buildings. This regulation allows cities the
means to protect the overall community interests. Over the next two years, this revenue source is expected to increase at the same rate
as the CPI – projected to be 1.4% – to approximately $ 294,000 in FY 2003- 04 and $ 298,000 in FY 2004- 05.
Court Fines
This includes fines for parking and moving violations. The annual revenue is expected to increase to approximately $ 381,000 in FY
2003- 04 and $ 389,000 in FY 2004- 05 as a result of anticipated fee increases.
Interest Income
This is the interest the City earns on investment of its funds. The City invests in the State investment pool referred to as the Local
Agency Investment Fund ( LAIF). Interest income of $ 275,000 is projected for the next fiscal two years as interest rates are expected
to remain constant.
State Mandated Services
The State Mandated Services Program reimburses the City for specific mandated administrative tasks that would not otherwise be
performed by the City. The Booking Fees Relief portion of the revenue, which in prior years was appropriated to ERAF revenues, has
been moved here to more accurately reflect the nature of the revenue. The annual revenues of $ 76,000 projected for this fund include
only Booking Fees in both FY 2003- 04 and FY 2004- 05, as the State has announced its intention to defer reimbursements for all other
mandated services.
Daycare Fees
These fees are collected to offset the cost of providing contract child daycare services. This revenue is expected to increase to
approximately $ 172,200 next year, assuming continued funding from the County for the Headstart program and a modest increase in
enrollments. A like amount is projected for FY 2004- 05.
Water System In- Lieu Tax
This tax is assessed to the water district as “ rent” to cover the cost of using the City’s infrastructure. This revenue is projected to rise
by 5% in FY 2003- 04 to $ 310,000, and 3% in FY 2004- 05, reflecting the increasing costs for General Fund support services.
GENERAL FUND BUDGETED REVENUES
General Fund FY 2003 - 2004 Revenues
Property Taxes
$ 4,881
33% Total Sales Taxes
$ 3,585
24%
Licenses $ 1,741
12%
Other $ 821
6%
Fees $ 976
7% Other Taxes
$ 2,560
18%
Total $ 14,564 ( 000' s)
General Fund FY 2004 - 2005 Revenues
Property Taxes
$ 5,027
33% Total Sales Taxes
$ 3,657
25%
Licenses $ 1,793
12%
Other $ 773
5%
Fees $ 991
7% Other Taxes
$ 2,603
18%
Total $ 14,845 ( 000' s)
City of Martinez General Fund Revenue Budget FY 2003- 2004 and 2004- 2005
FY 2002- 2003 FY 2003- 2004 FY 2004- 2005
Adjusted Proposed Increase Proposed Increase
Budget Budget ( Decrease) Budget ( Decrease)
01 301 PROPERTY TAXES 4,648,440 4,880,862 232,422 5,027,288 146,426
01 306 SALES & USE TAX 3,109,000 3,217,815 108,815 3,282,171 64,356
01 306 2 SALES & USE TAX- PUBLIC SAFETY 355,000 367,425 12,425 374,774 7,349
01 308 DOCUMENTARY TRANSFER TAX 179,000 180,000 1,000 181,000 1,000
01 309 TRANSIENT OCCUPANCY TAX 350,000 300,000 ( 50,000) 300,000
01 311 BUSINESS LICENSES 396,000 421,621 25,621 448,900 27,279
01 314 BUSINESS FRANCHISE 923,275 920,710 ( 2,565) 938,968 18,258
01 315 BUILDING PERMITS 290,000 294,060 4,060 298,177 4,117
01 316 MECHANICAL PERMITS 35,000 45,000 10,000 45,000
01 317 PUBLIC WORKS INSPECTION 80,000 70,000 ( 10,000) 70,000
01 322 COURT FINES 331,000 381,000 50,000 388,620 7,620
01 331 INTEREST INCOME 275,000 275,000 275,000
01 332 RENTS & LEASES 10,000 1,000 ( 9,000) 1,000
01 333 COMMISSIONS 350 355 5 355
01 334 SENIOR CENTER RENTAL 4,600 4,600 4,600
01 337 SOLID WASTE 16,500 16,731 231 16,731
01 342 IN- LIEU AUTO TAX 2,030,000 2,080,000 50,000 2,121,600 41,600
01 346 PRIVATE GRANTS- 805 ACTIVITY 7,000 7,000 7,000
01 348 STATE GRANTS 30,392 ( 30,392)
01 349 STATE MANDATED SERVICES 76,000 76,000 76,000
01 351 PLANNING FEES 60,000 60,000 62,400 2,400
01 352 MAPS & PUBLICATIONS SALES 300 300 300
01 354 ENGINEER PLAN CHECK FEES 50,000 50,000 52,000 2,000
01 356 1 DAY CARE FEES 148,000 172,200 24,200 172,200
01 357 PLANNING PLAN CHECK FEES 15,000 15,000 15,600 600
01 358 PARK RESERVATION FEES 16,000 20,240 4,240 20,240
01 361 POLICE SERVICES 40,000 118,000 78,000 118,000
01 362 GENERAL RECREATION FEES 23,000 30,276 7,276 30,276
01 363 RECREATION CLASS FEES 10,000 12,120 2,120 12,120
01 364 ADULT SPORTS 40,000 49,480 9,480 49,480
01 365 SWIM POOL ADMISS/ CONCESS 20,000 20,240 240 20,240
01 367 NET TOURNAMENT REVENUE 5,000 5,060 60 5,060
01 368 CONCESSIONS 3,000 3,036 36 3,036
01 370 SENIOR NON- RESIDENT FEES 2,000 2,000 2,000
01 386 P. E. R. S. RATE REDUCTION 366,635 ( 366,635)
01 388 WATER SYSTEM IN LIEU TAX 295,000 309,750 14,750 319,043 9,293
01 389 WATER SYSTEM ADMIN FEE 76,188 79,236 3,048 82,405 3,169
01 392 BOND FEES 4,000 3,268 ( 732) 3,268
01 397 REFUNDS & REBATES 5,000 5,000 5,000
01 398 INSURANCE REBATES 50,000 55,000 5,000 ( 55,000)
01 399 WORKER'S COMP REIMBURSE 15,000 15,000 15,000
----------------- ----------------- ----------------- ----------------- -----------------
Total General Fund Revenue 14,388,680 14,564,385 175,705 14,844,852 280,467
========== ========== ========== ========== ==========
GENERAL FUND EXPENDITURES & RESERVES/ TRANSFERS SUMMARY
General Fund FY 2003 - 2004 Expenditures & Reserve/ Transfers
Building Department
$ 673
4%
Community
Development $ 4,410
28%
Nondepartmental
$ 830
5%
Administrative
Services $ 625
4%
General Government
$ 779
Transfers to 5%
Restricted Reserves
$ 564
4%
Police Services
$ 7,260
47%
Transfers Out $ 518
3%
Total $ 15,659 ( 000' s)
Operations $ 14,537,685,
Transfers/ One- Time $ 1,121,500
General Fund FY 2004 - 2005 Expenditures & Reserves/ Transfers
Police Services
$ 7,840
50%
Transfers to
Restricted Reserves
$ 559
4%
Building Department
$ 743
5%
Community
Development $ 4,120
26%
Nondepartmental
$ 685
4%
General Government
$ 838
5% Administrative
Services $ 635
4%
Transfers Out $ 368
2%
Total $ 15,790 ( 000' s)
Operations $ 14,842,245,
Transfers/ One- Time $ 947,993
City of Martinez General Fund Revenues - 10 Year History
Actual Actual Actual Actual Actual Actual Actual Actual Projected Budget Increase Budget Increase
Description 94/ 95 95/ 96 96/ 97 97/ 98 98/ 99 99/ 00 00/ 01 01/ 02 02/ 03 03/ 04 ( Decrease) 04/ 05 ( Decrease)
PROPERTY TAXES 3,418,355 3,439,928 3,538,786 3,439,598 3,675,351 4,056,308 4,454,216 4,435,184 4,648,440 4,880,862 232,422 5,027,288 146,426
SALES TAXES 3,321,547 3,170,084 2,819,005 2,815,573 3,230,832 3,455,957 2,537,196 4,107,175 3,464,000 3,585,240 121,240 3,656,945 71,705
OTHER TAXES 1,485,556 1,598,800 1,618,661 1,777,892 2,035,605 2,275,665 2,505,697 2,574,214 2,559,000 2,560,000 1,000 2,602,600 42,600
LICENSES, PERMITS AND FEES 1,213,552 1,445,039 1,415,700 1,522,099 1,802,328 1,755,436 1,794,025 1,726,858 1,704,275 1,741,391 37,116 1,793,445 52,054
INTERGOVERNMENTAL 33,820 54,108 107,461 118,258 248,653 150,821 541,155 191,762 106,392 76,000 ( 30,392) 76,000
CHARGES FOR SERVICES 795,908 842,300 826,015 1,089,418 857,764 1,320,942 1,146,787 1,243,195 1,216,273 983,324 ( 232,949) 998,386 15,062
FINES AND FORFEITS 237,831 240,173 212,477 173,354 234,651 189,891 229,903 280,697 331,000 381,000 50,000 388,620 7,620
USE OF MONEY AND PROPERTY 81,972 148,187 137,609 299,557 283,749 240,504 478,757 343,278 285,000 276,000 ( 9,000) 276,000
MISCELLANEOUS 566,810 476,633 563,719 573,124 377,311 1,142,187 337,705 365,982 74,300 80,568 6,268 25,568 ( 55,000)
------------------------------------------------------------------------------------------------------------------------------- ----------------------------------------------------------- ----------------------------------
TOTAL GENERAL FUND GROUP 11,155,351 11,415,252 11,239,433 11,808,873 12,746,244 14,587,711 14,025,441 15,268,345 14,388,680 14,564,385 175,705 14,844,852 280,467
========== ========== ========== ========== ========== ========== ========== ========== ========== ========== ========== ========== ==========
Actual Actual Actual Actual Actual Actual Actual Actual Projected Budget Budget
94/ 95 95/ 96 96/ 97 97/ 98 98/ 99 99/ 00 00/ 01 01/ 02 02/ 03 03/ 04 04/ 05
General Government 950,670 899,647 800,504 934,287 1,010,819 1,111,298 1,419,168 0 0 0 0
General Government: less Admin Serv0ices 0 0 0 0 0 0 981,212 923,128 778,526 838,037
Non Departmental 532,850 750,497 848,937 712,652 911,277 643,098 450,757 672,191 938,670 830,042 685,702
Admistrative Services 0 0 0 0 0 0 0 596,745 593,064 624,844 635,378
Com/ Econ Development 1,069,602 971,845 933,737 925,618 1,013,765 961,277 1,304,433 0 0 0 0
Community Development 0 0 0 0 0 0 0 4,182,718 4,393,422 4,409,669 4,119,876
Police Services 5,656,478 5,658,456 5,010,295 5,273,968 5,777,093 5,793,758 5,924,990 6,505,642 6,787,646 7,260,499 7,840,404
Public Works 2,084,644 1,868,162 1,630,516 1,525,922 1,418,354 1,384,804 1,445,886 0 0 0 0
Building Department 0 0 0 0 0 0 0 580,976 613,446 673,335 743,348
Community Services 1,075,599 1,005,452 966,769 1,018,023 923,099 918,710 1,117,326 0 0 0 0
------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------
Total 11,369,843 11,154,059 10,190,758 10,390,470 11,054,407 10,812,945 11,662,560 13,519,484 14,249,377 14,576,915 14,862,745
===================================================================================================
Note: The General Fund Expenditures – 10 Year History reflects reorganization of City departments implemented in FY 2001- 02
1) General Government formerly consisted of the City Council, City Manager, City Attorney, City Clerk, City Treasurer and Administrative Services
2) General Government budget group now separate from Administrative Services
3) Non- Departmental program area unchanged
4) Administrative Services budget group now separate from General Government and consists of Administration, Finance, Personnel, and Information
Systems
5) Community/ Economic Development formerly consisted of Community Development Administration, Economic Development, Planning, Inspection,
Code Enforcement, and Engineering
6) Community Development now consists of Community Development Administration, Economic Development, Planning, Engineering, Public Works,
and Recreation and Community Services
7) Police Services unchanged
8) Public Works now incorporated into Community Development
9) Building Department consists of Inspection and Code Enforcement
10) Community Services now incorporated into Community Development
City of Martinez General Fund Summary - 10 Year History
Actual Actual Actual Actual Actual Actual Actual Actual Projected Budget Budget
94/ 95 95/ 96 96/ 97 97/ 98 98/ 99 99/ 00 00/ 01 01/ 02 02/ 03 03/ 04 04/ 05
OPERATIONS HISTORY
