Budget. 2009-2010
Adopted Budget
City Manager: Greg Jones
City of Hayward
Administrative Staff
Appointed by City Council
City Manager Greg Jones
City Attorney Michael Lawson
City Clerk Miriam Lens
Department Directors
Assistant City Manager Fran David
Development Services Director David Rizk
Finance Director Debra Auker
Fire Chief Craig Bueno
Human Resources Director Debra Auker ( Acting)
Library Director Sean Reinhart ( Interim)
Maintenance Services Director Matt McGrath
Police Chief Ron Ace
Public Works Director Robert Bauman
Technology Services Director Clancy Priest
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City of Hayward
Elected Officials
The Mayor and six Council members represent Hayward residents, review public policy, and
adopt policies responsive to the community. The City Council generally meets the first,
third, and fourth Tuesday of each month at 8: 00 p. m. in Council Chambers, 2nd Floor of 777 B
Street, Hayward, CA 94541. The public is invited to attend Council meetings.
Michael Sweeney
Mayor
Term Expires 2010
Anna May
Council Member
Term Expires 2010
Kevin Dowling
Council Member
Term Expires 2010
Bill Quirk
Council Member
Term Expires 2012
Barbara Halliday
Council Member
Term Expires 2012
Francisco Zermeno
Council Member
Term Expired 2012
Olden Henson
Council Member
Term Expires 2012
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Table of Contents
Preface ............................................................................................................................... ...................... 1
Table of Contents ............................................................................................................................... ...... 5
Council Priorities and Initiatives ............................................................................................................... 7
Budget Message ............................................................................................................................... ..... 11
Financial Overview....................................................................................................................... .......... 27
Staffing Summary ............................................................................................................................... ... 43
City Attorney Department..................................................................................................................... 77
City Clerk Department ............................................................................................................................ 93
City Manager Department ................................................................................................................... 101
Development Services Department .................................................................................................... 143
Finance Department ............................................................................................................................. 167
Fire Department ............................................................................................................................... ... 199
Human Resources Department ........................................................................................................... 221
Library & Neighborhood Services Department ................................................................................... 241
Maintenance Services Department ..................................................................................................... 277
Mayor and City Council Department ................................................................................................... 317
Police Department ............................................................................................................................... 327
Public Works Department .................................................................................................................... 357
Technology Services Department ........................................................................................................ 399
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Table of Contents
Supplemental ............................................................................................................................... 411
Community Profile ................................................................................................................... 413
Local Agency Comparison ........................................................................................................ 419
Budget Policies and Practices .................................................................................................. 423
Financial Policies and Practices ............................................................................................... 429
Gann Appropriation Limit ........................................................................................................ 451
Capital Improvement Program ................................................................................................ 455
Glossary of Terms .................................................................................................................... 457
Budget Agenda Reports ........................................................................................................... 461
Budget Resolutions .................................................................................................................. 477
Personnel and Salary Resolution ............................................................................................. 505
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celebrating 10 years of service celebrating 10 years of service
Hayward City Council’s Priorities
– January 2009
Crime and Public Safety
BART Station Safety
Crime Prevention through Environmental Design
School Safety Partnerships, Youth Master Plan
Video Surveillance Alternatives
Disaster Preparedness
Implement Field Offices, North & South
SMASH Program
Revenue for Public Safety Staffing
Gang Injunction Implementation
Strengthened Enforcement
Land Use and Sustainability
Historic Preservation Ordinance
South Hayward BART Plan Revisited
City Center Project
Route 238 Land Use Study
Mt. Eden Annexation, Phase II
Climate Action Plan
Environmental Landscape Requirements
Residential Solar Funding &
Commercial Solar Program
Facilities Planning: Arts, Cultural Center,
Animal Control, Station 7, PD, Library
Mission Corridor Specific Plan
Recycled Water Use Evaluation, Conservation
‘ Seniors Only’ Mobile Home Park Ordinance
Housing Element Update
Cleanliness
Neighborhood Partnership Program
Administrative Citation Program Overhaul
Blight Elimination through RDA
Consolidated Public Nuisance Ordinance
Volunteer Programming Enhancements
Public Art Program
New Ordinance Implementation & Enforcement
Neighborhood Services Strategic Plan
Street Sweeping & Parking Enforcement
Revenue for Cleanliness Efforts
Ban of Car Sales in Public ROW
Support of KHCG Task Force
Organizational Health
Performance Accountability
Technology Strategic Plan
Permit Center Improvements
CRM Software Implementation
Boards, Commissions & Council
Committee Review
Fiscal Stability
Revenue Measure
Long Range Financial Planning
Financial Management Capacity
Targeted Economic Development,
Film & Media
Fiscal Crisis Management
Business Visitation Program,
Chamber Partnerships
Alternative Service Delivery Models
Buy Hayward First Program
Retail Attraction Strategy
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NSI FSI OCI
Neighborhood Services, Fiscal Stability and Organizational Change Initiatives
Neighborhood Services Initiative
Element 1: Reorganization of Departments to
Create Focus on Neighborhoods
• Integration of Neighborhood Services Programs ( structure to be determined)
• Integration of Maintenance Services operations ( structure to be determined)
• Evaluate Animal Control Services organizational placement
Element 2: Creation and Strengthening of Adopted
Public Nuisance Ordinance
• Review for inclusion of all nuisance issues that are spread among other
ordinances, such as graffiti, weed abatement, inoperative vehicles, etc.
• Adopt Demolition element within public nuisance ordinance
Element 3: Legal Support of Abatement Proceedings
• Request City Attorney evaluate need and provide continued necessary
support for aggressive and immediate action to move to abatement after
administrative citation process is exhausted.
Element 4: Additional Staffing for Community Preservation Efforts
• Evaluate alternative funding sources with the goal to provide additional
code enforcement personnel to establish a Neighborhood Partnership
Program. Funding proposed to come from citation process and RDA
transfer with no General Fund impact as part of FY09 budget.
Element 5: Creation of Corridor Improvement Program
• Assign dedicated code enforcement personnel to major commercial
corridors, working with Planning Staff to ensure compliance with
original conditions of approval and enforce existing conditions.
Element 6: Creation of Neighborhood Partnership Program
• Development of a programmatic approach to establishing
neighborhood/ City relationship.
• Build system of integration of neighborhood needs with capital
improvement requests and 10- year CIP and establish neighborhood
project fund using surplus land sale as seed funding source as well as
increased RDA funding where possible.
Future Element: Police Staffing
• Consistent with the future Police Department Strategic Plan, create
neighborhood/ district policing offices with CSO staffing and
community meeting space in North, South and Central districts ( to be
determined) when resources become available.
Future Element: Neighborhood Leadership Academy
• Develop internal Neighborhood Leadership Academy for aspiring
neighborhood leaders that want to learn about how the City operates,
resource availability/ constraints, etc.
Fiscal Stability Initiative
Element 1: Balanced General Fund Budget Policy
• Take actions necessary to eliminate use of reserves by July 1, 2009
• Focus on efficiency improvements and employee innovations
• Saving jobs top priority, but reduction of staff may be necessary
• Attrition first goal in reducing staffing numbers
• May recommend retirement enhancement to induce departures
Element 2: Long Range Financial Plans
• Council adoption of long range financial planning fiscal policy
• Development of General Fund 10- year Financial Plan
• Development of 10- year Financial Plans, Other major funds
Element 3: Internal Service Fund Establishment
• Fleet Replacement
• Facilities Replacement ( components and capacity)
• Technology Replacement ( components and capacity)
• Liability/ Workers Compensation
• Retiree Medical Liability Fund
• Determine estimated annual funding requirements for each fund
• Use available one time monies as seed funding for establishing funds
and build reserves over the 10- year plan
Element 4: Capital Improvement Program ( CIP)
• Development of 10- year CIP
• Include operating cost obligations associated with projects
• Identify alternative funding sources for needed improvements
• Maximize Redevelopment investments
Element 5: Performance Based Budgeting ( PBB)
• Establishment of outcome driven budgeting
• Inclusion of performance indicators ( qualitative measurements)
• Inclusion of task measurements ( quantitative measurements)
• Likely use of task force to develop
Element 6: Revenue Enhancement Efforts
• Establish full cost recovery as goal in appropriate areas
• Ensure fully- loaded charges to all funds back to General Fund
• Look at all possible/ legal alternative funding sources
• Propose revenue measure to public to support service level maintenance
• Review fees annually for all services and apply CPI
• Evaluate inter- jurisdictional partnerships/ fees for service ( fleet maintenance partnership, technology services partnerships, etc.)
Organizational Change Initiative
Element 1: Mission, Ambitions, and Values Task Force
• Creation of the MAV Employee Task Force to establish the
organization’s Mission, Ambitions and Values
Element 2: Innovations Task Force
• Creation of an employee task force to look at best practices and evaluate
for implementation ( underway)
Element 3: Management Achieving Performance System ( MAPS)
Implementation
• Implementation of performance planning and evaluation system for all
management and executive team staff ( underway)
Element 4: Departmental Realignment for Service Delivery
Improvement and increased accountability
• Develop budget recommendation to integrate all Maintenance Services
operations ( structure to be determined)
• Evaluate Development Services for possible integration of process
elements
• Integrate Neighborhood Services programs ( structure to be determined)
Element 5: Customer Service Task Force
• Creation of an employee task force to develop departmental customer
service action plan framework
Element 6: Accountability
• Active enforcement of personnel policies regarding work environment,
harassment, behavior, work habits, etc. Department Heads, managers,
and supervisors to be held accountable for ensuring personnel policies
are adhered to.
• The Human Resources Department will train at least two members of
their staff to assist departments in conducting administrative investiga-tions.
• Employee evaluations will be conducted regularly and in a quality
manner and will be reviewed by appropriate departmental staff
Element 7: Outcome Orientation Development
• A process to develop benchmarks for all program areas will be estab-lished
and included within future budget documents. Department
Heads and their managers will be held accountable for establishing,
measuring and working toward benchmark goals.
• Problem solving will become an organizational focus. “ We can if” will
replace “ We can’t because” within our organizational culture.
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May 22, 2009
Honorable Mayor and City Council:
I am presenting modifications to the second year of a two- year budget. The budget you
approved last year continues to represent major changes in the organization’s structure, financial
planning, and how we align resources for service delivery to our community.
This year has presented unique challenges, requiring us to continually revise and update our
approach to achieving ongoing financial stability for the organization. This has been
accomplished by focusing intensely on the health of our local economy and the impacts of a
severe state and national recession that have rippled through every sector of our economy.
ORGANIZATIONAL CHANGE: A NEW WAY OF DOING BUSINESS
This budget document incorporates the organizational changes implemented last year and also
includes additional significant changes, consistent with City Council priorities:
• The budget brings a focus on outcomes, including specific matrices that relate
departmental outcomes to Council priorities and initiatives. This budget serves as a
policy document that articulates objectives and expected outcomes from meeting those
objectives, rather than focusing on spending. Service delivery outcomes have been
updated for FY 2010.
• Departmental reorganizations are reflected within the budget structure. Key service
delivery program areas have been realigned to more effectively deliver service to the
community. The changes implemented last year include the shift of various programs to
form the Department of Maintenance Services, the Department of Library &
Neighborhood Services, and the Department of Technology Services, which has become
a stand- alone department rather than being under the City Manager’s Office.
• During the past year, we also restructured the Community and Economic Development
Department by creating a much more focused Department of Development Services,
comprised of planning and building services. The Redevelopment Agency, Housing, and
Economic Development programs are all now assigned to the City Manager’s Office.
• Internal service funds are included along with their commensurate charges for service
back to the operating departments in order to identify the true costs of providing services.
This will aid in our continuing efforts to identify service provision costs and more
Page 11 of 514
effectively manage these costs. Our internal charging structure continues to be refined in
this updated budget.
INTIATIVES IMPLEMENTED DESPITE ECONOMIC CHALLENGES
In January 2009, the City Council renewed their commitment to the Council Priorities developed
last year, which include:
􀂙 Crime and Public Safety
􀂙 Community Cleanliness
􀂙 Organizational Health
􀂙 Land Use and Sustainability
􀂙 Fiscal Stability
The budget describes how each department will support these Council Priorities and lists the
services delivery outcomes that are scheduled in FY 2010 work plans. During the current year
significant progress has been made on the Council Priorities. Accomplishments during the
current year, are outlined in the FY 2009 Departmental Performance for each area of City
services. Departmental Management Achievement Plans ( MAPS) are directly aligned to
Council’s priorities to focus our limited resources.
Some of the City- wide accomplishments include the implementation of the three initiatives
introduced last year: the Neighborhood Services Initiative, the Fiscal Stability Initiative, and the
Organizational Change Initiative. Each initiative outlines six to eight elements or objectives
describing action plans for each initiative. These initiatives have helped the organization prepare
for and manage the future to avoid the “ crisis- reaction- crisis” syndrome. These initiatives
articulate and activate Council’s vision in a strategic manner. The Council Priorities and
Initiatives are located in the budget document directly after the Table of Contents.
FISCAL STABILITY INITIATIVE
As part of the Fiscal Stability Initiative, the following financial management tools were
implemented to strengthen the City’s ability to manage the current economic crisis, and to better
anticipate and absorb or “ flatten” the negative effects of future economic fluctuations:
• Began long- range, 10- year financial planning. [ Element 2]
• Provided a budget that does not rely on the use of designated reserves, but rather
begins to systematically develop and sustain these reserves at levels in line with
Council policy and in response to City obligations. [ Element 1]
• Established internal service funds to operate and maintain internal operations,
including vehicles, buildings, and technology. [ Element 3]
• Established an integrated Ten- Year Capital Improvement Program ( CIP) beginning in
FY 2010 that is presented with the overall City budget, and which includes projected
operating costs that are included in the Ten- Year Financial Plans approved by
Council. [ Element 4]
• Completed a comprehensive fee study to reach Council’s 100% cost recovery policy
for non- general services. [ Element 6]
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City Reserves: The Fiscal Stability Initiative includes the adoption of critical fiscal policies that
were approved by Council last June. These policies include criteria for achieving a balanced
budget each year and setting goals for strengthening the City’s reserves for unforeseen
circumstances, capital replacements, and long- term liabilities. Staff has focused on reserve
preservation during the past eighteen months.
Economic Development: Due to the negative impact of the economy on our ability to deliver
services to the community, it is critical that the organization continue to look for opportunities to
expand our industrial, retail, and commercial economic bases. To further this effort, an
Economic Development Manager is starting in June to focus our Economic Development efforts,
revisit our Economic Development Strategic Plan, work on Hayward’s “ branding” efforts,
develop a “ Buy Hayward First” program, and serve as an ombudsman for business applicants
within our development process to expedite and facilitate commercial applications that support
our business community. The Economic Development Manager will report directly to the City
Manager to provide direct leadership, accountability, and priority on Economic Development
programming.
In addition, we are in the process of conducting a process analysis audit of our current planning
and building permit/ development review process. Having a predictable, reliable, and efficient
process will help those who want to do business in Hayward do so as smoothly and timely as
possible. Our “ open for business” sign needs to be polished up and displayed proudly.
Improving the reception prospective businesses receive from the City is a key element of
building such a reputation.
ORGANIZATIONAL CHANGE INITIATIVE
As part of the Organizational Change Initiative, the following actions were taken to increase the
health of the organization, and to take us to a new level in creating a culture of effectiveness and
efficiency, crucial to our ability to serve the community and maximize resources.
• Further departmental reorganizations were implemented including transitioning
the Community and Economic Development Department to Development
Services ( Planning, and Building) with Redevelopment Agency and Economic
Development moving to the City Manager’s Office. These changes bring greater
focus to certain services and enhance our service delivery as well as efficiency.
[ Element 4]
• Accountability was strengthened through implementation of the Management
Achieving Performance ( MAPS) system, aligning management’s goals directly to
Council priorities. [ Element 3]
• The Innovations Task Force evaluated over 300 suggestions/ ideas from
employees and implemented many of them to save dollars and validate employee
contributions to our improvement culture. [ Element 2]
• Two additional task forces will be launched in FY 2010 to continue change efforts
and highlight our commitment to improving customer service. [ Elements 1 & 5]
• Employee evaluations are emphasized and various personnel policies will
continue to be reviewed and updated. [ Element 6]
Page 13 of 514
• The budget document outlines service delivery outcomes consistent with Council
priorities. Further development of performance measures to be pursued with FY
2011 budget process. [ Element 7]
As mentioned previously, staff embarked on implementing the organizational change initiative,
which included several departmental reorganizations over the past year, to facilitate needed
change to the organization’s culture. The organization still has work to do internally before we
can provide superior services to our external customers in a manner consistent with community
expectations and standards. We have been shifting the focus of the organization to be able to
respond to our changing demands for service; for example, implementation of a Citywide
constituent response management system ( CRM) to better capture, track, and respond to requests
of community members.
We also identified the need to increase accountability within the organization. The Management
Achieving Performance System ( MAPS) has been implemented for all department heads and
managers. This performance planning and evaluation system is designed to link departmental
goals to Council’s priorities and initiatives, as well as link interdepartmental efforts to further
outcomes.
Employee task forces, similar to the Innovations Task Force that is already underway, will work
on developing an organization Mission, Ambitions, and Values statement. Another task force
will focus on Customer Service to redefine our views on who our customers are and how we can
serve them better. Our goal is to launch these task forces in FY 2010.
NEIGHBORHOOD SERVICES INITIATIVE
In support of the Neighborhood Services Initiative, a number of elements have been
implemented or are in process. Unfortunately, a number of goals have been put on hold due to
budget issues, but as resources become available, we will work toward implementation.
