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Home My WebLink About6.1 Budget, Finance Update 2013-2014 STAFF REPORT CITY CLERK File #330-20 CITY COUNCIL DATE:June 4, 2013 TO: Honorable Mayor and City Councilmembers FROM: Joni Pattillo, City Manager SUBJECT: Fiscal Year 2013-2014 Budget and Financial Plan Update Prepared by Lisa Hisatomi, Budget Manager EXECUTIVE SUMMARY: The City Council will conduct a public hearing and consider approving the Fiscal Year 2013- 2014 Budget and Financial Plan (Fiscal Year 2013-2014 Update) and other necessary Resolutions to enact the City’s Fiscal Year 2013-2014 Budget. FINANCIAL IMPACT: The Fiscal Year 2013-2014 total Appropriations are $88,624,913 including appropriations to/(from) Reserves. RECOMMENDATION: Staff recommends that the City Council: 1) Open the Public Hearing; 2) Receive Staff Presentation; 3) ask questions about proposed budget; 4) Receive Public Comment; 5) Close the Public Hearing; and 6) Adopt the following Resolutions: (a) Resolution Adopting a Budget for the City of Dublin for Fiscal Year 2013-2014, and Exhibit A and B ; (b) Resolution Adopting an Appropriation for a City Contribution to Dublin Partners in Education for Fiscal Year 2013-2014, and Exhibit A; (c) Resolution Amending the Classification Plan; (d) Resolution Amending the Management Positions Exempt from Competitive Service and Prescribing Leave Benefits for the Designated Positions; (e) Resolution Establishing a Salary Plan For Full-Time Personnel In Accordance with the Personnel Rules; (f) Resolution Establishing a Salary Plan For Management Positions Exempt for Competitive Service. Submitted By Assistant City Manager ITEM NO. 6.1 Page 1 of 10 DESCRIPTION: Beginning with Fiscal Year 2012-13, the City implemented a two-year budget process. The Staff Report and Attachment 1 provide updated financial and budget estimates for Fiscal Year 2013-2014 (the second year of the two-year budget). • Preliminary Budget and Financial Plan Summary Budget Overview Fiscal Year 2013-2014 revenues and operating expenditures are within the Fiscal Year 2013- 2014 Forecast originally presented to the City Council in June 2012, with the exception of Property Taxes, Sales Tax revenues, and development related revenues and expenditures. The updated estimates are based on Staff's assessment of current financial conditions and current fiscal year development activities. The Fiscal Year 2013-2014 Budget Update for Capital Programs increased significantly compared to Fiscal Year 2013-2014 Forecast due to Fiscal Year 2012-2013 capital project budget carryovers, project cost amendments, and advance of some projects timeline. Fiscal Year budget are $103,406,910, the budget will be funded by $80,820,440 in projected revenues and $22,586,470 from Reserves. The Budget proposal does not assume the use of Economic Stability Reserve to balance the budget. The following table is a summary of expenditures and funding sources: Budget Summary. Proposed FY 2013-2014 Expenditures Operating Programs $63,529,670 Capital Programs 38,316,910 Internal Service Fund (Cash Basis) 1,560,330 Total,Expenditures , =. $103,406;910 ' Funding Sources Projected Revenues $80,820,440 Use of Reserves: General Fund $7,669,810 Other Funds $14,916,660 Sub-total Reserves $22,586,470 Total Fundmg Sources_r %£ fr $103;406;910. Revenues The Fiscal Year 2013-2014 Budget Update presented total revenues at $80,820,440 or $78,720,260 excluding ISF revenues. The Budget Update is an increase of approximately $8.3 million when compared to the Fiscal Year 2013-2014 Forecast (less Internal Service Funds). Page 2 of 10 • The following table is a comparison of Forecast and Budget Update revenues for Fiscal Year 2013=2014 and a summary of the highlighted changes. Forecast Proposed ` Fund "FY 2013-2014 -FY 2013-2014, General Fund $54,881,450 $57,953,880 Special Revenues $7,905,360 $10,835,960 Impact Fees $7,633,510 $9,930,420 Internal Service Fund $1,682,770 $2,100,180 j - Total Revenues--,' $72,103,090 •:$80;820,440 • The General Fund increase of approximately $3.0 million is due to the following: - Increase in Property Taxes due to increase in tax roll with rising home values and new construction; - Increase in Sales Tax revenues due to steady growth in economy and strong new automobile sales; - Net increase in fees due to Master Fee update effective December 2012; - Increase in Charge for Services due to increase in development related contract services costs which are reimbursable and increase in Parks and Community Services revenues. • Special Revenues ($3.0M increase) - Increase in ACTIA Sales Tax — Local Streets revenue due to reimbursement of capital project cost (Dougherty Road Improvements Sierra Lane to North City Limit) by Alameda County and other reimbursable revenues for capital projects; - Moderate increase in Gas Taxes allocation from the State; - Increase in Garbage/Recycling charge for services due to assumed rate increase. • Impact Fees ($2.0M increase) - Increase in Public Facility Fees revenue due to the anticipation of the receipt of Avalon Bay's deferred Public Facility fees payment. Expenditures The , Fiscal Year 2013-2014 Budget Update total expenditures are $103,406,910 or $10846,580 excluding ISF expenses. The following table is a comparison of Forecast and Budget Update expenditures for Fiscal Year 2013-2014. Page 3 of 10 Forecastg .° Update 5 55:5555551 _ . FY 2013-2014,: FY 2013-2014. Operating Budget General Fund $53,942,720 $57,232,180 Other Funds $6,180,400 $6,297,490 Sub-Total Operating Budget $60,123,120 $63,529,670 Capital Programs General Fund $2,433,824 $8,422,370 Other Funds $13,200,787 $29,894,540 Sub-Total Capital Program $15,634,611 $38,316,910 Internal Service Expenditures $797,570 $1,560,330 Total Experi"drtures,.. :' - $76,'555,301 "$103;406,910. Operating Expenditures Total operating expenditures for Fiscal Year 2013-2014 Budget Update are $63,529,670, an approximately $3.4 million increase compared to Fiscal Year 2013-2014 Forecast. The following are the major factors attributable to the net increase in operating expenditures: • General Government ($1.3M increase) - Inclusion of a contingency in Non-Departmental for potential Alameda County Fire Department (ACFD) fire service contract cost increase. The ACFD management and LOCAL 55 have not reached an agreement on a 2013 COLA adjustment, which if approved, could have a significant budget impact in Fiscal Year 2013- 2014 and future years; - Fiscal Responsible Adjustment for Fiscal Year 2013-2014. The utilization of this contingency will be determined by the fiscal outcomes as of June 30, 2014; - Funding for "Creating a Comprehensive Marketing and Branding Plan for the City" per City Council's direction during April 30, 2013 Budget Study Session; - Energy Efficient project debt servicing cost allocation and solar equipment ISF charges to Building Department. • Public Safety ($221,000 increase) - Alameda County Sheriff Office's (ACSO) proposed Fiscal Year 2013-2014 police services contract cost is close to Fiscal Year 2013-2014 Forecast amount. ACSO has provided the City a "Not to Exceed" budget to serve as a mechanism for better budgetary control of the contract cost; - ACFD's proposed Fiscal Year 2013-2014 fire services contract cost is close to Fiscal Year 2013-2014 Forecast amount. However, the ACFD management and LOCAL 55 have not reached an agreement on a 2013 COLA adjustment which, if approved could have a significant budget impact in Fiscal Year 2013-2014 and future years. • Culture & Leisure Services ($600,000 increase) - Energy Efficient project debt servicing cost allocation and solar equipment ISF charges to Parks and Community Services facilities; Page 4 of 10 - Addition of a 2-Year Limited Term Parks and Facilities Development Coordinator position to assist with Parks capital projects. This is a replacement of an existing part-time Public Service Employee (PSE) that was created in Fiscal Year 2012- ; 2013; - Contract services for Parks Standard Update (funded by Public Facility Fees); increase in operating costs for community events; - Swim Center equipment replacement. • Community Development ($1.4M increase) - Increase in development related contract services expenditures, and approximately 55% of the expenditures are reimbursable; - Addition of a 2-Year Limited-term Special Projects Manager position to provide assistance to the City's economic development efforts and City-wide projects and initiatives. • The proposed operating budget also includes funding for members of the City Council and City Staff to attend the following training and conferences out-of-state: "Conference Budget Conference Descriiption.: `- tyL'ocation Department Attendee(s)' Washington US Mayors Conference DC City Council Mayor Escape the Ordinary Leadership Atlanta, Development Curriculum Georgia City Council Council Member Inte national City & County Managers Association Boston, City Manager & Conference Massachusetts City Manager Office Assistant City Manager Americans for the Arts Nashville, Culture & Leisure Heritage & Cultural Conference Tennessee Activities Arts Manager National Recreation and Park Houston, Parks & Community Parks & Community Association Conference Texas Services Services Director American Society of Landscape Boston, Parks & Facilities Parks & Facilities Architects Conference Massachusetts Development Development Manager International Council of Shopping Centers - The Global Las Vegas, Economic Economic Dev. Retail Real Estate Convention Nevada Development Director & Staff • Internal Service Fund ($762,760) - Increase in ISF expenditures due to the replacement recommendation of one fire engine and four police vehicles. Capital Programs Expenditures In Julne 2012, the City Council adopted the Capital Improvement Program (CIP) for Fiscal Years 2012 through 2017. In anticipation of work beginning on new funded projects approved for Fiscal Year 2013-2014, the Fiscal Year 2013-2014 Budget Update review of the CIP has been conducted to ensure that revenues are available to fund approved projects, to amend existing or Page 5 of 10 add new projects so they are consistent with current funding, workloads and scheduling, to assure consistency with the adopted City Council priorities, and to meet community expectations. Total capital program expenditures for Fiscal Year 2013-2014 are $38,316,910; $8.4 million is funded by General Fund. The following table is a comparison of capital project expenditures between Fiscal Year 2013-2014 Forecast and Update Capital Programs budget: Forecast Update = FY,2013-2014 , 'FY.20132014 General $2,412,500 $9,856,440 Community Improvements $85,324 $86,130 Parks $9,807,871 $16,602,440 Streets $3,328,916 $11,771,900 Total ;: -$15,634;611 . <' $38,316,910 The Increase in capital project costs estimate for Fiscal Year 2013-2014 Budget Update is primarily attributed to: • Fiscal Year 2012-2013 project cost carryover ($8.0M); • Amended project cost estimates for Maintenance Yard Facility and Public Safety Complex ($3.6M); • CIPs with advance timeline / new funding in Fiscal Year 2013-2014 ($10.6M): - Fallon Sports Park Lower Terrace - Phase I - 950018 - Iron Horse Parkland Acquisition and Master Plan - 950023 - Tennis Court Resurfacing Project - New - Dougherty Road Improvements Sierra Lane to North City Limit - 960025 - Dublin Boulevard Improvements - Sierra Court to Dublin Court - 960026 - Citywide Signal Communications Upgrade - 960020 - Amador Valley Boulevard Pedestrian Safety Improvements at Midblock Crosswalk Between Regional Street and Starwood Drive - 960030 Agency Funds The City facilitates the financing of improvements and maintenance activities of three Geological Hazard Abatement Districts. No City funds are associated with these activities; the City acts exclusively as a conduit for monies collected on the property tax bills of properties benefiting from the Districts. Geological Hazard Abatement Districts Summary is included in the budget document for information purposes only. Staffing Level The Fiscal Year 2013-2014 Position Allocation Plan includes a total of 216.74 Full-time Equivalent (FTE) positions to support the delivery of City Services. The following is an allocation summary of both City and contract employees: Page 6 of 10 Update 2013-2014. Updated_ :Update vs; Updated 2012-2013 2013-2014 . .2012-2013 City Employees 88.25 91.50 3.25 Contract Employees 121.39 125.24 3.85 'Total-City & Contract 209.64 -> 216.74 . : 7,10 The net change between the Fiscal Year 2013-2014 Update to Fiscal Years 2012-2013 is 3.25 additional full time equivalent City employees and 3.85 full time equivalent contract employees including: City: • Parks and Facilities Development Coordinator (Limited Term) — 1 FTE The new full-time, 2-Year limited term, Parks and Facilities Development Coordinator replaces an existing part-time Public Service Employee (PSE) that was created last year due to the number of current projects in the Capital Improvement Program (CIP). The fund balance for the Public Facilities Fee has outpaced projections due to the pace of residential development. The addition of the position will provide additional resources allowing the City to advance some CIP projects in Fiscal Year 2013-2014, including the Lower Terrace Phase of Fallon Sports Park, the Tennis Court Resurfacing Project, and an update to the City's Park Development Standards. • Office Assistant II (Limited Term) — 1 FTE The new full-time, 2-Year limited term, Office Assistant II replaces two existing part-time Public Service Employee (PSE) positions that provided administrative assistance with various facility operations and special events for the Parks and Community Services Department. Combining the two positions into one will provide more consistency of service delivery and within the Department's growing facility operations. • Special Projects Manager (Limited Term) - 1 FTE Approved by the City Council in March 2013, the funding of the Special Projects Manager position will provide assistance to the City's economic development efforts and City-wide projects and initiatives. • j Increase Hours for Part-time Finance Technician (0.25 FTE) The increase of Part-time Finance Technician hours provides additional resource for Finance Division to maintain the Accounts Payable and Accounts Receivable functions within the Administrative Services Department. Contract: • Increase in MCE contract personnel (2.60 FTE) due to additional resources for City facility maintenance, street maintenance, tree maintenance, and landscape maintenance; • Increase in Contract Building Inspector (1 FTE) and Plans Checker (0.25 FTE) due to increased development activities. Page 7 of 10 Proposed Personnel System Changes In Fiscal Year 2013-2014, Staff will include a proposal to add and reallocate City resources pursuant to City Council workload priorities, organizational improvements and demands on City services. In anticipation of these modifications, the Personnel Officer is directed to plan for such revisions to the City's Personnel System to enable the City to be prepared for these developments at the beginning of the new Fiscal Year on July 1, 2013. The City's Personnel System is governed by several documents. Each document addresses a specific set of issues. The Staff Report identifies proposed changes to the City's Personnel System. As discussed below, these proposed adjustments are based on the need to add, amend, and delete certain job classifications. Classification Plan Amendment Pursuant to the City's Personnel System Rules, a job description must be adopted for each classification in the organization. The job description typically includes key elements, knowledge, skills, abilities and requirements of the position. The job descriptions make up the City's Classification Plan. A recent appraisal of City services within the Administrative Services Department recommended that the City provide additional high-level budget management and analytical work within the work unit. To address this finding, Staff proposes the creation of a new classification, Assistant Director of Administrative Services/Budget. The Human Resources Director is also directed to develop and/or enhance classifications with duties that reflect current roles and anticipated responsibilities within the Neighborhood Resources Technician series. With the success of this work unit created at the beginning of Fiscal Year 2012-2013 and the anticipated growth of roles and responsibilities, it is necessary to create an advanced journey level classification in the Neighborhood Resources Technician series. Attached to the Resolution Amending the Classification Plan (Attachment 4) are Exhibit A and B, which are classification descriptions for the positions of Assistant Director of Administrative Services/Budget and Senior Neighborhood Resources Technician. Management Position Exempt From Competitive Service Amendment The position of Assistant Director of Administrative Services/Budget will be designated as management and exempt from the City's competitive service system. In order to identify this position as management and exempt, a separate Resolution must be adopted that establishes the benefits for such management positions. Additionally, the Assistant Director of Administrative Services/Budget will receive a car allowance. The Resolution Amending the Management Positions Exempt from Competitive Service and Prescribing Leave Benefits for the Designated Positions (Attachment 5) designates the positions as exempt and defines specific benefits to the classification. Fiscal Year Salary Plan Amendment During Fiscal Year 2011-2012, the City Council and City employees agreed to take the necessary steps to have employees pay the full 8% portion of their CaIPERS retirement. This benefit adjustment occurred on July 2, 2011. During Fiscal Year 2012-2013 the City continued its partnering relationship with City employees regarding the CaIPERS retirement program. In an effort to address future financial liabilities, the City began Employee Cost Sharing of Page 8 of 10 Additional Benefits as defined under Section 20516 of the California Public Employee Retirement Law (PERL). The total maximum amount of City employee cost sharing cannot exceed 4.072%. This means City employees can continually share in the City's retirement costs up to 4.072%. It is the City's desires to reach the maximum amount of cost sharing through an employee . variable rate progression (50% of COLA increase each year) which began in October 2012, starting with a rate of 1.75%. In future years, increases to employee cost sharing amounts shall be determined during a review of the February Consumer Price Index (CPI) — All Urban Wage Earnings and the City's Fiscal Year budget process. As previously established by the City Council, employee CaIPERS deductions shall be made on a pre-tax basis under Internal Revenue Code (IRC) Section 414 (h) (2). The February 2013 Consumer Price Index (CPI) — All Urban Wage Earnings was 2.4% thus increasing cost sharing to 2.95%. Effective July 1, 2013, Dublin City employees will contribute a total of 10.95% towards the CaIPERS retirement program. Included in the City's Personnel System are Resolutions that address salary ranges for part-time and full-time personnel. The attached Resolution is a proposed amendment to the City's Salary Plan (Attachment 6 Resolution Establishing a Salary Plan for Full-Time Personnel In Accordance with the Personnel Rules) for full-time personnel and a Resolution for Management positions (Attachment 7 Resolution Establishing a Salary Plan For Management Positions Exempt for Competitive Service) effective July 1, 2013. Strategic Plan Update In January 2013, the City began the process to review and update the 10-Year Strategic Plan for Fiscal Year 2013-2014. The Strategic Plan as proposed continues the City Council's efforts to align key strategic initiatives with the budget process and sustains a long-term approach to the City's financial planning. The City Council and City Commissions activities in the update process are outlined in the April 30, 2013 Budget Study Session staff report. The updated Strategic Plan language, as preliminarily approved at that workshop is included in Section VI of the bUdget document. The Budget Update also includes the City Council approved strategic planning initiatives with additional budget impact: 1. Explore feasibility of establishing a Human Services Commission focusing on Tri-Valley social service issues ($22,250), 2. Explore the creation of an economic development corporation ($35,000) 3. Implement Tobacco Retailer License System ($5,000) 4. Create a comprehensive marketing and branding plan for the City ($350,000 has been included as a placeholder in Non-Departmental until Staff has identified the scope and estimated implementation cost). Budget Strategy The Budget Update has been prepared in accordance with City Council's direction provided at the April 30, 2013 Budget Study Session and is in alignment with updated strategic initiatives. The Fiscal Year 2013-2014 Budget and Financial Plan Update reflect a steady growth in revenues and increase in expenditures. The City's strong foundation of sound fiscal management has resulted in a balanced budget with no proposed use of reserves for ongoing operating budget expenditures. As presented in the five year General Fund ongoing revenues Page 9 of 10 and operating expenditures forecast at the Budget Study Session, Staff projects that the City will experience modest revenue growth for future years, and that the expenditures growth will outpace the growth in revenues, and annual maintenance costs of new Capital Projects will add another layer of incremental operating costs. A firm focus on building long-term fiscal sustainability will position the City to continue deliver high quality services as future growth in revenue stabilizes and additional infrastructure related needs and operations lead to increased expenditures demands. Staff will continue to explore new revenue opportunities and cost containment strategies to achieve the City's goal of long-term fiscal sustainability. Proposed Resolutions Approval of the following resolutions provide for adoption and enactment of the Fiscal Year 2013-2014 Budget and Financial Plan (Fiscal Year 2013-2014 Update) and other actions necessary to amend the City's Personnel System Rules including annual modifications to salary and benefit plans: 1. Resolution Adopting a Budget for the City of Dublin for Fiscal Year 2013-2014; and Exhibit A and B (Attachment 2); 2. Resolution Adopting an Appropriation for a City Contribution to Dublin Partners in Education for Fiscal Year 2013-2014, and Exhibit A (Attachment 3); 3. Resolution Amending the Classification Plan, and Exhibit A and B (Attachment 4); 4. Resolution Amending the Management Positions Exempt from Competitive Service and Prescribing Leave Benefits for the Designated Positions (Attachment 5); 5. Resolution Establishing a Salary Plan For Full-Time Personnel In Accordance with the Personnel Rules (Attachment 6); 6. Resolution Establishing a Salary Plan For Management Positions Exempt for Competitive Service (Attachment 7). NOTICING REQUIREMENTS/PUBLIC OUTREACH: Budget Hearing Notice Posted on May 31 , 2013 ATTACHMENTS: 1. Fiscal Year 2013-2014 Budget and Financial Plan Update 2. Resolution Adopting a Budget for the City of Dublin for Fiscal Year 2013-2014, w/Exhibit A Fiscal Year 2013-2014 Summary of Appropriations; and Exhibit B Approved Appropriations from GF Reserves 3. Resolution Adopting an Appropriation for a City Contribution to Dublin Partners in Education for Fiscal Year 2013-2014, w/ Exhibit A Fiscal Year 2013-2014 Summary of Appropriations (DPIE) 4. Resolution Amending the Classification Plan, w/ Exhibit A —Assistant Admin Svcs Director/Budget; and Exhibit B - Sr. Neighborhood Resources Technician 5. Resolution Amending the Management Positions Exempt from Competitive Service and Prescribing Leave Benefits for the Designated Positions 6. Resolution Establishing a Salary Plan For Full-Time Personnel In Accordance with the Personnel Rules 7. Resolution Establishing a Salary Plan For Management Positions Exempt for Competitive Service Page 10 of 10 o ■ .. - ._ d• 1 x i. , „ 9,; j . , ......,. ,, li -•: +.rte _ +mow r . v. --........:,,. .. . .: .._, ...,........