Operating Budget
2007- 2008 | 2008- 2009
The Power of
Partnership
About the Cover
The Power of Partnership
Capitalizing on Collaborative Efforts
Successful partnerships are built on a foundation of trust, communication and common
goals. Facilitating those relationships requires exemplifying respect and compassion, as
well as anticipating and responding to the changing needs and desires of our residents
and businesses. Partnership is more than providing services: it’s working together to
create synergy that results in an outstanding community in all aspects.
The Power of Partnership is embodied throughout the community in many ways and the
photographs on the budget cover represent just a few of these partnerships.
Clockwise from the top of circle:
􀂙 Senior citizens play bocce at the Pleasanton Senior Center. Many of our
community’s senior residents reside at nearby Ridgeview Commons and the
recently opened Parkview Assisted Living Facility developed and operated in
partnership with non- profit organizations Bridge Housing and Eskaton.
􀂙 An entrance to the nationally- recognized Hacienda Business Park. Together,
the Hacienda Business Park Owners Association and the City support an
array of businesses from new entrepreneurs to retailers to Fortune 500
companies.
􀂙 Livermore- Pleasanton Fire Department firefighter responding to an
emergency. The Cities of Pleasanton and Livermore jointly provide regional
fire and life safety through the LPFD, governed by a Joint Powers Agency.
􀂙 Police officer interacting with a young member of the community. The
Pleasanton Police Department participates in youth programs such as Youth
in Government Day, Every 15- Minutes, and Drug Abuse Resistance Education
( D. A. R. E.).
􀂙 The 9th hole at Callippe Preserve Golf Course. The City’s new municipal golf
course, Callippe Preserve has been recognized with a top ten ( 9th) ranking on
the Golf Digest list of America’s Best New Public Golf Courses.
􀂙 Students at Hart Middle School sports field. The City of Pleasanton partners
with the Pleasanton Unified School District in the construction and
maintenance of numerous playing fields and gymnasiums.
􀂙 The City of Pleasanton and the Pleasanton Chamber of Commerce facilitate
ongoing roundtable discussions with community stakeholders about issues
affecting the immediate and long- term economic climate in Pleasanton and the
Tri- Valley area.
􀂙 The City of Pleasanton and the Pleasanton Downtown Association work
together on numerous programs to support the vitality of the downtown
commercial district, among these is a year- round Saturday Farmers’ Market
where residents gather and shop.
CITY OF PLEASANTON, CALIFORNIA
OPERATING BUDGET
2007- 08/ 2008- 09
City Council
Jennifer Hosterman, Mayor
Cindy McGovern, Vice Mayor
Cheryl Cook- Kallio, Council Member
Matt Sullivan, Council Member
Jerry Thorne, Council Member
Staff
Nelson Fialho, City Manager
Steven Bocian, Assistant City Manager
David Culver, Director of Finance
About Pleasanton…
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HISTORICAL OVERVIEW
The area that grew to be the City of Pleasanton played a significant role in California
history – as a Native American settlement and later a Spanish settlement during the
Mission period – a growing crossroads during the Gold Rush and railroad development
eras – and in the agricultural and filmmaking industries.
The City’s environs were settled 4,000 years ago by the Ohlone Indians and became a
thriving agricultural area when the Spanish arrived in the 1770s.
Located along the first Transcontinental railway, the area was known as Alisal in the
1850s when it served as a main mercantile stopover during the Gold Rush era and also
enjoyed the nickname, “ The Most Desperate Town in the West,” due to a proliferation of
bandits who ambushed unsuspecting gold miners returning with their riches.
Rolling grass lands were dotted with cattle
and the area was home to the largest hops
crop in the United States. The town was also
home to a 500- acre ranch purchased in the
1880s by George and Phoebe Apperson
Hearst.
Pleasanton was incorporated in 1894 and
named for Major General Alfred Pleasonton
of the Union Army. A typographical error by
the U. S. Post Office is believed to be
responsible for the current spelling of the
City’s name.
Pleasanton enjoys a strong equestrian heritage as home to one of the first race tracks in
California located at the Alameda County Fairgrounds. It also enjoyed brief celebrity as
“ Hollywood of the North,” after serving as the location for the 1917 film, Rebecca of
Sunnybrook Farm.
LOCATION & TOPOGRAPHY
Located in northeastern Alameda County, in the Tri- Valley area, Pleasanton is situated
335 feet above sea level and is centrally located less than an hour from major
commercial and recreational areas throughout the Bay Area, including San Francisco,
Oakland, and Silicon Valley. Just over an hour’s drive away, residents can enjoy the
Pacific Ocean to the west or a day of boating in San Joaquin Delta to the east.
The City is home to the Alameda County Fairgrounds, championship golf courses, lush
hilly East Bay Regional Parks, and the Arroyo Mocho waterway. The eastern
boundaries of the City give way to the vineyards of the Livermore Valley Wine Country.
WEATHER
Pleasanton enjoys a relatively mild climate, with an average rainfall of 17 inches and
mean daily maximum temperature of 72 degrees Fahrenheit and minimum temperature
of 42 degrees.
At its most extreme, winter temperatures can drop below freezing a few days each year,
and summer temperatures hover around 100 degrees Fahrenheit during July and
August. The temperate weather allows residents year round opportunities to take
advantage of outdoor activities such as hiking the Pleasanton Ridge, cycling along trails
and roadways, shopping in the historic downtown district and patio dining at many fine
restaurants.
INFRASTRUCTURE
A major advantage of Pleasanton’s East Bay location is its proximity to the 580/ 680
Highway interchange, immediate accessibility to two commute train systems, the Bay
Area Rapid Transit ( BART) system and the Altamont Commuter Express ( ACE) train,
and easy access to three international and one regional airport.
Highways
The 580/ 680 interchange at the northern boundary of the City allows quick and easy
access north, south, east and west to major Bay Area destinations such as San
Francisco, the Peninsula, Stanford University, Silicon Valley, University of California,
Berkeley and Oakland.
Public Transit
The WHEELS bus system allows inner- city travel in Pleasanton and intra- city travel
between the Tri- Valley cities of Pleasanton, Livermore and Dublin. The Bay Area Rapid
Transit system links Pleasanton to locations throughout the Bay Area via an existing
BART station on Owens Drive, and another one under construction across from the
Stoneridge Shopping Center.
With trains running morning and evening, the ACE train connects the San Joaquin
Valley with the Silicon Valley, with Pleasanton a primary stop for employees working at
City Hall or in one of Pleasanton’s business parks.
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Airports
With three international airports within a 50- mile range, residents rarely have a difficult
time traveling out of the area. Mineta San Jose International Airport is located 25 miles
south of Pleasanton; Oakland International Airport is 23 miles west of Pleasanton; and
San Francisco International Airport lies 41 miles to the northwest.
The Livermore Municipal Airport ( LVK) lies 5 miles east of Pleasanton and serves
business and residential customers and tenants throughout the Tri- Valley. Operating
around the clock, the airport is a designated General Aviation Reliever Airport for the
three international airports noted.
POPULATION
CITY OF PLEASANTON
Year Population Pleasanton Jobs
1898 900 N/ A
1960 4,203 N/ A
1970 18,328 N/ A
1980 35,160 N/ A
1990 50,553 27,686
2000 63,654 54,863
2001 65,100 58,931
2002 65,900 57,803
2003 66,600 56,950
2004 67,102 57,997
2005 67,650 58,670
2006 67,876 57,677
2007 68,755 58,842
2008* 69,456 60,007
2009* 70,246 61,172
* Projected
Sources: California Department of Finance ( Demographic Research Unit),
California Economic Development Department and “ Projections 2007” ABAG
In the 1950s, Pleasanton’s rural character underwent unprecedented growth, joining
other burgeoning Bay Area cities, and its scant population of 4,203 in 1960 exploded to
just over 35,000 residents in 1980.
By the mid- 1980s, Pleasanton was the third fastest growing city in California. Realizing
such growth would change the face of the City forever, community leaders sought to
manage development by adopting the moniker, “ City of Planned Progress,” and worked
to ensure that infrastructure planning met residential and commercial needs while
retaining the area’s historical flavor and heritage. Pleasanton is currently home to more
than 68,000 residents.
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A large number of Pleasanton’s residents are young families drawn to the superior
elementary and secondary school system. As Pleasanton grows, its population is
diversifying. Currently, there are many cultural and recreational programs for all ages
and interests. Local churches, the Pleasanton Public Library and the Pleasanton Unified
School District have all implemented programs to celebrate ethnic and cultural diversity.
Property values remain stable and healthy due to the exceptional quality of life here,
which includes a low crime rate, moderate climate, award- winning schools, well- planned
business areas, abundant parks, numerous recreational areas, and a charming historic
downtown.
COMMERCIAL AND BUSINESS
TOP EMPLOYERS IN 2006
No. of Year
Employer Employees Established
Safeway Inc.* 2,400 1996
E M C Corp 2,200 1990
Oracle 1,800 2005
Washington Mutual 1,400 2005
Valley Care Medical Center 1,300 1991
Kaiser Permanente 1,200 1983
Pleasanton Unified School District* 1,168
Robert Half International 1,102 1985
E- Loan 825 2003
A T & T 750 1984
Macy’s 750 1980
Farmers Insurance 601 1983
Ross* 550 2004
Clorox Services Company 530 1973
City of Pleasanton* 504
Nordstrom 449 1990
Fireside Bank 447 1998
Acosta Sales & Marketing 350 2000
Roche Molecular Systems, Inc. 341 1998
Zantaz, Inc. 300 1999
* Headquarters
Pleasanton companies positively impact the City’s financial health with over 60% of
Pleasanton’s General Fund tax revenues coming directly or indirectly from business.
This revenue helps pay for police and fire services, public works operations, and
community services activities.
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Pleasanton’s business community is noted for its productivity and progressiveness.
There are over 58,000 employees working within the more than 22 million square feet of
commercial, office, and industrial space throughout the City. Pleasanton boasts five
distinct business parks, among them the nationally recognized Hacienda Business Park.
Businesses indicate they are attracted to Pleasanton for the highly educated and skilled
workforce. In addition to the diversified regional labor force, the Pleasanton area has a
good base of executive, managerial and professional people giving employers access to
people with a wide range of skill levels including one of the nation's largest
concentrations of scientific and engineering talent.
CITY SERVICES
Parks and Community Services
The Parks and Community Services Department offers a wide array of indoor and
outdoor activities, classes, services, theatrical productions and facilities for all ages
through its Recreation, Civic Arts, Human Services, Landscape Architecture, Parks
Maintenance and Administration divisions. The City of Pleasanton Activities Guide,
which can be accessed on the internet at http:// www. ci. pleasanton. ca. us, informs
residents and visitors of the array of activities, camps and classes available.
Callippe Preserve Golf Course
Recently named one of the top public courses in the nation, Callippe Preserve provides
golfers a challenging 18- hole course, driving range, and clubhouse with indoor and
outdoor seating.
Facility Rentals
For those planning a wedding reception, birthday party, meeting, sports tournament, or
other event, the City rents several facilities such as gymnasiums, softball fields, the
Senior Center and the Amador Theater to meet the community’s needs.
Gingerbread Preschool
The educational and social experiences at the City- run Gingerbread Preschool gives 3-
5 year old children a great head start before they enter Pleasanton’s nationally
recognized K- 12 public school system.
Parks, Trails and Open Space
With several East Bay Regional Parks within a ten mile radius, there is ample
opportunity to enjoy the natural wonders of the Tri- Valley. Within the City limits are 37
parks with great amenities, miles of trails, and numerous acres of open space. At Val
Vista Community Park, one of the City’s newest recreational areas, residents are
offered space in a community garden.
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Paratransit
The City is pleased to offer transportation service for Pleasanton seniors ( age 60 and
up) and ADA- qualified persons of any age.
Seniors
The Pleasanton Senior Center offers classes and social opportunities such as day trips,
on- site activities, transportation, supporting services and vital information for its senior
residents. The City also offers scholarships/ limited financial assistance to qualified
seniors to participate in various activities.
Recreational Activities for the Developmentally Disabled
The City’s RADD program offers recreational activities and events designed for
developmentally disabled members of the community, ages 15 and up.
Sports
Through the City and the many local sports clubs, offer soccer, baseball, basketball,
football, tennis, lacrosse, softball, golf, roller hockey, volleyball, bocce, and badminton.
Pleasanton now has the largest active sports park in northern California, a public
swimming complex with four pools, a regional park with facilities for boating, fishing and
swimming, two skateboard parks, a City- owned theater for live performances, state- of-the-
art basketball facilities built jointly by the City and the Pleasanton Unified School
District at all middle schools, and vast open space parks connected throughout with
miles of trail for horseback riding, walking, bicycling.
Youth Services
Several departments offer wide ranging activities and services to the community’s
youth, such as Mini- Sports for children as young as 3, or serving as an appointed City
Commissioner on the Youth Commission ( open to middle and high school students).
The City also offers scholarships/ limited financial assistance to qualified youth to
participate in various activities.
SCHOOL DISTRICT
The Pleasanton Unified School District employs over 1,000 employees to serve 14,500
students in nine elementary schools, three middle schools and two comprehensive high
schools and two alternative schools.
Expansion Management Magazine identified the Pleasanton Unified School District as
a " Gold Medal" district in its 1997 Education Quotient. Since then, 12 of the schools
have been recognized as California Distinguished Schools; 6 are designated as
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National Blue Ribbon Schools; two are recognized National Schools of Character and
three are recognized as National Schools of Excellence.
Pleasanton's continuation high school received the State Department of Education's
" California Model School Award." There are a variety of excellent private schools in the
Tri- Valley as well.
Pleasanton’s Bay Area location allows for easy access to a range of two- and four- year
colleges and universities, most within an hour’s drive. These include the University of
California at Berkeley, Stanford University, California State University East Bay, St.
Mary's College, Mills College, Las Positas College and Chabot College. University of
California extension classes are offered in Pleasanton and San Ramon.
COMMUNITY OF CHARACTER
The City of Pleasanton, in partnership with the Pleasanton Unified School District and
the Pleasanton Chamber of Commerce, adopted six character traits that they pledge to
model and advance in the community: Responsibility, Compassion, Self- Discipline,
Honesty, Respect and Integrity.
Pleasanton boasts a citizenry that is committed to maintaining the standards that make
the City a wonderful place to live, raise a family, work and play. By embracing these
character traits, the community seeks to expand character development efforts by
reinforcing those values which foster strong individuals, families, and neighborhoods.
These character traits are woven throughout the structures and processes of the school
curriculum as well as the City’s organizational culture. Additionally, as an outward
example and a reminder to the community, each characteristic receives special
attention during a designated month during which banners displaying the highlighted
value are placed at City and schools facilities.