• The reorganization of code enforcement and social services to the new Department of
Library and Neighborhood Services has proven very successful. Due to the departure of
the Department Director, a temporary reorganization has been put into place, shifting
code enforcement to Maintenance Services and neighborhood programs to the City
Manager’s Office. The establishment of the Maintenance Services Department has
proven very effective in meeting our aggressive clean up goals. [ Element 1]
• Council adopted a more integrated approach to code enforcement through a consolidate
ordinance and strengthened administrative citation process. [ Element 2]
• The City Attorney’s Office has been an active partner in taking a much more aggressive
stance on abatement and other quality of life issues for our residents. [ Element 3]
• The Neighborhood Partnership Program has taken its first steps toward a standardized
model. Staff will be completing soon a strategic plan for our NPP that will outline
program expectations. [ Element 6]
• The Police Department Strategic Plan was adopted by Council and District Policing was
introduced with the opening of Northern and Southern district offices. [ Future Element]
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We have made some significant progress in connecting with our customers, particularly in our
neighborhoods, but more, much more, needs to be done in this area. Even while we face
significant financial challenges in our General Fund, we must find ways to provide resources to
strengthen our neighborhood services programming. This focus will move the community much
faster in its efforts to improve livability, making Hayward more attractive for the private
investment required to strengthen our local economy.
Associated with neighborhood livability, are our efforts to improve the physical appearance of
neighborhoods and commercial corridors: if it looks like nobody cares, nobody will, and
conditions quickly decline. An area that is cared for is less apt to deteriorate and tends to attract
investment. We need to be facilitators at one end of the spectrum in helping those who will
partner with us and enforcers on the other end of the spectrum when voluntary compliance fails.
Improved Neighborhood Response: The new Maintenance Services, and Library and
Neighborhood Services structure, identified above will assist the organization to better respond
to neighborhood concerns related to quality of life issues e. g., cleanliness, landscaping, repaired
streets and sidewalks, traffic mitigation, and to public safety concerns. We have had to put
ambitious plans to expand our programming aside due to financial constraints. However, when
resources do become available, we hope to increase code enforcement activities, with emphasis
on neighborhoods and critical corridors within the City.
Consistent with Council’s priorities related to neighborhoods and cleanliness, we had originally
planned to build a new team dedicated to commercial corridors. This, too, has been put on hold
due to our fiscal condition.
The Hayward Police Department strategic plan, adopted by Council this past year, brings a more
community oriented approach to policing, with an emphasis on improved presence in the
neighborhoods and a geographic orientation toward service delivery. This will improve
connections between the department and residents, as well as increase accountability among
staff. A specific program to address chronic “ problem properties” within the community has
been developed; Synchronized, Multi- Agency, Safe Housing, ( SMASH) and will receive
continuous support organization- wide for more sustainable impact.
Establishing Neighborhood Partnerships: Neighborhood partnerships have been forged to
varying degrees with Fairway Park, Schafer Park, Eden Gardens, Mt. Eden/ Palma Ceia- West,
and other neighborhood areas. We have many other neighborhoods awaiting the same level of
attention and interaction. Staff, in concert with the Mayor and Council, has developed the
beginnings of a “ neighborhood partnership model” to enhance communication with our
neighborhoods so that they are active partners in maintaining community livability standards and
independence. This will be become an even stronger programmatic focus in the next two years.
Staff is working on a neighborhood services strategic plan to better identify long- term program
elements and resource needs.
Public Art: A program was launched this past year with very limited resources. This has
included the implementation of the utility box art program on B Street, storefront art in empty
storefronts on B. Street, and mural installation.
Page 15 of 514
Last year, I proposed that the City establish a defined “ public art” program to assist in defining
and branding the City, and to create additional ambiance and character in the City, starting in the
downtown. An allocation of $ 90,000 to initiate this program was set aside in the first year from
the RDA budget, and will continue into the second year. In the future, staff will also be
developing recommendations regarding requirements to include public art in capital and
commercial projects to support public art efforts and improve aesthetics in the community.
THE BAD NEWS: ECONOMIC RECESSION CONTINUES
The broader meltdown of the economy over the last nine months due to the credit crisis,
softening of the housing market, reassessments of real estate, and reduced consumer confidence
has been much broader and deeper than most anyone had predicted. In February 2009, we
presented Council with a revised budget picture that decreased our revenue projections by $ 7.5
million during the current fiscal year. To address this shortfall, we implemented employee
furloughs, additional employee savings measures developed by bargaining units, departmental
cost cutting, and transferred certain assets to Utilities Funds. We expect to end the fiscal year
with little or no use of reserves, except for the reserve set aside for retirements. This is a
significant accomplishment; Council and the organization should be very proud of the fiscal
management over the past eighteen months that has preserved our limited $ 15 million reserve
funds. A complete summary of General Fund revenue, including prior year comparative data is
included in the budget on page 39 of the Financial Summary section of the budget. Below are
included the most significant revenues.
PROJECTED REVENUES FOR FY 2010
Property Tax:
FY 2009 Estimated Actual: $ 40.1 million
FY 2010 Original Projection: $ 42.3 million
FY 2010 Revised Budget: $ 37.2 million
Variance: ↓($ 5.1 million)
Since the adoption of Proposition 13 in 1978, real property has generally been taxed based on its
value in 1976 ( it’s “ base year”) with increases for inflation limited to 2% per year. When a
property is sold, transferred, or subjected to most other changes in ownership, the property is
reassessed at the sales price recorded through the transaction. Newly constructed property is also
assessed at sales price when sold. The value of property that does not change ownership is
adjusted upwards each assessment year to reflect inflation as measured by the California
Consumer Price Index, but not in excess of 2% annually.
Three major events have affected the valuation of property for property tax purposes in Alameda
County: ( 1) Like many County Assessor’s throughout California, the Alameda County Assessor
adjusted the value of over 65,000 homes in the County to reflect their decreased value in this
deflated housing market; ( 2) many commercial properties sought reassessment based on their
declining value as well; and ( 3) as properties entered foreclosure and were resold as a distressed
property, the value of that property based on sale price dropped dramatically, thereby also
dramatically reducing the resulting property tax for years to come.
Page 16 of 514
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Page 17 of 514
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of
llion
% of
as
nues
Page 18 of 514
Construction Revenues:
FY 2009 Estimated Actual: $ 2.4 million
FY 2010 Original Budget: $ 3.1 million
FY 2010 Revised Budget: $ 2.5 million
Variance ↓($ 600,000)
Due to decreased construction and development activity, revenue projections for planning and
building services for FY 2009 were reduced by $ 650,000, or the equivalent of about 22% at mid-year.
While the City recently adopted a cost recovery policy which increased fees, most
planning applications are for smaller projects, generating much smaller fees. A number of staff
reductions that occurred this year were in the Development Services Department to reduce costs
in this operation in recognition of the revenue declines. Staff expects to see some minor growth
in construction related revenue in FY 2010, but this will be somewhat dependent on the recovery
of overall development activities within the City.
Franchise Fees:
FY 2009 Estimated Actual: $ 8.6 million
FY 2010 Original Budget: $ 9.4 million
FY 2010 Revised Budget: $ 9.1 million
Variance ↓($ 300,000)
Current year revenues from solid waste management franchise fees have declined by almost
$ 100,000 from last year, due to overall slowdown of business and construction accounts. At
mid- year staff reduced the FY 2009 budget projections by $ 300,000 because of the loss in
revenue from franchising companies, such as Waste Management, which is experiencing the
same impacts as other businesses: delinquent payments, lost revenue due to foreclosures,
reduction in commercial accounts, and loss of business due to very little construction occurring.
However, next year franchise revenue is expected to increase by 6% based on a projected
increase of business activity and increased rates on franchise services.
$ 0 $ 1 $ 2 $ 3 $ 4 $ 5 $ 6
2003
2004
2005
2006
2007
2008
2009
2010
Construction Related Revenue
($' s in millions)
Permits Plan Checks Improv Tax
Bud
.
Page 19 of 514
Licenses and User Fees:
FY 2009 Estimated Actual: $ 3.9 million
FY 2010 Original Budget: $ 3.6 million
FY 2010 Revised Budget: $ 4.2 million
Variance ↑$ 600,000
In support of Council’s adopted fiscal policy related to cost recovery, staff brought forward a set
of new fees and fee structure that accurately reflected the costs of various services. This has
increased expected revenues in this area and reduced the amounts which the general fund has
been subsidizing. Staff is expecting a slight year- over- year increase in FY 2010 revenues
consistent with previous recommendations to move to 100% cost recovery for next fiscal year.
The chart above reflects the components of the $ 116.9 million General Fund resources budgeted
for FY 2010. Property Tax and Sales Tax are the two major revenues that have been most
affected by the economic recession. These two revenues sources making up 52% percent of the
total General Fund resources. The total General Fund revenue in the Revised FY 2010 Budget is
$ 2.6 million less than the original budget presented last year, which also includes $ 10 million of
new revenue for the recently approved Utility Users Tax.
Property tax
32%
Sales tax
Utility users 20%
tax
8%
Other taxes
5%
Charges for
services
6%
RPTT
3%
Other sources
15%
Transfers
11%
Use of
reserves
0%
FY 2010
General Fund Resources
Page 20 of 514
GENERAL FUND RESOURCES
($’ s in millions)
FY 2010
Original
Budget
FY 2010
Revised
Budget
Variance
% of
General
Fund
Property Tax
$ 42.3
$ 37.2
($ 5.1)
32%
Sales Tax
$ 29.6
$ 24.0
($ 5.6)
20%
Real Property
Transfer Tax
$ 5.0
$ 3.0
($ 2.0)
3%
Construction
Related Revenue
$ 3.1
$ 2.5
($ 0.6)
2%
Franchise
Fees
$ 9.4
$ 9.1
($ 0.3)
8%
Licenses and
User Fees
$ 3.6
$ 4.2
$ 0.6
4%
All Other
Revenue
$ 14.1
$ 14.5
$ 0.4
12%
Sub‐ total $ 107.1 $ 94.5 ($ 12.6)
( originally projected deficit)
Voter approved
Utility Users Tax
$ 0
$ 10
$ 10
9%
Total Revenue $ 107.1 $ 104.5 ($ 2.6)
Transfers from
Other Sources
$ 12
$ 12.4
$ 0.4
10%
Total Resources
$ 119.1
$ 116.9
($ 2.2)
100%
THE CHALLENGES OF FUNDING CITY SERVICES
This is an extraordinary economic time. Continuing to fund the essential services of the City is a
priority, but in order to be fiscally responsible, we have cut costs in several areas, which does
affect the delivery of services to the community. The majority of the General Fund expenditures
are designated for employee services, which is not surprising since the City is a service
organization. The chart below reflects the make- up of the General Fund expenditures.
Page 21 of 514
Without the long- range planning and spending cuts that have been implemented over the past
two years, the City would have used all its General Fund reserves by the end of coming year. To
avoid this unacceptable alternative, the organization has pulled together to meet the challenges.
The major cost savings measures that have been implemented are described below:
Employee Savings: City employees rose to the challenge and agreed to cut salary expenses by
implementing a two- week holiday furlough over the last two weeks of December 2008. This
was the first time the City of Hayward implemented a furlough. It resulted in an estimated
savings of $ 600,000 in the General Fund and almost $ 1 million overall across all funds.
For FY 2010, employee groups again stepped up and agreed to a 104- hour furlough, equivalent
to about 5% of payroll, and sworn employees also made one- time concessions in pay that will
result in approximately $ 5 million savings next fiscal year from what was originally budgeted.
This allows us to minimize other operational cuts next year to preserve reserves.
Cost Cutting: Staff has made every effort to anticipate and stay ahead of the severe decline in
revenues. To address the most recent declines within the current fiscal year, we took the
following immediate actions to further reduce expenditures:
􀀹 Comprehensive review of vehicle and other fleet assignments and equipment related
costs.
􀀹 Evaluation of any possible capital equipment or land sales ( one- time monies) that could
help support the General Fund short- term.
􀀹 Continued restrictions on the purchase of non- mission critical supplies and services.
􀀹 Continued restriction on recruitment and hiring, with City Manager approval required
prior to any hiring.
Supplies &
Services
14%
Maint &
Utilities
2%
Transfers to
Other Funds
4%
Employee
services
79%
FY 2010
General Fund Expenditures
Page 22 of 514
􀀹 Working with all departments to eliminate all non- minimum staffing required overtime.
􀀹 Development of contingency plans for reduced service levels in various departments.
􀀹 Mandatory holiday furloughs were implemented for certain bargaining groups that did
not participate in previous concessions.
These savings measures are all in addition to the planned actions outlined at the beginning of the
fiscal year, which included:
Employee Contributions: Hayward Fire Department IAFF, Local 1909, the Hayward Police
Officer’s Association, Fire Management, Police Management, and the unrepresented
employees, including City Executives, answered the budget challenge by agreeing to lower
future salary adjustments, saving the City $ 14 million dollars, over the next four years.
These savings will give the organization time to catch its breath and stop the deterioration of
the budget over the short term. The savings total over $ 2.5 million in the first year of the
budget, and $ 4 million in the second year of the budget.
Position Reductions: Approximately 50 positions were eliminated in October 2008 as part of
reaching the established overall savings target for FY 2009. A commitment was made that
no public safety sworn positions be reduced, and police and fire employees assisted us with
that goal by agreeing to the above mentioned salary concessions.
In total, the original employee savings goals were $ 6.5 million in FY 2009, and $ 8.5 million
in FY 2010. These goals have been met through negotiated salary reductions in combination
with the elimination of positions vacated under the early retirement incentive program and
layoffs.
Inter- fund Borrowing: As recommended in the FY 2009 budget, the General Fund borrowed
$ 5 million per year in FY 2009 and FY 2010, from the Housing fund to maintain service
levels in the short term. We also implemented a loan agreement between the Redevelopment
Agency ( RDA) obligating housing set aside funds ( current and/ or future) as the basis for
repayment to repay this loan when and if it is necessary in support of housing relocation/
replacement agreements. Continued reliance on one- time money is not sustainable. The
hope that the economy would return revenues to pre- recession levels has not been fulfilled,
and the need for further budget reductions in FY 2011 is certain as this and other one- time
funding sources expire.
Loan Repayment: The RDA has a long- term debt obligation to the General Fund due to
previous borrowing from the General Fund by the Agency. This debt is in the range of $ 13
million. During FY 2009, the Council modified the terms of the agreement to require the
repayment of the debt to the General Fund, over the next 15 years, in the amount of $ 800,000
per year.
In addition to the steps described above, the City has taken several steps to assure that not only
do we close out FY 2009 as balanced as possible, but that we also continue to be diligent and
conservative in our planning to assure that the structural deficit is eliminated in future years.
Page 23 of 514
Measure A: Council took unanimous action to declare a fiscal emergency and place a Utility
Users Tax ( UUT) on the May 19, 2009 ballot in March. Because it appears the measure was
successful, the budget presented in June will include estimated revenue from this new tax of $ 10
million for FY 2010. We expect it to take 90- 120 days to begin receiving revenues as the new
tax is implemented. Annualized, we expect the UUT to generate approximately $ 13 million per
year. Due to this new revenue source, no additional significant budget reductions are being
proposed for FY 2010.
Staff is recommending that any revenues in excess of expenditures in FY 2010 be placed in
reserves, as we expect other revenue sources to continue to be strained by current economic
conditions. The passage of Measure A is a milestone of commitment by the community to
preserve key essential services and prevent further cuts in basic services, in particular in support
of Council top priorities. Even with passage of Measure A, FY 2011 and beyond will present
financial challenges, as one- time transfers and employee concessions will cease.
Other Challenges related to the State of California Budget Crisis
The State: Because Propositions 1A and 1B failed, all indications are that the State will invoke
their borrowing abilities provided under state law, and retain approximately 8% of our various
property taxes. In total, this would reduce our General Fund resources by another $ 3.6 million in
FY 2010. The State is required to repay the funds within three years, but if this is implemented,
it creates a larger hole in the City’s revenue picture for next year. Staff’s current budget
recommendations do not include the impacts of such a “ take”. It is likely that staff will
recommend the use of reserves to make this payment to the State if invoked.
FEDERAL ECONOMIC STIMULUS DOLLARS
In support of Council’s stated priorities and to augment our limited local funds, the City has been
pursuing all available and relevant Federal stimulus grant funding provided by the American
Recovery and Reinvestment Act ( ARRA), and expects to receive grants in the areas of
transportation, community development block grants, police services, energy efficiency, and
energy conservation. Grants being pursued include the following:
• Police: Byrne Competitive Grant - submitted 5 separate applications for a total of $ 3.9
million for 21 non- sworn positions.
• Police: COPS Hiring Grant 2009 – applied for 9 entry level police officer positions
totaling over $ 4 million dollars over 3 years.
• Fire: Firefighters Assistance Grants – for replacement and upgrade of emergency radios
ranging from $ 125- 300k.
• Fire: Grant funding for safety equipment, including defibrillator and " LUCAS” device.
• Fire: Station 7 construction grant for $ 6.5- 7.5 million.
• Library: Broadband Technology Opportunities Program ( BTOP)- new public access
computers and hi- def videoconferencing equipment at Hayward Public Library to
“ expand capacity” estimated to be between $ 10,000 to $ 35,000.
• Public Works: Local Streets and Roads – Seeking regional ARRA funding through MTC
for rehabilitation of pavement on certain arterial streets. Originally approved funding of
Page 24 of 514
$ 2.037 million and recently received authorization for additional $ 450,000 in funding, for
a total of approximately $ 2.5 million.