Revenues 11,155,351 11,415,252 11,239,433 11,808,873 13,137,621 14,587,711 14,025,441 15,268,345 14,388,680 14,564,385 14,844,852
------------------------------------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------
Expenditures 11,369,843 11,154,059 10,190,758 10,390,470 11,054,407 10,812,944 11,662,560 13,519,484 14,249,377 14,576,915 14,862,745
Operating Transfers, net 102,645 321,335 309,294 550,569 753,175 487,072 416,772 757,482 575,000 518,000 368,000
Investments from reserves
------------------------------------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------
Total Expenditures and Transfers 11,472,488 11,475,394 10,500,052 10,941,039 11,807,582 11,300,016 12,079,332 14,276,966 14,824,377 15,094,915 15,230,745
------------------------------------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------
Revenues Over/( Under) Expenditures ( 317,137) ( 60,142) 739,381 867,834 1,330,039 3,287,695 1,946,109 991,379 ( 435,697) ( 530,530) ( 385,893)
==============================================================================================================
UNRESTRICTED RESERVES HISTORY
Beginning of the year 8,834 133,675 73,533 534,796 1,305,016 2,388,378 5,008,252 7,138,862 8,219,677 7,124,980 6,030,180
Revenues Over/( Under) Expenditures ( 317,137) ( 60,142) 739,381 867,834 1,330,039 3,287,695 1,946,109 991,379 ( 435,697) ( 530,530) ( 385,893)
Equity Transfers ( nonrecurring items) 300,000
Designations Transfers- Decr/( Incr) 141,978 ( 278,118) ( 97,614) ( 246,677) ( 667,821) 184,501 89,436 ( 659,000) ( 564,270) ( 559,493)
------------------------------------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------
End of the year 133,675 73,533 534,796 1,305,016 2,388,378 5,008,252 7,138,862 8,219,677 7,124,980 6,030,180 5,084,794
==============================================================================================================
RESTRICTED RESERVES HISTORY
Encumbrances 13,550 11,400
Catastrophes 300,000 300,000 300,000 300,000 300,000 300,000 300,000 300,000 300,000 300,000 300,000
Contingencies 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000
Waterfront Improvement
H. I. P. Guarantee 90,000
Retired Employees' Medical 162,157 291,169 553,274 825,360 870,517 1,089,279 1,157,456 1,107,456 1,766,456 2,330,726 2,890,219
Deferred Maintenance 100,000 105,802 111,593 117,844 122,055 122,055 122,055 122,055 122,055
M. A. D. 120,000 120,000 182,425 182,425 182,425 182,425 182,425
Grants & Other 51,700 58,392 173,921 84,332 37,840 26,078 20,212 40,424 40,424 40,424 40,424
------------------------------------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------
Total Restricted Reserves 627,407 850,961 1,227,195 1,415,494 1,539,950 1,753,201 1,882,148 1,852,360 2,511,360 3,075,630 3,635,123
==============================================================================================================
GENERAL FUND FOUR YEAR BUDGET PROJECTIONS
Revenues
Property tax revenues will increase 3% per year based on the assumption that assessed valuations will rise as people continue to move
farther away from the Bay Area, thereby increasing home sales in Contra Costa County.
The following tax sources are projected to increase at the same rate as the CPI, which is estimated to be 3%:
Sales tax, sales and use tax for public safety, documentary transfer tax, water system in lieu tax, vehicle in lieu tax, and transient
occupancy tax.
Licenses and permits, fines and forfeits, current fees, income from use of property, and other miscellaneous revenues are also expected
to increase by 3% per year.
No increase is expected in revenue from other agencies.
Expenditures
Salaries increase 5% annually ( based on trend; includes COLA and step increases).
Health benefits increase 15% annually.
PERS employer rates ( per PERS Actuarial):
2003- 2004 2004- 2005 2005- 2006 2006- 2007 2007- 2008 2008- 2009
Sworn 6.476% 17.2% 33.4% 34.6% 35% 35%
Misc JFA 3.638% 7.8% 12.1% 12.7% 12.7% 12.7%
Misc City 0% 0% 150% 150% 150% 150%
Non- salary/ benefit operating expenditures increase by CPI rate projected to be 3%.
Retiree benefit liability based on actuarial study less funds set aside in Nongovernmental to pay retiree benefits.
City of Martinez General Fund Summary - 4 Year Projection
REVENUES 03- 04 04- 05 05- 06 06- 07 07- 08 08- 09
Budget Budget Projection Projection Projection Projection
Property Taxes 4,880,862 5,027,288 5,178,107 5,333,450 5,493,453 5,658,257
Sales Taxes 3,585,240 3,656,945 3,766,653 3,879,652 4,013,452 4,133,856
Other taxes 2,560,000 2,921,643 3,009,292 3,099,571 3,192,558 3,288,335
Licenses 1,741,391 1,387,686 1,427,054 1,474,345 1,511,204 1,548,984
Fees 983,324 988,466 1,018,120 1,048,985 1,081,120 1,114,591
Other 813,568 862,824 995,657 1,126,154 1,265,808 1,415,157
------------------ ------------------ ------------------ ------------------ ------------------ ------------------
Total Revenue 14,564,385 14,844,852 15,394,883 15,962,157 16,557,595 17,159,180
========== ========== ========== ========== ========== ==========
EXPENDITURES
General Government 778,526 838,037 991,136 1,018,331 1,099,902 1,174,081
Nondepartmental 830,042 685,702 760,954 827,166 902,429 987,660
Administrative Services 624,844 635,378 711,840 757,065 810,724 858,012
Community Development 3,788,169 4,081,376 4,469,190 4,705,274 4,977,654 5,223,262
Police Services 7,260,499 7,840,404 8,937,361 9,443,687 10,002,259 10,509,213
Building Depart 673,335 743,348 813,311 856,835 907,264 952,758
Transfers Out 18,000 18,000
Transfer to Restricted Reserves 564,270
------------------ ------------------ ------------------ ------------------ ------------------ ------------------
Total Expenditures & Transfers 14,537,685 14,842,245 16,683,792 17,608,359 18,700,232 19,704,986
========== ========== ========== ========== ========== ==========
Operating Surplus ( Deficit) 26,700 2,607 ( 1,288,909) ( 1,646,202) ( 2,142,637) ( 2,545,806)
========== ========== ========== ========== ========== ==========
RESERVES
Unrestricted Reserves
Beginning Balance 7,124,980 6,030,180 5,084,794 3,206,929 984,655 ( 1,767,983)
Reserves/ Transfers In ( Out) ( 500,000) ( 350,000) ( 18,000) ( 18,000) ( 18,000) ( 18,000)
One- time Capital Investments from Reserves ( 621,500) ( 38,500) 0 0 0 0
Transfer to Restricted Reserves 0 ( 559,493) ( 570,956) ( 558,072) ( 592,002) ( 511,924)
------------------ ------------------ ------------------ ------------------ ------------------ ------------------
Ending Balance 6,030,180 5,084,794 3,206,929 984,655 ( 1,767,983) ( 4,843,714)
========== ========== ========== ========== ========== ==========
Restricted Reserves
Catastrophes 300,000 300,000 300,000 300,000 300,000 300,000
Contingencies 100,000 100,000 100,000 100,000 100,000 100,000
Retiree Health Benefits 2,330,726 2,890,219 3,461,175 4,019,247 4,611,249 5,123,173
Deferred Maintenance 122,055 122,055 122,055 122,055 122,055 122,055
Other 222,849 222,849 222,849 222,849 222,849 222,849
------------------ ------------------ ------------------ ------------------ ------------------ ------------------
Total Reserves 9,105,810 8,719,917 7,413,008 5,748,806 3,588,170 1,024,363
========== ========== ========== ========== ========== ==========
ALL FUNDS SUMMARY
GENERAL FUND
The General Fund is the City’s primary reporting entity for current general government operations of the City of Martinez. It accounts
for all financial resources not required by law or administrative action to be accounted for in another fund. Section 3 of this Budget
provides a detailed description of the General Fund.
SPECIAL REVENUE FUNDS
Special Revenue Funds account for revenue sources that are legally restricted to specific purposes. The following is a list of the City’s
special revenue funds:
Cops Grants
These are Federal and State grants received by the Police Department for improvements in public safety technology and other special
projects. The City has approximately $ 335,400 available for this purpose. The City estimates it will receive $ 76,700 in new federal
grants each of the next two years to support the School Resource Officer, but does not anticipate any new State grant money at this
time.
Gasoline Tax
Gasoline tax is a tax on each gallon of fuel used to propel a motor vehicle or aircraft. Gas tax revenue is distributed to cities using
several formulas. These funds must be used exclusively for engineering costs, maintenance and repair, and capital improvement
projects related to City streets. In FY 2003- 04, revenue is expected to be approximately $ 737,000, of which $ 282,000 is for paving
projects and $ 455,000 is for maintenance and operations. In FY 2004- 05, revenue is estimated to be $ 715,700, of which $ 210,000 is
reserved for paving and $ 505,700 is reserved for maintenance and operations.
Transportation Funds
These funds are a combination of State and Federal grants and Measure C funds that provide congestion relief through capital
improvements and transportation network and growth management. Measure C funds are local revenue used to leverage Federal and
State contributions available for transportation projects. Revenue available from Measure C funds for transportation projects is
projected to be $ 400,000 both years.
National Pollution Discharge Elimination System ( NPDES)
The City participates in the Contra Costa County Flood Control and Water Conservation District for the collection, administration,
distribution, and expenditure of funds derived from stormwater utility assessments. The assessment is collected with property taxes
received by the County Tax Collector. Revenue is used for pollution control improvements and drainage system maintenance.
Revenue for both years is estimated to be $ 653,000, of which $ 117,000 is distributed to the Regional Water Quality Control Board to
pay for a variety of costs related to public education, activity monitoring, management and staffing, and permit issuance.
DEBT SERVICE FUNDS
Debt Service Funds are used to account for the accumulation of resources for and the payment of general long- term debt principal,
interest and related costs ( other than those paid for by the Enterprise Funds). Details pertaining to the City’s Debt Service for the
General Fund can be found in Section 5 of this Budget.
INTERNAL SERVICE FUNDS
Internal Service Funds are proprietary funds used by the City to account for the financing of goods or services provided by one
department or agency to other departments or agencies of the City on a cost- reimbursement basis. The City’s Internal Service Funds
are the Equipment Replacement Fund and the Management Information System ( MIS) Fund.
