BUDGET REPORT
2 0 0 7 - 2 0 0 8
CITY OF MENLO PARK
June 22 00 00 77
Contents
Budget Overview ............................................................................................................................... ...................................................................... 1
Community Development Agency ............................................................................................................................... ........................................ 14
Charts ............................................................................................................................... ....................................................................................... 19
Budget Summary........................................................................................................................ ............................................................................ 25
FTE Schedule....................................................................................................................... ................................................................................... 31
Administrative Services Department
701 – Policy Development and City Council Support........................................................................................................................ ....................... 33
702 – Service Excellence ............................................................................................................................... .......................................................... 38
703 – Elections and Records........................................................................................................................ ............................................................ 42
704 – Community Relations ............................................................................................................................... ...................................................... 45
705 – Asset Preservation ............................................................................................................................... .......................................................... 49
706 – Information Support ............................................................................................................................... ......................................................... 58
707 – Internet and World Wide Web ............................................................................................................................... ......................................... 64
708 – Employee Support ............................................................................................................................... ........................................................... 67
709 – Legal Services ............................................................................................................................... ................................................................. 73
710 – Business Development.................................................................................................................... ............................................................... 78
Community Development Department
501 – Affordable Housing........................................................................................................................ ................................................................. 83
502 – Community Development Area/ Agency ............................................................................................................................... .......................... 87
601 – Comprehensive Planning ............................................................................................................................... ................................................ 91
602 – Development Services....................................................................................................................... ............................................................. 94
Community Services Department
310 – Social Services & Childcare ............................................................................................................................... ............................................ 99
311 – Recreation/ Physical Activities ............................................................................................................................... ....................................... 105
Library Department
401 – Library Collections and Online Resources ............................................................................................................................... .................... 113
402 – Reading Promotion and Life Skills ............................................................................................................................... ................................ 117
Police Department
101 – Community Safety ............................................................................................................................... ......................................................... 123
102 – Patrol Support........................................................................................................................ ....................................................................... 129
103 – Emergency Preparedness................................................................................................................... ......................................................... 134
104 – Traffic and School Safety ............................................................................................................................... .............................................. 138
Public Works Department
201 – City Facilities ............................................................................................................................... ................................................................. 141
202 – Menlo Park Municipal Water District Water Supply......................................................................................................................... ............. 146
203 – City Vehicles and Equipment ............................................................................................................................... ........................................ 149
204 – Urban Forest......................................................................................................................... ........................................................................ 152
205 – City- Owned Street and Other Right- of- Way............................................................................................................................ ..................... 155
206 – Stormwater Management ............................................................................................................................... .............................................. 161
207 – Resource Conservation................................................................................................................... ............................................................. 166
208 – Transportation Management ............................................................................................................................... ......................................... 169
Fund Balance Summary........................................................................................................................ ............................................................... 175
Capital Improvement Program ............................................................................................................................... ............................................. 181
CITY OF MENLO PARK
FISCAL YEAR 2007 – 2008
BUDGET OVERVIEW
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June 2007
Honorable Mayor and City Council Members:
In accordance with the City of Menlo Park Municipal Code, I am pleased to transmit to you the adopted budget
for fiscal year 2007- 2008. This document contains the funding approvals for all City programs and services,
including those that utilize funds from the various special revenue accounts and the Menlo Park Municipal Water
District enterprise. The capital improvement projects that are programmed for funding from all City sources are
presented as well.
Development of the 2007- 08 Budget followed a very different course than last year’s citywide civic engagement
process. The Your City/ Your Decision process was used to identify deficit reduction approaches that would be
most supported by the community in order to bridge an estimated $ 2.9 million on- going budget gap and realize a
sustainable, i. e. long- term budget beginning in fiscal year 2006- 07. With the net cost reduction strategies
implemented last year and the passage of the utility users tax ( UUT) in November, the fiscal outlook for the City
is now vastly different, allowing much more flexibility in considering which project priorities and initiatives justify
current year funding. The 2007- 08 budget as proposed by the City Manager provided for over $ 3.5 million in
General Fund Capital Improvement Projects funding, for a total of $ 7.9 million in total Project Priorities, as
recently approved by the Council. The General Fund operating budget includes $ 665,000 in budget initiatives –
items which were developed in conjunction with Council goals in meeting unmet service needs of the City. In
addition, the City is able to maintain services and infrastructure at appropriate levels, prefund the retiree medical
program liabilities identified in recent years, and end the fiscal year with a General Fund budgetary deficit of
$ 978,000, which the Council feels will be mitigated by expenditure savings. As part of its budgetary deliberations
and in consideration of the City’s long- term financial forecast, the Council decided to reduce the UUT rate
effective October 1, 2007. The UUT ordinance was crafted to support such a review of the tax rate as part of the
annual budget cycle.
It is the sixth year that the City of Menlo Park has utilized its program- based, results- focused budget, with service
descriptions and corresponding measures further refined and the status of results updated for each service.
Minimum changes have been made in the presentation and content of departmental result measures, although
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staff continues in its efforts to most clearly describe, measure and track the effectiveness of service delivery.
Following the general departmental budgets, the schedule of Estimated Fund Balances reflects the activity of
each of the City’s separate funds. Only the fiscal year 2007- 08 budget has been presented – no assumptions or
projections have been made for subsequent fiscal years. Finally, capital projects are presented in a manner that
emphasizes total project costs and status, rather than estimates of actual spending by fiscal year.
BACKGROUND
As in most other California cities, Menlo Park’s revenues were battered by the economic downturn beginning in
2001. The revenue decline seemed to bottom out in 2003- 04, with a slow recovery noted in 2005. Although the
economy continued its recovery in fiscal year 2005- 06, rapidly rising operating expenditures over the previous
five years created an ongoing budgetary imbalance between General Fund operating revenues and expenses.
As shown below, revenues in fiscal year 2006- 07 have only recently recovered to the level experienced in fiscal
year 2000- 01:
GENERAL FUND REVENUE TRENDS SINCE FISCAL YEAR ENDED June 30, 2001
Revenue Source 2001 2002 2003 2004 2005 2006 2007 ( est)
Property Taxes 5,287,616 6,059,380 5,914,296 6,792,082 7,254,758 10,007,808 10,515,300
Sales Taxes 12,358,973 8,648,641 6,857,224 6,048,940 6,057,461 6,503,635 6,660,000
Other Taxes 2,666,328 2,412,305 2,157,462 2,202,364 2,332,273 2,476,442 2,714,000
Utility Users Taxes ( new) 530,000
Licenses and Permits 2,997,571 2,329,144 2,671,512 2,553,997 2,570,849 3,091,469 3,222,502
Use of Money and Property 2,696,396 1,966,153 1,391,918 688,429 1,289,031 1,732,929 2,185,000
Intergovernmental 2,730,115 2,762,308 2,862,975 2,322,221 3,112,585 1,671,653 1,851,097
Charges for Services 3,518,154 3,552,392 3,580,793 4,367,440 3,827,158 4,225,135 4,627,164
Fines and Other 296,334 231,034 821,951 771,378 832,897 792,005 841,500
32,551,487 27,961,357 26,258,131 25,746,851 27,277,012 30,501,076 33,146,563
Sales taxes were the hardest hit General Fund revenue source – with a decrease of 50% ($ 6 million) from the
peak experienced in 2000- 01 to the lowest levels of 2003- 04. The housing market in the Bay Area remained
strong during this time, however, and provided solid growth in property tax receipts. Note that as a result of the
State’s “ swap” of motor vehicle license fee ( MVLF) revenues for a property tax allocation to city and county
governments, property taxes were increased $ 2 million with an offsetting decrease in intergovernmental
revenues in the 2005- 06 fiscal year. Due to the State of California’s continuing deficits, State “ takeaways” have
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not only served to dampen revenues, but have added even more uncertainty to the future of local funding
sources. “ Other taxes” consist solely of franchise and hotel occupancy taxes. Hotel taxes showed a precipitous
drop from a peak in fiscal year 2000- 01 ($ 1.6 million) to a low in 2003- 04 ($ 960,000), but have recovered in
recent years to pre- boon levels of over $ 1.3 million. Yield rates on the City’s invested reserves dropped steadily
from 2001 yields of over 6% to yields closer to 1.5% through fiscal year 2003- 04. Returns on the City’s
investment portfolio have just recently regained levels closer to 5%. From this trend information it is evident that
economic recovery has sputtered at times, without convincing signs of resurgence. Even as rising mortgage
rates threaten a softening in the housing market and future property tax growth, opportunities for enhanced sales
and hotel tax revenues, as well as full- year implementation of the new utility users tax, indicate that revenue
growth will continue on track for Menlo Park in the next few years.
On the expenditure side, employee compensation costs have risen sharply over the past several years as health
care premiums and the cost of retiree medical benefits continue to rise. The California Public Employee
Retirement System experienced large increases in pension costs due to investment losses and changes in
benefits, increasing the cost of retirement benefits to public employers. Increasing insurance costs for general
liability, workers compensation and property coverage have also contributed to the higher cost of local
government services. Although inflation has been kept to a minimum since 2000, rising prices for energy and
other commodities are of significant concern for the future economic health of the region.
The schedule below confirms that, at the same time revenues were declining ( since the fiscal year 2000- 01), the
cost of providing City services - over 70% of which is personnel - has increased:
GENERAL FUND EXPENDITURE TRENDS SINCE FISCAL YEAR ENDED June 30, 2001
Expenditure Category 2001 2002 2003 2004 2005 2006 2007 ( est.)
Personnel 16,952,114 18,055,363 18,781,502 18,682,666 19,956,863 20,479,971 22,494,278
Operating 4,358,162 4,557,128 3,871,033 3,614,940 5,148,967 5,234,656 5,002,761
Services 1,573,911 1,764,947 1,731,579 1,267,667 1,115,301 1,564,242 2,695,612
Transfers Out 7,287,500 2,508,504 1,496,000 2,896,000 2,196,000 196,000 3,231,000
30,171,687 26,885,942 25,880,114 26,461,273 28,417,131 27,474,869 33,423,651
In response to the challenging fiscal environment, the City had to reduce its spending each successive year,
often reopening the adopted budget during the fiscal year in order to update estimates and make further
downward adjustments. During this period, the City used a variety of approaches to achieve a balanced budget,
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including short- term fixes, such as suspending the funding of infrastructure maintenance. The City also cut
service levels by reducing or eliminating certain programs, increasing fees charged to users of services, and
reducing the cost of services through implementing various efficiency strategies. By fiscal year 2006- 07 the City
had trimmed its expenses by over $ 5.5 million ( approximately 15% of the City’s annual budget), and reduced its
workforce by more than 30 regular and part- time employee full time equivalents ( FTEs).
Cost reductions through fiscal year 2003- 04 were achieved with relatively minimal impact on services to the
community. Yet, it was acknowledged that short- term strategies, such as deferring infrastructure maintenance
and vehicle replacement, could not continue indefinitely and that service level impacts were imminent. In
response to anticipated General Fund operating deficits in the long term, the 2005- 06 was “ carried over” with only
contractual increases from the prior fiscal year and did not include any transfer for infrastructure maintenance.
This allowed staff to focus on the Your City/ Your Decision Community budget process.
As part of the 2006- 07 budget deliberations, Council approved a mix of revenue- enhancing and cost- cutting
strategies that were most supported in the survey and workshops. These net cost reductions amounted to over
$ 1.5 million. It was well recognized at that time that there was still more work to be done in subsequent fiscal
years to narrow the ongoing deficits that were forecast in the long- term. Council directed staff to begin the
process of surveying the community to gauge support for a tax measure that could bridge this gap. In addition,
certain cost reduction strategies that were not implemented with the 2006- 07 budget were to be reviewed at
midyear. The budget was adopted reflecting a $ 1.9 million shortfall between revenue and expenses in 2006- 07.
Voter surveys conducted by Godbe Research in June and July 2006 indicated general support for some level of
utility users tax ( UUT). A UUT measure was placed before the voters and approved in the November election.
By the end of the calendar year, a comprehensive UUT section was added to the City’s website to support the
implementation process and to enhance the information outreach to both customers and utility suppliers
regarding the tax. The UUT was estimated to bring an annual revenue stream of $ 2.5 million to the City’s
General Fund. In the midyear analysis, staff anticipated the UUT revenue provided in the last three months of
2006- 07, along with identified increases in other General Fund revenues, could be sufficient to alleviate the
projected 2006- 07 budget deficit.
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FISCAL YEAR 2007- 2008 BUDGET
The 2007- 08 fiscal year budget process proceeded with discussion about Council Project Priorities and adoption
of certain changes to the municipal fee schedule in March. In April, staff provided Council with an introduction to
the budget process, and sought direction on the Budget Initiatives. Two budget “ Open House” events were held
early in May to allow the community to get answers to their questions regarding the upcoming budget and to
provide input in a less formal, but informative setting.
In accordance with Council’s direction, staff included funding for Project Priorities and infrastructure maintenance
and developed line item budget detail for all departmental operations and projects. Finance staff prepared
revenue projections based on current economic realities, forecasts and input from other departments.
Departments were asked to outline the resources necessary to implement specific budget initiatives, including:
added capacity to undertake a backlog of transportation projects; strengthening business development efforts;
enhanced enforcement of traffic laws; more frequent and comprehensive financial reporting and analysis; and
promotion of community engagement and participation in the City’s governance. The City Manager reviewed
individual departmental budgets, the General Fund budget in particular, and the City Budget as a whole, making
adjustments as appropriate. A schedule of full- time equivalent ( FTE) positions has been added to the budget
document. Departments have submitted the results of their service measures for inclusion in the Budget
documents. The 2007- 08 City Manager’s Proposed Budget was prepared and analyzed, and submitted to the
City Council for review at a public hearing on June 5, 2007.
In addition, staff updated the assumptions and projections incorporated in the City’s 10- year financial forecast for
the General Fund for consideration with the City Manager’s budget proposal. The City’s long- term forecast
establishes an appraisal of fiscal sustainability beyond the current budget cycle, providing important context to
the annual budget process. The revised long- term forecast, submitted with the City Manager’s Proposed Budget
for fiscal year 2007- 08, illustrated the substantial impact of the implementation of the utility users tax. With the
estimated UUT revenues at various rates assisting in their budget deliberations, the Council approved a
reduction of the UUT tax to a flat one percent rate on all utilities effective October 1, 2007. Anticipating
operational savings throughout the fiscal year, the Council was comfortable that the $ 978,000 budgeted deficit
was reflective of a relatively balanced budget for 2007- 08.
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DEPARTMENTAL BUDGET CHALLENGES
Implementation of the 2006- 07 Budget was difficult on many fronts. After five previous years of cost containment
and budget cuts, departments had to derive true savings from specific cost- cutting strategies identified in the
Your City/ Your Decision community input process, while guarding the quality of municipal services currently
being provided. In addition, the annual Project Priorities process identified certain needs of the community that
had been deferred in previous budgets.
