ANNUAL OPERATING AND CAPITAL BUDGET
FISCAL YEAR 2006 – 2007
ADOPTED BY THE CITY COUNCIL
JUNE 26, 2006
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TABLE OF CONTENTS
BUDGET MESSAGE FROM THE CITY MANAGER
COMMUNITY PROFILE........................................................................................................................ .. 5
ELECTED OFFICIALS & CITY MANAGEMENT TEAM................................................................... 7
ORGANIZATION CHART....................................................................................................................... 8
BUDGET STRATEGIES AND FINANCIAL POLICIES ..................................................................... 9
BUDGET STRATEGIES..................................................................................................................... ........... 9
STATEMENT OF FINANCIAL POLICIES .......................................................................................... 10
GENERAL FINANCIAL GOALS.................................................................................................................. 10
OPERATING BUDGET POLICIES............................................................................................................... 10
REVENUE POLICIES ............................................................................................................................... .. 11
EXPENDITURE POLICIES....................................................................................................................... ... 11
CAPITAL IMPROVEMENT BUDGET POLICIES.......................................................................................... 12
OTHER CAPITAL IMPROVEMENT POLICIES:........................................................................................... 13
SHORT‐ TERM DEBT POLICIES................................................................................................................. 13
LONG‐ TERM DEBT POLICIES................................................................................................................... 13
RESERVE POLICIES ............................................................................................................................... ... 14
INVESTMENT POLICIES ............................................................................................................................ 15
ACCOUNTING, AUDITING & FINANCIAL REPORTING POLICIES.......................................................... 16
GRANT FUNDING POLICIES .................................................................................................................... 16
HUMAN CAPITAL INVESTMENT POLICIES ............................................................................................. 17
APPROPRIATIONS CONTROL............................................................................................................ 17
BUDGET SCHEDULE....................................................................................................................... ...... 18
ALL FUNDS SUMMARY ........................................................................................................................ 19
2006‐ 07 POSITION ALLOCATION SUMMARY................................................................................ 21
GENERAL FUND ESTIMATED REVENUES...................................................................................... 23
PROPERTY TAXES ............................................................................................................................... ..... 24
SALES TAXES ............................................................................................................................... ............ 24
MOTOR VEHICLE IN LIEU FEES ............................................................................................................... 25
OTHER TAXES.......................................................................................................................... ................ 25
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DEVELOPMENT FEES ............................................................................................................................... 26
INTERFUND CHARGES FOR SERVICES..................................................................................................... 27
OVERALL ANALYSIS OF GENERAL FUND REVENUES ............................................................................ 27
GENERAL FUND PROPOSED EXPENDITURES.............................................................................. 28
DEPARTMENT DETAILS....................................................................................................................... 29
ANIMAL CONTROL........................................................................................................................ ... 29
CITY COUNCIL........................................................................................................................ ............ 30
CITY CLERK.......................................................................................................................... ................ 31
CITY ATTORNEY....................................................................................................................... .......... 33
CITY MANAGER ............................................................................................................................... .. 36
CITY MANAGER ............................................................................................................................... .. 37
COMMUNITY OUTREACH............................................................................................................... 38
FINANCE........................................................................................................................ ........................ 39
HUMAN RESOURCES...................................................................................................................... .. 41
INFORMATION SYSTEMS................................................................................................................ 43
NON‐ DEPARTMENTAL................................................................................................................... . 44
ECONOMIC DEVELOPMENT........................................................................................................... 45
BUILDING & CODE ENFORCEMENT............................................................................................. 47
POLICE......................................................................................................................... .......................... 49
COMMUNITY DEVELOPMENT....................................................................................................... 52
PUBLIC WORKS & ENGINEERING .................................................................................................. 55
PARKS & RECREATION..................................................................................................................... 63
TRANSFERS...................................................................................................................... .................... 65
SPECIAL REVENUE FUNDS.................................................................................................................. 66
COMMUNITY FACILITIES DISTRICT # 1 ( CYPRESS GROVE) ................................................................... 66
YOUTH DEVELOPMENT GRANT FUND ................................................................................................... 66
LIGHTING AND LANDSCAPING DISTRICT ............................................................................................. 67
ROAD MAINTENANCE FUNDS................................................................................................................. 75
STORM WATER PROGRAM FUND ........................................................................................................... 77
POLICE SERVICES FUNDS......................................................................................................................... 78
DEBT SERVICE FUNDS.......................................................................................................................... 79
CAPITAL PROJECTS FUNDS................................................................................................................ 81
DRAFT CAPITAL IMPROVEMENT PROGRAM UPDATE........................................................................... 82
ROADWAY PROJECT UPDATES................................................................................................................ 84
PARK PROJECT UPDATES........................................................................................................................ 85
PUBLIC FACILITIES PROJECT UPDATES................................................................................................... 85
INTERNAL SERVICE FUNDS............................................................................................................... 86
10 YEAR PLAN ............................................................................................................................... .......... 89
CONTRACTS ANALYSIS....................................................................................................................... 90
APPROPRIATIONS LIMIT .................................................................................................................... 92
GLOSSARY OF BUDGET TERMINOLOGY....................................................................................... 93
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COMMUNITY PROFILE
Oakley is a rapidly growing community in eastern Contra Costa County, along State
Highway 4, in a growth corridor that also includes the cities of Pittsburg, Antioch and
Brentwood. It currently has 29,000 residents and is anticipated to grow to 65,000 by the
year 2020. Oakley retains its small town attributes and many young families are drawn
to the area because of the small town charm, availability of affordable housing and
good schools. Outdoor enthusiasts enjoy Oakley’s proximity to the Mount Diablo State
Recreation Area, California ʹ s San Joaquin Delta, and access to all of the amenities of the
San Francisco Bay Area.
Oakley has a highly skilled, well educated workforce, although a majority of the local
workforce is currently employed outside the city. Concord, Dublin, Livermore,
Pleasanton, San Ramon, and Walnut Creek employment centers are all within commute
distance. San Francisco is just 55 miles west and California ʹ s state capitol, Sacramento,
55 miles northeast.
Oakley ʹ s history dates back to the 1890s when Santa Fe Railroad came to the area. The
name Oakley was derived from the abundance of oak woodlands covering the
landscape. Almond trees and loganberries thrived in Oakley’s sandy soil and gave way
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to a prosperous fruit and almond industry. While few almond orchards remain, the
City’s weather and soil remains excellent for growing grapes and there are still both
local and Napa Valley vintners who own old growth ( 100 year old) vines on property in
town.
In November 1998, the Voters approved a measure to incorporate and take control of
their future. And, thus, on July 1, 1999, Oakley became Contra Costa County ʹ s newest
city. Seven years later, the City is truly becoming a place for families in the Heart of the
Delta.
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ELECTED OFFICIALS & CITY MANAGEMENT TEAM
‐ CITY COUNCIL ‐
Brad Nix, Mayor
Kevin Romick, Vice Mayor
Pat Anderson, Councilmember
Carol Rios, Councilmember
Bruce Connelley, Councilmember
‐ MANAGEMENT TEAM ‐
Bryan Montgomery, City Manager
Karen Majors, Assistant City Manager
Paul Abelson, Finance Director
Chris Thorsen, Chief of Police
Barbara Mason, Economic & Redevelopment Director
Rebecca Willis, Community Development Director
Gary Smith, Building Official
Jason Vogan, City Engineer
Nancy Kaiser, Parks & Recreation Director
Nancy Ortenblad, City Clerk
Sky Woodruff, City Attorney
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BUDGET STRATEGIES AND FINANCIAL POLICIES
The City Council provides long‐ term policy guidance for conducting the City’s
financial activities through its Statement of Financial Policies. These strategies
and policies are presented to the Council with the intent that they be reviewed
each year to meet the following strategic objectives:
BUDGET STRATEGIES
􀂃 Strategic focus – The City’s financial management should be strategic,
reflecting the Council’s and the community’s priorities for service while
providing resources that realistically fund routine operations. The City
Council and Staff participate in annual strategic planning sessions which
results in an updated Strategic Planning Document. The Budget is intended
to implement the City’s Strategic Plan.
􀂃 Fiscal control and accountability – The City’s financial activities should be
fiscally sound and accountable to the City Council through the City Manager.
􀂃 Clarity – The City’s financial planning and reporting should be clear and easy
to understand so that all participants, the Council, the community and staff
can make informed decisions.
􀂃 Long‐ term Planning – The City’s financial planning should emphasize multi‐year
horizons to promote long‐ term planning of resource uses.
􀂃 Flexible and cost effective responses – The City’s financial management
practices should encourage a mission‐ driven organization that responds to
community demands quickly and in a straight forward manner. The City’s
management should flexibly respond to opportunities for better service,
proactively manage revenues and cost‐ effectively manage ongoing operating
costs.
􀂃 Staffing philosophy – The City Council desires to retain a mix of contract
and permanent staff in order to ensure a cost effective and flexible service
delivery system. A core group of City employees create the oversight and
administrative guidance necessary for contractual staff. Annually, the City
Manager will review with the City Council his/ her recommendations
regarding the ratio for the number of contract employees to total Staff.
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STATEMENT OF FINANCIAL POLICIES
General Financial Goals
􀂃 To maintain a financially viable City that can maintain an adequate level of
municipal services.
􀂃 To maintain financial flexibility in order to be able to continually adapt to local
and regional economic changes.
􀂃 To maintain and enhance the sound fiscal condition of the City.
Operating Budget Policies
􀂃 The City Council will adopt a balanced budget by June 30 of each year.
􀂃 The City Manager will submit a budget calendar to the City Council no later
than January 15th of each year.
􀂃 An annual base operating budget will be developed by verifying or
conservatively projecting revenues and expenditures for the current and
forthcoming fiscal year.
􀂃 During the annual budget development process, the existing base budget will
be thoroughly examined to assure removal or reduction of any services or
programs that could be eliminated or reduced in cost.
􀂃 Current revenues will be sufficient to support current operating expenditures
( i. e. recurring expenditures will not exceed recurring revenues). One‐ time or
unpredictable revenues will be used for one‐ time expenditures ( including
capital and reserves).
􀂃 Annual operating budgets will provide for adequate design, construction,
maintenance and replacement of the City’s capital plant and equipment.
􀂃 The purchase of new or replacement capital equipment with a value of $ 25,000
or more and with a useful life of two years or more will require Council
approval.
􀂃 The City will project its equipment replacement and maintenance needs for
the next five years and will update this projection each year. From this
projection a maintenance and replacement schedule will be developed,
funded, and implemented.
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􀂃 The City will avoid budgetary and accounting procedures which balance the
current budget at the expense of future budgets.
􀂃 All proposed increased appropriations of general purpose revenues, General
Fund reserves, or that transfer appropriations between funds during the year
shall be presented to the City Council for approval. Amendments to that are
made to authorize spending of increased or new special purpose revenues
may be approved by the City Manager.
􀂃 The City will forecast its General Fund expenditures and revenues for each of
the next 10 years and will update this forecast at least annually.
Revenue Policies
􀂃 The City will work to develop a diversified and stable revenue system to
protect it from short‐ term fluctuations in any one revenue source.
􀂃 User fees will be adjusted annually to recover the full cost of services
provided, except when the City Council determines that a subsidy from the
General Fund is in the public interest.
􀂃 The City will seek all possible Federal and State reimbursement for mandated
projects and/ or programs and Federal and State grant monies for City
programs and projects.
􀂃 Capital improvements will be financed primarily through user fees, service
charges, impact fees, or developer agreements when benefits can be
specifically attributed to users of the facility. For projects financed with debt,
the fees, charges, and/ or contractual payments shall be established at a level
sufficient to fund the project in its entirety, including the repayment of
principal and interest on amounts borrowed. The City will consider future
operations and maintenance costs as part of each project’s financing plan and
ensure that funding sources are identified to properly operate and maintain
the improvements when constructed.
Expenditure Policies
􀂃 The City will maintain a level of expenditures which will provide for the
public well‐ being and safety of the residents of the community.
􀂃 Purchases shall be approved as described in the City’s Municipal Code; more
specifically:
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􀂃 Purchases for more than $ 5,000 shall be supported by a Purchase Order
approved by the Finance Director and City Manager, and
􀂃 All purchases for more than $ 25,000 shall be approved by the City
Council.
Capital Improvement Budget Policies
􀂃 The City will make all capital improvements in accordance with an adopted
and funded capital improvement program.
􀂃 The City will develop an annual Five‐ Year Plan for Capital Improvements,
including sections for CIP design, development, implementation, and
operating and maintenance costs.
􀂃 The City will identify the estimated capital and ongoing operations and
maintenance costs, potential funding sources and project schedule for each
capital project proposal before it is submitted to the Council for approval.
􀂃 The City will coordinate development of the annual capital improvement
budget with the development of the operating budget. All costs for internal
professional services needed to implement the CIP will be included in the
operating budget for the year the CIP is to be implemented.
􀂃 The Capital Budget will be based on the CIP, and each project’s unused
appropriations at each year‐ end will be automatically rolled over to the
subsequent year, until the project is completed. Additions to project funding
plans require Council approval. Changes that do not increase funding levels
may be approved by the City Manager.
􀂃 Cost tracking for components of the CIP will be implemented and updated
quarterly to ensure project completion within budget and established timelines.
􀂃 The Council will review the pavement management program each year at
budget time and will seek to supplement Gas Tax and Measures C and J street
maintenance funding and other resources to adequately fund the program.
􀂃 City Impact Fees shall be used to fund the direct and indirect costs associated
with capital projects identified in the City’s impact fee studies.
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Other Capital Improvement Policies:
􀂃 Design of capital improvements shall consider long‐ term cost efficiency and be
based on standards that minimize construction costs while assuring acceptable
useful life and reduce maintenance requirements.
Short‐ Term Debt Policies
􀂃 The City may use short‐ term debt to cover temporary or emergency cash flow
shortages. All short‐ term borrowing will be subject to Council approval by
ordinance or resolution.
􀂃 The City may issue interfund loans in lieu of outside debt instruments to meet
short‐ term cash flow needs. Such loans will be permitted only if an analysis of
the lending fund indicates excess funds are available and the use of these
funds will not impact its current operations. The prevailing interest rate, as
established by the Finance Director, will be paid to the lending fund, and such
loan shall be approved by the City Council, documented by a memorandum
signed by the City Manager and filed with the Finance Department and City
Clerk.
