Anthony J . Intintoli, Jr., Mayor
Joanne Schivley, Vice Mayor
Pamela Pitts, Councilmember
Gary Cloutier, Councilmember
Gerald Davis, Councilmember
Tony Pearsall, Councilmember
Tom Bartee, Councilmember
City Manaqer
Roger L . Kemp
City Attorney
Frederick G . Soley
Executive Manaqement Team
CITY OF VALLEJO
Municipal Officers
Cit Council
Mark Akaba, Public Works Director
Debora R. Boutte, Acting Asst . Human Resources Director
John Bunch, Development Services Director
Robert Nichelini, Police Chief
Don Parker, Fire Chief
Robert V. Stout, Finance Director
Craig Whittom, Community Development Director
Term Expires
December 2007
December 2005
December 2005
December 2007
December 2007
December 2007
December 2005
CITY OF VALLEJO
FISCAL YEAR
2005- 2006
FINAL BUDGET
Prepared by:
Roger L. Kemp, City Manager
Robert V. Stout, Finance Director
Susan G. Mayer, Assistant Finance Director
Connie C. Valentine, Budget Analyst
TABLE OF CONTENTS
Page
INTRODUCTION
Budget Message 1
Adopted Budget 2
Summary of adopted budget changes from proposed budget 3
City Manager Message - Proposed Budget 5
Organization Chart 17
GENERAL FUND
Personnel Summaries 18
Source and Use of Funds 19
Operating Departments:
Legislative Department 20
Executive 24
Law 30
Development Services 34
Finance 41
Human Resources 48
Fire 57
Police 68
Public Works 72
Community Based Funding and Other Charges 89
Transfers 90
COMMUNITY DEVELOPMENT DEPARTMENT FUNDS
VRA - Administration 91
VRA - Affordable Housing 97
Marina Vista Redevelopment Project Area 98
Flosden Acres Redevelopment Project Area 100
Waterfront Redevelopment Project Area 102
Vallejo Central Redevelopment Project Area 104
Mare Island Conversion Fund 106
Mare Island Leasing Fund 107
Mare Island Community Facilities District 108
Housing & Community Development Division 112
Community Development Block Grant 114
Federal Home Program 115
Housing Administration 116
City Section 8 Vouchers 117
SPECIAL REVENUE FUNDS
State Gas Tax Fund 118
Solid Waste Disposal Fund 119
Hiddenbrook Community Facility District 122
Asset Seizure Program 123
Traffic OffenderNehicle Impound Program 124
Local Law Enforcement Block Grant 125
Supplemental Law Enforcement Grant 126
Cadet Program 127
Landscape Maintenance Districts 128
GLOSSARY
TABLE OF CONTENTS
Page
CAPITAL IMPROVEMENT PROJECTS 132
DEBT SERVICE FUNDS
1999 Certificates of Participation 136
2000 Certificates of Participation 137
2002 Certificates of Participation 138
2003 Certificates of Participation 139
Fairground Drive Assessment District # 65 140
Glen Cove Assessment District # 61 141
Public Financing Authority - 2003 Series A - Glen Cove 142
Hiddenbrooke 1998 143
Hiddenbrooke - Administration 144
Northeast Quadrant 2003- 1 145
Northeast Quadrant 2003- B 146
Hiddenbrook Improvement District 2004A 147
ENTERPRISE FUNDS
Water 148
Transportation 182
Marina 188
Golf Course Fund 191
INTERNAL SERVICE FUNDS
Corporation Shop 192
Equipment Replacement 197
Risk Management 198
16 December 2005
TO:
Mayor and City Council Members
FROM:
Robert V . Stout
Finance Director
SUBJECT : Approved City of Vallejo Budget for Fiscal Year 2005 - 2006
Enclosed is a copy of the City of Vallejo Budget for Fiscal Year 2006 . It is perhaps
indicative of these difficult times that between May 17, when the proposed budget was
originally presented to Council, and its adoption in June, more than $ 1 .6 million in
expenditures were cut from the General Fund budget. Attached to this memorandum is a
summarized list of those reductions .
We have included the original detail budget memorandum which discusses in detail the
major issues and assumptions of this budget .
The Finance staff, which has been short two accountants for the past several months, is
working diligently to close Fiscal Year 2005 and prepare a mid- year status report by early
February. This report will be used as a basis for our budgeting parameters for next year .
As always, should you have any questions, please don't hesitate to call me at 648- 4343 .
Attachment
Page 1 „
Printed on % 0 Recycled Paper
CITY OF VALLEJO
OFFICE OF THE FINANCE DIRECTOR
555 SANTA CLARA STREET • P. O . BOX 3068 • VALLEJO • CALIFORNIA • 94590- 5934 • ( 707) 648- 4592
FAX ( 707) 649- 5406
Final Budget
Fage2
F . : Ira_
CITY OF VALLEJO, CALIFORNIA
ADOPTED BUDGET
ALL FUNDS
FISCAL YEAR 2005- 2006
Estimated Appropriations
and
Transfers Out
FY 2005- 2006
Estimated
Fund Balance
Fund Description at 6- 30- 06
Estimated
Fund Balance
at 6- 30- 05
Revenues &
Transfers In
FY 2005- 2006
General Fund $ 5,558,000 $ 79,886,000 $ 79,674,700 $ 5,769,300
Vallejo Redevelopment Agency :
VRA Administration ( Fund 710) 0 683,000 683,000 0
Affordable Housing ( Fund 711) 142,300 813,800 624,000 332,100
Marina Vista Capital Projects ( Fund 720) 490,000 38,200 528,200 0
Marina Vista Debt Service ( Fund 730) ( 190,200) 621,600 597,800 ( 166,400)
Flosden Acres Capital Projects ( Fund 721) 2,242,600 5,632,400 3,718,300 4,156,700
Flosden Acres Debt Service ( Fund 731) 3,407,000 1,122,800 4,429,800 100,000
Waterfront Capital Projects ( Fund 722) 143,000 177,100 240,500 79,600
Waterfront Debt Service ( Fund 732) 3,600 539,000 542,600 0
Vallejo Central Capital Projects ( Fund 723) 1,789,900 453,900 2,056,300 187,500
Vallejo Central Debt Service ( Fund 733) 353,800 471,700 825,500 0
Subtotal Vallejo Redevelopment Agency $ 8,382,000 $ 10,553,500 $ 14,246,000 $ 4,689,500
Special Revenue Funds: 0
Mare Island Conversion ( Fund 106) 54,280,600 2,429,000 16,965,500 39,744,100
Mare Island Leasing ( Fund 107) 1,285,000 351,000 1,277,500 358,500
Mare Island CFD ( Fund 112) 637,300 4,870,500 5,055,900 451,900
CDBG ( Fund 101) 0 1,508,953 1,508,953 0
HOME ( Fund 102) 0 904,036 904,036 0
Housing Administration ( Fund 121) 1,013,321 1,897,600 1,897,600 1,013,321
City Section 8 Vouchers ( Fund 123) 577,655 27,765,200 27,765,200 577,655
Gas Tax ( Fund 133) 629,300 2,605,800 2,915,100 320,000
Solid Waste Disposal ( Fund 135) 205,900 2,103,100 2,270,400 38,600
Hiddenbrooke CFD ( Fund 138) 1,054,500 600,400 621,400 1,033,500
Asset Seizure Program ( Fund 139) 94,200 105,900 100,500 99,600
Traffic Offender - VETO ( Fund 140) 580,500 185,200 265,000 500,700
Local Law Enforcement Grant ( Fund 149) ( 400) 41,000 41,000 ( 400)
Supplemental Law Enforcement ( Fund 151) ( 1,500) 130,200 135,000 ( 6,300)
Cadet Program ( Fund 152) 43,000 226,000 226,000 43,000
Landscape Maintenance Districts ( Summary) 1,667,600 2,616,200 3,099,700 1,184,100
Subtotal Special Revenue Funds $ 62,066,976 $ 48,340,089 $ 65,048,789 $ 45,358,276
Capital Improvement Projects $ 29,330,000 $ 29,330,000 0
Debt Service Funds :
1999 Certificate of Participation ( Fund 303) ( 55,938) 320,700 324,000 ( 59,238)
2000 Certificate of Participation ( Fund 304) ( 69,101) 1,385,900 1,553,500 ( 236,701)
2002 Certificate of Participation ( Fund 305) 6,646 805,000 845,600 ( 33,954)
2003 Certificate of Participation ( Fund 306) 7,877 555,900 553,800 9,977
AD 65 Fairgrounds Drive ( Fund 316) 82,500 717,600 637,200 162,900
Glen Cove AD 61 ( Fund 318) ( 73,333) 1,907,200 1,833,900 ( 33)
Glen Cove 2003 Series A ( Fund 321) 648,000 1,395,100 1,594,800 448,300
Hiddenbrooke 1998 ( Fund 343) 553,882 2,239,200 1,943,500 849,582
Hiddenbrooke Administration ( Fund 344) 5,800 57,500 63,300 0
NE Quadrant Improvement District ( Fund 346 9,800 613,500 606,000 17,300
NE Quadrant 2003- B Bonds ( Fund 347) ( 26) 824,100 810,800 13,274
Hiddenbrook Improvement District 2004A ( Fund 348) 1,041,200 1,888,500 1,888,500 1,041,200
Subtotal Debt Service Funds $ 2,157,307 $ 12,710,200 $ 12,654,900 $ 2,212,607
Enterprise Funds :
Water Funds ( Summary) 30,446,800 30,467,200 ( 20,400)
Local Transportation ( Fund 420) 22,278,300 22,278,100 200
Transportation Capital ( Fund 421) 3,834,800 3,834,800 0
Marina ( Fund 415) ( 987,400) 1,671,000 1,877,300 ( 1,193,700)
Golf Course ( Fund 425) 656,475 700,000 592,900 763,575
Subtotal Enterprise Funds ($ 330,925) $ 58,930,900 $ 59,050,300 ($ 450,325)
Internal Service Funds:
Corporation Shop ( Fund 501) 909,557 2,677,300 2,942,500 644,357
Vehicle Replacement ( Fund 502) 3,553,071 1,075,700 1,114,000 3,514,771
Risk Management ( Fund 505) 4,924,300 4,884,700 6,527,800 3,281,200
Subtotal Internal Service Funds $ 9,386,928 $ 8,637,700 $ 10,584,300 $ 7,440,328
GRAND TOTAL $ 87,220,286 $ 248,388,389 $ 270,588,989 $ 65,019,686
SUMMARY OF ADOPTED BUDGET CHANGES FROM PROPOSED BUDGET
GENERAL FUND
Page 3
Final Budget
PROPOSED BUDGET AS PRESENTED TO COUNCIL >>>
ADJUSTMENTS
81,312,600
LEGISLATIVE & COMMISSIONS
Proposed budget 442,000
Less :
Eliminate scholarship, acct. 001 .1101 .411 .27.07 ( 3,000)
Reduction in commissions' budget computed as ff :
Commissions budget 5 .16.05
114,900
Adjusted budget for commissions
76,500 ( 38,400)
Allocation added but should have been deducted ( 73,600) ( 115,000) ( 115,000)
Final budget 327,000
EXECUTIVE ( CITY MGR & CITY CLERK)
Proposed budget 1,273,100
Add: Election budget, omitted in 5 .16.05 80,000
Reduce energy consultant 001 .1301 .413 .06.20 ( 37,000) 43,000 43,000
Final budget 1,316,100
CITY ATTORNEY
Proposed budget 814,500
Reduction in training & conferences, law library publications, etc ( 19,000) ( 19,000)
Final budget 795,500
DEVELOPMENT SERVICES
Proposed budget 2,647,200
Reduction in repair & demolition, professional services,
supplies, etc ( 60,200)
Council reso 05- 107NC dtd 4 .12 .05 permit coord . fee 218,000 157,800 157,800
Final budget 2,805,000
FINANCE
Proposed budget 1,961,900
Reduce telephone, computer equip & professional services ( 46,600) ( 46,600)
Final budget 1,915,300
HUMAN RESOURCES
Proposed budget 1,260,300
Reduce legal, recruitment, other services budget ( 30,100) ( 30,100)
Final budget 1,230,200
SUMMARY OF ADOPTED BUDGET CHANGES FROM PROPOSED BUDGET
GENERAL FUND
Page 4
Final Budget
ADJUSTMENTS
PROPOSED BUDGET AS PRESENTED TO COUNCIL >>> 81,312,600
FIRE DEPARTMENT
Proposed budget 22,989,700
Reduction in payroll budget due to staffing changes ( 546,090)
Reduction in overtime for suppression ( 300,000)
Reduction in publicity & advertising, supplies, etc ( 84,110) ( 930,200) ( 930,200)
Final budget 22,059,500
POLICE DEPARTMENT
Proposed budget 35,863,600
Substations closed, delay hiring officers, reduce
youth services, crossing guards and overhead exp . ( 562,500)
Substations not close, crossing guards, IS Tech,
vacant PD assistants 379,100 ( 183,400) ( 183,400)
Final budget 35,680,200
PUBLIC WORKS
Proposed budget 5,472,800
Reduce street lights, overtime, staffing changes ( 292,700)
Do not reduce street lights 130,000 ( 162,700) ( 162,700)
Final budget 5,310,100
NON- DEPARTMENTAL
Proposed budget 6,419,500
Miscellaneous reductions ( 363,700)
Reclassified as Transfers ( 424,900)
Increase some CBO budget: ex . Naval & Historial Museum,
Police Athletic League, Youth & Family Services, etc 29,000 ( 759,600) ( 759,600)
Final budget 5,659,900
TRANSFERS
Proposed budget 2,168,000
Reclassified as non- departmental in proposed budget 424,900
Reduce transfer to RDA ( 17,000) ( 17,000)
Final budget 2,575,900
Total adjustments ( 2,062,800)
FINAL BUDGET » > 79,249,800
May 17, 2005
TO :
THE HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL
OF THE CITY OF VALLEJO, CALIFORNIA
FROM:
Roger L. Kemp, City Manager
SUBJECT: Fiscal Year 2005- 2006 Proposed Budget
It is my privilege to present for your consideration the Fiscal Year 2005- 2006 Budget for
the City of Vallejo . This budget is one of the more difficult I have prepared in my career .
On the one hand, our City is poised to experience truly historic levels of growth . The
revenues associated with this growth should ensure our financial viability well into the
future. The near term, however, presents challenges that we must overcome . In
preparing this budget, we have honored the commitments we made last year to the
citizens of Vallejo as well as to our employees. In addition, this budget maintains and
restores the level of our services existing prior to this year . In doing so, however, it
draws down from our General Fund reserves and our long- term projections indicate the
need for significant new revenue sources if the proposed level of services is to be
continued in future years .