Administrative Services
Having taken the lead in conducting the Your City/ Your Decision process last year, the Administrative Services
Department followed up on Council’s request to explore the establishment of a new tax measure to further
address the City’s structural budget imbalance. Staff issued a Request for Proposals ( RFP) and retained Godbe
Research to conduct community opinion research, and helped present the results of the surveys to Council and
the public. Per Council direction, the City Attorney and other Administrative Services Department staff examined
certain legal and practical issues regarding the establishment of a utility users tax ( UUT) and drafted an
ordinance covering the features desired by the Council. Staff then assisted in crafting the language to be
included on the ballot, identifying staff and Council roles and limitations during the ballot measure campaign
period. Once the success of the measure was confirmed in late November, Finance staff acted quickly to
establish the initial implementation period ( April 1 - June 30, 2007) through use of the City’s website and
outreach to both customers and utility suppliers in Menlo Park. Special care was taken to prorate the $ 12,000
annual maximum tax payment cap on electric, gas, and water utility use.
In other areas, City Clerk staff conducted an RFP process to provide for the web streaming of Council Meetings.
In September, the City Council unanimously approved a contract for services and software that would allow such
web streaming for Council, Planning Commission and Transportation Commission meetings taking place within
the Council Chambers. Implementation of this service package has been successful in providing residents with
easy and prompt access to Council’s deliberations and decisions. In addition, preparation of meeting minutes
has become more efficient. Also in the area of using technology to keep the community informed and engaged,
the City’s website search engine was improved. There has been a continuous effort to keep the information on
the website current and easily accessible to interested users.
One of the project priorities for 2006- 07 called for a city- wide Cost Allocation Plan and User Fee Study to
maximize recovery of General Fund overhead costs and to most accurately determine the true full cost of City
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services. An RFP was issued in August, and the Cost Allocation study was initiated in October. The cost
allocation study, which involved coordination of data from all departments, was completed late in the fiscal year,
and the User Fee study is still underway. In conjunction with these studies, Finance staff developed an improved
overhead cost allocation methodology by creating three new internal service funds ( ISFs) for the City’s Workers’
Compensation, General Liability and Retiree Medical Benefits programs. Previously these expenses were
contained in the Administrative Services Department, which administers these programs and serves as the City’s
risk management staff. The ISFs will provide a formula- driven allocation of these costs to the departments for
more accurate and automated cost of service data for City programs.
Human Resources staff successfully negotiated three- year extensions to the City’s labor agreements with non-safety
employee bargaining units, and also undertook an evaluation and comparison of salaries for executive
management staff. Further, progress has been made on the City’s much- anticipated on- line time card system.
That project is approximately 75% complete, with testing anticipated in June and implementation scheduled in
July 2007. The online time card system will serve to reduce annual payroll processing service costs and allow
more efficient coding of staff time to City services and projects.
Three new Council members were seated after the November elections. A community open house was
conducted to provide an opportunity for community members to bring up concerns and inform the new Council of
their wishes for the future. In January, a City Council retreat was held so that Council members could better
understand each other’s working styles and discuss goals for the next two- year period. The City Manager’s
Office coordinated these events and meetings, and has worked diligently with the Council to develop action plans
for implementation of their goals. Recruitment and selection of a new City Manager became an important short-term
goal for the Council as the position became vacant in February. A council subcommittee was formed to
work with the Personnel Director and City Attorney to coordinate these processes, which are well underway; the
selection process is expected to be completed in June. Work on other goals includes a focus on land use
planning and economic development for the El Camino Real / downtown area. In addition, Finance staff has
worked to increase the frequency and comprehensiveness of financial status reports to the Council and the
public, and to improve the accuracy of financial forecasts. Building on the educational and engagement efforts of
the Your City/ Your Decision budget process of the previous year, staff hopes to provide greater transparency in
the City’s fiscal activities – a Council goal for which additional resources are provided this 2007- 08 budget
proposal. This budget also provides additional resources in the City Manager’s Office to promote community
awareness of City policy and encourage public participation in Council decisions, which is another goal advanced
by the Council.
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The City’s Business Development staff made significant progress in helping to restore substantial, sustainable
tax revenue to the City by working with businesses and landowners on several key projects including: facilitating
the plan to develop a new General Motors Auto Mall on 22 acres off Bayfront Expressway; helping to facilitate the
development of the new luxury Rosewood Hotel on Sand Hill Road; working with Haven Avenue property owners
to further the potential redevelopment of this important, future revenue generating area for the City; helping
create an environment that has resulted in three new buildings now under construction downtown on Santa Cruz
Avenue ( the first new buildings there in 15 years); initiating a comprehensive database of commercial properties
available in Menlo Park on the City’s website; working with staff, business owners and residents to help initiate
and complete the streetscape improvements on several commercial developments; and working with other
agencies and consultants to advance data collection and analysis efforts in support of possible parking policy
changes in downtown Menlo Park. Additional resources in the Business Development budget in 2007- 08 will
assist staff’s work with relevant local and regional economic development professionals, the Chamber of
Commerce and the Downtown Merchants Group to improve the economic vitality of the community in the new
fiscal year.
Community Development
During the past fiscal year, the Community Development Department completed land use entitlements for the
Beltramo mixed- use development project, the Derry Lane mixed- use project, the 75 Willow Road single- family
residential project, and the 321 Middlefield Road medical office conversion project. The Department also worked
on revising the Allied Arts Guild Operating Permit to confirm specific uses of the newly renovated premises.
Community Development staff processed building permits and conducted inspections for several residential
projects, including the development of 47 new single- family residences and a one- acre public park on Hamilton
Avenue, 12 new residences at 966- 1002 Willow Road, and residential projects located at 110 and 175 Linfield
Drive, consisting of a total of 56 new residences. In addition, the permitting and inspection processes continued
for the redevelopment of the Safeway grocery store and additional retail and service space on El Camino Real,
and the Rosewood Hotel and office project, consisting of a 170,000 square foot conference hotel and 100,000
square feet of office on Sand Hill Road.
Significant department accomplishments in the area of comprehensive planning include: support of Council
discussion on developing a plan for the El Camino Real Corridor and the downtown area, including development
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of a draft workplan for a visioning process and subsequent work with a Council Subcommittee; preparation of a
draft Zoning Ordinance amendment to update commercial and industrial use regulations; and, in conjunction with
the Metropolitan Transportation Commission ( MTC) and San Mateo County Transportation Authority,
identification of possible locations for a proposed Dumbarton Rail Station and development of a scope of work for
an associated land use planning study.
In the areas of redevelopment and housing, the department qualified 19 buyers ( with one additional qualification
pending) for the 20 Below Market Rate ( BMR) units located at the Hamilton Housing and Park project, completing
sales of 7 of the units; approved 7 first- time homeowner loans ( PAL loans) for the first phase of BMR unit buyers
at that same project; completed the resale of two BMR units; and developed strategies to facilitate a Habitat for
Humanity development of 22 low- income housing units on Terminal Avenue.
Priority projects that will continue into 2007- 08 include the El Camino Real/ Santa Cruz/ Downtown visioning
process and land use plan and related Commercial Zoning Ordinance update, as well as continuing work as
directed by the Council on the Dumbarton Station Area Planning Study, and initiation of work on the Housing
Element Update and Senior Housing Needs Study. Additionally, the Department will focus on updates to the
BMR Program and use of the BMR Fund. The Department anticipates a continued high volume of development
applications and submittal of larger projects that require environmental review in the coming fiscal year.
Community Services
The Community Services Department continued providing quality service to the residents and visitors of Menlo
Park through its ongoing sports programs, senior programs, youth programs, childcare, and recreation classes.
In a project managed by Silicon Valley Community Foundation’s Peninsula Partnership for Children, Youth and
Families, the City of Menlo Park and the Ravenswood City School District embarked on an exciting new project
that was implemented in the fall 2006. The region’s first “ full service” or “ community” school was created at
Menlo Park’s Belle Haven Elementary School in a multi- year effort funded from a partnership of several Bay Area
foundations and agencies. Community schools combine high- quality classroom instruction with a wide range of
support services and enrichment activities, while building strong parental- community participation in children’s
learning and development. The Belle Haven Single School Plan for Student Achievement incorporated many
aspects of the City’s 2005- 06 Belle Haven Action Plan, which was initiated to better understand and address the
diverse needs of the Belle Haven neighborhood. Highlights of the services provided on campus include: a family
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center with a special parents’ room and support services for families; an after- school program managed by the
Boys and Girls Club; better integration of services and communication between service providers on campus;
and improved teaching quality and teacher retention. The Family Center opened in November 2006 and has
served more than 270 families in the community.
In March 2007, the City of Menlo Park, 2nd Harvest Food Bank, and the Parent Volunteers at the Community
School started a 2nd Harvest Produce Program. Over 150 families are participating in the free produce program
held monthly at the Onetta Harris Community Center. Outreach efforts to the Belle Haven Community continued
with student surveys and assemblies at the Belle Haven School to determine what type of programming is
desired at the Community Center in the fall. A Belle Haven Community Open House was hosted at the Menlo
Park Senior Center and adjacent Onetta Harris Community Center to create awareness of the many outstanding
recreational and social opportunities available in the Belle Haven community.
With the first phase of Measure T bond funded projects completed, the Community Services Department held
three community meetings to discuss the next issuance of the bonds and the priority park and recreation facility
improvements to be funded with these proceeds. It was determined that the second phase of Measure T projects
will include the Burgess Gymnasium and Gymnastics facility.
Several of the rooms formerly utilized by the childcare programs at the Burgess Recreation Center received
much needed repairs and interior facelift this past year. As a result, class offerings have increased
approximately 20%.
Looking ahead to fiscal 2007- 08, the Department continues to seek accreditation for the Menlo Children’s Center.
In addition, customization of the recreation registration software will allow online registration, improved integration
into existing financial and data base systems and increased staff efficiency.
Library
In fiscal year 2006- 07 the Library Department received a grant which funded Live Homework Help, a program
which offers homework assistance in math, science, social studies and English via the Internet. The service is
available free to students 4th grade to college entry level and adults with similar needs. It is available in both
Spanish and English. The Library also began offering downloadable video programs this year featuring cooking,
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travel, health programs, classic movies and many other areas of interest. In addition, an on- line newsletter
highlighting new additions to the collection and library events and programs was launched.
Staff in the Children’s Services Department, together with Kepler’s Books, held the first joint author program in
November, and attracted 300 Young Adult fantasy fans to the library for an evening program. In conjunction with
the Peninsula Library System, a service allowing borrowers to pay library fines and fees online with a credit card
was implemented this year.
Lastly, the Library began work with architects this year to remodel the children’s and circulation areas of the
building. These area remodels, which will take place in fiscal year 2007- 08, will allow for improved functionality
and a more user- friendly environment. Library staff also looks forward to fully implementing the materials
acquisition system, which will allow them to track all Library purchases online. This system will not only give the
library’s users the opportunity to see what materials have been ordered, but to place holds on those items so that
they are alerted when the items are available at the library.
Police
The Police Department provided another year of effective presence of law enforcement personnel throughout the
community despite the constraints on departmental personnel and other resources experienced in past fiscal
years. The Department continues to combine the complementary elements of recruitment, training and career
development to ensure that it is prepared to meet its mission. In fiscal year 2006- 07, the Department
successfully implemented the consolidation of Police Dispatch services with the City of San Carlos. The benefits
of this regionalized approach to delivery of dispatch services include increased future cost effectiveness through
the utilization of full center capacity, cost sharing for technology upgrades, improved staffing distribution and
enhanced coverage ( more resources) in the event of an emergency.
The long- awaited Belle Haven Police Substation, a new state- of- the- art facility in the Belle Haven neighborhood
that will bring more City services and enhanced customer service to the Belle Haven neighborhood, will be built
in fiscal year 2007- 08. In addition, the red light photo enforcement program, using cameras installed at the traffic
signal lights of major intersections, will be implemented in 2007- 08. This program has been shown to be an
effective tool for increasing traffic safety through a reduction in intersection collisions. It also allows for the
efficiencies of automated citation processing to begin immediately upon infraction.
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Finally, the approved budget provides for the implementation of a traffic enforcement unit of two Police
Department officers in the upcoming fiscal year. Since a former traffic enforcement unit in Menlo Park was
dissolved in 2003, many in the community have urged the reinstatement of the unit as a public safety issue. In
response to this 2007- 08 budget initiative, the two additional officers would utilize police motorcycles for
increased enforcement to achieve improved public awareness, decreased injury and fatality collisions and a
reduction in total traffic collisions citywide.
Public Works
The Public Works Department started off the year with the completion of several infrastructure projects: re-roofing
of the Onetta Harris Community Center, installing a new roof for the Sand Hill Reservoir, and installing in-pavement
lighted crosswalks at three locations in the City. In completing the Oak Avenue storm drain project, a
new storm drain line was installed to minimize erosion to San Francisquito Creek. Renovation of Parking Plaza
5 downtown was also concluded, incorporating a demonstration of pervious pavement material funded in part
through a water quality grant. Staff this year completed a pilot street tree reforestation project, removing 20
declining trees and replacing them with 20 new trees to ensure maintenance of the tree canopy in the pilot area.
A traffic study was completed in the Oak/ Oak Knoll area as part of the Safe Route to School program.
The City awarded a contract to pave Sand Hill Road and accepted a competitive Federal grant in the amount of
$ 707,000 for this project. A grant of $ 175,000 from the Integrated Waste Management Board for the use of
recycled rubber in the asphalt will also help fund the project. Also during fiscal year 2006- 07, Public Work
engineers began designing the largest street resurfacing project in the City’s history, to be completed in 2007- 08.
The project has a budget of almost $ 4.6 million, and includes funding from the General Capital Improvement
Fund, Highway Users Tax ( Gas Tax) Fund, Building Construction Street Impact Fund and Measure A Fund.
Work continued on the design of additional water storage and an emergency well system. Utilizing resources of
the Water Fund, staff also took over the water backflow prevention program from San Mateo County to ensure
better compliance with State regulations.
CAPITAL IMPROVEMENT PROJECTS
A transfer to fund infrastructure maintenance along with other capital improvement projects was included in the
2006- 07 General Fund appropriations to avoid further depletion of the General Capital Improvement Projects
( CIP) Fund reserve, and a $ 2,080,000 transfer is included for 2007- 08. The 2007- 08 Budget Report identifies
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the street resurfacing project and other capital projects that will require funding in this fiscal year. A separate
section of the report, entitled “ Capital Improvements,” contains detailed descriptions of new projects and on- going
capital projects, as well as existing projects that are presented with a change in scope or cost estimates and
require additional funding. Overall, more than $ 7 million of funding is included for specific Capital Improvement
Projects in 2007- 08. These capital projects will be funded from many sources, including the General CIP Fund,
the Measure A Fund, the Building Construction Street Impact Fund, the Highway Users Tax ( Gas Tax) Fund and
the Measure T Bonds Fund.
OTHER FUNDS
In addition to the General Fund and CIP Program, the City’s budget includes numerous other separate but
interdependent special revenue funds. These funds are established to account separately for special- purpose
revenues and expenditures. The Estimated Fund Balances section shows the latest projected fiscal year- end
fund balances and the programmed revenues and expenditures for fiscal year 2007- 08. Over time, dwindling
fund balances may indicate a future reliance on General Fund appropriations in order to continue services,
programs or projects that were intended to be self- sufficient or funded through other means. A Summary of
Fund Balances was presented to the Council with the City Manager’s proposed budget and staff report for
consideration of long- term trends and impacts.