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Community Profile…
Incorporated: June 25, 1894
Form of Government: Council – Manager
Population: 68,755 as of January 1, 2007
( State of California, Department of Finance, Demographic Research Unit)
Area: 24 square miles
( City of Pleasanton Geographic Information Systems)
Climate: Rainfall – Annual Average 17 inches
Mean Daily Temperature - 72 º maximum / 42 º minimum
Community Facilities: 37 Parks - 397 Acres
Library
Municipal Golf Course
Aquatic Facility
Senior Center
Educational Facilities: Elementary Schools 9
Middle Schools 3
High Schools 2
Alternative Schools 2
( Pleasanton Unified School District)
Household Information: 2006 Median Household Income $ 101,022
( U. S. Bureau of Census)
2006 Housing Units 26,184
( City of Pleasanton Planning Department)
2006 Median Home Price $ 850,000
( Bay East Association of Realtors)
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ix
x
2007- 08/ 2008- 09 ORGANIZATION CHART
CITIZENS OF PLEASANTON
CITY COUNCIL
CIVIC ARTS COMMISSION
ECONOMIC VITALITY COMMITTEE
HOUSING COMMISSION
HUMAN SERVICES COMMISSION
LIBRARY COMMISSION
PARKS & RECREATION COMMISSION
PLANNING COMMISSION
YOUTH COMMISSION
CITY MANAGER
ADMINISTRATIVE
SERVICES
DEPARTMENT
PARKS & COMMUNITY
SERVICES
DEPARTMENT
ECONOMIC
DEVELOPMENT
DEPARTMENT
PLANNING
& COMMUNITY
DEVELOPMENT
DEPARTMENT
FINANCE
DEPARTMENT
POLICE
DEPARTMENT
FIRE DEPARTMENT
PUBLIC WORKS
DEPARTMENT
LIBRARY SERVICES
DEPARTMENT
CITY ATTORNEY
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2007- 08/ 2008- 09 OPERATING BUDGET
TABLE OF CONTENTS
Page
PREFACE........................................................................................................................ ........ i
BUDGET MESSAGE........................................................................................................... xvii
SUMMARY
Budget Summary......................................................................................................... 1
Estimated Changes in Fund Balances All Fund........................................................ 16
Summary of Four Year Operating Fund Balance...................................................... 20
Summary of Revenues and Transfers by Funds....................................................... 28
Revenue by Source and Fund Type ......................................................................... 35
Projected Debt Ratios through 2009 ......................................................................... 37
Proposition 4 Analysis and Calculation ..................................................................... 38
Summary of Expenditures by Funds ......................................................................... 40
Summary of Expenditures by Type ( All Funds)......................................................... 42
Staffing Levels........................................................................................................... 46
GENERAL GOVERNMENT
City Council ............................................................................................................... 49
City Manager ............................................................................................................. 51
Law............................................................................................................................ 55
Finance...................................................................................................................... 59
Administrative Services ............................................................................................. 67
General Government................................................................................................. 77
PUBLIC SAFETY
Livermore- Pleasanton Fire ( Pleasanton- Only Allocation) ......................................... 81
Police......................................................................................................................... 91
PLANNING AND COMMUNITY DEVELOPMENT
Planning .................................................................................................................. 101
Housing ................................................................................................................... 109
Economic Development .......................................................................................... 113
PUBLIC WORKS
( Includes the following divisions: Engineering, Traffic, Building and Safety,
NPID, Streets, Field Services, and Support Services) ............................................ 119
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COMMUNITY ACTIVITIES
Parks & Community Services.................................................................................. 137
Library Services....................................................................................................... 151
ENTERPRISE FUNDS
Storm Drain Fund .................................................................................................... 157
Water Fund.............................................................................................................. 161
Sewer Fund ............................................................................................................. 167
Golf Fund................................................................................................................. 172
Cemetery Fund........................................................................................................ 173
INTERNAL SERVICE FUNDS
Employee Benefits Fund ......................................................................................... 175
LPFD Replacement Fund........................................................................................ 176
Public Art Acquisition Fund ..................................................................................... 177
Public Art Maintenance Fund .................................................................................. 178
Vehicle Replacement Fund ..................................................................................... 179
Equipment Replacement Fund................................................................................ 180
Facilities Renovation Fund...................................................................................... 181
Information Technology Replacement Fund ........................................................... 182
Fire Apparatus Replacement Fund ......................................................................... 183
Police Vehicle Replacement Fund .......................................................................... 184
Park and Median Renovation Fund......................................................................... 185
Street Light Replacement Fund .............................................................................. 186
Traffic Signal Replacement Fund............................................................................ 187
LPFD Retirees’ Medical Reserve Fund................................................................... 188
Workers’ Compensation Fund................................................................................. 189
Self- Insurance Retention Fund ............................................................................... 190
LPFD Workers’ Compensation Fund ...................................................................... 191
Retirees’ Medical Reserve Fund ............................................................................. 192
SPECIAL REVENUE FUNDS
D. A. R. E. Fund ......................................................................................................... 193
Asset Forfeiture Fund.............................................................................................. 194
Downtown Parking In- Lieu Fund ............................................................................. 195
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Recycling and Waste Management Fund ............................................................... 196
Senior Center Donations Fund................................................................................ 197
Miscellaneous Donations Fund ............................................................................... 198
Youth Master Plan Fund.......................................................................................... 199
Downtown Economic Development Loan Fund ...................................................... 200
Lower Income Housing Fund .................................................................................. 201
Ridgeview Mortgage Fund ...................................................................................... 202
Livermore- Pleasanton Fire Department ( LPFD) Fund ............................................ 203
Used Oil Grant Fund ............................................................................................... 209
Law Enforcement Fund ........................................................................................... 210
Miscellaneous Federal Block Grant Fund ............................................................... 211
Lemoine G. H. A. D. Fund.......................................................................................... 212
Laurel Creek G. H. A. D. Fund .................................................................................. 213
Ponderosa Landscape District Fund ....................................................................... 214
Windsor Landscape District Fund ........................................................................... 215
Moller Ranch G. H. A. D. Fund .................................................................................. 216
Oak Tree Farm G. H. A. D. Fund ............................................................................... 217
Bonde Landscape District Fund .............................................................................. 218
Moller Ranch Landscape District Fund ................................................................... 219
Ridgeview Commons Housing Fund....................................................................... 220
Oak Tree Farm Landscape District Fund................................................................ 221
Community Development Block Grant ( CDBG) Fund............................................. 222
H. O. M. E. Program Fund.......................................................................................... 223
H. B. P. O. A. Maintenance District Fund.................................................................... 224
Abandoned Vehicle Fund........................................................................................ 225
Urban Forestry Fund ............................................................................................... 226
Library Donations Fund........................................................................................... 227
OTHER FUNDS
2003 Certificates of Participation Fund ................................................................... 229
2004 Certificates of Participation Fund ................................................................... 230
Pleasanton Township County Water ( PTCWD# 3) Fund......................................... 231
2005- 06/ 2006- 07 CAPITAL IMPROVEMENT PROGRAM
Five Year Summaries.............................................................................................. 233
Detailed Financial Tables by Year .......................................................................... 240
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APPENDIX
A 2007 City Council Work Plan ........................................................................ A- 1
B Budget Calendar and Terminology
Budget Preparation Process and Budget Documents....................... B- 1
Budget Calendar................................................................................ B- 2
Glossary of Terms ............................................................................. B- 8
Acronyms......................................................................................... B- 11
Accounting System and Fund Structure .......................................... B- 12
C Financial Policies
General Financial Policies ................................................................ C- 1
Water Enterprise Financial Policy..................................................... C- 5
Sewer Enterprise Financial Policy .................................................... C- 6
Fee Policy ......................................................................................... C- 7
Investment Policy and Guidelines .................................................. C- 15
D Discussion of Revenues and Revenue Forecasting .................................... D- 1
E Statistical Data
Comparative Information 2000 - 2009............................................... E- 2
History of General Fund Revenue ..................................................... E- 4
History of Full- Time City Staffing ....................................................... E- 6
Historical Financial Trends ................................................................ E- 7
F Debt Summary .............................................................................................. F- 1
G Assessment Districts.................................................................................... G- 1
H Resolution .................................................................................................... H- 1
Attachment A - Operating Budget Estimated
Changes in Fund Balance ................................................................ H- 2
Attachment B - CDBG Funding.................................................................... H- 6
INDEX.......................................................................................................................... ........ I- 1
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Vision Statement…
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A Vision for the Organization
We believe in an organization that provides excellent customer service at all levels
of the organization;
We believe in an organization that has a management team that leads by example,
where strength of character, dedication, problem- solving and integrity count;
We believe in an organization that endorses continuous learning to assure
employees have the skills to provide effective services and the training and
education to prepare for career advancement opportunities;
We believe in an organization that fosters open and honest communication among
all employees, across all departments and with the public;
We believe in an organization that is driven by clear objectives where strong
performance is rewarded;
We believe in an organization that operates as one cohesive organization, not
isolated departments, fostering collaborative interdepartmental partnerships with all
employees for organizational and community problem- solving;
We believe in an organization that values all members of the organization and the
community.
I N T R O D U C T I O N
C i t y Manage r ’ s B u d g e t M e s s a g e
xvii
OVERVIEW
I am pleased to present the Proposed 2007- 08/ 2008- 09 Budget. The City of Pleasanton has a tradition of
long- range financial planning, which has been invaluable in helping us provide sustainable services to the
community. This budget continues the City’s practice of providing high quality municipal services while
maintaining an ability to adapt to local, regional and statewide economic issues and challenges. This budget
also provides a financial education for the reader: it covers our budget history, policies and goals; describes
all revenue sources and department functions; and forecasts revenue and expenditure trends over the next
several years. The budget will be discussed in a City Council study session on June 12, 2007 and is
scheduled for adoption on June 19, 2007.
BUDGET PLAN SUMMARY
This budget maintains core service levels, addresses new program and project initiatives prioritized by the
City Council and implements measures to promote long- term fiscal stability. These goals can be achieved
with a spending plan that still operates within our fiscal means. Careful planning and a diversified local
economy have allowed us to balance this budget without reductions in service.
Locally, Pleasanton’s economy remains strong. The City’s unemployment rate ( currently 2.2%) is
consistently below County and State averages. The local real estate market is competitive, with home
values typically above the median for the State and region. Commercial vacancy rates have stabilized
around 11% over the past several quarters, and the rate remains very favorable compared to the 18% rates
experienced during the economic downturn from 2001- 2004. Local companies are expanding and other well
known companies are relocating to Pleasanton; in fact, a key challenge for the City is to assist in identifying
sufficient commercial, office and industrial space for those firms. The City’s economic base continues to
diversify, further strengthening Pleasanton’s position as a center for innovation and entrepreneurship, in
such areas as scientific and biomedical products and services, business operations, information technology
products, and specialized engineering and consulting services.
Nonetheless, the City still faces fiscal challenges as the cost of providing services to the public continues to
rise. This is compounded by costs that have grown at a rate greater than inflation. A main contributor to this
increase was the dramatic escalation of employee pension costs brought about by changes in benefit levels,
coupled with market losses for the Public Employee Retirement System ( PERS). The situation has
stabilized as a result of the introduction of a new PERS formula for calculating pension contributions that
reduces volatility, and, most importantly, an improvement in the investment return in recent years.
I N T R O D U C T I O N
C i t y Manage r ’ s B u d g e t M e s s a g e
xviii
SHARED V I S I O N : THE POWER OF PARTNER S H I P
Before shifting focus to the budget’s revenue and expenditure highlights, it is important to note that the
Pleasanton City Council adopted its annual work plan for fiscal years 2007- 08/ 2008- 09. The work plan,
which is delineated by broad categories and individual projects, was developed in close cooperation with the
Mayor and City Council, and the City Manager. Collectively, these categories are intended to inform the
community of the Council’s shared vision and to provide the City Manager with the policy direction needed to
allocate City resources, including preparation of the annual budget. Below are highlights of how the
operating budget addresses each goal of the work plan, with particular emphasis placed on our continued
tradition of community- based partnerships.
Dev e l o p B e r n a l C ommu n i t y P a r k
In November 2006, Pleasanton voters approved the proposed land use for the 318- acre Bernal Community
Park. In January of this year, the City Council formed the Bernal Financing Committee to define funding
sources for the amenities identified in the plan. The committee will forward a comprehensive financing plan
to the Council for its consideration in mid 2007. Included in the operating budget is the continuation of
limited term staffing to support this effort.
Plans are also underway for the 13- acre first phase of the Bernal Community Park. This phase will include
infrastructure improvements including three baseball diamonds ( two lighted), a children’s play area, public
restrooms, league storage buildings and other amenities normally found in City parks. Construction may
begin this summer with an anticipated completion time of approximately 15 months. Included in the
operating budget are funds needed to support contractual park maintenance and operations upkeep.
Compl e t e a C ompr eh e ns i v e G e n e r a l P l a n U p d a t e
The General Plan Update was initiated by the City Council in April 2003; the first phase solicited input from
the community through a series of neighborhood workshops and joint City Council and Planning
Commission meetings. As of June 2007, the City Council has reviewed and approved eight of the 12
elements of the General Plan; the remaining four elements are being drafted. Staff has worked closely with
community and regional agencies such as the Pleasanton Unified School District and the Zone 7 Water
Agency to ensure that community interests and concerns are incorporated. A draft General Plan will be
considered by the City Council in early 2008. Included in the operating budget is the continuation of limited
term staffing to support this effort, as well as funds to support outside consulting work for environmental
impact review, additional traffic modeling, and development of the final document.
Mai n t a i n F i s c a l S u s t a i n a b i l i t y
A paramount goal of the City Council is maintaining fiscal sustainability. This 2007- 08/ 2008- 09 budget
ensures that the level of services are sustainable within current revenues and that additional contributions
are being made toward reserves. Future decisions will be guided by the long- range forecast that projects
revenues and expenditures ten years into the future. This budget also continues to maintain reserve
levels at appropriate levels consistent with policies included in the General Plan. While the City is
I N T R O D U C T I O N
C i t y Manage r ’ s B u d g e t M e s s a g e
xix
currently in good financial position, the future is not without significant challenges; it is imperative that efforts
to contain future costs be continued to ensure that expenditures can be financed with available revenues. It
is important to keep our future financial capacity in perspective as we make long term decisions about labor
agreements, pre- funding retiree medical benefits, user fee cost recovery, and the adequacy of our water and
sewer rates.
Addr e s s A f f o r d a b l e H o u s i n g N e e d s
January 17, 2007 marked the grand opening of the Parkview assisted living facility adjacent to the
Pleasanton Senior Center. The 105- unit complex offers housing with a range of services for seniors who
desire assistance with activities for daily living. The project is the result of collaboration between the City of
Pleasanton, BRIDGE Housing Corporation and Eskaton. A key feature of The Parkview is the availability of
31 below- market rate units with substantially reduced monthly rates for very low income senior citizens.
Expected to be fully occupied within eighteen months, after four months the facility is already more than 65%
leased. Through the operating budget, the City will continue to invest in this project through staff support
and coordination of programs, services and activities targeting our senior population.
A similar project is also underway for the existing Kottinger Place Senior Housing Complex. Located near
downtown, this 50- unit housing complex opened in 1972 and provides affordable housing for low income
seniors. To plan for the eventual replacement of this aging facility, the City’s Housing Authority is working
collaboratively with representatives from Christian Church Homes ( a nonprofit housing developer) and the
Board of Directors of Pleasanton Gardens ( a neighboring senior housing facility) to explore options for joint
redevelopment. A community task force will analyze development options and funding alternatives. The
City’s goal is to create a practical, cost- effective and collaborative approach to address a critical housing
need. This budget includes a continuation of consulting services and staff support to accomplish this
objective.
I m p lemen t I m p r o ve d T r a f f i c C i r c u l a t i o n M e a s u r e s
As traffic continues to impact the community the Traffic Division places emphasis on projects and programs
to address problem areas. This budget contains funding for the conversion of an Engineering Technician II
from limited term to permanent status and the addition of an Associate Transportation Engineer to address
signal timing and enhance the City’s transportation system performance.
Improving congestion levels on the regional roadways provides significant benefit to internal circulation on
Pleasanton streets. The City will continue to move forward to secure funding for the environmental
documentation necessary to widen State Route 84 to a four- lane roadway. The City will also work with its
regional partners to ensure that area projects for I- 580 and I- 680 remain a high priority for funding and
completion in the coming years.
The new Pedestrian and Bicycle Master Plan will complement the City’s existing Community Trails Master
Plan and identify specific projects that will improve and connect pedestrian and bicycle facilities throughout
the city, as well as establish guidelines and prioritization for future projects. The development of the master
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plan is underwritten with Measure B Bicycle/ Pedestrian countywide discretionary funds provided through the
Alameda County Transportation Improvement Authority ( ACTIA).
P r e s e r v e t h e C h a r a c t e r o f H a p p y V a l l e y
The Callippe Preserve Golf Course continues to outperform the City’s initial expectations; revenues
generated by golf rounds, food and beverage sales, and cart rentals have exceeded projections. The
resulting additional income has been used to fund a larger than anticipated share of the annual golf bond
payment and to fund replacement reserves. The golf course continues to receive acclaim from regional and
national golf publications citing the quality of the course and its reasonable rates.
Additionally, traffic circulation in the vicinity of the golf course remains a top concern for the City. The City
Council recently adopted a recommendation of the Blue Ribbon Committee to alter the planned alignment of
the road leading to the golf course. In the coming two years, the City will define funding options for this new
alignment, which may include a combination of cash reserves, debt financing and private developer
financing.