The proposed General Fund Budget balances total resources with expected spending . It
projects spending $ 81 .31 million with revenues and transfers of only $ 80 .17 million, and
using slightly more than $ 1 .1 million of our fund balances . You will note that the budget
assumes the adoption of a " 911" Emergency Communications fee becoming effective in
December 2005 . Even with this new revenue source, the deficit of expenditures over
revenues is projected to grow to $ 4 .4 million during the following fiscal year . Our
challenge then is to work with our citizens and our employees to develop strategies
which will enable us to :
Page 5
Final Budget
City Manager's Budget Message
Fiscal Year 2005- 2006
City Manager's Budget Message
Fiscal Year 2005- 2006
1 . Refine our priorities,
2. Become more efficient,
3. Decrease costs, and
4 . Increase our revenues .
Once again, the proposed FY 2005- 2006 operating budget incorporates an extremely
comprehensive program of services. Despite the current budget uncertainties at both
the State and local levels, this year's budget reflects the distinctive character of our
community, and preserves the programs and services that are unique to
Vallejo . Because the City Council has dedicated considerable time and effort over the
past year to strategic fiscal and operational planning, I am confident that this spending
plan properly reflects the goals of the City Council and needs of the community .
The budget is arguably the most important annual consideration of the City Council .
Through the budget document, the City Council determines levels of service, the size of
programs, and the type and magnitude of capital projects to be undertaken .
The City's spending patterns for the next few years will be closely monitored to ensure
that our operating position remains positive. While revenue growth remains impressive,
as new development on Mare Island and in the core downtown area begins to pay
dividends and property values continue to grow, the economic benefits are being more
than offset by rapidly escalating operating costs and the ever- present threat of State
revenue diversions and reductions at the local level .
FY 2005- 2006 BUDGET DIRECTIVE
Given the current economic climate, the FY 2005- 2006 budget directive was aimed at
ensuring the ability for revenues and managed savings to support expenditures,
particularly in the General Fund .
Table I below shows how the General Fund operating budget is distributed among our
municipal departments .
Page 6 Final Budget
City Manager's Budget Message
Fiscal Year 2005- 2006
Table I
General Fund Operating Budget by Department
RISING COSTS STILL A CHALLENGE
Rising costs still present the biggest challenge to the City . Over the last several years,
the City has been plagued with cost increases in virtually all categories of benefits
provided to City employees, including health insurance, retirement, and workers'
compensation. Increased benefit levels and investment losses incurred by the Public
Employees Retirement System ( PERS) have led to substantial increases to required
contributions by the City on behalf of City employees . In Fiscal Year 2004- 2005,
required contributions by the City increased $ 6 million . In Fiscal Year 2005- 2006,
required contributions will increase by an additional $ 1 .6 million, for a total projected
annual cost of $ 12.2 million .
Page 7
Final Budget
Department
2004- 05
Approved
Budget
2005- 06
Proposed
Budget
$
Difference
EXPENDITURES :
Legislative $ 345,300 $ 442,000 $ 96,700
Executive 1,433,000 1,273,100 ( 159,900)
Development Services 2,082,500 2,647,200 564,700
City Attorney 711,300 814,500 103,200
Finance 1,460,900 1,961,900 501,000
Human Resources 1,129,200 1,260,300 131,100
Fire 20,001,900 22,989,700 2,987,800
Police 31,640,500 35,863,600 4,223,100
Public Works 4,701,500 5,472,800 771,300
Non- Departmental 4,483,500 6 419 500 1 936 000
TOTAL EXPENDITURES $ 67,989,600 $ 79,144,600 $ 11,155,000
TRANSFERS OUT OF GENERAL FUND:
Community Development
Fund $ 700,000 $ 62,800
$ 637,200
Debt Service Funds
1,669,500 1,468,000 ( 201,500)
Emergency Communications
Reserve
1 620 000 0 ( 1,620,000)
TOTAL TRANSFERS OUT $ 3,926,700 $ 2,168,000 $( 1,758,700)
TOTAL EXPENDITURES
& TRANSFERS OUT
$ 71,916,300 $ 81,312,600 $ 9,396,300
City Manager's Budget Message
Fiscal Year 2005- 2006
In addition, medical benefits and workers compensation costs have continued to
increase much faster than our inflation of revenues .
THE LONGER TERM VIEW
Significant financial challenges remain ahead of us . It is important to bring projected
revenue and expenditure growth in line with each other . This is underscored by the
following:
Limited Revenue Options : With the passage of Proposition 218, our revenue options
are more limited than they have been in the past . Very few options remain that can be
implemented solely by City Council actions at the municipal level .
Revenue Development Options : Revenue enhancing ideas, especially those that
bring the City fees in line with the costs of the services provided, and at a level with
comparable jurisdictions, are a necessary part of the solution . The plan will be to
continue to focus on cost reduction options and service optimization in addition to
increased revenues .
Use of Beginning Fund Balance : We currently expect to begin the Fiscal Year 2005-
2006 with an unreserved and undesignated fund balance of approximately $ 5 .6 million .
As noted earlier we expect to use $ 1 .1 million of that during the fiscal year . Care must
be taken to ensure sufficient operating and emergency reserves in the future .
State Budget Crisis : This pertains to the never- ending budget crisis in Sacramento, in
which the State's bond repayment requirements included a " triple- flip" scenario which
injured local governments . It cannot be stated strongly enough that the decisions being
made in Sacramento regarding the State's budget crisis will dramatically impact the
City's ability to resolve its own budget challenges . If elected officials in Sacramento
continue to solve their budget problems on the " backs" of local governments, it will be
impossible for the City to protect and maintain its core essential services in the future .
Post Employment Health Plans : The Governmental Accounting Standards Board
( GASB), the independent authority that establishes financial accounting standards for
Page 8
Final Budget
City Manager's Budget Message
Fiscal Year 2005- 2006
State and local government, is requiring significant changes in the way local
governments account for payment of " other post employment benefits" ( OPEB) .
Specifically, GASB Statement No . 45 will significantly alter the way the City of Vallejo,
and a multitude of other public agencies throughout the country, recognize the cost of
retiree medical costs . The pronouncement has been formally adopted, and the City of
Vallejo will have to change to the accounting format no later than Fiscal Year 2007-
2008.
The City of Vallejo, along with the vast majority of governmental employers, pays for
retiree health costs on a " pay- as- you- go" basis . This means the payments for medical
premiums for retirees is a budgeted expenditure during the year in which the premiums
are paid. Thus, the cost of the medical benefit is recognized in a City's financial
statements after the employee has retired, when premiums are paid . GASB believes
that this approach does not accurately reflect the cost of the employer's liability for the
promised benefit when the employee is working for the agency . The General Fund
expects to pay approximately $ 1 .7 million in retiree medical benefits in Fiscal Year
2004- 2005. The new rules could result in significantly greater expenses in the future .
We will be having an actuary examine our plan and determining our cost during the
coming fiscal year .
STAFFING CHANGES
Each year, seemingly countless policy and operational issues compete for our attention .
The volume of work presently underway puts the organization at- and in some cases-beyond
our capacity . I am becoming increasingly concerned that the volume of work we
are trying to do cannot be performed by our already overburdened City staff .
The past 24 months have been a time of transition for the City of Vallejo . Two top city
officials who had served the City for the past five years left employment via retirement at
a critical time in Vallejo's fiscal history . In their place an Interim City Manager and
Interim Finance Director were hired, bringing stability to the organization .
Page 9
Final Budget
City Manager's Budget Message
Fiscal Year 2005- 2006
Subsequently, the search for a permanent City Manager and Finance Director has
concluded with the hiring of myself and Finance Director Robert V . Stout, the former
Finance Director for the City of Modesto, who has an extensive background in municipal
finance .
With the retirement of the Assistant City Manager in March 2005, the City has started
the search for a permanent Human Resources Director, with an appointment expected
before the end of this Summer . Those duties have been performed by the Assistant City
Manager, along with her other responsibilities .
Some of the cost- cutting measures that were implemented for Fiscal Year 2004- 2005
were the reduction in force of over 60 part- time and seasonal employees, a reduction in
total workforce through attrition, early retirement incentives ( the so- called " Golden
Handshake"), and freezing vacant positions with the goal of reducing our labor
expenses. Despite these conditions, current staff has been working diligently to
maintain existing service levels to keep the City operating, and they should be
commended for their efforts . Having fewer positions has required reductions in the level
of services provided and changes in the City's way of doing business . The proposed
Fiscal Year 2005- 2006 budget recommends addressing some of these needs . In
particular, our emphasis has been on public safety and the budget contains the monies
to hire 6 new firefighters and 8 new police officers during the year .
All this should be tempered by the reality that solutions will not come quickly or easily,
and in order for the City of Vallejo to achieve future fiscal stability, all aspects of City
government must work together toward this goal now and into the future . A long- term
plan for economic growth, fiscal responsibility, and creative, out- of- the- box thinking,
needs to be maintained as we prepare for the future .
BUDGET CHALLENGES
Earlier this year, City staff identified financial challenges that would cause significant
budget pressure in Fiscal Year 2005- 2006 . These included :
Page 10 Final Budget
City Manager's Budget Message
Fiscal Year 2005- 2006
• Personnel Expenses : The base budget provides for inflationary increases in
personnel expenses for all current positions . Labor agreements also provided for
cost- of- living and market salary adjustments for certain job classes . The budget
provides for these .
•
Negotiated labor agreements provide for general across the board cost- of- living
increases for different groups as follows :
The labor agreement for Police will expire June 30, 2010 . The labor agreement
for Fire will expire June 30, 2010 . The labor agreement for Mid- Managers
( CAMP) will expire June 30, 2010 . The labor agreement for Tech and Support
( IBEW) will expire June 30, 2010 .
• A $ 7 .6 million increase in General Fund personnel costs effective July 1, 2005,
as required by the existing labor contracts, some major non- salary components
include :
• A $ 1 .6 million increase in payments to the California Public Employees
Retirement System, to compensate for benefit increases and also for
losses that fund has incurred over the past several years .
•
A $ 0 .5 million increase in health insurance costs .
•
A $ 0.5 million increase in workers compensation costs .
•
Ongoing reorganization of staff duties and responsibilities .
Page 11
Final Budget
07/ 01/ 2005 07101/ 2006 07/ 01/ 2007
Police 5- 7% 5- 7% 5- 7%
Fire 5- 7% 5- 7% 5- 7%
Mid- Managers ( CAMP) 3- 5% 3- 5% 3- 5%
Tech and Support ( IBEW) 4- 6% 4- 6% 3- 5%
Department Heads 3- 5% 3- 5% 3- 5% 1
City Manager's Budget Message
Fiscal Year 2005- 2006
While the focus of a City's budget is typically on its General Fund, Vallejo is a complex
organization with many enterprise and special revenue funds . This budget message
summarizes the financial outlook for the General Fund, and will also reference several
other " key" funds under the " Fund Watch" sections below . This is intended to bring
attention to funds that will require continued vigilance to assure their financial stability .
CAPITAL IMPROVEMENT PROGRAM ( CIP)
The City Council has been asked to consider and act on the Capital Improvement
Program budget concurrently with the operating budget . This represents a departure
from past practice, which had the CIP review and adoption scheduled later in the year
after the budget had already been adopted . By reviewing capital and operating
programs together, we can allocate resources with a clear understanding of the near
and long- term financial and operational impacts .
A number of capital projects will be funded this year consistent with City Council's
established priorities . The $ 3 .2 million program consists entirely of discretionary capital
projects .
GENERAL FUND FINANCIAL OUTLOOK
A brief review of the current ( 2004- 2005) fiscal year financial performance is necessary
to frame the General Fund financial outlook for the next fiscal year .
The audited General Fund undesignated fund balance, as of June 30, 2004 was $ 1 .1
million, which was equal to approximately 1 .5 percent of General Fund expenditures . At
the close of Fiscal Year 2004- 2005, revenues and transfers into the General Fund from
other funds are estimated to be $ 78 .0 million . Expenditures and transfers out of the
General Fund are estimated to be $ 73 .5 million, resulting in a $ 4 .5 million improvement
in our financial condition . Based upon these estimates, the General Fund undesignated
balance available at end of Fiscal Year 2004- 2005 will be approximately $ 5 .6 million .
Page 12
Final Budget
City Manager's Budget Message
Fiscal Year 2005- 2006
For Fiscal Year 2005- 2006, the budget approach has been to estimate revenues as
accurately as possible . Any budget requires assumptions and projections of current
estimates and trends into the future . This is an inexact process .
The revenue estimates make several key assumptions that significantly impact the
proposed budget for Fiscal Year 2005- 2006 . Some of the more important revenue
assumptions are :
1 . An Emergency Communications System Access Fee of $ 3 .00 per line is adopted
this June.
2 . Growth related fees and taxes will continue at close to their record pace this
year.
3 . Most other revenues will grow by 4% .
4 . Transfer of $ 500,000 from the 1/ 80 interchange .
5 . The sale of the Marine World property would not be completed during Fiscal Year
2005- 2006, and that the City would continue to receive the " revenue sharing
payment" that has been in existence in the past.
The expenditure estimates include :
1 . Filling the following vacant positions :
a. 6 Firefighters
b. 8 Police Officers
c . 2 Police Clerks
d . 1 Senior Engineering technician
e. 1 Chief Building Officer
f. Adding one Accountant position
2 . Retiree medical expenses are continued on a pay- as- you- go basis
3 . No subsidy for the Marina
4. No subsidy for Transportation
Page 13
Final Budget
City Manager's Budget Message
Fiscal Year 2005- 2006
FUND WATCH
CAPITAL PROJECT FUNDS AND DEBT OBLIGATIONS
During Fiscal Year 2003- 2004, City staff initiated a comprehensive review of the
financial condition of all funds that support capital projects . This review was undertaken
for several reasons :
Newly identified projects need to be considered for funding ; yet the City's
financial condition does not allow for additional dollars to be allocated to these
new projects. In some cases, staff recommended redirecting some of the
existing capital project appropriations to new projects . More details are
contained in the Capital Improvement Plan and Budget that will be submitted to
the City Council as a companion to this document .
The City and its component units are obligated for over $ 295 million in debt, and
the total debt service ( principal and interest) for all funds is nearly $ 22 million per
year. The General Fund is obligated for $ 21 million of this debt, and $ 1 .5 million
in annual debt service . One of the goals of the comprehensive review was to
reduce the total debt and the annual debt service burden .
