BUDGET REPORT
2 0 0 6 - 2 0 0 7
CITY OF MENLO PARK
June 22 00 00 66
Contents
Budget Overview ............................................................................................................................... ....................................................................... 1
Community Development Agency ............................................................................................................................... ......................................... 12
Charts ............................................................................................................................... ....................................................................................... 17
Budget Summary........................................................................................................................ ............................................................................ 23
Administrative Services Department
701 – Policy Development and City Council Support........................................................................................................................ ....................... 29
702 – Service Excellence ............................................................................................................................... .......................................................... 34
703 – Elections and Records........................................................................................................................ ............................................................ 38
704 – Community Relations ............................................................................................................................... ...................................................... 41
705 – Asset Preservation ............................................................................................................................... .......................................................... 45
706 – Information Support ............................................................................................................................... ......................................................... 54
707 – Internet and World Wide Web ............................................................................................................................... ......................................... 60
708 – Employee Support ............................................................................................................................... ........................................................... 63
709 – Legal Services ............................................................................................................................... ................................................................. 69
710 – Business Development.................................................................................................................... ............................................................... 74
Community Development Department
501 – Affordable Housing........................................................................................................................ ................................................................. 79
502 – Community Development Area/ Agency ............................................................................................................................... .......................... 83
601 – Comprehensive Planning ............................................................................................................................... ................................................ 87
602 – Development Services....................................................................................................................... ............................................................. 90
Community Services Department
310 – Social Services & Childcare ............................................................................................................................... ............................................ 95
311 – Recreation/ Physical Activities ............................................................................................................................... ....................................... 101
Library Department
401 – Library Collections and Online Resources ............................................................................................................................... .................... 109
402 – Reading Promotion and Life Skills ............................................................................................................................... ................................ 113
Police Department
101 – Community Safety ............................................................................................................................... ......................................................... 119
102 – Patrol Support........................................................................................................................ ....................................................................... 125
103 – Emergency Preparedness................................................................................................................... ......................................................... 130
104 – Traffic and School Safety ............................................................................................................................... .............................................. 134
Public Works Department
201 – City Facilities ............................................................................................................................... ................................................................. 137
202 – Menlo Park Municipal Water District Water Supply......................................................................................................................... ............. 141
203 – City Vehicles and Equipment ............................................................................................................................... ........................................ 144
204 – Urban Forest......................................................................................................................... ........................................................................ 147
205 – City- Owned Street and Other Right- of- Way............................................................................................................................ ..................... 150
206 – Stormwater Management ............................................................................................................................... .............................................. 156
207 – Resource Conservation................................................................................................................... ............................................................. 161
208 – Transportation Management ............................................................................................................................... ......................................... 164
Fund Balance Summary........................................................................................................................ ............................................................... 171
Capital Improvement Program ............................................................................................................................... ............................................. 177
CITY OF MENLO PARK
FISCAL YEAR 2006 – 2007
BUDGET OVERVIEW
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June 2006
Honorable Mayor and City Council Members:
In accordance with the City of Menlo Park Municipal Code, I am pleased to transmit to you the City Manager’s
recommended budget for fiscal year 2006- 2007. This document contains the funding recommendations 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 improvements projects that are programmed for funding from all City
sources are presented as well.
Development of the 2006- 07 Budget followed a very different course than in the past, based on Council’s desire to gather
community input as to which services or programs were of highest priority in light of continued General Fund operating
deficits. The goal of this civic engagement process was to identify those deficit reduction approaches that would be most
supported by the community in order to realize a sustainable – long term - budget. Through the Your City/ Your Decision
mailer/ survey and follow- up workshops, specific strategies were identified that would help bridge an estimated $ 2.9 million
budget gap, and minimize a prolonged reliance on the General Fund’s reserves. In directing staff as to which strategies
should be implemented with the 2006- 07 fiscal year budget, Council sought to avoid those strategies that would
significantly impact the services valued most by the community. Again this year, General Fund revenues are insufficient
to sustain the currently projected level of spending, and a $ 1.85 million draw will be required from General Fund reserves,
assuming no additional revenue increases or cost reductions are realized. To the extent that voters of Menlo Park are
willing support a new tax in November 2006, the fiscal year deficit could be mitigated.
In this fifth year of Menlo Park’s program- based, results- focused budget, service descriptions and corresponding
measures have been 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 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
2006- 07 Budget proposal has been presented – no assumptions or projections have been made for subsequent fiscal
years. And finally, capital projects are presented in a manner that emphasizes total project costs and status, rather than
estimates of actual spending by fiscal year.
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BACKGROUND
As in most other California cities, Menlo Park’s revenues have been battered by the economic downturn of the past six
years; apparently bottoming- out in 2003- 04. Since the economic peak of 2000- 01, the City has faced a continued
imbalance between General Fund operating revenues and expenses.
Revenues have fallen dramatically in the past six years as can be seen in the following table:
GENERAL FUND REVENUE TRENDS - PAST 6 YEARS
Revenue Source Fiscal Year Ended 6/ 30/____
2001 2002 2003 2004 2005 2006 ( est)
Property Taxes 5,287,616 6,059,380 5,914,296 6,792,082 7,254,758 7,824,000
Sales Taxes 12,358,973 8,648,641 6,857,224 6,048,940 6,057,461 6,120,000
Other Taxes 2,666,328 2,412,305 2,157,462 2,202,364 2,332,273 2,435,000
Licenses and Permits 2,997,571 2,329,144 2,671,512 2,553,997 2,570,849 3,164,660
Use of Money and Property 2,696,396 1,966,153 1,391,918 688,429 1,289,031 1,700,000
Intergovernmental 2,730,115 2,762,308 2,862,975 2,322,221 3,112,585 3,752,713
Charges for Services 3,518,154 3,552,392 3,580,793 4,367,440 3,827,158 3,821,302
Fines and Other 296,334 231,034 821,951 771,378 832,897 799,975
32,551,487 27,961,357 26,258,131 25,746,851 27,277,012 29,617,650
Sales taxes are the hardest hit General Fund revenue source – with a decrease of 50% from the 2000- 01 peak level.
Relatively low interest rates have buoyed housing prices and corresponding property tax receipts, however, yield rates on
the City’s invested reserves also dropped steadily until just this last fiscal year. Due to the State of California’s continuing
deficits, State takeaways have also served to dampen revenues and add even more uncertainty to the future of local
funding sources. Economic recovery of the region has sputtered at times, without convincing signs of resurgence. In fact,
higher mortgage rates foretell a softening in the housing market that has supported healthy property tax revenues
throughout this period.
On the expenditure side, employee compensation costs have risen sharply over the past several years as health care
premiums and retiree medical benefit costs 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 a significant concern for the 2006- 07
Budget, as well as for the future economic health of the region.
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Together, dwindling revenues and increasing personnel costs have created a budgetary dilemma for most municipal
governments. At the same time that revenues have declined, the cost of providing City services ( over 70% of which is
personnel) has increased. While the number of full- time equivalent ( FTE) employees in Menlo Park has gone down 13%
over the past five years, total personnel costs have increased 27%.
EXPENDITURE TRENDS, LAST 5 YEARS
Expenditure Fiscal Year Ended 6/ 30/____
Category 2001 2002 2003 2004 2005 2006 ( est.)
Personnel 16,952,114 18,055,363 18,781,502 18,682,666 19,957,312 21,530,764
Operating 4,358,162 4,557,128 3,871,033 3,614,940 3,561,735 4,270,502
Services 1,573,911 1,764,947 1,731,579 1,267,667 1,269,810 1,607,526
Transfers Out 7,287,500 2,508,504 1,496,000 2,896,000 3,646,000 1,946,000
30,171,687 26,885,942 25,880,114 26,461,273 28,434,857 29,354,792
In response to this challenging fiscal environment, the City has 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. In total, over the past five fiscal years, the City has trimmed its expenses by over $ 4 million ( approximately
15% of the City’s annual budget), and reduced its workforce by more than 30 regular and part- time FTEs. These cost
reductions have been achieved with relatively minimal impact on services to the community. Yet, it has been recognized
that various strategies employed, such as deferring infrastructure maintenance and vehicle replacement, could not
continue indefinitely and that service level impacts were imminent. The 2005- 06 Budget did not include any transfer for
infrastructure maintenance to avoid any excessive draw on General Fund reserves. As a result, Capital Project reserves
are estimated to fall significantly by the close of the 2005- 06 fiscal year, but the General Fund reserves will remain intact.
FISCAL YEAR 2006- 2007 BUDGET
The 2006- 07 Budget has been over a year in the making, based on an entirely new community- based approach. Faced
with a $ 2.9 million on- going General Fund operating budget deficit, the timeline for the previous year’s budget was
accelerated so that the City could embark on a year- long civic engagement process to gather input about the community
priorities. The process, entitled “ Your City/ Your Decision” included two phases of public input: 1) a mailer and survey to
inform residents and local businesses about City services and solicit their priorities regarding service cuts, service
enhancements and new or increased taxes; and 2) workshops to present specific budget balancing strategies developed
in response to survey results, and to get community recommendations as to which strategies should be part of the final
budget balancing solution.
The results of both the survey and the workshops indicated a preference for a combined approach to balancing the City’s
General Fund budget using both net cost reduction strategies, with an emphasis on user fee increases, and increased tax
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revenues. In April, Council directed Staff to include specific Your City/ Your Decision strategies in the 2006- 07 Budget
that reflected the mix of revenues, service reductions and other cost savings indicated by the community feedback.
Generally, the strategies chosen were those that minimize the impact on the community’s health, safety and general
welfare, preserve services to the Belle Haven neighborhood, increase the degree to which recreational and other
community services pay for themselves, and retain key elements of what makes Menlo Park special to its citizens. In
addition, Council stated the desire to avoid, to the extent possible, adverse impacts on employees, including layoffs.
Council approved $ 696,000 in expenditure reductions from service strategies, $ 289,000 of expenditure reductions through
efficiencies, $ 177,000 of overhead reductions and $ 378,000 in revenue increases from fee strategies – a total of
$ 1,540,000 of General Fund net cost reductions for the 2006- 07 Budget. Project priorities and other demands on the
General Fund budget offset these savings by approximately $ 490,000.
To address the remaining General Fund deficit, Council directed staff to explore future revenue increases and further
cost- reduction strategies. Specifically, staff was to begin the process of polling the community to gauge support for tax
measures that could support City services and/ or infrastructure needs. This effort would be designed to assist Council in
deciding the size and type of tax measure ( if any) to place before voters in the November 2006 elections. In addition,
Staff was directed to continue to evaluate the possibility of lowering costs through outsourcing of certain City services, and
to monitor the cost reduction strategies chosen for implementation for effective results. Supplied with further information
on the ballot measure, and with the development of the 2006- 07 midyear analysis, Council stated a desire to revisit other
budget strategies, and further resolution of the long- term General Fund deficit, early in 2007.
The proposed budget reflects a $ 1.85 million shortfall between revenue and expenses in 2006- 07. A $ 2 million transfer to
fund infrastructure maintenance has been included in the General Fund appropriations to avoid further depletion of the
General Capital Improvement Projects ( CIP) Fund reserve. However, and more importantly, the City is still left with an
operating deficit – which will only be resolved if and when growth in the City’s revenues outpaces rising expenditures.
DEPARTMENTAL BUDGET CHALLENGES
The 2006- 07 Budget preparation at the departmental level included four key principles: ( 1) application of the Your
City/ Your Decision ( YC/ YD) budget strategies approved by Council on April 19th for immediate implementation in 2006- 07;
( 2) inclusion of project priorities as approved by Council on March 28th ( 3) inclusion of additional or deferred costs
identified as necessary for sustainable operations; and ( 4) restoration of a General Fund transfer of $ 2 million to fund
infrastructure maintenance. Although a draw on the General Fund reserve would be needed, departments were again
asked to minimize the draw on reserves by holding the line on departmental spending. This being the sixth year of cost
containment, the 2006- 07 budget was a difficult undertaking at the departmental level. Utilizing prior year efficiencies and
with a commitment to keep services intact, the departments submitted spending plans which kept funding requests to a
bare minimum.