Long‐ Term Debt Policies
􀂃 The City will confine normal long‐ term borrowing to capital improvement
projects it is unable to fund from current revenues in time to meet community
needs or where a fiscal analysis shows that a significant benefit would accrue
from building sooner at current prices and at current interest rates.
􀂃 When the City issues City long‐ term debt, it will employ a professional
financial advisor to assist the City in obtaining the best possible outcomes in
terms of planning, sizing, underwriting, insuring, and presentation of the
City’s plans and position to bond rating agencies and the public. The City will
also employ the services of qualified bond counsel and, as appropriate,
disclosure counsel.
􀂃 When the City issues assessment district debt, it will work cooperatively with
the project area Developers to identify an appropriate and acceptable
financing team to obtain the best possible outcomes for the City and its
citizens, and ensure compliance with all legal requirements.
􀂃 The City projects that the Community Parks assessment program will, over
time, be sufficient to pay for ongoing costs and repay General Fund advances
( loans); but that until further development occurs in the City, the General
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Fund may make such advances to the Community Parks program to cover
operating shortfalls. All such advances will be approved by the City Council.
􀂃 Where possible, the City will use special assessment, revenue, or other self‐supporting
bonds instead of general obligation bonds.
􀂃 Proceeds of long‐ term debt will not be used for current ongoing operations.
􀂃 The City may pledge General Fund revenues to facilitate debt, however, all
debt will be supported by a dedicated revenue source identified prior to
issuance that is expected to be sufficient to make the required debt service
payments.
Reserve Policies
􀂃 The City will maintain General Fund Emergency reserves at a level at least
equal to 20% of general fund operating expenditures. The primary purpose of
this reserve is to protect the City’s essential service programs and funding
requirements during periods of economic downturn ( defined as a recession
lasting two or more years) or other unforeseen catastrophic costs not covered
by the Contingency Reserve.
􀂃 A Contingency Reserve will be budgeted each year for non‐ recurring
unanticipated expenditures or to set aside funds to cover known contingencies
with unknown costs.
􀂃 The level of the Contingency Reserve will be established as needed but shall
not be less than 2% of General Fund operating expenditures.
􀂃 The City will establish an account to accumulate funds to be used for payment
of accrued employee benefits for terminated employees. By June 30, 2009, and
thereafter, the accumulated amount in the reserve will equal the projected
payout of accumulated benefits requiring conversion to pay on retirement for
employees then eligible for retirement. ( This is so there are funds to pay out
accumulated benefits requiring conversion to pay on termination).
􀂃 Claims Reserves will be budgeted at a level which, together with purchased
insurance, adequately protects the City. The City will maintain a reserve of
two times its deductibles for those claims covered by the insurance pool of
which the City is a member ( currently the Municipal Pooling Authority of
Northern California). In addition, the City will perform an annual analysis of
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past claims not covered by the pool, and reserve an appropriate amount to pay
for uncovered claims.
􀂃 The City will establish a Vehicle and Equipment Replacement Reserve Fund
for the accumulation of funds for the replacement of worn and obsolete
vehicles and other capital equipment. By June 30, 2008, and thereafter, the
accumulated amount in the reserve will equal at least 50% of the accumulated
depreciation on the City’s books for these assets, plus any amounts necessary
to ensure the City’s ability to replace them when they reach the end of their
useful lives. Network and Computer replacement will be gauged using a 3
year lifecycle.
􀂃 The City will seek to build and maintain a Facilities Maintenance Capital Asset
Reserve for capital costs associated with the maintenance of all City facilities,
including parks, roads, and buildings. The reserve will be maintained at a
level at least equal to projected five year facilities maintenance capital costs.
􀂃 The City will seek to build and maintain a Storm Drain Depreciation Reserve
for costs associated with the major maintenance and capital improvement
costs included in the Storm Drain program budget. The minimum reserve
level will be 50% of the costs projected over the next five years.
􀂃 The City will establish a Reserve for Qualifying Expenditures and will transfer
into it from current revenues all amounts necessary to ensure compliance with
Gann Limit provisions. These funds will be used solely to pay for Gann Limit
excludable capital expenditures. To qualify, they must be for assets having a
value greater than $ 100,000 and having a useful life of at least 10 years.
Investment Policies
􀂃 The City Manager and Finance Director will annually submit an investment
policy to the City Council for review and adoption, and shall provide the
Council with quarterly investment reports.
􀂃 The Finance Director will invest the City’s monies in accordance with
applicable laws and adopted investment policies and direct the investment of
bond or note monies on deposit with a trustee or fiscal agent in accordance
with the applicable indenture or issuance documents.
􀂃 The City will maintain liquid assets at a level sufficient to pay at least six
months operating expenses.
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Accounting, Auditing & Financial Reporting Policies
􀂃 The City’s accounting and financial reporting systems will be maintained in
accordance with generally accepted accounting principles and standards of
the Governmental Accounting Standards Board.
􀂃 A fixed asset system will be maintained to identify all City assets, their
condition, historical and estimated replacement costs, and useful life. All
fixed assets with a cost of $ 5,000 or more and a useful life of more than two
years will be capitalized and included in the fixed asset system.
􀂃 The Finance Department will prepare monthly reports for the City Manager
and Department Heads so that they may effectively evaluate their financial
performance.
􀂃 A Mid‐ Year Budget Review, assessing the status of both operating and capital
activities and recommending appropriate mid‐ year adjustments, will be
submitted to the City Council and made available to the public in February
each year.
􀂃 An annual audit will be performed by an independent public accounting firm
with the subsequent issue of an official Comprehensive Annual Financial
Report, including an audit opinion.
􀂃 Full and continuing disclosure will be provided in the City’s financial
statements and bond representations.
􀂃 The City will build and maintain a good credit rating in the financial
community.
Grant Funding Policies
􀂃 The City will remain current on available local, state, and federal grant
funding and seek to make the most of grant opportunities for both operations
and capital projects.
􀂃 The City will establish accounting procedures to support the tracking of grant
funds and their use and for the timely administration of grant programs.
􀂃 Grants that the City makes to others will be such that the City retains control
of funds sufficient to ensure their use is consistent with grant specifications.
This is expected to be accomplished by limiting grant disbursements to
reimbursements or for the City to pay agreed upon costs directly on behalf of
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the Grantee, all of which should be outlined in a grant agreement approved
by the Council.
Human Capital Investment Policies
􀂃 The City will invest in its employees by maintaining a compensation
structure that is based on market norms, considers internal alignment and
equity among various groups of employees, supports and recognizes
innovation and exceptional performance, and fosters teamwork within the
organization.
APPROPRIATIONS CONTROL
In addition to the Statement of Financial Policies above, the Council has
established the following policy regarding Appropriations Control:
Appropriations requiring Council action are:
􀂃 Appropriation of reserves, except replacement reserves
􀂃 Transfers between funds
􀂃 Appropriations of any unassigned revenues ( unassigned revenues are those
revenues that are not associated with a particular business or service unit).
Appropriations requiring City Manager action are:
􀂃 Transfer within a fund or department
􀂃 Appropriation of unbudgeted assigned revenues – assigned revenues support
a specific business or service unit and allow expansion or contraction of that
unit in response to demand as manifested by receipt of assigned revenues
􀂃 Appropriation of replacement reserves
Appropriations of fiscal resources are approved by the City Council
and managed by the City Manager.
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BUDGET SCHEDULE
2006‐ 07
Date Function
January 17 2005‐ 06 Budget Instructions Distributed to Staff
February 17 Staff Meeting to discuss Department Strategies
February 27 City Council Mid‐ Year Review, Operating and CIP Budgets
March 1 CIP Priority Setting Meeting– Capital Budget Committee
March 20 Operating Budgets due to Finance Department
March 20 CIP Budget Due to Finance Department
March 31 Strategic Planning Meetings with City Council
April 1‐ 30 Finance Director and City Manager Reviews
May 22 Draft Budget Distributed to Council and Made Available to the Public
May 30‐ 31 City Council Work Sessions
June 26 2006‐ 07 Budget Public Hearing and City Council Final Approval
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ALL FUNDS SUMMARY
Fund Fund Name
Est Fund
Balance*
July 1, 2006
Estimated
Revenues
Proposed
Expenditures
Est Fund
Balance*
June 30, 2007
100 General Fund $ 4,594,000 $ 14,314,770 $ 14,652,407 $ 4,256,363
110
Comm. Facilities Dist # 1
( Cypress Grove)
0 251,150 200,847 50,303
123 Youth Development Fund 40,000 0 10,000 30,000
132
Park Landscaping Zn 1
( Community Parks)
( 784,105) 474,500 432,292 ( 741,897)
133 LLD Zone 2 ( Street Lighting) 4,193 171,684 171,684 4,193
140 Gas Tax Fund 543,866 899,000 1,417,866 25,000
145 Storm water NPDES 394,077 437,000 464,437 366,640
146 Measure C 638,542 404,984 1,018,526 25,000
150 Police P‐ 6 Fund 0 1,175,000 1,175,000 0
151 Police SLESF Fund 0 0 0 0
170 LLD Vintage Parkway 18,948 73,829 71,175 21,602
171 LLD Oakley Ranch 57,067 28,446 34,215 51,298
172 LLD Empire 68,126 6,534 6,075 68,585
173 LLD Oakley Town Center 22,024 10,941 9,035 23,930
174 LLD Oak Grove 18,810 28,500 28,875 18,435
175 LLD Laurel Woods/ Luna Estates 24,713 7,668 5,710 26,671
176 LLD South Forty 6,842 9,805 10,230 6,417
177 LLD Claremont 5,922 7,628 13,275 275
178 LLD Gateway 184,803 23,360 15,775 192,388
179 LLD Countryside ( Village Green) 15,687 2,625 4,875 13,437
180
LLD Country Fair
( Meadow Glen)
( 15,910) 5,423 8,525 ( 19,012)
181 LLD California Sunrise 30,163 3,502 4,355 29,310
182 LLD California Visions ( Laurel) 78,588 14,000 12,425 80,163
183 LLD Claremont Heritage 40,355 19,100 8,450 51,005
184
LLD Country Fair
( Meadow Glen II)
174,111 116,228 206,000 84,339
185 LLD Sundance 18,974 8,910 15,525 12,359
186
LLD Calif. Jamboree
( Laurel Anne)
234,194 92,319 27,825 298,688
187 LLD Country Place 45,142 25,900 17,775 53,267
188 LLD Laurel Crest 122,169 92,600 46,725 168,044
189 LLD Marsh Creek Glen 207,003 75,299 175,725 106,577
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ALL FUNDS SUMMARY
Fund Fund Name
Est Fund
Balance*
July 1, 2006
Estimated
Revenues
Proposed
Expenditures
Est Fund
Balance*
June 30, 2007
190 LLD Quail Glen 44,793 23,582 11,945 56,430
191 Cypress Grove 0 202,557 0 202,557
192 South Oakley 0 31,527 32,237 ( 710)
193 Stone Creek 0 34,726 0 34,726
201 General Capital Projects 1,458 500,000 500,000 1,458
202 Traffic Impact Fee Fund 867,339 2,820,000 3,662,339 25,000
203
Park Land Acquisition Impact Fee
Fund
1,191,000 450,000 1,616,000 25,000
204 Park Dev. Impact Fee Fund 1,400,000 550,000 1,925,000 25,000
205 Childcare Impact Fee Fund 548,450 260,000 783,450 25,000
206 Public Facilities Impact Fee Fund ( 436,561) 1,250,000 788,439 25,000
207
Reserve for Qualifying
Expenditures
335,000 163,000 498,000 0
221 Cypress Grove CIP 14,274,952 200,000 13,627,373 847,579
301 Developer Deposits Fund 27,601 3,000,000 3,000,000 27,601
321
Cypress Grove 2004‐ 1 AD Debt
Svc Fund
732,982 1,296,000 1,254,000 774,982
501 Equipment Replacement Fund 345,000 365,000 117,500 592,500
502
Capital Facilities MTC and
Replacement Fund
0 88,000 0 88,000
601 Trust and Agency Fund $ 0 $ 0 $ 0 $ 0
Fund 178 Gateway – Fund Balances are expected to be used for future tree upgrades and replacements and related waterline
replacements and extensions.
Fund 186 California Jamboree ( Laurel Anne) – Fund balances are expected to help fund the development of the 9‐ acre Laurel
at Creekside Park.
Fund 188 – Laurel Crest – Fund Balances are expected to help fund the development of the 10‐ acre Laurel Crest Park.
Fund 191 Cypress Grove – This park is expected to come on line in the spring of 2007. The fund balances ensure adequate
funding of park operations and reserves at the time it comes on line.
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2006‐ 07 POSITION ALLOCATION SUMMARY
Current
Status FTE
Contract
FTE
Total
City
FTE
CITY ATTORNEY’S OFFICE
City Attorney Contract 1 1
City Attorney Staff Contract 0.5 0.5
SUBTOTAL CITY ATTORNEY’S
OFFICE 1.5 1.5
GENERAL MANAGEMENT
City Manager’s Office
City Manager Employee 1 1
Assistant City Manager Employee 1 1
Management Analyst Employee 1 1
REDEVELOPMENT AGENCY
Redevelopment/ Economic Dev.
Director Employee 1 1
RDA Analyst ( new) Employee 1 1
Administrative Assistant Employee 0.25 0.25
CITY CLERK
City Clerk Employee 1 1
Administrative Assistants Employee 1.75 1.75
SUBTOTAL GENERAL
MANAGEMENT 8 0 8
FINANCE
Finance Director Employee 1 1
Accounting Manager Employee 1 1
Accounting Technician Employee 2 2
INFORMATION TECHNOLOGY
Consultant Contract 0.5 0.5
SUBTOTAL FINANCE 4 0.5 4.5
PARKS & RECREATION
Parks & Recreation Manager Employee 1 1
Recreation Program Coordinator Employee 1 1
Seasonal Staff ( Rec. Leaders & Rec.