F o s t e r E c o n o m i c P r o s p e r i t y
Economic viability and vitality are essential to the community’s success. As such, the City recently adopted
an Economic Development Strategic Plan to guide the City in creating and maintaining an environment that
ensures economic sustainability. The City has a number of specific initiatives that further the goal of
fostering economic development:
• Business Development. This includes continued outreach to existing businesses and potential new
businesses through events and programs coordinated in conjunction with the Pleasanton Chamber
of Commerce, the Tri- Valley Convention & Visitors Bureau, and the Pleasanton Downtown
Association, as well as industry specific sponsorships to advance Pleasanton’s profile.
• Marketing/ Advertising. This includes promotion of Pleasanton businesses through a marketing
campaign designed to encourage residents to shop locally while also drawing new commerce to the
city. Additional marketing efforts to promote the Tri- Valley region as a center of entrepreneurship will
be a component of the City’s involvement with the Tri- Valley Business Council and the East Bay
Economic Development Alliance.
• Project Implementation. Several high profile projects are in negotiations which should lead to
agreements for their implementation. These include: 1) purchase of the Alameda County
Transportation Corridor for additional Downtown and Firehouse Theater parking; 2) annexation and
development of the Staples Ranch property; and 3) expansion of the Stoneridge Shopping Center.
S t r e n g t h e n Y o u t h P r o g rams , S e r v i c e s a n d A c t i v i t i e s
Creating a safe and nurturing environment for youth is a hallmark characteristic of our community. We do
this through a variety of partnerships with the community and the school district.
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Recreation programs continue to be a priority and funding for temporary staffing for after school programs,
summer day camps, and youth sports is included in the operating budget. In response to local demand, as
well as a countywide survey indicating a shortage of services for children 18- to 36- months old, a new
recreation program, “ Gingersnaps,” is being offered at the City’s preschool facility.
As well, the City has invested in school sites that can also serve as additional park space for youth during
non- school hours. One such project includes funding the installation of new turf, irrigation and landscape
features at Donlon Elementary School; located near the City’s award- winning Val Vista Community Park,
this improved amenity will enhance the City’s field space for youth- related sports and activities. Also planned
for fiscal year 2007- 08 is the installation of lighted tennis courts at Pleasanton Middle School; this
improvement will enhance the availability of lighted tennis courts to serve our growing youth and adult tennis
populations. Both projects are scheduled for completion in calendar year 2007.
A s s u r e a S a f e a n d S e c u r e Co m m u n i t y
The most important service local government provides is ensuring the safety and security of its citizens and
visitors, and public safety is of the highest priority in Pleasanton. In addition to enhancing our focus on
routine police patrols and traffic enforcement activities, the operating budget continues to invest in police
and fire services and underscores the importance of disaster preparedness within the community. In the
wake of catastrophic events that have occurred throughout our country and world, Pleasanton seeks to
prepare its staff and residents in the event of an emergency. The Fire Department will continue to provide
training to area residents through its Citizen Emergency Response Training ( CERT) and through internal
training of the City Council and staff.
Also included in the operating budget is funding for the Livermore/ Pleasanton Public Safety Radio
Communications Upgrade. The cities of Pleasanton and Livermore jointly own an 800 MHz radio system
that services both agencies; this system is rapidly becoming outdated and has reliability issues. To address
this matter, the cities have been working cooperatively to study relevant issues and identify the best solution
for a replacement system. This budget includes funds to cover the most significant portions of the system
upgrades. A final report and recommendation for a replacement strategy will be presented to the City
Council later this year.
P r o t e c t a n d E n h a n c e P l e a s a n t o n ’ s Qua l i t y o f L i f e
The City is committed to maintaining its physical treasures for future generations. For example, the seismic
upgrade and interior and exterior renovations of the Veterans Memorial Building are scheduled to be
completed this summer.
Two other well known landmarks – the Alviso Adobe and the Railroad Avenue Fire Station – are also
scheduled for improvements over the next two years. Considered to be the oldest structure in the Tri- Valley
area, the Alviso Adobe, located on Old Foothill Road, will be restored to original condition and its 27- acre
surroundings will be transformed into a community park. Unlike most recreational parks in Pleasanton, this
site will feature amenities and interpretive facilities designed to introduce citizens and visitors to the rich
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xxii
cultural and historical heritage of the region. A partnership between the City and the Amador- Livermore
Historical Society, operator of the Museum on Main Street, will be developed to enhance the interpretive
experience at the park and to assist with management and coordination of the facility.
The former firehouse located at 4444 Railroad Avenue in downtown will be converted into a 250- seat
performance arts theater and art gallery beginning in calendar year 2008. This 20,000 square foot facility
will be home to youth and family theater productions, chamber music, jazz concerts, lecture series, literary
events, and other cultural and community offerings. Plans are underway to integrate the Firehouse Arts
Center with an expanded and improved Lions Wayside Park, including a renovated bandstand, public art
displays and other landscape features, all designed to expand and broaden the whole Downtown District.
City funds for the construction of the facility will be augmented by private contributions solicited and provided
in partnership with the Pleasanton Cultural Arts Foundation, a private not- for- profit affiliate of the Pleasanton
Cultural Arts Council.
P u r s u e E n v i r onmen t a l Awa r e n e s s , H e a l t h , L a n d U s e & P r e s e r v a t i o n I s s u e s
A priority for the City is to pursue and address environmental issues which affect the health and
sustainability of the community. Environmental issues encompass green building practices, furthering
recycling and reuse habits, thoughtful, preserved and protected land development, climate protection, and
education and awareness about these important issues. The City receives annual grants to further recycling
efforts and educational opportunities, and to research and pursue new programs. The annual budget
includes allocations for green waste recycling, funding for educational programs at schools, the development
of a commercial recycling program, electronic waste collection events, and events and opportunities to
increase public awareness.
Some additional examples of the City’s efforts in this area are:
• This budget includes funds to participate in the Alameda County Climate Protection Project. The
City will work with project coordinators to conduct an inventory to develop a baseline emission
inventory and forecast, as well as companion recommendations to develop options for reducing
emissions. The inventory will be conducted during the summer months with final recommendations
submitted to the City in early 2008.
• The Cities of Pleasanton and Livermore have partnered with Spectrum Energy, Inc. to develop a
communitywide Solar Cities Project. The areas being reviewed include residential, commercial and
City- owned facilities. Both cities are currently compiling data and identifying stakeholders to assist in
developing the program; Spectrum will coordinate the planning process and obtain community input.
A draft program will be presented for the City Council’s consideration in late 2007.
• The City Council has established a subcommittee to work cooperatively with Pleasanton Garbage
Service to improve and enhance existing recycling services. Staff anticipates new programs will be
presented to the City Council in early 2008 in connection with the City’s rate review process.
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xxiii
• This year, the City is scheduled to complete the Kottinger Creek Restoration project, following
several years of planning and design by the community. This budget contains funding for the
maintenance of this newly restored, environmentally significant area.
Ope r a t e a n E f f e c t i v e a n d C o s t E f f i c i e n t Gov e r nme n t
The City continually seeks to improve the ways in which it delivers service to reduce costs, increase
effectiveness and enhance efficiency.
Some new initiatives included in the Operating Budget which further this goal include:
• Implementation of Permit Streamlining. The City has been engaged in streamlining the operations of
its development services departments by incorporating input from internal and external user groups.
While the findings and recommendations of these committees will be formally presented to the City
Council next fiscal year, staff has already begun to implement a number of non- policy initiatives to
improve customer service. Of particular relevance to the budget are the addition of a Permit Center
Manager and completion of a User Fee Study.
• Enhanced Public Information Activities. Over the past several years, the City has placed particular
emphasis on enhancing its venues for communicating with members of our community. Notably,
the previous budget identified funding for an update of the City’s website; this budget includes
funding for the development of a community- wide newsletter program and the addition of a Public
Information Officer position to coordinate website administration, newsletter development and other
related activities.
• Customer Service Training. The operating budget includes funds to develop a customer service
training program for all new employees and a series of annual trainings for existing employees.
REVENUE AND EXPENDITURE H IGHLIGHTS
The budget highlights below reflect the major changes necessary to carry out the various initiatives that
have been described above.
Some significant revenue elements of the 2007- 08 and 2008- 09 budget include:
• Sales tax revenues projected to increase 1.6% and 2.5% in each of the next two years ( local
portion).
• Property tax revenues projected to increase 5.4% in 2007- 08 and 5.8% in 2008- 09.
• Transient occupancy tax revenues projected to increase 5% in 2007- 08 and 5% in 2008- 09.
The following are highlights of the expenditure elements in the 2007- 08 and 2008- 09 budget:
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xxiv
• Total City expenditures in 2007- 08 are $ 150.2 million, a 2.3% decrease as compared to the
$ 153.7 million in 2006- 07. Appropriations in 2008- 09 are $ 156.7 million, a 4.3% increase over
2007- 08.
• General Fund operating expenditures in 2007- 08 total $ 91.0 million, a 4.6% increase from the
prior budget of $ 87.0 million. General Fund operating expenditures in 2008- 09 total $ 94.7
million, a 4.1% increase from the prior budget of $ 91.0 million.
• The 2007- 08 and 2008- 09 budget includes contributions to the Reserve for Economic
Uncertainties that maintain it at 10% of annual revenues, which is consistent with the City’s fiscal
policies. The budget keeps the Temporary Recession Reserve intact with a balance of $ 5.1
million. Staff is recommending that this reserve be kept in place at least through the next two
years, or as long as uncertainty exists in the State’s budget and the economy. When
appropriate, the funds can then be made available for one- time purposes such as capital
improvements.
• The Capital Improvement Plan budget totals $ 17.2 million and $ 16.0 million, in fiscal years 2007-
08 and 2008- 09, respectively. A $ 5 million contribution from the General Fund occurs each year
to fund capital projects.
• Baseline staffing is increased by 1.54 full- time equivalent positions in 2007- 08 to address City
Council priorities.
• Non- personnel costs remain flat, as compared to the previous budget cycle, after factoring out
carryovers and contribution to reserves, replacement and contingency.
• Internal Service Funds remain fully funded to assure timely replacement of capital equipment,
depreciated technology needs and major facility maintenance.
• Benefit expenses are increasing citywide by an estimated $ 2.1 million in 2007- 08, and another
$ 1.5 million in 2008- 09, with the largest portion of the increase due to health insurance, pension
costs, and increased contributions to retiree medical reserves.
CONCLUS I O N
In closing this budget message, I would like to express my appreciation to the City Council for providing the
positive leadership and direction on behalf of the community. Members of the City’s commissions, through
their expertise and input, have also provided valuable assistance in the development of the Capital
Improvement Plan. I also want to recognize the City staff for their dedication and effort, not only in the
preparation of this budget, but in their commitment to providing the highest quality service to the Pleasanton
community.
I would like to specifically acknowledge the work of the City’s budget team. They have successfully
assembled a budget document that is comprehensive, accurate and easy to read. Steve Bocian, David
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C i t y Manage r ’ s B u d g e t M e s s a g e
xxv
Culver, Mike Patrick, Kathy Kitterman, Lois Webb and Sharon Svitak were responsible for all the detailed
coordination, design, compilation, analysis, photography layout and graphics.
I would also like to thank the entire Finance Department staff for the assistance they provided and Mary
Wayda, Cindy Seerley and Melissa Winsby for the reprographic services.
I look forward to working with the City Council, staff and the Pleasanton community as we implement this
operating budget and policy document. I am confident that the result of our efforts will be the continuation of
high quality public service, an excellent City staff and a secure financial position for our community.
Nelson Fialho
City Manager
• NOTES •
xxvi
1
BUDGET SUMMARY
2007- 08 & 2008- 09 Operating Budget
The total City operating
budget is $ 150.2 million for
2007- 08, a - 2.3% decrease
over the adjusted budget
and $ 156.7 million for 2008-
09, a 4.3% increase
Total City Operating Budget
The total City of Pleasanton operating budget is $ 150.2 million for
2007- 08 which represents a - 2.3% decrease over the 2006- 07
budget after being adjusted for carryover appropriations ( adjusted
budget) and $ 156.7 million for 2008- 09 which represents a 4.3%
increase over the 2007- 08 budget.
The total City budget is comprised of a number of different funds
that fall into five categories.
2007- 08 General Fund
operating revenues total
$ 95.9 million and operating
expenditures total $ 91.0
million
2008- 09 General Fund
operating revenues total
$ 100.3 million and operating
expenditures total $ 94.7
million
General Fund
General Fund operating revenues, before transfers, amount to
$ 95.9 million in 2007- 08, a 3.4% increase, and $ 100.3 million in
2008- 09, a 4.5% increase. General Fund operating expenditures,
amount to $ 91.0 million in 2007- 08, a 4.6% increase, and $ 94.7
million in 2008- 09, a 4.1% increase over the 2006- 07 adjusted
budget.
General Fund Revenue Comparison
$ 100.3
$ 95.9
$ 92.8
$ 88.0
$ 90.0
$ 92.0
$ 94.0
$ 96.0
$ 98.0
$ 100.0
$ 102.0
2007 2008 2009 Millions
+ 3.4% + 4.5%
General Fund Expenditure Comparison
$ 94.7
$ 91.0
$ 87.0
$ 82.0
$ 84.0
$ 86.0
$ 88.0
$ 90.0
$ 92.0
$ 94.0
$ 96.0
2007 2008 2009
Millions
+ 4.6% + 4.1%
BUDGET SUMMARY
2007- 08 & 2008- 09 Operating Budget
General Fund Revenues
The following chart provides a comparison of 2006- 07 estimated
revenues to the 2007- 08 and 2008- 09 revenue projection
General Fund Revenues 2004- 05
Actual
2005- 06
Actual
2006- 07
Adjusted
Budget
2007- 08
Projected
%
Change
2008- 09
Projected
%
Change
Taxes 63,993,410 6 9,225,234 7 5,940,270 7 8,429,675 3.3% 8 1,970,315 4.5%
Licenses & Permits 64,365 5 8,513 4 6,727 4 8,597 4.0% 5 0,542 4.0%
Development Services 3,649,470 3 ,843,646 3 ,598,614 4 ,090,946 13.7% 4 ,254,585 4.0%
Fines & Forfeits 550,122 4 92,548 4 61,025 4 79,466 4.0% 4 98,645 4.0%
Interest Income & Rents 631,869 6 43,881 8 54,663 8 92,303 4.4% 9 31,612 4.4%
Subventions & Grants 1,304,529 2 ,100,921 1 ,179,599 1 ,077,892 - 8.6% 1 ,167,710 8.3%
Franchise Fees 1,465,138 1 ,578,689 1 ,681,481 1 ,748,740 4.0% 1 ,818,689 4.0%
Current Service Fees 1,011,528 1 ,054,891 1 ,069,816 1 ,112,608 4.0% 1 ,157,112 4.0%
Miscellaneous 1,176,513 9 14,691 1 ,305,003 8 55,173 - 34.5% 8 69,663 1.7%
Library Services 82,572 9 0,065 8 7,944 8 0,600 - 8.4% 8 0,600 0.0%
Recreation Revenues 3,233,539 3 ,497,962 3 ,517,593 3 ,839,559 9.2% 4 ,092,970 6.6%
Interfund Charges 2,707,759 2 ,556,054 3 ,066,477 3 ,314,854 8.1% 3 ,423,779 3.3%
Total Revenue 79,870,814 8 6,057,095 9 2,809,212 9 5,970,413 3.4% 1 00,316,222 4.5%
$ 0.0 $ 10.0 $ 20.0 $ 30.0 $ 40.0 $ 50.0 $ 60.0
Millions
Property Tax
Sales Tax
TOT
Other Taxes
Development Service Fees
Intergovernmental
Recreation Services
Interfund
3 Year Revenue Comparison
2009 2008 2007
2
3
BUDGET SUMMARY
2007- 08 & 2008- 09 Operating Budget
General Fund revenues are
projected to increase 3.4%
in 2007- 08 and 4.5% in 2008-
09.
Property tax is expected to
increase 5.4% in 2007- 08
and 5.8% in 2008- 09
In total, General Fund revenues are projected to increase 3.4% in
2007- 08 and 4.5% in 2008- 09. General taxes drive the General
Fund as the major contributor of revenues and are expected to
increase 3.3% and 4.5% in the two year period, very much
consistent with the total percent increase for the General Fund.
General taxes account for over 80% of budgeted revenues.
Property Tax
Property tax is expected to increase 5.4% in 2007- 08 and 5.8% in
2008- 09 including secured, unsecured, supplemental, and
delinquent property taxes in addition to the amount reimbursed by
the State in exchange for a reduction in vehicle license fees. The
secured roll alone is expected to increase 6.6% in 2007- 08 and
6.7% in 2008- 09.