Costs for the Equipment Replacement Fund are considered to be “ direct costs” that are readily identifiable with a specific service. The
Equipment Replacement Fund equipment and vehicle rates will remain constant with FY 2002- 03 rates until FY 2005- 06. For FY
2003- 04, the replacement cost for vehicle equipment will not be charged and a freeze on the purchase of new vehicles is in effect. In
FY 2004- 05, the replacement charge is included. Costs for the MIS Fund are considered to be “ indirect costs” that are not easily
associated with a specific service. These costs are distributed by both number of workstations and overall use of technology. Each
major area within the General Fund is assigned a cost multiplier that is applied to charges for MIS services. The resulting figures are
then charged to the appropriate areas of the General Fund.
ENTERPRISE FUNDS
Enterprise Funds are used to account for operations ( a) that are financed and operated in a manner similar to private business
enterprises, where the intent of the City is that the costs and expenses, including depreciation, of providing goods or services to the
general public on a continuing basis be financed or recovered primarily through user charges; or ( b) where the City has decided that
periodic determination of revenue earned, expenses incurred, and/ or net income is appropriate for capital maintenance, public policy,
management control, accountability, or other purposes. The City’s Enterprise Funds include the Parking Services, Water System, and
Marina funds and are described below:
Parking Services
Parking fund revenue is generated from citations and parking meters. This revenue is expected to grow due to the installation of new
parking meters. Revenue is estimated to be $ 544,000 in both FY 2003- 04 and FY 2004- 05.
Water System Fund
The Water System Fund is financed and operated in a manner similar to that of a private business. Total revenue is expected to be
$ 8,222,700 in FY 2003- 04 and $ 8,239,200 in FY 2004- 05. An operating deficit is anticipated for FY 2004- 05, but the City has
initiated a water rate analysis to determine whether the Water System’s rates cover the cost of the service. Recommendations from
this analysis may result in adjustments to revenue projections.
Marina Fund
The Marina Fund revenues include lease payments, sales and property taxes, and a State loan for capital improvement projects.
Revenue is anticipated to be approximately $ 225,400 for FY 2003- 04. A similar amount is projected for FY 2004- 05. The City will
use $ 300,000 from deferred revenues to pay for dredging of the Marina.
CAPITAL IMPROVEMENT PROGRAM FUNDS
Capital Improvement Program ( CIP) Funds are used to account for financial resources to be used for the acquisition or construction of
major capital facilities ( other than those financed by Enterprise Funds). Revenue sources for these projects include various State and
Federal grants, Measure C monies, and impact fees. The Capital Improvement Projects are discussed in detail in Section 10 of this
Budget.
FY 2003- 2005 PROPOSED APPROPRIATIONS
FY 2003 - 2004 Appropriations
Enterprise Funds
$ 12,050
35.0%
General
Operations Group
$ 16,592
48.1%
Capital Projects
$ 4,141
12.0%
Special Revenue
Funds $ 1,622
Debt Service $ 69 4.7%
0.2%
Total $ 34,474 ( 000' s)
Operations $ 27,102,817,
Capital $ 7,371,491
FY 2004 - 2005 Appropriations
Capital Projects
$ 6,572
18.2%
Special Revenue
Funds $ 1,623
4.5%
Debt Service
$ 254
0.7%
Enterprise Funds
$ 10,907
30.3%
General
Operations Group
$ 16,668
46.3%
Total $ 36,024 ( 000' s)
Operations $ 27,763,088,
Capital $ 8,261,076
City of Martinez
ALL FUNDS SUMMARY
General Fund Internal Services Funds
FUND: General FUND: Equipment Replacement Fund
2002- 2003 2003- 2004 2004- 2005 2002- 2003 2003- 2004 2004- 2005
PROJECTED BUDGET BUDGET PROJECTED BUDGET BUDGET
REVENUES $ 14,388,680 $ 14,564,385 $ 14,844,852 REVENUES $ 979,069 $ 398,499 $ 1,005,863
EXPENDITURES/ TRANSFERS ($ 13,696,377) ($ 14,537,685) ($ 14,842,245) EXPENDITURES ($ 1,059,833) ($ 1,145,027) ($ 1,163,155)
EXCESS REVENUE/ EXPENDITURES $ 692,303 $ 26,700 $ 2,607 EXCESS REVENUE/ EXPENDITURES ($ 80,764) ($ 746,528) ($ 157,292)
INVESTMENT FROM RESERVES $ 1,787,000 $ 1,121,500 $ 947,993 TRANSFERS IN ( OUT) $ 0 $ 0 $ 0
ONE- TIME EXPENSES ($ 553,000)
Downtown Specific Plan ($ 105,000) NET CHANGE TO FUND BALANCE ($ 80,764) ($ 746,528) ($ 157,292)
EIR ($ 120,000)
Library Hours ($ 38,500) ($ 38,500) BEGINNING BALANCE $ 2,581,276 $ 2,500,512 $ 1,753,984
Chamber of Commerce ($ 70,000) ENDING BALANCE $ 2,500,512 $ 1,753,984 $ 1,596,692
Main Street ($ 75,000)
Amphitheater support ($ 68,000)
Survey - Legacy Project ($ 15,000) FUND: Management Information Systems
Economic Development Plan ($ 50,000) 2002- 2003 2003- 2004 2004- 2005
Redevelopment Feasibility Study ($ 30,000) PROJECTED BUDGET BUDGET
Arts Development Fund ($ 20,000)
Banner Program ($ 30,000) REVENUES $ 431,791 $ 357,597 $ 318,531
TRANSFERS TO RESTRICTED RESERVES ($ 659,000) Incl Operation Exp ($ 559,493) EXPENDITURES ($ 431,791) ($ 357,597) ($ 318,531)
INTERFUND TRANSFERS OUT ($ 575,000) EXCESS REVENUE/ EXPENDITURES $ 0 $ 0 $ 0
Beautification Projects ($ 100,000) ($ 100,000)
Paving Projects ($ 400,000) ($ 250,000) ONE- TIME EXPENSES ($ 282,350)
EXCESS INVESTMENT/ TRANSFERS $ 0 $ 0 $ 0 INTERFUND TRANSFERS IN $ 0 $ 0 $ 0
EXCESS TRANSFERS IN ( OUT) ($ 282,350) $ 0 $ 0
NET CHANGE TO FUND BALANCE ($ 1,094,697) ($ 1,094,800) ($ 945,386)
NET CHANGE TO FUND BALANCE ($ 282,350) $ 0 $ 0
BEGINNING BALANCE $ 8,219,677 $ 7,124,980 $ 6,030,180
ENDING BALANCE $ 7,124,980 $ 6,030,180 $ 5,084,794 BEGINNING BALANCE $ 678,016 $ 395,666 $ 395,666
ENDING BALANCE $ 395,666 $ 395,666 $ 395,666
Debt Service
FUND: Debt Service
2002- 2003 2003- 2004 2004- 2005
Included in General Fund Expenditures PROJECTED BUDGET BUDGET
CA Energy Commission ($ 8,298) ($ 8,297) $ 0
1992 City Hall COP ( Refunded 2003) ($ 257,500) ($ 61,206) ($ 254,256)
TOTAL ($ 265,798) ($ 69,503) ($ 254,256)
City of Martinez
ALL FUNDS SUMMARY
Special Revenue Funds
FUND: Gas Tax FUND: Traffic Congestion Relief
2002- 2003 2003- 2004 2004- 2005 2002- 2003 2003- 2004 2004- 2005
PROJECTED BUDGET BUDGET PROJECTED BUDGET BUDGET
REVENUES $ 710,389 $ 688,000 $ 688,000 REVENUES $ 79,176 $ 0 $ 0
EXPENDITURES ($ 577,386) ($ 454,959) ($ 505,696) EXPENDITURES & OTHER USES $ 0 $ 0 $ 0
EXCESS REVENUE/ EXPENDITURES $ 133,003 $ 233,041 $ 182,304 EXCESS REVENUE/ EXPENDITURES $ 79,176 $ 0 $ 0
INTERFUND TRANSFERS OUT: General CIP ($ 797,997) ($ 282,063) ($ 210,000) INTERFUND TRANSFERS OUT: General CIP ($ 70,000) ($ 125,776) $ 0
NET CHANGE TO FUND BALANCE ($ 664,994) ($ 49,022) ($ 27,696) NET CHANGE TO FUND BALANCE $ 9,176 ($ 125,776) $ 0
BEGINNING BALANCE $ 893,430 $ 228,436 $ 179,414 BEGINNING BALANCE $ 116,600 $ 125,776 $ 0
ENDING BALANCE $ 228,436 $ 179,414 $ 151,718 ENDING BALANCE $ 125,776 $ 0 $ 0
FUND: NPDES FUND: Transportation
2002- 2003 2003- 2004 2004- 2005 2002- 2003 2003- 2004 2004- 2005
PROJECTED BUDGET BUDGET PROJECTED BUDGET BUDGET
REVENUES $ 630,000 $ 653,000 $ 653,000 REVENUES $ 400,000 $ 400,000 $ 400,000
EXPENDITURES ($ 514,954) ($ 508,604) ($ 593,515) State Grants $ 769,047 $ 1,435,264 $ 5,203,825
EXCESS REVENUE/ EXPENDITURES $ 115,046 $ 144,396 $ 59,485 EXPENDITURES ($ 495,620) ($ 270,990) ($ 281,966)
EXCESS REVENUE/ EXPENDITURES $ 673,427 $ 1,564,274 $ 5,321,859
INTERFUND TRANSFERS OUT: General CIP $ 0 ($ 200,000) ($ 50,000)
TRANSFERS OUT: Outside Agencies ($ 104,100) ($ 117,000) ($ 117,000) INTERFUND TRANSFERS OUT: General CIP ($ 769,047) ($ 1,435,264) ($ 5,221,226)
NET CHANGE TO FUND BALANCE $ 10,946 ($ 172,604) ($ 107,515) NET CHANGE TO FUND BALANCE ($ 95,620) $ 129,010 $ 100,633
BEGINNING BALANCE $ 330,450 $ 341,396 $ 168,792 BEGINNING BALANCE $ 532,873 $ 437,253 $ 566,263
ENDING BALANCE $ 341,396 $ 168,792 $ 61,277 ENDING BALANCE $ 437,253 $ 566,263 $ 666,896
FUND: COPS Grants
2002- 2003 2003- 2004 2004- 2005
PROJECTED BUDGET BUDGET
REVENUES $ 175,000 $ 176,667 $ 91,667
EXPENDITURES ($ 365,751) ($ 270,454) ($ 124,907)
EXCESS REVENUE/ EXPENDITURES ($ 190,751) ($ 93,787) ($ 33,240)
INTERFUND TRANSFERS OUT ($ 84,412) $ 0 $ 0
NET CHANGE TO FUND BALANCE ($ 275,163) ($ 93,787) ($ 33,240)
BEGINNING BALANCE $ 407,469 $ 132,306 $ 38,519
ENDING BALANCE $ 132,306 $ 38,519 $ 5,279
City of Martinez
ALL FUNDS SUMMARY
Capital Improvement Funds
FUND: General CIP FUND: Mitgation/ Impact Fees
2002- 2003 2003- 2004 2004- 2005 2002- 2003 2003- 2004 2004- 2005