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All departments were involve in the Your City/ Your Decision budget process: evaluating General Fund- provided services
and costs, developing the educational survey, developing net cost reduction options with minimal service impacts to the
community, responding to questions from workshop participants, and implementing the approved budget strategies at the
departmental level. As such, there was – and continues to be – a vested interest in the successful implementation and
resulting cost reductions of these strategies.
Administrative Services
During the past year, the Administrative Services Department took the lead in conducting the Your City/ Your Decision
process. Managing the public outreach efforts, coordinating input from the Council- created Budget Advisory Committee
and directing a variety of program volunteers, Your City/ Your Decision was a priority focus for several Administrative
Services staff members for most of the year. The process was successful in soliciting public input through the
mailer/ survey sent out in September 2005 and the community workshops held in February 2006. The community
feedback and the resulting net cost reduction strategies developed by Staff provided to Council were instrumental in
developing the proposed 2006- 07 budget. In response to Your City/ Your Decision feedback and subsequent Council
direction, the Department commissioned an opinion survey to further explore community views about a possible tax
measure to help address the City’s budget shortfall. Council will receive the results of this research early in 2006- 07 in
order to decide whether to place a measure on the November 2006 ballot.
To further address the City’s budget challenge, the Department has instituted a number of cost- saving and revenue-generating
measures, such as the reduction of credit card processing charges and proactive business license fee
collection practices. Staff has begun a Request for Proposal process to explore possible alternatives to providing child
care services at the Menlo Children’s Center at lower cost to the City. This process will continue into 2006- 07. Next year,
Administrative Services will also develop and implement an online time card system to reduce annual payroll processing
service costs and allow more efficient coding of staff time to City services and projects.
The Administrative Services Department made additional efforts in the past year to use technology to improve staff
efficiency and service to the public. The department created an on- site computer lab and provided 120 hours of training
sessions to build employees’ skills in important job- related computer applications. Funds have been included in the 2006-
07 budget to upgrade the City’s email and database servers. During 2005- 06, the Department implemented a successful
pilot project to allow community members to view live and archived City Council meetings via the Internet, thus greatly
increasing the public’s access to the Council’s deliberations and actions. The pilot was funded by a grant, which will
expire in September 2006. Due to the success of the program, funds have been included in the 2006- 07 budget to
continue the video streaming of Council meetings and to add features that will simplify the Council minute preparation and
approval process and provide an immediate public record of Council proceedings.
The Department’s Finance staff led the process to refinance Redevelopment Area bonds, which will result in debt service
savings to the Redevelopment Agency of approximately $ 5 million over 10 years. Staff also oversaw the completion of an
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actuarial study to determine the City’s liability for funding retiree medical insurance, as required by new Governmental
Accounting Standards Board regulations regarding Other Post Employment Benefits ( OPEB). Work to develop funding
mechanisms for this liability and to comply with financial reporting requirements will continue into 2006- 07. Finance staff
will also oversee a cost allocation/ recovery study in 2006- 07 that will establish a method for determining the full cost of
City services and assist in the setting of fees to accomplish cost recovery as appropriate.
Administrative Services staff is currently negotiating contacts with the City’s two safety bargaining units whose contracts
are set to expire June 30, 2006. Contract negotiations with the City’s three remaining employee bargaining units will take
place in 2006- 07. The Department led a successful nationwide recruitment effort to hire a new Police Chief in 2005- 06.
Another key recruitment, for Community Services Director, will occur in 2006- 07.
In the area of Business Development, the City made significant progress by working with businesses and landowners on
several key projects including: a potential Auto Mall on the east side of the city, especially for dealerships once operating
on El Camino Real; enhancement of the Sun Microsystem’s Menlo Park campus; redevelopment possibilities for Tyco
Electronics’ 22- acre property at the intersection of Willow Road and Bayfront Expressway; and a luxury hotel on Stanford
University property located at Sand Hill Road and Highway 280. A grant was secured from the Metropolitan Transit
Commission for a comprehensive parking study covering parking demand, policies and innovations for downtown parking.
The Business Development Manager will continue to work closely with the Chamber of Commerce and the Downtown
Merchants Group to improve the business environment in the community in the new fiscal year.
Community Development
During the past year, the Community Development Department completed land use entitlements for the following major
projects: the Hamilton Avenue Housing and Park Project, consisting of 47 new single- family residences and a one- acre
public park; 12 new residences at 966- 1002 Willow Road; residential projects located at 110 and 175 Linfield Drive,
consisting of a total of 56 new residences; and redevelopment of the Safeway grocery store and additional retail and
service space on El Camino Real. In addition, Council consideration of the Stanford hotel and office project, consisting of
a 170,000 square foot conference hotel and 100,000 square feet of office on Sand Hill Road, is scheduled before the end
of the 2005- 06 fiscal year.
Significant Department accomplishments in the area of comprehensive planning include the: approval and initiation of the
work plan for the Dumbarton Rail Station Area Land Use Planning Study; approval and initiation of the work plan for
Phase III of the Commercial Zoning Ordinance Update related to a comprehensive update of the use categories and
regulations in the Zoning Ordinance; development of a new zoning district specific to the Lorelei Manor neighborhood for
Council consideration in June 2006; and completion of Linfield- Middlefield- Willow Comprehensive Traffic Study.
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In the areas of redevelopment and housing, the Department completed a feasibility study for the possible expansion of the
Redevelopment Area; completed the Haven Avenue Area Traffic Study for possible regional retail development; and
marketed and prepared for the sale/ rental of 32 newly approved Below Market Rate ( BMR) housing units ( a 114 percent
increase in the number of BMR units).
The Dumbarton Rail Planning Study, Commercial Zoning Ordinance Update and Haven Area Land Use Study will
continue as priorities into 2006- 07. The Department anticipates a continued high volume of development applications and
the continued submittal of larger projects that require environmental review.
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.
During the past year, the Community Services Department celebrated the grand opening of the renovated Burgess Park
during a week of events culminating in the popular 4th of July parade and family picnic. The grand openings of the Menlo
Children's Center and Burgess Pool also took place in 2005- 06, basically completing the first phase of Measure T bond
funded projects.
The provision of Burgess aquatics programs was transferred to a private swim organization as a way to maintain service
to the public and reduce cost to the City. A Request for Proposals process is currently underway to determine if there is
an opportunity to reduce the cost to the City associated with the provision of child care services at the Menlo Children’s
Center. The Community Services Department will submit a proposal in this process.
The Community Services Department received awards from the California Parks and Recreation Society in 2005- 06 for
the Juvenile Diversion Program, operated as a collaboration with the Police Department, and for the design of the newly
completed Burgess Skate Park. The Community Services Department also completed the Belle Haven Action Plan,
which was initiated to better understand and address the diverse needs of the Belle Haven neighborhood. The plan
resulted in weekend hours and additional programs at the Onetta Harris Community Center, such as increased basketball
leagues and new arts and crafts classes.
Looking ahead to fiscal 2006- 07, the Department plans to engage in the accreditation process for the Menlo Children’s
Center. Funds have been included in the 2006- 07 budget for the upgrade of recreation registration software to allow for
online registration, improved integration into existing financial and data base systems and increased staff efficiency. The
Community Services Department will also lead a project to consider the timing of the next issuance of Measure T bonds
and the priority park and recreation facility improvements to be funded with these proceeds.
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In 2006- 07, the Department will work in partnership with the Belle Haven School to implement a Community School
project, which will provide a seamless integration of academic, enrichment, and health and human service support to
children and their families. Some of the new programs and services anticipated to start through the Belle Haven
Community School are a parent center, a family resource center, and a program to help English language learning
learners improve their English.
Library
The Library Department successfully completed the implementation of a new catalog and circulation system as the
Peninsula Library System, of which Menlo Park Library is a member, switched automation vendors. The system provides
many on- line features that can be viewed at http:// catalog. plsinfo. org/. Soon, the on- line fee payment feature will be
implemented for library customers, and continued implementation will provide for an on- line order and tracking system for
Library acquisitions.
Those that like to access the Menlo Park Library in person were pleased to find 42 newly- reupholstered lounge chairs in
the main library; the interior wooden tables and stands were also refinished. The technical services area was moved from
the main floor to a larger, more functional space on the lower level of the building. In the 2005- 06 fiscal year, twelve new
public access Internet terminals were installed in the main library, and four such terminals were funded from the Cable
Co- op Legacy Grant for the Belle Haven Branch. Also at the Belle Haven Branch, English as a Second Language classes
at literacy tutoring classes were expanded. In 2006- 07, the redesign of the space in the children’s area will allow for the
introduction of computers to children and better usability for the room in general. The front of the library is also due for a
redesign next year, to improve functionality and make the self- check circulation units more prominent and user friendly.
Police
The Police Department continued to provide an effective presence of law enforcement personnel throughout the
community despite the constraints on departmental personnel and other resources experienced in the past few fiscal
years. The creation of a fourth officer K- 9 unit to the force this last year will help maximize the use of current law
enforcement personnel, and is an example of leveraging grant funding to augment field services. The addition of mobile
report- writing software on the Mobile Data Terminals ( MDTs) located in all patrol cars will also maximize manpower by
increasing the officer’s time in the field. Back at Police headquarters, the dispatch software has been upgraded to accept
911 calls directly form cellular phones. This has greatly increased the convenience of placing calls for service from the
community.
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Many projects have been in the works for the Police Department that will be completed and benefit the community in
2006- 07. For example, the department looks forward to having a new state- of- the- art facility in the Belle Haven
neighborhood that brings City services, and enhanced customer service, closer to more City residents. Building permits
will be issued soon, allowing for construction on this long- awaited project to begin. The contract for consolidation of
Police Dispatch services with the City of San Carlos is in its final stages. This regionalized approach to delivery of
dispatch services using computerized telecommunications systems has proven cost effective and efficient in times of
increasing budgetary constraints. The consolidation should be completed early in the 2006- 07 fiscal year. In addition, the
department is ready for implementation of red traffic signal light cameras at major intersections of the City, to reduce the
danger at these intersections and automate the citation process for red light violations immediately upon infraction. Also
next year, online police reporting will become a reality in Menlo Park. Citizens will be able to go on- line to file a complaint
or report and get a case number without the need for a police officer to be present on the scene. For small matters that
require documentation of the report only, this is another example of maximizing police personnel. Finally, fiscal year
2006- 07 will see the full implementation of the “ Less Lethal” program. The purchase of “ bean bag” shotguns for each
patrol car will allow an alternative to more forceful means of stopping or subduing violent suspects.
Public Works
It has been a dynamic year for the Public Works Department. New and renovated facilities are open and ready for use,
creating both opportunities and challenging commitments for the City. In the last few months, the Burgess Pool and
locker room construction, a nearly $ 7 million Measure T project, was completed and opened to the public. Located within
the Civic Center complex, the project consists of three new pools ( a lap pool, an instructional pool and a childrens’ pool)
and a new lobby and locker room facility attached to the existing gymnasium. Although a third party operator will run the
aquatics programs at the new site, the Public Works Department will continue to provide maintenance and support
systems oversight to the new facilities. May 2006 saw the completion of another Measure T project – the Menlo
Children’s’ Center ( MCC). The total remodel of the City’s former Police building and the use of an additional foundation-mounted
modular building has allowed for a new home for the Community Services Department’s Toddler, Preschool and
School Age child care programs. The $ 3.4 million project was completed in April 2006.
The department also completed several infrastructure projects in 2005- 06, including the Sand Hill Road/ Santa Cruz
Avenue Project, a $ 12 million project funded totally by Stanford University. This project took nearly 18 months to
complete, and consisted of a widened, four- lane roadway ( which required cantilevered retaining walls) with bike lanes and
walking paths. Construction of the Sherman Avenue and Santa Cruz Avenue intersection improvements were also
completed, as were major streetscape improvements in the Belle Haven Neighborhood. New bike lanes were installed on
Bay Road and Middlefield Road. Attractive landscaping improvements were made at the Onetta Harris Community
Center. Renovation of Parking Plaza 5 in the downtown area is nearly complete. This project incorporated a
demonstration for pervious pavement material, for which partial funding was provided by a water quality grant.
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During fiscal year 2006- 07, Public Work engineers will be designing the largest street resurfacing project in the City’s
history, to be completed in 2007- 08. Also, the preliminary design of additional water storage and an emergency well
system are planned. The installation of lighted crosswalks will proceed at three locations in the City for improved
pedestrian safety.