It is important to note that these fund balance estimates change over time based on the actual status of the
various projects that are underway and the corresponding staffing levels. The Budget Report contains additional
detailed, service- level information by department with respect to the interaction between these funds and the City
General Fund operating budget.
SUMMARY
The Menlo Park 2007- 08 Adopted Budget calls for a $ 978,015 shortfall of General Fund revenues over expenses
in 2007- 08, which can be mitigated by budgetary savings throughout the fiscal year. This projected budgetary
deficit is based on reducing the current utility user tax ( UUT) rates to one percent for all utilities. Application of
the UUT to the City’s revenue stream at the reduced rate has introduced the possibility of draws from the General
Fund reserves and/ or limited flexibility in the funding of Council’s future long- term priorities and budget initiatives.
However, Council is confident that budget reductions of the past coupled with recent investments in the City’s
economic development will provide for a sustainable budget going forward,
15
June 2007
Honorable Chair and Agency Board Members:
Serving as Executive Director for the Community Development Agency Board, it is my pleasure and responsibility
to submit a balanced budget to the Board for fiscal year 2007- 08. Agency staff has prepared this budget in
keeping with established programs, services and Board priorities, and the Five- Year Implementation Plan for the
Las Pulgas Community Development Project Area adopted last fiscal year. The 2007- 08 Budget reflects the
Agency’s continued focus on building and renovating affordable housing, the abatement of blight through
redevelopment, capital improvement projects and the funding of important programs serving the Belle Haven
neighborhood.
OVERVIEW
The Las Pulgas Community Development Project Area was established in 1981. Since that time, the Agency’s
activities have focused on the improvement of housing conditions, through the direct use of Agency resources,
the use of other funding sources, such as Community Development Block Grant ( CDBG), and through
cooperation with other entities involved in housing. The Agency’s non- housing activities include various
infrastructure and streetscape improvements, and planning for assorted commercial development projects.
Continual funding for code enforcement, crime reduction and housing assistance program services has also been
significant in supporting revitalization activities.
The Five- Year Implementation Plan for the Las Pulgas Community Development Project Area outlines an
ambitious combination of revitalization, economic development and affordable housing activities for the Agency.
Many significant projects have been completed, others are well underway, and still others are in the planning
stages with an eye towards opportunities of the future. The significant investment of Agency resources is readily
apparent not only in the physical appearance of the project area, but also in the bright prospects for future
community improvements for area residents and businesses.
Fiscal year 2006- 07 was an exciting period In terms of new affordable housing in the community. Construction is
well underway at the Clarum Park L. P. project ( previously known as the Hamilton Avenue Park and Housing
project) - a project of 47 homes and a one- acre neighborhood park. The project features “ zero energy” homes
16
which utilize innovative construction technologies, products and systems that reduce energy consumption and
environmentally friendly construction materials. Housing staff approved 7 first- time homeowner loans ( PAL) for
buyers of the first 8 of the 20 Below Market Rate ( BMR) units included in the project, and sales of 7 of the units
were completed. The project is expected to be completed early in the 2007- 08 fiscal year. Progress is also
being made at the Terminal Avenue site, where soil remediation work continues with the intent of potential
development of the site for affordable housing. Staff continues to be active in processing rehabilitation loans,
emergency repair loans and landscaping grants - all programs developed to increase and maintain the availability
of affordable housing in the district. Staff also supports the work of the Housing Commission in updating policies
and guidelines for the housing programs offered through the Agency.
In the domain of public infrastructure and facilities improvements, over $ 300,000 of additional improvements
were made to the RDA streetscape. The Onetta Harris Community Center’s re- roofing project was completed, as
was the $ 500,000 Willow Road Commercial Improvements project. The long- awaited Police/ City Service Center,
a partnership between the Agency and an area property owner, is in the final stages of plan check review.
Building permits will likely be issued soon so that construction can begin.
Since refinancing the Agency’s two outstanding tax allocation bond issues late last year, only one payment of
principal was due, resulting in significantly decreased debt service payments in 2006- 07. In 2007- 08, annual
debt service payments will level off to approximately $ 500,000 less than annual debt service prior to the
refinancing.
FISCAL YEAR 2007- 08
The City Council/ Agency Board has identified the initiation of work on the Housing Element Update and Senior
Housing Needs Study as top priorities for fiscal year 2007- 08. Additionally, Agency staff will be working with the
Housing Commission to develop and recommend updates to the Below Market Rate ( BMR) Program and Guidelines
and use of the BMR Fund. Work will also be continuing as directed by the City Council/ Agency Board on ongoing
projects, including the processing of land use entitlements for the development of affordable housing on the City-owned
Terminal Avenue property and the Dumbarton Station Area Planning Study.
In addition to capital improvement projects, continued funding in the Agency Budget for 2007- 08 is provided for
specific programs and services that benefit residents of the Belle Haven neighborhood in the area of housing and
blight reduction. Continuing support for housing activities is provided through funding of the below market rate
housing program, shared housing, fair housing, accessibility for handicapped persons, housing rehabilitation
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18
City of Menlo Park
2007- 2008 General Fund Revenue - Budget
Property Taxes $ 1 1,075,000 31%
Sales Tax 6 ,900,000 20%
Transient Occupancy Tax 1 ,390,000 4%
Utility Users Tax 1 ,240,625 4%
Franchise Fees 1 ,390,000 4%
Licenses & Permits 3 ,413,500 10%
Inter Governmental 1 ,749,434 5%
Fines 9 51,520 3%
Interest and Rent Income 1 ,685,000 5%
Charges For Services 4 ,498,397 13%
Transfers and Other 6 35,737 2%
Total Revenue $ 3 4,929,213
Sales Tax
19%
Transfers and Other
2%
Inter Governmental
5%
Interest and
Rent Income
5%
Franchise Fees
4%
Fines
3%
Licenses & Permits
10%
Transient Occupancy Tax
4%
Utility Users Tax
4%
Property Taxes
31%
Charges For Services
13%
19
City of Menlo Park
2007- 2008 General Fund Expenditures by Lead Department
Administrative Services $ 4,824,313 13%
Community Development 2,878,344 8%
Community Services 6,455,755 18%
Library 1,991,218 6%
Police 12,298,993 34%
Public Works 5,007,606 14%
Transfers 2,451,000 7%
Total Expenditures $ 35,907,229
Administrative Services
13%
Community Development
8%
Community Services
18%
Library
6%
Police
34%
Public Works
14%
Transfers
7%
20
City of Menlo Park
2007- 2008 General Fund Expenditures by Category
Services $ 3,166,146 9%
Personnel 25,225,796 70%
Operating 5,064,287 14%
Transfers 2,451,000 7%
Total Expenditures $ 35,907,229
Services
9%
Personnel
70%
Operating
14%
Transfers
7%
21
City of Menlo Park
2007- 2008 General Fund
Revenue Increase/( Decrease) by Category
2006- 2007 Budget and Estimate vs. 2007- 2008 Proposed
Proposed Increase/ Increase/ Increase/ Increase/
Budget Estimate Budget ( Decrease) ( Decrease) ( Decrease) ( Decrease)
Operating Revenues 2006- 2007 2006- 2007 2007- 2008 Amount % Amount %
Property Taxes $ 1 0,310,000 $ 1 0,515,300 $ 1 1,075,000 $ 7 65,000 7% $ 559,700 5%
Sales Tax 6 ,630,000 6 ,660,000 6 ,900,000 2 70,000 4% 240,000 4%
Transient Occupancy Tax 1 ,330,000 1 ,337,000 1 ,390,000 6 0,000 5% 53,000 4%
Utility Users Tax 6 00,000 5 30,000 1 ,240,625 6 40,625 107% 710,625 134%
Franchise Fees 1 ,334,000 1 ,377,000 1 ,390,000 5 6,000 4% 13,000 1%
Licenses & Permits 3 ,180,502 3 ,222,502 3 ,413,500 2 32,998 7% 190,998 6%
Inter Governmental 1 ,794,465 1 ,851,097 1 ,749,434 ( 45,031) - 3% ( 101,663) - 5%
Fines 8 41,500 8 41,500 9 51,520 1 10,020 13% 110,020 13%
Interest and Rent Income 2 ,185,000 2 ,185,000 1 ,685,000 ( 500,000) - 23% ( 500,000) - 23%
Charges For Services 4 ,562,843 4 ,627,164 4 ,498,397 ( 64,446) - 1% ( 128,767) - 3%
Transfers and Other 5 26,720 5 27,065 6 35,737 1 09,017 21% 108,672 21%
Total Revenue $ 3 3,295,030 $ 3 3,673,628 $ 3 4,929,213 $ 1 ,634,183 4.9% $ 1,255,585 4%
Budget vs. Proposed Estimate vs. Proposed
$-
$ 2,000,000
$ 4,000,000
$ 6,000,000
$ 8,000,000
$ 10,000,000
$ 12,000,000
Property Taxes
Sales Tax
Transient Occupancy Tax
Utility Users Tax
Franchise Fees
Licenses & Permits
Inter Governmental
Fines
Interest and Rent Income
Charges For Services
Transfers and Other
Budget 2006- 2007
Estimate 2006- 2007
Proposed Budget 2007- 2008
22
City of Menlo Park
2007- 2008 General Fund
Expenditure Increase/( Decrease) by Lead Department
2006- 2007 Budget and Estimate vs. 2007- 2008 Proposed
Proposed Increase/ Increase/ Increase/ Increase/
Budget Estimate Budget ( Decrease) ( Decrease) ( Decrease) ( Decrease)
2006- 2007 2006- 2007 2007- 2008 Amount % Amount %
Administrative Services $ 4 ,403,922 $ 4 ,415,444 $ 4 ,824,313 $ 4 20,391 10% $ 4 08,869 9%
Community Development 2 ,413,658 2 ,469,079 2 ,878,344 4 64,686 19% 4 09,265 17%
Community Services 6 ,300,591 6 ,054,022 6 ,455,755 1 55,164 2% 4 01,733 7%
Library 1 ,877,924 1 ,893,035 1 ,991,218 1 13,294 6% 9 8,183 5%
Police 1 1,277,176 1 1,040,667 1 2,298,993 1 ,021,817 9% 1 ,258,326 11%
Public Works 4 ,419,926 4 ,320,406 5 ,007,606 5 87,680 13% 6 87,200 16%
Transfers 3 ,231,000 3 ,231,000 2 ,451,000 ( 780,000) - 24% ( 780,000) - 24%
Total Expenditures $ 3 3,924,197 $ 3 3,423,653 $ 3 5,907,229 $ 1 ,983,032 6% $ 2 ,483,576 7%
Total Expenditures less Transfers 3 0,693,197 3 0,192,653 3 3,456,229 2 ,763,032 9% 3 ,263,576 11%
Budget vs. Proposed Estimate vs. Proposed
$-
$ 2,000,000
$ 4,000,000
$ 6,000,000
$ 8,000,000
$ 10,000,000
$ 12,000,000
$ 14,000,000
Administrative
Services
Community
Development
Community Services Library Police Public Works Transfers
Budget 2006- 2007
Estimate 2006- 2007
Proposed Budget 2007- 2008
23
Property Tax Split
General County 24.10%
Bay Area Air Quality 0.20%
City of Menlo Park 12.20%
Mid Peninsula Open Space 1.90%
Elementary Schools 17.00%
County Harbor District 0.40%
Junior College 6.90%
Menlo Park Fire District 16.10%
Mosquito Abatement 0.20%
County Education Tax 3.60%
Sequoia Hospital 1.50%
Sequoia High School Sequoia High School 15.90%
15.90%
General County 24.10%
Bay Area Air Quality
0.20%
City of Menlo Park 12.2%
Mid Peninsula Open
Space 1.90%
Elementary Schools
17.00%
County Harbor District
0.40%
Junior College 6.90%
Menlo Park Fire District
16.10%
Mosquito Abatement
0.20%
County Education Tax
3.60%
Sequoia Hospital 1.50%
24
FY 2006- 2007 BUDGET SUMMARY
By Department and Program
Actual Budget Estimate Proposed Actual Budget Estimate Proposed
2005- 2006 2006- 2007 2006- 2007 2007- 2008 2005- 2006 2006- 2007 2006- 2007 2007- 2008
700 - Administrative Services Department
Program 701 - Policy Development And City Council Support 666,308 6 90,444 797,333 821,974 6 66,308 690,444 797,333 821,974
Program 702 - Service Excellence 321,290 2 81,655 290,315 301,401 3 21,290 281,655 290,315 301,401
Program 703 - Elections And Records 23,556 76,469 80,631 35,619 2 3,556 76,469 80,631 35,619
Program 704 - Community Relations 93,603 1 41,680 141,285 282,213 9 3,603 141,680 141,285 282,213
Program 705 - Asset Preservation 2,518,754 3 ,255,916 4 ,078,494 3,407,486 8 5,175,149 10,833,336 1 5,870,538 12,944,403
Program 706 - Information Support 656,724 9 12,530 878,400 909,179 6 57,181 914,664 878,669 909,179
Program 707 - Internet And World Wide Web 81,817 93,771 85,184 117,806 8 1,817 93,771 85,184 117,806