Staff) Employee 4.25 4.25
Parks/ Landscape Supervisor Employee 1 1
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2006‐ 07 POSITION ALLOCATION SUMMARY
Current
Status FTE
Contract
FTE
Total
City
FTE
SUBTOTAL PARKS & RECREATION 7.25 0 7.25
POLICE SERVICES
Police Chief Contract 1 1
Police Sergeants Contract 3 3
Officers Contract 19 19
Administrative Assistant Employee 1.25 1.25
Police Services Assistant Employee 2.95 2.95
Fleet Coordinator Employee 0.5 0.5
SUBTOTAL POLICE 4.7 23 27.7
COMMUNITY DEVELOPMENT
Administrative Assistant Employee 1 1 2
Assistant Engineer Contract 2 2
Assistant Planner Employee 1 1
Associate Planner Employee 1 1
Building Inspector Contract 3 3
Building Official Contract 0.8 0.8
City Engineer Contract 1 1
Development Manager Contract 1 1
Code Enforcement Officer Contract 1 1
Community Development Director Employee 1 1
Deputy Building Official Contract 1 1
Permit Technician Contract 2 2
Public Works Inspector Contract 4 4
Senior Engineer Contract .8 .8
Senior Planner Employee 1.6 1.6
Storm Water Program Coordinator Contract 0.4 0.4
SUBTOTAL COMMUNITY
DEVELOPMENT 5.6 18.0 23.6
TOTAL STAFF 29.55 43.0 72.55
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GENERAL FUND ESTIMATED REVENUES
2006‐ 07
Revenue
Actual 2004‐
05 Revenues
Estimated 2005‐
06 Revenues**
Proposed 2006‐
07 Revenues**
Interfund Charges for Services* N/ A $ 3,530,000 $ 4,426,000
Property Taxes $ 2,696,457 3,544,000 3,750,000
Development Fees 2,263,135 4,539,000 3,327,000
Sales Taxes 1,081,176 1,100,000 1,144,000
Other Revenues 312,939 500,000 492,000
Franchise Fees 451,368 310,000 341,000
Property Transfer Taxes 297,579 285,000 325,000
Motor Vehicle in Lieu 875,639 500,000 208,000
Transient Occupancy Taxes 183,733 184,000 185,000
Business License Fees 44,258 90,000 100,000
Grants 227,429 90,000 17,500
* Interfund charges are new in 2005‐ 06, a result of the reformatting of the City’s budget.
** 2005‐ 06 and 2006‐ 07 data rounded to thousands.
0.0 1.0 2.0 3.0 4.0 5.0
$ Millions
Interfund Charges for Services
Property Taxes
Development Fees
Sales Taxes
Other Revenues
Franchise Fees
Property Transfer Taxes
Motor Vehicle in Lieu
Transient Occupancy Taxes
Business License Fees
Grants
Estimated Revenues
2006- 07
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PROPERTY TAXES
The City receives two significant types of property taxes: 1) the City’s share of 1%
Property Taxes collected by the County; and, 2) Property Tax In Lieu Of Vehicle License
Fees. Estimates for 2006‐ 07 are for 1% Property Taxes totaling $ 1,800,000 and Property
Taxes In Lieu Of Vehicle License Fees totaling $ 1,950,000.
The 1% Property Tax is the one most commonly understood by property owners, since
it relates to Proposition 13 and residents’ annual property tax bills. In addition, the City
receives property tax allocations to backfill the local taxes lost when the State reduced
the vehicle license fees in 2004‐ 05.
Property Taxes
$ 0
$ 1,000
$ 2,000
$ 3,000
2005 2006 2007
Thousands
1% Property Taxes
Property Taxes in
Lieu of VLF
SALES TAXES
The City receives a share of sales taxes where the point of sale is located in the City.
While the City does not yet have a large commercial base, business activity is expected
to grow over time and these revenues will increase. For 2006‐ 07, the estimated sales
taxes are $ 1,144,000.
$ 1,000
$ 1,050
$ 1,100
$ 1,150
Thousands
2005 2006 2007
Fiscal year
Sales Tax
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MOTOR VEHICLE IN LIEU FEES
The City continues to receive a share of the now permanently reduced vehicle license
fees. Since 1999, the City has received a “ super allocation” of these fees. State law
requires that new cities receive these additional allocations to fund their startup
expenses and begin building a reserve for the future. As Oakley is now completing its
seventh year of existence, it will no longer receive the additional super allocation of
these revenues. Estimated 2006‐ 07 Motor Vehicle in Lieu revenues are $ 208,000. In the
chart below, 2005 MVLF revenues include the one time payment of the State’s VLF gap
loan without which 2005 revenues would have been comparable to those in 2006.
0
500
1000
Thousands
2005 2006 2007
Fiscal Year
Motor Vehicle License Fees
OTHER TAXES
In addition to the above taxes, the City collects a Transient Occupancy ( hotel) Tax,
utility franchise fees, and business license taxes. For 2006‐ 07, estimated Other Taxes are
$ 626,000. In the chart below, 2005 franchise fees include prior year retroactive
payments without which 2005 revenues would have been comparable to 2006.
Other Taxes
0
100
200
300
400
500
2005 2006 2007
Fiscal Year
Thousands
Transient Occupancy
Taxes
Franchise Fees
Business License Taxes
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DEVELOPMENT FEES
Development Fees are made up primarily of building permits, plan review, and
administrative fees. As the City is currently experiencing a period of rapid growth,
these revenues have been more significant. This will not always be the case, but with
limited opportunities for development in other areas of the County, the significant
amount of undeveloped property in Oakley will likely continue to be built out as
quickly as the market can absorb it. For 2006‐ 07, Development Fees are estimated at
$ 3,327,000.
2005 2 ,263 2005 2006 2007
2006 4 ,311 2,263 4,311 3,280
2007 3 ,280
-
2,000
4,000
6,000
Thousands
2005 2006 2007
Fiscal Year
Development Fees
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INTERFUND CHARGES FOR SERVICES
Interfund Charges for Services is the single largest revenue of the City. More than one‐third
of the City operations are involved in projects funded by impact fees, developer
application fees, special taxes and assessments. In 2005‐ 06, the City reformatted and
reorganized its budget with one benefit being that it is now easier to see ( and manage)
program funding. In 2005‐ 06, interfund charges are projected to reach $ 3.5 million, and
in 2006‐ 07 these charges are estimated at $ 4.4 million.
OVERALL ANALYSIS OF GENERAL FUND REVENUES
While the City continues to progress in building a well balanced community, by
attracting people, jobs, and services to achieve its mission to make Oakley a place for
families to live, work, shop, and play, the variety and amount of its revenues remains
concentrated in development related categories. Over the next 5‐ 10 years, we must
work to shift the situation towards the traditional funding model that emphasizes
property taxes, sales taxes, special taxes, assessments, and fees.
GENERAL FUND
PROPOSED EXPENDITURES
Department
Actual 2004‐ 05
Expenditures
Estimated 2005‐ 06
Expenditures*
Proposed 2006‐ 07
Expenditures*
Police $ 3,715,875 $ 5,424,000 $ 5,831,000
Building 1,703,166 3,074,000 2,644,000
Public Works 167,399 1,848,000 2,051,000
Planning 813,609 650,000 709,000
Parks & Recreation 433,908 674,000 672,000
Transfers Out ‐ 335,000 653,000
City Manager 275,629 637,000 545,000
Finance 341,258 548,000 518,000
City Clerk 178,322 265,000 263,000
Information Services 120,002 200,000 196,000
City Attorney 396,856 224,000 184,000
Community Outreach 114,578 102,000 109,000
Animal Control 58,320 68,000 102,000
City Council 66,763 100,000 51,000
Economic Development 0 0 35,000
Human Resources 106,191 62,000 34,000
Code Enforcement 139,147 75,000 29,000
Non‐ Departmental $ 360,604 $( 89,000) $ 25,000
* Many department expenditures increased in 2005‐ 06 when the budget was reformatted and brought all staff into
the General Fund. During the year costs are charged to other funds , where appropriate.
** 2005‐ 06 and 2006‐ 07 data rounded to thousands
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0 1 2 3 4 5 6
$ Millions
Police
Building
Public Works
Planning
Parks & Recreation
Transfers Out
City Manager
Finance
City Clerk
Information Services
City Attorney
Community Outreach
Animal Control
City Council
Economic Development
Human Resources
Code Enforcement
Non- Departmental
Proposed Expenditures 2006- 07
DEPARTMENT DETAILS
The following pages review each of the proposed Department budgets with a summary
discussion of program description, staffing, and objectives for 2006‐ 07:
ANIMAL CONTROL
Program Costs and Revenues
The City contracts with Contra Costa County for Animal Control services. The costs
are funded entirely by the General Fund.
Program Description
Animal Control services patrol the City’s streets and respond to public health and
safety calls concerning animals in the City. The County Animal Services
Department provides the service and access to its animal shelter facility in Martinez.
Staffing Summary
The County Animal Services Department provides all staffing for an annual per
capita charge. There is no City staff allocated to this function.
Program Changes
There are no significant program changes for 2006‐ 07. The County has significantly
increased its charge from $ 2.46 to $ 3.61 per capita to contract cities in order to reduce
the County subsidy to this program. This is the first year of a three year plan to
reduce the County subsidy, and annual increases of over $. 50 per capita are
expected over this period.
2006‐ 07 Estimated Contract Costs: $ 102,037.
PRIOR YEARS
2003‐ 04 2004‐ 05 2005‐ 06
$ 55,961 $ 58,320 $ 67,773
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CITY COUNCIL
Program Costs and Revenues
The City Council’s costs are funded entirely by General Fund revenues
Program Description
The Council is the legislative body of the City, in essence the City’s “ Board of
Directors”. The Council establishes the City’s laws and policies and provides
direction to the City Manager to implement them.
Staffing Summary
The Council is made up of five elected members. The City Manager, who directs the
day‐ to‐ day operations of the City, is accountable directly to the Council.
CITY COUNCIL
USE OF FUNDS
2003‐ 2004
Actual
2004‐ 2005
Actual
2005‐ 2006
Projected
2006‐ 07
Recommended
Personnel Services $ 21,432 $ 20,921 $ 21,000 $ 22,655
Services $ 87,608 $ 45,043 $ 78,000 $ 26,500
Supplies $ 44 $ 799 $ 1,384 $ 1,500
Capital Outlay $ 0 $ 0 $ 0 $ 0
Total $ 109,084 $ 66,763 $ 100,384 $ 50,655
CITY COUNCIL STAFFING
Mayor 1
Vice Mayor 1
Councilmembers 3
Total City Council Staffing 5
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CITY CLERK
Program Costs and Revenues
All Department costs are part of City administration. Revenue is generated for the
General Fund through the passport acceptance program.
Program Description
The City Clerk’s Department coordinates the distribution of meetings packets for the
City Council, Redevelopment Agency and Public Financing Authority, records the
proceedings of those meetings and processes approved documents such as
resolutions, ordinances minutes and contracts; coordinates municipal elections;
maintains and protects the official records of the City; coordinates the records
management program; maintains the Municipal Code; administers the Fair Political
Practices Commission’s regulations; processes claims against the City; and provides
passport acceptance services.
Staffing Summary
The City Clerk’s Department consists of two and three‐ quarters full‐ time staff: City
Clerk, Receptionist and an Administrative Assistant shared with the Redevelopment
Agency.
Program Objectives
The City Clerk’s office will coordinate the hosting of the Contra Costa County
Mayors’ Conference in August; maintain the Municipal Code; continue Oakley’s
one‐ stop service for passport acceptance services; continue to implement the
citywide records scanning program; continue to provide high‐ quality agenda
packets for City Council, Redevelopment Agency and Public Finance Authority
meetings; provide excellent customer service both internally and externally;
disseminate accurate information in an efficient manner.
Program Changes
The primary change in program objectives is to coordinate the development and
implementation of improved records management practices throughout the
organization.
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CITY CLERK
USE OF FUNDS 2003‐ 2004
Actual
2004‐ 2005
Actual
2005‐ 2006
Projected
2006‐ 07
Recommended
Personnel Services $ 98,401 $ 168,472 $ 225,000 $ 229,034
Services $ 14,351 $ 5,353 $ 39,513 $ 29,226
Supplies $ 1,606 $ 4,497 $ 800 $ 4,930
Total $ 114,358 $ 178,322 $ 265,313 $ 263,190
CITY CLERK STAFFING
City Clerk 1
Administrative Assistant 1.75
Total City Council Staffing 2.75
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CITY ATTORNEY
Program Costs and Revenues
The City Attorney’s costs shown in the General Fund are part of City
Administration. The Attorney’s Office costs related to special purpose revenues are
charged to the relevant funds directly. Total costs and revenues for the City
Attorney are estimated in the Contract Analysis section of the budget; what is
included in this section is only the General Fund portion of these services. Attorney
costs are billed to the City by the hour.
Program Description
The City Attorney works closely with the City Manager and his staff to carry out the
Council’s goals. The City Attorney directs and manages the work of the City
Attorney’s Office. The City Attorney’s Office provides legal services, advice, and
representation to the Mayor, City Council, City Manager, City departments, and
City boards and commissions. It also serves as General Counsel for the
Redevelopment Agency.
The City Attorney’s Office advocates the City’s interest in lawsuits filed against or
on behalf of the City, its officers, employees, and agencies in administrative venues,
before boards and commissions, and in the state and federal court systems. The City
Attorney’s Office assists in the investigation of all claims for damages filed against
the City and defends the City’s interests when necessary.
The City Attorney’s Office similarly provides legal advice in the areas of land use,
personnel, elections, conflicts of interest, and economic development, among others.
Services include drafting and reviewing contracts, ordinances, resolutions, and other
documents, as well as legal research. The City Attorney also provides counsel to
and attends meetings of the Council, the Planning Commission ( as required), and
special committees ( as required).
Staffing Summary
The City contracts with the firm of Meyers, Nave for City Attorney services. There
is one attorney assigned as City Attorney and, as necessary, the firm makes its entire
staff on a fee basis available to serve the City’s needs.
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Program Objectives
􀂃 Assist with code enforcement, amortization of nonconforming uses, and related
redevelopment efforts.
􀂃 Assist with the redevelopment of the Civic Center site and Carol Lane properties.