• Development Services: Energy Efficiency and Conservation Block Grants. The City
will receive $ 1,361,900, which will primarily be used to fund initial implementation of
the Climate Action Plan with approximately $ 300,000 earmarked for a revolving loan
program to fund energy efficiency upgrades in local businesses, $ 80,000 to support
Stopwaste. org’s Green Packages program.
• City Manager’s Office: Emergency Shelter Grant Program for Homelessness Prevention
Funding. The City requested $ 703,342 to be spent over 3 years.
• City Manager’s Office: Community Development Block Grant Program for CDBG- R
Funding to be used in the minor home repair program, the small business revolving loan
program, and renovations at Weekes Park. The City requested $ 460,000 for one year of
funding.
• City Manager’s Office: Exploring the Federally funded Summer Youth Employment
Program as a “ community partner”, as these program grants go to not- for- profit
organizations. The City is exploring placing participants into internship slots in different
areas of City services.
• City Manager’s Office: Neighborhood Stabilization Program which provides funds that
can be used to mitigate the effect on foreclosures on neighborhoods. The City is
expecting to receive $ 1, 554,489, to be used to acquire, rehabilitate and sell foreclosed
homes in a specified “ target” area of high foreclosure incidence in the South Hayward
area.
CONTINUING NEED FOR FISCAL PRUDENCE
The overall economic picture is not expected to improve quickly. It is predicted that the
economic recovery will not be noticeable for another twelve to eighteen months. The goal
continues to be to minimize the impact of the budget challenges on the community, while
ensuring we continue to deliver needed services
The success of Measure A was a watershed event for our community. Our obligation is greater
than ever to ensure prudent fiscal management. While the significance of the additional
revenues cannot be overstated, it is only a partial solution to our financial challenges.
As illustrated in the General Fund 10- year plan, our originally projected $ 18 million deficit in
FY 2011 has been reduced to $ 5 million. Next year’s draft two- year budget will require further
expenditure reductions in FY 2011 and FY 2012 unless the economy improves significantly next
fiscal year. We will need to continue to work with our employee groups to find ways to reduce
costs, improve revenues, and innovate. A selective hiring freeze will continue through FY 2010
as we monitor our revenue picture and the overall economy. We are by no means “ out of the
woods” regarding our fiscal condition.
Additionally, as we consider future budgets, further funding for replacement needs ( fleet,
technology, facilities) and long term financial obligations ( healthcare, retirement, employment
contracts) will need to be more thoroughly addressed.
Page 25 of 514
Page 26 of 514
Financial Overview
All Funds
This section provides an overview of City of Hayward
operating funds. The following is a brief summary of
each type of fund.
Governmental Fund Types
These fund types are used to account for tax‐supported
governmental activities.
General Fund
The general operating fund of the City, used to
account for all financial resources except those
required to be accounted for in another fund.
Special Revenue Funds
Special Revenue funds are used to account for the
proceeds of specific revenue sources ( other than for
major capital projects) that are legally restricted.
Examples of restricted revenues include grant
funding, enabling legislation, or earmarking funds for
a specific purpose. The following is a list of funds in
this section.
 Community Development Block Grant Fund
 Downtown Business Improvement Fund
 Housing and Homeownership Funds
 Small Business Economic Development Loan
Fund
 Citizen’s Option for Public Safety Fund
 Local Law Enforcement Block Grant Fund
 Measure B – Paratransit Fund
 Narcotics Asset Seizure Fund
 Recycling Fund
 Park Dedication
 Landscape & Lighting Districts
 Maintenance Districts
Debt Service Funds
Debt Service funds are used to account for the
accumulation of resources and the payment of
general long‐ term debt. The following is a list of
funds in this section.
 General Debt Service ( COP)
 Hayward Redevelopment Agency
 Special Assessments
Proprietary Fund Types
These fund types are used to account for a government’s
business‐ type activities ( activities supported, at least in
part, by fees or charges).
Enterprise Funds
Enterprise Funds present City operations that are financed
and operated like private business enterprises. This type
of fund permits user charges to finance or recover the
costs, including depreciation, of providing the services to
the general public on a continuing basis. The following is
a list of funds in this section.
 Airport Maintenance and Operation Fund
 Centennial Hall Fund
 Stormwater Maintenance and Operation Fund
 Wastewater Maintenance and Operation Fund
 Water Maintenance and Operation Fund
Internal Service Funds
Internal Service Funds are used to finance and account for
goods and/ or services provided by one City department to
another, on a cost reimbursement basis. The following is a
list of funds in this section.
 Employee Benefits Fund
 Facilities Management Fund
 Fleet Management Fund
 Risk Management Fund
 Technology Services Fund
 Worker’s Compensation Fund
Page 27 of 514
All Operating Funds
Summary by Fund Type
General
$ 113,441
50%
Spec Rev
$ 5,522
2% Debt Svc
$ 9,632
4%
Enterprise
$ 53,943
24%
Internal Svc
$ 21,079
9%
RDA
$ 24,494
11%
FY 2010 All Operating Funds
Outlays ‐ By Fund Type
Page 28 of 514
All Operating Funds
Summary of Resources and Outlays
Property Tax
$ 48,603
22%
Sales Tax
$ 23,991
11%
Other Taxes
$ 18,655
Chg for Svc 8%
$ 51,348
23%
All Other
Sources
$ 51,656
23%
Trsfrs from
Others
$ 29,496
13%
FY 2010 All Operating Funds
Resources ‐ By Type
($' s in millions)
Emp Svc
$ 113,866
50%
Supplies & Svc
$ 55,359
24%
Capital
$ 43
0%
Maint & Util
$ 7,061
3%
Other
$ 22,510
10%
Trsfrs to Others
$ 29,272
13%
FY 2010 All Operating Funds
Outlays ‐ By Category
($' s in millions)
Page 29 of 514
All Operating Funds - Summary
$' s in 1000' s
FY 2010
Special Debt Internal
General Revenue Service Enterprise Service RDA TOTAL
Resources
Property Tax 37,167 - - - - 11,436 48,603
Sales Tax 23,991 - - - - - 23,991
Other Taxes 18,600 55 - - - - 18,655
Charges for Service 2,426 - - 48,907 15 - 51,348
All Other Sources 22,314 5,138 1,586 3,708 17,122 1,788 51,656
104,498 5,193 1,586 52,615 17,137 13,224 194,253
Transfers from other funds 12,325 135 8,016 253 4,926 3,841 29,496
Total Resources 116,823 5,328 9,602 52,868 22,063 17,065 223,749
Operating Requirements
Employee Services 93,594 1,255 - 14,215 4,747 946 114,757
Charges ( to)/ from other programs ( 4,657) 0 23 2,926 486 331 ( 891)
Net Employee Services 88,937 1,255 23 17,141 5,233 1,277 113,866
Maintenance & Utilities 2,357 5 - 2,635 2,039 25 7,061
Supplies & Services 15,046 2,702 9,584 13,868 11,240 2,919 55,359
Capital - 43 - - - - 43
All Other Uses - 854 - 14,950 725 5,981 22,510
17,403 3,604 9,584 31,453 14,004 8,925 84,973
Total Expense 106,340 4,859 9,607 48,594 19,237 10,202 198,839
Transfers to other funds 7,101 663 25 5,349 1,842 14,292 29,272
Total Outlays 113,441 5,522 9,632 53,943 21,079 24,494 228,111
Gain ( Use) of Fund Balance 3,382 ( 194) ( 30) ( 1,075) 984 ( 7,429) ( 4,362)
Page 30 of 514
General Fund
Summary
This section provides an overview of the General
fund.
The General Fund is used to account for all
revenues and expenditures necessary to carry
out the basic governmental activities of the City
that are not accounted for in other funds.
Hayward is a full service City that provides a
wide range of municipal services including law
enforcement, fire prevention and protection,
housing and economic development, land use and
development services and regulations, community
planning, a library system, street construction and
maintenance, landscape maintenance services,
transportation planning, and general administrative
services provided by the City Manager, City Clerk,
City Attorney, Human Resources, and Finance
Departments.
The following pages provide a General Fund
resource and outlay overview, along with revenue,
transfer, and fund balance details.
$ 95,000
$ 100,000
$ 105,000
$ 110,000
$ 115,000
$ 120,000
FY 2006 FY 2007 FY 2008 FY 2009 FY 2010
General Fund
Resources and Outlays
($' s in 1000' s)
Total Outlays Total Resources
Page 31 of 514
General Fund Overview
Resources and Outlays
Property Tax
$ 37,167
32%
Sales Tax
$ 23,991
20%
UUT
$ 10,000
9%
Other Taxes
$ 5,600
5%
Franchise Fees
$ 9,147
8%
RPTT
$ 3,000
3%
Other
$ 15,593
13%
Trsfrs In
$ 12,325
10%
FY 2010 General Fund Resources
$ 117 Million
Emp Svc
$ 88,937
79%
Supplies & Svc
$ 5,933
5%
Service Fees
$ 9,113
8%
Capital
$-
0%
Trsfrs to Others
$ 7,101
6%
FY 2010 General Fund Outlays
$ 113 Million
Page 32 of 514
$' s in 1000' s
FY 2006 FY 2007 FY 2008 FY 2009 FY 2010
Actual Actual Actual Estimate Adopted
Revenue
Property Tax 30,983 34,640 38,464 40,123 37,167
Sales Tax 26,686 28,858 28,513 25,022 23,991
Utility Users Tax - - - - 10,000
Franchise Fees 7,103 6,972 8,699 8,260 9,147
Other Taxes 5,637 6,041 5,966 5,714 5,600
Licenses, Fees, and Svc Chgs 3,042 3,552 3,362 4,015 4,038
Other Revenue 2,708 3,555 4,243 8,532 3,462
From Other Agencies 6,480 5,542 3,866 4,537 3,330
Real Property Trsfr Tax 9,708 7,120 5,077 3,368 3,000
Construction Related 4,091 5,361 3,561 3,173 2,749
All Other 1,774 2,055 1,699 2,264 2,014
Total Revenue 9 8,212 1 03,696 1 03,450 1 05,008 1 04,498
4,966 5,042 6,708 12,282 12,325
Total Resources 1 03,178 1 08,738 1 10,158 1 17,290 1 16,823
FY 2006 FY 2007 FY 2008 FY 2009 FY 2010
Actual Actual Actual Adjusted Adopted
Expenditures
Employee Services 8 5,333 8 8,061 9 9,313 9 5,600 9 3,594
Charges ( to)/ from other progs ( 3,764) ( 3,554) ( 4,197) ( 5,100) ( 4,657)
Net Salary & Benefits 8 1,569 8 4,507 9 5,116 9 0,500 8 8,937
Maintenance & Utilities 4 ,613 4 ,853 4 ,271 2 ,300 2 ,357
Supplies & Services 7 ,527 8 ,406 8 ,075 8 ,879 5 ,933
Service Fees 2 ,567 2 ,705 3 ,155 8 ,432 9 ,113
Other Expense ( 246) ( 154) ( 168) - -
Capital 512 323 730 408 -
Net Operating Expense 14,973 16,133 16,063 20,019 17,403
Total Expenditures 9 6,542 1 00,640 1 11,179 1 10,519 1 06,340
Transfers out to other funds 7,001 6,050 5,606 6,287 7,101
Total Outlays 1 03,543 1 06,690 1 16,785 1 16,806 1 13,441
Transfers in from other funds
OUTLAYS
RESOURCES
General Fund Summary
Resource and Outlay Overview
Page 33 of 514
General Fund Overview
Staffing and Budget By Service Area
Admin
47
7%
City Services
150.95
24%
Public Safety
435.70
69%
FY 2010 General Fund Staffing
By Service Area
633.90 FTE
Admin
$ 7
7%
City Services
$ 18
17%
Public Safety
$ 80
76%
FY 2010 General Fund Budget
By Service Area
($' s in millions)
Page 34 of 514
$' s in 1000' s
FY 2006 FY 2007 FY 2008 FY 2009 FY 2010
Actual Actual Actual Estimate Adopted
Top Revenues
Property Tax 21,446 24,688 27,627 28,862 26,469
Property Tax ( VLF) 9 ,537 9 ,952 10,837 11,261 10,698
Sales Tax 21,097 21,432 20,914 18,093 17,547
Property Tax ( Sales Tax) 5 ,589 7 ,426 7 ,599 6 ,929 6 ,444
Utility Users Tax - - - - 10,000
Real Property Transfer Tax 9 ,708 7 ,120 5 ,077 3 ,368 3 ,000
Subtotal 67,377 70,618 72,054 68,513 74,158
Franchise Fees
Waste Management 2 ,889 2 ,830 4 ,200 3 ,800 4 ,100
Water Franchise Fee 1 ,371 1 ,268 1 ,430 1 ,424 1 ,868
Sewer Franchise Fee 959 937 1 ,102 1 ,119 1 ,267
PG & E 973 1 ,009 1 ,024 1 ,052 1 ,052
Cable TV Franchise 911 928 943 865 860
Subtotal 7 ,103 6 ,972 8 ,699 8 ,260 9 ,147
Other Taxes
Business License Tax 2 ,331 2 ,481 2 ,481 2 ,556 2 ,400
Emergency Facilities Tax 1 ,943 1 ,918 1 ,931 1 ,858 1 ,900
Transient Occupancy Tax 1 ,363 1 ,642 1 ,554 1 ,300 1 ,300
Subtotal 5 ,637 6 ,041 5 ,966 5 ,714 5 ,600
Other Revenue
Fairview Fire Prot District 1 ,736 1 ,877 2 ,032 2 ,691 2 ,222
Worker's Comp Salary Reimb 764 1 ,237 1 ,507 1 ,213 1 ,200
Land Transfer - - - 4 ,190 -
Fund Closure - - - 326 -
Radio Frequency Sale - - 462 - -
Other 208 441 242 112 40
Subtotal 2 ,708 3 ,555 4 ,243 8 ,532 3 ,462
General Fund Summary
Revenue Details
Page 35 of 514
$' s in 1000' s
FY 2006 FY 2007 FY 2008 FY 2009 FY 2010
Actual Actual Actual Estimate Adopted
General Fund Summary
Revenue Details
Construction Related
Construction Permits 1 ,976 2 ,887 1 ,916 1 ,515 1 ,540
Supplemental Improvement Tax 942 867 586 332 264
New Construction Inspection - - - 477 200
Plan Checking Fees 1 ,173 1 ,607 1 ,059 849 745
Subtotal 4 ,091 5 ,361 3 ,561 3 ,173 2 ,749
From Other Agencies
Police Grants & Reimbursements 1 ,610 1 ,144 1 ,263 1 ,787 1 ,532
Public Safety - Sale Tax Alloc 729 732 721 615 669
Vehicle License Fee ( VLF) 895 870 671 393 500
VLF State Loan Repayment 2 ,454 - - - -
Fire EMS Reimbursement 437 432 445 458 456
State Mandate Reimb 191 2 ,181 174 149 -
Fire Mutual Aid Reimb - 15 306 546 -
Library Grants - 172 164 308 160
Other 164 ( 4) 122 281 13
Subtotal 6 ,480 5 ,542 3 ,866 4 ,537 3 ,330
Fees and Service Charges
Police Services 863 1 ,078 949 1 ,061 1 ,060
Fire Services 370 652 469 694 594
Residential Rental Inspections 337 326 407 324 475
Other Fees and Charges 389 358 422 385 297
Subtotal 1 ,959 2 ,414 2 ,247 2 ,464 2 ,426
Licenses and Permits
Fire Related 749 743 735 1 ,060 1 ,327
Police Related 165 226 224 271 240
Other 169 169 156 220 45
Subtotal 1 ,083 1 ,138 1 ,115 1 ,551 1 ,612
Page 36 of 514
$' s in 1000' s
FY 2006 FY 2007 FY 2008 FY 2009 FY 2010
Actual Actual Actual Estimate Adopted
General Fund Summary
Revenue Details
Fines and Forfietures
Vehicle Fines 503 598 421 303 300
Parking Citations - In House 548 286 251 445 410
Parking Citations - DMV - - - 95 60
FTB Parking Tax Offset - - - 107 74