CAPITAL IMPROVEMENT PROJECTS
The budget also identifies capital projects for funding in the 2006- 07 fiscal year. A separate section of the Proposed
Budget Document 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
current year funding. In all, over $ 5.3 million of funding is proposed for specific Capital Improvement Projects in 2006- 07.
These capital projects will be provided for from many sources, including the General CIP Fund, the Measure A Fund, RDA
Tax Increment Bond funds, the Highway Users Tax ( Gas Tax) Fund and Water Capital Fund.
OTHER FUNDS
In addition to the General Fund and CIP Program, the City 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 2006- 07. 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 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 proposed budget calls for a $ 1.85 million shortfall between General Fund revenues and expenses in 2006- 07, which
will be funded from the General Fund Reserve. A transfer to fund infrastructure maintenance has been included in the
General Fund appropriations to avoid further depletion of the General Capital Improvement Projects ( CIP) Fund reserve.
More importantly, the City is still left with an operating deficit – which will only be resolved if and when growth in the City’s
revenues outpaces rising expenditures.
However, the net- cost reduction strategies identified through the Your City/ Your Decision budget process and approved
for inclusion in the 2006- 07 budget should be recognized as an ample “ first step” in closing the ongoing General Fund
Budget deficit. Staff continues to explore, per Council direction, future revenue and cost reduction opportunities, including
the potential of a ballot measure in November 2006, ways to outsource certain services without compromising the quality
of these services, obtaining a comprehensive cost allocation study to assist in capturing true costs of services, and
reviewing other cost reduction strategies that could be implemented at mid- year. The development and monitoring of the
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June 2006
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 its approval for fiscal year 2006- 07. 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 2006- 07 Budget reflects the Agency’s
continued focus on building and renovating affordable housing, the abatement of blight through redevelopment, capital
improvements 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 have included various infrastructure and streetscape
improvements, and planning for assorted commercial development projects. Continual funding for code enforcement,
crime reduction and housing assistance program services have 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.
In terms of new affordable housing in the community, plans are moving forward for the Hamilton Avenue Park- and-
Housing project site, which will include 47 homes and a one- acre neighborhood park. Land use entitlements were
granted for the project in October and November 2005, the Final Subdivison Map was approved in April and the sale of
the property to Clarum Hamilton Park L. P. was completed in May 2006. Grading, drainage and off- site improvement
13
plans are anticipated to be issued by June 2006 and the project completed by summer of 2007. 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 support the work of the Housing Commission in updating policies and
guidelines for the housing programs offered by through the Agency. Staff is also 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.
In the domain of public infrastructure and facilities improvements, the recently completed Belle Haven Overall Streetscape
Project provided new curb, gutter, sidewalks, and trees where needed. New median curbs also completed the
streetscape project along Ivy Drive earlier this year. The Onetta Harris Community Center Landscaping project, which
provided for the installation of landscaping around the center and directional signage, is substantially complete. The
Haven Avenue/ Atherton Channel Flood Mitigation Project, a pump system designed to pump excess storm water off of
neighborhood streets and into the Bay, is expected to be completed in the Fall of 2006. The 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.
Late in the current fiscal year, the Agency was able to take advantage of market conditions to refinance its outstanding
tax- exempt debt ( two tax allocation bond issues, Series 1996 and Series 2000) at lower interest rates. The savings on the
refinancing was enhanced through the use of a synthetic fixed- rate bond structure. Without extending the term of the
debt, the refinancing will provide the Agency with approximately $ 500,000 each year in debt service savings through
2016, ( the first 10 years of the new issuance) and an average of $ 5,000 per year savings through the final debt service
payments in 2031. Each dollar of annual debt service savings will result in a corresponding dollar- for- dollar increase in
the amount of tax increment revenue available to the Agency to finance redevelopment projects within the Las Pulgas
Project Area. The new Tax Allocation Refunding Bonds, Series 2006, issued in the principal amount of $ 72,430,000 are
the only outstanding debt obligations of the Agency.
14
FISCAL YEAR 2006- 2007
The City Council and Agency Board identified the Dumbarton Rail Station Area Specific Plan as a top priority for fiscal
year 2006- 07. The work will result in implementation of a specific plan through General Plan and Zoning Ordinance
amendments for transit- oriented land use and circulation in the area of the Redevelopment Agency- owned property on
Hamilton Avenue and the adjacent Tyco site. Full funding has been secured through an appropriation of Redevelopment
Agency funds and grants from the Metropolitan Transportation Commission and the San Mateo County Transportation
Authority, allowing the project to move forward. The estimated timeline for completion is 18- 24 months. Also established
as a priority for fiscal year 2006- 07, the Haven Avenue Land Use Study will result in General Plan and Zoning Ordinance
amendments, associated environmental review and a possible design charette for the area. Promising alternative uses,
including auto dealerships and regional retail uses in the Haven Avenue area will be explored. Work on the Haven
Avenue study will progress as allowed by the Dumbarton Rail Station Area Specific Plan.
In addition to capital improvement projects, continued funding in the Agency Budget for 2006- 2007 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 loans, emergency repair loans and first
time homebuyer loan assistance. Continuing support for redevelopment services includes funding for the Belle Haven
Newsletter, neighborhood meetings, shuttle service for project area residents, ongoing code enforcement and drug
abatement, as well as for revenue tax sharing agreements with the County and school and other districts.
Staff anticipates that the State will continue to take redevelopment funds to help balance its budget and has therefore
included the loss of $ 900,000 in property tax revenues as the estimated 2006- 07 Educational Revenue Augmentation
Fund ( ERAF) payment. In addition, the State has concluded that RDAs are not eligible to receive excess ERAF
distributions. As a result, property tax revenues are not projected to increase significantly in 2006- 07.
Beginning and end- of- year fund balances are provided in the Fund Balance Summary section of this Budget document.
Program funding is broken down by service area and is reflected in the Community Development Department programs
section of the report.
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16
City of Menlo Park
2006- 2007 General Fund Revenue - Budget
Property Taxes $ 1 0,035,000 32%
Sales Tax 6 ,120,000 20%
Transient Occupancy Tax 1 ,250,000 4%
Franchise Fees 1 ,287,000 4%
Licenses & Permits 3 ,020,500 10%
Inter Governmental 1 ,140,572 4%
Fines 8 30,000 3%
Interest and Rent Income 2 ,040,000 7%
Charges For Services 4 ,438,555 14%
Transfers and Other 5 26,720 2%
Total Revenue $ 3 0,688,347 Sales Tax
20%
Fines
3%
Charges For Services
14%
Licenses & Permits
10%
Interest and Rent
Income
7%
Inter Governmental
4%
Transient Occupancy
Tax
4%
Franchise Fees
4%
Property Taxes
32%
Transfers and Other
2%
17
City of Menlo Park
2006- 2007 General Fund Expenditures by Lead Department
Administrative Services $ 4,380,685 13%
Community Development 2,332,784 7%
Community Services 6,036,180 19%
Library 1,832,445 6%
Police 10,047,807 31%
Public Works 4,102,600 13%
Transfers 3,861,000 12%
Total Expenditures $ 32,593,501
Administrative Services
13%
Community Development
7%
Community Services
19%
Library
6%
Police
30%
Public Works
13%
Transfers
12%
18
City of Menlo Park
2006- 2007 General Fund Expenditures by Category
Services $ 2,575,871 8%
Personnel 21,970,518 67%
Operating 4,186,112 13%
Transfers 3,861,000 12%
Total Expenditures $ 32,593,501
Services
8%
Personnel
67%
Operating
13%
Transfers
12%
19
City of Menlo Park
2006- 2007 General Fund
Revenue Increase/( Decrease) by Category
2005- 2006 Budget and Estimate vs. 2006- 2007 Proposed
Proposed Increase/ Increase/ Increase/ Increase/
Budget Estimate Budget ( Decrease) ( Decrease) ( Decrease) ( Decrease)
Operating Revenues 2005- 2006 2005- 2006 2006- 2007 Amount % Amount %
Property Taxes $ 7,750,000 $ 7,824,000 $ 1 0,035,000 $ 2 ,285,000 29% $ 2 ,211,000 28%
Sales Tax 6,120,000 6,120,000 6,120,000 - 0% - 0%
Transient Occupancy Tax 1,170,000 1,200,000 1,250,000 80,000 7% 5 0,000 4%
Franchise Fees 1,235,000 1,235,000 1,287,000 52,000 4% 5 2,000 4%
Licenses & Permits 2,870,000 3,164,660 3,020,500 150,500 5% ( 144,160) - 5%
Inter Governmental 3,527,415 3,752,713 1,140,572 ( 2,386,843) - 68% ( 2,612,141) - 70%
Fines 830,000 789,475 830,000 - 0% 4 0,525 5%
Interest and Rent Income 1,700,000 1,700,000 2,040,000 340,000 20% 3 40,000 20%
Charges For Services 3,590,290 3,821,302 4,438,555 848,265 24% 6 17,253 16%
Transfers and Other 622,930 526,720 526,720 ( 96,210) - 15% - 0%
Total Revenue $ 2 9,415,635 $ 3 0,133,870 $ 3 0,688,347 $ 1 ,272,712 4.3% $ 5 54,477 2%
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
Franchise Fees
Licenses & Permits
Inter Governmental
Fines
Interest and Rent Income
Charges For Services
Transfers and Other
Budget 2005- 2006
Estimate 2005- 2006
Proposed Budget 2006- 2007
20
City of Menlo Park
2006- 2007 General Fund