Sales Tax
Sales tax is expected to decline - 1.0% in 2007- 08 and then
increase + 2.5% in 2008- 09. The - 1.0% decline in 2007- 08 is
somewhat misleading due to a large “ triple flip” true- up payment in
the prior year, 2006- 07, which is not included in 2007- 08 due to
the unpredictability of the formula used by the State to estimate
the “ triple flip” payment. The remaining share of the local sales
tax not affected by the “ triple flip” is expected to increase + 1.65%
in 2007- 08 and + 2.5% in 2008- 09.
Explaining the “ Triple Flip”
The following provides an explanation of the “ triple flip”. Until
2004- 05 the local sales tax rate was 1% and was received
monthly ( 5% of Pleasanton’s 1% actually goes to Alameda County
under a prior agreement). The State legislature and voters
changed the 1% distribution in the 2004- 05 fiscal year. During
2004- 05 the local sales tax was split with 75% of the 1% sales tax
remaining local and received monthly. The remaining 25% of the
sales tax became part of the State legislature’s proposal called the
“ triple flip” and is received in two equal payments in January and
May. The ‘ triple flip” swaps one- quarter of the City’s 1% local
sales tax to secure $ 15 billion in State deficit financing bonds
approved by voters with the passage of Proposition 57 ( flip # 1).
The State is replacing the one- quarter cent with property tax
money that has been diverted from cities and counties on a
continuing basis since 1992- 93 to fulfill school funding obligations
( flip # 2). Using diverted property tax money previously earmarked
for schools requires the State to fulfill their obligation to fund
schools from the State’s general fund ( flip # 3).
4
BUDGET SUMMARY
2007- 08 & 2008- 09 Operating Budget
Currently, a user fee study
is underway to update the
cost of providing certain
services including overhead
and indirect costs
The methodology the State uses to estimate the amount of sales
tax loss from the 25% take- a- way to be reimbursed from diverted
property tax involves a formula using statewide sales tax growth
first, and then second, each city receiving a pro- rata share of the
state- wide growth based on the change in county population.
Economic growth in sales tax in individual cities is not a factor in
this formula. The amount received using this estimate is
compared with the actual local sales tax collections in any given
year to determine the amount of a “ true up” payment which is
made in the following fiscal year and could be either positive or
negative. The formula doesn’t take into account the actual sales
tax being produced in each jurisdiction and there can be a lag time
of up to 18 months before the actual true- up payment is received
and the jurisdiction made whole.
User Fee Cost Recovery
The City of Pleasanton provides many services to the public.
Some services provide a general benefit to the community such
as police and fire protection and are almost entirely paid for by
general taxes. Other services, such as inspections, permitting,
and recreation classes provide a special benefit to an individual,
group, or company and a user fee is charged to recover all or a
portion of the cost of providing that special service. It is the
general policy of the City of Pleasanton to recover its costs from
individuals and/ or groups who benefit from a particular service.
As shown in the chart below, the current level of cost recovery is
very low. Currently, a user fee study is underway to update the
cost of providing certain services including overhead and indirect
costs. The results of this study along with recommendations for
any fee adjustments will be presented to City Council during 2007.
BUDGET SUMMARY
2007- 08 & 2008- 09 Operating Budget
General Fund Program Generated Revenues vs. Program Expenditures
- 5,000 10,000 15,000 20,000 25,000 30,000 35,000 40,000
Thousands
General Government
Public Safety
Planning & Community
Development
Public Works
Community Activities
2007- 08 Program Expenditures Vs. Revenues
Program Revenues Expenditures
- 5,000 10,000 15,000 20,000 25,000 30,000 35,000 40,000
Thousands
General Government
Public Safety
Planning & Community
Development
Public Works
Community Activities
2008- 09 Program Expenditures Vs. Revenues
Program Revenues Expenditures
5
BUDGET SUMMARY
2007- 08 & 2008- 09 Operating Budget
General Fund Expenditures
Major Budget Increases
The major increases from 2006- 07 include funding to further City
Council Goal implementation including a Management Analyst
position that will serve as a Public Information Officer ( PIO), a
position in Traffic Engineering, and making a part- time Traffic
Engineering Technician position full time in the 2007- 08 year. In
2008- 09 the budget also includes a Permit Center Manager and a
City Naturalist. The departmental requests funded include web
casting of City Council meetings, additional computer network
equipment, traffic/ street light computer module, and replacing
police officer rainwear with Gortex. Mandatory cost increases
include contractual obligations involving existing labor
agreements, increases in retirement, health, and other benefit
costs, and estimated increases in fuel, utilities, and environmental
monitoring. Increases in other contributions include one- time
funding to partially replenish self insurance reserves, making
additional contributions toward unfunded liabilities, and adding
replacement funding for new facilities that have recently come on
line such as the Val Vista Park expansion and Callippe Preserve
golf course.
Major Increases to General Fund Budget 2007- 08 2008- 09
Additional Resources for Council Goal Implementation $ 4 52,530 $ 2 14,605
Department Requests funded 4 55,070 -
Mandatory Cost Increases
Personnel 2 ,532,487 2 ,382,858
Non- Personnel 8 06,350 2 38,350
Contributions to Reserves, Replacement & Contingency $ 3 ,326,970 $ 9 57,171
6
BUDGET SUMMARY
2007- 08 & 2008- 09 Operating Budget
General Fund expenditures
are estimated to be $ 91.0
million in 2007- 08, a 4.6%
increase, and $ 94.7 million
in 2008- 09, a 4.1% increase.
Personnel costs are
increasing 6.6% in 2007- 08
and 3.6% in 2008- 09
Analysis of Expenditures by Category
General Fund expenditures are estimated to be $ 91.0 million in
2007- 08, a 4.6% increase, and $ 94.7 million in 2008- 09, a 4.1%
increase over the 2006- 07 adjusted budget.
The following table summarizes the budget changes in each
expenditure category.
Expenditure Category
2006- 07
Adjusted
Budget
2007- 08
Budget
%
Change
over
Adjusted
2008- 09
Budget
%
Change
Personnel 62.0 66.1 6.6% 68.5 3.6%
Transportation & Training 1.9 2.2 15.8% 2.3 4.5%
Repairs & Maintenance 5.9 5.1 - 13.6% 5.2 2.0%
Materials & Supplies 16.5 17.1 3.6% 18.3 7.0%
Capital Outlay 0.7 0.5 - 28.6% 0.4 - 20.0%
Total 87.0 91.0 4.6% 94.7 4.1%
In Millions
Note: The 2006- 07 adjusted budget includes $ 3.5 million in carryover
appropriations for budget items not expended at 6/ 30/ 06 and for contracts
& agreements not yet completed at 6/ 30/ 06.
Personnel
Personnel costs are increasing 6.6% in 2007- 08 and 3.6% in
2008- 09. The Personnel cost increases that are attributable to
both 2007- 08 and 2008- 09 include salary increases pursuant to
existing labor contracts, salary adjustments, and increases for
health and other benefits. Increases budgeted for existing labor
contracts include PCEA in both 2007- 08 and 2008- 09 ( expires
October 31, 2010), POA in 2007- 08 for 11 months ( expires May
31, 2009), and LPFD for 1 month ( expires July 31, 2007).
Change in positions for 2007- 08 includes the addition of a
Management Analyst position to serve as a Public Information
Officer ( PIO), increasing a Traffic Engineering Technician from
part time to full time, and increasing an Office Assistant in Building
& Safety from part- time to full- time for 2007- 08 only. These
increases are partially offset by other FTE reductions resulting in a
net + 1.54 FTE increase for the General Fund. This was made
possible, in part, to a reorganization in Public Works that
eliminated the Street Superintendent position while at the same
time re- distributing the work of that position and reclassifying other
positions for added supervisory responsibilities resulting in an
7
BUDGET SUMMARY
2007- 08 & 2008- 09 Operating Budget
annual net savings of approximately $ 50,000 in both 2007- 08 and
2008- 09.
Change in positions for 2008- 09 include the reduction of the Office
Assistant in Building & Safety from full- time to part- time, and the
CalPERS Rates for elimination of a limited term Associate Planner position.
retirement benefits are
expected to increase
slightly in 2007- 08 and then
are projected to decrease
slightly in 2008- 09
CalPERS Rates for retirement benefits are expected to increase
slightly in 2007- 08 and then are projected to decrease slightly in
2008- 09 as shown below, along with a 3 year history.
PERS RATE HISTORY
Employer rates only
MISCELLANEOUS SAFETY- FIRE SAFETY- POLICE
Fiscal Year RATE incr/( decr) RATE incr/( decr) RATE incr/( decr)
2008- 09 16.400% - 0.215% 24.500% - 0.391% 27.700% - 0.409%
2007- 08 16.615% 0.308% 24.891% 0.915% 28.109% 0.137%
2006- 07 16.307% - 2.172% 23.976% - 1.041% 27.972% 0.956%
2005- 06 18.479% 3.319% 25.017% 1.841% 27.016% 3.486%
2004- 05 15.160% 4.931% 23.176% 14.041% 23.530% 20.675%
Transportation & Training
The Transportation & Training category is increasing 15.8% in
2007- 08 and 4.5% in 2008- 09 and includes the cost for training,
fuel, maintaining and operating vehicles, patrol cars, and fire units
along with annual depreciation cost for scheduled replacement of
all rolling stock. City- wide training expense amounts to about 10%
of the total amount budgeted in this account including ongoing
training for police and fire. The primary expenditure in this
account responsible for the increase in 2007- 08 is the annual
amount set aside for the ongoing long term replacement of all
existing fire vehicles and apparatus. The replacement cost for all
fire vehicles and apparatus’ was recently analyzed and updated to
current pricing and increased accordingly. This account also
includes updated cost estimates for the replacement police
vehicles and other City vehicles.
8
9
BUDGET SUMMARY
2007- 08 & 2008- 09 Operating Budget
Repairs & Maintenance
The Repairs & Maintenance category includes a variety of
expenditure accounts including computer hardware maintenance,
equipment parts, various repair contracts and replacement and
renovation charges. The replacement and renovation charges
include funding allocated for replacement and/ or renovation of
parks and medians, computer equipment, city buildings and other
equipment. This account is decreasing 13.6% when compared to
the 2006- 07 adjusted budget and increasing 2.0% in 2008- 09.
However, the 2006- 07 adjusted budget includes carryovers from
the prior year for contracts and projects not yet complete at year
end. After adjusting for the carryovers, the increase is 10.9% for
2007- 08. This increase is due primarily to beginning to set aside
annual replacement funding for a number of new facilities such as
the Val Vista Park expansion, Fire Station # 4, and greens, tees,
irrigation system, and cart paths at Callippe Preserve golf course.
The increase also includes updated annual funding for
replacement of equipment related to information technology and
the City’s computer network.
Materials & Supplies
The Materials & Supplies category includes a variety of
expenditure accounts including professional services contracts
( such as Lifetime Tennis), water & sewer usage, street light
electricity costs, insurance premiums, community program grants,
and contingency funds. This account is increasing 3.6% over the
2006- 07 adjusted budget and 7.0% in 2008- 09. After adjusting for
the carryover included in the 2006- 07 adjusted budget, the
increase is 18.8% for 2007- 08. The increase in this account
includes increases of $ 800,000 in 2007- 08 and $ 500,000 in 2008-
09 in the Risk Management program that will be moved into the
Self Insurance Retention Fund in an effort to replenish a portion of
the fund balance used for the FERMA settlement. Funding in this
account for the General Government program in includes
increased funding for web casting and archiving City Council
meetings, and funds in contingency for a position in Traffic
Engineering in 2007- 08, and funding for a Permits Center
Manager, and a City Naturalist in 2008- 09.
Capital Outlay
The Capital Outlay category includes the purchase of additional
vehicles, office equipment, computers, software, non- depreciable
capital outlay, and field equipment. The majority of the
expenditures in both 2007- 08 and 2008- 09 will update the library
BUDGET SUMMARY
2007- 08 & 2008- 09 Operating Budget
collection including books and other media, periodicals, online
reference service, and e- books.
Operating & Capital Transfers
Operating transfers in are comprised of a transfer from Asset
Forfeiture Fund to fund a temporary property evidence technician
in the Police Department. Operating transfers out include
operating subsidies to the Storm Drain Fund and the Cemetery
Fund. Capital transfers to the CIP will provide funding for the
Miscellaneous, Parks, Streets, and the residual amount needed
for golf debt service to ensure advance funding for 2 years debt
service as prescribed by policy.
Operating & Capital Transfers 2005- 06 2006- 07 2007- 08 2008- 09
OPERATING TRANSFERS IN - From:
Asset Forfeiture - 23,640 32,380 33,600
OPERATING TRANSFERS ( OUT) - To:
Storm Drain Fund - Operating Subsidy ( 100,000) ( 100,000) ( 250,000) ( 300,000)
Transit Fund ( 1,660) - - -
Cemetery Fund - Operating Subsidy - ( 90,000) ( 93,160) ( 30,200)
NET OPERATING TRANSFERS $ ( 101,660) $ ( 166,360) $ ( 310,780) $ ( 296,600)
TOTAL REVENUE & OPERATING TRANSFERS
CAPITAL TRANSFERS ( OUT) - To:
Misc. CIP ( from Operations) ( 3,000,000) ( 3,000,000) ( 3,650,000) ( 3,930,000)
Park CIP ( from Operations) ( 2,000,000) ( 1,000,000) ( 400,000) ( 70,000)
Street CIP ( from Operations) - ( 1,000,000) ( 950,000) ( 1,000,000)
Golf Debt/ Cash Flow Reserve ( from Golf Debt Reserve) ( 1,600,000) ( 500,000) - ( 300,000)
Misc. CIP ( from Capital Project Reserve) - ( 1,800,000) ( 2,000,000) ( 3,000,000)
NET CAPITAL TRANSFERS $ ( 6,600,000) $ ( 7,300,000) $ ( 7,000,000) $( 8,300,000)
Total Operating & Capital Transfers $ ( 6,701,660) $ ( 7,466,360) $ ( 7,310,780) $( 8,596,600)
10
BUDGET SUMMARY
2007- 08 & 2008- 09 Operating Budget
General Fund Reserves
The changes to General Fund Reserves for 2006- 07, 2007- 08,
and 2008- 09 are reflected in the tables below.
Changes to Reserves in 2006- 07
Balance
FY 2006- 07 3rd
Qtr Adjustments Balance
6/ 30/ 2006 6/ 30/ 2007
10% Reserve for Economic Uncertainties $ 8 ,610,000 $ 670,000 $ 9,280,000
Reserve for Carryovers 4,653,565 $ ( 3,093,565) $ 1,560,000
Capital Projects Reserve 3 ,800,000 $ 1,200,000 $ 5,000,000
Reserve for Golf Debt Service 2,500,000 $ ( 500,000) $ 2,000,000
Temporary Recession Reserve 5 ,100,000 $ - $ 5,100,000
Reserve for Inventories 44,307 $ - $ 44,307
TOTAL $ 24,707,872 $ ( 1,723,565) $ 22,984,307
General Fund - Fund Balance Reserve
Designations
Note: the net adjustment to the Capital Projects Reserve of 1,200,000 results from the reduction
of a $ 1,800,000 transfer to the CIPR and the addition of $ 3,000,000 in 2006- 07.