􀂃 Assist with major public works projects, such as the widening of Laurel Road,
including litigation of eminent domain cases to acquire necessary right‐ of‐ way.
􀂃 Defend the City in various litigation matters, including the East Cypress
Corridor CEQA litigation.
􀂃 Complete the acquisition of property for the Redevelopment Agency through
eminent domain.
􀂃 Assist with the preparation of amendments to the existing Redevelopment
Project Area to include additional blighted areas.
􀂃 With staff, present for Council consideration ordinances establishing
Administrative Penalty and Administrative Citation procedures for violations of
Municipal Ordinances. Work with staff on development and implementation of a
Council‐ approved code enforcement program.
􀂃 Assist staff with creation of new citywide sign regulations, particularly for
subdivision signs.
􀂃 Prepare all ordinances and assist with the preparation of reports necessary to
regulate the establishment of medical marijuana dispensaries at the end of the
existing moratorium. Track legislative and judicial actions on the lawfulness of
such dispensaries in anticipation of preparing regulations at the end of the
moratorium period.
􀂃 Continue research and work on resolving the Sierra‐ Crete issue.
􀂃 Promptly advise each department of legal implications of proposed actions and
of permissible alternatives when legal restrictions arise.
􀂃 Administer the City Attorney’s Office in a cost‐ effective manner.
􀂃 Participate in existing and new City programs as a full team member and assist
in their successful completion.
􀂃 Work with Staff to develop Agricultural Preservation Ordinance.
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CITY ATTORNEY
USE OF FUNDS
2003‐ 2004
Actual
2004‐ 2005
Actual
2005‐ 2006
Projected
2006‐ 07
Recommended
Contracted Services $ 210,754 $ 396,856 $ 223,706 $ 184,113
Total $ 210,754 $ 396,856 $ 223,706 $ 184,113
CITY ATTORNEY STAFFING
City Attorney ( Meyers, Nave, Riback and
Silver)
1.0
City Attorney Staff ( Also Meyers, Nave) 0.5
Total City Attorney Staffing 1.5
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CITY MANAGER
Program Costs and Revenues
The majority of the City Manager’s Office is city administration with a portion
attributable to the oversight and support to the Oakley Redevelopment Agency and
City Economic Development program.
Program Description
The City Manager’s Office is responsible for the general administration and
oversight of Oakley’s municipal operations, including the Redevelopment Agency.
This involves coordination of organizational programs and activities; development
and general management of operating and capital budgets, fiscal planning, selection
of senior management personnel; generating public information and encouraging
community participation; and facilitating the implementation of the City’s short and
long term economic development strategies.
These duties are carried out under the direction of the City Council and through
implementation of the City Council policies and legislative actions. The City
Manager’s Office is responsible for ensuring that the City Council is provided with
adequate information and recommendations regarding technical and professional
issues under policy consideration and implementing City Council decisions in these
areas. Further, the City Manager’s Office provides the necessary administrative
support to City Council Members in their legislative role within the organization, as
well as in their activities with other agencies and organizations.
Staffing Summary
The City Manager’s Office is comprised of three professional staff: the City Manager,
Assistant City Manager and Management Analyst, who also coordinates the Human
Resources activities of the City.
Program Changes
The City Manager’s Office has undergone significant transition during the last fiscal
year with the recruitment of a new City Manager and the addition of an Assistant
City Manager. The number of major projects and initiatives being addressed by the
City of Oakley and the need to develop more sophisticated administrative policies
and procedures commensurate with the growth and evolution of the City of Oakley
will continue to provide challenge to the City Manager’s Office.
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Program Objectives
The City Manager’s office is directly responsible for Human Resources, major
economic development projects including the Cline Commercial and DuPont Reuse
Projects, eBART, affordable housing finance, emergency operations, and franchise
agreements.
CITY MANAGER
USE OF FUNDS 2003‐ 2004
Actual
2004‐ 2005
Actual
2005‐ 2006
Projected
2006‐ 07
Recommended
Personnel Services $ 135,155 $ 231,707 $ 534,163 $ 476,690
Services $ 47,845 $ 42,084 $ 101,632 $ 67,377
Supplies $ 0 $ 1,838 $ 1,207 $ 750
Capital Outlay $ 0 $ 0 $ 0 $ 0
Totals $ 183,000 $ 275,629 $ 637,002 $ 544,817
CITY MANAGER STAFFING
City Manager 1
Assistant City Manager 1
Management Analyst 1
Total City Manager Staffing 3
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COMMUNITY OUTREACH
Program Description
The City Manager’s office administers the activities of Community Outreach with
assistance from the Parks & Recreation Director. Community Outreach includes the
contract with Len Simon and Co. for legislative support in Washington, D. C., the
funding for the Oakleaf, Oakley’s community newsletter, a recycling grant
community event and program sponsorship, the contract with Contra Costa County
for library services, and general community promotions.
Program Changes
The Community Benefit Grant Program formalizes requests for funding and is new
for fiscal year 2006‐ 07. Historically, the City Council has authorized between $ 7,000
and $ 9,000 to support events such as the Almond Festival, bass fishing tournaments,
and smaller community programs such as HALO. Staff has proposed that the
Council consider $ 10,000 for the grants this upcoming year. This year’s budget also
includes increasing the number of Oak Leaf publications from 2 to 4.
COMMUNITY OUTREACH
USE OF FUNDS
2003‐ 2004
Actual
2004‐ 2005
Actual
2005‐ 2006
Projected
2006‐ 07
Recommended
Personnel Services
Services $ 12,597 $ 110,324 $ 95,000 $ 105,700
Supplies $ 27,449 $ 7,000 $ 3,500
Charges
Total $ 12,597 $ 137,773 $ 102,000 $ 109,200
COMMUNITY OUTREACH STAFFING
Total Community Outreach
Staffing
None
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FINANCE
Program Costs and Revenues
All Finance Department costs are part of City administration.
Program Description
The Finance Department provides support services citywide with the goal of
intelligent and prudent financial management. Department activities include
Treasury and Debt Management; Accounting for Payroll, Accounts payable, General
Ledger, and Capital Projects; Billing and Collections; Business Licensing; Financial
Reporting; Budget Development and Management; Long‐ Term Planning;
Purchasing; and Risk Management.
Staffing Summary
The Finance Department consists of four full‐ time staff: Finance Director,
Accounting Manager, and two Accounting Technicians.
Program Objectives
The primary operating objectives for the department for 2006‐ 07 are to continue
updating and developing the financial and procedural infrastructure appropriate for
performing the City’s financial functions. There are no significant changes to the
Department’s objectives.
Program Changes
Program changes and projects include enhancing internal controls, improving
internal financial reporting, streamlining the external reporting process, exploring
additional procurement resources to help manage costs, and increasing automation
of financial operations. Additional goals include enhancing our long‐ term planning
by improving the 10 Year Plan model and developing a Capital Financing Plan, and
developing a basic Cash Flow Plan to enhance Treasury Management. There are no
increases in regular staffing levels or significant one time costs proposed.
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FINANCE
Use of Funds
2003‐ 2004
Actual
2004‐ 2005
Actual
2005‐ 2006
Projected
2006‐ 07
Recommended
Personnel
Services
$ 169,931 $ 223,937 $ 421,725 $ 424,527
Services 464,459 $ 114,764 125,300 93,123
Supplies 867 2,557 1,050 750
Capital Outlay 0 0 0 0
Total $ 235,257 $ 341,258 $ 548,075 $ 518,400
FINANCE DEPARTMENT STAFFING
Finance Director 1
Accounting Manager 1
Accounting Technician 2
Total Finance Department Staffing 4
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HUMAN RESOURCES
Program Costs and Revenues
All Division costs are part of City administration and come from the General Fund.
Program Description
The Human Resources Department administers the City ʹ s personnel merit system;
employee benefits, employee relations, equal employment opportunity programs,
and classification and compensation programs. The Department provides diverse
and skilled applicant pools; assures that the City’s policies and procedures are
uniformly interpreted and implemented; and ensures that all recruitment, hiring,
placements, transfers and promotions are made on the basis of individual
qualifications for the position filled.
Staffing Summary
Currently, the Human Resources Division does not employ a dedicated staff person.
The Management Analyst along with the City Manager provides oversight for the
Human Resource function within the organization.
Project Objectives
The Human Resources division will continue to seek the most cost effective health
insurance benefits for City Staff; formalize job descriptions; implement the Injury
Illness Prevention Plan ( IIPP) and Emergency Action Plan; conduct mandatory
training seminars; promote professional development training opportunities; and
continue partnering with the Municipal Pooling Authority in support of the City’s
Loss Control and Wellness Programs.
Program Changes
The Human Resources division will reorganize the personnel records to ensure
compliance with standard Human Resources practices; add job descriptions, salary,
and benefit information to the City’s website; update the employment handbook to
incorporate more comprehensive policies and procedures; and implement a monthly
employee recognition program to enhance workplace morale.
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HUMAN RESOURCES
USE OF FUNDS
2003‐ 2004
Actual
2004‐ 2005
Actual
2005‐ 2006
Projected
2006‐ 07
Recommended
Personnel Services $ 600 $ 6,941 $ 1,300 $ 5,300
Services $ 34,829 $ 98,517 $ 61,050 $ 26,925
Supplies $ 2,493 $ 733 $ 2,000
Capital Outlay
Total $ 37,922 $ 106,191 $ 62,350 $ 34,225
HUMAN RESOURCES DEPARTMENT STAFFING
CITY MANAGER’S OFFICE
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INFORMATION SYSTEMS
Program Costs and Revenues
All Finance Department costs are part of City administration.
Program Description
The Information Systems Department provides support services citywide with the
goal of providing on demand network availability for City Staff, and timely
troubleshooting when problems arise. Department activities are primarily network
maintenance and support, and advisory services related to strategic planning as it
relates to managing and maintaining the City’s networks..
Staffing Summary
The Information Systems Department is managed by the Finance Director and
staffed by BriteVision Network Services, a private contractor. BriteVision has staff
at the City Offices 16 hours per week and responds to calls 24/ 7.
Program Objectives
Significant operating program objectives for the Department for 2006‐ 07 remain
unchanged: To provide outstanding network support and assist the City in network
related planning and accommodating future growth.
Program Changes
There are no significant operating program changes for 2006‐ 07.
INFORMATION SYSTEMS
USE OF FUNDS 2003‐ 2004
Actual
2004‐ 2005
Actual
2005‐ 2006
Projected
2006‐ 07
Recommended
Personnel Services
Services $ 122,222 $ 119,397 $ 204,676 $ 184,802
Supplies $ 157 $ 605 $ 2,000 $ 6,500
Capital Outlay $ 47,693 $ 5,100
Total $ 170,072 $ 120,002 $ 206,676 $ 196,402
INFORMATION TECHNOLOGY DEPARTMENT STAFFING
Total Contracted Staff ‐ Brite Vision Networks 0.5
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NON‐ DEPARTMENTAL
Program Costs and Revenues
All Non‐ Departmental costs are part of City administration and are allocated to City
departments. In addition to centralized operating expenses like office supplies,
phones, utilities, and building maintenance, the Non‐ Departmental budget unit
includes the City’s Worker’s Compensation and other insurance premiums,
depreciation and replacement cost amounts to be transferred to the Equipment and
Vehicle Replacement Reserve, an annual set aside for merit pay increases, the
current year LAFCO operations payment, and a General Fund contingency.
Program Description
There is no program in the Non‐ Departmental budget unit. This budget is for costs
better managed on a citywide basis, such as office supplies, utilities, storage space
rentals, copier costs, insurance, web page maintenance costs, and telephone services.
Staffing Summary
The Non‐ Departmental budget unit is managed by the City Manager and Finance
Director.
NON‐ DEPARTMENTAL
USE OF FUNDS
2003‐ 2004
Actual
2004‐ 2005
Actual
2005‐ 2006
Projected
2006‐ 07
Recommended
Personnel Services $ 6,691 $ 13,261, $ 73,183 $ 72,000
Services $ 381,314 $ 316,297 $ 666,507 $ 670,000
Supplies $ 4,752 $ 96,153 $ 87,000
Capital Outlay $ 26,294 $ 0 $ 0
Transfers Out $ 345,000 $ 433,000
Inter‐ Dept. Allocations ($ 1,269,767) ($ 1,237,000)
Total $ 388,005 $ 360,604 ($ 88,924) $ 25,000
NON‐ DEPARTMENTAL STAFFING
None
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ECONOMIC DEVELOPMENT
Program Costs and Revenues
All program costs are part of City administration. The City of Oakley Econcomic
Development represents an investment of taxes and general fund resources to attract
business to the City and generate additional sales, property, and transient
occupancy and related tax revenue.
Program Description
The Economic Development Element of the City’s General Plan includes the
following goals:
1. Retain existing businesses and expand Oakley’s economic base
2. Establish a diverse and balanced local economy
3. Remove or reduce constraints to economic development
4. Encourage local financial participation in the community as a means of
facilitating economic development
Given the importance of this city function, a separate budget has been created for
the 2006‐ 07 Fiscal Year that dedicates General Fund resources to the following
activities:
􀂃 Development and implementation of an Economic Development Strategic Plan
􀂃 Completion of the Specific Plan and EIR for the 70 acre Cline Commercial Project
􀂃 Completion of the Specific Plan, environmental document, and remediation for
the 300 acre DuPont Site
􀂃 Development of a marketing, development phasing, and financing plan for the
industrially zoned land south of Main Street between Neroly and Live Oak
􀂃 Continued facilitation of commercial development projects throughout the City
in conjunction with the City’s Redevelopment efforts
􀂃 Continued participation in ICSC and other targeted trade show activities to
market Oakley projects and sites
􀂃 Development of new marketing materials
􀂃 Develop and implement a local economic level and marketing program to attract
people and businesses to the City of Oakley ( funded at $ 15,000 per year)
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Staffing Summary
Economic Development activities are performed by City Manager department staff
and in coordination with the Economic Development and Redevelopment Director.