PROJECTED BUDGET BUDGET PROJECTED BUDGET BUDGET
REVENUES $ 37,000 $ 20,000 $ 21,000 REVENUES $ 467,000 $ 467,000 $ 467,000
Grants $ 783,376 $ 40,000 EXPENDITURES $ 0 $ 0 $ 0
EXPENDITURES ($ 1,490,099) ($ 3,967,616) ($ 6,198,225) EXCESS REVENUE/ EXPENDITURES $ 467,000 $ 467,000 $ 467,000
EXCESS REVENUE/ EXPENDITURES ($ 1,453,099) ($ 3,164,240) ($ 6,137,225)
INTERFUND TRANSFERS OUT: General CIP ($ 935,099) ($ 415,098) ($ 202,000)
INTERFUND TRANSFERS IN NET CHANGE TO FUND BALANCE ($ 468,099) $ 51,902 $ 265,000
General Fund $ 555,000 $ 500,000 $ 350,000
Mitigation/ Impact Fees $ 935,099 $ 415,098 $ 202,000 BEGINNING BALANCE $ 747,458 $ 279,359 $ 331,261
Gas Tax $ 282,063 $ 210,000 ENDING BALANCE $ 279,359 $ 331,261 $ 596,261
Transportation $ 1,435,264 $ 5,221,226
Traffic Congestion Relief $ 125,776 $ 0
NPDES $ 200,000 $ 50,000 FUND: Lighting & Landscaping
INTERFUND TRANSFERS OUT $ 0 $ 0 $ 0 2002- 2003 2003- 2004 2004- 2005
NET CHANGE TO FUND BALANCE $ 37,000 ($ 206,039) ($ 103,999) PROJECTED BUDGET BUDGET
BEGINNING BALANCE $ 743,549 $ 780,549 $ 574,510 REVENUES $ 105,512 $ 119,087 $ 120,952
ENDING BALANCE $ 780,549 $ 574,510 $ 470,511 EXPENDITURES & OTHER USES ($ 128,397) ($ 123,064) ($ 124,235)
EXCESS REVENUE/ EXPENDITURES ($ 22,885) ($ 3,977) ($ 3,283)
INTERFUND TRANSFERS OUT $ 0 $ 0 $ 0
NET CHANGE TO FUND BALANCE ($ 22,885) ($ 3,977) ($ 3,283)
BEGINNING BALANCE $ 138,827 $ 115,942 $ 111,965
ENDING BALANCE $ 115,942 $ 111,965 $ 108,682
City of Martinez
ALL FUNDS SUMMARY
Enterprise Funds
FUND: Water System FUND: Marina
2002- 2003 2003- 2004 2004- 2005 2002- 2003 2003- 2004 2004- 2005
PROJECTED BUDGET BUDGET PROJECTED BUDGET BUDGET
REVENUES $ 8,121,687 $ 8,222,715 $ 8,239,195 REVENUES $ 191,388 $ 225,423 $ 225,832
EXPENDITURES & OTHER USES ($ 8,088,910) ($ 8,134,135) ($ 8,497,109) Grants $ 9,535 $ 1,595,465 $ 0
EXCESS REVENUE/ EXPENDITURES $ 32,777 $ 88,580 ($ 257,914) EXPENDITURES & OTHER USES ($ 286,247) ($ 158,456) ($ 158,627)
EXCESS REVENUE/ EXPENDITURES ($ 85,324) $ 1,662,432 $ 67,205
TRANSFERS IN: Lifeline $ 18,000 $ 18,000
CAPITAL IMPROVEMENTS ($ 9,535) ($ 1,595,465) ($ 312,850)
CAPITAL IMPROVEMENTS ($ 1,852,025) ($ 1,758,410) ($ 1,500,000)
NET CHANGE TO FUND BALANCE ($ 94,859) $ 66,967 ($ 245,645)
TOTAL NET CHANGE TO FUND BALANCE ($ 1,819,248) ($ 1,651,830) ($ 1,739,914)
BEGINNING BALANCE ($ 1,632,795) ($ 1,727,654) ($ 1,660,687)
BEGINNING BALANCE $ 19,563,119 $ 17,743,871 $ 16,092,041 ENDING BALANCE ($ 1,727,654) ($ 1,660,687) ($ 1,906,332)
ENDING BALANCE $ 17,743,871 $ 16,092,041 $ 14,352,127
Components of the Beginning Fund Balance:
Components of the Beginning Fund Balance: Cash & Investments $ 291,173
Cash & Investments $ 9,069,252 Deferred Revenue ($ 418,185)
Fixed Assets $ 10,493,867 Loans Payable ($ 4,000,536)
$ 19,563,119 Fixed Assets $ 2,494,753
($ 1,632,795)
FUND: Parking
2002- 2003 2003- 2004 2004- 2005
PROJECTED BUDGET BUDGET
REVENUES $ 501,888 $ 543,550 $ 543,550
EXPENDITURES & OTHER USES ($ 372,059) ($ 403,346) ($ 438,109)
EXCESS REVENUE/ EXPENDITURES $ 129,829 $ 140,204 $ 105,441
SHUTTLE SERVICE ($ 175,000)
CAPITAL IMPROVEMENTS ($ 38,621)
NET CHANGE TO FUND BALANCE ($ 83,792) $ 140,204 $ 105,441
BEGINNING BALANCE $ 2,022,164 $ 1,938,372 $ 2,078,576
ENDING BALANCE $ 1,938,372 $ 2,078,576 $ 2,184,017
Components of the Beginning Fund Balance:
Cash & Investments $ 1,241,232
Fixed Assets $ 780,932
$ 2,022,164
City of Martinez
ALL FUNDS SUMMARY
AND
TRANSFER SCHEDULE
2003- 04 Beginning Operating Capital Transfers Transfers Ending
Fund Balance Revenues Expenditures Expenditures In Out Balance
General Fund $ 7,124,980 $ 14,564,385 ($ 15,089,682) ($ 569,503) $ 6,030,180
Equipment Replacement $ 2,500,512 $ 398,499 ($ 1,145,027) $ 1,753,984
MIS $ 395,666 $ 357,597 ($ 357,597) $ 395,666
Debt Service $ 0 $ 0 ($ 69,503) $ 69,503 $ 0
Gas Tax $ 228,436 $ 688,000 ($ 454,959) ($ 282,063) $ 179,414
NPDES $ 341,396 $ 653,000 ($ 625,604) ($ 200,000) $ 168,792
Traffic Congestion Relief $ 125,776 $ 0 $ 0 ($ 125,776) $ 0
Transportation $ 437,253 $ 1,835,264 ($ 270,990) ($ 1,435,264) $ 566,263
COPS Grants $ 132,306 $ 176,667 ($ 270,454) $ 38,519
General CIP $ 780,549 $ 803,376 $ 0 ($ 4,017,616) $ 2,958,201 $ 524,510
Mitigation/ Impact Fees $ 279,359 $ 467,000 $ 0 ($ 415,098) $ 331,261
Lighting & Landscaping $ 115,942 $ 119,087 ($ 123,064) $ 111,965
Water $ 17,743,871 $ 8,222,715 ($ 8,134,135) ($ 1,758,410) $ 16,074,041
Parking $ 1,938,372 $ 543,550 ($ 403,346) $ 2,078,576
Marina ($ 1,727,654) $ 1,820,888 ($ 158,456) ($ 1,595,465) ($ 1,660,687)
Total All Funds $ 30,416,764 $ 30,650,028 ($ 27,102,817) ($ 7,371,491) $ 3,027,704 ($ 3,027,704) $ 26,592,484
2004- 05 Beginning Operating Capital Transfers Transfers Ending
Fund Balance Revenues Expenditures Expenditures In Out Balance
General Fund $ 6,030,180 $ 14,844,852 ($ 15,185,982) ($ 604,256) $ 5,084,794
Equipment Replacement $ 1,753,984 $ 1,005,863 ($ 1,163,155) $ 1,596,692
MIS $ 395,666 $ 318,531 ($ 318,531) $ 395,666
Debt Service $ 0 $ 0 ($ 254,256) $ 254,256 $ 0
Gas Tax $ 179,414 $ 688,000 ($ 505,696) ($ 210,000) $ 151,718
NPDES $ 168,792 $ 653,000 ($ 710,515) ($ 50,000) $ 61,277
Traffic Congestion Relief $ 0 $ 0 $ 0 $ 0
Transportation $ 566,263 $ 5,603,825 ($ 281,966) ($ 5,221,226) $ 666,896
COPS Grants $ 38,519 $ 91,667 ($ 124,907) $ 5,279
General CIP $ 524,510 $ 61,000 $ 0 ($ 6,448,226) $ 6,033,226 $ 170,510
Mitigation/ Impact Fees $ 331,261 $ 467,000 $ 0 ($ 202,000) $ 596,261
Lighting & Landscaping $ 111,965 $ 120,952 ($ 124,235) $ 108,682
Water $ 16,074,041 $ 8,239,195 ($ 8,497,109) ($ 1,500,000) $ 14,316,127
Parking $ 2,078,576 $ 543,550 ($ 438,109) $ 2,184,017
Marina ($ 1,660,687) $ 225,832 ($ 158,627) ($ 312,850) ($ 1,906,332)
Total All Funds $ 26,592,484 $ 32,863,267 ($ 27,763,088) ($ 8,261,076) $ 6,287,482 ($ 6,287,482) $ 23,431,587
City of Martinez
APPROPRIATION SUMMARY FY 2002 - 2005
Operating Operating Operating Operating Operating Operating Operating Operating
Fund Description Revenues Expenditures Revenues Expenditures Revenues Expenditures Revenues Expenditures
01 General Fund less Debt Service $ 15,268,345 $ 14,386,515 $ 14,388,680 $ 13,431,224 $ 14,564,385 $ 14,468,182 $ 14,844,852 $ 14,587,989
General Fund One- Time Expenditures included $ 1,212,000 $ 621,500 $ 597,993
Special Revenue Funds
20 Public Safety Grants $ 274,189 $ 133,421 $ 175,000 $ 365,751 $ 176,667 $ 270,454 $ 91,667 $ 124,907
21 NPDES Stormwater $ 536,124 $ 484,185 $ 630,000 $ 619,054 $ 653,000 $ 625,604 $ 653,000 $ 710,515
22 Transportation $ 8,055,767 $ 3,933,355 $ 1,169,047 $ 495,620 $ 1,835,264 $ 270,990 $ 5,603,825 $ 281,966
23 Gas Tax $ 711,240 $ 523,666 $ 710,389 $ 577,386 $ 688,000 $ 454,959 $ 688,000 $ 505,696
24 Traffic Congestion Relief $ 109,811 $ 164,375 $ 79,176 $ 0 $ 0 $ 0 $ 0 $ 0
Capital Improvement Funds
31 General CIP $ 478,758 $ 585,746 $ 37,000 $ 1,490,099 $ 803,376 $ 4,017,616 $ 61,000 $ 6,448,226
33 Lighting and Landscaping $ 105,030 $ 70,050 $ 105,512 $ 128,397 $ 119,087 $ 123,064 $ 120,952 $ 124,235
34 Mitigation/ Impact Fees $ 467,000 $ 0 $ 467,000 $ 0 $ 467,000 $ 0
Note: Starting in FY 2002- 03 all non- enterprise capital expenditures are recognized in the General CIP Fund
Debt Service Funds
41 General Fund Debt Service $ 0 $ 262,603 $ 0 $ 265,153 $ 0 $ 69,503 $ 0 $ 254,256
Enterprise Funds
71 Water System $ 7,705,142 $ 6,986,584 $ 8,121,687 $ 8,088,910 $ 8,222,715 $ 8,134,135 $ 8,239,195 $ 8,497,109
72 Water System CIP $ 355,009 $ 1,852,025 $ 1,758,410 $ 1,500,000
73 Marina Services $ 177,393 $ 397,166 $ 191,388 $ 286,247 $ 225,423 $ 158,456 $ 225,832 $ 158,627
74 Marina Services CIP $ 900 $ 9,535 $ 9,535 $ 1,595,465 $ 1,595,465 $ 312,850
75 Parking Services $ 458,985 $ 420,242 $ 501,888 $ 547,059 $ 543,550 $ 403,346 $ 543,550 $ 438,109
76 Parking Services CIP $ 2,942 $ 38,621
Internal Services Funds
81 Equipment Replacement $ 946,389 $ 278,123 $ 979,069 $ 1,059,833 $ 398,499 $ 1,145,027 $ 1,005,863 $ 1,163,155
82 Management Information Systems $ 781,232 $ 275,862 $ 431,791 $ 714,141 $ 357,597 $ 357,597 $ 318,531 $ 318,531
Total of All Funds $ 35,608,405 $ 29,260,744 $ 27,997,162 $ 31,181,055 $ 30,650,028 $ 34,474,308 $ 32,863,267 $ 36,024,164
2004- 2005
( included in General CIP)
2001- 2002 2002- 2003 2003- 2004
GENERAL GOVERNMENT
The General Government group supports all City programs. Programs within this section provide overall operational management,
policy direction, public meeting and public record administration, legal services, and a variety of non- departmental services.