• „_,:„,, ,,..,,_,rig, ..h r • `-- `mow 19` -9- -$0 82 \\,......0______71 City of Dublin C A L I F O R N I A Dublin heal Illowlcalal lilt, 2011 Preliminary Budget 1 and Financial Plan Fiscal Year 2013-2014 Update • ikOF D06,/ gielt0.1 Y>,\}\ City of Dublin C A L I F O R N I A Dublin 2011 Preliminary Budget and Financial Plan Fiscal Year 2013-2014 Update June 2013 • Tim Sbranti, Mayor Don Biddle, Vice Mayor Abe Gupta, Councilmember Kevin Hart, Councilmember David Haubert, Councilmember • Submitted by Joni Pattillo, City Manager • Table of Contents CITY MANAGER TRANSMITTAL LETTER 1 ,SECTION I - OPERATING BUDGET Revenue and Expenditures Summary 8 [2013-2014 Summary Appropriations by Major Fund Type 9 Historical Comparison of Revenues by Source 11 'Historical Comparison of Expenditures by Program 21 Community Grants Program 23 SECTION II - CIP • Five Year Capital Improvement Program 2012-2017 Update 24 SECTION III — AGENCY FUNDS Geologic Hazard Abatement Districts Summary 29 SECTION IV — POSITION ALLOCATION PLAN Position Allocation Plan Update 31 SECTION V — APPROPRIATIONS LIMIT Appropriations Limit 37 SECTION VI — STRATEGIC PLAN Strategic Plan Proposed 2013-2014 Update 39 • • CITY OF DUBLIN CITY MANAGER TRANSMITTAL LETTER • June 4, 2013 Honorable Mayor and Member of the City Council: It is my pleasure to present for your consideration the Fiscal Year 2013-2014 Budget Update. Beginning with Fiscal Year 2012-13, the City implemented a two-year budget process. This budget document provides updated financial and budget estimates for Fiscal Year 2013-2014, the second year of the two-year budget. Budget Overview The Fiscal Year 2013-2014 Budget Update is balanced, and it is in conformance with all of the City Council's adopted financial policies. This Budget Update responds appropriately to current economic realities, and positions the City to respond as needed in the next year and beyond. • Fiscal Year 2013-2014 revenues and operating expenditures are within the Fiscal Year 2013-2014 Forecast originally presented to the City Council in June 2012, with the exception of Property Taxes, Sales Tax revenues, and development related revenues and expenditures. The updated estimates are based on Staffs assessment of current financial conditions and current fiscal year development activities. Fiscal Year 2013- 2014 Budget Update for Capital Program changed significantly compared to Fiscal Year 2013-2014 Forecast due to capital project budget carryovers, project cost amendments, and advance of some projects' timeline. Fiscal Year 2013-2014 total recommended appropriation of all funds, including Appropriations to Reserves, is $88,624,913. Fiscal Year 2013-2014 budget will be funded by projected revenues and use of $7,804,473 appropriations from Designated Reserves. The Update Budget proposal does not assume use of the Economic Stability Reserve to balance the budget. Fiscal Year 2013-2014 total revenues are $80,820,440 or $78,720,260 net of Internal Service Fund (ISF) revenues. Total expenditures for the fiscal year are $103,406,910 or $101,846,580 net of ISF expenditures. • • 1 Forecast - Update • : FY2013-2014. -FY.2013-2014 Operating Programs General Fund $53,942,720 $57,232,180 Other Funds $6,180,400 $6,297,490 Sub-Total Operating Budget $60,123,120. $63,529,670 Capital Program General Fund $2,433,824 $8,422,370 Other Funds 13,200,787 29,894,540 Sub-Total Capital Program $15,634,611 $38,316,910 Internal Service Expenditures $797,570 $1,560,330 Total Expenditures - $76,555,301 $103,406,910 Operating Program Budget Total operating expenditures for Fiscal Year 2013-2014 Budget Update are ;$63,529,670, an approximately $3.4 million increase compared to Fiscal Year 2013- 2014 Forecast. The incremental increase is primarily due to: addition of resources pursuant to City Council workload priories and advance of timeline for some capital improvement projects; City energy efficient project debt servicing cost and solar • equipment Internal Service Replacement Fund charges to departments; inclusion of contingency for fire service contract pending for agreement of 2013 COLA adjustment; (fiscal responsible adjustment; funding for 2013-2014 update strategic initiatives; contract services costs associated with the acceleration of development activities; and replacement of fire apparatus and police vehicles. Capital Program Budget In June 2012, the City Council adopted the Capital Improvement Program (CIP) for Fiscal Years 2012 through 2017. In anticipation of work beginning on new funded projects approved for Fiscal Year 2013-2014, the Fiscal Year 2013-2014 Budget Update review of the CIP has been conducted to ensure that revenues are available to fund approved projects, to amend existing or add new projects so they are consistent with current funding, workloads and scheduling, to assure consistency with the adopted City Council priorities, and to meet community expectations. Total capital program expenditures for Fiscal Year 2013-2014 are $38,316,910; $8,422,370 is funded by General Fund. The incremental change in Capital Program budget is primarily due to Fiscal Year 2012-2013 budget carryovers, project cost amendments, and advance of some projects' timeline. The following table is a comparison of capital project expenditures between Fiscal Year 2013-2014 Forecast and Update Capital Program budget: • 2 Forecast; Update .. ' •Capital Program `' ; ..FY„2013-2014. ; : °FY 2013-2014 ; General $2,412,500 $9,856,440 Community Improvements $85,324 $86,130 Parks $9,807,871 $16,602,440 Streets $3,328,916 $11,771,900 Total $15,634,611 $38,316,910 Revenues The Fiscal Year 2013-2014 Budget Update presented total revenues at $80,820,440 or $78,720,260 excluding ISF revenues. The Budget Update is approximately $8.3 million increase compared to the Fiscal Year 2013-2014 Forecast (less Internal Service Funds). The following table is a comparison of Forecast and Budget Update revenues for Fiscal Year 2013-2014. m . a.. Forecast -Proposed ` Fund; FY 2013-2014 FY 2013-2014:. General Fund $54,881,450 $57,953,880 • Special Revenues $7,905,360 $10,835,960 Impact Fees $7,633,510 $9,930,420 Internal Service Fund $1,682,770 $2,100,180 Total Revenues . ; , . $72,103;090 $80,820,440 General Fund revenue increase is primarily attributed to increase in tax roll with rising home values and new construction, increase in Sales Tax revenues due to steady growth in economy and strong new automobile sales, net increase fees due to Master Fee update effective December 2012, and increase in Charge for Services associated with development related contract services costs which are reimbursable. Other Revenues incremental increase is attributed to reimbursement of capital project costs by Alameda County and other regional entities, and the anticipation of the receipt of Avalon Bay's deferred Public Facility fees payment. Areas of Concentration Update In the Fiscal Year 2012-2013 Budget, Staff outlined areas of concerns that the City needs to address in future years. The following is an update of the areas of concentration: • 3 Utilities • (Utility costs for the operation of City facilities and infrastructure continue to increase. The City Council has approved an Energy Service contract and an associated financing (contract for the implementation and funding of the energy efficiency improvement 'project. The total project cost is $7,217,823. The project study identifies that the full ,cost of improvements, including financing costs, can be offset through estimated 'savings. It is anticipated that, over a 15 year period, the cost savings from the energy upgrades will exceed the project costs, assuming that utility cost savings are applied !directly to the debt servicing and solar equipment replacement fund for the project. The !implementation of the solar energy project will reduce utilities cost due to improved efficiencies, as well as accomplish the financial goal of cost containment and strategic goal of"Explore and implement strategies that enhance environmental sustainability". Employee Costs Continued increase in employee costs is a major area of concern for all public agencies. Over the past years, Staff has implemented employee cost sharing measures .(healthcare and retirement costs) to relieve a portion of the burden to the City. Currently, employees are paying 100% of employee portion of the retirement costs as well as contributing to the employer portion of the retirement costs. Starting in Fiscal Year 2012-2013, 50% of any annual salary increase is applied to employer retirement costs, and employee will pay 2.95% of employer PERS rate in Fiscal Year 2013-2014. • City employees will pay up to 4.072% of employer retirement costs by the end of the four year agreement period. CaIPERS has just adopted the policies of modifying amortization periods and smoothing methods for retirement trust fund. Besides, CaIPERS is also planning to look into 'changing its actuarial assumptions, such as experience study due to longer life spans and economic assumptions on discount rate, it is anticipated employer retirement cost will increase significantly starting Fiscal Year 2015-2016. Staff will begin to look into strategies to cope with the significant increase in retirement costs and provide update to the City Council in the near future. Contracts Contract services cost is approximately 63% of the General Fund operating budget. Public safety cost is the largest component of the City's operating budget - it is approximately 44% of General Fund operating expenditures. Police and fire services contract costs have increased significantly for the past five years and are expected to continue growing for future years. Alameda County Fire Department (ACFD) proposed Fiscal Year 2013-2014 fire services contract cost is close to Fiscal Year 2013-2014 Forecast amount. However, the ACFD management and LOCAL 55 have not reached an agreement on a 2013 COLA adjustment which, if approved, could have a significant budget impact in Fiscal Year • 4 • • 2013-2014 and future years. Police services contract cost containment is also challenging as it is directly impacted by the County's budgetary conditions. Staff has been working with the Alameda County Sheriff's Office to implement budgetary control strategies. Staff will continue working with the Alameda County Fire Department and Alameda County Sheriff's Office to negotiate and implement cost containment measures to ensure long-term sustainability of providing public protection services. Maintenance service is another major contract service for the City. On June 19, 2012, the City Council approved a new five year agreement with MCE Corporation, with cost containment and the maintenance of the existing level of quality service was the main focus during contract negotiation. Capital Improvement Projects On-going Budget Impact A number of planned Parks and Streets capital improvement projects will have a significant impact on the operating budget due to on-going maintenance costs. The following is a summary of Parks and Streets projects which will require additional General Fund on-going funding. A detail list of capital projects with ongoing operating budget impact is included in Section II of the budget document. FY 2012-13 FY 2013-14 .. ;FY 2014-15 FY 2015-16':" FY 2016-17 Parks $30,660 $256,430 $340,780 $738,001 $1 ,421,295 • Streets $7,000 $46,500 $51 ,000 $51 ,000 $51,000 Total :..$37,660' $302,930_ .,''$391,780 ;4789,001 <- $1,472,295 Please note these expenses are related to CIP projects only. This fiscal impact is not reflective of other infrastructure improvements such as additional street, street landscape, and street light maintenance that is necessary because of new developments. Staffing Level The Fiscal Year 2013-2014 Position Allocation Plan Update includes a total of 216.74 Full-time Equivalent (FTE) positions to support the delivery of City Services. Of these positions, 91 .5 are City employees and 125.24 are contract employees. The net change for Fiscal Year 2013-2014 consists of 3.25 additional FTE City employees and 3.85 FTE contract employees. The additional positions directly support the achievement of the Strategic Plan pursuant to City Council workload priorities, organizational improvements and demands on City services. The Limited Term Parks and Facilities Development Coordinator will provide additional resources allowing the City to advance some CIP projects in Fiscal Year 2013-2014, including the Lower Terrace Phase of Fallon Sports Park, the Tennis Court Resurfacing Project, and an update to the City's Park Development Standards. • 5 The Limited Term Office Assistant II replaces two existing part-time Public Service • Employee positions that provided administrative assistance with various facility operations and special events for the Parks and Community Services Department. ICombining the two positions into one will provide more consistency of service delivery and within the Department's growing facility operations. The Limited Term Special Projects Manager position will provide additional assistance to the City Manager's Office/Economic Development and assigned City-wide projects land initiatives. Appropriations Limit The Appropriations Limit for Fiscal Year 2013-2014 is $226,135,179. Those recommended appropriations which are funded by "Proceeds of Taxes" total $43,122,487; therefor the appropriations subject to the limit are $183,012,692 below the 'City's legal limit. The proposed limit is included in the budget document (Section V) as required by State Law. 'Debt Services 'The City has an outstanding debt service of $6,755,823.70 for energy efficient capital 'lease. Agency Funds The City facilitates the financing of improvements and maintenance activities of three • Geological Hazard Abatement Districts (CHAD). No City funds are associated with ,these activities; the City acts exclusively as a conduit for monies collected on the ;property tax bills of properties benefiting from the Districts. Geological Hazard ;Abatement Districts Summary is included in Section III of the budget document for ,information purposes only. Strategic Plan Update In January 2013, the City began the process to review and update the 10-Year Strategic Plan for Fiscal Year 2013-2014. The Strategic Plan as proposed continues the City Council's efforts to align key strategic initiatives with the budget process and sustains a long-term approach to the City's financial planning. The City Council and City Commissions activities in the update process are outlined in the April 30, 2013 Budget Study Session staff report. The updated Strategic Plan language, as preliminarily approved at that workshop, is included in Section VI of the budget document. Conclusion The Budget Update has been prepared in accordance with City Council's direction provided at the April 30, 2013 Budget Study Session and in alignment with updated strategic initiatives. The Fiscal Year 2013-2014 Budget and Financial Plan Update reflect a steady growth in revenues and increase in expenditures. The City's strong foundation of sound fiscal management has resulted in a balanced budget with no • 6 • proposed use of reserves for ongoing operating budget expenditures. As presented in the five year General Fund ongoing revenues and ongoing operating expenditures forecast at the Budget Study Session, Staff projects that the City will experience modest revenue growth for future years, and that the expenditures growth will outpace the growth in revenues, annual maintenance costs of new Capital Projects will add another layer of incremental operating costs. A firm focus on building long-term fiscal sustainability will position the City to continue deliver high quality services as future growth in revenue stabilizes and additional infrastructure related needs and operations lead to increased expenditures demands. Staff will continue to explore new revenue opportunities and cost containment strategies to achieve that City's goal of long-term fiscal sustainability. I look forward to working with the City Council in continuing to strengthen the financial foundation and building a long-term fiscal sustainability for the City. Respectfully submitted, • Joni Pattillo City Manager • 7 • SECTION OPERATING • BUDGET • REVENUES AND EXPENDITURES SUMMARY (ALL FUNDS) • ADJ. ACTUAL BUDGET PROJECTED FORECAST UPDATE REVENUE 2011-2012 2012-2013 2012-2013 2013-2014 2013-2014 -:: fC.02-- -- - - CURRENT REVENUES , .i.;-::7;;-11, , , r.,:."---:- ,-, . '4:7,) ' - -,_ Property Taxes $22,246,360, $23,073,950 $23,033,250 $23,888,530 $24,153,050 Sales Taxes 14,996,930 15,850,000 15,857,150 15,300,000 16,271,400 Taxes Other Than Property or Sales Tax 4,764,090 4,655,860 4,863,670 4,740,430 4,829,940 Special Assessments 1,096,940 1,138,220 1,147,450 1,189,780 1,183,960.. Licenses&Permits 4,520,440 3,652,490 4,285,380 2,597,020 2,790,770 Fines& Forfeitures 285,000 257,280 284,520 257,280 286.540 Use of Money& Property 1,885,570 1,601,190 1,651,240 1,727,940 1,778,460 Intergovernmental Revenues 3,960,100 5,182,630 5,271,740 2.612.000 5,420,870 Charges for Service 11,598,220 10,886,740 12,352,180 9,974,080 11,890,080 Impact Fees 17,607,870 4,941,230 10,135,710 7,358,060 9,654,970 Capital Lease - 7,023,270 6,755,820 (0) - Other Revenues 2,720,340 8,540,490 10,031,110 2,457,970 2,560.400 - $85,681,860t,-..,4.,$86803,350 ...Ai:195669,220 ' $72,103,090 - '-$80,820,440 Les'Internal Seliiid‘liii1iievenue' 47>.-Y, ,i'l- --1°-. -($1;41',780)I1,3-+($1.,639,380) ','4 $1644,430) '($1,682,770) -,°...".H($2,100,180) NET TOTAL REVENUE-ALL FUNDS $84,230,080 $85,163,970 $94,024,790 $70,420,320 $78,720,260 ADJ. • ACTUAL BUDGET PROJECTED FORECAST UPDATE EXPENDITURES 2011-2012 2012-2013 2012-2013 2013-2014 2013-2014 OPERATING PROGRAMS General Government $6,470,670 $8,282,850 $8,107,360 $7,600,970 $8,892,320 Public Safety 26,553,980 34,683,620 34,561,560 29,256,900 29,477,690 Transportation 2,768,090 3,301,480 3,232,080 3,259,860 3,190.870 Health and Welfare 4,422,490 4,573,100 4,354,910 4,299.830 4,258,910 Culture&Leisure Services 8,248,460 8,754,660 8,819,960 8,975,250 9.574,770 Community Development 7,177,720 8,017,940 8,292,840 6,730,310 8,135,110 TOTAL OPERATING BUDGET , ,..., - -- -' , .3.555,641,410 -,,,167,613,650 ' -,167,368,710 '460,123,120 ,$63,529,670 CAPITAL IMPROVEMEN-T'BROjECTSJ, General $6,641,680 $14,006,070 $14,006,070 $2,412,500 $9,856,440 Community Improvements 213,900 88,490 88,490 85,324 86,130 Parks 996,670 3,842,560 3,842,560 9,807,871 16,602,440 Streets 2,959,560 6,658,580 6,658,580 3,328,916 11,771,900 TOTAL OPERATING BUDGET::[.!---' ° r .,,,"-,-, $18,811,810 -$24,595,700 $24,59B,700 . :$15634,611 ' $38,316,910 INTERNAL SERVICE FUND BUbGET N.c.fV„.„.-:-'' .,,,,..2.7_,,,4:,-,,, TOTALINTERNAL-SERVICE FUND LF--1-, , ,„"'AzIt'i -,. .$496498 I ,'„ $1156;150.1t ;-1$1,179,650,1?4,41'-$797,570 -'-'' $1,560,330' TOTAL EXPENIDITURESALCroNDS--4"";/".`f-r 1 .-:,:1$65,949,7,10, '-459-5,-265,566- "-"'''-"$93,144;040 ., $76,556,301 •$103,406,910 Les InternalSobikeFunaEigiari;eV;IP:CAF-1-ti,'111488,490)1?' ($1:,15i,-150)1"7°-:($1J-7-8-,-830j17,...-1z45751,-870)1 . -($1,5$0,330)1 li NET TOTAL EXPENDITURES-ALL FUNDS $66,453,220 $92,209,350 $91,964,410 $75,757,731 $101,846,580 8 2013-2014 SUMMARY APPROPRIATIONS BY MAJOR FUND TYPE • General Special Capital Impact Internal Total Fund Revenue Project Fees Service CURRENT REVENUE_ . Property Taxes $24,153,050 $24,153,050 $0 $0 $0 $0 Sales Taxes 16,271,400 16,271,400 - - - - Taxes Other Than Property or Sales Tax 4,829,940 4,333,000 496,940 - - - Special Assessments 1,183,960 - 1,183,960 - - - Licenses& Permits 2,790,770 2.790,770 - - - - Fines& Forfeitures 286,540 138,260 148,280 - -Use of Money& Property 1,778,460 1,234,240 155,160 - 275,450 113,610 Intergovernmental Revenues 5,420,870 183,620 5,237,250 - - - Charges for Service 11,890,080 7,091.700 2,820,810 - - 1,977,570 Impact Fees 9,654,970 - - - 9,654,970 - Other Revenues 2,560,400 1,757,840 793,560 - - 9,000 TOTAL CURRENT REVENUE -7' $80,820,440`:- .$57,953;880 ', -$10,835,960 2 $0 $9,930,420 $2,100,180 OTHER SOURCES/USES" ? ... . Appropriations from Reserves Economic Stability Reserve $0 $0 $0 $0 $0 $0 I Assigned For One-Time Initiatives (Operating) 350,000 350,000 I Assigned For One-Time Initiatives(Capital) - - Carry-Over Fiscally Responsible Adjustment - - Innovations&New Opportunities - - Open Space Funding 2,000,000 2,000.000 Civic Center Expansion Design - - Public Safety Complex - 1,688,608 1,688,608 Maintenance Facility 3,765,865 3,765,865 Emergency Communications - - Unrestricted- (Capital Contribution) - - One-time Initiatives - - i Operating Transfer In/(Out) - - 30,860 (30,860) Fund Transfers In/(Out)-Capital Projects - (8,422,370) (5,528,870) 38,316,910 (20,259,370) (4,106,300)i'i SUB-TOTAL OTHER SOURCES/USEiS iii- :.:_$7,804,47i-3 - ) 037) ';:($5,559,730) ..$38;316,910 ($20,259,370)�($4,106,300 i TOTAL FUNDS AVAILABLE $88,624,913 $57,366,843 $5,276,230 $38,316,910 ($10,328,950) ($2,006,120) 9 1 IIIP ak2013-2014 SUMMARY APPROPRIATIONS BY MAJOR FUND TYPE General Special Capital Impact Internal Total Fund Revenue Project Fees Service OPERATING EXPENDITURES sr --' ' = '. :m ..-,' ':-LI.: : ',.1,.., -',, g.::::, 7:- ,-1=-:".v: General Government $8,892,320 $8,862,770 $29,550 $0 $0 $0 Public Safety 29,477,690 28,094,800 1,382,890 - - - Transportation 3,190,870 2,161,100 1,029,770 - - Health and Welfare 4,258,910 814,580 3,444,330 - - . - Culture&Leisure Services 9,574,770 9,222,790 37,840 - 314,140 - Community Development 8,135,110 8,076,140 38,970 - 20,000 - TOTAL OPERATING EXPENOITGRES- ., ' -2'. ^ $63,529,670':x:'$57,232,180>' -21'5,963,350- :::`; ' '' $0 , $334,140 $6 CAPITAL PROJECTS '' - 1 ,. . - .'' '.' _• .= ' . . ;„,,. „:„,,„1:1' ''!,;!';'!;,:,x,' . : 1'",..,'''. , .,• .. General $9,856,440 $0 $0 $9,856,440 $0 $0 Community Improvement 86,130 86,130 Parks 16,602,440 16,602,440 Streets 11,771,900 11,771,900 'TOTAL CAPITAL PROJECTS'' — r '''''' ''-- 471'' $38,316,910. -:.„:„.2x--x $0_ ,C,',"'s $0 $38,316,910 . $0 -, $0 11101-0TAL PROPOSED EXPENDITURES:1- $103,406,910 ,$57,232;180 t. $5,968,350 -:$38,316,910 I . : $334,140 $1,560,330 Appropriations To Reserves-General $134,663 $134,663 Appropriations To Reserves- Restricted ($14,916,660) ($687,120)_ $0 ($10,663,090) ($3,566,450) TOTAL APPROPRIATIONS-RESERVES- I' ($14,781;997) $134,663 -, ($687,126) .,:','" $0 I • ($10,603,090)1 ($3,566,450) TOTAL APPROPRIATIONS $88,624,913 $57,366,843 $5,276,230 $38,316,910 ($10,328,950) ($2,006,120) • 10 • I HISTORICAL COMPARISON OF REVENUES BY SOURCE ADJ. ACTUAL BUDGET PROJECTED FORECAST UPDATE i 2011-2012 2012-2013 2012-2013 2013-2014 2013-2014 GENERAL.FUND ,';. : FUND#1001 = PROPERTY■TAXES Current Secured $16,919,590 $17,504,000 $17,448,900 $18,203,730 $18,506,450 Current Unsecured 1,099,260 1,120,000 1,120,000 1,164,000 1,164,000 In Lieu VLF 3,410,190 3,537,950 3,584,450 3,667,000 3,667,000 Supplemental 265,200 400,000 404,500 450,000 444,700 Prior Secured 396,780 375,000 375,000 280,000 280,000 Prior Unsecured 36,110 5,000 5,000 5,000 5,000 Property Tax Penalties 119,230 132,000 95,400 118,800 85,900 Sub-Total $22,246,360 $23,073,950 $23,033,250 $23,888,530 $24,153,050 TAXES OTHER THAN PROPERTY Sales Tax Sales and Use Tax $11,451,820 $12,212,500 $11,892,860 $11,475,000 $12,203,550 In Lieu Sales Tax 3,545,110 3,637,500 3,964,290 3,825,000 4,067,850 I Sales Tax-Total $14,996,930 $15,850,000 $15,857,150 $15,300,000 $16,271,400 Property Transfer Tax 441,580 430,000 604,460 451,500 491,100 Transient Occupancy Tax(Hotel) 879,730 875,000 898,100 875,000 898,100 Franchise Waxes Electric ! 496,650 450,000 450,000 463,500 463,500 Gas I 106,710 102,300 102,300 105,300 105,300 Garbage ! 