ECONOMIC DEVELOPMENT
USE OF FUNDS
2003‐ 2004
Actual
2004‐ 2005
Actual
2005‐ 2006
Projected
2006‐ 07
Recommended
Personnel Services N/ A N/ A N/ A $ 0
Services $ 9,550
Supplies $ 25,500
Capital Outlay
Total $ 0 $ 0 $ 0 $ 35,050
ECONOMIC DEVELOPMENT
Economic/ Redevelopment Director
City Manager’s Office
Total Economic Development
Staffing
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BUILDING & CODE ENFORCEMENT
Program Costs and Revenues
Revenues are comprised of building permit, plan check and inspection fees. Costs are,
by contract, 94% of the revenues. The remaining 6%, as well as an add‐ on
administrative fee, is collected to offset the cost of contract administration and
oversight.
Program Description
The Building & Code Enforcement Division is responsible for the administration and
enforcement of building codes ( California Building, Plumbing, Mechanical Codes and
the National Electrical Code). To provide minimum standards to safeguard public
health and welfare, and property, by regulating and controlling the design of structures
through plan review, construction of structures through field inspection to monitor
quality of materials, use and occupancy, location and maintenance of all buildings and
structures within the City of Oakley, while maintaining an active code enforcement
program.
Program Staffing
Staffing is provided by a contract with LP2A. The contract provides for the firm to
provide a Building Official, Deputy Building Official, Inspectors, Permit Technicians,
and a Code Enforcement Officer, as needed to provide the contracted services.
Program Objectives
􀂃 Answer incoming phone calls within three rings and return calls and emails same
day, or within 24 hours
􀂃 Continue to facilitate the completion of the Courtyards, the 96 unit affordable
housing apartment project at Cypress Grove, as the project seeks final inspections
􀂃 Work with landlords and tenants to resolve code related issues
􀂃 Provide staff training on code updates
􀂃 Review the possibilities to reduce the plan check turnaround on swimming pools
􀂃 Continue the ride‐ along inspector program
􀂃 Continue to evaluate staffing levels to meet construction activity
􀂃 Establish a graffiti program to remove graffiti within 24 hours
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􀂃 Provide customer service training and seek feedback on “ how are we doing”?
􀂃 Provide opportunities for the permit technicians to gain some field experience with
on‐ going construction projects
Program Changes
􀂃 Assumed the responsibilities of Code Enforcement
􀂃 Establish expedited plan check services policy with the Community Development
Director
BUILDING AND CODE ENFORCEMENT
USE OF FUNDS
2003‐ 2004
Actual
2004‐ 2005
Actual
2005‐ 2006
Projected
2006‐ 07
Recommended
Personnel Services $ 145,591 $ 225,534 $ 21,125 $ 0
Services* $ 1,197,410 $ 1,576,732 $ 3,092,207 $ 2,665,710
Supplies $ 1,962 $ 14,463 $ 0 $ 7,075
Capital Outlay $ 20,000
Total $ 1,344,963 $ 1,816,729 $ 3,133,332 $ 2,672,785
* The increase in services costs for Building and Code Enforcement is the result of the surge in building permit activity
experienced over the last several years.
BUILDING AND CODE ENFORCEMENT DEPARTMENT
The following staff are provided by contract with LP2A:
Building Official 0.8
Deputy Building Official 1
Building Inspectors 3
Permit Technicians 2
Code Enforcement Officer 1
Total 7.8
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POLICE
Program Costs and Revenues
The costs of police services are driven primarily by the costs per officer charged by
the Contra Costa County Sheriff’s Office, although support costs, capital costs and
administrative costs also contribute to the overall picture. Revenues to pay for these
services include special taxes and fees but for now are paid for primarily by the
General Fund.
Program Description
The Oakley Police Department has the primary responsibility of protection of life
and property and preserving the peace. These duties are accomplished within the
framework of those freedoms guaranteed by the Constitutions of the United States
of America and the State of California.
The Department investigates crime, arrests those responsible, seeks prosecution for
criminal acts, and engages in crime prevention. Emphasis is placed on traffic safety,
including education, preventing hazardous traffic violations, alleviating parking
complaints and conducting traffic collision investigations. Community programs
target youth in our schools to encourage positive behavior and community
involvement. Detectives investigate missing persons, drug trafficking and other
serious offenses. Uniformed officers provide proactive patrol and actively pursue
those involved in illegal activity.
The Community Oriented Policing & Problem Solving program ( COPPS) is a
priority for all Department staff. The Department actively works with the City Staff
and the community in developing long‐ term solutions to community issues. This
commitment to COPPS enhances the Oakley Police Department’s strong crime
prevention effort along with positive community contacts.
Department goals emphasize that each officer and staff person understands that
daily activities and contacts with the community are an integral part of the COPPS
efforts. Each citizen contact is an opportunity to create a positive impression and
enhance our community mission. Each officer’s professional decorum and
demeanor contributes to the public’s sense of safety and confidence in the City’s
ability to provide professional services.
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Program Staffing
The costs for 2006‐ 07 are for a fully staffed department with 23 officers, 2.95 FTE
public safety assistants, 1.25 FTE Administrative Assistants and a .5 FTE fleet
manager. One budgeted patrol officer will be hired shortly after the start of the fiscal
year and at mid‐ year an additional budgeted officer will be considered to address
the expanding service area due to the impending East Cypress Annexation. With the
additional officers, the City’s sworn officers per 1,000 citizens ratio will be .83
compared to our goal of 1.1.
Program Objectives
􀂃 Continue community policing efforts by involving the community in COPPS
meetings and seeking input for enforcement priorities
􀂃 Continue to focus on traffic safety through education and enforcement. Expand
the traffic safety program by adding a surplus patrol vehicle to the “ Silent
Sentry” program
􀂃 Address increasing costs for law enforcement services by continuing to search for
law enforcement grants
􀂃 Address increasing costs for law enforcement by continuing to expand the role of
non sworn personnel ( Police Services Assistants) within the Police Department.
The duties will include investigating minor traffic collisions, crime scene
processing, and prisoner transportation
􀂃 Expand the Emergency Preparedness program and operations by training and
educating the city staff and residents. Continue ongoing training and scenario
based exercises for city staff members
􀂃 Work with all city departments to monitor and accurately predict population
growth through general expansion and the annexation process. This must
include ongoing analysis of service demands created by growth
􀂃 Continue to work with all city departments to analyze future revenues for police
services that are realized on an incremental basis. Use these revenues to
continue the expansion of personnel and other resources to keep pace with
growth
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Program Changes
The Police Department proposes the additional funding to add one additional full‐time
officer position. This position was added to the Police Department budget in
February through the use of Supplemental Law Enforcement Funding ( SLESF)
resources. The goal is to continue the funding into the 2006‐ 07 budget year.
POLICE DEPARTMENT
USE OF FUNDS
2003‐ 2004
Actual
2004‐ 2005
Actual
2005‐ 2006
Projected
2006‐ 07
Recommended
Personnel Services $ 96,820 $ 154,727 $ 136,946 $ 163,580
Services* $ 3,151,757 $ 3,785,887 $ 4,975,755 $ 5,474,411
Supplies $ 193,877 $ 206,145 $ 190,095 $ 186,500
Capital Outlay $ 34,922 $ 129,601 $ 121,000 $ 7,000
Total $ 3,477,376 $ 4,276,360 $ 5,423,796 $ 5,831,491
* Services amounts increased substantially in 2005‐ 06 due to the reformatting of the City’s budget. Through that process, all
City Staff ( in this case contract staff) costs were brought back into the General Fund. As the year unfolds, costs are recovered
from other funds, where appropriate, through interfund charges.
POLICE DEPARTMENT STAFFING
Contract with the Contra Costa County Office of the Sheriff 23.00
Administrative Assistant 1.25
Fleet Technician 0.50
Police Services Assistant 2.95
Total Police Department Staffing 27.70
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COMMUNITY DEVELOPMENT
Program Costs and Revenues
The Planning Department costs are primarily related to development activity and
thus funded by developer fees; however, there are City planning responsibilities that
must be met whether there is development or not, and these are paid for by the
General Fund.
Program Description
The Community Development Department provides services through the Divisions
of Building & Code Enforcement, Engineering and Planning. The Department is
responsible for implementation of policy pertaining to orderly and balanced
physical growth in the City of Oakley. The Department administers and coordinates
the work of three divisions in order to strengthen and preserve the City’s
neighborhoods; strategically develop the City’s revenue base; coordinate new
growth and long range plans; assure safe construction for all of the City’s residents
and merchants and coordinate land use and infrastructure.
Additionally, the Community Development Department is responsible for
providing administrative support to the Planning Commission; developing and
servicing several agenda distribution lists; preparing and distributing Planning
Commission agenda packets; recording all proceedings of Planning Commission
meetings; conducting follow‐ up activities related to the Planning Commission
agenda process including recording appropriate documents and processing required
legal notices for Planning Commission meetings.
Program Staffing
The Planning Division is made up of the Community Development Director, 1.6 FTE
Senior Planners, one Associate Planner, one Assistant Planner, and one
Administrative Assistant.
􀂃 Obtain LAFCO approval of East Cypress Corridor annexation
􀂃 Resolve Greenbelt Alliance lawsuit filed against East Cypress Corridor EIR
􀂃 Process Dutch Slough EIR and tentative maps
􀂃 Participate in ABAG’s regional planning effort for Contra Costa County
􀂃 Participate in ABAG’s process for determining regional fair share housing for
Oakley
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􀂃 Facilitate East Contra Costa County Habitat Conservation Plan for City Council
action
􀂃 Improve procedures for approval and monitoring of home‐ based businesses
􀂃 Conduct public outreach for home‐ based businesses
􀂃 Process Downtown Design Guidelines
􀂃 Process Cline Specific Plan
􀂃 Process Dupont Specific Plan
􀂃 Participate in eBart ridership development and station planning
􀂃 Upgrade General Plan and Zoning Maps to digital formats
􀂃 Complete Multi‐ Family Design Guidelines
􀂃 Complete “ reserved” chapters of the Zoning Code
􀂃 Develop a priority processing system for commercial projects that further
economic development objectives
􀂃 Process current planning projects in a timely manner
􀂃 Enhance application checklists and handouts to increase efficiency and
effectiveness
􀂃 Recruit, hire, and train a full‐ time senior planner
􀂃 Work with Redevelopment Staff to identify properties with the potential to
support future affordable housing for the next Housing Element cycle.
Significant Changes for 2006‐ 07.
There are no significant changes anticipated for the Community Development
Department.
COMMUNITY DEVELOPMENT DEPARTMENT
USE OF FUNDS
2003‐ 2004
Actual
2004‐ 2005
Actual
2005‐ 2006
Projected
2006‐ 07
Recommended
Personnel Services $ 223,348 $ 256,780 $ 533,456 $ 592,514
Services $ 149,977 $ 555,947 $ 139,434 $ 104,582
Supplies $ 3 $ 882 $ 1,000 $ 11,500
Capital Outlay $ 0 $ 0 $ 0 $ 0
Total $ 373,328 $ 813,609 $ 673,890 $ 708,596
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COMMUNITY DEVELOPMENT DEPARTMENT STAFFING
Community Development Director 1
Senior Planner 1.6
Assistant Planner 1
Associate Planner 1
Administrative Assistant 1
Total Community Development Department Staffing 5.6
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PUBLIC WORKS & ENGINEERING
Program Description
The Public Works and Engineering Division of the Community Development
Department provides contract oversight for street and maintenance; administers
design, construction inspection, and contract management for most capital
improvement projects within the City; implements the City’s Clean Water Program
to ensure compliance with current NPDES requirements; and reviews and inspects
private development grading and infrastructure improvements for compliance with
City standards.
Program Changes
The Public Works and Engineering Division has proposed to incorporate only minor
changes from last year’s operations into its Fiscal Year 2006‐ 2007 workplan. From a
staffing standpoint, the baseline positions will remain the same. Last year the City
Council authorized the addition of a Development Manager position to coordinate
the entitlement, review, and inspection functions for the Division. The position has
yet to be filled but is being left in the budget due to the anticipated workload in that
area. Because developer fees will fund the positions, the staffing changes will not
adversely impact the General Fund budget. As outlined below, it is proposed that a
Public Works Maintenance Worker be brought on as a City employee to provide
maintenance support and to reduce our reliance on County contracted services.
Revenues
The Public Works and Engineering Budget relies on funds from a variety sources,
many of which restrict expenditures to specific categories.
􀂃 Gas Tax ‐ Funds are restricted to “ the research, planning, construction,
improvement, maintenance, and operation of public streets and highways ( and
their related public facilities for non‐ motorized traffic), including the mitigation
of their environmental effects, the payment for property taken or damaged for
such purposes, and the administrative costs necessarily incurred in the foregoing
purposes.” Anticipated Revenues‐ $ 739,000
􀂃 Measure C ‐ Measure C expenditures are restricted to the same uses as Gas Tax
but can also be applied to transit improvement and operation, growth
management planning and compliance, pedestrian and bicycle trail
construction/ maintenance/ operation, parking facility development, and
transportation efficiency program development and operation ( ridesharing, etc.).
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Since Measure C contains a growth management component, funds may not be
used to replace developer obligations that would otherwise not be publicly
funded under jurisdiction policy. Anticipated Revenues‐ $ 404,984
􀂃 Stormwater Utility Assessments ‐ The City has adopted a Storm Water
Management Plan and, based on the estimated maintenance, inspection, and
administrative activities required to enact the plan, has established an annual
parcel assessment. Anticipated Revenues‐ $ 367,000
􀂃 Traffic Impact Fee ‐ In 2003 the City adopted a traffic impact fee program to
replace the prior area of benefit and median island fee programs. The program
funds the improvement of major roadways and specific signalized intersections,
including the design, staff support, and construction management activities
associated with those projects. Anticipated Revenues‐ $ 2,720,000
􀂃 Development Deposits/ Permit Applications ‐ Public Works and Engineering
collects deposits for the review and inspection of final maps, grading plans, and
improvements plans related to development applications. In addition fees are
collected for encroachment permits, transportation permits, and documentation
related to the FEMA Floodplain Management program. Actual staff expenditures
are tracked and applied against a deposit, and refunds or additional deposits are
made as necessary. Anticipated Revenues‐ $ 1,131,970
􀂃 Streetlight Assessments ‐ Zone 2 of the Oakley Lighting and Landscape
Assessment District No. 1 provides for the maintenance and utilities for citywide
street lighting. Anticipated Revenues‐ $ 131,184
􀂃 Community Facilities District No. 1 ‐ This District was formed in 2006 to fund
the operations and maintenance of the levee system, stormwater pond, and the
associated pump, force main, and outfall for the Cypress Grove development.