In March 2005, the City completed negotiations with Six Flags Marine World park
management ( Premier Parks Corporation) to extend the term of their option agreement
to February 1, 2010, in order to facilitate the park manager's option to purchase the
facility. The purchase would eliminate up to $ 58 million in debt obligation held by the
City's Marine World Joint Powers Authority .
TRANSPORTATION FUND
The Transportation Fund has experienced much turmoil this year . Although much of the
operating deficits were eliminated, significant problems with staffing, contract oversight
and other issues were discovered . The City has moved aggressively to increase staffing
and improve procedures to resolve these issues . In addition, both Ferry and Bus
services have been expanded with the use of State grants . Budget projections, which
necessarily involve ridership, are always difficult during these circumstances . These
new services will be carefully monitored to assure financial viability .
Page 14
Final Budget
City Manager's Budget Message
Fiscal Year 2005- 2006
WATER FUNDS
What is commonly referred to as the ' Water Fund" is actually a combination of three
separate operating funds and seven separate capital funds . Collectively, these funds
relied on interfund borrowings of $ 4,491,774 at June 30, 2004, to meet operating needs .
This deficit was eliminated in fiscal year 2004- 2005 . The Water Funds are expected to
improve during Fiscal Year 2005- 2006 as a result of the completion of a five- year water
rate study and financial plan for the water system . The new rates have been calculated to
provide sufficient revenues to operate and maintain the water system in compliance with
all regulatory requirements, and to fund a five- year capital improvement program for
infrastructure .
MARINA FUND
The Marina Fund continues to experience operational losses . We expect the fund to
end Fiscal Year 2004- 2005 with losses close to $ 190,000 and we see no improvement
in the near future . Our Fiscal Year 2005- 2006 budget sees negative operational cash
flows exceeding $ 220,000 . The high capital and debt service costs are difficult to cover
given the condition of the Marina and the current economic climate . These losses will
impact the General Fund but, at Council direction, staff continues to explore
privatization of the Marina . We expect to issue a Request for Proposal along these lines
soon.
PLANNING AHEAD
While revenues are expected to remain steady, the increases in expenditures due to
contractual wage and benefit increases, PERS rates and the increasing workers' comp
costs will continue to increase each year .
To continue our current level of programs, services and facilities, the City must continue
to foster economic development to ensure the viability of our dynamic commercial
sector. The attraction of new businesses and the retention of existing establishments
continue to be the best way to ensure the long- term reliability of the City's revenue
stream -- and ultimately the quality of our municipal services .
Page 15
Final Budget
City Manager's Budget Message
Fiscal Year 2005- 2006
Our City's fiscal position will be preserved through the careful stewardship of the City's
resources in a manner consistent with effective management principles and the
community's values .
Current revenue projections require continued constraint of expenditures . The actual
pace of economic growth activity, coupled with the willingness of the Council and
community to increase revenues, will determine if additional reduction measures will
need to occur for Fiscal Year 2006- 2007 .
ACKNOWLEDGEMENTS
The preparation of the City budget is a time- consuming and complex undertaking . This
document reflects our collective effort to implement your priorities and those of the
community, and to achieve them within the City's financial resources . _ I would like to
extend my sincere gratitude to the Finance Department for its many hours of assistance
in compiling this document .
In addition, I would like to express my continuing appreciation to the members of the
City Council for their support, vision and leadership, and to our talented City staff for
their dedication .
While we face some serious challenges in Fiscal Year 2005- 2006, I look forward to
working with the City Council and staff and the Vallejo community as wee implement the
financial plan and budget document . I am confident the result of our efforts will be the
continuation of high quality public service, an excellent City staff, and a secure financial
position for our community .
Sincerely,
1( 16- 1 -- 1-- P
-- tom,
Roger L . Kemp
City Manager
Page 16
Final Budget
Finance
Police
Citizens of the City of Vallejo
Human
Resource
City Council
City Manager
Fire
Community
Development
City Attorney
Public Works
Page 1 7
Final Budget
Development
Services
CITY OF VALLEJO
GENERAL FUND
PERSONNEL SUMMARIES
Page 1 8
Final Budget
FY 2004
PERSONNEL BY DEPARTMENT
APPROVED
FY 2005
APPROVED
FY 2006
APPROVED
Legislative and Advisory
Executive
Law
Development Services
Finance
Human Resources
Fire
Police
Public Works
8.00
10.00
6.00
23 .00
31 .50
10.00
122.00
228.00
67 .39
8.00
10.00
6.00
20.00
28.50
9.00
114.00
205.50
58.64
8.00
8.00
6.00
21 .00
30 .50
7.50
110.00
214.50
58.88
TOTAL EMPLOYEES 505.89 459.64 464.38
PERSONNEL EXPENDITURES BY DEPARTMENT
FY 2004
ACTUAL
FY 2005
ESTIMATE
FY 2006
APPROVED
Legislative and Advisory 265,300 256,100 285,700
Executive 1,152,300 1,107,600 1,031,100
Law 869,500 756,100 944,700
Development Services 2,173,100 1,998,600 2,427,800
Finance 1,876,400 1,834,200 2,186,400
Human Resources 899,400 929,000 1,013,400
Fire 19,453,500 19,439,600 20,789,800
Police 27,876,700 28,480,300 30,774,000
Public Works 6,158,300 6,115,200 6,428,700
TOTAL PAYROLL EXPENDITURES 60,724,500 60,916,700 65,881,600
TOTAL GENERAL FUND EXPENDITURES 69,873,353 71,325,200 77,098,800
TOTAL PAYROLL AS PERCENT OF
TOTAL EXPENDITURES 87% 85% 85%
OPERATING REVENUE:
Property Taxes
Sales Tax
Utility User Taxes
Franchise Taxes
Transient Occupancy Tax
Business License Tax
Property Transfer Tax
Real Property Excise Tax
Water System Return to Rate Base
Motor Vehicle License Fees
Police Grants
Other Grants
Development Fees and Permits
Service Fees and Charges
Fines & Forfeitures
Interest Earnings
Lease & Rental Revenue
Mare Island Service Reimbursement
Booking Fees
Other Miscellaneous Revenue
Vehicle License Fee
TOTAL OPERATING REVENUE
TRANSFERS IN
Marine World JPA
FEMA Fund
Capital Funds
Parking Authority Fund
TOTAL TRANSFERS IN
TOTAL REVENUE & TRANSFERS IN
EXPENDITURES :
Legislative
Executive
City Attorney
Development Services
Finance
Human Resources
Fire
Police
Public Works
Non- Departmental
Total Expenditures
TRANSFERS OUT
To Redevelopment Agency
Debt Service
Transfers to Risk Management
Total Transfers out
TOTAL TRANSFERS AND EXPENDITURES
Net Change
Beginning Balance as restated
Ending Fund Balance
City of Vallejo
General Fund
Source and Use of Funds
Page 1 9 Final Budget
FY 2004
FY 2005
ACTUAL ESTIMATED
FY 2006
APPROVED
FY 2007
PROJECTED
12,681,000
22,702,000 24,274,000 25,003,000
12,548,000
10,230,000 10,639,000 10,958,200
11,324,000
11,806,000 12,278,000 12,646,000
2,289,000
2,311,000 2,403,000 2,475,000
1,443,000
1,495,000 1,554,000 1,601,000
1,212,000
1,222,000 1,271,000 1,309,000
4,020,000
5,137,000 5,342,000 5,502,000
842,000
1,900,000 1,700,000 1,700,000
2,733,000
2,875,000 2,990,000 3,080,000
5,688,000
610,000 634,000 653,000
81,000
75,000 75,000 75,000
210,000
210,000 - -
5,745,000
7,232,000 6,718,000 6,500,000
1,749,000
1,446,000 1,504,000 1,549,000
807,000
684,000 711,000 732,000
52,000
50,000 52,000 54,000
182,000
309,000 186,000 192,000
2,447,000
2,570,000 2,780,000 2,947,000
417,000
417,000 - -
1,050,000
1,052,000 1,124,000 1,127,000
0 1,600,000
67,520,000
74,333,000 77,835,000 78,103,200
2,670,000
2,421,000 2,051,000 1,751,000
58,000 -
856,000 -
246,000 -
2,670,000
3,581,000 2,051,000 1,751,000
70,190,000
77,914,000 79,886,000 79,854,200
369,000
345,000 327,000 452,700
1,317,000
1,561,000 1,316,100 1,371,400
734,000
682,000 795,500 856,500
2,384,000
2,073,000 2,805,000 2,805,200
1,620,000
1,581,000 1,915,300 2,059,400
891,000
1,174,000 1,230,200 1,314,500
20,579,000
20,861,000 22,059,500 24,457,100
31,402,000
31,780,000 35,680,200 38,660,400
4,802,000
4,642,000 5,310,100 5,936,400
5,775,353
6,626,200 5,659,900 6,999,900
69,873,353
71,325,200 77,098,800 84,913,500
729,100
637,200 683,000 721,000
1,091,547
1,500,600 1,298,300 1,511,700
594,600
1,820,647
2,137,800 2,575,900 2,232,700
71,694,000
73,463,000 79,674,700 87,146,200
( 1,504,000)
4,451,000 211,300 ( 7,292,000)
2,611,000
1,107,000 5,558,000 5,769,300
1,107,000
5,558,000 5,769,300 ( 1,522,700)
MAYOR AND CITY COUNCIL
GOALS
The City Council is the governing body of the City of Vallejo and operates under a Council-
Manager form of government . As the policy- making body, it has the ultimate responsibility
to the people of Vallejo for implementation of all programs and City services . It approves all
ordinances, resolutions and major contracts, modifies and approves the budget, and has
the responsibility of employing a City Manager and City Attorney . All major changes in
direction or emphasis on organizational changes must be approved by the City Council . It
sets policy and the City Manager and staff enforce the laws and implement the programs
and policies .
STRUCTURE AND SERVICES
Vallejo has an elected seven- member City Council . The Mayor, one of the members of the
City Council, is directly elected for a four- year term . Other members are elected for four-year
staggered terms with elections held in November of odd- numbered years .
The Mayor chairs the Council meetings, issues proclamations of recognition, represents
the City in certain intergovernmental affairs, and is the ceremonial head of the City .
The Mayor and City Council, as a collective body, is the power of authority . The Mayor and
Council members act as a majority to achieve their objectives .
OBJECTIVES FOR FISCAL YEAR 2005- 2006
•
Achieve fiscal stability .
•
Reconcile resources to meet City service objectives .
•
Repair and improve the infrastructure .
•
Maintain a focus on Economic Development.
•
Improve organizational effectiveness and efficiency.
COMMISSIONS
•
Civil Service Commission
•
Economic Development Commission
•
Housing and Redevelopment Commission
•
Human Relations Commission
•
Library Board
•
Planning Commission
•
Architectural Heritage and Landmarks Commission
•
Beautification Advisory Commission
•
Code Enforcement Appeals Board
•
Commission on Aging
•
Community Development Commission
•
Commission on Culture and the Arts
•
Mobile Home Rent Review Board
•
Sister City Commission
•
Youth Activities CommissionPage 20 Final Budget
LEGISLATIVE DEPARTMENT
PERSONNEL SUMMARY
Page 2 1
Final Budget
APPROVED
FY 2004
APPROVED
FY 2005
APPROVED
FY 2006
MAYOR & COUNCIL
Mayor 1 1 1
Council 6 6 6
Executive Assistant to Mayor 1 1 1
TOTAL DEPARTMENT 8 8 8
CITY COUNCIL
Page 22
Final Budget
FY 2004
ACTUAL
FY 2005
ESTIMATE
FY 2006
APPROVED
EXPENDITURES
Personnel 265,300 256,100 285,700
Operations 47,709 44,100 38,400
Capital Outlay
Total Expenditures 313,009 300,200 324,100
Direct Charges 68,700 70,100 73,600
Net Budget 244,309 230,100 250,500
Commissions 124,691 114,900 76,500
Legislative Budget 369,000 345,000 327,000
COMMISSIONS
Page 23
Final Budget
FY 2004
ACTUAL
FY 2005
ESTIMATED
FY 2006
APPROVED
Aging 208 800
Architectural 2,574 3,200 1,000
Beautification 815 800 300
Civil Service 1,300 3,800 1,500
Training 1,500
Community Arts Foundation 94,050 75,200 65,000
Planning 5,731 6,500 5,500
Sister City 8,637 11,500 1,000
Youth Activities 107 400 200
Human Relations 7,115 7,600 1,500
Cultural Commission 4,154 3,600 500
Total 124,691 114,900 76,500
CITY MANAGER
GOALS
Provide efficient administration of municipal resources and department operations within
policy established by the City Council .
STRUCTURE AND SERVICES
The City Manager is the Chief Administrative Officer and provides overall planning,
supervision, direction, and control of all City programs and services in accordance with
general City Council policy . This position also evaluates and performs studies of City
programs and services to improve efficiency and effectiveness of City operations . The City
Manager is responsible for management and coordination of the City Council agenda and
management of the City's franchise agreement with Comcast Cable Services . It is the City
Manager's responsibility to propose, monitor, and update the City's annual budget,
coordinate the implementation of the City Council's Goals and Objectives, Strategies and
Action Plans, as well as monitor and update the City's Five- Year Financial Projections and
develop alternative revenue enhancements and/ or expenditure reductions to maintain the
City's financial stability .
Also as part of the City Manager's office is the Public Information Officer and funding to
secure the services of a Grant Writer on a contractual basis . The Public Information
Officer has created an outline of goals for the coming year and future years that include
creating separate newsletters for City employees and Vallejo residents; coordinating media
coverage of events and happenings in the City ; and serving as the City's spokesman . He
is also working with the Economic Development Department as well as other departments
in the City to generate positive media coverage and help bring new business to our City .
Our Grant Writer has already secured approximately $ 4 .45 million in grants and outside
funding for the City and currently has just under $ 1 .5 million more grant requests pending .
His efforts will help the City find sources of revenue that previously we had missed or
ignored altogether.
The Assistant City Manager position has been officially vacant since May 2005 . The
person in that position had also assumed the duties of the Human Resources Director, a
position that had been vacant since September 2002 . Because of both vacancies, it was
determined the City would fill the position of Human Resources Director. That recruitment
is currently underway ; it is anticipated there will be a new Director on board by August
2005.
OBJECTIVES FOR FISCAL YEAR 2005- 2006
•
Achieve fiscal stability.
•
Reconcile resources to meet City service objectives .
•
Repair and improve the infrastructure .
•
Maintain a focus on Economic Development .
•
Improve organizational effectiveness and efficiency.