1,683,240 1,670,000 1,670,000 1,700,000 1,700,000 Cable 687,770 675,000 675,000 675,000 675,000 Franchise Taxes- Total $2,974,370 $2,897,300 $2,897,300 $2,943,800- $2,943,800 Sub-Total $19,292,610 $20,052,300 $20,257,010 $19,570,300 $20,604,400 LICENSES & PERMITS Business Licenses $137,920 $139,000 $138,000 $139,000 $138,00 Police Licenses 18,900 19,380 17,880 19,380 17,720 Fire Permits 56,560 50,730 55,900 52,980 63,110 Animal License 5,200 5,600 5,200 5,600 6,000 Planning Permits 58,140 52,740 53,010 52,740 52,740 Building Permits 4,075,220 3,247,170 3,758,880 2,215,280 2,255,020 Construction and Demo Permits 116,920 55,470 103,720 56,400 56,290 City Calgreen Building Permit Surcharge - - 68,070 - 146,420 Encroachrhent/Transportation 46,070 79,120 81,440 49,120 48,910 Grading I 5,510 3,280 3,280 3,280 3,320 Newspaper Racks Permit - - 3,240 3,240 Sub-Total _ $4,520,440 $3,652,490 $4,285,380 $2,597,020 $2,790,770 FINES& PENALTIES Business License Penalties $2,240 $2,500 $2,250 $2,500 $2,250 Penalties Other 20 - - - - Other Court Fines 67,510 60,000 61,560 60,000 63,580 Parking Citations 56,620 52,910 72,430 52,910 72,430 Sub-Total $126,390 $115,410 $136,240 $115,410 $138,260 USE OF MONEY & PROPERTY Interest $706,480 $553,030 $553,030 $652,160 $652,160 Facility Rentals 490,620 459,840 511,970 465.950 517.240 Leased Property 57,800 64,100 62,020 , 64,800 64,030 Sub-Total $1,254,900 $1,076,970 $1,127,020 $1,182,910 $1,233,430 INTERGOVERNMENTAL . STATE REVENUE ' MandatedlCosts Reimbursement $15,850 $0 $11,310 $0 $0 Property Tax Relief(HOPTR) 180,780 181,800 181,800 183,620 183,620 Sub-Total $196,630 $181,800 $193,110 $183,620 $183,620 • 11 HISTORICAL COMPARISON OF REVENUES BY SOURCE • ACTUAL ADJ. BUDGET PROJECTED FORECAST UPDATE 2011-2012 2012-2013 2012-2013 2013-2014 2013-2014 CHARGES FOR SERVICES Sale of Documents $8,490 $20,720 $20,720' $3,700 $3,700 Bldg Use Insurance 20,560 16,000 16,000 16,000 16,000 Police Charge for Services 52,480 60,730 52,720 60,730 54,120 Santa Rita Services 689,510 800,000 800,000 820,000 820,000 Fire Charge for Services 279,150 121,340 363,740 126,310 149,660 Waste Mgt Admin Fee 666,800 660,000 660,000 670,000 670,000 Heritage & Cultural Arts 157,380 145,940 148,280 148,790 148,520 Recreation & Community Services 1,925,230 1,829,030 2,023,910 1,854,810 2,008,140 Zoning 1,589,980 1,259,010 1,925,990 852,550 976,130 Plan Checking 3,890 2,600 3,170 2,600 2,600 Business License City Admin Clasp fee - - - - - Local Share Permit Surcharges 34,740 8,220 21,130 11,620 11,550 Engineering Plan Checking 2,261,370 1,642,420 1,959,740 1,123,020 2,231,280 Sub-Total $7,689,580 $6,566,010 $7,995,400 $5,690,130 $7,091,700 OTHER REVENUE Sale of Property $166,670 $166,670 $166,670 $0 $0 Contribution/Donations/Sponsorships 65,070 78,150 77,750 67,650 78,250 Miscellaneous Revenue 163,870 94,760 94,710 53,080 93,080 Reimbursement, General 242,060 3,725,250 3,725,250 24,570 105,930 Reimbursement, Damage 79,800 19,370 19,370 19,370 19,370 Community Benefit Payments 1,107,850 3,168,790 4,056,850 1,488,050 1,461,210 Sub-Total $1,825,320 $7,252,990 $8,140,600 $1,652,720 $1,757,840 TOTAL-GENERAL FUND .... `' °- - $57,154230 $61,971,920' ' T $65,168,010 $54,880,640 $57,953,070 EMETERY RESERVE , FUND#1002 , . :,...,"''',.°1-., a �`. SE OF MONEY& PROPERTY Interest $670 $660 $660 $810 $810 Sub-Total $670 $660 $660 $810 $810 TOTAL-CEMETERY RESERVE - - 't 1$670 ' :.-F-' $660. ° $660 :.,:. `'$810 $810 USE OF MONEY& PROPERTY Interest $1,140 $1,070 $1,070 $1,280 $1,280 Sub-Total $1,140 $1,070 $1,070 $1,280 $1,280 OTHER REVENUE Miscellaneous Revenue $25,720 $0 $9,820 $0 $0 Sub-Total $25,720 $0 $9,820 $0 $0 TOTAL-SPECIAL CRIMINAL-ACTIVITY .. ; $28;860 .. ' °-`' 1/4$1,070 "' -.$1b,890 ' " ,:--11,280 °., . ':$1',280' USE OF MONEY&PROPERTY Interest $2,410 $2,430 $2,430 $3,060 $3,060 Sub-Total $2,410 $2,430 $2,430 $3,060 $3,060 INTERGOVERNMENTAL County Grants $30,780 $32,580 $28,490 $32,580 $30,460 Sub-Total $30,780 $32,580 $28,490 $32,580 $30,460 TOTAL-VEHICLE'ABATEMENT.." ''°' . °$33;190 Cz $35,010:. . eft ..$30,920 r- .'`$35,6401 `$33,520, • 12 , , HISTORICAL COMPARISON OF REVENUES BY SOURCE ADJ. ACTUAL BUDGET PROJECTED FORECAST UPDATE • 2011-2012 2012-2013 2012-2013 2013-2014 2013-2014 SLES/COPS FUND CA FUND#2103 - USE OF MONEY& PROPERTY Interest 1 $240 $0 $0 $0 $0 • I Sub-Total $240 $0 $0_ $0 $0 INTERGOVERNMENTAL Other State Grants $100,000 $100,000 $100,000 $100,000 $100,000 I Sub-Total $100,000 $100,000 $100,000 $100,000 $100,000 TOTAL-SLES/COPSTFUND-CA -,--._ _--;- $100,240 . : $100,000 - - ---. $100,000 $100,006' -,... $100,000 LOCAL LAW ENFORCEMENTBLOCK-GRANT- , - ' - - . i. -- - • ' ,- - FED ...-:-."--,i _ , ---..-: . --;-. FUND it 3104 USE OF MONEY&PROPERTY Interest 1 $30 $0 $0 $0 $0 I Sub-Total $30 $0 $0 $0 $0 TOTAL- LO:CALTILTAW,ENFORCEMENTBLOCK: 2-1---': , - ' ' . ; ,:-.12 4-C-c-,t. ',-- GRANT,-FED",-4t ,,L ,--:-.: :;ST;-.T i.r,„q.,,,,,;_,, $30 I TRAFFIC SAFETYTT. FINES& PENALTIES Vehicle Fines , $158,610 $141,870 $148,280 $141,870 $148,280 r Sub-Total $158,610 $141,870 $148,280 $141,870 $148,280 USE OF MONEY& PROPERTY Interest , $1,030 $0 $0 $0 $0 , Sub-Total $1,030 $0 $0 $0 $0 OTHER REVENUE Reimbursement, Damage $200 $0 $0 $0 $1311/ I Sub-Total $200 $0 $0 $0 $0 TOTAL TRAEFIa SAFETY. -- - , - ---, -$180,840 $141,870 $148, 80' T $141,870 ` $148,280 I 'FEDERAL ASSET SEIZURE FUND ' -• FUND#2107 USE OF MONEY&PROPERTY Interest , $1,270 $1,110 $1,110 $1,360 $1,360 Sub-Total, $1,270 $1,110 $1,110 $1,360 . $1,360 OTHER REVENUE Miscellaneous Revenue $0 $0 $416,600 $0 $0 Reimbursement, General - - - Sub-Total $0 $0 $416,600 $0 $0 TOTALIf EEDERAL ASSET S ''...EIZURE FUND, ,. .- ..:' $1,270 _- ' 11,110 ' $417,710 , ..:' $1,360 $1,360' - EMS SPECIAL REVENUE- - n.---7.-- :.,-,,... FUND#2109 PROPERTY TAXES Current Secured $148,750 $148,900 $148,900 $152,500 $155,500 Prior Secured 2,840 2,500 2,500 2,500 2,500 Property Tax Penalties 890 1,000 1,000 1,000 1,000 i Sub-Total $152,480 $152,400 $152,400 $156,000 $159,000 USE OF MONEY&PROPERTY • Interest 1 $20 $0 $0 $0 $0 I Sub-Total $20 $0 $0 $0 $0 INTERGOVERNMENTAL County Grants $171,570 $174,150 $174,150 $177,630 $177,630 I Sub-Total $171,570 $174,150 $174,150 $177,630 $177,630 TOTAL- EMS SPECIAL ' ; 7Y:7'7:1-$324,070 - :-1326,550_ 11136166...- , $333,630 -:: T-- 1336,630 . . • 13 HISTORICAL COMPARISON OF REVENUES BY SOURCE • ACTUAL ADJ. BUDGET PROJECTED FORECAST UPDATE 2011-2012 2012-2013 2012-2013 2013-2014 2013-2014 ENFORCEMENT GRANTS- ,. 't:--4,• _-.. .•?+FUND#21.11 ' -, USE OF MONEY& PROPERTY Interest $0 $0 $0 $0 $o • Sub-Total $0 $0 $0 $0 $0 INTERGOVERNMENTAL Federal Grant $1,050 $0 $0 $0 $0 Other State Grants 10.830 5,880 4,840 - 1,230 Sub-Total $11,880 $5,880 $4,840 $0 $1,230 TOTAL-ENFORCEMENT GRANTS . - ,, :r= $1.1,880 -- '$5,880 _ ., 14;840 " " $0 $1,230 STATE GAS TAX ' . '° - .4 FUND#2201 '°.' '- " USE OF MONEY& PROPERTY Interest $17,740 $16,380 $16,380 $21,050 $21,050 Sub-Total $17,740 $16,380 $16,380 $21,050 $21,050 INTERGOVERNMENTAL Gas Tax Section 2105 $224,450 $230,000 $208,300 $233,000 $228,070 Gas Tax Section 2106 160,160 162,500 162,500 162,500 155,990 Gas Tax Section 2107 331,440 350,000 312,100 355,000 339,560 Gas Tax Section 2107.5 6,000 6,000 6,000 6,000 6,000 Prop 42 (TCRF) Replacement 650,440 515,000 493,900 525,000 691,020 Sub-Total $1,372,490 $1,263,500 $1,182,800 $1,281,500 $1,420,640 OTHER REVENUE Reimbursement, Damage $12,110 $0 $0 $0 $0 Sub-Total $12,110 $0 $0 $0 $0 TOTAL:STATE GAS TAX - $1,402,340 x. $1,279,880 , $1,199,180 $1,302,550 , $1,441,690 •SAFETEA-LU '-. ;. FUND#2202, `r` ' ' INTERGOVERNMENTAL Federal Grant $532,110 $1,560,790 $1,977,630 $0 $0 Sub-Total $532,110 $1,560,790 $1,977,630 $0 $0 TOTAL- SAFETEA-LU '' ' $532,110 .; `'$1,560,790:.: 119977,630 '° $0 $0 TRANSPORTATION DEVELOPMENT ACT" FUND.#2203 ' " " '' :.r -. INTERGOVERNMENTAL Other State Grants $0 $207,200 $44,300 $0 $163,100 Sub-Total $0 $207,200 $44,300 $0 $163,100 TOTAL-TRANSPORTATION DEVELOPMENT--• "''"' ' ° _',...-f ` �, ACTIA SALES TAX-LOCAL STREETS-44 4 444 ct....„-/' - --_ ° ' ` ''' - TAXES OTHER THAN PROPERTY Sales and Use Tax $345,530 $334,570 $341,940 $346,620 $366,370 Sub-Total $345,530 $334,570 $341,940 $346,620 $366,370 USE OF MONEY& PROPERTY Interest $7,560 $7,460 $7,460 $7,270 $7,270 Sub-Total $7,560 $7,460 $7,460 $7,270 $7,270 OTHER REVENUE Reimbursement,General $0 $0 _ $0 • $0 $2,000,000 Sub-Total $0 $0 $0 $0 $2,000,000 TOTAL-°ACTIA SALES TAX=LOCAL:STREETS.:`-'4 ".$353,090. ;?. 44$342,030s, ' ''$349,400 . • -$353,890 -$2,373,640. • 14 HISTORICAL COMPARISON OF REVENUES BY SOURCE ADJ. ACTUAL BUDGET PROJECTED FORECAST UPDATE • 2011-2012 2012-2013 2012-2013 2013-2014 2013-2014 ACTIA SALES TAX BIKE& PED _.. m _. _ FUND:#.2205 _ - ---7--!::-'.1._. _._. . TAXES OTHER THAN PROPERTY Sales and Use Tax $122,880 $118,990 $121,870 $123,510 $130,570 I Sub-Total $122,880 $118,990 $121,870 $123,510 $130,570 USE OF MONEY&PROPERTY Interest I $3,340 $1,360 $1,360 $2,200 $2,200 Sub-Total $3,340 $1,360 $1,360 $2,200 $2,200 OTHER REVENUE Reimbursement,General $153,730 $341,300 $298,720 $0 $0 Sub-Total $153,730 $341,300 $298,720 $0 $0 • TOTAL-ACTIASALES TAX-BIKE&PED .$279,950 , . .LL'' $461,650 $421,950 $125,710 _ .. '.$132,770' 1 CONGESTION MANAGEMENT FUND#2208 INTERGOVERNMENTAL Other State Grants $29,880 $0 $0 $0 $0 I Sub-Total $29,880 $0 $0 $0 $0 TOTAL CONGESTION MANAGEMENT = - - - t AGENCY == . _._ $29,880 * $0; $0 $0 _ -_0 ._$0 HIGHWAY SAFETY TRAFFIC REDUCTION =' _"" "' BOND : :. t ,' - ' USE OF MONEY&PROPERTY Interest I $1,970 $0 $0 $0 $0 I Sub-Total $1,970 $0 $0 $0 $0 INTERGOVERNMENTAL Other State Grants $648,620 $0 $0 $0 $0 I Sub-Total $648,620 $0 $0 $0 $0 TOTAL- H :- . -HIGWAY SAFETY TRAFFIC • , EDUCTION BOND?el FEDERAL TRANSPORTATION(TIGER) INTERGOVERNMENTAL Federal Grant $73,160 _ $292,520 $269,360 $0 $0 I Sub-Total $73,160 $292,520 $269,360 $0 $0 (TIGER) I --- $73;160 x, $292,520 $269,360 - , $0 $0 I ACTC-.VEHICLE:REGISTRATION.FEE. ' '.FUND#2212 ' :; , : - USE OF MONEY & PROPERTY Interest $500 $0 $0 $0 $0 Sub-Total $500 $0 $0 $0 $0 INTERGOVERNMENTAL ACTC- Vehicle Registration Fee $232,640 _ $203,360 $217,160 $203,360 $217,160 Sub-Total $232,640 $203,360 $217,160 $203,360 $217,160 OTHER REVENUE Reimbursement, General $0 $0 $0 $0 $0 Sub-Total $0 $0 $0 $0 $0 TOTAL-ACTC-VEHICLE REGISTRATION FEE ''7.2:4 $233,140 .. ., $203,360 $217,160 $203;360 : $21=7,160 15 HISTORICAL COMPARISON OF REVENUES BY SOURCE • ACTUAL ADJ. BUDGET PROJECTED FORECAST UPDATE 2011-2012 2012-2013 2012-2013 2013-2014 2013-2014 MEASURED'.; :"s` -:_ .. f as ', .FUND#2302 . USE OF MONEY& PROPERTY Interest $0 $850 $850 $900 $900 Sub-Total $0 $850 $850 $900 $900 INTERGOVERNMENTAL Other State Grants $26,520 $10,000 $10,000 $10,000 $10,000 County Grants 135,270 140,000 140,000 140,000 140,000 Sub-Total $161,790 $150,000 $150,000 $150,000 $150,000 OTHER REVENUE Miscellaneous Revenue $2,750 $0 $0 $0 $0 Sub-Total $2,750 $0 $0 $0 $0 TOTAL- MEASURE D " ` - $164,540 $150,850. $150,850 $150,900 $150,900 - n' 'FUND#230& GARBAGE SERVICE FUND': - -' USE OF MONEY&PROPERTY Interest $1,870 $0 $0 $0 $0 Sub-Total $1,870 $0 $0 $0 $0 CHARGES FOR SERVICES Residential Garbage/Recycle $2,361,660 $2,542,350 $2,542,380 $2,476,190 $2,573,210 Residential Garbage/ Recycle Prior Year 34,330 50,000 50,000 50,000 50,000 Garbage Penalties 9,860 15,000 15,000 15,000 15,000 Sub-Total $2,405,850 $2,607,350 $2,607,380 $2,541,190 $2,638,210 TOTAL-:GARBAGE SERVICE FUND ,,._',' ;$2,407;720 4$2,607,350' ' '::.$2,607,380 $2,541,190 $2,638,210 OCAL RECYCLING,PROGRAMS- - -' .`:FUND:#2304 t' SE OF MONEY & PROPERTY nterest $3,010 $1,060 $1,060 $850 $850 Sub-Total $3,010 $1,060 $1,060 $850 $850 INTERGOVERNMENTAL County Grants $18,100 $18,000 $18,000 $13,480 $13,480 Sub-Total $18,100 $18,000 $18,000 $13,480 $13,480 TOTAL-'LOCAL RECYCLING PROGRAMS `$21;110 ' .,,.. $19,060. .. 4: ...,$99,060 4 -$14,330 $14,330 AMERICAN RECOVERY& REINVEST;.ACT- INTERGOVERNMENTAL Federal Grant $173,190 $0 $0 $0 $0 Sub-Total $173,190 $0 $0 $0 $0 TOTAL t,AMERICAN RECOVERY&REINVEST, -- - -- ,.. .. STORM WATER MANAGEMENT • ,. ,. °FUND#2321 .'.;f - " ' USE OF MONEY & PROPERTY Interest $5,700 $6,960 $6,960 $6,330 $6,330 Sub-Total $5,700 $6,960 $6,960 $6,330 $6,330 INTERGOVERNMENTAL Other State Grants $530 $483,250 $135,230 $416,750 $756,770 Sub-Total $530 $483,250 $135,230 $416,750 $756,770 TOTAL:STORM WATER MANAGEMENT 4 .z,„„. .: °%2°--$672-30 . $490,210.:. , ` "$142,190 , "$423,000 $763,100 • 16 HISTORICAL COMPARISON OF REVENUES BY SOURCE I ADJ. ACTUAL BUDGET PROJECTED FORECAST UPDATE . 2011-2012 2012-2013 2012-2013 2013-2014 2013-2014 EAST BAY REGIONAL PARK DISTRICT -.., ... 7-- FUND.#2402 USE OF MONEY& PROPERTY Interest ' $0 $0 $0 $0 $0 I Sub-Total $0 $0 $0 $0 $0 INTERGOVERNMENTAL County Grants $0 $106,950 $0 $0 $155,000 Sub-Total $0 $106,950 $0 $0 $155,000 TOTAL- EAST BAY REGIONAL PARK DISTRICT :H4t ri-v_. - '...,:',. . .... . ..' -1, 1--, $0 $106,950 $0 ' $0 _ $155,000 STREET LIGHT DISTRICT 1983-1 ., _ _ . FUND#2701 t - PROPERTY,TAXES Current Secured ■ $266,130 $266,880 $275,720 $271.560 $280,200 Prior Secured 2,710 3,990 2,680 3,990 3,790 Property Tax Penalties 820 1,880 1,880 1,880 1,600 I Sub-Total $269,660 $272,750 $280,280 $277,430 $285,590 USE OF MONEY & PROPERTY Interest 1 $1,860 $1,860 $1,860 $1,880 $1,880 Sub-Total $1,860 $1,860 $1,860 $1,880 $1,880 OTHER REVENUE Reimbursement, Damage $2,920 $2,500 $1,250 $2,500 $2,500 Sub-Total $2,920 $2,500 $1,250 $2,500 $2,500 TOTAL-STREET LIGHT DISTRICT 1983-1 $274,440 $277,110 $28339O1 8810 -' . -$289:970 LANDSCAPEDISTRICTSTAGECOACH 1983-2 FUND#2702 PROPERTYITAXES Current Secured $73,030 $78,820 $76,560 $85,630 $81,250 Prior Secured 1,160 430 430 530 Property Tax Penalties 240 160 - 160 200 I Sub-Total $74,430 $79,410 $76,560 $86,220 $81,980 USE OF MONEY& PROPERTY Interest t $270 $490 $490 $650 $650 I Sub-Total $270 $490 $490 $650 $650 TOTAL-LANDSCAPE DISTRICT - STAGECOACH 1983-2 ' . - ' .' - ., $74,700° .' - - , $79,900 . $77,050 ' $86,870 - $82,630 LANDSCAPE bISTRICT DOUGHERTY 1986- PROPERTY,TAXES Current Secured $104,480 $114,220 $111,820 $125,210 $120,820 Prior Secured 470 660 660 660 710 Property Tax Penalties 190 260 260 260 300 I. Sub-Total $105,140 $115,140 $112,740 $126,130 $121,830 USE OF MONEY & PROPERTY Interest ; $770 $930 $930 $1,110 $1,110 Sub-Total $770 $930 $930 $1,110 $1,110 TOTAV LANDSCAPE DISTRICT DOUGHERTY 1986-1 . ''° - -i_c"7-7,ZAT :-., .t-,,,, _ , $105,910 $116,070 $113,670 ,$127,240 _ .. $122,940 410 17 HISTORICAL COMPARISON OF REVENUES BY SOURCE • • ACTUAL ADJ. BUDGET PROJECTED FORECAST UPDATE 2011-2012 2012-2013 2012-2013 2013-2014 2013-2014 LANDSCAPE DISTRICT SANTA`RITA 19974 ' • .FUND:#2704 .'-.1-" ;::-.t n - -- _ ' ' PROPERTY TAXES Current Secured $284,090 $299,980 $287,230 $321,990 $294,410 Prior Secured 1,480 2,200 1,060 2,200 1,770 Property Tax Penalties 270 650 650 650 610 Sub-Total $285,840 $302,830 $288,940 $324,840 $296,790 USE OF MONEY & PROPERTY Interest $2,560 $2,870 $2,870 $3,500 $3,500 Sub-Total $2,560 $2,870 $2,870 $3,500 $3,500 TOTAL- LANDSCAPE,DISTRICT SANTA RITA ' , _ _ ' . 1997.1 ., _ z Y� $288,400 ' ' $305,7. 00 . `',$291,810 $328,340 $30-0,29 0 STREET LIGHT DISTRICTEAST DUBLIN 1999-.'; ,'"_. ° _ - 1 `: .° =FUND#2705 .v . . - PROPERTY TAXES Current Secured $205,250 $210,700 $232,900 $214,170 $233,710 Prior Secured 3,210 3,500 2,140 3,500 3,710 Property Tax Penalties 930 1,490 1,490 1,490 1,350 Sub-Total $209,390 $215,690 $236,530 $219,160 $238,770 USE OF MONEY& PROPERTY Interest $4,590 $4,870 $4,870 $5,950 $5,950 Sub-Total $4,590 $4,870 $4,870 $5,950 $5,950 TOTAL-STREETLIGHT DISTRICT;EAST - ti'a '�. - DUBLIN 1999-1 > "' '" - ..._ .$213,980 _ .... =."$220,560 . ..$241,400' ... ..$225,1.10 -$244,720. lt UBLIC'ART FUND • SE OF MONEY & PROPERTY Interest $3,700 $2,700 $2,700 $3,290 $3,290 Sub-Total $3,700 $2,700 $2,700 $3,290 $3,290 OTHER REVENUE Developer Contribution $5,080 $100,000 $100,000 $0 $0 Sub-Total $5,080 $100,000 $100,000 $0 $0 TOTAL- PUBLIC ART FUND '.`: `" $8,780 $102,700 $102,700 '' $3,290 $3,290. CABLE TV FACILITIES :: ' - -FUND#2811 .') USE OF MONEY& PROPERTY Interest $420 $1,700 $1,700 $2,830 $2,830 Sub-Total $420 $1,700 $1,700 $2,830 $2,830 CHARGES FOR SERVICES Cable TV Support $138,350 $135,000 $135,000 $135,000 $135,000 Sub-Total $138,350 $135,000 $135,000 $135,000 $135,000 TOTAL-CABLE TV FACILITIES 1:. 1�1^•1 .,.. ,.- _ -=$136 770 -4 -_:$136,700 '' ''$136,700 ,' ,$137;830- I '$137,830 AFFORDABLE HOUSING.FUND . ., . s :,.:FUND#:2901 '`' „ ._ _ USE OF MONEY& PROPERTY Interest $93,680 $74,160 $74,160 $90,750 $90,750 Principal 73,350 - - - - Sub-Total $167,030 $74,160 $74,160 $90,750 $90,750 CHARGES FOR SERVICES Housing Services $79,060 $50,600 $86,620 $47,600 $47,600 Sub-Total $79,060 $50,600 $86,620 $47,600 $47,600. OTHER REVENUE - Miscellaneous Revenue $15,210 $0 $0 $0 $0 41,eveloperContribution 819,440 1,175,500 1,762,780 787,750 787,750 Sub-Total $834,650 $1,175,500 $1,762,780 $787,750 $787,750 TOTAL-AFFORDABLE:HOUSING:FUND , "';: .$1,080,740 x$1,300;260. 2„.,.$1,929,560 ' :-$926,100. , $926,100 . 18 HISTORICAL COMPARISON OF REVENUES BY SOURCE ADJ. I ACTUAL BUDGET PROJECTED FORECAST UPDATE I 2011-2012 2012-2013 2012-2013 2013-2014 2013-2014 NOISE'MITIGATION.FUND -FUND#2902 .;- °°-- ' USE OF MONEY& PROPERTY Interest $760 $740 $740 $900 $900 Sub-Total $760 $740 $740 $900 $900 OTHER REVENUE Developer Contribution $2,710 $2,000 $4,110 $6,000 $3,310 Sub-Total $2,710 $2,000 $4,110 $6,000 $3,310 TOTAL-NOISE MITIGATION-FUND - ' ' ' $3,470 $2,740 $4,850 ` $6,900° _ $4,210 COMMUNITY DEVELOPMENT BLOCK GRANT 'i FUND#2903 INTERGOVERNMENTAL Federal Grant $53,000 $61,350 $61,350 $53,080 $51,780 Sub-Total $53,000 $61,350 $61,350 _ $53,080 $51,780 TOTAL-COMMUNITY DEVELOPMENT BLOCK- .>< - GRANT--:-.---4:-F- ,:?° _m_.. -C - $53;000 ' _ .,.. $61,350. -'x= '-:'.$61,350 • 4"-$53,080 $51 .- ;780' PUBLIC•FACILITY FUND-' , ' '- ='FUND#;4100 '` ' m °°• ' USE OF MONEY& PROPERTY Interest $155,550 $241,370 $241,370 $205,140 $205,140 Sub-Total $155,550 $241,370 $241,370 $205,140 $205,140 OTHER REVENUE Developer Contribution $15,138,090 $3,629,840 $7,722,980 $5,035,120 $7,420,840 Sub-Total $15,138,090 $3,629,840 $7,722,980 - $5,035,120 $7,420,840 TOTAL-PUBLIC FACILITY FUND `r ' $15,293,640 '$3;871,210 - '$7,964,350 $5,240,260 $7,625,980 FIRE IMPACT FEE FUND-.. "' . FUND#4200 A USE OF MONEY& PROPERTY Interest $0 $0 $0 $0 $0 Sub-Total $0 $0 $0 $0 $0 OTHER REVENUE Developer Contribution $392,630 $55,330 $110,380 $67,440 $191,120 Sub-Total $392,630 $55,330_ $110,380 $67,440 $191,120 TOTAL- FIRE IMPACT FEE FUND , - $392,630 ..` $55,330 $110,380 $67,440 $191,'120 TRAFFIC IMPACT FEE FUND FUND#4300 ' USE OF MONEY & PROPERTY Interest $87,140 $49,090 $49,090 $70,310 $70,310 Sub-Total 87,140 49,090 49,090 70,310 70,310 OTHER REVENUE Developer Contribution $2,077,150 $1,256,060 $2,302,350 $2,255,500 $2,043,010 Sub-Total $2,077,150 $1,256,060 $2,302,350 $2,255,500 $2,043,010 TOTAL-TRAFFIC-IMPACT FEE FUND . . .....: $2,164,290 '$1,305,150: ° $2;351,440 .$2-325;810 $2,113,320 INTERNALSERVICE'FUNDS' ,.,:.. ="FUND#.6101-6501 " "' USE OF MONEY&PROPERTY Interest $157,520 $104,100 $104,100 $113,610 $113,610 Sub-Total, $157,520 $104,100 ' $104,100 $113,610 $113,610 CHARGES FOR SERVICES Internal Service Charges $1,285,380 $1,527,780 $1,527,780 $1,560,160 $1,977,570 Sub-Total $1,285,380 $1,527,780 $1,527,780 $1,560,160 $1,977,570 OTHER REVENUE Sale of Property $6,300 $7,500 $7,500 $9,000 $9,000 Reimbursement, Damage 2,580 - 5,050 _ - - Sub-Total $8,880. $7,500 $12,550 $9,000 $9,000 TOTAL: INTERNAL SERVICE FUNDS ,. ' . °: :$1,451,780 ''x_$1,639,380= _" °.$1,644,430 2$1,682,770.__ ..,$2,100;180; 19 HISTORICAL COMPARISON OF REVENUES BY SOURCE • ADJ. • ACTUAL BUDGET PROJECTED FORECAST UPDATE 2011-2012 2012-2013 2012-2013 2013-2014 2013-2014 ENERGY EFFICIENT LEASE " FUND4:7101 °"' ' • ' ' OTHER REVENUES Interest Fiscal Agent $0 $0 $0 $0 $0 Proceeds from Capital Lease Financing - 7,023,270 6,755,820 - - Sub-Total $0 $7,023,270 $6,755,820 $0 $0 TOTAL-.ENERGY EFFICIENT LEASE,- �" s` $0 ..";. $7,023,270. '-,$6,755;820" $0. $0: TOTAL REVENUE-ALL FUNDS $85,681,860 $86,803,350 $95,669,220 $72,103,090 $80,820,440 LESS:INTERNAL SERVICES FUNDS!(:' - REVENUES __ .. _ ($1;451;780) -°`($1,639,380) ($1,644,430) ..,:($1,682;770) - ($2,100,180) TOTAL.AVAILABLE.REVENUENET OF ISF $84,230,080 $85,163,970 $94,024,790 $70,420,320 $78,720,260, • • • • 20 HISTORICAL COMPARISON OF EXPENDITURES BY PROGRAM ACTUAL ADJ. BUDGET PROJECTED FORECAST UPDATE • 2011-2012 2012-2013 2012-2013 2013-2014 2013-2014 GENERAL GOVERNMENT - City Council $349.640 $432,520 $420,990 $382,900 $433,930 City Manager/City Clerk 1.277,730 1,333,360 1,359,550 1,372,890 1,338,970 Elections 1,690 46,120 46,120 3,120 3,120 Central Services/Human Resources 515,520 541,720 511.470 511,230 507,180 Insurance 595,000 983,380 992.500 1,018,660 1,033,290 CityAttorney 732,410 _ 936,900 1,029,290 758,640 807,360 Administrative Services 1,948,090 _ 2,111,200 1,943,310 2,228,520 2,274,140 Building Management 759,440 868,660 812.340 853,130 999,520 Non Departmental 291,150 1,028,990 991,790 471,880 1,494,810 TOTAL-General Government $6,470,670 -e$8,282,850 $8,107,360° '' $7,600,970 ' '* $8,892,320 PUBLIC SAFETY Police Services $14,814,930 $15,513.350 $15.523,600 $16,001,460 $16,100,660 Fire'Services 10.609.480 " 17.711,860 17,732,650 11,635.190 11.742,590 Disaster Preparedness 92.410 113,810 104,440 171,950 168,810 Crossing Guards 111,840 111,890 111,430 111,890 111.890 Animal Control 223,350 365,340 365,340 416,410 389.580 Traffic Signals&Street Lighting 701,970 867,370 724,100 920,000 964.160 TOTAL°Public Safety - . ' ,$26;553,980 ''.'134,6133,620 -, $34,561,560 -4$29;256,900 .'-129,477,690. TRANSPORTATION Public Works Administration $845,650 $948,390 $934,840 $974,280 $905.050 Street Maintenance 441,600 611,840 595,760 497,490 509.770 Street Sweeping 127,570 159,830 114,510 162,470 125,400 • Street Landscaping 1,196.690 1,416.710 1,422,260 1,455,920 1.484,630 Street Tree Maintenance 156.580 164,710 164,710 169,700 166.020 TOTAL.-Transportation $2,768,090 $3,301,480''- ' $3,232,080 . $3,259,860 $3,190,870 HEALTH&WELFARE Waste Management $2,626,800 $2,843,120 $2,811,050 $2.611,830 $2.862,420 Environmental Programs 358,270 431,980 415,770 414,090 384,030, Social Services 299,370 330,300 296,190 278,960 311,440 Housing Programs 1,138.050 967.700 831,900 794.950 701,020 TOTAL=Health&Welfare $4,422,490 $4;573;100 $4,354,910 14,299,830. $4,258,910 I CULTURE&LEISURE SERVICES Community TV $58.610 $144,580 5144,520 $112,280 $144,490 Library Services 573,870 564,730 552.570 579.420 696.410 Park Maintenance 2,472.490 2,491,130 2.515.830 2,778,330 _ 2.762,050 Heritage&Cultural Arts 792,290 987,110 1.040,550 1,003,310 1,237,870 Recreation&Community Services 3,925.400 4,156,700 4,219,270 4.138,060 4,188,810 Parks/Facilities Development 425,800 410.410 347,220 363,850 545,140 -_... TOTAL=Culture.&'Leisure Services - -'=$8,248,460 $8,754,660 $8,819,960 . $8,975,250 $9,574;770: COMMUNITY DEVELOPMENT Development Services(Planning&Building) $4,167,710 $4,914,040 $4,853,820 $4,150,790 $4,629,830 Engineering 2.414,440 2,187,880 2,460.040 1,936,780 2.534,830 Economic Development 595,570 916,020 978,980 642,740 970,450 TOTAL-Coinmunity Development $7,177,720 "�--'$8,017,940. :.-. $8,292,840 $6,730,310 -- '$8,135,110'. TOTAL.OPERATING.BUDGET $55,641,410 $67,613,650 $67,368,710 $60,123,120 $63,529,670 • 21 HISTORICAL COMPARISON OF EXPENDITURES BY PROGRAM • ACTUAL ADJ. BUDGET PROJECTED FORECAST UPDATE 2011-2012 2012-2013 2012-2013 2013-2014 2013-2014 CAPITAL IMPROVEMENT BUDGET General $6,641,680 $14,006,070 $14,006,070 $2.412,500 $9,856,440 Community Improvements 213.900 88,490 88,490 85.324 86,130 Parks 996,670 3,842,560 3,842,560 9,807,871 16,602,440 Streets 2,959,560 6,658.580 6,658,580 3,328.916 11,771,900 TOTAL-Capital Improvements $10,811,810 $24,595;700 :-J $24;595700 $15,634,611 . $38,316,910 INTERNAL SERVICE FUND BUDGET TOTAL-Internal Service Fund j •$496,490 $1,156,150 $1,179,630 $797,570J $1,560,330 TOTAL EXPENDITURES-ALL FUNDS $66,949,710 $93,365,500 $93,144,040 $76,555,301 $103,406,910 Less:Internal Service Fund Expenses': (6496,490)1 ($1,156,150)1P72:01,179,630)1 “($797,570),1 ($1,560,330) NET TOTAL EXPENDITURES-ALL FUNDS $66,453,220 $92,209,350 $91,964,410 $75,757,731 $101,846,580 • • 22 COMMUNITY GRANTS PROGRAM - COMMUNITY SUPPORT GRANTS • GENERAL FUND _ Funding Request Organization Funding Program 2013-2014 Axis Community Health Pre-Development Project $15,000 Chabot Las Positas Community College Tri-Valley One Stop 10,000 Child Care Links Early Child Education 10,000 Dublin High School/PFSO Safe& Sober Grad Night 4,000 Dublin Partnerships in Education Operational Grant 25,000 Easter Seals Bay Area Kaleidoscope 2,500 Eden Information & Referral 2-1-1 Alameda County 10,000 Hope Hospice Inc. Grief Support Center 10.000 Livermore Valley Opera Dublin Student Program 5,000 i Pacific Chamber Symphony Music is Fun 5,000 Tri-Vi alley Haven Domestic Violence Shelter 6,000 Tri-Valley Haven Homeless Shelter 7,500 Tri-Valley YMCA Kids w Special Needs Thrive at Y Camp 5,000 Tri-Valley YMCA Family Engagement at Emerald Vista 10,000 Vallely Children's Museum Mobile Museum 5.000 Valley Christian Center City Serve of the Tri-Valley 5,000 • Sub-total General Fund $135,000 INCLUSIONARY ZONING IN-LIEU FEE FUND' ,,r Funding Request Organization Funding Program 2013-2014 Affordable and Accessible Housing Assistance for Community Resources for Independent Living) People with Disabilities $3,500 Tri-Valley Haven Domestic Violence Shelter 2,000 Tri-Valley Haven Homeless Shelter 2,500 Tri-Valley Housing Opportunity Center Community Stabilization Program 25,000 Sub-total Inclusionary Zoning In-lieu Fee Fund $33,000 • 23 • SECTION II CAPITAL • IMPROVEMENT PROGRAM • I FIVE YEAR CAPITAL IMPROVEMENT PROGRAM 2012-2017 UPDATE COST _ PROJECT Prior Years 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 - TOTAL General I $10,325,118 $14,006,070 $9,856,440 $87,650 $96,650 $66,650 $34,438,578 Community Improvement 103,538 88,490 86,130 484,033 83,945 83,945 930,081 Parks l 830,819 3,842,560 16,602,440 20,395,143 7,984,633 1.831.554 51,487,149 Streets I 66,990261 6,658,580 11,771,900 7,553,256 1,631,831 1,558,759 96,164,587 TOTAL COST* . . ' $78,249,736 $24,595,700. $38,316,910 $28,520,082 99,797,059 -$3,540,908' '$183,020,395 'Total Cost does not include future projects FINANCING FUND # j FUND NAME Prior Years 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 TOTAL 1001 General Fund $8,662,119 $6,530,902 $8,422,370 $3,977,122 $1,789,505 $343,595 $29,725,613 Special Criminal Activity 2101 Fund 17,266 - - - - - 17,266 2201 State Gas Tax 46,908 285,835 1,220,910 930,000 930,000 930,000 4,343,653 2202 SAF,ETEA-LU 532,114 1,977,627 - - - - 2,509.741 Transportation Development 2203 Act I - 44,296 163,100 - - - 207,396 AC CIA Sales Tax-Local 2204 Streets 61,170 452,462 3,066,021 4,587,000 320,000 320,000 8,806,653 ACTIA Sales Tax-Bike 8 2205 Fedi 263,456 585,931 60,000 30,000 30,000 30,000 999,38 Congestion Management 2208 Agency - - - 621.513 - - 621,513 Traffic Congestion Relief 2209 (TCRF) - - - - - - - Higliway Safety Traffic 2210 Reduction Bond 29,839 491,596 24,300 - - - 545,735 ARRA-Transportation 2211 (TIGER) 73.164 269,359 - - - - 342.523 ACTC-Vehicle Registration 2212 Feel 8.359 241,748 45,252 - - - . 