City of Redwood City
Redwood City, CA
Adopted
Budget Amendments
2003/ 2004
CITY OF REDWOOD CITY
REDWOOD CITY, CALIFORNIA
ADOPTED
BUDGET AMENDMENTS
2003/ 04
CITY COUNCIL
Richard S. Claire, Mayor
Jeff Ira, Vice Mayor
Jim Hartnett, Council Member
Diane Howard, Council Member
Colleen Jordan, Council Member
Barbara Pierce, Council Member
Ira Ruskin, Council Member
CITY MANAGER
Edward P. Everett
DIRECTOR OF FINANCE and FINANCIAL PLANNING
Brian J. Ponty
COMPILED BY
Alison Freeman, Financial Services Manager
Irv Weinstock, Gloria del Rosario, Kyi Khin, Senior Accountants
Jill Greenhorn, Accountant
Sandy Jennings, Administrative Assistant
CITY OF REDWOOD CITY
DEPARTMENT DIRECTORS
City Manager.......................................................................... Edward Everett
City Attorney .......................................................................... Stan Yamamoto
City Clerk ................................................................................ Patricia Howe
Community Development Services .................................... Bruce Liedstrand
Finance and Financial Planning .......................................... Brian Ponty
Fire .......................................................................................... Gerry Kohlmann
Human Resources ................................................................ Maria Rivera- Peña
Library..................................................................................... Yvonne Chen
Parks, Recreation and Community Services .................... Corinne Centeno
Police ..................................................................................... Carlos Bolanos
Public Works Services.......................................................... Peter Ingram
TABLE OF CONTENTS
ADOPTED BUDGET AMENDMENTS
2003/ 04
i
Introduction Page
Budget Message ................................................................................................................... iii
Five Year Financial Projections – Specific Assumptions ........................................................... ix
General Fund – Five Year Projection 2002/ 03 through 2006/ 07 ................................................ x
Overview
Budget Summary:
Summaries of Budget Reductions by Department .............................................................. 1
Adopted Changes to 2003/ 04 Operating Budget ............................................................... 15
2003/ 04 Analysis of Budget by Fund ................................................................................ 22
Revenue Estimates 2002/ 03 and 2003/ 04 ........................................................................ 24
Recommended Budget Reductions by Departments
City Attorney....................................................................................................................... 31
City Clerk ............................................................................................................................ 33
City Council ......................................................................................................................... 35
City Manager....................................................................................................................... 41
Community Development Services ........................................................................................ 45
Community Development Block Grant and HOME Investment Partnership Program ............ 47
Finance........................................................................................................................ ...... 51
Fire ............................................................................................................................... ..... 59
Human Resources ............................................................................................................... 65
Library ............................................................................................................................... 67
Parks, Recreation and Community Services ........................................................................... 77
Human Services Financial Assistance Program ................................................................ 81
Police ............................................................................................................................... 83
Public Works Services .......................................................................................................... 87
Capital Improvements by Funding Source.................................................................................... 91
Schedule of Interfund Transfers .................................................................................................. 97
All Other Reduction Submittals by Departments ........................................................................... 99
ii
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FIVE- YEAR FINANCIAL PROJECTIONS
SPECIFIC ASSUMPTIONS
ix
· Property taxes increase between 4% and 5% per year for FY04/ 05 through
FY06/ 07.
· Sales taxes increase 3% in FY04/ 05 and 4% per year in FY05/ 06 and
FY06/ 07.
· A slow recovery from the recent recession.
· Development fees for all known future projects.
· No general fund support for capital projects other than transfers of utility
users’ taxes.
· The electorate approves an increase in the transient occupancy tax rate from
8% to 10% in November 2004.
· Salaries and benefits increases capped at no more than the same annual
percentage increase as total revenues increase.
· Vehicle license fees will continue to be remitted from the State without any
reductions.
General Fund - Five Year Projection 2002/ 03 Through 2006/ 07 ( 000' s)
1997- 98 1998- 99 1999- 2000 2000- 01 2001- 02
ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL
REVENUES
Property Taxes 11,169 12,423 13,947 15,404 18,674
Sales Tax 13,531 15,333 18,254 20,842 14,938
Other Taxes 4,030 4,502 5,076 5,221 4,272
Licenses and Permits 2,076 1,669 1,659 2,546 1,107
Fines and Forfeitures 191 266 244 320 441
Interest Earnings/ Rentals 1,542 1,625 2,231 2,958 2,860
Revenue from Other Agencies 4,215 5,051 6,277 7,625 7,394
Charges for Services 3,099 3,351 3,960 4,466 4,044
Other Revenues 4,058 6,868 4,670 4,696 4,722
Library 769 918 1,048 1,004 1,049
Recreation Revenues 927 791 1,128 1,119 1,185
Total Revenues 45,607 52,797 58,494 66,201 60,686
Transfers- In:
Others 377 345 545 670 731
Sandpiper Community Center 131 138 148 156
GID 1- 64 Maintenance District 150 200 200 70 150
Total revenues and transfers- in 46,134 53,473 59,377 67,089 61,723
EXPENDITURES
City Council 172 149 160 176 192
City Manager 583 709 790 837 945
City Attorney 400 398 397 400 504
City Clerk 319 313 353 380 428
Human Resources 963 1,027 1,010 1,071 1,289
Finance 1,796 2,170 2,040 2,406 1,841
Police 12,945 14,665 15,206 16,681 17,260
Fire 8,532 9,423 9,420 9,821 10,319
Community Development Services 3,193 3,574 3,994 4,732 4,818
Parks & Recreation 6,722 7,173 8,096 9,094 10,333
Library 4,513 4,685 4,920 5,293 5,681
Public Works Services 508 634 766 1,247 1,206
Budget Adjustments
Total Expenditures 40,646 44,920 47,152 52,138 54,816
Transfers- Out 2,435 8,288 5,924 6,108 14,678
Total expenditures and transfers- out 43,081 53,208 53,076 58,246 69,494
Net surplus ( deficit) 2,875 265 6,301 8,843 - 7,771
Net surplus ( deficit) as a percentage of
general fund revenues and transfers- in: 6.23% 0.50% 10.61% 13.18% - 12.59%
Detail of transfers- out:
gas tax operations 472 237 40 4
gas tax contruction 686 245 1,133 368 982
traffic safety 1,007 830 770 778 1,045
capital projects 176 3,582 3,415 4,300 10,775
others 94 3,394 566 658 1,876
TOTAL 2,435 8,288 5,924 6,108 14,678
x
2002- 03 2003- 04 2004- 05 2005- 06 2006- 07
ESTIMATE BUDGET ESTIMATE ESTIMATE ESTIMATE
18,477 18,619 19,363 20,235 21,246
13,906 14,404 14,836 15,429 16,046
4,187 4,389 4,543 4,724 4,913
856 1,116 1,416 1,516 1,916
482 622 622 622 622
2,556 2,152 2,147 2,147 2,147
7,112 7,060 7,307 7,563 7,828
3,676 3,866 4,138 4,515 5,015
4,969 5,030 5,206 5,388 5,577
739 621 643 665 688
1,554 1,583 1,639 1,696 1,755
58,514 59,461 61,859 64,500 67,754
685 685 685 685 685
165 174 183 183 183
64 140 150 150 150
59,428 60,460 62,878 65,518 68,772
226 210 218 228 239
1,051 1,010 1,050 1,094 1,148
768 707 735 766 804
499 526 547 570 598
1,365 1,378 1,433 1,493 1,567
3,031 3,107 3,231 3,367 3,534
19,243 20,052 20,854 21,730 22,809
11,178 12,269 12,927 13,624 14,301
4,923 4,830 5,023 5,234 5,494
11,402 11,256 11,706 12,198 12,804
5,806 5,777 6,008 6,260 6,571
1,272 1,212 1,260 1,313 1,379
- 741 5,078 5,291 5,554
60,023 62,334 70,072 73,169 76,803
2,724 1,860 1,921 1,991 2,090
62,746 64,194 71,993 75,160 78,893
- 3,319 - 3,734 - 9,115 - 9,642 - 10,121
- 5.58% - 6.18% - 14.50% - 14.72% - 14.72%
143 179 194 213 247
1,033 987 1,028 1,073 1,132
851
697 694 699 705 711
2,724 1,860 1,921 1,991 2,090
xi
xii
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City Attorney Summary of 7.0% Reduction
1
The City Attorney’s Office will meet their 7% reduction target by:
· Allocating 5% of city attorney and assistant city attorney salaries to capital improvement;
· Allocating 25% of legal administrator’s salary to the Redevelopment budget for services
provided for supervising Community Development administration staff; and
· Reducing outside legal services by 19% thereby impacting response time for requests for
legal services.
Original With Updated Program Revised % of
03/ 04 Budget Sal/ Ben Chngs Changes 03/ 04 Budget Change
CITY ATTORNEY
Legal Services ( 61510) - p. City Attorney- 4 772,603 775,194 ( 68,287) 706,907
Total 772,603 775,194 ( 68,287) 706,907 - 8.81%
City Clerk Summary of 7.0% Reduction
2
The City Clerk target reduction will be met by reducing various accounts. The largest reduction will
occur in the professional services account, which may impact the printed version of the 2004
Roster. The balance of the reduction in that account is due to anticipated savings from the
installation of permanent cameras and less video technician hours.
The overtime account is the other account with the most significant reduction and impact. This
account allows for support necessary for coverage due to staff vacation or illness and any extra
department needs or activities beyond the regular work hours.
The remainder of the reduction applies to casual labor, office expenses, and training and
conferences, which could result in delays in responding to information requests and community
proclamations and less departmental training and exposure in technical and legal areas.
Original With Updated Program Revised % of
03/ 04 Budget Sal/ Ben Chngs Changes 03/ 04 Budget Change
CITY CLERK
Legisl. Svcs./ Records Mgmt. ( 61310) - p. City Clerk- 5 473,750 482,420 ( 42,646) 439,774 - 8.84%
Elections ( 61320) - p. City Clerk- 6 75,036 76,766 ( 918) 75,848 - 1.20%
Council Support ( 61330) - p. City Clerk- 7 10,985 10,985 ( 1,000) 9,985 - 9.10%
Total 559,771 570,171 ( 44,564) 525,607 - 7.82%
City Council Summary of 7.0% Reduction
3
The City Council will meet its reduction target by reducing:
· The budget for the Mayor’s annual holiday recognition for the boards, committees, and
commissions;
· The allocation to Redwood City International;
· Facilitator services;
· The conferences budget, and
· The budget used to support unexpected projects or requests by citizen groups.
Original With Updated Program Revised % of
03/ 04 Budget Sal/ Ben Chngs Changes 03/ 04 Budget Change
CITY COUNCIL
City Council ( 61110) - p. City Council- 4 233,775 226,372 ( 16,247) 210,125
Total 233,775 226,372 ( 16,247) 210,125 - 7.18%
City Manager Summary of 7.0% Reduction
4
The City Manager’s Department will meet its target reduction by:
· Allocating 5% of the city manager’s salary to the capital improvement program budget;
· Eliminating the casual facility aide position;
· Reducing the professional services, training, and membership and meetings budgets; and
· Reducing the City contracts with several community organizations.
Original With Updated Program Revised % of
03/ 04 Budget Sal/ Ben Chngs Changes 03/ 04 Budget Change
CITY MANAGER
Management/ Policy Execution ( 61210) - p. City Manager- 6 721,403 729,992 ( 32,721) 697,271 - 4.48%
Community Promotion ( 61220- 222) - p. City Manager- 7 360,588 362,305 ( 49,421) 312,884 - 13.64%
Total 1,081,991 1,092,297 ( 82,142) 1,010,155 - 7.52%
Community Development Services Summary of 7.0% Reduction
5
One contract building inspector position will be eliminated. Due to the downturn in construction
activity, this reduction should not pose problems.
One vacant community services officer position in Code Enforcement is proposed to be
eliminated. This will result in minor nuisance complaints ( weeds, animals, fences, and signs)
not being processed.
One assistant engineer II position will be eliminated, which will delay responses to traffic
complaints. This reduction will not delay investigations of and responses to dangerous traffic
conditions.
Original With Updated Program Revised % of
03/ 04 Budget Sal/ Ben Chngs Changes 03/ 04 Budget Change
COMMUNITY DEVELOPMENT SERVICES
Administration ( 63010) - p. CDS- 12 185,449 186,927 ( 2,277) 184,650 - 1.22%
Building Regulations ( 63110) - p. CDS- 15 1,517,006 1,548,567 ( 143,162) 1,405,405 - 9.24%
Planning and Redevelopment ( 63210) - p. CDS- 22 971,079 954,961 ( 4,097) 950,864 - 0.43%
Code Enforcement ( 63310) - p. CDS- 16 868,921 875,406 ( 74,069) 801,337 - 8.46%
General Engineering ( 65121) - p. CDS- 19 1,199,754 1,207,947 ( 182,238) 1,025,709 - 15.09%
Subdivision Engineering ( 65122) - p. CDS- 20 463,717 462,093 ( 103) 461,990 - 0.02%
Total 5,205,926 5,235,901 ( 405,946) 4,829,955 - 7.75%
Finance Summary of 7.0% Reduction
6
Financial Services
Financial Services will continue the arrangement with the City of Half Moon Bay in which
Redwood City “ sells” Half Moon Bay one senior accountant for at least one day per week.
Also, the payroll accounting technician will voluntarily reduce her scheduled hours by 20%
from 40 hours per week to 32 hours per week. Printing of the budget and annual financial
reports will be performed in- house.
Information Technology
Overtime in the Information Technology Division has been reduced from $ 55,000 to $ 26,000.
Due to internal audits of the City’s telephone bills, we expect to be able to reduce the City’s
telephone service charges by 22% from $ 160,000 to $ 124,000 per year.
Administrative Support Services
The elimination of the department head bonus program will save the City $ 25,000 per year
while $ 15,000 will be saved as a result of the engagement of new independent auditors who
will charge the City less than the previous auditors. Moreover, the animal control contract will
be $ 54,000 less than originally forecast for FY03/ 04.
Original With Updated Program Revised % of
03/ 04 Budget Sal/ Ben Chngs Changes 03/ 04 Budget Change
FINANCE
Financial Services ( 61430) - p. Finance- 9 1,011,920 1,022,372 ( 46,413) 975,959 - 4.54% 1
Admin. Supp. Svcs. ( 61710) - p. Finance- 10 2,307,483 2,271,903 ( 140,931) 2,130,972 - 6.20% 2
Public Financing Authority Lease Payments ( 61710) - 2,357,742 2,399,042 2,399,042 3
p. Finance- 19
Total 5,677,145 5,693,317 ( 187,344) 5,505,973 - 3.29%
Finance will also generate $ 24,000 in revenue by " selling" 20% of a senior account to Half Moon Bay and will save $ 5,000 by converting the
City's purchase card program from Wells Fargo to U. S. Bank.
A portion of the Administrative Support budget includes the salaries and benefits of the C/ CAG staff who are on the City's payroll and
for whom the City is completely reimbursed. This amount was not subject to the budget reduction process.
This amount was not subject to the budget reduction process.
1
2
3
Fire Summary of 4.5% Reduction
7
The Fire Department has made numerous small cuts to achieve a 2% budget reduction, and
focused on overtime staffing to achieve a 4.5% reduction in their budget.
A summary of the major impacts of the many smaller cuts follows:
· There will be no attendance to conferences, i. e., Western Fire Chiefs’ Conference or the
Uniform Code Conference, resulting in a loss of new information and knowledge obtained
at such conferences.
· New software upgrades and associated professional work will be limited to emergencies
only resulting in slightly less efficiencies. Replacement of older computers will be extended
possibly resulting in more down time.
· The life span of personal protective equipment will be extended but stay within the OSHA
standards.
· The vacant half- time plan checker will be eliminated, resulting in longer turnaround time on
plans and reduced time available for actual field inspections.
· Twenty- five percent of requests for outside schooling/ training will be denied, which will
affect company officers’ development classes.
Reducing the assigned staffing by one firefighter per shift will have the following service level
impacts:
· Staffing on the fire truck will drop from the present five to four.