Page 24
Final Budget
EXECUTIVE DEPARTMENT
CITY CLERK DIVISION
GOALS
To provide efficient and cost effective maintenance and retrieval of historical city
records, public/ staff information services, support services to the City Council and
Commissions, and to administer city elections and provide those services required by
and in accordance with municipal, state and federal laws .
STRUCTURE AND SERVICES
The City Clerk Division consists of the following ( 6) positions : City Clerk, Deputy City
Clerk, Secretary, Records Coordinator, Administrative Clerk II and Word Processor .
The Word Processor and Deputy City Clerk positions continue to be frozen this fiscal
year.
The City Clerk Division provides the following services : Provide staff support in
preparation of minutes, agendas, reports, correspondence in accordance with the
Ralph M . Brown Act and programs/ special events for the City Council and eight
commissions/ committees : Commission on Aging, Beautification Commission,
Commission on Culture and the Arts, Sister City Commission, Youth Activities
Commission, Mobile Home Rent Review Board, Inter Agency Committee, and Mare
Island Utilities District . Process resolutions and ordinances adopted by the City
Council, Housing Authority, Redevelopment Agency, Public Financing Authority, and
Marine World JPA and provide, maintain and codify the Vallejo Municipal Code .
Provide and maintain lists of all city commissions, committees and boards as required
by the Maddy Appointive List Act . Receive and process appeals, summons and
complaints, claims against the City ; receive and open bids ; publish legal notices and
ordinances; schedule public hearings ; notarize, certify and record official city
documents ; maintain computerized legislative history ; maintain original agreements,
contracts and deeds ; administer oaths of office, and schedule use of Council Chambers
and Conference Room . Administer open municipal elections in accordance with
municipal and state elections laws and policies . Act as filing officer for Statements of
Economic Interest and Campaign Statements as required by the Political Reform Act of
1974. Maintain and provide for all official city historical records and provide research
and information services to the public and city staff as required.
OBJECTIVES FOR FISCAL YEAR 2005- 2006
•
Continue to provide staff support for the following commission special events :
a) Commission on Aging - Senior Health Fair
b) Beautification Advisory Commission - Annual Garden Tours, Christmas Tree
Lighting Event, Monthly Beautification Awards, Beautification Projects
c) Commission on Culture and the Arts- Annual Arts Recognition Awards Night,
visits from various Vallejo Sister Cities .
•
Preparation for the November 2005 Election of Council members .
Page 2 5
Final Budget
IMPACT OF RESOURCE REDUCTIONS
• Due to the loss of both the Deputy City Clerk and Word Processor positions
which have now been frozen for two years the following reductions in service
have occurred :
•
Meetings have switched from monthly to bi- monthly for the following
commissions : Youth Activities Commission, Commission on Culture and the
Arts, Sister City Commission, Commission on Aging,
• Staff can no longer be provided to the Youth Activities Commission as they need
to meet on a night when other more pressing priorities take precedence and no
existing staff is available .
•
Work on older minutes, which need to be caught up is behind schedule by
approximately one year.
•
Assistance in records management for other departments/ divisions such as
microfilming and archiving, has been reduced to a bare minimum due to
reassignment of duties of the records coordinator,
•
Filling requests for information now takes longer since additional duties have
been assigned to existing staff .
•
Office must be closed during hours and days when there is not enough staff
available to cover the office .
•
The ability to purchase upgraded equipment has been diminished and existing
older equipment is causing an increase in maintenance fees . The ability to
maintain the older office equipment has been diminished due to lack of available
parts.
Page 26
Final Budget
EXECUTIVE DEPARTMENT
PERSONNEL SUMMARY
Page 27 Final Budget
APPROVED
FY 2004
APPROVED
FY 2005
APPROVED
FY 2006
CITY MANAGER
City Manager 1 1 1
Assistant City Manager 1 1 0
Executive Assistant to City Manager 1 1 1
Administrative Analyst ( PIO) 1 1 1
Administrative Clerk II 1 1 1
Tech. Service Media Coordinator 1 1 0
6 6 4
CITY CLERK
City Clerk 1 1 1
Deputy City Clerk 0 0 0
Administrative Clerk II 1 1 1
Records Coordinator 1 1 1
Secretary 1 1 1
Word Processor 0 0 0
4 4 4
TOTAL DEPARTMENT 10 10 8
EXECUTIVE DEPARTMENT
SUMMARY
Page 28
Final Budget
FY 2004
ACTUAL
FY 2005
ESTIMATE
FY 2006
APPROVED
EXPENDITURES
Personnel 1,152,300 1,107,600 1,031,100
Operations 279,000 570,000 407,400
Total Expenditures 1,431,300 1,677,600 1,438,500
Direct Charges 114,300 116,600 122,400
Net Budget 1,317,000 1,561,000 1,316,100
EXECUTIVE DEPARTMENT - BY DIVISION
Page 29
Final Budget
FY 2004 FY 2005 FY 2006
EXPENDITURES ACTUAL ESTIMATE APPROVED
CITY MANAGER
Personnel 796,300 764,500 630,400
Operations 150,000 312,100 200,400
Total City Manager . 946,300 1,076,600 830,800
CITY CLERK
Personnel 356,000 343,100 400,700
Operations 129,000 257,900 207,000
Total City Clerk 485,000 601,000 607,700
DEPARTMENT TOTAL 1,431,300 1,677,600 1,438,500
CITY ATTORNEY'S OFFICE
GOALS
To provide quality legal service to the City government to ensure compliance with
applicable laws and regulations, to minimize the City's exposure to monetary liability, to
defend the City, its employees and related agencies from unmeritorious lawsuits, and to
initiate litigation as directed to enforce the Municipal Code and protect the interests of
the City.
STRUCTURES AND SERVICES
The City Attorney is the primary legal counsel for the City Council, City Boards,
Commissions and Committees, City Manager, City Departments and other City- related
entities such as the Redevelopment Agency, the Housing Authority and the Marine
World Joint Powers Authority . The City Attorney provides legal representation and
advice to City officials and employees on all legal matters involving the City, including
land use, personnel, contracts, real property transactions, elections, and
redevelopment. The City Attorney represents the City in State and Federal Courts and
oversees outside counsel handling other matters and litigation .
OBJECTIVES FOR FISCAL YEAR 2005- 2006
• In Fiscal Year 2004- 2005 the City Attorney successfully defended the City and its
various departments in litigation brought in both State and Federal courts . For
several years, the City Attorney has conducted in- house defense of most of the
tort litigation brought against the City . Because of a 25 percent staff reduction
since 2001, the City Attorney has had to recommend use of outside counsel as
the litigation caseload has increased . The increased use of outside counsel will
continue for the foreseeable future .
• The City Attorney will continue to provide legal counseling to the City Council,
Boards, Commissions, Committees, and City Staff concerning the requirements
of the Brown Act, the Public Records Act, the Political Reform Act and other laws
concerning conflicts of interest .
• The City Attorney will continue to play an essential role in the successful
conversion of the former Mare Island Naval Shipyard to civilian use and the
successful transition/ transfer of the Six Flags Marine World Vallejo theme park
from public to private ownership .
•
The City Attorney remains committed to all of the goals and objectives of the
government of the City of Vallejo .
Page 30
Final Budget
IMPACT OF RESOURCE REDUCTIONS
Since 2001 the City Attorney's office has experienced a 25 percent reduction in
personnel, i . e ., the loss of one full time legal secretary position and one full time
assistant city attorney position . Also, in 2004, an assistant city attorney with 15 years of
experience accepted the position of City Attorney of Livermore . This has substantially
impacted the ability of the remaining attorney staff to handle litigation matters and has
resulted in the need to retain outside counsel to defend the City and its employees in
civil lawsuits . The reduction in staff has come at a time when the City is deeply involved
in several development projects, i. e., the Callahan- DeSilva Waterfront project, the Triad
Downtown project, the redevelopment of Mare Island by Lennar, the ongoing build- out
of the Northgate Area ( residential, auto mall, and Solano Community College site) and
Hiddenbrooke. The combination of the reduction in staff, the loss of experienced staff
and the multitude of legal issues associated with the increased development activity in
Vallejo has caused an increase in the use of outside counsel for advisory matters as
well .
Page 3 1
Final Budget
CITY ATTORNEY
PERSONNEL SUMMARY
APPROVED
FY 2004
APPROVED
FY 2005
APPROVED
FY 2006
City Attorney 1 1 1
Assistant City Attorney 2 2 1
Deputy City Attorney 1 1 2
Secretary to City Attorney 1 1 1
Legal Secretary 1 1 1
TOTAL DEPARTMENT 6 6 6
POSITIONS NOT FUNDED
Legal Secretary 1 1 1
Assistant City Attorney 1 1 1
Total not funded 2 2 2
Page 32 Final Budget
CITY ATTORNEY
Page 33
Final Budget
FY 2004
ACTUAL
FY 2005
ESTIMATE
FY 2006
APPROVED
EXPENDITURES
Personnel 869,500 756,100 944,700
Operations 45,800 110,800 48,300
Capital Outlay
Total Expenditures 915,300 866,900 993,000
Direct Charges 181,300 184,900 197,500
Net Budget 734,000 682,000 795,500
DEVELOPMENT SERVICES DEPARTMENT
BUILDING DIVISION
GOALS
The primary goal of the Building Division is to protect public health and safety
through the compliance of all structures in the city to the applicable building,
housing and dangerous building codes adopted by the City Council . The
secondary goal is to provide efficient plan review, permit issuance and inspection
services to facilitate the economic development of the community .
STRUCTURE AND SERVICES
A Chief Building Official manages the Building Division . Three Building Inspector
Its and three Building inspector Is assist the Chief Building Official . One Senior
Administrative Clerk provides clerical and administrative support services . The
Division provides services in the following areas : construction and demolition ;
conservation of existing structures and abatement of substandard structures ; and
public information regarding building issues . For construction and demolition,
plans submitted by property owners, tenants, contractors, architects and
engineers are reviewed, permits are issued and work is inspected in compliance
with the applicable codes adopted by the City . The Division expects to issue
3,500- 4,000 permits this fiscal year . Complaints from the public regarding
structure maintenance are investigated and code violations are abated in
cooperation with other departments . For public information, codes are explained
at the counter, on the telephone and through informational handouts. The
Division typically responds to 30,000- 35,000 inquiries per year from the public .
OBJECTIVES FOR FISCAL YEAR 2005- 2006
•
Continued implementation of a streamlined permitting process through
continued improvement to the computerized permit tracking system and other
programs. Completion of an online permitting system .
•
Increased participation in the coordinated code enforcement activities of other
departments .
• Provision of plan review, permit issuance and inspection services for four
specific areas with the most development activity : Mare Island, Northgate,
Hiddenbrooke and Marine World .
Page 34
Final Budget
DEVELOPMENT SERVICES DEPARTMENT
PLANNING DIVISION
GOALS
The goals of the Planning Division are to implement the land use and
development policies and standards established by the City Council and to
provide information to the public regarding land use and development issues .
The purpose of these goals is to improve the quality of life in the community and
facilitate economic development .
STRUCTURE AND SERVICES
The Development Services Director is included in the Planning Division. This
position is assisted by an Administrative Secretary . Within the Division itself is
the Planning Manager, one Senior Planner, two Associate Planners, and two
Assistant Planners . The Senior Planner is funded by Lennar and works
predominantly on Lennar projects on Mare Island . Division staffing is also
currently supplemented by three Contract planners working on several of the
major projects including the Waterfront Plan, the Downtown Specific Plan, and
the Bordoni project . These positions are funded by the project applicants . The
Division provides staff support to the Planning Commission and Architectural
Heritage and landmarks Commission . The Division provides services in
advanced planning and current planning or development review . Advanced
planning projects include the processing of amendments to the General Plan and
Zoning Ordinance and the preparation of and management of large projects,
such as the Mare Island Specific Plan amendment, the Waterfront Master Plan,
and the Downtown Specific Plan . Current planning includes the review of and
processing of 350- 400 planning and architectural heritage applications . The
Division will also respond to approximately 200 zoning complaints this year . For
these service areas, the Division will respond to about 27,000 inquiries from the
public.
OBJECTIVES FOR FISCAL YEAR 2005- 2006
•
Assist the Development Services Director in the implementation of a
streamlined permitting process including the introduction of the Permit
Coordinator into the Development Review process.
•
Certification of the Waterfront Planned Development Master Plan and
approval of the Master Plan .
•
Amendment of the Mare Island Specific Plan to include Lennar's plans
and the project guidelines for historic resources .
Page 35
Final Budget
•
Completion of the Downtown Specific Plan and certification of the
associated EIR .
•
Certification of the Mare Island Dredge Ponds Commercialization Project
EIR/ EIS and the Bordoni annexation project EIR.
•
Completion of the Municipal Services Review as required by LAFCo and
the Knox- Cortese Act .
Page 36
Final Budget
DEVELOPMENT SERVICES DEPARTMENT
CODE ENFORCEMENT DIVISION
GOALS
The primary goal of the Code Enforcement Division is to insure that all private
properties within the community are maintained to avoid deterioration of
residential neighborhoods, retail and employment areas . This goal is
accomplished through compliance with the Property Maintenance Ordinance,
Vacant Building Ordinance and coordination with other community education and
enforcement programs .
STRUCTURE AND SERVICES
The Code Enforcement Division includes the Code Enforcement Manager, one
Senior Code Enforcement Officer, two Code Enforcement Officers and a Senior
Administrative Clerk . The Division provides staff support to the Code
Enforcement Appeals Board . The Division provides services in the following
areas: Enforcement of the Property Maintenance and Vacant Building
Ordinances ; Management of the City's Strike Force Program and the Adopt- A-Street
Program . The Division opened approximately 2,227 cases for Property
Maintenance violations this year . Community- wide efforts are coordinated to
address nuisance dumping and litter abatement . The Code Enforcement Division
works with the Vallejo Unified School District to promote clean schools, clean
surrounding neighborhoods and district- wide recycling . The Division also works
with Fighting Back Partnership and Beat Health .
OBJECTIVES FOR FISCAL YEAR 2005- 2006
•
Maintain City Manager's Target Area Strike Force clean up effort .
•
Increase the use of public education and community awareness activities as
an important component of enforcement.
•
Implement State Funded Nuisance Dumping Clean Up and Prevention
Program .
•
Prepare a draft shopping cart ordinance .