295,359 2302 Measure D 3,000 - - - - - 3,000 2321 Storm Water Management - 95,131 764,376 - - - 859,507 East Bay Regional Park 2402 District - - 155,000 - - - 155,000 Street Light District East 2705 Dublin 1999-1 58,576 28,754 29,911 23,637 25,861 15,334 182,273 4100 Public Facility Fees 2,666,680 3,842,560 14,149,481 17,246,771 6,408,723 1,831,554 46,145,769 I 4300 Traffic Impact Fees 65,566,378 - 1,940,265 6,109,889 1,095,639 238,270 10,225 74,960,666 Internal Service Fund- 6201 Building 228,451 613,920 4,000,000 - - - 4,842.371 Internal Service Fund- 6301 Equipment 32,256 439,490 106,300 8,200 54,700 60,200 701,146 Eneigy Efficient Capital 7101 Lease - 6,755,824 - - - - 6,755,824 TOTACFINANCING .- • , ' " $78,249,736 .v$24,595,700 $38,316,910 $28,520,082 " $9,797,059 ---$3,540,908 $183,020,39 24 •FIVE YEAR CAPITAL IMPROVEMENT PROGRAM 2012-2017 UPDATE GENERAL IMPROVEMENTS COST " PROJECT# PROJECT NAME Prior Years 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 TOTAL 930002 Network System Upgrade $594,136 $235,505 $80,000 $0 $0 $0 $909,641 930004 Geographic Information System 368.072 37,000 129,500 68,000 77,000 47,000 726,572 Civic Center Modification Design and 930006 Construction 2.788,175 900,868 140,171 - - - 3,829,214 930008 Civic Center Generator 504,498 14,474 - - - - 518,972 Maintenance Yard Facility 930010 Improvements 222,589 2.992.280 6,765,865 - - - 9,980,734 930015 Electronic Agenda System 89,084 - _ 32,651 - - - 121,735 930016 Public Safety Complex 5,739,064 2,019,309 2,688,603 - - - 10,446,976 930017 Telephone System - 409,890 - - - - 409,890 930018 Energy Upgrade - 7,376,007 - - - - 7,376,007 Annual ADA Transition Plan - 19,591 19,650 19,650 19,650 19,650 98,191 TOTAL COST ... ...;:Z±..'' . --F=m m ' ($10,305,618 - . ._5 _:;$14,004,924_'.x$9,856,440 .$87,650 -.. $96;650. $66;650 " $34,417,932 FINANCING c''''''"' - r FUND# FUND NAME Prior Years 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 TOTAL 1001 General Fund $8,189,064 $6,248,290 $5,792,440 $87,650 $49,650 $19,650 $20,386,744 2101 Special Criminal Activity Fund 17,266 - - - - - 17,266 2302 Measure D 3,000 - - - - - 3,000 4100 Public Facility Fees 1,835.861 - - 613,920 4,000,000 - - - 1,835,861 6201 Internal Service Fund-Building 228,451 - - - • 4,842,371 6301 InternalService Fund-Equipment 31.976 386,890 64,000 - 47,000 47,000 576,866 7101 Energy Efficient Capital Lease - 6,755,824 - - - - 6,755,824 TOTAL FINANCING 1 r , °'`. ' :°'$10,305,618 $14,004,924 I: $9,856,440 ' ° $87,650 $96,650 $66,650 ..$34,417,932. COMMUNITY IMPROVEMENTS COST . PROJECT# PROJECT NAME Prior Years 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 TOTAL San Ramon Road Landscape 940002 Renovation $0 $0 $0 $231,508 $0 $0 $231,508 940006 City Entrance Sign Modifications - - - - 168,580 - - 168,580 940007 Tree Planting Project 36,617 2,733 1,250 - - - 40,600 Annual Sidewalk Safety Repair Program - 83,658 84,880 83,945 83,945 83,945 420,373 TOTAL COST '`1 r:t-!= $36,617 -$86,391 , $86130.. ; ,$484,033 - .:$83,945 C,183,945 $861,061. FINANCING : " - FUND# _FUND NAME Prior Years 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 TOTAL 1001 GeneralFund $36,617 $86,391 $86,130 $484,033 $83,945 $83,945 $861,061 TOTAL FINANCING . r.a. ,T , t , ..r ,- $36,617 _ $86,391 . . $8 6,7300,- $484.,.0.;a33. '' $83,945 ,, $83,945 $8--6 1,061: • 25 FIVE YEAR CAPITAL IMPROVEMENT PROGRAM 2012-2017 UPDATE • PARKS COST < .; - PROJECT# PROJECT NAME Prior Years 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 TOTAL ; Emerald Glen Park Recreation and 950007 Aquatic Complex $164,180 $733,048 $9,053,515 $11,675,171 $4,466,542 $0 $26.092,456 950009 i Passatempo Park 60.410 1,217,531 1,047,598 - - - 2.325,539 950013 Positano Neighborhood Park 606,230 1,326,789 - - - - 1,933,019 Fallon Sports Park Lower Terrace- 950018 Phase l - - 880,418 7,073,260 3.131,549 - 11.085,227 950020 1 Jordan Ranch Neighborhood Park - - 386.542 1,646,712 - - 2.033.254 950021 ! Sean Diamond Park - - - - 386.542 1.831.554 2,218.096 950022 Shannon Park Water Play Area - 311,892 295,417 - - - 607,309 Iron Horse Parkland Acquisition and 950023 Master Plan - 253,300 4,640,600 1 - - 4.893,900 New Tennis Court Resurfacing Project - - 298,350 - - - 298,350 TOTAL'COST . .n '- , .$830,820 :'n`,=$3,842,560. •$16,602,440 1$201395,143 57,984,633 $1131;554-- $51,487,150- FINANCING `_' :;_ FUND# FUND NAME Prior Years 2012-2013 2013-2014 2014-2015 _ 2015.2016 2016-2017 TOTAL 1001 General Fund $0 $0 $2,297,959 $3,148,372 $1.575,910 $0 $7,022,241 2402 l East Bay Regional Park District - - 155,000 - - - 155.000 4100 l Public Facility Fees 830.819 3,842,560 14,149,481 17,246,771 6,408,723 1,831,554 44,309,908 TOTALFINANCING - *', *$830,819 $3,842;560 $16,602,440 $20,395,143 $7,984,633 $1,831,554- $51,487,149 • II • 26 FIVE YEAR CAPITAL IMPROVEMENT PROGRAM 2012-2017 UPDATE STREETS ; PROJECT# PROJECT NAME Prior Years 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 TOTAL Dublin Boulevard Improvements- 960003 Silverdale Drive to Hansen Drive $719,976 $56,443 $0 $0 $0 $0 $776,419 Eastern Dublin Arterial Street and 960004 Freeway Improvements 63,591,834 1,232,642 1,469,944 328,977 238,270 10,225 66,871,892 960008 Alamo Canal Trail Under 1-580 868,734 1,055,274 - - - - 1,924,008 Saint Patrick Way-Regional Street 960010 to Golden Gate Drive 763,183 - 1,089,771 - - - 1,852,954 San Ramon Road Trail 960016 Improvements 71,858 - - 97,067 - - 168,925 Citywide Street Storm Drain 960017 Condition Assessment 278,159 60,101 161,965 160,000 80,000 240,000 980.225 Citywide Signal Communications 960020 Upgrade 8,639 294,348 87,552 8,200 7,700 13,200 419.639 Dublin Ranch Street Light Pole 960023 Painting Project 58,576 28,754 29,911 23,837 25,861 15,334 182,273 Dougherty Road Improvements 960025 Sierra Lane to North City Limit 491,385 446,720 4,880,101 5,655,175 - - 11,473,381 Dublin Boulevard Improvements- 960026 Sierra Court to Dublin Court - 158,029 670,070 - - - 828,099 West Dublin BART Golden Gate 960027 Drive Improvements 29,839 1,827.371 24,300 - - - 1,881,510 960028 Storm Drain Bypass San Ramon Rd - 95,131 764,376 - - - 859,507 • 960029 Storm Drain Trash Capture Project - 132.875 83,875 - - - 216,750 Amador Valley Boulevard Pedestrian Safety Improvements at Midblock Crosswalk Between Regional Street 960030 and Stanwood Drive - 15,296 163,104 - - - 178,400 Accessible Pedestrian Signal Retrofit 960031 of Existing Traffic Signals - 29,000 - - - - 29,000 Annual Street Overlay Program 61,170 1.198,237 1,066,021 625.000 625,000 625,000 4,200,428 Annual Slurry Seal Program 46,908 31,928 1,280.910 655,000 655,000 655,000 3,324,746 TOTAL COST .... $66,990,261 $6,662,149 $11,771,900 $7,553,256 "$1,631,831 $1,558,759 '$96,168;156' FINANCING -. .. . : " . - ,. FUND# FUND NAME Prior Years 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 TOTAL 1001 General Fund $350,017 $192,976 $245,840 $257,067 $80,000 $240,000 $1,365,900 2201 State Gas Tax 46,908 285,835 1,220.910 930,000 930,000 930,000 4,343,653 2202 SAFETEA-LU 532,114 1,977,627 - - - - 2,509,741 2203 Transportation Development Act - 44,296 163,100 - - - 207,396 2204 ACTIA Sales Tax-Local Streets 61,170 452,462 3,066,021 4,587,000 320,000 320,000 8,806,653 2205 ACTIA Sales Tax-Bike&Ped 263,456 585,931 60,000 30,000 30,000 30,000 999,387 2208 Congestion Management Agency - - - 621,513 - - 621,513 Highway Safety Traffic Reduction 2210 Bond 29,839 491,596 24,300 - - - 545,735 2211 ARRA-Transportation(TIGER) 73,164 269,359 - - - - 342,523 2212 ACTC-Vehicle Registration Fee 8,359 241,748 45,252 - - - 295,359 2321 Storm Water Management - 95,131 764,376 - - - 859,507 Street Light District East Dublin 1999- 2705 1 58,576 28,754 29,911 23,837 25,861 15,334 182,273 is4300 Traffic Impact Fees 65 566,378 1,943 834 6,109,890 1,095,639 238,270 10,225 74,964,236 6301 Internal Service Fund Equipment 280 52,600 42,300 8,200 7,700 13.200 124,280 TOTAL FINANCING ... '... . .- -�. L,-$66,990,261�: $6,662;149`? $11,721,900. $7,553,256 $1,631,831 . $1,558;758 $96,168,156. 27• PLANNED CAPITAL PROJECTS - ANNUAL OPERATING IMPACT PARKS 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 Positano Neighborhood Park $30,660 $84,880 $84,880 $84,880 $84,880 Passatempo Park 34,080 90,620 90,620 90,620 Schaefer Ranch Neighborhood Park 127,630 125,130 125,130 125,130 Iron Horse Parkland Acquisition and Master Plan 9,840 9,840 9,840 9,840 Jordan Ranch Neighborhood Park 30,310 90,920 90,920 Emerald Glen:Park Recreation and Aquatic Complex 116,663 700,000 Fallon Sports(Park Lower Terrace- Phase I 219,948 319,905 TOTAL.PARKS. ' '' ,_ . . $30,660 $256,430 ^$340,780-'. .`.x.$738;001 $1,421;295 I STREETS 1 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 Alamo Canal Trail Under 1-580 $1,500 $3,000 $3,000 $3,000 $3,000 Storm Drain Trash Capture Project 5,500 5,500 5,500 5,500 5,500 West Dublin BART Golden Gate Drive Improvement 36,000 36,000 36,000 36,000 San Ramon Rd Storm Drain Bypass 2,000 2,000 2,000 2,000 Saint Patrick Way- Regional Street to Golden Gate 4,000 4,000 4,000 San Ramon Road Trail Improvements 500 500 500 TOTAL STREETS - ,$7 000 $46,500- $51;000. $51,000 - $51,000_,_ I TOTAL ANNUAL OPERATING IMPACT r $37;660 . '$302,930 $391,780 $789,001 $1,472;295 • 111 • 28 • SECTION III a AGENCY FUND • GEOLOGIC HAZARD ABATEMENT DISTRICTS SUMMARY Fall Ion Village-.Geologic Hazard Abatement District#5301 &#5311 ADJ. ACTUAL BUDGET PROJECTED FORECAST UPDATE 2011-2012 2012-2013 2012-2013 2013-2014 2013-2014 Begtnning'Balance July 1st,- . ' $154,585 : $336,375 $336,375 _.. Projected Beginning'Balance July 1st , = '$591,021 +'$652;185 I Funding Assessments -#5301 $184,500 $255,940 $298,900 $336,750 $410,530 Assessments-Annexation#1 (Fund #5311) 3,360 20,230 11,830 39,290 Interest Income 2,660 5,030 5,030 8,470 8,470 Total Funding $187,160 $264,330 $324,160 $357,050 $458,290 Category Expenditure Summary District Administration Expenses $5,370 $7,050 $8,350 $7,050 $10,990 Contract Maintenance Expenses Total Expenditures $5,370 $7,050 $8,350 $7,050 $10,990 Net Addition/(Reduction) In Reserves $181,790 $257,280 $315,810 $350,000 $447,300 lEnding Balance June 30th $336,375 ' -$593,655 7 -'$652,185 _$941;021 $1,099,485'. • Schaefer Ranch -Geologic;Hazard''AbaternentDistrict#5302 ADJ. ACTUAL BUDGET PROJECTED FORECAST UPDATE 2011-2012 2012-2013 2012-2013 2013-2014 2013-2014 Beginning Balance July 1st -$278,452 $531,202 ` $531,202 'Projected Beginning Balance July 1st - '7 ; :: - $784,097;.'-!` $853,122!. Funding Assessments $254,820 $320,750 $331,300 $409,170 $469,430 Interest Income 4,410 7,120 7,120 10,980 10,980 Total Funding $259,230 $327,870 $338,420 $420,150 $480,410 Category Expenditure Summary District Administration Expenses $6,480 $15,400 $15,400 $25,430 $23,280.. Contract Maintenance Expenses 51,100 1,100 51,100 413,950 Total Expenditures $6,480 $66,500 $16,500 $76,530 $437,230 Net Addition/(Reduction) In Reserves $252,750 $261,370 $321,920 $343,620 $43,180 1Ending-6alanee June30th -= _r , $53t202 -$792,572., $853;122 11,127717__3- $896,302 29 I • GEOLOGIC HAZARD ABATEMENT DISTRICTS SUMMARY • Fallon Crossings(North Tassajara)-Geologic Hazard Abatement District#5321 ADJ. ACTUAL BUDGET PROJECTED FORECAST UPDATE 2011-2012 2012-2013 2012-2013 2013-2014 2013-2014 ;Beginning Balance July 1st $0 .. $0 = $0 ,Projected:Beginning r.Balance:July 1st ''' `r 412,494 a.... $12,350 Assessments $0 $4,980 $13,690 $25,720 $49,880 Interest Income 0 10 10 173 170 Total Funding $0 $4,990 $13,700 $25,893 $50,050 Category Expenditure Summary District Administration Expenses $0 $2,500 $1,350 $2,500 $1,960 Contract Maintenance Expenses 0 0 0 0 Total Expenditures $0 $2,500 $1,350 $2,500 $1,960 Net Addition/(Reduction) In Reserves $0 $2,490 $12,350 $23,393 $48,090 ;Ending Balance June 30th , . ._,. m $0 r $2;490 - ` $12;350" 1 $25,887 ' . -$60;440': • • 30 i • SECTION IV POSITION it ALLOCATION PLAN • POSITION ALLOCATION PLAN UPDATE SUMMARY BY PROGRAM Update 2013-2014 vs Actual Updated Forecast Update Updated Program 2011-2012 2012-2013 2013-2014 2013-2014 2012-2013 • General Government City Positions 20.09 19.75 19.75 20.00 0.25 Contract Positions 1.48 1.34 1.34 1.70 0.36 Sub-Total< - :21:57 21.09 : '21:09 4': - ;=21.70 "'_ .5;:0:81 Public Safety- Police City Positions 6.00 7.00 6.00 _ 7.00 0.00 Contract Positions 53.00 53.00 54.00 53.00 0.00 Sub-Total.14". y_ ° ° m/59.00, .i 60.00 - `'' '60.00 60.00 ° . _.0.00 Public Safety- Fire City Positions 1.00 1.00 1.00 1.00 0.00 Contract Positions 38.64 38.64 38.64 38.64 0.00 Sub-Total _. -", ":,2-„:".4 ,,,, .4 ,4::: 2-J39.64-4,4i:4 4 ."-,q39.64`;„";-:. --39:64° ,:!„39.64 ' 0.00 Public Safety-Other City Positions 0.33 0.33 0.33 0.33 0.00 Contract Positions 0.13 0.26 0.26 0.26 0.00 Sub-Total , : . . q40.46 : 0 59:. °al :"0:59 0.59 0.00 Transportation City Positions 4.45 4.45 4.45 4.45 0.00 • Contract Positions 10.85 11.08 11.08 11.35 0.27 Sub-Total - - 15.30 ' 1533 r 15.53 -_15.80 - -,-;0.27- .. Health &Welfare City Positions 5.58 6.17 5.92 6.17 0.00 Contract Positions 0.00 0.00 0.00 0.00 0.00 . Sub-Total °= v. ° _ :.,----- 1 5.58 6.17 5-92:°x- . , 617,.° . 0.00 Culture & Leisure _ City Positions 20.85 22.10 21.85 24.10 2.00 Contract Positions 9.99 10.82 12.37 12.79 1.97 Sub-Total 'S' ' ` • 30.84 .. 32.92 :< 34.22 " • 36.89 3.97.• Community Development City Positions 27.70 27.45 27.70 28.45 1.00 Contract Positions 4.75 6.25 5.25 7.50 1.25 Sub-Tota0..: -1 m . ,.. -.4, .:..'32.45 ' 33.70 ;;, '?:..32.95 1`35:95' ' 2.25- GRAND TOTAL 204.84 209.64 209.94 216.74 7.10 Update 2013-2014 vs . Updated Forecast Update Updated 2011-2012 2012-2013 2013-2014 2013-2014 2012-2013 City Employees `4";- ='-'1:.' 4 ' 86 00 °. . = 88.25r44 '' 87,00..::. 4°91;50-4 -73-25 Contract Employees Z,- •ir "118.84 . . . ,121,39.,. 1 :1122.94 ,> ° 42524,4:J., -s-- -3.85 TOTAL CITY&CONTRACT 204.84 209.64 209.94 216/4 7.10 NOTE: All of the designated personnel perform duties directly from City facilities. The Position Allocation Plan • does not account for the temporary/seasonal Staff in the Parks & Community Services Department which varies between 50-100 additional employees. It also does not include all the contract personnel who perform work under contract to the City of Dublin at offsite locations. Examples of these contract personnel include Contract Engineering, some MCE Corporation (Public Works); Alameda County employees performing some Police, Fire, and traffic signal maintenance services;or legal services provided by Meyers,Nave, Riback,Silver&Wilson. 31 I I POSITION ALLOCATION PLAN UPDATE CITY POSITIONS • Update 0 I 2013-2014 vs Actual Updated Forecast Update Updated Department Classification 2011-2012 2012-2013 2013-2014 2013-2014 2012-2013 I GENERAL.GOVERNMENT,' ;. . .. lc,- _ City City Manager City Manager 1.00 1.00 1.00 1.00 0.00 Assistant City Manager 1.00 1.00 1.00 1.00 0.00 City Clerk/Records Manager 1.00 1.00 1.00 1.00 0.00 Secretary to the CM/Deputy City Clerk 1.00 0.00 0.00 0.00 0.00 Executive Aide 0.00 1.00 1.00 1.00 0.00 Administrative Technician 0.00 1.00 1.00 1.00 0.00 Senior Office Assistant 1.00 1.50 0.50 0.50 (1.00) Secretary 1.00 0.00 1.00 1.00 1.00 Office Assistant I/II 0.50 0.00 0.00 0.00 0.00 Sub-Total -• �' 6.50 .6.50 ' •:6,50 6.50 ` 0,00 Central Services Human Resources Director 1.00 1.00 1.00 1.00 0.00 Administrative Analyst I 0.75 0.00 0.00 0.00 0.00 Administrative Analyst II 0.00 0.75 0.75 0.75 0.00 Senior Administrative Analyst 0.34 0.00 0.00 0.00 0.00 Sub-Total,:,.;-: . -,-,1'-- . 2.09 1075 .... . :1.75 . . .<".175..._ .°" _000`:_,.- Administrative Administrative Services Director 1.00 1.00 1.00 1.00 0.00 Services Finance Manager 1.00 1.00 1.00 1.00 0.00 Information Systems Manager 1.00 1.00 1.00 1.00 0.00 GIS Coordinator 1.00 1.00 1.00 1.00 0.00 Assistant to the City Manager 1.00 0.00 1.00 0.00 0.00 Budget Manager 0.00 1.00 0.00 1.00 0.00 • Accountant 1.00 1.00 1.00 2.00 1.00 Senior Finance Technician 1.00 1.00 1.00 0.00 (1.00) Finance Technician I/II 1.00 1.00 1.00 1.00 0.00 Finance Technician 0.50 0.50 0.50 0.75 0.25 Administrative Technician 1.00 1.00 1.00 1.00 0.00 I Information Systems Technician I/II 1.00 1.00 1.00 1.00 0.00 I Network Systems Coordinator 1.00 1.00 1.00 1.00 0.00 Police Services Administrative Analyst I 1.00 0.00 0.00 0.00 0.00 Administrative Analyst II 0.00 1.00 1.00 1.00 0.00 Administrative Aide 1.00 1.00 1.00 1.00 0.00 Administrative Technician 0.00 1.00 0.00 1.00 0.00 1 Office Assistant I/II 2.00 2.00 2.00 2.00 0.00 Neighborhood Resources Tech I/II 0.00 2.00 2.00 2.00 0.00 I Community Safety Assistant 2.00 0.00 0.00 0.00 0.00 Sub:Total'., .. c°- c. , =-'6.00" ' -„7.00 , _6.00-4,-, -;:7.00 -... 0.00 Disaster Senior Administrative Analyst 0.33 0.00 0.00 0.00 0.00 Preparedness Assistant to the City Manager 0.00 0.33 0.33 0.33 0.00 ISub-Total_ _.. .--,0:33 ., - -0.33 - =.1;_0-33._. . ;',..'-‘0.33 .:.,-*_-0.00' I Fire Services Senior Office Assistant 1.00 1.00 1.00 1.00 0.00 Sub=Total -" ., Lw .. ,,. - . , ' 1.00: 1.00 r1.00-,-. .'.1.00 0.00 TRANSPORTATION. '"' .`. ._ , ,__ Public Works Public Works Director 1.00 1.00 1.00 1.00 0.00 Administration Public Works Manager 1.00 1.00 1.00 1.00 0.00 Administrative Technician - 1.00 1.00 1.00 1.00 0.00 . Office Assistant Ill 1.45 1.45 1.45 1.45 0.00 Sub Total.__.: 4.45 4.45 4.45 4.45 0.00 I 32 POSITION ALLOCATION PLAN UPDATE CITY POSITIONS • Update 2013-2014 vs Actual Updated Forecast Update Updated Department Classification 2011-2012 2012-2013 2013-2014 2013-2014 2012-2013 Environmental Assistant to the City Manager 0.00 0.34 0.34 0.34 0.00 Programs Environmental Specialist 1.00 0.00 0.00 0.00 0.00 Environmental Coordinator 0.00 0.75 0.75 0.75 0.00 Environmental Technician 1.00 1.00 1.00 1.00 0.00 Administrative Aide 1.00 0.50 0.50 0.50 0.00 Sub-Total - ' -t.r •._ :,.'43.00 -t '. 2:59. . . :..:2.59' 2.59 ;:. 0.00 Waste Assistant to the City Manager 0.00 0.33 0.33 0.33 0.00 Management Environmental Coordinator 0.00 0.25 0.25 0.25 0.00 Senior Administrative Analyst 0.33 0.00 0.00 0.00 0.00 Administrative Aide 0.00 0.50 0.50 0.50 0.00 Sub Totali. SE . ......_. -.7:15..2.2E , '`0.33 ' . ":1.08 1.08, , 1.08, : ;_'0.00 Housing Housing Specialist I 1.00 0.00 1.00 0.00 0.00 Programs Assistant to the City Manager 0.00 1.00 0.00 1.00 0.00 Administrative Analyst II 0.00 0.75 0.75 0.75 0.00 Administrative Analyst I 0.75 0.00 0.00 0.00 0.00 Secretary 0.50 0.00 0.00 0.00 0.00 Administrative Technician 0.00 0.00 0.50 0.00 0.00 Senior Office Assistanct 0.00 0.75 0.00 0.75 0.00 Office Assistant I/II 0.00 0.00 0.00 0.00 0.00 Sub-Total . ' ....2.25 2.50 2.25 :2.50 0.00 ! • CULTURE-&.LEISURE ..,:. : ' Heritage& Parks&Community Svcs Director 0.25 0.25 0.25 0.25 0.00 Cultural Arts Heritage&Cultural Arts Manager 1.00 0.90 0.90 0.90 0.00 Heritage Center Director 1.00 1.00 1.00 1.00 0.00 Administrative Aide 0.00 0.00 0.20 0.20 Graphic Design&Comm Coordinator 0.00 0.00 0.00 0.40 0.40 Recreation Coordinator 0.80 0.80 0.80 1.00 0.20 Recreation Technician 0.00 0.40 0.40 0.40 0.00 Office Assistant)/II (umited Term) 0.00 0.00 0.00 1.00 1.00 Sub-Total'°. "3:05 : 3:35 '3.35 5.15 1.80 Parks& Parks&Community Svcs Director 0.50 0.50 0.50 0.50 0.00 Community Asst. Parks& Community Services Dir. 1.00 1.00 1.00 1.00 _ 0.00 Services Heritage& Cultural Arts Manager 0.00 0.10 0.10 0.10 0.00 Recreation Supervisor 2.00 2.00 2.00 2.00 0.00 Recreation Coordinator 5.20 5.20 5.20 5.00 (0.20) Graphic Design&Comm Coordinator 0.00 1.00 _ 1.00 0.60 (0.40) Administrative Aide 1.00 1.00 _ 1.00 0.70 (0.30) Senior Office Assistant 2.00 2.00 2.00 2.00 0.00 Office Assistant I/ll 1.85 2.10 1.85 2.00 (0.10) Recreation Technician 2.00 1.60 1.60 1.60 0.00 Sub Total _. . . . ._ _„_„ ,.,"75.55_,._ .....,46.50.14 z....-718.25',:'7' ': 15.50_ t -(1.00) Parks Parks&Community Svcs Director 0.25 0.25 0.25 0.25 0.00 &Facilities Parks&Facilities Dev. Manager 1.00 1.00 . 1.00 1.00 0.00 Management Parks&Facilities Dev.Coordinator 1.00 1.00 1.00 1.00 0.00 Administrative Aide 0.00 0.00 0.00 0.10 0.10 Office Assistant I/II 0.00 0.00 0.00 0.10 0.10 Parks& Facilities Dev.Coordinator lumted 0.00 0.00 0.00 1.00 1.00 • Sub-Total �F= _ . , ,_ .- •' 2:25 ' :2.25 :,I,2 25 . 3.45 .. 1.20 s..__ 33 1 I POSITION ALLOCATION PLAN UPDATE CITY POSITIONS Update 2013-2014 vs Actual Updated Forecast Update Updated Department Classification 2011-2012 2012-2013 2013-2014 2013-2014 2012-2013 I COMMUNITY D E V E L O P M E N T:. -: : " Community Community Development Director 1.00 1.00 1.00 1.00 0.00 Development Asst. Director of Community Dev. 0.00 1.00 1.00 1.00 0.00 Planning Manager 1.00 0.00 0.00 0.00 0.00 Principal Planner 1.00 1.00 1.00 1.00 0.00 Senior/Associate Planner 1.00 1.00 1.00 1.00 0.00 Assistant Planner 1.00 1.00 1.00 1.00 0.00 I Senior Code Enforcement Officer 1.00 1.00 1.00 1.00 0.00 I Code Enforcement Officer 1.00 1.00 1.00 1.00 0.00 Administrative Analyst II 0.00 0.25 0.25 0.25 0.00 Administrative Analyst I 0.25 0.00 0.00 0.00 0.00 Secretary 1.50 1.00 1.00 1.00 0.00 Administrative Aide 0.00 1.00 1.00 1.00 0.00 Office Assistant I/II 2.45 2.45 2.45 2.45 0.00 Chief Building Official 0.00 1.00 1.00 1.00 0.00 Building Official 1.00 0.00 0.00 0.00 0.00 Senior Plan Checker 1.00 0.00 0.00 0.00 0.00 I Plan Check Engineer 1.00 1.00 1.00 _ 1.00 0.00 Permit Technician 1.00 2.00 2.00 2.00 0.00 Senior Office Assistant 0.00 0.25 0.00 0.25 0.00 I Administrative Technician 1.00 0.00 0.50 0.00 0.00 Sub-Total - '°°16.20 15.95 . 16.20 " 15.95 0.00 I Engineering City Engineer 1.00 1.00 1.00 1.00 0.00 Senior Civil Engineer 2.00 3.00 2.00 3.00 0.00 Public Works Trans/Ops Manager 1.00 0.00 1.00 0.00 0.00 I Assistant Civil Engineer 1.00 0.00 0.00 0.00 0.00 Associate Civil Engineer 0.00 1.00 1.00 1.00 0.00 Administrative Analyst II 0.00 1.00 1.00 1.00 0.00 Administrative Analyst I 1.00 0.00 0.00 0.00 0.00 Public Works Technician I/II 1.00 1.00 1.00 1.00 0.00 Public Works Inspector 2.00 2.00 2.00 2.00 0.00 Sub-Total -- _ - .. 9.00 . 9.00 9.00 ='9.00 '-, -'0.00 I Economic Economic Development Director 0.00 0.00 0.00 0.00 0.00 Development Economic Dev Dir/PIO 1.00 1.00 1.00 1.00 0.00 Administrative Analyst II 1.00 1.00 1.00 1.00 0.00 Senior Office Assistant 0.50 0.50 0.50 0.50 0.00 Office Assistant I/11 0.00 0.00 0.00 0.00 0.00 Special Projects Manager(Limited Term) 0.00 0.00 0.00 1.00 1.00 Sub-Total r'" - - 2:50 - ='-2:50'a:-. ;.:2.50 <,-3.50 '1.00 '' GRAND TOTAL-:ALL.CITY.POSITIONS' 86.00 8825 87.00 91.50 3.25 II • 34 POSITION ALLOCATION PLAN UPDATE • CONTRACT POSITIONS Update 2013-2014 vs Actual Updated Forecast Update Updated Department Classification 2011-2012 2012-2013 2013-2014 2013-2014 2012-2013 Bldg Mgmt Landscape Foreman 0.66 0.66 0.66 0.70 0.04 (MCE) Landscape Laborer I 0.82 0.68 0.68 0.78 0.10 Landscape Laborer II 0.10 0.10 Landscape Laborer III 0.12 0.12 Sub-Total ,- ' 1.48 134 1.34 .: x,1.70 - . . 0.36 ;, , -.... _.. Police Services Commander 1.00 1.00 1.00 1.00 0.00 Lieutenant 2.00 2.00 2.00 2.00 0.00 Sergeant-Training 1.00 1.00 1.00 1.00 0.00 Sergeant- Patrol 4.00 4.00 4.00 4.00 0.00 Sergeant-Investigations 3.00 3.00 3.00 2.00 (1.00) Sergeant-Traffic 1.00 1.00 1.00 1.00 0.00 Sergeant-Crime Prevention 1.00 1.00 Officer- Patrol 27.00 28.00 28.00 26.00 (2.00) Officer- Investigations 6.00 6.00 6.00 6.00 0.00 Officer-Traffic 3.00 3.00 3.00 3.00 0.00 Officer-Crime Prevention 2.00 2.00 Officer-School 2.00 2.00 2.00 2.00 0.00 Secretary II 1.00 0.00 1.00 0.00 0.00 Sheriffs Technician 2 00 2.00 2 00 2.00 0.00 • Sub-Total _,-- .'53.00 _. . 53.00 54.00 t ` 53.00' . : 0.00 Disaster CERT Coordinator 0.00 0.13 0.13 0.13 0.00 Preparedness Emergency Prep&Comm Outreach Mgr 0.13 0.13 0.13 0.13 0.00 Sub-Total. 0.13 - 0.26 0.26 .' 