· On days when more than three firefighters are off duty, one engine company will be placed
out of service. The truck company will continue to respond to that engine company’s
medical emergencies, which represents 70% of all emergency responses. It is anticipated
that this condition could occur approximately 60 days during the entire year.
· An engine company out of service will cause some delays in responding to some areas of
the City, and will cause some delays in obtaining the total number of firefighters at a fire
scene. Neither of these delays are seen as life threatening at this time.
· This situation will also affect automatic aide agreements with other cities. Assuming other
fire departments might take similar action, Redwood City and other cities will experience a
greater usage of automatic aide between cities.
Original With Updated Program Revised % of
03/ 04 Budget Sal/ Ben Chngs Changes 03/ 04 Budget Change
FIRE
Administration ( 62210) - p. Fire- 9 1,012,077 1,019,674 ( 97,014) 922,660 - 9.51%
Operations ( 62220) - p. Fire- 10 10,983,142 10,764,908 ( 362,365) 10,402,543 - 3.37%
Prevention ( 62230) - p. Fire- 11 666,380 665,820 ( 66,711) 599,109 - 10.02%
Training ( 62240) - p. Fire- 12 258,508 260,004 ( 17,447) 242,557 - 6.71%
Emergency Medical Services ( 62245) - p. Fire- 14 127,682 127,242 ( 29,291) 97,951 - 23.02%
Emergency Operations ( 62260) - p. Fire- 16 8,422 8,422 ( 4,000) 4,422 - 47.49%
Total 13,056,211 12,846,070 ( 576,828) 12,269,242 - 4.49%
Human Resources Summary of 7.0% Reduction
8
The Human Resources Department will meet its target reduction with the following measures:
· Reduction in recruitment expenditures including advertisement, testing, and assessment
centers;
· Elimination of two citywide employee events; and
· Reductions in employee development staff time and program budget.
The impact of those reductions will mean more selective outreach and selection techniques,
and an employee development program that will focus on meeting critical organizational
needs, which are leadership development, technology, and succession planning.
Original With Updated Program Revised % of
03/ 04 Budget Sal/ Ben Chngs Changes 03/ 04 Budget Change
HUMAN RESOURCES
Human Resources ( 61610) - p. Human Resources- 9 1,448,023 1,464,886 ( 86,504) 1,378,382 - 5.91% 4
Total 1,448,023 1,464,886 ( 86,504) 1,378,382 - 5.91%
4 Human Resources will also generate $ 22,000 in revenue for services provided to other agencies.
Library Summary of 7.0% Reduction
9
The Library will meet its reduction by drastically reducing casual staff hours. This will eliminate
flexibility in staffing seven service desks at Main, Schaberg, and Fair Oaks libraries seven days
and four evenings a week.
The library will also be freezing the senior specialist librarian position.
A one- time savings will occur when the Schaberg Community Library is closed for remodeling
from July to October 2003.
The balance of the target reduction will be met by delaying or not replacing computers and
furnishings for the public and staff and reductions from the supplies, repair, and maintenance
budgets of all units.
Original With Updated Program Revised % of
03/ 04 Budget Sal/ Ben Chngs Changes 03/ 04 Budget Change
LIBRARY
Administrative Svcs. Unit ( 66251) - p. Library- 12 657,178 667,601 ( 26,980) 640,621 - 4.04%
Resource Development Unit ( 66252) - p. Library- 13 202,370 213,775 ( 10,423) 203,352 - 4.88%
Collection Development Unit ( 66261) - p. Library- 15 1,207,818 1,210,684 ( 43,288) 1,167,396 - 3.58%
Collection Maintenance Unit ( 66262) - p. Library- 16 798,104 809,587 ( 79,234) 730,353 - 9.79%
Electronic Resources Unit ( 66271) - p. Library- 17 626,790 634,855 ( 51,621) 583,234 - 8.13%
Information Services Unit ( 66272) - p. Library- 18 710,383 721,401 ( 94,373) 627,028 - 13.08%
Literacy Services Unit ( 66281) - p. Library- 19 469,172 468,957 ( 10,179) 458,778 - 2.17%
Youth Services Unit ( 66282) - p. Library- 20 645,913 659,383 ( 30,092) 629,291 - 4.56%
Community Libraries Unit ( 66290) - p. Library- 21 817,048 825,545 ( 88,589) 736,956 - 10.73%
Total 6,134,776 6,211,788 ( 434,779) 5,777,009 - 7.00%
Parks, Recreation and Community Services Summary of 7.0% Reduction
10
The department’s reductions include:
· A workforce reduction of two ( 2) FTE child care leaders in Kids Klub After School Child
Care to bring costs in line with program revenues;
· One day per week voluntary time off by administrative support staff at Sandpiper
Community Center;
· A shift of contract painter costs to larger capital improvement program projects; and
· The freezing of existing vacancies for three ( 3) landscape gardeners and one ( 1)
administrative clerk III at Fair Oaks Community Center, as well as freezes in two ( 2)
expected vacancies from retirements in FY03/ 04 to achieve a savings of $ 327,427, or 39%
of the reduction needed.
An additional 21% of the needed cuts come from reductions in casual work hours across all
subprograms totaling $ 185,894. These reductions will reduce the maximum capacity for the
after school child care program to 30 from 60. Not filling vacancies in the landscape
maintenance area, combined with cuts of casual staff support, will result in a total workforce
reduction of approximately 10%. Other impacts of the reduction in casual staff will result in the
elimination of some special events programming, higher youth to staff ratios, and minimal
evening staffing levels at department facilities.
Other reductions include recommendations to reduce allocations for Human Services Financial
Assistance ($ 22,820) and the Civic Cultural Commission ($ 4,800) at the same 7% level
experienced by the department as a whole and reductions in supplies and materials across all
subprograms. Lastly, capital expenses have been deferred wherever possible for $ 42,000 in
cost savings.
Parks, Recreation and Community Services Summary of 7.0% Reduction
11
Original With Updated Program Revised % of
03/ 04 Budget Sal/ Ben Chngs Changes 03/ 04 Budget Change
PARKS, RECREATION AND COMMUNITY SERVICES
Human Services Programs ( 64211) - p. PRCS- 23 703,006 708,670 ( 72,069) 636,601 - 10.17%
Information/ Referral ( 64212) - p. PRCS- 23 186,263 186,092 ( 41) 186,051 - 0.02%
Human Svcs. Assistance ( 64213) - p. PRCS- 13 326,000 326,000 ( 22,820) 303,180 - 7.00%
Fair Oaks Senior Services ( 64218) - p. PRCS- 23 74,998 74,998 ( 3,875) 71,123 - 5.17%
Fair Oaks Room Rental ( 64219) - p. PRCS- 23 11,965 12,070 ( 3) 12,067 - 0.02%
Administration ( 66110) - p. PRCS- 11 698,789 718,856 ( 58,575) 660,281 - 8.15%
Civic Cultural Commission ( 66111) - p. PRCS- 12 80,630 80,630 ( 4,800) 75,830 - 5.95%
Landscape Maintenance- City ( 66121) - p. PRCS- 17 2,374,876 2,425,252 ( 119,941) 2,305,311 - 4.95%
Landscape Mtc.- Redwood Shores ( 66122) - p. PRCS- 17 1,243,967 1,274,699 ( 86,960) 1,187,739 - 6.82%
Youth and Teen Services ( 66131) - p. PRCS- 25 291,436 315,217 ( 5,777) 309,440 - 1.83%
Elementary Activities ( 66133) - p. PRCS- 25 333,883 336,796 ( 47,587) 289,209 - 14.13%
Kids Club Program ( 66134) - p. PRCS- 25 411,868 417,373 287,859
Teen Activities ( 66135) - p. PRCS- 25 188,453 191,366 ( 45) 191,321 - 0.02%
After School Program Grant ( 66137) - p. PRCS- 25 698,903 676,533 ( 75) 676,458 - 0.01%
After School Program Grant- 21st Cent. ( 66138) - p. PRCS- 25 501,613 482,957 ( 63) 482,894 - 0.01%
Red Morton Community Center ( 66142) - p. PRCS- 26 844,533 860,350 ( 22,547) 837,803 - 2.62%
Community Activities Building ( 66143) - p. PRCS- 26 217,457 217,996 ( 15,569) 202,427 - 7.14%
Pool Operations ( 66144) - p. PRCS- 26 173,383 173,383 ( 49,409) 123,974 - 28.50%
Aquatics Program ( 66145) - p. PRCS- 26 106,168 106,168 ( 22) 106,146 - 0.02%
Youth Sports ( 66146) - p. PRCS- 26 20,657 20,657 ( 6,001) 14,656 - 29.05%
Adult Sports ( 66147) - p. PRCS- 26 150,245 150,245 ( 19,585) 130,660 - 13.04%
Middle School Sports ( 66148) - p. PRCS- 26 152,884 153,517 ( 13,544) 139,973 - 8.82%
Special Interest Classes ( 66161) - p. PRCS- 27 464,538 465,796 ( 65) 465,731 - 0.01%
Sandpiper Community Center ( 66162) - p. PRCS- 27 401,144 412,337 ( 43,294) 369,043 - 10.50%
Adult Sports ( 66163) - p. PRCS- 27 61,925 61,925 ( 3,501) 58,424 - 5.65%
Senior Services ( 66171) - p. PRCS- 29 737,556 753,544 ( 12,922) 740,622 - 1.71%
Senior Nutrition ( 66173) - p. PRCS- 29 292,809 259,362 ( 58) 259,304 - 0.02%
Special Needs Program ( 66176) - p. PRCS- 29 95,091 93,970 ( 2,998) 90,972 - 3.19%
Special Needs Classes/ Trips ( 66178) - p. PRCS- 29 44,190 42,869 ( 2,006) 40,863 - 4.68%
Total 11,889,230 11,999,628 ( 614,152) 11,255,962 - 5.12% 5
The Parks, Recreation and Community Services department will be generating additonal revenue. Also, a portion of the department's general
fund budget is funded by grants from outside agencies. This portion of the budget is not subject to the budget reduction process.
5
Police Summary of 4.5% Reduction
12
A 4.5% reduction in Police will cause the following service level reductions:
· The freezing of three over- hire positions means that it will take significantly longer to
replace a vacancy. The result of this will be a reduced level of services in community
policing, traffic or non- emergency investigation functions, but this action will not affect our
emergency response times.
· The department will not operate at full staffing as it consistently has in the past.
· There will no longer be middle school resource officers thus eliminating the
intervention/ prevention services. However, Patrol Officers will respond to report of
incidents at the Middle Schools.
· The School Gang Education and DARE programs will be eliminated. Although these
programs are very popular, national research has suggested they do not have any long
term impacts on drug usage.
· The department will no longer staff community events if it requires overtime ( i. e., Public
Safety Day, ‘ Tis the Season, Police canine demonstrations).
· The department will only operate at minimum required patrol staffing on all holidays except
for 4th of July, and no additional personnel will work on holidays.
· The Citizen’s Academy will be eliminated removing a connection between the department
and our citizen’s.
· A vacant part- time clerk position will be eliminated causing periods of backlogs in that
function.
· A decrease in investigative overtime will mean the Patrol Officers will have to handle some
of these activities causing a longer time spent on some of the calls and less availability for
Community Policing activities.
Original With Updated Program Revised % of
03/ 04 Budget Sal/ Ben Chngs Changes 03/ 04 Budget Change
POLICE
Administration ( 62111) - p. Police- 11 4,025,497 4,044,634 ( 27,098) 4,017,536 - 0.67%
Records ( 62112) - p. Police- 12 943,629 949,678 ( 27,064) 922,614 - 2.85%
Training ( 62113) - p. Police- 13 444,123 452,155 ( 62,541) 389,614 - 13.83%
Property/ Evidence ( 62114) - p. Police- 14 211,631 206,077 ( 65) 206,012 - 0.03%
Patrol Services ( 62131) - p. Police- 16 11,634,346 12,014,322 ( 654,735) 11,359,587 - 5.45%
Criminal Investigation ( 62134) - p. Police- 17 3,285,803 3,326,404 ( 170,322) 3,156,082 - 5.12%
Total 20,545,029 20,993,270 ( 941,825) 20,051,445 - 4.49%
Public Works Services Summary of 7.0% Reduction
13
Public Works Services proposed budget contains the following reductions:
· Elimination of the central warehouse;
· Reduction in residential street cleaning from twice per month to once per month;
· Decrease in the number of trees pruned;
· 10% reduction in street crack sealing;
· 15% reduction in street signs and pavement markings;
· Elimination of street light pole painting; and
· Less cleaning in the downtown area.
Original With Updated Program Revised % of
03/ 04 Budget Sal/ Ben Chngs Changes 03/ 04 Budget Change
PUBLIC WORKS SERVICES
Street System Maintenance ( 65132) - p. PWS- 17 183,182 183,182 183,182
Street Cleaning ( 65133) - p. PWS- 23 117,759 117,759 ( 32,749) 85,010 - 27.81%
Sidewalk Maintenance/ Replacement ( 65134) - p. PWS- 18 5,395 5,395 5,395
Street Tree Maintenance ( 65135) - p. PWS- 19 806,647 811,180 ( 58,951) 752,229 - 7.27%
Downtown/ Entry Feature Maintenance ( 65136) - p. PWS- 20 66,100 66,100 ( 4,627) 61,473 - 7.00%
Storm Water Collection/ Disposal ( 65161) - p. PWS- 29 124,781 124,781 124,781
Total 1,303,864 1,308,397 ( 96,327) 1,212,070 - 7.36%
TRAFFIC SAFETY FUND
Public Works
Traffic Control Maint. ( 65131) - p. PWS- 15 1,425,622 1,433,965 ( 107,389) 1,326,576
Fund Total 1,425,622 1,433,965 ( 107,389) 1,326,576 - 7.49%
SPECIAL GAS TAX STREET IMPROVEMENT FUND
Public Works
Street System Maint. ( 65132) - p. PWS- 17 1,053,273 1,070,467 ( 92,160) 978,307 - 8.61%
Street Cleaning ( 65133) - p. PWS- 23 233,100 235,643 ( 49,935) 185,708 - 21.19%
Sidewalk Maint. & Replacement ( 65134) - p. PWS- 18 180,850 182,026 ( 7,452) 174,574 - 4.09%
Storm Water Coll. & Disposal ( 65161) - p. PWS- 29 336,899 340,815 ( 4,384) 336,431 - 1.29%
Fund Total 1,804,122 1,828,951 ( 153,931) 1,675,020 - 8.42%
GID 1- 64 MAINTENANCE & OPERATION
Public Works
Storm Water Coll. & Disposal ( 65161) - p. PWS- 29 394,363 395,758 190 395,948
Fund Total 394,363 395,758 190 395,948 0.05%
14
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Recommended Changes to 2003/ 04 Operating Budget
Original With Updated Programmatic Revised % of
GENERAL FUNDS 03/ 04 Budget Sal/ Ben Chngs Changes 03/ 04 Budget Change
Refer to 2002- 2004 Adopted Budget as noted
CITY COUNCIL
City Council ( 61110) - p. City Council- 4 233,775 226,372 ( 16,247) 210,125
Total 233,775 226,372 ( 16,247) 210,125 - 7.18%
CITY MANAGER
Management/ Policy Execution ( 61210) - p. City Manager- 6 721,403 729,992 ( 32,721) 697,271 - 4.48%
Community Promotion ( 61220- 222) - p. City Manager- 7 360,588 362,305 ( 49,421) 312,884 - 13.64%
Total 1,081,991 1,092,297 ( 82,142) 1,010,155 - 7.52%
CITY ATTORNEY
Legal Services ( 61510) - p. City Attorney- 4 772,603 775,194 ( 68,287) 706,907
Total 772,603 775,194 ( 68,287) 706,907 - 8.81%
CITY CLERK
Legisl. Svcs./ Records Mgmt. ( 61310) - p. City Clerk- 5 473,750 482,420 ( 42,646) 439,774 - 8.84%
Elections ( 61320) - p. City Clerk- 6 75,036 76,766 ( 918) 75,848 - 1.20%
Council Support ( 61330) - p. City Clerk- 7 10,985 10,985 ( 1,000) 9,985 - 9.10%
Total 559,771 570,171 ( 44,564) 525,607 - 7.82%
COMMUNITY DEVELOPMENT SERVICES
Administration ( 63010) - p. CDS- 12 185,449 186,927 ( 2,277) 184,650 - 1.22%
Building Regulations ( 63110) - p. CDS- 15 1,517,006 1,548,567 ( 143,162) 1,405,405 - 9.24%
Planning and Redevelopment ( 63210) - p. CDS- 22 971,079 954,961 ( 4,097) 950,864 - 0.43%
Code Enforcement ( 63310) - p. CDS- 16 868,921 875,406 ( 74,069) 801,337 - 8.46%
General Engineering ( 65121) - p. CDS- 19 1,199,754 1,207,947 ( 182,238) 1,025,709 - 15.09%
Subdivision Engineering ( 65122) - p. CDS- 20 463,717 462,093 ( 103) 461,990 - 0.02%
Total 5,205,926 5,235,901 ( 405,946) 4,829,955 - 7.75%
FINANCE
Financial Services ( 61430) - p. Finance- 9 1,011,920 1,022,372 ( 46,413) 975,959 - 4.54%
Admin. Supp. Svcs. ( 61710) - p. Finance- 10 2,307,483 2,271,903 ( 140,931) 2,130,972 - 6.20%
Public Financing Authority Lease Payments ( 61710) - 2,357,742 2,399,042 2,399,042
p. Finance- 19
Total 5,677,145 5,693,317 ( 187,344) 5,505,973 - 3.29%
FIRE
Administration ( 62210) - p. Fire- 9 1,012,077 1,019,674 ( 97,014) 922,660 - 9.51%
Operations ( 62220) - p. Fire- 10 10,983,142 10,764,908 ( 362,365) 10,402,543 - 3.37%
Prevention ( 62230) - p. Fire- 11 666,380 665,820 ( 66,711) 599,109 - 10.02%
Training ( 62240) - p. Fire- 12 258,508 260,004 ( 17,447) 242,557 - 6.71%
Emergency Medical Services ( 62245) - p. Fire- 14 127,682 127,242 ( 29,291) 97,951 - 23.02%
Emergency Operations ( 62260) - p. Fire- 16 8,422 8,422 ( 4,000) 4,422 - 47.49%
Total 13,056,211 12,846,070 ( 576,828) 12,269,242 - 4.49%
HUMAN RESOURCES
Human Resources ( 61610) - p. Human Resources- 9 1,448,023 1,464,886 ( 86,504) 1,378,382 - 5.91%
Total 1,448,023 1,464,886 ( 86,504) 1,378,382 - 5.91%
As part of the process of preparing the second year of the two year budget, the Finance Department reviews the original salary and benefit assumptions
with the appropriate staff and updates these assumptions as necessary. The difference between the " original 2003/ 04 budget" and the " budget
with updated salary and benefit changes" reflects the effect of a variety of factors including staff turnover, labor agreement changes, and the changes
in cost of certain benefits.