Functional areas of General Government include the City Council, City Manager, City Clerk, City Attorney, and City Treasurer.
Authorized positions in this area include the City Manager, Secretary to the City Manager, and Deputy City Cle rk.
CITY COUNCIL
The Martinez City Council is comprised of the Mayor and four Council Members who are each elected at- large for four- year terms.
The Council is responsible for representing the residents of Martinez, providing policy and programmatic direction to the City
Manager and City organization, and ensuring staff accountability for carrying out policies responsive to the needs of the community.
The Council held a goal- setting session to establish the City’s priorities for the budget period.
2003- 2005 GOALS
Ø   Ensure public safety and security
Ø   Develop methods of financing infrastructure
Ø   Revitalize Downtown
Ø   Enhance community pride and involvement
Ø   Practice fiscal responsibility
CITY MANAGER
It is the responsibility of the City Manager to assist the City Council in developing and evaluating policies that meet the needs of
Martinez residents and customers, to ensure effective implementation of adopted policies, and to provide direction and leadership to
the City government staff. The City Manager’s significant accomplishments in 2002- 03 include providing leadership and/ or direct
management for the following key projects and programs of the City of Martinez:
Ø   Completed next phase of improvements to Amphitheater
Ø   Made significant progress on John Muir Festival Center Project
Ø   Continued emphasis on Pavement Management Program
Ø   Received numerous budget and financial reporting awards
Ø   Reduced injuries by 42% and achieved the first level of safety excellence under Risk Management’s Loss Control Program
Ø   Enhanced scope and responsiveness of the Code Enforcement functions
Ø   Increased economic development by facilitating the opening of major retail establishments including a home improvement
superstore and two new restaurants
Ø   Selected Downtown Specific Plan consultant
Ø   Hired Deputy Parks and Community Services Director
Ø   Installed new park play equipment at Golden Hills, Holiday Highlands, and Waterfront parks
Ø   Resolved police evidence storage problem with construction of new Evidence Storage Facility
2003- 2005 OBJECTIVES
Ø   Continue to encourage and increase economic development activity
Ø   Continue improvements to Code Enforcement Program
Ø   Increase number of grant applications
Ø   Improve quality and number of recreation programs
Ø   Complete implementation of new Financial/ Human Resources management software system
Ø   Continue improvements to Parks maintenance
CITY CLERK
The Martinez City Clerk, who is elected at- large and serves in a part- time capacity, is the formal guardian of public information,
administers oaths of office, and verifies all resolutions and ordinances.
The Deputy City Clerk, a full- time staff position, is responsible for ensuring the security and accessibility of all official City records;
serving as the information and records manager of all legisla tive proceedings; conducting all aspects of municipal elections; and
serving as a support office to the City Clerk, City Council, City Manager and staff, City boards and commissions, and the residents of
Martinez. In FY 2002- 03, the City Clerk:
Ø   Implemented the first phase of a Laserfiche digital records storage system
Ø   Hired part- time staff to assist with functions of City Clerk’s office
2003- 2005 BUDGET HIGHLIGHTS
Ø   $ 12,000 reduction both years in Professional/ Technical Services due to reduced contract ho urs for minutes clerk
CITY ATTORNEY
The City Attorney provides the City Council, City Manager, and all City programs with the legal advice and representation they
request or require in order to provide service to the public. The City Attorney also is responsible for advising or taking appropriate
steps to reduce the risks of various City activities, and for assisting in the administration and enforcement of laws, regulations, and
City programs. The City Attorney’s regular duties include: representing the City in legal matters and providing advice as requested on
a variety of issues and concerns; attending City Council meetings to provide expert counsel, clarification, and interpretation; and
providing information and assistance to City staff as needed to support program and service delivery efforts. City Attorney services
are provided to the City of Martinez on a contractual basis.
2003- 2005 BUDGET HIGHLIGHTS
Ø   $ 80,000 reduction in Professional/ Technical Services both years due to reductions in professional services and anticipated
litigation
CITY TREASURER
The City Treasurer, a part- time elected official of the City of Martinez, is charged with ensuring the integrity and fidelity of City
finances and signing all checks issued by the City.
NONDEPARTMENTAL SERVICES
This budget group accounts for expenditures that are not based in a specific program. No positions are allocated here.
General Services
This budget includes debt service expenditures related to downtown beautification, and general operating supplies and equipment such
as postage, telephone charges and contracted maintenance and repair.
Franchise Administration
Expenditures related to the City’s solid waste, recycling, and cable television franchises are budgeted here.
Retired Employees
This is the budget for the current year cost of the retired employees’ medical benefit.
Contingency
Funds have been designated for unknown but anticipated budget increases.
FY 2003- 04 BUDGET HIGHLIGHTS
Ø   $ 150,000 transfer from Reserves to Contingency funding as offset for possible State reductions
Ø   $ 44,900 reduction in Rental Charges
Ø   $ 33,000 reduction in Other Services
Ø   $ 30,000 reduction in Furniture & Fixtures
Ø   $ 6,000 reduction in Supplies
Ø   $ 21,300 increase in current Retiree Medical
FY 2004- 05 BUDGET HIGHLIGHTS
Ø   $ 559,493 transfer from Reserves to Retiree Medical to cover increased costs
DEBT SERVICE
Debt Service funds are used to account for the accumulation of resources for, and the payment of, general long- term debt principal,
interest, and rela ted costs ( other than those paid for by the Enterprise Funds). On December 1, 1992, the City issued Certificates of
Participation ( COPs) in the amount of $ 3,010,000. COP proceeds were used to finance the rehabilitation and expansion of the
Martinez City Hall. The City refinanced the City Hall COPs in FY 2002- 03 to realize savings for the General Fund of approximately
$ 195,600 the first year and an average of $ 1,865 for subsequent years. The budgeted funds required to service the 1992 Certificates of
Participation issue ( COP) for improvements to City Hall are $ 61,200 for FY 2003- 04 and $ 254,500 for FY 2004- 05.
FY 2003- 04 BUDGET HIGHLIGHTS
Ø   $ 195,600 one- time reduction in City Hall COP payment
City of Martinez Operation Expenditures Budgets FY 2003 - 2004 and FY 2004 - 2005
FY 2001 - 2002 FY 2002 - 2003 FY 2003 - 2004 Increase FY 2004 - 2005 Increase
Actual Adjusted Budget Proposed Budget ( Decrease) Proposed Budget ( Decrease)
General Government
General Government Funds
01 101 CITY COUNCIL
Labor 56,212 72,224 74,800 2,576 80,017 5,217
Operating 196,833 179,690 183,593 3,903 183,593
Direct & Indirect Costs 16,882 ( 275) ( 34,906) ( 34,631) ( 8,462) 26,444
TOTAL CITY COUNCIL 269,927 251,639 223,487 ( 28,152) 255,148 31,661
01 104 CITY MANAGER
Labor 261,562 285,024 362,328 77,304 375,119 12,791
Operating 33,223 34,920 43,472 8,552 44,054 582
Direct & Indirect Costs ( 53,129) ( 10,167) ( 99,231) ( 89,064) ( 100,879) ( 1,648)
TOTAL CITY MANAGER 241,656 309,777 306,569 ( 3,208) 318,294 11,725
01 102 CITY CLERK
Labor 88,193 112,153 122,854 10,701 128,918 6,064
Operating 19,571 49,536 26,100 ( 23,436) 41,288 15,188
Capital 610
Direct & Indirect Costs ( 16,133) ( 31,442) ( 60,477) ( 29,035) ( 62,382) ( 1,905)
TOTAL CITY CLERK 92,241 130,247 88,477 ( 41,770) 107,824 19,347
01 105 CITY ATTORNEY
Labor
Operating 445,508 362,000 232,000 ( 130,000) 232,000
Direct & Indirect Costs ( 77,375) ( 69,533) ( 81,415) ( 11,882) ( 86,127) ( 4,712)
TOTAL CITY ATTORNEY 368,133 292,467 150,585 ( 141,882) 145,873 ( 4,712)
01 103 CITY TREASURER
Labor 8,607 9,035 10,582 1,547 11,436 854
Operating 214 1,343 1,577 234 1,577
Direct & Indirect Costs 434 ( 169) ( 2,751) ( 2,582) ( 2,115) 636
TOTAL CITY TREASURER 9,254 10,209 9,408 ( 801) 10,898 1,490
TOTAL GENERAL GOVERNMENT FUNCTION 981,211 994,339 778,526 ( 215,813) 838,037 59,511
City of Martinez Operation Expenditures Budgets FY 2003 - 2004 and FY 2004 - 2005
FY 2001 - 2002 FY 2002 - 2003 FY 2003 - 2004 Increase FY 2004 - 2005 Increase
Actual Adjusted Budget Proposed Budget ( Decrease) Proposed Budget ( Decrease)
Nondepartmental
General Government Funds
01 201 GENERAL SERVICES
Operating 243,822 436,230 312,475 ( 123,755) 336,450 23,975
Capital 28,970 16,500 20,000 3,500 ( 20,000)
Direct & Indirect Costs 108,932 166,977 ( 80,963) ( 247,940) ( 86,744) ( 5,781)
TOTAL GENERAL SERVICES 381,725 619,707 251,512 ( 368,195) 249,706 ( 1,806)
01 202 FRANCHISE ADMINISTRATION
Labor
Operating 65,640 80,950 73,350 ( 7,600) 73,350
Capital 635
Direct & Indirect Costs 4,893 4,936 3,930 ( 1,006) 5,708 1,778
TOTAL FRANCHISE ADMINISTRATION 71,168 85,886 77,280 ( 8,606) 79,058 1,778
01 204 RETIRED EMPLOYEES
Operating 219,299 250,000 271,250 21,250 311,938 40,688
TOTAL RETIRED EMPLOYEES 219,299 250,000 271,250 21,250 311,938 40,688
01 203 CONTINGENCY
Labor 7,188 55,000 47,812 40,000 ( 15,000)
Operating 15,000 10,000 ( 5,000) 5,000 ( 5,000)
Reserve Offset for State Reductions 150,000 150,000 ( 150,000)
Capital 15,000 15,000 ( 15,000)
TOTAL CONTINGENCY 22,188 230,000 207,812 45,000 ( 185,000)
TOTAL NONDEPARTMENTAL FUNCTION 672,192 977,781 830,042 ( 147,739) 685,702 ( 144,340)
City of Martinez Operations Expenditures Budgets FY 2003 - 2004 and FY 2004 - 2005
FY 2001 - 2002 FY 2002 - 2003 FY 2003 - 2004 Increase FY 2004 - 2005 Increase
Actual Adjusted Budget Proposed Budget ( Decrease) Proposed Budget ( Decrease)
Debt Service
Debt Service Fund
40 1992 COP - CITY HALL
Operating 256,555 257,500 61,206 ( 196,294) 254,256 193,050
Direct & Indirect Costs 5,089 5,000 ( 5,000)
TOTAL 1992 COP - CITY HALL 261,644 262,500 61,206 ( 201,294) 254,256 193,050
40 CA ENERGY COMMISSION
Operating 8,298 8,298 8,297 ( 1) ( 8,297)
Direct & Indirect Costs
TOTAL DOWNTOWN BEAUTIFICATION # 2 8,298 8,298 8,297 ( 1) ( 8,297)
TOTAL DEBT SERVICE FUNCTION 269,942 270,798 69,503 ( 201,295) 254,256 184,753
Administration
Finance
Personnel
Information Systems
Administrative
Services
Department
DEPARTMENT STAFFING
Authorized Positions 01/ 02 02/ 03 03/ 04 04/ 05
Admin Services Director 1.0 1.0 1.0 1.0
Management Analyst 1.0 1.0 1.0 1.0
Finance Manager 1.0 1.0 1.0 1.0
Accountant 1.0 1.0 1.0 1.0
Senior Account Clerk 1.0 2.0 2.0 2.0
Account Clerk III 3.0 1.0 1.0 1.0
Account Clerk II 0.0 1.0 2.0 2.0
Account Clerk I 1.0 1.0 0.0 0.0
Personnel Technician 1.0 1.0 1.0 1.0
Information Systems Specialist 1.0 1.0 1.0 1.0
11.0 11.0 11.0 11.0
MAJOR RESPONSIBILITIES
Administration: Risk Management/ Safety Program
Contract/ Franchise Agreements
Citywide Policies and Programs
Special Projects
Finance: Payroll
Billing and Collections
Cash and Banking
Accounts Payable
Business Licenses
Financial Audits and Reporting
Budget Prep/ Management/ Analysis
Personnel: Recruitments
Employee Benefits
Labor Relations
Info Systems : Computer Hardware/ Software Support
Telephones and Data Accessories
City Website
ADMINISTRATION
The Administrative Services Department’s Administration Division oversees Risk Management, Contract/ Franchise administration,
City policies and programs, the Safety Program, and State Mandated Services Reimbursement programs. The City participates in the
Contra Costa Cities Risk Management Insurance Authority ( CCCRMIA) for its Risk Management programs. Administration directs
the activities of Finance, Personnel, and Information Systems for the City.