0.26 0.00 Fire Services Landscape Foreman(MCE) 0.04 0.04 0.04 0.04 0.00 Landscape Laborer I(MCE) 0.15 0.15 0.15 0.15 0.00 Landscape Laborer II (MCE) 0.06 0.06 0.06 0.06 0.00 Landscape Laborer III (MCE) 0.13 0.13 0.13 0.13 0.00 Firefighter/Paramedic 12.00 12.00 12.00 12.00 0.00 Fire Engineer 12.00 12.00 12.00 12.00 0.00 Fire Captain 12.00 12.00 12.00 12.00 0.00 Fire Marshal 0.13 0.13 0.13 0.13 0.00 Deputy Fire Marshal 1.00 1.00 1.00 1.00 0.00 Plans Checker 0.13 0.13 0.13 • 0.13 0.00 Code Compliance Officer 1.00 1.00 1.00 1.00 0.00 Sub-Total,° “4 -'- . ...38.64 38.64 `,..;`.38.64 38.64 -'r 0.00 Public Works Maintenance Superintendent 1.00 1.00 - 1.00 1.03 0.03 Administration Sub'-Total-„_ ,X ,, _-1.00 1.00 . _^ " t o o , 1.03-.... ./0.03 -` Street Maint Landscape Foreman 0.15 0.19 0.19 0.19 0.00 (MCE) Landscape Laborer I 0.41 0.41 0.41 0.41 0.00 Landscape Laborer II 0.15 0.19 0.19 0.19 0.00 Landscape Laborer III 1.10 1.20 1.20 1.26 0.06 • Sub-Totals - ., 1 81 ;T.,.,',1:99 • 7 99 „_:2.05,:' 0.061' ' .I 35 POSITION ALLOCATION PLAN UPDATE CONTRACT POSITIONS • Update 2013-2014 vs Actual Updated Forecast Update Updated ,Department Classification 2011-2012 2012-2013 2013-2014 2013-2014 2012-2013 Street Tree Landscape Foreman 0.07 0.07 0.07 0.07 0.00 Maintenance Landscape Laborer I 0.20 0.20 _ 0.20 0.20 0.00 (MCE) Landscape Laborer II 0.11 0.11 0.11 0.11 0.00 I Landscape Laborer III 0.32 0.58 0.58 0.58 0.00 I Sub-Total ,. "_ -, "_ 0.70 0.96' - 0.96 0.96 ::0.00 .-,`r I Street Landscape Landscape Foreman 0.82 0.82 0.82 0.82 0.00 Maintenance Landscape Laborer I 2.49 2.19 2.19 2.19 0.00 (MCE) Landscape Laborer II 2.07 2.07 2.07 2.07 0.00 Landscape Laborer III 1.96 2.05 2.05 2.23 0.18 Sub-Total - 7.34 , 7.13 -7:13 7.31 ' .0.18 _. CULTUREr&:LEISURE - _.. .. Library Services Landscape Foreman 0.26 0.21 0.21 0.21 0.00 (MCE) Landscape Laborer I 0.16 0 16 0.16 0.16 0.00 Sub otal _-.,._ .., - 1.0.42 ,s 0.37 `+ '''',t:0.37,.. 1- 0.37 _ 0.00 Heritage& Landscape Foreman 0.03 0.07 0.07 0.19 0.12 Cultural Arts Landscape Laborer I 0.11 0.21 0.21 0.46 0.25 __ Landscape Laborer II 0.07 0.07 0.07 0.12 0.05 Park Maintenance Landscape Foreman 0.98 0.98 1.41 1.41 0.43 (MCE) Landscape Laborer I 3.91 3.98 4.36 4.36 0.38 ID Landscape Laborer II 2.23 2.29 2.65 2.65 0.36 Landscape Laborer III 2.24 2.85 3.23 3.23 0.38 Sub-Total `, . 9.36 10.10. 11.65- -7.'4.11.65 • 1.55 COMMUNITY DEVELOPMENT Community Building Inspector 4.50 6.00 5.00 7.00 1.00 Development Plan Checker 0.25 0.25 0.25 0.50 0.25 Sub-Total 4.75 ' 6.25 5.25 '- 7:50 '-'1.25 GRAND TOTAL-iCONTRACTIP_OSITIONS , 118:84 121:39. ' 122.94_, 125.24 .3.85 0 36 • SECTION V • APPROPRIATIONS LIMIT • CITY OF DUBLIN FISCAL YEAR 2013-2014 APPROPRIATIONS LIMIT (Based on Fiscal Year 2012-2013 Limit Adopted By City Council Resolution No. 102-12) In accordance with Chapter 1025 of the statutes of 1987, as amended, each government entity is required to include the Appropriations Limit in the annual budget. This limit may also be referred to as the Gann Limit or the Proposition 4 Limit. The City of Dublin has calculated a Fiscal Year 2013-2014 limit in accordance with Article XIII B of the California Constitution and the recognized methodology for calculating adjustments. The details of this calculation are shown on the following page. The Appropriations Limit does not apply to all funds appropriated by the City Council. The law only limits the appropriations that are funded by "proceeds of taxes." State law narrowly defines "proceeds of taxes." Interpretations from judicial rulings have also influenced the methodology used to calculate the application of the Appropriation Limit. State law establishes a formula to be used to calculate annual adjustments to the limit.. The formula includes optional factors to be selected by the City when the adjustment calculation is completed. The first optional factor is based on changes in population. The City may either select the change in the City of Dublin population or the change in the County Population. For Fiscal Year 2013-2014 the City population growth of 7.07% was larger than the Alameda County population growth of 1.21%. This data is based on the Price and Population Information published annually in May from the Department of Finance. The second optional factor allows the City to use either 1) The increase in the State Per Capita Personal Income or, 2) The change in local assessed valuation based on changes in the "Non-Residential New Construction." The change in the Per Capita Personal Income as provided by the State of California Department of Finance is 5.12%. The approved formula for calculating the change in the assessed valuation compares the total change in assessed valuation to the amount related strictly to Non-Residential improvements. In July 2012, the County Assessor provided data related to Fiscal Year 2012-2013 changes in assessed valuation attributable to Non-Residential New Construction. The amount increase was $10,302,300. Based upon the information available, the assessed valuation factor was an increase of 2.41%. Therefore, the adjustment calculation will use the increase in the State Per Capita Personal Income. The two factors for growth are combined to arrive at a growth rate for appropriations. This growth rate is factored with the Appropriations Limit for Fiscal Year 2012-2013 to arrive at a new limit for Fiscal Year 2013-2014. The Fiscal Year 2013-2014 Appropriations Limit is $226,135,179 shown on.the following page. The recommended Preliminary Budget for Fiscal Year 2013-2014 contains appropriations of $43,122,487 that would be categorized as funded by proceeds of taxes. Therefore, the appropriations subject to the Appropriations Limit and contained in the recommended Preliminary Budget are $183,012,692 below the allowed amount calculated for Fiscal Year 2013-2014. • 37 CALCULATION OF FISCAL YEAR 2013-2014 APPROPRIATIONS LIMIT (Based on Fiscal Year 2012-2013 Limit) • A. Selection of Optional Factors 1. Change in Population — City vs. County. Factors 1/1/2012 1/1/2013 % Increase a. City of Dublin 44,835 48,007 7.07% b. County of Alameda 1,526,953 1,545,490 1.21% The City selected Factor 1a. City of Dublin population growth 7.07% 2. Change in State per Capita Personal Income vs. City Non Residential Building Construction. Factors % Change a. Change in State per Capita Personal Income 5.12% b. Change in Non Residential Assessed Valuation 2.41% The City selected Factor 2a. Change in State per capita personal income 5.12% • B. FY2013-2014 Growth Adjustment Factor Calculation of factor for FY2013-2014 = X` Y = 1.0707'1.0512=1.1255 X = Selected Factor#1 + 100 = 7.07+100 = 1.0707 100 100 Y = Selected Factor#2 + 100 =5.12+100 = 1.0512 100 100 C. Calculation of Appropriations Limit Fiscal Year 2012-2013 Appropriations Limit $200,919,750 Fiscal Year 2013-2014 Adjustment Factor x 1.1255 Fiscal Year 2013-2014 Appropriations Limit $226,135,179 S 38 s SECTION VI • STRATEGIC PLAN CITY OF DUBLIN City of Dublin Ten Year Strateaic Plan Proposed Fiscal Year 2013-2014 Update MISSION The City of Dublin promotes and supports a high quality of life which ensures a safe and secure environment that fosters new opportunities. VISION Dublin is a vibrant city committed to its citizens, natural resources and cultural heritage. As Dublin grows, it will balance history with progress, to sustain an enlightened, economically balanced and diverse community. Dublin is unified in its belief that an engaged and educated community encourages innovation in all aspects of City life, including programs to strengthen our economic vitality, and support environmental stewardship and sustainability through the preservation of our natural surroundings. Dublin is dedicated to promoting an active and healthy lifestyle through the creation of first-class recreational opportunities, facilities and programs. VALUES Our Values in Building Community • Promote locations and events that bring people of all ages together. • Provide more venues for family-based activities. • Foster heritage and cultural development. • Our Values in Ensuring a Safe Community • Provide high quality police and fire services to insure the safety of the citizens living in the community. • Provide education and training to residents and businesses that would promote public safety. • Our Values in Guiding Development • Assure that development contributes positively to the City's fiscal health. • Support pedestrian-friendly development, transit-oriented development, green building and environmental responsiveness. • Promote high quality design and architectural standards in private development and in all public facilities. • Develop transportation systems that facilitate ease of movement throughout the City. Our Values in Governing • Commit to openness and responsiveness to the public and community. • Operate at all times with honesty and integrity. • Exercise fairness in consideration of issues: • Provide a high level of customer service and responsiveness from City staff to citizens. • Embrace technology to improve effectiveness and efficiency. • Strive to build an informed community through communication. • Our Values in Relating to Other Communities and Entities 39 • Encourage collaboration and communication with other communities on issues of mutual concern. • Encourage public and private partnerships of mutual benefit. • STRATEGIES 1. Pursue economic development initiatives that attract new businesses while strengthening and supporting existing businesses. a. Develop programs that create and retain jobs, as well as increase sales tax revenue. b. Create programs that support small businesses in Dublin. c. Focus business development efforts on Priority Development Areas and adjacent properties. d. Retain, attract and support innovative companies. 2. Continue to strengthen the identity and aesthetic appeal of the downtown. a. Facilitate and encourage continued investment in Downtown Dublin. b. Continue to work with private property owners to renovate or update retail areas. 3. Create a community that supports environmental sustainability and provides an open space network that ensures environmental protection and provides public access where appropriate. a. Establish Open Space Area in western hills. b. Create Open Space connections and trails where appropriate. c. Implement open space policies of the Eastern Dublin GPA/ Specific Plan. d. Explore and implement strategies that enhance environmental sustainability. 4. Develop dynamic and unique community recreational and cultural opportunities in the region. a. Expand and enhance Dublin Heritage Park and Museums. b. Develop a state-of-the-art recreation programs and facilities. c. Identify opportunities for development of a unique passive park / recreation facility. • 5. Identify new and/or enhanced opportunities for community promotion, marketing, engagement and outreach. a. Enhance awareness of City amenities, activities, and programs to a wide variety of audiences. • 40 • CITY OF DUBLIN • City of Dublin Ten Year Strateaic Plan Preliminary Update for Fiscal Year 2012-2013 & Proposal for Fiscal Year 2013-2014 Update, including ongoing activities STRATEGIES • STRATEGY#1: Pursue economic development initiatives that attract new businesses while strengthening and supporting existing businesses. STRATEGIC GOAL#1A: Develop Dev elop programs that create and retain jobs, as well as increase sales tax�revenue. ,, P :0 gk riF se ` d '$ 0 : y a g r c. A ^:';k-k -5a rp ., Nggg, a g i t s „ kr 'fm. i ei s a r 1. 2013-2014 Create a comprehensive marketing and branding plan for the City. Proposed 2. 2013-2014 Focus the City's Business Visitation Program on high-growth companies. Proposed 0 3. 2013-2014 Advance the City's participation in regional efforts (i-GATE, Tn Valley CVB, Proposed Innovation Tri-Vailey, East Bay EDA, etc.). 4. 2013-2014 Position development sites (Downtown and Eastern Dublin Transit Center) to meet Proposed current and future market demand and provide necessary marketing support. II 5. ; 2013-2014 Partner with the Alameda County Surplus Property Authority on the Eastern Dublin Proposed Transit Center. 6. 2013-2014 Support Downtown Specific Plan area property owners' business attraction and I Proposed development efforts. r--- 7. 2013-2014 Expedite development process Downtown and optimize conditions for entertainment Proposed uses 8. 2013-2014 Explore potential funding sources and financing tools to 'advance real estate and Proposed economic development. 9. 2013-2014 Explore the creation of an economic development corporation. Proposed 10. 2012-2013 Facilitate roundtables with commercial brokers and the development community. Complete by 06/30/13 11. 2012-2013 Develop,business meetings/summits with property owners around key areas of Complete interest. by 06/30/13 41 • • STRATEGIC GOAL#1A: Develop programs that create and retain jobs, as well as increase sales tax revenue. 12. 2011-2012 Develop an Economic Development Strategy. Complete IP 13. 2011-2012 Continue to develop economic incentives for retail, office, restaurants, and industrial Complete, users. 14. 2 - - --- 011-2012 Identify partnership opportunities with the Dublin Chamber of Commerce to assist Complete small businesses. 15. 2011-2012 j Explore a Shop Local Holiday Campaign. Complete t-_ 16. 2011-2012 Update the Facade Improvement Program. Complete 17. 2010-2011 Execute Business Visitation Program. Complete 18. 2010-2011 i Work with DSRSD to develop sewer incentive program. Complete 1 _Ongoing — 19 Ongoing Facilitate annual roundtable with the commercial brokers. : - 20 Ongoing - Facilitate annual roundtable with the residential realtors 1 21 ',Ongoing I Facilitate.annual roundtable with auto dealers - 22. !Ongoing e.Facilitate annual roundtable with the development community. 23 + Ongoing i Facilitate annual roundtable with contractors on tenant improvement process 24 .Ongoing Host business meetings/summits with property owners around key areas of interest. 1 - • 125 I ,Ongoing 1 Continue to develop economic incentives for retail, office, restaurants, and industrial- - users 11: u. j 26 I Ongoing Continue ongoing partnership opportunities with the Dublin Chamber of Commerce merce to 'assist small businesses Fs 27. r Ongoing } Implement the Shop Local Holiday Campaign "Discover Dublin for the Holidays' E28. Ongoing Implement the Facade Improvement Program. - STRATEGIC GOAL#1 B: Create programs that support small businesses in Dublin. j I °` 0 t s, . k1 a I 1 >013-2014 Focus the City's Business Visitation Program on high-growth companies. Proposed , 2. 2013-2014 Support Downtown Specific Plan area property owners' business attraction and Proposed I development efforts. i 3. ' 2013-2014 Develop and implement on-line building permit application for routine"over-the- Proposed Icounter" permits. 4. 2013-2014 Engage local businesses in updating Business Watch program Proposed • 42 STRATEGIC GOAL#1 B: Create programs that support small businesses in Dublin. • 5. 2013-2014 Monitor on-line Business License Renewal Program to ensure high-level customer Proposed satisfaction. 6. 2013-2014 Develop on-line building inspection scheduling. New 7. 2012-2013 Amend Zoning Ordinance to streamline entitlements for Commercial Day Care Underway facilities. 8. 2012-2013 Facilitate roundtables with commercial brokers and the development community. Complete by 06/30/13 9. 2012-2013 Develop business meetings/summits with property owners around key areas of Complete interest by 06/30/13 ■ 10. i 2012-2013 Develop on-line access to plan check comments for active building permit Complete y applications. by 06/30/13 11. 2011-2012 Develop an Economic Development Strategy. Complete 12. 2011-2012 Develop a Design Awards Program to recognize new and remodeled projects of Complete - special quality. 13. 2011-2012 Identify partnership opportunities with the Dublin Chamber of Commerce to assist Complete small businesses. I 14. 2011-2012 Explore a Shop Local Holiday Campaign. Complete • 15. I 2011-2012 Update the Facade Improvement Program. Complete 16. 2010-2011 Explore the feasibility of an ordinance that would encourage existing and future Complete commercial locations, which have adequate enclosure space, to provide recycling services. 2010-2011 Explore an environmental recognition program for targeted program practices for Complete Dublin businesses. 2010-2011 Develop a Business Anniversary Awards Program. Complete 19. 2010-2011 Work with DSRSD to develop sewer incentive program. Complete I 20. 2010-2011 ( Develop a template recycling plan to be shared with the commercial sector to Complete i increase recycling. -Ongoing 21 Ongoing Facilitate annual roundtable with the commercial brokers i22 .Ongoing Facilitate annual roundtable with the residential realtors.. e - 23 Ongoing, Facilitate annual roundtable with auto dealers ,. „TT-7 24 Ongoing Facilitate annual roundtable with,the development community.,_, - 25.- Ongoing Facilitate annual roundtable with;contractors on tenant improvement process. - • 43 1 STRATEGIC GOAL#1B:B: Create programs that support small businesses in Dublin 126 t :Ongoing Host business meetings/summits with property owners around key areas of interest. 1 27 Ongoing Continue ongoing partnership opportunities with the Dublin Chamber of Commerce to - 11 assist small businesses 28 ;Ongoing I Implement the Shop-Local Holiday Campaign--"Discover Dublin for the Holidays' 29. Ongoing Implement the Façade Improvement Program I'30. 1 Ongoing I Implement Design Awards Program recognizing new and remodeled projects of - I 1 special quality. STRATEGIC GOAL#1C: Focus business development efforts on Priority Development Areas and adjacent properties. 1. 2013-2014 Position development sites (Downtown and Eastern Dublin Transit Center) to meet Proposed current and future market demand and provide necessary marketing support. 2. 2013-2014 Partner with the Alameda County Surplus Property Authority on the Eastern Dublin Proposed Transit Center. ( 3 2013 2014 I Support Downtown Specific Plan area property owners' business attraction and Proposed II development efforts. 4. 2013-2014 Expedite development process Downtown and optimize conditions for entertainment Proposed • uses. 5. 2013-2014 Explore potential funding sources and financing tools to advance real estate and Proposed economic development. STRATEGIC GOAL#1D Retain, attract and support innovative companies. 1 2013-2014 I Create a comprehensive marketing and branding plan for the City. ] Proposed l 2 2013-2014 I Focus the City's Business Visitation Program on high-growth companies. Proposed I 1 3 C 2013-2014 k Advance the City's participation in regional efforts (i-GATE, Tri-Valley CVB, Proposed I . Innovation Tri-Valley, East Bay EDA, etc.). s STRATEGY#2:Continue to strengthen the identity and aesthetic appeal of the downtown. STRATEGIC GOAL#2A: Facilitate and encourage continued investment in Downtown Dublin. p yy .0 i i4' -r: .r.in"'��.,naEi9U" ,, .3t . T?m u=„ WC`s ssev 1 2014-2015 `Identify aesthetic improvements consistent with comprehensive marketing and Proposed I I branding plan for the City. • LL . 44 STRATEGIC GOAL#2A: Facilitate and encourage continued investment in Downtown Dublin • 2. 2013-2014 i Implement Design Awards Program to recognize new and remodeled projects of Proposed I. p p P special quality. 3. 2013-2014 Position development sites to meet current and future market demand and provide Proposed i t necessary marketing support. 4. 2013-2014 Monitor new temporary sign regulations to ensure consistency and allowing for more Proposed attractive place to do business. 5. 2013-2014 Support Downtown Specific Plan area property owners' business attraction and Proposed i development efforts. 6. 2013-2014 j' Expedite development progress Downtown and optimize conditions for entertainment Proposed uses. 7 1 2013 2014 ! Explore potential funding sources and financing tools to advance real estate and Proposed I economic development I 8. 1 2013 2014 • Explore the creation of an economic development corporation. - Proposed 9. f 2013-2014 I Identify additional parkland to serve residential development planned for downtown Proposed Dublin. . 10. 2013-2014 Explore funding options to facilitate implementation of Bikeways and Pedestrian Proposed Master Plan. • 111. 2013-2014 Update the Downtown Traffic Improvement Fee Program following adoption of the Proposed Bikeways and Pedestrian Master Plan. 12. 2013-2014 Complete design and bid of the construction of pedestrian safety improvements on Proposed Amador Valley Boulevard in Downtown area. i 13. 2012-2013 I Ensure completion of Golden Gate Drive Downtown Pedestrian Connection Project. Underway 14. 2011 2012 Oversee construction of St. Patrick Way between Golden Gate Drive and Regional Underway Street. �15.j 2012-2013 Facilitate roundtables with commercial brokers and the development community. Complete by 06/30/13 16. 2012-2013 Develop business meetings/summits with property owners around key areas of Complete interest. by 06/30/13 17. 2011-2012 Institute Design Awards Program to recognize new and remodeled projects of special Complete quality. . 18. 2011-2012 Continue to develop economic incentives for retail, office, restaurants, and industrial Complete users. • 19. 2011-2012 Update the Facade Improvement Program. • ' Complete 20. 2010-2011 Work with Chabot/ Las Positas to find location for District Office/Learning Center. Complete • 21. 2010-2011 Develop a Downtown Business Attraction Plan. Complete 45 • STRATEGIC GOAL#2A: Facilitate and encourage continued investment in Downtown Dublin. 22. 2010-2011 Explore beautification programs (i.e. façade improvements, design assistance, etc.) Complete • for commercial areas along Dublin Boulevard between Dougherty Road and San Ramon Road and Downtown Core area. 23. 2010-2011 Update Downtown West Dublin BART and San Ramon Specific Plans into one Complete comprehensive Plan that addresses the entire Downtown Area. 24. 2009-2010 Develop Economic Incentive Program. Complete 25. 2008-2009 Facilitate the selection of public art for three (3) Private Development projects. 1 Complete 26. 2008-2009 Prepare Community Design Element for General Plan. Complete 27. 2007-2008 Work with Dublin Honda on development options for Amador Plaza site. Complete 28. 2006-2007 Develop Historic District Master Plan for Dublin Blvd. / Donlon property and Complete implement Specific Plan, if required. • 29. 2006-2007 Work with property owner of Ralph's Grocery store to identify replacement Complete alternatives. 30. 2005-2006 Complete Senior Housing Project. Complete 31. 2005-2006 Complete construction of new Senior Center and prepare for operation of new facility. Complete I 1 I 32. ( 2005-2006 Work with Dolan Lumber owners to facilitate development opportunities. 1 Complete 33. 2005-2006 Negotiate Lease Agreement and resolve funding for the West Dublin BART project. Complete • 34. 2005-2006 Install lighting at approaches to the 1-680 Freeway Underpass Art Projects. ( Complete 35. 2005-2006 Develop and implement program to keep trucks out of shopping centers and Complete overnight parking m I } -Ongoing - { t 36 } :Ongoing Facilitate annual roundtable with the commercial brokers f - , 37 r Ongoing Facilitate annual roundtable with the residential realtors. l' 38 {Ongoing 1 Facilitate annual roundtable with auto dealers 39 Ongoing I Facilitate annual roundtable with the development community. 40 'Ongoing j Facilitate annual roundtable with contractors on tenant improvement process. - 141. tOngoing : Host business meetings/summits with property owners around key areas of interest. - 42 Ongoing Continue to develop economic incentives for retail, office restaurants;and industrial ' ? users. 43 Ongoing Implement the Facade.Improvement Program a - . 44 1 Ongoing, i Implement Design Awards Program recognizing new and remodeled projects of . - • i special quality , 46 STRATEGIC GOAL#2B: Continue to work with private property owners to renovate or update retail areas. • 6 ` ' BA. t aa: iLLG0 9A s ' 1. 2013-2014 I Support Downtown Specific Plan area property owners'business attraction and Proposed 1 development efforts. 2. 2013-2014 ` Explore potential funding sources and financing tools to advance real estate and Proposed economic development. 3. 2013-2014 i Explore the creation of an economic development corporation. Proposed j 1 4 2013-2014 ,I Identify opportunities for public art in downtown Dublin. Proposed 5. 2011-2012 Institute Design Awards Program to recognize new and remodeled projects of special Complete I quality.16. 1 2011-2012 Continue to develop economic incentives for retail, office, restaurants, and industrial Complete users. 7. 2011-2012 Update the Facade Improvement Program. Complete 8. 2010-2011 Work with Chabot/Las Positas to find location for District Office/Learning Center. Complete 9. 2010-2011 I Develop a Downtown Business Attraction Plan. Complete 10. 2010-2011 I Explore beautification programs (i.e facade improvements, design assistance, etc.) Complete � for commercial areas along Dublin Boulevard between Dougherty Road and San • I Ramon Road and Downtown Core area. 11. 