Finance will also generate $ 24,000 in revenue by " selling" 20% of a senior account to Half Moon Bay and will save $ 5,000 by converting the
City's purchase card program from Wells Fargo to U. S. Bank.
A portion of the Administrative Support budget includes the salaries and benefits of the C/ CAG staff who are on the City's payroll and
for whom the City is completely reimbursed. This amount was not subject to the budget reduction process.
This amount was not subject to the budget reduction process.
4 Human Resources will also generate $ 22,000 in revenue for services provided to other agencies.
3
1
2
15
Recommended Changes to 2003/ 04 Operating Budget
Original With Updated Programmatic Revised % of
GENERAL FUNDS ( Cont'd) 03/ 04 Budget Sal/ Ben Chngs Changes 03/ 04 Budget Change
Refer to 2002- 2004 Adopted Budget as noted
LIBRARY
Administrative Svcs. Unit ( 66251) - p. Library- 12 657,178 667,601 ( 26,980) 640,621 - 4.04%
Resource Development Unit ( 66252) - p. Library- 13 202,370 213,775 ( 10,423) 203,352 - 4.88%
Collection Development Unit ( 66261) - p. Library- 15 1,207,818 1,210,684 ( 43,288) 1,167,396 - 3.58%
Collection Maintenance Unit ( 66262) - p. Library- 16 798,104 809,587 ( 79,234) 730,353 - 9.79%
Electronic Resources Unit ( 66271) - p. Library- 17 626,790 634,855 ( 51,621) 583,234 - 8.13%
Information Services Unit ( 66272) - p. Library- 18 710,383 721,401 ( 94,373) 627,028 - 13.08%
Literacy Services Unit ( 66281) - p. Library- 19 469,172 468,957 ( 10,179) 458,778 - 2.17%
Youth Services Unit ( 66282) - p. Library- 20 645,913 659,383 ( 30,092) 629,291 - 4.56%
Community Libraries Unit ( 66290) - p. Library- 21 817,048 825,545 ( 88,589) 736,956 - 10.73%
Total 6,134,776 6,211,788 ( 434,779) 5,777,009 - 7.00%
PARKS, RECREATION AND COMMUNITY SERVICES
Human Services Programs ( 64211) - p. PRCS- 23 703,006 708,670 ( 72,069) 636,601 - 10.17%
Information/ Referral ( 64212) - p. PRCS- 23 186,263 186,092 ( 41) 186,051 - 0.02%
Human Svcs. Assistance ( 64213) - p. PRCS- 13 326,000 326,000 ( 22,820) 303,180 - 7.00%
Fair Oaks Senior Services ( 64218) - p. PRCS- 23 74,998 74,998 ( 3,875) 71,123 - 5.17%
Fair Oaks Room Rental ( 64219) - p. PRCS- 23 11,965 12,070 ( 3) 12,067 - 0.02%
Administration ( 66110) - p. PRCS- 11 698,789 718,856 ( 58,575) 660,281 - 8.15%
Civic Cultural Commission ( 66111) - p. PRCS- 12 80,630 80,630 ( 4,800) 75,830 - 5.95%
Landscape Maintenance- City ( 66121) - p. PRCS- 17 2,374,876 2,425,252 ( 119,941) 2,305,311 - 4.95%
Landscape Mtc.- Redwood Shores ( 66122) - p. PRCS- 17 1,243,967 1,274,699 ( 86,960) 1,187,739 - 6.82%
Youth and Teen Services ( 66131) - p. PRCS- 25 291,436 315,217 ( 5,777) 309,440 - 1.83%
Elementary Activities ( 66133) - p. PRCS- 25 333,883 336,796 ( 47,587) 289,209 - 14.13%
Kids Club Program ( 66134) - p. PRCS- 25 411,868 417,373 ( 129,514) 287,859 - 31.03%
Teen Activities ( 66135) - p. PRCS- 25 188,453 191,366 ( 45) 191,321 - 0.02%
After School Program Grant ( 66137) - p. PRCS- 25 698,903 676,533 ( 75) 676,458 - 0.01%
After School Program Grant- 21st Cent. ( 66138) - p. PRCS- 25 501,613 482,957 ( 63) 482,894 - 0.01%
Red Morton Community Center ( 66142) - p. PRCS- 26 844,533 860,350 ( 22,547) 837,803 - 2.62%
Community Activities Building ( 66143) - p. PRCS- 26 217,457 217,996 ( 15,569) 202,427 - 7.14%
Pool Operations ( 66144) - p. PRCS- 26 173,383 173,383 ( 49,409) 123,974 - 28.50%
Aquatics Program ( 66145) - p. PRCS- 26 106,168 106,168 ( 22) 106,146 - 0.02%
Youth Sports ( 66146) - p. PRCS- 26 20,657 20,657 ( 6,001) 14,656 - 29.05%
Adult Sports ( 66147) - p. PRCS- 26 150,245 150,245 ( 19,585) 130,660 - 13.04%
Middle School Sports ( 66148) - p. PRCS- 26 152,884 153,517 ( 13,544) 139,973 - 8.82%
Special Interest Classes ( 66161) - p. PRCS- 27 464,538 465,796 ( 65) 465,731 - 0.01%
Sandpiper Community Center ( 66162) - p. PRCS- 27 401,144 412,337 ( 43,294) 369,043 - 10.50%
Sandpiper Youth Club ( 66163) - p. PRCS- 27 61,925 61,925 ( 3,501) 58,424 - 5.65%
Senior Services ( 66171) - p. PRCS- 29 737,556 753,544 ( 12,922) 740,622 - 1.71%
Senior Nutrition ( 66173) - p. PRCS- 29 292,809 259,362 ( 58) 259,304 - 0.02%
Special Needs Program ( 66176) - p. PRCS- 29 95,091 93,970 ( 2,998) 90,972 - 3.19%
Special Needs Classes/ Trips ( 66178) - p. PRCS- 29 44,190 42,869 ( 2,006) 40,863 - 4.68%
Total 11,889,230 11,999,628 ( 743,666) 11,255,962 - 6.20%
POLICE
Administration ( 62111) - p. Police- 11 4,025,497 4,044,634 ( 27,098) 4,017,536 - 0.67%
Records ( 62112) - p. Police- 12 943,629 949,678 ( 27,064) 922,614 - 2.85%
Training ( 62113) - p. Police- 13 444,123 452,155 ( 62,541) 389,614 - 13.83%
Property/ Evidence ( 62114) - p. Police- 14 211,631 206,077 ( 65) 206,012 - 0.03%
Patrol Services ( 62131) - p. Police- 16 11,634,346 12,014,322 ( 654,735) 11,359,587 - 5.45%
Criminal Investigation ( 62134) - p. Police- 17 3,285,803 3,326,404 ( 170,322) 3,156,082 - 5.12%
Total 20,545,029 20,993,270 ( 941,825) 20,051,445 - 4.49%
The Parks, Recreation and Community Services department will be generating additonal revenue. Also, a portion of the department's general
fund budget is funded by grants from outside agencies. This portion of the budget is not subject to the budget reduction process.
5
16
Recommended Changes to 2003/ 04 Operating Budget
Original With Updated Programmatic Revised % of
GENERAL FUNDS ( Cont'd) 03/ 04 Budget Sal/ Ben Chngs Changes 03/ 04 Budget Change
Refer to 2002- 2004 Adopted Budget as noted
PUBLIC WORKS SERVICES
Street System Maintenance ( 65132) - p. PWS- 17 183,182 183,182 183,182
Street Cleaning ( 65133) - p. PWS- 23 117,759 117,759 ( 32,749) 85,010 - 27.81%
Sidewalk Maintenance/ Replacement ( 65134) - p. PWS- 18 5,395 5,395 5,395
Street Tree Maintenance ( 65135) - p. PWS- 19 806,647 811,180 ( 58,951) 752,229 - 7.27%
Downtown/ Entry Feature Maintenance ( 65136) - p. PWS- 20 66,100 66,100 ( 4,627) 61,473 - 7.00%
Storm Water Collection/ Disposal ( 65161) - p. PWS- 29 124,781 124,781 124,781
Total 1,303,864 1,308,397 ( 96,327) 1,212,070 - 7.36%
TOTAL GENERAL FUNDS 67,908,344 68,417,291 ( 3,684,459) 64,732,832 - 5.39%
SPECIAL REVENUE FUNDS
TRAFFIC SAFETY FUND
Public Works
Traffic Control Maint. ( 65131) - p. PWS- 15 1,425,622 1,433,965 ( 107,389) 1,326,576
Fund Total 1,425,622 1,433,965 ( 107,389) 1,326,576 - 7.49%
SPECIAL GAS TAX STREET IMPROVEMENT FUND
Public Works
Street System Maint. ( 65132) - p. PWS- 17 1,053,273 1,070,467 ( 92,160) 978,307 - 8.61%
Street Cleaning ( 65133) - p. PWS- 23 233,100 235,643 ( 49,935) 185,708 - 21.19%
Sidewalk Maint. & Replacement ( 65134) - p. PWS- 18 180,850 182,026 ( 7,452) 174,574 - 4.09%
Storm Water Coll. & Disposal ( 65161) - p. PWS- 29 336,899 340,815 ( 4,384) 336,431 - 1.29%
Fund Total 1,804,122 1,828,951 ( 153,931) 1,675,020 - 8.42%
GID 1- 64 MAINTENANCE & OPERATION
Public Works
Storm Water Coll. & Disposal ( 65161) - p. PWS- 29 394,363 395,758 190 395,948
Fund Total 394,363 395,758 190 395,948 0.05%
SEAPORT CENTRE MAINTENANCE DISTRICT
Public Works
Water Supply & Distr. ( 65144) 6,906 6,906 ( 70) 6,836
Sewer System Maint. ( 65152) 23,596 23,596 ( 108) 23,488
Storm Water Coll. & Disposal ( 65161) 29,492 29,893 159 30,052
Fund Total 59,994 60,395 ( 19) 60,376
SEAPORT LANDSCAPING MAINTENANCE DISTRICT
Parks/ Recreation
Seaport Blvd. Landscape Maint. ( 65184) 118,661 121,496 ( 289) 121,207
Public Works
Seaport Blvd. Landscape Maint. ( 65161) 13,812 13,812 13,756
Fund Total 132,473 135,308 ( 289) 134,963
REDWOOD SHORES LANDSCAPE MAINTENANCE DISTRICT
Parks/ Recreation
Lido Landscape Maint. ( 66123) 208,992 214,161 679 214,840
Fund Total 208,992 214,161 679 214,840
17
Recommended Changes to 2003/ 04 Operating Budget
Original With Updated Programmatic Revised
SPECIAL REVENUE FUNDS ( Cont'd) 03/ 04 Budget Sal/ Ben Chngs Changes 03/ 04 Budget
CATEGORICAL GRANTS FUND
Federal Grants Program
Community Development
Admin - Housing Employees ( 66310) 974,907 986,872 ( 14,864) 972,008
Housing Rehabilitation ( 66320) 107,697 117,074 117,074
HOME Administration ( 66354) 443,431 443,912 14,863 458,775
1,526,035 1,547,858 ( 1) 1,547,857
Rental Income Program
Rental Income ( 66306)
Rental Rehabilitation Administration ( 66380) 81,840 87,094 87,094
81,840 87,094 87,094
Categorical Grants Total 1,607,875 1,634,952 ( 1) 1,634,951
REDEVELOPMENT AGENCY
Housing Fund
Housing Relocation ( 66321) 50,000 50,000 50,000
Administration ( 66410) 1,251,035 1,264,889 2,374 1,267,263
First Time Homebuyer Program ( 66455) 500,000 500,000 500,000
Rehabilitation ( 66471) 300,000 300,000 300,000
2,101,035 2,114,889 2,374 2,117,263
General Fund
Administration ( 66410) 1,391,649 1,415,158 18,164 1,433,322
Tax Revenue Apportionment ( 66411) 900,000 900,000 900,000
RWC Sch. Dist. Prop. Exch. Loan ( 66418) 42,321 42,321 42,321
Economic Development Plan ( 66429) 286,862 286,698 286,698
Sequoia Station ( 66454) 300,000 300,000 300,000
Store Front Improvements ( 66464) 60,000 60,000 60,000
2,980,832 3,004,177 18,164 3,022,341
Redevelopment Agency Total 5,081,867 5,119,066 20,538 5,139,604
TRANSPORTATION FUND
Finance
Admin. Supp. Svcs. ( 61710) 200,117 200,117 200,117
Engineering ( 65121) 95,601 96,654 96,654
Fund Total 295,718 296,771 296,771
LAW ENFORCEMENT GRANTS
Police
Citizens' Option for Public Safety ( COPS) ( 62131) 153,127 157,209 ( 8,069) 149,140
Fund Total 153,127 157,209 ( 8,069) 149,140
TOTAL SPECIAL REVENUE FUNDS 11,164,153 11,276,536 ( 248,291) 11,028,189
18
Recommended Changes to 2003/ 04 Operating Budget
Original With Updated Programmatic Revised
DEBT SERVICE FUNDS 03/ 04 Budget Sal/ Ben Chngs Changes 03/ 04 Budget
GID 1- 64 RECLAMATION & FACILITIES BOND DEBT SERVICES FUND
Finance
Reclamation - Debt Service ( 61422- 423) 683,221 683,825 ( 15,949) 667,876
Facilities - Debt Service ( 61422- 423) 1,393,884 1,394,488 ( 31,974) 1,362,514
Fund Total 2,077,105 2,078,313 ( 47,923) 2,030,390
ASSESSMENT DISTRICTS
Finance
Seaport Consolidated Assessment District
Debt Service Fund ( 61423) 1,307,620 1,307,620 1,307,620
Redwood Shores Traffic Improvement District Bonds
Administrative Expense Fund ( 61421) 8,111 8,111 8,111
Redwood Shores Traffic Improvement District Bonds
Debt Service Fund ( 61423) 374,502 374,502 19,605 394,107 6
Pacific Shores Bonds Debt Service Fund ( 61423) 2,050,667 2,050,667 18,355 2,069,022 7
Pacific Shores Bonds Administrative Expense Fund ( 61423) 9,361 9,361 9,361
Assessment Districts Total 3,750,261 3,750,261 37,960 3,788,221
PUBLIC FINANCING AUTHORITY
Finance
PFA Series A Bonds ( 61423) 1,137,429 1,137,429 1,137,429
1998 PFA Lease Revenue Bonds ( 61423) 1,220,313 1,220,313 1,220,313
1997 RDA Tax Allocation Bonds ( 61423) 1,525,800 1,525,800 1,525,800
Fund Total 3,883,542 3,883,542 3,883,542
CITY HALL BONDS DEBT SERVICE FUND
Debt Service ( 61423) 920,722 920,722 920,722
Fund Total 920,722 920,722 920,722
TOTAL DEBT SERVICE FUNDS 10,631,630 10,632,838 ( 9,963) 10,622,875
6
7
Explanations for all reductions are contained within the reduction forms that are presented beginning on page 95 of this document. There are,
however, several other recommended budget increases in funds not affecting the general fund. The following are the explanations of these
recommended changes:
Redwood Shores Traffic Improvement District Bonds Redemption Fund - Increase the appropriation for administrative costs by $ 19,605
as provided by the terms of the district's governing documents to cover all administrative expenses.