Landscape and lighting maintenance for the project are funded through a
separate mechanism. Anticipated Revenues‐ $ 251,150
􀂃 Grants ‐ The City has received several grants for capital and planning activities.
For Fiscal Year 2006‐ 2007 the City will receive grant funds for the Pavement
Management Program ( MTC’s P‐ TAP Program) and possibly the first of several
annual disbursements for the Main Street Downtown Realignment ( Federal
SAFTE‐ LU Earmark). Since the actual amounts and disbursement dates are not
known at this time the funds will be programmed as they are received.
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􀂃 General Fund ‐ Since the majority of the funding sources for Public Works and
Engineering are restricted to specific expenditures, it is recognized that some
staff time and activities will require other funding sources. Those activities will
be kept to a minimum, and eligible funding sources will continually be sought.
Staffing Summary
The mission of Public Works and Engineering is as a steward to Oakley’s
infrastructure utilizing a variety of maintenance, improvement, and service
activities. The Fiscal Year 2006‐ 2007 Budget proposes the following operating areas
and associated staff:
Operations and Maintenance‐ One of the most formidable tasks for Public Works
and Engineering is to maintain existing improvements and amenities. In the
upcoming year it is anticipated that Contra Costa County crews will conduct the
bulk of these maintenance activities on a contract basis, though we intend on
reducing some of those services and replacing them with a Public Works
Maintenance Worker as a City employee. A summary of the Public Works
maintenance elements is as follows:
􀂃 Roadway‐ Routine maintenance is necessary to keep the City’s road network
operating in a safe and efficient manner. This includes signing and striping
repair and replacement, pavement maintenance activities such as pothole
patching, crack sealing, and shoulder repair, and keeping the roadways free of
obstructions via street sweeping and debris cleanup. As a supplement to the
regular patrols of maintenance crews, staff will field and investigate citizen’s
requests to determine corrective action for conditions that may not be known or
readily apparent. Since surface treatment projects like pavement overlays or chip
seals tend to be extensive in nature, they are recognized as a capital
improvement and not included in this element.
􀂃 Signals & Lighting‐ The City operates traffic signals at Empire Avenue and
Oakley Road, Empire Avenue and Cypress Road, Laurel Road and Mercedes
Lane, Laurel Road and O’Hara Avenue, Cypress Road and Picasso Road,
Cypress Road and Frank Hengel Way, and Cypress Road and Sellers Avenue, as
well as numerous safety flashers throughout Oakley. Caltrans is responsible for
the operation of traffic signals along Main Street, but the City contributes by way
of a cost sharing agreement. Additionally, the City maintains streetlight systems
in various neighborhoods and along major roadways throughout Oakley.
􀂃 Drainage‐ In order to minimize potential flooding and ensure that storm water is
collected and conveyed in the manner intended, crews will conduct routine
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maintenance on the storm drainage system. These activities include catch basin
cleaning, ditch cleaning, culvert flushing and repair, and inlet maintenance.
Water quality activities such as hazardous materials cleanup and runoff filter
repair are also provided for.
Engineering Services‐ Engineering staff will supply technical services to assist with
various City activities and address requests and concerns raised by the general
public. The funding source will vary depending on the nature of the service
provided, and activity levels will generally be dependent on the volume of requests.
The typical services that may be provided include:
􀂃 City Surveyor‐ Land surveying is a specialized field that requires a special
license to practice. The bulk of the City’s land surveying needs will be in the area
of map review and will be funded by developer deposits, although on occasion
the City will require some additional expertise. Examples may include citizen’s
request that can only be answered by a properly licensed professional, or
establishment and preservation of survey monuments not associated with
private developments. The City will utilize contract services on an as needed
basis for these activities.
􀂃 Traffic Engineering‐ Throughout the year the City will conduct a variety of
exercises associated with traffic engineering. These tasks will include completing
speed surveys to ensure that traffic citations are enforceable, coordinating
activities with the Police Department, investigating citizen’s requests for traffic
control devices and speed limit changes, and developing policies to address
traffic issues. This year’s budget includes additional funds to provide more
proactive studies and develop miscellaneous informational handouts. The City
will utilize contract services on an as needed basis for these activities.
􀂃 Floodplain Management‐ Certain areas within the City are subject to periodic
flooding, and the Federal Emergency Management Agency ( FEMA) requires
Oakley to participate in the National Flood Insurance Program so that flood
insurance can be provided to affected property owners. As a result of
participating in the program, the City must keep Flood Insurance Rate Maps for
viewing by the public and must provide certain information upon request.
Additionally, the City will review and process applications to modify known
floodplain boundaries. When possible, the costs will be charged to developer
deposits.
􀂃 Clean Water Program‐ The City’s joint municipal NPDES permit and its
participation in the County Clean Water Program necessitate a number of
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expenditures. Maintenance related activities have been accounted for in both the
roadway and drainage maintenance categories. Other tasks include contributions
to the Clean Water Program for staff and resources, illicit discharge investigation,
industrial and commercial site inspection, and public outreach. The City’s permit
was recently amended to include restrictive new development and
redevelopment requirements and, as such, require additional staff time to
implement and monitor. The City will utilize contract services on an as needed
basis for these activities.
􀂃 Assessment District Engineering‐ In order to collect the funds for the City’s
assessment district an annual engineer’s report must be completed. The City will
utilize contract services on an as needed basis for these activities.
􀂃 Administration‐ Staff costs to administer Public Works and Engineering have
been separated from other expenditures. No additional positions are being
proposed for this budget year with the exception of the Public Works
Maintenance Worker. It is anticipated that consultant and contract services will
be utilized for special projects and extraordinary workload. The anticipated base
level staffing is as follows:
􀂃 City Engineer ( 1 FTE) ‐ Day to day operations in Public Works and Engineering
will be managed by the City Engineer. Duties will include coordination with
other City departments and outside agencies, consultant/ maintenance/ construction
contract management, development review and coordination, public outreach,
and other various activities.
􀂃 Development Manager ( 1 FTE, Not Filled)‐ During Fiscal Year 2005‐ 2006 this
previously unused part‐ time position was converted to a full time position to
manage the current development function of the Division. The position will be
funded through application fees. The area of expertise is very specialized and a
qualified person has not been identified at this time. Staff will continue to recruit
for this position.
􀂃 Assistant Engineer, CIP ( 1 FTE)‐ The full time Assistant Engineer position that
was added in FY 2002/ 2003 will continue to have a broader work scope but will
mainly focus on CIP project management duties.
􀂃 Assistant Engineer, Development ( 1 FTE)‐ This full time Assistant Engineer
position was added during FY 2004/ 2005 to coordinate the processing of the
Cypress Grove project. In addition the position receives and processes Public
Works and Engineering applications, maintains files, and coordinate condition of
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approval compliance, among other things. The position is fully funded by the
Cypress Grove project.
􀂃 Contract Private Development Plan Reviewer ( 0.8 FTE)‐ The Cypress Grove
project funds this position for the life of their project and the reviewer will focus
on the project but will be available to work on other development projects as
time allows. The position will assist in the review of grading plans, improvement
plans, and final maps to ensure that the City’s standards and specifications are
being adhered to.
􀂃 Stormwater Coordinator ( 0.4 FTE)‐ During FY 2004/ 2005 this part time position
was added to focus on and coordinate the City’s cleanwater activities. The
position is funded through the stormwater utility tax.
􀂃 Administrative Assistant ( 1 FTE)‐ The Administrative Assistant that was added
mid‐ year FY 2001/ 2002 is being maintained to assist with service requests,
development processing, and general activities.
􀂃 Public Works Inspectors ( 4 FTE)‐ The Cypress Grove project began funding a
third Public Works Inspector in FY 2004/ 2005 to inspect private development
projects, encroachment permits, and maintenance service requests. In FY
2005/ 2006 an inspector focusing on CIP projects was being added.
􀂃 Student Intern‐ A student intern is being proposed for this fiscal year to begin
implementation of the City’s GIS software and to compile field information
regarding various City infrastructure components.
Program Objectives
􀂃 Aggressively implement the planned Capital Improvement Program, including:
􀂃 Complete the widening of Laurel Road from O’Hara Avenue to Empire Avenue
including traffic signals at Brown.
􀂃 Construction of the Main Street and Live Oak Avenue traffic signal.
􀂃 Construction of the O’Hara Avenue widening project from Laurel Road to
Nutmeg Drive.
􀂃 Continue the replacement of street name signs with the newly adopted standard.
􀂃 Widen Empire Avenue from Laurel to the southern City limits.
􀂃 Complete the annual pavement management project to ensure the City’s street
network is kept in good repair.
􀂃 Complete the annual gap closure project to enhance pedestrian safety.
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􀂃 Begin implementing the Main Street Downtown Street Improvements.
􀂃 Have the Main Street project study report, project report, and environmental
document adopted and begin preparing the construction drawings for the first
phase of the project.
􀂃 Continue to enhance reporting practices for both construction inspection and
maintenance activities to increase information sharing.
􀂃 Continue to conduct a proactive traffic engineering program.
􀂃 Continue to increase coordination with the Police Department regarding traffic
enforcement issues.
􀂃 Continue to increase public outreach regarding water quality practices and
requirements.
􀂃 Continue to develop a private development procedures manual to be made
available to applicants to aid in the processing of projects.
􀂃 Participate in regional planning efforts such as Transplan, the City‐ County
Engineering Advisory Committee, and the Contra Costa Clean Water Program to
ensure that Oakley is recognized as a contributor.
􀂃 Process maintenance requests in a timely and efficient manner.
􀂃 Process development plans and permits in a timely and efficient manner.
􀂃 Review the costs, level of service, and responsiveness of all public works
maintenance activities and identify areas for improvements through alternative
service providers.
PUBLIC WORKS AND ENGINEERING
USE OF FUNDS
2003‐ 2004
Actual
2004‐ 2005
Actual
2005‐ 2006
Projected
2006‐ 07
Recommended
Personnel Services $ 275 ($ 57) $ 0 $ 0
Services* $ 22,705 $ 167,167 $ 1,848,427 $ 2,049,509
Supplies $ 0 $ 232 $ 0 $ 1,500
Capital Outlay $ 0 $ 0 $ 0 $ 0
Total $ 22,980 $ 167,399 $ 1,848,427 $ 2,051,009
* Services amounts increased substantially in 2005‐ 06 due to the reformatting of the City’s budget. Through that process, all
City Staff ( in this case contract staff) costs were brought back into the General Fund. As the year unfolds, costs are recovered
from other funds, where appropriate, through interfund charges.
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PUBLIC WORKS AND ENGINEERING DEPARTMENT STAFFING
The following staff are provided under a contract with LP2A:
City Engineer 1.0
Development Manager 1.0
Assistant Engineers 2.0
Public Works Inspectors 4.0
Senior Engineer 0.8
Storm Water Program Coordinator 0.4
Total Public Works Staff Provided by LP2A 9.2
City Staff:
Public Works Maintenance Worker 1.0
Total Public Works & Engineering Department
Staffing
10.2
Note: The majority of Public Works and Engineering costs are contracted services. A summary of the costs and
funding sources can be found in the Citywide Contracts Analysis near the end of this report.
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PARKS & RECREATION
Program Costs and Revenues
Projected revenues are generated through program fees, grants and contributions,
sponsorships, and facility use fees. Interfund charges for services are a significant
source of funding for the department, backed by lighting and landscaping assessments
and park related impact fees. Expenditures are also funded in part from general
purpose revenues ( taxes).
Program Objectives
Parks and recreation creates community through people, parks, and programs.
Programs like Youth C. O. R. E. and Oakley Youth Advisory Council keep teens engaged
and enhance their self‐ esteem. Concerts in the park and after‐ school recreation
strengthen community image and sense of place. Parks and facilities provide space to
learn and play, be safe and secure, and create and imagine. The Parks, Recreation &
Community Services staff works in collaboration with community groups, nonprofit
organizations, businesses and city departments to implement city recreation programs,
develop neighborhood parks and enhance beautification efforts.
Staffing Summary
The Department’s staffing includes the Parks and Recreation Director, the Recreation
Program Coordinator, two part‐ time ( 62.5%) Senior Recreation Leaders ( one of which is
funded through a grant), the Parks and Landscape Supervisor ( allocated to the
Landscape and Lighting Assessment District maintenance program), and part‐ time,
seasonal Recreation Leaders and Aquatics Staff.
Program Objectives
􀂃 Increase the number of safe, supervised summer recreation opportunities for Oakley
youth
􀂃 Develop a seasonal park maintenance program for evening and weekend duties to
protect the investment of public parkland
􀂃 Complete construction of Holly Creek Park – Phase One
􀂃 Increase the variety and type of recreational opportunities and community events
for Oakley residents such as family concerts, youth camps, tennis and community
swimming
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􀂃 Coordinate teen activities through the Youth Advisory Council; continue offering
C. O. R. E.
􀂃 Introduce classes and clinics for seniors at the “ 204 Second Street Annex” ( the White
House)
􀂃 Design and develop the vacant park site located on Nutmeg Drive
􀂃 Continue to seek grant funding opportunities for future community park
development opportunities such as Laurel at Brown Road
􀂃 Continue the Dutch Slough park, trail, and open space plans as outlined in the
Dutch Slough Agreements
􀂃 Coordinate grand opening activities and year‐ round programs at Big Break Regional
Park in cooperation with Delta Science Center and East Bay Regional Park District
􀂃 Implement the YMCA Partnership @ Moura Park for community wide benefit
􀂃 Create a recreation services guide to include in the newsletter mailed to Oakley
residents two times each year
􀂃 Continue fall & spring clean‐ up and beautification projects in neighborhoods and
throughout the city, including COPPS activities
PARKS AND RECREATION
USE OF FUNDS
2003‐ 2004
Actual
2004‐ 2005
Actual
2005‐ 2006
Projected
2006‐ 07
Recommended
Personnel Services $ 151,145 $ 289,833 $ 307,032 $ 428,885
Services ($ 40,630) $ 81,312 $ 296,729 $ 219,452
Supplies $ 23,795 $ 62,763 $ 70,450 $ 24,100
Capital Outlay $ 0 $ 0 $ 0 $ 0
Total $ 134,310 $ 433,908 $ 674,211 $ 672,437
PARKS AND RECREATION DEPARTMENT STAFFING
Parks and Recreation Director 1
Landscape Maintenance Supervisor 1
Parks and Recreation Program Coordinator 1
Recreation Leaders ( FTE) 1.25
Seasonal Recreation Staff ( FTE) 3
Total Parks and Recreaton Department Staffing 7.25
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TRANSFERS
Staff proposes a transfer from the General Fund of $ 153,000 in 2006/ 07 revenues to its
Reserve for Qualifying Expenditures Fund in order to meet Gann Limit requirements.