Program 708 - Employee Support 950,751 9 74,225 859,953 839,522 9 50,751 1,204,225 1 ,119,953 1,086,522
Program 709 - Legal Services 194,943 2 94,815 287,659 302,970 3 75,082 606,878 438,314 445,407
Program 710 - Business Development 128,899 1 43,418 147,188 257,144 1 28,899 218,418 222,188 257,144
Department Total 5,636,643 6 ,864,922 7 ,646,444 7,275,313 8 8,473,634 15,061,538 1 9,924,411 17,201,667
600 - Community Development Department
Program 501 - Affordable Housing - - - - 5 ,844,757 2,358,750 2 ,014,237 2,408,205
Program 502 - Community Development Area/ Agency - - - - 15,090,062 6,200,329 6 ,125,605 7,568,613
Program 601 - Comprehensive Planning 122,391 1 34,618 115,273 380,142 1 23,077 134,618 115,273 380,142
Program 602 - Land and Building Development Services 1,876,362 2,279,040 2,353,806 2,498,202 2,620,235 2,538,719 2,613,485 2,498,202
Department Total 1,998,753 2 ,413,658 2 ,469,079 2,878,344 2 3,678,130 11,232,416 1 0,868,600 12,855,162
300 - Community Services Department
Program 310 - Social Services & Childcare 3,158,998 3 ,487,144 3 ,283,709 3,633,060 3 ,367,071 3,775,328 3 ,406,334 3,785,074
Program 311 - Recreation/ Physical Activities 2,099,068 2 ,813,447 2 ,770,313 2,822,695 2 ,099,768 2,814,147 2 ,771,013 2,823,395
Department Total 5,258,067 6 ,300,591 6 ,054,022 6,455,755 5 ,466,839 6,589,475 6 ,177,347 6,608,469
400 - Library Department
Program 401 - Library Collections And Online Resources 1,326,667 1 ,479,661 1 ,496,717 1,579,502 1 ,420,356 1,650,595 1 ,595,776 1,727,143
Program 402 - Reading Promotion And Life Skills 370,835 398,263 396,317 411,716 544,365 603,413 614,262 628,314
Department Total 1,697,502 1 ,877,924 1 ,893,035 1,991,218 1 ,964,720 2,254,008 2 ,210,038 2,355,457
100 - Police Department
Program 101 - Community Safety 5,749,637 7 ,054,340 6 ,804,424 7,539,956 6 ,795,839 8,219,290 7 ,979,276 8,786,343
Program 102 - Patrol Support 2,182,183 2 ,946,713 2 ,803,067 3,107,067 2 ,195,939 2,979,499 2 ,835,853 3,139,853
Program 103 - Emergency Preparedness 91,433 1 90,205 203,985 130,721 9 1,433 190,205 203,985 130,721
Program 104 - Traffic And School Safety 862,484 1,085,918 1,229,191 1,521,248 862,484 1,085,918 1,229,191 1,521,248
Department Total 8,885,737 1 1,277,176 1 1,040,667 12,298,993 9 ,945,695 12,474,912 1 2,248,305 13,578,165
200 - Public Works Department
Program 201 - City Facilities 1,722,950 1 ,983,588 1 ,986,899 2,138,947 1 2,488,017 16,091,521 1 4,400,920 11,151,615
Program 202 - Menlo Park Municipal Water District Water Supply - - - - 2 ,664,580 4,013,242 3 ,876,088 3,596,684
Program 203 - City Vehicles And Equipment 365,051 3 60,459 377,955 369,335 6 18,820 698,696 687,605 742,867
Program 204 - Urban Forest 277,638 2 90,081 311,992 378,618 8 44,276 918,198 955,009 1,174,919
Program 205 - City- Owned Street And Other Right- Of- Way 1,192,960 1 ,233,316 1 ,220,078 1,412,091 1 ,836,689 2,217,657 2 ,144,294 1,905,480
Program 206 - Stormwater Management 134,480 2 18,502 141,309 245,589 4 70,742 587,284 523,192 608,521
Program 207 - Resource Conservation 7,556 39,145 16,301 14,454 1 62,140 235,611 205,505 193,188
Program 208 - Transportation Management 264,171 294,835 265,873 448,572 1,450,978 1,471,140 1,457,461 1,467,629
Department Total 3,964,806 4 ,419,926 4 ,320,406 5,007,606 2 0,536,241 26,233,349 2 4,250,074 20,840,902
City Totals 27,441,508 33,154,197 33,423,653 35,907,229 150,065,259 73,845,698 75,678,775 73,439,823
GENERAL FUND ALL FUNDS
25
FY 2006- 2007 BUDGET SUMMARY
By Department, Program and Service
Actual Budget Estimate Proposed Actual Budget Estimate Proposed
2005- 2006 2006- 2007 2006- 2007 2007- 2008 2005- 2006 2006- 2007 2006- 2007 2007- 2008
700 - Administrative Services Department
Program 701 - Policy Development And City Council Support
Service 701- 01 - Effective Staffing 370,204 3 74,725 4 49,671 429,501 3 70,204 374,725 4 49,671 429,501
Service 701- 02 - Intergovernmental Liaison 148,425 1 69,434 1 85,404 203,338 1 48,425 169,434 1 85,404 203,338
Service 701- 03 - Commissions 17,915 2 2,908 2 0,887 25,453 1 7,915 22,908 2 0,887 25,453
Service 701- 04 - Constituent Assistance 129,764 1 23,377 1 41,371 163,682 129,764 123,377 1 41,371 163,682
Program Total 666,308 6 90,444 7 97,333 821,974 6 66,308 690,444 7 97,333 821,974
Program 702 - Service Excellence
Service 702- 01 - Priority Setting 199,195 1 10,201 9 5,693 105,147 1 99,195 110,201 9 5,693 105,147
Service 702- 02 - Performance Accountability and Workplace Env. 94,460 1 39,522 1 53,043 154,650 9 4,460 139,522 1 53,043 154,650
Service 702- 03 - Interdepartmental Initiatives 27,636 3 1,932 4 1,579 41,604 2 7,636 31,932 4 1,579 41,604
Program Total 321,290 2 81,655 2 90,315 301,401 3 21,290 281,655 2 90,315 301,401
Program 703 - Elections And Records
Service 703- 01 - Coordinated Elections 4,345 5 9,698 6 3,114 25,991 4 ,345 59,698 6 3,114 25,991
Service 703- 02 - Election Records Management 19,211 1 6,771 1 7,517 9,628 1 9,211 16,771 1 7,517 9,628
Program Total 23,556 7 6,469 8 0,631 35,619 2 3,556 76,469 8 0,631 35,619
Program 704 - Community Relations
Service 704- 01 - Community Information Outreach 77,595 1 16,850 1 25,057 251,958 7 7,595 116,850 1 25,057 251,958
Service 704- 02 - Service Feedback 4,585 1 0,947 5,772 14,869 4 ,585 10,947 5,772 14,869
Service 704- 04 - Volunteers 11,423 1 3,883 1 0,456 15,386 1 1,423 13,883 1 0,456 15,386
Program Total 93,603 1 41,680 1 41,285 282,213 9 3,603 141,680 1 41,285 282,213
Program 705 - Asset Preservation
Service 705- 01 - Financial Planning 74,152 1 14,394 9 0,118 182,962 1 36,717 150,827 1 03,360 216,620
Service 705- 02 - Investments 21,285 2 7,372 2 8,255 34,315 3 0,653 35,096 3 0,208 40,987
Service 705- 03 - Revenue Management 279,150 2 52,490 2 82,504 297,436 2,341,227 2,124,731 2 ,387,760 2,452,088
Service 705- 04 - Accounting and Reporting 166,200 3 03,937 3 54,198 341,831 2 52,559 334,169 3 68,898 398,313
Service 705- 05 - Accounts Payable and Purchasing 68,607 9 6,723 9 2,419 99,941 1 22,625 131,037 1 19,846 127,112
Service 705- 06 - Risk Management - - - - 1,440,073 1,360,382 5 ,393,372 1,440,956
Service 705- 07 - General 1,909,360 2 ,461,000 3 ,231,000 2,451,000 1,909,360 2,461,000 3 ,231,000 2,451,000
Service 705- 08 - Debt Service - - - - 78,941,935 4,236,094 4 ,236,094 5,817,327
Program Total 2,518,754 3 ,255,916 4 ,078,494 3,407,486 85,175,149 10,833,336 1 5,870,538 12,944,403
Program 706 - Information Support
Service 706- 01 - Desktop Maintenance 176,640 2 46,021 2 47,257 271,304 1 76,640 246,021 2 47,257 271,304
Service 706- 02 - Network Infrastructure Maintenance 235,105 3 90,346 3 73,428 310,649 2 35,105 390,346 3 73,428 310,649
Service 706- 03 - Design and Advice 19,885 2 2,507 1 7,264 22,394 1 9,885 22,507 1 7,264 22,394
Service 706- 04 - Remote Access 7,004 7 ,321 8,233 7,759 7 ,004 7,321 8,233 7,759
Service 706- 05 - Printing Support 218,091 2 46,335 2 32,218 297,073 218,548 248,469 2 32,487 297,073
Program Total 656,724 9 12,530 8 78,400 909,179 6 57,181 914,664 8 78,669 909,179
Program 707 - Internet And World Wide Web
Service 707- 01 - Web Posting 59,674 6 8,899 6 0,534 92,696 5 9,674 68,899 6 0,534 92,696
Service 707- 02 - Interactive Web Services 22,143 2 4,872 2 4,650 25,110 2 2,143 24,872 2 4,650 25,110
Program Total 81,817 9 3,771 8 5,184 117,806 8 1,817 93,771 8 5,184 117,806
GENERAL FUND ALL FUNDS
26
FY 2006- 2007 BUDGET SUMMARY
By Department, Program and Service
Actual Budget Estimate Proposed Actual Budget Estimate Proposed
2005- 2006 2006- 2007 2006- 2007 2007- 2008 2005- 2006 2006- 2007 2006- 2007 2007- 2008
GENERAL FUND ALL FUNDS
Program 708 - Employee Support
Service708- 01 - Employee Compensation System 330,510 2 76,882 2 78,247 290,730 3 30,510 276,882 2 78,247 290,730
Service 708- 02 - Employee Development 23,432 3 2,965 1 3,305 34,501 2 3,432 32,965 1 3,305 34,501
Service 708- 03 - Employee Relations 132,479 1 86,798 1 99,988 147,511 1 32,479 186,798 1 99,988 147,511
Service 708- 04 - Recruitment and Selection 142,470 1 98,679 1 70,172 157,120 1 42,470 198,679 1 70,172 157,120
Service 708- 05 - General Employee Benefits 321,861 2 78,900 1 98,241 209,660 321,861 508,900 4 58,241 456,660
Program Total 950,751 9 74,225 8 59,953 839,522 9 50,751 1,204,225 1 ,119,953 1,086,522
Program 709 - Legal Services
Service 709- 01 - City Council and City Manager Support 55,633 1 06,927 1 00,655 101,437 7 6,326 127,525 1 22,364 123,481
Service 709- 02 - Planning Staff and Planning Commission Support 75,375 7 0,423 6 8,059 82,140 7 5,375 70,423 6 8,059 82,140
Service 709- 03 - Personnel, Risk Management and Other City Prog. 63,935 1 17,465 1 18,946 119,392 1 86,067 388,063 2 30,655 218,437
Service 709- 05 - Community Development Agency - - - - 3 7,314 20,867 1 7,236 21,348
Program Total 194,943 2 94,815 2 87,659 302,970 3 75,082 606,878 4 38,314 445,407
Program 710 - Business Development
Service 710- 01 - Strategic Partnerships 41,940 6 1,511 4 4,487 108,566 4 1,940 61,511 4 4,487 108,566
Service 710- 02 - Market Information and Research 52,454 2 2,564 6 5,318 40,171 5 2,454 97,564 1 40,318 40,171
Service 710- 03 - Diversifying Tax Base 34,504 5 9,343 3 7,383 108,407 3 4,504 59,343 3 7,383 108,407
Program Total 128,899 1 43,418 1 47,188 257,144 1 28,899 218,418 2 22,188 257,144
Department Total 5,636,643 6 ,864,922 7 ,646,444 7,275,313 88,473,634 15,061,538 1 9,924,411 17,201,666
600 - Community Development Department
Program 501 - Affordable Housing
Service 501- 01 - Increase Supply of Affordable Housing - - - - 5,144,468 1,421,154 1 ,390,043 1,389,271
Service 501- 02 - Maintain Existing Affordable Housing Stock - - - - 645,373 787,543 4 92,496 676,081
Service 501- 05 - Policy Development - - - - 5 4,915 150,054 1 31,699 342,853
Program Total - - - - 5,844,757 2,358,750 2 ,014,237 2,408,205
Program 502 - Community Development Area/ Agency
Service 502- 01 - Policy, Program & Project Development - - - - 148,698 700,842 6 35,408 416,348
Service 502- 02 - Facility Improvement - - - - 11,358,722 2,524,854 2 ,521,144 3,945,501
Service 502- 03 - Service Enhancement - - - - 3,582,642 2,974,633 2 ,969,053 3,206,763
Program Total - - - - 15,090,062 6,200,329 6 ,125,605 7,568,613
Program 601 - Comprehensive Planning
Service 601- 01 - General Plan 21,775 9 ,152 2 4,203 325,908 2 1,775 9,152 2 4,203 325,908
Service 601- 02 - Zoning Ord.& Related Documents 100,616 1 25,466 9 1,070 54,234 1 00,616 125,466 9 1,070 54,234
Service 601- 03 - Neighborhood Land Use Study ( Moved to 208- 06) - - - - 6 85 - - -
Program Total 122,391 1 34,618 1 15,273 380,142 1 23,077 134,618 1 15,273 380,142
Program 602 - Land and Building Development Services
Service 602- 01 - Pre- Application Information 234,622 2 60,428 2 36,839 263,303 2 34,622 260,428 2 36,839 263,303
Service 602- 02 - Zoning Review 575,352 6 23,405 7 00,931 686,677 1,319,226 883,084 9 60,610 686,677
Service 602- 03 - Plan Check and Permitting 663,298 8 71,773 9 29,734 953,453 6 63,298 871,773 9 29,734 953,453
Service 602- 04 - Inspecting and Monitoring 403,089 5 23,434 4 86,302 594,769 403,089 523,434 4 86,302 594,769
Program Total 1,876,362 2 ,279,040 2 ,353,806 2,498,202 2,620,235 2,538,719 2 ,613,485 2,498,202
Department Total 1,998,753 2 ,413,658 2 ,469,079 2,878,344 23,678,130 11,232,416 1 0,868,600 12,855,162
27
FY 2006- 2007 BUDGET SUMMARY
By Department, Program and Service
Actual Budget Estimate Proposed Actual Budget Estimate Proposed
2005- 2006 2006- 2007 2006- 2007 2007- 2008 2005- 2006 2006- 2007 2006- 2007 2007- 2008
GENERAL FUND ALL FUNDS
300 - Community Services Department
Program 310 - Social Services & Childcare
Service 310- 01 - Seniors 347,746 3 95,990 3 63,835 410,633 3 47,746 395,990 3 63,835 410,633
Service 310- 02 - Pre- School Child Care 1,776,341 2 ,037,435 1 ,920,986 2,035,433 1,776,341 2,037,435 1 ,920,986 2,035,433
Service 310- 03 - Peninsula Partnership 121,665 1 30,671 1 32,587 231,483 3 29,738 418,855 2 55,212 383,497
Service 310- 04 - School- Age Child Care 847,810 8 24,088 7 95,654 873,892 8 47,810 824,088 7 95,654 873,892
Service 310- 05 - Teen Programs 65,436 9 8,960 7 0,648 81,619 6 5,436 98,960 7 0,648 81,619
Program Total 3,158,998 3 ,487,144 3 ,283,709 3,633,060 3,367,071 3,775,328 3 ,406,334 3,785,074
Program 311 - Recreation/ Physical Activities
Service 311- 01 - Youth Sports 337,446 4 67,177 3 65,201 405,443 3 37,446 467,177 3 65,201 405,443