Pacific Shores Bonds Redemption Fund - Increase the appropriation for administrative costs by $ 18,355 as provided by the district's governing
documents to cover all administrative costs.
19
Recommended Changes to 2003/ 04 Operating Budget
Original With Updated Programmatic Revised
ENTERPRISE FUNDS 03/ 04 Budget Sal/ Ben Chngs Changes 03/ 04 Budget
PARKING DISTRICT FUND
Finance
Revenue Services ( 61410) 34,570 35,719 119 35,838
Debt Service ( 61423) 74,100 74,100 74,100
Admin. Support Svcs. ( 61710) 2,514 2,514 2,514
111,184 112,333 119 112,452
Public Works
Street System Maint. ( 65132) 352,544 356,231 ( 7,229) 349,002
Fund Total 463,728 468,564 ( 7,110) 461,454
WATER FUND
Finance
Revenue Services ( 61410) 1,041,486 1,058,378 ( 15,628) 1,042,750
Admin. Support Svcs. ( 61710) 98,582 98,582 98,582
1,140,068 1,156,960 ( 15,628) 1,141,332
Public Works
Water Customer Services ( 65142) 1,557,044 1,578,444 ( 44,456) 1,533,988
Water Supply & Distribution ( 65144) 4,536,738 4,586,661 ( 52,779) 4,533,882
SFWD Water Purchases ( 65145) 5,891,786 5,891,786 888,602 6,780,388 8
11,985,568 12,056,891 791,367 12,848,258
Fund Total 13,125,636 13,213,851 775,739 13,989,590
SEWER FUND
Finance
Admin. Support Svcs. ( 61710) 51,502 51,502 51,502
Public Works
Sewer System Maint. ( 65152) 3,609,302 3,650,362 ( 87,388) 3,562,974 9
Waste Water Treat. & Disposal ( 65154) 5,150,000 5,150,000 5,060,549
Storm Water Coll. & Disposal ( 65161) 590,695 601,197 13,585 614,782 10
9,349,997 9,401,559 ( 73,803) 9,238,305
Fund Total 9,401,499 9,453,061 ( 73,803) 9,289,807
TOTAL ENTERPRISE FUNDS 22,990,863 23,135,476 694,826 23,740,851
9 Sewer Fund - Charges for sewage treatment from the South Bayside Systems Authority will be less than originally expected.
8
10
Explanations for all reductions are contained within the reduction forms that are presented beginning on page 95 of this document. There are,
however, several other recommended budget changes in funds not affecting the general fund. The following are the explanations of these
recommended changes:
Sewer Fund - Increased fees for the storm water discharge permit.
Water Fund - Increased costs of wholesale water purchases from the San Francisco Public Utilities Commission.
20
Recommended Changes to 2003/ 04 Operating Budget
Original With Updated Programmatic Revised
INTERNAL SERVICE FUNDS 03/ 04 Budget Sal/ Ben Chngs Changes 03/ 04 Budget
EQUIPMENT SERVICES FUND
Public Works
Equipment Services ( 67230) 3,394,570 3,424,052 ( 1,004) 3,423,048
Fund Total 3,394,570 3,424,052 ( 1,004) 3,423,048
INTERNAL SERVICES FUND
Finance
Information Technology ( 67110) 1,631,210 1,676,509 ( 58,210) 1,618,299
Telephone Services ( 67211) 455,089 457,476 ( 47,626) 409,850
Total 2,086,299 2,133,985 ( 105,836) 2,028,149
Police
Central Dispatching Svcs. ( 67310) 1,886,690 1,891,815 1,138 1,892,953
Parks/ Recreation
Custodial Services ( 67241) 1,246,683 1,257,861 ( 105,899) 1,151,962
Bldg. Maint. & Repair Svcs. ( 67242) 1,441,486 1,464,042 ( 56,002) 1,408,040
Total 2,688,169 2,721,903 ( 161,901) 2,560,002
Public Works Services
Warehouse Services ( 67222) 303,772 312,534 ( 110,499) 202,035
Fund Total 6,964,930 7,060,237 ( 377,098) 6,683,139
WORKERS' COMPENSATION FUND
Human Resources
Risk Mgmt. - Workers' Comp ( 67713) 1,119,537 1,125,766 ( 548) 1,125,218
Fund Total 1,119,537 1,125,766 ( 548) 1,125,218
GENERAL LIABILITY INSURANCE FUND
Finance
Risk Management ( 67711- 715) 1,090,261 1,092,676 40 1,092,716
Fund Total 1,090,261 1,092,676 40 1,092,716
EMPLOYMENT LIABILITY FUND
Human Resources
Employment Liability Claims ( 67716) 147,700 147,700 ( 7,700) 140,000
Fund Total 147,700 147,700 ( 7,700) 140,000
TOTAL INTERNAL SERVICE FUNDS 12,716,998 12,850,431 ( 386,310) 12,464,121
TOTAL ALL FUNDS 125,411,988 126,312,572 ( 3,634,197) 122,588,868
21
2003/ 04 Analysis of Budget By Fund
BEGINNING ESTIMATED TRANSFER TOTAL
BALANCE REVENUES IN/( OUT) AVAILABLE
GENERAL OPERATING FUNDS
General Fund 14,364,932 57,256,871 ( 5,869,697) 65,752,106
Library Fund 620,803 5,156,206 5,777,009
Recreation Program Fund 1,583,300 ( 321,385) 1,261,915
Sandiper Park Reserve
Subtotal 14,364,932 59,460,974 ( 1,034,876) 72,791,030
SPECIAL REVENUE FUNDS
Traffic Safety Fund 340,000 986,576 1,326,576
Special Gas Tax Fund 1,540,920 179,020 1,719,940
GID- 64 Maintenance District 529,188 507,911 ( 140,000) 897,099
Seaport Centre Maintenance 187,359 271,034 458,393
Seaport Blvd. Landscape Maintenance 43,189 157,682 200,871
Lido Maintenance District 377,725 162,480 540,205
Categorical Grants 130,055 1,504,896 1,634,951
Redevelopment Agency 2,361,120 6,979,585 ( 1,421,450) 7,919,255
S. L. E. S. F. Grant 8,963 150,000 158,963
Subtotal 3,637,599 11,614,508 ( 395,854) 14,856,253
CAPITAL IMPROVEMENT FUNDS
Utility Users Tax 7,681,422 ( 5,282,380) 2,399,042
Gas Tax Construction 621,500 621,500
Transportation Fund 403,064 1,090,900 1,493,964
Capital Projects Fund 5,006,789 4,049,458 9,056,247
GID Facilities Fees Fund 3,008,749 100,000 3,108,749
Water Fund Capital Projects 5,400,000 5,400,000
Sewer Fund Capital Projects 1,000,000 1,000,000
Grants & Bond Proceeds 3,900,000 14,200,000 18,100,000
Traffic Impact Fees 5,238,147 359,000 5,597,147
Traffic Mitigation Funds 2,247,557 134,800 2,382,357
Subtotal 19,804,306 23,566,122 5,788,578 49,159,006
DEBT SERVICE FUNDS
General Improvment District 1 - 64 1,364,404 2,070,885 3,435,289
Assessment Districts 6,892,150 4,434,064 11,326,214
City Hall Certificates of Participation 316,222 33,500 571,000 920,722
Public Financing Authority 80,000 2,542,902 1,421,450 4,044,352
Subtotal 8,652,776 9,081,351 1,992,450 19,726,577
ENTERPRISE FUNDS
Parking Fund 692,831 529,378 1,222,209
Water Fund 5,003,037 16,548,296 ( 4,906,615) 16,644,718
Sewer Fund 894,920 9,818,274 ( 1,369,681) 9,343,513
Subtotal 6,590,788 26,895,948 ( 6,276,296) 27,210,440
TOTAL ALL FUNDS 53,050,401 130,618,902 74,002 183,743,306
( excluding Internal Service)
INTERNAL SERVICE FUNDS
Equipment Services Fund 5,114,905 2,689,445 7,804,350
Internal Services Fund 1,684,452 6,687,410 ( 74,002) 8,297,860
Workers' Comp. Emp. Liab. Ins. Fund 1,441,205 1,196,245 2,637,450
General Liability Insurance Fund 719,697 1,053,076 1,772,773
Subtotal 8,960,259 11,626,176 ( 74,002) 20,512,433
TOTAL ALL FUNDS 62,010,661 142,245,078 ( 0) 204,255,739
22
2003/ 04 Analysis of Budget By Fund
OPERATIONS CAPITAL TOTAL ENDING
DEBT SERVICE IMPROVEMENTS EXPENDITURE BALANCE
55,294,866 55,294,866 10,457,240
5,777,009 5,777,009
1,261,915 1,261,915
173,760
62,333,790 62,333,790 10,631,000
1,326,576 1,326,576
1,675,020 1,675,020 44,920
395,948 395,948 501,151
60,376 192,681 253,057 205,336
134,963 15,424 150,387 50,484
214,840 214,840 325,365
1,634,951 1,634,951
5,139,604 5,139,604 2,779,651
149,140 149,140 9,823
10,731,418 208,105 10,939,523 3,916,730
2,399,042 2,399,042
621,500 621,500
296,771 1,100,000 1,396,771 97,193
4,293,500 4,293,500 4,762,747
130,000 130,000 2,978,749
5,400,000 5,400,000
1,000,000 1,000,000
18,100,000 18,100,000
3,892,500 3,892,500 1,704,647
2,000,000 2,000,000 382,357
2,695,813 36,537,500 39,233,313 9,925,693
2,030,390 2,030,390 1,404,899
3,788,221 3,788,221 7,537,993
920,722 920,722
3,883,542 3,883,542 160,810
10,622,875 10,622,875 9,103,702
461,454 461,454 760,755
13,989,590 13,989,590 2,655,128
9,289,807 9,289,807 53,706
23,740,851 23,740,851 3,469,589
110,124,747 36,745,605 146,870,352 37,046,714
3,423,048 3,423,048 4,381,302
6,683,139 6,683,139 1,614,721
1,265,218 1,265,218 1,372,232
1,092,716 1,092,716 680,057
12,464,121 12,464,121 8,048,312
122,588,868 36,745,605 159,334,473 45,095,026
23
Revenue Estimates 2002/ 03 and 2003/ 04
2000- 01 2001- 02 2001- 02 2002- 03 2002- 03 2003- 04
ACTUAL BUDGET ACTUAL BUDGET ESTIMATED BUDGET
GENERAL FUND
A PROPERTY TAXES
1 Current Year Secured Tax 13,925,263 15,319,187 16,934,827 16,836,076 16,863,383 17,093,025
2 Current Year Unsecured 1,471,019 1,504,500 1,640,962 1,579,313 1,588,426 1,500,577
3 Prior Year Taxes 7,381 25,000 97,735 25,000 25,000 25,000
Subtotal Property Taxes 15,403,663 16,848,687 18,673,524 18,440,389 18,476,809 18,618,602
B OTHER TAXES
1 Sales and Use Tax 20,842,721 20,106,369 14,937,621 17,588,864 13,905,989 14,403,636
2 Franchises 1,034,270 1,012,840 1,227,900 1,145,280 1,145,280 1,195,291
3 Transient Occupancy Tax 2,603,350 3,360,000 1,498,249 1,768,000 1,392,000 1,593,840
4 Property Transfer Tax 541,649 500,000 502,735 420,000 600,000 550,000
5 Business Licenses 1,041,410 1,100,000 1,043,245 1,100,000 1,050,000 1,050,000
Subtotal Other Taxes 26,063,400 26,079,209 19,209,750 22,022,144 18,093,269 18,792,767
C LICENSES AND PERMITS
1 Building Permits 2,476,417 1,485,000 1,044,612 750,000 750,000 1,000,000
2 Other Licenses and Permits 8,299 5,000 8,812 5,000 5,500 5,500
3 Fire Permits 62,071 70,000 53,523 65,000 100,000 110,000
Subtotal Licenses and Permits 2,546,787 1,560,000 1,106,947 820,000 855,500 1,115,500
D FINES AND FORFEITURES
1 Parking Fines 299,612 278,000 430,926 600,000 460,000 600,000
2 Administrative Citation Fines 19,938 30,000 10,558 22,000 22,000 22,000
Subtotal Fines and Forfeitures 319,550 308,000 441,484 622,000 482,000 622,000
E USE OF MONEY AND PROPERTY
1 Interest Income 2,753,712 2,071,000 2,616,042 2,704,880 2,313,900 1,883,675
2 Rents and Concessions 204,733 149,000 244,217 263,500 242,400 268,000
Subtotal Uses of Money and Property 2,958,445 2,220,000 2,860,259 2,968,380 2,556,300 2,151,675
F REVENUE FROM OTHER AGENCIES
1.1 Motor Vehicle In- Lieu Fee 4,040,090 4,192,891 4,212,755 4,407,831 4,407,830 4,584,143
1.2 Enhanced MV Collections 68,350 68,000 68,365 68,000 68,000 68,000
2 Proposition 172 Sales Tax 640,242 607,966 643,344 662,400 607,000 619,140
3 Police Officer Training 50,152 35,000 51,508 50,000
4 Police Athletic League 362,574 11,231 8,234
5 Homeowner Property Tax Relief 202,528 198,000 215,640 205,000 205,000 207,000
6 Off Highway License Fee 1,525 1,400 748 1,400 2,000 2,000
7 State- Mandated Program Reimbursement 405,920 32,000 246,986
8 Recreation Program Grants 269,060 1,123,555 760,638 1,137,466 661,695 660,000
9 State Booking Fee Reimbursements 358,120 210,000 284,417 284,317
10 State " ERAF" Return 356,352
11 Contribution for Streets 7,500 23,000 31,900 31,900 31,900
12 Fair Oaks Information and Referral 55,943 54,000 75,690 60,600 60,689 27,917
13 Fair Oaks Center Contribution/ Grants 263,210 327,014 296,381 297,000 297,081 270,881
14 Paramedic Program Contribution 191,640 195,000 195,818 220,498 200,000 200,000
15 Port of Redwood City Contribution 359,055 374,000 307,739 320,000 278,000 389,000
Subtotal Revenue from Other Agencies 7,624,761 7,426,326 7,394,260 7,462,095 7,111,746 7,059,981
24
Revenue Estimates 2002/ 03 and 2003/ 04
2000- 01 2001- 02 2001- 02 2002- 03 2002- 03 2003- 04
ACTUAL BUDGET ACTUAL BUDGET ESTIMATED BUDGET
G CHARGES FOR CURRENT SERVICES
1 Zoning Fees 103,799 100,000 96,179 70,000 65,000 110,000
2 Sale of Maps and Publications 5,720 6,000 2,088 5,000 5,000 5,000
3 Fire Services 224,342 308,532 351,612 333,000 326,325 337,000
4 Fire Inspection Fees 3,000 5,362 5,000 1,500 1,500
5 Police Services 420,507 396,500 313,642 375,000 316,000 316,000
6 Plan Checking Fees 734,040 525,000 342,383 250,000 260,000 300,000
7 Garbage Collection Franchise Fees 1,511,789 1,478,069 1,573,591 1,644,706 1,644,706 1,676,780
8 Engineering and Subdivision Fees 983,916 815,000 449,659 315,000 255,000 360,000
9 SBSA Financial Services 54,474 56,816 57,633 59,361 59,361 61,736
10 Miscellaneous Revenue- Center Copier 8,663 1,000 2,930 1,000 6,200 27,000
11 Senior Advisory Council Reimbursement 127,632 211,067 175,947 295,822 274,874 259,362
12 E. I. R. Fees 138,807 65,000 523,027 180,000 300,000 250,000
13 SBSA Landscape Maintenance Services 62,821 62,821 68,648 70,125 71,880 71,880
14 Shopping Cart Collection Fees 89,869 85,000 81,797 90,000 90,000 90,000
Subtotal Charges for Current Services 4,466,379 4,113,805 4,044,498 3,694,014 3,675,846 3,866,258