2002- 2003 ACCOMPLISHMENTS
Ø   Received awards from GFOA and CSMFO for the City’s Comprehensive Annual Financial Report
Ø   Received CSMFO Public Communications and Operating Budget Awards
Ø   Reduced on the job injuries by 42% and received $ 2,000 Safety Program excellence award from CCCRMIA
Ø   Began developing an Administrative Policies Manual for City operations and updated several City policies
Ø   Designed and published the first 3 issues of the Martinez City Times Newsletter
Ø   Selected new Financial/ Human Resource management software system and began implementation
2003- 2005 KEY OBJECTIVES
Ø   Successfully implement all modules of the Financial/ Human Resource management software system
Ø   Continue to improve the City’s Safety Program, reduce work- related injuries, and obtain 2nd and 3rd Level awards
Ø   Prepare budgets and financial reports that provide meaningful information and meet State and national standards of excellence
Ø   Continue to develop and update administrative policies and procedures
Ø   Monitor City’s leases and franchises to ensure compliance
Ø   Complete Phase II fees analysis and present updated impact and user fee schedule to Council for adoption
2003- 2004 BUDGET HIGHLIGHTS
Ø   $ 6,000 reduction in Professional/ Technical Services
2004- 2005 BUDGET HIGHLIGHTS
Ø   No significant changes
FINANCE
The City’s Finance Division manages all financial aspects of City operations, including performing accounting and treasury activities,
overseeing the annual financial audit, tracking and accounting for all revenues received by the City, issuing business licenses,
processing accounts payables, administering job costing and payroll, managing daily cash flow for City operations, and staffing the
City’s cashier operation. Additionally, Finance is responsible for preparation and management of the budget and the City’s capital
program, and for coordinating major financing transactions for City capital projects.
2002- 2003 ACCOMPLISHMENTS
Ø   Received awards from GFOA and CSFMO for budget preparation and financial reporting
Ø   Began implementation of core module of the new Financial/ Human Resource management software system
Ø   Increased financial support to departments with improved monitoring and reporting of financial activity
Ø   Implemented a handheld scanning system for water meter readings
Ø   Achieved greater efficiency through improved workflow processes
Ø   Processed over 46,000 lockbox receipts, 30,000 water receipts, 2,000 business license receipts, and 1,500 building permit receipts
Ø   Issued over 2,000 business licenses ( including renewals), generating more than $ 396,000 in revenue
2003- 2005 KEY OBJECTIVES
Ø   Complete successful implementation of the new financial software system by end of calendar year 2003
Ø   Develop specialized reports to better support departments, the City Manager, and Council decision making
Ø   Strengthen internal controls and increase efficiency by evaluating workflow and developing improved forms and processes
Ø   Cross- train finance staff to improve workforce stability
Ø   Prepare GASB- 34 compliant CAFR
2003- 2004 BUDGET HIGHLIGHTS
Ø   $ 19,000 reduction in Temporary Salaries
Ø   $ 19,000 reduction in Professional/ Technical Services through filling of permanent positions
2004- 2005 BUDGET HIGHLIGHTS
Ø   No significant changes
PERSONNEL
The City’s Personnel Division provides a wide range of support services to all City departments including recruitment and
examination, new employee orientations, labor relations, employee benefit administration, worker’s compensation claims, staff
training and development, and maintenance of official personnel files. Personnel ensures that the City is in compliance with State and
Federal laws, Civil Service Rules, City policy, and various Memorandums of Understanding. The Division works closely with the
CCCRMIA, of which the City is a member, coordinates with ICMA, the City’s deferred compensation administrator, and CalPERS,
the California Public Employees Retirement System.
2002- 2003 ACCOMPLISHMENTS
Ø   Began implementation of the Human Resource portion of the new management software system
Ø   Sponsored several City Wellness events
Ø   Completed the Essential Functions Job Description project in conjunction with the CCCRMIA
Ø   Hosted quarterly meetings with the Union presidents
Ø   Recruited and filled the positions of Deputy Director, Recreation and Community Services; Sr. Account Clerk, Administrative
Aide III, Meter Service Worker, Account Clerk I, Parks Supervisor, Police Assistant, Senior Center Supervisor, Police Officer,
Police Clerk/ Dispatcher, and Jr. Civil Engineer
Ø   Commenced online reporting to PERS to improve efficiency
2003- 2005 KEY OBJECTIVES
Ø   Successfully complete the implementation of the Human Resource management software system in FY 03/ 04
Ø   Negotiate expiring labor contracts
Ø   Provide ongoing personnel support to departments
Ø   Continue to coordinate Wellness events and activities
Ø   Develop a leave of absence procedure for tracking various employee leaves
2003- 2004 BUDGET HIGHLIGHTS
Ø   $ 6,000 reduction in Professional/ Technical Services
2004- 2005 BUDGET HIGHLIGHTS
Ø   No significant changes
INFORMATION SYSTEMS
The Information Systems Division supports, maintains and enhances citywide information services related to the Wide and Local Area
Network ( WAN/ LAN), computer hardware, software applications, data communications, telecommunications and the City’s website.
The Information Systems budget, which is an internal service fund for accounting and monitoring purposes, provides for the City’s
hardware, software and staff support needs
2002- 2003 ACCOMPLISHMENTS
Ø   Managed the evaluation, selection and contract negotiation process for the City’s new integrated Financial/ Human Resources
management software system
Ø   Implemented hardware infrastructure for new software system
Ø   Maintained 6 network servers, 100 workstations, 45 printers, and City phone and voice mail systems
Ø   Coordinated maintenance contracts with outside vendors for computer hardware and software and phone system support
Ø   Selected a vendor to upgrade the City’s website
Ø   Began investigating options for replacing the City’s outdated phone and voicemail system
2003- 2005 KEY OBJECTIVES
Ø   Complete implementation of the City’s Financial/ Human Resources management software system
Ø   Support, maintain and enhance the City’s information technology hardware, software and communications infrastructure
Ø   Provide desktop support and replace outdated equipment
Ø   Implement new City website
Ø   Update the City’s phone and voicemail system
2003- 2004 BUDGET HIGHLIGHTS
Ø   $ 18,000 reduction in Professional/ Technical Services due to decreased contract costs for system service on replaced server and
software
2004- 2005 BUDGET HIGHLIGHTS
Ø   $ 46,000 additional reduction in Professional/ Technical Services
Ø   No other significant changes
City of Martinez Operation Expenditures Budgets FY 2003- 2004 and FY 2004 - 2005
FY 2001 - 2002 FY 2002 - 2003 FY 2003 - 2004 Increase FY 2004 - 2005 Increase
Actual Adjusted Budget Proposed Budget ( Decrease) Proposed Budget ( Decrease)
Administrative Services
General Government Funds
01 401 ADMINISTRATION
Labor 252,315 210,211 ( 42,104) 217,779 7,568
Operating 33,046 31,389 ( 1,657) 31,954 565
Direct & Indirect Costs ( 137,210) ( 99,848) 37,362 ( 107,319) ( 7,471)
TOTAL ADMINISTRATION 148,151 141,752 ( 6,399) 142,414 662
01 404 FINANCE
Labor 586,442 562,935 585,724 22,789 620,278 34,554
Operating 48,191 87,509 86,757 ( 752) 88,160 1,403
Capital 144
Direct & Indirect Costs ( 128,259) ( 308,943) ( 294,453) 14,490 ( 324,291) ( 29,838)
TOTAL FINANCE 506,518 341,501 378,028 36,527 384,147 6,119
01 402 PERSONNEL
Labor 80,154 92,106 99,230 7,124 106,245 7,015
Operating 47,507 72,136 67,369 ( 4,767) 67,546 177
Direct & Indirect Costs ( 37,436) ( 60,830) ( 61,535) ( 705) ( 64,974) ( 3,439)
TOTAL PERSONNEL 90,225 103,412 105,064 1,652 108,817 3,753
82 405 MANAGEMENT INFORMATION SYSTEMS
Labor 86,900 94,344 102,225 7,881 107,715 5,490
Operating 128,284 273,717 228,385 ( 45,332) 182,644 ( 45,741)
Capital 54,581 346,402 25,000 ( 321,402) 25,000
Direct & Indirect Costs 1,987 1,987 3,172 1,185
TOTAL MGMT INFORMATION SYSTEMS 269,764 714,463 357,597 ( 356,866) 318,531 ( 39,066)
TOTAL ADMINISTRATIVE SERVICES FUNCTION 866,508 1,307,527 982,441 ( 325,086) 953,909 ( 28,532)
Building Permits / Inspection
Code Enforcement
Construction Management
Solid Waste
Building Department
MAJOR RESPONSIBILITIES
Bldg. Permits/ Inspection: Plan Review
Permit Issuance
Inspections – Bldg/ Public Works/ NPDES/
Capital Improvement Projects
Erosion Control Monitoring
Stormwater Pollution Prevention Plans
Record Retention
Code Enforcement: Complaint Investigation
Municipal Code Enforcement
Violation Abatement
Construction Management: City Construction Management
Construction Schedule Maintenance
Change Order Negotiation
Progress Payments
Solid Waste: Landfill Waste Reduction
Reuse / Recycle Programs
Public Education Programs
DEPARTMENT STAFFING
Authorized Positions 01/ 02 02/ 03 03/ 04 04/ 05
Building Director 1.0 1.0 1.0 1.0
Chief Building Inspector 0.0 1.0 1.0 1.0
Senior Building Inspector 1.0 0.0 0.0 0.0
Construction Inspector 1.0 1.0 1.0 1.0
Code Enforcement Inspector 0.0 1.0 1.0 1.0
Building Inspector II 3.0 2.0 2.0 2.0
Permit Technician II 1.0 1.0 1.0 1.0
7.0 7.0 7.0 7.0
BUILDING PERMITS / INSPECTION
Inspection staff coordinate and monitor the review, plan checking, City approval, permit issuance, inspection, code compliance, and
acceptance processes for all building construction activities in Martinez. The division also provides counter staff to assist the public
when needed, and to help the design professionals with project submittals. Inspection activities include utility and encroachment
permits, engineering grading, and site development. Staff assist with NPDES program issues such as erosion control and stormwater
pollution prevention plans. Additionally, staff provide construction management and inspection services for capital improvement
projects including contract management, budget administration, work scheduling, payroll certification, change order processing, and
resolution of design issues.