Service 311- 02 - Adult Sports 163,308 1 51,786 1 54,733 170,981 1 63,308 151,786 1 54,733 170,981
Service 311- 03 - Gymnastics 606,674 6 78,044 7 13,624 729,027 6 06,674 678,044 7 13,624 729,027
Service 311- 04 - Aquatics 262,584 4 01,332 3 64,318 378,230 2 62,584 401,332 3 64,318 378,230
Service 311- 05 - Contract Classes 578,022 5 22,645 6 09,843 566,194 5 78,022 522,645 6 09,843 566,194
Service 311- 06 - Events & Concerts 151,035 1 76,841 1 52,104 215,531 1 51,735 177,541 1 52,804 216,231
Service 311- 07 - Community Facilities Service - 4 15,622 4 10,490 357,290 - 415,622 4 10,490 357,290
Program Total 2,099,068 2 ,813,447 2 ,770,313 2,822,695 2,099,768 2,814,147 2 ,771,013 2,823,395
Department Total 5,258,067 6 ,300,591 6 ,054,022 6,455,755 5,466,839 6,589,475 6 ,177,347 6,608,469
400 - Library Department
Program 401 - Library Collections And Online Resources
Service 401- 01 - Library Materials 424,485 5 43,848 5 13,464 570,424 5 03,024 677,764 5 79,964 698,340
Service 401- 02 - Circulation 494,839 4 87,124 5 32,156 507,809 4 94,839 491,124 5 32,156 507,809
Service 401- 03 - User Assistance 407,343 4 48,689 4 51,098 501,270 422,493 481,707 4 83,657 520,994
Program Total 1,326,667 1 ,479,661 1 ,496,717 1,579,502 1,420,356 1,650,595 1 ,595,776 1,727,143
Program 402 - Reading Promotion And Life Skills
Service 402- 01 - Programs and events 55,662 6 9,372 6 3,954 71,607 8 3,214 107,753 1 03,485 110,610
Service 402- 02 - Foster community 52,637 5 8,149 5 0,656 56,860 5 2,637 58,149 5 0,656 56,860
Service 402- 03 - Teaching - - - - 145,976 166,769 1 78,414 177,595
Service 402- 04 - Belle Haven 262,537 2 70,742 2 81,708 283,248 262,538 270,742 2 81,708 283,248
Program Total 370,835 3 98,263 3 96,317 411,716 5 44,365 603,413 6 14,262 628,314
Department Total 1,697,502 1 ,877,924 1 ,893,035 1,991,218 1,964,720 2,254,008 2 ,210,038 2,355,457
100 - Police Department
Program 101 - Community Safety
101- 01 - Patrol Service 4,069,495 5 ,082,763 4 ,930,906 5,375,714 4,148,554 5,182,842 5 ,032,642 5,461,260
101- 02 - Investigations 1,028,150 1 ,179,883 1 ,120,310 1,276,794 1,035,259 1,179,883 1 ,120,310 1,276,794
101- 04 - Community Outreach 586,111 6 58,125 6 42,724 776,354 5 88,346 658,125 6 42,724 776,354
101- 05 - Narcotic Abatement 33,519 6 4,504 5 1,147 52,670 5 17,343 606,227 6 35,507 609,918
101- 06 - Code Enforcement 32,362 6 9,065 5 9,337 58,425 506,337 592,213 5 48,093 662,016
Program Total 5,749,637 7 ,054,340 6 ,804,424 7,539,956 6,795,839 8,219,290 7 ,979,276 8,786,343
28
FY 2006- 2007 BUDGET SUMMARY
By Department, Program and Service
Actual Budget Estimate Proposed Actual Budget Estimate Proposed
2005- 2006 2006- 2007 2006- 2007 2007- 2008 2005- 2006 2006- 2007 2006- 2007 2007- 2008
GENERAL FUND ALL FUNDS
Program 102 - Patrol Support
102- 01 - Dispatch 1,136,243 1 ,750,912 1 ,576,654 1,884,854 1,145,694 1,770,912 1 ,596,654 1,904,854
102- 02 - Records Management 375,524 3 84,670 4 07,300 398,159 3 75,524 384,670 4 07,300 398,159
102- 04 - Police Training 346,367 4 05,562 4 51,348 400,989 3 46,367 405,562 4 51,348 400,989
102- 05 - Parking Management 324,048 4 05,568 3 67,765 423,066 328,354 418,354 3 80,551 435,852
Program Total 2,182,183 2 ,946,713 2 ,803,067 3,107,067 2,195,939 2,979,499 2 ,835,853 3,139,853
Program 103 - Emergency Preparedness
103- 01 - Information Outreach 11,869 3 8,973 3 7,725 30,962 1 1,869 38,973 3 7,725 30,962
103- 02 - Disaster Management Coordination 49,386 1 22,852 1 34,265 72,627 4 9,386 122,852 1 34,265 72,627
103- 03 - Emergency Preparedness Training 30,178 2 8,380 3 1,995 27,132 3 0,178 28,380 3 1,995 27,132
Program Total 91,433 1 90,205 2 03,985 130,721 9 1,433 190,205 2 03,985 130,721
Program 104 - Traffic And School Safety
104- 01 - Public Traffic Safety Education 30,670 6 0,540 1 1,077 3,373 3 0,670 60,540 1 1,077 3,373
104- 02 - Enforcement of Traffic Laws 831,813 1 ,025,378 1 ,218,114 1,517,875 831,813 1,025,378 1 ,218,114 1,517,875
Program Total 862,484 1 ,085,918 1 ,229,191 1,521,248 8 62,484 1,085,918 1 ,229,191 1,521,248
Department Total 8,885,737 11,277,176 1 1,040,667 12,298,993 9,945,695 12,474,912 1 2,248,305 13,578,165
200 - Public Works Department
Program 201 - City Facilities
Service 201- 01 - Facility/ Field Capital Projects 867 - - 70,000 10,405,525 13,668,713 1 1,968,511 8,571,427
Service 201- 02 - Facility Maintenance 948,123 1 ,174,373 1 ,104,621 1,202,575 9 48,124 1,174,373 1 ,104,621 1,202,575
Service 201- 03 - Field/ Grounds Maintenance 773,961 8 09,215 8 82,278 866,372 1,134,369 1,248,435 1 ,327,788 1,377,612
Program Total 1,722,950 1 ,983,588 1 ,986,899 2,138,947 12,488,017 16,091,521 1 4,400,920 11,151,614
Program 202 - Menlo Park Municipal Water District Water Supply
Service 202- 01 - Water Delivery System - - - - 2,572,665 3,771,464 3 ,649,919 3,296,535
Service 202- 02 - Water Supply - - - - 9 1,916 241,778 2 26,169 300,149
Program Total - - - - 2,664,580 4,013,242 3 ,876,088 3,596,684
Program 203 - City Vehicles And Equipment
Service 203- 01 - Vehicle Replacement 8,947 4 8,176 2 4,997 17,282 2 62,716 351,201 3 28,021 352,282
Service 203- 02 - Vehicle Repair and Maintenance 356,104 3 12,283 3 52,959 352,052 356,104 347,495 3 59,584 390,585
Program Total 365,051 3 60,459 3 77,955 369,335 6 18,820 698,696 6 87,605 742,867
Program 204 - Urban Forest
Service 204- 02 - City Tree Maintenance 171,891 1 80,297 1 83,242 261,560 7 38,529 808,414 8 26,259 1,057,861
Service 204- 03 - Heritage Trees 105,747 1 09,784 1 28,750 117,058 105,747 109,784 1 28,750 117,058
Program Total 277,638 2 90,081 3 11,992 378,618 8 44,276 918,198 9 55,009 1,174,919
Program 205 - City- Owned Street And Other Right- Of- Way
Service 205- 01 - Right- of- Way Maintenance/ Repair 413,526 4 76,817 4 60,197 485,482 7 40,357 881,103 8 67,169 508,669
Service 205- 02 - Street Fixture Maintenance 135,324 2 52,963 2 25,983 251,128 2 24,355 266,375 2 51,256 261,399
Service 205- 03 - Median/ Roadway Landscaping 348,727 2 77,934 2 38,907 421,488 3 62,912 496,226 3 99,506 558,507
Service 205- 04 - Street Cleaning 2,742 - - - 190,655 279,349 2 82,103 246,844
Service 205- 05 - Right- of- Way Encroachments 292,640 2 25,602 2 94,991 253,992 318,409 294,604 3 44,260 330,062
Program Total 1,192,960 1 ,233,316 1 ,220,078 1,412,091 1,836,689 2,217,657 2 ,144,294 1,905,480
29
FY 2006- 2007 BUDGET SUMMARY
By Department, Program and Service
Actual Budget Estimate Proposed Actual Budget Estimate Proposed
2005- 2006 2006- 2007 2006- 2007 2007- 2008 2005- 2006 2006- 2007 2006- 2007 2007- 2008
GENERAL FUND ALL FUNDS
Program 206 - Stormwater Management
Service 206- 01 - Storm Drain System 78,997 1 08,027 7 8,672 105,789 8 2,547 108,027 7 8,672 105,789
Service 206- 02 - FEMA Compliance 23,944 2 1,520 3 0,795 32,426 2 3,944 21,520 3 0,795 32,426
Service 206- 03 - Stormwater Pollution Prevention 28,249 8 0,595 2 7,355 95,695 1 72,350 266,094 2 24,026 274,820
Service 206- 04 - Creek Management 3,290 8 ,360 4,487 11,679 191,900 191,643 1 89,699 195,487
Program Total 134,480 2 18,502 1 41,309 245,589 4 70,742 587,284 5 23,192 608,521
Program 207 - Resource Conservation
Service 207- 01 - Solid Waste Management - - - - 154,584 196,466 1 89,204 178,734
Service 207- 02 - Sustainable Environmental Practices 7,556 3 9,145 1 6,301 14,454 7 ,556 39,145 1 6,301 14,454
Program Total 7,556 3 9,145 1 6,301 14,454 1 62,140 235,611 2 05,505 193,188
Program 208 - Transportation Management
Service 208- 01 - Congestion Management 147,228 1 59,606 1 43,067 274,836 4 22,489 510,197 4 79,063 474,632
Service 208- 02 - Transportation Demand Management 26,965 3 2,674 2 8,653 52,716 7 82,379 450,713 4 61,879 529,349
Service 208- 04 - Street Signage & Markings 68,563 7 8,006 7 0,317 85,911 1 54,149 329,172 3 25,148 258,562
Service 208- 05 - Safe Routes to School 512 787 734 4,376 2 5,306 40,272 4 4,484 49,793
Service 208- 06 - Neighborhood Traffic Management 20,903 2 3,762 2 3,101 30,733 6 6,655 140,786 1 46,886 155,293
Program Total 264,171 2 94,835 2 65,873 448,572 1,450,978 1,471,140 1 ,457,461 1,467,629
Department Total 3,964,806 4 ,419,926 4 ,320,406 5,007,606 20,536,241 26,233,349 2 4,250,074 20,840,902
City Total 27,441,508 33,154,197 3 3,423,653 35,907,229 150,065,259 73,845,698 7 5,678,775 73,439,822
30
FY 2007- 2008 FTE SCHEDULE
By Department and Program
2006- 2007 2007- 2008 2006- 2007 2007- 2008
700 - Administrative Services Department
Program 701 - Policy Development and City Council Support 8.44 8.41 8.44 8.41
Program 702 - Service Excellence 0.91 0.91 0.91 0.91
Program 703 - Elections and Records 0.18 0.18 0.18 0.18
Program 704 - Community Relations 0.37 0.31 0.37 0.31
Program 705 - Asset Preservation 5.23 6.28 7.64 8.64
Program 706 - Information Support 3.42 3.44 3.42 3.44
Program 707 - Internet and World Wide Web 0.44 0.78 0.44 0.78
Program 708 - Employee Support 3.30 3.25 3.30 3.25
Program 709 - Legal Services 0.68 0.68 1.03 1.03
Program 710 - Business Development 1.00 1.00 1.00 1.00
Department Total 23.96 25.23 26.72 27.94
600 - Community Development Department
Program 501 - Affordable Housing 0.00 0.00 3.27 3.21
Program 502 - Community Development Area/ Agency 0.00 0.00 0.86 0.40
Program 601 - Comprehensive Planning 0.71 0.73 0.71 0.73
Program 602 - Land and Building Development Services 13.56 14.52 13.56 14.52
Department Total 14.27 15.25 18.40 18.86
300 - Community Services Department
Program 310 - Social Services and Childcare 33.39 32.49 34.03 33.12
Program 311 - Recreation/ Physical Activities 15.62 16.54 15.62 16.54
Department Total 49.01 49.02 49.65 49.65
400 - Library Department
Program 401 - Library Collections and Online Resources 9.55 9.80 9.55 9.80
Program 402 - Reading Promotion and Life Skills 3.78 3.53 5.45 5.20
Department Total 13.33 13.33 15.00 15.00
100 - Police Department
Program 101 - Community Safety 38.12 37.94 43.87 44.29
Program 102 - Patrol Support 17.43 21.26 17.43 21.26
Program 103 - Emergency Preparedness 0.43 0.37 0.43 0.37
Program 104 - Traffic and School Safety 7.83 10.10 7.83 10.10
Department Total 63.80 69.67 69.55 76.02
200 - Public Works Department
Program 201 - City Facilities 13.01 14.88 22.04 22.88
Program 202 - Menlo Park Municipal Water District Water Supply 0.00 0.00 5.90 5.36
Program 203 - City Vehicles and Equipment 2.69 2.77 3.05 3.13
Program 204 - Urban Forest 2.17 2.60 4.92 4.95
Program 205 - City- Owned Street and Other Right- of- Way 7.25 8.26 10.86 10.61
Program 206 - Stormwater Management 1.74 1.83 3.06 3.06
Program 207 - Resource Conservation 0.05 0.05 1.50 1.37
Program 208 - Transportation Management 1.80 1.97 4.36 5.19
Department Total 28.70 32.35 55.68 56.54
City Totals 193.07 204.84 235.00 244.00
GENERAL FUND ALL FUNDS
31
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32
CITY OF MENLO PARK
FISCAL YEAR 2007 – 2008
ADMINISTRATIVE SERVICES DEPARTMENT
LEAD DEPARTMENT: Administrative Services
PROGRAM: 701 - POLICY DEVELOPMENT AND CITY COUNCIL SUPPORT
Description: City policies are clear, coherent and consistent with a commitment to the long- term interests of the community. Councilmembers, both individually
and as the City’s policymaking body, are effectively supported in their roles as elected leaders.
Actual
2005- 2006
Budget
2006- 2007
Estimate
2006- 2007
Proposed
2007- 2008
701- 01 - Effective Staffing $ 370,204 $ 374,725 $ 449,671 $ 429,501
701- 02 - Intergovernmental Liaison 148,425 169,434 185,404 203,338
701- 03 - Commissions 17,915 22,908 20,887 25,453
701- 04 - Constituent Assistance 129,764 123,377 141,371 163,682
Program Total $ 666,308 $ 690,444 $ 797,333 $ 821,974
33
LEAD DEPARTMENT: Administrative Services
PROGRAM: 701 - POLICY DEVELOPMENT AND CITY COUNCIL SUPPORT
Description: City policies are clear, coherent and consistent with a commitment to the long- term interests of the community. Councilmembers, both individually
and as the City’s policymaking body, are effectively supported in their roles as elected leaders.
SERVICES: RESULTS: STATUS:
Total Expenditures $ 370,204 100% $ 374,725 100% $ 449,671 100% $ 429,501 100%
Personnel 343,358 93% 344,423 92% 418,577 93% 398,610 93%
Operating 26,846 7% 30,302 8% 31,094 7% 30,890 7%
Funding Source *
General Fund $ 370,100 100% $ 374,725 100% $ 449,671 100% $ 429,501 100%
Charges For Services 104 0% - 0% - 0% - 0%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
Budget
2006- 2007 2006- 2007
Proposed
Budget Estimate
2006- 2007 2006- 2007 2007- 2008
Proposed
Council rates staff support at an 85% satisfaction level overall.