H OTHER REVENUE
1 Sale of Property 2,270
2 Water Fund 1,154,670 1,209,352 1,209,352 1,265,062 1,265,062 1,264,292
3 Sewer Fund 835,696 852,671 852,671 898,187 898,187 920,833
4 Parking Fund 43,582 44,454 44,454 43,846 43,846 42,703
5 Interdepartmental Operating Transfers 1,620,834 1,680,129 1,680,129 1,925,922 1,925,922 2,011,843
6 Other Revenues 1,039,011 626,616 935,608 666,699 836,287 790,417
Total Other Revenue 4,696,063 4,413,222 4,722,214 4,799,716 4,969,304 5,030,088
I LIBRARY REVENUE
1 Library Grants 715,432 273,809 740,206 241,796 434,951 302,122
2 Fair Oaks Library Contribution 127,503 127,503 142,456 156,702 167,400 167,400
3 Library Services 161,121 154,100 166,351 135,750 137,000 151,281
Total Library Revenue 1,004,056 555,412 1,049,013 534,248 739,351 620,803
J RECREATION REVENUES
1 Recreation Program Fees 1,119,015 1,041,261 1,185,303 1,307,400 1,553,745 1,583,300
Total General Fund Revenues 66,202,119 64,565,922 60,687,252 62,670,386 58,513,870 59,460,974
25
Revenue Estimates 2002/ 03 and 2003/ 04
2000- 01 2001- 02 2001- 02 2002- 03 2002- 03 2003- 04
ACTUAL BUDGET ACTUAL BUDGET ESTIMATED BUDGET
SPECIAL REVENUE FUNDS
A TRAFFIC SAFETY FUND
1 Total Traffic Fines 387,303 338,500 369,275 340,000 340,000 340,000
B GAS TAX OPERATING FUNDS
1 Gas Tax Section 2107 and 2017.5 637,476 636,797 640,393 587,622 646,000 658,920
2 Gas Tax Section 2105 476,925 497,709 481,181 485,520 481,000 490,620
3 Gas Tax Section 2106 407,354 426,216 379,698 440,130 369,000 376,380
4 Gas Tax Interest Income 3,524 6,211
5 Hauling Fees and Miscellaneous 11,745 25,000 40,035 16,000 15,000
6 Capital Contributions 482,346
Total Gas Tax Funds 2,019,370 1,585,722 1,547,518 1,529,272 1,496,000 1,540,920
C MAINTENANCE DISTRICTS
1 GID 1- 64 484,053 489,316 542,057 517,700 507,090 507,911
2 Seaport Centre 66,797 268,228 275,562 302,899 302,899 271,034
3 Seaport Boulevard 80,154 139,984 140,965 151,184 151,184 157,682
4 Lido Area 172,411 172,355 170,610 156,986 156,986 162,480
Total Maintenance District Funds 803,415 1,069,883 1,129,194 1,128,769 1,118,159 1,099,107
D FEDERAL LAW ENFORCEMENT GRANTS
1 Federal Law Enforcement Grants 86,696 149,268
2 Interest Income 5,507 8,954 4,122
Total Federal Law Enforcement Grants 92,203 8,954 153,390
E CATEGORICAL GRANTS
1 Community Development Block Grant 1,345,000 1,422,000 1,422,000 1,399,000 1,399,000 1,372,873
2 Program Income 62,670 78,709 78,709 77,044 77,044 132,023
3 Other Grants 581,976 209,007 30,781
Total Grants 1,989,646 1,500,709 1,709,716 1,476,044 1,506,825 1,504,896
F REDEVELOPMENT HOUSING FUND
1 Property Tax Increment 1,720,737 1,831,599 2,615,900 2,172,709 2,479,383 2,422,285
2 Interest Income 201,898 79,084 128,955 117,763 118,354 71,588
3 Miscellaneous Revenue 43,124 62,829
Total Redevelopment Housing Fund 1,965,759 1,910,683 2,807,684 2,290,472 2,597,737 2,493,873
G REDEVELOPMENT GENERAL FUND
1 Property Tax Increment 3,781,485 4,064,563 5,315,058 4,756,259 5,070,121 4,185,712
2 Interest Income 180,483 51,213 204,620 154,182 403,764 300,000
Total Redevelopment General Fund 3,961,968 4,115,776 5,519,678 4,910,441 5,473,885 4,485,712
Subtotal Redevelopment Agency Funds 5,927,727 6,026,459 8,327,362 7,200,913 8,071,622 6,979,585
H S. L. E. S. F. GRANT
1 S. L. E. S. F. Grant 169,234 168,500 153,398 153,000 151,555 150,000
2 Interest Income 37,001 10,000 14,971
Total S. L. E. S. F Grant 206,235 178,500 168,369 153,000 151,555 150,000
Total Special Revenue Funds 11,425,899 10,699,773 13,260,388 11,827,998 12,837,551 11,614,508
26
Revenue Estimates 2002/ 03 and 2003/ 04
2000- 01 2001- 02 2001- 02 2002- 03 2002- 03 2003- 04
ACTUAL BUDGET ACTUAL BUDGET ESTIMATED BUDGET
CAPITAL PROJECT FUNDS
A CAPITAL PROJECTS FUND
1 Utility Users Tax 7,368,062 6,600,000 6,924,217 7,725,000 7,000,000 7,070,000
2 Other Revenues 800,000 62,375 1,690,171
3 Interest Income 606,374 500,000 611,422
Total Capital Projects Fund 7,368,062 7,400,000 7,592,966 7,725,000 9,190,171 7,681,422
B TRANSPORTATION FUND
1 Measure ' A' Funds 1,348,191 1,309,718 1,118,635 1,144,000 1,045,000 1,065,900
2 Interest Income 144,799 20,000 96,595 100,000 60,000 25,000
Total Measure ' A' Funds 1,492,990 1,329,718 1,215,230 1,244,000 1,105,000 1,090,900
C PUBLIC FINANCE AUTHORITY CONSTRUCTION FUND
1 Series - B- Interest Income 8,234 3,570 1,000
Total Public Finance Auth. Const. Fund 8,234 3,570 1,000
D GID 1- 64 FACILITIES FEES FUND
1 Facility Fees 3,122,415 2,566,195
2 Interest Income 677,146 300,000 522,365 200,000 372,000 100,000
Total GID 1- 64 Facilities Fees Fund 3,799,561 300,000 3,088,560 200,000 372,000 100,000
E CONSTRUCTION GRANTS FUND
1 Transportation Grants 696,972 416,157 7,600,000
2 Other Grants 726,969 345,800 551,465 640,000 537,620 1,000,000
Total Construction Grants Fund 1,423,941 345,800 967,622 640,000 537,620 8,600,000
F TRAFFIC MITIGATION FEES FUND
1 Developer Contributions 411,633
2 Interest Income 220,729 160,000 166,812 160,000 160,757 134,800
Total Traffic Mitigation Fees Fund 220,729 160,000 578,445 160,000 160,757 134,800
G TRAFFIC IMPACT FEES FUND
1 Traffic Impact Fees 5,970,056 3,117,667 208,551 645,000 55,000 55,000
2 Interest Income 275,663 200,000 294,707 288,000 325,000 304,000
Total Traffic Impact Fees Fund 6,245,719 3,317,667 503,258 933,000 380,000 359,000
H ASSESSMENT DISTRICT BOND PROCEEDS AND INTEREST INCOME
1 Redwood Shores Traffic Improvement 8,592,127 212,095 90,000 5,600,000
2 Pacific Shores Traffic Improvement 21,000,000 350,762 20,000
Total Assessment District Fund 29,592,127 562,857 110,000 5,600,000
Total Capital Project Funds 50,151,363 12,853,185 14,512,508 10,902,000 11,856,548 23,566,122
27
Revenue Estimates 2002/ 03 and 2003/ 04
2000- 01 2001- 02 2001- 02 2002- 03 2002- 03 2003- 04
ACTUAL BUDGET ACTUAL BUDGET ESTIMATED BUDGET
DEBT SERVICE FUNDS
A GID 1- 64 FACILITIES BONDS
1 Assessments 1,367,210 1,395,641 1,362,692 1,397,834 1,397,834 1,390,775
2 Interest Income 16,983 7,500 6,991
Total GID 1- 64 Facilities Fund 1,384,193 1,403,141 1,369,683 1,397,834 1,397,834 1,390,775
B GID 1- 64 RECLAMATION BONDS
1 Assessments 660,802 688,498 677,546 676,210 676,210 670,110
2 Interest Income 22,757 12,000 13,806 10,000 10,000 10,000
Total GID 1- 64 Reclamation Fund 683,559 700,498 691,352 686,210 686,210 680,110
C PUBLIC FINANCE AUTHORITY
1 Rental Income 2,311,299 2,283,885 1,733,801 2,367,567 2,367,567 2,362,902
2 Interest Income 204,379 80,000 151,119 80,000 80,000 80,000
Total Public Finance Authority 2,515,678 2,363,885 1,884,920 2,447,567 2,447,567 2,442,902
D 1997 TAX ALLOCATION BONDS
1 Interest Income 96,183 100,000 95,297 100,000 100,000 100,000
E CITY HALL C. O. P. S.
1 Interest Income 63,303 33,500 52,565 33,500 33,500 33,500
F SEAPORT CONSOLIDATED ASSESMENT DISTRICT
1 Assessments 1,334,073 1,328,543 1,324,919 1,333,800 1,333,800 1,307,639
2 Interest Income 112,309 56,625 20,000
Total Seaport Cons. Assess. Dist. Fund 1,446,382 1,328,543 1,381,544 1,353,800 1,333,800 1,307,639
G PACIFIC SHORES ASSESSMENT DISTRICT
1 Assessments 2,082,521 2,082,521 2,083,397
2 Interest Income 2,244 121,871
Total Pacific Shores Assess. Dist. Fund 2,244 121,871 2,082,521 2,082,521 2,083,397
H REDWOOD SHORES TRANSPORTATION ASSESSMENT DISTRICT
1 Assessments 250,441 250,441 1,043,028
2 Interest Income 17,407
Total Pacific Shores Assess. Dist. Fund 17,407 250,441 250,441 1,043,028
Total Debt Service Funds 6,191,542 5,929,567 5,614,639 8,351,873 8,331,873 9,081,351
28
Revenue Estimates 2002/ 03 and 2003/ 04
2000- 01 2001- 02 2001- 02 2002- 03 2002- 03 2003- 04
ACTUAL BUDGET ACTUAL BUDGET ESTIMATED BUDGET
ENTERPRISE FUNDS
A PARKING
1 Property Tax 25,818 25,064 32,332 25,087 25,087 22,700
2 Parking Fees 507,082 493,930 470,197 487,182 474,474 483,964
3 Interest Income 25,686 21,617 25,588 28,179 24,508 22,714
Total Parking Fund 558,586 540,611 528,117 540,448 524,069 529,378
B WATER UTILITY
1 Interest Income 913,683 772,654 747,242 602,851 399,985 129,430
2 Facility Fees 475,699 317,840 267,446 300,000 250,000 260,000
3 Connection Fees 206,528 200,000 110,130 120,000 60,000 60,000
4 Basic Service Charges 4,478,267 4,450,467 4,623,136 4,823,054 4,804,380 5,350,946
5 Water Sales 8,940,994 8,768,188 8,891,209 8,768,188 8,300,000 10,685,812
6 Miscellaneous Revenues 85,656 35,000 92,035 45,000 65,000 62,108
7 Capital Grants/ Loans 5,000,000
Total Water Utility Fund 15,100,827 14,544,149 14,731,198 19,659,093 13,879,365 16,548,296
C SEWER UTILITY
1 Interest Income 217,527 176,933 194,754 154,341 114,230 26,394
2 Facility Fees 155,301 245,091 48,049 50,000 40,000 25,000
3 Sewer Connection Fees 23,800 24,000 17,800 45,000 22,500 11,500
4 Sewer Service Charges 8,727,331 7,917,369 8,850,588 8,255,825 8,255,825 7,924,000
5 Fair Oaks District 450,059 1,236,361 31,367 1,335,270 1,335,270 1,430,000
6 Emerald Lakes Area 3,050 202,000 313,847 218,160 218,160 320,000
7 Oak Knoll Area 62,797 36,000 21,171 38,880 38,880 44,000
8 Woodside Sewer Service 23,500 19,000 19,029 20,520 20,520 20,613
9 Miscellaneous Revenues 34,538 15,000 53,488 16,200 ( 149,800) 16,767
Total Sewer Utility Fund 9,697,903 9,871,754 9,550,093 10,134,196 9,895,585 9,818,274
Total Enterprise Funds 25,357,316 24,956,514 24,809,408 30,333,737 24,299,019 26,895,948
29
Revenue Estimates 2002/ 03 and 2003/ 04
2000- 01 2001- 02 2001- 02 2002- 03 2002- 03 2003- 04
ACTUAL BUDGET ACTUAL BUDGET ESTIMATED BUDGET
INTERNAL SERVICE FUNDS
A EQUIPMENT SEVICES FUND
1 Internal Service Charges 2,358,654 2,297,533 2,342,158 2,491,978 2,491,978 2,491,414
2 Interest Income 343,199 225,000 268,769 245,017 205,939 159,071
3 Miscellaneous 98,710 50,000 64,932 64,279 38,960 38,960
Total Equipment Services Fund 2,800,563 2,572,533 2,675,859 2,801,274 2,736,877 2,689,445
B INTERNAL SERVICES FUND
1 Facility Maintenance Services 1,119,945 1,143,451 1,146,211 1,411,841 1,411,841 1,400,266
2 Facility Custodial Services 1,050,745 1,089,800 1,093,853 1,179,959 1,179,959 1,153,564
3 Central Services 240,171 249,770 249,770 260,048 260,048 179,984
4 Information Technology ( IT) Services 950,951 947,946 949,596 1,076,260 1,076,260 1,088,271
5 IT Services - Other Agencies 451,221 453,223 434,331 414,630 414,630 447,184
6 Telephone Services 390,169 401,873 401,873 428,380 428,380 396,775
7 Communication Services 1,450,185 1,530,121 1,530,121 1,760,260 1,760,260 1,858,593
8 Fire Equipment Replacement 73,883 88,771 88,771 88,771 88,771 88,771
9 Gain ( loss) on sale of equipment ( 28,346) ( 3,937)
10 Interest Income 150,866 120,599 125,000 75,000 74,002
Total Internal Services Fund 5,849,790 5,904,955 6,011,188 6,745,149 6,695,149 6,687,410
C WORKERS' COMPENSATION INSURANCE FUND
1 Workers' Comp. Insurance Charges 785,256 793,407 794,166 972,669 972,669 977,995
2 Charges to Port 14,249 10,000 16,241 15,000 15,000 15,000
3 Interest Income 225,231 207,160 163,656 191,250 191,250 203,250
Total Worker's Compensation Ins. Fund 1,024,736 1,010,567 974,063 1,178,919 1,178,919 1,196,245
D GENERAL LIABILITY INSURANCE FUND
1 General Liability Insurance Charges 1,002,147 1,003,673 1,004,578 957,790 957,790 915,296
2 Insurance Pool Dividends 199,335 214,099
3 Interest Income 182,084 142,052 156,615 129,169 129,169 137,780
Total General Liability Insurance Fund 1,383,566 1,145,725 1,375,292 1,086,959 1,086,959 1,053,076
Total Internal Service Funds 11,058,655 10,633,780 11,036,402 11,812,301 11,697,904 11,626,176
TOTAL REVENUES ALL FUNDS 170,386,894 129,638,741 129,920,597 135,898,295 127,536,765 142,245,078
30
31
7.0 % Scenario
Date: May 15, 2003 Department: City Attorney
Program: Legal Services
Reductions will occur in Account Number Amount
150 61510 01 ( 1) $ 18,450 4.5%
150 61510 01 ( 2) $ 21,663 2%
150 61510 61 ( 3) $ 24,561
Amount of Reduction: $ 64,674 by June 30, 2004
Description of Proposal
1. 5% of city attorney and assistant city attorney time charged to capital improvement program ( CIP)
budget.