Changes to Reserves in 2007- 08
Balance
FY 2007- 08
Recommended
Adjustments Balance
6/ 30/ 2007 6/ 30/ 2008
10% Reserve for Economic Uncertainties $ 9,280,000 $ 3 20,000 $ 9,600,000
Reserve for Carryovers 1,560,000 $ ( 760,000) $ 800,000
Capital Projects Reserve 5,000,000 $ ( 2,000,000) $ 3,000,000
Reserve for Golf Debt Service 2,000,000 $ - $ 2,000,000
Temporary Recession Reserve 5,100,000 $ - $ 5,100,000
Reserve for Inventories 44,307 $ - $ 44,307
TOTAL $ 2 2,984,307 $ ( 2,440,000) $ 20,544,307
General Fund - Fund Balance Reserve
Designations
Changes to Reserves in 2008- 09
Balance
FY 2008- 09
Recommended
Adjustments Balance
6/ 30/ 2008 6/ 30/ 2009
10% Reserve for Economic Uncertainties $ 9,600,000 $ 4 30,000 $ 10,030,000
Reserve for Carryovers 800,000 $ ( 500,000) $ 300,000
Capital Projects Reserve 3,000,000 $ ( 3,000,000) $ -
Reserve for Golf Debt Service 2,000,000 $ - $ 2,000,000
Temporary Recession Reserve 5,100,000 $ - $ 5,100,000
Reserve for Inventories 44,307 $ - $ 44,307
TOTAL $ 2 0,544,307 $ ( 3,070,000) $ 17,474,307
General Fund - Fund Balance Reserve
Designations
11
12
BUDGET SUMMARY
2007- 08 & 2008- 09 Operating Budget
Revenues from water sales
are expected to remain at
existing levels in 2007- 08
and increase slightly in
2008- 09
Expenditures in the Sewer
Fund are increasing 1.2% in
2007- 08 and 2.4% in 2008- 09
Enterprise Funds
Water Fund
Revenues from water sales are expected to remain at existing
levels in 2007- 08 and increase slightly in 2008- 09. Expenditures
in the Water Fund are decreasing 0.6% in 2007- 08 and increasing
4.7% in 2008- 09. The decrease in 2007- 08 results from
carryovers in 2006- 07 including $ 313,929 for the Commercial
Irrigation and Water Conservation Rebate Program. The
increase in 2008- 09 is primarily due to the 7.45% wholesale rate
increase approved by Zone 7 Water Agency effective January
2007. Zone 7 Water Agency is the water wholesaler for the
Livermore- Amador Valley, purchasing, treating and delivering
water to four water retailers– the cities of Pleasanton and
Livermore, Dublin San Ramon Services District, and the California
Water Service Company ( serving parts of Livermore). These
retailers in turn sell water directly to business and household
customers. Funding for the Commercial Irrigation and Water
Conservation Rebate and Water Audit Program was included in
the 2006- 07 budget, and any unexpended funds will again be
carried over as the program will continue into 2007- 08. The
program is intended to benefit commercial irrigation customers by
educating and rewarding customers who demonstrate consistent
conservation habits
During 2006- 07 the Utility Billing Division of the Finance
Department was reorganized. A Revenue Manager position was
eliminated and the Sr. Utility Assistant position was reclassified to
Utility Billing Supervisor and a Utility Assistant was added
producing annual budget savings of approximately $ 45,000 per
year.
Sewer Fund
Expenditures the Sewer Fund are increasing 1.2% in 2007- 08 and
2.4% in 2008- 09. A local sewer rate study is currently underway
and may result in recommended adjustments to sewer rates.
While expenditures are increasing moderately, the net income is
trending downward highlighting the need for this rate review.
13
BUDGET SUMMARY
2007- 08 & 2008- 09 Operating Budget
Unlike many golf courses
who offer weekday
discounts, Callippe
Preserve has managed to
retain steady weekday
business at a market rate
without offering incentives
while providing discounts
for residents.
Golf Fund
Golf revenues for green fees are conservatively projected on the
basis of 65,000 rounds of play for both 2007- 08 and 2008- 09 while
the number of rounds for 2006- 07 is estimated to be
approximately 68,000 rounds. Unlike many golf courses who offer
weekday discounts, Callippe Preserve has managed to retain
steady weekday business at a market rate without offering
incentives while providing discounts for residents. Effective July
1, 2007 green fees will increase $ 2 for non- residents and $ 1 for
residents, in addition to a $ 1 per person cart fee increase. This
budget is in compliance with the policy of advance funding a
minimum of 2 years debt service payments. Net income from golf
operations, available fund balance, and a transfer of $ 300,000
from the General Fund in 2008- 09 should be sufficient to fund
debt service through 2010- 2011. Expenditures have normalized
and are reflected at about the same level for 2007- 08 and 2008- 09
and both include the additional annual environmental monitoring
costs of $ 140,000.
Cemetery Fund
The City purchased Pleasanton Pioneer Cemetery during 2006- 07
from the Independent Order of Odd Fellows Lodge No. 255.
Currently, the City contracts with Catholic Funeral & Cemetery
Services ( CFCS) for burial and monument services for previously
purchased plots, and in addition, cemetery map development and
cemetery database creation. The Cemetery Fund currently
generates no revenue and is supported by an operating subsidy
contribution from the General Fund. Expenditures are higher in
2007- 08 due to some one- time needs such as road
improvements, signage, entrance landscaping, repair of out
buildings, and tree trimming. Expenditures decrease to $ 30,200 in
2008- 09 which is expected to be the ongoing annual amount
required to maintain the Cemetery in a “ pioneer standard”.
New program initiatives for
LPFD include the
development of a strategic
plan and implementation of
a training and succession
plan to meet the need for
qualified personnel in all
key positions
Special Revenue Funds
LPFD Fund
The budget for the 2007- 08 and 2008- 09 Consolidated Fire
Budget provides adequate funding for the LPFD's fire, emergency
medical services, disaster preparedness, and fire prevention
activities. The budget increase is 1.3% for 2007- 08 over the
2006- 07 adjusted budget and a 1.8% increase for 2008- 09. This
change includes known increases in salaries, workers
compensation, liability insurance premium, and regulatory
14
BUDGET SUMMARY
2007- 08 & 2008- 09 Operating Budget
requirements. New program initiatives include the development of
a strategic plan and implementation of a training and succession
plan to meet the need for qualified personnel in all key positions.
During 2007- 08 the department will conduct a study regarding the
replacement of interoperable equipment used in both jurisdictions.
The recommendations from this study will be presented to the JPA
Board and submitted to Pleasanton and Livermore City Councils.
Recycling and Waste Management Fund
Funds from the Alameda County Waste Reduction and Recycling
Initiative ( Measure D) will be used to expand recycling programs
and education over the next two years. Programs will include
environmental education awareness programs at the school sites,
annual electronic waste events, food scrap recycling, large special
event recycling and education on current programs. Measure D
funds have been primarily used for the weekly green waste and
food scrap program over the recent years and will continue for the
first year of the next budget cycle as well as the introduction and
expansion of services to businesses and residences.
Internal Service Funds
Internal Service Funds are used as a method to allocate certain
internal costs to operating departments as a cost allocation tool.
The City has eighteen Internal Service Funds. They include:
􀂙 Risk Management ( 1)
􀂙 Workers Compensation ( 2)
􀂙 Employee Benefits ( 1)
􀂙 Retiree Medical Reserve ( 2)
􀂙 Public Art Acquisition & Maintenance ( 2)
􀂙 Replacement & Renovation ( 10)
In accordance with adopted financial policies and the General
Plan, the City maintains ten Replacement and Renovation Funds.
The purpose of these Funds is to provide ongoing replacement of
City assets; equipment, vehicles, street lights and traffic lights,
and to make major repairs and renovations to facilities, parks,
medians, and city wide tree trimming in order to extend the lives of
these assets. Adopted financial policies call for the establishment
and maintenance of reserves including major maintenance and
renovations of buildings, parks, and medians. This is
accomplished by charging operating programs an annual charge
15
BUDGET SUMMARY
2007- 08 & 2008- 09 Operating Budget
pursuant to a 20 to 30 year funding plan based on the asset
replacement cost and estimated life of the capital asset. The
benefit of such long- range financial planning is to insulate
replacement of assets and capital projects from fluctuations in the
budget and general economy.
All Other Operating Funds
Projected revenues and expenditures for all other Operating
Funds, including Trust and Debt Service Funds, are contained in
the body of the budget document.
Capital Improvement Budget
The four- year Capital Improvement Program ( CIP) for 2007- 08
through 2010- 11 will be provided in a separate document.
Summary tables for the CIP can be found in this document in the
“ Capital Improvement Program” section.
Requests for Information
Requests for further information should be made to the Director of
Finance, 123 Main Street, Pleasanton, CA.
Projected
June 30, 2007
Balance
Projected
FY2007- 08
Revenue
Projected
FY2007- 08
Net Transfers
Proposed
FY2007- 08
Expenditures
Projected
FY2007- 08
Net Income
Projected
June 30, 2008
Balance
GENERAL FUND $ 22,984,307 $ 95,970,413 $ ( 7,310,780) $ ( 91,099,633) $ ( 2,440,000) $ 20,544,307
ENTERPRISE FUNDS
Cemetery - - 9 3,160 ( 93,160) - -
Storm Drain 3 85,751 6 78,898 2 50,000 ( 948,611) ( 19,713) 3 66,038
Golf 2 ,220,474 4 ,136,240 ( 1,595,620) ( 3,471,754) ( 931,134) 1 ,289,340
Water 10,840,352 18,208,566 ( 1,614,415) ( 16,162,006) 4 32,145 11,272,497
Sewer 4 ,223,640 11,353,040 ( 898,151) ( 10,910,327) ( 455,438) 3 ,768,202
Enterprise Funds $ 17,670,217 $ 34,376,744 $ ( 3,765,026) $ ( 31,585,858) $ ( 974,140) $ 16,696,077
INTERNAL SERVICE FUNDS
Employee Benefits Fund 6 57,390 24,847,763 - ( 24,647,763) 2 00,000 8 57,390
LPFD Replacement 3 41,218 9 6,446 - ( 175,100) ( 78,654) 2 62,564
Public Art Acquisition Fund 2 48,916 4 9,000 - ( 40,000) 9 ,000 2 57,916
Public Art Maintenance Fund 2 6,850 1 0,900 - ( 10,000) 9 00 2 7,750
Vehicle Replacement Fund 1 ,631,526 5 32,286 - ( 617,000) ( 84,714) 1 ,546,812
Equipment Replacement Fund 2 ,414,406 5 65,577 - ( 1,192,100) ( 626,523) 1 ,787,883
Facilities Renovation Fund 3 ,518,639 8 22,971 - ( 1,299,250) ( 476,279) 3 ,042,360
IT Replacement Fund 1 ,995,582 8 98,937 - ( 430,300) 4 68,637 2 ,464,219
Pleas Fire Apparatus Replacement 1 ,618,518 4 63,425 - ( 600,000) ( 136,575) 1 ,481,943
Police Vehicle Replacement Fund 4 67,466 2 92,271 - ( 447,000) ( 154,729) 3 12,737
Park & Median Renovation Fund 5 ,730,472 1 ,881,448 - ( 1,097,462) 7 83,986 6 ,514,458
Street Light Replacement Fund 1 ,348,248 2 30,507 - ( 250,000) ( 19,493) 1 ,328,755
Traffic Signal Replacement Fund 8 01,721 4 77,245 - ( 379,000) 9 8,245 8 99,966
LPFD Retirees Medical Reserve 10,857,882 1 ,750,000 - ( 495,000) 1 ,255,000 12,112,882
Workers Compensation Fund 1 ,658,983 7 05,000 - ( 932,000) ( 227,000) 1 ,431,983
Self- Insurance Retention Fund 7 ,503,494 2 ,050,000 - ( 1,230,000) 8 20,000 8 ,323,494
LPFD Workers Comp Fund 7 98,304 8 80,000 - ( 853,000) 2 7,000 8 25,304
Retirees Medical Reserve Fund 25,231,379 5 ,628,400 - ( 937,000) 4 ,691,400 29,922,779
Internal Service Funds $ 66,850,994 $ 42,182,176$ - $ ( 35,631,975) $ 6,550,201 $ 73,401,195