Photo Red Light - - - 234 529
Criminal Fines 181 149 178 243 180
Library Fines 112 96 103 94 90
Administrative Citations - - - 13 100
Subtotal 1 ,344 1 ,129 953 1 ,534 1 ,743
Interest and Rents
Interest Earned 342 740 575 254 200
Miscellaneous Int Income - 102 - 262 -
Building & Parking Rental 88 84 171 214 71
Subtotal 430 926 746 730 271
TOTAL 98,212 103,696 103,450 105,008 104,498
Page 37 of 514
$' s in 1000' s
FY 2006 FY 2007 FY 2008 FY 2009 FY 2010
Actual Actual Actual Estimate Adopted
Transfers into the General Fund
Cost Allocation 3,324 3,297 3,388 3,337 2,731
Special Gas Tax 1,277 1,374 1,391 1,056 3,166
Miscellaneous - - 4 - -
Close Out of Funds - - 315 - -
Citizen's Option Grant 212 289 282 146 110
Byrnes Justice Assistance Grant - 57 41 21 353
Seismic Retrofit - - 272 - -
Recycling Fund ( Int) - - - 1,757 -
RDA, GF Repayment - - - 800 800
RDA, Misc - 25 - 165 165
RDA, CIP Fund - - 462 - -
RDA, Low & Mod Housing - - - - -
Airport Fund - - 550 - -
Liability Fund 150 - - - -
Gates Learning Grant - - 3 - -
Housing Fund - GF LOAN - - - 5,000 5,000
Law Enforcement Block Grant 3 - - - -
Transfers into the General Fund 4,966 5,042 6,708 12,282 12,325
Transfers out of the General Fund
City Hall Debt Service 2,233 2,231 2 ,107 2 ,677 2,616
07 Refund Capital Imp Proj 547 - - - -
D/ S ABAG 2001- 02 ( ABAG33) 91 93 8 8 9 1 8 7
97 Refund CIP - 543 438 - -
Solar Panels 107 74 7 2 72 72
VOIP Debt Service - - 102 - -
COP DS 2 2 2 2 -
Main Frame Computer Lease 16 110 110 - -
Police Motorola Radios - - 7 0 7 0 7 0
HPFA Retrofit 2 2 2 2 3
Debt Service 2,998 3,055 2,991 2,842 2,776
Liability Insurance Premium 1,442 1,554 1,554 1,637 1,972
Centennial Hall Subsidy 391 391 391 628 253
Street Lighting Fund 320 320 320 220 -
Trans Sys Improvement Fund 250 350 350 - -
Worker's Compensation Fund - - - 300 -
To Capital Project Fund - - - 6 60 -
Employee Benefits Fund - - - - 2,100
Public Safety Radio Sys Reserve 1 ,600 380 - - -
Transfers out of the General Fund 7,001 6,050 5,606 6,287 7,101
Net Transfers ( 2,035) ( 1,008) 1,102 5,995 5,224
General Fund Summary
Fund Transfers
Page 38 of 514
$' s in 1000' s
FY 2006 FY 2007 FY 2008 FY 2009 FY 2010
Actual Actual Actual Estimate Adopted
Reserved for:
Encumbrances 874 474 776 776 776
Advances 20 - 30 - -
Inventory 31 28 22 28 28
Total Reserved Fund Balance $ 925 $ 502 $ 828 $ 804 $ 804
Designated for:
Economic Uncertainty 7,000 7,000 7,000 7,000 7,000
Liquidity 3,500 3,500 3,500 3,500 3,500
Redevelopment Agency Loan 1,336 1,336 - - -
Public Safety Radio System 380 1,000 - - -
Hotel Conference Center 1,250 1,250 1,000 1,000 1 ,000
Retirement Reserve - - 1,122 522 -
Police Staffing - - 1,000 1,000 1,000
Contingencies 8,677 8,936 1,696 2,780 6,684
Total Designated Fund Balance $ 22,143 $ 23,022 $ 15,318 $ 15,802 $ 19,184
Change in Contingency Reserve $ 879 -$ 7,704 $ 1,084 $ 3,382
Use of Retirement Reserve -$ 600
Total Reserved and Designated $ 23,068 $ 23,524 $ 16,146 $ 16,606 $ 19,988
Reserve Balances
General Fund Summary
$ 0
$ 5,000
$ 10,000
$ 15,000
$ 20,000
$ 25,000
Actual Actual Actual Estimate Adopted
General Fund Reserve Balance
$' s in millions
Page 39 of 514
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Page 40 of 514
General Fund Overview
$' s in 1,000' s Current
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020
Actual Actual Estimate Adopted Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast
Year 3 Year 2 Year 1 Year 0 Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10
Resources
36% Property Tax 34,640 38,464 4 0,123 37,167 38,237 39,399 40,725 42,097 43,516 45,177 46,903 48,696 50,560 52,497
23% Sales Tax 28,858 28,513 2 5,022 23,991 23,715 24,307 25,036 25,787 26,561 27,358 28,178 29,024 29,895 30,791
10% Utility User's Tax - - - 10,000 13,000 13,650 14,333 15,049 15,802 16,592 17,421 18,292 19,207 20,167
9% Franchise Fees 6 ,972 8,699 8,260 9,147 9,597 10,035 10,523 10,992 11,519 12,041 12,477 12,867 13,252 13,660
8% Other Taxes 13,161 11,043 9,082 8,600 8,862 9,126 9,408 9,700 10,003 10,318 10,644 10,984 11,336 11,702
4% Licenses & Fees 3 ,552 3,362 4,015 4,038 3,948 3,844 3,727 3,594 3,445 3,279 3,095 2,891 2,666 2,419
3% Other Revenue 3 ,555 4,243 8,532 3,462 3,609 3,763 3,924 4,091 4,267 4,451 4,642 4,843 5,053 5,272
3% From Other Agencies 5 ,542 3,866 4,537 3,330 3,660 3,710 3,761 3,814 3,869 3,925 3,983 4,042 4,103 4,166
3% Construction Related 5 ,361 3,561 3,173 2,749 2,835 3,207 3,308 3,411 3,519 3,629 3,744 3,861 3,983 4,109
2% All Other 2 ,055 1,699 2,264 2,014 1,966 2,199 2,483 2,719 2,756 2,794 2,834 2,876 2,920 2,966
100% Total Revenue 103,696 103,450 105,008 104,498 109,431 113,241 117,228 121,256 125,255 129,564 133,922 138,377 142,975 147,750
Total Transfers in 5 ,042 7 ,101 1 2,282 1 2,325 5 ,212 5 ,369 5 ,533 5 ,706 5 ,886 6 ,074 6 ,272 6 ,478 6 ,695 6 ,952
Total Resources 1 08,738 1 10,551 1 17,290 1 16,823 1 14,642 1 18,610 1 22,761 1 26,961 1 31,141 1 35,637 1 40,194 1 44,855 1 49,670 1 54,701
2% 6% 0% - 2% 3% 3% 3% 3% 3% 3% 3% 3% 3%
Outlays
Salary & Benefits 8 8,061 9 9,313 9 5,600 9 3,594 1 00,850 1 06,917 1 10,614 1 14,462 1 18,469 1 22,642 1 26,990 1 31,524 1 36,251 1 41,182
Charge/( Credit) from other programs ( 3,708) ( 4,365) ( 5,100) ( 4,657) ( 4,843) ( 4,989) ( 5,138) ( 5,292) ( 5,451) ( 5,615) ( 5,783) ( 5,957) ( 6,135) ( 6,319)
84% Net Employee Services 8 4,353 9 4,948 9 0,500 8 8,937 9 6,007 1 01,928 1 05,476 1 09,170 1 13,017 1 17,027 1 21,207 1 25,567 1 30,115 1 34,863
2% Maintenance & Utilities 4 ,853 4 ,271 2 ,300 2 ,357 2 ,428 2 ,501 2 ,576 2 ,653 2 ,732 2 ,814 2 ,899 2 ,986 3 ,075 3 ,168
6% Supplies & Services 1 1,111 1 1,230 8 ,879 5 ,933 6 ,111 6 ,294 6 ,483 6 ,678 6 ,878 7 ,084 7 ,297 7 ,516 7 ,741 7 ,973
9% Service Fees - - 8 ,432 9 ,113 9 ,386 9 ,668 9 ,958 1 0,257 1 0,564 1 0,881 1 1,208 1 1,544 1 1,890 1 2,247
0% Capital 323 730 408 - - - 2 56 2 56 2 56 2 56 2 56 2 56 2 56 2 56
Net Operating Expense 1 6,287 1 6,231 2 0,019 1 7,403 1 7,925 1 8,463 19,273 19,843 2 0,431 2 1,036 2 1,659 2 2,302 2 2,963 23,644
Total Expenditures 1 00,640 111,179 1 10,519 1 06,340 113,932 120,391 124,749 129,013 133,448 138,063 142,867 147,868 153,078 158,507
Total Transfers out 6,050 5,606 6 ,287 7 ,101 7,320 7,456 7 ,524 7,644 7,788 7,930 8,066 8,223 8,378 8,537
Total Outlays 1 06,690 1 16,785 1 16,806 1 13,441 1 21,252 1 27,847 1 32,272 1 36,657 1 41,236 1 45,993 1 50,933 1 56,092 1 61,456 1 67,045
9% 0% - 3% 7% 5% 3% 3% 3% 3% 3% 3% 3% 3%
Designated Fund Balance
Beginning Balance 2 5,070 2 3,022 1 5,318 1 5,802 1 9,184 1 2,574 3 ,336 ( 6,175) ( 15,870) ( 25,965) ( 36,322) ( 47,060) ( 58,297) ( 70,083)
Change in Deposits ( 4,096) ( 1,077) - - - - - - - - - - - -
( Use) / Add to reserves 2,048 ( 6,234) 1,084 3,382 ( 6,610) ( 9,237) ( 9,511) ( 9,696) ( 10,095) ( 10,356) ( 10,739) ( 11,237) ( 11,786) ( 12,343)
Use of retirement reserve - - ( 600) - - - - - - - - - - -
Ending Balance 2 3,022 1 5,318 1 5,802 1 9,184 1 2,574 3 ,336 ( 6,175) ( 15,870) ( 25,965) ( 36,322) ( 47,060) ( 58,297) ( 70,083) ( 82,427)
- 33% 3% 21% - 34% - 73% - 285% 157% 64% 40% 30% 24% 20% 18%
Previous Future
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City of Hayward
Staffing Summary
This section provides an overview of City of Hayward staffing. The first few pages provide fund
summary graphs, followed by detailed department all- fund summaries.
The FY 2010 adopted budget includes a total of 817.65 full time equivalent ( FTE) positions.
The majority of City staffing ( 78% or 633.90 FTE) is funded by the General Fund.
Page 43 of 514
City of Hayward
Staffing Summary
General Fund
Between July 2008 and April 2009, General Fund staffing was reduced by 43.65 FTE due to a
severe economic recession. Staffing reductions were made through early retirements, vacant
positions, transfers to other funds, and layoffs. FY 2010 General Fund staffing totals 633.9
FTE.
Non- General Fund Staffing Totals
Staffing outside of the General Fund falls into four different fund types. These funds types are
described in more detail on the following pages. FY 2010 Non- General Fund staffing totals
183.75 FTE.
Page 44 of 514
City of Hayward
Staffing Summary
Enterprise Funds
Enterprise Funds are financed and operated like private businesses. These fund types charge
fees to recover expenses. Staffing for Enterprise funds was reduced by a net amount of 4.5
FTE for FY 2010, as one position was added to the Water Fund from the General Fund, and
5.50 FTE positions will be eliminated with the planned closure of Centennial Hall. FY 2010
Enterprise Fund staffing totals 125.25 FTE.
Internal Service Funds
Internal Service Funds are used to finance and account for goods/ services provided by one City
department to another, on a cost reimbursement basis. Internal Service Funds are considered
to be an extension of the General Fund. Staffing for Internal Services was reduced by 7.0 FTE
in the past year due to the severe economic recession. FY 2010 Internal Service Fund staffing
totals 39.50 FTE.
Page 45 of 514
City of Hayward
Staffing Summary
Special Revenue Funds
Special Revenue Funds are used to account for the proceeds of specific revenue sources that
are legally restricted. FY 2010 staffing for Special Revenue funds was increased by 3.0 FTE, as
2.0 FTE positions were transferred to CDBG and 1.0 position was transferred to the Recycling
Fund from the General Fund. FY 2010 Special Revenue Fund staffing totals 12.0 FTE.
Revelopment Agency Funds
Redevelopment Agency funds account for revenue and expenditures assoicated with the
development and implementation of redevelopment projects by the Hayward Redevelopment
Agency. For FY 2010, staffing was increased 1.0 FTE in the Low & Moderate Housing fund, for
a total of 7.0 FTE.
Page 46 of 514
FY 2006 FY 2007 FY 2008 FY 2009 FY 2010
Adopted Adopted Adopted Adopted Adopted
Staffing
City Summary By Fund
General Fund 674.9 682.9 682.9 677.55 633.9
Special Revenue Funds
215‐ RECYCLING FUND 3 3 3 3 4
225‐ COMMUNITY DEV. BLOCK GRANT FUND 6 6 4 3 5
227‐ SMALL BUSINESS LOAN DELIVERY 1 1 1 1 1
245‐ HOUSING MORTGAGE BOND FUND 1 1 1 1 1
246‐ MEASURE B II ‐ PARATRANSIT FD 1 1 1 1 1
12 12 10 9 12
Redevelopment Agency Funds
451‐ REDEVELOPMENT‐ OPERATING FUND 5 4 4 4 4
452‐ LOW & MODERATE HOUSING FUND 2 2 2 2 3
7 6 6 6 7
Enterprise Funds
602‐ STORMWATER MAINT. & OPERATIONS 12 12 12 11 11
612‐ WASTEWATER REVENUE & OP FUND 43.5 44.5 44.5 44.5 44.5
621‐ WATER MAINTENANCE & OP . FUND 59 59 59 58.25 59.25
631‐ AIRPORT OPERATIONS FUND 10.5 10.5 10.5 10.5 10.5
660‐ CENTENNIAL HALL MAINT. & OP . 5.5 5.5 5.5 5.5 0
130.5 131.5 131.5 129.75 125.25
Internal Service Funds
710‐ WORKERS' COMPENSATION FUND 2 2 2 2 2
711‐ RISK MANAGEMENT FUND 3 3 3 3 3
720‐ FACILITIES MANAGEMENT FUND 10 10 11 11 9
725‐ TECHNOLOGY SERVICES FUND 16 16 16 17.5 15.5
730‐ FLEET MANAGEMENT 13 13 13 13 10
44 44 45 46.5 39.5
City Totals 868.40 876.40 875.40 868.80 817.65
Personnel Changes from FY 2009 to FY 2010:
1. Overall 51.15 FTE reduction in staffing.
2. Shaded areas reflect staffing changes between FY 2009 and FY 2010. Detailed descriptions for the changes can
be found on departmental personnel pages.
Page 47 of 514
FY 2006 FY 2007 FY 2008 FY 2009 FY 2010
Adopted Adopted Adopted Adopted Adopted
Staffing
City Summary - All Fund Total
By Department
CITY ATTORNEY DEPARTMENT 9.00 9.00 9.00 9.00 9.00
CITY CLERK DEPARTMENT 4.00 4.00 4.00 4.00 3.50
CITY MANAGER DEPARTMENT 14.00 13.00 13.00 13.00 13.00
DEVELOPMENT SVCS DEPARTMENT 44.50 46.50 46.50 46.50 38.50
FINANCE DEPARTMENT 27.50 27.50 27.50 27.50 25.50
FIRE DEPARTMENT 137.00 137.00 137.00 137.00 135.00
HUMAN RESOURCES DEPARTMENT 9.00 9.00 9.00 9.00 8.00
LIBRARY & NEIGHBORHOOD SERVICE 58.45 59.45 57.45 59.85 53.45
MAINTENANCE SERVICES DEPT 73.50 73.50 74.50 74.50 59.00
MAYOR AND COUNCIL DEPARTMENT 8.50 8.50 8.50 8.00 8.00
POLICE DEPARTMENT 312.70 316.70 316.70 309.70 300.70
PUBLIC WORKS DEPARTMENT 154.25 156.25 156.25 153.25 148.5
TECHNOLOGY SERVICES 16 16 16 17.5 15.5
Department Totals 868.40 876.40 875.40 868.80 817.65
Personnel Changes from FY 2009 to FY 2010:
1 Overall 51.15 FTE reduction in staffing.
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Page 49 of 514
FY 2006 FY 2007 FY 2008 FY 2009 FY 2010
Adopted Adopted Adopted Adopted Adopted
Staffing
Department Overview
General Fund Only
CITY ATTORNEY DEPARTMENT 6 6 6 6 6
CITY CLERK DEPARTMENT 4 4 4 4 3.5
CITY MANAGER DEPARTMENT 5 5 5 5 4
DEVELOPMENT SVCS DEPARTMENT 44.5 46.5 46.5 46.5 38.5
FINANCE DEPARTMENT 21 21 21 21.75 19.75
FIRE DEPARTMENT 137 137 137 137 135
HUMAN RESOURCES DEPARTMENT 7 7 7 7 6
LIBRARY & NEIGHBORHOOD SERVICE 51.45 52.45 52.45 55.85 47.45
MAINTENANCE SERVICES DEPT 34 34 34 34 29
MAYOR AND COUNCIL DEPARTMENT 8.5 8.5 8.5 8 8
POLICE DEPARTMENT 315.7 316.7 316.7 309.7 300.7
PUBLIC WORKS DEPARTMENT 43.75 44.75 44.75 42.75 36
Department Totals 674.90 682.90 682.90 677.55 633.90
Personnel Changes from FY 2009 to FY 2010:
1 Overall 43.65 FTE reduction in staffing.
Page 50 of 514
FY 2006 FY 2007 FY 2008 FY 2009 FY 2010
Adopted Adopted Adopted Adopted Adopted
Staffing
ALL FUNDS DEPARTMENT SUMMARY
1300- CITY ATTORNEY DEPARTMENT
CITY ATTORNEY 1 1 1 1 1
ASSISTANT CITY ATTORNEY 4 4 5 5 5
DEPUTY CITY ATTORNEY II 1 1 0 0 0
LEGAL SECRETARY II 3 3 3 3 3
Department Totals 9.00 9.00 9.00 9.00 9.00
Personnel Changes from FY 2009 to FY 2010:
No reduction in staffing levels.
Page 51 of 514
FY 2006 FY 2007 FY 2008 FY 2009 FY 2010
Adopted Adopted Adopted Adopted Adopted
Staffing
ALL FUNDS DEPARTMENT SUMMARY
1400- CITY CLERK DEPARTMENT
CITY CLERK 1 1 1 1 1
DEPUTY CITY CLERK 1 1 1 1 1
ADMINISTRATIVE SECRETARY1 0 1 1 1 0
SENIOR SECRETARY2 1.5 1 1 1 1.5
ADMINISTRATIVE CLERK II 0.5 0 0 0 0
Department Totals 4.00 4.00 4.00 4.00 3.50
Personnel Changes from FY 2009 to FY 2010:
Overall .50 FTE reduction in staffing.