2002- 2003 ACCOMPLISHMENTS
Ø   Issued 1,600 permits
Ø   Conducted more than 6,000 inspections
Ø   Conducted over 250 NPDES storm water inspections
Ø   Conducted approximately 750 right- of- way inspections
Ø   Inspected permits on all public utility company projects/ repairs
Ø   Performed Plan Review functions to ensure code compliance
2003- 2005 KEY OBJECTIVES
Ø   Enhance customer service by preparing informational brochures on Frequently Asked Questions and by providing information on
the City’s website regarding the permit/ inspection process
Ø   Update the Department Disaster/ Emergency Response Program and provide employee emergency training
Ø   Improve the City’s Unreinforced Masonry Program
Ø   Locate and pursue funding opportunities for retro- fitting buildings
Ø   Train inspection staff on code enforcement procedures and incorporate those procedures into new and proactive programs
2003- 2004 BUDGET HIGHLIGHTS
Ø   $ 30,800 reduction in Temporary Salaries/ Wages and Overtime
Ø   $ 17,200 one- time reduction in vehicle Rental Charges
2004- 2005 BUDGET HIGHLIGHTS
Ø   No significant changes other than vehicle Rental Charges
CODE ENFORCEMENT
The Code Enforcement program investigates land use, zoning, municipal code and other health and safety complaints. Staff works
with property owners to correct violations, which improves property values and the environment.
2002- 2003 ACCOMPLISHMENTS
Ø   Handled 1,500 code enforcement complaints
Ø   Opened 600 new code enforcement cases
Ø   Responded to all backlogged complaints
Ø   Improved response and abatement time
Ø   Hired new code enforcement inspector
2003- 2005 KEY OBJECTIVES
Ø   Support community through proactive code enforcement activities
Ø   Develop/ implement a new Community Preservation Ordinance to improve residential nuisance abatements
Ø   Work with City Planning staff to update the Municipal Code as appropriate
Ø   Work with City Attorney on cost recovery, administrative hearing, and penalty- processing programs
Ø   Research grant opportunities to improve overall program
Ø   Enhance customer service by providing information about the code enforcement process on the City website
Ø   Enhance customer service by providing additional training to code enforcement staff and participating in regional organizations
CONSTRUCTION MANAGEMENT
This program area manages all City construction projects to ensure compliance with plans and specifications. Staff work with
contractors, designers, and other agencies to keep projects on schedule and within budget. Key functions include assisting the design
group with construction document preparation and monitoring the contract bidding and awarding process. This group also represents
the City in any disputes, responds to requests for information, and negotiates change orders encountered during construction.
2002- 2003 ACCOMPLISHMENTS
Ø   Managed the repavement of Berrellesa St. ( from Arch St. to Marina Vista), and portions of Escobar St.
Ø   Managed the resurfacing of 375,000 sq. ft. of roadways as part of the 2002 paving project
Ø   Provided construction management for the Intermodal Station, Alhambra Creek, Waterfront Skate Park, and Alhambra Ave.
Drainage Basin projects
Ø   Managed construction work on the Golden Hills, Holiday Highlands, and Waterfront parks renovation projects
Ø   Managed the Alum Sludge Removal and Restroom Restoration projects at the Water Treatment Plant
Ø   Provided design and construction management services for the electrical system project at the John Muir Amphitheater and the
new Police Evidence facility
2003- 2005 KEY OBJECTIVES
Ø   Continue to provide complete construction management to ensure quality workmanship, timely completion, and cost- effective
measures on all City projects
Ø   Coordinate with Community Development staff to improve overall Capital Improvement Projects process
Ø   Provide additional training to keep pace with changes in the construction industry
Ø   Provide project design assistance on a variety of City projects
SOLID WASTE
The Solid Waste Program provides for the protection of public health and safety and the environment through waste prevention, waste
diversion, and safe waste processing and disposal. Staff works with Pleasant Hill Bayshore Disposal to establish rates, pick- up
schedules, and recycle programs. A primary goal is the reduction of la ndfill waste through reuse and recycle programs. The budget
for this program area is listed under Franchise Administration in the Nondepartmental Services group.
2002- 2003 ACCOMPLISHMENTS
Ø   Applied for and received three State grants totaling over $ 80,000: Used Oil, Household Hazardous Waste, and Container
Recycling
Ø   Implemented Household Battery, Fluorescent Lamp, and Computer Monitor collection programs
Ø   Responded to residential/ commercial complaints regarding refuse/ recycling service
Ø   Participation in numerous recycling workshops, events, and programs
Ø   Prepared annual diversion report to the California Integrated Waste Management Board
2003- 2005 KEY OBJECTIVES
Ø   Expand commercial recycling program
Ø   Establish a Construction and Demolition Materials Recycling ordinance
Ø   Complete a rate review for Pleasant Hill Bayshore Disposal for refuse/ recycling service rates and fees
Ø   Continue participation in special events such as Earth Day, municipal cleanups, and the Contra Costa Home and Garden Show
Ø   Continue participation in the Contra Costa Green Business Program
Ø   Pursue new grant opportunities as they become available
City of Martinez Operation Expenditures Budgets FY 2003 - 2004 and FY 2004 - 2005
FY 2001 - 2002 FY 2002 - 2003 FY 2003 - 2004 Increase FY 2004 - 2005 Increase
Actual Adjusted Budget Proposed Budget ( Decrease) Proposed Budget ( Decrease)
Building Department
General Government Funds
01 502 INSPECTION
Labor 515,965 572,433 615,176 42,743 656,356 41,180
Operating 55,234 62,549 63,036 487 82,615 19,579
Capital 10,000
Direct & Indirect Costs ( 57,418) ( 78,612) ( 119,495) ( 40,883) ( 120,735) ( 1,240)
TOTAL INSPECTION 523,781 556,370 558,717 2,347 618,236 59,519
01 503 CODE ENFORCEMENT
Labor 69,347 78,584 85,399 6,815 92,992 7,593
Operating 7,921 18,037 12,973 ( 5,064) 16,480 3,507
Direct & Indirect Costs ( 20,073) ( 7,258) 16,246 23,504 15,640 ( 606)
TOTAL CODE ENFORCEMENT 57,196 89,363 114,618 25,255 125,112 10,494
TOTAL BUILDING DEPARTMENT FUNCTION 580,977 645,733 673,335 27,602 743,348 70,013
Administration, Transportation,
and Special Projects
Planning and
Economic Development
Public Works Maintenance Water System
Engineering
Recreation and
Community Services
Community Development Department
MAJOR RESPONSIBILITIES
Admin, Transportation, Department Administration
and Special Projects: Transportation Projects
Marina
Parking
Day Care Contract Admin
John Muir Festival Center
Capital Improvement Programming
Arts and Library Commission
Planning and Development Review
Economic Development: Advance Planning
Economic Development
Planning Commission
Design Review Committee
Engineering: Development Review
Pavement Management
Capital Improvement Projects
Clean Water Program
Public Works Maintenance
Parks Maintenance
Fleet Maintenance
Water System
Recreation and Recreation Programs
Community Services: Senior Center
Veteran’s Commission
Cemetery Commission
DEPARTMENT STAFFING
Authorized Positions 01/ 02 02/ 03 03/ 04 04/ 05
Community Development Dept 53.80 54.80 54.80 54.80
DIVISION STAFFING
ADMIN, TRANSPORTATION AND SPECIAL PROJECTS STAFFING
Authorized Positions 01/ 02 02/ 03 03/ 04 04/ 05
Director/ Trans. Project Mgr. 1.0 1.0 1.0 1.0
Management Analyst 1.0 1.0 1.0 1.0
2.0 2.0 2.0 2.0
PLANNING AND ECONOMIC DEVELOPMENT STAFFING
Authorized Positions 01/ 02 02/ 03 03/ 04 04/ 05
Deputy Director 1.0 1.0 1.0 1.0
Associate Planner 1.0 1.0 1.0 1.0
Planning Technician 1.0 1.0 1.0 1.0
Administrative Aide III 1.0 1.0 2.0 2.0
4.0 4.0 5.0 5.0
RECREATION AND COMMUNITY SERVICES STAFFING
Authorized Positions 01/ 02 02/ 03 03/ 04 04/ 05
Deputy Director 1.0 1.0 1.0 1.0
Recreation Supervisor 1.0 1.0 1.0 1.0
Senior Citizen Supervisor 1.0 1.0 1.0 1.0
Senior Citizen Coordinator 0.8 0.8 0.8 0.8
Administrative Aide III 1.0 1.0 1.0 1.0
4.8 4.8 4.8 4.8
ENGINEERING, PUBLIC WORKS AND WATER STAFFING
Authorized Positions 01/ 02 02/ 03 03/ 04 04/ 05
City Engineer 1.0 1.0 1.0 1.0
Senior Civil Engineer 1.0 1.0 1.0 1.0
Associate Civil Engineer 1.0 1.0 1.0 1.0
Junior Civil Engineer 1.0 1.0 1.0 1.0
Administrative Aide III 1.0 1.0 0.0 0.0
5.0 5.0 4.0 4.0
Public Works Superintendent 1.0 1.0 1.0 1.0
Maintenance Supervisor 2.0 2.0 2.0 2.0
Maintenance Lead Worker 3.0 3.0 3.0 3.0
Maintenance Worker II 5.0 5.0 5.0 6.0
Maintenance Worker I 2.0 3.0 3.0 2.0
Equipment Mechanic 2.0 2.0 2.0 2.0
Account Clerk III 1.0 0.0 0.0 0.0
Account Clerk II 0.0 1.0 1.0 1.0
Senior Custodian 1.0 1.0 1.0 1.0
Park Supervisor 1.0 1.0 1.0 1.0
Park Lead Caretaker 3.0 3.0 3.0 3.0
Park Caretaker II 2.0 2.0 2.0 2.0
Park Caretaker I 0.0 1.0 2.0 2.0
General Laborer 2.0 1.0 0.0 0.0
Senior Meter Service Worker 1.0 1.0 1.0 1.0
Meter Service Worker 1.0 1.0 1.0 1.0
Meter Repair Worker 1.0 1.0 1.0 1.0
28.0 29.0 29.0 29.0
Water Superintendent 1.0 1.0 1.0 1.0
Assistant Water Superintendent 1.0 1.0 1.0 1.0
Senior Instrument Technician 1.0 1.0 1.0 1.0
Instrument Technician 1.0 1.0 1.0 1.0
Water Operations Supervisor 1.0 1.0 1.0 1.0
Water Plant Operator II 1.0 2.0 2.0 2.0
Water Plant Operator I 4.0 3.0 3.0 3.0
10.0 10.0 10.0 10.0
ADMINISTRATION, TRANSPORTATION, AND SPECIAL PROJECTS
Administration provides overall department management and capital improvement programming. Transportation is responsible for
planning, funding, and constructing projects such as the Intermodal project, Alhambra Avenue repaving, and the Bay Trail. The
Transportation Project Manager is the City’s representative to the Contra Costa Transportation Authority, Caltrans, the Capital
Corridor Joint Powers Authority, and TRANSPAC. Special Projects include the City’s Marina, day care contract operations, the John
Muir Festival Center project, and the downtown parking district. Staffing is provided for the Marina Commission, Veterans’
Commission, and the Arts, Library, and Cultural Services Commission.