2007- 08 OPERATING BUDGET
ESTIMATED CHANGES IN FUND BALANCES
16
Projected
June 30, 2008
Balance
Projected
FY2008- 09
Revenue
Projected
FY2008- 09
Net Transfers
Proposed
FY2008- 09
Expenditures
Projected
FY2008- 09
Net Income
Projected
June 30, 2009
Balance
GENERAL FUND $ 20,544,307 $ 100,316,222 $ ( 8,596,600) $ ( 94,789,622) $ ( 3,070,000) $ 17,474,307
ENTERPRISE FUNDS
Cemetery - - 3 0,200 ( 30,200) - -
Storm Drain 3 66,038 6 87,743 3 00,000 ( 991,484) ( 3,741) 3 62,297
Golf 1 ,289,340 4 ,232,756 ( 1,293,595) ( 3,461,557) ( 522,396) 7 66,944
Water 11,272,497 18,491,616 ( 1,713,971) ( 16,925,607) ( 147,962) 11,124,535
Sewer 3 ,768,202 11,474,040 ( 891,259) ( 11,168,183) ( 585,402) 3 ,182,800
Enterprise Funds $ 16,696,077 $ 34,886,155 $ ( 3,568,625) $ ( 32,577,031) $ ( 1,259,501) $ 15,436,576
INTERNAL SERVICE FUNDS
Employee Benefits Fund 8 57,390 26,327,566 - ( 26,127,566) 2 00,000 1 ,057,390
LPFD Replacement 2 62,564 1 01,657 - ( 178,600) ( 76,943) 1 85,621
Public Art Acquisition Fund 2 57,916 4 9,000 - ( 40,000) 9 ,000 2 66,916
Public Art Maintenance Fund 2 7,750 1 0,900 - ( 10,000) 9 00 2 8,650
Vehicle Replacement Fund 1 ,546,812 5 53,421 - ( 670,000) ( 116,579) 1 ,430,233
Equipment Replacement Fund 1 ,787,883 5 51,832 - ( 1,675,471) ( 1,123,639) 6 64,244
Facilities Renovation Fund 3 ,042,360 8 49,514 - ( 1,164,810) ( 315,296) 2 ,727,064
IT Replacement Fund 2 ,464,219 9 55,858 - ( 840,250) 1 15,608 2 ,579,827
Pleas Fire Apparatus Replacement 1 ,481,943 4 79,755 - ( 625,000) ( 145,245) 1 ,336,698
Police Vehicle Replacement Fund 3 12,737 2 98,805 - ( 352,000) ( 53,195) 2 59,542
Park & Median Renovation Fund 6 ,514,458 2 ,010,913 - ( 1,328,075) 6 82,838 7 ,197,296
Street Light Replacement Fund 1 ,328,755 2 44,113 - ( 210,000) 3 4,113 1 ,362,868
Traffic Signal Replacement Fund 8 99,966 4 99,621 - ( 562,000) ( 62,379) 8 37,587
LPFD Retirees Medical Reserve 12,112,882 1 ,800,000 - ( 572,000) 1 ,228,000 13,340,882
Workers Compensation Fund 1 ,431,983 7 10,000 - ( 932,000) ( 222,000) 1 ,209,983
Self- Insurance Retention Fund 8 ,323,494 1 ,780,000 - ( 1,230,000) 5 50,000 8 ,873,494
LPFD Workers Comp Fund 8 25,304 8 95,000 - ( 853,000) 4 2,000 8 67,304
Retirees Medical Reserve Fund 29,922,779 5 ,730,320 - ( 1,075,000) 4 ,655,320 34,578,099
Internal Service Funds $ 73,401,195 $ 43,848,275$ - $ ( 38,445,772) $ 5,402,503 $ 78,803,698
2008- 09 OPERATING BUDGET
ESTIMATED CHANGES IN FUND BALANCES
17
Projected
June 30, 2007
Balance
Projected
FY2007- 08
Revenue
Projected
FY2007- 08
Net Transfers
Proposed
FY2007- 08
Expenditures
Projected
FY2007- 08
Net Income
Projected
June 30, 2008
Balance
2007- 08 OPERATING BUDGET
ESTIMATED CHANGES IN FUND BALANCES
SPECIAL REVENUE FUNDS
DARE Fund 2 9,272 8 ,200 - ( 6,000) 2 ,200 3 1,472
Asset Forfeiture Fund 4 5,672 1 1,000 ( 32,380) - ( 21,380) 2 4,292
Downtown Parking Fund 2 29,293 8 ,000 - - 8 ,000 2 37,293
Recycling & Waste Mgmt. Fund 6 37,738 4 24,000 - ( 760,000) ( 336,000) 3 01,738
Sr Center Donations Fund 6 ,362 - - - - 6 ,362
Miscellaneous Donations Fund 7 1,371 3 ,000 - - 3 ,000 7 4,371
Youth Master Plan Fund 1 ,991 8 0 - - 8 0 2 ,071
Downtown Economic Devel Loan Fund 2 2,797 5 00 - - 5 00 2 3,297
Lower Income Housing Fund 11,650,329 1 ,254,048 - ( 506,088) 7 47,960 12,398,289
Ridgeview Mortgage Fund 4 04,710 1 6,000 - - 1 6,000 4 20,710
LPFD Fund - 26,602,554 - ( 26,602,554) - -
Used Oil Grant Fund 3 ,876 3 4,054 - ( 34,054) - 3 ,876
Law Enforcement - - - - - -
Misc. Federal Block Grant - - - - - -
Lemoine G. H. A. D. 2 3,978 7 ,195 - ( 6,174) 1 ,021 2 4,999
Laurel Creek G. H. A. D. 3 68,085 5 1,188 - ( 37,445) 1 3,743 3 81,828
Ponderosa Landscape District 6 8,127 1 7,421 - ( 15,421) 2 ,000 7 0,127
Windsor Landscape District - 2 3,860 - ( 23,800) 6 0 6 0
Moller Ranch G. H. A. D. 5 8,270 1 1,144 - ( 8,953) 2 ,191 6 0,461
Oak Tree Farm G. H. A. D 2 3,503 1 0,676 - ( 9,878) 7 98 2 4,301
Bonde Landscape District 3 3,900 2 7,054 - ( 26,000) 1 ,054 3 4,954
Moller Ranch Landscape District 1 42,981 6 2,115 - ( 56,600) 5 ,515 1 48,496
Oak Tree Farm Landscape Dist 2 3,150 2 0,362 - ( 19,550) 8 12 2 3,962
Ridgeview Commons Housing 3 3,875 1 ,000 - - 1 ,000 3 4,875
Community Develop Block Grant - 2 85,395 - ( 285,395) - -
HOME Program Fund - 1 64,833 - ( 164,833) - -
HBPOA Maint District - 9 8,550 - ( 98,550) - -
Abandoned Vehicle 2 15,753 3 6,500 - ( 12,000) 2 4,500 2 40,253
Urban Forestry Fund 2 23,866 7 ,000 - ( 22,170) ( 15,170) 2 08,696
Library Donations Fund 1 ,396 - - - - 1 ,396
Special Revenue Funds $ 14,320,295 $ 29,185,729 $ ( 32,380) $ ( 28,695,465)$ 4 57,884 $ 14,778,179
OTHER FUNDS
2003 Certificates of Participation 1 ,590 1 ,000 1 ,993,615 ( 1,993,615) 1 ,000 2 ,590
2004 Certificates of Participation 4 25,804 1 5,000 5 58,773 ( 558,773) 1 5,000 4 40,804
PTCWD # 3 Trust Fund 4 84,746 1 5,000 - ( 35,530) ( 20,530) 4 64,216
Other Funds$ 9 12,140 $ 3 1,000 $ 2,552,388 $ ( 2,587,918)$ ( 4,530)$ 9 07,610
18
Projected
June 30, 2008
Balance
Projected
FY2008- 09
Revenue
Projected
FY2008- 09
Net Transfers
Proposed
FY2008- 09
Expenditures
Projected
FY2008- 09
Net Income
Projected
June 30, 2009
Balance
2008- 09 OPERATING BUDGET
ESTIMATED CHANGES IN FUND BALANCES
SPECIAL REVENUE FUNDS
DARE Fund 3 1,472 8 ,200 - ( 6,000) 2 ,200 3 3,672
Asset Forfeiture Fund 2 4,292 1 0,000 ( 33,600) - ( 23,600) 6 92
Downtown Parking Fund 2 37,293 8 ,000 - - 8 ,000 2 45,293
Recycling & Waste Mgmt. Fund 3 01,738 4 14,000 - ( 715,000) ( 301,000) 7 38
Sr Center Donations Fund 6 ,362 - - - - 6 ,362
Miscellaneous Donations Fund 7 4,371 3 ,000 - - 3 ,000 7 7,371
Youth Master Plan Fund 2 ,071 8 0 - - 8 0 2 ,151
Downtown Economic Devel Loan Fund 2 3,297 5 00 - - 5 00 2 3,797
Lower Income Housing Fund 12,398,289 1 ,471,117 - ( 408,443) 1 ,062,674 13,460,963
Ridgeview Mortgage Fund 4 20,710 1 6,000 - - 1 6,000 4 36,710
LPFD Fund - 27,107,137 - ( 27,107,137) - -
Used Oil Grant Fund 3 ,876 3 4,486 - ( 34,486) - 3 ,876
Law Enforcement - - - - - -
Misc. Federal Block Grant - - - - - -
Lemoine G. H. A. D. 2 4,999 7 ,195 - ( 6,174) 1 ,021 2 6,020
Laurel Creek G. H. A. D. 3 81,828 5 1,188 - ( 37,445) 1 3,743 3 95,571
Ponderosa Landscape District 7 0,127 1 7,421 - ( 15,421) 2 ,000 7 2,127
Windsor Landscape District 6 0 2 3,860 - ( 23,800) 6 0 1 20
Moller Ranch G. H. A. D. 6 0,461 1 1,144 - ( 8,953) 2 ,191 6 2,652
Oak Tree Farm G. H. A. D 2 4,301 1 0,676 - ( 9,878) 7 98 2 5,099
Bonde Landscape District 3 4,954 2 7,054 - ( 26,000) 1 ,054 3 6,008
Moller Ranch Landscape District 1 48,496 6 2,115 - ( 56,600) 5 ,515 1 54,011
Oak Tree Farm Landscape Dist 2 3,962 2 0,362 - ( 19,550) 8 12 2 4,774
Ridgeview Commons Housing 3 4,875 1 ,000 - - 1 ,000 3 5,875
Community Develop Block Grant - 2 85,395 - ( 285,395) - -
HOME Program Fund - 1 64,833 - ( 164,833) - -
HBPOA Maint District - 9 8,550 - ( 98,550) - -
Abandoned Vehicle 2 40,253 3 6,500 - ( 12,000) 2 4,500 2 64,753
Urban Forestry Fund 2 08,696 7 ,000 - ( 22,170) ( 15,170) 1 93,526
Library Donations Fund 1 ,396 - - - - 1 ,396
Special Revenue Funds $ 14,778,179 $ 29,896,813 $ ( 33,600) $ ( 29,057,835)$ 8 05,378 $ 15,583,557
OTHER FUNDS
2003 Certificates of Participation 2 ,590 1 ,000 1 ,996,015 ( 1,996,015) 1 ,000 3 ,590
2004 Certificates of Participation 4 40,804 1 5,000 5 58,587 ( 558,587) 1 5,000 4 55,804
PTCWD # 3 Trust Fund 4 64,216 1 4,000 - ( 35,530) ( 21,530) 4 42,686
Other Funds$ 9 07,610 $ 3 0,000 $ 2,554,602 $ ( 2,590,132)$ ( 5,530)$ 9 02,080
19
GENERAL FUND
ACTUAL
2005- 06
ADJUSTED
2006- 07
PROJECTED
2007- 08
PROJECTED
2008- 09
July 1, Reserves $ 2 2,804,027 $ 24,707,872 $ 22,984,307 $ 20,544,307
Total Revenue 8 6,057,094 92,809,212 9 5,970,413 100,316,222
Operating Transfers In/( Out) ( 101,660) ( 166,360) ( 310,780) ( 296,600)
CIP Contributions ( 6,600,000) ( 7,300,000) ( 7,000,000) ( 8,300,000)
Total Expenditures ( 77,451,589) ( 87,066,417) ( 91,099,633) ( 94,789,622)
Subtotal $ 2 4,707,872 $ 22,984,307 $ 20,544,307 $ 17,474,307
Less Reserves for:
Economic Uncertainties ( 8,610,000) ( 9,280,000) ( 9,600,000) ( 10,030,000)
Carryovers ( 4,653,565) ( 1,560,000) ( 800,000) ( 300,000)
Capital Projects ( 3,800,000) ( 5,000,000) ( 3,000,000) 0
Golf Debt ( 2,500,000) ( 2,000,000) ( 2,000,000) ( 2,000,000)
Loan & Inventory ( 44,307) ( 44,307) ( 44,307) ( 44,307)
Temporary Recession ( 5,100,000) ( 5,100,000) ( 5,100,000) ( 5,100,000)
June 30, Fund Balance $ - $ - $ - $ -
ENTERPRISE FUNDS
ACTUAL
2005- 06
ADJUSTED
2006- 07
PROJECTED
2007- 08
PROJECTED
2008- 09
STORM DRAIN FUND: 386
July 1, Fund Balance $ 6 48,465 $ 5 33,855 $ 3 85,751 $ 366,038
Total Revenue 6 52,367 656,017 6 78,898 687,743
Net Transfers 1 00,000 100,000 2 50,000 300,000
Total Expenditures ( 866,977) ( 904,121) ( 948,611) ( 991,484)
June 30, Fund Balance $ 5 33,855 $ 385,751 $ 3 66,038 $ 3 62,297
WATER FUND: 381
July 1, Fund Balance $ 9 ,975,662 $ 10,775,777 $ 10,840,352 $ 1 1,272,497
Total Revenue 1 6,360,697 18,032,696 1 8,208,566 18,491,616
Net Transfers ( 1,618,405) ( 1,713,417) ( 1,614,415) ( 1,713,971)
Total Expenditures ( 13,942,177) ( 16,254,704) ( 16,162,006) ( 16,925,607)
June 30, Fund Balance* $ 1 0,775,777 $ 10,840,352 $ 1 1,272,497 $ 1 1,124,535
SEWER FUND: 383
July 1, Fund Balance $ 4 ,622,234 $ 4,451,104 $ 4 ,223,640 $ 3,768,202
Total Revenue 1 1,026,958 11,358,840 1 1,353,040 11,474,040
Net Transfers ( 823,264) ( 800,496) ( 898,151) ( 891,259)
Total Expenditures ( 10,374,824) ( 10,785,808) ( 10,910,327) ( 11,168,183)
June 30, Fund Balance* $ 4 ,451,104 $ 4,223,640 $ 3 ,768,202 $ 3 ,182,800
GOLF FUND: 376
July 1, Fund Balance $ 1 ,732,869 $ 2,578,459 $ 2 ,220,474 $ 1,289,340
Total Revenue 2 ,728,238 4,205,173 4 ,136,240 4,232,756
Net Transfers 7 ,659 ( 1,092,120) ( 1,595,620) ( 1,293,595)
Total Expenditures ( 1,890,307) ( 3,471,038) ( 3,471,754) ( 3,461,557)
June 30, Fund Balance* $ 2 ,578,459 $ 2,220,474 $ 1 ,289,340 $ 7 66,944
CEMETERY FUND: 367
July 1, Fund Balance $ - $ - $ - $ -
Total Revenue - - - -
Net Transfers - 90,000 9 3,160 30,200
Total Expenditures - ( 90,000) ( 93,160) ( 30,200)
June 30, Fund Balance $ - $ - $ - $ -
* Fund Balance includes debt service reserves as well as contingency and cash flow reserves.
SUMMARY OF FOUR YEAR OPERATING FUND BALANCES
2007- 08/ 2008- 09 OPERATING BUDGET
20
SUMMARY OF FOUR YEAR OPERATING FUND BALANCES
2007- 08/ 2008- 09 OPERATING BUDGET
INTERNAL SERVICE FUNDS
ACTUAL
2005- 06
ADJUSTED
2006- 07
PROJECTED
2007- 08
PROJECTED
2008- 09
EMPLOYEE BENEFITS FUND: 006
July 1, Fund Balance $ 4 45,699 $ 6 57,390 $ 6 57,390 $ 857,390
Total Revenue 2 0,440,362 22,580,416 2 4,847,763 2 6,327,566
Net Transfers - - - -
Total Expenditures ( 20,228,671) ( 22,580,416) ( 24,647,763) ( 26,127,566)
June 30, Fund Balance $ 6 57,390 $ 657,390 $ 8 57,390 $ 1 ,057,390
L. P. F. D. REPLACEMENT FUND: 037
July 1, Fund Balance $ 2 24,396 $ 2 89,828 $ 3 41,218 $ 262,564
Total Revenue 8 5,050 91,590 9 6,446 101,657
Net Transfers - - - -
Total Expenditures ( 19,618) ( 40,200) ( 175,100) ( 178,600)
June 30, Fund Balance $ 2 89,828 $ 341,218 $ 2 62,564 $ 1 85,621
PUBLIC ART ACQUISITION FUND: 038
July 1, Fund Balance $ 1 44,786 $ 1 89,521 $ 2 48,916 $ 257,916
Total Revenue 8 4,630 99,500 4 9,000 49,000
Net Transfers - - - -
Total Expenditures ( 39,895) ( 40,105) ( 40,000) ( 40,000)
June 30, Fund Balance $ 1 89,521 $ 248,916 $ 2 57,916 $ 2 66,916
PUBLIC ART MAINTENANCE FUND: 039
July 1, Fund Balance $ 2 2,706 $ 26,150 $ 2 6,850 $ 27,750
Total Revenue 1 0,677 10,700 1 0,900 10,900
Net Transfers - - - -