90% of projects undertaken are completed 1) on time and 2) on budget.
Data not available
2007- 2008
Esimate
Actual
2005- 2006
Actual
2005- 2006
1) Not met- 73%, 2) Exceeded-
100%
Data not available
701- 01 - Effective Staffing: Provide
comprehensive, unbiased expertise
and valued assistance to the City
Council in terms of thorough staff
reports, thoughtful and strategic
recommendations, effective
presentations, on time and within
budget project delivery, and meeting
and administrative support.
Survey results consistently show that the City Council is attuned to the
interests of the community.
34
LEAD DEPARTMENT: Administrative Services
PROGRAM: 701 - POLICY DEVELOPMENT AND CITY COUNCIL SUPPORT
Description: City policies are clear, coherent and consistent with a commitment to the long- term interests of the community. Councilmembers, both individually
and as the City’s policymaking body, are effectively supported in their roles as elected leaders.
SERVICES: RESULTS: STATUS:
Total Expenditures $ 148,425 100% $ 169,434 100% $ 185,404 100% $ 203,338 100%
Personnel 42,888 29% 41,189 24% 56,850 31% 64,141 32%
Operating 105,537 71% 128,245 76% 128,554 69% 138,957 68%
Services - 0% - 0% - 0% 240 0%
Funding Source *
General Fund $ 148,425 100% $ 169,434 100% $ 185,404 100% $ 203,338 100%
Burgess Award Fund ( 416) 0% ( 300) 0% ( 300) 0% ( 530) 0%
Interest and Rent Income 416 0% 300 0% 300 0% 530 0%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
Budget Proposed
Estimate
2006- 2007
Estimate
Proposed
Actual
2005- 2006
2006- 2007
Budget
2006- 2007
Actual
2005- 2006 2007- 2008
2006- 2007 2007- 2008
60% of the regional, state, and federal issues on which the City takes a Exceeded- 66%
position are resolved in accordance with the City's recommendation.
701- 02 - Intergovernmental Liaison:
Effectively represent the City’s
interests so that they are duly
considered in the decisions of other
agencies that potentially impact
Menlo Park.
35
LEAD DEPARTMENT: Administrative Services
PROGRAM: 701 - POLICY DEVELOPMENT AND CITY COUNCIL SUPPORT
Description: City policies are clear, coherent and consistent with a commitment to the long- term interests of the community. Councilmembers, both individually
and as the City’s policymaking body, are effectively supported in their roles as elected leaders.
SERVICES: RESULTS: STATUS:
Total Expenditures $ 17,915 100% $ 22,908 100% $ 20,887 100% $ 25,453 100%
Personnel 15,958 89% 20,708 90% 18,531 89% 23,121 91%
Operating 1,958 11% 200 1% 355 2% 333 1%
Services - 0% 2,000 9% 2,000 10% 2,000 8%
Funding Source *
General Fund $ 17,915 100% $ 22,908 100% $ 20,887 100% $ 25,453 100%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
Actual
2005- 2006
Actual
2005- 2006
2007- 2008
Proposed
2007- 2008
Estimate Proposed
Estimate
2006- 2007
2006- 2007
Budget
2006- 2007
2006- 2007
Commissioners rate their experience at an 85% satisfaction level.
At least two applications are received for each vacancy 90% of the time within
the initial deadline.
Budget
Exceeded- 89%
Not met - 62%
701- 03 - Commissions: Recruit and
train commissioners so that they are
considered to be in synch with and
an integral part of the City’s policy
development and decision- making
processes.
36
LEAD DEPARTMENT: Administrative Services
PROGRAM: 701 - POLICY DEVELOPMENT AND CITY COUNCIL SUPPORT
Description: City policies are clear, coherent and consistent with a commitment to the long- term interests of the community. Councilmembers, both individually
and as the City’s policymaking body, are effectively supported in their roles as elected leaders.
SERVICES: RESULTS: STATUS:
Total Expenditures $ 129,764 100% $ 123,377 100% $ 141,371 100% $ 163,682 100%
Personnel 114,591 88% 111,172 90% 128,331 91% 138,355 85%
Operating 8,772 7% 5,485 4% 6,320 4% 6,271 4%
Services 6,400 5% 6,720 5% 6,720 5% 19,056 12%
Funding Source *
General Fund $ 129,764 100% $ 123,377 100% $ 141,371 100% $ 163,682 100%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
2006- 2007
Budget Proposed
2005- 2006 2006- 2007 2007- 2008
Estimate
Budget Estimate Proposed
2006- 2007 2007- 2008
701- 04 - Constituent Assistance:
Ensure that the City Council gets
timely and useful input and feedback
on issues, and provide helpful
information and referral to residents
with questions, comments and
concerns.
Actual
Constituent complaints/ requests sent to the City Council will be resolved on
average within 10 business days.
2005- 2006
Actual
2006- 2007
Exceeded- 3.6 days
37
LEAD DEPARTMENT: Administrative Services
PROGRAM: 702 - SERVICE EXCELLENCE
Description: To facilitate and ensure the delivery of high quality, cost effective City services that are responsive to the community’s needs, meet or exceed
expectations, accomplish the City Council’s goals and achieve continuously improved results.
Actual
2005- 2006
Budget
2006- 2007
Estimate
2006- 2007
Proposed
2007- 2008
702- 01 - Priority Setting $ 199,195 $ 110,201 $ 9 5,693 $ 105,147
702- 02 - Performance Accountability 94,460 139,522 153,043 154,650
702- 03 - Interdepartmental Initiatives 27,636 31,932 41,579 41,604
Program Total $ 321,290 $ 281,655 $ 290,315 $ 301,401
38
LEAD DEPARTMENT: Administrative Services
PROGRAM: 702 - SERVICE EXCELLENCE
Description: To facilitate and ensure the delivery of high quality, cost effective City services that are responsive to the community’s needs, meet or exceed
expectations, accomplish the City Council’s goals and achieve continuously improved results.
SERVICES: RESULTS: STATUS:
Total Expenditures $ 199,195 100% $ 110,201 100% $ 95,693 100% $ 105,147 100%
Personnel 113,111 57% 75,214 68% 61,572 64% 84,422 80%
Operating 7,063 4% 12,664 11% 11,798 12% 20,725 20%
Services 79,021 40% 22,323 20% 22,323 23% - 0%
Funding Source *
General Fund $ 199,195 100% $ 110,201 100% $ 95,693 100% $ 105,147 100%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
Budget
2006- 2007 2006- 2007
Proposed
Budget Estimate
2006- 2007 2006- 2007 2007- 2008
Proposed
The City undertakes a process to identify Council priorities, and uses this
information to develop an annual budget which is adopted on time.
Met
2007- 2008
Esimate
Actual
2005- 2006
Actual
2005- 2006
702- 01 - Priority Setting: Identify
community needs and expectations
through surveys, workshops and
outreach, and clearly link them to the
City’s funding priorities and service
levels.
39
LEAD DEPARTMENT: Administrative Services
PROGRAM: 702 - SERVICE EXCELLENCE
Description: To facilitate and ensure the delivery of high quality, cost effective City services that are responsive to the community’s needs, meet or exceed
expectations, accomplish the City Council’s goals and achieve continuously improved results.
SERVICES: RESULTS: STATUS:
Total Expenditures $ 94,460 100% $ 139,522 100% $ 153,043 100% $ 154,650 100%
Personnel 77,065 82% 83,948 60% 96,838 63% 98,511 64%
Operating 794 1% 1,800 1% 2,430 2% 2,366 2%
Services 16,600 18% 53,774 39% 53,774 35% 53,774 35%
Funding Source *
General Fund $ 94,460 100% $ 139,522 100% $ 153,043 100% $ 154,650 100%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
Budget Proposed
Estimate
2006- 2007
Estimate
Proposed
Actual
2005- 2006
2006- 2007
Budget
2006- 2007
Actual
2005- 2006 2007- 2008
2006- 2007 2007- 2008
Exceeded- 84%
Not met- 62%
Not met- 33%
75% of result measures in the City Budget are met or exceeded.
85% of employees rate the City as a great place to work.
85% of employees report that the performance planning process is effective in
promoting great performance.
702- 02 - Performance Accountability:
Create an organizational structure
and the internal systems required so
that all employees share the
responsibility for cost effective
service delivery, objectively measure
and monitor performance results and
employ creative approaches. Foster
team work, learning, individual
initiative and appropriate customer-focused
risk- taking.
40
LEAD DEPARTMENT: Administrative Services
PROGRAM: 702 - SERVICE EXCELLENCE
Description: To facilitate and ensure the delivery of high quality, cost effective City services that are responsive to the community’s needs, meet or exceed
expectations, accomplish the City Council’s goals and achieve continuously improved results.
SERVICES: RESULTS: STATUS:
Total Expenditures $ 27,636 100% $ 31,932 100% $ 41,579 100% $ 41,604 100%
Personnel 27,104 98% 31,392 98% 40,804 98% 40,829 98%
Operating 532 2% 540 2% 776 2% 775 2%
Funding Source *
General Fund $ 27,636 100% $ 31,932 100% $ 41,579 100% $ 41,604 100%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
Actual
2005- 2006
Actual
2005- 2006
2007- 2008
Proposed
2007- 2008
Estimate Proposed
Estimate
2006- 2007
2006- 2007
Budget
2006- 2007
2006- 2007
85% of employees report that they are satisfied with the teamwork between
City departments.
Budget
702- 03 - Interdepartmental Not met- 38%
Initiatives: Coordinate
interdepartmental projects requiring
team- based, cooperative, and
multidisciplinary involvement.
41
LEAD DEPARTMENT: Administrative Services
PROGRAM: 703 - ELECTIONS AND RECORDS
Description: Conduct fair, open, legal and democratic elections and keep an accurate historical record of the City’s affairs for posterity.
Actual
2005- 2006
Budget
2006- 2007
Estimate
2006- 2007
Proposed
2007- 2008
703- 01 - Coordinated Elections $ 4,345 $ 59,698 $ 63,114 $ 25,991
703- 02 - Records Management 19,211 16,771 17,517 9,628
Program Total $ 23,556 $ 76,469 $ 80,631 $ 35,619
42
LEAD DEPARTMENT: Administrative Services
PROGRAM: 703 - ELECTIONS AND RECORDS
Description: Conduct fair, open, legal and democratic elections and keep an accurate historical record of the City’s affairs for posterity.
SERVICES: RESULTS: STATUS:
Total Expenditures $ 4,345 100% $ 59,698 100% $ 63,114 100% $ 25,991 100%
Personnel 3,381 78% 20,756 35% 24,197 38% 23,228 89%
Operating 964 22% 8,252 14% 8,228 13% 2,764 11%
Services - 0% 30,690 51% 30,690 49% - 0%
Funding Source *
General Fund $ 4,345 100% $ 59,698 100% $ 63,114 100% $ 25,991 100%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
Budget
2006- 2007 2006- 2007
Proposed
Budget Estimate
2006- 2007 2006- 2007 2007- 2008
Proposed
Elections are conducted in accordance with all requirements, including filing
deadlines for candidates, ballot measures, and FPPC regulations.
Met
2007- 2008
Esimate
Actual
2005- 2006
Actual
2005- 2006
703- 01 - Coordinated Elections:
Facilitate local elections in
accordance with all requirements.
43
LEAD DEPARTMENT: Administrative Services
PROGRAM: 703 - ELECTIONS AND RECORDS
Description: Conduct fair, open, legal and democratic elections and keep an accurate historical record of the City’s affairs for posterity.
SERVICES: RESULTS: STATUS:
Total Expenditures $ 19,211 100% $ 16,771 100% $ 17,517 100% $ 9,628 100%
Personnel 6,343 33% 3,312 20% 4,033 23% 3,538 37%
Operating 9,784 51% 8,309 50% 8,334 48% 940 10%
Services 3,084 16% 5,150 31% 5,150 29% 5,150 53%
Funding Source *
General Fund $ 18,546 97% $ 16,771 100% $ 17,517 100% $ 9,628 100%
Charges For Services 666 3% - 0% - 0% - 0%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
Budget Proposed
Estimate
2006- 2007
Estimate
Proposed
Actual
2005- 2006
2006- 2007
Budget
2006- 2007
Actual
2005- 2006 2007- 2008
2006- 2007 2007- 2008
Met
Met
Official City records are created accurately, are available to the public; 100% of
minutes, resolutions and ordinances are scanned and kept in accordance with
all applicable regulations and retention schedules.
Destruction of records occurs once a year in August.
703- 02 - Records Management:
Create, maintain and effectively
administer the City’s essential
records and retention schedule.
44
LEAD DEPARTMENT: Administrative Services
PROGRAM: 704 - COMMUNITY RELATIONS
Description: To effectively inform residents and build a strong sense of community identity in which people are actively involved in and concerned for the
community as a whole.
Actual
2005- 2006
Budget
2006- 2007
Estimate
2006- 2007
Proposed
2007- 2008
704- 01 - Community Information Outreach $ 77,595 $ 116,850 $ 125,057 $ 251,958
704- 02 - Service Feedback 4,585 10,947 5 ,772 14,869
704- 04 - Volunteers 11,423 13,883 10,456 15,386
Program Total $ 93,603 $ 141,680 $ 141,285 $ 282,213
45
LEAD DEPARTMENT: Administrative Services
PROGRAM: 704 - COMMUNITY RELATIONS
Description: To effectively inform residents and build a strong sense of community identity in which people are actively involved in and concerned for the
community as a whole.
SERVICES: RESULTS: STATUS:
Total Expenditures $ 77,595 100% $ 116,850 100% $ 125,057 100% $ 251,958 100%
Personnel 34,766 45% 28,260 24% 34,649 28% 32,692 13%
Operating 18,443 24% 17,521 15% 17,339 14% 16,494 7%
Services 24,386 31% 71,069 61% 73,069 58% 202,772 80%
Funding Source *
General Fund $ 77,595 100% $ 116,850 100% $ 125,057 100% $ 251,958 100%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
704- 01 - Community Information
Outreach: Provide written and
electronic information that is current,
timely and valued by residents. Data not available
Actual
2005- 2006
Actual
2005- 2006 2007- 2008
Esimate
Budget Estimate
2006- 2007 2006- 2007 2007- 2008
Proposed
Survey respondents give the City's website a rating of 85% regarding its
importance as a source of information about City services, policies and
activities.
Survey respondents give the newsletter a rating of 85% regarding its
importance as a source of information about City services, policies and
activities.
Data not available
Budget
2006- 2007 2006- 2007
Proposed
46
LEAD DEPARTMENT: Administrative Services
PROGRAM: 704 - COMMUNITY RELATIONS
Description: To effectively inform residents and build a strong sense of community identity in which people are actively involved in and concerned for the
community as a whole.
SERVICES: RESULTS: STATUS:
Total Expenditures $ 4,585 100% $ 10,947 100% $ 5,772 100% $ 14,869 100%
Personnel 4,185 91% 10,497 96% 5,243 91% 14,336 96%
Operating 400 9% 450 4% 529 9% 533 4%
Funding Source *
General Fund $ 4,585 100% $ 10,947 100% $ 5,772 100% $ 14,869 100%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
704- 02 - Service Feedback: Survey
opinions, solicit input and seek
suggestions about City services and
community affairs.