2010-2011 Update Downtown West Dublin BART and San Ramon Specific Plans into one Complete comprehensive Plan that addresses the entire Downtown Area. 12. ( 2009-2010 Develop Economic Incentive Program. Complete 13. 2009-2010 Examine parking requirements to streamline development review and encourage Complete businesses to locate within the City of Dublin. 14. 2008-2009 Prepare Community Design Element for General Plan. Complete 15 i 2007-2008 Work with Dublin Honda on development options for Amador Plaza site. Complete 16. 2006-2007 Work with property owner of Ralph's Grocery store to identify replacement Complete alternatives. 17. 2005-2006 Work with Dolan Lumber owners to facilitate development opportunities. Complete 18. 2005-2006 Negotiate Lease Agreement and resolve funding for the West Dublin BART project. Complete 19. 2004-2005 Investigate Options for Shamrock Village. Complete 20. 2004-2005 [ Work with Shamrock Village to facilitate improvement to the Center. Complete , • 21. Ongoing I Host business meetings/summits with p`rope tyowners around ke'y areas of interest. .} Proposed • 47 i STRATEGIC GOAL#2B: Continue to work with private property owners to renovate or update retail areas. 2 O . 22 Ongoing ` Continue to develop economic incentives for retail, office restaurants, and industrial° ° Proposed j t s users 23. 'Ongoing s Implement the Facade Improvement Program Proposed STRATEGY#3: Create a community that supports environmental sustainability and provides an open space network that ensures environmental protection and provides public access where appropriate. STRATEGIC GOAL #3A: Establish Open Space Area in western hills. p 1. 2011-2012 Coordinate with East Bay Regional Parks District on the opening of the Dublin Hills Complete I Regional Park. 2. 004-2005 Work with East Bay Regional Parks District to complete negotiations for land Underway acquisition or obtain conservation easement to provide public access in the western hills for an Open Space Area. — — 3. 2004-2005 Identify and secure sources of funding for land acquisition in the western hills for an Underway Open Space Area. 4 2004-2005 Upon completion of land acquisition in the western hills, prepare an Open Space No Master Plan and appropriate CEQA documents. Progress • -Ongoing – 5 ongoing I Work with East Bay Regional Parks District to complete negotiations for land - I ! acquisition or obtain conservation easements to expand the Dublin Hills Regional { I Park. STRATEGIC GOAL#3B: Create open space connections and trails where appropriate. I 1 2013-2014 I Complete the Bikeways and Pedestrian Master Plan. Proposed 2 2013-2014 Begin discussions with EBRPD about the Master Plan and the feasibility of joint I Proposed improvements for the future Moller Ranch Neighborhood Park and Staging Area. 3. 2001-2002 Complete U.S. Army Reserve Camp Parks General Plan and Specific Plan Underway Amendments. 4. 2011-2012 Oversee construction of the Alamo Canal Trail Under 1-580. Complete 5. 2007-2008 Complete GPA Study on the Transportation Corridor Right-of-Way. Complete 6. 2006-2007 Work with EBRPD and the City of Pleasanton to conduct a preliminary engineering Complete 1 study and identify funding sources to facilitate the connection of Alamo Canal Trail • under 1-580 to Pleasanton trails. 48 STRATEGIC GOAL#3B: Create open space connections and trails where appropriate. • 7. 2006-2007 i Complete review of Moller Annexation and General Plan and Specific Plan Complete Amendments. 8. 2005-2006 Complete General Plan and Specific Plan Amendments for Eastern Dublin Property Complete Owners Annexation Area. 9. 2005-2006 Complete Review of Mission Peak Annexation and General Plan and Specific Plan Complete Amendments. STRATEGIC GOAL#3C: Implement open space policies of the Eastern Dublin GPA/Specific Plan. E !4 V`. G.i�ar4enP'A g* "sy t .` ....y 5 �t 1 34 l k3 43: R i :h 3 i t L E, Iii u la s'^ e CL v. .' h I :. � �Y i � �4r �3 Ph t} � :e.4 g 1. 2001-2002 Complete U.S. Army Reserve Camp Parks General Plan and Specific Plan Underway Amendments. 2. 2005-2006 !: Complete General Plan and Specific Plan Amendments for Eastern Dublin Property Complete Owners Annexation Area. 3. 2005-2006 ! Complete Review of Mission Peak Annexation and General Plan and Specific Plan Complete Amendments. 4. 2006-2007 Complete review of Moller Annexation and General Plan and Specific Plan Complete Amendments. • STRATEGIC GOAL#3D: Explore and implement strategies that enhance environmental sustainability. ValiNEF tm�mf* ��tt ;v4+ vat." t a6*! � { c ' 1. 2013-2014 Implement an environmental recognition program for targeted program practices for Proposed Dublin businesses. 2. 2013-2014 4 Implement Tobacco Retailer License System. Proposed i{ 3. j 2013-2014 ; Implement application process for Conditional Use Permits for businesses selling Proposed C it tobacco products within 1 000 feet of schools residential neighborhoods, and libraries 4. 2013-2014 ` Continue to encourage agricultural open space and inclusion of viticulture themes in ` Proposed development projects. 5. 2013-2014 Continue efforts to support vintners in Dublin and the Livermore Valley Winegrowers Proposed Association. 6. `2013-2014 t Complete design and bid the"construction of pedestrian safety improvements on % Proposed Amador Valley Boulevard in Downtown area. .7. 2013-2014 Explore clean water program grant funding for storm water treatment features in the Proposed Dougherty Road Improvement project. • 8 2013-2014,}Explore funding options for pedestrian and bicycle improvements on Amador Plaza Proposed 49 - - e - o nt STRATEGIC GOAL#3D: Explore and implement strategies that enhance environmental sustainability. IRoad between Amador Valley Boulevard and St. Patrick's Way. 9. 2013 2014 ! Explore funding options for Village Parkway downtown corridor improvements. Proposed - 0. 2013 2014 I Explore funding options for project environmental studies and engineering design for a Proposed downtown Dublin Boulevard bikeway corridor. •11. 1 2012 2013 I Work with Dublin San Ramon Services District(DSRSD) on expansion of the recycled Underway • 1 ; water irrigation system to Kolb, Stagecoach and Alamo Creek Parks. 12. ( 2012-2013 Work with Dublin San Ramon Services District on expansion of the recycled water Underway irrigation system to Kolb, Stagecoach and Alamo Creek Parks. 13. 2012-2013 I Develop an environmental recognition program for targeted program practices for Underway Dublin businesses. • 14. Al2-2013 , Complete Central Irrigation Control Upgrades. Underway 15. 12-2013 Develop and implement composting programs at all Dublin Unified School District ; 20 Underway ii Middle Schools. —j— 16. 2012-2013 j Coordinate Energy Audit Outcomes. Underway j L 17. 2012-2013 • Partner with California Youth Energy Services to provide energy savings to residents. Underway 18 2012-2013 Construct by-pass storm drain on San Ramon Road between Shannon Avenue and Underway I Silvergate Drive. 1 • 9. ( 2011-2012 i Create new Energy Conservation and Generation Element of Dublin General Plan. Underway 20 2012-2013 I Explore changes to City policy documents to implement One Bay Area's Sustainable Complete Communities Strategy. by 06/30/13 21. 2012-2013 , Expand the Dublin Unified School District Recycling Contest to the middle schools. Complete by 06/30/13 • 22. 2012-2013 ; Explore a collaborative effort with Dublin San Ramon Services District(DSRSD) to Complete educate the commercial community about water conservation. by 06/30/13 -1 23. 2012-2013 Update the Climate Action Plan (CAP). Complete by 06/30/13 24 2012-2013 Coordinate implementation of the City's Trash Reduction Plan. Complete by 06/30/13 25. 2012-2013 Establish storm drain capture project to assist with trash reduction. Complete by 06/30/13 ' 26. 2011-2012 ' Create new Water Conservation and Management Element of Dublin General Plan. Complete by 06/30/13 I 27. 2i 012-2013 012-2013 ' Develop an ordinance that requires existing and future commercial locations, which Complete have adequate enclosure space, to provide recycling and composting services. • i.28. 2012-2013 I Develop and implement an organics collection program at all City facilities. Complete • 50 STRATEGIC GOAL#3D: Explore and implement strategies that enhance environmental sustainability. • 29. 2012-2013 Develop and implement a green fleet administrative policy. Complete 30. 2012 2013 Develop and implement a contract amendment with Amador Valley Industries that Complete lowers the cost of garbage collection services to ensure economic sustainability of the DUSD recycling and composting programs. 31. 1 2012-2013 Develop and implement composting programs at Dublin Unified School District Complete elementary schools. 32. 2012-2013 Explore opportunities to provide a collection point for discarded pharmaceuticals. Complete 33. 2012-2013 Work with StopWaste to educate the community on the countywide bag ban. Complete 34. 2012-2013 Work with PG&E to promote energy savings programs. Complete 35. 2012-2013 Develop a community e-waste recycling opportunity outreach program. Complete 36. 2011-2012 Develop a tobacco retailer license system. Complete 37. 2011-2012 Develop zoning restrictions that would require a Conditional Use Permit for Complete businesses to sell tobacco products within 1,000 feet of schools, residential neighborhoods, libraries, etc. 38. 2010-2011 Explore the feasibility of a streetlight energy efficiency improvement program along Complete Dublin Boulevard. • 39. 2010-2011 Explore the feasibility of a mandatory requirement for the installation of sustainable Complete features, like solar power building infrastructure for future installation, for new residential and non-residential development projects and look at possible incentives. 40. 2011-2012 Partner with schools to do outreach related to waste management with the students Complete and teachers. — --- --- ---- 41. 2011-2012 Explore greater e-waste recycling/disposal opportunities within the City of Dublin. Complete 42. 2010-2011 Explore the feasibility of an ordinance that would encourage existing and future Complete commercial locations, which have adequate enclosure space, to provide recycling services. 43. 2010-2011 . Conduct six (6) watershed awareness educational events. Complete 44. 2010-2011 Explore an environmental recognition program for targeted program practices for Complete F Dublin businesses. 45. 2010-2011 Explore the feasibility of a green fleet plan for the City. Complete 46. 2010-2011 Implement recommended solutions for paperless City Council Meetings. Complete 47. 2010-2011 Conduct a volunteer clean-up day in the fall. Complete 48. 2010-2011 Develop a template recycling plan to be shared with the commercial sector to Complete increase recycling. • 49. 2010-2011 Explore and present findings related to creation of food waste programs at City Complete facilities. 51 -- • 1 STRATEGIC GOAL#3D: Explore and implement strategies that enhance environmental sustainability. 50. i 2010-2011 Discontinue use of City supplied individual plastic beverage bottles (i.e. waters, Complete • sports drinks, soda, etc.) at City hosted events. 51 • 2010-2011 Implement a food-scrap, cash-incentive program for single family residential Complete customers. 52. 2010-2011 Create a Climate Action Plan. Complete . –Ongoing– . 53 € Ongoing t Implement approved changes to City policy documents to implement One Bay Area's Sustainable Communities Strategy. 54. Ongoing ! Implement new Water Conservation and Management Element of Dublin General iE t Flan 55. Ongoing I. Provide technical assistance to City departments and applicants on the trash - enclosure ordinance L. ; m 56 j )Ongoing ? Implementzoning restrictions that would require a Conditional Use Permit for ' - businesses to sell tobacco products within 1,000 feet of schools,-residential neighborhoods, and libraries - � 57. I Ongoing Work with StopWaste to educate the community on the countywide bag ban. - 58 Ongoing } Provide technical assistance to and certify prospective Dublin green businesses t 59 'Ongoing ; Coordinate implementation of the City's'Trash Reduction Plan 60 jOngoing t Develop and implement a green fleet administrative policy. 61 'Ongoing 'I Implement requirements for installation of sustainable features, like solar power i building infrastructure for future installation,for new residential and non-residential 4 f r development projects and look at possible incentives 62. iOngoing t Implement and maintain an organics collection program at all City facilities. 63. � Ongoing . Conduct a volunteer clean-up day in the fall - 64. }Ongoing i Conduct six (6) watershed awareness educational events ' — 65 1 {Ongoing Develop a community e waste recycling opportunity outreach program. - r- i . 66 Ongoing Develop a template recycling plan to be shared with the commercial sector to @ I increase recycling 67 Ongoing i Develop and implement composting programs at Dublin Unified School District - t t elementary;schools -c",--,-71.:°- 68 •Ongoing : i Expand the Dublin Unified School District Recycling Contest to the Middle Schools. - 69 I Ongoing j Develop and implement composting programs at all Dublin Unified School District - • Middle Schools _ - 70. I Ongoing i Complete Central Irrigation Control Upgrades and monitor the systems performance • 52 STRATEGIC GOAL#3D: Explore and implement strategies that enhance environmental sustainability. • 71. Ongoing Coordinate Energy Audit Outcomes and monitor performance and financing to ensure program'savings r 72. I Ongoing ! Partner with California Youth Energy Services to provide energy savings to residents. - 73 I Ongoing 4-Update the Climate Action Plan(CAP) 174 Ongoing i Construct bypass storm drain on San Ramon Road between Shannon Avenue and . - Silvergate Drive 75. Ongoing Establish storm drain capture project to assist with trash reduction. - 76 Ongoing Create new Energy Conservation and,Generation Element of Dublin,General Plan. STRATEGY#4:Develop dynamic and unique community recreational and cultural opportunities in the region. STRATEGIC GOAL#4A: Expand and enhance Dublin Heritage Park and Museums. �' t.f iS I.,..a ,,,'1 .t I�EI E,.�E�'.`x 5 t 'S`t . �t ill a 4 '�n`�". 1. 2013-2014 Complete the Conservation Assessment Program (CAP) and prepare implementation Proposed I plan from recommendations in the study. 4. • ; 2. 2013-2014 Conduct feasibility study on expanding capacity at the Dublin Pioneer Cemetery. Proposed 3. ( 2013-2014 Conduct museum study for the Heritage Park Museums and the Camp Parks Proposed Collection and determine collection policies, operational enhancements and opportunities for temporary, virtual and permanent exhibits. 4. 2012-2013 Re-locate VisitorNVelcome Center to St. Raymond Church to enhance visitor Underway experience and interpretive opportunities. 5. 2012-2013 I Update Parks and Community Services Strategic Plan. Underway 6. 2012-2013 j Develop and implement Parks and Community Services marketing and promotions Complete I j plan. by 06/30/13 7. 2011-2012 i Pursue a Museum Assessment Program Phase Ill Application process. Complete 8. 2011-2012 I Conduct monthly Saturday events at the Dublin Heritage Park and Museums. Complete g 2011-2012 Develop a Facility Use Policy for the Kolb Barn and Grounds and actively promote Complete rentals of the facility. I 2011-2012 ! Establish an Art/Ceramic Studio in the Old Kolb House. Complete 2011-2012 Assume ownership of the Camp Parks Collection and conduct an annual exhibit of Complete the Collection(pending approval by the US Army Center of Military History). 2010-2011 ; Upon relocation of the Kolb properties to the Dublin Historic Park, complete furnishing Complete • of buildings and catalogue/accessioning of the collections of the Kolb family. 53 STRATEGIC GOAL#4A: Expand and enhance Dublin Heritage Park and Museums. 13. 2010-2011 Conduct a park /facility dedication event for the Dublin Historic Park, Phase I. Complete • I 14. 2010-2011 ' Produce one exhibit and corresponding catalog each year that will focus on a Complete significant Dublin family or theme. I 15. 2009-2010 i Implement a self study and peer review for the Phase II Museum Assessment Complete Program (MAP)—Public Dimension Assessment for the Dublin Heritage Center. I 16. 2008-2009 Upon acquisition of the Dublin Square Shopping Center, undertake development of Complete design and construction documents for Phase I of the Dublin Historic Park. 17 i 2007-2008 Establish a Visitor Center at St. Raymond's Church. Complete 18. r 2007-2008 I Assess the condition of the Kolb Family properties (house, barn, and workshop) and Complete I develop a plan for relocation of the properties as appropriate. 19. 2006 2007 � Develop Historic District Master Plan for Dublin Blvd. / Donlon property and F Complete implement Specific Plan, if required. 20. A06-2007 I Prepare an update to the Parks and Recreation Master Plan. Complete 21. 2006-2007 Undertake a site master plan, programming and financial feasibility study for the Complete Dublin Historic Park including'HPA land/ cemetery feasibility study. 22. 2006-2007 Research and submit new application for Murray Schoolhouse to be placed on the Complete National Register of Historic Places. I I 23. 2006-2007 I Submit application for California Cultural Historic Endowment grant for Dublin Historic Complete • I i Park project. 24. 2005-2006 I Refurbish exhibit space within the Murray Schoolhouse to provide a fresh setting that Complete ; will optimally highlight Dublin's history. ! . —Ongoing — 25. ! ;Ongoing 'Produce one exhibit and corresponding catalogue each year that will focus on a - { it significant Dublin family or theme.•126 } !Ongoing `Conduct annual exhibit of the Camp Parks Collection: !27 Ongoing 'Offer art and ceramic classes in the Old Kolb House. }" 28 f !Ongoing ; Conduct monthly Saturday events at the Heritage Park,and Museums. . - I , STRATEGIC GOAL#48: Develop state-of-the-art recreation programs and facilities. 94 ,i P ifffl WPB' A . P. , ,t. .. ,i + 0A " rd�TU., +' I. 2015-2016 I Complete construction of Phase I and installation of Public Art for Emerald Glen Proposed I j Recreation and Aquatic Complex. 2. 2014-2015 I Begin construction of Phase I and fabrication of Public Art for Emerald Glen Proposed • t t 54 1 STRATEGIC GOAL#46: Develop state-of-the-art recreation programs and facilities. • r Recreation and Aquatic Complex. 3. 2013-2014 I Complete construction document for Phase l and bid the project for Emerald Glen Proposed Recreation and Aquatic Complex. 4. 2013-2014 i Identify opportunities for Public Art at the facility and begin artist selection for Emerald Proposed - Glen Recreation and Aquatic Complex. 5. 1 2012-2013 i Update the Emerald Glen Recreation and Aquatic Complex building and phasing plan Underway r and re-start design of the facility. 6. 2012-2013 Update Public Facility Impact Fee. Underway 7. 2008-2009 j Undertake development of design and construction documents for Emerald Glen Underway ; Recreation and Aquatic Complex. 8. r 2007-2008 Re-evaluate the Facilities Feasibility Study and update the conceptual Master Plan for Complete I I the Emerald Glen Recreation and Aquatic Complex. STRATEGIC GOAL#4C: Identify opportunities for development of a unique passive park/ recreation facility. y o pp,- 2l ._ gof ': G. i. U - . 4 1. 2013-2014 I Determine if there are park sites in the Eastern Dublin Specific Plan that may be Proposed • suitable for a more passive park. 2. 2012-2013 { Identify additional parkland to serve residential development planned for downtown Underway I Dublin. 3. ` 2013-2014 I Complete Passatempo Neighborhood Park. Underway 4. 2013-2014 Complete Schaefer Ranch Park. Underway 5. 2012-2013 I Identify additional parkland to serve residential development planned for downtown Underway Dublin. 6. l 2012-2013 'i, Update Public Facility Impact Fee. ' Underway 7. ( 2012-2013 I Fallon Sports Park: Determine feasibility and cost of building restroom, ball field and Complete soccer field. 2001-2002 l Complete U.S. Army Reserve Camp Parks General Plan and Specific Plan Underway ; Amendments. 9. 2012-2013 Complete Positano Hills Neighborhood Park. Complete . by 06/30/13 10. 2007-2008 Complete GPA Study on the Transportation Corridor Right-of-Way. Complete 11. 2006-2007 Closely monitor development projects Citywide to identify potential sites for a unique Complete 1 passive park/recreation facility. • 12. 2005-2006 i Complete General Plan and Specific Plan Amendments for Eastern Dublin Property Complete 55 ISTRATEGIC GOAL#4C: Identify opportunities for development of a unique passive park/ recreation facility. F : I Owners Annexation Area. • 2 005 2006 Conduct research on various unique passive park/recreation facilities and identify Complete 'II, preferred components and site requirements. STRATEGY#5: Identify new and / or enhanced opportunities for community promotion, marketing, engagement and outreach. STRATEGIC GOAL #5A: Enhance awareness of City amenities, activities, and programs to a wide variety of audiences. 0:-.'i," Q u i amp[ .``i. G i .ti . 1. ii 0-13-2014 I Create a comprehensive marketing and branding plan for the City. Proposed 2 I ?- I 2013-2014 :Conduct community outreach to update the Parks and Community Services Strategic Proposed ? I , Plan. 3. 2013-2014 Explore alternative to connect residents with City Hall and educate the community on t Proposed available.City services. k 4. 2013 2014 i Develop"Welcome Packet"for residents of new neighborhoods, augmented by osed information on City website. Ji 5. 2013-2014 I Explore feasibility of establishing a Human Services Commission focusing on Tri- Proposed III Valley social service issues. j6 2013-2014 I Collaborate with Alameda County 2-1-1 to promote available services in the - 1 Proposed ,I community. 7. 2013-2014 1 Develop and distribute informational guide to community on "Celebrating with I Proposed Fireworks". 8. 2013-2014 Develop and distribute informational guide on participating in "P.A.C" (Pulsepoint, Proposed , I AED's, CPR)to help save lives. 9. 2013-2014 I Develop Neighborhood Watch Block Captain training and certification program. Proposed 10. 2013 2014 ;Create a Neighborhood Resources newsletter for community outreach on a bi-annual ' Proposed � basis. 111 2013-2014 i Engage local businesses in updating Business Watch program. [Proposed 12. f 2013-2014 Implement redesigned Neighborhood Watch Program and "National Night Out"event Proposed 13. 1 2013-2014 Investigate collaborative opportunities with local mental health providers to promote Proposed mental illness support services within the community. 117 201'3-2014 l Develop and actively seek opportunities to provide community presentations on Proposed I I frequently requested and emerging safety topics. [ i • 56 STRATEGIC GOAL #5A: Enhance awareness of City amenities, activities, and programs to a wide variety of • audiences 15. 2012-2013 + Develop Marketing and Promotions Plan for the programs, classes and events offered Underway by the Parks and Community Services Department. 16. 2012-2013 Continue to evaluate Social Media uses and options for general City use. Underway 17. 2012-2013 Develop and Implement Parks and Community Services marketing and promotions Underway plan. 18. 2012-2013 Expand options available as part of the Camp Connector program. Underway 19. 2012-2013- Expand Saturday programs to include use of existing preschool classrooms at Underway i Shannon Community Center and Emerald Glen Park. 20. 2012-2013 Facilitate roundtables with commercial brokers and the development community. Complete by 06/30/13 21. 2012-2013 E Develop business meetings/summits with property owners around key areas of Complete interest. by 06/30/13 22. 2012-2013 i Identify new opportunities for Neighborhood Outreach and education programs. Complete 1 by 06/30/13 23. 2012-2013 ' Expand Crime Prevention Education and Outreach Materials on City website. Complete by 06/30/13 • 124. 2012-2013 Establish Residential Fire Sprinkler Community Awareness Program. Complete by 06/30/13 25. 2011-2012 Update Dublin General Plan to include new information, graphics and photos. Complete by 06/30/13 26. 2012-2013 Explore the feasibility of utilizing part-time volunteers to assist with City Emergency Complete Management Activities. 27. ( 2011-2012 Develop and distribute an Annual Report on City Accomplishments. Complete 28. j 2011-2012 Develop a Faith and Culture Based Network that will assist Dublin Police Services in Complete bridging the gaps between the Police and various faiths and cultures. 29. 2011-2012 Implement five Volunteer Projects. Complete 30. 2011-2012 Partner with schools to do outreach related to waste management with students and Complete il [ teachers. 