Page 37
Final Budget
DEVELOPMENT SERVICES DEPARTMENT
PERSONNEL SUMMARY
Page 3 8
Final Budget
APPROVED
FY 2004
APPROVED
FY 2005
APPROVED
FY 2006
BUILDING
Chief Building Official 1 0 1
Building Inspector I 1 3 3
Building Inspector II 3 3 3
Building Plans Examiner 1 0 0
Building Permit Technician 1 0 0
Secretary 1 0 0
Senior Administrative Clerk 1 1
8 7 8
PLANNING
Development Services Director 1 1 1
Planning Manager 1 1 1
Senior Planner/ Permit Coord . 2 1 1
Assistant Planner 1 2 2
Associate Planner 3 2 2
Administrative Secretary 1 1 1
9 8 8
CODE ENFORCEMENT
Code Enforcement Manager 1 1 1
Code Enforcement Officer 3 2 2
Sr. Code Enforcement Officer 1 1 1
Sr. Administrative Clerk 1 1 1
6 5 5
TOTAL DEPARTMENT 23 20 21
DEVELOPMENT SERVICES DEPARTMENT
SUMMARY
Page 39
Final Budget
FY 2004
ACTUAL
FY 2005
ESTIMATE
FY 2006
APPROVED
EXPENDITURES
Personnel 2,173,100 1,998,600 2,427,800
Operations 210,900 194,400 541,200
Total Expenditures 2,384,000 2,193,000 2,969,000
Direct charges 120,000 164,000
Net Budget 2,384,000 2,073,000 2,805,000
DEVELOPMENT SERVICES
Page 40
Final Budget
EXPENDITURES
BUILDING
FY 2004
ACTUAL
FY 2005
ESTIMATE
FY 2006
APPROVED
Personnel 541,800 558,800 785,900
Operations 94,200 52,600 83,800
Total Building 636,000 611,400 869,700
PLANNING
Personnel 1,062,300 943,700 1,087,300
Operations 70,300 120,300 406,800
Total Planning 1,132,600 1,064,000 1,494,100
CODE ENFORCEMENT
Personnel 569,000 496,100 554,600
Operations 46,400 21,500 50,600
Total Code Enforcement 615,400 517,600 605,200
TOTAL DEPARTMENT 2,384,000 2,193,000 2,969,000
GOALS
To provide accounting services to the City's departments and its component units, with
timely and accurate reporting, in accordance with generally accepted accounting
principles . Invest City's funds in a safe and prudent manner, in accordance with State
statutes and the City Council's approved investment policy which will provide security of
principal and achieve a reasonable rate of return .
STRUCTURE AND SERVICES
The Accounting Division records data in accordance with generally accepted accounting
principles and prepares monthly financial and quarterly investment reports . The
Finance Department prepares the annual City budget and the audit schedules used in
the preparation of the Comprehensive Annual Financial Report ( CAFR) . Payroll
prepares and remits quarterly and year- end Federal and State payroll taxes and
information within the required time frame . Accounts Payable remits to various vendors
timely payment of claims for goods or services rendered to the City. Fiscal data will be
maintained for external agencies under various programs as required by the granting
agency. The Finance Department responds to all financial inquiries .
ACCOMPLISHMENTS IN PRIOR YEAR
•
The City received the Government Finance Officers Association's ( GFOA)
Certificate of Achievement for Excellence in Financial Reporting for the City's FY
2002- 2003 Comprehensive Annual Financial Report ( CAFR) .
•
Issued quarterly investment reports and financial reports to the City Manager and
City Council .
OBJECTIVES FOR CURRENT YEAR
•
Implement audit recommendations and other efficiency improvements at both
departmental and citywide levels .
•
Closely monitor and report on developments at the State and Local level that
affect City's finances .
•
Provide timely and accurate financial reports to city departments .
•
Explore the possibility of adding additional personnel in the areas of accounting
and purchasing .
Impact of Resource Reductions
• Since FY2002 the Finance Department has experienced the loss of 2 .5 positions
while at the same time facing an ever increasing workload . In FY 2004, the
position of Senior Accountant, in the Water Billing and Collection areas, was lost
Page 4 1
Final Budget
FINANCE DEPARTMENT
ACCOUNTING
to the Golden handshake, to fill the void a full time accountant was reduced to
working % 2 time in Water Billing and'/ 2 in accounting .
•
The number of accounting technicians was reduced from 3 to 2 .
• The purchasing division was eliminated with the loss of 2 .5 employees and the
increased workload went to Finance as well as the other operating units of the
City. The auditors for the City, in their Memorandum on Internal Control
Structure, cite several problems areas that could result due to lack of controls
with the loss of purchasing .
• The bank reconciliations are not being done on a timely basis, due to the loss of
staff and the increased workload . Several other problematic areas are also
mentioned in the Memorandum on Internal Control Structure .
•
While the Memorandum did not find any material weaknesses, the potential
exists, if the workload increases and new personnel are not hired .
• While other units of the City provide invaluable services to the community ;
Finance is responsible for the fiduciary well being of the entire City. If bank
reconciliations cannot be done on a timely basis, the ability to detect problems, or
fraud, is lost. Grants can be taken away or denied and requests for repayment of
grant monies can be a strong possibility if records are not kept properly and
accounts are not reconciled . Without proper resources, the ability of Finance to
aide other City departments is hindered .
•
The City has already experienced a downgrade in its bond ratings due to lack of
personnel.
Staff, on a daily basis, has their routine to maintain systems of control . The same
personnel are often called to do special projects or other assignments . With a
decrease in staffing, in many cases, special projects take precedent over the daily
routine. The daily routine is, what keeps our internal control structure viable, and
Finance needs the resources to do both special projects and daily routine, if not we
face loss of internal control .
Page 42
Final Budget
FINANCE DEPARTMENT
COMMERCIAL SERVICES
GOALS
Collect various taxes and fees, current and delinquent, which are used to pay for City
services and safely deposit them into the City's bank accounts . Prepare and issue
billings for City services .
STRUCTURE AND SERVICES
Collect and reconcile all receipts for daily deposit by noon . Issue parking permits, taxi
coupons, bus and ferry tickets, business licenses and collect appropriate revenues .
Collect building permit revenues, accept and record daily utility and marina berth
payments.
ACCOMPLISHMENTS IN FISCAL YEAR 2004- 2005
•
With minimal staffing level, the division functioned efficiently and kept tasks
current.
•
Worked with Water Administration to finalize and integrate the water rate
study into the billing system .
•
Increased revenue recovery efforts .
OBJECTIVES FOR FISCAL YEAR 2005- 2006
•
Organize and implement records retention using the scanning device, to
reduce paper documents and off- site storage charges .
•
Look at ways to improve phone system in order to enhance customer service .
•
Coordinate with other city departments on revenue collection to increase
efficiency.
•
Increase field work and audits on business licenses .
•
Conduct audits on utility providers for Utility Users Tax compliance .
•
Conduct hotel/ motel audits for Transient Occupancy Tax compliance .
IMPACT OF RESOURCE REDUCTIONS
In order for the objectives to be accomplished, customers might experience a prolong
wait for counter service . Lunch time closure will still continue in order for staff to work
and catch- up on tasks that have been set aside .
Page 43
Final Budget
FINANCE DEPARTMENT
INFORMATION TECHNOLOGY
GOALS
Provide City departments with network services, centralized computer
purchasing; programming support, Geographic Information Systems support
( GIS), telecommunication services, copiers, and desktop support .
STRUCTURE AND SERVICES
The City of Vallejo Information Technology Division ( IT) supports an IBM AS400,
multiple Novell Servers, Windows 2000/ 2003 Application Servers, and over 500
desktops. IT continues to work with the Technology Steering Committee, ( TSC)
with members of various departments, which provide leadership, and improves
collaboration in planning future projects .
ACCOMPLISHMENTS IN FISCAL YEAR 2004- 2005
•
Centralized purchasing of computers .
•
Standardized the desktop environment
•
Improved the City's website .
•
Upgraded some of the network segments and infrastructure .
•
Updated hardware inventory .
•
Updated the Enterprise GIS environment .
•
Upgraded the IBM/ OS400 operating system and the H T E integrated
financial government system .
•
Standardized network/ desktop and anti- virus system .
•
Improved the navigation of the Online Permitting System .
•
Deployed a new Document Management System .
OBJECTIVES FOR FISCAL YEAR 2005- 2006
•
Continue to improve network infrastructure .
•
Re- wire Fire Stations and other City facilities .
•
Standardize copiers and printers in City facilities .
•
Improve the Online System to accept water payments.
•
Improve the integration of VEDIS ( Vallejo Economic Development
Information System) with Enterprise GIS environment .
•
Continue to improve the City's website with more interactive and online
documents.
•
Continue to maintain inventory of all computer hardware and software .
•
Deploy new anti- spamming servers .
•
Upgrade existing e- mail system in order to achieve maximum efficiency.
IMPACT OF RESOURCE REDUCTIONS
In FY 2004- 2005 the IT Division lost one support staff hired through a temporary
agency. In addition, a few projects originally scheduled for FY 2004- 2005 were
not completed due to the reduction of funds and resources .
Page 44
Final Budget
FINANCE DEPARTMENT
PERSONNEL SUMMARY
* Funded by Water Fund
METER READING*
Meter Reader
Sr. Meter Reader
Utility Field Representative
* Funded by Water Fund
TOTAL DEPARTMENT 31 .5 28.5 30 .5
** Function eliminated due to budget reduction .
Page 45
Final Budget
APPROVED
FY 2004
APPROVED
FY 2005
APPROVED
FY 2006
ACCOUNTING
Finance Director 1 1 1
Assistant Finance Director 1 1 1
Auditor Controller 1 1 1
Senior Accountant 1 1 2
Accountant 1 .5 1 .5 1 .5
Budget Analyst ( Sr. Accountant) 1 1 1
Executive Secretary 1 1 0
Accounting Technician 2 1 2
Administrative Clerk II 1 0 .5 0 .5
Accounting Clerk II 1 1 0
11 .5 10 10
COMMERCIAL SERVICES
Accounting Manager 1 1
Senior Customer Service Rep. 1 1 1
Revenue Collection Technician 1 1 1
Administrative Clerk 1 1
3 4 4
INFORMATION TECHNOLOGY
Chief Information Officer 1 1 1
Information Services Specialist 1 1 1
Information Services Technician II 1 1 1
Technical Services Media Coordinator 1
3 3 4
CENTRALIZED PURCHASING **
Purchasing Manager 1
Buyer 1
Administrative Clerk II 0.5
2.5
5.5 5.5 6.5
3 3 3
1 1 1
2 2 2
6 6 6
WATER BILLING & COLLECTION *
Customer Service Representative 3 3 4
Accountant 0.5 0.5 0.5
Accounting Technician 0 0 0
Accounting Clerk II 1 1 1
Cashier 1 1 1
FINANCE DEPARTMENT
SUMMARY
Page 46
Final Budget
FY 2004
ACTUAL
FY 2005
ESTIMATE
FY 2006
APPROVED
EXPENDITURES
Personnel 1,876,400 1,834,200 2,186,400
Operations 686,900 674,900 724,300
Capital Outlay 118,400 142,100 95,500
Total Expenditures 2,681,700 2,651,200 3,006,200
Direct Charges 1,061,700 1,070,200 1,090,900
Net Budget 1,620,000 1,581,000 1,915,300
FINANCE DEPARTMENT
Page 47
Final Budget
FY 2004 FY 2005 FY 2006
EXPENDITURES ACTUAL ESTIMATE APPROVED
ACCOUNTING
Personnel 1,198,100 1,100,000 1,279,700
Operations 144,400 38,200 174,900
Capital Outlay
Total Accounting 1,342,500 1,138,200 1,454,600
COMMERCIAL SERVICES
Personnel 336,200 393,300 415,400
Operations 152,800 149,300 38,900
Capital Outlay
Total Commercial Services 489,000 542,600 454,300
INFORMATION TECHNOLOGY
Personnel 342,100 340,900 491,300
Operations 389,700 487,400 510,500
Capital Outlay 118,400 142,100 95,500
Total Information Technology 850,200 970,400 1,097,300
TOTAL FINANCE DEPARTMENT 2,681,700 2,651,200 3,006,200
HUMAN RESOURCES DEPARTMENT
GOALS
The principal goal of this division is providing leadership, management and supervision
of the operating divisions of the Human Resources Department - Employment Services
and Employee Services . Further, the goal of the Human Resources Department is to
ensure the effective use of the department's resources to meet the overall goals and
objectives of the city.
STRUCTURE AND SERVICES
The Human Resources Director ( who also serves as the Executive Secretary to the Civil
Service Commission) leads the Administrative Division . Staff support is provided by
one Human Resources Director, an Executive Secretary and a half- time senior citizen
from the Area on Aging grant program . This division provides the following :
•
Planning, directing and coordinating the city's human resource management
programs and activities .
•
Negotiating and administering the city's four labor contracts, one executive
agreement and two labor contracts for the Sanitation and Flood Control District .
•
Assisting the City Manager in developing organizational goals and objectives for
the city's human resource management program .
• Managing the city's civil service system in a fair and equitable manner .
• Managing and coordinating the city's discipline management program .
•
Analyze and prepare personnel salary and benefits costs for city budget .
ACCOMPLISHMENTS IN FISCAL YEAR 2004- 2005
•
Designed and implemented an IRS- 125 plan .
•
Continued employee training and development programs designed to enhance
skill and productivity .
•
Provided sexual harassment training to department managers .
•
Identified and applied new technologies to streamline the management of human
resource programs .
•
Revised Civil Service rules and regulations .
•
Implemented a city- wide furlough program for affected bargaining units .
Page 48
Final Budget
• Coordinated " Fitness for Duty" evaluations to ensure employees are working in a
safe and efficient manner.
•
Provided employee accommodations in accordance with the American with
Disabilities Act .
•
Implemented the Supervisory Training Skills Certificate Program through the
Employee Assistance Plan .
OBJECTIVES FOR FISCAL YEAR 2005- 2006
•
Continue revising Civil Service Rules and Regulations .
•
Continue employee training and development programs designed to enhance
skill and productivity .
•
Provide sexual harassment training for employees in accordance with the new
sexual harassment law.
•
Continue to identify new technologies/ processes to streamline management of
human resources programs .
•
Continue the on- going Supervisory Training Skills Certificate Program through
the Employee Assistance Plan .
IMPACT OF RESOURCE REDUCTIONS
•
Loss of personnel - One HR Director, one part- time student intern
•
Reduced overall efficiency for management of human resources programs
and service levels, including longer response times .
•
Loss of training funds
•
Not current in new trends in the field of human resources .
•
Affects overall efficiency of human resources products and services .
•
Loss of work time - furloughs
•
Less time to accomplish goals and tasks .