85% of survey respondents state that the City gives sufficient opportunity to Data not available
provide feedback regarding City services.
2007- 2008
2007- 2008
2006- 2007 2006- 2007
Actual
2005- 2006
Actual
2005- 2006
2006- 2007
Budget
Estimate
Proposed
Budget Proposed
Estimate
2006- 2007
47
LEAD DEPARTMENT: Administrative Services
PROGRAM: 704 - COMMUNITY RELATIONS
Description: To effectively inform residents and build a strong sense of community identity in which people are actively involved in and concerned for the
community as a whole.
SERVICES: RESULTS: STATUS:
Total Expenditures $ 11,423 100% $ 13,883 100% $ 10,456 100% $ 15,386 100%
Personnel 11,308 99% 13,733 99% 9,703 93% 14,652 95%
Operating 116 1% 150 1% 753 7% 734 5%
Funding Source *
General Fund $ 11,423 100% $ 13,883 100% $ 10,456 100% $ 15,386 100%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
704- 04 - Volunteers: Provide
meaningful opportunities for
residents to be involved in their local
government.
Exceeded- 92%
Not met- 440 hours
2006- 2007
Volunteers rate their experience at an 85% satisfaction level.
On an annual basis, volunteers donate 710 hours.
Budget
2006- 2007
Budget
2006- 2007 2007- 2008
Estimate Proposed
Estimate
2006- 2007
2007- 2008
Actual Proposed
2005- 2006
Actual
2005- 2006
48
LEAD DEPARTMENT: Administrative Services
PROGRAM: 705 - ASSET PRESERVATION
Description: Ensures that the City's assets are safeguarded, preserved, maximized and maintained through effective financial management in order to provide a
sound financial base to deliver City services. Provides a safe environment to the community and the workforce by minimizing risk to the public and
the City employees through proactive training, examination and assessment of City facilities and infrastructure.
Actual
2005- 2006
Budget
2006- 2007
Estimate
2006- 2007
Proposed
2007- 2008
705- 01 - Financial Planning $ 136,717 $ 150,827 $ 103,360 $ 216,620
705- 02 - Investments 30,653 35,096 30,208 40,987
705- 03 - Revenue Management 2,341,227 2,124,731 2,387,760 2,452,088
705- 04 - Accounting and Reporting 252,559 334,169 368,898 398,313
705- 05 - Accounts Payable and Purchasing 122,625 131,037 119,846 127,112
705- 06 - Risk Management 1,440,073 1,360,382 5,393,372 1,440,956
705- 07 - General ( Transfers Out) 1,909,360 2,461,000 3,231,000 2,451,000
705- 08 - Debt Service 78,941,935 4,236,094 4,236,094 5,817,327
Program Total $ 85,175,149 $ 10,833,336 $ 15,870,538 $ 12,944,403
49
LEAD DEPARTMENT: Administrative Services
PROGRAM: 705 - ASSET PRESERVATION
Description: Ensures that the City's assets are safeguarded, preserved, maximized and maintained through effective financial management in order to provide a
sound financial base to deliver City services. Provides a safe environment to the community and the workforce by minimizing risk to the public and
the City employees through proactive training, examination and assessment of City facilities and infrastructure.
SERVICES: RESULTS: STATUS:
Total Expenditures $ 136,717 100% $ 150,827 100% $ 103,360 100% $ 216,621 100%
Personnel 133,780 98% 138,688 92% 97,051 94% 204,199 94%
Operating 1,337 1% 4,889 3% 4,059 4% 6,171 3%
Services 1,600 1% 7,250 5% 2,250 2% 6,250 3%
Funding Source *
General Fund $ 74,152 54% $ 114,394 76% $ 90,118 87% $ 182,962 84%
Garbage Service Fund 2,345 2% 11,505 8% 2,135 2% 8,962 4%
Community Development Agency Non- Housing 19,199 14% 10,894 7% 4,621 4% 10,951 5%
Community Development Agency Housing 18,714 14% 9,592 6% 3,847 4% 10,951 5%
Water Fund - Operation 22,307 16% 4,442 3% 2,639 3% 2,794 1%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
705- 01 - Financial Planning:
Coordinate the budget preparation
process, and provide up to date
reports and financial analysis
necessary to ensure short- term and
long- term asset preservation.
Actual
2005- 2006
Actual
2005- 2006 2007- 2008
Esimate
Budget Estimate
2006- 2007 2006- 2007 2007- 2008
Proposed
Present a balanced budget that meets established service levels for Council
adoption by June 30th.
Met
Budget
2006- 2007 2006- 2007
Proposed
50
LEAD DEPARTMENT: Administrative Services
PROGRAM: 705 - ASSET PRESERVATION
Description: Ensures that the City's assets are safeguarded, preserved, maximized and maintained through effective financial management in order to provide a
sound financial base to deliver City services. Provides a safe environment to the community and the workforce by minimizing risk to the public and
the City employees through proactive training, examination and assessment of City facilities and infrastructure.
SERVICES: RESULTS: STATUS:
Total Expenditures $ 30,653 100% $ 35,096 100% $ 30,208 100% $ 40,987 100%
Personnel 22,984 75% 25,496 73% 20,417 68% 31,506 77%
Operating 7,668 25% 9,600 27% 9,791 32% 9,481 23%
Funding Source *
General Fund $ ( 1,285,504) - 4194% $ ( 1,842,628) - 5250% $ ( 1,831,745) - 6064% $ ( 1,315,685) - 3210%
Garbage Service Fund 371 1% 1,917 5% 336 1% - 0%
Community Development Agency Non- Housing 5,400 18% 3,896 11% 1,049 3% 4,481 11%
Water Fund - Operation 3,597 12% 1,911 5% 567 2% 2,190 5%
Interest and Rent Income 1,306,789 4263% 1,870,000 5328% 1,860,000 6157% 1,350,000 3294%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
705- 02 - Investments: Manage cash
flow to meet requirements while
maximizing return on investments
and maintaining safety of principal.
Met
Not met
Obtain an unqualified opinion on the independent analysis of investments by
an external auditor.
Achieve greater than the six month average of 6- month T- bill rate on
investments.
2007- 2008
2007- 2008
2006- 2007 2006- 2007
Actual
2005- 2006
Actual
2005- 2006
2006- 2007
Budget
Estimate
Proposed
Budget Proposed
Estimate
2006- 2007
51
LEAD DEPARTMENT: Administrative Services
PROGRAM: 705 - ASSET PRESERVATION
Description: Ensures that the City's assets are safeguarded, preserved, maximized and maintained through effective financial management in order to provide a
sound financial base to deliver City services. Provides a safe environment to the community and the workforce by minimizing risk to the public and
the City employees through proactive training, examination and assessment of City facilities and infrastructure.
SERVICES: RESULTS: STATUS:
Total Expenditures $ 2,341,227 100% $ 2,124,731 100% $ 2,387,760 100% $ 2,452,088 100%
Personnel 207,985 9% 196,009 9% 204,461 9% 225,373 9%
Operating 452,049 19% 407,672 19% 431,249 18% 374,915 15%
Services 1,681,193 72% 1,521,050 72% 1,752,050 73% 1,851,800 76%
Funding Source *
General Fund $ ( 1,571,983) - 67% $ ( 1,487,510) - 70% $ ( 1,509,496) - 63% $ ( 1,552,564) - 63%
Garbage Service Fund ( 101,613) - 4% ( 248,291) - 12% ( 250,160) - 10% ( 225,032) - 9%
Water Fund - Operation ( 2,641,645) - 113% ( 3,085,468) - 145% ( 2,848,384) - 119% ( 3,218,315) - 131%
Licenses & Permits 1,423,779 61% 1,385,000 65% 1,427,000 60% 1,470,000 60%
Interest and Rent Income 544,058 23% 510,000 24% 517,800 22% 548,000 22%
Charges For Services 4,688,631 200% 5,051,000 238% 5,051,000 212% 5,430,000 221%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
705- 03 - Revenue Management:
Establish and administer rate
structures required to provide water
and garbage utility services. Collect
business license tax and administer
collection of other revenue to
maximize cash flow.
Met
Met
2006- 2007
Resolve 90% of service and billing complaints within two business days.
Identify and issue 100 new business licenses annually through internal audit
process.
Budget
2006- 2007
Budget
2006- 2007 2007- 2008
Estimate Proposed
Estimate
2006- 2007
2007- 2008
Actual Proposed
2005- 2006
Actual
2005- 2006
52
LEAD DEPARTMENT: Administrative Services
PROGRAM: 705 - ASSET PRESERVATION
Description: Ensures that the City's assets are safeguarded, preserved, maximized and maintained through effective financial management in order to provide a
sound financial base to deliver City services. Provides a safe environment to the community and the workforce by minimizing risk to the public and
the City employees through proactive training, examination and assessment of City facilities and infrastructure.
SERVICES: RESULTS: STATUS:
Total Expenditures $ 252,559 100% $ 334,169 100% $ 368,898 100% $ 398,313 100%
Personnel 215,658 85% 229,313 69% 270,720 73% 339,240 85%
Operating 4,314 2% 8,950 3% 9,972 3% 10,504 3%
Services 32,587 13% 95,906 29% 88,206 24% 48,569 12%
Funding Source *
General Fund $ 165,626 66% $ 303,937 91% $ 354,198 96% $ 341,831 86%
Garbage Service Fund 745 0% 3,833 1% 672 0% 3,978 1%
Community Development Agency Non- Housing 42,377 17% 18,547 6% 8,467 2% 38,982 10%
Community Development Agency Housing 2 0% - 0% 385 0% 9,076 2%
Water Fund - Operation 43,234 17% 7,852 2% 5,176 1% 4,445 1%
Charges For Services 573 0% - 0% - 0% - 0%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
Not met
Data not available
Exceeded- 100%
2006- 2007
Met
2005- 2006
Actual
Actual
Provide monthly financial reports to internal departments by the 7th business
day of the following month.
Provide interim financial reports on the data that already exists in the system
within 24 hours of the request.
Obtain 80% Council confidence through an annual survey.
Receive an unqualified opinion on 98% of annual audits.
705- 04 - Accounting and Reporting:
Maintain accurate record keeping in
accordance with Generally Accepted
Accounting Principles and report
periodically the financial status of the
organization reflecting the economic
fluctuations in the market place to
the Council, general public,
Governmental agencies and internal
departments.
Budget
2006- 2007 2007- 2008
2006- 2007
Estimate
Estimate Proposed
2006- 2007
Budget Proposed
2005- 2006 2007- 2008
53
LEAD DEPARTMENT: Administrative Services
PROGRAM: 705 - ASSET PRESERVATION
Description: Ensures that the City's assets are safeguarded, preserved, maximized and maintained through effective financial management in order to provide a
sound financial base to deliver City services. Provides a safe environment to the community and the workforce by minimizing risk to the public and
the City employees through proactive training, examination and assessment of City facilities and infrastructure.
SERVICES: RESULTS: STATUS:
Total Expenditures $ 122,625 100% $ 131,037 100% $ 119,846 100% $ 127,112 100%
Personnel 121,649 99% 125,137 95% 114,706 96% 123,050 97%
Operating 976 1% 5,900 5% 5,140 4% 4,062 3%
Funding Source *
General Fund $ 65,036 53% $ 96,723 74% $ 87,419 73% $ 94,941 75%
Community Development Agency Non- Housing 35,966 29% 23,171 18% 18,670 16% 18,283 14%
Water Fund - Operation 18,052 15% 11,143 9% 8,756 7% 8,888 7%
Charges For Services 3,571 3% - 0% 5,000 4% 5,000 4%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
2005- 2006
Actual
2006- 2007 2006- 2007
Budget
2006- 2007
Actual
Met
2005- 2006
Obtain the maximum discount provided by the City's CalCard Purchasing
Program each month.
705- 05 - Accounts Payable and
Purchasing: Administer effective
fiscal policies and practices to
ensure that all purchases are made
within guidelines and budget,
emergency needs are taken care of
and bills are paid on time and
accurately to maintain credit
worthiness.
2007- 2008
Budget
2006- 2007
Estimate
Estimate Proposed
Proposed
2007- 2008
54
LEAD DEPARTMENT: Administrative Services
PROGRAM: 705 - ASSET PRESERVATION
Description: Ensures that the City's assets are safeguarded, preserved, maximized and maintained through effective financial management in order to provide a
sound financial base to deliver City services. Provides a safe environment to the community and the workforce by minimizing risk to the public and
the City employees through proactive training, examination and assessment of City facilities and infrastructure.
SERVICES: RESULTS: STATUS:
Total Expenditures $ 1,440,073 100% $ 1,360,382 100% $ 5,393,372 100% $ 1,440,956 100%
Personnel 85,644 6% 86,296 6% 81,446 2% 100,272 7%
Operating 1,285,756 89% 1,257,598 92% 5,220,926 97% 1,268,184 88%
Services 68,674 5% 16,488 1% 91,000 2% 72,500 5%
Funding Source *
Water Fund - Operation 34,195 2% ( 4,252) 0% 38,142 1% - 0%
Liability/ Fire Insurance Fund 34,046 2% ( 18,904) - 1% 1,359,478 25% ( 89,696) - 6%
Worker's Compensation Fund ( 142,663) - 10% ( 16,463) - 1% 309,262 6% ( 309,348) - 21%
Interest and Rent Income - 0% - 0% - 0% 140,000 10%
Charges For Services 14,496 1% 1,400,000 103% 1,600,000 30% 1,700,000 118%
Other Financing Sources 1,500,000 104% - 0% 2,086,490 39% - 0%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
2007- 2008
Estimate
Proposed
2006- 2007
Proposed
2005- 2006
Budget
2006- 2007 2006- 2007
2006- 2007
Recommend for settlement or denial on 80% of claims received within 5
working days.
Estimate
Investigate and initiate mitigation of 100% of reported hazards within 24 hours.
Maintain number of new medical claims at 30 or below.
Maintain number of indemnity claims at 15 or below.
Actual
Process 100% of employee claims requiring medical treatment within 48 hours
of knowledge of occurence.
705- 06 - Risk Management:
Coordinate safety training and
maintain awareness to prevent the
adverse effects of accidents and
work injuries and minimize cost.
Administer claims by investigating,
processing and defending liability
and work related injury claims.
Actual
2005- 2006
Budget
2007- 2008
Exceeded- 21 claims
Met
Met
Met
Met
55
LEAD DEPARTMENT: Administrative Services
PROGRAM: 705 - ASSET PRESERVATION
Description: Ensures that the City's assets are safeguarded, preserved, maximized and maintained through effective financial management in order to provide a
sound financial base to deliver City services. Provides a safe environment to the community and the workforce by minimizing risk to the public and
the City employees through proactive training, examination and assessment of City facilities and infrastructure.