2002- 2003 ACCOMPLISHMENTS
Ø   Improved sight lines and created new entrance to amphitheater
Ø   Completed transition of child care center to contract operation
Ø   Secured $ 855,000 Department of Boating and Waterways ( DBAW) grant for boat launch ramp renovation
Ø   Secured an additional $ 250,000 Coastal Conservancy grant for Ferry Plaza improvements
2003- 2005 KEY OBJECTIVES
Ø   Improve set design for Mountain Days
Ø   Continue community planning meetings and pursue Proposition 40 money for the John Muir Festival Center project
Ø   Design and construct Alhambra Avenue widening from MacAlvey Drive to Alhambra Creek
Ø   Design, site, and explore funding options for downtown parking structure in conjunction with the County
Ø   Design and construct Bay Trail from Ferry Street to East Ba y Regional Park’s Nejedly staging area
Ø   Complete Intermodal landscaping from Ferry Street to horse arena
2003- 2004 BUDGET HIGHLIGHTS
Ø   $ 140,200 set aside in Parking Fund for downtown parking structure project
Ø   $ 68,000 transfer from Reserves if required for John Muir Festival Center stage sets
Ø   $ 38,500 transfer from Reserves to support extended library hours
Ø   $ 20,000 transfer from Reserves for an Arts Development Fund
Ø   $ 35,000 reduction in Professional/ Technical Services
2004- 2005 BUDGET HIGHLIGHTS
Ø   $ 105,400 set aside in Parking Fund for downtown parking structure project
Ø   $ 38,500 transfer from Reserves to support extended library hours
PLANNING AND ECONOMIC DEVELOPMENT
Planning staff assist customers with permit processing and interpretation of City policies related to the zoning and subdivision
ordinances. They also work with private citizens, business and property owners, residents, community groups, developers, other City
departments, and outside agencies on community problems and concerns. Planning provides support to the Planning Commission,
Zoning Administrator, and the Design Review Committee. In addition, Planning staff participate on the NPDES Public Education
Industrial Outreach Committee and work with the County on CDBG grants. Economic Development focuses attention on methods to
rehabilitate and revitalize the downtown. This effort is strengthened through continued coordination with the Chamber of Commerce,
Main Street Martinez, property owners, business owners and others.
2002- 2003 ACCOMPLISHMENTS
Ø   Received $ 5,000 grant from PG& E for funding of downtown events
Ø   Prepared a revised Draft Housing Element ( 2nd draft) to submit to HCD
Ø   Secured a $ 75,000 performance- based MTC grant for the Downtown Specific Plan and selected a consultant for the plan
Ø   Strengthened workforce by hiring permanent Planning Technician
2003- 2005 KEY OBJECTIVES
Ø   Complete and implement the Downtown Specific Plan
Ø   Develop a strategy for economic development
Ø   Continue to strengthen our working relationship with the Chamber of Commerce and Main Street Martinez organizations
Ø   Adopt a final housing element
Ø   Complete the Adult Entertainment Ordinance
2003- 2004 BUDGET HIGHLIGHTS
Ø   $ 225,000 transfer from Reserves for the Downtown Plan and EIR
Ø   $ 70,000 transfer from Reserves for Chamber of Commerce and $ 75,000 transfer from Reserves for Main Street Martinez
Ø   $ 50,000 transfer from Reserves for Economic Development Plan
Ø   $ 30,000 transfer from Reserves for a Redevelopment Feasibility Study
Ø   $ 30,000 transfer from Reserves for City Banner Program
Ø   $ 79,400 reduction in Planning Professional/ Technical Services and $ 14,000 reduction in Planning Temporary Salaries/ Wages
2004- 2005 BUDGET HIGHLIGHTS
Ø   No significant changes
ENGINEERING, PUBLIC WORKS AND WATER
ENGINEERING
Engineering works with other City programs to plan, construct and maintain public works facilities including streets, storm drains,
traffic signals and water systems. In addition, Engineering staff manages the City’s Clean Water ( NPDES) Program, implements the
annual Community Development Block Grant ( CDBG) Program, assists in establishing and maintaining Lighting and Landscape
Assessment Districts, serves on the Traffic Safety Committee, prepares grant applications for State and Federal funds to pay for major
capital improvement projects, assists the City’s Transportation Projects Manager in the implementation of major transportation capital
projects, and reviews and processes residential, commercial and industrial development applications.
2002- 2003 ACCOMPLISHMENTS
Ø   Completed Marina Vista and Berrellesa Paving Project
Ø   Replaced old play equipment and significantly enhanced play areas at the Golden Hills, Holiday Highlands, and Waterfront parks
Ø   Began construction on the City Entrance Monument Sign Project
Ø   Implemented the Clean Water Program in compliance with State and Federal regulations
Ø   Issued approximately 300 oversized load and 200 encroachment permits
Ø   Completed Skate Park
2003- 2005 KEY OBJECTIVES
Ø   Establish and update policies, procedures, and processes to improve interdepartmental coordination and enhance customer service
Ø   Develop long- term plans for improving the condition of City streets and replacing deteriorated water lines
Ø   Update the Flood Ordinance to be in compliance with FEMA regulations
Ø   Incorporate a Clean Water element into the Gene ral Plan
Ø   Utilize the City’s web site to improve the flow of information to the public
Ø   Update the Subdivision Ordinance
Ø   Complete Water Rate Study
Ø   Complete plan for new Corporation Yard
PUBLIC WORKS
Public Works maintains 122 miles of City streets, 103 acres of developed park land, 230 acres of open space, 11 acres of medians, 200
miles of water lines, and 9,500 water meters. Public Works staff also provide repair and janitorial services for all City buildings,
install new water mains and services, read and service water meters, repair water leaks, and maintain 110 pieces of large and small
equipment, including replacement, routine servicing and repairs. Parking meter installation, maintenance and collection are the
responsibility of this program as well. Program staff regularly work with local volunteer groups to include them in the process of
serving the community by improving public spaces.
2002- 2003 ACCOMPLISHMENTS
Ø   Repaved sections of numerous streets and roadways including Palm Avenue and Castro, Estudillo, and Allen streets
Ø   Repaired base failures to over 100,000 square feet of streets
Ø   Initiated beautification and restoration of numerous City street medians
Ø   Finished major landscaping projects at Hidden Valley Park and the Waterfront Amphitheater
Ø   Replaced one- third of all water backflow prevention devices
Ø   Completed the Berrellesa Street Water Main Replacement Project
Ø   Repaired over 200 parking meters
2003- 2005 KEY OBJECTIVES
Ø   Replace broken parking meters with vandal- proof devices
Ø   Assume maintenance responsibility for the newly- renovated Alhambra landscaped median and the Chilpancingo median
Ø   Repair asphalt base failures in preparation for street rehabilitation program
Ø   Implement programs and training to reduce employee injuries
Ø   Provide 24 hour coverage for emergency situations such as water main breaks and flooding
Ø   Replace additional one- third of all water backflow prevention devices
2003- 2004 BUDGET HIGHLIGHTS
Ø   $ 131,900 one- time reduction in vehicle Rental Charges
Ø   $ 121,500 reduction in Utilities
Ø   $ 25,000 reduction in Traffic Control Maintenance Professional/ Technical Services
Ø   $ 25,000 reduction in Parks Maintenance Temporary Salaries/ Wages
Ø   $ 10,000 reduction in Parks Ground Maintenance Professional/ Technical Services
PUBLIC WORKS ( CONTINUED)
2004- 2005 BUDGET HIGHLIGHTS
Ø   No significant changes other than vehicle Rental Charges
WATER SYSTEM
The Water System provides a reliable supply of high quality potable water in sufficient quantity to meet the needs of Martinez
residents and businesses. The safety of the water and the health of the community is ensured though the use of advanced technology,
proper water treatment, water quality analysis, treatment plant maintenance, backflow prevention, and maintenance of the water
distribution system.
2002- 2003 ACCOMPLISHMENTS
Ø   Disinfected and filtered 1,800 million gallons of water and analyzed over 1,000 samples for bacteriological quality
Ø   Performed daily analysis of raw and treated water for stability and corrosion control
Ø   Completed and delivered to all customers the 2000 Annual Water Quality Report
Ø   Responded promptly to all customer concerns regarding leaks, pressure, and water quality
Ø   Completed testing for State and Federal unregulated contaminant monitoring rule ( UCMR)
Ø   Installed video monitoring equipment and developed a controlled access system at the Water Treatment Plant
Ø   Instituted regular inspections of potential water system access points
2003- 2005 KEY OBJECTIVES
Ø   Identify and replace old and inefficient water meters and non- functional backflow prevention devices
Ø   Replace priority damaged or worn water mains
Ø   Utilize qualified personnel and state of the art technology to improve water treatment techniques
Ø   Replace filter media in the 1968 filters to ensure proper performance and public health protection for many years
Ø   Complete a vulnerability assessment by June 2004 as required by the Bioterrorism Act of 2002
2003- 2004 BUDGET HIGHLIGHTS
Ø   $ 50,000 one- time reduction in vehicle Rental Charges
Ø   $ 36,700 increase in Water Administration Professional/ Technical Services for Vulnerability Assessment
2004- 2005 BUDGET HIGHLIGHTS
Ø   Expenditure levels maintained in Water Administration Professional/ Technical Services to fund Department of Water Resources
Mandated 5- Year Best Practices Report
Ø   No significant changes other than vehicle Rental Charges
RECREATION AND COMMUNITY SERVICES
This division offers activities and services for Martinez residents of all ages. Recreation provides sports, recreation, and operation of
the Rankin Park Pool. The Senior Center offers programs, activities, and services for older residents. Additionally, staff participate on
the Park and Recreation, Veteran’s, and Cemetery commissions. Recreation works with Public Works to manage the use of the
following City and community facilities:
·   16 ballfields and 4 concession stands
·   Senior Community Center
·   Golden Hills Park Building
·   Kiwanis Youth Center
·   A three- pool municipal complex at Rankin Park
·   Alhambra Cemetery
·   17 parks
2002- 2003 ACCOMPLISHMENTS
Ø   Hired Deputy Director of Parks and Community Services and Senior Center Supervisor
Ø   Repaired five athletic fields through partnership with the Pleasant Hill/ Martinez American Youth Soccer Organization ( AYSO)
Ø   Repaired a major water leak at the municipal pool and installed two new pool heaters
Ø   Offered 15 programs with the Martinez Library/ Recreation Partnership
Ø   Increased teen participation by offering programs such as Guard Start, counselor in training, and babysitting courses
2003- 2005 KEY OBJECTIVES
Ø   Complete the Parks System Master Plan
Ø   Increase the number of family- oriented recreation programs
Ø   Increase active outdoor opportunities for seniors
Ø   Increase revenues through contract sports camps
Ø   Investigate additional recreational programs through partnerships
Ø   Coordinate and work with 11 Community, Youth, and Special Interest groups on the use of 23 fields and facilities
Ø   Pursue grant opportunities to support recreation and community service programs
RECREATION AND COMMUNITY SERVICES ( CONTINUED)
2003- 2004 BUDGET HIGHLIGHTS
Ø   $ 38,500 transfer from Reserves to fund extend