Total Expenditures ( 7,233) ( 10,000) ( 10,000) ( 10,000)
June 30, Fund Balance $ 2 6,150 $ 26,850 $ 2 7,750 $ 2 8,650
VEHICLE REPLACEMENT FUND: 041
July 1, Fund Balance $ 1 ,733,877 $ 1,748,874 $ 1 ,631,526 $ 1,546,812
Total Revenue 3 77,842 472,806 5 32,286 553,421
Net Transfers - - - -
Total Expenditures ( 362,845) ( 590,154) ( 617,000) ( 670,000)
June 30, Fund Balance $ 1 ,748,874 $ 1,631,526 $ 1 ,546,812 $ 1 ,430,233
EQUIPMENT REPLACEMENT FUND: 042
July 1, Fund Balance $ 2 ,448,965 $ 2,693,549 $ 2 ,414,406 $ 1 ,787,883
Total Revenue 5 01,594 1,614,555 5 65,577 551,832
Net Transfers - - - -
Total Expenditures ( 257,010) ( 1,893,698) ( 1,192,100) ( 1,675,471)
June 30, Fund Balance $ 2 ,693,549 $ 2,414,406 $ 1 ,787,883 $ 6 64,244
FACILITIES RENOVATION FUND: 043
July 1, Fund Balance $ 2 ,481,801 $ 3,453,329 $ 3 ,518,639 $ 3 ,042,360
Total Revenue 1 ,328,990 1,157,794 8 22,971 849,514
Net Transfers - ( 286,093) - -
Total Expenditures ( 357,462) ( 806,391) ( 1,299,250) ( 1,164,810)
June 30, Fund Balance $ 3 ,453,329 $ 3,518,639 $ 3 ,042,360 $ 2 ,727,064
INFORMATION TECHNOLOGY REPLACEMENT FUND: 046
July 1, Fund Balance $ 3 ,341,285 $ 3,308,777 $ 1 ,995,582 $ 2,464,219
Total Revenue 5 05,794 453,600 8 98,937 955,858
Net Transfers - - - -
Total Expenditures ( 538,302) ( 1,766,795) ( 430,300) ( 840,250)
June 30, Fund Balance $ 3 ,308,777 $ 1,995,582 $ 2 ,464,219 $ 2 ,579,827
( CONTINUED ON NEXT PAGE)
21
SUMMARY OF FOUR YEAR OPERATING FUND BALANCES
2007- 08/ 2008- 09 OPERATING BUDGET
INTERNAL SERVICE FUNDS ( continued)
ACTUAL
2005- 06
ADJUSTED
2006- 07
PROJECTED
2007- 08
PROJECTED
2008- 09
FIRE APPARATUS REPLACEMENT FUND: 047
July 1, Fund Balance $ 1 ,350,409 $ 1,376,947 $ 1 ,618,518 $ 1 ,481,943
Total Revenue 2 6,538 241,571 4 63,425 479,755
Net Transfers - - - -
Total Expenditures - - ( 600,000) ( 625,000)
June 30, Fund Balance $ 1 ,376,947 $ 1,618,518 $ 1 ,481,943 $ 1 ,336,698
POLICE VEHICLE REPLACEMENT FUND: 048
July 1, Fund Balance $ 7 22,175 $ 553,333 $ 4 67,466 $ 312,737
Total Revenue 9 3,770 275,291 2 92,271 298,805
Net Transfers - - - -
Total Expenditures ( 262,612) ( 361,158) ( 447,000) ( 352,000)
June 30, Fund Balance $ 5 53,333 $ 467,466 $ 3 12,737 $ 2 59,542
PARK & MEDIAN RENOVATION FUND: 050
July 1, Fund Balance $ 3 ,472,766 $ 6,364,391 $ 5 ,730,472 $ 6,514,458
Total Revenue 1 ,076,659 1,773,233 1 ,881,448 2,010,913
Net Transfers 3 ,006,697 - - -
Total Expenditures ( 1,191,731) ( 2,407,152) ( 1,097,462) ( 1,328,075)
June 30, Fund Balance $ 6 ,364,391 $ 5,730,472 $ 6 ,514,458 $ 7 ,197,296
STREET LIGHT REPLACEMENT FUND: 052
July 1, Fund Balance $ 1 ,433,201 $ 1,482,456 $ 1 ,348,248 $ 1,328,755
Total Revenue 4 9,255 216,989 2 30,507 244,113
Net Transfers - - - -
Total Expenditures - ( 351,197) ( 250,000) ( 210,000)
June 30, Fund Balance $ 1 ,482,456 $ 1,348,248 $ 1 ,328,755 $ 1 ,362,868
TRAFFIC SIGNAL REPLACEMENT FUND: 053
July 1, Fund Balance $ 7 45,294 $ 620,734 $ 8 01,721 $ 899,966
Total Revenue 1 6,184 371,245 4 77,245 499,621
Net Transfers - - - -
Total Expenditures ( 140,744) ( 190,258) ( 379,000) ( 562,000)
June 30, Fund Balance $ 6 20,734 $ 801,721 $ 8 99,966 $ 8 37,587
L. P. F. D. RETIREES' MEDICAL RESERVE FUND: 216
July 1, Fund Balance $ 8 ,218,006 $ 9,417,882 $ 10,857,882 $ 12,112,882
Total Revenue 1 ,414,079 1,720,000 1 ,750,000 1,800,000
Net Transfers - - - -
Total Expenditures ( 214,203) ( 280,000) ( 495,000) ( 572,000)
June 30, Fund Balance $ 9 ,417,882 $ 10,857,882 $ 1 2,112,882 $ 1 3,340,882
WORKERS COMPENSATION FUND: 217
July 1, Fund Balance $ 1 ,732,065 $ 1,800,642 $ 1 ,658,983 $ 1,431,983
Total Revenue 7 57,495 800,341 7 05,000 710,000
Net Transfers - - - -
Total Expenditures ( 688,918) ( 942,000) ( 932,000) ( 932,000)
June 30, Fund Balance $ 1 ,800,642 $ 1,658,983 $ 1 ,431,983 $ 1 ,209,983
SELF- INSURANCE RETENTION FUND: 218
July 1, Fund Balance $ 9 ,096,264 $ 9,310,425 $ 7 ,503,494 $ 8,323,494
Total Revenue 1 ,215,650 1,391,179 2 ,050,000 1 ,780,000
Net Transfers - - - -
Total Expenditures ( 1,001,489) ( 3,198,110) ( 1,230,000) ( 1,230,000)
June 30, Fund Balance $ 9 ,310,425 $ 7,503,494 $ 8 ,323,494 $ 8 ,873,494
( CONTINUED ON NEXT PAGE)
22
SUMMARY OF FOUR YEAR OPERATING FUND BALANCES
2007- 08/ 2008- 09 OPERATING BUDGET
INTERNAL SERVICE FUNDS ( continued)
ACTUAL
2005- 06
ADJUSTED
2006- 07
PROJECTED
2007- 08
PROJECTED
2008- 09
L. P. F. D. WORKERS COMPENSATION FUND: 219
July 1, Fund Balance $ 1 ,438,394 $ 7 60,860 $ 7 98,304 $ 825,304
Total Revenue 7 94,153 880,444 8 80,000 895,000
Net Transfers - - - -
Total Expenditures ( 1,471,687) ( 843,000) ( 853,000) ( 853,000)
June 30, Fund Balance $ 7 60,860 $ 798,304 $ 8 25,304 $ 8 67,304
RETIREES' MEDICAL RESERVE FUND: 222
July 1, Fund Balance $ 1 9,632,765 $ 22,146,429 $ 25,231,379 $ 2 9,922,779
Total Revenue 3 ,203,477 4,025,000 5 ,628,400 5 ,730,320
Net Transfers - - - -
Total Expenditures ( 689,813) ( 940,050) ( 937,000) ( 1,075,000)
June 30, Fund Balance $ 2 2,146,429 $ 25,231,379 $ 2 9,922,779 $ 3 4,578,099
SPECIAL REVENUE FUNDS
ACTUAL
2005- 06
ADJUSTED
2006- 07
PROJECTED
2007- 08
PROJECTED
2008- 09
D. A. R. E. FUND: 221
July 1, Fund Balance $ 2 3,555 $ 30,472 $ 2 9,272 $ 31,472
Total Revenue 7 ,753 7,800 8 ,200 8,200
Net Transfers - - - -
Total Expenditures ( 836) ( 9,000) ( 6,000) ( 6,000)
June 30, Fund Balance $ 3 0,472 $ 29,272 $ 3 1,472 $ 3 3,672
ASSET FORFEITURE FUND: 225
July 1, Fund Balance $ 6 5,447 $ 80,312 $ 4 5,672 $ 24,292
Total Revenue 3 7,803 2,500 1 1,000 10,000
Net Transfers - ( 23,640) ( 32,380) ( 33,600)
Total Expenditures ( 22,938) ( 13,500) - -
June 30, Fund Balance $ 8 0,312 $ 45,672 $ 2 4,292 $ 6 92
DOWNTOWN PARKING IN- LIEU FUND: 226
July 1, Fund Balance $ 2 16,160 $ 2 21,293 $ 2 29,293 $ 237,293
Total Revenue 5 ,133 8,000 8 ,000 8,000
Net Transfers - - - -
Total Expenditures - - - -
June 30, Fund Balance $ 2 21,293 $ 229,293 $ 2 37,293 $ 2 45,293
RECYCLING & WASTE MANAGEMENT FUND: 230
July 1, Fund Balance $ 2 ,026,440 $ 1,826,614 $ 6 37,738 $ 301,738
Total Revenue 5 33,361 375,953 4 24,000 414,000
Net Transfers - - - -
Total Expenditures ( 733,187) ( 1,564,829) ( 760,000) ( 715,000)
June 30, Fund Balance $ 1 ,826,614 $ 637,738 $ 3 01,738 $ 7 38
SENIOR CENTER DONATIONS FUND: 234
July 1, Fund Balance $ 5 ,807 $ 6 ,362 $ 6 ,362 $ 6,362
Total Revenue 5 55 - - -
Net Transfers - - - -
Total Expenditures - - - -
June 30, Fund Balance $ 6 ,362 $ 6,362 $ 6 ,362 $ 6 ,362
23
SUMMARY OF FOUR YEAR OPERATING FUND BALANCES
2007- 08/ 2008- 09 OPERATING BUDGET
SPECIAL REVENUE FUNDS ( continued)
ACTUAL
2005- 06
ADJUSTED
2006- 07
PROJECTED
2007- 08
PROJECTED
2008- 09
MISCELLANEOUS DONATIONS FUND: 235
July 1, Fund Balance $ 6 9,451 $ 68,871 $ 7 1,371 $ 74,371
Total Revenue 2 ,978 14,500 3 ,000 3,000
Net Transfers - - - -
Total Expenditures ( 3,558) ( 12,000) - -
June 30, Fund Balance $ 6 8,871 $ 71,371 $ 7 4,371 $ 7 7,371
YOUTH MASTER PLAN FUND: 238
July 1, Fund Balance $ 1 ,979 $ 2,026 $ 1 ,991 $ 2,071
Total Revenue 4 7 75 8 0 80
Net Transfers - - - -
Total Expenditures - ( 110) - -
June 30, Fund Balance $ 2 ,026 $ 1,991 $ 2 ,071 $ 2 ,151
DOWNTOWN ECONOMIC DEVELOPMENT LOAN FUND: 263
July 1, Fund Balance $ 2 2,320 $ 12,797 $ 2 2,797 $ 23,297
Total Revenue 4 77 - 5 00 500
Net Transfers ( 10,000) 10,000 - -
Total Expenditures - - - -
June 30, Fund Balance $ 1 2,797 $ 22,797 $ 2 3,297 $ 2 3,797
LOWER INCOME HOUSING FUND: 271
July 1, Fund Balance $ 1 1,233,096 $ 10,872,379 $ 11,650,329 $ 12,398,289
Total Revenue 2 ,840,203 1,455,563 1 ,254,048 1,471,117
Net Transfers - - - -
Total Expenditures ( 3,200,920) ( 677,613) ( 506,088) ( 408,443)
June 30, Fund Balance $ 1 0,872,379 $ 11,650,329 $ 1 2,398,289 $ 1 3,460,963
RIDGEVIEW MORTGAGE FUND: 273
July 1, Fund Balance $ 3 83,601 $ 392,710 $ 4 04,710 $ 420,710
Total Revenue 9 ,109 12,000 1 6,000 16,000
Net Transfers - - - -
Total Expenditures - - - -
June 30, Fund Balance $ 3 92,710 $ 404,710 $ 4 20,710 $ 4 36,710
LIVERMORE- PLEASANTON FIRE DEPARTMENT FUND: 280
July 1, Fund Balance $ 9 8,668 $ 91,008 $ - $ -
Total Revenue 2 4,288,548 26,168,876 2 6,602,554 2 7,107,137
Net Transfers - - - -
Total Expenditures ( 24,296,208) ( 26,259,884) ( 26,602,554) ( 27,107,137)
June 30, Fund Balance $ 9 1,008 $ - $ - $ -
USED OIL GRANT FUND: 515
July 1, Fund Balance $ 2 ,257 $ 3 ,876 $ 3 ,876 $ 3,876
Total Revenue 6 1,432 74,955 3 4,054 34,486
Net Transfers - - - -
Total Expenditures ( 59,813) ( 74,955) ( 34,054) ( 34,486)
June 30, Fund Balance $ 3 ,876 $ 3,876 $ 3 ,876 $ 3 ,876
LAW ENFORCEMENT FUND: 517
July 1, Fund Balance $ 9 4,038 $ 72,869 $ - $ -
Total Revenue 1 02,586 137,112 - -
Net Transfers - - - -
Total Expenditures ( 123,755) ( 209,981) - -
June 30, Fund Balance $ 7 2,869 $ - $ - $ -
24
SUMMARY OF FOUR YEAR OPERATING FUND BALANCES
2007- 08/ 2008- 09 OPERATING BUDGET
SPECIAL REVENUE FUNDS ( continued)
ACTUAL
2005- 06
ADJUSTED
2006- 07
PROJECTED
2007- 08
PROJECTED
2008- 09
MISCELLANEOUS FEDERAL BLOCK GRANT FUND: 518
July 1, Fund Balance $ - $ - $ - $ -
Total Revenue - 318,175 - -
Net Transfers - - - -
Total Expenditures - ( 318,175) - -
June 30, Fund Balance $ - $ - $ - $ -
LEMOINE G. H. A. D. FUND: 527
July 1, Fund Balance $ 1 8,416 $ 23,152 $ 2 3,978 $ 24,999
Total Revenue 6 ,136 7,000 7 ,195 7,195
Net Transfers - - - -
Total Expenditures ( 1,400) ( 6,174) ( 6,174) ( 6,174)
June 30, Fund Balance $ 2 3,152 $ 23,978 $ 2 4,999 $ 2 6,020
LAUREL CREEK G. H. A. D. FUND: 528
July 1, Fund Balance $ 2 89,482 $ 3 52,260 $ 3 68,085 $ 381,828
Total Revenue 6 8,081 42,128 5 1,188 51,188
Net Transfers - - - -
Total Expenditures ( 5,303) ( 26,303) ( 37,445) ( 37,445)
June 30, Fund Balance $ 3 52,260 $ 368,085 $ 3 81,828 $ 3 95,571
PONDEROSA LANDSCAPE DISTRICT FUND: 531
July 1, Fund Balance $ 7 0,453 $ 68,182 $ 6 8,127 $ 70,127
Total Revenue 1 3,979 16,920 1 7,421 17,421
Net Transfers - - - -
Total Expenditures ( 16,250) ( 16,975) ( 15,421) ( 15,421)
June 30, Fund Balance $ 6 8,182 $ 68,127 $ 7 0,127 $ 7 2,127
WINDSOR LANDSCAPE DISTRICT FUND: 532
July 1, Fund Balance $ 2 6,752 $ 4,643 $ - $ 60
Total Revenue 2 4,169 24,200 2 3,860 23,860
Net Transfers - - - -
Total Expenditures ( 46,278) ( 28,843) ( 23,800) ( 23,800)
June 30, Fund Balance $ 4 ,643 $ - $ 6 0 $ 1 20
MOLLER RANCH G. H. A. D. FUND: 533
July 1, Fund Balance $ 5 0,830 $ 57,232 $ 5 8,270 $ 60,461
Total Revenue 1 0,202 9,991 1 1,144 11,144
Net Transfers - - - -
Total Expenditures ( 3,800) ( 8,953) ( 8,953) ( 8,953)
June 30, Fund Balance $ 5 7,232 $ 58,270 $ 6 0,461 $ 6 2,652
OAK TREE FARM G. H. A. D. FUND: 534
July 1, Fund Balance $ 1 3,239 $ 20,142 $ 2 3,503 $ 24,301
Total Revenue 1 0,203 13,239 1 0,676 10,676
Net Transfers - - - -
Total Expenditures ( 3,300) ( 9,878) ( 9,878) ( 9,878)
June 30, Fund Balance $ 2 0,142 $ 23,503 $ 2 4,301 $ 2 5,099
BONDE LANDSCAPE DISTRICT FUND: 537
July 1, Fund Balance $ 8 9,043 $ 47,036 $ 3 3,900 $ 34,954
Total Revenue 2 7,923 26,857 2 7,054 27,054
Net Transfers - - - -
Total Expenditures ( 69,930) ( 39,993) ( 26,000) ( 26,000)
June 30, Fund Balance $ 4 7,036 $ 33,900 $ 3 4,954 $ 3 6,008
25
SUMMARY OF FOUR YEAR OPERATING FUND BALANCES
2007- 08/ 2008- 09 OPERATING BUDGET
SPECIAL REVENUE FUNDS ( continued)
ACTUAL
2005- 06
ADJUSTED
2006- 07
PROJECTED
2007- 08
PROJECTED
2008- 09
MOLLER RANCH LANDSCAPE DISTRICT FUND: 539
July 1, Fund Balance $ 1 44,619 $ 1 55,103 $ 1 42,981 $ 148,496
Total Revenue 6 1,001 60,022 6 2,115 62,115
Net Transfers - - - -
Total Expenditures ( 50,517) ( 72,144) ( 56,600) ( 56,600)