31. 2011-2012 Develop a Design Awards Program to recognize new and remodeled projects of Complete special quality. 32. 2011-2012 Develop Social Media Policies. Complete 33. 2010-2011 Implement City Communication Plan. Complete 34. 2010-2011 Develop and distribute quarterly e-newsletter by market segment to coincide with Complete • publication of Activity Guide. 57 STRATEGIC GOAL #5A: Enhance awareness of City amenities, activities, and programs to a wide variety of audiences. • 35. 2010-2011 I Prepare and produce semi-annual Public Service Announcement via local radio(KKIQ) Complete for crime prevention/safety tips and upcoming Police Services events. 36. 2010-2011 Update the City's website and include an element of community involvement in the • Complete ( process. 37. 2010-2011 I Explore options for a listsery system to inform the community of City meetings, news, Complete land events. 38. 2009-2010 I Produce a Citywide Newsletter. Complete 39. 2009-2010 , Explore the feasibility of acquiring or producing a crime prevention video for Complete distribution to targeted audiences within the community and determine the best means of delivery. Primary focus would be on minimizing risk of being a victim of property crimes. _ t..___ _- . , ...______ ,__ . .. . -Ongoing - 40 Ongoing I Implement Parks and Community Services Marketing and Promotions Plan. 41 Ongoing I Implement a Design Awards Program to recognize new and remodeled projects of - 'special quality. 42 Ongoing i Continue to evaluate social media uses and options for general City use. - 43' Ongoing Facilitate annual roundtable with the commercial brokers • 44 Ongoing Facilitate annual roundtable with the residential realtors: - `45 1 Ongoing 7 Facilitate annual roundtable with auto dealers. I - T46 Ongoing Facilitate annual roundtable with the development community. 147 , Ongoing Facilitate annual roundtable with contractors on tenant improvement process. 148. I Ongoing Host business meetings/summits with property owners around key areas of interest. - Ll ...., , —.W ., - 49 Ongoing (.Host the Dublin Farmers' Market. 50 l Ongoing !Expand Crime Prevention Education and Outreach materials on City website. I -, 51 ; Ongoing { Update Dublin General Plan to include new information, graphics, and photos , - / 52 Ongoing I Collaborate with the Cities of Livermore and Pleasanton on the Tri-Valley Needs - 6 ! - ' Assessment Report recommendations. i 53 Ongoing- I Develop a more formal collaboration among community members, organizations and # - schools that provide social services to residents. ..54 Ongoing (Actively participate in the new Tn-Valley outreach campaign to assist in marketing { . - I --I social services currently available in the community. . .-.. ' • 58 RESOLUTION NO. - 13 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF DUBLIN *************************** ADOPTING A BUDGET FOR THE CITY OF DUBLIN FOR FISCAL YEAR 2013-2014 WHEREAS , the City Council of the City of Dublin is desirous of establishing a Budget and Financial Plan for Fiscal Year 2013-2014; and WHEREAS , the City Council has reviewed and considered the Budget documents and has received input from the public; and WHEREAS , the City Manager has prepared a balanced budget which continues with organizational adjustments and allocation of resources in a manner which aligns with available resources and the proposed Ten Year Strategic Plan; and WHEREAS , the General Fund Operating Budget is balanced without the need to draw from the Reserve for Economic Stability in order to balance funding with planned expenditures; and WHEREAS , the City Council has the responsibility to adopt a budget before the Fiscal Year begins July 1, 2013; and WHEREASExhibit A , the Summary of Appropriations () attached hereto and made a part of this Resolution, reflects the Fiscal Year 2013-2014 Program Budget (All Funds) for the City of Dublin; and WHEREASExhibit A , () has been segregated to isolate a grant appropriation for a community organization, Dublin Partners In Education, (DPIE) which will be voted on as a separate Resolution as one City Councilmember is also a member of the community organization’s Board of Directors; and WHEREAS , the action taken by this resolution shall approve the appropriation of all funds excluding the DPIE appropriation; and WHEREAS , the City Council also desires to confirm adjustments made administratively to Capital Project balances during the preparation of the Budget and accommodate the carryover of unspent 2012-2013 Capital Project appropriations, for those projects where work and expenditures will continue in Fiscal Year 2013-2014; and WHEREAS , the City Council also desires to accommodate a process for the carryover of unspent 2012-2013 operating expenditures (excluding personnel costs) for activities where work and expenditures will continue in Fiscal Year 2013-2014; and WHEREAS , the action taken by this resolution shall approve the adoption of Fiscal Year 2013-2014 Strategic Plan Update. ATTACHMENT 2 NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Dublin does hereby find, determine, declare and resolve as follows: 1. The Dublin City Council does hereby adopt the Fiscal Year 2013-2014 Budget Exhibit A (Column A – Excludes DPIE Appropriation for the City of Dublin, as outlined in Contribution) . 2. The City Council does hereby authorize the use of reserve funds, as outlined in Exhibit B. 3. The City Manager is hereby authorized to make expenditures and appropriations in accordance with the Budget as adopted, with the exception of those expenditures which require prior City Council approval, in accordance with the adopted City ordinances, rules and regulations. 4. The City Manager is authorized to transfer budgeted amounts between line items, provided that the transfer is within the same department activity and fund. Any revisions, which alter total departmental expenditures of the City are to be approved by the City Council except as follows: The City Manager will be allowed to transfer funds from the General Fund budgeted contingent reserve ($150,000 appropriated in Activity 1901 – Line Item #81101) to operating departments’ salary and benefits accounts when required due to: (a) employee turnover or change in status; (b) authorized changes in classifications; (c) City Council approved funding for increases in employees salaries and benefits; (d) City Council approved funding for increase in contract or labor rates; and (e) to address General Fund utility expenditures which exceed the budgeted expenditures. 5. The City Council may also transfer appropriations from the Budgeted Contingent Reserve upon adopting a formal budget change at a public meeting. 6. The City Council recognizes that the Budget as presented includes a Contingency for Fiscally Responsible Adjustments ($270,000 appropriated in Activity 1901 – Line Item #81201), which is not scheduled to be used in Fiscal Year 2013-2014. As determined by fiscal outcomes as of June 30, 2013 this funding may be available for appropriation in the subsequent fiscal year. The Fiscal Year 2012-2013 Budget includes a Contingency for Fiscally Responsible Adjustments in the amount of $336,150. The City Manager is authorized to increase the appropriations for Fiscal Year 2013-2014 by this amount to the extent the funds are available. 7. The City Council recognizes that the Budget as presented include a Contingency for fire contract service cost adjustment ($402,909 appropriated in Activity 1901 – Line Item #81201). The contingency is for potential Alameda County Fire Department 2013 COLA adjustment. The City Manager is authorized to transfer the amount to Fire Department budget (Department 2401) if needed. 8. The City Council recognizes that the Budget as presented also include a placeholder ($350,000 appropriated in Activity 1901 – Line Item #81201) for “Create a comprehensive marketing and branding plan for the City” strategic initiative. The City Manager is authorized to transfer the amount to Economic Development Department when Staff has identified the scope and estimated implementation cost. ATTACHMENT 2 9. When revenue estimates exceed the amount identified in the Budget due to increases in development applications and permit activity, as verified by the Administrative Services Director, the City Manager is authorized to increase the appropriations for Fiscal Year 2013-2014 expenditures in an amount not to exceed the amount of increased development application and permit revenue. Increased appropriations shall be documented in the financial records and reported to the City Council as part of the on-going financial reporting. 10. When revenue estimates exceed the amount identified in the Budget due to increases in grant revenues, as verified by the Administrative Services Director, the City Manager is authorized to increase the appropriations for Fiscal Year 2013-2014 expenditures in an amount not to exceed the amount of increased grant revenue. Increased appropriations shall be documented in the financial records and reported to the City Council as part of the on-going financial reporting. 11. The City Manager is authorized to make transfers among the various funds designated as Transfers. This shall be consistent with the “Summary Appropriations by Major Fund” as presented in the Preliminary Budget and Financial Plan; and fund transfers are reported as part of the regular financial reports provided to the City Council and public. 12. The City Manager is authorized to increase the appropriations for Fiscal Year 2013-2014 expenditures in an amount not to exceed the amount of funds encumbered or designated by the City Manager as needed for expenses that did not occur prior to year-end but are expected to be expended in Fiscal Year 2013-2014 consistent with the original purpose. This ability to carry-over funding shall not apply to savings from personnel services and shall only occur if the Department Activity total for non-personnel expenditures were less than the amount budgeted for the same. This must also be evaluated on a fund by fund basis. The actual amount of the increased appropriation shall be reported to the City Council, and the City Manager may assign the fund balance in an amount sufficient to account for the increase. 13. The City Manager shall be authorized to adjust the Fiscal Year 2013-2014 appropriations to account for the carryover of unspent capital project appropriations from Fiscal Year 2012–2013. All such adjustments shall be clearly recorded in the City Financial records and shall only be for projects that remain incomplete as of June 30, 2013. 14. The City Manager is authorized to transfer budgeted capital project amounts between line items, provided that the transfer is within the same project and fund. Any revisions, which alter the project’s total expenditures, are to be approved by the City Council. 15. The total projected appropriations to reserves for all funds are shown in Exhibit A. 16. The Dublin City Council does hereby adopt the Fiscal Year 2013-2014 Strategic Plan Update. PASSED, APPROVED AND ADOPTED this 4th day of June, 2013. AYES : NOES : ATTACHMENT 2 ABSENT : ________________________________ Mayor ATTEST : ____________________________ City Clerk ATTACHMENT 2 EXHIBIT A FISCAL YEAR 2013-2014 SUMMARY OF APPROPRIATIONS ABC Excluding DPIE DPIE Total OPERATING BUDGET GENERAL GOVERNMENT City Council$433,930$433,930 City Manager/City Clerk 1,338,970 1,338,970 Elections 3,120 3,120 Central Services / Human Resources 507,180 507,180 Insurance 1,033,290 1,033,290 City Attorney 807,360 807,360 Administrative Services 2,274,140 2,274,140 Building Management 999,520 999,520 Non Departmental 1,494,810 1,494,810 TOTAL - General Government$8,892,320$0$8,892,320 PUBLIC SAFETY Police Services$16,100,660$16,100,660 Fire Services 11,742,590 11,742,590 Disaster Preparedness 168,810 168,810 Crossing Guards 111,890 111,890 Animal Control 389,580 389,580 Traffic Signals & Street Lighting 964,160 964,160 TOTAL - Public Safety$29,477,690$0$29,477,690 TRANSPORTATION Public Works Administration$905,050$905,050 Street Maintenance 509,770 509,770 Street Sweeping 125,400 125,400 Street Landscaping 1,484,630 1,484,630 Street Tree Maintenance 166,020 166,020 TOTAL - Transportation$3,190,870$0$3,190,870 HEALTH & WELFARE Waste Management$2,862,420$2,862,420 Environmental Programs 384,030 384,030 Social Services 286,440 $25,000 311,440 Housing Programs 701,020 701,020 TOTAL - Health & Welfare$4,233,910$25,000$4,258,910 CULTURE & LEISURE SERVICES Community TV$144,490$144,490 Library Services 696,410 696,410 Park Maintenance 2,762,050 2,762,050 Heritage & Cultural Arts 1,237,870 1,237,870 Recreation & Community Services 4,188,810 4,188,810 Parks / Facilities Development 545,140 545,140 TOTAL - Culture & Leisure Services$9,574,770$0$9,574,770 COMMUNITY DEVELOPMENT Development Services (Planning & Building)$4,629,830$4,629,830 Engineering 2,534,830 2,534,830 Economic Development 970,450 970,450 TOTAL - Community Development$8,135,110$0$8,135,110 TOTAL OPERATING BUDGET$63,504,670$25,000$63,529,670 CAPITAL IMPROVEMENT BUDGET General $9,856,440$9,856,440 Community Improvements 86,130 86,130 Parks 16,602,440 16,602,440 Streets 11,771,900 11,771,900 TOTAL - Capital Improvements$38,316,910$0$38,316,910 INTERNAL SERVICE FUND BUDGET TOTAL - Internal Service Fund$1,560,330$1,560,330 TOTAL EXPENDITURES - ALL FUNDS$103,381,910$25,000$103,406,910 APPROPRIATIONS TO RESERVES General Fund$134,663$0$134,663 Other Funds (14,916,660) (14,916,660) TOTAL - APPROPRIATIONS TO RESERVES($14,781,997)$0($14,781,997) TOTAL APPROPRIATIONS$88,599,913$25,000$88,624,913 Exhibit B Approved Appropriations From General Fund Committed And Assigned Fund Balances As presented in the Preliminary Budget and Financial Plan (Fiscal Years 2013-2014 Update) the source of funding includes allocations from reserves. In accordance with adopted policies related to Fund Balance the City Council must authorize the use of certain reserve funds. The following schedule identifies the reserves sources that are approved for use by the City Council as part of the funding sources in the proposed budget. Fiscal Year Appropriations from Reserves 2013-2014 Economic Stability Reserve $0 Assigned For One-Time Initiatives (Operating) $350,000 Open Space Funding $2,000,000 Public Safety Complex $1,688,608 Maintenance Facility $3,765,865 ATTACHMENT 2 RESOLUTION NO. - 13 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF DUBLIN *************************** ADOPTING AN APPROPRIATION FOR A CITY CONTRIBUTION TO DUBLIN PARTNERS IN EDUCATION FOR FISCAL YEAR 2013-2014 WHEREAS , the City Council of the City of Dublin has adopted the majority of the appropriations for Fiscal Year 2013-2014 in a separate resolution; and WHEREASExhibit A , the Summary of Appropriations () attached hereto and made a part of this Resolution, reflects the Fiscal Year 2013-2014 Program Budget (All Funds) for the City of Dublin; and WHEREASExhibit A , () has been segregated to isolate a Community Support Grant appropriation for a community organization, Dublin Partners In Education (DPIE) which will be voted on as a separate Resolution as a City Councilmember is also a member of the community organization’s Board of Directors; and WHEREAS , the action taken by this resolution shall approve the DPIE appropriation shown in Column B. NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Dublin does hereby adopt the appropriation of $25,000 for Dublin Partners In Education as shown in Column B of Exhibit A. PASSED, APPROVED AND ADOPTED this 4th day of June, 2013. AYES : NOES : ABSENT : ________________________________ Mayor ATTEST : ____________________________ City Clerk ATTACHMENT 3 EXHIBIT A FISCAL YEAR 2013-2014 SUMMARY OF APPROPRIATIONS ABC Excluding DPIE DPIE Total OPERATING BUDGET GENERAL GOVERNMENT City Council$433,930$433,930 City Manager/City Clerk 1,338,970 1,338,970 Elections 3,120 3,120 Central Services / Human Resources 507,180 507,180 Insurance 1,033,290 1,033,290 City Attorney 807,360 807,360 Administrative Services 2,274,140 2,274,140 Building Management 999,520 999,520 Non Departmental 1,494,810 1,494,810 TOTAL - General Government$8,892,320$0$8,892,320 PUBLIC SAFETY Police Services$16,100,660$16,100,660 Fire Services 11,742,590 11,742,590 Disaster Preparedness 168,810 168,810 Crossing Guards 111,890 111,890 Animal Control 389,580 389,580 Traffic Signals & Street Lighting 964,160 964,160 TOTAL - Public Safety$29,477,690$0$29,477,690 TRANSPORTATION Public Works Administration$905,050$905,050 Street Maintenance 509,770 509,770 Street Sweeping 125,400 125,400 Street Landscaping 1,484,630 1,484,630 Street Tree Maintenance 166,020 166,020 TOTAL - Transportation$3,190,870$0$3,190,870 HEALTH & WELFARE Waste Management$2,862,420$2,862,420 Environmental Programs 384,030 384,030 Social Services 286,440 $25,000 311,440 Housing Programs 701,020 701,020 TOTAL - Health & Welfare$4,233,910$25,000$4,258,910 CULTURE & LEISURE SERVICES Community TV$144,490$144,490 Library Services 696,410 696,410 Park Maintenance 2,762,050 2,762,050 Heritage & Cultural Arts 1,237,870 1,237,870 Recreation & Community Services 4,188,810 4,188,810 Parks / Facilities Development 545,140 545,140 TOTAL - Culture & Leisure Services$9,574,770$0$9,574,770 COMMUNITY DEVELOPMENT Development Services (Planning & Building)$4,629,830$4,629,830 Engineering 2,534,830 2,534,830 Economic Development 970,450 970,450 TOTAL - Community Development$8,135,110$0$8,135,110 TOTAL OPERATING BUDGET$63,504,670$25,000$63,529,670 CAPITAL IMPROVEMENT BUDGET General $9,856,440$9,856,440 Community Improvements 86,130 86,130 Parks 16,602,440 16,602,440 Streets 11,771,900 11,771,900 TOTAL - Capital Improvements$38,316,910$0$38,316,910 INTERNAL SERVICE FUND BUDGET TOTAL - Internal Service Fund$1,560,330$1,560,330 TOTAL EXPENDITURES - ALL FUNDS$103,381,910$25,000$103,406,910 APPROPRIATIONS TO RESERVES General Fund$134,663$0$134,663 Other Funds (14,916,660) (14,916,660) TOTAL - APPROPRIATIONS TO RESERVES($14,781,997)$0($14,781,997) TOTAL APPROPRIATIONS$88,599,913$25,000$88,624,913 EXHIBIT A Fiscal Year 2013-2014 Summary of Appropriations ABC Excluding DPIE DPIE Total OPERATING BUDGET GENERAL GOVERNMENT City Council$433,930$433,930 City Manager/City Clerk1,338,970 1,338,970 Elections3,120 3,120 Central Services / Human Resources507,180 507,180 Insurance1,033,290 1,033,290 City Attorney807,360 807,360 Administrative Services2,274,140 2,274,140 Building Management999,520 999,520 Non Departmental1,494,810 1,494,810 TOTAL - General Government$8,892,320$0$8,892,320 PUBLIC SAFETY Police Services$16,100,660$16,100,660 Fire Services11,742,590 11,742,590 Disaster Preparedness168,810 168,810 Crossing Guards111,890 111,890 Animal Control389,580 389,580 Traffic Signals & Street Lighting964,160 964,160 TOTAL - Public Safety$29,477,690$0$29,477,690 TRANSPORTATION Public Works Administration$905,050$905,050 Street Maintenance509,770 509,770 Street Sweeping125,400 125,400 Street Landscaping1,484,630 1,484,630 Street Tree Maintenance166,020 166,020 TOTAL - Transportation$3,190,870$0$3,190,870 HEALTH & WELFARE Waste Management$2,862,420$2,862,420 Environmental Programs384,030 384,030 Social Services286,440 $25,000311,440 Housing Programs701,020 701,020 TOTAL - Health & Welfare$4,233,910$25,000$4,258,910 CULTURE & LEISURE SERVICES Community TV$144,490$144,490 Library Services696,410 696,410 Park Maintenance2,762,050 2,762,050 Heritage & Cultural Arts1,237,870 1,237,870 Recreation & Community Services4,188,810 4,188,810 Parks / Facilities Development545,140 545,140 TOTAL - Culture & Leisure Services$9,574,770$0$9,574,770 COMMUNITY DEVELOPMENT Development Services (Planning & Building)$4,629,830$4,629,830 Engineering2,534,830 2,534,830 Economic Development970,450 970,450 TOTAL - Community Development$8,135,110$0$8,135,110 TOTAL OPERATING BUDGET$63,504,670$25,000$63,529,670 ATTACHMENT 3 EXHIBIT A ABC Excluding DPIE DPIE Total CAPITAL IMPROVEMENT BUDGET General $9,856,440$9,856,440 Community Improvements86,130 86,130 Parks16,602,440 16,602,440 Streets11,771,900 11,771,900 TOTAL - Capital Improvements$38,316,910$0$38,316,910 INTERNAL SERVICE FUND BUDGET TOTAL - Internal Service Fund$1,560,330$1,560,330 TOTAL EXPENDITURES - ALL FUNDS$103,381,910$25,000$103,406,910 APPROPRIATIONS TO RESERVES General Fund$134,663$0$134,663 Other Funds(14,916,660) (14,916,660) TOTAL - APPROPRIATIONS TO RESERVES($14,781,997)$0($14,781,997) TOTAL APPROPRIATIONS$88,599,913$25,000$88,624,913 ATTACHMENT 3 RESOLUTION NO. - 13 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF DUBLIN * * * * * * * * * AMENDING THE CLASSIFICATION PLAN WHEREAS, in accordance with the City’s Personnel System Rules, the City Council adopted Resolution No. 30-84 and subsequent resolutions which comprise the Classification Plan; and WHEREAS, it is necessary to periodically amend job descriptions within the Classification Plan. NOW, THEREFORE, BE IT RESOLVED that Resolution No. 30-84 and subsequent Resolutions shall be further amended to include the following revised job descriptions: Assistant Administrative Services Director/Budget (Exhibit A) Senior Neighborhood Resources Technician (Exhibit B) BE IT FURTHER RESOLVED that this document shall become a part of the official Classification Plan for the City of Dublin and that the changes contained herein shall be effective July 1, 2013. th PASSED, APPROVED AND ADOPTED this 4 day of June, 2013. AYES: NOES: ABSENT: ABSTAIN: ________________________________________ Mayor ATTEST: _______________________________________ City Clerk ATTACHMENT 4 EXHIBIT A Date Adopted: June 4, 2013 Date Revised: Title: Assistant Administrative Services Director/Budget FLSA: Exempt/Management/At-Will General Purpose : Under administrative direction of the Administrative Services Director/Director of Finance, assists in directing, planning, organizing and administering the activities of all program areas within the Administrative Services Department; coordinates Division activities; provides highly responsible and complex administrative assistance and support to the Director. This position functions as a member of the Administrative Services management team in Departmental policy development, administrative planning and addressing of Departmental problems, budget development, and personnel recruitment. Serves as Acting Administrative Services/Director of Finance in the absence of the Director; and does related work as required. Distinguishing Characteristics: The Assistant Director of Administrative Services/Budget is a management position responsible for formulating policy, developing goals and objectives, supervising staff, and developing and administering City-wide budgets. Incumbents in this classification have a broad range of independence within policy and procedural limitations and work under minimal supervision. The incumbent is accountable to the Department Director for the effective management of personnel and the quality and efficiency of services directed. While the general parameters of the job are defined, the employee is expected to select and put into effect work procedures and practices which will lead to the effective and efficient accomplishment of Department goals. Recommendations on the improvement of Division activities are expected. The Assistant Director of Administrative Services/Budget provides direct supervision and management to professional, technical, contract and clerical staff in the Administrative Services Department. This classification is distinguished from the Administrative Services Director/Director of Finance who serves as the Department Head of the entire Department. Supervision Exercised: Direct supervision and supervision through secondary supervisors is provided to personnel assigned to the assigned Division. 