Notes:
1. Eliminated 1.0 FTE Administrative Secretary in FY 2009.
2. Added 0.50 FTE Senior Secretary in FY 2009.
Page 52 of 514
FY 2006 FY 2007 FY 2008 FY 2009 FY 2010
Adopted Adopted Adopted Adopted Adopted
Staffing
ALL FUNDS DEPARTMENT SUMMARY
1200- CITY MANAGER DEPARTMENT
CITY MANAGER 1 1 1 1 1
ASSISTANT CITY MANAGER 1 1 1 1 1
REDEVELOPMENT DIRECTOR 1 1 1 1 1
ECONOMIC DEVELOPMENT MANAGER 0 0 0 1 1
REDEVELOPMENT PROJECT MANAGER 2 2 2 2 2
ASSISTANT TO THE CITY MANAGER1 1 1 1 1 0
HOUSING DEVELOPMENT COORDINATOR2 0 0 0 0 1
ECONOMIC DEVELOPMENT COORDINATOR3a 0 0 0 0 1
ECONOMIC DEVELOPMENT SPECIALIST3b 1 1 1 1 0
HOUSING DEVELOPMENT SPECIALIST 1 1 1 1 1
REDEVELOPMENT SPECIALIST 1 0 0 0 0
COMMUNITY PROGRAMS SPECIALIST 0 0 0 1 1
EXECUTIVE ASSISTANT 1 1 1 1 1
HOME OWNERSHIP COORDINATOR 1 1 1 0 0
SENIOR SECRETARY 1 1 1 1 1
SECRETARY ( CONF) 1 1 1 0 0
SECRETARY 1 1 1 1 1
Department Totals 14.00 13.00 13.00 13.00 13.00
Personnel Changes from FY 2009 to FY 2010:
No reduction in staffing levels.
Notes:
1. Eliminated 1.0 FTE Assistant To The City Manager in FY 2009.
2. New 1.0 FTE Housing Development Manager in FY 2010.
3. Reclassification of 1.0 FTE Economic Development Specialist to Economic Development Coordinator in FY 2010.
Page 53 of 514
FY 2006 FY 2007 FY 2008 FY 2009 FY 2010
Adopted Adopted Adopted Adopted Adopted
Staffing
ALL FUNDS DEPARTMENT SUMMARY
3600- DEVELOPMENT SVCS DEPARTMENT
DIR OF COMMUNITY & ECON. DEV. 1 1 1 1 1 0
DEVELOPMENT SERVICES DIRECTOR2 0 0 0 0 1
CITY BUILDING OFFICIAL 1 1 1 1 1
PLANNING MANAGER 1 1 1 1 1
PRINCIPAL PLANNER3 1 1 1 1 0
DEVELOPMENT REVIEW ENGINEER 1 1 1 1 1
LANDSCAPE ARCHITECT4 1 1 1 1 0
PLAN CHECKING ENGINEER 1 1 1 1 1
SUPERVISING BUILDING INSPECTOR 1 1 1 1 1
SENIOR PLANNER 1 2 2 2 2
SR. BUILDING INSPECTOR/ ELECTRICAL 1 1 1 1 1
SR. BUILDING INSPECTOR/ PLUM- MECH. 1 1 1 1 1
SR. BUILDING INSPECTOR/ STRUCTURAL 1 1 1 1 1
ASSOC PLANNER 3 3 3 3 3
ADMINISTRATIVE ANALYST II 1 1 1 1 1
PLAN CHECKER 3 3 3 3 3
SR HOUSING INSPECTOR 1 1 1 1 1
BUILDING INSPECTOR5 5 5 5 6 4
DEVELOPMENT REVIEW SPECIALIST 1 1 1 1 1
ASSISTANT PLANNER6 2 2 2 1 0
HOUSING INSPECTOR7 4 4 4 4 3
ADMINISTRATIVE SECRETARY 1 1 1 1 1
SENIOR PERMIT TECHNICIAN 0 1 1 1 1
GRAPHICS/ PLANNING ILLUSTRATOR 0.5 0.5 0.5 0.5 0.5
SENIOR SECRETARY8 3 3 3 3 2
PERMIT TECHNICIAN 2 2 2 2 2
SECRETARY 2 2 2 2 2
ADMINISTRATIVE CLERK II9 4 4 4 4 3
Department Totals 44.50 46.50 46.50 46.50 38.50
Page 54 of 514
FY 2006 FY 2007 FY 2008 FY 2009 FY 2010
Adopted Adopted Adopted Adopted Adopted
Staffing
Personnel Changes from FY 2009 to FY 2010:
Overall 8.0 FTE reduction in staffing.
Notes:
1. Eliminated 1.0 FTE Director of Community & Economic Development in FY 2009.
2. New 1.0 FTE Development Services Director in FY 2009.
3. Eliminated 1.0 FTE Principle Planner in FY 2009.
4. Transferred 1.0 FTE Landscape Architect to Fund 621 in FY 2009.
5. Eliminated 2.0 FTE Building Inspectors in FY 2009.
6. Eliminated 1.0 FTE Assistant Planner in FY 2009.
7. Eliminated 1.0 FTE Housing Inspector in FY 2009.
8. Eliminated 1.0 FTE Senior Secretary in FY 2009.
9. Eliminated 1.0 FTE Administrative Clerk II in FY 2009.
Page 55 of 514
FY 2006 FY 2007 FY 2008 FY 2009 FY 2010
Adopted Adopted Adopted Adopted Adopted
Staffing
ALL FUNDS DEPARTMENT SUMMARY
1700- FINANCE DEPARTMENT
DIRECTOR OF FINANCE 1 1 1 1 1
PURCHASING & SERVICES MANAGER 1 1 1 1 1
BUDGET ADMINISTRATOR 1 1 1 1 1
REVENUE MANAGER 1 1 1 1 1
ACCOUNTING MANAGER1a 0 0 0 0 1
SENIOR ACCOUNTANT1b 2 2 2 2 1
ADMINISTRATIVE ANALYST II 0 0 0 1 1
SENIOR ACCOUNTING TECHNICIAN2a 4 4 4 4 3
ACCOUNTING TECHNICIAN2b 0 0 0 0 1
COLLECTIONS OFFICER 1 1 1 0 0
ADMINISTRATIVE SECRETARY 1 1 1 1 1
ACCOUNTING TECHNICIAN 1 1 1 1 1
PURCHASING ASSISTANT 1 1 1 1 1
SENIOR ACCOUNT CLERK 3 3 3 3 3
SENIOR CUSTOMER ACCOUNT CLERK 3 3 3 3 3
CUSTOMER ACCOUNT CLERK3 6.5 6.5 6.5 6.5 4.5
MAIL & PURCHASING CLERK 1 1 1 1 1
Department Totals 27.50 27.50 27.50 27.50 25.50
Personnel Changes from FY 2009 to FY 2010:
Overall 2.0 FTE reduction in staffing.
Notes:
1. Reclassification of 1.0 FTE Senior Accountant to Accounting Manager in FY 2009.
2. Reclassification of 1.0 FTE Senior Accounting Technician to Accounting Technician in FY 2009.
3. Eliminated 2.0 FTE Customer Account Clerks in FY 2009.
Page 56 of 514
FY 2006 FY 2007 FY 2008 FY 2009 FY 2010
Adopted Adopted Adopted Adopted Adopted
Staffing
ALL FUNDS DEPARTMENT SUMMARY
1900- FIRE DEPARTMENT
FIRE CHIEF 1 1 1 1 1
DEPUTY FIRE CHIEF 2 2 2 2 2
FIRE MARSHAL 1 1 1 1 1
STAFF FIRE CAPTAIN 4 4 4 4 4
FIRE PREVENTION INSP 4 4 4 4 4
BATTALION CHIEF ( 56 HR) 3 3 3 3 3
FIRE CAPTAIN ( 56 HR) 33 33 33 33 33
APPARATUS OPERATOR ( 56 HR) 33 33 33 33 33
FIREFIGHTER ( 56 HR) 43 43 43 43 43
HAZARDOUS MATERIALS PROGRAM COOR 1 1 1 1 1
ADMINISTRATIVE ANALYST III 0 0 0 1 1
EMERGENCY MEDICAL SERVICES COOR 1 1 1 1 1
ENVIRONMENTAL SPECIALIST 1 1 1 0 0
HAZARDOUS MATERIALS INVESTIGATOR 2 2 2 2 2
ADMINISTRATIVE ANALYST II1 1 1 1 1 0
ADMINISTRATIVE SECRETARY 1 1 1 1 1
SENIOR SECRETARY 1 1 1 1 1
PERMIT TECHNICIAN 1 1 1 1 1
SECRETARY 1 1 1 1 1
ADMINISTRATIVE CLERK II2 2 2 2 2 1
MAIL CLERK 1 1 1 1 1
Department Totals 137.00 137.00 137.00 137.00 135.00
Personnel Changes from FY 2009 to FY 2010:
Overall 2.0 FTE reduction in non- safety staffing. No change in safety staffing.
Notes:
1. Eliminated 1.0 FTE Administrative Analyst II in FY 2009.
2. Eliminated 1.0 FTE Administrative Clerk II in FY 2009.
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FY 2006 FY 2007 FY 2008 FY 2009 FY 2010
Adopted Adopted Adopted Adopted Adopted
Staffing
ALL FUNDS DEPARTMENT SUMMARY
1600- HUMAN RESOURCES DEPARTMENT
HUMAN RESOURCES DIRECTOR 1 1 1 1 1
EMPLOYEE BENEFITS ADMINISTRATOR 1 1 1 1 1
SR HUMAN RES ANAL/ AFF. ACTION SPEC. 1 1 1 1 1
HUMAN RESOURCES ANALYST II1a 2 2 2 2 3
HUMAN RESOURCES ANALYST I1b 0 1 1 1 0
ADMINISTRATIVE SECRETARY ( CONF) 1 1 1 0 0
HR ADMINISTRATIVE SECRETARY 0 0 0 1 1
HUMAN RESOURCES TECHNICIAN2 1 0 0 2 1
SECRETARY ( CONF) 2 2 2 0 0
Department Totals 9.00 9.00 9.00 9.00 8.00
Personnel Changes from FY 2009 to FY 2010:
Overall 1.0 FTE reduction in staffing.
Notes:
1. Promoted 1.0 FTE Human Resources Analyst I to Human Resources Analyst II in FY 2009.
2. Eliminated 1.0 FTE Human Resources Technician in FY 2009.
Page 59 of 514
FY 2006 FY 2007 FY 2008 FY 2009 FY 2010
Adopted Adopted Adopted Adopted Adopted
Staffing
ALL FUNDS DEPARTMENT SUMMARY
3300- LIBRARY & NEIGHBORHOOD SERVICES
LIBRARY & NEIGHBORHOOD SERVICES DIR 1 1 1 1 1
NEIGHBORHOOD SERVICES MANAGER 1 1 1 1 1
NEIGHBORHOOD PARTNERSHIP MANAGER 0 0 0 1 1
SOCIAL SERVICES PLANNING MANAGER 1 1 1 1 1
SR PROPERTY REHABILITATION SPECIALIST 1 1 1 1 1
ADMINISTRATIVE ANALYST II1 0 0 0 1 0
COMMUNITY DEVELOPMENT SPECIALIST 1 1 1 0 0
COMMUNITY PRESERVATION SPECIALIST2 0 0 0 2 0
LIBRARY SYSTEMS MANAGER 1 1 1 0 0
SUPERVISING LIBRARIAN I 3 3 3 4 4
SR COMMUNITY PRESERVATION INSPECTOR 1 1 1 1 1
COMMUNITY PROGRAMS SPECIALIST 2 2 1 1 1
PROPERTY REHABILITATION SPECIALIST 2 2 1 1 1
LIBRARY OPERATIONS MANAGER 1 1 1 1 1
PARATRANSIT COORDINATOR 1 1 1 1 1
COMMUNITY PRESERVATION INSPECTOR 4 5 5 5 5
ADMINISTRATIVE SECRETARY 1 1 1 1 1
LIBRARIAN II3 0.5 0.5 0.5 0.5 0
INFORMATION SYSTEMS SUPPORT TECHNICIAN 1 1 1 1 1
LIBRARIAN I 8 8 8 8 8
LITERACY PROGRAM COORDINATOR 1 1 1 1 1
LEAD LIBRARY ASSISTANT 3 3 3 3 3
SECRETARY4 3 3 3 3 2
SENIOR LIBRARY ASSISTANT 3 3 3 3 3
LIBRARY ASSISTANT5 9 9 9 9 8
ADMINISTRATIVE CLERK I 0.25 0.25 0.25 0.25 0.25
SENIOR LIBRARY PAGE 3 3 3 3 3
LIBRARY PAGE6 5.7 5.7 5.7 5.1 4.2
Department Totals 58.45 59.45 57.45 59.85 53.45
Page 60 of 514
FY 2006 FY 2007 FY 2008 FY 2009 FY 2010
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Staffing
Personnel Changes from FY 2009 to FY 2010:
Overall 6.40 FTE reduction in staffing.
Notes:
1. Eliminated 1.0 FTE Administrative Analyst II in FY 2009.
2. Eliminated 2.0 FTE Community Preservation Specialists' in FY 2009.
3. Eliminated 0.50 FTE Librarian II in FY 2009.
4. Eliminated 1.0 FTE Secretary in FY 2009.
5. Eliminated 1.0 FTE Library Assistant in FY 2009.
6. Eliminated 0.60 FTE Library Page in FY 2009.
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Page 62 of 514
FY 2006 FY 2007 FY 2008 FY 2009 FY 2010
Adopted Adopted Adopted Adopted Adopted
Staffing
ALL FUNDS DEPARTMENT SUMMARY
1100- MAYOR AND COUNCIL DEPARTMENT
MAYOR 1 1 1 1 1
CITY COUNCIL 6 6 6 6 6
ADMINISTRATIVE SECRETARY ( CONF) 1 1 1 1 1
TECHNICAL ASSISTANT 0.5 0.5 0.5 0 0
Department Totals 8.50 8.50 8.50 8.00 8.00
Personnel Changes from FY 2009 to FY 2010:
No reduction in staffing levels.
Page 63 of 514
FY 2006 FY 2007 FY 2008 FY 2009 FY 2010
Adopted Adopted Adopted Adopted Adopted
Staffing
ALL FUNDS DEPARTMENT SUMMARY
3500- MAINTENANCE SERVICES DEPT
DIRECTOR OF MAINTENANCE SERVICES 0 0 0 1 1
FACILITIES & BUILDING MANAGER 1 1 1 1 1
FACILITIES SERVICE WORKER II 1 1 1 1 1
FACILITIES PAINTER I 1 1 1 1 1
FACILITIES CARPENTER II 2 2 2 2 2
LANDSCAPE MAINTENANCE MANAGER 1 1 1 1 1
STREETS MAINTENANCE MANAGER 1 1 1 0 0
FLEET MANAGER 1 1 1 1 1
FACILITIES PAINTER II 1 1 1 1 1
STOREKEEPER - EXPEDITER 1 1 1 1 1
FACILITIES LEADWORKER1 1 1 1 1 0
LANDSCAPE MAINTENANCE SUPERVISOR2 1 1 1 1 0
EQUIP MAINTENANCE SUPERVISOR3 1 1 1 1 0
STREETS MAINTENANCE SUPERVISOR 1 1 1 1 1
ADMINISTRATIVE ANALYST II4a, 5a 0 0 1 2 2
ELECTRICIAN II6 2 2 2 2 1
SENIOR MAINTENANCE LEADER 1 1 1 1 1
GROUNDSKEEPER III 1 1 1 1 1
AUDITORIUM COORDINATOR4b 1 1 1 1 0
EQUIPMENT MECHANIC II7a 5 5 5 5 7
ADMINISTRATIVE SECRETARY 0 0 0 1 1
TREE TRIMMER 3 3 3 3 3
MAINTENANCE LEADER 2 2 2 2 2
GROUNDSKEEPER II 3 3 3 3 3
EQUIPMENT MECHANIC I7b 3 3 3 3 0
SENIOR SECRETARY 3 3 3 1 1
SWEEPER EQUIPMENT OPERATOR 5 5 5 5 5
AUDITORIUM LEADWORKER5b 1 1 1 1 0
MAINTENANCE WORKER 8 8 8 8 8
EQUIPMENT PARTS STOREKEEPER 1 1 1 1 1
GROUNDSKEEPER I8 16 16 16 16 12
EQUIPMENT SERVICE ATTENDANT9 1 1 1 1 0
FACILITIES SERVICE WORKER I5c 3 3 3 3 0
ADMINISTRATIVE CLERK I5d 0.5 0.5 0.5 0.5 0
Department Totals 73.50 73.50 74.50 74.50 59.00
Page 64 of 514
FY 2006 FY 2007 FY 2008 FY 2009 FY 2010
Adopted Adopted Adopted Adopted Adopted
Staffing
Personnel Changes from FY 2009 to FY 2010:
Overall 15.5 FTE reduction in staffing.