•
Less availability to both internal and external customers .
•
Great impact on service levels .
•
Loss of personnel citywide ( Impact on Human Resources staff)
•
Increased number of Americans with Disability Act Accommodation
requests.
•
Increased number of family medical leave requests .
•
Increased number of requests for reclassification/ differential studies .
Page 49
Final Budget
• Increased number of requests from supervisors for assistance with
personnel/ discipline issues .
•
Increased sick leave usage .
•
Increased number of Fair Housing and Employment claims .
•
Increased number of requests for interpretations of employee contract
language .
•
Reduced overall efficiency for management of human resources programs
and service levels, including longer response times .
Page 50
Final Budget
HUMAN RESOURCES DEPARTMENT
EMPLOYMENT SERVICES DIVISION
GOALS
The Employment Services Division is responsible for managing and directing the city's
recruitment and selection program, classification and compensation management and
for providing timely consulting services to the city's operating departments . Additionally,
this division provides staff support to the Civil Service Commission .
STRUCTURE AND SERVICES
The Employment Services Division consists of one Senior Personnel Analyst, a
Personnel Analyst II, one and half Personnel Technicians and a shared Personnel
Analyst II out- stationed at the Vallejo Sanitation and Flood Control District . This
Division provides the following :
•
Manages the recruitment and selection program for the city and Vallejo the
Sanitation and Flood Control District in a fair, non- discriminatory manner that
results in hiring employees who go on to become effective and productive
employees
•
Conducts classification and compensation studies to assure that jobs are
properly classified and that the pay ranges are set appropriately for all City
departments and the Vallejo Sanitation and Flood Control District
•
Acts as a consultant to all department managers, supervisors and employees
regarding interpretation of all applicable federal, state and city ordinances, laws
and regulations including interpretation of Civil Service Rules and Regulations .
ACCOMPLISHMENTS FOR FISCAL YEAR 2004- 2005
•
Administered bumping and recall rights and provided contract interpretation to
employees regarding layoff procedures
•
Successful execution of the POST- Certified Communications Operator
examination
•
Successful execution of departmental promotional recruitments including more
complex Fire and Police recruitments
•
Worked with Risk Management and the designated vendor to update the physical
profiles for each classification
•
Initiated job analysis for classification changes, exam selection, and recruitments
Page 5 1
Final Budget
OBJECTIVES FOR 2005- 2006
•
Streamline the filing system for recruitments
•
Initiate a tracking system for classification requests
•
Determine the " best practices" approach to pre- employment physicals
•
Streamline the recruitment process
IMPACT OF RESOURCE REDUCTIONS
•
Loss of Personnel - .5 Personnel Technician and 1 Personnel Technician in
Employee Services Division ( indirect impact)
•
Reduced overall efficiency for management of recruitments and
reclassifications including longer response times to customers in filling
positions and requisitions
•
Increased work load for remaining Personnel Technician
•
Loss of Work Time - Furloughs
•
Less time to accomplish goals and tasks
•
Less availability to both internal and external customers
o Great impact on service levels
Page 52
Final Budget
HUMAN RESOURCES DEPARTMENT
EMPLOYEE SERVICES DIVISION
GOALS
The Employee Services Division is responsible for managing and directing the
employee benefits, training and development programs, overseeing personnel
transactions, providing internal consulting services to operating departments and
performing related personnel management programs to achieve overall goals and
objectives of the Human Resources Department . The goal of the division is to manage
these programs in a cost- effective way . The Division provides staff support for the
Human Relations Commission in accordance with their adopted work plan . Additionally,
this division provides a wide range of human resources services to the Vallejo
Sanitation and Flood Control District .
STRUCTURE AND SERVICES
The Employee Services Division consists of an Acting Assistant Human Resources
Director, a shared Personnel Analyst II out- stationed at Vallejo Sanitation and Flood
Control District and one Senior Personnel Technician . The Division provides the
following :
•
Responds to requests for services or information in an accurate and timely
manner
•
Manages the city's employee benefits program including health, dental, vision,
disability management, life insurance and other programs in cost- effective
manner
•
Interprets and provides information to managers and employees on pertinent
laws, regulations, labor relations issues and potential disciplinary actions
•
Develops and implements employee training and development programs
designed to meet the changing needs of the workforce
ACCOMPLISHMENTS FOR PRIOR YEAR
•
Finalized the Family Medical Leave Act Policy
•
Reviewed funding mechanisms for the employee benefits program
•
Finalized the amended Human Relations Commission Ordinance with Council
approval
•
Successfully negotiated cost reduction in the Employee Assistance Plan
•
Assisted City Council and the Human Relations Commission in successfully
renaming Unity Plaza as " Dr. Martin Luther King, Jr. Plaza"
Page 53
Final Budget
OBJECTIVES
•
Provide Supervisory training on the new Family Leave Act and the California
Family Rights Act Policy
•
Enhance and streamline the " New Hire" Orientation Program Plan
•
Continue to review funding mechanisms for the employee benefits program
•
Assist City Manager with initiating a Customer Service Feedback Program
•
Provide refresher course for Supervisors on Employee Evaluation Program
IMPACT OF RESOURCE REDUCTIONS
•
Loss of Personnel - I Personnel Technician and .5 Personnel Technician in
Employment Services Division ( indirect impact)
•
Reduced overall efficiency in management of benefits
•
Reduced overall efficiency in management of the employee evaluation
program
•
Longer response times to customers in processing requests
•
Increased work load for remaining Technician
•
No longer provide the employee service program
∎ Negative impact on employee morale
•
Loss of Work Time - Furloughs
•
Less time to accomplish goals and tasks
•
Less availability to both internal and external customers
•
Great impact on service levels
Page 54
Final Budget
HUMAN RESOURCES
PERSONNEL SUMMARY
APPROVED
FY 2004
APPROVED
APPROVED
FY 2005
FY 2006
Director ( 1) 1 0 1
Assistant HR Director 0 1 1
HR Program Manager 2 0 0
Senior Personnel Analyst 0 1 1
Personnel Analyst I/ II 3 3 2
Executive Secretary 1 1 1
Personnel Technician 2 2 0.5
Sr. Personnel Technician 1 1 1
TOTAL DEPARTMENT 10 9 7.5
Page 55 Final Budget
HUMAN RESOURCES
Page 56
Final Budget
FY 2004
ACTUAL
FY 2005
ESTIMATE
FY 2006
APPROVED
EXPENDITURES
Personnel 899,400 929,000 1,013,400
Operations 199,600 456,400 439,700
Capital Outlay
Total Expenditures 1,099,000 1,385,400 1,453,100
Direct Charges 208,000 211,400 222,900
Net Budget 891,000 1,174,000 1,230,200
FIRE ADMINISTRATION
GOALS
The Fire Administration Division's goal is to efficiently and effectively manage the
resources of the Vallejo Fire Department in order to meet the Fire Department mission .
STRUCTURE AND SERVICES
Fire Administration currently has five ( 5) employees assigned . The staff provides
administrative support to the entire Fire Department by designing programs, developing
policy, organizing and managing resources, and monitoring each division's progress
towards fulfilling the department's mission .
OBJECTIVES FOR FISCAL YEAR 2005- 2006
•
Coordinate cooperation between all Fire Department divisions
•
Prepare a Fire Department Annual Report
•
Ensure that pertinent City Council goals and objectives are incorporated into Fire
Department goals and objectives
•
Establish system to share clerical services among departmental divisions
IMPACT OF REDUCED RESOURCES
The Administrative Clerk II position in Administration was one of three clerical support
personnel lost in Fiscal Year 2004/ 2005 . The position was eliminated when the
incumbent promoted to Account Clerk in Finance .
•
Reorganization of duties assigned to remaining staff, Administrative Analyst II,
Executive Secretary, Administrative Clerk II assigned to Paramedic and
Emergency Services, who defer their regular assignments
Page 5 7
Final Budget
FIRE SUPPRESSION
GOALS
The Fire Suppression Division's goals include protection of lives and property from the
effects of fire, hazardous materials, communicable disease, natural and manmade
disasters; helping to assure that community activities are performed in a safe
environment; providing expedient response to all emergency calls for service .
STRUCTURE AND SERVICES
The Fire Suppression Division consists of eight ( 8) three person Engine Companies and
one ( 1) four person Truck Company, managed by one ( 1) Assistant Fire Chief . One
hundred and two ( 102) employees are assigned to the Suppression Division . Fire
Suppression Companies respond to fires, vehicle rescues, marine incidents and
hazardous material incidents . Fire Suppression companies provide Advanced Life
Support at all emergency medical calls throughout the City of Vallejo . Fire Suppression
crews are also responsible for participating in state and federally mandated training,
company inspections, fire safety education, citizen assist calls, police assistance and
other types of service calls in the community .
OBJECTIVES FOR FISCAL YEAR 2005- 2006
•
Reduce health and safety risks to personnel through progressive implementation
of NFPA and OSHA standards
•
Maintain capabilities for water related emergencies and homeland security
patrols with fire/ rescue boats .
•
Determine feasibility of continuing to provide confined space rescue and
enhanced specialized rescue capabilities for all City departments
•
Provide enhanced emergency medical services - Advanced Life Support
( Paramedic) Program
•
Provide enhanced Hazardous Materials response capabilities through increased
participation in the Napa/ Solano County Hazardous Materials Team
•
Provide coordination and assistance with community programs through
Community Fire Servicing Program
IMPACT OF REDUCED RESOURCES
Eight ( 8) Firefighter positions are vacant due to retirements . This has resulted in the
following :
•
Added overtime in Suppression
•
Increased fatigue from added shifts per person
•
Paramedics held in for up to four shifts/ 96 hours
Vehicle Replacement Fund - No contributions have been made for two years .
•
Vehicles are not replaced as originally scheduled, older vehicles remain in fleet .
•
Postpones vehicle sales, reducing resale value due to added age .
Page 58
Final Budget
FIRE PREVENTION
GOALS
The Fire Prevention Division's goal is to provide fire prevention, investigation,
enforcement and public education services to the citizens of the City of Vallejo in the
most efficient and effective manner.
STRUCTURE AND SERVICES
Four ( 4) sworn and two ( 2) civilians are assigned to the Fire Prevention Division . Duties
of the staff include investigation of all fires ; plan review and inspection services ;
inspection of facilities for compliance with fire, building and health/ safety codes ; public
education; new business inspection ; training on fire extinguishers and emergency
evacuation procedures .
OBJECTIVES FOR FISCAL YEAR 2005- 2006
•
Offer fire safety education programs in the Vallejo school system
•
Continue to assist new businesses on Mare Island in meeting applicable codes
•
Participate in community events
•
Respond to requests for arson investigations throughout the City of Vallejo in
order to increase arson conviction rates
•
Evaluate duties of inspection and support staff and realign as necessary
•
Continue Juvenile Fire setter Program and Arson Control Program
•
Upgrade inspection forms and code materials to insure compliance with current
Fire Code
IMPACT OF REDUCED RESOURCES
An Administrative Clerk II Fire Prevention position was eliminated due to budget cuts in
Fiscal Year 2004/ 2005 . This is the second of three clerical support positions lost . The
loss of this position resulted in :
•
Reorganization of duties assigned to remaining staff, Secretary and Senior Code
Enforcement Officer, who defer their regular assignments
•
Reductions of hours Fire Prevention Office open to public.
•
Fire Prevention Inspectors do own filing- reducing time they are available for
inspections, investigations, plan checks, school programs, etc .
•
Public relations and education programs reduced
Page 59
Final Budget
FIRE TRAINING
GOALS
The Fire Training Division's goal is to prepare Fire Department personnel to safely and
effectively respond to and mitigate any and all emergency situations that arise within
and affect the citizens of Vallejo .
STRUCTURE AND SERVICES
Three ( 3) employees are assigned to the Training Division and they are responsible for
training for Fire Department personnel . Training includes courses to meet state/ federal
mandates, disaster preparedness needs and familiarization with the Standardized
Emergency Management System. The Training Division is also responsible for the
Firefighter Academy; Apprenticeship Program ; the Firefighter Trainee Program ;
maintaining skills for personnel and preparing personnel for promotional opportunities .
OBJECTIVES FOR FISCAL YEAR 2005- 2006
•
Evaluate and improve on- going training programs throughout the department
•
Endeavor to meet local, state and federal training mandates
•
Establish employee development through supervisor training
•
Assist Emergency Preparedness Manager in providing training in emergency
preparedness and response
•
Continue coordination and refinement of the Firefighter Trainee Program
•
Develop Confined Space and Medium Rescue programs
•
Continue Water Rescue Training Program
•
Continue training for hazardous materials team training
IMPACT OF REDUCED RESOURCES
The Secretary in Training Division position was the third clerical position eliminated in
Fiscal Year 2004/ 2005 . The position was not filled when the incumbent retired .
• Reorganization of duties assigned to remaining staff, Assistant Fire Chief, Fire
Captain, Administrative Analyst II, Executive Secretary, Administrative Clerk II,
who defer their regular assignments
•
Assistant Chief and Captain have reduced time to devote to planning and
presenting training programs for Firefighters .
•
Delay/ discontinue federal, state and locally mandated training
•
Payment of all Fire Department bills ( except Fire Prevention) previously assigned
to Secretary, moved to Administrative Analyst II duties, with assistance from
Administrative Clerk II .
•
Executive Secretary moves to Fire Training bi- weekly for one day clerical help .
Page 60
Final Budget
WEED ABATEMENT
GOALS
The Weed Abatement Division's goal is to mitigate weed and litter problems throughout
the City and County areas of Vallejo .
STRUCTURE AND SERVICES
The Weed Abatement Division has one ( 1) Senior Code Enforcement Officer assigned.
Duties include investigation of complaints regarding weeds and/ or litter ; site inspections
to insure compliance with ordinances ; education of property owners on their
maintenance responsibilities, coordination of abatement of hazards on city- owned and
private property.
OBJECTIVES FORFISCAL YEAR 2005- 2006
•
Maximize the number of owner/ tenant maintained properties
•
Develop and distribute public education handout materials
Page 6 1
Final Budget
PARAMEDIC SERVICES
GOALS
The Paramedic Division's goal is to provide Advanced Life Support ( ALS) Medical
Services in a timely manner to all citizens of the City of Vallejo . This is accomplished by
having one ( 1) Paramedic on each of Vallejo's eight ( 8) Engine Companies .