Expenditure Increase/( Decrease) by Lead Department
2005- 2006 Budget and Estimate vs. 2006- 2007 Proposed
Proposed Increase/ Increase/ Increase/ Increase/
Budget Estimate Budget ( Decrease) ( Decrease) ( Decrease) ( Decrease)
2005- 2006 2005- 2006 2006- 2007 Amount % Amount %
Administrative Services $ 4 ,017,933 $ 4 ,070,355 $ 4 ,380,685 $ 3 62,752 9% $ 3 10,330 8%
Community Development 2 ,143,635 2 ,145,506 2 ,332,784 1 89,149 9% 1 87,278 9%
Community Services 5 ,844,769 5 ,607,525 6 ,036,180 1 91,411 3% 4 28,655 8%
Library 1 ,832,189 1 ,813,366 1 ,832,445 2 56 0% 1 9,079 1%
Police 9 ,832,215 9 ,697,110 1 0,047,807 2 15,592 2% 3 50,697 4%
Public Works 4 ,138,941 4 ,074,930 4 ,102,600 ( 36,341) - 1% 2 7,670 1%
Transfers 1 ,946,000 1 ,946,000 3 ,861,000 1 ,915,000 98% 1 ,915,000 98%
Total Expenditures $ 2 9,755,682 $ 2 9,354,792 $ 3 2,593,501 $ 2 ,837,819 10% $ 3 ,238,709 11%
Total Expenditures less Transfers 2 7,809,682 2 7,408,792 2 8,732,501 9 22,819 3% 1 ,323,709 5%
Budget vs. Proposed Estimate vs. Proposed
$-
$ 2,000,000
$ 4,000,000
$ 6,000,000
$ 8,000,000
$ 10,000,000
$ 12,000,000
Administrative
Services
Community
Development
Community Services Library Police Public Works Transfers
Budget 2005- 2006
Estimate 2005- 2006
Proposed Budget 2006- 2007
21
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%
22
FY 2006- 2007 BUDGET SUMMARY
By Department and Program
Actual Budget Estimate Proposed Actual Budget Estimate Proposed
2004- 2005 2005- 2006 2005- 2006 2006- 2007 2004- 2005 2005- 2006 2005- 2006 2006- 2007
700 - Administrative Services Department
Program 701 - Policy Development And City Council Support 624,162 6 48,377 645,790 674,654 6 24,162 648,377 645,790 674,654
Program 702 - Service Excellence 237,071 3 46,761 337,476 262,962 2 37,071 346,761 337,476 262,962
Program 703 - Elections And Records 56,079 33,511 33,511 92,124 5 6,079 33,511 33,511 92,124
Program 704 - Community Relations 93,834 1 23,717 123,937 130,992 9 3,834 123,717 123,937 130,992
Program 705 - Asset Preservation 4,182,921 2 ,678,347 2 ,695,417 4,661,587 14,089,983 13,050,219 1 2,809,694 12,276,509
Program 706 - Information Support 594,994 7 16,305 722,631 886,888 5 95,601 718,361 724,687 889,022
Program 707 - Internet And World Wide Web 69,834 96,387 87,207 92,964 6 9,834 96,387 87,207 92,964
Program 708 - Employee Support 791,380 1 ,066,302 1 ,068,677 1,099,516 7 91,380 1,066,302 1 ,068,677 1,099,516
Program 709 - Legal Services 191,782 1 90,299 178,299 203,451 4 08,568 543,772 444,272 515,514
Program 710 - Business Development 127,251 1 37,725 123,410 136,550 1 27,251 137,725 123,410 211,550
Department Total 6,969,307 6 ,037,731 6 ,016,355 8,241,686 17,093,762 16,765,132 1 6,398,661 16,245,806
600 - Community Development Department
Program 501 - Affordable Housing - - - - 4 ,742,134 5,794,608 2 ,856,958 4,896,207
Program 502 - Community Development Area/ Agency - - - - 8 ,482,398 8,770,906 8 ,657,270 6,219,034
Program 601 - Comprehensive Planning 161,280 1 72,102 158,996 98,425 2 87,331 172,102 158,996 98,425
Program 602 - Land and Building Development Services 1,650,459 1,971,533 1,986,510 2,234,358 2,035,540 2,149,499 2,164,475 2,234,358
Department Total 1,811,739 2 ,143,635 2 ,145,506 2,332,784 15,547,404 16,887,115 1 3,837,698 13,448,025
300 - Community Services Department
Program 310 - Social Services & Childcare 3,173,107 3 ,375,133 3 ,302,984 3,277,970 3 ,351,371 3,653,132 3 ,511,077 3,558,939
Program 311 - Recreation/ Physical Activities 2,096,773 2 ,445,136 2 ,304,541 2,758,210 2 ,097,473 2,445,836 2 ,305,241 2,758,910
Department Total 5,269,880 5 ,820,269 5 ,607,525 6,036,180 5 ,448,843 6,098,968 5 ,816,318 6,317,848
400 - Library Department
Program 401 - Library Collections And Online Resources 1,261,663 1 ,434,445 1 ,428,371 1,446,453 1 ,352,066 1,659,044 1 ,590,371 1,590,412
Program 402 - Reading Promotion And Life Skills 374,882 397,744 384,995 385,992 540,964 620,542 561,271 585,023
Department Total 1,636,545 1 ,832,189 1 ,813,366 1,832,445 1 ,893,030 2,279,586 2 ,151,642 2,175,435
100 - Police Department
Program 101 - Community Safety 5,729,474 6 ,361,698 6 ,305,891 6,537,893 6 ,731,698 7,437,074 7 ,380,871 7,613,075
Program 102 - Patrol Support 2,189,766 2 ,404,222 2 ,324,593 2,354,248 2 ,248,404 2,446,109 2 ,366,466 2,387,034
Program 103 - Emergency Preparedness 83,103 1 20,778 118,933 137,827 8 3,103 120,778 118,933 137,827
Program 104 - Traffic And School Safety 964,852 945,516 947,693 1,017,840 964,852 945,516 947,693 1,017,840
Department Total 8,967,196 9 ,832,215 9 ,697,110 10,047,807 10,028,058 10,949,477 1 0,813,963 11,155,776
200 - Public Works Department
Program 201 - City Facilities 1,609,579 1 ,837,538 1 ,825,590 1,829,943 8 ,036,692 22,825,813 2 0,753,667 7,613,389
Program 202 - Menlo Park Municipal Water District Water Supply - - - - 2 ,762,192 5,637,908 5 ,346,155 3,762,216
Program 203 - City Vehicles And Equipment 349,395 3 36,996 337,986 318,521 5 56,895 625,020 626,010 616,834
Program 204 - Urban Forest 275,934 2 83,826 278,876 276,068 6 93,840 913,248 886,543 871,303
Program 205 - City- Owned Street And Other Right- Of- Way 990,187 1 ,168,765 1 ,122,662 1,187,162 4 ,766,271 2,431,076 2 ,304,477 1,704,494
Program 206 - Stormwater Management 121,178 2 10,496 208,496 204,844 4 54,609 639,300 546,949 542,621
Program 207 - Resource Conservation 7,143 8,597 8,597 8,740 1 40,829 196,356 132,365 175,222
Program 208 - Transportation Management 221,684 292,723 292,723 277,321 1,052,852 1,371,632 1,328,032 1,361,240
Department Total 3,575,102 4 ,138,941 4 ,074,930 4,102,600 18,464,181 34,640,352 3 1,924,197 16,647,318
City Totals 28,229,769 29,804,980 29,354,792 32,593,501 68,475,279 87,620,629 80,942,480 65,990,207
GENERAL FUND ALL FUNDS
23
FY 2006- 2007 BUDGET SUMMARY
By Department, Program and Service
Actual Budget Estimate Proposed Actual Budget Estimate Proposed
2004- 2005 2005- 2006 2005- 2006 2006- 2007 2004- 2005 2005- 2006 2005- 2006 2006- 2007
700 - Administrative Services Department
Program 701 - Policy Development And City Council Support
Service 701- 01 - Effective Staffing 353,148 3 48,538 3 47,551 362,936 3 53,148 348,538 3 47,551 362,936
Service 701- 02 - Intergovernmental Liaison 135,656 1 44,352 1 44,352 165,434 1 35,656 144,352 1 44,352 165,434
Service 701- 03 - Commissions 15,125 1 9,274 1 9,274 22,908 1 5,125 19,274 1 9,274 22,908
Service 701- 04 - Constituent Assistance 120,233 1 36,213 1 34,613 123,377 120,233 136,213 1 34,613 123,377
Program Total 624,162 6 48,377 6 45,790 674,654 6 24,162 648,377 6 45,790 674,654
Program 702 - Service Excellence
Service 702- 01 - Priority Setting 88,955 1 33,310 1 82,382 94,595 8 8,955 133,310 1 82,382 94,595
Service 702- 02 - Performance Accountability and Workplace Env. 111,947 1 32,422 1 31,922 136,435 1 11,947 132,422 1 31,922 136,435
Service 702- 03 - Interdepartmental Initiatives 36,169 3 1,731 2 3,172 31,932 3 6,169 31,731 2 3,172 31,932
Program Total 237,071 2 97,463 3 37,476 262,962 2 37,071 297,463 3 37,476 262,962
Program 703 - Elections And Records
Service 703- 01 - Coordinated Elections 37,021 1 3,684 1 3,684 75,353 3 7,021 13,684 1 3,684 75,353
Service 703- 02 - Election Records Management 19,059 1 9,827 1 9,827 16,771 1 9,059 19,827 1 9,827 16,771
Program Total 56,079 3 3,511 3 3,511 92,124 5 6,079 33,511 3 3,511 92,124
Program 704 - Community Relations
Service 704- 01 - Community Information Outreach 73,269 9 2,317 9 2,537 106,162 7 3,269 92,317 9 2,537 106,162
Service 704- 02 - Service Feedback 4,019 1 9,046 1 9,046 10,947 4 ,019 19,046 1 9,046 10,947
Service 704- 04 - Volunteers 16,546 1 2,354 1 2,354 13,883 1 6,546 12,354 1 2,354 13,883
Program Total 93,834 1 23,717 1 23,937 130,992 9 3,834 123,717 1 23,937 130,992
Program 705 - Asset Preservation
Service 705- 01 - Financial Planning 46,431 5 9,573 5 9,173 105,396 1 06,803 98,565 9 6,166 140,167
Service 705- 02 - Investments 21,449 3 3,990 3 2,360 27,372 3 6,509 46,603 4 4,973 35,096
Service 705- 03 - Revenue Management 254,707 2 49,528 2 69,728 252,490 2,166,306 2,386,951 2 ,286,399 2,125,881
Service 705- 04 - Accounting and Reporting 153,073 2 87,663 2 84,613 318,606 3 22,919 323,610 3 20,560 348,838
Service 705- 05 - Accounts Payable and Purchasing 61,261 1 04,093 1 03,543 96,723 1 20,649 140,900 1 40,350 131,038
Service 705- 06 - Risk Management - - - - 1,301,522 1,718,793 1 ,583,949 1,398,394
Service 705- 07 - General 3,646,000 1 ,946,000 1 ,946,000 3,861,000 3,646,000 1,946,000 1 ,946,000 3,861,000
Service 705- 08 - Debt Service - - - - 6,389,276 6,391,297 6 ,391,297 4,236,094
Program Total 4,182,921 2 ,680,847 2 ,695,417 4,661,587 14,089,983 13,052,719 1 2,809,694 12,276,509
Program 706 - Information Support
Service 706- 01 - Desktop Maintenance 191,163 1 88,183 1 87,884 232,500 1 91,163 188,183 1 87,884 232,500
Service 706- 02 - Network Infrastructure Maintenance 168,342 2 45,189 2 65,189 379,196 1 68,342 245,189 2 65,189 379,196
Service 706- 03 - Design and Advice 25,978 3 3,757 3 1,357 22,507 2 5,978 33,757 3 1,357 22,507
Service 706- 04 - Remote Access 8,963 9 ,805 7,080 7,321 8 ,963 9,805 7,080 7,321
Service 706- 05 - Printing Support 200,547 2 39,371 2 31,121 245,364 201,155 241,427 2 33,177 247,499
Program Total 594,994 7 16,305 7 22,631 886,888 5 95,601 718,361 7 24,687 889,023
Program 707 - Internet And World Wide Web
Service 707- 01 - Web Posting 46,658 7 1,935 6 3,255 68,092 4 6,658 71,935 6 3,255 68,092
Service 707- 02 - Interactive Web Services 23,175 2 4,452 2 3,952 24,872 2 3,175 24,452 2 3,952 24,872
Program Total 69,834 9 6,387 8 7,207 92,964 6 9,834 96,387 8 7,207 92,964
GENERAL FUND ALL FUNDS
24
FY 2006- 2007 BUDGET SUMMARY
By Department, Program and Service
Actual Budget Estimate Proposed Actual Budget Estimate Proposed
2004- 2005 2005- 2006 2005- 2006 2006- 2007 2004- 2005 2005- 2006 2005- 2006 2006- 2007
GENERAL FUND ALL FUNDS
Program 708 - Employee Support
Service708- 01 - Employee Compensation System 546,322 2 85,620 2 66,620 270,953 5 46,322 285,620 2 66,620 270,953
Service 708- 02 - Employee Development 34,499 6 3,239 4 8,118 32,965 3 4,499 63,239 4 8,118 32,965
Service 708- 03 - Employee Relations 111,339 1 47,825 1 47,825 177,018 1 11,339 147,825 1 47,825 177,018
Service 708- 04 - Recruitment and Selection 99,219 1 57,468 1 59,648 177,180 9 9,219 157,468 1 59,648 177,180
Service 708- 05 - General Employee Benefits - 4 12,150 4 46,466 441,400 - 412,150 4 46,466 441,400
Program Total 791,380 1 ,066,302 1 ,068,677 1,099,516 7 91,380 1,066,302 1 ,068,677 1,099,516