SERVICES: RESULTS: STATUS:
Total Expenditures $ 1,909,360 100% $ 2,461,000 100% $ 3,231,000 100% $ 2,451,000 100%
Operating 1,909,360 100% 2,461,000 100% 3,231,000 100% 2,451,000 100%
Funding Source *
General Fund $ ( 18,446,259) - 966% $ ( 18,709,220) - 760% $ ( 18,143,320) - 562% $ ( 20,371,912) - 831%
Taxes 15,755,480 825% 18,870,000 767% 19,042,300 589% 20,605,625 841%
Franchise Fees 1,238,746 65% 1,334,000 54% 1,377,000 43% 1,390,000 57%
Licenses & Permits 2,350 0% 2,500 0% 2,500 0% 2,500 0%
Inter Governmental Revenue 2,794,225 146% 448,200 18% 437,000 14% 200,000 8%
Other Financing Sources 564,818 30% 515,520 21% 515,520 16% 624,787 25%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
2006- 2007
2006- 2007
Budget
2007- 2008
2006- 2007
Estimate
2006- 2007
2007- 2008
Estimate Proposed
Proposed
Budget
705- 07 - General ( Transfers Out): General Fund revenue projections will be 90% accurate. Exceeded- 94.7% ( FY 2005- 06)
Ensure timely receipt of general revenue
and transfers.
Actual
2005- 2006
Actual
2005- 2006
56
LEAD DEPARTMENT: Administrative Services
PROGRAM: 705 - ASSET PRESERVATION
Description: Ensures that the City's assets are safeguarded, preserved, maximized and maintained through effective financial management in order to provide a
sound financial base to deliver City services. Provides a safe environment to the community and the workforce by minimizing risk to the public and
the City employees through proactive training, examination and assessment of City facilities and infrastructure.
SERVICES: RESULTS: STATUS:
Total Expenditures $ 78,941,935 100% $ 4,236,094 100% $ 4,236,094 100% $ 5,817,327 100%
Operating 78,941,935 100% 4,236,094 100% 4,236,094 100% 5,817,327 100%
Funding Source *
2002 Recreation GO Bond D. S. ( 209,434) 0% ( 235,340) - 6% ( 221,340) - 5% ( 299,420) - 5%
1990 Library Bond Debt Service ( 19,952) 0% ( 43,500) - 1% ( 35,500) - 1% ( 13,953) 0%
Debt Service Fund- CDA ( 6,849,552) - 9% - 0% - 0% ( 240,000) - 4%
Special Assessments on Tax Roll 1,486,022 2% 1,535,000 36% 1,535,000 36% 1,576,000 27%
Interest and Rent Income 33,778 0% 41,000 1% 19,000 0% 278,000 5%
Other Financing Sources 84,501,073 107% 2,938,934 69% 2,938,934 69% 4,516,700 78%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
705- 08 - Debt Service: Ensure
adequate funds are available to make
timely debt service payments.
2005- 2006
Actual
2005- 2006
Actual
Proposed
2006- 2007 2006- 2007 2007- 2008
Budget Estimate
2006- 2007
Proposed
2006- 2007
Budget
2007- 2008
Estimate
Accurate and timely debt service payments. Met
57
LEAD DEPARTMENT: Administrative Services
PROGRAM: 706 - INFORMATION SUPPORT
Description: To maintain a modern, efficient set of information tools that provide accurate and timely information access to authorized users in order to support
decision- making; deliver service and respond to community needs; provide advice on application of new technology; and provide responsive service
and support to internal staff.
Actual
2005- 2006
Budget
2006- 2007
Estimate
2006- 2007
Proposed
2007- 2008
706- 01 - Desktop Maintenance $ 176,640 $ 246,021 $ 247,257 $ 271,304
706- 02 - Network Infrastructure Maintenance 235,105 390,346 373,428 310,649
706- 03 - Design and Advice 19,885 22,507 17,264 22,394
706- 04 - Remote Access 7,004 7,321 8,233 7,759
706- 05 - Printing Support 218,548 248,469 232,487 297,073
Program Total $ 657,181 $ 914,664 $ 878,669 $ 909,179
58
LEAD DEPARTMENT: Administrative Services
PROGRAM: 706 - INFORMATION SUPPORT
Description: To maintain a modern, efficient set of information tools that provide accurate and timely information access to authorized users in order to support
decision- making; deliver service and respond to community needs; provide advice on application of new technology; and provide responsive service
and support to internal staff.
SERVICES: RESULTS: STATUS:
Total Expenditures $ 176,640 100% $ 246,021 100% $ 247,257 100% $ 271,304 100%
Personnel 106,895 61% 109,828 45% 112,877 46% 103,483 38%
Operating 63,095 36% 73,693 30% 67,880 27% 75,290 28%
Services 6,650 4% 62,500 25% 66,500 27% 92,532 34%
Funding Source *
General Fund $ 176,640 100% $ 246,021 100% $ 247,257 100% $ 271,304 100%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
706- 01 - Desktop Maintenance:
Maintain computer hardware and
phone systems used by employees;
install and upgrade software. Met
Actual
2005- 2006
Actual
2005- 2006 2007- 2008
Esimate
Budget Estimate
2006- 2007 2006- 2007 2007- 2008
Proposed
Resolve 80% of desktop computer problems within sixty ( 60) minutes of
trouble report.
Resolve 90% of phone problems within eight hours of trouble report.
Exceeded- 86.67% within 60 minutes
Budget
2006- 2007 2006- 2007
Proposed
59
LEAD DEPARTMENT: Administrative Services
PROGRAM: 706 - INFORMATION SUPPORT
Description: To maintain a modern, efficient set of information tools that provide accurate and timely information access to authorized users in order to support
decision- making; deliver service and respond to community needs; provide advice on application of new technology; and provide responsive service
and support to internal staff.
SERVICES: RESULTS: STATUS:
Total Expenditures $ 235,105 100% $ 390,346 100% $ 373,428 100% $ 310,649 100%
Personnel 94,654 40% 100,821 26% 87,786 24% 96,876 31%
Operating 62,645 27% 72,375 19% 68,492 18% 91,241 29%
Services 77,806 33% 217,150 56% 217,150 58% 122,532 39%
Funding Source *
General Fund $ 235,049 100% $ 390,346 100% $ 373,428 100% $ 310,649 100%
Charges For Services 56 0% - 0% - 0% - 0%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
706- 02 - Network Infrastructure
Maintenance: Install, maintain, and
upgrade computer servers and
network equipment. Coordinate
installation of vendor systems.
Protect the network from
unauthorized intrusion. Repel virus
attacks. Control access. Maintain
databases. Provide support for
intranet and internet use. Ensure
reliability of network resources.
Met
Exceeded- 98.9%
Exceeded- 99.95%
Exceeded- 0
Add 80% of new employees to authorized systems within one business day of
request.
Resolve 90% of system wide problems within four hours.
Maintain network availability 99.8% of time between 7am to 7pm, M- F.
Ensure virus protection is in place for all internal networks and that no more
than three ( 3) virus outbreaks occur in a twelve month period.
2007- 2008
2007- 2008
2006- 2007 2006- 2007
Actual
2005- 2006
Actual
2005- 2006
2006- 2007
Budget
Estimate
Proposed
Budget Proposed
Estimate
2006- 2007
60
LEAD DEPARTMENT: Administrative Services
PROGRAM: 706 - INFORMATION SUPPORT
Description: To maintain a modern, efficient set of information tools that provide accurate and timely information access to authorized users in order to support
decision- making; deliver service and respond to community needs; provide advice on application of new technology; and provide responsive service
and support to internal staff.
SERVICES: RESULTS: STATUS:
Total Expenditures $ 19,885 100% $ 22,507 100% $ 17,264 100% $ 22,394 100%
Personnel 17,647 89% 17,682 79% 14,831 86% 19,110 85%
Operating 2,238 11% 4,825 21% 2,433 14% 3,284 15%
Funding Source *
General Fund $ 19,885 100% $ 22,507 100% $ 17,264 100% $ 22,394 100%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
706- 03 - Design and Advice: Design
facility wiring, provide relocation
assistance, advise on use of new
technologies and acquisition of new
applications.
No design done during the period
Not measured
2006- 2007
Facilities design results in 95% accommodation of user needs.
Advice on new product integration and changes to existing systems results in
95% satisfaction.
Budget
2006- 2007
Budget
2006- 2007 2007- 2008
Estimate Proposed
Estimate
2006- 2007
2007- 2008
Actual Proposed
2005- 2006
Actual
2005- 2006
61
LEAD DEPARTMENT: Administrative Services
PROGRAM: 706 - INFORMATION SUPPORT
Description: To maintain a modern, efficient set of information tools that provide accurate and timely information access to authorized users in order to support
decision- making; deliver service and respond to community needs; provide advice on application of new technology; and provide responsive service
and support to internal staff.
SERVICES: RESULTS: STATUS:
Total Expenditures $ 7,004 100% $ 7,321 100% $ 8,233 100% $ 7,759 100%
Personnel 6,454 92% 4,046 55% 5,927 72% 4,459 57%
Operating 550 8% 3,275 45% 2,306 28% 3,301 43%
Funding Source *
General Fund $ 7,004 100% $ 7,321 100% $ 8,233 100% $ 7,759 100%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
2006- 2007
Met
2005- 2006
Actual
Actual
90% of all users who request access to web mail or remote IP are granted
access within two buiness days.
706- 04 - Remote Access: Provide
virtual private networking ( VPN)
service to City system over the
Internet, which allows employees
working from home or remote
locations to access the City’s
network.
Budget
2006- 2007 2007- 2008
2006- 2007
Estimate
Estimate Proposed
2006- 2007
Budget Proposed
2005- 2006 2007- 2008
62
LEAD DEPARTMENT: Administrative Services
PROGRAM: 706 - INFORMATION SUPPORT
Description: To maintain a modern, efficient set of information tools that provide accurate and timely information access to authorized users in order to support
decision- making; deliver service and respond to community needs; provide advice on application of new technology; and provide responsive service
and support to internal staff.
SERVICES: RESULTS: STATUS:
Total Expenditures $ 218,548 100% $ 248,469 100% $ 232,487 100% $ 297,073 100%
Personnel 104,291 48% 103,348 42% 102,461 44% 154,247 52%
Operating 111,963 51% 143,021 58% 127,926 55% 140,426 47%
Services 2,294 1% 2,100 1% 2,100 1% 2,400 1%
Funding Source *
General Fund $ 203,043 93% $ 240,335 97% $ 216,218 93% $ 284,573 96%
Measure A 168 0% 1,043 0% 176 0% - 0%
Community Development Agency Non- Housing 289 0% 1,091 0% 92 0% - 0%
Charges For Services 15,048 7% 6,000 2% 16,000 7% 12,500 4%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
2005- 2006
Actual
2006- 2007 2006- 2007
Budget
2006- 2007
Actual
Exceeded- 98%
2005- 2006
706- 05 - Printing Support: Provide 95% of all printing jobs completed within time- frame specified.
local low volume printing and fax
service for departments through
strategic placement of workgroup
equipment clusters, and efficient,
accurate high volume printer
services from the print shop.
2007- 2008
Budget
2006- 2007
Estimate
Estimate Proposed
Proposed
2007- 2008
63
LEAD DEPARTMENT: Administrative Services
PROGRAM: 707 - INTERNET AND WORLD WIDE WEB
Description: To provide convenient, cost effective access to public City information and self help services, and facilitate community input and feedback, as well
as enable and promote remote public access to City information, e- commerce business transactions and authorized access to confidential/ secured
information.
Actual
2005- 2006
Budget
2006- 2007
Estimate
2006- 2007
Proposed
2007- 2008
707- 01 - Web Posting $ 59,674 $ 68,899 $ 60,534 $ 92,696
707- 02 - Interactive Web Services 22,143 24,872 24,650 25,110
Program Total $ 81,817 $ 93,771 $ 85,184 $ 117,806
64
LEAD DEPARTMENT: Administrative Services
PROGRAM: 707 - INTERNET AND WORLD WIDE WEB
Description: To provide convenient, cost effective access to public City information and self help services, and facilitate community input and feedback, as well
as enable and promote remote public access to City information, e- commerce business transactions and authorized access to confidential/ secured
information.
SERVICES: RESULTS: STATUS:
Total Expenditures $ 59,674 100% $ 68,899 100% $ 60,534 100% $ 92,696 100%
Personnel 49,688 83% 49,029 71% 47,689 79% 41,532 45%
Operating 9,986 17% 17,370 25% 12,845 21% 17,722 19%
Services - 0% 2,500 4% - 0% 33,442 36%
Funding Source *
General Fund $ 59,674 100% $ 68,899 100% $ 60,534 100% $ 92,696 100%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
707- 01 - Web Posting: Support
departments in providing timely and
accurate posting of City information.
Ensure that all information on the
site can be easily navigated. Met
Actual
2005- 2006
Actual
2005- 2006 2007- 2008
Esimate
Budget Estimate
2006- 2007 2006- 2007 2007- 2008
Proposed
Council and Commission information is posted according to prescribed
advance schedule 100% of the time.
Maintain 98% availability of web site.
Not met- 99.8%
Budget
2006- 2007 2006- 2007
Proposed
65
LEAD DEPARTMENT: Administrative Services
PROGRAM: 707 - INTERNET AND WORLD WIDE WEB
Description: To provide convenient, cost effective access to public City information and self help services, and facilitate community input and feedback, as well
as enable and promote remote public access to City information, e- commerce business transactions and authorized access to confidential/ secured
information.
SERVICES: RESULTS: STATUS:
Total Expenditures $ 22,143 100% $ 24,872 100% $ 24,650 100% $ 25,110 100%
Personnel 3,090 14% 3,322 13% 3,075 12% 3,539 14%
Operating 19,053 86% 21,550 87% 21,575 88% 21,570 86%
Funding Source *
General Fund $ 22,143 100% $ 24,872 100% $ 24,650 100% $ 25,110 100%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
707- 02 - Interactive Web Services:
Develop or acquire systems to allow
interactive delivery of services to the
public on a 24 hour basis, and
provide search tools so that
information can be easily accessed.
80% of users rate web site experience as good or excellent based on on- line Not measured
website survey.
2007- 2008
2007- 2008
2006- 2007 2006- 2007
Actual
2005- 2006
Actual
2005- 2006
2006- 2007
Budget
Estimate
Proposed
Budget Proposed
Estimate
2006- 2007
66
LEAD DEPARTMENT: Administrative Services
PROGRAM: 708 - EMPLOYEE SUPPORT
Description: To attract and retain a stable, productive, competent and talented workforce, encourage continued growth and development through training and
career planning, foster job satisfaction, provide competitive compensation and benefits, recognize and reward achievement, meet legal
requirements and support a positive work experience.
Actual
2005- 2006
Budget
2006- 2007
Estimate
2006- 2007
Proposed
2007- 2008
708- 01 - Employee Compensation System $ 330,510 $ 276,882 $ 278,247 $ 290,730
708- 02 - Employee Development 23,432 32,965 13,305 34,501
708- 03 - Employee Relations 132,479 186,798 199,988 147,511
708- 04 - Recruitment and Selection 142,470 198,679 170,172 157,120
708- 05 - General Employee Benefits 321,861 508,900 458,241 456,660
Program