June 30, Fund Balance $ 1 55,103 $ 142,981 $ 1 48,496 $ 1 54,011
RIDGEVIEW COMMONS HOUSING FUND: 541
July 1, Fund Balance $ 3 5,679 $ 32,875 $ 3 3,875 $ 34,875
Total Revenue 3 ,796 1,000 1 ,000 1,000
Net Transfers - - - -
Total Expenditures ( 6,600) - - -
June 30, Fund Balance $ 3 2,875 $ 33,875 $ 3 4,875 $ 3 5,875
OAK TREE FARM LANDSCAPE DISTRICT FUND: 542
July 1, Fund Balance $ 2 6,937 $ 25,834 $ 2 3,150 $ 23,962
Total Revenue 2 0,511 18,666 2 0,362 20,362
Net Transfers - - - -
Total Expenditures ( 21,614) ( 21,350) ( 19,550) ( 19,550)
June 30, Fund Balance $ 2 5,834 $ 23,150 $ 2 3,962 $ 2 4,774
COMMUNITY DEVELOPMENT BLOCK GRANT FUND: 548
July 1, Fund Balance $ - $ 10,000 $ - $ -
Total Revenue 3 68,847 498,969 2 85,395 285,395
Net Transfers 1 0,000 ( 10,000) - -
Total Expenditures ( 368,847) ( 498,969) ( 285,395) ( 285,395)
June 30, Fund Balance $ 1 0,000 $ - $ - $ -
H. O. M. E. PROGRAM FUND: 560
July 1, Fund Balance $ - $ - $ - $ -
Total Revenue 6 0,541 970,715 1 64,833 164,833
Net Transfers - - - -
Total Expenditures ( 60,541) ( 970,715) ( 164,833) ( 164,833)
June 30, Fund Balance $ - $ - $ - $ -
H. B. P. O. A. MAINTENANCE DISTRICT FUND: 566
July 1, Fund Balance $ - $ - $ - $ -
Total Revenue 9 4,934 75,000 9 8,550 98,550
Net Transfers - - - -
Total Expenditures ( 94,934) ( 75,000) ( 98,550) ( 98,550)
June 30, Fund Balance $ - $ - $ - $ -
ABANDONED VEHICLE FUND: 569
July 1, Fund Balance $ 1 71,685 $ 193,753 $ 2 15,753 $ 240,253
Total Revenue 3 4,068 34,000 3 6,500 36,500
Net Transfers - - - -
Total Expenditures ( 12,000) ( 12,000) ( 12,000) ( 12,000)
June 30, Fund Balance $ 1 93,753 $ 215,753 $ 2 40,253 $ 2 64,753
URBAN FORESTRY FUND: 570
July 1, Fund Balance $ 1 09,901 $ 2 34,366 $ 2 23,866 $ 208,696
Total Revenue 1 37,959 7,000 7 ,000 7,000
Net Transfers - - - -
Total Expenditures ( 13,494) ( 17,500) ( 22,170) ( 22,170)
June 30, Fund Balance $ 2 34,366 $ 223,866 $ 2 08,696 $ 1 93,526
26
SUMMARY OF FOUR YEAR OPERATING FUND BALANCES
2007- 08/ 2008- 09 OPERATING BUDGET
SPECIAL REVENUE FUNDS ( continued)
ACTUAL
2005- 06
ADJUSTED
2006- 07
PROJECTED
2007- 08
PROJECTED
2008- 09
LIBRARY DONATIONS FUND: 571
July 1, Fund Balance $ 1 3,692 $ 14,837 $ 1 ,396 $ 1,396
Total Revenue 1 ,245 2,622 - -
Net Transfers - - - -
Total Expenditures ( 100) ( 16,063) - -
June 30, Fund Balance $ 1 4,837 $ 1,396 $ 1 ,396 $ 1 ,396
OTHER FUNDS
ACTUAL
2005- 06
ADJUSTED
2006- 07
PROJECTED
2007- 08
PROJECTED
2008- 09
2003 CERTIFICATES OF PARTICIPATION FUND: 026
July 1, Fund Balance $ 7 5 $ 290 $ 1 ,590 $ 2,590
Total Revenue 9 97 1,300 1 ,000 1,000
Net Transfers 1 ,985,333 1,990,315 1 ,993,615 1,996,015
Total Expenditures ( 1,986,115) ( 1,990,315) ( 1,993,615) ( 1,996,015)
June 30, Fund Balance $ 2 90 $ 1,590 $ 2 ,590 $ 3 ,590
2004 CERTIFICATES OF PARTICIPATION FUND: 027
July 1, Fund Balance $ 4 20,960 $ 4 10,804 $ 4 25,804 $ 440,804
Total Revenue 1 4,222 15,000 1 5,000 15,000
Net Transfers 5 59,397 558,748 5 58,773 558,587
Total Expenditures ( 583,775) ( 558,748) ( 558,773) ( 558,587)
June 30, Fund Balance $ 4 10,804 $ 425,804 $ 4 40,804 $ 4 55,804
PLEASANTON TOWNSHIP COUNTY WATER ( P. T. C. W. D. # 3) FUND: 276
July 1, Fund Balance $ 5 40,381 $ 5 23,566 $ 4 84,746 $ 464,216
Total Revenue 6 ,922 15,000 1 5,000 14,000
Net Transfers - - - -
Total Expenditures ( 23,737) ( 53,820) ( 35,530) ( 35,530)
June 30, Fund Balance $ 5 23,566 $ 484,746 $ 4 64,216 $ 4 42,686
27
2007- 08/ 2008- 09 OPERATING BUDGET
SUMMARY OF REVENUES & TRANSFERS BY FUNDS
GENERAL FUND
ACTUAL
2005- 06
ADJUSTED
2006- 07
PROJECTED
2007- 08
PROJECTED
2008- 09
PROPERTY TAXES
Secured Property Tax 3 3,021,867 36,033,690 38,394,987 4 0,948,282
Unsecured Property Tax 2 ,175,335 2,359,357 2,453,731 2 ,551,880
Delinquent Taxes 9 55,480 750,400 780,416 8 11,633
Supplemental Assessment 2 ,662,998 2,293,775 2,000,000 1 ,800,000
VLF ( In- Lieu) 4 ,322,655 4,448,173 4,737,304 5 ,045,229
ERAF III ( 1,881,089) - - -
SUBTOTAL $ 41,257,246$ 4 5,885,395 $ 48,366,438 $ 51,157,024
OTHER TAXES
Sales & Use Tax 20,133,618 22,135,137 21,901,025 2 2,448,551
Public Safety Sales Tax 350,237 391,388 407,044 4 23,326
Hotel and Motel Tax 3 ,053,013 3,261,675 3,424,759 3 ,595,997
Business Licenses 3 ,000,762 3,186,675 3,250,409 3 ,315,417
Other Taxes 1 ,430,358 1,080,000 1,080,000 1 ,030,000
SUBTOTAL $ 27,967,988$ 3 0,054,875 $ 30,063,237 $ 30,813,291
LOCAL REVENUES
Licenses and Miscellaneous Permits 5 8,513 46,727 48,597 5 0,542
Building Permits 1 ,984,405 2,060,000 2,235,600 2 ,325,024
Fines and Forfeitures 4 92,548 461,025 479,466 4 98,645
Interest Income and Rent 6 43,881 854,663 892,303 9 31,612
Franchise Fees 1 ,578,689 1,681,481 1,748,740 1 ,818,689
Planning and Zoning 2 61,583 410,727 427,154 4 44,241
Plan Check Fees 1 ,117,442 985,406 1,024,822 1 ,065,816
Public Works Fees 4 80,217 142,481 403,370 4 19,504
Fees for Current Service 1 ,054,891 1,069,816 1,112,608 1 ,157,112
Miscellaneous Revenue 9 14,691 1,305,003 855,173 8 69,663
Library Fee Revenue 9 0,065 87,944 80,600 8 0,600
Recreation Revenue 3 ,497,962 3,517,593 3,839,559 4 ,092,970
SUBTOTAL $ 12,174,887$ 1 2,622,866 $ 13,147,992 $ 13,754,418
INTERGOVERNMENTAL REVENUES
Vehicle License Fee 1 ,538,398 420,000 436,800 4 54,272
Homeowners Tax Exemption 3 89,744 384,225 399,594 4 15,578
Other 172,779 375,374 241,498 2 97,860
SUBTOTAL $ 2,100,921$ 1 ,179,599 $ 1,077,892 $ 1,167,710
INTERFUND REVENUES
Reimbursements 1 ,266,186 1,610,867 1,807,504 1 ,825,463
Overhead 1 ,289,867 1,455,610 1,507,350 1 ,598,316
SUBTOTAL $ 2,556,053$ 3 ,066,477 $ 3,314,854 $ 3,423,779
TOTAL GENERAL FUND REVENUES 86,057,095 9 2,809,212 95,970,413 100,316,222
OPERATING TRANSFERS IN - From:
Asset Forfeiture Fund - 23,640 32,380 3 3,600
OPERATING TRANSFERS ( OUT) - To:
Storm Drain Fund - Operating Subsidy ( 100,000) ( 100,000) ( 250,000) ( 300,000)
Transit Fund ( 1,660) - - -
Cemetery Fund - Operating Subsidy - ( 90,000) ( 93,160) ( 30,200)
NET OPERATING TRANSFERS $ ( 101,660) $ ( 166,360) $ ( 310,780) $ ( 296,600)
CAPITAL TRANSFERS ( OUT) - To:
Misc. CIP ( from Operations) ( 3,000,000) ( 3,000,000) ( 3,650,000) ( 3,930,000)
Park CIP ( From Operations) ( 2,000,000) ( 1,000,000) ( 400,000) ( 70,000)
Street CIP ( from Operations) - ( 1,000,000) ( 950,000) ( 1,000,000)
Golf Debt/ Cash Flow Reserve ( from Golf Debt Reserve) ( 1,600,000) ( 500,000) - ( 300,000)
Misc. CIP ( from Capital Projects Reserve) - ( 1,800,000) ( 2,000,000) ( 3,000,000)
NET CAPITAL TRANSFERS $ ( 6,600,000) $ ( 7,300,000) $ ( 7,000,000) $ ( 8,300,000)
TOTAL GENERAL FUND
REVENUES & TRANSFERS $ 79,355,435 $ 8 5,342,852 $ 88,659,633 $ 91,719,622
28
2007- 08/ 2008- 09 OPERATING BUDGET
SUMMARY OF REVENUES & TRANSFERS BY FUNDS
ENTERPRISE FUNDS
ACTUAL
2005- 06
ADJUSTED
2006- 07
PROJECTED
2007- 08
PROJECTED
2008- 09
STORM DRAIN FUND: 386
Urban Runoff Fees 4 96,452 498,000 500,000 5 04,000
Interest Earnings 1 1,538 12,000 20,000 1 5,000
Assessment Penalty 1,900 - - -
Interfund Reimbursement 1 42,476 146,017 158,898 1 68,743
Total Revenues$ 6 52,366$ 656,017 $ 678,898 $ 687,743
Transfers In - From:
General Fund - Operating Subsidy 1 00,000 100,000 250,000 3 00,000
Net Operating Transfers $ 100,000$ 100,000 $ 250,000 $ 300,000
TOTAL STORM DRAIN REVENUES & TRANSFERS $ 7 52,366$ 7 56,017 $ 928,898$ 987,743
WATER FUND: 381
Water Sales 1 4,743,675 16,205,000 16,205,000 1 6,505,000
Meter Sales 7 1,507 50,000 60,000 6 0,000
Interest Income 2 64,530 400,000 455,000 4 05,000
Miscellaneous Reimbursements 1 0,991 - - -
Interfund Water Sales ( General Fund) 9 55,798 1,021,560 1,094,560 1 ,114,560
Interfund Reimbursement ( Sewer Fund) 3 14,197 356,136 394,006 4 07,056
Total Revenues$ 16,360,698$ 18,032,696 $ 18,208,566 $ 1 8,491,616
Transfers In - From:
Water Expansion Fund
- 2004 Water Revenue Bonds 2 31,595 236,583 235,585 2 36,029
Transfers ( Out) - To:
Water Replacement Fund
- Annual Replacement Accruals ( 1,850,000) ( 1,850,000) ( 1,850,000) ( 1,850,000)
- Polybutylene Repairs ( 100,000) ( 100,000)
Net Operating Transfers $ ( 1,618,405)$ ( 1,713,417) $ ( 1,614,415)$ ( 1,713,971)
TOTAL WATER REVENUES & TRANSFERS $ 1 4,742,293$ 1 6,319,279 $ 16,594,151 $ 16,777,645
SEWER FUND: 383
Sewer Service Charges 1 0,814,385 11,100,000 11,100,000 1 1,246,000
Interest Income 1 37,906 186,300 180,000 1 55,000
Other Revenue 5 ,425 500 500 5 00
Interfund Sewer Usage ( General Fund) 6 9,242 72,040 72,540 7 2,540
Total Revenues$ 11,026,958$ 11,358,840 $ 11,353,040 $ 1 1,474,040
Transfers In - From:
Sewer Expansion & Sewer Replacement Funds
- 2004 Sewer Revenue Bonds 6 9,993 75,468 75,885 7 6,228
- 2002 Sewer Revenue Bonds 2 06,743 224,036 225,964 2 32,513
Transfers ( Out) - To:
Sewer Replacement Fund
- Annual Replacement Accruals ( 1,100,000) ( 1,100,000) ( 1,200,000) ( 1,200,000)
Net Operating Transfers $ ( 823,265)$ ( 800,496) $ ( 898,151)$ ( 891,259)
TOTAL SEWER REVENUES & TRANSFERS $ 10,203,693$ 1 0,558,344 $ 10,454,889 $ 10,582,781
GOLF FUND: 376
Golf - Green Fees 1 ,643,998 2,485,687 2,492,490 2 ,568,956
Golf - Other Fees & Sales 1 ,027,292 1,649,486 1,568,750 1 ,576,300
Interest Income 5 6,947 70,000 75,000 8 7,500
Total Revenues$ 2 ,728,237$ 4,205,173 $ 4,136,240 $ 4,232,756
Transfers In - From:
General Fund ( Contribution) 1 ,600,000 500,000 - 3 00,000
Transfers Out - To:
Debt Service ( 2003 Certificate of Participation) ( 1,592,341) ( 1,592,120) ( 1,595,620) ( 1,593,595)
Net Operating Transfers $ 7,659$ ( 1,092,120) $ ( 1,595,620)$ ( 1,293,595)
TOTAL GOLF REVENUES & TRANSFERS $ 2,735,896$ 3 ,113,053 $ 2,540,620 $ 2,939,161
29
2007- 08/ 2008- 09 OPERATING BUDGET
SUMMARY OF REVENUES & TRANSFERS BY FUNDS
ENTERPRISE FUNDS ( continued)
ACTUAL
2005- 06
ADJUSTED
2006- 07
PROJECTED
2007- 08
PROJECTED
2008- 09
CEMETERY FUND: 367
- - - -
Total Revenues$ - $ - $ - $ -
Transfers In - From:
General Fund ( subsidy) 9 0,000 93,160 3 0,200
Net Operating Transfers $ - $ 90,000 $ 93,160$ 3 0,200
TOTAL CEMETERY REVENUES & TRANSFERS $ - $ 9 0,000 $ 93,160$ 30,200
TOTAL ENTERPRISE FUND
REVENUES & TRANSFERS $ 28,434,248 $ 3 0,836,693 $ 3 0,611,718 $ 3 1,317,530
INTERNAL SERVICE FUNDS
ACTUAL
2005- 06
ADJUSTED
2006- 07
PROJECTED
2007- 08
PROJECTED
2008- 09
EMPLOYEE BENEFITS FUND: 006
Benefit, Retirement, & Leave Revenue 2 0,330,851 22,410,416 24,647,763 2 6,127,566
Interest Income 109,511 170,000 200,000 2 00,000
TOTAL $ 2 0,440,362$ 22,580,416 $ 24,847,763 $ 2 6,327,566
L. P. F. D. REPLACEMENT FUND: 037
Revenue 7 8,030 79,590 80,000 8 0,000
Interest Income 7,020 12,000 16,446 2 1,657
TOTAL $ 8 5,050$ 91,590 $ 96,446$ 1 01,657
PUBLIC ART ACQUISITION FUND: 038
Transfers In/( Out) - - - -
Revenue 4 0,000 40,000 40,000 4 0,000
Donations 4 0,000 52,500 - -
Interest Income 4,630 7,000 9,000 9 ,000
TOTAL $ 8 4,630$ 99,500 $ 49,000$ 4 9,000
PUBLIC ART MAINTENANCE FUND: 039
Revenue 1 0,000 10,000 10,000 1 0,000
Interest Income 677 700 900 9 00
TOTAL $ 1 0,677$ 10,700 $ 10,900$ 1 0,900
VEHICLE REPLACEMENT FUND: 041
Vehicle Replacement Revenue 3 12,000 399,360 462,800 4 81,312
Sale of Property 1 5,075 10,292 - -
Miscellaneous 9,405 - - -
Interest Income 4 1,362 63,154 69,486 7 2,109
TOTAL $ 377,842$ 472,806 $ 532,286 $ 553,421
EQUIPMENT REPLACEMENT FUND: 042
Equipment Replacement Revenue 4 33,500 1,502,405 473,200 4 92,128
Sale of Property 6,073 2,125 - -
Interest Income 6 2,022 110,025 92,377 5 9,704
TOTAL $ 501,595$ 1,614,555 $ 565,577 $ 551,832
FACILITIES RENOVATION FUND: 043
Facilities Replacement & Improvement Revenue 1,250,000 1,018,848 676,000 7 03,040
Miscel