Program 709 - Legal Services
Service 709- 01 - City Council and City Manager Support 50,080 6 6,974 5 6,974 75,563 6 8,908 87,105 7 7,105 96,161
Service 709- 02 - Planning Staff and Planning Commission Support 73,957 6 7,905 6 2,905 50,423 7 3,957 67,905 6 2,905 50,423
Service 709- 03 - Personnel, Risk Management and Other City Prog. 67,745 5 5,420 5 8,420 77,465 2 49,183 372,051 2 78,551 348,063
Service 709- 05 - Community Development Agency - - - - 1 6,519 16,711 2 5,711 20,866
Program Total 191,782 1 90,299 1 78,299 203,451 4 08,568 543,772 4 44,272 515,514
Program 710 - Business Development
Service 710- 01 - Strategic Partnerships 41,159 5 1,745 4 3,185 54,643 4 1,159 51,745 4 3,185 54,643
Service 710- 02 - Market Information and Research 43,315 3 9,777 3 6,672 22,564 4 3,315 39,777 3 6,672 97,564
Service 710- 03 - Diversifying Tax Base 42,777 4 6,203 4 3,553 59,343 4 2,777 46,203 4 3,553 59,343
Program Total 127,251 1 37,725 1 23,410 136,550 1 27,251 137,725 1 23,410 211,550
Department Total 6,969,307 6 ,037,731 6 ,016,355 8,241,686 17,093,762 16,765,132 1 6,398,661 16,245,807
600 - Community Development Department
Program 501 - Affordable Housing
Service 501- 01 - Increase Supply of Affordable Housing - - - - 4,211,170 4,804,479 2 ,219,774 4,018,533
Service 501- 02 - Maintain Existing Affordable Housing Stock - - - - 418,644 779,843 5 33,752 782,559
Service 501- 05 - Policy Development - - - - 112,320 210,286 1 03,432 95,115
Program Total - - - - 4,742,134 5,794,608 2 ,856,958 4,896,207
Program 502 - Community Development Area/ Agency
Service 502- 01 - Policy, Program & Project Development - - - - 155,428 475,623 2 05,430 704,780
Service 502- 02 - Facility Improvement - - - - 4,641,425 4,451,447 4 ,628,823 2,539,621
Service 502- 03 - Service Enhancement - - - - 3,685,545 3,843,837 3 ,823,017 2,974,633
Program Total - - - - 8,482,398 8,770,906 8 ,657,270 6,219,034
Program 601 - Comprehensive Planning
Service 601- 01 - General Plan 26,629 6 3,357 5 9,700 2,186 2 6,629 63,357 5 9,700 2,186
Service 601- 02 - Zoning Ord.& Related Documents 83,121 1 08,745 9 9,296 96,239 8 3,121 108,745 9 9,296 96,239
Service 601- 03 - Neighborhood Land Use Study ( Moved to 208- 06) 51,530 - - - 177,581 - - -
Program Total 161,280 1 72,102 1 58,996 98,425 2 87,331 172,102 1 58,996 98,425
Program 602 - Land and Building Development Services
Service 602- 01 - Pre- Application Information 240,464 2 74,144 2 74,401 249,035 2 40,464 274,144 2 74,401 249,035
Service 602- 02 - Zoning Review 556,356 5 84,454 5 71,255 592,772 9 41,436 762,419 7 49,220 592,772
Service 602- 03 - Plan Check and Permitting 511,436 7 22,015 7 49,916 819,144 5 11,436 722,015 7 49,916 819,144
Service 602- 04 - Inspecting and Monitoring 342,204 3 90,920 3 90,938 573,407 342,204 390,920 3 90,938 573,407
Program Total 1,650,459 1 ,971,533 1 ,986,510 2,234,358 2,035,540 2,149,499 2 ,164,475 2,234,358
Department Total 1,811,739 2 ,143,635 2 ,145,506 2,332,784 15,547,404 16,887,115 1 3,837,698 13,448,025
25
FY 2006- 2007 BUDGET SUMMARY
By Department, Program and Service
Actual Budget Estimate Proposed Actual Budget Estimate Proposed
2004- 2005 2005- 2006 2005- 2006 2006- 2007 2004- 2005 2005- 2006 2005- 2006 2006- 2007
GENERAL FUND ALL FUNDS
300 - Community Services Department
Program 310 - Social Services & Childcare
Service 310- 01 - Seniors 353,803 3 54,836 3 56,726 349,484 3 53,803 354,836 3 56,726 349,484
Service 310- 02 - Pre- School Child Care 1,788,720 1 ,911,070 1 ,838,931 1,906,053 1,788,720 1,911,070 1 ,838,931 1,906,053
Service 310- 03 - Peninsula Partnership 115,129 1 24,209 1 22,084 127,906 2 93,392 402,208 3 30,177 408,874
Service 310- 04 - School- Age Child Care 850,768 9 10,096 9 11,231 797,190 8 50,768 910,096 9 11,231 797,190
Service 310- 05 - Teen Programs 64,687 7 4,922 7 4,012 97,337 6 4,687 74,922 7 4,012 97,337
Program Total 3,173,107 3 ,375,133 3 ,302,984 3,277,970 3,351,371 3,653,132 3 ,511,077 3,558,939
Program 311 - Recreation/ Physical Activities
Service 311- 01 - Youth Sports 340,109 3 53,451 3 57,732 373,519 3 40,109 353,451 3 57,732 373,519
Service 311- 02 - Adult Sports 150,567 1 85,915 1 91,540 151,786 1 50,567 185,915 1 91,540 151,786
Service 311- 03 - Gymnastics 588,436 6 71,540 6 53,104 678,044 5 88,436 671,540 6 53,104 678,044
Service 311- 04 - Aquatics 298,238 4 51,133 3 07,582 450,452 2 98,238 451,133 3 07,582 450,452
Service 311- 05 - Contract Classes 536,929 5 97,227 6 27,350 508,946 5 36,929 597,227 6 27,350 508,946
Service 311- 06 - Events & Concerts 182,494 1 85,871 1 67,233 176,841 1 83,194 186,571 1 67,933 177,541
Service 311- 07 - Community Facilities Service - - - 418,622 - - - 418,622
Program Total 2,096,773 2 ,445,136 2 ,304,541 2,758,210 2,097,473 2,445,836 2 ,305,241 2,758,910
Department Total 5,269,880 5 ,820,269 5 ,607,525 6,036,180 5,448,843 6,098,968 5 ,816,318 6,317,848
400 - Library Department
Program 401 - Library Collections And Online Resources
Service 401- 01 - Library Materials 396,627 4 33,080 4 25,034 510,639 4 87,030 625,679 5 55,034 617,639
Service 401- 02 - Circulation 442,317 4 69,052 4 79,627 487,124 4 42,317 473,052 4 83,627 491,124
Service 401- 03 - User Assistance 422,720 5 32,313 5 23,710 448,689 422,720 560,313 5 51,710 481,648
Program Total 1,261,663 1 ,434,445 1 ,428,371 1,446,453 1,352,066 1,659,044 1 ,590,371 1,590,412
Program 402 - Reading Promotion And Life Skills
Service 402- 01 - Programs and events 70,072 6 8,461 5 9,474 57,101 9 1,366 103,516 9 4,029 95,264
Service 402- 02 - Foster community 50,217 5 6,719 5 1,957 58,149 5 0,217 56,719 5 1,957 58,149
Service 402- 03 - Teaching - - - - 144,786 187,743 1 41,721 160,868
Service 402- 04 - Belle Haven 254,593 2 72,564 2 73,564 270,742 254,594 272,564 2 73,564 270,742
Program Total 374,882 3 97,744 3 84,995 385,992 5 40,964 620,542 5 61,271 585,023
Department Total 1,636,545 1 ,832,189 1 ,813,366 1,832,445 1,893,030 2,279,586 2 ,151,642 2,175,435
100 - Police Department
Program 101 - Community Safety
101- 01 - Patrol Service 4,108,392 4 ,539,072 4 ,500,244 4,537,413 4,213,744 4,677,116 4 ,635,658 4,618,413
101- 02 - Investigations 988,918 1 ,041,910 1 ,040,688 1,210,723 9 88,918 1,048,110 1 ,046,888 1,210,723
101- 04 - Community Outreach 531,567 6 48,673 6 41,776 658,044 5 36,103 648,673 6 44,010 658,044
101- 05 - Narcotic Abatement 49,471 6 8,804 6 1,604 64,423 4 90,293 532,263 5 25,063 535,459
101- 06 - Code Enforcement 51,126 6 3,239 6 1,579 67,290 502,639 530,912 5 29,252 590,437
Program Total 5,729,474 6 ,361,698 6 ,305,891 6,537,893 6,731,698 7,437,074 7 ,380,871 7,613,075
26
FY 2006- 2007 BUDGET SUMMARY
By Department, Program and Service
Actual Budget Estimate Proposed Actual Budget Estimate Proposed
2004- 2005 2005- 2006 2005- 2006 2006- 2007 2004- 2005 2005- 2006 2005- 2006 2006- 2007
GENERAL FUND ALL FUNDS
Program 102 - Patrol Support
102- 01 - Dispatch 1,070,387 1 ,179,789 1 ,166,641 1,191,446 1,074,287 1,208,889 1 ,195,741 1,211,446
102- 02 - Records Management 359,820 3 80,522 3 77,669 384,670 3 59,820 380,522 3 77,669 384,670
102- 04 - Police Training 424,668 4 50,825 3 87,382 381,965 4 28,024 450,825 3 87,382 381,965
102- 05 - Parking Management 334,892 3 93,086 3 92,901 396,167 386,273 405,873 4 05,674 408,953
Program Total 2,189,766 2 ,404,222 2 ,324,593 2,354,248 2,248,404 2,446,109 2 ,366,466 2,387,034
Program 103 - Emergency Preparedness
103- 01 - Information Outreach 16,201 3 1,810 2 9,467 33,884 1 6,201 31,810 2 9,467 33,884
103- 02 - Disaster Management Coordination 50,156 6 1,110 6 1,582 74,064 5 0,156 61,110 6 1,582 74,064
103- 03 - Emergency Preparedness Training 16,746 2 7,858 2 7,884 29,880 1 6,746 27,858 2 7,884 29,880
Program Total 83,103 1 20,778 1 18,933 137,827 8 3,103 120,778 1 18,933 137,827
Program 104 - Traffic And School Safety
104- 01 - Public Traffic Safety Education 40,471 2 8,700 2 9,971 30,300 4 0,471 28,700 2 9,971 30,300
104- 02 - Enforcement of Traffic Laws 924,382 9 16,816 9 17,722 987,540 924,382 916,816 9 17,722 987,540
Program Total 964,852 9 45,516 9 47,693 1,017,840 9 64,852 945,516 9 47,693 1,017,840
Department Total 8,967,196 9 ,832,215 9 ,697,110 10,047,807 10,028,058 10,949,477 1 0,813,963 11,155,776
200 - Public Works Department
Program 201 - City Facilities
Service 201- 01 - Facility/ Field Capital Projects 7 2 ,039 2,039 - 5,949,384 20,785,854 1 8,496,819 5,342,554
Service 201- 02 - Facility Maintenance 940,382 1 ,075,526 1 ,060,424 1,037,101 1,105,036 1,075,526 1 ,060,424 1,037,101
Service 201- 03 - Field/ Grounds Maintenance 669,191 7 59,973 7 63,127 792,841 982,272 1,218,660 1 ,196,424 1,233,734
Program Total 1,609,579 1 ,837,538 1 ,825,590 1,829,943 8,036,692 23,080,040 2 0,753,667 7,613,389
Program 202 - Menlo Park Municipal Water District Water Supply
Service 202- 01 - Water Delivery System - - - - 2,516,193 3,907,460 3 ,577,725 3,525,268
Service 202- 02 - Water Supply - - - - 245,999 1,730,449 1 ,768,430 236,947
Program Total - - - - 2,762,192 5,637,908 5 ,346,155 3,762,216
Program 203 - City Vehicles And Equipment
Service 203- 01 - Vehicle Replacement 11,837 1 0,941 1 0,941 14,130 2 19,338 298,965 2 98,965 277,230
Service 203- 02 - Vehicle Repair and Maintenance 337,558 3 26,055 3 27,045 304,392 337,558 326,055 3 27,045 339,604
Program Total 349,395 3 36,996 3 37,986 318,521 5 56,895 625,020 6 26,010 616,834
Program 204 - Urban Forest
Service 204- 02 - City Tree Maintenance 172,016 1 70,251 1 66,201 164,784 5 89,922 799,673 7 73,868 760,018
Service 204- 03 - Heritage Trees 103,918 1 13,575 1 12,675 111,284 103,918 113,575 1 12,675 111,284
Program Total 275,934 2 83,826 2 78,876 276,068 6 93,840 913,248 8 86,543 871,303
Program 205 - City- Owned Street And Other Right- Of- Way
Service 205- 01 - Right- of- Way Maintenance/ Repair 313,270 4 15,543 3 90,560 417,664 3,665,708 1,291,481 1 ,230,235 423,787
Service 205- 02 - Street Fixture Maintenance 66,545 1 65,446 1 40,446 252,963 2 74,197 255,701 2 30,701 254,350
Service 205- 03 - Median/ Roadway Landscaping 351,563 3 50,891 3 50,391 290,934 3 62,672 366,361 3 66,329 482,469
Service 205- 04 - Street Cleaning - - - - 193,736 229,499 1 83,049 249,299
Service 205- 05 - Right- of- Way Encroachments 258,810 2 36,885 2 41,265 225,602 269,959 289,783 2 94,163 294,588
Program Total 990,187 1 ,168,765 1 ,122,662 1,187,162 4,766,271 2,432,826 2 ,304,477 1,704,494
27
FY 2006- 2007 BUDGET SUMMARY
By Department, Program and Service
Actual Budget Estimate Proposed Actual Budget Estimate Proposed