STRUCTURE AND SERVICE
The Emergency Medical Coordinator heads the Paramedic Division . The division has
one half- time Administrative Clerk position . Twenty- six ( 26) firefighter paramedics ( from
Suppression Division) are assigned to eight ( 8) Vallejo engine companies . Each
company has a paramedic assigned to provide Advanced Life Support to the citizens of
Vallejo on a daily basis .
OBJECTIVES FOR FISCAL YEAR 2005- 2006
•
Provide on- going continuing education for paramedics and emergency medical
technicians ( EMT) to maintain skills and certification .
•
Develop computerized charting program that will improve charting skills,
decrease paperwork and develop a database for evaluating performance .
• Institute a Cardio Pulmonary Resuscitation Program ( CPR) for the Vallejo Fire
Department to provide recertification for personnel . Expand the program to
deliver CPR to the community by utilizing trainees as instructors .
Update and stock the reserve engines with Automated Emergency Defibrillators
( AED) and Basic Life Support ( BLS) medical equipment .
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Final Budget
EMERGENCY SERVICES
GOALS
The Emergency Services Division's goal is to guide the City of Vallejo in planning and
preparation for a disaster.
STRUCTURE AND SERVICES
The Emergency Preparedness Manager is responsible for maintaining and
implementing the City of Vallejo Emergency Operations Plan ; relocating the current
Emergency Operations Center ( EOC) ; training City employees on emergency
preparedness, mitigation, response and recovery; performing other duties as directed
by the Fire Chief.
OBJECTIVES FOR FISCAL YEAR 2005- 2006
•
Continue to upgrade current Emergency Operations Center ( EOC) for interim use
until a permanent EOC can be developed
•
Solicit grants for emergency preparedness and mitigation activities
• Train City employees on their duties during a disaster as referenced in the
Emergency Operations Plan, the Standardized Emergency Management System
( SEMS), and the National Incident Management System ( NIMS) .
•
Develop plans for mitigation of disaster related hazards throughout Vallejo
•
Develop plans for disaster recovery activities
•
Develop plans to establish Citizen's Emergency Response Teams ( CERT)
throughout the City of Vallejo
IMPACT OF REDUCED RESOURCES
The Emergency Preparedness Manager Position was never filled on full- time basis and
was eliminated from the Fiscal Year 2004/ 2005 budget . Duties in the division were
handled by a retired Deputy Chief on a contract basis and an employee on light duty .
The Fire Chief and various staff members continue to handle minimal duties in this area .
The inability to fill the position causes limited disaster planning/ training and limited
pursuit of grants for emergency planning .
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Final Budget
FIRE DEPARTMENT
PERSONNEL SUMMARY
( a) One ( 1) Deputy Chief retiring in October 2005 - position to remain vacant for FY 2005/ 06
( b) Frozen clerical positions- Two ( 2) Administrative Clerk II positions, One ( 1) Secretary
( c) One ( 1) Assistant Fire Chief retiring - One ( 1) Assistant Chief from Fire Prevention to fill position
( d) One ( 1) Fire Captain from Training transferred to Suppression for FY 2005/ 06 ( same as FY 2004/ 05)
( e) Two ( 2) Firefighters temporarily overhired in 2002/ 03- authorized by City Council to start Paramedic Program
( f) One ( 1) Fire Prevention Inspector transferred to Suppression for 2005/ 06 added to Firefighters
( g) Code Enforcement Officer reclassified to Senior Code Enforcement Officer in FY 2003/ 2004
( h) Frozen Emergency Preparedness Manager - never filled on permanent basis
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Final Budget
APPROVED APPROVED APPROVED
ADMINISTRATION 2003- 2004 2004- 2005 2005- 2006
Fire Chief 1 1 1
Deputy Fire Chief ( a) 2 2 2
Administrative Analyst II 1 1 1
Executive Secretary 1 1 1
Administrative Clerk II ( b) 1 0 0
6 5 5
SUPPRESSION
Assistant Fire Chief ( c) 3 3 3
Fire Captains ( d) 27 28 28
Fire Engineers 27 27 27
Firefighters ( e), ( f) 45 42 38
102 100 96
PREVENTION
Assistant Fire Chief ( c) 1 1 1
Fire Prevention Inspector ( f) 3 2 2
Secretary 1 1 1
Administrative Clerk II ( b) 1 0 0
6 4
TRAINING
Assistant Fire Chief 1 1 1
Fire Captain ( d) 2 1 1
Secretary ( b) 1 0 0
4 2 2
WEED ABATEMENT
Senior Code Enforcement Officer ( g) 1 1 1
Code Enforcement Officer 0 0 0
1 1 1
PARAMEDIC
Emergency Medical Coordinator 1 1 1
Administrative Clerk II 0.5 0.5 0.5
1 .5 1 .5 1 .5
EMERGENCY SERVICES
Emergency Preparedness Manager ( h) 1 0 0
Administrative Clerk II 0.5 0.5 0.5
1 .5 0.5 0.5
TOTAL FIRE DEPARTMENT 122 114 110
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Final Budget
FIRE DEPARTMENT
SUMMARY
FY 2004 FY 2005 FY 2006
EXPENDITURES ACTUAL ESTIMATE APPROVED
Personnel 19,453,500 19,439,600 20,789,800
Operations 1,125,500 1,421,400 1,269,700
Total Expenditures 20,579,000 20,861,000 22,059,500
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Final Budget
FIRE DEPARTMENT
FY 2004 FY 2005 FY 2006
EXPENDITURES
ADMINISTRATION
Personnel
ACTUAL
906,500
ESTIMATE
940,500
APPROVED
865,400
Operations 254,400 121,600 142,300
Total Administration 1,160,900 1,062,100 1,007,700
SUPPRESSION
Personnel 16,615,000 17,130,400 18,164,900
Operations 640,300 1,069,200 768,700
Total Suppression 17,255,300 18,199,600 18,933,600
PREVENTION
Personnel 954,800 657,800 855,800
Operations 38,200 84,700 94,100
Total Prevention 993,000 742,500 949,900
TRAINING
Personnel 610,400 416,600 584,200
Operations 39,700 21,000 49,600
Total Training 650,100 437,600 633,800
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Final Budget
FIRE DEPARTMENT
FY 2004 FY 2005 FY 2006
EXPENDITURES ACTUAL ESTIMATE APPROVED
WEED ABATEMENT
Personnel 107,000 107,900 122,900
Operations 64,200 39,100 104,200
Net Costs
Total Weed Abatement 171,200 147,000 227,100
PARAMEDIC PROGRAM
Personnel 207,400 159,300 165,600
Operations 75,700 85,100 110,800
Total Paramedic Program 283,100 244,400 276,400
EMERGENCY SERVICES
Personnel 52,400 27,100 31,000
Operations 13,000 700
Total Emergency Services 65,400 27,800 31,000
TOTAL DEPARTMENT 20,579,000 20,861,000 22,059,500
GOAL
Provide professional law enforcement services that enhance, protect, and promote the quality
of life for persons residing, visiting, or doing business in the City of Vallejo .
STRUCTURE AND SERVICES
The Police Department consists of the Management Support Division, the Bureau of Field
Operations, and the Bureau of Investigations . The Department now has an authorized
personnel strength of 149 sworn officers and 60 full time civilian positions . These figures
reflect a reduction of 10 officers and 13 civilian positions which occurred during Fiscal Year
2004- 05 as a result of budget cutbacks. In addition to these 23 positions, 8 sworn and 5
civilian positions are now vacant. The proposed Fiscal Year 2005- 06 budget provides for
filling these vacancies on a staggered schedule over the course of the coming year.
The Bureau of Field Operations includes the Patrol and Traffic Divisions . Patrol Division staff
members provide 24 hour proactive and preventative patrol, response to calls for service, and
preparation of crime and incident reports . Traffic Division officers conduct regular patrol and
traffic enforcement operations, coordinate the VETO ( Vallejo Enforcement of Traffic Offenders)
Program, respond to and investigate traffic collisions, and coordinate police services for
special events.
The Bureau of Investigations consists of Community Services, Detective, Support Services,
and Youth Services Divisions. Services provided include investigations, community outreach,
business liaison, narcotics operations, juvenile police probation program, police and fire
communications, records, data automation, evidence and volunteer services .
The Management Support Division provides personnel and financial services, coordination of
Department training ; administration of rules, policies, and procedures ; public information
services; and investigation of citizens' complaints and other internal matters .
OBJECTIVES
• Budget cutbacks during the past fiscal year, which include elimination of 23 positions and
the " freezing" of all vacant positions have impacted our ability to maintain service levels .
Services affected include reduced hours of operation for the public at the front desk and
community stations . Other impacts include increased overtime for patrol services .
• Further staffing reductions which may occur will result in additional service reductions and
reduced crime prevention capability. However, our primary goal will continue to respond to
over 65,000 calls for emergency services and maintain an average response time of less
than 5 minutes for Priority 1 calls . In addition, we will continue to process 33,000 police
crime and incident reports and make approximately 300,000 citizen contacts .
POLICE DEPARTMENT
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Final Budget
POLICE DEPARTMENT
PERSONNEL SUMMARY
Several authorized sworn and civilian positions are currently vacant . In order to meet
reduced budget funding levels, these positions will be filled in phases over the course
of Fiscal Year 2005- 2006 .
Page 69
Final Budget
FY 2004
APPROVED
FY 2005
APPROVED
FY 2006
APPROVED
Police Chief 1 1 1
Police Captain 2 2 2
Police Lieutenant 11 11 11
Police Sergeant 20 20 21
Police Corporal 21 20 20
Police Officer 100 91 94
155 145 149*
Account Clerk II 2 2 2
Admin. Analyst 1 1 1
Admin. Clerk 4 0 0
Communications Manager 1 1 1
Computer Information Tech 1 1 1
Computer Systems Administrator 1 1 1
Crime Analyst 1 1 1
Communications Supervisor 4 4 4
Communications Operator 24 23 23
Executive Secretary 1 1 1
Police Assistant 11 8.5 10.5
Police Clerk 14 11 14
Police Clerk Supervisor 1 1 1
Records Supervisor 1 0 0
Sr. Admin . Clerk 6 5 5
73 60.5 65.5
TOTAL 228 205.5 214.5
POLICE DEPARTMENT
SUMMARY
Page 70
Final Budget
FY 2004
ACTUAL
FY 2005
ESTIMATE
FY 2006
APPROVED
EXPENDITURES
Personnel 27,876,700 28,480,300 30,774,000
Operations 3,525,300 3,299,700 4,368,200
Debt Service for CAD System 538,000
Total Appropriations 31,402,000 31,780,000 35,680,200
POLICE DEPARTMENT
Note: All personnel costs are in Administration .
Page 7 1
Final Budget
FY 2004 FY 2005 FY 2006
EXPENDITURES ACTUAL ESTIMATE APPROVED
ADMINISTRATION
Personnel 27,876,700 28,480,300 30,774,000
Operations 848,500 919,000 1,366,600
Debt Service for CAD System 538,000
Total Expenditures 28,725,200 29,399,300 32,678,600
INVESTIGATION
Operations 519,400 561,600 668,000
OPERATIONS
Operations 1,655,700 1,345,300 1,954,000
NON DEPARTMENTAL
Operations 501,700 473,800 379,600
TOTAL DEPARTMENT 31,402,000 31,780,000 35,680,200
PUBLIC WORKS DEPARTMENT/ DIRECTOR
GOALS
The goals of the Director's division are to plan, direct, manage and oversee the
activities and operations as well as provide general administrative direction for the four
divisions of the department . Those divisions include engineering, transportation, water
treatment and distribution, all phases of maintenance, landscape maintenance districts
and the marina .
STRUCTURE AND SERVICES
The Director manages the development and implementation of the Department's
goals, objectives, policies and priorities, as well as determining appropriate service
and staffing levels and allocating resources as required for the best service and
delivery methods and procedures . The Director also represents the department to the
City Manager, other departments, elected officials and outside agencies, as required .
The division also prepares and presents staff reports and other necessary
correspondence pertaining to department matters . The division responds to and
resolves difficult and sensitive citizen inquiries and complaints and otherwise
represents the City on all issues related to Public Works. The division provides clerical
and counter support to the Engineering Division, as well as the administrative direction
for the entire department .
ACCOMPLISHMENTS IN FISCAL YEAR 2004- 2005
•
Completed construction of the Georgia Street Extension/ Unity Plaza
Enhancement Project as one of the initial phases of the Vallejo Waterfront
Master Plan .
•
Completed construction of the Capitol Street Extension from Mare Island Way
to the City Hall parking lot .
•
Completed installation of ADA- compliant curb ramps and sidewalks in various
citywide locations under the Community Development Block Grant Program .
•
Completed seismic upgrades and other improvements to Fire Stations 1 and 3 .
•
Began construction of the Columbus Parkway, Phase 2 Improvement Project
between Ascot Parkway and Blue Rock Springs Park .
•
Approved new water rates for City's water users in order to provide for future
infrastructure improvements and stabilize the City's Water Enterprise Fund .
•
Continued working with environmental and regulatory agencies, as well as
residents adjacent to the creek, regarding Suisun Creek for future use of Lake
Curry water .
•
Delivery of the new, additional high speed ferry, to provide the City of Vallejo
with a fourth high speed boat, for backup service in 2004 and eventual
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Final Budget
incorporation into the existing fleet .
•
Purchase and installation of particulate matter and oxides of nitrogen reduction
on city busses .
•
Approval of amendment to the existing contract with Vallejo Citizens Transit
Corporation to address deficiencies and meet the requirements of the Express
Bus Service.
•
Implementation of new traffic impact mitigation fees for new development .
•
Repaired 1,680 square feet of sidewalk, and repainted/ restriped 145,000 lineal
feet of roadway.
OBJECTIVES FOR FISCAL YEAR 2005- 2006
•
Implementation of a plan for the resolution to the operation and management of
the Vallejo Municipal Marina .
•
Start construction of the Wilson Avenue, Phase 2 Street Improvement Project,
and complete installation of water, sewer, and storm drainage utilities .
•
Installation of port security improvements at the ferry terminal and at ferry
maintenance facilities on Mare Island .
•
Lobby for funding for operation and maintenance of ferries, as well as work
toward funding for the City of Vallejo's intermodal and ferry maintenance
facilities .
•
Preliminary design of domestic pipeline to Lake Curry and possible resolution of
Suisun Creek issue to allow for transmission of water to Vallejo from Lake
Curry.
•
Continue design and construction of public works and water system
improvements in accordance with approved Capital Improvement Program .
Improve funding options for Transportation Fund through various options, as
outlined in " Transportation Action Plan" .
•
Continue to work with the developers in developing the Downtown, Waterfront,
and Mare Island improvements .