1 EXHIBIT A Essential Duties and Responsibilities: The following duties are normal for this classification. The omission of specific statements of duties does not exclude them from the position if the work is similar, related or a logical assignment to this class. Working closely with the City Manager, Assistant City Manager and Administrative Services Director, directs the preparation of city-wide operating budgets; provides procedures, requirements, instructions, and schedules for budget input and preparation; directs and implements modifications to budget, payroll, position control, and financial systems; participates on city-wide task forces and is primary lead of the Budget Review Team. Prepares and coordinates a five-year fiscal forecast and financial plan for operating departments, general fund, special revenue funds, internal service funds, capital project funds, and other agency funds. Prepares city-wide summary of fund balance by fund and five-year citywide summary of expenditures and revenue by fund. Prepares customized financial management reports; recommends corrective actions for resolution of budget performance issues. Develops and balances a position control system that provides salary and benefit cost analysis information for all personnel; incorporates position control into budget documents and projects impacts on the five-year financial plan. Recommends change to departmental policies and procedures, systems, and standards; participates in organization, staffing, and related management activities. Oversees program staff during budget preparation; establishes work priorities and schedules; negotiates, schedules, and monitors contracted services. Consult with Department Directors regarding budget issues and provides training in budget development procedures. Reviews and approves expenditures within budget guidelines. Monitors financial data collection systems. Promotes the City’s Mission to make Dublin a City of the highest quality by providing responsive, cost-effective, and innovative government services; understands and subscribes to the Mission, Vision and Values Statement adopted by the City Council. Establish procedures for budget control, transfers and revisions; prepare budget preparation procedures, schedules, forms and instructions for management use in budget processes. 2 EXHIBIT A Oversees the preparation and coordination of grant applications; obtain and calculate information and data necessary to accurately and effectively apply. Administer financial aspects of contracts and grant programs; prepare reports and claims for grant programs; maintain records and monitor regulations, requirements, and reporting procedures necessary for the continuation of monetary disbursements; initiate necessary correspondence and change orders. Coordinate department operating budgets; provide information, analysis and financial policy consultation services for departments related to budget preparation activities and other fiscal issues. Conduct audits of financial records and procedures; audit accounts, projects, procedures, grants, contracts, departmental budgets and balance sheet accounts; recommend corrective action as appropriate. Maintains and controls the adopted budget; review departmental and other assigned budgets; recommend mid-year adjustments and approaches to balancing budgets. Coordinate assigned activities with other City departments, divisions and sections, and with other employees. Participate in budget hearings; advertise hearings; prepare materials, charts and graphics for budget hearings and workshops. Participate in the establishment of computer budget file; consult with information systems personnel to accomplish needed changes in systems and programs. Prepare financial and budget related reports and analyses; perform special studies and analysis as required. Performs related duties as assigned. MINIMUM QUALIFICATIONS : Knowledge Of : Principles and practices of finance, investment and cash management, budget, and public accounting including business administration, program development, implementation, and management in a municipal setting; Public agency budgetary, contract administration, administrative practices, and general principles of risk management related to the functions of the assigned area; 3 EXHIBIT A Organizational and management practices as applied to the analysis and evaluation of projects, programs, policies, procedures, and operational needs; principles and practices of municipal government administration; Applicable Federal, State, and local laws, codes, and regulations; Principles and practices of employee supervision, including work planning, assignment, review and evaluation, and the training of staff in work procedures; Methods and techniques for the development of presentations, contract negotiations, business correspondence, and information distribution; research, record keeping and reporting methods, techniques, and procedures; Modern office practices, methods, and computer equipment; Computerized financial systems; Customer service techniques. Ability To : Assist in preparing and administering large and complex budgets; allocate limited resources in a cost effective manner; Communicate effectively with City staff, the public, and contractors, including preparing/presenting financial reports; Analyze complex and sensitive funding and performance issues and negotiate resolutions; Select, train, motivate, and evaluate the work of staff and train staff in work procedures; Research, analyze, and evaluate new service delivery methods, procedures, and techniques; Effectively administer special projects with contractual agreements and ensure compliance with stipulations; Prepare clear and concise reports, correspondence, policies, procedures, and other written materials; Conduct complex research projects, evaluate alternatives, make sound recommendations, and prepare effective technical staff reports; Establish and maintain a variety of filing, record keeping, and tracking systems; 4 EXHIBIT A Organize and prioritize a variety of projects and multiple tasks in an effective and timely manner; organize own work, set priorities, and meet critical time deadlines; Operate modern office equipment including computer equipment and specialized software applications programs; Comprehend and use English effectively including producing all forms of communication in a clear, concise, and understandable manner to intended audiences; Use tact, initiative, prudence, and independent judgment within general policy, procedural, and legal guidelines; Establish, maintain, and foster positive and harmonious working relationships with those contacted in the course of work. Physical Standards : The physical standards described are representative of those that must be met by employees to successfully perform the essential functions of this class. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions. An employee is regularly required to sit for long periods of time; talk or hear, in person, in meetings and by telephone; use hands and fingers to handle, feel or operate standard office equipment; and reach with hands and arms. The employee is frequently required to, bend and twist to reach files, walk and stand. While performing duties, the employee is regularly required to use written and oral communication skills; read and interpret complex data, information and documents; analyze and solve problems; interact with City management, other governmental officials, contractors, vendors, employees and the public. Training and Experience : Education : Possession of a Bachelor's Degree in Public or Business Administration, Accounting, or a related field. Master's Degree in Public or Business Administration, Accounting or a related field is desirable. Experience: Five years of increasingly responsible experience in municipal budgeting, finance or accounting, including two years of supervisory responsibility. Licenses; Certificates; Special Requirements: Possession of a valid California Class C drivers’ license and Certificate of Automobile Insurance for Personal Liability. 5 EXHIBIT A Must have the willingness and ability to: work the hours necessary to accomplish the assigned duties, including evening and week-end hours; attend evening meetings; travel out of town and attend workshops, conferences, seminars during work and non- work hours. 6 EXHIBIT B Date Adopted: June 4, 2013 Date Revised: Title: Senior Neighborhood Resources Technician FLSA: Non-Exempt General Purpose: Provide lead assistance in the coordination, development, implementation and monitoring of neighborhood resources and community safety programs. Performs a variety of lead administrative and technical duties related to overall management and supervision of activities related to neighborhood resource services and other community-based programs. This is a working lead position in the job class series. Distinguishing Characteristics: This is the advanced journey level class in the Neighborhood Resources Technician series. Positions at this level are distinguished from other classes within the series by the level of responsibility assumed, complexity of duties assigned, independence of action taken, by the amount of time spent performing the duties, and by the nature of the public contact made. Employees perform the most difficult and responsible types of duties assigned to classes within this series including planning, promoting, and administering neighborhood outreach programs, services and resources designed to maintain the quality of life in City neighborhoods. Employees at this level are required to be fully trained in all procedures related to assigned area of responsibility. Supervision Received and Exercised: Receives direction from assigned management staff. Exercises technical and functional supervision over less experienced Neighborhood Resources Technicians, consultants, clerical and/or volunteers personnel assisting in the promotion and delivery of assigned program areas. Essential Duties and Responsibilities: 1 EXHIBIT B The following duties are normal for this classification. The omission of specific statements of duties does not exclude them from the position if the work is similar, related or a logical assignment to this class. Coordinate verbal or written response to inquiries or requests for neighborhood resources from community groups and/or citizens; Assists individuals and neighborhood groups with resolution of issues; serve as lead point of contact, providing information and recommendations. Organize with other City Departments and community organizations regarding potential solutions to specific neighborhood concerns, issues, and problems. Manage the preparation of neighborhood resources and service alerts for dissemination to the impacted areas of the Dublin community. Build and maintain positive working relationships with co-workers, other City employees, local businesses, and the general public using principles of good customer service. Participate and prepare implementation strategies and initiatives within the City Neighborhood Resources Division work plan. Work with Management to develop, maintain and support neighborhood resources programs and activities. Manage assigned neighborhood resource projects and tasks and works as a team member within the Division. Serve as the lead liaison between community neighborhood groups, Dublin Police Services, City Staff and others to promote problem solving efforts for the community; Represents Department and provide leadership on various committees and/or project groups as assigned. Work within the Dublin community to increase awareness about crime deterrence by developing, implementing, and coordinating a variety of community based programs and strategies in the area of crime prevention. Coordinate and manage special community events such as National Night Out, community-based programs tours, other public presentations and programs within the Neighborhood Resources Unit. Establish and manage the City’s Emergency Volunteer Center as necessary. Coordinate the preparation of promotional materials including flyers, program brochures, newsletters and press releases; oversee the distribution of community and business brochures, flyers and newsletters and related program correspondence. 2 EXHIBIT B Lead and coordinate public presentations (e.g., neighborhood resource meetings, community safety programs, merchant alert programs/meetings, etc.) before various citizen groups, committees, City Council, City commissions, and staff. Attend, participate, and make presentations in local and regional meetings regarding neighborhood resources and community safety enhancement programs (presentations and meetings maybe scheduled in the day, evening and/or weekends). Work with individual businesses and merchants to make them aware of how they can promote crime suppression principles at their business. Ensure neighborhood services files are maintained and organized. Perform related duties as assigned. Minimum Qualifications: Knowledge of: Report writing; proper English usage, spelling, grammar, and punctuation. Methods and techniques for accurate record keeping and general office/administrative skills. Community based techniques used in various neighborhood watch and community relations programs. Procedures residents and business owners can take to avert crimes. Effective interpersonal communication techniques. Public relations skills. Community event planning. Techniques for dealing with the solving of problems presented by a variety of individuals from various backgrounds. Knowledge of lead/supervisory techniques. Federal, state and local laws, regulations and court decisions applicable to assigned areas of responsibility. 3 EXHIBIT B Ability To: Establish and maintain cooperative working relationships with those contacted in the course of work including working with the operating Departments, community leaders, co-workers, organizations, businesses and citizens. Maintain records, prepare and present comprehensive but succinct written and oral reports, newsletters and public information pieces. Develop and assist in developing and coordinating neighborhood resource programs to fit the citizens of the Dublin community. Interpret, apply and explain policies, codes and regulations. Effectively manage projects, special events and associated timelines. Safely operate a motor vehicle. Use good judgment in executing duties. Operate a computer and effectively use programs including basic graphic programs, Microsoft Word and Excel. To become proficient in the City’s Permit System, EDEN within six months of hire. Work and attend occasional night and weekend meetings and conferences. Make effective presentations at public meetings. Properly organize and prioritize work assignments and the work of others. Ability to lead and direct the work of others. Education, Experience and Training Any combination of experience and training that would provide the required knowledge and abilities is qualifying. A typical way to obtain the knowledge and abilities would be: Education: Associate of Arts Degree with major course work in Human Services, Criminal Justice Administration, Political Science, Marketing, Community Development or closely related field required. Bachelor’s Degree Public Administration, Business, Code Enforcement, Police Science or closely related field is highly desirable and may be substituted for six months of required experience. Experience: Four or more years of experience working within programs involving neighborhood resources and/or services such as: crime prevention, 4 EXHIBIT B police services, or related filed. Lead and/or supervisor experience highly desirable. Training: Any recent training classes, such as academic courses and certification programs, which are relevant to this job classification. Physical Standards: The physical standards described are representative of those that must be met by employees to successfully perform the essential functions of this class. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions. An employee is regularly required to sit for long periods of time; talk or hear, in person, in meetings and by telephone; use hands and fingers to handle, feel or operate standard office equipment; and reach with hands and arms. The employee is frequently required to, bend and twist to reach files, walk and stand. While performing duties, the employee is regularly required to use written and oral communication skills; read and interpret complex data, information and documents; operate a computer, analyze and solve problems. When setting up and participating in various neighborhood resources programs and special events the employee must be able to lift, carry, push, pull and otherwise move objects weighing 25 pounds. At times the employee interacts with City Officials, City Management, other governmental officials, contractors, vendors, employees and the general public. The employee's working hours may emphasize either outdoor or indoor work. There may be some light physical work or activity when preparing for events and/or public meetings such as handling of event supplies and/or equipment. The employee's work hours may vary in accordance with the activities of the Division. Ability to drive or operate designated City vehicle(s) to various Division events as needed. Licenses; Certificates; Special Requirements: Possession of a valid California Class C Drivers’ License and Certificate of Automobile Insurance for Personal Liability. Work flexible hours, including evenings and weekends. Pass and maintain clearance of background check from Department of Justice. 5 RESOLUTION NO. – 13 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF DUBLIN * * * * * * * * * AMENDING THE MANAGEMENT POSITIONS EXEMPT FROM COMPETITIVE SERVICE AND PRESCRIBING LEAVE BENEFIT FOR THE DESIGNATED POSITIONS WHEREAS , the City Council has adopted a Personnel Ordinance in which Section 2.20.040 E of the Ordinance exempts Department Heads and other Management Positions from Competitive Service; and WHEREAS , in accordance with the City’s Personnel Ordinance, the City Council adopted Resolution No. 202-08 which establishes Management Positions and defines benefits for those positions; and WHEREAS , it is necessary to periodically update the Resolution to reflect new classifications. NOW, THEREFORE, BE IT RESOLVED that the following positions shall be designated as Management Position under the City’s Personnel Ordinance and shall be granted benefits in accordance with Resolution 202-08: Assistant Administrative Services Director/Budget BE IT FURTHER RESOLVED that the changes contained herein shall be effective July 1, 2013. th PASSED, APPROVED AND ADOPTED this 4 day of June, 2013, by the following vote: AYES : NOES : ABSENT : ABSTAIN : ________________________________________ Mayor ATTEST: ______________________________________ City Clerk ATTACHMENT 5 RESOLUTION NO. XX- 13 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF DUBLIN * * * * * * * * * ESTABLISHING A SALARY PLAN FOR FULL-TIME PERSONNEL IN ACCORDANCE WITH THE PERSONNEL RULES WHEREAS , the City Council has adopted a Salary & Benefit Plan pursuant to the Personnel System Rules; and WHEREAS , the City Council adopted Resolution No. 85-01 and subsequent amendments which establish a Salary Plan for full-time personnel in accordance with the Personnel System Rules; and NOW, THEREFORE, BE IT RESOLVED that the following salary provisions shall be established in accordance with City’s Personnel System Rules. BE IT FURTHER RESOLVED that any previous enacted salary provisions contained in Resolution No. 85-01 and subsequent amendments shall be superseded by this Resolution. ARTICLE I: SALARY PROVISIONS SECTION A: REGULAR EMPLOYEES EXEMPT FROM FAIR LABOR STANDARDS ACT (FLSA) OVERTIME PROVISIONS Employees covered under this Section shall be paid a monthly salary within the following ranges with the exclusion of any Performance Pay Adjustment granted in accordance with the Personnel System Rules. In the event that it is deemed by the City Manager to be in the best interest of the City, temporary appointments of no more than 6 months, where the work assignments are such that they can be completed with less than a 40 hour week, may be approved based upon hourly rates. The total salary paid for such work shall not be less than the “salary test” required for an exemption under the FLSA. Monthly Monthly Minimum Maximum Accountant $7,017 $8,773 Administrative Analyst II $6,717 $8,397 Assistant Civil Engineer $7,139 $8,924 Associate Civil Engineer $8,303 $10,379 Associate Planner $7,017 $8,773 Environmental Coordinator $6,717 $8,397 Executive Aide $6,053 $7,566 Geographic Information System Coordinator $6,717 $8,397 Housing Specialist $7,725 $9,657 Network Systems Coordinator $6,717 $8,397 Parks & Facilities Development Coordinator $7,017 $8,773 Permit Coordinator $7,204 $9,005 Recreation Supervisor $6,851 $8,563 Senior Administrative Analyst $7,725 $9,657 ATTACHMENT 6 Senior Civil Engineer $9,302 $11,628 Monthly Monthly Minimum Maximum Senior Planner $7,996 $9,996 SECTION B: REGULAR EMPLOYEES COVERED BY OVERTIME PROVISIONS OF THE FLSA. Employees covered under this Section shall be paid hourly wages within the following ranges with the exclusion of any Performance Pay Adjustment granted in accordance with the Personnel System Rules. The monthly salaries are shown for informational purposes only. Monthly Monthly Hourly Hourly Minimum Maximum Minimum Maximum Administrative Aide $5,764 $7,206 $33.2538 $41.5731 Administrative Analyst I $6,046 $7,557 $34.8808 $43.5981 Administrative Technician $5,240 $6,550 $30.2308 $37.7885 Assistant Planner $6,214 $7,766 $35.8500 $44.8038 Code Enforcement Officer $5,592 $6,990 $32.2615 $40.3269 Environmental Technician $5,537 $6,922 $31.9442 $39.9346 Finance Technician I $4,404 $5,505 $25.4077 $31.7596 Finance Technician II $4,895 $6,117 $28.2404 $35.2904 Graphic Design & Comm. Coordinator $5,821 $7,278 $33.5827 $41.9885 Heritage Center Director $5,821 $7,278 $33.5827 $41.9885 Information Systems Technician I $5,027 $6,285 $29.0019 $36.2596 Information Systems Technician II $5,586 $6,983 $32.2269 $40.2865 Neighborhood Res. Tech I $4,707 $5,884 $27.1558 $33.9462 Neighborhood Res. Tech II $5,157 $6,473 $29.7519 $37.3442 Office Assistant I $3,727 $4,660 $21.5019 $26.8846 Office Assistant II $4,142 $5,177 $23.8962 $29.8673 Permit Technician $5,240 $6,550 $30.2308 $37.7885 Public Works Inspector $6,398 $7,997 $36.9115 $46.1365 Public Works Technician I $5,537 $6,922 $31.9442 $39.9346 Public Works Technician II $6,091 $7,613 $35.1404 $43.9212 Recreation Coordinator $5,821 $7,278 $33.5827 $41.9885 Recreation Technician $4,657 $5,821 $26.8673 $33.5827 Secretary $4,556 $5,695 $26.2846 $32.8558 Senior Code Enforcement Officer $6,214 $7,766 $35.8500 $44.8038 Senior Finance Technician $5,586 $6,983 $32.2269 $40.2865 Senior Neighborhood Res. Technician $6,214 $7,766 $35.8500 $44.8038 Senior Office Assistant $4,556 $5,695 $26.2846 $32.8558 BE IT FURTHER RESOLVED that the changes contained herein shall be effective July 1, 2013. th PASSED, APPROVED AND ADOPTED this 4 day of June, 2013. ATTACHMENT 6 AYES : NOES : ABSENT : ABSTAIN : Mayor ATTEST : City Clerk ATTACHMENT 6 RESOLUTION NO. XXX - 13 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF DUBLIN * * * * * * * * * ESTABLISHING A SALARY PLAN FOR MANAGEMENT POSITIONS EXEMPT FROM COMPETITIVE SERVICE WHEREAS, the City Council has adopted a Salary & Benefit Plan pursuant to the Personnel System Rules; and WHEREAS , the City Council adopted Resolution No. 86-01 and subsequent amendments which establish a Salary Plan for full-time management positions exempt from competitive service in accordance with the City’s Personnel System Rules; and NOW, THEREFORE, BE IT RESOLVED that the following salary provisions shall be established in accordance with City’s Personnel System Rules. BE IT FURTHER RESOLVED that any previous enacted salary provisions contained in Resolution No. 86-01 and subsequent amendments shall be superseded by this Resolution. ARTICLE I: SALARY PROVISIONS A. REGULAR EMPLOYEES EXEMPT FROM FAIR LABOR STANDARDS ACT (FLSA) OVERTIME PROVISIONS Monthly Monthly Minimum Maximum Administrative Services Director $12,634 $15,793 Assistant City Manager $13,594 $16,991 Assistant Dir. of Community Development $9,918 $12,397 Assistant Parks & Community Services Director $9,918 $12,397 Assistant Administrative Services Director/Budget $9,918 $12,397 Assistant to the City Manager $9,055 $11,319 Budget Manager $9,055 $11,319 Chief Building Official $9,768 $12,209 City Clerk/Records Manager $9,055 $11,319 City Engineer $10,561 $13,201 City Manager (Contract) $19,564 Community Development Director $12,251 $15,315 Economic Development Director $9,302 $11,628 Economic Development Director/Public Information Officer $11,385 $14,232 Finance Manager $9,055 $11,319 Heritage & Cultural Arts Manager $9,055 $11,319 Human Resources Director $11,385 $14,232 Information Systems Manager $9,055 $11,319 Parks & Community Services Director $12,439 $15,548 Parks & Facilities Development Manager $9,055 $11,319 Plan Check Engineer $9,055 $11,319 ATTACHMENT 7 Monthly Monthly Minimum Maximum Planning Manager $9,302 $11,628 Principal Planner $9,055 $11,319 Public Works Director/Asst City Engineer $12,038 $15,048 Public Works Trans & Ops Mgr. $9,302 $11,628 Public Works Manager $9,055 $11,319 Special Projects Manager $9,055 $11,319 BE IT FURTHER RESOLVED that the changes contained herein shall be effective July 1, 2013. th PASSED, APPROVED AND ADOPTED this 4 day of June, 2013. AYES : NOES : ABSENT : ABSTAIN : ________________________________________ Mayor ATTEST : _______________________________________ City Clerk ATTACHMENT 7