2004- 2005 2005- 2006 2005- 2006 2006- 2007 2004- 2005 2005- 2006 2005- 2006 2006- 2007
GENERAL FUND ALL FUNDS
Program 206 - Stormwater Management
Service 206- 01 - Storm Drain System 67,261 9 0,441 9 0,441 94,450 8 2,529 91,358 9 1,358 94,466
Service 206- 02 - FEMA Compliance 31,287 2 5,058 2 4,058 21,520 3 1,287 25,058 2 4,058 21,520
Service 206- 03 - Stormwater Pollution Prevention 21,417 8 6,738 8 5,738 80,514 1 86,923 279,276 2 53,435 235,492
Service 206- 04 - Creek Management 1,214 8 ,259 8,259 8,360 153,869 243,607 1 78,098 191,143
Program Total 121,178 2 10,496 2 08,496 204,844 4 54,609 639,300 5 46,949 542,621
Program 207 - Resource Conservation
Service 207- 01 - Solid Waste Management - - - - 133,687 187,759 1 23,768 166,482
Service 207- 02 - Sustainable Environmental Practices 7,143 8 ,597 8,597 8,740 7 ,143 8,597 8,597 8,740
Program Total 7,143 8 ,597 8,597 8,740 140,829 196,356 1 32,365 175,222
Program 208 - Transportation Management
Service 208- 01 - Congestion Management 120,648 1 61,356 1 61,356 142,092 4 57,184 476,009 4 67,409 456,668
Service 208- 02 - Transportation Demand Management 17,840 3 1,673 3 1,673 32,674 3 85,139 455,666 4 55,666 451,592
Service 208- 04 - Street Signage & Markings 82,823 7 5,550 7 5,550 78,006 1 74,275 257,249 2 57,249 251,921
Service 208- 05 - Safe Routes to School 373 777 777 787 3 6,254 25,441 2 5,441 60,273
Service 208- 06 - Neighborhood Traffic Management - 2 3,367 2 3,367 23,762 - 157,268 1 22,268 140,786
Program Total 221,684 2 92,723 2 92,723 277,321 1,052,852 1,371,632 1 ,328,032 1,361,240
Department Total 3,575,102 4 ,138,941 4 ,074,930 4,102,600 18,464,181 34,640,352 3 1,924,197 16,647,318
City Total 28,229,769 29,804,980 2 9,354,792 32,593,501 68,475,279 87,620,629 8 0,942,480 65,990,208
28
CITY OF MENLO PARK
FISCAL YEAR 2006 – 2007
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
2004- 2005
Budget
2005- 2006
Estimate
2005- 2006
Proposed
2006- 2007
701- 01 - Effective Staffing $ 353,148 $ 348,538 $ 347,551 $ 362,936
701- 02 - Intergovernmental Liaison 135,656 144,352 144,352 165,434
701- 03 - Commissions 15,125 19,274 19,274 22,908
701- 04 - Constituent Assistance 120,233 136,213 134,613 123,377
Program Total $ 624,162 $ 648,377 $ 645,790 $ 674,654
29
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 $ 353,148 100% $ 348,538 100% $ 347,551 100% $ 362,936 100%
Personnel 323,774 92% 312,500 90% 312,500 90% 336,460 93%
Operating 29,375 8% 36,038 10% 35,051 10% 26,476 7%
Funding Source *
General Fund $ 350,108 99% $ 346,414 99% $ 345,427 99% $ 362,936 100%
Interest and Rent Income 2,660 1% 2,000 1% 2,000 1% - 0%
Charges For Services 380 0% 124 0% 124 0% - 0%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
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.
1) Not met- 88%, 2) Exceeded-
100%
Data not available
Actual
2004- 2005
Actual
2004- 2005 2006- 2007
Esimate
Budget Estimate
2005- 2006 2005- 2006 2006- 2007
Proposed
Council rates staff support at an 85% satisfaction level overall.
90% of projects undertaken are completed 1) on time and 2) on budget.
Not met- 80%
Budget
2005- 2006 2005- 2006
Proposed
30
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 $ 135,656 100% $ 144,352 100% $ 144,352 100% $ 165,434 100%
Personnel 37,791 28% 43,490 30% 43,490 30% 41,189 25%
Operating 84,723 62% 100,862 70% 100,862 70% 124,245 75%
Funding Source *
General Fund $ 135,656 100% $ 144,352 100% $ 144,352 100% $ 165,434 100%
Burgess Award Fund ( 258) 0% ( 300) 0% ( 300) 0% ( 300) 0%
Interest and Rent Income 258 0% 300 0% 300 0% 300 0%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
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.
60% of the regional, state, and federal issues on which the City takes a Data not available
position are resolved in accordance with the City's recommendation.
2006- 2007
2006- 2007
2005- 2006 2005- 2006
Actual
2004- 2005
Actual
2004- 2005
2005- 2006
Budget
Estimate
Proposed
Budget Proposed
Estimate
2005- 2006
31
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 $ 15,125 100% $ 19,274 100% $ 19,274 100% $ 22,908 100%
Personnel 13,265 88% 16,927 88% 16,927 88% 20,708 90%
Operating 360 2% 347 2% 347 2% 200 1%
Services 1,500 10% 2,000 10% 2,000 10% 2,000 9%
Funding Source *
General Fund $ 15,125 100% $ 19,274 100% $ 19,274 100% $ 22,908 100%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
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.
Exceeded- 92%
Not met - 78%
2005- 2006
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
2005- 2006
Budget
2005- 2006 2006- 2007
Estimate Proposed
Estimate
2005- 2006
2006- 2007
Actual Proposed
2004- 2005
Actual
2004- 2005
32
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 $ 120,233 100% $ 136,213 100% $ 134,613 100% $ 123,377 100%
Personnel 104,788 87% 118,784 87% 118,784 88% 111,172 90%
Operating 8,851 7% 9,429 7% 9,429 7% 5,485 4%
Services 6,595 5% 8,000 6% 6,400 5% 6,720 5%
Funding Source *
General Fund $ 120,233 100% $ 136,213 100% $ 134,613 100% $ 123,377 100%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
2005- 2006
Exceeded- 4.7 days
2004- 2005
Actual
Actual
Constituent complaints/ requests sent to the City Council will be resolved on
average within 10 business days.
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.
Budget
2005- 2006 2006- 2007
2005- 2006
Estimate
Estimate Proposed
2005- 2006
Budget Proposed
2004- 2005 2006- 2007
33
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
2004- 2005
Budget
2005- 2006
Estimate
2005- 2006
Proposed
2006- 2007
702- 01 - Priority Setting $ 88,955 $ 133,310 $ 182,382 $ 94,595
702- 02 - Performance Accountability 124,634 132,422 131,922 136,435
702- 03 - Interdepartmental Initiatives 36,169 31,731 23,172 31,932
Program Total $ 249,758 $ 297,463 $ 337,476 $ 262,962
34
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 $ 88,955 100% $ 133,310 100% $ 182,382 100% $ 94,595 100%
Personnel 65,742 74% 58,765 44% 82,309 45% 74,355 79%
Operating 3,440 4% 9,073 7% 9,073 5% 20,240 21%
Services 19,772 22% 65,472 49% 91,000 50% - 0%
Funding Source *
General Fund $ 88,955 100% $ 133,310 100% $ 182,382 100% $ 94,595 100%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
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.
Actual
2004- 2005
Actual
2004- 2005 2006- 2007
Esimate
Budget Estimate
2005- 2006 2005- 2006 2006- 2007
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
Budget
2005- 2006 2005- 2006
Proposed
35
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 $ 124,634 100% $ 132,422 100% $ 131,922 100% $ 136,435 100%
Personnel 74,494 60% 79,829 60% 79,829 61% 83,948 62%
Operating 1,654 1% 1,906 1% 1,406 1% 1,800 1%
Services 48,487 39% 50,687 38% 50,687 38% 50,687 37%
Funding Source *
General Fund $ 124,634 100% $ 132,422 100% $ 131,922 100% $ 136,435 100%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
702- 02: 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.
Exceeded- 78%
Not met- 64%
Not met- 34%
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.
2006- 2007
2006- 2007
2005- 2006 2005- 2006
Actual
2004- 2005
Actual
2004- 2005
2005- 2006
Budget
Estimate
Proposed
Budget Proposed
Estimate
2005- 2006
36
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 $ 36,169 100% $ 31,731 100% $ 23,172 100% $ 31,932 100%
Personnel 35,644 99% 31,080 98% 22,521 97% 31,392 98%
Operating 525 1% 651 2% 651 3% 540 2%
Funding Source *
General Fund $ 36,169 100% $ 31,731 100% $ 23,172 100% $ 31,932 100%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
702- 03 - Interdepartmental
Initiatives: Coordinate
interdepartmental projects requiring
team- based, cooperative, and
multidisciplinary involvement.
Not met- 52%
2005- 2006
85% of employees report that they are satisfied with the teamwork between
City departments.
Budget
2005- 2006
Budget
2005- 2006 2006- 2007
Estimate Proposed
Estimate
2005- 2006
2006- 2007
Actual Proposed
2004- 2005
Actual
2004- 2005
37
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
2004- 2005
Budget
2005- 2006
Estimate
2005- 2006
Proposed
2006- 2007
703- 01 - Coordinated Elections $ 37,021 $ 13,684 $ 13,684 $ 75,353
703- 02 - Records Management 19,059 19,827 19,827 16,771
Program Total $ 56,079 $ 33,511 $ 33,511 $ 92,124
38
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 $ 37,021 100% $ 13,684 100% $ 13,684 100% $ 75,353 100%
Personnel 15,673 42% 12,204 89% 12,204 89% 20,590 27%
Operating 3,408 9% 980 7% 980 7% 8,073 11%
Services 17,939 48% 500 4% 500 4% 46,690 62%
Funding Source *
General Fund $ 37,021 100% $ 13,684 100% $ 13,684 100% $ 75,353 100%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
703- 01 - Coordinated Elections:
Facilitate local elections in
accordance with all requirements.
Actual
2004- 2005
Actual
2004- 2005 2006- 2007
Esimate
Budget Estimate
2005- 2006 2005- 2006 2006- 2007
Proposed
Elections are conducted in accordance with all requirements, including filing
deadlines for candidates, ballot measures, and FPPC regulations.
N/ A
Budget
2005- 2006 2005- 2006
Proposed
39
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 $ 19,059 100% $ 19,827 100% $ 19,827 100% $ 16,771 100%
Personnel 7,173 38% 6,968 35% 6,968 35% 3,312 20%
Operating 10,941 57% 7,709 39% 7,709 39% 8,309 50%
Services 945 5% 5,150 26% 5,150 26% 5,150 31%
Funding Source *
General Fund $ 19,058 100% $ 19,827 100% $ 19,827 100% $ 16,771 100%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
703- 02 - Records Management:
Create, maintain and effectively
administer the City’s essential
records and retention schedule.
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.
2006- 2007
2006- 2007
2005- 2006 2005- 2006
Actual
2004- 2005
Actual
2004- 2005
2005- 2006
Budget
Estimate
Proposed
Budget Proposed
Estimate
2005- 2006
40
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
2004- 2005
Budget
2005- 2006
Estimate
2005- 2006
Proposed
2006- 2007
704- 01 - Community Information Outreach $ 117,549 $ 9 2,317 $ 92,537 $ 106,162
704- 02 - Service Feedback 14,019 19,046 19,046 10,947
704- 04 - Volunteers 16,546 12,354 12,354 13,883
Program Total $ 148,114 $ 123,717 $ 123,937 $ 130,992
41
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 $ 117,549 100% $ 92,317 100% $ 92,537 100% $ 106,162 100%
Personnel 33,033 28% 41,441 45% 41,441 45% 27,964 26%
Operating 18,295 16% 30,027 33% 30,027 32% 17,129 16%
Services 66,222 56% 20,849 23% 21,069 23% 61,069 58%
Funding Source *
General Fund $ 117,549 100% $ 92,317 100% $ 92,537 100% $ 106,162 100%
* 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.