Notes:
1. Eliminated 1.0 FTE Facilities Lead worker in FY 2009.
2. Eliminated 1.0 FTE Landscape Maintenance Supervisor in FY 2009.
3. Eliminated 1.0 FTE Equipment Maintenance Supervisor in FY 2009.
4. Eliminated Administrative Analyst II, which was previously reclassified from Auditorium Coordinator in FY 2009.
5. Eliminate 4.50 FTE with the closure of Centennial Hall, including 1.0 FTE Administrative Analyst II, 1.0 FTE Auditorium
Lead worker, 2.0 FTE Facilities Svc Workers I, and .50 Admin Clerk II in FY 2010.
6. Eliminated 1.0 FTE Electrician II in FY 2009.
7. Eliminated 1.0 FTE Equipment Mechanic I and promoted 2.0 FTE to Equipment Mechanic II in FY 2009.
8. Eliminated 4.0 FTE Groundskeeper I in FY 2009.
9. Eliminated 1.0 FTE Equipment Service Attendant in FY 2009.
Page 65 of 514
FY 2006 FY 2007 FY 2008 FY 2009 FY 2010
Adopted Adopted Adopted Adopted Adopted
Staffing
ALL FUNDS DEPARTMENT SUMMARY
1800- POLICE DEPARTMENT
CHIEF OF POLICE 1 1 1 1 1
POLICE CAPTAIN 3 3 3 2 2
POLICE LIEUTENANT 9 9 9 11 11
POLICE SERGEANT1a 23 23 23 22 24
INSPECTOR1b 14 14 14 14 13
OPERATIONS SUPPORT DIRECTOR 1 1 1 0 0
OPERATIONS SUPPORT DIRECTOR 0 0 0 1 1
YOUTH & FAMILY SERVICES MANAGER 0 0 0 1 1
POLICE OFFICER1c 147 148 148 141 140
ADMINISTRATIVE ANALYST III2a 1 1 1 1 2
COUNSELING SUPERVISOR 2 2 2 2 2
ANIMAL SERVICES MANAGER 1 1 1 1 1
COMMUNICATIONS MANAGER 0 0 0 1 1
JAIL MANAGER 0 0 0 1 1
RECORDS MANAGER 0 0 0 1 1
ADMINISTRATIVE ANALYST II2b 1 1 1 1 0
COMMUNICATIONS SUPERVISOR 1 1 1 0 0
JAIL SUPERVISOR 1 1 1 0 0
PROPERTY & EVIDENCE SUPERVISOR 1 1 1 1 1
COMMUNICATIONS SUPERVISOR 0 0 0 4 4
SENIOR COMMUNICATIONS OPERATOR 4 4 4 0 0
POLICE RECORDS SUPERVISOR 1 1 1 0 0
JAIL SUPERVISOR 0 0 0 4 4
FAMILY COUNSELOR I 9 9 9 8 8
COMMUNICATIONS OPERATOR 13.5 14.5 14.5 14.5 14.5
SENIOR JAILER 4 4 4 0 0
POLICE IDENTIFICATION SPECIALIST3 1 1 1 1 0
ADMINISTRATIVE SECRETARY 2 2 2 2 2
VETERINARY TECHNICIAN4a 1 1 1 1 0
ANIMAL SERVICES SUPERVISOR4b 0 0 0 1 2
CRIME PREVENTION SUPERVISOR 1 1 1 1 1
RECORDS SUPERVISOR 0 0 0 3 3
CRIME SCENE TECHNICIAN5 5 5 5 5 4
SENIOR ANIMAL CONTROL OFFICER 1 1 1 0 0
SENIOR POLICE RECORDS CLERK 3 3 3 0 0
CRIME PREVENTION SPECIALIST 1 2 2 2 2
COMMUNITY SERVICE OFFICER6 26 26 26 26 22
ANIMAL CONTROL OFFICER7 2 2 2 2 1
SECRETARY 3 3 3 3 3
POLICE RECORDS CLERK II8 20 21 21 21 19
Page 66 of 514
FY 2006 FY 2007 FY 2008 FY 2009 FY 2010
Adopted Adopted Adopted Adopted Adopted
Staffing
ALL FUNDS DEPARTMENT SUMMARY
1800- POLICE DEPARTMENT continued
ANIMAL SHELTER SUPERVISOR 0 0 0 1 1
SENIOR ANIMAL CARE ATTENDANT 1 1 1 0 0
ANIMAL CARE ATTENDANT 7 7 7 7 7
TRAFFIC SAFETY ASSISTANT 1.2 1.2 1.2 1.2 1.2
Department Totals 312.70 316.70 316.70 309.70 300.70
Personnel Changes from FY 2009 to FY 2010:
Overall 9.0 FTE reduction in non- sworn staffing. No change in sworn staffing.
Notes:
2. Reclassification of 1.0 FTE Crime Analyst from an Administrative Analyst II to an Administrative Analyst III in FY 2009.
3. Eliminated 1.0 FTE Police Identification Specialist in FY 2009.
4. Reclassification of 1.0 FTE Veterinarian Technician to Animal Services Supervisor in FY 2010.
5. Eliminated 1.0 FTE Crime Scene Technician in FY 2009.
6. Eliminated 4.0 FTE Community Service Officers in FY 2009.
7. Eliminated 1.0 FTE Animal Control Officer in FY 2009.
8. Eliminated 2.0 FTE Police Records Clerks in FY 2009.
1. Reclassification of 1.0 FTE Police Officer and 1.0 FTE Inspector to 2.0 FTE Police Sergeants in FY 2009.
Page 67 of 514
FY 2006 FY 2007 FY 2008 FY 2009 FY 2010
Adopted Adopted Adopted Adopted Adopted
Staffing
ALL FUNDS DEPARTMENT SUMMARY
2000- PUBLIC WORKS DEPARTMENT
DIRECTOR OF PUBLIC WORKS 1 1 1 1 1
DEPUTY DIRECTOR OF PUBLIC WORKS 2 2 2 2 2
UTILITIES SUPERINTENDENT 1 1 1 1 1
ASSISTANT CITY ENGINEER 0 0 0 1 1
DESIGN & CONSTRUCTION SERVICES MGR 1 1 1 0 0
WATER POLLUTION CONTROL FAC. MGR. 1 1 1 1 1
TRANSPORTATION MANAGER 1 1 1 1 1
AIRPORT MANAGER 1 1 1 1 1
SENIOR CIVIL ENGINEER 0 0 0 1 1
UTILITIES ENGINEER 2 2 2 2 2
LANDSCAPE ARCHITECT1 0 0 0 0 1
UTILITIES OPERATIONS & MAINTENANCE MGR 1 1 1 1 1
WPCF OPERATIONS & MAINTENANCE MANAGER 1 1 1 1 1
SENIOR TRANSPORTATION PLANNER2 1 1 1 1 0
SUPERVISING CONSTRUCTION INSPECTOR 1 1 1 1 1
SURVEY ENGINEER 1 1 1 1 1
LAB SUPERVISOR 1 1 1 1 1
WATER POLLUTION CONTROL ADMIN 1 1 1 1 1
ADMINISTRATIVE ANALYST III 1 1 1 1 1
ASSOC TRANSPORTATION ENGINEER 2 2 2 2 2
ASSOC CIVIL ENGINEER3a 6 6 6 6 7
SOLID WASTE MANAGER 1 1 1 1 1
UTILITIES MAINTENANCE SUPERVISOR 1 1 1 1 1
WPCF MAINTENANCE SUPERVISOR 1 1 1 1 1
WPCF OPERATIONS SUPERVISOR 1 1 1 1 1
AIRPORT OPERATIONS MANAGER 1 1 1 1 1
ASSOCIATE TRANSPORTATION PLANNER4 1 1 1 1 0
ADMINISTRATIVE ANALYST II5a 3 3 3 3 1
ADMINISTRATIVE ANALYST I5b 1 1 1 0 2
ELECTRICIAN II 5 5 5 5 5
SR WATER POLLUTION SOURCE CONT INSP 1 1 1 1 1
ASSIST CIVIL ENGINEER3b 5 5 5 5 4
ASSISTANT TRANSPORTATION ENGR 1 1 1 1 1
REAL PROPERTY ASSOCIATE6 1 1 1 1 0
SENIOR UTILITY LEADER 2 2 2 2 2
WPCF LEAD OPERATOR 5 6 6 6 6
SURVEYOR 2 2 2 1 1
SENIOR UTILITY SERVICE REP. 1 1 1 1 1
SENIOR UTILITY CUSTOMER SERVICE LEADER 1 1 1 1 1
SR WATER POLLUTION CONT FAC OPER. 1 0 0 0 0
WATER POLLUTION SOURCE CONT INSP. 5 5 5 5 5
CONSTRUCTION INSPECTOR 8 8 8 6 6
Page 68 of 514
FY 2006 FY 2007 FY 2008 FY 2009 FY 2010
Adopted Adopted Adopted Adopted Adopted
Staffing
ALL FUNDS DEPARTMENT SUMMARY
2000- PUBLIC WORKS DEPARTMENT continued
SR UTILITIES MAINTENANCE MECHANIC 1 0 0 0 0
UTILITIES MAINTENANCE MECHANIC 7 9 9 9 9
WPCF OPERATOR 6 6 6 6 6
RECYCLING SPECIALIST 1 1 1 1 1
LABORATORY TECHNICIAN 3 3 3 3 3
AIRPORT MAINTENANCE LEADER 1 1 1 1 1
ADMINISTRATIVE SECRETARY 3 3 3 3 3
UTILITY LEADER 5 5 5 5 5
CROSS CONNECTION CONTROL SPECIALIST 1 1 1 1 1
ENGINEERING TECHNICIAN7 5 6 6 6 4
EQUIPMENT OPERATOR 2 2 2 3 3
WATER METER MECHANIC 3 3 3 3 3
AIRPORT MAINTENANCE WORKER 3 3 3 3 3
UTILITIES SERVICE WORKER 2 2 2 2 2
UTILITY WORKER 18 18 18 18 18
SENIOR SECRETARY 4 4 4 4 4
STOREKEEPER - EXPEDITER 1 1 1 1 1
MAINTENANCE WORKER 1 2 2 1 1
BACKFLOW/ CROSS CONNECTION TESTER 1 1 1 1 1
WATER METER READER 2.5 2.5 2.5 2.5 2.5
SECRETARY8a 4 4 4 4 5
LABORER 1 0 0 0 0
ADMINISTRATIVE CLERK II8b, 9 2 2 2 2 0
AIRPORT ATTENDANT 1 1 1 1 1
ADMINISTRATIVE INTERN10 1.25 1.25 1.25 1.25 1.5
TECHNICAL INTERN 0.5 0.5 0.5 0.5 0.5
Department Totals 154.25 156.25 156.25 153.25 148.50
Personnel Changes from FY 2009 to FY 2010:
Overall 4.75 FTE reduction in staffing.
Notes:
1. Transferred 1.0 FTE Landscape Architect from Development Services ( Fund 100) in FY 2009.
2. Eliminated 1.0 FTE Senior Transportation Planner in FY 2009.
3. Promoted 1.0 FTE Assistant Civil Engineer to Associate Civil Engineer in FY 2009.
4. Eliminated 1.0 FTE Associate Transportation Planner in FY 2009.
5. Administrative Analyst II/ I can be filled at either level.
6. Eliminated 1.0 FTE Real Property Associate in FY 2009.
7. Eliminated 2.0 FTE Engineering Technicians in FY 2009.
8. Secretary/ Administrative Clerk II can be filled at either level.
9. Eliminated 1.0 FTE Administrative Clerk II in FY 2009.
10. Transferred 0.75 FTE Administrative Intern from General Fund to Recycling Fund, and changed from 0.75 to 1.0 FTE
in FY 2010.
Page 69 of 514
FY 2006 FY 2007 FY 2008 FY 2009 FY 2010
Adopted Adopted Adopted Adopted Adopted
Staffing
ALL FUNDS DEPARTMENT SUMMARY
3400- TECHNOLOGY SERVICES DEPARTMENT
TECH SERVICES DIRECTOR 1 1 1 1 1
DATA & SYSTEMS COORDINATOR 1 1 1 1 1
NETWORK SYSTEMS SPECIALIST 2 2 2 1 1
INFORMATION SYSTEMS MANAGER 0 0 0 1 1
PROGRAMMER ANALYST 3 3 3 3 3
WEB SPECIALIST 1 1 1 1 1
GEOGRAPHIC INFO SYSTEMS COORDINATOR 1 1 1 1 1
NETWORK/ MICROCOMPUTER SPECIALIST 4 4 4 4 4
INFORMATION SYSTEMS SUPPORT TECHNICIAN 1 1 1 0 0
DATA SYSTEMS OPERATOR 1 1 1 1 1
COMPUTER OPERATOR1 1 1 1 1 0
SR INFORMATION SYSTEMS SUPPORT TECH2 0 0 0 1 0
SECRETARY ( CONF) 0 0 0 1 1
TECHNICAL ASSISTANT 0 0 0 0.5 0.5
Department Totals 16.00 16.00 16.00 17.50 15.50
Personnel Changes from FY 2009 to FY 2010:
Overall 2.0 FTE reduction in staffing.
Notes:
1. Eliminated 1.0 FTE Computer Operator in FY 2009.
1. Eliminated 1.0 FTE Sir IS Spt Technician in FY 2009.
Page 70 of 514
JCN Job Description Total FTE Full Time Part Time
730 ACCOUNTING MANAGER 1.00 1.00 0.00
140 ACCOUNTING TECHNICIAN 2.00 2.00 0.00
744 ADMINISTRATIVE ANALYST I 2.00 2.00 0.00
724 ADMINISTRATIVE ANALYST II 5.00 5.00 0.00
723 ADMINISTRATIVE ANALYST III 4.00 4.00 0.00
101 ADMINISTRATIVE CLERK I 0.25 0.00 1.00
102 ADMINISTRATIVE CLERK II 4.00 4.00 0.00
907 ADMINISTRATIVE INTERN 1.50 1.00 1.00
108 ADMINISTRATIVE SECRETARY 10.00 10.00 0.00
420 ADMINISTRATIVE SECRETARY ( CONF) 1.00 1.00 0.00
301 AIRPORT ATTENDANT 1.00 1.00 0.00
302 AIRPORT MAINTENANCE LEADER 1.00 1.00 0.00
303 AIRPORT MAINTENANCE WORKER 3.00 3.00 0.00
713 AIRPORT MANAGER 1.00 1.00 0.00
732 AIRPORT OPERATIONS MANAGER 1.00 1.00 0.00
181 ANIMAL CARE ATTENDANT 7.00 7.00 0.00
185 ANIMAL CONTROL OFFICER 1.00 1.00 0.00
714 ANIMAL SERVICES MANAGER 1.00 1.00 0.00
144 ANIMAL SERVICES SUPERVISOR 2.00 2.00 0.00
145 ANIMAL SHELTER SUPERVISOR 1.00 1.00 0.00
220 APPARATUS OPERATOR 33.00 33.00 0.00
602 ASSIST CIVIL ENGINEER 4.00 4.00 0.00
1134 ASSISTANT CITY ATTORNEY 5.00 5.00 0.00
721 ASSISTANT CITY ENGINEER 1.00 1.00 0.00
1122 ASSISTANT CITY MANAGER 1.00 1.00 0.00
615 ASSISTANT TRANSPORTATION ENGR 1.00 1.00 0.00
606 ASSOC CIVIL ENGINEER 7.00 7.00 0.00
650 ASSOC PLANNER 3.00 3.00 0.00
608 ASSOC TRANSPORTATION ENGINEER 2.00 2.00 0.00
304 AUDITORIUM LEAD WORKER 0.00 0.00 0.00
370 BACKFLOW/ CROSS CONNECTION TESTER 1.00 1.00 0.00
1004 BATTALION CHIEF 3.00 3.00 0.00
700 BUDGET ADMINISTRATOR 1.00 1.00 0.00
656 BUILDING INSPECTOR 4.00 4.00 0.00
1102 CHIEF OF POLICE 1.00 1.00 0.00
1216 CITY ATTORNEY 1.00 1.00 0.00
740 CITY BUILDING OFFICIAL 1.00 1.00 0.00
1225 CITY CLERK 1.00 1.00 0.00
1301 CITY COUNCIL 6.00 6.00 0.00
1297 CITY MANAGER 1.00 1.00 0.00
775 COMMUNICATIONS MANAGER 1.00 1.00 0.00
165 COMMUNICATIONS OPERATOR 14.50 14.00 1.00
141 COMMUNICATIONS SUPERVISOR 4.00 4.00 0.00
Staffing Summary
By Position
Number of
Page 71 of 514
JCN Job Description Total FTE Full Time Part Time
Staffing Summary
By Position
Number of
617 COMMUNITY PRESERVATION INSPECTOR 5.00 5.00 0.00
670 COMMUNITY PROGRAMS SPECIALIST 2.00 2.00 0.00
169 COMMUNITY SERVICE OFFICER 22.00 22.00 0.00
661 CONSTRUCTION INSPECTOR 6.00 6.00 0.00
737 COUNSELING SUPERVISOR 2.00 2.00 0.00
188 CRIME PREVENTION SPECIALIST 2.00 2.00 0.00
190 CRIME PREVENTION SUPERVISOR 1.00 1.00 0.00
175 CRIME SCENE TECHNICIAN 4.00 4.00 0.00
376 CROSS CONNECTION CONTROL SPECIALIST 1.00 1.00 0.00
125 CUSTOMER ACCOUNT CLERK 4.50 3.00 2.00
728 DATA & SYSTEMS COORDINATOR 1.00 1.00 0.00
160 DATA SYSTEMS OPERATOR 1.00 1.00 0.00
747 DEPUTY CITY CLERK 1.00 1.00 0.00
1112 DEPUTY DIRECTOR OF PUBLIC WORKS 2.00 2.00 0.00
1006 DEPUTY FIRE CHIEF 2.00 2.00 0.00
781 DEVELOPMENT REVIEW ENGINEER 1.00 1.00 0.00
604 DEVELOPMENT REVIEW SPECIALIST 1.00 1.00 0.00
1116 DEVELOPMENT SERVICES DIRECTOR 1.00 1.00 0.00
1118 DIRECTOR OF FINANCE 1.00 1.00 0.00
1113 DIRECTOR OF MAINTENANCE SERVICES 1.00 1.00 0.00
1111 DIRECTOR OF PUBLIC WORKS 1.00 1.00 0.00
711 ECONOMIC DEVELOPMENT COORDINATOR 1.00 1.00 0.00
709 ECONOMIC DEVELOPMENT MANAGER 1.00 1.00 0.00
329 ELECTRICIAN II 6.00 6.00 0.00
710 EMERGENCY MEDICAL SERVICES COOR. 1.00 1.00 0.00
1142 EMPLOYEE BENEFITS ADMINISTRATOR 1.00 1.00 0.00
668 ENGINEERING TECHNICIAN 4.00 4.00 0.00
312 EQUIPMENT MECHANIC II 7.00 7.00 0.00
361 EQUIPMENT OPERATOR 3.00 3.00 0.00
307 EQUIPMENT PARTS STOREKEEPER 1.00 1.00 0.00
418 EXECUTIVE ASSISTANT 1.00 1.00 0.00
760 FACILITIES & BUILDING MANAGER 1.00 1.00 0.00
327 FACILITIES CARPENTER II 2.00 2.00 0.00
324 FACILITIES PAINTER I 1.00 1.00 0.00
330 FACILITIES PAINTER II 1.00 1.00 0.00
318 FACILITIES SERVICE WORKER I 0.00 0.00 0.00
320 FACILITIES SERVICE WORKER II 1.00 1.00 0.00
632 FAMILY COUNSELOR I 8.00 8.00 0.00
245 FIRE CAPTAIN 33.00 33.00 0.00
1101 FIRE CHIEF 1.00 1.00 0.00
1003 FIRE MARSHAL 1.00 1.00 0.00
230 FIRE PREVENTION INSP. 4.00 4.00 0.00
215 FIREFIGHTER 43.00 43.00 0.00
Page 72 of 514
JCN Job Description Total FTE Full Time Part Time
Staffing Summary
By Position
Number of
738 FLEET MANAGER 1.00 1.00 0.00
635 GEOGRAPHIC INFO SYSTEMS COORDINATOR 1.00 1.00 0.00
627 GRAPHICS/ PLANNING ILLUSTRATOR 0.50 0.00 1.00
338 GROUNDSKEEPER I 12.00 12.00 0.00
342 GROUNDSKEEPER II 3.00 3.00 0.00
343 GROUNDSKEEPER III 1.00 1.00 0.00
676 HAZARDOUS MATERIALS INVESTIGATOR 2.00 2.00 0.00
705 HAZARDOUS MATERIALS PROGRAM COOR 1.00 1.00 0.00
725 HOUSING DEVELOPMENT MANAGER 1.00 1.00 0.00
674 HOUSING DEVELOPMENT SPECIALIST 1.00 1.00 0.00
660 HOUSING INSPECTOR 3.00 3.00 0.00
1175 HR ADMINISTRATIVE SECRETARY 1.00 1.00 0.00
1177 HUMAN RESOURCES ANALYST II 3.00 3.00 0.00
1119 HUMAN RESOURCES DIRECTOR 1.00 1.00 0.00
1174 HUMAN RESOURCES TECHNICIAN 1.00 1.00 0.00
772 INFORMATION SYSTEMS MANAGER 1.00 1.00 0.00
633 INFORMATION SYSTEMS SUPPORT TECH 1.00 1.00 0.00
520 INSPECTOR 13.00 13.00 0.00
706 JAIL MANAGER 1.00 1.00 0.00
142 JAIL SUPERVISOR 4.00 4.00 0.00
702 LAB SUPERVISOR 1.00 1.00 0.00
637 LABORATORY TECHNICIAN 3.00 3.00 0.00
753 LANDSCAPE ARCHITECT 1.00 1.00 0.00
752 LANDSCAPE MAINTENANCE MANAGER 1.00 1.00 0.00
191 LEAD LIBRARY ASSISTANT 3.00 3.00 0.00
416 LEGAL SECRETARY II 3.00 3.00 0.00
625 LIBRARIAN I 8.00 5.00 6.00
1117 LIBRARY & NEIGHBORHOOD SERVICES DIR 1.00 1.00 0.00
187 LIBRARY ASSISTANT 8.00 4.00 8.00
768 LIBRARY OPERATIONS MANAGER 1.00 1.00 0.00
198 LIBRARY PAGE 4.20 0.00 14.00
623 LITERACY PROGRAM COORDINATOR 1.00 1.00 0.00
112 MAIL & PURCHASING CLERK 1.00 1.00 0.00
134 MAIL CLERK 1.00 1.00 0.00
360 MAINTENANCE LEADER 2.00 2.00 0.00
357 MAINTENANCE WORKER 9.00 9.00 0.00
1300 MAYOR 1.00 1.00 0.00
703 NEIGHBORHOOD PARTNERSHIP MANAGER 1.00 1.00 0.00
722 NEIGHBORHOOD SERVICES MANAGER 1.00 1.00 0.00
755 NETWORK SYSTEMS SPECIALIST 1.00 1.00 0.00
630 NETWORK/ MICROCOMPUTER SPECIALIST 4.00 4.00 0.00
1104 OPERATIONS SUPPORT DIRECTOR 1.00 1.00 0.00
664 PARATRANSIT COORDINATOR 1.00 1.00 0.00
Page 73 of 514
JCN Job Description Total FTE Full Time Part Time
Staffing Summary
By Position
Number of
180 PERMIT TECHNICIAN 3.00 3.00 0.00
609 PLAN CHECKER 3.00 3.00 0.00
610 PLAN CHECKING ENGINEER 1.00 1.00 0.00
797 PLANNING MANAGER 1.00 1.00 0.00
802 POLICE CAPTAIN 2.00 2.00 0.00
555 POLICE LIEUTENANT 11.00 11.00 0.00
515 POLICE OFFICER 140.00 140.00 0.00
120 POLICE RECORDS CLERK II 19.00 19.00 0.00
545 POLICE SERGEANT 24.00 24.00 0.00
628 PROGRAMMER ANALYST 3.00 3.00 0.00
776 PROPERTY & EVIDENCE SUPERVISOR 1.00 1.00 0.00
665 PROPERTY REHABILITATION SPECIALIST 1.00 1.00 0.00
739 PURCHASING & SERVICES MANAGER 1.00 1.00 0.00
111 PURCHASING ASSISTANT 1.00 1.00 0.00
707 RECORDS MANAGER 1.00 1.00 0.00
143 RECORDS SUPERVISOR 3.00 3.00 0.00
636 RECYCLING SPECIALIST 1.00 1.00 0.00
795 REDEVELOPMENT DIRECTOR 1.00 1.00 0.00
794 REDEVELOPMENT PROJECT MANAGER 2.00 2.00 0.00
729 REVENUE MANAGER 1.00 1.00 0.00
106 SECRETARY 14.00 14.00 0.00
413 SECRETARY ( CONF) 1.00 1.00 0.00
156 SENIOR ACCOUNT CLERK 3.00 3.00 0.00
749 SENIOR ACCOUNTANT 1.00 1.00 0.00
100 SENIOR ACCOUNTING TECHNICIAN 3.00 3.00 0.00
788 SENIOR CIVIL ENGINEER 1.00 1.00 0.00
130 SENIOR CUSTOMER ACCOUNT CLERK 3.00 3.00 0.00
189 SENIOR LIBRARY ASSISTANT 3.00 3.00 0.00
199 SENIOR LIBRARY PAGE 3.00 0.00 6.00
367 SENIOR MAINTENANCE LEADER 1.00 1.00 0.00
179 SENIOR PERMIT TECHNICIAN 1.00 1.00 0.00
796 SENIOR PLANNER 2.00 2.00 0.00
107 SENIOR SECRETARY 10.50 10.00 1.00
378 SENIOR UTILITY CUSTOMER SERVICE LE 1.00 1.00 0.00
377 SENIOR UTILITY LEADER 2.00 2.00 0.00
373 SENIOR UTILITY SERVICE REP. 1.00 1.00 0.00
785 SOCIAL SERVICES PLANNING MANAGER 1.00 1.00 0.00
727 SOLID WASTE MANAGER 1.00 1.00 0.00
657 SR HOUSING INSPECTOR 1.00 1.00 0.00
1155 SR HUMAN RES ANAL/ AFF. ACTION SPEC 1.00 1.00 0.00
673 SR PROPERTY REHABILITATION SPEC 1.00 1.00 0.00
658 SR. BUILDING INSPECTOR/ ELECTRICAL 1.00 1.00 0.00
659 SR. BUILDING INSPECTOR/ PLUM- MECH 1.00 1.00 0.00
Page 74 of 514
JCN Job Description Total FTE Full Time Part Time
Staffing Summary
By Position
Number of
663 SR. BUILDING INSPECTOR/ STRUCTURAL 1.00 1.00 0.00
620 SR COMMUNITY PRESERVATION INSPECTOR 1.00 1.00 0.00
680 SR WATER POLLUTION SOURCE CONT INSP 1.00 1.00 0.00
244 STAFF FIRE CAPTAIN 4.00 4.00 0.00
371 STOREKEEPER - EXPEDITER 2.00 2.00 0.00
764 STREETS MAINTENANCE SUPERVISOR 1.00 1.00 0.00
741 SUPERVISING BUILDING INSPECTOR 1.00 1.00 0.00
780 SUPERVISING CONSTRUCTION INSPECTOR 1.00 1.00 0.00
736 SUPERVISING LIBRARIAN I 4.00 4.00 0.00
778 SURVEY ENGINEER 1.00 1.00 0.00
612 SURVEYOR 1.00 1.00 0.00
362 SWEEPER EQUIPMENT OPERATOR 5.00 5.00 0.00
1105 TECH SERVICES DIRECTOR 1.00 1.00 0.00
906 TECHNICAL ASSISTANT 0.50 0.00 1.00
908 TECHNICAL INTERN 0.50 0.00 1.00
901 TRAFFIC SAFETY ASSISTANT 1.20 0.00 2.00
757 TRANSPORTATION MANAGER 1.00 1.00 0.00
340 TREE TRIMMER 3.00 3.00 0.00
765 UTILITIES ENGINEER 2.00 2.00 0.00
325 UTILITIES MAINTENANCE MECHANIC 9.00 9.00 0.00
766 UTILITIES MAINTENANCE SUPERVISOR 1.00 1.00 0.00
716 UTILITIES OPERATIONS & MAINTENANCE 1.00 1.00 0.00
368 UTILITIES SERVICE WORKER 2.00 2.00 0.00
735 UTILITIES SUPERINTENDENT 1.00 1.00 0.00
374 UTILITY LEADER 5.00 5.00 0.00
372 UTILITY WORKER 18.00 18.00 0.00
375 WATER METER MECHANIC 3.00 3.00 0.00
369 WATER METER READER 2.50 2.00 1.00
769 WATER POLLUTION CONTROL ADMIN 1.00 1.00 0.00
759 WATER POLLUTION CONTROL FAC MGR 1.00 1.00 0.00
679 WATER POLLUTION SOURCE CONT INSP 5.00 5.00 0.00
634 WEB SPECIALIST 1.00 1.00 0.00
351 WPCF LEAD OPERATOR 6.00 6.00 0.00
719 WPCF MAINTENANCE SUPERVISOR 1.00 1.00 0.00
717 WPCF OPERATIONS & MAINTENANCE MGR 1.00 1.00 0.00
718 WPCF OPERATIONS SUPERVISOR 1.00 1.00 0.00
350 WPCF OPERATOR 6.00 6.00 0.00
790 YOUTH & FAMILY SERVICES MANAGER 1.00 1.00 0.00
Total 817.65 797.00 46.00
Page 75 of 514
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Page 76 of 514
City Attorney
Department
Director: City Attorney Michael Lawson
Department Mission Statement
The mission of the City Attorney’s Office is to provide the City Council and all other City offices
the legal advice and representation they request or require in order to provide service to the
public; to advise and take appropriate steps to reduce the risks of various City activities; and to
assist in the administration and enforcement of laws, regulations and City programs.
Page 77 of 514
City Attorney
Department
Department Core Services
Legal Services Program
• The City Attorney is legal counsel to the City
Council, all City boards and commissions, and
officers, and employees of the City when they
are involved in City business. When the City is
involved in a lawsuit, the City Attorney’s office
represents the City Council as a whole, rather
than an individual Council Member; and any
individual Council Member, official, or
employee named in the lawsuit that does not
have an interest in the litigation that conflicts
with the interest of the City.
• Provides legal advice and reviews contracts for
all City departments.
Rent Review Program
• The Rent Review Program administers the
City’s two rent control ordinances; one
covering certain apartments and rental houses,
the other covering mobile home spaces. The
program coordinates the mediation and
arbitration dispute process provided for in the
ordinances, responds to inquiries concerning
the ordinances, advises affected individuals
about changes in the ordinances, and
administers rental unit fee requirements. The
Department handles litigation and other legal
issues associated with the rent stabilization
ordinances and provides legal defense for
arbitration decisions.
Liability Insurance Program
• Monitors and manages the City’s Liability
Insurance Program. The program includes
self‐ insured general liability, property, auto,
and fiduciary insurance.
Risk Management
• Advises and takes appropriate steps to reduce
the risks of various City activities.
Page 78 of 514
City Attorney
Department
FY 2009 Departmental Performance
1. Continued efforts to handle litigation in‐ house and reduce reliance on outside counsel.
2. Actively assisted in code compliance programs.
3. Administered and monitored the City’s rent stabilization ordinances.
4. Monitored and apprised our clients of changes in state law regarding public meetings and conflicts
of interest.
5. Advised the City Clerk on election issues.
6. Provided periodic training to City departments on legal issues as needed.
7. Assisted in a targeted neighborhood nuisance abatement program (‘ SMASH’), along with other key
City departments.
Significant Changes during FY 2009
None.
FY 2010 Potential Budget Cuts and Service Delivery Reductions
Five Percent Employee Services Savings – Implemented in FY 2010
The City will be reducing employee services costs for non‐ safety employees by approximately five
percent by implementing 104 hours ( 13 days) of unpaid furlough for all non‐ safety employees. Safety
employees have agreed to other reductions in pays that equate to five percent in savings.
Page 79 of 514
Core Service Objectives
1. Continue to manage in‐ house litigation efforts and special counsel services.
2. Continue to administer and monitor the City’s rent stabilization ordinances and ensure consistency with
state law.
City Attorney
Department
FY 2010
Service Delivery
Outcomes
SUPPORTED PRIORITY and/ or INITIATIVE
Crime
&
Public
Safety
Cleanliness Neighborhood
Services
Land Use/
Sustainability
Fiscal
Stability
Organizational
Health
1. Actively assist the
Library and
Neighborhood
Services Department
in code compliance.
X X X
2. Accelerate actions
associated with
targeted
neighborhood
nuisances and
abatement program.
X X X
3. Support departments
in economic
development projects
as necessary or
appropriate.
X X
4. Support the City’s
Synchronized Multi‐agency
Safe Housing
( SMASH) program to
deal with problem
houses in the City.
X X X
5. Participate in
assessment and
recommendations
related to a “ Seniors
Only” Mobile Home
Park Ordinance.
X
6. Provide legal review
and support for
implementation of
new ordinances.
X X X
Page 80 of 514
City Attorney
Department
3. Assist the City Clerk in providing direction and advice to candidates on election issues and the City Council
on ballot issues.
4. Continue to monitor and apprise Council and City staff of any changes in State law regarding public meetings
and conflicts of interest.
5. Manage, evaluate and settle claims, as necessary and appropriate.
6. Provide legal counsel to Planning Commission and other advisory bodies, as necessary and appropriate.
Page 81 of 514
City Attorney Department
FY 2010
Outlays $ 3.9 million; Staffing 9.0 FTE
Employee
Svcs
$ 1,434,889
37%
Service Fee
$ 91,338
2%
Maint & Util
$ 1,800
0%
FY 2010 Department
Outlays
Dept
Revenue
$ 16,000
0%
GF Subsidy
$ 1,088,002
27%
Risk Mgmt
$ 2,870,281
72%
FY 2010 Department
Resources
Supplies &
Svcs
$ 1,982,900
51%
General Fund
$ 1,104,002
28%
Risk Mgmt
$ 2,807,051
72%
FY 2010 City Attorney Budget
by Program
General
Fund
6
67%
Risk Mgmt
3
33%
FY 2010 City Attorney Staffing
by Program
Page 82 of 514
City Attorney
Michael Lawson
Legal Services
Deputy City Attorney/
Assistant City Attorney ( 3)
Legal Secretary I/ II ( 2)
Risk Management
Deputy City Attorney/
Assistant City Attorney ( 2)
Legal Secretary I/ II ( 1)
FY 2010 Staffing
9.0 FTE
Office of the City Attorney
Page 83 of 514
FY 2006 FY 2007 FY 2008 FY 2009 FY 2010
Adopted Adopted Adopted Adopted Adopted
Staffing
ALL FUNDS DEPARTMENT SUMMARY
1300- CITY ATTORNEY DEPARTMENT
CITY ATTORNEY 1 1 1 1 1
ASSISTANT CITY ATTORNEY 4 4 5 5 5
DEPUTY CITY ATTORNEY II 1 1 0 0 0
LEGAL SECRETARY II 3 3 3 3 3
Department Totals 9.00 9.00 9.00 9.00 9.00
Personnel Changes from FY 2009 to FY 2010:
No reduction in staffing levels.