During the next fiscal year, it is anticipated that the City Attorney’s Office will be engaged in
providing legal services to identified capital improvement projects. To date, costs of legal services
provided to capital improvement projects have been charged to the City’s general fund. Consistent
with other departments, services of a specialized nature provided to capital projects are charged to
the CIP and not the general fund. This proposal will conform with the practices of the City Attorney’s
Office to other departments of the City.
2. 25% of legal administrator time allocated to Redevelopment Division, Community Development
Department budget.
During the current fiscal year, the City Attorney’s Office has been providing administrative support
services to the Community Development Department, and Redevelopment in particular. Costs of
said services have not been charged to the Community Development Department budget. For the
ensuing fiscal year, 25% of the legal administrator’s time will be devoted to administrative support
services for the Community Development Department.
3. Approximately 18.9% of outside legal services allocation to be reduced.
In 2001, the City Council determined to establish an internal City Attorney’s Office initially comprised
of three attorneys, a paralegal, and a legal secretary. It was anticipated that some basic legal
services would be contracted to outside counsel. For FY02/ 03, funds were allocated to create a
baseline allocation. To date, the City Attorney’s Office has not fully expended those allocated dollars
and elects to reduce said amount by 18.9%.
Service Level Impact – What specifically will happen or not happen if this reduction is
made?
1. 5% allocation to CIP - Legal costs will be appropriately charged to CIP projects.
2. 25% of legal administrator’s time - In order to accommodate this proposal, some assignments
necessarily performed by the legal administrator will be assigned to the administrative clerk of the
City Attorney’s Department. Duties of the administrative clerk shall be re- prioritized to reasonably
extend completion time of non- priority tasks.
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3. Approximately 18.9% of outside legal services allocation to be reduced – The dollar value of said
reduction equates to approximately 20% of an assistant city attorney. A reduction of this magnitude
will result in extending response times of requests for legal services. In addition, it is unlikely that
the part- time legal services currently being provided on a shared cost basis with a private law firm
can be maintained.
How does this reduction affect the City Council’s goals and priorities?
1. 5% allocation to CIP - Reduces general fund liability for CIP projects.
2. 25% of legal administrator’s time - By shifting a percentage of administrative support services to
Community Development, greater emphasis is being placed on timely completion of administrative
tasks that further Council’s Community Development goals and priorities.
3. Approximately 18.9% of outside legal services allocation – This reduction will not affect specific and
identifiable council goals and priorities. However, response time for requests for other legal services
will necessarily be extended.
Will this proposed reduction impact mandated activities? If so, please describe
consequences of not complying with mandate.
N/ A
33
7.0% Scenario
Date: April 25, 2003 Department: City Clerk
Programs: Legislative Services/
Records Management
Elections
City Council
Reductions will occur in Account Number Amount
150.61310.12 Casual Labor $ 1,937.00
150.61310.15 Overtime $ 10,000.00 4.5% ($ 5,000)
150.61310.34 Office Expense $ 1,000.00
150.61310.40 Operational Supplies/ Expense $ 4,000.00 4.5%
150.61310.50 Professional Services $ 13,000.00 2% ($ 11,012)
4.5% ($ 10,777)
150.61310.55 Training Expense $ 500.00
150.61310.57 Conferences $ 1,200.00
150.61310.95 Furniture and Equipment $ 5,000.00 4.5%
150.61320.15 Overtime $ 905.00
150.61330.40 Operational Supplies/ Expense $ 1,000.00
Amount of Reduction: $ 38,542.00 by June 30, 2004
Description of Proposal:
Reductions are from various accounts with the bulk coming out of overtime and professional services.
Because the Clerk Department has no programs that can be eliminated, it is only possible to reduce in
several areas in order to meet this goal.
Service Level Impact – What specifically will happen or not happen if this reduction is
made?
The overtime reduction places the department at risk for accomplishing any activities that are not
mandated. Overtime reduction will also come out of the elections account that covers extra time
necessary during the election. No overtime budget equates to flexing staff work hours to accommodate
after hours support and lowers the regular day staffing levels. In this very small department, overtime
hours are needed to cover impacts of staff vacations, illnesses, and any extra needs or activities that
demand time beyond regular work hours. Casual hours are used to support these same mandated
activities.
The reduction to furniture and equipment nearly depletes the account and could eliminate the upgrade
of office equipment such as the copier and computer upgrades with negative impacts such as delays,
downtime or error.
The professional services account is being decreased in anticipation that the video technician costs will
be lower due to the permanent equipment in the council chamber, but the exact costs are not certain.
Professional services account reduction also includes elimination of approximately half the cost of the
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34
printing and distribution of the 2004 Roster document. This is a service that the community, staff, and
council are accustomed to receiving on an annual basis.
The council account is being reduced with the potential of impacting closed session meal service.
Much of our actual work is accomplished with the use of volunteer assistance and if our staffing level
and other accounts are affected to this degree there is a high potential for error or delay in
accomplishing mandated activities.
How does this reduction affect the City Council’s goals and priorities?
This budget reduction could affect the priority of “ Doing Business Effectively/ Efficiently”. As most
activities are legally mandated, reduction in staff support hours, equipment, supplies and updates on
new law could have serious legal impacts.
Will this proposed reduction impact mandated activities? If so, please describe
consequences of not complying with mandate.
The Clerk Department work is mostly composed of mandated activities. Casual hours are used to support
those activities so that permanent staff can accurately and timely attend to the preparation for and
records of the City Council action. Processing and recordation of documents, filing of FPPC forms,
election and records management are not optional.
35
7.0% Scenario
Date: April 23, 2003 Department: City Council
Program: Legislative/ Policy Determination
Reductions will occur in Account Number Amount
150- 61110- 40 $ 4,015
Amount of Reduction: $ 4,015 by June 30, 2004
Description of Proposal
Reduction in budget for the Mayor’s annual holiday recognition celebration for the boards, committees
and commissions. Currently budgeted at $ 10,000.
Service Level Impact – What specifically will happen or not happen if this reduction is
made?
The type of celebration will be scaled back significantly. Will not serve dinner at the celebration.
How does this reduction affect the City Council’s goals and priorities?
Reduction does not affect council’s goals and priorities.
Will this proposed reduction impact mandated activities? If so, please describe
consequences of not complying with mandate.
No.
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7.0% Scenario
Date: April 23, 2003 Department: City Council
Program: Legislative/ Policy Determination
Reductions will occur in Account Number Amount
150- 61110- 40 $ 2,000
Amount of Reduction: $ 2,000 by June 30, 2004
Description of Proposal
Reduction in budget allocated to Redwood City International, which is our sister city organization.
Currently budgeted at $ 6,000.
Service Level Impact – What specifically will happen or not happen if this reduction is
made?
The reduction will significantly impact services and programs that Redwood City International can offer
to the community and to our sister cities. Reduction will limit the educational, cultural and business
exchanges of ideas and information that this program offers.
How does this reduction affect the City Council’s goals and priorities?
Reduction does not affect council’s goals and priorities.
Will this proposed reduction impact mandated activities? If so, please describe
consequences of not complying with mandate.
No.
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7.0% Scenario
Date: April 23, 2003 Department: City Council
Program: Legislative/ Policy Determination
Reductions will occur in Account Number Amount
150- 61110- 50 $ 2,500
Amount of Reduction: $ 2,500 by June 30, 2004
Description of Proposal
Reduction in budget for facilitation services for the City Council’s priority setting sessions, council
appointees, and other council study sessions. Currently budgeted at $ 6,000.
Service Level Impact – What specifically will happen or not happen if this reduction is
made?
The reduction will directly impact the City Council’s priority setting sessions and other study sessions
when an outside facilitator has been used, which has proven to improve the quality and effectiveness of
these important study sessions.
How does this reduction affect the City Council’s goals and priorities?
This reduction will impact council’s priority of “ Doing Business Effectively and Efficiently”. It will also
impact the setting and carrying out of all of the priorities in general.
Will this proposed reduction impact mandated activities? If so, please describe
consequences of not complying with mandate.
No.
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38
7.0% Scenario
Date: April 23, 2003 Department: City Council
Program: Legislative/ Policy Determination
Reductions will occur in Account Number Amount
150- 61110- 57 $ 3,000
Amount of Reduction: $ 3,000 by June 30, 2004
Description of Proposal
Reduction in budget for conferences that the City Council can attend. Currently budgeted at $ 10,500.
Service Level Impact – What specifically will happen or not happen if this reduction is
made?
The reduction will significantly limit the number of conferences the City Council is able to attend
throughout the year.
How does this reduction affect the City Council’s goals and priorities?
The reduction does not affect council’s goals or priorities.
Will this proposed reduction impact mandated activities? If so, please describe
consequences of not complying with mandate.
No.
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7.0% Scenario
Date: April 23, 2003 Department: City Council
Program: Legislative/ Policy Determination
Reductions will occur in Account Number Amount
150- 61110- 59 $ 1,300
Amount of Reduction: $ 1,300 by June 30, 2004
Description of Proposal
Reduction of miscellaneous services budget. Currently budgeted at $ 3,800.
Service Level Impact – What specifically will happen or not happen if this reduction is
made?
The reduction will significantly limit council’s ability to support unique and unexpected projects. There
will be no one time funding available to support special and interesting one- time requests that council
can support.
How does this reduction affect the City Council’s goals and priorities?
The reduction does not affect council’s goals or priorities.
Will this proposed reduction impact mandated activities? If so, please describe
consequences of not complying with mandate.
No.
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7.0% Scenario
Date: April 24, 2003 Department: City Manager
Program: Management/ Policy Execution
Reductions will occur in Account Number Amount
1. 150- 61210- 01 City Manager’s Salary $ 10,715 ( 2.0% scenario)
2. 150- 61210- 12 Facility Aide $ 9,094
3. 150- 61210- 50 Professional Services $ 2,200
4. 150- 61210- 55 Training $ 1,500
5. 150- 61210- 56 Membership/ Meetings $ 1,000
6. 150- 61220- 59 Neighborhood Grants Program Outreach $ 844
Amount of Reduction: $ 25,353 by June 30, 2004
Description of Proposal:
1. Shift 5% of City Manager’s salary to the capital improvement program ( CIP) budget.
2. Reduce casual facility aide position.
3. Reduce the amount allocated for professional services, specifically for the use of consultants for
department head related projects.
4. Reduce training budget.
5. Reduce budget for membership and meetings.
6. Reduce neighborhood grants program outreach budget.
Service Level Impact – What specifically will happen or not happen if this reduction is
made?
1. Service level will not be impacted as the city manager has been allocating his time to the CIP as part
of his responsibilities. The shift more accurately reflects the accurate time allocation.
2. Casual facility aide position was budgeted to assist all of City Hall. Unlike other City facilities, there is
no facility staff at City Hall. Without the facility aide position, other staff will be pulled away from
their other responsibilities to set up a room for a meeting, load and unload equipment, and transport
equipment and materials to and from City Hall and other buildings. This will impact the work load of
other positions in City Hall.
3. Reduction will limit the ability to use consultants to carry out citywide projects that are spearheaded
by the department head team.
4. Reduction will limit the ability of the city manager to attend certain meetings/ functions where there
is an associated cost. These meetings are often with other governmental agencies and associations.
5. Reduction will limit the ability of the city manager to attend certain meetings/ functions where there
is an associated cost. These meetings are often with other governmental agencies and associations.
6. Reduction will limit the amount of outreach for the neighborhood grants program, possibly not
reaching all individuals or communities who could benefit from the program.
How does this reduction affect the City Council’s goals and priorities?
This reduction will have an impact on council’s priority of “ Doing Business Effectively and Efficiently.”
The responsibilities of the facility aide will be performed by several in the organization taking them away
from their “ regular” responsibilities. This priority will also be impacted as the use of consultants for
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42
department head projects will be limited. In the past, the consultants have been used to i mplant
citywide projects that allow the organization to conduct business more effectively and efficiently.
Will this proposed reduction impact mandated activities? If so, please describe
consequences of not complying with mandate.
No.
43
7.0 % Scenario
Date: April 24, 2003 Department: City Manager
Program: Community Promotions
Reductions will occur in Account Number Amount
The following will occur in 150- 61220- 50:
Chamber of Commerce $ 11,475 ( currently @$ 38,250)
Joint Ventures Silicon Valley $ 7,500 ( currently @ $ 7,500) ( 4.5% scenario)
Peninsula Celebration Association $ 5,000 ( currently @ $ 10,000)
Peninsula Conflict Resolution Center $ 6,825 ( currently @ $ 27,300)
Peninsula Policy Partnership ( P3) $ 4,000 ( currently @ $ 15,000)
Redwood City 2020 $ 3,750 ( currently @ $ 25,000) ( 4.5% scenario)
Redwood City Family Centers $ 10,000 ( currently @ $ 100,000) ( 4.5% scenario)
Total $ 48,550
Amount of Reduction: $ 48,550 by June 30, 2004
Description of Proposal
Reduce the amount of several contracts the City has with several community groups providing services
and programs to the Redwood City community. Currently budgeted at $ 246,308.
Service Level Impact – What specifically will happen or not happen if this reduction is
made?
Reduction will have a wide and varied impact on the community, from services to low income children
and conflict resolution services for the community to economic development programs and the 4th of
July celebration.
How does this reduction affect the City Council’s goals and priorities?
Yes, overarching guideline of “ Quality of Life.” Also impacts “ Youth and Education,” “ Transportation and
Traffic,” “ Housing,” “ Doing Business Effectively and Efficiently,” and “ Cultural Activities” all to a varied
degree depending on the various contracts.
Will this proposed reduction impact mandated activities? If so, please describe
consequences of not complying with mandate.
No.
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7.0% Scenario
Date: __ 4/ 18/ 03_________________ Department: Community Development
Program: Building Inspection
Code Enforcement
Engineering
Reductions will occur in Account Number Amount
150- 63110- 13 $ 92,225 ( 2% scenario)
150- 63110- 40 $ 4,000 ( 2% scenario)
150- 63110- 13 $ 40,742 ( 4.5% scenario)
150- 63310- 01 $ 69,772 ( 4.5% scenario)
150- 65121- 13 $ 73,130 ( 4.5% scenario)
150- 65121- 01 $ 96,317 ( 7% scenario)
Amount of Reduction: $ 376,186 by June 30, 2004
Description of Proposal:
2% Scenario:
Eliminate contract building inspector - $ 92,225
Reduce microfilm expenses - $ 4,000
4.5% Scenario ( includes 2% reduction items):
Reduce contract plan checker by 0.40 FTE - $ 40,742
Eliminate 1.0 FTE community service officer ( Code Enforcement) - $ 69,772
Eliminate 0.40 FTE contract traffic engineer - $ 73,130
7% Scenario ( includes 2% and 4.5% reduction items):
Eliminate 1.0 FTE assistant engineer II.