Not met- 81%
Actual
2004- 2005
Actual
2004- 2005 2006- 2007
Esimate
Budget Estimate
2005- 2006 2005- 2006 2006- 2007
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.
Not met- 80%
Budget
2005- 2006 2005- 2006
Proposed
42
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 $ 14,019 100% $ 19,046 100% $ 19,046 100% $ 10,947 100%
Personnel 3,623 26% 11,316 59% 11,316 59% 10,497 96%
Operating 396 3% 450 2% 450 2% 450 4%
Services 10,000 71% 7,280 38% 7,280 38% - 0%
Funding Source *
General Fund $ 14,019 100% $ 19,046 100% $ 19,046 100% $ 10,947 100%
* 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.
2006- 2007
2006- 2007
2005- 2006 2005- 2006
Actual
2004- 2005
Actual
2004- 2005
2005- 2006
Budget
Estimate
Proposed
Budget Proposed
Estimate
2005- 2006
43
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 $ 16,546 100% $ 12,354 100% $ 12,354 100% $ 13,883 100%
Personnel 16,431 99% 12,204 99% 12,204 99% 13,733 99%
Operating 115 1% 150 1% 150 1% 150 1%
Funding Source *
General Fund $ 16,546 100% $ 12,354 100% $ 12,354 100% $ 13,883 100%
* 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- 94%
Exceeded- 874.5 hours
2005- 2006
Volunteers rate their experience at an 85% satisfaction level.
On an annual basis, volunteers donate 710 hours.
Budget
2005- 2006
Budget
2005- 2006 2006- 2007
Estimate Proposed
Estimate
2005- 2006
2006- 2007
Actual Proposed
2004- 2005
Actual
2004- 2005
44
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 work for by minimizing risk to the public and
the City employees through proactive training, examination and assessment of City facilities and infrastructure.
Actual
2004- 2005
Budget
2005- 2006
Estimate
2005- 2006
Proposed
2006- 2007
705- 01 - Financial Planning $ 106,803 $ 9 8,565 $ 96,166 $ 1 40,167
705- 02 - Investments 36,509 46,603 44,973 3 5,096
705- 03 - Revenue Management 2,166,325 2,386,951 2,286,399 2 ,125,881
705- 04 - Accounting and Reporting 335,287 323,610 320,560 3 48,838
705- 05 - Accounts Payable and Purchasing 121,849 140,900 140,350 1 31,038
705- 06 - Risk Management 1,301,522 1,718,793 1,583,949 1 ,398,394
705- 07 - General ( Transfers Out) 3,646,000 1,946,000 1,946,000 3 ,861,000
705- 08 - Debt Service 6,389,276 6,391,297 6,391,297 4 ,236,094
Program Total $ 14,103,569 $ 13,052,719 $ 12,809,694 $ 1 2,276,509
45
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 work for 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 $ 106,803 100% $ 98,565 100% $ 96,166 100% $ 140,167 100%
Personnel 105,264 99% 88,675 90% 86,676 90% 1 32,917 95%
Operating 1,539 1% 2,640 3% 2,640 3% - 0%
Services - 0% 7,250 7% 6,850 7% 7 ,250 5%
Funding Source *
General Fund $ 46,431 43% $ 59,573 60% $ 59,173 62% $ 1 05,396 75%
Garbage Service Fund 8,078 8% 10,952 11% 8,953 9% 1 1,505 8%
Community Development Agency Non- Housing 16,656 16% 9,952 10% 9,952 10% 9 ,667 7%
Community Development Agency Housing 16,647 16% 8,294 8% 8,294 9% 9 ,592 7%
Water Fund - Operation 18,990 18% 9,794 10% 9,794 10% 4 ,007 3%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
Budget
2005- 2006 2005- 2006
Proposed
Budget Estimate
2005- 2006 2005- 2006 2006- 2007
Proposed
Present a balanced budget that meets established service levels for Council
adoption by June 30th.
Met
2006- 2007
Esimate
Actual
2004- 2005
Actual
2004- 2005
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.
46
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 work for 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 $ 36,509 100% $ 46,603 100% $ 44,973 100% $ 35,096 100%
Personnel 29,109 80% 36,253 78% 36,253 81% 2 5,496 73%
Operating 7,399 20% 10,350 22% 8,720 19% 9 ,600 27%
Funding Source *
General Fund $ ( 940,872) - 2577% $ ( 1,328,010) - 2850% $ ( 1,329,640) - 2957% $ ( 1,642,628) - 4680%
Garbage Service Fund 596 2% 1,659 4% 1,659 4% 1 ,917 5%
Community Development Agency Non- Housing 8,206 22% 6,636 14% 6,636 15% 3 ,896 11%
Water Fund - Operation ( 4,041) - 11% 4,318 9% 4,318 10% 1 ,912 5%
Interest and Rent Income 971,710 2662% 1,362,000 2923% 1,362,000 3028% 1 ,670,000 4758%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
Budget Proposed
Estimate
2005- 2006
Estimate
Proposed
Actual
2004- 2005
2005- 2006
Budget
2005- 2006
Actual
2004- 2005 2006- 2007
2005- 2006 2006- 2007
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.
705- 02 - Investments: Manage cash
flow to meet requirements while
maximizing return on investments
and maintaining safety of principal.
47
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 work for 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 $ 2,166,325 100% $ 2,384,451 100% $ 2,286,399 100% $ 2,125,881 100%
Personnel 189,395 9% 209,732 9% 205,732 9% 1 96,009 9%
Operating 452,991 21% 489,900 21% 503,100 22% 4 08,822 19%
Services 1,523,940 70% 1,684,819 71% 1,577,567 69% 1 ,521,050 72%
Funding Source *
General Fund $ ( 1,381,391) - 64% $ ( 1,588,972) - 67% $ ( 1,618,272) - 71% $ ( 1,527,510) - 72%
Garbage Service Fund 13,861 1% 181,722 8% ( 106,030) - 5% ( 239,141) - 11%
Water Fund - Operation ( 2,761,871) - 127% ( 2,351,299) - 99% ( 2,341,299) - 102% ( 3,015,468) - 142%
Licenses & Permits 1,257,446 58% 1,500,000 63% 1,490,000 65% 1 ,385,000 65%
Interest and Rent Income 465,543 21% 448,000 19% 442,000 19% 4 72,000 22%
Charges For Services 4,155,928 192% 4,195,000 176% 4,420,000 193% 5 ,051,000 238%
* 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.
Exceeded- 100%
Exceeded- 208
2005- 2006
Resolve 90% of service and billing complaints within two business days.
Identify and issue 100 new business licenses annually through internal audit
process.
Budget
2005- 2006
Budget
2005- 2006 2006- 2007
Estimate Proposed
Estimate
2005- 2006
2006- 2007
Actual Proposed
2004- 2005
Actual
2004- 2005
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 work for 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 $ 335,287 100% $ 323,610 100% $ 320,560 100% $ 348,838 100%
Personnel 206,329 62% 233,292 72% 233,292 73% 2 29,313 66%
Operating 3,978 1% 10,150 3% 7,100 2% 8 ,950 3%
Services 48,493 14% 80,168 25% 80,168 25% 1 10,575 32%
Funding Source *
General Fund $ 164,708 49% $ 286,763 89% $ 283,713 89% $ 3 18,606 91%
Garbage Service Fund 2,284 1% 3,318 1% 3,318 1% 3 ,833 1%
Community Development Agency Non- Housing 47,382 14% 15,555 5% 15,555 5% 1 8,548 5%
Water Fund - Operation 43,691 13% 17,074 5% 17,074 5% 7 ,851 2%
Charges For Services 733 0% 900 0% 900 0% - 0%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
2005- 2006
Budget Proposed
2004- 2005 2005- 2006 2006- 2007
Estimate
Budget Estimate Proposed
2005- 2006 2006- 2007
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.
Actual
Provide monthly financial reports to internal departments by the 10th 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.
2004- 2005
Actual
2005- 2006
Met
Met
Data not available
Exceeded- 100%
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 work for 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 $ 121,849 100% $ 140,900 100% $ 140,350 100% $ 131,038 100%
Personnel 117,332 96% 134,450 95% 134,450 96% 1 25,138 95%
Operating 4,516 4% 6,450 5% 5,900 4% 5 ,900 5%
Funding Source *
General Fund $ 61,563 51% $ 104,093 74% $ 100,743 72% $ 9 6,723 74%
Community Development Agency Non- Housing 38,911 32% 24,247 17% 24,247 17% 2 3,172 18%
Water Fund - Operation 20,476 17% 12,560 9% 12,560 9% 1 1,143 9%
Charges For Services 898 1% - 0% 2,800 2% - 0%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
Proposed
Proposed
2006- 2007
Budget
2005- 2006
Estimate
Estimate
2006- 2007
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.
2004- 2005
Achieve 5% reduction in staff time in Accounts Payable and Purchasing
process.
Data not available
2005- 2006
Budget
2005- 2006
Actual
2004- 2005
Actual
2005- 2006
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 work for 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 $ 1,301,522 100% $ 1,718,793 100% $ 1,583,949 100% $ 1,398,394 100%
Personnel 72,480 6% 78,643 5% 84,953 5% 8 6,296 6%
Operating 1,210,841 93% 1,613,150 94% 1,431,996 90% 1 ,299,598 93%
Services 18,200 1% 27,000 2% 67,000 4% 1 2,500 1%
Funding Source *
Water Fund - Operation 35,613 3% 62,700 4% 62,700 4% 3 7,748 3%
Liability/ Fire Insurance Fund ( 37,803) - 3% 156,613 9% 74,413 5% ( 18,904) - 1%
Worker's Compensation Fund 101,859 8% ( 39,520) - 2% ( 68,464) - 4% ( 20,450) - 1%
Charges For Services 1,853 0% 39,000 2% 15,300 1% - 0%
Other Financing Sources 1,200,000 92% 1,500,000 87% 1,500,000 95% 1 ,400,000 100%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
Exceeded- 5 claims
Met
Met
Met
Met
2006- 2007
Budget
Actual
2004- 2005
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. Process 100% of employee claims requiring medical treatment within 48 hours
of knowledge of occurence.
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 Proposed
2005- 2006
Proposed
2004- 2005
Budget
2005- 2006 2005- 2006
2005- 2006 2006- 2007
Estimate
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 work for 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 $ 3,646,000 100% $ 1,946,000 100% $ 1,946,000 100% $ 3,861,000 100%
Operating 3,646,000 100% 1,946,000 100% 1,946,000 100% 3 ,861,000 100%
Funding Source *
General Fund $ ( 14,580,480) - 400% $ ( 17,428,520) - 896% $ ( 17,728,720) - 911% $ ( 15,565,220) - 403%
Taxes 14,414,148 395% 15,040,000 773% 15,144,000 778% 1 7,405,000 451%
Franchise Fees 1,230,343 34% 1,235,000 63% 1,235,000 63% 1 ,287,000 33%
Licenses & Permits 2,710 0% 2,500 0% 2,500 0% 2 ,500 0%
Inter Governmental Revenue 2,053,946 56% 2,581,500 133% 2,777,700 143% 2 16,200 6%
Other Financing Sources 512,520 14% 515,520 26% 515,520 26% 5 15,520 13%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
Actual
2004- 2005
Actual
2004- 2005
705- 07: Ensure timely receipt of general
revenue and transfers.