This is a preliminary estimate for the budget; an updated calculation will be performed
in June 2007 using year‐ end projected revenues to ensure that the transfer made is
based on the actual revenues the City received. In addition, the Budget includes a
recommendation to transfer $ 100,000 to a new Street Maintenance Fund to supplement
street maintenance projects currently funded with Gas Tax revenue. While the transfer
is a relatively small amount this year, it represents the first of what will likely be an
ongoing and growing allocation from the General Fund to expand the resources
available for street maintain.
2003‐ 04 Actual 2004‐ 05 Actual
2005‐ 06
Projected
2006‐ 07
Recommended
Transfers Out $ 0 $ 0 $ 335,000 $ 653,000
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SPECIAL REVENUE FUNDS
COMMUNITY FACILITIES DISTRICT # 1 ( CYPRESS GROVE)
In October 2005, the City formed CFD # 1 ( Cypress Grove) to account for drainage
maintenance activities in this new development. This is the first such district formed in
the City and serves as a model for future developments. These activities are funded
entirely by assessments on property owners. The table below shows the estimated
revenues and expenditures for 2006‐ 07, which will be its first year of operation.
FUND 110 – COMMUNITY FACILITIES DISTRICT # 1 ( CYPRESS GROVE)
2003‐ 04
Actual
2004‐ 05
Actual
2005‐ 06
Projected
2006‐ 07
Proposed
Assessments Not Applicable $ 251,150
Total Revenues $ 0 $ 0 $ 0 $ 251,150
Services $ 30,120
Supplies $ 170,727
Total Expenditures $ 0 $ 0 $ 0 $ 200,847
YOUTH DEVELOPMENT GRANT FUND
In 2005‐ 06, the City was awarded grants totaling $ 150,000 over three years to fund
youth development programs beginning late in 2005‐ 06 or early 2006‐ 07. A separate
fund was established to account for these activities. As shown, 2006‐ 07 proposed
expenditures will be funded with grant proceeds received in 2005‐ 06.
FUND 123 – YOUTH DEVELOPMENT GRANTS
2003‐ 04 Actual 2004‐ 05 Actual
2005‐ 06
Projected
2006‐ 07
Proposed
Grant Proceeds Not Applicable $ 40,000 $ 0
Total Revenues $ 0 $ 0 $ 40,000 $ 0
Services $ 0 $ 10,000
Total
Expenditures $ 0 $ 0 $ 0 $ 10,000
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LIGHTING AND LANDSCAPING DISTRICT
All of the budgets presented below for the City’s various Lighting and Landscaping
District funds are preliminary estimates. City Staff is currently working with our
Assessment Engineer on the 2006‐ 07 Engineer’s report, which will present both
recommended assessment levels for the year and updated budgets for the City
Council’s approval in late June. The City has a Lighting and Landscaping District with 3
zones:
Zone 1 – Fund 132 Community Parks
This zone is citywide and maintains the City’s larger parks ( 5 acres or larger). It is
funded primarily by assessments. The General Fund is currently making annual loans
to fund operations. It appears that Fiscal Year 2006‐ 07 will be the first year it is able to
repay a portion of its debt.
Zone 2 – Fund 133 Street Lighting
This zone provides street lighting for the entire city. It is funded primarily by
assessments but does not yet generate sufficient revenues to be self‐ supporting. The
Gas Tax Fund has been and is expected to continue to subsidize its operations until
assessments are sufficient to cover annual costs. For 2006‐ 07, the subsidy is estimated to
be approximately $ 51,000.
Zone 3 – Funds 170‐ 190 Neighborhood Parks ( made up of 24 sub‐ zones)
This zone maintains the City’s smaller neighborhood parks. Each sub‐ zone generally
represents a park or neighborhood with several parks. Each sub‐ zone is funded by
assessments.
Below are a series of tables showing the revenues and expenditures for each fund. For
funds 170‐ 193, historical data is only shown back to 2005‐ 06. Prior accounting for these
parks was in a single fund and, thus, is not easily comparable. For those funds with
revenues in excess of expenditures, balances are originally established to ensure cash is
available to fund services until tax revenues are received during the year and
afterwards as reserves for future neighborhood landscaping, park improvements, and
replacement of existing facilities.
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FUND132‐ ZONE1( COMMUNITY PARKS)
2003‐ 04
Actual
2004‐ 05
Actual
2005‐ 06
Projected
2006‐ 07
Proposed
Assessments $ 278,990 $ 307,919 $ 326,246 $ 474,500
Interest $ 275 $ 3,197
Transfers In/ Loans* $ 785,266
Total Revenues $ 279,265 $ 311,116 $ 1,111,512 $ 474,500
Personnel Services $ 67,347
Services $ 384,728 $ 456,890 $ 387,085 $ 432,292
Supplies $ 8,063 $ 1,295
Capital Outlay $ 1,750
Loan Repayments $ 42,208
Total Expenditures $ 461,888 $ 458,185 $ 387,085 $ 474,500
FUND133‐ ZONE2 ( STREET LIGHTING)
2003‐ 04
Actual
2004‐ 05
Actual
2005‐ 06
Projected
2006‐ 07
Proposed
Assessments $ 111,478 $ 113,909 $ 116,931 $ 120,500
Interest $( 118) $ 321
Transfers In/ Loans $ 77,684 $ 82,000 $ 82,000 $ 51,184
Total Revenues $ 189,044 $ 196,230 $ 198,931 $ 171,684
Personnel Services
Services $ 177,595 $ 170,478 $ 226,238 $ 171,684
Supplies
Capital Outlay
Total Expenditures $ 177,595 $ 170,478 $ 226,238 $ 171,684
* Includes $ 723,266 in General Fund loans formalized in February 2006 for prior year subsidies, and $ 62,000 projected loans for
2005‐ 06.
FUND 170 ‐ VINTAGE PARKWAY
2005‐ 06 Projected 2006‐ 07 Proposed
Assessments $ 73,829 $ 73,829
Interest $ 500
Total Revenues $ 74,329 $ 73,829
Services $ 68,443 $ 71,175
Supplies
Total Expenditures $ 68,443 $ 71,175
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FUND 171 – OAKLEY RANCH
2005‐ 06 Projected 2006‐ 07 Proposed
Assessments $ 26,446 $ 26,446
Interest $ 1,500 $ 2,000
Transfers In/ Loans
Total Revenues $ 27,946 $ 28,446
Personnel Services $ 44,602 $ 34,215
Supplies
Total Expenditures $ 44,602 $ 34,215
FUND 172 ‐ EMPIRE
2005‐ 06 Projected 2006‐ 07 Proposed
Assessments $ 4,534 $ 4,534
Interest $ 1,600 $ 2,000
Transfers In/ Loans
Total Revenues $ 6,134 $ 6,534
Services $ 5,776 $ 6,075
Supplies
Total Expenditures $ 5,776 $ 6,075
FUND 173 – OAKLEY TOWN CENTER
2005‐ 06 Projected 2006‐ 07 Proposed
Assessments $ 10,941 $ 10,941
Interest $ 750
Transfers In/ Loans
Total Revenues $ 11,691 $ 10,941
Services $ 18,246 $ 9,035
Supplies
Total Expenditures $ 18,246 $ 9,035
FUND 174 – OAK GROVE
2005‐ 06 Projected 2006‐ 07 Proposed
Assessments $ 28,500 $ 28,500
Interest $ 500
Total Revenues $ 29,000 $ 28,500
Services $ 30,173 $ 28,875
Supplies
Total Expenditures $ 30,173 $ 28,875
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FUND 175 – LAUREL WOODS/ LUNA ESTATES
2005‐ 06 Projected 2006‐ 07 Proposed
Assessments $ 7,668 $ 7,668
Interest $ 600
Total Revenues $ 8,628 $ 7,668
Services $ 6,685 $ 5,710
Supplies
Total Expenditures $ 6,685 $ 5,710
FUND 176‐ SOUTH FORTY
2005‐ 06 Projected 2006‐ 07 Proposed
Assessments $ 9,805 $ 9,805
Interest $ 350
Total Revenues $ 10,155 $ 9,805
Services $ 13,976
Supplies
Total Expenditures $ 13,976 $ 10,230
FUND 177‐ CLAREMONT
2005‐ 06 Projected 2006‐ 07 Proposed
Assessments $ 7,628 $ 7,628
Interest 250
Total Revenues
Services $ 7,878 $ 7,628
Supplies
Total Expenditures $ 9,420 $ 13,275
FUND 178 – GATEWAY
2005‐ 06 Projected 2006‐ 07 Proposed
Assessments $ 18,360 $ 18,360
Interest $ 4,300 $ 5,000
Total Revenues $ 22,660 $ 23,360
Services $ 27,624 $ 15,775
Supplies
Total Expenditures $ 27,624 $ 15,775
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FUND 179 ‐ COUNTRYSIDE ( VILLAGE GREEN)
2005‐ 06 Projected 2006‐ 07 Proposed
Assessments $ 2,625 $ 2,625
Interest $ 500
Total Revenues $ 3,125 $ 2,625
Services $ 5,634 $ 4,875
Supplies
Total Expenditures $ 5,634 $ 4,875
FUND 180 ‐ COUNTRY FAIR ( MEADOW GLEN)
2005‐ 06 Projected 2006‐ 07 Proposed
Assessments $ 5,423 $ 5,423
Interest $( 350)
Total Revenues $ 5,073 $ 5,423
Services $ 9,439 $ 8,525
Supplies
Total Expenditures $ 9,439 $ 8,525
FUND 181 ‐ CALIFORNIA SUNRISE
2005‐ 06 Projected 2006‐ 07 Proposed
Assessments $ 3,502 $ 3,502
Interest $ 750
Total Revenues $ 4,252 $ 3,502
Services $ 3,635 $ 4,355
Supplies
Total Expenditures $ 3,635 $ 4,355
FUND 182 ‐ CALIFORNIA VISIONS ( LAUREL)
2005‐ 06 Projected 2006‐ 07 Proposed
Assessments $ 12,000 $ 12,000
Interest $ 1,800 $ 2,000
Total Revenues $ 13,800 $ 14,000
Services $ 12,850 $ 12,425
Supplies
Total Expenditures $ 12,850 $ 12,425
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Fund 182 ‐ CALIFORNIA VISIONS ( LAUREL)
2005‐ 06 Projected 2006‐ 07 Proposed
Assessments $ 12,000 $ 12,000
Interest $ 1,800 $ 2,000
Total Revenues $ 13,800 $ 14,000
Services $ 12,850 $ 12,425
Supplies
Total Expenditures $ 12,850 $ 12,425
Fund 183 ‐ CLAREMONT HERITAGE
2005‐ 06 Projected 2006‐ 07 Proposed
Assessments $ 17,100 $ 17,100
Interest $ 1,500 $ 2,000
Total Revenues $ 18,600 $ 19,100
Services $ 32,849 $ 8,450
Supplies
Total Expenditures $ 32,849 $ 8,450
Fund 184 ‐ COUNTRY FAIR ( MEADOW GLEN II)
2005‐ 06 Projected 2006‐ 07 Proposed
Assessments $ 104,604 $ 111,228
Interest $ 5,000 $ 5,000
Total Revenues $ 109,604 $ 116,228
Services $ 125,197 $ 56,000
Supplies
Capital Outlay $ 10,000 $ 150,000
Total Expenditures $ 135,197 $ 206,000
Fund 185 – SUNDANCE
2005‐ 06 Projected 2006‐ 07 Proposed
Assessments $ 8,910 $ 8,910
Interest $ 500
Total Revenues $ 9,410 $ 8,910
Services $ 11,188 $ 15,525
Supplies
Total Expenditures $ 11,188 $ 15,525
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FUND 186 ‐ CALIFORNIA JAMBOREE
2005‐ 06 Projected 2006‐ 07 Proposed
Assessments $ 86,319 $ 86,319
Interest $ 6,000 $ 6,000
Total Revenues $ 92,319 $ 92,319
Services $ 94,323 $ 27,825
Supplies
Total Expenditures $ 94,323 $ 27,825
FUND 187 ‐ COUNTRY PLACE
2005‐ 06 Projected 2006‐ 07 Proposed
Assessments $ 23,400 $ 23,400
Interest $ 2,300 $ 2,500
Total Revenues $ 25,700 $ 25,900
Services $ 73,275 $ 17,775
Supplies
Total Expenditures $ 73,275 $ 17,775
FUND 188 ‐ LAUREL CREST
2005‐ 06 Projected 2006‐ 07 Proposed
Assessments $ 87,400 $ 87,600
Interest $ 4,200 $ 5,000
Total Revenues $ 91,600 $ 92,600
Services $ 131,960 $ 46,725
Supplies
Total Expenditures $ 131,960 $ 46,725
FUND 189 ‐ MARSH CREEK GLEN
2005‐ 06 Projected 2006‐ 07 Proposed
Assessments $ 68,738 $ 70,299
Interest $ 4,600 $ 5,000
Total Revenues $ 73,338 $ 75,299
Services $ 30,000 $ 25,725
Supplies
Total Expenditures $ 30,000 $ 25,725
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FUND 190 – QUAIL GLEN
2005‐ 06 Projected 2006‐ 07 Proposed
Assessments $ 21,592 $ 22,082
Interest $ 1,119 $ 1,500
Total Revenues $ 22,711 $ 23,582
Services $ 15,140 $ 11,945
Supplies
Total Expenditures $ 15,140 $ 11,945
Fund 191 – CYPRESS GROVE ( NEW FOR 2006‐ 07)
2005‐ 06 Projected 2006‐ 07 Proposed
Assessments $ 202,557
Interest
Total Revenues $ 202,557
Services $ 0
Supplies
Total Expenditures $ 0
Fund 192 – SOUTH OAKLEY ( NEW FOR 2006‐ 07)
2005‐ 06 Projected 2006‐ 07 Proposed
Assessments $ 31,527
Interest
Total Revenues $ 31,527
Services $ 32,237
Supplies
Total Expenditures $ 32,237
FUND 193 – STONE CREEK ( NEW FOR 2006‐ 07)
2005‐ 06 Projected 2006‐ 07 Proposed
Assessments $ 34,726
Interest
Total Revenues $ 34,726
Services $ 0
Supplies
Total Expenditures $ 0
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ROAD MAINTENANCE FUNDS
The City has two funds used mostly for Road Maintenance: the Gas Tax Fund and the
Measure C Fund.