Page 84 of 514
City Attorney Department
All Funds Summary
Resources, Outlays, and Staffing Over Last Five Years
$ 2,000,000
$ 3,000,000
$ 4,000,000
Resources
Last Five Years
$ 0
$ 1,000,000
FY 2006 FY 2007 FY 2008 FY 2009 FY 2010
0
3
6
9
12
15
$ 0
$ 1,000,000
$ 2,000,000
$ 3,000,000
$ 4,000,000
$ 5,000,000
FY 2006 FY 2007 FY 2008 FY 2009 FY 2010
Outlays and Staffing
Last Five Years
Total Outlays Staffing ( FTE)
Page 85 of 514
City Attorney Department
All Funds
FY 2010 Outlays: $ 3,911,053
FY 2010 Staffing: 9.00
FY 2006 FY 2007 FY 2008 FY 2009 FY 2010
Actual Actual Actual Estimate Adopted
RESOURCES
Revenue and Transfers in from Other Funds
Dept GF Revenue 8,456 241 10,504 10,000 16,000
Risk Management Fund 2,315,761 2,495,672 2,214,572 2,559,397 2,865,859
General Fund Subsidy 852,015 1,007,732 1,166,739 1,384,945 1,088,002
Total Resources 3,176,232 3,503,645 3,391,815 3,954,342 3,969,861
OUTLAYS
All Funds Summary ‐ By Category
General Fund and Risk Management fund.
Funding:
Expenditures
Salary & Benefits 1,285,957 1,309,152 1,375,007 1,448,732 1,434,889
Charges ( to)/ from other programs ( 45) ‐ ‐ ( 2,115) ‐
Net Salary & Benefits 1,285,912 1,309,152 1,375,007 1,446,617 1,434,889
Maintenance & Utilities 1,791 1,523 899 202 1,800
Supplies & Services 1,716,669 1,938,582 2,506,356 3,893,653 1,982,900
Service Fees ‐ ‐ ‐ 83,910 91,338
Capital ‐ 512,713 ‐ ‐ ‐
Net Operating Expense 1,718,460 2,452,818 2,507,255 3,977,765 2,076,038
Transfers out to other funds 485,000 345,050 355,402 401,124 400,126
Total Outlays $ 3,489,372 $ 4,107,020 $ 4,237,664 $ 5,825,506 $ 3,911,053
Page 86 of 514
City Attorney Department
All Funds
FY 2010 Outlays: $ 3,911,053
FY 2010 Staffing: 9.00
FY 2006 FY 2007 FY 2008 FY 2009 FY 2010
Actual Actual Actual Estimate Adopted
RESOURCES
Revenue and Transfers in from Other Funds
Dept General Fund Revenue 8,456 241 10,504 10,000 16,000
Risk Management Fund 2,315,761 2,495,672 2,214,572 2,559,397 2,865,859
GF Subsidy 852,015 1,007,732 1,166,739 1,384,945 1,088,002
Total Resources 3,176,232 3,503,645 3,391,815 3,954,342 3,969,861
OUTLAYS
All Funds Summary ‐ By Program
Funding:
General Fund and Risk Management fund.
Expenditures and Transfer Out to Other Funds By Program
General Fund 860,471 1,007,973 1,177,243 1,394,945 1,104,002
Risk Management Fund 2,628,901 3,099,047 3,060,421 4,430,561 2,807,051
Total Outlays 3,489,372 4,107,020 4,237,664 5,825,506 3,911,053
Page 87 of 514
FY 2006 FY 2007 FY 2008 FY 2009 FY 2010
Adopted Adopted Adopted Adopted Adopted
Staffing
100- GENERAL FUND
1300- CITY ATTORNEY DEPARTMENT
CITY ATTORNEY 1 1 1 1 1
ASSISTANT CITY ATTORNEY 2 2 3 3 3
DEPUTY CITY ATTORNEY II 1 1 0 0 0
LEGAL SECRETARY II 2 2 2 2 2
Department Totals 6.00 6.00 6.00 6.00 6.00
Personnel Changes from FY 2009 to FY 2010:
No reduction in staffing levels.
Page 88 of 514
100‐ 1300 City Attorney Department
General Fund
FY 2010 Outlays: $ 1,104,002
FY 2010 Staffing: 6.00
FY 2006 FY 2007 FY 2008 FY 2009 FY 2010
Actual Actual Actual Estimate Adopted
RESOURCES
Revenue
Rental Review Fees 8,456 241 10,504 10,000 16,000
Total Resources $ 8,456 $ 241 $ 10,504 $ 10,000 $ 16,000
OUTLAYS
Expenditures
Salary & Benefits 860,763 884,426 913,767 970,805 969,895
Charges ( to)/ from other programs ( 66,577) ‐ ‐ ‐ ‐
Net Salary & Benefits 794,186 884,426 913,767 970,805 969,895
Office of the City Attorney
Description:
General legal services.
Maintenance & Utilities 1,563 1,430 616 100 1,500
Supplies & Services 64,722 122,117 262,860 369,801 69,800
Service Fees ‐ ‐ ‐ 54,239 62,807
Capital Outlay ‐ ‐ ‐ ‐ ‐
Net Operating Expense 66,285 123,547 263,476 424,140 134,107
Total Outlays $ 860,471 $ 1,007,973 $ 1,177,243 $ 1,394,945 $ 1,104,002
General Fund Subsidy $ 852,015 $ 1,007,732 $ 1,166,739 $ 1,384,945 $ 1,088,002
FY 2010 Major Budget Items: FY 2010 Significant Budget Changes:
1. None. 1.
Outlays and Staffing
over the past five years.
FY 2010 Staffing Change: None
FY 2010 Outlays Change: ‐$ 290,943
None.
‐
2.00
4.00
6.00
$ 0
$ 200,000
$ 400,000
$ 600,000
$ 800,000
$ 1,000,000
$ 1,200,000
$ 1,400,000
FY 2006 FY 2007 FY 2008 FY 2009 FY 2010
Total Outlays Staffing ( FTE)
Page 89 of 514
FY 2006 FY 2007 FY 2008 FY 2009 FY 2010
Adopted Adopted Adopted Adopted Adopted
Staffing
711- RISK MANAGEMENT FUND
1300- CITY ATTORNEY DEPARTMENT
ASSISTANT CITY ATTORNEY 2 2 2 2 2
LEGAL SECRETARY II 1 1 1 1 1
Department Totals 3.00 3.00 3.00 3.00 3.00
Personnel Changes from FY 2009 to FY 2010:
No reduction in staffing levels.
Page 90 of 514
711‐ 1321 City Attorney Department
Internal Service Fund
FY 2010 Outlays: $ 2,807,051
FY 2010 Staffing: 3.00
FY 2006 FY 2007 FY 2008 FY 2009 FY 2010
Actual Actual Actual Estimate Adopted
Beginning Working Capital Balance
July 1 $ 4,011,742 $ 3,698,602 $ 3,095,227 $ 2,249,378 $ 378,214
RESOURCES
Revenue
Liability Insurance Premium 1,941,640 2,091,641 2,091,641 2,331,771 2,825,859
Interest 94,244 123,013 105,794 36,681 40,000
Other Revenue 279,877 281,018 17,137 190,945 ‐
Total Resources 2,315,761 2,495,672 2,214,572 2,559,397 2,865,859
OUTLAYS
Risk Management
Description:
Risk management services.
OUT AYS
Expenditures
Salary & Benefits 425,194 424,726 461,240 477,927 464,994
Charges ( to)/ from other programs 66,532 ‐ ‐ ( 2,115) ‐
Net Salary & Benefits 491,726 424,726 461,240 475,812 464,994
Maintenance & Utilities 228 93 283 102 300
Supplies & Services 825,504 582,735 1,257,898 2,838,886 1,235,100
Service Fees ‐ ‐ ‐ 29,671 28,531
Insurance 826,443 1,233,730 985,598 684,966 678,000
Capital Outlay ‐ 512,713 ‐ ‐ ‐
Net Operating Expense 1,652,175 2,329,271 2,243,779 3,553,625 1,941,931
Transfers out to other funds
Trsfr to GF ‐ HPD Purchase 150,000 ‐ ‐ ‐ ‐
Trsfr to GF ‐ Cost Allocation 335,000 345,050 355,402 401,124 400,126
Total Transfers Out 485,000 345,050 355,402 401,124 400,126
Total Outlays $ 2,628,901 $ 3,099,047 $ 3,060,421 $ 4,430,561 $ 2,807,051
Difference ($ 313,140) ($ 603,375) ($ 845,849) ($ 1,871,164) $ 58,808
Ending Working Capital Balance
JUNE 30 $ 3,698,602 $ 3,095,227 $ 2,249,378 $ 378,214 $ 437,022
FY 2010 Major Budget Items: FY 2010 Significant Budget Changes:
1.
2. Outside Counsel, $ 400,000.
1. Liability and property insurance, $ 678,000. One time expenses not repeated in FY 2010.
Page 91 of 514
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Page 92 of 514
City Clerk
Department
Director: City Clerk Miriam Lens
Department Mission Statement
The mission of the City Clerk’s Office is to ensure the security and accessibility of all official City
records; serve as the information and records manager of all legislative proceedings; conduct all
aspects of municipal elections; and serve as a support office to the City Council, City staff, City
boards and commissions, and the residents of Hayward.
Page 93 of 514
City Clerk
Department
Department Core Services
Records Management
• Responsible for providing Information and
records management
• Administer the paperless imaging system for
permanent records
• Maintain City‐ wide Records Retention
Program
• Provide on‐ line legislative history of Council
and Planning Commission meetings
• Publish and file legal notices
• Certify and notarize City documents
• Maintain Hayward Municipal Code
Elections
• Conduct, administer, and certify Municipal
Elections
• Perform voter outreach services
• Assure timely and complete filing to Fair
Political Practices Commission for Statements
of Economic Interest and Campaign Disclosure
Statements
Council/ Boards and Commissions
• Support City Council proceedings – Agendas
and Minutes
• Maintain Planning Commission proceedings
and documents
• Support the administrative needs of the City’s
Boards, Commissions, Committees, and Task
Force
• Administer Oaths of Office to all new
employees as well as appointed and elected
officials
Public Service
• Issue U. S. Passports to members of public and
maintain program
• Conduct research services upon request
• Provide public notary service
• Maintain the City Calendar
• Provide access to public records
Page 94 of 514
City Clerk
Department
FY 2009 Departmental Performance
1. Improved the fiscal stability of the department by continuing to provide passport services.
2. Conducted extensive outreach to improve Boards and Commission membership.
3. Improved customer service delivery by providing appropriate training.
4. Improved staff procedures and best practices for better efficiency.
5. Continued delivery of notices to the community by providing agendas and City documents via e‐ mail.
6. Maintained the Hayward Municipal Code by updating it within the required adoption procedures.
7. Provided easy access to Utility Users Tax ( UUT) Ballot Measure A documents on‐ line.
8. Consolidated with a Statewide Special Election on May 19, 2009 to add a Utility Users Tax ( UTT) Ballot
Measure A and provided the Election Canvass.
Significant Changes during FY 2009
Council appointed a new City Clerk, due to the retirement of Ms. Angelina Reyes. In order to accomplish budget saving
goals, the Department was reorganized by demoting the vacant Administrative Secretary position to a Senior
Secretary and reducing another Senior Secretary position from full‐ time to part‐ time. There was additional
salary savings due to vacancies in the City Clerk and Deputy City Clerk positions during the recruitment process.
The following were not accomplished due to the changes in the structure of the department as a result of three
retirements within the department.
• Study feasibility of moving towards a paperless agenda review process.
• Enhance Retention Schedule Program by conducting intra‐ departmental training in order to eliminate
duplication of records.
FY 2010 Potential Budget Cuts and Service Delivery Reductions
Five Percent Employee Services Savings – Implemented in FY 2010
The City will be reducing employee services costs for non‐ safety employees by approximately five percent by
implementing 104 hours ( 13 days) of unpaid furlough for all non‐ safety employees. Safety employees have
agreed to other reductions in pay that equates to five perent in savings.
Page 95 of 514
City Clerk
Department
FY 2010
Service Delivery
Outcomes
SUPPORTED PRIORITY and/ or INITIATIVE
Crime
&
Public
Safety
Cleanliness Neighborhood
Services
Land Use/
Sustainability
Fiscal
Stability
Organizational
Health
1. Implement Agenda
Manager Program
and conduct training
interdepartmental
employees on its use.
X
2. Conduct extensive
outreach to improve
Boards and
Commissions
membership,
considering possible
combination of some
committees.
X
Core Service Objectives
1. Conduct a Municipal Election to elect a Mayor and two Council Members.
2. Encourage public participation during the election by providing assistance using the County Registrar’s Voter
Database.
3. Continue to maintain and update the Hayward Municipal Code and other official documents.
4. Enhance Retention Schedule Program by conducting intra‐ departmental training in order to eliminate
duplication of records.
5. Enhance dynamics of the Department by utilizing new personnel ideas.
6. Improve community participation by maintaining a blog of community events.
Page 96 of 514
City Clerk Department
All Funds Summary
Resources, Outlays, and Staffing Over Last Five Years
$ 0
$ 200,000
$ 400,000
$ 600,000
$ 800,000
FY 2006 FY 2007 FY 2008 FY 2009 FY 2010
Resources
Last Five Years
0
4
8
$ 0
$ 300,000
$ 600,000
$ 900,000
FY 2006 FY 2007 FY 2008 FY 2009 FY 2010
Outlays and Staffing
Last Five Years
Outlays Staffing ( FTE)
Page 97 of 514
City Clerk
Miriam Lens
CITY CLERK
Deputy City Clerk ( 1)
Senior Secretary ( 1.5)
FY 2010 Staffing
3.50 FTE
Page 98 of 514
FY 2006 FY 2007 FY 2008 FY 2009 FY 2010
Adopted Adopted Adopted Adopted Adopted
Staffing
100- GENERAL FUND
1400- CITY CLERK DEPARTMENT
CITY CLERK 1 1 1 1 1
DEPUTY CITY CLERK 1 1 1 1 1
ADMINISTRATIVE SECRETARY1 0 1 1 1 0
SENIOR SECRETARY2 1.5 1 1 1 1.5
ADMINISTRATIVE CLERK II 0.5 0 0 0 0
Department Totals 4.00 4.00 4.00 4.00 3.50
Personnel Changes from FY 2009 to FY 2010:
Overall .5 FTE reduction in staffing.
Notes:
1. Eliminated 1.0 FTE Administrative Secretary in FY 2009.
2. Added .50 FTE Senior Secretary in FY 2009.
Page 99 of 514
100- 1400 City Clerk Department
General Fund
FY 2010 Outlays: $ 764,580
FY 2010 Staffing: 3.50
FY 2006 FY 2007 FY 2008 FY 2009 FY 2010
Actual Actual Actual Estimated Adopted
RESOURCES
Revenue
Sale of Documents 8,298 223 28,983 11,000 12,000
Total Resources 8,298 2 23 28,983 11,000 12,000
OUTLAYS
Expenditures
Salary & Benefits 391,323 395,728 419,315 3 83,608 354,731
Charges ( to)/ from other programs 4 22 ( 363) - - -
Net Salary & Benefits 391,745 395,365 419,315 3 83,608 354,731
Maintenance & Utilities 6 47 958 340 840 840
Supplies & Services 39,908 37,605 44,122 97,245 35,005
Service Fees - - - 61,968 74,004
Election Expense 87,697 - - 1 50,000 300,000
Capital Outlay - - 4,687 - -
Net Operating Expense 128,252 38,563 49,149 3 10,053 409,849
Total Outlays 519,997 433,928 468,464 6 93,661 764,580
General Fund Subsidy 511,699 433,705 439,481 6 82,661 752,580
FY 2010 Major Budget Items: FY 2010 Significant Budget Changes:
1. 1.
2.
Outlays and Staffing
over the past five years.
0.50 FTE staff reduced in FY 2009.
Office of the City Clerk
2010 election, $ 300,000.
Passport revenue, $ 12,000.
FY 2010 Staffing Change: - 0.50 FTE
FY 2010 Outlays Change: +$ 70,919
Description:
Office of the City Clerk.
-
2.00
4.00
6.00
8.00
-
200,000
400,000
600,000
800,000
FY 2006 FY 2007 FY 2008 FY 2009 FY 2010
Total Outlays Staffing ( FTE)
Page 100 of 514
City Manager
Department
Director: City Manager Greg Jones
Department Mission Statement
The mission of the City Manager Department is to assist the City Council in developing policies
that are responsive to the needs of the community, to ensure effective implementation of
adopted policies, and to provide direction and leadership to employees of the organization.
Page 101 of 514
City Manager’s Office
Department Core Services
Department Administration
• Provide Mayor and Council with staff support
and act as their liaison to the organization.
• Develop, complete, and present policy analysis
to Mayor and Council.
• Be the City’s central Public Information point for
the media and others; manage WEB
presentation and content; assure functionality
of the public access channel, KHRT ( Channel 15),
and approve channel content.
• Provide leadership to all other departments and
City activities; assure accountability of all the
departments and staff responsible for the core
activities and annual work program of the City.
• Oversee the development of the annual budget
and pre