General Fund revenue projections will be 90% accurate. Exceeded- 94.2% ( FY 2004- 05)
Estimate Proposed
Proposed
Budget
2006- 2007
2005- 2006
Estimate
2005- 2006
2005- 2006 2006- 2007
2005- 2006
Budget
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 work for 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 $ 6,389,276 100% $ 6,391,297 100% $ 6,391,297 100% $ 4,236,094 100%
Operating 6,389,276 100% 6,391,297 100% 6,391,297 100% 4,236,094 100%
Funding Source *
2002 Recreation GO Bond D. S. ( 126,184) - 2% ( 149,977) - 2% ( 149,977) - 2% ( 221,340) - 5%
1990 Library Bond Debt Service ( 19,170) 0% ( 15,400) 0% ( 15,400) 0% ( 35,500) - 1%
Special Assessments on Tax Roll 1,428,162 22% 1,450,000 23% 1,450,000 23% 1 ,535,000 36%
Interest and Rent Income 13,640 0% 11,000 0% 11,000 0% 1 9,000 0%
Other Financing Sources 5,092,829 80% 5,095,674 80% 5,095,674 80% 2 ,938,934 69%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
Accurate and timely debt service payments. Met
2005- 2006
Proposed
2005- 2006
Budget
2006- 2007
Estimate
2005- 2006 2005- 2006
Budget Estimate Proposed
2006- 2007
2004- 2005
Actual
2004- 2005
Actual
705- 08 - Debt Service: Ensure
adequate funds are available to make
timely debt service payments.
53
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
2004- 2005
Budget
2005- 2006
Estimate
2005- 2006
Proposed
2006- 2007
706- 01 - Desktop Maintenance $ 191,163 $ 188,183 $ 187,884 $ 232,500
706- 02 - Network Infrastructure Maintenance 168,342 245,189 265,189 379,196
706- 03 - Design and Advice 25,978 33,757 31,357 22,507
706- 04 - Remote Access 8,963 9,805 7,080 7,321
706- 05 - Printing Support 201,155 241,427 233,177 247,499
Program Total $ 595,601 $ 718,361 $ 724,687 $ 889,022
54
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 $ 191,163 100% $ 188,183 100% $ 187,884 100% $ 232,500 100%
Personnel 94,996 50% 103,318 55% 103,318 55% 98,785 42%
Operating 85,576 45% 77,365 41% 77,066 41% 71,215 31%
Services 10,591 6% 7,500 4% 7,500 4% 62,500 27%
Funding Source *
General Fund $ 191,163 100% $ 188,183 100% $ 187,884 100% $ 232,500 100%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
Budget
2005- 2006 2005- 2006
Proposed
Budget Estimate
2005- 2006 2005- 2006 2006- 2007
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.
Not met- 73% within 60 minutes
2006- 2007
Esimate
Actual
2004- 2005
Actual
2004- 2005
Met
706- 01 - Desktop Maintenance:
Maintain computer hardware and
phone systems used by employees;
install and upgrade software.
55
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 $ 168,342 100% $ 245,189 100% $ 265,189 100% $ 379,196 100%
Personnel 92,885 55% 99,064 40% 99,064 37% 100,821 27%
Operating 30,111 18% 66,125 27% 73,125 28% 72,375 19%
Services 45,347 27% 80,000 33% 93,000 35% 206,000 54%
Funding Source *
General Fund $ 168,342 100% $ 245,189 100% $ 265,189 100% $ 379,196 100%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
Budget Proposed
Estimate
2005- 2006
Estimate
Proposed
Actual
2004- 2005
2005- 2006
Budget
2005- 2006
Actual
2004- 2005 2006- 2007
2005- 2006 2006- 2007
Exceeded- 95%
Exceeded- 98.5%
Met- 99.9%
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.
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.
56
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 $ 25,978 100% $ 33,757 100% $ 31,357 100% $ 22,507 100%
Personnel 23,350 90% 28,907 86% 28,907 92% 17,682 79%
Operating 2,628 10% 4,850 14% 2,450 8% 4,825 21%
Funding Source *
General Fund $ 25,978 100% $ 33,757 100% $ 31,357 100% $ 22,507 100%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
Actual
2004- 2005
Actual
2004- 2005
2006- 2007
Proposed
2006- 2007
Estimate Proposed
Estimate
2005- 2006
2005- 2006
Budget
2005- 2006
2005- 2006
Facilities design results in 95% accomodation of user needs.
Advice on new product integration and changes to existing systems results in
95% satisfaction.
Budget
Exceeded- 100%
Data not available
706- 03 - Design and Advice: Design
facility wiring, provide relocation
assistance, advise on use of new
technologies and acquisition of new
applications.
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.
SERVICES: RESULTS: STATUS:
Total Expenditures $ 8,963 100% $ 9,805 100% $ 7,080 100% $ 7,321 100%
Personnel 8,421 94% 6,280 64% 6,280 89% 4,046 55%
Operating 543 6% 3,525 36% 800 11% 3,275 45%
Funding Source *
General Fund $ 8,963 100% $ 9,805 100% $ 7,080 100% $ 7,321 100%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
2005- 2006
Budget Proposed
2004- 2005 2005- 2006 2006- 2007
Estimate
Budget Estimate Proposed
2005- 2006 2006- 2007
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.
Actual
90% of all users who request access to web mail or remote IP are granted
access within two buiness days.
2004- 2005
Actual
2005- 2006
Exceeded- 100%
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 $ 201,155 100% $ 241,427 100% $ 233,177 100% $ 247,499 100%
Personnel 97,180 48% 109,627 45% 109,627 47% 110,849 45%
Operating 101,004 50% 128,550 53% 121,250 52% 134,550 54%
Services 2,970 1% 3,250 1% 2,300 1% 2,100 1%
Funding Source *
General Fund $ 189,590 94% $ 235,671 98% $ 222,621 95% $ 239,364 97%
Measure A 301 0% 1,028 0% 1,028 0% 1,043 0%
Community Development Agency Non- Housing 306 0% 1,028 0% 1,028 0% 1,092 0%
Charges For Services 10,957 5% 3,700 2% 8,500 4% 6,000 2%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
Proposed
Proposed
2006- 2007
Budget
2005- 2006
Estimate
Estimate
2006- 2007
706- 05 - Printing Support: Provide
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.
2004- 2005
95% of all printing jobs completed within time- frame specified. Exceeded- 99.9%
2005- 2006
Budget
2005- 2006
Actual
2004- 2005
Actual
2005- 2006
59
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
2004- 2005
Budget
2005- 2006
Estimate
2005- 2006
Proposed
2006- 2007
707- 01 - Web Posting $ 46,658 $ 71,935 $ 63,255 $ 68,092
707- 02 - Interactive Web Services 23,175 24,452 23,952 24,872
Program Total $ 69,834 $ 96,387 $ 87,207 $ 92,964
60
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 $ 46,658 100% $ 71,935 100% $ 63,255 100% $ 68,092 100%
Personnel 37,457 80% 51,955 72% 51,955 82% 48,612 71%
Operating 9,202 20% 17,480 24% 11,300 18% 16,980 25%
Services - 0% 2,500 3% - 0% 2,500 4%
Funding Source *
General Fund $ 46,658 100% $ 71,935 100% $ 63,255 100% $ 68,092 100%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
Budget
2005- 2006 2005- 2006
Proposed
Budget Estimate
2005- 2006 2005- 2006 2006- 2007
Proposed
Council and Commission information is posted according to prescribed
advance schedule 100% of the time.
Maintain 98% availability of web site.
Met
2006- 2007
Esimate
Actual
2004- 2005
Actual
2004- 2005
Exceeded- 99.7%
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.
61
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 $ 23,175 100% $ 24,452 100% $ 23,952 100% $ 24,872 100%
Personnel 3,316 14% 3,957 16% 3,957 17% 3,322 13%
Operating 19,164 83% 20,495 84% 19,995 83% 21,550 87%
Funding Source *
General Fund $ 23,175 100% $ 24,452 100% $ 23,952 100% $ 24,872 100%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
Budget Proposed
Estimate
2005- 2006
Estimate
Proposed
Actual
2004- 2005
2005- 2006
Budget
2005- 2006
Actual
2004- 2005 2006- 2007
2005- 2006 2006- 2007
80% of users rate web site experience as good or excellent based on on- line Exceeded- 86%
website survey.
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.
62
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
2004- 2005
Budget
2005- 2006
Estimate
2005- 2006
Proposed
2006- 2007
708- 01 - Employee Compensation System $ 548,105 $ 285,620 $ 266,620 $ 270,953
708- 02 - Employee Development 34,499 63,239 48,118 32,965
708- 03 - Employee Relations 114,422 147,825 147,825 177,018
708- 04 - Recruitment and Selection 99,219 132,968 159,648 177,180
708- 05 - General Employee Benefits - 412,150 446,466 441,400
Program Total $ 796,246 $ 1,041,802 $ 1,068,677 $ 1,099,516
63
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.
SERVICES: RESULTS: STATUS:
Total Expenditures $ 548,105 100% $ 285,620 100% $ 266,620 100% $ 270,953 100%
Personnel 486,298 89% 218,327 76% 218,327 82% 220,943 82%
Operating 28,210 5% 5,510 2% 5,510 2% 5,510 2%
Services 33,597 6% 61,783 22% 42,783 16% 44,500 16%
Funding Source *
General Fund $ 548,105 100% $ 285,620 100% $ 266,620 100% $ 270,953 100%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
708- 01 - Employee Compensation
System: Process payroll that
supports timely and accurate
processing of employee salary and
benefits. Ensure that the wages and
benefits are competitive among
similarly sized agencies. Transmit all payroll interface records to Finance within three business days
after the pay date 95% of the time.
Exceeded- 96%
Not met- 92.6%
Actual
2004- 2005
Actual
2004- 2005 2006- 2007
Esimate
Budget Estimate
2005- 2006 2005- 2006 2006- 2007
Proposed
Payroll processing is achieved with an accuracy rate of 99.75% or better.
Generate all payroll reports the day before the pay day 93% of the time.
Met
Budget
2005- 2006 2005- 2006
Proposed
64
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.
SERVICES: RESULTS: STATUS:
Total Expenditures $ 34,499 100% $ 63,239 100% $ 48,118 100% $ 32,965 100%
Personnel 27,567 80% 30,634 48% 30,634 64% 15,350 47%
Operating 1,938 6% 17,605 28% 2,484 5% 2,615 8%
Services 4,995 14% 15,000 24% 15,000 31% 15,000 46%
Funding Source *
General Fund $ 34,499 100% $ 63,239 100% $ 48,118 100% $ 32,965 100%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
708- 02 - Employee Development:
Provide opportunities for continued
learning and development, publicize
and coordinate training opportunities,
and encourage employees to
establish and pursue vocational
goals.
Met
Program not developed
Program not developed
Attendance at Personnel advertised training courses results in 50 attendees
during the year.
2 employees enroll in City supported advanced degree program.
80% of new supervisors hired or promoted during the year participate in
supervisory training program offered through the City.
2006- 2007
2006- 2007
2005- 2006 2005- 2006
Actual
2004- 2005
Actual
2004- 2005
2005- 2006
Budget
Estimate
Proposed
Budget Proposed
Estimate
2005- 2006
65
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.
SERVICES: RESULTS: STATUS:
Total Expenditures $ 114,422 100% $ 147,825 100% $ 147,825 100% $ 177,018 100%
Personnel 72,550 63% 75,117 51% 75,117 51% 74,613 42%
Operating 2,505 2% 3,325 2% 3,325 2% 3,305 2%
Services 39,368 34% 69,383 47% 69,383 47% 99,100 56%
Funding Source *
General Fund $ 114,422 100% $ 147,825 100% $ 147,825 100% $ 177,018 100%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
708- 03 - Employee Relations: Inform
and train employees on City policies
and procedures, provide timely
processing of employee complaints
and concerns, assist the employee in
utilizing benefit programs, and
negotiate labor contracts.
Exceeded- 100%
Exceeded- 100%
2005- 2006
Respond to 90% of written complaints within 10 business days.
Resolve 80% of grievances at or below City Manager's level
Budget
2005- 2006
Budget
2005- 2006 2006- 2007
Estimate Proposed
Estimate
2005- 2006
2006- 2007
Actual Proposed
2004- 2005
Actual
2004- 2005
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.
SERVICES: RESULTS: STATUS:
Total Expenditures $ 99,219 100% $ 132,968 100% $ 159,648 100% $ 177,180 100%
Personnel 55,595 56% 51,683 39% 51,683 32% 68,675 39%
Operating 40,624 41% 43,2