Service Level Impact – What specifically will happen or not happen if this reduction is
made?
2% Scenario:
Building Inspection: No impact due to the downturn in construction activity; significant impact if the
construction economy were to rebound. Project specifications will no longer be microfilmed ( provided as
a service for our customers, not as a mandate).
4.5% Scenario:
Building Inspection: Structural review of building permit plans will be postponed for two days.
Code Enforcement: Minor nuisance complaints ( weeds, animals, fences, signs) will not be processed,
removal and disposal of abandoned vehicles will be handled by the Police Department and will take
longer.
Engineering: Investigation and response to traffic complaints will be delayed and handled as time
permits. Dangerous traffic conditions ( verified by traffic accident or other objective data) will still be
handled quickl
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7% Scenario:
Most of the traffic studies and investigations based on complaints will not be done unless there is an
obvious dangerous situation. Neighborhood traffic calming requests may require hiring an outside
consultant to prepare the necessary studies and meet with neighborhood groups.
How does this reduction affect the City Council’s goals and priorities?
Minor effect on aesthetics ( code enforcement), transportation and traffic, and doing business effectively
and efficiently ( increase plan review permit processing time).
Will this proposed reduction impact mandated activities? If so, please describe
consequences of not complying with mandate.
No.
47
DEPARTMENT: Community Development Services
PROGRAM: Planning and Redevelopment
SUBPROGRAM: Community Development Block Grant ( CDBG) and
HOME Investment Partnership Program
2000/ 01 2001/ 02 2002/ 03 2003/ 04
SOURCES OF FUNDS ($) ($) ($) ($)
Entitlement Grant 946,000 979,000 957,000 910,000
Estimated Housing Rehabilitation ( Single Family) Income 200,000 200,000 265,000 300,000
Estimated RRP Program Income 35,000 60,000 35,000 50,000
HOME Investment Partnership Grant 399,000 443,000 442,000 462,873
Total Estimated Funds 1,580,000 1,682,000 1,699,000 1,722,873
USES OF FUNDS ($) ($) ($) ($)
General Administration 150,885 154,800 157,050 129,500
Home Improvement Program Support 100,000 100,000 100,000 50,000
Funding to Subrecipients 352,515 724,200 699,950 630,500
HOME Investment Partnership Program Expenditures 399,000 443,000 442,000 462,873
Capital Projects 342,600 100,000
Total 1,345,000 1,422,000 1,399,000 1,372,873
Home Improvement Program Support 62,670 66,209 77,044 132,023
Amount available for loans 172,330 193,791 222,956 217,977
Total Use Of Funds 1,580,000 1,682,000 1,699,000 1,722,873
48
Community Development Block Grant ( CDBG)
FY 2003/ 2004
Annual Action Plan
258- 66310 Administration and Program Support Amount ($)
Housing and Redevelopment - General Administration 129,500
Fair Housing Counseling - Mid- Peninsula Citizens for Fair Housing 35,000
Total Administration Program Support 164,500
Miscellaneous Funding for Non- Profit Organizations – Object 59
Adult and Family Wing - Clara Mateo Emergency Shelter 15,000
AIDS Case Management Program - Ellipse Peninsula AIDS Services 7,500
Caminor Kitchen Renovation - Caminor, Inc. 55,457
Casa de Redwood Air Conditioning Project - Casa de Redwood Foundation, Inc. 35,296
Children’s Center Affordable Childcare Program - Kidango Children’s Center 5,000
Computer Learning Center Installation - Heron Court Cooperative 30,000
Elsa Segovia Center - Clara Mateo Emergency Shelter 7,000
Family Service Agency Senior Case Management/ Outreach
Family Service Agency of San Mateo County 12,000
First Stop Program - Legal Aid Society of San Mateo County 25,000
Greer Gardens Job Creation Program - Greer Gardens 45,168
Home Improvement Program Support - City of Redwood City 50,000
Home Sharing Help and Information Program - Human Investment Project, Inc. 18,000
Homeless Prevention and Eviction Defense Project - La Raza Centro Legal, Inc. 25,000
Hope House I Fire Safety Project - Service League of San Mateo County 50,000
Hope House III Fire Safety Project - Service League of San Mateo County 20,000
Housing Accessibility Modification Program - Center for the Independence of the Disabled30,000
Maple Street Shelter - Shelter Network of San Mateo County 15,000
Micro business Enterprise Technical Assistance - Canada College Small Business Center103,079
49
Community Development Block Grant ( CDBG)
Neighborhood Network Center - Heron Court Cooperative, Inc. 6,000
Ombudsman Program of San Mateo County - Ombudsman Program 7,000
Operation Brown Bag - Second Harvest Food Bank 5,000
Playground Safety Project - Redwood Parents Nursery School 20,000
Redwood Family House - Shelter Network of San Mateo County 10,000
Rosenor House Adult Day Support Services –
Peninsula Volunteers Adult Day Care Support 10,000
Samaritan House Safe Harbor Shelter - Samaritan House 7,000
San Carlos Adult Day Program for Elderly and Disabled
Catholic Charities of the Archdiocese of San Francisco 5,000
Spring Street Shelter - Mental Health Association of San Mateo County 12,000
Youth and Family Assistance - Daybreak Shelter for Homeless Youth 15,000
Total Miscellaneous Funding for
Non- Profit Organizations Object 59 645,500
Capital Improvements Object 93
PAL Youth Activities League - Redwood City Police Activities League 100,000
Total Capital Improvements Object 93 100,000
Total Community Development Block Grant 910,000
HOME Investment Partnership Funds
FY 2003/ 2004
Annual Action Plan
HOME Funds Amount ($)
HOME Administration 46,287
CHDO Setaside 69,431
Landbanking Program - City of Redwood City 200,155
Kainos Triplex Renovation - Kainos Home & Training Center 147,000
Total HOME Investment Partnership Fund 462,873
GRAND TOTAL 1,372,873
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7.0% Scenario
Date: April 24, 2003 Department: Finance
Program: Administrative Support Services
Reductions will occur in Account Number Amount
150- 61750- 50 ( Reduction in Audit Fee) $ 15,481 ( 2% scenario)
150- 61750- 19 ( Exec. Bonus Program) $ 25,000 ( 4.5% scenario)
150- 61750- 59 ( Animal Control) $ 54,000 ( 4.5% scenario)
150- 61710- 50 ( Peninsula TV) $ 2,900
150- 61710- 58 ( LAFCO) $ 1,200
150- 61710- 58 ( Property Tax Admin) $ 14,000
150- 61710- 50 ( Sales Tax Audit Fee) $ 28,000
Amount of Reduction: $ 140,581 by June 30, 2004
Description of Proposal
New audit contract derived from request for proposal process has resulted in lower audit fees.
Freeze executive bonus program.
Current estimate for FY03/ 04 animal control received from the County is less than what was anticipated
when the budget was prepared in March 2002.
Estimates have been revised for LAFCO, animal control, and Peninsula TV along with anticipated
decrease in County property tax administration fee.
Reduction in sales tax audit program, with corresponding decrease in revenues.
Service Level Impact – What specifically will happen or not happen if this reduction is
made?
Reduction in sales tax audit may impact ability to capture non- reported or misreported sales tax
generators.
How does this reduction affect the City Council’s goals and priorities?
No Impact.
Will this proposed reduction impact mandated activities? If so, please describe
consequences of not complying with mandate.
No.
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7.0% Scenario
Date: April 24, 2003 Department: Finance
Program: Financial Services
Reductions will occur in Account Number Amount
150- 34825- 00- 1301 ( Increased Revenues) $ 24,960 ( 2% scenario)
150- 33601 ( Reduce Debit Card Fees) $ 5,653 ( 4.5% scenario)
150- 61430- 01 ( 19) ( Acct. Tech VTO) $ 11,766 ( 4.5% scenario)
150- 61430- 50 ( Delete Cal Svcs. Tax ID Program) $ 2,000 ( 4.5% scenario)
150- 61430- 12 ( Sr. Accountant Casual Hours) $ 7,183 ( 7% scenario)
150- 61430- 34 ( Budget and CAFR printing) $ 6,000 ( 7% scenario)
150- 61430- 57 ( Reduce Conference Budget) $ 1,000 ( 7% scenario)
150- 61430- 50 ( Preparation of Controller & Str. Rep) $ 7,351 ( 7% scenario)
Amount of Reduction: $ 65,913 by June 30, 2004
Description of Proposal
Sell eight hours per week of senior accountant time to City of Half Moon Bay. Implementation of new
debit card system, payroll accounting technician voluntary time off ( VTO) of 20%. Delete Cal Services
Tax ID program. Delete 63% senior accountant casual hours. Print budget and Comprehensive Annual
Financial Report ( CAFR) in- house. Reduce conference budget. Prepare state controller’s and gas tax
street report in- house ( previously prepared by City’s auditors).
Service Level Impact – What specifically will happen or not happen if this reduction is
made?
Sale of senior accountant hours to City of Half Moon Bay will result in delayed responses to departments
requesting information and less review of transactions before they are processed, resulting in poorer
quality financial information being recorded and published. ( Included in 2% and 4.5% scenarios)
Implementation of new debit card system to be administered by Financial Services staff requiring
additional hours to coordinate, thereby impacting response time by administrative assistant. ( Included in
4.5% scenario)
In addition to delayed responses to payroll questions and reduced quality control, VTO for the payroll
accounting technician will result in a reduction in completion of special projects, possible delay in
dismissal checks ( if after 3: 00), delay in Parks, Recreation and Community Services’ deposit account
reconciliation, delay in cross- training, delay in personnel action forms, salary changes, and retro pay
processing. ( Included in 4.5% scenario)
Elimination of the tax ID program will result in no receipt of information on income tax paying
businesses located in Redwood City that may not be paying business licenses. ( Included in 4.5%
scenario)
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Deletion of senior accountant casual hours will result in us not being able to backfill the accounts
payable clerk position while she is on extended leave due to her medical condition. This will result in the
division being 1.4 FTE’s understaffed ( 16% of staff) and will create significant problems.
Printing of budget and CAFR in- house may delay response by administrative assistant to other duties
along with a reduction in the number of copies available to interested parties.
The proposed reduction in one- half of the conference budget will reduce the training opportunities
provided by organizations such as California Society of Municipal Finance Officers and League of
California Cities.
In- house preparation of the mandated state controller’s and gas tax street reports will cause a delay in
responding to City departments, completing special projects and other non- mandated activities.
How does this reduction affect the City Council’s goals and priorities?
No effect.
Will this proposed reduction impact mandated activities? If so, please describe
consequences of not complying with mandate.
As most of the Finance Department’s responsibilities are mandated, these reductions may result in these
responsibilities being performed less accurately.
54
7.0% Scenario
Date: April 24, 2003 Department: Finance
Program: Information Technology ( IT)
Reductions will occur in Account Number Amount
780- 67110- 15 ( 19) Data Budget $ 29,000 Included in 4.5% reduction
780- 67110- 40 Data Budget $ 7,000 Included in 4.5% reduction
780- 67110- 41 Data Budget $ 2,500 Included in 2% & 4.5% reduction
780- 67110- 50 Data Budget $ 8,000 Included in 2% & 4.5% reduction
780- 67110- 55 Data Budget $ 8,500 Included in 4.5% reduction
780- 67110- 57 Data Budget $ 1,500
780- 67110- 95 Data Budget $ 1,348 Included in 4.5% reduction
780- 67211- 15 ( 19) Voice Budget $ 1,000
780- 67211- 35 Voice Budget $ 36,459 Included in 2% & 4.5% reduction
780- 67211- 41 Voice Budget $ 2,000 Included in 4.5% reduction
780- 67211- 50 Voice Budget $ 2,000 Included in 2% & 4.5% reduction
780- 67211- 95 Voice Budget $ 3,000 Included in 4.5% reduction
Amount of Reduction: $ 102,307 by June 30, 2004
Description of Proposal
The following decreases will need to occur in the data budget to achieve the 7% reduction: 1) overtime
53% ($ 29,000), 2) operating supplies and expenses 19% ($ 7,000), 3) repair and maintenance supplies
and expenses 9% ($ 2,500), 4) professional services 32% ($ 8,000), 5) training expenses 71% ($ 8,500),
6) conferences 60% ($ 1,500), and 7) furniture and equipment 100% ($ 1,348).
The following cuts will need to occur in the voice budget to achieve the 7% reduction: 1) overtime 47%
($ 1,000), 2) communication and supplies and service 23% ($ 36,459), 3) repair and maintenance
supplies and expenses 5% ($ 2,000), 4) professional services 40% ($ 2,000), and 5) furniture and
equipment 100% ($ 3,000).
Service Level Impact – What specifically will happen or not happen if this reduction is
made?
Data Budget ( 67110):
1) A new IT overtime policy will be developed limiting overtime to mission critical applications only.
Computer maintenance may occur during normal working hours or during lunch break instead of off-peak
time; or, staff hours may need to be adjusted to accommodate the off- peak computer
maintenance. More downtime for the users, less innovation, slower response time or no response to
system problems ( such as W- 2 errors discovered this year), longer time required to implement
memorandum of understanding changes. We may need to live with system and programming errors
for longer period of time. Included in the 4.5% budget reduction proposal plus an additional
reduction of approximately $ 24,000.
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2) The operating supplies and expenses will be reduced by limiting the purchasing of IT- related
software, which will cause IT to use our labor less efficiently. Included in the 4.5% budget reduction
proposal.
3) The repair and maintenance supplies and expenses object costs savings will occur by moving the
financial system from the HP UNIX operating system to Microsoft Window 2000 operating system,
which is the City’s de facto standard. The result of the migration will eliminate the annual UNIX
hardware maintenance support contract. Included in both the 2% and 4.5% budget reduction
proposal.
4) IT division will be replacing the technical research firm of the Gartner Group with Public Technology,
Incorporated ( PTI). PTI is the research arm of International City Managers' Association ( ICMA). The
City participates in the ICMA annual performance measures. Included in both the 2% and 4.5%
budget reduction proposal.
5) The division will reduce training by investing in a library of technical manuals that can be shared
among the staff. Training will only be offered for mission critical applications. Reduction in the
training will result in less innovation, and may impair our ability to maintain and troubleshoot system
problems. Included in the 4.5% budget reduction proposal plus an additional reduction of
approximately $ 4,000.
6) The IT division will only attend bay area conferences; no overnight stays. The reduction in the
conferences will result in less innovation.
7) Postpone the purchase of a new PC until funding can be restored. The staff will use older, slower
equipment and in the event of a failure we will be forced to find money elsewhere ( included in the
4.5% budget reduction proposal).
Voice Budget ( 67211):
1) A new IT overtime policy will be developed limiting overtime to mission critical applications only.
Computer maintenance may occur during normal working hours or during lunch break instead of off
peak time; or, staff hours may need to be adjusted to accommodate the off- peak computer
maintenance. The reduction will cause more downtime for the users, less innovation and slower
response time.
2) IT division has achieved the reduction in phone charges through many initiatives ( removing modem
lines, standardizing long- distance carriers, etc.). Also, IT is projecting additional savings from the
new phone system. The new phone system will combine the voice and data communications over
the RCN and/ or City- owned fiber infrastructure, thus reducing the costs of data and voice
communications. The new phone system will also introduce new features which will vastly improve
the City’s telecommunication. Included in both the 2% and 4.5% budget reduction proposal.
3) IT is projecting a cost savings with the implementation of the new phone system for the repair and
maintenance supplies and expenses object. Included in the 4.5% budget reduction proposal.
4) IT division will be replacing the technical research firm of the Gartner Group with Public Technology,
Incorporated ( PTI). PTI is the research arm of International City Managers' Association ( ICMA). The
City participates in the ICMA annual performance measures. Included in the 4.5% budget reduction
proposal.
5) The capital improvement program will supply the equipment needed for the new phone system for
the FY03/ 04. The funding will need to be restored in the FY04/ 05 budget. Included in the 4.5%
budget reduction proposal.
How does this reduction affect the City Council’s goals and priorities?
We will operate less efficiently and very likely with system and programming errors remaining for longer
durations of time.