The Gas Tax Fund is used to account for the City’s share of local gas tax revenues and
congestion management funds received from the State. These revenues are for the
research, planning, construction, improvement, maintenance, and operation of public
streets and highways ( and their related public facilities for non‐ motorized traffic),
including the mitigation of their environmental effects, the payment for property taken
or damaged for such purposes, and the administrative costs necessarily incurred in the
foregoing purposes. The City uses them for local roadway maintenance, roadway
projects, and to subsidize the Street Lighting fund.
The Measure C Fund is used to account for the City’s share of the voter approved
Measure C ¼ % sales tax for transportation projects. They are restricted to the same uses
as Gas Tax revenues, but can also be applied to transit improvement and operation,
growth management planning and compliance, pedestrian and bicycle trail
construction/ maintenance/ operation, parking facility development, and transportation
efficiency program development and operation ( ridesharing, etc.). The City uses them
for local roadway maintenance and roadway projects.
FUND 140 ‐ GAS TAX
2003‐ 04
Actual
2004‐ 05
Actual
2005‐ 06
Projected
2006‐ 07
Proposed
Gas Taxes $ 206,470 $ 712,823 $ 700,000 $ 739,000
Congestion Management Funds $ 110,500 $ 140,000
Interest $ 3,467 $ 37,395 $ 25,000 $ 20,000
Total Revenues $ 209,937 $ 750,218 $ 835,500 $ 899,000
Personnel Services $ 17,338 $ 42,892
Services $ 48,993 $ 377,007 $ 82,811 $ 225,367
Supplies $ 103,540 $ 360,386 $ 267,500 $ 246,000
Capital Outlay $ 628,621 $ 895,315
Transfers Out $ 154,850 $ 82,000 $ 51,184
Total Expenditures $ 169,871 $ 935,135 $ 1,060,932 $ 1,417,866
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FUND 146 ‐ MEASURE C
2003‐ 04
Actual
2004‐ 05
Actual
2005‐ 06
Projected
2006‐ 07
Proposed
Measure C Allocations $ 409,032 $ 412,081 $ 846,000 $ 404,984
Interest $ 6,732 $ 22,446 $ 20,000
Total Revenues $ 415,764 $ 434,527 $ 866,000 $ 404,984
Personnel Services $ 6,150 $ 1,715
Services $ 61,614 $ 417,422 $ 189,716 $ 155,908
Supplies $ 4,383 $ 6,523
Capital Outlay $ 741,790 $ 862,618
Total Expenditures $ 72,147 $ 425,660 $ 931,506 $ 1,018,526
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STORM WATER PROGRAM FUND
The City has a separate fund to account for its Storm Water Program activities. The
program is funded by assessments on property owners, and pays for storm water and
pollution runoff management activities mandated by the Federal Government.
Fund 145 ‐ Storm Water Program
2003‐ 04
Actual
2004‐ 05
Actual
2005‐ 06
Projected
2006‐ 07
Proposed
Assessments $ 273,112 $ 421,302 $ 436,000 $ 437,000
Interest 3,520 $ 6,744 $ 7,000
Total Revenues 276,632 428,046 443,000 437,000
Personnel Services $ 1,759 $( 61)
Services 189,286 267,923 366,000 394,437
Supplies 51,020 53,437 70,000 70,000
Capital Outlay
Total Expenditures $ 242,065 $ 321,299 $ 436,000 $ 464,437
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POLICE SERVICES FUNDS
The City has two police services funds: The P‐ 6 Fund and the Supplemental Law
Enforcement Services Fund ( SLESF). The P‐ 6 Fund is where the City accounts for the
police services special tax. The SLESF is where the City accounts for Supplemental Law
Enforcement Grants from the State. Comparative data is not provided for 2003‐ 04 and
2004‐ 05, as the SLESF activity for those years was accounted for in the General Fund.
Fund 150 ‐ P‐ 6 Police Services
2003‐ 04
Actual
2004‐ 05
Actual
2005‐ 06
Projected
2006‐ 07
Proposed
Assessments $ 35,095 $ 560,485 $ 835,000 $ 1,175,000
Interest
Total Revenues $ 35,095 $ 560,485 $ 835,000 $ 1,175,000
Personnel Services $ 35,372 $ 16,917
Services $( 322) $ 543,568 $ 835,000 $ 1,175,000
Supplies $ 45
Capital Outlay
Transfers Out
Total Expenditures $ 35,095 $ 560,485 $ 835,000 $ 1,175,000
Fund 151 ‐ Supplemental Law Enforcement Services Fund
2003‐ 04
Actual
2004‐ 05
Actual
2005‐ 06
Projected
2006‐ 07
Proposed
Grant Allocations $ 100,000
Interest
Total Revenues 0 0 $ 100,000 0
Personnel Services
Services $ 66,500
Supplies
Capital Outlay $ 33,500
Total Expenditures $ 0 $ 0 $ 100,000 $ 0
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DEBT SERVICE FUNDS
Program costs and revenues
All Debt Service Funds contain the Principal, Interest, and administrative costs
associated with debt issued by the City or City Districts. All of these costs are supported
by special assessments. No General Fund support is required.
Program description
The City currently has only one debt outstanding, the 2004‐ 1 Assessment District Bond.
It was issued to acquire infrastructure assets in the Cypress Grove and Live Oak areas,
and is being repaid from special assessments levied on property owners in the two
developments.
The City has been working on the issuance of a 2006‐ 1 Assessment District Bond, to be
issued to acquire infrastructure assets in the Magnolia Park and Riata development
areas. If issued, the costs of the bond and its administration will be supported by
special assessments, and the responsibilities outlined below will also apply to this
second bond.
Staffing summary
No staffing is permanently allocated to debt management, however the Finance
Department ensures the City complies with financial reporting requirements and
interfaces with contracted administrators, and the City Engineer insures the
infrastructure assets meet specifications prior to acquisition. The City hires NBS
Financial to administer the assessment and Wells Fargo as Trustee and Fiscal Agent.
Program objectives
The primary operating objectives for the City remain unchanged for 2006‐ 07: to ensure
the assessment and collection of the assessments, to make the debt service payments, to
oversee the public services provided by the contractors, and to ensure the preparation
of all required public reporting.
Program changes
None.
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Fund 321 Debt Service 2004‐ 1 AD
ESTIMATED REVENUES
Assessment Revenues Interest Income Total Revenues
$ 1,246,000 $ 20,000 $ 1,266,000
PROPOSED EXPENDITURES
Principal Interest Administration Total Expenditures
$ 270,000 $ 956,000 $ 28,000 $ 1,254,000
DEBT LISTING:
2004‐ 1 AD Cypress Grove/ Live Oak $ 17,100,000
REMAINING DEBT SERVICE:
Fiscal Year Principal Interest Total Debt Service
2006‐ 07 $ 275,000 $ 947,000 $ 1,222,000
2007‐ 08 285,000 937,000 1,222,000
2008‐ 09 300,000 926,000 1,226,000
2009‐ 10 310,000 913,000 1,223,000
2010‐ 11 325,000 900,000 1,225,000
Other Years 15,175,000 13,280,000 28,455,000
Totals $ 16,670,000 $ 17,904,000 $ 34,574,000
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CAPITAL PROJECTS FUNDS
The City has capital projects funds for general capital projects, traffic, park and public
facilities impact fee programs, for qualifying expenditures as prescribed by Gann Limit
statutes, and for infrastructure acquisition with bond proceeds. The proposed
preliminary budgets for each of these funds are outlined below, followed by a Capital
Improvement Plan ( CIP) update. The full detail of the CIP budget, by project, is
contained in the companion CIP document.
Capital Project Fund Budgets
Fund Fund Name
Est Fund
Balance*
July 1,
2006
Estimated
Revenues
Proposed
Expenditures
Est Fund
Balance*
June 30,
2007
201 General Capital Projects $ 1,458 $ 500,000 $ 500,000 $ 1,458
202 Traffic Impact Fee Fund 867,339 2,820,000 3,662,339 25,000
203
Park Land Acquisition
Impact Fee Fund 1,191,000 450,000 1,616,000 25,000
204
Park Development Impact
Fee Fund 1,400,000 550,000 1,925,000 25,000
205 Childcare Impact Fee Fund 548,450 260,000 783,450 25,000
206
Public Facilities Impact Fee
Fund ( 636,561) 1,250,000 0 613,439
207
Reserve for Qualifying
Expenditures 335,000 163,000 498,000 0
221
2004‐ 1 AD Cypress Grove
Bond $ 14,274,952 $ 200,000 $ 13,627,373 $ 847,579
The update below is intended to provide an overview of the changes reflected in the
Plan for 2006‐ 07.
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Draft Capital Improvement Program Update
Each year, the City Council updates the Five Year Capital Improvement Program ( CIP)
as part of its annual budget process. The timeframe for this year’s CIP covers FY 2006/ 07
through 20010/ 11. Over the last several months, staff has given the City Council
informal presentations regarding the status of current projects and requested
suggestions on potential new projects. This information has been incorporated into the
draft update that is being presented for consideration.
During the last couple of years, the City’s CIP has transitioned from a master planning
orientation, typical of new or developing jurisdictions to a mix of construction projects
and advanced planning studies. This year more than ever before the program will focus
on construction including several major road projects. The scope, budget, and schedule
for each project have been reviewed by staff and modified as deemed appropriate. A
comprehensive detailed CIP document is provided with this report for review. In many
cases the modifications are subtle and reflect the best information available at this time.
Each project sheet indicates any proposed changes as the last item in the comment
section. For this CIP update, no new projects have been included but some significant
changes are being proposed for a number of existing projects. A summary of the
anticipated impact fee revenues, capital expenditures by fund, and significant program
modifications is provided below.
Impact Fee Revenue
Fund Est. 05/ 06 Fund Balance Est. 06/ 07 Revenue
Traffic Fees $ 867,339 $ 2,720,000
Park Acquisition Fees $ 1,191,000 $ 450,000
Park Development Fees $ 1,400,000 $ 550,000
Public Facilities Fees ($ 436,561) $ 1,250,000
Proposed Expenditures
Funding Source 2006/ 2007 Expenditures
Traffic Impact Fees $ 3,662,339
Lighting & Landscaping District $ 15,000
Public Facilities Fess $ 788,439
Park Impact Fees $ 872,740
Redevelopment Agency Funds $ 1,300,523
Measure C $ 787,784
Gas Tax $ 546,767
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Funding Source 2006/ 2007 Expenditures
Developer Contributions $ 470,483
Grants $ 274,667
Other Sources $ 7,616,000
Total $ 15,546,302
1. The expenditures shown in this chart are project costs for the Capital Improvement Program and do not include interfund
charges for staffing and overhead.
2. 2. Projects 1 ( Laurel/ Empire Signalization), 46( Civic Center), and 74 ( Empire Widening) are anticipated to utilize funds from
other sources. See the individual CIP project sheets for details.
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ROADWAY PROJECT UPDATES
Project 1, Laurel/ Empire Signalization‐ The schedule and budget for this project have
been modified to recognize that the Highway 4 Bypass Authority will be constructing
this improvement as part of the Laurel Road Extension Project. Past CIP’s assumed that
the City would design, construct, and fund this intersection widening in its entirety.
The construction schedule for the intersection will be integrated into the larger project
and it is anticipated that the signal will be operational by FY 07/ 08.
Project 2, Live Oak and Main Signal‐ The schedule and budget for this project have
been updated to reflect an anticipated construction in FY 06/ 07. The Redevelopment
Agency funds were replaced with Measure C funds consistent with the FY 05/ 06 mid‐year
budget adjustment.
Project 7, Laurel Road Widening, Empire to O’Hara‐ The scope, schedule, and budget
for this project have been separated into three individual projects ( 7‐ 1, 7‐ 2, and 7‐ 3) to
correspond with the construction phasing. Segment 1 ( O’Hara to Woodhill) and
Segment 3 ( Brown to Empire) were funded and constructed in FY 2005/ 2006. Segment 2
has been designed and right of way acquisition is currently underway. Construction is
anticipated in the spring of 2007.
Project 11, Main Street Downtown Realignment‐ The budget for this project has been
amended to reflect the SAFTEA‐ LEU grant the City received. According to the grant
coordinators the City may see funds for preliminary engineering and environmental
activities as early as FY 07/ 08.
Project 70, Main Street Downtown Street Improvements‐ The budget for this project
has been increased based on the engineer’s estimate from the draft design plans. The
project is being funded by the Redevelopment Agency and construction is anticipated
in the spring of 2007.
Project 74, Empire Avenue Widening, ATSF Railroad to Laurel‐ The budget and
schedule for this project have been revised to reflect that Pulte will be constructing the
first segment from the railroad to Carpenter as part of their Magnolia Park project. The
project is being funded with TIF fees, but depending on the cash flow of that program
the City may rely on debt financing to make the reimbursement payments.
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Project 77, Citywide Street Name Sign Replacement ‐ The first phase of this project is
anticipated to begin construction in the summer of 2006. The budget has been amended
to allow for a larger second phase to be constructed in FY 06/ 07.
PARK PROJECT UPDATES
Project 39, Hill Avenue Multi‐ Use Trail‐ The first phase of this project is to construct a
pedestrian bridge across Marsh Creek and the Marsh Creek Glen neighborh