•
Expand the City's energy management system to include more public buildings
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Final Budget
PUBLIC WORKS ENGINEERING DIVISION
CAPITAL IMPROVEMENT SECTION
GOALS
Provide efficient and effective engineering design, construction administration and
inspection services for the City's Capital Improvement Program ( CIP) as well as
implement, maintain and administer the City Geographic Information System ( GIS) .
STRUCTURE AND SERVICE
Under the direction of the City Engineer, the CIP Section provides engineering design,
construction administration and inspection services for all capital improvement projects
in the City . The CIP section provides engineering services for : preparation of plans,
specifications and construction cost estimates ; administration and inspection of
construction contracts for City capital improvements projects ; preparation of requests
for proposals and coordination with private engineering and architectural firms for
those projects requiring external professional service ; monitoring of the City's
Affirmative Action Program and Contract Compliance for Public Works projects ;
responses to public requests for engineering information ; maintenance of City
engineering records, plans, data, surveys ; and implementation, maintenance and
administration of a Geographic Information System ( GIS) for the City .
ACCOMPLISHMENTS IN FISCAL YEAR 2004- 2005
•
Completed construction of the Georgia Street Extension / Unity Plaza
Enhancement Project as one of the initial phases of the Waterfront Master Plan .
•
Completed construction of the Capitol Street Extension from Mare Island Way
to the City Hall parking lot .
•
Completion of diesel fuel system, waste oil system, oil/ water separator
upgrades at the Vallejo Transit Maintenance and Operations Facility .
•
Completed improvements to the Fire Drill Training Tower on Curtola Parkway .
•
Completed improvements to Hermosa Street and Calaveras Street under the
Community Development Block Grant Program ( CDBG) .
•
Completed improvements to Halliday Street under the CDBG Program.
•
Completed installation of ADA compliant curb ramps and sidewalks in various
citywide locations under the CDBG Program .
•
Completed seismic upgrades and other improvements to Fire Stations 1 and 3 .
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Final Budget
• Began construction of the Columbus Parkway, Phase 2 Improvement Project
between Ascot Parkway and Blue Rock Springs Park .
•
Began construction of sanitary sewer trunk main and pump station
improvements in Railroad Avenue on Mare Island under the Mare Island
Sanitary Sewer Rehabilitation Project .
•
Completed removal and demolition of city owned structures along the west side
of Wilson Avenue, in preparation for the future street improvement project .
•
Completed plans and specifications for the Wilson Avenue, Phase 2
Improvement Project between Hichborn Drive and Lighthouse Drive .
•
Complete plans and specifications for the installation of improvements on
Admiral Callahan Way at Tennessee Street .
OBJECTIVES FOR FISCAL YEAR 2005- 2006
•
Start construction of the Wilson Avenue, Phase 2 Street Improvement Project,
and complete installation of water, sewer, and storm drainage utilities .
•
Continue construction of the widening improvements to Columbus Parkway
from Ascot Parkway to Blue Rock Springs Park .
•
Complete design and begin construction on the upgrades to the Driving Range
at the Blue Rock Springs Golf Course .
•
Complete installation of improvements on Admiral Callahan at Tennessee
Street .
•
Complete construction of sanitary sewer trunk main and pump station
improvements in Railroad Avenue on Mare Island under the Mare Island
Sanitary Sewer Rehabilitation Project .
•
Continue design and construction of public works and water system
improvements in accordance with approved Capital Improvement Program .
•
Begin the design the Curtola/ Lemon Park & Ride Structure .
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Final Budget
PUBLIC WORKS DEPARTMENT ENGINEERING DIVISION
CURRENT DEVELOPMENT SECTION
GOALS
Provide efficient and effective review of maps to ensure compliance with the
Subdivision Map Act and Vallejo Municipal Codes and to review plans and provide
inspection of construction for improvements associated with private developments to
ensure compliance with Vallejo City Standards .
STRUCTURE AND SERVICES
Under the direction of the City Engineer this Section provides private development
plan review and inspection services . This Section provides engineering services in the
following areas : review and process subdivision, site development, grading and
encroachment permit requests which includes plan checking, preparing developers'
agreements, issuing permits, establishing/ collecting fees, private development
construction inspection, acceptance of public improvements and warranty period follow
up; assist in the review and update of Public Works regulations, standard
specifications and the City's Subdivision Ordinance ; answer flood hazard information
requests and engineering standard specification questions ; respond to public
complaints and inquires ; process street abandonment, dedications and easement
quitclaims ; assign new address to properties and correct addresses and street names ;
administer assessment, benefit and fee districts established for private development .
ACCOMPLISHMENTS IN FISCAL YEAR 2004- 2005
•
More than 36 major projects/ subdivisions were reviewed and approved
including completion and acceptance of nine projects/ subdivisions . In addition,
425 single- family plot plans were reviewed and approved, 118 excavation
permits were issued, 38 grading permits were processed, 41 encroachment
permits were processed, and 98 sidewalk permits were processed . Plans and
final map for the second subdivision as well as Flagship Drive/ Azuar Drive on
Mare Island were approved and construction began.
OBJECTIVES FOR FISCAL YEAR 2005- 2006
•
The following major Subdivisions/ Projects are scheduled for review and
approval in FY 2005/ 06.
• Several Parcels in the Northgate Development should be under construction
including the Hyde Park Subdivision, three auto dealerships and possibly the
Solano Community College campus .
•
Several subdivisions within the Hiddenbrooke development will be under
construction . Development plan and/ or map reviews are expected for Bordoni
Ranch and Garthe Ranch on Columbus Parkway.
• Improvement plan and map review, construction inspection and coordination of
infrastructure improvements for Mare Island, the Waterfront and the Downtown
developments will continue to increase the workload of this section . Citywide
Page 76
Final Budget
review and coordination of improvements for infill or redevelopment parcels will
also continue.
•
Continue to work with Development Services Department to streamline and
improve the Current Development process .
Page 77
Final Budget
PUBLIC WORKS DEPARTMENT ENGINEERING DIVISION
TRAFFIC ENGINEERING SECTION
GOALS
The goal of the Traffic Section of the Public Works Engineering Division is to monitor
the City's streets, City owned parking lots, and traffic control devices ( traffic signals,
striping, street and intersection capacity, accident rates, citizens' requests/ complaints
and traffic signs) and make recommendations to upgrade the traffic infrastructure to
accommodate City's traffic needs . Coordinate with State, Federal, Solano County
Transportation Authority ( STA), and Metropolitan Transportation Commission ( MTC) in
regard to regional traffic improvement programs.
STRUCTURE AND SERVICES
The Traffic Section maintains records of traffic volumes and accidents ; evaluates
traffic signal operation and timing ; and provides traffic warrants for identified high-accident
locations and citizens' requests . The Traffic Section also prepares plans and
specifications, construction estimates and contacts, and administers traffic signal
projects, intersection, and street and traffic safety improvement projects . In addition,
this section prepares ordinances and programs, in coordination with STA, to comply
with the State's Clean Air and Congestion Management Programs to retain the ability
to obtain various State and Federal funds for City Traffic Improvement and traffic
safety programs. And in cooperation with the Current Development Section, the
Traffic Section reviews private and other city agencies' development projects and
prepares conditions of approval for necessary street and traffic improvements .
ACCOMPLISHMENTS IN FISCAL YEAR 2004- 2005
•
Completed City wide Speed Survey Studies as required every five years .
•
Completed a Project Study Report and Project Report for the American Canyon
Road/ Hiddenbrooke Parkway/ I- 80 Interchange .
•
Continued to coordinate with Caltrans to complete construction work for
Highway 37 Freeway Project between Napa River Bridge and Mini Drive .
•
Continued to provide traffic engineering input for the Environmental Studies for
Mare Island, Downtown and Water Front Developments .
•
Reviewed three new traffic signal plans and constructed two new traffic signals .
•
Continued to review and update school area traffic signs and striping .
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Final Budget
OBJECTIVES FOR FISCAL YEAR 2005- 2006
• Continue to update and maintain Traffic Engineering records of traffic volume
map, traffic accident file, and traffic signal inventory for inclusion into the City's
GIS .
•
Continue to maintain and improve the computerized communication system to
coordinate traffic signals throughout the City of Vallejo .
•
Continue to evaluate traffic signal operations and timing by using newly
developed computerized traffic signal communication system for entire City .
•
Continue to coordinate with Caltrans to monitor Highway 37 and Carquinez
Bridge ( bike and pedestrian path) construction projects .
•
Update the Traffic Study for the American Canyon Road/ Hiddenbrooke
Parkway/ I- 80 Interchange for the Project Study Report .
•
Complete improvements at two traffic signals at the intersections of Tennessee
Street/ Broadway and Tennessee Street/ Tuolumne Street intersections . Both
projects funded by Hazard Elimination Grant .
•
Apply for a Hazard Elimination Grant to make traffic signal improvements at the
intersection of Georgia Street and Alameda Street .
•
Complete improvement project at the intersection of Redwood Street/ Admiral
Callaghan Lane/ I- 80 eastbound on and off ramps .
•
Continue providing traffic engineering support for the Current Development and
CIP Sections .
•
Continue to provide traffic engineering input for the Environmental Studies for
Bordoni Ranch and Garthe Ranch Subdivision project.
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Final Budget
PUBLIC WORKS, MAINTENANCE DIVISION
BUILDING MAINTENANCE SERVICES
GOALS
Maintain City buildings and building systems to provide efficient, safe, functional facilities
for use by City employees and the public with particular attention being given to both
short- and long- term needs of these facilities .
STRUCTURE AND SERVICES
The Buildings Division is responsible for all building maintenance activities . The Division
performs a wide variety of building maintenance activities including work on structural,
plumbing, electrical, heating, ventilation, air conditioning, underground fueling systems
and building systems throughout the City . The Division is also responsible for managing
several contracts associated with building maintenance activities, such as, janitorial
service, generator maintenance service, pest control service, and security service .
The Division is headed by the Assistant Maintenance Superintendent/ Facilities and is
supported by a Building Maintenance Supervisor and three ( 3) Building Maintenance
Workers .
ACCOMPLISHMENTS IN FISCAL YEAR 2004- 2005
•
Re- carpeting of the John F . Kennedy Library .
•
Re- roofing and waterproofing of the Florence Douglas Senior Citizen Center .
•
Upgrading the emergency generator system at Fire Station # 26 .
•
Replacing the Uninterrupted Power Supply ( UPS) System for the Police
Departments 911 Service.
•
Installation of an Energy Management System for Fire Station # 28 .
OBJECTIVES FOR FISCAL YEAR 2005- 2006
•
Develop a Short and Long Range Maintenance Plan for City Facilities .
•
Work with the Community Development Department to establish a plan for funding
the maintenance of leased facilities .
Expand the Energy Management System to include additional public buildings .
IMPACT OF RESOURCE REDUCTION
The Building Maintenance Division staffing was reduced in Fiscal Year 03- 04 and was
required to operate with one vacant position for a good portion of Fiscal Year 04- 05 . This
resulted in reduced preventive maintenance, reduced station monitoring and an inability
to make necessary repairs to essential assets . This has made us much more subject to
unscheduled failures, which can damage necessary components as well as affect the
availability of facilities to City employees and the general public for day- to- day operations .
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Final Budget
PUBLIC WORKS, MAINTENANCE DIVISION
STREET MAINTENANCE SERVICES
GOALS
The goal of the Streets Division is to maintain the City streets, sidewalks, and right of
ways in a safe, usable condition .
STRUCTURE AND SERVICES
The Streets Division is responsible for all street maintenance activities and for managing
the City's Pavement Management System . The Streets Division provides street sweeping,
patching, crack sealing, and pothole repair on all City streets and water facility access
roads. This division is also responsible for all sidewalk repair and maintenance activities .
This division is headed by the Assistant Maintenance Superintendent/ Streets and
supported by a Public Works Supervisor, two heavy equipment operators and seven
maintenance workers .
ACCOMPLISHMENTS IN FISCAL YEAR 2004- 2005
•
Repaired 1,680 square feet of sidewalks .
•
Completed the annual inspection requirements for maintenance of the Pavement
Management System .
•
Constructed recycle bins for the construction waste recycle program .
OBJECTIVES FOR FISCAL YEAR 2005- 2006
•
Continue to target major arterial and collector streets for street repair .
•
Re- evaluate existing priorities to determine most effective means of providing
required services with severely reduced workforce .
IMPACT OF RESOURCE REDUCTIONS
•
Annual five year sidewalk repair program grossly under funded .
•
Residential streets and alleys are not being maintained unless major hazard exists .
•
Ninety ( 90) percent of recommended street crack sealing cannot be accomplished
with existing resources .
•
Slurry sealing programs eliminated .
•
Sidewalk grinding program eliminated .
Page 8 1
Final Budget
PUBLIC WORKS, MAINTENANCE DIVISION
TRAFFIC CONTROL MAINTENANCE SERVICES
GOALS
The goal of the Traffic Division is to maintain the City traffic signs, roadway markings,
traffic control systems and street lighting systems in a safe, functional condition .
STRUCTURE AND SERVICES
The Traffic Control Division provides a full range of traffic signal and street lighting
maintenance activities throughout the City. They also maintain all regulatory, warning and
informational signs within the City. Street centerline striping and miscellaneous roadway
markings are also maintained by this division . This division is also responsible for graffiti
abatement on all public facilities and in public right- of- ways .
This division is headed by the Assistant Maintenance Superintendent/ Streets and
supported by a Public Works Supervisor, four signal and lighting technicians and four
maintenance workers .
ACCOMPLISHMENTS IN FISCAL YEAR 2004- 2005
•
Re- painted/ re- striped approximately 145,000 linear feet of roadway .
OBJECTIVES FOR FISCAL YEAR 2005- 2006
• Re- evaluate and modify our current system of priorities regarding various signage,
markings and striping throughout the City based upon the reduction in the amount
of labor hours available.
IMPACT OF RESOURCE REDUCTION
Street light re- lamp program has been eliminated .
Street name sign replacement program has been eliminated .
Graffiti removal program has been eliminated.
Asset inventory program has been eliminated .
All scheduled sign maintenance has been eliminated ( except for stop signs) .
50 percent fewer Stop bars and legends were repainted .
Approximately 65 percent of school crosswalks cannot be repainted on an annual basis .
One paint crew and one sign crew have been eliminated .
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Final Budget
PUBLIC WORKS MAINTENANCE DIVISION,
GROUNDS MAINTENANCE SERVICES
GOALS
To maintain non- residential City street trees and the various landscaped areas upon City
properties in a healthy, safe, and aesthetically pleasing condition .