Will this proposed reduction impact mandated activities? If so, please describe
consequences of not complying with mandate.
If the overtime budget is reduced errors in mandated activities such as payroll and general accounting
will take longer to be corrected if overtime is reduced. The City organization may need to live with
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system and programming errors for longer duration of time. Implementing changes such as
memorandum of understanding, user requests, projects, upgrade, equipment installation, etc. will take
longer and IT will have less time to review our work product before it is delivered to the end- user. City
department have not requested any reduction in service level.
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7.0% Scenario
Date: April 24, 2003 Department: Finance
Program: General Liability Risk Management
Reductions will occur in Account Number Amount
741- 39001 $ 43,365
Amount of Reduction: $ 43,365 by June 30, 2004
Description of Proposal
Reduce charges ( Object 76) to general fund and general fund- supported departments by 7% in
FY03/ 04.
Service Level Impact – What specifically will happen or not happen if this reduction is
made?
None immediately. Eventually, if expenditures exceed self - insurance fund revenues, the reserve funding
confidence level will decrease. The overwhelming majority of the expenditures in this program are
driven by the City loss experience and costs of insurance premiums. Reducing the appropriations will
not result in decreased expenditures. Expenditures are a function of the number and types of claims
and lawsuits filed against the City. Presently, reserves are set at the 95% confidence level, which is
fairly conservative. We are in the process of having a new actuarial study performed which may result in
a change in the recommended level of our reserves.
How does this reduction affect the City Council’s goals and priorities?
No effect.
Will this proposed reduction impact mandated activities? If so, please describe
consequences of not complying with mandate.
No.
BUDGET REDUCTION
Proposal Form for 2003/ 04
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4.5% Scenario
Date: April 18, 2003 Department: Fire
Program: Operations
Reductions will occur in Account Number Amount
1. 2% Reduction $ 246,766
2. 150- 62220- 01 & 15 Productive Work Time $ 302,260
Amount of Reduction: $ 549,026 by June 30, 2004
Description of Proposal
1. Refer to the 2% reduction document.
2. Freeze three firefighter positions and implement a cap on daily overtime expenditures.
Service Level Impact – What specifically will happen or not happen if this reduction is
made?
See attached budget reduction 2.0 and 4.5% proposals.
How does this reduction affect the City Council’s goals and priorities?
During closure of an engine company, activities such as residential fire inspections, public education, and
day- to- day dealing with the public will be compromised.
Will this proposed reduction impact mandated activities? If so, please describe
consequences of not complying with mandate.
Response times to emergencies will increase, potentially not meeting the San Mateo County’s mandate
of “ on scene” time of six minutes, 59 seconds causing greater fire losses and increasing the risk of injury
and fatality. We may also incur fines for not meeting the County’s response time mandate.
BUDGET REDUCTION
Proposal Form for 2003/ 04
60
Redwood City Fire Department
Budget Reduction Proposal
FY 2003/ 04
4.5% Scenario
Service Level Impact
1. Refer to the budget reduction 2.0% proposal.
2. Reduce available staffing by one firefighter per shift. Maximum staffing on fire truck 9 will
drop from five personnel to four. Vacancy relief without utilizing overtime will be eliminated.
Overtime spending will accelerate because of the three frozen firefighter positions.
Capping overtime at three positions per day insures the Fire Department will remain within
the overtime budget for the fiscal year. On days when more than three firefighters are off
duty, one engine company will be placed out- of- service. The truck company will continue to
respond to medical emergencies which represent approximately 70% of all emergency
responses.
The Fire Department Staff will closely monitor the Overtime Budget in an effort to minimize
the number of times an Engine Company will need to be placed out- of- service. We
anticipate that an engine company will be out of service approximately 60 days during the
fiscal year.
One engine company out- of- service will cause unknown delays in responses to some areas
of the city depending on the location of the responding unit. An out- of- service engine
company could also cause a delay in getting the appropriate number of firefighters to the
scene of a structure fire. An out- of- service company may affect automatic aid agreements,
and may cause neighboring fire jurisdictions to respond into Redwood City leaving their
jurisdictions uncovered. This situation will be compounded if other jurisdictions place engine
companies out- of- service due to fiscal constraints and Redwood City must respond to other
jurisdictions on a more frequent basis.
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Redwood City Fire Department
Budget Reduction Proposal
FY 2003/ 04
2.0% Scenario
Service Level Impact
1. Administration- Overtime: There will be no work performed outside normal working hours.
Incomplete urgent administrative support work will be postponed to the following work
day.
2. Administration- Transportation: Out- of- town travel and associated expenses for meetings,
conferences, and training for administrative staff will be reduced by half, resulting in less
attendance to out- of- town conferences and seminars.
3. Administration- Operating Supplies and Expenses: Petty cash expenses, supplies for
subscriptions, employee recognition, promotions, kitchen and conference room supplies,
and various day- to- day expenses for the department will be reduced or eliminated.
4. Administration- Professional Services: New software upgrades and associated
professional work will be limited to emergency needs only. Outside consultant assistance
for the SunPro program will be limited to problems outside the capabilities of Fire and
Information Technology ( IT) personnel. Funds budgeted for recruitment will be reduced.
5. Administration- Training: All outside training for the administrative support staff,
administrative chief and fire chief will be eliminated. Professional job skill enhancement
will have to be done “ in- house” or not done at all, for this fiscal year.
6. Administration- Conferences: There will be no attendance to conferences, such as The
Western Fire Chiefs’ Conference, International Fire Chief’s Conference, League of
California Cities, or the Uniform Code conferences. The benefits of information and
knowledge obtained from such conferences will be postponed.
7. Administration- Non Capital Assets: Replacement of older department computers in all
fire stations will be extended. There will be approximately one- third less computers
replaced in FY03/ 04. Older computers will require more IT support and potentially more
downtime.
8. Operations- Operating Supplies and Expenses: Life span of personal protective
equipment will need to be extended. This includes structure fire protective clothing, wild
land fire protective clothing, and safety boots. In addition, there will be a reduction in
hazardous material absorbent and firefighting foam. On hand supply of foam and
absorbent will be reduced.
9. Operations- Repairs and Maintenance: Maintenance of Hurst tools ( jaws of life), nozzles
and fittings, ladders, water rescue, and headsets will be impacted. If equipment does not
sustain damage beyond normal wear and tear, the proposed reduction impact should be
minor.
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10. Operations- Small Tools: Chain saws maintenance will be delayed. Replacement of
small rescue tools may not occur.
11. Operations- Professional Services: Various accounts within the professional services
budget will be reduced, specifically “ net 6” radio maintenance, radio repair and
maintenance, and mapping service.
12. Operations- Fitness Equipment Replacement: Existing fitness equipment due for
replacement will continue to remain in service.
13. Operations- Apparatus Mobile Laptops: Upgrades and new installation will be postponed.
Reserve apparatus will not be equipped with mobile laptops.
14. Prevention- Contract Fire Plan Checker: The position of half- time fire plan checker will be
eliminated. Turnaround time for fire safety plans review will increase significantly, at a
time when quicker turnaround time is demanded by our customers. In- house plans
review will reduce time available for field inspection.
15. Prevention- Operating Supplies and Expenses: A 15% cut in this account would mean
that the supply of fire prevention materials and literature available for public education will
be reduced.
16. Prevention- Professional Services: The reduction of $ 10,000 from professional services
coupled with the elimination of the contract fire plan checker position will compound the
potential delays in the fire and life safety plan review process. We anticipate the time to
complete this process will double. Customers may be required to pay for professional
services if they want to expedite the plan check process. In particular, the impact will be
felt in large projects such as the Marina Shores Village, cinema project, and Abbott Labs
to mention a few. These and similar projects require lengthy and thorough review.
Smaller projects that require quick turnaround will also be affected. Field inspections
time will also be a casualty to more office plan review time and more office customer
contact time.
17. Prevention- Training: Some training could be done in- house, but technical and
professional enhancement in areas such as plan review, investigation, code
interpretation, and inspection techniques will have to be postponed for this fiscal year.
18. Prevention- Membership and Meetings: Membership to local and national organizations
will be limited to a select few. Benefits of knowledge and information through
membership will have to be placed on hold.
19. Prevention- Conferences: Eliminating all funds for periodic and annual conferences will
have an effect on professional growth and enrichment of fire prevention staff.
20. Training- Overtime: No training will be delivered outside normal working hours.
21. Training- Professional Services: The training division will use other sources for the live fire
training program for which this account was set up.
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22. Training- Training Expenses: The training division will deny 25% of the requests for
outside schooling received during the fiscal year. The reduction will impact officer
development classes.
23. Training- Conferences: The training officer will not attend the State Fire Conference this
fiscal year.
24. Emergency Medical Services- Overtime: An on- duty paramedic training program will
need to be developed. This will impact existing fire department training programs already
in place. Fire companies will increase their out- of- service time for medical training.
25. Emergency Medical Services- Operating Supplies and Expenses: Supplies of basic and
advance life support equipment will be reduced. A large scale medical emergency would
deplete available medical supplies.
26. Emergency Operations Center- Professional Services: Service of independent contract
will be reduced and may not be available during emergency. Some of the updated and
administrative support for Emergency Operations Center may be eliminated.
27. Emergency Operations Center- Training: Required training will need to be provided by
Fire Department personnel while on duty. This may impact the scope and complexity of
training. Outside specialized training in the areas of disaster preparedness will be
eliminated.
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7.0% Scenario
Date: 4- 25- 03 Department: Human Resources
Program: Human Resources
Reductions will occur in Account Number Amount
a) 150- 61610- 01 ( 19) $ 24,000 ( 2% scenario)
b) 150- 61610- 33 $ 5,000 ( 2% scenario)
c) 150- 61610- 35 $ 240
d) 150- 61610- 40 $ 9,690
e) 150- 61610- 42 $ 1,000
f) 150- 61610- 46 $ 1,000
g) 150- 61610- 50 $ 19,500
h) 150- 61610- 55 $ 9,980
i) 150- 61610- 56 $ 200
j) 150- 61610- 57 $ 1,800
k) 150- 61610- 59 $ 5,500
Amount of Reduction: $ 77,910.00 by June 30, 2004
Description of Proposal
a) Reduction of employee development manager position to 75% of a full- time equivalent ( FTE).
b) Reduction in advertisement budget due to anticipated reduction in number of recruitments.
c) Reduction in service contract for human resources director communication devices.
d) Reduction in operating budget in recruitment related supplies.
e) Reduction in minor equipment budget.
f) Reduction in professional publications.
g) Reduction in professional services in recruitment- related services
h) Reduction in employee development budget.
i) Reduction in membership in San Mateo County Human Resources Association.
j) Reduction in participation in diversity conference and League of California Cities conference.
k) Reduction in miscellaneous services budget by eliminating two new employee events.
Service Level Impact – What specifically will happen or not happen if this reduction is
made?
a) The employee development manager is currently involved in a variety of clerical support tasks for
programs. Lower level clerical staff will now be utilized for this purpose ensuring there is same level
of professional work.
b) While recruitments are still anticipated the overall number is expected to decrease. The proposed
dollar reduction will not adversely impact our ability to effectively advertise.
c) No service level impact.
BUDGET REDUCTION
Proposal Form for 2003/ 04
66
D While the numbers of recruitments are anticipated to decrease overall we are anticipating an
increase in retirements in some key positions. Decreasing our operating budget will have an adverse
impact on the type of recruitment process we offer.
e) A reduction in our minor equipment budget will have an impact in our ability to replace minor
equipment such as a fax machine or small printer thereby reducing the quality of service we provide
should malfunctions occur with these machines.
f) A reduction in professional publications will impact the resources available to Human Resources staff.
On- line resources may be an alternative.
g) While the numbers of recruitments are anticipated to decrease overall, we are anticipating an
increase in retirements in some key positions. Decreasing our professional services budget will have
an adverse impact on the type of recruitment process we offer.
h) A reduction in employee development budget will impact the programs that Human Resources offers
employees. With anticipated retirements in the next year, preparing our workforce to move into
those key positions will be critical. The department will prioritize training, but our overall number
and types of training will decrease.
i) This reduction in membership budget will eliminate the participation of Human Resources staff in the
San Mateo County Human Resources Association. The ability to network among our peers and share
valuable information will be impacted
j) Participation in Diversity Conference and League of California Cities Conference will be eliminated.
Valuable resources and information will be lost.
k) The reduction in our miscellaneous services budget will mean the elimination of two new employee
events. With the possibility of layoffs and the impact on remaining employees, it will be critical to
keep morale up and exhibit appreciation for our employees. The current level of events will not
change.
How does this reduction affect the City Council’s goals and priorities?
N/ A
Will this proposed reduction impact mandated activities? If so, please describe
consequences of not complying with mandate.
At this time, we do not foresee any impact on mandated activities. Should legislation change for any of
our programs ( such as requirements for drug/ alcohol testing), we may need to review the budget
implications.
67
7.0% Scenario
Date: April 25, 2003 Department: Library ( 154)
Reductions will occur in Account Number Amount
66251 – Administrative Services $ 21,817 ( 3.95% of budget)
66252 – Resource Development Services $ 8,670 ( 4.63% of budget)
66261 – Circulation and Collection Development $ 41,492 ( 3.68% of budget)
66262 – Collection Access & Processing Services $ 67,965 ( 10.42% of budge) t
66271 – Electronic Services $ 49,094 ( 8.28% of budget)
66272 – Information Services $ 88,175 ( 8.28% of budget)
66281 – Literacy Services ( Project READ) $ 7,895 ( 1.82% of budget)
66282 – Youth Services $ 20,059 ( 3.91% of budget)
66290 – Community Libraries $ 84,760 ( 11.03% of budge) t
Amount of Reduction: $ 394,927 by June 30, 2004
Description of Proposal
All units will take reductions in staff costs, operating supplies, and equipment and maintenance.
Service Level Impact – What specifically will happen or not happen if this reduction is
made?
We tried to minimize direct impact on Literacy and Youth Services and the materials ( books) budget.
However, the 7% ( 73.35% in employees costs) will eliminate all our flexibility in staffing Main, Schaberg,
and Fair Oaks Library, a total of 162 hours. There are five service desks at the Main Library that need to
be staffed for customer service and safety reasons seven days a week, including evenings.
Implementing the 7% reduction is likely to lead to reduced library hours due to illnesses, emergencies,
and vacations. Outreach and special programs will be decreased because our first priority will be to
keep all our facilities open and staffed in a safe and responsive manner.
How does this reduction affect the City Council’s goals and priorities?
Council’s priorities in youth and education will be directly affected because we will not be able to carry
out the same programs in Project READ and Youth Services will not be able to make the same number
of school visits.
Will this proposed reduction impact mandated activities? If so, please describe
consequences of not complying with mandate.
No.
BUDGET REDUCTION
Proposal Form for 2003/ 04
68
7.0% Scenario
Date: April 25, 2003 Department: Library ( 154)
Program: Administrative Services
Reductions will occur in Account Number Amount
154- 66251- 01 ( 19) $ 12,457
154- 66251- 40 $ 6,160
154- 66251- 41 $ 1,000
154- 66251- 42 $ 500
154- 66251- 56 $ 500
154- 66251- 96 $ 1,200
Amount of Reduction: $ 21,817 by June 30, 2004
Description of Proposal
The library director will retire as of July 30, 2003. Having an interim director for five months will
decrease the regular salaries by $ 12,457. A reduction of $ 6,160 from the operating supplies budget will
be achieved by canceling all nonessential service contracts ( such as bottled water service and
maintenance on the fax machine), reducing the quantity and quality all office supplies, and reducing the
level and frequency of staff recognition and development events. The unit will also delay or postpone its
frequency in recovering chairs for the public use and in sending mailings out to the public, and the
library will reduce the number of professional organizations that we belong to. Not replacing the
director’s personal computer will result in one- time savings of $ 1,200.
Service Level Impact – What specifically will happen or not happen if this reduction is
made?
We may not be able to respond as well for requested services. Staff morale may suffer from lack of
tangible recognition and development opportunities. Essential equipment, such as printers and phones,
may not function as efficiently and/ or breakdown and require potentially expensive repairs or
replacements. Overall aesthetics of the library will suffer as replacements of su